HomeMy WebLinkAbout19-37 CC Resolution RESOLUTION NO. 19-37
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF TEMECULA ADOPTING THE FISCAL YEAR 2019-20
ANNUAL OPERATING BUDGET, ESTABLISHING
CONTROLS ON CHANGES IN APPROPRIATIONS,
ESTABLISHING CONTRACT AUTHORITY OF CITY
MANAGER, ESTABLISHING LAWSUIT SETTLEMENT
AUTHORITY OF CITY MANAGER
THE CITY COUNCIL OF THE CITY OF TEMECULA DOES HEREBY RESOLVE
AS FOLLOWS:
Section 1. That certain document now on file in the office of the City Clerk of the
City of Temecula entitled "City of Temecula Annual Operating Budget Fiscal Year 2019-20" is
hereby adopted.
Section 2. That the following controls are hereby placed on the use and transfers of
budget appropriations:
A. No expenditure of funds shall be made unless there is an unencumbered
appropriation available to cover the expenditure.
B. The Department Director may prepare a transfer of appropriations within
departmental budget accounts, with the approval of the City Manager.
C. The City Council must authorize transfers (appropriations) of funds from the
Unreserved Fund Balance and transfers between departmental budget accounts.
D. In accordance with City of Temecula Municipal Code Section 2.60.030, the City
Manager shall administer the City personnel system. The City Manager is authorized to fix and
alter the titles, compensation, and number of positions in the Schedule of Authorized Positions as
needed, subject to the total personnel expenditure budget limitations approved by the City
Council.
E. The City Manager may authorize expenditures of funds in amounts up to sixty
thousand dollars ($60,000.00). Any expenditure of funds in excess of$60,000.00 requires City
Council action.
F. The City Manager is hereby authorized to enter into the following types of
agreements on behalf of the City, Temecula Community Services District, and the Successor
Agency to the Temecula Redevelopment Agency where the amount of the agreement is sixty
thousand dollars ($60,000.00) or less, there exists an unencumbered appropriation in the fund
account against which the cost of the agreement is to be charged, and all applicable procedures
for approval of the agreement have been fulfilled: public works construction agreements;
agreements for purchase of supplies or equipment; personal, professional, consultant and
maintenance services agreements; theater, entertainment and talent agreements; and real property
leases, licenses and facility use agreements in which the term is one (1) year or less. All
sponsorship agreements, tax reimbursement agreements, and fee waiver agreements shall be
approved by the City Council.
G. The City Manager, in consultation with the City Attorney, is hereby authorized to
settle personal injury and property damage lawsuits and enter into settlement agreements on
behalf of the City, Temecula Community Services District, and the Successor Agency to the
Temecula Redevelopment Agency where the amount of the settlement does not exceed twenty-
five thousand dollars ($25,000.00).
H. Pursuant to Section 3.28.250 of the Municipal Code, purchases of supplies and
equipment of an estimated value of sixty thousand dollars ($60,000.00) or less, may be made by
the purchasing agent in the open market pursuant to the procedure prescribed in Sections
3.28.260 through 3.28.280 and without observing the procedure prescribed in Sections 3.28.130
through 3.28.240; provided, however, that all bidding may be dispensed with for purchases of
supplies and equipment having a total estimated value of five thousand dollars ($5,000.00) or
less.
I. Appropriations and Revenue estimates for grant funded programs for FY 2018-19
which have not been expended, encumbered or received, are hereby carried over for the
applicable grant program to the subsequent fiscal year.
J. Appropriations for the transfer of funds to the Capital Improvement Program for
FY 2018-19 which have not been expended are hereby carried over to the subsequent fiscal year.
Section 3. The Director of Finance, in consultation with the City Manager, is
delegated the authority to determine and define the amounts of those components of fund balance
that are classified as"Assigned Fund Balance".
Section 4. The Director of Finance is authorized to make temporary short term
interfund loans between appropriate funds in order to cover short term cash needs caused by cash
flow timing differences. These interfund loans must have an identified repayment source.
Section 5. Outstanding encumbrances shown on the City books at June 30, 2019, are
hereby appropriated for such contracts or obligations for FY 2019-20.
Section 6. There are numerous occasions when small dollar valued purchases must
be made for or on behalf of the City; and it is appropriate that a petty cash fund be used to
provide for the purchase of these smaller dollar valued items; now, therefore, the City Council of
the City of Temecula does hereby resolve, determine, and order as follows:
A. There is hereby established a renewable petty cash fund to be maintained in the
Finance Department.
2
B. The imprest balance amount of the petty cash fund shall be three thousand dollars
($3,000.00).
C. Vouchers, receipts, or other evidence of payment shall be required before
reimbursement shall be made from said petty cash fund, in such form as shall be required by
Director of Finance.
Section 7. The City Clerk shall certify adoption of the resolution.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Temecula
this 11th day of June, 2019.
ttel S. Naggar, Mayor
ATT
Randi Joh!, ity Clerk
[SEAL]
3
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss
CITY OF TEMECULA )
I, Randi Johl, City Clerk of the City of Temecula, do hereby certify that the foregoing
Resolution No. 19-37 was duly and regularly adopted by the City Council of the City of Temecula
at a meeting thereof held on the 11th day of June, 2019, by the following vote:
AYES: 5 COUNCIL MEMBERS: Edwards, Rahn, Schwank, Stewart,
Naggar
NOES: 0 COUNCIL MEMBERS: None
ABSTAIN: 0 COUNCIL MEMBERS: None
ABSENT: 0 COUNCIL MEMBERS: None
Randi Johl, City Clerk
4
CALIFORNIA
CITY OF TEMECULA
CALIFORNIA
FISCAL YEAR 2019-20
ANNUAL OPERATING BUDGET
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
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INTRODUCTION
Transmittal Message ------------------------------------------------------------------------------------------------ 7
Directory ------------------------------------------------------------------------------------------------------------- 24
City Organizational Chart----------------------------------------------------------------------------------------25
Mission and Value Statements --------------------------------------------------------------------------------- 26
Citywide Long Term Goals---------------------------------------------------------------------------------------27
Government Finance Officers Association (GFOA) Award ------------------------------------------------ 29
California Society of Municipal Finance Officers (CSMFO) Award -------------------------------------- 30
City of Temecula at a Glance ------------------------------------------------------------------------------------ 31
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Understanding the Budget Document ------------------------------------------------------------------------ 33
Budgetary Fund Structure --------------------------------------------------------------------------------------- 35
Description of Funds ---------------------------------------------------------------------------------------------- 37
Funds and Departments ------------------------------------------------------------------------------------------42
Funding Sourcesby Department-------------------------------------------------------------------------------43
Budget Process----------------------------------------------------------------------------------------------------- 44
Budget Calendar--------------------------------------------------------------------------------------------------- 47
FIVE-Y%!2 &/2%#!34
Long Range Financial Projection -------------------------------------------------------------------------------- 49
Five-Year Financial Projection – General Fund-------------------------------------------------------------- 51
Five-Year Revenue Projection – General Fund-------------------------------------------------------------- 53
Five-Year Expenditure Projection – General Fund--------------------------------------------------------- 55
Five-Year Financial Projection – Measure S Fund ---------------------------------------------------------- 59
Five-Year Financial Projection – Temecula Community Services District Fund---------------------- 62
Annual Operating Budget
3
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
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Fund Balance Summary ------------------------------------------------------------------------------------------ 63
Summary of Major Revenue Sources--------------------------------------------------------------------------64
General Fund:
Revenues by Source-------------------------------------------------------------------------------------69
RevenueDetail -------------------------------------------------------------------------------------------- 70
Fund Summaries ------------------------------------------------------------------------------------------ 72
Measure S Fund:
Fund Summaries ------------------------------------------------------------------------------------------ 74
Special Revenue and Debt Service Funds:
Revenue Detail -------------------------------------------------------------------------------------------- 76
Fund Summaries ------------------------------------------------------------------------------------------ 79
Temecula Community Services District (TCSD):
Revenue By Source -------------------------------------------------------------------------------------- 95
Revenue Detail -------------------------------------------------------------------------------------------- 96
Fund Summaries ----------------------------------------------------------------------------------------- 101
Successor Agency to the Temecula Redevelopment Agency (SARDA):
Fund Summary ------------------------------------------------------------------------------------------ 111
Internal Service Funds:
Revenue Detail-------------------------------------------------------------------------------------------113
Fund Summaries ----------------------------------------------------------------------------------------- 115
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City Council --------------------------------------------------------------------------------------------------------- 126
City Manager ------------------------------------------------------------------------------------------------------- 133
City Clerk------------------------------------------------------------------------------------------------------------ 146
City Attorney ------------------------------------------------------------------------------------------------------- 150
Finance Department --------------------------------------------------------------------------------------------- 152
Human Resources ------------------------------------------------------------------------------------------------- 158
Community Development Department ---------------------------------------------------------------------- 166
Public Works Department -------------------------------------------------------------------------------------- 188
Police Department ------------------------------------------------------------------------------------------------ 214
Fire Department-------------------------------------------------------------------------------------------------- 227
Annual Operating Budget
4
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
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Non-Departmental ----------------------------------------------------------------------------------------------- 235
Temecula Community Services District ---------------------------------------------------------------------- 236
Internal ServiceFunds -------------------------------------------------------------------------------------------255
#!0)4!, )-02/6%-%.4 PROGRAM
Capital Improvement Program Summary-------------------------------------------------------------------271
CIP Project Summary by Type of Project -------------------------------------------------------------------- 274
CIP Future Years Projects---------------------------------------------------------------------------------------282
Projected CIP Revenue Summary ----------------------------------------------------------------------------- 283
Annual Operating and Maintenance Costs – Capital Improvement Program ----------------------- 284
Description of CIP Revenue Sources -------------------------------------------------------------------------- 285
BUDGETPOLICIES
General Financial Policies--------------------------------------------------------------------------------------- 289
APPENDICES
Appendix A - Personnel
Summary of Changes in Authorized Positions, Personnel and Benefit Costs--------------341
Schedule of Authorized Positions ------------------------------------------------------------------- 343
Schedule of Changes in Allocated Positions-------------------------------------------------------348
Summary of Budgeted Positions --------------------------------------------------------------------- 356
Appendix B – Supplemental Information
Locator Map ---------------------------------------------------------------------------------------------- 357
Community Profile and Demographics------------------------------------------------------------- 358
Summary of Interfund Transfers----------------------------------------------------------------------361
GANN Appropriations Limit --------------------------------------------------------------------------- 362
Assessed and Estimated Actual Value of Taxable Property------------------------------------ 363
Summary of Federal Grant Expenditures---------------------------------------------------------- 364
Legal Debt Margin--------------------------------------------------------------------------------------- 365
Annual Operating Budget
5
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
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Debt Obligations-----------------------------------------------------------------------------------------366
Summary of Construction and Property Values--------------------------------------------------367
Summary of Property Tax Rates--------------------------------------------------------------------- 368
Principal Secured Property Owners----------------------------------------------------------------- 369
Computation of Direct and Overlapping Bonded Debt ----------------------------------------- 370
Largest Employers by Number of Employees ----------------------------------------------------- 372
Comparative City Information ------------------------------------------------------------------------ 373
Appendix C – Glossary/Index
Glossary of Acronyms ---------------------------------------------------------------------------------- 375
Glossary of Terms --------------------------------------------------------------------------------------- 378
Index ------------------------------------------------------------------------------------------------------- 384
Annual Operating Budget
6
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
June 11, 2019
The Honorable Mayor and Members of the City Council:
I am pleased to submit the Annual Operating Budget for the Fiscal Year 2019-20. 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 2019-20 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 realistic 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 113,826 citizens. The City
maintains 41 parks on 330 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 contracts with Riverside County. The Temecula Valley Unified
School District provides 32 schools with 27,991 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
Southern California has to
offer. Environmental and
residential factors create a
beautiful setting that attracts
young, well-educated families
to upscale homes that are
relatively inexpensive by
Southern California standards.
Geography contributes to the
City’s population and retail
growth from San Diego and
Orange Counties.
Temecula’s leadership has approached economic growth from a qualitative standpoint, providing the City
with a favorable share of the region’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.
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
ECONOMIC INDICATORS
The City of Temecula has experienced solid economic growth over the past year, as illustrated by the
indicators discussed below.
Estimated Population: 113,826, up 0.5% from 2018 (Source: State Department of Finance)
Median Age: 35.3 years old, up .2 from 2018 (Source:Claritas360 Report – 12-19-18)
Number of Households: 36,001, up 1.5% from 2018 (Source: Claritas360 Report – 12-19-18)
Average Household Income: $116,464, up 6.2% from 2018 (Source:Claritas360 Report – 12-19-18)
April Median Home Price: $485,000, up 5.0% from April 2018 (Source:Southwest Riverside County Association
of Realtors)
(Source: EDD)
Number of Jobs: 55,700, up 1.0% from 2018
April Unemployment Rate: Temecula: 3.0% (down 0.1% from April 2018), Riverside County: 3.8%,
CA: 3.9%, Nation: 3.3% (Source: EDD & BLS)
Steady expansion of the City’s economic base has led 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 Opinion Survey
stating that 93% of Temecula residents indicated they were satisfied with the City’s municipal services.
IMPACTS OF STATE/COUNTYLEGISLATION
A number of legislative changes are being considered, which could have profound fiscal impacts on the
City, including:
Sheriff’s Contract Rate Modification: The City was recently notified by the County Executive
Office of a recommended change in the calculation methodology of the Riverside County Sheriff’s
contract rate. The Board of Supervisors is considering the inclusion of several public safety
services not currently included in the contract rate, including: aviation services, patrol captains,
crime analysts, portions of dispatch, etc. The increase to the City’s Police budget would be $2.3
million if this change is implemented. The County Board of Supervisors is expected to consider
this proposal later this year.
Assembly Bill 213 – Annexation Financing: If passed, this bill will restore funding to 140 cities,
including Temecula, that lost Vehicle License Fee revenue related to the annexation of inhabited
territory, as a result of the passage of Senate Bill 89 in 2011. The City of Temecula could
potentially recoup the $428,745 in lost Vehicle License Fee revenue.
Proposition 64: Control, Regulate and Tax Adult Use of Marijuana Act (AUMA)
In November 2016, California voters approved Proposition 64 by a margin of 56% to 44% to
legalize recreational use of cannabis for persons 21 years of age and over. Under Proposition 64,
local governments have the ability to regulate, license or prohibit commercial cannabis. The City
of Temecula currently prohibits all commercial cannabis and has joined the County of Riverside’s
Cannabis Regulatory Task Force. Code Enforcement, Police, and the City Attorney’s Office
coordinate to shut down any marijuana retailers operating within the City.
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
2017 State of California Housing Package
In 2017, the State adopted a comprehensive housing package of 15 bills designed to increase the
supply of housing in California, including the number of affordable homes. Currently there are
approximately 200 housing related bills going through the legislative process. Generally, the bills
stated aim is to address the state’s housing shortfall by directly financing affordable housing
production; facilitate private-market housing production by streamlining local review processes;
increasing local accountability for accommodating a fair share of new housing development;
harnessing private funding to pay for affordable housing; and preserving the affordability of
existing subsidized housing.
While the City is eligible for some of the direct sources of funding to facilitate the production of
housing, including funding from SB 2, the Building Jobs and Homes Act, it is anticipated that the
City will be subject to a number of unfunded mandates as a result of the passage of any number
of the current proposed housing related bills.
State Water Resources Control Board 13383 Order
On April 7, 2015, the State Water Resources Control Board (State Water Board) adopted
statewide Trash Provisions to address the pervasive impacts trash has on the beneficial uses of
surface waters. The Trash Provisions establish a statewide water quality objective for trash and
a prohibition of trash discharge, or deposition where it may be discharged, to surface waters of
the State. As a result of this Order, the City must install, operate and maintain full capture
systems for the storm drain network that capture runoff. It is estimated that a total of 500
catch basin inlet filters will be installed over a 10-year period, beginning in 2019.
2019-20 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
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 Responsive 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.
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
OBJECTIVES AND PERFORMANCE MEASURES
The budget document includes the short term operational objectives for completion in Fiscal Year 2019-
20 and the performance measures for evaluating the completion of those objectives. These objectives
were developed in a collaborative process with City staff 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 Departmental Information section of this
budget document. Each Department section also includes the objectives and performance measures
cross referenced by the City’s Long-Term Goals 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.
LONG-RANGE FINANCIAL FORECAST
With the recent passage of Measure Sin November 2016(one-cent Transactions and Use Tax) combined
with ongoing fiscal restraint, the City is in a strong fiscal position over the coming five-year period, with
all funds balanced, reserves fully-funded and available fund balance in both the General Fund and the
Measure S Fund.
As illustrated below, the General Fund Ending Balance over the ensuing five-year period is sufficient to
meet the operational needs of the City as well as fully fund the Reserve for Economic Uncertainty (20% of
Operating Expenditures) and the Secondary Reserve (5% of Operating Expenditures). In addition, a total
of $8 million was deposited
into an Internal Revenue Code
Section 115 Irrevocable
Pension Trust in Fiscal Year
2017-18, in order to address
future pension liabilities of the
City. This Trust will serve as a
tertiary reserve, in addition to
the aforementioned General
Fund Reserves.
Total Reserves, including the
Trust proceeds totals $35.0
million for Fiscal Year 2019-20.
GENERAL FUND ANALYSIS
Fiscal Year 2019-20 Ending Fund Balance is projected to be $26,308,619. Total Reserves, at 25% of
Expenditures, totals $19,577,948, with another $460,305 assigned to cover the costs future Capital
Projects and the Pechanga-funded police officer for Fiscal Year 2020-21, leaving an Unassigned (available)
Fund Balance of $6,270,366.
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
General Fund Revenue Highlights
General Fund Revenue is projected to increase by 1.3% over the prior year with a total of $80,127,628, of
which $5,735,418 was transferred in from the Measure S Fund to primarily cover the costs associated with
additional Public Safety personnel. The change in the major revenue sources are noted below:
Sales Tax ($37,981,346) is projected to increase by 0.4% compared to the prior fiscal year due to
anticipated leveling in both the Business/Industry and Autos/ Transportation sectors of the local
economy.
Property Tax ($8,706,389) is projected to increase 4.1%, as assessed valuations continue to climb
and property values are restored to pre-recessionary levels.
Franchise Fees ($3,351,304) are projected to increase 0.4% due to slight increases in electricity
rates.
Transient Occupancy Tax ($3,338,860) is projected to increase by 3%, due to the opening of two
new hotels during the prior year, combined with increased mid-week occupancies expected as a
result of the recent expansion of the Pechanga Resort and Casino’s convention center.
Licenses, Permits & Service Charges ($4,335,071) are projected to decrease by 18.2% due to less
Development activity projected compared to the prior year, as the Roripaugh Ranch development
created increased permit activity in FY2018-19.
Intergovernmental Revenues ($8,503,309) are projected to increase by 4.1% due to the increases
expected in Property Tax In Lieu of Vehicle License Fees which is driven by increasing property
values within the City.
Operating Transfers In ($3,151,887) represents funds deposited into Special Revenue Funds that
are transferred into the General Fund to cover eligible expenditures. The Gas Tax Fund is
anticipated to transfer $2,956,887 to be spent on street and road maintenance. The
Supplemental Law Enforcement Services Fund is anticipated to transfer $195,000 to supplement
the Police Department budget.
Prop. Tax in Lieu of
Property Tax
VLF
11%
Operating Transfers In -
11%
Franchise Fees
Fiscal Year 2019-20
Measure S ($5,735,418) will
4%
General Fund Revenue
TOT
continue to fund 11 new Police
4%
Measure C
Officers and staffing for Fire
2%
Station No. 95.
Licenses/Permits
5%
Sales Tax
46%
Measure S
7%
Transfers In
General Fund Expenditure Highlights
Reimbursements
Other
4%
4%
2%
The largest expenditure of the General Fund is Public Safety, which has grown from 56% of total
expenditures in the prior fiscal year, to 57% in Fiscal Year 2019-20. In accordance with the Measure S
ballot language and City Council appropriation guidelines, the City has invested heavily in Public Safety
over the past two years and continues to hold Public Safety as its highest priority. A total of $5.8 million,
or 19%, of Measure S revenue is dedicated to Public Safety expenditures for FY2019-20 including the
funding of the following:
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
•Eleven Sworn Police Officers ($3.7 million)
•Fire Station No. 95 Staffing ($1.7 million)
•The funding for the future replacement Fire Ladder Truck and fire safety vehicles ($170,390)
•The operations and maintenance of the Citywide Surveillance Camera system ($160,000)
In addition to the ongoing Measure S-funded Public Safety expenditures, the Police Department will
maintain 112 sworn officers and the Fire Department will provide four firefighter personnel per engine at
all five Fire Stations.
General Fund Operating Expenditures totals $78,311,792, which represents a 4.5% increase over the
prior fiscal year. The majority of the increase is reflected in the two Public Safety departments, as noted
below:
Police ($34,860,437) is increasing by 6.8% over the prior year, due to a projected 5% increase
in the contract rates charged by the County to account for increased CalPERS pension costs
and potential labor increases resulting from ongoing union negotiations.
Fire ($10,260,935) is increasing by 7.2% due to the anticipated increase in the contract rates
charged by CalFire and Riverside County. The Total Fire Contract of $18 million is offset by
the Structural Fire Tax Credit of $8.7 million.
Non-Safety Departments ($3,,4) is increasing by 1.5% primarily due to the addition of
1.75 Full-Time Equivalent authorized positions in the Public Works Department and the City
Manager’s Office. Additionally, in accordance with the City’s labor agreements, a 3% cost of
living adjustment (COLA) is included for all employees, effective July 1, 2019.
Non-Departmental ($1,783,013)
Fiscal Year 2019-20
General Fund Expenditures
reflects a 6.6% decrease due to the
slight decrease in the deposit into the
Retiree Medical Contribution. The
deposit exceeds the required amount
in order to increase the City’s funded-
status of this trust fund and reduce
future years’ required contributions.
Operating Transfers Out & One-Time Payments
This category of expenditures reflects funds that are transferred to other funds, such as the CIP and Debt
Service Funds. A total of $642,077 is being transferred to fund two Capital Projects: $200,000 for the I-
15 Congestion Relief project, to leverage funds received from CalTrans in order to help mitigate traffic on
I-15 Freeway; and $442,077 is being transferred to fund a new sidewalk on DLR Drive. A total of
$2,075,512 will be transferred to the Debt Service Fund for the annual Civic Center Lease payment, and
$555,807 for the Debt Service on the Margarita Recreation Center renovation.
Fund Balance & Reserves
As noted above, the Ending Fund Balance, as of June 30, 2020 is projected to be $26,308,619, with the
Reserve for Economic Uncertainty fully funded at $15,662,358, which represents 20% of General Fund
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
Expenditures. Additionally, the Secondary Reserve, set at 5% of General Fund Expenditures, is fully-
funded at $3,915,590. After Fund Balance assignments for future year expenditures, the remaining
available fund balance totals $6,270,366.
MEASURE S FUND
With the approval of a one-cent transactions and use tax measure in November 2016, a new fund was
established to account for this new revenue source and enhance budgetary accountability of Measure S
expenditures. Fiscal Year 2019-20 Measure S revenue is conservatively projected to increase 2% over the
prior year, to a total of $27,784,000.
In accordance with the Council’s approved spending guidelines, Measure S revenue is to be
appropriated in the following order:
1.Public Safety
Measure S -FY19-20 Appropriations
2.Asset Management
$27,784,000
3.Capital Improvement Projects
4.General Services
Public Safety
General
$5,816,879
Services
19%
$9,059,961
Public Safety (19%)
29%
Asset Mgmt
The Proposed Budget includes $5,816,879
$3,000,000
of Measure S funding dedicated to Public
10%
Safety, for the continued funding of 11
Capital
Sworn Police Officers and Fire staffing for
Projects
Fire Station No. 95 which opened January
$13,109,728
42%
1, 2018. Additionally, Measure S will fund
the future replacement of public safety
vehicles and the operating costs of the
Citywide Surveillance Camera system.
Asset Management/Investment (10%)
As noted in Council’s appropriation guidelines for Measure S, ensuring adequate reserves are set-
aside for the future replacement of City-owned assets is critical to the long-term viability of the
City’s operations. As such, the Proposed Budget includes contributions towards several Replacement
Reserve Funds, including:
Vehicle Replacement Reserve - $500,000
Technology Replacement Reserve - $500,000
Facilities Replacement Reserve - $500,000
Street Maintenance Reserve - $1,500,000
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
As the City finalizes the Replacement Schedule for each category of assets noted above, the benefitting
departments will also deposit funds into the reserve accounts to create adequate funding levels to
purchase replacement assets in future Operating Budgets.
Capital Improvement Program (42%)
The Proposed Budget includes $13,109,728 of Measure S revenue allocated to fund 54 separate CIP
projects. The influx on Measure S funding has allowed the City to leverage other funding sources, such as
Development Impact Fees and various Grant funds, to complete projects in a more timely manner.
Major Projects for FY2019-20 include:
Bike Lane and Trail Program at Temecula Creek South Side Trail - $571,000 to augment
Development Impact Fee funds and AB2766 funds to install new gates, pave and stripe an existing
maintenance road for a Class 1 Trail that parallels Temecula Creek.
Citywide Drainage Master Plan - $720,000 to fund a new project to develop a study of the City’s
drainage courses and provide a higher level of flood protection.
Citywide Financial System Upgrade - $613,184 to augment Technology Replacement funds
necessary to upgrade the City’s nearly 20-year old Financial System.
Citywide Streetlight Acquisition and LED Conversion - $800,000 to add funding allocated in the
prior year for the purchase of the Southern California Edison owned streetlights within the City
limits and retrofit to a more efficient Light Emitting Diode (LED) lighting system.
Citywide Surveillance Cameras - $720,347 to augment Development Impact Fees and funding
allocated in the prior year to fund a new Surveillance Camera network covering City-owned
facilities and traffic signals.
Community Recreation Center (CRC) Renovation - $500,000 to provide initial funding for the
design of a rehabilitation, improvement and reconfiguration of the CRC facility.
Eagle Soar Splash Pad Control System Renovation - $300,000 to provide funding for the updating
of the splash pad control system to meet current Health & Safety requirements.
French Valley Parkway/I-15 Over-Crossing and Interchange Improvements-Phase II - $1,971,845 –
to provide funding for the right-of-way acquisition associated with this highly anticipated project.
Margarita Recreation Center - $720,000 to augment funding allocated in the prior year to fully-
fund the construction of a new recreation center in Margarita Community Park.
Park Restroom Expansion, Renovations and ADA Improvements - $780,000 to augment funding
allocated in a prior year for the renovation and installation of new restroom facilities at various
parks throughout the City.
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect - $957,709 to augment
grant funding allocated in a prior year for the design and construction of the extension of the
existing trail from Ynez Road to the Murrieta Creek Multi-Purpose Trail.
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
14
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
General Services (29%)
The Temecula Community Services District (TCSD) has historically been funded with voter-approved
Measure C funding and program-related revenue. Measure S funding is used to augment Measure C, in
order to maintain the award-winning programs, activities and events TCSD provides to the citizenry.
TCSD Operations contribution - $7,989,182
Library contribution - $921,203
Service Level B – Residential Streetlights - $71,037
Enhanced Custodial Services - $78,539
The Ending Fund Balance within the Measure S Fund is projected to be $1,670,169, which will carry-
forward to the ensuing fiscal year.
MAJOR SPECIAL REVENUE FUNDS
Special Revenue Funds are used to account for activities paid for by taxes or other designated revenue
sources that have specific limitations on use according to law. The City has eleven Special Revenue Funds.
The major Special Revenue funds are highlighted below.
Fund 100 - Gas Tax: Gas Tax revenue is projected to be $2,956,887, which reflects an increase of 23% due
to higher volumes of gasoline sales over the prior year. These funds are transferred to the General Fund
to support street and road maintenance.
Fund 102 – Road Maintenance Rehabilitation Account (RMRA): Per the Road Repair and Accountability
Act of 2017 (SB1-Beall), increased gas tax and vehicle registration fees were imposed to fund street and
road projects and other transportation uses Statewide. RMRA revenue is projected to be $1,875,831 for
FY2019-20, to be allocated to the Pavement Rehabilitation Capital Improvement Project.
Fund 103 – Street Maintenance Fund: This fund was established in FY2018-19 to accumulate resources
for the future replacement of streets and roads throughout the City. Funding of $1.5 million from
Measure S is programmed for Fiscal Year 2019-20.
Fund 120 – Development Impact Fees: DIF revenue is projected to be $6,204,021, which reflects an
increase of 34%. DIF revenue varies from year-to-year as it is based on anticipated development projects.
The majority of DIF Revenues are transferred to the CIP to fund capital projects.
Fund 125 – Public, Education & Government (PEG): PEG Fund revenues are received from local cable
operators for the sole purpose of supporting the access facilities within the City. PEG Revenues are
projected to be $214,723, which will be spent on various technology equipment used to support the
broadcast of City Council meetings and events.
Fund 140 – Community Development Block Grant (CDBG): CDBG revenue is projected to be
$55,, which reflects the reimbursement for operations and Capital projects expected to be
completed during the fiscal year.
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
15
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
Fund 170 – Measure A: Measure A revenue is projected to be $3,251,000, which reflects a 0.2% increase
over the prior year. This revenue is restricted for use on local streets and roads, and is programmed to
support street and road maintenance.
INTERNAL SERVICE FUNDS
Internal Service Funds are used to account for the funding of goods and services provided by one
department to other benefitting departments on a cost-reimbursement basis. Additionally, the City
maintains several Replacement Funds designed to accumulate resources for the future replacement of
City equipment, technology and facilities.
Fund 300 – Insurance: Projected expenses total $1,026,259, which covers the cost of administering the
City’s liability and property insurance programs. The projected Fund Balance is $621,999, which exceeds
the desired balance of $450,000.
Fund 305 – Workers’ Compensation: Projected expenses total $255,779, which covers the cost of
administering the City’s self-insured Workers’ Compensation program. The projected Fund Balance is
$1,759,398, which exceeds the desired balance of $1.5 million.
Fund 310 – Vehicles and Equipment: Projected expenses total $380,000 to replace several vehicles and
heavy equipment that have reached the end of their useful life. The projected Fund Balance is $3,783,659.
Fund 320 – Information Technology: Projected expenses total $4,131,297, which provides for the
management of the City’s computer and telephone systems. The projected Fund Balance is $468,816.
Fund 325 – Technology Replacement: Projected expenses total $1,138,534 for the replacement of
technology-related equipment that has surpassed its useful life, including an upgrade to the City’s
financial software system. The projected Fund Balance is $1,635,145.
Fund 330 – Support Services: Projected expenses total $413,551, which provides for the management of
the City’s central receptionist, printing and mail activities. The projected Fund Balance is $4,170.
Fund 335 – Support Services Replacement: Projected expenses total $50,000, which provides for the
replacement of the City’s duplicating machines. The projected Fund Balance is $435,814.
Fund 340 – Facilities: Projected expenses total $1,359,094, which provide for the operations and
maintenance of the City’s buildings and parking structure. The projected Fund Balance is $508,564.
Fund 350 – Facility Replacement: Projected expenses total $201,714, which provide for the replacement
of equipment, systems and fixtures within City-owned facilities. The projected Fund Balance is $388,335.
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
16
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA)
Fund 380 – SARDA: Projected expenses total $7,530,321, which reflects an increase of $10,649 in
accordance with the debt service schedule on the outstanding Redevelopment Agency Tax Allocation
Bonds.
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD)
The Temecula Community Services District was established as an assessment district to provide a
comprehensive neighborhood and community park system, as well as a complement of recreational and
cultural programs and events.
Combined revenue for TCSD totals $24,461,642, which reflects an increase of 11.3% due primarily to the
contributions from the Measure S Fund to fill the funding gap in the TCSD Operations Fund, as well as an
increase in Service Level D – Refuse/Recycling Fund, due to the “extra-ordinary” charge imposed by CR&R
to compensate for market constraints on recycled products. Combined expenditures total $24,827,050,
which reflects an increase of 7.1% due to higher costs in the TCSD Operations Fund as a result of the 3%
cost of living adjustment provided to all employees, the reclassification of three employees, and increased
allocations from the Information Technology department due to a higher number of computer devices
than in the prior year. Expenditures in Service Level D – Refuse/Recycling Fund also increase, due to the
aforementioned “extra-ordinary” charge.
TCSD Per Capita Funding
As noted in the adjacent chart, TCSD’s
Special Tax (Measure C) funds
$240.00
approximately 33% of the District’s
$200.00
Parks and Recreation budget. The
$154.18
$160.00
remaining 67% comes from Measure S
$98.48
$81.33
and programmatic revenues.
$120.00
$64.98
$51.86
$80.00
Additionally, Measure S contributes to
$74.44$74.44$74.44$74.44$74.44
$40.00
the funding of the Library Fund
$0.00
($921,203) and Service Level B –
FY15-16FY16-17FY17-18FY18-19FY19-20
Special TaxTCSD Funding
Residential Streetlight Fund ($71,037).
CAPITAL IMPROVEMENT PROGRAM (CIP)
The City’s five-year Capital Improvement Program (CIP) is presented to the City Council under separate
cover. This program provides a five-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.
Overall, the Proposed Fiscal Years 2020-24 CIP includes 68 separate projects with total cost to complete
estimated at $435,270,888, as outlined in the table below. Revenue from various identified sources for
the Five-Year Capital Improvement Program is projected to be $334,305,104. This amount includes a
pending $50 million INFRA grant to fund the French Valley Parkway Phase II project. Staff is aggressively
pursuing this vital funding source. The City of Temecula’s CIP is a project planning and delivery document
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
17
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
which includes several projects with unidentified funding sources in the third, fourth, and fifth years of
the five-year program, totaling $102,797,737. 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.
Type of Project Number of Projects Cost of Projects
Circulation22$345,956,136
Infrastructure/ Other 3461,363,635
Parks and Recreation 11 15,097,397
SARDA/ Housing 1 12,853,720
TOTAL 68 $435,270,888
2019-20 AUTHORIZED STAFFING
Total authorized Full Time Equivalent (FTE) positions total 176.45authorized positions, which reflects an
increase of 4.75 positions compared to the prior year. Two of the authorized positions (Office Specialist
and Community Services Manager) are associated with the Margarita Recreation Center and will remain
unfunded until the facility has been rehabilitated.
The following positions have been added to the list of Authorized Positions:
Office Aide III (Part-time) – City Manager’s Office
Office Specialist II – Public Works-CIP Department
IT Technician I (Media) – Information Technology Department
Management Aide I – TCSD Human Services Department
Park Ranger I – TCSD Park Rangers Department
Additionally, the FY2019-20 Operating Budget includes a 3% cost of living adjustment for all employees
and the reclassification of 6 positions, per the provisions of the City’s labor agreements.
Total Authorized Positions total 176.45, which remains below the peak in 2007-08 by 34.3 positions.
In addition to the Authorized
Positions, the City employs a
significant number of part-
time, non-benefitted Project
employees, primarily to assist
with the multitude of programs
offered by the Temecula
Community Services District.
For FY2019-20, an estimated
61.5 full-time equivalent (FTE)
will be hired as seasonal and
part-time support.
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
18
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
Public Safety personnel is supplied through contracts with Riverside County and CalFire. A total of 112
Sworn Police Officers and 17 Community Service Officers are included in the Police Budget, and a total of
71 Fire personnel are reflected in the Fire Department Budget for FY2019-20.
2019-20 BUDGET POLICIES
Two new Budget Policies are recommended to be added in FY2019-20, including the following:
XIII: Signature Delegation Policy – to provide the City Manager the ability to delegate his
signature authority for certain contracts and agreements to Executive Staff members and the
Purchasing Manager, in order to expedite the procurement process. Additionally, this policy
delegates negotiating authority for personal injury and property damage settlements to the Risk
Manager, up to $8,000.
XV: Emergency Appropriation Policy – to authorize the City Manager to appropriate budgetary
funds for the emergency purchase of goods and services to address and respond to emergencies.
CONCLUSION
In conclusion, the City is in a strong fiscal position with the General Fund balanced and all reserves fully-
funded not only in Fiscal Year 2019-20, but throughout the ensuing five-year period.
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: Greg Butler, Assistant City
Manager, Jennifer Hennessy, Director of Finance; Rudy Graciano, Fiscal Services Manager; Pascale Brown,
Fiscal Services Manager; and Patricia Hawk, Budget Manager for their long hours and dedication to the
City and this budget process.
Sincerely,
Aaron Adams
City Manager
41000 Main Street, Temecula, CA 92590 Phone (951) 694-6444 Facsimile (951) 694-6479
19
20
21
22
23
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$)2%#4/29
EXECUTIVE MANAGEMENT:
City Manager ...................................................................................... Aaron Adams
Assistant City Manager .......................................................................... Greg Butler
................................................... Randi Johl
City Attorney ................................................................................ Peter M. Thorson
Director of Finance ..................................................................... Jennifer Hennessy
Director of Community Development ................................................ Luke Watson
Director of Public Works/City Engineer .......................................... Patrick Thomas
Director of Community Services ....................................................... Kevin Hawkins
Director of Information Systems....................Michael Heslin
Human Resources Manager ............................................................... Isaac Garibay
Chief of Police .................................................................................. Lisa McConnell
Fire Chief ................................................................................................. Jodie Gray
CITY OF TEMECULA BUDGET TEAM:
Director of Finance ..................................................................... Jennifer Hennessy
Fiscal Services Manager ....................................................................Rudy Graciano
Fiscal Services Manager .................................................................... Pascale Brown
Budget Manager ................................................................................... Tricia Hawk
Annual Operating Budget
24
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#)49 /2'!.):!4)/.!, #(!24
Citizens of Temecula
City Council
Commissions
City Attorney
City Manager
Community
City Clerk
Development
Information
Technology/Support
Finance
Services
Community
Public Works
Services
*
Human ResourcesPolice / Fire
\[Contract\]
Emergency
Economic
Management
Development
ΫtƚƌźĭĻ ğƓķ CźƩĻ ƭĻƩǝźĭĻƭ ğƩĻ ĭƚƓƷƩğĭƷĻķ ƷŷƩƚǒŭŷ wźǝĻƩƭźķĻ /ƚǒƓƷǤ͵
Annual Operating Budget
25
City of Temecula
Fiscal Year 2019-20
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.
accomplishment in its citizens and that the City will be known as a progressive,
innovative, balanced, and environmentally sensitive community.
VALUE STATEMENT
TEAMWORK ğƒƚƓŭ ğƌƌ ĻƒƦƌƚǤĻĻƭ
ENHANCEMENT ƚŅ ƷŷĻ ǞƚƩƉ ĻƓǝźƩƚƓƒĻƓƷ ƷŷƩƚǒŭŷ ƚƦĻƓ ƌźƓĻƭ
ƚŅ ĭƚƒƒǒƓźĭğƷźƚƓ
MUTUAL ƩĻƭƦĻĭƷ ƚŅ ƚƷŷĻƩƭ
EDUCATION ƚŅ ĻƒƦƌƚǤĻĻƭ ğƓķ ĭźƷźǩĻƓƭ ğĬƚǒƷ ƷŷĻ ƚƦĻƩğƷźƚƓƭ ğƓķ
ğĭĭƚƒƦƌźƭŷƒĻƓƷƭ ƚŅ ƷŷĻ /źƷǤ
CUSTOMER ƭĻƩǝźĭĻ źƭ ƚǒƩ ƒƚƭƷ źƒƦƚƩƷğƓƷ ƦƩƚķǒĭƷ
UNLIMITED ƦƚƷĻƓƷźğƌ ŅƚƩ ĭƚƓƷźƓǒĻķ ƦĻƩƭƚƓğƌ ŭƩƚǞƷŷ ğƓķ
ƚƩŭğƓźǩğƷźƚƓğƌ ķĻǝĻƌƚƦƒĻƓƷ
LEADERSHIP źƓ ƌƚĭğƌ ŭƚǝĻƩƓƒĻƓƷ
ASSUMING ЊЉЉі ƩĻƭƦƚƓƭźĬźƌźƷǤ ŅƚƩ ƦƩƚƆĻĭƷƭ ğƓķ ğƭƭźŭƓƒĻƓƷƭ
Annual Operating Budget
26
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#)497)$% ,/.' 4%2- '/!,3
CORE VALUES:
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
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
Annual Operating Budget
27
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#)497)$% ,/.' 4%2- '/!,3 )dpoujovfe*!
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 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
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
de Long Term Goals.
Within the Departmental Information Section of this budget, each Department provides their Short
Term Objectives for the ensuing fiscal year.
Annual Operating Budget
28
City of Temecula
Fiscal Year 2019-20
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, 2018.
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.
Annual Operating Budget
29
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
California Society of Municipal Finance
Officers Award
The California Society of Municipal Finance Officers (CSMFO) recognizes those entities with highly
professional budget
Budget Award,
, that the organization
meet even higher criteria which effectively enhances the usability of the document.
In preparing the ensuing Fiscal Year budget,
document will be submitted to the CSMFO for the Fiscal Year 2019-20 budget award program.
Annual Operating Budget
30
CityofTemeculaataGlance
`
Demographics
FiscalHighlights
Median Housing Values
General Fund
2018: $487,500
Operating Revenue: $80,127,628
2019: $485,000
Operating Expenditures: $78,311,792
Fund Balance: $26,308,619
Population
Capital Improvement Program
2018: 113,181
2019:113,826
$435,270,888 <> 68 Projects
35.3
MedianAge
# of Parks
41
th
13Safest
Number of Jobs
55,700
Miles of Streets
322
City in US
$116,464
Avg. Household Income
Fire Personnel
71
Business Insider,
Dec. 1, 2017
UnemploymentRate(April’19)
3.0%Sworn Police Officers
112
Authorized/Benefitted Positions
Number of Registered Voters
54,659
176.5
Education
Ranked10th
26%
K-12 Schools: 32*
TVUSD Test Scores rank
Percentage of
Students: 27,991
th
10in Riverside, Orange
residents with a
Teachers: 1,392
and San Diego Counties
CollegeDegree
*12 schools recognized as “California Distinguished Schools”
LocalEconomy
8.75%
Quality of Life
Sales Tax Rate
Annual Sales TaxRevenue
Promenade Mall Area = $10.9M
Libraries
$724M+
Motor Car Parkway = $6.3M
Business Park = $4.0M
Tourism Industry
Temecula Pkwy = $4.5M
Regional Shopping = $5.6M
Old Town Temecula = $0.7M
Human Services
Family Friendly
City Motto:
General Law City
Council-Manager Form of Government
“Old Traditions,
Incorporated December 1, 1989
New Opportunities”
31
32
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
UNDERSTANDING THE BUDGET DOCUMENT
Annual Operating Budget
33
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
UNDERSTANDING THE BUDGET DOCUMENT (continued)
Annual Operating Budget
34
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4!29 &5.$ 3425#452%
General (Fund 001)
Measure S (Fund 002)
Gas Tax (Fund 100)
Road Maintenance Rehabilitation Account (RMRA) (Fund 102)
Street Maintenance (Fund 103)
NPDES In Lieu Fees (Fund 105)
Development Impact Fees (DIF) (Fund 120)
Public, Education & Government (PEG) Fees (Fund 125)
Community Development Block Grant (Fund 140)
Temecula Energy Efficiency Asset Management (Fund 145)
AB 2766 Motor Vehicle Subvention (Fund 150)
Supplemental Law Enforcement Services (Fund 160)
Temecula Major Crimes Reward Fund (Fund 161)
Affordable Housing (Fund 165)
Measure A (Fund 170)
Public Art (Fund 198)
Parks and Recreation Citywide Operations (Fund 190)
Service Level B - Street Lighting (Fund 192)
Service Level C - Landscape/Slope Maintenance (Fund 501-530)
Service Level D - Refuse and Recycling (Fund 194)
Service Level R - Street/Road Maintenance (Fund 195)
Service Level L - Harveston Lake Park Maintenance (Fund 196)
Library (Fund 197)
2011 Financing Lease for Civic Center (Fund 395)
Capital Financing (Fund 396)
Capital Improvement Fund* (Fund 210)
Community Facilities District Funds* (Fund 273-278)
Annual Operating Budget
35
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4!29 &5.$ 3425#452% (continued)
Facilities Replacement (Fund 350)
Successor Agency to the Redevelopment Agency
(SARDA) Debt Service (Fund 380)
*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.
Annual Operating Budget
36
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& &5.$3
Annual Operating Budget
37
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& &5.$3 Ȩ¢®³¨´¤£ȩ
This is the general operating fund for the City, utilized to account for all
resources not required to be accounted for in another fund.
This fund is used to track the uses of the one-cent Transactions Use Tax,
known as Measure S, approved by Temecula voters on November 8, 2016. This revenue source
licies.
Special Revenue Funds are used to account for specific resources that are legally restricted to expenditure
for particular purposes.
Gas Tax Fund (100)
revenues received from the State of California under Sections 2013, 2105, 2107, and 2107.5 of
the Streets and Highways Code.
Street Maintenance Fund (103) This fund was established to accumulate resources for the
future replacement of streets and roads throughout the City.
NPDES In Lieu Fees Fund (105) This fund was established to account for the collection of fees
to fund, or partially fund, alternative compliance projects in-lieu of meeting certain
requirements of the National Pollutant Discharge Elimination System (NPDES) Permit onsite.
Development Impact Fees Fund (120) 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.
Annual Operating Budget
38
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& &5.$3 Ȩ¢®³¨´¤£ȩ
Temecula Energy Efficiency Asset Management (TEEM) Fund (145) 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 (150) 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 (160) 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.
Temecula Major Crimes Reward Fund (161) 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 and Justin Triplett. The General Fund contributed $25,000 and the public can
also contribute to this fund.
Affordable Housing Fund (165) 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 (170) This fund was
-half percent sales tax allocation. These monies are restricted for
use on local streets and roads. Measure A was approved by the Riverside County voters
originally in 1988 and was extended in 2002. The funds are administered by the Riverside
County Transportation Commission (RCTC) and will continue to fund transportation
improvements through 2039.
Public Art Fund (198)
Annual Operating Budget
39
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& &5.$3 Ȩ¢®³¨´¤£ȩ
Temecula Community Services District (TCSD) Funds (190-19, 501-530) Upon incorporation of the
City of Temecula, effective December 1, 1989, voters approved the formation of the Temecula
Community Services District (TCSD) to provide specified services to properties within its
jurisdiction. TCSD is a separate legal entity than the City and operates under the authority of
Community Services District Law. Benefit assessments, and a special tax (Measure C) are charged to
property owners within the District, are received to provide specified services identified below:
Insurance (300) - This fund
property insurance costs.
(305) - This fund was established to accumulate resources for
Compensation liabilities.
Vehicles and Equipment (310) - This fund was established to accumulate resources for the
purchase of future replacement vehicles and equipment.
Annual Operating Budget
40
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& &5.$3 Ȩ¢®³¨´¤£ȩ
Information Technology (320) - This fund was established to account
Technology activities.
Technology Replacement (325) - This fund was established to account for computer, software
and telephone equipment and to accumulate resources for replacement of this equipment.
Support Services (330) - This fund
duplicating, printing, and mailing activities.
Support Services Replacement (335) - This fund was established
and duplicating equipment and to accumulate resources for replacement of this equipment.
Facilities (340) - This fund established to account for the cost of the Civic Center, Business
Incubator, City Maintenance Facility, and Civic Center Parking Structure operations and
maintenance.
Facilities Replacement Fund (350) - This fund was established to accumulate resources for the
future replacement of equipment, systems and fixtures within City-owned facilities.
Annual Operating Budget
41
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FUNDS AND DEPARTMENTS
Quick Guide
City of Temecula
City Funds
165 Affordable Housing
001 General
170 Measure A
002 Measure S
198 Public Art
100 Gas Tax
300 Insurance
102 Road Maintenance Rehabilitation Act (RMRA)
305 Workers
103 Street Maintenance Fund
310 Vehicles and Equipment
105 NPDES In Lieu Fees
320 Information Technology
120 Development Impact Fees
325 Technology Replacement
125 Public, Education & Government (PEG)
330 Support Services
135 Business Incubator Resource
335 Support Services Replacement
140 Community Development Block Grant (CDBG)
340 Facilities
145 Temecula Energy Efficiency Asset Management
350 Facilities Replacement
150 AB 2766 Motor Vehicle Subvention
380 SARDA Debt Service
160 Supplemental Law Enforcement Services
395 2011 Financing Lease
161 Temecula Major Crimes Reward Fund
396 Capital Financing
General Fund Departments
001.100 City Council 001.162 Building & Safety
001.101 Community Support 001.163 Land Development
001.110 City Manager 001.164 Public Works
001.111 Economic Development 001.165 CIP Public Works
001.115 Emergency Management 001.167 Parks Maintenance
001.120 City Clerk 001.170 Police
001.130 City Attorney 001.171 Fire
001.140 Finance 001.172 Animal Control
001.150 Human Resources 001.199 Non Departmental
001.161 Planning
Temecula Community Services District (TCSD)
TCSD Funds
195 Service Level R Emergency Road Maintenance
190 TCSD Citywide Operations
196 Service Level L Harveston Lake Park Maintenance
192 Service Level B Street Lighting
197 Library
194 Service Level D Refuse and Recycling
501-530 Service Level C Landscape/Slope Maintenance
TCSD Departments
190.180.999 General Operations 190.188.999
190.181.164 Senior Center Maintenance 190.189.164 Theater Maintenance
190.181.999 Senior Center Operations 190.189.999 Theater Operations
190.182.164 Community Rec Center Maintenance 190.190.999 Cultural Arts
190.182.999 Community Rec Center Operations 190.194.999 Human Services
190.183.999 Special Events 190.195.164 Margarita Recreation Center Maintenance
190.184.164 Temecula Community Center Maint. 190.195.999 Margarita Recreation Center Operations
190.184.999 Temecula Community Center Ops. 190.196.164 Jefferson Rec. Center Maintenance
190.185.164 History Museum Maintenance 190.196.999 Jefferson Rec. Center Operations
190.185.999 History Museum Operations 190.197.999 Contract Classes
190.186.164 Aquatics Maintenance 190.198.999 Park Rangers
190.186.999 Aquatics Operations 190.201.164 Responsible Compassion Maintenance
190.187.999 Sports 190.201.999 Responsible Compassion
Annual Operating Budget
42
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
OPERATING DEPARTMENTS CIP
FUNDING SOURCES
BY DEPARTMENT
Operating Funds
Fund 001: General Fund *
Fund 002: Measure S Fund *
Special Revenue Funds
Fund 100: Gas Tax
Fund 102: Road Maintenance Rehab. Account (RMRA)
Fund 103: Street Maintenance
Fund 105: NPDES In Lieu Fees
Fund 120: Development Impact Fees (DIF)
Fund 125: Public, Education & Government (PEG) Fees
Fund 135: Business Incubator Resource
Fund 140: Community Development Block Grant
Fund 145: Temecula Energy Efficiency Asset Mgmt
Fund 150: AB 2766 Motor Vehicle Subvention
Fund 160: Supplemental Law Enforcement Services
Fund 161: Temecula Major Crimes Reward
Fund 165: Affordable Housing *
Fund 170: Measure A *
Fund 198: Public Art
Debt Service Fund
Fund 395: 2011 Financing Lease
Fund 396: Capital Financing
Temecula Community Services District (TCSD)
Fund 190: Citywide Operations *
Fund 192: Service Level B - Street Lighting *
Funds 501-530: Service Level C - Landscape/Slope Maint.*
Fund 194: Service Level D - Refuse and Recycling *
Fund 195: Service Level R - Road Maintenance *
Fund 196: Service Level L - Harveston Lake Park Maint. *
Fund 197: Library *
Capital Projects Funds
Fund 210: Capital Improvement Fund *
Fund 273-278: Community Facilities District Funds
Successor Agency to the Temecula RDA (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 335: Support Services Replacement
Fund 340: Facilities
Fund 350: Facilities Replacement
Ϋ 5ĻƓƚƷĻƭ ƷŷĻ /źƷǤγƭ ağƆƚƩ CǒƓķƭ
Annual Operating Budget
43
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 02/#%33
Annual Operating Budget
44
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 02/#%33 )dpoujovfe*!
Annual Operating Budget
45
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 02/#%33 )dpoujovfe*!
Process begins with Meeting with City Manager,
City Manager and Executive Team
!
analysis of prior year Finance Director and Budget
brainstorm on long term priorities Update calendar, standard forms and
activity and update team to review prior year
for spending, revenue management, procedures, calculate budget targets
of five year performance and identify
and project priorities
projectionsupcoming budget goals
Deliverables to Departments
Report of Prior Year Spending
Review City financial
Kickoff Meeting with Department
Target (Not to Exceed) Amount
policies, recommend
Heads and Department Analysts
List of Citywide Long Term Goals
changes
Budget Calendar
Meet with department staff to
Create detailed expenditure and
develop annual objectives based
revenue projections
on Citywide long term goals
Deliverables from Departments
Revenue projections, expenditure requests
Over target requests
Compile citywide budget requests
Request for Equipment/Vehicle
and revenues for review
Information Technology Request
Project staffing request
Personnel changes
Department objectives and performance measures
City Manager and Executive Team
review requests and set priorities for
spending
City Manager and Budget team meet
with departments to further refine
requests
Public City Council workshop
presentation to outline budget
requests and policy
recommendations to City Council
and the community
Does Council
have any
Yes
changes?
No
Budget Requests, Revenues, Goals,
Performance Measures, and Policies are all
YesYes
adopted at one City Council meeting
Final published budget document
prepared for review by public and
City Manager/Budget Team
Less than $30,000 and
distributed on City website
intradepartmental
Executive Team
Finance Staff
City Manager approval
Department Analysts
Departments review and adjust budgets
Adjustment
throughout the year
Legend
City Council approval
Greater than $30,000 or
interdepartmental
Annual Operating Budget
46
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
&)3#!, 9%!2 2019-20
"´£¦¤³ # «¤£ ±
Date Item Responsible Department
1/23/19 Update General Fund and TCSD Revenue &
Expenditure Five-Year Forecast Finance
2/4/19 Capital Improvement Program Kick-Off Meeting All Departments
2/20/19 Annual Operating Budget Kick-Off Meeting All Departments
3/4/19 CIP Project Requests due All Departments
3/18 3/22 AOB Review Meetings with ACM & Finance Director All Departments
4/1/19 Preparation of Internal Service Fund Allocations Finance
4/8/19 Department Narratives for AOB due All Departments
4/10/19 City Manager review of Operating Requests City Manager/Finance
4/15 4/19 CIP Review Meetings with ACM & Finance Director All Departments
4/16/19 Appendices due All Departments
4/19/19 Finalize Budget Policies City Manager/Finance
4/25/19 Public/Traffic Safety Commission review of CIP Public Works
5/13/19 Community Services Commission review of CIP TCSD
5/14/19 Strategic Finance Ad Hoc Subcommittee Meeting City Manager/Finance
5/10/19 CIP and AOB Document Distribution Finance
5/16/19 City Council Budget Workshop All Departments
6/5/19 Planning Commission review of CIP Community Development
6/11/19 City Council Meeting Budget Adoption All Departments
Annual Operating Budget
47
48
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
,/.' 2!.'% &).!.#)!, 02/*%#4)/.
In addition to the Annual Operating Budget and Capital Improvement Program, the City of Temecula also
prepares a Five-Year Financial Projection for the General Fund, Measure S Fund and Temecula Community
Services District Funds. The long-range forecast serves as a strategic planning tool to help evaluate the
City’s ability to meet its long-term obligations. The benefit of long-range planning is to alert decision-
makers of trends in time to implement changes, if necessary.
REVENUE
General Fund Revenue is projected by line item using a combination of known information and anticipated
trends for the coming five year period. The City’s Budget Team works in tandem with Community
Development to identify future projects that could affect revenue levels, such as the addition of new
housing developments and commercial establishments. The City also utilizes Sales and Property Tax
consultants to assist with identifying statewide trends that may impact City revenues.
General Fund Revenue Forecasting Assumptions
Tax revenues – projected based on recent growth trends combined with known changes in the
economy, such as the addition of new businesses or hotels.
Licenses, Permits and Service Charges – projected based on development projects for which the City
has received a planning application and is actively pursuing building permits.
Intergovernmental revenues – projected based on the growth in the City’s overall assessed
valuation, as this revenue source reflects Property Tax in Lieu of Vehicle License Fees.
Reimbursements – this revenue source primarily reflects the transfer of funds from the Capital
Improvement Program (CIP) to reimburse the Public Works department for the administration of the
CIP program.
Operating Transfers In – Gas Tax/SLESF –projected based on assumed inflationary growth factors.
Operating Transfers In – Measure S –projected based on the General Fund expenditures eligible
for Measure S funding, in accordance with the Appropriation Guidelines noted in the Budget and
Fiscal Policies. Public Safety personnel and equipment are the primary recipients of Measure S
Transfers.
EXPENDITURES!
General Fund Expenditure trends are developed using a number of economic assumptions that are applied
to the category of expenditures. For Salary and Benefit projections, the City’s Budget Team reflects any
anticipated changes in staffing levels, CalPERs contribution rates, negotiated terms from the City’s
employment contracts, and Public Safety Contract projections received from the County of Riverside. Non-
salary expenditure projections were targeted to remain flat compared to the prior year’s budget, except
for any known future contractual increases.
General Fund Expenditure Forecasting Assumptions
Salaries – projected using current employee salary levels, plus eligible merit and/or cost of living
increases for the ensuing fiscal years, plus newly authorized positions, less any known decreases
to authorized positions.
Annual Operating Budget
49
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
Benefits – projected using information from CalPERs related to pension cost projections, plus any
changes pursuant to any approved employment contracts.
Operations and Maintenance Costs – projected utilizing recent trends, adjusted for one-time
expenditures and other known anomalies, plus known contractual increases.
Internal Service Fund Allocations - projected utilizing recent trends, adjusted for one-time
expenditures and other known anomalies, plus known contractual increases.
'%.%2!, &5.$ !.!,93)3!
The Fiscal Year 2019-20 General Fund Forecast over the coming five years is balanced with both the Reserve
for Economic Uncertainty and the Secondary Reserve fully-funded in all five years. Ending Fund Balance for
FY2019-20 is projected to be $26,308,619. Total Reserves, at 25% of Expenditures, totals $19,577,948, with
another $460,305 assigned to cover costs committed for FY2020-21 including future Capital Projects and the
Police Officer funded by the Pechanga Tribe, leaving an Unassigned (available) Fund Balance of $6,270,366.
FY2019-20 General Fund Revenue is projected to increase by 1.3% over the prior year with a total of
$80,127,628, of which $5,735,418 was transferred in from the new Measure S Fund to cover the costs
associated with additional Public Safety personnel. Total FY2019-20 General Fund Operating Expenditures
totals $78,311,792, which represents a 4.5% increase over the prior fiscal year. The majority of the increase is
reflected in the Police and Fire departments, due to contractual increases, in addition to a 3% cost of living
adjustment provided to City employees on July 1, 2019, in accordance with the City’s labor agreements.
As illustrated below, General Fund Revenues are projected to continually exceed Operating Expenditures
over the ensuing five years.
General Fund 5-Year Projections
Revenues over Expenditures
100,000,000
Projected
Actuals
95,000,000
90,000,000
85,000,000
80,000,000
75,000,000
70,000,000
65,000,000
60,000,000
55,000,000
FY12-13FY13-14FY14-15FY15-16FY16-17FY17-18FY18-19FY19-20FY20-21FY21-22FY22-23FY23-24
ExpendituresRevenues
Annual Operating Budget
50
7%0%9%7%9%8%0%9%7%7%8%9%6%0%3%9%9%0%7%8%
20
3.0%4.0%5.0%2.0%3.0%0.5%0.2%2.0%2.0%3.0%4.4%2.0%3.3%1.9%9.0%2.2.2.2.2.2.2.2.2.2.2.2.2.3.2.5.6.1.2.
4.1%4.
%
-
Change
/a/a
nn
539
FY 23-24
165,919,656489,097214,409636,786135,304176,427494,531
Year 2019
9,799,1183,627,5593,721,4321,914,0873,9,568,1621,223,7043,395,6301,773,3861,749,2191,623,9431,019,9763,111,1461,425,2322,908,1613,682,1102,129,8076,688,7682,717,5474,333,0902,135,531
2,948,776
Budget
(1,676,213)
44,511,75377,478,30316,013,144
96,887,077 44,352,94112,844,397
93,938,300
Projected
City of Temecula
Fiscal
7%0%9%7%9%8%0%9%7%7%8%9%6%0%3%0%9%0%2%
3%
3.0%4.0%5.0%2.0%3.0%0.5%2.0%2.0%3.0%4.9%2.9%1.9%
2.0%6.1%2.2.2.2.2.2.2.2.2.2.2.2.2.3.2.7.6.1.5.
5.
%
-7.1%
27.1%
Change
Annual Operating Budget
FY 22-23
758,600696,867
3,
901,624479,507
210,205620,141132,651171,428999,976489,635
94,
9,513,7063,556,4313,613,0411,904,5643,159,2059,290,0491,172,5853,332,872
1,723,9021,703,2521,579,2663,022,8631,388,0972,830,3513,580,1912,069,5686,521,3292,639,2114,236,1212,078,945
3,359,177
Budget
(1,596,393)
42,799,76375,004,28514,696,45741,877,72412,009,784
93,033,61489,674,438
Projected
7%0%9%7%9%8%0%9%7%7%8%9%6%0%3%9%0%0%7%
7%
3.0%4.0%5.0%2.0%3.0%0.5%2.0%2.0%3.0%8.9%3.0%1.9%
2.0%5.3%2.2.2.2.2.2.2.2.2.2.2.2.2.3.2.5.7.1.2.
4.
%
-5.8%
23.4%
Change
FY 21-22
652,368228,185
3,
883,945470,105
206,083603,944130,050166,571980,369484,787
90,
9,236,6083,486,6973,507,8061,895,0893,400,4959,020,0251,118,1973,271,345
1,675,8171,658,5251,535,8402,937,1061,351,9582,754,6733,481,1372,011,0496,358,2302,563,1414,141,4041,975,944
2,496,498
Budget
(1,520,375)
41,153,61872,858,29311,559,20939,143,76011,238,043
87,688,84785,192,349
Projected
7%0%9%7%9%8%0%9%7%7%8%9%0%3%0%4%0%9%
9%
3.0%4.2%5.0%2.0%2.0%0.5%2.0%2.0%3.0%1.9%
2.0%4.0%2.2.2.2.2.2.2.2.2.2.2.2.1.5%3.2.6.2.1.7.
3.
%
-0.7%-
63.4%
-16.7%-66.1%
Change
FY 20-21
038,099497,122
2,
866,612460,887
202,043 588,182127,500161,854961,146479,987
86,
8,967,5813,418,3303,405,6371,885,6603,609,0438,757,8541,026,6083,211,0259,369,264
1,629,0911,615,0061,493,6282,853,8021,316,7882,681,0663,384,8651,954,2006,199,3552,489,2714,048,8841,924,463
1,935,100
Budget
(1,447,976)
39,570,78670,723,06636,953,00010,506,167
83,303,35481,368,254
Projected
2%0%4%9%4%0%4%0%0%2%8%8%2%7%5%
4.1%0.4%6.0%0.4%3.0%0.0%2.1%4.1%8.7%0.5.3.4.0.7.8.4.2.7.0.6%3.5%1.2%6.7.6.6%
1.3%4.
%
-5.4%-1.1%
-0.2%----
21.6%11.5%
10.38.1%11.
-18.2%
-
Change
FY 19-20
899,250
51
849,620451,850198,081572,843125,000157,271942,300475,235
80,811,449
4,335,071
8,706,3893,351,3043,338,8601,876,2798,503,3093,027,2383,151,8875,735,4181,583,6851,572,6601,452,5962,772,8801,282,5592,609,4733,291,2971,898,9736,294,5912,417,5373,958,5071,783,013
1,815,836
Budget
(1,379,024)
Adopted
37,981,346
71,240,323 80,127,628 34,860,43710,260,935
78,311,792
5%8%1%1%1%9%9%2%0%0%7%7%6%7%1%8%1%
2.9%0.9%3.4%3.0%3.0%5.3.6%5.5.5.7.5%
4.2%9.
%
-0.8%-3.1%-0.1%
--
58.4%19.9%10.0%27.7%59.3%
32.16.17.25.10.21.22.31.23.34.25.50.3%
-29.8%-
221.5%104.
Change
FY 18-19
2,303,739
831,823477,606182,251519,909125,000254,186942,300425,572
78,359,478
5,296,952
8,364,5433,336,9353,241,6131,876,2798,166,9633,060,0102,592,6595,143,2791,502,3021,513,2991,390,8692,582,1671,187,0162,509,6643,220,1391,761,6576,334,7472,506,1894,006,7779,569,3691,908,661
4,202,156
Budget
Revised
(1,301,469)
37,845,104
71,378,610 79,114,548 32,652,570
74,912,392
3.9%2.3%0.7%1.0%5.4%6.7%
5.5%3.1%7.4%2.3%6.9%2.2%5.0%9.0%3.7%
4.8%
%
-4.4%
-2.6%-4.0%-2.6%-0.6%
24.8%31.3%28.9%32.2%33.2%14.6%15.8%12.1%16.6%39.9%
-28.0%
-46.1%
109.1%304.0%
-340.9%
Change
'%.%2!, &5.$ ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
FY 17-18
148,560
756,471259,655392,479107,000124,536977,221979,538460,280
(821,804)
3,363,8323,344,9841,877,2544,417,4047,899,2312,395,7331,627,0224,994,180
8,131,0351,428,7651,291,8881,104,4832,327,7752,057,1562,457,6441,666,6145,119,1831,861,7393,790,1237,607,6853,837,738
7,237,493
Actuals
37,497,30069,269,65531,061,517
75,890,85668,653,363
Subtotal - Operating Revenues
ntergovernmental Revenues
Sales and Use Tax Less: Sales Tax Sharing AgmtFranchise FeesTransient Occupancy TaxSpecial Tax (Measure C)Licenses, Permits and Service ChargesUse of Money and PropertyIReimbursementsOperating
Transfers In - Gas Tax/SLESFOperating Transfers In - Measure S Total Revenues & Transfers In
Revenue:Property TaxFines and ForfeituresMiscellaneous 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 Total Expenditures Revenue Over
Expenditures
Prior Version (FY18-19 Adopted Budget)Prior Version (FY18-19 Adopted Budget)
20
%
-
Change
- --
n/a
1.7%
100%
FY 23-24
397,237
783,789
(555,808)
Year 2019
4,696,9151,590,540
Budget
(1,609,180)
(2,164,987)
24,688,563 25,472,352 23,484,57518,787,660 25,472,352
23,484,575
Projected
City of Temecula
Fiscal
%
Change
Annual Operating Budget
--
2.1%
100%
FY 22-23
417,099
199,535
(555,807)23,878,986
4,483,722
1,852,855
Budget
(1,000,000) (1,000,000)(1,603,835)
(3,159,642)
24,489,02822,418,60917,934,888
24,688,563 22,418,609 24,688,563
Projected
%
Change
-
2.1%
100%
FY 21-22
397,237
(555,808)22,748,787
4,259,6171,000,0001,793,704
Budget
(1,000,000) (1,000,000)(1,962,107)
(3,517,915)(1,021,417)
25,510,44521,298,08717,038,470
24,489,028 21,298,087 24,489,028
Projected
%
Change
-
4.7%
100%
FY 20-21
378,321
(100,000)(100,000)(555,808)22,087,270
(798,175)
4,068,4131,000,0003,790,061
Budget
(2,077,467)
(2,733,275)
26,308,61920,342,06316,273,651
25,510,44520,342,06325,510,445
Projected
%
Change
-
8.0%
100%
FY 19-20
52
360,305100,000
22,277,653
(642,077)(200,000)(442,077)(555,807)
3,915,5906,270,366
Budget
(2,075,512)
(3,273,396)(1,457,560)
Adopted
27,766,17919,577,94815,662,358
26,308,61919,577,94826,308,619
%
Change
-
100%
10.7%
4,383
FY 18-19
343,148642,077
24,068,646
(125,000)(400,000)(226,725)(416,855)
3,745,6208,048,473
Budget
Revised
(3,130,036)(2,503,311)(2,087,124)(1,404,941)
(7,163,956)(2,961,800)
30,727,979 18,728,098 14,982,478
27,766,17918,728,09827,766,179
%
Change
'%.%2!, &5.$ ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
-
100%
14.7%
4,383
FY 17-18
(77,028)
342,164
26,994,625
3,432,6683,130,036
Actuals(2,135,231)(8,000,000)
(2,974,766)
33,702,74417,163,34113,730,67310,088,055
30,727,97917,163,34130,727,979
(10,212,259)
Unassigned Fund Balance as % of Operating Expenditures
Information Technology FundTechnology Replacement FundTransfer to Capital Improvement Fund - Citywide Streetlight Acquisition and LED Retrofit - I-15 Congestion Relief - Sidewalks
- DLR Drive - General Plan Update - Traffic Signal Park & Ride Access Improvements 2018 Financing Lease (Civic Center)2018 Financing Lease (MRC)Section 115 Pension Trust Total Transfers
Out/One-Time Pmts Beginning Fund Balance Ending Fund Balance Desired Reserve Balance (25%)Reserve Balance% FundedCommitted to: Economic Uncertainty (20%) Secondary Reserve (5%)
Pechanga IGA Nonspendable: Inventory/Prepaids/Deposits Assigned to: Capital Projects Unassigned:
Prior Version (FY18-19 Adopted Budget)
Transfers Out and One Time Payments: Revenues Over/(Under) Expenditures Fund Balance Components Total Fund Balance as of 6/30
.0%.0%.0%.0%.5%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%
0000022222200333332345332222
From
-20
% Chg
Prior Yr
--
2,1656,956
69,49286,59593,77459,983
634,269 839,874 568,466 146,887 105,321 147,752 799,904 112,551 367,012 156,446 847,650 727,741 313,905
1,914,0878,221,6853,627,5593,721,4329,508,179
Year 2019
FY 23-24
(1,676,213)
Estimates
44,511,753
City of Temecula
Proposed Budget
.0%.0%.0%.5%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%
Fiscal
00002222220033333234.0%5332222
From
% Chg
22.8%
-
Prior Yr
--
2,1226,819
68,13084,89791,04358,807
634,269839,874568,466144,007103,256144,855799,904109,273356,322151,889822,961713,471307,750
1,904,564 7,982,219 3,556,431 3,613,041 9,231,242
FY 22-23
(1,596,393)
Estimates
42,799,763
.0%.0%.0%.5%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%
00002222220033333234.0%5332222
From
% Chg
16.5%
-
Prior Yr
--
2,0816,686
66,79483,23288,39157,654
634,269568,466141,183101,231142,015799,904106,090345,944147,465798,991699,482301,716
1,087,374 1,895,089 7,749,727 3,486,697 3,507,806 8,962,371
FY 21-22
(1,520,375)
Estimates
41,153,618
.0%.5%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%.0%
0.1%002222227.8%033333224.2%5332222
From
--
% Chg
25.1%28.5%
--
Prior Yr
--
2,0406,555
65,48481,60099,24685,81756,523
634,269568,466138,415139,230799,904103,000335,868143,170775,720685,766295,800
1,302,009 1,885,660 7,524,007 3,418,330 3,405,637 8,701,331
FY 20-21
(1,447,976)
Estimates
39,570,786
.0%.1%.0%.0%.0%.0%.0%.0%.0%.3%.3%.0%.0%.4%.0%.0%.3%.2%.7%.0%.0%
9.9%7.6%03000005.4%004433030.4%6447.0%220
From
---
% Chg
158.1%
-
53
100.0%
Prior Yr
-
--
2,0006,426
64,20080,00097,30083,31755,415
635,140795,548135,701136,500867,617100,000326,085139,000753,126672,320290,000
1,738,340 1,876,279 7,304,861 3,351,304 3,338,860 8,447,894
FY 19-20
(1,379,024)
Adopted
37,981,346
9.0%7.4%4.9%4.9%0.9%8.4%4.9%4.4%1.9%4.0%
From
-0.1%-2.2%-0.8%-3.1%-5.6%
% Chg
34.5%75.5%25.4%15.7%516.1%
-10.3%-86.2%-89.8%-18.5%-13.0%-35.8%-22.8%
Prior Yr
-100.0%
0
700
2,0006,300
62,26280,00097,30079,90559,579
705,248135,701136,500917,230100,000312,731135,000731,190654,523290,000
1,478,7431,896,7311,876,2797,005,7173,336,9353,241,6138,107,384
Budget
Revised
FY 18-19
37,845,104
(1,301,469)
5,068 6,675
49,64219,69473,39711,11476,17358,441
'%.%2!, &5.$ 2%6%.5% ȃ &)6% 9%!2 02/*%#4)/.3
524,272117,272119,357156,957854,120155,767298,123174,817747,683563,717278,747
(821,804)
1,647,9861,080,8421,877,2546,678,4723,363,8323,344,9847,762,740
Actuals
FY 17-18
37,497,300
Special Tax (Measure C)Lease IncomePlan Check and Inspection FeesParking CitationsMiscellaneousVehicle Impound FeesReimbursementsVariousGrantsResidual RPTTF DistributionProperty Tax
(Secured)Property Tax (Unsecured)Supplemental Tax-AB 2345Property Transfer TaxFranchise FeesTransient Occupancy TaxSales and Use Tax - State of Calif. Less: Sales Tax Sharing AgreementHomeowner
ExemptionMVLF- property tax in lieuMotor Vehicle in Lieu- StateVehicle Code FinesBids & ProposalsBusiness Licenses
PLANNINGBUILDINGLAND DEVELOPMENTPUBLIC WORKSPARKS & FACILITIES MAINTENANCEPOLICEFIRENON-DEPARTMENTAL
2.0%2.0%2.0%2.0%2.0%0.0%3.0%5.0%2.0%0.0%9.0%2.0%0.0%0.0%0.0%0.0%0.0%
4.1%
From
-20
% Chg
20.0%
Prior Yr
---
8,281
27,27740,24590,49629,00028,800
292,257 119,068 109,200 113,435 287,923 417,099 195,000
3,200,630
Year 2019
FY 23-24
Estimates
16,013,144 96,887,077
City of Temecula
Proposed Budget
Fiscal
2.0%2.0%2.0%2.0%2.0%0.0%3.0%5.0%2.0%0.0%2.0%0.0%0.0%0.0%0.0%0.0%
6.1%
From
% Chg
33.3%27.1%
Prior Yr
---
8,118
26,74239,45688,72191,00029,00028,800
286,526116,733113,435279,537397,237195,000
3,137,872
FY 22-23
Estimates
14,696,457 93,033,614
2.0%2.0%2.0%2.0%2.0%3.0%5.0%2.0%0.0%2.0%0.0%0.0%0.0%0.0%0.0%
5.3%
From
% Chg
50.0%51.2%23.4%
Prior Yr
---
7,959
26,21838,68286,98268,25029,00028,800
280,908114,444113,435271,395378,321195,000
3,076,345
FY 21-22
Estimates
11,559,209 87,688,847
2.0%2.0%2.0%2.0%2.0%5.0%2.0%0.0%2.0%0.0%0.0%0.0%0.0%0.0%
4.0%
From
% Chg
63.4%
-88.8%
100.0%100.0%
Prior Yr
---
7,803
25,70437,92485,27645,50075,00629,00028,800
275,400112,200263,490360,305195,000
3,016,025 9,369,264
FY 20-21
Estimates
83,303,354
7.7%2.0%0.0%0.0%0.3%4.4%2.0%0.0%0.0%0.0%0.0%
1.3%
From
-5.2%
% Chg
60.6%85.8%22.9%11.5%
-10.0%
54
Prior Yr
-100.0%
---
7,650
25,20037,18083,60422,75037,50329,00028,800
270,000110,000343,148195,000
2,345,933 2,956,887 5,735,418
FY 19-20
Adopted
80,127,628
3.2%2.3%0.0%0.0%3.0%0.0%0.0%
4.2%
From
-3.6%
% Chg
69.4%29.2%
-80.7%-72.9%-80.3%-21.0%
673.9%113.4%
Prior Yr
-100.0%-100.0%
0
7,5003,702
23,40023,15045,00029,00028,800
300,000107,844342,164186,800
2,474,8442,405,8595,143,279
Budget
Revised
FY 18-19
79,114,548
-
7,501 2,865
22,68017,11766,936
'%.%2!, &5.$ 2%6%.5% ȃ &)6% 9%!2 02/*%#4)/.3
119,703311,056105,460165,768319,779236,456
(325,099)
1,733,2471,127,2494,994,180
Actuals
FY 17-18
75,890,856
Right of way advertisingMiscellaneousInvestment InterestRental IncomeReimbursements - MiscellaneousReimbursements - Roripaugh Services CFDReimbursements - Cypress Ridge CFDReimbursements
- Capital Improvement ProgramReimbursements - Pechanga IGAOperating Transfer In - Gas TaxOperating Transfer In - COPSOperating Transfer In - Measure S FundLease IncomeState Mandated
Cost ReimbursementWRCOG BEYOND GrantChange in Fair Value of Investments
SB1186 Reimbursement AB1379 Collection State Imposed $4 Fee TOTAL
3.0%2.0%3.0%2.7%2.0%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.8%2.0%3.0%3.0%2.0%3.0%2.9%
-20
%
Change
550
13,84419,07569,40133,63914,64958,73814,658
154,881199,861282,044227,799330,185770,346523,249436,965,555275,581368,149147,662245,121578,741
636,786 135,304 176,427
23-24
1,201,5582,139,622
1,019,976
1,773,3861,749,2191,623,9433,111,146
Projection
Year 2019
0%
City of Temecula
2.0%2.9%3.0%2.0%3.0%3.0%2.0%3.0%
3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%3.0%2.3.0%2.8%2.9%
%
Fiscal
Change
13,44118,52067,38032,65914,36157,02714,231
Annual Operating Budget
937,432143,361240,315561,885
150,370195,943273,829223,332320,568747,908512,989423,835 171,428 270,177357,427 999,976
620,141 132,651
22-23
2,077,302
1,166,561
1,723,9021,703,2521,579,2663,022,863
Projection
3.0%2.0%3.0%2.7%2.0%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.8%2.0%3.0%3.0%2.0%3.0%2.9%
%
Change
366
13,04917,98065,41731,70814,08055,13,816
145,990192,100265,853218,953311,231726,125502,930411,490910,128264,880347,016139,186235,603545,519
603,944 130,050 166,571 980,369
21-22
1,132,5842,016,798
1,675,8171,658,5251,535,8402,937,106
Projection
3.0%3.0%
3.0%2.0%3.0%2.7%2.0%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.8%2.0%2.0%3.0%2.9%
%
Change
146
12,66917,45663,51230,78513,80453,75413,414
141,738188,334258,110214,660302,166704,975493,069399,505883,619259,686336,909135,132230,983529,630
588,182127,500 161,854 961,
20-21
1,099,5961,958,057
1,629,0911,615,0061,493,6282,853,802
Projection
55
5.2%
8.8%0.0%5.4%5.4%3.9%0.9%0.0%5.3%8.3%0.0%5.7%4.4%0.0%7.4%
%
-0.9%-5.1%-0.8%-6.6%
85.4%
18.5%10.2%13.0%16.9%12.8%11.1%
-67.7%-21.6%-36.6%-61.1%-38.1%
Change
12,30016,94861,66229,88813,53352,18813,023
137,610184,641250,592210,451293,365684,442483,401387,869857,883254,594327,096131,196226,454514,204
572,843 125,000 157,271 942,300
19-20
1,067,5691,901,026
Budget1,583,6851,572,6601,452,5962,772,880
5.1%3.4%6.9%
-4.7%-4.4%-3.6%
%
14.0%35.6%45.2%32.5%16.8%66.1%27.8%22.8%38.0%27.2%17.1%81.9%54.1%10.3%17.8%25.9%82.2%10.9%
-48.3%-11.4%
153.9%209.7%104.1%183.9%388.4%
Change
38,10126,74229,61413,53352,59612,03070,746
138,870169,641211,398944,820268,451250,930649,327428,402408,828158,443814,934254,594309,311242,485462,734
519,909125,000254,186 942,300
18-19
Budget
Revised
1,806,202
1,502,3021,513,2991,390,8692,582,167
8.1%
3.6%9.2%2.3%0.0%8.3%6.7%6.9%5.7%2.2%2.3%0.0%5.6%4.8%5.0%
%
-5.8%-0.1%-7.0%-4.0%
31.3%25.8%21.7%28.9%32.2%
-14.4%-50.2%-52.3%-15.5%
317.5%178.6%132.0%
Change
4057.0%
'%.%2!, &5.$ Δ ȃ 9%!2 %80%.$)452% 02/*%#4)/.3
8,783
14,485
22,93851,72287,10411,66516,98513,57989,678
133,114
121,829125,070145,580991,503210,056204,268470,483448,330321,353738,764262,462433,043
392,479 107,000 124,536 977,221
17-18
Actuals
1,747,133
1,428,7651,291,8881,104,4832,327,775
SalariesProject SalariesSalariesProject SalariesO&M
SalariesO&MISFSalariesProject SalariesO&MISFSalariesProject SalariesO&MISFSalariesProject SalariesO&MISFO&MISFISF
City Council: Community Support City Manager: Economic Dev. Emerg Mgmt City Clerk: City Attorney (Contract)Finance
3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.7%3.0%2.0%3.0%2.8%3.0%0.0%2.0%3.0%2.8%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.6%
-20
%
Change
-
293
21,43623,63628,76777,403
752,282459,842191,671724,287592,712,091171,418194,845388,290400,744188,565382,862962,354
23-24
1,567,9451,814,7211,529,6132,772,5392,876,471
1,425,2322,908,1611,078,3542,603,7552,129,8076,688,768
Projection
Year 2019
0%
City of Temecula
3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.7%3.0%2.0%3.0%2.8%3.0%0.0%2.0%3.2.8%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.6%
%
Fiscal
Change
-
20,81222,94727,92975,149
Annual Operating Budget
730,371450,826186,088710,085575,042691,351168,057189,170380,677389,072184,868371,711820,070934,324
22-23
1,522,2771,761,8651,485,0612,691,7852,
1,388,0972,830,3511,048,5782,531,6132,069,5686,521,329
Projection
3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.7%3.0%2.0%3.0%2.8%3.0%0.0%2.0%3.0%2.8%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%2.6%
%
Change
-
20,20622,27927,11672,960
709,098441,986180,668696,162558,293671,214164,762183,660373,212377,740181,243360,884907,111
21-22
1,477,9391,710,5481,441,8072,613,3842,764,775
1,351,9582,754,6731,019,6362,461,5012,011,0496,358,230
Projection
3.0%3.0%2.0%3.0%2.7%3.0%3.0%2.0%3.0%2.7%3.0%2.0%3.0%2.8%3.0%0.0%2.0%3.0%2.8%3.0%3.0%2.0%3.0%2.9%3.0%3.0%2.0%3.0%
%
-1.5%
Change
-
19,61721,63026,32670,835
688,445433,319175,406682,512542,032651,665161,531178,311365,894366,738177,689350,373880,690
991,506
20-21
1,434,8921,660,7271,399,8122,537,2662,710,563
1,316,7882,681,0662,393,3591,954,2006,199,355
Projection
56
4.4%4.7%8.0%0.9%3.5%4.0%9.2%1.3%6.8%2.6%7.7%7.8%4.2%6.7%
%
-2.0%-0.2%-0.6%-0.3%-9.4%-0.6%
40.3%66.2%12.0%18.5%19.2%31.1%
-13.7%-35.3%
-100.0%
Change
-
19,04621,00025,55968,772
668,393424,823170,297669,129526,245632,684158,364173,117358,720356,056174,205340,168250,000855,039
964,165
19-20
1,393,0991,612,3561,359,0412,463,3652,657,415
Budget1,282,5592,609,4732,327,1321,898,9736,294,591
5.8%2.4%5.7%2.4%
-1.5%-7.9%
%
13.0%65.6%21.2%87.9%22.0%30.3%48.3%29.9%32.9%24.9%68.1%28.2%30.3%36.7%40.0%12.5%23.7%
-27.5%-16.6%
125.1%272.2%
1513.9%
Change
15075.7%
19,43112,63842,75339,48252,453
640,415405,823121,347646,456470,046633,826159,399158,484415,669300,510174,686285,271185,078801,228
951,709
18-19
Budget
Revised
1,380,5241,509,4981,262,2182,364,3812,931,607
1,187,0162,509,6642,268,4301,761,6576,334,747
8.9%7.3%2.1%4.2%2.7%
%
-3.3%-1.5%-7.8%-2.6%
27.8%58.0%57.5%33.2%16.3%35.2%14.6%11.3%10.5%22.6%15.3%48.3%26.2%15.8%12.2%
-99.6%-83.0%-12.8%-43.2%
196.2%
Change
128
'%.%2!, &5.$ Δ ȃ 9%!2 %80%.$)452% 02/*%#4)/.3
6,7253,250
51,25028,87746,936
566,958245,009167,443287,185459,018486,500107,512122,051247,321234,354309,731711,930
979,538 716,063
17-18
Actuals
1,304,2281,208,6571,281,0692,309,9952,094,008
2,057,1561,741,5821,666,6145,119,183
SalariesProject SalariesO&MISFSalariesProject SalariesO&MISFSalariesO&MISFSalariesProject SalariesO&MISFSalariesProject SalariesO&MISFSalariesProject SalariesO&MCapital OutlayISF
HRPlanning: Code EnforcementBuilding & Safety Land Development: Public Works:
3.0%3.0%2.0%3.0%3.0%3.0%3.0%2.0%3.0%2.3%2.0%2.0%6.1%2.9%0.0%3.0%2.0%5.9%0.0%0.0%3.0%3.0%8.0%5.0%3.0%3.0%6.9%1.0%1.0%
1.0%
-20
%
Change
-
-
7,329
85,74452,78145,73295,49280,00020,913
287,923960,098071,777248,434841,721452,988701,539544,269967,825839,024648,697366,558127,973
494,531
23-24
2,336,5513,9,823,668
2,717,5474,333,090
Projection
42,135,469
Year 2019 44,352,94112,844,397
0%
City of Temecula
3.0%7.9%5.0%1.0%
3.0%3.0%2.0%3.0%3.0%3.0%3.0%2.0%3.0%2.3%2.0%2.0%7.2%2.9%0.0%3.0%2.0%7.0%0.0.0%3.0%3.0%3.0%6.9%1.0%
1.0%
%
Fiscal
Change
--
7,116
84,06351,24344,83593,62080,00020,304
Annual Operating Budget
279,537932,134241,198817,708439,794687,784528,417921,739814,586629,803362,929126,706
489,635
22-23
2,268,4963,011,5469,094,936
2,639,2114,236,121
39,713,983
41,877,72412,009,784
Projection
0%
3.0%3.0%2.0%3.0%3.0%3.0%3.0%2.0%3.0%2.3%2.0%2.0%6.1%2.9%0.0%3.0%2.0%5.9%0.0%0.0%3.0%3.0%8.1%5.0%3.0%3.0%7.0%1.1.0%
1.0%
%
Change
-
-
000
6,909
82,41449,75143,95691,78480,19,713
271,395904,985234,172794,440426,985674,298513,026877,846790,861611,459359,335125,452
484,787
21-22
2,202,4232,952,4968,425,139
2,563,1414,141,404
37,032,297
39,143,76011,238,043
Projection
3.0%3.0%2.0%3.0%3.0%3.0%3.0%2.0%3.0%2.3%2.0%2.0%6.1%2.9%3.0%2.0%6.0%0.0%3.0%3.0%2.8%0.0%3.0%3.0%2.4%1.0%1.0%
1.0%
%
40.4%
-100.0%
Change
-
-
6,707
80,79848,30243,09489,98480,00019,138
263,490878,626227,352771,892414,548661,076498,083836,044767,826593,650355,778124,210
479,987
20-21
2,138,2752,894,6047,791,426
2,489,2714,048,884
34,892,405
36,953,00010,506,167
Projection
57
2.1%7.2%9.8%4.4%6.8%0.0%7.8%5.6%0.0%7.2%
%
-3.0%-0.8%-3.5%-9.1%-1.2%-1.9%-1.2%
11.5%10.1%31.5%10.3%11.9%10.2%16.0%
11.7%
-88.4%-47.8%-28.2%-59.4%-83.4%
Change
-
6,512
79,21446,89542,24988,22057,00020,64218,581
255,816853,035220,730750,041402,474648,114483,576836,044745,462576,359352,255122,980
475,235
19-20
2,075,9952,837,8477,580,271
Budget2,417,5373,958,507
32,872,339
34,860,43710,260,935
2.4%5.7%9.7%4.8%5.7%5.1%5.5%
-4.3%-8.8%
-7.5%
%
52.8%34.6%18.3%54.4%27.8%15.3%28.7%12.3%19.8%43.9%29.5%25.8%
-59.7%-11.7%-68.8%
144.3%108.7%166.3%
-100.0%
1069.9%
Change
-
56,17479,82989,81758,81767,06517,599
229,402938,139200,539682,941140,366385,401660,990124,514448,661836,044754,157514,923319,545106,027
425,572
18-19
Budget
Revised
2,140,7842,778,2826,873,471
2,506,1894,006,7779,569,369
30,656,990
32,652,570
0.0%3.2%3.7%6.7%5.8%8.9%0.0%0.0%
%
-9.2%-8.3%-0.4%-0.8%
-0.6%
27.2%12.7%12.1%15.0%17.0%38.0%16.6%58.2%44.2%17.2%29.4%22.7%39.9%
-25.1%-44.7%
831.6%321.0%
Change
'%.%2!, &5.$ Δ ȃ 9%!2 %80%.$)452% 02/*%#4)/.3
9,343
22,99758,16046,02361,15410,64315,672
197,986239,754792,867227,152646,314121,740422,816513,747425,394581,048582,531246,758120,000340,280
460,280
17-18
Actuals
1,401,0022,711,9455,736,295
1,861,7393,790,1237,607,685
29,249,722
31,061,517
Capital outlay
SalariesProject SalariesO&MISFSalariesProject SalariesO&MISFSalariesProject SalariesContractO&M-contractCapital OutlayISFO&MGrantsSalariesProject SalariesFire SuppressionFire PreventionO&M
ISF
ContractContract
lice:
CIP Admin: Parks Maint Po Fire Animal Control Animal Control - Debt Service
0.0%3.0%2.0%1.8%0.0%3.0%2.7%4.8%
-20
%
Change
-
96,264
105,520145,484100,000
91,061,733
23-24
1,688,263
2,135,531
Projection
Year 2019 93,938,300
City of Temecula
3.0%
0.0%3.0%2.0%0.0%5.2%5.3%
%
54.6%
Fiscal
Change
-
93,460
Annual Operating Budget
103,451142,944100,000 91,061,733
22-23
1,639,091
2,078,945
89,674,438
Projection
0.0%3.0%2.0%0.5%0.0%3.0%2.7%4.7%
%
Change
-
92,43490,738
101,422100,000
87,424,183
21-22
1,591,350
1,975,944
85,192,349
Projection
0.0%3.0%2.0%0.0%0.0%3.0%7.9%3.9%
%
Change
-
99,43491,93488,095
100,000
83,540,977
20-21
1,545,000
1,924,463
81,368,254
Projection
58
0.0%0.0%0.0%0.0%2.0%4.5%
%
-7.8%-6.6%
Change
--
97,48485,529
100,000 79,912,198
19-20
1,500,000
Budget1,783,013
78,311,792
0.0%9.1%
%
20.4%
-51.1%-13.7%-50.3%
151.1%
-100.0%
Change
--
97,48483,852
100,000
18-19
Budget
Revised
1,627,325
1,908,661
74,912,392
0.0%0.0%0.0%
%
36.8%
-11.1%-58.6%
114.2%
Change
'%.%2!, &5.$ Δ ȃ 9%!2 %80%.$)452% 02/*%#4)/.3
39,82769,628
285,393112,962
17-18
Actuals
3,329,927
3,837,738
68,653,363
Non-Departmental:Audi ReimbursementRetiree Medical ContributionPERs Replacement BenefitCapital Project O&M CostsStaffing Continuity ReserveProp. Tax AdminTotal General Fund Expenditures
Prior Version (FY18-19 Adopted Budget)
------
3.5%3.5%6.2%
20
43,29779,95388,397
-
170,390260,000500,000579,145
2023-24
6,673,5842,080,7737,000,0008,703,1341,036,8224,248,059
4,593,092
Projection
31,376,960
31,420,25727,172,198
------
3.5%3.5%
15.3%
42,44877,62485,822
170,390260,000500,000562,277
5,958,5571,981,6886,500,0008,493,3951,006,6234,761,975
4,897,033
2022-23
Year 2019
30,315,903
Projection 30,358,352 25,596,377
City of Temecula
------
3.0%3.0%
11.0%
Fiscal
41,61675,36383,323
170,390260,000500,000977,304545,900
4,918,1741,887,3224,500,0008,288,9467,125,622
2021-22
29,290,728
Projection 29,332,344 22,206,722 10,209,635
Annual Operating Budget
-----
2.5%2.5%
26.0%
40,80073,16880,896
170,390260,000500,000500,000948,839265,000
4,323,6701,794,3083,000,0008,089,6458,472,484
2020-21
28,437,600
Projection 28,478,400 20,005,916 10,142,653
------
2.0%0.2%
12.0%
40,00071,03778,539
170,390160,000500,000500,000921,203
3,774,6321,711,8577,989,182
2019-20
Adopted
27,744,00011,907,160
27,784,000 15,876,840 15,220,112
15%
-------
1.9%
37,00062,66176,252
503,165650,000170,390450,000500,000500,000662,527
3,268,0801,628,5576,211,702
Revised
2018-19
27,200,00013,559,996
27,740,165 14,180,169 16,872,948
37,67255,00040,00074,031
849,224868,030650,000135,251770,734360,251
59
Actuals
2017-18
3,202,8955,341,503
27,197,565 14,888,318
27,235,23712,346,91915,124,520
-%!352% 3 &5.$ ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
% Growth over Prior Year Police Staffing Fire StaffingFire Staffing (Station 95)Public Safety SubsidyFire - Ladder Truck ReplacementFire - ISF (4 Inspect. Vehicles & Ladder Truck)IT
- Citywide Surveillance Cameras O&M IT - Asset Management SoftwareIT - TCSD Class Registration Software IT - Security Audit/Records Transparency/Office TrainingReserve Fund Contribution
- Fleet Replacement Fund (310)Reserve Fund Contribution - Tech. Replacement Fund (325)TCSD Operations (subsidy)Library (subsidy)Service Level B-Residential Streetlights (subsidy)MRC
OperationsPublic Works - Enhanced Custodial Svcs% Growth over Prior Year
Sales TaxOperating Transfer In (from CIP)Investment Interest
RevenueTransfers Out - Operating Expenditures
Estimated Annual Growth Rate Total Revenue Public SafetyAsset ManagementGeneral Services Total Operating Expenditures Excess of Revenues Over/(Under) Operating Expenditures Amount Available
for CIP
20
32,000
-
500,000250,000500,000
2023-24
2,000,000
Projection
---
32,000
500,000270,000250,000500,000
2,000,000
2022-23
Year 2019
Projection
City of Temecula
---------------
Fiscal
32,000
500,000446,200250,000500,000
2,000,0001,600,0003,337,077
2021-22
Projection
Annual Operating Budget
--------------
32,000
500,000316,000150,000260,000250,000500,000
2,000,0001,865,640
2020-21
Projection
-----------
80,00032,00047,133
500,000571,000180,000720,000613,184800,000720,347500,000300,000254,000442,049720,000100,000250,000780,000500,000164,504
1,500,0001,971,845
2019-20
Adopted
-------------
82,92332,00038,000
500,000400,000296,536276,200500,000227,000150,000517,427341,350523,927747,735131,900100,000200,000
1,400,0004,700,0001,450,0001,077,649
Revised
2018-19
-
10,47421,00030,00065,000
451,702410,000503,165142,010113,000166,750227,000280,000100,000423,415646,773100,000200,000197,800725,000
60
Actuals
2017-18
1,000,000
-%!352% 3 &5.$ ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
Reserve Fund Contribution - Street Maintenance Fund (103)Reserve Fund Contribution - Facilities Replacement Fund (350)Citywide Concrete RepairsAmerican with Disability Transition (ADA)
updateBike Lane and Trail Program - Temecula Creek South Side TrailChildren's Museum Enhancement ProjectCherry Street Extension and Murrieta Creek Low-Flow Crossing to Diaz RoadCitywide
Drainage Master PlanCitywide Financial System UpgradeCitywide Streetlight Acquisition LED ConversionCitywide Surveillance CamerasCommunity Recreation Center (CRC) Pool Site Enhancement
and RenovationsCommunity Recreation Center RenovationCommunity Services Master PlanDiaz Road Expansion (Rancho Cal to Cherry St)Eagle Soar Splash Pad Control System RenovationExpanded
Recycled Water & Plant Material Conversion ProjectFiber Optic Communication System UpgradesFire Station 73 - Gym/Garage Fire Station 84 Training Room Improvement and ExpansionFlashing
Beacons and Speed Advisory SignsFrench Valley Parkway / I-15 Over-Crossing and Interchange Improvements-Phase IFrench Valley Parkway / I-15 Over-Crossing and Interchange Improvements-Phase
IIFrench Valley Parkway / I-15 Over-Crossing and Interchange Improvements-Phase IIIFlood Control Channel Reconstruction and RepairInterstate 15 Branding and Visioning- Conceptual Landscape
Corridor PlanLibrary Parking Phase IIMargarita Recreation CenterMedian and Ornamental Safety Enhancements - CitywideOverhead Street Name Sign Replacement Program-CitywideParks Improvement
ProgramPark Restrooms Expansion, Renovations and ADA ImprovementsPatricia H Birdsall Sports Park Synthetic Turf EnhancementPedestrian Signal Equipment Upgrade - CitywidePlayground Equipment
Enhancement and Safety SurfacingRonald Reagan Sports Park Restroom Expansion and RenovationRonald H. Roberts Temecula Public Library Enhancement Project
Transfers Out - Capital Improvement Program
20
-
(93,941)
500,000260,000300,000
345,033251,092
2023-24
4,342,000
Projection
50,000
500,000150,000300,000209,975
135,058345,033
4,552,000
2022-23
Year 2019
Projection
City of Temecula
----
Fiscal
399,300500,000210,000300,000
135,058
3,084,013
2021-22
(2,948,955)
Projection 10,074,577
Annual Operating Budget
---
50,00050,000
500,000285,000300,000
1,413,844
7,058,6401,670,1693,084,013
2020-21
Projection
---
80,44454,390
957,709433,000658,596164,527280,000435,000300,000
4,872,7371,670,169
2019-20
Adopted
(3,202,568)
15,109,728
---------
50,00050,50538,000
821,899260,000100,000355,000
6,680,7924,872,737
Revised
2018-19
(1,808,055)
15,368,051
-
350,000300,000400,000126,264250,000400,000560,000244,375
236,202
61
Actuals
2017-18
6,444,590
8,443,728 6,680,792
-%!352% 3 &5.$ ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and InterconnectSanta Gertrudis Creek Phase II - Margarita Under-CrossingSam Hicks Monument Park Playground EnhancementSidewalks
-Citywide Sidewalks -Old Town Boardwalk EnhancementSidewalks -Old Town Improvement ProjectSidewalks -Sixth Street ImprovementsSports Court ResurfacingSports Field Lighting LED ConversionTemecula
Park and RideTemecula Valley Convention & Visitors Bureau Tenant ImprovementsTraffic Signal Equipment Enhancement Program - CitywideTraffic Signal Installation – CitywideTraffic Signal
Park and Ride Access ImprovementsTraffic Signal System UpgradeUtility Undergrounding - Citywide
Total CIP Project Expenditures Excess of Revenues Over/(Under) Total Expenditures Fund Balance, Beginning of YearFund Balance, End of Year
2.8%2.8%
3.5%2.5%3.4%2.5%2.9%2.3%2.8%2.4%2.5%3.0%2.5%2.8%2.3%2.9%2.7%2.4%2.4%2.7%2.8%2.7%2.4%2.9%2.4%2.2%3.0%2.1%2.6%0.0%
20
%
-
Change
FY23-24
(1,695)
89,22975,38760,13079,35677,661
Year 2019
133,403405,382348,398788,274130,906285,157103,647519,596319,904937,712383,023245,680276,389230,778102,251959,860433,181180,599383,959
5,015,0218,703,1343,741,4621,250,6341,334,911
Budget
13,718,15513,719,850
Projected
City of Temecula
Fiscal
2.8%2.8%
3.5%2.5%3.4%2.5%2.9%2.3%2.8%2.4%2.5%3.0%2.5%2.8%2.3%2.9%2.7%2.4%2.4%2.7%2.8%2.7%2.4%2.9%2.4%2.2%3.0%2.1%2.6%0.0%
%
Annual Operating Budget
Change
FY22-23
(1,064)
87,15373,65199,32558,72480,42079,356
130,206393,862340,532766,686127,664276,955101,165505,224312,855911,233372,853239,974268,796224,711938,900420,714176,884374,236
4,845,4318,493,3953,616,7441,221,4361,299,405
Budget
13,338,82613,339,890
Projected
2.8%2.8%
3.5%2.5%3.4%2.5%2.9%2.3%2.8%2.4%2.5%3.0%2.4%2.8%2.2%2.9%2.7%2.4%2.4%2.7%2.8%2.7%2.4%2.9%2.4%2.2%3.0%2.1%2.6%0.0%
%
Change
(450)
FY21-22
98,74585,12871,95696,48457,35380,87080,420
127,088382,672332,851745,700124,506268,991491,256305,967885,508362,960234,406261,414218,808918,413408,608173,248364,767
4,681,5768,288,9463,496,3291,192,9481,264,866
Budget12,970,52212,970,971
Projected
2.1%2.3%
3.5%1.3%2.9%2.4%2.9%2.3%2.8%2.4%2.5%3.0%2.4%2.8%2.2%1.4%2.7%2.4%2.4%2.7%2.8%2.7%2.4%2.9%2.4%2.2%3.0%2.1%0.0%
%
-8.0%
Change
146
FY20-21
96,38583,15270,30293,72456,01580,72480,870
124,048371,802325,349725,299121,429261,256477,681299,236860,516353,336228,972254,240213,064898,388396,851169,687355,547
4,523,2628,089,6453,380,0641,165,1501,231,269
Budget
12,612,90712,612,761
Projected
62
9.3%
5.8%1.9%8.1%6.2%1.2%4.3%5.1%6.0%0.9%3.0%0.5%4.1%2.8%0.0%
%
-0.3%-5.4%-6.0%
18.3%
31.5%25.7%28.6%25.1%14.2%58.6%17.8%
-12.6%-24.3%-83.9%
113.4%
Change
FY19-20
94,08381,22368,68791,04454,70926,55054,17480,724
121,084361,243318,023705,466118,430253,745464,486292,658848,237343,974223,669247,265207,475878,815385,434166,201386,567
4,370,3017,989,1823,283,8021,138,0261,198,587
Budget
Adopted
12,359,48312,332,933
2.0%2.3%
%0.5%3.3%1.4%0.6%3.1%4.4%0.0%4.5%1.2%0.0%2.7%5.4%0.0%2.3%0.0%1.4%0.0%
-7.3%
19.9%34.2%24.6%31.2%48.4%41.5%11.8%
-27.4%-12.0%-10.3%-21.6%-70.7%
Change
FY18-19
6,503
75,86668,13052,57154,174
115,815337,647313,717657,049996,235114,503114,383449,315289,312769,396333,290107,325259,405257,657102,881180,356118,089867,373288,876141,079345,963927,584
(873,410)
Budget
4,405,3686,211,7022,968,3331,159,411
Revised
10,617,07011,490,480
1.9%0.0%8.3%8.2%7.8%4.1%0.0%
%
-4.3%-2.2%
13.3%17.1%
18.6%26.2%20.2%43.6%18.5%13.3%18.7%24.9%21.5%14.1%23.7%20.1%11.6%25.6%19.4%
-13.0%-27.9%-15.9%-26.3%
776.5%460.0%
-306.1%
Change
4%-%#5,! #/--5.)49 3%26)#%3 $)342)#4 ȃ &)6% 9%!2 &).!.#)!, 02/*%#4)/.
FY17-18
5,344
93,33178,65867,14965,50157,18033,80080,864
107,434241,363265,373699,991843,889103,958285,005231,392670,351292,435112,176158,207199,499238,269175,756932,016175,293468,028927,584
(211,123)
Actuals
4,476,8215,341,5039,818,3242,242,4471,104,7381,138,707
10,029,447
Total Expenditures
Total Revenues
TCSD Base RevenuesMeasure S ContributionExpenditures by DivisionTCSD OperationsSenior Center MaintenanceSenior Center OperationsCommunity Rec Center MaintenanceCommunity Rec Center OperationsRecreati
onTCC MaintenanceTCC OperationsMuseum MaintenanceMuseum OperationsAquatics MaintenanceAquatics OperationsSportsChildren's Museum MaintenaceChildren's Museum OperationsCommunity Theater
MaintenanceCommunity Theater OperationsCultural Arts ProgramConference Center MaintenanceConference Center OperationsHuman ServicesMRC Facility MaintenanceMRC Facility OperationsJefferson
Recreation Center Maint.Contract ClassesPark RangersResponsible Compassion Maint.Responsible CompassionExcess of Revenues Over ExpendituresBeginning Fund BalanceEnding Fund Balance
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
FUND BALANCE SUMMARY - ALL FUNDS
BeginningRevenues/Expenditures/BeginningRevenues/Expenditures/Ending
BalanceTransfers InTransfers OutBalanceTransfers InTransfers OutBalance
2018-192018-192018-192019-202019-202019-202019-20
GENERAL FUNDS
001: GENERAL FUND30,727,97879,,82,,27,7,80,127,62881,,26,,
002: MEASURE S FUND6,680,79327,740,16529,548,2204,872,73827,784,00030,986,5681,670,170
TOTAL GENERAL FUNDS 37,408,77110,,111,,32,6,107,911,628112,,2,,7
SPECIAL REVENUE FUNDS
100: GAS TAX -2,405,8592,405,859-2,956,8872,956,887-
102: ROAD MAINTENANCE REHABILITATION
512,9971,797,2132,310,210-1,875,8311,875,831-
ACCOUNT (RMRA)
103: STREET MAINTENANCE -1,405,000-1,405,0001,505,000-2,910,000
120: DEVELOPMENT IMPACT FEES 10,417,0224,639,3118,173,8556,882,4786,204,02113,086,501(2)
125: PUBLIC EDUCATION & GOVERNMENT (PEG) 357,357231,939364,995224,301214,723305,000134,024
140: COMMUNITY DEV BLOCK GRANT -1,036,0901,036,090-55,55,(0)
145: TEMECULA ENERGY EFFICIENCY ASSET TEAM 190,2743,000-193,2742,500-195,774
150: AB 2766 MOTOR VEHICLE SUBVENTION 132,593147,530236,35343,770149,455193,225-
160: SUPPLEMENTAL LAW ENFORCEMENT SERVICES -186,800186,800-195,000 195,000-
161: TEMECULA MAJOR CRIMES REWARD 26,012400-26,412300-26,712
165: AFFORDABLE HOUSING 10,819,638424,110545,62510,698,123354,052561,38010,490,795
170: MEASURE A 4,243,5893,244,0006,066,2091,421,3803,251,0004,672,380-
198: PUBLIC ART 25,96874,5114,02696,453158,928-255,381
TOTAL SPECIAL REVENUE FUNDS 26,725,45015,595,76321,330,02220,991,19117,426,24,4014,012,683
DEBT SERVICE FUNDS
395: 2018 FINANCING LEASE (CIVIC CENTER) -2,087,1242,087,124-2,075,5122,075,512-
396: 2018 FINANCING LEASE (MRC) -516,855462,23354,622555,808555,80854,622
TOTAL DEBT SERVICE FUNDS-2,603,9792,549,35754,6222,631,3202,631,32054,622
TEMECULA COMMUNITY SERVICES DISTRICT
190: TEMECULA COMMUNITY SERVICES DISTRICT 927,58410,617,07011,490,48054,17412,359,48312,3,,
192: TCSD SERVICE LEVEL "B" STREET LIGHTS 261,188705,245789,201177,232712,004789,85399,383
194: TCSD SERVICE LEVEL "D" REFUSE/RECYCLING 294,4898,014,7908,078,891230,3888,514,5418,574,356170,573
195: TCSD SERVICE LEVEL "R" STREET/ROAD MAINT 26,7915,93229,6633,0605,8325,5323,360
196: TCSD SERVICE LEVEL "L" LAKE PARK MAINT. 402,667251,570247,276406,961252,489259,032400,418
197: TEMECULA LIBRARY 343,072775,287994,140124,2191,030,0631,042,277112,005
501-530: TCSD SERVICE LEVEL"C" ZONES 1-301,655,7901,605,4301,553,1441,708,0761,587,2301,823,0651,472,241
TOTAL TCSD 3,911,58121,975,32423,182,7952,704,11024,461,64224,87,2,3,
SUCCESSOR AGENCY TO THE TEMECULA
REDEVELOPMENT AGENCY (SARDA)
380: SARDA DEBT SERVICE (33,301,655)7,069,6727,519,672(33,751,655)5,455,7317,530,321(35,826,245)
TOTAL SARDA(33,301,655)7,069,6727,519,672(33,751,655)5,455,7317,530,321(35,826,245)
INTERNAL SERVICE FUNDS
300: INSURANCE 51,9581,154,525995,137211,3461,436,9131,026,259622,000
305: WORKERS' COMPENSATION 1,386,621710,333422,7781,674,176341,000255,7791,759,397
310: VEHICLES AND EQUIPMENT 2,587,6931,532,426858,1253,261,994901,666380,0003,783,660
320: INFORMATION TECHNOLOGY 472,7393,994,5944,292,381174,9524,425,1654,1,48,
325: TECHNOLOGY REPLACEMENT 1,249,4471,036,723310,0001,976,170797,5091,138,5341,635,145
330: SUPPORT SERVICES 444,102368,966813,068-417,721413,5514,170
335: SUPPORT SERVICES REPLACEMENT 462,61918,735443,88441,93050,000435,814
340: FACILITIES 521,0521,335,8881,352,145504,7951,362,8621,359,094508,563
350: FACILITY REPLACEMENT -540,725506,00034,725555,324201,714388,335
TOTAL INTERNAL SERVICE FUNDS 6,713,61211,136,7999,568,3698,282,04210,280,0908,96,9,6,
Grand Total117,077,795165,,17,,106,5,168,16,180,,93,,
63
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
-!*/2 2%6%.5% 3/52#%S
Taxes and Franchises 59.2% of Total Revenue
Sales and Use Tax: The largest revenue source for the City of Temecula is Sales and Use Tax, contributing
39 , Measure S). In
accordance with the California Revenue and Taxation Code, the State of California imposes a 7.25% sales
and use tax on all taxable sales in the City, of which 1% is allocated to the City of Temecula. In 2016, City
residents approved Measure S to establish a new one percent Transactions and Use Tax revenue. This
new tax became effective April 1, 2017. The City established the Measure S Fund to account for the fiscal
activities related to this new revenue source. In addition, Riverside County voters approved Measure A
in 1988, and again in 2002, to establish a half-cent Sales Tax dedicated to transportation funding. Measure
A revenue is recorded in a separate Special Revenue Fund, and is categorized as Intergovernmental
Revenues. Currently, the total Sales Tax rate within the City is 8.75%
The City of Temecula serves as a regional shopping hub with the Promenade Mall, Old Town and an
expanding Auto Mall. While Sales and Use Tax revenue is projected to increase by 0.4% from the prior
fiscal year to $37,981,346. The local economy remains strong, however certain sectors have leveled off
after several years of expansive growth, including the Business and Industry and Auto and Transportation
sectors of the economy.
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. Temecula continues to exceed the
State, County, and surrounding areas with respect to sales per capita.
The new Measure S Transactions and Use Tax is estimated to yield $27,744,000 in Fiscal Year 2019-20.
Originally, it was anticipated that this new tax would generate $23,000,000 annually; however, over the
past year, it is evident that Measure S revenue will continue to exceed the original projections.
Property Tax: Per Proposition 13, passed by California voters in 1978, the ad valorem Property Tax is
assessed at 1% of the assessed valuation of real property, as determined by the
The City is projecting Property Tax revenues to increase by 4.1% in Fiscal Year 2019-20 for a total of
Annual Operating Budget
64
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
-!*/2 REV%.5% 3/52#%3!)dpoujovfe*
$8,706,389. Home values continue to rise as the market rebounds from the Great Recession, causing an
increase in assessed valuations.
Transient Occupancy Tax (TOT): The City of Temecula collects an 8% tax on the amount of transient (30
days or less) lodging rentals. As the economy improved over the past few fiscal years
sector strengthened and both occupancy rates and average rental rates increased.
Two new hotels have opened in the City within the past year, and several more have begun the planning
process to build within the City. TOT is projected to grow by 3.0% over the prior year to a total of
$3,338,860 in Fiscal Year 2019-20.
Licenses, Permits and Service Charges 15.8% of Total Revenue
The California Government Code and State Constitution authorize the City to assess certain license and
permit fees as a means of recovering the cost of regulating various activities. Examples include building
permits and business licenses. The City also assesses service charges for the Community Services District
on recreation programs and facility rentals. Charges for Services also reflect the allocation of costs to
departments from the Internal Service Funds, which include e and
Equipment Replacement, Information Technology, Technology Replacement, Support Services, Support
Services Replacement, Facility Operations, and Facility Replacement.
In Fiscal Year 2019-20 Licenses, Permits and Service Charges revenue of $26,5,0. This category
varies from year-to-year, primarily due to development-related revenue.
Intergovernmental Revenues 7.6% of Total Revenue
Intergovernmental Revenues reflect revenue received from other governmental agencies, including:
Property Tax distributions from the County for the Successor Agency to the Redevelopment Agency for
administration ($250,000); Vehicle License Fees ($55,415); Property Tax in Lieu of Vehicle License
Fees ($8,447,894); Public Safety, Recycling, and Community Development Block Grants
($55,); and Measure A transportation revenue ($3,211,000). The estimated intergovernmental
revenue for Fiscal Year 2019-20 is projected to be $12,86,.
Operating Transfers 14.3% of Total Revenue
This category consists of operating transfers between funds. The estimated operating transfers for
Fiscal Year 2019-20 totals $2,,. Significant transfers from the Measure S Fund include
$7,989,182 to TCSD, $5,735,418 to the General Fund and $921,203 to the Library Fund, to support
operations within
Funds in the amount of $3,000,000 to supplement the existing balances in these
replacement funds. Other significant transfers include transfers to the Debt Service Fund pursuant to
lease agreements in the amount of $2,631,320 and transfers from the Gas Tax Fund in the amount of
$2,956,887. Gas tax revenues are required to be recorded in a Special Revenue Fund and then
transferred to support street and road maintenance costs reflected in the General Fund. Similarly, the
Supplemental Law Enforcement Services grant revenue of $195,000 is transferred to the General Fund
to support police service expenditures.
Total Revenue Sources for Fiscal Year 2019-20 are projected to be $168,, across all funds.
Annual Operating Budget
65
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
MAJOR REVENUE SOURCES - ALL FUNDS
Special
General Fund/ Internal Revenue/ TCSD TCSD - Svc Total
Measure S Service Funds SARDA Debt Funds Operations Levels Revenue
Row Labels
Fines & Forfeitures849,620 69,100 918,720
FINES & FORFEITURES849,620 69,100 918,720
Intergovernmental Revenues 8,503,309 4,36 , 12,86 ,
AB2766 MOTOR VEHICLE SUBVENTION 149,155 149,155
AGENCY TRUST CONTRIBUTION 250,000 250,000
COMMUNITY DEVELOPMENT BLOCK GRANT 55 55,
MEASURE A 3,211,000 3,211,000
PROPERTY TAX IN LIEU OF VLF8,447,894 8,447,894
SLESF GRANT 195,000 195,000
VEHICLE LICENSE FEES 55,415 55,415
Licenses, Permits and Service Charges 4,459,772 8,5 , 157,928 2,386,724 10,991,559 26,5 ,0
AQUATICS 179,327 179,327
ASSESSMENTS 10,969,359 10,969,359
BUILDING1,814,217 1,814,217
BUSINESS LICENSES290,000 290,000
CHARGES FOR SERVICES 8,, 8,597,105
CLASSES/ACTIVITIES 36,739 36,739
CONTRACT CLASSES 1,000,000 1,000,000
DAY CAMPS 109,480 109,480
DEVELOPMENT FEES325,995 325,995
FACILITY RENTALS 363,518 363,518
FIRE752,328 752,328
HARVESTON LAKE BOAT REVENUE 4,200 4,200
LAND DEVELOPMENT548,978 548,978
MUSEUM ADMISSIONS 75,500 75,500
PARKS MAINTENANCE 1,000 1,000
PLANNING576,715 576,715
POLICE144,113 144,113
PRINTING & COPIES 21,860 21,860
PUBLIC ART 157,928 157,928
PUBLIC WORKS 6,426 6,426
RECYCLING PROGRAM 18,000 18,000
SPORTS LEAGUES & TOURNAMENTS 241,888 241,888
THEATER ADMISSIONS 358,412 358,412
Miscellaneous55,380 122,058 177,438
MISCELLANEOUS 55,380 122,058 177,438
Operating Transfers In 8,887,305 1,660,000 4,131,320 8,910,385 71,037 23,660,047
CONTRIBUTION FROM MEASURE S5,735,418 1,660,000 1,500,000 8,910,385 71,037 17,876,840
OPERATING TRANSFERS IN3,151,887 2,631,320 5,783,207
Reimbursements 3,027,238 3,027,238
CAPITAL IMPROVEMENT PROGRAM2,345,933 2,345,933
OTHER REIMBURSEMENTS338,157 338,157
PECHANGA IGA343,148 343,148
Taxes and Franchises 81,637,154 5,155,731 11,160,962 1,876,279 99,830,126
DEVELOPMENT IMPACT FEES 18,000 5,912,609 5,930,609
FRANCHISE FEES3,351,304 3,351,304
GAS TAX 4,826,218 4,826,218
PEG FEES 210,723 210,723
PROPERTY TAX8,706,389 8,706,389
QUIMBY FEES 211,412 211,412
REDEVELOPMENT PROPERTY TAX FUND DISTRIBUTION 5,155,731 5,155,731
SALES TAX 37,981,346 37,981,346
SALES TAX SHARING AGREEMENT (1,379,024) (1,379,024)
SPECIAL TAX (MEASURE C)1,876,279 1,876,279 3,752,558
TRANSACTIONS AND USE TAX 27,744,000 27,744,000
TRANSIENT OCCUPANCY TAX3,338,860 3,338,860
Use of Money and Property491,850 61,000 300,000 243,652 25,000 9,500 1,131,002
INVESTMENT INTEREST310,000 61,000 300,000 149,600 10,000 9,500 840,100
LEASE/RENTAL INCOME181,850 93,496 15,000 290,346
OTHER556 556
Total Revenue 107,911,628 10,, 5,455,731 20,05 13,389,546 11,072,096 168, ,
66
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
-!*/2 2%6%.5% 3/52#%3 ȃ !,, &5.$3
Internal Special TCSD TCSD
General Service Revenue/Citywide Service Total % of
Fund Funds SARDA Debt Funds Operations Levels Revenues Total
ğǣĻƭ ğƓķ CƩğƓĭŷźƭĻƭ БЊͲЏЌАͲЊЎЍ Ώ ЎͲЊЎЎͲАЌЊ ЊЊͲЊЏЉͲВЏЋ ЊͲБАЏͲЋАВ Ώ ВВͲБЌЉͲЊЋЏЎВі
\[źĭĻƓƭĻƭͲ tĻƩƒźƷƭ ğƓķ {ĻƩǝźĭĻ /ŷğƩŭĻƭ ЍͲЍЎВͲААЋ БͲЎͲ Ώ ЊЎАͲВЋБ ЋͲЌБЏͲАЋЍ ЊЉͲВВЊͲЎЎВ ЋЏͲЎͲЉЊЏі
CźƓĻƭ ğƓķ CƚƩŅĻźƷǒƩĻƭ БЍВͲЏЋЉ Ώ ΏΏ ЏВͲЊЉЉ Ώ ВЊБͲАЋЉ Њі
ƭĻ ƚŅ aƚƓĻǤ ğƓķ tƩƚƦĻƩƷǤ ЍВЊͲБЎЉЏЊͲЉЉЉ ЌЉЉͲЉЉЉ ЋЍЌͲЏЎЋ ЋЎͲЉЉЉ ВͲЎЉЉ ЊͲЊЌЊͲЉЉЋ Њі
LƓƷĻƩŭƚǝĻƩƓƒĻƓƷğƌ wĻǝĻƓǒĻƭ БͲЎЉЌͲЌЉВ Ώ Ώ ЍͲЌЏͲ Ώ Ώ ЊЋͲБЏͲБі
wĻźƒĬǒƩƭĻƒĻƓƷƭ ЌͲЉЋАͲЋЌБ Ώ ΏΏ Ώ Ώ ЌͲЉЋАͲЋЌБ Ћі
hƦĻƩğƷźƓŭ ƩğƓƭŅĻƩƭ LƓΫ БͲББАͲЌЉЎ ЊͲЏЏЉͲЉЉЉ ΏЍͲЊЌЊͲЌЋЉ БͲВЊЉͲЌБЎ АЊͲЉЌА ЋЌͲЏЏЉͲЉЍАЊЍі
aźƭĭĻƌƌğƓĻƚǒƭ wĻǝĻƓǒĻ ЎЎͲЌБЉ Ώ ΏΏ ЊЋЋͲЉЎБ Ώ ЊААͲЍЌБ Љі
Total Revenues and Other Sources$ 107,911,628$ ,$ 5,455,731$ 20,05,$ 13,389,546$ 11,072,096 168,,
Total Revenues less Interfund Transfers 144,5,
Ϋ bƚƷĻʹ LƓƷĻƩŅǒƓķ ƩğƓƭŅĻƩƭ ğƩĻ ĻƌźƒźƓğƷĻķ ğƷ ƷŷĻ /źƷǤǞźķĻ \[ĻǝĻƌ
City of Temecula
Major Revenue Sources
Licenses, Permits and Service
Charges
16%
Taxes and Franchises
59%
Fines and Forfeitures
0%
Use of Money and Property
1%
Intergovernmental Revenues
8%
Reimbursements
2%
Miscellaneous Revenue
0%
Operating Transfers In*
14%
67
DĻƓĻƩğƌ CǒƓķ
ŷĻ DĻƓĻƩğƌ CǒƓķ źƭ ƷŷĻ ƒğźƓ ƚƦĻƩğƷźƓŭ ŅǒƓķ ŅƚƩ ƷŷĻ /źƷǤ ƚŅ ĻƒĻĭǒƌğ͵ LƷ źƭ ǒƭĻķ Ʒƚ ğĭĭƚǒƓƷ ŅƚƩ
ğƌƌ ŅźƓğƓĭźğƌ ƩĻƭƚǒƩĭĻƭ ŅƚƩ ƷŷĻ /źƷǤ ƷŷğƷ ğƩĻ ƓƚƷ ƩĻƭƷƩźĭƷĻķ Ʒƚ ğ ƭƦĻĭźğƌ ƦǒƩƦƚƭĻ ğƓķ ƚƷŷĻƩǞźƭĻ
ƩĻƨǒźƩĻķ Ʒƚ ĬĻ ğĭĭƚǒƓƷĻķ ŅƚƩ źƓ ğƓƚƷŷĻƩ ŅǒƓķ͵ ŷĻ DĻƓĻƩğƌ CǒƓķ ƦƩƚǝźķĻƭ ƷŷĻ ƩĻƭƚǒƩĭĻƭ
ƓĻĭĻƭƭğƩǤ Ʒƚ ƭǒƭƷğźƓ ƷŷĻ ķğǤΏƷƚΏķğǤ ğĭƷźǝźƷźĻƭ ğƓķ ƦğǤƭ ŅƚƩ ğƌƌ ğķƒźƓźƭƷƩğƷźǝĻ ğƓķ ƚƦĻƩğƷźƓŭ
ĻǣƦĻƓķźƷǒƩĻƭ͵
68
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE BY SOURCE
001 - GENERAL FUND
2018-2019-
2017-20192020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Taxes and Franchises
PROPERTY TAX8,131,0358,364,5438,706,389341,8464.1%
SALES TAX37,497,30037,845,10437,981,346136,2420.4%
SALES TAX SHARING AGREEMENT(821,804)(1,301,469)(1,379,024)(77,555)-6.0%
FRANCHISE FEES3,363,8323,336,9353,351,30414,3690.4%
TRANSIENT OCCUPANCY TAX3,344,9843,241,6133,338,86097,2473.0%
SPECIAL TAX (MEASURE C)1,877,2541,876,2791,876,279-0.0%
DEVELOPMENT IMPACT FEES-18,00018,000-0.0%
Licenses, Permits and Service Charges
BUSINESS LICENSES278,747290,000290,000-0.0%
LAND DEVELOPMENT1,007,0321,748,805548,978(1,199,827)-68.6%
PUBLIC WORKS6,6756,3006,4261262.0%
PARKS MAINTENANCE1,8971,0001,000-0.0%
BUILDING1,711,0511,514,2731,814,217299,94419.8%
PLANNING461,357526,603576,71550,1129.5%
POLICE134,900163,513144,113(19,400)-11.9%
FIRE769,723782,288752,328(29,960)-3.8%
DEVELOPMENT FEES182,812348,071325,995(22,076)-6.3%
Fines and Forfeitures
FINES & FORFEITURES756,708831,823849,62017,7972.1%
Use of Money and Property
INVESTMENT INTEREST(34,895)300,000270,000(30,000)-10.0%
LEASE/RENTAL INCOME162,603115,344181,85066,50657.7%
OTHER22,781---0.0%
Intergovernmental Revenues
PROPERTY TAX IN LIEU OF VLF7,762,7408,107,3848,447,894340,5104.2%
VEHICLE LICENSE FEES58,44159,57955,415(4,164)-7.0%
GRANTS78,05060,000-(60,000)-100.0%
Reimbursements
CAPITAL IMPROVEMENT PROGRAM1,733,2472,537,1062,345,933(191,173)-7.5%
PECHANGA IGA319,779342,164343,1489840.3%
OTHER REIMBURSEMENTS342,707243,202338,15794,95539.0%
Operating Transfers In
OPERATING TRANSFERS IN1,627,0222,592,6593,151,887559,22821.6%
CONTRIBUTION FROM MEASURE S4,994,1805,143,2795,735,418592,13911.5%
Miscellaneous
MISCELLANEOUS120,69720,15055,38035,230174.8%
Total Revenues and Other Sources75,890,85579,114,54880,127,6281,013,0801.3%
69
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
001 - GENERAL FUND
2018-2019-
2017-%
Fund20192020Increase/
Description2018Increase/
001Current Adopted (Decrease)
ActualsDecrease
BudgetBudget
161 - PLANNING 524,272705,248635,140(70,108)-9.9%
162 - BUILDING & SAFETY 1,647,9851,478,7431,738,340259,59717.6%
163 - LAND DEVELOPMENT 1,080,8421,896,731795,548(1,101,183)-58.1%
164 - PUBLIC WORKS 5,068700-(700)-100.0%
167 - PARKS MAINTENANCE 1,946,5901,940,5411,942,4791,9380.1%
170 - POLICE 466,983449,501449,501-0.0%
171 - FIRE 865,233917,230867,617(49,613)-5.4%
199 - NON-DEPARTMENTAL
4008RESIDUAL RPTTF DISTRIBUTION155,767100,000100,000-0.0%
4010PROPERTY TAX - SECURED6,678,4727,005,7177,304,861299,1444.3%
4012PROPERTY TAX - UNSECURED298,123312,731326,08513,3544.3%
4013SUPPLEMENTAL TAX - AB 2345174,817135,000139,0004,0003.0%
4016PROPERTY TRANSFER TAX747,683731,190753,12621,9363.0%
4018FRANCHISE FEES3,363,8323,336,9353,351,30414,3690.4%
4020TRANSIENT OCCUPANCY TAX3,344,9843,241,6133,338,86097,2473.0%
4024SALES & USE TAX - STATE37,497,30037,845,10437,981,346136,2420.4%
4026SALES TAX SHARING AGREEMENT(821,804)(1,301,469)(1,379,024)(77,555)-6.0%
4028HOMEOWNER PROPERTY TAX RELIEF76,17379,90583,3173,4124.3%
4043PROPERTY TAX IN LIEU OF VLF7,762,7408,107,3848,447,894340,5104.2%
4046MOTOR VEHICLE IN LIEU-STATE58,44159,57955,415(4,164)-7.0%
4047VEHICLE CODE FINES563,717654,523672,32017,7972.7%
4053BIDS & PROPOSALS6,6756,3006,4261262.0%
4056BUSINESS LICENSE278,747290,000290,000-0.0%
4059FINGER PRINTING FEE-23,400-(23,400)-100.0%
4060MISCELLANEOUS NON TAXABLE19,7573,0007,0004,000133.3%
4061RETURNED CHECK FEE1801501803020.0%
4062RECOVERY OF PRIOR YEAR EXPENSE94,51620,00030,00010,00050.0%
4064RIGHT OF WAY ADVERTISING22,680-25,20025,200100.0%
4065INVESTMENT INTEREST288,276300,000270,000(30,000)-10.0%
4070CASH OVER & SHORT1,928---0.0%
4075RENTAL INCOME105,180107,844110,0002,1562.0%
4076REIMBURSEMENTS165,76845,000143,85798,857219.7%
4078REIMBURSEMENT-PECHANGA IGA319,779342,164343,1489840.3%
4084REIMBURSEMENTS FROM CIP1,733,2472,474,8442,345,933(128,911)-5.2%
4089OPERATING TRANSFER IN MEASURE S4,994,1805,143,2795,735,418592,13911.5%
4090OPERATING TRANSFERS IN1,627,0222,592,6593,151,887559,22821.6%
4094LEASE INCOME7,5017,5007,6501502.0%
4100STATE MANDATED COST17,11729,00029,000-0.0%
4274FACILITIES RENTALS280---0.0%
70
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
001 - GENERAL FUND
2018-2019-
2017-%
Fund20192020Increase/
Description2018Increase/
001Current Adopted (Decrease)
ActualsDecrease
BudgetBudget
4545GASB 31 - FMV ON INVESTMENTS(325,099)---0.0%
4550GAIN ON DISPOSAL OF ASSETS22,781---0.0%
4653UNCLAIMED FUNDS3,321---0.0%
4658WRCOG BEYOND FRAMEWORK PROGRAM66,936---0.0%
4940SB 1186 COLLECTION STATE $1 FEE2,8653,702-(3,702)-100.0%
4941AB1379 COLLECTION STATE $4 FEE-28,80028,800-0.0%
TOTAL GENERAL FUND75,890,85579,114,54880,127,6281,013,0801.3%
71
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
001 - GENERAL FUND SUMMARY
2018-192019-20%
2017-18Current Adopted Increase/Increase/
DescriptionActualsBudgetBudget(Decrease)(Decrease)
Revenues by Category
Taxes and Franchises53,392,60153,381,00553,893,154512,1491.0 %
Licenses, Permits and Service Charges4,554,1945,380,8534,459,772(921,081)-17.1 %
Fines and Forfeitures756,708831,823849,62017,7972.1 %
Use of Money and Property150,489415,344451,85036,5068.8 %
Intergovernmental Revenues7,899,2318,226,9638,503,309276,3463.4 %
Reimbursements2,395,7333,122,4723,027,238(95,234)-3.0 %
Operating Transfers In6,621,2027,735,9388,887,3051,151,36714.9 %
Miscellaneous120,69720,15055,38035,230174.8 %
Total Operating Revenues75,890,85579,114,54880,127,6281,013,0801.3 %
Expenditures by Department
City Council392,479519,909572,84352,93410.2 %
Community Support107,000125,000125,00000.0 %
City Manager1,428,7631,502,3021,583,68881,3865.4 %
Economic Development1,291,8871,513,2991,572,66059,3613.9 %
Emergency Management124,538254,185157,271(96,914)-38.1 %
City Clerk1,104,4831,390,8681,452,59561,7274.4 %
City Attorney977,221942,300942,30000.0 %
Finance2,327,7742,582,1652,772,880190,7157.4 %
Human Resources979,5381,187,0171,282,55995,5428.0 %
Planning2,057,1552,509,6642,609,47499,8104.0 %
Building & Safety2,457,6533,220,1393,291,29871,1592.2 %
Land Development1,666,6131,761,6551,898,973137,3187.8 %
Public Works5,119,1836,334,7476,294,591(40,156)-0.6 %
Cip Public Works1,861,7382,506,1892,417,537(88,652)-3.5 %
Parks Maintenance3,790,1234,006,7753,958,507(48,268)-1.2 %
Police31,061,51732,652,56934,860,4362,207,8676.8 %
Fire7,607,6839,569,36810,260,935691,5677.2 %
Animal Control460,280425,572475,23549,66311.7 %
Non Departmental:
Property Tax Admin Fees69,62883,85285,5291,6772.0 %
Staffing Continuity Reserve39,827100,000100,00000.0 %
Audi Reimbursement285,3930000.0 %
Pers Replacement Benefit112,96297,48497,48400.0 %
Retiree Medical Contribution3,329,9271,627,3251,500,000(127,325)-7.8 %
Total Operating Expenditures68,653,36574,912,38478,311,7943,399,4104.5 %
Excess of Revenues Over (Under) Expenditures7,237,4904,202,1641,815,834(2,386,330)-56.8 %
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.
72
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
001 - GENERAL FUND SUMMARY
2018-192019-20%
2017-18Current Adopted Increase/Increase/
DescriptionActualsBudgetBudget(Decrease)(Decrease)
Excess of Revenues Over (Under) Expenditures7,237,4904,202,1641,815,834(2,386,330)-56.8 %
Operating Transfers Out / One Time Payments
Operating Transfer Out(10,212,259)(7,163,956)(3,273,396)3,890,560-54.3 %
ЋЉЊБ \[ĻğƭĻ Λ/źǝźĭ /ĻƓƷĻƩΜΛЋͲЉАЎͲЎЊЋΜ
ЋЉЊБ \[ĻğƭĻ Λaw/ΜΛЎЎЎͲБЉАΜ
/Lt Ώ LΏЊЎ /ƚƓŭĻƭƷźƚƓ wĻƌźĻŅΛЋЉЉͲЉЉЉΜ
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Total Transfers Out / One Time Payments(10,212,259)(7,163,956)(3,273,396)(3,890,560)-54.3 %
Fund Balance, Beginning of Year33,702,74430,727,97527,766,183(2,961,792)-9.6 %
Fund Balance, End of Year30,727,97527,766,18326,308,621(1,457,562)-5.2 %
Detail of Fund Balance
Nonspendable:
Inventory3,0583,05803,058-100.0 %
Deposits1,3251,32501,325-100.0 %
Committed To:
Economic Uncertainty Reserve (20%)13,730,67314,982,47815,662,358(679,880)4.5 %
Secondary Reserve (5%)3,432,6683,745,6203,915,590(169,970)4.5 %
Pechanga IGA342,164343,148360,305(17,157)5.0 %
Assigned To:
Capital Projects3,130,036642,077100,000542,077-84.4 %
Unassigned:10,088,0518,048,4776,270,3681,778,109-22.1 %
30,727,97527,766,18326,308,621(1,457,562)-5.2 %
73
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
002 - MEASURE S FUND SUMMARY
2017-2018-20192019-2020%
2018Current Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Taxes and Franchises
TRANSACTIONS AND USE TAX27,197,56527,200,00027,744,000544,0002.0%
Use of Money and Property
INVESTMENT INTEREST37,67337,00040,0003,0008.1%
Operating Transfers In
CONTRIBUTION FROM MEASURE S-503,165-(503,165)-100.0%
Revenues/Other Sources27,235,23827,740,16527,784,00043,8350.2%
Expenditures by Category
TRANSFERS20,790,64729,548,22030,986,5681,438,3484.9%
Expenditures/Other Financing Uses20,790,64729,548,22030,986,5681,438,3484.9%
Net Revenues6,444,591(1,808,055)(3,202,568)(1,394,513)2.6%
236,2036,680,7944,872,739(1,808,055)-27.1%
6,680,7944,872,7391,670,171(3,202,568)-65.7%
Fund Description
Measure S, approved by the voters on November 8, 2016, established a one-cent Transactions and Use Tax for the City. The measure was
approved based on the commitment to maintain 9-1-1 emergency response times, prevent cuts to local paramedic/police/fire protection, school
safety patrols, youth/after-school, senior and disabled services; improve freeway interchanges/reduce traffic and provide for other general
services.
Analysis/Comments
Measure S revenue continues to exceed projections, and is expected to be $27.7 million for FY19-20. Expenditures are appropriated in
accordance with Council priorities, with $5.8 million dedicated to Public Safety, $3 million dedicated to Asset Management, $13.1 million
dedicated for Capital Improvement Projects, and $9.0 million dedicated to General Services, including the Temecula Community Services District,
Service Level B, and the Ronald H. Roberts Temecula Public Library.
74
{ƦĻĭźğƌ wĻǝĻƓǒĻ ğƓķ 5ĻĬƷ
{ĻƩǝźĭĻ CǒƓķ {ǒƒƒğƩźĻƭ
{ƦĻĭźğƌ wĻǝĻƓǒĻ CǒƓķƭ ğƩĻ ǒƭĻķ Ʒƚ ğĭĭƚǒƓƷ ŅƚƩ ğĭƷźǝźƷźĻƭ Ʀğźķ ŅƚƩ ĬǤ ƷğǣĻƭ ƚƩ ƚƷŷĻƩ ķĻƭźŭƓğƷĻķ
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5ĻĬƷ {ĻƩǝźĭĻ CǒƓķƭ ğƩĻ ǒƭĻķ Ʒƚ ğĭĭƚǒƓƷ ŅƚƩ ƷŷĻ ƩĻƭƚǒƩĭĻƭ ƓĻĭĻƭƭğƩǤ Ʒƚ ƦğǤ ƦƩźƓĭźƦƌĻ ğƓķ źƓƷĻƩĻƭƷ
ƦğǤƒĻƓƷƭ ƚƓ ŭĻƓĻƩğƌ ƌƚƓŭΏƷĻƩƒ ķĻĬƷ ƚĬƌźŭğƷźƚƓƭ ƚŅ ƷŷĻ /źƷǤ ğƓķ ƩĻƌğƷĻķ ĻƓƷźƷźĻƭ͵
75
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUEBYDETAIL
SPECIALREVENUE&DEBTSERVICEFUNDS
%
2017-20182018-2019
2019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
100 - GAS TAX FUND
INVESTMENT INTEREST4,000
40652,6715,500(1,500)-27.3%
GASB 31 - FMV ON INVESTMENTS-
454596--0.0%
GAS TAX 2106393,490
4700374,390395,874(2,384)-0.6%
GAS TAX 2105629,651
4701592,112633,438(3,787)-0.6%
GAS TAX 2107826,823
4702786,687831,931(5,108)-0.6%
GAS TAX 2107.510,000
470410,00010,000-0.0%
GAS TAX 2103965,288
4706435,078401,481563,807140.4%
GAS TAX LOAN REPAYMENT127,635
4708126,215127,635-0.0%
TOTAL GAS TAX FUND2,956,887
2,327,2492,405,859551,02822.9%
102-ROADMAINTENANCEREHABILITATIONACCOUNT(RMRA)FUND
INVESTMENT INTEREST2,500
40659292,500-0.0%
GASB 31 - FMV ON INVESTMENTS-
4545286--0.0%
RMRA-ROAD MAINTENANCE REHABILITATION ACT1,873,331
4709511,7821,794,71378,6184.4%
TOTAL ROAD MAINTENANCE REHABILITATION ACCOUNT
1,875,831
512,9971,797,21378,6184.4%
(RMRA) FUND
103 - STREET MAINTENANCE FUND
INVESTMENT INTEREST5,000
4065-5,000-0.0%
OPERATING TRANSFER IN MEASURE S1,500,000
4089-1,400,000100,0007.1%
TOTAL STREET MAINTENANCE FUND1,505,000
-1,405,000100,0007.1%
120 - DEVELOPMENT IMPACT FEES FUND
OPEN SPACE AND TRAILS137,453
405196,579180,232(42,779)-23.7%
INVESTMENT INTEREST80,000
406565,90270,00010,00014.3%
DIF-QUIMBY211,412
424020,770675,343(463,931)-68.7%
DIF-STREET IMPROVEMENTS3,902,741
42421,653,0441,983,1481,919,59396.8%
DIF-TRAFFIC SIGNALS559,968
4243207,216282,601277,36798.1%
DIF-PARK & REC IMPROVEMENTS471,570
4244331,346618,336(146,766)-23.7%
DIF-CORPORATE FACILITIES307,416
4245145,508249,40658,01023.3%
DIF-FIRE PROTECTION FACILITIES185,321
4246120,796139,76145,56032.6%
DIF- LIBRARY FACILITIES172,005
424788,253282,062(110,057)-39.0%
DIF -POLICE FACILITIES176,135
425665,139158,42217,71311.2%
GASB 31 - FMV ON INVESTMENTS-
4545107--0.0%
TOTAL DEVELOPMENT IMPACT FEES FUND6,204,021
2,794,6604,639,3111,564,71033.7%
125 - PUBLIC EDUCATION & GOVERNMENT (PEG) FUND
PEG FEES REVENUES210,723
4039253,263226,939(16,216)-7.1%
INVESTMENT INTEREST4,000
40654,5795,000(1,000)-20.0%
GASB 31 - FMV ON INVESTMENTS-
454596--0.0%
TOTAL PUBLIC EDUCATION & GOVERNMENT (PEG) FUND214,723
257,938231,939(17,216)-7.4%
140 - COMMUNITY DEV BLOCK GRANT FUND
COMM DEVELOPMENT BLOCK GRANT
4081955,5381,036,090(476,979)-46.0%
TOTAL COMMUNITY DEV BLOCK GRANT FUND
955,5381,036,090(476,979)-46.0%
76
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUEBYDETAIL
SPECIALREVENUE&DEBTSERVICEFUNDS
%
2017-20182018-2019
2019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
145 - TEMECULA ENERGY EFFICIENCY ASSET TEAM FUND
INVESTMENT INTEREST2,500
40652,5483,000(500)-16.7%
GASB 31 - FMV ON INVESTMENTS-
454529--0.0%
TOTAL TEMECULA ENERGY EFFICIENCY ASSET TEAM
2,500
2,5773,000(500)-16.7%
FUND
150 - AB 2766 MOTOR VEHICLE SUBVENTION FUND
AB 2766 REVENUES149,155
4048140,467146,2302,9252.0%
INVESTMENT INTEREST300
40658891,300(1,000)-76.9%
GASB 31 - FMV ON INVESTMENTS-
454570--0.0%
TOTAL AB 2766 MOTOR VEHICLE SUBVENTION FUND149,455
141,426147,5301,9251.3%
160 - SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND
INVESTMENT INTEREST-
4065362800(800)-100.0%
SUPPLEMENTAL LAW ENFORCEMENT SERVICES195,000
4085236,073186,0009,0004.8%
GASB 31 - FMV ON INVESTMENTS-
454521--0.0%
TOTAL SUPPLEMENTAL LAW ENFORCEMENT SERVICES
195,000
236,456186,8008,2004.4%
FUND
161 - TEMECULA MAJOR CRIMES REWARD FUND
INVESTMENT INTEREST300
4065313400(100)-25.0%
GASB 31 - FMV ON INVESTMENTS-
454537--0.0%
TOTAL TEMECULA MAJOR CRIMES REWARD FUND300
350400(100)-25.0%
165 - AFFORDABLE HOUSING FUND
RESIDUAL RECEIPT PAYMENT-
400225,97337,222(37,222)-100.0%
MISCELLANEOUS NON TAXABLE-
406010--0.0%
INVESTMENT INTEREST10,000
40659,67912,000(2,000)-16.7%
LOAN INTEREST556
4066987597(41)-6.9%
LOAN REPAYMENT-
406831,075--0.0%
RENTAL INCOME93,496
407529,224122,593(29,097)-23.7%
REIMBURSEMENTS-
4076-1,698(1,698)-100.0%
CONTRIBUTIONS AGENCY TRUST250,000
4092250,000250,000-0.0%
GASB 31 - FMV ON INVESTMENTS-
4545188--0.0%
TOTAL AFFORDABLE HOUSING FUND354,052
347,136424,110(70,058)-16.5%
170 - MEASURE A FUND
INVESTMENT INTEREST40,000
406534,16560,000(20,000)-33.3%
REIMBURSEMENTS-
407635,483--0.0%
GASB 31 - FMV ON INVESTMENTS-
4545(341)--0.0%
MEASURE "A" ALLOCATIONS3,211,000
47253,173,3443,184,00027,0000.8%
TOTAL MEASURE A FUND3,251,000
3,242,6513,244,0007,0000.2%
198 - PUBLIC ART FUND
INVESTMENT INTEREST1,000
40651,0311,000-0.0%
PUBLIC ART157,928
425138,56673,51184,417114.8%
GASB 31 - FMV ON INVESTMENTS-
4545(33)--0.0%
TOTAL PUBLIC ART FUND158,928
39,56474,51184,417113.3%
77
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUEBYDETAIL
SPECIALREVENUE&DEBTSERVICEFUNDS
%
2017-20182018-2019
2019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
395 - 2018 FINANCING LEASE (CIVIC CENTER) FUND
OPERATING TRANSFERS IN2,075,512
40902,135,2312,087,124(11,612)-0.6%
TOTAL 2018 FINANCING LEASE (CIVIC CENTER) FUND2,075,512
2,135,2312,087,124(11,612)-0.6%
396 - 2018 FINANCING LEASE (MRC) FUND
OPERATING TRANSFERS IN555,808
4090-416,855138,95333.3%
2018 FINANCING LEASE MRC-
4663-100,000(100,000)-100.0%
TOTAL 2018 FINANCING LEASE (MRC) FUND555,808
-516,85538,9537.5%
78
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
100 - GAS TAX FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Taxes and Franchises
GAS TAX2,324,4822,400,3592,952,887552,52823.0%
Use of Money and Property
INVESTMENT INTEREST2,7675,5004,000(1,500)-27.3%
Revenues/Other Sources2,327,2492,405,8592,956,887551,02822.9%
Expenditures by Category
TRANSFERS2,327,2492,405,8592,956,887551,02822.9%
Expenditures/Other Financing Uses2,327,2492,405,8592,956,887551,02822.9%
Net Revenues----22.9%
----0.0%
----0.0%
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.
Analysis/Comments
Gas Tax revenue is increasing over the prior year due to a projected increase in the Section 2103 Excise Tax calculation. Expenditures are
transferred to the General Fund to augment the Public Works budget for street and road maintenance.
79
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
102 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Taxes and Franchises
GAS TAX511,7821,794,7131,873,33178,6184.4%
Use of Money and Property
INVESTMENT INTEREST1,2152,5002,500-0.0%
Revenues/Other Sources512,9971,797,2131,875,83178,6184.4%
Expenditures by Category
TRANSFERS-2,310,2101,875,831(434,379)-18.8%
Expenditures/Other Financing Uses-2,310,2101,875,831(434,379)-18.8%
Net Revenues512,997(512,997)-512,997-8.7%
-512,997-(512,997)-100.0%
512,997---0.0%
Fund Description
This fund is to account for gasoline and vehicle registration taxes pursuant to the Road Repair and Accountability Act of 2017 (SB1 Beall).
Monies are collected by the State of California and allocated to local agencies for streets and roads projects and other transportation uses.
Analysis/Comments
RMRA revenue is projected to increase by 4.4%. Expenditures reflect the transfer of funds to the Capital Improvement Program to fund the
Pavement Rehabilitation Project.
80
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
103 - STREET MAINTENANCE FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST-5,0005,000-0.0%
Operating Transfers In
CONTRIBUTION FROM MEASURE S-1,400,0001,500,000100,0007.1%
Revenues/Other Sources-1,405,0001,505,000100,0007.1%
Net Revenues-1,405,0001,505,000100,0007.1%
--1,405,0001,405,000100.0%
-1,405,0002,910,0001,505,000107.1%
Fund Description
This fund was established to accumulate resources for the future replacement of streets and roads throughout the City.
Analysis/Comments
Street Maintenance contribution from Measure S increased by $100,000 in FY19-20 in order to begin building Fund Balance for the future
replacement of the City's street and road network.
81
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
120 - DEVELOPMENT IMPACT FEES FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Taxes and Franchises
DEVELOPMENT IMPACT FEES2,707,8813,893,9685,912,6092,018,64151.8%
QUIMBY FEES20,770675,343211,412(463,931)-68.7%
Use of Money and Property
INVESTMENT INTEREST66,00970,00080,00010,00014.3%
Revenues/Other Sources2,794,6604,639,3116,204,0211,564,71033.7%
Expenditures by Category
OPERATIONS & MAINTENANCE11,790---0.0%
TRANSFERS3,123,7488,173,85513,086,5014,912,64660.1%
Expenditures/Other Financing Uses3,135,5388,173,85513,086,5014,912,64660.1%
Net Revenues(340,878)(3,534,544)(6,882,480)(3,347,936)50.6%
4,336,0423,995,1646,882,4802,887,31672.3%
Adjustment to Fund Balance-6,421,860-(6,421,860)-100.0%
3,995,1646,882,480-(6,882,480)-100.0%
Fund Description
This fund accounts for the development impact fees received as a result of development activity within the City. The fees are primarily used to
fund Capital Improvement Projects designed to mitigate the impacts of development projects.
Analysis/Comments
Development Impact Fees vary from year-to-year, based on the anticipated transfer of funds to the Capital Improvement Program to fund a
variety of capital projects. Unexpended funds from FY18-19 will carry-forward to FY19-20, and are reflected in the Adjustment to Fund Balance.
82
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
125 - PUBLIC EDUCATION & GOVERNMENT (PEG) FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Taxes and Franchises
PEG FEES253,263226,939210,723(16,216)-7.1%
Use of Money and Property
INVESTMENT INTEREST4,6755,0004,000(1,000)-20.0%
Revenues/Other Sources257,938231,939214,723(17,216)-7.4%
Expenditures by Category
CAPITAL OUTLAY210,490364,995305,000(59,995)-16.4%
Expenditures/Other Financing Uses210,490364,995305,000(59,995)-16.4%
Net Revenues47,448(133,056)(90,277)42,779-12.9%
309,909357,357224,301(133,056)-37.2%
357,357224,301134,024(90,277)-40.2%
Fund Description
This fund was established to account for Public Education and Government (PEG) fees. Fees received from local cable operators for the sole
purpose of supporting the access facilities and activities within the City.
Analysis/Comments
PEG revenue is projected to decline by 7.1% in FY19-20 due to fewer cable subscribers than in the prior year. Expenditures of PEG Funds are
programmed by the Information Technology Department for the replacement and upgrade of the audio-visual equipment in the Conference
Center and various production equipment.
83
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
140 - COMMUNITY DEV BLOCK GRANT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Intergovernmental Revenues
COMMUNITY DEVELOPMENT BLOCK
955,5381,036,090558,438(477,652)-46.1%
GRANT
Revenues/Other Sources955,5381,036,090558,438(477,652)-46.1%
Expenditures by Category
SALARIES & BENEFITS103,055109,385111,6852,3002.1%
OPERATIONS & MAINTENANCE140,974113,880123,7669,8868.7%
TRANSFERS711,509812,825322,987(489,838)-60.3%
Expenditures/Other Financing Uses955,5381,036,090558,438(477,652)-46.1%
Net Revenues-----46.1%
----0.0%
----100.0%
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.
Analysis/Comments
CDBG revenue fluctuates year-over-year based on the projected capital expenditures. 20% of CDBG is allocated to the administration of the
program, 15% is allocated toward Public Services and 65% is allocated to fund capital projects.
84
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
145 - TEMECULA ENERGY EFFICIENCY ASSET (TEAM) FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST2,5773,0002,500(500)-16.7%
Revenues/Other Sources2,5773,0002,500(500)-16.7%
Expenditures by Category
TRANSFERS10,000---0.0%
Expenditures/Other Financing Uses10,000---0.0%
Net Revenues(7,423)3,0002,500(500)-16.7%
197,697190,274193,2743,0001.6%
190,274193,274195,7742,5001.3%
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.
Analysis/Comments
TEEM Fund revenue reflects the accrual of interest only. Expenditures of these funds will occur as energy efficiency projects are identified.
85
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
150 - AB 2766 MOTOR VEHICLE SUBVENTION FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST9591,300300(1,000)-76.9%
Intergovernmental Revenues
AB2766 MOTOR VEHICLE SUBVENTION140,467146,230149,1552,9252.0%
Revenues/Other Sources141,426147,530149,4551,9251.3%
Expenditures by Category
OPERATIONS & MAINTENANCE10,00010,00010,000-0.0%
TRANSFERS135,000226,353183,225(43,128)-19.1%
Expenditures/Other Financing Uses145,000236,353193,225(43,128)-18.2%
Net Revenues(3,574)(88,823)(43,770)45,053-10.7%
136,167132,59343,770(88,823)-67.0%
132,59343,770-(43,770)-100.0%
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 the City's share of WRCOG's Clean Cities Coalition.
Analysis/Comments
AB2766 revenue is projected to increase by 2% in FY19-20. Expenditures are allocated to fund the Clean Cities Coalition, and the remainder is
transferred to the Capital Improvement Program.
86
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
160 - SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST383800-(800)-100.0%
Intergovernmental Revenues
SLESF GRANT236,073186,000195,0009,0004.8%
Revenues/Other Sources236,456186,800195,0008,2004.4%
Expenditures by Category
TRANSFERS236,456186,800195,0008,2004.4%
Expenditures/Other Financing Uses236,456186,800195,0008,2004.4%
Net Revenues----4.4%
----0.0%
----0.0%
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.
Analysis/Comments
Supplemental Law Enforcement Services (SLESF) revenues are projected to increase 4.8% to reflect changes in population. Expenditures reflect
the transfer of these funds to the General Fund to supplement the Police budget.
87
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
161 - TEMECULA MAJOR CRIMES REWARD FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST350400300(100)-25.0%
Revenues/Other Sources350400300(100)-25.0%
Net Revenues350400300(100)-25.0%
25,66226,01226,4124001.5%
26,01226,41226,7123001.1%
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 and Justin Triplett. The General Fund contributed $25,000 and the public can also contribute to this fund. The fund
was established in accordance with Resolution Nos. 13-25 and 15-37. In April of 2018, Council adopted Resolution No. 18-24 for the
continuation of the reward for an additional three years to assist the Sheriff in the investigation since no person has been arrested for the Larry
Robinson murder.
Analysis/Comments
Interest accrues on the Fund Balance each year. Expenditures will be programmed when directed by the Sheriff's office.
88
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
165 - AFFORDABLE HOUSING FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
POLICE10---0.0%
Use of Money and Property
INVESTMENT INTEREST9,86712,00010,000(2,000)-16.7%
LEASE/RENTAL INCOME29,224122,59393,496(29,097)-23.7%
OTHER32,062597556(41)-6.9%
Intergovernmental Revenues
AGENCY TRUST CONTRIBUTION250,000250,000250,000-0.0%
Reimbursements
OTHER REIMBURSEMENTS-1,698-(1,698)-100.0%
Miscellaneous
MISCELLANEOUS25,97337,222-(37,222)-100.0%
Revenues/Other Sources347,136424,110354,052(70,058)-16.5%
Expenditures by Category
SALARIES & BENEFITS180,681260,716270,5539,8373.8%
OPERATIONS & MAINTENANCE122,865252,407252,407-0.0%
INTERNAL SERVICE FUND ALLOCATIONS35,75732,50238,4205,91818.2%
Expenditures/Other Financing Uses339,303545,625561,38015,7552.9%
Net Revenues7,833(121,515)(207,328)(85,813)-5.6%
10,811,80410,819,63710,698,122(121,515)-1.1%
10,819,63710,698,12210,490,794(207,328)-1.9%
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 .
Analysis/Comments
Affordable Housing revenue is projected to decrease by 16.5% due to less Residual Receipts revenue (categorized as Miscellaneous) and less
Rental Income. Expenditures are increasing by 2.9%, due primarily to the 3% cost of living adjustment provided to employees in accordance
with the City's labor agreements.
89
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
170 - MEASURE A FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Use of Money and Property
INVESTMENT INTEREST33,82460,00040,000(20,000)-33.3%
Intergovernmental Revenues
MEASURE A3,173,3443,184,0003,211,00027,0000.8%
Reimbursements
OTHER REIMBURSEMENTS35,483---0.0%
Revenues/Other Sources3,242,6513,244,0003,251,0007,0000.2%
Expenditures by Category
OPERATIONS & MAINTENANCE795,3722,008,5412,008,541-0.0%
TRANSFERS4,455,2214,057,6682,663,839(1,393,829)-34.4%
Expenditures/Other Financing Uses5,250,5936,066,2094,672,380(1,393,829)-23.0%
Net Revenues(2,007,942)(2,822,209)(1,421,380)1,400,829-14.9%
6,251,5314,243,5891,421,380(2,822,209)-66.5%
4,243,5891,421,380-(1,421,380)-100.0%
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.
Analysis/Comments
Measure A revenue is projected to increase slightly, however because the fund balance is being spent down, Investment Interest is projected to
decrease in FY19-20. Expenditures of Measure A include transfers to fund the Pavement Rehabilitation project in the Capital Improvement
Program and ongoing street and road maintenance.
90
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
198 - PUBLIC ART FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
PUBLIC ART38,56673,511157,92884,417114.8%
Use of Money and Property
INVESTMENT INTEREST9981,0001,000-0.0%
Revenues/Other Sources39,56474,511158,92884,417113.3%
Expenditures by Category
OPERATIONS & MAINTENANCE-4,026-(4,026)-100.0%
TRANSFERS82,200---0.0%
Expenditures/Other Financing Uses82,2004,026-(4,026)-100.0%
Net Revenues(42,636)70,485158,92888,443102.4%
68,60525,96996,45470,485271.4%
25,96996,454255,382158,928164.8%
Fund Description
This fund was established pursuant to Temecula Municipal Code Section 5.08.040, whereby the fund serves a a depository for the fees paid in
lieu of art as well as monetary donations for public art. The Public Art In Lieu fee is one-tenth of one percent of an eligible development project
in excess of $100,000. Eligble uses of this fund include the design, acquisition, installation, improvement, maintenance and insurance of public
artwork; offering of performing arts programs on City property for the community; and art education programs on City property for the
community.
Analysis/Comments
The Public Art Fund revenue is projected to increase as a result of development activity. There are no expenditures of Public Art programmed at
this time.
91
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
395 - 2018 FINANCING LEASE (CIVIC CENTER) FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Operating Transfers In
OPERATING TRANSFERS IN2,135,2312,087,1242,075,512(11,612)-0.6%
Revenues/Other Sources2,135,2312,087,1242,075,512(11,612)-0.6%
Expenditures by Category
OPERATIONS & MAINTENANCE2,135,2312,087,1242,075,512(11,612)-0.6%
Expenditures/Other Financing Uses2,135,2312,087,1242,075,512(11,612)-0.6%
Net Revenues-----0.6%
----0.0%
----0.0%
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. In Fiscal Year 2018-19, the terms of the lease were refinanced, lowering the
interest rate from 3.75% to 3.42%. The term of the lease expires September 1, 2033.
Analysis/Comments
The Financing Lease revenue reflects a transfer in from the General Fund to cover the costs of the Lease payments related to the Civic Center.
92
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
396 - 2018 FINANCING LEASE (MRC) FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Reimbursements
CAPITAL IMPROVEMENT PROGRAM-100,000-(100,000)-100.0%
Operating Transfers In
OPERATING TRANSFERS IN-416,855555,808138,95333.3%
Revenues/Other Sources-516,855555,80838,9537.5%
Expenditures by Category
OPERATIONS & MAINTENANCE-462,233555,80893,57520.2%
Expenditures/Other Financing Uses-462,233555,80893,57520.2%
Net Revenues-54,622-(54,622)13.5%
--54,62254,622100.0%
-54,62254,622-0.0%
Fund Description
This fund was established to account for the payments of interest and principal related to the financing of the rehabilitation of the Margarita
Recreation Center (MRC). The Lease Agreement, dated August 1, 2018, generated $6.5 million in proceeds at an interest rate of 3.42%. The
Term of the lease expires September 1, 2033,
Analysis/Comments
The Financing Lease revenue reflects a transfer in from the General Fund to cover the costs of the Lease payments associated with the
renovation of the Margarita Recreation Center.
93
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ŷĻ ĻƒĻĭǒƌğ /ƚƒƒǒƓźƷǤ {ĻƩǝźĭĻƭ 5źƭƷƩźĭƷ Λ/{5Μ Ǟğƭ ĻƭƷğĬƌźƭŷĻķ ğƭ ğƓ ğƭƭĻƭƭƒĻƓƷ ķźƭƷƩźĭƷ Ʒƚ
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ğĭƷźǝźƷźĻƭ ğźƒĻķ ğƷ ĻƓŷğƓĭźƓŭ ƷŷĻ ŷźŭŷ ƨǒğƌźƷǤ ƚŅ ƌźŅĻ ƚŅ ƚǒƩ ǤƚǒƷŷͲ ƷĻĻƓƭͲ ğķǒƌƷƭͲ ƭĻƓźƚƩƭ ğƓķ
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94
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE BY SOURCE
190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND
2018-2019-
2017-20192020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Taxes and Franchises
SPECIAL TAX (MEASURE C)1,873,3051,876,2801,876,279(1)0.0%
Licenses, Permits and Service Charges
CONTRACT CLASSES1,008,764950,0001,000,00050,0005.3%
CLASSES/ACTIVITIES48,69236,61436,7391250.3%
FACILITY RENTALS351,410364,970363,518(1,452)-0.4%
AQUATICS199,925179,327179,327-0.0%
MUSEUM ADMISSIONS199,19872,50075,5003,0004.1%
THEATER ADMISSIONS316,256358,412358,412-0.0%
SPORTS LEAGUES &
198,648231,388241,88810,5004.5%
TOURNAMENTS
DAY CAMPS121,308109,480109,480-0.0%
Fines and Forfeitures
FINES & FORFEITURES50100100-0.0%
Use of Money and Property
INVESTMENT INTEREST17,21715,0007,000(8,000)-53.3%
Intergovernmental Revenues
GRANTS6,99755,000-(55,000)-100.0%
Reimbursements
OTHER REIMBURSEMENTS28,41540,000-(40,000)-100.0%
Operating Transfers In
CONTRIBUTION FROM MEASURE S5,341,5036,211,7027,989,1821,777,48028.6%
Miscellaneous
MISCELLANEOUS106,636116,297122,0585,7615.0%
Total Revenues and Other Sources9,818,32410,617,07012,359,4831,742,41316.4%
95
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
TEMECULA COMMUNITY SERVICES DISTRICT FUND
2018-2019-
2017-%
20192020Increase/
Description2018Increase/
Current Adopted (Decrease)
ActualsDecrease
BudgetBudget
180 - OPERATIONS
4004SPECIAL TAX (MEASURE C)451,784208,664423,237214,573102.8%
4065INVESTMENT INTEREST15,77715,0007,000(8,000)-53.3%
4076REIMBURSEMENTS4,726---0.0%
4089OPERATING TRANSFER IN MEASURE S5,341,5036,211,7027,989,1821,777,48028.6%
181 - TCSD - SENIOR CENTER
4004SPECIAL TAX (MEASURE C)53,48299,52786,706(12,821)-12.9%
4658WRCOG BEYOND FRAMEWORK PROGRAM6,9975,000-(5,000)-100.0%
4980CLASSES/ACTIVITIES1,8703,6603,660-0.0%
4983TRANSPORTATION9741,0001,000-0.0%
4986EXCURSIONS1,2302,1632,163-0.0%
4990INDOOR RENTALS2,6261,0001,000-0.0%
182 - TCSD - COMMUNITY RECREATION
CENTER
4004SPECIAL TAX (MEASURE C)149,187202,317176,254(26,063)-12.9%
4070CASH OVER & SHORT44---0.0%
4966OPEN GYM RESIDENT/NONRESIDENT9,54412,00012,000-0.0%
4984DAY CAMP121,308109,480109,480-0.0%
4989PICNIC SHELTER RENTALS8,37410,00010,000-0.0%
4990INDOOR RENTALS38,77324,26714,267(10,000)-41.2%
4992SPECIAL EVENTS5,76310,23911,0007617.4%
4998SKATE PARK3,1803,2203,220-0.0%
183 - TCSD - SPECIAL EVENTS
4004SPECIAL TAX (MEASURE C)191,550187,809163,615(24,194)-12.9%
4062RECOVERY OF PRIOR YEAR EXPENSE150---0.0%
4070CASH OVER & SHORT(1)---0.0%
4161SPECIAL EVENT PERMITS1,6001,2001,200-0.0%
4990INDOOR RENTALS(335)---0.0%
4992SPECIAL EVENTS76,20678,57878,578-0.0%
184 - TCSD - TEMECULA COMMUNITY
CENTER
4004SPECIAL TAX (MEASURE C)22,79446,30754,2937,98617.2%
INDOOR RENTALS - CONFERENCE
4921--25,20025,200100.0%
CENTER
4990INDOOR RENTALS70,22948,35348,353-0.0%
185 - TCSD - MUSEUM
4004SPECIAL TAX (MEASURE C)66,84481,98571,423(10,562)-12.9%
4058MISCELLANEOUS308---0.0%
4088DONATIONS-5050-0.0%
4507PHOTO REPRODUCTIONS-125125-0.0%
4508GIFT SHOP--5,0005,000100.0%
96
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
TEMECULA COMMUNITY SERVICES DISTRICT FUND
2018-2019-
2017-%
20192020Increase/
Description2018Increase/
Current Adopted (Decrease)
ActualsDecrease
BudgetBudget
4951TOURS7111,5001,500-0.0%
4953FIELD TRIPS4,1922,3752,5001255.3%
4980CLASSES/ACTIVITIES5,9001,0101,010-0.0%
4990INDOOR RENTALS-9003,4002,500277.8%
4991ADMISSIONS12,73012,00015,0003,00025.0%
186 - TCSD - AQUATICS
4004SPECIAL TAX (MEASURE C)144,458198,416173,108(25,308)-12.8%
4970SWIM LESSONS162,303145,000145,000-0.0%
4971LAP SWIM9,97111,32711,327-0.0%
4972PUBLIC SWIM13,76115,00015,000-0.0%
4973FAMILY NIGHT SWIM1,1402,0002,000-0.0%
4974POOL RENTALS16,78615,00021,0486,04840.3%
4976NON RESIDENT SWIM12,7506,0006,000-0.0%
4980CLASSES/ACTIVITIES30,83123,70023,700-0.0%
187 - TCSD - SPORTS
4004SPECIAL TAX (MEASURE C)75,16664,02055,772(8,248)-12.9%
4959ADULT BASKETBALL LEAGUE-6,6159,6153,00045.4%
4960ADULT SOFTBALL50,99270,19270,192-0.0%
4962HOCKEY19,81917,50030,00012,50071.4%
4963TOURNAMENTS94,910109,641104,641(5,000)-4.6%
4964ADULT SOFTBALL NON-RESIDENT10,35512,22012,220-0.0%
4965YOUTH LEAGUES - NON RESIDENT9,595---0.0%
4988FIELD RENTALS/LIGHTS134,413145,000145,000-0.0%
4994TENNIS253---0.0%
4997CONCESSIONS16,17115,37515,375-0.0%
188 - TCSD - CHILDRENS MUSEUM
4004SPECIAL TAX (MEASURE C)38,71220,73218,062(2,670)-12.9%
4991ADMISSIONS123,073---0.0%
189 - TCSD - COMMUNITY THEATER
4004SPECIAL TAX (MEASURE C)242,390258,742225,410(33,332)-12.9%
4058MISCELLANEOUS500---0.0%
4070CASH OVER & SHORT(20)---0.0%
4088DONATIONS-500500-0.0%
4901FRONT OF HOUSE FEES7,49810,00010,000-0.0%
4906THEATER-STAGEHAND LABOR REIMB.111,485105,012105,012-0.0%
4907THEATER-TICKET SERVICES REIMB.38,13139,90039,900-0.0%
4910THEATER-TEMECULA PRESENTS159,142203,500203,500-0.0%
4990INDOOR RENTALS39,27276,00076,000-0.0%
4991ADMISSIONS62,68459,00059,000-0.0%
4997CONCESSIONS1,5761,4001,400-0.0%
97
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
TEMECULA COMMUNITY SERVICES DISTRICT FUND
2018-2019-
2017-%
20192020Increase/
Description2018Increase/
Current Adopted (Decrease)
ActualsDecrease
BudgetBudget
4999THEATER-EQUIPMENT RENTALS12,62019,25019,250-0.0%
190 - TCSD - CULTURAL ARTS
4004SPECIAL TAX (MEASURE C)51,62859,27251,637(7,635)-12.9%
4992SPECIAL EVENTS300300300-0.0%
193 - TCSD-CONFERENCE CENTER
4004SPECIAL TAX (MEASURE C)19,20016,014-(16,014)-100.0%
4990INDOOR RENTALS28,65225,200-(25,200)-100.0%
194 - TCSD- HUMAN SERVICES
4004SPECIAL TAX (MEASURE C)39,43542,16036,729(5,431)-12.9%
4980CLASSES/ACTIVITIES2,0951,5061,506-0.0%
4992SPECIAL EVENTS3,2665,6905,690-0.0%
4995HIGH HOPES2,3964,0404,040-0.0%
195 - TCSD-MARGARITA RECREATION
CENTER
4004SPECIAL TAX (MEASURE C)9,66630,33626,428(3,908)-12.9%
196 - TCSD-JEFFERSON RECREATION
CENTER
4004SPECIAL TAX (MEASURE C)-10,1558,847(1,308)-12.9%
197 - TCSD-CONTRACT CLASSES
4004SPECIAL TAX (MEASURE C)185,968163,834142,728(21,106)-12.9%
4982CONTRACTED CLASSES1,008,764950,0001,000,00050,0005.3%
198 - TCSD-PARK RANGERS
4004SPECIAL TAX (MEASURE C)41,71441,97636,569(5,407)-12.9%
4257PARK RANGER CITATIONS50100100-0.0%
201 - TCSD-RESPONSIBLE COMPASSION
4004SPECIAL TAX (MEASURE C)89,327144,014125,461(18,553)-12.9%
4076REIMBURSEMENTS23,68940,000-(40,000)-100.0%
4658WRCOG BEYOND FRAMEWORK PROGRAM-50,000-(50,000)-100.0%
199 - NON-DEPARTMENTAL
4545GASB 31 - FMV ON INVESTMENTS1,417---0.0%
TOTAL TEMECULA COMMUNITY
9,818,32410,617,07012,359,4831,742,41316.4%
SERVICES DISTRICT FUND
98
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
TEMECULA COMMUNITY SERVICES DISTRICT FUND
2017-
%
2018-2019
20182019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
192 - TCSD SERVICE LEVEL "B" STREET LIGHTS FUND
ASSESSMENTS640,767
4005640,812641,384(617)-0.1%
INVESTMENT INTEREST200
40652,7281,200(1,000)-83.3%
OPERATING TRANSFER IN MEASURE S71,037
4089360,25162,6618,37613.4%
GASB 31 - FMV ON INVESTMENTS-
4545114--0.0%
TOTAL TCSD SERVICE LEVEL "B" STREET LIGHTS
712,004
1,003,905705,2456,7591.0%
FUND
5XX - TCSD SERVICE LEVEL "C" SLOPE MAINTENANCE FUNDS
ASSESSMENTS1,587,230
40051,591,7161,586,4308000.1%
RECOVERY OF PRIOR YEAR EXPENSE
406211,650---0.0%
INVESTMENT INTEREST-
406517,26319,000(19,000)-100.0%
REIMBURSEMENTS-
4076131--0.0%
GASB 31 - FMV ON INVESTMENTS-
4545455--0.0%
TOTAL TCSD SERVICE LEVEL "B" STREET LIGHTS
1,587,230
1,621,2151,605,430(18,200)-1.1%
FUND
194 - TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND
ASSESSMENTS8,491,541
40057,680,0917,991,790499,7516.3%
INVESTMENT INTEREST5,000
406514,1425,000-0.0%
RECYCLING PROGRAM18,000
409617,90618,000-0.0%
GASB 31 - FMV ON INVESTMENTS-
4545(2,923)--0.0%
TOTAL TCSD SERVICE LEVEL "D"
8,514,541
7,709,2168,014,790499,7516.2%
REFUSE/RECYCLING FUND
195 - TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND
ASSESSMENTS5,532
40055,6195,532-0.0%
INVESTMENT INTEREST300
4065604400(100)-25.0%
GASB 31 - FMV ON INVESTMENTS-
45454--0.0%
TOTAL TCSD SERVICE LEVEL "R" STREET/ROAD
5,832
6,2275,932(100)-1.7%
MAINT FUND
196 - TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND
ASSESSMENTS244,289
4005239,939241,8702,4191.0%
HARVESTON LAKE BOAT REVENUE4,200
40074,1504,200-0.0%
RECOVERY OF PRIOR YEAR EXPENSE-
40621,473--0.0%
INVESTMENT INTEREST4,000
40654,4235,500(1,500)-27.3%
REIMBURSEMENTS-
407618--0.0%
GASB 31 - FMV ON INVESTMENTS-
4545104--0.0%
TOTAL TCSD SERVICE LEVEL "L" LAKE PARK MAINT.
252,489
250,107251,5709190.4%
FUND
99
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUE DETAIL
TEMECULA COMMUNITY SERVICES DISTRICT FUND
2017-
%
2018-2019
20182019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
197 - TEMECULA LIBRARY FUND
RECOVERY OF PRIOR YEAR EXPENSE-
40623,762--0.0%
INVESTMENT INTEREST3,000
40652,5715,000(2,000)-40.0%
REIMBURSEMENTS-
4076168--0.0%
OPERATING TRANSFER IN MEASURE S921,203
4089770,734662,527258,67639.0%
FINES & FEES69,000
427178,58269,000-0.0%
LOST DAMAGED MATERIALS-
4272(494)--0.0%
PRINTING & COPIES21,860
427321,10723,760(1,900)-8.0%
FACILITIES RENTALS15,000
42744,83015,000-0.0%
GASB 31 - FMV ON INVESTMENTS-
4545292--0.0%
TOTAL TEMECULA LIBRARY FUND1,030,063
881,552775,287254,77632.9%
100
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) ALL FUNDS COMBINED
%
2018-2019
2017-20182019-2020
Increase/
DescriptionIncrease/
Current Budget(Decrease)
ActualsAdopted Budget
Decrease
Revenues by Fund
190 - TCSD Operations10,617,07016.4%
9,818,32412,359,4831,742,413
192 – Service Level B (Street Lights)705,2451.0%
1,003,905712,0046,759
194 – Service Level D (Refuse/Recycling)8,014,7906.2%
7,709,2168,514,541499,751
195 – Service Level R (Road Maintenance)5,932-1.7%
6,2275,832(100)
196 – Service Level L (Lake Park Maintenance)251,5700.4%
250,107252,489919
197 – Temecula Public Library775,28732.9%
881,5521,030,063254,776
501-530 – Service Level C (Slope Maintenance)1,605,430-1.1%
1,621,6791,587,230(18,200)
Total Revenues and Other Sources21,975,32411.3%
21,291,01024,461,6422,486,318
Expenditures by Fund
190 - TCSD Operations11,490,4807.3%
10,029,44712,332,934842,454
192 – Service Level B (Street Lights)789,2010.1%
911,766789,853652
194 – Service Level D (Refuse/Recycling)8,078,8916.1%
7,843,2638,574,356495,465
195 – Service Level R (Road Maintenance)29,663-81.4%
2,8475,532(24,131)
196 – Service Level L (Lake Park Maintenance)247,2764.8%
231,793259,03211,756
197 – Temecula Public Library994,1404.8%
783,3151,042,27748,137
501-530 – Service Level C (Slope Maintenance)1,553,14417.4%
1,406,3941,823,065269,921
Total Expenditures and Other Financial Uses23,182,7957.1%
21,208,82524,827,0501,644,255
ExcessofRevenuesOver(Under)Expenditures(1,207,471)9.1%
82,185(365,408)842,063
FundBalance,BeginningofYear3,911,583-30.9%
3,829,3982,704,112(1,207,471)
FundBalance,EndofYear2,704,112-13.5%
3,911,5832,338,704(365,408)
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, and library services.
101
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) OPERATIONS SUMMARY
Fund: 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND
%
2018-2019
2017-20182019-2020
Increase/
DescriptionIncrease/
Current Budget(Decrease)
ActualsAdopted Budget
Decrease
Revenues by Department
OPERATIONS6,435,36630.8%
5,813,7908,419,4191,984,053
SENIOR CENTER112,350-15.9%
67,17994,529(17,821)
COMMUNITY RECREATION CENTER371,523-9.5%
336,173336,221(35,302)
SPECIAL EVENTS267,587-9.0%
269,170243,393(24,194)
TEMECULA COMMUNITY CENTER94,66035.1%
93,023127,84633,186
MUSEUM99,9450.1%
90,685100,00863
AQUATICS416,443-4.6%
392,000397,183(19,260)
SPORTS440,5630.5%
411,674442,8152,252
CHILDRENS MUSEUM20,732-12.9%
161,78518,062(2,670)
COMMUNITY THEATER773,304-4.3%
675,278739,972(33,332)
CULTURAL ARTS59,572-12.8%
51,92851,937(7,635)
CONFERENCE CENTER41,214-100.0%
47,852-(41,214)
HUMAN SERVICES53,396-10.2%
47,19247,965(5,431)
MARGARITA RECREATION CENTER30,336-12.9%
9,66626,428(3,908)
JEFFERSON RECREATION CENTER10,155-12.9%
-8,847(1,308)
CONTRACT CLASSES1,113,8342.6%
1,194,7321,142,72828,894
PARK RANGERS42,076-12.9%
41,76436,669(5,407)
NON-DEPARTMENTAL-0.0%
1,417--
RESPONSIBLE COMPASSION234,014-46.4%
113,016125,461(108,553)
Total Revenues and Other Sources10,617,07016.4%
9,818,32412,359,4831,742,413
Expenditures by Department
OPERATIONS2,968,33310.6%
2,242,4433,283,804315,471
SENIOR CENTER453,4626.4%
348,799482,32728,865
COMMUNITY RECREATION CENTER970,7675.4%
965,3631,023,48952,722
SPECIAL EVENTS996,23514.2%
843,8881,138,026141,791
TEMECULA COMMUNITY CENTER228,88762.6%
197,289372,175143,288
MUSEUM525,1816.4%
363,662558,56833,387
AQUATICS1,058,7077.8%
901,7441,140,89582,188
SPORTS333,2903.2%
292,435343,97410,684
CHILDRENS MUSEUM107,325-24.3%
270,38381,223(26,102)
COMMUNITY THEATER1,418,8180.2%
1,304,2371,422,2563,438
CULTURAL ARTS257,657-4.0%
238,270247,265(10,392)
CONFERENCE CENTER109,383-100.0%
72,494-(109,383)
HUMAN SERVICES180,35615.0%
175,757207,47527,119
MARGARITA RECREATION CENTER186,219-14.2%
122,682159,731(26,488)
JEFFERSON RECREATION CENTER52,5694.1%
33,80054,7092,140
CONTRACT CLASSES867,3731.3%
932,016878,81511,442
PARK RANGERS288,87633.4%
175,293385,43496,558
RESPONSIBLE COMPASSION487,04213.5%
548,892552,76865,726
Total Expenditures and Other Financial Uses11,490,4807.3%
10,029,44712,332,934842,454
ExcessofRevenuesOver(Under)Expenditures(873,410)11.7%
(211,123)26,549899,959
102
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) OPERATIONS SUMMARY
Fund: 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND
%
2018-2019
2017-20182019-2020
Increase/
DescriptionIncrease/
Current Budget(Decrease)
ActualsAdopted Budget
Decrease
FundBalance,BeginningofYear927,585-94.2%
1,138,70854,175(873,410)
FundBalance,EndofYear54,17549.0%
927,58580,72426,549
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. The Special Tax revenue is
allocated equally between TCSD and the General Fund to fund both recreation programs and parks maintenance.
Analysis/Comments
TCSD revenue is projected to increase in FY19-20 due to ahigher contribution from Measure Sto cover the higher level of expenditures. Expenditures
areprojectedtoincrease by7%duetoa combinationofthe costoflivingadjustmentprovidedtoemployees,perthe City'slaboragreements,plusthe
conversion costoftwopositionsfrompart-timetofully-benefitted,authorizedemployees.
103
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
192 - TCSD SERVICE LEVEL "B" STREET LIGHTS FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
ASSESSMENTS640,812641,384640,767(617)-0.1%
Use of Money and Property
INVESTMENT INTEREST2,8421,200200(1,000)-83.3%
Operating Transfers In
CONTRIBUTION FROM MEASURE S360,25162,66171,0378,37613.4%
Revenues/Other Sources1,003,905705,245712,0046,7591.0%
Expenditures by Category
SALARIES & BENEFITS17,32921,45122,1036523.0%
OPERATIONS & MAINTENANCE894,437767,750767,750-0.0%
Expenditures/Other Financing Uses911,766789,201789,8536520.1%
Net Revenues92,139(83,956)(77,849)6,1070.5%
169,049261,188177,232(83,956)-32.1%
261,188177,23299,383(77,849)-43.9%
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.
Analysis/Comments
Service Level B revenue is projected to increase by 1% in FY19-20, due primarily to the transfer in of Measure S funds to cover the increased
expenditures and use of prior year fund balance.
104
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
194 - TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
ASSESSMENTS7,680,0917,991,7908,491,541499,7516.3%
RECYCLING PROGRAM17,90618,00018,000-0.0%
Use of Money and Property
INVESTMENT INTEREST11,2195,0005,000-0.0%
Revenues/Other Sources7,709,2168,014,7908,514,541499,7516.2%
Expenditures by Category
SALARIES & BENEFITS112,55270,24771,8921,6452.3%
OPERATIONS & MAINTENANCE7,730,7118,008,6448,502,464493,8206.2%
Expenditures/Other Financing Uses7,843,2638,078,8918,574,356495,4656.1%
Net Revenues(134,047)(64,101)(59,815)4,2866.2%
428,536294,489230,388(64,101)-21.8%
294,489230,388170,573(59,815)-26.0%
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, which is provided by CR&R. In addition, Service Level D has received grants to increase recycling
efforts Citywide.
Analysis/Comments
Service Level D revenue is projected to increase by 6.2% due to a combination of the contractually-obligated inflation tied to the Consumer Price
Index and County tipping fees, plus an "extra-ordinary" charge by CR&R to cover the economic impact of the constrained recycling market. The
"extra-ordinary" charge makes up approximately half of the rate increase for FY19-20.
105
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
195 - TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
ASSESSMENTS5,6195,5325,532-0.0%
Use of Money and Property
INVESTMENT INTEREST608400300(100)-25.0%
Revenues/Other Sources6,2275,9325,832(100)-1.7%
Expenditures by Category
OPERATIONS & MAINTENANCE2,84729,6635,532(24,131)-81.4%
Expenditures/Other Financing Uses2,84729,6635,532(24,131)-81.4%
Net Revenues3,380(23,731)30024,031-68.1%
23,41126,7913,060(23,731)-88.6%
26,7913,0603,3603009.8%
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.
Analysis/Comments
Service Level R revenue is projected to remain constant in FY19-20, as all homes in the service area are assessed. Expenditures are projected to
decline due to excessive storm activity occurring in FY18-19 causing emergency repairs to the Liefer Road area.
106
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
196 - TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
ASSESSMENTS239,939241,870244,2892,4191.0%
HARVESTON LAKE BOAT REVENUE4,1504,2004,200-0.0%
Use of Money and Property
INVESTMENT INTEREST4,5275,5004,000(1,500)-27.3%
Reimbursements
OTHER REIMBURSEMENTS18---0.0%
Miscellaneous
MISCELLANEOUS1,473---0.0%
Revenues/Other Sources250,107251,570252,4899190.4%
Expenditures by Category
SALARIES & BENEFITS18,92117,70626,1018,39547.4%
OPERATIONS & MAINTENANCE212,872229,570232,9313,3611.5%
Expenditures/Other Financing Uses231,793247,276259,03211,7564.8%
Net Revenues18,3144,294(6,543)(10,837)2.5%
384,354402,668406,9624,2941.1%
402,668406,962400,419(6,543)-1.6%
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.
Analysis/Comments
Service Level L revenue is projected to increase by 1% in FY19-20. Expenditures are projected to increase due to rising costs of landscape
maintenance.
107
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
501 - 530 SERVICE LEVEL "C" FUNDS
2017-
%
2018-2019
20182019-2020Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
Revenues by Source
Licenses, Permits and Service Charges
ASSESSMENTS
1,591,7161,586,4301,587,2308000.1%
Use of Money and Property
INVESTMENT INTEREST
18,18219,000-(19,000)-100.0%
Reimbursements
OTHER REIMBURSEMENTS
131---0.0%
Miscellaneous
MISCELLANEOUS11,650---0.0%
Revenues/Other Sources
1,621,6791,605,4301,587,230(18,200)-1.1%
Expenditures by Category
SALARIES & BENEFITS
88,80167,42462,453(4,971)-7.4%
OPERATIONS & MAINTENANCE
1,317,5931,485,7201,760,612274,89218.5%
Expenditures/Other Financing Uses1,823,065
1,406,3941,553,144269,92117.4%
Net Revenues(235,835)
215,28552,286(288,121)-551.0%
Fund Balance, Beginning of Year1,708,078
1,440,5071,655,79252,2863.2%
Fund Balance, End of Year1,472,243
1,655,7921,708,078(235,835)-13.8%
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 receiving TCSD 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).
108
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
197 - TEMECULA LIBRARY FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
PRINTING & COPIES21,10723,76021,860(1,900)-8.0%
Fines and Forfeitures
FINES & FORFEITURES78,58269,00069,000-0.0%
LOST AND DAMAGED MATERIALS(494)---0.0%
Use of Money and Property
INVESTMENT INTEREST2,8635,0003,000(2,000)-40.0%
LEASE/RENTAL INCOME4,83015,00015,000-0.0%
Reimbursements
OTHER REIMBURSEMENTS168---0.0%
Operating Transfers In
CONTRIBUTION FROM MEASURE S770,734662,527921,203258,67639.0%
Miscellaneous
MISCELLANEOUS3,762---0.0%
Revenues/Other Sources881,552775,2871,030,063254,77632.9%
Expenditures by Category
SALARIES & BENEFITS82,40888,004114,11626,11229.7%
OPERATIONS & MAINTENANCE455,683521,397518,744(2,653)-0.5%
INTERNAL SERVICE FUND ALLOCATIONS245,224372,739403,34230,6038.2%
CAPITAL OUTLAY-12,0006,075(5,925)-49.4%
Expenditures/Other Financing Uses783,315994,1401,042,27748,1374.8%
Net Revenues98,237(218,853)(12,214)206,63917.1%
244,833343,070124,217(218,853)-63.8%
343,070124,217112,003(12,214)-9.8%
Fund Description
The Library Fund is used to account for the maintenance and operations of the Ronald H. Roberts Temecula Public Library on Pauba Road.
Analysis/Comments
The Library Fund revenue is projected to increase by 32.9% due to the higher allocation of Measure S funding towards the Library Fund. The
increased contribution is needed to cover the use of Fund Balance in the prior year, and to cover the 4.8% increase in operating expenditures for
FY19-20, which are driving by increased personnel costs due to the cost of living adjustment and higher Internal Service charges for technology.
109
Successor Agency to the
Temecula Redevelopment
Agency Summary
The Successor Agency to the Temecula Redevelopment Agency, known as SARDA, was
established in 2012, per Assembly Bill 1x26, which dissolved all California Redevelopment
Agencies.
SARDA activities are limited to those necessary to pay the outstanding debts and obligations of
the former Redevelopment Agency.
110
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
380 - SARDA DEBT SERVICE FUND SUMMARY
%
2019-2020
2017-20182018-2019Increase/Increase/
Adopted
ActualsCurrent Budget(Decrease)Decrease
DescriptionBudget
Revenues by Source
Taxes and Franchises
REDEVELOPMENT PROPERTY TAX FUND
5,155,731
6,747,6506,769,672(1,613,941)-23.8%
DISTRIBUTION
Use of Money and Property
INVESTMENT INTEREST300,000
182,207300,000-0.0%
Reimbursements
OTHER REIMBURSEMENTS-
155,176--0.0%
Operating Transfers In
OPERATING TRANSFERS IN-
6,410,648--0.0%
Revenues/Other Sources5,455,731
13,495,6817,069,672(1,613,941)-22.8%
Expenditures by Category
OPERATIONS & MAINTENANCE1,181,490
820,6341,181,490-0.0%
DEBT SERVICE - PRINCIPAL2,370,000
-2,300,00070,0003.0%
DEBT SERVICE - INTEREST3,228,831
3,576,3303,288,182(59,351)-1.8%
TRANSFERS750,000
6,660,648750,000-0.0%
Expenditures/Other Financing Uses7,530,321
11,057,6127,519,67210,6490.1%
Net Revenues(2,074,590)
2,438,069(450,000)(1,624,590)-11.0%
FundBalance,BeginningofYear(33,751,655)
(35,739,724)(33,301,655)(450,000)-1.2%
FundBalance,EndofYear(35,826,245)
(33,301,655)(33,751,655)(2,074,590)-5.5%
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
SARDA revenue is correlated with the former Redevelopment Agency's Recognized Obligation Payment Schedule (ROPS), and varies based on
the obligations for each given fiscal year. Debt Service expenditures are in accordance with the 2017A and 2017B Tax Allocation Refunding
Bonds.
111
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112
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUEDETAIL
INTERNALSERVICEFUNDS
%
2017-20182018-2019
2019-2020
Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
300 - INSURANCE FUND
RECOVERY OF PRIOR YEAR EXPENSE-
4062-157,788(157,788)-100.0%
INVESTMENT INTEREST3,000
40654,4214,600(1,600)-34.8%
CHARGES FOR SERVICES1,433,913
41761,172,356992,137441,77644.5%
GASB 31 - FMV ON INVESTMENTS-
4545117--0.0%
TOTAL INSURANCE FUND1,436,913
1,176,8941,154,525282,38824.5%
305-WORKERS'COMPENSATIONFUND
INVESTMENT INTEREST13,000
406513,32920,000(7,000)-35.0%
CHARGES FOR SERVICES328,000
4176693,485690,333(362,333)-52.5%
GASB 31 - FMV ON INVESTMENTS-
4545403--0.0%
TOTAL WORKERS' COMPENSATION
341,000
707,217710,333(369,333)-52.0%
FUND
310 - VEHICLES AND EQUIPMENT FUND
INVESTMENT INTEREST24,000
406523,77435,000(11,000)-31.4%
OPERATING TRANSFER IN MEASURE S500,000
4089650,0001,150,000(650,000)-56.5%
CHARGES FOR SERVICES377,666
417664,204347,42630,2408.7%
GASB 31 - FMV ON INVESTMENTS-
4545617--0.0%
TOTAL VEHICLES AND EQUIPMENT
901,666
738,5951,532,426(630,760)-41.2%
FUND
320 - INFORMATION TECHNOLOGY FUND
RECOVERY OF PRIOR YEAR EXPENSE-
40621,045--0.0%
INVESTMENT INTEREST1,000
40652,9812,000(1,000)-50.0%
OPERATING TRANSFER IN MEASURE S160,000
4089230,251450,000(290,000)-64.4%
OPERATING TRANSFERS IN-
409077,028--0.0%
CHARGES FOR SERVICES4,264,165
41763,088,7913,497,594766,57121.9%
GASB 31 - FMV ON INVESTMENTS-
4545(57)--0.0%
LUCA OPERATION CENSUS 2020-
4556-45,000(45,000)-100.0%
TOTAL INFORMATION TECHNOLOGY
4,425,165
3,400,0393,994,594430,57110.8%
FUND
325 - TECHNOLOGY REPLACEMENT FUND
RECOVERY OF PRIOR YEAR EXPENSE-
40623,613--0.0%
INVESTMENT INTEREST8,000
40658,21611,000(3,000)-27.3%
OPERATING TRANSFER IN MEASURE S500,000
4089-500,000-0.0%
OPERATING TRANSFERS IN-
4090-125,000(125,000)-100.0%
CHARGES FOR SERVICES289,509
4176213,932400,723(111,214)-27.8%
GASB 31 - FMV ON INVESTMENTS-
454520--0.0%
TOTAL TECHNOLOGY REPLACEMENT
797,509
225,7811,036,723(239,214)-23.1%
FUND
113
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
REVENUEDETAIL
INTERNALSERVICEFUNDS
%
2017-20182018-2019
2019-2020
Increase/Increase/
ActualsCurrent Budget(Decrease)Decrease
Description Budget
330 - SUPPORT SERVICES FUND
INVESTMENT INTEREST5,000
40655,4576,000(1,000)-16.7%
CHARGES FOR SERVICES412,721
4176344,267362,96649,75513.7%
GASB 31 - FMV ON INVESTMENTS-
45458--0.0%
TOTAL SUPPORT SERVICES FUND417,721
349,732368,96648,75513.2%
335 - SUPPORT SERVICES REPLACEMENT FUND
OPERATING TRANSFERS IN-
4090-424,604(424,604)-100.0%
CHARGES FOR SERVICES41,930
4176-38,0153,91510.3%
TOTAL SUPPORT SERVICES
41,930
-462,619(420,689)-90.9%
REPLACEMENT FUND
340 - FACILITIES FUND
INVESTMENT INTEREST6,000
40655,7007,000(1,000)-14.3%
CHARGES FOR SERVICES1,356,862
41761,251,8871,328,88827,9742.1%
GASB 31 - FMV ON INVESTMENTS-
4545(49)--0.0%
TOTAL FACILITIES FUND1,362,862
1,257,5381,335,88826,9742.0%
350 - FACILITY REPLACEMENT FUND
INVESTMENT INTEREST1,000
4065-1,000-0.0%
OPERATING TRANSFER IN MEASURE S500,000
4089-500,000-0.0%
CHARGES FOR SERVICES54,324
4176-39,72514,59936.8%
TOTAL FACILITY REPLACEMENT FUND555,324
-540,72514,5992.7%
114
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
300 - INSURANCE FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES1,172,356992,1371,433,913441,77644.5%
Use of Money and Property
INVESTMENT INTEREST4,5384,6003,000(1,600)-34.8%
Miscellaneous
MISCELLANEOUS-157,788-(157,788)-100.0%
Revenues/Other Sources1,176,8941,154,5251,436,913282,38824.5%
Expenditures by Category
SALARIES & BENEFITS29,74235,64266,76431,12287.3%
OPERATIONS & MAINTENANCE1,400,391959,495959,495-0.0%
Expenditures/Other Financing Uses1,430,133995,1371,026,25931,1223.1%
Net Revenues(253,239)159,388410,654251,26614.6%
305,19651,957211,345159,388306.8%
51,957211,345621,999410,654194.3%
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 three times the SIR.
Analysis/Comments
The Insurance Fund revenue is projected to increase due to the higher Internal Service Fund allocation charges to all departments, necessary to
raise the Insurance Fund Balance to meet the desired reserve. Expenditures are projected to increase due to higher personnel costs as a result
of the cost of living adjustment provided in accordance with the City's labor agreements.
115
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
305 - WORKERS' COMPENSATION FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES693,485690,333328,000(362,333)-52.5%
Use of Money and Property
INVESTMENT INTEREST13,73220,00013,000(7,000)-35.0%
Revenues/Other Sources707,217710,333341,000(369,333)-52.0%
Expenditures by Category
SALARIES & BENEFITS113,88535,64249,69114,04939.4%
OPERATIONS & MAINTENANCE137,208387,136206,088(181,048)-46.8%
Expenditures/Other Financing Uses251,093422,778255,779(166,999)-39.5%
Net Revenues456,124287,55585,221(202,334)-47.3%
930,4981,386,6221,674,177287,55520.7%
1,386,6221,674,1771,759,39885,2215.1%
Fund Description
The Workers' Compensation Fund was established in Fiscal Year 2014-15 as the City transitions 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 desired Net Position for this fund is $1.5 million, which represents three-times the City's
Self-Insured Retention amount of $500,000.
Analysis/Comments
The Workers' Compensation Fund revenue is decreasing due to the reduction in the Internal Service Fund charge to all departments, as the
reserve in this fund has reached its desired level. Departments were charged 2% of salary in FY19-20, compared to 4.5% in prior years.
Expenditures are projected to decrease due to the correction of a budgeting error that occurred in FY18-19.
116
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
310 - VEHICLES AND EQUIPMENT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES64,204347,426377,66630,2408.7%
Use of Money and Property
INVESTMENT INTEREST24,39135,00024,000(11,000)-31.4%
Operating Transfers In
CONTRIBUTION FROM MEASURE S650,0001,150,000500,000(650,000)-56.5%
Revenues/Other Sources738,5951,532,426901,666(630,760)-41.2%
Expenditures by Category
OPERATIONS & MAINTENANCE81,660---0.0%
CAPITAL OUTLAY-858,125380,000(478,125)-55.7%
Expenditures/Other Financing Uses81,660858,125380,000(478,125)-55.7%
Net Revenues656,935674,301521,666(152,635)-46.4%
1,930,7572,587,6923,261,993674,30126.1%
2,587,6923,261,9933,783,659521,66616.0%
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 the replacement costs for each asset benefitting the department.
Analysis/Comments
The Vehicles and Equipment Fund revenue is decreasing due to a reduced contribution of funds from Measure S, as the replacement of vehicles
has reduced. The previous two years' contribution included $650,000 in each year for the replacement of a Fire Ladder Truck. Expenditures for
FY19-20 include the replacement of a Vactron, Skid Steer and Pontoon Boat for the Public Works Department in addition to vehicles for the City
Manager's Office (pool vehicle), Public Works and Police.
117
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
320 - INFORMATION TECHNOLOGY FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES3,088,7913,497,5944,264,165766,57121.9%
Use of Money and Property
INVESTMENT INTEREST2,9242,0001,000(1,000)-50.0%
Operating Transfers In
OPERATING TRANSFERS IN77,028---0.0%
CONTRIBUTION FROM MEASURE S230,251450,000160,000(290,000)-64.4%
Miscellaneous
MISCELLANEOUS1,04545,000-(45,000)-100.0%
Revenues/Other Sources3,400,0393,994,5944,425,165430,57110.8%
Expenditures by Category
SALARIES & BENEFITS1,756,0801,877,0121,929,05452,0422.8%
OPERATIONS & MAINTENANCE1,410,1952,367,0692,198,943(168,126)-7.1%
INTERNAL SERVICE FUND ALLOCATIONS-3,3003,300-0.0%
CAPITAL OUTLAY-45,000-(45,000)-100.0%
Expenditures/Other Financing Uses3,166,2754,292,3814,131,297(161,084)-3.8%
Net Revenues233,764(297,787)293,868591,6553.3%
238,971472,735174,948(297,787)-63.0%
472,735174,948468,816293,868168.0%
Fund Description
The Information Technology Fund was established to fund and account for computer and telephone system operating and maintenance
expenses. Fund Balance is a combination of both spendable and non spendable assets. Adjustments are made to Fund Balance to include
additional spendable resources available for expenditure. Departments are charged based on the number of electronic devices assigned. The
Ronald H. Roberts Temecula Public Library facility is charged directly for all IT expenditures and personnel costs related to the facility.
Analysis/Comments
The Information Technology Fund revenue is increasing by 10.8% due to the increase Internal Service Fund charges to all departments.
Increased investment in technology, surveillance and software systems has caused higher allocations in FY19-20.
118
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
325 - TECHNOLOGY REPLACEMENT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES213,932400,723289,509(111,214)-27.8%
Use of Money and Property
INVESTMENT INTEREST8,23611,0008,000(3,000)-27.3%
Operating Transfers In
OPERATING TRANSFERS IN-125,000-(125,000)-100.0%
CONTRIBUTION FROM MEASURE S-500,000500,000-0.0%
Miscellaneous
MISCELLANEOUS3,613---0.0%
Revenues/Other Sources225,7811,036,723797,509(239,214)-23.1%
Expenditures by Category
OPERATIONS & MAINTENANCE232,801---0.0%
CAPITAL OUTLAY22,000310,000375,00065,00021.0%
TRANSFERS--763,534763,534100.0%
Expenditures/Other Financing Uses254,801310,0001,138,534828,534267.3%
Net Revenues(29,020)726,723(341,025)(1,067,748)43.8%
1,278,4671,249,4471,976,170726,72358.2%
1,249,4471,976,1701,635,145(341,025)-17.3%
Fund Description
The Technology Replacement Fund was established in Fiscal Year 2014-15 in order to accumulate resources for computer and 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.
Analysis/Comments
The Technology Replacement Fund revenue is decreasing in FY19-20 due to lower annual contribution levels needed to fund the future
replacement of technology assets for the City. Expenditures for FY19-20 include the replacement of the City's financial system, conference room
audio-visual equipment, various switch replacements and the computer life-cycle replacements.
119
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
330 - SUPPORT SERVICES FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES344,267362,966412,72149,75513.7%
Use of Money and Property
INVESTMENT INTEREST5,4656,0005,000(1,000)-16.7%
Revenues/Other Sources349,732368,966417,72148,75513.2%
Expenditures by Category
SALARIES & BENEFITS205,990224,439231,0096,5702.9%
OPERATIONS & MAINTENANCE166,767144,527182,54238,01526.3%
TRANSFERS-444,102-(444,102)-100.0%
Expenditures/Other Financing Uses372,757813,068413,551(399,517)-49.1%
Net Revenues(23,025)(444,102)4,170448,272-29.7%
467,127444,102-(444,102)-100.0%
444,102-4,1704,170100.0%
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.
Analysis/Comments
The Support Services Fund revenue is increasing by 13.2% due to the higher allocation to all departments, necessary to cover the costs of
increased personnel costs due to the cost of living adjustment provided to employees in accordance with the City's labor agreements.
120
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
335 - SUPPORT SERVICES REPLACEMENT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES-38,01541,9303,91510.3%
Operating Transfers In
OPERATING TRANSFERS IN-424,604-(424,604)-100.0%
Revenues/Other Sources-462,61941,930(420,689)-90.9%
Expenditures by Category
CAPITAL OUTLAY-18,73550,00031,265166.9%
Expenditures/Other Financing Uses-18,73550,00031,265166.9%
Net Revenues-443,884(8,070)(451,954)-80.9%
-443,884443,884100.0%
-443,884435,814(8,070)-1.8%
Fund Description
The Support Services Replacement Fund was established to accumulate resources for the future replacement of the City's duplicating equipment.
Analysis/Comments
The Support Services Fund reflects the annual replacement charges to all departments to support the future replacement of the City's duplicating
equipment. Expenditures for FY19-20 include the replacement of 10 copiers Citywide that have exceeded their useful lives.
121
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
340 - FACILITIES FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES1,251,8871,328,8881,356,86227,9742.1%
Use of Money and Property
INVESTMENT INTEREST5,6517,0006,000(1,000)-14.3%
Revenues/Other Sources1,257,5381,335,8881,362,86226,9742.0%
Expenditures by Category
SALARIES & BENEFITS394,347395,627394,928(699)-0.2%
OPERATIONS & MAINTENANCE839,590956,518964,1667,6480.8%
Expenditures/Other Financing Uses1,233,9371,352,1451,359,0946,9490.5%
Net Revenues23,601(16,257)3,76820,0251.3%
497,452521,053504,796(16,257)-3.1%
521,053504,796508,5643,7680.7%
Fund Description
The Facilities Fund was established to account for the cost of the Civic Center, Former City Hall Facility, 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.
Analysis/Comments
The Facilities Fund revenue is increasing by 2% due to a higher allocation to all departments to cover the increased costs of operations and
maintenance in FY19-20.
122
City of Temecula
Fiscal Year 2019-2020
Annual Operating Budget
350 - FACILITY REPLACEMENT FUND SUMMARY
2017-2018-20192019-2020%
2018Current Adopted Increase/Increase/
Description
ActualsBudgetBudget(Decrease)Decrease
Revenues by Source
Licenses, Permits and Service Charges
CHARGES FOR SERVICES-39,72554,32414,59936.8%
Use of Money and Property
INVESTMENT INTEREST-1,0001,000-0.0%
Operating Transfers In
CONTRIBUTION FROM MEASURE S-500,000500,000-0.0%
Revenues/Other Sources-540,725555,32414,5992.7%
Expenditures by Category
CAPITAL OUTLAY-362,336201,714(160,622)-44.3%
TRANSFERS-143,664-(143,664)-100.0%
Expenditures/Other Financing Uses-506,000201,714(304,286)-60.1%
Net Revenues-34,725353,610318,885-27.7%
--34,72534,725100.0%
-34,725388,335353,6101018.3%
Fund Description
The Facility Replacement Fund was established to accumulate resources for the future replacement of equipment, systems and fixtures within
City-owned facilities.
Analysis/Comments
The Facilities Replacement Fund revenue is increasing 2.7% to cover the costs of future replacement of facility-related assets. FY19-20
expenditures include the replacement of Theater audio-visual equipment, Fire Station 73 generator and epoxy coating on the floors of Fire
Station Nos. 84, 92 and 95.
123
124
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%0!24-%.4!, ).&/2-!4)/.
The following section includes an expenditure summary with narrative account of the General Fund
Operating Budget. Each Department section includes the short term objectives staff has developed for
the upcoming fiscal year which has been used to develop their operating budgets. These objectives are
linked to the Citywide long term goals presented in the Introduction section of the budget. The long term
progress made in the recent fiscal years toward their objectives.
'¤¤± « &´£ /µ¤±µ¨¤¶
services including; Public Safety, Public Works, Community Development and City Administration. The
primary sources of revenue for the General Fund include Sales Tax, Property Tax, Transient Occupancy
Tax, Development-related revenue, and other revenues that are not specifically designated to be
accounted for in another fund. General Fund revenue may be appropriated by the City Council on any
expenditure that serves a public purpose.
DEPARTMENTS
Fund/Dept. Number
City Council ........................................................................................................................................ 001.100
City Manager ....................................................................................................................... 001.110/111/115
City Clerk ............................................................................................................................................ 001.120
City Attorney ...................................................................................................................................... 001.130
Finance ............................................................................................................................................... 001.140
Human Resources .............................................................................................................................. 001.150
Community Development .......................................................................................................... 001.161/162
Public Works ............................................................................................................... 001.163/164/165/167
Police .................................................................................................................................................. 001.170
Fire ..................................................................................................................................................... 001.171
Non-Departmental ............................................................................................................................. 001.199
!!
Annual Operating Budget
125
City of Temecula
Fiscal Year 2019-20
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
MIKE MATT JAMES “STEW”
ZAKMARYANN
RAHN
NAGGAR STEWART
SCHWANKEDWARDS
Council Member
MayorMayor Pro Tem
Council MemberCouncil Member
Annual Operating Budget
126
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY COUNCIL
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
CITY COUNCIL 100
SALARIES & BENEFITS 121,829138,870137,610(1,260)-0.91%
OPERATIONS & MAINTENANCE 125,070169,641184,64115,0008.84%
INTERNAL SERVICE FUND ALLOCATIONS 145,580211,398250,59239,19418.54%
Division Total 392,479519,909572,84352,93410.18%
COMMUNITY SUPPORT 101
OPERATIONS & MAINTENANCE 107,000125,000125,00000.0%
Division Total 107,000125,000125,00000.0%
ANALYSIS/COMMENTS
City Council: Expenditures are expected to increase by 10.18% due to an appropriation for Community
Support which will allow staff to accomplish City Council projects that benefit the community and an
increase in the Internal Service Fund Allocations for Insurance and Information Technology.
Community Support: Expenditures are expected to remain flat.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
CITY COUNCIL
Council Members 5.00 5.00 5.00 -
Total 5.00 5.00 5.00 -
Annual Operating Budget
127
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
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 FROMPRIOR FISCAL YEAR
Protected the City’s financial strength with fiscal policies and a balanced budget. (Maintain Overall Sound
Fiscal Policies to Ensure Long Term Solvency; An Accountable and Responsive City Government)
Protected the City’s long-term financial strength and public safety needs by analyzing future cost trends,
including public safety costs and increasing public safety services as appropriate for the City’s population.
(Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency; An Accountable and Responsive City
Government)
Opened the City’s fifth Fire Station in January 2018 allowing for improved fire protection and additional
emergency first responder coverage citywide. (Minimize the Impact to Life, Property and the Environment; A
Safe and Prepared Community)
Maintained a community oriented, and family friendly, SAFE City with community events and programs
that incorporated the Mayor’s theme “Temecula SAFE”. Engaged residents in special events including
Coffee with Mayor and several mini State of the City meetings hosted by the Mayor. Developed a Citywide
emergency preparedness program that delivered Emergency Preparedness 3-Minute-Bags to all
doorsteps in the City with information related to Citywide emergencies. Interwove Temecula SAFE in all
Community Services and Citizen events, such as Trick or Trunk at Halloween, to promote public safety,
interaction with the public, and a safe community. (Maintain a Safe and Family Oriented Environment; A
Healthy and Livable City)
Continued to engage the region including local cities, hospitals, medical professionals and nonprofit
community in a Task Force to analyze and provide an overall cancer-related services healthcare
assessment of the region. Created awareness of excellent cancer-related services and resources that are
within Southwest Riverside County while understanding areas of specialized cancer-related services that
may not be located in the region yet. (Continue to support a region of excellent healthcare that is expanding with
population growth; A Healthy and Livable City)
Continued to engage the region including local cities, transportation agencies, and county/regional, state
and federal representatives in a Task Force to increase capacity along I-15 through Temecula Valley.
Obtained commitment from Caltrans to construct additional auxiliary lanes to Interstate 15. (Expand and
Enhance the Transportation Network; Transportation, Mobility and Connectivity)
Annual Operating Budget
128
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY COUNCIL
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR (Continued)
Supported higher education and economic development growth opportunities in the City for businesses,
including new retail, to invest in Temecula and the opening of Mt. San Jacinto College (MSJC) Temecula
campus at the former Abbott building. (Fill Gaps and Diversify Market Sectors that Increase Sales Tax Revenue;
Economic Prosperity)
Maintained continued public outreach to citizens with a community-wide Temecula SAFE Brochure; in
addition to social media, e-blasts, and the Guide to Leisure Activities published in spring/summer and
fall/winter. (Promote Community Involvement; An Accountable and Responsive City Government)
Participated on various local, regional, statewide, andnational boards and commission meetingsto
support and represent the City of Temecula’s interests. (Actively Maintain and Preserve City Assets and
Infrastructure; A Sustainable City)
Maintained public safety as a top priority for Temecula citizens, businesses and tourists. (Minimize the
Impact to Life, Property and the Environment; A Safe and Prepared Community)
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to make public safety a top priority by leveraging new revenue and a newly expanded police and
fire department to enhance public safety services. (Minimize the Impact of Life, Property and the Environment
from Natural Hazards and Emergency Situations; A Safe and Prepared Community)
Enhance Citywide emergency preparedness communications plan to ensure immediate assistance and
mobilization of resources to aid city residents in the event of a Citywide emergency. (Minimize the Impact
of Life, Property and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared
Community)
Continue to pursue regional, state and federal agencies to expand capacity and make operational
improvements to Interstate 15 through Temecula Valley. (Expand and Enhance the Transportation Network;
Transportation, Mobility and Connectivity)
Implement policies that prioritize new revenue sources, as designated for asset management:
Street Maintenance
Infrastructure
Parks & Facilities
(Provide Highly Functional and Sustainable City Facilities and Infrastructure; Accountable and Responsive City
Government)
Continue public outreach as a priority, engaging with citizens and businesses via social media, e-blasts,
Citywide newsletters and the Guide to Leisure Activities published in spring/summer and fall/winter.
(Promote Community Involvement; An Accountable and Responsive City Government)
Continue to engage citizens and businesses in programs with information related to the Mayor’s theme
“LOVE Temecula” by creating kindness awareness and involving the community in areas of public safety,
traffic safety, emergency preparedness, and fire inspection programs. (Maintain a Safe and Family Oriented
Environment; A Healthy and Livable City)
Annual Operating Budget
129
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY COUNCIL
PERFORMANCE MEASURES FOR CURRENT FISCALYEAR
FYFYFYFY
Core Five-Year Long
Performance Measure2016-172017-182018-192019-20
Value Term Goal
ActualsActualsTargetTarget
Number of newsletters or
Promote
Community
outreach information 86,000 86,000 86,000 86,000
Involvement
community-wide
Promote
Number of press releases
Community 140 140 140 140
sent community-wide
Involvement
Government
Maintain Overall
Sound Fiscal
City
Number of City Council
Policies to Ensure
55 58 58 58
Committee assignments
Long Term
Accountable and Responsive
Solvency
Number of Agenda Items
supported by City Council
Support Enhanced
related to Traffic
Transportation
40
384438
Operations for Improved
Network
roadways or connections
Number of Task Force or
Regional public meetings
Maintain a Safe
held by elected council
and
members:
Family-Oriented
(b)3
Environment;
(a)Local Youth & Family
(a)6(c)3(b)2
Expand and
n/a
Task Force
(b)4(d)1(c)3
Enhance the
Healthy and Livable City
(b)Regional Cancer Task
Transportation
Force
Network
(c)Regional Move I-15
Through Temecula Valley
(d)Regional Public Safety
Annual Operating Budget
130
City of Temecula
Fiscal Year 2019-20
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 FROM PRIOR FISCAL YEAR
Provided financial assistance, in an amount up to $125,000, to non-profit agencies for community
programs that benefit citizens of Temecula. (Maintain A Safe and Family Oriented Environment; A
Healthy and Livable City)
Funded non-profit organizations that will assist and provide service to the citizens of Temecula
through Community Service Funding and City Council Grant Program. (Maintain A Safe and Family
Oriented Environment; A Healthy and Livable City)
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to provide financial assistance to non-profit agencies for community programs that benefit
citizens of Temecula in an amount up to $125,000. (Maintain A Safe and Family Oriented Environment; A
Healthy and Livable City)
Fund non-profit organizations that will assist and provide service to the citizens of Temecula through
(Maintain A Safe and Family Oriented
Community Service Funding and City Council Grant Program.
Environment; A Healthy and Livable City)
Annual Operating Budget
131
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY COUNCIL
DIVISION/PROGRAM: COMMUNITY SUPPORT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Five-Year Long Performance
Core Value 2016-17 2017-18 2018-19 2019-20
Term Goal Measures
Actuals Actuals Target Target
Number of nonprofit
organizations funded
through the Community
25 25 25-30 25-30
Service Funding and the
City Council Grant
Program
Maintain a Safe
and Family
Oriented
Total funding provided to
Environment
support nonprofit
programs through the
$81,508 $125,000 $125,000 $125,000
Community Service
Healthy and Livable City
Program and City Council
Grant Program
Annual Operating Budget
132
City of Temecula
Fiscal Year 2019-20
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
ECONOMIC EMERGENCY
DEVELOPMENTMANAGEMENT
ADMINISTRATION
Training
Business Attraction
Intergovernmental
Business Retention
Emergency Operations
QLMP
Center
Marketing
Legislation
Emergency Operations
Plan
Workforce
Community Funding
Local Hazard Mitigation
Plan
Youth Employment
Special Projects
Business
Ombudsman
Community Liaison
Temecula Valley
Entrepreneur’s Exchange
Annual Operating Budget
133
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
CITY MANAGER 110
SALARIES & BENEFITS 1,014,439982,9211,05.6%
.%
OPERATIONS & MAINTENANCE 210,0562,451210,451
INTERNAL SERVICE FUND ALLOCATIONS 204,268250,930293,36542,43516.91%
Division Total 1,428,7631,,3021,5.%
ECONOMIC DEVELOPMENT 111
SALARIES & BENEFITS 291,097440,266458,85318,5874.22%
OPERATIONS & MAINTENANCE 387,900357,944412,94455,00015.37%
INTERNAL SERVICE FUND ALLOCATIONS 136,328159,012157,144(1,868)-1.17%
Division Total 815,325957,2221,028,94171,7197.49%
ECONOMIC DEVELOPMENT - BUSINESS INCUBATOR RESOURCE
SALARIES & BENEFITS 79,21594,00198,2354,2344.5%
OPERATIONS & MAINTENANCE 10,04412,82612,82600.0%
INTERNAL SERVICE FUND ALLOCATIONS 185,025249,816230,725(19,091)-7.64%
Division Total 274,284356,643341,786(14,857)-4.17%
ECONOMIC DEVELOPMENT - WORKFORCE DEVELOPMENT
SALARIES & BENEFITS 151,891141,803144,3022,4991.76%
OPERATIONS & MAINTENANCE 50,38757,63157,63100.0%
Division Total 202,278199,434201,9332,4991.25%
EMERGENCY MANAGEMENT 115
SALARIES & BENEFITS 98,769188,05691,550(96,506)-51.32%
OPERATIONS & MAINTENANCE 8,78413,53313,53300.0%
INTERNAL SERVICE FUND ALLOCATIONS 16,98552,59652,188(408)-0.78%
Division Total 124,538254,185157,271(96,914)-38.13%
Annual Operating Budget
134
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
ANALYSIS/COMMENTS
City Manager: Expenditures are expected to increase by .% due to the addition of one Part-Time
Equivalent employee and an increase in the Internal Service Fund Allocations for Insurance and
Information Technology.
Economic Development: Expenditures are expected to increase by 4.57% due to continued support of
existing businesses to encourage their continued growth.
Emergency Management: Expenditures are expected to decrease over the prior year due to a
reallocations of personnel costs to the Human Resources division from the Emergency Management
division.
Annual Operating Budget
135
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
CITY MANAGER
City Manager 1.00 1.00 1.00 -
Assistant City Manager 0.75 0.75 0.80 0.05
Assistant to the City Manger -- 1.00 1.00
Executive Assistant 1.00 1.00 1.00 -
Office Aide lll -- 0.75 0.75
Risk Manager -- 0.05 0.05
Senior Management Analyst 1.00 1.00 - (1.00)
Total 3.75 3.75 4.60 0.85
ECONOMIC DEVELOPMENT
Administrative Assistant (Confidential) 0.90 1.00 1.00 -
Assistant City Manager -- 0.10 0.10
Economic Development Analyst I -- - -
Economic Development Manager - 1.00 1.00 -
Management Aide III - 0.50 0.50 -
Management Analyst - Economic Dev. 2.90 1.00 1.00 -
Senior Management Analyst 1.00 1.00 -
Total 3.80 4.50 4.60 0.10
EMERGENCY MANAGEMENT
Fiscal Services Manager -- - -
Risk Manager 0.40 0.70 0.25 (0.45)
Total 0.40 0.70 0.25 (0.45)
Grand Total 7.95 8.95 9.45 0.50
Annual Operating Budget
136
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Implemented fiscal policies and a balanced budget. (Maintain Overall Sound Fiscal Policies To Ensure
Long Term Solvency; Accountable and Responsive City Government)
Implemented “Temecula SAFE” Mayor’s citywide theme that supports a safe and prepared
community in terms of public safety, traffic safety, emergency preparedness, and in keeping
Temecula ranked as one of the safest cities. (Maintain a Safe and Family Oriented Environment; A
Healthy and Livable City)
Planned and implemented Mayor’s State of the City in order to provide information about the City
(Provide Transparency to the Public for All Government
to the local business community and citizens.
Transactions; Accountable and Responsive City Government)
Planned and implemented City’s annual holiday event, Pechanga Pu’éska Mountain Day, to provide
cultural awareness and appreciation of Pechanga Band of Luiseño Indians. (Provide Signature Special
Events and Cultural Opportunities; A Healthy and Livable City)
Provided ongoing research and updates regarding proposed state and federal legislative issues and
funding to protect the interests of the City of Temecula, including French Valley Interchange and
Murrieta Creek. (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Planned and implemented public outreach to effectively communicate City information and
activities to citizens and businesses. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency;
Accountable and Responsive City Government)
Annual Operating Budget
137
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR (Continued)
Developed and implemented FY18-19 Capital Improvement Program with projects to maintain and
enhance City facilities and infrastructure.
(Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Finalized the Regional Cancer Treatment Task Force with the goal of creating awareness of
excellent cancer services and resources that are within Southwest Riverside County while attracting
additional medical and cancer-related services/resources to the region including the creation of a
regional magazine and professionally produced regional video. (Attract High Quality Medical Facilities;
A Healthy and Livable City)
Implemented “Move I-15 Through Temecula Valley Regional Task Force” engaging local Cities,
Tribes, Camp Pendleton, CHP, transportation agencies, and county/regional, state and federal
representatives to address I-15 traffic congestion. Secured commitment from Caltrans to construct
additional auxiliary lanes along Interstate 15 through Temecula. (Expand and Enhance the
Transportation Network; Transportation, Mobility and Connectivity)
OBJECTIVES FOR CURRENT FISCAL YEAR
Implement fiscal policies and Council priorities regarding fiscal year revenue stream, while
maintaining a balanced budget. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency;
Accountable and Responsive City Government)
Introduce and implement “LOVE Temecula,” the Mayor’s Citywide theme that supports family-
friendly City events, engages citizens and businesses, promotes the special needs inclusive
th
community within the workforce, and celebrates the City’s 30year of cityhood. (Maintain a Safe
and Family Oriented Environment; A Healthy and Livable City)
Develop and plan the 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; An Accountable and Responsive City Government)
Plan and implement the City’s annual holiday event, Pechanga Pu’éska Mountain Day, to provide
cultural awareness and appreciation of local Pechanga Band of Luiseño Indians. (Provide Signature
Special Events and Cultural Opportunities; A Healthy and Livable City)
Conduct Community Surveys to gauge citizen desires related to projects or citywide satisfaction.
(Promote Community Involvement; Accountable and Responsive City Government)
Annual Operating Budget
138
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
OBJECTIVES FOR CURRENT FISCAL YEAR (Continued)
Implement Citywide emergency preparedness communications plan including obtaining a city
emergency broadcast FEMA license and testing reverse 911 system with public to ensure needed
communication, assistance and mobilization of resources to aid city residents in the event of a
City-wide emergency. (Minimize the Impact of Life, Property and the Environment from Natural Hazards
and Emergency Situations; A Safe and Prepared Community)
Continue to pursue regional, state and federal agencies to expand capacity and make operational
improvements to Interstate 15 through Temecula. (Expand and Enhance the Transportation Network;
Transportation, Mobility and Connectivity)
Prioritize revenue sources, as designated for asset management:
Street Maintenance
Infrastructure
Parks & Facilities
(Provide Highly Functional and Sustainable City Facilities and Infrastructure; Accountable and
Responsive City Government)
Continue to public outreach as a priority engaging with citizens and businesses via social media, and
providing e-blasts, citywide newsletters and the Guide to Leisure Activities published in
spring/summer and fall/winter. (Promote Community Involvement; An Accountable and Responsive City
Government)
Annual Operating Budget
139
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: GENERAL ADMINISTRATION
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
ValueTerm GoalMeasures
Actuals Actuals Target Target
Promote Number of newsletters or
Community outreach information 2 2 2
2
Involvement mailed community-wide
Provide at least one
Promote
social media post or
Community 365+ 365+ 825 900
eblast every business
Involvement
day, citywide
Number of local business
representatives and
Provide
attendees learning of City
Transparency to
of Temecula’s
the Public for All 600 700 880 700
accomplishments,
Government
budget, development and
Transactions
future plans at State of
the City event
Accountable and Responsive City Government
Provide Number of attendees
Signature and participants learning
Special Events of local Pechanga Culture 500-1000500-1000500-1000500-1000
and Cultural at Pechanga Pu’éska
Opportunities Mountain Day holiday
Annual Operating Budget
140
City of Temecula
Fiscal Year 2019-20
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.
Manage and create content for the City’s social media channels.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Produced a new vocational workforce culinary program by December 2018. (Foster an “Educated
Community” Through a Wide Variety of Opportunities, Healthy and Livable City)
Created a business attraction program focused on the Uptown Temecula corridor by June 2019.
(Retention and Expansion of Existing Businesses, Economic Prosperity)
2
Provided 50 workshops and 300 business consultations at TVE by June 2019. (Foster an “Educated
Community” Through a Wide Variety of Opportunities, Healthy and Livable City)
As online shopping becomes more popular, continued to work with retail consultant, Buxton, on
strategic retail recruitment efforts Citywide. (Retention and Expansion of Existing Businesses, Economic
Prosperity)
Re-launched Temecula Eats luncheons. (Retention and Expansion of Existing Businesses, Economic
Prosperity)
Launched the first annual Start-Up Week by September 2018. (Foster an “Educated Community”
Through a Wide Variety of Opportunities, Healthy and Livable City)
Created a senior workforce development program. (Foster an “Educated Community” Through a Wide
Variety of Opportunities, Healthy and Livable City)
Launched 1 Million Cups program by April 2019. (Foster an “Educated Community” Through a Wide
Variety of Opportunities, Healthy and Livable City)
Annual Operating Budget
141
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: ECONOMIC DEVELOPMENT
OBJECTIVES FOR CURRENT FISCAL YEAR
Create a Communications Plan for Citywide Use to drive cohesive messaging and city identity across
City departments. (Foster an “Educated Community” Through a Wide Variety of Opportunities, Healthy and
Livable City)
Produce a new vocational manufacturing program geared towards creating a pathway to
manufacturing jobs working directly with local companies.
(Continue to pursue high quality employment
opportunities for Temecula residents, Economic Prosperity)
Expand SBDC presence at the TVE2 to ensure incubator companies and local businesses have access
(Continue to pursue high quality employment opportunities for Temecula residents,
to tools and resources.
Economic Prosperity)
Work with Temecula Valley Hospital to create/produce a VIP medical professional recruitment
luncheon geared toward recruiting general practice doctors to the Valley. (Continue to pursue high
quality employment opportunities for Temecula residents, Economic Prosperity)
Create/produce an Economic Development focused Bus Tour to educate out of town commercial
brokers and bankers the opportunities available. (Continue to promote the Temecula Valley as a
destination, Economic Prosperity)
Produce a Top 25 Sales Tax Producer Luncheon geared towards connecting with the City’s Top 25 sales
tax producers. (Retention and expansion of existing businesses, Economic Prosperity)
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FYFY FY
Core Five-Year Long Term
Performance Measures2016-172017-182018-192019-20
Value Goal
Actuals ActualsTarget Target
Create a Business Number of local business
Friendly Regulatory site visits (to foster 90 100 102 100
Environment business relationships)
rosperity
P
2
Retention and
Number of TVE Clients 10 10 10 11
Expansion
of Existing
Number of graduated
1 1 1 1
2
Businesses
Economic
TVE Clients
Number of attendees for
Temecula Ambassador 50 60 60 60
Foster an “Educated
program
Community”
Through a Wide
Number of interns 115 125 130 135
Variety of
Livable City
Healthy and
Opportunities
Number of colleges at
270 275 300 250
College Fair
Annual Operating Budget
142
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: EMERGENCY MANAGEMENT
SERVICES
Emergency Management is the creation and maintenance of plans in order to reduce vulnerability
to natural and manmade hazards and disasters.
In addition, Emergency Management
implements, monitors, and coordinates 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 FROMPRIOR FISCAL YEAR
Hosted a regional Emergency Management Summit to bring together regional first responders,
emergency managers, elected officials, businesses, and the general public to discuss issues related
to emergency preparedness, homeland security, and all-hazards events such as earthquakes, floods,
droughts, fires, terrorism, and hazardous waste incidents that affect our region. (Minimize the Impact
to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Hosted the City’s second annual Youth Emergency Preparedness Program (YEPP). In addition to
educating youth about emergency preparedness and all-hazards events that affected the region (i.e.
earthquakes, floods, droughts, fires, terrorism, etc.), participants of the program received hands on
experience managing the City’s Emergency Operations Center (EOC) via a simulated tabletop
exercise. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency
Situations, A Safe and Prepared Community)
Updated the City’s Emergency Operation Plan for 2019 (EOP) to ensure the most effective allocation
of resources for protection of people and property in time of a Citywide emergency. (Minimize the
Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and
Prepared Community)
Completed the City’s Emergency Communications Plan to ensure immediate assistance and
mobilization of resources to aid city residents in the event of a Citywide emergency. (Minimize the
Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and
Prepared Community)
Annual Operating Budget
143
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: EMERGENCY MANAGEMENT
OBJECTIVES FOR CURRENT FISCAL YEAR
Work with neighboring cities to organize a regional Emergency Management Summit to bring
together regional first responders, emergency managers, elected officials, businesses, and the
general public to discuss issues related to emergency preparedness, homeland security, and all-
hazards events such as earthquakes, floods, droughts, fires, terrorism, and hazardous waste
incidents that affect our region. This project is expected to be completed by June of 2020. (Minimize
the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and
Prepared Community)
Host the City’s thirdannual Youth Emergency Preparedness Program (YEPP). In addition to
educating youth about emergency preparedness and all-hazardous events that affect the region (i.e.
earthquakes, floods, droughts, fires, terrorism, etc.), participants of the program will receive hands
on experience managing the City’s Emergency Operations Center (EOC) via a simulated tabletop
exercise. This project is expected to be completed by June of 2020. (Minimize the Impact to Life,
Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Update the City’s Emergency Operation Plan (EOP) for 2020 to ensure the most effective allocation
of resources for protection of people and property in time of a Citywide emergency. This project is
(Minimize the Impact to Life, Property, and the Environment
expected to be completed by June of 2020.
from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Continue to develop and implement the City’s Emergency Communications Plan to ensure
immediate assistance and mobilization of resources to aid city residents in the event of a Citywide
emergency. This project is expected to be completed by June of 2020. (Minimize the Impact to Life,
Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Incorporate the City’s Local Hazard Mitigation Plan into the City’s General Plan (Safety Element).
This will allow the city to be eligible to obtain public assistance funding provided by the state through
the California Disaster Assistance Act (CDAA). This project is expected to be completed by June of
. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency
2020
Situations, A Safe and Prepared Community)
Annual Operating Budget
144
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY MANAGER
DIVISION/PROGRAM: EMERGENCY MANAGEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY
FY
Core Five-Year Long Performance
2016-172017-18 2019-20
2018-19
Value Term Goal Measures
ActualsActuals Target
Target
Number of tabletop
functional exercises
provided to allow staff to
become more familiar 2 2 2 2
with procedures, facilities,
and systems used during
an actual emergency.
Minimize the
Impact to Life,
Property, and the
Percentage of staff trained
Environment from
on Emergency 85% 90% 90% 90%
Natural Hazards
Management
and Emergency
Situations
Number of Emergency
A Safe and Prepared Community
Management summits to
educate the public about N/A 2 2 2
“all hazards” that affect
the region.
Annual Operating Budget
145
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY CLERK
MISSION
The City Clerk’s office is committed to serving the needs of the citizens of our community in a neutral and
ethical manner 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
OPEN MEETINGS
ELECTIONS
RECORDS MANAGEMENT
ELECTIONS
Fair Political Practices
Commissions (FPPC)
Filings
Records Services
And
Programs
Legislative
Operations
Boards
And
Commissions
Annual Operating Budget
146
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT
EXPENDITURES BY CATEGORY
2018-192019-20%
d
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
CITY CLERK 120
SALARIES & BENEFITS 752,342826,9648%
OPERATIONS & MAINTENANCE 89,679254,593254,59300.0%
INTERNAL SERVICE FUND ALLOCATIONS 262,462309,311327,09617,7855.75%
Division Total 1,104,4831,390,8681,4,.%
ANALYSIS/COMMENTS
City Clerk: Expenditures are expected to increase by .% due to a cost of living adjustment (COLA) of
3% which will be provided to all eligible employees, according to labor agreements, on July 1, 2019 and
an increase in the Internal Service Fund Allocation for insurance.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
CITY CLERK
Administrative Assistant 1.00 1.00 1.00 -
Director of Legislative Affairs/City Clerk 1.00 1.00 1.00 -
Management Aide III 1.00 1.00 1.00 -
Office Specialist -- - -
Office Specialist II 1.00 1.00 1.00 -
Records Manager 1.00 1.00 1.00 -
Records Technician 1.00 1.00 1.00 -
Total 6.00 6.00 6.00 -
Annual Operating Budget
147
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT
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 board and commission programs related to vacancies, orientation, commission
handbook and Maddy Act compliance.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Conducted first district-based general municipal election for officeholders and/or local measures
that were on the November 2018 ballot. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Conducted biennial review and update of Citywide Conflict of Interest Code pursuant to the Political
Reform Act. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Implemented Citywide Agenda Management System and conduct related trainings for appointed
and elected officials and employees. (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Conduct Request for Proposal process for State and Federal Legislative Consultant Services,
implement agreements consistent with the City’s Legislative Platform and ensure appropriate
advocacy on City’s behalf at the state and federal levels of government. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
Conduct online voter registration drives utilizing iPads at City events, including the annual College
Fair at Promenade Mall, to register and pre-register Temecula residents. (Promote Community
Involvement, Accountable and Responsive City Government)
Provide online access to top requested documents from the Public Works Department through the
City’s website and online records portal. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Annual Operating Budget
148
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY CLERK
DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long
Performance Measures2016-172017-18 2018-192019-20
Value Term Goal
Actuals Actual Target Target
Percentage of Electronic
Delivery of Agenda and 100% 100% 100% 100%
City
Materials
Promote Energy
Efficient Operations
and Development
Number of Electronic
788 798 800 800
WebQA Requests
Sustainable
Foster An
Organizational Percentage of Positions
Structure That Aligns Cross-Trained for
100% 100% 100% 100%
Resources With Departmental Coverage
Demands
Percentage of Public
Records Act Requests
100% 100% 100% 100%
Processed In Statutory Time
Period
Number of Annual Conflict
Provide
of Interest Filings for
Transparency To The
Council, Boards, 78 76 75 75
Public For All
Commissions, and
Government
Employees
Transactions
Percentage of Open
Meeting / Public Notices
100% 100% 100% 100%
Published On or Before
Accountable and Responsive City Government
Statutory Time Period
Annual Operating Budget
149
City of Temecula
Fiscal Year 2019-20
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. The City contracts with Richards, Watson & Gershon to provide City Attorney
and public law services.
ORGANIZATIONAL CHART
Annual Operating Budget
150
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
CITY ATTORNEY
EXPENDITURES BY CATEGORY
2018-192019-20%
d
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
CITY ATTORNEY 130
OPERATIONS & MAINTENANCE 977,221942,300942,30000.0%
Division Total 977,221942,300942,30000.0%
ANALYSIS
City Attorney: Expenditures are projected to stay flat compared to the prior fiscal year.
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.
Annual Operating Budget
151
City of Temecula
Fiscal Year 2019-20
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 DIRECTOR
Jennifer Hennessy
FINANCIAL
FINANCE SUPPORT
BUDGETINGREVENUE
REPORTING
SERVICES
MANAGEMENT
Accounts
Treasury and
ProcurementOperating
Payable
Investments
Accounts
Debt
Capital
Receivable
Administration
Business License and
Cashier
General Ledger
Animal Control
Maintenance
Five Year Forecasting
Contract
Grants
Administration
Administration
Annual Reports
Police and Fire
Contract
Administration
Payroll
Annual Operating Budget
152
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FINANCE
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
FINANCE 140
SALARIES & BENEFITS 1,761,6171,833,2452,01.%
OPERATIONS & MAINTENANCE 133,114242,483226,454(16,029)-6.61%
INTERNAL SERVICE FUND ALLOCATIONS 433,043462,734514,20451,47011.12%
CAPITAL OUTLAY 043,7030(43,703)-100.0%
Division Total 2,327,7742,582,1652,71.%
ANIMAL CONTROL 172
OPERATIONS & MAINTENANCE 460,280425,572475,23549,66311.67%
Division Total 460,280425,572475,23549,66311.67%
ANALYSIS/COMMENTS
Finance: Expenditures areprojected to increase by.4% due to an increase in the Internal Service
Fund Allocations for Insurance and Information Technology, the addition of one full-time project
employee to support the upgrade of the City’s financial software system and the reallocation of
personnel costs from the Police division to the Finance division.
Animal Control: Expenditures are increasing by 11.67% due to an increase in the cost of shelter
operations.
Annual Operating Budget
153
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FINANCE
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
FINANCE
Administrative Assistant -1.00 - -
Accountant I (Confidential) 1.00 0.83 0.83 -
Accounting Assistant 1.00 2.00 2.00 -
Accounting Assistant - Cashier 1.00 1.00 1.00 -
Accounting Manager -- - -
Accounting Specialist -- - -
Accounting Specialist - Payroll -- -
Accounting Technician I 1.00 1.00 1.00 -
Accounting Technician II 1.00 1.00 1.00 -
Business License Specialist/Cashier -- -
Business License Technician 1.00 1.00 1.00 -
Director of Finance 1.00 0.92 0.93 0.01
Fiscal Services Manager 2.00 2.00 2.00 -
Management Analyst -- -
Payroll Coordinator (Confidential) 1.00 1.00 1.00 -
Purchasing Coordinator II -- -
Purchasing Manager 1.00 1.00 1.00 -
Revenue Manager -- - -
Senior Debt Analyst -- -
Senior Management Analyst 0.40 0.60 0.75 0.15
Total 12.40 12.35 12.51 0.16
COMMUNITY FACILITY DISTRICTS
Accountant I (Confidential) - 0.17 0.17 -
Director of Finance - 0.08 0.07 (0.01)
Senior Management Analyst -0.22 - -
Total 0.22 0.25 0.24 (0.01)
Grand Total 12.62 12.60 12.75 0.15
Annual Operating Budget
154
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
SERVICES
Oversee the Citywide coordination of the City’s Annual Operating Budget and Capital Improvement
Program 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.
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 FROM PRIOR FISCAL YEAR
Received awards for the City’s Annual Operating Budget, Capital Improvement Program and
Comprehensive Annual Financial Report. (Foster an Organizational Structure that Aligns Resources with
Demands, Accountable and Responsive City Government)
Achieved clean audit opinions on all financial and program audits for FY2017-18. (Provide
Transparency t o t he Public f or All Government Transactions, Accountable and Responsive City Government)
Implemented new Budgeting software and new Timekeeping system to enhance efficiency,
improve data integrity and reduce staffing costs. (Provide Transparency t o t he Public f or All
Government Transactions, Accountable and Responsive City Government)
Finalized the Citywide Indirect Cost Allocation Plan and Cost of Services Study. (Provide Transparency
t o t he Public f or All Government Transactions, Accountable and Responsive City Government)
Developed implementation team and staffing structure in anticipation of implementing a new
Citywide financial accounting software system. (Provide Transparency t o t he Public f or All Government
Transactions, Accountable and Responsive City Government)
Annual Operating Budget
155
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
OBJECTIVES FOR CURRENT FISCAL YEAR
Apply for and receive awards for the City’s Annual Operating Budget, Capital Improvement
Program and Comprehensive Annual Financial Report. (Foster an Organizational Structure that Aligns
Resources with Demands, Accountable and Responsive City Government)
Develop needs assessment and implementation plan for the future replacement of the City’s
financial accounting software system. (Provide Transparency t o t he Public f or All Government
Transactions, Accountable and Responsive City Government)
Implement Cost of Services Study recommendations, pending Council approval. (Provide
Transparency t o t he Public f or All Government Transactions, Accountable and Responsive City Government)
Implement the upgraded Business License software, Citizen Self Service (CSS) module, to allow for
an improved online Business License application and renewal process. (Provide Transparency t o t he
Public f or All Government Transactions, Accountable and Responsive City Government)
Increase online Business License renewal participation utilizing CSS, with a target goal of 50% of
renewals processed online. (Provide Transparency t o t he Public f or All Government Transactions,
Accountable and Responsive City Government)
Develop Purchasing Administrative Guidelines, and establish emergency/mutual aid agreements as
part of Emergency Operations Planning. (Provide Transparency t o t he Public f or All Government
Transactions, Accountable and Responsive City Government)
Annual Operating Budget
156
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FINANCE
DIVISION/PROGRAM: FINANCE SUPPORT SERVICES
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Term
2016-17 2017-18 2018-19 2019-20
Performance Measures
Value Goal
ActualsActuals Target Target
Purchase orders
2,500 2,112 2,500 2,300
processed
Maintain Overall Sound
Bids processed online
50 40 50 45
Fiscal Policies to Ensure
Long Term Solvency
Purchase orders
processed within two
100% 100% 100% 100%
days
Provide Transparency Monthly Treasurer’s
City Government
to the Public For All Report completed and
100% 100% 100% 100%
Government distributed within 30 days
Accountable and Responsive
Transactions of month-end
Number of business
8,500 7,895 8,300 8,300
Create a Business licenses issued
Friendly Regulatory
Environment
Number of on-line
2,000 2,700 2,700 2,700
Economic
Prosperity
business license renewals
Annual Operating Budget
157
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
MISSION
The Human Resources Department is dedicated to providing quality service to our internal and external
customers, and specifically to the City of Temecula employees of the past, present, and future by
attracting, developing, and retaining a highly-qualified, diverse, positive, and productive workforce. The
Human Resources staff is committed to fostering an environment of trust, objectivity, mutual respect,
collaboration, innovation, open communication, safety, health, compassion, and well-being.
ORGANIZATIONAL CHART
HUMAN RESOURCES
MANAGER
Isaac Garibay
HUMAN RESOURCESRISK MANAGEMENT
Insurance
Administration
Classification and
General Liability
Compensation
Workers’
Employee Benefits
Compensation
Employee Safety
Recruitment,Selection
and Retention
Claims
Administration
Organizational
Development and
Training
Risk Exposure
Employee
Relations
Employee
Wellness Program
Labor Relations
Cost Recovery
Annual Operating Budget
158
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
HUMAN RESOURCES 150
SALARIES & BENEFITS 567,085641,3476,,.%
OPERATIONS & MAINTENANCE 245,010424,323424,8235000.12%
INTERNAL SERVICE FUND ALLOCATIONS 167,443121,347170,48,9040.3%
Division Total 979,5381,187,0171,2,.%
ANALYSIS/COMMENTS
Human Resources: Expenditures are expected to increase by .% due to a cost of living adjustment
(COLA) of 3% which will be provided to all eligible employees, according to labor agreements, on July 1,
2019 and an increase in the Internal Service Fund Allocations for Insurance and Information Technology.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
HUMAN RESOURCES
Administrative Assistant (Confidential) -0.10 - -
Assistant City Manager 0.25 0.25 0.05 (0.20)
Fiscal Services Manager -- -
Human Resources Manager 0.90 0.90 0.80 (0.10)
Human Resources Technician I 1.00 1.00 1.00 -
Office Specialist (Confidential) -- - -
Risk Manager 0.10 0.10 0.50 0.40
Senior Human Resources Analyst --
Senior Management Analyst 1.00 1.00 1.00 -
Senior Office Specialist (Confidential) 1.00 1.00 1.00 -
Total 4.35 4.25 4.35 0.10
Annual Operating Budget
159
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT
SERVICES
Administration: Review, update, and develop policies and procedures to ensure compliance with
public sector labor and employment laws and alignment with Citywide operations and objectives;
prepare and monitor the department’s budget and expenditures; manage and oversee Federal and
State government-mandated compliance programs including Department of Transportation (DOT)
drug/alcohol testing, Department of Motor Vehicles (DMV) pull notice, Department of Justice (DOJ)
LiveScan fingerprinting, and professional license/certificate verifications; maintain employee files
and personnel records; and maintain the City’s Personnel System as outlined in the City’s Municipal
Code.
Classification and Compensation: Conduct objective studies of classifications and labor markets to
ensure City staff is appropriately classified and equitably compensated; and develop and revise
classification specifications to accurately reflect required qualifications, job duties, and scope of
responsibility.
Employee Benefits: Administer retirement plans, health insurance plans, and other City benefits;
update and maintain employee data in HRIS/payroll system; interpret and apply CalPERS
regulations; evaluate and address unemployment insurance claims; and administer COBRA benefits
for separated employees.
Recruitment, Selection and Retention: Coordinate with department managers to conduct
recruitment and testing processes for vacant positions to ensure the hiring of highly qualified
individuals; evaluate recruitment and turnover trends and develop strategies to effectively staff the
organization; assist with organizational restructuring and succession planning efforts; conduct new
employee orientation sessions; and develop and implement retention strategies.
Organizational Development and Training: Coordinate and implement employee training
programs to foster personal and professional development; and manage compliance training
programs in accordance with legal requirements and best practices.
Employee Relations: Administer performance evaluation process and advise management on
performance management issues; counsel and advise employees on personnel matters; oversee
disciplinary actions and appeals; manage and resolve employee grievances; conduct employee
investigations to address and resolve personnel issues; and plan and implement employee
recognition programs.
Labor Relations: Meet and confer with represented employee organizations regarding wages,
hours and other terms and conditions of employment; interpret and apply provisions of the City’s
Personnel Rules and labor contracts; and maintain effective working relationships with employees
and collective bargaining units.
Annual Operating Budget
160
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Developed and Implemented the Citywide Employee Development Training Program. (Foster an
Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
Developed the City’s Workforce Strategic Plan to maximize organizational effectiveness and address
current and future workforce needs. (Foster an Organizational Structure that Aligns Resources with
Demands, Accountable and Responsive City Government)
Updated and published the City’s Personnel Policies and Administrative Guidelines. (Provide
Transparency to the Public for all Government Transactions, Accountable and Responsive City Government)
Implemented the City’s electronic applicant tracking system for all hiring managers to use in the
recruitment process. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable
and Responsive City Government)
Implemented an online onboarding system for new City employees. (Foster an Organizational
Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
Implemented the City’s online testing system to test job applicants. (Foster an Organizational Structure
that Aligns Resources with Demands, Accountable and Responsive City Government)
Developed and implemented an automated workflow for personnel status change approvals. (Foster
an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City
Government)
Participated in regional career fair events to attract qualified candidates to meet staffing needs.
(Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City
Government)
Implemented a dynamic service award program to foster a satisfied, productive and motivated
workforce. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and
Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Ensure all City employees attend customer service training by June 2020. (Foster an Organizational
Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
Implement the City’s electronic performance management system for all City employees by June
2020. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive
City Government)
Provide public access to the City’s class specifications through the online recruitment portal. (Provide
Transparency to the Public for all Government Transactions, Accountable and Responsive City Government)
Train all hiring managers to use the City’s electronic applicant tracking system. (Foster an
Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
Incorporate knowledge, skills and abilities testing in the recruitment process. (Foster an Organizational
Structure that Aligns Resources with Demands, Accountable and Responsive City Government)
Annual Operating Budget
161
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
Value Term Goal Measures
ActualsActualsTargetTarget
Percentage of employees
completing the City of
N/A N/A 30% 100%
Temecula’s Customer
Service Training Program
Percentage of hiring
managers using the City’s
N/A N/A 50% 100%
electronic applicant
tracking system
Foster an Percentage of
Organizational performance evaluations
Structure that completed using the
N/A N/A N/A 100%
Aligns Resources City’s electronic
with Demands performance
management system
Percentage of job
applicant testing
N/A N/A 100% 100%
conducted via the City’s
Responsive City Government
online testing system
Percentage of new
employees using the
N/AN/A30% 100%
City’s online Onboard
portal
Percentage of Personnel
Accountable and
Policies updated and
0% 0% 100% N/A
made available
electronically
Provide
Percentage of
Transparency to
Administrative Guidelines
the Public for all 0% 25% 100% N/A
updated and made
Government
available electronically
Transactions
Percentage of Class
Specifications made
N/A N/A N/A 100%
available to the public
online
Annual Operating Budget
162
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: RISK MANAGEMENT
SERVICES
Insurance: Coordinate with insurance brokers to secure lines of insurance for the City’s liability
and property in excess of the City’s self-insured retention limits.
General Liability: Coordinate with third-party administrators and legal counsel for the cost-
effective resolution of general liability claims and lawsuits.
Workers’ Compensation: Coordinate with third-party administrators and legal counsel to
manage workers’ compensation claims and facilitate the proper treatment and resolution of
employee illnesses and injuries; confer with managers to provide light duty or modified duty as
appropriate; and, assist employees with issues related to workplace injuries and illnesses.
EmployeeSafety andTraining: Establish and maintain a safe and healthy work environment by
maintaining open lines of communication throughout the organization, complying with
established federal, state and local regulations, and implementing best practices in preventing
safety risk.
Claims Administration: Work in unison with Third Party Administrators to process both liability
and workers’ compensation claims against the City.
Cost Recovery: Coordinate with various City departments for the recovery of costs associated
with damage to City-owned property.
Wellness Program: Develop and implement educational and interactive employee wellness
programs designed to prevent workplace injury and illnesses.
Risk Exposure: Administer the City’s general liability program by investigating and evaluating risk
exposure and providing strategies for decreasing the City’s general liability
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Continued to develop, implement and/or update Citywide safety training programs. (Minimize
the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe
and Prepared Community)
Annual Operating Budget
163
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: RISK MANAGEMENT
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to develop, implement and/or update City-wide safety training programs (to prevent
workplace injury and illnesses) through June 2020. (Minimize the Impact to Life, Property, and the
Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Streamline the City’s certificate of insurance management system for internal and external
customers by implementing a web-based approach by June 2020. (Foster an Organizational Structure
that Aligns Resources with Demands, Accountable and Responsive City Government)
Implement the City’s Employee Wellness Program (designed to prevent workplace injury and
illnesses) for all City employees by June 2020. (Foster an Organizational Structure that Aligns Resources
with Demands, Accountable and Responsive City Government)
Continue to develop and implement the City’s Cost Recovery program (for costs associated with
damage to City-owned property) for all affected City departments by June 2020. (Diversify the city’s
revenue base to ensure stability in any economic climate, Accountable and Responsive City Government)
Annual Operating Budget
164
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
HUMAN RESOURCES
DIVISION/PROGRAM: RISK MANAGEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
Value Term Goal Measures
ActualsActualsTargetTarget
Minimize the Number of “all-hazards”
Impact to Life, evacuation drills at N/A 1 2 1
Property, and applicable City facilities
the Environment
Percentage of City-
from Natural
related safety training
Hazards and
programs available to N/A N/A N/A 100%
Community
Emergency
prevent workplace injury
Situations
A Safe and Prepared and illnesses
Percentage of agreement
related certificates of
insurance managed
N/A N/A N/A 75%
through the City’s web-
Foster an
based approach
Organizational
Structure that
Aligns Resources
Number of employee
with Demands
wellness programs
designed to prevent
N/AN/AN/A3
workplace injury and
illness
Diversify the Percentage of applicable
city’s revenue cost recovery cases
base to ensure initiated for costs
N/A N/A N/A 100%
stability in any associated with damage
Accountable and Responsive City Government
economic to City-owned property
climate
Annual Operating Budget
165
City of Temecula
Fiscal Year 2019-20
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
LUKE WATSON
COMMUNITY
CURRENT PLANNING/
LONG RANGE BUILDING AND
SARDA/HOUSINGDEVELOPMENT BLOCK ADMINISTRATION
CODE ENFORCEMENT
PERMIT CENTER
PLANNINGSAFETY
GRANT
Consolidated Plan
General Plan
Inspection ServicesROPS/LRPMP
Nuisance Abatement
Operating Budget
CURRENT PLANNING PERMIT CENTERImplementation
HUD Grant
Weed Abatement
CIP Budget
Administration and
Zoning Ordinance Plan Processing
Development Review
Plan Review
Affordable Housing
Compliance
Development
Processing
Compliance
Procurement and
Permit Issuance
Sub-recipient
CEQA ManagementContract
Sign Abatement
Public Information
Contract
Administration
Real Estate
Administration
Acquisition and
Public
Disposition
Information
Community Public Information
CEQA Management
Engagement
Abandoned Vehicle Public Information
Abatement
Capital Projects
Administration
Solid Waste &
Personnel
Recycling
Administration
Community
Engagement
Grant Writing
Administration
Energy Conservation
Programs
Annual Operating Budget
166
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
d
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
PLANNING 161
SALARIES & BENEFITS 1,310,9521,393,1621,4,.%
OPERATIONS & MAINTENANCE 287,185646,456669,13022,6743.51%
INTERNAL SERVICE FUND ALLOCATIONS 459,018470,046526,24556,19911.96%
Division Total 2,057,1552,509,6642,.%
BUILDING & SAFETY 162
SALARIES & BENEFITS 1,259,9101,552,2511,612,35660,1053.87%
OPERATIONS & MAINTENANCE 247,323415,669358,720(56,949)-13.7%
INTERNAL SERVICE FUND ALLOCATIONS 234,354300,510356,05655,54618.48%
Division Total 1,741,5872,268,4302,327,13258,7022.59%
BUILDING & SAFETY - CODE ENFORCEMENT
SALARIES & BENEFITS 486,502633,826632,684(1,142)-0.18%
OPERATIONS & MAINTENANCE 107,513159,399158,364(1,035)-0.65%
INTERNAL SERVICE FUND ALLOCATIONS 122,051158,484173,11714,6339.23%
Division Total 716,066951,709964,16512,4561.31%
AFFORDABLE HOUSING FUND 165
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 180,681260,716270,5539,8373.77%
OPERATIONS & MAINTENANCE 122,865252,407252,40700.0%
INTERNAL SERVICE FUND ALLOCATIONS 35,75732,50238,4205,91818.21%
Division Total 339,303545,625561,38015,7552.89%
COMMUNITY DEV BLOCK GRANT FUND 140
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 103,055109,385111,6852,3002.1%
OPERATIONS & MAINTENANCE 140,974113,880123,7669,8868.68%
TRANSFERS 711,509812,82532,(489,165)-60.18%
Division Total 955,5381,036,09055,(476,979)-46.04%
Annual Operating Budget
167
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
EXPENDITURES BY CATEGORY (continued)
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
SARDA DEBT SERVICE FUND 380
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 4,396,9646,769,6726,780,32110,6490.16%
TRANSFERS 256,938750,000750,00000.0%
Division Total 4,653,9027,519,6727,530,32110,6490.14%
ANALYSIS/COMMENTS
Planning: Expenditures are expected to increase by .% due to an increase in staff training
and education as well as an increase in the Internal Service Fund Allocation for Insurance and
Information Technology.
Building & Safety: Expenditures are expected to increase by 3.9% due to a cost of living adjustment
(COLA) of 3% which will be provided to all eligible employees, according to labor agreements, on July 1,
2019 and an increase in the Internal Service Fund Allocation for Insurance and Information Technology.
Affordable Housing: Expenditures are expected to increase by 2.89% due to a cost of living adjustment
(COLA) of 3% which will be provided to all eligible employees, according to labor agreements, on July 1,
2019 and an increase in the Internal Service Fund Allocation for Insurance and Information Technology.
CDBG: Expenditures are expected to decline by 46% due to a reduction in the transfer of CDBG funds to
Capital Projects, which vary greatly from one year to the next, based on project activity.
SARDA: Expenditures are expected to remain flat over the prior fiscal year.
Annual Operating Budget
168
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
COMMUNITY DEVELOPMENT - PLANNING
Administrative Assistant 0.65 0.75 0.75 -
Assistant Planner 1.00 1.75 1.75 -
Associate Planner I 2.00 2.00 2.00 -
Associate Planner II - 0.40 0.40 -
Community Development Technician -- - -
Community Dev. Processing Supervisor 0.25 0.10 0.10 -
Community Development Technician I 0.66 0.44 0.20 (0.24)
Community Development Technician II 0.50 0.20 0.20 -
Development Processing Coordinator -- - -
Director of Community Development 0.50 0.45 0.45 -
Economic Development Analyst I -- - -
Management Analyst - Economic Dev. -0.10 - -
Office Specialist II - 0.50 0.50 -
Planning Technician 1.00 1.00 1.00 -
Principal Management Analyst 0.50 0.35 0.35 -
Principal Planner 1.00 1.00 1.00 -
Senior Management Analyst --
Senior Planner 1.00 0.60 0.60 -
Total 9.16 9.54 9.30 (0.24)
COMMUNITY DEVELOPMENT - BUILDING & SAFETY
Administrative Assistant 0.10 0.10 0.10 -
Building Inspector I - 1.00 1.00 -
Building Inspector II 3.00 3.00 3.00 -
Building Official 1.00 1.00 1.00 -
Code Enforcement Officer I 1.00 1.00 1.00 -
Code Enforcement Officer II 1.00 1.00 1.00 -
Community Dev. Processing Supervisor 0.75 0.90 0.90 -
Community Development Technician -- - -
Community Development Technician I 0.68 1.23 1.80 0.57
Community Development Technician II 1.50 1.80 1.80 -
Development Processing Coordinator -- - -
Director of Community Development 0.25 0.25 0.25 -
Office Specialist II - 0.50 0.50 -
Principal Management Analyst 0.10 0.20 0.20 -
Senior Building Inspector 1.00 1.00 1.00 -
Senior Code Enforcement Officer 1.00 0.95 0.95 -
Senior Management Analyst -- -
Senior Office Specialist 2.00 2.00 2.00 -
Total 13.38 15.93 16.50 0.57
Annual Operating Budget
169
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
PERSONNEL ALLOCATION (continued)
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
CDBG
Associate Planner -- - -
Principal Management Analyst 0.13 0.20 0.20 -
Total 0.13 0.20 0.20 -
AFFORDABLE HOUSING
Administrative Assistant 0.25 0.15 0.15 -
Assistant Planner - 0.25 0.25 -
Associate Planner II 0.25 0.35 0.35 -
Director of Community Development 0.25 0.25 0.25 -
Principal Management Analyst 0.27 0.20 0.20 -
Senior Planner - 0.35 0.35 -
Total 1.02 1.55 1.55 -
SERVICE LEVEL D
Associate Planner II 0.75 0.25 0.25 -
Director of Community Development - 0.05 0.05 -
Principal Management Analyst - 0.05 0.05 -
Senior Planner - 0.05 0.05 -
Total 0.75 0.40 0.40 -
Grand Total 24.44 27.62 27.95 0.33
Annual Operating Budget
170
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
SERVICES
Provide planning related analysis and recommendations to community, City staff, City Commissions
and City Council for issues related to current and future development.
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.
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 FROMPRIOR FISCAL YEAR
Updated the Uptown Temecula Specific Plan and Sidewalk Guidelines. (Create a Business Friendly
Regulatory Environment, Economic Prosperity)
Updated the City’s Massage Ordinance in accordance with State legislation. (Create a Business
Friendly Regulatory Environment, Economic Prosperity)
Completed and adopted an Affordable Housing Overlay Zone and Density Bonus Ordinance in
accordance with State legislation by June 2019. (Create a Business Friendly Regulatory Environment,
Economic Prosperity)
Completed the community outreach process on short-term rentals and draft an ordinance defining
regulations on the issue. (Create a Business Friendly Regulatory Environment, Economic Prosperity)
Implemented the 2017 State Housing Package Legislation. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive City Government)
In compliance with state legislation, adopted an Outdoor Vendor Cart ordinance. (Create a Business
Friendly Regulatory Environment, Economic Prosperity)
Annual Operating Budget
171
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued)
Completed the 2018 annual Housing Element Report and submitted it to the State Department of
Housing and Community Development. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Adopted a Collection Container Ordinance. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Successful at securing technical and financial assistance from the Southern California Association
of Governments for the implementation of SB 743.
(Maintain Overall Sound Fiscal Policies to Ensure
Long Term Solvency, Accountable and Responsive City Government)
Coordinated charrettes with staff and Mount San Jacinto for the future planning of the higher
education campus. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
th
Held the 7annual Bike to Work Day. (Provide Signature Special Events and Cultural Opportunities,
Healthy and Livable City)
In coordination with TCSD, held a National Trails Day event at the Santa Margarita Ecological
Reserve. (Provide Signature Special Events and Cultural Opportunities, Healthy and Livable City)
In coordination with Public Works, completed design of a Bicycle Pump Track at Ronald Reagan
Sports Park. (Maintain a Safe and Family Friendly Oriented Environment, Healthy and Livable City)
Completed a small cell wireless facility urgency ordinance. (Create a Business Friendly Regulatory
Environment, Economic Prosperity)
OBJECTIVES FOR CURRENT FISCAL YEAR
Complete and adopt a Valet Ordinance, establishing regulations to allow valet parking throughout
the City by June 2020. (Create a Business Friendly Regulatory Environment, Economic Prosperity)
Amend Citywide Design Guidelines. (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
Continue to implement the 2017 State Housing Package Legislation. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
In coordination with Public Works, complete the construction of the Bicycle Pump Track at Ronald
Reagan Sports Park. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Complete the Old Town Parking Study. (Create a Business Friendly Regulatory Environment, Economic
Prosperity)
Apply for funding under Senate Bill 2 to update the City’s Housing Element. (Maintain Overall Sound
Fiscal Policies to Ensure Long Term Solvency, Accountable and Responsible City Government)
Annual Operating Budget
172
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: LONG RANGE PLANNING
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
Value Term Goal Measures
ActualsActualsTargetTarget
Provide Housing For All Number of Housing
Income Types In The Element Programs 5 5 5 5
City
Community completed
Healthy and Livable
Connect The City
Through Number of miles of
10 10 10 10
A Series Of Trails And bike lanes striped
Walkways
Connectivity
Mobility and
Transportation
Annual Operating Budget
173
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
In coordination with developers, completed the entitlement process for the proposed Promenade
Mall Transit Center to expand transit services. (Create a Business Friendly Regulatory Environment,
Economic Prosperity.)
Continued to provide free pre-application services for potential developments in the community.
(Create a Business Friendly Regulatory Environment, Economic Prosperity.)
Held quarterly coordination meetings with Pechanga to discuss on-going projects. (Create a Business
Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, completed the entitlement process for five residential projects –
including Temecula Village Apartments, Paseo del Sol, Roripaugh Ranch, Seraphina, and Vine Creek
for a total of 1065 housing units. (Create a Business Friendly Regulatory Environment, Economic
Prosperity.)
(Create a
In coordination with the developer, completed the entitlement process for three hotels.
Business Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, completed the entitlement process for Town Square Market
Place, a Development Plan to allow for the construction of an approximately 87,280 square foot
commercial center. (Create a Business Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, completed the entitlement process for a Development Plan for
the construction of a two-story, approximately 18,621 square foot office building. (Create a Business
Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, completed the entitlement process for a Development Plan for
(Create a Business
the construction of an approximately 30,978 square foot industrial building.
Friendly Regulatory Environment, Economic Prosperity.)
Conducted approximately 35 public hearings. (Create a Business Friendly Regulatory Environment,
Economic Prosperity.)
Assisted approximately 11,000 visitors at the Permit Center. (Create a Business Friendly Regulatory
Environment, Economic Prosperity.)
Annual Operating Budget
174
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CURRENT PLANNING ANDPERMIT CENTER
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to provide free pre-application services for potential developments in the community.
(Create a Business Friendly Regulatory Environment, Economic Prosperity.)
Continue to holdquarterly coordination meetings with Pechanga to discuss on-going projects. (Create
a Business Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, complete the entitlement process for a proposed luxury car
dealership. (Create a Business Friendly Regulatory Environment, Economic Prosperity.)
In coordination with the developer, complete the home product review for Sommers Bend (former
Roripaugh Ranch). (Create a Business Friendly Regulatory Environment, Economic Prosperity.)
Annual Operating Budget
175
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FYFYFY
2016-17 2017-182018-192019-20
Core Five-Year Long Performance
ActualsActualsTargetTarget
Value Term Goal Measures
Percentage of applicants
receiving approval letter
and Conditions of Approval 100% 100% 100% 100%
within 3 business days of
project approval
Percentage of Building
Department plan checks
completed within 12
business days for first 100% 100% 100% 100%
submittals and within 7
business days for
subsequent submittals
Provide Transparency
Percentage of plan checks
To The Public For All
reviewed for Land
Government
Development by Planning
Transactions
completed within 15
100% 100% 100% 100%
business days for first
submittals and within 10
business days for
subsequent submittals
Accountable and Responsive City Government
Percentage of Notice of
Exemption and Notice of
Determination filings sent to
the Riverside County
100% 100% 100% 100%
Recorder within 3 business
days of project approval for
CEQA exempt projects
Annual Operating Budget
176
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Continued to improve and promote the online building inspection request program. (Provide
Transparency to the Public for All Government Transactions, Accountable and Responsive City Government)
Increased public awareness and educate developers by holding a developer workshop on
(Promote Community Involvement, Accountable
California Energy Code changes and ADA regulations.
and Responsive City Government)
In coordination with the developer, completed plan check and inspections for the development of:
o iA- Robotics, a 31,000 square foot industrial building;
o Three hotels including Best Western, Home 2 Suites, and Hilton Garden Inn
o Gateway to Temecula
o Cheesecake Factory
o RTA Transit Center
(Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency
Situations, A Safe and Prepared Community)
In coordination with the developer, completed plan check for the development of:
o Temecula Medical Office Building II
o Mexico Café
o Three story commercial building for Subaru
(Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency
Situations, A Safe and Prepared Community)
Conducted approximately 19,000 inspections, issued approximately 3,000 permits, and issued
(Minimize the Impact to Life, Property, and the
approximately 400 certificates of occupancy.
Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Annual Operating Budget
177
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: BUILDING & SAFETY
OBJECTIVES FOR CURRENT FISCAL YEAR
Certify an additional building inspector as a California Certified Accessibility Specialist to assist
developers in ADA compliance.
(Minimize the Impact to Life, Property, and the Environment from
Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Continue to coordinate with IT to increase the number of permits that can be applied for online
through our Citizen Access Portal (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
Increase public awareness and educate developers by holding a developer workshop on California
Energy Code changes and ADA regulations. (Promote Community Involvement, Accountable and
Responsive City Government)
In coordination with the developer, complete the plan check for the following:
o Cypress Ridge, a 245 residential development.
o Pedestrian Bridge at Roripaugh Ranch Phase II
o America’s Tire Depot
o 2-story Medical Office Building on 43980 Margarita Rd.
o New Facade Upgrade at Palomar Village
o 29 Room Hotel at Galway House
o Temecula Health Care Building on Campanula
(Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency
Situations, A Safe and Prepared Community)
Update the Temecula Municipal Code to include the 2019 Building Code Update. (Minimize the
Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and
Prepared Community)
Annual Operating Budget
178
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: BUILDING & SAFETY
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Term
Performance Measures 2016-17 2017-18 2018-19 2019-20
ValueGoal
Actuals Actuals TargetTarget
Complete all photo-voltaic
plan checks within 72 100% 100% 100% 100%
Provide Transparency To
hours
The Public For All
Government
Number of workshops
Transactions
provided for active
2 1 1 1
developers in the City
20 per 20 per 20 per 20 per
Number of inspections per
person/ person/ person/ person/
Government
Foster An Organizational person, per day
dayday day day
Structure That Aligns
Resources With
Length of time customers
72 48 48 48
Demands
must wait for next
hours hours hours hours
Accountable and Responsive City
available inspection
Annual Operating Budget
179
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Decreased the number of non-operable vehicles in the City. (Minimize the Impact to Life, Property,
and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Increased public awareness of nuisance issues via the City website, social media, and public
outreach. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Collaborated with Community Services and Law Enforcement on the implementation of the
Responsible Compassion Program. (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
Conducted 3,300 inspections and opened approximately 1,500 cases. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to decrease the number of non-operable vehicles in the City. (Minimize the Impact to Life,
Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Continue to increase public awareness of nuisance issues via the City website, social media, and
public outreach. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Continue to collaborate with Community Services and Law Enforcement on the implementation of
the Responsible Compassion Program. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Annual Operating Budget
180
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: CODE ENFORCEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
DIVISION/PROGRAM: CODE ENFORCEMENT
FY FY FY FY
Core
Five-Year Long Term Goal Performance Measures 2016-17 2017-18 2018-19 2019-20
Value
PERFORMANCE MEASURESFOR CURRENT FISCAL YEAR
Actuals Actuals Target Target
Number of brochures
Provide Transparency To The
created for common code
Public For All Government 0 1 1 1
violations, in order to create
Transactions
public awareness
Government
Responsive City
Accountable and
Continue To Aggressively Number of hours for
Mitigate Graffiti And turnaround time for graffiti 48 48 48 48
Vandalism abatement
Percentage of weed
abatement cases
Minimize The Impact To Life, successfully resolved prior
95% 95% 95% 95%
to placing a lien on the
Property, And The
property
Environment From Natural
Hazards And Emergency
Situations
Percentage of code cases
that are resolved and closed
80%80%80%80%
A Safe and Prepared Community
within 3 weeks
Annual Operating Budget
181
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Completed successful turnover of oversight of the Successor Agency to the Redevelopment Agency
to the County of Riverside. (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
Partnered with BRIDGE Housing to execute a Solar Agreement for Madera Vista residents, reducing
their utility costs. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Partnered with Affirmed Housing for the re-syndication, rehabilitation, and refinancing of Mission
VillageApartments. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Submitted the Recognized Obligation Payment Schedule (ROPS) and budget to the Riverside
County Oversight Board. (Provide Transparency to the Public for All Government Transactions,
Accountable and Responsive City Government)
In conjunction with Current Planning and the developer, partnered with Pacific West Communities
to complete the entitlement process for 60 affordable housing units. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Enter into a disposition and development agreement with one or more developers for the
construction of affordable housing. (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency,
Accountable and Responsive City Government)
Submit the Recognized Obligation Payment Schedule (ROPS) and budget to the Riverside County
Oversight Board. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Annual Operating Budget
182
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: SARDA/HOUSING
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Term
Performance Measures2016-17 2017-18 2018-19 2019-20
ValueGoal
Actuals Actuals Target Target
Number of agreements with
City
an affordable housing
Provide Housing For All
developer for the use of
Income Types In The
0 0 1 1
available Tax Allocation
Community
Bond proceeds
Livable
Healthy and
Annual Operating Budget
183
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
SERVICES
Administer the Community Development Block Grant (CDBG) program 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 (HUD).
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.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Funded public service providers including the Assistance League of California, Boys and Girls Clubs
of Southwest County, Fair Housing Council of Riverside County, Hospice of the Valleys, Safe
Alternatives for Everyone, Voices for Children, Canine Support Team, City of Temecula Homeless
Diversion Program, and VNW Circle of Care. (Maintain a Safe and Family Oriented Environment, Healthy
and Livable City)
Funded CIP projects such as Critical Home Maintenance and Repairs Program and ADA Transition
Plan implementation projects. (Provide Highly Functional and Sustainable City Facilities and
Infrastructure, Accountable and Responsive Government)
Completed the 2017-18 Consolidated Annual Performance and Evaluation Report (CAPER) and
submit to HUD. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Completed and adopted the 2019-20Annual Action Plan and submittedto HUD. (Provide
Transparency to the Public for All Government Transactions, Accountable and Responsive City Government)
Satisfied HUD’s timeliness requirement. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Annual Operating Budget
184
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
OBJECTIVESFOR CURRENT FISCAL YEAR
Fund public service providers including the Assistance League of California, Boys and Girls Clubs of
Southwest County, Fair Housing Council of Riverside County, Hospice of the Valleys, Safe
Alternatives for Everyone, Voices for Children, Canine Support Team and City of Temecula
Homeless Diversion Program. (Maintain a Safe and Family Oriented Environment, Healthy and Livable
City)
Fund CIP projects such as Critical Home Maintenance and Repairs Program and ADA Transition
Plan implementation projects. (Provide Highly Functional and Sustainable City Facilities and
Infrastructure, Accountable and Responsive Government)
Satisfy HUD’s timeliness requirement. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Update the Citizen Participation Plan. (Provide Transparency to the Public for All Government
Transactions, Accountable and Responsive City Government)
Complete the 2018-19 Consolidated Annual Performance and Evaluation Report (CAPER) and
submit to HUD. (Provide Transparency to the Public for All Government Transactions, Accountable and
Responsive City Government)
Complete and adopt the 2020-21 Annual Action Plan and submit to HUD. (Provide Transparency to
the Public for All Government Transactions, Accountable and Responsive City Government)
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long
Performance Measures 2016-17 2017-18 2018-19 2019-20
ValueTerm Goal
ActualsActualsTargetTarget
Number of objectives
completed for the Five-
3 1 1 3
Year Consolidated Plan
Provide Transparency
To The Public For All
Government
Transactions
Number of HUD timeliness
Government
1 0 1 1
Responsive City
tests met.
Accountable and
Annual Operating Budget
185
City of Temecula
Fiscal Year 2019-20
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’s 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 FROMPRIOR FISCAL YEAR
Completed all reports for external agencies on time. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive city Government)
Prepared balanced department Annual Operating Budget and Capital Improvement Program.
(Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City
Government)
Processedall agenda packets for Director’s Hearings, Old Town Local Review Board, Planning
Commission, and Oversight Board for the Successor Agency to the Redevelopment Agency in
accordance with their established and required deadlines. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive City Government)
Posted all notices for public hearings in accordance to legal requirements. (Provide Transparency to
the Public for All Government Transactions, Accountable and Responsive City Government)
Coordinated with IT on the implementation of the Citizens Access Portal to streamline the
permitting and application process. (Create a Business Friendly Regulatory Environment, Economic
Prosperity)
(Create a Business Friendly
Responded to approximately 900 public inquiries through MyCivic App.
Regulatory Environment, Economic Prosperity)
Processed approximately 230 public records requests. (Create a Business Friendly Regulatory
Environment, Economic Prosperity)
Annual Operating Budget
186
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
COMMUNITY DEVELOPMENT
DIVISION/PROGRAM: ADMINISTRATION
OBJECTIVES FOR CURRENT FISCAL YEAR
Complete all reports for external agencies on time. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive City Government)
Prepare balanced department Annual Operating Budget and Capital Improvement Program.
(Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City
Government)
Process all agenda packets for Director’s Hearings, Old Town Local Review Board, Planning
Commission, and Oversight Board for the Successor Agency to the Redevelopment Agency in
accordance with their established and required deadlines. (Provide Transparency to the Public for All
Government Transactions, Accountable and Responsive City Government)
Post all notices for public hearings in accordance to legal requirements. (Provide Transparency to the
Public for All Government Transactions, Accountable and Responsive City Government)
Continue to coordinate with IT on the implementation of the Citizens Access Portal to streamline
the permitting and application process. (Create a Business Friendly Regulatory Environment, Economic
Prosperity)
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
Value Term Goal Measures
Actuals Actuals Target Target
Provide Transparency
To The Public For All Percentage of reports
Government completed on time for 100% 100% 100% 100%
Transactions external agencies
Foster And
Organizational Percentage of performance
Responsive
Structure That Aligns evaluations given within 30
100% 100% 100% 100%
Accountable and
City Government
Resources With days of the review period
Demands
Annual Operating Budget
187
City of Temecula
Fiscal Year 2019-20
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
Patrick Thomas
ENGINEERING MAINTENANCE
PARK AND
FACILITY
CAPITAL PROJECTS STREET
LAND TRAFFIC
LANDSCAPE
MAINTENANCE
ADMINISTRATIONMAINTENANCE
DEVELOPMENTENGINEERING
MAINTENANCE
Park/Trail
Permits and
Project
Traffic/Safety
Asphalt/Concrete Building
Maintenance
Development Development,
Commission
Maintenance
Maintenance and
Inspection
Management, and
Rehab
Inspection
Median and Slope
Speed Surveys
Signing/Striping
FEMA Project and
Maintenance
Old Town Facilities
Floodplan
Grant Application
Administration
and Administration
Traffic Signal
Tree Trimming and
Facility Landscape
Maintenance and
Weed Abatement
Custodial Services
Maintenance
Timing
Plans and
Bond Administration
Specifications
and Map Recordation
Drainage Channels/
Public Service
Traffic Analysis and
Plan Check Review
Catch Basins
Requests
Census
Requests for
NPDES Compliance
Proposals and Public
CIP Projects
Special Events
and Inspection
Public Service
Public Service Bidding
and Emergency
Requests and Graffiti
Requests
Response
Removal
Special Events and
Assessment
Development Plans
Emergency Service
Traffic Impact
and CFD Districts
Check and Review
Responses
Special Events and
Analysis/Review
Conditions
Emergency Service
Measure A and
Response
TUMF
Traffic Control Plans
Planning Commission
Administration
Annual Operating Budget
188
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
LAND DEVELOPMENT 163
SALARIES & BENEFITS 1,309,9461,301,6991,384,60082,9016.37%
OPERATIONS & MAINTENANCE 46,936174,685174,205(480)-0.27%
INTERNAL SERVICE FUND ALLOCATIONS 309,731285,271340,16854,89719.24%
Division Total 1,666,6131,761,6551,898,973137,3187.79%
PUBLIC WORKS 164
PUBLIC WORKS - NPDES COMPLIANCE
SALARIES & BENEFITS 316,382302,644298,742(3,902)-1.29%
OPERATIONS & MAINTENANCE 467,051866,340751,371(114,969)-13.27%
CAPITAL OUTLAY 0150,000250,000100,00066.67%
Division Total 783,4331,318,9841,300,113(18,871)-1.43%
PUBLIC WORKS - OLD TOWN MAINTENANCE
SALARIES & BENEFITS 32,90528,50859,83731,329109.89%
OPERATIONS & MAINTENANCE 155,707194,937187,237(7,700)-3.95%
Division Total 188,612223,445247,07423,62910.57%
PUBLIC WORKS - STREETS MAINTENANCE
SALARIES & BENEFITS 1,290,5001,311,3531,3,,.%
OPERATIONS & MAINTENANCE 1,217,4521,540,5721,389,049(151,523)-9.84%
INTERNAL SERVICE FUND ALLOCATIONS 711,930801,228855,03953,8116.72%
CAPITAL OUTLAY 035,0780(35,078)-100.0%
Division Total 3,219,8823,688,2313,(,)-.%
PUBLIC WORKS - TRAFFIC
SALARIES & BENEFITS 673,455774,329793,52619,1972.48%
OPERATIONS & MAINTENANCE 253,801329,758329,75800.0%
Division Total 927,2561,104,0871,123,28419,1971.74%
CIP PUBLIC WORKS 165
SALARIES & BENEFITS 1,423,9982,196,9582,082,507(114,451)-5.21%
OPERATIONS & MAINTENANCE 197,98679,82979,214(615)-0.77%
INTERNAL SERVICE FUND ALLOCATIONS 239,754229,402255,81626,41411.51%
Division Total 1,861,7382,506,1892,417,537(88,652)-3.54%
Annual Operating Budget
189
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
EXPENDITURES BY CATEGORY (continued)
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
PARKS MAINTENANCE 167
SALARIES & BENEFITS 851,0261,027,956899,930(128,026)-12.45%
OPERATIONS & MAINTENANCE 2,711,9452,778,2802,837,84759,5672.14%
INTERNAL SERVICE FUND ALLOCATIONS 227,152200,539220,73020,19110.07%
Division Total 3,790,1234,006,7753,958,507(48,268)-1.2%
MEASURE A FUND 170
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 795,3722,008,5412,008,54100.0%
TRANSFERS 4,455,2214,057,6682,663,839(1,393,829)-34.35%
Division Total 5,250,5936,066,2094,672,380(1,393,829)-22.98%
DEVELOPMENT IMPACT FEES FUND 120
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 11,7900000.0%
TRANSFERS 3,123,7488,173,85513,086,5014,912,64660.1%
Division Total 3,135,5388,173,85513,086,5014,912,64660.1%
ANALYSIS/COMMENTS
Land Development: Expenditures are expected to increase by 7.79% due to a cost of living adjustment
(COLA) of 3% which will be provided to all eligible employees, according to labor agreements, on July 1,
2019 and an increase in the Internal Service Fund Allocations for Insurance and Information Technology.
Public Works: Expenditures are expected to %
CIP Administration: Expenditures are expected to decrease by 3.54% due to two retirement
vacancies that were subsequently budgeted at a lower step rate and the addition of one full-
time benefitted Office Specialist ll.
Parks Maintenance: Expenditures are expected to decrease by 1.2% due to the reallocation of
personnel costs from Parks Maintenance to Service Levels.
Annual Operating Budget
190
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
ANALYSIS/COMMENT (Continued)
Measure A:Expenditures are expected to decrease by 22.98% due to a reduction in the transfer of
Measure A funds, which can vary greatly from one year to the next based on capital project activity.
Development Impact Fees: Expenditures are expected to increase by 60.1% due to an increase in the
transfer of DIF funds, which can vary greatly from one year to the next based on capital project activity.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
PUBLIC WORKS - LAND DEVELOPMENT
Administrative Assistant 0.25 0.25 0.25 -
Assistant Engineer II -1.00 - -
.00
Associate Civil Engineer 2.00 1.00 1.00
Associate Engineer I - 1.00 1.00 -
Associate Engineer II 1.00 1.00 2.00 1.00
Community Development Technician - - -
Community Development Technician I 0.66 0.33 - (0.33)
Community Development Technician II -- - -
Junior Engineer -- - -
Maintenance Supervisor -0.05 - -
Office Specialist -- - -
Office Specialist I 0.65 0.60 0.60 -
Principal Civil Engineer -
(Underfill as Senior Civil Engineer) 0.90 1.00 1. 00 -
Director of Public Works 0.15 0.15 0.15 -
Public Works Inspector I 0.90 0.90 - (0.90)
Public Works Inspector Il -- 0.90 0.90
Senior Civil Engineer - 1.00 - (1.00)
Senior Management Analyst 0.10 0.10 - (0.10)
Principal Management Analyst -- 0.10 0.10
Senior Public Works Inspector 1.40 0.70 0.70 -
Special Projects Engineer -- - -
Total 9.06 8.03 .70 0.67
Annual Operating Budget
191
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
PERSONNEL ALLOCATION (Continued)
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
PUBLIC WORKS
Administrative Assistant 0.40 0.40 0.40 -
Assistant Engineer II - 1.00 1.00 -
Associate Civil Engineer --
Associate Engineer -- - -
Associate Engineer I -1.00 - -
Associate Engineer II 2.00 2.00 1.00 (1.00)
Custodian I 0.10 0.05 0.05 -
Custodian II - 0.05 0.05 -
Director of Public Works 0.40 0.40 0.40 -
Field Supervisor - Facilities - 0.10 0.10
Lead Maintenance Worker 4.00 2.92 2.96 0.04
Lead Maintenance Worker-Facilities 0.10 0.10 0.10 -
Maintenance Manager 1.05 0.98 0.98 -
Maintenance Supervisor 0.50 0.05 1.05 1.00
Maintenance Worker -- - -
Maintenance Worker I 3.00 2.88 1.92 (0.96)
Maintenance Worker II 2.00 2.00 2.00 -
Management Assistant - 0.25 0.25 -
Office Specialist -- - -
Office Specialist I 0.35 0.40 - (0.40)
Office Specialist II 0.80 0.80 1.20 0.40
Principal Management Analyst -- 0.40 0.40
Principal Civil Engineer -0.10 - -
Public Works Inspector -- - -
Public Works Inspector I 0.10 0.10 - (0.10)
Public Works Inspector ll -- 0.10 0.10
Senior CIP Specialist -- -
Senior Engineer -- - -
Senior Management Analyst 0.40 0.40 - (0.40)
Senior Office Specialist 1.00 1.15 1.15 -
Senior Public Works Inspector 0.50 0.25 0.25 -
Senior Signal Technician 2.00 1.00 1.00 -
Signal Technician I - 1.00 1.00 -
Total 19.80 18.18 1.36 0.18
Annual Operating Budget
192
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
PERSONNEL ALLOCATION (Continued)
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant 0.30 0. 30 0.30 -
Assistant Engineer - - -
Associate Civil Engineer 2.00 2. 00 2.00 -
Associate Engineer - - -
Associate Engineer I 1.00 - -
Associate Engineer II 1.00 3. 00 3.00 -
Construction Manager 1.00 1. -00 (1.00)
Director of Public Works 0.25 0. 25 0.25 -
Maintenance Supervisor 0.05 - -
Office Specialist - - -
Office Specialist - - 1.00 1.00
Principal Civil Engineer 1.00 1. 00 1.00 -
Principal Engineer - - -
Principal Management Analyst - - 0.45 0.45
Public Works Inspector II - 1. 00 1.00 -
Senior CIP Specialist - - -
Senior Civil Engineer 2.00 2. 00 2.00 -
Senior Engineer - - -
Senior Management Analyst 0.45 0. 45 (0.45)
Senior Public Works Inspector 1.10 1. 05 1.05 -
Total 10.15 12.05 12.05-
PARKS MAINTENANCE
Director of Public Works 0.10 0. 10 0.10 -
Facility Services Manager - - - -
Landscape Inspector - - - -
Landscape Inspector ll - - 0.75 0.75
Lead Maintenance Worker 2.00 2. 00 2.00 -
Maintenance Manager - - - -
Maintenance Supervisor 0.40 - 0.95 0.95
Maintenance Worker - 1. 00 1.00
Maintenance Worker II 2.00 2. 00 1.00 (1.00)
Management Assistant 0.50 0. 25 0.25 -
Office Specialist - - - -
Office Specialist II 0.20 0. 20 0.20 -
Park/Landscape Maintenance Supervisor 0.72 1. -80 (1.80)
Senior CIP Specialist - - -
Senior Landscape Inspector 0.60 0. 60 0.60 -
Senior Office Specialist 0.35 0. 15 0.15 -
Total 6.87 7. 10 7.00 (0.10)
Grand Total 45.88 45.36 46.11 0.75
Annual Operating Budget
193
City of Temecula
Fiscal Year 2019-20
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 NPDES permit for construction activities and
the Municipal Separate Storm Sewer System (MS4) permit to ensure compliance with local, State
and Federal mandates.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Updated the City specific WQMP Guidelines and template to be consistent with the MS4 permit.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government)
Established benefits and costs associated with possible implementation of a City Vertical Control
Network. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government)
Reviewed fee structure and procedures of the Encroachment Permit application and process.
(Maintain Overall Sound Fiscal Policies, Accountable and Responsive City Government)
Continued updating the JRMP to meet requirements of the 2015 MS4 Permit. (Provide Highly
Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Annual Operating Budget
194
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: LAND DEVELOPMENT
ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued)
Continue meeting with Co-Permittees of the MS4 permit to determine most cost-effective means of
implementation of requirements of the WQIP for the City of Temecula. (Maintain Overall Sound Fiscal
Policies, Accountable and Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue to update the City specific WQMP Guidelines and template to be consistent with the MS4
permit.(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government)
Establish plan of implementation and standards for a City Vertical Control Network as part of the
development process. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,
Accountable and Responsive City Government)
Implement updated procedures of the Encroachment Permit application and process. (Maintain
Overall Sound Fiscal Policies, Accountable and Responsive City Government)
Continue updating the JRMP to meet requirements of the 2015 MS4 Permit. (Provide Highly Functional
and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Continue meeting with Co-Permittees of the MS4 permit to determine most cost-effective means of
(Maintain Overall Sound Fiscal
implementation of requirements of the WQIP for the City of Temecula.
Policies, Accountable and Responsive City Government)
Revise the Engineering and Construction Manual to meet current processes. (Provide Highly Functional
and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Implement the electronic review process for engineering submittals, establish standards and
guidelines for electronic review and develop processes to be followed. (Provide Highly Functional and
Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Continue working with City Clerk’s Office on “Top Requested Documents” project and implement
“self-service” access to online record drawings, plans, maps and other public documents. (Provide
transparency to the public for all government transactions; Accountable and Responsive City Government)
Annual Operating Budget
195
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: LAND DEVELOPMENT
PERFORMANCE MEASURES FOR CURRENTFISCAL YEAR
FY FYFYFY
Core Five-Year Long Performance
2016-172017-182018-192019-20
Value Term Goal Measures
ActualsActualsTargetTarget
Percentage of development
reviews completed within the
100% 100% 100% 100%
established Community
Development turn-around time
Percentage of plan checking
reviews completed within the
established City turn-around
time for legal documents, final
100% 100% 100% 100%
maps, Water Quality
Management Plans, grading and
Provide Highly
improvement plans.
Functional And
Percentage of onsite inspections
Sustainable City
completed timely and effectively
Facilities And
100% 100% 100% 100%
for private development and
Infrastructure
NPDES
Percentage of permits issued
within a reasonable time for
100% 100% 100% 100%
grading, haul routes and
encroachment activities
Accountable and Responsive City Government
Percentage of timely assistance
provided to the general public at
100% 100% 100% 100%
the public counter and phone
inquiries
Annual Operating Budget
196
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: TRAFFIC ENGINEERING
SERVICES
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.
Ensure neighborhood and school areas 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 FROMPRIOR FISCAL YEAR
Implemented Bicycle and Pedestrian Safety Improvements including bike lanes, bike lane buffers
and marked pedestrian crossings at controlled intersections. (Connect the City through a Series of Trails
and Walkways; Transportation Mobility and Connectivity)
Installed Traffic Signal Improvements at various intersections including protected/permissive traffic
signal operation. (Proactively Address Traffic Improvements; A Safe and Prepared Community).
Upgraded City’s Closed Circuit Television Camera and Communication Infrastructure including PTZ
cameras and surveillance cameras at 25 locations, fiber optic cable reconfiguration, and
modifications to Traffic Operations Center (TOC). (Proactively Address Traffic Improvements; A Safe and
Prepared Community).
Implemented High Visibility Pedestrian Crossing Signage at mid-block uncontrolled intersection
adjacent to Great Oak High School. (Proactively Address Traffic Improvements; A Safe and Prepared
Community).
Utilized the City’s Neighborhood Traffic Calming Program to Implement Traffic Calming Measures
to improve traffic safety in various neighborhoods to include residential stop signs, V-Calm signs
and traffic striping. (Proactively Address Traffic Improvements; A Safe and Prepared Community).
Annual Operating Budget
197
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: TRAFFIC ENGINEERING
OBJECTIVES FOR CURRENT FISCAL YEAR
Implement additional Bicycle and Pedestrian Safety Improvements. (Proactively Address Traffic
Improvements, A Safe and Prepared Community)
Install Traffic Signal Improvements at Various Intersections Citywide. (Proactively Address Traffic
Improvements, A Safe and Prepared Community)
Utilizing the Highway Safety Improvement Program (HSIP) Cycle 7 Funding, upgrade Traffic Signal
Controllers, Closed Circuit Television Cameras and Communication Equipment. (Provide Functional and
Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Utilizing the Highway Safety Improvement Program (HSIP) Cycle 9 Funding upgrade Pedestrian Signal
Devices, including the installation of pedestrian countdown signal heads, ADA compliant pedestrian
pushbutton equipment and upgrades to traffic signal controllers to improve safety and operations at
(Provide Functional and Sustainable City Facilities and Infrastructure,
signalized intersections Citywide.
Accountable and Responsive City Government)
Utilizing the Highway Safety Improvement Program (HSIP) Cycle 9 Funding upgrade and modify
Traffic Signal Operation and install protected/permissive traffic signal heads, on new signal poles and
signal mast arms, relocate existing equipment and modify existing striping and raised medians traffic
lights at various intersections by June 2020.(Proactively Address Traffic Improvements, A Safe and
Prepared Community)
Implement High Visibility Pedestrian Crossing Signageat high volume mid-block and uncontrolled
intersections. (Proactively Address Traffic Improvements, A Safe and Prepared Community)
Utilize the City’s Neighborhood Traffic Calming Program to implement additional Traffic Calming
Measures, including stop signs, traffic striping and V-Calm signs. (Utilize Effective Traffic Enforcement,
Traffic Monitoring, and Planning Processes to Ensure the Safety of Temecula Motorists; Transportation Mobility
and Connectivity)
Complete conversion to new Advanced Traffic Management System (ATMS) “Transparity” and enter
(Utilize Effective Traffic Enforcement, Traffic
into Data Sharing Agreement for traffic signal timing data.
Monitoring, and Planning Processes to Ensure the Safety of Temecula Motorists; Transportation Mobility and
Connectivity)
Prepare traffic signal equipment data for use in Asset Management Program. (Actively Maintain and
Preserve City Assets and Infrastructure; A Sustainable City)
Annual Operating Budget
198
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: TRAFFIC ENGINEERING
PERFORMANCE MEASURESFORCURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
Value Term Goal Measures
Actuals Actuals TargetTarget
Number of days to respond
to citizen generated
7 8 6 6
investigations
Number of minutes to
respond to traffic signal
45 45 30 30
complaints during business
Proactively
Min. Min. Min. Min.
hours
Address Traffic
Improvements
Number of hours to respond
to after hour call outs for
1 1 1 1
traffic signal malfunctions
A Safe and Prepared Community
Number of neighborhood
traffic calming measures
8 4 3 4
implemented
Utilize Effective
Traffic
Enforcement,
Number of days to complete
Traffic Monitoring
plan check and reviews of
And Planning 7 7 6 6
traffic control plans
Process To Ensure
Safety Of
Connectivity
Mobility and
Transportation
Temecula
Motorists
Annual Operating Budget
199
City of Temecula
Fiscal Year 2019-20
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.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Completed the construction of the Interstate 15 / State Route 79 South (Temecula Parkway)
Ultimate Interchange Improvements. (Provide Highly Functional and Sustainable City Facilities and
Infrastructure; Accountable and Responsive City Government)
Completed the construction of the Temecula Park and Ride facility on Temecula Parkway at La Paz
Road. (Encourage Alternative Transportation Options; A Sustainable City).
Completed the Pavement Rehabilitation Program – Citywide for Rancho California Road from
Jefferson Avenue to the Westerly City Limits. (Continue to Maintain Local Roads and Streets;
Transportation, Mobility and Connectivity).
Completed the construction of Overland Drive Extension (Commerce Center Drive to Enterprise
Circle West). (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity).
Completed the Fiscal Year 2018/19 Citywide Slurry Seal Project at various locations. (Continue to
Maintain Local Roads and Streets; Transportation, Mobility and Connectivity).
(Provide
Completed the construction of the Fallen Heroes Memorial at the Temecula Duck Pond.
Signature Special Events and Cultural Opportunities; Healthy and Livable City).
Completed the construction of the Traffic Signal Installation on Vail Ranch Parkway at Tehachapi
Pass/El Chimisal Road. (Proactively Address Traffic Improvements; A Safe and Prepared Community).
Annual Operating Budget
200
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued)
Completed the design and construction of multiple sidewalk improvements. (Connect the City Through
a Series of Trails and Walkways, Transportation Mobility and Connectivity)
o Old Town Sidewalks (east side of Mercedes from Sam Hicks Park to Fourth Street)
o North side of Third Street between Old Town Front Street and Mercedes Street
Completed the Community Recreation Center (CRC) Pool Site Enhancements and Renovations
Project. (Promote High Quality Parks and Recreation Programs and Cultural Services;Healthy and Livable
City).
Completed the design and started construction of Butterfield Stage Road, Phase III, and the
Pechanga Parkway Widening. (Connect Major Commercial Districts through Circulation Improvements;
Transportation Mobility and Connectivity).
Completed the design and started construction of the Library Parking – Phase II on Pauba Road.
(Provide Highly functional and Sustainable City Facilities and Infrastructure; Accountable and Responsive City
Government)
Completed the Reconstruction of South Side Parking Lot in Old Town by June 2020. (Provide Highly
functional and Sustainable City Facilities and Infrastructure; Accountable and Responsive City Government)
Initiated and continued to renovate public restrooms during Fiscal Year 2018-2019. (Promote High
Quality Parks and Recreation Programs and Cultural Services; Healthy and Livable City).
Initiated the design/design-build process for the Margarita Recreation Center at Margarita
Community Park, and the Old Town Parking Structure. (Promote High Quality Parks and Recreation
Programs and Cultural Services; Healthy and Livable City).
Completed the design of Ynez Road Improvements (Rancho Vista to La Paz) and initiated the design
of Diaz Road Widening (Cherry Street to Rancho California Road). (Connect Major Commercial Districts
through Circulation Improvements; Transportation Mobility and Connectivity).
Initiated the federal environmental document, right of way acquisition, and the redesign of the
(Connect Major Commercial Districts through Circulation
Murrieta Creek Bridge at Overland Drive.
Improvements; Transportation Mobility and Connectivity).
Initiated the American with Disabilities Act (ADA) Transition Plan Implementation by doing priority
improvements to City facilities and public right of ways. This will become an annual program.
(Maintain A Safe and Family Friendly Environment; Healthy and Livable City).
Annual Operating Budget
201
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
OBJECTIVES FOR CURRENT FISCAL YEAR
Complete the construction of the Roundabout Improvements on Ynez Road at La Paz Road. (Continue
to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity).
Continue to
Complete the design and construction of the Old Town Boardwalk Enhancement project. (
Maintain Local Roads and Streets; Transportation Mobility and Connectivity and Promote a ‘walkable’
community; A Sustainable City).
Complete preparation of bridging documents for Margarita Recreation Center (MRC) and solicit
proposals for “design/build” project delivery team. Award contract for design/build services and
initiate preparation of working drawings. (Provide Highly Functional and Sustainable City Facilities and
Infrastructure; Accountable and Responsive City Government).
Initiate preparation of Drainage Master Plan and prepare updated inventory of Citywide storm drain
facilities for use in Asset Management Program. (Provide Highly Functional and Sustainable City Facilities
and Infrastructure; Accountable and Responsive City Government).
Complete the construction of the Library Parking – Phase II on Pauba Road. (Provide Highly Functional
and Sustainable City Facilities and Infrastructure; Accountable and Responsive City Government).
Complete the Pavement Rehabilitation Program – Citywide at the following locations during Fiscal
Year 2019-2020: (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity).
O Meadowview Loop (Via Norte, Del Rey and Avenida Barca)
O Commerce Center Drive, Enterprise Circle South and West, and Rider Way
O Rancho Vista (Paseo Goleta to Butterfield Stage Road
O Ynez Road (Winchester Road To Equity Drive)/Equity Drive/ County Center Drive
O Pauba Road (Margarita Road to Via Rami)
O Avenida Alvarado/Rio Nedo/Aqua Vista Way/ Tierra Alta Way
O Winchester Road (Nicolas Road to Eastern City Limits)
O Nicolas Road (Winchester Road to North General Kearny)
O Rancho California Road (Humber Drive To Margarita Road)
O Santiago Road (I-15 To Ynez Road)
Complete the construction of the Pump Track at Ronald Reagan Sports Park. (Promote High Quality Parks
and Recreation Programs and Cultural Services, Healthy and Livable City).
Annual Operating Budget
202
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
OBJECTIVES FOR CURRENT FISCAL YEAR(Continued)
Complete the construction of Pechanga Parkway Widening, and the construction of Butterfield Stage
Road, Phase III.
(Connect Major Commercial Districts through Circulation Improvements; Transportation
Mobility and Connectivity).
Complete the design and initiate construction of the Traffic Signal and Park & Ride access
improvements at Temecula Parkway and Wabash Lane. (Proactively Address Traffic Improvements; A Safe
and Prepared Community).
Complete the design, environmental document and initiate construction of the Santa Gertrudis Creek
Pedestrian Bicycle Trail Extension (Ynez to Diaz). (Connect the City through a Series of Trails and Walkways;
Transportation Mobility and Connectivity).
Complete the environmental document and initiate construction of the Flood Control Channel
Reconstruction and Repair at Pala Park. (Minimize the Impact to Life, Property; and the Environment from
Natural Hazards and Emergency Situations, A Safe and Prepared Community).
Complete the acquisition of the streetlights from Southern California Edison (SCE) and retrofit LED
lighting fixtures. (Promote Energy Efficient Operations and Development; A Sustainable City).
Initiate the design and the environmental document for the Santa Gertrudis Creek Pedestrian Bicycle
Trail Extension, Phase II, at Margarita Road Undercrossing (Connect the City through a Series of Trails and
Walkways; Transportation Mobility and Connectivity).
Complete the design and construct sidewalks at the following locations. (Promote a ‘Walkable’
Community; A Sustainable City).
O Ynez Road (west side, Rancho Highland to Tierra Vista)
O Third Street (north side, between Old Town Front and Mercedes)
O Dealer Drive loop (west side)
Continue working on the Project Report and the Environmental Document for I-15 Congestion Relief
(adding an auxiliary Lane on the east side of I-15 between Temecula Parkway and Rancho California
Road. (Connect Major Commercial Districts through Circulation Improvements; Transportation, Mobility and
Connectivity).
Continue the process of the design and the environmental document for the I-15/SR 79 South
Interchange Enhanced Landscaping. (Maintain the natural beauty of the community; Healthy and
Livable City).
Conduct a feasibility study to extend Cherry Street west of Adams Avenue and construct a low-flow
crossing of Murrieta Creek. (Connect Major Commercial Districts through Circulation Improvements;
Transportation, Mobility and Connectivity).
Annual Operating Budget
203
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Five-Year Long
Core
2016-17 2017-18 2018-19 2019-20
Performance Measures
Value
Term Goal
Actuals Actuals Target
Target
Actively Maintain And
Total annual value of Capital
$7.5M $42.8M $52M $42M
Preserve City Assets
Projects completed
And Infrastructure
A Sustainable City
Maintain Overall Projects completed within
8 19 24 30
Sound Fiscal Policies budget
Provide Transparency
Government
To The Public For All Projects completed on
8 19 20 30
Government schedule
Transactions
Accountable and Responsive City
Annual Operating Budget
204
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Completed various Citywide projects to improve and enhance safety of City sidewalks and public
right-of-ways. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government & Continue to Maintain Local Roads and Streets, Transportation Mobility and
Connectivity)
Completed installation of 5,900,000 square feet of slurry and crack fill to improve City roadways.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government & Continue to Maintain Local Roads and Streets, Transportation Mobility and Connectivity)
Completed installation of 20,000 square feet of concrete sidewalk, drive approaches, ADA access
ramps, curb and gutter, and cross gutters within City right of way. (Provide Highly Functional and
Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government & Continue to
Maintain Local Roads and Streets, Transportation Mobility and Connectivity)
Removed silt and debris, and completed repairs and maintenance of various channels throughout
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
the city.
Responsive City Government & Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable
City)
Annual Operating Budget
205
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: STREET MAINTENANCE
OBJECTIVES FOR CURRENT FISCAL YEAR
Install 6,000,000 square feet of slurry and crack fill on various streets and roadways within the City
limits.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government & Continue to Maintain Local Roads and Streets, Transportation Mobility and
Connectivity)
Install 300 bicycle sharrows to enhance bike lanes along various roadways throughout the City.
(Continue to Maintain Local Roads and Streets, Transportation Mobility and Connectivity)
Remove and replace 175,000 square of asphalt concrete to repairs sections of deteriorated roadway.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government & Continue to Maintain Local Roads and Streets, Transportation Mobility and Connectivity)
Implement various citywide projects to improve and enhance safety of City sidewalks and public
right of ways. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government& Continue to Maintain Local Roads and Streets, Transportation Mobility and
Connectivity)
Convert pavement management and sign inventory data prepared by IMS for use in Asset
Management Program. (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable
City)
Annual Operating Budget
206
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: STREET MAINTENANCE
PERFORMANCE MEASURESFOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
Value Term Goal Measures
Actuals Actuals Target Target
Maintain A Safe And
Service order
Family Oriented 1,135 812 761 900
request / response
Environment
Street trees planted or
City
30 12 0 0
Maintain The
replaced
Natural Beauty Of
The Community
Street trees trimmed
3,000 1,987 1724 2,000
Healthy and Livable
Legends stenciled
2,700 3,648 2,500 3,500
Street signs replaced,
1290 1,167 1,061 1,500
repaired and installed
Linear Feet of Traffic
Continue To
Lanes, Bike Lanes and 2,400,000 2,400,000 76,800 2,400,000
Maintain Local
Curbs Painted
Roads And Streets
Centerline miles of street
17 64 10 20
and Connectivity
crack/slurry sealed
Transportation Mobility
Sq. ft. of asphalt
95,000 151,325 167,000 175,000
repairs
Continue To
Aggressively Sq. ft. of graffiti removed
57,000 38,239 23,615 40,000
Mitigate Graffiti And from public right-of way
Vandalism
Minimize The Impact
To Life, Property,
And The
Storm drains
Environment From 2,300 2,419 745 1,500
Community
inspected/cleaned
Natural Hazards And
A Safe and Prepared
Emergency
Situations
Annual Operating Budget
207
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Completed comprehensive study to access water intrusion under CRC gym floor, remediated
damage and replaced, refinished and restriped sections of flooring. (Actively Maintain and Preserve
City Assets and Infrastructure; A Sustainable City)
2
Painted exterior of Temecula Valley Entrepreneurs’ Exchange (TVE), business incubator and
regional resource center, and Jefferson Recreation Center (JRC). (Actively Maintain and Preserve City
Assets and Infrastructure; A Sustainable City)
Installed additional card readers at the Facilities Operation Center (FOC) and Community Recreation
Center (CRC) buildings to improve access and enhance security. (Actively Maintain and Preserve City
Assets and Infrastructure; A Sustainable City)
Performed major rehabilitation of the Community Recreation Center pool to include new concrete
deck, sports lighting, LED pool lights and re-plaster, and storage facility. (Actively Maintain and
Preserve City Assets and Infrastructure; A Sustainable City)
Removed, replaced and installed new rain gutters at the History Museum to improve runoff and
protect structure from water damage. (Actively Maintain and Preserve City Assets and Infrastructure; A
Sustainable City)
Completed various rehabilitation projects to include roof repairs, flooring, painting, concrete
repairs, perimeter fencing, HVAC upgrades, and installed energy efficient lighting, fixture upgrades
and security lighting at Library, Theater, History Museum, CRC, PBSP, Civic Center, Sixth Street
Restrooms, and CRC Amphitheater and Multi-Purpose Room. (Provide Highly Functional and
Sustainable City and Infrastructure, Accountable and Responsive City Government & Actively Maintain and
Preserve City Assets and Infrastructure; A Sustainable City)
Annual Operating Budget
208
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: FACILITY MAINTENANCE
ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (continued)
Completed interior reconfigurations of recreational and community services facilities to improve
workspace, public access and functionality at the Community Recreation Center (CRC), the Help
Center Barn, Traffic Operations Center (TOC), Emergency Operations Center (EOC), and History
Museum. (Provide Highly Functional and Sustainable City and Infrastructure, Accountable and Responsive
City Government & Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Installed security panels at concession building at Patricia H. Birdsall Sports Park, and installed
(Provide Highly Functional and
perimeter fencing at the Old Town Temecula Community Theater.
Sustainable City and Infrastructure, Accountable and Responsive City Government)
Completed rehabilitation and replacement of roof at Temecula Elementary School pool facility.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government & Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
OBJECTIVES FOR CURRENT FISCAL YEAR
Installation of fencing along third floor perimeter of Civic Center Parking Garage, adjacent to HVAC
systems, to improve safety and enhance security. (Provide Highly Functional and Sustainable City
Facilities and Infrastructure, Accountable and Responsive City Government)
Integrate the Police Store Front and Temecula Valley Convention & Visitors Bureau with the
Citywide HVAC management control system to improve efficiency and reduce energycosts.
(Promote Energy Efficient Operations and Development; A Sustainable City).
Prepare inventory of City maintained facilities for use in Asset Management Program. (Pr ovide Highly
Functional and Sustainable City and Infrastructure, Accountable and Responsive City Government & Actively
Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Install upgrades to HVAC controllers at Civic Center to enhance operations and improve energy
efficiencies. (Promote Energy Efficient Operations and Development; A Sustainable City).
Repaint exterior of the community S.A.F.E. House, Facilities Operation Center (FOC) and Community
Recreation Center (CRC). (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable
City)
Complete rehabilitation projects to include flooring, painting, concrete repairs, perimeter fencing,
HVAC upgrades, energy efficient lighting, slurry seal facility parking lots, install fixture upgrades,
add interior restrooms, and expand classrooms at various facilities throughout the City. (Pr ovide
Highly Functional and Sustainable City and Infrastructure, Accountable and Responsive City Government &
Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Annual Operating Budget
209
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: FACILITY MAINTENANCE
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FYFYFY
Core Five-Year Long Performance
2016-172017-182018-192019-20
Value Term Goal Measures
ActualsActualsTargetTarget
Number of facilities
improved with roofing
1
system replacements and
1 1 1
energy efficiency
upgrades
Promote Energy
Efficient Number of facility HVAC
Operations And system replacements and
1 1 1
3
Development energy efficiency
upgrades
A Sustainable City
Number of facility
lighting system
1 1 1
8
replacement and energy
efficiency upgrades
Number of swimming
pool system repairs,
1 1 1
2
replacements and
upgrades
Number of facility
parking lots repaired and
1 1 1 1
resurfaced
Provide Highly
Functional And
Sustainable City
Number of custodial
Facilities And
service order
Infrastructure
36 40 50 40
requests/response
Number of facility service
800
and repair
553 724 800
requests/response
Accountable and Responsive City Government
Annual Operating Budget
210
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: PARKS MAINTENANCE
SERVICES
Administer the ongoing maintenance, repair and cleaning of all City parks, trails, open space areas,
landscaped medians and applicable slope areas.
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.
Respond to routine and emergency work order requests, and provide support services for City-wide
programs and special events.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Respondedto and resolved 750Service Order Requests from citizens and staff. (Maintain a safe and
family oriented environment. Healthy and Livable City)
Maintain
Citywide tree trimming - trimmed 2,981 trees in parks, facilities, slopesand right-of-ways (
a safe and family oriented environment. Healthy and Livable City)
Implemented the re-design and enhancement of playground equipment and safety surfacing at
Riverton Park, Rotary Park, and Temeku Hills Sports Park. (Provide Highly Functional and Sustainable City
Facilities and Infrastructure, Accountable and Responsive City Government)
Completed construction of Rotary Park playground, Temeku Hills Park and Meadows Park safety
surfacing replacement. (Promote High Quality Parks and Recreational Programs and Cultural Services;
Healthy and Livable City)
Purchased and Installed Musco sports field lighting - Light Emitting Diode (LED) conversion for Pala
Sports Park soccer field. (Promote Energy Efficient Operations and Development & Actively Maintain and
Preserve City Assets and Infrastructure; A Sustainable City)
Completed the Harveston Lake Infrastructure Improvement project. (Promote High Quality Parks and
Recreation Programs and Cultural Services/Maintain the Natural Beauty of the Community; Healthy and
Livable City and Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Repaired and resurfaced parking lots at Harveston Community Park, Long Canyon Creek Park, Pauba
Ridge Park, Meadows Park, Crown Hill Park and Butterfield Stage Park. (Provide Highly Functional and
Sustainable City Facilities and Infrastructure; Accountable and Responsive City Government)
Annual Operating Budget
211
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: PARKS MAINTENANCE
OBJECTIVES FOR CURRENT FISCAL YEAR
Implement the re-design and enhancement of playground equipment and safety surfacing at John
Magee Park (playground replacement), Pauba Ridge Park, Crown Hill Park, and Paseo Gallante Park
(safety surfacing)
(Provide Highly Functional and Sustainable City Facilities and Infrastructure; Accountable
and Responsive City Government
)
Complete the replacement and installation of playground equipment at Riverton Park. (Provide Highly
Functional and Sustainable City Facilities and Infrastructure; Accountable and Responsive City Government)
Repair and resurface various park site parking lots and community trails throughout the City. (Actively
Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Install Musco sports field lighting - Light Emitting Diode (LED) conversion for Paloma Del Sol Sports
Park and Temecula Elementary School sports field. (Promote Energy Efficient Operations and
Development & Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Renovate various park site public restroom facilities to include new floor epoxy, anti-graffiti coating,
energy efficient lighting upgrades, and repair and replacement of plumbing fixtures and equipment.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government)
Complete the construction of the Ronald Reagan Sports Park Restroom Expansion and Renovation
project. (Promote High Quality Parks and Recreation Programs and Cultural Services; Healthy and Livable
City).
Provide Highly Functional and
Repair and resurface various sports courts throughout the City. (
Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Initiate preparation of Urban Forest Master Plan and Citywide tree inventory for use in Asset
Management Program. (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City)
Annual Operating Budget
212
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
PUBLIC WORKS
DIVISION/PROGRAM: PARKS MAINTENANCE
PERFORMANCE MEASURESFOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long
Performance Measures 2016-17 2017-18 2018-19 2019-20
Value Term Goal
Actuals Actuals Target Target
Number of irrigation system
20 2 6 6
efficiency upgrades
Promote Energy Number of City landscaped
Efficient areas to be renovated with
2 4 10 6
Operations And drought tolerant “California
Development Friendly Landscape”
Number of park sites energy
A Sustainable City
efficiency lighting system 2 6 4 4
conversions
Number of trees trimmed in
Maintain The
parks, slopes and medians
Natural Beauty Of 3500 3500 3200 3000
The Community
Livable City
Healthy and
Number of play structure /
0 5 3 3
Provide Highly
safety surfacing replacements
Functional And
Sustainable City
Number of City park
Facilities And
rehabilitation and repair 5 6 4 5
Infrastructure
projects
Government
Promote
Responsive City
Accountable and
Number of service order
Community
856 600 500 750
requests and responses
Involvement
Annual Operating Budget
213
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
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 112 sworn officers, 17 non-sworn officers Community
Service Officers (CSOs), plus an additional 17 administrative support positions. Temecula has two centrally
located storefront police stations, one in Old Town Temecula at the Civic Center, and one in the Promenade
Mall.
ORGANIZATIONAL CHART
POLICE CHIEF
Lisa McConnell
POLICE
INVESTIGATIONS/TRAFFIC
ADMINISTRATION
SPECIAL TEAMSENFORCEMENTPATROL SERVICES
Patrol Officers
Detectives
Administrative
School Resource
Support
Officers
Patrol CSOs
Special Enforcement
Team
Mall /Storefronts
Traffic Unit
K-9Officer
Clerical
Training
Problem Oriented
Policing
Special Events
Volunteers
Annual Operating Budget
214
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
POLICE 170
SALARIES & BENEFITS 107,178125,882130,4694,5873.64%
OPERATIONS & MAINTENANCE 30,409,78332,,34,270,493,,.%
INTERNAL SERVICE FUND ALLOCATIONS 422,816385,401402,47417,0734.43%
CAPITAL OUTLAY 121,740140,36657,000(83,366)-59.39%
Division Total 31,061,5173,,34,860,436,,.%
ANALYSIS/COMMENTS
Police: Expenditures are expected to increase .% due to an anticipated contract rate increase of 5%,
the purchase of one replacement motorcycle and the purchase of one 4WD utility vehicle.
Annual Operating Budget
215
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
POLICE (City Employees)
Senior Management Analyst 0.38 0.40 0.25 (0.15)
Total 0.38 0.40 0.25 (0.15)
POLICE (Contract Employees)
Chief of Police 1.00 1.00 1.00 -
Lieutenant 5.00 5.00 5.00 -
Sergeant 13.00 13.00 13.00 -
Captain 1.00 1.00 1.00
Patrol Officers 40.90 41.90 41.90 -
Gang Task Force Officer 1.00 1.00 1.00 -
Mall Officers 4.00 4.00 4.00 -
Traffic Accident Investigators 5.00 5.00 5.00 -
Traffic Motorcycle Officers 12.00 12.00 12.00 -
K9 Officers 2.00 2.00 2.00 -
Special Enforcement Team Officers 5.00 5.00 5.00 -
Problem Oriented Policing Team Officers 8.00 8.00 8.00 -
School Resource Officers 5.00 5.00 5.00 -
Youth Action Team (YAT) Officer 1.00 1.00 1.00 -
Investigators 7.00 7.00 7.00 -
Total Sworn Officers 110.90 111.90 111.90 -
Community Service Officers 19.00 19.00 17.00 (2.00)
Supervising Office Assistant 1.00 1.00 1.00 -
Office Assistant 9.00 9.00 9.00 -
Supervising Accounting Technican 1.00 1.00 1.00 -
Senior Administrative Analyst 1.00 1.00 1.00 -
Accounting Technican 3.00 3.00 3.00 -
Sheriff's Service Officer 2.00 2.00 2.00 -
Total Non-Sworn Personnel 36.00 36.00 34.00 (2.00)
Grand Total 147.28 148.30 146.15 (2.15)
Annual Operating Budget
216
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Upgraded the Old Town station front lobby by installing ballistic glass with two-way microphones
and a ballistic entry door. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,
Accountable and Responsive City Government)
(Provide Highly
Ensured all officers are fully trained and outfitted with a personal body camera.
Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Implemented training and ensured the Temecula Police Department is in compliance with AB 953
(Racial and Identity Profiling Act). (Provide Highly Functional and Sustainable City Facilities and
Infrastructure, Accountable and Responsive City Government)
Upgraded evidence and property gun storage area to allow for greater storage of handguns and
rifles. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Upgrade the Southwest Station booking area to hold additional detainees and provide for quicker
processing. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government)
Recruit and fill all support level staff positions and ensure staffing levels are aligned. (Provide Highly
Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government)
Issue all officers a G-tac patrol pad and add several docking stations for easier report writing. (Provide
Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government)
Ensure that the Temecula Police Department is trained on how to utilize the Citywide Surveillance
System. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and
Responsive City Government)
Relocate the Temecula Police Department Homeless Outreach Team to the Old Town station.
(Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City
Government)
Annual Operating Budget
217
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: POLICE ADMINISTRATION
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFYFYFY
Core Five-Year Long
Performance Measures 2016-17 2017-18 2018-19 2019-20
Value Term Goal
Actuals Actuals Target Target
Promote
Number of fingerprint “Live
Community 2,350 3,000 3,200
2,431
scans” taken at the mall
Involvement
Government
Responsive City
Accountable and
Remain Within
The Federal Number of management
Ranking Of The team with Advanced Incident
6 5 5 6
Top 25 Safest Command System training
Prepared
A Safe and
Cities
Community
Annual Operating Budget
218
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Continued to expand existing Penal Code section 290 program to conduct more registered sex
offender compliance checks to maintain a 100% compliance rate. (Maintain A Safe And Family Friendly
Environment, Healthy and Livable City)
Broadened communication with neighboring agencies to improve investigative success regarding
serial crimes which reach across communities and impact quality of life issues. (Maintain A Safe And
Family Friendly Environment, Healthy and Livable City)
The Homeless Outreach Team reduced the number of homeless persons in the City through
outreach, education and enforcement. Worked in conjunction with the City’s Homeless Liaison and
the City Net Team to improve quality of life for our citizens. (Maintain A Safe And Family Friendly
Environment, Healthy and Livable City)
Special Teams continued to focus on street level narcotic crimes, as well as assisted investigations
and patrol with surveillance and tracking of felony suspects. (Maintain A Safe And Family Friendly
Environment, Healthy and Livable City)
The Problem Oriented Policing (POP) Team continued to focus on improving quality of life issues for
(Maintain A Safe And Family Friendly Environment, Healthy and Livable
the citizens of the City of Temecula.
City)
Based on crime data, conducted targeted enforcement of high crime areas to reduce specific crimes.
(Remain Within The Federal Ranking Of The Top 25 Safest Cities, A Safe and Prepared Community)
Worked with local retailers and businesses to reduce retail theft through presentations and
education. (Maintain A Safe And Family Friendly Environment, Healthy and Livable City)
Increased the number of neighborhood watch programs to assist in reducing crime. (Maintain A Safe
And Family Friendly Environment, Healthy and Livable City)
Annual Operating Budget
219
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: INVESTIGATIONS /SPECIAL TEAMS
OBJECTIVES FOR CURRENT FISCAL YEAR
The Special Enforcement Team will continue to conduct specialized enforcement related to gangs,
narcotics, crime trends, vice, and quality of life issues.
(Maintain a safe and family oriented environment,
Healthy and Livable City)
The Special Enforcement Team will continue to focus on illegal marijuana dispensaries operating
throughout the City of Temecula. (Maintain a safe and family oriented environment, Healthy and Livable
City)
The Problem Oriented Policing (POP) team will seek to develop and implement new anti-graffiti
programs and operations. (
Continue to aggressively mitigate graffiti and vandalism, A Safe and Prepared
Community)
The Investigations Bureau will educate patrol officers to better present cases for follow-up, to improve
the timely clearance rate of investigations. (Maintain a safe and family oriented environment, Healthy and
Livable City)
The Investigations Bureau will continue to supervise sex registrants to remain at a 100% compliance
rate. The Bureau also plans to increase the number of compliance checks through the city. (Maintain
a safe and family oriented environment, Healthy and Livable City)
The newly implemented Burglary Suppression Team will actively pursue and identify burglary and
robbery suspects and quickly investigate all burglaries and robberies through the City of Temecula.
(Maintain a safe and family oriented environment, Healthy and Livable City)
The Burglary Suppression Team will conduct business liaison programs and presentations. (Foster an
“educated community” through a wide variety of opportunities, Healthy and Livable City)
The Burglary Suppression Team will Identify and analyze current trends in property crimes in order to
conduct directed enforcement in the City of Temecula.(Maintain a safe and family oriented environment,
Healthy and Livable City)
The Burglary Suppression Team plans to initiate and implement community outreach programs to
increase citizen awareness in preventing property crimes. (Foster an “educated community” through a
wide variety of opportunities, Healthy and Livable City)
The Burglary Suppression Team has a goal to decrease residential and commercial burglaries through
the City of Temecula. (Maintain a safe and family oriented environment, Healthy and Livable City)
Annual Operating Budget
220
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLI
CE
DIVISION/PROGRAM: INVESTIGATIONS /SPECIAL TEAMS
PERFORMANCE MEASURESFOR CURRENT FISCAL YEAR
FY FY
FY
FY
Five-Year Long Performance
2018-19 2019-20
2017-18
Core Value
2016-17
Term Goal Measures
TargetTarget
Actuals
Actuals
Remain Within
The Federal
Number of crime free
Ranking Of The
900 930 930 930
housing checks
Top 25 Safest
Prepared
A Safe and
Cities
Community
Maintain A Safe
Number of cases
And Family
closed by
650 685 700 700
Oriented
investigations unit
Environment
Livable City
Healthy and
Annual Operating Budget
221
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Increased saturation patrols which has resulted in the reduction ofthe number of accidents and
fatal accidents as well as increased the number of citations by 15%. (Minimize the Impact to Life,
Property and The Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Partnered with non-profit agencies such as MADD and PAL as well as TVUSD to provide seven traffic
safety presentations. (Encourage Community Participation in Public Safety and Emergency Preparedness, A
Safe and Prepared Community)
Continued to provide enforcement and education to meet the goal of reducing overall traffic
collisions by 10%. (Utilize Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure
the Safety of Temecula Motorists, Transportation Mobility and Connectivity)
Trained all traffic division staff on the new technology for traffic collision investigations. (Utilize
Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure the Safety of Temecula
Motorists, Transportation Mobility and Connectivity)
OBJECTIVES FOR CURRENT FISCAL YEAR
Partner with Traffic Engineering to analyze traffic flow and assist with developing methods to
achieve the safe and efficient movement of traffic on Temecula roadways by June 2020.
(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 2020. (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 red light violators by 20%
by June 2020. (Utilize Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure the
Safety of Temecula Motorists, Transportation Mobility and Connectivity)
Continue to provide enforcement and education with the goal of reducing modified exhaust and
street racing related violations by 20% by June 2020. (Utilize Effective Traffic Enforcement, Traffic
Monitoring and Planning Processes to Ensure the Safety of Temecula Motorists, Transportation Mobility and
Connectivity)
Annual Operating Budget
222
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: TRAFFIC ENFORCEMENT
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
ValueTerm GoalMeasures
ActualsActualsTargetTarget
Utilize Effective
Number of DUI
225 349 380 400
Traffic
arrests
Enforcement,
Monitoring And
Planning Processes
To Ensure The
Number of traffic
Connectivity
Safety Of Temecula
collision 994 799 740 700
Motorists
investigations
Transportation Mobility and
Maintain A Safe
Number of high
And Family
visibility/ traffic 14 8 7 5
Oriented
checkpoints
Environment
Livable City
Healthy and
Annual Operating Budget
223
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Worked closely with the Homeless Outreach Team to reduce crime and quality of life issues for citizens
of Temecula. (Maintain a safe and family oriented environment, Healthy and Livable City)
Utilized Crime Analyst and new technology to identify areas where our resources were needed to
reduce crime and quality of life issues. (Maintain a safe and family oriented environment, Healthy and Livable
City)
Greatly increased communication with neighboring departments and entities and have improved
communication to identify problem areas to reduce criminal activity. (Maintain a safe and family oriented
environment, Healthy and Livable City)
In conjunction with our new social media team, public outreach has expanded to provide better
communication with the citizens of Temecula. (Utilize social media to keep the community informed and
involved, A Safe and Prepared Community)
Implemented programs, such as Coffee with a COP, to improve communication and create a feeling of
security throughout our community. (Foster an “educated community” through a wide variety of
opportunities, Healthy and Livable City)
Annual Operating Budget
224
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: PATROL SERVICE
OBJECTIVES FOR CURRENT FISCAL YEAR
Reduce response times through adjusting patrol staff schedules by June 2020. (Maintain a safe and
family oriented environment, A Healthy and Livable City)
Increase patrol officers’ ability to quickly access crime data and trends through software application(s)
(i.e. NC4, CLEAR) by December 2019. . (Maintain a safe and family oriented environment, A Healthy and
Livable City)
Provide advanced mental health awareness on homeless persons, to patrol officers, through
collaborative briefing training with the Homeless Outreach Team by September 2019. (Maintain a safe
and family oriented environment, A Healthy and Livable City)
Increase patrol officers’ ability to respond to and counter potential terrorist attacks by June 2020.
(Maintain a safe and family oriented environment, A Healthy and Livable City)
Order enough AR Magazines for each patrol staff member and special teams member and send them
to necessary patrol rifle courses and advanced training, as necessary. (Maintain a safe and family oriented
environment, A Healthy and Livable City)
Send enough staff through the Terrorism Liaison Officer course to have one person on each shift to
relay intelligence. (Maintain a safe and family oriented environment, A Healthy and Livable City)
Send patrol staff to advanced courses regarding “mass casualty events” which are free through
Homeland Security Grants at the Ben Clark Training Center. These classes include, Initial Law
Enforcement First Response to Suicide Bombing Attacks and Medical Preparedness & Response for
Bombing Incidents, and are both excellent courses. (Maintain a safe and family oriented environment, A
Healthy and Livable City)
Annual Operating Budget
225
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
POLICE
DIVISION/PROGRAM: PATROL SERVICE
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FYFYFY
Core Five-Year Long Performance
2016-17 2017-18 2018-19201-20
Value Term Goal Measures
ActualsActualsTargetTarget
Minimize The
Average response
Impact To Life,
time (in minutes) for
Property And The
priority 1 calls from
Environment From
5.58 4.81 4.45 4.40
the time it is
Natural Hazards And
dispatched to the
Emergency
time officers arrive
Situations
Remain Within The Percentage of patrol
Community
Federal Ranking Of officers maintaining
100% 100% 100% 100%
A Safe and Prepared
The Top 25 Safest 24-hour perishable
Cities skills training
Maintain A Safe And Number of overall
Family Oriented calls for Police
88,917 85,799 85,000 84,000
Environment service
Livable City
Healthy and
Annual Operating Budget
226
City of Temecula
Fiscal Year 2019-20
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
DIVISION CHIEF
TEMECULA FIRE CHIEF
Jodie Gray
EMERGENCY
FIRE PREVENTION
OPERATIONS
Fire Suppression
Information and
Education
Emergency Medical
Planning and
Services
Engineering
All Risk Responses
Enforcement
Non-Response
Annual Program
Activities
Inspection Services
Temecula Citizen
Corps
Permit Issuance
Annual Operating Budget
227
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
FIRE 171
SALARIES & BENEFITS 95,790104,313107,2492,9362.81%
OPERATIONS & MAINTENANCE 6,081,7497,287,1317,999,005711,8749.77%
INTERNAL SERVICE FUND ALLOCATIONS 119,211355,130392,02536,89510.39%
CAPITAL OUTLAY 9,3430000.0%
Division Total 6,306,0937,746,5748,498,279751,7059.7%
FIRE - FIRE PREVENTION
SALARIES & BENEFITS 345,276361,946394,90832,9629.11%
OPERATIONS & MAINTENANCE 737,5321,031,2931,002,827(28,466)-2.76%
INTERNAL SERVICE FUND ALLOCATIONS 127,547159,793184,33424,54115.36%
Division Total 1,210,3551,553,0321,582,06929,0371.87%
FIRE - FIRE-PARAMEDICS
OPERATIONS & MAINTENANCE 80,592145,248159,94514,69710.12%
Division Total 80,592145,248159,94514,69710.12%
FIRE - HOMELAND SECURITY/EOC MANAGEMENT
OPERATIONS & MAINTENANCE 10,643124,51420,642(103,872)-83.42%
Division Total 10,643124,51420,642(103,872)-83.42%
ANALYSIS/COMMENTS
Fire: Expenditures are expected to increase due to an increase in the Internal Service Fund allocations
which reflect the annual replacement costs associated with the purchase of a new Fire Ladder Truck, six
Inspection Vehicles and two Battalion Chief style vehicles. Expenditure increases for Operations and
Maintenance are related to contract rate increases estimated by County Fire personnel.
Annual Operating Budget
228
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
FIRE (City Employees)
Administrative Assistant 1.00 1. 00 1.00 -
Building Inspector II - - - -
Fire Inspector I 1.00 1. 00 1.00 -
Senior Office Specialist - - -
Community Development Technician-Fire - - -
Community Development Technician I-Fire 1.00 1. 00 1.00 -
Community Development Technician II-Fire 1.00 1.00 1.00 -
Total 4.00 4. 00 4.00 -
FIRE (Contract Employees)
Battalion Chief 1.00 1. 00 1.00 -
Fire Captain 14.00 15.00 15.00 -
Fire Captain Medic 1.00 1.00 1.00 -
Fire Engineer 11.00 11.00 11.00 -
Fire Engineer Medic 5.00 6.00 6.00 -
Fire Fighter II 15.00 16.00 16.00 -
Fire Fighter II Medic 14.00 15.00 15.00 -
Fire Safety Supervisor 1.00 1.00 1.00 -
Fire Safety Specialist 2.00 3.00 3.00 -
Fire Systems Inspector 1.00 2.00 2.00 -
Total 65.00 71.00 71.00
Grand Total 69.00 75.00 75.00-
Annual Operating Budget
229
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
DIVISION/PROGRAM: EMERGENCY OPERATIONS
SERVICES
Serve as first responders for all risk emergency calls and public assist 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 FROMPRIOR FISCAL YEAR
Maintained five-minute response times to all calls for service. (Minimize the Impact to Life, Property,
and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Retained four person, municipal 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)
(Minimize the Impact to Life,
Initiated advanced life support patient care within five to six minutes.
Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared
Community)
Continued to grow the Temecula Citizen Corp (TCC) program to ensure our community is safe and
prepared in case of an emergency. (Minimize the impact on life through community preparedness and
involvement, A Safe and Prepared Community)
Upheld 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)
Continued support to community by attending and hosting special events, providing station
personnel an opportunity to interact with the community and allow the community to get to know
the men and women of the Temecula Fire Department. (Encourage Community Participation in Public
Safety and Emergency Preparedness, A Safe and Prepared Community).
Annual Operating Budget
230
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
DIVISION/PROGRAM: EMERGENCY OPERATIONS
OBJECTIVES FOR CURRENT FISCAL YEAR
Maintain five-minute response times to all calls for service. (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)
Initiate advanced life support 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)
Renovate the Training Room and Station 84 to create a greater learning experience for the
community and the Explorer Post #84. (Encourage Community Participation in Public Safety and
Emergency Preparedness, A Safe and Prepared Community)
Continue to increase the AED Program to manage and maintain all public and private facilities to
ensure these locations are equipped with the proper devices in case of an emergency. (Minimize the
impact on life through community preparedness and involvement, A Safe and Prepared Community)
Increase the amount of classes and training for the community. (Encourage Community Participation in
Public Safety and Emergency Preparedness, A Safe and Prepared Community)
Expand on the Safety Educational messages for the community by participating in Public Service
Announcements. (Encourage Community Participation in Public Safetyand Emergency Preparedness,A Safe
and Prepared Community)
Continue to train with City personnel in the Cities Emergency Operations Center (EOC) to be ready
for an emergency incident within the City of Temecula. (Minimize the impact on life through community
preparedness and involvement, A Safe and Prepared Community)
Work with the City and City’s Police department Homeless Outreach Team (HOT) to integrate the
Fire department personnel in the program to assist with the homeless outreach within our
community. (Encourage Community Participation in Public Safety and Emergency Preparedness, A Safe and
Prepared Community)
Continue to work and train with cooperating agencies and to maintain good relationships for
response to multi-jurisdictional incidents within the Temecula Valley. (Minimize the impact on life
through community preparedness and involvement, A Safe and Prepared Community)
Annual Operating Budget
231
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
DIVISION/PROGRAM: EMERGENCY OPERATIONS
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
Value Term Goal Measures
ActualsActuals TargetTarget
Minimize The Impact
To Life, Property, And
The Environment Average response time to
5 min 5 min 5 min 5 min
From Natural Hazards City emergency incidents
And Emergency
Situations
Number of citizens
trained in CPR, First Aid
981 816 800 850
and Healthcare provider
Encourage
CPR
Community
Participation In Public
Safety And Emergency
Number of citizens
Preparedness
trained in Community
137 165 150 175
A Safe and Prepared Community
Emergency Response
Team training (CERT)
Annual Operating Budget
232
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Continued inspections for all State Mandated regulated facilities, governed by the State Fire
Marshal, on an annual basis for fire and life safety. (Minimize the Impact to Life, Property and the
Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Continued expanding the Annual Program to ensure the reduction of loss of property and life as well
as reduce the amount of false alarm calls. (Minimize the Impact to Life, Property and the Environment
from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Restructured current Fire fee schedule and created an annual inspection fee during the fee study
process to ensure the proper collection of revenue from the development community and business
owners. (Maintain Overall Sound Fiscal Policies, Accountable and Responsive City Government)
Continued to provide educational opportunities for businesses, multi-tenant apartments,
(Minimize the Impact to Life, Property and the Environment
condominiums, hotels, motels and schools.
from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Participated in City-wide special events, public safety fairs and attend community events. (Encourage
community participation in public safety and emergency preparedness, A Safe And Prepared Community)
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue inspections for all State Mandated regulated facilities, governed by the State Fire Marshal,
on an annual basis for fire and life safety.
(Minimize the Impact to Life, Property and the Environment
from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Continue expanding the Annual Program to ensure the reduction of loss of property and life as well
as reduce the amount of false alarm calls. (Minimize the Impact to Life, Property and the Environment
from Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Restructure current Fire fee schedule and create an annual inspection fee during the fee study
process to ensure the proper collection of revenue from the development community and business
(Maintain Overall Sound Fiscal Policies, Accountable and Responsive City Government)
owners.
Implement a new false alarm ordinance in cooperation with the Police department to minimize the
false alarmcalls.(Encourage community participation in public safety and emergency preparedness, A Safe
And Prepared Community)
Annual Operating Budget
233
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
FIRE
DIVISION/PROGRAM: FIRE PREVENTION
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR:
FY FY FY FY
Core Five-Year Long
Performance Measures2016-17 2017-18 2018-19 2019-20
Value Term Goal
Actuals ActualsTarget Target
Minimize The Impact
To Life, Property,
Number of Fire
And The
3250
Department Plan Reviews 3027 2936 3000
Environment From
Performed
Natural Hazards And
Emergency Situations
Minimize The Impact
Number of Fire
To Life, Property,
Department New
And The
3500
Construction & Tenant
2953 4569 2900
Environment From
Improvement Inspections
A Safe and Prepared Community
Natural Hazards And
Performed
Emergency Situations
Annual Operating Budget
234
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
NON-DEPARTMENTAL
MISSION
Non-Departmental is a cost center for general administrative expenditures such as the Retiree Medical
Contribution, CalPERS Replacement Benefit and Property Tax Administrative Fees. It also reflects
Operating Transfers Out to the Capital Improvement Program and other City funds.
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
GENERAL FUND 001
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 3,837,7371,908,6611,783,013(125,648)-6.58%
TRANSFERS 10,212,2597,163,9563,273,396(3,890,560)-54.31%
Division Total 14,049,9969,072,6175,056,409(4,016,208)-44.27%
ANALYSIS/COMMENTS
Non-Departmental: Expenditures are declining by 44.27% due to Operating Transfers varying from the
prior fiscal year and a true-up of the Retiree Medical Contribution to reflect the OPEB Actuarial Report.
Annual Operating Budget
235
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
!
TEMECULA COMMUNITY SERVICES DISTRICT OVERVIEW
The Temecula Community Services District (TCSD) was established as an assessment district to provide a
comprehensive neighborhood and community park system, as well as a complement of recreational and
cultural programs, community and human services and special events, and activities aimed at enhancing
the high quality of life of our youth, teens, adults, seniors, and special needs population.
The District also provides street lighting, median and slope maintenance, refuse hauling and a recycling
program, emergency dirt road maintenance, and library services.
Fund/Dept. Number
CITYWIDE EVENTS ....................................................................................................................... 190
Program: Citywide Events Program: Community Theater
Old Town Performances
Signature
Community Program: Museums
Cultural Art
History Museum
Program: Athletics
Youth Sports Program: Human Services
Adult Sports Teens
Aquatics Special Needs
Tournaments/Field Rentals Seniors and Active Adults
Park Rangers Responsible Compassion
Program: Community Services
Recreation Programming
Contract Classes
Library Services
Park Development
Sister City
Annual Operating Budget
236
City of Temecula
Fiscal Year 2019-20
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
DIRECTOR OF TEMECULA
COMMUNITY SERVICES
DISTRICT
Kevin L. Hawkins
COMMUNITY ARTS & HUMAN
SPECIAL
ADMINISTRATION
RECREATION
SERVICESCULTURESERVICES
EVENTS
Seniors and
Park and Facility
SportsSignature Events
Contract ServicesCommunity Theater
Active Adults
Development
Cultural Arts Strategic and Master
Park RangersAquaticsCommunity EventsInclusion Services
Outreach & EventsPlanning
Recreation
Facility RentalsHomelesss Outreach
Library Services
History Museum
Programming
College and Career
City & Regional
Parks and Fields
Sister Cities
Preparation
Initiatives Support
Veterans Outreach
Public Art
Annual Operating Budget
237
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
TEMECULA COMMUNITY SERVICES DISTRICT FUND 190
CITYWIDE OPERATIONS
SALARIES & BENEFITS 5,455,7526,3,6,735.%
OPERATIONS & MAINTENANCE 3,282,1813,705,7023,799,00193,2992.52%
CAPITAL OUTLAY 8,494034,00034,000100.0%
INTERNAL SERVICE ALLOCATION 1,288,3641,434,7791,752,967318,18822.18%
Division Total 10,034,79111,49,12,3,8,.%
TCSD SERVICE LEVEL "B" STREET LIGHTS FUND 192
OPERATIONS 180
SALARIES & BENEFITS 17,32921,45122,1036523.04%
OPERATIONS & MAINTENANCE 894,437767,750767,75000.0%
Division Total 911,766789,201789,8536520.08%
SERVICE LEVEL "C"
OPERATIONS 180
SALARIES & BENEFITS 88,80167,42462,453(4,971)-7.37%
OPERATIONS & MAINTENANCE 1,317,5931,485,7201,760,612274,89218.5%
Division Total 1,406,3941,553,1441,823,065269,92117.38%
TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND 194
OPERATIONS 180
SALARIES & BENEFITS 112,55270,24771,8921,6452.34%
OPERATIONS & MAINTENANCE 7,730,7117,958,9138,479,464520,5516.54%
Division Total 7,843,2638,029,1608,551,356522,1966.5%
OPERATIONS - DEPARTMENT OF CONSERVATION GRANT
OPERATIONS & MAINTENANCE 049,73123,000(26,731)-53.75%
Division Total 049,73123,000(26,731)-53.75%
TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND 195
OPERATIONS 180
OPERATIONS & MAINTENANCE 2,84729,6635,532(24,131)-81.35%
Division Total 2,84729,6635,532(24,131)-81.35%
Annual Operating Budget
238
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
MECULA COMMUNITY SERVICES DISTRICT
TE
EXPENDITURES BY CATEGORY (continued)
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND 196
OPERATIONS 180
SALARIES & BENEFITS 18,92117,70626,1018,39547.42%
OPERATIONS & MAINTENANCE 212,872229,570232,9313,3611.46%
Division Total 231,793247,276259,03211,7564.75%
TEMECULA LIBRARY FUND 197
OPERATIONS 180
OPERATIONS & MAINTENANCE 236,288257,177257,17700.0%
INTERNAL SERVICE FUND ALLOCATIONS 245,224372,739403,34230,6038.21%
CAPITAL OUTLAY 012,0006,075(5,925)-49.38%
Division Total 481,512641,916666,59424,6783.84%
OPERATIONS - MAINTENANCE
SALARIES & BENEFITS 82,40888,004114,11626,11229.67%
OPERATIONS & MAINTENANCE 219,395264,220261,567(2,653)-1.0%
Division Total 301,803352,224375,68323,4596.66%
PUBLIC ART FUND 198
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 04,0260(4,026)-100.0%
TRANSFERS 82,2000000.0%
Division Total 82,2004,0260(4,026)-100.0%
Annual Operating Budget
239
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
ANALYSIS/COMMENTS
Citywide Operations: Expenditures are expected to increase by .% due to a cost of living
adjustment (COLA) of 3% which will be provided to all eligible employees, according to labor
agreements, on July 1, 2019; the addition of one Full Time Equivalent position of Park Ranger l and
one Full Time Equivalent position of Management Aide l; the reclassification of three employees
in accordance with labor agreements; an increase in the Internal Service Fund Allocations for
Insurance and Information Technology and several Capital Outlay items.
Service Level B: Expenditures are expected to remain relatively flat with a slight increase of .08%.
Service Level C: Expenditures are expected to increase by 17.38% due to higher utility costs and
contracted landscape maintenance costs. Some of the increase is offset by a reallocation of personnel
costs.
Service Level D: Expenditures are projected to increase by 6.5% due to higher waste hauling costs as a
result of the franchise agreement with CR&R, which includes annual inflators using the Consumer Price
Index and land-fill tipping fees to determine the increase/decrease in the annual assessment rate. In
addition, CR&R is proposing an “extraordinary” charge to mitigate the economic impact of the constrained
recycling market.
Service Level R: Expenditures are expected to decrease by 81.35% due to an appropriation for emergency
repairs to Leifer Rd. in the prior fiscal year, as a result of heavy storm activity in February 2019.
Service Level L: Expenditures are expected to increase by 4.75% due to a reallocation of personnel costs.
Library: Expenditures are expected to increase by 5.25% dues to a reallocation of personnel costs and an
increase in the Internal Service Fund Allocations.
Public Art: There are no expenditures projected for this fund in the current fiscal year.
Annual Operating Budget
240
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
PARKS AND RECREATION
Aquatics Coordinator 1.00 1.00 - (1.00)
Aquatics Supervisor ll -- 1.00 1.00
Community Services Assistant 1.00 1.00 1.00 -
Community Services Coordinator I 2.00 1.00 1.00 -
Community Services Manager 5.00 8.00 8.00 -
Community Services Superintendent 1.00 2.00 2.00 -
Community Services Supervisor I 2.00 2.00 2.00 -
Community Services Supervisor II 2.00 1.00 1.00 -
Custodian I 1.30 0.65 0.60 (0.05)
Custodian II - 0.65 0.60 (0.05)
Director of Community Services 1.00 1.00 1.00 -
Field Supervisor-Facilities -- 0.50 0.50
Lead Maintenance Worker-Street/Parks - 0.08 0.04 (0.04)
Lead Maintenance Worker-Facilities 1.00 1.05 0.95 (0.10)
Maintenance Manager - 0.02 0.02 -
Maintenance Supervisor 0.35 0.350.35-
Maintenance Worker I-Facilities 0.75 1.35 1.50 0.15
Maintenance Worker I-Streets/Parks - 0.12 0.08 (0.04)
Maintenance Worker II-Facilities 0.60 0.60 - (0.60)
Management Aide I 1.00 1.00 2.00 1.00
Management Aide II 4.00 4.00 4.00 -
Management Aide III 2.00 2.00 2.00 -
Management Analyst -1.00 -
Office Specialist II 1.00 1.00 1.00 -
Park Ranger I 1.00 1.00 2.00 1.00
Park Ranger II 2.00 2.00 1.00 (1.00)
Senior Administrative Assistant 1.00 1.00 1.00 -
Senior Code Enforcement Officer - 0.05 0.05 -
Senior Management Analyst -1.00 1.00 1.00
Senior Recreation Leader 1.00 1.00 1.00 -
Theater Technical Assistant 1.00 1.00 1.00 -
Theater Technical Coordinator II 1.00 1.00 1.00 -
Total 36.00 36.92 38.69 1.77
*One Office Specialist and one Community Services Manager position are currently unfunded. The
positions are associated with the Margarita Recreation Center and will remain unfunded until the facility
has been rehabilitated and is open for operation.
Annual Operating Budget
241
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
PERSONNEL ALLOCATION (Continued)
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
SERVICE LEVEL B
Senior Office Specialist 0.20 0.25 0.25 -
Total 0.20 0.25 0.25 -
SERVICE LEVEL C
Landscape Inspector ll -- 0.18 0.18
Parks/Landscape Maintenance Supervisor 0.23 0.15 - (0.15)
Senior Landscape Inspector 0.33 0.33 0.33 -
Total 0.56 0.48 0.51 0.03
SERVICE LEVEL L
Landscape Inspector ll -- 0.07 0.07
Park/Landscape Maintenance Supervisor 0.05 0.05 0.05 -
Senior Landscape Inspector 0.07 0.07 0.07 -
Total 0.12 0.12 0.19 0.07
LIBRARY
Custodian -0.20 - -
Custodian I - 0.10 0.15 0.05
Custodian II - 0.10 0.15 0.05
Field Supervisor -- 0.10 0.10
Lead Maintenance Worker - 0.15 0.25 0.10
Maintenance Superintendent -0.10 - -
Maintenance Supervisor - 0.10 0.10 -
Maintenance Worker I 0.25 0.35 0.35 -
Maintenance Worker II-Facilities 0.10 0.10 - (0.10)
Total 0.65 0.90 1.10 0.20
Grand Total 37.53 38.67 40.74 2.07
*One Office Specialist and one Community Services Manager position are currently unfunded. The
positions are associated with the Margarita Recreation Center and will remain unfunded until the facility
has been rehabilitated and is open for operation.
Annual Operating Budget
242
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: COMMUNITY SERVICES
SERVICES
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 with projects that include developing new and/or
improving existing parks and recreational facilities.
Reserve and program numerous facilities, including the Community Recreation Center, Temecula
Community Center, Temecula Skate Park, Margarita Recreation Center, Patricia H. Birdsall Sports
Park, Jefferson Recreation Center, Temecula Public Library and Citywide park shelters.
Create multi-media Community Outreach collateral to increase public awareness of Community
Services programs, facilities, and events.
Provide Park Rangers/Monitors to act as ambassadors to the public.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Expanded use of new recreation software to include social media, marketing, event registration,
fishing permits, and reporting modules. (Promote High Quality Parks And Recreation Programs And
Cultural Services, Healthy and Livable City; Provide transparency to the public for all government transactions,
Accountable and Responsive City Government)
Increased size of bi-annual Guide to Leisure Activities brochure to better promote events, programs,
classes and services offered by the Community Services Department. (Promote High Quality Parks And
Recreation Programs And Cultural Services, Healthy and Livable City)
Developed multi-media community outreach strategy to increase reach into the community.
(Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
Annual Operating Budget
243
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: COMMUNITY SERVICES
OBJECTIVES FOR CURRENT FISCAL YEAR
Continue multiple outreach events to provide resources to local at-risk populations. (Promote High
Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
Continue collaboration with local non-profits, faith-based community, school district and Sheriff’s.
(Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
Continue to increase use of features of new recreation software to better streamline processes for
department staff to increase efficiency and customer satisfaction. (Promote High Quality Parks And
Recreation Programs And Cultural Services, Healthy and Livable City)
Continue to review current contract class and recreation offerings and expand programming options
for all ages. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable
City)
Provide new city vehicles to Park Rangers to ensure responsiveness and reliability. (A safe and
Prepared Community, Accountable and Responsive City Government)
Provide training opportunities for Park Rangers to improve quality service delivery for all park
visitors. (A safe and Prepared Community, Accountable and Responsive City Government)
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long
Performance Measures 2016-17 2017-18 2018-19 2019-20
Value Term Goal
ActualsActualsTargetTarget
Develop and Deploy a citizen
satisfaction survey
n/a 50 50 50
Promote High
instrument
Quality Parks And
Recreation
Programs And
Cultural Services
Maintain Facility rentals
n/a 85% 85% 85%
Foster An
“Educated
Healthy and Livable City
Community” Maintain 75% participation
n/a n/a 75% 75%
Through A Wide rate in Contract Classes
Variety Of
Opportunities
Annual Operating Budget
244
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: RECREATION
SERVICES
Provide a variety of recreational and competitive sporting opportunities City-wide.
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 FROMPRIOR FISCAL YEAR
Renovated teen room and programming to increase participation. (Promote High Quality Parks and
Recreation Programs And Cultural Services, Healthy and Livable City)
Continued to ensure Aquatics staff is adequately trained per all applicable codes. (Promote High
Quality Parks and Recreation Programs and Cultural Services, Healthy and Livable City)
Collaborated with Public Works to support renovation of CRC facility. (Promote High Quality Parks and
Recreation Programs and Cultural Services, Healthy and Livable City)
OBJECTIVES FOR CURRENT FISCAL YEAR
Increase Pickle ball opportunities with the creation of additional courts through CRC gym renovation.
(Promote High Quality Parks and Recreation Programs And Cultural Services, Healthy and Livable City)
Continue to ensure Aquatics staff is adequately trained per all applicable codes. (Promote High Quality
Parks and Recreation Programs and Cultural Services, Healthy and Livable City)
Collaborate with other municipalities to better serve our sports programs. (Promote High Quality Parks
and Recreation Programs And Cultural Services, Healthy and Livable City)
Collaborate with Public Works to support design phase of Roripaugh Sports Park. (Promote High
Quality Parks and Recreation Programs and Cultural Services, Healthy and Livable City)
Annual Operating Budget
245
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: RECREATION
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-19 2019-20
Value Term Goal Measures
ActualsActuals TargetTarget
Encourage
Community Number of special needs
Participation In participants provided with
90 90 90 90
Public Safety And swim lessons and water safety
Safe and
Emergency programs.
Prepared
A
Community
Preparedness
Monthly attendance of Teen
250 250 250 250
Gym at the CRC.
Promote High
Quality Parks And
Recreation Programs
And Cultural Services
n/a 90% 90% 90%
90% of availability.
Healthy and Livable City
Annual Operating Budget
246
City of Temecula
Fiscal Year 2019-20
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 movies in the park, and concert series.
Implement regional events, including Street Painting Festival, and New Year’s Eve Grape Drop.
Provide co-sponsorship of funds or in-kind services to special events.
ACCOMPLISHMENTS FOR PRIOR FISCAL YEAR
Continued to secure corporate sponsorship opportunities for signature, City-wide special events.
(Diversify The City’s Revenue Base To Ensure Stability In Any Economic Climate, Accountable and Responsive
City Government)
Organized event recognizing public safety personnel for contributions to the community. (Promote
High Quality Parks and Recreation Programs, Healthy and Livable City)
Integrated symphony and other performing arts events into the Special Events Division, thereby
promoting organizational efficiency and better service to the community. (Promote High Quality Parks
and Recreation Programs, Healthy and Livable City)
OBJECTIVES FOR CURRENT FISCAL YEAR
Successfully move Signature Temecula Rod Run to May. (Promote High Quality Parks and Recreation
Programs, Healthy and Livable City)
Promote safety at signature events throughout Old Town Temecula by providing pedestrian fencing.
(Promote High Quality Parks and Recreation Programs, Healthy and Livable City)
Promote a healthy lifestyle by working with Community Development on future bike events.
(Promote High Quality Parks and Recreation Programs, Healthy and Livable City)
Annual Operating Budget
247
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: CITYWIDE EVENTS
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
Value Term Goal Measures
ActualsActuals Target Target
Number of Facebook
Utilize Social
Contests to promote
Media To Keep
City activities and to
The Community
8 10 10 10
obtain more
Informed And
community
Prepared
A Safe and
Involved
Community
participation
Provide
Signature Special
New special events
Events And
3 4 6 6
City and/or cultural events
Cultural
Healthy
Opportunities
and Livable
Annual Operating Budget
248
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ARTS AND CULTURE
SERVICES
Enrich, educate, and entertain our community by providing cultural experiences through the fine
and performing arts.
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.
Serve as a significant cultural asset to the local and regional community.
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.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Developed children’s coloring book history of Great Oak Tree in conjunction with The Pechanga Band
of Luiseño Indians. (Foster an “educated community” through a wide variety of opportunities, Healthy and
Livable City)
Expanded oral history project to include local Veterans of World War II, and Temecula Pioneers.
(Foster an “educated community” through a wide variety of opportunities, Healthy and Livable City)
Programed, marketed, and produced the 14th season of Temecula Presents Season and Theater
2018-2019 Season Brochure. (Continue to promote the Temecula Valley as a destination, Economic
Prosperity)
Upgraded PA system for main audience chamber of Temecula Theater to avoid costly repairs and
emergency maintenance. (Promote High Quality Parks And Recreation Programs And Cultural Services,
Healthy and Livable City)
OBJECTIVES FORCURRENT FISCAL YEAR
Support the local arts community by expanding Art Off The Walls into Theater Courtyard. (Focus on
Temecula as a destination for arts and culture for both visitors and residents, with events that stimulate
growth and creativity, Healthy and Livable City)
Create and exhibit on the development of Old Town as specified in the Kaiser/Marston Market
Assessment. (Foster an “educated community” through a wide variety of opportunities, Healthy and Livable
City)
Enhance the Temecula Sister City program to include local students in current student exchanges to
foster an appreciation of cultural differences and similarities between Temecula and our sister city
in Daisen, Japan (Foster an “educated community” through a wide variety of opportunities, Healthy and
Livable City)
th
Program, market, and produce the 15Season of Temecula Presents and Theater 2019-2020 Season
(Continue to promote the Temecula Valley as a destination, Economic Prosperity)
Brochure.
Annual Operating Budget
249
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ARTS AND CULTURE
OBJECTIVES FOR CURRENT FISCAL YEAR (continued)
Expand social media presence, views, and reach of Around & About Temecula web series and provide
Public Service Announcements for community outreach. (Foster an “educated community” through a
wide variety of opportunities, Healthy and Livable City)
Develop Sponsorship Web Page and create custom sponsorship opportunities to support
Community Services.
(Promote High Quality Parks And Recreation Programs and Cultural Services, Healthy
and Livable City)
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core
Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
Term GoalMeasures
Value
Actuals Actuals TargetTarget
Partnerships with
local vendors to
Continue To enhance patron
Promote The theater experiences
Temecula Valley in Old Town with pre- 21 24 24 24
As A Destination and post-
Economic
Prosperity
performance
audience engagement
techniques
Utilize Social
Media To Keep
The Community
Number of posts 10,647 13,841 15,000 15,000
Informed And
Involved
Prepared
A Safe and
Community
Number of active
volunteers at the
100 100 100 100
Temecula Valley
Museum
Promote
Community
Involvement
Number of active
Government
volunteers at
Responsive City
20 20 n/a n/a
Accountable and
Pennypickle’s
Workshop
Annual Operating Budget
250
City of Temecula
Fiscal Year 2019-20
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 that 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 that 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.
Coordinate Homeless Outreach efforts with staff, community partners, businesses, and public safety
in support of the City’s Responsible Compassion initiative.
Provide outreach to the City’s military community.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Expanded workforce development programs. (Continued to pursue high quality employment
opportunities for Temecula residents, Economic Prosperity; Foster an “educated community” through a wide
variety of opportunities, Healthy and Livable City)
Provided increased training opportunities for staff to improve quality of service delivery for teens
with special needs and older adults. (Promote high quality parks and recreation programs and cultural
services, Healthy and Livable City)
(Foster an
Developed intergenerational technology assistance programs linking youth and seniors.
“educated community” through a wide variety of opportunities, Healthy and Livable City)
Annual Operating Budget
251
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: HUMAN SERVICES
OBJECTIVES FOR CURRENT FISCAL YEAR
(Promote
Expand Inclusive events to include Light It Up Yellow for Down Syndrome Awareness Day.
high quality parks and recreation programs and cultural services, Healthy and Livable City)
Expand upon Youth Advisory Council to integrate Inclusive programming (Peer Buddy Program,
Senior HOME program, Intergenerational College Excursion and Intergenerational Tech Program).
(Promote high quality parks and recreation programs and cultural services, Healthy and Livable City)
Submit award nomination for the Intergenerational Tech Program to California Parks & Recreation
Society Awards program. (Promote high quality parks and recreation programs and cultural services,
Healthy and Livable City)
Expand workforce development programs through new partnerships to help identify job placement,
(Foster an “educated community” through a wide variety of
internship and externship opportunities.
opportunities, Healthy and Livable City)
PERFORMANCE MEASURES FORCURRENT FISCAL YEAR
FY FY FY FY
Five-Year Long Performance
Core Value 2016-17 2017-18 2018-19 2019-20
Term Goal Measures
ActualsActualsTargetTarget
Human Services
workshops for
18 20 20 20
parents and youth
Foster an “Educated
Community”
through a wide
variety of
Resource
opportunities
18 20 20 20
opportunities
Healthy and Livable City
Annual Operating Budget
252
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ADMINISTRATION
SERVICES
Support City strategic initiatives that enhance community partnerships, optimize utilization of
resources, and advance the mission of the organization.
Participate in the Capital Improvement Program with projects that include developing new and/or
improving existing parks and recreational facilities.
Provide library services including collections that include books, periodicals, DVDs, CDs 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.
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Continued to collaborate with Public Works to renovate additional parks as budget permitted.
(Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
Supported Public Works/CIP Division in projects that improved existing facilities. (Promote High
Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City)
Promoted childhood literacy through summer reading program and other Library initiatives. (Foster
an “educated community” through a wide variety of opportunities, Healthy and Livable City)
OBJECTIVES FOR CURRENT FISCAL YEAR
Complete Community Services Master Plan to identify facility, programming, staffing, and
maintenance needs over the next 20 years. (Promote High Quality Parks And Recreation Programs And
Cultural Services, Healthy and Livable City)
Continue to promotechildhood literacy through summer reading program and other Library
initiatives. (Fosteran “educated community” through a wide variety of opportunities,Healthy and Livable
City)
Support the Human Resources and Finance departments in the development and rollout of new
software and Workforce Strategic Plan. (Foster an Organizational Structure that Aligns Resources with
Demands, Accountable and Responsive City Government)
Annual Operating Budget
253
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
TEMECULA COMMUNITY SERVICES DISTRICT
DIVISION/PROGRAM: ADMINISTRATION
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FY FY FY FY
Core Five-Year Long
Performance Measures 2016-17 2017-18 2018-19 2019-20
Value Term Goal
Actuals Actuals Target Target
Collaborate with Riverside
County Law Library to offer
6 6 6 6
Foster An
law related classes to the
“Educated
public
Community”
Through A Wide
Computer classes provided
Variety Of
in the technology
Opportunities
50 50 50 50
homework center at the
Temecula Public Library
Promote High
Quality Parks And
Complete Departmental
Recreation
4 5 6 6
initiatives or analyses
Programs And
Healthy and Livable City
Cultural Services
Accountable and
Support City Manager’s
Responsive City 3 4 4 4
Office in Special Projects
Government
Annual Operating Budget
254
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
).4%2.!, 3%26)#% FUNDS OVERVIEW
The following section includes an expense summary of each of the Internal Services Funds. In addition,
the Information Technology and Support Services Department includes the short term objectives staff has
developed for the upcoming fiscal year which have been used to develop their operating budget. These
objectives are linked to the Citywide long term goals presented in the Introduction section of the budget.
The long term goals are then
Plan. Their objectives are measurable and include performance measures which demonstrate the
progress made in the recent fiscal years toward their objectives. The Internal services have been
categorized and organized by fund number:
Fund/ Dept. Number
Insurance ................................................................................................................................................... 300
........................................................................................................................... 305
Vehicles and Equipment ........................................................................................................................... 310
Information Technology and Support Services ..................................................................................320/330
Technology Replacement ......................................................................................................................... 325
Support Services Replacement ................................................................................................................ 335
Facilities .................................................................................................................................................... 340
Facility Replacement ................................................................................................................................. 350
Annual Operating Budget
255
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INSURANCE
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
INSURANCE FUND 300
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 29,74235,64266,76431,12287.32%
OPERATIONS & MAINTENANCE 1,400,391959,495959,49500.0%
Division Total 1,430,133995,1371,026,25931,1223.13%
ANALYSIS/COMMENTS
Insurance: Expenditures are projected to increase by 3.13% due to the reallocation of personnel costs
from the General Fund.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
INSURANCE
Assistant City Manager -- 0.05 0.05
Fiscal Services Manager -- - -
Human Resources Manager 0.05 0.05 0.10 0.05
Office Specialist - Confidential -- -
Risk Manager 0.10 0.10 0.10 -
Total 0.15 0.15 0.25 0.10
Annual Operating Budget
256
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
WORKERS’ COMPENSATION
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
WORKERS' COMPENSATION FUND 305
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 113,88535,64249,69114,04939.42%
OPERATIONS & MAINTENANCE 137,208387,136206,088(181,048)-46.77%
Division Total 251,093422,778255,779(166,999)-39.5%
ANALYSIS/COMMENTS
Workers’ Compensation: Expenditures are expected to decrease by 39.5% due to a budgeting error in
FY2018-19, which erroneously increased the Operations and Maintenance budget.
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
WORKERS' COMPENSATION
Human Resources Manager 0.05 0.05 0.10 0.05
Risk Manager 0.40 0.10 0.10 -
Total 0.45 0.15 0.20 0.05
Annual Operating Budget
257
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
VEHICLES AND EQUIPMENT
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
VEHICLES AND EQUIPMENT FUND 310
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE 81,6600000.0%
CAPITAL OUTLAY 0858,125380,000(478,125)-55.72%
Division Total 81,660858,125380,000(478,125)-55.72%
ANALYSIS/COMMENTS
Vehicles and Equipment: Fiscal Year 2019-20 expenses reflect the replacement of two Park Ranger trucks,
one City Manager vehicle, one Public Works CIP pool vehicle and one Police Traffic Commercial
Enforcement vehicle which are past their useful lives. Purchase of one skid steer piece of equipment with
a sweeper attachment and trailer to be used for channel cleaning, asphalt repairs and debris removal.
Replacement of the current Vactron, used for cleaning city maintained catch basins, which is past its useful
life. Replacement of a pontoon boat with an electric motor, used for Harveston Lake and Duck Pond
maintenance, which is past its useful life.
Annual Operating Budget
258
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
MISSION
Information Technology and Support Services (ITSS) 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, and Support Services. ITSS oversees 500+ electronic devices,
network infrastructure, and 500+ user accounts at the Civic Center and 20+ offsite facilities City-wide.
There are currently over 35 business application systems administered and supported by staff. In
addition, Media Services oversees social media and E-Government services, and produces original video
content for direct communications with residents.
ORGANIZATIONAL CHART
INFORMATION TECHNOLOGY
AND SUPPORT SERVICES
Michael Heslin
Director
Enterprise Geographic
Media ServicesApplication Services Information Systems Support ServicesTech SupportInfrastructure
(EAS) (GIS)
Website & Social Application AnalysisNetwork
NetworkingDevelopment& MappingCopy Center Tier 1 Help DeskAdministration
Television Station Database GIS Application System
ManagementAdministrationDevelopmentMailroom ServicesComputer SupportAdministration
Media Services ApplicationGISCopier & Printer Inventory
SupportSupportSupportManagementManagementTelecommunications
Audio Visual Civic Center
ProductionReport DevelopmentData MaintenanceReception ServicesPublic Safety SupportSecurity
Database Library Technology
Graphic DesignEnd User TrainingAdministrationSupportSurveillance
GIS Web Services
Annual Operating Budget
259
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Proposed Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
INFORMATION TECHNOLOGY FUND 320
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 1,257,6661,358,4511,433,46475,0135.52%
OPERATIONS & MAINTENANCE 1,286,0202,151,0171,950,197(200,820)-9.34%
INTERNAL SERVICE FUND ALLOCATIONS 03,3003,30000.0%
CAPITAL OUTLAY 045,0000(45,000)-100.0%
Division Total 2,543,6863,557,7683,386,961(170,807)-4.8%
GIS-GEOGRAPHIC INFORMATION TECHNOLOGY 610
SALARIES & BENEFITS 365,224368,536318,918(49,618)-13.46%
OPERATIONS & MAINTENANCE 31,42979,61897,31217,69422.22%
Division Total 396,653448,154416,230(31,924)-7.12%
LIBRARY-INFORMATION TECHNOLOGY 620
SALARIES & BENEFITS 133,190150,025157,3957,3704.91%
OPERATIONS & MAINTENANCE 92,746136,434151,43415,00010.99%
Division Total 225,936286,459308,82922,3707.81%
SUPPORT SERVICES FUND 330
NON-DEPARTMENTAL 199
SALARIES & BENEFITS 205,990224,439231,0096,5702.93%
OPERATIONS & MAINTENANCE 166,767144,527182,54238,01526.3%
TRANSFERS 0444,1020(444,102)-100.0%
Division Total 372,757813,068413,551(399,517)-49.14%
SUPPORT SERVICES REPLACEMENT FUND 335
NON-DEPARTMENTAL 199
CAPITAL OUTLAY 018,73550,00031,265166.88%
Division Total 018,73550,00031,265166.88%
Annual Operating Budget
260
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
EXPENDITURES BY CATEGORY (Continued)
PUBLIC EDUCATION & GOVERNMENT (PEG) FUND 125
NON-DEPARTMENTAL 199
CAPITAL OUTLAY 210,490364,995305,000(59,995)-16.44%
Division Total 210,490364,995305,000(59,995)-16.44%
ANALYSIS/COMMENTS
Information Technology: Expenditures are expected to decline by 4.% due to a carry-over from the prior
fiscal year of a large one-time expense related to consulting services and a reduction in capital outlay
requests.
GIS: Expenditures are expected to decrease by 7.12% due to a restructuring of personnel within the
department.
Library: Expenditures are expected to increase by 7.81% due to an increase in the cost of the annual
copier lease.
Technology Replacement: Expenditures for Fiscal Year 2019-20 include computer life cycle replacement,
the replacement of audiovisual equipment for Civic Center conference rooms, replacement of phones and
equipment, replacement of fiber channel switches, network switches and a Web filter at the Library.
Support Services: Expenditures are expected to decline due to a one-time Mid-Year adjustment from the
prior fiscal year to establish the new Support Services Replacement Fund.
Support Services Replacement: Expenditures for Fiscal Year 2019-20 include the replacement of ten City
copiers that have reached their useful lives.
Public Education & Government: Expenditures for Fiscal Year 2019-20 include the purchase of Close
Captioning equipment, audiovisual equipment, a shoulder-mount camera, a portable stage and the set
aside funds for the future replacement of all PEG funded equipment.
Annual Operating Budget
261
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
INFORMATION TECHNOLOGY
Administrative Assistant 0.50 0.50 0.50 -
Assistant Director of IT/SS 1.00 1.00 1.00 -
Support Services Supervisor - 0.10 0.10 -
Director Information Technology 1.00 1.00 1.00 -
Deputy Director Support Services -- - -
Information Technology Administrator 2.00 1.00 - (1.00)
Information Technology Manager - 1.00 1.00 -
Information Technology Specialist -- -
Information Technology Specialist I 1.00 1.00 1.00 -
Information Technology Specialist ll -- 1.00 1.00
Information Technology Supervisor 1.00 1.00 2.00 1.00
Information Technology Technician l -- 1.00 1.00
Senior Information Technology Specialist 4.00 4.00 3.00 (1.00)
Total 10.50 10.60 11.60 1.00
SUPPORT SERVICES
Assistant Director of IT/SS -- - -
Support Services Coordinator -- - -
Director Information Technology -- - -
Information Technology Manager -- - -
Information Technology Supervisor -- - -
Office Specialist - AM -- 0.60 0.60
Office Specialist - PM -- 0.60 0.60
Office Specialist II (Part-Time) 1.20 1.20 - (1.20)
Senior Information Technology Specialist -- - -
Support Services Supervisor 1.00 0.90 0.90 -
Support Services Technician (Part-Time) 0.50 0.50 0.50 -
Total 2.70 2.60 2.60 -
Grand Total 13.20 13.20 14.20 1.00
Annual Operating Budget
262
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
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
analysis.
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).
ACCOMPLISHMENTS FROMPRIOR FISCAL YEAR
Offered improvements to the maintenance, tracking, and accounting of City assets in preparation
for the Asset Management System implementation. (Foster an Organizational Structure that Aligns
Resources with Demands, Accountable and Responsive City Government)
Initiated construction and installation of new or replacement surveillance equipment at various City
facilities and traffic intersections. (Minimize the Impact of Life, Property and the Environment from
Natural Hazards and Emergency Situations, A Safe and Prepared Community)
Enabled maximum staff efficiency, productivity, and security by ensuring that applications were
kept current and that infrastructure was patched appropriately. (Foster an Organizational Structure
that Aligns Resources with Demands, Accountable and Responsive City Government)
Developed and implemented an IT Disaster Recovery Plan for business continuity during emergency
operations. (Minimize the Impact of Life, Property and the Environment from Natural Hazards and
Emergency Situations, A Safe and Prepared Community)
Provided improvements in customer service and increased staff efficiency at the Ronald H. Roberts
Temecula Public Library through the replacement of book sorting equipment and public access
computers. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and
Responsive City Government)
Delivered improved transparency and civic engagement to the Citizens of Temecula through the
implementation of an agenda management system.(Foster an Organizational Structure that Aligns
Resources with Demands, Accountable and Responsive City Government)
Annual Operating Budget
263
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
OBJECTIVES FOR CURRENT FISCAL YEAR
Improve customer service and enhance access to City services through the implementation of the
EnerGov Citizen Self-Service (CSS) portal. (Foster an Organizational Structure that Aligns Resources with
Demands, Accountable and Responsive City Government)
Maintain security, improve staff-efficiency, and address Windows end-of-life concerns, through
the life-cycle replacement of desktop computers. (Foster an Organizational Structure that Aligns
Resources with Demands, Accountable and Responsive City Government)
Support the Temecula residents, businesses, visitors,and staff by upgrading theaudiovisual
equipment in the Conference Center. (Foster an Organizational Structure that Aligns Resources with
Demands, Accountable and Responsive City Government)
Offer improvements to the tracking of work orders and maintenance of City assets through the
initiation of the Asset Management System implementation. (Foster an Organizational Structure that
Aligns Resources with Demands, Accountable and Responsive City Government)
Offer continued enhancements to the City’s Surveillance System through the installation of new
or replacement surveillance equipment at various City facilities and traffic intersections. (Minimize
the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations, A Safe
and Prepared Community)
Provide enhanced record keeping and reporting for Finance and Human Resources with the
initiation of an Enterprise Resource Planning (ERP) system implementation. (Foster an
Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City
Government)
Annual Operating Budget
264
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFY FY FY
Core Five-Year Long Performance
2016-172017-18 2018-192019-20
ValueTermGoalMeasures
ActualsActualsTargetTarget
Number of City Council
meetings supported with
24 24 24 24
Promote audiovisual services
Community
Involvement Number of updates to the
Temecula Outreach
70 102 143 125
Channel 3 and YouTube
Percentage of computers
that need to be replaced in
order to adhere to the 20%
20% 20% 20%
Foster an
Computer Lifecycle
Organizational
City Government
Replacement Program
Structure That
Matches Activity to
Accountable and Responsive
Demand Reduce the number of
open Helpdesk tickets to an
45 30 30 40
average of 75
Annual Operating Budget
265
City of Temecula
Fiscal Year 2019-20
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 FROMPRIOR FISCAL YEAR
Procured a copy machine for the Human Resources Division and replaced the existing copy machine
within the Community Development Department. (Foster an Organizational Structure that Aligns
Resources with Demands, Accountable and Responsible City Government)
Provided Support Services for Citywide departments and off-site facilities, including mailroom and
ancillary services. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and
Responsible City Government)
Provided printing equipment maintenance and replacements at City-wide facilities for staff and
public use. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and
Responsive City Government)
OBJECTIVES FOR CURRENT FISCAL YEAR
Offer streamlined workflows and improved staff efficiency through the completion of the life-cycle
replacement of copy machines. (Foster an Organizational Structure that Aligns Resources with Demands,
Accountable and Responsible City Government)
Coordinate managed print services for all public and staff copy machines throughout the Civic Center
and all off-site facilities. (Foster an Organizational Structure that Aligns Resources with Demands,
Accountable and Responsible City Government)
Provide mailroom, copy-center, and related services (large format printing, laminating,
folding/inserting, binding, etc.) for Citywide departments and off-site facilities. (Foster an
Organizational Structure that Aligns Resources with Demands, Accountable and Responsible City Government)
Annual Operating Budget
266
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
INFORMATION TECHNOLOGY AND SUPPORT SERVICES
DIVISION/PROGRAM: SUPPORT SERVICES
PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR
FYFYFYFY
Core
Five-Year Long Performance
2016-17 2017-18 2018-19 2019-20
TermGoalMeasures
Value
Actuals Actuals Target Target
Number of City
Council Agendas
copied without
24 24 N/A N/A
amendments due to
misprinting
Foster An
Organizational
Structure That
Matches Activity
To Demand
Number of
4 4 4 4
City Government
SharePoint updates
Accountable and Responsive
Annual Operating Budget
267
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
FACILITIES
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
FACILITIES FUND 340
NON-DEPARTMENTAL 199
NON-DEPARTMENTAL - CIVIC CENTER
SALARIES & BENEFITS 394,347395,627394,928(699)-0.18%
OPERATIONS & MAINTENANCE 542,533608,378616,0267,6481.26%
Division Total 936,8801,004,0051,010,9546,9490.69%
NON-DEPARTMENTAL - CIVIC CENTER PARKING STRUCTURE
OPERATIONS & MAINTENANCE 66,85075,39375,39300.0%
Division Total 66,85075,39375,39300.0%
NON-DEPARTMENTAL - FACILITIES- TVE2
OPERATIONS & MAINTENANCE 142,605158,259158,25900.0%
Division Total 142,605158,259158,25900.0%
NON-DEPARTMENTAL - FACILITIES-FIELD OPERATION CENTER
OPERATIONS & MAINTENANCE 76,29987,74287,74200.0%
Division Total 76,29987,74287,74200.0%
NON-DEPARTMENTAL - FACILITIES-WEST WING
OPERATIONS & MAINTENANCE 11,30326,74626,74600.0%
Division Total 11,30326,74626,74600.0%
ANALYSIS/COMMENTS
Facilities: Expenditures are expected to stay relatively flat with an increase of .69% due to a slight increase
in Civic Center operations and Maintenance costs.
Annual Operating Budget
268
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
FACILITIES
PERSONNEL ALLOCATION
Adopted Current Inc/(Decr)
2017-18 2018-19 2019-20 from Prior Yr
FACILITIES
Administrative Assistant 0.05 0.05 0.05 -
Custodian -0.40 - -
Custodian I - 0.20 0.20 -
Custodian II - 0.20 0.20 -
Director of Public Works 0.10 0.10 0.10 -
Facility Services Manager -- - -
Field Supervisor-Facilities -- 0.30 0.30
Lead Maintenance Worker -- - -
Lead Maintenance Worker - Facilities 0.90 0.70 0.70 -
Maintenance Supervisor - PW 0.50 0.50 0.50 -
Maintenance Worker -- - -
Maintenance Worker I - Facilities 1.00 0.30 0.15 (0.15)
Maintenance Worker II - Facilities 0.30 0.30 (0.30)
Management Assistant 0.50 0.50 0.50 -
Office Specialist -- - -
Principal Management Analyst -- 0.05 0.05
Senior Management Analyst 0.05 0.05 - (0.05)
Senior Office Specialist 0.45 0.45 0.45 -
Total 4.25 3.35 3.20 (0.15)
Annual Operating Budget
269
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INTERNAL SERVICE FUNDS
FACILITY REPLACEMENT
EXPENDITURES BY CATEGORY
2018-192019-20%
2017-18Current Increase/Increase/
ActualsBudgetBudget(Decrease)(Decrease)
FACILITY REPLACEMENT FUND 350
NON-DEPARTMENTAL 199
CAPITAL OUTLAY 0362,336201,714(160,622)-44.33%
TRANSFERS 0143,6640.0%
Division Total 0506,000,(160,622)-31.74%
ANALYSIS/COMMENTS
Facilities: Expenditures for Fiscal Year 2019-20 include a carry-over expense for the
refurbishment of the floors at Fire Stations 84, 92 and 95, the replacement of a generator at
Fire Station 73 and the replacement of the Theater’s projection system which is past its useful
life.
Annual Operating Budget
270
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#!0)4!, )-02/6%-%.4 02/'2!- 35--!29
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 impro
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.
-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)
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
The project sheets have been updated to include the specific Core Value(s) each project satisfies. The
provide a structure within which
fiscal decisions can be made and to optimize all available resources toward the accomplishment of the
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
-
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.
Annual Operating Budget
271
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#!0)4!, )-02/6%-%.4 02/'2!- 35--!29
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 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.
The project is important and addressing it is necessary. The project impacts
LEVEL II:
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
LEVEL III:
cultural, recreational, and/or aesthetic value, or is deemed as a necessary
improvement to a public facility.
The project will be an improvement to the community, but does not necessarily
FUTURE YEARS
need to be completed within a five-year capital improvement program time
PROJECTS:
frame.
FISCAL YEARS 2020-24 CAPITAL IMPROVEMENT
PROGRAM SUMMARY
Number of
Type of Project Cost of Projects
Projects
Circulation 22 $345,956,136
Infrastructure/
34 61,363,635
Other
Parks and
11 15,097,397
Recreation
SARDA/ Housing 1 12,853,720
TOTAL 68 $435,270,888
Annual Operating Budget
272
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#!0)4!, )-02/6%-%.4 02/'2!- 35--!29
The FY2020-24 CIP document includes 68 projects totaling $435,270,888 in budgeted project costs. In
addition, there is $102,797,737 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.
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. 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.
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.
I-15/SR 79 South Ultimate Interchange Project
Annual Operating Budget
273
Fiscal Years 2020-24
Capital Improvement Program
274
Fiscal Years 2020-24
Capital Improvement Program
275
Fiscal Years 2020-24
Capital Improvement Program
276
Fiscal Years 2020-24
Capital Improvement Program
277
Fiscal Years 2020-24
Capital Improvement Program
278
Fiscal Years 2020-24
Capital Improvement Program
279
Fiscal Years 2020-24
Capital Improvement Program
280
Fiscal Years 2020-24
Capital Improvement Program
281
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
FUTURE YEARS PROJECTS
CIRCULATION
Project
DepartmentEstimate*
Cherry Street Extension Diaz Road to Jefferson AvenuePublic Works11,180,000
La Paz Street Widening from Ynez Road to Temecula ParkwayPublic Works2,500,000
Nicolas Valley - Community Facilities District (Liefer Road)Public Works4,088,508
Pauba Road Improvements - east of Margarita Road on the north sidePublic Works130,000
Rainbow Canyon Road Widening from Pechanga Parkway to City LimitPublic Works8,000,000
Rancho California Road East of Meadows ParkwayPublic Works470,000
Rancho Way Extension from Diaz to Margarita RoadPublic Works28,337,000
Temecula Creek CrossingPublic Works16,777,300
Ynez Road Widening from Tierra Vista Road to Rancho Vista Road Public Works580,000
TOTAL
$ 72,062,808
INFRASTRUCTURE / OTHER
Project DepartmentEstimate*
625,000
Corporate Meeting and Event SpaceCommunity Services
200,000
Fire Station 92 and 95 Bay Door ReplacementFire Services
1,890,000
Pedestrian and Bicycle Bridge Overcrossing into Old TownPlanning
4,630,000
Old Town GymnasiumCommunity Services
6,640,000
Southside Branch LibraryCommunity Services
4,500,000
Southside Recreation CenterCommunity Services
TOTAL
$ 18,485,000
PARKS and RECREATION
Project DepartmentEstimate*
Community Services857,000
Ronald Reagan Sports Park North/South Fields Back Stops, Dugout,
and Parking Lot with Trash Enclosures
Ronald Reagan Sports Park Upper Soccer Paving and
Community Services481,250
Materials/Equipment Storage Bays
8,250,000
Sports Complex - Joint Use (Riverside County Flood Control District)Community Services
1,843,000
Vail Ranch Park Site DCommunity Services
200,000
Ynez Road and Overland LandscapingCommunity Services
TOTAL
$ 11,631,250
*Estimates are planning level at the time the project was reviewed and they do not account for inflation and economic conditions
282
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
PROJECTED REVENUE SUMMARY
Available Projected Projected Projected Projected Projected
Fund 2019-2020 2020-2021 2021-2022 Projected 2022-2023-2024 Funds
FUNDING SOURCEBalance RevenueRevenueRevenue2023 RevenueRevenueAvailable
Assembly Bill 2766
$ 267,322$ 133,576$ 136,245$ 138,967$ 141,743$ 144,575$ 962,428
Capital Financing
6,405,000$ 6,405,000
Community Development Block Grant (CDBG)
943,361323,660323,660323,660323,660$ 2,238,001
Facilities Replacement Fund
300,000300,000300,000300,000300,000$ 1,500,000
General Fund
8,426,877642,077100,0001,000,0001,000,000$ 11,168,954
Measure S
15,403,00113,109,7284,558,6407,574,5772,052,0001,842,000$ 44,539,946
Public Art
27,280128,99270,82341,1389,2558,127$ 285,615
Road Maintenance and Rehabilitation Account(RMRA)
1,105,4031,873,3311,918,1541,956,5171,995,6472,034,777$ 10,883,829
Technology Replacement
763,534$ 763,534
Community Facilities Districts
Roripaugh Community Facilities District #03-02
15,940,793$ 15,940,793
Roripaugh Community Facilities District #16-01
6,585,898$ 6,585,898
Wolf Creek Community Facilities District
268,073$ 268,073
Development Impact Fees (DIF)
Corporate Facilities
-307,416210,033141,37750,11044,103$ 753,039
Fire Facilities
46,734185,321154,944105,76126,97826,809$ 546,547
Library Facilities
937,040172,005230,000179,06980,73871,458$ 1,670,310
Open Space and Trails
576,556137,453200,919145,18337,57637,576$ 1,135,263
Parks and Recreation
496,485471,570689,310498,092128,918128,918$ 2,413,293
Police Facilities
68,495176,135155,41196,04511,38611,288$ 518,760
Quimby
1,466,962211,412321,9358,8358,835-$ 2,017,979
Street Improvements
2,103,7173,902,7411,864,0751,008,26184,90978,111$ 9,041,814
Traffic Signals
198,979317,968266,717144,14112,01111,057$ 950,873
$
Measure A Programs
Measure A (Local Streets and Roads)
4,459,0491,242,4601,283,0891,325,1351,368,3871,412,829$ 11,090,949
$
Grants
Department Water Resources Grant Prop 84 (DWR)
426,029$ 426,029
Highway Bridge Program(HBP)
575,44588,5307,543,641$ 8,207,616
Highway Safety Improvement Program(HSIP)
2,605,910$ 2,605,910
Infrastructure For Rebuilding America (INFRA)
50,000,000$ 50,000,000
Mobile Source Air Pollution Reduction Review Committee (MSRC)
141,000$ 141,000
SAFETEA-LU
931,360$ 931,360
SB1 ATP Augmentation
4,430,0001,502,000$ 5,932,000
State Highway Operation Protection Program & Minor Program
(SHOPP)
1,250,000$ 1,250,000
State Transportation Improvement Program (STIP)
47,600,000$ 47,600,000
Surface Transportation Program (STP)
1,810,302$ 1,810,302
Successor Agency to the Temecula
Redevelopment Agency
Tax Allocation Refunding Bonds Series 2017B
12,853,720$ 12,853,720
Redevelopment Property Tax Trust Fund750,000$ 750,000
Reimbursements/Other
Developer Contribution
934,129-144,649$ 1,078,778
Lease Agreement
737,700$ 737,700
Pechanga Tribe Contributions4,225,519$ 4,225,519
Rancho California Water District (RCWD)
518,322$ 518,322
Riverside County164,904$ 164,904
Settlement Proceeds
500,000$ 500,000
Shea Homes Reimbursement
92,510$ 92,510
Senate Bills
Senate Bill 621 1,426,783$ 1,426,783
Senate Bill 821223,300$ 223,300
Transportation Uniform Mitigation Fee (TUMF)
Community and Environmental Transportation Accountability Program
(CETAP/RCTC)
681,514$ 681,514
Western Riverside Council of Governments (WRCOG)
6,668,036495,92353,302,980$ 60,466,939
TOTAL REVENUE
$ 79,814,167$ 51,003,700$ 61,403,845$ 74,528,322$ 60,935,133$ 6,619,937$ 334,305,104
283
CityofTemecula
FiscalYear201920
AnnualOperatingBudget
ANNUALOPERATINGANDMAINTENANCECOSTS
CAPITALIMPROVEMENTPROGRAM
PROJECT201920202021202122202223202324
CitywideFinancialSystemUpgrade
66,93466,93466,93466,934
Annualsoftwaremaintenance/licensing
CitywideStreetlightAcquisitionandLEDRetrofit
(600,000)(618,000)(636,540)(655,636)
AnticipatedsavingsfromlowerratescheduleandLEDretrofit
CitywideSurveillanceCameras
160,000260,000260,000260,000260,000
Annualoperationsandmaintenancecosts
I15/SR79SouthInterchangeEnhancedLandscaping
50,00052,020
Additionallandscapemaintenance
MargaritaRecreationCenter
744,600759,492774,682790,175
Additionalstaffing,utilities,andfacilitycharges
ParkRestroomsRenovations,ExpansionandADA
Improvements
25,00025,50026,01026,530
Additionalcustodialservicesfornewlyinstalledrestrooms
GRANDTOTAL$160,000$496,534$493,926$541,086$540,023
284
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
$%3#2)04)/. /& 2%6%.5% 3/52#%3
Assembly Bill 2766 (AB 2766)
State funds that are available to implement programs and projects that reduce air pollution from
motor vehicles.
Capital Financing
Funding available through financing proceeds to be used for Capital Improvements.
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.
Department of Water Resources (DWR) Proposition 84
Funding made available from the State of California Department of Water Resources funding from
the Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection
Bond Act of 2006. 2015 Proposition 84 Integrated Regional Water Management (IRWM)
Implementation Grant, California Public Resources Code Section 75026 of Divisions 26.5 of the
California Water Code (CWC).
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.
Facilities Replacement Fund
This Fund was established to accumulate resources necessary to replacement future Facilities
systems, equipment and fixtures.
General Fund
City General Funds retained for capital improvement projects.
Highway Safety Improvement Program
The Highway Safety Improvement Program (HSIP), codified as Section 148 of Title 23, United
States Code (23 U.S.C §148), is a core federal-aid program to States for the purpose of achieving
a significant reduction in fatalities and serious injuries on all public roads.
Annual Operating Budget
285
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
DESCRIPTION OF REVENUE SOURCES (continued)
Highway Bridge Program
This program is funded by Federal Highway Administration (FHWA) and authorized by United
States Code (USC) Title 23, Section 144. The purpose of the Program is to replace or rehabilitate
public highway bridges over waterways, other topographical barriers, other highways, or railroads
when the State and the Federal Highway Administration determine that a bridge is significantly
important and is unsafe because of structural deficiencies, physical deterioration, or functional
obsolescence.
Infrastructure For Rebuilding America (INFRA)
The INFRA program provides dedicated, discretionary funding for projects that address critical
Measure A (Local Streets and Roads)
-cent sales tax to fund transportation projects to improve local streets and
roads, major highways, commuter rail, and public transit throughout Riverside County.
Measure S
Pursuant to Ordinance 16-06, on November 8, 2016, the people of Temecula approved a local 1%
Transactions and Use Tax, effective on April 1, 2017, to maintain 9-1-1 emergency response times,
prevent cuts to local paramedic, police, fire protection, school safety patrols, youth/after-school,
senior, disabled services, improve freeway interchanges, reduce traffic and provide for other
general services.
Mobile Source Air Pollution Reduction Review Committee (MSRC)
The MSRC is the Mobile Source Air Pollution Reduction Review Committee, established under
state law (AB 2766) whose sole mission is to fund projects that reduce air pollution from motor
vehicles within the South Coast Air District in Southern California.
Public Art Fund
Public Artwork enhances the quality of life for individuals living and working in the Temecula. This
fund was adopted by City Council for 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
be used for this purpose).
Quimby
-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.
Annual Operating Budget
286
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
DESCRIPTION OF REVENUE SOURCES (continued)
Safe, Accountable, Flexible, Efficient, Transportation Equity Act - Legacy for Users
(SAFETEALU)
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 1 (SB1)/Road Repair and Accountability Act (RMRA)/Active Transportation Program
(ATP)
The State of California imposes per gallon excise and sales taxes on fuel sales, as well as
registration taxes on motor vehicles, for allocation to agencies for transportation purposes. In
2017, the State established the Road Repair and Accountability Act (RMRA) to allocate a greater
share of additional monies for transportation purposes.
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
B 821, the Bicycle and Pedestrian Facilities Program, is provided through the Transportation
Development Act (TDA), funded through a ¼ cent of the general sales tax collected statewide.
The TDA provides two major sources of funding for public transportation: the Local
Transportation Fund (LTF) and the State Transit Assistance (STA). The LTF provides funding for
essential transit and commuter rail services, SB 821 and planning. Each year, two percent of the
LTF revenue is made available for use on bicycle and pedestrian facility projects through the SB
821 program.
State Transportation Improvement Program (STIP)
The State Transportation Improvement Program (STIP) is the biennial five-year plan adopted by
the California Transportation Commission (CTC) for future allocations of certain state
transportation funds for state highway improvements, intercity rail, and regional highway and
transit improvements. State law requires the Commission to update the STIP biennially, in even-
numbered years, with each new STIP adding two new years to prior programming commitments.
State Highway Operation Protection Program & Minor Program (SHOPP)
improvements and some highway operational improvements.
Surface Transportation Program (STP)
Federal funds available for local agencies to improve the safety and efficiency of the local
transportation system.
Annual Operating Budget
287
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
DESCRIPTION OF REVENUE SOURCES (continued)
Tax Allocation Refunding Bonds Series 2017A and 2017B
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.
The Series 2017A and 2017B Refunding Bonds were issued in 2017 to refinance 2002, 2006, 2007,
2010, and 2011 Tax Allocation Bonds to provide financing for low and moderate income housing
projects. The outstanding bonds will be repaid in full in 2038. Monies to pay bond debt service
is requested from the State and disbursed by the County from the Trust Fund established to
accumulate tax increment generated by the former Temecula Redevelopment Agency area.
Technology Replacement Fund
This fund is used for the replacements of computers, system Software and all other Information
Technology equipment.
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.
WRCOG-BEYOND Framework Fund Program
Local assistance funding program for Economic Development and Sustainability Projects.
Annual Operating Budget
288
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 !.$ &)3#!, 0/,)#)%3
Pages
I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION..........................................292
A.Annual Operating Budget (AOB)...........................................................................................292
B.Balanced Budget .................................................................................................................... 293
C.Five Year Financial Forecast .................................................................................................. 293
D.Capital Improvement Program (CIP) ..................................................................................... 294
II.FINANCIAL REPORTING.......................................................................................................298
A.Annual Reporting ................................................................................................................... 298
B.Interim Reporting .................................................................................................................. 298
C.Budget Amendments ............................................................................................................. 298
D.Extended Annual Reporting .................................................................................................. 298
III.FUND BALANCE AND RESERVES ......................................................................................... 299
A.Fund Balance Policy ............................................................................................................... 299
B.Reserve for Economic Uncertainty ........................................................................................ 299
C.Secondary Reserve for Contingencies ................................................................................... 299
D.Future Capital Project Designations ...................................................................................... 299
E.Other Designations and Reserves ......................................................................................... 300
F.Fund Balance Components .................................................................................................... 300
G.Hierarchy of Spending Fund Balance..................................................................................... 301
H.Unassigned Fund Balance – General Fund ............................................................................ 301
IV.TRANSACTIONS AND USE TAX FUNDING (MEASURE S) .................................................... 302
A Measure S Revenue ............................................................................................................... 302
B.Appropriation Priorities of Measure S Revenue.................................................................... 302
V.CONTINGENCY PLANNING..................................................................................................304
A.One Time Events .................................................................................................................... 304
B.Ongoing Fiscal Constraints.................................................................................................... 304
VI.STAFFING POLICY ................................................................................................................ 305
A.Regular Staffing ..................................................................................................................... 305
B.Project Staffing ...................................................................................................................... 305
C.Temporary Staffing ................................................................................................................ 306
D.Work Hours ........................................................................................................................... 306
E.Overtime Management ......................................................................................................... 306
F.Independent Contractors ...................................................................................................... 307
Annual Operating Budget
289
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 !.$ &)3#!, 0/,)#)%3
VI. STAFFING POLICY(continued)Pages
G. Productivity ........................................................................................................................... 307
H. Contracting for Services – Private Sector .............................................................................. 308
I. Contracting for Services – Government Service Contracts ................................................... 309
J. Contracting for Services – Regional Approach ...................................................................... 310
K. Classification Plan Transition ................................................................................................. 310
L. Comprehensive Annual Leave Payout ................................................................................... 311
VII. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY ............................................ 312
A. AMAR Definition .................................................................................................................... 312
B. AMAR Process ....................................................................................................................... 312
C. AMAR Policy .......................................................................................................................... 313
D. AMAR Funding Strategy ........................................................................................................ 313
E. Replacement Funds ............................................................................................................... 314
VIII. INVESTMENTS..................................................................................................................... 315
A. Introduction ........................................................................................................................... 315
B. Objectives .............................................................................................................................. 315
C. Scope ..................................................................................................................................... 316
D. Investment Authority ............................................................................................................ 316
E. Safekeeping of Securities ...................................................................................................... 317
F. Reporting ............................................................................................................................... 318
G. Qualified Dealers ................................................................................................................... 318
18
H. Authorized Investments ........................................................................................................ 3
I.Eligible Investments for Funds Held in Trust ............................................................ 321
II.Ineligible Investments .............................................................................................. 321
J. Swapping of Securities .......................................................................................................... 321
K. Portfolio Adjustments ........................................................................................................... 322
L. Policy Review ......................................................................................................................... 322
M. Ethics and Conflict of Interest ............................................................................................... 322
IX. CAPITAL FINANCING AND DEBT MANAGEMENT............................................................... 323
A. Capital Financing ................................................................................................................... 323
B. Debt Management ................................................................................................................ 324
C. Debt Capacity ........................................................................................................................ 326
Annual Operating Budget
290
City of Temecula
Fiscal Year 2019-20
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"5$'%4 !.$ &)3#!, 0/,)#)%3
IX.CAPITAL FINANCING AND DEBT MANAGEMENT(continued)Pages
D. Independent Disclosure Counsel ........................................................................................... 326
E. Land-Based Financings .......................................................................................................... 326
F. Conduit Financings ................................................................................................................ 329
G. Refinancings .......................................................................................................................... 330
H. Types of Debt That May be Issued ........................................................................................ 330
I. Policy Goals Related to Planning Goals and Objectives ........................................................ 331
J. Creation of Services Community Facilities Districts .............................................................. 332
X. INTERFUND TRANSFERS AND LOANS POLICY .................................................................... 336
A. Establishment of Various Funds ............................................................................................ 336
B. Transfer Between Funds........................................................................................................ 336
C. Interfund Loans ..................................................................................................................... 336
XI. APPROPRIATIONS LIMITATION.......................................................................................... 337
A. Adopting a Resolution ........................................................................................................... 337
B. Supporting Documentation Available for Review ................................................................. 337
C. Calculating Appropriations .................................................................................................... 337
D. Review of User Fees and Charges ......................................................................................... 337
E. Support of Legislation or Initiatives ...................................................................................... 337
F. Voter Approval to Amend Appropriation Limit ..................................................................... 337
XII. PENSION RATE STABILIZATION POLICY .............................................................................. 338
A.Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust ................ 338
B.Funding of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust .......................... 338
XIII. SIGNATURE DELEGATION POLICY ....................................................................................... 339
A.Delegation of City Manager Signature Authority ....................................................................... 339
B.Delegation of City Manager Settlement Authority .................................................................... 339
XV. EMERGENCY APPROPRIATION POLICY............................................................................... 340
Annual Operating Budget
291
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
"5$'%4 !.$ &)3#!, 0/LICIES
I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION
A.Annual Operating Budget (AOB)
Through its Annual Operation 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.
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;
Annual Operating Budget
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I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
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;
g.City Manager submits the proposed AOB and salary plan to the City Council
at a public meeting for approval.
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;
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I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
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.
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.
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I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
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.
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 (O & 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.
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I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
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.
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;
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I.FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued)
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 listedas 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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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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III. 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.
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III. FUND BALANCE AND RESERVES(continued)
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.
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) Non-expendable Fund Balance – inherently non-
expendable; (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.Non-expendable 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
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III. FUND BALANCE AND RESERVES(continued)
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.
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 non-expendable, 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.
H.Unassigned Fund Balance – General Fund
At the end of each fiscal year, the Finance Department will report on the audited year-
end financial results. In the event that actual General Fund revenues exceed
expenditures and encumbrances, a year-end operating surplus shall be reported. Any
year-end operating surplus which exceeds the levels required by the reserve policies,
noted above, will be deemed as Unassigned Fund Balance, and shall be appropriated for
one-time (non-recurring) expenditures in accordance with the following guidelines,
subject to City Council approval. Ongoing, or recurring expenditures, are not
appropriate uses of available Unassigned Fund Balance.
1.Public Safety equipment or non-recurring programs
2.Asset Management reserves
3.Capital improvement projects
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III. FUND BALANCE AND RESERVES(continued)
4.Reduction of unfunded liabilities related to CalPERS pension and Other Post-
Employment Benefits (OPEB)
5.Reduction, or avoidance, of City debt
IV.TRANSACTIONS ANDUSE TAX FUNDING (MEASURE S)
A.Measure S Revenue
Pursuant to Ordinance 16-06, on November 8, 2016, the people of Temecula approved a
local 1% Transactions and Use Tax, effective on April 1, 2017, to maintain 9-1-1 emergency
response times, prevent cuts to local paramedic, police, fire protection, school safety
patrols, youth/after-school, senior, disabled services, improve freeway interchanges,
reduce traffic and provide for other general services.
B.Appropriation Priorities of Measure S Revenue
In accordance with the approved ballot language related to Measure S, maintaining Public
Safety services is the City’s top priority, followed by the appropriate maintenance and
replacement of City assets to ensure long-term viability of City operations. As surplus
funds are available, the City Council may allocate Measure S funding to capital projects
identified in the Capital Improvement Program as well as any associated general services.
1.Public Safety
a.Within the Police Department, the City will strive to maintain a target
staffing ratio of one sworn officer per 1,000 residents (1:1,000), as
outlined in the City’s General Plan. Upon receiving Population Estimate
from the California Department of Finance, in May of each year, the
Police staffing ratio shall be evaluated, and if the ratio falls below 1:1,000,
the City Council may allocate available Measure S resources to meet the
target staffing ratio.
b.Desired Fire Department staffing levels include four persons per fire
engine or fire truck (4-0 staffing). During the Annual Operating Budget
process, the Fire staffing ratio shall be evaluated, and if the ratio falls
below 4-0 staffing, the City Council may allocate available Measure S
resources to meet the target staffing ratio.
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IV.TRANSACTIONS ANDUSE TAX FUNDING (MEASURE S)(continued)
2.Asset Management/Investment
In accordance with the Asset Management and Replacement (AMAR) Policy,
noted in Section VI., the City strategically manages the life cycle and replacement
of its assets; including capital infrastructure, City facilities and parks, fleet vehicles
and equipment, and the City’s technology and communication systems. Ensuring
adequate reserves are set-aside for the future replacement of City-owned assets
is critical to the long-term viability of the City’s operations.
The City’s street and road network serves as the capital infrastructure for public
transportation in and around the City. A Pavement Management Study is
designed to evaluate the current condition of the road network, and establish a
recommended level of investment necessary to properly maintain the condition
of the street and road network. The City Council will strive to allocate an amount
up to the recommended level of investment, as stated in the most recent
Pavement Management Study, to the Capital Improvement Program – Pavement
Rehabilitation Program, or other appropriate capital infrastructure projects
designated for street and road network improvements.
The City Council will strive to allocate an amount to be deposited into each asset
replacement fund, based on the results of the specific asset management plan
conducted periodically for each grouping of asset types (i.e. facilities, parks,
vehicles and technology).
3.Capital Improvement Projects
A Capital Improvement Project is defined as a major project, which exceeds
$30,000 in cost, has a long-term life span, and is generally non-recurring. The City
Council may allocate available Measure S resources to fund projects identified in
the Capital Improvement Program.
4.General Services
Operations and maintenance costs associated with City programs, administration
and general services to the public are considered eligible appropriations of
Measure S resources, so long as the abovementioned priorities are considered
first.
a.Operations and maintenance costs related to the addition of a new City
facility, program or service funded by Measure S, shall have priority over
existing City general services.
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V. 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 (i.e. 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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VI.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.
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VI.STAFFING POLICY (continued)
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.
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.
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VI.STAFFING POLICY (continued)
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.
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.
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VI.STAFFING POLICY (continued)
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;
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 a private section 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.
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VI.STAFFING POLICY (continued)
e.For programs and activities currently provided by City employees,
conversions to contract services will generally be made through attrition
reassignment to 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 section 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 contractor’s
performed after bid award?
f.Does the use of contract services provide us with an opportunity to
redefine service levels?
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 this 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.
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VI.STAFFING POLICY (continued)
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 (1,000) 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).
K.Classification Plan Transition
1.On September 8, 2015, the Temecula City Council adopted a Side Letter to the
2013 Memorandum of Understanding between the City of Temecula and the
General Employees of the City of Temecula, represented by Teamsters Local 911.
The Side Letter outlined the implementation of the 2014 Classification Structure
adopted by the City Council on March 25, 2014.
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VI.STAFFING POLICY (continued)
a.Effective July 1, 2015, the City will make all good faith attempts to fill all
vacancies following the Reclassification Study/Finalized Reclassification
Study Recommendations instead of a competitive process until all said
recommendations are implemented.
b.Employees filling vacancies and all newly created positions shall use the
2014 Classification Structure and Salary Schedule B.
c.In the event a department does not have adequate salary savings to
offset the cost associated with the implementation of the 2014
Classification Structure and Salary Schedule B for said vacancy or newly
created position, the City Manager is authorized to transfer an amount
equal to the funding shortfall from the General Fund Non-Departmental
Account No. 001.199.999.5354 – Classification Plan Transition to the
affected department.
L.Comprehensive Annual Leave Time Payout
1.Upon an employee’s separation from City service, the employee shall have the
option to defer their official separation date to that which corresponds to the
exhaustion of the employee’s Comprehensive Annual Leave (CAL) balance.
2.When an employee vacates a position using paid time off (e.g. Comprehensive
Annual Leave) for anextended period of time, thevacant position will be
evaluated by the Department Director, and upon City Manager approval, the
Department Director may fill the vacant position in order to continue operations
without disruption to City services. In the event the department does not have
adequate savings to offset the cost to fill the vacancy, the City Manager is
authorized to transfer an amount equal to the funding shortfall from the General
Fund Non-Departmental Account No. 001.199.999.5353 – Staffing Continuity
Reserveto the affected department.
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VII. 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
AMAR
Operational
Plan
Policy
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.
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VII. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY (continued)
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.
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.
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VII. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY (continued)
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.
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.
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VIII.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.
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.
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VIII.INVESTMENTS (continued)
3.To ensurecompliance 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 generatea 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 Treasurer
and any other funds under his/her control. California Government Code Section 53601(l)
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
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VIII.INVESTMENTS (continued)
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.
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.
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VIII.INVESTMENTS (continued)
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
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:
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VIII.INVESTMENTS (continued)
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 BankSystem (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
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.
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VIII.INVESTMENTS (continued)
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 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.
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VIII.INVESTMENTS (continued)
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.Eligible Investments for Funds Held in Trust
Pursuant to Budget and Fiscal Policy XII.B., the City may participate in an Internal Revenue
Code Section 115 Irrevocable Trust, under which a third party administers the
investments of the Trust. Investments of the funds held in the Trust shall be made in
accordance with Government Code Section 53609 - Eligible securities for investment of
funds held by local agency pursuant to deferred compensation plans, which states
“Notwithstanding the provisions of this chapter or any other provisions of this code, funds
held by a local agency pursuant to a written agreement between the agency and
employees of the agency to defer a portion of the compensation otherwise receivable by
the agency’s employees and pursuant to a plan for such deferral as adopted by the
governing body of the agency, may be invested in the types of investments set forth in
Sections 53601 and 53602 of this code, and may additionally be invested in corporate
stocks, bonds, and securities, mutual funds, savings and loan accounts, credit union
accounts, life insurance policies, annuities, mortgages, deeds of trust, or other security
interests in real or personal property. Nothing herein shall be construed to permit any
type of investment prohibited by the Constitution. Deferred compensation funds are
public pension or retirement funds for the purposes of Section 17 of Article XVI of the
Constitution.”
J.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.
K.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
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VIII.INVESTMENTS (continued)
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.
L.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.
M.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.
N.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.
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IX. 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.The City will integrate debt issuances with the objectives of the Capital
Improvement Program and will incorporate such integration in the formulation
of the City’s Financial Strategic Plan.
3.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)
4.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.
5.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.
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6.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.
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.
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4.The City will seek an investment grade rating (Baa/BBB or greater) on any direct
debt and will seek credit enhancement 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, including but
not limited to any Federal tax compliance requirements with respect to any tax-
exempt debt obligations, and ensure its adherence to applicable 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).
8.The City will periodically review the requirements of, and will remain in
compliance with, any continuing disclosure undertakings, particularly under Rule
15c2-12 promulgated by the Securities and Exchange Commission under the
Securities Exchange Act of 1934 with respect to debt issues.
9.The City will diligently monitor the use of proceeds from its debt issues, to ensure
that the proceeds will be directed to the intended use. The City will maintain
records of the intended use of the proceeds when the debt was originally issued
(by keeping related documents, such as the Official Statements, tax certificates,
as applicable) and the use of the proceeds at the time they are expended. Such
records shall be retained so long as the debt issue (and any subsequent debt issue
which refunded the debt) remains outstanding and for three years following the
final maturity or redemption. The City shall consult legal counsel regarding the
use of proceeds that is a change from the original intended purpose.
10.So long as required by California Government Code Section 8855(k), the City shall
file annual report(s) to the California Debt and Investment Advisory Commission
(“CDIAC”) in accordance with CDIAC’s requirements on a timely basis. The City
shall retain a copy of each such annual report.
11.In connection with each debt issue, the City will file or cause Bond Counsel or
another applicable member of the financing team to file on behalf of the City, a
report of proposed issuance and a report of final sale, as required by California
Government Code Section 8855(i) and (j).
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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
For any public offering debt issue, the City will retain independent disclosure counsel to
assist with the preparation of the official statement or any other similar offering
document and the continuing disclosure agreement. The roles of bond counsel and
disclosure counsel may be served by the same firm, based on the City’s determination on
a case-by-case basis.
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.
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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, special tax
consultant and underwriter, as appropriate. 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.
5.Reserve Fund. A reserve fund should be established in the lesser amount of: the
maximum annual debt services; 125% of the annual average debt service; or 10%
of the bond proceeds.
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6.Value-to-Debt Ratios. The minimum value-to-debt 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 case 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 a 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.!!
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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.
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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.
2.Standards for Economic Savings. In general, refinancing 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.
H.Types of Debt That May be Issued
1.To implement the financing (or refinancing) objectives, the City will consider the
issuance of generally accepted types of debt, including:
a.Revenue Bonds – limited-liability obligations tied to a specific enterprise
or special fund revenue stream where the projects financed clearly
benefit or relate to the enterprise or are otherwise permissible uses of
the special revenue;
b.Special Assessment/Special Tax Bonds – limited liability obligations
secured by special assessments or special taxes as described above under
“Land-Based Financings”;
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c.General Fund Supported Lease Revenue Bonds or Certificates of
Participation – generally involves a lease arrangement between the City
and a joint powers authority (or another entity), whereby bonds are
issued by the authority for the financing of the project, and the City
agrees to make lease payments in sufficient amounts to secure debt
service payments on the bonds.
d.General Obligation Bonds – bonds secured by a dedicated property tax
override (i.e., a property tax in excess of the 1% basic ad valorem property
tax rate) that will be issued only after voter approval pursuant to the
State Constitution and other applicable laws.
e.Tax Increment Bonds – bonds secured by a portion of ad valorem
property tax that are allocated to a successor agency (to a former
redevelopment agency) or another entity formed pursuant by law (such
as an enhanced infrastructure financing district or a community
revitalization infrastructure district). The successor agency will consider
issuance of bonds for refunding purposes. The City has not yet formed
any enhanced infrastructure financing district, community revitalization
infrastructure district or any similar entity, and will undertake applicable
legal and feasibility analysis at the time of consideration of the formation
of any such entity.
f.Conduit Financing Bonds – bonds as described above under “Conduit
Financings,” for which debt service will be secured by the applicant’s
payments and the role of the City (or the City affiliated entity) will be
limited to be the conduit issuer, without financial liability.
2.The above list is not exhaustive. The City may from time to time consider other
types of debt to accommodate its financing and refinancing objectives.
I.Policy Goals Related to Planning Goals and Objectives
1.It is a policy goal of the City to protect taxpayers and constituents by utilizing
conservative financing methods and techniques so as to obtain the highest
practical credit ratings (if applicable) and the lowest practical borrowing costs.
2.The City is committed to financial planning, maintaining appropriate reserves
levels and employing prudent practices in governance, management and budget
administration, including debt issuance and management.!!
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3.The City w ill comply with applicable State and Federal law as it pertains to the
maximum term of debt and the procedures for levying and imposing any related
taxes, assessments, rates and charges.
J.Creation of Services Community Facilities Districts
1.Introduction
a.It is the City’s goal to support new development projects that address
public need and provide a public benefit. In consideration of these
projects, the City desires to ensure that the provision of both general
services and public safety services are addressed.
b.The City shall require developments that propose an increase in a higher
density residential use than what is currently allowed by the General Plan
or Zoning Code to form, or annex into, a Community Facilities District
(CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as
amended, for the purposes of providing municipal services and public
safety services.
c.The City shall make the final determination as to which public financing
mechanism, if any, shall be used to assist in the funding of a service. The
City may confer with the applicant to learn of any unique circumstances
before making its final determination.
2.Eligible Expenses
a.All City and any consultant costs incurred in evaluating applications
requesting the establishment of CFDs shall be paid by the applicant by
advance deposit increments, or as otherwise agreed upon in writing by
the City. The City shall not incur any non-reimbursable expense for
processing such applications. Expenses not chargeable to the District
shall be borne by the applicant.
b.In general, the services to be financed by a public services CFD are those
identified in the Mello-Roos Community Facilities Act which are provided
by the City including:
i.Police protection services, including put not limited to, criminal
justice services.
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ii.Fire protection and suppression services, and ambulance and
paramedic services.
iii.Provision of municipal services including, but not limited to, parks
and park maintenance, street maintenance, facility maintenance,
parkway maintenance, recreation funding, library services, open
space, flood and storm protection services, and operation of
museums and cultural facilities.
iv.Other services as may be permitted pursuant to the Mello-Roos
Community Facilities Act as it may be amended from time to
time.
3.Selection of Consultants
a.The City shall select and solely manage, coordinate, and direct the work
of the special tax consultant, assessment engineer, financial advisor,
special district administrator, and other professionals and consultants it
deems appropriate in relation to the formation of, or annexation into, a
Services CFD.
4.Fiscal Impact Analysis (FIA)
a.The City shall enter into an agreement with a third party consultant to
conduct a fiscal impact analysis that analyzes the cost of the provision of
services to the proposed development.
i.The applicant shall be responsible for incurring all costs of the FIA
and pay a deposit in advance, or as otherwise agreed upon, in
writing, by the City.
ii.The FIA shall utilize the final project description, as provided by
the applicant, for analysis. The project description must also
match that description used for the necessary California
Environmental Quality Act (CEQA) analysis.
iii.The FIA shall utilize the most current adopted budget data, to be
provided by the City, to develop the projected cost of services
relative to the proposed development. The most current
available data regarding CPI and other inflators, contract
increases, expenditure and revenue trends, and future known
legislation affecting the City’s budget shall be used.
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iv.The FIA shall maintain a 1:1,000 police officer ratio, as the
population of the City continues to increase.
v.If the FIA is completed more than one year prior to the
completion of the entitlement process, the FIA shall be updated
to reflect the most recent budget data.
vi.If a significant change in in the City’s fiscal environment occurs
between the finalization of the FIA and the completion of the
entitlement process, the City may require an updated FIA to be
completed.
5.Rate and Method of Apportionment
a.The findings of the FIA will be utilized in the determination of the rate
and method of apportionment (RMA) for the CFD, as calculated by a third
party special tax consultant, after the proposed development has
received its entitlements.
b.The RMA should provide for an annual increase in the maximum special
tax.
c.For residential components of development projects, the projected ad
valorem tax and other direct and overlapping debt for the proposed CFD
shall not exceed 2.0% of the anticipated initial sales price to the ultimate
home buyer, per City policy. Any deviations from the foregoing will not
be permitted unless specifically approved by the City Council.
d.The term of the Services CFD shall be in perpetuity.
e.The City will consider the apportionment of assessments to those
properties that are found by the assessment engineer to be benefited by
the municipal services provided. The assessment engineer will review the
services provided to each parcel in order to comply with the
requirements of Proposition 218 and applicable State statutes.
f.The rate and method of special taxes will be structured in such a manner
as to result in a fair and reasonable taxing structure. The City and its
special tax consultant will consider input from the proponent of the
development project, but the City will make the final determination.
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6.Deposit/Reimbursement Agreement
a.As stipulated in Section B.1 of this policy, all City and any consultant costs
incurred in evaluating applications requesting the establishment of CFDs
shall be paid by the applicant by advance deposit increments, or as
otherwise agreed upon in writing by the City.
b.The City and the applicant shall enter into a Deposit/Reimbursement
Agreement that stipulates the terms of payment for the costs in
conducting proceedings for the formation of the Services Community
Facility District.
c.The Finance Director may draw upon the deposits to pay costs including,
but not limited to: fees and expenses of any consultants employed in
connection with the formation or annexation of the CFD; the costs of
publication of notices; appraisal or other studies determined necessary;
and reasonable charges for City staff time.
7.Conditions for Project Approval for New Projects
a.Effective upon adoption of this policy, the City shall require all
developments that propose an increase in a higher density residential use
than what is currently allowed by the General Plan or Zoning Code to
form or annex into a CFD pursuant to the Mello-Roos Community
Facilities Act of 1982, as amended, for the purposes of providing general
municipal services and public safety services, for the purpose of offsetting
the cost of providing said services to new residents. Determination of an
eligible CFD will be made at the discretion of the City. If an eligible CFD
does not exist, a new services CFD formation will be required. It is the
City’s goal to provide a consistent level of service to all City residents.
b.The City may choose to enter into a Development Agreement with the
applicant, requiring the development to form, or annex into, the Services
CFD.
c.If no Development Agreement is entered into between the City and the
applicant, a condition of approval will be placed upon the project during
the entitlement phase, stipulating that prior to the approval of any map,
it will be required that the development form, or annex into, a Services
CFD.
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d.The City, in conjunction with its financial advisors, shall determine
whether the aggregate cost of public services, allowable under statute,
shall equal an amount that renders the formation of a District
economically both cost-effective and efficient.
e.The City will work, on a case by case basis, to determine the appropriate
tax rate to be levied for proposed projects, in conjunction with a Services
CFD applying for the development of affordable housing, as defined by
the California Health and Safety Code.
X.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.
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XI. 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.
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.
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XII.PENSION RATE STABILIZATION POLICY
A.Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust
The City contracts with the California Public Employees Retirement System (CalPERS) to
provide pension benefits to its employees. The pension is funded with a combination of
employer and employee contributions. To mitigate the volatility in the employer
contribution rates, the City has established a Section 115 Trust to prefund its pension
obligations. Assets from the Trust are restricted for the payment of pension obligations.
B.Funding of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust
The primary benefit of a Section 115 Trust is the flexibility of investment options available
to the Trust that cities are prohibited from utilizing. The broader investment options have
the ability to generate higher yields and investment earnings, thereby increasing the
assets held in trust.
To establish the Section 115 Trust, a one-time contribution of $8 million will be deposited
as seed funding during Fiscal Year 2017-18.
Effective Fiscal Year 2018-19 and every year thereafter until amended by Council;
1.At a minimum, an amount equivalent to 26% of Total Payroll may be deposited
into the Section 115 Trust in July for the ensuing fiscal year, so long as the City
has adequate cash flow for operations.
2.Thirty percent (30%) of the Operating Budget Surplus within the General Fund
may be deposited into the Section 115 Trust, up to a maximum contribution of
$2 million per year. The Operating Budget Surplus is defined as the excess
amount over the budgeted Revenue over Expenditures calculation.
3.Additional Trust contributions may be programmed through the Annual
Operating Budget process each year, as approved by Council.
Annual pension liability payments to CalPERS shall be made from the proceeds of the
Section 115 Trust, so long as adequate proceeds are available in the Section 115 Trust.
XIII. SIGNATURE DELEGATION POLICY
A.Delegation of City Manager Signature Authorityon Contracts and Agreements
In accordance with the Budget Resolution Section 1.E-F., the City Manager may authorize
expenditures of funds in the amounts up to sixty thousand dollars ($60,000). Any
expenditures in excess of $60,000 requires City Council action.
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XIII.SIGNATURE DELEGATION POLICY
A.Delegation of City Manager Signature Authority, continued
With regard to contracts and agreements, the City Manager hereby delegates his
signature authority, up to $60,000 as follows:
1.Temecula Community Service District contracts and agreements may be
approved by the Director of Community Services for the following contract
types:
a.Entertainment, Performance and Event Agreements
2.Public Works contracts and agreements may be approved by the Director of
Public Works for the following contract types:
a.Maintenance Agreements
b.Minor Construction Agreements
3.“Approved As To Form” approval on all agreements, with the exception of
those noted below, may be approved by the Purchasing Manager, up to
$8,000. All contracts and agreements in excess of $8,000, must be Approved
As To Form by the City Attorney, or his/her designee.
a.Successor Agency Agreements
b.Housing Authority Agreements
c.Preservation of Cultural Resource Agreements
d.Leases
e.Licenses Agreements
f.Settlement Agreements
B.Delegation of City Manager Settlement Authority
In accordance with the Budget Resolution Section 1.G., the City Manager, in consultation
with the City Attorney, is authorized to settle personal injury and property damage
lawsuits and enter into settlement agreements on behalf of the City, Temecula
Community Services District, and the Successor Agency to the Temecula Redevelopment
Agency where the amount of the settlement does not exceed twenty-five thousand
dollars ($25,000).
1.For all Personal Injury and Property Claim settlements, the City Manager
hereby delegates his signature authority to the Risk Manager to negotiate
settlements up to $8,000.
Annual Operating Budget
339
City of Temecula
Fiscal Year 2018-19
Annual Operating Budget
"5$'%4 !.$ &)3#!, 0/LICIES
XV. EMERGENCY APPROPRIATIONPOLICY
In the event of an emergency resulting from acts of nature or other unforeseen activity,
the City Manager is authorized to appropriate budgetary funds for the emergency
purchase of goods and services to address such emergency.
In the event the emergency requires a significant Public Works response, an emergency
exemption to the Public Works bidding requirements must be approved by the City
Council via an Emergency Exemption Resolution.
Annual Operating Budget
340
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& #(!.'%3 ). !54(/2):%$ 0/3)4)/.3Ǿ
PERSONNEL!.$ "%.%&)4 #/343
Total authorized Full Time Equivalent (FTE) positions for Fiscal Year 2019-20 total 176.45 authorized
positions, which reflects an increase of 4.75 positions compared to the prior year. Two of the authorized
positions (Office Specialist and Community Services Manager) are associated with the Margarita
Recreation Center (former YMCA facility) and will remain unfunded until the facility has been
rehabilitated.
Changes from Prior Year
A total of 4.75 new positions have been added to the 2019-20 Schedule of Authorized Positions:
0.75 Office Aide III (City Manager Department)
1.0 Office Specialist II (Public Works Department)
1.0 IT Technician-Media (Information Technology Department)
1.0 Management Aide I (TCSD – Human Services Department)
1.0 Park Ranger I (TCSD – Park Rangers Department)
The City Manager Office Aide III position is a part-time, benefitted position. This position will provide
support to the City Manager’s office by performing a variety of clerical duties and support functions.
The Public Works Office Specialist II position will provide administrative support for the CIP engineering
staff by performing a full range of general clerical support functions.
The Information Technology IT Media Technician will provide media services support which will enable
the Media Services Division to meet the demand for their services which include video production,
management of public access television, maintenance of audiovisual equipment and the management of
the City website and social media accounts.
The Community Services Management Aide l position will provide support for the growth and success of
inclusive services in Human Services Division as well as provide support to the Senior Center Division.
The Community Services Park Ranger l position will provide professional and technical assistance to the
public so that they may enjoy and safely use City parks and recreation facilities. This position will increase
the coverage areas throughout the City and expand daily patrol at City facilities.
Pursuant to Section 1.D. of the Resolution of the City Council of the City of Temecula Adopting the Fiscal
Year 2019-20 Annual Operating Budget and Establishing Controls on Changes in Appropriations, the City
Manager is authorized to make changes to the Schedule of Authorized Positions.
Employee Salaries
Pursuant to Section 10 of the Memorandum of Understanding (MOU) between the City of Temecula and
Teamsters Local 911, employee wages are subject to a cost of living adjustment (COLA), 2019. As a result
of the increase in the Consumer Price Index, the COLA will be 3% which will be provided to all eligible
employees on July 1, 2019. The estimated annual cost of the COLA is $426,210.
Annual Operating Budget
341
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
Pursuant to Section 47.3 of the MOU and Section 31.3 of the Management Compensation Plan (MCP), a
Reclassification Request Process is available to represented employees whose work has fundamentally
changed due to a department reorganization, changes to staffing levels, introduction of new programs or
services, and/or reallocations of work and internal reporting relationships. Per this section of the MOU,
employees may request an evaluation of their job duties by an independent consultant, to determine the
proper job classification for the work performed. In accordance with the aforementioned provisions of
the MOU and MCP, a total of 6 employees received reclassifications, effective July 1, 2019. A total of
three Represented employees and three Management employees, at a total cost of $37,179 for Fiscal
Year 2019-20.
Effective July 1, 2019, the City’s Executive Staff members entered individual Employment Agreements
with the City, including a new Retention Benefit equivalent to the allowable maximum normal
contribution into an Internal Revenue Code Section 457(b) Deferred Compensation Plan (i.e. $19,000 in
2019). This benefit may be offered by the City Manager as long as the City has fully-funded its General
Fund reserves in accordance with Budget Policies III.B and C; the Executive Staff member has attained five
years of service with the City at the Executive level, and has achieved outstanding performance on three
of the past five employee evaluations. The maximum Fiscal Year 2019-20 cost to the City for offering this
benefit is $154,204, including applicable taxes.
Employee Benefits
The City contributes to the California Public Employees Retirement System (CalPERS), a multiple-employer
public employee defined benefit pension plan for all authorized employees and temporary employees
who work more than 1,000 hours per year, or who have previously been part of CalPERS pension program.
CalPERS provides retirement and disability benefits, annual cost of living adjustments, and death benefits
to plan members and beneficiaries. Benefit provisions and all other requirements are established by the
State statute and City ordinance, with the City providing the following benefits:
Tier 1: 2.7% @ 55 formula for employees hired prior to September 11, 2011
Tier 2: 2.0% @ 60 formula for employees hired after September 11, 2011
Tier 3: 2.0% @ 62% for employees, new to the CalPERS system, hired after January 1, 2013, in
accordance with the Public Employees’ Pension Reform Act of 2013 (PEPRA)
The City pays a contribution on behalf of authorized employees; (5% for Tier 1 and 4% for Tier 2
employees), in addition to the required actuarially determined employer contribution rate. The annual
cost of CalPERS pension for Authorized personnel for Fiscal Year 2019-20 is estimated to be $4,525,430.
The City provides a Section 125 Flexible Benefits Plan for all authorized employees. The total monthly
cafeteria allotment is $1,200 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 retiree health plan.
As part of the MOU and MCP agreements, in addition to the cafeteria allotment, the City provides
employees a $400 per month contribution to a Health Flex Contribution account to be used for medical,
dental or vision premiums, or directed to a Healthcare Flexible Spending Account. Any unused amount
not utilized for these purposes will be forfeited.
The annual cost of the cafeteria benefit plan for Fiscal Year 2019-20 is estimated to be $3,378,942.
Annual Operating Budget
342
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2019
Salary Schedule
FY2019-20Exempt/
Monthly SalaryBargaining
Number of Non-
PositionsMinimumMaximumUnit*Exempt
CITY COUNCIL
Councilmember5.0600800N/AE
City Council Subtotal:5.0
CITY MANAGER
Assistant City Manager1.012,85018,157ExecE
Assistant to the City Manager1.09,55513,500MCPE
City Manager1.0N/A20,489ContractE
Executive Assistant 1.04,4446,279MCPE
Office Aide lll0.752,9213,739RepNE
City Manager Subtotal:4.75
ECONOMIC DEVELOPMENT
Administrative Assistant (Confidential)1.03,8325,415MCPNE
Economic Development Manager1.07,65110,810MCPE
Management Aide III0.53,8324,905RepNE
Management Analyst1.05,6898,038MCPE
Senior Management Analyst1.06,2798,872MCPE
Economic Development Subtotal:4.5
CITY CLERK
Administrative Assistant1.03,8324,905RepNE
Director of Legislative Affairs/City Clerk1.010,54714,902ExecE
Management Aide III1.03,8324,905RepNE
Office Specialist II1.03,3044,230RepNE
Records Manager1.05,8318,239MCPE
Records Technician1.03,3874,336RepNE
City Clerk Subtotal:6.0
HUMAN RESOURCES
Human Resources Manager1.07,65110,810ExecE
Human Resources Technician I (Confidential)1.04,4446,279MCPNE
Senior Management Analyst1.06,2798,872MCPE
Senior Office Specialist (Confidential)1.03,6475,154MCPNE
Human Resources Subtotal:4.0
EMERGENCY MANAGEMENT
Risk Manager1.07,65110,810MCPE
Emergency Management Subtotal:1.0
343
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2019
Salary Schedule
FY2019-20Exempt/
Monthly SalaryBargaining
Number of Non-
PositionsMinimumMaximumUnit*Exempt
FINANCE
Accountant I (Confidential)1.05,8318,239MCPNE
Accounting Assistant2.04,1275,283RepNE
Accounting Assistant - Cashier1.04,1275,283RepNE
Accounting Technician I1.04,5555,831RepNE
Accounting Technician II1.04,7866,126RepNE
Business License Technician1.04,5555,831RepNE
Director of Finance1.011,35716,048ExecE
Fiscal Services Manager2.07,65110,810MCPE
Payroll Coordinator (Confidential)1.04,5556,436MCPNE
Purchasing Manager1.06,4369,094MCPE
Senior Management Analyst1.06,2798,872MCPE
Finance Subtotal:13.0
INFORMATION TECHNOLOGY
Administrative Assistant0.53,8324,905RepNE
Assistant Director Information Technology/Support Svcs1.09,09412,850MCPE
Director of Information Technology/Support Svcs1.010,54714,902ExecE
Information Technology Manager1.08,23911,641MCPE
Information Technology Specialist I1.05,2836,762RepNE
Information Technology Specialist Il1.05,5507,104RepNE
Information Technology Supervisor2.06,7628,656RepNE
Information Technology Technician l1.04,5555,831RepNE
Senior Information Technology Specialist3.06,1267,842RepNE
Support Services
Office Specialist II - AM0.63,3044,230RepNE
Office Specialist II - PM0.63,3044,230RepNE
Support Services Supervisor1.04,0265,154RepNE
Support Services Technician0.53,3044,230RepNE
Information Technology Subtotal:14.2
344
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2019
Salary Schedule
FY2019-20Exempt/
Monthly SalaryBargaining
Number of Non-
PositionsMinimumMaximumUnit*Exempt
COMMUNITY DEVELOPMENT
Administrative Assistant1.03,8324,905RepNE
Director of Community Development 1.011,35716,048ExecE
Principal Management Analyst1.06,9319,794MCPE
SARDA/CDBG/Service Level D
Assistant Planner0.255,2836,762RepNE
Associate Planner II0.66,4368,239RepNE
Senior Planner0.47,10410,038MCPE
Planning
Assistant Planner1.755,2836,762RepNE
Associate Planner I2.05,8317,464RepNE
Associate Planner II0.46,4368,239RepNE
Community Development Technician I2.04,2305,415RepNE
Community Development Technician II2.04,6695,977RepNE
Office Specialist II0.53,3044,230RepNE
Planning Technician1.04,7866,126RepNE
Principal Planner1.07,84211,080MCPE
Senior Planner0.67,10410,038MCPE
Building and Safety/Code Enforcement
Building Inspector I1.05,4156,931RepNE
Building Inspector II3.05,9777,651RepNE
Building Official1.09,55513,500MCPE
Code Enforcement Officer I1.04,4445,689RepNE
Code Enforcement Officer II1.04,9056,279RepNE
Community Development Processing Supervisor1.05,6897,282RepNE
Office Specialist II0.53,3044,230RepNE
Senior Building Inspector1.06,5978,445RepNE
Senior Code Enforcement Officer1.05,4156,931RepNE
Senior Office Specialist2.03,6474,669RepNE
Community Development Subtotal:28.0
PUBLIC WORKS
Administrative Assistant1.03,8324,905RepNE
Director of Public Works 1.012,23117,282ExecE
Principal Management Analyst1.06,9319,794MCPE
CIP Administration
Associate Civil Engineer2.07,6519,794RepE
Associate Engineer II3.07,2829,322RepE
Office Specialist Il1.03,3044,230RepE
Principal Civil Engineer1.09,55513,500MCPE
Public Works Inspector Il1.04,9056,279RepE
Senior Civil Engineer2.08,65612,231MCPE
Senior Public Works Inspector (Y-Rate)1.05,5857,150RepNE
Land Development
Associate Civil Engineer3.07,6519,794RepE
Associate Engineer I1.06,5978,445RepNE
Associate Engineer II2.07,2829,322RepE
Office Specialist Il1.03,3044,230RepNE
345
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2019
Salary Schedule
FY2019-20Exempt/
Monthly SalaryBargaining
Number of Non-
PositionsMinimumMaximumUnit*Exempt
Principal Civil Engineer (Underfill as Senior Civil Engineer)1.09,55513,500MCPE
Public Works Inspector Il1.04,9056,279RepNE
Senior Public Works Inspector1.05,4156,931RepNE
Traffic
Assistant Engineer ll1.05,9777,651RepNE
Associate Engineer II1.07,2829,322RepE
Senior Office Specialist1.03,6474,669RepNE
Senior Signal Technician1.06,4368,239RepNE
Signal Technician I1.05,5507,104RepNE
Maintenance (Streets, Facilities, Parks)
Custodian I - Facilities1.02,5813,304RepNE
Custodian II (Y-Rate) - Facilities1.02,8613,662RepNE
Field Supervisor - Facilities1.05,4156,931RepNE
Landscape Inspector ll1.05,1546,597RepNE
Lead Maintenance Worker - Streets3.04,5555,831RepNE
Lead Maintenance Worker - Parks2.04,5555,831RepNE
Lead Maintenance Worker - Facilities2.04,9056,279RepNE
Maintenance Manager1.07,84211,080MCPE
Maintenance Supervisor - Streets/Facilities2.06,4369,094MCPE
Maintenance Supervisor - Landscape1.06,9319,794MCPE
Maintenance Worker I - Streets2.03,7394,786RepNE
Maintenance Worker I - Parks1.03,7394,786RepNE
Maintenance Worker I - Facilities2.04,0265,154RepNE
Maintenance Worker II - Streets/Parks3.04,1275,283RepNE
Management Assistant1.04,2305,977RepNE
Office Specialist II1.03,3044,230RepNE
Senior Landscape Inspector1.05,6897,282RepNE
Senior Office Specialist1.03,6474,669RepNE
Public Works Subtotal:56.0
346
City of Temecula
FiscalYear 2019-20
Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2019
Salary Schedule
FY2019-20Exempt/
Monthly SalaryBargaining
Number of Non-
PositionsMinimumMaximumUnit*Exempt
FIRE
Administrative Assistant1.03,8324,905RepNE
Community Development Technician I 1.04,2305,415RepNE
Community Development Technician II 1.04,6695,977RepNE
Fire Inspector I1.06,2798,038RepNE
Fire Subtotal:4.0
COMMUNITY SERVICES
Aquatics Supervisor ll1.05,4156,931RepNE
Community Services Assistant1.03,3874,336RepNE
Community Services Coordinator I1.04,3365,550RepNE
Community Services Manager **9.07,10410,038MCPE
Community Services Superintendent2.07,84211,080MCPE
Community Services Supervisor I2.05,0286,436RepNE
Community Services Supervisor II1.05,2836,762RepNE
Director of Community Services 1.011,35716,048ExecE
Management Aide I2.03,1454,026RepNE
Management Aide II4.03,4724,444RepNE
Management Aide III2.03,8324,905RepNE
Office Specialist I **1.03,1454,026RepNE
Office Specialist II1.03,3044,230RepNE
Park Ranger I2.04,0265,154RepNE
Park Ranger II1.04,4445,689RepNE
Senior Administrative Assistant1.04,2305,415RepNE
Senior Management Analyst1.06,2798,872MCPE
Senior Recreation Leader1.02,8493,647RepNE
Theater Technical Assistant1.03,3874,336RepNE
Theater Technical Coordinator II1.04,5555,831RepNE
Community Services Subtotal:36.0
* Bargaining Units:
Total By DepartmentPositions
Rep = Represented
City Council5.0
MCP = Management/Confidential
City Manager4.75
Exec = Executive
Economic Development4.5
City Clerk6.0
Human Resources4.0
Emergency Management1.0
Finance13.0
** Unfunded Positions include:
Information Technology14.2
(1) Office Specialist I (TCSD), and
Community Development28.0(1) Community Services Manager
Public Works56.0
The two TCSD positions are associated
Fire4.0
with the Margarita Recreation Center
Community Services36.0
and will remain unfunded until the facility
Total of Authorized Positions:176.45
has been rehabilitated and is open for
Total of Authorized/Unfunded Positions:2.0
operation.
347
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
GENERAL FUND
CITY COUNCIL
Council Members 5.00 - - 5.00 - - 5.00 -
CITY MANAGER
City Manager 1.00 - - 1.00 - - 1.00 -
Assistant City Manager 0.75 - - 0.75 - 0.05 0.80 -
Assistant to the City Manger - - - - - 1.00 1.00 -
Executive Assistant 1.00 - - 1.00 - - 1.00 -
Office Aide lll - - - - - 0.75 0.75 -
Risk Manager - - - - - 0.05 0.05 -
Senior Management Analyst 1.00 - - 1.00 - (1.00) - -
3.75 - - 3.75 - 0.85 4.60 -
ECONOMIC DEVELOPMENT
Administrative Assistant (Confidential) 0.90 - 0.10 1.00 - - 1.00 -
Assistant City Manager - - - - - 0.10 0.10 -
Economic Development Manager - - 1.00 1.00 - - 1.00 -
Management Aide III - - 0.50 0.50 - - 0.50 -
Management Analyst - Economic Dev. 2.90 (1.90) 1.00 - - 1.00 -
Senior Management Analyst 1.00 1.00 - - 1.00 -
3.80 - (0.30) 4.50 - 0.10 4.60 -
EMERGENCY MANAGEMENT
Risk Manager 0.40 - 0.30 0.70 - (0.45) 0.25 -
0.40 - 0.30 0.70 - (0.45) 0.25 -
HUMAN RESOURCES
Administrative Assistant (Confidential) 0.10 - (0.10) - - - - -
Assistant City Manager 0.25 - - 0.25 - (0.20) 0.05 -
Human Resources Manager 0.90 - - 0.90 - (0.10) 0.80 -
Human Resources Technician I 1.00 - - 1.00 - - 1.00 -
Risk Manager 0.10 - - 0.10 - 0.40 0.50 -
Senior Management Analyst 1.00 - - 1.00 - - 1.00 -
Senior Office Specialist (Confidential) 1.00 - - 1.00 - - 1.00 -
4.35 - (0.10) 4.25 - 0.10 4.35 -
CITY CLERK
Administrative Assistant 1.00 - - 1.00 - - 1.00 -
Director of Legislative Affairs/City Clerk 1.00 - - 1.00 - - 1.00 -
Management Aide III 1.00 - - 1.00 - - 1.00 -
Office Specialist II 1.00 - - 1.00 - - 1.00 -
Records Manager 1.00 - - 1.00 - - 1.00 -
Records Technician 1.00 - - 1.00 - - 1.00 -
6.00 - - 6.00 - - 6.00 -
348
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
FINANCE
Administrative Assistant 1.00 - (1.00) - - - - -
Accountant I (Confidential) 1.00 - (0.17) 0.83 - - 0.83 -
Accounting Assistant 1.00 - 1. 00 2.00 - - 2.00 -
Accounting Assistant - Cashier 1.00 - - 1.00 - - 1.00 -
Accounting Technician I 1.00 - - 1.00 - - 1.00 -
Accounting Technician II 1.00 - - 1.00 - - 1.00 -
Business License Technician 1.00 - - 1.00 - - 1.00 -
Director of Finance 1.00 - (0.08) 0.92 - 0. 01 0.93 -
Fiscal Services Manager 2.00 - - 2.00 - - 2.00 -
Payroll Coordinator (Confidential) 1.00 - - 1.00 - - 1.00 -
Purchasing Manager 1.00 - - 1.00 - - 1.00 -
Senior Management Analyst 0.40 - 0. 20 0.60 - 0. 15 0.75 -
12.40 - (0.05) 12.35 - 0.16 12.51 -
COMMUNITY DEVELOPMENT - PLANNING
Administrative Assistant 0.65 - 0. 10 0.75 - - 0.75 -
Assistant Planner 1.00 - 0. 75 1.75 - - 1.75 -
Associate Planner I 2.00 - - 2.00 - - 2.00 -
Associate Planner II - - 0. 40 0.40 - - 0.40 -
Community Dev. Processing Supervisor 0.25 - (0.15) 0.10 - - 0.10 -
Community Development Technician I 0.66 - (0.22) 0.44 - ( 0.24) 0.20 -
Community Development Technician II 0.50 - (0.30) 0.20 - - 0.20 -
Director of Community Development 0.50 - (0.05) 0.45 - - 0.45 -
Management Analyst - Economic Dev. 0.10 - (0.10) - - - - -
Office Specialist II - - 0. 50 0.50 - - 0.50 -
Planning Technician 1.00 - 1.00 - - 1.00 -
Principal Planner 1.00 - - 1.00 - - 1.00 -
Principal Management Analyst 0.50 - (0.15) 0.35 - - 0.35 -
Senior Planner 1.00 - (0.40) 0.60 - - 0.60 -
9.16 - 0.38 9.54 - (0.24) 9.30 -
349
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
COMMUNITY DEVELOPMENT - BUILDING & SAFETY
Administrative Assistant 0.10 - - 0.10 - - 0.10 -
Building Inspector I - - 1.00 1.00 - 1.00 -
Building Inspector II 3.00 - - 3.00 - - 3.00 -
Building Official 1.00 - - 1.00 - - 1.00 -
Code Enforcement Officer I 1.00 - - 1.00 - - 1.00 -
Code Enforcement Officer II 1.00 - - 1.00 - - 1.00 -
Community Dev. Processing Supervisor 0.75 - 0.15 0.90 - - 0.90 -
Community Development Technician I 0.68 - 0.55 1.23 - 0.57 1.80 -
Community Development Technician II 1.50 - 0.30 1.80 - - 1.80 -
Director of Community Development 0.25 - - 0.25 - - 0.25 -
Office Specialist II - - 0.50 0.50 - - 0.50 -
Principal Management Analyst 0.10 - 0.10 0.20 - - 0.20 -
Senior Building Inspector 1.00 - - 1.00 - - 1.00 -
Senior Code Enforcement Officer 1.00 - (0.05) 0.95 - - 0.95 -
Senior Office Specialist 2.00 - - 2.00 - - 2.00 -
13.38 - 2.55 15.93 - 0.57 16.50 -
PUBLIC WORKS - LAND DEVELOPMENT
Administrative Assistant 0.25 - - 0.25 - - 0.25 -
Assistant Engineer II 1.00 - (1.00) - - - - -
Associate Civil Engineer 2.00 - (1.00) 1.00 - 2.00 3.00 -
Associate Engineer I - - 1.00 1.00 - - 1.00 -
Associate Engineer II 1.00 - - 1.00 - 1.00 2.00 -
Community Development Technician I 0.66 - (0.33) 0.33 - (0.33) - -
Director of Public Works 0.15 - - 0.15 - - 0.15 -
Maintenance Supervisor 0.05 - (0.05) - - - - -
Office Specialist I 0.65 - (0.05) 0.60 - - 0.60 -
Principal Civil Engineer -
(Underfill as Senior Civil Engineer) 0.90 - 0.10 1.00 - - 1.00 -
Principal Management Analyst - - - - - 0.10 0.10 -
Public Works Inspector I 0.90 - - 0.90 - (0.90) - -
Public Works Inspector Il - - - - - 0.90 0.90 -
Senior Civil Engineer - - 1.00 1.00 - (1.00) - -
Senior Management Analyst 0.10 - - 0.10 - (0.10) - -
Senior Public Works Inspector 1.40 - (0.70) 0.70 - - 0.70 -
9.06 - (1.03) 8.03 - 1.67 9.70 -
350
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
PUBLIC WORKS
Administrative Assistant 0.40 - - 0.40 - - 0.40 -
Assistant Engineer II - - 1.00 1.00 - - 1.00 -
Associate Engineer I 1.00 - (1.00) - - - - -
Associate Engineer II 2.00 - - 2.00 - (1.00) 1.00 -
Custodian I 0.10 - (0.05) 0.05 - - 0.05 -
Custodian II - - 0.05 0.05 - - 0.05 -
Director of Public Works 0.40 - - 0.40 - - 0.40 -
Field Supervisor - Facilities - - - - 0.10 0.10 -
Lead Maintenance Worker 4.00 - (1.08) 2.92 - 0.04 2.96 -
Lead Maintenance Worker-Facilities 0.10 - - 0.10 - - 0.10 -
Maintenance Manager 1.05 - (0.07) 0.98 - - 0.98 -
Maintenance Supervisor 0.50 - (0.45) 0.05 - 1.00 1.05 -
Maintenance Worker I 3.00 - (0.12) 2.88 - (0.96) 1.92 -
Maintenance Worker II 2.00 - - 2.00 - - 2.00 -
Management Assistant - - 0.25 0.25 - - 0.25 -
Office Specialist I 0.35 - 0.05 0.40 - (0.40) - -
Office Specialist II 0.80 - - 0.80 - 0.40 1.20 -
Principal Civil Engineer 0.10 - (0.10) - - - - -
Principal Management Analyst - - - - - 0.40 0.40 -
Public Works Inspector I 0.10 - - 0.10 - (0.10) - -
Public Works Inspector ll - - - - - 0.10 0.10 -
Senior Management Analyst 0.40 - - 0.40 - (0.40) - -
Senior Office Specialist 1.00 - 0.15 1.15 - - 1.15 -
Senior Public Works Inspector 0.50 - (0.25) 0.25 - - 0.25 -
Senior Signal Technician 2.00 - (1.00) 1.00 - - 1.00 -
Signal Technician I - - 1.00 1.00 - - 1.00 -
19.80 - (1.62) 18.18 - (0.82) 17.36 -
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant 0.30 - - 0.30 - - 0.30 -
Associate Civil Engineer 2.00 - - 2.00 - - 2.00 -
Associate Engineer I 1.00 - (1.00) - - - -
Associate Engineer II 1.00 - 2.00 3.00 - - 3.00 -
Construction Manager 1.00 - - 1.00 - (1.00) - -
Director of Public Works 0.25 - - 0.25 - - 0.25 -
Maintenance Supervisor 0.05 - (0.05) - - - -
Office Specialist - - - - - 1.00 1.00 -
Principal Civil Engineer 1.00 - - 1.00 - - 1.00 -
Principal Management Analyst - - - - - 0.45 0.45 -
Public Works Inspector II - - 1.00 1.00 - - 1.00 -
Senior Civil Engineer 2.00 - - 2.00 - - 2.00 -
Senior Management Analyst 0.45 - - 0.45 - (0.45) -
Senior Public Works Inspector 1.10 - (0.05) 1.05 - - 1.05 -
10.15 - 1.90 12.05 - - 12.05 -
351
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
PARKS MAINTENANCE
Director of Public Works 0.10 - - 0.10 - - 0.10 -
Landscape Inspector ll - - - - - 0.75 0.75 -
Lead Maintenance Worker 2.00 - - 2.00 - - 2.00 -
Maintenance Supervisor 0.40 - (0.40) - - 0.95 0.95 -
Maintenance Worker - - - - 1.00 1.00 -
Maintenance Worker II 2.00 - - 2.00 - (1.00) 1.00 -
Management Assistant 0.50 - (0.25) 0.25 - - 0.25 -
Office Specialist II 0.20 - - 0.20 - - 0.20 -
Park/Landscape Maintenance Supervisor 0.72 - 1.08 1.80 - (1.80) - -
Senior Landscape Inspector 0.60 - - 0.60 - - 0.60 -
Senior Office Specialist 0.35 - (0.20) 0.15 - - 0.15 -
6.87 - 0.23 7.10 - (0.10) 7.00 -
POLICE (Non-Contract Employees)
Senior Management Analyst 0.38 - 0.02 0.40 - (0.15) 0.25 -
0.38 - 0.02 0.40 - (0.15) 0.25 -
FIRE (Non-Contract Employees)
Administrative Assistant 1.00 - - 1.00 - - 1.00 -
Fire Inspector I 1.00 - - 1.00 - - 1.00 -
Community Development Technician I-Fire 1.00 - 1.00 - - 1.00 -
Community Development Technician II-Fire 1.00 - - 1.00 - - 1.00 -
4.00 - - 4.00 - - 4.00 -
General Fund Total 108.50 - 3.28 111.78 - 1.69 113.47 -
SPECIAL REVENUE FUNDS
CDBG
Principal Management Analyst 0.13 - 0.07 0.20 - - 0.20 -
0.13 - 0.07 0.20 - - 0.20 -
AFFORDABLE HOUSING
Administrative Assistant 0.25 - (0.10) 0.15 - - 0.15 -
Assistant Planner - - 0.25 0.25 - - 0.25 -
Associate Planner II 0.25 - 0.10 0.35 - - 0.35 -
Director of Community Development 0.25 - - 0.25 - - 0.25 -
Principal Management Analyst 0.27 - (0.07) 0.20 - - 0.20 -
Senior Planner - - 0.35 0.35 - - 0.35 -
1.02 - 0.53 1.55 - - 1.55 -
Special Revenue Funds Total 1.15 - 0.60 1.75 - - 1.75 -
352
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
COMMUNITY FACILITY DISTRICTS
FINANCE
Accountant I (Confidential) - - 0.17 0.17 - - 0.17 -
Director of Finance - - 0.08 0.08 - (0.01) 0.07 -
Senior Management Analyst 0.22 (0.22) - - - - -
0.22 - 0.03 0.25 - (0.01) 0.24 -
COMMUNITY SERVICES
PARKS AND RECREATION
Aquatics Coordinator 1.00 - - 1.00 - (1.00) - -
Aquatics Supervisor ll - - - - - 1.00 1.00 -
Community Services Assistant 1.00 - - 1.00 - - 1.00 -
Community Services Coordinator I 2.00 - (1.00) 1.00 - - 1.00 -
Community Services Manager 5.00 1.00 3.00 8.00 1.00 - 8.00 1.00
Community Services Superintendent 1.00 - 1.00 2.00 - - 2.00 -
Community Services Supervisor I 2.00 - - 2.00 - - 2.00 -
Community Services Supervisor II 2.00 - (1.00) 1.00 - - 1.00 -
Custodian I 1.30 - (0.65) 0.65 - (0.05) 0.60 -
Custodian II - - 0.65 0.65 - (0.05) 0.60 -
Director of Community Services 1.00 - - 1.00 - - 1.00 -
Field Supervisor-Facilities - - - - - 0.50 0.50 -
Lead Maintenance Worker-Street/Parks - - 0.08 0.08 - (0.04) 0.04 -
Lead Maintenance Worker-Facilities 1.00 - 0.05 1.05 - (0.10) 0.95 -
Maintenance Manager - - 0.02 0.02 - - 0.02 -
Maintenance Supervisor 0.35 - - 0.35 - - 0.35 -
Maintenance Worker I-Facilities 0.75 - 0.60 1.35 - 0.15 1.50 -
Maintenance Worker I-Streets/Parks - - 0.12 0.12 - (0.04) 0.08 -
Maintenance Worker II-Facilities 0.60 - - 0.60 - (0.60) - -
Management Aide I 1.00 - - 1.00 - 1.00 2.00 -
Management Aide II 4.00 - - 4.00 - - 4.00 -
Management Aide III 2.00 - - 2.00 - - 2.00 -
Management Analyst 1.00 - (1.00) - - - -
Office Specialist I - 1.00 - - 1.00 - 1.00
Office Specialist II 1.00 - - 1.00 - - 1.00 -
Park Ranger I 1.00 - - 1.00 - 1.00 2.00 -
Park Ranger II 2.00 - - 2.00 - (1.00) 1.00 -
Senior Administrative Assistant 1.00 - - 1.00 - - 1.00 -
Senior Code Enforcement Officer - - 0.05 0.05 - - 0.05 -
Senior Management Analyst 1.00 - (1.00) - - 1.00 1.00 -
Senior Recreation Leader 1.00 - - 1.00 - - 1.00 -
Theater Technical Assistant 1.00 - - 1.00 - - 1.00 -
Theater Technical Coordinator II 1.00 - - 1.00 - - 1.00 -
36.00 2.00 0.92 36.92 2.00 1.77 38.69 2.00
*One Office Specialist and one Community Services Manager position are currently unfunded. The positions are
associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated
and is open for operation.
353
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
SERVICE LEVEL B
Senior Office Specialist 0.20 0.05 0.25 - - 0.25 -
0.20 - 0.05 0.25 - - 0.25 -
SERVICE LEVEL C
Landscape Inspector ll - - - - - 0.18 0.18 -
Parks/Landscape Maintenance Supervisor 0.23 - (0.08) 0.15 - (0.15) - -
Senior Landscape Inspector 0.33 - - 0.33 - - 0.33 -
0.56 - (0.08) 0.48 - 0.03 0.51 -
SERVICE LEVEL D
Associate Planner II 0.75 - (0.50) 0.25 - - 0.25 -
Director of Community Development - - 0.05 0.05 - - 0.05 -
Principal Management Analyst - - 0.05 0.05 - - 0.05 -
Senior Planner - - 0.05 0.05 - - 0.05 -
0.75 - (0.35) 0.40 - - 0.40 -
SERVICE LEVEL L
Landscape Inspector ll - - - - - 0.07 0.07 -
Park/Landscape Maintenance Supervisor 0.05 - - 0.05 - - 0.05 -
Senior Landscape Inspector 0.07 - - 0.07 - - 0.07 -
0.12 - - 0.12 - 0.07 0.19 -
LIBRARY
Custodian 0.20 - (0.20) - - - - -
Custodian I - - 0.10 0.10 - 0.05 0.15 -
Custodian II - - 0.10 0.10 - 0.05 0.15 -
Field Supervisor - - - - - 0.10 0.10
Lead Maintenance Worker - - 0.15 0.15 - 0.10 0.25 -
Maintenance Superintendent 0.10 - (0.10) - - - - -
Maintenance Supervisor - - 0.10 0.10 - 0.10 -
Maintenance Worker I 0.25 - 0.10 0.35 - - 0.35 -
Maintenance Worker II-Facilities 0.10 - - 0.10 - (0.10) - -
0.65 - 0.25 0.90 - 0.20 1.10 -
Community Services Total 38.28 2.00 0.79 39.07 2.00 2.07 41.14 2.00
INTERNAL SERVICE FUNDS
INSURANCE
Assistant City Manager - - - - - 0.05 0.05 -
Human Resources Manager 0.05 - - 0.05 - 0.05 0.10 -
Risk Manager 0.10 - - 0.10 - - 0.10 -
0.15 - - 0.15 - 0.10 0.25 -
WORKERS' COMPENSATION
Human Resources Manager 0.05 - - 0.05 - 0.05 0.10 -
Risk Manager 0.40 - (0.30) 0.10 - - 0.10 -
0.45 - (0.30) 0.15 - 0.05 0.20 -
354
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
3#(%$5,% /& #(!.'%3 ). !,,/#!4%$ 0/3)4)/.3
Adopted Unfunded Current Unfunded Adopted Unfunded
2017-18 2017-18 2018-19 2018-19 2019-20 2019-20
ChangesChanges
INFORMATION TECHNOLOGY
Administrative Assistant 0.50 - - 0.50 - - 0.50 -
Assistant Director of IT/SS 1.00 - - 1.00 - - 1.00 -
Support Services Supervisor - - 0.10 0.10 - - 0.10 -
Director Information Technology 1.00 - - 1.00 - - 1.00 -
Information Technology Administrator 2.00 - (1.00) 1.00 - (1.00) - -
Information Technology Manager - - 1.00 1.00 - 1.00 -
Information Technology Specialist I 1.00 - - 1.00 - - 1.00 -
Information Technology Specialist ll - - - - - 1.00 1.00 -
Information Technology Supervisor 1.00 - - 1.00 - 1.00 2.00 -
Information Technology Technician l - - - - - 1.00 1.00 -
Senior Information Technology Specialist 4.00 - - 4.00 - (1.00) 3.00 -
10.50 - 0.10 10.60 - 1.00 11.60 -
SUPPORT SERVICES
Office Specialist - AM - - - - - 0.60 0.60 -
Office Specialist - PM - - - - - 0.60 0.60 -
Office Specialist II (Part-Time) 1.20 - - 1.20 - (1.20) - -
Support Services Supervisor 1.00 - (0.10) 0.90 - - 0.90 -
Support Services Technician (Part-Time) 0.50 - - 0.50 - - 0.50 -
2.70 - (0.10) 2.60 - - 2.60 -
FACILITIES
Administrative Assistant 0.05 - - 0.05 - - 0.05 -
Custodian 0.40 - (0.40) - - - - -
Custodian I - - 0.20 0.20 - - 0.20 -
Custodian II - - 0.20 0.20 - - 0.20 -
Director of Public Works 0.10 - - 0.10 - - 0.10 -
Field Supervisor-Facilities - - - - - 0.30 0.30 -
Lead Maintenance Worker - Facilities 0.90 - (0.20) 0.70 - - 0.70 -
Maintenance Supervisor - PW 0.50 - - 0.50 - - 0.50 -
Maintenance Worker I - Facilities 1.00 - (0.70) 0.30 - (0.15) 0.15 -
Maintenance Worker II - Facilities 0.30 - - 0.30 - (0.30) -
Management Assistant 0.50 - - 0.50 - - 0.50 -
Principal Management Analyst - - - - - 0.05 0.05 -
Senior Management Analyst 0.05 - - 0.05 - (0.05) - -
Senior Office Specialist 0.45 - - 0.45 - - 0.45 -
4.25 - (0.90) 3.35 - (0.15) 3.20 -
Internal Service Funds Total 18.05 - (1.20) 16.85 - 1.00 17.85 -
TOTAL AUTHORIZED POSITIONS 166.2 2.0 3.5 169.7 2.0 4.75 174.45 2.0
355
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& "5$'%4%$ 0/3)4)/.3
Department FY 2015-16 FY 2016-17FY 2017-18FY 2018-19FY 2019-20
City Council 5.005.005.005.005.00
City Manager:
City Manager3.753.753.753.754.60
Economic Development3.303.303.804.504.60
Emergency Management0.500.500.400.700.25
City Clerk:6.006.006.006.006.00
Human Resources:3.253.254.354.254.35
Finance:12.4012.4012.4012.3512.51
Community Development:
Planning7.008.089.169.549.30
Building & Safety15.0013.7813.3815.9316.50
Public Works:
Land Development7.257.589.068.039.70
Public Works19.2019.2019.8018.1817.36
CIP Administration11.2011.2010.1512.0512.05
Parks Maintenance8.008.006.877.107.00
Police*0.380.380.380.400.25
Fire*3.003.004.004.004.00
Community Services:
Parks and Recreation26.7026.8036.0036.9238.69
Service Level B0.150.150.200.250.25
Service Level C1.051.050.560.480.51
Service Level D0.750.750.750.400.40
Service Level L0.200.200.120.120.19
Library0.450.450.650.901.10
Special Revenue Funds:
Business Incubator Resource0.700.600.000.000.00
Community Development Block Grant0.800.130.130.200.20
Affordable Housing1.451.031.021.551.55
Community Facility Districts:0.220.220.220.250.24
Internal Service Funds:
0.30
Insurance0.500.500.600.45
Information Technology 9.709.9010.5010.6011.60
Support Services3.503.302.702.602.60
Facilities4.804.704.253.353.20
Total Budgeted Positions156.20155.20166.20169.70174.45
Unfunded Positions2.003.002.002.002.00
Total Authorized Positions158.20158.20168.20171.70176.45
*Police and Fire services are contracted through Riverside County.
Total Police Staffing for Fiscal Year 2019-20 is 147, with 112 sworn officers. Total Fire Stafffing for Fiscal Year 2019-20 is 71.
356
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
,/#!4/2 -!0
The City of Temecula is a General Law Citylocatedin southwestern California, United States,
with a population of 113,826. The City was incorporated on December 1, 1989.
Temecula, known as the Heart of Southern California Wine Country,is conveniently located off
the I-15 freeway, approximately one hour north of San Diego. Temecula's central location attracts
visitorsfrom popular SouthernCalifornia locales like Palm Springs, Los Angeles, Anaheim, Irvine,
Carlsbad and San Diego.
Annual Operating Budget
357
CityofTemecula
FiscalYear201920
AnnualOperatingBudget
COMMUNITYPROFILEAND
DEMOGRAPHICS
TypeofGovernment:GeneralLaw
DateofIncorporation:December1,1989
FormofGovernment:CityManager
Altitude:10001200ft.
Located:55milesnorthofSanDiego
RECREATION/TOURISTDATA
RecreationandCulture:Hotels/Motels:
NumberofTotal
NumberofNumberofLodgingNumber
ParksParkAcresPropertiesofRooms
2019 41330 2019 192,587
2018 40314 2018 172,412
2017 40314 2017 171,842
2016 40314 2016 161,824
2015 39309 2015 151,812
(includesPechangaResort&Casino)
EDUCATIONALDATA
TemeculaUnifiedSchoolDistrict:Libraries:
NumberNumberofNumberofNumberofNumberof
ofSchoolsTeachersStudentsLibrariesVolumes
2019 321,39227,991 2019 22million
2018 321,37428,679 2018 23million
2017 321,38227,700 2017 23million
2016 321,31627,700 2016 23million
2015 321,31528,426 2015 23million
(totalvolumesincountyavailabletoTemecularesidents)
PUBLICSAFETYDATA
FireProtection:PoliceProtection:
(contractwithRiversideCounty)(contractwithRiversideCounty)
NumberofNumber
NumberNumberVolunteerNumberofofSwornSupervision/
ofStationsofStaffFirefightersStationsOfficersManagement
2019 5710 2019 311220
2018 5710 2018 311220
2017 5690 2017 311120
2016 4650 2016 310120
2015 4650 2015 310020
AnnualOperatingBudget
358
CityofTemecula
FiscalYear201920
AnnualOperatingBudget
COMMUNITYPROFILEANDDEMOGRAPHICS
NumberofRegisteredVoters
Population(Est.)
58,000
113,826
113,181
54,659
56,000
113,000
111,024
108,920
54,000
52,824
109,064
110,000
52,000
107,000
49,366
50,000
104,000
48,000
101,000
46,000
44,454
98,000
44,000
44,341
95,000
42,000
2015
2016
2017
2018
2019 40,000
20152016201720182019
201932139227991
Source:CaliforniaDepartmentofFinance(2019)
Source:RiversideCountyRegistrarofVoters(2019)
Income
MedianHousingValue
$130,000
$500,000
$116,464$456,573
$109,659
$115,000
$450,000$422,728
$386,803
$400,000
$97,573
$356,584
$94,001
$100,000
$353,894
$350,000
$85,839
$96,502
$85,000
$300,000
$92,078
$250,000
$83,300
$70,000
$80,366
$200,000
$73,408
$55,000
$150,000
20152016201720182019
$100,000
AverageHouseholdMedianHousehold
20152016201720182019
Source:Claritas360(2019)
Source:Claritas360(2019)
CityMaintainedStreets(inMiles)
TemeculaUnemploymentRates
322
5.0%
325
315315
314
309
4.5%
300
3.9%
4.0%
2019
3.8%
3.8%
3.6%
3.6%
3.5%
275
2018
3.5%
250
3.0%
2.5%
225
2.0%
200
Jan
Feb
Mar
20152016201720182019
Source:CaliforniaEmploymentDevelopmentDepartment.(2019).
359
CityofTemecula
FiscalYear201920
AnnualOperatingBudget
COMMUNITYPROFILEANDDEMOGRAPHICS
CityAuthorizedPositions
FullTimePositionsPer1,000Citizens*
3.50115,000
114,000
3.45
113,000
180
3.40
176.45
112,000
175
171.7
3.35
111,000
168.2
170
110,000
3.30
165
109,000
158.2158.2
1603.25
108,000
155
3.20
107,000
150
3.15106,000
145
20152016201720182019
20152016201720182019
FullTimePositionsPopulation
Per1,000Citizens
*IncludescontractedFireandPolicepersonnel
360
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& ).4%2&5.$ 42!.3&%23
Transfers In:Transfers From:
Operating Funds
Fund 001: General Fund 5,735,418Measure S Fund - Public Safety Personnel Costs
2,956,887Gas Tax Fund
195,000Supplemental Law Enforcement Services Fund
Subtotal 8,887,305
Special Revenue Funds
Fund 103: Street Maintenance 1,500,000Measure S Fund - Street Maintenance Reserve Fund Contribution
Debt Service Funds
Fund 395: 2018 Financing Lease (Civic Center) 2,075,512General Fund - Financing Lease for Civic Center
Fund 396: 2018 Financial Lease (MRC) 555,808General Fund - Financing Lease for MRC
Temecula Community Services District (TCSD)
Fund 190: Citywide Operations 7,989,182Measure S Fund - TCSD Operations Subsidy
Fund 192: Service Level B - Street Lighting 71,037 Measure S Fund - Residential Streetlights Subsidy
Fund 197: Library 921,203Measure S Fund - Library Subsidy
Capital Projects Funds
Fund 210: Capital Improvement Fund 642,077General Fund
13,109,728 Measure S Fund
1,875,831Road Maintenance Rehab Account Fund
13,086,501 Development Impact Fees Fund
32,CDBG Fund
183,225AB 2766 Motor Vehicle Subvention Fund
2,663,839Measure A Fund
763,534Technology Replacement Fund
750,000SARDA
Subtotal 33,39 ,
Internal Service Funds
Fund 310: Vehicles and Equipment 500,000Measure S Fund - Fleet Replacement Reserve Fund Contribution
Subtotal 500,000
Fund 320: Information Technology 160,000Measure S Fund - Citywide Surveillance Camera Project Maintenance
Fund 325: Technology Replacement 500,000Measure S Fund - Tech Replacement Reserve Fund Contribution
Fund 330: Support Services -
Fund 340: Facilities -
Fund 350: Facility Replacement 500,000Measure S Fund - Facility Replacement Reserve Fund Contribution
Total Interfund Transfers 57,05,
361
362
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
!33%33%$ 6!,5% /& 4!8!",% 02/0%249
TOTAL EXEMPTIONS NET HOMENET TOTAL
SECURED AND (VETERAN, ASSESSED OWNERS ASSESSED
FISCAL YEARUNSECUREDCHURCH, ETC.)VALUEEXEMPTIONSVALUE
(Value in Thousands)
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363
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& &%$%2!, '2!.4 %80%.$)452%3
Actual Actual ActualBudgetedBudgeted
AGENCY/GRANT NAMEFY 2015-16FY 2016-17FY2017-18FY2018-19FY2019-20
Department of Homeland Security:
Emergency Management Program Grant
- 19,873 12,900 - -
Homeland Security Grant - 2014
2,399 - - - -
Homeland Security Grant - 2015
6,814 8,577 - - -
Homeland Security Grant - 2016
- 5,159 11,114 - -
Department of Housing and Urban
Development:
Community Development Block Grant
413,783 433,026 955,537 1,036,090 55,
Department of Transportation:
Congestion Mitigation Air Quality (CMAQ)
99,800 332,196 297,363 - -
Active Transportation Program (ATP) (SB1
Augmentation)
- - 82,132 3,759,000 -
Highway Bridge Program (HBP)
- 711,316 - 309,855 265,590
Highway Safety Improvement Program (HSIP)
- - - 1,208,200 1,397,710
SAFETEA-LU
- 269,458 1,170,381 671,000 -
STP and STPL
- - 6,593,136 1,810,302 -
TOTALS
$ 522,796$ 1,779,605$ 9,122,563$ 8,794,447$ 2,22,
Note: Amounts Unaudited
364
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
,%'!, $%"4 -!2').
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
for Fiscal Year 2019-20 is $2,398,202,000
the limitation is $16,095,000. As a result, the City has not exceeded its legal debt limit.
Fiscal Year
2019-20
Net Total Assessed Value $15,990,147
Plus: Exempt Property $ 105,164
TOTAL ASSESSED VALUE $16,095,311
Debt Limit 15% of Total Assessed Value $ 2,414,297
Amount of Debt Applicable to
Debt Limit (Estimated at June 30, 2020) $16,095
Less: Assets in Debt Services Funds
Available for Payment of Principal $ 0 $ 16,095
ADJUSTED LEGAL DEBT MARGIN $ 2,398,202
Note: Amounts Unaudited
Annual Operating Budget
365
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
&)3#!, 9%!2 ΑΏΐΘȃΑΏ $%"4 /",)'!4)/.3
FISCAL YEAR 2019-20
ISSUE MATURITY INTEREST TOTAL DEBT OUTSTANDING
FUNDDATEDESCRIPTIONDATERATESPRINCIPALINTERESTOBLIGATION PRINCIPAL
Private Placement Lease
001201812/01/20283.42%$1,493,000$582,512$2,075,512$16,095,000
(Civic Center)
Private Placement Lease
001201806/01/20293.42%$346,526$209,281$555,807$5,901,827
(Margarita Rec Center)
General Fund 001 Total
$1,839,526$791,793$2,631,319$21,996,827
Tax Allocation Bonds,
380
201712/15/20382.00 - 5.00%1,385,000 2,152,650 3,537,650 43,325,000
Series 2017A
Tax Allocation Bonds,
380
201712/15/20392.00 - 4.00%985,000 1,076,181 2,061,181 29,850,000
Series 2017B (Taxable)
Successor Agency to the Redevelopment Agency (SARDA) Total$2,370,000$3,228,831$5,598,831$73,175,000
$4,209,526$4,020,624$8,230,150$95,171,827
TOTAL
366
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& #/.3425#4)/. !.$ 02/0%249 6!,5%3
(Value in Thousands)
COMMERCIAL RESIDENTIAL
PROPERTY VALUES
CONSTRUCTIONCONSTRUCTION
NUMBER OF NUMBER OF
FISCAL UNITS UNITS
YEARCOMPLETEDVALUECOMPLETEDVALUECOMMERCIALRESIDENTIAL
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367
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
35--!29 /& 02/0%249 4!8 2!4%3
PERCENTAGE
FISCAL SECURED UNSECURED TOTAL TOTAL
OF LEVY
YEARTAX LEVYTAX LEVYTAX LEVYCOLLECTIONS
COLLECTED
(Value in Thousands)
20085,606,921 251,644 5,858,565 5,163,765 88.14%
20095,488,424 270,359 5,758,783 5,127,498 89.04%
20104,687,041 266,174 4,953,215 4,492,060 90.69%
20114,672,790 249,746 4,922,536 4,389,089 89.16%
20124,710,884 252,438 4,963,322 4,503,729 90.74%
20134,716,136 256,805 4,972,941 4,846,143 97.45%
20145,032,879 255,945 5,288,824 5,069,777 95.86%
20155,543,535 262,054 5,805,589 5,865,982 101.04%
20165,885,507 265,256 6,150,763 6,316,654 102.70%
20176,201,407 287,494 6,488,901 6,708,009 103.38%
20186,516,826 288,369 6,805,195 6,974,177 102.48%
SincethefiscalyearendedJune30,1994,theCityofTemeculahasreceiveditspropertytaxrevenuesinaccordance
withtheTeeterPlan.UndertheTeeterPlan,theCityispaidinfulleachyearfortheactualamountofpropertytaxes
levied,regardlessoftheamountofdelinquencies.Asdelinquentpropertytaxesarecollected,theyarekeptbythe
Countyincludinganypenaltiesandinterest.After1994,anydifferencesbetweenthetotaltaxlevyandtotal
collectionsareduetotaxrolladjustmentsmadeduringtheyear,resultinginapercentagethatmaybehigherthan
100%.
{ƚǒƩĭĻʹ Riverside County Auditor-Controller
City of Temecula, Finance Department
368
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
02).#)0!, 3%#52%$ 02/0%249 /7.%23
Secured Unsecured Total
2018-19 2018-19 2018-19 Percent
Assessed Assessed Assessed of Net
TAXPAYERTYPE OF BUSINESS
Valuation Valuation Valuation Assessed
(in 000s)(in 000s)(in 000s)Valuation
Medical Applicances
Abbott Vascular, Inc.*Manufacuring
$ 73,000$ 121,029$ 194,029 1.21%
Temecula Towne Center Regional Shopping
AssociatesCenter
159,860- 159,8600.99%
Temecula Valley Hospital IncHealth Care
106,042- 106,0420.66%
Cape May Temecula
Apartments LLCResidential Apartments
74,311- 74,3110.46%
Foothills At Old Town LLC*Residential Apartments
74,227- 74,2270.46%
Campanula Way Owner LLCResidential
72,464 672 73,1360.45%
Medline Industries Inc.*Medical Supplies
63,636 6,127 69,7640.43%
Inland Western Temecula Commercial Shopping
Commons*Center
63,285- 63,2850.39%
Temecula Town Center Commercial Shopping
Owner LLCCenter
62,268- 62,2680.39%
Commercial Shopping
Redhawk Towne Center II*Center
61,927- 61,9270.38%
TOTAL - TOP TEN$ 811,020$ 127,829$ 938,849 5.83%
TOTAL - CITYWIDE
$ 15,466,418$ 628,893$ 16,095,311
* Pending Appeals on Parcels
NOTE: Assessed values of parcel owned by related entities have been aggregated.
{ƚǒƩĭĻʹ HdL Coren & Cone
369
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#/-054!4)/. /& $)2%#4 !.$ /6%2,!00).' "/.$%$ $%"4
2018-19 Assessed Valuation: $ 16,106,715,019
Redevelopment Successor Agency Incremental Valuation: 1,952,723,562
Adjusted Assessed Valuation:$ 14,153,991,457
DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT:% Applicable (1)Debt 6/30/19
Metropolitan Water District0.55%265,236
Eastern Municipal Water District, I.D. No. U-885.39%3,185,938
Mt. San Jacinto Community College District17.67%30,503,802
Murrieta Valley Unified School District0.01%15,773
Temecula Valley Unified School District68.71%74,143,805
Rancho California Water District Community Facilities District No. 88-3100.00%520,000
Eastern Municipal Water District Community Facilities District No. 2002-04100.00%2,240,000
Eastern Municipal Water District Community Facilities District No. 2002-08100.00%530,000
Eastern Municipal Water District Community Facilities District No. 2005-38, I.A. B100.00%2,520,000
Eastern Municipal Water District Community Facilities District No. 2010-60100.00%12,310,000
Temecula Public Financing Authority Community Facilities District No. 01-2100.00%9,510,000
Temecula Public Financing Authority Community Facilities District No. 03-1100.00%9,260,000
Temecula Public Financing Authority Community Facilities District No. 03-2100.00%20,840,000
Temecula Public Financing Authority Community Facilities District No. 03-3100.00%3,495,000
Temecula Public Financing Authority Community Facilities District No. 03-6100.00%42,250,000
Temecula Valley Unified School District Community Facilities District No. 89-1100.00%4,120,000
Temecula Valley Unified School District CFD No. 2002-1, I.A. No. 127.65%1,471,193
Temecula Valley Unified School District CFD No. 2002-2100.00%14,285,000
Temecula Valley Unified School District CFD No. 2004-1, I.A. A and B100.00%20,165,000
Temecula Valley Unified School District CFD No. 2005-128.72%2,339,244
City of Temecula 1915 Act Bonds (Assessment District No. 03-04)100.00%260,000
TOTAL DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT$ 254,229,991
370
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#/-054!4)/. /& $)2%#4 !.$ /6%2,!00).' "/.$%$ $%"4
DIRECT AND OVERLAPPING GENERAL FUND DEBT:% Applicable (1)Debt 6/30/1
Riverside County General Fund Obligations5.75%43,677,277
Riverside County Pension Obligation Bonds5.75%14,011,621
Murrieta Valley Unified School District Certificates of Participation0.01%2,333
City of Temecula General Fund Obligations100.00%17,588,000
TOTAL GROSS DIRECT AND OVERLAPPING GENERAL FUND DEBT$ 75,279,231
Less: Riverside County supported obligations99,814
TOTAL NET DIRECT AND OVERLAPPING GENERAL FUND DEBT$75,179,417
OVERLAPPING TAX INCREMENT DEBT:100.00%$75,545,000
TOTAL DIRECT DEBT$17,588,000
TOTAL GROSS OVERLAPPING DEBT$387,466,222
TOTAL NET OVERLAPPING DEBT$387,366,408
GROSS COMBINED TOTAL DEBT$405,054,222(2)
NET COMBINED TOTAL DEBT$404,954,408
(1)Thepercentageofoverlappingdebtapplicabletothecityisestimatedusingtaxableassessedpropertyvalue.Applicable
percentageswereestimatedbydeterminingtheportionoftheoverlappingdistrict'sassessedvaluethatiswithintheboundariesof
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 2018-19 Assessed Valuation:
Total Overlapping Tax and Assessment Debt...............................................1.58%
Total Direct Debt ($17,588,000)...................................................................0.11%
Gross Combined Total Debt.........................................................................2.51%
Net Combined Total Debt............................................................................2.51%
Ratios to Redevelopment Successor Agency Incremental Valuation ($1,952,723,562):
Total Overlapping Tax Increment Debt.........................................................3.87%
371
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
,!2'%34 %-0,/9%23 "9 .5-"%2 /& %-0,/9%%3
NUMBER OF EMPLOYEES
As of As of As of As of As of
June 2015June 2016June 2017June 2018June 2019
NAME OF EMPLOYER
Temecula Valley Unified School District2,9882,9613,0503,0503,096
Abbott Laboratories (f/k/a Guidant Corporation)
2,0002,0002,0001,5001,500
Temecual Valley Hospital580650650800910
PHS Medline
1,280900900900900
Infinean Technologies America's Corp (f/k/a Int'l Rectifier)600585697672670
Walmart
600600600600648
South Coast Winery Resort & Spa256256425425500
Southwest Traders
129109109109458
Milgard Manufacturing370400408450450
Costco Wholesale Corporation
340376404404404
EMD Millipore (f/k/a Chemi-Con International)270330375375350
DCH Auto Group Temecula
276293312326326
Channell Commercial Corporation275264320320320
FFF Enterprises Inc.
225303303303315
Macy’s380420353289309
The Scotts Company
193244244244289
Paradise Chevrolet Cadillac243234234232272
Temecula Creek Inn
230245254275250
Toyota of Temecula Valley170187187230240
Home Depot
191191210210225
Air Bus DS Communications190180190190190
City of Temecula
158156143172176
Securitas Security Services USA, Inc.********175
Lowe’s
170170170185169
Dayton Hudson Corporation/Target172166170150168
Rancho Family Medical Group
******133167
National Merchants Association****156156160
WinCo
154154154154154
Pacific Hydraulic Services/MWA155155155155150
Opto 22, Inc.
170150150150150
JC Penney Company150150150150150
BJ's Restaurant & Brewery
******150150
Temcula Valley Winery Management******150150
Rancho California Water District
143143143143146
Gosch/Rancho Ford Lincoln Mercury133150150153125
Stater Brothers
115115117118118
Tension Envelope120120110110110
RR Donnelley Company
107107107107107
Atria Vintage Hills101101101101101
Bomatic, Inc.
**100100100100
** Data Not Available
Source: Temecula Valley Chamber of Commerce
372
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
#/-0!2!4)6% #)49 ).&/2-!4)/.
ACTUAL ACTUAL
NUMBER GENERAL GENERAL EXPENDITURES
NAME FISCALOF FUND FUND PER
OF CITY YEAREMPLOYEESREVENUES EXPENDITURES CAPITA
POPULATION
TEMECULA2017-18168*113,181$98,140,769$86,661,591$766
2016-17158*111,024$75,859,173$74,122,150$668
2015-16158*109,064$70,230,811$64,089,782$588
2014-15156*108,920$64,854,471$64,094,683$588
2013-14156*106,289$61,661,886$63,982,533$602
ESCONDIDO2017-18954152,478$100,665,380$101,669,305$667
2016-171,032151,478$93,961,900$95,831,502$633
2015-161,018151,492$92,819,830$91,111,638$601
2014-151,028150,760$86,972,237$89,013,686$590
2013-141,090147,294$83,340,943$84,631,708$575
MORENO VALLEY2017-18456207,629$106,837,841$107,247,625$517
2016-17446206,750$95,087,633$90,077,931$436
2015-16429201,175$93,125,680$85,081,035$423
2014-15413200,670$84,494,238$81,673,910$407
2013-14398199,258$82,042,818$75,861,268$381
HEMET2017-1833983,166$50,126,989$46,555,092$560
2016-1730081,868$38,969,150$41,312,392$505
2015-1627683,032$37,416,864$39,133,264$471
2014-1528082,253$34,613,345$36,609,956$445
2013-1429181,537$33,134,769$36,260,037$445
LAKE ELSINORE2017-189663,365$41,848,538$42,632,954$673
2016-1710162,092$42,303,405$42,089,161$678
2015-169158,426$39,467,273$39,058,050$669
2014-158360,029$36,622,958$36,418,612$607
2013-148556,718$27,481,659$29,567,647$521
MURRIETA2017-18321113,541$46,103,421$41,634,368$367
2016-17320114,914$41,186,153$45,369,337$395
2015-16317113,795$42,170,532$39,187,888$344
2014-15315107,279$39,399,871$37,614,547$351
2013-14297106,425$36,169,207$33,714,227$317
*Denotes total authorized positions within the City of Temecula
373
374
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF ACRONYMS
ACM Assistant City Manager
ADA Americans with Disabilities Act
AED Automated External Defibrillator
ALPR Automated License Plate Reader
AOB Annual Operating Budget
ARRA American Recovery and Reinvestment Act of 2009
CAFR Comprehensive Annual Financial Report
CAP Community Action Patrol
CDBG Community Development Block Grant
CFD Community Facilities District
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
CRC Community Recreation Center
CSMFO California Society of Municipal Finance Officers
CSO Community Services Officer
DFCI Diesel Fuel Component Index
DIF Development Impact Fee
DOJ Department of Justice
DOT Department of Transportation
EECBG Energy Efficiency Conservation Block Grant
EMS Emergency Medical Services
EMT Executive Management Team
EOC Emergency Operations Center
Annual Operating Budget
375
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF ACRONYMS(continued)
EOP Emergency Operation Plan
FEMA Federal Emergency Management Agency
FOC Field Operations Center
FTE Full-Time Equivalents
GAAP Generally Accepted Accounting Principles
GASB Governmental Accounting Standards Board
GFOA Government Finance Officers Association
GIS Geographic Information System
HELPS Healthy Living Programs for Seniors
HRIS Human Resources Information System
HSIP Highway Safety Improvement Plan
HUD United States Department of Housing and Urban Development
IT Information Technology
ITS Intelligent Transportation System
JRMP Jurisdictional Runoff Management Plan
LHMP Local Hazard Mitigation Plan
LRPMP Long Range Property Management Plan
MCP Management Compensation Plan
MOU Memorandum of Understanding
MS4 Municipal Separate Storm Sewer System
MSHCP Multi-Species Habitat Conservation Plan
MVLF Motor Vehicle License Fee
NPDES National Pollutant Discharge Elimination System
PERS - California Public Employees Retirement System
POD Point of Destination
POST Peace Officers Standards and Training
QLMP Quality of Life Master Plan
Annual Operating Budget
376
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF ACRONYMS(continued)
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
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
2
TVE/TVEE Temecula
TVUSD Temecula Valley Unified School District
WQIP Water Quality Improvement Plan
WQMP Water Quality Management Plan
WRCOG Western Riverside Council of Governments
YEPP Youth Emergency Preparedness Program
Annual Operating Budget
377
City of Temecula
Fiscal Year 2019-20
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
tatements 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.
BALANCED BUDGET A budget that reflect operating revenues that fully cover operating expenditures.
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.
CONTINGENCY - A budgetary reserve set aside for emergency or unanticipated expenditures.
Annual Operating Budget
378
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF TERMS (continued)
CORE VALUES - The six strategic priorities identified by the Temecula community as part of the Temecula
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 - 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 t he 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.
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.
Annual Operating Budget
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF TERMS (continued)
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 non-spendable 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
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.
Annual Operating Budget
380
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF TERMS (continued)
MEASURE C (SPECIAL TAX) A voter approved special 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.
MEASURE S (SALES TAX) A one cent add-on sales tax, approved by voters on November 8, 2016, to
maintain 9-1-1 emergency response times, prevent cuts to local paramedic/police/fire protection, school
safety patrols, youth/afterschool senior, disabled services; improve freeway interchanges/reduce traffic;
and other general services. It is estimated that this tax will generate approximately $23 million annually.
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
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.
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.
Annual Operating Budget
381
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF TERMS (continued)
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 1% levy upon the assessed valuation of property, as established by Proposition 13 in
1978.
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-
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.
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. .
TRANSFERS TO CIP - Authorized exchanges of cash or other resources to the Capital Improvement
Program.
Annual Operating Budget
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City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
GLOSSARY OF TERMS (continued)
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.
WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS (WRCOG) - WRCOG is a voluntary association that
represents Riverside County, 17 member local cities located in Western Riverside County, Eastern
Municipal Water District and Western Riverside Water District, that seek to provide cooperative planning,
coordination, and technical assistance on issues of mutual concern that cross jurisdictional lines. The
primary functions of WRCOG include (a) serve as a forum for consideration, study and recommendation
on area-wide and regional problems; (b) assemble information helpful in the consideration of problems
peculiar to Western Riverside County; (c) explore practical avenues for intergovernmental cooperation,
coordination and action in the interest of local public welfare and means of improvements in the
administration of governmental services; and (d) serve as the clearinghouse review body for Federally-
funded projects in accordance with Circular A-95 in conjunction with the Southern California Association
of Governments.
Annual Operating Budget
383
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INDEX
Page
Annual Operating and Maintenance Costs – Capital Improvement Program----------------------- 284
Assessed and Estimated Actual Value of Taxable Property---------------------------------------------363
Budget Calendar--------------------------------------------------------------------------------------------------- 47
Budget Process-----------------------------------------------------------------------------------------------------44
Budgetary Fund Structure --------------------------------------------------------------------------------------- 35
California Society of Municipal Finance Officers (CSMFO) Award -------------------------------------- 30
Capital Improvement Program Summary ------------------------------------------------------------------- 271
CIP Project Summary by Type of Project -------------------------------------------------------------------- 274
City Attorney ------------------------------------------------------------------------------------------------------- 150
City Clerk------------------------------------------------------------------------------------------------------------ 146
City Council --------------------------------------------------------------------------------------------------------- 133
City Manager ------------------------------------------------------------------------------------------------------- 126
City of Temecula at a Glance ------------------------------------------------------------------------------------ 31
City Organizational Chart---------------------------------------------------------------------------------------- 25
Citywide Long Term Goals --------------------------------------------------------------------------------------- 27
Community Development Department ---------------------------------------------------------------------- 166
Community Profile and Demographics---------------------------------------------------------------------- 358
Comparative City Information --------------------------------------------------------------------------------- 373
Computation of Direct and Overlapping Bonded Debt --------------------------------------------------- 370
Construction and Property Values ---------------------------------------------------------------------------- 367
Debt Obligations-------------------------------------------------------------------------------------------------- 336
Description of CIP Revenue Sources -------------------------------------------------------------------------- 285
Description of Funds ---------------------------------------------------------------------------------------------- 37
Directory ------------------------------------------------------------------------------------------------------------- 24
Federal Grant Expenditures ------------------------------------------------------------------------------------ 364
Finance Department --------------------------------------------------------------------------------------------- 152
Fire Department-------------------------------------------------------------------------------------------------- 227
Five-Year Expenditure Projection Summary – General Fund -------------------------------------------- 55
Five-Year Financial Forecast – General Fund---------------------------------------------------------------- 51
Five-Year Financial Forecast – Measure S Fund------------------------------------------------------------- 59
Five-Year Financial Forecast – Temecula Community Services District Fund ------------------------ 62
Annual Operating Budget
384
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INDEX(continued)
Page
Five-Year Revenue Forecast Summary – General Fund--------------------------------------------------- 53
Fund & Department Listing--------------------------------------------------------------------------------------42
Fund Balance Summary ------------------------------------------------------------------------------------------ 63
Fund Summaries – General Fund-------------------------------------------------------------------------------72
Fund Use by Department---------------------------------------------------------------------------------------- 43
GANN Appropriations Limit------------------------------------------------------------------------------------ 362
General Financial Policies--------------------------------------------------------------------------------------- 289
Glossary of Acronyms-------------------------------------------------------------------------------------------- 375
Glossary of Terms ------------------------------------------------------------------------------------------------- 378
Government Finance Officers Association (GFOA) Award ------------------------------------------------ 29
Human Resources ------------------------------------------------------------------------------------------------- 158
Internal Service Funds – Fund Summaries------------------------------------------------------------------ 115
Internal Service Funds ------------------------------------------------------------------------------------------- 255
Largest Employers by Number of Employees -------------------------------------------------------------- 372
Legal Debt Margin ------------------------------------------------------------------------------------------------ 365
Locator Map -------------------------------------------------------------------------------------------------------- 357
Mission and Value Statements --------------------------------------------------------------------------------- 26
Non-Departmental ----------------------------------------------------------------------------------------------- 235
Personnel Allocation Changes --------------------------------------------------------------------------------- 348
Police Department ------------------------------------------------------------------------------------------------ 214
Principal Secured Property Owners--------------------------------------------------------------------------- 369
Projected CIP Revenue Summary ----------------------------------------------------------------------------- 283
Property Tax Rates Direct and Overlapping Governments---------------------------------------------- 368
Public Works Department -------------------------------------------------------------------------------------- 188
Revenues by Source – General Funds ------------------------------------------------------------------------- 69
SARDA – Fund Summary ---------------------------------------------------------------------------------------- 111
Schedule of Authorized Positions ----------------------------------------------------------------------------- 343
Special Revenue and Debt Service Funds – Fund Summaries ------------------------------------------- 79
Summary of Budgeted Positions ------------------------------------------------------------------------------ 356
Summary of Changes in Authorized Positions, Personnel and Benefit Costs ----------------------- 341
Summary of Major Revenue Sources -------------------------------------------------------------------------- 64
Annual Operating Budget
385
City of Temecula
Fiscal Year 2019-20
Annual Operating Budget
INDEX(continued)
Page
TCSD – Revenue By Source -------------------------------------------------------------------------------------- 95
TCSD – Fund Summaries----------------------------------------------------------------------------------------101
TCSD – Revenue Detail ------------------------------------------------------------------------------------------- 96
Temecula Community Services District---------------------------------------------------------------------- 236
Transmittal Message ------------------------------------------------------------------------------------------------ 7
Understanding the Budget Document------------------------------------------------------------------------33
Annual Operating Budget
386