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052120 CC Agenda - Budget Workshop
In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the office of the City Clerk (951) 694-6444. Notification 48 hours prior to a meeting will enable the City to make reasonable arrangements to ensure accessibility to that meeting [28 CFR 35.102.35.104 ADA Title 11]. AGENDA TEMECULA CITY COUNCIL BUDGET WORKSHOP CONFERENCE CENTER 41000 MAIN STREET TEMECULA, CALIFORNIA MAY 21, 2020 - 9:30 AM IMPORTANT NOTICE REGARDING THIS MEETING This meeting is being conducted utilizing teleconferencing and electronic means consistent with State of California Executive Order N-29-20, dated March 17, 2020, regarding the COVID-19 pandemic. The live stream of the meeting may be viewed online. Details can be found at temeculaca.gov/tv. In accordance with Executive Order N-29-20, the public may only view the meeting online and not in the Council Chamber. Submission of Public Comments: For those wishing to make public comments at the meeting, please submit your comments by email to be read aloud at the meeting by the City Clerk at randi.johl@temeculaca.gov. Email comments on matters not on the agenda must be submitted prior to the time the Mayor calls the item for Public Comments. Email comments on agenda items must be submitted prior to the time the Mayor calls public comments on the agenda item. All email comments shall be subject to the same rules as would otherwise govern speaker comments at the Council meeting. Electronic comments on agenda items for the meeting may only be submitted via email. Comments via text and/or social media will not be accepted. Reading of Public Comments: The City Clerk shall read all email comments, provided that the reading shall not exceed three (3) minutes, or such other time as the Council may provide, consistent with the time limit for speakers at a Council meeting. The email comments submitted shall become part of the record of the Council meeting. CALL TO ORDER: Mayor James Stewart FLAG SALUTE: Mayor James Stewart ROLL CALL: Edwards, Naggar, Rahn, Schwank, Stewart PUBLIC COMMENTS A total of 30 minutes is provided for members of the public to address the City Council on items that appear on the Consent Calendar or a matter not listed on the agenda. Each speaker is limited to three minutes. For all Public Hearing or Business items on the agenda, each speaker is limited to five minutes. For this meeting, public comments may be submitted and read into the record pursuant to the important notice provided at the top of this agenda. Page 1 City Council Agenda May 21, 2020 BUSINESS 1. Review Fiscal Years 2021-25 Capital Improvement Program (CIP) and Fiscal Year 2020-21 CIP and Annual Operating Budgets for the City of Temecula, the Temecula Community Services District (TCSD) and the Successor Agency to the Temecula Redevelopment Agency (SARDA) Recommendation: That the City Council/Board of Directors review and discuss the Proposed Fiscal Years 2021-25 Capital Improvement Program (CIP) and Fiscal Year 2020-21 Annual Operating Budgets for the City of Temecula, the Temecula Community Services District (TCSD) and the Successor Agency to the Temecula Redevelopment Agency (SARDA). Attachments: Agenda Report Transmittal Message Proposed Capital Improvement Program 2021-25 Proposed Annual Operating Budget FY 2020-21 ADJOURNMENT The next regular meeting of the City Council will be held on Tuesday, May 26, 2020, at 5:30 p.m., for a Closed Session, with regular session commencing at 7:00 p.m., at the Council Chambers located at 41000 Main Street, Temecula, California. NOTICE TO THE PUBLIC Due to the closure of City Hall, the library and other city facilities for the COVID-19 pandemic, the fall agenda packet (including staff reports and any supplemental material available after the original posting of the agenda), distributed to a majority of the City Council regarding any item on the agenda, will be available for public viewing on the City's website at https://temeculaca.legistar.com/Calendar.aspx, at least 72 hours prior to meeting. If you have questions regarding any item on the agenda, please contact the City Clerk's Department at (951) 694-6444. Page 2 Item No. 1 CITY OF TEMECULA / TEMECULA COMMUNITY SERVICES DISTRICT / SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY AGENDA REPORT TO: FROM: City Council/Board of Directors Aaron Adams, City Manager/General Manager/Executive Director DATE: May 21, 2020 SUBJECT: Review Fiscal Years 2021-25 Capital Improvement Program (CIP) and Review Fiscal Year 2020-21 CIP and Annual Operating Budgets for the City of Temecula, the Temecula Community Services District (TCSD) and the Successor Agency to the Temecula Redevelopment Agency (SARDA) PREPARED BY: Jennifer Hennessy, Director of Finance/Treasurer RECOMMENDATION: That the City Council/Board of Directors review and discuss the Proposed Fiscal Years 2021-25 Capital Improvement Program (CIP) and Review Fiscal Year 2020-21 Annual Operating Budgets for the City of Temecula, the Temecula Community Services District (TCSD) and the Successor Agency to the Temecula Redevelopment Agency (SARDA). DISCUSSION: Each year, the City Council holds a Budget Workshop in which staff presents the Five -Year Capital Improvement Program Budget and the Proposed Annual Operating Budget for the City, Temecula Community Services District (TCSD), and the Successor Agency to the Temecula Redevelopment Agency (SARDA). Any changes to the Proposed Budgets, as requested at the Budget Workshop, will be incorporated into the Adopted Budget, presented to Council at its June 9, 2020 meeting. The attached Transmittal Letter summarizes the highlights of the Fiscal Year 2020-21 Proposed Annual Operating Budget and Fiscal Years 2021-25 Capital Improvement Program documents. FISCAL IMPACT: The specific fiscal impacts by Fund are noted in the attached Transmittal Letter. ATTACHMENTS: 1. Transmittal Message 2. Proposed Capital Improvement Program Fiscal Years 2021-25 3. Proposed Fiscal Year 2020-21 Annual Operating Budget City of Temecula Fiscal Year 2020-21 Annual Operating Budget May 21, 2020 Honorable Mayor and Members of the City Council: I am pleased to submit the Proposed Annual Operating Budget for the Fiscal Year 2020-21. 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 2020-21 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. Given the unprecedented circumstances brought on by the COVID-19 novel coronavirus pandemic and the associated stay-at-home orders, the City's revenue sources have been significantly impacted, as you will read below. As such, a comprehensive review and analysis of all Operating and Capital expenditures has been completed and the Proposed Annual Operating and Capital Budgets reflect the necessary reductions to maintain fiscal solvency over the ensuing five-year forecast period. It is anticipated that the Operating and Capital budget projections will be revisited with the City Council in the October time -frame, as staff learns more information regarding the true impact of the pandemic. CITY OF TEMECULA PROFILE The City of Temecula is a dynamic community comprised of approximately 111,970 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 27,979 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. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country 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. ECONOMIC INDICATORS The City of Temecula has experienced steady economic growth over the past year, as illustrated by the indicators discussed below. • Estimated Population: 111,970 down 1.7% from 2019 (Source: State Department of Finance) • Median Age: 35.5 years old, up 0.2 from 2019 (Sou rce: Cloritos360 Report — 10-2-19) • Number of Households: 36,203, up 0.5% from 2019 (Source: Claritos360 Report— 10-2-19) • Average Household Income: $128,557, up 10.4%from 2019 (source: Claritas360 Report— 10-2-19) • March Median Home Price: $500,000, up 5%from March 2019 (source: Southwest Riverside County Association of Realtors) • Number of Jobs: 52,900, down 5.0% from 2019 (Source: EDD) • March Unemployment Rate: Temecula: 4.2% (up from 3% in March 2019), Riverside County: 5.3%, CA: 5.6%, Nation: 4.4% (source: EDD & BLS) As the pandemic's impact on the workforce continues, it is anticipated the unemployment rates will continue to rise over the coming months. IMPACTS OF STATE/COUNTY LEGISLATION A number of legislative changes are being considered, which could have profound fiscal impacts on the City, including: ➢ California State Governor Executive Order N-33-20 (COVID-19) On March 19, 2020, the California State COVID-19 Impact to City Revenue Sources Governor issued Executive Order N-33- Mar-Jun'20 FY20-21 20, requiring a statewide Stay -at -Home Sales Tax (6,612,629) (5,686,237) order as a result of the rapidly spreading Measure S Tax (5,279,316) (346,571) COVID-19 coronavirus. Subsequent to TCSD Program Revenue (824,330) this order, the Governor authorized Transient Occupancy Tax (816,822) (570,441) small business taxpayers to take Gas Tax (343,516) (521,795) advantage of a payment plan for sales MeasureATax (250,000) (428,000) tax payments, up to $50,000, applicable Property Tax (278,528) (656,098) to sales and use tax liabilities. The RMRA Revenue (137,869) (322,472) combination of these two orders, has Other General Fund Revenue (108,625) (248,256) had a significant impact on several City Total Revenue Impact (14,651,635) (8,779,870) revenue sources, as businesses have shut down, hotels have closed and tax -payers are required to stay at home. The impacts of this global pandemic are still in the early stages, and will have 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 ``Aft The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget far-reaching economic impacts as time goes on. The ensuing Operating and Capital Budgets reflectthe anticipated revenue reductions and the corresponding expenditure budget reductions necessary to balance all funds over the five-year forecast period. ➢ State of California Housing Bills In 2017, 2018 and 2020, the State adopted numerous housing related bills designed to increase the supply of housing in California, including the number of affordable homes. 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, and other state sources. 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 and proposed housing related bills. 2020-21 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. OBJECTIVES AND PERFORMANCE MEASURES The budget document includes the operational objectives for completion in Fiscal Year 2020-21 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. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 ,_ A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country GENERAL FUND ANALYSIS The General Fund Forecast over the coming five years has been significantly impacted by the COVID-19 pandemic, with a decline in tax revenue of nearly $15 million in Fiscal Year 2019-20 alone. It is anticipated that economic recovery will begin slowly in Fiscal Year 2020-21, as consumer confidence returns. For the ensuing five-year period, the General Fund is balanced, with its Reserve for Economic Uncertainty fully - funded in all five years, however a portion of the Secondary Reserve must be utilized to offset the loss in revenue due to the pandemic. As illustrated below, in response to the dramatic decline in General Fund Revenues, the usage of Unassigned Fund Balance and Secondary Reserves are necessary in order to remain fiscally solvent throughout the ensuing five-year period. Ending Fund Balance for Fiscal Year 2020-21 is projected to be $19,737,613. While the target level of Reserves is 25% of Expenditures, or $19,389,865, Reserves will fall slightly short with a total $18,559,652, or 23.9% of Operating Expenditures. A total of $377,961 of fund balance is committed to cover the costs of a Police Officer position funded by the Pechanga Tribe, plus $800,000 is assigned to future Capital Improvement Projects. F - 35,000,000 30,000,000 z5,000,000 z0,000,000 15,000,000 t0,000,000 General Fund 5-Year Projections Fund Balance Trend FV12'13 F413-1a FVla"15 FV15"16 FV16'12 FV12"1a FV1&�9 FV19"10 FV20-1� FV21-11 FV12.23 FV23-lA FV24.15 —Fund Balance —Funded Reserve O Desired Reserve General Fund Revenue Highlights Fiscal Year 2019-20 General Fund Operating Revenue is projected to decrease by 12%, or $8.7 million, from the prior fiscal year due to the economic impacts of the COVID-19 pandemic. The majority of the reduction is occurring in Sales Tax (18%, or $6.6 million) and Transient Occupancy Tax (19%, or $816,822). Fiscal Year 2020-21 General Fund Operating Revenue is projected to increase 1.5%, or $971,090 over Fiscal Year 2019-20, as the economy is expected to begin rebounding in the Fall of 2020. Although revenue growth is projected, Operating Revenue remains $7.7 million below pre-COVID levels, creating an increased reliance on Measure S transfers to augment General Fund Revenue. In addition to Measure S funding 11 additional police officers, and staffing at Fire Station 95, as has occurred in prior years, an additional $3 million transfer is required to supplement General Fund revenue due to the impact of the pandemic. To balance the General Fund over the ensuing five-year period and maintain the Reserve for Economic Uncertainty, an increased level of Measure S transfers to the General Fund will continue until Sales Tax, and other revenue sources recover from the economic downturn. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country The Fiscal Year 2020-21 General Fund major revenue sources are summarized below: • Sales Tax ($33,054,736) is projected to increase by 5.4% compared to the prior fiscal year as retail establishments are allowed to reopen once the pandemic is contained. • Property Tax ($8,379,137) is projected to decrease by 1.3%, due primarily to the anticipated decline in home sales activity and supplemental property taxes. Because the City of Temecula participates in the Teeter program with Riverside County, the City receives the full amount of property taxes assessed as opposed to paid by the property owner. In the event of late payment, the County receives all penalties and interest accrued on the delinquent tax payment. • Franchise Fees ($3,381,908) are projected to increase 2.7% due to anticipated increases in utility rates charged for electricity, gas, and cable services. • Transient Occupancy Tax ($3,181,349) is projected to increase by 15.1%, as the hospitality sector was heavily impacted by the COVID-19 pandemic. With an anticipated rebounding of the economy in the Fall of 2020 combined with the recovery campaign launched by the Temecula visitors' bureau (Visit Temecula Valley), Transient Occupancy Tax revenue is expected to increase as tourism and travel is permitted once again. • Licenses, Permits & Service Charges ($3,913,915) are projected to decrease by 26.1% due to less development activity projected compared to the prior year, as the Roripaugh Ranch, Phase II development (Sommer's Bend) experienced a high-level of permit activity in FY2019-20. Intergovernmental Revenues ($8,800,736) are projected to increase by 3.7% due to the Fiscal Year 2020-21 General Fund Revenue Prop. Tax in Lieu of VLF Franchise Fees 12° 4% TOT Property Tax 4% 11% .00Measure C 2% Licenses/Permits s% Measure S Transfers In 12% Sales Tax _ 41% I 3% Other) IReimbursements 2% 4% increases expected in Property Tax In Lieu of Vehicle License Fees which is driven by property value assessments within the City. Operating Transfers In ($2,590,599) are projected to decrease by 4.4%. Transfers In 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 $2,418,092 to be spent on street and road maintenance, which is a decrease of 4.8% as a result of the decline in gasoline sales due to the stay-at-home orders related to the pandemic. The Supplemental Law Enforcement Services Fund is anticipated to transfer $172,507 to supplement the Police Department budget. Operating Transfers In - Measure S ($8,944,780) will continue to fund 11 Police Officers, staffing for Fire Station No. 95 plus an additional $3 million to help offset the impact to General Fund Operating Revenues. General Fund Expenditure Highlights To respond to the reductions in General Fund revenues, a thorough review of Departmental Operating budgets was conducted as part of the Annual Operating Budget. Each Department prioritized their operational needs and modified their requests accordingly. In addition to Departmental operating 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country reductions, a number of budgetary reduction measures are also reflected in the Fiscal Year 2020-21 Operating Budget, necessary to balance the General Fund, including: • Deferral of adding Sworn Police officers, to maintain ratio to population growth • Reduce contributions to the Workers' Compensation Fund, as adequate reserves exist in this fund to address potential claims • Eliminate all Departmental training budgets • Defer hiring of 4 vacant positions • Reduce additional contributions to Retiree Medical Trust and meet minimum payment level only • Defer/reduce contributions to Asset Replacement Funds (i.e. Fleet, Technology, Facilities) The largest expenditure of the General Fund is Public Safety, which has grown from 58% of total expenditures in the prior fiscal year to 60% in Fiscal Year 2020-21, due to the reductions in the non -safety departments. In accordance with the Measure S ballot language and City Council appropriation guidelines, the City has invested heavily in Public Safety over the past several years and continues to hold Public Safety as its highest priority. A total of $9.1 million, or 38%, of Measure S revenue is dedicated to Public Safety expenditures for Fiscal Year 2020-21 including the funding of the following: • Eleven Sworn Police Officers ($3.9 million) • Fire Station No. 95 Staffing ($1.8 million) • The operations and maintenance of the Citywide Surveillance Camera system ($260,000) • An additional $3 million to augment General Fund Operating Revenue necessary to balance the General Fund and preserve the Reserve for Economic Uncertainty 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 Expenditures total 18% Fire $77,559,458, which represents a 13% 0.3% increase over the prior Administrative - fiscal year, inclusive of 13% adjustments. The majority of the increase is reflected in the two Public Safety departments, as noted below: • Police ($36,239,386) is increasing by 7.8% over the prior year, due to a projected 6% increase in the contract rates charged by the County to account for increased CalPERS pension costs and labor increases resulting from union negotiations. The prior fiscal year expenditures included a $550,000 reduction due to vacancies and a more favorable contract rate than originally budgeted, creating a higher percentage increase in Fiscal Year 2020-21. • Fire ($10,223,828) is decreasing by 0.6% due to the deferral of the contribution to the Fleet Asset Management fund, slightly offset by the 1.5% anticipated increase in the contract rates 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 Aft City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country charged by CalFire and Riverside County. The Total Fire Contract of $18.3 million is reduced by the Structural Fire Tax Credit of $8.8 million. • Non -Safety Departments ($29,908,716) which represents a 4.8%, or $1.5 million decrease from the prior year, due to the necessary budget reduction measures as a result of the COVID- 19 pandemic's impact on General Fund revenues. • Non -Departmental ($1,187,529) reflects a 29.4% decrease due to the reduction to the amount deposited into the Retiree Medical Contribution. In prior years, the deposit exceeded the required amount in order to improve the City's funded -status of this trust fund and reduce future years' required contributions. For Fiscal Year 2020-21, the trust contribution will match the required amount, as determined by an independent actuary. Operating Transfers Out & One -Time Payments This category of expenditures reflects funds that are transferred to the Debt Service Funds. A total of $2,077,767 will be transferred to the Debt Service Fund for the annual Civic Center Lease payment, and $555,808 for the Debt Service on the Margarita Recreation Center renovation. Fund Balance & Reserves As noted above, the Ending Fund Balance, as of June 30, 2021 is projected to be $19,737,613, with the Reserve for Economic Uncertainty fully funded at $15,511,892, which represents 20% of General Fund Expenditures. The Secondary Reserve will fall slightly below the target of 5% of Operating Expenditures, with a balance of $3,047,761. MEASURE S FUND With the approval of a one -cent transactions and use tax measure in November 2016, the Measure S Fund was established to account for this new revenue source and enhance budgetary accountability. Fiscal Year 2020-21 Measure S revenue has also been negatively impacted by the economic downturn caused by the global pandemic. It is anticipated that Measure S Revenue, in Fiscal Year 2019-20 will decline by nearly $5.3 million as a result of the closures of retail establishments. As mentioned previously, the General Fund's reliance on Measure S will increase until Sales Tax and other General Fund revenues rebound. As such, the proportion of Measure S revenue dedicated to maintain Public Safety and General Services within the General Fund will be higher than in prior years. Measure S Funds available for Capital Improvement Program projects has decreased as a result of the shift of funds to balance the General Fund. Measure S - FY20-21 Appropriations $23,868,244 General Services $9,298,488 39% Asset Mgmt $500,000 2% 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 ,_ A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country Measure S appropriations for Fiscal Year 2020-21 reflect the following: Public Safety (38%) The Proposed Budget includes $9,123,884 of Measure S funding dedicated to Public Safety, for the continued funding of 11 Sworn Police Officers and Fire staffing for Fire Station No. 95 which opened January 1, 2018. Additionally, Measure S will contribute $3 million to the General Fund to help offset the reduction in Operating Revenues. Asset Management/Investment (2%) 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. Over the past four years, a significant level of funding has been deposited in the City's Asset Replacement Funds. However, due to the economic downturn, it is recommended that these annual contributions be redirected to fund the operations of the General Fund during the downturn. The Facilities Replacement Fund, however, has a smaller fund balance and therefore a $500,000 contribution to this fund is included in the Fiscal Year 2020-21 Budget. Capital Improvement Program (21%) The Proposed Budget includes $4,945,872 of Measure S revenue allocated to fund 15 separate CIP projects for Fiscal Year 2020.21. 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 FY2020-21 include: • Cherry Street Extension and Murrieta Creek Low -Flow Crossing - $424,300 to provide funding for an extension of Cherry Street from Adams Avenue to Diaz Road. • French Valley Parkway/1-15 Improvements -Phase II - $1,865,640 — to augment the $50 million Federal INFRA grant to construct this highly anticipated project. • Mary Phillips Senior Center Enhancement and Renovation - $30,000 to augment $400,000 in CDBG funding to provide a renovation of the heavily utilized Senior Center. • Ronald Reagan Sports Park Restroom Expansion and Renovation - $395,000 to complete the construction of the restroom expansion and snack bar facility. • Santa Gertrudis Creek Phase II — Margarita Under -Crossing - $382,464 to augment Senate Bill 1 funding for the design and construction of the under -crossing in Santa Gertrudis Creek at Margarita Road. • Traffic Signal Installation — Citywide - $375,000 to install or modify traffic signals throughout the City. General Services (39%) 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 - $8,297,243 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country • Library contribution - $847,181 • Service Level B — Residential Streetlights - $73,168 • Enhanced Custodial Services - $80,896 The Ending Fund Balance within the Measure S Fund is projected to be $4,325,723, 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 fifteen Special Revenue Funds. The major Special Revenue funds are highlighted below. Fund 100 - Gas Tax: Gas Tax revenue is projected to be $2,418,092, which reflects a decrease of 4.6% due to reduced volumes of gasoline sales over the prior year, as a result of the stay-at-home orders related to the COVID-19 pandemic. 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 $1,827,342 for FY2020-21, 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 for FY2020-21 has been deferred as part of budget reduction efforts in response to the economic downturn caused by the COVID- 19 pandemic. Fund 105 — NPDES In Lieu Fees Fund: This fund was established in FY2019-20 to account for the collection of In Lieu fees associated with the National Pollutant Discharge Elimination System (NPDES). Revenue is received as private development subject to NPDES requirements occur. There is no revenue anticipated to be received in FY2020-21. Fund 106 — Jefferson Street In Lieu Fees Fund: This fund was established in FY2019-20 in conjunction with the adoption of the Uptown Temecula Specific Plan New Streets In Lieu Fee. Developers within the Specific Plan who cannot build new streets will be charged the In Lieu Fee. For FY2020-21, a new hotel development is anticipated to contribute $222,718 of In Lieu Fees into this fund. Fund 120 — Development Impact Fees: DIF revenue is projected to be $4,755,870, which reflects an increase of 20%. 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 $220,219, which will be spent on various technology equipment used to support the 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country broadcast of City Council meetings and events. Expenditures for FY2020-21 are suspended, as a budget reduction measure related to the COVID-19 pandemic. Fund 140 — Community Development Block Grant (CDBG): CDBG revenue is projected to be $559,063, which reflects the reimbursement for operations and Capital projects expected to be completed during the fiscal year. Fund 165—Affordable Housing Fund: The Affordable Housing Fund reflects the housing -related activities of the former Temecula Redevelopment Agency. Total Revenue for FY2020-21 of $340,100 includes the State Department of Finance allocation of $250,000 designated for the administration of the wind down of Redevelopment obligations. The fund received a $1.3 million one-time revenue in FY2019-20 as a result of the refinancing of an affordable housing development project. Fund 170— Measure A: Measure A revenue is projected to be $2,818,800, which reflects a 6.1% decrease from the prior year, due to the economic impact of the COVID-19 pandemic. 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 $1,085,602, which covers the cost of administering the City's liability and property insurance programs. The projected Fund Balance is $738,524, which exceeds the desired balance of $450,000. Fund 305 — Workers' Compensation: Projected expenses total $258,309, which covers the cost of administering the City's self -insured Workers' Compensation program. The projected Fund Balance is $1,862,227, which exceeds the desired balance of $1.5 million. As such, and for budget reduction purposes, Workers' Compensation charges to departments was suspended for FY2020-21. Fund 310 — Vehicles and Equipment: Projected expenses total $134,000 to replace a utility trailer for Public Works and a Medic Squad for the Fire Department, as the existing equipment has reached the end of their useful life. The projected Fund Balance is $3,285,627. Fund 320 — Information Technology: Projected expenses total $4,448,202, which provides for the management of the City's computer and telephone systems. The projected Fund Balance is $684,011. Fund 325 — Technology Replacement: Projected expenses for FY2020-21 have been deferred, as part of budget reduction measures related to the COVID-19 economic impact. The projected Fund Balance is $827,755. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 .' A City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country Fund 330 — Support Services: Projected expenses total $376,769, which provides for the management of the City's central receptionist, printing and mail activities. The projected Fund Balance is $10,008. Fund 335 — Support Services Replacement: Projected expenses for FY2020-21 have been deferred, as part of budget reduction measures related to the COVID-19 economic impact. The projected Fund Balance is $431,315. Fund 340 — Facilities: Projected expenses total $1,338,520, which provide for the operations and maintenance of the City's buildings and parking structure. The projected Fund Balance is $576,669. Fund 350 — Facility Replacement: Projected expenses total $315,000, which provide for the replacement of equipment, systems and fixtures within City -owned facilities. The projected Fund Balance is $691,127. SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) Fund 380 — SARDA: Projected expenses total $5,903,653, which reflects a decrease of $1,626,668, due mostly to the deferral of the $750,000 contribution to a capital project, and the elimination of an Owner Participation Agreement payment for property tax increment. Debt Service expenditures are in accordance with the debt service schedule on the outstanding 2017A and 2017B 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 $24,888,200, which reflects an increase of 3.3% 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 inflationary rate increases per the franchise agreement with CR&R. Combined expenditures total $24,940,900, which reflects an increase of 0.8% due to higher costs in the TCSD Operations Fund as a result of the anticipated re -hiring of laid -off part- time/seasonal staffing who were TCSD Per Capita Funding separated from employment in March 2020 due to the COVID-19 $280.00 pandemic. Expenditures in Service $240.00 Level B — Street Lights are projected $200.00 to decrease due to the acquisition of $160.00 $154.18 the street light network from $120.00r111,1,11 s9e.� Southern California Edison and the $80.00 subsequent conversion to LED bulbs, $400° both of which Qenerate si nificant $000 b g l7g FYSg-19 F1392o FV20d1 savings. 06pecialTa% ■TCSDFunding As noted in the adjacent chart, TCSD's Special Tax (Measure C) funds approximately 32% of the District's Parks and Recreation budget. The remaining 68% comes from Measure S and programmatic revenues. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 ``Aft The Heart of Southern California Wine Country CAPITAL IMPROVEMENT PROGRAM (CIP) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 2021-25 CIP includes 83 separate projects with total project costs estimated at $623,476,187, as outlined in the table below. Revenue from various identified sources for the Five -Year Capital Improvement Program is projected to be $514,075,560. This amount includes a $50 million INFRA grant to fund the French Valley Parkway Phase II project. The City of Temecula's CIP is a project planning and delivery document which includes several projects with unidentified funding sources in the third, fourth, and fifth years of the five-year program, totaling $109,400,627. 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 Circulation 25 $506,852,861 Infrastructure 40 74,490,211 Parks and Recreation 16 25,951,175 SARDA/ Housing 2 16,181,940 TOTAL 2020-21 AUTHORIZED Total authorized Full Time Equivalent (FTE) positions total 172.95 authorized positions, which reflects a decrease of 3.5 positions compared to the prior year. Two of the authorized positions were added in FY2019-20 to assist with public outreach related to the COVID-19 pandemic. A total of 3 vacant positions are currently on hold, until such time as the City recoups adequate resources to fund these positions. The affected positions include the following: • Accounting Support Supervisor (Finance Department) • Engineering Technician I (Public Works Department) • Community Services Specialist I (TCSD) In addition, two positions related to the rehabilitation of the Margarita Recreation Center are unfunded until the facility is complete and open for operation. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2020-21 Annual Operating Budget The Heart of Southern California Wine Country Total Authorized Positions total 172.95 remains below the peak in 2007-08 by 37.8 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 FY2020-21, an estimated 59.5 full- time equivalent (FTE) will be hired as seasonal and part-time support. City of Temecula Authorized Positions 2S0.0 210.8 208.8 209.8 197.0 197.0 195.0 200.0 160.0 160.0 158.0 168.2 171.7 176.5 173.0 158.2 158.2 150.0 100.0 50.0 l AA0 A9 ,y0 ti~ titi ti'' ,YP ,Yh tib ,1 ti4 tiN 'LO 'Lti ,spa° ,ryOp1 iti�� ,�O ery iry0 , ,ryOti9 J�O,YP Jti�~h ,�Otib ,�Oti1 Jti�~e �fti9 Jti�,yo F F F Ice 4 4 t F F F F F F F�F 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 FY2020-21. CONCLUSION In conclusion, the City of Temecula has been significantly impacted by the COVID-19 pandemic, with the loss of over $15 million in several major revenue sources. In response to this economic situation, I'm proud to say that the City's Executive Team has shown great leadership in prioritizing their operational needs and submitted responsive budgetary reductions necessary to balance all funds over the ensuing five-year period. While the City will maintain its Reserve for Economic Uncertainty, it will be necessary to fully expend the General Fund's available fund balance as well as utilize a portion of the City's Secondary Reserve to remain fiscally solvent during these unprecedented economic times. 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 responsive 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; Patricia Hawk, Fiscal Services Manager; and Tina Rivera, Accounting Assistant 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 0 r- 69MENW, A6 ow�v . am VK� 4VI W�j . 41 4b% Fiscal Years 2021-2025 Capital Improvement Program Fiscal Years 2021-2025 City Council James Stewart, Mayor Maryann Edwards, Mayor Pro Tern Mike Naggar, Council Member Matt Rahn, Council Member Zak Schwank, Council Member City of Temecula, CA City Management Aaron Adams, City Manager Greg Butler, Assistant City Manager Peter Thorson, City Attorney Patrick Thomas, Public Works Director Jennifer Hennessy, Finance Director City of Temecula 41000 Main Street Temecula, California 92590 (951) 694-6430 TemeculaCA.gov 1 City of Temecula !� Fiscal Years 2021-25 VYrd1e Cnlry ihoHa�irofswthmnGounii� Capital Improvement Program TABLE OF CONTENTS INTRODUCTION TransmittalMessage...............................................................................................................................9 Resolution of the City Council...............................................................................................................15 California Society of Municipal Finance Officers (CSMFO) Certificate of Award..................................16 CityOrganizational Chart......................................................................................................................17 Descriptionof Levels.............................................................................................................................18 Parameters for CIP Budget Cost Estimates...........................................................................................19 Description of Revenue Sources...........................................................................................................20 Capital Improvement Project List...................................................................................................................24 SUMMARIES Projected Revenue Summary................................................................................................................27 CIP Major Revenue Sources Graph.......................................................................................................30 CIPExpenditure Summary................................................................................................................................31 Expenditure Summary by Project Type Graph......................................................................................34 Capital Projects Summary — by Funding Source...................................................................................35 Capital Projects Summary — By Project..........................................................................................................51 Summary of Operating & Maintenance Impacts..................................................................................62 CIRCULATION PROJECTS Circulation Projects Location Map........................................................................................................64 Butterfield Stage Road Extension.........................................................................................................65 Cherry Street Extension & Murrieta Creek Low -Flow Crossing............................................................66 Citywide Buffered Bike Lane Striping............................................................................................................67 DiazRoad Expansion.............................................................................................................................68 Emergency Vehicle Pre-Emption Upgrade Program — Citywide...........................................................69 Flashing Beacons and Speed Advisory Signs.........................................................................................70 French Valley Parkway / Interstate 15 Improvements — Phase 11.........................................................71 French Valley Parkway / Interstate 15 Improvements — Phase III........................................................73 Interstate 15 Congestion Relief............................................................................................................74 Interstate 15 / State Route 79 South Ultimate Interchange.................................................................75 Medians and Parkways — Citywide.......................................................................................................77 rl 1 City of Temecula !� Fiscal Years 2021-25 ihoHa�ilofswehv.nCaiifuni� Capital Improvement Program Ana Country TABLE OF CONTENTS (continued) CIRCULATION PROJECTS (continued) Motor Car Parkway Improvements................................................................................................................78 Murrieta Creek Bridge at Overland Drive.............................................................................................79 Nicolas Road Extension & Improvements.............................................................................................80 Overhead Street Name Sign Replacement Program - Citywide...........................................................81 Overland Drive Extension Commerce Center...............................................................................................82 OverlandDrive Widening................................................................................................................................83 Pavement Rehabilitation Program - Citywide.......................................................................................84 Pechanga Parkway Widening .................................................... Roundabout Improvements on Ynez Road .................................. Traffic Signal Equipment Enhancement Program — Citywide ... Traffic Signal Installation — Citywide ......................................... Traffic Signal — Park & Ride Access Improvements ................... Traffic Signal System Upgrade .................................................. Ynez Road Improvements......................................................... INFRASTRUCTURE / OTHER PROJECTS ....91 ....92 ....93 Infrastructure Projects Location Map.............................................................................................................97 ADA Compliance for Pavement Rehab Program —West Side Business Park Area...................................98 Americans with Disabilities Act (ADA) Transition Plan Implementation..............................................99 Bike Lane and Trail Program — Citywide.............................................................................................100 Bike Lane and Trail Program — Mini Pump Track................................................................................102 Bike Lane and Trail Program —Temecula Creek South Side Trail.......................................................103 Bike Lane Trail Program — Pump Track........................................................................................................104 City Facilities Rehabilitation................................................................................................................105 CityFacility Security.......................................................................................................................................106 Citywide Drainage Master Plan...........................................................................................................107 Citywide Financial System Upgrade....................................................................................................108 6 1 i ho Haas r of Souehorn California Wna Coantry City of Temecula Fiscal Years 2021-25 Capital Improvement Program TABLE OF CONTENTS (continued) INFRASTRUCTURE PROJECTS (continued) Citywide Streetlight Acquisition & Light Emitting Diode (LED) Retrofit .......... Citywide Surveillance Cameras........................................................................ Community Recreation Center (CRC) Renovations .......................................... Comprehensive General Plan Update.............................................................. Electric Vehicles Charging Station.................................................................... Expanded Recycled Water Plant Conversion Project ....................................... Fiber Optic Communication System Upgrade .................................................. Fire Station 73 Gym/Garage............................................................................. Fire Station 84 Renovation............................................................................... History Museum Renovation............................................................................ Interstate 15 / State Route 79 South Interchange Enhanced Landscaping..... ...................................10 9 ...................................110 ...................................111 ...................................112 ..................................113 ...................................114 ...................................115 116 117 118 119 Margarita Recreation Center..............................................................................................................120 Mary Phillips Senior Center Enhancement and Renovation......................................................................121 Medians & Traffic Calming Improvements — Citywide.......................................................................122 Murrieta Creek Improvements...........................................................................................................123 OldTown Parking Structure................................................................................................................124 Old Town Surveillance & Sound System......................................................................................................125 Pechanga Parkway Environmental Mitigation....................................................................................126 Pedestrian Signal Equipment Upgrade — Citywide.............................................................................127 PublicSafety Monument....................................................................................................................128 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension.................................................................129 Santa Gertrudis Creek Phase II — Margarita Under-Crossing..............................................................130 Sidewalks— Citywide...........................................................................................................................131 Sidewalks— DLR Drive.........................................................................................................................132 Sidewalks — Old Town Boardwalk Enhancement................................................................................133 Sidewalks —Old Town Improvements..........................................................................................................134 Temecula Elementary School (TES) Pool Renovation.........................................................................135 TemeculaPark & Ride.....................................................................................................................................136 UrbanForest Management Plan...................................................................................................................137 Utility Undergrounding— Citywide...............................................................................................................138 VA 1 City of Temecula !� Fiscal Years 2021-25 ihoHa�ilofswehv.nCaiifuni� Capital Improvement Program Ana Country TABLE OF CONTENTS (continued) PARKS and RECREATION PROJECTS Parks and Recreation Projects Location Map.....................................................................................140 Children's Museum Enhancement Project.........................................................................................141 Community Recreation Center (CRC) Pool Site Enhancement.................................................................143 Community Recreation Center Splash Pad & Shade Structures..............................................................144 Community Services Master Plan.......................................................................................................145 Eagle Soar Splash Pad Control System Renovation............................................................................146 Flood Control Channel Reconstruction & Repair................................................................................147 LibraryParking — Phase 11...............................................................................................................................148 Park Restrooms Renovations, Expansion, and Americans with Disabilities Act Improvements ........149 Parks Improvement Program..............................................................................................................151 Playground Equipment Enhancement & Safety Surfacing..................................................................152 Ronald H. Roberts Temecula Public Library Enhancement and Renovation......................................154 Ronald Reagan Sports Park Channel Silt Removal......................................................................................155 Ronald Reagan Sports Park Restroom Expansion & Renovation........................................................156 Sam Hicks Monument Park Perimeter Fencing..........................................................................................157 Sports Court Resurfacing....................................................................................................................158 Sports Field Lighting Light Emitting Diode (LED) Conversion..............................................................159 SARDA / HOUSING PROJECTS SARDA/Housing Projects Location Map..............................................................................................162 AffordableHousing.............................................................................................................................163 Vine Creek Affordable Housing Project.......................................................................................................164 FUTURE YEARS PROJECTS.......................................................................................................165 nnnrwinw Glossary of Terms .............. ........167 8 City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRANSMITTAL MESSAGE Honorable Mayor and Members of the City Council: It is with great pleasure that I submit the City of Temecula's Capital Improvement Program (CIP) Budget for Fiscal Years 2020-21 through 2024-25. This document is the result of several internal CIP review meetings, which incorporates previous City Council direction, and analyzes each project for feasibility, necessity, funding sources, and timing. All departments were involved in the process and contributed significantly to the discussions, resulting in a comprehensive proposed Five -Year Capital Improvement Program. All projects presented in this five-year budget have been carefully programmed to ensure the community's capital improvement needs are met both now and in the future. CITY OF TEMECULA PROFILE AND DEMOGRAPHICS The City of Temecula is a dynamic, fast growing community, which extends across 30 square miles of gently rolling hills and comprises approximately 111,970 residents of various cultural backgrounds. The City maintains approximately 90% of the 345 total miles of streets within its boundaries. Additionally, the City has 41 parks on 330 developed acres, providing extensive recreational opportunities for both Temecula citizens and surrounding communities. The Temecula Valley Unified School District provides 32 schools for 27,979 students in Kindergarten through 121" grade. The City of Temecula focuses on community needs and quality of life through its day-to-day operations and by meeting the City's capital improvement needs. Temecula's residents enjoy one of the finest lifestyles Southern California has to offer. Environmental and residential factors produce a beautiful setting that attracts young, well-educated families to fashionable homes that are 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 qualitative standpoint, providing Temecula 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. 01 ll� A City of Temecula Fiscal Years 2021-25 Capital Improvement Program LOCAL ECONOMY AND LEGISLATIVE IMPACTS On March 19, 2020, the California State Governor issued Executive Order N-33-20, requiring a statewide Shelter -In -Place order as a result of the rapidly spreading COVID-19 coronavirus. Subsequent to this order, the Governor authorized small business taxpayers to take advantage of a payment plan for sales tax payments, up to $50,000, applicable to sales and use tax liabilities. The combination of these two orders has significantly impacted several City revenue sources, as businesses have shut down, hotels have closed and tax -payers are required to stay at home. The impacts of this global pandemic are still in the early stages, and will have far-reaching economic impacts as time goes on. Finance Office has consolidated information received from local business partners, consultants, State and Federal agencies and estimated the impact to our local revenues. The estimated impact to City revenues are as follows: While not all of these sources fund Capital Projects, Measure S is utilized to fund Public Safety and the Temecula Community Services District (TCSD), leaving less available funding for Capital Projects. Many CIP projects are either being deferred or reduced to fit within the available funding levels. Staff will continuously monitor revenue sources throughout the year and will revisit the availability of funding for CIP projects with Council in the October timeframe. COVID-19 Impact to City Revenue Sources FY19-20 FY20-21 Sales Tax (6,612,629) (5,686,237 Measure S Tax (5,279,316) (346,571 Transient Occupancy Tax (816,822) (570,441 Gas Tax (343,516) (521,79E RMRA Revenue (137,869) (322,472 Property Tax (278,528) (656,098 TCSD Program Revenue (824,330) - Other General Fund Revenue (108.625) (248.256 FISCAL YEARS 2021-25 CIP HIGHLIGHTS The CIP includes a total of $623,476,187 in identified Capital Projects, with available funding totaling $514,075,560. There is $109,400,627 in "Unspecified" project funding, indicating that a revenue source has not yet been secured for these projects, which have been identified as necessary infrastructure for the City, and will require that funding sources be identified before the project construction can commence. Number of Type of Total Cost to Projects Project Complete 25 Circulation $506,852,861 40 Infrastructure/Other 74,490,211 16 Parks and Recreation 25,951,175 2 SARDA/Housing 16,181,940 83 5623,476,187 10 City of Temecula Fiscal Years 2021-25 Capital Improvement Program A total of 6 new projects have been added to the CIP including the following: • Overland Drive Widening (Circulation) $2,509,400 • ADA Compliance for Pavement Rehab Program (Infrastructure) $456,000 • Bike Lane & Trail Program — Mini Pump Track (Infrastructure) $95,000 • Mary Phillips Senior Center Renovation (Infrastructure) $430,000 • Sam Hicks Monument Park Perimeter Fencing (Parks/Rec) $201,000 • Vine Creek Affordable Housing Project (SARDA) $2,710,000 Of particular note, the $137.4 million French Valley Parkway/1-15 Improvements -Phase II project is now fully funded, with the receipt of the $50 million Federal INFRA grant in 2019. This project includes the design and construction of the two lane northbound road system to alleviate the traffic on northbound Interstate 15 at the Interstate 215 junction. CIP BUDGET INFORMATION PROVIDED Information included in this document is as follows: • Description of Levels provides the guidelines used in prioritizing projects. • Parameter for CIP Budget Cost Estimates provides standard estimating criteria for project costs. • Description of Revenue Sources provides a general description of sources of revenue for the CIP. • Projected Revenue Summary provides five-year projections for each of the major sources of funds to be utilized for capital improvements. • CIP Summary by Project provides summary information of the Capital Improvement projects by the type of project. • CIP Summary by Funding Source provides summary information on the utilization and availability of each category of revenue source. • CIP Expenditure Summary provides the total project cost for each fiscal year. • Summary of Operating Impacts provides the incremental operating and maintenance costs generated upon the completion of certain capital projects. These costs are aggregated into the General Fund Five -Year Financial Forecast in the Annual Operating Budget. • Project Budget Sheets provides the Project Description, Benefit, Core Value, Project Status, Department, Level, Project Cost by activity type, Source of Funds, and Future Operation & Maintenance Costs. Project Budget Sheets are categorized by Type of Project, then alphabetically by Project title. is City of Temecula Fiscal Years 2021-25 Capital Improvement Program • Project Location Maps are provided in the beginning of each Project Type section, indicating the location of each major capital improvement project. • Future Years Projects includes Capital Project needs that exceed the five-year period in each of the major groupings (Circulation, Infrastructure, Parks and Recreation, SARDA/Affordable Housing). ECONOMIC DEVELOPMENT Temecula has experienced solid economic growth over the past year with steady expansion of several major circulation, infrastructure, and parks and recreation projects. The City continues its efforts to grow and sustain the economy of Temecula through business attraction, retention, workforce development, higher education, and tourism. The City partners with the Temecula Valley Chamber of Commerce, Temecula Valley Convention and Visitors Bureau (Visit Temecula Valley), Small Business Development Center, Riverside County Economic Development Agency, Riverside County Workforce Development Agency, and the Economic Development Coalition of Southwest California. These alliances leverage the assets and resources necessary to reinforce our market. The City's economic development policy centers on providing a broad range of infrastructure improvements to encourage both tourism and business investment in the City of Temecula. Some of the more favorable attributes of Temecula includes a business friendly atmosphere, a high standard of living and high quality of life, a well-educated workforce, competitive housing prices, access to the major ports of Southern California, convenient freeway access, and centralized location between Los Angeles, San Diego, and Orange counties. By providing a commercial and residential core that is attractive, of high quality, and possesses adequate infrastructure to support the residential, business and tourist population, Temecula has quickly become a destination location for a broad spectrum of the population. Measure S, approved by the voters in November 2016 (one -cent Transactions and Use Tax for the City), has provided a significant source of funding to accomplish a vast number of capital improvement projects. 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; improvement freeway interchanges/reduce traffic and provide for other general services. CAPITAL BUDGET POLICY The purpose of the CIP Budget document is to serve as a planning tool, which coordinates the financing and scheduling of major projects undertaken by the City. The CIP Budget document has been prepared in accordance with generally accepted accounting principles. This document is dynamic and, consequently, must be revised annually to address changing needs, priorities, and financial conditions. The capital improvements presented in this document are the City's major projects, which exceed $30,000 in cost, have long-term life spans, and are generally non- recurring. Each project cost is identified based on current year estimates, and future projected costs appropriations are increased by a 2% inflationary index. Future operating and maintenance costs are estimated based on the life of the project to maintain the project life `V: ll� A The Heart a Southern Cali [of n,•� City of Temecula Fiscal Years 2021-25 Capital Improvement Program with a 2% yearly inflator and are included in the City of Temecula's annual operating budget. 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. The City's goal in providing a CIP Budget is to develop a multi -year plan for capital improvements, 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, historic preservation, and safety. PLAN DEVELOPMENT 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, 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, I businesses, local institutions and regional partners in an inclusive process. The QLMP provides the framework for a the City's Strategic Budgeting activities. The City Council has set priorities and guided staff in developing six Core Values upon which to focus time and resources (as identified in the QLMP). These areas include: 1. Healthy and Livable City 2. Economic Prosperity 3. A Safe and Prepared Community 4. A Sustainable City 5. Transportation Mobility and Connectivity 6. Accountable and Responsive City Government All projects presented in the CIP are carefully programmed in concurrence with the City's Quality of Life Master Plan to ensure the community's capital improvement needs are met both now and in the future. The project sheets reference the specific Core Value(s) each project satisfies. The framework for the CIP is further defined in the City's CIP fiscal policy to provide a structure within which fiscal decisions can be made and to optimize all available resources toward the accomplishment of the City's Core Values as defined in the QLMP. This CIP budget document was developed by incorporating input from key management team members based on community comments and feedback received throughout the year. Through several internal CIP review meetings, the team then identified and evaluated community needs in the areas of roads/streets, bridges, public buildings, and parks and 13 City of Temecula Fiscal Years 2021-25 Capital Improvement Program recreation facilities. Each proposed project was reviewed and discussed to ensure funding, timing, and necessity. All projects are evaluated by the City's Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan, while considering the City's long-term vision as developed by the City Council. The proposed Circulation, Infrastructure, and Parks and Recreation projects are reviewed by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission. 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-SARDA) have been assigned in accordance with the priority guidelines as shown on the Description of Priorities page herein. Additionally, since many projects in the CIP are conceptual in nature, the general outline for cost estimates provided in last year's CIP document were revised and utilized as shown on the Parameters for CIP Budget Cost page herein. CONCLUSION The revenue estimates, although conservative, are strictly estimates. The actual amount of funds available for construction will vary based upon the state of the economy. The City's major revenue sources are primarily received from various County programs, State grant programs, and Special Districts. The City Council will be updated throughout the year on the status of projects and corresponding revenue sources. The Fiscal Years 2021-25 Capital Improvement Program is a result of a total team effort of both City staff and City Council. These projects are intended to enhance the safety and quality of life for all citizens in the City of Temecula. I would like to thank staff and the City Council for all of the contributions that were made in developing the capital budget that will serve as the footprint for Temecula's future. Sincerely, A".,— 0�tL___ Aaron Adams City Manager 14 City of Temecula Fiscal Years 2021-25 Capital Improvement Program RESOLUTION OF THE CITY COUNCIL (Place Holder) 15 70 "\or' GI 5. Ott of,:"( rf vol I A Ak City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITY ORGANIZATIONAL CHART City Attorney City Clerk Finance Public Works Human Resources Economic Development Citizens of Temecula City Council City Manager Commissions Community Development Information Technology/Support Services Community Services Police / Fire [Contract] Emergency Management 17 Ak Tho Hwrt oT SauEh«n GIIf«nip Wina Caunsry City of Temecula Fiscal Years 2021-25 Capital Improvement Program DESCRIPTION OF LEVEL RANKING AND FUTURE YEARS PROJECTS 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. 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. 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. FUTUREYEARS 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. 18 City of Temecula Fiscal years 2021-25 Capital Improvement Program PARAMETERS FOR CIP BUDGET COST ESTIMATES ADMINISTRATION COSTS AS A PERCENTAGE OF ESTIMATED TOTAL PROJECT COSTS Estimated Total Proiect Costs Over $10 Million $5 Million to $10 Million $1 Million to $5 Million $500,000 to $1 Million $100,000 to $500,000 Less than $100,000 Administration Costs Percentage 7% 10% 15% 20% 25% 30% DESIGN COSTS AS A PERCENTAGE OF TOTAL CONSTRUCTION COSTS Estimated Total Construction Costs Over $10 Million $5 Million to $10 Million $1 Million to $5 Million $500,000 to $1 Million $100,000 to $500,000 Less than $100,000 Design Costs Percentage 7% 10% 15% 18% 20% 25% ACQUISITION COSTS (vacant, per square foot) Property Zoning Industrial Property Commercial/Retail/Office Commercial — Old Town Rural/Residential Flood Plain Multi -Family Residential Single Family Residential Estimated Cost (vacant, per sq. ft.) $12.00 $20.00 $50.00 $0.50 - $2.00 $0.57 $5.00 $3.00 CONSTRUCTION COSTS Building Type Assembly Use Building (per sq. ft.) Office (per sq. ft.) Multi -Family Housing (per sq. ft.) Community Parks (peracre) Neighborhood Parks (peracre) Estimated Cost $300 $300 $175 $340,000 $250,000 Parameters for the CIP cost estimates are adjusted annually to reflect current economic conditions and cost of living increases. Future projected cost appropriations are increased by 2% inflationary index. Future operating and maintenance costs are estimated based on the life of the project to maintain the project life with a 2% yearly inflator, where applicable, and are included in the City of Temecula annual operating budget. 19 City of Temecula Fiscal Years 2021-25 Capital Improvement Program DESCRIPTION OF REVENUE SOURCES Assembly Bill 2766 (AB 2766) State funds that are available to implement programs and projects that reduce air pollution from motor vehicles. Capital 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.0 §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 20 City of Temecula Fiscal Years 2021-25 Capital Improvement Program 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 issues facing our nation's highways and bridges. Local Early Action Planning (LEAP) Grant This grant program is provided by the California Department of Housing and Community Development (HCD). LEAP provides one-time grant funding to cities and counties to update their planning documents and implement process improvements that will facilitate the acceleration of housing production and help local governments prepare for their 6th cycle Regional Housing Needs Allocation (RHNA). Measure A (Local Streets and Roads) Riverside County's half -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 community (provided, however, that not more than five percent of the fund's annual budget shall be used for this purpose). Annual Operating Budget 21 City of Temecula Fiscal Years 2021-25 Capital Improvement Program DESCRIPTION OF REVENUE SOURCES (continued) Quimby The City's park -in -lieu or park development fee is assessed under provisions of the Subdivision Map Act which allows the City to require the dedication of land or the payment of a fee in lieu of land to be used for the purchase (or development) of park property. Reimbursements/Other Funding made available from other agencies or sources on a reimbursement, donation, and contribution basis. The actual agreement states the conditions of monies specific to a particular project. Safe, Accountable, Flexible, Efficient, Transportation Equity Act - Legacy for Users (SAFETEA—LU) Signed into law on August 10, 2005, and provides for highways, highway safety, and public transportation to improve safety, reduce traffic congestion, and other activities related to solving transportation problems. This new program takes off where STP, TEA-21, and ISTEA left off. Senate Bill 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 % 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. Annual Operating Budget 22 City of Temecula Fiscal Years 2021-25 Capital Improvement Program DESCRIPTION OF REVENUE SOURCES (continued) 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) State Highway System's program that funds repair and preservations, emergency repairs, safety 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. 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 23 4 �• •-• ... City of Temecula Fiscal Years 2021-25 Capital Ca Improvement Program P P 9 Capital Improvement Protect List (Sorted by Account Number) Account Number PW Number Project Title Project Type 210.265.516 PW11-01 PECHANGA PARKWAY ENVIRONMENTAL MITIGATION Infrastructure 210.265.518 PW19-10 PEDESTRIAN SIGNAL EQUIPMENT UPGRADE - CITYWIDE Infrastructure 210.265.521 PW17-25 DIAZ ROAD EXPANSION Circulation 210.265.522 PW17-08 EMERGENCY VEHICLE PRE-EMPTION UPGRADE PROGRAM - CITYWIDE Circulation 210.265.524 PW19-15 CHERRY STREET EXTENSION & MURRIETA CREEK LOW -FLOW CROSSING Circulation 210.265.526 PW19-21 CITYWIDE BUFFERED BIKE LANE STRIPING Circulation 210.265.530 PW15-14 PECHANGA PARKWAY WIDENING Circulation 210.265.535 PW17-17 YNEZ ROAD IMPROVEMENTS Circulation 210.265.550 PW18-05 FIBER OPTIC COMMUNICATION SYSTEM UPGRADE Infrastructure 210.265.602 PW16-06 OVERLAND DRIVE EXTENSION COMMERCE CENTER Circulation 210.265.603 PW20-01 OVERHEAD STREET NAME SIGN REPLACEMENT PROGRAM - CITYWIDE Circulation 210.265.604 NICOLAS ROAD EXTENSION & IMPROVEMENTS Circulation 210.265.605 PW18-11 TRAFFIC SIGNAL- PARK & RIDE ACCESS IMPROVMENTS Circulation 210.265.609 PW19-02 1-15 CONGESTION RELIEF Circulation 210.265.610 PW19-09 TRAFFIC SIGNAL -SYSTEM UPGRADE Circulation AMERICAN WITH DISABILITIES ACT (ADA) TRANSITION PLAN 210.265.612 IMPLEMENTATION Infrastructure 210.265.613 PW18-06 ROUNDABOUT IMPROVEMENTS ON YNEZ ROAD Circulation 210.265.620 MOTOR CAR PARKWAY IMPROVEMENTS Circulation 210.265.622 MEDIANS & PARKWAYS - CITYWIDE Circulation 210.265.648 PW16-05 MURRIETA CREEK BRIDGE AT OVERLAND Circulation 210.265.655 PAVEMENT REHABILITATION PROGRAM - CITYWIDE Circulation 210.265.662 PW04-08 1-15/STATE ROUTE 79 SOUTH ULTIMATE INTERCHANGE Circulation 210.265.670 FLASHING BEACONS & SPEED ADVISORY SIGNS Circulation 210.265.680 TRAFFIC SIGNAL - EQUIPMENT ENHANCEMENT PROGRAM - CITYWIDE Circulation 210.265.682 TRAFFIC SIGNAL - INSTALLATION - CITYWIDE Circulation 210.265.683 PW18-15 ELECTRIC VEHICLES CHARGING STATION Infrastructure 210.265.687 PW19-14 FIRE STATION 84 RENOVATION Infrastructure CITYWIDE STREETLIGHT ACQUISITION & LIGHT EMITTING DIODE (LED) 210.265.688 PW17-18 RETROFIT Infrastructure 210.265.689 PW17-29 EXPANDED RECYCLED WATER PLANT CONVERSION PROJECT Infrastructure 210.265.690 PW17-19 1-15/STATE ROUTE 79 SOUTH INTERCHANGE ENHANCED LANDSCAPING Infrastructure 210.265.692 PW17-21 MARGARITA RECREATION CENTER Infrastructure 210.265.694 PW17-15 OLD TOWN PARKING STRUCTURE Infrastructure 210.265.696 PW17-16 SIDEWALKS - OLD TOWN BOARDWALK ENHANCEMENT Infrastructure 210.265.697 PW19-13 FIRE STATION 73 GYM/GARAGE Infrastructure 210.265.701 CITY FACILITIES REHABILITATION Infrastructure 210.265.703 BIKE LANE AND TRAIL PROGRAM - CITYWIDE Infrastructure 210.265.704 MEDIANS & TRAFFIC CALMING IMPROVEMENTS - CITYWIDE Infrastructure 210.265.708 SIDEWALKS - CITYWIDE Infrastructure 210.265.711 PW17-01 CITYWIDE SURVEILLANCE CAMERAS Infrastructure 210.265.718 PW18-04 BIKE LANE TRAIL PROGRAM - PUMP TRACK Infrastructure 210.265.720 PW19-11 BIKE LANE AND TRAIL PROGRAM -TEMECULA CREEK SOUTH SIDE TRAIL Infrastructure 210.265.721 PW19-18 SIDEWALKS - DLR DRIVE Infrastructure 210.265.722 PW19-16 CITYWIDE DRAINAGE MASTER PLAN Infrastructure 210.265.723 PW15-11 BUTTERFIELD STAGE ROAD EXTENSION Circulation 24 4 �• •-• ... City of Temecula Fiscal Years 2021-25 Capital Ca Improvement Program P P 9 Capital Improvement Protect List (Sorted by Account Number) Account Number PW Number Project Title Project Type 210.265.724 CITYWIDE FINANCIAL SYSTEM UPGRADE Infrastructure 210.265.726 PW16-01 FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE II Circulation 210.265.728 PW19-03 FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE III Circulation 210.265.730 PW19-07 COMMUNITY RECREATION CENTER (CRC) RENOVATIONS Infrastructure 210.265.732 PW19-04 SANTA GERTRUDIS CREEK PHASE 11 - MARGARITA UNDER -CROSSING Infrastructure 210.265.735 PW15-07 MURRIETA CREEK IMPROVEMENTS Infrastructure 210.265.739 PW08-04 SANTA GERTRUDIS CREEK PEDESTRIAN/BICYCLE TRAIL EXTENSION Infrastructure 210.265.747 PW06-09 TEMECULA PARK & RIDE Infrastructure 210.265.766 PW17-04 SIDEWALKS -OLD TOWN IMPROVEMENTS Infrastructure 210.265.776 UTILITY UNDERGROUNDING - CITYWIDE Infrastructure 210.265.777 COMPREHENSIVE GENERAL PLAN UPDATE Infrastructure 210.265.778 PUBLIC SAFETY MONUMENT Infrastructure 210.265.779 CITY FACILITY SECURITY Infrastructure 210.265.780 OLD TOWN SURVEILLANCE & SOUND SYSTEM Infrastructure 210.265.781 BIKE LANE AND TRAIL PROGRAM - MINI PUMP TRACK Infrastructure 210.265.782 MARY PHILLIPS SENIOR CENTER ENHANCEMENT AND RENOVATION Infrastructure 210.265.783 OVERLAND DRIVE WIDENING Circulation ADA COMPLIANCE FOR PAVEMENT REHAB PROGRAM - WEST SIDE BUSINESS 210.265.784 PARK AREA Infrastructure 210.290.113 SPORTS FIELD LIGHTING - LIGHT EMITTING DIODE (LED) CONVERSION Parks/Recreation 210.290.114 PW18-03 RONALD REAGAN SPORTS PARK RESTROOM EXPANSION & RENOVATION Parks/Recreation 210.290.116 PW18-02 COMMUNITY RECREATION CENTER (CRC) POOL SITE ENHANCEMENT Parks/Recreation 210.290.117 COMMUNITY SERVICES MASTER PLAN Parks/Recreation 210.290.120 PLAYGROUND EQUIPMENT ENHANCEMENT & SAFETY SURFACING Parks/Recreation 210.290.125 PW19-05 CHILDREN'S MUSEUM ENHANCEMENT PROJECT Parks/Recreation 210.290.127 PW11-10 FLOOD CONTROL CHANNEL RECONSTRUCTION & REPAIR Parks/Recreation 210.290.130 PARKS IMPROVEMENT PROGRAM Parks/Recreation 210.290.141 SPORTS COURT RESURFACING Parks/Recreation 210.290.143 TEMECULA ELEMENTARY SCHOOL (TES) POOL RENOVATION Infrastructure 210.290.145 EAGLE SOAR SPLASH PAD CONTROL SYSTEM RENOVATION Parks/Recreation RONALD H. ROBERTS TEMECULA PUBLIC LIBRARY ENHANCEMENT & 210.290.146 RENOVATION Parks/Recreation 210.290.153 PW13-09 LIBRARY PARKING - PHASE 11 Parks/Recreation PARK RESTROOMS RENOVATIONS, EXPANSION AND AMERICANS WITH 210.290.155 PW17-06 DISABILITIES ACT (ADA) IMPROVEMENTS Parks/Recreation 210.290.187 PW05-13 RONALD REAGAN SPORTS PARK CHANNEL SILT REMOVAL Parks/Recreation 210.290.203 HISTORY MUSEUM RENOVATION Infrastructure 210.290.204 URBAN FOREST MANAGEMENT PLAN Infrastructure 210.290.205 COMMUNITY RECREATION CENTER SPLASH PAD & SHADE STRUCTURES Parks/Recreation 210.290.220 SAM HICKS MONUMENT PARK PERIMETER FENCING Parks/Recreation 380.800.815 AFFORDABLE HOUSING SARDA 380.800.820 VINE CREEK AFFORDABLE HOUSING PROJECT SARDA 25 Dui F m Ln E u N i N O O a N a ~ i r r } V � � L LL Q� E 7 r La V m O LO O r-I LO O O LO v OO 0 r-I r-I r- o0 r-I O LO O LO O O O m m N v r-I m O m 00 O LO O LO 00 O O LO m ri W N LO O 00 Ln Ln m O Ln m 06 Ln O rr n Ln N 06 ri Ln m O Rt O m 0 w N m LO Ln O O m m 00 M y N Rt O N O LO O I- Ln O Ln r-I O m 0 ni ri ri r i r i a r1ii LLn Li L N u � u N. 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O1 N In H i.+ a s: �n 0 r•i 0 14 tD 14 c Z5 H X O 0 u1 O — o N 1-1 i � flf � � 3 s � � s v F i C- 01 O O 1- a U t.0 coo 0 u i a0 v 0 cu C c c C 'N N Q> u Q N N N N 0 v y ++ aC U U U = CL > cu Q G _y ; ; N i i O 0 J J J • i m fA N 01 > U U U O Q (V,i 'p •U L L L L Q OC CC V31 OC � to to to I 0 0 Lr) u1 O 1l N LIS Il 00 0) r14 r- � � ri 00 00 0 0 00 am o 00 00 M M 00 N N N N 001 00 0 0 c N m IX 00 I- OC LO �D � v LW LL L 0 rn N A-3,11 ("("-4nop p City of Temecula the 14.1 u1 swh—G6fa" Fiscal Years 2021-25 Kn6c°""°'' Capital Improvement Program CIP MAJOR REVENUE SOURCES CIP Fundine Sources Other, $48,926,872, 9% . TUMF, $96,233,260,19% Development Impact Fees, $31,042,766, 6% Special Districts, $55,303,587,11% SARDA, $16,931,940, 3% General Fund, $23,095,661, 4% Measure S, $55,609,806,11% RM RA, $14,030,696, 3% PROJECTED REVENUES: Measure A, $26,788,847, 5% State/Local Grants, $2,660,816,1% Federal Grants, $143,451,309, 28% $5143075,560 30 LL n R G a V H a o-;t o o -i m o m l0 V lD O V m o o o.;T.4r m m I- O o u1 o m m o Ln N m o o w w O u) O O O V N to M Ln w O M w O m O h I, c) O m w o m M O m Ih V O c) c-1 a O 00 O O N u) V 00 111 I, M O 4 I, O M V N lO n 111 u) w m w M 10 V V O m rl 1-1 O O rl O E O Ln r- a r- N c-1 c-1 u1 Ln O o0 O a O M 6 c-1 V 1p V n n c-1 c-I tO to V l0 N c-1 M V1 O O l V O 111 c-I 00 00 111 In .--I Ol W In aT N V cn O O O Ol .--I lD 111 N M 00 .--I I� Vl m rl m w -4 1-1 m N n u I- to M c-I Lr c-I c-I O lO n Lr N lO llcc-I I- Lr O N I- V llcN In V Oo N1 't tc-1 In m N I, M c-I N V Ol O Il M Ln c-1 N V M N c-4 .--1 W e-I c-4 N 1-1 c-4 ci O ZT N c-I N lO c-I r M r y C 0 to co M O-tt l0 O in I, w M w O I, O M co w M-tt O lO c-1 O O H O In tO to O O w p O M O O .--I O 00 V O N LnM N w O m O V O O w w I, O w w O o m O m w w O O -4 F O C O Ol O O Lr O N N O I, ":t 00 c-I I, O 00 V ll O O n 1p ": Ol I� 00 lD M r" O Lr I� l0 O O I� 1 LL OV l0 N 00 00 M Ln 01 Il N c) M M M 01 O c^-1 O O V1 rl V 00 Il lNOV R �/1 Il Ol 00 rl N O n N n I- V M -1 Ll M N fM lO n O CO r j lD -1 fM Ll 00 O CO O u) M u) Lll 00 in O N n (M M N Il O Il N Ln c-I 00 N Il Ln M N c-I lD lO V m V Ln N -4 V O ci ci Ln N QI O •O N a 00 O O O ' ' ' ' O ' ' ' ' O ' OO 'O O ' O 00 ' c o m In M On o I, V to O O O n M N O M ll lO 1n w V w O N M O N u) lzj N 111 M N M .--I N M e-I m � a N O 0 0 °r1° 0 °r1° lo0 0 O N I- LO O R m 0 M N lO e-I N N Il N V N n M O O 0 0 0 O O M 0 0 M O 00 O O n ' O O O ' ' O O O ' O ' O ' O 00 ' V O0 ' O CD O O ' 00 ' Qt lD w lD O In ' n N M Il u) I� rl V O Ln .-i M <D M 00 M N I, n am O Lr O N oO v LO 1, r M 00 Oo N 00 cn v lO 00 ti 00 V O N .--I N O � O O O O M O M O O %D 00 O O O O O N O O O O N ID O O ' O O ' O O ' G ' ' ' O lD ' O ' O In lD O ' O ' N rl O O N O V O O l0 M O O M N in 00 01 In O c-1 O cr N O O N V N M V N 00 Op M 1-1 M c-1 M N c-I pj O O O w O O O 01 O V O O O O O u7 O O O In O O O O O O w O w O to O O I� O .--I O I� O G lD ' O O ' n O ' ' V rl O N N Oi Ln V Ln cn l0 O u•) Il O N Ol 00 M V M al 111 OO 00 rl -4 a M u•) N in M Ol In V O Ol c-I M O M O 0o N n9 O c-I r-0 ei fM N ON Ln n N -4 Ln O O V w m w 0 1--1 m O m ' 00 O O c-1 in V o0 l/1 Il M O N at O M O o 1--1 -4 1--1 O m O ' lD to n v 00 to at o0 M u) 00 O V O V O 00 O c-1 O ' Il oN Ln rl rl O O 00 a�-I w w in V m V V O O O .--I -4 N -4 cM -1 fM V N 00 I� -1 I- w c�-I w w rl N w c�-I m n N n N M m Ln .--I r1 01 N -Itm c^-I r, c�-I N V m N rlu) M c-I c-I 00 c-1 M �--1 N c-I M N c-1 c -4 Ln N N In V 1rl O1 w O1 D1 o 1, lO ID c-I D1 V m oo c-I in w n lD n n M 00 O w N Ol w n lf) rl m O lf) 01 N O ' M V 00 M V O1 N 00 aT ' L ' (M M N N -1 O ' 00 � ' 00 M ' ' O1 111 ' ' ' zi 01 w n V N O In w N V u) Ln 00 N O O Ol lO m m M 00 m 01 N lD m N m lD 111 -4 C71 ci ci N w c-I llc V 00 w O u) 1--1 Ln F, n n l0 (mci ci 00 N O N lD N c-I .--i o0 0o rlM 1-1 v �i m N -tt N e-I � a) C c O - �0 m C a) O > a 2 � a C - N F O ? 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E E E 7, o >. c c c c E o o o c Q u Uo coy uo w LO 9 a 0 a a wo Lz wo cc Ln Ln n Y ¢ > z a vai CO (M l 7ho fkart u� soueA-3,11 �f«rw w�a cow, City of Temecula Fiscal Years 2021-25 Capital Improvement Program EXPENDITURE SUMMARY BY PROJECT TYPE Total Capital Project Expenditures Infrastructure, _ $74,490,209, 12% Parks & Recreation, $25,951,174, 4% Circulation, SARaA, $506,852,861, $16,181,940, 81% �°� -- - 3% PROJECTED EXPENDITURES: $623,476J 84 34 m Ln E V N i O N � E N OL � L G a a E U U O L LL C io r 0. R u w u L O N tw LL m O O N Ln O O m L() Ln O O O o o lzt 0 0 00 00 r-I O o O O N 00 Il O l0 m o0 O O 41 00 N L!) Ln Ln H LD Ln � U) N +' n rrj 0 0 dO N N r-I N l0 l0 O Q) 00 O rr-I rr-I r-I 00 rf m m L!) Ln a) N N N N 0) 4. 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Citywide............................................................81 Overland Drive Extension Commerce Center...............................................................................................82 OverlandDrive Widening................................................................................................................................83 Pavement Rehabilitation Program - Citywide.......................................................................................84 PechangaParkway Widening................................................................................................................86 Roundabout Improvements on Ynez Road...................................................................................................87 Traffic Signal Equipment Enhancement Program — Citywide...............................................................88 Traffic Signal Installation — Citywide.....................................................................................................89 Traffic Signal — Park & Ride Access Improvements...............................................................................91 TrafficSignal System Upgrade..............................................................................................................92 YnezRoad Improvements.....................................................................................................................93 63 Aft AM City of Temecula Fiscal Years 2021-25 Capital Improvement Program The Heart of Southern California Wine Country N`CO1As RD 0 tE J .(i © �O pND DR 0� S O0%,ANA Wy C R D � P m �9� O MA R0 ?O e- RD O �D Gp61FORt41A 6 Q�� O O O VIsTp 4 �gPA+ Z O 0 R �8 ~�l �O 0 R P BARD 7C j QPV NtwcD 0< 5 p a k 0 :1 m 99 0 O Z ZF kA . m S • RSOLp00 Of- Q0 PKWy R A N SEME0DUp JP`� A �C 6 9�c9 RD A PKY vv1�1y O�pWK v ®4 Circulation Projects Map Number Description 1 Motor Car Parkway Improvements 2 Butterfield Stage Road Extension 3 Cherry Street Extension and Murrieta Creek Low Flow Crossing 4 Diaz Road Expansion 5 French Valley Interchange Phase I I 6 French Valley Interchange Phase I I I 7 1-15 Congestion Relief 8 1 Interstate-15/State Route 79 South Ultimate Interchange 64 Map Number Description 9 Murrieta Creek Bridge at Overland Drive 10 Nicolas Road Extension and Improvements 11 Overland Drive Extension Commerce Center 12 Overland Drive Widening 13 Pechan a Parkway Widening 14 Roundabout Improvements on Ynez Road 15 Traffic Signal - Park and Ride Access Improvements 16 Ynez Road Improvements City of Temecula Fiscal Years 2021-25 Capital Improvement Program BUTTERFIELD STAGE ROAD EXTENSION Circulation Project Project Description: This project includes the complete design and construction of four lanes on Butterfield Stage Road (from Rancho California Road to Murrieta Hot Springs Road), four lanes on Murrieta Hot Springs Road (from Butterfield Stage Road to the City limits), and two lanes on Calle Chapos (from Butterfield Stage Road to Walcott Road), totaling approximately 3.2 miles of road. Benefit: This project improves traffic circulation by providing a crucial north and south arterial road on the eastern side of the City. Core Value: Transportation Mobility and Connectivity Project Status: Phase I and Phase II of this project (Murrieta Hot Springs Road to La Serena) have been completed. Phase III (La Serena to Rancho California Road) is scheduled to be completed during Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.723 / PW15-11 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 2,447,331 206,731 2,654,062 Construction 13,137,631 9,480,698 22,618,329 Construction Engineering 548,283 704,694 1,252,977 Design & Environmental 793,906 94,998 888,904 Land Acquisition 15,006,728 1,027,936 16,034,664 Utilities 203 797 1,000 Total Expenditures 31,934,082 11,515,854 43,449,936 Source of Funds: CFD 03-02 (Roripaugh Ranch) 30,440,100 10,664,641 41,104,741 Reimbursements 786,995 120,200 907,195 TU M F 1,438,000 1,438,000 Total Funding 32,665,095 10,784,841 43,449,936 Future Operating & Maintenance Costs: Total Operating Costs 65 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CHERRY STREET EXTENSION & MURRIETA CREEK LOW -FLOW CROSSING Circulation Project Project Description: This project includes the design and construction of the extension of Cherry Street from Adams Avenue to Diaz Road, including a new low -flow crossing of Murrieta Creek at the northerly City limits. This project also includes environmental studies and permits, Encroachment Permit from Riverside County Flood Control and potential for mitigation. Benefit: This project improves traffic circulation and access to from and to the northerly industrial area west of Murrieta Creek. Core Value: Transportation Mobility and Connectivity Project Status: Based on funding availability, the construction will begin after design is complete Department: Public Works - Account No. 210.265.999.524 / PW19-15 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 50,000 50,000 238,000 338,000 Construction 1,387,000 1,387,000 Construction Engineering 88,300 88,300 Design & Environmental 130,000 374,300 504,300 MSHCP 69,400 69,400 Total Expenditures 180,000 424,300 - 1,782,700 2,387,000 Source of Funds: Measure S Unspecified 180,000 424,300 1,782,700 604,300 1,782,700 Total Funding - 180,000 424,300 - 1,782,700 2,387,000 Future Operating & Maintenance Costs: Total Operating Costs 66 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITYWIDE BUFFERED BIKE LANE STRIPING Circulation Project Project Description: The Citywide Buffered Bike Lane striping project includes the installation of buffered bike lines and green thermoplastic bike legends along various streets and roads throughout the City. Benefit: This project will support the overall goals and objectives, as part of the City's Multi -Use Trails and Bikeways Master Plan, and expand the City's bicycle trail network. Core Value: Transportation Mobility and Connectivity Project Status: Project is estimated to be complete by Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.526 / PW19-21 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 35,000 35,000 Construction 154,000 154,000 Total Expenditures 189,000 189,000 Source of Funds: Assembly Bill 2766 Senate Bill 621 56,700 132,300 56,700 132,300 Total Funding - 189,000 189,000 Future Operating & Maintenance Costs: Total Operating Costs 67 City of Temecula Fiscal Years 2021-25 Capital Improvement Program DIAZ ROAD EXPANSION Circulation Project Project Description: Converts Diaz Road into a Major Arterial (4 Lanes Divided) classification, between Cherry Street and Rancho California Road. Improvements will be added to Diaz Road on its current alignment as shown in the Roadway Plan of the General Plan's Circulation Element. This project includes the design, environmental clearance, right of way acquisition, and construction necessary to complete the 2.2 mile segment. Benefit: This project improves traffic circulation by expanding an important north -south arterial on the west side of the City and completes a portion of the designated Western Bypass. Core Value: Transportation Mobility and Connectivity Project Status: This project design is estimated to be complete by Fiscal Year 2019-20, and construction will commence when funding is available. Department: Public Works - Account No. 210.265.999.521 / PW17-25 Level: III Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 7,563 155,950 208,000 371,513 Construction 2,589,077 2,589,077 Construction Engineering 385,000 385,000 Design & Environmental 1,749 1,064,174 1,065,923 MSHCP 155,000 155,000 Total Expenditures 9,3121 1,220,124 3,337,077 J 4,566,513 Source of Funds: DIF-Street Improvements 590 590 Measure S 82,923 80,000 3,337,077 3,500,000 TUMF (WRCOG) 1,065,923 1,065,923 Total Funding 83,513 1,145,923 3,337,077 4,566,513 Future Operating & Maintenance Costs: Total Operating Costs I I I Notes : 1. (1) TUMF Zone funding is pursuant to approval of the Public Works Committee to program PAED and ENG to Diaz Road (designated Western Bypass). After the approval of the WRCOG Executive Committee, an agreement between the City and WRCOG will need to be executed. After the PAED and ENG phases are complete, City will request that any unused funds be reprogrammed to the CON phase. 68 City of Temecula Fiscal Years 2021-25 Capital Improvement Program EMERGENCY VEHICLE PRE-EMPTION UPGRADE PROGRAM - CITYWIDE Circulation Project Project Description: This project includes the enhancement and upgrade of emergency vehicle pre-emption equipment at twenty (20) signalized intersections Citywide. The project includes upgrade of pre-emption optical detectors, wiring, and optical processor cards. The requested appropriation for Fiscal Year 2019-20 is for upgrading the gate on Kahwea Road to include pre-emption equipment to allow emergency vehicle access. Benefit: This project enhances traffic safety and supports the long-term maintenance and rehabilitation of City assets and infrastructure. Core Value: A Safe and Prepared Community Project Status: A priority list of project locations has been developed, and the project is anticipated to be completed in 2020. The Kahwea Road gate upgrade will be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.522 / PW17-08 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 12,000 12,000 Construction 143,545 143,545 Equipment 196,455 196,455 Total Expenditures 196,455 155,545 352,000 Source of Funds: DIF-Police Facilities I 196,4551 155,545 I 352,000 Total Funding 1 196,4551 155,545 352,000 Future Operating & Maintenance Costs: Total Operating Costs 69 City of Temecula Fiscal Years 2021-25 Capital Improvement Program FLASHING BEACONS & SPEED ADVISORY SIGNS Circulation Project Project Description: This project maintains the City's Neighborhood Traffic Calming Program, School Area Safety, and Arterial Traffic Calming by installing flashing beacons, rectangular rapid flashing beacons (RRFB) and speed advisory signs to advise motorists of the school zone, crosswalks and speed limits. This project includes solar powered panels, programmable timers, chargeable batteries, aluminum poles, and pull boxes. Benefit: This project improves traffic safety on roadways, neighborhoods, and school zones. Core Value: A Safe and Prepared Community Project Status: The installation of flashing beacons and LED speed limit display signs is ongoing. Department: Public Works - Account No. 210.265.999.670 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 3,000 1,000 1,000 5,000 Construction 127,864 41,420 30,000 30,000 229,284 Design & Environmental 1 13,000 1,000 1,000 5,000 Total Expenditures 127,8641 47,420 - 32,000 - 32,000 239,284 Source of Funds: DIF-Traffic Signals Measure S 81,284 62,000 32,000 32,000 32,000 81,284 158,000 Total Funding 143,284 32,000 - 32,000 - 32,000 - 239,284 Future Operating & Maintenance Costs: Total Operating Costs 70 City of Temecula Fiscal Years 2021-25 Capital Improvement Program FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE II Circulation Project Project Description: This project includes the design and construction of the two lane northbound collector/distributer road system beginning north of the Winchester Road Interchange on -ramps and ending just north of the 1-15/1-215 junction with connectors to 1-15 and 1-215. Benefit: This project will address and improve traffic circulation in the City's northern area by providing the northbound collector/distributer road system. Core Value: Transportation Mobility and Connectivity Project Status: The environmental re-evaluation and design are estimated to be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.726 / PW16-01 Level: I Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed Budget 2021-22 Projected 2022-23 2023-24 Projected Projected 2024-25 Projected Total Project Cost Administration 2,404,908 281,891 227,000 227,000 133,000 3,273,799 Construction 671,000 88,950,000 89,621,000 Construction Engineering 10,230,000 10,230,000 Design & Environmental 16,464,225 2,238,978 18,703,203 Land Acquisition 9,393,251 5,143,000 990,000 15,526,251 Utilities 1,993 1,993 Total Expenditures 1 28,264,377 8,334,869 100,397,000 227,000 133,000 137,356,246 Source of Funds: CFD 01-02 (Harveston) 1,005,840 1,005,840 DIF-Street Improvements 75,360 75,360 General Fund 4,236,174 4,236,174 INFRA Grant 50,000,000 50,000,000 Measure A 1,627,914 1,627,914 Measure S 454,000 1,971,845 1,865,640 227,000 133,000 4,651,485 Reimbursements 6,008,000 6,008,000 SAFETEA-LU 671,000 931,360 1,602,360 STIP-Surface Transportation 47,600,000 47,600,000 Improvement Program TUMF (CETAP/RCTC) 472,841 999,668 1,472,509 TUMF (RCTC) 2,343,000 2,343,000 TUMF (WRCOG) 1 11,450,112 5,283,492 1 16,733,604 Total Funding 1 27,673,241 8,926,005 100,397,000 227,000 133,000 137,356,246 INA City of Temecula Fiscal Years 2021-25 Capital Improvement Program FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE II Circulation Project 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: I Actuals I Adjusted Budget Projected Projected Projected Projected I Cost Future Operating & Maintenance Costs: Total Operating Costs Notes: 1. (1) General Fund Includes Required Contribution match for TUMF (CETAP/RCTC) funds. 2. (2) State Transportation Improvement Program-2014 RCTC Call for projects as approved by the Commission on November 13, 2013 ($10,000,000). 3. (3) TUMF (RCTC)- Regional funding is pursuant to RCTC Agreement No. 06-72-048-00 for a total of $7,517,000 ($5,517,000-ROW; $2,000,000- PS&E). $200,000 City Match, Phase I expended $3,174,000-ROW; $2,000,000 PS&E; $200,000 City Match. Phase II expended $2,343,000 ROW. 4. (4) TUMF (WRCOG) - TUMF Zone funding is pursuant to WRCOG Agreement No. 06-SW-TEM-1079 for a total of $11,575,000 reduced to $11,451,875 ($975,752-PA&ED; $8,801,875-PS&E; $1,674,248-ROW) for Phase I and Phase 11. 5. (5) TUMF (WRCOG) - TUMF Zone funding is pursuant to WRCOG Agreement No. 05-SW-TEM-1064 for $4,078,000 reduced to $4,043,000 ($108,724 PA&ED;3,934,296 PS&E) for Phase I and Phase 11. 6. (6) TUMF (WRCOG) - TUMF Zone Funding is pursuant to WRCOG Agreement No. 05-SW-TEM-1064 for $1,925,000-ROW. No expenditures for Phase I. 7. (7) TUMF (CETAP/RCTC) - Funding is pursuant to the RCTC Agreement No. 17-73-007-00 in the amount of $1,472,509 ($673,562 ROW; $798,947 DESIGN; $106,603 City Match). r`: City of Temecula Fiscal Years 2021-25 Capital Improvement Program FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE III Circulation Project Project Description: This project includes the design and construction of the French Valley Parkway Interchange and the southbound collector/distributor road system. Benefit: This project will address and improve traffic circulation in the City's northern area by providing a full service interchange with on and off ramps in both directions. Core Value: Transportation Mobility and Connectivity Project Status: Based on funding availability, the design will begin once construction is complete for Phase II of the project. Department: Public Works - Account No. 210.265.999.728 / PW19-03 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed Adjusted Budget 2021-22 2022-23 Projected Projected 2023-24 Projected 2024-25 Projected Total Project Cost Administration 2,464 97,536 227,000 227,000 874,000 1,428,000 Caltrans Oversight 17,250,000 17,250,000 Construction 102,500,000 102,500,000 Construction Engineering 2,050,000 2,050,000 Design & Environmental 8,500,000 8,500,000 Land Acquisition 30,000 50,000 8,890,0001 8,970,000 Total Expenditures 32,464 147,536 8,727,000 227,000 131,564,000 140,698,000 Source of Funds: General Fund 30,000 30,000 Measure S 150,000 150,000 TUMF (WRCOG) 8,727,000 227,000 44,348,980 53,302,980 Unspecified 87,215,020 87,215,020 Total Funding 180,000 8,727,000 227,000 131,564,000 140,698,000 Future Operating & Maintenance Costs: Total Operating Costs I I I Notes : 1. (1) TUMF (WRCOG) - TUMF Zone Funding is eligible for construction of Winchester Interchange pursuant to 2009 Nexus-$9,822,980.00 2. (2) TUMF (WRCOG) - TUMF Zone Funding is eligible for construction of French Valley Interchange pursuant to 2009 Nexus-$43,480,000.00 73 1-15 CONGESTION RELIEF Circulation Project Project Description: This project includes the design and construction of a single auxiliary lane, northbound Interstate 15 (1-15) connecting the Temecula Parkway on -ramp to the Rancho California Road off -ramp. Benefit: This project provides an operational improvement to relieve congestion on northbound 1-15. It represents one of several operational improvements identified by the Move 1-15 Regional Task Force to address congestion on 1-15. Core Value: Transportation Mobility and Connectivity Project Status: Project development is set to commence in Fiscal Year 2019- 20. Department: Public Works - Account No. 210.265.999.609 / PW19-02 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program *40M 104 THROUGH TEMECU L VALLEY Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed Adjusted Budget 2021-22 Projected 2022-23 2023-24 Projected Projected 2024-25 Projected Total Project Cost Administration 20,456 229,029 200,000 100,000 549,485 Construction 775,000 4,875,000 5,650,000 Construction Engineering 475,000 475,000 Design & Environmental 515 1,101,725 1,102,240 Total Expenditures 20,971 1,330,754 - 1,450,000 4,975,000 7,776,725 Source of Funds: General Fund 400,000 951,725 200,000 1,551,725 SHOPP 1,250,000 1,250,000 Unspecified 4,975,000 4,975,000 Total Funding 400,000 951,725 - 1,450,000 4,975,000 7,776,725 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) SHOPP - State Highway Operation and Protection Program and Minor Program 74 City of Temecula Fiscal Years 2021-25 Capital Improvement Program 1-15/STATE ROUTE 79 SOUTH ULTIMATE INTERCHANGE Circulation Project Project Description: This project includes the construction of a ramp system improving access to Interstate 15 from State Route 79 South, to accommodate traffic generated by future development anticipated in the City's General Plan as well as regional traffic volume forecasted through 2037. Benefit: This project will improve circulation and freeway access at the Interstate 15 and State Route 79 South intersection. Core Value: Transportation Mobility and Connectivity Project Status: Construction, including the plant establishment period, was completed in April 2020. Upon acceptance by Caltrans, the City will maintain the landscaping for a period of 3 years. Department: Public Works - Account No. 210.265.999.662 / PW04-08 Level: I Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed Budget 2021-22 2022-23 Projected Projected 2023-24 2024-25 Projected Projected Total Project Cost Administration 1,411,289 223,242 80,000 80,000 1,794,531 Construction 25,983,150 2,525,042 28,508,192 Construction Engineering 3,898,603 402,675 4,301,278 Design & Environmental 4,107,505 120,422 4,227,927 Land Acquisition 13,032,881 150,847 13,183,728 Utilities 1,8421 8,158 10,000 Total Expenditures 48,435,271 3,430,386 80,000 80,000 52,025,657 Source of Funds: CFD 03-01 (Crowne Hill) 502,211 502,211 Reimbursements 737,700 695,560 1,433,260 Reimbursements/Other 1,190,582 1,190,582 SAFETEA-LU 1,439,840 1,439,840 Senate Bill 621 14,446,520 80,000 80,000 14,606,520 STP (RCTC) 7,450,594 5,525,406 12,976,000 TUMF (CETAP/RCTC) 5,352,215 47,785 5,400,000 TUMF (RCTC) 4,452,000 4,452,000 TUMF (WRCOG) 5,429,983 4,595,261 10,025,244 Total Funding 39,561,805 12,303,852 80,000 80,000 52,025,657 Future Operating & Maintenance Costs: Total Operating Costs 75 City of Temecula Fiscal Years 2021-25 Capital Improvement Program 1-15/STATE ROUTE 79 SOUTH ULTIMATE INTERCHANGE Circulation Project 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: I Actuals I Adjusted Budget Projected Projected Projected Projected I Cost Notes : 1. (1) SAFETEA-LU - Funding is pursuant to Authorization/Agreement Summary (E-76) (63.51% of Federal Participating Costs, up to $1,439,840) 2. (2) STP (RCTC) - Funding is pursuant to Authorization/Agreement Summary (E-76)(63.51% of Federal Participating Costs, up to $12,976,000) 3. (3) TUMF (RCTC/Region) - Funding is pursuant to RCTC Agreement No. 06-72-506 ($4,452,000 Total) 4. (4) TUMF (RCTC/CETAP) - Funding is pursuant to RCTC Agreement No. 11-72-041-00 ($5,400,000 Total;$1,400,000 ROW;$4,000,000 CON). 5. (5) TUMF (WRCOG) - Funding is pursuant to WRCOG Agreement 13-SW-TEM-1163($10,025,244 CON) 6. (6) Pursuant to RCWD UA 23316 - RCWD shall reimburse City for actual costs of Additive Bid No. 01 ($280,560) 7. (7) Pursuant to EMWD UA 23317 - EMWD shall reimburse City for actual costs of Additive Bid No. 02 ($415,000) 8. (8) Revenues collected on Lease Agreement with Front Street - Service Station, LP dated September 11, 2013 (est. $740,000) 76 City of Temecula Fiscal Years 2021-25 Capital Improvement Program MEDIANS & PARKWAYS - CITYWIDE Circulation Project Project Description: Pursuant to Conditions of Approval, this project completes the missing portions of the raised landscaped median island on (a) Rancho California Road between Moraga Road to Lyndie Lane ($188,000), and (b) Ynez Road from Date Street to the City boundary ($100,000). Benefit: This project improves traffic circulation by elimination potential conflicts between left turn movements and through traffic on circulation element streets with a classification of major arterial or higher. Core Value: Transportation Mobility and Connectivity Project Status: This project will reimburse developers for eligible improvements upon project completion. Department: Public Works - Account No. 210.265.999.622 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 666,838 228,000 894,838 Total Expenditures 1 666,8381 228,000 894,838 Source of Funds: DIF-Street Improvements I 854,8391 39,999 I 894,838 Total Funding 1 854,839 39,999 894,838 Future Operating & Maintenance Costs: Total Operating Costs WA All 11% The Heart of Southern California Wine Country MOTOR CAR PARKWAY IMPROVEMENTS Circulation Project Project Description: This project includes the design and construction of roadway improvements on Motor Car Parkway, Ynez Road, Margarita Road, and Solana Way. This project was previously required as part of the Owner Participation Agreement (OPA) with Abbott Corporation, however in 2018 Abbott sold the subject property to Mt. San Jacinto Community College, who assumed interest in the OPA requiring the road improvements. Benefit: This project improves traffic circulation on Motor Car Parkway, Ynez Road, Margarita Road, and Solana Way. Core Value: Transportation Mobility and Connectivity Project Status: This project has not yet started. Department: Public Works - Account No. 210.265.999.620 Level: II City of Temecula Fiscal Years 2021-25 Capital Improvement Program 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 750,000 750,000 Total Expenditures I - 750,000 1 750,000 Source of Funds: RPTTF-Redevelopment Property Tax Trust Fund 750,000 750,000 Total Funding 750,000 750,000 Future Operating & Maintenance Costs: Total Operating Costs 78 All 11% The Heart of Southern California Wine Country MURRIETA CREEK BRIDGE AT OVERLAND Circulation Project Project Description: This project includes the design and construction of a new bridge crossing over Murrieta Creek between Rancho California Road and Winchester Road. This project also includes environmental studies, mitigation, acquisition of right-of-way, and installation of new traffic signals at Overland Drive intersections with Diaz Road and Enterprise Circle West and Commerce. Benefit: This project improves traffic circulation and access to Overland Drive freeway over -crossing. Core Value: Transportation Mobility and Connectivity Project Status: This project is currently in design and is partially funded by the Federal Highway Bridge Program (HBP). During design phase staff will continue seeking additional programming and allocation of more HBP funds for the project. Department: Public Works - Account No. 210.265.999.648 / PW16-05 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program Pelm Plaza 9 %% 9 1 emperariry closed BJ's Renaurani (il &Grew;h�uSe, Temecula 24 Hour Urgent Care Salana Ridge � Hank's Hardware & Lumber ` QTemeculr F"� ,Efi1V�0u[ Burger 10 a P NCH Honda of Temecula Forefiont � CC Y� R� Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed Adjusted Budget 2021-22 Projected 2022-23 2023-24 Projected Projected 2024-25 Projected Total Project Cost Administration 69,279 170,721 30,000 270,000 Construction 18,337,000 18,337,000 Construction Engineering 2,140,000 2,140,000 Design & Environmental 83,709 780,350 824,214 1,688,273 Land Acquisition 150,000 2,291,000 2,441,000 M S H CP 739,140 177,709 916,849 Total Expenditures 152,989 1,840,211 - 3,292,923 20,507,000 25,793,123 Source of Funds: DIF-Street Improvements HBP-Highway Bridge Program 239,638 1,178,117 307,692 2,644,302 575,445 2,985,231 17,862,698 4,369,749 21,423,374 Total Funding 239,638 1,753,562 - 3,292,923 20,507,000 25,793,123 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Highway Bridge Program (HBP) Funding is 88.53% HBP and 11.47% City Matching Funds. 79 City of Temecula Fiscal Years 2021-25 Capital Improvement Program NICOLAS ROAD EXTENSION & IMPROVEMENTS Circulation Project Project Description: This project includes the design, environmental documents and permits, construction, improvements and extension of Nicolas Road from Roripaugh Ranch Phase II westerly boundary to Calle Girasol/Liefer Road. The improvements include approximately 4,000 LF road improvements and culvert crossing at Santa Gertrudis Creek. The developer of the Roripaugh Ranch will take the lead in completing the design and the environment document while the City will take the lead in the construction Phase. Benefit: This project improves traffic circulation on the eastern side of the City. Core Value: Transportation Mobility and Connectivity Project Status: The design is almost complete and the environmental document and permits are being processed. Construction process is anticipated to begin in Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.604 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 581,989 581,989 Construction 8,700,000 8,700,000 Construction Engineering 232,796 232,796 Design & Environmental 250,003 250,003 Land Acquisition 1,440,000 1,440,000 MSHCP 435,000 435,000 Total Expenditures 2,706,992 8,932,796 11,639,788 Source of Funds: CFD 03-02 (Roripaugh Ranch) 2,706,992 2,346,898 5,053,890 CFD 16-01 (Roripaugh Ranch- 6,585,898 6,585,898 Phase II) Total Funding - 2,706,992 8,932,796 11,639,788 Future Operating & Maintenance Costs: Total Operating Costs 80 City of Temecula Fiscal Years 2021-25 Capital Improvement Program OVERHEAD STREET NAME SIGN REPLACEMENT PROGRAM - CITYWIDE Circulation Project Project Description: This project includes the conversion of existing Internally Illuminated Street Name Signs (IISNS) from fluorescent tubes to a Reflective Non- Illuminated Street Name Sign panel including sign brackets and removal of electrical service wiring. Benefit: This project eliminates energy consumption and costs associated with illuminated Street Name Signs and supports the long-term maintenance and rehabilitation of City assets and infrastructure. Core Value: Transportation Mobility and Connectivity Project Status: Project is estimated to be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.603 / PW20-01 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 20,000 20,000 Furnishings & Equipment 180,000 80,000 Total Expenditures 100,000 100,000 Source of Funds: Measure S 100,000 100,000 Total Funding 1 100,000 100,000 Future Operating & Maintenance Costs: Total Operating Costs 81 City of Temecula Fiscal Years 2021-25 Capital Improvement Program OVERLAND DRIVE EXTENSION COMMERCE CENTER Circulation Project Project Description: This project includes the design and construction of the extension of Overland Drive from Commerce Center Drive to Murrieta Creek, just west of Enterprise Circle West. This project also includes environmental studies, acquisition of right-of-way, new road improvements and installation of new traffic signals at Overland Drive intersections with Commerce Center Drive. Benefit: This project improves traffic circulation and access to Overland Drive freeway over -crossing. Core Value: Transportation Mobility and Connectivity Project Status: Construction is complete. The City Council accepted the improvements on December 10, 2019. The remaining budget is for anticipated right of way settlements. Department: Public Works - Account No. 210.265.999.602 / PW16-06 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 771,966 7,185 779,151 Construction 1,018,608 305,935 1,324,543 Construction Engineering 31,034 22,697 53,731 Design & Environmental 690,916 50,298 741,214 Land Acquisition 5,049,894 305,417 5,355,311 MSHCP 21,968 21,968 Utilities 30,121 11,858 41,979 Total Expenditures 7,614,507 703,390 8,317,897 Source of Funds: DIF-Street Improvements General Fund 8,082,475 235,422 8,082,475 235,422 Total Funding 8,317,897 8,317,897 Future Operating & Maintenance Costs: Total Operating Costs 82 City of Temecula Fiscal Years 2021-25 Capital Improvement Program OVERLAND DRIVE WIDENING Circulation Project Project Description: This project includes the design, environmental document, and construction for the widening of Overland Drive from Jefferson Avenue to Commerce Center Drive. The project also include right of way acquisition. Benefit: This project improves traffic circulation by eliminating the bottleneck of Overland Drive and create a continuous improved Overland Drive corridor from Margarita Road to Enterprise Circle West. Also, this project will facilitate meeting the traffic mitigation requirements for the Murriet Creek Bridge at Overland Drive project. Core Value: Transportation Mobility and Connectivity Project Status: This is a new project. Department: Public Works - Account No. 210.265.999.783 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 67,000 50,000 84,000 201,000 Construction 1,340,400 1,340,400 Construction Engineering 67,000 67,000 Design & Environmental 195,000 195,000 Land Acquisition 90,000 300,000 276,000 666,000 MSHCP 40,000 40,000 Total Expenditures 352,000 350,000 1,807,400 2,509,400 Source of Funds: DIF-Street Improvements Unspecified 352,000 350,000 467,000 1,340,400 1,169,000 1,340,400 Total Funding 352,000 350,000 1,807,400 2,509,400 Future Operating & Maintenance Costs: Total Operating Costs 83 -� C7,0—, 4 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PAVEMENT REHABILITATION PROGRAM - CITYWIDE Circulation Project Anticipated Year of Useful Construction/Estimated Street and Limits Life(Years) Project Cost Funding Source Prior Years Actual Expenditures $26,826,734 De Portola Road - Jedidiah Smith Road to Margarita Road (10-20) 2019-20 Rancho California Road (Humber Drive to Margarita Rd) (10-20) Westside Business Park (10-20) Entire lengths of Avenida Alvarado/ Rio Nedo/ Aqua Vista Way/ Tierra Alta Way/ Zevo Drive/Business Park Drive Loop/ Via Dos Picos/ Del Rio Road/ Las Haciendas Street/ Calle Cortez/ Enterprise Circle North and Via Montezuma (Jefferson to Del Rio Road) (10-20) Winchester Road (Nicolas Rd to Eastern City Limits) (10-20) Ynez Road (Winchester Road to County Center Drive) (10-20) $2,978,734 RMRA I' Entire lengths of County Center Drive and Equity Drive (10-20) $5,701,509 Measure A Butterfield Stage Road (Pauba Rd to Rancho California Rd) (10-20) $8,680,243 Pauba Road (Margarita Rd to Via Rami) (10-20) Nicolas Road (Winchester Rd to North General Kearny Rd) (10-20) Santiago Road (1-15 to Ynez Rd) (10-20) $2,118,479 RMRA I' Winchester Road (Jefferson to Diaz Road) (10-20) $470,675 Measure A Enterprise Circle North (Winchester Rd to Winchester Rd) (10-20) $2,589,154 Pauba Road (Meadows Pkwy to Butterfield Stage Rd) (10-20) 2021-22 Meadows Parkway (Pauba Rd to Rancho California Rd) (10-20) Solana Way (Ynez Rd to Margarita Rd) (10-20) $1,863,889 RMRA I' Ynez Road (Rancho California Rd to Solana Way) (10-20) $540,714 Measure A Jedidiah Smith Road (Temecula Pkwy to Margarita Rd) (10-20) $2,404,603 Winchester Road (Dandy Pkwy to Diaz Rd) (10-20) 2022-23 Dendy Parkway (Winchester Rd to Diaz Rd) (10-20) Diaz Road (Rio Nedo to Winchester Rd) (10-20) N General Kearny Road (Margarita Rd to Calle Pina Colada) (10-20) Margarita Road (Solana Way to Date St) (10-20) Rancho Vista Road (Ynez Rd to Margarita Rd)/ (10-20) $1,901,167 RMRA I' Ynez Road (Pauba Rd to Rancho California Rd) (10-20) $523,716 Measure A Ridge Park Drive (Rancho California Rd to Vincent Moraga Drive (10-20) $2,424,883 Ridge Park Drive (Rancho California Rd to Vincent Moraga Drive (10-20) 2023-24 Vincent Moraga Drive (Rancho California Rd to Ridge Park DrN (10-20) Old Town Front Street (Moreno Rd to Rancho California Rd) (10-20) Butterfield Stage Road (Temecula Pkwy to Pauba Rd) (10-20) De Portola Road (Margarita Rd to Butterfield Stage Rd) (10-20) Moraga Road (Rancho California Rd to Margarita Rd) (10-20) $1,939,190 RMRA I' Ynez Road (Equity Drive to City Limit) (10-20) $505,828 Measure A La Paz Street (Temecula Pkwy to Ynez Rd) (10-20) $2,445,018 Meadows Parkway (Temecula Pkwy to Pauba Rd) (10-20) 2024-25 Pauba Road (Ynez Rd to Margarita Rd) (10-20) Rainbow Canyon Road (Pechanga Pkwy to City Limit) (10-20) $1,977,974 RMRA ' Deer Hollow Way (Pechanga Pkwy to Peppercorn Drive) (10-20) $488,034 Measure A Nicolas Road (North General Kearny Rd to Joseph Rd) (10-20) $2,466,008 Total $47,836,643 (1) Road Repair and Accountability Act of 2017 (S131) - Road Maintenance and Rehabilitation Account (RMRA) For Fiscal Year 2019-20 and beyond, the list of Streets are subject to change based on the updated Pavement Management Program. 84 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PAVEMENT REHABILITATION PROGRAM - CITYWIDE Circulation Project Project Description: This project includes the environmental processing, design, construction of pavement rehabilitation, and reconstruction of major streets as recommended in the Pavement Management Program update. Benefit: This project improves pavement conditions so that the transportation needs of the public, business industry, and government can be met. Core Value: Transportation Mobility and Connectivity Project Status: A priority list of rehabilitation projects from the Pavement Management Program is used to determine the projects to be undertaken. Construction is completed annually based on the allocated funds. Department: Public Works - Account No. 210.265.999.655 Level: I Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed Budget 2021-22 Projected 2022-23 Projected 2023-24 Projected 2024-25 Projected Total Project Cost Administration 2,574,251 1,601,669 531,089 659,259 668,205 662,724 682,098 7,379,295 Construction 20,054,090 8,612,926 1,529,526 1,366,410 1,373,475 1,404,571 1,398,633 35,739,631 Construction Engineering 327,929 1,038,070 528,539 378,934 383,203 377,723 385,277 3,419,675 Design & Environmental 789,099 508,943 1,298,042 Total Expenditures 23,745,369 11,761,608 2,589,154 2,404,603 2,424,883 2,445,018 2,466,008 47,836,643 Source of Funds: Gas Tax 1,200,000 1,200,000 General Fund 5,692,614 5,692,614 Measure A 16,646,857 5,701,509 470,675 540,714 523,716 505,828 488,034 24,877,333 Measure S 2,000,000 2,000,000 Reimbursements 36,000 36,000 RMRA 1,251,263 2,978,734 2,118,479 1,863,889 1,901,167 1,939,190 1,977,974 14,030,696 Total Funding 26,826,734 8,680,243 2,589,154 2,404,603 2,424,883 2,445,018 2,466,008 47,836,643 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Road Repair and Accountability Act (RMRA) 85 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PECHANGA PARKWAY WIDENING Circulation Project Project Description: This project includes the widening of Pechanga Parkway from Via Gilberto to North Casino Drive to provide a Principal Arterial Road with six (6) lanes of traffic. This project will be designed, environmentally cleared and constructed to mitigate the traffic impacts related to the recently completed expansion of the adjacent Pechanga Resort & Casino Project. Benefit: This project improves pavement conditions so that the transportation needs of the public, business industry, and government can be met. Core Value: Transportation Mobility and Connectivity Project Status: Project is anticipated to be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.530 / PW15-14 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 541,770 84,996 626,766 Construction 693,066 2,859,414 3,552,480 Construction Engineering 87,270 265,730 353,000 Design & Environmental 383,320 4,434 387,754 MSHCP 79,900 100 80,000 Total Expenditures 1,785,3261 3,214,674 5,000,000 Source of Funds: Pechanga Tribe Contributions I 5,000,OOO1 I 5,000,000 Total Funding 1 5,000,000 5,000,000 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) In accordance with the Intergovernmental Agreement Approved by the City Council on 11/17/2015. 86 ROUNDABOUT IMPROVEMENTS ON YNEZ ROAD Circulation Project Project Description: This project includes the construction of a traffic circle, roundabout, on Ynez Road at the intersection of La Paz Road. The improvements include the construction of a raised traffic circle with desert style hardscape inside the circle. Benefit: This project maintains the natural beauty of the community and improves traffic safety at this intersection. Core Value: Healthy and Livable City Project Status: Project is anticipated to be completed in Fiscal Year 2019-20 Department: Public Works - Account No. 210.265.999.613 / PW18-06 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program Li Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 59,173 44,153 103,326 Construction 690,174 690,174 Construction Engineering 2,303 29,197 31,500 Design & Environmental 6,823 3,177 10,000 Total Expenditures 68,299 766,701 835,000 Source of Funds: Developer Contribution 540,000 540,000 DIF-Street Improvements 210,000 60,000 270,000 Public Art Fund 25,000 25,000 Total Funding 775,000 60,000 835,000 Future Operating & Maintenance Costs: Total Operating Costs 87 City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRAFFIC SIGNAL - EQUIPMENT ENHANCEMENT PROGRAM - CITYWIDE Circulation Project Project Description: This project includes the enhancement and upgrade of existing traffic signal equipment, including battery back-up systems, Light Emitting Diode (LED) traffic signal indications, traffic signal controller cabinets, service cabinets, safety street lighting, replacement of traffic signal controllers, signal communication equipment, closed circuit television (CCTV) camera equipment and fiber optic cable. This project will also includes an upgrade of existing traffic signal conductors including conduit, service conductors, and detector cable to comply with current standards. Benefit: This project enhances traffic safety and supports the long-term enhancements and rehabilitation of City assets and infrastructure. Core Value: Healthy and Livable City Project Status: Enhancements will be completed on an ongoing basis when funding becomes available. Department: Public Works - Account No. 210.265.999.680 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 20,747 10,000 10,000 10,000 10,000 10,000 70,747 Construction 865,000 865,000 Furnishings & Equipment 1602,2691 403,772 275,000 200,000 140,000 250,000 250,000 2,121,041 Total Expenditures 602,269 1,289,519 285,000 210,000 150,000 260,000 260,000 3,056,788 Source of Funds: DIF-Traffic Signals Measure S 519,831 100,000 21,957 1,250,000 285,000 210,000 150,000 260,000 260,000 541,788 2,515,000 Total Funding 619,831 1,271,957 285,000 210,000 150,000 260,000 260,000 3,056,788 Future Operating & Maintenance Costs: Total Operating Costs 88 �a RerCwldsudwoC.ue— IC--T City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRAFFIC SIGNAL INSTALLATION - CITYWIDE Circulation Project Signal Location Total Project Cost Year Funding Source Prior Year Actual Expenditures $ 927,779 DIF(Traffic)/Developer Ranch California Road at Tee Drive $ 3,236 2019-20 Developer Contribution $ 126,968 2019-20 DIF(Traffic) $ 270,000 2019-20 Measure S Total $ 400,204 De Portola Road at Campanula Way (East)(') $ 199,700 2020-21 DIF(Traffic) Future Traffic Signals $ 375,000 2020-21 Measure S Total $ 574,700 $ - 2021-22 Total $ Future Traffic Signal $ 375,000 2022-23 Measure S Total $ 375,000 106 $ - 2023-24 Total $ - Future Traffic Signal $ 300,000 2024-25 Measure S Total $ 300,000 $ 2,577,683 DIF Traffic Developer Reimbursement Prior Year Actual Expenditures $ 927,779 Fiscal Year 2019-20 $ 400,204 Fiscal Year 2020-21 $ 574,700 Fiscal Year 2021-22 $ - Fiscal Year 2022-23 $ 375,000 Fiscal Year 2023-24 $ - Fiscal Year 2024-25 $ 300,000 TOTAL: $ 2,577,683 City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRAFFIC SIGNAL - INSTALLATION - CITYWIDE Circulation Project Project Description: This project includes the design, construction, installation and modification of traffic signals at various locations throughout the City. The project also includes reimbursement for developer installed traffic signals. Benefit: This project improves traffic safety and circulation throughout the City. Core Value: Healthy and Livable City Project Status: A priority list of traffic signals has been developed. The traffic signals scheduled for installation will be designed and constructed in the scheduled fiscal year when funding becomes available. Reimbursements for developer installed traffic signals will be made as Development Impact Fees for Traffic Signals become available. Department: Public Works - Account No. 210.265.999.682 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 113,215 3,934 117,149 Construction 835,243 362,590 574,700 375,000 300,000 2,447,533 Design & Environmental 1,712 11,289 13,001 Total Expenditures 950,170 377,813 574,700 - 375,000 - 300,000 2,577,683 Source of Funds: Developer Contribution 246,764 3,236 250,000 DIF-Traffic Signals 681,015 126,968 199,700 1,007,683 Measure S 270,000 375,000 375,000 300,000 1,320,000 Total Funding 927,779 400,204 574,700 - 375,000 - 300,000 2,577,683 Future Operating & Maintenance Costs: Total Operating Costs 90 All 11% The Heart of Southern California Wine Country City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRAFFIC SIGNAL - PARK & RIDE ACCESS IMPROVMENTS Circulation Project Project Description: This project includes the installation of a traffic signal on Temecula Parkway at Wabash Lane. The project also includes relocating the access of the Park and Ride facility on Temecula Parkway at La Paz Road from Vallejo Avenue to Wabash Lane. Benefit: This project improves traffic safety and circulation throughout the City. Core Value: Healthy and Livable City Project Status: Design is underway and construction will follow in Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.605 / PW18-11 Level: I e� Carl's Jr �i CIRCLE K 04417 IVY urrieta Creek k Pechanga Creek Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 82 147,043 147,125 Construction 562,365 300,000 862,365 Construction Engineering 17,655 17,655 Design & Environmental 109,975 166,129 276,104 MSHCP 29,425 15,000 44,425 Total Expenditures 110,057 922,617 315,000 1,347,674 Source of Funds: Developer Contribution 175,000 175,000 General Fund 226,725 226,725 Measure S 50,505 80,444 315,000 445,949 Settlement Proceeds 500,000 500,000 Total Funding i 777,2301 255,444 315,000 1,347,674 Future Operating & Maintenance Costs: Total Operating Costs 91 City of Temecula Fiscal Years 2021-25 Capital Improvement Program TRAFFIC SIGNAL - SYSTEM UPGRADE Circulation Project Project Description: This project will install protected/permissive traffic signal heads, on new signal poles and signal mast arms, relocate existing equipment and modify existing striping and raised medians at the following five (5) intersections: Margarita Road at Verdes Lane, Ynez Road at Town Center North and Town Center South, Redhawk Parkway at Paseo Parallon/Overland Trail, and Winchester Road at Enterprise Circle. Benefit: This project improves traffic safety and circulation throughout the City. Core Value: Transportation Mobility and Connectivity Project Status: Project is estimated to be complete by Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.610 / PW19-09 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 5,000 5,000 Construction 481,900 481,900 Construction Engineering 7,000 7,000 Design & Environmental 88,000 88,000 Total Expenditures 581,900 581,900 Source of Funds: HSI P-Highway Safety 489,510 489,510 Improvement Program Measure S 38,000 54,390 92,390 Total Funding 38,000 543,900 581,900 Future Operating & Maintenance Costs: Total Operating Costs 92 City of Temecula Fiscal Years 2021-25 Capital Improvement Program YNEZ ROAD IMPROVEMENTS Circulation Project Project Description: This project includes widening Ynez Road, from Rancho Vista Road to La Paz Street, to two lanes in each direction, and the completion of missing segments of curb & gutter, sidewalk, landscaped medians, street lights and modify the traffic signal at Santiago Road. Benefit: This project improves traffic circulation by widening an important arterial road in this part of the City. Core Value: Transportation Mobility and Connectivity Project Status: The project will be completed by Fiscal Year 2021-22. Department: Public Works - Account No. 210.265.999.535 / PW17-17 Level: II Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed Adjusted Budget 2021-22 2022-23 Projected Projected 2023-24 2024-25 Projected Projected Total Project Cost Administration 38,129 456,871 495,000 Construction 1,555,000 3,500,000 5,055,000 Construction Engineering 165,000 165,000 Design & Environmental 121,747 490,019 50,000 661,766 MSHCP 165,000 30,000 195,000 Total Expenditures 159,8761 1,111,890 - 1,800,000 3,500,0001 6,571,766 Source of Funds: DIF-Street Improvements Unspecified 619,451 652,315 1,800,000 3,500,000 3,071,766 3,500,000 Total Funding 619,451 652,315 - 1,800,000 3,500,000 6,571,766 Future Operating & Maintenance Costs: Total Operating Costs 93 City of Temecula `J Fiscal Years 2021-25 Capital Improvement Program INFRASTRUCTURE PROJECTS Table of Contents Infrastructure Projects Location Map..............................................................................................................97 ADA Compliance for Pavement Rehab Program — West Side Business Park Area....................................98 Americans with Disabilities Act (ADA) Transition Plan Implementation................................................99 Bike Lane and Trail Program — Citywide...............................................................................................100 Bike Lane and Trail Program — Mini Pump Track..................................................................................102 Bike Lane and Trail Program —Temecula Creek South Side Trail.........................................................103 BikeLane Trail Program — Pump Track..........................................................................................................104 City Facilities Rehabilitation..................................................................................................................105 CityFacility Security.........................................................................................................................................106 CitywideDrainage Master Plan.............................................................................................................107 Citywide Financial System Upgrade......................................................................................................108 Citywide Streetlight Acquisition & Light Emitting Diode (LED) Retrofit................................................109 Citywide Surveillance Cameras.............................................................................................................110 Community Recreation Center (CRC) Renovations...............................................................................111 Comprehensive General Plan Update...................................................................................................112 Electric Vehicles Charging Station.........................................................................................................113 Expanded Recycled Water Plant Conversion Project............................................................................114 Fiber Optic Communication System Upgrade.......................................................................................115 FireStation 73 Gym/Garage.................................................................................................................116 FireStation 84 Renovation....................................................................................................................117 History Museum Renovation................................................................................................................118 Interstate 15 / State Route 79 South Interchange Enhanced Landscaping..........................................119 Margarita Recreation Center................................................................................................................120 Mary Phillips Senior Center Enhancement and Renovation.......................................................................121 Medians & Traffic Calming Improvements — Citywide.........................................................................122 Murrieta Creek Improvements.............................................................................................................123 OldTown Parking Structure..................................................................................................................124 Old Town Surveillance & Sound System........................................................................................................125 Pechanga Parkway Environmental Mitigation......................................................................................126 95 j_i Q City of Temecula Fiscal Years 2021-25 Capital Improvement Program INFASTRUCTURE PROJECTS Table of Contents (continued) Pedestrian Signal Equipment Upgrade — Citywide.............................................................................127 PublicSafety Monument.....................................................................................................................128 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension.................................................................129 Santa Gertrudis Creek Phase II — Margarita Under-Crossing..............................................................130 Sidewalks— Citywide...........................................................................................................................131 Sidewalks— DLR Drive.........................................................................................................................132 Sidewalks — Old Town Boardwalk Enhancement................................................................................133 Sidewalks —Old Town Improvements..........................................................................................................134 Temecula Elementary School (TES) Pool Renovation.........................................................................135 TemeculaPark & Ride....................................................................................................................................136 Urban Forest Management Plan..................................................................................................................137 Utility Undergrounding— Citywide..............................................................................................................138 101 Alk The Heart of Southern California Wine Country City of Temecula Fiscal Years 2021-25 Capital Improvement Program �O'M1 — N Q C J �y VL D DR �O SO�ANA Y RD O A MA RO ® ®' 1FO ?O e- �O GP6RtdtA RV O m ��� o S pAR �N 4y 0O tsTP �' Oa r~�� p�P ]G BARD j �m 3 c g�/m t to 0 o a O 5PN RD �P o � v90 O A 2 y T O �O D % U ORSOJ.A� !.61 T� m DAP SE��P PKWV � MEN Infrastructure Projects Map Number Description 1 ADA Compliance for Pavement Rehab Program - Business Park 2 Bike Pump Track 3 Community Recreation Center CRC Renovations 4 Fire Station 73 Gym/Garage 5 Fire Station 84 Renovation 6 History Museum Renovation 7 1-15/SR 79 South Interchange Enhanced Landscaping 8 Library Parking Phase II 9 Margarita Recreation Center 10 Mary Phillips Senior Center Enhancement and Renovation 97 Map Number Description 11 Murrieta Creek Improvements 12 Pechanga Parkway Environmental Mitigation 13 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension 14 Santa Gertrudis Creek Phase II - Margarita Undercrossing 15 Sidewalks - DLR Dr 16 ISidewalks - Old Town Boardwalk Enhancements 17 Sidewalks - Old Town Improvements 18 Temecula Elements School (TES) Pool Renovation 19 Temecula Park & Ride City of Temecula Fiscal Years 2021-25 Capital Improvement Program ADA COMPLIANCE FOR PAVEMENT REHAB PROGRAM - WEST SIDE BUSINESS PARK AREA Infrastructure Project Project Description: Design, construct, modify and/or remove identified barriers within the public right of way along various roadways in the West Side Business Park Area. The project will provide for improvements to ADA access ramps along the perimeter roadways adjacent to commerical and industrial business centers. This project is a predecessor to the Pavement Rehabilitation Project for West Side Business Park Area. Benefit: This project furthers the City's Core Values of A Safe and Prepared Community, Accountable and Responsive City Government, as well as Transportation Mobility and Connectivity. Core Value: Transportation Mobility and Connectivity Project Status: Project is estimated to be complete by Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.784 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 76,100 76,100 Construction 380,500 380,500 Total Expenditures 456,600 456,600 Source of Funds: CDBG Measure A 313,000 143,600 313,000 143,600 Total Funding 456,600 456,600 Future Operating & Maintenance Costs: Total Operating Costs 01-1 City of Temecula Fiscal Years 2021-25 Capital Improvement Program AMERICAN WITH DISABILITIES ACT (ADA) TRANSITION PLAN IMPLEMENTATION Infrastructure Project Project Description: The American with Disabilities Act (ADA) Transition Plan Implementation will utilize the recently completed Transition Plan and implement its recommendations based on the established priorities. The implementation will include improvements to public facilities, programs, and public right of ways to modify/remove identified barriers over a fiscally constrained framework. Benefit: This project furthers the City's Core Values of A Safe and Prepared Community, Accountable and Responsive City Government, as well as Transportation Mobility and Connectivity. Core Value: A Safe and Prepared Community Project Status: The American With Disabilities Act (ADA) Transition Plan Upgrade was completed in Fiscal Year 2017-18. The implementation of the Transition Plan recommendation is an ongoing program. Department: Public Works - Account No. 210.265.999.612 Level: I ADA Compliant 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 23,801 72,876 78,660 78,660 78,660 78,660 411,317 Construction 1 1226,983 245,000 245,000 245,000 245,0001 1,206,983 Total Expenditures 23,8011 299,859 - 323,660 323,660 323,660 323,660 1,618,300 Source of Funds: CDBG 23,801 299,859 323,660 323,660 323,660 323,660 1,618,300 Total Funding 23,801 299,859 - 323,660 323,660 323,660 323,660 1,618,300 Future Operating & Maintenance Costs: Total Operating Costs 99 IM WrnVI�C�Arr BIKE LANE AND TRAIL PROGRAM - CITYWIDE Infrastructure / Other Project City of Temecula Fiscal Years 2021-25 Capital Improvement Program ctua s To Cost to Bike Lane and Trail Program Date Complete Year Funding Source Bike Lane and Trail Program $ 203,359 $ 250,000 2019-20 DIF (open Space and Trails) $ 100,000 2020-21 AB2766 Lake Skinner Trail $ 168,028 2019-20 DIF (Open Space and Trails) AB2766 Rancho California Bicycle Lane and Cycle Track $ 100,000 2021-22 DIF (Open Space and Trails) AB2766 Yukon to Ynez $ 120,000 2022-23 DIF (Open Space and Trails) $ 366,088 AB2766 Long Canyon Creek Trail $ 750,000 2023-24 Unspecified North General Kearney Trail $ 270,000 2023-24 Unspecified $ 152,319 2024-25 Unspecified Total $ 203,359 $ 2,276,435 $ 2,479,794 100 City of Temecula Fiscal Years 2021-25 Capital Improvement Program BIKE LANE AND TRAIL PROGRAM - CITYWIDE Infrastructure Project Project Description: The Multi -Use Trails and Bikeways Master Plan was completed in Fiscal Year 2015-16. The Master Plan includes new and potential trail and bikeway segment information sheets that detail constraints, solutions, surface types and widths, and estimated construction costs. The plan also details multiple recommendations including, but not limited to: new signs, gates, fence openings, sharrows, green paint, bike boxes, separated bikeways, bicycle boulevards, striping, maps, bike racks, fix - it stations, bike shares, bike corrals, bike lockers, cycle tracks, rapid flashing beacons, crossings, bicycle detection and actuation at signalized intersections, pedestrian and bicycle counts, access and maintenance agreements, and trailheads. The City is a Bronze Level Bicycle Friendly Community and this program is intended to allow for continued implementation of facilities and programs, which further the City's commitment to proving a safe and convenient network that connects schools, parks, open space, shopping, and employment centers. Benefit: This project provides alternative modes of transportation and increases connectivity and accessibility to Old Town, Wine Country, and the City's many schools, parks, trails, and open space areas. Core Value: A Sustainable City Project Status: The Master Plan was completed in Fiscal Year 2015-16 and includes a list of capital improvements throughout the City. Improvements will be made on an ongoing basis as funding becomes available. Department: Public Works - Account No. 210.265.999.703 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 6,452 30,000 5,000 5,000 25,000 25,000 96,452 Construction 49,763 298,028 95,000 95,000 411,088 895,000 152,319 1,996,198 Design & Environmental 147,144 90,000 50,000 100,000 1387,144 Total Expenditures 203,359 418,028 100,000 100,000 486,088 1,020,000 152,3191 2,479,794 Source of Funds: Assembly Bill 2766 229,353 100,000 100,000 216,955 144,575 152,319 943,202 Beyond Grant 19,857 19,857 DIF-Open Space & Trails 369,873 2,304 372,177 Unspecified 269,133 875,425 1,144,558 Total Funding 389,7301 231,657 100,000 100,000 486,088 1,020,000 152,319 2,479,794 Future Operating & Maintenance Costs: Total Operating Costs City of Temecula Fiscal Years 2021-25 Capital Improvement Program BIKE LANE AND TRAIL PROGRAM - MINI PUMP TRACK Infrastructure Project Project Description: The City opened the Ronald Reagan Sports Park Pump Track in November of 2019. The project has mostly positive post construction feedback and a consistently high use rate. In order to accomodate more riders it is proposed that a smaller pump track be constructed for smaller and less experienced riders to help offset the high usage at the RRSP Pump track. Benefit: This project supports healthy and active lifestyles by promoting recreation programs, parks, trails, and facilities. In addition, this project satisfies the City's Core Values of A Sustainable City and Transportation Mobility and Connectivity. Core Value: A Sustainable City Project Status: Project is estimated to be complete by Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.781 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 30,000 30,000 Construction 60,000 60,000 Construction Engineering 5,000 5,000 Total Expenditures 95,000 95,000 Source of Funds: DIF-Park & Rec Improvements I I 95,000 I 95,000 Total Fun Future Operating & Maintenance Costs: Total Operating Costs City of Temecula Fiscal Years 2021-25 Capital Improvement Program BIKE LANE AND TRAIL PROGRAM - TEMECULA CREEK SOUTH SIDE TRAIL Infrastructure Project Project Description: This project includes an agreement with Riverside County Flood Control to install new gates, pave and stripe an existing maintenance road for a Class I Trail. The route would parallel Temecula Creek on the South side, connecting Butterfield Stage Road to Loma Linda Road, terminating at the alignment with Avenida de Missiones. This section of trail is part of the proposed seventeen (17) mile Temecula Loop Trail identified in the Multi -Use Trails and Bikeways Master Plan. Benefit: This section of trail would satisfy the City's Core Values of a Healthy and Livable City, Transportation Mobility and Connectivity, and A Sustainable City. Core Value: Healthy and Livable City Project Status: Project design will commence in Fiscal Year 2019-20 and construction will occur when funding becomes available. Department: Public Works - Account No. 210.265.999.720 / PW19-11 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 50,000 50,000 100,000 Construction 117,845 775,000 892,845 Design & Environmental 150,000 150,000 MSHCP 38,750 38,750 Total Expenditures 317,845 863,750 - 1,181,595 Source of Funds: Assembly Bill 2766 67,845 67,845 Measure S 250,000 250,000 Unspecified 863,750 863,750 Total Funding - 317,845 863,750 1,181,595 Future Operating & Maintenance Costs: Total Operating Costs City of Temecula Fiscal Years 2021-25 Capital Improvement Program BIKE LANE TRAIL PROGRAM - PUMP TRACK Infrastructure Project Project Description: This project includes the design and construction of a Bicycle Pump Track at Ronald Reagan Sports Park located just north of the existing skate park. The pump track consists of hard packed dirt with an asphalt cap sculpted into a series of rollers, berms, banked turns, and transitions. These features are designed to permit a rider to traverse a looped course with minimal pedaling using gravity to flow through the course. The pump track area also includes an infield material to allow for drainage, hardscape paved entry area with signage, bench seating, shade structure, landscaping, and bike racks. Benefit: This project supports healthy and active lifestyles by promoting recreation programs, parks, trails, and facilities. Core Value: A Sustainable City Project Status: Main track construction completed in Fiscal Year 2019-20. Construction funds being requested in Fiscal Year 2020-21 are for a future shade structure with lights. Department: Public Works - Account No. 210.265.999.718 / PW18-04 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 24,406 24,593 48,999 Construction 404,500 37,766 442,266 Construction Engineering 12,000 12,000 Design & Environmental 39,587 34,913 74,500 Total Expenditures 63,994 476,006 37,766 577,766 Source of Funds: DIF-Open Space & Trails I 125,0001 415,000 37,766 I 577,766 Total Funding 1 125,0001 415,000 37,766 577,766 Future Operating & Maintenance Costs: Total Operating Costs fi[1LI City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITY FACILITIES REHABILITATION Infrastructure Project Project Description: This project facilitates rehabilitation projects at City owned and operated facilities such as the Mary Phillips Senior Center, Community Recreation Center, Temecula Elementary School pool and locker room, Civic Center, Field Operations Center, Maintenance Facility, TVE2, Escallier House & Barn, Mercantile Building, Old Town Parking Garage, Old Town Sixth Street Parking Lot, S.A.F.E., Temecula Children's Museum, Temecula Community Center, Temecula Public Library, Temecula Valley Museum and the Chapel of Memories. The rehabilitation projects could include, but is not limited to, parking lot rehabilitation and light replacements, heating ventilation and air conditioner (HVAC) upgrades, roof repairs, carpet and flooring replacement, cabinet re-facing/replacement, concrete repairs, replacement of fencing and repair of swimming pools. Benefit: This project minimizes emergency repair costs, prolongs the service life of facilities, and upgrades aging facility components. Core Value: Healthy and Livable City Project Status: A priority list of rehabilitation projects has been developed. Rehabilitation projects are completed on an ongoing basis as funding becomes available. Department: Public Works - Account No. 210.265.999.701 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 158,660 25,000 25,000 208,660 Construction 1,923,836 315,143 250,000 250,000 2,738,979 Design & Environmental 146,026 25,000 25,000 196,026 Total Expenditures 1 2,128,523 315,143 300,000 300,000 3,043,666 Source of Funds: DIF-Corporate Facilities 250,000 250,000 Facilities Replacement Fund 143,666 300,000 300,000 300,000 1,043,666 General Fund 1,750,000 1,750,000 Total Funding 2,143,666 300,000 300,000 300,000 3,043,666 Future Operating & Maintenance Costs: Total Operating Costs 105 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITY FACILITY SECURITY Infrastructure Project Project Description: This project provides for security enhancements to the City's public buildings to ensure the safety of the public and employee population. Additionally, this project will fund the modification of the Community Recreation Center facility to incorporate a Police Substation. Benefit: To protect property and life. Core Value: A Safe and Prepared Community Project Status: This project will commence in Fiscal Year 2019-20. Department: - Account No. 210.265.999.779 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 25,000 25,000 Construction 200,000 200,000 Design & Environmental 25,000 25,000 Total Expenditures 250,000 250,000 Source of Funds: Measure S I I 250,000 I 250,000 Total Funding 250,000 250,000 Future Operating & Maintenance Costs: Total Operating Costs m. City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITYWIDE DRAINAGE MASTER PLAN Infrastructure Project Project Description: This project will prepare a report that shows all drainage courses within the City and existing drainage improvements that have been constructed to control storm runoff. In addition, the project will include a master hydrology study showing the anticipated storm flows at build -out. Benefit: The Master Drainage Plan will provide the City with sufficient up-to- date and accurate information to systematically plan and manage its drainage systems and provide higher level of flood protection to its residents, communities, properties, and infrastructure investments. Core Value: A Safe and Prepared Community Project Status: Project is estimated to be complete by Fiscal Year 2024-25. Department: Public Works - Account No. 210.265.999.722 / PW19-16 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 120,000 120,000 Design & Environmental 600,0001 600,000 Total Expenditures 720,000 720,000 Source of Funds: Measure S 1 1 720,OOO1 720,000 Total Fun Future Operating & Maintenance Costs: Total Operating Costs 107 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITYWIDE FINANCIAL SYSTEM UPGRADE Infrastructure Project Project Description: This project includes the implementation costs associated with the upgrade of the City's Financial Accounting System. The City's current system was implemented in 2001, and a successor Enterprise Resource Planning (ERP) solution is available. The ERP system will integrate with existing software platform used Citywide and will provide upgraded core applications for financial management and human resource management. Benefit: This project increases efficiencies, accountability and transparency of the City's financial, accounting and human resource information. Core Value: Accountable and Responsible City Government Project Status: Project commenced in Fiscal Year 2019-20 and is anticipated to take 18-24 months for implementation. Department: Public Works - Account No. 210.265.999.724 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Information Technology 1,376,718 1,376,718 Total Expenditures 1,376,718 - 1,376,718 Source of Funds: Measure S Technology Replacement Fund 613,184 763,534 613,184 763,534 Total Funding - 1,376,718 1,376,718 Future Operating & Maintenance Costs: Total Operating Costs 66,934 66,934 66,934 66,934 Notes : 1. (1) Operating & Maintenance costs reflect ongoing software maintenance for new Financial System. 108 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITYWIDE STREETLIGHT ACQUISITION & LIGHT EMITTING DIODE (LED) RETROFIT Infrastructure Project Project Description: Phase I of this project acquired the Southern California Edison (SCE) owned streetlights within the City's boundary, including the light poles, mast arms, and light fixtures. Phase 11 of this project includes retrofitting the purchased lights with a Light Emitting Diode (LED) lighting system. Benefit: This project provides for the opportunity to reduce facilities costs, reduce energy usage, and extend the life of lighting infrastructure. Core Value: A Sustainable City Project Status: Project is estimated to be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.688 / PW17-18 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 63 63 Equipment 2,265,930 2,265,930 Furnishings & Equipment 5,737,318 5,737,318 Total Expenditures 2,265,993 5,737,318 8,003,311 Source of Funds: General Fund Measure S 2,503,311 4,700,000 800,000 2,503,311 5,500,000 Total Funding 7,203,311 800,000 8,003,311 Future Operating & Maintenance Costs: Total Operating Costs (618,000) (636,540) (655,636) (675,305)1 Notes 1. (1) Operating & Maintenance savings represents a combination of energy savings realized from the conversion to LED light bulbs, as well as reduced electricity rates charged by SCE after the City acquires the streetlights. 109 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CITYWIDE SURVEILLANCE CAMERAS Infrastructure Project Project Description: The Citywide Camera Surveillance system will be utilized by the City to support public safety, traffic management, and asset protection activities in service to its citizens. The City's goal for the system is to standardize and integrate existing and new video management systems to provide video technology to improve overall safety and security to the residents of the City. Benefit: To protect property and life. This project provides Police the ability to perform virtual patrols, maximizing staff efficiency and resources. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete by Fiscal Year 2022-23. Department: Information Systems - Account No. 210.265.999.711 / PW17-01 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 2,593 2,593 Construction 1,869,708 1,278,385 150,000 95,000 3,393,093 Design & Environmental 138,347 353 138,700 Total Expenditures 2,010,648 1,278,738 150,000 - 95,000 3,534,386 Source of Funds: DIF-Corporate Facilities 353,151 448,936 802,087 DIF-Police Facilities 430,113 188,601 95,000 713,714 Measure S 748,238 1,120,347 150,000 2,018,585 Total Funding 1,531,502 1,757,884 150,000 - 95,000 3,534,386 Future Operating & Maintenance Costs: Total Operating Costs 300,000 300,000 300,000 300,0001 Notes 1. (1) Operating & Maintenance costs reflect the ongoing software and equipment maintenance associated with the infrastructure of the surveillance system. 110 City of Temecula Fiscal Years 2021-25 Capital Improvement Program COMMUNITY RECREATION CENTER (CRC) RENOVATIONS Infrastructure Project Project Description: This project facilitates the rehabilitation, improvement, and reconfiguration of the Community Recreation Center. Projects include: expansion and reconfiguration of teen center; conversion of office space to accommodate a dedicated police substation; renovation of key components of the building including safety features, flooring, roof, and restroom facility access; ADA compliance; renovation and expansion of existing office space and rec rooms including AV upgrades; expanded storage space and upgraded kitchen equipment. Benefit: This project will create a safe, engaging place for teens to participate in individual and group social, recreational, physical, and educational activities, while also providing necessary renovations to the CRC facility. Core Value: Healthy and Livable City Project Status: Planning and preliminary design will begin in Fiscal Year 2019 -20 and construction will occur as funding becomes available. Department: Public Works - Account No. 210.265.999.730 / PW19-07 Level: I Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed 2021-22 2022-23 Budget Projected Projected 2023-24 Projected 2024-25 Projected Total Project Cost Administration 50,000 222,363 272,363 Construction 1,407,087 350,000 2,500,000 4,257,087 Construction Engineering 40,000 40,000 Design & Environmental 100,000 330,550 430,550 Total Expenditures 150,000 2,000,000 350,000 2,500,000 5,000,000 Source of Funds: DIF-Park & Rec Improvements 806,048 400,000 1,206,048 DIF-Quimby 1,193,952 500,000 1,693,952 Measure S 150,000 350,000 1,600,000 2,100,000 Total Funding 150,000 2,000,000 350,000 2,500,000 5,000,000 Future Operating & Maintenance Costs: Total Operating Costs iffl City of Temecula Fiscal Years 2021-25 Capital Improvement Program COMPREHENSIVE GENERAL PLAN UPDATE Infrastructure Project Project Description: California State Law requires that each city adopt a comprehensive General Plan as the fundamental policy document for future development. It provides the framework for management and utilization of the City's physical, economic, and human resources. This document guides civic decisions regarding land use, conservation of existing housing and the provision of new dwelling units, the provisions of supporting infrastructure and public services, the protection of environmental resources, the allocation of fiscal resources, and the protection of residents from natural and human -caused hazards. The City's General Plan was last updated in 2005. The General Plan will serve as the blueprint for the community for approximately the next fifteen years. This project will update all of the elements of the General Plan and will also include the implementation of new legislation to ensure compliance with State Law. Benefit: The General Plan update satisfies all six of the City's core values: Healthy and Livable City; Economic Prosperity; Safe and Prepared Community; Sustainable City; Transportation, Mobility, and Connectivity; and Accountable and Responsive Local Government. Core Value: Healthy and Livable City Project Status: This project is estimated to start in Fiscal Year 2021-22. Department: Community Development - Account No. 210.265.999.777 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 300,000 1,000,000 200,000 1,500,000 Design & Environmental 1500,000 500,000 Total Expenditures 300,000 1,000,000 700,000 2,000,000 Source of Funds: General Fund Grants 800,000 700,000 300,000 200,000 1,500,000 500,000 Total Funding 300,000 1,000,000 700,000 2,000,000 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Grants funding represents $500,000 in Local Early Action Planning Grant Program (LEAP) funding provided by the California Department of Housing and Community Development (HCD). LEAP provides one-time grant funding to cities and counties to update their planning documents and implement process improvements that will facilitate the acceleration of housing production and help local governments prepare for their 6th cycle Regional Housing Needs Allocation (RHNA). ISK City of Temecula Fiscal Years 2021-25 Capital Improvement Program ELECTRIC VEHICLES CHARGING STATION Infrastructure Project Project Description: This project includes the design and construction of improvements to accommodate electric vehicle charging station installations at various City facilities. The project also includes accommodating four charging stations at each of the following facilities: 1) Park & Ride on Temecula Parkway at La Paz; 2) Sixth Street Parking Lot at Mercedes Street; 3) Parking Structure on Mercedes Street. The improvements include extending the necessary power, upgrading electrical panels, if necessary, concrete base, and Dual Port Bollard USA Gateway Station with concrete mounting kit. Benefit: This project encourages alternative transportation options. Core Value: A Sustainable City Project Status: Project must be complete by Fiscal Year 2022-23 per grant program guidelines. Department: Public Works - Account No. 210.265.999.683 / PW18-15 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 118,445 69,555 188,000 Total Expenditures 118,4451 69,555 188,000 Source of Funds: Assembly Bill 2766 47,000 47,000 MSRC-Mobile Source Air Review 141,000 141,000 Committee Grant Total Funding 47,000 141,000 188,000 Future Operating & Maintenance Costs: Total Operating Costs 113 City of Temecula Fiscal Years 2021-25 Capital Improvement Program EXPANDED RECYCLED WATER PLANT CONVERSION PROJECT Infrastructure Project Project Description: This project includes the administration, design and construction of six (6) sites within the City for the conversion of water facilities from potable to recycled water. This effort is in cooperation with Rancho California Water District (RCWD) to administer the implementation of improvements in association with the State of California Department of Water Resources Proposition 84 Grant Agreement. Benefit: This project will reduce use of potable water, increase overall water savings and enhance energy efficiencies and potentially reduce greenhouse gas emissions. Core Value: A Sustainable City Project Status: Project is estimated to be complete by Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.689 / PW17-29 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 153 21,845 21,998 Construction 560,562 560,562 Construction Engineering 18,000 18,000 Design & Environmental 80,496 4,983 85,479 Total Expenditures 80,649 605,390 686,039 Source of Funds: DWR Grant 426,029 426,029 General Fund 55,697 55,697 Measure S 142,010 142,010 Service Level C - Zone 16 21,500 21,500 Service Level C - Zone 18 10,000 10,000 Service Level C - Zone 20 30,803 30,803 Total Funding 142,010 544,029 686,039 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Department of Water Resources Proposition 84 Grant Agreement 2. (2) Service Level C - Zone 16 (Tradewinds) 3. (3) Service Level C - Zone 18 (Temeku Hills) 4. (4) Service Level C - Zone 20 (Crowne Hill) ISM City of Temecula Fiscal Years 2021-25 Capital Improvement Program FIBER OPTIC COMMUNICATION SYSTEM UPGRADE Infrastructure Project Project Description: This project will install optic communication system upgrades including conduit, cable, traffic signal controllers and related communication equipment to improve safety and operations with optimized traffic signal timing coordination. Signalized intersections will be improved along the Winchester Road, Rancho California Road and Temecula Parkway corridors. Benefit: This project will upgrade the City's communication system equipment. Core Value: A Safe and Prepared Community Project Status: This project is anticipated to be completed in Fiscal Year 2019 -20. Department: Public Works - Account No. 210.265.999.550 / PW18-05 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 1,201,400 1,201,400 Design & Environmental 93,3641 26,436 1119,800 Total Expenditures 93,364 1,227,836 1,321,200 Source of Funds: HSI P-Highway Safety 1,208,200 1,208,200 Improvement Program Measure S 113,000 113,000 Total Funding 113,000 1,208,200 1,321,200 Future Operating & Maintenance Costs: Total Operating Costs 115 City of Temecula Fiscal Years 2021-25 Capital Improvement Program FIRE STATION 73 GYM/GARAGE Infrastructure Project Project Description: This project will consist of adding a structure in the rear of the property to park the squad and Urban Search and Rescue (USR) vehicle, adding a gym to the facility and upgrading the station's generator. Benefit: This improvement to the station will allow for the station crew to stay at the facility to workout on a daily basis. The addition of the garage will offer an outside storage with roof to house the squad USR to reduce the wear and tear on these vehicles. Core Value: A Safe and Prepared Community Project Status: This project will be designed in Fiscal Year 2019-20 and constructed as funds become available. Department: Fire - Account No. 210.265.999.697 / PW19-13 Level: II Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 75,000 150,000 225,000 Construction 48,755 1,114,583 1,163,338 Construction Engineering 20,000 20,000 Design & Environmental 180,245 136,068 316,313 MSHCP 59,485 59,485 Total Expenditures 304,000 1,480,1361 1,784,136 Source of Funds: Measure S I I 304,000 1,480,1361 1,784,136 Total Fundine 304.000 1.480.1361 1.784.136 Future Operating & Maintenance Costs: Total Operating Costs City of Temecula Fiscal Years 2021-25 Capital Improvement Program FIRE STATION 84 RENOVATION Infrastructure Project Project Description: This project includes the design, construction and renovation of Fire Station #84, including upgrades to the training room. This fire station serves as the headquarter station for the City of Temecula Fire Department. This renovation will give a fresh look to the station as well as update the facility to be more energy efficient. The renovation will add a gym to the facility, upgrade electrical, upgrade the windows, and re -paint the exterior and interior of the station. The living quarters will also receive some renovations to the bathrooms, kitchen and day room. Benefit: This improvement will create a better learning experience for our community members that attend classes for training. Core Value: A Safe and Prepared Community Project Status: This project will be designed in Fiscal Year 2019-20 and constructed as funds become available. Department: Fire - Account No. 210.265.999.687 / PW19-14 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 168,750 168,750 Construction 349,000 349,000 Design & Environmental 149,000 149,000 Total Expenditures 666,750 666,750 Source of Funds: Measure S 1 666,7501 1 666,750 Total Funding 1 666,750 666,750 Future Operating & Maintenance Costs: Total Operating Costs ISWA City of Temecula Fiscal Years 2021-25 Capital Improvement Program HISTORY MUSEUM RENOVATION Infrastructure Project Project Description: This project facilitates the rehabilitation, improvement, reconfiguration, and rebranding of the Temecula Valley Museum as the Temecula Museum of Arts and Culture. Projects include: reconfiguration and relocation of permanent exhibits; an update of downstairs space to offer a flexible space that can be used for events and rentals, accommodate rotating exhibits, and allow for easier installation; and renovation of key components of the building including safety features, flooring, and restroom facility access Benefit: This project will increase safety for staff and patrons, by improving installation processes and access to restroom facilities; elevate overall quality and experience for patrons through reconfiguration; and attract more artists and visitors through the increased capacity for exhibition and rebranding. Core Value: Economic Prosperity Project Status: This project will be completed as funding becomes available. Department: TCSD - Account No. 210.290.999.203 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 304,000 304,000 Total Expenditures I - 304,000 1 304,000 Source of Funds: Unspecified I I 304,000 I 304,000 Total Funding 304,000 304,000 Future Operating & Maintenance Costs: Total Operating Costs IMR3 City of Temecula Fiscal Years 2021-25 Capital Improvement Program I-15/STATE ROUTE 79 SOUTH INTERCHANGE ENHANCED LANDSCAPING Infrastructure Project Project Description: The project includes the landscape beautification of the Interstate 15/State Route 79 South (Temecula Parkway) interchange to implement the Interstate 15 State Route 79 South Interchange Enhanced Landscaping Corridor Plan in association with Visit Temecula Valley and the Pechanga Tribe. Benefit: This project meets the City-wide long-term goals as identified in the Quality of Life Master Plan to include a Healthy and Livable City and Economic Prosperity. Core Value: Healthy and Livable City Project Status: This project is in the design phase and will be completed as funding is identified. Department: Public Works - Account No. 210.265.999.690 / PW17-19 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 21,905 100,673 104,000 226,578 Construction 3,329,867 3,329,867 Construction Engineering 445,000 445,000 Design & Environmental 29,915 335,990 60,000 425,905 Total Expenditures 51,820 436,663 3,938,867 4,427,350 Source of Funds: Measure S Unspecified 441,350 47,133 446,200 3,492,667 934,683 3,492,667 Total Funding 441,350 47,133 3,938,867 4,427,350 Future Operating & Maintenance Costs: Total Operating Costs 52,000 54,080 56,240 58,490 Notes : 1. (1) Operating & Maintenance costs reflect the ongoing irrigation and landscape maintenance required by CalTrans. 119 City of Temecula Fiscal Years 2021-25 Capital Improvement Program MARGARITA RECREATION CENTER Infrastructure Project Project Description: This project consists of the construction of a new recreation center in Margarita Community Park in place of the former YMCA building. The project includes the demolition of the existing building and pool, constructing a new building and pool as determined by a Community Needs Assessment and available budget. The Information Technology component includes camera system infrastructure, access control, Public Wi- Fi and other identified technology needs. Benefit: This project will provide the City a new facility to meet the increasing demands of recreational programs. Core Value: Healthy and Livable City Project Status: Concept Design started in Fiscal Year 2017-18. Final design and environmental approval anticipated in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.692 / PW17-21 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 48,890 460,428 509,318 Construction 5,410,253 5,410,253 Construction Engineering 1,028,535 1,028,535 Design & Environmental 69,605 898,797 968,402 Information Technology 94,781 645,219 740,000 Total Expenditures 1 213,276 8,443,232 8,656,508 Source of Funds: Capital Financing 6,405,000 6,405,000 DIF-Park & Rec Improvements 137,000 137,000 Measure S 1,386,773 727,735 2,114,508 Total Funding 7,791,773 864,735 8,656,508 Future Operating & Maintenance Costs: Total Operating Costs 545,900 562,277 579,145 596,5201 Notes 1. (1) Operating & Maintenance costs reflect the staffing, utilities, landscaping, security and supplies costs associated with the operation of this new facility. 120 City of Temecula Fiscal Years 2021-25 Capital Improvement Program MARY PHILLIPS SENIOR CENTER ENHANCEMENT AND RENOVATION Infrastructure Project Project Description: This project includes the enhancement and renovation of the Mary Phillips Senior Center to include new exterior siding, painting, replacement of perimeter soffits, fascia boards and eaves, any doors and windows as needed. Benefit: This project updates and enhances the appearance and improves safety and extends the life of the facility. Core Value: Healthy and Livable City Project Status: This project is estimated to be complete on FY2020-21. Department: Public Works - Account No. 210.265.999.782 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 20,000 20,000 Construction 400,000 400,000 Design & Environmental 10,000 10,000 Total Expenditures 430,000 430,000 Source of Funds: CDBG Measure S 400,000 30,000 400,000 30,000 Total Funding 430,000 430,000 Future Operating & Maintenance Costs: Total Operating Costs i�14l City of Temecula Fiscal Years 2021-25 Capital Improvement Program MEDIANS & TRAFFIC CALMING IMPROVEMENTS - CITYWIDE Infrastructure Project Project Description: This project includes the design and construction of raised concrete medians (with stamped concrete), neighborhood identification medians, pedestrian bulb -outs, and other features to provide neighborhood traffic calming at locations such as Seraphina Road, Nighthawk Pass, Roripaugh Road, Suzi Lane, Chandler Drive, Channel Street, Del Rey Road, Via Norte and other traffic calming program locations throughout the City. Benefit: This project provides neighborhood traffic calming, enhances pedestrian, bicycle safety and the quality of life at various locations within the City. Core Value: A Safe and Prepared Community Project Status: This project has a priority list of locations and will be constructed in priority order. Department: Public Works - Account No. 210.265.999.704 Level: II Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed 2021-22 Budget Projected 2022-23 2023-24 Projected Projected 2024-25 Projected Total Project Cost Administration 25,000 10,000 10,000 45,000 Construction 41,752 165,148 220,000 230,000 656,900 Construction Engineering 10,000 10,000 10,000 30,000 Design & Environmental 29,900 25,100 20,000 20,000 95,000 Total Expenditures 71,652 225,248 260,000 - 270,000 826,900 Source of Funds: DIF-Street Improvements 40,000 40,000 Measure S 231,900 260,000 270,000 761,900 Reimbursements 25,000 25,000 Total Funding 271,900 25,000 260,000 - 270,000 826,900 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Reimbursements reflects contribution from the Temecula Valley Unified School District. 1W City of Temecula Fiscal Years 2021-25 Capital Improvement Program MURRIETA CREEK IMPROVEMENTS Infrastructure Project Project Description: This project includes the design and construction of the proposed United States Army Corps of Engineers and Riverside County Flood Control improvements to the Murrieta Creek within the City limits. This project also includes the study, design, and construction of alternatives to reconfigure the existing Southside Parking Lot which has been impacted by the Riverside County Flood Control's acquisition of a portion of the parking lot. Benefit: This project helps prevent flooding of Old Town Temecula and mitigate the property acquisition impacts to the South Side Parking Lot. Core Value: A Safe and Prepared Community Project Status: The City is working with Riverside County to form a Joint Powers Authority to further the implementation of this project. Construction of Phase II, just south of Rancho California Road to south of First Street bridge, started Fall 2015 and is complete. Design for the parking lot reconfiguration has begun and the City is working with the adjacent property owners to ensure that the new parking design will maximize the number of parking spaces. Department: Public Works - Account No. 210.265.999.735 / PW15-07 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 48,338 74,290 15,000 137,628 Construction 5,000 593,000 598,000 Design & Environmental 172,366 32,791 20,000 225,157 Total Expenditures 225,704 700,081 35,000 960,785 Source of Funds: General Fund 135,858 135,858 Measure S 18,791 35,000 53,791 Reimbursements 86,449 684,687 771,136 Total Funding 222,307 703,478 35,000 960,785 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Construction of the Southside Parking Lot Reconfiguration will not occur until the Purchase and Sale Agreement with Riverside County Flood Control is executed and the proceeds are received. 123 All 11% The Heart of Southern California Wine Country OLD TOWN PARKING STRUCTURE Infrastructure Project Project Description: This project will include the design and eventual construction of a new parking structure in Old Town. The Old Town Parking Management Plan outlines a number of parking strategies that can be implemented in Old Town over time. Additional parking structures are anticipated to be constructed as part of the long term parking management strategy. Benefit: This project will satisfy the City's Core Values of a Healthy and Livable City and Economic Prosperity. Core Value: Healthy and Livable City Project Status: Project design is estimated to be completed in Fiscal Year 2019-20 and construction will commence when funding becomes available. Department: Public Works - Account No. 210.265.999.694 / PW17-15 Level: III City of Temecula Fiscal Years 2021-25 Capital Improvement Program :Ar' ..A Ell ,P 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 98,888 6,112 105,000 Design & Environmental 131,7541 863,246 1895,000 Total Expenditures 130,642 869,358 1,000,000 Source of Funds: General Fund 1,000,000 1,000,000 Total Funding 1 1,000,000 1,000,000 Future Operating & Maintenance Costs: Total Operating Costs 1PZ11I City of Temecula Fiscal Years 2021-25 Capital Improvement Program OLD TOWN SURVEILLANCE & SOUND SYSTEM Infrastructure Project Project Description: This project provides for the installation of surveillance cameras throughout Old Town as well as the upgrade of the sound system in Old Town. Benefit: To protect property and life and enhance the ambiance/experience of Old Town. Core Value: Healthy and Livable City Project Status: This project will commence in Fiscal Year 2023-24. Department: - Account No. 210.265.999.780 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Design & Environmental 50,000 50,000 Equipment 1 1700,000 150,000 850,000 Total Expenditures - - - - 750,000 150,000 900,000 Source of Funds: DIF-Corporate Facilities Measure S 400,000 350,000 150,000 400,000 500,000 Total Funding 750,000 150,000 900,000 Future Operating & Maintenance Costs: Total Operating Costs 36,000 36,000 Notes: 1. (1) Operating & Maintenance costs reflect the ongoing software and equipment maintenance costs associated with the surveillance system. 125 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PECHANGA PARKWAY ENVIRONMENTAL MITIGATION Infrastructure Project Project Description: This project includes the design, construction, and implementation of an environmental mitigation site required for the Pechanga Parkway Project, including acquisition and planting of the mitigation site in Temecula Creek. In addition, this project provides water to plant material and monitoring the mitigation site for five (5) years. Benefit: This project increases environmental mitigation areas. Core Value: A Sustainable City Project Status: The design and construction of new wetlands was completed during Fiscal Year 2014-15. Upon the approval of the resource agencies, the maintenance of the created area is estimated to be completed by the end of Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.516 / PW11-01 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 310,541 183,386 493,927 Construction 166,565 20,520 187,085 Construction Engineering 1,710 8,290 10,000 Design & Environmental 285,097 48,432 333,529 Land Acquisition 20,442 5,000 25,442 Utilities 1,0231 1,023 Total Expenditures 785,379 265,628 1,051,007 Source of Funds: CFD 03-03 (Wolf Creek) 763,9641 287,043 1 1,051,007 Total Funding 1 763,964 287,043 1,051,007 Future Operating & Maintenance Costs: Total Operating Costs 126 The Heart of Southern California Wine Country City of Temecula Fiscal Years 2021-25 Capital Improvement Program PEDESTRIAN SIGNAL EQUIPMENT UPGRADE - CITYWIDE Infrastructure Project Project Description: This project will install pedestrian countdown signal heads, ADA compliant pedestrian pushbutton equipment and upgrade traffic signal controllers to improve safety and operations at signalized intersections Citywide including the Butterfield Stage Road, Jefferson Avenue, Margarita Road, Redhawk Parkway, Pechanga Parkway, Rancho California Road, Temecula Parkway and Ynez Road corridors. Benefit: This project improves pedestrian safety and traffic circulation throughout the City. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.518 / PW19-10 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 5,000 5,000 Construction 803,200 803,200 Construction Engineering 105,000 105,000 Design & Environmental 63,000 63,000 Total Expenditures 976,200 976,200 Source of Funds: HSI P-Highway Safety 908,200 908,200 Improvement Program Measure S 38,000 30,000 68,000 Total Funding 38,000 938,200 976,200 Future Operating & Maintenance Costs: Total Operating Costs IPIZA City of Temecula Fiscal Years 2021-25 Capital Improvement Program PUBLIC SAFETY MONUMENT Infrastructure Project Project Description: To identify suitable location in park space/public for an acknowledgement and tribute to the men and women who serve as first responders in Police, Fire and emergency service occupations. The design of such a tribute would be in partnership with public safety personnel and serve as a reminder to residents of their dedication and sacrifice to maintaining the safety of our community. Benefit: To honor Fire and Police. Core Value: A Sustainable City Project Status: Project will commence as funding becomes available. Department: Public Works - Account No. 210.265.999.778 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 5,000 5,000 Design & Environmental 125,000 25,000 Total Expenditures 30,000 30,000 Source of Funds: Unspecified 30,000 30,000 Total Funding 30,000 30,000 Future Operating & Maintenance Costs: Total Operating Costs IP"k-1 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SANTA GERTRUDIS CREEK PEDESTRIAN/BICYCLE TRAIL EXTENSION Infrastructure Project Project Description: This project includes the design, environmental, and construction of the extension and interconnect of the existing Santa Gertrudis Creek Pedestrian/Bicycle Trail from Ynez Road to the Murrieta Creek Multi -Purpose Trail. The extension and interconnect will provide access and under -crossings at Ynez Road, Interstate 15 and Jefferson Avenue, and a continuous paved trail along the Santa Gertrudis Creek to interconnect with the Murrieta Creek Multi -Purpose Trail. Benefit: The project provides additional pedestrian and bicycle trails for the community. Core Value: Transportation Mobility and Connectivity Project Status: The design and environmental document is expected to be complete by the end of Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.739 / PW08-04 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 211,765 631,222 842,987 Construction 4,217,043 4,217,043 Construction Engineering 265,600 265,600 Design & Environmental 504,008 248,104 752,112 MSHCP 210,853 210,853 Total Expenditures 715,773 5,572,822 6,288,595 Source of Funds: Assembly Bill 2766 58,683 58,683 BTA - Bicycle Transportation 223,311 223,311 Account DIF-Open Space & Trails 189,073 200,000 389,073 General Fund 78,920 78,920 Measure S 821,899 957,709 1,779,608 Senate Bill 1 3,759,000 3,759,000 Total Funding 1,371,886 4,916,709 6,288,595 Future Operating & Maintenance Costs: Total Operating Costs 129 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SANTA GERTRUDIS CREEK PHASE II - MARGARITA UNDER -CROSSING Infrastructure Project Project Description: This project includes the design, environmental, and construction of the under -crossing in Santa Gertrudis Creek at Margarita Road to connect to the pedestrian/bicycle trail. The under -crossing at Margarita Road will provide a continuous paved trail along the Santa Gertrudis Creek at this location. Benefit: The project provides a safe pedestrian and bicycle trail connection for the community. Core Value: Transportation Mobility and Connectivity Project Status: Project is anticipated to be completed in Fiscal Year 2021-22. Department: Public Works - Account No. 210.265.999.732 / PW19-04 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 110,000 50,000 146,200 306,200 Construction 1,462,000 1,462,000 Construction Engineering 220,000 220,000 Design & Environmental 323,000 310,964 633,964 Land Acquisition 21,500 21,500 MSHCP 73,100 73,100 Total Expenditures 433,000 382,464 1,901,300 2,716,764 Source of Funds: Measure S Senate Bill 1 433,000 382,464 399,300 1,502,000 1,214,764 1,502,000 Total Funding - 433,000 382,464 1,901,300 2,716,764 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) California Transportation Commission (CTC) adopted the 2019 Active Transportation Program Augmentation on January 30 - 31, 2019. 130 All 11% The Heart of Southern California Wine Country SIDEWALKS - CITYWIDE Infrastructure Project Project Description: This project will include the construction of sidewalks at various locations throughout the City. Benefit: This project will provide walking surfaces for pedestrians. Core Value: Transportation Mobility and Connectivity Project Status: A study to identify areas with missing sidewalks and prioritize them was completed as part of the Trails and Bikeways Master Plan Update in Fiscal Year 2015-16. Based on the study and the available resources, sidewalks will be constructed in the selected areas considering economy of scale and proximity to private development. Department: Public Works - Account No. 210.265.999.708 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed Adjusted Budget 2021-22 2022-23 Projected Projected 2023-24 2024-25 Projected Projected Total Project Cost Administration 179,912 138,283 50,000 50,000 418,195 Construction 121,727 475,278 320,000 320,000 1,237,005 Construction Engineering 4,412 50,588 60,000 60,000 175,000 Design & Environmental 96,787 108,143 70,000 70,000 344,930 Total Expenditures 402,837 772,292 - 500,000 - 500,000 2,175,129 Source of Funds: General Fund Measure S 375,000 350,000 450,129 500,000 500,000 375,000 1,800,129 Total Funding 725,000 450,129 - 500,000 - 500,000 - 2,175,129 Future Operating & Maintenance Costs: Total Operating Costs 131 SIDEWALKS - DLR DRIVE Infrastructure Project Project Description: This project will include the construction of sidewalks on the north side of northerly leg and the west side of DLR Drive. Benefit: This project will provide walking surfaces for pedestrians and will facilitate the construction of the Lexus dealership. Core Value: Transportation Mobility and Connectivity Project Status: This is estimated to be complete by Fiscal Year 2020-21. Department: Public Works - Account No. 210.265.999.721 / PW19-18 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program UCH Hondauf Temecula •; � T Apartment Haines Gaseh Ford Temecula ;i it •Bluersater Gna F � ilargarita ,u��'" ci Communit Park i Temecula R Apartment It 4. �Taz#O =� Temecula Town Ceater Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 74,000 74,000 Construction 284,130 284,130 Construction Engineering 18,081 18,081 Design & Environmental 51,660 51,660 MSHCP 14,206 14,206 Total Expenditures 442,077 442,077 Source of Funds: General Fund I I 442,077 I 442,077 Total Funding 442,077 442,077 Future Operating & Maintenance Costs: Total Operating Costs 132 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SIDEWALKS - OLD TOWN BOARDWALK ENHANCEMENT Infrastructure Project Project Description: This project will establish programs that will remove boardwalk plank boards and replace them with colored concrete sidewalks stamped with wood grain finish similar to what was installed with the new Main Street bridge. Benefit: This project promotes a sustainable walkable surface that will require little maintenance. New sidewalks will enhance American with Disabilities Act(ADA) access. It will also promote a "walkable" community by connecting the City. Core Value: Healthy and Livable City Project Status: Project is estimated to be completed in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.696 / PW17-16 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 231,473 34,475 265,948 Construction 77,482 979,114 1,056,596 Construction Engineering 90,020 90,020 Total Expenditures 308,956 1,103,609 1,412,565 Source of Funds: CDBG Measure S 212,745 710,000 325,291 164,529 538,036 874,529 Total Funding 922,745 489,820 1,412,565 Future Operating & Maintenance Costs: Total Operating Costs 133 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SIDEWALKS - OLD TOWN IMPROVEMENTS Infrastructure Project Project Description: This project is comprised of adding new sidewalks, paving, street lights and trees on both sides of 5th Street from Old Town Front Street to the Murrieta Creek Channel. Benefit: This project will provide walking surfaces for pedestrians. Core Value: Transportation Mobility and Connectivity Project Status: Project is expected to be completed in Fiscal Year 2019-20. Department: Public Works Account No. 210.265.999.766 / PW17 04 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 341,298 4,886 346,184 Construction 834,462 187,148 1,021,610 Construction Engineering 30,850 13,900 44,750 Design & Environmental 90,981 14,622 105,603 Total Expenditures 1,297,591 220,556 1,518,147 Source of Funds: CDBG 653,492 149,655 803,147 Measure A 140,000 140,000 Measure S 400,000 175,000 575,000 Total Funding 1,193,492 324,655 1,518,147 Future Operating & Maintenance Costs: Total Operating Costs 134 City of Temecula Fiscal Years 2021-25 Capital Improvement Program The Heart of Southern California Wine Country TEMECULA ELEMENTARY SCHOOL (TES) POOL RENOVATION Infrastructure Project Project Description: This project includes the renovation of the Temecula Elementary School (TES) pool building, including roof replacement and the reconstruction of the pool deck. The City of Temecula maintains and operates this pool facility. Benefit: This project protects the City's vast investment in facilities. Core Value: Healthy and Livable City Project Status: Land surveying is currently in progress. Design will be initiated during this fiscal year and construction is to follow. Department: Public Works - Account No. 210.290.999.143 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 39,600 39,600 Construction 37,136 10,364 47,500 Design & Environmental 111,300 36,700 148,000 Total Expenditures 48,436 86,664 135,100 Source of Funds: DIF-Park & Rec Improvements 150,0001 85,100 135,100 Total Funding 1 50,0001 85,100 135,100 Future Operating & Maintenance Costs: Total Operating Costs 135 City of Temecula Fiscal Years 2021-25 Capital Improvement Program TEMECULA PARK & RIDE Infrastructure Project Project Description: This project includes the acquisition of property, design, and construction of a Park and Ride facility in the vicinity of Temecula Parkway and La Paz Street. The Information Technology component includes camera system infrastructure, and other identified technology needs. Benefit: This project enables and encourages Temecula residents to carpool when commuting. Core Value: A Sustainable City Project Status: Project is anticipated to be complete in Fiscal Year 2019-20. Department: Public Works - Account No. 210.265.999.747 / PW06-09 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 750,010 2,587 752,597 Construction 2,420,942 321,100 2,742,042 Construction Engineering 496,290 17,667 513,957 Design & Environmental 305,918 1,937 307,855 Information Technology 7,486 114,614 122,100 Land Acquisition 187,530 187,530 MSHCP 34,136 34,136 Total Expenditures 4,202,313 457,905 4,660,218 Source of Funds: Assembly Bill 2766 1,122,385 1,122,385 CMAQ-Congestion Mitigation 729,872 1,178,159 1,908,031 Air Quality DIF-Police Facilities 100,000 100,000 General Fund 1,129,802 1,129,802 Measure S I400,0001 1400,000 Total Funding 1 3,482,059 1,178,159 4,660,218 Future Operating & Maintenance Costs: Total Operating Costs Notes : 1. (1) Congestion Mitigation and Air Quality (CMAQ) Funds approved by the RCTC on January 8, 2014. 136 City of Temecula Fiscal Years 2021-25 Capital Improvement Program URBAN FOREST MANAGEMENT PLAN Infrastructure Project Project Description: This project includes the development of an Urban Forest Management Plan, conduct a tree inventory and canopy assessment and the planting of 300 trees. This project is in cooperation with Cal Fire Urban & Community Forestry Program, Proposition 68 Grant Agreement. Benefit: The project objectives will produce a baseline management plan for future planning, reduce water requirements, ensure tree life longevity, enhance urban forest in disadvantaged communities, decrease GHG emissions, engage the community through public outreach and education, enhance local air quality, increase canopy coverage, reduce storm water runoff and ultimately lessen tree loss due to disease and insect infestation. This project satisfies the City's Core Value of A Sustainable City, and a Healthy and Livable City. Core Value: A Sustainable City Project Status: This project is estimated to be complete by March 2022. Department: Public Works - Account No. 210.290.999.204 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 27,300 27,300 Design & Environmental 1323,930 323,930 Total Expenditures 351,230 351,230 Source of Funds: DIF-Park & Rec Improvements Grants 27,300 323,930 27,300 323,930 Total Funding - 351,230 351,230 Future Operating & Maintenance Costs: Total Operating Costs 137 City of Temecula Fiscal Years 2021-25 Capital Improvement Program UTILITY UNDERGROUNDING - CITYWIDE Infrastructure Project Project Description: This project includes the undergrounding of utilities at various locations throughout the City to extend the undergrounding done by the developers beyond the limits of their developments. The requested funding covers the following two locations: 1) approximately 600 LF in front of Julian Charter School (located at 29141 Vallejo Avenue) between two private developments (the Gateway Development and Hope Lutheran Church); 2) approximately 250 LF on Third Street just east of Old Town Front Street and west of the proposed hotel. Benefit: Undergrounding of this 600 LF segment of existing overhead utility lines along Vallejo Avenue will result in a total of 2,000 LF of utility undergrounding as the two adjacent private developments will improve their frontage overhead utilities as well. Also, the utilities on Third Street, between Mercedes and Old Town Front will be undergrounded as a result of the proposed hotel and this project. Core Value: A Sustainable City Project Status: This project was initiated in Fiscal Year 2017-18. Implementation is contingent on adjacent developments. Department: Public Works - Account No. 210.265.999.776 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 31,875 31,875 Construction 89,061 123,439 212,500 Total Expenditures 89,061 155,314 244,375 Source of Funds: Measure S 1 244,3751 1 244,375 Total Funding 1 244,375 244,375 Future Operating & Maintenance Costs: Total Operating Costs 138 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PARKS and RECREATION PROJECTS Table of Contents Parks and Recreation Projects Location Map.............................................................................................140 Children's Museum Enhancement Project.........................................................................................141 Community Recreation Center (CRC) Pool Site Enhancement.................................................................143 Community Recreation Center Splash Pad & Shade Structures..............................................................144 Community Services Master Plan.......................................................................................................145 Eagle Soar Splash Pad Control System Renovation............................................................................146 Flood Control Channel Reconstruction & Repair................................................................................147 LibraryParking— Phase 11...............................................................................................................................148 Park Restrooms Renovations, Expansion, and Americans with Disabilities Act Improvements ......... 149 Parks Improvement Program..............................................................................................................151 Playground Equipment Enhancement & Safety Surfacing..................................................................152 Ronald H. Roberts Temecula Public Library Enhancement and Renovation......................................154 Ronald Reagan Sports Park Channel Silt Removal......................................................................................155 Ronald Reagan Sports Park Restroom Expansion & Renovation........................................................156 Sam Hicks Monument Park Perimeter Fencing..........................................................................................157 SportsCourt Resurfacing....................................................................................................................158 Sports Field Lighting Light Emitting Diode (LED) Conversion..............................................................159 139 Aft AM City of Temecula Fiscal Years 2021-25 Capital Improvement Program The Heart of Southern California Wine Country N'Col.AS Ito �O 0 tE �O`M1 W � Q G `a6 J O �y R 4�?P pND DR �O (�tb S 00%,ANA Wy C R D � m � Mq RO P ?O 9G �D Cp�,IFORt41A RD O 6 O �gPA+ Q�� O VIS-0, 4 Z O 6 7C O R ~�l AP SA Vt j p8 ,po �J Qp,U \ �9 NtW GO 7 iO `� P It D ?� O Z ZF T kA O Z ORS OLA�O �s T OAP SEMED13,A PKWy JP`� R A N A �C 6 9�0 A yytlA RD O�pWK PKY v O Parks and Recreation Projects Map Number Description 1 Children's Museum Enhancement Project 2 Community Recreation Center (CRC) Pool Site Enhancements 3 Community Recreation Center Splash Pad & Shade Structures 4 Eagle Soar Splash Pad Control System Renovation 5 Ronald H. Roberts Temecula Public Library Enhancement & Renovation 6 Ronald Reagan Sports Park Channel Silt Removal 7 Ronald Reagan Sports Park Restroom Expansion & Renovation 8 Sam Hicks Monument Park Perimeter Fencing City of Temecula Fiscal Years 2021-25 rF. Y.�i•rd Capital Improvement Program w,vCe�rry CHILDREN'S MUSEUM ENHANCEMENT PROJECT Parks and Recreation Project Children's Museum Basement (Recycling Room) - Remove & Replace entire room with new theme Library(Travel & Time) - New Exhibit(Time/Geography); new Book Worm Exhibit; Refresh Bookshelves Dining Room (Power & Electricity) - Upgrade Electrical Wall Exhibit Hallway & Museum Wide - Sound System Upgrade; New sound effects throughout; Puzzling Predicaments (Escape Room Concept) Maze Room - Refresh entire Room Bedroom (Perception/Illusion Room) - Refresh entire room; add themed exhibit Foyer (Flight Room) - Refresh/Renovate Bathroom (Hydroelectric room) - New toilet exhibit; refresh balance Music Room - Wall Exibits use existing Organ Ambiance update Play Room - Computer upgrades Life Science Hallway - Refresh Total Total Project Prior Year Cost Actuals 2019-20 Funding Source $ 299,716 DIF (Parks & Recreation) $ 20,374 Measure S $ 15,000 Measure S $ 15,000 Measure S $ 20,000 Measure S $ 45,000 Measure S $ 45,000 DIF (Parks & Recreation) $ 45,000 DIF (Parks & Recreation) $ 20,000 Measure S $ 10,000 Measure S $ 10,000 Measure S $ 299,716 $ 245,374 $ 545,090 W11 City of Temecula Fiscal Years 2021-25 Capital Improvement Program CHILDREN'S MUSEUM ENHANCEMENT PROJECT Parks/Recreation Project Project Description: As exhibits and play experiences in the Children's Museum become outdated, this project allows for the re -design and replacement of exhibit areas or refurbishment of existing exhibits. This process provides the museum visitors new and updated play experiences. Benefit: This project enhances existing exhibit areas of the Children's Museum. Core Value: Healthy and Livable City Project Status: A project list has been developed. Projects are completed on an on -going basis as funding becomes available. Department: TCSD - Account No. 210.290.999.125 / PW19-05 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 432 9,568 10,000 Construction 299,284 221,806 521,090 Design & Environmental 14,000 14,000 Total Expenditures 299,716 245,374 545,090 Source of Funds: DIF-Park & Rec Improvements Measure S 145,090 400,000 145,090 400,000 Total Funding 545,090 545,090 Future Operating & Maintenance Costs: Total Operating Costs IE1W All 11% The Heart of Southern California Wine Country City of Temecula Fiscal Years 2021-25 Capital Improvement Program COMMUNITY RECREATION CENTER (CRC) POOL SITE ENHANCEMENT Parks/Recreation Project Project Description: This project includes the removal, replacement of pool decking, pool re -plaster, and the installation of an enhanced lighting system with energy efficient LED fixtures. Benefit: This project protects the City's vast investment in parks and facilities. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete by Fiscal Year 2019-20. Department: Public Works - Account No. 210.290.999.116 / PW18-02 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 206,948 3,980 210,928 Construction 1,527,416 49,478 1,576,894 Construction Engineering 10,582 18,955 29,537 Design & Environmental 122,379 2,295 124,674 Total Expenditures 1,867,326 74,708 1,942,034 Source of Funds: Measure S 1,860,000 82,034 1,942,034 Total Funding 1 1,860,000 82,034 1,942,034 Future Operating & Maintenance Costs: Total Operating Costs 143 City of Temecula Fiscal Years 2021-25 Capital Improvement Program rfi[ Hear[ G! Scmil ern l.& k)r n i,: Wine Country COMMUNITY RECREATION CENTER SPLASH PAD & SHADE STRUCTURES Parks/Recreation Project Project Description: This project provides for the conversion of the CRC's kiddie pool into a splash pad, and the addition of shade structures throughout the pool area. Benefit: This project will provide City residents an additional splash pad for enhanced recreational opportunities. Core Value: Healthy and Livable City Project Status: Project design will commence in Fiscal Year 2019-20 and will be constructed in Fiscal Year 2023-24. Department: Public Works - Account No. 210.290.999.205 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 15,000 150,000 165,000 Construction 700,000 700,000 Design & Environmental 85,000 50,000 135,000 Equipment 100,000 100,000 Total Expenditures 100,000 1,000,000 1,100,000 Source of Funds: Measure S I I 100,000 1,000,000 I 1,100,000 Total Funding 100,000 1,000,000 1,100,000 Future Operating & Maintenance Costs: Total Operating Costs City of Temecula Fiscal Years 2021-25 Capital Improvement Program COMMUNITY SERVICES MASTER PLAN Parks/Recreation Project Project Description: The Community Services Department's prior Master Plans (Youth, 2008; Cultural Arts, 1999; and Parks and Recreation, 1993) no longer adequately address the services, facilities, and parks currently managed by the City; nor do these documents reflect current demographic, statutory, financial, and social factors. The Community Services Master Plan will provide a pathway for the future, taking into account the existing capacity, location, and condition of facilities, programs, and parks as well as the needs and desires of City residents. Benefit: This project will create a comprehensive Master Plan to enable the orderly and consistent planning, acquisition, development, and administration of the City's Community Services facilities, programs, and parks. Core Value: Healthy and Livable City Project Status: The Community Services Master Plan will be conducted as resources are identified. Department: Public Works - Account No. 210.290.999.117 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 41,773 83,227 125,000 Design & Environmental 134,5351 116,665 1151,200 Total Expenditures 76,308 199,892 276,200 Source of Funds: Measure S 1 276,2001 1 276,200 Total Funding 1 276,200 276,200 Future Operating & Maintenance Costs: Total Operating Costs 145 City of Temecula Fiscal Years 2021-25 Capital Improvement Program EAGLE SOAR SPLASH PAD CONTROL SYSTEM RENOVATION Parks/Recreation Project Project Description: This project provides for the renovation and updating of the splash pad control system to meet current Health & Safety requirements. Benefit: This project enhances the safety for the splash deck users and reduces the risk of exposure to unsanitary water. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete in Fiscal Year 2020-21. Department: Public Works - Account No. 210.290.999.145 Level: I �--,,....,M --.,f.., 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 20,000 20,000 Construction 1180,000 180,000 Total Expenditures 200,000 200,000 Source of Funds: Measure S I I 200,000 I 200,000 Total Funding 200,000 200,000 Future Operating & Maintenance Costs: Total Operating Costs 146 City of Temecula Fiscal Years 2021-25 Capital Improvement Program FLOOD CONTROL CHANNEL RECONSTRUCTION & REPAIR Parks/Recreation Project Project Description: This project repairs and reinforces the earth and berms between specific park sites and flood control channels, and fortifies the banks to prevent further erosion into the park sites. A report for Pala Community Park, Margarita Community Park, and Long Canyon Creek Park was developed. The funding identified through Fiscal Year 2019-20 covers the construction work required to protect Pala Park. The Future Years funding is to protect Margarita and Long Canyon Community Parks. Benefit: This project prevents further erosion into specific park sites. Core Value: Healthy and Livable City Project Status: A study of the affected parks was completed in Fiscal Year 2014-15. Design and construction of the recommended fixes will be implemented based on available funds. Design for Pala Park was completed in Fiscal Year 2015-16. Environmental process commenced in Fiscal Year 2017-18 and will conclude in Fiscal Year 2022-23. Department: Public Works - Account No. 210.290.999.127 / PW11-10 Level: I Project Cost: Prior Years Actuals 2019-20 Adjusted 2020-21 Proposed 2021-22 Budget Projected 2022-23 2023-24 Projected Projected 2024-25 Projected Total Project Cost Administration 187,170 103,790 220,000 510,960 Construction 45,531 972,940 77,468 3,822,532 4,918,471 Construction Engineering 78,500 160,000 238,500 Design & Environmental 263,269 186,156 550,000 999,425 MSHCP 52,404 52,404 Total Expenditures 1 495,9701 1,393,790 77,468 - 4,752,532 6,719,760 Source of Funds: General Fund 650,284 650,284 Measure S 797,427 442,049 77,468 1,316,944 Unspecified 4,752,532 4,752,532 Total Funding 1,447,711 442,049 77,468 - 4,752,532 6,719,760 Future Operating & Maintenance Costs: Total Operating Costs fiCirl City of Temecula Fiscal Years 2021-25 Capital Improvement Program LIBRARY PARKING - PHASE II Parks/Recreation Project Project Description: This project includes the study, design, and construction of alternatives to provide additional parking for the Ronald H. Roberts Temecula Public Library. Phase II covers the design and construction of an expansion of the current on -site parking facility. The Information Technlogy component includes camera system infrastructure, Public Wi-Fi and other identified technology needs. Benefit: This project provides additional parking for Library patrons, meetings, and special programs. Core Value: Healthy and Livable City Project Status: Construction of the expansion has been completed. Department: Public Works - Account No. 210.290.999.153 / PW13-09 Level: II Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 336,362 97,127 433,489 Construction 475,434 1,775,704 2,251,138 Construction Engineering 141,066 188,856 329,922 Design & Environmental 233,873 11,127 245,000 Information Technology 26,269 33,741 60,010 MSHCP 17,337 17,337 Total Expenditures 1,230,340 2,106,555 3,336,895 Source of Funds: DIF-Library Facilities 1,033,673 1,228,253 2,261,926 DIF-Police Facilities 50,000 50,000 General Fund 37,627 37,627 Measure S 847,342 140,000 987,342 Total Funding 1,968,642 1,368,253 3,336,895 Future Operating & Maintenance Costs: Total Operating Costs 148 a City of Temecula Fiscal Years 2021-25 Capital Improvement Program PARK RESTROOMS RENOVATIONS, EXPANSION AND AMERICANS WITH DISABILITY ACT(ADA) IMPROVEMENTS Parks and Recreation Project Park Restrooms Prior Year Actuals RRSP North/South Ball Field - Restroom Building Renovations Vail Ranch Park - New Restroom Facility Total Prior Year Project Fiscal Funding Actuals Cost Year Source $ 57,962 $ 57,962 Measure S $ 389,838 2020-21 Measure S $ 680,000 2020-21 Measure S $ 57,962 $ 1,127,800 Prior Years $ 57,962 FY 2020-21 $ 1,069,838 TOTAL: $ 1,127,800 149 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PARK RESTROOMS RENOVATIONS, EXPANSION AND AMERICANS WITH DISABILITIES ACT (ADA) IMPROVEMENTS Parks/Recreation Project Project Description: This project provides for the design and construction of new park restroom facilities and the renovation, expansion and Americans with Disabilities Act (ADA) improvements of existing restroom facilities at various Parks. The restroom expansion includes adding additional restroom buildings, renovating concession and bringing restroom facilities to meet current ADA accessibility compliance standards. Benefit: This project provides additional restrooms for park patrons and brings facility to accessibility compliance. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete by Fiscal Year 2021-22. Department: Public Works - Account No. 210.290.999.155 / PW17-06 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 18,667 61,333 80,000 Construction 39,295 893,505 932,800 Construction Engineering 50,000 50,000 Design & Environmental 35,000 35,000 Information Technology 30,000 30,000 Total Expenditures 1 57,9621 1,069,838 1,127,800 Source of Funds: Measure S 1 347,8001 780,000 1 1,127,800 Total Funding 1 347,8001 780,000 1,127,800 Future Operating & Maintenance Costs: Total Operating Costs 1 25,500 26,010 26,530 27,061 Notes : 1. (1) Operating & Maintenance costs reflect the increased janitorial costs associated with the addition of new park restroom facilities. 150 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PARKS IMPROVEMENT PROGRAM Parks/Recreation Project Project Description: This project facilitates rehabilitation and improvement projects at various City parks The rehabilitation and improvement projects could include, but are not limited to, parking lot repairs and resurfacing, landscape medians, raised and cracked concrete sidewalk replacement, fencing repair and replacement, landscaping and irrigation system efficiency upgrades, lighting system repairs and efficiency upgrades, on -site drainage improvements and other similar projects. Benefit: This project protects the City's vast investment in parks and open space facilities. Core Value: Healthy and Livable City Project Status: A priority list of rehabilitation projects has been developed. Rehabilitations are completed on an on -going basis. Department: Public Works - Account No. 210.290.999.130 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 21,400 20,000 20,000 61,400 Construction 1,684,0361 254,565 230,000 230,000 12,398,601 Total Expenditures 1 1,705,435 254,565 - 250,000 - 250,000 2,460,000 Source of Funds: DI F-Quimby 250,000 250,000 General Fund 1,003,059 1,003,059 Measure S 400,000 250,000 250,000 250,000 1,150,000 Reimbursements 56,941 56,941 Total Funding 1,710,0001 250,000 250,000 - 250,000 2,460,000 Future Operating & Maintenance Costs: Total Operating Costs 151 W— cam.,. City of Temecula Fiscal Years 2021-25 Capital Improvement Program PLAYGROUND EQUIPMENT ENHANCEMENT AND SAFETY SURFACING Parks and Recreation Project Park Plavaround Various Park Sites John Magee Park & Winchester Creek Park Stephen Linen Jr. Memorial Park - playground replacement Sam Hicks Park Ronald Reagan Sports Park - playground replacement Pauba Ridge Park - safety surfacing only Meadows Park - safety surfacing only Playground Safety Surfacing Future Playgrounds Enhancements Future Playgrounds Enhancements Total Prior Year Project Fiscal Funding Actuals Cost Year Source $ 1,993,147 $ 543,013 2019-20 DIF (Quimby) $ 438,041 Measure S $ 404,076 $ 399,372 2020-21 Measure S $ 40,000 $ 40,000 $ 300,000 $ 500,000 2021-22 Measure S $ 500,000 2023-24 Measure S $ 1,993,147 $3,164,502 $5,157,649 Prior Years $1,993,147 FY 2019-20 $1,385,130 FY 2020-21 $ 779,372 FY 2021-22 $ 500,000 FY 2022-23 FY 2023-24 $ 500,000 152 City of Temecula Fiscal Years 2021-25 Capital Improvement Program PLAYGROUND EQUIPMENT ENHANCEMENT & SAFETY SURFACING Parks/Recreation Project Project Description: This project includes the re -design, enhancement of playground equipment, and safety surfacing at existing City parks to comply with current state and federal regulations and enhance the quality of the parks. The projects include playground safety assessments, planning and evaluation, playground quality enhancements such as fencing, surfacing, accessibility and or new equipment. Benefit: This project protects the City's vast investment in parks and open space facilities. Core Value: Healthy and Livable City Project Status: The enhancement of playground equipment and safety surfacing will be performed at one to two sites per year, dependent on available funding. A priority list has been developed and enhancement will be completed on an ongoing basis. Department: Public Works - Account No. 210.290.999.120 Level: II 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 1,965 20,000 20,000 20,000 61,965 Construction 1,991,182 2,144,502 480,000 480,000 15,095,684 Total Expenditures 1 1,993,147 2,164,502 - 500,000 - 500,000 5,157,649 Source of Funds: DIF-Park & Rec Improvements 1,040,000 1,040,000 DIF-Quimby 200,000 240,000 440,000 Measure S 850,000 1,827,649 500,000 500,000 3,677,649 Total Funding 2,090,000 2,067,649 - 500,000 - 500,000 - 5,157,649 Future Operating & Maintenance Costs: Total Operating Costs 153 City of Temecula Fiscal Years 2021-25 Capital Improvement Program RONALD H. ROBERTS TEMECULA PUBLIC LIBRARY ENHANCEMENT & RENOVATION Parks/Recreation Project Project Description: The Ronald H. Roberts Temecula Public Library opened in 2006 with over 5 million visitors since then, the carpet and chairs have experienced significant wear. This project allows for the installation of new carpeting for the 34,000 square foot facility, and also the reupholster of the final twelve chairs that were not included as part of the previous Capital Project. Benefit: This project updates and enhances the appearance of the facility. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete in Fiscal Year 2020-21. Department: TCSD - Account No. 210.290.999.146 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 143,000 143,000 Furnishings & Equipment 21,504 21,504 Total Expenditures - 164,504 164,504 Source of Funds: Measure S 164,504 164,504 Total Funding 164,504 164,504 Future Operating & Maintenance Costs: Total Operating Costs 154 City of Temecula Fiscal Years 2021-25 Capital Improvement Program RONALD REAGAN SPORTS PARK CHANNEL SILT REMOVAL Parks/Recreation Project Project Description: This project will include excavating, hauling away, and disposing of silt in the channel location in Ronald Reagan Sports Park, and the desiltation pond west of the sports park, as well as mitigation. Part of this project was completed in December 2007, in accordance with City Resolution No. 07-105, Declared Local Emergency. Benefit: This project increased the flow capacity of the channel in order to prevent flooding in the sports park, and increased the capacity of the pond to hold storm water and reduce down stream sedimentation. Core Value: A Safe and Prepared Community Project Status: Removal of silt and construction of the mitigation site was completed in Fiscal Year 2011-12. The project is in the five-year maintenance period. Upon approval by the resource agencies, the maintenance of the mitigation site is estimated to be completed during FY 2019-20. Department: Public Works - Account No. 210.265.999.187 / PW05-13 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 187,269 187,269 Construction 242,382 2,681 245,063 Design & Environmental 242,567 25,086 267,653 Total Expenditures 672,219 27,767 699,986 Source of Funds: General Fund 461,366 461,366 Proposition 42 88,000 88,000 Reimbursements 150,620 150,620 Total Funding 699,986 699,986 Future Operating & Maintenance Costs: Total Operating Costs 155 City of Temecula Fiscal Years 2021-25 Capital Improvement Program RONALD REAGAN SPORTS PARK RESTROOM EXPANSION & RENOVATION Parks/Recreation Project Project Description: This project provides for the design and construction of the restroom building expansion at Ronald Reagan Sports Park. The restroom expansion includes adding additional restroom stalls and urinals, renovating the snack bar, and enlarging the storage case. Benefit: This project provides additional facilities for park patrons. Core Value: Healthy and Livable City Project Status: Project is estimated to be complete in Fiscal Year 2020-21. Department: Public Works - Account No. 210.290.999.114 / PW18-03 Level: I Project Cost: Prior Years Actuals 2020-21 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Adjusted Budget Projected Projected Projected Projected Total Project Cost Administration 18,967 30,533 50,000 99,500 Construction 556,000 345,000 901,000 Construction Engineering 48,000 48,000 Design & Environmental 71,500 71,500 Total Expenditures 18,967 706,033 395,000 1,120,000 Source of Funds: Measure S 725,000 395,000 1 1,120,000 Total Funding 1 725,000 - 395,000 1,120,000 Future Operating & Maintenance Costs: Total Operating Costs 156 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SAM HICKS MONUMENT PARK PERIMETER FENCING Parks/Recreation Project Project Description: This project includes the design, purchase and installation of perimeter fencing at the Sam Hicks Monument Park site. H ` F Benefit: This project will enhance the appearance of the park site with ornamental perimeter fencing. A Core Value: Healthy and Livable City .oafs R i Project Status: This project is estimated to be complete on FY2020-21. Department: Public Works - Account No. 210.290.999.220 ' Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 10,000 10,000 Construction 181,000 181,000 Design & Environmental I 110,000 10,000 Total Expenditures - 201,000 201,000 Source of Funds: Measure S 201,000 201,000 Total Funding 201,000 201,000 Future Operating & Maintenance Costs: Total Operating Costs 157 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SPORTS COURT RESURFACING Parks/Recreation Project Project Description: This project includes repairs and resurfacing of sport court surfacing at various parks and facilities. Surfacing includes tennis courts, basketball courts, and hockey rinks at various parks. Benefit: This project protects the City's vast investment in parks and open space facilities. In addition, this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and Responsive City Government. Core Value: Healthy and Livable City Project Status: Projects will be completed on an on -going basis as funding becomes available. Department: Public Works - Account No. 210.290.999.141 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 23,900 96,357 50,000 50,000 50,000 270,257 Total Expenditures 1 23,9001 96,357 50,000 - 50,000 - 50,0001 270,257 Source of Funds: Measure S I 100,0001 20,257 50,000 50,000 50,0001 270,257 Total Funding 1 100,000 20,257 50,000 - 50,000 - 50,000 270,257 Future Operating & Maintenance Costs: Total Operating Costs IW-1 T... vn-.., s I A N.. City of Temecula Fiscal Years 2021-25 Capital Improvement Program SPORTS FIELD LIGHTING - LIGHT EMITTING DIODE (LED) CONVERSION Parks and Recreation Project Sports Parks Pala Community Park Paloma Del Sol - Sports Light LED Upgrade - Soccer and Softball Fields Ronald Reagan North/South Fields Prior Year Project Funding Actuals Cost Year Source $ 77,787 2018-19 Measure S $ 329,629 $ - 2019-20 Measure S $ 222,584 2020-21 Measure S $ 407,416 $ 222,584 FY 2018-19 $ 77,787 FY 2019-20 $ 329,629 FY 2020-21 $ 222,584 TOTAL: $ 630,006 159 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SPORTS FIELD LIGHTING - LIGHT EMITTING DIODE (LED) CONVERSION Parks/Recreation Project Project Description: This project provides for the replacement of the aging sports field lighting components with new LED technology at various sports pa rks. Benefit: This project enhances the safety of sport field users, reduces unnecessary light pollution and increases energy efficiency at City parks. Core Value: Healthy and Livable City Project Status: Project will be completed on an on -going basis as funding becomes available. Department: Public Works - Account No. 210.290.999.113 Level: I 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Administration 35,000 35,000 Construction 177,8241 417,176 100,000 595,000 Total Expenditures 77,824 452,176 100,000 630,000 Source of Funds: Measure S I 250,0001 280,000 100,000 I 630,000 Total Funding 1 250,0001 280,000 100,000 630,000 Future Operating & Maintenance Costs: Total Operating Costs 160 City of Temecula Fiscal Years 2021-25 Capital Improvement Program SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY (SARDA) Table of Contents SARDAProjects Location Map......................................................................................................................162 AffordableHousing.............................................................................................................................163 Vine Creek Affordable Housing Project.......................................................................................................164 161 Aft The Heart of Southern California Wine Country City of Temecula Fiscal Years 2021-25 Capital Improvement Program Q�C. RI In �o M N O i Iw N 0 CALIFORNIA A. Reference Map '0 G O r IPA SARDA Projects Map Number Description 1 Affordable Housing — specific location not yet identified 2 Vine Creek Affordable Housing Project 162 Adk f The Heart of Southern California Wine Country AFFORDABLE HOUSING SARDA Project Project Description: This project serves as a placeholder for the proceeds remaining from the 2017A and 2017E Tax Allocation Refunding Bonds Series issued by the former Temecula Redevelopment Agency. Once a specific project is identified, staff will bring forward a recommendation to the Oversight Board and SARDA for formal approval. Benefit: The specific Benefit/Core Value will be identified when the funds are appropriated to a specific capital project. Core Value: Healthy and Livable City Project Status: The City is currently in negotiation with several developers for the construction of affordable housing. Department: - Account No. 210.800.815.815 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program Aft f The Heart of Southern California Wine Country 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 13,471,940 13,471,940 Total Expenditures 1 13,471,940 13,471,940 Source of Funds: RDA Bond Proceeds 1 1 13,471,940 1 13,471,940 Total Funding I -I - 13,471,940 -1 13,471,940 Future Operating & Maintenance Costs: Total Operating Costs 111-91 Adk f The Heart of Southern California Wine Country VINE CREEK AFFORDABLE HOUSING PROJECT SARDA Project Project Description: A Disposition and Development Agreement (DDA) for Vine Creek Apartments, a 100% affordable, 60 unit development, was approved by the City Council in June 2019. The City pledged to contribute $2.71 million towards the project, including $698,281 in a deferred fee loan, $1,301,719 permanent loan, and $710,000 purchase loan. The Deferred Fee Loan of $698,281 consists of deferred Development Impact Fees (DIF), Quimby fees, permit fees, Public Works fees, and Fire fees for the Project, locked in at 2018-19 amounts. The Permanent Loan is limited to funds received by the City from Supplemental Educational Revenue Augmentation Fund (SERAF) Repayments, which have recently been approved by the State Department of Finance as part of the Recognized Obligation Payment Schedule (ROPS) for the Successor Agency to the Redevelopment Agency. If the SERAF Repayments received by the City during FY 2019-20 and 2020-21 total less than $1,301,719, then the amount to the Developer will be reduced to the actual repayment amount. The Purchase Money Loan of $710,000 reflects the purchase price of the Real Property to be paid by the Developer to the City. Benefit: Upon completion, the City will have an additional 60 affordable housing units, all of which will be at 60% of the area median income (AMI) or lower. Core Value: Economic Prosperity Project Status: The developer is currently applying for additional funding through the State of California. Department: Community Development - Account No. 210.800.815.820 Level: I City of Temecula Fiscal Years 2021-25 Capital Improvement Program Alk R The Heart of Southern California Wine Country 2020-21 Prior Years 2019-20 Proposed 2021-22 2022-23 2023-24 2024-25 Total Project Project Cost: Actuals Adjusted Budget Projected Projected Projected Projected Cost Construction 2,710,000 2,710,000 Total Expenditures I - - 2,710,000 - 2,710,000 Source of Funds: Affordable Housing 1 I 2,710,000 1 2,710,000 Total Funding I -I - 2,710,000 -I 2,710,000 Future Operating & Maintenance Costs: Total Operating Costs FUTURE YEARS PROJECTS Project Title CIRCULATION Cherry Street Extension Diaz Road to Jefferson Avenue La Paz Street Widening from Ynez Road to Temecula Parkway Pauba Road Improvements - east of Margarita Road on the north side Rainbow Canyon Road Widening from Pechanga Parkway to City Limit Rancho California Road East of Meadows Parkway Rancho Way Extension from Diaz to Margarita Road Temecula Creek Crossing Ynez Road Widening from Tierra Vista Road to Rancho Vista Road INFRASTRUCTURE/OTHER Corporate Meeting and Event Space Fire Station 92 and 95 Bay Door Replacement Pedestrian and Bicycle Bridge Overcrossing into Old Town Old Town Gymnasium Southside Branch Library Southside Recreation Center PARKS and RECREATION Ronald Reagan Sports Park North/South Fields Back Stops, Dugout, and Parking Lot with Trash Enclosures Ronald Reagan Sports Park Upper Soccer Paving and Materials/Equipment Storaqe Bays Sports Complex - Joint Use (Riverside County Flood Control District) Ynez Road and Overland Landscaping Vail Ranch Park Site D City of Temecula Fiscal Years 2021-25 Capital Improvement Program Department Estimated* Project Cost Public Works 11,180,000 Public Works 2,500,000 Public Works 130,000 Public Works 8,000,000 Public Works 470,000 Public Works 28,337,000 Public Works 16,777,300 Public Works 580,000 $ 67,974,300 Community Services 625,000 Fire Services 200,000 Planning 1,890,000 Community Services 4,630,000 Community Services 6,640,000 Community Services 4,500,000 $ 18,485,000 Community Services 857,000 Community Services 481,250 Community Services 8,250,000 Community Services 200,000 Community Services 1,843,000 $ 11,631,250 *Estimates are planning level at the time the project was reviewed and they do not account for inflation and economic conditions 165 City of Temecula Fiscal Years 2021-25 Capital Improvement Program GLOSSARY OF TERMS Abatement — Abatement usually applies to tax levies, special assessments, and service charges. Accounting System — The methods and records established to identify, assemble, analyze, classify, record, and report a government's transactions and to maintain accountability for the related assets and liabilities. Adoption — Formal action by the City Council that sets the spending limits for the fiscal year. Appropriation — A legal authorization granted by the City Council to make expenditures and incur obligations for specific purposes. Americans with Disabilities Act of 1990 (ADA) — A federal law providing for a wide range of protection to individuals which directly benefit District members. Assessment District — A separate local government agency formed to provide specific local public improvements that directly benefit District members. Audit — A systematic collection of the sufficient, competent evidential matter needed to attest to fairness of management's assertions in the financial statements or to evaluate whether management has efficiently and effectively carried out its responsibilities. 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 — Construction or major repair of City buildings, infrastructure, and facilities such as streets, roads, highways, bridges, curbs, gutters, sidewalks, storm drains, traffic signals, streetlights, gas and water distribution facilities, and parks. Capital Improvement Program (CIP)—Annual appropriations in the City's budget for capital purposes such as street improvements, building construction, and park improvements. Capital Expenditures — Expenditures resulting in the acquisition of or addition to the government's general fixed assets having a unit cost of $5,000 or more and a useful life of greater than one year. Infrastructure assets of $100,000 or more are also recorded capital expenditures. Capital Outlay — Expenditures which qualify as capital costs according to accounting standards. This includes furniture, fixtures, machinery, equipment, and other relatively minor fixed assets. Capital Project — A specific undertaking involving the procurement, construction or installation of facilities and related equipment which improves, preserves, enhances, or modernizes the City's provision of municipal services, has a long-term useful life, and for which costs exceed $30,000. 167 City of Temecula Fiscal Years 2021-25 Capital Improvement Program GLOSSARY OF TERMS (continued) Construction Engineering — Engineering work during the construction process that ensures projects are constructed in accordance with design parameters and specifications. The primary construction engineering functions are construction inspections, laboratory services, field surveys and design plan updates or interpretations. Contingency — A budgetary reserve set -aside for emergency or unanticipated expenditures. Contractual Services — Contracts for professional services. Core Value: The Quality of Life Master Plan (QLMP) provides the framework for the City's Strategic Budgeting activities. The City Council has set priorities and guided staff in developing six (6) Core Values upon which to focus time and resources (as identified in the QLMP). These areas include: 1. Healthy and Livable City 2. Economic Prosperity 3. A Safe and Prepared Community 4. A Sustainable City 5. Transportation Mobility and Connectivity 6. Accountable and Responsive City Government Department — An organizational unit comprised of programs and program managers. A single director manages each department. Encumbrances — An amount of money committed for the payment of goods and services not yet received or paid for. Expenditures — Decreases in net current assets. Fiscal Year — The period designated by the City signifying the beginning and ending period for recording financial transactions. The City of Temecula has a fiscal year of July 1 through June 30. Fund — An accounting entity with a set of self -balancing accounts recording revenues and expenditures and transactions for specific activities. Fund Balance — The difference between the assets (revenues and other resources) and liabilities (expenditures incurred or committed to) for a particular fund. Future Years — The intent of the future period is to project out to ten (10) years, projects that are anticipated by staff and the City Council that will ultimately have a very large impact on the City and surrounding area. 168 City of Temecula Fiscal Years 2021-25 Capital Improvement Program GLOSSARY OF TERMS (continued) General Fund — Accounts for tax and other general fund revenues (e.g., sales taxes, property taxes, fines and forfeitures, investment interest, etc.) and records the transactions of general governmental services (e.g., police, fire, library, parks and recreation, public service, etc.). Goals — The desired result of accomplishments within a given time frame, usually a fiscal year. Grants — Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose. Objectives — The necessary steps to achieve a desired goal. Operations & Maintenance — Office supplies and other materials used in the normal operations of City departments. Includes items such as books, maintenance materials, and contractual services. Organization —A unit of operation having specific responsibilities and duties and collectively form an Agency. The terms organization and division is used interchangeably throughout the budget document (i.e., Accounting Organization, Traffic Division, etc.). Resources — Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances. Revenues — The yield of taxes and other sources of income that a governmental unit collects and receives for public use. 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. 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; nor does the term include charges for services rendered only to those paying such charges (i.e., sewer service charges). Transfers In/Out— Payments from one fund to another fund primarily for work or services provided. Unspecified — Funds that have not been identified for various proposed projects. 169 Dui F own fmiv Aq �' .� f . _ • t r - At � t A- ...\ , �. ti - ti 7 r ..r v ``� �. .\• � '� 1. • �ti� S � "IRS Fiscal Year 2020-2021 ANNUAL OPERATING BUDGET Fiscal Year 2020-21 City Council James "Stew" Stewart, Mayor Maryann Edwards, Mayor Pro Tern Mike Naggar, Council Member Matt Rahn, Council Member Zak Schwank, Council Member City of Temecula City Management Aaron Adams, City Manager Greg Butler, Assistant City Manager City of Temecula 41000 Main Street Temecula, California 92590 (951) 694-6430 TemeculaCA.gov Dui F The Hart of 5c.Iha C.hf.,m Vine Ce tq TABLE OF CONTENTS INTRODUCTION City of Temecula Fiscal Year 2020-21 Annual Operating Budget Transmittal Message ------------------------------------------------------------------------------------------------ 7 Directory------------------------------------------------------------------------------------------------------------- 20 City Organizational Chart---------------------------------------------------------------------------------------- 21 Mission and Value Statements--------------------------------------------------------------------------------- 22 Citywide Long Term Goals--------------------------------------------------------------------------------------- 23 Government Finance Officers Association (GFOA) Award------------------------------------------------ 25 California Society of Municipal Finance Officers (CSMFO) Award -------------------------------------- 26 City of Temecula at a Glance------------------------------------------------------------------------------------ 27 BUDGET GUIDE Understanding the Budget Document------------------------------------------------------------------------ 29 Budgetary Fund Structure--------------------------------------------------------------------------------------- 31 Descriptionof Funds---------------------------------------------------------------------------------------------- 33 Funds and Departments------------------------------------------------------------------------------------------ 38 Funding Sources by Department------------------------------------------------------------------------------- 39 BudgetProcess----------------------------------------------------------------------------------------------------- 40 BudgetCalendar--------------------------------------------------------------------------------------------------- 43 FIVE-YEAR FORECAST Long Range Financial Projection-------------------------------------------------------------------------------- 45 Five -Year Financial Projection — General Fund-------------------------------------------------------------- 47 Five -Year Revenue Projection — General Fund------------------------------------------------------------- 49 Five -Year Expenditure Projection — General Fund ---------------------------------------------------- 51 Five -Year Financial Projection — Measure S Fund-------------------------------------------------------54 Five -Year Financial Projection —Temecula Community Services District Fund---------------------57 Annual Operating Budget 3 The Hart of 5c.Ih— C.hf.,- w- C—tq City of Temecula Fiscal Year 2020-21 Annual Operating Budget TABLE OF CONTENTS (continued) FINANCIAL SUMMARIES FundBalance Summary----------------------------------------------------------------------------------------59 General Fund: Revenues by Source----------------------------------------------------------------------------------- 61 RevenueDetail-------------------------------------------------------------------------------------------62 FundSummaries-----------------------------------------------------------------------------------------64 Measure S Fund: FundSummaries----------------------------------------------------------------------------------------66 Special Revenue and Debt Service Funds: RevenueDetail----------------------------------------------------------------------------------------- 68 FundSummaries -------------------------------------------------------------------------------------------------- 71 Temecula Community Services District (TCSD): Revenue by Source--------------------------------------------------------------------------------------89 RevenueDetail-------------------------------------------------------------------------------------------90 FundSummaries-----------------------------------------------------------------------------------------94 Successor Agency to the Temecula Redevelopment Agency (SARDA): FundSummary----------------------------------------------------------------------------------------104 Internal Service Funds: RevenueDetail----------------------------------------------------------------------------------------106 FundSummaries--------------------------------------------------------------------------------------108 DEPARTMENTAL INFORMATION CityCouncil-------------------------------------------------------------------------------------------------------- 118 CityManager------------------------------------------------------------------------------------------------------ 125 CityClerk ------------------------------------------------------------------------------------------------------------ 135 CityAttorney------------------------------------------------------------------------------------------------------ 139 FinanceDepartment--------------------------------------------------------------------------------------------141 HumanResources ------------------------------------------------------------------------------------------------- 148 Community Development Department---------------------------------------------------------------------159 Public Works Department--------------------------------------------------------------------------------------184 PoliceDepartment----------------------------------------------------------------------------------------------- 211 FireDepartment--------------------------------------------------------------------------------------------------224 Annual Operating Budget 4 jCity of Temecula C Fiscal Year 2020-21 The Heart cf 5c.Ih—C.hf.,- Annual Operating Budget Vine C—tq TABLE OF CONTENTS (continued) Temecula Community Services District--------------------------------------------------------------------- 233 InternalService Funds-------------------------------------------------------------------------------------------253 CAPITAL IMPROVEMENT PROGRAM Capital Improvement Program Summary------------------------------------------------------------------ 269 Description of CIP Revenue Sources---------------------------------------------------------------------- 272 Projected CIP Revenue Summary-------------------------------------------------------------------------- 276 CIP Expenditure Summary ----------------------------------------------------------------------------------- 282 CIP Project Summary by Funding Source--------------------------------------------------------------- 282 CIP Future Years Projects--------------------------------------------------------------------------------------277 Annual Operating and Maintenance Costs - Capital Improvement Program-----------------------279 BUDGET POLICIES General Financial Policies--------------------------------------------------------------------------------------- 301 APPENDICES Appendix A - Personnel Summary of Changes in Authorized Positions, Personnel and Benefit Costs ------------- 353 Schedule of Authorized Positions------------------------------------------------------------------355 Schedule of Changes in Allocated Positions ------------------------------------------------------ 359 Summary of Budgeted Positions --------------------------------------------------------------------- 367 Appendix B — Supplemental Information LocatorMap--------------------------------------------------------------------------------------------- 369 Community Profile and Demographics------------------------------------------------------------ 370 Summary of Interfund Transfers --------------------------------------------------------------------- 373 GANN Appropriations Limit -------------------------------------------------------------------------- 374 Assessed and Estimated Actual Value of Taxable Property ---------------------------------- 375 Summary of Federal Grant Expenditures --------------------------------------------------------- 376 LegalDebt Margin --------------------------------------------------------------------------------------- 377 Annual Operating Budget 5 Alk The Heart of Saueh�aff w". (o--y City of Temecula Fiscal Year 2020-21 Annual Operating Budget TABLE OF CONTENTS (continued) Debt Obligations ------------------------------------------------ Summary of Construction and Property Values--------- Summaryof Property Tax Rates ----------------------------- Principal Secured Property Owners ------------------------ Computation of Direct and Overlapping Bonded Debt Largest Employers by Number of Employees------------ ComparativeCity Information -------------------------------- Appendix C — Glossary/Index Glossary of Acronyms ----------------------------------------- Glossary of Terms ---------------------------------------------- ----- 378 ----- 379 ----- 380 ----- 381 ----- 382 ----- 384 ----- 385 ----------- 387 ----------- 390 Annual Operating Budget 6 A]& Q The Heart of southern California Wine Country May 21, 2020 The Honorable Mayor and Members of the City Council: City of Temecula Fiscal Year 2020-21 Annual Operating Budget I am pleased to submit the Proposed Annual Operating Budget for the Fiscal Year 2020-21. 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 2020-21 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. Given the unprecedented circumstances brought on by the COVID-19 novel coronavirus pandemic and the associated stay-at-home orders, the City's revenue sources have been significantly impacted, as you will read below. As such, a comprehensive review and analysis of all Operating and Capital expenditures has been completed and the Proposed Annual Operating and Capital Budgets reflect the necessary reductions to maintain fiscal solvency over the ensuing five-year forecast period. It is anticipated that the Operating and Capital budget projections will be revisited with the City Council in the October time -frame, as staff learns more information regarding the true impact of the pandemic. CITY OF TEMECULA PROFILE The City of Temecula is a dynamic community comprised of approximately 111,970 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 27,979 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. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 FA City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern Califarma Wine Gauntry 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. ECONOMIC INDICATORS The City of Temecula has experienced steady economic growth over the past year, as illustrated by the indicators discussed below. • Estimated Population: 111,970 down 1.7% from 2019 (Source: State Department of Finance) • Median Age: 35.5 years old, up 0.2 from 2019 (source:Claritas36oReport— to-2-19) • Number of Households: 36,203, up 0.5% from 2019 (Source: claritas36oReport— to-2-19) • Average Household Income: $128,557, up 10.4% from 2019 (source:claritas36oReport— to-2-19) • March Median Home Price: $500,000, up 5%from March 2019 (Source: Southwest Riverside County Association of Realtors) • Number of Jobs: 52,900, down 5.0% from 2019 (Source: EDD) • March Unemployment Rate: Temecula: 4.2% (up from 3% in March 2019), Riverside County: 5.3%, CA: 5.6%, Nation: 4.4% (source: EDD & BLS) As the pandemic's impact on the workforce continues, it is anticipated the unemployment rates will continue to rise over the coming months. IMPACTS OF STATE/COUNTY LEGISLATION A number of legislative changes are being considered, which could have profound fiscal impacts on the City, including: ➢ California State Governor Executive Order N-33-20 (COVID-19) On March 19, 2020, the California State Governor issued Executive Order N-33-20, requiring a statewide Shelter -In -Place order as a result of the rapidly spreading COVID-19 coronavirus. Subsequent to this order, the Governor authorized small business taxpayers to take advantage of a payment plan for sales tax payments, up to $50,000, applicable COVID-19 Impact to City Revenue Sources to sales and use tax liabilities. The FY19-20 FY20-21 combination of these two orders, Sales Tax (6,612,629) (5,686,237) has had a significant impact on Measure S Tax (5,279,316) (346,571) several City revenue sources, as Transient Occupancy Tax (816,822) (570,441) businesses have shut down, hotels Gas Tax (343,516) (521,795) RMRA Revenue (137,869) (322,472) have closed and tax -payers are Property Tax (278,528) (656,098) required to stay at home. The TCSD Program Revenue (824,330) - impacts of this global pandemic are Other General Fund Revenue 108,625 248,256 still in the early stages, and will have Total Revenue Imoact 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 s Q The Heari of Southern Califarma Wine Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget far-reaching economic impacts as time goes on. The ensuing Operating and Capital Budgets have reflected the anticipate revenue reductions and the corresponding expenditure budget reductions necessary to balance all funds over the five-year forecast period. ➢ State of California Housing Bills In 2017, 2018 and 2020, the State adopted numerous housing related bills designed to increase the supply of housing in California, including the number of affordable homes. 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, and other state sources. 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. 2020-21 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. OBJECTIVES AND PERFORMANCE MEASURES The budget document includes the operational objectives for completion in Fiscal Year 2020-21 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. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 9 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Souciiern California Wine Coumry GENERAL FUND ANALYSIS The General Fund Forecast over the coming five years has been significantly impacted by the COVID-19 pandemic, with a decline in tax revenue of nearly $15 million in Fiscal Year 2019-20 and 2020-21 alone. It is anticipated that economic recovery will begin slowly in Fiscal Year 2020-21, as consumer confidence returns. For the ensuing five-year period, the General Fund is balanced, with its Reserve for Economic Uncertainty fully -funded in all five years, however a portion of the Secondary Reserve must be utilized to offset the loss in revenue due to the pandemic. As illustrated below, in response to the dramatic decline in General Fund Revenues, the usage of Unassigned Fund Balance and Secondary Reserves are necessary in order to remain fiscally solvent throughout the ensuing five-year period. Ending Fund Balance for Fiscal Year 2020-21 is projected to be $19,737,613. While the target level of Reserves is 25% of Expenditures, or $19,389,865, Reserves will fall slightly short with a total $18,559,652, or 23.9% of Operating Expenditures. A total of $377,961 of fund balance is committed to cover the costs of a Police Officer position funded by the Pechanga Tribe, plus $800,000 is assigned to future Capital Improvement Projects. 100,000,000 95,000,000 90,000,000 85,000,000 00,00o,000 75,OW,000 70,000,000 65,000,000 60,000,000 55,000,000 General Fund 5-Year Projections Revenues over Expenditures Expenditures —Revenues General Fund Revenue Highlights Fiscal Year 2019-20 General Fund Operating Revenue is projected to decrease by 12%, or $8.7 million, from the prior fiscal year due to the economic impacts of the COVID-19 pandemic. The majority of the reduction is occurring in Sales Tax (18%, or $6.7 million) and Transient Occupancy Tax (19%, or $646,556). Fiscal Year 2020-21 General Fund Operating Revenue is projected to increase 1.5%, or $971,090 over Fiscal Year 2019-20, as the economy is expected to begin rebounding in the Fall of 2020. Although revenue growth is projected, Operating Revenue remains $7.7 million below pre-COVID levels, creating an increased reliance on Measure S transfers to augment General Fund Revenue. In addition to Measure S funding 11 additional police officers, and staffing at Fire Station 95, as has occurred in prior years, an additional $3 million transfer is required to supplement General Fund revenue due to the impact of the pandemic. To balance the General Fund over the ensuing five-year period and maintain the Reserve for Economic Uncertainty, an increased level of Measure S transfers to the General Fund will continue until Sales Tax, and other revenue sources recover from the economic downturn. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 10 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern Califarma Wine Country The Fiscal Year 2020-21 General Fund major revenue sources are summarized below: • Sales Tax ($33,054,736) is projected to increase by 5.4% compared to the prior fiscal year as retail establishments are allowed to reopen once the pandemic is contained. • Property Tax ($8,379,137) is projected to decrease by 1.3%, due primarily to the anticipated decline in home sales activity and supplemental property taxes. Because the City of Temecula participates in the Teeter program with Riverside County, the City receives the full amount of property taxes assessed as opposed to paid by the property owner. In the event of late payment, the County receives all penalties and interest accrued on the delinquent tax payment. • Franchise Fees ($3,381,908) are projected to increase 2.7% due to anticipated increases in utility rates charged for electricity, gas, and cable services. • Transient Occupancy Tax ($3,181,349) is projected to increase by 15.1%, as the hospitality sector was heavily impacted by the COVID-19 pandemic. With an anticipated rebounding of the economy in the Fall of 2020 combined with the recovery campaign launched by the Temecula visitors' bureau (Visit Temecula Valley), Transient Occupancy Tax revenue is expected to increase as tourism and travel is permitted once again. • Licenses, Permits & Service Charges ($3,913,915) are projected to decrease by 26.1% due to less development activity projected compared to the prior year, as the Roripaugh Ranch, Phase II development (Sommer's Bend) experienced a high-level of permit activity in FY2019-20. Intergovernmental Revenues ($8,800,736) are projected to increase by 3.7% due to the Fiscal Year 202fl-21 General Fund Re►renue Prop. Tax in Lieu of VLF Franchise Fees 12 4% TOT Property Tax 41% 11% Measure C 2% Licenses/Permits s% Measure S in 12% Sales Tax —Transfers 41% 3% Other +Reimbursements 2% 4% Increases expected In Property Tax In Lieu of Vehicle License Fees which is driven by property value assessments within the City. Operating Transfers In ($2,590,599) are projected to decrease by 4.4%. Transfers In 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 $2,418,092 to be spent on street and road maintenance, which is a decrease of 4.8% as a result of the decline in gasoline sales due to the stay-at-home orders related to the pandemic. The Supplemental Law Enforcement Services Fund is anticipated to transfer $172,507 to supplement the Police Department budget. Operating Transfers In - Measure S ($8,944,780) will continue to fund 11 Police Officers, staffing for Fire Station No. 95 plus an additional $3 million to help offset the impact to General Fund Operating Revenues. General Fund Expenditure Highlights To respond to the reductions in General Fund revenues, a thorough review of Departmental Operating budgets was conducted as part of the Annual Operating Budget. Each Department prioritized their operational needs and modified their requests accordingly. In addition to Departmental operating 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 is City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern California Wine Country reductions, a number of budgetary reduction measures are also reflected in the Fiscal Year 2020-21 Operating Budget, necessary to balance the General Fund, including: • Deferral of adding Sworn Police officers, to maintain ratio to population growth • Reduce contributions to the Workers' Compensation Fund, as adequate reserves exist in this fund to address potential claims • Eliminate all Departmental training budgets • Defer hiring of 4 vacant positions • Reduce additional contributions to Retiree Medical Trust and meet minimum payment level only • Defer/reduce contributions to Asset Replacement Funds (i.e. Fleet, Technology, Facilities) The largest expenditure of the General Fund is Public Safety, which has grown from 58% of total expenditures in the prior fiscal year to 60% in Fiscal Year 2020-21, due to the reductions in the non -safety departments. In accordance with the Measure S ballot language and City Council appropriation guidelines, the City has invested heavily in Public Safety over the past several years and continues to hold Public Safety as its highest priority. A total of $9.1 million, or 38%, of Measure S revenue is dedicated to Public Safety expenditures for Fiscal Year 2020-21 including the funding of the following: • Eleven Sworn Police Officers ($3.9 million) • Fire Station No. 95 Staffing ($1.8 million) • The operations and maintenance of the Citywide Surveillance Camera system ($260,000) • An additional $3 million to augment General Fund Operating Revenue necessary to balance the General Fund and preserve the Reserve for Economic Uncertainty 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 Expenditures 19% totals $77,559,458, which MW Fire 13% represents a 0.3% increase over Administrative the prior fiscal year. The 13% majority of the increase is reflected in the two Public Safety departments, as noted below: • Police ($36,239,386) is increasing by 7.8% over the prior year, due to a projected 6% increase in the contract rates charged by the County to account for increased CalPERS pension costs and labor increases resulting from union negotiations. The prior fiscal year expenditures included a $550,000 reduction due to vacancies and a more favorable contract rate than originally budgeted, creating a higher percentage increase in Fiscal Year 2020-21. • Fire ($10,223,828) is decreasing by 0.6% due to the deferral of the contribution to the Fleet Asset Management fund, slightly offset by the 1.5% anticipated increase in the contract rates 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 `V, City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern California Wine Cauntry charged by CalFire and Riverside County. The Total Fire Contract of $18.3 million is reduced by the Structural Fire Tax Credit of $8.8 million. • Non -Safety Departments ($29,908,716) which represents a 4.8%, or $1.5 million decrease from the prior year, due to the necessary budget reduction measures as a result of the COVID- 19 pandemic's impact on General Fund revenues. • Non -Departmental ($1,187,529) reflects a 29.4% decrease due to the reduction to the amount deposited into the Retiree Medical Contribution. In prior years, the deposit exceeded the required amount in order to improve the City's funded -status of this trust fund and reduce future years' required contributions. For Fiscal Year 2020-21, the trust contribution will match the required amount, as determined by an independent actuary. Operating Transfers Out & One -Time Payments This category of expenditures reflects funds that are transferred to the Debt Service Funds. A total of $2,077,767 will be transferred to the Debt Service Fund for the annual Civic Center Lease payment, and $555,808 for the Debt Service on the Margarita Recreation Center renovation. Fund Balance & Reserves As noted above, the Ending Fund Balance, as of June 30, 2021 is projected to be $19,737,613, with the Reserve for Economic Uncertainty fully funded at $15,511,892, which represents 20% of General Fund Expenditures. The Secondary Reserve will fall slightly below the target of 5% of Operating Expenditures, with a balance of $3,047,761. MEASURE S FUND With the approval of a one -cent transactions and use tax measure in November 2016, the Measure S Fund was established to account for this new revenue source and enhance budgetary accountability. Fiscal Year 2020-21 Measure S revenue has also been negatively impact by the economic downturn caused by the global pandemic. It is anticipated that Measure S Revenue, in Fiscal Year 2019-20 will decline by nearly $5.3 million as a result of the closures of retail establishments. As mentioned previously, the General Fund's reliance on Measure S will increase until Sales Tax and other General Fund revenues rebound. As such, the proportion of Measure S revenue dedicated to maintain Public Safety and General Services within the General Fund will be higher than in prior years. Measure S Funds available for Capital Improvement Program projects has decreased as a result of the shift of funds to balance the General Fund. Measure S - FY20-21 Appropriations $23,868,244 General Services $9,298,488 39 % Asset Nlgmt $ 5(0,000 2% 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 13 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern Califarma Wine Gauntry Measure S appropriations for Fiscal Year 2020-21 reflect the following: Public Safety (38%) The Proposed Budget includes $9,123,884 of Measure S funding dedicated to Public Safety, for the continued funding of 11 Sworn Police Officers and Fire staffing for Fire Station No. 95 which opened January 1, 2018. Additionally, Measure S will contribute $3 million to the General Fund to help offset the reduction in Operating Revenues. Asset Management/Investment (2%) 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. Over the past four years, a significant level of funding has been deposited in the City's Asset Replacement Funds. However, due to the economic downturn, it is recommended that these annual contributions be redirected to fund the operations of the General Fund during the downturn. The Facilities Replacement Fund, however, has a smaller fund balance and therefore a $500,000 contribution to this fund is included in the Fiscal Year 2020-21 Budget. Capital Improvement Program (21%) The Proposed Budget includes $4,945,872 of Measure S revenue allocated to fund 15 separate CIP projects for Fiscal Year 2020.21. 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 FY2020-21 include: • Cherry Street Extension and Murrieta Creek Low -Flow Crossing - $424,300 to provide funding for an extension of Cherry Street from Adams Avenue to Diaz Road. • French Valley Parkway/1-15 Improvements -Phase II - $1,865,640 — to augment the $50 million Federal INFRA grant to construct this highly anticipated project. • Mary Phillips Senior Center Enhancement and Renovation - $30,000 to augment $400,000 in CDBG funding to provide a renovation of the heavily utilized Senior Center. • Ronald Reagan Sports Park Restroom Expansion and Renovation - $395,000 to complete the construction of the restroom expansion and snack bar facility. • Santa Gertrudis Creek Phase II — Margarita Under -Crossing - $382,464 to augment Senate Bill 1 funding for the design and construction of the under -crossing in Santa Gertrudis Creek at Margarita Road. • Traffic Signal Installation — Citywide - $375,000 to install or modify traffic signals throughout the City. General Services (39%) 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 - $8,297,243 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 14 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern Califarma Wine Coumly • Library contribution - $847,181 • Service Level B — Residential Streetlights - $73,168 • Enhanced Custodial Services - $80,896 The Ending Fund Balance within the Measure S Fund is projected to be $4,325,723, 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 fifteen Special Revenue Funds. The major Special Revenue funds are highlighted below. Fund 100 - Gas Tax: Gas Tax revenue is projected to be $2,418,092, which reflects a decrease of 4.6% due to reduced volumes of gasoline sales over the prior year, as a result of the stay-at-home orders related to the COVID-19 pandemic. 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 $1,827,342 for FY2020-21, 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 for FY2020-21 has been deferred as part of budget reduction efforts in response to the economic downturn caused by the COVID- 19 pandemic. Fund 105 — NPDES In Lieu Fees Fund: This fund was established in FY2019-20 to account for the collection of In Lieu fees associated with the National Pollutant Discharge Elimination System (NPDES). Revenue is received as private development subject to NPDES requirements occur. There is no revenue anticipated to be received in FY2020-21. Fund 106 — Jefferson Street In Lieu Fees Fund: This fund was established in FY2019-20 in conjunction with the adoption of the Uptown Temecula Specific Plan New Streets In Lieu Fee. Developers within the Specific Plan who cannot build new streets will be charged the In Lieu Fee. For FY2020-21, a new hotel development is anticipated to contribute $222,718 of In Lieu Fees into this fund. Fund 120 — Development Impact Fees: DIF revenue is projected to be $4,755,870, which reflects an increase of 20%. 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 $220,219, which will be spent on various technology equipment used to support the 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 15 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern Califarma Wine Gauntry broadcast of City Council meetings and events. Expenditures for FY2020-21 are suspended, as a budget reduction measure related to the COVID-19 pandemic. Fund 140 — Community Development Block Grant (CDBG): CDBG revenue is projected to be $559,063, which reflects the reimbursement for operations and Capital projects expected to be completed during the fiscal year. Fund 165—Affordable Housing Fund: The Affordable Housing Fund reflects the housing -related activities of the former Temecula Redevelopment Agency. Total Revenue for FY2020-21 of $340,100 includes the State Department of Finance allocation of $250,000 designated for the administration of the wind down of Redevelopment obligations. The fund received a $1.3 million one-time revenue in FY2019-20 as a result of the refinancing of an affordable housing development project. Fund 170— Measure A: Measure A revenue is projected to be $2,818,800, which reflects a 6.1% decrease from the prior year, due to the economic impact of the COVID-19 pandemic. 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 $1,085,602, which covers the cost of administering the City's liability and property insurance programs. The projected Fund Balance is $738,524, which exceeds the desired balance of $450,000. Fund 305 — Workers' Compensation: Projected expenses total $258,309, which covers the cost of administering the City's self -insured Workers' Compensation program. The projected Fund Balance is $1,862,227, which exceeds the desired balance of $1.5 million. As such, and for budget reduction purposes, Workers' Compensation charges to departments was suspended for FY2020-21. Fund 310 — Vehicles and Equipment: Projected expenses total $134,000 to replace a utility trailer for Public Works and a Medic Squad for the Fire Department, as the existing equipment has reached the end of their useful life. The projected Fund Balance is $3,285,627. Fund 320 — Information Technology: Projected expenses total $4,448,202, which provides for the management of the City's computer and telephone systems. The projected Fund Balance is $684,011. Fund 325 — Technology Replacement: Projected expenses for FY2020-21 have been deferred, as part of budget reduction measures related to the COVID-19 economic impact. The projected Fund Balance is $827,755. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 16 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Southern California Wine Country Fund 330 — Support Services: Projected expenses total $376,769, which provides for the management of the City's central receptionist, printing and mail activities. The projected Fund Balance is $10,008. Fund 335 — Support Services Replacement: Projected expenses for FY2020-21 have been deferred, as part of budget reduction measures related to the COVID-19 economic impact. The projected Fund Balance is $431,315. Fund 340 — Facilities: Projected expenses total $1,338,520, which provide for the operations and maintenance of the City's buildings and parking structure. The projected Fund Balance is $576,669. Fund 350 — Facility Replacement: Projected expenses total $315,000, which provide for the replacement of equipment, systems and fixtures within City -owned facilities. The projected Fund Balance is $691,127. SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) Fund 380 — SARDA: Projected expenses total $5,903,653, which reflects a decrease of $1,626,668, due mostly to the deferral of the $750,000 contribution to a capital project, and the elimination of an Owner Participation Agreement payment for property tax increment. Debt Service expenditures are in accordance with the debt service schedule on the outstanding 2017A and 2017E 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 $24,888,200, which reflects an increase of 3.3% 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 inflationary rate increases per the franchise agreement with CR&R. Combined expenditures total $24,940,900, which reflects an increase of 0.8% due to higher costs in the TCSD Operations Fund as a result of the anticipated re -hiring of laid -off part- time/seasonal staffing who were separated from employment in TCSD Per Capita Funding March 2020 due to the COVID-19 $zso 00 pandemic. Expenditures in Service $Zao.nn Level B — Street Lights are projected s20000 to decrease due to the acquisition of $160.00 the street light network from $170.00 Southern California Edison and the $800 subsequent conversion to LED bulbs, W,00 savings. MG-27 FY17-18 rYims FYIS-20 rY20.21 ■ SPecial Ta% ■ TCSD Funding As noted in the adjacent chart, TCSD's Special Tax (Measure C) funds approximately 32% of the District's Parks and Recreation budget. The remaining 68% comes from Measure S and programmatic revenues. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 WA Q The Heari of Southern Califarma Wine Country CAPITAL IMPROVEMENT PROGRAM (CIP) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 2021-25 CIP includes 83 separate projects with total project costs estimated at $623,476,187, as outlined in the table below. Revenue from various identified sources for the Five -Year Capital Improvement Program is projected to be $514,075,560. This amount includes a $50 million INFRA grant to fund the French Valley Parkway Phase II project. The City of Temecula's CIP is a project planning and delivery document which includes several projects with unidentified funding sources in the third, fourth, and fifth years of the five-year program, totaling $109,400,627. 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 Circulation 25 $506,852,861 Infrastructure 40 74,490,211 Parks and Recreation 16 25,951,175 SARDA/ Housing • 2 16,181,940 2020-21 AUTHORIZED STAFFING Total authorized Full Time Equivalent (FTE) positions total 172.95 authorized positions, which reflects a decrease of 3.5 positions compared to the prior year. Two of the authorized positions were added in FY2019-20 to assist with public outreach related to the COVID-19 pandemic. A total of 3 vacant positions are currently on hold, until such time as the City recoups adequate resources to fund these positions. The affected positions include the following: • Accounting Support Supervisor (Finance Department) • Engineering Technician I (Public Works Department) • Community Services Specialist I (TCSD) In addition, two positions related to the rehabilitation of the Margarita Recreation Center are unfunded until the facility is complete and open for operation and one position in the Finance department has been reassigned on a limited -term basis to implement the conversion to the City's new financial system. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 18 City of Temecula Fiscal Year 2020-21 R Annual Operating Budget The Heari of Souciiern California Wine Country Total Authorized Positions total 172.95 remains below the peak in 2007-08 by 37.8 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 FY2020-21, an estimated 59.5 full- time equivalent (FTE) will be hired as seasonal and part-time support. City of Temecula Authorized Positions 25D.0 210.8 208.8 197.0 197.0 195.0 20" 168.x 171.7 176,5173.0 160.E 160.0 158.0 1582 1582 15" 100A 5" Public Safety personnel is supplied through contracts with Riverside County and Cal Fire. 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 FY2020-21. CONCLUSION In conclusion, the City of Temecula has been significantly impact by the COVID-19 pandemic, with the loss of over $15 million in several major revenue sources. In response to this economic situation, I'm proud to say that the City's Executive Team has shown great leadership in prioritizing their operational needs and submitted responsive budgetary reductions necessary to balance all funds over the ensuing five-year period. While the City will maintain its Reserve for Economic Uncertainty, it will be necessary to fully expend the General Fund's available fund balance as well as utilize a portion of the City's Secondary Reserve to remain fiscally solvent during these unprecedented economic times. 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 responsive 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; Patricia Hawk, Fiscal Services Manager; and Tina Rivera, Accounting Assistant for their long hours and dedication to the City and this budget process. Sincerely, A,_�_ a��_ — Aaron Adams City Manager 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 19 P4 The H-1 of S-th— Uilornia W ne Cawtry DIRECTORY EXECUTIVE MANAGEMENT: City of Temecula Fiscal Year 2020-21 Annual Operating Budget City Manager...................................................................................... Aaron Adams Assistant City Manager..........................................................................Greg Butler Director of Legislative Affairs/City Clerk .................................................. RandiJohl 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 Director of Human Resources/Risk Management ............................. Isaac Garibay Chiefof Police...................................................................................... Zachary Hall Fire Chief (Interim).................................................................................. Bill Weiser CITY OF TEMECULA BUDGET TEAM: Director of Finance..................................................................... Jennifer Hennessy Fiscal Services Manager....................................................................Rudy Graciano Fiscal Services Manager........................................................................ Tricia Hawk Accounting Assistant.............................................................................. Tina Rivera Annual Operating Budget 20 rk¢ H-1 of Souel-, Cali ." a W— C... tep CITY ORGANIZATIONAL CHART r-ity Attorney Citizens of Temecula City Coun Cil City Manager City of Temecula Fiscal Year 2020-21 Annual Operating Budget Corarnissions i j Crnun ity Loprna1tCity CIer€ m Information Ftrsaraoe Technology/Support Services PuhkicWarks Corr rrunity Services Poll ce/Fim* Humanf�SffLIrCeS i [Contract] Economic Emergency Ueelopment --- ! Management *Police and Fire services are contracted through Riverside County. Annual Operating Budget `I City of Temecula Fiscal Year 2020-21 Annual Operating Budget MISSION STATEMENT The mission of the City of Temecula is to maintain a safe, secure, clean, healthy, and orderly community; to balance the utilization of open space, parks, trail facilities, quality jobs, public transportation, diverse housing, and adequate infrastructure; and to enhance and revitalize historic areas. The City will encourage programs for all age groups, utilize its human resources, and preserve its natural resources while stimulating technology, promoting commerce, and utilizing sound fiscal policy. It is the City Council's resolve that this mission will instill a sense of pride and accomplishment in its citizens and that the City will be known as a progressive, innovative, balanced, and environmentally sensitive community. VALUE STATEMENT irTEAMWORK among all employees EENHANCEMENT of the work environment through open lines of communication MMUTUAL respect of others EEDUCATION of employees and citizens about the operations and accomplishments of the City CCUSTOMER service is our most important product VUNLIMITED potential for continued personal growth and organizational development LLEADERSHIP in local government AASSUMING 100% responsibility for projects and assignments Annual Operating Budget 22 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CITYWIDE LONG TERM GOALS CORE VALUES: The Quality of Life Master Plan (QLMP) provides the framework for the City's Strategic Budgeting activities. The City Council has set priorities and guided staff in developing six (6) core values upon which to focus time and resources (as identified in the QLMP). These areas include: 1. Healthy and Livable City 2. Economic Prosperity 3. A Safe and Prepared Community 4. A Sustainable City 5. Transportation Mobility and Connectivity 6. Accountable and Responsive City Government CITYWIDE LONG TERM GOALS: City of Temecula Executive Staff met during the budget process to develop Citywide Long Term Goals based on the Core Values. These goals serve as a five year roadmap for departments in developing their budgets and Short Term Objectives for the upcoming fiscal year. 1. Healthy and Livable City: • Promote high quality parks and recreation programs and cultural services • Provide signature special events and cultural opportunities • Attract high quality medical facilities • Provide housing for all income types in the community • Maintain a safe and family oriented environment • Foster an "educated community' through a wide variety of opportunities • Maintain the natural beauty of the community 2. Economic Prosperity: • Continue to pursue high quality employment opportunities for Temecula residents • Create a business friendly regulatory environment • Promote a jobs/housing balance • Improve delivery of technology services to attract businesses • Continue to promote the Temecula Valley as a destination • Fill gaps and diversify market sectors that increase sales tax revenue • Retention and expansion of existing businesses 3. A Safe and Prepared Community • Remain within the federal ranking of the top 25 safest cities • Encourage community participation in public safety and emergency preparedness • Promote high quality animal control services • Continue to aggressively mitigate graffiti and vandalism • Utilize social media to keep the community informed and involved • Proactively address traffic improvements • Minimize the impact to life, property, and the environment from natural hazards and emergency situations Annual Operating Budget 23 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CITYWIDE LONG TERM GOALS (continued) 4. A Sustainable City • Continue to reduce solid waste diversion to landfills • Promote and encourage mixed use infill developments along major transportation corridors • Preserve and promote open space • Encourage alternative transportation options • Promote a "walkable" community • Promote energy efficient operations and development • Actively maintain and preserve city assets and infrastructure 5. Transportation Mobility and Connectivity • Utilize effective traffic enforcement, traffic monitoring, and planning processes to ensure the safety of Temecula motorists • Continue to maintain local roads and streets • Connect the city through a series of trails and walkways • Identify a location and develop a multi modal transit center • Connect major commercial districts through circulation improvements 6. Accountable and Responsive City Government • Provide transparency to the public for all government transactions • Foster an organizational structure that aligns resources with demands • Diversify the city's revenue base to ensure stability in any economic climate • Promote community involvement • Maintain overall sound fiscal policies to ensure long term solvency • Provide highly functional and sustainable city facilities and infrastructure SHORT TERM OBJECTIVES: In order to ensure meaningful financial priorities, each department develops Short Term Objectives rooted in the Citywide Long Term Goals and the Core Values. Each Short Term Objective is a department's incremental step toward achieving the overall Citywide Long Term Goals. Within the Departmental Information Section of this budget, each Department provides their Short Term Objectives for the ensuing fiscal year. Annual Operating Budget 24 1� R wal ci Swclx+n i:.liiwn,. wl . C .1.' City of Temecula Fiscal Year 2020-21 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, 2019. 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. 6 GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished u d el P resen to do Award City of Temecula California Fur the Hwoi Year iirgiruiirig July 1, 2019 FzmWive DWWor Annual Operating Budget 25 Heap f Southern C.1if., is W- Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget California Society of Municipal Finance Officers Award California Society of MunicipaCFinance Officers Co ficaze gf 4%m d Operating Budget Excellence Award Fiscal Year 2019-2020 Prezenzed to the Cin, of Temecula For mee,=,- the atteri; esaclizhed to achieve the CSNIFO Fkcellence award to Bad_ena- January 31, 2020 Sme Heide Folaada Rodrigue„ Chair C VFOPresident Recognition Comp=e Dedwazed Excellence vt Municipal Financml Reporting The California Society of Municipal Finance Officers (CSMFO) recognizes those entities with highly professional budget documents with two levels of certificates. The first level is the "Meritorious Budget Award," which requires the entity to meet a very specific list of criteria defined by CSMFO. The second level is the "Operating Budget Excellence Award," which requires that the organization meet even higher criteria which effectively enhances the usability of the document. In preparing the ensuing Fiscal Year budget, staff has once again followed CSMFO's criteria. This document will be submitted to the CSMFO for the Fiscal Year 2020-21 budget award program. Annual Operating Budget 26 Placeholder for Infographic 27 Dui F Alk (3-0Z, ��Ier City of Temecula Fiscal Year 2020-21 Annual Operating Budget UNDERSTANDING THE BUDGET DOCUMENT This budget document provides the public with concise and readable information about City government, and displays the objectives and budget of the City of Temecula for the Fiscal Year 2020-21. The budget document is divided into the following sections: INTRODUCTION The budget document begins with the transmittal letter by the City Manager, which provides an overview of the Fiscal Year 2020-21 Operating Budget by highlighting programs, major projects and changes in revenue and expenditure allocations for the upcoming fiscal year. There is an analysis of the impact of legislation on the City budget, as well as recent economic indicators. The introduction section details Temecula's Mission and Value Statements. The Long Term Goals and Objectives provide further detail into the policies and the goals and objectives which drive the budget process. These are linked to each Department's long term goals and objectives. The City Directory outlines the Executive Management and Budget Team staff members who work on a daily basis implementing the goals and strategies outlined in the Annual Operating Budget. The Citywide Organization Chart displays City Departments and reporting structure. This section also includes copies of budget awards for the previous fiscal year budgets. GUIDE TO THE BUDGET DOCUMENT In addition to this document, the Guide to the Budget Document Section contains the Budgetary Fund Structure, which provides a quick graphic overview of the City's budgetary fund structure and includes all funds that are subject to appropriation. The Description of Funds provides a narrative description of these funds which are graphically depicted in the Fund Use by Department section. The Summary of Accounting Principles explains the basis of accounting or all appropriated funds. The Budget Process and Budget Calendar describe the City's process for preparing this year's Annual Operating Budget. FIVE YEAR FORECAST This section outlines the City ofTemecula's five year strategic planning tool which allows the City to project the impacts of proposed programs, operating costs, and capital improvement projects in the future. This forecast assists in long range planning and policy development by ensuring that resources will be available to meet the needs of our community into the future. FINANCIAL SUMMARIES The Financial Summaries section provides a complete overview and analysis of the total resources budgeted by the organization. There is detail on each specific fund, fund balance changes, and a complete budget picture for the current and previous two fiscal years. This section includes summaries of revenues and expenditures for all appropriated Operating Budget funds. Fund balance, revenue and expenditure changes are explained in this section as well. Historical and categorical data are provided for comparative purposes. Annual Operating Budget 29 City of Temecula Fiscal Year 2020-21 Annual Operating Budget UNDERSTANDING THE BUDGET DOCUMENT (continued) DEPARTMENTAL INFORMATION The Department Information Section includes the department/program description, mission statements, and quantifiable short term objectives and performance measures for each operating program in the General Fund, Temecula Community Services District, and Internal Service Funds. Budget information is organized by department and/or cost center and a short narrative is provided which analyzes expenditure changes from the previous year. CAPITAL IMPROVEMENT PROGRAM This section summarizes the budgeted capital expenditures which are further detailed in the separate Capital Improvement Budget. This section provides a summary of all projected Capital Improvement revenues and descriptions of those sources, as well as a description of all Capital Improvement Program projects. This section also includes forecasts of operating costs associated with Capital Improvement projects which have been included as part of the operating budget. BUDGET AND FISCAL POLICIES The General Financial policies outline the City's policies related to budget preparation, staffing, debt management, fund/district purposes and financial reporting requirements. APPENDIX This section provides supplemental financial statistical information such as, property tax information, and comparative City information. There is also a glossary of acronyms and terms to guide the reviewer in understanding this document. Additional information on the City's fiscal affairs is available in the following documents which are available at: http://temeculaca.gov/309/Financial-Reports ❖ Quarterly Financial Statements ❖ Comprehensive Annual Financial Report For further information, please contact the Temecula Finance Department at (951) 694-6430. Annual Operating Budget 30 +ean o� $uullicm Ca6lnrnin W.. Gauntry City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGETARY FUND STRUCTURE GOVERNMENTAL FUNDS GENERAL FUNDS 41 SPECIAL REVENUE FUNDS TEMECULA COMMUNITY SERVICES (TCSD) FUNDS low DEBT SERVICE FUND CAPITAL PROJECTS FUNDS Annual Operating Budget • General (Fund 001) • Measure S (Fund 002) M 1 • Gas Tax (Fund 100) • Road Maintenance Rehabilitation Account (RMRA) (Fund 102) • Street Maintenance (Fund 103) • NPDES In Lieu Fees (Fund 105) • Jefferson Street In -Lieu Fees (Fund 106) • 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) 195 Tire Hears of 5-0,e.� CAI.,- W - Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGETARY FUND STRUCTURE (continued) PROPRIETARY FUNDS • Insurance (Fund 300) INTERNAL SERVICES FUNDS Workers' Compensation (Fund 305) • Vehicle and Equipment (Fund 310) • Information Technology (Fund 320) • Technology Replacement (Fund 325) • Support Services (Fund 330) • Support Services Replacement (Fund 335) • Facilities (Fund 340) • Facilities Replacement (Fund 350) PRIVATE - PURPOSE • Successor Agency to the Redevelopment Agency TRUST FUNDS (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 32 a The Heart o{ S-th— Ca .,n Wine Ca�ntry DESCRIPTION OF FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget The City of Temecula revenues and expenditures are accounted for in a series of funds. Each fund is an autonomous accounting entity, established in accordance with legal and professional accounting standards. Funds are used to segregate the various financial activities of a governmental entity and to demonstrate compliance with specific regulations, restrictions or limitations, (i.e., demonstrating that restricted revenues are spent only for allowed purposes). Funds used in government are classified into three broad categories: governmental, proprietary and fiduciary. Governmental funds include activities usually associated with the operations of a typical state or local government (public safety, general government activities, etc.). Proprietary funds are used in government to account for activities often found in the private sector (utilities, stadiums, and golf courses are prime examples). Fiduciary funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or agent. The appropriated funds utilized by the City of Temecula, governmental, fiduciary, and proprietary, are detailed below. The City of Temecula details the Capital Improvement Funds in a separate document, although the Capital Improvement program and its operating impacts are outlined in this budget document in the Capital Improvement Program section. ACCOUNTING BASIS All governmental funds are accounted for and budgeted using the modified accrual basis of accounting. Their revenues are recognized when they become "measurable" and "available." Revenues are considered measurable when they are reasonably estimable. Revenues are considered available when they will be collected either during the current period or soon enough after the end of the period to pay current year liabilities. The primary revenue sources susceptible to accrual are property and sales taxes, franchise fees, transient occupancy taxes, investment income, fines and forfeitures collected by County courts, and motor vehicle -in -lieu subventions. Expenditures are generally recognized under the modified accrual basis of accounting when the related fund liability is incurred. An exception to this general rule is principal and interest due on general long- term debt which is recognized when due. Proprietary and Fiduciary funds are accounted for and budgeted using the full accrual basis of accounting, i.e., revenues are recognized in the period earned and expenses are recognized in the period incurred. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of funds are recorded in order to reserve that portion of the applicable appropriation, is employed in the governmental funds. Outstanding encumbrances at the end of the fiscal year are recorded as reservation of fund balance since the commitments will be paid in the subsequent year. Encumbrances do not constitute expenditures or liabilities. GOVERNMENTAL FUNDS Governmental Funds: Governmental Funds are used to account for most governmental functions and focus on the near -term inflows and outflows of spendable resources. Annual Operating Budget 33 City of Temecula a Fiscal Year 2020-21 The He tc(S-th—Ce.,n Annual Operating Budget Wine c-" DESCRIPTION OF FUNDS (continued) General Fund (001) - This is the general operating fund for the City, utilized to account for all resources not required to be accounted for in another fund. Measure S Fund (002) - 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 is discretionary and is to be used in accordance with the Council's Appropriation Guidelines, noted in the City's Budget and Fiscal Policies. Special Revenue Funds: Special Revenue Funds are used to account for specific resources that are legally restricted to expenditure for particular purposes. Gas Tax Fund (100) — The City maintains this fund to account for the Highway User's Tax revenues received from the State of California under Sections 2013, 2105, 2107, and 2107.5 of the Streets and Highways Code. Road Maintenance Rehabilitation Account (RMRA) Fund (102) — This fund is to account for gasoline and vehicle 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. 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. Jefferson Street In -Lieu Fees (106) —This fund was established in conjunction with the adoption of the Uptown Temecula Specific Plan New Streets In -Lieu Fee. The Specific Plan requires developers to dedicate right-of-way and construct new street improvements adjacent to or through their development sites. Developers within the Specific Plan who cannot contribute right-of-way and/or build new streets will be charged a new streets in -lieu fee. 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. Public, Education & Government (PEG) Fees Fund (125) — Public Education and Government Access programming is supported by the PEG fee that is assessed to each cable subscriber. According to state law, these funds must be used only for the production of PEG Access programming. Annual Operating Budget 34 City of Temecula a Fiscal Year 2020-21 The He tc(S-th—Ce.,n Annual Operating Budget Wine c-" DESCRIPTION OF FUNDS (continued) Community Development Block Grant (CDBG) Fund (140) — This fund is used to account for grants received from the U.S. Department of Housing and Urban Development (HUD). The grants are used for the redevelopment of a viable community by providing decent housing, a suitable living environment, and expanding economic opportunities, principally for persons of 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 established to account for the City's share of the County of Riverside's additional one-half percent sales tax allocation. These monies are restricted for use on local streets and roads. 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) —This fund was established pursuant to Temecula Municipal Code Section 5.08.040, whereby the fund serves as 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. Eligible 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. Annual Operating Budget 35 City of Temecula a Fiscal Year 2020-21 The He tc(S-th., Ce&,n Annual Operating Budget Wine c-" DESCRIPTION OF FUNDS (continued) Temecula Community Services District (TCSD) Funds (190-198, 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: ❖ Parks and Recreation - Facility operations and maintenance, community recreation programs ❖ Service Level "B" - Residential street lights ❖ Service Level "C" - Perimeter landscaping and slope maintenance ❖ Service Level "D" - Refuse collection, recycling, and street sweeping ❖ Service Level "R" - Street and road maintenance ❖ Service Level "L" - Harveston Lake Park maintenance ❖ Library Fund - Services at the Ronald H. Roberts Temecula Public Library on Pauba Road Debt Service Funds: Debt Service funds are used to account for the accumulation of resources and payment of all general long- term debt obligations of the City and related entities. 2011 Financing Lease for Civic Center (395) — This fund was established to account for the payment of interest and principal of the refunding of both the 2001 and 2008 Certificates of Participation (COPs). The 2001 COPs were originally issued to finance the construction of the Community Recreation Center and the 2008 COPS were originally issued to finance the construction of the Civic Center. Capital Financing (396)—This fund was established to account for the payments of interest and principal related to the financing of capital projects, including the acquisition of the City's streetlights from Southern California Edison. PROPRIETARY FUNDS Internal Service Funds: Internal Services Funds are used to account for the financing of goods or services by one department to other departments of the City on a cost reimbursement basis. Insurance (300) - This fund was established to fund and account for the City's liability and property insurance costs. Workers' Compensation (305) -This fund was established to accumulate resources for Workers' 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 36 City of Temecula a Fiscal Year 2020-21 The He tc(S-th—Ce.,n Annual Operating Budget Wine c-" DESCRIPTION OF FUNDS (continued) Information Technology (320) - This fund was established to account for the City's Information 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 was established as a cost center for the City's central duplicating, printing, and mailing activities. Support Services Replacement (335) - This fund was established to account for the City's copy and duplicating equipment and to accumulate resources for replacement of this equipment. Facilities (340) - This fund was established to account for the cost of the Civic Center, Business Incubator, City Maintenance Facility, and Civic Center Parking Structure operations and maintenance. Facilities Replacement Fund (350) - This fund was established to accumulate resources for the future replacement of equipment, systems and fixtures within City -owned facilities. FIDUCIARY FUNDS Private -Purpose Trust Funds: Private -Purpose Trust Funds are used to account for resources held and administered by the reporting government when it is acting in a fiduciary capacity for other governments. Successor Agency to the Redevelopment Agency (SARDA) Debt Service Fund (380) — This fund is used to account for payment obligations of the successor agency as a result of the State's dissolution of Redevelopment Agencies. Annual Operating Budget 41T ' CIFTEMECULA 37 Ak j? City of Temecula Fiscal Year 2020-21 R Annual Operating Budget FUNDS AND DEPARTMENTS Quick Guide City of Temecula City Funds 001 General 002 Measure S 100 Gas Tax 102 Road Maintenance Rehabilitation Act (RMRA) 103 Street Maintenance Fund 105 NPDES In Lieu Fees 106 Jefferson Street In Lieu Fees 120 Development Impact Fees 125 Public, Education & Government (PEG) 135 Business Incubator Resource 140 Community Development Block Grant (CDBG) 145 Temecula Energy Efficiency Asset Management 150 AB 2766 Motor Vehicle Subvention 160 Supplemental Law Enforcement Services 161 Temecula Major Crimes Reward Fund General Fund Departments 001.100 City Council 001.101 Community Support 001.110 City Manager 001.111 Economic Development 001.115 Emergency Management 001.120 City Clerk 001.130 City Attorney 001.140 Finance 001.150 Human Resources 001.161 Planning Temecula Community Services District (TCSD) TCSD Funds 190 TCSD Citywide Operations 192 Service Level B — Street Lighting 194 Service Level D — Refuse and Recycling TCSD Departments 190.180.999 General Operations 190.181.164 Senior Center Maintenance 190.181.999 Senior Center Operations 190.182.164 Community Rec Center Maintenance 190.182.999 Community Rec Center Operations 190.183.999 Special Events 190.184.164 Temecula Community Center Maint. 190.184.999 Temecula Community Center Ops. 190.185.164 History Museum Maintenance 190.185.999 History Museum Operations 190.186.164 Aquatics Maintenance 190.186.999 Aquatics Operations 190.187.999 Sports 190.188.164 Children's Museum Maintenance 165 Affordable Housing 170 Measure A 198 Public Art 300 Insurance 305 Workers' Compensation 310 Vehicles and Equipment 320 Information Technology 325 Technology Replacement 330 Support Services 335 Support Services Replacement 340 Facilities 350 Facilities Replacement 380 SARDA Debt Service 395 2011 Financing Lease 396 Capital Financing 001.162 Building & Safety 001.163 Land Development 001.164 Public Works 001.165 CIP Public Works 001.167 Parks Maintenance 001.170 Police 001.171 Fire 001.172 Animal Control 001.199 Non Departmental 195 Service Level R — Emergency Road Maintenance 196 Service Level L — Harveston Lake Park Maintenance 197 Library 501-530 Service Level C— Landscape/Slope Maintenance 190.188.999 Children's Museum Operations 190.189.164 Theater Maintenance 190.189.999 Theater Operations 190.190.999 Cultural Arts 190.194.999 Human Services 190.195.164 Margarita Recreation Center Maintenance 190.195.999 Margarita Recreation Center Operations 190.196.164 Jefferson Rec. Center Maintenance 190.196.999 Jefferson Rec. Center Operations 190.197.999 Contract Classes 190.198.999 Park Rangers 190.201.164 Responsible Compassion Maintenance 190.201.999 Responsible Compassion Annual Operating Budget 38 AIIIA i use Fiea�l U1 '3uu:-�+Yi'�� S.aLj wr,� co��rry City of Temecula Fiscal Year 2020-21 Annual Operating Budget FUNDING SOURCES BY DEPARTMENT Operating Funds — Fund 001: General Fund * OPERATINGDEPARTMENTS ta _ 2 E .E - z E — — w o ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 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 106: Jefferson Street 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 Fi nanci ng 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. ` ✓ I ✓ Fund 197: Library* ✓ ✓ ✓ Ca ital Pro'ects 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 I✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ * Denotes the City's Major Funds Annual Operating Budget 39 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET PROCESS The annual budget process begins in February of each year. The budget team, which includes the City Manager, Assistant City Manager, Finance Director, Fiscal Services Managers, and Budget Manager, reviews the fiscal policies and procedures and prepares five year projections for the General Fund, Measure S Fund and Temecula Community Services District. The budget team uses these projections to develop spending priorities and department expenditure targets for the upcoming fiscal year. In February, a Budget Kickoff Workshop is held with the City Manager, Department Directors, and Department Analysts. This workshop includes a briefing on the status of the current fiscal year budget, a review of the budget process calendar, the impacts of the current economic conditions, and a discussion of elements of the budget process. The budget preparation guidelines and department targets used in preparing department budget requests are distributed. A coordinated kickoff workshop ensures that the fiscal policies and priorities that guide expenditure considerations are incorporated into the proposed budget prior to formal submission to the community and the City Council. Preparation of budget requests includes comparative analysis of historic and current expenditure levels. Department revenue estimates are compiled from projections of activity for the upcoming fiscal year. The Executive Team, which consists of Department Directors and the City Manager, meets shortly after requests are submitted to outline and prioritize requests. This includes a review of the following: ❖ Expenditure requests above the established department target; ❖ Requests for new equipment (greater than $5,000) or vehicles; ❖ Requests for information technology; ❖ Personnel requests, including temporary personnel, and any proposed reclassifications. The budget team holds meetings with each department to discuss their budget requests and to obtain additional information to assist in the resolution of the requests. Following this review, department staff performs a final adjustment to their line item submissions. In May, a public City Council budget workshop is held to receive public comment and to review the components of the Proposed Budget and any modifications to fiscal policies, prior to formal consideration for adoption. Any changes based on this review are incorporated prior to adoption at the following City Council meeting, which occurs in early June. All appropriations lapse at year-end, except for those relating to encumbrances approved for carryover to the following fiscal year. The City Council has the legal authority to amend the budget at any time during the fiscal year. Budgetary controls are maintained to ensure compliance with the budget as approved by the City Council. Adjustments between departments or requests for additional funding require the approval of the City Council. As referenced in the Budget Resolution, the City Manager has the authority to make changes within departmental budgets. The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount) is at the department level. Annual Operating Budget 40 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET PROCESS (continued) The City has a formalized midyear budget review process which is used to update the appropriations and revenue projections halfway through the fiscal year. The City begins this process in December by analyzing revenue projections, service contracts, new City Council priorities, and the impacts of legislation from the State and Federal Government. This information is compiled into an updated five year projection. In early January, departments review their individual budgets to identify any savings or to request additional funds to meet the needs of new programs or spending priorities. The result is a final balanced budget document that ensures that sufficient funding is available to meet the updated objectives and priorities for the remainder of the fiscal year. This document is taken to the City Council for adoption in February. Annual Operating Budget 41 Process begins with analysis of prior year activity and update of five year projections City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET PROCESS (continued) Meeting with City Manager, City Manager and Executive Team Finance Director and Budget brainstorm on longterm priorities Update calendar, standard forms and team to review prior year for spending, revenue management, —1111. procedures, calculate budget targets performance and identify and project priorities upcoming budget goals Deliverables to Departments • Report of Prior Year Spending Review City financial • Target (Not to Exceed) Amount Kickoff Meeting with Department policies, recommend • List of Citywide Long Term Goals Heads and Department Analysts changes • Budget Calendar IC vel reate detailed expenditure and Meet with department staff to revenue projectionsdeop annual objectives based on Citywide long term goals Deliverables from Departments • Revenue projections, expenditure requests • Over target requests • Request for Equipment/Vehicle Compile citywide budget requests • Information Technology Request and revenues for review • Project staffing request • Personnel changes • Department objectives and performance measures Less than $30,000 and intradepartmental City Manager approval Adjustment City Council approval interdepartmental 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 have any changes? Yes No _:: Budget Requests, Revenues, Goals, Performance Measures, and Policies are all adopted at one City Council meeting Final published budget document prepared for review by public and distributed on City website Departments review and adjust budgets throughout the year City Manager/Budget Team Executive Team Finance Staff Department Analysts Annual Operating Budget 42 R FISCAL YEAR 2020-21 Budget Calendar City of Temecula Fiscal Year 2020-21 Annual Operating Budget Date Item Responsible Department 1/15/20 Update General Fund and TCSD Revenue & Expenditure Five -Year Forecast Finance 2/13/20 Capital Improvement Program Kick -Off Meeting All Departments 2/13/20 Annual Operating Budget Kick -Off Meeting All Departments 3/16/20 CIP Project Requests due All Departments 3/17 — 3/26 AOB Review Meetings with ACM & Finance Director All Departments 3/30/20 Preparation of Internal Service Fund Allocations Finance 4/1/20 City Manager review of Operating Requests City Manager/Finance 4/6/20 Department Narratives for AOB due All Departments 4/2-4/9 CIP Review Meetings with ACM & Finance Director All Departments 4/13/20 Appendices due All Departments 4/17/20 Finalize Budget Policies City Manager/Finance 5/8/20 CIP and AOB Document Distribution Finance 5/11/20 Community Services Commission review of CIP TCSD 5/12/20 Strategic Finance Ad Hoc Subcommittee Meeting City Manager/Finance 5/21/20 Public/Traffic Safety Commission review of CIP Public Works 5/21/20 City Council Budget Workshop All Departments 6/2/20 Planning Commission review of CIP Community Development 6/9/20 City Council Meeting —Budget Adoption All Departments Annual Operating Budget 43 lA,k3 R (7tie Hwt d So tti Ca���Otnia Wine Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget LONG RANGE FINANCIAL PROJECTION 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, CaIPERs 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 Forecastina 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 45 ll,� �+ City of Temecula Fiscal Year 2020-21 TkeNeartoiC.4fo,". Annual Operating Budget Wine Country • 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. GENERAL FUND ANALYSIS The General Fund Forecast over the coming five years has been significantly impacted by the COVID-19 pandemic, with a decline in tax revenue of nearly $15 million in FY19-20 and FY20-21 alone. It is anticipated that economic recovery will begin slowly in FY20-21, as consumer confidence returns. For the ensuing five- year period, the General Fund is balanced, with its Reserve for Economic Uncertainty fully -funded in all five years, however the Secondary Reserve will be utilized to offset the loss in revenue due to the pandemic. Ending Fund Balance for FY2020-21 is projected to be $19,737,613. While the target level of Reserves is 25% of Expenditures, or $19,389,865, FY2020-21 Reserves will fall slightly short with a total $18,559,652, or 23.9% of Operating Expenditures. A total of $377,961 of fund balance is committed to cover the costs of a Police Officer position funded by the Pechanga Tribe, plus $800,000 is assigned to future Capital Improvement Projects. FY20-21 General Fund Revenue is projected to increase by 5.6% over the prior year with a total of $76,823,026, of which $8,944,780 was transferred in from the new Measure S Fund to cover the costs associated with additional Public Safety personnel. Total FY20-21 General Fund Operating Expenditures total $77,559,458, which represents a mere 0.3% increase over the prior fiscal year in order to give Revenue a chance to recover from the economic impacts of the COVID-19 pandemic. As illustrated below, in response to the dramatic decline in General Fund Revenues, the usage of Unassigned Fund Balance and Secondary Reserves are necessary in order to remain fiscally solvent throughout the ensuing five-year period. General Fund 5-Year Projections Revenues over Expenditures 100, 000,000 95,000,000 — Actuals Projected 90,000,000 85,000,000 80,000,000 75,000,000 70,000,000 65,000,000 60,000,000 55,000,000 I y1i'13 1131� Ave,%, y1516 F %'0 F�17 1� y1q�.19 �19 20 �Z� L1 y212Z ��2.23 �3 L� �y� 25 F F F F F F F F F F F '—"Expenditures —Revenues Annual Operating Budget 5rV, 4 w b0 o ,a to u N N a w LL w d 'O Q 0a a to o N u a u N N m LL y w a m O a] � a a w 00 0 L M U N N a LL w u bo w a Q co L a w b0 o � L N U N N N a aw. 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V) N d E E N N LL LL.` O' O O 0 W C C (n cc 6 (n C C E E U U U N N J O "3' w w C C E U U C N fa U a) .O a U a) x U 0 0 O O m U U p CT V 0_ L L O O 0 O O 0 O m N m >< a) c F W F (n (n U U w F F Q Q (n U U U U 0 U U 2 A 0 a- ofW W O co W Dui F as �f The Heart of Southern Califom�a Wine Cauni City of Temecula Fiscal Year 2020-2021 Annual Operating Budget FUND BALANCE SUMMARY -ALL FUNDS Beginning Revenues/ Expenditures/ Beginning Revenues/ Expenditures/ Ending Balance Transfers In Transfers Out Balance Transfers In Transfers Out Balance 2019-20 2019-20 2019-20 2020-21 2020-21 2020-21 2020-21 GENERAL FUNDS 001: GENERAL FUND 33,713,903 72,763,208 83,369,493 23,107,619 76,823,026 80,193,030 19,737,614 002: MEASURES FUND 6,764,065 23,934,849 30,636,777 62,137 28,131,829 23,868,244 4,325,722 TOTAL GENERAL FUNDS 40,477,969 96,698,057 114,006,270 23,169,756 104,954,855 104,061,274 24,063,336 SPECIAL REVENUE FUNDS 100: GAS TAX - 2,538,726 2,538,726 - 2,418,092 102: ROAD MAINTENANCE REHABILITATION ACCOUNT 1,310,713 1,961,658 2,978,734 293,637 1,840,342 (RMRA) 103: STREET MAINTENANCE 1,412,984 5,000 - 1,417,984 12,500 105: NPDESIN LIEU FEES 310,765 - 310,765 - 106: JEFFERSON STREET IN -LIEU FEES 493,336 - 493,336 222,718 120: DEVELOPMENT IMPACT FEES 9,824,779 3,964,240 10,052,215 3,736,804 4,755,870 125: PUBLIC EDUCATION & GOVERNMENT (PEG) 366,995 237,637 374,699 229,932 222,219 140: COMMUNITY DEV BLOCK GRANT - 1,017,717 1,017,717 0 559,063 145: TEMECULA ENERGY EFFICIENCY ASSET TEAM 194,250 2,500 - 196,750 1,300 150: AB 2766 MOTOR VEHICLE SUBVENTION 225,540 147,317 363,898 8,959 153,370 160: SUPPLEMENTAL LAW ENFORCEMENT SERVICES - 172,507 172,507 - 172,507 161: TEMECULA MAJOR CRIMES REWARD 26,555 300 - 26,855 180 165: AFFORDABLE HOUSING 10,898,351 1,654,052 597,680 11,954,723 340,100 170: MEASURE A 5,018,115 3,001,000 7,962,069 57,046 2,818,800 198: PUBLIC ART 21,702 158,928 - 180,630 13,255 2,418,092 ' - 1,827,342 306,637 - 1,430,484 310,765 716,054 4,603,389 3,889,285 - 452,151 559,063 0 - 198,050 110,200 52,129 172,507 - 591,171 2,645,275 27,035 11,703,652 230,571 193,885 TOTAL SPECIAL REVENUE FUNDS 29,299,984 15,665,683 26,058,245 18,907,422 13,530,316 12,927,039M 19,510,699 DEBT SERVICE FUNDS 395: 2018 FINANCING LEASE (CIVIC CENTER) - 2,075,512 2,075,512 - 2,077,767 2,077,767 - 396:2018 FINANCING LEASE(MRC) 555,808 555,808 555,808 555,808 TOTAL DEBT SERVICE FUNDS - 2,631,320 2,631,320 - 2,633,575 2,633,575 - TEMECULA COMMUNITY SERVICES DISTRICT 190: TEMECULA COMMUNITY SERVICES DISTRICT 310,634 12,014,390 12,153,690 171,334 12,687,525 12,465,823 393,036 192: TCSD SERVICE LEVEL"B" STREET LIGHTS 30,169 712,004 739,853 2,320 713,935 575,723 140,532 _ 194: TCSD SERVICE LEVEL"D" REFUSE/RECYCLING 275,509 8,514,541 8,581,045 209,005 8,676,945 8,685,983 199,967 195: TCSD SERVICE LEVEL"R" STREET/ROAD MAINT 20,298 5,832 5,532 20,598 5,652 15,150 11,100 196: TCSD SERVICE LEVEL"L" LAKE PARK MAINT. 418,660 252,489 268,7887 68,788 402,361 253,232 270,9390 384,655 197: TEMECULA LIBRARY 221,160 1,003,598 1,033,977 7 190,781 955,241 1,046,021 100,000 501-530: TCSD SERVICE LEVEL"C" ZONES 1-30 1,887,635 1,587,230 1,954,308 1,520,558 1,595,669 1,881,260111111111 1,234,967 TOTAL TCSD 3,164,064 24,090,084 24,737,192 2,516,957 24,888,200 24,940,900 2,464,257 SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY(SARDA) 380: SARDA DEBT SERVICE (35,913,507) 5,455,731 7,530,321 (37,988,097) 5,914,082 5,903,653 (37,977,667) TOTAL SARDA (33,931,667) 5,455,731 7,530,321 (36,006,257) 5,914,082 5,903,653 (35,995,828) INTERNAL SERVICE FUNDS 300:INSURANCE 321,774 1,436,913 1,032,381 726,306 1,097,820 1,085,602 738,524 305: WORKERS' COMPENSATION 2,001,981 341,000 235,444 2,107,536 13,000 258,309 1,862,227 310: VEHICLES AND EQUIPMENT 3,787,535 401,666 782,874 3,406,327 13,300 134,000 3,285,627 320:INFORMATION TECHNOLOGY 966,825 4,425,165 4,837,982 554,008 4,578,204 4,448,202 684,011 325: TECHNOLOGY REPLACEMENT 1,762,778 297,509 1,241,932 818,355 9,400 - 827,755 330: SUPPORT SERVICES 3,230 417,721 413,551 7,400 379,376 376,769 10,007 335: SUPPORT SERVICES REPLACEMENT 437,285 41,930 50,000 429,215 2,100 - 431,315 340: FACILITIES 559,509 1,362,862 1,352,788 569,584 1,345,606 1,338,520 576,669 350: FACILITY REPLACEMENT 350,817 655,324 501,714 504,427 501,700 315,000 691,127 TOTAL INTERNAL SERVICE FUNDS 10,191,733 9,380,090 10,448,666 9,123,158 7,940,506 7,956,403 9,107,261 Grand Total 49,202,084 153,920,966 185,412,014 17,711,035 159,861,534 158,422,843 19,149,726 59 '1 The Heart of Southern California Wine Country General Fund 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. r dr 1 Dff ( The Heart of Sou�California W-Country REVENUE BY SOURCE 001 - GENERAL FUND City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2019- 2020- 2018- 2020 2021 % 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Taxes and Franchises PROPERTY TAX 8,761,434 8,493,545 8,379,137 (114,408) -1.3% SALES TAX 38,112,458 31,368,717 33,054,736 1,686,019 5.4% SALES TAX SHARING AGREEMENT (1,145,271) (1,521,728) (1,597,814) (76,086) -5.0% FRANCHISE FEES 3,285,258 3,293,038 3,381,908 88,870 2.7% TRANSIENT OCCUPANCY TAX 3,409,553 2,762,997 3,181,349 418,352 15.1% SPECIAL TAX (MEASURE C) 1,871,707 1,876,279 1,880,264 3,985 0.2% Licenses, Permits and Service Charges LAND DEVELOPMENT 2,649,544 1,576,435 578,504 (997,931) -63.3% PUBLIC WORKS 10,075 6,426 800 (5,626) -87.6% PARKS MAINTENANCE 1,969 1,000 1,000 0.0% POLICE 177,613 143,933 140,557 (3,376) -2.3% DEVELOPMENT FEES 125,847 179,897 159,780 (20,117) -11.2% DEVELOPMENT IMPACT FEES 22,137 18,000 18,000 0.0% BUSINESS LICENSES 263,684 255,000 255,000 - 0.0% BUILDING 1,495,344 1,835,132 1,660,009 (175,123) -9.5% PLANNING 410,611 538,783 532,140 (6,643) -1.2% FIRE 822,474 866,731 707,269 (159,462) -18.4% Fines and Forfeitures FINES & FORFEITURES 816,021 699,139 691,939 (7,200) -1.0% Use of Money and Property LEASE/RENTAL INCOME 112,105 199,700 216,975 17,275 8.7% OTHER 10,210 - - - 0.0% INVESTMENT INTEREST 945,020 270,000 82,300 (187,700) -69.5% Intergovernmental Revenues PROPERTY TAX IN LIEU OF VLF 8,107,384 8,434,916 8,745,321 310,405 3.7% VEHICLE LICENSE FEES 54,328 55,415 55,415 - 0.0% GRANTS 2,034,154 16,514 - (16,514) -100.0% Reimbursements CAPITAL IMPROVEMENT PROGRAM 67,620 2,345,933 2,435,827 89,894 3.8% PECHANGA IGA 326,810 336,384 356,567 20,183 6.0% OTHER REIMBURSEMENTS 253,756 241,261 341,614 100,353 41.6% Operating Transfers In OPERATING TRANSFERS IN 2,746,410 2,682,233 2,590,599 (91,634) -3.4% CONTRIBUTION FROM MEASURES 4,421,572 5,735,418 8,944,780 3,209,362 56.0% Miscellaneous MISCELLANEOUS 8,674 52,110 29,050 (23,060) -44.3% Total Revenues and Other Sources 80,178,501 72,763,208 76,823,026 4,059,817 5.6% 61 Alk '� (TheHeart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL 001 - GENERAL FUND 2018- 2019- 2020- a Fund Description 2019 2020 2021 Increase/ Increase/ 001 Actuals Current Proposed (Decrease) Decrease Budget Budget 161 - PLANNING 500,506 696,038 670,502 (25,536) -3.7% 162 - BUILDING & SAFETY 1,475,675 1,757,345 1,595,275 (162,070) -9.2% 163 - LAND DEVELOPMENT 2,649,921 1,578,077 578,922 (999,155) -63.3% 164 - PUBLIC WORKS 1,500 - - - 0.0% 167 - PARKS MAINTENANCE 1,943,910 1,942,479 1,948,711 6,232 0.3% 170 - POLICE 489,620 472,173 438,745 (33,428) -7.1% 171 - FIRE 954,731 999,847 811,415 (188,432) -18.8% 199-NON-DEPARTMENTAL 4008 RESIDUAL RPTTF DISTRIBUTION 397,164 100,000 102,000 2,000 2.0% 4010 PROPERTY TAX - SECURED 6,993,158 7,307,849 7,618,905 311,056 4.3% 4012 PROPERTY TAX - UNSECURED 318,885 333,235 235,071 (98,164) -29.5% 4013 SUPPLEMENTAL TAX - AB 2345 53,819 36,970 18,000 (18,970) -51.3% 4016 PROPERTY TRANSFER TAX 923,828 637,555 318,778 (318,777) -50.0% 4018 FRANCHISE FEES 3,285,258 3,293,038 3,381,908 88,870 2.7% 4020 TRANSIENT OCCUPANCY TAX 3,409,553 2,762,997 3,181,349 418,352 15.1% 4024 SALES & USE TAX - STATE 38,112,458 31,368,717 33,054,736 1,686,019 5.4% 4026 SALES TAX SHARING AGREEMENT (1,145,271) (1,521,728) (1,597,814) (76,086) -5.0% 4028 HOMEOWNER PROPERTY TAX RELIEF 74,581 77,936 86,383 8,447 10.8% 4043 PROPERTY TAX IN LIEU OF VLF 8,107,384 8,434,916 8,745,321 310,405 3.7% 4046 MOTOR VEHICLE IN LIEU -STATE 54,328 55,415 55,415 - 0.0% 4047 VEHICLE CODE FINES 614,182 521,839 521,839 - 0.0% 4053 BIDS & PROPOSALS 10,075 6,426 800 (5,626) -87.6% 4056 BUSINESS LICENSE 263,684 255,000 255,000 - 0.0% 4059 FINGER PRINTING FEE 24,000 - - - 0.0% 4060 MISCELLANEOUS NON TAXABLE 15,493 (15,180) 7,000 22,180 146.1% 4061 RETURNED CHECK FEE 304 180 170 (10) -5.6% 4062 RECOVERY OF PRIOR YEAR EXPENSE 8,298 30,000 8,000 (22,000) -73.3% 4064 RIGHT OF WAY ADVERTISING - 21,930 20,880 (1,050) -4.8% 4065 INVESTMENT INTEREST 385,841 270,000 82,300 (187,700) -69.5% 4070 CASH OVER & SHORT (162) - - - 0.0% 4075 RENTAL INCOME 104,604 128,000 143,028 15,028 11.7% 4076 REIMBURSEMENTS 76,437 17,886 146,974 129,088 721.7% 4078 REIM BU RSEM ENT-PECHANGA IGA 326,810 336,384 356,567 20,183 6.0% 4083 GRANTS 1,974,176 - - - 0.0% 4084 REIMBURSEMENTS FROM CIP - 2,345,933 2,435,827 89,894 3.8% 4089 OPERATING TRANSFER IN MEASURE S 4,421,572 5,735,418 8,944,780 3,209,362 56.0% 4090 OPERATING TRANSFERS IN 2,723,689 2,711,233 2,590,599 (120,634) -4.4% 4094 LEASE INCOME 7,501 7,500 7,500 - 0.0% 4100 CIP - GAS TAX 22,344 (29,000) - 29,000 -100.0% 62 Alk (The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL 001 -GENERAL FUND 2019- 2018 2020- ° �O Fund Description 2020 2019 2021 Increase/ Increase/ 001 Current Actuals Proposed (Decrease) Decrease Budget Budget 4162 ELECTRIC VEHICLE CHARGING FEES 73 - - 0.0% 4300 STATE MANDATED COST - 58,000 29,000 (29,000) -50.0% 4545 GASB 31 - FMV ON INVESTMENTS 559,342 - - - 0.0% 4550 GAIN ON DISPOSAL OF ASSETS 10,210 - - 0.0% 4940 SB 1186 COLLECTION STATE $1 FEE 26,352 - - - 0.0% 4941 AB1379 COLLECTION STATE $4 FEE 2,671 28,800 29,140 340 1.2% TOTAL GENERAL FUND 80,178,501 72,763,208 76,823,026 4,059,817 5.6% 63 Alk The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget 001 - GENERAL FUND SUMMARY 2019-20 2020-21 % 2018-19 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Category Taxes and Franchises Licenses, Permits and Service Charges Fines and Forfeitures Use of Money and Property Intergovernmental Revenues Reimbursements Operating Transfers In Miscellaneous Total Operating Revenues Expenditures by Department 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 Public Works Parks Maintenance Police Fire Animal Control Non Departmental: Property Tax Ad min Fees PERS Replacement Benefit Retiree Medical Contribution Total Operating Expenditures Excess of Revenues Over (Under) Expenditures Fund Description 54,295,140 46,272,848 48,279,580 2,006,732 4.3 % 5,979,298 5,421,337 4,053,059 (1,368,278) -25.2 % 816,021 699,139 691,939 (7,200) -1.0 % 1,067,335 469,700 299,275 (170,425) -36.3 % 10,195,865 8,506,845 8,800,736 293,891 3.5 % 648,186 2,923,578 3,134,008 210,430 7.2 % 7,167,982 8,417,651 11,535,379 3,117,728 37.0 % 8,674 52,110 29,050 (23,060) -44.3 % 80,178,501 72,763,208 76,823,026 4,059,817 5.6 % 468,147 578,128 565,783 (12,345) -2.1 % 110,650 125,000 125,000 0 0.0 % 11426,164 1,580,760 1,543,522 (37,238) -2.4 % 1,348,069 1,572,230 1,533,904 (38,325) -2.4 % 252,495 91,681 104,837 13,156 14.3 % 11202,267 1,444,717 1,308,139 (136,578) -9.5 % 796,681 942,300 961,146 18,846 2.0 % 21415,639 2,837,057 2,499,533 (337,524) -11.9 % 1,064,098 1,180,878 1,019,018 (161,860) -13.7 % 21009,866 2,833,361 2,614,530 (218,832) -7.7 % 2,813,382 3,332,316 3,281,934 (50,382) -1.5 % 1,532,044 1,938,103 1,751,028 (187,075) -9.7 % 5,496,587 6,414,171 5,790,947 (623,225) -9.7 % 2,027,682 2,440,701 2,390,360 (50,340) -2.1 % 3,772,669 3,970,803 3,934,292 (36,511) -0.9 % 32,087,127 33,617,544 36,239,386 2,621,842 7.8 % 9,000,886 10,286,375 10,223,828 (62,547) -0.6 % 423,178 475,235 484,740 9,505 2.0 % 61,399 85,529 88,095 2,566 3.0 % 97,497 97,484 99,434 1,950 2.0 % 11627,325 1,500,000 1,000,000 (500,000) -33.3 % 70,033,852 77,344,372 77,559,455 215,083 0.3 % 10,144,649 (4,581,164) (736,429) 3,844,734 -83.9 % 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. 64 Alk The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget 001 - GENERAL FUND SUMMARY 2019-20 2018-19 Current Description Actuals Budget 2020-21 Proposed Budget Increase/ (Decrease) % Increase/ (Decrease) Excess of Revenues Over (Under) Expenditures 10,144,649 (4,581,164) (736,429) 3,844,734 -83.9 % Operating Transfers Out / One Time Payments Operating Transfer Out (7,158,723) (6,025,121) (2,633,575) 3,391,546 -56.3 % 2018 Lease (Civic Center) (2,077,767) 2018 Lease (MRC) (555,808) Total Transfers Out / One Time Payments (7,158,723) (6,025,121) (2,633,575) (3,391,546) -56.3 % Fund Balance, Beginning of Year 30,727,978 33,713,904 23,107,619 (10,606,285) -31.5 % Fund Balance, End of Year 33,713,904 23,107,619 19,737,615 (3,370,004) -14.6 % Detail of Fund Balance Nonspendable: Inventory 3,058 3,058 0 3,058 -100.0 % Deposits 1,325 1,325 0 1,325 -100.0 % Committed To: Economic Uncertainty Reserve (20%) 14,006,770 15,468,874 15,511,893 (43,019) 0.3 % Secondary Reserve (5%) 3,501,693 3,867,219 3,047,761 819,458 -21.2 % Pechanga IGA 343,148 356,567 377,961 (21,394) 6.0 % Assigned To: Capital Projects 11393,802 0 800,000 (800,000) 100.0 % Unassigned: 14,464,108 3,410,576 0 3,410,576 -100.0 % 33,713,904 23,107,619 19,737,615 (3,370,004) -14.6 % 65 Alk C_(�� I � The Heart of Southern California Wine Country 002 - MEASURE S FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Taxes and Franchises TRANSACTIONS AND USE TAX 27,988,574 23,391,684 28,091,029 4,699,345 20.1% Use of Money and Property INVESTMENT INTEREST 61,206 40,000 40,800 800 2.0% Operating Transfers In CONTRIBUTION FROM MEASURES - 503,165 - (503,165) -100.0% Revenues/Other Sources 28,049,781 23,934,849 28,131,829 4,196,980 17.5% Expenditures by Category TRANSFERS 27,966,508 30,636,777 23,868,244 (6,768,533) -22.1% Expenditures/Other Financing Uses 27,966,508 30,636,777 23,868,244 (6,768,533) -22.1% Net Revenues 83,273 (6,701,928) 4,263,585 10,965,513 -4.7% Fund Balance, Beginning of Year 6,680,793 6,764,066 62,138 (6,701,928) -99.1% Fund Balance, End of Year 6,764,066 62,138 4,325,723 4,263,585 6861.5% 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 is signficantly impacted by the COVID-19 pandemic in Fiscal Year 2019-20. It is anticipated that economic recovery will begin in the Fall of 2020, and Measure S revenue will begin to increase as retail establishments are reopened. Expenditures are appropriated in accordance with Council priorities, with $9.1 million dedicated to Public Safety, $5.4 million dedicated for Capital Improvement Projects, and $9.4 million dedicated to General Services, including the Temecula Community Services District, Service Level B. and the Ronald H. Roberts Temecula Public Library. 66 '1 The Heart of Southern California Wine Country Special Revenue and Debt Service Fund Summaries 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. Debt Service Funds are used to account for the resources necessary to pay principle and interest payments on general long-term debt obligations of the City and related entities. Aim '` 47, 67 City of Temecula Fiscal Year 2020-2021 Annual Operating Budget Description 100 - GAS TAX FUND 4065 INVESTMENT INTEREST 4545 GASB 31 - FMV ON INVESTMENTS 4700 GAS TAX 2106 4701 GAS TAX 2105 4702 GAS TAX 2107 4704 GAS TAX 2107.5 4706 GAS TAX 2103 4708 GAS TAX LOAN REPAYMENT REVENUE DETAIL SPECIAL REVENUE & DEBT SERVICE FUNDS 2018-2019 2019-2020 2020-2021 Increase/ */0 Actuals Current Budget Proposed Budget (Decrease) Increase/ 7,693 4,000 (4,000) -100.0% 1,237 - - 0.0% 394,003 390,403 331,843 (58,560) -15.0% 618,449 623,743 556,102 (67,641) -10.8% 777,260 781,069 663,909 (117,160) -15.0% 10,000 10,000 8,500 (1,500) -15.0% 381,234 601,546 857,738 256,192 42.6% 127,635 127,965 - (127,965) -100.0% TOTAL GAS TAX FUND 2,317,510 2,538,726 2,418,092 (120,634) -4.8% 102 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) FUND 4065 INVESTMENT INTEREST 9,108 2,500 13,000 10,500 420.0% 4545 GASB 31 - FMV ON INVESTMENTS 1,407 - - - 0.0% 4709 RMRA-ROAD MAINTENANCE REHABILITATION ACT 2,038,465 1,959,158 1,827,342 (131,816) -6.7% TOTAL ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) 2,048,979 1,961,658 1,840,342 (121,316) 6.2% FUND 103 - STREET MAINTENANCE FUND 4065 INVESTMENT INTEREST 11,068 5,000 12,500 7,500 150.0% 4089 OPERATING TRANSFER IN MEASURE S 1,400,000 - - - 0.0% 4545 GASB 31 - FMV ON INVESTMENTS 1,915 - - 0.0% TOTAL STREET MAINTENANCE FUND 1,412,984 5,000 12,500 7,500 150.0% 105 - NPDES IN LIEU FEES FUND 4721 NPDES IN -LIEU FEES - 310,765 - (310,765) -100.0% TOTAL NPDES IN LIEU FEES FUND 310,765 - (310,765) -100.0% 106 - JEFFERSON STREET IN LIEU FEES FUND 4090 OPERATING TRANSFERS IN 493,336 - (493,336)-100.0% 4259 JEFFERSON STREET IN LIEU FEES - 222,718 222,718 100.0% TOTAL JEFFERSON STREET IN -LIEU FEES FUND 493,336 222,718 (270,618) -54.9% 120 - DEVELOPMENT IMPACT FEES FUND 4051 CIP - DIF-OPEN SPACE AND TRAILS 46,716 264,427 123,508 (140,919) -53.3% 4065 INVESTMENT INTEREST 48,961 80,000 18,000 (62,000) -77.5% 4240 CIP - DIF - QUIMBY 840,917 509,364 524,512 15,148 3.0% 4242 CIP - DIF-STREET IMPROVEMENTS 1,511,756 1,176,866 2,516,611 1,339,745 113.8% 4243 CIP - DIF-TRAFFIC SIGNALS 217,124 168,222 360,300 192,078 114.2% 4244 CIP- DIF-PARK & REC IMPROVEMENTS 160,276 907,180 423,726 (483,454) -53.3% 4245 CIP - DIF-CORPORATE FACILITIES 110,043 197,228 277,978 80,750 40.9% 4246 CIP - DIF-FIRE PROTECTION FACILITIES 79,129 149,223 134,481 (14,742) -9.9% 4247 CIP - DIF-LIBRARY FACILITIES 42,689 312,433 244,897 (67,536) -21.6% 4256 CIP - DIF-POLICE FACILITIES 45,591 199,297 131,857 (67,440) -33.8% 4259 JEFFERSON STREET IN LIEU FEES 493,336 - - 0.0% 4545 GASB 31 - FMV ON INVESTMENTS 5,559 0.0% TOTAL DEVELOPMENT IMPACT FEES FUND 3,602,096 3,964,240 4,755,870 791,630 20.0% 125 - PUBLIC EDUCATION & GOVERNMENT (PEG) FUND 4039 PEG FEES REVENUES 242,591 233,637 220,219 (13,418) -5.7% 4065 INVESTMENT INTEREST 6,435 4,000 2,000 (2,000) -50.0% 4545 GASB 31 - FMV ON INVESTMENTS 605 - - 0.0% TOTAL PUBLIC EDUCATION & GOVERNMENT (PEG) FUND 249,632 237,637 222,219 (15,418) -6.5% 68 City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL SPECIAL REVENUE & DEBT SERVICE FUNDS Description 2018-2019 2019-2020 2020-2021 Increase/ Increase/ Actuals Current Budget Proposed Budget (Decrease) 140 - COMMUNITY DEV GLOCK GRANT FUND 4081 COMM DEVELOPMENT BLOCK GRANT 361,106 1,017,717 559,063 (458,654) -45.1% TOTAL COMMUNITY DEV BLOCK GRANT FUND 361,106 1,017,717 559,063 (458,654) -45.1% 145 - TEMECULA ENERGY EFFICIENCY ASSET TEAM FUND 4065 INVESTMENT INTEREST 3,627 2,500 1,300 (1,200) -48.0% 4545 GASB 31 - FMV ON INVESTMENTS 349 - - 0.0% TOTAL TEMECULA ENERGY EFFICIENCY ASSET TEAM FUND 3,976 2,500 1,300 (1,200) -48.0% 150 - AB 2766 MOTOR VEHICLE SUBVENTION FUND 4048 AB 2766 REVENUES 146,802 147,017 151,870 4,853 3.3% 4065 INVESTMENT INTEREST 2,840 300 1,500 1,200 400.0% 4545 GASB 31 - FMV ON INVESTMENTS 305 - - - 0.0% TOTAL AB 2766 MOTOR VEHICLE SUBVENTION FUND 149,947 147,317 153,370 6,053 4.1% 160 - SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND 4065 INVESTMENT INTEREST 781 - 490 490 100.0% 4085 SUPPLEMENTAL LAW ENFORCEMENT SERVICES 254,820 172,507 172,017 (490) -0.3% 4545 GASB 31 - FMV ON INVESTMENTS 128 - - - 0.0% TOTAL SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND 255,730 172,507 172,507 - 0.00/0 161 - TEMECULA MAJOR CRIMES REWARD FUND 4065 INVESTMENT INTEREST 496 300 180 (120) -40.0% 4545 GASB 31 - FMV ON INVESTMENTS 48 - - - 0.0% TOTAL TEMECULA MAJOR CRIMES REWARD FUND 544 300 180 (120) -40.0% 165 - AFFORDABLE HOUSING FUND 4002 CIP - MEASURE S 15,869 - - - 0.0% 4060 MISCELLANEOUS NON TAXABLE 36 - - 0.0% 4065 INVESTMENT INTEREST 13,664 10,000 4,700 (5,300) -53.0% 4066 LOAN INTEREST (37,267) 556 - (556) -100.0% 4075 RENTAL INCOME 202,000 1,393,496 85,400 (1,308,096) -93.9% 4076 REIMBURSEMENTS 1,500 - - 0.0% 4077 REIMBURSEMENTS-TUMF 12,317 - - 0.0% 4092 CONTRIBUTIONS AGENCY TRUST 250,000 250,000 250,000 0.0% 4545 GASB 31 - FMV ON INVESTMENTS 1,337 - - 0.0% TOTAL AFFORDABLE HOUSING FUND 459,456 1,654,052 340,100 (1,313,952) -79.40/a 170 - MEASURE A FUND 4065 INVESTMENT INTEREST 68,825 40,000 35,800 (4,200) -10.5% 4545 GASB 31 - FMV ON INVESTMENTS 6,545 - - 0.0% 4725 MEASURE A ALLOCATIONS 3,334,125 2,961,000 2,783,000 (178,000) -6.0% TOTAL MEASURE A FUND 3,409,495 3,001,000 2,818,800 (182,200) -6.1% 198 - PUBLIC ART FUND 4065 INVESTMENT INTEREST 482 1,000 200 (800) -80.0% 4251 PUBLIC ART 24,232 157,928 13,055 (144,873) -91.7% 4545 GASB 31 - FMV ON INVESTMENTS 46 - - 0.0% TOTAL PUBLIC ART FUND 24,759 158,928 13,255 (145,673) -91.7% 69 City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL SPECIAL REVENUE & DEBT SERVICE FUNDS Description 2018-2019 2019-2020 2020-2021 Increase/ Increase/ Actuals Current Budget Proposed Budget (Decrease) 395 - 2018 FINANCING LEASE (CIVIC CENTER) FUND 4090 OPERATING TRANSFERS IN 2,081,891 2,075,512 2,077,767 2,255 0.1% TOTAL 2018 FINANCING LEASE (CIVIC CENTER) FUND 2,081,891 2,075,512 2,077,767 2,255 0.1% 396 - 2018 FINANCING LEASE (MRC) FUND 4090 OPERATING TRANSFERS IN 416,855 555,808 555,808 0.0% 4663 2018 FINANCING LEASE MRC 95,000 - - 0.0% TOTAL 2018 FINANCING LEASE (MRC) FUND 511,855 555,808 555,808 - 0.00/0 70 Alk C—(�� I � The Heart of Southern California Wine Country 100 - GAS TAX FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Taxes and Franchises GAS TAX 2,308,581 2,534,726 2,418,092 (116,634) -4.6% Use of Money and Property INVESTMENT INTEREST 8,929 4,000 - (4,000) -100.0% Revenues/Other Sources 2,317,510 2,538,726 2,418,092 (120,634) -4.8% Expenditures by Category TRANSFERS 2,317,510 2,538,726 2,418,092 (120,634) -4.8% Expenditures/Other Financing Uses 2,317,510 2,538,726 2,418,092 (120,634) -4.8% Net Revenues -4.8% Fund Balance, Beginning of Year 0.0% Fund Balance, End of Year 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 projected to decrease by 4.6% due to the economic impact of the COVID-19 pandemic. Expenditures are transferred to the General Fund to augment the Public Works budget for street and road maintenance. rf Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 102 - ROAD MAINTENANCE REHABILITATION ACCOUNT (RMRA) FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Taxes and Franchises GAS TAX 2,038,465 1,959,158 1,827,342 (131,816) -6.7% Use of Money and Property INVESTMENT INTEREST 10,515 2,500 13,000 10,500 420.0% Revenues/Other Sources 2,048,979 1,961,658 1,840,342 (121,316) -6.2% Expenditures by Category TRANSFERS 1,251,263 2,978,734 1,827,342 (1,151,392) -38.7% Expenditures/Other Financing Uses 1,251,263 2,978,734 1,827,342 (1,151,392) -38.7% Net Revenues 797,716 (1,017,076) 13,000 1,030,076 -25.8% Fund Balance, Beginning of Year 512,997 1,310,713 293,637 (1,017,076) -77.6% Fund Balance, End of Year 1,310,713 293,637 306,637 13,000 4.4% 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 decrease by 6.2% due to the economic impact of the COVID-19 pandemic. Expenditures reflect the transfer of funds to the Capital Improvement Program to fund the Pavement Rehabilitation Project. r`: Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 103 - STREET MAINTENANCE FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 12,984 5,000 12,500 7,500 150.0% Operating Transfers In CONTRIBUTION FROM MEASURES 1,400,000 - - - 0.0% Revenues/Other Sources 1,412,984 5,000 12,500 7,500 150.00/0 Net Revenues 1,412,984 5,000 12,500 7,500 150.0% Fund Balance, Beginning of Year - 1,412,984 1,417,984 5,000 0.4% Fund Balance, End of Year 1,412,984 1,417,984 1,430,484 12,500 0.9% 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 for the future replacement of the City's street and road network has been deferred from Measure S in FY19-20 and FY20-21 due to the economic impact of the COVID-19 pandemic. 73 (The Hear[ of Southern California Wine Country 105 - NPDES IN LIEU FEES FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges DEVELOPMENT FEES 310,765 (310,765) -100.0% Revenues/Other Sources - 310,765 - (310,765) -100.00/0 Net Revenues 310,765 - (310,765)-100.0% Fund Balance, Beginning of Year - 310,765 310,765 100.0% Fund Balance, End of Year - 310,765 310,765 - 0.0% Fund Description This fund was established to account for the collection of In Lieu fees associated with the National Pollutant Discharge Elimination System (NPDES). Analysis/Comments There is no projected NPDES revenue from development activity for FY20-21. 74 Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 106 - JEFFERSON STREET IN -LIEU FEES SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges DEVELOPMENT IMPACT FEES - 222,718 222,718 100.0% Operating Transfers In OPERATING TRANSFERS IN 493,336 - (493,336) -100.0% Revenues/Other Sources - 493,336 222,718 (270,618) -54.9% Net Revenues 493,336 222,718 (270,618) -54.9% Fund Balance, Beginning of Year - 493,336 493,336 100.0% Fund Balance, End of Year 493,336 716,054 222,718 45.1% Fund Description This fund was established in conjunction with the adoption of the Uptown Temecula Specific Plan New Streets In -Lieu Fee. The Specific Plan requires developers to dedicate right-of-way and construct new street improvements adjacent to or through their development sites. Developers within the Specific Plan who cannot contribute right-of-way and/or build new streets will be charged a new streets in -lieu fee. Analysis/Comments Revenue for FY20-21 Jefferson Street In -Lieu Fees is related to a new hotel development in the Uptown Temecula Plan area. 75 Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 120 - DEVELOPMENT IMPACT FEES FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges QUIMBY FEES 840,917 509,364 524,512 15,148 3.0% DEVELOPMENT IMPACT FEES 2,706,659 3,374,876 4,213,358 838,482 24.8% Use of Money and Property INVESTMENT INTEREST 54,519 80,000 18,000 (62,000) -77.5% Revenues/Other Sources 3,602,096 3,964,240 4,755,870 791,630 20.0% Expenditures by Category TRANSFERS 3,376,204 10,052,215 4,603,389 (5,448,826) -54.2% Expenditures/Other Financing Uses 3,376,204 10,052,215 4,603,389 (5,448,826) -54.2% Net Revenues 225,892 (6,087,975) 152,481 6,240,456 -33.2% Fund Balance, Beginning of Year 3,995,162 4,221,054 3,736,804 (484,250) -11.5% Adjustment to Fund Balance - 5,603,725 - (5,603,725) -100.0% Fund Balance, End of Year 4,221,054 3,736,804 3,889,285 152,481 308.3% 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 FY19-20 were carried forward to FY20-21, and were reflected in the Adjustment to Fund Balance in that year. 76 Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 125 - PUBLIC EDUCATION & GOVERNMENT (PEG) FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Taxes and Franchises PEG FEES 242,591 233,637 220,219 (13,418) -5.7% Use of Money and Property INVESTMENT INTEREST 7,041 4,000 2,000 (2,000) -50.0% Revenues/Other Sources 249,632 237,637 222,219 (15,418) -6.5% Expenditures by Category CAPITAL OUTLAY 239,994 374,699 (374,699)-100.0% Expenditures/Other Financing Uses 239,994 374,699 - (374,699)-100.00/0 Net Revenues 9,638 (137,062) 222,219 359,281 -63.7% Fund Balance, Beginning of Year 357,357 366,995 229,932 (137,062) -37.3% Fund Balance, End of Year 366,995 229,932 452,151 222,219 96.6% 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 6.5% in FY20-21 due to fewer cable subscribers than in the prior year. Expenditures of PEG Funds, which are normally programmed by the Information Technology Department for the replacement and upgrade of the audio-visual equipment in the Conference Center and various production equipment, have been deferred in FY20-21 due to the economic impact of the COVID-19 pandemic. rrA Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 140 - COMMUNITY DEV BLOCK GRANT FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Intergovernmental Revenues COMMUNITY DEVELOPMENT BLOCK 361,106 1,017,717 559,063 (458,654) -45.1% GRANT Revenues/Other Sources 361,106 1,017,717 559,063 (458,654) -45.1% Expenditures by Category SALARIES & BENEFITS 109,385 111,685 111,441 (245) -0.2% OPERATIONS & MAINTENANCE 106,419 131,226 133,929 2,703 2.1% TRANSFERS 145,302 774,805 313,693 (461,112) -59.5% Expenditures/Other Financing Uses 361,106 1,017,717 559,063 (458,654) -45.1% Net Revenues - - - -45.1% Fund Balance, Beginning of Year 100.0% Fund Balance, End of Year 470.6% 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. 78 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 145 - TEMECULA ENERGY EFFICIENCY ASSET (TEAM) FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 3,976 2,500 1,300 (1,200) -48.0% Revenues/Other Sources 3,976 2,500 1,300 (1,200) -48.0% Net Revenues 3,976 2,500 1,300 (1,200) -48.0% Fund Balance, Beginning of Year 190,274 194,250 196,750 2,500 1.3% Fund Balance, End of Year 194,250 196,750 198,050 1,300 0.7% 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. 79 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 150 - AB 2766 MOTOR VEHICLE SUBVENTION FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 3,145 300 1,500 1,200 400.0% Intergovernmental Revenues AB2766 MOTOR VEHICLE SUBVENTION 146,802 147,017 151,870 4,853 3.3% Revenues/Other Sources 149,947 147,317 153,370 6,053 4.1% Expenditures by Category OPERATIONS & MAINTENANCE 10,000 10,000 10,200 200 2.0% TRANSFERS 47,000 353,898 100,000 (253,898) -71.7% Expenditures/Other Financing Uses 57,000 363,898 110,200 (253,698) -69.7% Net Revenues 92,947 (216,581) 43,170 259,751 -48.4% Fund Balance, Beginning of Year 132,593 225,540 8,959 (216,581) -96.0% Fund Balance, End of Year 225,540 8,959 52,129 43,170 481.9% 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 4.1% in FY20-21. Expenditures are allocated to fund the Clean Cities Coalition, and the remainder is transferred to the Capital Improvement Program to provide funding for the Bike Lane and Trail Program. 80 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 160 - SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 909 - 490 490 100.0% Intergovernmental Revenues SLESF GRANT 254,820 172,507 172,017 (490) -0.3% Revenues/Other Sources 255,730 172,507 172,507 - 0.00/0 Expenditures by Category TRANSFERS 255,730 172,507 172,507 0.0% Expenditures/Other Financing Uses 255,730 172,507 172,507 - 0.00/0 Net Revenues Fund Balance, Beginning of Year Fund Balance, End of Year 0.0% 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, which normally reflect changes in population, are projected remain flat for FY20-21. Expenditures reflect the transfer of these funds to the General Fund to supplement the Police budget. 81 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 161 - TEMECULA MAJOR CRIMES REWARD FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 544 300 180 (120) -40.0% Revenues/Other Sources 544 300 180 (120) -40.0% Net Revenues 544 300 180 (120) -40.0% Fund Balance, Beginning of Year 26,012 26,556 26,856 300 1.1% Fund Balance, End of Year 26,556 26,856 27,036 180 0.7% 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 March 22, 2021) 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 Sheriffs office. 82 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 165 - AFFORDABLE HOUSING FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges POLICE 36 - - 0.0% Use of Money and Property LEASE/RENTAL INCOME 202,000 1,393,496 85,400 (1,308,096) -93.9% OTHER (37,267) 556 - (556) -100.0% INVESTMENT INTEREST 15,001 10,000 4,700 (5,300) -53.0% Intergovernmental Revenues AGENCY TRUST CONTRIBUTION 250,000 250,000 250,000 0.0% Reimbursements CAPITAL IMPROVEMENT PROGRAM 12,317 - - 0.0% OTHER REIMBURSEMENTS 1,500 0.0% Operating Transfers In OPERATING TRANSFERS IN 15,869 - - 0.0% Revenues/Other Sources 459,456 1,654,052 340,100 (1,313,952) -79.4% Expenditures by Category SALARIES & BENEFITS 253,673 290,684 301,732 11,048 3.8% OPERATIONS & MAINTENANCE 96,096 268,576 253,385 (15,191) -5.7% INTERNAL SERVICE FUND ALLOCATIONS 30,974 38,420 36,054 (2,366) -6.2% Expenditures/Other Financing Uses 380,743 597,680 591,171 (6,509) -1.10/0 Net Revenues 78,713 1,056,372 (251,071) (1,307,443) -58.6% Fund Balance, Beginning of Year 10,819,638 10,898,351 11,954,723 1,056,372 9.7% Fund Balance, End of Year 10,898,351 11,954,723 11,703,652 (251,071) -2.1% 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 79.4% due to a one-time receipt in FY19-20 of advanced lease/rent due to the City from the Mission Village refinance. Expenditures are decreasing by 1.1%, primarily due to a decrease in operating and internal service fund expenditures. 83 Alk C_(�� I � The Heart of Southern California Wine Country 170 - MEASURE A FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST 75,370 40,000 35,800 (4,200) -10.5% Intergovernmental Revenues MEASURE A 3,334,125 2,961,000 2,783,000 (178,000) -6.0% Revenues/Other Sources 3,409,495 3,001,000 2,818,800 (182,200) -6.1% Expenditures by Category OPERATIONS & MAINTENANCE 1,634,969 2,260,560 2,031,000 (229,560) -10.2% TRANSFERS 1,000,000 5,701,509 614,275 (5,087,234) -89.2% Expenditures/Other Financing Uses 2,634,969 7,962,069 2,645,275 (5,316,794) -66.8% Net Revenues 774,526 (4,961,069) 173,525 5,134,594 -50.2% Fund Balance, Beginning of Year 4,243,589 5,018,115 57,046 (4,961,069) -98.9% Fund Balance, End of Year 5,018,115 57,046 230,571 173,525 304.2% 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 decrease by 6.1% due to the COVID-19 pandemic. Investment Interest is projected to decrease in FY20-21 due to the reduction in Fund Balance. Expenditures of Measure A, which normally include transfers to fund the Pavement Rehabilitation project in the Capital Improvement Program and ongoing street and road maintenance, are projected to decrease by 66.8% in FY20-21 due to the reduction in available revenue. 84 Alk C_(�� I � The Heart of Southern California Wine Country 198 - PUBLIC ART FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges PUBLIC ART 24,232 157,928 13,055 (144,873) -91.7% Use of Money and Property INVESTMENT INTEREST 527 1,000 200 (800) -80.0% Revenues/Other Sources 24,759 158,928 13,255 (145,673) -91.7% Expenditures by Category OPERATIONS & MAINTENANCE 4,026 0.0% TRANSFERS 25,000 0.0% Expenditures/Other Financing Uses 29,026 - - - 0.00/0 Net Revenues (4,266) 158,928 13,255 (145,673) -91.7% Fund Balance, Beginning of Year 25,968 21,702 180,630 158,928 732.3% Fund Balance, End of Year 21,702 180,630 193,885 13,255 7.3% 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 decrease in FY20-21 as a result of less development activity. Investment interest is also expected to decrease. There are no expenditures of Public Art programmed at this time. 85 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 395 - 2018 FINANCING LEASE (CIVIC CENTER) FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST - - - - 0.0% Operating Transfers In OPERATING TRANSFERS IN 2,081,891 2,075,512 2,077,767 2,255 0.1% Revenues/Other Sources 2,081,891 2,075,512 2,077,767 2,255 0.10/0 Expenditures by Category OPERATIONS & MAINTENANCE 2,081,891 2,075,512 2,077,767 2,255 0.1% Expenditures/Other Financing Uses 2,081,891 2,075,512 2,077,767 2,255 0.10/0 Net Revenues Fund Balance, Beginning of Year Fund Balance, End of Year Fund Description 0.1% 0.0% 0.0% 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. 86 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 396 - 2018 FINANCING LEASE (MRC) FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Use of Money and Property INVESTMENT INTEREST - 0.0% Reimbursements CAPITAL IMPROVEMENT PROGRAM 95,000 - - 0.0% Operating Transfers In OPERATING TRANSFERS IN 416,855 555,808 555,808 0.0% Revenues/Other Sources 511,855 555,808 555,808 - 0.00/0 Expenditures by Category OPERATIONS & MAINTENANCE 511,855 555,808 555,808 0.0% Expenditures/Other Financing Uses 511,855 555,808 555,808 - 0.00/0 Net Revenues Fund Balance, Beginning of Year Fund Balance, End of Year 0.0% 0.0% 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. 87 '1 The Heart of Southern California Wine Country Temecula Community Services District Summaries 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 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, library services and an intern fellowship program. 88 ( The Heart of Sou�California W-Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE BY SOURCE 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND 2019- 2020- 2018- 2020 2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Taxes and Franchises SPECIAL TAX (MEASURE C) 1,871,707 1,876,279 1,880,264 3,985 0.2% Licenses, Permits and Service Charges AQUATICS 170,033 89,000 178,000 89,000 100.0% SPORTS LEAGUES & 162,848 151,203 226,027 74,824 49.5% TOURNAMENTS DEVELOPMENT IMPACT FEES 1,684 (175) - 175 -100.0% CONTRACT CLASSES 1,008,012 670,000 1,000,000 330,000 49.3% CLASSES/ACTIVITIES 53,814 24,429 43,739 19,310 79.0% FACILITY RENTALS 336,289 267,377 363,518 96,142 36.0% MUSEUM ADMISSIONS 78,694 56,625 75,500 18,875 33.3% THEATER ADMISSIONS 300,413 236,634 335,512 98,878 41.8% DAY CAMPS 111,273 54,740 109,480 54,740 100.0% Fines and Forfeitures FINES & FORFEITURES 50 50 100 50 100.0% Use of Money and Property INVESTMENT INTEREST 19,044 7,000 2,800 (4,200) -60.0% Intergovernmental Revenues GRANTS 81,196 - - - 0.0% Reimbursements CAPITAL IMPROVEMENT PROGRAM 1 4,320 - (4,320) -100.0% OTHER REIMBURSEMENTS 19,788 65,000 56,100 (8,900) -13.7% Operating Transfers In CONTRIBUTION FROM MEASURES 6,211,702 8,439,182 8,297,243 (141,939) -1.7% Miscellaneous MISCELLANEOUS 107,563 72,727 119,242 46,516 64.0% Total Revenues and Other Sources 10,534,112 12,014,390 12,687,525 673,135 5.6% 89 l Th, H-, t of CAI f.,,- City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND Description 2018-2019 Actuals 2019-2020 Current Budget 2020-2021 Proposed Budget Increase/ (Decrease) % Increase/ Decrease 180 - OPERATIONS 4004 SPECIAL TAX (MEASURE C) 422,207 423,237 509,578 86,341 20.4% 4065 INVESTMENT INTEREST 17,792 7,000 2,800 (4,200) -60.0% 4070 CASH OVER & SHORT 22 - - 0.0% 4076 REIMBURSEMENTS 19,787 0.0% 4077 REIMBURSEMENTS-TUMF 1 - - 0.0% 4089 OPERATING TRANSFER IN MEASURE S 6,211,702 8,439,182 8,297,243 (141,939) -1.7% 181 - TCSD - SENIOR CENTER 4004 SPECIAL TAX (MEASURE C) 86,495 86,706 56,340 (30,366) -35.0% 4658 WRCOG BEYOND FRAMEWORK PROGRAM 2,250 - - - 0.0% 4980 CLASSES/ACTIVITIES 5,138 2,745 3,660 915 33.3% 4983 TRANSPORTATION 1,088 750 1,000 250 33.3% 4986 EXCURSIONS 2,674 1,622 2,163 541 33.3% 4990 INDOOR RENTALS 776 750 1,000 250 33.3% 132 - TCSD - GUMMUNITY RECREATION CENTER 4004 SPECIAL TAX (MEASURE C) 175,825 176,254 156,538 (19,716) -11.2% 4070 CASH OVER & SHORT 8 - - - 0.0% 4966 OPEN GYM RESIDENT/NONRESIDENT 13,005 7,125 9,500 2,375 33.3% 4984 DAY CAMP 111,273 54,740 109,480 54,740 100.0% 4989 PICNIC SHELTER RENTALS 14,772 10,000 - (10,000) -100.0% 4990 INDOOR RENTALS 27,423 18,200 24,267 6,067 33.3% 4992 SPECIAL EVENTS 10,701 2,500 - (2,500) -100.0% 4998 SKATE PARK 3,429 3,375 4,500 1,125 33.3% 183 - TCSD - SPECIAL EVENTS 4004 SPECIAL TAX (MEASURE C) 163,216 163,615 184,438 20,823 12.7% 4161 SPECIAL EVENT PERMITS 1,400 675 900 225 33.3% 4992 SPECIAL EVENTS 72,211 58,934 78,578 19,645 33.3% 184 - TCSD - TEMECULA COMMUNITY CENTER 4004 SPECIAL TAX (MEASURE C) 40,243 54,293 59,202 4,909 9.0% 4921 INDOOR RENTALS - CONFERENCE CENTER - 18,900 25,200 6,300 33.3% 4989 PICNIC SHELTER RENTALS - (2,500) 10,000 12,500 500.0% 4990 INDOOR RENTALS 42,201 36,265 48,353 12,088 33.3% 185 - TCSD - MUSEUM 4004 SPECIAL TAX (MEASURE C) 71,249 71,423 67,984 (3,439) -4.8% 4051 CIP - DIF-OPEN SPACE AND TRAILS 684 (175) - 175 -100.0% 4088 DONATIONS - 50 700 650 1300.0% 4508 GIFT SHOP - (10,000) 10,000 20,000 200.0% 4951 TOURS 1,941 1,125 1,500 375 33.3% 4953 FIELD TRIPS 3,761 1,250 2,500 1,250 100.0% 4980 CLASSES/ACTIVITIES 1,110 758 1,010 253 33.3% 4990 INDOOR RENTALS - 2,550 3,400 850 33.3% 4991 ADMISSIONS 16,470 11,250 15,000 3,750 33.3% 186 - TCSD - AQUATICS 4004 SPECIAL TAX (MEASURE C) 172,686 173,108 182,454 9,346 5.4% 4970 SWIM LESSONS 136,201 72,500 145,000 72,500 100.0% 4971 LAP SWIM 7,735 90 4,000 8,000 4,000 100.0% l Th,P-, t of 5-11-- C,If.,, City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND Description 2018-2019 Actuals 2019-2020 Current Budget 2020-2021 Proposed Budget Increase/ (Decrease) % Increase/ Decrease 4972 PUBLIC SWIM 18,739 8,500 17,000 8,500 100.00/0 4973 FAMILY NIGHT SWIM 1,338 1,000 2,000 1,000 100.0% 4974 POOL RENTALS 26,763 10,524 21,048 10,524 100.0% 4976 NON RESIDENT SWIM 6,020 3,000 6,000 3,000 100.0% 4980 CLASSES/ACTIVITIES 36,589 15,500 31,000 15,500 100.0% 187 - TCSD - SPORTS 4004 SPECIAL TAX (MEASURE C) 55,636 55,772 52,778 (2,994) -5.4% 4959 ADULT BASKETBALL LEAGUE 4,790 6,442 9,615 3,173 49.3% 4960 ADULT SOFTBALL 29,758 35,096 70,192 35,096 100.0% 4962 HOCKEY 20,692 18,750 25,000 6,250 33.3% 4963 TOURNAMENTS 76,570 71,250 95,000 23,750 33.3% 4964 ADULT SOFTBALL NON-RESIDENT 10,070 - - - 0.0% 4965 YOUTH LEAGUES - NON RESIDENT 4,535 9,165 12,220 3,055 33.3% 4988 FIELD RENTALS/LIGHTS 125,476 101,250 135,000 33,750 33.3% 4997 CONCESSIONS 14,535 10,301 15,375 5,074 49.3% 188 - TCSD - CHILDRENS MUSEUM 4004 SPECIAL TAX (MEASURE C) 18,018 18,062 12,449 (5,613) -31.1% 4991 ADMISSIONS 70 - - 0.0% 189 - TCSD - COMMUNITY THEATER 4004 SPECIAL TAX (MEASURE C) 224,861 225,410 202,749 (22,661) -10.1% 4025 GRANTS - 4,320 - (4,320) -100.0% 4051 CIP - DIF-OPEN SPACE AND TRAILS 1,000 - 0.0% 4070 CASH OVER & SHORT (42) 0.0% 4076 REIMBURSEMENTS 1 - - - 0.0% 4088 DONATIONS - 375 500 125 33.3% 4901 FRONT OF HOUSE FEES 6,650 5,250 7,000 1,750 33.3% 4906 THEATER -STAGEHAND LABOR REIMB. 108,906 78,759 105,012 26,253 33.3% 4907 THEATER -TICKET SERVICES REIMB. 34,382 26,250 35,000 8,750 33.3% 4910 THEATER-TEMECULA PRESENTS 150,475 126,375 188,500 62,125 49.2% 4990 INDOOR RENTALS 56,220 57,000 76,000 19,000 33.3% 4991 ADMISSIONS 60,213 44,250 59,000 14,750 33.3% 4997 CONCESSIONS 1,371 1,050 1,400 350 33.3% 4999 THEATER -EQUIPMENT RENTALS 16,781 14,438 19,250 4,813 33.3% 190 - TCSD - CULTURAL ARTS 4004 SPECIAL TAX (MEASURE C) 51,511 51,637 32,133 (19,504) -37.8% 4992 SPECIAL EVENTS 390 405 540 135 33.3% 193 - TCSD-CONFERENCE CENTER 4004 SPECIAL TAX (MEASURE C) 13,917 - - - 0.0% 4990 INDOOR RENTALS 25,878 - - 0.0% 194 - TCSD- HUMAN SERVICES 4004 SPECIAL TAX (MEASURE C) 36,640 36,729 28,757 (7,972) -21.7% 4076 REIMBURSEMENTS - - 6,100 6,100 100.0% 4980 CLASSES/ACTIVITIES 2,054 1,130 1,506 377 33.3% 4992 SPECIAL EVENTS 5,690 6,082 8,109 2,027 33.3% 4995 HIGH HOPES 2,666 3,030 4,040 1,010 33.3% 195 - TCSD-MARGARITA RECREATION CENTER 91 ]] �_I R Hoar[oF Soat�forn'ie wipe C.,—y City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND 2018-2019 2019-2020 2020-2021 Increase/ % Description Increase/ Actuals Current Budget Proposed Budget (Decrease) Decrease 4004 SPECIAL TAX (MEASURE C) 26,364 26,428 40,347 13,919 52.7% 196 - TCSD-]EFFERSON RECREATION CENTER 4004 SPECIAL TAX (MEASURE C) 8,825 8,847 8,631 (216) -2.4% 197 - TCSD-CONTRACT CLASSES 4004 SPECIAL TAX (MEASURE Q 142,380 142,728 132,593 (10,135) -7.1% 4982 CONTRACTED CLASSES 1,008,012 670,000 1,000,000 330,000 49.3% 198 - TCSD-PARK RANGERS 4004 SPECIAL TAX (MEASURE C) 36,480 36,569 64,821 28,252 77.3% 4257 PARK RANGER CITATIONS 50 50 100 50 100.0% 201 - TCSD-RESPONSIBLE COMPASSION 4004 SPECIAL TAX (MEASURE C) 125,156 125,461 88,472 (36,989) -29.5% 4076 REIMBURSEMENTS - 65,000 50,000 (15,000) -23.1% 4658 WRCOG BEYOND FRAMEWORK PROGRAM 78,947 - - 0.0% 199 - NON -DEPARTMENTAL 4545 GASB 31 - FMV ON INVESTMENTS 1,264 - - - 0.0% TOTALTEMELULALUMMUNLIY 10,534,112 12,014,390 12,687,525 673,135 5.6% SERVICES DISTRICT FUND City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT FUND Description 2018-2019 2019-2020 2020-2021 Increase/ % Increase/ Actuals Current Budget Proposed Budget (Decrease) Decrease 192 - TCSD SERVICE LEVEL "B" STREET LIGHTS FUND 4005 ASSESSMENTS 639,787 640,767 640,767 0 0.0% 4065 INVESTMENT INTEREST 2,311 200 - (200) -100.0% 4089 OPERATING TRANSFER IN MEASURE S 62,661 71,037 73,168 2,131 3.0% 4545 GASB 31 - FMV ON INVESTMENTS 199 - - - 0.0% TOTAL TCSD SERVICE LEVEL "B" STREET LIGHTS FUND 704,958 712,004 713,935 1,931 0.3% 501-530 - SERVICE LEVEL "C" SLOPE MAINTENANCE FUNDS 4005 ASSESSMENTS 1,587,515 1,587,230 1,586,674 (556) 0.0% 4065 INVESTMENT INTEREST 30,874 - 8,995 8,995 100.0% TOTAL SERVICE LEVEL"C" SLOPE MAINTENANCE FUNDS 1,618,389 1,587,230 1,595,669 8,439 0.5% 194 - TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND 4005 ASSESSMENTS 7,975,196 8,491,541 8,634,245 142,704 1.7% 4058 MISCELLANEOUS - - 23,000 23,000 100.0% 4065 INVESTMENT INTEREST 11,551 5,000 1,200 (3,800) -76.0% 4096 RECYCLING PROGRAM 19,711 18,000 18,500 500 2.8% 4545 GASB 31 - FMV ON INVESTMENTS 361 - - - 0.0% TOTAL TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND 8,006,819 8,514,541 8,676,945 162,404 1.90/0 195 - TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND 4005 ASSESSMENTS 5,331 5,532 5,532 0 0.0% 4065 INVESTMENT INTEREST 455 300 120 (180) -60.0% 4545 GASB 31 - FMV ON INVESTMENTS 36 - - - 0.0% TOTAL TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND 5,821 5,832 5,652 (180) 3.1% 196 - TCSD SERVICE LEVEL "L" LAKE PARK MAINT FUND 4005 ASSESSMENTS 241,226 244,289 246,732 2,443 1.0% 4007 HARVESTON LAKE BOAT REVENUE 4,403 4,200 4,200 - 0.0% 4065 INVESTMENT INTEREST 7,139 4,000 2,300 (1,700) -42.5% 4545 GASB 31 - FMV ON INVESTMENTS 758 - - - 0.0% TOTAL TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND 253,524 252,489 253,232 743 0.3% 197 - TEMECULA LIBRARY FUND 4065 INVESTMENT INTEREST 6,770 3,000 2,200 (800) -26.7% 4071 FINES & FEES 75,811 51,750 69,000 17,250 33.3% 4079 PRINTING & COPIES 16,240 16,395 21,860 5,465 33.3% 4089 OPERATING TRANSFER IN MEASURE S 662,527 921,203 847,181 (74,022) -8.0% 4272 LOST DAMAGED MATERIALS (166) - - - 0.0% 4274 FACILITIES RENTALS 19,961 11,250 15,000 3,750 33.3% 4545 GASB 31 - FMV ON INVESTMENTS 556 - - - 0.0% TOTAL TEMECULA LIBRARY FUND 781,699 1,003,598 955,241 (48,357) -4.8% 93 j Aft The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) ALL FUNDS COMBINED 2019- 2018- 2020- % ° 2020 Description 2019 2021 Increase/ Increase/ Actuals Current Proposed (Decrease) Decrease Budget Budget Revenues by Fund 190 - TCSD Operations 192 - Service Level B (Street Lights) 194 - Service Level D (Refuse/Recycling) 195 - Service Level R (Road Maintenance) 196 - Service Level L (Lake Park Maintenance) 197-Temecula Public Library 501-530 - Service Level C (Slope Maintenance) Total Revenues and Other Sources Expenditures by Fund 190 - TCSD Operations 192 - Service Level B (Street Lights) 194 - Service Level D (Refuse/Recycling) 195 - Service Level R (Road Maintenance) 196 - Service Level L (Lake Park Maintenance) 197-Temecula Public Library 501-530 - Service Level C (Slope Maintenance) Total Expenditures and Other Financial Uses Excess of Revenues Over (Under) Expenditures Fund Balance, Beginning of Year Fund Balance, End of Year 10,534,112 12,014,390 12,687,525 673,135 5.6% 704,958 712,004 713,935 1,931 0.3% 8,006,819 8,514,541 8,676,945 162,404 1.9% 5,821 5,832 5,652 (180) -3.1% 253,524 252,489 253,232 743 0.3% 781,699 1,003,598 955,241 (48,357) -4.8% 1,618,389 1,587,230 1,595,669 8,439 0.5% 21,905,323 24,090,084 24,888,200 798,116 3.3% 11,151,063 12,153,690 12,465,823 312,134 2.6% 935,978 739,853 575,723 (164,130) -22.2% 8,025,798 8,581,045 8,685,983 104,938 1.2% 12,315 5,532 15,150 9,618 173.9% 237,532 268,788 270,939 2,150 0.8% 903,611 1,033,977 1,046,021 12,044 1.2% 1,386,544 1,954,308 1,881,260 (73,047) -3.7% 22,652,841 24,737,192 24,940,900 203,708 0.80/0 (747,518) (647,108) (52,700) 594,408 2.1% 3,911,581 3,164,063 2,516,956 (647,108) -20.5% 3,164,063 2,516,956 2,464,256 (52,700) -2.1% 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. 94 Ak City of Temecula Fiscal Year 2020-2021 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) OPERATIONS SUMMARY Fund: 190 - TEMECULA COMMUNITY SERVICES DISTRICT FUND 2018-2019 2019-2020 2020-2021 0/0 Description Increase/ Increase/ Actuals Current Budget Proposed Budget (Decrease) Decrease Revenues by Department OPERATIONS SENIOR CENTER COMMUNITY RECREATION CENTER SPECIAL EVENTS TEMECULA COMMUNITY CENTER MUSEUM AQUATICS SPORTS CHILDRENS MUSEUM COMMUNITY THEATER CULTURAL ARTS CONFERENCE CENTER HUMAN SERVICES MARGARITA RECREATION CENTER JEFFERSON RECREATION CENTER CONTRACT CLASSES PARK RANGERS NON -DEPARTMENTAL RESPONSIBLE COMPASSION Total Revenues and Other Sources Expenditures by Department OPERATIONS SENIOR CENTER COMMUNITY RECREATION CENTER SPECIAL EVENTS TEMECULA COMMUNITY CENTER MUSEUM AQUATICS SPORTS CHILDRENS MUSEUM COMMUNITY THEATER CULTURAL ARTS CONFERENCE CENTER HUMAN SERVICES MARGARITA RECREATION CENTER JEFFERSON RECREATION CENTER CONTRACT CLASSES PARK RANGERS RESPONSIBLE COMPASSION Total Expenditures and Other Financial Uses 6,671,511 8,869,419 8,809,621 (59,798) -0.7% 98,420 92,573 64,163 (28,410) -30.7% 356,435 272,194 304,285 32,091 11.8% 236,827 223,224 263,916 40,693 18.2% 82,444 106,958 142,755 35,797 33.5% 95,215 78,231 102,094 23,864 30.5% 406,071 288,132 412,502 124,370 43.2% 342,062 308,026 415,180 107,154 34.8% 18,088 18,062 12,449 (5,613) -31.1% 660,817 583,477 694,411 110,935 19.0% 51,901 52,042 32,673 (19,369) -37.2% 39,795 - - - 0.0% 47,050 46,970 48,512 1,542 3.3% 26,364 26,428 40,347 13,919 52.7% 8,825 8,847 8,631 (216) -2.4% 1,150,392 812,728 1,132,593 319,865 39.4% 36,530 36,619 64,921 28,302 77.3% 1,264 - - - 0.0% 204,102 190,461 138,472 (51,989) -27.3% 10,534,112 12,014,390 12,687,525 673,135 5.6% 2,788,538 3,636,832 3,378,415 (258,417) -7.1% 427,927 398,475 373,524 (24,951) -6.3% 1,015,045 984,185 1,037,822 53,637 5.4% 962,704 1,066,373 1,222,791 156,418 14.7% 222,198 360,637 392,498 31,860 8.8% 479,592 503,649 450,723 (52,926) -10.5% 1,034,089 1,024,486 1,209,638 185,152 18.1% 310,799 284,929 349,908 64,979 22.8% 93,191 81,223 82,535 1,312 1.6% 1,418,655 1,402,400 1,344,190 (58,210) -4.2% 243,399 252,644 213,039 (39,604) -15.7% 98,364 - - 0.0% 175,239 196,168 190,655 (5,513) -2.8% 162,758 135,578 267,491 131,914 97.3% 50,670 54,709 57,220 2,511 4.6% 873,648 723,472 879,067 155,594 21.5% 279,619 368,451 429,751 61,300 16.6% 514,629 679,478 586,557 (92,921) -13.7% 11,151,063 12,153,690 12,465,823 312,134 2.6% 95 Excess of Revenues Over (Under) Expenditures Fund Balance, Beginning of Year Fund Balance, End of Year City of Temecula Fiscal Year 2020-2021 Annual Operating Budget (616,951) (139,299) 221,702 361,001 4.1% 927,584 310,633 171,334 (139,299) -44.8% 310,633 171,334 393,036 221,702 129.4% Fund Description Citywide Operations retlects the collection of the Special Tax (Measure C) charged to households for recreation programs as well as tees for classes and activities. Accounts for facility nnerations. maintenance. and community recreation nroarams. Measure C was annroved by residents in 1997 at a rate of Analysis/Comments TCSD revenue is expected to increase in FY20-21 due to an increased contribution from Measure S to cover the higher level of expenditures. Expenditures are expected to increase by 2.6%. 96 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 192 - TCSD SERVICE LEVEL "B" STREET LIGHTS FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges ASSESSMENTS 639,787 640,767 640,767 - 0.0% Use of Money and Property INVESTMENT INTEREST 2,510 200 - (200) -100.0% Operating Transfers In CONTRIBUTION FROM MEASURES 62,661 71,037 73,168 2,131 3.0% Revenues/Other Sources 704,958 712,004 713,935 1,931 0.3% Expenditures by Category SALARIES & BENEFITS 22,384 22,103 22,718 615 2.8% OPERATIONS & MAINTENANCE 913,594 717,750 553,005 (164,745) -23.0% Expenditures/Other Financing Uses 935,978 739,853 575,723 (164,130) -22.2% Net Revenues (231,020) (27,849) 138,212 166,061 -11.2% Fund Balance, Beginning of Year 261,188 30,168 2,320 (27,849) -92.3% Fund Balance, End of Year 30,168 2,320 140,532 138,212 5958.5% 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 .3% in FY20-21, primarily due to a small increase in the transfer in of Measure S funds. Expenditures are expected to decrease by 22.2% due to the acquisition of the streetlights from Southern California Edison and the subsequent conversion to LED bulbs, both of which reduce the operating costs of the streetlight network. 97 Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 194 - TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges RECYCLING PROGRAM 19,711 18,000 18,500 500 2.8% ASSESSMENTS 7,975,196 8,491,541 8,634,245 142,704 1.7% Use of Money and Property INVESTMENT INTEREST 11,912 5,000 1,200 (3,800) -76.0% Miscellaneous MISCELLANEOUS - - 23,000 23,000 100.0% Revenues/Other Sources 8,006,819 8,514,541 8,676,945 162,404 1.90/0 Expenditures by Category SALARIES & BENEFITS 71,416 53,614 59,460 5,845 10.9% OPERATIONS & MAINTENANCE 7,954,383 8,527,431 8,626,523 99,092 1.2% Expenditures/Other Financing Uses 8,025,798 8,581,045 8,685,983 104,938 1.2% Net Revenues (18,980) (66,504) (9,038) 57,466 1.6% Fund Balance, Beginning of Year 294,489 275,509 209,005 (66,504) -24.1% Fund Balance, End of Year 275,509 209,005 199,967 (9,038) -4.3% 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 1.9% primarily due to the contractually -obligated inflation tied to the Consumer Price Index and County tipping fees. 98 Alk C—(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 195 - TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges ASSESSMENTS 5,331 5,532 5,532 - 0.0% Use of Money and Property INVESTMENT INTEREST 491 300 120 (180) -60.0% Revenues/Other Sources 5,821 5,832 5,652 (180) -3.1% Expenditures by Category OPERATIONS & MAINTENANCE 12,315 5,532 15,150 9,618 173.9% Expenditures/Other Financing Uses 12,315 5,532 15,150 9,618 173.9% Net Revenues (6,493) 300 (9,498) (9,798) 83.1% Fund Balance, Beginning of Year 26,791 20,298 20,598 300 1.5% Fund Balance, End of Year 20,298 20,598 11,100 (9,498) -46.1% 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 decrease by 3.1% in FY20-21, due to a decrease in interest income. Expenditures are projected to increase due to the need for additional road maintenance for FY20-21. 99 Alk C-(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 196 - TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges HARVESTON LAKE BOAT REVENUE 4,403 4,200 4,200 - 0.0% ASSESSMENTS 241,226 244,289 246,732 2,443 1.0% Use of Money and Property INVESTMENT INTEREST 7,896 4,000 2,300 (1,700) -42.5% Revenues/Other Sources 253,524 252,489 253,232 743 0.3% Expenditures by Category SALARIES & BENEFITS 15,958 26,101 25,849 (253) -1.0% OPERATIONS & MAINTENANCE 221,574 242,687 245,090 2,403 1.0% Expenditures/Other Financing Uses 237,532 268,788 270,939 2,150 0.8% Net Revenues 15,993 (16,299) (17,707) (1,407) 0.6% Fund Balance, Beginning of Year 402,667 418,660 402,361 (16,299) -3.9% Fund Balance, End of Year 418,660 402,361 384,654 (17,707) -4.4% 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 and expenditures are projected to remain relatively flat in FY20-21. 100 Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget Funds: 501-530 SERVICE LEVEL C - LANDSCAPE / SLOPE MAINTENANCE 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges ASSESSMENTS 1,587,515 1,587,230 1,586,674 (556) 0.0% Use of Money and Property INVESTMENT INTEREST 30,874 - 8,995 8,995 100.0% Revenues/Other Sources 1,618,389 1,587,230 1,595,669 8,439 0.50/0 Expenditures by Category SALARIES & BENEFITS 61,688 62,453 97,711 35,258 56.5% OPERATIONS & MAINTENANCE 1,324,856 1,829,552 1,783,549 (46,003) -2.5% TRANSFERS - 62,303 - (62,303) -100.0% Expenditures/Other Financing Uses 1,386,544 1,954,308 1,881,260 (73,047) -3.7% Net Revenues 231,846 (367,078) (285,591) 81,486 -1.8% Fund Balance, Beginning of Year 1,655,790 1,887,635 1,520,558 (367,078) -19.4% Fund Balance, End of Year 1,887,635 1,520,558 1,234,967 (285,591) -18.8% 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). Analysis/Comments Service Level C Fund revenue will increase slightly due to an increase in interest income. FY20-21 expenditures will decrease by 3.7% due to a reallocation of personnel and a decrease of transfers out to other funds. In addition, the FY19-20 Transfer reflected a one-time funding for the Expanded Recycled Water Plant Conversion capital project from Zones 16, 18 and 20. Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 197 - TEMECULA LIBRARY FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges PRINTING & COPIES 16,240 16,395 21,860 5,465 33.3% Fines and Forfeitures FINES & FORFEITURES 75,811 51,750 69,000 17,250 33.3% LOST AND DAMAGED MATERIALS (166) - - - 0.0% Use of Money and Property LEASE/RENTAL INCOME 19,961 11,250 15,000 3,750 33.3% INVESTMENT INTEREST 7,326 3,000 2,200 (800) -26.7% Operating Transfers In CONTRIBUTION FROM MEASURES 662,527 921,203 847,181 (74,022) -8.0% Revenues/Other Sources 781,699 1,003,598 955,241 (48,357) -4.8% Expenditures by Category SALARIES & BENEFITS 94,042 120,616 113,419 (7,198) -6.0% OPERATIONS & MAINTENANCE 482,318 503,943 544,970 41,026 8.1% INTERNAL SERVICE FUND ALLOCATIONS 315,251 403,342 387,633 (15,709) -3.9% CAPITAL OUTLAY 12,000 6,075 - (6,075) -100.0% Expenditures/Other Financing Uses 903,611 1,033,977 1,046,021 12,044 1.2% Net Revenues (121,913) (30,379) (90,780) (60,401) -1.8% Fund Balance, Beginning of Year 343,072 221,159 190,781 (30,379) -13.7% Fund Balance, End of Year 221,159 190,781 100,000 (90,780) -47.6% 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 decrease by 4.8% due to the lower allocation of Measure S funding towards the Library Fund, as a result of a higher than anticipated FY18-19 Ending Fund Balance. Expenses are expected to remain relatively flat due to the deferral of Capital Outlay and the reallocation of personnel. 102 '1 The Heart of Southern California Wine Country 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. 1 1"] Alk C_(�� I � The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 380 - SARDA DEBT SERVICE FUND SUMMARY 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Taxes and Franchises REDEVELOPMENT PROPERTY TAX FUND 4,355,781 5,155,731 5,907,482 751,751 14.6% DISTRIBUTION Use of Money and Property INVESTMENT INTEREST 335,549 300,000 6,600 (293,400) -97.8% Revenues/Other Sources 4,691,330 5,455,731 5,914,082 458,351 8.4% Expenditures by Category OPERATIONS & MAINTENANCE 1,583,161 1,181,490 306,172 (875,318) -74.1% DEBT SERVICE - PRINCIPAL - 2,370,000 2,445,000 75,000 3.2% DEBT SERVICE - INTEREST 3,288,181 3,228,831 3,152,481 (76,350) -2.4% TRANSFERS 450,000 750,000 - (750,000) -100.0% Expenditures/Other Financing Uses 5,321,342 7,530,321 5,903,653 (1,626,668) -21.6% Net Revenues (630,012) (2,074,590) 10,429 2,085,019 -9.0% Fund Balance, Beginning of Year (33,301,655) (33,931,667) (36,006,257) (2,074,590) -6.1% Fund Balance, End of Year (33,931,667) (36,006,257) (35,995,828) 10,429 0.0% 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. 104 Adk The Heart of Southern California Wine Country Internal Service Fund Summaries Internal Service Funds (ISFs) are used to account for the funding of goods and services provided by one department to other benefitting departments on a cost -reimbursement basis. Item City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL INTERNAL SERVICE FUNDS Description 2018-2019 2019-2020 2020-2021 Increase/ % Increase/ Actuals Current Budget Proposed Budget (Decrease) Decrease 300-INSURANCE FUND 4062 RECOVERY OF PRIOR YEAR EXPENSE 238,580 - - - 0.0% 4065 INVESTMENT INTEREST 8,330 3,000 5,700 2,700 90.0% 4076 REIMBURSEMENTS 938,171 - - - 0.0% 4176 CHARGES FOR SERVICES - 1,433,913 1,092,120 (341,793) -23.8% 4545 GASB 31 - FMV ON INVESTMENTS 1,085 - - 0.0% TOTAL INSURANCE FUND 1,186,167 1,436,913 1,097,820 (339,093) -23.6% 305 - WORKERS' COMPENSATION FUND 4065 INVESTMENT INTEREST 30,204 13,000 13,000 0.0% 4076 REIMBURSEMENTS 739,791 - - 0.0% 4176 CHARGES FOR SERVICES - 328,000 (328,000) -100.0% 4545 GASB 31 - FMV ON INVESTMENTS 3,421 - - 0.0% TOTAL WORKERS' COMPENSATION FUND 773,415 341,000 13,000 (328,000) -96.2% 310 - VEHICLES AND EQUIPMENT FUND 4065 INVESTMENT INTEREST 4076 REIMBURSEMENTS 4089 OPERATING TRANSFER IN MEASURE S 4176 CHARGES FOR SERVICES 4545 GASB 31 - FMV ON INVESTMENTS TOTAL VEHICLES AND EQUIPMENT FUND 320 - INFORMATION TECHNOLOGY FUND 4062 RECOVERY OF PRIOR YEAR EXPENSE 4065 INVESTMENT INTEREST 4076 REIMBURSEMENTS 4089 OPERATING TRANSFER IN MEASURE S 4176 CHARGES FOR SERVICES 4545 GASB 31 - FMV ON INVESTMENTS 4556 LUCA OPERATION CENSUS 2020 TOTAL INFORMATION TECHNOLOGY FUND 325 - TECHNOLOGY REPLACEMENT FUND 4065 INVESTMENT INTEREST 4076 REIMBURSEMENTS 4089 OPERATING TRANSFER IN MEASURE S 4090 OPERATING TRANSFERS IN 4176 CHARGES FOR SERVICES 4545 GASB 31 - FMV ON INVESTMENTS TOTAL TECHNOLOGY REPLACEMENT FUND 50,424 24,000 13,300 (10,700) -44.6% 111,939 - - 0.0% 1,150,000 - 0.0% - 377,666 (377,666)-100.0% 5,075 - - 0.0% 1,317,438 401,666 13,300 (388,366) -96.7% 3 - - - 0.0% 5,135 1,000 5,100 4,100 410.0% 3,285,674 - - - 0.0% 450,000 160,000 260,000 100,000 62.5% - 4,264,165 4,313,104 48,939 1.1% 420 - - - 0.0% 45,000 0.0% 3,786,232 4,425,165 4,578,204 153,039 3.5% 17,116 8,000 9,400 1,400 17.5% 299,510 - - - 0.0% 500,000 0.0% 125,000 - 0.0% - 289,509 (289,509)-100.0% 2,008 - 0.0% 943,634 297,509 9,400 (288,109) -96.8% City of Temecula Fiscal Year 2020-2021 Annual Operating Budget REVENUE DETAIL INTERNAL SERVICE FUNDS Description 2018-2019 Actuals 2019-2020 Current Budget 2020-2021 Proposed Budget Increase/ (Decrease) Increase/ Decrease 330 - SUPPORT SERVICES FUND 4065 INVESTMENT INTEREST 4,956 5,000 100 (4,900) -98.0% 4076 REIMBURSEMENTS 345,101 - - 0.0% 4176 CHARGES FOR SERVICES - 412,721 379,276 (33,445) -8.1% 4545 GASB 31 - FMV ON INVESTMENTS 161 - - 0.0% TOTAL SUPPORT SERVICES FUND 350,218 417,721 379,376 (38,345) -9.2% 335 - SUPPORT SERVICES REPLACEMENT FUND 4065 INVESTMENT INTEREST 1,459 - 2,100 2,100 100.0% 4076 REIMBURSEMENTS 33,564 - - 0.0% 4090 OPERATING TRANSFERS IN 444,102 - 0.0% 4176 CHARGES FOR SERVICES - 41,930 (41,930) -100.0% 4545 GASB 31 - FMV ON INVESTMENTS 390 - - 0.0% TOTAL SUPPORT SERVICES REPLACEMENT FUND 479,516 41,930 2,100 (39,830) -95.00/0 340 FACILITIES FUND 4065 INVESTMENT INTEREST 7,961 6,000 3,300 (2,700) -45.0% 4076 REIMBURSEMENTS 1,312,369 - - 0.0% 4176 CHARGES FOR SERVICES - 1,356,862 1,342,306 (14,556) -1.1% 4545 GASB 31 - FMV ON INVESTMENTS 650 - - 0.0% TOTAL FACILITIES FUND 1,320,980 1,362,862 1,345,606 (17,256) -1.3% 350 FACILITIES REPLACEMENT FUND 4065 INVESTMENT INTEREST 858 1,000 1,700 700 70.0% 4076 REIMBURSEMENTS 8,756 - - - 0.0% 4089 OPERATING TRANSFER IN MEASURE S 500,000 600,000 500,000 (100,000) -16.7% 4176 CHARGES FOR SERVICES - 54,324 - (54,324) -100.0% 4545 GASB 31 - FMV ON INVESTMENTS 61 - - 0.0% TOTAL FACILITY REPLACEMENT FUND 509,675 655,324 501,700 (153,624) -23.4% I[on Alk C_(�� I � The Heart of Southern California Wine Country 300 - INSURANCE FUND SUMMARY City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 2018- 2019-2020 2020-2021 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 1,433,913 1,092,120 (341,793) -23.8% Use of Money and Property INVESTMENT INTEREST 9,416 3,000 5,700 2,700 90.0% Reimbursements OTHER REIMBURSEMENTS 938,171 - - - 0.0% Miscellaneous MISCELLANEOUS 238,580 - - 0.0% Revenues/Other Sources 1,186,167 1,436,913 1,097,820 (339,093) -23.6% Expenditures by Category SALARIES & BENEFITS 36,685 46,554 80,057 33,503 72.0% OPERATIONS & MAINTENANCE 879,666 985,827 1,005,545 19,718 2.0% Expenditures/Other Financing Uses 916,351 1,032,381 1,085,602 53,221 5.2% Net Revenues 269,816 404,532 12,218 (392,314) -11.6% Fund Balance, Beginning of Year 51,958 321,774 726,306 404,532 125.7% Fund Balance, End of Year 321,774 726,306 738,524 12,218 1.7% 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 decrease due a one-time allocation in the prior year to build up an adequate reserve in this fund. Expenditures are projected to increase due to higher personnel costs as a result of a reallocation of personnel. 108 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 305 - WORKERS' COMPENSATION FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 328,000 - (328,000) -100.0% Use of Money and Property INVESTMENT INTEREST 33,625 13,000 13,000 0.0% Reimbursements OTHER REIMBURSEMENTS 739,791 - - 0.0% Revenues/Other Sources 773,415 341,000 13,000 (328,000) -96.2% Expenditures by Category SALARIES & BENEFITS 26,671 29,481 62,225 32,744 111.1% OPERATIONS & MAINTENANCE 131,384 205,963 196,084 (9,879) -4.8% Expenditures/Other Financing Uses 158,056 235,444 258,309 22,865 9.7% Net Revenues 615,360 105,556 (245,309) (350,865) -52.9% Fund Balance, Beginning of Year 1,386,621 2,001,981 2,107,536 105,556 5.3% Fund Balance, End of Year 2,001,981 2,107,536 1,862,227 (245,309) -11.6% 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 elimination in the Internal Service Fund charge to all departments, as the reserve in this fund has reached its desired level. Expenditures are projected to increase due to higher personnel costs as a result of a reallocation of personnel. 109 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 310 - VEHICLES AND EQUIPMENT FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 377,666 - (377,666) -100.0% Use of Money and Property INVESTMENT INTEREST 55,499 24,000 13,300 (10,700) -44.6% Reimbursements OTHER REIMBURSEMENTS 111,939 - - 0.0% Operating Transfers In CONTRIBUTION FROM MEASURES 1,150,000 - - 0.0% Revenues/Other Sources 1,317,438 401,666 13,300 (388,366) -96.7% Expenditures by Category OPERATIONS & MAINTENANCE 117,596 - - 0.0% CAPITAL OUTLAY - 782,874 134,000 (648,874) -82.9% Expenditures/Other Financing Uses 117,596 782,874 134,000 (648,874) -82.9% Net Revenues 1,199,842 (381,208) (120,700) 260,508 -87.6% Fund Balance, Beginning of Year 2,587,693 3,787,535 3,406,327 (381,208) -10.1% Fund Balance, End of Year 3,787,535 3,406,327 3,285,627 (120,700) -3.5% 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 in FY20-21 due to the deferral of the Internal Service Fund charge to all contributing departments because of the economic impact of the COVID-19 pandemic. Expenditures for FY20-21 include the replacement of a utility trailer for the Public Works department and the replacement of a Medic Squad emergency vehicle for the Fire Department. 110 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 320 - INFORMATION TECHNOLOGY FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 4,264,165 4,313,104 48,939 1.1% Use of Money and Property INVESTMENT INTEREST 5,555 1,000 5,100 4,100 410.0% Reimbursements OTHER REIMBURSEMENTS 3,285,674 - - - 0.0% Operating Transfers In CONTRIBUTION FROM MEASURES 450,000 160,000 260,000 100,000 62.5% Miscellaneous MISCELLANEOUS 45,003 - - - 0.0% Revenues/Other Sources 3,786,232 4,425,165 4,578,204 153,039 3.5% Expenditures by Category SALARIES & BENEFITS 1,828,191 1,899,415 1,978,496 79,081 4.2% OPERATIONS & MAINTENANCE 1,463,290 2,935,266 2,469,705 (465,561) -15.9% INTERNAL SERVICE FUND ALLOCATIONS 665 3,300 - (3,300) -100.0% CAPITAL OUTLAY - - - 0.0% Expenditures/Other Financing Uses 3,292,146 4,837,982 4,448,202 (389,780) -8.10/0 Net Revenues 494,086 (412,817) 130,002 542,819 -2.6% Fund Balance, Beginning of Year 472,739 966,825 554,009 (412,817) -42.7% Fund Balance, End of Year 966,825 554,009 684,011 130,002 23.5% 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 3.5% due to an increase in the contribution from Measure S for the ongoing operations and maintenance costs for the Citywide surveillance project. Expenditures for FY20-21 are decreasing by 8.1% due to the deferral of contributions to the Technology Replacement fund as part of a budget reduction measure related to the economic impact of the COVID-19 pandemic. iffl Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 325 - TECHNOLOGY REPLACEMENT FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 289,509 - (289,509) -100.0% Use of Money and Property INVESTMENT INTEREST 19,124 8,000 9,400 1,400 17.5% Reimbursements OTHER REIMBURSEMENTS 299,510 - - - 0.0% Operating Transfers In OPERATING TRANSFERS IN 125,000 0.0% CONTRIBUTION FROM MEASURES 500,000 - - 0.0% Revenues/Other Sources 943,634 297,509 9,400 (288,109) -96.8% Expenditures by Category OPERATIONS & MAINTENANCE 228,432 - - 0.0% CAPITAL OUTLAY 201,871 478,398 (478,398) -100.0% TRANSFERS - 763,534 (763,534) -100.0% Expenditures/Other Financing Uses 430,303 1,241,932 - (1,241,932) -100.00/0 Net Revenues 513,331 (944,423) 9,400 953,823 -99.4% Fund Balance, Beginning of Year 1,249,447 1,762,778 818,355 (944,423) -53.6% Fund Balance, End of Year 1,762,778 818,355 827,755 9,400 1.1% 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 FY20-21 because of the deferral of the departmental contributions to this fund as part of a budget reduction measure in response to the economic impact of the COVID-19 pandemic. ISK Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 330 - SUPPORT SERVICES FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 412,721 379,276 (33,445) -8.1% Use of Money and Property INVESTMENT INTEREST 5,117 5,000 100 (4,900) -98.0% Reimbursements OTHER REIMBURSEMENTS 345,101 - - 0.0% Revenues/Other Sources 350,218 417,721 379,376 (38,345) -9.2% Expenditures by Category SALARIES & BENEFITS 224,029 231,009 229,352 (1,657) -0.7% OPERATIONS & MAINTENANCE 122,959 182,542 147,418 (35,124) -19.2% TRANSFERS 444,102 - - 0.0% Expenditures/Other Financing Uses 791,090 413,551 376,769 (36,781) -8.9% Net Revenues (440,872) 4,170 2,607 (1,564) -9.0% Fund Balance, Beginning of Year 444,102 3,230 7,401 4,170 129.1% Fund Balance, End of Year 3,230 7,401 10,008 2,607 35.2% 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 decreasing by 9.2% due to the reduced allocation related to the lower expenditure level for FY20-21. Expenditures are decreasing by 8.9% due to the deferral of the contribution to the Support Services Replacement Fund, as a result of the economic impact of the COVID-19 pandemic. 113 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 335 - SUPPORT SERVICES REPLACEMENT FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 41,930 - (41,930) -100.0% Use of Money and Property INVESTMENT INTEREST 1,850 - 2,100 2,100 100.0% Reimbursements OTHER REIMBURSEMENTS 33,564 - - 0.0% Operating Transfers In OPERATING TRANSFERS IN 444,102 - - 0.0% Revenues/Other Sources 479,516 41,930 2,100 (39,830) -95.00/0 Expenditures by Category OPERATIONS & MAINTENANCE 42,231 - - 0.0% CAPITAL OUTLAY - 50,000 (50,000) -100.0% Expenditures/Other Financing Uses 42,231 50,000 - (50,000) -100.00/0 Net Revenues 437,285 (8,070) 2,100 10,170 -97.7% Fund Balance, Beginning of Year 437,285 429,215 (8,070) -1.8% Fund Balance, End of Year 437,285 429,215 431,315 2,100 0.5% 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 Replacement Fund reflects the annual replacement charges to all departments to support the future replacement of the City's duplicating equipment. Due to the economic impact of COVID-19, there are no planned expenditures for FY20-21. ISEI Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 340- FACILITIES FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 1,356,862 1,342,306 (14,556) -1.1% Use of Money and Property INVESTMENT INTEREST 8,612 6,000 3,300 (2,700) -45.0% Reimbursements OTHER REIMBURSEMENTS 1,312,369 - - 0.0% Revenues/Other Sources 1,320,980 1,362,862 1,345,606 (17,256) -1.3% Expenditures by Category SALARIES & BENEFITS 385,778 380,144 342,301 (37,842) -10.0% OPERATIONS & MAINTENANCE 896,745 972,644 996,219 23,575 2.4% Expenditures/Other Financing Uses 1,282,523 1,352,788 1,338,520 (14,267) -1.10/0 Net Revenues 38,457 10,074 7,086 (2,989) -1.2% Fund Balance, Beginning of Year 521,052 559,509 569,584 10,074 1.8% Fund Balance, End of Year 559,509 569,584 576,669 7,086 1.2% 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 decreasing by 1.3% due to the lower expenditure level in FY20-21. Expenditures are decreasing by 1.1% due to a reallocation of personnel to other funding sources. 115 Aft R, The Heart of Southern California Wine Country City of Temecula Fiscal Year 2020-2021 Annual Operating Budget 350 - FACILITY REPLACEMENT FUND SUMMARY 2018- 2019-2020 2020-2021 0/0 2019 Current Proposed Increase/ Increase/ Description Actuals Budget Budget (Decrease) Decrease Revenues by Source Licenses, Permits and Service Charges CHARGES FOR SERVICES - 54,324 - (54,324) -100.0% Use of Money and Property INVESTMENT INTEREST 919 1,000 1,700 700 70.0% Reimbursements OTHER REIMBURSEMENTS 8,756 - - - 0.0% Operating Transfers In CONTRIBUTION FROM MEASURES 500,000 600,000 500,000 (100,000) -16.7% Revenues/Other Sources 509,675 655,324 501,700 (153,624) -23.4% Expenditures by Category OPERATIONS & MAINTENANCE 15,194 - - 0.0% CAPITAL OUTLAY - 201,714 15,000 (186,714) -92.6% TRANSFERS 143,664 300,000 300,000 0.0% Expenditures/Other Financing Uses 158,858 501,714 315,000 (186,714) -37.2% Net Revenues 350,817 153,610 186,700 33,090 -29.4% Fund Balance, Beginning of Year - 350,817 504,427 153,610 43.8% Fund Balance, End of Year 350,817 504,427 691,127 186,700 37.0% 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 decreasing by 23.4% due to the deferral of the Internal Service Fund charge for contributing departments and a decrease in contributions from Measure S due to the economic impact of the COVID-19 pandemic. FY20-21 expenditures include the replacement of fuel covers at Fire Station 92 & 95 as a requirement of South Coast Air Quality Mangement District (SCAQMD). 116 City of Temecula Fiscal Year 2020-21 Annual Operating Budget DEPARTMENTAL INFORMATION 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 goals are then linked to the Core Values as identified in the City's Quality of Life Master Plan. Each Department's objectives are measurable and include performance measures which demonstrate the progress made in the recent fiscal years toward their objectives. General Fund Overview The General Fund serves as the City Council's primary operating fund used to finance the majority of City 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 City Council CityManager ................................................. CityClerk ....................................................... CityAttorney ................................................. Finance.......................................................... Human Resources ......................................... Community Development ............................. PublicWorks ................................................. Police............................................................. Fire................................................................ Non -Departmental ........................................ Fund/Dept. Number ................................................................................ 001.100 ........................................................................ 001.110/111 ................................................................................ 001.120 ................................................................................ 001.130 ................................................................................ 001.140 .........................................................................001.150 /115 ........................................................................ 001.161/162 ......................................................... 001.163/164/165/167 ................................................................................ 001.170 ................................................................................ 001.171 ................................................................................ 001.199 Annual Operating Budget 117 Alk The Nea�1 o� Southe.� CaE�or��a w— C... CITY COUNCIL MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 Managerto 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 �T TEMECULA EDWARMARYANNS 7AK 5CHWANK JAMES "STEW" MATT RAHN MIKE NAGGAR EQWARUS STEWART Mayor Pro Tem Council Member Mayor Council Member oDuncil Member Annual Operating Budget 118 Alk C(Th-e,Hn 0 South— CaE1 CITY COUNCIL GENERAL FUND 001 CITY COUNCIL 100 City of Temecula Fiscal Year 2020-21 Annual Operating Budget EXPENDITURES BY CATEGORY 2019-20 2u221 2019-19 Current Proposed Increase/ Increase/ ActuaIs Budget Budget (Decrease) (Decrease) SALARIES & BEN E F ITS Total 130,645 157,610 156,890 (720) -0.52% OPERATIONS & MAINTENANCE Total 140,138 189,926 188,334 (1,592) -0-84% INTE RNAL SE RVICE FUNDALLOCATION5Total 297,364 250,592 240,559 (1�,Q33j -4VA Division Total 468,147 578,128 565,783 (1Z345) -2.14% COMMUNITY SUPPORT 101 OPERATTONS & MAINTENANCE Total 114,650 125,OW 125,DN. 0 0.�6 division Total 110,650 125,0N 125,OW 0 OA% ANALYSIS/COMMENTS City Council: Expenditures are expected to decrease by 2.14% due to the reduction in Internal Service Fund Allocations resulting from the deferral of contributions to the City's asset replacement funds. The budget reduction measures are necessary to absorb the economic impacts of the COVID-19 pandemic. Community Support: Expenditures are expected to remain flat. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2018-19 2019-20 2020-21 from Prior Yr CITY COUNCIL Council Members 5.00 5.00 5.00 Total 5.00 5.00 5.00 Annual Operating Budget 119 CITY COUNCIL SERVICES City of Temecula Fiscal Year 2020-21 Annual Operating Budget • 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 FROM PRIOR FISCAL YEAR • Maintained public safety as a top priority for Temecula citizens, businesses and tourists (Minimize the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • Supported an enhanced level of engagement with citizens by utilizing all Citywide emergency preparedness resources ensuring immediate mobilization of City staff to provide assistance and virtual services, and urgently needed public outreach communications, to Temecula businesses and residents during the Worldwide COVID-19 Pandemic and Citywide emergency. (Minimize the Impact of Life; Property and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community) • Engaged in successfully lobbying efforts to secure a highly competitive Federal Grant (INFRA Grant) in the amount of $50M to expand capacity on northbound Interstate 15 and complete construction of French Valley Parkway, Phase 2. This is the largest grant awarded in the history of the City over its 30 years. Also, successfully partnered with Caltrans for operational improvements to Interstate 15 through Temecula Valley as follows: (1) Caltrans will construct a new Auxiliary lane between every on and off ramp in Temecula along Interstate 15 at an estimated cost of approximately $50M. The City will construct the northbound 1-15 Auxiliary lane between Temecula Parkway and Rancho California Road to begin in 2021 (Expand and Enhance the Transportation Network, Transportation; Mobility and Connectivity) • Ongoing Implementation of directives/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) • Continued 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; Accountable and Responsive City Government) Annual Operating Budget 120 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CITY COUNCIL ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Engaged 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; Healthy and Livable City) • Participated on various local, regional, state, and national boards and commissions to support and represent the City of Temecula's interests. (Actively maintain and preserve city assets and infrastructure; A Sustainable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Provide an enhanced level of economic resource information, outreach and assistance to citizens and businesses to support and ensure a vibrant local economic recovery within Temecula after the COVID-19 Pandemic / Citywide emergency has ended. (Retention and expansion of existing businesses; Economic Prosperity) • Continue to make public safety a top priority by maintaining a strategically staffed and structured Police and Fire Departments. (Remain within the federal ranking of the top 25 safest cities; A Safe and Prepared Community) • 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. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Continue to engage citizens and businesses in programs with information related to the Mayor's theme "Temecula FUN" with pause/consideration of the COVID-19 Health and Economic Crisis; engaging citizens as appropriate during the COVID-19 crisis and its recovery. (Maintain a safe and family oriented environment, Healthy and Livable City) Annual Operating Budget 121 CITY COUNCIL City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long performance Measure 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target a, Promote Number of newsletters or 0Community outreach information 86,000 86,000 86,000 86,000 c Involvement community -wide +� a E c C Promote Number of press releases Community sent community -wide 140 140 140 140 Involvement o Maintain Overall Sound Fiscal Number of City Council Policies to Ensure 58 58 55 55 Term Committee assignments QLong Solvency U v Number of Agenda Items supported by City Council J Support Enhanced related to Traffic -a Transportation Operations for Improved 44 38 38 38 ra Network >, roadways or connections s a� x Annual Operating Budget 122 City of Temecula Fiscal Year 2020-21 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 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; 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; 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; Healthy and Livable City) Fund 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; Healthy and Livable City) Annual Operating Budget 123 City of Temecula Fiscal Year 2020-21 Annual Operating Budget ArWK01110,to] L DIVISION/PROGRAM: COMMUNITY SUPPORT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target Number of nonprofit organizations funded through the Community >. u Service Funding and the 25 25-30 25-30 25-30 v City Council Grant Maintain a Safe Program and Family Oriented M Environment Total funding provided to t support nonprofit o v programs through the $125,000 $125,000 $125,000 $125,000 x Community Service Program and City Council Grant Program Annual Operating Budget `Vz1 Alk o{ soa�,� e W, CITY MANAGER MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 ADMINISTRATION DEVELOPMENT Intergovernmental Business Attraction Business QLM P Retention 7 Federal Legislation Marketing and Lobbying Community Workforce Funding Youth SpecW Projects Employment Business ombudsman Community Liaison Temecula Valley Entrepreneur's Exchange Annual Operating Budget 125 Alk City of Temecula ((( C( Fiscal Year 2020-21 {s°°'h4`°Ca"' Annual Operating Budget CITY MANAGER EXPENDITURES BY CATEGORY 2015-19 Actuals ZO19-20 Current Budget 2020-21 Proposed Budget Intreasef (Decrease) % Increase/ (Decrease) GENERAL FUND DD1 CFTY MANAGEP. 114; SALARIES & BENEFITS Total 972,141 1,4651278 110691082 3,804 0.3696 OPERATIONS & MAINTENANCE Total 227,4363 222,117 214,660 (7,457) -3.36% INTERNAL SERVICE FUND ALLOCATIDN5 Total 226,160 293,365 259,780 i33,585) -11.45% Division Total IA26,164 1,580,760 t543,52.2 (37,238) -2.36% ECONOMIC DEVELOPMENT TIT SALARIES & BENEFITS Total 371,T77 458,853 415,496 (45,557) -9.45% OPERATIONS & MAINTENANCE Total 347,993 423,745 437,267 13,522 3.19% INTE RNAL SE RVI CE FUNDALLOCATIDNS Total 143,302 157,1Ad 129.256 (27,888) -17.75% Division Total 80)072 L039,742 98ZO19 (57,723) -5.55% ECONOMFC DEVELOPMENT- BU1.-:h•'F55 !PIC! -;;R sc5.7URCE SALARIES & BENEFITS Total 94,250 97,409 94,550 7,241 9.29% DPERATIDNS & MAINTENANCE Total 8,459 12,421 13,083 662 533% INTERNAL SERVICE FUNDALLOCATIDNS Tota1 164,054 230,725 228,819 (11906) -OM% Division Total 266,764 3341555 336,551 51996 1.81% ECONOWC DEVELOPMENT -w;CE DEVELOPMEN1 SALARIE5 & BEN EFrr5 ToW[ 154,498 144,302 156,551 12,249 9.49% OPERATIONS & MAINTENANCE Total 59,735 57.631 59.794 1,153 2.0% Division Total 213,233 201,933 215,M4 13,401 664% ANALYSIS/COMMENTS City Manager: Expenditures are expected to decrease by 2.3% due to the reduction in Internal Service Fund Allocations resulting from the deferral of contributions to the City's asset replacement funds. The budget reduction measures are necessary to absorb the economic impacts of the COVID-19 pandemic. Economic Development: Expenditures are expected to decrease by 2.4% due to the reduction in Internal Service Fund Allocations combined with a reduction in Salaries and Benefits resulting from a change in the level of positions allocated for Fiscal Year 2020-21. Annual Operating Budget 126 A kVAL/LIL1/_Wso] PERSONNEL ALLOCATION rITV MAKIA( FR City Manager Assistant City Manager Assistant to the City Manger Executive Assistant Management Assistant (Temporary) Office Aide III Risk Manager Senior Management Analyst Total ECONOMIC DEVELOPMENT Administrative Assistant (Co nfidentia1) Assistant City Manager Economic Development Manager Management Aide III (Temporary.5) Management Analyst - Economic Oev. Senior Management Analyst Total Grand Total Adopted Current 2018-19 2019-20 City of Temecula Fiscal Year 2020-21 Annual Operating Budget Proposed Inc/(Qecr) 2020-21 from Prior Yr 1.00 1.00 1.00 - 0.75 0.80 0.80 - - 1.00 1.00 - 1.00 1.00 1.00 - - - 1.00 1.00 - 0.75 0.75 - - 0.05 - (0.05) 1.00 - - - 3.75 1 4.60 1 5.55 1 0.95 1.00 1.00 0.90 (0.10) - 0.10 0.10 - 1.00 1.00 1.00 - 0.50 0.50 1.00 0.50 1.00 1.00 1.00 - 1.00 1.00 1.00 - 4.50 4.60 5.00 0.40 8.25 9.20 10.55 1.35 Annual Operating Budget IMA Alk City of Temecula G{ Fiscal Year 2020-21 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 FROM PRIOR 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 to the local business community and citizens. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Planned and implemented City's annual holiday event, Pechanga Pu'eska Mountain Day, to provide cultural awareness and appreciation of Pechanga Band of Luiseno 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 128 Alk City of Temecula G{ Fiscal Year 2020-21 Annual Operating Budget A kVAL/LIL1/_Wso] DIVISION/PROGRAM: GENERAL ADMINISTRATION ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Implemented 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) • Introduced and implemented "LOVE Temecula," the Mayor's Citywide theme that supports family - friendly City events, engages citizens and businesses, promotes the special needs inclusive community within the workforce, and celebrates the City's 301h year of cityhood. (Maintain a Safe and Family Oriented Environment; A Healthy and Livable City) • Developed and planned 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) • Planned and implemented the City's annual holiday event, Pechanga Pu'eska Mountain Day, to provide cultural awareness and appreciation of local Pechanga Band of Luiseno Indians. (Provide Signature Special Events and Cultural Opportunities; A Healthy and Livable City) • Implemented 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) • Pursued 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) • Prioritized revenue sources, as designated for asset management: o Street Maintenance o Infrastructure o Parks & Facilities (Provide Highly Functional and Sustainable City Facilities and Infrastructure; Accountable and Responsive City Government) • Continued to public outreach as a priority engaging with citizens and businesses via social media, and provided 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) • Implemented and Planned an enhanced level of engagement with citizens by utilizing all Citywide emergency preparedness resources ensuring immediate mobilization of City staff to provide assistance and virtual services, and urgently needed public outreach communications to Temecula businesses and residents during the Worldwide COVID-19 Pandemic and 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 129 Alk City of Temecula G{ Fiscal Year 2020-21 Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: GENERAL ADMINISTRATION ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Implemented Citywide emergency preparedness communications plan including obtaining a city emergency broadcast, FEMA license, and testing reverse 911 system with the public to ensure needed communication, assistance and mobilization of resources to aid city residents in the event of a City-wide emergency. This plan came just in time: Utilized this Telephone Alert System to keep citizens updated on the COVID-19 citywide emergency. (Minimize the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • Planned and implemented a successful transportation and lobbying strategy to secure a highly competitive Federal Grant (INFRA Grant) in the amount of $50M to expand capacity on northbound Interstate 15 and complete construction of French Valley Parkway, Phase 2. This is the largest grant awarded in the history of the City over its 30 years. Also, successfully partnered with Caltrans for operational improvements to Interstate 15 through Temecula Valley as follows: Caltrans will construct a new auxiliary lane between every on -and -off ramp in Temecula along Interstate 15 at an estimated cost of approximately $50M. The City will construct the northbound 1-15 auxiliary lane between Temecula Parkway and Rancho California Road to begin in 2021. (Proactively Address Traffic Improvements; A Safe and Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Develop and implement a plan to provide an enhanced level of economic resource information, outreach and assistance to citizens and businesses to support and ensure a vibrant local economic recovery within Temecula after the COVID-19 Pandemic / Citywide emergency has ended. (Retention and expansion of existing businesses, Economic Prosperity) • Continue to make policies to ensure that public safety a top priority and maintain a strategically staffed and structured Police and Fire Departments. (Remain within the federal ranking of the top 25 safest cities, A Safe and Prepared Community) • Continue to ensure public outreach provides transparent and helpful information to citizens and businesses via social media, e-blasts, Citywide newsletters and the Guide to Leisure Activities published in spring/summer and fall/winter. (Provide transparency to the public for all government transactions, Accountable and Responsive City Government) • Continue to engage citizens and businesses in programs with information related to the Mayor's theme "Temecula FUN" with pause/consideration of the COVID-19 Health and Economic Crisis; engaging citizens as appropriate during the COVID-19 crisis and its recovery. (Maintain a safe and family oriented environment, Healthy and Livable City) Annual Operating Budget 130 Alk AM - City of Temecula G{ Fiscal Year 2020-21 Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: GENERAL ADMINISTRATION OBJECTIVES FOR CURRENT FISCAL YEAR (Continued) • 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 "Temecula FUN," the Mayor's citywide theme that supports family - friendly City events, engages citizens and businesses, and promotes the recreational activities and opportunities provided by the City that promote a community -based hometown feel. (Provide signature special events and cultural opportunities, 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, Accountable and Responsive City Government) • Plan and implement the City's annual holiday event, Pechanga Pu'eska Mountain Day, to provide cultural awareness and appreciation of local Pechanga Band of Luiseno Indians. (Provide signature special events and cultural opportunities, Healthy and Livable City) • Continue to provide excellent governmental transparency and public outreach to 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, Accountable and Responsive City Government) Annual Operating Budget 131 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: GENERAL ADMINISTRATION PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY Value Term Goal Measures 2017-18 2018-19 2019-20 2020-21 Actuals Actuals Target Target Promote Number of newsletters or = Community outreach information 2 1 2 2 v E Involvement mailed community -wide a) Promote Provide at least one social 0 Community media post or eblast every 365+ 825 900 1,200 Involvement business day, citywide Number of local business a, representatives and = Provide attendees learning of City c a Transparency to of Temecula's the Public for All accomplishments, budget, 700 880 - 1,600 °C -a Government development and future Transactions plans at State of the City v event Provide Number of attendees and cSignature Special participants learning of Events and local Pechanga Culture at 500-1000 500-1000 500-1000 500-1000 Q Cultural Pechanga Pu'eska Opportunities Mountain Day holiday Annual Operating Budget 132 1 ` City of Temecula R Fiscal Year 2020-21 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 FROM PRIOR FISCAL YEAR • Expanded SBDC presence at the TVE2 to ensure incubator companies and local businesses have access to tools and resources. (Continue to pursue high quality employment opportunities for Temecula residents; Economic Prosperity) • Worked 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) • Created/produced 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) • Produced 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) Annual Operating Budget 133 CITY MANAGER City of Temecula Fiscal Year 2020-21 Annual Operating Budget DIVISION/PROGRAM: ECONOMIC DEVELOPMENT OBJECTIVES FOR CURRENT FISCAL YEAR • Finalize 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 Regional Retail luncheon geared towards informing the community about current retail trends (Retention and expansion of existing businesses; Economic Prosperity) • Produce a new vocational electrician program that steamed from the manufacturing community and is geared towards creating a pathway to electrician jobs working directly with local companies (Continue to pursue high quality employment opportunities for Temecula residents; Economic Prosperity) • Create/produce a marketing brochure called Team Temecula, in efforts to educate the community and new businesses on the business permit process (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Term performance Measures 2017-18 2018-19 2019-20 2020-21 Value Goal Actuals Actuals Target Target Create a Business Number of local business Friendly Regulatory site visits (to foster 100 102 100 12 CL Environment business relationships) L a u Retention and Number of TVE2 Clients 10 10 11 10 Expansion c 0 of Existing Number of graduated LU Businesses TVEz Clients 1 1 1 1 Number of attendees for Temecula Ambassador 60 60 60 60 'a T Foster an "Educated r *' M u Community program Through a Wide Number of interns 125 130 135 150 > Variety of Number of colleges at = J Opportunities College Fair 275 300 250 250 Annual Operating Budget 134 CITY CLERK MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 Rand! lohl OPEN MEETINGS ELECTIONS RECORDS MANAGEMENT ELECTIONS Fair Political Practices Commissions (FPPC) Filings Records Services and Programs Legislative Operations Boards and Commissions Annual Operating Budget 135 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CITY CLERK DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT EXPENDITURES BY CATEGORY 2019-20 2020-21 % 2018-19 Current Proposed Increasef lncreasef Actuars Budget Budget (Decrease) (Decrease) GENERAL FUND 001 SALARIES & BENEFITS Total 723,705 863,028 793,329 (69,699) -9.08% OPERATIONS & MAINTENANCE Total 192,430 254,593 252.05 (2,559) -1.0% INTERNALSERVICIE €uNDALLOCATIDNS Totar 296,132 327,096 262,775 (64.322) -19.66% Division Total 11202,257 1,444,717 11ME, 139 (136,578) -9.45% ANALYSIS/COMMENTS City Clerk: Expenditures are expected to decrease by 9.45% due to the reduction in Internal Service Fund Allocations resulting from the deferral of contributions to the City's asset replacement funds. The budget reduction measures are necessary to absorb the economic impacts of the COVID-19 pandemic. Additionally, the elimination of the vacant Office Specialist II position resulted in savings in Salaries and Benefits. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2018-19 2019-20 2020-21 from Prior Yr CITY CLERIC Administrative Assistant 1.00 1.00 1.00 - ❑irecto r 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 - Total 6.00 6.00 5.00 (1.00) Annual Operating Budget 136 City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 FROM PRIOR FISCAL YEAR • Conducted Request for Proposal process for State and Federal Legislative Consultant Services, implemented agreements consistent with the City's Legislative Platform and ensured 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) • Conducted 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) • Provided 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) OBJECTIVES FOR CURRENT FISCAL YEAR • Conduct General Municipal Election in November 2020 for Districts 2 and 4. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Actively Encourage Community Participation in the 2020 Census. (Promote community involvement; Accountable and Responsive City Government) • Advocate for Priorities and Funding in the City's Legislative Platform through State Lobbyists, Professional Associations, and Other Stakeholders. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) • Provide Online Access to Top Requested Documents From Various Departments in Support of Technological and E-Government Initiatives. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) Annual Operating Budget 137 City of Temecula Fiscal Year 2020-21 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 Measures 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actual Actuals Target Target > Percentage of Electronic u Delivery of Agenda and 100% 100% 100% 100% Promote Energy Materials Efficient Operations c M and Development 4� Number of Electronic 798 841 800 800 WebQA Requests cn Foster An = Organizational Percentage of Positions Structure That Aligns Cross -Trained for 100% 100% 100% 100% Resources With Departmental Coverage L Demands 0 Q Percentage of Public Records Act Requests o 100% 0 100% 0 100% 0 100% v Processed In Statutory Time > Period c a Provide Number of Annual Conflict Transparency To The of Interest Filings for .a Public For All Council, Boards, 76 72 60 60 = Government Commissions, and M v Transactions Employees Percentage of Open M c 0 Meeting / Public Notices v Published On or Before o 100/ 0 100/ 0 100/ 0 100/ Q Statutory Time Period Annual Operating Budget 138 CITY ATTORNEY MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 City Attorney Peter M. Thorson City Council CITY MANAGER Aaron Adams Annual Operating Budget 139 CITY ATTORNEY EXPENDITURES BY CATEGORY GENERAL FUND 01 ORE RAUONS & MAINTENANC€ Total Division Total City of Temecula Fiscal Year 2020-21 Annual Operating Budget 2019-20 2020-21 Y. 2013-19 Current Proposed [ncreasef Increasef Actuafs Budget Budget (Derrease) (Decrease) 796,631 �142.30D 961,145 19,845 2."v 796, 691 942,300 951,.145 19, B46 Loy. ANALYSIS City Attorney: Expenditures are projected to increase by 2% to keep pace with inflationary adjustments in the contract rates charged by Richard, Watson and Gershon; the legal firm with whom the City contracts for City Attorney services. 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. IC[o] A-1111 iMlie.n eESwJwn nr 7e, -Z ��4 FINANCE MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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, and Fire contracts, and administration of all City funds and accounts. ORGANIZATIONAL CHART FINANCE DIRECTOR Jennifer Hennessy FINANCE 1URP0RT BUDGETINGFlINANCLAL REVENUE Si=RVIC1=.5 I] REPORTING ■J MANAGEMENT Pro�ureme€ t Operating Arcaurts Payable Treaswry and Investments i Debt AccQunts business Administration Capital Receiva�e License and Cashier I Citywide Comrarc Rye Year General LugerrGrant3Retdew forecasting Ma;nterlance lsnration Po=ice and Fire Contract Annual 32eports Ad ministration Payroll Annual Operating Budget fiCfl A-1111 iMlie.n eESwJwn nr 7e, -Z ��4 FINANCE EXPENDITURES BY CATEGORY City of Temecula Fiscal Year 2020-21 Annual Operating Budget 2019-24 2020-z1 Y. 201.8-19 Current Proposed Increase/ Increase{ Armis Budget Budget (Decrease) (Decrease) GENERAL FUND 001 FINANLE lLLt- SALARIE5 & BENEFITS Total 1,792,297 2,432,222 1,940,644 (191,578) -19.45% DPERATION5 & MAINTENANCE Total 177,235 265,652 193,619 (72,035) -27.12% INTERNALSERVICEFLINDALLDCATIDNS TotaI 437,383 514,204 465,270 (48,934) -9.52% CAPITAL OUTLAY Total 18,724 24,979 0 (24,979) -100.0% Division Total 4415,639 2,837.057 2,499,533 (337,524) -11.9% ANALYSIS/COMMENTS Finance: Expenditures are projected to decrease by 11.9% due to a combination of a reduction in Project Staffing Salaries and a vacant position put "on hold" in response to the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. Operations and Maintenance costs are decreasing by 27% due to the completion of the Fee Study and Cost Allocation Plan, which increased consulting costs in the prior year. Annual Operating Budget 17wr iMFie.n eESei.Jwn FINANCE PERSONNEL ALLOCATION City of Temecula Fiscal Year 2020-21 Annual Operating Budget Adopted Current Proposed Incf(!Decr) 2018-19 2019-20 2020-21 from Prior Yr FINANCE Accountant II (Confidential) 0.83 0.83 0.83 Accounting Assistant 2.00 2.00 2.00 - AccountingAssistant- Cashier 1.00 1.00 1.00 Accounting Technician 1 1.00 1.00 1.00 - Accounting Technician 11 1.00 1.00 1.00 - Business License Technician 1.00 1.00 1.00 - Director of Finance 0.92 0.93 0.93 - Fiscal Services Manager 2.00 2.00 1.85 (0.15) Management Analyst - - 2.00 2.00 Payroll Coordinator (Confidential) 1.00 1.00 - (1.00) Purchasing Manager 1.00 1.00 1.00 - Senior Management Analyst 0.60 0.75 - (0.75) 1 12.51 1 12.61 1 0.10 Total 12.35 COMMUNITY FACILITY DISTRICTS Accountant 11 (Confidential) 0.17 0.17 0.17 - Director of Finance 0.08 0.07 0.07 - Senior Management Analyst - - - 0.24 0.24 - Total 0.25 Grand Total 12.60 1 12.75 1 12.85 1 0.10 Note: The Finance Department has 1 vacant Accounting Support Supervisor position that has been placed on hold, pending the economic recovery after the COVID-19 pandemic. Annual Operating Budget 143 FINANCE City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 Leases. • 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 implementation plan for the future replacement of the City's financial accounting software system. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Implemented Cost of Services Study recommendations. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) Annual Operating Budget IN11 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FINANCE DIVISION/PROGRAM: FINANCE SUPPORT SERVICES ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) Achieved the upgraded Business License software, Citizen Self Service (CSS) module, to allow for an improved online Business License application and renewal process. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Increased online Business License renewal participation utilizing CSS, with a target goal of 50% of renewals processed online. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Developed Purchasing Administrative Guidelines, and established emergency/mutual aid agreements as part of Emergency Operations Planning. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) 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) • Begin implementation of the replacement of the City's financial accounting software system. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Continue to monitor economic impacts of the COVID-19 Emergency as it relates to City revenue and develop appropriate Budgetary Contingency Plans. (Maintain overall sound fiscal policies to ensure long term solvency; Accountable and Responsive City Government) • Implement a paperless Accounts Payable process, allowing for increased efficiency and improved processing time. (Maintain overall sound fiscal policies to ensure long term solvency; Accountable and Responsive City Government) Annual Operating Budget 145 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FINANCE DIVISION/PROGRAM: FINANCE SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Term performance Measures 2017-18 2018-19 2019-20 2020-21 Value Goal Actuals Actuals Target Target Purchase orders 2,112 2,500 2,300 2,000 > processed c oa Maintain Overall Sound Bids processed online 40 45 30 45 Fiscal Policies to Ensure Long Term Solvency -a L Purchase orders M C processed within two 100% 100% 100% 100% days U Provide Transparency Monthly Treasurer's O to the Public For All Report completed and 100% 100% 100% 100% v a Government distributed within 30 days Transactions of month -end _ Number of business 7,895 8,300 8,300 8,300 Create a Business licenses issued a Friendly Regulatory C o uj Environment Number of on-line 2,700 2,700 2,700 3,000 a business license renewals Annual Operating Budget fiC[y City of Temecula / Fiscal Year 2020-21 PT Annual Operating Budget We�o�ll,: NON -DEPARTMENTAL MISSION Non -Departmental is a cost center for general administrative expenditures such as the Retiree Medical Contribution, CaIPERS 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 GENERAL FUND 001 i,;ENTAL 10- OPERATIONS & MAINTENANCE Total TRANSFERS Total Division Total 2019-24 Z020-21 % 201B-19 Current Proposed Increasef Increase] Actuals Budget Budget (Decrease) (Decrease) 1,796,222 1,683,{i13 1,187,529 (4}5.484) -29.44% 7.159.723 15.025,121 2,633.575 (3,591.546)-56.29% 8,944,944 7,708,134 3,821,104 (3,837,0m4 -50AS% ANALYSIS/COMMENTS Non -Departmental: Expenditures are declining by 50% due to a reduction in the annual contribution to the Retiree Medical Trust, as a budget reduction measure related to the COVID-19 pandemic. Transfers are decreasing due to the one-time funding of Capital Improvement Program projects in the prior year. Annual Operating Budget IEVA HUMAN RESOURCES MISSION City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 DIRECTOR HUMAN RESOURCES AND RISK MANAGEMENT Isaac Garibay HUMAN RISK EMERGENCY RESOURCES MANAGEMENT 141ANAGEMEh1T I Administration insurance Training r Classification and Emergency Compensation Genera! Liability Operations Center Employee Workers' Emergency Benefits Compensation Operations Plan FS ecru7-,.a ment, Local Hazard lectind Employee Sa€etyRetentin Mitigation Plan I + Organizational, Claims oevelopmentand Administration Training Employee Risk Exposure Relations Employee Labor Relations wellness Program Cost Recovery Annual Operating Budget 148 City of Temecula Fiscal Year 2020-21 Annual Operating Budget :1111M1_IOLII 0111:Z"i EXPENDITURES BY CATEGORY 2019-20 2020-21 % 2019-19 Current Proposed Increase/ Increaze/ Actuals Budget Budget (Decrease) (Decrease) GENERAL FUND DOI HUMAN RESOURCES 150 SALARIES& 8ENEFITS Tote 1 OPFRATI DNS 9, MAINTENANCE Total I NTE RNAL SE RVI CE FUNDALLOCATIONSTote I Division Total EMERGENCY MANAGEMENT 115 SALARIES & 9ENEFFIFS Total OPERAVONS& MAINTENANCE Total INTERNAL SE RVICE F Id N D ALLOCATI DNS Tula I Division Total 647,792 585,758 539,575 (45,18S) -7,38% 293,EI70 424,323 311,951 (112,972) -26.57% 122,4M? 170,297 167.492 (2, &05) -1.65% 1. M1093 1,180,373 1,.019,019 (Ir3i'mo) -13.71% 189,570 25,510 42,714 16,204 E1.12% 13.541 12,983 12,500 (493) -3.72% 4g,394 52,199 49,625 (2,565) -4.91% 257A95 9L5B1 104,937 1.3,156 14.35% ANALYSIS/COMMENTS Human Resources: Expenditures are expected to decrease by 13.7% due mostly to the elimination of the Citywide employee training budget, as a budget reduction measure necessary to combat the economic impacts of the COVID-19 pandemic. Emergency Management: Expenditures are expected to increase by 14.3% due to the reallocation of staffing from the Human Resources department to support Emergency Management efforts. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2018-19 2019-20 2020-21 from PriorYr HUMAN RESOURCES Administrative Assistant(Confidential) - - 0.10 0.10 Assistant City Manager 0.25 0.05 0.05 - Director of HR/Risk Management 0.90 0.80 0.50 (0.30) Human Resources Assistant - - 1.00 1.00 Human Resources Technician II 1.00 1.00 1.00 - Management Aide I - - 0.10 0.10 Risk Manager 0.10 0.50 - (0.50) Senior Management Analyst 1.00 1.00 1.00 Senior Office Specialist (Confidential) 1.00 1.00 - (1.00) 4.35 3.75 (0.60) Total 4.25 EMERGENCY MANAGEMENT Director of HR/Risk Management - - 0.10 0.10 Management Aide I - - 0.30 0.30 Risk Manager 0.70 0.25 - (0.25) 0.25 0.40 0.15 Total 0.70 Grand Total 4.95 1 4.60 1 4.15 1 (0.45) Annual Operating Budget 149 JL1 1� HUMAN RESOURCES City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 150 City of Temecula Fiscal Year 2020-21 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Ensured all City employees attended customer service training by June 2020. (Foster an Organizational Structure that Aligns Resources with Demands; Accountable and Responsive City Government) • Provided 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) • Trained 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) OBJECTIVES FOR CURRENT FISCAL YEAR • 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) • Incorporate knowledge, skills and abilities testing in the recruitment process. (Foster an Organizational Structure that Aligns Resources with Demands; Accountable and Responsive City Government) • Facilitate the structure, design, content and workflows in the HR module for the Munis implementation. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) Annual Operating Budget 151 City of Temecula Fiscal Year 2020-21 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target Percentage of >, performance evaluations u completed using the N/A N/A 100% 100% a, City's electronic EA 0 performance Foster an management system �' Organizational c Structure that c a, Aligns Resources with Demands Percentage of job M f° applicant testing N/A o 100% 0 100% 0 100% c conducted via the City's 0 online testing system U Q TOWF�r Fq ESi. 1859 c=` 4Tb TEMECULA SST. S0�ry .;RN1A Annual Operating Budget 152 City of Temecula R Fiscal Year 2020-21 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. • Employee Safety and Training: 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 and Third Party Administrator 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 FROM PRIOR FISCAL YEAR • Developed, implemented and updated City-wide safety training programs (to prevent workplace injury and illnesses) by June 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • Implemented 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) • Developed and implemented 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 153 �i City of Temecula Fiscal Year 2020-21 Annual Operating Budget I : HE& T_1III I .Ulfel L11111 :Z"I DIVISION/PROGRAM: RISK MANAGEMENT OBJECTIVES FOR CURRENT FISCAL YEAR • 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) • Continue to develop, implement and/or update City-wide safety training programs (to prevent workplace injury and illnesses) through June 2021. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) • Continue to implement the City's Employee Wellness Program (designed to prevent workplace injury and illnesses) and provide information and events for all City employees by June 2021. (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 2021. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) • Continue to develop the City's Emergency Action Plan (EAP) for emergency response and evacuation planning for all City departments by June 2021. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) • Streamline the City's claims management with Third Party Administrator to improve responsiveness and increase prompt claims administration. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) Annual Operating Budget 154 City of Temecula Fiscal Year 2020-21 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: RISK MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY Value Term Goal Measures 2017-18 2018-19 2019-20 2020-21 Actuals Actuals Target Target Minimize the Number of "all -hazards" M Impact to Life, evacuation drills at 1 2 1 1 CL Property, and applicable City facilities °J c the Environment a Percentage of City- -0 £ c E from Natural related safety training r 0 Hazards and programs available to N/A N/A 100% 100% Emergency prevent workplace injury N Situations Q and illnesses Foster an Number of employee r_ Organizational wellness programs v E Structure that designed to prevent Aligns Resources workplace injury and N/A N/A 3 5 > 0 with Demands illness C7 Diversify the Percentage of applicable city's revenue cost recovery cases 0 CL base to ensure initiated for costs N/A N/A 100% 100% stability in any associated with damage W economic to City -owned property c climate c� °J Maintain overall 4° sound fiscal Percentage of applicable policies to claims resolved N/A N/A N/A 90% u ensure long Q term solvency Annual Operating Budget 155 1 City of Temecula G� Fiscal Year 2020-21 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: EMERGENCY MANAGEMENT SERVICES Emergency Management oversees all City of Temecula emergency management personnel training in order to comply with mandatory disaster service worker mandates and to maintain readiness to respond to emergency situations. Emergency Management creates and maintains plans for use by the city for the response and recovery of emergency or disaster situations within the region. The City of Temecula Emergency Management continues relationships with city partners, county emergency management, and various local entities to ensure vital relationships based on community emergency preparedness. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR Hosted the City's third annual Youth Emergency Preparedness Program (YEPP). In addition to educating youth about emergency preparedness and all -hazardous 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) • Incorporated the City's Local Hazard Mitigation Plan into the City's General Plan (Safety Element). This allowed the city to be eligible to obtain public assistance funding provided by the state through the California Disaster Assistance Act (CDAA). (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) Annual Operating Budget 156 1 City of Temecula G� Fiscal Year 2020-21 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: EMERGENCY MANAGEMENT OBJECTIVES FOR CURRENT FISCAL YEAR • Work with neighboring cities to organize regional Emergency Management Section Training sessions. The City of Temecula will host and/or attend four Section Training events in order to train together with regional city personnel, emergency managers, and county emergency management trainers on the four Emergency Management Sections under SEMS Incident Command Procedures. This project is expected to be completed by August of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) Revise city's Emergency Operation Plan (EOP) for 2021 to ensure the most effective means of emergency communication, response and recovery. The plan includes the allocation of resources for protection of people and property for a possible citywide emergency. This project is expected to be completed by June of 2021. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) Develop and implement a collaborative and useful city 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 September of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) Revise and incorporate the City's Local Hazard Mitigation Plan into the City's General Plan to include the more local hazards and more continuity with existing Emergency Management plans to ensure all City of Temecula plans are consistent and include relevant information. 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 September of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • The City of Temecula will collaborate with Emergency Management Southwest Community partners in order to train together with regional city personnel, emergency managers, and county emergency management on a simulated emergency exercise under SEMS Incident Command Procedures This project is expected to be completed by October of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • The City of Temecula will prepare for and conduct evacuation drills among city personnel in all city facilities and buildings in order to prepare for the various scenarios which may require evacuation of city personnel, members of the public and on -site city vendors. This project is expected to be completed by November of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) • Develop and implement a collaborative and useful city continuity of Government Plan to ensure the continuity of government and government functions in the event of an emergency. This project is expected to be completed by September of 2020. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations; A Safe and Prepared Community) Annual Operating Budget 157 City of Temecula Fiscal Year 2020-21 The Heart of ka th . W,.... Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: EMERGENCY MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance Value Term Goal Measures 2017-18 2018-19 2019-20 2020-21 Actuals Actuals 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 E an actual emergency. E Minimize the u Impact to Life, Qj Property, and the M Environment from Percentage of staff trained CL ' Natural Hazards on Emergency 90% 90% 90% 90% a and Emergency Management c� Situations aj N Q Number of Emergency Management Section n/a n/a n/a 4 training sessions Annual Operating Budget 158 r�J n of Soathem CaGfam�a W,ne Goumry City of Temecula Fiscal Year 2020-21 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. CURRENT PLANNINGJPERMIT LONG RANGE PLANNING CENTER General CURRENT PERMIT Plan PLANNING CENTER Zoning E7� Pro'essing CEQA Public Perm[! Management Information Issuance Community UGM rgY Conservation Pro rams Annual Operating Budget ORGANIZATIONAL CHART DIRECTOR Of COMMUNITY DEVELOPMENT Luke Watson LODE ENFORCEMENT BUILDING AND SAFETY Inspection Nuisance Service Abatement Plan Review Weed Processing Abasement Pudilc Sign information Abatement Abandon Vehicle Abatement SARDA/HOUSING ' DOMMUNITYDEVEEDPMENT BLOCHGRANT ' RO PS�iRPMP Housinge Con, Rarx Real Estate Acqurs'mmi antl Dupmition 9M Ruocrant Administration d eomplontx C.- ADMINISTRATION Operating Budget CiP BudgeL P�ocu rement a tlConiract a.am niso-anon eapaal G�z Administration Community Engagement personnel Grant Wraing .ldminisiration 159 o! So�th�alifarn�a W- c-"y COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY GENERAL FUND 001 City of Temecula Fiscal Year 2020-21 Annual Operating Budget 2014-20 2020-21 36 2019-19 Current Proposed Increase{ Increase/ Actuals Budget Budget (Decrease) (Decrease) SALARI ES & BE N E F ITS Tara 1 1,349,208 1,441,038 1,460, 694 19,656 1. 35% OPERATIONS & MAINTENANCE Total 222,915 B66,078 657,013 (209,066) -24.14% INTERNALSERVICE FUNDALLOCATIDNS Tata1 431,742 526,245 496,925 (29,422) -5.59% Division Total Z00919% Z8331361 2,614,530 (M,832) -7.72% BUILDING & SAFETY 162 SALARIES & BENEFITS Total , 1,2BS,202 1,612,356 1,593,356 (1%000) -1.18% OPERATIONS & MAINTENANCE Total 389,444 359,739 406,204 45,466 12.92% INTERNALSERVICE FUNDALLOCATIONS Tota1 272,921 356,056 323,247 (321809) 5.21% Division Total 1,945,567 2328,151 2,322)M7 15,344) -0.23% BUILDING & SAFETY -CODE ENFORCEMENT SALARIES & BE N E F ITS Tota I 658,331 632,684 649,559 15,&54 2.661A OPERATIONS & MAINTENANCE Total 70,283 198,364 L%,625 (41,758) -21.04% INTERNALSERVICE F U N D ALLOCATI DNS Total 13%2i}1 175,117 252,962 (2C,155) -11.64% Division Total 957,815 110IM1165 959,127 (45,038) -4A9% AFFORDABLE HOUSING; FUND 165 NON -DEPARTMENTAL 19P SALARIES&BENEFITS Tula 1 253,573 290,664 301,732 11,049 3.9% OPERATIONS & MAINTENANCE Total 96,096 263,576 253,385 (15,191) -5.66% INTERNALSERVICE FUNDALLDCATIDNS Tula I 30,974 38,420 36,054 (2,366) -6.16% Division Total 380,743 597,6&} 591,171 (6,509) -1.09% COMMUNITY DEV BLOCK GRANT FUND 140 7. IAENTAL 199 SALARIES & BENEFITS Total OPERATIONS & MAINTENANCE Total TRANSFERS Total Division Total Annual Operating Budget 109,595 111,685 111,441 (245) -0.2.2% 106,419 131,226 135,929 2,703 2.06% 145,302 774,805 313,6a3 (461,112)-59.51% ML106 1,017,717 559,063 (458,654) -45A7% 160 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY (continued) SARDA DEBT SERVICE FUND 390 OPERATIONS & MAINTENANCE Total 4,971,542 6,730,321 5,SD2,6o1 22,26D 0.55% TRANSF E RS Total 45D,DDD 7_9DDou D (750,D0D) -109AM Division Total 5,321,342 7,530,321 5,8{}2,601 (727,720) -9.66% ANALYSIS/COMMENTS Planning: Expenditures are expected to decrease by 7.7% due to the reduction in Consulting Services, which vary from year-to-year depending on the level of development activity. Additionally, the employee training budget was eliminated as a budget reduction measures necessary to absorb the economic impact of the COVID-19 pandemic. Building & Safety: Expenditures are expected to decrease by 1.5% due to the elimination of the employee training budget, Workers' Compensation charges and Internal Service Fund Allocations, which were reduced as part of the various budget reduction measures in response to the pandemic. Affordable Housing: Expenditures are expected to decrease by 1.1% due primarily to a reduction in legal services, Workers' Compensation charges and Internal Service Fund Allocations. CDBG: Expenditures are expected to decrease by 45% 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 decrease by nearly 10% due to the deferral of a $750,000 transfer to the Capital Improvement Program Fund, for the Motor Car Parkway Improvement project that was shifted to a future year. Annual Operating Budget 161 J n 4-1 of Soathem CaGfamia W- C-,,y COMMUNITY DEVELOPMENT PERSONNEL ALLOCATION COMMUNITY DEVELOPMENT- PLANNING City of Temecula Fiscal Year 2020-21 Annual Operating Budget Adopted Current Proposed Incf(Decr) 201&19 2019-20 2020-21 frorn Prior Yr Administrative Assistant 0.75 0.75 0.75 - Assistant Planner 1.75 1.75 0.75 (1.00) Associate Planner 1 2.00 2.00 2.00 - Associate Planner II 0.40 0.40 1.50 1.10 Cam m u n ity Dev. P ro ces A ng S u p e rvisor 0.10 0.10 - (0.10) Community Development Technician 0.44 0.20 0.20 Community Development Technician11 0.20 0.20 0.20 - Director of Community Development 0.45 0.45 0.50 0.05 Office Specialist II 0.50 0.50 0.50 - Planning Manager - - 1.00 1.00 Planning Technician 1.00 1.00 1.00 - Principal Planner 1.00 1.00 - (1.00) Principal Management Analyst 0.35 0.35 0.40 0.05 Senior Management Analyst - - 0.10 0.10 Senior Planner 0.60 0.60 0.65 0.05 9.30 9.55 0.25 Tota I 9.54 COMMUNITY DEVELOPMENT- BUILDING & SAFETY 0.10 0.10 - Administrative Assistant 0.10 Building Inspector 1 1.00 1.00 1.00 - Building Inspector II 3.00 3.00 3.00 - Building Official 1.00 1.00 1.00 Cade Enforcement Officer 1 1.00 1.00 - Cade Enforcement Officer II 1.00 1.00 1.00 - Cam munityDev.Pro cessingSupervisor 0.50 0.90 - �0.90) Community Development Technician 1 1.23 1.80 1.90 Community Development Technician 11 1.80 1.80 1.80 Director of Community development 0.25 0.25 0.25 - Field Supervisor Code Enforcement - 0.95 0.95 Office Specialist II 0.50 0.50 0.50 - Principal Management Analyst 0.20 0.20 0.20 - Senior Building Inspector 1.00 1.00 1.00 - 5eniar Code Enforcement Officer 0.45 0.95 1.00 0.05 Senior Management Analyst - - 0.90 0.90 Senior Office Specialist 2.00 2.00 2.00 - 16.50 145. S0 0.00 Tota 1 15.93 Annual Operating Budget 162 J n 4-1 of Soathem CaGfamia W- C-,,y COMMUNITY DEVELOPMENT PERSONNEL ALLOCATION (continued) CDBG Principal Management Analyst Total AFFORDABLE HOUSING Administrative Assistant Assistant Planner Associate Planner II Director of Community Development Principal Management Analyst Senior Planner Total ,Grand Total Annual Operating Budget City of Temecula Fiscal Year 2020-21 Annual Operating Budget Adopted Current Proposed Incj(Decr) 2018-19 2019-20 2020-21 from Prior Yr 0.20 0.20 0.20 - 0.20 0.20 0.20 - 0.15 0.15 0.15 - 0.25 0.25 0.25 - 0.35 0.35 0.50 0.15 0.25 0.25 0.25 - 0.20 0.20 0.20 - 0.35 0.35 0.35 - 1.55 1.55 1.70 0.15 27.22 27.55 27.95 0.40 163 _1104 COMMUNITY DEVELOPMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 FROM PRIOR FISCAL YEAR • Provided 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, complete the entitlement process for a proposed luxury car dealership. (Create a Business Friendly Regulatory Environment; Economic Prosperity) • In coordination with IT, implemented online Citizen Self Service portal for all permits. (Provide highly functional and sustainable city facilities and infrastructure; Accountable and Responsive City Government) • Processed approximately 380 planning applications (excluding home occupations). (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Issued approximately 3000 permits. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Conducted approximately 30 public hearings. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • In coordination with the developers, approved modifications for Oscar's Brewery and Pat's Kitchen and Rosa's Cantina. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Approved a Development Plan for a 2.2 acre Park & Ride and Trailhead facility with fifty standard parking spaces and six spaces for horse trailers located in the Roripaugh Ranch Specific Plan. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • In conjunction with the City Clerk's Office, participated in Youth in Government program. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) Annual Operating Budget 164 _1104 COMMUNITY DEVELOPMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Updated building permit forms and handouts to comply with current Building Codes. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Processed applications for three housing tracts, encompassing approximately 1,100 units. (Provide housing for all income types in the community; Healthy and Livable City) • Issued building permit for Staybridge Suites, a 124 room hotel. (Fill gaps and diversify market sectors that increase sales tax revenue; Economic Prosperity) • Reviewed over 40 pre -applications from developers. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • In coordination with Economic Development, continued to participate in programs like Temecula Trekkers and Temecula Eats. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • In coordination with the developer, complete the home product review for Sommers Bend (former Roripaugh Ranch). (Create a Business Friendly Regulatory Environment; Economic Prosperity) • In coordination with the City Clerk's office, participate in Youth in Government program. (Promote community involvement; Accountable and Responsive City Government) • In coordination with Economic Development, continue to participate in programs like Temecula Trekkers and Temecula Eats. (Promote community involvement; Accountable and Responsive City Government) Annual Operating Budget 165 _1104 COMMUNITY DEVELOPMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Percentage of applicants receiving approval letter and Conditions of Approval 100% 100% 100% 100% within 3 business days of project approval Percentage of Building }, v Department plan checks E completed within 12 c business days for first 100% 100% 100% 100% 0 submittals and within 7 business days for u subsequent submittals a) >_ Provide Transparency c To The Public For All Percentage of plan checks 0 Government reviewed for Land v Transactions Development by Planning °C completed within 15 business days for first 0 100 /0 0 100 /0 o 100 /0 100% submittals and within 10 business days for subsequent submittals 0 U U Q 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 166 1� Q City of Temecula Fiscal Year 2020-21 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. • Conduct public outreach efforts. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Implemented 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, completed 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) • Completed an amendment to the Old Town Specific Plan to consider the allowance of four story hotels. (Create a business friendly regulatory environment; Economic Prosperity) • Completed an amendment to the Massage Ordinance to comply with state law. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Completed an amendment to the Temecula Municipal Code in conformance with Senate Bill 946 to add a new Chapter 8.60 to regulate outdoor vending on public property, renumbering Chapter 5.20 (Outdoor Vendors) and Chapter 8.61 (Outdoor Vending on Private Property), and amending Section 12.04.060 regarding vending in parks. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Awarded a grant from the Southern California Association of Governments (SCAG) for the implementation of SB 743. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) Annual Operating Budget 167 1� Q COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING City of Temecula Fiscal Year 2020-21 Annual Operating Budget ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Awarded a planning grant of $310,000 through the State Department of Housing and Community Development to streamline housing production. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) • Adopted an ordinance amending Title 17 of the Temecula Municipal Code to add a definition of short-term rentals and adding short-term rentals to the use regulation table (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Issued an RFP and entered into an agreement with Denovo Consulting for the preparation of an update to the Housing Element. (Provide housing for all income types in the community; Healthy and Livable City) • Coordinated with the Cities of Murrieta, Wildomar, and Lake Elsinore on the Murrieta Creek Regional Trail. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • In conjunction with Public Works, installed 47 green background sharrows to promote the visibility of bicycling in front of 5 elementary schools; Funded via WRCOG Beyond Program as part of a Safe Routes to School effort. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • To comply with federal requirements, adopted a Wireless Telecommunication Ordinance. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Created and adopted a Mills Act program. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Adopted an update to the Density Bonus Ordinance. (Provide housing for all income types in the community; Healthy and Livable City) • Adopted an amendment to the Accessory Dwelling Unit Ordinance. (Provide housing for all income types in the community; Healthy and Livable City) • Adopted an amendment to the Affordable Housing Overlay Zone (AHOZ) Ordinance. (Provide housing for all income types in the community; Healthy and Livable City) Annual Operating Budget 168 1� M �. a COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING City of Temecula Fiscal Year 2020-21 Annual Operating Budget ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Completed two amendments to the Uptown Temecula Specific Plan to make clarifications for the setbacks of buildings, the placement of utilities, clarification of legal non -conforming uses, the allowance of certain land uses as required by state law, established streetscape and sidewalk standards, and updated the New Streets In Lieu Fees. (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) • Complete the Old Town Parking Study. (Create a Business Friendly Regulatory Environment; Economic Prosperity) • Apply for secured 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) • Apply for various grants including the Local Early Action Planning Grant, Permanent Local Housing Allocation, and Active Transportation Grant to increase the production of affordable housing, fund the General Plan Updated, and construct the Temecula Creek South Side Trail. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) • Issue a request for proposals and select a consultant for a comprehensive General Plan update by December 2020. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Complete the Housing Element update by June 2021. (Provide housing for all income types in the community; Healthy and Livable City) • In coordination with Public Works, complete a Water Quality Management Master Plan by June 2021. (Maintain the natural beauty of the community; Healthy and Livable City) • Complete Objective Design Standards for residential development by June 2021. (Provide highly functional and sustainable city facilities and infrastructure; Accountable and Responsive City Government) • Complete an amendment to the Uptown Temecula Specific Plan regarding requirements for parking lots by June 2021. (Create a business friendly regulatory environment; Economic Prosperity) • Complete an ordinance regarding the requirements for valet services by June 2021. (Create a business friendly regulatory environment; Economic Prosperity) Annual Operating Budget 169 1� R COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING City of Temecula Fiscal Year 2020-21 Annual Operating Budget OBJECTIVES FOR CURRENT FISCAL YEAR (Continued) • Work with Public Works and TCSD to design and build a Beginner Pump Track to complement the existing Pump Track at Ronald Reagan Sports Park. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Adopt Title 17 Amendments regarding Conditional Use Permit Findings, Hearing and Appeal processes. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Amend the City's Transportation Impact Analysis Guidelines to include Vehicle Miles Travelled (VMT) consistent with CEQA analysis requirements for evaluating traffic and circulation. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target v �a J '0 T Provide Housing For All Number of Housing _ *' cv U Income Types In The Element Programs 5 5 5 5 > Community completed .15 a� x o a M '> Connect The City cv Through Number of miles of 10 10 10 10 CL = c A Series Of Trails And bike lanes striped C o c Walkways L U Annual Operating Budget 170 City of Temecula Fiscal Year 2020-21 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 FROM PRIOR FISCAL YEAR • Increased public awareness and educated 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, completed 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 0 2-story Medical Office Building on 43980 Margarita Rd. o New Facade Upgrade at Palomar Village 0 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 Situation; A Safe and Prepared Community) • Updated 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) • In coordination with IT, implemented online Citizen Self Service portal for all permits. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Conducted over 20,000 building inspections. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Adopted ordinance to comply with state regulations regarding the Drowning Prevention Act. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) Annual Operating Budget i1Ffl City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: BUILDING & SAFETY ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • In coordination with the developers, completed plan check and inspections for: o Phil's BBQ o Starbucks o Together we Grow o Coin Op o Small Barn o Medical office building o Buffalo Wild Wings o Raising Canes o Chaparral South Expansion o Express Carwash o Models at Rancho Saleo o Lennar - Nicolas Heights o DR Horton - Indigo o Transportation Hub at the Promenade (Promote a jobs/housing balance; Economic Prosperity) 6 Annual Operating Budget 172 City of Temecula Fiscal Year 2020-21 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) • 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, start the plan checks or inspections for the following: o Sommers Bend o Lexus o Woodsprings Hotel o Solana Way Assisted Living o Hyundai Dealership Service Center Expansion o Las Haciendas Affordable Housing o Barrel Republic o Hendo's Brew House o UHS o Baily's Expansion o Park N Ride Roripaugh o Islamic Center Expansion (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) Annual Operating Budget 173 Alk -4--Z 1" u R COMMUNITY DEVELOPMENT DIVISION/PROGRAM: BUILDING & SAFETY City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Term FY FY FY FY performance Measures 2017-18 2018-19 2019-20 2020-21 Value Goal Actuals Actuals Target Target �. Complete all photo -voltaic u Provide Transparency To plan checks within 72 100% 100% 100% 100% >_ The Public For All hours c O +, Government Number of workshops Q H Transactions provided for active 1 1 1 1 ai oc developers in the City > 20 per 20 per 20 per 20 per p Number of inspections per person/ person/ person/ person/ Foster An Organizational person, per day Structure That Aligns day day day day Length of time customers 48 48 48 48 3 Resources With Q Demands must wait for next hours hours hours hours available inspection Annual Operating Budget 174 Alft ]] (7"' Wne Counrry City of Temecula Fiscal Year 2020-21 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 FROM PRIOR 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 and implemented the Responsible Compassion Program. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Opened 2795 code cases. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) • Worked with property and business owners to achieve 2664 compliant code cases. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) • Conducted 8,354 code cases. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) • In coordination with Planning, updated existing Massage Establishment ordinance. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) r Annual Operating Budget 175 Aft wee Co —y City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CODE ENFORCEMENT 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) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Term Goal Performance Measures 2017-18 2018-19 2019-20 2020-21 Value Actuals Actuals Target Target '0 >' cu cu : E Provide Transparency To The Number of brochures .N L- Public For All Government created for common code 1 1 1 1 4 0 au violations, in order to create 0 > o C o Transactions public awareness U Q � Continue To Aggressively Number of hours for Mitigate Graffiti And turnaround time for graffiti 48 48 48 48 E Vandalism abatement E 0 U Percentage of weed abatement cases a Minimize The Impact To Life, successfully resolved prior 95% 9S% 95% 95% a Property, And The to placing a lien on the Environment From Natural property Hazards And Emergency Situations Percentage of code cases cn that are resolved and closed 80% 80% 80% 80% Q within 3 weeks Annual Operating Budget fiW City of Temecula Fiscal Year 2020-21 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 FROM PRIOR FISCAL YEAR • Entered 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) • 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) • Completed the resyndication of Mission Village Apartments, approved by the Successor Agency to the Redevelopment Agency, County Oversight Board, State of California Department of Finance, preserving 76 affordable units for an additional 55 years. (Provide housing for all income types in the community, Healthy and Livable City) • Completed an extension to the Disposition and Development Agreement for the Town square Marketplace. (Provide housing for all income types in the community, Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to negotiate with developers for the construction of affordable housing. (Provide housing for all income types in the community, Healthy and Livable City) • Continue to apply for funding for the construction of affordable housing. (Provide signature special events and cultural opportunities, Healthy and Livable City) Annual Operating Budget furl Alh The Heart of Sauth-li{ weC" COMMUNITY DEVELOPMENT DIVISION/PROGRAM: SARDA/HOUSING City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Term Performance Measures 2017-18 2018-19 2019-20 2020-21 Value Goal Actuals Actuals Target Target Number of agreements with v Provide Housing For All an affordable housing CU Income Types In The developer for the use of 0 1 1 1 io Community available Tax Allocation ai _ Bond proceeds Annual Operating Budget 178 City of Temecula Fiscal Year 2020-21 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 FROM PRIOR 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 and City of Temecula Homeless Diversion Program. (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) • Satisfied HUD's timeliness requirement. (Provide Transparency to the Public for All Government Transactions; Accountable and Responsive City Government) • Completed 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) • Completed and adopted the 2020-21 Annual Action Plan and submitted to HUD. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Adopted Substantial Amendments to 2016-17, 2017-18, 2019-20 Annual Action Plans. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Issued Notice of Funding Availability for 2020-21. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) • Held technical workshop for 2019-20 sub -recipients. (Provide transparency to the public for all government transactions, Accountable and Responsive City Government) • Held two technical workshops for funding 2020-21 program year. (Provide transparency to the public for all government transactions, Accountable and Responsive City Government) Annual Operating Budget 179 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT OBJECTIVES FOR CURRENT FISCAL YEAR • Fund public service providers including the Assistance League, Boys and Girls Clubs of Southwest County, Fair Housing Council of Riverside County, Hospice of the Valleys, Community Mission of Hope, 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 City Government) • Satisfy HUD's timeliness requirement. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Complete the 2019-20 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. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target Number of objectives completed for the Five- 1 1 3 4 uYear Consolidated Plan v au Provide Transparency _v Z > E To The Public For All c au Government oQ- o Transactions Number of HUD timeliness �� Q tests met. 0 1 1 1 Annual Operating Budget 180 City of Temecula Fiscal Year 2020-21 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 FROM PRIOR 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) • Processed 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) • 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) • Continued 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) • Responded to 770 inquiries from the My Civic App. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) • Assisted over 11,200 visitors to the C Desk. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) Annual Operating Budget 181 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: ADMINISTRATION ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • In coordination with HR, three staff members from Community Development are on the Workforce Strategic Plan Committee. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) • Worked with Finance to complete the Fee Study. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) • In coordination with the City Clerk's Office, improved records retention process for RDA, SARDA, CDBG. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) 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) • In conjunction with IT, create a dashboard of operational statistics from the City's technological resources. (Provide transparency to the public for all government transactions; Accountable and Responsive City Government) Annual Operating Budget IF-W �� Nears of Sauthem C F W.— C o . . COMMUNITY DEVELOPMENT DIVISION/PROGRAM: ADMINISTRATION City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target c = v Provide Transparency Z - E To The Public For All Percentage of reports c 4° o > Government completed on time for 100% 100% 100% 100% Transactions external agencies U U_ Q U Annual Operating Budget 183 (7'I City of Temecula Fiscal Year 2020-21 1" ""°d'"" "", W,�eC o.. t.y 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. LAND DEVELOPMENT I Perm its a nd Deve I o p ment Inspection FEMA Project and F loodpla n Administration bond Administration and Map Recordation WDES Compliance and Inspection Development Plans Check and Review Conditions Planning Commission Annual Operating Budget ORGANIZATIONAL CHART DIRECTOR OF PUBLIC WORKS/CITY ENGINEER Patrick Thomas ENGINEERING TRAFFIC CAP ITALPRDJECTS STREET ENGINEERING ADMINISTRATION MAINTENANCE TrafficJSafety Commission Project Development, Management, and Inspection Asphalt) Concrete Maintenance Speed Surveys Traffic Signal Maintenance and Timmg Signing/ striping Tree Trimming and Weed Abatement Drainage Channels/ Catch Basins Pu is Service Requests and Graffiti Removal , Special Events and Eme rgenry Service Response MAINTENANCE FACE LI TY MAINTENANCE Building Maintenance and Rehab I ❑Id Town Facilities Custodial Services PARK AND LANDSCAPE MAINTENANCE Park/Trail Maintenance Median and Slope Maintenance Facility Landscape Maintenance Plan Check Review CEP Projects Special Events and Emergency sEmce Responses 184 I. City of Temecula G� Fiscal Year 2020-21 Annual Operating Budget PUBLIC WORKS EXPENDITURES BY CATEGORY 201.8-19 Actual's 2019-11) Current Budget 2020- 21 Proposed Budget Increase] (Decrease) % Increase{ (Decrease} GENERAL FUND Oat LAND DEVELOPMENT 163 SALARIES & BENEFITSTotal 1,141),723 1,379,012 1,172,955 (206,147) -14.4H% OPERATIONS & MAINTENANCE Total 114,924 218,923 261,589 42,657 1R.49% INTERNALSERVICE FUND ALLOCATIONS Total 276,397 340,163 S16,574 (23,594) -6.94% Division Total 1,532.044 1,999,103 1,751,028 {187,075} -9.65% PUBLIC WORKS 164 PUBLIC WORKS- NPDES COMPLIANCE SALARIES & BENEFITSTotal 268,916 283,230 305,480 22,254) 7.96% OPERATIONS & MAINTENANCE Total 558,194 763,920 889,934 126,014 16.5% CAPITAL OUTLAY Tota1 0 250,i)M 0 (250,OM) -100.0% Division Total SNA11 1,297,150 1,195,414 (101,735} -724% PUBLIC WORKS -OLD TOWN N1AII`!7EP::;FI; SALARIES & BENEFITSTotal 29,912 49,669 61,555 11,885 2S.9S% OPERATIONS & MAINTENANCE Total 173,058 212,527 19C,482 (21,845) -10.29% Division Total 202,963 251,996 252 U37 (9,95% -32% PUBLIC WORKS -STREETS MAINTENANCE SALARIES & 8ENEFITS Tota1 1,347,794 1,542,195 1,406,490 54,295 4.79% OPERATIONS & MAINTENANCE Total 1,419,212 1,400,022 1,120,038 (27%985) -20.0% INTERNAL SERVICEFUNDALLOCATIDNS Tota1 593,51S 855,039 692,519 (152,520) -19.01% CAPITAL OUTLAY Total 35,717 9,500 0 (9,504) -100.0% Division Total 3,495,325 3,606,756 3219A45 (387,714) 10.75J6 PUBLIC WORK5-TRAFFIC ENGINEERIN SALARIES & BENEFITS Total 785,139 845,276 457,592 (387,584) -45.85% OPERATIONS & MAINTENANCE Total 205,044 402,994 183,637 (21R.356) -54.43% Division Total 990,182 1,248,270 541,329 (506,941) -48.52% PUBLIC WORKS -TRAFFIC MAIN-S. -": SALARIES & BENEFITSTotal 10 0 929,944 329,844 UN).0% OPERATIONS & MAINTENANCE Total 0 0 153,276 155,275 100.0% Division Total 0 0 485,120 483,120 100.0% CIP PUBLIC WORKS Tfi5 SALARIES & BENEFITS Total 1,767,881 2,079,568 2,061,702 (16,866) -0.81% OPERATIONS & MAINTENANCE Total 2.8,749 106,517 77,724 (28,592) -26.89% H4TERNMS€RVICE FUNDALLOCATIDNS Tata1 231,051 255,4315 250,934 (4,882) -1.91% Division Total 2.027,682 2.440,701 2.390,360 (50,34ii} -2.06% Annual Operating Budget 185 Alk QJ City of Temecula ((( T Fiscal Year 2020-21 Th. H—"°f5°"`he`—c... t,y Annual Operating Budget PUBLIC WORKS EXPENDITURES BY CATEGORY (continued) 2019- 20 7020-21 % 2019-19 Current Proposed Increase/ Inrrease/ ActuaIs Budget Budget (Decrease) (Derrease� GENERAL FUND 001 PARKS MAINTENANCE 167 SALARIES & BENEFITS Total 856,439 888,452 959,664 (48,788) -5.41J% DPERATIDN.5 & MAINTENANCE Total 2,729,4D6 2.961.621 2,916,457 54,896 1.92% rNTE RNAL 5 ERVI CE FUND ALLOCATI ON 5 Tota I 186,323 22D,730 279,171 (42,559) -19.213, % Division Total 3,7721669 3,9701803 3034,292 (36,521) -0.92% MEASURE A FUND 170 NON -DEPARTMENTAL : ' OPERATIDNS & MAINTENANCE Total TRANS F E R5 Tota I Division Total DEVELOPMENT IMPACT FEES FUND 120 NON -DEPARTMENTAL 14li TRANSFERS Total Division Total 1,634,969 1,DDD,fraD 2,2EO,56D 5,71)1,51)9 2,D} 2,0DD 614,275 (229,5E.D) (5,397.234) 1C.16 ,89.23% 2,H4,969 7,962,069 2,545,275 (5,515,794) -66.78% 3,376,213-4 1D.052,215 4.03,389 (5,448,826) -54.21,% 3,376,204 20,052,215 4,603,389 (5,448,826) -54.21% ANALYSIS/COMMENTS Land Development: Expenditures are expected to decrease by 9.7% due to a combination of a vacant Engineering Technician I position placed on hold, the reduction in the employee training budget and the reduction in Internal Service Fund Allocations all of which are part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. Public Works: Expenditures are expected to decrease by 9.7% due to the reduction in Internal Service Allocation, Workers' Compensation charges, the deferral of capital outlay equipment purchases, the elimination of the employee training budget and the deferral of the NPDES inlet filter project, all of which are part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. CIP Administration: Expenditures are expected to decrease by 2.1% due to the completion of the streets and road assessment study in the prior year, combined with the reduction in Internal Service Fund Allocations. Parks Maintenance: Expenditures are expected to decrease by 0.9% due to the reduction in Internal Service Fund Allocations and Workers' Compensation charges. Annual Operating Budget 186 Alk QJ City of Temecula ((( T Fiscal Year 2020-21 Th. H-"°f5°"`ha'-c... 'y Annual Operating Budget PUBLIC WORKS ANALYSIS/COMMENT (Continued) Measure A: Expenditures are expected to decrease by 66.8% 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 decrease by 54.2% due to the fluctuation in the transfer funds to support Capital Projects, which vary greatly from one year to the next. PERSONNEL ALLOCATION Adopted Current Proposed Incl(Deer) 2018-19 2019-20 2a20-21 from Prior Yr PUBLIC WORKS - LAND DEVELOPMENT Administrative Assistant 0.25 0.25 0.25 - Assistant Engineer 11 - - 1.00 1.00 Associate Civil Engineer 1.00 3.00 1.00 (2.00) Associate Engineer 1 1.00 1.00 1.00 - Associate Engineer I 1.00 2.00 2.00 - Community Development Technician 1 0.33 - - - Director of Public Works 0.15 0.15 0.15 - Office Specialist 11 0.60 0.60 0.60 - Principal Civil Engineer 1.00 1.00 0.80 (0.20) Principal Management Analyst - 0.10 0.10 - Public Works Inspector 1 0.90 - - - Public Works Inspector 11 - 0.90 0.75 (0.15) Senior Civil Engineer 1.00 - - - Senior Management Analyst 0.10 - - - Senior Public Works Inspector 0.70 0.70 0.90 0.20 Total 8.03 9.70 9.55 (1.15) Note: The Land Development Department has 1 vacant Engineering Technician I position that has been placed on hold, pending the economic recovery after the COVID- 19 pandemic. Annual Operating Budget 187 Alk } City of Temecula ([[ T Fiscal Year 2020-21 ThaHe°" w."��.Y �,°ems Annual Operating Budget PUBLIC WORKS PERSONNEL ALLOCATION (Continued) Adopted Current Proposed Inc/(Deer) 2038-19 2019-20 2020-2i from Prior Yr PUBLIC WORKS Administrative Assistant 0.40 0.40 0.40 - Assistant Engineer I I 1.OQ 1.00 1.00 - Associate Engineer 11 2.00 1.00 - (1.00) Custodian 1 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 - Landscape Inspector II - - 0.01 0.01 Lead Maintenance Worker 2.92 2.96 3.00 0.04 Lead Maintenance Worker -Facilities 0.10 0.10 - (0.10) Lead Maintenance Worker-HVAC - - 1.00 1.00 Maintenance Manager 0.98 0.98 0.83 (0.15) Maintenance Supervisor 0.05 1.05 1.05 - Maintenance Worker 1 2.88 1.92 2.00 0.08 Maintenance Worker 11 2.00 2.00 2.00 - Management Assistant 0.25 0.25 0.35 0.10 Office Specialist 1 0.40 - - - Office Specialist 11 0.80 1.20 1.20 - Principal Civil Engineer - - 0.20 0.20 Principal Management Analyst - 0.40 0.35 (0.05) Public Works Inspector 1 0.10 - - - Public Works Inspector II - 0.10 0.25 0.15 Senior Civil Engineer - - 1.00 1.00 Senior Landscape Inspector - - 0.01 0.01 Senior Management Analyst 0.40 - - - Senior Office Specialist 1.15 1.15 0.15 (1.00) Senior Public Works Inspector 0.25 0.25 0.10 (0.15) Senior Signal Technician 1.00 1.00 1.00 - Signal Technician 1 1.00 1.00 1.00 - 17.36 17.50 0.14 Total 18.19 Annual Operating Budget 188 Alk } City of Temecula ((( T Fiscal Year 2020-21 ThaHe°" w."��.Y �,°ems Annual Operating Budget PUBLIC WORKS PERSONNEL ALLOCATION (Continued) PUBLIC WORKS - CIP ADMINISTRATION Administrative Assistant Associate Civil Engineer Associate Engineer II Construction Manager Director of Public Works Office Specialist II Principal Civil Engineer Principal Management Analyst Public Works Inspector II Senior Civil Engineer Senior Management Analyst Senior Public Works Inspector Total PARKS MAINTENANCE Director of Public Works Landscape Inspectorll Lead Maintenance Worker Maintenance Supervisor Maintenance Worker Maintenance Worker II Management Assistant Office Specialist II Park/Landscape Maintenance Supervisor Senior Landscape Inspector Senior Office Specialist Total SERVICE LEVEL D Associate Planner II Director of Community Development Maintenance Manager Management Assistant Principal Management Analyst Senior Planner Total Grand Total Annual Operating Budget Adopted Current Proposed Inc/(Decr) 2019-19 2019-20 202D-21 from Prior Yr 0.30 D.30 0.30 - 2.OD 2.DO 2.00 - 3.OD 3.DO 3.OD 1.40 - - - 0.25 D.25 0.25 - 1.D0 1.0D - 1.00 1.DO 1.0D - D.45 0.45 1.0D 1.DO 1.0D 2.00 2. D0 2.00 0.45 - 1.05 1.D5 1.D0 (D.D5) 12.05 12.05 12.00 (0.05) 0.10 DAD 0.1D - - D.75 0.46 (0.29) 2.OD 2.DO 2.OD - - D.95 0.95 - - 1.DO 1.0D - 2.00 1.DO 1.00 - 0.25 D.25 0.25 - 0.2D D.20 0.2D - 1.8D - - 0.6D D.60 0.46 (D.14) D.15 D.15 D.15 - 7.10 7.DO 6.57 (0.43) 0.25 0.25 - (D.25) 0.05 0.as (0.05) - D.15 0.15 - D.2D D.20 0.05 0.05 0.05 - 0.05 D.05 - (0.05) 0.40 D.40 0.40 - 45.76 46.51 45.02 (1.49) 189 Alk } City of Temecula ((( T Fiscal Year 2020-21 ThaHe°"°`5wnamwrr w—ms—t.Y 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 FROM PRIOR FISCAL YEAR • Implemented the electronic review process for engineering submittals, established standards and guidelines for electronic review and developed processes to be followed. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Worked with City Clerk's Office on "Top Requested Documents" project and implemented "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 190 Alk JQQ } City of Temecula ce ((( Q Fiscal Year 2020-21 ThaHe°" Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: LAND DEVELOPMENT 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 implementation of requirements of the WQIP for the City of Temecula. (Maintain Overall Sound Fiscal 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) • Continue to establish standards and guidelines for electronic review of submittals through the Temecula Citizen Self Service Portal. (Actively maintain and preserve city assets and infrastructure, A Sustainable City) • Continue to add to online record drawings, plans, maps, and other public documents as well as refine search criteria for the public. (Provide transparency to the public for all government transactions, Accountable and Responsive City Government) Annual Operating Budget M Alk CJQ ce The Heart o(SauthifaQ PUBLIC WORKS DIVISION/PROGRAM: LAND DEVELOPMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Percentage of development reviews completed within the 100% 100% 100% 100% ° established Community Development turn -around time c Percentage of plan checking E reviews completed within the j established City turn -around 0 time for legal documents, final 100% 100% 100% 100% maps, Water Quality V Management Plans, grading and Provide Highly improvement plans. Functional And O Sustainable City Percentage of onsite inspections Facilities And completed timely and effectively 100% 100% 100% ° 100% oC Infrastructure for private development and p � p NPDES Percentage of permits issued d within a reasonable time for 100% 100% 100% 100% grading, haul routes and v encroachment activities v a Percentage of timely assistance provided to the general public at 100% 100% 100% 100% the public counter and phone inquiries Annual Operating Budget 192 1� City of Temecula (Th� Fiscal Year 2020-21 "`""°F5°°'E"n.Country 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 FROM PRIOR FISCAL YEAR • Complete conversion to new Advanced Traffic Management System (ATMS) "Transparity" and enter into Data Sharing Agreement for traffic signal timing data. (Utilize Effective Traffic Enforcement, Traffic Monitoring, and Planning Processes to Ensure the Safety of Temecula Motorists; Transportation Mobility and Connectivity) Annual Operating Budget IR191 1� City of Temecula (Th� Fiscal Year 2020-21 "`""°F5°°'E"n.Country 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 signalized intersections Citywide. (Provide Functional and Sustainable City Facilities and Infrastructure, 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 2021. (Proactively Address Traffic Improvements, A Safe and Prepared Community) • Implement High Visibility Pedestrian Crossing Signage at 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) • Prepare traffic signal equipment data for use in Asset Management Program. (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City) • Establish a regular meeting with TVUSD to prioritize and map via GIS traffic impacts to each school zone site. (Proactively address traffic improvements, Transportation Mobility and Connectivity) Annual Operating Budget IR11I (The Hear; of 5-th— Ca10— a wine Country PUBLIC WORKS DIVISION/PROGRAM: TRAFFIC ENGINEERING City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Number of days to respond to citizen generated 8 6 6 6 investigations 3 Number of minutes to E respond to traffic signal 45 30 30 30 u Proactively complaints during business Min. Min. Min. Min. M Address Traffic hours a_ Improvements M CL aNumber of hours to respond -a to after hour call outs for 1 1 1 1 traffic signal malfunctions M N Q Number of neighborhood traffic calming measures 4 3 4 4 implemented Utilize Effective Traffic _ M Enforcement, Number of days to complete a° Traffic Monitoring check and reviews of oplan _ And Planning traffic control plans 7 6 6 6 Lc Process To Ensure L V Safety Of F_ Temecula Motorists Annual Operating Budget IRN �a City of Temecula Fiscal Year 2020-21 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 FROM PRIOR FISCAL YEAR • Completed the construction of the Roundabout Improvements on Ynez Road at La Paz Road. (Continue to Maintain Local Roads and Streets, Transportation, Mobility and Connectivity) • Completed the design and construction of the Old Town Boardwalk Enhancement project. (Continue to Maintain Local Roads and Streets; Transportation Mobility and Connectivity and Promote a 'walkable' community, A Sustainable City) • Completed preparation of bridging documents for Margarita Recreation Center (MRC) and solicit proposals for "design/build" project delivery team. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Initiated preparation of Drainage Master Plan and prepared 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) • Completed 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) • Completed the Pavement Rehabilitation Program — Citywide at the following locations during Fiscal Year 2019-2020: ■ Meadowview Loop (Via Norte, Del Rey and Avenida Barca) ■ Commerce Center Drive, Enterprise Circle South and West, and Rider Way ■ Rancho Vista (Paseo Goleta to Butterfield Stage Road (Continue to Maintain Local Roads and Streets, Transportation, Mobility and Connectivity) Annual Operating Budget �a City of Temecula Fiscal Year 2020-21 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (Continued) • Completed 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) • Completed 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) • Completed the design of the Traffic Signal and Park & Ride access improvements at Temecula Parkway and Wabash Lane. (Proactively Address Traffic Improvements, A Safe and Prepared Community) • Completed the design, and environmental document 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) • Completed the environmental document 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) • Completed the acquisition of the streetlights from Southern California Edison (SCE) and retrofit LED lighting fixtures. (Promote Energy Efficient Operations and Development, A Sustainable City) • Initiated 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) • Continued working on the Project Report and the Environmental Document for 1-15 Congestion Relief (adding an auxiliary Lane on the east side of 1-15 between Temecula Parkway and Rancho California Road. (Connect Major Commercial Districts through Circulation Improvements, Transportation, Mobility and Connectivity) • Continued 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) • Conducted a feasibility study to extend Cherry Street west of Adams Avenue and constructed a low - flow crossing of Murrieta Creek. (Connect Major Commercial Districts through Circulation Improvements, Transportation, Mobility and Connectivity) Annual Operating Budget 197 �a City of Temecula Fiscal Year 2020-21 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM OBJECTIVES FOR CURRENT FISCAL YEAR • Complete the design and construct sidewalks at the following locations: ■ Ynez Road (west side, Rancho Highland to Tierra Vista) ■ Third Street (north side, between Old Town Front and Mercedes) ■ Dealer Drive loop (west side) (Promote a `Walkable' Community, A Sustainable City) • Award contract for design/build services and initiate preparation of working drawings and initiate construction of the Margarita Recreation Center. (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 2020-2021: ■ Ynez Road (Winchester Road To Equity Drive)/Equity Drive/ County Center Drive ■ Avenida Alvarado/Rio Nedo/Aqua Vista Way/ Tierra Alta Way ■ Winchester Road (Nicolas Road to Eastern City Limits) ■ Nicolas Road (Winchester Road to North General Kearny) ■ Santiago Road (1-15 To Ynez Road) (Continue to maintain local roads and streets, Transportation Mobility and Connectivity) • Complete the 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 be in 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 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 design and construct sidewalks at the following locations: ■ Ynez Road (west side, Rancho Highland to Tierra Vista) ■ Third Street (north side, between Old Town Front and Mercedes) ■ Dealer Drive loop (west side) ■ North side of Fifth Street (Old Town Front Street to Murrieta Creek) ■ South Side of Pauba Road (Elinda Road to Showalter Road) (Promote a "walkable" community, A Sustainable City) Annual Operating Budget 198 �a City of Temecula Fiscal Year 2020-21 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM OBJECTIVES FOR CURRENT FISCAL YEAR (Continued) • Complete the design and the Environmental Document and initiate construction of the French Valley Parkway Interchange, Phase II. (Connect major commercial districts through circulation improvements, Transportation Mobility and Connectivity) • Continue working on the Project Report and the Environmental Document for 1-15 Congestion Relief (adding an auxiliary Lane on the east side of 1-15 between Temecula Parkway and Rancho California Road. (Connect major commercial districts through circulation improvements, Transportation Mobility and Connectivity) • Complete the design and the environmental document for 1-15 Congestion Relief (adding an auxiliary Lane on the east side of 1-15 between Temecula Parkway and Rancho California Road. (Connect major commercial districts through circulation improvements, Transportation Mobility and Connectivity) • Complete the design and the environmental document for the 1-15/SR 79 South Interchange Enhanced Landscaping. (Maintain the natural beauty of the community, Healthy and Livable City) • Continue the process of the design and environmental document for the Murrieta Creek Bridge at Overland Drive. (Connect major commercial districts through circulation improvements, Transportation Mobility and Connectivity) • 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) • Complete the design for the Community Recreation Center (CRC) Renovations. (Actively maintain and preserve city assets and infrastructure, A Sustainable City) Annual Operating Budget 199 is City of Temecula Z�' Fiscal Year 2020-21 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM OBJECTIVES FOR CURRENT FISCAL YEAR (Continued) • Complete the design and the environmental document for the Santa Gertrudis Creek, Phase II - Margarita Undercrossing. (Connect the city through a series of trails and walkways, Transportation Mobility and Connectivity) • Complete the construction of the new Ronald Reagan Sports Park Restroom. (Provide highly functional and sustainable city facilities and infrastructure, Accountable and Responsive City Government) • Complete the design of Fire Station 84 Renovation. (Actively maintain and preserve city assets and infrastructure, A Sustainable City) • Complete the design and construction of the Traffic Signal on Rancho California Road at Tee Drive. (Proactively address traffic improvements, A Safe and Prepared Community) • Complete the construction of the Americans with Disability Act (ADA) Improvements at the Community Recreation Center (CRC). (Provide highly functional and sustainable city facilities and infrastructure, Accountable and Responsive City Government) • Complete the City's Drainage Master Plan. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations, A Safe and Prepared Community) Annual Operating Budget 01111 [,m PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance Measures 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target U :5 ca Actively Maintain And Total annual value of Capital Preserve City Assets $42.8M $52M $39M $40M And Infrastructure Projects completed Q U y Maintain Overall Projects completed within NSound Fiscal Policies budget 19 24 28 30 c o }, C c E L 9p Provide Transparency t7 To The Public For All Projects completed on Government schedule 19 20 28 30 Transactions O U U Q Annual Operating Budget 201 City of Temecula Fiscal Year 2020-21 R TheHeano{So e �a,fo a Annual Operating Budget Wne Country 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 FROM PRIOR FISCAL YEAR • Installed 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) • Installed 150 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 225,000 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) • Implemented 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) • Converted 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 202 City of Temecula Fiscal Year 2020-21 R TheHeano{So e �a,fo a Annual Operating Budget Wne Country PUBLIC WORKS DIVISION/PROGRAM: STREET MAINTENANCE OBJECTIVES FOR CURRENT FISCAL YEAR • Remove & Replace approximately 100,000 Sq. Ft of asphalt on Rainbow Canyon Road. (Provide highly functional and sustainable city facilities and infrastructure, Accountable and Responsive City Government) • Install approximately 2,000,000 square feet of slurry and crack fill on various streets and roadways within the City limits. (Diversify the city's revenue base to ensure stability in any economic climate, Accountable and Responsive City Government) • Implement various citywide projects to improve and enhance safety of City sidewalks and public right of ways. (Actively maintain and preserve city assets and infrastructure, Transportation Mobility and Connectivity) BEFORE Annual Operating Budget AFTER.. 203 The Hean of Seulhe.� CaUf Wne Country f lI 1 = [41TIT10].i.M DIVISION/PROGRAM: STREET MAINTENANCE City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Maintain A Safe And Service order Family Oriented request / response 812 761 660 750 M U Environment A L v 2 ca Maintain The _ Natural Beauty Of Street trees trimmed 1,987 1,724 2,100 2,500 The Community Legends stenciled 3,648 2,500 2,850 3,000 > Street signs replaced, 1,167 1,061 1,650 2,000 repaired and installed o• Linear Feet of Traffic o Continue To Lanes, Bike Lanes and 2,400,000 76,800 3,020,181 6,040,362 *, Maintain Local Curbs Painted f° U Roads And Streets O Q- Centerline miles of street 64 14 5 6 M crack/slurry sealed L Sq. ft. of asphalt 151,325 167,000 35,000 225,000 repairs Continue To Aggressively Sq. ft. of graffiti removed 38,239 23,615 36,165 40,000 L. Mitigate Graffiti And from public right -of way Q. >Vandalism cu — a Minimize The Impact 3 -0 E To Life, Property, CM 0 And The Storm drains V Environment From inspected/cleaned 2,419 745 1,000 1,500 vA Natural Hazards And Q Emergency Situations Annual Operating Budget 41111 1 City of Temecula (7 Fiscal Year 2020-21 e"eB"`"°°'`' Wane Country' t4 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 FROM PRIOR FISCAL YEAR Completed exterior painting of Penny Pickles Museum, TCC, 6th Street restroom, S.A.F.E. House, FOC, the Mercantile, and Theater exterior trim, stairwells/railings and a majority of the interior space. (Actively Maintain and Preserve City Assets and Infrastructure; A Sustainable City) • Completed 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. (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 4101 City of Temecula Fiscal Year 2020-21 Wine Coun—try Annual Operating Budget ry PUBLIC WORKS DIVISION/PROGRAM: FACILITY MAINTENANCE 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 energy costs. (Promote Energy Efficient Operations and Development, A Sustainable City). • Prepare inventory of City maintained facilities for use in Asset Management Program. (Provide 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 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. (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 206 the Heart of Somhe.n CaEBornia WS Country PUBLIC WORKS DIVISION/PROGRAM: FACILITY MAINTENANCE City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY Value Term Goal Measures 2017-18 2018-19 2019-20 2020-21 Actuals Actuals Target Target Number of facilities improved with roofing system replacements and 1 1 1 2 energy efficiency & upgrades v Promote Energy -0 Efficient Number of facility HVAC Operations And system replacements and 1 1 Development energy efficiency 3 2 upgrades N Q Number of facility lighting system 1 1 replacement and energy 8 4 efficiency upgrades Number of swimming pool system repairs, 1 1 replacements and 2 1 = L upgrades i c Number of facility parking lots repaired and u resurfaced 1 1 1 2 > Provide Highly v� Functional And o Sustainable City CL Facilities And Number of custodial oc Infrastructure service order requests/response 40 50 40 60 �a a� c� Number of facility service u and repair 724 800 800 1,000 Q requests/response Annual Operating Budget 207 1 � City of Temecula R Fiscal Year 2020-21 he"°°"qf5°°`"""C- Wanec"u"t'y Annual Operating Budget f 2 1= [41TIT101 11 "M 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 FROM PRIOR FISCAL YEAR • Implemented the re -design and enhancement of playground equipment and safety surfacing at Sam Hicks, Winchester Creek, John Magee and Stephen Linen Memorial Parks (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Repaired and resurfaced various park site parking lots and community trails throughout the City. Completed repair and resurfacing of the Wolf Valley Creek Trail (Actively Maintain and Preserve City Assets and Infrastructure, A Sustainable City) • Installed Musco sports field lighting - Light Emitting Diode (LED) retrofit at Paloma Del Sol Sports Park. (Promote Energy Efficient Operations and Development & Actively Maintain and Preserve City Assets and Infrastructure, A Sustainable City) OBJECTIVES FOR CURRENT FISCAL YEAR • 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). Repair and resurface various sports courts throughout the City. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) Annual Operating Budget 208 4 1 � City of Temecula R Fiscal Year 2020-21 he"°°"qf5°°`"""C- Wanec"u"tryt'y Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: PARKS MAINTENANCE OBJECTIVES FOR CURRENT FISCAL YEAR (Continued) • 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) • Implement the re -design and enhancement of playground equipment and safety surfacing at various parks. (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) retrofit at various sports parks. (Actively maintain and preserve city assets and infrastructure, A Sustainable City) • Renovate various park site public restroom facilities to include new epoxy floors, anti -graffiti coating, energy efficient lighting upgrades, and repair and replacement of plumbing fixtures and equipment. (Actively maintain and preserve city assets and infrastructure, Healthy and Livable City) • 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) • Repair and resurface various sports courts surfacing throughout the City. (Provide highly functional and 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 209 R The Haan of So km Ca6f Wove Ca tq PUBLIC WORKS DIVISION/PROGRAM: PARKS MAINTENANCE City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long performance Measures 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target Number of irrigation system efficiency upgrades 2 6 6 6 v a� Promote Energy Number of City landscaped -0 Efficient areas to be renovated with 4 10 6 6 Operations And drought tolerant "California a° Development Friendly Landscape" Number of park sites energy N Q efficiency lighting system 6 4 2 4 conversions � T u Maintain The Number of trees trimmed in Natural Beauty Of parks, slopes and medians 3500 3200 3000 3000 io The Community = J Number of play structure / Provide Highly safety surfacing replacements 5 3 5 2 4a Functional And a u Sustainable City >cu E Facilities And Number of City park r Infrastructure rehabilitation and repair 6 4 5 5 o > projects o Q o Q Promote Number of service order Community requests and responses 600 916 900 1000 Involvement Annual Operating Budget 210 4 Wlne Goun<ry POLICE City of Temecula Fiscal Year 2020-21 Annual Operating 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 Zachary Hall POLICE INVESTIGATIONSf TRAFFIC ADMINISTRATION SPECIALTEANE5 ENFURCEMENT PATROLSERVICE5 Administrative Supgart CD:tectives Mall/ Storefronts Special Enforcement T_ _.__ Problem Clerical Oriented Policing Burglary 5peeial Events Suppression Tea m Volunteers Gang Task Force Resource Officers Traffic Unit Patrol Off cers Patrol CSOs Training K-9 Officer Annual Operating Budget 211 (( 4 Wine C-11 POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION EXPENDITURES BY CATEGORY City of Temecula Fiscal Year 2020-21 Annual Operating 2019-Z0 202&_21 % 2018-19 Current Proposed Increase/ Fr -ease/ Actuals Budget Budget (Decrease) (Decrease} GENERAL FUND 001 POLICE 170 SALARFES & 8 E N E F ITS Total 126,110 120,190 116,6}& (3,491) -2.9% OPERATIONS & MAINTENANCE Totad, 31,476,841 33,005,881 35.522.513 Z616,532 7.9SIA I NTE RNAL 5 E RWCE FUNDALLOCATIDNS Tota1 374,394 402,474 500,175 97,701 24.2856 CAPITAL OUTLAYTotaI 109,783 89,D00 4 (89,00n) -140.rV% DMsion Total 34037,127 33,Fi17,544 3612391386 2,62L842 7A% ANALYSIS/COMMENTS Police: Expenditures are expected to increase 7.8% due to the anticipate change in the contract rates charged by the Riverside County Sheriff's Department. The contract rate is determined mid -way through the fiscal year, and will be charged retro-actively to July 1, 2020. At this time, the County anticipates contract rates to increase between 6-7%, as the costs of pension and labor contracts are increasing in the new fiscal year. The increase in contract rate is partially offset by the deferral of replacing two Polic Motorcycles, two Radar Trailers, until such time as City revenues have rebounded after the COVID-19 pandemic. Annual Operating Budget 212 Ak 1� rh. H..., or S. eh.., c.cia,� . Wine Gauntry POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION PERSONNEL ALLOCATION POLICE (City Employees) Senior Management Analyst Total POLICE (Contract Employees) Chief of Police Lieutenant Sergeant Captain Patrol Officers Gang Task Force Officer Mail Officers Traffic Accident Investigators Traffic Motorcycle Officers K9 Officers Special Enforcement Team Officers Problem Oriented Policing Team Officers School Resource Officers Youth Action Team (YAT) Officer Investigators Total Sworn Officers Community Service Officers Supervising Office Assistant Office Assistant Supervising Accounting Technican Senior Administrative Analyst Accounting Technican Sheriff's Service Officer Total Non -Sworn Personnel Grand Total City of Temecula Fiscal Year 2020-21 Annual Operating Adopted Current Proposed Inc/(Deer) 2018-19 2019-20 2020-21 from Prior Yr 0.40 0.25 0.15 (0.10) 0.40 0.25 0.15 (0.10) 1.00 1.00 1.00 - 5.00 5.00 5.00 - 13.00 13.00 13.00 - 1.00 1.00 1.00 - 41.90 41.90 41.90 - 1.00 1.00 1.00 - 4.00 4.00 4.00 - 5.00 5.00 5.00 - 12.00 12.00 12.00 - 2.00 2.00 2.00 - 5.00 5.00 5.00 - 8.00 8.00 8.00 - 5.00 5.00 5.00 - 1.00 1.00 1.00 - 7.00 7.00 7.00 - 111.90 111.90 111.90 - 19.00 17.00 17.00 - 1.00 1.00 1.00 - 9.00 9.00 9.00 - 1.00 1.00 1.00 - 1.00 1.00 1.00 - 3.00 3.00 3.00 - 2.00 2.00 2.00 - 36.00 34.00 34.00 - 148.3D 146.15 146.05 (0.10) Annual Operating Budget 213 Ak 1� Th. H.— of S-th— C.1,6— W.- Gauntry POLICE City of Temecula Fiscal Year 2020-21 Annual Operating 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 FROM PRIOR FISCAL YEAR • Ensured 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) • Relocated 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) 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 the Temecula Police Department is trained on the emergency use of Naloxone to save lives. (Maintain a safe and family oriented environment; Healthy and Livable City) • Create a dedicated "Critical Incident Room" at the Southwest Station to serve as an operations center for large-scale incidents. (Provide highly functional and sustainable city facilities and infrastructure; Accountable and Responsive City Government) Annual Operating Budget 214 Ak 1� Th. He , of S-th— C.1,6— Wme Gauntry POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION City of Temecula Fiscal Year 2020-21 Annual Operating PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018- 19 Actuals FY 2019- 20 Target FY 2020- 21 Target fa E Promote Number of fingerprint ;a 'G L Community "Live scans" taken at the 2,350 3,000 3,200 3,500 c o 0 a Involvement mall o �0 cRemain Within Number of management ra a E The Federal Ranking Of The team with Advanced 5 5 6 6 N � E Top 25 Safest Incident Command System Q 0- V Cities training Annual Operating Budget 215 City of Temecula Q Fiscal Year 2020-21 Th. Hear c1 S.Oh—caINcrnia Annual Operating Budget Wine Coup 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 FROM PRIOR FISCAL YEAR • The Special Enforcement Team conducted 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 focused 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 developed and implemented new anti -graffiti programs and operations. (Continue to aggressively mitigate graffiti and vandalism; A Safe and Prepared Community) • The Investigations Bureau educated patrol officers to better present cases for follow-up, which improved the timely clearance rate of investigations. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Investigations Bureau supervised sex registrants and remained at a 100% compliance rate. The Bureau also increased 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 actively pursued and identified burglary and robbery suspects and quickly investigated all burglaries and robberies through the City of Temecula. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Burglary Suppression Team conducted business liaison programs and presentations. (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) • The Burglary Suppression Team identified and analyzed 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 initiated and implemented community outreach programs which increased citizen awareness in preventing property crimes. (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) Annual Operating Budget 216 City of Temecula Q Fiscal Year 2020-21 Th. Hear c1 S.oh—caPfcrnia Annual Operating Budget Wine Co —n POLICE DIVISION/PROGRAM: INVESTIGATIONS/SPECIAL TEAMS ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (continued) • The Burglary Suppression Team reached their goal of decreasing residential and commercial burglaries through the City of Temecula. (Maintain a safe and family oriented environment; Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • The Special Enforcement Team will continue to focus their efforts on shutting down illegal dispensaries and marijuana grows operating within the city. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Special Enforcement Team will continue to focus their efforts on locating and arresting illicit drug dealers focusing on fentanyl dealers and counterfeit pills. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Problem Oriented Policing (POP) Team will continue to regulate the criminal activity at many of our massage parlors and work closely with Code Enforcement. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Problem Oriented Policing (POP) Team will continue their efforts in reducing prostitution and eliminating all human trafficking occurring throughout the city. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Homeless Outreach Team will continue their efforts to reduce homelessness, through outreach, enforcement and education. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Burglary Suppression Team will continue to identify theft and burglary crews through investigative means and eradicate them from the city. (Maintain a safe and family oriented environment; Healthy and Livable City) • The Burglary Suppression Team has a goal to greatly decrease commercial and residential burglaries in the City. (Maintain a safe and family oriented environment; A Safe and Prepared Community) • The Investigations Bureau will be working closely with the Burglary Suppression Team to assist them with their efforts to ensure cases are filed with the DA. They will also be attending community meetings to educate the public. (Encourage community participation in public safety and emergency preparedness; A Safe and Prepared Community) Annual Operating Budget 41FA 1� Th. Hear cl Saurh— Calilorma Wine Counrry POLICE DIVISION/PROGRAM: INVESTIGATIONS/SPECIAL TEAMS City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target Remain Within coo L c 3 The Federal Reduce property Reduce v M 4- C E Ranking Of The crimes n/a n/a n/a by 20% i= Top 25 Safest Q a U Cities *' � U Maintain A Safe Pit T aU And Family Reduce homeless n/a n/a n/a Count Oriented numbers under ca v > Environment 40 = J Annual Operating Budget 218 City of Temecula ((( R Fiscal Year 2020-21 h`"e°"°,s°"`he`°"''`° ry 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 FROM PRIOR FISCAL YEAR • Partnered with Traffic Engineering to analyze traffic flow and assisted and developed 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) • Partnered 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) • Provided enforcement and education and achieved 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) • Provided enforcement and education and achieved 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) 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 2021 (Proactively address traffic improvements; A Safe and Prepared Community) • Continue to partner with non-profit agencies such as MADD, OTS, and DUITT to provide traffic safety presentations, DUI related enforcement and educational programs. (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 2021. (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 2021. (Utilize Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure the Safety of Temecula Motorists; Transportation Mobility and Connectivity) Annual Operating Budget 219 ih Ho, of So t>, CaI&o . W"C. 'y POLICE DIVISION/PROGRAM: TRAFFIC ENFORCEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Utilize Effective Number of DUI Traffic arrests 349 380 400 425 o Enforcement, Monitoring And r cPlanning Processes L To Ensure The Number of traffic Q. Safety Of TemeculaLn collision 799 740 700 650 LMotorists investigations u Maintain A Safe Number of high And Family visibility/ traffic 8 7 5 5 Oriented checkpoints _ Environment Annual Operating Budget 220 the Haan of Sau[hern LaGfomia Wme C—lry POLICE City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 FROM PRIOR FISCAL YEAR • Reduced response times through adjusting patrol staff schedules by June 2020. (Maintain a safe and family oriented environment; A Healthy and Livable City) • Increased 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) • Provided 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) • Increased 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 team members 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) • Sent 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) • Sent 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 WAI the Haan of Sau[hern LaGfomia Wme C—lry POLICE City of Temecula Fiscal Year 2020-21 Annual Operating Budget DIVISION/PROGRAM: PATROL SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Reduce response times through adjusting patrol staff schedules by June 2021. (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). (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. (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 2021. (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) • Focus on proactive policing to aid in deterring criminal activity by increased police presence, using uniformed deputies, and engaging with the public to better understand their concerns, as well as investigating and discovering offences to commit crimes in an effort to prevent crimes from taking place. (Maintain a safe and family oriented environment; Healthy and Livable City) • Promote continued education to maximize training opportunities at the Southwest Station for our deputies, command staff, and civilian employees. Technical advancements and the ongoing development of comprehensive data collection programs are also essential for the most efficient delivery of services, improved public safety, and accountability. (Maintain a safe and family oriented environment; Healthy and Livable City) • Continue to send staff to advanced firearms training courses, as well as advanced officer training courses, as necessary. (Maintain a safe and family oriented environment; Healthy and Livable City) Annual Operating Budget WIA the Haan of Sau[hern LaGfomia Wme C—lry POLICE DIVISION/PROGRAM: PATROL SERVICES City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance 2017-18 2018-19 201-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Minimize The Impact To Life, Average response Property And The time (in minutes) for M CL T Environment From priority 1 calls from 4.81 4.45 4.40 4.30 L r- Natural Hazards And the time it is a = dispatched to the -a E Emergency time officers arrive Situations U Remain Within The Percentage of patrol (n Federal Ranking Of officers maintaining Q The Top 25 Safest 24-hour perishable 100% 100% 100% 100% Cities skills training _ 4a f° V Maintain A Safe And Number of overall Family Oriented calls for Police 85,799 85,000 84,000 83,800 io M Environment service J Annual Operating Budget 223 Alk I.`¢ Henn of Sauih_Jallfornia FIRE City of Temecula Fiscal Year 2020-21 Annual Operating Budget MISSION The Temecula Fire Department maintains the highest levels of fire and rescue, Fire Marshal, and community involvement in order to provide 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, Fire Department and Fire Marshal 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. The Fire Marshal's office in cooperation with the Fire Department is dedicated to conducting public information and education programs that emphasizes the prevention of fire to preserve life and create fire safety. The Fire department as a whole is expanding the education with the business community through the annual inspection program. This allows the department to collaborate with the business owners to ensure they are in compliance and they can continue to operate in a safe environment. ORGANIZATIONAL CHART DIVISION CHIEF TEMECULA FIRE CHIEF Bill Weiser (Interim) FIRE MARSHAL EMERGENCY i Information andFs.P,17siori F Education Planning and 1 'I emergency Engineering Me Enforcement All Risk Responses Annual Program Non -Response 'I I Activities Inspection Temecula Services I Citizen Corps Permit Issuance Annual Operating Budget 224 Alk 1� I.`¢ Henn of Sauih_�allfornia FIRE EXPENDITURES BY CATEGORY City of Temecula Fiscal Year 2020-21 Annual Operating Budget 201 -19 Actuals 2019-20 Current Budget 2020-21 Proposed Budget Increase/ (Decrease) % Increase{ (€}ecrease) GENERAL FUND 00I FIRE 171 SALARIES & 8ENEFUS Total 104,032 107,249 105,100 (1,149) -1.07% OPERATIONS & MAINTENANCE Total 7,225,279 7,999,272 8,11L019 111.747 1.4% INTERNALSERVIC€ FUNDALLOCATIDNS Tota1 282,873 392,025 192,153 (199,972) -50.98% aivisivn Total 7,513,184 8,498-546 &409272 (89,274) -1.05% FIRE - FIRE PREVENTION SALARI ES & 8 E N E F FFS Total 352,515 376,327 414,222 37,895 10.07% OPERATIONS & MAINTENANCE Total 835,966 1,095,327 1,039,395 4,06E 0.39% INTERNAL SERVICE FI3NDALLOCATIONSTotal 150,975 194,334 195.919 2,495 1.35% Division Total 1,338,556 1.595,988 3,&10,436 44,448 2.78% FIRE- FIRE -PARAMEDICS OPERATIONS & MAINTENANCE Total 7?,613 171,198 144,349 (26,&49'1 -15.6811b Division Total 72.619 171 198 144,349 (26,849) -15.68y6 FIRE - HOMELAND SECURFFY/EOC MANAGEMENT OPERATIONS & MAINTENANCE Total 75,534 20,642 29,771 9,129 44-2a% Division Total 75,534 20,642 29,771 9,129 44.23% ANALYSIS/COMMENTS Fire: Total departmental expenditures are expected to decrease by 0.6%. While the contract rate for Fire is expected to increase by 1.5%, reductions in the City's Internal Service Fund Allocations will offset the contract rates. The cost of the Fire Contract for Fiscal Year 2020-21 is projected to be $18.3 million, which is offset by the Structural Fire Tax Credit of $9.5 million, resulting in a net contract cost to the City of $8.8 million. Annual Operating Budget 225 (744Z i �`4 f he H.an of S..th- CAf.- Wm Country FIRE PERSONNEL ALLOCATION FIRE (City Employees) Administrative Assistant Fire Inspector I Community Oevelopment Technician I -Fire Community Development Technician I I -Fin Total FIRE (Contract Employees) Battalion Chief Fire Captain Fire Captain Medic Fire Engineer Fire Engineer Medic Fire Fighter I I Fire Fighter I I Medic Fire Safety Supervisor Fire Safety Specialist Fire Systems Inspector Total Grand Total Annual Operating Budget City of Temecula Fiscal Year 2020-21 Annual Operating Budget Adopted Current Proposed Inc f (Decr) 2D18-19 21319-2B 2B20-21 from PriorYr 1.00 1.00 1.00 - 1.00 1.00 1.00 - 1.00 1.00 1.00 - 1.00 1.00 1.00 - 4.QD 4.QG 4.QQ - 1.00 1.00 1.00 - 15.00 15.00 15.00 - 1.00 1.00 1.00 - 11.00 11.00 11.00 - 6.00 6.00 6.00 - 16.00 16.00 16.00 - 15.00 15.00 15.00 - 1.00 1.00 1.00 - 3.00 3.00 3.00 - 2.00 2.00 2.00 - 71.40 71.QG 71.0D - 75.00 75.DD 75.0D - 226 � City of Temecula AL Fiscal Year 2019-20 c7h ' 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 FROM PRIOR 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) • Initiated 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) • 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). • Purchased and put into service a new HME ladder truck to replace the existing truck at Fire Station 73 (Encourage Community Participation in Public Safety and Emergency Preparedness; A Safe and Prepared Community) • Initiated EMD protocol to ensure the right resources were sent for medical emergencies. (Encourage Community Participation in Public Safety and Emergency Preparedness; A Safe and Prepared Community) • Put into service two (2) EMS event carts for Public Relations events. (Encourage Community Participation in Public Safety and Emergency Preparedness; A Safe and Prepared Community) Annual Operating Budget 227 � City of Temecula AL Fiscal Year 2019-20 c7h ' 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 Safety and Emergency Preparedness; ASafe 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 228 � City of Temecula AL Fiscal Year 2019-20 c7h ' Annual Operating Budget FIRE DIVISION/PROGRAM: EMERGENCY OPERATIONS PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY 2016-17 2017-18 2018-19 2019-20 Value Term Goal Measures Actuals Actuals Target Target 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 E And Emergency E Situations 0 u Number of citizens a) trained in CPR, First Aid CL and Healthcare provider 981 816 800 850 L_ Encourage CPR, and Stop the Bleed a Community Program Participation In Public cv a) Safety And Emergency Number of citizens N Preparedness trained in Community Q Emergency Response 137 165 150 175 Team training (CERT) Annual Operating Budget 229 ' The HeaIt of Southern Ca4&111a Wine Caunrry FIRE City of Temecula Fiscal Year 2020-21 Annual Operating Budget DIVISION/PROGRAM: FIRE MARSHAL SERVICES • Perform annual and State mandated inspections to ensure fire and life safety compliance. • Educate the public in fire safety and prevention strategies. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Inspected 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) Expanded the Annual Program to ensure the reduction of loss of property and life as well as reduced 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) • Implemented a new false alarm ordinance in cooperation with the Police department to minimize the false alarm calls. (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 owners. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) • Continue working with the community to educate them on Fire, Life and Safety compliance. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) • Implement a new false alarm ordinance in cooperation with the Police department to minimize the false alarm calls with a fee structure (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) Annual Operating Budget 230 ' The HeaIt of Southern Ca4&111a Wine Caunrry FIRE DIVISION/PROGRAM: FIRE MARSHAL City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR: FY FY FY FY Core Five -Year Long performance Measures 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target Minimize The Impact To Life, Property, Number of Fire And The Department Plan Reviews 2936 3000 3250 3500 Environment From Performed Natural Hazards And Emergency Situations Minimize The Impact >. To Life Property, Number of Fire +� And The Department New � Construction & Tenant 4569 2900 3500 3500 E Environment From Improvement Inspections E Natural Hazards And Performed C U Emergency Situations L Q a -C Minimize The Impact To Life, Property, Number of Annual a And The Inspections completed n/a n/a n/a 3500 of Environment From Q Natural Hazards And Emergency Situations Minimize The Impact To Life, Property, Number of State And The Mandated Inspections n/a n/a n/a 1653 Environment From Natural Hazards And Emergency Situations Annual Operating Budget 231 City of Temecula Fiscal Year 2020-21 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. CITYWIDE EVENTS Program: Citywide Events Old Town Signature Community Cultural Art Program: Athletics Youth Sports Adult Sports Aquatics Tournaments/Field Rentals Park Rangers Program: Community Services Recreation Programming Contract Classes Library Services Park Development Sister City Fund/Dept. Number .................................................. 190 Program: Community Theater Performances Program: Museums Children's Museum History Museum Program: Human Services Teens Special Needs Seniors and Active Adults Responsible Compassion Annual Operating Budget 232 Ak City of Temecula Fiscal Year 2020-21 .e Haartcf 5cotham Caiif¢ Annual Operating Budget Wine Caumry 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 COM M U N ITY S E RV IC ES DISTRICT Kevin L. Hawkins COMMUNITY SERVICES RECREATION SPECIAL EVENTS ARTS & CULTURE HUMAN SERVICES ADMINISTRATION + I I C¢ntrac[ 5 � � Signature Com muni[V Seni¢rs and Park and Services po Erents Theater Active Adults Fadlity I I Development Cultural Arts Strategi c a nd 7P.,kers Rquatic=_ Community Gutrea ch & Ind usion Master Events Events Services Plan g Fac1 iEity Rerstals Recreation HV t¢ryn Ho me]ess Library Services Progamming M Outreach I Cokl�ge and r Regional F' Is Si=te Cixies Career iatiresPa1Ps and pport Public Art I I Veterans Outreach Annual Operating Budget 233 (/• Hea.i of Sauthem Galrforn�a woe C-"m TEMECULA COMMUNITY SERVICES DISTRICT City of Temecula Fiscal Year 2020-21 Annual Operating Budget EXPENDITURES BY CATEGORY Z019-20 2020 21 2018-13 Current Proposed Increase/ Increase/ Actuals Budget Budget (Decrease} (Decrease} TEMECUL.A COMMUNITY SERVICES DISTRICT FUND 190 CITYWIDE OPERATIONS SALARIES & BENEFITS Total 5,317,581 6,593,875 7,005,321 411,446 6.24% OPERATIONS & MAINTENANCE Total 3,489,062 3,758,848 3,841,337 92,490 2.1996 CAPITAL OUTLAY Tota1 0 48,000 10,9W (3810M) -79.17% INTERNAL SERVICE ALLOCATION Total 1,344,419 1,752,967 1,609,255 (145,802) �9.2% Division Total 11,151,063 12,153,690 14465,823 3.IZ134 2.57% TCSD SERVICE LEVEL "B" STREET LIGHTS FUND 192 F, PE iiA Cl G Nn Lb:. SALARIES & BENEFITS Total 22,384 22,103 22,718 615 2.78% OPERATIONS & MAINTENANCE Total 913,594 717,750 553,N5 (164,745) -22.9596 Division Total 935.978 733,853 575,723 (1fr4,130) -22A8% SERVICE LEVEL"C" OPERATIONS 1847 SALARIES&BE NEFITS Tota1 61,688 62,453 97,711 35,258 56.45% OPERATIDN3 & MAINTENANCE Total 1,324,856 1,829,552 1,783,549 (46,003) -2.51% TRANSFERSTotaI D 62,303 0 (fi2,303j -100.0% Division Total 1,386,544 L954,308 11881,250 (73,047) -3.74% TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND 194 SALARIES & BENEFITS Total 71,415 53,514 59,460 5,845 10.9% OPERATIONS & MAINTENANCE Total 7,935,899 9,479,464 8,503,523 124,060 1.45% Division Total 8,007,313 915331078 8,662,983 M19115 1.52% OPERATIONS - DEPAR'. OPERATIDNS & MAINTENANCE Total 13,=B5 47,967 23,-D:D (2£,967) -52.D51% Division Total 19,495 47,967 23,OW (24,967) -52A5% TCSD SERVICE LEVEL " R " STREET/ROAD MAINT FUND 195 OPERATIONS 18fi OPERATIONS & MAINTENANCE Total 12,315 5,592 15,150 9,618 173.86% Division Total 12,315 5,532 L5,150 9,618 173.86% TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND 196 OPERATIONS 1Sfi SALARI E S 9 BE N E F ITS Total' 15,958 26,101 25,849 (253) -0.9756 OPERATIONS & MAINTENANCE Total 221,574 242,687 245,0% 2,409 0.9s% Division Total 257,592 268,788 270,939 4L50 0.8% Annual Operating Budget 234 Ak City of Temecula 7/,`l Fiscal Year 2020-21 Heatof5whomCaii,a Annual Operating Budget Wine Caumry TEMECULA COMMUNITY SERVICES DISTRICT EXPENDITURES BY CATEGORY (continued) TEMECULA LIBRARY FUND 197 OPERATIONS, iB{I OPERATIONS & MAINTENANCE Total 243,625 244,692 279,931 35,119 14.35% INTERNAL5ERVICE F U N 1) ALLDCATI DNS Tota 1 315,251 403,342 387,633 (13,709) -3.8 CAPITAL OUTLAY Total 12,C?flD 6,075 0 (5,075)-100.0% Division Total 570,876 554,099 667)LM 13,335 2 04% OPER VON5-MAINTENANCE SALARIES & 8 E N E F ITS Total 94,042 120,1516 123,419 (7,198) -5.97% OPERATIONS & MAINTENANCE Total 23B,694 251-11261 265,168 5,9C7 2 2911c Division Total 332.736 379,878 378,5-B7 (1,291) -0.3.4% PUBLIC ART FUND 198 N0N-DEPA RTMENTAL V�9 OPERATIONS& MAINTENANCE Total 4,025 0 D.I]'S TRANSFERS Total 25,61]+6 W C C. t Division Total 29,026 0 a 0 0.436 Annual Operating Budget 235 Ak City of Temecula Fiscal Year 2020-21 R The HeartcF Scothem CC. Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT ANALYSIS/COMMENTS Citywide Operations: Expenditures are expected to increase 2.6% compared to the prior year. In March 2020, in response to the COVID-19 pandemic all TCSD facilities, events and recreation programs were closed and/or cancelled and 129 Project Employees were separated from employment. The Fiscal Year 2020-21 Budget assumes TCSD operations will resume to normal activity levels on July 1st. If the stay-at- home orders extend beyond June, the TCSD Budget will be revised accordingly. Service Level B: Expenditures are expected to decrease by 22% as a result of the acquisition of the streetlights from Southern California Edison, and the subsequent conversion to LED bulbs, both of which will greatly reduce the energy costs associated with the streetlight network. Service Level C: Expenditures are expected to decrease by 3.7% due to a one-time transfer in the prior fiscal year to fund the Expanded Recycled Water Plant Conversion capital project from Zones 16, 18 and 20. Service Level D: Expenditures are projected to increase by 1.2% due to annual inflation in the Consumer Price Index and land -fill tipping fees, which are used to determine the increase/decrease in the annual assessment rate, per the franchise agreement with CR&R. 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 173% due to the need for additional road maintenance. Library: Expenditures are expected to increase by 1.2% due to increase security services for the Library. If the COVID-19 stay-at-home orders extend into July, the need for the additional security will not be needed and the budget will be revised accordingly. Public Art: There are no expenditures projected for this fund in the current fiscal year. Annual Operating Budget 236 Ak City of Temecula Fiscal Year 2020-21 .e HeartcF Scothem CC..fo Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT PERSONNEL ALLOCATION Adopted Current Proposed Incf(Decr) 2018-19 2019-20 2020-21 from PriorYr PARKS AND RECREATION Aquatics Coordinator 1.00 - - - Aquatics Supervisor II 1.00 1.00 - Assistant Director of Community Services - - 1.00 1.00 Community Services Assistant 1.00 I.00 1.00 - Community Services Coordinator 1 1.00 1.00 1.00 - Community Services Coordinator II - - 2.00 2.00 Community Services Manager 9.00 9.00 9.00 1.00 Community Services Superintendent 2.00 2.00 1.00 (1.00) Community Services Supervisor 1 2.00 2.00 3.00 1.00 Community Services Supervisor 11 1.00 1.00 2.00 1.00 Custodian 1 0.55 0.60 0.60 - Custodian II 0.65 0.60 0.60 - Director of Community Services 1.00 1.00 1.00 - Field Supervisor -Cade Enforcement - 0.05 0.05 Field Supervisor -Facilities 0.50 9.80 0.30 Landscape Inspector II - 0.03 0.03 Lead Maintenance Worker-Street/Parks 0.08 0.04 - (0.04) Lead Maintenance Worker -Facilities 1.05 0.95 0.15 0.SO) Maintenance Manager 0.02 0.02 9.02 - Maintenance Supervisor 0.35 0.35 0.35 - Maintenance Worker I -Facilities 1.35 1.50 1.50 - Maintenance Worked-Streets/Parks 0.12 0.08 - Maintenance Worker II -Facilities 0.60 - - ManagementAide 1 1.00 2.00 - 2.00) Management Aide II 4.00 4.00 1.00 (3.00) Management Aide III 2.00 2.00 - (2.00) Management Analyst - - 1.00 1.00 Multimedia Coordinator 1.00 1.0O Office Specialist I - - - - Office Specialist II 1.00 1.00 1.00 - Park Ranger 1 1.00 2.00 1.00 ;1.00) Park Ranger II 2.00 1.00 2.00 1.00 Risk Manager - - 1.00 1.00 Senior Administrative Assistant 1.00 1.00 1.00 - Senior Code Enforcement Officer 0.05 0.05 - (0.05) Senior Landscape Inspector - - 0.03 0.03 Senior Management Analyst 1.00 1. DO - Senior Recreation Leader 1.00 1.00 - (1.00) Theater Technical Assistant 1.00 1.00 1.00 - TheaterTechnicalCoordinatorll 1.00 1.00 1.00 - 38.69 39.13 fo.561 Total 36.92 Annual Operating Budget 237 Ak City of Temecula C `l Fiscal Year 2020-21 Heatcf5cothamCaiifo Annual Operating Budget Wine Caumry TEMECULA COMMUNITY SERVICES DISTRICT PERSONNEL ALLOCATION (Continued) SERVICE LEVEL B Senior Office Specialist Total SFRVIfF I Pkirl f Landscape Inspector II Parks/Landscape Maintenance Supervisor Senior Landscape Inspector Total SERVICE LEVEL L Landscape Inspector II Park/Landscape Maintenance Supervisor Senior Landscape Inspector Total LIBRARY Custodian Custodian II Field Supervisor Landscape Inspector II Lead Maintenance Worker Maintenance Supervisor Maintenance Worker Maintenance Worker II -Facilities Senior Landscape Inspector Total Grand Total Adopted Current Proposed Incf(aecr) 2018-19 2019-20 2020-21 frem PriorYr 0.25 D.25 0.25 0.25 0.25 0.25 - D.18 0.39 0.21 0.15 - - - D.33 D.33 0.41 0.08 0.48 0.51 0.80 0.29 - 9.07 D.W 0.00 0.05 D.DS D.DS - D.D7 D.07 D.W - 0.12 0.19 0.19 0.00 0.10 D.15 0.15 - 0.10 0.15 0.1.5 - - 0.10 0.10 - - O.Di 0.01 0.15 D.25 O.LS �0.10) 0.10 D.10 0.10 - 0.35 0.35 0.35 0.1D - - - 0.01 0.01 0.90 1 1.10 1 1.02 1 {0.08) 38.67 1 40.74 1 40.39 1 (0.35) Annual Operating Budget 238 Ak City of Temecula Fiscal Year 2020-21 R The HeartcF Scothem CC. 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 FROM PRIOR FISCAL YEAR • Continued 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) • Continued 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) • Continued 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) • Continued 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) • Provided new city vehicles to Park Rangers to ensure responsiveness and reliability. (A safe and Prepared Community; Accountable and Responsive City Government) • Provided training opportunities for Park Rangers to improve quality service delivery for all park visitors. (A safe and Prepared Community; Accountable and Responsive City Government) Annual Operating Budget 239 1� Ak The Heart of Swhem Cjif.,R Wine C..mry City of Temecula Fiscal Year 2020-21 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: COMMUNITY SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Collaborate with Temecula Police Department to train current Park Rangers on the use of newly purchased police radios to increase staff and patron safety while on duty. (Maintain a safe and family oriented environment; 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) • Continue collaboration with local non -profits, faith -based community, school district, and Sheriff's Department. (Maintain a safe and family oriented environment; Healthy and Livable City) • Produce and air 10 Episodes of Around & About Temecula annually, and develop new, creative, and innovative segments showcasing more than just programs and activities. (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 Measures 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target Develop and Deploy a citizen satisfaction survey 50 50 50 50 Promote High instrument Quality Parks And Recreation Programs And Cultural Services Maintain Facility rentals 85% 85% 85% 85/ ° u >_85% of availability v J Foster An c "Educated c� Community" Maintain 75% participation n/a 75% 75% 75% +, Through A Wide rate in Contract Classes M v Variety Of = Opportunities Promote high quality parks and Number of "Around and recreation About Temecula" Episodes n/a n/a n/a 10 programs and cultural services Annual Operating Budget 240 Ak City of Temecula Fiscal Year 2020-21 a a„; or so hcm cAnnual Operating Budget et we r-try 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 FROM PRIOR FISCAL YEAR • Increased Pickle ball opportunities with the conversion of traditional sport courts into Pickle Ball courts throughout the City. (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 other municipalities to better serve our sports programs. (Promote High Quality Parks and Recreation Programs And Cultural Services, Healthy and Livable City) • Collaborated 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) OBJECTIVES FOR CURRENT FISCAL YEAR • Create a Water Safety Community Outreach Program geared towards all ages and abilities, and promote this program with local schools, HOAs, and other groups requesting water safety training. (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. (Maintain a safe and family oriented environment, Healthy and Livable City) • Partner with Public Works to complete the upcoming renovations to the Community Recreation Center. (Promote High Quality Parks and Recreation Programs And Cultural Services, Healthy and Livable city) • Continue to collaborate with other municipalities to better serve our sports programs. (Promote High Quality Parks and Recreation Programs And Cultural Services, Healthy and Livable City) Annual Operating Budget ME Ak City of Temecula Fiscal Year 2020-21 a a,;or so hcmcAnnual Operating Budget et we r-try TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: RECREATION PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY Value Term Goal Measures 2017-18 2018-19 2019-20 2020-21 Actuals Actuals Target Target Encourage c = Community Number of special needs aj Q. Participation In participants provided with 90 90 90 68 L Public Safety And swim lessons and water safety iM Q a u Emergency programs. Preparedness Monthly attendance of Teen 250 250 250 250 v Gym at the CRC. v f° Promote High Quality Parks And c Recreation Programs M And Cultural Services >' Maintain field allocation at >_ n/a 90% 90% 90% }' M 90% of availability. aj x Annual Operating Budget M,W 1 � City of Temecula R Fiscal Year 2020-21 Th`"a °,5° ""°`a°'°'"'° 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 • Promoted safety at signature events throughout Old Town Temecula by providing pedestrian fencing. (Promote High Quality Parks and Recreation Programs, Healthy and Livable City) • Promoted a healthy lifestyle by working with Community Development on future bike events. (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) • Continue promoting safety at all City special events. (Provide signature special events and cultural opportunities, Healthy and Livable City) • Inform and engage residents through "Discover Temecula". (Promote High Quality Parks and Recreation Programs, Healthy and Livable City) Annual Operating Budget 243 The H..n.i Southu Ca &,b Wm Country TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: CITYWIDE EVENTS City of Temecula Fiscal Year 2020-21 Annual Operating Budget PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actual FY 2019-20 Target FY 2020-21 Target -a Utilize Social Number of Facebook r M L 3 Media To Keep Contests to promote a E The Community City activities and to 10 10 10 10 (n 2. E Informed And obtain more Q a u° Involved community participation Provide s M +� Signature Special New special events W V Events And and/or cultural events 4 6 6 4 Cultural M Opportunities Annual Operating Budget 244 �a City of Temecula L [ hfihE Fiscal Year 2020-21 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 cultural learning. • Supplement public education through use of traveling exhibits, historical walking tours, museum tours, and history contests. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Supported the local arts community by expanding Art Off The Walls into the lot on Main Street. (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) • Created an 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) • Enhanced the Temecula Sister City program to include local students in virtual 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) • Programed, marketed, and produced the 15t" Season of Temecula Presents and Theater 2019-2020 Season Brochure. (Continue to promote the Temecula Valley as a destination; Economic Prosperity) • Expanded 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) • Developed 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) Annual Operating Budget 245 �a City of Temecula L [ hfihE Fiscal Year 2020-21 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ARTS AND CULTURE OBJECTIVES FOR CURRENT FISCAL YEAR • Research development of new Temecula Public Art Program. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Expand Departmental Sponsorship webpage by developing and posting a robust array of Sponsorship Opportunities. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Program, market, and produce the 16th Season of Temecula Presents and Theater 2020-2021 Season brochure. Conduct and produce the third session of Temecula Presents' Student -Led Arts Education Internship Program. (Continue to promote the Temecula Valley as a destination; Economic Prosperity) • Increase social media presence, views, and reach through creative campaigns and community outreach. (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) • Enhance Temecula Valley Museum's web presence by developing and uploading educational content, on-line collections, and Sister City Virtual Exchange component. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) Annual Operating Budget 246 City of Temecula Fiscal Year 2020-21 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ARTS AND CULTURE PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five -Year Long Performance 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Partnerships with local vendors to >. Continue To enhance patron £ r- Promote The theater experiences = a Temecula Valley in Old Town with pre- 24 24 24 18 EA u o As A Destination and post- al a performance audience engagement techniques Utilize Social Media To Keep M 3 `~ Q- E The Community Number of posts 13,841 15,000 15,000 15,000 ca v Informed And Q a o Involved U T co v v a Z E Promote Number of active > c Community volunteers at the 100 100 100 25 r Involvement Temecula Valley C N. C Museum U Q Annual Operating Budget 247 Ift jCity of Temecula Fiscal Year 2020-21 The H.—of Sauth— California W-C--y 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 FROM PRIOR FISCAL YEAR • Expanded 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) • Submitted 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) • Expanded workforce development programs through new partnerships to help identify job placement, internship and externship opportunities. (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) Annual Operating Budget 248 Ift The Hean of Sauthe California Wine C,,,t y City of Temecula Fiscal Year 2020-21 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: HUMAN SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Host Down Syndrome and Autism Celebration in collaboration with Special Games. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Expand Summer Food Service Program to fill gaps in services to local Title 1 students. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Market and continue to develop the Homeless Strategic Model. (Foster an "educated community' through a wide variety of opportunities; Healthy and Livable City) • Partner with the Temecula Chamber of Commerce to provide local employers with the Business Tool Kit. (Foster an "educated community" through a wide variety of opportunities; Healthy and Livable City) • Develop an overarching management system of all at -risk population needs. (Maintain a safe and family oriented environment; Healthy and Livable City) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2016-17 Actuals FY 2017-18 Actuals FY 2018-19 Target FY 2019-20 Target u Resource 18 20 20 20 opportunities ua M Foster an "Educated > Community" J through a wide M variety of opportunities Human Service programs for at -risk n/a n/a n/a 20 +, youth v 2 Annual Operating Budget 249 City of Temecula p Fiscal Year 2020-21 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 FROM PRIOR FISCAL YEAR • Completed 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) • Continued to promote 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 • 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) • Implement recommendations from Community Services Master Plan. (Promote high quality parks and recreation programs and cultural services; Healthy and Livable City) • Partner with Public Works to complete renovations of the Ronald H. Roberts Temecula Public Library. (Actively maintain and preserve city assets and infrastructure; A Sustainable City) • Seek grant funding to increase recreation opportunities for underserved populations and address funding gaps within the department. (Diversify the city's revenue base to ensure stability in any economic climate; Accountable and Responsive City Government) Annual Operating Budget 250 City of Temecula Fiscal Year 2020-21 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 2017-18 2018-19 2019-20 2020-21 Value Term Goal Actuals Actuals Target Target Collaborate with Riverside County Law Library to offer 6 6 6 4 Foster An law related classes to the "Educated public Community > Through A Wide V Variety Of Computer classes provided Opportunities in the technology 50 50 50 38 homework center at the > Temecula Public Library J M r_ M Promote High >. t Quality Parks And Complete Departmental +� Recreation initiatives or analyses 5 6 6 6 Programs And = Cultural Services Accountable and Support City Manager's Responsive City Office in Special Projects 4 4 4 4 Government Annual Operating Budget 251 Ak City of Temecula Fiscal Year 2020-21 she"4a"°'S° a Annual Operating Budget INTERNAL SERVICE 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 linked to the Core Values as identified in the City's Quality of Life Master 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 Workers' Compensation........................................................................................................................... 305 Vehiclesand Equipment........................................................................................................................... 310 Information Technology and Support Services..................................................................................320/330 TechnologyReplacement......................................................................................................................... 325 Support Services Replacement................................................................................................................ 335 Facilities.................................................................................................................................................... 340 FacilityReplacement.................................................................................................................................350 Annual Operating Budget 252 a1 City of Temecula c7—` Fiscal Year 2019-20 ��•�a,v Annual Operating Budget w+n Cn�vr. INTERNAL SERVICE FUNDS INSURANCE EXPENDITURES BY CATEGORY 2019-20 2020-21 �E 201 _19 Current Proposed Increase/ Increase/ Actuals Budget Budget (Decrease) (Decrease) INSURANCE FUND 300 NON -DEPARTMENTAL 199 SALARIE5 & BENEFITS Total 36,695 46,554 K,%57 33,51}3 71.97% CPfIk ]ONS & MAINTENANCE Total 979,666 R35,S27 IS95,545 19,718 Z.U11% division Total 916,351 L03LN1 1,085,602 51221 5.16% ANALYSIS/COMMENTS Insurance: Expenditures are projected to increase by 5.1% due to the reallocation of personnel towards this activity, combined with an increase in the Insurance Premiums and Broker Fees. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2019-19 2019-20 202D-21 from Prior Yr INSURANCE Assistant City Manager - 0.05 0.05 - Director of HR/Risk Management D.05 0.10 0.20 0.10 Management Aide I - - 0.30 0.30 Risk Manager 0.10 0.10 - (0.10) Total 0.15 0.25 0.55 0.3D Annual Operating Budget 253 a1 City of Temecula cam,_ e Fiscal Year 2019-20 R Annual Operating Budget INTERNAL SERVICE FUNDS WORKERS' COMPENSATION EXPENDITURES BY CATEGORY 241.9-20 F�2421 % 2013-19 Current Proposed Increase, Increasef Actuals Budget Budget (Decrease} (Decrease} WORKERS' COMPENSATION FUND 305 . DEPAR-;,:.. . SAL4RIE5&BENEFITS Total 26,671 29,481 52,225 S2,744 111.07% QPERATIDNS & MAINTENANCE Total 131,384 205,465 196,094 (9,879) -4.8% Division Total L58A% 235,444 259,309 22865 9.71% ANALYSIS/COMMENTS Workers' Compensation: Expenditures are expected to increase by 9.7% due to the reallocation of personnel towards this activity. WORKERS' COMPENSATION Director of HR/Risk Management Management Aide Risk Manager Total PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Deer) 2DIS-19 2019-20 2020-21 fram Prior Yr 0.05 O.1a G.20 OAD - 0.34 0.30 4.14 4.10 - (0.10) 0.15 D.20 D.50 0.30 Annual Operating Budget 254 a1 City of Temecula 7e, 4-` �` e Fiscal Year 2019-20 Annual Operating Budget INTERNAL SERVICE FUNDS VEHICLES AND EQUIPMENT EXPENDITURES BY CATEGORY 2018-19 Actuals 2019-20 Current Budget 2020-21 Pri?posed Budget Increase/ (Decrease) % Increase/ (Decrease} VEHICLES AND EQUIPMENT FUND 31D NON -DEPARTMENTAL 19P OPERATIONS & MAINTENANCE Total 117,596 G 0 0 0.096 CAPITAL OUTLAY Total 1i 792,874 134,70J (548,974) 82.88'fi Division Total 117,596 792,974 134,006 (6U B74} -8238% ANALYSIS/COMMENTS Vehicles and Equipment: The purchase of the majority of replacement vehicles and equipment has been deferred until City revenues rebound from the COVID-19 pandemic. However, a replacement Medic Squad ($12S,000) for the Fire Department is currently out of service and requires replacement. Additionally, the Public Works Department requires the replacement of a hydraulic dump trailer ($9,000), which is also included in the Fiscal Year 2020-21 Budget. Annual Operating Budget 255 The H.- of CaNfo Wine Countrg INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 Media Services Enterprise Appkafinn Services (EAS} Geographic Informaion Systems (GIS) Support Services Tech Support Enfrastrticture Vl+ebsi=e & Sooal A lication Development Anal sis & Mapping CaPyCenter Tier 1 Hel Desk p fietvlork Administration fdeuvarkirrg Television Stat on Management Database Administration GIS Appiiration DevHapment Mailroom Services Computer Support System Administration Media Services Support Applicationfnventcry Support Gf5 Support FMC7P-111r11;teM-_er. g �O'onsuni (A�.di'ma": R=port Data Civic Center eeption I Public Safetyction peueiopment tulairrtenance Services Support Graphic Design I End User Training Database Administration Library Technolog} Surveillance Support CGIS Annual Operating Budget 256 A � City of Temecula Fiscal Year 2020-21 h`"`a"°'S`°"'e`W.-Ca ntr Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES EXPENDITURES BY CATEGORY 2019-70 202&_21 % 2018 19 Current Proposed Inireasef Increasef Actuals Budget Budget (Decrease) (Decrease) INFORMATION TECHNOLOGY FUND 320 NON-GEPA MMEhLAL !g::: SALARIES & 8 E N E F ITS Tota 1 1,393,562 1,423,102 1,4713,479 55,378 3.89% OPERATIONS & MAINTENANCE Total 1,901,454 2,685r520 2,222.104 (464,416) -17.29% INTERNAL SE RVI CE F U N D ALLOCATI DNS Tota 1 565 3,300 0 (3,300) -100.0% CAPITAL OUTLAY TotaI a O 0 0 0.0% Divlsion Total 21595,580 4,112,922 3,700,59.4 (412,33B) -10A3% G15-GEOGRAPHIC INFORMATION TECHNOLOrjY 61FL, SALARIES & BENEFITS Total 257,553 318,918 335,229 15,314 5.11% OPERATIONS & MAINTENANCE Total 83,fA4 97,312 93,133 (4,174) -4.29% Division Total 35L297 415,Z30 42,8,357 U-137 2.92% LIBRARY-1NFORMATION TECHNOLOC3Y b2{, SALAREES&B€NEFITS TotaI 156,977 157,595 164,788 7,393 4.7% OPERATIONS & MAINTENANCE Total 78,192 152,434 154,463 3,029 2_0% Division Total 245,169 309,829 319,251 10,422 3.37% TECHNOLOGY REPLACEMENT FUND 325 N0fN-GEPA KTIvIEN'IA OPERATIONS & MAINTENANCE Total 2-28,452 0 0 0 0.0% CAPITAL OUTLAY Tota1' 201,871 479,399 0 (479,399) -100.0% TRANSFERS Total 0 76%534 0 (753,534) -100.0% Division Total 430,303 1,24L932 0 (1,24L932) -100.0% SUPPORT SERVICES FUND 330 NON -DEPARTMENTAL 19..L SALARIES&BENEFITS Total 224,029 231,009 229,352 (1,fr57) -0.7296 OPERATIONS & MAINTENANCE Total 12.2,959 182,542 147,418 (35,124) -19.24% TRANSFERS Total 444,102 0 0 0 0.0% Division Total 79LOW 413,551 375,759 136,781) -82 % SUPPORT SERVICES REPLACEMENT FUND 335 NON -DEPARTMENTAL 19t OPERATIONS & MAINTENANCE Total L2,231 0 0 0 0.1 9% CAPITAL OUTLAY Tota1 0 50,000 O (501000) -100.036 Division Total 4Z231 501(m O (50,000} -100A% Annual Operating Budget 257 The H.-of 5auth—C,Nf-, W—Coun- INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget INFORMATION TECHNOLOGY AND SUPPORT SERVICES EXPENDITURES BY CATEGORY (Continued) PUBLIC EDUCATION & GOVERNMENT (PEGI FUND 125 L-L—r-.l'=':CAL 14a CAP€TAL OUTLAY Totat 239.99r 374,699 D (374.699)-M-D.13% DMSimTotai 239,994 374,599 D (374,5991-100.06 ANALYSIS/COMMENTS Information Technology: Expenditures are expected to decline by 10% due to a combination of the deferral of contributions to the Technology Replacement Fund, the reduction in Workers' Compensation charges and the elimination of the employee training budget, all of which are part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. GIS: Expenditures are expected to increase by 2.9% due to the reallocation of personnel towards this division within the Information Technology department. Library: Expenditures are expected to increase by 3.4% due to the reallocation of personnel towards this division within the Information Technology department. Technology Replacement: Expenditures for Fiscal Year 2020-21 have been deferred as part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. Support Services: Expenditures are expected to decrease by 8.9% due to the deferral of the annual contribution to the Support Services Replacement Fund and the reduction in Workers' Compensation Charges. Support Services Replacement: Expenditures for Fiscal Year 2020-21 have been deferred as part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. Public Education & Government: Expenditures for Fiscal Year 2020-21 have been deferred as part of the budget reduction measures necessary to absorb the economic impacts of the COVID-19 pandemic. Annual Operating Budget 258 The H.- of Sauthem C,Nfr City of Temecula Fiscal Year 2020-21 Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES PERSONNEL ALLOCATION INFORMATION TECHNOLOGY Administrative Assistant Assistant Director of IT/SS Support Services Supervisor Director Information Technology Information Technology Administrator Information Technology Manager Information Technology Specialist Information Technology Specialist II Information Technology Supervisor Information Technology Technician Senior Information Technology Specialist Total SUPPORT SERVICES Office Specialist - AM Office Specialist - PM Office Specialist II (Part -Time) Support Services Supervisor Support Services Technician (Part -Time) Total Grand Total Adopted Current Proposed Inc/(Derr) 2018-19 2019-20 2020-21 from Prior Yr 0.5B 0.50 0.50 - 1.00 1.00 1.00 - 0.10 DAG 0.10 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - - 1.00 1.00 1.00 2.00 3.00 1.00 - 1.00 1.00 4.00 3.00 2.00 (1.00) 10.60 11.60 11.60 - - 0.60 0.60 - 0.60 0.60 1.20 - 0.90 0.90 0.90 0.50 0.50 0.50 2.60 2.6D 2.6D - 13.20 14.20 14.2D - Annual Operating Budget 259 The Heart of 5authe C,Nfo Wine Country INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 FROM PRIOR FISCAL YEAR • Improved customer service and enhanced 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) • Maintained security, improved staff -efficiency, and addressed 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) • Supported the Temecula residents, businesses, visitors, and staff by upgrading the audiovisual equipment in the Conference Center. (Foster an Organizational Structure that Aligns Resources with Demands; Accountable and Responsive City Government) • Offered 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) • Offered 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) • Provided enhancements to 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 260 The H.-of 5auth—C,Nf-, W—Coun- INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget INFORMATION TECHNOLOGY AND SUPPORT SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Provide continued enhancements to the Citywide Surveillance System through the installation of surveillance equipment in Old Town Temecula. (Minimize the impact to life, property, and the environment from natural hazards and emergency situations; A Safe and Prepared Community) • Offer an improved customer experience in Old Town Temecula through upgrading and enhancing the Old Town sound system. (Continue to promote the Temecula Valley as a destination; Economic Prosperity) • Provide a reliable and secure network environment through the management of hardware and software updates on all City equipment. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) • Aid Public Works in improving service delivery through completion of phase one of an Asset Management and Work Order system implementation. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) • Provide infrastructure and applications support to the Human Resources and Finance Departments throughout the initial stages of the Enterprise Resource Planning (ERP) system implementation. (Foster an organizational structure that aligns resources with demands; Accountable and Responsive City Government) Annual Operating Budget 261 The H..,, of Sauthem Ca6fr INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget INFORMATION TECHNOLOGY AND SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five -Year Long Performance FY FY FY FY 2017-18 2018-19 2019-20 2020-21 Value Term Goal Measures Actuals Actuals Target Target Number of City Council meetings supported with 24 24 24 24 Promote audiovisual services ai Community Involvement Number of updates to the o }, Temecula Outreach 102 143 147 125 CL v Channel 3 and YouTube E c c Percentage of computers ra c that need to be replaced in order to adhere to the 20% 20% 20% 20% a Foster an Computer Lifecycle c u Organizational Replacement Program o Structure That U Q Matches Activity to Demand Reduce the number of open Helpdesk tickets to an 30 30 36 40 average of 75 Annual Operating Budget 262 The Heart of 5authe C,Nfo Wine Country INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 FROM PRIOR FISCAL YEAR • Offered 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) • Coordinated 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) • Provided 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) 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 Responsive 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 Responsive 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 Responsive City Government) Annual Operating Budget 263 The H..,, of Sauthem Ca6fr W.,. count, , INTERNAL SERVICE FUNDS City of Temecula Fiscal Year 2020-21 Annual Operating Budget INFORMATION TECHNOLOGY AND SUPPORT SERVICES DIVISION/PROGRAM: SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Value Five -Year Long Term Goal Performance Measures FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 Target FY 2020-21 Target v .N c O CL (A E Foster An Organizational M> Structure That Number of 4 4 4 4 v O Q Matches Activity SharePoint updates To Demand C U 3 O U U Q Annual Operating Budget 264 a1 City of Temecula Fiscal Year 2019-20 R ,.� ��•�a,v Annual Operating Budget INTERNAL SERVICE FUNDS FACILITIES EXPENDITURES BY CATEGORY 20119-19 Astuals 2019-20 Current Budget 2420-21 Pmpased Budget Increase/ (Derrease) % Increase{ (De{rease) FACILITIES FU U U 340 i . .' J-DEPARTMENTAL 19'9 NON-DEPARTME NTAL - CIVIC CENTER SA LA RI E5 & BENEFITS Tutal H5,77$ 3W,144 340,500 (39,643) -10.43% OPERATIONS& MAI NTENAN CE Total 619.967 627,250 633,617 6,337 1.01% Division Total 1100SI&45 1,007,423 974,117 {33,3471 -3.31% NON -DEPARTMENTAL - Flgl- -Fr TTFF ?,"..., 2;-rr!.'f.3UF.=: OPERATIONS&.MAINTENANCETotal 59.192 91,543 79,401 (2,142) -2.fk3% DivisiunTotal 55,192 31,543 79,401 142) -2.63% NON -DEPART -MENTAL- FACILJTIES- TVE2 OPERATIONS& MAI NTENAN CE Total 111,475 142,259 163,924 21,665 15.23 Division Total 111,475 1112,259 153,924 21,6fi5 15.23% NON -DEPARTMENTAL -FAY'ILJiILS4F t - SAlARFE5& RENEFIT5Tntal 'J O 1,301 1,801 100.0% OPERATIONS& MAINTENANCETotal 86,919 94,316 91,997 [2,919) -2.97% Division Total 86,919 54,816 93,798 {1j�018) -1.07% NON-DEP,4RTMEI`JTAL - FACILITIES-WE5TWINCi OPERATIONS& MAINTENANCETotal 19.2132 26,746 27,291 535 2.096 Division Total 15,292 26,746 77,281 535 2.fl% ANALYSIS/COMMENTS Facilities: Expenditures are expected to decrease by 1.1% due to the elimination of employee training budgets and the reduction of Workers' Compensation charges. Annual Operating Budget 265 AL yl City of Temecula Fiscal Year 2019-20 Annual Operating Budget wro Cn�vr. INTERNAL SERVICE FUNDS FACILITIES PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2018-19 2019-20 2020-21 from Prior Yr FACILITIES Administrative Assistant 0.05 0.05 0.05 - 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) Landscape Inspectorll 0.02 0.02 Lead Maintenance Worker - Facilities 0.70 0.70 0.70 - Maintenance Supervisor - Ply 0.50 0.50 0.50 - Maintenance Worker I - Facilities 0.30 0.15 0.15 - Maintenance Worker II - Facilities 0.30 - - - Management Assistant 0.50 0.50 0.20 (0.30) Principal Management Analyst - 0.05 0.05 - SeniorLandscapelnspector - 0.02 0.02 Senior Management Analyst 0.05 - Senior Office Specialist 0.45 0.45 GAS - 3.20 2.64 (0.56) Total 3.35 Annual Operating Budget 266 a1 City of Temecula Fiscal Year 2019-20 R ,.� ��•�a,v Annual Operating Budget INTERNAL SERVICE FUNDS FACILITY REPLACEMENT EXPENDITURES BY CATEGORY ZOi&1.9 Actual& ZU19-20 Current Budget 2020121 Proposed budget Increase/ (Decrease) YG Uxxeas J (Decease) FACILITY REPLACEMENT FUND 350 -DEPARTMENTAL L99 OPERATIONS 9, MAINTENANCE Total 15,19L 0 0 0 ()-D% CAPITAL OUTLAY Tota1 0 201,714 15,000 (195,714) -92.56% TRANS F ERS Total 245.664 300,000 300,000 0 D. Division Total 158,959 501,714 315,000 (295,714) 37.229G ANALYSIS/COMMENTS Facility Replacement: Expenditures for Fiscal Year 2020-21 include funding for the City Facilities Rehabilitation Capital Project to maintain and upgrade all City -owned facilities. Annual Operating Budget 267 Dui F City of Temecula Fiscal Year 2020-21 Annual Operating Budget CAPITAL IMPROVEMENT PROGRAM SUMMARY The purpose of the Capital Improvement Program (CIP) Budget is to serve as a planning tool, which coordinates the financing and scheduling of major projects undertaken by the City. The CIP Budget document is prepared in accordance with generally accepted accounting principles. This document is dynamic and, consequently, must be revised annually to address changing needs, priorities, and financial conditions. The capital improvements presented in this document are the City's major projects, which exceed $30,000 in cost, have long-term life spans, and are generally non -recurring. These projects include land and right-of-way acquisition, design, construction or rehabilitation of public buildings or facilities, public infrastructure design and construction, park design and construction, and affordable housing projects. The City's goal in providing a CIP Budget is to develop a multi -year plan for capital improvements, update it annually, and follow through with all projects 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 CIP includes the integration of the budget with the Quality of Life Master Plan (QLMP). The Quality of Life Master Plan (QLMP) provides the framework for the City's strategic budgeting activities. The City Council has set priorities and guided staff in developing six Core Values upon which to focus time and resources (as identified in the QLMP). These areas include: 1. Healthy and Livable City 2. Economic Prosperity 3. A Safe and Prepared Community 4. A Sustainable City 5. Transportation Mobility and Connectivity 6. Accountable and Responsive City Government All projects presented in the CIP are carefully programmed in concurrence with the City's Quality of Life Master Plan to ensure the community's capital improvement needs are met both now and in the future. The project sheets have been updated to include the specific Core Value(s) each project satisfies. The framework for the CIP is further defined in the City's CIP fiscal policy to provide a structure within which fiscal decisions can be made and to optimize all available resources toward the accomplishment of the City's Core Values as defined in the QLMP. This CIP budget document was developed by incorporating input from key management team members based on community comments and feedback received throughout the year. Through several workshops, the team then identified and evaluated community needs in the areas of roads/streets, bridges, public buildings, parks and recreation facilities. Each proposed project was reviewed and discussed to ensure funding, timing, and necessity. All projects are evaluated by the City's Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan, while considering the City's long- term vision as developed by the City Council. The proposed circulation, infrastructure, and parks and recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission. Annual Operating Budget 269 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CAPITAL IMPROVEMENT PROGRAM SUMMARY (continued) 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. 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. 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. FUTURE YEARS The project will be an improvement to the community, but does not necessarily PROJECTS: need to be completed within a five-year capital improvement program time frame. FISCAL YEARS 2021-25 CAPITAL IMPROVEMENT PROGRAM SUMMARY Number of Total Project Type of Project Projects Costs Circulation 25 $506,852,861 Infrastructure 40 74,490,211 Parks and 16 25,951,175 Recreation SARDA/ Housing 2 16,181,940 Annual Operating Budget 270 Alk C_(e'Z�47 City of Temecula Fiscal Year 2020-21 Annual Operating Budget CAPITAL IMPROVEMENT PROGRAM SUMMARY (continued) The FY2021-25 CIP document includes 83 projects totaling $514,075,560 in budgeted project costs. In addition, there is $109,400,627 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 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-I5/SR 79 South Ultimate Interchange Project Annual Operating Budget 271 City of Temecula Fiscal Year 2020-21 Annual Operating Budget DESCRIPTION OF REVENUE SOURCES Assembly Bill 2766 (AB 2766) State funds that are available to implement programs and projects that reduce air pollution from motor vehicles. Capital 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.0 §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 Mpp City of Temecula Fiscal Year 2020-21 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 issues facing our nation's highways and bridges. Local Early Action Planning (LEAP) Grant This grant program is provided by the California Department of Housing and Community Development (HCD). LEAP provides one-time grant funding to cities and counties to update their planning documents and implement process improvements that will facilitate the acceleration of housing production and help local governments prepare for their 6th cycle Regional Housing Needs Allocation (RHNA). Measure A (Local Streets and Roads) Riverside County's half -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 community (provided, however, that not more than five percent of the fund's annual budget shall be used for this purpose). Annual Operating Budget 273 City of Temecula Fiscal Year 2020-21 Annual Operating Budget DESCRIPTION OF REVENUE SOURCES (continued) Quimby The City's park -in -lieu or park development fee is assessed under provisions of the Subdivision Map Act which allows the City to require the dedication of land or the payment of a fee in lieu of land to be used for the purchase (or development) of park property. Reimbursements/Other Funding made available from other agencies or sources on a reimbursement, donation, and contribution basis. The actual agreement states the conditions of monies specific to a particular project. Safe, Accountable, Flexible, Efficient, Transportation Equity Act - Legacy for Users (SAFETEA—LU) Signed into law on August 10, 2005, and provides for highways, highway safety, and public transportation to improve safety, reduce traffic congestion, and other activities related to solving transportation problems. This new program takes off where STP, TEA-21, and ISTEA left off. Senate Bill 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 % 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. Annual Operating Budget 274 City of Temecula Fiscal Year 2020-21 Annual Operating Budget DESCRIPTION OF REVENUE SOURCES (continued) 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) State Highway System's program that funds repair and preservations, emergency repairs, safety 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. 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. 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E G1 {J c m C Gl C m 2 06 C a+ m L w O. O O m C 3 H Ln O O o O O o o a o LD O O M of 0 0 o N O O O O Ln O O O M C O O r� Ln o0 Ln Ln O LD O O lD lD N r� Ln cl Ln Ln I, O O lD M lD N c-I c-I M O 10 O O O O Ln O o a o co Ln co D v N o 0 o v o O O O .--i O o O M C o O lD Ln lD O Ln O V O O lD to N Ln Ln c-I Ln Ln LD O O lD M lD N c-I c-I M O O O O O O I, O O C O Ln O O O O N O O C ' LD LD V Ln Ln O N O O lD N M Ln O Ln Ln Ln O O LD lD N c-I c-I M O O O O O O O O O 'T LrO O O O O Ci O O D1 ' Ln o0 N O Ln O O O O lD N 11 Ln O Ln Ln V O O ID lD N c-I c-I M O c a 3 c u c O c R c F- ro N v v O o + O _ R o N u 2 Q) t 0 U Z-i 'n E c aJ C �n N lOi m 6 g— u 00 a� V) 3 a) u E v >. > aJ R D- p \ U Do u ai c c p u � c ro co '� v tin c m c c R c Ln Qj O L 7 w aJ O E C N 7 C C .� ° w N R .� O .3 .� C30 Lna U Ln Ln a Ln F Z D_ W U w W Z Q w U Q U V Z U > Z > w w > H Z Q w H w LI) U w Z Z N (D Z w Z N Q a N Q F O Z_ Q Q O U Z 0 Z_ vi ~ v) o2 Q D o6 ~ H Z ~ w O J Q N w w O Q Sa O Q �� W W ~ J W W 0 Q J W F- 00 W w0 Q H Q Q D 0 F- w D o o Lfl o o o w w o Vl Ln N ti M ti ItT o v Ln r� 1-1 c-I N N M C M N 1-1 N ti N L!1 Ln L!1 L!1 Ln L!1 Ln Ln Ln Ln Ln W W z tz o6 Q LU J Z Q Q N VI 0 H W Oc `n a (D z Z) z o W Z w H w o O Z_ ~ CI H = a G o2S u 0 0 N 0 u r z Q U z in J H w Z U w 0 w g w p D U w Z> 0 a > 0 0 < O U= w > z = Z) cc O 0 v = p a n w o a o 0 cr a f � Q 0 Y Z — >j H Ln p (D w cc W x rn T N Ln X U . w Q S2 tD J Z tD w tD 1�-1 n n 0000 j n Ln City of Temecula 1Z� Fiscal Year 2020-21 c Annual Operating Budget BUDGET AND FISCAL POLICIES Pages I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION .......................................... 304 A. Annual Operating Budget (AOB)........................................................................................... 304 B. Balanced Budget....................................................................................................................305 C. Five Year Financial Forecast.................................................................................................. 305 D. Capital Improvement Program (CIP)..................................................................................... 306 II. FINANCIAL REPORTING....................................................................................................... 310 A. Annual Reporting...................................................................................................................310 B. Interim Reporting..................................................................................................................310 C. Budget Amendments............................................................................................................. 310 D. Extended Annual Reporting.................................................................................................. 310 III. FUND BALANCE AND RESERVES......................................................................................... 311 A. Fund Balance Policy............................................................................................................... 311 B. Reserve for Economic Uncertainty........................................................................................ 311 C. Secondary Reserve for Contingencies................................................................................... 311 D. Future Capital Project Designations......................................................................................311 E. Other Designations and Reserves......................................................................................... 312 F. Fund Balance Components....................................................................................................312 G. Hierarchy of Spending Fund Balance..................................................................................... 313 H. Unassigned Fund Balance —General Fund............................................................................313 IV. TRANSACTIONS AND USE TAX FUNDING (MEASURE S).................................................... 314 AMeasure S Revenue............................................................................................................... 314 B. Appropriation Priorities of Measure S Revenue.................................................................... 314 V. CONTINGENCY PLANNING.................................................................................................. 316 A. One Time Events.................................................................................................................... 316 B. Ongoing Fiscal Constraints....................................................................................................316 VI. STAFFING POLICY................................................................................................................ 317 A. Regular Staffing..................................................................................................................... 317 B. Project Staffing...................................................................................................................... 317 C. Temporary Staffing................................................................................................................ 318 D. Work Hours........................................................................................................................... 318 E. Overtime Management.........................................................................................................318 F. Independent Contractors......................................................................................................319 Annual Operating Budget 301 �-4 City of Temecula (�Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES VI. STAFFING POLICY (continued) Pages G. Productivity........................................................................................................................... 319 H. Contracting for Services — Private Sector.............................................................................. 320 I. Contracting for Services — Government Service Contracts ................................................... 321 J. Contracting for Services — Regional Approach...................................................................... 322 K. Classification Plan Transition................................................................................................. 322 L. Comprehensive Annual Leave Payout................................................................................... 322 VII. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY ............................................ 324 A. AMAR Definition....................................................................................................................324 B. AMAR Process....................................................................................................................... 324 C. AMAR Policy.......................................................................................................................... 325 D. AMAR Funding Strategy........................................................................................................ 325 E. Replacement Funds............................................................................................................... 326 VIII.INVESTMENTS..................................................................................................................... 327 A. Introduction........................................................................................................................... 327 B. Objectives.............................................................................................................................. 327 C. Scope..................................................................................................................................... 328 D. Investment Authority............................................................................................................ 328 E. Safekeeping of Securities...................................................................................................... 329 F. Reporting...............................................................................................................................329 G. Qualified Dealers...................................................................................................................329 H. Authorized Investments........................................................................................................330 I. Eligible Investments for Funds Held in Trust............................................................ 333 II. Ineligible Investments.............................................................................................. 333 J. Swapping of Securities.......................................................................................................... 333 K. Portfolio Adjustments........................................................................................................... 334 L. Policy Review......................................................................................................................... 334 M. Ethics and Conflict of Interest...............................................................................................334 IX. CAPITAL FINANCING AND DEBT MANAGEMENT............................................................... 335 A. Capital Financing................................................................................................................... 335 B. Debt Management................................................................................................................ 336 C. Debt Capacity........................................................................................................................ 338 Annual Operating Budget 302 City of Temecula 1Z� Fiscal Year 2020-21 c Annual Operating Budget BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT (continued) Pages D. Independent Disclosure Counsel........................................................................................... 338 E. Land -Based Financings.......................................................................................................... 338 F. Conduit Financings................................................................................................................341 G. Refinancings.......................................................................................................................... 342 H. Types of Debt That May be Issued........................................................................................ 342 I. Policy Goals Related to Planning Goals and Objectives........................................................ 343 J. Creation of Services Community Facilities Districts.............................................................. 344 X. INTERFUND TRANSFERS AND LOANS POLICY.................................................................... 348 A. Establishment of Various Funds............................................................................................ 348 B. Transfer Between Funds........................................................................................................348 C. Interfund Loans..................................................................................................................... 348 XI. APPROPRIATIONS LIMITATION.......................................................................................... 349 A. Adopting a Resolution........................................................................................................... 349 B. Supporting Documentation Available for Review................................................................. 349 C. Calculating Appropriations.................................................................................................... 349 D. Review of User Fees and Charges......................................................................................... 349 E. Support of Legislation or Initiatives...................................................................................... 349 F. Voter Approval to Amend Appropriation Limit..................................................................... 349 XII. PENSION RATE STABILIZATION POLICY.............................................................................. 350 A. Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust ................ 350 B. Funding of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust .......................... 350 XIII.SIGNATURE DELEGATION POLICY....................................................................................... 350 A. Delegation of City Manager Signature Authority....................................................................... 350 B. Delegation of City Manager Settlement Authority.................................................................... 350 XV. EMERGENCY APPROPRIATION POLICY............................................................................... 352 Annual Operating Budget 303 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 304 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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; Annual Operating Budget 305 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 (QLM P). 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. Annual Operating Budget 306 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued) 4. Proiect 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. Proiect 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: 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. 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. Annual Operating Budget 307 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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; Annual Operating Budget 308 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 Obiectives - Project phases will be listed as objectives in the program narratives of the programs, which manage the projects. 14. General Plan Consistency Review - All projects are evaluated by the City's Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan, while considering the City's long-term vision as developed by the City Council. The proposed Circulation, Infrastructure, and Parks and Recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission. Annual Operating Budget 309 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES II. FINANCIAL REPORTING A. Annual Reporting The City will prepare annual financial statements as follows: 1. The City will contract for an annual audit by a qualified independent certified public accountant (or accounting firm). The City will strive for an unqualified auditors' opinion. 2. The City will use generally accepted accounting principles in preparing its annual financial statements, and will strive to meet the requirements of the GFOA's Award for Excellence in Financial Reporting program. 3. The City will issue audited financial statements within 180 days after year-end. B. Interim Reporting The City will prepare and issue timely interim reports on the City's fiscal status to the Council and staff. This includes: on-line access to the City's financial management system by City staff; monthly reports to program managers; formal quarterly reports to the Council and Department Directors; mid -year budget reviews; and interim annual reports. C. Budget Amendments The Council may amend or supplement the budget at any time after its adoption by majority vote of the Council members. The City Manager has the authority to make administrative adjustments to the budget as long as those changes will not have a significant policy impact nor affect budgeted year-end fund balances. D. Extended Annual Reporting The City will prepare extended annual reports as required by Federal and State requirements including, but not limited to: 1. State Controller Report 2. Street Reports Annual Operating Budget 310 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES III. FUND BALANCE AND RESERVES A. Fund Balance Policy Fund balance represents the accumulation of actual revenues and otherfinancing 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. Annual Operating Budget 311 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 Annual Operating Budget 312 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 Annual Operating Budget 313 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 AND USE 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. Annual Operating Budget 314 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES IV. TRANSACTIONS AND USE 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. Annual Operating Budget 315 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 111.13 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. Annual Operating Budget 316 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 317 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 318 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 319 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 320 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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? 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. Annual Operating Budget 321 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 322 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 an extended period of time, the vacant 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 Reserve to the affected department. Annual Operating Budget 323 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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 Policy Plan Operational Plans The AMAR Policy provides general direction and guidance for the AMAR Plan. The AMAR Plan provides more detailed direction and guidance for all major asset classes (Streets and Roads, Public Facilities, Parks and Trails, and Drainage Facilities). The AMAR Operational Plans cater for the delivery of specific asset management. Annual Operating Budget 324 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 325 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 326 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES 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. Annual Operating Budget 327 City of Temecula Fiscal Year 2020-21 Annual Operating Budget BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) 3. To ensure compliance with all Federal, State, and Local laws governing the investment of monies under the control of the City Treasurer. The legal basis for the City's investment activities is the City of Temecula Municipal Code, Chapter 3.04, Revenue and Finance, Fiscal Provisions Generally and Government Code Sections 5922, 16429.1, 53600 to 53609, and 53630 to 53686, which include parameters for authorized investments, report of investments and investment authority. 4. To generate a maximum amount of investment income within the parameters of prudent risk management and consistent with the above policies. The City's investment portfolio will be designed to attain a market -average rate of return through economic cycles. The market -average rate of return is defined as the average return on three-month U.S. Treasury bills. Whenever possible, and consistent with risk limitations and prudent investment principles, the Treasurer will seek to augment returns above the market average rate of return. The policy will also address risk management because it is such an integral part of the investment policy. To concentrate only on maximizing return would be dangerous. Therefore, policy issues will be directed to: 1) limiting the Fund's exposure to each issue and issuer of debt, and 2) determining a minimum credit requirement that firms must have in order to hold City money. C. Scope This investment policy applies to all funds under the control of the City Treasurer, including but not limited to the general fund, special revenue funds, debt service funds, capital improvement funds, trust funds and bond proceeds in the custody of the Treasurer and any other funds under his/her control. California Government Code Section 53601(I) 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 Annual Operating Budget 328 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 329 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) F. Reporting City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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: Annual Operating Budget 330 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 1. United States Treasury Bills. Bonds. and Notes. or those for which the full faith and credit of the United States are pledged for payment of principal and interest. There is no limitation as to the percentage of the portfolio that can be invested in this category. Maturity is not to exceed the projected dates of the City's cash needs or five years, whichever is less. 2. Obligations issued by the Federal Farm Credit Bank System (FFCB), the Federal Home Loan Bank Board (FHLB), the Federal Home Loan Mortgage Corporation (FHLMC), the Federal National Mortgage Association (FNMA), and other United States agency obligations with maturities of five years or less. Although there is no percentage limitation on the dollar amount that can be invested in these issues, the "prudent investor" rule will apply for a single agency name. Maturity is not to exceed the projected dates of the City's cash needs or five years, whichever is less. 3. Bills of exchanee 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 rankine of the hiehest letter and number ratine by a nationall 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. S. 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. Annual Operating Budget 331 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 332 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 Annual Operating Budget 333 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 334 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 335 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 336 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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). Annual Operating Budget 337 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT C. Debt Capacity City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 338 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 339 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 340 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 341 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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"; Annual Operating Budget 342 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget C. General Fund Suaaorted 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. Annual Operating Budget 343 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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: Police protection services, including put not limited to, criminal justice services. Annual Operating Budget 344 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 345 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 346 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 347 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. 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. Annual Operating Budget 348 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES XI. APPROPRIATIONS LIMITATION A. Adopting a Resolution City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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. Annual Operating Budget 349 The Heart of southern California Wine Country BUDGET AND FISCAL POLICIES XII. PENSION RATE STABILIZATION POLICY City of Temecula Fiscal Year 2020-21 Annual Operating Budget A. Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust The City contracts with the California Public Employees Retirement System (CaIPERS) 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 CaIPERS 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 Authority on Contracts and Agreements In accordance with the Budget Resolution Section LE-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. Annual Operating Budget 350 The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES XIII. SIGNATURE DELEGATION POLICY A. Delegation of City Manager Signature Authority, continued City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 351 a The Heart of Southern California Wine Country BUDGET AND FISCAL POLICIES XV. EMERGENCY APPROPRIATION POLICY City of Temecula Fiscal Year 2020-21 Annual Operating Budget 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 352 AL The Heart of Souehe.r+ Californm Vane Country City of Temecula Fiscal Year 2020-21 Annual Operating Budget SUMMARY OF CHANGES IN AUTHORIZED POSITIONS, PERSONNEL AND BENEFIT COSTS Total authorized Full Time Equivalent (FTE) positions total 172.95 authorized positions, which reflects a decrease of 3.5 positions compared to the prior year. Two of the authorized positions were added in FY2019-20 to assist with public outreach related to the COVID-19 pandemic. A total of 3 vacant positions are currently on hold, until such time as the City recoups adequate resources to fund these positions. The affected positions include the following: • Accounting Support Supervisor (Finance Department) • Engineering Technician I (Public Works Department) • Community Services Specialist I (TCSD) Two positions related to the rehabilitation of the Margarita Recreation Center are unfunded until the facility is complete and open for operation. One position in the Finance department has been reassigned on a limited -term basis to implement the conversion to the City's new financial system. Total Authorized Positions remains below the peak in 2007-08 by 37.8 positions. City of Temecula Authorized Positions �s4k 2d8.8 214.8 Mpg-8 197,fl 197.019S.G 2060 1$6.2 171.7 176.5 173.4 164.4164.0 158.4 158.2 15$.2 15" L44.4 SSA a 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 FY2020-21, an estimated 59.5 full-time equivalent (FTE) will be hired as seasonal and part-time support. 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 FY2020-21. Annual Operating Budget 353 AL City of Temecula Fiscal Year 2020-21 Annual Operating Budget Employee Salaries 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 24 employees will receive reclassifications, effective July 1, 2020, at a total cost of $186,864 for Fiscal Year 2020-21. Employee Benefits The City contributes to the California Public Employees Retirement System (CaIPERS), a multiple -employer public employee defined benefit pension plan for all authorized employees and temporary employees who work more than 1,000 hours 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 CaIPERS pension for Authorized personnel for Fiscal Year 2020-21 is estimated to be $4,468,234. 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 2020-21 is estimated to be $3,380,880. Annual Operating Budget 354 L C�� d ; (.Gj�-�.{'t zr SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FY2020-21 Number of Positions Salary Schedule Bargaining Unit* Exempt/Non- Exempt Monthly Salary Minimum Maximum CITY COUNCIL Councilmember 5.0 600 800 N/A E City Council Subtotal: 5.0 CITY MANAGER Assistant City Manager Assistant to the City Manager 1.0 12,850 18,157 Exec E 1.0 9,555 13,500 MCP E City Manager Executive Assistant 1.0 N/A 20,489 Contract E 1.0 4,444 6,279 MCP E Management Assistant ** Office Aide III City Manager Subtotal: ECONOMIC DEVELOPMENT Administrative Assistant (Confidential) 1.0 4,231 5,415 Rep NE 0.75 5.75 1.0 2,921 3,739 3,832 5,415 Rep MCP NE NE Economic Development Manager 1.0 7,651 10,810 MCP E Management Aide III ** 1.0 3,832 4,905 Rep NE Management Analyst Senior Management Analyst 1.0 5,689 8,038 MCP E 1.0 6,279 8,872 MCP E Economic Development Subtotal: 5.0 ME CITY CLERK Administrative Assistant 1.0 3,832 4,905 Rep NE Director of Legislative Affairs/City Clerk 1.0 10,547 14,902 Exec E Management Aide III 1.0 3,832 4,905 Rep NE Records Manager 1.0 5,831 8,239 MCP E Records Technician 1.0 3,387 4,336 Rep NE City Clerk Subtotal: 5.0 HUMAN RESOURCES Director of HR/Risk Management 1.0 10,547 14,903 Exec E Human Resources Assistant (Confidential) 1.0 4,027 5,689 MCP NE Human Resources Technician II Confidential 1.0 4,670 6,599 MCP NE Senior Management Analyst 1.0 6,279 8,872 MCP E Human Resources Subtotal: 4.0 EMERGENCY MANAGEMENT Management Aide I Confidential 1.0 3,146 4,444 MCP NE Emergency Management Subtotal: 1.0 IN - FINANCE Accountant II (Confidential) 1.0 6,127 8,656 MCP NE Accounting Assistant Accounting Assistant - Cashier 2.0 4,127 5,283 Rep NE 1.0 4,127 5,283 Rep NE Accounting Technician 1 1.0 4,555 5,831 Rep NE Accounting Technician II 1.0 4,786 6,126 Rep NE Business License Technician 1.0 4,555 5,831 Rep NE Director of Finance 1.0 11,357 16,048 Exec E Fiscal Services Manager 2.0 7,651 10,810 MCP E Management Analyst (Long -Term Assignment) 1.0 5,689 8,039 MCP E Management Analyst 1.0 5,689 8,039 MCP E ,Purchasinq Manager 1 1.0 1 6,436 9,094 1 MCP E Finance Subtotal: 1 13.0 355 L C�� d ; (.Gj�-�.{'t zr SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FY2020-21 Number of Positions Salary Schedule Bargaining Unit* Exempt/Non- Exempt Monthly Salary Minimum Maximum INFORMATION TECHNOLOGY Administrative Assistant 0.5 3,832 4,905 Rep NE Assistant Director Information Technology/Support Svcs 1.0 9,094 12,850 MCP E Director of Information Tech nolo /Support Svcs 1.0 10,547 14,902 Exec E Information Technology Manager 1.0 8,239 11,641 MCP E Information Technology Specialist 1 1.0 5,283 6,762 Rep NE Information Technology Specialist II 1.0 5,550 7,104 Rep NE Information Technology Supervisor 2.0 6,762 8,656 Rep NE Information Technology Supervisor (Multimedia Services) 1.0 6,762 8,656 Rep NE Information Technology Technician 1 1.0 4,555 5,831 Rep NE Senior Information Technology Specialist 2.0 6,126 7,842 Rep NE Support Services Office Specialist II - AM 0.6 3,304 4,230 Rep NE Office Specialist 11 - PM Support Services Supervisor 0.6 3,304 4,230 Rep NE NE 1.0 4,026 5,154 Rep Support Services Technician 0.5 3,304 4,230 Rep NE Information Technology Subtotal: 14.2 COMMUNITY DEVELOPMENT Administrative Assistant 1.0 3,832 4,905 Rep NE Director of Community Development Principal Management Analyst 1.0 11,357 16,048 Exec E 1.0 6,931 9,794 MCP E SARDA/CDBG/Service Level D Assistant Planner 0.25 5,283 6,762 Rep NE Associate Planner 11 0.5 6,436 8,239 Rep NE Senior Planner 0.4 7,104 10,038 MCP E Planning Assistant Planner 0.75 5,283 6,762 Rep NE Associate Planner 1 2.0 5,831 7,464 Rep NE Associate Planner II 1.5 6,436 8,239 Rep NE Community Development Technician 1 2.0 4,230 5,415 Rep NE Community Development Technician II 2.0 4,669 5,977 Rep NE Office Specialist 11 0.5 3,304 4,230 Rep NE Planning Manager 1.0 8,656 12,232 MCP E Planning Technician 1.0 4,786 6,126 Rep NE Senior Management Analyst 0.1 6,280 8,873 MCP E Senior Planner Building and Safety/Code Enforcement Building Inspector 1 Building Inspector II 0.7 7,104 10,038 MCP E 1.0 5,415 6,931 Rep NE 3.0 5,977 7,651 Rep NE Building Official 1.0 9,555 13,500 MCP E Code Enforcement Officer 11 1.0 4,905 6,279 Rep NE Field Supervisor - Code Enforcement 1.0 5,978 7,651 Rep NE Office Specialist 11 0.5 3,304 4,230 Rep NE Senior Building Inspector 1.0 6,597 8,445 Rep NE Senior Code Enforcement Officer 1.0 5,415 6,931 Rep NE Senior Management Analyst Senior Office Specialist 0.9 6,280 8,873 MCP E 1 2.0 1 3,647 4,669 1 Rep NE Community Development Subtotal: 1 28.0 356 L C�� d ; (.Gj�-�.{'t zr SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FY2020-21 Number of Positions Salary Schedule Bargaining Unit* Exempt/Non- Exempt Monthly Salary Minimum Maximum PUBLIC WORKS Administrative Assistant 1.0 3,832 4,905 Rep NE Director of Public Works 1.0 12,231 17,282 Exec E Principal Management Analyst 1.0 6,931 9,794 MCP E CIP Administration Associate Civil Engineer 2.0 7,651 9,794 Rep E Associate Engineer II 3.0 7,282 9,322 Rep E Office Specialist II 1.0 3,304 4,230 Rep E Principal Civil Engineer 1.0 9,555 13,500 MCP E Public Works Inspector II 1.0 4,905 6,279 Rep E Senior Civil Engineer 2.0 8,656 12,231 MCP E Senior Public Works Inspector (Y-Rate) 1.0 5,585 7,150 Rep NE Land Development/NPDES Associate Civil Engineer 3.0 7,651 9,794 Rep E Associate Engineer 1 1.0 6,597 8,445 Rep NE Associate Engineer II 1.0 7,282 9,322 Rep E Office Specialist 11 1.0 3,304 4,230 Rep NE Principal Civil Engineer 1.0 9,555 13,500 MCP E Public Works Inspector 11 1.0 4,905 6,279 Rep NE Senior Public Works Inspector 1.0 5,415 6,931 Rep NE Traffic Assistant Engineer 11 1.0 5,977 7,651 Rep NE Senior Civil Engineer 1.0 8,656 12,232 MCP E Senior Signal Technician 1.0 6,436 8,239 Rep NE Signal Technician 1 1.0 5,550 7,104 Rep NE Maintenance (Streets, Facilities, Parks) Custodian I - Facilities 1.0 2,581 3,304 Rep NE Custodian 11 (Y-Rate) - Facilities 1.0 2,861 3,662 Rep NE Field Supervisor - Facilities 1.0 5,415 6,932 Rep NE Landscape Inspector 11 1.0 5,154 6,597 Rep NE Lead Maintenance Worker - HVAC 1.0 5,415 6,932 Rep NE Lead Maintenance Worker - Streets 3.0 4,555 5,831 Rep NE Lead Maintenance Worker - Parks 2.0 4,555 5,831 Rep NE Lead Maintenance Worker - Facilities 1.0 4,905 6,279 Rep NE Maintenance Manager 1.0 7,842 11,080 MCP E Maintenance Supervisor - Streets/Facilities 2.0 6,436 9,094 MCP E Maintenance Supervisor - Landscape 1.0 6,931 9,794 MCP E Maintenance Worker I - Streets 2.0 3,739 4,786 Rep NE Maintenance Worker I - Parks 1.0 3,739 4,786 Rep NE Maintenance Worker I - Facilities 2.0 4,026 5,154 Rep NE Maintenance Worker 11 - Streets/Parks Management Assistant 3.0 4,127 5,283 Rep NE 1.0 4,230 5,977 Rep NE Office Specialist 11 Senior Landscape Inspector 1.0 3,304 4,230 Rep NE 1.0 5,689 7,282 Rep NE Senior Office Specialist 1.0 3,647 4,669 Rep NE Public Works Subtotal: 5 FIRE Administrative Assistant Community Development Technician 1 1.0 3,832 4,905 Rep NE 1.0 4,230 5,415 Rep NE Community Development Technician 11 Fire Inspector 1 1.0 4,669 5,977 Rep NE 1.0 6,279 8,038 Rep NE Fire Subtotal: 4.0 357 L C�� d ; (.Gj�-�.{'t zr SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget kk FY2020-21 Number of Positions Salary Schedule Bargaining Unit* Exempt/Non- Exempt Monthly Salary Minimum Maximum COMMUNITY SERVICES Aquatics Supervisor II 1.0 5,415 6,931 Rep NE Assistant Director of Community Services 1.0 8,656 12,232 MCP E Community Services Assistant 1.0 3,387 4,336 Rep NE Community Services Coordinator 1 1.0 4,336 5,550 Rep NE Community Services Coordinator II 2.0 4,555 5,833 Rep NE Community Services Manager 9.0 7,104 10,038 MCP E Community Services Superintendent 1.0 7,842 11,080 MCP E Community Services Supervisor 1 3.0 5,028 6,436 Rep NE Community Services Supervisor II 2.0 5,283 6,762 Rep NE Director of Community Services 1.0 11,357 16,048 Exec E Management Aide II 1.0 3,472 4,444 Rep NE Management Analyst 1.0 5,689 8,039 MCP E Multimedia Coordinator 1.0 5,283 6,763 Rep NE Office Specialist 11 1.0 3,304 4,230 Rep NE Park Ranger 1 1.0 4,026 5,154 Rep NE Park Ranger II 2.0 4,444 5,689 Rep NE Risk Manager 1.0 7,651 10,810 MCP E Senior Administrative Assistant 1.0 4,230 5,415 Rep NE Senior Management Analyst 1.0 6,279 8,872 MCP E Theater Technical Assistant 1.0 3,387 4,336 Rep NE Theater Technical Coordinator II 1 1.0 1 4,555 5,831 Rep NE Community Services Subtotal: 1 34.0 Total By Department Positions * Bargaining Units: Rep = Represented MCP = Management/Confidential City Council 5.0 City Manager 5.75 Exec = Executive Economic Development 5.0 City Clerk 5.0 *' Temporary Positions include: Human Resources 4.0 (1) Management Assistant (CM), and (5) Management Aide 111 (ED) Emergency Management 1.0 Finance 13.0 Information Technology 14.2 Community Development 28.0 Public Works 54.0 Fire 4.0 Communitv Services 34.0 Vacant positions currently on hold due to the COVID-19 pandemic include: (1) Accounting Support Supervisor, (1) Engineering Technician I, and (1) Community Services Specialist I Unfunded positions include: (1) Payroll Coordinator (1) Office Specialist I (TCSD), and (1) Community Services Manager (TCSD) The two TCSD positions are associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated and is open for operation. 358 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2018-19 2018-19 Changes 2019-20 2019-20 Changes 2020-21 2020-21 GENERALFUND 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 0.05 0.80 0.80 Assistant to the City Manger - 1.00 1.00 1.00 Executive Assistant 1.00 - 1.00 - 1.00 Management Assistant (Temporary) - - - 1.00 1.00 Office Aide III 0.75 0.75 - 0.75 Risk Manager - 0.05 0.05 (0.05) - Senior Management Analyst 1.00 - - - - 0.85 4.60 0.95 5.55 3.75 ECONOMIC DEVELOPMENT Administrative Assistant (Confidential) 1.00 - 1.00 (0.10) 0.90 Assistant City Manager - 0.10 0.10 0.10 Economic Development Manager 1.00 - 1.00 - 1.00 Management Aide III (Temporary .5) 0.50 0.50 0.50 1.00 Management Analyst - Economic Dev. 1.00 1.00 - 1.00 Senior Management Analyst 1.00 - 1.00 - 1.00 0.10 4.60 0.40 5.00 4.50 EMERGENCY MANAGEMENT Director of HR/Risk Management - - - 0.10 0.10 Management Aide I - - 0.30 0.30 Risk Manager 0.70 (0.45) 0.25 (0.25) - (0.45) 0.25 0.15 0.40 0.70 HUMAN RESOURCES Administrative Assistant (Confidential) - - 0.10 0.10 Assistant City Manager 0.25 (0.20) 0.05 - 0.05 Director of HR/Risk Management 0.90 (0.10) 0.80 (0.30) 0.50 Human Resources Assistant - - 1.00 1.00 Human Resources Technician II 1.00 1.00 - 1.00 Management Aide I - - - 0.10 0.10 Risk Manager 0.10 0.40 0.50 (0.50) - Senior Management Analyst 1.00 - 1.00 1.00 Senior Office Specialist (Confidential) 1.00 - 1.00 (1.00) - 0.10 4.35 (0.60) 3.75 4.25 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 (1.00) 5.00 6.00 359 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS FINANCE Accountant II (Confidential) Accounting Assistant Accounting Assistant - Cashier Accounting Technician I Accounting Technician 11 Business License Technician Director of Finance Fiscal Services Manager Management Analyst Payroll Coordinator (Confidential) Purchasing Manager Senior Management Analyst COMMUNITY DEVELOPMENT - PLANNING Administrative Assistant Assistant Planner Associate Planner I Associate Planner 11 Community Dev. Processing Supervisor Community Development Technician I Community Development Technician 11 Director of Community Development Office Specialist 11 Planning Manager Planning Technician Principal Planner Principal Management Analyst Senior Management Analyst Senior Planner Adopted 2018-19 Unfunded Current Unfunded 2018-19 Changes 2019-20 2019-20 Changes Proposed Unfunded 2020-21 2020-21 0.83 0.83 0.83 2.00 2.00 2.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 - 1.00 1.00 0.92 0.01 0.93 0.93 2.00 - 2.00 (0.15) 1.85 - - 2.00 2.00 1.00 1.00 (1.00) - 1.00 - 1.00 1.00 0.60 0.15 0.75 (0.75) - 12.35 0.16 12.51 0.10 12.61 0.75 - 0.75 - 0.75 1.75 1.75 (1.00) 0.75 2.00 2.00 - 2.00 0.40 0.40 1.10 1.50 0.10 0.10 (0.10) - 0.44 (0.24) 0.20 0.20 0.20 0.20 - 0.20 0.45 0.45 0.05 0.50 0.50 0.50 - 0.50 - - 1.00 1.00 1.00 1.00 - 1.00 1.00 1.00 (1.00) - 0.35 0.35 0.05 0.40 - - 0.10 0.10 0.60 0.60 0.05 0.65 9.54 (0.24) 9.30 0.25 9.55 91-111 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted 2018-19 COMMUNITY DEVELOPMENT - BUILDING & SAFETY Unfunded 2018-19 Current Changes 2019-20 Unfunded 2019-20 Changes Proposed Unfunded 2020-21 2020-21 Administrative Assistant 0.10 - 0.10 - 0.10 - Building Inspector 1 1.00 1.00 1.00 Building Inspector 11 3.00 3.00 3.00 Building Official 1.00 1.00 1.00 Code Enforcement Officer 1 1.00 1.00 (1.00) - Code Enforcement Officer 11 1.00 1.00 1.00 Community Dev. Processing Supervisor 0.90 - 0.90 (0.90) - Community Development Technician 1 1.23 0.57 1.80 1.80 Community Development Technician 11 1.80 - 1.80 1.80 Director of Community Development 0.25 0.25 - 0.25 Field Supervisor Code Enforcement - - 0.95 0.95 Office Specialist 11 0.50 0.50 - 0.50 Principal Management Analyst 0.20 0.20 0.20 Senior Building Inspector 1.00 1.00 - 1.00 Senior Code Enforcement Officer 0.95 0.95 0.05 1.00 Senior Management Analyst - - 0.90 0.90 Senior Office Specialist 2.00 - 2.00 - 2.00 0.57 16.50 16.50 15.93 PUBLIC WORKS - LAND DEVELOPMENT Administrative Assistant 0.25 0.25 - 0.25 Assistant Engineer II - - - 1.00 1.00 Associate Civil Engineer 1.00 2.00 3.00 (2.00) 1.00 Associate Engineer 1 1.00 - 1.00 1.00 Associate Engineer II 1.00 1.00 2.00 2.00 Community Development Technician 1 0.33 (0.33) - - Director of Public Works 0.15 0.15 0.15 Office Specialist II 0.60 0.60 0.60 Principal Civil Engineer 1.00 1.00 (0.20) 0.80 Principal Management Analyst - 0.10 0.10 Public Works Inspector 1 0.90 (0.90) - - Public Works Inspector II - 0.90 (0.15) 0.75 Senior Civil Engineer 1.00 (1.00) - - Senior Management Analyst 0.10 (0.10) - - - Senior Public Works Inspector 0.70 - 0.70 0.20 0.90 1.67 9.70 (1.15) 8.55 8.03 361 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS PUBLIC WORKS Administrative Assistant Assistant Engineer II Associate Engineer II Custodian I Custodian 11 Director of Public Works Field Supervisor - Facilities Landscape Inspector 11 Lead Maintenance Worker Lead Maintenance Worker -Facilities Lead Maintenance Worker-HVAC Maintenance Manager Maintenance Supervisor Maintenance Worker I Maintenance Worker 11 Management Assistant Office Specialist I Office Specialist 11 Principal Civil Engineer Principal Management Analyst Public Works Inspector I Public Works Inspector II Senior Civil Engineer Senior Landscape Inspector Senior Management Analyst Senior Office Specialist Senior Public Works Inspector Senior Signal Technician Signal Technician I PUBLIC WORKS - CIP ADMINISTRATION Administrative Assistant Associate Civil Engineer Associate Engineer II Construction Manager Director of Public Works Office Specialist II Principal Civil Engineer Principal Management Analyst Public Works Inspector II Senior Civil Engineer Senior Management Analyst Senior Public Works Inspector Adopted 2018-19 Unfunded Current Unfunded 2018-19 Changes 2019-20 2019-20 Changes Proposed Unfunded 2020-21 2020-21 0.40 0.40 0.40 1.00 1.00 1.00 2.00 (1.00) 1.00 (1.00) - 0.05 0.05 0.05 0.05 0.05 0.05 0.40 - 0.40 0.40 - 0.10 0.10 - 0.10 - - - 0.01 0.01 2.92 0.04 2.96 0.04 3.00 0.10 - 0.10 (0.10) - - - 1.00 1.00 0.98 - 0.98 (0.15) 0.83 0.05 1.00 1.05 - 1.05 2.88 (0.96) 1.92 0.08 2.00 2.00 2.00 - 2.00 0.25 0.25 0.10 0.35 0.40 (0.40) - - - 0.80 0.40 1.20 - 1.20 - - - 0.20 0.20 - 0.40 (0.05) 0.35 0.10 (0.10) - - - - 0.10 0.10 0.15 0.25 - - 1.00 1.00 - 0.01 0.01 0.40 (0.40) - - - 1.15 1.15 (1.00) 0.15 0.25 0.25 (0.15) 0.10 1.00 1.00 1.00 1.00 1.00 - 1.00 18.18 (0.82) 17.36 0.14 17.50 0.30 0.30 - 0.30 2.00 2.00 2.00 3.00 3.00 3.00 1.00 (1.00) - - 0.25 0.25 0.25 - 1.00 1.00 1.00 1.00 1.00 - 0.45 0.45 1.00 1.00 1.00 2.00 2.00 2.00 0.45 (0.45) - - 1.05 1.05 (0.05) 1.00 12.05 12.05 (0.05) 12.00 90% City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2018-19 2018-19 Changes 2019-20 2019-20 Changes 2020-21 2020-21 PARKS MAINTENANCE Director of Public Works 0.10 - - 0.10 - 0.10 - Landscape Inspector II - 0.75 0.75 (0.29) 0.46 Lead Maintenance Worker 2.00 - 2.00 2.00 Maintenance Supervisor - 0.95 0.95 0.95 Maintenance Worker I - 1.00 1.00 1.00 Maintenance Worker 11 2.00 (1.00) 1.00 1.00 Management Assistant 0.25 0.25 0.25 Office Specialist 11 0.20 0.20 0.20 Park/Landscape Maintenance Supervisor 1.80 (1.80) - - Senior Landscape Inspector 0.60 0.60 (0.14) 0.46 Senior Office Specialist 0.15 0.15 0.15 7.10 (0.10) 7.00 (0.43) 6.57 POLICE (Non -Contract Employees) Senior Management Analyst 0.40 (0.15) 0.25 (0.10) 0.15 0.40 (0.15) 0.25 (0.10) 0.15 FIRE (Non -Contract Employees) Administrative Assistant 1.00 1.00 1.00 Fire Inspector 1 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 111.78 - 1.69 113.47 - (1.34) 112.13 - SPECIAL REVENUE FUNDS CDBG Principal Management Analyst 0.20 0.20 0.20 0.20 0.20 0.20 AFFORDABLE HOUSING Administrative Assistant 0.15 0.15 0.15 Assistant Planner 0.25 0.25 - 0.25 Associate Planner II 0.35 0.35 0.15 0.50 Director of Community Development 0.25 0.25 - 0.25 Principal Management Analyst 0.20 0.20 0.20 Senior Planner 0.35 0.35 - 0.35 1.55 0.15 1.70 1.55 - 1.75 - 0.15 1.90 Special Revenue Funds Total 1.75 363 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2018-19 2018-19 Changes 2019-20 2019-20 Changes 2020-21 2020-21 COMMUNITY FACILITY DISTRICTS FINANCE Accountant II (Confidential) 0.17 - 0.17 - 0.17 - Director of Finance 0.08 (0.01) 0.07 0.07 0.25 (0.01) 0.24 0.24 COMMUNITY SERVICES PARKS AND RECREATION Aquatics Coordinator 1.00 (1.00) - - Aquatics Supervisor II 1.00 1.00 - 1.00 Assistant Director of Community Services - - - 1.00 1.00 Community Services Assistant 1.00 1.00 - 1.00 Community Services Coordinator 1 1.00 1.00 - 1.00 Community Services Coordinator 11 - - - - 2.00 2.00 Community Services Manager 8.00 1.00 8.00 1.00 - 9.00 Community Services Superintendent 2.00 - 2.00 - (1.00) 1.00 Community Services Supervisor 1 2.00 2.00 1.00 3.00 Community Services Supervisor 11 1.00 1.00 1.00 2.00 Custodian 1 0.65 (0.05) 0.60 - 0.60 Custodian II 0.65 (0.05) 0.60 0.60 Director of Community Services 1.00 1.00 - 1.00 Field Supervisor -Code Enforcement - - 0.05 0.05 Field Supervisor -Facilities - 0.50 0.50 0.30 0.80 Landscape Inspector 11 - - - 0.03 0.03 Lead Maintenance Worker-Street/Parks 0.08 (0.04) 0.04 (0.04) - Lead Maintenance Worker -Facilities 1.05 (0.10) 0.95 (0.80) 0.15 Maintenance Manager 0.02 0.02 0.02 Maintenance Supervisor 0.35 - 0.35 0.35 Maintenance Worker I -Facilities 1.35 0.15 1.50 1.50 Maintenance Worker I-Streets/Parks 0.12 (0.04) 0.08 (0.08) - Maintenance Worker 11-Facilities 0.60 (0.60) - Management Aide 1 1.00 1.00 2.00 (2.00) - Management Aide 11 4.00 - 4.00 (3.00) 1.00 Management Aide 111 2.00 2.00 (2.00) - Management Analyst - - 1.00 1.00 Multimedia Coordinator - - 1.00 1.00 Office Specialist I - 1.00 - 1.00 (1.00) - Office Specialist 11 1.00 - - 1.00 - 1.00 Park Ranger 1 1.00 1.00 2.00 (1.00) 1.00 Park Ranger 11 2.00 (1.00) 1.00 1.00 2.00 Risk Manager - - 1.00 1.00 Senior Administrative Assistant 1.00 1.00 - 1.00 Senior Code Enforcement Officer 0.05 0.05 (0.05) - Senior Landscape Inspector - - - 0.03 0.03 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 1 1.77 38.69 2.00 (0.56) 38.13 36.92 2.00 364 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded SERVICE LEVEL B Senior Office Specialist 0.25 0.25 0.25 - 0.25 - 0.25 0.25 SERVICE LEVEL C Landscape Inspector ll - 0.18 0.18 0.21 0.39 Parks/Landscape Maintenance Supervisor 0.15 (0.15) - - - Senior Landscape Inspector 0.33 - 0.33 0.08 0.41 0.03 0.51 0.29 0.80 0.48 SERVICE LEVEL D Associate Planner II 0.25 - 0.25 (0.25) - Director of Community Development 0.05 0.05 (0.05) - Maintenance Manager - - 0.15 0.15 Management Assistant - - 0.20 0.20 Principal Management Analyst 0.05 0.05 - 0.05 Senior Planner 0.05 0.05 (0.05) - 0.40 - 0.40 0.40 SERVICE LEVEL L Landscape Inspector ll - 0.07 0.00 0.07 Park/Landscape Maintenance Supervisor 0.05 0.05 - 0.05 Senior Landscape Inspector 0.07 - 0.07 - 0.07 0.07 0.19 0.00 0.19 0.12 LIBRARY Custodian 1 0.10 0.05 0.15 - 0.15 Custodian 11 0.10 0.05 0.15 0.15 Field Supervisor - 0.10 0.10 - 0.10 Landscape Inspector ll - - - 0.01 0.01 Lead Maintenance Worker 0.15 0.10 0.25 (0.10) 0.15 Maintenance Supervisor 0.10 - 0.10 0.10 Maintenance Worker 1 0.35 0.35 0.35 Maintenance Worker 11-Facilities 0.10 (0.10) - - - SeniorLandscapelnspector - - - 0.01 0.01 0.20 1.10 - (0.08) 1.02 0.90 - 2.07 41.14 2.00 (0.35) 40.79 - Community Services Total 39.07 2.00 INTERNAL SERVICE FUNDS INSURANCE Assistant City Manager - 0.05 0.05 - 0.05 Director of HR/Risk Management 0.05 0.05 0.10 0.10 0.20 Management Aide I - - - 0.30 0.30 Risk Manager 0.10 - 0.10 (0.10) - 0.10 0.25 0.30 0.55 0.15 WORKERS' COMPENSATION Director of HR/Risk Management 0.05 0.05 0.10 0.10 0.20 Management Aide I - - - 0.30 0.30 Risk Manager 0.10 - 0.10 (0.10) - 0.05 0.20 0.30 0.50 0.15 365 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS INFORMATION TECHNOLOGY Adopted 2018-19 Unfunded 2018-19 Changes Current 2019-20 Unfunded 2019-20 Changes Proposed Unfunded 2020-21 2020-21 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 1.00 (1.00) - - Information Technology Manager 1.00 1.00 1.00 Information Technology Specialist 1 1.00 - 1.00 1.00 Information Technology Specialist II - 1.00 1.00 - 1.00 Information Technology Supervisor 1.00 1.00 2.00 1.00 3.00 Information Technology Technician I - 1.00 1.00 - 1.00 Senior Information Technology Specialist 4.00 (1.00) 3.00 (1.00) 2.00 1.00 11.60 11.60 10.60 SUPPORT SERVICES Office Specialist - AM 0.60 0.60 0.60 Office Specialist - PM - 0.60 0.60 0.60 Office Specialist II (Part -Time) 1.20 (1.20) - - Support Services Supervisor 0.90 0.90 0.90 Support Services Technician (Part -Time) 0.50 0.50 0.50 2.60 2.60 2.60 FACILITIES Administrative Assistant 0.05 0.05 0.05 Custodian 1 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 (0.30) - Landscapelnspectorll - - - 0.02 0.02 Lead Maintenance Worker - Facilities 0.70 0.70 - 0.70 Maintenance Supervisor - PW 0.50 0.50 0.50 Maintenance Worker I - Facilities 0.30 (0.15) 0.15 0.15 Maintenance Worker 11 - Facilities 0.30 (0.30) - - Management Assistant 0.50 - 0.50 (0.30) 0.20 Principal Management Analyst - 0.05 0.05 - 0.05 Senior Landscape Inspector - - - 0.02 0.02 Senior Management Analyst 0.05 (0.05) - - - Senior Office Specialist 0.45 0.45 0.45 (0.15) 3.20 (0.56) 2.64 3.35 1.00 17.85 0.04 17.89 Internal Service Funds Total 16.85 901 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SUMMARY OF BUDGETED POSITIONS Department FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 City Council 5.00 5.00 5.00 5.00 5.00 City Manager: City Manager 3.75 3.75 3.75 4.60 4.55 Economic Development 3.30 3.80 4.50 4.60 4.50 Emergency Management 0.50 0.40 0.70 0.25 0.00 City Clerk: 6.00 6.00 6.00 6.00 5.00 Human Resources: 3.25 4.35 4.25 4.35 3.75 Emergency Management 0.00 0.00 0.00 0.00 0.40 Finance: 12.40 12.40 12.35 12.51 12.61 Community Development: Planning 8.08 9.16 9.54 9.30 9.55 Building & Safety 13.78 13.38 15.93 16.50 16.50 Public Works: Land Development 7.58 9.06 8.03 9.70 7.55 Public Works 19.20 19.80 18.18 17.36 18.50 CIP Administration 11.20 10.15 12.05 12.05 12.00 Parks Maintenance 8.00 6.87 7.10 7.00 6.57 Police* 0.38 0.38 0.40 0.25 0.15 Fire* 3.00 4.00 4.00 4.00 4.00 Community Services: Parks and Recreation 26.80 36.00 36.92 38.69 38.13 Service Level B 0.15 0.20 0.25 0.25 0.25 Service Level C 1.05 0.56 0.48 0.51 0.80 Service Level D 0.75 0.75 0.40 0.40 0.40 Service Level L 0.20 0.12 0.12 0.19 0.19 Library 0.45 0.65 0.90 1.10 1.02 Special Revenue Funds: Business Incubator Resource 0.60 0.00 0.00 0.00 0.00 Community Development Block Grant 0.13 0.13 0.20 0.20 0.20 Affordable Housing 1.03 1.02 1.55 1.55 1.70 Community Facility Districts: 0.22 0.22 0.25 0.24 0.24 Internal Service Funds: Insurance 0.50 0.60 0.30 0.45 1.05 Information Technology 9.90 10.50 10.60 11.60 11.60 Support Services 3.30 2.70 2.60 2.60 2.60 Facilities 4.70 4.25 3.35 3.20 2.64 Total Budgeted Positions 155.20 166.20 169.70 174.45 171.45 Temporary Authorized Positions 0.00 0.00 0.00 0.00 1.50 Total Authorized Positions 155.20 166.20 169.70 174.45 172.95 *Police and Fire services are contracted through Riverside County. Total Police Staffing for Fiscal Year 2020-21 is 147, with 112 sworn officers. Total Fire Stafffing for Fiscal Year 2020-21 is 71. 367 Dui F City of Temecula Q Fiscal Year 2020-21 it, How ofSauthemCalifornia Annual Operating Budget Win Country LOCATOR MAP Redding • Eureka Lake Tahoe N E VA DA SACRAMENTO %idpd• 0 Oakland San Francisco *San Jose •Fresno Monterey CALIFORNIA San Luis Obispo PACIFIC Santa Barbaraw- OCEAN o Q. • Bakersfield 91 � Anaheim 215 ,Los Angeles Q • • z Pa rings 0 an Diego CC Q 15 5 15 Palm Springs H". t of Southern Cal ifor� s The City of Temecula is a General Law City located in southwestern California, United States, with a population of 111,970. The City was incorporated on December 1, 1989. Temecula, known as the Heart of Southern California Wine Country, is conveniently located off the 1-15 freeway, approximately one hour north of San Diego. Temecula's central location attracts visitors from popular Southern California locales like Palm Springs, Los Angeles, Anaheim, Irvine, Carlsbad and San Diego. Annual Operating Budget 10 901 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMMUNITY PROFILE AND DEMOGRAPHICS Type of Government: General Law Date of Incorporation: December 1, 1989 Form of Government: City Manager Altitude: 1000-1200 ft. Located: 55 miles north of San Diego RECREATION/TOURIST DATA Recreation and Culture: Hotels/Motels: Number of Total Number of Number of Lodging Number Parks Park Acres Properties of Rooms 2020 41 330 2020 19 2,587 2019 41 330 2019 19 2,587 2018 40 314 2018 17 2,412 2017 40 314 2017 17 1,842 2016 40 314 2016 16 1,824 (includes Pechanga Resort & Casino) EDUCATIONAL DATA Temecula Unified School District: Number of Schools Number of Teachers Number of Students 2020 32 1,249 27,979 2019 32 1,392 27,991 2018 32 1,374 28,679 2017 32 1,382 27,700 2016 32 1,316 27,700 PUBLIC SAFETY DATA Fire Protection: (contract with Riverside County) Number of Number Number Volunteer of Stations of Staff Firefighters 2020 5 71 0 2019 5 71 0 2018 5 71 0 2017 5 69 0 2016 4 65 0 Libraries: Number of Number of Libraries Volumes 2020 2 2 million 2019 2 2 million 2018 2 3 million 2017 2 3 million 2016 2 3 million (total volumes in county available to Temecula residents) Police Protection: (contract with Riverside County) Number Number of of Sworn Supervision/ Stations Officers Management 2020 3 112 20 2019 3 112 20 2018 3 112 20 2017 3 111 20 2016 3 101 20 Annual Operating Budget 370 7Alk ,[ W me Counrry COMMUNITY PROFILE AND Population (Est.) 113,181 113,826 113,000 111,970 111,024 109,064 110,000 107,000 104,000 101,000 98,000 95,000 �2019 2016 2017 2018 2020 Source: California Department of Finance (2020) $130,000 $115,000 $100,000 $85,000 $70,000 $55,000 Income $128,557 I T1 2016 2017 2018 2019 2020 Average Household Median Household Source: Claritas360 (2020) City Maintained Streets (in Miles) 325 322 322 314 315 315 300 275 250 225 200 2016 2017 2018 2019 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget Median Housing Value $550,000 $506,277 $500,000 $456,573 $450,000 $422,728 $400,000 $386,803 $356,584 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 Ll 2016 2017 2018 2019 2020 Source: Claritas360 (2020) Temecula Unemployment Rates 5.0% 4.5% 4.2% 4.0% 3.8% ■ 2020 3.5% 3.6% 3.5% ■2019 3.3%132( 3.0% 2.5% 2.0% - Jan Feb Mar Source: California Employment Development Department. (2020). 371 Alk The Hra., of 5-tZCalri Wine Country COMMUNITY PROFILE AND City Authorized Positions 180 176.45 175 174.95 168.2 171.7 170 165 1 160 158.2 155 150 145 2016 2017 2018 2019 2020 City of Temecula Fiscal Year 2020-21 Annual Operating Budget Full Time Positions Per 1,000 Citizens* 3.55 115,000 3.50 114,000 3.45 113,000 3.40 112,000 3.35 111,000 3.30 110,000 3.25 109,000 3.20 108,000 3.10 106,000 2016 2017 2018 2019 2020 Full Time Positions Population Per 1,000 Citizens *Includes contracted Fire and Police personnel r Temecula's 'Tial Annexed Area - +i C me Current TemeruI3CityRoundary-201d...37Sq. Miles _ _ - r DnginalTeme:ula{ity63undary- 1989 ...25 5q. Miles Vail Ran: hAnn exatan - 2000 ... ISq. Mile KDR36paugh Ranch Annexa -un - 2001 ... 1 5q. Mile Re d hawk An nexation - 20 3 5 ... 2 Sq. Mi l s Santa M arg ari[ aAnnexafo n - 201a ... 7 5q. M ile s a«o s.00u rzmo No 372 i{ illC7e,oZ,-'.'9 �—e City of Temecula Fiscal Year 2020-21 Annual Operating Budget SUMMARY OF INTERFUND TRANSFERS Transfers In: Operating Funds Fund 001: General Fund Debt Service Funds Fund 395: 2018 Financing Lease (Civic Center) Fund 396: 2018 Financial Lease (MRC) Temecula Community Services District (TCSD) Fund 190: Citywide Operations Fund 192: Service Level B - Street Lighting Fund 197: Library Capital Projects Funds Fund 210: Capital Improvement Fund Fund 320: Information Technology Fund 350: Facility Replacement Transfers From: 8,944,780 Measure S Fund - Public Safety Personnel Costs 2,418,092 Gas Tax Fund 172,507 Supplemental Law Enforcement Services Fund Subtotal 11,535,379 2,077,767 General Fund - Financing Lease for Civic Center 555,808 General Fund - Financing Lease for MRC 8,297,243 Measure S Fund - TCSD Operations Subsidy 73,168 Measure S Fund - Residential Streetlights Subsidy 847,181 Measure S Fund - Library Subsidy 4,945,872 1,568,073 4,603,389 313,693 100,000 614,275 300,000 Subtotal 12,445,302 Measure S Fund Road Maintenance Rehab Account Fund Development Impact Fees Fund CDBG Fund AB 2766 Motor Vehicle Subvention Fund Measure A Fund Facilities Replacement Fund 260,000 Measure S Fund - Citywide Surveillance Camera Project Maintenance 500,000 Measure S Fund - Facility Replacement Reserve Fund Contribution Total Interfund Transfers 36,591,848 373 The Heart 0 5wd City of Temecula Fiscal Year 2020-21 Annual Operating Budget GANN APPROPRIATIONS LIMIT Article XIIIB of the California State Constitution, more commonly referred to as the Gann Initiative or Gann Limit, was approved by California voters in November 1979, and placed limits on the amount of proceeds of taxes that state and local government agencies can receive and spend each year. For cities that incorporated after 1978- 79 (such as the City of Temecula), the voters set the initial appropriations limit at the time of incorporation. Proposition 111 was approved by California voters in June 1990, which provided new adjustment formulas which make the appropriations limit more responsive to local growth issues. Each year the City Council must adopt by resolution the appropriations limit for the following year. Following is the calculation of the City's Gann Appropriations Limit for Fiscal Year 2019-20: Fiscal Year 2018-19 Appropriations Limits........ City Population Growth .................................... Per Capita Personal Income Change ................. Fiscal Year 2019-20 Appropriations Limit .......... .................................................... $272,442,712 .................................................................0.51 .................................................................3.85 ....$284,375,703 Appropriations subject to the limit in the Fiscal Year 2019-20 Budget total $76,119,785 which is $208,255,918 less than the computed limit. Additional appropriations to the budget funded by non -tax sources such as service charges, restricted revenues from other agencies, grants or beginning fund balances would be unaffected by the appropriations limit. However, any supplemental appropriations funded through increased tax sources would be subject to the appropriations limit and could not exceed the $208,255,918 variance indicated. Further, any overall actual receipts from tax sources greater than $208,255,918 from budget estimates will result in proceeds from taxes in excess of the City's appropriations limit, requiring refunds of the excess within the next two fiscal years or voter approval of an increase in the City's appropriations limit. Voter approval for an increase in the City's appropriations limit is not anticipated in the future due to the margin between the limit and tax revenue. GANN Appropriations Limit 300,000,000 250,000,000 200,000,000 150,000,000 100,000,000 50,000,000 N ■ ■ 0 2014-15 2015-16 2016-17 2017-18 2018-19 ■ Appropriations Subject to Limit Legal Limit *All data will be updated for FY20-21 and included in the Adopted Budget 2019-20 Annual Operating Budget 374 City of Temecula Fiscal Year 2020-21 Annual Operating Budget ASSESSED VALUE OF TAXABLE PROPERTY TOTAL EXEMPTIONS NET HOME NET TOTAL SECURED AND (VETERAN, ASSESSED OWNERS ASSESSED FISCAL YEAR UNSECURED CHURCH, ETC.) VALUE EXEMPTIONS VALUE (Value in Thousands) 2009 13,537,572 (101,719) 13,435,853 (114,841) 13,321,012 2010 12,003,561 (112,286) 11,891,275 (115,783) 11,775,492 2011 11,932,655 (116,038) 11,816,617 (115,944) 11,700,673 2012 11,971,877 (129,004) 11,842,873 (114,451) 11,728,422 2013 11,996,227 (145,041) 11,851,186 (112,450) 11,738,736 2014 12,581,717 (153,544) 12,428,173 (109,890) 12,318,283 2015 13,547,737 (182,877) 13,364,860 (108,001) 13,256,859 2016 14,268,280 (204,291) 14,063,989 (107,401) 13,956,588 2017 14,978,638 (211,399) 14,767,239 (107,239) 14,660,000 2018 15,679,713 (261,352) 15,418,361 (107,152) 15,311,209 2019 16,376,826 (281,515) 16,095,311 (105,164) 15,990,147 2020 17,062,378 (310,210) 16,752,168 (102,448) 16,649,720 375 SMI rid nr�.tou.nw City of Temecula Fiscal Year 2020-21 Annual Operating Budget SUMMARY OF FEDERAL GRANT EXPENDITURES Actual Actual Actual Budgeted Budgeted AGENCY/GRANT NAME FY 2016-17 FY2017-18 FY2018-19 FY2019-20 FY2020-21 Department of Homeland Security: Emergency Management Program Grant 19,873 12,900 Homeland Security Grant - 2014 - - Homeland Security Grant - 2015 8,577 - - Homeland Security Grant - 2016 5,159 11,114 59,978 Homeland Security Grant - 2017 - - 16,514 Department of Housing and Urban Development: Community Development Block Grant 433,026 955,537 361,106 558,438 713,000 Department of Transportation: Congestion Mitigation Air Quality (CMAQ) 332,196 297,363 904,963 Active Transportation Program (ATP) (SB1 Augmentation) - 82,132 92,962 - Highway Bridge Program (HBP) 711,316 - 3,613 265,590 Highway Safety Improvement Program (HSIP) - - 1,397,710 - Infrastructure for Rebuilding America (INFRA) - - - 50,000,000 SAFETEA-LU 269,458 1,170,381 - 931,360 STP and STPL - 6,593,136 6,056,874 - - TOTALS $ 1,779,605 $ 9,122,563 $ 7,496,010 $ 2,221,738 $ 51,644,360 Note: Amounts Unaudited 376 R The Hean of Soathem Caiifarnm W— Country LEGAL DEBT MARGIN (Value in Thousands) City of Temecula Fiscal Year 2020-21 Annual Operating Budget Under State law, the City has a legal debt limit not to exceed 15% of the assessed value of taxable property within the City. Debt obligations from taxes levied on taxable property is subject to the legal debt limitation. The City's debt limit for Fiscal Year 2020-21 is $2,512,825,000 while the City's debt subject to the limitation is $20,091,000. As a result, the City has not exceeded its legal debt limit. Net Total Assessed Value Plus: Exempt Property TOTAL ASSESSED VALUE Debt Limit —15% of Total Assessed Value Amount of Debt Applicable to Debt Limit (Estimated at June 30, 2021) Less: Assets in Debt Services Funds Available for Payment of Principal ADJUSTED LEGAL DEBT MARGIN Note: Amounts Unaudited Annual Operating Budget Fiscal Year 2020-21 $16, 649, 720 $ 102,448 $16,752,168 $ 2,512,825 $20,091 $0 $ 20,091 $ 2.4 22, 734 377 City of Temecula Fiscal Year 2020-21 Annual Operating Budget FISCAL YEAR 2020-21 DEBT OBLIGATIONS FISCAL YEAR 2020-21 ISSUE MATURITY INTEREST TOTAL DEBT OUTSTANDING FUND DATE DESCRIPTION DATE RATES PRINCIPAL INTEREST OBLIGATION PRINCIPAL 001 2018 Private Placement Lease 12/01/2028 3.42% $1,547,000 $530,767 $2,077,767 $14,548,000 (Civic Center) 001 2018 Private Placement Lease 06/01/2029 3.42% $358,531 $197,277 $555,808 $5,543,296 (Margarita Rec Center) General Fund 001 Total 1 $1,905,531 $728,044 $2,633,575 $20,091,296 Tax Allocation Bonds, Series 380 2017 2017A 12/15/2038 2.00 - 5.00% 1,435,000 2,096,250 3,531,250 41,890,000 Tax Allocation Bonds, Series 380 2017 12/15/2039 2.00 - 4.00% 1,010,000 1,056,231 2,066,231 28,840,000 2017B (Taxable) Successor Agency to the Redevelopment Agency (SARDA) Total 1 $2,445,000 $3,152,481 $5,597,481 $70,730,000 TOTALI $4,350,531 $3,880,525 $8,231,0561 $90,821,296 378 City of Temecula Fiscal Year 2020-21 Annual Operating Budget SUMMARY OF CONSTRUCTION AND PROPERTY VALUES (Value in Thousands) COMMERCIAL CONSTRUCTION RESIDENTIAL CONSTRUCTION PROPERTY VALUES NUMBER OF NUMBER OF FISCAL UNITS UNITS YEAR COMPLETED VALUE COMPLETED VALUE COMMERCIAL RESIDENTIAL 2006 346 36,103 1,249 222,318 2,008,185 6,787,180 2007 185 73,712 1,151 197,864 2,171,647 7,922,360 2008 124 93,183 908 176,870 2,381,528 8,877,917 2009 43 73,575 698 106,268 2,719,297 8,573,314 2010 16 71,343 369 73,007 2,889,738 7,017,588 2011 2 479 376 70,653 2,927,342 7,047,166 2012 2 35,664 333 64,295 3,009,160 7,267,970 2013 7 9,920 355 57,829 2,920,987 7,337,173 2014 7 12,481 647 88,297 1,959,758 8,482,991 2015 13 16,118 255 47,970 2,097,630 9,984,696 2016 9 5,895 227 42,011 2,259,476 10,503,038 2017 17 20,097 138 32,359 2,364,290 11,018,831 2018 17 21,139 203 29,817 2,459,051 11,559,765 2019 17 7,751 54 12,254 2,591,398 12,099,096 Source: City of Temecula, Community Development Department HdL Coren & Cone 379 City of Temecula Fiscal Year 2020-21 Tho Hea.r of 5authe,� Cah{oa Annual Operating Budget Wm C wtrp SUMMARY OF PROPERTY TAX RATES PERCENTAGE FISCAL SECURED UNSECURED TOTAL TOTAL OF LEVY YEAR TAX LEVY TAX LEVY TAX LEVY COLLECTIONS COLLECTED (Value in Thousands) 2009 5,488,424 270,359 5,758,783 5,127,498 89.04% 2010 4,687,041 266,174 4,953,215 4,492,060 90.69% 2011 4,672,790 249,746 4,922,536 4,389,089 89.16% 2012 4,710,884 252,438 4,963,322 4,503,729 90.74% 2013 4,716,136 256,805 4,972,941 4,846,143 97.45% 2014 5,032,879 255,945 5,288,824 5,069,777 95.86% 2015 5,543,535 262,054 5,805,589 5,865,982 101.04% 2016 5,885,507 265,256 6,150,763 6,316,654 102.70% 2017 6,201,407 287,494 6,488,901 6,708,009 103.38% 2018 6,516,826 288,369 6,805,195 6,974,177 102.48% 2019 6,811,965 298,560 7,110,525 7,327,720 103.05% Since the fiscal year ended June 30, 1994, the City of Temecula has received its property tax revenues in accordance with the Teeter Plan. Under the Teeter Plan, the City is paid in full each year for the actual amount of property taxes levied, regardless of the amount of delinquencies. As delinquent property taxes are collected, they are kept by the County including any penalties and interest. After 1994, any differences between the total tax levy and total collections are due to tax roll adjustments made during the year, resulting in a percentage that may be higher than 100%. Source: Riverside County Auditor -Controller City of Temecula, Finance Department 011l I� City of Temecula C( Fiscal Year 2020-21 The "e"`°F5°"""'"`a''`°'"'° one Ceentry Annual Operating Budget PRINCIPAL SECURED PROPERTY OWNERS Secured Unsecured Total 2019-20 2019-20 2019-20 Percent TAXPAYER TYPE OF BUSINESS Assessed Assessed Assessed of Net Valuation Valuation Valuation Assessed (in 000s) (in 000s) (in 000s) Valuation Medical Applicances Abbott Vascular, Inc.* Manufacuring $ 75,650 $ 115,779 $ 191,429 1.14% Temecula Towne Center Regional Shopping Associates Center 163,757 - 163,757 0.98% Temecula Valley Hospital Inc Health Care 108,163 108,163 0.65% Cape May Temecula Apartments LLC Residential Apartments 75,746 - 75,746 0.45% Foothills At Old Town LLC* Residential Apartments 75,688 - 75,688 0.45% Breit MF Campanula Way LLC Residential 73,913 639 74,552 0.45% DBL Properties LLC Residential 90,293 - 90,293 0.54% Inland Western Temecula Commercial Shopping Commons Center 64,551 - 64,551 0.39% Temecula Town Center Commercial Shopping Owner LLC Center 63,513 - 63,513 0.38% Commercial Shopping Redhawk Towne Center II Center 63,340 - 63,340 0.38% TOTAL - TOP TEN $ 854,614 $ 116,418 $ 971,032 5.83% TOTAL - CITYWIDE $ 16,098,578 $ 654,590 $ 16,753,168 * Pending Appeals on Parcels NOTE: Assessed values of parcel owned by related entities have been aggregated Source: HdL Coren & Cone 381 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT 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 District 0.55% 265,236 Eastern Municipal Water District, I.D. No. U-8 85.39% 3,185,938 Mt. San Jacinto Community College District 17.67% 30,503,802 Murrieta Valley Unified School District 0.01% 15,773 Temecula Valley Unified School District 68.71% 74,143,805 Rancho California Water District Community Facilities District No. 88-3 100.00% 520,000 Eastern Municipal Water District Community Facilities District No. 2002-04 100.00% 2,240,000 Eastern Municipal Water District Community Facilities District No. 2002-08 100.00% 530,000 Eastern Municipal Water District Community Facilities District No. 2005-38, I.A. B 100.00% 2,520,000 Eastern Municipal Water District Community Facilities District No. 2010-60 100.00% 12,310,000 Temecula Public Financing Authority Community Facilities District No. 01-2 100.00% 9,510,000 Temecula Public Financing Authority Community Facilities District No. 03-1 100.00% 9,260,000 Temecula Public Financing Authority Community Facilities District No. 03-2 100.00% 20,840,000 Temecula Public Financing Authority Community Facilities District No. 03-3 100.00% 3,495,000 Temecula Public Financing Authority Community Facilities District No. 03-6 100.00% 42,250,000 Temecula Valley Unified School District Community Facilities District No. 89-1 100.00% 4,120,000 Temecula Valley Unified School District CFD No. 2002-1, I.A. No. 1 27.65% 1,471,193 Temecula Valley Unified School District CFD No. 2002-2 100.00% 14,285,000 Temecula Valley Unified School District CFD No. 2004-1, I.A. A and B 100.00% 20,165,000 Temecula Valley Unified School District CFD No. 2005-1 28.72% 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 City of Temecula Fiscal Year 2020-21 Annual Operating Budget COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT DIRECT AND OVERLAPPING GENERAL FUND DEBT: Riverside County General Fund Obligations Riverside County Pension Obligation Bonds Murrieta Valley Unified School District Certificates of Participation City of Temecula General Fund Obligations TOTAL GROSS DIRECT AND OVERLAPPING GENERAL FUND DEBT Less: Riverside County supported obligations TOTAL NET DIRECT AND OVERLAPPING GENERAL FUND DEBT OVERLAPPING TAX INCREMENT DEBT: TOTAL DIRECT DEBT TOTAL GROSS OVERLAPPING DEBT TOTAL NET OVERLAPPING DEBT GROSS COMBINED TOTAL DEBT NET COMBINED TOTAL DEBT % Applicable (1) Debt 6/30/18 5.75% 43,677,277 5.75% 14,011,621 0.01% 2,333 100.00% 17,588,000 $ 75,279,231 99,814 $75,179,417 100.00% $75,545,000 $17,588,000 $387,466,222 $387,366,408 $405,054,222 (2) $404,954,408 (1) The percentage of overlapping debt applicable to the city is estimated using taxable assessed property value. Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is within the boundaries of the city divided by the district's total taxable assessed value. (2) Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and non -bonded capital lease obligations. Ratios to 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% 383 City of Temecula Fiscal Year 2020-21 Annual Operating Budget LARGEST EMPLOYERS BY NUMBER OF EMPLOYEES NUMBER OF EMPLOYEES As of As of As of As of As of NAME OF EMPLOYER June 2016 June 2017 June 2018 June 2019 June 2020 Temecula Valley Unified School District 2,961 3,050 3,050 3,096 2,600 Abbott Laboratories (f/k/aGUidantCorporation) 2,000 2,000 1,500 1,500 1,500 Temecula Valley Hospital 650 650 800 910 900 PHS Medline 900 900 900 900 900 Infinean Technologies America's Corp (f/k/a inri Rectifier) 585 697 672 670 650 Walmart 600 600 600 648 570 South Coast Winery Resort & Spa 256 425 425 500 500 Southwest Traders 109 109 109 458 455 Milgard Manufacturing 400 408 450 450 450 Costco Wholesale Corporation 376 404 404 404 420 EMD Millipore (f/k/achemi-con international) 330 375 375 350 350 DCH Auto Group Temecula 293 312 326 326 326 Channell Commercial Corporation 264 320 320 320 311 FFF Enterprises Inc. 303 303 303 315 300 Macy's 420 353 289 309 295 The Scotts Company 244 244 244 289 290 Paradise Chevrolet Cadillac 234 234 232 272 270 Toyota of Temecula Valley 187 187 230 240 240 Temecula Creek Inn 245 254 275 250 230 Home Depot 191 210 210 225 225 Air Bus DS Communications 180 190 190 190 190 City of Temecula 156 143 172 176 178 Securitas Security Services USA, Inc. ** ** ** 175 175 Lowe's 170 170 185 169 169 Dayton Hudson Corporation/Target 166 170 150 168 168 Rancho Family Medical Group ** ** 133 167 167 National Merchants Association ** 156 156 160 160 WinCo 154 154 154 154 154 Pacific Hydraulic Services/MWA 155 155 155 150 150 Opto 22, Inc. 150 150 150 150 150 B1's Restaurant & Brewery ** ** 150 150 150 Temcula Valley Winery Management ** ** 150 150 150 Rancho California Water District 143 143 143 146 150 JC Penney Company 150 150 150 150 138 Gosch/Rancho Ford Lincoln Mercury 150 150 153 125 120 Stater Brothers 115 117 118 118 110 RR Donnelley Company 107 107 107 107 105 Atria Vintage Hills 101 101 101 101 101 Tension Envelope 120 110 110 110 100 Bomatic, Inc. 100 100 100 100 100 ** Data Not Available Source: Temecula Valley Chamber of Commerce ~f _ City of Temecula R Fiscal Year 2020-21 Annual Operating Budget COMPARATIVE CITY INFORMATION ACTUAL ACTUAL NUMBER GENERAL GENERAL EXPENDITURES NAME FISCAL OF FUND FUND PER OF CITY YEAR EMPLOYEES POPULATION REVENUES EXPENDITURES CAPITA TEMECULA 2018-19 177* 113,826 $104,304,439 $99,332,578 $873 2017-18 168* 113,181 $98,140,769 $86,661,591 $766 2016-17 158* 111,024 $75,859,173 $74,122,150 $668 2015-16 158* 109,064 $70,230,811 $64,089,782 $588 2014-15 156* 108,920 $64,854,471 $64,094,683 $588 ESCONDIDO 2018-19 960 152,213 $105,610,444 $105,815,142 $695 2017-18 954 152,739 $100,665,380 $101,669,305 $666 2016-17 1,032 151,478 $93,961,900 $95,831,502 $633 2015-16 1,018 151,492 $92,819,830 $91,111,638 $601 2014-15 1,028 150,760 $86,972,237 $89,013,686 $590 MORENO VALLEY 2018-19 450 208,297 $112,290,853 $102,279,118 $491 2017-18 456 207,629 $106,837,841 $107,247,625 $517 2016-17 446 206,750 $95,087,633 $90,077,931 $436 2015-16 429 201,175 $93,125,680 $85,081,035 $423 2014-15 413 200,670 $84,494,238 $81,673,910 $407 HEMET 2018-19** - - - - - 2017-18 339 83,166 $50,126,989 $46,555,092 $560 2016-17 300 81,868 $38,969,150 $41,312,392 $505 2015-16 276 83,032 $37,416,864 $39,133,264 $471 2014-15 280 82,253 $34,613,345 $36,609,956 $445 LAKE ELSINORE 2018-19 101 62,949 $41,336,324 $41,054,855 $652 2017-18 96 63,365 $41,848,538 $42,632,954 $673 2016-17 101 62,092 $42,303,405 $42,089,161 $678 2015-16 91 58,426 $39,467,273 $39,058,050 $669 2014-15 83 60,029 $36,622,958 $36,418,612 $607 MURRIETA 2018-19 347 115,231 $58,115,146 $51,949,869 $451 2017-18 321 113,541 $46,103,421 $41,634,368 $367 2016-17 320 114,914 $41,186,153 $45,369,337 $395 2015-16 317 113,795 $42,170,532 $39,187,888 $344 2014-15 315 107,279 $39,399,871 $37,614,547 $351 *Denotes total authorized positions within the City of Temecula **Denotes the 2019 CAFR for Hemet was not available at the time this document was printed. 385 Dui F jCity of Temecula R Fiscal Year 2020-21 The Heaa a(Sauth— Caito— Annual Operating Budget ".- Country 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 CECIA — 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 387 jCity of Temecula R Fiscal Year 2020-21 The H.-a(Sauth—Cai&,a Annual Operating Budget ".- Country 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 PEG — Public, Education & Government Fees Fund 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 388 jCity of Temecula R Fiscal Year 2020-21 The Heaa a(Sauth— Caito— Annual Operating Budget ".- Country 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 — California's Standardized Emergency Management System SLESF — Supplemental Law Enforcement Services Fund SOR — Service Order Requests SQL — Structured Query Language TCC —Temecula Citizens' Corps TCSD —Temecula Community Services District TEEM —Temecula Energy Efficiency Asset Management Fund TOT — Transient Occupancy Tax TUMF —Transportation Uniform Mitigation Fee TVE2/TVEE —Temecula Valley Entrepreneurs' Exchange TVUSD —Temecula Valley Unified School District WQIP —Water Quality Improvement Plan WQMP — Water Quality Management Plan WRCOG — Western Riverside Council of Governments YEPP—Youth Emergency Preparedness Program Annual Operating Budget 389 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS ACCRUAL BASIS —The recording of the financial effects on a government of transactions and other events and circumstances that have cash consequences for the government in the periods in which those transactions, events, and circumstances occur, rather than only in the periods in which cash is received or paid by the government. ACTUAL - Represents the actual costs from the results of operations. ADOPTED - Represents the budget as approved by the City Council. AGENCY FUND - A fund normally used to account for assets held by a government as an agent for individuals, private organizations or other governments and/or other funds. APPROPRIATION - A legal authorization granted by the City Council to make expenditures and incur obligations for specific purposes. AUDIT - A systematic collection of the sufficient, competent evidential matter needed to attest to the fairness of management's assertions in the financial statements or to evaluate whether management has efficiently and effectively carried out its responsibilities. BALANCE SHEET - The financial statement disclosing the assets, liabilities, and equity of an entity at a specified date. 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 390 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS (continued) CORE VALUES - The six strategic priorities identified by the Temecula community as part of the Temecula 2030 Quality of Life Master Plan in October 2011. These core values reflect the vision for the City's ideal future, and commit the City through a performance based process to accomplish those values through a series of five year long term goals which are developed as part of the budget process. COVID-19 —The viral outbreak, caused by a coronavirus that causes upper -respiratory illness, became a pandemic in the first quarter of 2020. The economic impact it will have on local government is difficult to predict due to the sudden and unprecedented nature of the pandemic. The full effect may not be known for some time but local governments are likely to see significant reductions in tax revenues. CURRENT BUDGET - Represents the original adopted budget plus any approved changes and anticipated year-end adjustments. DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Sometimes referred to as a Sinking Fund. DESIGNATED FUND BALANCE - Management's intended use of available expendable financial resources in governmental funds reflecting actual plans approved by the City Council. ENCUMBRANCE - Obligations in the form of purchase orders, contracts, or other commitments. They cease to be encumbrances when paid, cancelled, or when the actual liability is set up. EXPENDITURES - Decreases in net financial resources that include current operating expenses that require the current or future use of net current assets, debt services, and capital outlays. FEES - Charges for specific services. FINES AND FORFEITURES -. A fine is a financial penalty imposed by a government agency as restitution for wrongdoing. The wrongdoing is typically defined by a codification of legislation, regulations, and decrees. Forfeiture is the automatic loss of property, including cash, as a penalty for breaking the law, or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting in confiscation of the property. FISCAL YEAR - The period designated by the City for the beginning and ending of financial transactions. The fiscal year begins July 1 and ends June 30. FRANCHISE - A special privilege granted by a government, permitting the continued use of public property, such as refuse disposal and cable television, and usually involving the elements of monopoly and regulation. FULL-TIME EQUIVALENTS (FTE) - The amount of time a position has been budgeted for in terms of the amount of time a regular, full-time employee normally works in a year. Most full-time employees are paid for 2,080 hours in a year. Annual Operating Budget 391 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS (continued) FUND - A fiscal and accounting entity with a self -balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equities or balances and changes therein which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. FUND BALANCE - The difference between assets and liabilities that is generally spendable or available for appropriation. Some Governmental funds as well as Proprietary and Fiduciary funds which utilize full accrual basis of accounting also include 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 X11113 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. Annual Operating Budget 392 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS (continued) 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. 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 they become susceptible to accrual that is when they become both "measurable" and "available" to finance expenditures of the current period. Expenditures are recognized when the fund liability is incurred except for (1) inventories of materials and supplies that may be considered expenditures either when purchased or when used. All governmental funds, expendable trust funds and agency funds are accounted for using the modified accrual basis for accounting. Annual Operating Budget 393 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS (continued) 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. 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 2004-05 base year, each city's and county's property tax in lieu of VLF increases annually in proportion to the growth in gross assessed valuation in that jurisdiction. REVENUES - The yield of taxes and other sources of income that a governmental unit collects and receives for public use. SALES AND USE TAX - Sales tax applies to the sale of merchandise, including vehicles within the State of California. The use tax applies to the use, storage or other consumption of those same kinds of items within the state. Sales tax applies when physical merchandise is purchased in California and use tax applies when a similar purchase without tax is made from a business located outside the state. SPECIAL ASSESSMENT - A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) — Successor agency established in order to pay the debts and obligations and to perform the obligated activities of the former Temecula Redevelopment Agency (RDA) due to ABx1 26 which dissolved Redevelopment Agencies. Annual Operating Budget 394 City of Temecula Fiscal Year 2020-21 Annual Operating Budget GLOSSARY OF TERMS (continued) 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. The City of Temecula's Transient Occupancy Tax rate is 8%. TRANSFERS TO CIP - Authorized exchanges of cash or other resources to the Capital Improvement Program. UNDESIGNATED FUND BALANCE - Available expendable financial resources in a governmental fund that are not the object of tentative management plans (i.e. designations.) USE OF MONEY AND PROPERTY - Classification used for revenue sources which include lease and rental income, as well as investment interest. USER CHARGES/FEES - A sum of money paid by the individual who chooses to access a service or facility. Examples of user fees include building permit fees and recreation class fees. With user fees, the individual directly pays for something he or she wants and receives what he or she has paid for. 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 395 ELECTRONIC COMMENTS SUBMITTED FOR THE RECORD 1 From:Randi Johl Sent:Thursday, May 21, 2020 8:15 AM To:Randi Johl Subject:FW: Public Comment - Stop Ynez Widening Attachments:Ynez Widening 5-20-20.docx From: Randi Johl Sent: Thursday, May 21, 2020 8:14 AM To: Habib Isaac < Subject: RE: Public Comment - Stop Ynez Widening Received and thank you. Randi Johl, JD, MMC Legislative Director / City Clerk randi.johl@temeculaca.gov 41000 Main St, Temecula, CA 92590 Please note that email correspondence with the City of Temecula, along with attachments, may be subject to the California Public Records Act, and therefore may be subject to disclosure unless otherwise exempt. From: Habib Isaac < Sent: Wednesday, May 20, 2020 9:47 AM To: Randi Johl <randi.johl@temeculaca.gov> Subject: Public Comment - Stop Ynez Widening Good morning Randi, I am a homeowner within Los Ranchitos and I am opposed to the Ynez Widening project. Please read my letter into the record during public comment. I will try to join, but I also have a commitment at the same time. Thank you, Habib Isaac IB Consulting, LLC Principal | Managing Partner 31938 Temecula Parkway, Suite A #350 2 Temecula, Ca. 92592 Habib Isaac – Property Owner within Los Ranchitos Temecula, CA. 92592 Subject: Public Comment – Stop Ynez Widening I am a property owner in Los Ranchitos which has a primary Zone designation of Residential Low Density and our CC&Rs limits subdivision to be no less than 2 acre lots to maintain our low residential density community. I am opposed to the widening of Ynez Road as it will only increase existing concerns and traffic issues to the Los Ranchitos residents. There has a been a number of collisions due to excessive vehicular trips, excessive speeds, and marginal visibility for our residents to access our residential properties for ingress and egress. It has been common practice for the City Council to assist with mitigating traffic concerns voiced by residents regarding their neighborhoods. I have two examples of this that provide a fair comparison to the issue at hand with the proposed Ynez widening. In 2017, Calle Pina Colada road that connect La Serna Way to Meadowview (which is very similar development as Los Ranchitos), a traffic analysis was conducted due to concerns expressed by property owners/ residents regarding the excessive use of the street as it relates to excessive cut-through traffic, excessive vehicular speeds, excessive commercial vehicle trips, school-related cut-throughs, and stop sign violations. Similar to Calle Pina Colada, all of these concerns are similarly represented by the Los Ranchitos homeowners and residents. The City took measures to implement “Traffic Calming.” These measures included greater speed enforcement by Temecula police, time restrictions for street access, and turn restrictions for accessing Calle Pina Colada. All these measures were implemented to reduce traffic trips and limit the street from being used as an arterial type function. We too are requesting similar solutions to maintain the primary intent of Ynez Road in providing Residential access and not general ingress and egress that is more suitable for arterial streets, such as, Temecula Parkway. In 2019, Vail Ranch Parkway also received City Council approval for implementing a Traffic Calming Plan to mitigate excessive vehicular speeds and visibility constraints that were concerns conveyed to the City by residents. The recommendations included reducing the speed limit and reducing traffic circulation by limiting access to one lane as part of a “Road Diet.” City Council approved these recommendations in August 2019 for Vail Ranch Parkway, which is located off of Temecula Parkway at a distance from Temecula Parkway similar to Ynez road from Temecula Parkway. The approved changes would improve sight distance, allow existing drivers to gauge speed of approaching vehicles more accurately with one lane, reduce overall speeds, eliminate excessive speeds generated by vehicular passing, reduce the number of traffic lanes pedestrians are required to cross, and mitigate potential collisions. Again, these are all similar concerns shared by the Los Ranchitos residents regarding the widening of Ynez Road. The potential Ynez Road widening would actually increase the exact impacts that the City Council approved to mitigate for Vail Ranch Parkway. We currently already deal with visibility issues from our residences at current excessive speeds. I have seen collision and have been part of a fender bending while trying to turn into my residence. I use my turn signal indicator well before 200 feet away from my property and still always look in my review mirror hoping that the traffic behind me realize that I need to slow down to access my residential property. The current vehicular traffic has no regard for our Residential access, and I have been subject to countless horns behind my vehicle as I slow down to access my residential property. Widening Ynez will only promote this behavior and generate aggressive passing with two lanes as Los Ranchito residents’ access (to and from) their properties. This is an unnecessary improvement that Los Ranchitos residents do not want or require. Funds would be better spent to improve Temecula Parkway and the I-125 interchange. As growth occurs, Traffic Impact Fees should be sufficiently updated to ensure traffic fee recovery can fund the required improvements to accommodate growth and the incremental demand placed on the City. Doing so would fall in-line with “Growth pays for Growth,” instead of a band-aid fix to an apparent regional improvement requiring coordination with Caltrans, New Development, and the use of Impact Fees. Los Ranchitos HOA Board has worked in concert with the City on many issues and development transactions. We ask that you maintain our historical community intact reflecting a low residential density community. Sincerely, Habib Isaac Temecula, Ca. 92592 1 From:Randi Johl Sent:Thursday, May 21, 2020 8:13 AM To:Lee R Subject:RE: Public Comment - STOP YNEZ WIDENING Received and thank you. Randi Johl, JD, MMC Legislative Director / City Clerk randi.johl@temeculaca.gov 41000 Main St, Temecula, CA 92590 Please note that email correspondence with the City of Temecula, along with attachments, may be subject to the California Public Records Act, and therefore may be subject to disclosure unless otherwise exempt. From: Lee R < Sent: Wednesday, May 20, 2020 6:50 PM To: Randi Johl <randi.johl@temeculaca.gov> Subject: Public Comment - STOP YNEZ WIDENING Please read the attached letter during the Public Comments section. I understood this is a budget meeting. With that in mind, I wanted to encourage you to find better use for the money currently budgeted to convert Ynez Rd into a freeway bypass . The main cause for the traffic issue on Ynez is the failure of I-15 @ Winchester. A better use of the Ynez widening budget would be to work with CalTrans to speed up the improvement of the I-15@ Winchester. Nowadays when every agency is struggling to find ways to save money while improving or at least maintaining the quality of service, we shouldn't use city funds to lower the quality of life of city residents. Please reconsider the scope of the currently allocated budget for Ynez widening, to better serve our community/city. Thank you, Lee Rosu On Tue, Apr 28, 2020 at 4:06 PM Randi Johl <randi.johl@temeculaca.gov> wrote: 2 Received and thank you. Randi Johl, JD, MMC Director of Legislative Affairs / City Clerk randi.johl@temeculaca.gov 41000 Main St, Temecula, CA 92590 The linked image cannot be displayed. The file may have been moved, renamed, or deleted. Verify that the link points to the correct file and location. Please note that email correspondence with the City of Temecula, along with attachments, may be subject to the California Public Records Act, and therefore may be subject to disclosure unless otherwise exempt. From: Lee R < Sent: Tuesday, April 28, 2020 4:05 PM To: Randi Johl <randi.johl@temeculaca.gov> Subject: Public Comment - STOP YNEZ WIDENING Hello, Please read the attached letter during the Public Comments section. Thank you very much, Lee Rosu TEMECULA, CA 92592