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HomeMy WebLinkAbout052418 CC 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 II] AGENDA TEMECULA CITY COUNCIL BUDGET WORKSHOP CONFERENCE CENTER 41000 MAIN STREET TEMECULA, CALIFORNIA MAY 24, 2018—8:30 AM CALL TO ORDER: Mayor Matt Rahn Flag Salute: Council Member James "Stew" Stewart ROLL CALL: Comerchero, Edwards, Naggar, Stewart, Rahn PUBLIC COMMENTS If a speaker chooses to address the City Council on a matter not listed on the agenda, a Request to Speak form may be filled out and filed with the City Clerk prior to the City Council addressing Public Comments. Once the speaker is called to speak, please come forward and state your name for the record. Each speaker is limited to three minutes. For Council Business items on the agenda, a Request to Speak form may be filed with the City Clerk prior to the City Council addressing that item. Each speaker is limited to five minutes. CITY COUNCIL BUSINESS 1 Review Fiscal Years 2019-23 Capital Improvement Program (CIP) and Review Fiscal Year 2018-19 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: 1.1 That the City Council/Board of Directors review and discuss the Proposed Fiscal Years 2019-23 Capital Improvement Program (CIP) and Review Fiscal Year 2018-19 Annual Operating Budgets for the City of Temecula, the Temecula Community Services District (TCSD) and the Successor Agency to the Temecula Redevelopment Agency (SARDA). ADJOURNMENT Next regular meeting: Tuesday, June 12, 2018, at 5:30 PM, for a Closed Session, with regular session commencing at 7:00 PM, City Council Chambers, 41000 Main Street, Temecula, California. 1 NOTICE TO THE PUBLIC The agenda packet (including staff reports and public Closed Session information)will be available for public viewing in the Main Reception area at the Temecula Civic Center (41000 Main Street, Temecula) after 4:00 PM the Friday before the City Council meeting. At that time,the agenda packet may also be accessed on the City's website—TemeculaCA.gov—and will be available for public viewing at the respective meeting. Supplemental material received after the posting of the Agenda Any supplemental material distributed to a majority of the City Council regarding any item on the agenda, after the posting of the agenda,will be available for public viewing in the Main Reception area at the Temecula Civic Center(41000 Main Street,Temecula, 8:00 AM — 5:00 PM). In addition, such material will be made available on the City's website — TemeculaCA.goy — and will be available for public review at the respective meeting. If you have questions regarding any item on the agenda for this meeting, please contact the City Clerk's Department, (951) 694- 6444. 2 CITY COUNCIL BUSINESS Approvals City Attorney ILL Director of Finance City Manager CITY OF TEMECULA/TEMECULA COMMUNITY SERVICES DISTRICT/ SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY AGENDA REPORT TO: City Council/Board of Directors FROM: Aaron Adams, City Manager/General Manager/Executive Director DATE: May 24, 2018 SUBJECT: Review Fiscal Years 2019-23 Capital Improvement Program (CIP) and Review Fiscal Year 2018-19 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 2019-23 Capital Improvement Program (CIP) and Review Fiscal Year 2018-19 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 12, 2018 meeting. The attached Transmittal Letter summarizes the highlights of the Fiscal Year 2018-19 Proposed Annual Operating Budget and Fiscal Years 2019-23 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 2019-23 3. Proposed Fiscal Year 2018-19 Annual Operating Budget (both attachments have been distributed to Council and Staff under separate cover) Ak Alt City of Temecula Fiscal Year 2018-19 Annual Operating Budget May 24, 2018 The Honorable Mayor and Members of the City Council: I am pleased to submit the Proposed Annual Operating Budget for the Fiscal Year 2018-19. 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 2018-19 Proposed Annual Operating Budget has been developed after a considerable review process. Departmental budget submittals were prepared and reviewed by line item in connection with projected revenues. Detailed performance objectives and accountability measures were developed consistent with the City's Quality of Life Master Plan. Five-year revenue and expenditure projections were developed to identify the future impacts of proposed staffing and program changes, as well as the impact of proposed capital improvement projects. The resulting budget is realistic and balanced, and continues to provide quality services to the community while effectively utilizing available resources. CITY OF TEMECULA PROFILE The City of Temecula is a dynamic community comprised of approximately 113,181 citizens. The City maintains 40 parks on 316 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 28,679 students at the kindergarten through 12th grade levels within the City. The City of Temecula prides itself on its community focus and quality of life. Temecula's residents enjoy one of the finest lifestyles in Southern California. Environmental and residential factors create a beautiful r setting that attracts young, well-educated families to �= ' upscale homes that are inexpensive by Southern California standards. � Geography contributes to the City's population and retail growth from San Diego and Orange Counties. Temecula's leadership has approached economic growth from a qualitative standpoint, providing the City with a favorable share of the region's higher paying and high technology career opportunities. The City's average income levels are higher than the surrounding region, the educational performance of its young people is above the State average, and Temecula has been recognized as one of Nation's safest cities. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country ECONOMIC INDICATORS The City of Temecula has experienced solid economic growth over the past year, as illustrated by the indicators discussed below. • Current Population: 113,181, up 1.9%from 2017 (Source:State Department of Finance) • Median Age: 35.1 years old, up .2 from 2017 (Source: Nielson Report-April 2018) • Number of Households: 35,466, up 1.5%from 2017 (Source: Nielson Report-April 2018) • Average Household Income: $109,659, up 12.4%from 2017 (Source: Nielson Report-April 2018) • April Median Home Price: $460,000, up 5%from April 2017 (Source:Southwest Riverside County Association of Realtors) • Number of Jobs: 55,100, up 6.6%from 2017 (Source: EDD) • March Unemployment Rate: Temecula: 3.5% (down from 3.9% from March 2017), Riverside County:4.2%, CA: 4.2%, Nation: 4.1% (Source: EDD& BLS) Steady expansion of the City's economic base leads to growth in City revenues, which, allows the City to continue to provide the high level of services citizens enjoy, as noted in a recent Citizen Opinion Survey stating that 93%of Temecula residents indicated they were satisfied with the City's municipal services. IMPACTS OF STATE LEGISLATION A number of State ballot measures are in process,which could have profound impacts on the City's ability to continue to fund road maintenance and capital projects, including: ➢ Potential Repeal of Senate Bill 1: The Road Repair and Accountability Act of 2017 In April 2017, California passed Senate Bill 1 (SBI) which provides more than $5 billion annually to make road safety improvements, fill potholes, repair local streets, freeways, tunnels, bridges and overpasses and invest in public transportation in every California community. Currently, politicians are collecting signatures to try to repeal SBI. FY2018-19 SB 1 revenues for the City of Temecula are estimated to be$1.8 million for road maintenance, plus an additional $37.6 million earmarked for the French Valley Parkway, Phase II Capital Improvement Project and $3.7 million dedicated to the Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect Capital Improvement Project. ➢ Proposition 69: Constitutional Amendment to Protect Diversion of Transportation Dollars Article XIX of the CA Constitution protects the gasoline tax and vehicle registration fees,and some sales tax on diesel,and dedicates them to transportation purposes—about 70%of SB 1 revenues. Prop. 69 (up for vote in June 2018) extends these same protections to the remaining 30%of new SB 1 revenues. ➢ Proposition 64: Control, Regulate and Tax Adult Use of Marijuana Act(AUMA) In November 2016, California voters approved Proposition 64 by a margin of 56%to 44%to legalize recreational use of cannabis for persons 21 years of age and over. Under Proposition 64, local governments have the ability to regulate, license or prohibit commercial cannabis. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country While the City of Temecula currently prohibits all commercial cannabis, a recently conducted community survey provided Council with information to evaluate the Cannabis Ordinance. Future community education workshops and evaluation of the City's Ordinance will continue into FY2018-19. ➢ State Water Resources Control Board 13383 Order On April 7, 2015, the State Water Resources Control Board (State Water Board) adopted statewide Trash Provisions to address the pervasive impacts trash has on the beneficial uses of surface waters. The Trash Provisions establish a statewide water quality objective for trash and a prohibition of trash discharge, or deposition where it may be discharged, to surface waters of the State. As a result of this Order,the City must install, operate and maintain full capture systems for the storm drain network that capture runoff. It is estimated that a total of 500 catch basin inlet filters will be installed over a 10-year period, beginning in 2019. ➢ Homelessness According to the 2014 Annual Homeless Assessment Report, more than one in five people who are homeless in the United States live in California, and two-thirds of all people experiencing homelessness in California are unsheltered. Although homelessness exists statewide— exacerbated by decades of deep cuts to federal and state funding for affordable housing and by rising inequality—it is managed mostly at the local level. The state legislature has been slow to respond to this widespread problem, forcing municipal governments to address homelessness often with limited resources. The City of Temecula established its Responsible Compassion program within the Temecula Community Services Division and has dedicated local resources to further improve quality of life by developing awareness, understanding and participation in a comprehensive strategy to solve homelessness in Temecula. 2018-19 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. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gai{orn.. Wme County, OBJECTIVES AND PERFORMANCE MEASURES The budget document includes the short term operational objectives for completion in Fiscal Year 2018- 19 and the performance measures for evaluating the completion of those objectives. These objectives were developed in a collaborative process with all City staff members in order to identify how each department can contribute to the overall long term goals of the City. The objectives were then used by the departments in order to identify and justify their Annual Operating Budget submittals. The short term objectives are detailed by Department in the Departmental Information section of this budget document. Each Department section also includes the objectives and performance measures cross referenced by Five Year Goal and QLMP Core Value, along with significant accomplishments, and a detail of the expenditure requests and personnel allocations which will be used to meet the objectives. LONG-RANGE FINANCIAL FORECAST With the recent passage of Measure S in November 2016 (one-cent Transactions and Use Tax) combined with ongoing fiscal restraint, the City is in a strong fiscal position over the coming five-year period, with all funds balanced, reserves fully-funded and available fund balance in both the General Fund and the Measure S Fund. As illustrated below, the General Fund Ending Balance over the ensuing five-year period is sufficient to meet the operational needs of the City as well as fully fund the Reserve for Economic Uncertainty(20%of Operating Expenditures) and the Secondary Reserve (5% of Operating Expenditures). In addition, a total of$8 million was deposited into an Internal Revenue Code Section 115 Irrevocable Pension Trust in Fiscal Year 2017-18, in order to address future pension General Fund 5-Year Projections liabilities of the City. This 35,000,000 Fund Balance Trend Trust will serve as a tertiary Actuals Projected 30,000,000 8M deposit into Pension Trust reserve, in addition to the aforementioned General 25,000,000 Fund Reserves. 20,000,000 — Total Reserves, including 15,000,000 the Trust proceeds totals $27.0 million for Fiscal Year 7-000 F112-13 FM-14 FY14-15 FY15-16 FY16-17 FY17-1S FY1S-19 FM-20 FY20-21 FM-22 2018-19. —Fund Balance —Funded Reserve O Desired Reserve GENERAL FUND ANALYSIS Fiscal Year 2018-19 Ending Fund Balance is projected to be $24,068,646. Total Reserves, at 25% of Expenditures, totals $19,013,935, with another $367,077 assigned to cover the costs of the Pechanga- funded police officer for Fiscal Year 2019-20, leaving an Unassigned (available) Fund Balance of $4,687,634. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Countn• General Fund Revenue Highlights General Fund Revenue is projected to increase by 2.3%over the prior year with a total of$78,359,478, of which$5,296,813 was transferred in from the Measure S Fund to primarily cover the costs associated with additional Public Safety personnel. The change in the major revenue sources are noted below: • Sales Tax($37,845,104) is projected to decrease by 0.7% compared to FY2017-18 due to a large one-time adjustment received in the prior year. • Property Tax($8,288,316) is projected to increase 4.6%, as assessed valuations continue to climb and values are restored to pre-recessionary levels • Franchise Fees ($3,336,935) are projected to remain flat due to fewer cable subscribers than in prior years, offset by slight increases in electricity rates. • Transient Occupancy Tax ($3,541,613) is projected to increase by 1.9%, due to the opening of a new hotel combined with increased mid-week occupancies expected as a result of the recent expansion of the Pechanga Resort and Casino's convention center. • Licenses, Permits & Service Charges ($4,036,793) are projected to decrease by 3.5% due to less Planning, Land Development and Fire permit activity projected compared to the prior year. • Intergovernmental Revenues($8,112,645)are projected to increase by 3.8%due to the increases expected in Property Tax In Lieu of Vehicle License Fees which is driven by increasing property values within the City. • Operating Transfers In($2,995,983) 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 $2,809,983 to be spent on street and road maintenance. The Supplemental Law Enforcement Services Fund is anticipated to transfer$186,000 to supplement the Police Department Pro pe rty Tax bud 8 et. General Fund Revenue 11% Prop.Tax in Lieu of 0L; • Operating Transfers In - Fiscal Year 20Franchise Fees Measure S ($5,296,813) will 4% TOT fund 10 new Police Officers, 4% —MeasureC staffing for Fire Station No. 2% 95, the purchase of a Fire —Licenses/Permits Sales Tax s% Ladder Truck, four fire 47 Measure inspection vehicles, and 7% enhanced custodial services Transfers In 18-19 Reimbursements 4% provided at the City's public °2 r 4% parks. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country General Fund Expenditure Highlights The largest expenditure of the General Fund is Public Safety, which has grown from 56% of total expenditures in the prior fiscal year, to 59% in Fiscal Year 2018-19. In accordance with the Measure S ballot language and City Council appropriation guidelines, the City has invested heavily in Public Safety over the past year and continues to hold Public Safety as its highest priority. A total of$5.8 million, or 22%, of Measure S revenue is dedicated to Public Safety expenditures for FY2018-19 including the funding of the following: .ft • Ten Sworn Police Officers ($3.4 million) • Fire Station No. 95 Staffing ($1.6 million) .l • The purchase of a replacement Fire Ladder Truck ($650k—to add to $650k funded in prior year) • The replacement of 4 inspection vehicles and the future v V replacement of the Ladder Truck($170k) In addition to the Measure S-funded Public Safety expenditures, the General Fund will provide for one additional Sworn Police Officer in FY2018-19 bringing the total Sworn Officer count to 112, in order to maintain existing officer-to-population ratios, plus two additional Fire Prevention personnel to complement the newly created Fire Inspection Program. The Police Department will purchase two replacement motorcycles in FY2018-19,and the Fire Department will purchase two new inspection vehicles,two replacement battalion chief-style vehicles and receive the replacement Ladder Truck by the end of the fiscal year. Additionally, two Fire Stations will be remodeled and the floors at three fire stations are scheduled to be refurbished the coming year. General Fund Operating Expenditures totals$76,055,739, which represents a 4.1% increase over the prior fiscal year. The majority of the increase is reflected in the two Public Safety departments, as noted below: • Police ($34,658,161) is increasing by 5.9% over the prior year, due to the addition of 1 new Police Officer, as mentioned above. With the contract rates charged by the County not available until March 2019, staff has projected a 7% increase over the current year's rates to account for increased CalPERS and potential labor increases resulting from ongoing union negotiations. • Fire($9,852,690) is increasing by 21.5%due to the full year of staffing for Fire Station No. 95, which opened January 1,2018. The addition of one Fire Safety Specialist and one Fire Systems Inspector are included to fully implement the Fire Inspection Program. The Fire Budget of $9.8 million is net of the Structural Fire Tax Credit of$8.7 million. The Total Fire Budget is $18,633,194 for Fiscal Year 2018-19. • Non-Safety Departments($29,636,227) is increasing by 4.6% primarily due to the addition of 3.5 Full-Time Equivalent authorized positions in the Community Development Department and City Manager's Office. Additionally, a Citywide training program and the reclassification of 16 employees are reflected, in accordance with labor union obligations. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wine Country • Non-Departmental ($1,908,661) reflects a 51% decrease due to the one-time deposit of $750,000 towards the Retiree Medical Contribution in the prior year, intended to reduce future years' annual required contributions. Additionally,the prior fiscal year included a one- time reimbursement to a new auto dealership. General Fund Expenditures Non-Departmental Fiscal Year 2018-19 2% Police 46% Community Devel. Public Safety= 59% Public Works 19% Fire 13% Administrative 13% Operating Transfers Out& One-Time Payments This category of expenditures reflects funds that are transferred to other funds, such as the CIP and Debt Service Funds. A total of$367,233 is being transferred for the financing of the acquisition of the City's streetlights, currently owned by Southern California Edison. This $5.4M project will be financed over a 15-year period, and is estimated to save approximately $800,000 annually. To further yield operating savings from the streetlight acquisition program, a total of$2.5 million will be transferred to the CIP for the conversion to LED lighting for the City's streetlights. Finally, a total of$2,132,450 will be transferred to the Debt Service Fund for the annual Civic Center Lease payment. Fund Balance&Reserves As noted above, the Ending Fund Balance, as of June 30, 2019 is projected to be $24,068,646, with the Reserve for Economic Uncertainty fully funded at $15,211,148, which represents 20% of General Fund Expenditures. Additionally, the Secondary Reserve, set at 5% of General Fund Expenditures, is fully- funded at $3,802,787. After Fund Balance assignments for future year expenditures, the remaining available fund balance totals$4,687,634. MEASURE S FUND With the approval of a one-cent transactions and use tax measure in November 2016, a new fund was established to account for this new revenue source and enhance budgetary accountability of Measure S expenditures. It was originally anticipated this new revenue source would generate approximately $23 million per year, however actual receipts are on target to reach $25 million in FY2017-18. Fiscal Year 2018-19 Measure S revenue is conservatively projected to increase 1% over the prior year, to a total of $25.2 million. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre heart of Sou Fiero C,,[fvr a Wine Countn• In accordance with the Council's approved spending guidelines, Measure S - FY18-19 Appropriations Measure S revenue is to be $26,458,666 appropriated in the following order: 1. Public Safety General Pub I ic Safety, 2. Asset Management F" Services, $5,870,561, 3. Capital Improvement Projects 4. General Services 26% Asset Mgmt, $2,900,000, Capital Public Safety(22%) Projects, The Proposed Budget includes $10,853,234, $5,870,561 of Measure S funding 41% dedicated to Public Safety, for the continued support of the ten new Police Officers hired in April 2017, Fire staffing for Fire Station No. 95 opened January 1, 2018, as well as the continued Fire staffing model of four- persons-per-engine. A replacement Ladder Truck for the Fire Department will be received in FY2018-19. Asset Management/Investment(11%) As noted in Council's appropriation guidelines for Measure S,ensuring adequate reserves are set- aside for the future replacement of City-owned assets is critical to the long-term viability of the City's operations. As such, the Proposed Budget includes contributions towards several Replacement Reserve Funds, including: • Vehicle Replacement Reserve -$500,000 • Technology Replacement Reserve -$500,000 • Facilities Replacement Reserve-$500,000 • Street Maintenance Reserve - $1,400,000 As the City finalizes the Replacement Schedule for each category of assets noted above, the benefitting departments will also deposit funds into the reserve accounts to create adequate funding levels to purchase replacement assets in future Operating Budgets. Capital Improvement Program(41%) The Proposed Budget includes $10,853,234 of Measure S revenue allocated to fund 46 separate CIP projects. The influx on Measure S funding has allowed the City to leverage other funding sources, such as Development Impact Fees and various Grant funds,to complete projects in a timelier manner. Major Projects for FY2018-19 include: • Margarita Recreation Center - $4,708,150 to be added to the carryover budget amount of $646,773 necessary to complete the design and construction of a new recreation facility. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula (0,( Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country • Playground Equipment Enhancement and Safety Surfacing-$750,000 for the re-design of various City parks. • Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension -$702,343 to be added to the carryover budget amount of$119,556 to serve a match for the$3.6M grant-funded project. • Fire Station No. 84 Improvements - $500,000 to augment the carryover budget of$166,750 for the renovation of the fire station, including the addition of a gym. • Teen Village - $500,000 to augment the carryover budget of$503,165 to begin the design and eventual construction of this desired facility, ultimately leveraging nearly$3M in DIF funds. • Community Recreation Center (CRC) Pool Site Enhancement and Renovations - $450,000 to be added to the carryover budget of$410,000 for the complete removal and replacement of the pool decking, pool re-plaster and the installation of LED lighting to improve energy efficiency. General Services(26%) The Temecula Community Services District (TCSD) has historically been funded with voter-approved Measure C funding and program-related revenue. The General Fund has contributed the remaining funds necessary to close the funding gap between revenue and expenditures. Fiscal Year 2018-19 Proposed Budget reflects Measure S funding be used to fill this gap,freeing up General Fund dollars to avoid future deficits within the General Fund. • TCSD Operations contribution -$6,033,431 • Library contribution -$662,527 • Service Level B—Residential Streetlights-$62,661 • Enhanced Custodial Services -$76,262 The Ending Fund Balance within the Measure S Fund is projected to be $3,204,565, which will carry- forward to the ensuing fiscal year. MAJOR SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for activities paid for by taxes or other designated revenue sources that have specific limitations on use according to law. The City has eleven Special Revenue Funds. The major Special Revenue funds are highlighted below. Fund 100-Gas Tax: Gas Tax revenue is projected to be $2,809,983, which reflects an increase of 16.8% due to higher volumes of gasoline sales over the prior year. Fund 102—Road Maintenance Rehabilitation Account(RMRA): Per the Road Repair and Accountability Act of 2017 (SBI-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$1,843,670 for FY2018-19,to be allocated to the Pavement Rehabilitation Capital Improvement Project. Fund 103—Street Maintenance Fund: This new fund is established to accumulate resources for the future replacement of streets and roads throughout the City. Initial funding of$1.4 million from Measure S is programmed for Fiscal Year 2018-19. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gzi{orn.a Wine Country Fund 120 — Development Impact Fees: DIF revenue is projected to be $3,963,968, which reflects a decrease of 34%. DIF revenue varies from year-to-year as it is based on anticipated development projects. The majority of DIF Revenues are transferred to the CIP to fund capital projects. Fund 125 — Public, Education & Government (PEG): PEG Fund revenues are received from local cable operators for the sole purpose of supporting the access facilities within the City. PEG Revenues are projected to be $227,323, which will be spent on various technology equipment used to support the broadcast of City Council meetings and events. Fund 140—Community Development Block Grant (CDBG): CDBG revenue is projected to be $546,925, which reflects the reimbursement for operations and Capital projects expected to be completed during the fiscal year. Fund 170—Measure A: Measure A revenue is projected to be $3,224,000, which reflects a 2.0% increase over the prior year. This revenue is restricted for use on local streets and roads, and is programmed to be spent on 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. Fund 300 — Insurance: Projected expenses total $995,137, which covers the cost of administering the City's liability and property insurance programs. Fund 305 — Workers' Compensation: Projected expenses total $422,777, which reflects an increase of $116,460 due to increased legal expenses related to outstanding claims. Fund 310—Vehicles and Equipment: Projected expenses total $714,000 to replace several vehicles and heavy equipment that have reached the end of their useful life. Fund 320—Information Technology: Projected expenses total $3,498,594, which reflects a decrease of $92,044, due to a large one-time expense in the prior year to conduct a Citywide inventory of technology equipment. Fund 325 — Technology Replacement: Projected expenses total $185,000 for the replacement of technology-related equipment that has surpassed its useful life. Fund 330 —Support Services: Projected expenses total $396,980, which reflects a decrease of $20,805 due to the re-allocation of personnel costs from this activity to the Information Technology Fund. Fund 340—Facilities: Projected expenses total $1,333,888,which reflects a decrease of$107,375 due to the reallocation of personnel costs to the Temecula Community Services District (TCSD). 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) Fund 380—SARDA: Projected expenses total $6,769,672, which reflects a decrease of$1,431,919 due to lower debt service payments on the outstanding Redevelopment Agency Tax Allocation Bonds, as a result of the refinancing of this outstanding debt in 2017. 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. Total combined revenue for TCSD totals$21,759,204,which reflects an increase of$334,595 due primarily to the contributions from the Measure S Fund to fill the funding gap in the Citywide Operations Fund. Total combined expenditures total $22,684,975, which reflects an increase of $895,864 due to the increased costs in the Citywide Operations Fund as a result of the full year of costs associated with the conversion of 11 Project positions in 2017, five personnel reclassifications and the addition of the Maintenance Division within the Responsible Compassion Department. As noted in the adjacent chart, TCSD's Special Tax (Measure C) TC5D Per Capita Funding funds approximately 44% of the District's Parks and Recreation sroace budget. The remaining 56% sP6anu comes from Measure S and $98 .Is programmatic revenues. 512LUY0 Additionally, Measure S $81°° contributes to the funding $40.00 $74•x. shortfalls in the Library Fund ($662,527) and Service Level B— $000 FY26.13 FY13-16 FY1617 FYP7-18 FY18-19 Residential Streetlight Fund ■Special Tax TCSD Funding ($62,661). CAPITAL IMPROVEMENT PROGRAM (CIP) The City's five-year Capital Improvement Program (CIP) is presented to the City Council under separate cover. This program provides a five-year plan for capital improvements that is updated annually to ensure compliance with the program. The impact of capital projects on maintenance and operating costs were taken into consideration in the development of the operating budget. Circulation, infrastructure, parks, affordable housing, and other various projects are identified in the CIP budget. Overall, the Proposed Fiscal Years 2019-23 CIP includes 60 separate projects with total cost to complete estimated at$389,089,091, as outlined in the table below: 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gzi{orn.a W, Country Revenue from various identified sources for the Five-Year Capital Improvement Program is projected to be $289,335,918 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 $100,938,097. The City is continually exploring and applying for federal, state and regional funding opportunities to enable the delivery of these currently unfunded projects. The five-year CIP is updated annually and newly secured revenues are programmed toward prioritized projects that may be shown as unfunded at this time. Although total project costs to complete for the entire five-year CIP is over$389,089,091, a total of$289,355,918 or 74%of the total funding has been secured. Type of Project Number of Cost of Projects Projects Circulation 21 $304,809,378 Infrastructure/ 26 57,048,368 Other Parks and 12 14,648,318 Recreation SARDA/ Housing 1 12,583,027 TOTAL .0 $389,089,091 2018-19 AUTHORIZED STAFFING Total authorized Full Time Equivalent (FTE) positions total 171.7 authorized positions, which reflects an increase of 3.5 positions compared to the prior year. Two of the authorized positions (Office Specialist and Community Services Manager) are associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated. The following positions have been added to the list of Authorized Positions: • Building Inspector I (Building & Safety Department) • Assistant Planner (Planning Department) • Office Specialist II (Building & Safety Department) • Part-Time/Benefitted Management Aide II (Economic Development Department) Additionally, the FY2018-19 Operating Budget reflects the reclassification of 16 positions, per the provisions of the City's labor agreements. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula (0,( Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wine Country With the recent conversion of City of Temecula eleven employees from History of Authorized Positions Project to Authorized status in 2so.o4 FY2017-18 and the addition of 210.75 3.5 positions in FY2018-19, 20D40 171.70 City Authorized positions are 150.00 still 39 below the peak in 100.00 FY2007-08, with 171.7 Full- Time-Equivalent positions. 54-00 S? Ah Aro A� A� A°' tiQ titi titi '��' '4a tih tiro # 're o4,ryQo4����4,poF����k�poF���o�4����,�Qyo���hF��A1F��❑hF,ti��F,��hF�p q0�1�F����� CONCLUSION In conclusion, the City is in a strong fiscal position with the General Fund balanced and all reserves fully- funded not only in Fiscal Year 2018-19, but throughout the ensuing five-year period. I would like to express my appreciation to the City Council for providing the direction and support crucial to achieving the City's goals. I would also like to recognize the contributions of the City staff for not only creating a successful operating budget, but also for their commitment to providing top quality services to all who live,work and play in Temecula. I would like to give special thanks to: Greg Butler, Assistant City Manager,Jennifer Hennessy, Director of Finance; Rudy Graciano, Fiscal Services Manager; Pascale Brown, Fiscal Services Manager; Patricia Hawk, Budget Manager; and Mike Wooten, Interim Accounting Technician II 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 CITY OF TEMECULA CALIFORNIA etrxe Proposed capital IProgram Fiscal Years 1 - �a is x PROPOSED CAPITAL IMPROVEMENT PROGRAM FISCAL YEARS 2019-23 City of Temecula City Council Matt Rahn, Mayor Michael Naggar, Mayor Pro Tem Jeff Comerchero, Council Member Maryann Edwards, Council Member James Stewart, Council Member City Staff Aaron Adams, City Manager Greg Butler, Assistant City Manager Jennifer Hennessy, Director of Finance 41000 Main Street Temecula, CA 92590 (951) 694-6430 www.temeculaCA.gov The City of Temecula's highest priority every year is public safety so this year we are shining a spotlight on the high quality of life that our citizens, businesses, and visitors enjoy as a result of being a SAFE City. Temecula's strategy for success is to safeguard its private and public capital investments, and protect its most precious resource: our people. This includes maintaining and enhancing SAFE roadways, infrastructure, neighborhoods, schools, parks and amenities. The synergy of being a SAFE City not only fosters a prosperous socio-economic environment where residents and businesses feel certain they are investing in a City that cares, it likewise protects and maintains Temecula's picturesque, well- manicured and beautiful physical environment. The City's safety and beauty fuels our local economy, and continues to attract upscale development, redevelopment projects, and new business establishments. The City's commitment to public safety, infrastructure, and protecting the community's investments and natural resources have made Temecula synonymous with a magnificent lifestyle, flourishing community, and world-class tourist destination. Capital Improvement Program rr�,.orsatn�,�c.ura�. Fiscal Years 2019-23 TABLE OF CONTENTS INFORMATION TransmittalMessage.............................................................................................................7 California Society of Municipal Finance Officers (CSMFO) Certificate of Award..................12 City Organizational Chart....................................................................................................13 Descriptionof Levels...........................................................................................................14 Parameters for CIP Budget Cost Estimates ........................................................................15 Description of Revenue Sources.........................................................................................16 SUMMARIES Projected Revenue Summary .............................................................................................20 Project Summary by Type of Project...................................................................................21 Expenditure Summary by Project Graph .............................................................................28 CIP Major Revenue Sources Graph....................................................................................29 Comparison Between Projected Revenue and Costs..........................................................30 CIRCULATION PROJECTS Abbott Corporation Roadway Improvements.......................................................................36 Butterfield Stage Road Extension........................................................................................38 Diaz Road Expansion (Rancho California Road to Cherry Street).......................................40 Emergency Vehicle Pre-Emption Upgrade Program — Citywide ..........................................42 Flashing Beacons and Speed Advisory Signs.....................................................................44 French Valley Parkway/ Interstate 15 Improvements — Phase 1..........................................46 French Valley Parkway / Interstate 15 Improvements — Phase 11.........................................48 French Valley Parkway / Interstate 15 Improvements — Phase III........................................50 Illuminated Street Name Sign Replacement Program — Citywide........................................52 Interstate 15/ State Route 79 South Ultimate Interchange..................................................54 Medians and Parkways — Citywide......................................................................................56 Murrieta Creek Bridge at Overland Drive.............................................................................58 Nicolas Road Extension and Improvement..........................................................................60 as Capital Improvement Program T6.n.„t or s-tn—c.ur—u Fiscal Years 2019-23 W—Country TABLE OF CONTENTS (continued) CIRCULATION PROJECTS (continued) Pavement Rehabilitation Program - Citywide ......................................................................62 Pechanga Parkway Widening .............................................................................................64 Roundabout Improvements on Ynez Road..........................................................................66 Traffic Cameras and Communication Equipment Enhancement Program — Citywide..........68 Traffic Signal Equipment Enhancement Program — Citywide...............................................70 Traffic Signal Installation — Citywide....................................................................................72 Traffic Signal — Park and Ride Access Improvements.........................................................74 Ynez Road Improvements...................................................................................................76 INFRASTRUCTURE / OTHER PROJECTS Americans with Disabilities Act (ADA) Transition Plan Implementation ...............................80 Bike Lane and Trail Program — Citywide .............................................................................82 Bike Lane and Trail Program — Pump Track........................................................................84 City Facilities Rehabilitation ................................................................................................86 Citywide Streetlight Acquisition and Light Emitting Diode (LED) Retrofit .............................88 Citywide Surveillance Cameras...........................................................................................90 Electric Vehicles Charging Station ......................................................................................92 Expanded Recycled Water and Plant Material Conversion Project......................................94 Fiber Optic Communication System Upgrade .....................................................................96 Fire Station 73 Gym/Garage ...............................................................................................98 Fire Station 84 Training Room Renovation........................................................................100 Interstate 15 Branding and Visioning — Conceptual Landscape Corridor Plan................... 102 Library Parking — Phase 11.................................................................................................104 as Capital Improvement Program T6.n—t or s-tn—c.ur—u Fiscal Years 2019-23 W—Country TABLE OF CONTENTS (continued) INFRASTRUCTURE / OTHER PROJECTS (continued) Main Street Property Improvements..................................................................................106 Margarita Recreation Center.............................................................................................108 Medians and Ornamental Pedestrian Barriers — Citywide .................................................110 Murrieta Creek Improvements...........................................................................................112 Old Town Parking Structure..............................................................................................114 Pechanga Parkway Environmental Mitigation ...................................................................116 PublicSafety Monument ...................................................................................................118 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect..................... 120 Sidewalks — Citywide ........................................................................................................122 Sidewalks —Old Town Boardwalk Enhancement ..............................................................124 TeenVillage......................................................................................................................126 Temecula Elementary School (TES) Pool Renovation ......................................................128 Utility Undergrounding — Citywide .....................................................................................130 PARKS and RECREATION PROJECTS Children's Museum Enhancement Project.........................................................................134 Community Recreation Center (CRC) Pool Site Enhancements and Renovations............ 136 Community Services Master Plan .....................................................................................138 Flood Control Channel Reconstruction and Repair ...........................................................140 Harveston Lake Infrastructure Improvements....................................................................142 Parks Improvement Program ............................................................................................144 Park Restrooms Renovations, Expansion, and Americans with Disabilities Act (ADA) Improvements...................................................................................................................146 as Capital Improvement Program T6.n.„t or s-tn—c.ur—u Fiscal Years 2019-23 W—Country TABLE OF CONTENTS (continued) PARKS and RECREATION PROJECTS(continued) Playground Equipment Enhancement and Safety Surfacing .............................................148 Ronald Reagan Sports Park Restroom Expansion and Renovation ..................................150 Sam Hicks Monument Park Playground Enhancement.....................................................152 Sports Court Resurfacing..................................................................................................154 Sports Field Lighting Light Emitting Diode (LED) Conversion............................................156 SARDA / HOUSING PROJECTS AffordableHousing ...........................................................................................................160 FUTURE YEARS PROJECTS Circulation... .....................................................................................................................163 1 nfrastructure/Other...........................................................................................................163 Parks and Recreation........................................................................................................163 APPENDIX Glossaryof Terms.............................................................................................................165 1 ndex.................................................................................................................................169 Aft F_1,7� C4Capital Improvement Program The Haut of$authun GlNomla Fiscal Years 2019-23 Wma Ca.vy 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 2018-19 through 2022-23. 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 113,181 residents of various cultural backgrounds. The City maintains approximately 90% of the 345 total miles of streets within its boundaries. Additionally, the City has 40 parks on 316 developed acres, providing extensive recreational opportunities for both Temecula citizens and surrounding communities. The Temecula Valley Unified School District provides 32 schools for 28,679 students in Kindergarten through 12th grade. The City of Temecula focuses on community needs and quality of life through its day-to-day operations, a proactive economic development element, and by meeting the City's capital improvement needs. Temecula's residents realize one of the finest lifestyles in Southern California. Environmental and residential factors produce a beautiful setting that attracts young, well-educated families to fashionable homes that are inexpensive by Southern California standards. 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. ECONOMIC DEVELOPMENT POLICY 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 Aft F_1,7� C4Capital Improvement Program The Haut of$authun GlNomla Fiscal Years 2019-23 Wma Ca.vy 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. Significant improvements in this budget document include Butterfield Road Extension, Diaz Road Expansion, French Valley Parkway/1-15 Improvements- Phase 11, Interstate-15/State Route 79 South Ultimate Interchange, Medians and Parkways — Citywide, Murrieta Creek Bridge at Overland Drive, Nicolas Road Extension and Improvements, Pavement Rehabilitation-Citywide, Traffic Cameras and Communication Equipment Enhancement Program — Citywide, Bike Lane and Trail Programs, City Facilities Rehabilitation, Citywide Streetlight Acquisition and Light Emitting Diode (LED) Conversion, Interstate 15 Branding and Visioning — Conceptual Landscape Corridor Plan, Library Parking Phase 11, Margarita Recreation Center, Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension, major Sidewalks improvements — Citywide, Teen Village, Community Recreation Center (CRC) Pool Site Enhancement and Renovations, Park Restrooms Expansion, Renovations and Americans with Disability Act Improvements, Playground Equipment Enhancement and Safety Surfacing, Sports Field Lighting - Light Emitting Diode (LED), and several major Park Improvements. All of these projects will provide additional opportunities and access to the City and improve the overall quality of life. 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 $30,000 in cost, have long-term life spans, and are generally non-recurring. Each project cost is identified based on current year estimates, and future projected costs appropriations are increased by a 2% inflationary index. Future operating and maintenance costs are estimated based on the life of the project to maintain the project life with a 2% yearly inflator and are included in the City of Temecula's annual operating budget. These projects include land and right-of-way acquisition, design, construction or rehabilitation of public buildings or facilities, public infrastructure design and construction, park design and construction, and redevelopment projects. The City's goal in providing a CIP Budget is to develop a multi-year plan for capital improvement, update it annually, and follow through with all capital improvements in accordance with the plan. In determining the relative merit of a proposed project, key management team members evaluate projects for feasibility, community enhancement, infrastructure and historic preservation, and safety. Aft F_1,7� C4Capital Improvement Program The Haut of$authun GlNomla Fiscal Years 2019-23 Wma Ca.vy PLAN DEVELOPMENT A component of the Strategic Business Plan includes the integration of the budget with the Quality of Life Master Plan (QLMP). The 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 internal CIP review meetings, the team then identified and evaluated community needs in the areas of roads/streets, bridges, public buildings, and parks and recreation facilities. Each proposed project was reviewed and discussed to ensure funding, timing, and necessity. All projects will be 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 will be 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 / Housing) 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 was revised and utilized as shown on the Parameters for CIP Budget Cost page herein. Capital Improvement Program Fiscal Years 2019-23 The Fiscal Years 2019-23 CIP identifies a total of sixty (60) projects, consisting of twenty one (21) Circulation projects with cost to complete totaling $304,809,378; the Infrastructure/Other section consists of twenty six (26) projects totaling $57,048,368; the Parks and Recreation section consists of twelve (12) projects totaling $14,648,318; and the Successor Agency to the Temecula Redevelopment Agency (SARDA) / Housing) section consists of one (1) project totaling $12,583,027. The total cost to complete all of the proposed projects is $389,089,091 of which $115,725,276 is programmed for Fiscal Year 2018-19. Also of note, in this document, there is $100,938,097 million in projects with unspecified funding sources. These projects have been identified as necessary infrastructure for the City, and will require that funding sources be identified before the projects can commence. Number of Type of Total Cost to Projects Project Complete 21 Circulation $304,809,378 26 Infrastructure/Other 57,048,368 12 Parks and Recreation 14,648,318 1 SARDA/Housing 12,583,027 60 $389,089,091 CIP BUDGET INFORMATION PROVIDED Information included in this document is as follows: • Description of Levels provides the guidelines used in prioritizing projects. • Parameter for CIP Budget Cost Estimates provides standard estimating criteria for project costs. • Description of Revenue Sources provides a general description of sources of revenue forthe CIP. • Projected Revenue Summary provides five-year projections for each of the major sources of funds to be utilized for capital improvements. • Project Summary by Type of Project provides summary information of the Capital Improvement projects by the type of project and priority. • Comparison Between Projected Revenue and Costs provides summary information of costs versus revenue in each Fiscal Year by source of funds. Aft F_1,7� C4Capital Improvement Program The Haut of$authun GlNomla Fiscal Years 2019-23 Wma Ca.vy • Project Description Sheets each sheet provides a Project Description, Benefit/Core Value, Project Status, Department, Level, Project Cost (including the fiscal year or years in which the project is anticipated to be constructed), Source of Funds, Future Operation & Maintenance Costs, and a location map. Project description categories include Circulation, Infrastructure/Other, Parks and Recreation, and SARDA/Housing. • Future Years Projects provide an opportunity for long range planning that exceeds the five-year period in each of the major groupings (Circulation, Infrastructure, Parks and Recreation, Redevelopment and Affordable Housing). 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 2019-23 Capital Improvement Program is a result of a total team effort of both City staff and City Council. There are forty two (42) projects which are scheduled to begin design and twenty six (26) construction and/or be completed in Fiscal Year 2018-19. 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, Aaron Adams City Manager C( � Capital Improvement Program Tho Nast dsaa6—UJ—i. Fiscal Years 2019-23 Wne Gauntry CSMFO CERTIFICATE OF AWARD California Society of Nunic pa[Finance Officers Certificate ofAward g Capital Budget Excellence Award P Fiscal Year 2017-2018 Presented to the City of Temecula For meeting the criteria established to achieve the Capital Budget Excellence Award. 1XVM1 February 7,.2018 Drew Corbett Craig Boyer,Chair CSMFO President Professional Standards and Recognition Committee Dedicated Excellence in Municipal Financial Reporting IN 1 Capital Improvement Program Tho Ho.,,o, gh.n�: Fiscal Years 2019-23 i CITY ORGANIZATIONAL CHART Citizens of Temecula City Council City Attorney Commissions City Manager City Clerk Community Development Information Finance Technology/Support Services Public Works Community Services Human Resources Police/Fire [Contract] Economic Emergency Development Management Capital Improvement Program Tho Ho.,,o, gh.nt Fiscal Years 2019-23 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. 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. 1� Z- Capital Improvement Program ­1 Fiscal Years 2019-23 W.ne C"ntry PARAMETERS FOR CIP BUDGET COST ESTIMATES ADMINISTRATION COSTS AS A ACQUISITION COSTS PERCENTAGE OF (vacant, per square foot) ESTIMATED TOTAL PROJECT COSTS Estimated Total Administration Estimated Cost Project Costs Costs Percentage Property Zoning (vacant, per sq. ft.) Over $10 Million 7% Industrial Property $12.00 $5 Million to $10 Million 10% Commercial/Retail/Office $20.00 $1 Million to $5 Million 15% Commercial —Old Town $50.00 $500,000 to $1 Million 20% Rural/Residential $0.50 - $2.00 $100,000 to $500,000 25% Flood Plain $0.57 Less than $100,000 30% Multi-Family Residential $5.00 Single Family Residential $3.00 DESIGN COSTS AS A PERCENTAGE OF CONSTRUCTION COSTS TOTAL CONSTRUCTION COSTS Estimated Total Design Costs Estimated Building Type Construction Costs Percentage Cost Over $10 Million 7% Assembly Use Building (per sq.fr. $300 $5 Million to $10 Million 10% Office (per sq.ft.) $300 $1 Million to $5 Million 15% Multi-Family Housing (per sq.ff.) $175 $500,000 to $1 Million 18% Community Parks (peracre) $340,000 $100,000 to $500,000 20% Neighborhood Parks (per acre) $250,000 Less than $100,000 25% Parameters for the CIP cost estimates are adjusted annually to reflect current economic conditions and cost of living increases. Future projected costs 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 and are included in the City of Temecula annual operating budget. as Capital Improvement Program T6.n«.,t or s-tn—c.ur­�. Fiscal Years 2019-23 w e Cwmr, 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. 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. Capital Improvement Program Fiscal Years 2019-23 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. 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. 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. Ak MJ 4, Capital Improvement Program TF,peers of S..t:,rn Cal�n-�.x Fiscal Years 2019-23 W.- DESCRIPTION OF REVENUE SOURCES (continued) 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 SB 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. 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. �. � Capital Improvement Program Fiscal Years 2019-23 W-c-,,k, DESCRIPTION OF REVENUE SOURCES (continued) 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. 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. a I� w' d 'i§ Capital Improvement Program Fiscal Years 2019-23 Tl w yr S..h-C.Mk..:. PROJECTED REVENUE SUMMARY Available Projected Projected Projected Projected Projected Projected Fund 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Funds FUNDING SOURCE L Balance Revenue Revenue Revenue Revenue Revenue Available Assembly Bill 2766 $ 135,952 $ 134,730 $ 137,422 $ 140,167 $ 142,967 $ 145,823 $ 837,061 Capital Financing $ 5,375,598 $ 5,375,598 Community Development Block Grant(CDBG) 812,825 323,660 323,660 323,660 323,660 $ 2,107,465 Facilities Replacement Fund 143,664 - 250,000 250,000 250,000 $ 893,664 Gas Tax 858,813 $ 858,813 General Fund 3,793,153 2,730,036 - - - - $ 6,523,189 Measure S 8,401,746 10,853,234 4,629,974 7,361,119 5,304,077 2,617,000 $ 39,167,150 Public Art 21,277 74,511 93,956 59,772 32,012 5,334 $ 286,862 Road Maintenance and Rehabilitation Account(RMRA) 633,191 1,843,670 1,880,543 1,918,154 1,956,517 1,995,647 $ 10,227,722 Community Facilities Districts Roripaugh Community Facilities District#03-02 16,244,163 $ 16,244,163 Roripaugh Community Facilities District#16-01 6,446,000 $ 6,446,000 Wolf Creek Community Facilities District 298,713 $ 298,713 Development Impact Fees(DIF) Corporate Facilities 297,491 249,406 330,812 286,351 131,901 21,062 $ 1,317,023 Fire Facilities 143,370 139,761 189,743 116,366 40,194 26,455 $ 655,889 Library Facilities 1,010,605 282,062 308,799 245,164 170,136 33,663 $ 2,050,429 Open Space and Trails 673,757 180,232 195,553 120,936 36,839 36,839 $ 1,244,156 Parks and Recreation 971,320 618,336 670,901 414,909 126,390 126,390 $ 2,928,246 Police Facilities 529,315 158,422 179,776 137,695 21,633 11,166 $ 1,038,007 Quimby 68,261 675,343 321,935 8,835 8,835 8,835 $ 1,092,044 Street Improvements 1,882,170 1,983,148 3,034,737 2,314,298 532,605 83,364 $ 9,830,322 Traffic Signals 289,993 282,601 434,958 327,902 75,846 11,798 $ 1,423,098 Measure A Programs $ - Measure A(Local Streets and Roads) 835,814 1,221,854 1,246,611 1,287,787 1,330,172 1,373,750 $ 7,295,988 Grants Department Water Resources Grant Prop 84(DWR) 426,029 $ 426,029 Highway Bridge Program(HBP) 309,855 7,897,761 $ 8,207,616 Highway Safety Improvement Program(HSIP) 1,208,200 $ 1,208,200 Mobile Source Air Pollution Reduction Review Committee (MSRC) 64,671 $ 64,671 SAFETEA-LU 671,000 931,360 $ 1,602,360 SB1 ATP Augmentation 3,759,000 $ 3,759,000 State Transportation Improvement Program(STIP) 47,600,000 $ 47,600,000 Surface Transportation Program(STP) 10,719,248 $ 10,719,248 Successor Agency to the Temecula Redevelopment Agency Tax Allocation Refunding Bonds Series 2017B 12,583,027 $ 12,583,027 Redevelopment Property Tax Trust Fund 750,000 $ 750,000 Reimbursements/Other BEYOND Framework Fund Program 20,000 $ 20,000 Developer Contribution 950,000 905,000 $ 1,855,000 Eastern Municipal Water District(EMWD) 256,472 $ 256,472 Lease Agreement 737,700 $ 737,700 Pechanga Tribe Contributions 4,326,650 $ 4,326,650 Rancho California Water District(RCWD) 781,098 $ 781,098 Riverside County 123,200 $ 123,200 Sale of Property 314,657 $ 314,657 Shea Homes Reimbursement 173,808 $ 173,808 Southern California Edison(SCE) 8,537 $ 8,537 Senate Bills Senate Bill 621 3,642,649 $ 3,642,649 Senate Bill 821 300,000 $ 300,000 Transportation Uniform Mitigation Fee(TUMF) Community and Environmental Transportation Accountability Program(CETAP/RCTC) 2,786,590 $ 2,786,590 Western Riverside Council of Governments(WRCOG) 15,148,901 - 53,798,903 $ 68,947,804 TOTAL REVENUE $ 60,510,780 $ 70,545,049 $70,408,501 $ 15,313,115 $ 65,487,687 $ 7,070,786 $ 289,335,918 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1 2131 12 01 7 Budget CIRCULATION RPTTF-Redevelopment Property Tax Abbott Corporation Roadway Improvements Trust Fund 750,000 750,000 750,000 Butterfield Stage Road Extension CFD#03-02(Roripaugh Ranch) 30,054,366 11,050,375 41,104,741 11,050,375 Reimbursement/Other(EMWD) 11,622 11,622 11,622 Reimbursement/Other(RCWD) 590,028 590,028 590,028 Reimbursement/Other(Shea Homes) 173,808 173,808 173,808 Reimbursement/Other(SCE) 8,537 8,537 8,537 Reimbursement/Other(County of Riverside) 123,200 123,200 123,200 TUMF 1,438,000 1,438,000 Total 31,492,366 11,957,570 43,449,936 11,957,570 Diaz Road Expansion(Rancho California Road to Cherry Street) DIF(Street Improvements) 590 590 Measure S 82,923 80,000 3,337,077 3,500,000 3,500,000 TUMF(W RCOG)(1) 570,000 495,923 1,065,923 1,065,923 Total 590 652,923 80,000 3,833,000 4,566,513 4,565,923 Emergency Vehicle Pre-Emption Upgrade Program- Citywide DIF(Police Facilities) 196,455 105,545 80,000 52,000 434,000 237,545 Flashing Beacons and Speed Advisory Signs DIF(Traffic Signals) 76,983 4,301 81,284 4,301 Measure S 30,000 32,000 32,000 32,000 32,000 32,000 190,000 190,000 Total 76,983 34,301 32,000 32,000 32,000 32,000 32,000 271,284 194,301 French Valley Parkway/Interstate-15 Improvements- Phase I General Fund 883,602 98,095 981,697 98,095 DIF(Street Improvements) 444,203 444,203 Measure A(Local Street and Road) 2,869,351 2,869,351 Measure S 40,893 24,107 65,000 24,107 TUMF(CETAP/RCTC)(1) 18,450,053 77,438 18,527,491 77,438 TUMF(RCTC)(2) 5,174,000 5,174,000 TUMF(WRCOG)(3) 324,276 324,276 TUMF(WRCOG)(4) 362,015 362,015 Unspecified(5) 390,000 390,000 390,000 Total 28,548,393 199,640 390,000 29,138,033 589,640 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1 2131 12 01 7 Budget French Valley Parkway/Interstate-15 Improvements- Phase II General Fund(1) 3,702,784 563,390 4,266,174 563,390 CFD(Harveston) 1,005,840 1,005,840 DIF(Street Improvements) 75,360 75,360 Federal Highway Administration 8,000 8,000 Measure A(Local Streets and Roads) 1,627,914 1,627,914 Measure S 227,000 227,000 1,155,640 1,609,640 1,382,640 Reimbursements/ Other(Land Donation) 6,000,000 6,000,000 SAFETEA-LU 671,000 931,360 1,602,360 1,602,360 STIP Augmentation 37,600,000 37,600,000 37,600,000 STIP(2) 10,000,000 10,000,000 10,000,000 TUMF(RCTC)(3) 2,343,000 2,343,000 TUMF(WRCOG)(4) 7,521,691 3,568,169 11,089,860 3,568,169 TUMF(WRCOG)(5) 3,211,199 507,545 3,718,744 507,545 TUMF(WRCOG)(6) 59,015 1,865,985 1,925,000 1,865,985 TUMF(CETAP/WRCOG)(7) 348,414 1,124,095 1,472,509 1,124,095 Unspecified(8) 227,000 227,000 133,000 587,000 587,000 Total 26,130,217 7,629,184 898,000 49,687,000 227,000 227,000 133,000 84,931,401 58,801,184 French Valley Parkway/Interstate-15 Improvements- Phase III TUMF(WRCOG)(1) 9,822,980 9,822,980 9,822,980 TUMF(WRCOG)(2) 43,480,000 43,480,000 43,480,000 Unspecified(3) 86,575,020 86,575,020 86,575,020 Total 139,878,000 139,878,000 139,878,000 Illuminated Street Name Sign Replacement Program- Citywide Measure S 100,000 100,000 200,000 200,000 Interstate-15/State Route 79 South Ultimate Interchange CFD(Crowne Hill) 502,211 502,211 Reimbursement/ Other(Morgan Hill) 1,190,582 1,190,582 SAFETEA-LU(1) 1,439,840 1,439,840 Senate Bill 621 10,895,871 2,667,077 695,572 120,000 80,000 80,000 14,538,520 3,642,649 STP(RCTC)(2) 2,256,752 10,719,248 12,976,000 10,719,248 TUMF(RCTC/Region)(3) 4,452,000 4,452,000 TUMF(RCTC/CETAP)(4) 2,690,848 2,709,152 5,400,000 2,709,152 TUMF(WRCOG)(5) 2,512,137 7,513,107 10,025,244 7,513,107 Reimbursement/RCWD(6) 89,490 191,070 280,560 191,070 Reimbursement/EMWD(7) 170,150 244,850 415,000 244,850 Reimbursement/Lease(8) 737,700 737,700 737,700 Total 26,199,881 24,782,204 695,572 120,000 80,000 80,000 51,957,657 25,757,776 Medians and Parkways-Citywide DIF(Street Improvements) 400,494 188,000 100,000 688,494 288,000 Murrieta Creek Bridge at Overland Drive DIF(Street Improvements) 8,380 331,620 536,025 3,250,909 4,126,934 4,118,554 HBP' 309,855 7,897,761 8,207,616 8,207,616 Total 8,380 641,475 536,025 11,148,670 12,334,550 12,326,170 Nicolas Road Extension and Improvements CFD 403-02(Roripaugh Ranch) 5,193,788 5,193,788 5,193,788 CFD#16-01(Roripaugh Ranch) 6,446,000 6,446,000 6,446,000 Total 11,639,788 11,639,788 11,639,788 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1 2131 12 01 7 Budget Pavement Rehabilitation Program-Citywide General Fund 4,543,670 1,148,944 5,692,614 1,148,944 Gas Tax 341,187 858,813 1,200,000 858,813 RM RA(1) 633,191 1,843,670 1,880,543 1,918,154 1,956,517 1,995,647 10,227,722 10,227,722 Measure A 16,893,385 721,747 1,335,921 1,246,611 1,287,787 1,330,172 1,373,750 24,189,373 7,295,988 Measure S 2,000,000 2,000,000 2,000,000 Total 21,778,242 5,362,695 3,179,591 3,127,154 3,205,941 3,286,689 3,369,397 43,309,709 21,531,467 Pechanga Parkway Widening Pechanga Tribe Contributions(1) 673,350 4,171,754 154,896 5,000,000 4,326,650 Reimbursement-Developer Contribution Roundabout Improvements on Ynez Road Gateway(1) 500,000 500,000 500,000 Traffic Cameras and Communication Equipment Enhancement Program-Citywide Measure S 560,000 255,000 55,000 55,000 925,000 925,000 Traffic Signal Equipment Enhancement Program- Citywide DIF(Traffic Signals) 511,132 19,909 10,747 541,788 30,656 Measure S 100,000 100,000 100,000 300,000 300,000 Total 511,132 19,909 110,747 100,000 100,000 841,788 330,656 Traffic Signal Installation-Citywide Developer Contributions 250,000 250,000 250,000 DIF(Traffic Signals) 307,885 423,283 123,717 379,968 373,529 87,644 1,696,026 1,388,141 Measure S 350,000 350,000 700,000 700,000 Unspecified' 461,471 530,000 1,157,356 2,148,827 2,148,827 Total 307,885 673,283 123,717 729,968 835,000 880,000 1,245,000 4,794,853 4,486,968 Traffic Signal Park and Ride Access Improvements Developer Contributions 175,000 175,000 175,000 General Fund 226,725 226,725 226,725 Measure S 550,505 550,505 550,505 Total 952,230 952,230 952,230 Ynez Road Improvements DIF(Street Improvements) 1,226 418,225 200,000 3,952,285 4,571,736 4,570,510 IF TOTAL CIRCULATION PROJECTS $ 136,325,594 $ 57,493,785 $ 20,110,489 $ 69,084,077 $ 4,579,941 $ 148,271,689 $ 5,269,397 $ 441,134,972 $ 304,809,378 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1 2131 12 01 7 Budget INFRASTRUCTURE OTHER AL 3111111111- Americans with Disabilities ACT(ADA)Transition Plan Implementation CDBG(1) 323,660 323,660 323,660 323,660 323,660 1,618,300 1,618,300 Bike Lane and Trail Program-Citywide AB 2766 179,353 137,422 140,167 142,967 145,823 745,732 745,732 BEYOND Grant 20,000 20,000 20,000 DIF(Open Space and Trails) 196,907 172,966 243,945 120,936 36,839 36,839 808,432 611,525 Reimburments-Developer 905,000 905,000 905,000 Senate Bill 821 300,000 300,000 300,000 Unspecified' 3,127,250 3,127,250 3,127,250 Total 196,907 192,966 179,353 381,367 261,103 4,512,056 182,662 5,906,414 5,709,507 Bike Lane and Trail Program-Pump Track DIF(Open Space and Trails) 300,000 300,000 300,000 City Facilities Rehabilitation General Fund 1,595,273 154,727 1,750,000 154,727 DIF(Corporate Facilities) 250,000 250,000 Facilities Replacement Fund 143,664 250,000 250,000 250,000 893,664 893,664 Total 1,845,273 154,727 143,664 250,000 250,000 250,000 2,893,664 1,048,391 Citywide Streetlight Acquisition and Light Emitting Diode(LED)Retrofit Capital Financing 5,375,598 5,375,598 5,375,598 General Fund 2,503,311 2,503,311 2,503,311 Total 5,375,598 2,503,311 7,878,909 7,878,909 Citywide Surveillance Cameras DIF(Corporate Facilities) 2,151 523,900 22,997 330,812 439,314 1,319,174 1,317,023 DIF(Police Facilities) 164,753 515,961 41,051 721,765 557,012 Measure S 451,702 296,536 153,334 3,781 905,353 905,353 Total 166,904 1,491,563 319,533 484,146 484,146 2,946,292 2,779,388 Electric Vehicles Charging Stations AB2766 91,329 91,329 91,329 MSRC Grant(1) 64,671 64,671 64,671 Total 156,000 156,000 156,000 Expanded Recycled Water&Plant Material Conversion Project DWR Grant(1) 426,029 426,029 426,029 Measure S 142,010 142,010 142,010 Total 568,039 568,039 568,039 Fiber Optic Communication System Upgrade HSIP(1) 1,208,200 1,208,200 1,208,200 Measure S 113,000 113,000 113,000 Total 1,321,200 1,321,200 1,321,200 Fire Station 73(Repayment to General Fund)$817,400 DIF(Fire Facilities) 132,682 150,449 189,743 116,366 40,194 26,455 655,889 655,889 Fire Station 73-Gym/Garage Measure S 254,000 254,000 254,000 Fire Station 84 Training Room Renovation Measure S 166,750 500,000 666,750 666,750 Interstate 15 Branding and Visioning-Conceptual Landscape Corridor Plan Measure S 7,402 92,598 341,350 446,200 887,550 880,148 Unspecified' 3,000,000 3,000,000 3,000,000 Total 7,402 92,598 341,350 3,446,200 3,887,550 3,880,148 Library Parking Phase II General Fund 37,628 37,628 DIF(Library Facilities) 626,610 1,261,024 474,292 2,361,926 1,735,316 DIF(Police Facilities) 50,000 50,000 50,000 Measure S 423,415 423,415 423,415 Total 664,238 1,734,439 474,292 2,872,969 2,208,731 Main Street Property Improvements General Fund 63,886 136,114 200,000 136,114 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1213112017 Budget Margarita Recreation Center DIF(Police Facilities) 140,000 140,000 140,000 Measure 7,735 639,038 4,708,150 720,000 1,900,000 7,974,923 7,967,188 Total 7,735 639,038 4,848,150 720,000 1,900,000 8,114,923 8,107,188 Medians and Ornamental Pedestrian Barriers-Citywide DIF(Street Improvements) 29,900 10,100 40,000 10,100 Measure S 100,000 150,000 260,000 270,000 780,000 780,000 Reimbursements(TVUSD)(1) 25,000 25,000 25,000 Total 29,900 135,100 150,000 260,000 270,000 845,000 815,100 Murrieta Creek Improvements General Fund 135,858 135,858 Reimbursements(Sale of Property)(1) 26,270 265,188 49,469 340,927 314,657 Total 162,128 265,188 49,469 476,785 314,657 Old Town Parking Structure General Fund 11,965 988,035 1,000,000 988,035 Pechanga Parkway Environmental Mitigation CFD(Wolf Creek) 752,293 189,096 109,617 1,051,006 298,713 Public Safety Monument Unspecified' 30,000 30,000 30,000 Santa Gertrudis Creek Pedestrian/Bicycle Trail AB2766 58,683 58,683 Extension and Interconnect BTA(1) 223,311 223,311 General Fund 78,920 78,920 DIF(Open Space and Trails) 56,442 332,631 389,073 332,631 Measure S 119,556 702,343 821,899 821,899 SB1 ATP Augmentation(2) 189,000 3,570,000 3,759,000 3,759,000 Total 417,356 641,187 4,272,343 5,330,886 4,913,530 Sidewalks-Citywide General Fund 172,436 202,564 375,000 202,564 Measure S 100,100 249,900 500,000 500,000 1,350,000 1,249,900 Total 272,536 452,464 500,000 500,000 1,725,000 1,452,464 Sidewalks-Old Town Boardwalk Enhancement CDBG(1)(2) 411,516 411,516 411,516 Measure S 52,907 247,093 260,000 560,000 507,093 Total 52,907 658,609 260,000 971,516 918,609 Teen Village DIF(Parks&Recreation) 29,638 362 2,138,583 2,168,583 2,138,945 DIF(Quimby) 142,159 659,885 802,044 802,044 Measure 503,165 500,000 5,594,138 6,597,303 6,597,303 Total 29,638 645,686 500,000 8,392,606 9,567,930 9,538,292 Temecula Elementary School(TES)Pool Renovation DIF(Parks&Recreation) 335,100 335,100 335,100 Utility Undergrounding-Citywide Measure S 89,061 155,314 244,375 155,314 TOTAL INFRASTRUCTURE/OTHER PROJECTS4111111111F PROJECT $ 4,770,129 $ 16,136,393 $ 15,916,291 $ 2,852,916 $ 13,564,081 $ 5,625,910 $ 2,952,777 $ 61,818,497 $ 57,048,368 Capital Improvement Program Fiscal Years 2019-23 PROJECT SUMMARY BY TYPE OF PROJECT Prior Years Fiscal Year Actual Ended 2018 2018-19 2019-20 2020-21 2021-22 2022-23 TOTAL COST TO PROJECT SOURCE OF FUNDS Expenditures Adopted Projected and PROJECT as of Carryover Appropriation Projected Projected Projected Future Years COST COMPLETE 1 2131 12 01 7 Budget PARKS/RECREATION Children's Museum Enhancement Project DIF(Parks&Recreation) 45,090 68,910 31,090 145,090 100,000 Community Recreation Center(CRC)Pool Site Enhancement and Renovations Measure S 410,000 450,000 860,000 860,000 Community Services Master Plan Unspecified' 250,000 250,000 257000 Flood Control Channel Reconstruction and Repair General Fund 369,166 281,118 650,284 281,118 Measure S 30,121 249,879 547,427 827,427 797,306 Unspecified' 4,830,000 4,830,000 4,830,000 Total 399,287 530,997 547,427 4,830,000 6,307,711 5,908,424 Harveston Lake Infrastructure Improvements DIF(Parks&Recreation) 110,000 110,000 110,000 Parks Improvement Program General Fund 839,834 220,166 1,060,000 220,166 Measure S 61,773 138,227 200,000 250,000 250,000 250,000 1,150,000 1,088,227 DIF(Quimby) 200,000 50,000 250,000 50,000 Total 1,101,607 358,393 250,000 250,000 250,000 250,000 2,460,000 1,358,393 Park Restrooms Expansion,Renovations and Americans with Disability ACT(ADA)Improvements Measure S 34,294 313,506 780,000 780,000 1,907,800 1,873,506 Playground Equipment Enhancement and Safety Surfacing DIF(Parks&Recreation) 535,590 504,410 1,040,000 504,410 DIF(Quimby) 200,000 240,000 440,000 240,000 Measure S 100,000 750,000 525,000 265,000 1,640,000 1,640,000 Total 735,590 844,410 750,000 525,000 265,000 3,120,000 2,384,410 Ronald Reagan Sports Park Restroom Expansion and Renovation Measure S 725,000 725,000 725,000 Sam Hicks Monument Park Playground Enhancement General Fund 35,000 35,000 - CDBG(1) 339,404 77,649 417,053 77,649 DIF(Police Facilities) 35,000 18,450 53,450 53,450 Measure S 52,514 197,486 250,000 197,486 Total 426,918 310,135 18,450 755,503 328,585 Sports Court Resurfacing Measure S 100,000 50,000 50,000 200,000 200,000 Sports Field Lighting Light Emitting Diode(LED) Conversion Measure S 250,000 300,000 550,000 550,000 TOTAL PARKS I RECREATION PROJECTS '$ 2,742,786 $ 3,811,351 $ 2,256,967 $ 1,330,000 $ 1,075,000 $ 1,030,000 $ 5,145,000 $ 17,391,104 $ 14,64 Tax Allocation Refunding Bonds Series Affordable Housing 2017A and 20178 12,583,027 12,583,027 12,583,027 TOTAL SARDA PROJECTS 12,583,027 12,583,027 12,583,027 TOTALS $ 143,838,509 $ 77,441,529 $ 38,283,747 $ 73,266,993 $ 31,802,049 $ 154,927,599 $ 13,367,174 $ 532,927,600 $ 389,089,091 'Project cannot be constructed until a funding source is identified. Capital Improvement Program (v�ewo Fiscal Years 2019-23 EXPENDITURE SUMMARY BY PROJECT PARKS and RECREATION 2% ISARDA/ HOUSING 2% INFRASTRUCTURE- 9 CIRCULATION 87% PROJECTED EXPENDITURES: $389,089,091 Capital Improvement Program Fiscal Years 2019-23 Wine Coin-t„ CIP MAJOR REVENUE SOURCES SARDA FEDERAL 3% STATE OTHER °°I — - -- 121% 0% 1 DIF 7%-- SPECIAL DISTRICTS 7% GENERAL FUND COUNTY & 44% MEASURE S 11% PROJECTED REVENUES: $289,335,918 Capital Improvement Program { Fiscal Years 2019-23 a rw..,crate.. COMPARISON BETWEEN PROJECTED REVENUE AND COSTS Fiscal Year Prior Years Actual Ended 2018 2018-19 2022-23 Total Expenditures as Carry over Adopted 2019-20 2020-21 2021-22 Projected and Project Cost To Funds Project of 12/31/2017 Budget Appropriation Projected Projected Projected Future Years Cost Complete Available Assembly Bill 2766 Bike Lane and Trail Program-Citywide 179,353 137,422 140,167 142,967 145,823 745,732 745,732 Electric Vehicles Charging Stations 91,329 91,329 91,329 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 58,683 58,683 Total Cost $ 58,683 $ 270,682 $ 137,422 $ 140,167 $ 142,967 $ 145,823 $ 895,744 $ 837,061 Total Revenue $ 135,952 $ 134,730 $ 137,422 $ 140,167 $ 142,967 $ 145,823 $ 837,061 Capital Financing grMMMINK- Citywide Streetlight Acquisition and Light Emitting Diode(LED)Retrofit 5,375,598 5,375,598 5,375,598 Total Cost $ 5,375,598 $ 5,375,598 $ 5,375,598 - Total Revenue $ 5,375,598 $ 5,375,598 Community Development Block Grant(CDBG) Americans with Disabilities ACT(ADA)Transition Plan Implementation 323,660 323,660 323,660 323,660 323,660 1,618,300 1,618,300 Sam Hicks Monument Park Playground Enhancement 339,404 77,649 417,053 77,649 Sidewalks-Old Town Boardwalk Enhancement 411,516 411,516 411,516 Total Cost $ 339,404 $ 489,165 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 2,446,869 $ 2,107,465 Total Revenue $ 812,825 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 2,107,465 Community Facilities Districts Butterfield Stage Road Extension 30,054,366 11,050,375 41,104,741 11,050,375 French Valley Parkway/1-15 Improvements-Phase II 1,005,840 1,005,840 Interstate-15/State Route 79 South Ultimate Interchange 502,211 502,211 Nicolas Road Extension and Improvements 11,639,788 11,639,788 11,639,788 Pechanga Parkway Environmental Mitigation 752,293 189,096 109,617 1,051,006 298,713 Total Cost $ 32,314,710 $11,239,471 $11,749,405 $ 55,303,586 $ 22,988,876 Total Revenue $ 22,988,876 $ 22,988,876 General Fund City Facilities Rehabilitation 1,595,273 154,727 1,750,000 154,727 Citywide Streetlight Acquisition and LED Retrofit 2,503,311 2,503,311 2,503,311 Flood Control Channel Reconstruction and Repair 369,166 281,118 650,284 281,118 French Valley Parkway/1-15 Improvements-Phase 1 883,602 98,095 981,697 98,095 French Valley Parkway/1-15 Improvements-Phase 11 3,702,784 563,390 4,266,174 563,390 Library Parking Phase 11 37,628 37,628 Main Street Property Improvements 63,886 136,114 200,000 136,114 Murrieta Creek Improvements 135,858 135,858 Old Town Parking Structure 11,965 988,035 1,000,000 988,035 Parks Improvement Program 839,834 220,166 1,060,000 220,166 Pavement Rehabilitation Program-Citywide 4,543,670 1,148,944 5,692,614 1,148,944 Sam Hicks Monument Park Playground Enhancement 35,000 35,000 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 78,920 78,920 Sidewalks-Citywide 172,436 202,564 375,000 202,564 Traffic Signal Park and Ride Access Improvements 226,725 226,725 226,725 Total Cost $ 12,470,022 $ 3,793,153 $ 2,730,036 $ 18,993,211 $ 6,523,189 Total Revenue $ 3,793,153 $ 2,730,036 $ 6,523,189 Capital Improvement Program { Fiscal Years 2019-23 a rw..,crate.. COMPARISON BETWEEN PROJECTED REVENUE AND COSTS Fiscal Year Prior Years Actual Ended 2018 2018-19 2022-23 Total Expenditures as Carry over Adopted 2019-20 2020-21 2021-22 Projected and Project Cost To Funds Project of 12/31/2017 Budget Appropriation Projected Projected Projected Future Years Cost Complete Available (Development Impact Fees(DIF) Ali DIF-Corporate Facilities City Facilities Rehabilitation 250,000 250,000 Citywide Surveillance Cameras 2,151 523,900 22,997 330,812 439,314 1,319,174 1,317,023 Teen Village Total Cost $ 252,151 $ 523,900 $ 22,997 $ 330,812 $ 439,314 $ 1,569,174 $ 1,317,023 Total Revenue $ 297,491 $ 249,406 $ 330,812 $ 286,351 $ 131,901 $ 21,062 1,317,023 DIF-Fire Facilities Fire Station 73(Repaymentto General Fund)$817,400 132,682 150,449 189,743 116,366 40,194 26,455 655,889 655,889 Total Cost $ 132,682 $ 150,449 $ 189,743 $ 116,366 $ 40,194 $ 26,455 $ 655,889 $ 655,889 Total Revenue $ 143,370 $ 139,761 $ 189,743 $ 116,366 $ 40,194 $ 26,455 $ 655,889 DIF-Library Facilities Library Parking Phase II 626,610 1,261,024 474,292 2,361,926 1,735,316 Total Cost $ 626,610 $ 1,261,024 $ 474,292 $ 2,361,926 $ 1,735,316 Total Revenue $ 1,010,605 $ 282,062 $ 308,799 $ 245,164 $ 170,136 $ 33,663 $ 2,050,429 DIF-Open Space/Trails Bike Lane and Trail Program-Citywide 196,907 172,966 243,945 120,936 36,839 36,839 808,432 611,525 Bike Lane and Trail Program-Pump Track 300,000 300,000 300,000 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 56,442 332,631 389,073 332,631 Total Cost $ 253,349 $ 505,597 $ 300,000 $ 243,945 $ 120,936 $ 36,839 $ 36,839 $ 1,497,505 $ 1,244,156 Total Revenue $ 673,757 $ 180,232 $ 195,553 $ 120,936 $ 36,839 $ 36,839 $ 1,244,156 DIF-Parks&Recreation Children's Museum Enhancement Project 45,090 68,910 31,090 145,090 100,000 Harveston Lake Infrastructure Improvements 110,000 110,000 110,000 Playground Equipment Enhancement and Safety Surfacing 535,590 504,410 1,040,000 504,410 Temecula Elementary School(TES)Pool Renovation 335,100 335,100 335,100 Teen Village 29,638 362 2,138,583 2,168,583 2,138,945 Total Cost $ 610,318 $ 573,682 $ 476,190 $ 2,138,583 $ 3,798,773 $ 3,188,455 Total Revenue $ 971,320 $ 618,336 $ 670,901 $ 414,909 $ 126,390 $ 126,390 $ 2,928,246 DIF-Police Facilities Citywide Surveillance Cameras 164,753 515,961 41,051 721,765 557,012 Emergency Vehicle Pre-Emption Upgrade Program-Citywide 196,455 105,545 80,000 52,000 434,000 237,545 Library Parking Phase II 50,000 50,000 50,000 Margarita Recreation Center 140,000 140,000 140,000 Sam Hicks Monument Park Playground Enhancement 35,000 18,450 53,450 53,450 Total Cost $ 361,208 $ 706,506 $ 238,450 $ 52,000 $ 41,051 $ 1,399,215 $ 1,038,007 Total Revenue $ 529,315 $ 158,422 $ 179,776 $ 137,695 $ 21,633 $ 11,166 $ 1,038,007 DIF-Quimby Parks Improvement Program 200,000 50,000 250,000 50,000 Playground Equipment Enhancement and Safety Surfacing 200,000 240,000 440,000 240,000 Teen Village 142,159 659,885 802,044 802,044 Total Cost $ 400,000 $ 382,159 $ 50,000 $ 659,885 $ 1,492,044 $ 1,092,044 Total Revenue $ 68,261 $ 675,343 $ 321,935 $ 8,835 $ 8,835 $ 8,835 $ 1,092,044 DIF-Street Improvements Diaz Road Expansion(Rancho California Road to Cherry Street) 590 590 French Valley Parkway/1-15 Improvements-Phase 1 444,203 444,203 French Valley Parkway/1-15 Improvements-Phase 11 75,360 75,360 Median and Ornamental Safety Pedestrian Barriers-Citywide 29,900 10,100 40,000 10,100 Medians and Parkways-Citywide 400,494 188,000 100,000 688,494 288,000 Murrieta Creek Bridge at Overland Drive 8,380 331,620 536,025 3,250,909 4,126,934 4,118,554 Ynez Road Improvements 1,226 418,225 200,000 3,952,285 4,571,736 4,570,510 Total Cost $ 960,153 $ 947,945 $ 736,025 $ 7,303,194 $ 9,947,317 $ 8,987,164 Total Revenue $ 1,882,170 $ 1,983,148 $ 3,034,737 $ 2,314,298 $ 532,605 $ 83,364 $ 9,830,322 Capital Improvement Program { Fiscal Years 2019-23 a rw..,crate.. COMPARISON BETWEEN PROJECTED REVENUE AND COSTS Fiscal Year Prior Years Actual Ended 2018 2018-19 2022-23 Total Expenditures as Carry over Adopted 2019-20 2020-21 2021-22 Projected and Project Cost To Funds Project of 12/31/2017 Budget Appropriation Projected Projected Projected Future Years Cost Complete Available DIF-Traffic Signals Flashing Beacons and Speed Advisory Signs 76,983 4,301 81,284 4,301 Traffic Signal Equipment Enhancement Program-Citywide 511,132 19,909 10,747 541,788 30,656 Traffic Signal Installation-Citywide 307,885 423,283 123,717 379,968 373,529 87,644 1,696,026 1,388,141 Total Cost $ 896,000 $ 447,493 $ 134,464 $ 379,968 $ 373,529 $ 87,644 $ 2,319,098 $ 1,423,098 Total Revenue $ 289,993 $ 282,601 $ 434,958 $ 327,902 $ 75,846 $ 11,798 $ 1,423,098 Facilities Replacement Fund City Facilities Rehabilitation 143,664 250,000 250,000 250,000 893,664 893,664 Total Cost $ 143,664 $ 250,000 $ 250,000 $ 250,000 $ 893,664 $ 893,664 Total Revenue $ 143,664 $ 250,000 $ 250,000 $ 250,000 $ 893,664 Federal and State Grants (BTA/DWR/FHA/HRP/HSIP/MSRC/SAFETEA-LU/STP/STIP Augmentation) ,. Expanded Recycled Water&Plant Material Conversation Project 426,029 426,029 426,029 Electric Vehicles Charging Stations 64,671 64,671 64,671 French Valley Parkway/1-15 Improvements-Phase 11 8,000 671,000 48,531,360 49,210,360 49,202,360 Fiber Optic Communication System Upgrade 1,208,200 1,208,200 1,208,200 Interstate-15/State Route 79 South Ultimate Interchange 3,696,592 10,719,248 14,415,840 10,719,248 Murrieta Creek Bridge at Overland Drive 309,855 7,897,761 8,207,616 8,207,616 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 223,311 223,311 Total Cost $ 3,927,903 $12,663,332 $ 735,671 $56,429,121 $ 73,756,027 $ 69,828,124 Total Revenue $13,399,003 $56,429,121 $ 69,828,124 Gas Tax/Road Repair and Accountability Act(RMRA)/SBI ATP Augmentation i Pavement Rehabilitation Program-Citywide 341,187 1,492,004 1,843,670 1,880,543 1,918,154 1,956,517 1,995,647 11,427,722 11,086,535 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 189,000 3,570,000 3,759,000 3,759,000 Total Cost $ 341,187 $ 1,681,004 $ 5,413,670 $ 1,880,543 $ 1,918,154 $ 1,956,517 $ 1,995,647 $ 15,186,722 $ 14,845,535 Total Revenue $ 1,492,004 $ 5,602,670 $ 1,880,543 $ 1,918,154 $ 1,956,517 $ 1,995,647 $ 14,845,535 Measure A-Local Streets and Roads French Valley Parkway/1-15 Improvements-Phase 1 2,869,351 2,869,351 French Valley Parkway/1-15 Improvements-Phase 11 1,627,914 1,627,914 Pavement Rehabilitation Program-Citywide 16,893,385 721,747 1,335,921 1,246,611 1,287,787 1,330,172 1,373,750 24,189,373 7,295,988 Total Cost $ 21,390,650 $ 721,747 $ 1,335,921 $ 1,246,611 $ 1,287,787 $ 1,330,172 $ 1,373,750 $ 28,686,638 $ 7,295,988 Total Revenue $ 835,814 $ 1,221,854 $ 1,246,611 $ 1,287,787 $ 1,330,172 $ 1,373,750 $ 7,295,988 Capital Improvement Program { Fiscal Years 2019-23 a rw..,crate.. COMPARISON BETWEEN PROJECTED REVENUE AND COSTS Fiscal Year Prior Years Actual Ended 2018 2018-19 2022-23 Total Expenditures as Carry over Adopted 2019-20 2020-21 2021-22 Projected and Project Cost To Funds Project of 12/31/2017 Budget Appropriation Projected Projected Projected Future Years Cost Complete Available Measure S- Citywide Surveillance Cameras 451,702 296,536 153,334 3,781 905,353 905,353 Community Recreation Center(CRC)Pool Site Enhancements and Renovations 410,000 450,000 860,000 860,000 Diaz Road Expansion(Rancho California Road to Cherry Street) 82,923 80,000 3,337,077 3,500,000 3,500,000 Expanded Recycled Water&Plant Material Conversation Project 142,010 142,010 142,010 Fiber Optic Communication System Upgrade 113,000 113,000 113,000 Fire Station 73-Gym/Garage 254,000 254,000 254,000 Fire Station 84 Training Room Renovation 166,750 500,000 666,750 666,750 Flashing Beacons and Speed Advisory Signs 30,000 32,000 32,000 32,000 32,000 32,000 190,000 190,000 French Valley Parkway/1-15 Improvements-Phase 1 40,893 24,107 65,000 24,107 French Valley Parkway/1-15 Improvements-Phase 11 227,000 227,000 1,155,640 1,609,640 1,382,640 Flood Control Channel Reconstruction and Repair 30,121 249,879 547,427 827,427 797,306 Illuminated Street Name Sign Replacement Program-Citywide 100,000 100,000 200,000 200,000 Interstate 15 Branding and Visioning-Conceptual Landscape Corridor Plan 7,402 92,598 341,350 446,200 887,550 880,148 Library Parking Phase 11 423,415 423,415 423,415 Margarita Recreation Center 7,735 639,038 4,708,150 720,000 1,900,000 7,974,923 7,967,188 Median and Ornamental Safety Pedestrian Barriers-Citywide 100,000 150,000 260,000 270,000 780,000 780,000 Pavement Rehabilitation Program-Citywide 2,000,000 2,000,000 2,000,000 Parks Improvement Program 61,773 138,227 200,000 250,000 250,000 250,000 1,150,000 1,088,227 Park Restrooms Expansion,Renovations and Americans with Disability Act(ADA)Improvements 34,294 313,506 780,000 780,000 1,907,800 1,873,506 Playground Equipment Enhancement and Safety Surfacing 100,000 750,000 525,000 265,000 1,640,000 1,640,000 Ronald Reagan Sports Park Restroom Expansion and Renovation 725,000 725,000 725,000 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 119,556 702,343 821,899 821,899 Sam Hicks Monument Park Playground Enhancement 52,514 197,486 250,000 197,486 Sidewalks-Citywide 100,100 249,900 500,000 500,000 1,350,000 1,249,900 Sidewalks-Old Town Boardwalk Enhancement 52,907 247,093 260,000 560,000 507,093 Sports Court Resurfacing 100,000 50,000 50,000 200,000 200,000 Sports Field Lighting Light Emitting Diode(LED)Conversion 250,000 300,000 550,000 550,000 Teen Village 503,165 500,000 5,594,138 6,597,303 6,597,303 Traffic Cameras and Communication Equipment Enhancement Program-Citywide 560,000 255,000 55,000 55,000 925,000 925,000 Traffic Signal Equipment Enhancement Program-Citywide 100,000 100,000 100,000 300,000 300,000 Traffic Signal Installation-Citywide 350,000 350,000 700,000 700,000 Traffic Signal Park and Ride Access Improvements 550,505 550,505 550,505 Utility Undergrounding-Citywide 89,061 155,314 244,375 155,314 Total Cost $ 703,800 $ 8,401,746 $10,853,234 $ 4,629,974 $ 7,361,119 $ 5,304,077 $ 2,617,000 $ 39,870,950 $ 39,167,150 Total Revenue $ 8,401,746 $10,853,234 $ 4,629,974 $ 7,361,119 $ 5,304,077 $ 2,617,000 $ 39,167,150 Total Cost Total Revenue $ 21,277 $ 74,511 $ 93,956 $ 59,772 $ 32,012 $ 5,334 $ 286,862 Capital Improvement Program { Fiscal Years 2019-23 a rw..,crate.. COMPARISON BETWEEN PROJECTED REVENUE AND COSTS Fiscal Year Prior Years Actual Ended 2018 2018-19 2022-23 Total Expenditures as Carry over Adopted 2019-20 2020-21 2021-22 Projected and Project Cost To Funds Project of 12/31/2017 Budget Appropriation Projected Projected Projected Future Years Cost Complete Available Reimbursements/Other Bike Lane and Trail Program-Citywide 20,000 905,000 925,000 925,000 Butterfield Stage Road Extension 907,195 907,195 907,195 French Valley Parkway/1-15 Improvements-Phase II 6,000,000 6,000,000 Interstate-15/State Route 79 South Ultimate Interchange 1,450,222 1,173,620 2,623,842 1,173,620 Median and Ornamental Safety Pedestrian Barriers-Citywide 25,000 25,000 25,000 Murrieta Creek Improvements 26,270 265,188 49,469 340,927 314,657 Pechanga Parkway Widening 673,350 4,171,754 154,896 5,000,000 4,326,650 Roundabout Improvements on Ynez Road 500,000 500,000 500,000 Traffic Signal Installation-Citywide 250,000 250,000 250,000 Traffic Signal Park and Ride Access Improvements 175,000 175,000 175,000 Total Cost $ 8,149,842 $ 6,812,757 $ 879,365 $ 905,000 $ 16,746,964 $ 8,597,122 Total Revenue $ 7,692,122 $ 905,000 $ 8,597,122 SAKDA/Housing(FllA-H)and RYT'1'N' Abbott Corporation Roadway Improvements 750,000 750,000 750,000 Total Cost $ 750,000 $ 750,000 $ 750,000 Total Revenue $ 750,000 $ 750,000 SARDA Housing-Tax Allocation Refund Bonds Series 2017B Affordable Housing 12,583,027 12,583,027 12,583,027 Total Cost $12,583,027 $ 12,583,027 $ 12,583,027 Total Revenue $ 12,583,027 $ 12,583,027 Senate Bills 621 and 821 Bike Lane and Trail Program-Citywide 300,000 300,000 300,000 Interstate-15/State Route 79 South Ultimate Interchange 10,895,871 2,667,077 695,572 120,000 80,000 80,000 14,538,520 3,642,649 Total Cost $ 10,895,871 $ 2,667,077 $ 695,572 $ 120,000 $ 80,000 $ 380,000 $ 14,838,520 $ 3,942,649 Total Revenue $ 3,642,649 $ 300,000 $ 3,942,649 Butterfield Stage Road Extension 1,438,000 1,438,000 Diaz Road Expansion(Rancho California Road to Cherry Street) 570,000 495,923 1,065,923 1,065,923 French Valley Parkway/1-15 Improvements-Phase 1 24,310,344 77,438 24,387,782 77,438 French Valley Parkway/1-15 Improvements-Phase 11 13,483,319 7,065,794 20,549,113 7,065,794 French Valley Parkway/1-15 Improvements-Phase 111 53,302,980 53,302,980 53,302,980 Interstate-15/State Route 79 South Ultimate Interchange 9,654,985 10,222,259 19,877,244 10,222,259 Total Cost $ 48,886,648 $17,365,491 $ 570,000 $ 53,798,903 $120,621,042 $ 71,734,394 Total Revenue $17,935,491 $ 53,798,903 $ 71,734,394 Unspecified Bike Lane and Trail Program-Citywide 3,127,250 3,127,250 3,127,250 Community Services Master Plan 250,000 250,000 250,000 Flood Control Channel Reconstruction and Repair 4,830,000 4,830,000 4,830,000 French Valley Parkway/1-15 Improvements-Phase 1 390,000 390,000 390,000 French Valley Parkway/1-15 Improvements-Phase 11 227,000 227,000 133,000 587,000 587,000 French Valley Parkway/1-15 Improvements-Phase 111 86,575,020 86,575,020 86,575,020 Interstate 15 Branding and Visioning-Conceptual Landscape Corridor Plan 3,000,000 3,000,000 3,000,000 Public Safety Monument 30,000 30,000 30,000 Traffic Signal Installation-Citywide 461,471 530,000 1,157,356 2,148,827 2,148,827 Total Cost $ 3,968,471 $ 90,459,270 $ 6,510,356 $100,938,097 $100,938,097 Grand Total Cost $ 143,838,509 $77,441,529 $38,283,747 $73,266,993 $31,802,049 $154,927,599 $13,367,174 $532,927,600 $389,089,091 Grand Total Revenue $ 60,510,780 $70,545,049 $70,408,501 $15,313,115 $ 65,487,687 $ 7,070,786 $ 289,335,918 'Project cannot be constructed until a funding source is identified. a� �-� 'op T Capital Improvement Program J Fiscal Years 2019-23 web Ca ry CIRCULATION PROJECTS Table of Contents Abbott Corporation Roadway Improvements.......................................................................36 Butterfield Stage Road Extension........................................................................................38 Diaz Road Expansion (Rancho California Road to Cherry Street).......................................40 Emergency Vehicle Pre-Emption Upgrade Program — Citywide ..........................................42 Flashing Beacons and Speed Advisory Signs.....................................................................44 French Valley Parkway / Interstate - 15 Improvements - Phase I ........................................46 French Valley Parkway / Interstate - 15 Improvements - Phase II .......................................48 French Valley Parkway / Interstate - 15 Improvements - Phase III ......................................50 Illuminated Street Name Sign Replacement Program-Citywide...........................................52 Interstate-15 / State Route 79 South Ultimate Interchange .................................................54 Medians and Parkways - Citywide.......................................................................................56 Murrieta Creek Bridge at Overland Drive.............................................................................58 Nicholas Road Extension and Improvements......................................................................60 Pavement Rehabilitation Program - Citywide ......................................................................62 Pechanga Parkway Widening .............................................................................................64 Roundabout Improvements on Ynez Road..........................................................................66 Traffic Cameras and Communication Equipment Enhancement Program — Citywide..........68 Traffic Signal Equipment Enhancement Program — Citywide...............................................70 Traffic Signal Installation — Citywide....................................................................................72 Traffic Signal Park and Ride Access Improvements............................................................74 Ynez Road Improvements...................................................................................................76 _a < r t E" 1 , i i x , 1 P=' ♦ ., !of �+�' ��"• ��, 4 �✓ ^� � Y � J�.-e.►-.. �Y ✓ �A ,� � tit gsg s � \, �T'` _ 1 d4. �'.� Imo.' : • �,�" �:,� '� y Y`�{'_`sem„ �� __^^hhx .��� '19'�:�'�'�t r 5 J� .t ,Ilk o0e, Aw �-. AU dol ! -16 Pte' too 15 K&77-t 30 Al IN NA� t , K \4. l Alk 33 ar Capital Improvement Program Fiscal Years 2019-23 ABBOTT CORPORATION ROADWAY IMPROVEMENTS Circulation Project Project Description: In accordance with the Owner Participation Agreement(OPA) between Abbott and City of Temecula,initially recorded in 2002, this project includes the design and construction of roadway improvements on Motor Car Parkway, Ynez Road, Margarita Road,and Solana Way. This project has been included on the City of Temecula's Recognized Obligation Payment Schedule (ROPS)for the Successor Agency to the Redevelopment Agency(SARDA). Benefit/Core Value: This project improves traffic circulation on Motor Car Parkway,Ynez Road,Margarita Road,and Solana Way.In addition,this project satisfies the City's Core Values of Transportation Mobility and Connectivity and Economic Prosperity. Project Status: This project has not yet started. Department: Public Works/Planning-Account No.210.165.620 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Construction $ 750,000 1 1 1 1 1 1 $ 750,000 Totals $ $ 750,000 $ $ - $ - $ - $ - $ 750,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost RPTTF-Redevelopment Property Tax Trust Fund $ 750,000 $ 750,000 Total Funding: $ $ 750,000 $ $ $ $ $ $ 750,000 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 BUTTERFIELD STAGE ROAD EXTENSION Circulation Project Location I `s WZGN ST tr sF LASERENAWY mm � PPSpSPI A LORTE LYIA ; ENIoP"AUAy. PV I ELLE ELENITA_ �r' _ OANIEL yyy Jl:y� m _ e `+ m 7 1' 4 'L.i1PNt ap1GHE :t:Yf x `. - fW CERCLE CHAlHBERTIN � ' 4 � � dap Wt. 5HEMIN CO �/ vyG�Y�UT �� � It Q 9P9�v, Y� rYM1 m F H r 11� w. P P , � n 7G � I ' m ti F m ' J P G _ 11:•.a'�. �,.' LNEMIN LANRENT ,:,�'a.. s r y _ mEPUNE G pr 2¢,up� S•` �i Feet ✓ Aerial Data-2015 0 300 600 1,200 1989 Capital Improvement Program Fiscal Years 2019-23 r,n.. ,C... Wing Cw�uy BUTTERFIELD STAGE ROAD EXTENSION Circulation Project Project Description: This project includes the complete design and construction of four lanes on Butterfield Stage Road (from Rancho California Road to Murrieta Hot Springs Road),four lanes on Murrieta Hot Springs Road(from Butterfield Stage Road to the City limits),and two lanes on Calle Chapos(from Butterfield Stage Road to Walcott Road),totaling approximately 3.2 miles of road. Benefit/Core Value: This project improves traffic circulation by providing a crucial north and south arterial road on the eastern side of the City. In addition,this project satisfies the City's Core Values of Transportation Mobility and Connectivity. Project Status: Phase 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 2018-19. Department: Public Works-Account No.210.165.723 PW09-02&PW15-11 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 Projected Actual Carryover 2018-19 Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 2,335,840 $ 187,222 $ 2,523,062 Acquisition $15,006,728 $ 1,193,936 $ 16,200,664 Construction $13,027,586 $ 9,590,743 $ 22,618,329 Construction Engineering $ 457,192 $ 760,785 $ 1,217,977 Design/Environmental $ 664,934 $ 223,970 $ 888,904 Utilities $ 86 $ 914 $ 1,000 Totals $31,492,366 $11,957,570 $ $ - $ $ $ $ 43,449,936 Source of Funds: Prior Years FYE 2018 Actual Carryover 2018-19 Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost CFD#03-02(Roripaugh Ranch) $30,054,366 $11,050,375 $ 41,104,741 Reimbursement/Other(EMWD) $ 11,622 $ 11,622 Reimbursement/Other(RCWD) $ 590,028 $ 590,028 Reimbursement/Other(Shea Homes) $ 173,808 $ 173,808 Reimbursement/Other(SCE) $ 8,537 $ 8,537 Reimbursement/Other(county of Riverside) $ 123,200 $ 123,200 TUMF $ 1,438,000 1 $ 1,438,000 Total Funding: $31,492,366 $11,957,570 $ $ - $ - $ - $ - $ 43,449,936 Future Operation&Maintenance Costs: 2018.19 2019-20 2020-21 2021-22 2022-23 19,484 $ 19,874 $ 20,271 $ 20,677 Note:Assumes that only minor right-of-way acquisitions would be necessary and that all major right-of-way dedications are voluntary. DIAZ ROAD EXPANSION Circulation Project Location WINCHESTERS a fJ 14. _ S i r t s r f 6 L� LL x s, •y, i r W – • z m - e , —s RgN�yO�quFORx .: �5. � T J Feet Aerial Data -2015 0 450 900 1,800 AIA C Gt Capital Improvement Program !,1s thw,c,1Ja ., Fiscal Years 2019-23 w e Country DIAZ ROAD EXPANSION (Rancho California Road to Cherry Street) 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/Core Value: 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.In addition,this project satisfies the City's Core Value of Transportation Mobility& Connectivity. Project Status: This project is estimated to be complete by Fiscal Year 2021-22. Department: Public Works-210.165.521 PW17-25 Level: III 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020.21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 590 $ 82,923 $ 80,000 $ 208,000 $ 371,513 Construction $3,085,000 $ 3,085,000 Construction Engineering $ 385,000 $ 385,000 Design/Environmental $ 570,000 $ 570,000 MSHCP $ 155,000 $ 155,000 Totals $ 590 $ $ 652,923 $ 80,000 $ $3,833,000 $ $ 4,566,513 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DI F(Street Improvements) $ '90 $ 590 Measure S $ 82,923 $ 80,000 $3,337,077 $ 3,500,000 TUMF(WRCOG)"I $ 570,000 $ 495,923 $ 1,065,923 Total Funding: $ 590 $ $ 652,923 $ 80,000 $ $3,833,000 $ $ 4,566,513 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 (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. EMERGENCY VEHICLE PRE-EMPTION UPGRADE PROGRAM - CITYWIDE Circulation Project Location ' rAr yl 5` d r � i� 'u5 ;•� f. VENN Q IIS Capital Improvement Program Fiscal Years 2019-23 wMa Cou�ary 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 2018-19 is for upgrading the gate on Kahwea Road to include pre- emption equipment to allow emergency vehicle access. Benefit/Core Value: This project enhances traffic safety and supports the long-term maintenance and rehabilitation of City assets and infrastructure. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Transportation Mobility and Connectivity. 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 done in Fiscal Year 2018-19. Department: Public Works-Account No.210.165.522 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 2,000 $ 10,000 $ 2,000 $ 14,000 Construction $ 196,455 $ 103,545 $ 70,000 $ 50,000 $ 420,000 Totals $ 196,455 $ 105,545 $ 80,000 $ 52,000 $ $ $ $ 434,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Police Facilities) $ 196,455 $ 105,545 $ 80,000 $ 52,000 $ 434,000 Total Funding: $ 196,455 $ 105,545 $ 80,000 $ 52,000 $ $ $ $ 434,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 FLASHING BEACONS AND SPEED ADVISORY SIGNS Circulation Project Location Ak A. ' rAr yl 5` d r � i� 'u5 ;•� f. VENN �J Capital Improvement Program Fiscal Years 2019-23 W-c- y FLASHING BEACONS AND 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 and/or speed advisory signs to advise motorists of the school zone and speed limits. This project includes solar powered panels,programmable timers,chargeable batteries,aluminum poles,and pull boxes. Benefit/Core Value: This project improves traffic safety on roadways, neighborhoods, and school zones. In addition,this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Transportation Mobility and Connectivity. Project Status: The installation of flashing beacons and LED speed limit display signs is ongoing. Department: Public Works-Account No.210.165.670 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 6,000 Construction $ 76,983 $ 32,301 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 30,000 $ 259,284 Design $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 6,000 Totals $ 76,983 $ 34,301 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 271,284 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Traffic Signals) $ 76,983 $ 4,301 $ 81,284 Measure S $ 30,000 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 190,000 Total Funding: 1 $ 76,983 $ 34,301 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 32,000 $ 271,284 Future Operation& Maintenance Costs: 2018.19 2019-20 2020.21 2021-22 2022-23 $ 1,061 $ 1,082 $ 1,104 $ 1,126 $ 1,148 FRENCH VALLEY PARKWAY / 1-15 IMPROVEMENTS - PHASE I Circulation Project Location `G 4 A Cr W !r va pax G�' {` 4 x u Ok f 4 14, �k• ['fie w ;h. `pP T1MK� i t�^ Feet o zeo aoo �,000 198H - Aerial Data- March 2010 �1. Capital Improvement Program ,o-. "-h-ca14_­ Fiscal Years 2019-23 W-c--y FRENCH VALLEY PARKWAY/I -15 IMPROVEMENTS -PHASE I Circulation Project Project Description:This project includes the design,right-of-way acquisition,utility relocation,and construction activities to portions of the French Valley Parkway and Interstate 15 over-crossing and interchange.The project added a new southbound off-ramp from Interstate 15 to French Valley Parkway, constructed the northern half of French Valley Parkway from the off-ramp to Jefferson Avenue, widened the existing southbound off-ramp from Interstate 15 to Winchester,and constructed a new auxiliary lane between French Valley Parkway and the Winchester Road southbound off-ramp. Other features included permanent and temporary retaining walls,erosion control and irrigation, and a new traffic signal and roadway improvements at the intersection of French Valley Parkway and Jefferson Avenue. The project required oversight by Caltrans and coordination with the City of Murrieta. Benefit/Core Value: This project improves traffic circulation by providing another southbound off-ramp from Interstate 15 and adds a lane to the Interstate 15 southbound off-ramp to Winchester. In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: Construction completed February 2015.Activities for project closeout include design and construction of landscape and irrigation improvements along Auto Mall Parkway, deannexation of parcels from the North Jefferson Business Park Association, and final survey and right-of-way documents for conveyance of project lands to Caltrans. This project also includes 5-year maintenance and monitoring of the environmental mitigation site for the overall French Valley Parkway Interchange Project. Department: Public Works-Account No.210.165.719 PW07-04 Level: 1 2022-23 Project Cost: Prior Years FYE2018 2018.19 Projected Actual Carryover Adopted 2019-20 2020.21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 1,188,553 $ 80,234 $ 60,000 $ 1,328,787 Acquisition $ 6,157,320 $ 81,881 $ 6,239,201 Construction $ 15,767,723 $ 20,660 $300,000 $16,088,383 Construction Engineering $ 3,460,639 $ 16,865 $ 3,477,504 Design/Environmental $ 1,953,828 $ 30,000 $ 1,983,828 Utilities $ 20,330 $ 20,330 Totals $ 28,548,393 $ 199,640 $ $ $ $ $390,000 $29,138,033 Prior Years FYE 2018 2018-19 Source of Funds: Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 883,602 $ 98,095 $ 981,697 DIF(Street Improvements) $ 444,203 $ 444,203 Measure A(Local Street and Road) $ 2,869,351 $ 2,869,351 Measure S $ 40,893 $ 24,107 $ 65,000 TUMF(CETAP/RCTC)"I $ 18,450,053 $ 77,438 $18,527,491 TUMF(RCTC)(�) $ 5,174,000 $ 5,174,000 TUMF(WRCOG)(3) $ 324,276 $ 324,276 TUMF(WRCOG)(4) $ 362,015 $ 362,015 Unspecified(') $390,000 $ 390,000 Total Funding: $ 28,548,393 $ 199,640 $ $ $ $ $390,000 $29,138,033 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 AL (1)TUMF(CETAP/RCTC)-Funding is pursuant to the RCTC Agreement No.11-72-0036-00 in the amount of$20,000,000 amended to$18,527,491($3,504,714-ROW, $15,022,777-CON,$3,993,397-City Match).Phase I expended$3,504,714-ROW,$14,945,339-CON,$3,972,812-City Match. (2)TUMF(RCTC)-Regional funding is pursuant to the RCTC Agreement No.06-72-048-00 in the amount 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. (3)TUMF(WRCOG)-Zone funding is pursuant to WRCOG Agreement No.05-SW-TEM-1064 in the amount of$4,078,000 reduced to$4,043,020($108,724-PA&ED, $3,934,296-PS&E)-Phase I expended$324,276-PS&E.Phase II expended$108,724-PS&ED,$2,995,671 PS&E. (4)TUMF(WRCOG)-Zone funding is pursuant to WRCOG Agreement No.06-SW-TEM-1079 in the amount of$11,575,000 reduced to$11,451,875($975,752-PA&ED, $8,801,875-PS&E,$1,674,248-ROW).Phase I expended$208,084-PS&E,$153,931-ROW.Phase II expended$975,750 PS&ED,$6,122,707 PS&E,$49,009-ROW. (5)Project cannot be constructed until a funding source is identified FRENCH VALLEY PARKWAY/1-15 IMPROVEMENTS - PHASE II Circulation Project Location d7 � - Ch- 44' MURRIETAHOTSPRINGSRp <�,. � JyA ' s SAV ) ♦�s eFA< SO � S V E 4, yO � 9 O W� 2P 'ate 2 F: �.4, 1 '242 oS- T 49 . S M r +y 5 !D \ T 0 $YCN. SUGA 6 RRy LN 3 t 5 L xQ ,PC�4G - S � �0p��pOyl YA.=f JULWNNE� )+ y� ��p0 S \" ,•`�. �' Ro T¢°r �alai# ��ao *s i` ,. 3 �04 9 •.'�.} -oao >o,'y '+ .icy _�' • / .i. � .,. 5,.. k...:yC� nJp, qDY �r p Cy � O 0-r 2 0a 1 31 {}. J �G-F -; y �.,., � •;. ..c: a` �'� eF� ��' F�,•. eP +, 1:.;�i+` s'r,.� Dm oR y'a -. e f POPaP OOpG S �f*��. has9G y 2Dy xl or 2¢,up� S: ei Feet ✓ Aerial Data-2015 0 750 1,500 3,000 1989 Ak 7" !�' Capital Improvement Program °esa 11-C.I.J.' . Fiscal Years 2019-23 W-C-1, FRENCH VALLEY PARKWAY/I-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 / Core Value: This project will address and improve traffic circulation in the City's northern area by providing the northbound collector/distributer road system. In addition,this project satisfies the City's Core Value of 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.210.165.726 PW16-01 (Ref:PW02-11) Level: I Project Cost: Prior Years FYE2018 2018-'92022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 2,207,098 $ 225,701 $ 227,000 $ 227,000 $ 227,000 $ 227,000 $ 133,000 $ 3,473,799 Acquisition $ 9,393,251 $4,069,870 $ 990,000 $ 14,453,121 Caltrans Oversight $ 671,000 $ 6,140,000 $ 6,811,000 Construction $ 41,500,000 $ 41,500,000 Construction Engineering $ 830,000 $ 830,000 Design/Environmental $14,527,875 $3,333,613 $ 17,861,488 Utilities $ 1,993 $ 1,993 Totals $26,130,217 $7,629,184 $ 898,000 $ 49,687,000 $ 227,000 $ 227,000 $ 133,000 $ 84,931,401 Prior Years FYE2018 2018-19 Source of Funds: Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund ' $ 3,702,784 $ 563,390 $ 4,266,174 CFD(Harveston) $ 1,005,840 $ 1,005,840 DIF(Street Improvements) $ 75,360 $ 75,360 Federal Highway Administration $ 8,000 $ 8,000 Measure A(Local Streets and Roads) $ 1,627,914 $ 1,627,914 Measure S $ 227,000 $ 227,000 $ 1,155,640 $ 1,609,640 Reimbursements/ Other(Land Donation) $ 6,000,000 $ 6,000,000 SAFETEA-LU $ 671,000 $ 931,360 $ 1,602,360 STIP Augmentation $ 37,600,000 $ 37,600,000 STIP(2) $ 10,000,000 $ 10,000,000 TUMF(RCTC)(') $ 2,343,000 $ 2,343,000 TUMF(WRCOG)'"' $ 7,521,691 $3,568,169 $ 11,089,860 TUMF(WRCOG)(" $ 3,211,199 $ 507,545 $ 3,718,744 TUMF(WRCOG)'s' $ 59,015 $1,865,985 $ 1,925,000 TUMF (CETAP/WRCOG)(') $ 348,414 $1,124,095 $ 1,472,509 Unspecified") $ 227,000 $ 227,000 $ 133,000 $ 587,000 Total Funding: $26,130,217 $7,629,184 $ 898,000 $ 49,687,000 $ 227,000 $ 227,000 $ 133,000 $ 84,931,401 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 15,000 (1)General Fund Includes Required Contribution match for TUMF(CETAP/RCTC)funds. (2)State Transportation Improvement Program-2014 RCTC Call for projects as approved by the Commission on November 13,2013($10,000,000). (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 11 expended$2,343,000 ROW. (4)TUMF(WRCOG)-TUMF Zone funding is pursuant to WRCOG Agreement No.06-SW-TEM-1 079 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)TUMF(WRCOG)-TUMF Zone funding is pursuant to WRCOG Agreement No.05-SW-TEM-1 064 for$4,078,000 reduced to$4,043,000($108,724 PA&ED3,934,296 PS&E)for Phase I and Phase 11. (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 1. (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,$106,603 City Match). (8)Project cannot be constructed until a funding source is identified. FRENCH VALLEY PARKWAY / 1-15 IMPROVEMENTS - PHASE III Circulation Project Location ` MURRIETA HO r spR��°s Rb FMI�-t O� o 10 X," � 0 MILLE �O��tG Wl' OR, ZO 4F s� 40 9so 'PC) �0 O0 ONACHE IX9 b 4b CT W �O 9,10 el` 000 >G 14, y QoC`5�0� pQ' 14. O ��5 � O f + 0 a �� iGPS z?.RD Q 0 PM 9 O Q w . ilk °y D COQ- p OR s 'S° N ,. 0 Qj 6� . GOUN ,a. yC�'� ��P ,Qcn � O,L Ilk Feet \, Aerial Data- March 2010 0 800 1,600 3,200 � 1989 4 ( ! Capital Improvement Program °`$°°" ^C , `" ^' Fiscal Years 2019-23 Vine C Fu FRENCH VALLEY PARKWAY/I-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/Core Value: 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. In addition,this project satisfies the City's Core Value of 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.210.165. Level: 1 2018-19 Prior Years FYE2018 Adopted 2022-23 Project Cost: Actual Carryover Appropriati 2019-20 2020-21 2021-22 Projected and Expenditures Budget on Projected Projected Projected Future Years Total Project Cost Administration $ 1,268,000 $ 1,268,000 Acquisition $ 8,400,000 $ 8,400,000 Caltrans Oversight $ 15,200,000 $ 15,200,000 Construction $102,500,000 $ 102,500,000 Engineering $ 2,050,000 $ 2,050,000 Design/Environmental $ 10,460,000 $ 10,460,000 Totals $ $ - $ S S $139,878,000 $ $ 139,878,000 Prior Years FYE2018 Adopted 2022-23 Source of Funds: Actual Carryover Appropriati 2019-20 2020-21 2021-22 Projected and Expenditures Budget on Projected Projected Projected Future Years Total Project Cost TUMF(WRCOG)") $ 9,822,980 $ 9,822,980 TUMF(WRCOG)'') $ 43,480,000 $ 43,480,000 Unspecified''' $ 86,575,020 $ 86,575,020 Total Funding: $ $ $ $ $ $139,878,000 $ $ 139,878,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)TUMF(WRCOG)-TUMF Zone Funding is eligible for construction of Winchester Interchange pursuant to 2009 Nexus-$9,822,980.00 (2)TUMF(WRCOG)-TUMF Zone Funding is eligible for construction of French Valley Interchange pursuant to 2009 Nexus-$43,480,000.00. (3)The implementation for this project extends beyond FY 2022-23. Project cannot be constructed until a funding source is identified. ILLUMINATED STREET NAME SIGN REPLACEMENT PROGRAM-CITYWIDE Circulation Project Location Of TEA . 0 4 1989 � Capital Improvement Program Fiscal Years 2019-23 w�e Cwwsey ILLUMINATED STREET NAME SIGN REPLACEMENT PROGRAM -CITYWIDE Circulation Project Project Description: This project includes the conversion of existing Internally Illuminated Street Name Signs (IISNS)from fluorescent tubes to an energy efficient Light Emitting Diode(LED)fixture,conversion,replacement of deficient IISNS frames and panels. Benefit / Core Value: This project provides a reduction in energy consumption and costs, and supports the long-term maintenance and rehabilitation of City assets and infrastructure. In addition, this project satisfies the City's Core Value of Transportation Mobility and Connectivity and a Sustainable City. Project Status: This project is estimated to be completed by end of Fiscal Year 2021-22. Department: Public Works-Account No.210.165.603 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 10,000 $ 10,000 $ 20,000 Fixtures/Furn/Equip $ 90,000 $ 90,000 $ 180,000 Totals $ $ $ 100,000 $ $100,000 $ $ $ 200,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 100,000 $100,000 $ 200,000 Total Funding: $ $ $ 100,000 $ - $100,000 $ $ $ 200,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 1,061 $ 1,082 $ 1,104 $ 1,126 $ 1,148 I� oel Al Al r / p # ���, 3 �` � i ,,fir �`�. «f✓ �Aw y, 16, af- AL lw � 4 � �to ifs_ � hex+ �� �.,*•� t e \, 15� \ • Capital Improvement Program Fiscal Years 2019-23 win¢CoU�tty INTERSTATE 15/STATE ROUTE 79 SOUTH ULTIMATE INTERCHANGE Circulation Project Project Description:This project includes right-of-way acquisition,design,environmental clearance,and construction of a ramp system that will improve access to Interstatel5 from Temecula Parkway/State Route 79 South.The interchange will accommodate traffic generated by future development of the City's General Plan land use as well as regional traffic volume increases forecasted for the year 2037. This project is crucial, as the projected traffic volume increases currently exceed the capacity of the existing interchange improvements constructed by the Riverside County Transportation Department. Benefit/Core Value: This project will improve circulation,freeway access,and level of service at the Interstate 15 and Temecula Parkway/ State Route 79 South intersection. In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: Environmental clearance was completed in 2010. Right-of-Way acquisition and utility easements were completed in 2013. Design and preparation of construction Plans,Specifications,and Estimate was completed in 2016. The construction contract was advertised and awarded in 2016-17. Construction of the interchange improvements started in June 2016 and are scheduled for completion in December 2018. This will be followed by a 1-year plant establishment period January 2019 through December 2019 and a 3-year maintenance period January 2020 through December 2022. Department: Public Works-Account No.210.165.662 PW04-08 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020.21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 1,150,801 $ 120,730 $ 175,000 $ 120,000 $ 80,000 $ 80,000 $ 1,726,531 Acquisition $13,032,881 $ 150,847 $13,183,728 Construction $ 6,653,410 $21,854,783 $28,508,193 Construction Engineering $ 1,255,284 $ 2,535,421 $ 520,572 $ 4,311,277 Design/Environmental $ 4,107,505 $ 120,423 $ 4,227,928 Totals $26,199,881 $24,782,204 $ 695,572 $ 120,000 $ 80,000 $ 80,000 $ - $51,957,657 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost CFD(Crowne Hill) $ 502,211 $ 502,211 Reimbursement/ Other(Morgan Hill) $ 1,190,582 $ 1,190,582 SAFETEA-1-01I $ 1,439,840 $ 1,439,840 Senate Bill 621 $10,895,871 $ 2,667,077 $ 695,572 $ 120,000 $ 80,000 $ 80,000 $14,538,520 STP(RCTC)(2) $ 2,256,752 $10,719,248 $12,976,000 TUMF(RCTC/Region)t31 $ 4,452,000 $ 4,452,000 TUMF(RCTC/CETAP)t41 $ 2,690,848 $ 2,709,152 $ 5,400,000 TUMF(WRCOG)t51 $ 2,512,137 $ 7,513,107 $10,025,244 Reimbursement/RCWD(6) $ 89,490 $ 191,070 $ 280,560 Reimbursement/EMWD(7) $ 170,150 $ 244,850 $ 415,000 Reimbursement/Lease(s) $ 737,700 $ 737,700 Total Funding: $26,199,881 $24,782,204 $ 695,572 $ 120,000 $ 80,000 $ 80,000 $ $51,957,657 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022.23 $ 150,000 $ 153,000 $ 156,0601 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)STP(RCTC)-Funding is pursuant to Authorization/Agreement Summary(E-76)(63.51%of Federal Participating Costs,up to$12,976,000) (3)TUMF(RCTC/Region)-Funding is pursuant to RCTC Agreement No.06-72-506($4,452,000 Total) (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)TUMF(WRCOG)-Funding is pursuant to WRCOG Agreement 13-SW-TEM-1163($10,025,244 CON) (6)Pursuant to RCWD UA 23316-RCWD shall reimburse City for actual costs of Additive Bid No.01($280,560) (7)Pursuant to EMWD UA 23317-EMWD shall reimburse City for actual costs of Additive Bid No.02($415,000) (8)Revenues collected on Lease Agreement with Front Street-Service Station,LP dated September 11,2013(est.$740,000) MEDIANS AND PARKWAYS—CITYWIDE Circulation Project Location C T(' Fk{ yyi[7 44.11 8 d 9-116' At 00 y h 4.. N Q Capital Improvement Program Fiscal Years 2019-23 vr�o c���ey MEDIANS AND PARKWAYS -CITYWIDE Circulation Project Project Description: Pursuant to Conditions of Approval,this project completes the missing portions of the raised landscaped median island on (a)Rancho California Road between Moraga Road to Lyndie Lane($188,000),and (b)Ynez Road from Date Street to the City boundary($100,000). Benefit/Core Value: 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. In addition,this project satisfies the City's Core Value of A Safe and Prepared Community and Transportation Mobility and Connectivity. Project Status: This project will reimburse developers for eligible improvements upon project completion. Department: Public Works-Account No.210.165.622 PW02-15 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018.19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Construction $ 400,494 $ 188,000 $ 100,000 1 1 1 $ 688,494 Totals $ 400,494 $ 188,000 $ $ 100,000 $ - $ - $ $ 688,494 Source of Funds: Prior Years FYE 2018 2018.19 Actual Carryover Adopted 2019-20 2020.21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Street Improvements) $ 400,494 $ 188,000 $ 100,000 $ 688,494 Total Funding: $ 400,494 $ 188,000 $ - $ 100,000 $ - $ - $ $ 688,494 Future Operation& Maintenance Costs: 2018.19 2019-20 2020.21 2021-22 2022-23 $ 1,400 $ 1,428 $ 1,457 $ 1,486 MURRIETA CREEK BRIDGE AT OVERLAND DRIVE Circulation Project Location .l.., 7k, i JV e � C r r c II a t w. F k Feet Aerial Data-2015 0 125 250 500 ]a C7` Capital Improvement Program Tb...—al5—h—Ca1J Fiscal Years 2019-23 w,�F cavry�y MURRIETA CREEK BRIDGE AT OVERLAND DRIVE 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. Benefit/Core Value: This project improves traffic circulation and access to Overland Drive freeway over-crossing.In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: This is a new project that will be programmed to receive Federal Highway Bridge Program(HBP)funds starting with Federal Fiscal Year 2017-18. At the initial funding year,the City will be working on the design,environmental document,and right-of-way acquisition. Department: Public Works-Account No.210.165.648 PW16-05 Level:I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020.21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 8,380 $ 191,475 $ 40,145 $ 480,000 $ 720,000 Acquisition $ - $ 100,000 $ 50,000 $ 150,000 Construction $ $ - $ 9,471,000 $ 9,471,000 Construction Engineering $ $ - $ 370,000 $ 370,000 Design/Environmental $ $ 350,000 $ 445,880 $ 354,120 $ 1,150,000 MSHCP $ - $ 473,550 $ 473,550 Totals $ 8,380 $ 641,475 $ 536,025 $11,148,670 $ $ $ $ 12,334,550 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DI F(Street Improvements) $ 8,380 $ 331,620 $ 536,025 $ 3,250,909 $ 4,126,934 HBP* $ 309,855 $ 7,897,761 1 1 $ 8,207,616 Total Funding: $ 8,380 $ 641,475 $ 536,025 $11,148,670 $ $ - $ - $ 12,334,550 Future Operation&Maintenance Costs: 2018.19 2019-20 2020-21 2021-22 2022-23 *HBP Funding is 88.53%HBP and 11.47%City Matching Funds. Design will not move forward until project is federally programmed. *HBP Capacityis not Available for FY2018-19,Some City local match funds being allocated for that year in event funds become available. NICOLAS ROAD EXTENSION AND IMPROVEMENTS Circulation Project Location r r ` y.•'.;�,_ •�r rcr• � ' s. .P o Fc•N� �ylf: �F a } S• COD N" Mi - - I N hi .� .a'"`i:' rc,' __ ca r �¢'• z,� .7 'T "• RY�VIEW ¢t 55 CONNTRYVIEWRD SK'WNEDR • ^fi � x5 J g u m 1 hi r k' ,a a v P J Ali+ MLIEFER RD u O P s— -1cS m - - '�• r - gyp•• 0 - r R4 Jt •4, ~ h gyp. � �•,. 6 r' � � � -05 �* _ ��• ON { �. ti•: ,t _ � .�.�' - 0.�. �� � �U��I SNI q � . im P d •y F ' . G I p'l4 s •P q. +iL F r ffia r .aOF* t: aeq+ vs S Ikt x Lu : tsl,. I�, C9 .,; d•. r+ '�"".;'i`S .�.....r , 5 i..�r.r. CALLE CHAPOS ,11� ..W �'� �( Aerial Data-2015 Feet The H.—f S—h—C.hro,„�a 0 250 500 1,000 Wine C—t'y Aft R Capital Improvement Program Fiscal Years 2019-23 wna Cwntry NICOLAS ROAD EXTENSION AND IMPROVEMENTS Circulation Project Project Description: This project includes the design,environmental document 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 4000 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/Core Value: This project improves traffic circulation on the eastern side of the City. In addition,this project satisfies the City's Core Value of 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 late Fiscal Year 2018-19. Department: Public Works-Account No.210.165.604 Level: I 2022.23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 581,989 $ 581,989 Acquisition $ 1,440,000 $ 1,440,000 Construction $ 8,700,000 $ 8,700,000 Construction Engineering $ 232,796 $ 232,796 Design/Environmental $ 250,003 $ 250,003 MSHCP $ 435,000 $ 435,000 Totals $ $ $11,639,788 $ $ $ $ $ 11,639,788 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost CFD#03-02(Ronpaugh Ranch) $ 5,193,788 $ 5,193,788 CFD#16-01 (Roripaugh Ranch) $ 6,446,000 $ 6,446,000 Total Funding: $ $ $11,639,788 $ - $ - $ - $ - $ 11,639,788 Future Operation&Maintenance Costs: 2018-19 2019-20 2020.21 2021-22 2022-23 $ 3,500 $ 3,570 $ 3,641 $ 3,714 a� Ah C 7 Q Capital Improvement Program '-H--'' Fiscal Years 2019-23 PAVEMENT REHABILITATION PROGRAM -CITYWIDE Circulation Project Anticipated Year of Useful Construction/Estimated Street and Limits Life(Yearsl Project Cost Funding Source Rancho California Road FY 2018 Carryover Budget (Old Town Front/Jefferson to Western City Limits) 20 $1,148,944 General Fund Winchester Road $858,313 Gas Tax (Nicolas Road To Eastern City Limits) 20 $633,191 RMRA I' Ynez Road (Winchester Road to Date Street) 20 $721,747 Measure A Residential Slurry Seal $2,000,000 Measure S Equity Drive and County Center Drive Loop $5,362,195 Center from Yn ez to Equity) Meadowview Loop 2018-19* (Via Norte/Del Rey) 20 $1,843,670 RMRA I' Business Park Drive Loop $1,335,921 Measure A (Diaz Road to Rancho California Road/Ridge Park Drive) 20 $3,179,591 Rancho Vista Road 2019-20 (Paseo Goleta to Butterfield Stage Road) 20 $1,880,543 RMRA I'I Pauba Road $1,246,611 Measure A (Margarita Road to Via Rami) 20 $3,127,154 Commerce Center Drive/Rider Way 2020-21 (Commerce Center Drive,Including Rider Way from Enterprise Circle West to Via Montezuma) 20 $1,918,154 RMRA I'I Enterprise Circle West $1,287,787 Measure (Winchester Road to Commerce Center Drive) 20 $3,205,941 Rio Nedo Road 2021-22 (Diaz Road to Via Industria) 20 $1,956,517 RMRA I' Avenida Alvarado $1,330,172 Measure A (Diaz Road to Via Industria) 20 $3,286,689 2022-23 Future Projects $1,995,647 RMRA I' Future Projects $1,373,750 Measure A $3,369,397 (1)Road Repair and Accountability Act of 2017(SB1)-Road Maintenance and Rehabilitation Account(RMRA) *For Fiscal Year 2018-19 and beyond,the list of Streets are subject to change based on the updated Pavement Management Program. 1 � Capital Improvement Program Fiscal Years 2019-23 w;�e Cou�ay PAVEMENT REHABILITATION PROGRAM -CITYWIDE Circulation Project Project Description: This project includes the environmental processing, design, construction of pavement rehabilitation, and reconstruction of major streets as recommended in the Pavement Management System. Benefit / Core Value: This project improves pavement conditions so that the transportation needs of the public, business industry,and government can be met. In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: A priority list of rehabilitation projects is used to determine the allocation of available funding. Installations are completed on an ongoing basis. Department: Public Works-Account No.210.165.655 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 2,312,408 $ 285,652 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 120,000 $ 3,918,060 Construction $ 18,394,986 $ 3,895,090 $ 2,629,591 $ 2,577,154 $2,655,941 $2,736,689 $3,199,397 $ 36,088,848 Construction Engineering $ 289,799 $ 664,960 $ 250,000 $ 250,000 $ 250,000 $ 250,000 $ 50,000 $ 2,004,759 Design/Environmental $ 781,049 $ 516,993 $ 1,298,042 Totals $ 21,778,242 $ 5,362,695 $ 3,179,5911$ 3,127,154 $3,205,941 $3,286,689 $3,369,397 $ 43,309,709 Source of Funds: Prior Years FYE2018 2018.19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 4,543,670 $ 1,148,944 $ 5,692,614 Gas Tax $ 341,187 $ 858,813 $ 1,200,000 RMRA(') $ 633,191 $ 1,843,670 $ 1,880,543 $1,918,154 $1,956,517 $1,995,647 $ 10,227,722 Measure $ 16,893,385 $ 721,747 $ 1,335,921 $ 1,246,611 $1,287,787 $1,330,172 $1,373,750 $ 24,189,373 Measure S $ 2,000,000 $ 2,000,000 Total Funding: $ 21,778,242 $ 5,362,695 $ 3,179,591 $ 3,127,154 $3,205,941 $3,286,689 $3,369,397 $ 43,309,709 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)Road Repair and Accountability Act(RMRA) PECHANGA PARKWAY WIDENING Circulation Project Location "'oma x. - 'x".: wr V Ito o i °°off_:� aqE,,, , �► i se \ -;. 1 c s �- n�OCT q a 4 ,= v t Pw � 41 PF, °yam yqb 025 f�ree� �gNyo�_ r s. A9R <5 �1P � soh e'fl�a4�; ayoTON s 4roST oJe cF2^ ��2oP P 1 l� _ «.. ►' 1 �P TL.1{pC Feet 1989 Aerial Data-March 2012 0 200 400 800 i ~ G{C(16 Capital Improvement Program Fiscal Years 2019-23 ,:rx'na Cou�Py 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/Core Value: This project improves pavement conditions so that the transportation needs of the public,business industry, and government can be met.In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: Design for this project started during Fiscal Year 2015-16. Construction is scheduled to start in Fiscal Year 2018-19. Department: Public Works-Account No.210.165.530 PW15-14 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 335,688 $ 29,312 $ 154,896 $ 519,896 Construction $4,000,000 $4,000,000 Construction Engineering $ 110,000 $ 110,000 Design/Environmental $ 337,662 $ 32,442 $ 370,104 Totals $ 673,350 $4,171,754 $ 154,896 $ - $ - $ - $ - $5,000,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Pechanga Tribe Contributions(1) $ 673,350 $4,171,754 $ 154,896 $5,000,000 Total Funding: $ 673,350 $4,171,754 $ 154,896 $ $ $ $ $5,000,000 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1) In accordance with the Intergovernmental Agreement Approved by the City Council on 11/17/2015. ROUNDABOUT IMPROVEMENTS ON YNEZ ROAD Circulation Project .r A 1-p� f ■ - 0.•n• N it.� iF r. Y , I , r �• k II • r 3y rr,*0kY Jp s 4 • • r •S' 1• ?q• }.I �.'• r� r _ '1 _ •1 Q�CNpP1 til 1 IV- �2 Qy v .1 r" • 1 yy , 1 �1•°.1 C 3J Aerial Data-2015 Feet 0 100 200 400 The Hearc of Southern Galiforr.: Wne Count„ i ~ G{C(16 Capital Improvement Program Fiscal Years 2019-23 ,:rx'na Cou�Py ROUNDABOUT IMPROVEMENTS ONYNEZROAD 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/Core Value: This project maintains the natural beauty of the community and improves traffic safety at this intersection.In addition, this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Transportation Mobility and Connectivity. Project Status: This is a new project for Fiscal Year 2018-19.Design,environmental document and right of way acquisition were completed by the developer.Advertisement for bids and construction will take place at the start of the fiscal year. Department: Public Works-Account No.210.165.613 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 75,000 $ 75,000 Construction $ 400,000 $ 400,000 Construction Engineering $ 25,000 $ 25,000 Totals $ $ $ 500,000 $ S $ $ $ 500,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020.21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Reimbursement- Developer Contribution Gateway(1) $ 500,000 $ 500,000 Total Funding: $ - $ $ 500,000 $ - $ - $ - $ - $ 500,000 Future Operation&Maintenance Costs: 6 2018.19 2019-20 2020.21 2021-22 2022.23 $ 1,200 $ 1,224 $ 1,248 $ 1,273 (1)As approved by the City Council on May 8,2018. TRAFFIC CAMERAS AND COMMUNICATION EQUIPMENT ENHANCEMENT PROGRAM - CITYWIDE Circulation Project Location yl 5` d r � i� 'u5 ;•� f. Capital Improvement Program .. R Fiscal Years 2019-23 W: C-l'y TRAFFIC CAMERAS AND COMMUNICATION EQUIPMENT ENHANCEMENT PROGRAM - CITYWIDE Circulation Project Project Description: This project includes the enhancement and upgrade of existing closed circuit television cameras,fiber optic cable,coax cable,communication equipment and Traffic Operations Center Equipment and monitors. Benefit/Core Value: This project enhances traffic safety and supports the long-term maintenance and rehabilitation of City assets and infrastructure. In addition, this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Transportation Mobility and Connectivity. Project Status: A priority list of projects has been developed and will be used to determine the allocation of available funding. Department: Public Works-Account No.210.165.523 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 20,000 $ 5,000 $ 5,000 $ 5,000 $ 35,000 Construction $ 540,000 $ 250,000 $ 50,000 $ 50,000 $ 890,000 Totals $ - $ 560,000 $ 255,000 $ 55,000 $ $ 55,000 $ $ 925,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020.21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 560,000 $ 255,000 $ 55,000 $ 55,000 $ 925,000 Total Funding: $ $ 560,000 $ 255,000 $ 55,000 $ - $ 55,000 $ - $ 925,000 Future Operation&Maintenance Costs: 2018.19 2019-20 2020-21 2021-22 2022-23 $ 1,000 $ 1,020 $ 1,040 $ 1,061 $ 1,082 TRAFFIC SIGNAL EQUIPMENT ENHANCEMENT PROGRAM — CITYWIDE Circulation Project Location of TEA . 0 4461989 I � Q Capital Improvement Program W-C--,, Fiscal Years 2019-23 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,illuminated street name signs,traffic signal controllers,signal communication equipment,and closed circuit television (CCN) camera equipment. This project will also include an upgrade of existing traffic conductors including conduit, service conductors,coax cable,and detector cable to comply with current standards. Benefit/Core Value: This project enhances traffic safety and supports the long-term enhancements and rehabilitation of City assets and infrastructure. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Transportation Mobility and Connectivity. Project Status: Enhancements will be completed on an ongoing basis when funding becomes available. Department: Public Works-Account No.210.165.680 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020.21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ $ 10,747 $ 10,000 $ 10,000 $ 30,747 Fixtures/Furn/Equip $ 511,132 $ 19,909 $ 100,000 $ 90,000 $ 90,000 $ 811,041 Totals $ 511,132 $ 19,909 $ 110,747 $ - $ 100,000 $ $100,000 $ 841,788 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020.21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Traffic Signals) $ 511,132 $ 19,909 $ 10,747 $ 541,788 Measure $ 100,000 $ 100,000 $100,000 $ 300,000 Total Funding: $ 511,132 $ 19,909 $ 110,747 $ - $ 100,000 $ - $100,000 $ 841,788 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 1,000 $ 1,020 $ 1,040 $ 1,061 $ 1,082 ti— 7e—osGt Capital Improvement Program Fiscal Years 2019-23 W-Co "y TRAFFIC SIGNAL INSTALLATION -CITYWIDE Circulation Project otal Project Signal Location Cost Year Funding Source Prior Year Actual Expenditures $ 307,885 2017-18 DIF(Traffic) Vail Ranch Parkway at Tehachapi Pass/EI Chimisal Road(1) $ 250,000 2018-19 Developer (PW15-09) $ 45,000 2018-19 DIF(Traffic) Meadows Parkway at Leena Way(2) $ 242,000 2018-19 DIF(Traffic) De Portola Road at Campanula Way(East)(2) $ 260,000 2018-19 DIF(Traffic) Total $ 797,000 Meadows Parkway at Pauba Road(2) $ 379,968 2019-20 DIF(Traffic) Ynez Road at Waverly Lane $ 350,000 2019-20 Measure S Total $ 729,968 Meadows Parkway at Campanula Way(West)(2) $ 280,000 2020-21 DIF(Traffic) Margarita Road at Santiago Road-Modification $ 265,000 2020-21 Unspecified Rancho California Road at Promenade Chardonnay $ 290,000 2020-21 Unspecified Total $ 835,000 Rancho California Road at Tee Drive $ 350,000 2021-22 Measure S Margarita Road at Verdes Lane-Modification $ 250,000 2021-22 Unspecified Rancho Vista Road at Avenida de la Reina $ 105,000 2021-22 Unspecified Rancho Vista Road at Avenida de la Reina $ 175,000 2021-22 Unspecified Total $ 880,000 Unspecified Butterfield Stage Road at Rancho Vista Road $ 300,000 2022-23 DIF(Traffic) Redhawk Parkway at Via Puebla $ 350,000 2022-23 Unspecified Redhawk Parkway at Via Salito $ 300,000 2022-23 Unspecified Ynez Road at Rancho Way $ 295,000 2022-23 Unspecified Total $ 1,245,000 $ 4,794,853 (1)Developer Contribution is$250,000.Est.Comp.2018 (2)DIF Traffic Developer Reimbursement Prior Year Actual Expenditures $ 307,885 Fiscal Year 2018-19 $ 797,000 Fiscal Year 2019-20 $ 729,968 Fiscal Year 2020-21 $ 835,000 Fiscal Year 2021-22 $ 880,000 Fiscal Year 2022-23 $ 1,245,000 TOTAL: $ 4,794,853 ~� R Capital Improvement Program w;ecana,y Fiscal Years 2019-23 TRAFFIC SIGNAL INSTALLATION -CITYWIDE Circulation Project Project Description: This project includes the design,construction,installation and modification of traffic signals at various locations throughout the City including: Rancho California Road,Ynez Road, Butterfield Stage Road, Meadows Parkway, Rancho Vista Road and Red hawk Parkway/Vail Ranch Parkway. The project also includes reimbursement for developer installed traffic signals. Benefit/Core Value: This project improves traffic safety and circulation throughout the City. In addition, this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Transportation Mobility and Connectivity. Project Status: A priority list of traffic signals has been developed.The traffic signals scheduled for installation will be designed and constructed in the scheduled fiscal year. Reimbursements for developer installed traffic signals will be made as Development Impact Fee(DIF)traffic become available. Department: Public Works-Account No.210.165.682 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022.23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 20,892 $ 122,276 $ 143,168 Construction $ 286,993 $ 538,007 $ 123,717 $729,968 $ 835,000 $880,000 $ 1,245,000 $4,638,685 Design/Environmental $ 13,000 $ 13,000 Totals $ 307,885 $ 673,283 $ 123,717 $729,968 $ 835,000 $880,000 $ 1,245,000 $4,794,853 Source of Funds: Prior Years FYE2018 2018-19 Actual Carryover Adopted 2019-20 2020.21 2021-22 2022.23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Developer Contributions $ 250,000 $ 250,000 DIF(Traffic Signals) $ 307,885 $ 423,283 $ 123,717 $379,968 $ 373,529 $ 87,644 $1,696,026 Measure S $350,000 $350,000 $ 700,000 Unspecified* $ 461,471 $530,000 $ 1,157,356 $2,148,827 Total Funding: $ 307,885 $ 673,283 $ 123,717 $729,968 $ 835,000 $880,000 $ 1,245,000 $4,794,853 Future Operation& Maintenance Costs: 11111111111111111 2018-19 2019-20 2020-21 2021-22 2022-23 $ 4,000 $ 8,000 $ 8,000 $ 8,000 *Project cannot be constructed until a funding source is identified YF !`+ r g- r t ysrci rel as .'� •��r> -. .r.� � ,:d�. a, 195:iVI e; k G n� i { 1 11 11 X11 Q C7``l All Capital Improvement Program TIM Hwt of$n 0—CalAe...M W.c-." Fiscal Years 2019-23 TRAFFIC SIGNAL PARK AND RIDE ACCESS IMPROVEMENTS 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/Core Value: This project improves traffic safety and circulation throughout the City. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Transportation Mobility and Connectivity. Project Status: This is a new project for Fiscal Year 2018-19.Design will be initiated during this fiscal year and construction is to follow. Department: Public Works-Account No.210.165.605 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022.23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 147,125 $ 147,125 Construction $ 588,500 $ 588,500 Construction Engineering $ 17,655 $ 17,655 Design/Environmental $ 187,700 $ 187,700 MSHCP $ 11,250 $ 11,250 Totals $ $ $ 952,230 $ $ $ $ $ 952,230 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Developer Contributions $ 175,000 $ 175,000 General Fund $ 226,725 $ 226,725 Measure S $ 550,505 $ 550,505 Total Funding: $ - $ $ 952,230 $ - $ $ - $ - $ 952,230 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 2,000 1 $ 2,040 $ 2,081 1 $ 2,122 1•���.. ��,i . *�;` �+t..y t, ,� ♦' •�`� jos ��� .. - ..- � r•r Mid:�.��y "16\ .{�s ) f � �,�:.� y�� �.. M1 �y } {Q��}snit L, t .._� �,. - _�. - :�•J .4 '4 "^ ..�', a Ns. "311 Alm VA4N. .1 �` - a to mow' �+ A ¢ AsiA4 t .+ �.•� � �„ � 3. .� , rte., � r w. .pr pp Am ol `— 7e—o -,`" ' 4 Capital Improvement Program Fiscal Years 2019-23 w, cd n'y 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/Core Value: This project improves traffic circulation by widening an important arterial road in this part of the City. In addition,this project satisfies the City's Core Value of Transportation Mobility and Connectivity. Project Status: The project will be completed by Fiscal Year 2019-20. Department: Public Works-Account No.210.165.535 Level: II Project Cost: Prior Years FYE 2018 2018-19 2022.23 Actual Carryover Adopted 2019-20 2020.21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 1,226 $ 171,489 $ 322,285 $ 495,000 Construction $3,300,000 $ 3,300,000 Construction Engineering $ 165,000 $ 165,000 Design/Environmental $ 246,736 $ 200,000 $ 165,000 $ 611,736 Totals $ 1,226 $ 418,225 $ 200,000 $3,952,285 $ - $ - $ - $ 4,571,736 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Street Improvements) $ 1,226 $ 418,225 $ 200,000 $3,952,285 $ 4,571,736 Total Funding: $ 1,226 $ 418,225 $ 200,000 $3,952,285 $ $ $ $ 4,571,736 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 a I� w' d 'i§ 7 R Capital Improvement Program gut of Souaxrn Gl.Earma Fiscal Years 2019-23 W06 Ca ry INFRASTRUCTURE / OTHER PROJECTS Table of Contents Americans with Disabilities Act (ADA) Transition Plan Implementation ................................80 Bike Lane and Trail Program — Citywide ..............................................................................82 Bike Lane and Trail Program — Pump Track.........................................................................84 City Facilities Rehabilitation .................................................................................................86 Citywide Streetlight Acquisition and Light Emitting Diode (LED) Retrofit ............................. 88 Citywide Surveillance Cameras........................................................................................... 90 Electric Vehicles Charging Station ...................................................................................... 92 Expanded Recycled Water and Plant Material Conversion Project...................................... 94 Fiber Optic Communication System Upgrade ..................................................................... 96 Fire Station 73 Gym/Garage ............................................................................................... 98 Fire Station 84 Training Room Renovation..........................................................................100 Interstate 15 Branding and Visioning — Conceptual Landscape Corridor Plan.....................102 Library Parking - Phase 11....................................................................................................104 Main Street Property Improvements....................................................................................106 Margarita Recreation Center...............................................................................................108 Medians and Ornamental Pedestrian Barriers — Citywide ...................................................110 Murrieta Creek Improvements.............................................................................................112 Old Town Parking Structure................................................................................................114 Pechanga Parkway Environmental Mitigation .....................................................................116 PublicSafety Monument .....................................................................................................118 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect.......................120 Sidewalks — Citywide ..........................................................................................................122 Sidewalks —Old Town Boardwalk Enhancement ................................................................124 TeenVillage........................................................................................................................126 Temecula Elementary School (TES) Pool Renovation ........................................................128 Utility Undergrounding — Citywide .......................................................................................130 AMERICANS WITH DISABILITIES ACT (ADA) TRANSITION PLAN IMPLEMENTATION Infrastructure/Other Project Location of TEA . 0 4 1989 1� Capital Improvement Program Fiscal Years 2019-23 W-C-try AMERICANS WITH DISABILITIES ACT (ADA) TRANSITION PLAN IMPLEMENTATION Infrastructure/Other 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/Core Value: This project furthers the City's Core Values of A Safe and Prepared Community, Accountable and Responsive City Government,as well as Transportation Mobility and Connectivity. Project Status: The American With Disabilities Act (ADA) Transition Plan Upgrade was completed in Fiscal Year 2017-18. The implementation of the Transition Plan recommendation has become an ongoing program. Department: Public Works/Building Safety-Account No.210.165.612 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019.20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 78,660 $ 78,660 $ 78,660 $ 78,660 $ 78,660 $ 393,300 Construction $ 245,000 $ 245,000 $ 245,000 $ 245,000 $ 245,000 $ 1,225,000 Totals $ $ $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 1,618,300 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019.20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 1,618,300 Total Funding: $ $ $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 323,660 $ 1,618,300 Future Operation& Maintenance Costs: 2018.19 2019.20 2020.21 2021.22 2022.23 (1)Community Development Block Grant-Action Plan Fiscal Year 2018-19 7] R Capital Improvement Program — o„torsa a.�c.urFiscal Years 2019-23 Th.H w e C;1 BIKE LANE AND TRAIL PROGRAM -CITYWIDE Infrastructure/Other Project Actuals o L;ost to Bike Lane and Trail Program date Complete Year Funding Source Bike Lane and Trail Program $ 196,907 $ 168,524 2018-19 DIF(open space and Trails) $ 20,000 2018-19 Beyond Grant $ 270,682 2018-19 AB2766 Lake Skinner Trail $ 60,000 2017-18 DIF(open Space and Trails) $ 110,000 2019-20 AB2766 $ 50,000 2018-19 DIF(open Space and Trails) Rancho California Bicycle Lane and Cycle Track $ 150,000 2020-21 AB2766 $ 905,000 2021-22 Unspecified Temecula Creek South Trail $ 293,547 2018-19 DIF(open space and Trails) $ 160,556 2021-22 AB2766 $ 1,050,000 2021-22 Unspecified Yukon to Ynez $ 117,912 2021-22 DIF(open Space and Trails) $ 386,088 2021-22 Unspecified Multi-Use Trail-Margarita Road Undercrossing $ 300,000 2021-22 Senate Bill 821 $ 1,324,468 2021-22 Unspecified Future Projects $ 145,823 2022-23 AB2766 Total $ 196,907 $ 5,709,507 $ 5,906,414 a� .� Q Capital Improvement Program Fiscal Years 2019-23 Th.H-1 of SoneMrn G1ir«nia WW cz"y BIKE LANE AND TRAIL PROGRAM -CITYWIDE Infrastructure/Other 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/Core Value: 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.In addition,this project satisfies the City's Core Values of A Sustainable City and Transportation Mobility and Connectivity. 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: Planning/Public Works/Temecula Community Services-Account No.210.165.703 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 40,565 $ 60,000 $ 313,525 $ 182,662 $ 596,752 Construction $ 147,144 $ 92,332 $381,367 $ 261,103 $ 3,454,831 $ 4,336,777 Construction Engineering $ 104,400 $ 104,400 Design/Environmental $ 49,763 $ 60,069 $ 119,353 $ 485,800 $ 714,985 MSHCP $ 73,500 $ 73,500 Utilities $ 80,000 $ 80,000 Totals $ 196,907 $ 192,966 $ 179,353 $381,367 $ 261,103 $ 4,512,056 $ 182,662 LL 5,906,414 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 Total Project Expenditures Budget Appropriation Projected Projected Projected Cost AB 2766 $ 179,353 $137,422 $ 140,167 $ 142,967 $ 145,823 $ 745,732 BEYOND Grant $ 20,000 $ 20,000 DIF(Open Space and Trails) $ 196,907 $ 172,966 $243,945 $ 120,936 $ 36,839 $ 36,839 $ 808,432 Reimburments-Developer $ 905,000 $ 905,000 Senate Bill 821 $ 300,000 $ 300,000 Unspecified" $ 3,127,250 $ 3,127,250 Total Funding: $ 196,907 $ 192,966 $ 179,353 $381,367 $ 261,103 $ 4,512,056 $ 182,662 $ 5,906,414 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 35,000 $ 35,700 $ 36,414 $ 37,142 'Project cannot be constructed until a funding source is identified s f 'tiw- i ' J ` . Ak .dApl 3 - a } l { * pu 4,r . - -�_ y i to {i r ° r xi, q Ift Capital Improvement Program R Fiscal Years 2019-23 'rc Ho rt of 5—h—Calif—i. w e Country BIKE LANE AND TRAIL PROGRAM -PUMP TRACK Infrastructure/Other Project Project Description: This project will include 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 will consist 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 will also include an infield material to allow for drainage, hardscape paved entry area with signage,bench seating,shade structure,landscaping,and bike racks. Benefit/Core Value: 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. Project Status: This project is estimated to be complete by Fiscal Year 2018-19. Department: Planning- Account No.210.165.718 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 50,000 $ 50,000 Construction $ 200,000 $ 200,000 Design/Environmental $ 50,000 $ 50,000 Totals $ $ $ 300,000 $ $ $ $ $ 300,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Open Space and Trails) $ 300,000 $ 300,000 Total Funding: $ $ $ 300,000 $ - $ - $ - $ - $ 300,000 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 5,000 $ 5,000 $ 5,000 $ 10,000 CITY FACILITIES REHABILITATION Infrastructure/Other Project Location '01F TEA . re soI 0 0,0 4 1989 OO 4 Cc7e,OZI, apital Improvement Program T Sw;horn Gal�Earnla Fiscal Years 2019-23 Tho Ncart of W-Country CITY FACILITIES REHABILITATION Infrastructure/Other Project Project Description: This project facilitates rehabilitation projects at City owned and operated facilities such as the Mary Phillips Senior Center, Community Recreation Center, Temecula Elementary School pool and locker room, Civic Center, Field Operations Center, Maintenance Facility, TVE2, Escallier House & Barn, 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/ Core Value: This project minimizes emergency repair costs, prolongs the service life of facilities, and upgrades aging facility components. In addition,this project satisfies the City's Core Values of a Healthy and Livable City and A Safe and Prepared Community. 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.210.165.701 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 151,141 $ 13,643 $ 43,664 $ 25,000 $ 25,000 $ 25,000 $ 283,448 Construction $ 1,656,636 $ 120,379 $ 100,000 $200,000 $200,000 $200,000 $2,477,015 Design $ 37,496 $ 20,705 $ 25,000 $ 25,000 $ 25,000 $ 133,201 Totals $ 1,845,273 $ 154,727 $ 143,664 $ $250,000 $250,000 $250,000 L12,893,664 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 1,595,273 $ 154,727 $ 1,750,000 DIF(Corporate Facilities) $ 250,000 $ 250,000 Facilities Replacement Fund $ 143,664 $250,000 $250,000 $250,000 $ 893,664 Total Funding: $ 1,845,273 $ 154,727 $ 143,664 $ - $250,000 $250,000 $250,000 $2,893,664 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 CITYWIDE STREETLIGHT ACQUISITION AND LIGHT EMITTING DIODE (LED) RETROFIT Infrastructure/Other Project Location of TEA . 0 44619 89 "1140r (ie I Capital Improvement Program Fiscal Years 2019-23 w,e ca��e,y CITYWIDE STREETLIGHT ACQUISITION AND LIGHT EMITTING DIODE (LED) RETROFIT Infrastructure/Other Project Project Description: Phase I of this project is to purchase 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/Core Value: This project provides for the opportunity to reduce facilities costs, reduce energy usage, and extend the life of lighting infrastructure. This project satisfies the City's Core Value of A Sustainable City. Project Status: This project is estimated to be completed in Fiscal Year 2018-19. Department: Public Works-Account No.210.165.688 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 104,305 $ 104,305 Fixtures/Furn/Equip $5,375,598 $2,399,006 $ 7,774,604 Totals $ $5,375,598 $2,503,311 $ $ $ $ $ 7,878,909 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Capital Financing $5,375,598 $ 5,375,598 General Fund $2,503,311 $2,503,311 Total Funding: $ $5,375,598 $2,503,311 $ $ $ $ - $ 7,878,909 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 60,000 $ 61,200 $ 62,424M$ 63,672 CITYWIDE SURVEILLANCE CAMERAS Infrastructure/Other Project Location of TEA . re so 0 0,0 4 1989 �. Capital Improvement Program ,,L.;.,,,, ;, ,.h�,,,C-I.i�.n,,, Fiscal Years 2019-23 w�eca .; CITYWIDE SURVEILLANCE CAMERAS Infrastructure/Other Project Project Description: The Citywide Camera Surveillance system will be utilized by the City to support public safety, traffic management, and asset protection activities in service to its citizens. The City's goal for the system is to standardize and integrate existing and new video management systems to provide video technology to improve overall safety and security to the residents of the City. Benefit/Core Value: To protect property and life. This project provides Police the ability to perform virtual patrols, maximizing staff efficiency and resources. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community and A Sustainable City. Project Status: This project is estimated to be complete by the end of Fiscal Year 2020-21. Department: Information Technology-Account No.210.165.711 PW 17-01 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 2,593 $ 4,907 $ 7,500 Construction' $ 27,229 $ 1,268,238 $ 319,533 $ 484,146 $ 484,146 $2,583,292 Design- $ 137,082 $ 218,418 $ 355,500 Totals $ 166,904 $ 1,491,563 $ 319,533 $ 484,146 $ 484,146 $ $ LLL2,946,292 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Corporate Facilities) $ 2,151 $ 523,900 $ 22,997 $ 330,812 $ 439,314 $ 1,319,174 DIF(Police Facilities) $ 164,753 $ 515,961 $ 41,051 $ 721,765 Measure S $ 451,702 $ 296,536 $ 153,334 $ 3,781 $ 905,353 Total Funding: $ 166,904 $ 1,491,563 $ 319,533 $ 484,146 $ 484,146 $ - $ - $2,946,292 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 160,000 $ 260,000 $260,000 $ 260,000 *Construction includes camera purchase and installation to facilities ELECTRIC VEHICLES CHARGING STATION Infrastructure/Other Project Location '01F TEA . re so 0 0,0 4 1989 Q Capital Improvement Program Fiscal Years 2019-23 w .Gantry ELECTRIC VEHICLES CHARGING STATION Infrastructure/Other Project Project Description: This project includes the design and construction of improvements to accommodate electric vehicles charging stations installations at various City facilities. The project include 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/Core Value: This project encourages alternative transportation options. In addition,this project satisfies the City's Core Value of A Sustainable City. Project Status: This is a new project. Department: Public Works-Account No.210.165.683 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 15,000 $ 15,000 Construction $ 126,000 $ 126,000 Design/Environmental $ 15,000 $ 15,000 Totals $ $ $ 156,000 $ $ $ $ $ 156,000 Source Of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost AB2766 $ 91,329 $ 91,329 MSRC Grant(1) $ 64,671 $ 64,671 Total Funding: $ $ $ 156,000 $ $ $ $ $ 156,000 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)Mobile Source Air Pollution Reduction Review Committee EXPANDED RECYCLED WATER AND PLANT MATERIAL CONVERSION PROJECT Infrastructure/Other Project Location of TEA . 0 4 1989 Q Capital Improvement Program Fiscal Years 2019-23 w .Gantry EXPANDED RECYCLED WATER AND PLANT MATERIAL CONVERSION PROJECT Infrastructure/Other 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/Core Value: This project will reduce use of potable water, increase overall water savings and enhance energy efficiencies and potentially reduce greenhouse gas emissions. This project satisfies the City's Core Value of A Sustainable City, a Healthy and Livable City and Accountable and Responsive City Government. Project Status: Project is estimated to be complete by Fiscal Year 2018-19. Department: Public Works-Account No.210.165.689 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 21,998 $ 21,998 Construction $ 460,562 $ 460,562 Design/Environmental $ 85,479 $ 85,479 Totals $ $ 568,039 $ $ $ $ $ $ 568,039 Source Of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DWR Grant(1) $ 426,029 $ 426,029 Measure S $ 142,010 1 1 1 1 1 $ 142,010 Total Funding: $ - $ 568,039 $ - $ - $ - $ - $ $ 568,039 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)Department of Water Resources Proposition 84 Grant Agreement FIBER OPTIC COMMUNICATION SYSTEM UPGRADE Infrastructure/Other Project Location of TEA . re so 0 0,0 4 1989 C 7Z- (ee'o rz��tT Capital Improvement Program 1�,'1 nafS—h-,C:.H.ma Fiscal Years 2019-23 w.ne Gauntry FIBER OPTIC COMMUNICATION SYSTEM UPGRADE Infrastructure/Other 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/Core Value: This project will upgrade the City's communication system equipment. In addition,this project satisfies the City's Core Value of A Safe and Prepared Community. Project Status: A request for proposal(RFP)for design is in process. Department: Public Works-Account No.210.165.550 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Construction $ 1,231,200 $ 1,231,200 Design/Environmental $ 90,000 $ 90,000 Totals $ $ 1,321,200 $ $ $ $ $ $ 1,321,200 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost HSIPI'l $ 1,208,200 $ 1,208,200 Measure S $ 113,000 $ 113,000 Total Funding: $ $ 1,321,200 $ $ $ $ $ $ 1,321,200 Future Operation &Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ $ (1)Highway Safety Improvement Program FIRE STATION 73 GYM/GARAGE Infrastructure/Other Project Location iw w A " AiSFc/RNOR�H. # 5 s �M. _ � 4 do, , •,ter �,. � . } : 4 ��, r ■ �P5 r r I wvim 41 u A!ne_ ' y7 $y Rp r � R Aerial Data-2015 Feet The 14-1,11-11...C,1' ,i, �00 200 400 W..Cou�[ry R Capital Improvement Program Fiscal Years 2019-23 Wm C-uy FIRE STATION 73 GYM/GARAGE Infrastructure/Other 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 as well as adding a gym to the facility. Benefit/Core Value: 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 on tear on these vehicles.This project satisfies the City's core values of a safe and prepared community, as sustainable City and accountable and responsive city government. Project Status: This project is estimated to be complete in Fiscal Year 2019-20. Department: Fire Services-Account No. 210.165.697 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 75,000 $ 75,000 Construction $ 125,000 $ 125,000 Design/Environmental $ 54,000 $ 54,000 Totals $ - $ - $ - $ 254,000 $ - $ - $ - $ 254,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S I I 1 1 $ 254,000 $ 254,000 Total Funding: $ - $ - $ - $ 254,000 $ $ $ $ 254,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 fi x � 41- 1.7 f. 1 AWL _ .. a: Y'oe LL 1 + n . 4 R Capital Improvement Program Fiscal Years 2019-23 Wm C-uy FIRE STATION 84 TRAINING ROOM RENOVATION Infrastructure/Other 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 our 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/Core Value: This project satisfies the city's core values of a safe and prepared community,as sustainable city and accountable and responsive city government. This improvement will create better learning experience for our community members that attend these classes for training. Project Status: This project is estimated to be complete in Fiscal Year 2018-19. Department: Fire Services-Account No.210.165.687 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 28,750 $ 140,000 $ 168,750 Construction $ 115,000 $ 234,000 $ 349,000 Design/Environmental $ 23,000 $ 126,000 $ 149,000 Totals $ - $ 166,750 $ 500,000 $ - $ - $ - $ - $ 666,750 Source of Funds: Prior Years FYE 2018 2018-19 ME-* Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 166,750 $ 500,000 $ 666,750 Total Funding: $ $ 166,750 $ 500,000 $ - $ - $ - $ $ 666,750 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 rw s y/ SEAd a : ' .+ F. r.. •r .' d f ;' .,* y}'1+ Tii It r se f � rLZ. 9w zoom rd Al irk',-vLh`-4f+'c+. .4w AN L {= � 4 ,� z .��4�•, �,� t �r � }°��"ter. T {yy �,� .a 46 TOP s f dF � . . WIN w r � Capital Improvement Program Fiscal Years 2019-23 INTERSTATE 15 BRANDING AND VISIONING-CONCEPTUAL LANDSCAPE CORRIDOR PLAN Infrastructure/Other Project Project Description: The project includes the landscape beautification of the Interstate 15 Corridor, between French Valley Parkway and Temecula Parkway, including each interchange to implement the Interstate 15 Branding and Visioning- Landscape Corridor Plan in association with Visit Temecula Valley and the Pechanga Tribe. Benefit/Core Value: 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. Project Status: This project is in the conceptual phase. Department: Public Works-Account No.210.165.690 PW17-19 Level: I Project Cost: Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 7,402 $ 17,598 $ 86,400 $ 61,200 $ 172,600 Construction $3,000,000 $3,000,000 Construction Engineering $ 235,000 $ 235,000 Design/Environmental $ 75,000 $ 254,950 $ 329,950 MSHCP $ 150,000 $ 150,000 Totals $ 7,402 $ 92,598 $ 341,350 $ - $3,446,200 $ $ $3,887,550 Source of Funds: Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 7,402 $ 92,598 $ 341,350 $ 446,200 1 $ 887,550 Unspecified" I I I 1 1 $3,000,000 $3,000,000 Total Funding: 1 $ 7,402 $ 92,598 $ 341,350 $ - $3,446,200 $ - $ $3,887,550 Future Operation &Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 50,000 $ 52,020 r f. i 9 r f Gtir Capital Improvement Program Fiscal Years 2019-23 LIBRARY PARKING -PHASE II Infrastructure/Other Project Project Description: This project includes the study, design, and construction of alternatives to provide additional parking for the Ronald H. Roberts Temecula Public Library. Phase II covers the design and construction of an expansion of the current on-site parking facility. The Furniture, Fixtures and Equipment(FF&E)covers camera system infrastructure, Public Wi-Fi and other identified Information Technology needs. Benefit/Core Value: This project provides additional parking for Library patrons, meetings,and special programs. In addition,this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: Phase II Design started in Fiscal Year 2013-14 and construction of the expansion will start in Fiscal Year 2018-19. Department: Public Works/Temecula Community Services-Account No.210.190.153 PW 13-09 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 274,122 $ 159,367 $ 433,489 Construction $ 230,160 $ 1,157,428 $ 474,292 $ 1,861,880 Construction Engineering $ 4,208 $ 202,392 $ 206,600 Design/Environmental $ 155,748 $ 89,252 $ 245,000 Information Technology $ 60,000 $ 60,000 MSHCP $ 66,000 $ 66,000 Totals $ 664,238 $ 1,734,439 $ 474,292 $ - $ $ $ $2,872,969 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 37,628 $ 37,628 D IF(Library Facilities) $ 626,610 $ 1,261,024 $ 474,292 $2,361,926 DIF(Police Facilities) $ 50,000 $ 50,000 Measure S $ 423,415 $ 423,415 Total Funding: $ 664,238 $ 1,734,439 $ 474,292 $ - $ - $ - $ - $2,872,969 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 5,000 $ 5,100 $ 5,202 $ 5,306 MAIN STREET PROPERTY IMPROVEMENTS Infrastructure Project Location ! �5 +tri ls (+ ' _ N `� c3e�`.1 !�' Capital Improvement Program "—t°fS—h—C,'4-4 Fiscal Years 2019-23 W+ c« t'y MAIN STREET PROPERTY IMPROVEMENTS Infrastructure/Other Project Project Description: Performs site improvements on parcels 922-036-039 and 922-036-040, adjacent to the Temecula Community Theater and Pennypickles's Workshop to include general plumbing and electrical relocations and repairs, installation of landscaping and various hardscape components. Benefit/Core Value: This project will enhance the newly acquired City property. In addition,this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: This project is scheduled to be complete by Fiscal Year 2018-19. Department: Public Works/Temecula Community Services-Accounts No.210.165.691 PW17-20 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 7,547 $ 17,453 $ 25,000 Construction $ 56,339 $ 58,661 $ 115,000 Construction Engineering $ 10,000 $ 10,000 Design/Environmental $ 50,000 $ 50,000 Totals $ 63,886 $ 136,114 $ $ - $ - $ - $ - $ 200,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 63,886 $ 136,114 1 1 1 1 1 $ 200,000 Total Funding: $ 63,886 $ 136,114 $ - $ - $ - $ - $ $ 200,000 Future Operation &Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 MARGARITA RECREATION CENTER infrastructure/Other Project Location td. M---Wp ^ r tis f ; -v •��, ,'pp �' _..mow � �4T l x� „ L i- '00 1-0 WNS - ,- Feet Aerial Data-2015 0 50 100 200 iA]kk I� Capital Improvement Program Tie"^ ^,—"^,^C^''o-^;, Fiscal Years 2019-23 vrn^e co�my MARGARITA RECREATION CENTER Infrastructure/Other Project Project Description: This project consists of 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. Construction will be phased due to budgetary constraints. The Information Technology Equipment covers camera system infrastructure,access control,Public Wi-Fi and other identified Information Technology needs.. Benefit/Core Value: This project will provide the City a new facility to meet the increasing demands of recreational programs. In addition, this project satisfies the City's Core Value of a Healthy and Livable City and A Safe and Prepared Community. Project Status: Concept Design started in FY17/18.Final design and environmental approval anticipated in FY18/19. Department: Public Works/Temecula Community Services-Account No.210.165.692 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 7,735 $ 100,065 $ 615,000 $ 722,800 Construction $4,093,150 $ 1,500,000 $5,593,150 Construction Engineering $ 520,000 $ 520,000 Design/Environmental $ 538,973 $ 538,973 Information Technology $ 140,000 $ 200,000 $ 400,000 $ 740,000 Totals $ 7,735 $ 639,038 $4,848,150 $ 720,000 $ - $ - $ 1,900,000 $8,114,923 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Police Facilities) $ 140,000 $ 140,000 Measure S $ 7,735 $ 639,038 $4,708,150 $ 720,000 $ 1,900,000 $7,974,923 Total Funding: $ 7,735 $ 639,038 $4,848,150 $ 720,000 $ $ $ 1,900,000 $8,114,923 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 730,000 $ 744,600 $759,492 A A - i A - j - AN 15 r • a � . ♦ ,a� y ` • MA ul &� `8a Y ' i t'• ,�o _ f �.} �: •4 a �- N s"" .w" ,�s ' �a v h, w,�n. 1_?S 1 i �' € SII e• � �"'�`� `� �s 9�,a'� � ��a � `°",�¢a � �-� �� �' �x � v�,'*� 1�P i'c'e�e""„u�S �`q, �a `•e�a $ ' � �J a3 -_ ",i1F I of see fell JT c7eo-W-]� 4 Capital Improvement Program ,,.,,­, Eslti:,,,:,,,C,,,U Fiscal Years 2019-23 W,:no Country MEDIANS AND ORNAMENTAL PEDESTRIAN BARRIERS -CITYWIDE Infrastructure/Other Project Project Description: This project includes the design and construction of raised concrete medians (with stamped concrete), neighborhood identification medians, pedestrian bulb-outs, and ornamental pedestrian barriers to provide neighborhood traffic calming and enhance pedestrian crossing at locations such as Deer Hollow Way, Seraphina Road, Nighthawk Pass, Roripaugh Road,Suzi Lane, Chandler Drive and other locations within the City. Temecula Valley Unified School District(TVUSD)contribution is for installation of the enhanced pedestrian crossing on Deer Hollow Way by Great Oak High School. Benefit/Core Value: This project provides neighborhood traffic calming and a safe crossing for pedestrians at various locations within the City. This project satisfies the City's Core Values of A Safe and Prepared Community, A Sustainable City, and Transportation Mobility and Connectivity. Project Status: This project has a priority list of locations and will be constructed when funding is available. Department: Public Works-Account No.210.165.704 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 15,000 $ 10,000 $ 10,000 $ 10,000 $ 45,000 Construction $ 115,000 $ 110,000 $220,000 $230,000 $ 675,000 Construction Engineering $ 10,000 $ 10,000 $ 10,000 $ 30,000 Design $ 29,900 $ 5,100 $ 20,000 $ 20,000 $ 20,000 $ 95,000 Totals $ 29,900 $ 135,100 $ 150,000 $ - $260,000 $ - $270,000 $ 845,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Street Improvements) $ 29,900 $ 10,100 $ 40,000 Measure S $ 100,000 $ 150,000 $260,000 $270,000 $ 780,000 Reimbursements (TVUSD)(1) $ 25,000 $ 25,000 Total Funding: $ 29,900 $ 135,100 $ 150,000 $ $260,000 $ $270,000 $ 845,000 Future Operation &Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)Temecula Valley Unified School District Contribution MURRIETA CREEK IMPROVEMENTS infrastructure/Other Projects Location SpA � � e O� v Shy SOA- � Olk o° F O LigQO A,v y� ?gyp s"y qQ`• pr QUO ��pP Q��P J# 01 SPG` Q� O�< C,0 05 '`'i0 m 70 v ti JSP 41 O �c QGS `•�:. SAgR�O c-)3�ti CA4. '. qCNO Vik � � 9 O RANCHO CALIFORNIA RD -- < -. O�FELIXL � ® � CO Fsc9 �9% .4 AG 0 vO< 'r<\ 0 �7 IIIFeet Aerial Data- March 2010 0 612.5 1,225 2,450 1989 C3 Capital Improvement Program e"tt4l Tr.,r+—i of so..;horn cahEoon;, Fiscal Years 2019-23 w.ns Country MURRIETA CREEK IMPROVEMENTS Infrastructure/Other Project Project Description: This project includes the design and construction of the proposed United States Army Corps of Engineers and Riverside County Flood Control improvements to the Murrieta Creek within the City limits. 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/Core Value: This project helps prevent flooding of Old Town Temecula. In addition, this project satisfies the City's Core Values of A Safe and Prepared Community and A Sustainable City. Project Status: The City is working with Riverside County to form a Joint Powers Authority to further the implementation of this project. Construction of Phase II, just south of Rancho California Road to south of First Street bridge, started Fall 2015 and is almost 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.210.165.735 PW 15-07 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 26,916 $ 69,243 $ 17,469 $ 113,628 Construction $ 168,500 $ 23,500 $ 192,000 Design $ 135,212 $ 27,445 $ 8,500 $ 171,157 Totals $ 162,128 $ 265,188 $ 49,469 $ $ $ - $ - $ 476,785 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 135,858 $ 135,858 Reimbursements (Sale ofProperty)(1) $ 26,270 $ 265,188 $ 49,469 $ 340,927 Total Funding: $ 162,128 $ 265,188 $ 49,469 $ $ $ $ $ 476,785 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (')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. OLD TOWN PARKING STRUCTURE Infrastructure/Other Project Location of TEA . re soI 0 0,0 4 1989 OO C(V I Capital Improvement Program ,r�„—,oI—hn.,nFiscal Years 2019-23 W-C-t-y OLD TOWN PARKING STRUCTURE Infrastructure/Other 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/Core Value: This project will satisfy the City's Core Values of a Healthy and Livable City and Economic Prosperity. Project Status: This project is estimated to be complete in Fiscal Year 2018-19. Department: Public Works-Account No. 210.165.694 PW17-15 Level: III 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 11,965 $ 88,035 $ 100,000 Design/Environmental $ 900,000 $ 900,000 Totals $ 11,965 $ 988,035 $ $ $ $ $ $ 1,000,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 11,965 $ 988,035 1 1 $ 1,000,000 Total Funding: $ 11,965 $ 988,035 $ $ $ $ $ - $ 1,000,000 Future Operation & Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 PECHANGA PARKWAY ENVIRONMENTAL MITIGATION infrastructure/Other Projects Location kl • aY- Z CHCo o C '.. u D 7Q - p��D LN q TEMECULA PKy GABRIELLE\-N ` SAMANTHA LN { 141 LU 0 LU s 0 0 5�0 vy �oN w F,yiFCG< OA JENDGR a ly44, 2 Oeq Fl " T_ WAILEA CT gCOD 9ss k DP FFC� IIS s �• YS 0P Feet Aerial Data- March 2010 0 295 590 1,180 Capital Improvement Program I Fe H,e of S­them C.I.( Fiscal Years 2019-23 Wye Cau+try PECHANGA PARKWAY ENVIRONMENTAL MITIGATION Infrastructure/Other Project Project Description: This project includes the design, construction, and implementation of an environmental mitigation site required for the Pechanga Parkway Project, including acquisition and planting of the mitigation site in Temecula Creek. In addition,this project provides water to plant material and monitoring the mitigation site for five(5)years. Benefit/ Core Value: This project increases environmental mitigation areas. In addition, this project satisfies the City's Core Value of A Sustainable City. Project Status: The design and construction of new wetlands was completed during 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 2018-19. Department: Public Works-Account No.210.165.516 PW11-01 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 300,504 $ 113,706 $ 109,617 $ 523,827 Acquisition $ 20,442 $ 5,000 $ 25,442 Construction $ 158,742 $ 55,807 $ 214,549 Construction Engineering $ 1,710 $ 8,290 $ 10,000 Design/Environmental $ 269,872 $ 6,293 $ 276,165 Utilities $ 1,023 $ 1,023 Totals $ 752,293 $ 189,096 $ 109,617 $ $ $ $1,051,006 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost CFD(Wolf Creek) $ 752,293 $ 189,096 $ 109,617 $1,051,006 Total Funding: $ 752,293 $ 189,096 $ 109,617 $ $ $ $ $1,051,006 Future Operation &Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 PUBLIC SAFETY MONUMENT Infrastructure/Other Project Location of TEA . re soI 0 0,0 4 1989 OO C3 Capital Improvement Program e"tt4l Tr.,r+—i of so..;horn cahEoon;, Fiscal Years 2019-23 w.ns Country PUBLIC SAFETY MONUMENT Infrastructure/Other 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/Core Value: To honor Fire and Police. In addition,this project satisfies the City's Core Values of A Sustainable City, and Accountable and Responsive City Government. Project Status: Project will be funded as funding becomes available. Department: Public Works/Temecula Community Services-Account No.210.165 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 5,000 $ 5,000 Design $ 25,000 $ 25,000 Totals 30,000 30,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Unspecified* I I 1 1 $ 30,000 1 1 1 $ 30,000 Total Funding: I $ $ $ $ $ 30,000 $ $ - $ 30,000 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 'Project cannot be constructed until a funding source is identified. ' - �� y _ -. :. . " a q a • 7 i 4 x ; x ` 41 3 1� Capital Improvement Program Fiscal Years 2019-23 WM Ca tq, SANTA GERTRUDIS CREEK PEDESTRIAN/BICYCLE TRAIL EXTENSION AND INTERCONNECT Infrastructure/Other Project Project Description: The 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 continuous paved trail along the Santa Gertrudis Creek to interconnect with the Murrieta Creek Multi-Purpose Trail. Benefit/Core Value: The project provides additional pedestrian and bicycle trails for the community. In addition,this project satisfies the City's Core Values of Transportation Mobility and Connectivity. Project Status: The design and environmental document is expected to be complete during Fiscal Year 2018-19 Department: Public Works-Account No.210.165.739 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 145,434 $ 160,997 $ 258,243 $ 564,674 Construction $ 3,570,000 $3,570,000 Construction Engineering $ 265,600 $ 265,600 Design/Environmental $ 271,922 $ 480,190 $ 752,112 MSHCP $ 178,500 $ 178,500 Totals $ 417,356 $ 641,187 $4,272,343 $ - $ - $ - $ - $5,330,886 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost AB2766 $ 58,683 $ 58,683 BTAI'l $ 223,311 $ 223,311 General Fund $ 78,920 $ 78,920 DIF(Open Space and Trails) $ 56,442 $ 332,631 $ 389,073 Measure S $ 119,556 $ 702,343 $ 821,899 SB1 ATP Augmentation'' $ 189,000 $ 3,570,000 $3,759,000 Total Funding: $ 417,356 $ 641,187 $4,272,343 $ - $ - $ - $ - $5,330,886 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 5,000 $ 5,100 $ 5,202 $ 5,306 1)Bicycle Transportation Account 2)California Transportation Commission(CTC)adopted the 2017 Active Transportation Program Augmentation on October 18,2017 and allocated the funds on their December 6,2017 meeting. SIDEWALKS - CITYWIDE Infrastructure/Other Project Location of TEA . re soI 0 0,0 Capital Improvement Program Fiscal Years 2019-23 SIDEWALKS -CITYWIDE Infrastructure/Other Project Project Description: This project will include the construction of sidewalks at various locations throughout the City. Benefit/Core Value: This project will provide walking surfaces for pedestrians. In addition, this project satisfies the City's Core Value of Transportation Mobility and Connectivity and A Sustainable City. Project Status:A study to identify areas with missing sidewalks and prioritize them 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.210.165.708 PW17-24,PW17-27&PW17-28 Level: I Project Cost: Prior Years FYE 2018 2018-19 2022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost Administration $ 132,936 $ 14,469 $ 50,000 $ 50,000 $ 247,405 Construction $ 64,462 $ 278,204 $ 320,000 $ 320,000 $ 982,666 Construction Engineering $ 75,000 $ 60,000 $ 60,000 $ 195,000 Design/Environmental $ 75,138 $ 84,791 $ 70,000 $ 70,000 $ 299,929 Totals $ 272,536 $ 452,464 $ - $ 500,000 $ $ 500,000 $ - $ 1,725,000 Source of Funds: Prior Years FYE 2018 2018-19 2022-23 Actual Carryover Adopted 2019-20 2020-21 2021-22 Projected and Total Project Expenditures Budget Appropriation Projected Projected Projected Future Years Cost General Fund $ 172,436 $ 202,564 1 $ 375,000 Measure S $ 100,100 $ 249,900 $ 500,000 $ 500,000 $ 1,350,000 Total Funding: $ 272,536 $ 452,464 $ $ 500,000 $ $ 500,000 $ $ 1,725,000 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 SIDEWALKS - OLD TOWN BOARDWALK ENHANCEMENTS Infrastructure/Other Project Location of TEA . 0 446� 1989 Ak � Q Capital Improvement Program Fiscal Years 2019-23 w—C--y SIDEWALKS -OLD TOWN BOARDWALK ENHANCEMENT Infrastructure/Other Project Project Description: This project will establish programs that will remove boardwalk plank boards and replace them with colored concrete sidewalks stamped with wood grain finish similar to what was installed with the new Main Street bridge. Benefit/Core Value: 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. In addition, this project satisfies the City's Core Values of a Healthy and Livable City and Transportation Mobility and Connectivity. Project Status: Design is complete. Department: Public Works-Account No.210.165.696 PW 17-16 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 52,907 $ 10,000 $ 40,000 $ 102,907 Construction $ 541,516 $ 200,000 $ 741,516 Construction Engineering $ 40,000 $ 20,000 $ 60,000 Design/Environmental $ 67,093 $ 67,093 Totals $ 52,907 $ 658,609 $ 260,000 $ - $ - $ - $ - $ 971,516 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost CDBG""2' $ 411,516 $ 411,516 Measure S $ 52,907 $ 247,093 $ 260,000 $ 560,000 Total Funding: $ 52,907 $ 658,609 $ 260,000 $ $ $ $ $ 971,516 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 (1)Community Development Block Grant-Action Plan Fiscal Year 2017-18 TEEN VILLAGE Infrastructure/Other Project Location '01F TEA . re soI 0 0,0 446� 1989 � ��71 �'A Capital Improvement Program Fiscal Years 2019-23 vr;ne cw�uy TEEN VILLAGE Infrastructure/Other Project Project Description: The initial phase of this project consisted of hiring a consultant to review the current teen center located at the Community Recreation Center(CRC)in Ronald Reagan Sports Park. The resulting plan provides a design and construction proposal for a"Teen Village"comprising of a 6,820 square-foot central building, extensive outdoor activities,and improvements of the existing CRC, Amphitheater,Skate Park,as well as connections to adjacent neighborhoods. Benefit/Core Value: This project will create a safe,engaging place for teens to participate in individual and group social,recreational, physical,and educational activities. In addition,this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: The planning and preliminary design commenced in Fiscal Year 2017-18. Department: Public Works/Temecula Community Services-Account No.210.190.122 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 100,000 $ 100,000 $ 258,000 $ 458,000 Construction $6,990,589 $ 6,990,589 Design/Environmental $ 29,638 $ 545,686 $ 400,000 $ 544,017 $ 1,519,341 Information Technology $ 600,000 $ 600,000 Totals $ 29,638 $ 645,686 $ 500,000 $ - $8,392,606 $ - $ - $ 9,567,930 Source Of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Parks&Recreation) $ 29,638 $ 362 $2,138,583 $ 2,168,583 DIF(Quimby) $ 142,159 $ 659,885 $ 802,044 Measure S $ 503,165 $ 500,000 $5,594,138 $ 6,597,303 Total Funding: $ 29,638 $ 645,686 $ 500,000 $ - $8,392,606 $ - $ - $ 9,567,930 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 $ 246,906 $ 251,844 $256,881 *Future Operation&Maintenance Costs figures based on 25.8 Community Recreation Center(CRC)Costs. CRC=26,480sq ft./Teen Village is estimated at 6,820 sq. ft.(25.8%of size) t + - _ Aral,- 1-7 oklg y APE rL 7r ox •• 6Yfir _ - - -- - _ _ w�ar�_5 �- R' i is !F H 1A 14 177 Oa y r I .f 1' Is ,t t ` P '�R x A -.?s. _ - lk f 'erial Data -2015 Feet 00 200 100 1 Capital Improvement Program Fiscal Years 2019-23 C-l'y 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/Core Value: This project protects the City's vast investment in facilities. This project satisfies the City's Core Value of a Healthy and Livable City,A Safe and Prepared Community and Accountable and Responsive City Government. Project Status:This is a new project for Fiscal Year 2018-19.Design will be initiated during this fiscal year and construction is to follow. Department: Public Works/Temecula Community Services-Account No.210.190.143 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 39,600 $ 39,600 Construction $ 247,500 $ 247,500 Design/Environmental $ 48,000 $ 48,000 Totals $ $ $ 335,100 $ $ $ $ 335,100 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DI F(Parks&Recreation) $ 335,100 1 1 1 1 1 $ 335,100 Total Funding: $ $ $ 335,100 $ - $ - $ - $ - $ 335,100 Future Operation&Maintenance Costs: 2018.19 2019-20 2020-21 2021-22 2022-23 $ 2,000 $ 2,040 $ 2,081 $ 2,122 UTILITY UNDERGROUNDING - CITYWIDE Infrastructure/Other Project Location of TEA . re so 0 0,0 4 1989 Alk G( Capital Improvement Program The H--f—h—C.13—i' Fiscal Years 2019-23 Wan¢C—vv UTILITY UNDERGROUNDING-CITYWIDE Infrastructure/Other 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/Core Value: 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. In addition,this project satisfies the City's Core Value of 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.210.165.776 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Expenditures Budget Appropriation Projected Projected Projected Years Total Project Cost Administration $ 31,875 1 $ 31,875 Construction $ 89,061 $ 123,439 1 1 1 1 1 $ 212,500 Totals $ 89,061 $ 155,314 $ - $ - $ - $ - $ - $ 244,375 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Expenditures Budget Appropriation Projected Projected Projected Projected Total Project Cost Measure S $ 89,061 $ 155,314 $ 244,375 Total Funding: $ 89,061 $ 155,314 $ $ $ $ $ $ 244,375 Future Operation&Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 a I� w' d 'i§ a� �-- 'op T Capital Improvement Program Fiscal Years 2019-23 web Ca ry PARKS & RECREATION PROJECTS Table of Contents Children's Museum Enhancement Project.........................................................................134 Community Recreation Center (CRC) Pool Site Enhancements and Renovations............136 Community Services Master Plan .....................................................................................138 Flood Control Channel Reconstruction and Repair ...........................................................140 Harveston Lake Infrastructure Improvements....................................................................142 Parks Improvement Program ............................................................................................144 Park Restrooms Renovations, Expansion and Americans with Disabilities Act (ADA) Improvements...................................................................................................................146 Playground Equipment Enhancement and Safety Surfacing .............................................148 Ronald Reagan Sports Park Restroom Expansion and Renovation ..................................150 Sam Hicks Monument Park Playground Enhancement.....................................................152 Sports Court Resurfacing..................................................................................................154 Sports Field Lighting - Light Emitting Diode (LED) Conversion..........................................156 CHILDREN'S MUSEUM ENHANCEMENT PROJECT Parks and Recreation Project Location w •t.. r it f _ •, •� to�� r ,�. I(fi « 00, '` •,r r fes' !^L a Feet Aerial Data-March 2010 0 50 100 200 1989 7 j`''am'1 / Capital Improvement Program eu �T [ Fiscal Years 2019-23 CHILDREN'S MUSEUM ENHANCEMENT PROJECT Parks and Recreation Project Project Description: As exhibits and play experiences in the Children's Museum become outdated,this project allows for the re- design and replacement of exhibit areas or refurbishment of existing exhibits. This process provides the museum visitors new and updated play experiences. Benefit/Core Value: This project enhances existing exhibit areas of the Children's Museum. In addition, this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: This project will be funded on an on-going basis to ensure high-level service and safety for Museum patrons. Department: Temecula Community Services-Account No.210.190.125 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 10,000 $ 10,000 Construction $ 45,090 $ 44,910 $ 31,090 $ 121,090 Design $ 14,000 $ 14,000 Totals $ 45,090 $ 68,910 $ 31,090 $ - $ - $ - $ - $ 145,090 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Parks&Recreation) $ 45,090 $ 68,910 $ 31,090 1 1 1 1 1 $ 145,090 Total Funding: $ 45,090 $ 68,910 $ 31,090 $ - $ - $ - $ - $ 145,090 Future Operation & Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 F � n Y ys "# ry w d.04 �. � � y f ! � Y 1-'—i �~` R Capital Improvement Program Ih.H.— fS—h—C.I,f.,la Fiscal Years 2019-23 w rCauntry COMMUNITY RECREATION CENTER(CRC) POOL SITE ENHANCEMENTS AND RENOVATIONS Parks and Recreation Project Project Description: This project includes the removal and replacement of pool decking, pool re-plaster, and the installation of an enhanced lighting system with energy efficient LED fixtures. Benefit/Core Value: This project protects the City's vast investment in parks and facilities. This project satisfies the City's Core Value of a Healthy and Livable City,A Safe and Prepared Community and Accountable and Responsive City Government. Project Status: This project is estimated to be complete by June 2019. Department: Public Works/Temecula Community Services-Account No.210.190.116 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 10,000 $ 50,000 $ 60,000 Construction $ 400,000 $ 270,000 $ 670,000 Construction Engineering $ 40,000 $ 40,000 Design/Environmental $ 90,000 $ 90,000 Totals $ $ 410,000 $ 450,000 $ $ $ $ $ 860,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 410,000 $ 450,000 $ 860,000 Total Funding: $ $ 410,000 $ 450,000 $ $ $ $ $ 860,000 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 COMMUNITY SERVICES MASTER PLAN Parks and Recreation Project Location of TEA . re so 0 0,0 4 1989 Capital Improvement Program Fiscal Years 2019-23 COMMUNITY SERVICES MASTER PLAN Parks and 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 / Core Value: 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. It will also protect the City's existing investment in these resources. In addition,this project satisfies the City's Core Value of a Healthy and Livable City,A Safe and Prepared Community and Accountable and Responsive City Government. Project Status: The Community Services Master Plan will be conducted as resources are identified. Department: Public Works/Temecula Community Services-Account No.210.190.117 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $125,000 $ 125,000 Design/Environmental $125,000 $ 125,000 Totals $ $ $ $ $250,000 $ $ $ 250,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Unspecified' I I 1 1 $250,000 $ 250,000 Total Funding: $ - $ $ - $ - $250,000 $ $ $ 250,000 Future Operation & Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 'Project cannot be constructed until a funding source is identified FLOOD CONTROL CHANNEL RECONSTRUCTION AND REPAIR Parks and Recreation Project Location '01F TEA . 0 4461989 Capital Improvement Program Fiscal Years 2019-23 FLOOD CONTROL CHANNEL RECONSTRUCTION AND REPAIR Parks and Recreation Project Project Description: This project repairs and reinforces the earth and berms between specific park sites and flood control channels, and fortifies the banks to prevent further erosion into the park sites. A report for Pala Community Park, Margarita Community Park,and Long Canyon Creek Park was developed. The funding identified through Fiscal Year 2018-19 covers the construction work required to protect Pala Park. The Future Years funding is to protect Margarita and Long Canyon Community Parks. Benefit/Core Value: This project prevents further erosion into specific park sites. In addition, this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: A 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 2018-19. Department: Public Works/Temecula Community Services-Account No.210.190.127 PW11-10 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 141,149 $ 44,811 $ 105,000 $ 220,000 $ 510,960 Construction $ 45,531 $ 395,000 $ 300,000 $3,900,000 $ 4,640,531 Construction Engineering $ 20,000 $ 58,500 $ 160,000 $ 238,500 Design/Environmental $ 212,607 $ 71,186 $ 46,900 $ 550,000 $ 880,693 MSHCP $ 37,027 $ 37,027 Totals $ 399,287 $ 530,997 $ 547,427 $ $ $ $4,830,000 $ 6,307,711 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 369,166 $ 281,118 $ 650,284 Measure S $ 30,121 $ 249,879 $ 547,427 $ 827,427 Unspecified" $4,830,000 $ 4,830,000 Total Funding: $ 399,287 $ 530,997 $ 547,427 $ $ $ $4,830,000 $ 6,307,711 Future Operation &Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 "Project cannot be constructed until a funding source is identified HARVESTON LAKE INFRASTRUCTURE IMPROVEMENTS Parks and Recreation Project Location of TEA-"L-4c .. 0 4 1989 C�-` oT Capital Improvement Program [/ Fiscal Years 2019-23 Th.Hcart el Scwtharn C.1,6—. w e Country HARVESTON LAKE INFRASTRUCTURE IMPROVEMENTS Parks and Recreation Project Project Description: This project includes repairs and improvements to Harveston lake infrastructure including lake aeration system replacement,replacement of pump intake screens,and renovation of landscaping. Benefit / Core Value: This project protects the City's vast investment in parks and open space facilities. In addition, this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Accountable and Responsive City Government. Project Status: This project is estimated to be complete by Fiscal Year 2018-19. Department: Public Works/Temecula Community Services-Account No.210.190.136 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 10,000 $ 10,000 Construction $ 100,000 $ 100,000 Totals $ $ $ 110,000 $ $ $ $ $ 110,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Parks&Recreation) I $ 110,000 1 1 1 1 $ 110,000 Total Funding: $ - $ $ 110,000 $ - $ - $ - $ - $ 110,000 Future Operation&Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 PARKS IMPROVEMENT PROGRAM Parks and Recreation Project Location of TEA . re soI 0 0,0 4 1989 OO T Capital Improvement Program Fiscal Years 2019-23 PARKS IMPROVEMENT PROGRAM Parks and 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, raised and cracked concrete sidewalk replacement, fencing repair and replacement, landscaping and irrigation system efficiency upgrades, lighting system repairs and efficiency upgrades,on-site drainage improvements and other similar projects. Benefit/ Core Value: This project protects the City's vast investment in parks and open space facilities. In addition, this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and Responsive City Government. Project Status: A priority list of rehabilitation projects has been developed. Rehabilitations are completed on an on-going basis. Department: Public Works/Temecula Community Services-Account No.210.190.130 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 20,900 $ 3,500 $ 20,000 $ 20,000 $ 20,000 $ 20,000 $ 104,400 Construction $ 1,080,707 $ 354,893 $ 230,000 $230,000 $230,000 $230,000 $2,355,600 Totals $ 1,101,607 $ 358,393 $ 250,000 $250,000 $250,000 $250,000 $ - $2,460,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 839,834 $ 220,166 $ 1,060,000 Measure S $ 61,773 $ 138,227 $ 200,000 $250,000 $250,000 $250,000 $ 1,150,000 DIF(Quimby) $ 200,000 $ 50,000 $ 250,000 Total Funding: $ 1,101,607 $ 358,393 $ 250,000 $250,000 $250,000 $250,000 $ L12,460,000 Future Operation& Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 R' Capital Improvement Program Fiscal Years 2019-23 PARK RESTROOMS RENOVATIONS,EXPANSION AND AMERICANS WITH DISABILITY ACT(ADA) IMPROVEMENTS Parks and Recreation Project Prior Year Project Fiscal Funding Park Restrooms Actuals Cost Year Source Restrooms-Sixth Street $ 34,294 $ 34,294 2017-18 Measure S Butterfield Stage Park-New Restroom Facility $ 250,000 2018-19 Measure S Restroom renovation-Various sites ADA Compliance Enhancements $ 63,516 2018-19 Measure S Vail Ranch Park-New Restroom Facility $ 650,000 2019-20 Measure S Restroom renovation-Various sites ADA Compliance Enhancements $ 130,000 2019-20 Measure S Riverton Park-New Restroom Facility $ 650,000 2020-21 Measure S Restroom renovation-Various sites ADA Compliance Enhancements $ 130,000 2020-21 Measure S Total $ 34,294 $ 1,907,810 FY 2017-18 $ 34,294 FY 2018-19 $ 313,506 FY 2019-20 $ 780,000 FY 2020-21 $ 780,000 TOTAL: $ 1,907,800 Alk 4 Capital Improvement Program TheH-cf 5o1h-C.fif-i. Fiscal Years 2019-23 W e Cw,t y PARK RESTROOMS RENOVATIONS, EXPANSION AND AMERICANS WITH DISABILITY ACT(ADA) IMPROVEMENTS Parks and 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/ Core Value: This project provides additional restrooms for park patrons and brings facility to accessibility compliance. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,and A Safe and Prepared Community. Project Status: This project is estimated to be complete by Fiscal Year 2021-22. Department: Public Works/Temecula Community Services-Account No.210.190.155 PW17-06 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 40,000 $ 40,000 $ 40,000 $ 120,000 Construction $ 34,294 $ 213,506 $685,000 $ 700,000 $ 1,632,800 Construction Engineering $ 20,000 $ 30,000 $ 15,000 $ 65,000 Design/Environmental $ 25,000 $ 10,000 $ 10,000 $ 45,000 Information Technology $ 15,000 $ 15,000 $ 15,000 $ 45,000 Totals $ 34,294 $ 313,506 $ $780,000 $ $ 780,000 $ $ 1,907,800 Source Of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 34,294 $ 313,506 $780,000 $ 780,000 $ 1,907,800 Total Funding: $ 34,294 $ 313,506 $ $780,000 $ - $ 780,000 $ - $ 1,907,800 Future Operation &Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 25,000 $ 25,500 $ 26,010 $ 26,530 1 ` a► Capital Improvement Program Fiscal Years 2019-23 Wme cw—y PLAYGROUND EQUIPMENT ENHANCEMENT AND SAFETY SURFACING Parks and Recreation Project Prior Year Project Fiscal Funding Park Playground Actuals Cost Year Source DIF(Parks& $ 504,410 2017-18 Recreation) Vail Ranch Playground, Nicolas Park Playground,Butterfield,Sunset,Veterans $ 240,000 2017-18 DIF(Quimby) Park $ 735,590 $ 100,000 2017-18 Measure S Riverton Park-playground replacement $ 350,000 2018-19 Measure S Temeku Hills Park-safety surfacing replacement(only) $ 175,000 2018-19 Measure S Rotary Park-playground replacement $ 225,000 2018-19 Measure S Winchester Creek Park-playground replacement Ronald Reagan Sports Park-playground replacement Stephen Linen Jr.Memorial Park-playground replacement $ 325,000 2020-21 Measure S Meadows Park-safety surfacing replacement(only) $ 100,000 2020-21 Measure S Pauba Ridge Park-safety surfacing replacement(only) $ 100,000 2020-21 Measure S Future Park Playgrounds $ 265,000 2022-23 Measure S Winchester Creek Park-playground replacement Unfunded Ronald Reagan Sports Park-playground replacement Unfunded Total $ 735,590 $2,384,410 $3,120,000 FY 2017-18 $1,580,000 FY 2018-19 $ 750,000 FY 2019-20 $ - FY 2020-21 $ 525,000 FY 2020-22 $ - FY 2020-23 $ 265,000 TOTAL: $3,120,000 T Capital Improvement Program Fiscal Years 2019-23 Wnc Cw�4ry PLAYGROUND EQUIPMENT ENHANCEMENT AND SAFETY SURFACING Parks and 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 fending, surfacing, accessibility and or new equipment. Benefit/Core Value: This project protects the City's vast investment in parks and open space facilities. In addition,this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community,and Accountable and Responsive City Government. Project Status: The enhancement of playground equipment and safety surfacing will be performed at one to two sites per year. A priority list has been developed and enhancement will be completed on an ongoing basis. Department: Public Works/Temecula Community Services-Account No.210.190.120 Level: II 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 1,965 $ 3,000 $ 20,000 $ 15,000 $ 10,000 $ 49,965 Construction $ 733,625 $ 741,410 $ 700,000 $ 500,000 $250,000 $2,925,035 Design/Environmental $ 100,000 $ 30,000 $ 10,000 $ 5,000 $ 145,000 Totals $ 735,590 $ 844,410 $ 750,000 $ - $ 525,000 $ - $265,000 $ 3,120,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost DIF(Parks&Recreation) $ 535,590 $ 504,410 $ 1,040,000 DIF(Quimby) $ 200,000 $ 240,000 $ 440,000 Measure S $ 100,000 $ 750,000 $ 525,000 $265,000 $ 1,640,000 Total Funding: $ 735,590 $ 844,410 $ 750,000 $ $ 525,000 $ - $265,000 $ 3,120,000 Future Operation & Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 $ 25,000 $ 25,500 $ 26,010 $ 26,530 RONALD REAGAN SPORTS PARK RESTROOM EXPANSION AND RENOVATIONS Parks and Recreation Project Location of TEA-"L-4c .. 0 4 1989 Capital Improvement Program [ U,.H.- fs—,h—C.1;r.—. Fiscal Years 2019-23 ..C-vy RONALD REAGAN SPORTS PARK RESTROOM EXPANSION AND RENOVATION Parks and 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. In addition,this project includes the renovation of North/South Baseball restroom and snack bar building to include new roof,cabinets,fixtures and other building improvements. Benefit/Core Value: This project provides additional facilities for park patrons. In addition, this project satisfies the City's Core Values of a Healthy and Livable City,A Safe and Prepared Community and Accountable and Responsive City Government. Project Status: This project is estimated to be complete in Fiscal Year 2018-19. Department: Public Works/Temecula Community Services-Account No.210.190.114 Level: I 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 40,000 $ 40,000 Construction $ 550,000 $ 550,000 Construction Engineering $ 75,000 $ 75,000 Design/Environmental $ 30,000 $ 30,000 Fixtures/Furn/Equip $ 30,000 $ 30,000 Totals $ - $ 725,000 $ - $ - $ - $ - $ - $ 725,000 Source Of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 725,000 1 1 1 1 1 $ 725,000 Total Funding: $ $ 725,000 $ - $ - $ - $ - $ $ 725,000 Future Operation &Maintenance Costs 2018-19 2019-20 2020-21 2021-22 2022-23 e 4 .. r 1 1 1 X11 Capital Improvement Program Fiscal Years 2019-23 With t. SAM HICKS MONUMENT PARK PLAYGROUND ENHANCEMENT Parks and Recreation Project Project Description: This project includes the purchase and installation of a new innovative play area with a historical theme to replace the existing equipment, including removal of old equipment and installation of new ADA compliant surfacing. The Furniture, Fixtures and Equipment (FF&E) covers camera system infrastructure, Public Wi-Fi and other identified Information Technology needs. Benefit/Core Value: This project provides an enhanced play environment and improved access for disabled. In addition,this project satisfies the City's Core Value of a Healthy and Livable City. Project Status: This project is estimated to be completed by the end of Fiscal Year 2018-19. Department: Public Works/Temecula Community Services-Account No.210.190.132 PW12-20 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 203,394 $ 203,394 Construction $ 223,080 $ 269,605 $ 492,685 Design/Environmenta 1 $ 444 $ 5,530 $ 5,974 Technology Equipment $ 35,000 $ 18,450 $ 53,450 Totals $ 426,918 $ 310,135 $ 18,450 $ $ $ $ $ 755,503 Prior Zulu--IV Source of Funds: Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost General Fund $ 35,000 $ 35,000 CDBG") $ 339,404 $ 77,649 $ 417,053 DIF(Police Facilities) $ 35,000 $ 18,450 $ 53,450 Measure S $ 52,514 $ 197,486 $ 250,000 Total Funding: $ 426,918 $ 310,135 $ 18,450 $ - $ - $ - $ - $ 755,503 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 5,100 5,202 5,306 5,412 (1)Community Development Block Grant-Action Plan approved prior to fiscal year 2016-17 SPORTS COURT RESURFACING Parks and Recreation Project Location '01F TEA . re soI 0 0,0 4 1989 OO T Capital Improvement Program Fiscal Years 2019-23 SPORTS COURT RESURFACING Parks and 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/ Core Value: This project protects the City's vast investment in parks and open space facilities. In addition,this project satisfies the City's Core Values of a Healthy and Livable City, A Safe and Prepared Community, and Accountable and Responsive City Government. Project Status: This project is on-going. Department: Public Works/Temecula Community Services-Account No.210.190.141 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Construction $ 100,000 $ 50,000 $ 50,000 $ 200,000 Totals $ - $ $ 100,000 $ $ 50,000 $ $ 50,000 $ 200,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 100,000 $ 50,000 $ 50,000 $ 200,000 Total Funding: $ $ $ 100,000 $ $ 50,000 $ $ 50,000 $ 200,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 C7` Capital Improvement Program Ihn H« c#5au0—Cd"f — Fiscal Years 2019-23 wn.Co..vr SPORTS FIELD LIGHTING-LIGHT EMITTING DIODE(LED)CONVERSION Parks and Recreation Project Prior Year Project Funding Sports Parks Actuals Cost Year Source Pala Park-sports light LED upgrade-soccer,basketball&tennis courts $ 250,000 2018-19 Measure S Ronald Reagan North/South Fields $ 300,000 2019-20 Measure S Ronald Reagan 1-8 Fields 2020-21 Unfunded $ - S 550,000 FY 2018-19 $ 250,000 FY 2019-20 $ 300,000 FY 2020-21 $ - TOTAL: S 550,000 T Capital Improvement Program Fiscal Years 2019-23 SPORTS FIELD LIGHTING - LIGHT EMITTING DIODE (LED) CONVERSION Parks and Recreation Project Project Description: This project provides for the replacement of the aging sports field lighting components with new LED technology at various sports parks. Benefit/Core Value: This project enhances the safety of sport field users, reduces unnecessary light pollution and increases energy efficiency at City parks. In addition, this project satisfies the City's Core Value of a Healthy and Livable City, A Safe and Prepared Community,and Accountable and Responsive City Government. Project Status: This project is estimated to be complete by Fiscal Year 2019-20. Department: Public Works/Temecula Community Services-Account No.210.190.113 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Administration $ 25,000 $ 20,000 $ 45,000 Construction $ 225,000 $280,000 $ 505,000 Totals $ $ 250,000 $ $300,000 $ $ $ $ 550,000 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Measure S $ 250,000 $300,000 $ 550,000 Total Funding: $ $ 250,000 $ $300,000 $ $ $ $ 550,000 Future Operation& Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 a I� w' d 'i§ Aft Fi,7, C7Capital Improvement Program Tho H-x of South..UJ—i. Fiscal Years 2019-23 we ca.t" SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY (SARDA) Table of Contents SARDA / HOUSING AffordableHousing ............................................................................................................ 160 - - - fill - ' i 1 \ J Y 31 lw 4 IT Al r , tw: z t t �. . I of off T Capital Improvement Program Fiscal Years 2019-23 eCouniry AFFORDABLE HOUSING Successor Agency to the Temecula Redevelopment Agency (SARDA) /Housing Project Project Description: This project serves as a placeholder for the proceeds remaining from the 2017A and 2017B 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 / Core Value: The specific Benefit/Core Value will be identified when the funds are appropriated to a specific capital project. Project Status: Not Applicable. Department: SARDA-Account No. 380.800.815 Level: 1 2022-23 Project Cost: Prior Years FYE 2018 2018-19 Projected Actual Carryover Adopted 2019-20 2020-21 2021-22 and Future Total Project Expenditures Budget Appropriation Projected Projected Projected Years Cost Construction I I I 1 1 $12,583,027 $12,583,027 Totals $ - $ $ $ $12,583,027 $ $ $12,583,027 Source of Funds: Prior Years FYE 2018 2018-19 Actual Carryover Adopted 2019-20 2020-21 2021-22 2022-23 Total Project Expenditures Budget Appropriation Projected Projected Projected Projected Cost Tax Allocation Refunding Bonds Series 2017B $12,583,027 $12,583,027 Total Funding: $ $ $ - $ - $12,583,027 $ - $ - $12,583,027 Future Operation & Maintenance Costs: 2018-19 2019-20 2020-21 2021-22 2022-23 (1)$4million 2010 TABS have already been spent on Front Street Plaza. a I� w' d 'i§ F241: Capital Improvement Program Fiscal Years 2019-23 FUTURE YEARS PROJECTS CIRCULATION Project Department Estimate* Cherry Street Extension Diaz Road to Jefferson Avenue Public Works 11,180,000 La Paz Street Widening from Ynez Road to Temecula Parkway Public Works 2,500,000 Nicolas Valley-Community Facilities District(Liefer Road) Public Works 4,088,508 Pauba Road Improvements-east of Margarita Road on the north side Public Works 130,000 Rainbow Canyon Road Widening from Pechanga Parkway to City Limit Public Works 8,000,000 Rancho California Road East of Meadows Parkway Public Works 470,000 Rancho Way Extension from Diaz to Margarita Road Public Works 28,337,000 Temecula Creek Crossing Public Works 16,777,300 Ynez Road Widening from Tierra Vista Road to Rancho Vista Road Public Works 580,000 TOTAL $ 72,062,808 INFRASTRUCTURE OTHER Project Department Estimate* Citywide Drainage Master Plan Public Works 620,000 Corporate Meeting and Event Space Community Services 625,000 Fire Station 92 and 95 Bay Door Replacement Fire Services 200,000 Pedestrian and Bicycle Bridge Overcrossing into Old Town Planning 1,890,000 Old Town Gymnasium Community Services 4,630,000 Southside Branch Library Community Services 6,640,000 Southside Recreation Center Community Services 4,500,000 TOTAL $ 19,105,000 PARKS and RECREATION Project Department Estimate* Butterfield Stage Park Restroom Community Services 250,000 History Museum Enhancement Project Community Services 200,000 Ronald Reagan Sports Park North/South Fields Back Stops,Dugout, Community Services 857,000 and Parking Lot with Trash Enclosures Ronald Reagan Sports Park Upper Soccer Paving and Community Services 481,250 Materials/Equipment Storage Bays Shade Structures for Play Structure Community Services 200,000 Sports Complex-Joint Use(Riverside County Flood Control District) Community Services 8,250,000 Ynez Road and Overland Landscaping Community Services 200,000 Vail Ranch Park Improvements Community Services 800,000 Vail Ranch Park Site D Community Services 1,843,000 TOTAL $ 13,081,250 *Estimates are planning level at the time the project was reviewed and they do not account for inflation and economic conditions a I� w' d 'i§ a� �-- 'op Capital Improvement Program Fiscal Years 2019-23 web Ca ry 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. a� �-- 'op T Capital Improvement Program Fiscal Years 2019-23 web Ca ry GLOSSARY OF TERMS (continued) 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 $25,000. 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. a� �-- 'op Capital Improvement Program Fiscal Years 2019-23 web Ca ry GLOSSARY OF TERMS (continued) 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. 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. a I� w' d 'i§ a� Capital Improvement Program R Fiscal Years 2019-23 Th.H—t of S-th—ocr—a w eCwniry INDEX Abbott Corporation Roadway Improvements.......................................................................36 AffordableHousing ...........................................................................................................160 Americans with Disabilities Act (ADA) Transition Plan Implementation ...............................80 Bike Lane and Trail Program — Citywide .............................................................................82 Bike Lane and Trail Program — Pump Track........................................................................84 Butterfield Stage Road Extension........................................................................................38 California Society of Municipal Finance Officers (CSMFO) Certificate of Award..................12 Children's Museum Enhancement Project.........................................................................134 CIP Major Revenue Sources Graph....................................................................................29 Circulation..........................................................................................................................35 City Facilities Rehabilitation ................................................................................................86 City Organizational Chart....................................................................................................13 Citywide Streetlight Acquisition and Light Emitting Diode (LED) Retrofit .............................88 Citywide Surveillance Cameras...........................................................................................90 Community Recreation Center (CRC) Pool Site Enhancements and Renovations............ 136 Community Services Master Plan .....................................................................................138 Comparison Between Projected Revenue and Costs..........................................................30 Descriptionof Levels...........................................................................................................14 Description of Revenue Sources.........................................................................................16 a� Capital Improvement Program R Fiscal Years 2019-23 Th.H—t of S-th—ocr—a w eCwniry INDEX (continued) Diaz Road Expansion (Rancho California Road to Cherry Street).......................................40 Electric Vehicles Charging Station ......................................................................................92 Emergency Vehicle Pre-Emption Upgrade Program — Citywide......................................42 Expanded Recycled Water and Plant Material Conversion Project......................................94 Expenditure Summary by Project Graph.............................................................................28 Fiber Optic Communication System Upgrade .....................................................................96 Fire Station 73 Gym/Garage ...............................................................................................98 Fire Station 84 Training Room Renovation........................................................................100 Flashing Beacons and Speed Advisory Signs.....................................................................44 Flood Control Channel Reconstruction and Repair ...........................................................140 French Valley Parkway / Interstate - 15 Improvements - Phase I ........................................46 French Valley Parkway / Interstate - 15 Improvements - Phase II .......................................48 French Valley Parkway / Interstate - 15 Improvements - Phase III ......................................50 Glossaryof Terms.............................................................................................................165 Harveston Lake Infrastructure Improvements....................................................................142 Illuminated Street Name Sign Replacement Program-Citywide...........................................52 1 nfrastructure/Other.... ........................................................................................................79 Interstate 15 Branding and Visioning — Conceptual Landscape Corridor Plan................... 102 Interstate-15 / State Route 79 South Ultimate Interchange .................................................54 Library Parking - Phase 11..................................................................................................104 Main Street Property Improvements..................................................................................106 a� Capital Improvement Program R Fiscal Years 2019-23 Th.H—t of S-th—ocr—a w eCwniry INDEX (continued) Margarita Recreation Center.............................................................................................108 Medians and Ornamental Pedestrian Barriers — Citywide .................................................110 Medians and Parkways - Citywide.......................................................................................56 Murrieta Creek Bridge at Overland Drive.............................................................................58 Murrieta Creek Improvements...........................................................................................112 Nicolas Road Extension and Improvement..........................................................................60 Old Town Parking Structure..............................................................................................114 Parameters for CIP Budget Cost Estimates ........................................................................15 Park Restroom Renovations, Expansion, and Americans with Disabilities Act (ADA) Improvements...................................................................................................................146 Parks and Recreation........................................................................................................ 133 Parks Improvement Program ............................................................................................144 Pavement Rehabilitation Program - Citywide ......................................................................62 Pechanga Parkway Environmental Mitigation ...................................................................116 Pechanga Parkway Widening .............................................................................................64 Playground Equipment Enhancement and Safety Surfacing .............................................148 Project Summary by Type of Project...................................................................................21 Projected Revenue Summary .............................................................................................20 PublicSafety Monument ...................................................................................................118 Ronald Reagan Sports Park Restroom Expansion and Renovation ..................................150 Roundabout Improvements on Ynez Road..........................................................................66 a� Capital Improvement Program R Fiscal Years 2019-23 Th.H—t of S-th—ocr—a w eCwniry INDEX (continued) Sam Hicks Monument Park Playground Enhancement.....................................................152 Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect..................... 120 Sidewalks — Citywide ........................................................................................................122 Sidewalks —Old Town Boardwalk Enhancement ..............................................................124 Sports Court Resurfacing..................................................................................................154 Sports Field Lighting - Light Emitting Diode (LED) Conversion..........................................156 TeenVillage......................................................................................................................126 Temecula Elementary School (TES) Pool Renovation ......................................................128 Traffic Cameras and Communication Equipment Enhancement Program — Citywide..........68 Traffic Signal Equipment Enhancement Program — Citywide...............................................70 Traffic Signal Installation — Citywide....................................................................................72 Traffic Signal Park and Ride Access Improvements............................................................74 TransmittalMessage.............................................................................................................7 Utility Undergrounding — Citywide .....................................................................................130 Ynez Road Improvements...................................................................................................76 a I� w' d 'i§ CITY OF TEMECULA CALIFORNIA 9319 Fiscal Year 201849 Proposed Unual Operatino Budget PROPOSED ANNUAL OPERATING BUDGET FISCAL YEAR 2018-19 City of Temecula Aft ` — City Council Matt Rahn, Mayor Michael Naggar, Mayor Pro Tem r Jeff Comerchero, Council Member Maryann Edwards, Council Member James Stewart, Council Member City Staff Aaron Adams, City Manager Greg Butler, Assistant City Manager Jennifer Hennessy, Director of Finance 41000 Main Street Temecula, CA 92590 (951) 694-6430 TemeculaCA.gov The City of Temecula's highest priority every year is public safety so this year we are shining a spotlight on the high quality of life that our citizens, businesses, and visitors enjoy as a result of being a SAFE City. Temecula's strategy for success is to safeguard its private and public capital investments, and protect its most precious resource: our people. This includes maintaining and enhancing SAFE roadways, infrastructure, neighborhoods, schools, parks and amenities. The synergy of being a SAFE City not only fosters a prosperous socio-economic environment where residents and businesses feel certain they are investing in a City that cares, it likewise protects and maintains Temecula's picturesque, well- manicured and beautiful physical environment. The City's safety and beauty fuels our local economy, and continues to attract upscale development, redevelopment projects, and new business establishments. The City's commitment to public safety, infrastructure, and protecting the community's investments and natural resources have made Temecula synonymous with a magnificent lifestyle, flourishing community, and world-class tourist destination. jCity of Temecula Fiscal Year 2018-19 Annual Operating Budget TABLE OF CONTENTS INTRODUCTION Page 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 ---------------------------------------------------------- 55 Five-Year Financial Projection —Temecula Community Services District Fund---------------------- 58 Annual Operating Budget jCity of Temecula Fiscal Year 2018-19 Annual Operating Budget TABLE OF CONTENTS (continued) FINANCIAL SUMMARIES P g Fund Balance Summary ------------------------------------------------------------------------------------------ 59 Summary of Major Revenue Sources-------------------------------------------------------------------------- 60 General Fund: Revenues by Source ------------------------------------------------------------------------------------- 65 FundSummaries------------------------------------------------------------------------------------------ 67 Measure S Fund: FundSummaries------------------------------------------------------------------------------------------ 72 Special Revenue and Debt Service Funds: FundSummaries------------------------------------------------------------------------------------------ 75 Temecula Community Services District (TCSD): Revenue By Source -------------------------------------------------------------------------------------- 95 RevenueDetail-------------------------------------------------------------------------------------------- 96 FundSummaries-----------------------------------------------------------------------------------------101 Successor Agency to the Temecula Redevelopment Agency (SARDA): FundSummary ------------------------------------------------------------------------------------------112 Internal Service Funds: FundSummaries-----------------------------------------------------------------------------------------115 DEPARTMENTAL INFORMATION CityCouncil---------------------------------------------------------------------------------------------------------126 CityManager-------------------------------------------------------------------------------------------------------133 CityClerk------------------------------------------------------------------------------------------------------------146 CityAttorney-------------------------------------------------------------------------------------------------------150 Finance Department ---------------------------------------------------------------------------------------------152 Human Resources-------------------------------------------------------------------------------------------------158 Community Development Department----------------------------------------------------------------------165 Public Works Department --------------------------------------------------------------------------------------188 PoliceDepartment------------------------------------------------------------------------------------------------211 FireDepartment --------------------------------------------------------------------------------------------------222 Non-Departmental -----------------------------------------------------------------------------------------------230 Temecula Community Services District----------------------------------------------------------------------231 Internal Service Funds-------------------------------------------------------------------------------------------250 Annual Operating Budget _ City of Temecula tT Fiscal Year 2018-19 Annual Operating Budget TABLE OF CONTENTS (continued) CAPITAL IMPROVEMENT PROGRAM Page Capital Improvement Program Summary -------------------------------------------------------------------265 CIP Project Summary by Type of Project --------------------------------------------------------------------268 CIP Future Years Projects ---------------------------------------------------------------------------------------274 Projected CIP Revenue Summary-----------------------------------------------------------------------------275 Annual Operating and Maintenance Costs—Capital Improvement Program-----------------------276 Description of CIP Revenue Sources--------------------------------------------------------------------------279 BUDGET POLICIES General Financial Policies---------------------------------------------------------------------------------------283 APPENDICES Appendix A- Personnel Summary of Changes in Authorized Positions, Personnel and Benefit Costs--------------333 Schedule of Authorized Positions -------------------------------------------------------------------335 Schedule of Changes in Allocated Positions-------------------------------------------------------340 Summary of Budgeted Positions---------------------------------------------------------------------348 Appendix B—Supplemental Information LocatorMap----------------------------------------------------------------------------------------------349 Community Profile and Demographics-------------------------------------------------------------350 GANN Appropriations Limit---------------------------------------------------------------------------353 Assessed and Estimated Actual Value of Taxable Property------------------------------------354 Summary of Federal Grant Expenditures----------------------------------------------------------355 LegalDebt Margin---------------------------------------------------------------------------------------356 DebtObligations-----------------------------------------------------------------------------------------357 Summary of Construction and Property Values--------------------------------------------------358 Summary of Property Tax Rates---------------------------------------------------------------------359 Annual Operating Budget City of Temecula ZtT Fiscal Year 2018-19 Annual Operating Budget TABLE OF CONTENTS (continued) APPENDICES (continued) Page Appendix B—Supplemental Information (continued) Principal Secured Property Owners-----------------------------------------------------------------360 Computation of Direct and Overlapping Bonded Debt-----------------------------------------361 Largest Employers by Number of Employees-----------------------------------------------------363 Comparative City Information------------------------------------------------------------------------364 Appendix C—Glossary/Index Glossary of Acronyms----------------------------------------------------------------------------------365 Glossary of Terms---------------------------------------------------------------------------------------368 Index -------------------------------------------------------------------------------------------------------374 Annual Operating Budget Ak Alt City of Temecula Fiscal Year 2018-19 Annual Operating Budget May 24, 2018 The Honorable Mayor and Members of the City Council: I am pleased to submit the Proposed Annual Operating Budget for the Fiscal Year 2018-19. 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 2018-19 Proposed Annual Operating Budget has been developed after a considerable review process. Departmental budget submittals were prepared and reviewed by line item in connection with projected revenues. Detailed performance objectives and accountability measures were developed consistent with the City's Quality of Life Master Plan. Five-year revenue and expenditure projections were developed to identify the future impacts of proposed staffing and program changes, as well as the impact of proposed capital improvement projects. The resulting budget is realistic and balanced, and continues to provide quality services to the community while effectively utilizing available resources. CITY OF TEMECULA PROFILE The City of Temecula is a dynamic community comprised of approximately 113,181 citizens. The City maintains 40 parks on 316 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 28,679 students at the kindergarten through 12th grade levels within the City. The City of Temecula prides itself on its community focus and quality of life. Temecula's residents enjoy one of the finest lifestyles in Southern California. Environmental and residential factors create a beautiful r setting that attracts young, well-educated families to �= ' upscale homes that are inexpensive by Southern California standards. � Geography contributes to the City's population and retail growth from San Diego and Orange Counties. Temecula's leadership has approached economic growth from a qualitative standpoint, providing the City with a favorable share of the region's higher paying and high technology career opportunities. The City's average income levels are higher than the surrounding region, the educational performance of its young people is above the State average, and Temecula has been recognized as one of Nation's safest cities. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country ECONOMIC INDICATORS The City of Temecula has experienced solid economic growth over the past year, as illustrated by the indicators discussed below. • Current Population: 113,181, up 1.9%from 2017 (Source:State Department of Finance) • Median Age: 35.1 years old, up .2 from 2017 (Source: Nielson Report-April 2018) • Number of Households: 35,466, up 1.5%from 2017 (Source: Nielson Report-April 2018) • Average Household Income: $109,659, up 12.4%from 2017 (Source: Nielson Report-April 2018) • April Median Home Price: $460,000, up 5%from April 2017 (Source:Southwest Riverside County Association of Realtors) • Number of Jobs: 55,100, up 6.6%from 2017 (Source: EDD) • March Unemployment Rate: Temecula: 3.5% (down from 3.9% from March 2017), Riverside County:4.2%, CA: 4.2%, Nation: 4.1% (Source: EDD& BLS) Steady expansion of the City's economic base leads to growth in City revenues, which, allows the City to continue to provide the high level of services citizens enjoy, as noted in a recent Citizen Opinion Survey stating that 93%of Temecula residents indicated they were satisfied with the City's municipal services. IMPACTS OF STATE LEGISLATION A number of State ballot measures are in process,which could have profound impacts on the City's ability to continue to fund road maintenance and capital projects, including: ➢ Potential Repeal of Senate Bill 1: The Road Repair and Accountability Act of 2017 In April 2017, California passed Senate Bill 1 (SBI) which provides more than $5 billion annually to make road safety improvements, fill potholes, repair local streets, freeways, tunnels, bridges and overpasses and invest in public transportation in every California community. Currently, politicians are collecting signatures to try to repeal SB1. FY2018-19 SB 1 revenues for the City of Temecula are estimated to be$1.8 million for road maintenance, plus an additional $37.6 million earmarked for the French Valley Parkway, Phase II Capital Improvement Project and $3.7 million dedicated to the Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect Capital Improvement Project. ➢ Proposition 69: Constitutional Amendment to Protect Diversion of Transportation Dollars Article XIX of the CA Constitution protects the gasoline tax and vehicle registration fees,and some sales tax on diesel,and dedicates them to transportation purposes—about 70%of SB 1 revenues. Prop. 69 (up for vote in June 2018) extends these same protections to the remaining 30%of new SB 1 revenues. ➢ Proposition 64: Control, Regulate and Tax Adult Use of Marijuana Act(AUMA) In November 2016, California voters approved Proposition 64 by a margin of 56%to 44%to legalize recreational use of cannabis for persons 21 years of age and over. Under Proposition 64, local governments have the ability to regulate, license or prohibit commercial cannabis. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country While the City of Temecula currently prohibits all commercial cannabis, a recently conducted community survey provided Council with information to evaluate the Cannabis Ordinance. Future community education workshops and evaluation of the City's Ordinance will continue into FY2018-19. ➢ State Water Resources Control Board 13383 Order On April 7, 2015, the State Water Resources Control Board (State Water Board) adopted statewide Trash Provisions to address the pervasive impacts trash has on the beneficial uses of surface waters. The Trash Provisions establish a statewide water quality objective for trash and a prohibition of trash discharge, or deposition where it may be discharged, to surface waters of the State. As a result of this Order,the City must install, operate and maintain full capture systems for the storm drain network that capture runoff. It is estimated that a total of 500 catch basin inlet filters will be installed over a 10-year period, beginning in 2019. ➢ Homelessness According to the 2014 Annual Homeless Assessment Report, more than one in five people who are homeless in the United States live in California, and two-thirds of all people experiencing homelessness in California are unsheltered. Although homelessness exists statewide— exacerbated by decades of deep cuts to federal and state funding for affordable housing and by rising inequality—it is managed mostly at the local level. The state legislature has been slow to respond to this widespread problem, forcing municipal governments to address homelessness often with limited resources. The City of Temecula established its Responsible Compassion program within the Temecula Community Services Division and has dedicated local resources to further improve quality of life by developing awareness, understanding and participation in a comprehensive strategy to solve homelessness in Temecula. 2018-19 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. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gai{orn.. Wme County, OBJECTIVES AND PERFORMANCE MEASURES The budget document includes the short term operational objectives for completion in Fiscal Year 2018- 19 and the performance measures for evaluating the completion of those objectives. These objectives were developed in a collaborative process with all City staff members in order to identify how each department can contribute to the overall long term goals of the City. The objectives were then used by the departments in order to identify and justify their Annual Operating Budget submittals. The short term objectives are detailed by Department in the Departmental Information section of this budget document. Each Department section also includes the objectives and performance measures cross referenced by Five Year Goal and QLMP Core Value, along with significant accomplishments, and a detail of the expenditure requests and personnel allocations which will be used to meet the objectives. LONG-RANGE FINANCIAL FORECAST With the recent passage of Measure S in November 2016 (one-cent Transactions and Use Tax) combined with ongoing fiscal restraint, the City is in a strong fiscal position over the coming five-year period, with all funds balanced, reserves fully-funded and available fund balance in both the General Fund and the Measure S Fund. As illustrated below, the General Fund Ending Balance over the ensuing five-year period is sufficient to meet the operational needs of the City as well as fully fund the Reserve for Economic Uncertainty(20%of Operating Expenditures) and the Secondary Reserve (5% of Operating Expenditures). In addition, a total of$8 million was deposited into an Internal Revenue Code Section 115 Irrevocable Pension Trust in Fiscal Year 2017-18, in order to address future pension General Fund 5-Year Projections liabilities of the City. This 35,000,000 Fund Balance Trend Trust will serve as a tertiary Actuals Projected 30,000,000 8M deposit into Pension Trust reserve, in addition to the aforementioned General 25,000,000 Fund Reserves. 20,000,000 — Total Reserves, including 15,000,000 the Trust proceeds totals $27.0 million for Fiscal Year 7-000 F112-13 FM-14 FY14-15 FY15-16 FY16-17 FY17-1S FY1S-19 FM-20 FY20-21 FM-22 2018-19. —Fund Balance —Funded Reserve O Desired Reserve GENERAL FUND ANALYSIS Fiscal Year 2018-19 Ending Fund Balance is projected to be $24,068,646. Total Reserves, at 25% of Expenditures, totals $19,013,935, with another $367,077 assigned to cover the costs of the Pechanga- funded police officer for Fiscal Year 2019-20, leaving an Unassigned (available) Fund Balance of $4,687,634. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Countn• General Fund Revenue Highlights General Fund Revenue is projected to increase by 2.3%over the prior year with a total of$78,359,478, of which$5,296,813 was transferred in from the Measure S Fund to primarily cover the costs associated with additional Public Safety personnel. The change in the major revenue sources are noted below: • Sales Tax($37,845,104) is projected to decrease by 0.7% compared to FY2017-18 due to a large one-time adjustment received in the prior year. • Property Tax($8,288,316)is projected to increase 4.6%, as assessed valuations continue to climb and values are restored to pre-recessionary levels • Franchise Fees ($3,336,935) are projected to remain flat due to fewer cable subscribers than in prior years, offset by slight increases in electricity rates. • Transient Occupancy Tax ($3,541,613) is projected to increase by 1.9%, due to the opening of a new hotel combined with increased mid-week occupancies expected as a result of the recent expansion of the Pechanga Resort and Casino's convention center. • Licenses, Permits & Service Charges ($4,036,793) are projected to decrease by 3.5% due to less Planning, Land Development and Fire permit activity projected compared to the prior year. • Intergovernmental Revenues($8,112,645)are projected to increase by 3.8%due to the increases expected in Property Tax In Lieu of Vehicle License Fees which is driven by increasing property values within the City. • Operating Transfers In($2,995,983) 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 $2,809,983 to be spent on street and road maintenance. The Supplemental Law Enforcement Services Fund is anticipated to transfer$186,000 to supplement the Police Department Pro pe rty Tax bud 8 et. General Fund Revenue 11% Prop.Tax in Lieu of 0L; • Operating Transfers In - Fiscal Year 20Franchise Fees Measure S ($5,296,813) will 4% TOT fund 10 new Police Officers, 4% —MeasureC staffing for Fire Station No. 2% 95, the purchase of a Fire —Licenses/Permits Sales Tax s% Ladder Truck, four fire 47 Measure inspection vehicles, and 7% enhanced custodial services Transfers In 18-19 Reimbursements 4% provided at the City's public °2 r 4% parks. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country General Fund Expenditure Highlights The largest expenditure of the General Fund is Public Safety, which has grown from 56% of total expenditures in the prior fiscal year, to 59% in Fiscal Year 2018-19. In accordance with the Measure S ballot language and City Council appropriation guidelines, the City has invested heavily in Public Safety over the past year and continues to hold Public Safety as its highest priority. A total of$5.8 million, or 22%, of Measure S revenue is dedicated to Public Safety expenditures for FY2018-19 including the funding of the following: k • Ten Sworn Police Officers ($3.4 million) • Fire Station No. 95 Staffing ($1.6 million) ,l • The purchase of a replacement Fire Ladder Truck ($650k—to add to $650k funded in prior year) • The replacement of 4 inspection vehicles and the future replacement of the Ladder Truck($170k) )Mal 4 In addition to the Measure S-funded Public Safety expenditures, the General Fund will provide for one additional Sworn Police Officer in FY2018-19 bringing the total Sworn Officer count to 112, in order to maintain existing officer-to-population ratios, plus two additional Fire Prevention personnel to complement the newly created Fire Inspection Program. The Police Department will purchase two replacement motorcycles in FY2018-19,and the Fire Department will purchase two new inspection vehicles,two replacement battalion chief-style vehicles and receive the replacement Ladder Truck by the end of the fiscal year. Additionally, two Fire Stations will be remodeled and the floors at three fire stations are scheduled to be refurbished the coming year. General Fund Operating Expenditures totals$76,055,739, which represents a 4.1% increase over the prior fiscal year. The majority of the increase is reflected in the two Public Safety departments, as noted below: • Police ($34,658,161) is increasing by 5.9% over the prior year, due to the addition of 1 new Police Officer, as mentioned above. With the contract rates charged by the County not available until March 2019, staff has projected a 7% increase over the current year's rates to account for increased CalPERS and potential labor increases resulting from ongoing union negotiations. • Fire($9,852,690) is increasing by 21.5%due to the full year of staffing for Fire Station No. 95, which opened January 1,2018. The addition of one Fire Safety Specialist and one Fire Systems Inspector are included to fully implement the Fire Inspection Program. The Fire Budget of $9.8 million is net of the Structural Fire Tax Credit of$8.7 million. The Total Fire Budget is $18,633,194 for Fiscal Year 2018-19. • Non-Safety Departments($29,636,227) is increasing by 4.6% primarily due to the addition of 3.5 Full-Time Equivalent authorized positions in the Community Development Department and City Manager's Office. Additionally, a Citywide training program and the reclassification of 16 employees are reflected, in accordance with labor union obligations. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wine Country • Non-Departmental ($1,908,661) reflects a 51% decrease due to the one-time deposit of $750,000 towards the Retiree Medical Contribution in the prior year, intended to reduce future years' annual required contributions. Additionally,the prior fiscal year included a one- time reimbursement to a new auto dealership. General Fund Expenditures Non-Departmental Fiscal Year 2018-19 2% Police 46% Community Devel. Public Safety= 59% Public Works 19% Fire 13% Administrative 13% Operating Transfers Out& One-Time Payments This category of expenditures reflects funds that are transferred to other funds, such as the CIP and Debt Service Funds. A total of$367,233 is being transferred for the financing of the acquisition of the City's streetlights, currently owned by Southern California Edison. This $5.4M project will be financed over a 15-year period, and is estimated to save approximately $800,000 annually. To further yield operating savings from the streetlight acquisition program, a total of$2.5 million will be transferred to the CIP for the conversion to LED lighting for the City's streetlights. Finally, a total of$2,132,450 will be transferred to the Debt Service Fund for the annual Civic Center Lease payment. Fund Balance&Reserves As noted above, the Ending Fund Balance, as of June 30, 2019 is projected to be $24,068,646, with the Reserve for Economic Uncertainty fully funded at $15,211,148, which represents 20% of General Fund Expenditures. Additionally, the Secondary Reserve, set at 5% of General Fund Expenditures, is fully- funded at $3,802,787. After Fund Balance assignments for future year expenditures, the remaining available fund balance totals$4,687,634. MEASURE S FUND With the approval of a one-cent transactions and use tax measure in November 2016, a new fund was established to account for this new revenue source and enhance budgetary accountability of Measure S expenditures. It was originally anticipated this new revenue source would generate approximately $23 million per year, however actual receipts are on target to reach $25 million in FY2017-18. Fiscal Year 2018-19 Measure S revenue is conservatively projected to increase 1% over the prior year, to a total of $25.2 million. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre heart of Sou Fiero C,,[fvr a Wine Countn• In accordance with the Council's approved spending guidelines, Measure S - FY18-19 Appropriations Measure S revenue is to be $26,458,666 appropriated in the following order: 1. Public Safety General Pub I ic Safety, 2. Asset Management F" Services, $5,870,561, 3. Capital Improvement Projects 4. General Services 26% Asset Mgmt, $2,900,000, Capital Public Safety(22%) Projects, The Proposed Budget includes $10,853,234, $5,870,561 of Measure S funding 41% dedicated to Public Safety, for the continued support of the ten new Police Officers hired in April 2017, Fire staffing for Fire Station No. 95 opened January 1, 2018, as well as the continued Fire staffing model of four- persons-per-engine. A replacement Ladder Truck for the Fire Department will be received in FY2018-19. Asset Management/Investment(11%) As noted in Council's appropriation guidelines for Measure S,ensuring adequate reserves are set- aside for the future replacement of City-owned assets is critical to the long-term viability of the City's operations. As such, the Proposed Budget includes contributions towards several Replacement Reserve Funds, including: • Vehicle Replacement Reserve -$500,000 • Technology Replacement Reserve -$500,000 • Facilities Replacement Reserve-$500,000 • Street Maintenance Reserve - $1,400,000 As the City finalizes the Replacement Schedule for each category of assets noted above, the benefitting departments will also deposit funds into the reserve accounts to create adequate funding levels to purchase replacement assets in future Operating Budgets. Capital Improvement Program(41%) The Proposed Budget includes $10,853,234 of Measure S revenue allocated to fund 46 separate CIP projects. The influx on Measure S funding has allowed the City to leverage other funding sources, such as Development Impact Fees and various Grant funds,to complete projects in a timelier manner. Major Projects for FY2018-19 include: • Margarita Recreation Center - $4,708,150 to be added to the carryover budget amount of $646,773 necessary to complete the design and construction of a new recreation facility. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula (0,( Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country • Playground Equipment Enhancement and Safety Surfacing-$750,000 for the re-design of various City parks. • Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension -$702,343 to be added to the carryover budget amount of$119,556 to serve a match for the$3.6M grant-funded project. • Fire Station No. 84 Improvements - $500,000 to augment the carryover budget of$166,750 for the renovation of the fire station, including the addition of a gym. • Teen Village - $500,000 to augment the carryover budget of$503,165 to begin the design and eventual construction of this desired facility, ultimately leveraging nearly$3M in DIF funds. • Community Recreation Center (CRC) Pool Site Enhancement and Renovations - $450,000 to be added to the carryover budget of$410,000 for the complete removal and replacement of the pool decking, pool re-plaster and the installation of LED lighting to improve energy efficiency. General Services(26%) The Temecula Community Services District (TCSD) has historically been funded with voter-approved Measure C funding and program-related revenue. The General Fund has contributed the remaining funds necessary to close the funding gap between revenue and expenditures. Fiscal Year 2018-19 Proposed Budget reflects Measure S funding be used to fill this gap,freeing up General Fund dollars to avoid future deficits within the General Fund. • TCSD Operations contribution -$6,033,431 • Library contribution -$662,527 • Service Level B—Residential Streetlights-$62,661 • Enhanced Custodial Services -$76,262 The Ending Fund Balance within the Measure S Fund is projected to be $3,204,565, which will carry- forward to the ensuing fiscal year. MAJOR SPECIAL REVENUE FUNDS Special Revenue Funds are used to account for activities paid for by taxes or other designated revenue sources that have specific limitations on use according to law. The City has eleven Special Revenue Funds. The major Special Revenue funds are highlighted below. Fund 100-Gas Tax: Gas Tax revenue is projected to be $2,809,983, which reflects an increase of 16.8% due to higher volumes of gasoline sales over the prior year. Fund 102—Road Maintenance Rehabilitation Account(RMRA): Per the Road Repair and Accountability Act of 2017 (SBI-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$1,843,670 for FY2018-19,to be allocated to the Pavement Rehabilitation Capital Improvement Project. Fund 103—Street Maintenance Fund: This new fund is established to accumulate resources for the future replacement of streets and roads throughout the City. Initial funding of$1.4 million from Measure S is programmed for Fiscal Year 2018-19. 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gzi{orn.a Wine Country Fund 120 — Development Impact Fees: DIF revenue is projected to be $3,963,968, which reflects a decrease of 34%. DIF revenue varies from year-to-year as it is based on anticipated development projects. The majority of DIF Revenues are transferred to the CIP to fund capital projects. Fund 125 — Public, Education & Government (PEG): PEG Fund revenues are received from local cable operators for the sole purpose of supporting the access facilities within the City. PEG Revenues are projected to be $227,323, which will be spent on various technology equipment used to support the broadcast of City Council meetings and events. Fund 140—Community Development Block Grant (CDBG): CDBG revenue is projected to be $546,925, which reflects the reimbursement for operations and Capital projects expected to be completed during the fiscal year. Fund 170—Measure A: Measure A revenue is projected to be $3,224,000, which reflects a 2.0% increase over the prior year. This revenue is restricted for use on local streets and roads, and is programmed to be spent on 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. Fund 300 — Insurance: Projected expenses total $995,137, which covers the cost of administering the City's liability and property insurance programs. Fund 305 —Workers' Compensation: Projected expenses total $422,777, which reflects an increase of $116,460 due to increased legal expenses related to outstanding claims. Fund 310—Vehicles and Equipment: Projected expenses total $714,000 to replace several vehicles and heavy equipment that have reached the end of their useful life. Fund 320—Information Technology: Projected expenses total $3,498,594, which reflects a decrease of $92,044, due to a large one-time expense in the prior year to conduct a Citywide inventory of technology equipment. Fund 325 — Technology Replacement: Projected expenses total $185,000 for the replacement of technology-related equipment that has surpassed its useful life. Fund 330 —Support Services: Projected expenses total $396,980, which reflects a decrease of $20,805 due to the re-allocation of personnel costs from this activity to the Information Technology Fund. Fund 340—Facilities: Projected expenses total $1,333,888,which reflects a decrease of$107,375 due to the reallocation of personnel costs to the Temecula Community Services District (TCSD). 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Alt Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wane Country SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) Fund 380—SARDA: Projected expenses total $6,769,672, which reflects a decrease of$1,431,919 due to lower debt service payments on the outstanding Redevelopment Agency Tax Allocation Bonds, as a result of the refinancing of this outstanding debt in 2017. 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. Total combined revenue for TCSD totals$21,759,204,which reflects an increase of$334,595 due primarily to the contributions from the Measure S Fund to fill the funding gap in the Citywide Operations Fund. Total combined expenditures total $22,684,975, which reflects an increase of $895,864 due to the increased costs in the Citywide Operations Fund as a result of the full year of costs associated with the conversion of 11 Project positions in 2017, five personnel reclassifications and the addition of the Maintenance Division within the Responsible Compassion Department. As noted in the adjacent chart, TCSD's Special Tax (Measure C) TC5D Per Capita Funding funds approximately 44% of the District's Parks and Recreation sroace budget. The remaining 56% sP6anu comes from Measure S and $98 .Is programmatic revenues. 512LUY0 Additionally, Measure S $81°° contributes to the funding $40.00 $74•x. shortfalls in the Library Fund ($662,527) and Service Level B— $000 FY26.13 FY13-16 FY1617 FYP7-18 FY18-19 Residential Streetlight Fund ■Special Tax TCSD Funding ($62,661). CAPITAL IMPROVEMENT PROGRAM (CIP) The City's five-year Capital Improvement Program (CIP) is presented to the City Council under separate cover. This program provides a five-year plan for capital improvements that is updated annually to ensure compliance with the program. The impact of capital projects on maintenance and operating costs were taken into consideration in the development of the operating budget. Circulation, infrastructure, parks, affordable housing, and other various projects are identified in the CIP budget. Overall, the Proposed Fiscal Years 2019-23 CIP includes 60 separate projects with total cost to complete estimated at$389,089,091, as outlined in the table below: 41000 Main Street,Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tre Heat of Sour.em Gzi{orn.a W, Country Revenue from various identified sources for the Five-Year Capital Improvement Program is projected to be $289,335,918 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 $100,938,097. The City is continually exploring and applying for federal, state and regional funding opportunities to enable the delivery of these currently unfunded projects. The five-year CIP is updated annually and newly secured revenues are programmed toward prioritized projects that may be shown as unfunded at this time. Although total project costs to complete for the entire five-year CIP is over$389,089,091, a total of$289,355,918 or 74%of the total funding has been secured. Type of Project Number of Cost of Projects Projects Circulation 21 $304,809,378 Infrastructure/ 26 57,048,368 Other Parks and 12 14,648,318 Recreation SARDA/ Housing 1 12,583,027 TOTAL .0 $389,089,091 2018-19 AUTHORIZED STAFFING Total authorized Full Time Equivalent (FTE) positions total 171.7 authorized positions, which reflects an increase of 3.5 positions compared to the prior year. Two of the authorized positions (Office Specialist and Community Services Manager) are associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated. The following positions have been added to the list of Authorized Positions: • Building Inspector I (Building & Safety Department) • Assistant Planner (Planning Department) • Office Specialist II (Building & Safety Department) • Part-Time/Benefitted Management Aide II (Economic Development Department) Additionally, the FY2018-19 Operating Budget reflects the reclassification of 16 positions, per the provisions of the City's labor agreements. 41000 Main Street, Temecula, CA 92590 ♦ Phone (951) 694-6444 ♦ Facsimile (951) 694-6479 City of Temecula (0,( Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern California Wine Country With the recent conversion of City of Temecula eleven employees from History of Authorized Positions Project to Authorized status in 2so.o4 FY2017-18 and the addition of 210.75 3.5 positions in FY2018-19, 20D40 171.70 City Authorized positions are 150.00 still 39 below the peak in 100.00 FY2007-08, with 171.7 Full- Time-Equivalent positions. 54-00 S? Ah Aro A� A� A°' tiQ titi titi '��' '4a tih tiro # 're o4,ryQo4����4,poF����k�poF���o�4����,�Qyo���hF��A1F��❑hF,ti��F,��hF�p q0�1�F����� CONCLUSION In conclusion, the City is in a strong fiscal position with the General Fund balanced and all reserves fully- funded not only in Fiscal Year 2018-19, but throughout the ensuing five-year period. I would like to express my appreciation to the City Council for providing the direction and support crucial to achieving the City's goals. I would also like to recognize the contributions of the City staff for not only creating a successful operating budget, but also for their commitment to providing top quality services to all who live,work and play in Temecula. I would like to give special thanks to: Greg Butler, Assistant City Manager,Jennifer Hennessy, Director of Finance; Rudy Graciano, Fiscal Services Manager; Pascale Brown, Fiscal Services Manager; Patricia Hawk, Budget Manager; and Mike Wooten, Interim Accounting Technician II 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 � City of Temecula Q Fiscal Year 2018-19 H—t JSour11Qf a d Annual Operating Budget ane Country DIRECTORY EXECUTIVE MANAGEMENT: City Manager......................................................................................Aaron Adams Assistant City Manager..........................................................................Greg Butler CityClerk..................................................................................................Rondi Johl City Attorney................................................................................ Peter M. Thorson Director of Finance .....................................................................Jennifer Hennessy Director of Community Development................................................Luke Watson Director of Public Works ................................................................ Patrick Thomas Director of Community Services.......................................................Kevin Hawkins Director of Information Systems ......................................................Michael Heslin Human Resources Manager............................................................... Isaac Goriboy Chief of Police..................................................................................Lisa McConnell Fire Chief.......................................................................................... Charlie DeHort CITY OF TEMECULA BUDGET TEAM: Director of Finance .....................................................................Jennifer Hennessy Fiscal Services Manager....................................................................Rudy Grociono Fiscal Services Manager....................................................................Pascale Brown Budget Manager ................................................................................... Tricia Hawk Accounting Technician II.................................................................... Mike Wooten Annual Operating Budget City of Temecula (44 " Fiscal Year 2018-19 The Heart of Southern Califo-, Annual Operating Budget Wine Country CITY ORGANIZATIONAL CHART Citizens of Temecula -T City Council City Attorney Commissions City Manager City Clerk Community Development Information Finance Technology/Support Services Public Works Community Services Human Resources Police/Fire* [Contract] Economic Emergency Development Management *Police and Fire services are contracted through Riverside County. Annual Operating Budget City of Temecula Fiscal Year 2018-19 C_(Th'e'H'eaof ka the CaGfprnia Annual Operating Budget Wme Country 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 MUTUAL respect of others EEDUCATION of employees and citizens about the operations and accomplishments of the City CUSTOMER service is our most important product UNLIMITED potential for continued personal growth and organizational development LLEADERSHIP in local government A- ASSUMING 100% responsibility for projects and assignments Annual Operating Budget Ak _ City of Temecula Fiscal Year 2018-19 „,,,_R Annual Operating Budget rk,H-1 or s,�,��—canes, 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 LONGTERM 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 Ak _ City of Temecula Fiscal Year 2018-19 rke Nei=1 or soovh—r �=�,� Annual Operating Budget w,,,ani.--:. 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 Aft City of Temecula Fiscal Year 2018-19 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, 2017. 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. L GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Temecula California For the Fiscal Year Beginning July 1,2017 Executive Director Annual Operating Budget 1=; City of Temecula � Fiscal Year 2018-19 Th,He °f s°°the,nCa, wne Country t" Annual Operating Budget California Society of Municipal Finance Officers Award Aft CaCfornia Society of munic paCFinance Officers Certificate ofAward Bud Capital et Excellence Award P � Fiscal Year 2017-2018 Presented to the City of Temecula For meeting the criteria established to achieve the Capital Budget Excellence Award, February 7,2018 Drew Corbett Craig Boyer,Chair CSMFOPresident Professional Standards and Recognition Committee Dedicated Excellence in Municipal Financial 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 Fiscal Year 2018-19 budget, the staff has once again followed CSMFO's criteria. This document will be submitted to the CSMFO for the Fiscal Year 2018-19 budget award. Annual Operating Budget Demomphics Fiscal myhu hts Median Housing Values General Fund .' 2018: $422,728 Revenue: $78,359,478 y tib. + 2017: $386,803 Expenditures: $76,055,739 "} } Fund Balance: $24,068,646 i • Population ��/ Capital Improvement Program • 2018: 113,181 C 2017: 111,0240. $389,089,091 VP 60 Projects ` 1 r� Median Age 35.1 13th Safest 40 #of Parks City In US Number of Jobs 55,100 �¢ a 315 Miles of Streets Business Insider, Avg. Household Income $109,659 ' p 71 Fire Personnel Dec. 1,2017 Unemployment Rate 3.5% 112 Sworn Police Officers Numberof Registered Voters 49,366 171.7 Authorized/Benefitted Positions Ranked 10th Education o K-12 Schools: 32* 26 /0 TVUSD Test Scores rank Students:28,679 Percentage of 10th in Riverside, Orange === Teachers: 1,374 residents with a and San Diego Counties — 77, College Degree *12 schools recognized as"California Distinguished Schools" li Li e �� 8.75% Local Economy ?1"j v Qm ��e� �e Sales Tax Rate G��10 Annual Sales Tax Revenue /nt pre�e �dfP J �� ��� ��J �S& $712M+ Promenade Mall Area=$10.7M erns/) ��Sh; (i a�e�'P a�S Motor Car Parkway=$6.8M p Oppo/jUn/t/ p �\GSQ�og� Tourism Industry Business Park=$4.6M Recr es m'PQua S`e gaes Temecula Pkwy=$4.4M cation/Ci a asses s r "M, # gpo Regional Shopping=$5.3M Family Friendly f i3 Human Services Old Town Temecula=$0.71M General Law City City Motto: Council-Manager Form of Government ,Old Traditions, Incorporated December 1,1989 The Heanof Southern Calif—IJ w ne C—tn New Opportunities" Lb&� V' I W= M M1 1 t'VM 1 W !m Wi now �-M= ■ a I� w' d 'i§ City of Temecula Fiscal Year 2018-19 a I Heat of So,, 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 2018-2019. 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 2018-19 Operating Budget by highlighting programs, major projects and changes in revenue and expenditure allocations for the upcoming fiscal year. There is an analysis of the impact of legislation on the City budget, as well as recent economic indicators. The introduction section details Temecula's Mission and Value Statements.The Long Term Goals and Objectives provide further detail into the policies and the goals and objectives which drive the budget process. These are linked to each Department's long term goals and objectives. The City Directory outlines the Executive Management and Budget Team staff members who work on a daily basis implementing the goals and strategies outlined in the Annual Operating Budget. The Citywide Organization Chart displays City Departments and reporting structure. This section also includes copies of budget awards for the previous fiscal year budgets. GUIDE TO THE BUDGET DOCUMENT In addition to this document, the Guide to the Budget Document Section contains the Budgetary Fund Structure, which provides a quick graphic overview of the City's budgetary fund structure and includes all funds that are subject to appropriation. The Description of Funds provides a narrative description of these funds which are graphically depicted in the Fund Use by Department section. The Summary of Accounting Principles explains the basis of accounting or all appropriated funds. The Budget Process and Budget Calendar describe the City's process for preparing this year's Annual Operating Budget. FIVE YEAR FORECAST This section outlines the City of Temecula's five year strategic planning tool which allows the City to project the impacts of proposed programs, operating costs, and capital improvement projects in the future. This forecast assists in long range planning and policy development by ensuring that resources will be available to meet the needs of our community into the future. FINANCIAL SUMMARIES The Financial Summaries section provides a complete overview and analysis of the total resources budgeted by the organization. There is detail on each specific fund,fund balance changes,and a complete budget picture for the current and previous two fiscal years. This section includes summaries of revenues and expenditures for all appropriated Operating Budget funds. Fund balance, revenue and expenditure changes are explained in this section as well. Historical and categorical data are provided for comparative purposes. Annual Operating Budget City of Temecula Fiscal Year 2018-19 a eH—taf Soo. 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 City of Temecula Fiscal Year 2018-19 The Hasa ol5cvth—California Annual Operating Budget wi- BUDGETARY FUND STRUCTURE GOVERNMENTAL FUNDS •General (Fund 001) GENERAL FUNDS • Measure S(Fund 002) •Gas Tax(Fund 100) SPECIAL REVENUE FUNDS • Road Maintenance Rehabilitation Account(RMRA) (Fund 102) •Street Maintenance (Fund 103) • 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) TEMECULA COMMUNITY • Parks and Recreation Citywide Operations(Fund 190) SERVICES (TCSD) FUNDS •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) DEBT SERVICE FUND •2011 Financing Lease for Civic Center(Fund 395) •Capital Financing(Fund 396) •Capital Improvement Fund* (Fund 210) CAPITAL PROJECTS FUNDS .Community Facilities District Funds* (Fund 273-278) Annual Operating Budget City of Temecula Fiscal Year 2018-19 The Hasa ol5cvth—California Annual Operating Budget wipe r—vy 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) • 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 City of Temecula (44 - 4 Fiscal Year 2018-19 Th®H.,tdS.,th­Uif., a Annual Operating Budget Wine C- DESCRIPTION OF FUNDS The City of Temecula revenues and expenditures are accounted for in a series of funds. Each fund is an autonomous accounting entity, established in accordance with legal and professional accounting standards. Funds are used to segregate the various financial activities of a governmental entity and to demonstrate compliance with specific regulations, restrictions or limitations, (i.e., demonstrating that restricted revenues are spent only for allowed purposes). Funds used in government are classified into three broad categories: governmental, proprietary and fiduciary. Governmental funds include activities usually associated with the operations of a typical state or local government (public safety, general government activities, etc.). Proprietary funds are used in government to account for activities often found in the private sector(utilities, stadiums, and golf courses are prime examples). Fiduciary funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or agent. The appropriated funds utilized by the City of Temecula, governmental, fiduciary, and proprietary, are detailed below. The City of Temecula details the Capital Improvement Funds in a separate document, although the Capital Improvement program and its operating impacts are outlined in this budget document in the Capital Improvement Program section. ACCOUNTING BASIS All governmental funds are accounted for and budgeted using the modified accrual basis of accounting. Their revenues are recognized when they become"measurable"and"available" 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 City of Temecula (44 - 4 Fiscal Year 2018-19 Th®HaatdS.,th­Uif., a 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 (SBI 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. 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. Business Incubator Resource Fund(135)–This fund was set up to account for all activity at the City of Temecula Entrepreneur's Exchange Business Incubator. $150,000 was transferred from the General Fund in Fiscal Year 2012-13 to initially fund this activity. Beginning in Fiscal Year 2017-18, this fund will be dissolved and the Business Incubator activities will be reflected as a separate division within the General Fund's Economic Development department. 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 low and moderate income. Annual Operating Budget City of Temecula (44 - 4 Fiscal Year 2018-19 Th®HaatdS.,th­Uif., a Annual Operating Budget Wine C- DESCRIPTION OF FUNDS (continued) 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. MeasureA 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. 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: Annual Operating Budget 1 City of Temecula R Fiscal Year 2018-19 rhe H—t fS-th—L-, Annual Operating Budget W,, DESCRIPTION OF FUNDS (continued) 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. 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. Annuol Operating Budget 1 City of Temecula R Fiscal Year 2018-19 rheHea.t f «e, Annual Operating Budget W,, DESCRIPTION OF FUNDS (continued) 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. Annuol Operating Budget City of Temecula R Fiscal Year 2018-19 The"pa.°°`S°utn¢.,eC—t'y W­Country Annual Operating Budget FUNDS AND DEPARTMENTS Quick Guide City of Temecula City Funds 001 General 165 Affordable Housing 002 Measure S 170 Measure A 100 Gas Tax 198 Public Art 102 Road Maintenance Rehabilitation Act(RMRA) 300 Insurance 103 Street Maintenance Fund 305 Workers'Compensation 120 Development Impact Fees 310 Vehicles and Equipment 125 Public, Education&Government(PEG) 320 Information Technology 135 Business Incubator Resource 325 Technology Replacement 140 Community Development Block Grant(CDBG) 330 Support Services 145 Temecula Energy Efficiency Asset Management 340 Facilities (TEEM) 350 Facilities Replacement 150 AB 2766 Motor Vehicle Subvention 380 SARDA Debt Service 160 Supplemental Law Enforcement Services 395 2011 Financing Lease 161 Temecula Major Crimes Reward Fund 396 Capital Financing General Fund Departments 001.100 City Council 001.162 Building&Safety 001.101 Community Support 001.163 Land Development 001.110 City Manager 001.164 Public Works 001.111 Economic Development 001.165 CIP Public Works 001.115 Emergency Management 001.167 Parks Maintenance 001.120 City Clerk 001.170 Police 001.130 City Attorney 001.171 Fire 001.140 Finance 001.172 Animal Control 001.150 Human Resources 001.199 Non Departmental 001.161 Planning Temecula Community Services District(TCSD) TCSD Funds 190 TCSD Citywide Operations 196 Service Level L—Harveston Lake Park Maintenance 192 Service Level B—Street Lighting 197 Library 194 Service Level D—Refuse and Recycling 501-530 Service Level C—Landscape/Slope Maintenance 195 Service Level R—Emergency Road Maintenance TCSD Departments 190.180.999 General Operations 190.189.164 Theater Maintenance 190.181.164 Senior Center Maintenance 190.189.999 Theater Operations 190.181.999 Senior Center Operations 190.190.999 Cultural Arts 190.182.164 Community Rec Center Maintenance 190.193.164 Conference Center Maintenance 190.182.999 Community Rec Center Operations 190.193.999 Conference Center Operations 190.183.999 Special Events 190.194.999 Human Services 190.184.164 Temecula Community Center Maint. 190.195.164 Margarita Recreation Center Maintenance 190.184.999 Temecula Community Center Ops. 190.195.999 Margarita Recreation Center Operations 190.185.164 History Museum Maintenance 190.196.164 Jefferson Rec.Center Maintenance 190.185.999 History Museum Operations 190.196.999 Jefferson Rec.Center Operations 190.186.164 Aquatics Maintenance 190.197.999 Contract Classes 190.186.999 Aquatics Operations 190.198.999 Park Rangers 190.187.999 Sports 190.201.164 Responsible Compassion Maintenance 190.188.164 Children's Museum Maintenance 190.201.999 Responsible Compassion 190.188.999 Children's Museum Operations Annual Operating Budget City of Temecula !{ Fiscal Year 2018-19 rn.H.,,e,rse..nw..�c.sf— c,.ry Annual Operating Budget OPERATING DEPARTMENTS o 0 FUNDING SOURCES E E E V Z o a BY DEPARTMENT v ° — o E a u -�° E E Q u U Operating Funds Fund 001:General Fund ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 002:Measure S Fund ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Special Revenue Funds Fund 100:Gas Tax ✓ ✓ Fund 102:Road Maintenance Rehab.Account(RMRA) ✓ ✓ Fund 103:Street Maintenance ✓ ✓ Fund 120:Development Impact Fees(DIF) ✓ Fund 125:Public,Education&Government(PEG)Fees ✓ Fund 135:Business Incubator Resource Fund 140:Community Development Block Grant ✓ ✓ ✓ ✓ ✓ Fund 145:Temecula Energy Efficiency Asset Mgmt ✓ ✓ ✓ Fund 150:AB 2766 Motor Vehicle Subvention ✓ ✓ ✓ ✓ ✓ Fund 160:Supplemental Law Enforcement Services ✓ Fund 161:Temecula Major Crimes Reward ✓ Fund 165:Affordable Housing ✓ ✓ Fund 170:Measure A ✓ ✓ ✓ Fund 198:Public Art ✓ ✓ ✓ Debt Service Fund Fund 395:2011 Financing Lease ✓ ✓ _ Fund 396:Capital Financing ✓ ✓ ✓ Temecula Community Services District(TCSD) Fund 190:Citywide Operations ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 192:Service Level B-Street Lighting ✓ Funds 501-530:Service Level C-Landscape/Slope Maint. ✓ Fund 194:Service Level D-Refuse and Recycling ✓ Fund 195:Service Level R-Road Maintenance ✓ Fund 196:Service Level L-Harveston Lake Park Maint. ✓ ✓ Fund 197:Library ✓ ✓ ✓ Capital Projects Funds Fund 210:Capital Improvement Fund ✓ Fund 273-278:Community Facilities District Funds ✓ Successor Agency to the Temecula RDA(SARDA) Fund 380:Debt Service ✓ Internal Service Funds 416 Fund 300:Insurance ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 305:Workers'Compensation ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 310:Vehicles and Equipment ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 320:Information Technology ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 325:Technology Replacement ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 330:Support Services ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 340:Facilities ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Fund 350:Facilities Replacement ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ Ll Annual Operating Budget �l I City of Temecula �e f Fiscal Year 2018-19 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 0- City of Temecula Fiscal Year 2018-19 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. -*27. ry I - -- •k %a Annual Operating Budget Ill�-LLCity of Temecula Fiscal Year 2018-19 Annual Operating Budget BUDGET PROCESS (continued) Process begins with Meeting with City Manager, analysis of prior year Finance Director and Budget City Manager and Executive Team activity and update team to review prior year brainstorm on longterm priorities Update calendar,standard forms and for spending,revenue management, procedures,calculate budget targets of five year performance and identify and project priorities projections upcoming budget goals Deliverables to Departments Report of Prior Year Spending Target(Not to Exceed)Amount Kickoff Meeting with Department Review City financial List of Citywide Long Term Goals Heads and Department Analysts policies,recommend Budget Calendar changes Create detailed expenditure and Meet with department staff to revenue projections develop annual objectives based on Citywide long term goals Deliverables from Departments • Revenue projections,expenditure requests • Overtarget 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 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 oes Counci 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 Less than$30,000 and distributed on City website ❑ City Manager/Budget Team intradepartmentala Executive Team City Manager approval Finance Staff Adjustment Departments review and adjust budgets ❑ Department Analysts throughout the year City Council approval Legend Greater than$30,000 or interdepartmental Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget FISCAL YEAR 2018-19 Budget Calendar Date Item Responsible Department 1/17/18 Update General Fund and TCSD Revenue & Expenditure Five-Year Forecast Finance 1/29/18 Capital Improvement Program Kick-Off Meeting All Departments 2/21/18 Annual Operating Budget Kick-Off Meeting All Departments 2/26/18 CIP Project Requests due All Departments 3/5-3/6 CIP Review Meetings with ACM & Finance Director All Departments 3/12/18 Revenue Estimates &Operating Requests due All Departments 3/19-3/23 AOB Review Meetings with ACM & Finance Director All Departments 4/2/18 Preparation of Internal Service Fund Allocations Finance 4/2-4/3 Final CIP Review with ACM & Finance Director All Departments 4/9/18 Department Narratives for AOB due All Departments 4/11/18 City Manager review of Operating Requests City Manager/Finance 4/17/18 Appendices due All Departments 4/20/18 Finalize Budget Policies City Manager/Finance 5/7/18 Community Services Commission review of CIP TCSD 5/8/18 Strategic Finance Ad Hoc Subcommittee Meeting City Manager/Finance 5/11/18 CIP and AOB Document Distribution Finance 5/16/18 Planning Commission review of CIP Community Development 5/24/18 City Council Budget Workshop All Departments 5/24/18 Public/Traffic Safety Commission review of CIP Public Works 6/12/18 City Council Meeting—Budget Adoption All Departments Annual Operating Budget a I� w' d 'i§ City of Temecula R Fiscal Year 2018-19 The Heart of Southern Wifornia Wine Annual Operating Budget Country 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 to reimburse the Public Works department for the administration of the CIP program. • Operating Transfers In—Gas Tax/SLESF—projected based on assumed inflationary growth factors. • Operating Transfers In — Measure S—projected based on the General Fund expenditures eligible for Measure S funding, in accordance with the Appropriation Guidelines noted in the Budget and Fiscal Policies. Public Safety personnel and equipment are the primary recipients of Measure S Transfers. EXPENDITURES General Fund Expenditure trends are developed using a number of economic assumptions that are applied to the category of expenditures. For Salary and Benefit projections, the City's Budget Team reflects any anticipated changes in staffing levels, CalPERS contribution rates, negotiated terms from the Memorandum of Understanding, and Public Safety Contract projections received from the County of Riverside. Non-salary expenditure projections include an inflationary assumption and any known future contractual increases. General Fund Expenditure Forecasting Assumptions • Salaries—projected using current employee salary levels, plus eligible merit increases for the ensuing fiscal years, plus newly authorized positions, less any known decreases to authorized positions. Annual Operating Budget City of Temecula R Fiscal Year 2018-19 The Heart of S.At Uifornia .P eCountrp Annual Operating Budget • Benefits—projected using information from CalPERS related to pension cost projections, plus any changes pursuant to the approved Memorandum of Understanding and/or Management Compensation Plan. • Operations and Maintenance Costs—projected utilizing recent trends, adjusted for one-time expenditures and other known anomalies, plus an inflationary growth factor. • Internal Service Fund Allocations- projected utilizing recent trends, adjusted for one-time expenditures and other known anomalies, plus an inflationary growth factor. GENERAL FUND ANALYSIS The Fiscal Year 2018-19 General Fund Forecast over the coming five years is balanced with both the Reserve for Economic Uncertainty and the Secondary Reserve fully-funded in all five years. Ending Fund Balance for FY2018-19 is projected to be $24,068,646. Total Reserves, at 25% of Expenditures, totals $19,013,935, with another$367,077 assigned to cover costs committed for FY2019-20 including the Police Officer funded by the Pechanga Tribe, leaving an Unassigned (available) Fund Balance of $4,687,634. FY2018-19 General Fund Revenue is projected to increase by 2.3%over the prior year with a total of$78,359,478, of which $5,296,813 was transferred in from the new Measure S Fund to primarily cover the costs associated with additional Public Safety personnel. Total FY2018-19 General Fund Operating Expenditures totals$76,055,739,which represents a 4.1% increase over the prior fiscal year. The majority of the increase is reflected in the Police and Fire departments, due to the addition of one sworn police officer, a full year's staffing of Fire Station No. 95 which opened in January 2018, the addition of a two employees for the Fire Inspection Program, and the annual contract rate increases for both Police and Fire. As illustrated below, General Fund Revenues are projected to continually exceed Operating Expenditures over the ensuing five years. General Fund 5-Year Projections Revenues over Expenditures 95,000,000 90,000,000 Actuals Projected 85,000,000 80,000,000 75,000,000 00, 70,000,000 65,000,000 60,000,000 — 55,000,000 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20 FY20-21 FY21-22 FY22-23 —Expenditures —Revenues Annual Operating Budget j � City of Temecula Fiscal Year 2018-19 Annual Operating Budget GENERAL FUND - FIVE YEAR FINANCIAL PROJECTION FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 % Revised % Proposed % Projected % Projected % Projected % Projected % Actuals Change Budget Change Budget Change Budget Change Budget Change Budget Change Budget Change Prior Year Contractual Obligations 539,783 0.0% - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% Revenue: Property Tax 7,704,540 4.8% 7,924,219 2.9% 8,288,316 4.6% 8,536,965 3.0% 8,793,074 3.0% 9,056,867 3.0% 9,328,573 3.0% Sales and Use Tax 36,096,934 -0.3% 38,100,383 5.6% 37,845,104 -0.7% 38,980,457 3.0% 40,149,871 3.0% 41,755,866 4.0% 43,426,100 4.0% Less: Sales Tax Sharing Agmt (392,956) 0.0% (882,000) 124.5% (1,301,469) 47.6% (1,620,675) 24.5% (1,701,709) 5.0% (1,786,794) 5.0% (1,876,134) 5.0% Franchise Fees 3,289,408 -10.5% 3,336,963 1.4% 3,336,935 0.0% 3,403,674 2.0% 3,471,747 2.0% 3,541,182 2.0% 3,612,006 2.0% Transient Occupancy Tax 3,321,698 4.3% 3,475,489 4.6% 3,541,613 1.9% 3,803,457 7.4% 3,879,526 2.0% 3,995,912 3.0% 4,115,789 3.0% Special Tax(Measure C) 1,858,821 0.3% 1,859,061 0.0% 1,876,279 0.9% 1,885,660 0.5% 1,895,089 0.5% 1,904,564 0.5% 1,914,087 0.5% Licenses,Permits and Service Charges 4,621,130 -2.3% 4,183,295 -9.5% 4,036,793 -3.5% 4,015,196 -0.5% 3,611,743 -10.0% 3,399,421 -5.9% 3,127,259 -8.0% Fines and Forfeitures 776,425 6.3% 733,125 -5.6% 732,879 0.0% 747,537 2.0% 762,487 2.0% 777,737 2.0% 793,292 2.0% Use of Money and Property (61,657) -133.6% 189,349 -407.1% 399,322 110.9% 407,308 2.0% 415,455 2.0% 423,764 2.0% 432,239 2.0% Intergovernmental Revenues 7,492,126 5.1% 7,812,576 4.3% 8,112,645 3.8% 8,355,429 3.0% 8,605,484 3.0% 8,863,028 3.0% 9,128,287 3.0% Reimbursements 2,246,042 3.6% 2,502,551 11.4% 3,046,719 21.7% 3,139,292 3.0% 3,354,133 6.8% 3,530,711 5.3% 3,747,432 6.1% Miscellaneous 208,064 43.6% 161,299 -22.5% 151,546 -6.0% 154,577 2.0% 157,668 2.0% 160,822 2.0% 164,038 2.0% Subtotal-Operating Revenues 67,160,576 -0.3% 69,396,310 3.3% 70,066,682 1.0% 71,808,878 2.5% 73,394,569 2.2% 75,623,080 3.0% 77,912,968 3.0% Operating Transfers In-Gas Tax/SLESF 2,258,320 -21.0% 1,640,620 -27.4% 2,995,983 82.6% 3,052,183 1.9% 2,984,506 -2.2% 3,040,476 1.9% 3,097,566 1.9% Operating Transfers In-Measure S 1,236,114 0.0% 4,994,180 304.0% 5,296,813 6.1% 5,950,388 12.3% 9,659,024 62.3% 11,988,812 24.1% 13,748,066 14.7% Total Revenues&Transfers In 70,655,010 0.6% 76,570,893 8.4% 78,359,478 2.3% 80,811,449 3.1% 86,038,099 6.5% 90,652,368 5.4% 94,758,600 4.5% Prior Version(FY17-18 Adopted Budget) 71,405,912 75,904,531 79,825,529 1 83,581,726 88,012,440 92,064,341 92,064,341 Expenditures by Dept: City Council 383,706 -7.6% 453,460 18.2% 519,909 14.7% 533,810 2.7% 548,094 2.7% 562,772 2.7% 577,855 2.7% Community Support 81,508 6.2% 125,000 53.4% 125,000 0.0% 127,500 2.0% 130,050 2.0% 132,651 2.0% 135,304 2.0% City Manager 1,335,952 5.1% 1,465,765 9.7% 1,423,146 -2.9% 1,463,767 2.9% 1,505,566 2.9% 1,548,576 2.9% 1,592,834 2.9% Economic Development 1,002,016 10.8% 1,455,515 45.3% 1,498,563 3.0% 1,539,383 2.7% 1,581,345 2.7% 1,624,482 2.7% 1,668,827 2.7% Emergency Management 121,884 10.1% 134,158 10.1% 251,476 87.4% 258,912 3.0% 266,569 3.0% 274,453 3.0% 282,572 3.0% City Clerk 1,150,767 18.7% 1,279,376 11.2% 1,377,768 7.7% 1,416,686 2.8% 1,456,723 2.8% 1,497,913 2.8% 1,540,287 2.8% City Attorney 739,277 25.5% 765,000 3.5% 780,300 2.0% 795,906 2.0% 811,824 2.0% 828,061 2.0% 844,622 2.0% Finance 2,217,687 5.9% 2,513,941 13.4% 2,539,502 1.0% 2,613,689 2.9% 2,690,061 2.9% 2,768,684 2.9% 2,849,624 2.9% Human Resources 735,177 20.5% 979,865 33.3% 1,099,393 12.2% 1,129,193 2.7% 1,159,823 2.7% 1,191,307 2.7% 1,223,670 2.7% Planning 1,794,849 -1.3% 2,581,606 43.8% 2,398,854 -7.1% 2,465,103 2.8% 2,533,226 2.8% 2,603,275 2.8% 2,675,307 2.8% Building&Safety 2,254,730 -0.8% 2,586,348 14.7% 3,030,140 17.2% 3,117,221 2.9% 3,206,837 2.9% 3,299,064 2.9% 3,393,978 2.9% Land Development 1,439,427 5.8% 1,878,054 30.5% 1,711,468 -8.9% 1,761,567 2.9% 1,813,144 2.9% 1,866,243 2.9% 1,920,909 2.9% Public Works 5,254,933 9.4% 5,553,470 5.7% 6,044,315 8.8% 5,942,029 -1.7% 6,093,651 2.6% 6,249,290 2.6% 6,409,054 2.6% CIP Admin 1,796,099 -11.9% 2,310,081 28.6% 2,474,844 7.1% 2,490,745 0.6% 2,564,973 3.0% 2,641,418 3.0% 2,720,146 3.0% Parks Maintenance 3,381,030 -2.4% 3,787,152 12.0% 3,935,977 3.9% 4,026,981 2.3% 4,120,175 2.3% 4,215,611 2.3% 4,313,348 2.3% Police 26,644,728 6.9% 32,731,580 22.8% 34,658,161 5.9% 37,050,183 6.9% 39,606,164 6.9% 41,957,990 5.9% 44,004,707 4.9% Fire 5,436,554 2.1% 8,112,168 49.2% 9,852,690 21.5% 10,433,222 5.9% 10,612,595 1.7% 11,249,260 6.0% 11,920,489 6.0% Animal Control 462,864 -2.2% 461,770 -0.2% 425,572 -7.8% 429,828 1.0% 434,126 1.0% 438,467 1.0% 442,852 1.0% Non-Departmental 7,119,469 13.0% 3,892,445 -45.3% 1,908,661 -51.0% 2,343,834 22.8% 2,433,752 3.8% 2,502,750 2.8% 2,573,798 2.8% 2011 Financing Lease('01&'08 COPS) 2,139,975 0.0% -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% Total Expenditures 65,492,633 5.7% 73,066,753 11.6% 76,055,739 4.1% 79,939,558 5.1% 83,568,698 4.5% 87,452,268 4.6% 91,090,183 4.2% Revenue Over Expenditures 5,162,377 3,504,140 2,303,739 871,890 2,469,400 3,200,100 3,668,417 Prior Version(FY17-18 Adopted Budget) 363,516 2,170,893 2,398,078 2,173,482 3,308,347 3,001,153 3,001,153 City of Temecula Fiscal Year 2018-19 Annual Operating Budget GENERAL FUND - FIVE YEAR FINANCIAL PROJECTION FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 Revised % Proposed % Projected % Projected % Projected % Projected Actuals Change Budget Change Budget Change Budget Change Budget Change Budget Change Budget Change Transfers Out and One Time Payments: Information Technology Fund (77,028) Pavement Management Program (250,000) Land Acquisition (1,406,553) City and Parks Facility Rehabilitation (295,000) Transfer to Capital Improvement Fund (1,710,002) (2,730,036) 2011 Financing Lease(Civic Center) (2,135,231) (2,132,450) (2,131,719) (2,128,981) (2,008,144) (2,008,144) Streetlight Acquistion Financing (367,233) (558,524) (558,524) (558,524) (558,524) Section 115 Pension Trust (8,000,000) Total Transfers Out/One-Time Pmts (3,661,555) (10,212,259) (5,229,719) (2,690,243) (2,687,505) (2,566,668) (2,566,668) Revenues Over/(Under)Expenditures 1,500,822 (6,708,119) (2,925,980) (1,818,353) (218,105) 633,432 1,101,749 Beginning Fund Balance 32,201,922 33,702,744 26,994,625 24,068,646 22,250,293 22,032,188 22,665,620 Ending Fund Balance 33,702,744 26,994,625 24,068,646 1 22,250,293 22,032,188 22,665,620 23,767,368 Prior Version(FY17-18Adopted Budget) 28,389,994 25,784,75'; 25,286,430 25,925,708 26,378,629 26,378,629 Desired Reserve Balance(25%) 16,373,158 18,266,688 19,013,935 19,984,890 20,892,175 21,863,067 22,772,546 Reserve Balance 16,373,158 18,266,688 19,013,935 19,984,890 20,892,175 21,863,067 22,772,546 Funded 100% 100% 100% 100% 100% 100% 100% Fund Balance Components Committed to: Economic Uncertainty(20%) 13,098,527 14,613,351 15,211,148 15,987,912 16,713,740 17,490,454 18,218,037 Secondary Reserve(5%) 3,274,632 3,653,338 3,802,787 3,996,978 4,178,435 4,372,613 4,554,509 Pechanga IGA 332,647 342,164 362,694 384,455 403,678 423,862 445,055 Nonspendable: Inventory/Prepaids/Deposits 4,383 4,383 4,383 Assigned to: Capital Projects - 2,730,036 - - - - - Unassigned: 16,992,556 5,651,354 4,687,634 1,880,948 736,335 378,691 549,767 Total Fund Balance as of 6/30 33,702,744 26,994,625 24,068,646 22,250,293 22,032,188 22,665,620 23,767,368 Unassigned Fund Balance as%of Operating Expenditures 25.9% 7.7% 6.2% 1 2.4% 0.9% 0.4% 0.6% City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart cf Southam Gaff. GENERAL FUND REVENUE - FIVE YEAR PROJECTIONS FY 16-17 FY 17-18 %Chg FY 18-19 %Chg FY 19-20 %Chg FY 20-21 %Chg FY 21-22 %Chg FY 22-23 %Chg Revised From Proposed From From From From From Actuals Budget Prior Yr Budget Prior Yr Estimates Prior Yr Estimates Prior Yr Estimates Prior Yr Estimates Prior Yr PLANNING 676,683 704,156 4.1% 634,699 -9.9% 655,508 3.3% 659,048 0.5% 655,154 -0.6% 632,152 -3.5% Grants 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% BUILDING 1,515,824 1,534,291 1.2% 1,388,734 -9.5% 1,535,172 10.5% 1,302,009 -15.2% 1,087,374 -16.5% 839,874 -22.8% LAND DEVELOPMENT 1,268,042 805,438 -36.5% 801,859 -0.4% 675,551 -15.8% 582,706 -13.7% 582,706 0.0% 577,447 -0.9% PUBLIC WORKS 1,574 3,050 93.8% - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% PARKS&FACILITIES MAINTENANCE Special Tax(Measure C) 1,858,821 1,859,061 0.0% 1,876,279 0.9% 1,885,660 0.5% 1,895,089 0.5% 1,904,564 0.5% 1,914,087 0.5% Lease Income 56,897 52,255 -8.2% 53,978 3.3% 55,058 2.0% 56,159 2.0% 57,282 2.0% 58,428 2.0% Plan Check and Inspection Fees 7,815 2,000 -74.4% 2,000 0.0% 2,040 2.0% 2,081 2.0% 2,122 2.0% 2,165 2.0% POLICE Parking Citations 75,878 86,000 13.3% 77,000 -10.5% 78,540 2.0% 80,111 2.0% 81,713 2.0% 83,347 2.0% Miscellaneous 115,535 100,052 -13.4% 106,436 6.4% 108,565 2.0% 110,736 2.0% 112,951 2.0% 115,210 2.0% Vehicle Impound Fees 86,345 93,800 8.6% 93,800 0.0% 95,676 2.0% 97,590 2.0% 99,541 2.0% 101,532 2.0% Reimbursements 104,912 136,500 30.1% 136,500 0.0% 139,230 2.0% 142,015 2.0% 144,855 2.0% 147,752 2.0% FIRE Various 863,665 838,060 -3.0% 913,201 9.0% 844,699 -7.5% 757,629 -10.3% 757,629 0.0% 754,896 -0.4% Grants 13,736 - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% NON-DEPARTMENTAL Residual RPTTF Distribution 76,800 100,000 30.2% 100,000 0.0% 103,000 3.0% 106,090 3.0% 109,273 3.0% 112,551 3.0% Property Tax(Secured) 6,410,265 6,717,926 4.8% 6,977,910 3.9% 7,187,247 3.0% 7,402,865 3.0% 7,624,951 3.0% 7,853,699 3.0% Property Tax(Unsecured) 304,978 319,617 4.8% 331,986 3.9% 341,946 3.0% 352,204 3.0% 362,770 3.0% 373,653 3.0% Supplemental Tax-AB 2345 146,633 130,000 -11.3% 135,000 3.8% 139,050 3.0% 143,222 3.0% 147,518 3.0% 151,944 3.0% Property Transfer Tax 689,405 576,547 -16.4% 660,190 14.5% 679,996 3.0% 700,396 3.0% 721,407 3.0% 743,050 3.0% Franchise Fees 3,289,408 3,336,963 1.4% 3,336,935 0.0% 3,403,674 2.0% 3,471,747 2.0% 3,541,182 2.0% 3,612,006 2.0% Transient Occupancy Tax 3,321,698 3,475,489 4.6% 3,541,613 1.9% 3,803,457 7.4% 3,879,526 2.0% 3,995,912 3.0% 4,115,789 3.0% Sales and Use Tax-State of Calif. 36,096,934 38,100,383 5.6% 37,845,104 -0.7% 38,980,457 3.0% 40,149,871 3.0% 41,755,866 4.0% 43,426,100 4.0% Less: Sales Tax Sharing Agreement (392,956) (882,000) 124.5% (1,301,469) 47.6% (1,620,675) 24.5% (1,701,709) 5.0% (1,786,794) 5.0% (1,876,134) 5.0% Homeowner Exemption 76,459 80,129 4.8% 83,230 3.9% 85,727 3.0% 88,299 3.0% 90,948 3.0% 93,676 3.0% MVLF-property tax in lieu 7,429,530 7,762,740 4.5% 8,053,066 3.7% 8,294,658 3.0% 8,543,498 3.0% 8,799,803 3.0% 9,063,797 3.0% Motor Vehicle in Lieu-State 48,859 49,836 2.0% 59,579 19.6% 60,771 2.0% 61,986 2.0% 63,226 2.0% 64,490 2.0% Vehicle Code Fines 614,202 553,325 -9.9% 562,079 1.6% 573,321 2.0% 584,787 2.0% 596,483 2.0% 608,412 2.0% Bids&Proposals 7,500 6,300 -16.0% 6,300 0.0% 6,426 2.0% 6,555 2.0% 6,686 2.0% 6,819 2.0% Business Licenses 280,028 290,000 3.6% 290,000 0.0% 295,800 2.0% 301,716 2.0% 307,750 2.0% 313,905 2.0% Right of way advertising 29,070 23,310 -19.8% 21,960 -5.8% 22,399 2.0% 22,847 2.0% 23,304 2.0% 23,770 2.0% Miscellaneous 61,589 37,937 -38.4% 23,150 39.0% 23,613 2.0% 24,085 2.0% 24,567 2.0% 25,058 2.0% Investment Interest 69,425 180,000 159.3%1 230,000 27.8% 234,600 2.0% 239,292 2.0% 244,078 2.0% 248,959 2.0% City of Temecula (7 ' Fiscal Year 2018-19 R Annual Operating Budget GENERAL FUND REVENUE - FIVE YEAR PROJECTIONS FY 16-17 FY 17-18 %Chg FY 18-19 %Chg FY 19-20 %Chg FY 20-21 %Chg FY 21-22 %Chg FY 22-23 %Chg Revised From Proposed From From From From From Actuals Budget Prior Yr Budget Prior Yr Estimates Prior Yr Estimates Prior Yr Estimates Prior Yr Estimates Prior Yr Rental Income 75,421 94,594 25.4% 107,844 14.0% 110,001 2.0% 112,201 2.0% 114,445 2.0% 116,734 2.0% Reimbursements-Miscellaneous 30,226 87,000 187.8% 35,411 -59.3% 36,119 2.0% 36,842 2.0% - -100.0% - 0.0% Reimbursements-Capital Improvement Program 1,627,337 1,906,604 17.2% 2,474,844 29.8% 2,490,745 0.6% 2,564,973 3.0% 2,641,418 3.0% 2,720,146 3.0% Reimbursements-Pechanga IGA 444,353 332,647 -25.1% 342,164 2.9% 362,694 6.0% 384,455 6.0% 403,678 5.0% 423,862 5.0% Operating Transfer In-Gas Tax 2,030,952 1,206,303 -40.6% 2,809,983 132.9% 2,866,183 2.0% 2,798,506 -2.4% 2,854,476 2.0% 2,911,566 2.0% Operating Transfer In-COPS 218,076 171,000 -21.6% 186,000 8.8% 186,000 0.0% 186,000 0.0% 186,000 0.0% 186,000 0.0% Operating Transfer In-Intern Fellowship Fund 9,293 - -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% Operating Transfer In-Business Incubator Fund - 130,635 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% Operating Transfer In-Fire Station 73 Repayment - 132,682 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% Operating Transfer In-Measure S Fund 1,236,114 4,994,180 304.0% 5,296,813 6.1% 5,950,388 12.3% 9,659,024 62.3% 0 11,988,812 24.1% 13,748,066 14.7% Lease Income 8,461 7,500 -11.4% 7,500 0.0% 7,650 2.0% 7,803 2.0% 7,959 2.0% 8,118 2.0% State Mandated Cost Reimbursement 34,184 34,000 -0.5% 29,000 -14.7% 29,000 0.0% 29,000 0.0% 29,000 0.0% 29,000 0.0% Sponsorship 1,870 - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% SB1186 Reimbursement 5,030 5,800 15.3% 28,800 396.6% 28,800 0.0% 28,800 0.0% 28,800 0.0% 28,800 0.0% AB1379 Collection State Imposed$4 Fee - Change in Fair Value of Investments (271,861) (145,000) -46.7% - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% TOTAL :0 0• 94,758,600 ] City of Temecula Fiscal Year 2018-19 Annual Operating Budget Naart of Sa„th�.r„Col,fo m;a SM;ne Country GENERAL FUND 5 - YEAR EXPENDITURE PROJECTIONS 16-17 % 17-18 % 18-19 % 19-20 % 20-21 % 21-22 % 22-23 % Actuals Change Revised Change Proposed Change Projection Change Projection Change Projection Change Projection Change City Council: Salaries 117,611 -19.3% 141,264 20.1% 138,870 -1.7% 143,036 3.0% 147,327 3.0% 151,747 3.0% 156,299 3.0% 0&M 132,803 2.5% 166,315 25.2% 169,641 2.0% 173,034 2.0% 176,494 2.0% 180,024 2.0% 183,625 2.0% ISF 133,292 -4.8% 145,881 9.4% 211,398 44.9% 217,740 3.0% 224,272 3.0% 231,000 3.0% 237,930 3.0% 383,706 -7.6% 453,460 18.2% 519,909 14.7% 533,810 2.7% 548,094 2.7% 562,772 2.7% 577,855 2.7% Community Support 81,508 6.2% 125,000 53.4% 125,000 0.0% 127,500 2.0% 130,050 2.0% 132,651 2.0% 135,304 2.0% City Manager: Salaries 915,886 6.9% 984,325 7.5% 926,820 -5.8% 954,625 3.0% 983,263 3.0% 1,012,761 3.0% 1,043,144 3.0% Project Salaries 18,238 -11.0% 24,353 33.5% 38,101 56.5% 39,244 3.0% 40,421 3.0% 41,634 3.0% 42,883 3.0% 0&M 210,340 7.5% 240,485 14.3% 207,295 -13.8% 211,441 2.0% 215,670 2.0% 219,983 2.0% 224,383 2.0% ISF 191,487 -3.1% 216,601 13.1% 250,930 15.8% 258,458 3.0% 266,212 3.0% 274,198 3.0% 282,424 3.0% 1,335,952 5.1% 1,465,765 9.7% 1,423,146 -2.9% 1,463,767 2.9% 1,505,566 2.9% 1,548,576 2.9% 1,592,834 2.9% Economic Dev. Salaries 505,850 14.5% 608,236 20.2% 649,327 6.8% 668,807 3.0% 688,871 3.0% 709,537 3.0% 730,823 3.0% Project Salaries 12,389 0.0% 21,716 75.3% 26,742 23.1% 27,544 3.0% 28,371 3.0% 29,222 3.0% 30,098 3.0% 0&M 368,418 9.3% 461,914 25.4% 413,666 -10.4% 421,939 2.0% 430,378 2.0% 438,986 2.0% 447,765 2.0% ISF 115,360 -8.1% 363,649 215.2% 408,828 12.4% 421,093 3.0% 433,726 3.0% 446,737 3.0% 460,140 3.0% 1,002,016 10.8% 1,455,515 45.3% 1,498,563 3.0% 1,539,383 2.7% 1,581,345 2.7% 1,624,482 2.7% 1,668,827 2.7% Emerg Mgmt Salaries 101,750 4.1% 87,172 -14.3% 158,443 81.8% 163,196 3.0% 168,092 3.0% 173,135 3.0% 178,329 3.0% Project Salaries 281 -96.5% 14,376 5023.0% 29,614 106.0% 30,502 3.0% 31,417 3.0% 32,360 3.0% 33,331 3.0% 0&M 3,786 -24.7% 15,611 312.3% 10,823 -30.7% 11,039 2.0% 11,260 2.0% 11,485 2.0% 11,715 2.0% ISF 16,067 0.0% 17,000 5.8% 52,596 209.4% 54,174 3.0% 55,799 3.0% 57,473 3.0% 59,197 3.0% 121,884 10.1% 134,158 10.1% 251,476 87.4% 258,912 3.0% 266,569 3.0% 274,453 3.0% 282,572 3.0% City Clerk: Salaries 722,084 3.4% 799,375 10.7% 814,934 1.9% 839,382 3.0% 864,563 3.0% 890,500 3.0% 917,215 3.0% Project Salaries - 0.0% 15,000 0.0% 12,030 -19.8% 12,391 3.0% 12,763 3.0% 13,146 3.0% 13,540 3.0% 0&M 180,250 767.9% 202,640 12.4% 241,493 19.2% 246,323 2.0% 251,249 2.0% 256,274 2.0% 261,400 2.0% ISF 248,432 -1.0% 262,361 5.6% 309,311 17.9% 318,590 3.0% 328,148 3.0% 337,992 3.0% 348,132 3.0% 1,150,767 18.7% 1,279,376 11.2% 1,377,768 7.7% 1,416,686 2.8% 1,456,723 2.8% 1,497,913 2.8% 1,540,287 2.8% City Attorney(Contract) 739,277 25.5% 765,000 3.5% 780,300 2.0% 795,906 2.0% 811,824 2.0% 828,061 2.0% 844,622 2.0% Finance Salaries 1,616,472 10.5% 1,801,897 11.5% 1,806,202 0.2% 1,860,388 3.0% 1,916,200 3.0% 1,973,686 3.0% 2,032,896 3.0% Project Salaries 30,391 -38.7% 58,546 92.6% 70,746 20.8% 72,868 3.0% 75,054 3.0% 77,306 3.0% 79,625 3.0% 0&M 157,566 4.2% 219,785 39.5% 199,820 -9.1% 203,816 2.0% 207,893 2.0% 212,051 2.0% 216,292 2.0% ISF 413,259 -4.1% 433,713 4.9% 462,734 6.7% 476,616 3.0% 490,915 3.0% 505,642 3.0% 520,811 3.0% 2,217,687 5.9% 2,513,941 13.4%1 2,539,502 1.0%1 2,613,689 2.9% 2,690,061 2.9% 2,768,684 2.9% 2,849,624 2.9% ] City of Temecula Fiscal Year 2018-19 Annual Operating Budget Naart of Sa„th�.r„Col,fo m;a SM;ne Country GENERAL FUND 5 - YEAR EXPENDITURE PROJECTIONS 16-17 % 17-18 % 18-19 % 19-20 % 20-21 % 21-22 % 22-23 % Actuals Change Revised Change Proposed Change Projection Change Projection Change Projection Change Projection Change HR Salaries 443,676 16.3% 605,412 36.5% 640,415 5.8% 659,627 3.0% 679,416 3.0% 699,799 3.0% 720,793 3.0% Project Salaries 30,111 68.5% - -100.0% 19,431 0.0% 20,014 3.0% 20,614 3.0% 21,233 3.0% 21,870 3.0% 0&M 155,105 54.9% 206,064 32.9% 318,200 54.4% 324,564 2.0% 331,055 2.0% 337,676 2.0% 344,430 2.0% ISF 106,284 -3.7% 168,389 58.4% 121,347 -27.9% 124,987 3.0% 128,737 3.0% 132,599 3.0% 136,577 3.0% 735,177 20.5% 979,865 33.3% 1,099,393 12.2% 1,129,193 2.7% 1,159,823 2.7% 1,191,307 2.7% 1,223,670 2.7% Planning: Salaries 1,121,287 18.4% 1,427,104 27.3% 1,350,524 -5.4% 1,391,040 3.0% 1,432,771 3.0% 1,475,754 3.0% 1,520,027 3.0% Project Salaries 39,550 -72.0% 7,200 -81.8% 6,650 -7.6% 6,850 3.0% 7,055 3.0% 7,267 3.0% 7,485 3.0% 0&M 212,453 -9.8% 660,518 210.9% 571,634 -13.5% 583,067 2.0% 594,728 2.0% 606,623 2.0% 618,755 2.0% ISF 421,559 -14.6% 486,784 15.5% 470,046 -3.4% 484,147 3.0% 498,672 3.0% 513,632 3.0% 529,041 3.0% 1,794,849 -1.3% 2,581,606 43.8% 2,398,854 -7.1% 2,465,103 2.8% 2,533,226 2.8% 2,603,275 2.8% 2,675,307 2.8% Code Enforcement Salaries 437,208 -73.5% 478,863 9.5% 610,826 27.6% 629,151 3.0% 648,025 3.0% 667,466 3.0% 687,490 3.0% Project Salaries - -100.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% 0&M 36,302 -86.8% 145,055 299.6% 116,899 -19.4% 119,237 2.0% 121,622 2.0% 124,054 2.0% 126,535 2.0% ISF 110,493 -61.9% 116,726 5.6% 158,484 35.8% 163,239 3.0% 168,136 3.0% 173,180 3.0% 178,375 3.0% 584,003 -74.3% 740,644 26.8% 886,209 19.7% 911,626 2.9% 937,783 2.9% 964,700 2.9% 992,400 2.9% Building&Safety Salaries 1,126,633 0.0% 1,280,008 13.6% 1,510,998 18.0% 1,556,328 3.0% 1,603,018 3.0% 1,651,108 3.0% 1,700,642 3.0% Project Salaries 58,747 0.0% 65,760 11.9% 66,953 1.8% 68,962 3.0% 71,030 3.0% 73,161 3.0% 75,356 3.0% 0&M 255,868 0.0% 266,697 4.2% 265,470 -0.5% 270,779 2.0% 276,195 2.0% 281,719 2.0% 287,353 2.0% ISF 229,479 0.0% 233,239 1.6% 300,510 28.8% 309,525 3.0% 318,811 3.0% 328,375 3.0% 338,227 3.0% 1,670,727 0.0% 1,845,704 10.5% 2,143,931 16.2% 2,205,594 2.9% 2,269,054 2.9% 2,334,364 2.9% 2,401,578 2.9% Land Development: Salaries 1,111,548 8.1% 1,373,977 23.6% 1,262,218 -8.1% 1,300,085 3.0% 1,339,087 3.0% 1,379,260 3.0% 1,420,637 3.0% Project Salaries 50,831 -15.9% 90,788 78.6% 39,482 -56.5% 40,666 3.0% 41,886 3.0% 43,143 3.0% 44,437 3.0% 0&M 31,640 3.9% 101,563 221.0% 124,497 22.6% 126,987 2.0% 129,527 2.0% 132,117 2.0% 134,760 2.0% ISF 245,407 1.8% 311,726 27.0% 285,271 -8.5% 293,829 3.0% 302,644 3.0% 311,723 3.0% 321,075 3.0% 1,439,427 5.8% 1,878,054 30.5% 1,711,468 -8.9% 1,761,567 2.9% 1,813,144 2.9% 1,866,243 2.9% 1,920,909 2.9% Public Works: Salaries 2,345,364 6.3% 2,490,335 6.2% 2,349,590 -5.7% 2,420,078 3.0% 2,492,680 3.0% 2,567,460 3.0% 2,644,484 3.0% Project Salaries 3,165 53.6% 4,450 40.6% 31,903 616.9% 32,860 3.0% 33,846 3.0% 34,861 3.0% 35,907 3.0% O&M 2,271,689 17.9% 2,296,034 1.1% 2,861,594 24.6% 2,663,826 -6.9% 2,717,102 2.0% 2,771,444 2.0% 2,826,873 2.0% ISF 634,715 -4.8% 762,651 20.2% 801,228 5.1% 825,265 3.0% 850,023 3.0% 875,523 3.0% 901,789 3.0% 5,254,933 9.4% 5,553,470 5.7% 6,044,315 8.8% 5,942,029 -1.7% 6,093,651 2.6% 6,249,290 2.6% 6,409,054 2.6% ] City of Temecula Fiscal Year 2018-19 / lr Annual Operating Budget Naart of Sa„th�.r„Col,fo m;a SM;ne C'out+try GENERAL FUND 5 - YEAR EXPENDITURE PROJECTIONS 16-17 % 17-18 % 18-19 % 19-20 % 20-21 % 21-22 % 22-23 % Actuals Change Revised Change Proposed Change Projection Change Projection Change Projection Change Projection Change CIP Admin: Salaries 1,542,462 -13.4% 1,805,003 17.0% 2,140,784 18.6% 2,205,008 3.0% 2,271,158 3.0% 2,339,292 3.0% 2,409,471 3.0% Project Salaries 25,000 56,174 0&M 21,253 9.4% 240,604 1032.1% 48,484 -79.8% 49,454 2.0% 50,443 2.0% 51,452 2.0% 52,481 2.0% ISF 232,385 -2.1% 239,474 3.1% 229,402 -4.2% 236,284 3.0% 243,373 3.0% 250,674 3.0% 258,194 3.0% 1,796,099 -11.9% 2,310,081 28.6% 2,474,844 7.1% 2,490,745 0.6% 2,564,973 3.0% 2,641,418 3.0% 2,720,146 3.0% Parks Maint Salaries 623,292 -15.1% 834,786 33.9% 938,139 12.4% 966,283 3.0% 995,272 3.0% 1,025,130 3.0% 1,055,884 3.0% Project Salaries 13,816 -27.1% 52,397 279.3% 89,817 71.4% 92,512 3.0% 95,287 3.0% 98,145 3.0% 101,090 3.0% 0&M 2,542,280 1.3% 2,671,893 5.1% 2,707,482 1.3% 2,761,632 2.0% 2,816,864 2.0% 2,873,202 2.0% 2,930,666 2.0% ISF 201,641 -0.6% 228,076 13.1% 200,539 -12.1% 206,555 3.0% 212,752 3.0% 219,134 3.0% 225,708 3.0% 3,381,030 -2.4% 3,787,152 12.0% 3,935,977 3.9% 4,026,981 2.3% 4,120,175 2.3% 4,215,611 2.3% 4,313,348 2.3% Police: Salaries 50,175 4.0% 70,012 39.5% 58,817 -16.0% 59,993 2.0% 61,193 2.0% 62,417 2.0% 63,665 2.0% Project Salaries 53,174 7.8% 60,914 14.6% 67,065 10.1% 68,406 2.0% 69,774 2.0% 71,170 2.0% 72,593 2.0% Contract 24,997,077 6.5% 30,680,622 22.7% 32,752,672 6.8% 35,096,638 7.2% 37,603,969 7.1% 39,905,777 6.1% 41,901,066 5.0% C&M-contract 610,644 13.4% 686,716 12.5% 740,649 7.9% 762,404 2.9% 784,861 2.9% 808,044 3.0% 831,977 3.0% Capital Outlay 111,768 59.2% 184,264 64.9% 79,264 -57.0% 80,000 0.9% 80,000 0.0% 80,000 0.0% 80,000 0.0% ISF 306,317 3.8% 435,663 42.2% 385,401 -11.5% 396,963 3.0% 408,872 3.0% 421,138 3.0% 433,772 3.0% 0&M 515,574 12.0% 613,389 19.0% 574,293 -6.4% 585,779 2.0% 597,494 2.0% 609,444 2.0% 621,633 2.0% 26,644,728 6.9% 32,731,580 22.8% 34,658,161 5.9% 37,050,183 6.9% 39,606,164 6.9% 41,957,990 5.9% 44,004,707 4.9% Fire Capital outlay - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% - 0.0% Grants 14,206 54.0% 47,187 232.1% 64,000 35.6% - -100.0% - 0.0% - 0.0% - 0.0% Salaries 268,828 29.5% 446,142 66.0% 440,661 -1.2% 435,930 -1.1% 449,187 3.0% 462,846 3.0% 476,918 3.0% Project Salaries 28,359 75.9% 26,571 -6.3% 17,599 -33.8% 17,951 2.0% 18,310 2.0% 18,676 2.0% 19,050 2.0% Contract Fire Suppression 3,978,218 1.0% 6,101,279 53.4% 7,282,656 19.4% 7,895,215 8.4% 8,023,529 1.6% 8,565,802 6.8% 9,138,970 6.7% Contract Fire Prevention 495,779 24.5% 592,567 19.5% 836,044 41.1% 836,044 0.0% 836,044 0.0% 877,846 5.0% 921,739 5.0% 0&M 450,043 -11.7% 646,630 43.7% 696,807 7.8% 717,711 3.0% 739,243 3.0% 761,420 3.0% 784,262 3.0% ISF 201,121 -17.9% 251,792 25.2% 514,923 104.5% 530,371 3.0% 546,282 3.0% 562,670 3.0% 579,550 3.0% 5,436,554 2.1% 8,112,168 49.2% 9,852,690 21.5% 10,433,222 5.9% 10,612,595 1.7% 11,249,260 6.0% 11,920,489 6.0% Animal Control 120,000 -57.3% 287,452 139.5% 319,545 11.2% 322,740 1.0% 325,968 1.0% 329,228 1.0% 332,520 1.0% Animal Control-Debt Service 342,864 78.0% 174,318 -49.2% 106,027 -39.2% 107,087 1.0% 108,158 1.0% 109,240 1.0% 110,332 1.0% 462,864 -2.2% 461,770 -0.2% 425,572 -7.8% 429,828 1.0% 434,126 1.0% 438,467 1.0% 442,852 1.0% �] City of Temecula - Fiscal Year 2018-19 Annual Operating Budget GENERAL FUND 5 - YEAR EXPENDITURE PROJECTIONS 16-17 % 17-18 % 18-19 % 19-20 % 20-21 % 21-22 % 22-23 % Actuals Change Revised Change Proposed Change Projection Change Projection Change Projection Change Projection Change Non-Departmental: Recreation Funding 4,273,307 -24.2% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% Service Level B Funding 331,396 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% Library Funding 549,542 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% Audi Reimbursement - 0.0% 289,640 0.0% -100.0% 0.0% 0.0% 0.0% 0.0% 2011 Financing Lease 2,139,975 0.1% - -100.0% 0.0% 0.0% 0.0% 0.0% 0.0% Retiree Medical Contribution 1,554,383 203.2% 3,329,927 114.2% 1,627,325 -51.1% 1,676,145 3.0% 1,726,429 3.0% 1,778,222 3.0% 1,831,569 3.0% PERS Replacement Benefit 82,548 -8.5% 90,670 9.8% 97,484 7.5% 99,434 2.0% 101,422 2.0% 103,451 2.0% 105,520 2.0% Capital Project C&M Costs 0.0% - 0.0% 0.0% 381,888 0.0% 416,942 9.2% 429,450 3.0% 442,334 3.0% Separation CAL Payout - 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% 100,000 0.0% Classification Plan Stipend(Non-GF) 250,000 0.0% - -100.0% Prop.Tax Admin 78,293 18.6% 82,208 5.0% 83,852 2.0% 86,368 3.0% 88,959 3.0% 91,627 3.0% 94,376 3.0% 9,259,444 9.7% 3,892,445 -58.0% 1,908,661 -51.0% 2,343,834 22.8% 2,433,752 3.8% 2,502,750 2.8% 2,573,798 2.8% Total General Fund Expenditures 65,492,633 5.7% 73,066,753 11.6%1 76,055,739 4.17. 79,939,558 5.1% 83,568,698 4.5% 87,452,268 4.6% 91,090,183 4.2% Prior Version)FY17-18 Adopted Budget) 71,042,396 73,733,638 1 77,427,451 1 81,408,244 84,704,092 89,063,188 89,063,188 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern Galifarnia wing GPVr+try MEASURE S FUND - FIVE YEAR FINANCIAL PROJECTION 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Actuals Revised Proposed Projection Projection Projection Projection Revenue Estimated Annual Growth Rate 0.8% 3.0% 2.5% 2.5% 3.0% Sales Tax 6,046,646 25,000,000 25,200,000 25,956,000 26,604,900 27,270,023 28,088,123 Investment Interest 670 17,676 16,023 31,641 17,037 5,425 Total Revenue 6,047,316 25,000,000 25,217,676 25,972,023 26,636,541 27,287,059 28,093,549 Transfers Out-Operating Expenditures Public Safety Police Staffing 961,114 3,202,895 3,421,614 3,989,602 4,613,430 5,247,777 5,510,166 Fire Staffing - 849,224 - - - - - Fire Staffing(Station 95) 868,030 1,628,557 1,711,857 1,794,308 1,887,322 1,981,688 Public Safety Subsidy - - - 3,000,000 4,600,000 6,000,000 Fire-Ladder Truck Replacement 650,000 650,000 - - - - Fire-ISF(4 Inspect.Vehicles&Ladder Truck) - 170,390 170,390 170,390 170,390 170,390 Asset Management Public Works-Assessment Study(Roads) 275,000 - - - - - IT-Assessment Study(Technology) 100,000 - IT-Asset Management Software 100,000 135,251 Tech Replacement-TCSD Class Registration Software 25,000 - IT-TCSD Class Registration Software - 55,000 IT-SecurityAudit/RecordsTransparency/OfficeTraining 40,000 - - - - - Reserve Fund Contribution-Fleet Replacement - 500,000 500,000 500,000 500,000 500,000 Reserve Fund Contribution-Tech.Replacement - 500,000 500,000 500,000 500,000 500,000 General Services TCSD Operations(subsidy) 5,341,503 6,033,431 6,990,987 7,222,069 7,461,763 7,710,414 Library(subsidy) 770,734 662,527 682,403 702,875 723,961 745,680 Service Level 13-Residential Streetlights(subsidy) 360,251 62,661 64,541 66,477 68,471 70,526 MRC Operations - - 530,000 545,900 562,277 579,145 Public Works-Enhanced Custodial Svcs 74,031 76,252 78,539 80,896 83,323 85,822 Total Operating Expenditures 1,461,114 12,346,919 13,705,432 15,218,319 19,196,345 21,805,284 23,853,831 Excess of Revenues Over/(Under)Operating Expenditures 4,586,202 12,653,081 11,512,244 10,753,704 7,440,197 5,481,775 4,239,717 Amount Available for CIP 4,586,202 12,889,283 15,957,799 13,958,269 13,768,492 8,889,148 5,324,789 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern Galifarnia wing GVVntFy MEASURE S FUND - FIVE YEAR FINANCIAL PROJECTION 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Actuals Revised Proposed Projection Projection Projection Projection Transfers Out-Capital Improvement Program = Reserve Fund Contribution-Street Maintenance 1,400,000 2,500,000 2,500,000 2,000,000 2,000,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Reserve Fund Contribution-Facility Replacement 500,000 500,000 500,000 500,000 500,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Citywide Concrete Repairs 300,000 10,474 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... American with Disability Transition(ADA)update - 21,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Citywide Drainage Master Plan .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Citywide Surveillance Cameras - 451,702 296,536 153,334 3,781 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Community Recreation Center(CRC)Pool Site Enhancement and Renovations - 410,000 450,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Diaz Road Expansion(Rancho Cal to Cherry St) 82,923 80,000 3,337,077 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Expanded Recycled Water&Plant Material Conversion Project - 142,010 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Fiber Optic Communication System Upgrades - 113,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Fire Station 73-Gym/Garage 254,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Fire Station 84 Training Room Improvement and Expansion - 166,750 500,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Flashing Beacons and Speed Advisory Signs - 30,000 32,000 32,000 32,000 32,000 32,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... French Valley Parkway/Interstate-15 Over-Crossing and Interchange Improvements-Phase I - 65,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... French Valley Parkway/Interstate-15 Over-Crossing and Interchange Improvements-Phase 11 - 227,000 227,000 1,155,640 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Flood Control Channel Reconstruction and Repair - 280,000 547,427 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Illuminated Street Name Sign Replacement Program-Citywide 100,000 100,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Interstate 15 Branding and Visioning-Conceptual Landscape Corridor Plan - 100,000 341,350 446,200 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Library Parking Phase 11 - 423,415 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Margarita Recreation Center - 646,773 4,708,150 720,000 - 1,900,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Median and Ornamental Safety Enhancements-Citywide - 100,000 150,000 260,000 270,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Pavement Rehabilitation Program-Citywide 2,000,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Pavement Rehabilitation Program-Winchester Road 300,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Parks Improvement Program - 200,000 200,000 250,000 250,000 250,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Park Restrooms Expansion,Renovations and ADA Improvements 150,000 197,800 780,000 780,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Patricia H Birdsall Sports Park Synthetic Turf Enhancement 1,000,000 880,444 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Playground Equipment Enhancement and Safety Surfacing 100,000 750,000 525,000 265,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Ronald Reagan Sports Park Restroom Expansion and Renovation - 725,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Ronald H.Roberts Temecula Public Library Enhancement Project 250,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 119,556 702,343 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sam Hicks Monument Park Playground Enhancement 250,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sidewalks-Citywide - 350,000 500,000 500,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sidewalks-Old Town Boardwalk Enhancement - 300,000 260,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sidewalks-Old Town Improvement Project 400,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sidewalks-Sixth Street Improvements - 126,264 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sports Court Resurfacing 100,000 50,000 50,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Sports Field Lighting LED Conversion - 250,000 300,000 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Teen Village - 503,165 500,000 - 5,594,138 .......................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 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C , m W d to R C O Q C N N C C (0 C O O R (0 R R > o�F- Tm moa OO �° �° � � m � � moa .gym m EES �� 07 ; N U C 9 0 O U U C C a) N N N N N O C C O N N N 0 0 0 w 'O m _O O !n a'a' C 0 C R C O LL �` N N U T T U U UUP dL C U m a) m a m a g g O U � -- m a) m m m K c �u) Y c YY o m �O �O YY r a) m �� m LL D LL 'a 0 a 0 0 m a w c . a m a) (L(L 0 0 v m W W m W 07 p w d 0 `o_ `o E E O a'i a') .�m r -`o-`o E E m Q Q °o.°oa ayi d (n C (0 C(nC C E E U U U (�) (�) J O == E E +' C C E U U C to fA (J .✓ m (7 w i- (n u) O U It Q Q u O 0 0 0 0 O O T >->- -- O p- o'p_ w m w Aft City of Temecula -7l Fiscal Year 2018-19 Gt Annual Operating Budget The Heart of Southern Calilarnia Wine Cou�kry FUND BALANCE SUMMARY- ALL FUNDS Beginning FY17-18 FY17-18 Ending FY18-19 FY18-19 Balance Revenues/ Expenditures/ Balance Revenues/ Expenditures/ Ending Balance 7/1/17 Transfers In Transfers Out 6/30/18 Transfers In Transfers Out 6/30/19 Fund 001:General Fund $33,702,744 $76,570,893 $83,279,012 $26,994,625 $78,359,478 $81,285,456 $24,068,647 Fund 002:Measure S Fund 236,203 25,000,000 20,790,647 4,445,556 25,217,676 26,458,666 3,204,566 Special Revenue Funds Fund 100:Gas Tax 2,406,303 2,406,303 - 2,809,983 2,809,983 - Fund 102:Road Maintenance Rehab Account(RMRA) 633,191 616,222 16,969 1,843,670 1,843,670 16,969 Fund 103:Street Maintenance - - - - 1,400,000 - 1,400,000 Fund 120:Development Impact Fees 4,336,042 5,997,968 6,234,123 4,099,887 3,963,968 8,063,855 - Fund 125:Public,Education&Government(PEG)Fees 309,909 247,864 268,400 289,374 227,323 305,000 211,697 Fund 135:Business Incubator Resource 130,635 - 130,635 - - - - Fund 140:Community Development Block Grant - 1,367,707 1,367,707 - 546,925 546,925 - Fund 145:Temecula Energy Efficiency Asset Mgmt 197,697 2,000 50,000 149,697 2,000 - 151,697 Fund 150:AB 2766 Motor Vehicle Subvention 136,167 144,785 133,170 147,782 144,730 280,682 11,830 Fund 160:Supplemental Law Enforcement Services - 171,000 171,000 - 186,000 186,000 - Fund 161:Temecula Major Crimes Reward 25,662 300 - 25,962 300 - 26,262 Fund 165:Affordable Housing 10,811,804 500,631 436,071 10,876,364 419,412 517,502 10,778,274 Fund 170:Measure A 6,251,531 3,160,835 8,541,503 870,863 3,224,000 4,059,813 35,050 Fund 198:Public Art 68,605 64,497 112,500 20,602 74,511 - 95,113 Total Special Revenue Funds 22,268,053 14,697,081 20,467,634 16,497,500 14,842,822 18,613,430 12,726,892 Debt Service Funds Fund 395:2011 Financing Lease - 2,135,231 2,135,231 - 2,132,450 2,132,450 - Fund 396:Capital Financing - - 367,233 367,233 Total Debt Service Funds - 2,135,231 2,135,231 - 2,499,683 2,499,683 - Temecula Community Services District(TCSD) Fund 190:Citywide Operations 1,138,708 9,985,732 10,341,319 783,121 10,416,057 11,149,176 50,002 Fund 192:Service Level B-Street Lighting 169,049 1,001,635 984,711 185,973 704,245 789,201 101,017 Funds 501-530:Svc Level C-Landscape/Slope Maint. 1,440,506 1,594,666 1,469,447 1,565,725 1,599,060 1,488,976 1,675,809 Fund 194:Service Level D-Refuse and Recycling 428,536 7,703,410 7,924,709 207,237 8,013,790 8,023,738 197,289 Fund 195:Service Level R-Road Maintenance 23,411 5,732 9,850 19,293 5,832 9,663 15,462 Fund 196:Svc Level L-Harveston Lake Park Maint. 384,354 246,375 251,678 379,051 249,570 247,276 381,345 Fund 197:Library 244,830 887,059 875,594 256,295 770,650 976,945 50,000 Fund 375:Intern Fellowship Program - - - - - - - Total Temecula Community Services District 3,829,393 21,424,609 21,857,308 3,396,694 21,759,204 22,684,975 2,470,923 Successor Agency to the Temecula Redeveloment Agency(SARDA) Fund 380:Debt Service* (35,739,723) 8,001,450 8,201,591 (35,939,864) 6,779,672 6,769,672 (35,929,864) Internal Service Funds Fund 300:Insurance 629,709 975,535 975,933 629,311 995,137 995,137 629,311 Fund 305:Workers'Compensation 930,497 665,444 306,317 1,289,624 701,333 422,777 1,568,180 Fund 310:Vehicles and Equipment 1,606,123 792,751 129,775 2,269,099 867,426 714,000 2,422,525 Fund 320:Information Technology 307,559 3,347,271 3,590,638 64,192 3,498,594 3,498,594 64,192 Fund 325:Technology Replacement 867,550 262,056 266,056 863,550 407,723 185,000 1,086,273 Fund 330:Support Services 447,633 418,184 417,785 448,032 408,381 396,980 459,433 Fund 340:Facilities 546,340 1,438,471 1,441,263 543,548 1,333,888 1,333,888 543,548 Fund 340:Facility Replacement - - - - 539,725 356,336 183,389 Total Internal Service Funds 5,335,412 7,899,712 7,127,767 6,107,357 8,752,207 7,902,712 6,956,852 Grand Total $29,632,081 $155,728,976 $163,859,190 $21,501,867 $158,210,742 $166,214,594 $13,498,015 City of Temecula R Fiscal Year 2018-19 Annual Operating Budget MAJOR REVENUE SOURCES All revenue estimates are developed using historical trend data and estimates of commercial and residential construction, assessed valuation, retail sales, population, changes in consumer price indexes, and general economic factors. Property tax revenue estimates are derived with input from an outside consultant, and considers estimated changes on the tax levy, property sales, appeals, and real property improvements. Sales tax revenue estimates are also derived with the input from an outside consultant, and considers factors such as new and closed retailers, business types, population changes, price fluctuations and the general economy. Licenses, permits, and service charges are estimated using building forecasts of the development community,changes in consumer price indexes,established fees for services and program, and historical trend data. The revenue estimates for Transient Occupancy Taxes are derived using average room rates, projected changes in room occupancy, special events, and feedback from Visit Temecula Valley. Taxes and Franchises—58%of Total Revenue Sales and Use Tax: The largest revenue source for the City of Temecula is Sales and Use Tax, contributing 39%of the City's overall revenue base (including the City's Transactions and Use Tax). In accordance with the California Revenue and Taxation Code,the State of California imposes a 7.25%sales and use tax on all taxable sales in the City, of which 1%is allocated to the City of Temecula. In 2016, City residents approved Measure S to establish a new one percent transactions and use tax revenue. This new tax became effective April 1, 2017. The City established the Measure S Fund to account for the fiscal activities related to this new revenue source. In addition, Riverside County voters approved Measure A in 1988, and again in 2002, to establish a half-cent sales tax dedicated to transportation funding. Measure A revenue is recorded in a separate Special Revenue Fund, and is categorized as Intergovernmental Revenues below. Currently,the total Sales Tax rate within the City is 8.75% The City of Temecula serves as a regional shopping hub with the Promenade Mall, Old Town and an expanding Auto Mall. While Sales and Use Tax revenue is projected to decrease by 0.7%from the prior fiscal year to $37,845,104, the reduction is due to a large one-time adjustment to the City's largest tax payer in the prior year. Despite this adjustment,the local economy continues to experience growth in the Business and Industry, Auto Sales, Building/Construction, Restaurants and General Consumer Goods sectors of the economy. The City continues to maintain a strong and diverse sales tax base by promoting economic development in areas such as manufacturing, light industrial, and retail businesses. Temecula continues to exceed the State, County, and surrounding areas with respect to sales per capita. The new Measure S Transactions and Use Tax is estimated to yield $25,200,000 in Fiscal Year 2018-19. Originally, it was anticipated that this new tax would generate $23,000,000 annually; however, through the first three quarters of receipts, it is evident that Measure S revenue will exceed the original projections. Property Tax: Per Proposition 13, passed by California voters in 1978, the ad valorem Property Tax is assessed at 1%of the assessed valuation of real property, as determined by the County Assessor's Office. The City is projecting Property Tax revenues to increase by 4.6%in Fiscal Year 2018-19 for a total of Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget MAJOR REVENUE SOURCES (continued) $8,288,316. Home values continue to rise as the market rebounds from the Great Recession, causing an increase in assessed valuations. Transient Occupancy Tax(TOT): The City of Temecula collects an 8%tax on the amount of transient (30 days or less) lodging rentals. As the economy improved over the past few fiscal years, the City's tourism sector strengthened and both occupancy rates and average rental rates increased. Occupancies have remained steady with a consistent number of available rooms, while room rates have remained competitive. TOT is projected to grow by 1.9% over the prior year to a total of $3,541,613 in Fiscal Year 2018-19. Licenses, Permits and Service Charges—18%of Total Revenue The California Government Code and State Constitution authorize the City to assess certain license and permit fees as a means of recovering the cost of regulating various activities. Examples include building permits and business licenses. The City also assesses service charges for the Community Services District on recreation programs and facility rentals. Service Charges also reflect the allocation of costs to departments from the Internal Service Funds, which include Workers' Compensation, Vehicle and Equipment Replacement, Information Technology,Technology Replacement,Support Services and Facility operations and future replacement of equipment and fixtures. In Fiscal Year 2018-19 Licenses, Permits and Service Charges revenue of $28,432,765 is projected to decrease 4.1%from the prior year due to declining development-related revenue. Intergovernmental Revenues—8%of Total Revenue Intergovernmental Revenues reflect revenue received from other governmental agencies, including: Property Tax distributions from the County for the Successor Agency to the Redevelopment Agency for administration ($250,000); Vehicle License Fees ($59,579); Property Tax in Lieu of Vehicle License Fees ($8,053,066); Public Safety, Recycling, and Community Development Block Grants ($895,355); and Measure A transportation revenue ($3,184,000). The estimated intergovernmental revenue for Fiscal Year 2018-19 is projected to be$12,442,000. Operating Transfers—13%of Total Revenue This category consists of operating transfers between funds. The estimated operating transfers for Fiscal Year 2018-19 totals $19,951,098. Significant transfers from the Measure S Fund include $6,033,431 to TCSD, $5,296,813 to the General Fund and $725,188 to the Library Fund, to support operations within these three funds. Additionally, in Fiscal Year 2018-19, Measure S transfers include deposits into the City's Asset Management Funds in the amount of $1,000,000 to supplement the existing balances in these replacement funds. Finally,a total of$1,400,000 of Measure Swill be transferred to the newly established Street Maintenance Fund to accumulate resources for future street and road maintenance. Other significant transfers include transfers to the Debt Service Fund pursuant to a lease agreement in the amount of$2,132,450 and transfers from the Gas Tax Fund in the amount of$2,809,983.Gas tax revenues are required to be recorded in a Special Revenue Fund and then transferred to support street and road maintenance costs reflected in the General Fund. Similarly,the Supplemental Law Enforcement Services grant revenue of$186,000 is transferred to the General Fund to support police service expenditures. Total Revenue Sources for Fiscal Year 2018-19 are projected to be$158,210,742 across all funds. Annual Operating Budget 4 �� City of Temecula Fiscal Year 2018-19 C3� / Annual Operating Budget The Heat of Southern Cal�fama wine C.ounrry DETAIL OF MAJOR REVENUE SOURCES-ALL FUNDS Special TCSD TCSD Internal General Revenue/ Citywide Service Service Total Fund Debt Funds Operations Levels Funds SARDA Revenues Taxes and Franchises Property Tax 8,288,316 8,288,316 Sales and Use Tax 36,543,635 36,543,635 Measure S(Transactions&Use Tax) 25,200,000 25,200,000 Franchise Fees 3,336,935 3,336,935 Transient Occupancy Tax 3,541,613 3,541,613 Special Tax(Measure C) 1,876,279 1,876,280 3,752,559 Gas Tax 4,649,653 4,649,653 Redevelopment Property Tax Fund Distribution 6,769,672 6,769,672 Public,Education&Government(PEG)Fees 224,323 224,323 Licenses,Permits and Service Charges Development Impact Fees 3,893,968 3,893,968 Business Licenses 318,800 318,800 Land Development 801,859 801,859 Building 1,390,734 1,390,734 Planning 640,999 640,999 Fire 913,201 913,201 Contract Classes 950,000 950,000 Classes/Activities 446,223 446,223 Facility Rentals 381,901 381,901 Museum Admissions 13,575 13,575 Theater Admissions 404,812 404,812 Day Camps 109,480 109,480 Assessments 10,467,006 10,467,006 Charges for Services 7,700,207 7,700,207 Fines and Forfeitures 732,879 100 66,000 798,979 Use of Money and Property Investment Interest 247,676 130,197 7,000 23,130 52,000 10,000 470,003 Lease/Rental Income 169,322 122,593 17,063 308,978 Residual Receipt Distribution 37,222 37,222 Intergovernmental Revenues Redevelopment Administration Agency Trust Contributions 250,000 250,000 Property Tax In Lieu of VLF 8,053,066 8,053,066 Vehicle License Fees 59,579 59,579 Measure A 3,184,000 3,184,000 Grants 877,355 18,000 895,355 Reimbursement From Capital Improvement Program 2,474,844 2,474,844 Other 200,911 200,911 Pechanga IGA 342,164 342,164 Operating Transfers Gas Tax Fund 2,809,983 2,809,983 Supplemental Law Enforcement Services Fund 186,000 186,000 Intern Fellowship Fund - General Fund 2,499,683 (u 2,499,683 Measure S 5,296,813 1,400,000 6,033,431 (2) 725,188 3 1,000,000 4 14,455,432 Miscellaneous Revenue 151,546 73,511 193,255 26,760 445,072 Total Revenues and Other Sources 103,577,154 17,342,505 10,416,057 11,343,147 8,752,207 6,779,672 158,210,742 (1)Reflects the General Fund Operating Transfer for annual debt service related to the Civic Center lease and the Streetlight Acquisition Program. (2)Reflects the Measure S Contribution to Parks and Recreation. (3)Reflects the General Fund Contribution to the Library and Service Level B-Street Lighting Fund. (4)Reflects the Measure S Contribution to the IT and Technology Replacement Funds. j 1357 City of Temecula [/ Fiscal Year 2018-19 '0't of Souther.q Country try Annual Operating Budget Wine Country MAJOR REVENUE SOURCES-ALL FUNDS Special TCSD TCSD Internal General Revenue/ Citywide Service Service Total Fund Debt Funds Operations Levels Funds SARDA Revenues Taxes and Franchises 78,786,778 4,873,976 1,876,280 - - 6,769,672 92,306,706 Licenses,Permits and Service Charges 4,065,593 3,893,968 2,305,991 10,467,006 7,700,207 - 28,432,765 Fines and Forfeitures 732,879 - 100 66,000 - - 798,979 Use of Money and Property 416,998 290,012 7,000 40,193 52,000 10,000 816,203 Intergovernmental Revenues 8,112,645 4,311,355 - 18,000 - - 12,442,000 Reimbursements 3,017,919 - - - - 3,017,919 Operating Transfers In 8,292,796 3,899,683 6,033,431 725,188 1,000,000 19,951,098 Miscellaneous Revenue 151,546 73,511 193,255 26,760 - 445,072 Total Revenues and Other Sources $ 103,577,154 $17,342,505 $ 10,416,057 $11,343,147 $ 8,752,207 $ 6,779,672 158,210,742 Operating Transfers In 12.6% Miscellaneous Revenue Reimbursements 0.3% 1.9% Intergovernmental Revenues 7.9% Use of Money ander Property 0.5% Fines and Forfeitures 0.5% Taxes and Franchises 58.3% Licenses,Permits and Service Charges 18.0% 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. a w- dr LL �.P City of Temecula -� Fiscal Year 2018-19 (TI,H—,of c,,rF-,.-. Annual Operating Budget GENERAL FUND REVENUES As illustrated in the following chart, Sales and Use Tax is the largest revenue source for the General Fund, and represents 47% of total General Fund revenue. This is due to regional retail destinations within Temecula such as the Promenade Mall, Old Town, and the Auto Mall. Sales and Use Tax revenue is projected to decrease by 0.7% from 2017-18, due to a large one-time adjustment received in the prior fiscal year as a result of a State audit of the City's largest sales tax producer. The City continues to see solid growth in all sectors of the economy. Sales Tax revenue is partially offset by a payment of$1,301,469 for Fiscal Year 2018-19, in accordance with a Sales Tax Sharing Agreement. FISCAL YEAR 2017-18 GENERAL FUND REVENUES- $78,359,478 Property Tax �Prop.Tax in Lieu of 11% VLF 10% Franchise Fees 4% TOT 4% ------Measure C 2% Licenses/Permits Sales Tax 5% 47% Measure S 7% Transfers In Other Reimbursements 4% 2% 4% Property taxes are the second largest source of revenue for the General Fund and comprise 11%of total General Fund revenue. These revenues primarily include Secured and Unsecured Property Taxes, property transfer taxes, and residual Redevelopment Property Tax Trust Fund (RPTTF) distributions. Property tax revenues are projected to increase 4.6%over the prior fiscal year to$8,288,316. This change is based on an anticipated increase in assessed valuation of property within the City of Temecula, and includes recaptures of Proposition 8 reductions made by the County Assessor during the Great Recession period. Property Tax in Lieu of Vehicle License Fees is the third largest source of revenue for the General Fund and comprises 10% of total General Fund revenue. This revenue source is allocated to cities based on overall City assessed property valuation. Property Tax in Lieu of Vehicle License Fee revenue is expected to increase by 3.7% over the prior fiscal year to $8,053,066. This change is based on an anticipated increase in assessed valuation of property within the City of Temecula. Annual Operating Budget City of Temecula .. (,f -A % _4Z:r_ P Fiscal Year 2018-19 T�,Hea,tofS-thernCali{ar Annual Operating Budget W.m Country Licenses, Permits, and Charges for Services comprise 5% of total General Fund revenues and include Business License and Permit fees. This category is projected to decrease 3.5% from the prior year to $4,036,793, due to delays in residential development projects. Franchise Fees comprise 4% of total General Fund revenues. Franchise fees are the "rent" or "reimbursement"that utility and cable providers pay for the use of the public's right-of-way. The City of Temecula receives Franchise Fees from cable, natural gas, electricity and refuse collection operators. These revenues are projected to remain flat compared to the prior year at$3,336,935, due primarily to a decline in the number of cable subscribers. Transient Occupancy Tax (TOT) is an 8%tax collected by the City on the amount of all transient (30 days or less) lodging rentals. This tax comprises 4% of General Fund Revenues. TOT is projected to increase 1.9%over the prior year to$3,541,613. This increase is based on the addition of a new hotel in Old Town combined with anticipated increases in mid-week occupancies as a result of the Pechanga Resort and Casino expansion of its conference center space. Operating Transfers In comprise 4%of total General Fund revenues. This category includes the operating transfer of Gas Tax revenue from the Gas Tax Fund to the General Fund and the transfer of grant funds from the Supplemental Law Enforcement Services Fund. These transfers are projected to increase 83% from the prior year to $2,995,983. This change is primarily due to the reallocation of gas tax revenues from the Pavement Rehabilitation Capital Improvement Project in the prior year to the General Fund in Fiscal Year 2018-19,to be spent on eligible street and road maintenance efforts. Operating Transfers In from Measure S comprise 7% of total General Fund revenues. This recently approved one-cent Transactions and Use Tax is accounted for in a separate fund. The Fiscal Year 2018-19 transfer of $5,296,813 will fund the continued cost of ten sworn police officers to maintain the current officer-per-resident ratio of 1:1000. Additionally, Measure S will fund the full year's staffing of Fire Station No. 95 which opened January 1, 2019, the fire inspection program, and the cost to maintain fire staffing levels at four-persons-per-engine. Reimbursement revenue comprises 4% of total General Fund revenues. This category is projected to increase by 22% over the prior year to $3,046,719. Reimbursements include the transfer of funds from Capital Improvement Program (CIP) projects to offset administration charged to the General Fund. This amount fluctuates each year, as CIP activity varies. Reimbursement revenue also includes funding for one police officer, per the Intergovernmental Agreement between the City and the Pechanga Band of Luiseno Indians to support the tribe's major resort expansion. Special Tax (Measure C) comprises 2% of total General Fund revenues. This category is projected to remain flat compared to the prior year at $1,876,279. Measure C is a 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. Measure C is allocated 50%in the General Fund and 50% in the Community Services District. Annual Operating Budget Aft City of Temecula Fiscal Year 2018-19 Annual Operating Budget i The Hearst o Southern Ca��ornla Wne Caunt,y REVENUE BY SOURCE GENERAL FUND 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From Current Description Actuals Budget Budget (Decrease) Budget Taxes and Franchises Property Tax 7,704,540 7,924,219 8,288,316 364,097 4.59% Sales and Use Tax 36,096,934 38,100,383 37,845,104 (255,279) -0.67% Less:Sales Tax Sharing Agreement (392,956) (882,000) (1,301,469) (419,469) 47.56% Franchise Fees 3,289,408 3,336,963 3,336,935 (28) 0.00% Transient Occupancy Tax 3,321,698 3,475,489 3,541,613 66,124 1.90% Special Tax(Measure C) 1,858,821 1,859,061 1,876,279 17,218 0.93% Licenses,Permits and Service Charges Business Licenses 280,028 290,000 318,800 28,800 9.93% Land Development 1,268,042 805,438 801,859 (3,579) -0.44% Public Works 1,574 3,050 - (3,050) -100.00% Parks&Facilities Maintenance 7,815 2,000 2,000 0.00% Building 1,515,824 1,534,291 1,388,734 (145,557) -9.49% Planning 676,683 704,156 634,699 (69,457) -9.86% Fire 863,665 838,060 913,201 75,141 8.97% Bids and Proposals 7,500 6,300 6,300 - 0.00% Fines and Forfeitures 776,425 733,125 732,879 (246) -0.03% Use of Money and Property Investment Interest (202,437) 180,000 230,000 50,000 27.78% Lease/Rental Income 140,779 9,349 169,322 159,973 1711.12% Intergovernmental Revenues Property Tax In Lieu of VLF 7,429,530 7,762,740 8,053,066 290,326 3.74% Vehicle License Fees 48,859 49,836 59,579 9,743 19.55% Grants 13,736 - - - 0.0% Reimbursement From Capital Improvement Program 1,627,337 1,906,604 2,474,844 568,240 29.80% Pechanga IGA 444,353 332,647 342,164 9,517 2.86% Other 174,352 263,300 200,911 (62,389) -23.70% Operating Transfers In Gas Tax Fund 2,030,952 1,206,303 2,809,983 1,603,680 132.94% Law Enforcement Fund 218,076 171,000 186,000 15,000 8.77% Intern Fellowship Fund 9,293 - - - 0.0% Business Incubator - 130,635 (130,635) -100.0% Fire Station 73 Repayment - 132,682 - (132,682) -100.0% Measure S Fund 1,236,114 4,994,180 5,296,813 302,633 6.06% Miscellaneous Revenue 208,064 161,299 151,546 (9,753) -6.05% Prior Year Contractual Obligations 539,783 (539,783) -100.00% Total Revenues and Other Sources 70,655,010 76,570,893 78,359,478 1,788,585 2.3% City of Temecula ~� Fiscal Year 2018-19 ;�iW- O Annual Operating Budget TheThe Hear {,i.,,a Wine Comtry REVENUE DETAIL GENERAL FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Fund:001 Description Actuals Budget Budget (Decrease) Current Budget 161 Planning -Various 676,683 704,156 634,699 (69,457) -9.9% -Grants - - - -100.0% 162 Building&Safety -Various 1,515,824 1,534,291 1,388,734 (145,557) -9.5% 163 Land Development -Various 1,268,042 805,438 801,859 (3,579) -0.4% 164 Public Works 4255 -Admin Citations 350 1,850 - (1,850) -100.0% 4390 -Street Lighting Fees 1,224 1,200 - (1,200) -100.0% 167 Parks&Facilities Maintenance 4004 -Special Tax(Measure C) 1,858,821 1,859,061 1,876,279 17,218 0.9% 4077 -Lease Income 56,897 52,255 53,978 1,723 3.3% 4284 -Plan Check Permits - 1,000 1,000 - 0.0% 4290 -Inspection Fees 5,937 1,000 1,000 0.0% 4360 -Improvement Plan Ck-Off Site 1,878 - - -100.0% 170 Police 4055 -Citations and Bookings 75,878 86,000 77,000 (9,000) -10.5% Various -Miscellaneous 115,535 100,052 106,436 6,384 6.4% 4067 -Vehicle Impound Fees 86,345 93,800 93,800 - 0.0% 4076 -Reimbursements 104,912 136,500 136,500 - 0.0% 171 Fire -Various 863,665 838,060 913,201 75,141 9.0% 4083 -Grants 13,736 - - - -100.0% 199 Non-Departmental 4008 -Residual RPTTF Distribution 76,800 100,000 100,000 - 0.0% 4010 -Property Tax(Secured) 6,410,265 6,717,926 6,977,910 259,984 3.9% 4012 -Property Tax(Unsecured) 304,978 319,617 331,986 12,369 3.9% 4013 -Supplemental Tax-AB 2345 146,633 130,000 135,000 5,000 3.8% 4016 -Property Transfer Tax 689,405 576,547 660,190 83,643 14.5% 4018 -Franchise Fees 3,289,408 3,336,963 3,336,935 (28) 0.0% 4020 -Transient Occupancy Tax 3,321,698 3,475,489 3,541,613 66,124 1.9% 4024 -Sales and Use Tax-State of Calif 36,096,934 38,100,383 37,845,104 (255,279) -0.7% 4026 -Sales Tax Sharing Agreement (392,956) (882,000) (1,301,469) (419,469) 47.6% 4028 -Homeowner Property Tax Relief 76,459 80,129 83,230 3,101 3.9% 4043 -Property Tax in Lieu of VLF 7,429,530 7,762,740 8,053,066 290,326 3.7% 4046 -Motor Vehicle in Lieu-State of Calif 48,859 49,836 59,579 9,743 19.6% 4047 -Vehicle Code Fines 614,202 553,325 562,079 8,754 1.6% 4053 -Bids&Proposals 7,500 6,300 6,300 - 0.0% City of Temecula ~� Fiscal Year 2018-19 ;�iW- O Annual Operating Budget TheThe Hear {,i.,,a Wine Comtry REVENUE DETAIL GENERAL FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Fund:001 Description Actuals Budget Budget (Decrease) Current Budget 4056 -Business Licenses 280,028 290,000 290,000 0.0% 4059 -Right of Way Advertising 29,070 23,310 21,960 (1,350) -5.8% Various -Miscellaneous 61,589 37,937 23,150 (14,787) -39.0% 4065 -Investment Interest 69,425 180,000 230,000 50,000 27.8% 4075 -Rental Income 75,421 94,594 107,844 13,250 14.0% 4076 -Reimbursements-Miscellaneous 30,226 87,000 35,411 (51,589) -59.3% 4083 -Reimbursements-Capital Imprvmnt Prgrm 1,627,337 1,906,604 2,474,844 568,240 29.8% 4078 -Reimbursements-Pechanga IGA 444,353 332,647 342,164 9,517 2.9% 4090 -Operating Transfer In-Gas Tax 2,030,952 1,206,303 2,809,983 1,603,680 132.9% 4090 -Operating Transfer In-Law Enforcement Fund 218,076 171,000 186,000 15,000 8.8% 4090 -Operating Transfer In-Intern Fellowship Fund 9,293 - - - -100.0% 4090 -Operating Transfer In-Bus Incubator Fund - 130,635 (130,635) -100.0% 4090 -Operating Transfer In-Fire Station 73 Repayment - 132,682 - (132,682) -100.0% 4089 -Operating Transfer In-Measure S Fund 1,236,114 4,994,180 5,296,813 302,633 6.1% 4094 -Lease Income 8,461 7,500 7,500 - 0.0% 4100 -State Mandated Cost Reimbursement 34,184 34,000 29,000 (5,000) -14.7% 4621 -Sponsorship 1,870 - - -100.0% 4940 -SB1186 Reimbursement 5,030 5,800 - (5,800) -100.0% 4941 -AB1379 Collection State Imposed$4 Fee - - 28,800 28,800 -100.0% 4545 -Change in Fair Value of Investments (271,861) (145,000) - 145,000 -100.0% Prior Year Contractual Obligations - 539,783 - (539,783) -100.0% TOTAL GENERAL FUND 70,655,010 76,570,893 78,359,478 1,788,585 2.3% City of Temecula C7`:l Fiscal Year 2018-19 Annual Operating Budget The Heart o{Southern GeliForn a Wne Country Fund:001 GENERAL FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Prior Year Contractual Obligations - 539,783 - (539,783) -100.0% Revenues by Category Taxes and Franchises 51,878,446 53,814,115 53,586,778 (227,337) -0.4% Licenses,Permits and Service Charges 4,621,130 4,183,295 4,065,593 (117,702) -2.8% Fines and Forfeitures 776,425 733,125 732,879 (246) 0.0% Use of Money and Property (61,657) 189,349 399,322 209,973 110.9% Intergovernmental Revenues 7,492,126 7,812,576 8,112,645 300,069 3.8% Reimbursements 2,246,042 2,502,551 3,017,919 515,368 20.6% Operating Transfers In 3,494,434 6,634,800 8,292,796 1,657,996 25.0% Miscellaneous Revenue 208,064 161,299 151,546 (9,753) -6.0% Total Operating Revenues 70,655,010 76,570,893 78,359,478 1,788,585 2.3% Expenditures by Department City Council 383,706 453,460 519,909 66,449 14.7% Community Support 81,508 125,000 125,000 - 0.0% City Manager 1,335,952 1,465,765 1,423,146 (42,619) -2.9% Economic Development 1,002,016 1,455,515 1,498,563 43,048 3.0% Emergency Management 121,884 134,158 251,477 117,319 87.4% City Clerk 1,150,767 1,279,376 1,377,768 98,392 7.7% City Attorney 739,277 765,000 780,300 15,300 2.0% Finance 2,217,687 2,513,941 2,539,501 25,560 1.0% Human Resources 735,177 979,865 1,099,393 119,528 12.2% Planning 1,794,849 2,581,606 2,398,855 (182,751) -7.1% Building&Safety 2,254,730 2,586,348 3,030,139 443,791 17.2% Land Development 1,439,427 1,878,054 1,711,468 (166,586) -8.9% Public Works 5,254,933 5,553,470 6,044,314 490,844 8.8% CIP Admin 1,796,099 2,310,081 2,474,844 164,763 7.1% Parks Maintenance 3,381,030 3,787,152 3,935,978 148,826 3.9% Police 26,644,728 32,731,580 34,658,159 1,926,579 5.9% Fire 5,436,554 8,112,168 9,852,690 1,740,522 21.5% Animal Control 462,864 461,770 425,572 (36,198) -7.8% Non Departmental: Property Tax Admin 78,293 82,208 83,852 1,644 2.0% Recreation Funding 4,273,307 - - - 0.0% Service Level B Funding 331,396 0.0% Library Funding 549,542 - 0.0% Audi Reimbursement - 289,640 - (289,640) -100.0% Retiree Medical Contribution 1,554,383 3,329,927 1,627,325 (1,702,602) -51.1% PERs Replacement Benefit 82,548 90,670 97,484 6,814 7.5% Staffing Continuity Reserve - 100,000 100,000 - 0.0% Classification Plan Stipend(Non-GF) 250,000 - - 0.0% 2011 Financing Lease-2001&2008 COPs 2,139,975 - - - 0.0% Total Operating Expenditures 65,492,633 73,066,753 76,055,737 2,988,984 4.1% Excess of Revenues Over(Under)Expenditures 5,162,377 3,504,140 2,303,741 (1,200,399) -34.3% Fund Description The General Fund is the main operating fund for the City of Temecula. It is used to account for all financial resources for the City that are not restricted to a special purpose and otherwise required to be accounted for in another fund. The General fund provides the resources necessary to sustain the day-to-day activities and pays for all administrative and operating expenditures. City of Temecula C7`:l Fiscal Year 2018-19 Annual Operating Budget The Heart o{Southern GeliForn a Wne Country Fund:001 GENERAL FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Excess of Revenues Over(Under)Expenditures 5,162,377 3,504,140 2,303,741 (1,200,399) -34.3% Operating Transfers Out/One Time Payments Pavement Management Program (250,000) - - 0.0% City and Parks Facility Rehabilitation (295,000) 0.0% Land Acquisition (1,406,553) 0.0% Capital Improvement Fund (1,710,002) (2,730,036) (2,730,036) 0.0% 2011 Financing Lease(Civic Center) (2,135,231) (2,132,450) 2,781 -0.1% Streetlight Acquistion Financing - (367,233) (367,233) 0.0% Section 115 Pension Trust (8,000,000) 8,000,000 -100.0% Information Technology Fund (77,028) 77,028 -100.0% Total Transfers Out/One Time Payments (3,661,555) (10,212,259) (5,229,719) 4,982,540 -48.8% Fund Balance,Beginning of Year 32,201,921 33,702,744 26,994,625 (6,708,119) -19.9% Fund Balance,End of Year 33,702,744 26,994,625 24,068,647 (2,925,978) -10.8% Detail of Fund Balance Nonspendable: Inventory 3,058 3,058 3,058 0.0% Deposits 1,325 1,325 1,325 0.0% Committed To: - 0.0% Economic Uncertainty Reserve(20%) 13,098,527 14,613,351 15,211,147 597,797 4.1% Secondary Reserve(5%) 3,274,632 3,653,338 3,802,787 149,449 4.1% Pechanga IGA 332,647 342,164 362,694 20,530 6.0% Assigned To: Capital Projects - 2,730,036 - (2,730,036) -100.0% Unassigned: 16,992,555 5,651,353 4,687,635 (963,718) -17.1% 33,702,744 26,994,625 24,068,647 (2,925,978) -10.8% j� City of Temecula Fiscal Year 2018-19 (� Annual Operating Budget Wme L.o�ntr REVENUE DETAIL MEASURE S FUND %Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Fund:002 Measure sFund Actuals Budget Budget (Decrease) Budget 4019 -Transactions and Use Tax 6,046,646 25,000,000 25,200,000 200,000 0.8% Various -Investment Interest 671 - 17,676 17,676 0.0% TOTAL MEASURES FUND 6,047,317 25,000,000 25,217,676 217,676 0.9% Aft City of Temecula Fiscal Year 2018-19 Annual Operating Budget 1 he Heart of Southern CaW"'a +rrae(:bonl ry FUND: 002 MEASURES FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises Transactions and Use Tax 6,046,646 25,000,000 25,200,000 200,000 0.8% Use of Money and Property Investment Interest 671 - 17,676 17,676 0.0% Total Revenues and Other Sources 6,047,317 25,000,000 25,217,676 217,676 0.9% Expenditures by Category Operating Transfers Out-General Fund 1,236,114 4,994,180 5,296,813 302,633 6.1% Operating Transfers Out-Vehicle Replacement - 650,000 1,150,000 500,000 76.9% Operating Transfers Out-Information Technology 200,000 230,251 - (230,251) -100.0% Operating Transfers Out-IT Equipment Replacement 25,000 - - - 0.0% Operating Transfers Out-Tech Replacement - - 500,000 500,000 0.0% Operating Transfers Out-TCSD 5,341,503 6,033,431 691,928 13.0% Operating Transfers Out-Service Level B 360,251 62,661 (297,590) -82.6% Operating Transfers Out-Library 770,734 662,527 (108,207) -14.0% Operating Transfers Out-CIP 4,350,000 8,443,728 10,853,234 2,409,506 28.5% Operating Transfers Out-Facility Replacement - - 500,000 500,000 0.0% Operating Transfers Out-Street Maintenance - - 1,400,000 1,400,000 0.0% Total Expenditures and Other Financing Uses 5,811,114 20,790,647 26,458,666 5,668,019 27.3% Excess of Revenues Over(Under)Expenditures 236,203 4,209,353 (1,240,990) (5,450,343) -129.5% Fund Balance,Beginning of Year - 236,203 4,445,556 4,209,353 1782.1% Fund Balance,End of Year 236,203 4,445,556 3,204,566 (1,240,990) -27.9% 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. 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. OV ALMMMPqA .Nv long r .n moi;_ ]+j City of Temecula Fiscal Year 2018-19 ( Annual Operating Budget d Southern CaVf I Wm Country REVENUE DETAIL SPECIAL REVENUE FUNDS 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Description Actuals Budget Budget (Decrease) Current Budget FUND: 100 GAS TAX FUND Various -Investment Interest 1,434 3,000 4,000 1,000 33.3% 4700 -Gas Tax 2106 380,260 388,768 386,342 (2,426) -0.6% 4701 -Gas Tax 2105 614,950 643,177 639,196 (3,981) -0.6% 4702 -Gas Tax 2107 811,242 793,052 793,052 0.0% 4704 -Gas Tax 2107.5 10,000 10,000 10,000 - 0.0% 4706 -Gas Tax 2103 275,672 442,091 851,178 409,087 92.5% New -Gas Tax Loan Repayment - 126,215 126,215 - 0.0% TOTAL GAS TAX FUND 2,093,557 2,406,303 2,809,983 403,680 16.8% FUND: 102 ROAD MAINTENANCE REHAB ACCOUNT(RMRA)FUND Various -Gas Tax 2031(RMRA) - 633,191 1,843,670 1,210,479 191.2% TOTAL RMRA FUND 633,191 1,843,670 1,210,479 191.2% FUND: 103 STREET MAINTENANCE FUND 4090 -Operating Transfer In Measure S - 1,400,000 1,400,000 0.0% TOTAL STREET MAINTENANCE FUND - - 1,400,000 1,400,000 0.0% FUND: 120 DEVELOPMENT IMPACT FEES(DIF)FUND Various -DIF Fees 2,259,655 5,937,968 3,893,968 (2,044,000) -34.4% Various -Investment Interest 57,187 60,000 70,000 10,000 16.7% TOTAL DIF FUND 2,316,842 5,997,968 3,963,968 (2,034,000) -33.9% FUND: 125 PUBLIC EDUCATION&GOVERNMENT(PEG)FUND 4039 -PEG Fees 292,534 245,864 224,323 (21,541) -8.8% Various -Investment Interest 1,372 2,000 3,000 1,000 50.0% TOTAL PEG FUND 293,906 247,864 227,323 (20,541) -8.3% FUND: 135 BUSINESS INCUBATOR RESOURCE Various -Investment Interest 546 - - 0.0% 4075 -Rental Income 26,223 0.0% 4090 -Operating Transfer In 295,045 0.0% 4658 -BEYOND Funding 5,519 0.0% TOTAL BUSINESS INCUBATOR FUND 327,333 - - 0.0% FUND: 140 COMMUNITY DEVELOPMENT BLOCK GRANT(CDBG)FUND 4081 -Community Development Block Grant 433,026 1,367,707 546,925 (820,782) -60.0% TOTAL CDBG FUND 433,026 1,367,707 546,925 (820,782) -60.0% ]+j City of Temecula Fiscal Year 2018-19 ( Annual Operating Budget d Southern CaVf I Wm Country REVENUE DETAIL SPECIAL REVENUE FUNDS 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Description Actuals Budget Budget (Decrease) Current Budget FUND: 145 TEMECULA ENERGY EFFICIENCY ASSET MANAGEMENT FUND Various -Investment Interest 1,812 2,000 2,000 0.0% 4076 -Reimbursements 4,471 - - 0.0% TOTAL TEEM FUND 6,282 2,000 2,000 - 0.0% FUND: 150 AB 2766 FUND 4048 -AB2766 Revenues 139,274 139,285 144,430 5,145 3.7% 4065 -Investment Interest 1,291 5,500 300 (5,200) -94.5% TOTAL AB2766 FUND 140,566 144,785 144,730 (55) 0.0% FUND: 160 SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND Various -Investment Interest 187 - - - 0.0% 4085 -SLESF Grant Revenue 217,888 171,000 186,000 15,000 8.8% TOTAL SUPPLEMENTAL LAW ENFORCEMENT SERVICES FUND 218,076 171,000 186,000 15,000 8.8% FUND: 161 TEMECULA MAJOR CRIMES REWARD FUND Various -Investment Interest 199 300 300 - 0.0% TOTAL TEMECULA MAJOR CRIMES REWARD FUND 199 300 300 0.0% FUND: 165 AFFORDABLE HOUSING FUND 4002 -Residual Receipt Distribution - 49,630 37,222 (12,408) -25.0% Various -Investment Interest 4,701 700 9,000 8,300 1185.7% 4060 -Miscellaneous Non Taxable 75 - - - 0.0% 4066 -Loan Interest 2,701 4,301 597 (3,704) -86.1% 4075 -Rental Income 111,528 196,000 122,593 (73,407) -37.5% 4076 -Reimbursements 162 - - 0.0% 4077 -Forgiveable Loan Repayment 48,550 - - 0.0% 4092 -Contributions Agency Trust 250,000 250,000 250,000 0.0% TOTAL AFFORDABLE HOUSING FUND 417,717 500,631 419,412 (81,219) -16.2% FUND: 170 MEASURE A FUND Various -Investment Interest 43,170 50,000 40,000 (10,000) -20.0% 4076 -Reimbursements - 35,483 - (35,483) -100.0% 4725 -Measure A 2,890,482 3,075,352 3,184,000 108,648 3.5% TOTAL MEASURE A FUND 2,933,652 3,160,835 3,224,000 63,165 2.0% FUND: 198 PUBLIC ART 4065 -Investment Interest 371 80 1,000 920 1150.0% 4090 -Operating Transfer In 14,582 - - - 0.0% ]+j City of Temecula Fiscal Year 2018-19 ( Annual Operating Budget d Southern CaVf I Wm Country REVENUE DETAIL SPECIAL REVENUE FUNDS 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Description Actuals Budget Budget (Decrease) Current Budget 4251 -Public Art Revenues 25,445 64,417 73,511 9,094 14.1% TOTAL PUBLIC ART FUND 40,398 64,497 74,511 10,014 15.5% FUND: 395 2011 FINANCING LEASE 4090 -Operating Transfer In 2,139,975 2,135,231 2,132,450 (2,781) -0.1% TOTAL FINANCING LEASE FUND 2,139,975 2,135,231 2,132,450 (2,781) -0.1% FUND: 396 CAPITAL FINANCING 4090 -Operating Transfer In - - 367,233 367,233 0.0% TOTAL CAPITAL FINANCING FUND - - 367,233 367,233 0.0% City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 100 GAS TAX FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises Gas Tax 2,092,123 2,403,303 2,805,983 402,680 16.8% Use of Money and Property Investment Interest 1,434 3,000 4,000 1,000 33.3% Total Revenues and Other Sources 2,093,557 2,406,303 2,809,983 403,680 16.8% Expenditures by Category Equipment 62,606 - - - 0.0% Operating Transfers Out-General Fund 2,030,951 1,206,303 2,809,983 1,603,680 132.9% Operating Transfers Out-CIP - 1,200,000 - (1,200,000) -100.0% Total Expenditures and Other Financing Uses 2,093,557 2,406,303 2,809,983 403,680 16.8% Excess of Revenues Over(Under)Expenditures 0.0% 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 FY2018-19 Gas Tax revenues reflect an increase over the prior fiscal year due to higher volumes of gasoline sales. FY2018-19 Expenditures reflect the$2,809,983 transfer of Gas Tax funds to the General Fund for street and road maintenance. City of Temecula (Z' Fiscal Year 2018-19 R Annual Operating Budget The Heart of Southern C.1&, a W-C—t: FUND: 102 ROAD MAINTENANCE REHAB ACCOUNT(RMRA) FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises Gas Tax 2031(RMRA) 633,191 1,843,670 1,210,479 191.2% Total Revenues and Other Sources 633,191 1,843,670 1,210,479 191.2% Expenditures by Category Operations and Maintenance - - - 0.0% Operating Transfer Out CIP 616,222 1,843,670 1,227,448 199.2% Total Expenditures and Other Financing Uses 616,222 1,843,670 1,227,448 199.2% Excess of Revenues Over(Under)Expenditures 16,969 - (16,969) -100.0% Fund Balance,Beginning of Year - 16,969 16,969 0.0% Fund Balance,End of Year 16,969 16,969 - 0.0% Fund Description This fund is to account for gasoline and vehicle registration taxes pursuant to the Road Repair and Accountability Act of 2017 (SB1 Beall). Monies are collected by the State of California and allocated to local agencies for streets and roads projects and other transportation uses. Analysis FY2018-19 expenditures reflect the transfer of$1,843,670 to the CIP for Pavement Rehabilitation. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 103 STREET MAINTENANCE FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Operating Transfer In Measure S 1,400,000 1,400,000 0.0% Total Revenues and Other Sources 1,400,000 1,400,000 0.0% Expenditures by Category Operations and Maintenance 0.0% Operating Transfer Out 0.0% Total Expenditures and Other Financing Uses - - 0.0% Excess of Revenues Over(Under)Expenditures 1,400,000 1,400,000 0.0% Fund Balance,Beginning of Year - - 0.0% Fund Balance,End of Year 1,400,000 1,400,000 0.0% Fund Description This fund was established to accumulate resources for the future replacement of streets and roads throughout the City. Analysis FY2018-19 revenue reflects the initial funding from the Measure S Fund. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of 5-th—C.1&, a W✓ C t'y FUND: 120 DEVELOPMENT IMPACT FEES FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises DIF Fees 2,259,655 5,937,968 3,893,968 (2,044,000) -34.4% Use of Money and Property Investment Interest 57,187 60,000 70,000 10,000 16.7% Total Revenues and Other sources 2,316,842 5,997,968 3,963,968 (2,034,000) -33.9% Expenditures by Category Operations and Maintenance - 11,790 - (11,790) -100.0% Operating Transfer Out-CIP 4,804,930 10,227,143 8,063,855 (2,163,288) -21.2% Total Expenditures and Other Financing Uses 4,804,930 10,238,933 8,063,855 (2,175,078) -21.2% Excess of Revenues Over(Under)Expenditures (2,488,088) (4,240,965) (4,099,887) 141,078 -3.3% Fund Balance,Beginning of Year 6,824,130 4,336,042 4,099,887 (236,155) -5.4% Adjustment to Fund Balance - 4,004,810 - Fund Balance,End of Year 4,336,042 4,099,887 (95,077) -2.3% 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 FY2018-19 revenue decrease reflets the anticipated development activity within the City, which fluctuates from year-to-year. FY2018-19 expenditures include a transfer of$8,063,855 which includes a carryover from FY17-18 of$4,004,810 to the CIP to fund Capital Improvement Projects. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 125 PUBLIC, EDUCATION &GOVERNMENT(PEG) FEES 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises PEG Fees 292,534 245,864 224,323 (21,541) -8.8% Use of Money and Property Investment Interest 1,372 2,000 3,000 1,000 50.0% Total Revenues and Other Sources 293,906 247,864 227,323 (20,541) -8.3% Expenditures by Category Operations and Maintenance 101,439 268,400 305,000 36,600 13.6% Total Expenditures and Other Financing Uses 101,439 268,400 305,000 36,600 13.6% Excess of Revenues Over(Under)Expenditures 192,467 (20,536) (77,677) (57,141) 278.3% Fund Balance,Beginning of Year 117,442 309,909 289,374 (20,536) -6.6% Fund Balance,End of Year 309,909 289,374 211,697 (77,677) -26.8% 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 FY2018-19 PEG revenues are declining as a result of a reduction in cable subscribers. FY2018-19 expenditures are allocated to the purchase of secondary backup equipment, SAN storage for video production, a media services vehicle (PEG compliant), Council Chambers camera equipment and AV production equipment. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t,y FUND: 135 BUSINESS INCUBATOR RESOURCE FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Use of Money and Property Investment Interest 546 0.0% Reimbursement 5,519 0.0% Rental Income 26,223 0.0% Operating Transfers In General Fund 295,045 0.0% Total Revenues and Other Sources 327,333 0.0% Expenditures by Category Personnel 83,418 0.0% Operations and Maintenance 26,241 0.0% Facilities 131,637 - 0.0% Operating Transfer Out-General Fund - 130,635 (130,635) -100.0% Total Expenditures and Other Financing Uses 241,296 130,635 (130,635) -100.0% Excess of Revenues Over(Under)Expenditures 86,037 (130,635) 130,635 -100.0% Fund Balance,Beginning of Year 44,598 130,635 (130,635) -100.0% Fund Balance,End of Year 130,635 - 0.0% Fund Description This fund was established to account for all activity at the City of Temecula Entrepreneur's Exchange Business Incubator(TVE2). The Business Incubator offers affordable,flexible and scalable space for startup businesses to network,collaborate and grow their business. Beginning in Fiscal Year 2017-18,this activity has been transferred to the Economic Development Department. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 140 COMMUNITY DEVELOPMENT BLOCK GRANT(CDBG) FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Intergovernmental Revenues Community Development Block Grant 433,026 1,367,707 546,925 (820,782) -60.0% Total Revenues and Other Sources 433,026 1,367,707 546,925 (820,782) -60.0% Expenditures by Category Personnel 103,137 104,593 109,385 4,792 4.6% Operations and Maintenance 108,816 124,233 113,880 (10,353) -8.3% Operating Transfers Out-CIP 221,073 1,138,881 323,660 (815,221) -71.6% Total Expenditures and Other Financing Uses 433,026 1,367,707 546,925 (820,782) -60.0% Excess of Revenues Over(Under)Expenditures 0.0% Fund Balance,Beginning of Year 0.0% Fund Balance,End of Year 0.0% Fund Description This fund was established to account for grants received from the U.S.Department of Housing and Urban Development(HUD).The grants are used for the redevelopment of a viable community by providing decent housing, a suitable living environment, and for expanding opportunities,principally for persons of low and moderate income. Analysis FY2018-19 revenues are booked on a reimbursement basis and are projected at a level adequate to cover projected expenditures. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 145 TEMECULA ENERGY EFFICIENCY ASSET MANAGEMENT(TEEM) FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Use of Money and Property Investment Interest 1,812 2,000 2,000 0.0% Reimbursements Energy Efficiency Rebates 4,471 - - 0.0% Total Revenues and Other Sources 6,282 2,000 2,000 0.0% Expenditures by Category Operating Transfers Out-CIP 40,000 50,000 (50,000) -100.0% Total Expenditures and Other Financing Uses 40,000 50,000 - (50,000) -100.0% Excess of Revenues Over(Under)Expenditures (33,718) (48,000) 2,000 50,000 -104.2% Fund Balance,Beginning of Year 231,415 197,697 149,697 (48,000) -24.3% Fund Balance,End of Year 197,697 149,697 151,697 2,000 1.3% Fund Description This fund was established to capture energy efficiency rebates and reimbursements as well as expenditure savings resulting from energy efficiency projects completed at various City facilities. Revenue collected in this fund will be utilized on future energy efficiency projects. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t,y FUND: 150 AB 2766 MOTOR VEHICLE SUBVENTION FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Intergovernmental Revenues AB2766 Motor Vehicle Subvention Revenues 139,274 139,285 144,430 5,145 3.7% Use of Money and Property Investment Interest 1,291 5,500 300 (5,200) -94.5% Total Revenues and Other Sources 140,566 144,785 144,730 (55) -0.04% Expenditures by Category Operations and Maintenance 29,455 10,000 10,000 - 0.0% Operating Transfers Out-CIP 232,112 258,170 270,682 12,512 4.8% Total Expenditures and Other Financing Uses 261,567 268,170 280,682 12,512 4.7% Excess of Revenues Over(Under)Expenditures (121,001) (123,385) (135,952) (12,567) 10.2% Fund Balance,Beginning of Year 257,168 136,167 147,782 11,615 8.5% Adjustment to Fund Balance 135,000 Fund Balance,End of Year 136,167 147,782 11,830 (952) -0.6% 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. Fiscal Year 2016-17 included operational costs for the natural gas operated Harveston Trolley,which provides free transportation within the Temecula business district. For FY2017-18,this activity was transferred to the Economic Development Department. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 160 SUPPLEMENTAL LAW ENFORCEMENT SERVICES(SLESF) FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Intergovernmental Revenues SLESF Grant Revenue 217,889 171,000 186,000 15,000 8.8% Use of Money and Property Investment Interest 187 - - - 0.0% Total Revenues and Other Sources 218,076 171,000 186,000 15,000 8.8% Expenditures by Category Operating Transfers Out-General Fund 218,076 171,000 186,000 15,000 8.8% Total Expenditures and Other Financing Uses 218,076 171,000 186,000 15,000 8.8% Excess of Revenues Over(Under)Expenditures 0.0% Fund Balance,Beginning of Year 0.0% Fund Balance,End of Year 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 SLESF grant awards are determined in the fall. FY2018-19 revenues and expenditures are forecasted to match the base grant amount. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 161 TEMECULA MAJOR CRIMES REWARD FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Use of Money and Property Investment Interest 199 300 300 0.0% Total Revenues and Other Sources 199 300 300 0.0% Expenditures by Category Operations and Maintenance - - - 0.0% Total Expenditures and Other Financing Uses - - - 0.0% Excess of Revenues Over(Under)Expenditures 199 300 300 - 0.0% Fund Balance,Beginning of Year 25,463 25,662 25,962 300 1.2% Fund Balance,End of Year 25,662 25,962 26,262 300 1.2% Fund Description This fund was established to account for a reward for information that leads to the capture and conviction of the person(s) responsible for the murder of Larry Robinson and Justin Triplett. The General Fund contributed$25,000 and the public can also contribute to this fund.The fund was established in accordance with Resolution Nos. 13-25 and 15-37. In April of 2018, Council adopted Resolution No. 18-24 for the continuation of the reward for an additional three years to assist the Sherriff in the investigation since no person has been arrested for the Larry Robinson murder. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W-C t'y FUND: 165 AFFORDABLE HOUSING FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Use of Money and Property Residual Receipt Distribution - 49,630 37,222 (12,408) -25.0% Investment Interest 4,701 700 9,000 8,300 1185.7% Loan Interest 2,701 4,301 597 (3,704) -86.1% Reimbursements 162 - - 0.0% Rental Income 111,528 196,000 122,593 (73,407) -37.5% Forgivable Loan Repayment 48,550 - - 0.0% Intergovernmental Revenues Agency Trust Contributions 250,000 250,000 250,000 0.0% Reimbursements Miscellaneous Non Taxable 75 - - 0.0% Total Revenues and Other Sources 417,717 500,631 419,412 (81,219) -16.2% Expenditures by Category Personnel 168,787 179,325 260,716 81,391 45.4% Operations and Maintenance 47,223 222,269 224,284 2,015 0.9% Insurance 6,130 5,355 8,065 2,710 50.6% Information Technology 16,838 18,008 15,183 (2,825) -15.7% Support Services 280 2,109 250 (1,859) -88.1% Facilities 8,660 9,005 9,004 (1) 0.0% Total Expenditures and Other Financing Uses 247,918 436,071 517,502 81,431 18.7% Excess of Revenues Over(Under)Expenditures 169,799 64,560 (98,090) (162,650) -251.9% Fund Balance,Beginning of Year 10,642,005 10,811,804 10,876,364 64,560 0.6% Fund Balance,End of Year 10,811,804 10,876,364 10,778,274 (98,090) -0.9% Detail of Fund Balance Nonspendable: Land Held for Resale 4,400,388 4,400,388 4,400,388 0.0% Notes and Loans 345,817 345,817 345,817 0.0% Advances to Successor Agency 5,250,954 5,250,954 5,250,954 0.0% Restricted For: Community Development Projects 814,645 879,205 781,115 (98,090) -11.2% 10,811,804 10,876,364 10,778,274 (98,090) -0.9% Fund Description The Affordable Housing fund contains the assets as well as loan and rental income which have been transferred to the City of Temecula from the former Redevelopment Agency. Analysis FY2018-19 revenues are decreasing from the prior year due to the receipt of a loan repayment in the prior year. It is unknown when loan recipients will refinance,therefore this line item does not reflect a repayment for FY2018-19. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W✓ C t,y FUND: 170 MEASURE A FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Use of Money and Property Investment Interest 43,170 50,000 40,000 (10,000) -20.0% Reimbursements Miscellaneous - 35,483 - (35,483) -100.0% Intergovernmental Revenues Measure A Revenue 2,890,482 3,075,352 3,184,000 108,648 3.5% Total Revenues and Other Sources 2,933,652 3,160,835 3,224,000 63,165 2.0% Expenditures by Category Operations and Maintenance 899,828 2,064,256 2,002,145 (62,111) -3.0% Operating Transfers Out-CIP 910,000 6,477,247 2,057,668 (4,419,579) -68.2% Total Expenditures and Other Financing Uses 1,809,828 8,541,503 4,059,813 (4,481,690) -52.5% Excess of Revenues Over(Under)Expenditures 1,123,824 (5,380,668) (835,813) 4,544,855 -84.5% Fund Balance,Beginning of Year 5,127,707 6,251,531 870,863 (5,380,668) -86.1% Fund Balance,End of Year 6,251,531 870,863 35,050 (835,813) -96.0% Fund Description This fund was established to account for the City's allocation of the County of Riverside's additional one-half percent sales tax for transportation. These monies are restricted for use on local streets.In 2002, Measure A was extended by Riverside County voters. Measure A will continue to fund transportation improvements through 2039. Analysis FY2018-19 revenue is projected to increase based on inflationary growth of the economy. Expenditures reflect $2,002,145 allocated to the Public Works department for street and road maintenance,and a transfer of$2,057,668 to the Pavement Rehabilitation Capital Improvement Project. City of Temecula �. Fiscal Year 2018-19 (Z' Annual Operating Budget Tha Hea.�li{, W✓ CO t,y Fund: 198 PUBLIC ART 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Operating Transfers In Transfer In 14,582 - - - 0.0% Public Art Revenues 25,445 64,417 73,511 9,094 14.1% Use of Money and Property Investment Interest 371 80 1,000 920 1150.0% Total Revenues and Other Sources 40,398 64,497 74,511 10,014 15.5% Expenditures by Category Operations and Maintenance - 30,300 (30,300) -100.0% Operating Transfer Out 82,200 (82,200) -100.0% Total Expenditures and Other Financing Uses - 112,500 - (112,500) -100.0% Excess of Revenues Over(Under)Expenditures 40,398 (48,003) 74,511 122,514 -52.9% Fund Balance,Beginning of Year 28,207 68,605 20,602 (48,003) -70.0% Fund Balance,End of Year 68,605 20,602 95,113 74,511 361.7% 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 FY2017-18 Operations and Maintenance expenditure of$30,300 is dedicated to the Founders'Square Memorial and a transfer of$82,200 to the Fallen Heroes Memorial capital improvement project. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t'y FUND: 395 2011 FINANCING LEASE 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Operating Transfers In General Fund 2,139,975 2,135,231 2,132,450 (2,781) -0.1% Total Revenues and Other Sources 2,139,975 2,135,231 2,132,450 (2,781) -0.1% Expenditures by Category Debt Service Interest 796,975 746,231 693,450 (52,781) -7.1% Debt Service Principal 1,343,000 1,389,000 1,439,000 50,000 3.6% Total Expenditures and Other Financing Uses 2,139,975 2,135,231 2,132,450 (2,781) -0.1% Excess of Revenues Over(Under)Expenditures 0.0% Fund Balance,Beginning of Year 0.0% Fund Balance,End of Year - 0.0% Fund Description This fund was established to account for the payment of interest and principal of the refunding of the 2001 and 2008 Certificates of Participation (COPS).The 2001 COPS were originally issued to finance the construction of the Community Recreation Center and the 2008 COPS were originally issued to finance the construction of the Civic Center. As of Fiscal Year 2018-19, a total of $17,588,000 remains outstanding on the Financing Lease and is expected to be fully paid by December 31,2031. City of Temecula (Z' Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.1&, a W—C t,y FUND: 396 CAPITAL FINANCING 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Operating Transfers In General Fund 367,233 367,233 0.0% Total Revenues and Other Sources 367,233 367,233 0.0% Expenditures by Category Debt Service Interest 313,742 313,742 0.0% Debt Service Principal 53,491 53,491 0.0% Total Expenditures and Other Financing Uses 367,233 367,233 0.0% Excess of Revenues Over(Under)Expenditures 0.0% Fund Balance,Beginning of Year 0.0% Fund Balance,End of Year 0.0% Fund Description This fund was established to account for the payments of interest and principal related to the financing of capital projects, including the acquistion of the City's sreetlights from Southern California Edison. As of Fiscal Year 2018-19,a total of$5,682,489 remains outstanding on the streetlight acquisition loan and is expected to be fully paid by December 1,2033. 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. #' 1 4v .gid ql Alk City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Near of Southern Calilornia Wine Country REVENUE BY SOURCE TEMECULA COMMUNITY SERVICES DISTRICT(TCSD) 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From Current Description Actuals Budget Budget (Decrease) Budget Taxes and Franchises Special Tax(Measure C) 1,858,841 1,859,061 1,876,280 17,219 0.9% Licenses,Permits and Service Charges Recreation Funding from General Fund 4,273,307 - - - 0.0% Recreation Funding from Measure S Fund - 5,341,503 6,033,431 691,928 13.0% Contract Classes 898,512 935,000 950,000 15,000 1.6% Classes/Activities 9,944 8,184 8,354 170 2.1% Facility Rentals 445,661 397,279 381,901 (15,378) -3.9% Aquatics 222,861 209,027 209,027 0.0% Museum Admissions 182,101 173,575 13,575 (160,000) -92.2% Theater Admissions 283,068 404,812 404,812 - 0.0% Sports Leagues and Tournaments 229,232 228,242 228,842 600 0.3% Day Camps 134,609 109,480 109,480 - 0.0% Development Fees - 1,000 - (1,000) -100.0% Fines and Forfeitures 50 200 100 (100) -50.0% Use of Money and Property Investment Interest 9,368 12,000 7,000 (5,000) -41.7% Lease/Rental Income - - - - 0.0% Reimbursement From Capital Improvement Program - 500 (500) -100.0% Other 13,836 35,000 - (35,000) -100.0% Miscellaneous Revenue 88,487 221,939 193,255 (28,684) -12.9% Total Revenues and Other Sources 8,649,877 9,936,802 10,416,057 479,255 4.8% City of Temecula Fiscal Year 2018-19 Annual Operating Budget REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT %Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Fund:190 Description Actuals Budget Budget (Decrease) Budget DEPT 180 General Operations 4004 -Special Tax(Measure C) 483,242 402,594 208,664 (193,930) -48.2% Various -Miscellaneous Non Taxable 100 - - 0.0% Various -Investment Interest 9,368 12,000 7,000 (5,000) -41.7% 4073 -Recreation Funding from General Fund 4,273,307 - - - 0.0% 4089 -Recreation Funding from Measure S - 5,341,503 6,033,431 691,928 13.0% 4076 -Reimbursements 13,836 35,000 - (35,000) -100.0% 4077 -Lease Income 1 - - 0.0% 4084 -Reimbursements(CIP) - 500 (500) -100.0% 4090 -Operating Transfers In 33,984 - - 0.0% 4151 -Parcel Map Check - 1,000 (1,000) -100.0% 4658 -BEYOND Grant Funding - 20,000 - (20,000) -100.0% TOTAL GENERAL OPERATIONS 4,813,838 5,812,597 6,249,095 436,498 7.5% DEPT 181 Senior Center 4004 -Special Tax(Measure C) 61,404 67,284 99,527 32,243 47.9% 4658 -BEYOND Grant Funding - 10,000 6,000 (4,000) -40.0% 4980 -Classes/Activities 460 700 850 150 21.4% 4983 -Transportation 918 980 1,000 20 2.0% 4986 -Excursions 2,443 - 350 350 0.0% 4990 -Indoor Rentals 5,300 2,000 2,000 - 0.0% TOTAL SENIOR CENTER 70,524 80,964 109,727 28,763 35.5% DEPT 182 Community Recreation Center 4004 -Special Tax(Measure C) 170,477 180,741 202,317 21,576 11.9% 4966 -Open Gym 4,729 3,400 4,000 600 17.6% 4984 -Day Camp 134,609 109,480 109,480 - 0.0% 4989 -Picnic Shelters 13,403 10,000 10,000 0.0% 4990 -Indoor Rentals 32,325 35,000 30,267 (4,733) -13.5% 4992 -Special Events 3,050 5,677 5,700 23 0.4% 4998 -Skate Park 1,616 3,220 3,220 - 0.0% TOTAL COMMUNITY RECREATION CENTER 360,208 347,518 364,984 17,466 5.0% DEPT 183 Recreation 4004 -Special Tax(Measure C) 135,837 167,036 187,809 20,773 12.4% 4070 -Cash Over&Short 9 - - - 0.0% 4161 -Special Event Permits 2,000 1,600 1,600 0.0% 4982 -Contracted Classes (50) - - 0.0% City of Temecula Fiscal Year 2018-19 Annual Operating Budget REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT %Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Fund:190 Description Actuals Budget Budget (Decrease) Budget 4992 -Special Events 77,820 84,515 78,578 (5,937) -7.0% TOTAL RECREATION 215,616 253,151 267,987 14,836 5.9% DEPT 184 Temecula Community Center 4004 -Special Tax(Measure C) 50,015 40,686 46,307 5,621 13.8% 4990 -Indoor Rentals 52,588 58,998 48,353 (10,645) -18.0% TOTAL TEMECULA COMMUNITY CENTER 102,603 99,684 94,660 (5,024) -5.0% DEPT 185 History Museum 4004 -Special Tax(Measure C) 69,162 74,074 81,985 7,911 10.7% 4051 -Donations 1,386 50 - (50) -100.0% 4658 -BEYOND FUNDING 19,000 - (19,000) -100.0% 4951 -Tours 1,155 1,200 1,200 0.0% 4953 -Field Trips 3,563 2,375 2,375 0.0% 4980 -Classes/Activities 3,273 1,000 1,000 0.0% 4990 -Indoor Rentals 799 900 900 0.0% 4991 -Museum Admissions 8,354 10,000 10,000 0.0% 5000 -Photo Reproductions 302 125 125 0.0% TOTAL HISTORY MUSEUM 87,993 108,724 97,585 (11,139) -10.2% DEPT 186 Aquatics 4004 -Special Tax(Measure C) 156,461 171,076 198,416 27,340 16.0% 4970 -Swim Lessons 160,025 145,000 145,000 - 0.0% 4971 -Lap Swim 11,553 11,327 11,327 0.0% 4972 -Public Swim 13,879 13,000 13,000 0.0% 4973 -Family Night Swim 789 2,000 2,000 0.0% 4974 -Pool Rentals 44,395 29,931 29,931 0.0% 4976 -Non-resident Swim 14,395 16,000 16,000 0.0% 4980 -Aquatic Classes 22,220 21,700 21,700 - 0.0% TOTAL AQUATICS 423,717 410,034 437,374 27,340 6.7% DEPT 187 Sports 4004 -Special Tax(Measure C) 65,658 65,546 64,020 (1,526) -2.3% 4960 -Adult Softball 61,500 65,062 65,062 0.0% 4962 -Hockey 16,707 17,500 17,500 0.0% 4963 -Tournaments 107,585 109,641 109,641 0.0% 4964 -Adult Leagues(non-resident) 6,270 5,130 5,130 0.0% 4965 -Youth Leagues(non-resident) 13,830 12,220 12,220 0.0% City of Temecula Fiscal Year 2018-19 Annual Operating Budget REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT %Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Fund:190 Description Actuals Budget Budget (Decrease) Budget 4988 -Field Rentals/Lights 144,724 145,000 145,000 0.0% 4994 -Tennis 1,806 1,824 1,824 0.0% 4997 -Sports Concessions 15,190 15,375 15,375 0.0% TOTALSPORTS 433,269 437,298 435,772 (1,526) -0.3% DEPT 188 Children's Museum 4004 -Special Tax(Measure C) 58,469 56,197 20,732 (35,465) -63.1% 4991 -Museum Admissions 169,030 160,000 - (160,000) -100.0% TOTAL CHILDREN'S MUSEUM 227,499 216,197 20,732 (195,465) -90.4% DEPT 189 Community Theater 4004 -Special Tax(Measure C) 237,471 249,816 258,742 8,926 3.6% 4901 -Front of House Fees 8,588 10,000 10,000 - 0.0% 4906 -Theater-Stagehand Labor Reimb 112,854 100,012 100,012 0.0% 4907 -Theater-Ticket Services Reimb 37,261 39,900 39,900 0.0% 4910 -Theater-Temecula Presents 64,638 203,500 203,500 0.0% 4990 -Theater Rentals 83,246 76,000 76,000 0.0% 4991 -Ticketing Fees 40,402 54,000 54,000 0.0% 4997 -Concessions 1,200 1,200 1,200 0.0% 4999 -Theater-Equipment Rentals 15,900 14,250 14,250 - 0.0% TOTAL COMMUNITY THEATER 601,558 748,678 757,604 8,926 1.2% DEPT 190 Cultural Arts 4004 -Special Tax(Measure C) 66,441 40,302 59,272 18,970 47.1% 4992 -Special Events 1,972 600 600 - 0.0% TOTAL CULTURAL ARTS 68,413 40,902 59,872 18,970 46.4% DEPT 193 Civic Center Conference Room 4004 -Special Tax(Measure C) 27,398 17,946 16,014 (1,932) -10.8% 4990 -Indoor Rentals 52,982 25,200 25,200 0.0% TOTAL CIVIC CENTER CONFERENCE ROOM 80,380 43,146 41,214 (1,932) -4.5% DEPT 194 Human Services 4004 -Special Tax(Measure C) 51,599 34,388 42,160 7,772 22.6% 4980 -Classes/Activities 2,325 1,380 1,380 - 0.0% 4992 -Special Events 3,055 4,124 4,124 0.0% 4995 -High Hopes 1,517 1,372 1,372 - 0.0% TOTAL HUMAN SERVICES 58,496 41,264 49,036 7,772 18.8% City of Temecula Fiscal Year 2018-19 Annual Operating Budget REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT %Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Fund:190 Description Actuals Budget Budget (Decrease) Budget DEPT 195 Margarita Recreation Center 4004 -Special Tax(Measure C) 22,985 22,587 30,336 7,749 34.3% TOTAL MARGARITA RECREATION CENTER 22,985 22,587 30,336 7,749 34.3% DEPT 196 Jefferson Recreation Center 4004 -Special Tax(Measure C) 5,700 7,262 10,155 2,893 39.8% TOTAL JEFFERSON RECREATION CENTER 5,700 7,262 10,155 2,893 39.8% DEPT 197 Contract Classes 4004 -Special Tax(Measure C) 152,390 162,168 163,834 1,666 1.0% 4982 -Contract Classes 898,562 935,000 950,000 15,000 1.6% TOTAL CONTRACT CLASSES 1,050,952 1,097,168 1,113,834 16,666 1.5% DEPT 198 Park Rangers 4004 -Special Tax(Measure C) 44,132 36,376 41,976 5,600 15.4% 4257 -Administrative Citatations 50 200 100 (100) -50.0% TOTAL PARK RANGERS 44,182 36,576 42,076 5,500 15.0% DEPT 201 Responsbile Compassion 4004 -Special Tax(Measure C) - 62,982 144,014 81,032 128.7% New -Reimbursements-Flood Control 40,000 40,000 - 0.0% 4658 -Beyond Grant Funding 79,000 50,000 (29,000) -36.7% TOTAL RESPONSIBLE COMPASSION - 181,982 234,014 52,032 28.6% TOTAL TCSD 8,667,934 9,985,732 10,416,057 430,325 4.3% A City of Temecula Fiscal Year 2018-19 / Annual Operating Budget l ,e Heari a{Scothern t. Win. REVENUE DETAIL TEMECULA COMMUNITY SERVICES DISTRICT Change 2017-18 2018-19 From 2016-17 Current Proposed Increase/ Current Actuals Budget Budget (Decrease) Budget FUND: 192 SERVICE LEVEL B FUND 4005 -Assessments 641,756 641,384 641,384 - 0.0% Various -Investment Interest 724 - 200 200 0.0% 4073 -Service Level B Funding From General Fund 331,396 - - - 0.0% New -Service Level B Funding From Measure S - 360,251 62,661 (297,590) -82.6% TOTAL SERVICE LEVEL B FUND 973,876 1,001,635 704,245 (297,390) -29.7% FUND: SERVICE LEVEL C FUNDS 501-530 4005 -Assessments 1,594,514 1,585,636 1,586,430 794 0.1% Various -Investment Interest 9,711 9,030 12,630 3,600 39.9% TOTAL SERVICE LEVEL C FUNDS 1,604,225 1,594,666 1,599,060 4,394 0.3% FUND: 194 SERVICE LEVEL D FUND 4005 -Assessments 7,586,166 7,683,210 7,991,790 308,580 4.0% 4025 -Grants 27,731 - - - 0.0% Various -Investment Interest 8,203 2,200 4,000 1,800 81.8% 4096 -Recycling Program 17,555 18,000 18,000 - 0.0% TOTAL SERVICE LEVEL D FUND 7,639,655 7,703,410 8,013,790 310,380 4.0% FUND: 195 SERVICE LEVEL R FUND 4005 -Assessments 5,561 5,532 5,532 - 0.0% Various -Investment Interest 183 200 300 100 50.0% TOTAL SERVICE LEVEL R FUND 5,745 5,732 5,832 100 1.7% FUND: 196 SERVICE LEVEL L FUND 4005 -Assessments 225,567 239,475 241,870 2,395 1.0% 4007 -Harveston Lake Boat Revenue 4,307 4,200 4,200 - 0.0% 4062 -Recovery of Prior Year Expenditure 4,116 - - - 0.0% Various -Investment Interest 2,508 2,700 3,500 800 29.6% TOTAL SERVICE LEVEL L FUND 236,499 246,375 249,570 3,195 1.3% FUND: 197 LIBRARY FUND Various -Investment Interest 2,067 3,400 2,500 (900) -26.5% 4073 -Library Funding From General Fund 549,542 - - - 0.0% 4089 -Transfer In From Measure S Fund - 770,734 662,527 (108,207) -14.0% 4271 -Fines&Fees 74,376 65,000 66,000 1,000 1.5% 4272 -Lost Damaged Materials (163) 2,550 3,000 450 17.6% 4273 -Printing&Copies 27,462 27,000 23,760 (3,240) -12.0% 4274 -Facilities Rentals 20,779 18,375 12,863 (5,512) -30.0% TOTAL LIBRARY FUND 674,063 887,059 770,650 (116,409) -13.1% Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Souther.,C.C&,- Wine Country TEMECULA COMMUNITY SERVICES DISTRICT-ALL FUNDS COMBINED 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Fund Fund 190 Citywide Operations 8,667,934 9,985,732 10,416,057 430,325 4.3% Fund 192 Service Level B 973,876 1,001,635 704,245 (297,390) -29.7% Funds 501-530 Service Level C 1,604,225 1,594,666 1,599,060 4,394 0.3% Fund 194 Service Level D 7,639,655 7,703,410 8,013,790 310,380 4.0% Fund 195 Service Level R 5,745 5,732 5,832 100 1.7% Fund 196 Service Level L 236,499 246,375 249,570 3,195 1.3% Fund 197 Library 674,063 887,059 770,650 (116,409) -13.1% Total Revenues and Other Sources 19,801,997 21,424,609 21,759,204 334,595 1.6% Expenditures by Fund Fund 190 Citywide Operations 8,565,493 10,341,318 11,149,176 807,858 7.8% Fund 192 Service Level B 895,485 984,711 789,201 (195,510) -19.9% Funds 501-530 Service Level C 1,424,680 1,469,447 1,488,976 19,529 1.3% Fund 194 Service Level D 7,679,330 7,924,709 8,023,738 99,029 1.2% Fund 195 Service Level R 4,762 9,850 9,663 (187) -1.9% Fund 196 Service Level L 163,668 251,678 247,276 (4,402) -1.7% Fund 197 Library 705,900 875,594 976,945 101,351 11.6% Fund 375 Intern Fellowship 9,293 - - - 0.0% Total Expenditures and Other Financing Uses 19,448,611 21,789,111 22,684,975 895,864 4.1% Excess of Revenues Over(Under)Expenditures 353,385 (364,502) (925,771) (561,269) 154.0% Fund Balance, Beginning of Year 3,476,007 3,829,393 3,464,891 (364,502) -9.5% Fund Balance, End of Year 3,829,393 3,464,891 2,539,120 (925,771) -26.7% Fund Description The Temecula Community Services District is a separate governmental entity created to provide Parks and Recreation services as well as the maintenance of parks and facilities, residential street lights, slopes, refuse and recycling, maintenance of rural roads, lake park maintenance, library services and intern fellowship opportunities. Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget The H,-t o+S-herr,Car+ornia ... Wine Country Fund: 190 CITYWIDE OPERATIONS 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Department General Operations 4,813,838 5,812,597 6,249,095 436,498 7.5% Senior Center 70,524 80,964 109,727 28,763 35.5% Community Recreation Center 360,208 347,518 364,984 17,466 5.0% Recreation 215,616 253,151 267,987 14,836 5.9% Temecula Community Center 102,603 99,684 94,660 (5,024) -5.0% Temecula History Museum 87,993 108,724 97,585 (11,139) -10.2% Aquatics 423,717 410,034 437,374 27,340 6.7% Sports 433,269 437,298 435,772 (1,526) -0.3% Temecula Children's Museum 227,499 216,197 20,732 (195,465) -90.4% Community Theater 601,558 748,678 757,604 8,926 1.2% Cultural Arts 68,413 40,902 59,872 18,970 46.4% Civic Center Conference Center 80,380 43,146 41,214 (1,932) -4.5% Human Services 58,496 41,264 49,036 7,772 18.8% Margarita Recreation Center 22,985 22,587 30,336 7,749 34.3% Jefferson Recreation Center 5,700 7,262 10,155 2,893 39.8% Contract Classes 1,050,952 1,097,168 1,113,834 16,666 1.5% Park Rangers 44,182 36,576 42,076 5,500 15.0% Responsible Compassion - 181,982 234,014 52,032 28.6% Total Revenues and Other Sources 8,667,934 9,985,732 10,416,057 430,325 4.3% Expenditures by Department General Operations 2,069,806 2,182,316 2,514,954 332,638 15.2% Senior Center 281,856 362,261 515,221 152,960 42.2% Community Recreation Center 887,206 968,968 1,047,332 78,364 8.1% Special Events 587,563 904,209 972,226 68,017 7.5% Temecula Community Center 217,252 212,755 239,717 26,962 12.7% Temecula History Museum 324,125 395,846 424,408 28,562 7.2% Aquatics 731,747 937,370 1,028,636 91,266 9.7% Sports 305,721 348,654 331,409 (17,245) -4.9% Temecula Children's Museum 254,113 311,860 107,325 (204,535) -65.6% Community Theater 1,199,354 1,334,294 1,339,425 5,131 0.4% Cultural Arts 283,413 240,213 306,834 66,621 27.7% Civic Center Conference Center 60,233 92,382 82,901 (9,481) -10.3% Human Services 168,844 187,567 218,251 30,684 16.4% Margarita Recreation Center 65,207 119,619 157,040 37,421 31.3% Jefferson Recreation Center 26,904 38,470 52,570 14,100 36.7% Contract Classes 780,594 853,400 848,115 (5,285) -0.6% Park Rangers 237,982 199,092 217,299 18,207 9.1% Responsible Compassion 83,573 652,043 745,513 93,470 14.3% Total Expenditures and Other Financing Uses 8,565,493 10,341,319 11,149,176 807,857 7.8% Excess of Revenues Over(Under)Expenditures 102,441 (355,587) (733,119) (377,532) 106.2% Fund Balance, Beginning of Year 1,036,267 1,138,708 783,121 (355,587) -31.2% Fund Balance, End of Year 1,138,708 783,121 50,002 (733,119) -93.6% Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Souther.,C.C&,— Wine country Fund Description Citywide Operations reflects the collection of the Special Tax (Measure C)charged to households for recreation programs as well as fees for classes and activities. Accounts for facility operations, maintenance, and community recreation programs. Measure C was approved by residents in 1997 at a rate of $74.44 per parcel for the purpose of maintaining the City's parks, recreation facilities, arerial street lighting and traffic signals. The Special Tax revenue is allocated equally between TCSD and the General Fund to fund both recreation programs and parks maintenance. Analysis FY2018-19 revenue and expenditures for the Temecula Children's Museum reflect the transfer of the operations of this facility to the Friends of the Temecula Children's Museum. Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tk, Hart. car+—,., Wine Count: Fund: 192 SERVICE LEVEL B- STREET LIGHTING 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Assessments 641,756 641,384 641,384 - 0.0% Funding From General Fund 331,396 - - - 0.0% Funding From Measure S - 360,251 62,661 (297,590) -82.6% Use of Money and Property Investment Interest 724 - 200 200 0.0% Total Revenues and Other Sources 973,876 1,001,635 704,245 (297,390) -29.7% Expenditures by Category Personnel 11,836 17,211 21,451 4,240 24.6% Operations and Maintenance 883,649 967,500 767,750 (199,750) -20.6% Total Expenditures and Other Financing Uses 895,485 984,711 789,201 (195,510) -19.9% Excess of Revenues Over(Under)Expenditures 78,391 16,924 (84,956) (101,880) -602.0% Fund Balance, Beginning of Year 90,658 169,049 185,973 16,924 10.0% Fund Balance, End of Year 169,049 185,973 101,017 (84,956) -45.7% 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 FY2018-19 Operations and Maintenance expenditures reflect the reduction in street lighting costs due to the City's acquistion of the streetlights from Southern California Edison and the conversion to more efficient LED light bulbs. Ak City of Temecula Fiscal Year 2018-19 (( Annual Operating Budget Funds: 501-530 SERVICE LEVEL C- LANDSCAPE/SLOPE MAINTENANCE 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Assessments 1,594,514 1,585,636 1,586,430 794 0.1% Use of Money and Property Investment Interest 9,711 9,030 12,630 3,600 39.9% Total Revenues and Other Sources 1,604,225 1,594,666 1,599,060 4,394 0.3% Expenditures by Category Personnel 95,214 72,578 67,427 (5,151) -7.1% Operations and Maintenance 1,329,466 1,396,869 1,421,549 24,680 1.8% Total Expenditures and Other Financing Uses 1,424,680 1,469,447 1,488,976 19,529 1.3% Excess of Revenues Over(Under)Expenditures 179,545 125,219 110,084 (15,135) -12.1% Fund Balance, Beginning of Year 1,260,961 1,440,506 1,565,725 125,219 8.7% Fund Balance, End of Year 1,440,506 1,565,725 1,675,809 110,084 7.0% 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 FY2018-19 Rates for Zones 6 and 29 reflect an increase of 2.79%over the prior year, in accordance with the CPI-U adjustment. Ak City of Temecula Fiscal Year 2018-19 (( Annual Operating Budget Fund: 194 SERVICE LEVEL D- REFUSE AND RECYCLING 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Assessments 7,586,166 7,683,210 7,991,790 308,580 4.0% Recycling Program 17,555 18,000 18,000 - 0.0% Use of Money and Property Investment Interest 8,203 2,200 4,000 1,800 81.8% Intergovernmental Revenues Grants 27,731 - - - 0.0% Total Revenues and Other Sources 7,639,655 7,703,410 8,013,790 310,380 4.0% Expenditures by Category Personnel 107,266 116,772 70,247 (46,525) -39.8% Operations and Maintenance 7,572,064 7,807,937 7,953,491 145,554 1.9% Total Expenditures and Other Financing Uses 7,679,330 7,924,709 8,023,738 99,029 1.2% Excess of Revenues Over(Under)Expenditures (39,675) (221,299) (9,948) 211,351 -95.5% Fund Balance, Beginning of Year 468,211 428,536 207,237 (221,299) -51.6% Fund Balance, End of Year 428,536 207,237 197,289 (9,948) -4.8% 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 Per the franchise agreement with CR&R, the annual change in CPI and land-fill tipping fees determine the increase/decrease in the annual assessment rate. The 2018-19 Service Level D rate of$281.52 per residential unit reflects a CPI increase of 1.66%and a land-fill tipping increase of 3.61%,offset by a$1.14 decrease to maintain adequate fund balance. Ak City of Temecula Fiscal Year 2018-19 (( Annual Operating Budget Fund: 195 SERVICE LEVEL R- STREET/ ROAD MAINTENANCE 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Assessments 5,561 5,532 5,532 - 0.0% Use of Money and Property Investment Interest 183 200 300 100 50.0% Total Revenues and Other Sources 5,745 5,732 5,832 100 1.7% Expenditures by Category Operations and Maintenance 41762 9,850 9,663 (187) -1.9% Total Expenditures and Other Financing Uses 4,762 9,850 9,663 (187) -1.9% Excess of Revenues Over(Under)Expenditures 983 (4,118) (3,831) 287 -7.0% Fund Balance, Beginning of Year 22,428 23,411 19,293 (4,118) -17.6% Fund Balance, End of Year 23,411 19,293 15,462 (3,831) -19.9% 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. Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget Tk, Hart. car+-,., Wine Count: Fund: 196 SERVICE LEVEL L- HARVESTON LAKE PARK MAINTENANCE 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Assessments 225,567 239,475 241,870 2,395 1.0% Harveston Lake Boat Revenue 4,307 4,200 4,200 - 0.0% Recovery of Prior Year Expense 4,116 - - - 0.0% Use of Money and Property Investment Interest 2,508 2,700 3,500 800 29.6% Total Revenues and Other Sources 236,499 246,375 249,570 3,195 1.3% Expenditures by Category Personnel 11,472 15,689 17,706 2,017 12.9% Operations and Maintenance 152,196 235,989 229,570 (6,419) -2.7% Total Expenditures and Other Financing Uses 163,668 251,678 247,276 (4,402) -1.7% Excess of Revenues Over(Under)Expenditures 72,831 (5,303) 2,294 7,597 -143.3% Fund Balance, Beginning of Year 311,523 384,354 379,051 (5,303) -1.4% Fund Balance, End of Year 384,354 379,051 381,345 2,294 0.6% Fund Description Service Level L Fund reflects the benefit assessments charged to property owners for the purpose of maintaining the Harveston Lake Park. Expenditures include operational,administrative and maintenance costs. Ak 3 City of Temecula Fiscal Year 2018-19 G( Annual Operating Budget Fund: 197 LIBRARY FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Library Funding From GF/Measure S 549,542 770,734 662,527 (108,207) -14.0% Printing and Copies 27,462 27,000 23,760 (3,240) -12.0% Facilities Rentals 20,779 18,375 12,863 (5,512) -30.0% Fines and Forfeitures Fines and Fees 74,376 65,000 66,000 1,000 1.5% Lost and Damaged Materials (163) 2,550 3,000 450 17.6% Use of Money and Property Investment Interest 2,067 3,400 2,500 (900) -26.5% Total Revenues and Other Sources 674,063 887,059 770,650 (116,409) -13.1% Expenditures by Category Personnel 52,681 67,593 88,003 20,410 30.2% Operations and Maintenance 633,568 808,001 888,942 80,941 10.0% Operating Transfer Out 19,651 - - - 0.0% Total Expenditures and Other Financing Uses 705,900 875,594 976,945 101,351 11.6% Excess of Revenues Over(Under)Expenditures (31,837) 11,465 (206,295) (217,760) -1899.3% Fund Balance, Beginning of Year 276,667 244,830 256,295 11,465 4.7% Fund Balance, End of Year 244,830 256,295 50,000 (206,295) -80.5% Fund Description Library Fund is used to account for the maintenance and operations of the Ronald H. Roberts Temecula Public Library on Pauba Road. Analysis FY2018-19 Library Funding from General Fund/Measure S reflects a reduction of$108,207, as the beginning fund balance was higher than anticipated thus reducing the need for the subsidy. Ak 3 City of Temecula Fiscal Year 2018-19 _ (( Annual Operating Budget Fund: 375 INTERN FELLOWSHIP FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Operating Transfers In General Fund - - - - 0.0% Use of Money and Property Investment Interest - - - - 0.0% Total Revenues and Other Sources - - - - 0.0% Expenditures by Category Operations and Maintenance - - - - 0.0% Operating Transfer Out-General Fund 9,293 - - - 0.0% Total Expenditures and Other Financing Uses 9,293 - - - 0.0% Excess of Revenues Over(Under)Expenditures (9,293) - - - 0.0% Fund Balance, Beginning of Year 9,293 - - - 0.0% Fund Balance, End of Year - - - - 0.0% Fund Description Accounts for personnel expenditures for intern and fellowship employment opportunities. The City of Temecula Internship Program offers part-time internships to high school and undergraduate college students. The internships are designed to expose students to the workings of local city government. Internship positions are open year round in three sessions of 10 weeks (summer,fall, and spring). The City of Temecula Fellowship Program is designed for undergraduate,graduate and post-graduate level students and allows individuals to work in their areas of specialty/interest. Fellows gain valuable work experience, as well as the skills and knowledge that will enhance their job prospects by working in a fast-paced, challenging environment. Beginning in FY2017-18,this activity is reflected in the Economic Development Department within the City's General Fund. 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. k r t W City of Temecula Fiscal Year 2018-19 f� Annual Operating Budget The�77rn[aB prnia Wine Country Fund: 380 SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) DEBT SERVICE FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase/ Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Taxes and Franchises Redevelopment Property Tax Fund Distribution 7,303,396 7,993,450 6,769,672 (1,223,778) -15.3% Reimbursements Reimbursements Charges 313,278 - - - 0.0% Use of Money and Property 0.00% Investment Interest 80,188 8,000 10,000 2,000 25.0% Total Revenues and Other Sources 7,696,862 8,001,450 6,779,672 (1,221,778) -15.3% Expenses by Category Operations and Maintenance 1,586,090 1,191,000 1,181,490 (9,510) -0.8% Debt Service-Interest 4,748,559 4,655,748 3,288,182 (1,367,566) -29.4% Debt Service-Principal - 1,945,000 2,300,000 355,000 18.3% Operating Transfer Out-CIP 250,000 409,843 - (409,843) -100.0% Total Expenses and Other Financing Uses 6,584,649 8,201,591 6,769,672 (1,431,919) -17.5% Excess of Revenues Over(Under)Expenses 1,112,213 (200,141) (6,769,672) 1,431,919 -715.5% Fund Balance,Beginning of Year (36,851,936) (35,739,723) (35,939,864) (200,141) 0.6% Fund Balance,End of Year (35,739,723) (35,939,864) (42,709,536) 1,231,778 -3.4% Fund Description The Successor Agency to the Redevelopment Agency(SARDA)Debt Service Fund was established to account for payment obligations of the Successor Agency as a result of the State's dissolution of Redevelopment Agencies.This is a private-purpose trust fund that is used to account for resources held and administered by the SARDA acting in a fiduciary capacity for other governments. Analysis/Comments The SARDA Debt Service Fund Balance is negative due to utilizing full accrual based accounting for this fiduciary fund. The negative balance reflects long term liabilities that will be financed by future property tax distributions. The reduction in Redevelopment Property Tax Fund distribution revenue in FY2018-19 is due to the 2017 refinancing of former Redevelopment Agency bonds,which reduced SARDA's debt obligations and annual debt service payments. j City of Temecula _ Fiscal Year 2018-19 (� Annual Operating Budget The Heart Wl � REVENUE DETAIL Successor Agency to the Redevelopment Agency(SARDA) 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From FUND: 380 SARDA-DEBT SERVICE FUND Actuals Budget Budget (Decrease) Current Budget 4003 -Redevelopment Property Tax Fund Distribution 7,303,396 7,993,450 6,769,672 (1,223,778) -15.3% Various -Investment Interest 80,188 8,000 10,000 2,000 25.0% 4076 -Reimbursements 313,278 - - - 0.0% TOTAL DEBT SERVICE FUND 7,696,862 8,001,450 6,779,672 (1,221,778) -15.3% 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. 4Z, A re NOW 4 J4d AA Uk" NOW7— .M 4- 'T -1-j City of Temecula Fiscal Year 2018-19 R' Annual Operating Budget REVENUE DETAIL Internal Service Funds 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Actuals Budget Budget (Decrease) Current Budget FUND: 300 INSURANCE FUND Various -Investment Interest 2,435 3,900 3,000 (900) -23.1% 4076 -Charges for Services 894,113 971,635 992,137 20,502 2.1% TOTAL INSURANCE FUND 896,548 975,535 995,137 19,602 2.0% FUND: 305 WORKERS'COMPENSATION FUND Various -Investment Interest 4,676 1,000 11,000 10,000 1000.0% 4076 -Charges for Services 635,533 664,444 690,333 25,889 3.9% TOTAL WORKERS'COMPENSATION FUND 640,209 665,444 701,333 35,889 5.4% FUND: 310 VEHICLES AND EQUIPMENT FUND Various -Investment Interest 12,071 17,000 20,000 3,000 17.6% 4076 -Charges for Services 91,916 125,751 347,426 221,675 176.3% 4090 -Operating Transfers In-MeasureS Fund - 650,000 500,000 (150,000) -23.1% TOTAL VEHICLES AND EQUIPMENT FUND 103,987 792,751 867,426 74,675 9.4% FUND: 320 INFORMATION TECHNOLOGY FUND Various -Investment Interest 1,341 5,000 1,000 (4,000) -80.0% 4076 -Charges for Services 2,371,989 3,034,992 3,497,594 462,602 15.2% 4089 -Operating Transfers In-MeasureS Fund 200,000 230,251 - (230,251) -100.0% 4090 -Operating Transfers In - 77,028 - (77,028) -100.0% TOTAL INFO TECHNOLOGY FUND 2,573,330 3,347,271 3,498,594 151,323 4.5% FUND: 325 IT EQUIPMENT REPLACEMENT FUND Various -Investment Interest 3,781 1,000 7,000 6,000 600.0% 4076 -Charges for Services 238,857 261,056 400,723 139,667 53.5% 4089 -Operating Transfers In-MeasureS Fund 25,000 - - - 0.0% 4090 -Operating Transfers In 19,651 - - - 0.0% TOTAL IT EQUIPMENT REPLACEMENT FUND 287,289 262,056 407,723 145,667 55.6% FUND: 330 SUPPORT SERVICES FUND Various -Investment Interest 3,356 5,000 5,000 - 0.0% 4076 -Charges for Services 352,771 413,184 403,381 (9,803) -2.4% TOTAL SUPPORT SERVICES FUND 356,127 418,184 408,381 (9,803) -2.3% rA QT, City of Temecula 7mi�VtT �� Fiscal Year 2018-19 Annual Operating Budget REVENUE DETAIL Internal Service Funds 2017-18 2018-19 2016-17 Current Proposed Increase/ %Change From Actuals Budget Budget (Decrease) Current Budget FUND: 340 FACILITIES FUND Various -Investment Interest 3,446 4,000 5,000 1,000 25.0% 4076 -Charges for Services 1,282,403 1,434,471 1,328,888 (105,583) -7.4% TOTAL FACILITIES FUND 1,285,849 1,438,471 1,333,888 (104,583) -7.3% FUND: 350 FACILITY REPLACEMENT FUND 4076 -Charges for Services - - 39,725 39,725 0.0% 4089 -Operating Transfers In-MeasureS Fund 500,000 500,000 0.0% TOTAL FACILITY REPLACEMENT FUND 539,725 539,725 0.0% Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern Califo, ... W9 q Court.--.. FUND: 300 INSURANCE FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges For Services 894,113 971,635 992,137 20,502 2.1% Use of Money and Property Investment Interest 2,435 3,900 3,000 (900) -23.1% Total Revenues and Other Sources 896,548 975,535 995,137 19,602 2.0% Expenses by Category Personnel 105,695 48,193 35,642 (12,551) -26.0% Operations and Maintenance 789,207 927,740 959,495 31,755 3.4% Total Expenses and Other Financing Uses 894,902 975,933 995,137 19,204 2.0% Excess of Revenues Over(Under) Expenses 1,646 (398) - 398 -100.0% Fund Balance,Beginning of Year 303,550 629,709 629,311 (398) -0.1% Adjustment to Fund Balance 324,513 - - - - Fund Balance,End of Year 629,709 629,311 629,311 0.0% Fund Description The Insurance Fund was established to account for the City's liability and property insurance costs. Fund Balance is a combination of both spendable and non spendable assets.These costs are allocated to each department based on the total number of Full Time Equivalent positions assigned to those departments. The City has a Self-Insured Retention (SIR) of $150,000 per incident, and strives to maintain a fund balance equal to two times the SIR. Analysis FY2018-19 Personnel expenditures are expected to decline by 26%due to the lower allocation of personnel costs to this fund. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget w;.,. FUND: 305 WORKERS' COMPENSATION FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 635,533 664,444 690,333 25,889 3.9% Use of Money and Property Investment Interest 4,676 1,000 11,000 10,000 1000.0% Total Revenues and Other Sources 640,209 665,444 701,333 35,889 5.4% Expenses by Category Personnel - 100,928 35,642 (65,286) -64.7% Operations and Maintenance 129,981 205,389 387,135 181,746 88.5% Total Expenses and Other Financing Uses 129,981 306,317 422,777 116,460 38.0% Excess of Revenues Over(Under) Expenses 510,228 359,127 278,556 (80,571) -22.4% Fund Balance,Beginning of Year 420,269 930,497 1,289,624 359,127 38.6% Fund Balance,End of Year 930,497 1,289,624 1,568,180 278,556 21.6% 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 FY2018-19 Personnel expenditures are expected to decline by 65% due to lower allocation of personnel costs to this fund. Operations and Maintenance expenditures are expected to increase by 89%due to an increase in general legal services associated with claims. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Wme cw't- FUND: 310 VEHICLES AND EQUIPMENT FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 91,916 125,751 347,426 221,675 176.3% Use of Money and Property Investment Interest 12,071 17,000 20,000 3,000 17.6% Operating Transfers In Measure S - 650,000 500,000 (150,000) -23.1% Total Revenues and Other Sources 103,987 792,751 867,426 74,675 9.4% Expenses by Category Operations and Maintenance 92,891 129,775 - (129,775) -100.0% Capital Outlay - - 714,000 Total Expenses and Other Financing Uses 92,891 129,775 714,000 584,225 450.2% Excess of Revenues Over(Under) Expenses 11,096 662,976 153,426 (509,550) -76.9% Fund Balance,Beginning of Year 1,919,663 1,606,123 2,269,099 662,976 41.3% Adjustment to Fund Balance (324,635) - - - - Fund Balance,End of Year 1,606,123 2,269,099 2,422,525 153,426 6.8% 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 FY2018-19 expenses reflect the replacement of three building inspector vehicles, three code officer vehicles, eight Public Works department vehicles and one Information Technology department truck which are all past their useful lives. Additional expenditures include the purchase of two fire inspector vehicles to support new staff hires for the annual inspection program and two batallion chief style vehicles which are beyond their use lives. Beginning in FY2018-19, vehicle and equipment purchases are reflected as Capital Outlay. Prior years expenses reflected the annual depreciation only. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget w;.,. FUND: 320 INFORMATION TECHNOLOGY FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 2,371,989 3,034,992 3,497,594 462,602 15.2% Use of Money and Property Investment Interest 1,341 5,000 1,000 (4,000) -80.0% Operating Transfers In General Fund - 77,028 - (77,028) -100.0% Measure S 200,000 230,251 - (230,251) -100.0% Total Revenues and Other Sources 2,573,330 3,347,271 3,498,594 151,323 4.5% Expenses by Category Personnel 1,337,846 1,815,900 1,877,011 61,111 3.4% Operations and Maintenance 1,034,705 1,774,738 1,621,583 (153,155) -8.6% Total Expenses and Other Financing Uses 2,372,551 3,590,638 3,498,594 (92,044) -2.6% Excess of Revenues Over(Under) Expenses 200,779 (243,367) - 243,367 -100.0% Fund Balance,Beginning of Year 38,193 307,559 64,192 (243,367) -79.1% Adjustment to Fund Balance 68,586 - - - Fund Balance,End of Year 307,559 64,192 64,192 0.0% Fund Description The Information Technology Fund was established to fund and account for computer and telephone system operating and maintenance expenses. Fund Balance is a combination of both spendable and non spendable assets. Adjustments are made to Fund Balance to include additional spendable resources available for expenditure. Departments are charged based on the number of electronic devices assigned.The Ronald H. Roberts Temecula Public Library facility is charged directly for all IT expenditures and personnel costs related to the facility. Analysis FY2017-18 Operating Transfers In from the General Fund and Measure S Fund were to fund a portion of a consultant services agreement which includes Citywide inventory of technology equipment and asset management consulting. Ak City of Temecula Fiscal Year 2018-19 Annual Operating Budget FUND: 325 TECHNOLOGY REPLACEMENT FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 238,857 261,056 400,723 139,667 53.5% Operating Transfer In Operating Transfer In 19,651 - - - 0.0% Measure S Fund 25,000 - - - 0.0% Use of Money and Property Investment Interest 3,781 1,000 7,000 6,000 600.0% Total Revenues and Other Sources 287,289 262,056 407,723 145,667 55.6% Expenses by Category Operations and Maintenance 236,771 266,056 - (266,056) -100.0% Capital Outlay - - 185,000 185,000 0.0% Total Expenses and Other Financing Uses 236,771 266,056 185,000 (81,056) -30.5% Excess of Revenues Over(Under) Expenses 50,518 (4,000) 222,723 226,723 -5668.1% Fund Balance,Beginning of Year 1,227,949 867,550 863,550 (4,000) -0.5% Adjustment to Fund Balance (410,917) - - - - Fund Balance,End of Year 867,550 863,550 1,086,273 222,723 25.8% 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 FY2018-19 expenses include computer life cycle replacement, the purchase of video teleconferencing equipment for the Civic Center conference rooms,the replacement of outdated core network switches and the replacement of the Civic Center data center tape library backup. Beginning in FY2018-19, technology replacement purchases are reflected as Capital Outlay. Prior years' expenses reflected the annual depreciation only. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Wm cw,t FUND: 330 SUPPORT SERVICES FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 352,771 413,184 403,381 (9,803) -2.4% Use of Money and Property Investment Interest 3,356 5,000 5,000 0.0% Total Revenues and Other Sources 356,127 418,184 408,381 (9,803) -2.3% Expenses by Category Personnel 188,462 237,449 224,438 (13,011) -5.5% Operations and Maintenance 161,471 180,336 172,542 (7,794) -4.3% Total Expenses and Other Financing Uses 349,933 417,785 396,980 (20,805) -5.0% Excess of Revenues Over(Under) Expenses 6,194 399 11,401 11,002 2757.4% Fund Balance,Beginning of Year 460,934 447,633 448,032 399 0.1% Adjustment to Fund Balance (19,495) - - - - Fund Balance,End of Year 447,633 448,032 459,433 11,401 2.5% 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. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Wme cw't.--.. FUND: 340 FACILITIES FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 1,282,403 1,434,471 1,328,888 (105,583) -7.4% Use of Money and Property Investment Interest 3,446 4,000 5,000 1,000 25.0% Total Revenues and Other Sources 1,285,849 1,438,471 1,333,888 (104,583) -7.3% Expenses by Category Personnel 543,707 516,497 395,628 (120,869) -23.4% Operations and Maintenance 739,483 924,766 938,260 13,494 1.5% Total Expenses and Other Financing Uses 1,283,190 1,441,263 1,333,888 (107,375) -7.5% Excess of Revenues Over(Under) Expenses 2,659 (2,792) - 2,792 -100.0% Fund Balance,Beginning of Year 494,794 546,340 543,548 (2,792) -0.5% Adjustment to Fund Balance 48,887 - - - Fund Balance,End of Year 546,340 543,548 543,548 0.0% 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 FY2018-19 Personnel expenses are projected to decrease by 23%due to the lower allocation of personnel costs to this fund. Ak A 33 City of Temecula Fiscal Year 2018-19 Annual Operating Budget Wme cw't.--.. FUND: 350 FACILITY REPLACEMENT FUND 2017-18 2018-19 2016-17 Current Proposed Increase/ %Increase Description Actuals Budget Budget (Decrease) (Decrease) Revenues by Source Licenses,Permits and Service Charges Charges for Services 39,725 39,725 0.0% Operating Transfer In Transfer In Measure S 500,000 500,000 0.0% Total Revenues and Other Sources - - 539,725 539,725 0.0% Expenses by Category Operations and Maintenance - - - - 0.0% Capital Outlay - - 356,336 356,336 0.0% Total Expenses and Other Financing Uses - - 356,336 356,336 0.0% Excess of Revenues Over(Under) Expenses - - 183,389 183,389 0.0% Fund Balance,Beginning of Year - - - - 0.0% Fund Balance,End of Year - - 183,389 183,389 0.0% Fund Description This fund was established to accumulate resources for the future replacement of equipment, systems and fixtures within City- owned facilites. Analysis FY2018-19 revenue reflects initial funding from the Measure S fund. FY2018-19 expenses include new stage lighting for the Community Recreation Center, replacement of lane lines for the pool at Chaparrel High School, a new theater PA system, a book bin sorter for the Ronald H. Roberts Temecula Public Library and refurbishment of the floors at Fire Stations 84,92 and 95. I City of Temecula Fiscal Year 2018-19 Annual Operating Budget Y'J,ne Co.rrb� 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 Fund/Dept. Number CityCouncil ........................................................................................................................................001.100 City Manager.......................................................................................................................001.110/111/115 CityClerk............................................................................................................................................001.120 CityAttorney......................................................................................................................................001.130 Finance...............................................................................................................................................001.140 HumanResources..............................................................................................................................001.150 Community Development.......................................................................................................... 001.161/162 Public Works............................................................................................................... 001.163/164/165/167 Police..................................................................................................................................................001.170 Fire.....................................................................................................................................................001.171 Non-Departmental.............................................................................................................................001.199 Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 Annual Operating Budget CITY COUNCIL MISSION The City Council is elected by the citizens of Temecula to adopt laws and set overall policy decisions for the City of Temecula. The City Council gives direction to the City Manager to ensure effective and efficient operation of the City and to identify the types and levels of programs and services that will maintain and enhance Temecula's high quality of life which is consistent with the City's adopted Quality of Life Master Plan (QLMP) Core Values as follows: (1) A Healthy and Livable City; (2) Economic Prosperity; (3) A Safe and Prepared Community; (4) A Sustainable City; (5) Transportation, Mobility and Connectivity; and (6)An Accountable and Responsive City Government. ORGANIZATIONAL CHART CITIZENS OF TEMECULA MATT MIKE JEFF JAMES"STEW" MARYANN RAHN NAGGAR COMERCHERO STEWART EDWARDS Mayor Mayor Pro Tem Council Member Council Member Council Member r Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 Annual Operating Budget CITY COUNCIL EXPENDITURES BY CATEGORY Program: City Council Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 117,611 $ 141,264 $ 138,870 $ (2,394) -1.7% Operations&Maintenance $ 132,803 166,315 169,641 3,326 2.0% Internal Service Allocation 133,292 145,881 211,398 65,517 44.9% Total $ 383,706 $ 453,460 $ 519,909 $ 66,449 14.7% Program: Community Support Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 81,508 $ 125,000 $ 125,000 $ 0.0% Total $ 81,508 $ 125,000 $ 125,000 $ 0.0% ANALYSIS/COMMENTS City Council: Expenditures are expected to increase by 14.7%due to a change in the allocation methodology for the Information Technology Internal Service Fund Allocation,from number of computers to number of electronic devices. Community Support: Expenditures are expected to remain flat compared to the prior fiscal year. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr CITY COUNCIL Council Members 5.00 5.00 5.00 - Total 5.00 5.00 5.00 - Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 ( Annual Operating Budget CITY COUNCIL SERVICES • Serve as a five-member voice on behalf of the City of Temecula as elected by the citizens. • Adopt laws and regulations that govern Temecula. • Set City fiscal policy and provide direction to the City Manager to balance a high quality of life with fiscally sustainable decisions. • Represent the interests of the City of Temecula in local, regional, State, Federal,tribal and international affairs in addition to serving as members (or commissioners) for related agencies or organizations for the benefit of the City of Temecula. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Protected the City's financial strength with fiscal policies and a balanced budget (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency,Accountable and Responsive City Government.) • Protected the City's long-term financial strength and public safety needs by analyzing future cost trends, including public safety costs and increasing public safety services as appropriate for the City's population. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency,Accountable and Responsive City Government.) • Maintained a community oriented, and family friendly, City with community events and programs that incorporated the Mayor's theme "Community Pride" engaging residents in special events and activities to continue Temecula's unique hometown community spirit and pride. (Maintain a Safe and Family Oriented Environment,Healthy and Livable City) • Engaged the region including local cities, hospitals, medical professionals, and nonprofit community in a Task Force to analyze and provide an overall cancer healthcare assessment of the region; created awareness of excellent cancer services and resources that are within Southwest Riverside County, while understanding areas of specialized cancer-related services that may not be located in the region yet. (Attract high quality medical facilities,Healthy&Livable City) • Engaged the region including local cities,transportation agencies, and county/regional, state and federal representatives in a Task Force to increase capacity along 1-15 through Temecula Valley. (Expand and Enhance the Transportation Network, Transportation, Mobility&Connectivity) • Supported economic development growth opportunities in the City for businesses, including new retail to invest in Temecula. (Fill Gaps and Diversify Market Sectors that Increase Sales Tax Revenue,Economic Prosperity) • Maintained continued public outreach to citizens with community-wide citizen newsletters; in addition to social media, e-blasts, and the Guide to Leisure Activities published in season spring/summer and fall/winter. (Promote Community Involvement,Accountable and Responsive City Government) • Participated on various local, regional, statewide, 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) • Maintained public safety as a top priority for Temecula citizens, businesses and tourists. (Remain within the federal ranking of the top 25 safest cities,A safe and Prepared Community) Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 ( Annual Operating Budget CITY COUNCIL DIVISION/PROGRAM: CITYCOUNCIL OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to make public safety a top priority by leveraging new revenue and a newly expanded police and fire department to enhance public safety services. (Minimize the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continue to pursue regional, state and federal agencies to expand capacity and make operational improvements to Interstate 15 through Temecula Valley. (Expand and Enhance the Transportation Network, Transportation, Mobility&Connectivity) • Implement policies that prioritize new revenue sources, as designated for asset management. ■ Street Maintenance ■ Infrastructure ■ Parks& Facilities (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Continue to make public outreach a priority by providing community newsletters, in addition to increased social media, e-blasts, and the Guide to Leisure Activities published in spring/summer and fall/winter. (Promote Community Involvement,Accountable and Responsive City Government) • Engage citizens and businesses in programs and information related to the Mayor's theme "Temecula Safe" by creating 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) Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 Annual Operating Budget CITY COUNCIL DIVISION/PROGRAM: CITYCOUNCIL PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measure 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Promote Number of newsletters a) Community 86,000 86,000 86,000 86,000 > sent community-wide v� Involvement o CL Promote Number of press releases Community 128 140 140 140 L_ i Involvement sent community-wide ca > a, o Maintain Overall v Sound Fiscal C Policies to Ensure Number of City Council 57 55 58 58 Q Long Term Committee assignments Solvency Foster an Square footage of Educated expanded indoor Community" classroom space for N/A* N/A* N/A* 350,000 Through a higher education Variety of Opportunities V _N Number of Task Force or JRegional public meetings held by elected council members: >. Maintain a Safe (b) 3 M and (a)Local Youth & Family (a) 11 (a) 6 (c) 3 (b) 2 W Family-Oriented (b)4 (d) 1 (c) 3 = Task Force Environment (b)Regional Cancer Task Force (c)Regional Move 1-15 Through Temecula Valley (d)Regional Public Safety *Continue working with higher education institutions to facilitate expansion opportunities (a)Local Youth&Family Task Force*(FY18-19:this Task Force is no longer a regional Task Force and held at local level) (b)Regional Cancer Task Force (c)Regional Move 1-15 through Temecula Valley Task Force (d)Regional Public Safety Meeting Annual Operating Budget MA City of Temecula / Fiscal Year 2018-19 ( Annual Operating Budget CITY COUNCIL DIVISION/PROGRAM: COMMUNITY SUPPORT SERVICES • Review annual funding applications from non-profit organizations that provide services or programs to Temecula residents. • Enter into agreements to disburse financial assistance, up to $5,000, for each selected nonprofit organization in return for services that benefit the residents of Temecula. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Provided financial assistance, in the amount of$125,000,to nonprofit agencies for community programs that benefit citizens of Temecula. (Maintain A Safe And Family Oriented Environment, Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to provide financial assistance, in the amount of $125,000, to non-profit agencies for community programs that benefit citizens of Temecula. (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 MA City of Temecula Fiscal Year 2018-19 Annual Operating Budget CITY COUNCIL DIVISION/PROGRAM: COMMUNITY SUPPORT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Five-Year Long Performance FY FY FY FY Core Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of non-profit organizations funded >. through the Community 25 25 30 30 *' Service Funding and the V ai City Council Grant Maintain a Safe Program and Family Oriented c�a Total funding provided to Environment s support non-profit M programs through the ai $80,750 $81,508 $125,000 $125,000 = Community Service Program and City Council Grant Program Annual Operating Budget Ak City of Temecula R Fiscal Year 2018-19 "WmeC,'y Annual Operating Budget CITY MANAGER MISSION The City Manager Department serves as the City's executive office responsible to the City Council for implementing their priorities and objectives; to effectively deliver exceptional services, projects and programs to the citizens of Temecula; providing timely and accurate dissemination of City news and information to the community; and serve as the City's primary public liaison to all community stakeholders as well as intergovernmental relations with local, regional, State, Federal, tribal and international governments. The City Manager Department provides organizational leadership to City staff and operations, oversees the preparation and administration of a balanced annual budget, and implements all City Council policies, as guided by the Quality of Life Master Plan (QLMP). ORGANIZATIONAL CHART CITY MANAGER Aaron Adams GENERAL ECONOMIC HUMAN EMERGENCY ADMINISTRATION DEVELOPMENT RESOURCES MANAGEMENT Intergovernmental Business Attraction Benefits Training QLMP Business Retention L Employment Emergency Operations Center Legislation Marketing Training Emergency Operations Plan Community Funding Workforce Employee Relations Local Hazard Mitigation Special Projects Youth Employment Labor Relations Plan Business Ri sk M anagement Ombudsman Community Liaison Safety Temecula Valley Insurance [Entrepreneur's Exchange J Workers'Compensation Annual Operating Budget 7J Alk City of Temecula Fiscal Year 2018-19 Annual Operating Budget CITY MANAGER EXPENDITURES BY CATEGORY Program: City Manager Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 934,125 $ 1,008,678 $ 964,921 $ (43,757) -4.3% Operations&Maintenance 210,340 240,485 207,295 (33,190) -13.8% Internal ServiceAllocation 191,487 216,601 250,930 34,329 15.8% Total $ 1,335,952 $ 1,465,764 $ 1,423,146 $ (42,618) -2.9% Program: Economic Development Funding Source: General Fund Division: Workforce Development 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 152,612 $ 141,803 $ (10,809) -7.1% Operations&Maintenance 48,915 35,390 (13,525) -27.7% Total $ $ 201,527 $ 177,193 $ (24,334) -12.1% Program: Economic Development Funding Source: General Fund Division: Business Incubator Resource 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ $ 189,800 $ 94,000 $ (95,800) -50.5% Operations&Maintenance 21,533 20,331 (1,202) -5.6% Internal ServiceAllocation 231,066 249,816 18,750 8.1% Total $ $ 442,399 $ 364,147 $ (78,252) -17.7% Program: Economic Development Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 518,239 $ 287,540 $ 440,266 $ 152,726 53.1% Operations&Maintenance 368,418 391,466 357,945 (33,521) -8.6% Internal ServiceAllocation 115,360 132,583 159,012 26,429 19.9% Total $ 1,002,017 $ 811,589 $ 957,223 $ 145,634 17.9% Annual Operating Budget Alk 7J City of Temecula ((/ R Fiscal Year 2018-19 Annual Operating Budget CITY MANAGER EXPENDITURES BY CATEGORY(continued) Program: Business Incubator Funding Source: Rental Income,General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 93,412 $ $ $ 0.0% Operations&Maintenance 27,786 0.0% Internal Service Allocation 225,336 0.0% Total $ 346,534 $ $ $ 0.0% Program: Emergency Management Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 102,031 $ 101,547 $ 188,057 $ 86,510 85.2% Operations&Maintenance 3,786 15,611 10,823 (4,788) -30.7% Internal Servi ce Al I oca ti on 16,067 17,000 52,596 35,596 209.4% Total $ 121,884 $ 134,158 $ 251,476 $ 117,318 87.4% ANALYSIS/COMMENTS City Manager: Expenditures are declining by 2.9%due to less consulting services programmed for Fiscal Year 2018-19. Economic Development: Expenditures are increasing by 3.0%across all three divisions due to the addition of one part-time/benefitted position to assist with City-wide social media outreach. Emergency Management: Expenditures are increasing over the prior year due to a reallocation of personnel costs from the Insurance Fund to Emergency Management activities. Annual Operating Budget 7J Alk City of Temecula Fiscal Year 2018-19 Annual Operating Budget CITY MANAGER PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr CITY MANAGER City Manager 1.00 1.00 1.00 - Assistant City Manager 0.75 0.75 0.75 - Executive Assistant 1.00 1.00 1.00 - Senior Management Analyst 1.00 1.00 1.00 - Total 3.75 3.75 3.75 - ECONOMIC DEVELOPMENT Administrative Assistant(Confidential) 1.00 0.90 1.00 0.10 Management Aide III - - 0.50 0.50 Economic Development Analyst 1 2.30 - - - Economic Development Manager - - 1.00 1.00 Management Analyst- Economic Dev. - 2.90 1.00 (1.90) Senior Management Analyst - - 1.00 1.00 Total 3.30 3.80 4.50 0.70 BUSINESS INCUBATOR Economic Development Analyst 1 0.60 - - - Total 0.60 - - - EMERGENCY MANAGEMENT Fiscal Services Manager 0.50 - - - Risk Manager - 0.40 0.70 0.30 Total 0.50 0.40 0.70 0.30 Grand Total 8.15 7.95 8.95 1.00 Annual Operating Budget 7J Alk City of Temecula Fiscal Year 2018-19 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 expansion of citywide public safety services with the opening of a fifth fire station, and maintained newly expanded police protection. (Minimize the impact to life, property,and the environment from natural hazards and emergency situations,A Safe and Prepared Community) • Implemented "Community Pride" Mayor's citywide theme to support the hometown community environment that exists within the City of Temecula. (Maintain a Safe and Family Oriented Environment, 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, 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) • Developed and implemented Fiscal Year 17-18 Capital Improvement Program with projects to maintain and enhance City facilities and infrastructure. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget Alk 7J City of Temecula Fiscal Year 2018-19 Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: GENERAL ADMINISTRATION OBJECTIVES FOR CURRENT FISCAL YEAR • Implement fiscal policies and Council priorities regarding new revenue stream, while maintaining a balanced budget. (Maintain Overall Sound Fiscal Policies To Ensure Long Term Solvency, Accountable and Responsive City Government) • Introduce and provide citizen awareness of "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 country's safest cities. (Maintain a Safe and Family Oriented Environment, Healthy and Livable City) • Develop and plan the Mayor's State of the City Address 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) • Finalize the Regional Cancer Treatment Task Force with the goal of creating awareness of excellent cancer services and resources that are within Southwest Riverside County while attracting additional specialized cancer-related services and resources to the region. (Attract High Quality Medical Facilities,Healthy and Livable City) • Conduct a Community Outreach Survey to gauge citizen satisfaction. (Promote Community Involvement,Accountable and Responsive City Government) Annual Operating Budget Alk 7J City of Temecula Fiscal Year 2018-19 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 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Promote Number of community W Community 2 2 2 2 Involvement newsletters published a� 0 c7 v Maintain Overall a� > Sound Number of administrative Ul c Fiscal Policies to policies maintained N/A 18* 46 46 CL Ensure Long citywide *City Mgr. W Term Solvency Dept.only a� Number of local business Provide representatives and 0 attendees learning of City 0 Transparency to 0 the Public for All of Temecula's 550 600 600 600 U accomplishments, Q Government budget, development and Transactions future plans at State of the City event V G1 Provide Number of attendees .>_ Signature and participants learning Special Events of local Pechanga Culture 1000 1000 1000 1000 and Cultural at Pechanga Pu'eska s Opportunities Mountain Day holiday 4, a� 2 Annual Operating Budget City of Temecula l[ f•� Fiscal Year 2018-19 .. AS-t Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: ECONOMIC DEVELOPMENT SERVICES • Support existing businesses and encourage their continued prosperity and growth. • Manage an ongoing marketing/branding program to attract commercial and industrial development. • Manage an ongoing marketing/branding program to attract entrepreneurs and innovative startups. • Administer the business incubator and resource center facility to foster new business formation and provide resources to new and existing businesses. • Provide enrichment, education, employment, and resources for youth and young adults. • Work to attract new industries that bring an enhanced tax base, quality jobs, and new capital into the community. • Maintain strong relationships with educational, business, and community leaders to continue to maximize opportunities. • Facilitate smooth processing and problem solving for local businesses and businesses looking to expand in or relocate to Temecula. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Produced a new vocational workforce construction program. (Foster an "Educated Community" Through a Wide Variety Of Opportunities, Healthy and Livable City) • Created and delivered a community externship program. (Foster an "Educated Community"Through a Wide Variety Of Opportunities, Healthy and Livable City) • Expanded upon our business retention program. (Retention and Expansion Of Existing Businesses, Economic Prosperity) • Formed a Brewers Guild and created a public relations marketing campaign of the Ale Trail. (Continue to Promote Temecula Valley as a Destination,Economic Prosperity) • Created an Education Summit. (Foster an "Educated Community" Through a Wide Variety Of Opportunities, Healthy and Livable City) • Added another worksite for the Global Citizens Program. (Foster an "Educated Community"Through a Wide Variety Of Opportunities, Healthy and Livable City) • Provided 48 workshops and 300 business consultations at Temecula Valley Entrepreneurs' Exchange (TVEZ). (Foster an "Educated Community"Through a Wide Variety Of Opportunities, Healthy and Livable City) • Created a Grow Temecula Valley logo, marketing material and educational summit. (Retention and Expansion of Existing Businesses,Economic Prosperity) • Worked with retail consultant, Buxton, on strategic retail recruitment efforts citywide. (Retention and Expansion of Existing Businesses,Economic Prosperity) Annual Operating Budget � City of Temecula (7"' Fiscal Year 2018-19 . ` S°' Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: ECONOMIC DEVELOPMENT OBJECTIVES FOR CURRENT FISCAL YEAR • Produce a new vocational workforce culinary program by December 2018. (Foster an "Educated Community"Through a Wide Variety Of Opportunities,Healthy and Livable City) • Create a business attraction program focused on the Uptown Temecula corridor by June 2019. (Retention and Expansion Of Existing Businesses,Economic Prosperity) • Provide 50 workshops and 300 business consultations at TVE2 by June 2019. (Foster an "Educated Community"Through a Wide Variety Of Opportunities,Healthy and Livable City) • As online shopping becomes more popular, continue to work with retail consultant, Buxton, on strategic retail recruitment efforts City-wide. (Retention and Expansion of Existing Businesses, Economic Prosperity) • Re-launch Temecula Eats luncheons. (Retention and Expansion of Existing Businesses, Economic Prosperity) • Launch the first annual Start Up Week by September 2018. (Foster an "Educated Community"Through a Wide Variety Of Opportunities,Healthy and Livable City) • Create a senior workforce development program by Fiscal Year 2019-20. (Foster an "Educated Community"Through a Wide Variety Of Opportunities,Healthy and Livable City) • Launch 1 Million Cups program by April 2019. (Foster an "Educated Community" Through a Wide Variety Of Opportunities,Healthy and Livable City) i 1 _ Annual Operating Budget City of Temecula l[ f•� Fiscal Year 2018-19 .. AS-t Annual Operating Budget CITY MANAGER DIVISION/PROGRAM: ECONOMIC DEVELOPMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five-Year Long Term performance Measures 2015-16 2016-17 2017-18 2018-19 Value Goal Actuals Actuals Target Target Create a Business Number of local business w Friendly Regulatory site visits (to foster 102 90 100 102 CL Environment business relationships) i a cv Retention and Number of TVE2 Clients 16 10 10 10 c Expansion c of Existing Number of graduated LU Businesses TVEZ Clients 2 1 1 1 Number of attendees for Foster an "Educated Temecula Ambassador 50 50 60 60 *' program v Community Through a Wide Number of interns 100 115 125 130 Variety of = J Opportunities Number of colleges at 215 270 275 300 College Fair Annual Operating Budget AIL City of Temecula Fiscal Year 2018-19 (Tke"ea"°rs°other" CQuntry WineQ CoAnnual Operating Budget CITY MANAGER DIVISION/PROGRAM: EMERGENCY MANAGEMENT SERVICES • Emergency Management is the creation and maintenance of plans in order to reduce vulnerability to natural and manmade hazards and disasters. In addition, Emergency Management implements, monitors, and coordinates California's Standardized Emergency Management System (SEMS) within the City as well as the City's Emergency Operations Center (EOC) in support of public safety and emergency readiness. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Substantially completed Phase III (Year 3) of the Civic Center Emergency Operations Center (EOC) CIP project. This included purchasing printers, laptops, television monitors, phones, radio antennae installation, etc. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Completed the process of drafting procedures for the uniform use of the City's VESTA Alert Solution (Reverse 911) and VESTA Communicator. VESTA Alert Solution is a map-based emergency notification for population warning and mass notification. VESTA Communicator provides immediate, multi-modal notification to specific individuals, groups or teams. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Submitted the City's Local Hazard Mitigation Plan (LHMP) to the State of California Office of Emergency Services for review and approval. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Hosted a regional Emergency Management Summit to bring together regional first responders, emergency managers, elected officials, businesses, and the general public to discuss issues related to emergency preparedness, homeland security, and all-hazards events such as earthquakes, floods, droughts, fires, terrorism, and hazardous waste incidents that affect our region. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • In collaboration with FEMA, presented the City's first annual Youth Emergency Preparedness Program (YEPP). In addition to educating youth about emergency preparedness and all-hazardous events that affect the region (i.e. earthquakes, floods, droughts, fires, terrorism, etc.), participants of the program received hands on experience managing the City's 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) Annual Operating Budget AIL City of Temecula Fiscal Year 2018-19 (Tke"ea"°rs°other" CQuntry WineQ CoAnnual Operating Budget CITY MANAGER DIVISION/PROGRAM: EMERGENCY MANAGEMENT OBJECTIVES FOR CURRENT FISCAL YEAR • Host a regional Emergency Management Summit to bring together regional first responders, emergency managers, elected officials, businesses, and the general public to discuss issues related to emergency preparedness, homeland security, and all-hazards events such as earthquakes, floods, droughts, fires, terrorism, and hazardous waste incidents that affect our region. This project is expected to be completed by Fiscal Year 2019-20. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Host the City's second annual Youth Emergency Preparedness Program (YEPP). In addition to educating youth about emergency preparedness and all-hazardous events that affect the region (i.e. earthquakes, floods, droughts, fires, terrorism, etc.), participants of the program will receive hands on experience managing the City's Emergency Operations Center (EOC) via a simulated tabletop exercise. This project is expected to commence in June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community) • Complete a draft of the City's updated Emergency Operation Plan (EOP) for submission to the County of Riverside Emergency Management Department for review.This project is expected to be completed by June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Complete the City's Medication Point of Dispensing Plan (POD) for submission to the County of Riverside Emergency Management Department for approval. This project is expected to be completed by June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Complete the City's Emergency Communications Plan. This project is expected to be completed by June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Complete the City's Donations Management Plan. This project is expected to be completed by June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) Annual Operating Budget AIL City of Temecula Fiscal Year 2018-19 (Tke"ea"°rs°other" CQuntry Wineq CoAnnual Operating Budget CITY MANAGER DIVISION/PROGRAM: EMERGENCY MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five-Year Long Performance 2015-16 2016-17 2017-18 2018-19 Value Term Goal Measures Actuals Actuals Target Target Number of tabletop functional exercises provided to allow staff to become more familiar 1 2 2 2 >, with procedures,facilities, and systems used during E an actual emergency. E Minimize the v Impact to Life, WProperty, and the Environment from Percentage of staff trained CL Natural Hazards on Emergency 85% 85% 90% 90% a and Emergency Management Situations a� N Q Number of Emergency Management summits to educate the public about N/A N/A 2 2 "all hazards"that affect the region. Annual Operating Budget �a City of Temecula 71ew Fiscal Year 2018-19 Annual Operating Budget CITY CLERK MISSION The City Clerk's office is committed to serving the needs of the citizens of our community in a neutral and ethical manner by providing equal access to open and transparent government, ensuring the integrity of the participatory process, bridging internal and external communication pathways, and enhancing the public's trust in local government. ORGANIZATIONAL CHART CITY CLERK Randi Johl OPEN MEETINGS ELECTIONS RECORDS MANAGEMENT ELECTIONS Fair Political Practices Commissions(FPPC) Filings Records Services And Programs Legislative Operations Boards And Commissions Annual Operating Budget �a City of Temecula 71ew Fiscal Year 2018-19 Annual Operating Budget CITY CLERK DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT EXPENDITURES BY CATEGORY Program: City Clerk Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 722,084 $ 814,375 $ 826,964 $ 12,589 1.5% Operations&Maintenance 180,250 202,640 241,493 38,853 19.2% Internal Service Allocation 248,432 262,361 309,311 46,950 17.9% Total $ 1,150,766 $ 1,279,376 $ 1,377,768 $ 98,392 7.7% ANALYSIS/COMMENTS City Clerk: Expenditures are expected to increase by 7.7%due to increased costs associated with being a municipal election year, in addition to higher Internal Service allocations. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr CITY CLERK Administrative Assistant 1.00 1.00 1.00 - Directorof Legislative Affairs/City Clerk 1.00 1.00 1.00 - Office Specialist 3.00 - - - Office Specialist II - 1.00 1.00 - Management Aide III - 1.00 1.00 - Records Manager 1.00 1.00 1.00 - Records Technician - 1.00 1.00 - Total 6.00 6.00 6.00 - Annual Operating Budget �a City of Temecula 71ew Fiscal Year 2018-19 Annual Operating Budget CITY CLERK DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT SERVICES(continued) • 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 • Completed study regarding the City's elections and electoral processes from incorporation to the present and updated related policies and programs. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Completed City vault inventory, evaluated results, and incorporated vault review into the annual records management, retention and destruction program. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Completed final phase of eliminating off-site records storage by relocating remaining offsite physical records in-house and incorporating in the annual records management, retention and destruction program. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Conduct first district-based general municipal election for officeholders and/or local measures that are on the November 2018 ballot. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Conduct biennial review and update of Citywide Conflict of Interest Code pursuant to the Political Reform Act. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Implement Citywide Agenda Management System and conduct related trainings for appointed and elected officials and employees. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) Annual Operating Budget �a City of Temecula 71ew Fiscal Year 2018-19 Annual Operating Budget CITY CLERK DIVISION/PROGRAM: OPEN MEETINGS, ELECTIONS AND RECORDS MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of Electronic V Delivery of Agenda and 100% 100% 100% 100% °1 Promote Energy Materials Efficient Operations and Development Number of Electronic 810 788 800 800 cn WebCA Requests Foster An Organizational Percentage of Positions Structure That Aligns Cross-Trained for 100% 100% 100% 100% Resources With Departmental Coverage i Demands 0 Q Percentage of Public Records Act Requests 100%o 0 0 0 V Processed In Statutory Time 100% 100% 100% > Period Q Provide Number of Annual Conflict Transparency To The of Interest Filings for Public For All Council, Boards, 76 78 78 78 Government Commissions,and ai Transactions Employees Percentage of Open 3 Meeting/Public Notices 100% 100% 100% 100% Q Published On or Before Statutory Time Period Annual Operating Budget City of Temecula ttt L{ Fiscal Year 2018-19 Annual Operating Budget CITY ATTORNEY MISSION The mission of the City Attorney's Office is to provide quality, timely, and cost-effective legal analysis, opinion, and advice to the City's elected officials, departments, appointed commissions and boards on a broad range of legal, administrative, legislative, and procedural matters, including application of constitutional, statutory, administrative, and local government law. The City Attorney's Office strives to effectively provide timely research, analysis, evaluation, and drafting of legal and other documents necessary to the accomplishment of the City's municipal functions and goals. The City Attorney's mission includes representation of the City in judicial, administrative, and appellate proceedings in an efficient and cost-effective manner. The City contracts with Richards, Watson & Gershon to provide City Attorney and public law services. ORGANIZATIONAL CHART CITY COUNCIL CITY ATTORNEY Peter M.Thorson CITY MANAGER Aaron Adams Annual Operating Budget City of Temecula ttt L{ Fiscal Year 2018-19 Annual Operating Budget CITY ATTORNEY EXPENDITURES BY CATEGORY Program: CityAttorney Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 739,277 $ 765,000 $ 780,300 $ 15,300 2.0% Total $ 739,277 $ 765,000 $ 780,300 $ 15,300 2.0% ANALYSIS City Attorney: Expenditures are projected to increase by 2%due to ongoing legal activities, drafting of City ordinance, resolutions and contract review. SERVICES • Serves as legal advisor to the City Council, City Manager, and the various City departments, Commissions, Committees, and Boards. • Prepares and approves the majority of proposed City ordinances, resolutions, contracts, and other legal documents. • Represents the City of Temecula in all litigation. Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE MISSION Primary responsibilities of the Finance Department include cash and investment management, financial reporting, coordination and preparation of the Annual Operating Budget and Capital Improvement Program, internal audit, payroll, accounts receivable, financial oversight, business licensing, purchasing and contracting, financial management of Police, Animal Control and Fire contracts, and administration of all City funds and accounts. ORGANIZATIONAL CHART FINANCE DIRECTOR Jennifer Hennessy FINANCE SUPPORT BUDGETING FINANCIAL REVENUE SERVICES REPORTING MANAGEMENT Accounts Procurement Operating Payable Treasury and Investments Debt Accounts Administration Capital Receivable Business License and Cashier Animal Control General Ledger Contract Five Year Forecasting Maintenance Administration Grants Administration Police and Fire Annual Reports Contract Administration Payroll Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE EXPENDITURES BY CATEGORY Program: Finance Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 1,646,863 $ 1,860,443 $ 1,876,948 $ 16,505 0.9% Operations&Maintenance 157,566 219,785 199,820 (19,965) -9.1% Internal Service Allocation 413,259 433,713 462,734 29,021 6.7% Total $ 2,217,688 $ 2,513,941 $ 2,539,502 $ 25,561 1.0% Program: Animal Control Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 462,864 $ 461,770 $ 425,572 $ (36,198) -7.8% Total $ 462,864 $ 461,770 $ 425,572 $ (36,198) -7.8% ANALYSIS/COMMENTS Finance: Expenditures are projected to increase by 1%due to higher Internal Service Fund allocations. Animal Control: Expenditures are decreasing by 7.8% due to lower Debt Service costs, as a result of the refinancing of the outstanding debt used to construct the Animal Shelter. CITY CF TEMECULA 4 F Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr FINANCE Administrative Assistant 1.00 1.00 - (1.00) Accountant I (Confidential) 1.00 1.00 0.83 (0.17) Accounting Assistant 1.00 1.00 2.00 1.00 Accounting Assistant-Cashier 1.00 1.00 1.00 - Accounting Manager 1.00 - - - Accounting Specialist 1.00 - - - Accounting Technician I - 1.00 1.00 - Accounting Technician 11 1.00 1.00 1.00 - Payroll Coordinator (Confidential) 1.00 1.00 1.00 - Business License Technician 1.00 1.00 1.00 - Director of Finance 1.00 1.00 0.92 (0.08) Fiscal Services Manager - 2.00 2.00 - Purchasing Manager 1.00 1.00 1.00 - Revenue Manager 1.00 - - - Senior Management Analyst 0.40 0.40 0.60 0.20 Total 12.40 12.40 12.35 (0.05) COMMUNITY FACILITY DISTRICTS Accountant I (Confidential) - - 0.17 0.17 Director of Finance - - 0.08 0.08 Senior Management Analyst 0.22 0.22 - (0.22) Total 0.22 0.22 0.25 0.03 Grand Total 12.62 12.62 12.60 (0.02) Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE DIVISION/PROGRAM: FINANCE SUPPORT SERVICES SERVICES • Oversee the Citywide coordination of the City's Annual Operating Budget and Capital Improvement Program Budgets. • Manage and develop annual and five year forecasts for City funds and programs, provide oversight of City's internal controls and manage audit requirements. • Provide front-line customer service to the public and manage the issuance and renewal of business licenses for businesses operating within the City limits. • In accordance with Investment Policy, manage cash and investments focusing on safety and liquidity, as well as return on investment. • Prepare Comprehensive Annual Financial Report, Single Audit Reports, State Reports and Quarterly Financial reports. • Process Accounts Payable, Accounts Receivable, biweekly Payroll and yearly W-2, 1098 and 1099 reporting. • Maintain and update general ledger accounts for budget preparation and financial reports. • Review all City contracts and insurance certificates to ensure compliance with State law, Public Contract Code and the Temecula Municipal Code. • Administer the City's purchasing process in accordance with the Temecula Municipal Code. • Administer the City's debt obligations, including Community Facility District bonds, Tax Allocation bonds, and the Financing Lease. • Coordinate the annual update of the rates and charges of the City's eligible Service Levels. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Received awards related to 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) • Refinanced $80,210,000 in outstanding Tax Allocation Bond issuances of the former Redevelopment Agency, creating annual savings of approximately $570,000 in debt service payments. (Foster an Organizational Structure that Aligns Resources With Demands, Accountable and Responsive City Government) • Conducted feasibility analysis of refinancing the outstanding Civic Center Private Placement lease, and determined it was not in the City's best interest to refinance at this time. (Foster an Organizational Structure that Aligns Resources With Demands, Accountable and Responsive City Government) • Analyzed and developed recommendations to implement an Internal Revenue Code Section 115 Irrevocable Pension Trust,to mitigate the rising costs of the City's unfunded liabilities as a result of actuarial assumption changes implemented by CalPERS combined with fluctuating investment returns. (Foster an Organizational Structure that Aligns Resources With Demands, Accountable and Responsive City Government) Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE DIVISION/PROGRAM: FINANCE SUPPORT SERVICES ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR(continued) • Enhanced the process by which the City reviews Requests for Proposals (RPFs) by utilizing technology to streamline the process and improve efficiency. (Provide transparency to the public for all government transactions,Accountable and Responsive City Government) • Conducted RFP for an independent third-party Certified Public Accounting firm to conduct the City's annual financial audit and review. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Refinanced outstanding Community Facilities District Bonds for CFD No. 03-02 - Roripaugh Ranch and CFD No. 03-01 -Crowne Hill, creating annual taxpayer savings. (Foster an Organizational Structure that Aligns Resources With Demands,Accountable and Responsive City Government) • Issued $42,815,000 in new Community Facility District Bonds (CFD 16-01 Roripaugh Ranch, Phase II) to refinance a portion of CFD 03-02 Roripaugh Ranch bonds and to generate additional capital for infrastructure improvements within the Roripaugh Ranch district. (Foster an Organizational Structure that Aligns Resources With Demands,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Apply for and receive awards related to 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 feasibility analysis 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) • Implement the Citywide use of the enhanced cost accounting capabilities to better track the cost of capital projects, special events and other programs. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Finalize the Citywide Indirect Cost Allocation Plan and Cost of Services Study. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget �.1 City of Temecula � Fiscal Year 2018-19 Annual Operating Budget FINANCE DIVISION/PROGRAM: FINANCE SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Term FY FY FY FY Value Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Purchase orders 2,500 2,500 2,500 2,500 > processed oMaintain Overall Sound Q Bids processed online 50 50 50 50 Fiscal Policies to Ensure Long Term Solvency Purchase orders > processed within two 100% 100% 100% 100% days V Provide Transparency Monthly Treasurer's Uto the Public For All Report completed and 100% 100% 100% 100% U Government distributed within 30 days Q Transactions of month-end _ Number of business 8,700 8,500 8,300 8,300 Create a Business license issued CL Friendly Regulatory Ul o Environment Number of on-line LU a business license renewals 3,000 2,000 2,700 2,700 Annual Operating Budget A.A City of Temecula 1 ' Fiscal Year 2018-19 Annual Operating Budget HUMAN RESOURCES MISSION The Human Resources Department is dedicated to providing quality service to our internal and external customers, and specifically to the City of Temecula employees of the past, present, and future by attracting, developing, and retaining a highly-qualified, diverse, positive, and productive workforce.The Human Resources staff is committed to fostering an environment of trust, objectivity, mutual respect, collaboration, innovation, open communication, safety, health, compassion, and well-being. ORGANIZATIONAL CHART HUMAN RESOURCES MANAGER Isaac Garibay HUMAN RESOURCES RISKMANAGEMENT Administration Insurance Classification and General Liability Compensation Employee Benefits Workers' Compensation Recruitment,Selection Employee Safety and Retention Claims Administration Organizational Development and Training Employee Relations Labor Relations Annual Operating Budget A-" City of Temecula 1 ' Fiscal Year 2018-19 Annual Operating Budget HUMAN RESOURCES EXPENDITURES BY CATEGORY Program: Human Resources Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 473,788 $ 581,412 $ 659,846 $ 78,434 13.5% Operations&Maintenance 155,105 230,064 318,200 88,136 38.3% Internal Service Allocation 106,284 168,389 121,347 (47,042) -27.9% Total $ 735,177 $ 979,865 $ 1,099,393 $ 119,528 12.2% ANALYSIS/COMMENTS Human Resources: Expenditures are projected to increase by 12.2%due to the addition of a Citywide training program designed to provide all employees Customer Service training opportunities, as well as management-specific training. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr HUMAN RESOURCES Administrative Assistant(Confidential) - 0.10 - (0.10) Assistant City Manager 0.25 0.25 0.25 - Fiscal Services Manager - - - - Human Resources Manager 1.00 0.90 0.90 - Human Resources Technician I - 1.00 1.00 - Office Specialist(Confidential) 1.00 - - - Senior Management Analyst 1.00 1.00 1.00 - Risk Manager - 0.10 0.10 - Senior Office Specialist(Confidential) - 1.00 1.00 - Total 3.25 4.35 4.25 (0.10) Annual Operating Budget A-" City of Temecula 1 ' Fiscal Year 2018-19 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT SERVICES • Administration: Review, update, and develop policies and procedures to ensure compliance with public sector labor and employment laws and alignment with Citywide operations and objectives; prepare and monitor the department's budget and expenditures; manage and oversee Federal and State government-mandated compliance programs including Department of Transportation (DOT) drug/alcohol testing, Department of Motor Vehicles(DMV) pull notice, Department of Justice(DOJ) LiveScan fingerprinting, and professional license/certificate verifications; maintain employee files and personnel records;and maintain the City's Personnel System as outlined in the City's Municipal Code. • Classification and Compensation: Conduct objective studies of classifications and labor markets to ensure City staff is appropriately classified and equitably compensated; and develop and revise classification specifications to accurately reflect required qualifications, job duties, and scope of responsibility. • Employee Benefits: Administer retirement plans, health insurance plans, and other City benefits; update and maintain employee data in HRIS/payroll system; interpret and apply CalPERS regulations;evaluate and address unemployment insurance claims;and administer COBRA benefits for separated employees. • Recruitment, Selection & 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 &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 A-" City of Temecula 1 ' Fiscal Year 2018-19 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Consolidated all employees (i.e. authorized and project) into one Classification and Compensation system, which completes the implementation of the Classification Plan adopted by the City Council on March 25, 2014. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Implemented a 4-year successor Memorandum of Understanding with Teamsters Local 911. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Implemented the City's electronic employee onboarding system for all City employees. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Implemented the City's electronic employee background screening services for all new City employees. (Maintain a Safe and Family Oriented Environment,Healthy and Livable City) • Filled a new Human Resources Technician I position via an internal promotion. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Selected vendors to provide Citywide Employee Development Training services. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Develop and Implement the Citywide Employee Development Training Program by June 2019. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Update and publish the City's Personnel Policies and Administrative Guidelines by June 2019. (Provide Transparency to the Public for all Government Transactions, Accountable and Responsive City Government) • Implement the City's electronic applicant tracking system for all hiring managers to use by June 2019. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Implement the City's electronic performance management system for all City employees by June 2019. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Implement the City's online testing system to test job applicants by June 2019. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) Annual Operating Budget A-" City of Temecula 1 ' Fiscal Year 2018-19 Annual Operating Budget HUMAN RESOURCES DIVISION/PROGRAM: HUMAN RESOURCES MANAGEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of employees completing the City of N/A N/A N/A 100% Temecula's Customer Service Training Program Percentage of hiring managers using the City's N/A N/A N/A 100% }, electronic applicant Foster an Wtracking system E Organizational Structure that Percentage of 0 Aligns Resources performance evaluations Q with Demands completed using the >' N/A N/A N/A 100% vCity's electronic > performance v� management system 0 CL Percentage of job oC applicant testing N/A N/A N/A 100% conducted via the City's online testing system 3 Percentage of Personnel U Policies updated and o 0 0 0 U 25% 0% 0% 100% Q Provide made available Transparency to electronically the Public for all Government Percentage of Transactions Administrative Guidelines 50% 0% 25% 100% updated and made available electronically Annual Operating Budget A-" City of Temecula 1 ' Fiscal Year 2018-19 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 & 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 union with Third Party Administrators to process both liability and workers' compensation claims against the City. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Completed the implementation of the City's online safety training module (non-proprietary). (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to develop, implement and/or update City-wide safety training programs through June of 2019. (Minimize the Impact to Life, Property,and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continue to hold "all-hazards" evacuation drills at applicable City facilities through June of 2019. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) Annual Operating Budget A-" City of Temecula 1 ' Fiscal Year 2018-19 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 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target E Minimize the E Impact to Life, _0 Property, and „ the Environment Number of all-hazards from Natural evacuation drills at N/A N/A 1 2 a Hazards and applicable City facilities. Emergency a� Situations N Q Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT MISSION Community Development is a multi-disciplinary department providing planning, development services, Community Development Block Grant (CDBG), and affordable housing to citizens, elected officials, appointed boards, commissions, and City departments. The department guarantees all development is consistent with the General Plan, Municipal Codes, and Building Codes. Community Development ensures that the goals of the community are met, with regards to health, life safety, public welfare, and neighborhood preservation. The department also conducts activities related to the winding down of redevelopment through the Successor Agency to the Temecula Redevelopment Agency. ORGANIZATIONAL CHART DIRECTOR OF COMMUNITY DEVELOPMENT LUKE WATSON CURRENT PLANNING/ BUILDING AND LONG RANGE COMMUNITY PERMIT CENTER SAFETY CODE ENFORCEMENT PLANNING SARDA/HOUSING DEVELOPMENT BLOCK ADMINISTRATION GRANT Consolidated Plan CURRENT PLANNING PERMITCENTER Inspection Services Nuisance Abatement General Plan i P Implementation Operating Budget Zoning Ordinance HUD Grant Development Review Plan Processing Plan Review Weed Abatement using P Development Administration and FCIPBLudget Processing e -, Compliance Public Information Permit Issuance Public Sign Abatement rEngtagement Procurement and eInformation nd Sub-recipient Contract n Contract Administration Public Information Administration CEQA Management Abandoned Vehicle Abatement Solid Waste& Capital Projects Public Information Recycling Administration Administration Personnel Community Energy Conservation Engagement Programs Grant Writing Administration Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY Program: Planning Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 1,160,837 $ 1,466,304 $ 1,357,174 $ (109,130) -7.4% Operations&Maintenance 212,453 628,518 571,634 (56,884) -9.1% Internal ServiceAllocation 421,559 486,784 470,046 (16,738) -3.4% Total $ 1,794,849 $ 2,581,606 $ 2,398,854 $ (182,752) -7.1% Program: Building and Safety Funding Source: General Fund Division: Code Enforcement 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 437,208 $ 478,863 $ 610,826 $ 131,963 27.6% Operations&Maintenance 36,302 145,055 116,899 (28,156) -19.4% Internal ServiceAllocation 110,493 116,726 158,484 41,758 35.8% Total $ 584,003 $ 740,644 $ 886,209 $ 145,565 19.7% Program: Building and Safety Funding Source: General Fund Division: Building and Safety 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 1,185,380 $ 1,345,768 $ 1,577,951 $ 232,183 17.3% Operations&Maintenance 255,868 266,697 265,470 (1,227) -0.5% Internal ServiceAllocation 229,479 233,239 300,510 67,271 28.8% Total $ 1,670,727 $ 1,845,704 $ 2,143,931 $ 298,227 16.2% Program: Affordable Housing Funding Source: Intergovernmental Revenue 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 168,787 $ 179,325 $ 260,716 $ 81,391 45.4% Operations&Maintenance 47,223 222,269 224,284 2,015 0.9% Internal ServiceAllocation 31,908 34,477 32,502 (1,975) -5.7% Total $ 247,918 $ 436,071 $ 517,502 $ 81,431 18.7% Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT EXPENDITURES BY CATEGORY(continued) Program: CDBG Funding Source: Intergovernmental Revenue 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 103,137 $ 104,593 $ 109,385 $ 4,792 4.6% Operations&Maintenance 108,816 124,233 113,880 (10,353) -8.3% Operating Transfer Out 221,073 1,138,881 323,660 (815,221) -71.6% Total $ 433,026 $ 1,367,707 $ 546,925 $ (820,782) -60.0% Program: SARDA Funding Source: Intergovernmental Revenue 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations and Maintenance $ 1,586,090 $ 1,191,000 $ 1,181,490 $ (9,510) -0.8% DebtService-Interest 4,748,559 4,655,748 3,288,182 (1,367,566) -29.4% DebtService-Principal - 1,945,000 2,300,000 355,000 18.3% Operating Transfer Out-CIP 250,000 409,843 - (409,843) -100.0% Total $ 6,584,649 $ 8,201,591 $ 6,769,672 $(1,431,919) -17.5% ANALYSIS/COMMENTS Planning: Expenditures are projected to decrease by 7.1%due to the reallocation of personnel from Planning to Affordable Housing activities,the reduction of temporary help and consulting services. Offsetting the decrease is the addition of one full-time Assistant Planner position within the Long Range Planning division. Building&Safety: Expenditures are increasing by 17.2%due to the addition of two full-time positions including, a Building Inspector I and an Office Specialist II. Affordable Housing: Expenditures are increasing 16% due to the reallocation of personnel costs from Planning. CDBG: Expenditures are declining by 60% due to a reduction in the transfer of CDBG fund to Capital Projects, which vary greatly from one year to the next, based on project activity. SARDA: Expenditures are declining by 17.5%due to the reduction in Debt Service costs as a result of the 2017 refinancing of the outstanding debt issuances related to the former Redevelopment Agency. Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr COMMUNITY DEVELOPMENT-PLANNING Administrative Assistant 0.65 0.65 0.75 0.10 Assistant Planner 1.00 1.00 1.75 0.75 Associate Planner 1 1.00 2.00 2.00 - Associate Planner 11 - - 0.40 0.40 Community Development Director 0.50 0.50 0.45 (0.05) Community Development Technician 1.08 - - - Community Development Technician I - 0.66 0.44 (0.22) Community Development Technician 11 - 0.50 0.20 (0.30) Development Processing Coordinator 0.25 - - - Economic Development Analyst 1 0.10 - - - Management Analyst- Economic Dev. - 0.10 - (0.10) Office Specialist 11 - - 0.50 0.50 Planning Technician - 1.00 1.00 - Principal Planner 1.00 1.00 1.00 - Principal Management Analyst 0.50 0.50 0.35 (0.15) Community Dev. Processing Supervisor - 0.25 0.10 (0.15) Senior Planner 2.00 1.00 0.60 (0.40) Total 8.08 9.16 9.54 0.38 COMMUNITY DEVELOPMENT-BUILDING &SAFETY Administrative Assistant 0.10 0.10 0.10 - Building Inspector I - - 1.00 1.00 Building Inspector 11 4.00 3.00 3.00 - Building Official 1.00 1.00 1.00 - Code Enforcement Officer 1 2.00 1.00 1.00 - Code Enforcement Officer 11 - 1.00 1.00 - Community Development Director 0.25 0.25 0.25 - Community Development Technician 2.58 - - - Community Development Technician I - 0.68 1.23 0.55 Community Development Technician 11 - 1.50 1.80 0.30 Development Processing Coordinator 0.75 - - - Office Specialist 11 - - 0.50 0.50 Principal Management Analyst 0.10 0.10 0.20 0.10 Senior Building Inspector - 1.00 1.00 - Senior Code Enforcement Officer 1.00 1.00 0.95 (0.05) Community Dev. Processing Supervisor - 0.75 0.90 0.15 Senior Office Specialist 2.00 2.00 2.00 - Total 13.78 13.38 15.93 2.55 Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT PERSONNEL ALLOCATION (continued) Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr CDBG Principal Management Analyst 0.13 0.13 0.20 0.07 Total 0.13 0.13 0.20 0.07 AFFORDABLE HOUSING Administrative Assistant 0.25 0.25 0.15 (0.10) Assistant Planner - - 0.25 0.25 Associate Planner II 0.25 0.25 0.35 0.10 Community Development Director 0.25 0.25 0.25 - Principal Management Analyst 0.28 0.27 0.20 (0.07) Senior Planner - - 0.35 0.35 Total 1.03 1.02 1.55 0.53 SERVICE LEVEL D Associate Planner II 0.75 0.75 0.25 (0.50) Community Development Director - - 0.05 0.05 Principal Management Analyst - - 0.05 0.05 Senior Planner - - 0.05 0.05 Total 0.75 0.75 0.40 (0.35) Grand Total 23.77 1 24.44 1 27.62 3.18 Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER SERVICES • Provide development and environmental review services for development projects. • Provide planning related analysis and recommendations to Planning Commission and City Council for issues related to development applications. • Process building permits, including initial application, plan check, issuance, and records retention. • Guide and educate customers on building permit requirements, and the residential development code to ensure code compliance and a seamless permitting process for the applicants. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • In coordination with the developer, completed the entitlement process for residential projects Altair and Cypress Ridge. (Provide Housing for All Income Types in the Community, Accountable and Responsive City Government.) • In coordination with the developers, completed the entitlement process for proposed senior residential projects Generations at Linfield and West Living. (Provide Housing for All Income Types in the Community,Accountable and Responsive City Government.) • Processed a General Plan Amendment and Specific Plan Amendment for the development of 1,700 residential units at Roripaugh Ranch. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) • In coordination with the developers, completed the entitlement process for proposed mixed use development Town Square Marketplace. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) • In coordination with developers, completed the entitlement process for the proposed hotels Hilton Garden Inn, Truax Hotel, and Staybridge Suites. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) • In coordination with developers, completed the entitlement process for proposed industrial buildings at Remington Way, Zevo Way, and Winchester Road. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) • Continued to provide free pre-application services for potential developments in the community. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) • Held quarterly coordination meetings with Pechanga to discuss on-going projects. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) • The Permit Center issued approximately 3,800 permits. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) • Assisted approximately 12,000 visitors with development inquiries at the C-Desk. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER OBJECTIVES FOR CURRENT FISCAL YEAR • In coordination with developers, complete the entitlement process for the proposed Promenade Mall Transit Center to expand transit services. (Create a Business Friendly Regulatory Environment, Economic Prosperity.) • Continue to provide free pre-application services for potential developments in the community. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) • Hold 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 three tentative tract maps for residential projects — Paseo del Sol, Roripaugh Ranch, and Seraphina, for a total of 845 housing units. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) • In coordination with the developer, complete the entitlement process for the Jefferson/Winchester Hotel Development Plan, a 39,294 square foot hotel with 61 rooms. (Create a Business Friendly Regulatory Environment,Economic Prosperity.) A .� lad . Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Five-Year Long Performance FY FY FY FY Core Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of all customer requests responded to within 100% 100% 100% 100% 24 hours a� E i Percentage of Development Plan applications processed 90% 90% 90% 90% C within 12 months C7 Percentage of Major V Conditional Use Permit 90% 90% 90% 90% > Provide Transparency applications processed within To The Public For All 12 months Q Government Percentage of Major Transactions Modification applications 90% 90% 90% 90% processed within 3-5 months Percentage of Notice of Exemption and Notice of Determination filings sent to U the Riverside County Recorder 100% 100% 100% 100% Q within 3 business days of project approval for CEQA exempt projects Annual Operating Budget 33 Ak� City of Temecula ( R Fiscal Year 2018-19 [[[Tk,H-1 F4 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CURRENT PLANNING AND PERMIT CENTER PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR (continued) Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of applicants receiving approval letter and Conditions of Approval 100% 100% 100% 100% W within 3 business days of project approval a� 0 Percentage of Building C7 Department plan checks v completed within 12 > business days for first 100% 100% 100% 100% Provide Transparency submittals and within 7 0 To The Public For All CL Government business days for o°1C Transactions subsequent submittals c�a Percentage of plan checks a) reviewed for Land Development by Planning completed within 15 0 0 0 0 0 100% 100% 100% 100% U business days for first Q submittals and within 10 business days for subsequent submittals Annual Operating Budget City of Temecula Fiscal Year 2018-19 T"P"Pa"°`S°°`h°` co' wine n.Cvunrry y 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 • In coordination with developers, complete inspections for Fit Brewing, Total Wine and More, US Navy Medical Clinic, and DSW. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Issued Certificates of Occupancy for Vitality Medical Company, Delta Inland Valley Home Healthy, Temecula Medical Office Building, two industrial buildings, and Craft Brewing Company. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continued to improve and promote the online building inspection request program. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Increased public awareness and educated developers through workshops on Title 24 implementation and California Building Code requirements. (Promote Community Involvement, Accountable and Responsive City Government) • Completed and adopted an Expedited Electric Vehicle Charging Station Ordinance. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • In coordination with IT, streamlined the Inspection and Permit Modules in EnerGov to increase efficiency in the inspection process. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Conducted approximately 20,000 inspections. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Completed a Memorandum of Understanding with the County of Riverside for the inspection of on-site wastewater treatment systems. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Certify an additional building inspector as a California Certified Accessibility Specialist to assist developers in ADA compliance. (Minimize the Impact to Life, Property,and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continue to improve and promote the online building inspection request program. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget City of Temecula Fiscal Year 2018-19 T"P"Pa"°`S°°`h°` co' wine n.Cvunrry y Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: BUILDING& SAFETY OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Increase public awareness and educate developers by holding a developer workshop on California Energy Code changes and ADA regulations. (Promote Community Involvement, Accountable and Responsive City Government) • In coordination with the developer, complete plan check and inspections for the development of iA- Robotics, a 31,000 square foot industrial building. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • In coordination with the developer, complete plan check and inspections for the development of three hotels including the Moreno Hotel, Home 2 Suites, and Hilton Garden Inn for approximately 230 hotel rooms. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continue to coordinate with IT to increase the number of permits that can be applied for online through our Citizen Access Portal (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • In coordination with the developer, complete inspections for Gateway to Temecula, a commercial development on Temecula Parkway by August 2018. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Term FY FY FY FY Value Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target >. Complete all photo-voltaic v plan checks within 72 100% 100% 100% 100% Provide Transparency To hours >_ The Public For All r_ Government o +, Number of workshops Q Transactions provided for active 2 2 1 1 oC developers in the City > 20 per 20 per 20 per 20 per p Number of inspections per : Foster An Organizational person, per day person/ person/ person/ person/ Structure That Aligns day day day day Resources With Length of time customers 48-72 72 48 48 U Demands must wait for next Q available inspection hours hours hours hours Annual Operating Budget Alk c7 �. City of Temecula tT Fiscal Year 2018-19 `""'°`C— w-Coumry 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 • Continued 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) • Continued to improve the efficiency of the citation process through EnerGov and iGEnforce. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Continued 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) • Continued 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) • All Code Enforcement Officers completed training programs through the California Association of Code Enforcement Officers. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to decrease the number of non-operable vehicles in the City. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community) • Continue to increase public awareness of nuisance issues via the City website, social media, and public outreach. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Continue to collaborate with Community Services and Law Enforcement on the implementation of the Responsible Compassion Program. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget Alk c7 �. City of Temecula tT Fiscal Year 2018-19 `""'°`C— w-Coumry Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: CODE ENFORCEMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of brochures created V for common code violations, 1 0 1 1 in order to create public 0 }, awareness CProvide a� E Transparency To The Number of workshops Public For All provided for active developers > Government and business owners in the 2 1 1 1 Transactions city 0 Percentage of inquiries o 0 0 0 0 100% 100% 100% 100% U followed up within 24 hours Q Continue To Aggressively Number of hours for turnaround time for graffiti 48 48 48 48 E Mitigate Graffiti And abatement E Vandalism 0 V Minimize The Impact Percentage of weed M abatement cases successfully 900% 95% 95% 95% CL To Life Property, And The resolved prior to placing a lien a on the property Environment From 0 Natural Hazards And ,} Emergency Percentage of code cases that cn Situations are resolved and closed within 75% 80% 80% 80% Q 3 weeks Annual Operating Budget Ak �, City of Temecula ((( R Fiscal Year 2018-19 Heart of Sour Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING SERVICES • 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. • Provide planning related analysis and recommendations to community, City staff, City Commissions and City Council for issues related to current and future development. • Engage in all planning processes regarding future development of the City and region. • Administer solid waste agreement to ensure efficient solid waste removal and recycling. • Conduct public outreach efforts. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Completed the Draft Uptown Temecula Streetscape and Beautification Plan. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Continued to coordinate with Public Works to stripe an additional 10 miles of bike lanes in the City. (Connect the City Through a Series of Trails and Walkways, Transportation Mobility and Connectivity) • Updated the Uptown Temecula In-Lieu Fee program for the construction of new streets within the Specific Plan. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • In conjunction with our waste hauler, CR&R, organized two City-wide cleanups. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Completed and adopted an ordinance for the regulation of Marijuana, in conjunction with the regulations of Proposition 64. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government). • Completed and adopted Donation Collection Container Ordinance. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Initiated a public outreach program on the issue of short-term rentals. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Held quarterly meetings with the cycling community for the implementation of the Multi-Use Trails and Bikeways Master Plan. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) Annual Operating Budget Ak �, City of Temecula ((( R Fiscal Year 2018-19 Heart of Sour Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR(continued) • Continued to monitor development activity throughout the region to assess impacts on the community. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Continued to participate in regional organizations such as the Western Riverside Council of Governments (WRCOG) and the Southern California Association of Governments (SCAG). (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Complete and adopt a Valet Ordinance, establishing regulations to allow valet parking throughout the City by June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Update the Uptown Temecula Specific Plan and Old Town Specific Plan by June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Complete the Old Town Parking Study by June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Update the City's Massage Ordinance in accordance with State legislation by June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Complete and adopt an Affordable Housing Overlay Zone and Density Bonus Ordinance in accordance with State legislation by June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • Complete the community outreach process on short-term rentals and draft an ordinance defining regulations on the issue buy June 2019. (Create a Business Friendly Regulatory Environment, Economic Prosperity) • In coordination with Public Works, complete the construction of the Bicycle Pump Track at Ronald Reagan Sports Park. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • In coordination with Public Works, develop two master license agreements for small cell sites in the public right of way. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Implement the 2017 State Housing Package Legislation. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Amend City-wide Design Guidelines. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget Ak City of Temecula ((( R Fiscal Year 2018-19 Heart of Sour Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: LONG RANGE PLANNING PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target a� J Provide Housing For All Number of Housing *' Income Types In The Element Programs 5 5 5 5 � V s Community completed 4, a� 2 o '> Connect The City ou Through Number of miles of CL Series Of Trails And bike lanes striped 10 10 10 10 i00 Walkways H ai Maintain Overall Sound :5 > E Fiscal Policies To Number of grants M .;ia 2 3 3 3 L_ W Ensure Long Term applied for each year o C o Solvency U Q � Annual Operating Budget A City of Temecula / a Fiscal Year 2018-19 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 • Selected two developers to negotiate for the construction of affordable housing. (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency,Accountable and Responsive City Government) • Entered into an Entitlement Processing Agreement with a developer for the development of affordable housing on Pujol Street. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Developed and certified Recognized Obligation Payment Schedule for Fiscal Year 2017-18. (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency, Accountable and Responsive City Government) • Amended an Ordinance related to Accessory Dwelling Units. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Entered into an Exclusive Negotiating Agreement with a developer for the development of affordable housing on the City-owned property at Diaz and Dendy. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Enter into a disposition and development agreement with one or more developers for the construction of affordable housing. (Maintain Overall Sound Fiscal Policies to Ensure Long Term Solvency, Accountable and Responsive City Government) • Complete successful turnover of oversight of the Successor Agency to the Redevelopment Agency to the County of Riverside. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) Annual Operating Budget ANN ' City of Temecula / Fiscal Year 2018-19 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: SARDA/HOUSING PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Term FY FY FY FY Value Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of agreements with v Provide Housing For All an affordable housing Income Types In The developer for the use of 1 1 1 1 ai Community available Tax Allocation Bond _ proceeds M ti R' n r ro. ' i 4- V N Annual Operating Budget A City of Temecula Fiscal Year 2018-19 a.dof5avti®. �a,�„ 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, Rose Again Foundation, Michelle's Place, Voice of Children, and VNW Circle of Care. (Maintain a Safe and Family Oriented Environment,Healthy and Livable City) • Funded CIP projects such as the Old Town Boardwalk Replacement, Critical Home Maintenance and Repairs Program, and Ynez Road sidewalks. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive Government) • Completed the 2016-17 Consolidated Annual Performance and Evaluation Report (CAPER) and submitted it to HUD. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Completed and adopted the 2018-19 Annual Action Plan and submitted to HUD. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Updated CDBG policies and procedures manual. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Completed a Work Plan for HUD, outlining detailed program expenditures. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Satisfied HUD's Timeliness requirement. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Successfully completed an audit of the CDBG program. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Processed two Substantial Amendments to better meet the needs of the community, while efficiently and effectively expending grant resources. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget Ak City of Temecula Fiscal Year 2018-19 a.dof5avti®. �a,�„ Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT OBJECTIVES FOR CURRENT FISCAL YEAR • Fund public service providers including the Assistance League of California, Boys and Girls Clubs of Southwest County, Chemo Buddies for Life, Fair Housing Council of Riverside County, Hospice of the Valleys, Safe Alternatives for Everyone, Voices for Children, Canine Support Team, City of Temecula Homeless Diversion Program, and VNW Circle of Care. (Maintain a Safe and Family Oriented Environment,Healthy and Livable City) • Fund CIP projects such as Critical Home Maintenance and Repairs Program and ADA Transition Plan implementation projects. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive Government) • Complete the 2017-18 Consolidated Annual Performance and Evaluation Report (CAPER) and submit to HUD. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Complete and adopt the 2019-20 Annual Action Plan and submit to HUD. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Satisfy HUD's Timeliness requirement. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Update the Citizen Participation Plan. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target +� 4,, ai aa)i Provide Transparency :5 > E To The Public For All Number of objectives -vi completed for the Five- 3 3 1 1 Government 3 0 > Year Consolidated Plan o Co Transactions U Q � Annual Operating Budget L . City of Temecula Q Fiscal Year 2018-19 lS-th-.- 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 • Prepared balanced department Annual Operating Budget and Capital Improvement Program. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Completed employee evaluations within 30 days of the review period. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Completed all reports for external agencies on time. (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) • Created Planning Commission Subcommittee for the issues of Affordable Housing and Short Term Rentals. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Coordinated with IT on the implementation of efficiency measures in EnerGov regarding workflows and notifications. (Provide Transparency to the Public for All Government Transactions, Accountable and Responsive City Government) • Developed and adopted City Council fiscal budget regarding fiscal impact analyses and services for Community Facilities Districts (CFDs). (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Processed over 200 records requests. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) Annual Operating Budget L . City of Temecula Q Fiscal Year 2018-19 lS-th-.- Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: ADMINISTRATION ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR(continued) • Updated templates and applications for Building and Safety and Planning. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) • Coordinated with the City Clerk's office to improve records retention for CDBG and SARDA. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Complete all employee evaluations within 30 days of the review period. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Complete all reports for external agencies on time. (Provide Transparency to the Public for All Government Transactions,Accountable and Responsive city Government) • 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) • 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) Annual Operating Budget L . City of Temecula Q Fiscal Year 2018-19 Annual Operating Budget COMMUNITY DEVELOPMENT DIVISION/PROGRAM: ADMINISTRATION PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of reports completed on time for 100% 100% 100% 100% 2 Provide Transparency external agencies r_ To The Public For All C Government Transactions w E Percentage of all customer r requests responded to 90% 100% 100% 100% o within 24 hours V Foster And p Organizational Percentage of performance QStructure That Aligns evaluations given within 30 90% 100% 100% 100% Resources With days of the review period Demands Annual Operating Budget City of Temecula R Fiscal Year 2018-19 Annual Operating Budget Wine Country PUBLIC WORKS MISSION The mission of the Public Works Department is to provide quality services that support the infrastructure demands of the City of Temecula and enhance the safety, welfare and aesthetic environment of the residents, businesses and visitors. This is accomplished through the development and maintenance of City streets, sidewalks, traffic systems, bike lanes, parks, buildings, trails and drainage facilities; professional engineering oversight of public and private improvement projects; and implementation of erosion/sediment controls and storm water quality measures. ORGANIZATIONAL CHART DIRECTOR OF PUBLIC WORKS/CITY ENGINEER Patrick Thomas ENGINEERING MAINTENANCE LAND TRAFFIC CAPITAL PROJECTS STREET FACILITY PARK AND DEVELOPMENT ENGINEERING ADMINISTRATION MAINTENANCE MAINTENANCE LANDSCAPE MAINTENANCE Permits and Traffic/Safety Project Asphalt/Concrete I ing Park/Trail Development Commission Development, Maintenance nce and Maintenance Inspection Management,and ab Inspection Speed Surveys Signing/StripingMedian and Slope FEMA Project and Maintenance Floodplan Grant Application Facilities Administration Traffic Si nal and Administration g Tree Tdmmingand Maintenance and Weed AbatementFacility landscape Services Maintenance Timing Bond Administration Plans and and Map Recordation Specifications Drainage Channels/ errice Traffic Analysis and Plan Check Review Census Catch Basins ests Requests for NPDESCompliance Proposalsand Public and Inspection l Events CIP Projects P Public Service Bidding Public Service Requests Requests and Graffiti rgency Removal onse Development Plans Assessment Special Events and Check and Review Traffic Impact and CFD Districts Emergency Service Conditions Analysis/Review Special Eventsand Responses Emergency Service MeasureAand Response Planning Commission Traffic Control Plans TUMF Administration Annual Operating Budget City of Temecula R Fiscal Year 2018-19 Wine Coun0y Annual Operating Budget try PUBLIC WORKS EXPENDITURES BY CATEGORY Program:Land Development Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 1,162,379 $ 1,464,765 $ 1,301,700 $ (163,065) -11.1% Operations&Maintenance 31,640 101,563 124,497 22,934 22.6% Internal ServiceAllocation 245,407 311,726 285,271 (26,455) -8.5% Total $ 1,439,426 $ 1,878,054 $ 1,711,468 $ (166,586) -8.9% Program: Public Works Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 2,348,529 $ 2,467,785 $ 2,381,493 $ (86,292) -3.5% Operations&Maintenance 2,271,688 2,323,033 2,861,594 538,561 23.2% Internal ServiceAllocation 634,715 762,651 801,228 38,577 5.1% Total $ 5,254,932 $ 5,553,469 $ 6,044,315 $ 490,846 8.8% Program:CIP Administration Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 1,542,462 $ 1,830,003 $ 2,196,958 $ 366,955 20.1% Operations&Maintenance 21,253 240,604 48,484 (192,120) -79.8% Internal ServiceAllocation 232,385 239,474 229,402 (10,072) -4.2% Total $ 1,796,100 $ 2,310,081 $ 2,474,844 $ 164,763 7.1% Program:Parks Maintenance Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 637,108 $ 887,183 $ 1,027,956 $ 140,773 15.9% Operations&Maintenance 2,542,280 2,671,893 2,707,482 35,589 1.3% Internal ServiceAllocation 201,641 228,076 200,539 (27,537) -12.1% Total $ 3,381,029 $ 3,787,152 $ 3,935,977 $ 148,825 3.9% Annual Operating Budget City of Temecula R Fiscal Year 2018-19 Wine Coun0y Annual Operating Budget try PUBLIC WORKS EXPENDITURES BY CATEGORY(continued) Program:Measure Funding Source: Intergovernmental Revenue 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 899,828 $ 2,064,256 $ 2,002,145 $ (62,111) -3.0% Operating Transfers Out 910,000 6,477,247 2,057,668 (4,419,579) -68.2% Total $ 1,809,828 $ 8,541,503 $ 4,059,813 $(4,481,690) -52.5% Program:Development Impact Fees Funding Source: Developer Fees 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ - $ 11,790 $ - $ (11,790) -100.0% Operating Transfers Out 4,804,930 10,227,143 8,063,855 $(2,163,288) -21.2% Total $ 4,804,930 $ 10,238,933 $ 8,063,855 $(2,175,078) -21.2% ANALYSIS/COMMENTS Land Development: Expenditures are decreasing by 8.9%due to the reallocation of personnel costs, reduced Part-Time Project help and lower Internal Service Fund allocations. Public Works: Expenditures are increasing by 8.8%due to a combination of the new State Resources Water Board mandate to install storm drain filters and anticipated higher NPDES Compliance fees. CIP Administration: Expenditures are increasing by 7.1%due to higher personnel costs as a result of a significant amount of vacant positions in the prior fiscal year. Parks Maintenance: Expenditures are increasing by 3.9%due to the reallocation of personnel costs towards this activity, as compared to the prior year. Measure A: Expenditures reflect a reduction of 52.5%due to the prior year's Operating Transfer Out to the Capital Improvement Fund including a transfer of available fund balance in addition to the annual Measure A revenue available for capital projects. Development Impact Fees: Expenditures are decreasing by 21.2% due to the prior year's Operating Transfer Out to the Capital Improvement Fund including a transfer of available fund balance in addition to the annual DIF revenue available for capital projects. Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country Annual Operating Budget PUBLIC WORKS PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr PUBLIC WORKS- LAND DEVELOPMENT Administrative Assistant 0.25 0.25 0.25 - Assistant Engineer II - 1.00 - (1.00) Associate Civil Engineer - 2.00 1.00 (1.00) Associate Engineer 1 2.00 - 1.00 1.00 Associate Engineer 11 - 1.00 1.00 - Community Development Technician 0.33 - - Community Development Technician I - 0.66 0.33 (0.33) Junior Engineer 1.00 - - - Maintenance Supervisor - 0.05 - (0.05) Office Specialist 0.60 - - - Office Specialist I - 0.65 0.60 (0.05) Principal Civil Engineer - 0.90 1.00 0.10 Public Works Director 0.15 0.15 0.15 - Public Works Inspector 1 0.50 0.90 0.90 - Senior Civil Engineer 0.90 - 1.00 1.00 Senior Management Analyst 0.10 0.10 0.10 - Senior Public Works Inspector 0.75 1.40 0.70 (0.70) Special Projects Engineer 1.00 - - - Total 7.58 9.06 8.03 (1.03) Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country Annual Operating Budget PUBLIC WORKS PERSONNEL ALLOCATION (continued) Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr PUBLIC WORKS Administrative Assistant 0.40 0.40 0.40 - Assistant Engineer II 1.00 - 1.00 1.00 Associate Engineer 2.00 - - - Associate Engineer I - 1.00 - (1.00) Associate Engineer 11 - 2.00 2.00 - Custodian I - 0.10 0.05 (0.05) Custodian 11 - - 0.05 0.05 Lead Maintenance Worker 4.10 4.00 2.92 (1.08) Lead Maintenance Worker-Facilities - 0.10 0.10 - Maintenance Manager 1.05 1.05 0.98 (0.07) Maintenance Supervisor - 0.50 0.05 (0.45) Maintenance Worker 5.00 - - - Maintenance Worker I - 3.00 2.88 (0.12) Maintenance Worker 11 - 2.00 2.00 - Management Assistant - - 0.25 0.25 Office Specialist 1.10 - - - Office Specialist I - 0.35 0.40 0.05 Office Specialist 11 - 0.80 0.80 - Principal Civil Engineer - 0.10 - (0.10) Public Works Director 0.40 0.40 0.40 - Public Works Inspector 0.40 - - - Public Works Inspector I - 0.10 0.10 - Senior Engineer 0.10 - - - Senior Management Analyst 0.40 0.40 0.40 - Senior Office Specialist 1.00 1.00 1.15 0.15 Senior Public Works Inspector 0.25 0.50 0.25 (0.25) Senior Signal Technician 1.00 2.00 1.00 (1.00) Signal Technician 1 1.00 - 1.00 1.00 Total 19.20 19.80 18.18 (1.62) Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country Annual Operating Budget PUBLIC WORKS PERSONNEL ALLOCATION (continued) Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr PUBLIC WORKS-CIP ADMINISTRATION Administrative Assistant 0.30 0.30 0.30 - Assistant Engineer 1.00 - - - Associate Civil Engineer - 2.00 2.00 - Associate Engineer 3.00 - - - Associate Engineer I - 1.00 - (1.00) Associate Engineer 11 - 1.00 3.00 2.00 Construction Manager 1.00 1.00 1.00 - Maintenance Supervisor - 0.05 - (0.05) Office Specialist 0.10 - - - Principal Engineer 1.00 - - - Principal Civil Engineer - 1.00 1.00 - Public Works Director 0.25 0.25 0.25 - Public Works Inspector 11 0.10 - 1.00 1.00 Senior Civil Engineer - 2.00 2.00 - Senior Engineer 2.00 - - - Senior Management Analyst 0.45 0.45 0.45 - Senior Public Works Inspector 2.00 1.10 1.05 (0.05) Total 11.20 10.15 12.05 1.90 PARKS MAINTENANCE Facility Services Manager 0.50 - - - Landscape Inspector 0.75 - - - Lead Maintenance Worker 2.00 2.00 2.00 - Maintenance Manager 0.95 - - - Maintenance Supervisor - 0.40 - (0.40) Maintenance Worker 1.90 - - Maintenance Worker 11 - 2.00 2.00 - Management Assistant - 0.50 0.25 (0.25) Office Specialist 0.50 - - - Office Specialist 11 - 0.20 0.20 - Park/Landscape Maintenance Supervisor 0.70 0.72 1.80 1.08 Public Works Director 0.10 0.10 0.10 - Senior Landscape Inspector 0.60 0.60 0.60 - Senior Office Specialist - 0.35 0.15 (0.20) Total 8.00 6.87 7.10 0.23 Grand Total 45.98 1 45.88 1 45.36 (0.52) Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country 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 • Reviewed and updated handouts, forms, agreements, etc., to ensure that current information is readily available to the public. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Performed comprehensive review of written policies, procedures and guidelines to address effective operational requirements. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Completed the NPDES annual reporting. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Completed the annual reporting associated with the Streambed Alteration Agreement with the Department of Fish and Wildlife. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: LAND DEVELOPMENT ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR (continued) • Submitted updates to the Water Quality Improvement Plan (WQIP) in January of 2018. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Coordinated efforts with the Regional Water Quality Control Board and the co-permittees to understand and implement the new regional permit and its new requirements. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Updated the Jurisdictional Runoff Management Plan (JRMP) to meet the requirement of the 2015 MS4 permit. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • 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 benefits and costs associated with possible implementation of a City Vertical Control Network. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Review fee structure and 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) Annual Operating Budget City of Temecula Fiscal Year 2018-19 ""'°"°""'e"' Wine Country Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: LAND DEVELOPMENT PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Percentage of development reviews completed within the 100% 100% 100% 100% established Community Development turn-around time °1 Percentage of plan checking E reviews completed within the > 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. rn Functional And o Sustainable City Percentage of onsite inspections CL Facilities And completed timely and effectively 100% 100% 100% 100% W Infrastructure for private development and NPDES a� Percentage of permits issued within a reasonable time for 100% 100% 100% 100% grading, haul routes and U encroachment activities U Q Percentage of timely assistance provided to the general public at 100% 100% 100% 100% the public counter and phone inquiries Annual Operating Budget City of Temecula L a Fiscal Year 2018-19 "edfO"°°`"ef°`C`"`°`"'a 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 • Utilized the City's Neighborhood Traffic Calming Program to implement traffic calming measures to improve neighborhood traffic safety. (Proactively Address Traffic Improvements, A Safe and Prepared Community) • Implemented a Crosswalk Policy to establish guidelines and procedures for enhancing pedestrian safety at controlled and uncontrolled locations. (Proactively Address Traffic Improvements,A Safe and Prepared Community) • Installed traffic signal improvements at various intersections Citywide. (Provide Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Implemented Bicycle and Pedestrian Safety Improvements, including bike lanes, bike lane buffers, sharrows, and mid-block pedestrian crossing traffic control devices. (Proactively Address Traffic Improvements,A Safe and Prepared Community) • Implemented an arterial highway "road diet" to reduce vehicular speeds and improve safety for vehicles, pedestrians, and bicyclists. (Proactively Address Traffic Improvements, A Safe and Prepared Community) Annual Operating Budget City of Temecula L a Fiscal Year 2018-19 "edfO"°°`"ef°`C`"`°`"'a Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: TRAFFIC ENGINEERING OBJECTIVES FOR CURRENT FISCAL YEAR • Implement Bicycle and Pedestrian Safety Improvements by December 2018. (Proactively Address Traffic Improvements,A Safe and Prepared Community) • Install Traffic Signal Improvements at Various Intersections Citywide by December 2018. (Proactively Address Traffic Improvements,A Safe and Prepared Community) • Install City's Closed Circuit Television Camera and Communication Infrastructure by June 2019. (Provide Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Utilizing the Highway Safety Improvement Program (HSIP) Funding Upgrade Traffic Signal Controllers, Closed Circuit Television Cameras and Communication Equipment for completion by June 2019. (Provide Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Implement High Visibility Pedestrian Crossing Signage at high volume mid-block and uncontrolled intersections by December 2018. (Proactively Address Traffic Improvements, A Safe and Prepared Community) • Utilize the City's Neighborhood Traffic Calming Program to Implement Traffic Calming Measures by June 2019. (Utilize Effective Traffic Enforcement,Traffic Monitoring, and Planning Processes to Ensure the Safety of Temecula Motorists, Transportation Mobility and Connectivity) Annual Operating Budget City of Temecula L a Fiscal Year 2018-19 "edfO"°°`"ef°`C`"`°`"'a Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: TRAFFIC ENGINEERING PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of days to respond to citizen generated 6 7 8 6 investigations >. Target: 10 days Number of minutes to E respond to traffic signal 30 45 45 30 v Proactively complaints during business Min. Min. Min. Min. Address Traffic hours Improvements Target: 1 Hour CL aNumber of hours to respond to after hour call outs for 1 1 1 1 traffic signal malfunctions Target: 2 Hours N Q Number of neighborhood traffic calming measures 5 8 4 4 implemented Target: 5 per year Utilize Effective Traffic +� Enforcement, '� Number of days to complete o � u Traffic Monitoring plan check and reviews of And Planning 5 7 7 7 � � � traffic control plans Process To Ensure Target: 10 Days V Safety Of F_ Temecula Motorists Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget �n*Covmrr 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 City-wide slurry seal for arterial streets in August 2017 and the slurry seal for residential streets in December 2017. (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity) • Completed the Replacement of the Synthetic Turf at Patricia H. Birdsall Sports Park in September 2017. (A safe and Prepared Community,Accountable and Responsive City Government). • Completed the construction of multiple sidewalk improvements. (Connect the City Through a Series of Trails and Walkways, Transportation Mobility and Connectivity). Old Town Sidewalks-Old Town Front Street,from Penfold's Restaurant to Post Office and south side of Fifth Street from Old Town Front Street to Mercedes Street in December 2017 Ridge Park Drive West in April 2018 Ynez Road (east side,from Winchester Road to County Center Drive) in April 2018 Sixth Street Sidewalk Improvements (Mercedes to Mary Phillips Senior Center) by June 2018. • Completed Citywide Concrete Repairs in September 2017. (Continue to Maintain Local Roads and Streets; Transportation,Mobility and Connectivity). • Completed the construction of Pavement Rehabilitation Program — Citywide, Margarita Road (Rancho California to Temecula Parkway) in October 2017 and Winchester Road (Ynez to Jefferson) in April 2018. (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity). Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR(continued) • Completed the Children's Museum Roof Rehabilitation in October 2017 and Main Street Property Improvements in November 2017. (Promote High Quality Parks and Recreation Programs and Cultural Services;Healthy and Livable City). • Completed the construction and the installation of the Traffic Signal Installation on Butterfield Stage Road at La Serena Way in December 2017. (Proactively Address Traffic Improvements; A Safe and Prepared Community). • Completed the Pavement Rehabilitation Program Update study in April 2018. (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity). • Completed the Update of the Americans with Disabilities Act (ADA)Transition Plan in April 2018. (A safe and Prepared Community, Accountable and Responsive City Government, as well as Transportation Mobility and Connectivity). • Completed the construction of Overland Drive Extension, Commerce Center Drive to Enterprise Circle West by June 2018 (Connect Major Commercial Districts through Circulation Improvements; Transportation Mobility and Connectivity). • Secured a State grant of $3,759,000 from Senate Bill 1 (SB 1) Alternative Transportation Program (ATP) Augmentation funds for the Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect Project and initiated the completion of design. (Connect the City Through a Series of Trails and Walkways, Transportation Mobility and Connectivity). OBJECTIVES FOR CURRENT FISCAL YEAR • Complete the construction of the Interstate 15/State Route 79 South (Temecula Parkway) Ultimate Interchange Improvements by January 2019. (Provide Highly Functional and Sustainable City Facilities and Infrastructure;Accountable and Responsive City Government) • Complete the construction of the Temecula Park and Ride facility on Temecula Parkway at La Paz by August 2018 and the construction of the Library Parking—Phase II on Pauba Road by April 2019. (Encourage Alternative Transportation Options;A Sustainable City,and Foster an "Educated Community" Through a Wide Variety of Opportunities; Healthy and Livable Cities). • Complete the design and construction of multiple sidewalk improvements. (Connect the City Through a Series of Trails and Walkways, Transportation Mobility and Connectivity) Old Town Sidewalks (east side of Mercedes from Sam Hicks Park to Fourth Street) by August 2018 Old Town Boardwalk Enhancement by December 2018 North side of Third Street between Old Town Front Street and Mercedes Street by April 2019 Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget �n*Covmrr PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Complete the construction of the Fallen Heroes Memorial by July 2018. (Provide Signature Special Events and Cultural Opportunities; Healthy and Livable City). • Complete the construction of the Traffic Signal Installation on Vail Ranch Parkway at Tehachapi Pass/EI Chimisal Road by October 2018. (Proactively Address Traffic Improvements;A Safe and Prepared Community). • Start the construction of Butterfield Stage Road, Phase III and Pechanga Parkway Widening during Fiscal Year 2018-2019 and complete by July 2019. (Connect Major Commercial Districts through Circulation Improvements; Transportation Mobility and Connectivity). • Complete the Reconstruction of South Side Parking Lot in Old Town by April 2019.(Proactively Address Traffic Improvements;A Safe and Prepared Community). • Complete the Pavement Rehabilitation Program—Citywide for Rancho California Road,Jefferson Avenue to the Westerly City Limits by October 2018 and Ynez Road (Winchester to Date), Equity Drive and County Center Drive Loop, and Winchester Road (Nicolas to Easterly City Limits) by June 2019. (Continue to Maintain Local Roads and Streets; Transportation, Mobility and Connectivity). • Complete the environmental document and initiate construction of the Flood Control Channel Reconstruction and Repair at Pala Park by June 2019. (Minimize the Impact to Life, Property; and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community). • Complete the Community Recreation Center(CRC) Pool Site Enhancements and Renovations by July 2019. (Promote High Quality Parks and Recreation Programs and Cultural Services; Healthy and Livable city). • Initiate and continue to renovate public restrooms during Fiscal Year 2018-2019 and complete the Ronald Reagan Sports Park Restroom Expansion and Renovation by July 2019. (Promote High Quality Parks and Recreation Programs and Cultural Services;Healthy and Livable City). • Initiate the design / design-build process for the Margarita Recreation Center at Margarita Community Park,the Teen Village at Ronald Reagan Sports Park,and the Old Town Parking Structure during Fiscal Year 2018-2019. (Promote High Quality Parks and Recreation Programs and Cultural Services; Healthy and Livable City). • Initiate the design of Diaz Road Widening(Cherry Street to Rancho California Road) by July 2018 and complete the design of Ynez Road Improvements (Rancho Vista to La Paz) by July 2019. (Connect Major Commercial Districts through Circulation Improvements; Transportation Mobility and Connectivity) • Complete the federal environmental document, right of way acquisition,and initiate the redesign of the Murrieta Creek Bridge at Overland Drive in Fiscal Year 2018-2019. (Connect Major Commercial Districts through Circulation Improvements; Transportation Mobility and Connectivity). Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: CAPITAL IMPROVEMENT PROGRAM OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Initiate the American with Disabilities Act (ADA) transition plan implementation by doing priority improvements to City facilities and public right of ways. This will become an annual program. (Maintain A Safe and Family Friendly Environment;Healthy and Livable City). PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target V G1 :5 Actively Maintain And ca Total annual value of Capital Preserve City Assets $33,040,000 $7,500,000 $42,800,000 $60,000,000 And Infrastructure Projects completed 3 N Q V Maintain Overall Projects completed within 15 8 19 24 Sound Fiscal Policies budget 0 }, C E 0 Provide Transparency To The Public For All Projects completed on Government schedule 15 8 19 24 3 Transactions 0 U U Q Annual Operating Budget 1 City of Temecula 4 Fiscal Year 2018-19 `T-H-otn,6ekf.r­' Annual Operating Budget 's 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 • Slurry sealed and crack filled 64 miles of City roadways. (Providing Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Trimmed 2,700 right-of-way trees. (Providing Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Removed and replaced 40,000 square feet of damaged sidewalks, curbs & gutter and drive approaches within the City's right-of-way. (Providing Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Maintenance staff provided over 1,000 hours of emergency call-out responses and provided support for special events. (Provide signature special events and cultural opportunities, Healthy and Livable City; Minimize the Impact to Life, Property,and the Environment from Natural Hazards and Emergency Situations, ASafe and Prepared Community.) OBJECTIVES FOR CURRENT FISCAL YEAR • Implement operations and maintenance of approximately 7,350 streetlights upon completion of acquisition from Southern California Edison (SCE). (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Implement various citywide projects to improve and enhance safety of City sidewalks and public right-of-ways. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Install 20 miles of slurry and crack fill to improve City roadways. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) Annual Operating Budget 1 City of Temecula 4 Fiscal Year 2018-19 `T-H-otn,6ekf.r­' Annual Operating Budget 's Country PUBLIC WORKS DIVISION/PROGRAM: STREET MAINTENANCE PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Maintain A Safe And Service order Family Oriented 1,000 1,135 812 1,000 2 Environment request/response J v Street trees planted or 24 30 12 30 s Maintain The replaced +� Natural Beauty Of The Community Street trees trimmed 3,200 3,000 1,987 2,000 2 Legends stenciled 3,500 2,700 3,648 3,500 Street signs replaced, repaired and installed 2,000 1290 1,167 1,500 o •Lj2 4, Linear Feet of Traffic r U Continue To Lanes, Bike Lanes and 2,400,000 2400000 2,400,000 2400000 p Maintain Local Curbs Painted V Roads And Streets o 0. Centerline miles of street 20 17 64 20 crack/slurry sealed i H Sq.ft. of asphalt 100,000 95,000 151,325 100,000 repairs Continue To Aggressively Sq. ft. of graffiti removed Mitigate Graffiti And from public right-of way 70,000 57,000 38,239 50,000 CL 4, Vandalism a Minimize The Impact 3 -0 E To Life, Property, 2 o And The Storm drains U Environment From inspected/cleaned 2,700 2,300 2,419 2,500 cn Natural Hazards And Q Emergency Situations Annual Operating Budget Ak �+ City of Temecula Fiscal Year 2018-19 The"e°"°`5°°`he` °'a Wine Country 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 • Converted 519 streetlights in Old Town to light emitting diode (LED) bulbs by October 2017. This lighting will be more efficient, brighter and provide a much more welcoming atmosphere to the area. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Completed installation of new roof at Children's Museum. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Completed CRC teen room updating with new flooring and paint. (Provide Highly Functional and Sustainable City facilities and infrastructure,Accountable and Responsive City Government) • Inspected 171 Old Town streetlight poles and replaced thirteen due to water and rust damage. All poles were painted to prevent future rust and new base wood trim was installed. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Ronald H. Roberts Temecula Public Library Enhancement. Upgrades included interior and exterior re-painting, light fixtures, furniture, and electrical and plumbing fixture improvements. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Replaced Temecula Elementary School pool heater with high efficiency, low nitrogen oxide unit. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Completed Emergency Operations Center,to include painting of interior space, relocating cabinets and counters, and added collaborative and functional workstations. (Minimize the Impact to Life, Property,and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) Annual Operating Budget Ak �+ City of Temecula Fiscal Year 2018-19 The"e°"°`5°°`he` °'a Wine Country Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: FACILITY MAINTENANCE OBJECTIVES FOR CURRENT FISCAL YEAR • Implement a Comprehensive Study to remediate water intrusion under CRC gym floor, and complete refurbish and restripe. (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 City-wide HVAC management control system.This will improve efficiency and reduce energy costs. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Repaint exterior of Temecula Valley Entrepreneurs' Exchange (TVEZ), business incubator and regional resource center. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Install additional card readers at the Facilities Operation Center (FOC) and Community Recreation Center(CRC) buildings to improve access and enhance security. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government). • 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) • Perform major rehabilitation of the Community Recreation Center pool. This will include new concrete deck,sports lighting, LED pool lights and re-plaster. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Remove, replace and install new rain gutters at the History Museum to improve runoff and protect structure from water damage. (Provide Highly Functional and Sustainable Facilities and Infrastructure,Accountable and Responsive City Government) • Complete various rehabilitation projects to include roof repairs,flooring, painting, concrete repairs, perimeter fencing, HVAC upgrades, and install more energy efficient lighting and fixture upgrades at various public facilities throughout the City. (Provide Highly Functional and Sustainable City and Infrastructure,Accountable and Responsive City Government) Annual Operating Budget �7 City of Temecula 3 Fiscal Year 2018-19 ,he Hea.tof Sout,e Ca lo-a Wine Country Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: FACILITY MAINTENANCE PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of facilities improved with roofing system replacements and 1 1 1 1 energy efficiency +� upgrades V Promote Energy Efficient Number of facility HVAC Operations And system replacements and 1 1 1 1 Development energy efficiency cn upgrades Q Number of facility lighting system 1 1 1 1 replacement and energy efficiency upgrades Number of swimming pool system repairs, 2 1 1 1 replacements and upgrades a� C Number of facility C7 parking lots repaired and v resurfaced 1 1 1 1 Provide Highly v� Functional And o Sustainable City CL Facilities And Number of custodial °1C Infrastructure service order W requests/response 55 36 40 50 a� 3 Number of facility service U and repair 450 553 724 800 Q requests/response Annual Operating Budget _Ilk City of Temecula ( Fiscal Year 2018-19 w�� WineCountry Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: PARKS MAINTENANCE SERVICES • Administer the ongoing maintenance, repair and cleaning of all City parks, trails, open space areas, landscaped medians and applicable slope areas. • Administer and oversee landscape water use for all City parks, landscaped medians,applicable slope areas, and recreation/administrative facility properties. • Manage the urban forest within City parks, open space areas, landscaped medians, applicable slope areas, and recreation/administrative facility properties. • Respond to routine and emergency work order requests, and provide support services for City-wide programs and special events. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Converted 100,000 square feet of passive turf to California friendly landscaping. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Replaced the synthetic turf and infill material on each of the four synthetic turf sports fields at Patricia H. Birdsall Sports Park. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Completed the redesign and enhancement of playground equipment and safety surfacing at Nicolas, Sunset, Vail Ranch and Veterans Parks. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Convert an additional 100,000 square feet of passive turf to California friendly landscaping. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Implement the re-design and enhancement of playground equipment and safety surfacing at Riverton Park, Rotary Park,and Temeku Hills Sports Park. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Renovate various park sites public restroom facilities to include new floor tile, sealer/anti-graffiti coating, energy efficient lighting upgrades, and repairs and replacement of plumbing fixtures and equipment. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Repair and resurface the parking lots at various park sites. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) Annual Operating Budget _Ilk City of Temecula ( Fiscal Year 2018-19 w�� WineCountry Annual Operating Budget PUBLIC WORKS DIVISION/PROGRAM: PARKS MAINTENANCE PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of irrigation system 15 20 2 6 efficiency upgrades V Promote Energy Number of City landscaped a� Efficient areas to be renovated with 4 2 4 10 Operations And drought tolerant"California Development Friendly Landscape" 3 N Q Number of park sites energy efficiency lighting system 2 2 6 4 conversions v Maintain The Number of trees trimmed in Natural Beauty Of parks,slopes and medians 3000 3500 3500 3200 is The Community ai ._ J Provide Highly Number of play structure/ 0 0 6 3 Functional And safety surfacing replacements V Sustainable City :5 > E Facilities And Number of City park vi Infrastructure rehabilitation and repair 5 5 6 4 3 0 > projects UQ O U Promote Community Number of service order 250 856 600 500 Involvement requests and responses Annual Operating Budget City of Temecula Fiscal Year 2018-19 Th,"e°`°'S° "—Ca- W��cy t' Annual Operating Budget POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION MISSION The Temecula Police Department is tasked with ensuring the safety of our community while maintaining the outstanding quality of life we all enjoy. The City contracts with the Riverside County Sheriff's Department for Police services and maintains 112 sworn officers, 17 non-sworn officers Community Service Officers(CSOs), plus an additional 18 administrative support positions. Temecula has two centrally located storefront police stations,one in Old Town Temecula at the Civic Center,and one in the Promenade Mall. ORGANIZATIONAL CHART POLICE CHIEF Lisa McConnell POLICE INVESTIGATIONS/ TRAFFIC ADMINISTRATION SPECIAL TEAMS ENFORCEMENT PATROL SERVICES Administrative Detectives School Resource Patrol Officers Support Officers [:Speciallnforcement Patrd CSOs Mall/Storefronts am Traffic Unit K-9 Officer Clerical Training Problem Oriented Policing Special Events Volunteers Annual Operating Budget City of Temecula L R Fiscal Year 2018-19 e°"oYSOethef�� W—ct�ntfr° Annual Operating Budget POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION EXPENDITURES BY CATEGORY Program: Police Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 103,349 $ 130,926 $ 125,882 $ (5,044) -3.9% Operations&Maintenance 26,235,062 32,164,991 34,146,876 1,981,885 6.2% Internal Servi ce Al I oca ti on 306,317 435,663 385,401 (50,262) -11.5% Total $ 26,644,728 $ 32,731,580 $ 34,658,159 $ 1,926,579 5.9% ANALYSIS/COMMENTS Police: Expenditures are projected to increase 5.9%due to the addition of one full-time sworn officer to maintain the City's commitment of one officer per 1,000 residents, an anticipated contract rate increase of 7%, and the purchase of two replacement motorcycles. �f re _ S Annual Operating Budget City of Temecula L R Fiscal Year 2018-19 tq Annual Operating Budget POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr POLICE (City Employees) Senior Management Analyst 0.38 0.38 0.40 0.02 Total 0.38 0.38 0.40 0.02 POLICE (Contract Employees) Chief of Police 1.00 1.00 1.00 - Lieutenant 5.00 5.00 5.00 - Sergeant 13.00 13.00 13.00 - Captain 1.00 1.00 1.00 - PatrolOfficers 40.90 40.90 41.90 1.00 Gang Task Force Officer 1.00 1.00 1.00 - MallOfficers 4.00 4.00 4.00 - Traffic Accident Investigators 5.00 5.00 5.00 - Traffic Motorcycle Officers 12.00 12.00 12.00 - K9 Officers 2.00 2.00 2.00 - Special Enforcement Team Officers 7.50 5.00 5.00 - Problem Oriented Policing Team Officers 6.00 8.00 8.00 - School Resource Officers 5.00 5.00 5.00 - Youth Action Team (YAT) Officer 1.00 1.00 1.00 - Investigators 7.00 7.00 7.00 - Total Sworn Officers 110.40 110.90 111.90 1.00 Community Service Officers 19.00 19.00 19.00 - Supervising Office Assistant 1.00 1.00 1.00 - Office Assistant 9.00 9.00 9.00 - Supervising Accounting Technican 1.00 1.00 1.00 - Administrative Analyst 1.00 - - - Senior Administrative Analyst - 1.00 1.00 - Accounting Technican 2.00 3.00 3.00 - Sheriff's Service Officer 2.00 2.00 2.00 - Total Non-Sworn Personnel 35.00 36.00 36.00 - Grand Total 145.78 147.28 148.30 1.02 Annual Operating Budget City of Temecula L R Fiscal Year 2018-19 Annual Operating Budget POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION SERVICES • Manage personnel and operations at two storefront locations and the Southwest Station. • Coordinate with Human Resources to ensure effective deployment of personnel. • Prepare annual budgets and ensure sufficient funds are allocated for equipment and operations. • Coordinate station logistics, ensuring tracking of all equipment, property and evidence. • Oversee law enforcement aspects of City held special events. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Expanded office space for additional Homeless Outreach Team (HOT) staff and Traffic personnel. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Upgraded Property and Evidence storage intake lockers. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Recruited and filled a lead office clerical position to maintain staffing levels. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Installed a camera system at vehicle and pedestrian entry points. Upgraded current Digital Video Recording capabilities. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Upgrade the Old Town station front lobby by installing ballistic glass with two-way microphones and a ballistic entry door. (Provide Highly Functional and Sustainable City Facilities and Infrastructure, Accountable and Responsive City Government) • Ensure all officers are fully trained and outfitted with a personal body camera. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Implement training and ensure the Temecula Police Department is in compliance with AB 953 (Racial and Identity Profiling Act). (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Upgrade evidence and property gun storage area to allow for greater storage of handguns and rifles. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) Annual Operating Budget City of Temecula L R Fiscal Year 2018-19 tq Annual Operating Budget POLICE DIVISION/PROGRAM: POLICE ADMINISTRATION OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • In cooperation with the Temecula Fire Department, procure grant funding to purchase and fully outfit the City's joint Emergency Mobile Command Vehicle. (Mobile Police and Fire Station for critical incidents). (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) • Install additional surveillance cameras to cover the front portion of the Old Town station and public parking lot, and upgrade all existing cameras from analog to digital. (Provide Highly Functional and Sustainable City Facilities and Infrastructure,Accountable and Responsive City Government) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target +� 4,, � V � > a Promote Number of fingerprint"Live r Community scans"taken at the mall 2,196 2431 2,350 2,350 o Q O Involvement U Q � Remain Within The Federal Number of management ,} Q E Ranking Of The team with Advanced Incident 6 5 5 6 Ln °1 E Top 25 Safest Command System training Q a V Cities Annual Operating Budget City of Temecula R Fiscal Year 2018-19 Annual Operating Budget Wine Country 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 • Expanded existing program to conduct more Registered Sex Offender compliance checks (Remain Within The Federal Ranking Of The Top 25 Safest Cities,A Safe and Prepared Community) • Broadened communication with neighboring agencies to improve investigative success regarding serial crimes which reach across communities and impact quality of life issues. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) • Stayed abreast of trends in technology, and related case law, to be most effective in investigating crimes and obtaining successful prosecutions. (Remain Within The Federal Ranking Of The Top 25 Safest Cities,A Safe and Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to expand existing Penal Code section 290 program to conduct more registered sex offender compliance checks to maintain a 100%compliance rate. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) • The Homeless Outreach Team will reduce the number of homeless persons in the City through outreach, education and enforcement. Work in conjunction with the City's Homeless Liaison and the City Net Team to improve quality of life for our citizens. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) • Special Teams will continue to focus on street level narcotic crimes, as well as assist investigations and patrol with surveillance and tracking of felony suspects. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget Wine Country POLICE DIVISION/PROGRAM: INVESTIGATIONS/SPECIAL TEAMS OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • The Problem Oriented Policing (POP)Team will continue to focus on improving quality of life issues for the citizens of the City of Temecula. (Maintain A Safe And Family Friendly Environment, Healthy and Livable City) • Based on crime data, conduct targeted enforcement of high crime areas to reduce specific crimes. (Remain Within The Federal Ranking Of The Top 25 Safest Cities,A Safe and Prepared Community) • Work with local retailers and businesses to reduce retail theft through presentations and education. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) • Increase the number of neighborhood watch programs to assist in reducing crime. (Maintain A Safe And Family Friendly Environment,Healthy and Livable City) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Five-Year Long Performance FY FY FY FY Core Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Remain Within The Federal Number of crime free ,} Q E Ranking Of The 837 900 930 930 cm Top 25 Safest housing checks Q a V Cities *' Maintain A Safe v Number of cases _� And Family closed by 636 650 685 700 4 Oriented ami ? Environment investigations unit J Annual Operating Budget Alk �,,T City of Temecula 7o�k, Fiscal Year 2018-19 Wine CCountry"` 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 assist with developing methods to achieve the safe and efficient movement of traffic on Temecula roadways. (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 eight traffic safety presentations. (Encourage Community Participation in Public Safety and Emergency Preparedness, A Safe and Prepared Community) • Continued to provide enforcement and education with the goal of reducing red light violators by 20%. (Utilize Effective Traffic Enforcement,Traffic Monitoring and Planning Processes to Ensure the Safety of Temecula Motorists, Transportation Mobility and Connectivity) • Increased staffing of Accident Investigators and Motor Officers. (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 • Increase saturation patrols, safety awareness checkpoints and workshops in the areas of distracted driving, motorcycle safety, and the dangers of driving while impaired. Conduct at least fifteen checkpoints, and four community workshops by June 2019. (Minimize the Impact to Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Continue to partner with non-profit agencies such as MADD and PAL, as well as TVUSD to provide at least eight traffic safety presentations by June 2019. (Encourage Community Participation in Public Safety and Emergency Preparedness,A Safe and Prepared Community) • Continue to provide enforcement and education with the goal of reducing overall traffic collisions by 2% by June 2019. (Utilize Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure the Safety of Temecula Motorists, Transportation Mobility and Connectivity) Annual Operating Budget Alk �,,T City of Temecula 7o�k, Fiscal Year 2018-19 Wine CCountry"` Annual Operating Budget POLICE DIVISION/PROGRAM: TRAFFIC ENFORCEMENT OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Conduct training with staff on the use, and implementation of new traffic collision investigation technology by September 2018. (Utilize Effective Traffic Enforcement, Traffic Monitoring and Planning Processes to Ensure the Safety of Temecula Motorists, Transportation Mobility and Connectivity) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of Utilize Effective commercial vehicle Traffic enforcement 671 678 675 690 o Enforcement, inspections r Monitoring And r_ Planning Processes To Ensure The Number of traffic Q. Safety Of Temecula collision 851 994 1030 1000 iMotorists investigations Maintain A Safe u Number of high And Family visibility/traffic 12 14 8 15 Oriented a > checkpoints _ Environment Annual Operating Budget City of Temecula ��� Fiscal Year 2018-19 The Heart of Southern California Annual Operating Budget Wine Country POLICE DIVISION/PROGRAM: PATROL SERVICES SERVICES • Utilize two K9 Teams to aid in the search of drugs, persons, and buildings. • Serve as first responders for criminal calls and calls for service. • Evaluate and report quality of life issues which include graffiti, vandalism, and disturbing the peace. • Provide high visibility patrol throughout the City and interact with the community. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Updated response plans for natural disasters such as flooding, earthquakes, and fires. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Provided advanced training to patrol officers on the Standardized Emergency Management System (SEMS) and the Incident Command System (ICS). (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Collaborated with the Homeless Outreach Team and other governmental and private stakeholders to mitigate the impact of crimes committed by homeless persons. (Provide the Highest Quality of Service to all Members of the Community at the Most Cost-Effective Rate,Accountable and Responsive City Government) • Equipped patrol officers to identify drivers who are impaired by combinations of illicit and/or prescription drugs and alcohol. (Maintain a Safe and Family Friendly Environment,Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to track calls for service related to our homeless population and continue to work with the Homeless Outreach Team to reduce crime and quality of life issues for the residents of Temecula. (Maintain a Safe and Family Friendly Environment,Healthy and Livable City) • Effectively utilize crime trends, obtained from our crime analyst, to more efficiently allocate patrol resources and reduce crime and quality of life issues throughout the city. (Provide the Highest Quality of Service to all Members of the Community at the Most Cost-Effective Rate,Accountable and Responsive City Government) • Expand relationships developed with other city and county entities, to better share information about criminal activity and quality of life issues. (Provide the Highest Quality of Service to all Members of the Community at the Most Cost-Effective Rate,Accountable and Responsive City Government) Annual Operating Budget City of Temecula ��� Fiscal Year 2018-19 The Heart of Southern California Annual Operating Budget Wine country POLICE DIVISION/PROGRAM: PATROL SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Continue to expand public outreach and broaden our social media presence to provide better communication with the public. Provide monthly public service announcements, on various topics, to improve police and public relationships. (Provide the Highest Quality of Service to all Members of the Community at the Most Cost-Effective Rate,Accountable and Responsive City Government) • Develop and implement strategies and programs which enhance delivery of police services and create a feeling of security throughout the community. (Provide the Highest Quality of Service to all Members of the Community at the Most Cost-Effective Rate,Accountable and Responsive City Government) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Minimize The Impact To Life, Percentage of CSO's Property And The trained in the Environment From operation and set up 80% 70% 80% 90% a 3 Natural Hazards And of the Mobile E Emergency Command Post 2 (= Situations V Remain Within The Percentage of patrol cn Federal Ranking Of officers maintaining 100% 100% 100% 100% Q The Top 25 Safest 24-hour perishable Cities skills training v Maintain A Safe And Number of overall Family Oriented calls for Police 83,532 82,297 85,000 86,000 is Environment service J Annual Operating Budget City of Temecula Fiscal Year 2018-19 ©i se he, Annual Operating Budget W,n. FIRE MISSION The Temecula Fire Department maintains the highest levels of fire and disaster preparedness, prevention, and community involvement in order to ensure the safety of both our residents and visitors of Temecula.The City of Temecula contracts with the CAL FIRE/Riverside County Fire Department for Fire services. The Temecula Fire Department provides both Emergency Operation and Fire Prevention services. Fire Department Emergency Operations provides comprehensive emergency services utilizing a highly trained work force, progressive technology and modern equipment to provide fire and paramedic services. Fire Prevention involves conducting public information and education programs that emphasize fire and life safety and have a strong focus on fire prevention, determining the origin and cause of all fires, and enforcing all applicable building fire codes, regulations and standards. ORGANIZATIONAL CHART LMVISION CHIEF CULA FIRE CHIEF harlie Dehart EMERGENCY FIRE PREVENTION OPERATIONS Information and Fire Suppression Education Emergency Medical Planning and Services Engineering All Risk Responses Enforcement Annual Program Non-Response Activities Inspection Services Temecula Citizen Corps FPeZitlss ua nce Annual Operating Budget City of Temecula Fiscal Year 2018-19 ©i se he, Annual Operating Budget W,n. FIRE EXPENDITURES BY CATEGORY Program: Fire Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 297,187 $ 472,713 $ 458,260 $ (14,453) -3.1% Operations&Maintenance 4,938,246 7,387,663 8,879,508 1,491,845 20.2% Internal Service Allocation 201,121 251,792 514,923 263,131 104.5% Total $ 5,436,554 $ 8,112,168 $ 9,852,691 $ 1,740,523 21.5% ANALYSIS/COMMENTS Fire: Expenditures are projected to increase by 21.5%due to the full year of staffing for Fire Station No. 95 which opened January 1, 2018, plus the addition of two new positions related to the Fire Inspection Program. The increase in Internal Service Fund allocations reflect the annual replacement costs associated with the purchase of a new Fire Ladder Truck, six Inspection Vehicles and two Battalion Chief style vehicles. CITY OF TZMECULA , --- .o ; _ p MLr Annual Operating Budget Ift IT City of Temecula Fiscal Year 2018-19 ©i se he, Annual Operating Budget W,n. FIRE PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr FIRE (City Employees) Administrative Assistant 1.00 1.00 1.00 - Building Inspector II 1.00 - - - Fire Inspector I - 1.00 1.00 - Community Development Technician-Fire 1.00 - - - Community Development Technician I-Fire - 1.00 1.00 - Community Development Technician II-Fire - 1.00 1.00 - Total 3.00 4.00 4.00 - FIRE (Contract Employees) Battalion Chief 1.00 1.00 1.00 - Fire Captain 13.00 14.00 15.00 1.00 Fire Captain Medic 1.00 1.00 1.00 - Fire Engineer 10.00 11.00 11.00 - Fire Engineer Medic 5.00 5.00 6.00 1.00 Fire Fighter 11 14.00 15.00 16.00 1.00 Fire Fighter 11 Medic 13.00 14.00 15.00 1.00 Fire Safety Supervisor 1.00 1.00 1.00 - Fire Safety Specialist 2.00 2.00 3.00 1.00 Fire Systems Inspector - 1.00 2.00 1.00 Total 60.00 65.00 71.00 6.00 Grand Total 63.00 69.00 75.00 6.00 Annual Operating Budget City of Temecula L / Fiscal Year 2018-19 t"ea«°'S° "ernCCountry ' Wine CAnnual Operating Budget FIRE DIVISION/PROGRAM: FIRE PREVENTION SERVICES • Perform plan check and inspections of businesses and new construction to ensure fire safety code compliance. • Educate the public in fire safety and prevention strategies. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Implemented an annual Fire Inspection Program in order to provide fire and life safety inspections to all businesses in the City. (Minimize the Impact to Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Inspected all State Mandated regulated facilities, governed by the State Fire Marshall, 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) • Hosted three community workshops for businesses in our community to address the new annual Fire Inspection Program. (Encourage community participation in public safety and emergency preparedness,A Safe And Prepared Community) • Participated in several City-wide special events, public safety fairs and attend community events. (Encourage community participation in public safety and emergency preparedness, A Safe And Prepared Community) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue inspections for all State Mandated regulated facilities, governed by the State Fire Marshall, 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. (Maintain Overall Sound Fiscal Policies,Accountable and Responsive City Government) • Continue to provide educational opportunities for businesses, multi-tenant apartments, condominiums, hotels, motels and schools. (Minimize the Impact to Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Participate in City-wide special events, public safety fairs and attend community events. (Encourage community participation in public safety and emergency preparedness,A Safe And Prepared Community) Annual Operating Budget City of Temecula L / Fiscal Year 2018-19 t"ea«°'S° "ernCCountry ' Wine CAnnual Operating Budget FIRE DIVISION/PROGRAM: FIRE PREVENTION PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR: Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Minimize The Impact To Life, Property, Number of Fire And The Department Plan Reviews 3720 3027 3000 3000 Environment From Performed E Natural Hazards And C Emergency Situations V G1 i fC Q G1 a Minimize The Impact Number of Fire ca To Life, Property, Department New And The cn Environment From Construction&Tenant 2745 2953 2850 2900 Q Natural Hazards And Improvement Inspections Performed Emergency Situations Annual Operating Budget _� -• City of Temecula Q Fiscal Year 2018-19 yea.t°fs°°he•^ea,'°°a Annual Operating Budget FIRE DIVISION/PROGRAM: EMERGENCY OPERATIONS SERVICES • Serve as first responders for all emergency calls for service within the City. • Provide CPR/AED, Health Care Provider, and First Aid certification training. • Oversee the Temecula Citizen Corps Emergency Response Team Program. ACCOMPLISHMENTS 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 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) • Opened Fire Station 95 on January 1, 2018 with four person staffing. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations, A Safe and Prepared Community) • Upheld appropriate training levels, fire performance standards and Emergency Medical Services (EMS) certifications. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Increased the Explorer Post Program by conducting a recruitment to expand and offer this opportunity to more youths in our community. (Encourage Community Participation in Public Safety and Emergency Preparedness,A Safe and Prepared Community) • Increased 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) OBJECTIVES FOR CURRENT 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) • 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) Annual Operating Budget _� -• City of Temecula Q Fiscal Year 2018-19 yea.t°fs°°he•^ea,'°°a Annual Operating Budget FIRE DIVISION/PROGRAM: EMERGENCY OPERATIONS OBJECTIVES FOR CURRENT FISCAL YEAR(continued) • Continue 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) • Uphold appropriate training levels, fire performance standards and EMS certifications. (Minimize the Impact to Life, Property, and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Provide support to the growing Explorer Post Program, which instills values and encourages youth involvement in the community. (Encourage Community Participation in Public Safety and Emergency Preparedness,A Safe and Prepared Community) • Renovate the Training Room at 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, A Safe and Prepared Community) Annual Operating Budget _� -• City of Temecula Q Fiscal Year 2018-19 yea.t°fs°°he•^ea,'°°a Annual Operating Budget FIRE DIVISION/PROGRAM: EMERGENCY OPERATIONS PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 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 3 From Natural Hazards City emergency incidents E And Emergency E Situations 0 V a� Number of citizens trained in CPR, First Aid 980 981 800 800 CL and Healthcare provider Encourage CPR a Community Participation In Public a) Safety And Emergency Number of citizens cn Preparedness trained in Community Q Emergency Response 150 137 150 150 Team training(CERT) Annual Operating Budget Ak 10 j City of Temecula ��� Fiscal Year 2018-19 The Heartof Soathe Califo, a Annual Operating Budget Wine Gauntry NON-DEPARTMENTAL MISSION Non-Departmental is a cost center for general administrative expenditures such as the Retiree Medical Contribution, CAPERS 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 Program: Non-Departmental Funding Source: General Fund 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 9,652,400 $ 3,892,445 $ 1,908,660 $(1,983,785) -51.0% Operating Transfers Out 2,255,002 10,212,259 5,229,719 (4,982,540) -48.8% Total $ 11,907,402 $ 14,104,704 $ 7,138,379 $(6,966,325) -49.4% ANALYSIS/COMMENTS Non-Departmental: Expenditures are declining by 49.4%due primarily to a large one-time deposit in the prior fiscal year towards the City's retiree health unfunded liability, and a one-time reimbursement incentive provided to the new Audi car dealership. Operating Transfers Out in FY2017-18 included an $8 million deposit into a new Irrevocable Pension Trust established to address future liabilities related to CaIPERS retirement. Annual Operating Budget I City of Temecula ( Fiscal Year 2018-19 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT OVERVIEW The Temecula Community Services District (TCSD) was established as an assessment district to provide a comprehensive neighborhood and community park system, as well as a complement of recreational and cultural programs, community and human services and special events, and activities aimed at enhancing the high quality of life of our youth, teens, adults, seniors, and special needs population. The District also provides street lighting, median and slope maintenance, refuse hauling and a recycling program, emergency dirt road maintenance, and library services. Fund/Dept. Number CITYWIDEEVENTS....................................................................................................................... 190 Program:Citywide Events Program: Community Theater Old Town Performances Signature Community Program: Museums Cultural Art Children's Museum History Museum Program:Athletics Youth Sports Program: Human Services Adult Sports Teens Aquatics Special Needs Tournaments/Field Rentals Seniors and Active Adults Park Rangers Responsible Compassion Program: Community Services Recreation Programming Contract Classes Library Services Park Development Sister City Annual Operating Budget jCity of Temecula R Fiscal Year 2018-19 C.Wo . Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT MISSION Provide programs that educate, entertain, and enrich the community. Host exceptional special events that foster a sense of community and pride for our residents, and raise the City's profile as a tourism destination. Arrange for services and programs to support at-risk populations, including seniors,veterans, teens, and those with special needs. ORGANIZATIONAL CHART DIRECTOR OF TEMECULA COMMUNITY SERVICES DISTRICT Kevin L. Hawkins COMMUNITY SPECIAL ARTS& HUMAN ADMINISTRATION SERVICES RECREATION CULTURE SERVICES EVENTS Seniors and Park and Facility Contract Services Sports Signature Events Community Theater Active Adults Development Cultural Arts Strategic and Master Park Rangers Aquatics Community Events Outreach&Events Inclusion Services planning Facility Rentals Recreation Children's Museum (Homelesss Outreach Library Services Programming Parks and Fields History Museum College and Career City&Regional Preparation Initiatives Support Sister Cities Veterans Outreach Public Art Annual Operating Budget jCity of Temecula R Fiscal Year 2018-19 TheHea.<a{so�<^ernCaWo a Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT EXPENDITURES BY CATEGORY Program: Community Services Funding Source: Special Tax,Benefit Assessments,General Fund,Measure S CITYWIDE OPERATIONS 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 4,771,373 $ 5,579,104 $ 6,223,998 $ 644,894 11.6% Operations&Maintenance 2,761,176 3,531,051 3,490,401 (40,650) -1.2% Internal Servi ce Al I ocati on 1,032,945 1,231,162 1,434,779 203,617 16.5% $ 8,565,494 $10,341,317 $11,149,178 $ 807,861 7.8% SERVICE LEVEL B 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 11,836 $ 17,211 $ 21,451 $ 4,240 24.6% Operations&Maintenance 883,649 967,500 767,750 (199,750) -20.6% $ 895,485 $ 984,711 $ 789,201 $ (195,510) -19.9% SERVICE LEVEL C 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 95,214 $ 72,579 $ 67,427 $ (5,152) -7.1% Operations&Maintenance 1,329,465 $ 1,396,869 $ 1,421,549 24,680 1.8% $ 1,424,679 $ 1,469,448 $ 1,488,976 $ 19,528 1.3% SERVICE LEVEL D 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 107,266 $ 116,772 $ 70,247 $ (46,525) -39.8% Operations&Maintenance 7,572,064 7,807,937 7,953,491 145,554 1.9% $ 7,679,330 $ 7,924,709 $ 8,023,738 $ 99,029 1.2% SERVICE LEVEL R 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 4,762 $ 9,850 $ 9,663 $ (187) -1.9% $ 4,762 $ 9,850 $ 9,663 $ (187) -1.9% Annual Operating Budget _ City of Temecula � Fiscal Year 2018-19 TheHea.<o{so<^e,n�a�Fo, a Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT EXPENDITURES BY CATEGORY(continued) SERVICE LEVEL L 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 11,472 $ 15,689 $ 17,706 $ 2,017 12.9% Operations&Maintenance 152,196 235,989 229,570 $ (6,419) -2.7% $ 163,668 $ 251,678 $ 247,276 $ (4,402) -1.7% LIBRARY 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 52,681 $ 67,593 $ 88,003 $ 20,410 30.2% Operations&Maintenance 455,543 506,081 516,203 10,122 2.0% Internal Service Allocation 197,676 301,920 372,739 70,819 23.5% $ 705,900 $ 875,594 $ 976,945 $ 101,351 11.6% PUBLIC ART 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ $ 30,300 $ $ (30,300) -100.0% Operating Transfers Out 82,200 (82,200) -100.0% $ $ 112,500 $ $ (112,500) -100.0% INTERN FELLOWSHIP 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 9,293 $ $ $ 0.0% $ 9,293 $ $ $ 0.0% ANALYSIS/COMMENTS City-Wide Operations: Expenditures are increasing by 7.8%due to the combination of increased Internal Service Fund allocations,the full year cost of the recent conversion of 11 employees from Part-Time Project status to Full-Time/Benefitted positions, plus the reclassification of five employees, in accordance with provisions of the City's labor agreements. Service Level B: Expenditures are declining by 19.9%due to the costs savings to be realized by the acquisition of the City's streetlights and subsequent conversion to LED lighting. Annual Operating Budget _ City of Temecula � Fiscal Year 2018-19 TheHea.<o{so<^e,n�a�Fo, a Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT ANALYSIS/COMMENTS (continued) Service Level C: Expenditures are projected to increase by 1.3%due to slightly higher costs utilities and landscape maintenance costs. Service Level D: Expenditures are projected to increase by 1.2%due to higher waste hauling costs as a result of the franchise agreement with CR&R, which includes annual inflators using the Consumer Price Index and land-fill tipping fees to determine the increase/decrease in the annual assessment rate. The 2018-19 Service Level D rate of$281.52 per residential unit reflects a CPI increase of 1.66%and a land- fill tipping increase of 3.61%, offset by a $1.14 decrease to maintain adequate fund balance. Service Level R: Expenditures are declining by 1.9%due to a slight reduction in the amount budgeted for emergency street maintenance. Service Level L: Expenditures are declining by 1.7%due to a reduction in landscape maintenance, repair costs and City administration charges. Library: Expenditures are projected to increase by 11.6%due to a higher personnel allocation, higher utilities costs and an increase in the Internal Service Fund allocation, which includes a new allocation to the Facilities Replacement Fund,to accumulate resources for the future replacement of the Library's facility-related systems and equipment. Public Art: There are no expenditures projected for this fund in FY2018-19. The prior year includes $30,300 dedicated to the Founders' Square Memorial and an Operating Transfer of$82,200 to the Fallen Heroes Memorial Capital Improvement Project. Intern Fellowship: Beginning in FY2017-18,this activity is reflected in the Economic Development Department within the City's General Fund. Annual Operating Budget City of Temecula (7e`"" � R Fiscal Year 2018-19 ea.<o{so ^e,nCaFo"a Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr PARKS AND RECREATION Administrative Assistant 1.00 - - - Aquatics Coordinator - 1.00 1.00 - Aquatics Supervisor 1.00 - - - Community Services Assistant - 1.00 1.00 - Community Services Coordinator 1 1.00 2.00 1.00 (1.00) Community Services Manager - 5.00 8.00 3.00* Community Services Superintendent 1.00 1.00 2.00 1.00 Community Services Supervisor I - 2.00 2.00 - Community Services Supervisor 11 1.00 2.00 1.00 (1.00) Custodian 1 0.10 1.30 0.65 (0.65) Custodian 11 - - 0.65 0.65 Director of Community Services 1.00 1.00 1.00 - Lead Maintenance Worker-Street/Parks 1.00 - 0.08 0.08 Lead Maintenance Worker-Facilities - 1.00 1.05 0.05 Maintenance Manager - - 0.02 0.02 Maintenance Supervisor 0.35 0.35 0.35 - Maintenance Worker 2.35 - - - Maintenance Worker I-Facilities - 0.75 1.35 0.60 Maintenance Worker I-Streets/Parks - - 0.12 0.12 Maintenance Worker II-Facilities - 0.60 0.60 - Management Aide I - 1.00 1.00 - Management Aide 11 - 4.00 4.00 - Management Aide III - 2.00 2.00 - Management Analyst - 1.00 - (1.00) Museum Services Manager 1.00 - - - Office Specialist 1 2.00 - - - Office Specialist 11 - 1.00 1.00 - Park Ranger 1 2.00 1.00 1.00 - Park Ranger 11 - 2.00 2.00 - Recreation Coordinator 1.00 - - - Recreation Supervisor 5.00 - - - Senior Administrative Assistant - 1.00 1.00 - Senior Code Enforcement Officer - - 0.05 0.05 Senior Management Analyst 1.00 1.00 - (1.00) Senior Recreation Coordinator 2.00 - - - Senior Recreation Leader - 1.00 1.00 - Theater Manager 1.00 - - - TheaterTechnicalAssistant - 1.00 1.00 Theater Technical Coordinator 1.00 - - - Theater Technical Coordinator 11 - 1.00 1.00 - TheaterTechnicalSupervisor 1.00 - - - Total 26.80 36.00 36.92 0.92 Annual Operating Budget City of Temecula R Fiscal Year 2018-19 ea.<o{so ^e,nCC..... Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT PERSONNEL ALLOCATION (continued) Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr SERVICE LEVEL B Office Specialist 0.15 - - - Senior Office Specialist - 0.20 0.25 0.05 Total 0.15 0.20 0.25 0.05 SERVICE LEVEL C Landscape Inspector 0.25 - - - Maintenance Manager 0.05 - - - Office Specialist 0.15 - - - Parks/Landscape Maintenance Supervisor 0.25 0.23 0.15 (0.08) Senior Landscape Inspector 0.35 0.33 0.33 - Total 1.05 0.56 0.48 (0.08) SERVICE LEVEL L Maintenance Worker 0.10 - - - Park/Landscape Maintenance Supervisor 0.05 0.05 0.05 - Senior Landscape Inspector 0.05 0.07 0.07 - Total 0.20 0.12 0.12 - LIBRARY Custodian - 0.20 - (0.20) Custodian I - - 0.10 0.10 Custodian 11 - - 0.10 0.10 Lead Maintenance Worker - - 0.15 0.15 Maintenance Superintendent 0.10 0.10 - (0.10) Maintenance Supervisor - - 0.10 0.10 Maintenance Worker 0.35 - - - Maintenance Worker I - 0.25 0.35 0.10 Maintenance Worker 11-Facilities - 0.10 0.10 - Total 0.45 0.65 0.90 0.25 Grand Total 28.65 1 37.53 1 38.67 1.14 *One Office Specialist and one Community Services Manager position are currently unfunded. The positions are associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated and is open for operation. Annual Operating Budget City of Temecula (7e`"­` � R Fiscal Year 2018-19 ea.<o{so ^e,nCaFo"a 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 projects that include developing new or improving existing parks and recreational facilities. • Reserve and program numerous facilities, including the Community Recreation Center, Temecula Community Center, Temecula Skate Park, 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 • Trained staff and implemented use of new recreation software. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City,Provide transparency to the public for all government transactions,Accountable and Responsive City Government) • Developed plan for veterans outreach efforts and events, transitioned function to Human Services Division. (Foster an "educated community"through a wide variety of opportunities,Healthy and Livable City) • Centralized and standardized facility rentals. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City; Foster an organizational structure that aligns resources with demands,Accountable and Responsive City Government) • Launched video series "Around and About Temecula" to promote City events, programs, and facilities. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable city) Annual Operating Budget City of Temecula (7e`"­` � R Fiscal Year 2018-19 ea.<o{so ^e,nCC..... Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: COMMUNITY SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Expand use of new recreation software to include social media marketing and reporting modules. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City,Provide transparency to the public for all government transactions,Accountable and Responsive City Government) • Deploy police radios to Park Rangers to enhance responsiveness and safety. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City; Foster an organizational structure that aligns resources with demands,Accountable and Responsive City Government) • Develop multi-media community outreach strategy to increase reach into the community. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Develop and Deploy a citizen satisfaction survey n/a n/a 50 50 Promote High instrument Quality Parks And V Recreation Programs And Cultural Services Maintain Facility rentals n/a n/a 85% 85% >_85%of availability Foster An "Educated = Community" Maintain 75%participation n/a n/a n/a 75% Through A Wide rate in Contract Classes Variety Of Opportunities Annual Operating Budget C71 � City of Temecula a-j-k]' - Q Fiscal Year 2018-19 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 Bluegrass Festival, Street Painting Festival, and New Year's Eve Grape Drop. • Provide co-sponsorship of funds or in-kind services to special events. ACCOMPLISHMENTS FOR PRIOR FISCAL YEAR • Continued to secure corporate sponsorship opportunities for signature, City-wide special events. (Diversify The City's Revenue Base To Ensure Stability In Any Economic Climate,Accountable and Responsive City Government) • Organized ribbon-cuttings for four new park renovations. (Promote High Quality Parks and Recreation Programs,Healthy and Livable City) • Integrated Cultural Arts events into the Special Events Division,thereby promoting organizational efficiency and better service to the community. (Promote High Quality Parks and Recreation Programs, Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to secure corporate sponsorship opportunities for signature, City-wide special events. (Diversify The City's Revenue Base To Ensure Stability In Any Economic Climate,Accountable and Responsive City Government) • Organize event recognizing public safety personnel for contributions to the community. (Promote High Quality Parks and Recreation Programs,Healthy and Livable City) • Integrate symphony and other performing arts events into the Special Events Division,thereby promoting organizational efficiency and better service to the community. (Promote High Quality Parks and Recreation Programs,Healthy and Livable City) Annual Operating Budget C71 � City of Temecula a-j-k]' - Q Fiscal Year 2018-19 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: CITYWIDE EVENTS PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Utilize Social Number of Facebook ca Media To Keep Contests to promote ,} Q E The Community City activities and to 8 g 10 10 Ln T E Informed And obtain more Q a o community v Involved participation Provide t Signature Special 4, New And New special events 3 3 4 6 _ v Cultural and/or cultural events M Opportunities Annual Operating Budget j City of Temecula Fiscal Year 2018-19 TheH�•«^FS-=he,^CAif Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: RECREATION SERVICES • Provide a variety of recreational and competitive sporting opportunities City-wide. • Provide an all-inclusive year-round aquatics program. • Program, reserve and maintain the sports fields, pools and courts for recreation and competitive leagues and tournaments. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Renovated Summer Day Camp program to reflect best practices. (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 Planning and Public Works to support new park development projects and the renovation of existing parks. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City) OBJECTIVES FOR CURRENT FISCAL YEAR • Renovate teen room and programming to increase participation. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) • Continue to ensure Aquatics staff is adequately trained per all applicable codes. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) • Collaborate with Public Works to support design phase of proposed Teen Village. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) 4,6 3 Y I�a Annual Operating Budget City of Temecula Fiscal Year 2018-19 I—tfs­phe,ncC.-I", Annual Operating Budget 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 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Encourage Community Number of special needs Q Participation In participants provided with cnPublic Safety And swim lessons and water safety 81 90 90 90 Q a V Emergency programs. Preparedness Monthly attendance of Teen 250 250 250 250 V Gym at the CRC. a� Promote High Quality Parks And Recreation Programs And Cultural Services >' Maintain field allocation at>_ � 90%of availability. n/a n/a 90% 90% a� 2 Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ARTSAND CULTURE SERVICES • Enrich, educate, and entertain our community by providing cultural experiences through the fine and performing arts. • Continue to strive for excellence by bringing in professional artists and continuing the traditional and unique programming through Temecula Presents. • Partner with local schools and studios to offer enhanced artistic and cultural experiences to youth. • Serve as a significant cultural asset to the local and regional community. • Enrich, educate, and entertain the community by providing experiences in historical preservation and children's science-based learning experiences. • Supplement public education through use of traveling exhibits, historical walking tours, museum tours, and history writing contests. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Programmed, marketed, and produced the 13th season of Temecula Presents Season and Theater 2017-2018 Season Brochure. (Continue to promote the Temecula Valley as a destination, Economic Prosperity) • Provided Off-Site Ticketing Services for multiple events, including the managing and supervising of all ticketing services and volunteer ushers. (Promote Community Involvement,Accountable and Responsive City Government) • Increased visibility and awareness for the Club at The Merc to attract more consistent attendance to weekly live music performances. (Continue to promote the Temecula Valley as a destination, Economic Prosperity) • Expanded monthly First Fridays art crawl to include multiple venues, media, and artists. (Continue to promote the Temecula Valley as a destination, Economic Prosperity) OBJECTIVES FOR CURRENT FISCAL YEAR • Develop children's coloring book history of Great Oak Tree in conjunction with The Pechanga Band of Luiseno Indians. (Foster an "educated community"through a wide variety of opportunities, Healthy and Livable City) • Expand oral history project to include local Veterans of the Korean and Vietnam Wars, and Temecula Pioneers. (Foster an"educated community"through a wide variety of opportunities,Healthy and Livable City) • Program, market, and produce the 14th season of Temecula Presents Season and Theater 2018- 2019 Season Brochure. (Continue to promote the Temecula Valley as a destination, Economic Prosperity) • Upgrade PA system for main audience chamber of Temecula Theater to avoid costly repairs and emergency maintenance. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable City) Annual Operating Budget City of Temecula Fiscal Year 2018-19 Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ARTSAND CULTURE PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Partnerships with local vendors to >, Continue To enhance patron E Promote The theater experiences CL Temecula Valley As in Old Town with pre- 18 21 24 24 Ul c0i o A Destination and post- al a performance audience engagement techniques a� Q Utilize Social Media To Keep The a E Community Informed And Number of posts 8,190 10,647 13,841 15,000 2 E o Involved � V N Q Number of active volunteers at the 85 100 100 100 Temecula Valley V � ai Museum > r- � r- PromoteCommunity ca ' 0 L_ Involvement o U o Number of active U volunteers at Q Pennypickle's 15 20 20 n/a Workshop Annual Operating Budget Alk City of Temecula 7e^Z�' 4 Fiscal Year 2018-19 f° �Zl'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 to better engage youth in student based advisory boards which promote community and civic involvement. • Provide leadership development and training for youth and young adults. • Offer health and wellness education and social programs for seniors. • Provide resources, education and programs for all human services issues including families with special needs persons and seniors. • Build new and expand current partnerships to improve the overall quality and coordination of services and programs. • Provide training among City staff and local key constituencies that serve persons with special needs. • 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 • Utilized outside funding to develop Horticulture Program for workforce development modeled after successful Viticulture Program. (Continue to pursue high quality employment opportunities for Temecula residents, Economic Prosperity, Foster an "educated community" through a wide variety of opportunities, Healthy and Livable City) • Provided increased training opportunities for staff to improve quality of service delivery for teens with special needs and older adults. (Promote high quality parks and recreation programs and cultural services,Healthy and Livable City) • Continued to cross-collaborate among municipalities to better serve youth and families with special needs and older adults. (Foster an"educated community"through a wide variety of opportunities,Healthy and Livable City) Annual Operating Budget Alk City of Temecula 7e^z�' 4 Fiscal Year 2018-19 f° �Zl'y Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: HUMAN SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Expand workforce development programs. (Continue to pursue high quality employment opportunities for Temecula residents, Economic Prosperity, Foster an "educated community" through a wide variety of opportunities,Healthy and Livable City) • Provide increased training opportunities for staff to improve quality of service delivery for teens with special needs and older adults. (Promote high quality parks and recreation programs and cultural services,Healthy and Livable City) • Develop intergenerational technology assistance programs linking youth and seniors. (Foster an "educated community"through a wide variety of opportunities,Healthy and Livable City) • Develop opportunity for outreach to military families in the City. (Promote high quality parks and recreation programs and cultural services,Healthy and Livable City) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Five-Year Long Performance FY FY FY FY Core Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Human Services workshops for 15 18 20 20 +� parents and youth V _N Foster an "Educated > Community" J through a wide variety of Resource >. opportunities 15 18 20 20 4,, opportunities a� 2 Annual Operating Budget 7] -` City of Temecula Fiscal Year 2018-19 L � Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ADMINISTRATION SERVICES • Support City strategic initiatives to enhance community partnerships, optimize utilization of resources, and advance the mission of the organization. • Participate in the Capital Improvement Program projects that include developing new 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 • Collaborated with Public Works to fully renovate four parks. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) • Supported IT in implementing new payment kiosk system at Ronald H. Roberts Temecula Public Library. (Promote High Quality Parks And Recreation Programs And Cultural Services, Healthy and Livable city) • Completed Community Needs Assessment for the renovation of the Margarita Recreation Center. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) Annual Operating Budget 7] —` Ak City of Temecula Fiscal Year 2018-19 L � Annual Operating Budget TEMECULA COMMUNITY SERVICES DISTRICT DIVISION/PROGRAM: ADMINISTRATION OBJECTIVES FOR CURRENT FISCAL YEAR • Continue to collaborate with Public Works to renovate additional parks as budget permits. (Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) • Support Public Works/CIP Division in projects to improve existing facilities.(Promote High Quality Parks And Recreation Programs And Cultural Services,Healthy and Livable City) • 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) PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long FY FY FY FY Value Term Goal Performance Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Collaborate with Riverside County Law Library to offer Foster An law related classes to the 6 6 6 6 "Educated public Community Through A Wide v Variety Of Computer classes provided Opportunities in the technology 50 50 50 50 homework center at the Temecula Public Library J Promote High Quality Parks And t Complete Departmental +� Recreation n/a 4 5 6 Programs And initiatives or analyses = Cultural Services Accountable and Responsive City Support City Manager's n/a 3 4 4 Government Office in Special Projects Annual Operating Budget I City of Temecula ( Fiscal Year 2018-19 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 Facilities ....................................................................................................................................................340 FacilityReplacement.................................................................................................................................350 Annual Operating Budget 21 City of Temecula Fiscal Year 2018-19 Annual Operating Budget INTERNAL SERVICE FUNDS INSURANCE EXPENDITURES BY CATEGORY Program: Insurance Funding Source: Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 105,695 $ 48,193 $ 35,642 $ (12,551) -26.0% Operations &Maintenance 789,207 927,740 959,495 31,755 3.4% $ 894,902 $ 975,933 $ 995,137 $ 19,204 2.0% ANALYSIS/COMMENTS Insurance: Expenses are projected to decline by 2.0% due to the reallocation of personnel costs from this fund to the Emergency Services Department within the General Fund. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr INSURANCE Fiscal Services Manager 0.50 - - - Human Resources Manager - 0.05 0.05 - Risk Manager - 0.10 1 0.10 - Total 0.50 0.15 0.15 - Annual Operating Budget 21 City of Temecula Fiscal Year 2018-19 Annual Operating Budget INTERNAL SERVICE FUNDS WORKERS'COMPENSATION EXPENDITURES BY CATEGORY Program: Workers'Compensation Funding Source: Charges to City, TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ - $ 100,928 $ 35,642 $ (65,286) -64.7% Operations&Maintenance 129,981 205,389 387,135 181,746 88.5% $ 129,981 $ 306,317 $ 422,777 $ 116,460 38.0% ANALYSIS/COMMENTS Workers' Compensation: Expenses are projected to increase by 38% due to higher legal services costs associated with several outstanding claims. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr WORKERS' COMPENSATION Human Resources Manager - 0.05 0.05 - Risk Manager - 0.40 0.10 (0.30) Total - 0.45 0.15 (0.30) Annual Operating Budget 21 City of Temecula Fiscal Year 2018-19 Annual Operating Budget INTERNAL SERVICE FUNDS VEHICLES AND EQUIPMENT EXPENDITURES BY CATEGORY Program: Vehicles and Equipment Funding Source: Charges to City,TCSD,and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 92,891 $ 129,775 $ 714,000 $ 584,225 450.2% $ 92,891 $ 129,775 $ 714,000 $ 584,225 450.2% ANALYSIS/COMMENTS Vehicles and Equipment: FY2018-19 expenses reflect the replacement of three building inspector vehicles, three code officer vehicles, eight Public Works department vehicles and one Information Technology department truck which are all past their useful lives. Additional expenditures include the purchase of two fire inspector vehicles to support new staff hires for the annual inspection program and two Battalion Chief style vehicles which are beyond their use lives. Beginning in FY2018-19, vehicle and equipment purchases are reflected as Capital Outlay. Prior years' expenses reflected the annual depreciation only. Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 Wane Country Annual Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES MISSION Information Technology and Support Services (ITSS) is charged with providing the highest quality of leadership, support, and essential services to the organization's Operating Departments to maintain service levels necessary to efficiently and effectively meet all departmental program requirements at the Civic Center and off-site facilities. These services include GIS, Enterprise Applications, Media Services, Network Infrastructure, Tech Support, and Support Services. ITSS oversees 500+ electronic devices, network infrastructure,and 360+user accounts at the Civic Center and 20 offsite facilities City-wide.There are currently over 33 business application systems administered and supported by staff. In addition, Media Services oversees social media and E-Government services, and produces original video content for direct communications with residents. ORGANIZATIONAL CHART INFORMATION TECHNOLOGY AND SUPPORT SERVICES Michael Heslin Director Enterprise Geographic Media Services Application Services Information Systems Support Services Tech Support Infrastructure (EAS) (GIS) Website&Social Application Analysis Network Networking Development &Mapping Copy Center Tier 1 Help Desk Administration Television Station Database GIS Application System Management Administration Development Mailroom Services Computer Support Administration Media Services Application GIS Copier&Printer Inventory Support Support Support Management Management Telecommunications Audio Visual Civic Center Production Report Development Data Maintenance Reception Services Public Safety Support Security Database Library Technology Graphic Design End User Training Administration Support Surveillance GIS Web Services Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 Wane Cou-&,y Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES EXPENDITURES BY CATEGORY Program: Information Technology Funding Source: Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 993,284 $ 1,319,174 $ 1,358,452 $ 39,278 3.0% Operations&Maintenance 960,526 1,628,089 1,442,231 $ (185,858) -11.4% r Internal Service Allocation - - 3,300 $ 3,300 100.0% $ 1,953,810 $ 2,947,263 $ 2,803,983 $ (143,280) -4.9% Program: GIS Funding Source: Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 253,921 $ 349,012 $ 368,536 $ 19,524 5.6% Operations&Maintenance 29,585 37,400 39,618 2,218 5.9% $ 283,506 $ 386,412 $ 408,154 $ 21,742 5.6% Program:Library Funding Source: Charges to Community Services District 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 90,641 $ 147,714 $ 150,023 $ 2,309 1.6% Operations&Maintenance 44,594 109,249 136,434 27,185 24.9% $ 135,235 $ 256,963 $ 286,457 $ 29,494 11.5% Program: Technology Replacement Funding Source: Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 236,771 $ 266,056 $ 185,000 $ (81,056) -30.5% $ 236,771 $ 266,056 $ 185,000 $ (81,056) -30.5% Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 Wane Country Annual Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES EXPENDITURES BY CATEGORY(continued) Program: Support Services Funding Source: Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 188,462 $ 237,449 $ 224,438 $ (13,011) -5.5% Operations&Maintenance 161,471 180,336 172,542 (7,794) -4.3% $ 349,933 $ 417,785 $ 396,980 $ (20,805) -5.0% Program: PEG Funding Source: Subscriber Fees(Public,Education&Government Fees) 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance $ 101,439 $ 268,400 $ 305,000 $ 36,600 13.6% $ 101,439 $ 268,400 $ 305,000 $ 36,600 13.6% ANALYSIS/COMMENTS Information Technology: Expenses are declining by 4.9%due to large one-time expenses in the prior year related to consultant services for the City-wide inventory of technology equipment and asset management consulting. GIS: Expenses are projected to increase by 5.6%due to a higher personnel allocation and staff training costs. Library: Expenses are projected to increase by 11.5%due to the cost of software maintenance associated with the personal computers available to library patrons. Technology Replacement: Expenses for FY2018-19 include computer life cycle replacement,the purchase of video teleconferencing equipment for the Civic Center conference rooms,the replacement of outdated core network switches and the replacement of the Civic Center data center tape library backup. Beginning in FY2018-19, technology replacement purchases are reflected as Capital Outlay. Prior years' expenses reflected the annual depreciation only. Support Services: Expenses are projected to decline by 5.0%due to the reallocation of personnel costs to other divisions within Information Technology. PEG: Expenses for FY2018-19 include the purchase of secondary backup equipment,SAN storage for video production, a media services vehicle (PEG compliant), Council Chambers camera equipment and AV production equipment. Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 "ea.,°`S°°'- Wire y Annual Operating Budget Wins Country INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr INFORMATION TECHNOLOGY Administrative Assistant - 0.50 0.50 - Assistant Director of IT/SS - 1.00 0.90 (0.10) Central Services Supervisor 0.10 - - - Director Information Technology 1.00 1.00 0.90 (0.10) Deputy Di re cto r Su p port Services 0.80 - - - Information Technology Administrator 2.00 2.00 1.00 (1.00) Information Technology Manager - 0.80 0.80 Information Technology Specialist 1.00 - - - Information Technology Specialist I - 1.00 1.00 - Information Technology Supervisor 1.00 1.00 0.80 (0.20) Senior Information Technology Specialist 4.00 4.00 3.80 (0.20) Total 9.90 10.50 9.70 (0.80) SUPPORTSERVICES Assistant Director of IT/SS - - 0.10 0.10 Central Services Coordinator 1.00 - - - Central Services Supervisor 0.90 - - - Deputy Director Support Services 0.20 - - - Director Information Technology - - 0.10 0.10 Information Technology Manager 0.20 0.20 Information Technology Supervisor - - 0.20 0.20 Office Specialist-AM 0.60 - - - Office Specialist- PM 0.60 - - - Office Specialist 11 (Part-Time) - 1.20 1.20 - Senior Information Technology Specialist - - 0.20 0.20 Support Services Supervisor - 1.00 1.00 - Support Services Technician (Part-Time) - 0.50 0.50 - Total 3.30 2.70 3.50 0.80 Grand Total 13.20 13.20 13.20 - Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 "ea.,°`S°°'­�a'� ty Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES SERVICES • Provide maintenance and IT support to City staff, its facilities, and the public on all network functions which support the City's website, security systems, communications, databases, and applications. • Provide technical support, manage applications, and assess needs to assist in business process analysis. • Provide public and staff access to the City's online application for generating maps and conducting geographic analysis. • Maintain and support the City's website and utilize social media and E-Government services to provide official information to the public. • Provide technical support for emergency communications and maintain the City's emergency notification system (Reverse 911). ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Offered an improved customer experience to the public and increased productivity to staff through the implementation of a new recreation management system. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Promoted citizen engagement, increased communication, and enhanced customer service with the release of the official City of Temecula App. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Performed an analysis and needs assessment of City-wide asset management practices in preparation for the enhancement or implementation of an Enterprise Asset Management System. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Managed the installation of all hardware and software updates at City Facilities for both staff and public access equipment. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Increased the speed and coverage of public Wi-Fi within the Civic Center and throughout Old Town Temecula. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Supported the patrons and staff at the Ronald H. Roberts Temecula Public Library by replacing the self-checkout kiosks and renovating the conference room audiovisual systems. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 "ea.,°`S°°'�° -ta Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES OBJECTIVES FOR CURRENT FISCAL YEAR • Offer improvements to the maintenance,tracking, and accounting of City assets within the Asset Management System. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Initiate construction and installation of new or replacement surveillance equipment at various City facilities and traffic intersections. (Minimize the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Enable maximum staff efficiency, productivity, and security by ensuring that applications are kept current and that infrastructure is patched appropriately. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) • Develop and implement an IT Disaster Recovery Plan for business continuity during emergency operations. (Minimize the Impact of Life, Property and the Environment from Natural Hazards and Emergency Situations,A Safe and Prepared Community) • Provide improvements in customer service and increases in staff efficiency at the Ronald H. Roberts Temecula Public Library through the replacement of book sorting equipment and public access computers. (Foster an Organizational Structure that Aligns Resources with Demands, Accountable and Responsive City Government) • Deliver improved transparency and civic engagement to the Citizens of Temecula through the implementation of an agenda management system. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 "ea.,°`S°°'­�a'� ty Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR Core Five-Year Long Performance FY FY FY FY Value Term Goal Measures 2015-16 2016-17 2017-18 2018-19 Actuals Actuals Target Target Number of City Council meetings supported with 24 24 24 24 Promote audiovisual services Community Involvement Number of updates to the o Temecula Outreach 60 70 102 90 CL ami Channel 3 and YouTube E r Percentage of computers p that need to be replaced in >, Foster an order to adhere to the 20% 20% 20% 20% V Organizational Computer Lifecycle 3 Replacement Program c0i Structure That U Matches Activity to Q Demand Reduce the number of open Helpdesk tickets to an 65 45 30 30 average of 75 Annual Operating Budget c7i � City of Temecula e--- 4r Fiscal Year 2018-19 "ea.,°`S°°'­�a'� ta Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES DIVISION/PROGRAM: SUPPORT SERVICES SERVICES • Provide consistent, resourceful, and efficient customer service to the public by professionally handling phone calls and/or by servicing the needs of the visiting public. • Provide central printing services for Citywide departments and off-site facilities, mailroom services, and auxiliary services (laminating,folder/inserter, wide-format printing, binding). • Manage the Canon copier lease/maintenance/replacement for the Civic Center and off-site facilities, including the Library. • Coordinate project staffing for City departments. ACCOMPLISHMENTS FROM PRIOR FISCAL YEAR • Implemented standard procedures at the Reception desk for call routing and requests for assistance. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsible City Government) • Replaced high volume copy machines that support printing needs for all City departments. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) OBJECTIVES FOR CURRENT FISCAL YEAR • Procure a copy machine for the Human Resources Division and replace the existing copy machine within the Community Development Department. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsible City Government) • Provide Support Services for Citywide departments and off-site facilities, including mailroom and ancillary services. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsible City Government) • Provide printing equipment maintenance and replacements at City-wide facilities for staff and public use. (Foster an Organizational Structure that Aligns Resources with Demands,Accountable and Responsive City Government) Annual Operating Budget City of Temecula Fiscal Year 2018-19 The"—rdf5°°th ^care° W-Ca^^pry Annual Operating Budget INTERNAL SERVICE FUNDS INFORMATION TECHNOLOGY AND SUPPORT SERVICES DIVISION/PROGRAM: SUPPORT SERVICES PERFORMANCE MEASURES FOR CURRENT FISCAL YEAR FY FY FY FY Core Five-Year Long Performance 2015-16 2016-17 2017-18 2018-19 Value Term Goal Measures Actuals Actuals Target Target Number of City +� 4, Council Agendas V Foster An copied without 24 24 24 24 :5 > E Organizational amendments due to StructureThat r umisprinting Q > Matches Activity U C0 To Demand Number of U 4 4 4 4 Q SharePoint updates v . _ Ron 9 'INS.- — sS Annual Operating Budget 21 City of Temecula Fiscal Year 2018-19 Annual Operating Budget INTERNAL SERVICE FUNDS FACILITIES EXPENDITURES BY CATEGORY Program: Facilities Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Personnel $ 543,707 $ 516,497 $ 395,628 $ (120,869) -23.4% Operations&Maintenance 739,483 924,766 938,262 13,496 1.5% $ 1,283,190 $ 1,441,263 $ 1,333,890 $ (107,373) -7.4% ANALYSIS/COMMENTS Facilities: Expenses are projected to decline by 7.4% due to the reallocation of personnel costs from this cost center to the Temecula Community Services District. PERSONNEL ALLOCATION Adopted Current Proposed Inc/(Decr) 2016-17 2017-18 2018-19 from Prior Yr FACILITIES Administrative Assistant 0.05 0.05 0.05 - Custodian 1.90 0.40 - (0.40) Custodian I - - 0.20 0.20 Custodian 11 - - 0.20 0.20 Facility Services Manager 0.50 - - - Lead Maintenance Worker 0.90 - - - Lead Maintenance Worker- Facilities - 0.90 0.70 (0.20) Maintenance Supervisor- PW 0.50 0.50 0.50 - Maintenance Worker 0.30 - - - Maintenance Worker I - Facilities - 1.00 0.30 (0.70) Maintenance Worker 11 - Facilities - 0.30 0.30 - Management Assistant - 0.50 0.50 - Office Specialist 0.40 - - - Senior Office Specialist - 0.45 0.45 - Public Works Director 0.10 0.10 0.10 - Senior Management Analyst 0.05 0.05 0.05 - Total 4.70 4.25 3.35 (0.90) Annual Operating Budget 21 City of Temecula Fiscal Year 2018-19 Annual Operating Budget INTERNAL SERVICE FUNDS FACILITY REPLACEMENT EXPENDITURES BY CATEGORY Program: Facilities Replacement Charges to City,TCSD and Affordable Housing 2017-18 2018-19 %Change 2016-17 Current Proposed Increase/ From 17-18 Expenditure Summary Actuals Budget Budget (Decrease) Budget Operations&Maintenance 356,336 356,336 100.0% $ $ $ 356,336 $ 356,336 100.0% ANALYSIS/COMMENTS Facilities: This Fund was established in FY2018-19 to accumulate resources necessary to replace future Facilities systems, equipment and fixtures. Expenses for FY2018-19 include new stage lighting for the Community Recreation Center, replacement of lane lines for the pool at Chaparral High School, a new theater PA system, a book bin sorter for the Ronald H. Roberts Temecula Public Library and refurbishment of the floors at Fire Stations 84, 92 and 95. Annual Operating Budget City of Temecula 7e 14' Fiscal Year 2018-19 Annual0 Operating Budget �ea.rq{soume. ��,+oa p g g CAPITAL IMPROVEMENT PROGRAM SUMMARY The purpose of the CIP Budget is to serve as a planning tool, which coordinates the financing and scheduling of major projects undertaken by the City. The CIP Budget document is prepared in accordance with generally accepted accounting principles. This document is dynamic and, consequently, must be revised annually to address changing needs, priorities, and financial conditions. The capital improvements presented in this document are the City's major projects,which exceed $30,000 in cost, have long-term life spans, and are generally non-recurring. These projects include land and right-of-way acquisition, design, construction or rehabilitation of public buildings or facilities, public infrastructure design and construction, park design and construction, and affordable housing projects. The City's goal in providing a CIP Budget is to develop a multi-year plan for capital improvement, update it annually, and follow through with all capital improvements in accordance with the plan. In determining the relative merit of a proposed project, key management team members evaluate projects for feasibility, community enhancement, infrastructure and historic preservation, and safety. PLAN DEVELOPMENT A component of the Strategic Business Plan includes the integration of the budget with the Quality of Life Master Plan (QLMP). The Quality of Life Master Plan (QLMP) provides the framework for the City's Strategic Budgeting activities. The City Council has set priorities and guided staff in developing six Core Values upon which to focus time and resources (as identified in the QLMP). These areas include: 1. Healthy and Livable City 2. Economic Prosperity 3. A Safe and Prepared Community 4. A Sustainable City 5. Transportation Mobility and Connectivity 6. Accountable and Responsive City Government All projects presented in the CIP are carefully programmed in concurrence with the City's Quality of Life Master Plan to ensure the community's capital improvement needs are met both now and in the future. The project sheets have been updated to include the specific Core Value(s) each project satisfies. The framework for the CIP is further defined in the City's CIP fiscal policy to provide a structure within which fiscal decisions can be made and to optimize all available resources toward the accomplishment of the City's Core Values as defined in the QLMP. This CIP budget document was developed by incorporating input from key management team members based on community comments and feedback received throughout the year. Through several workshops, the team then identified and evaluated community needs in the areas of roads/streets, bridges, public buildings, parks and recreation facilities. Each proposed project was reviewed and discussed to ensure funding, timing, and necessity. All projects are evaluated by the City's Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan, while considering the City's long- term vision as developed by the City Council. The proposed circulation, infrastructure, and parks and recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission. Annual Operating Budget City of Temecula Fiscal Year 2018-19 L Annual0 Operating Budget p g g 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. The project is important and addressing it is necessary. The project impacts LEVEL II: safety, law enforcement, health, welfare, economic base, quality of life, and has been identified as a priority in the Quality of Life Master Plan. The project will enhance quality of life and will provide a benefit to the LEVEL III: 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 2019-23 CAPITAL IMPROVEMENT PROGRAM SUMMARY Type of Project Number of Cost of Projects Projects Circulation 21 $304,809,378 Infrastructure/ 26 57,048,368 Other Parks and 12 14,648,318 Recreation SARDA/ Housing 1 12kb 583027 b .m/ Annual Operating Budget City of Temecula 7e14' Fiscal Year 2018-19 TkeHea­iSo 'e. Annual Operating Budget „ . p g g CAPITAL IMPROVEMENT PROGRAM SUMMARY (continued) The FY2019-23 CIP document includes 60 projects totaling$389,089,091 in budgeted project costs. In addition,there is$100,938,097 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 in the next section of this document. The estimated total operating and maintenance costs relating to capital improvement projects are shown by project in the Annual Operating and Maintenance Costs Summary schedule in this section of the Operating Budget. The estimates reflect operating and maintenance costs only. There are no anticipated personnel costs in relation to CIP projects yet. Personnel requirements are evaluated on an annual basis as part of that year's annual operating budget process. The following pages include a summary of projected CIP revenues; CIP projects included in the five-year CIP budget by type of project and priority, operating and maintenance costs for each project, and a description of major CIP revenue sources. A separate CIP budget document is prepared by the City that includes complete detail for each project including project description, scope, location map, level, responsible department, sources of funding, and annual project cost with detail of administration,design, and construction. 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Ix a E U J o E 0E o Q Y m o m o H W'- d a m m m o m E m m m U m "v) m U) K m m m m a m w w w �U > o N o�n o 0 or o r v� morn M N mm rn�o morn o0o m o o mom �omu�� � (YJO M O N O O m O O N m rn rn 0 N �O m N r 0 N M O O O ^f W M r 0 LO O O N�O O r m M N m m O O M m co m O O O O N O N m O r O= M O V r = Lo O m m m Qn 0 14 d N O� M�O t0 N r = N co m = N i N 00 W y } O N O N O O O V O O O V V m=rn V �O M N rn=O rn O rn O O O rn 0 0 O O O m m O�O rn 0 GJ O M O M O O N O O O m m rn m m r m N N N r 0 N m 0 0 N m 0 . L O�O N N O�m O O V 0 0 N V O O O m m �O M rn = r m N m m O 0 0 0 N O N m O r N O t0 m rn 0 V rn 0 O Q LL Q W fn m r Nm m m Nm m r N mm mm� M r mm rnmt0 V N�CN'l w N w .o. O O O F iz U a m u N N N N� � O j LL LL (OD (r0 Crn'l O O m� O O .Q m rn m 0 0 N O O m N ry M N m �O O r N O O W C7 N N � O O N LL .Q m rn O m M O r M N O N rn - co V m m O m N O O N a m N V m M V V O m y rn M m m r o W o d ch r ri � o ch v m v CL a OLL W o M m o v r mM rn�o m o 0 o N N m N �O O m rn M M N r 0 V O �O �O rn rn O m m m 0 m m M M rn W M M m O V O m M N N rn 0 M m N m rn �v m = N R O coM N r r 0 V co N N O O N Q a W Q m V N N rn rn r�O O m N O R= N+• � O N N V r � � M �O=_ O m M= N m N N =O M V m LLv_' Um W LU GL y O rn rn rn � V m m m N m m p Q d R M 0 a w CL m m m m m m m m m 0 0 0 0 0 0 0 0 0 F F F F F F F F F N o Z LL N F O F ^LL ^ LL oN N O . a W o E U 0❑ O LL O LL- _ N =_ N = N � N C N a N LL .- a LL LL a fn _ ❑ m E m m ll d C ll d U In 10 m fnm LL fn fn fn N ll N V� lL 0N ^N N N N N ._ N C7 Z O m O co) A m U a m U ii m n a m m N O E '° m m °� ❑ W o.r LL m LL N m LL N ¢]rn > Ul (n Ul LL N Ul N mLLLL N m U Qm K )U7 ❑ C7❑ ) Q LL UC7 ❑ Q� ❑� S� ❑ 0 0 0 � - v a m r m m o z U E a m Y w m F 1p l O o Q F 6 m m U ❑ m o m m Q E m o m m m m U U U a .� a T E Q E E o °� U U o m o ' o b. O• m o E m m o m o�n q a = o om Uo� �0 o i., E o�' - E m a a ¢ m c m E "E c a m T A A m m`o m U E Cry m .- o a a m L v m U n n m 00 c) a in❑ in m o 0 o m m m m� ° m "� "� m m a 2 E U U U U w in E E m m Y .o x � m m U U o U w w a LL LL ii LL S J a 0 0 0o rr �n m o moo v ov �o m m �n v mN o v cn Omm 0 000 �� m o mmom �o opo m o v v om o N W oo°�m o o �o�o o r o �o m o�n Ln m y �n o �o m O m N - m m d H O O�O t0 V V N of O N m t+l N m N r of 1N. fNO 0 d N O� r m vi v N m of + ^ 00 71 y <» } omm o 0 0o mr�n o �o o m a ommo�o 0 00 �o o �o m y mo o �.i GJ O N N O O O O �O N of O O O ofm N r m 0 of O O O O of V O m O r. � � F omm o 0 0o mmr o 0 0 �o m momom o 00 �n o �n .o mm O N J U F ovv o o�ri� �riom o o of ni com�mo ui oui o o�N rr �ri al Q�„L Q W(n 0 00 F iz U o a m c o 0 0 o r M R R O O O O N a} m W N N N N d m N � O j LL LL ff> O O O O O N ry O O N d O O O � N d fA N U N N m O N O O N d fA V O O O O m O O O o 6 0 0 0 o rn W O d O O O O N U r r l00 l00 � NO O of LL N O N CL LL LL O o 0 0 0 o m m r mom o 0 0 0 m a. O N of O O mm m N O N O O O O W a W Im o a N d c LL > C VOi w0 G] W LU a 0 a w CL m m m m m m m T (n N � O LL ❑ O N N LL N D N ~ O O N N O N N W N U _ O 41 N O N X N a N N N m a' a' W E c E c U c m C N oa 1 a7 N o rn m rn w ii y ii ii rn 2 ii rn rn Y E u) Y cn O 12o 12 �3 O �3 a d LL LL m m E E ❑ m cry Q m m m m m m LL ❑ o m m 'r m m LL C m F m m m m m ❑ m Q m o m W � o� � CD� C7 U 7 ¢ mC7o co C7� U � � 2 O 'w 3 o K 2 m 7 U — o m U o of s a m W w LL U m m Y F m Z O J 0 42 o fe O E t a . ) o m m c E I U 3 m O Y o �' 2• E 'o m a m `m O m m mm a m m Y m m a O o — — 3 3 m `m m t a m m m 0 m a rn w rn u) (Yf o D o m m ov o �o r om �0 00 00 0 mono�n o o m r r O O O O O N O (O N O m O 0 � N UH o 0 0 �m ov o � Nom �0 vo ov o �ovv�0 0 o m o 0 0 F W o 0 0 �r om o o co0o� c+i vo ov �n r�ro� 0 0 0� m m of O d N O N 00 M 71 y F» } O N JUF ui o 0 oror o 0000 r 0 000 �ri uir�o�ri o o m m Q W Q I.L N F 0 O of N m of of m O N V m O V (O r V N r N m �O m Q iz U V(O N m r N N CL N i+ fA F9 Q m V a 0 0 0 0 0 o v m m m O O O O O O N N of N N M N � O j LL LL V3 O O O O A N a O O O O N N m O O O O n N O N a` O O O O O O O N N V a O O O O O O O O O O N O N N M a E» H U o 0 0 0 o m W o v o 0 0 0 o m N O O O O O 1p N 0 n CL LL LL » w O o Z o o r r o 0 0 0 0 0 0 0 o r n O O V V O O O O O O V V O m n W d R O O r r O O O O O O W of O O M a Cb O a O` �t N M N Q a W Q C N_ LL U W CO N o m� r v mor v o0 0 ov vm �o m r O R y O LO m O mLU O Q N R M N V a N Oa W CL N N ca (0 F F F F Z O � m LL LL O O O O 6 - W N N N Ocd • C • cd 2 T cd T C LL U O ON N rn m ii U)m Y ii co E U Y E m co ii m U) co U) m a m w w N r O N a m m a p a d C7 a 0 > > 3 a LL_ p� m � O LL_ � O LL_ O LL_ LL_ O N �❑LL_ m m O X ❑ 7 0 D ❑ C7 0 00CSU 0 O a Q m W - o U - in of a > w m s N .- o E w0 a w w m Y U o a m o f E o W L o o >Q m o o m a O m Vl ~ U 2 0 0 E c w a U m E m a m � J a OE _ W E g o a o m E K U a w Q Q �' m L O 0 m m o m m¢ s Y m O F^ w e m a m ? J �^ 10 E m m w U 0 ._ m H a N m�° ani U °� m E 0 m o O K U) o m > O— w 0 H m o O 0 m r a m E .- m e m o Y 'o m N 0 U � E m E o Z Y d a m m o r r > o 0 o o m `m `m E m o m m 0 0 0 L U Uw U , T a a¢ mU) laf a U) wcnU >> Capital Improvement Program Fiscal Years 2019-23 FUTURE YEARS PROJECTS CIRCULATION Project Department Estimate* Cherry Street Extension Diaz Road to Jefferson Avenue Public Works 11,180,000 La Paz Street Widening from Ynez Road to Temecula Parkway Public Works 2,500,000 Nicolas Valley-Community Facilities District(Liefer Road) Public Works 4,088,508 Pauba Road Improvements-east of Margarita Road on the north side Public Works 130,000 Rainbow Canyon Road Widening from Pechanga Parkway to City Limit Public Works 8,000,000 Rancho California Road East of Meadows Parkway Public Works 470,000 Rancho Way Extension from Diaz to Margarita Road Public Works 28,337,000 Temecula Creek Crossing Public Works 16,777,300 Ynez Road Widening from Tierra Vista Road to Rancho Vista Road Public Works 580,000 TOTAL $ 72,062,808 INFRASTRUCTURE OTHER Project Department Estimate* Citywide Drainage Master Plan Public Works 620,000 Corporate Meeting and Event Space Community Services 625,000 Fire Station 92 and 95 Bay Door Replacement Fire Services 200,000 Pedestrian and Bicycle Bridge Overcrossing into Old Town Planning 1,890,000 Old Town Gymnasium Community Services 4,630,000 Southside Branch Library Community Services 6,640,000 Southside Recreation Center Community Services 4,500,000 TOTAL $ 19,105,000 PARKS and RECREATION Project Department Estimate* Butterfield Stage Park Restroom Community Services 250,000 History Museum Enhancement Project Community Services 200,000 Ronald Reagan Sports Park North/South Fields Back Stops,Dugout, Community Services 857,000 and Parking Lot with Trash Enclosures Ronald Reagan Sports Park Upper Soccer Paving and Community Services 481,250 Materials/Equipment Storage Bays Shade Structures for Play Structure Community Services 200,000 Sports Complex-Joint Use(Riverside County Flood Control District) Community Services 8,250,000 Ynez Road and Overland Landscaping Community Services 200,000 Vail Ranch Park Improvements Community Services 800,000 Vail Ranch Park Site D Community Services 1,843,000 TOTAL $ 13,081,250 *Estimates are planning level at the time the project was reviewed and they do not account for inflation and economic conditions Capital Improvement Program v� Fiscal Years 2019-23 PROJECTED REVENUE SUMMARY Available Projected Projected Projected Projected Projected Projected Fund 2018-2019 2019-2020 2020-2021 2021-2022 2022-2023 Funds FUNDING SOURCE MI Balance Revenue Revenue Revenue Revenue Revenue Available Assembly Bill 2766 $ 135,952 $ 134,730 $ 137,422 $ 140,167 $ 142,967 $ 145,823 $ 837,061 Capital Financing $ 5,375,598 $ 5,375,598 Community Development Block Grant(CDBG) 812,825 323,660 323,660 323,660 323,660 $ 2,107,465 Facilities Replacement Fund 143,664 - 250,000 250,000 250,000 $ 893,664 Gas Tax 858,813 $ 858,813 General Fund 3,793,153 2,730,036 - - - - $ 6,523,189 Measure S 8,401,746 10,853,234 4,629,974 7,361,119 5,304,077 2,617,000 $ 39,167,150 Public Art 21,277 74,511 93,956 59,772 32,012 5,334 $ 286,862 Road Maintenance and Rehabilitation Account(RMRA) 633,191 1,843,670 1,880,543 1,918,154 1,956,517 1,995,647 $ 10,227,722 Community Facilities Districts Roripaugh Community Facilities District#03-02 16,244,163 $ 16,244,163 Roripaugh Community Facilities District#16-01 6,446,000 $ 6,446,000 Wolf Creek Community Facilities District 298,713 $ 298,713 Development Impact Fees(DIF) Corporate Facilities 297,491 249,406 330,812 286,351 131,901 21,062 $ 1,317,023 Fire Facilities 143,370 139,761 189,743 116,366 40,194 26,455 $ 655,889 Library Facilities 1,010,605 282,062 308,799 245,164 170,136 33,663 $ 2,050,429 Open Space and Trails 673,757 180,232 195,553 120,936 36,839 36,839 $ 1,244,156 Parks and Recreation 971,320 618,336 670,901 414,909 126,390 126,390 $ 2,928,246 Police Facilities 529,315 158,422 179,776 137,695 21,633 11,166 $ 1,038,007 Quimby 68,261 675,343 321,935 8,835 8,835 8,835 $ 1,092,044 Street Improvements 1,882,170 1,983,148 3,034,737 2,314,298 532,605 83,364 $ 9,830,322 Traffic Signals 289,993 282,601 434,958 327,902 75,846 11,798 $ 1,423,098 Measure A Programs $ - Measure A(Local Streets and Roads) 835,814 1,221,854 1,246,611 1,287,787 1,330,172 1,373,750 $ 7,295,988 Grants Department Water Resources Grant Prop 84(DWR) 426,029 $ 426,029 Highway Bridge Program(HBP) 309,855 7,897,761 $ 8,207,616 Highway Safety Improvement Program(HSIP) 1,208,200 $ 1,208,200 Mobile Source Air Pollution Reduction Review Committee (MSRC) 64,671 $ 64,671 SAFETEA-LU 671,000 931,360 $ 1,602,360 SB1 ATP Augmentation 3,759,000 $ 3,759,000 State Transportation Improvement Program(STIP) 47,600,000 $ 47,600,000 Surface Transportation Program(STP) 10,719,248 $ 10,719,248 Successor Agency to the Temecula Redevelopment Agency Tax Allocation Refunding Bonds Series 2017A and 2017B 12,583,027 $ 12,583,027 Redevelopment Property Tax Trust Fund 750,000 $ 750,000 Reimbursements/Other BEYOND Framework Fund Program 20,000 $ 20,000 Developer Contribution 950,000 905,000 $ 1,855,000 Eastern Municipal Water District(EMWD) 256,472 $ 256,472 Lease Agreement 737,700 $ 737,700 Pechanga Tribe Contributions 4,326,650 $ 4,326,650 Rancho California Water District(RCWD) 781,098 $ 781,098 Riverside County 123,200 $ 123,200 Sale of Property 314,657 $ 314,657 Shea Homes Reimbursement 173,808 $ 173,808 Southern California Edison(SCE) 8,537 $ 8,537 Senate Bills Senate Bill 621 3,642,649 $ 3,642,649 Senate Bill 821 300,000 $ 300,000 Transportation Uniform Mitigation Fee(TUMF) Community and Environmental Transportation Accountability Program(CETAP/RCTC) 2,786,590 $ 2,786,590 Western Riverside Council of Governments(WRCOG) 15,148,901 - 53,798,903 $ 68,947,804 TOTAL REVENUE $ 60,510,780 $70,545,049 $70,408,501 $ 15,313,115 $ 65,487,687 $ 7,070,786 $ 289,335,918 City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.,. Wine C--r ANNUAL CIP OPERATING & MAINTENANCE COSTS PROJECT Priority 2018-19 2019-20 2020-21 2021-22 2022-23 CIRCULATION Abbott Corporation Roadway Improvements II - - - - - Butterfield Stage Road Extension 1 19,102 19,484 19,874 20,271 20,677 Diaz Road Expansion(Rancho California Road to Cherry Street) III - - - - - Emergency Vehicle Pre-Emption Upgrade Program-Citywide I - - - - - Flashing Beacons and Speed Advisory Signs 1 1,061 1,082 1,104 1,126 1,148 French Valley Parkway/1-15 Improvements-Phase I I - - - - - French Valley Parkway/1-15 Improvements-Phase 11 1 15,000 French Valley Parkway/1-15 Improvements-Phase III I - - - - - Illuminated Street Name Sign Replacement Program-Citywide 11 1,061 1,082 1,104 1,126 1,148 Interstate-15/State Route 79 South Ultimate Interchange I - 150,000 153,000 156,060 - Medians and Parkways-Citywide 111 1,400 1,428 1,457 1,486 Murrieta Creek Bridge at Overland Drive I - - - - - Nicolas Road Extension and Improvements 1 3,500 3,570 3,641 3,714 Pavement Rehabilitation Program-Citywide I - - - - Pechanga Parkway Widening I - - - - Roundabout Improvements on Ynez Road I - 1,200 1,224 1,248 1,273 Traffic Cameras and Communication Equipment Enhancement Program-Citywide 1 1,000 1,020 1,040 1,061 1,082 Traffic Signal Equipment Enhancement Program-Citywide 1 1,000 1,020 1,061 1,082 1,082 Traffic Signal Installation-Citywide 1 4,000 8,000 8,000 8,000 - Traffic Signal Park and Ride Access Improvements I - 2,000 2,040 2,081 2,122 Ynez Road Improvements 11 - - - - - TOTAL CIRCULATION PROJECTS $ 28,624 $ 189,816 $ 193,474 $ 197,183 $ 47,248 INFRASTRUCTURE/OTHER Americans with Disabilities ACT(ADA)Transition Plan Implementation I - - - - - Bike Lane and Trail Program-Citywide 1 35,000 35,700 36,414 37,142 - Bike Lane and Trail Program-Pump Track I - 5,000 5,000 5,000 10,000 City Facilities Rehabilitation I - - - - City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.,. Wine C--r ANNUAL CIP OPERATING & MAINTENANCE COSTS PROJECT Priority 2018-19 2019-20 2020-21 2021-22 2022-23 Citywide Streetlight Acquisition and Light Emitting Diode(LED) Retrofit I - 60,000 61,200 62,424 63,672 Citywide Surveillance Cameras 1 160,000 260,000 260,000 260,000 Electric Vehicles Charging Stations I Expanded Recycled Water&Plant Material Conversion Project I - - - - Fiber Optic Communication System Upgrade I Fire Station 73-Gym,Garage,and Bay Door Replacement 11 Fire Station 84 Training Room Renovation and Bay Door Replacement 11 - - Interstate 15 Branding and Visioning-Conceptual Landscape Corridor Plan 11 - - 50,000 52,020 Library Parking Phase 11 1 5,000 5,100 5,202 5,306 Main Street Property Improvements I - - - - Margarita Recreation Center 11 730,000 744,600 759,492 Medians and Ornamental Pedestrian Barriers-Citywide I - - - Murrieta Creek Improvements III Old Town Parking Structure I Pechanga Parkway Environmental Mitigation I Public Safety Monument 11 - - - - Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension and Interconnect 1 5,000 5,100 5,202 5,306 Sidewalks-Citywide I - - - - Sidewalks-Old Town Boardwalk Enhancement I - - - Teen Village I - 246,906 251,844 256,881 Temecula Elementary School(TES)Pool Renovation 1 2,000 2,040 2,081 2,122 Utility Undergrounding-Citywide 11 - - - - TOTAL INFRASTRUCTURE/OTHER PROJECTS $ 35,000 $ 1,002,700 $1,366,360 $1,438,387 $ 655,308 PARKS/ RECREATION Children's Museum Enhancement Project 11 - - - Community Recreation Center(CRC)Pool Site Enhancement and Renovations I Community Services Master Plan 11 Flood Control Channel Reconstruction and Repair I City of Temecula Fiscal Year 2018-19 Annual Operating Budget The Heart of Southern C.,. Wine C--r ANNUAL CIP OPERATING & MAINTENANCE COSTS PROJECT Priority 2018-19 2019-20 2020-21 2021-22 2022-23 Harveston Lake Infrastructure Improvements I - - - - - Parks Improvement Program I - - - - Park Restrooms Expansion,Renovations and Americans with Disability ACT(ADA)Improvements 1 25,000 25,500 26,010 26,530 Playground Equipment Enhancement and Safety Surfacing 11 25,000 25,500 26,010 26,530 Ronald Reagan Sports Park Restroom Expansion and Renovation I - - - - Sam Hicks Monument Park Playground Enhancement 1 5,100 5,202 5,306 5,412 Sports Court Resurfacing I - - - - Sports Field Lighting Light Emitting Diode(LED)Conversion I - - - - TOTAL PARKS/RECREATION PROJECTS $ $ 55,100 $ 56,202 $ 57,326 $ 58,473 SARDA(SUCCESSOR AGENCY TO THE TEMECULA REDEVELOPMENT AGENCY) Affordable Housing I - - - - TOTAL SARDA PROJECTS $ $ - $ - $ - $ GRAND TOTAL $ 63,624 $ 1,247,616 $1,616,036 $1,692,896 $ 761,029 Measure S Funded(excluding Revenue offsets) 0 730,000 991,506 1,011,336 256,881 General Fund 63,624 517,616 624,530 681,560 504,148 Incremental Costs in Excess of General Fund Departmental Budget Projections 0 381,888 416,942 429,450 442,334 City of Temecula T Fiscal Year 2018-19 ([he Heart of Southern California Annual Operating Budget Wine Country 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. General Fund Contributions 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 Alk City of Temecula / Q Fiscal Year 2018-19 Annual Operating Budget DESCRIPTION OF REVENUE SOURCES (continued) Highway Bridge Program This program is funded by Federal Highway Administration (FHWA) authorized by United State 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. Measure A(Local Streets and Roads) Funds generated from the one-half percent sales tax levied throughout Riverside County to carry out transportation projects by the County and cities. 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. 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. Annual Operating Budget City of Temecula T Fiscal Year 2018-19 ([he Heart of Southern California Annual Operating Budget Wine Country DESCRIPTION OF REVENUE SOURCES (continued) 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 SB 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. State Transportation Improvement Program (STIP)Augmentation 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. 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. Annual Operating Budget City of Temecula T Fiscal Year 2018-19 ([he Heart of Southern California Annual Operating Budget Wine Country DESCRIPTION OF REVENUE SOURCES (continued) 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 City of Temecula R Fiscal Year 2018-19 4 Annual Operating Budget BUDGET AND FISCAL POLICIES Pages I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION.......................................... 286 A. Annual Operating Budget (AOB) ...........................................................................................286 B. Balanced Budget....................................................................................................................287 C. Five Year Financial Forecast ..................................................................................................287 D. Capital Improvement Program (CIP).....................................................................................288 II. FINANCIAL REPORTING....................................................................................................... 292 A. Annual Reporting...................................................................................................................292 B. Interim Reporting..................................................................................................................292 C. Budget Amendments.............................................................................................................292 D. Extended Annual Reporting ..................................................................................................292 III. FUND BALANCE AND RESERVES......................................................................................... 293 A. Fund Balance Policy...............................................................................................................293 B. Reserve for Economic Uncertainty........................................................................................293 C. Secondary Reserve for Contingencies...................................................................................293 D. Future Capital Project Designations......................................................................................293 E. Other Designations and Reserves .........................................................................................294 F. Fund Balance Components....................................................................................................294 G. Hierarchy of Spending Fund Balance.....................................................................................295 H. Unassigned Fund Balance—General Fund............................................................................295 IV. TRANSACTIONS AND USE TAX FUNDING (MEASURE S)................................................ 296 AMeasure S Revenue...............................................................................................................296 B. Appropriation Priorities of Measure S Revenue....................................................................296 V. CONTINGENCY PLANNING.................................................................................................. 298 A. One Time Events....................................................................................................................298 B. Ongoing Fiscal Constraints....................................................................................................298 VI. STAFFING POLICY................................................................................................................ 299 A. Regular Staffing.....................................................................................................................299 B. Project Staffing......................................................................................................................299 C. Temporary Staffing................................................................................................................300 D. Work Hours ...........................................................................................................................300 E. Overtime Management.........................................................................................................300 F. Independent Contractors......................................................................................................301 Annual Operating Budget City of Temecula R Fiscal Year 2018-19 4 Annual Operating Budget BUDGET AND FISCAL POLICIES VI. STAFFING POLICY(continued) Pages G. Productivity...........................................................................................................................301 H. Contracting for Services—Private Sector..............................................................................302 I. Contracting for Services—Government Service Contracts...................................................303 J. Contracting for Services—Regional Approach......................................................................304 K. Classification Plan Transition.................................................................................................304 L. Comprehensive Annual Leave Payout...................................................................................305 VII. ASSET MANAGEMENT AND REPLACEMENT (AMAR) POLICY............................................ 306 A. AMAR Definition....................................................................................................................306 B. AMAR Process .......................................................................................................................306 C. AMAR Policy..........................................................................................................................307 D. AMAR Funding Strategy........................................................................................................307 E. Replacement Funds...............................................................................................................308 VIII. INVESTMENTS..................................................................................................................... 309 A. Introduction...........................................................................................................................309 B. Objectives..............................................................................................................................309 C. Scope.....................................................................................................................................310 D. Investment Authority............................................................................................................310 E. Safekeeping of Securities......................................................................................................311 F. Reporting...............................................................................................................................312 G. Qualified Dealers...................................................................................................................312 H. Authorized Investments........................................................................................................312 I. Eligible Investments for Funds Held in Trust............................................................315 II. Ineligible Investments..............................................................................................315 J. Swapping of Securities ..........................................................................................................315 K. Portfolio Adjustments...........................................................................................................316 L. Policy Review.........................................................................................................................316 M. Ethics and Conflict of Interest...............................................................................................316 IX. CAPITAL FINANCING AND DEBT MANAGEMENT............................................................... 317 A. Capital Financing...................................................................................................................317 B. Debt Management................................................................................................................318 C. Debt Capacity........................................................................................................................320 Annual Operating Budget City of Temecula R Fiscal Year 2018-19 4 Annual Operating Budget BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT (continued) Pages D. Independent Disclosure Counsel...........................................................................................320 E. Land-Based Financings..........................................................................................................320 F. Conduit Financings................................................................................................................323 G. Refinancings ..........................................................................................................................324 H. Types of Debt That May be Issued........................................................................................324 I. Policy Goals Related to Planning Goals and Objectives........................................................325 J. Creation of Services Community Facilities Districts..............................................................326 X. INTERFUND TRANSFERS AND LOANS POLICY.................................................................... 330 A. Establishment of Various Funds............................................................................................330 B. Transfer Between Funds........................................................................................................330 C. Interfund Loans.....................................................................................................................330 XI. APPROPRIATIONS LIMITATION .......................................................................................... 331 A. Adopting a Resolution...........................................................................................................331 B. Supporting Documentation Available for Review.................................................................331 C. Calculating Appropriations....................................................................................................331 D. Review of User Fees and Charges .........................................................................................331 E. Support of Legislation or Initiatives ......................................................................................331 F. Voter Approval to Amend Appropriation Limit.....................................................................331 XII. PENSION RATE STABILIZATION POLICY.............................................................................. 332 A. Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust................332 B. Funding of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust..........................332 Annual Operating Budget City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 (QLMP). This document is dynamic and, consequently, must be revised annually to address changing needs, level rankings, and financial conditions.The City's goal in providing a CIP Budget is to develop a multi-year plan for capital improvement, update it annually, and follow through with all capital improvements in accordance with the plan. It also allows staff to budget operating and maintenance costs into the five year projection in order to determine the total cost of each project before it is undertaken. 2. CIP Development -This CIP budget document is developed by incorporating input from City Council and key management team members, based on community comments and feedback received throughout the year. This team then, through several workshops, identifies and evaluates community needs in the areas of roads/streets, bridges, public buildings, parks and recreation facilities, and redevelopment projects. Each proposed project is reviewed and discussed to ensure funding,timing,and necessity.ACIP 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country BUDGET AND FISCAL POLICIES I. FINANCIAL STRATEGIC PLAN PURPOSE AND ORGANIZATION (continued) 4. Project Manager - Every CIP project will have a project manager who will prepare the project proposal, ensure that required phases are completed on schedule, authorize all project expenditures, ensure that all regulations and laws are observed, and periodically report project status. 5. Project Benefit-Projects must identify a benefit and reference a Core Value(QLMP) goal. 6. CIP Review Committee - In determining the relative merit of a proposed project, key management team members evaluate projects for feasibility, community enhancement, infrastructure and historic preservation, and safety. 7. CIP Levels - Projects in the CIP are scheduled in each of five fiscal years based on community needs, as determined by the City Council and availability of funding. Level rankings in each major category (Circulation, Infrastructure/Other, Parks and Recreation, and SARDA/Housing) are assigned in accordance with the following guidelines: a. LEVEL I: The project is urgent and must be completed as soon as feasible. Failure to address the project may impact the health,safety,or welfare of the community or have a potential significant impact on the financial well-being of the City. The project must be initiated or financial opportunity losses may result. b. LEVEL II:The project is important and addressing it is necessary. The project impacts safety, law enforcement, health, welfare, economic base, quality of life, and has been identified as a priority in the Quality of Life Master Plan. C. LEVEL III:The project will enhance quality of life and will provide a benefit to the community. Completion of the project will improve the community by providing cultural, recreational, and/or aesthetic value, or is deemed as a necessary improvement to a public facility. d. Future Years Projects:The project will be an improvement to the community, but does not necessarily need to be completed within a five year capital improvement program time frame. 8. CIP Administrative Costs -The administrative costs associated with managing CIP projects are estimated (generally as five to ten percent of estimated construction costs), and included in each project budget. 9. CIP Operations and Maintenance (O & M) - Future operations and maintenance costs that result from CIP projects are estimated and identified in the CIP project sheets.These incremental future operating costs are incorporated into the five year forecast. Annual Operating Budget City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 Objectives - Project phases will be listed as objectives in the program narratives of the programs, which manage the projects. 14. General Plan Consistency Review -All projects are evaluated by the City's Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan,while considering the City's long-term vision as developed by the City Council. The proposed Circulation, Infrastructure, and Parks and Recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission. Annual Operating Budget City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country BUDGET AND FISCAL POLICIES III. FUND BALANCE AND RESERVES A. Fund Balance Policy Fund balance represents the accumulation of actual revenues and other financing sources in excess of actual expenditures and other uses at year-end. In general terms, it represents the City's accumulated "savings" from year to year, as any fund balance realized at year-end is added to(or deducted from if expenditures exceeded revenues for that particular year) the previous year's fund balance. Fund balance is often referred to as "reserves." B. Reserve for Economic Uncertainty The City will maintain a minimum fund balance of at least 20%of operating expenditures in the General Fund, in order to adequately provide resources in the event of an unexpected draw on City finances. Eligible uses of these reserve funds include: • Expenditures due to local disasters/acts of nature • Loss of major revenue source(s)due to financial hardship or economic downturn • State-imposed take of local revenue/mandated payments • Significant unanticipated expenditures • Significant payout of Comprehensive Annual Leave for employees leaving City service C. Secondary Reserve for Contingencies In addition to the Reserve for Economic Uncertainty, the City will strive to maintain an operating reserve within the General Fund in the amount of 5%of General Fund operating expenditures. Use of these reserve funds shall be limited to: • Covering annual operating expenditures if revenue falls short of projections, creating an annual operating deficit. • Making one-time investments in Capital infrastructure that will create long-term operational savings to the General Fund, leverage available grant funds, or provide funding for projects that will create an economic benefit to the City. D. Future Capital Project Designations The Council may designate specific fund balance levels for future development of capital projects that it has determined to be in the best long-term interests of the City. Annual Operating Budget City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 (CEA). 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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? I. Contracting for Services—Government Service Contracts 1. General Policy Guidelines: a. Contracting with other government entities for the delivery of services such as police and fire provides the City with significant opportunities for cost containment and productivity enhancements. The City utilizes government service contracts to deliver municipal services as a key element in the City's continuing efforts to provide cost-effective programs. Annual Operating Budget City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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 City of Temecula 4 Fiscal Year 2018-19 Annual Operating Budget W me Country 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(1) permits money from bond proceeds, obligations under a lease, installment sales or other agreements to be invested in any security that meets the statutory provisions governing the issuance of the bond or other agreements made by the issuing agency. Furthermore, California Government Code Section 5922(d) provides that notwithstanding any other provision of law, proceeds of bonds and any moneys set aside and pledged to secure payment of the bonds or certain other contracts specified in Section 5922, may be invested in securities or obligations described in the ordinance, resolution, indenture, agreement, or other instrument providing for the issuance of the bonds or the contract. D. Investment Authority The City of Temecula Municipal Code delegates to the City Treasurer the authority to invest and reinvest moneys of the city,to sell or exchange securities, and to deposit Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) them and provide for their safekeeping. The City Treasurer is responsible for daily management of the investment program, including: 1. Establishing procedures for operation consistent with the investment policy; 2. Approving daily investment transactions; 3. Developing projections of the City's cash requirements for operating needs; 4. Reviewing the liquidity position of the investment portfolio; 5. Ensuring that the City's cash position is consistent with operating requirements; 6. Preparing appropriate investment reports; 7. Developing, implementing and monitoring controls over investments; 8. Developing record keeping for investment transactions. The City Treasurer may delegate investment authorityto 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) F. Reporting The City Treasurer will render a monthly report to the City Manager and City Council showing the type of investment, issuing institution, selling institution, date of maturity, par and dollar amount of deposit, current market value for all securities, return on the City's investment portfolio expressed as an annual percentage rate,yield to maturity,cash flow information demonstrating that the City can meet its upcoming financial obligations, and such data as may be required by the City Council. The report will also state its relationship to this statement of investment policy, as directed under the Code. The Treasurer will at least annually submit a recommended updated Investment Policy to be reviewed and approved by the City Council.The City's investment reporting policy meets or exceeds the requirements of Section 53646 of the California Government Code. G. Qualified Dealers The City will transact investments only with banks, savings and loans, state-licensed investment security broker-dealers,the State of California Local Agency Investment Fund, or brokerage firms designated as primary government dealers by, and regularly reporting to,the New York Federal Reserve Bank. Investment staff will investigate dealers who wish to do business with the City in order to determine if they are adequately capitalized, market securities appropriate to the City's needs, and are recommended by managers of portfolios similar to the City's.The City's Broker/Dealer Questionnaire will be used in this investigation. The City will, at least annually, send a copy of the current investment policy to all dealers approved to do business with the City. Confirmation of receipt of this policy will be considered as evidence that the dealer understands the City's investment policies, and intends to show the City only appropriate investments. H. Authorized Investments Investments will be made in the context of the "prudent investor" rule,which states: Investments will be made with judgment and care, under circumstances then prevailing,which persons of prudence, discretion,and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. The City is further governed by the California Government Code, Sections 5922, 16429.1, and 53600 et seq. Within the context of these limitations, the following investments are authorized, as further limited herein: Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) 1. United States Treasury Bills, Bonds, and Notes, or those for which the full faith and credit of the United States are pledged for payment of principal and interest. There is no limitation as to the percentage of the portfolio that can be invested in this category. Maturity is not to exceed the projected dates of the City's cash needs or five years,whichever is less. 2. Obligations issued by the Federal Farm Credit Bank System (FFCB), the Federal Home Loan Bank Board (FHLB), the Federal Home Loan Mortgage Corporation (FHLMC), the Federal National Mortgage Association (FNMA), and other United States agency obligations with maturities of five years or less. Although there is no percentage limitation on the dollar amount that can be invested in these issues, the "prudent investor" rule will apply for a single agency name. Maturity is not to exceed the projected dates of the City's cash needs or five years, whichever is less. 3. Bills of exchange or time drafts drawn on and accepted by a commercial bank, otherwise known as banker's acceptances. Banker's acceptances purchased may not exceed 180 days to maturity or 40%of the market value of the portfolio. No more than 10%of the market value of the portfolio may be invested in banker's acceptances issued by any one bank. 4. Commercial paper ranking of the highest letter and number rating by a nationally recognized statistical rating organization (NRSRO), and issued by a domestic corporation having assets in excess of$500,000,000 and having an"A-1"or better rating on its long-term debentures as provided by a NRSRO. Purchases of eligible commercial paper may not exceed 15% of the market value of the portfolio. No more than 10% of the market value of the portfolio may be invested in commercial paper issued by any one corporation.The City may invest in no more than 10% of a single corporation. The City may invest in no more than 10% of a single corporation's commercial paper. Maturity is not to exceed 180 days. 5. Negotiable certificates of deposit issued by nationally or state-chartered banks or State or Federal savings and loan associations. Negotiable certificates of deposit (NCDs)differ from other certificates of deposit by their deposit liquidity.They are issued against funds deposited for specified periods of time and earn specified or 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) 6. Repurchase Agreements. The City may invest in repurchase agreements with banks and dealers with which the City has entered into a master repurchase agreement which specifies terms and conditions of repurchase agreements. Transactions will be limited to the primary dealers and the top banking institutions according to the rating agency based on liquidity, profitability, and financial strength. The maturity of repurchase agreements will not exceed thirty days.The market value of securities used as collateral for repurchase agreements will be monitored daily by the investment staff and will not be allowed to fall below 102%of the value of the repurchase agreement plus the value of collateral in excess of the value of the repurchase agreement. In order to conform with provisions of the Federal Bankruptcy Code which provide for the liquidation of securities held as collateral for repurchase agreements, the only securities acceptable as collateral will be certificates of deposit, eligible bankers' acceptances, or securities that are direct obligations of, or that are fully guaranteed as to principal and interest by,the United States or any agency of the United States. No more than 50%of the portfolio may be invested in repurchase agreements, and a "perfected security interest" will always be maintained in the securities subject to a repurchase agreement. 7. Local Agency Investment Fund. The City may invest in the Local Agency Investment Fund (LAIF) established by the State Treasurer for the benefit of local agencies up to the maximum permitted by State law. 8. Time Deposits.As to the deposits of non-surplus funds,the City may invest in non- negotiable time deposits collateralized in accordance with the California Government Code(including, but not limited to,entering into a contract with the depository institution pursuant to California Government Code Section 53649) in those banks and savings and loan associations that meet the requirements for investment in negotiable certificates of deposit. Since time deposits are not liquid, no more than 15% of the portfolio may be invested in this category. The depository institution should have been in existence for at least five years. The City may waive the first $100,000 of collateral security for such deposits if the institution is insured pursuant to federal law. In order to secure the uninsured portions of such deposits, an institution will maintain at least 10% in excess of the total amount deposited. Real estate mortgages may not be accepted as collateral. The maximum term for deposits will be one year. In general,the depository institution must have a minimum 6% net worth to assets ratio or the minimum ratio established by the Comptroller of the Currency. The depository institution's operation must have been profitable during their last reporting period. Annual Operating Budget LLAlk City of Temecula Fiscal Year 2018-19 The Heart ofSouthern California Annual Operating Budget Wire Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) 9. Money Market Funds. The City may invest in money market funds that invest solely in U.S. Treasuries, obligations of the U.S. Treasury, and repurchase agreements relating to such treasury obligations. To be eligible, the money market fund must have attained the highest ranking available as evaluated by a nationally recognized rating service and retained an investment advisor with not less than five years' experience and that is registered with the SEC, and which advisor has assets under management in excess of$500 million. Except as otherwise noted,this list of authorized investments is intended to apply to the investment of all operating and surplus funds. The investment of bond proceeds will be governed by the permitted investments as specified in the official statement for each bond issue. I. Eligible Investments for Funds Held in Trust Pursuant to Budget and Fiscal Policy XII.B.,the City may participate in an Internal Revenue Code Section 115 Irrevocable Trust, under which a third party administers the investments of the Trust. Investments of the funds held in the Trust shall be made in accordance with Government Code Section 53609 - Eligible securities for investment of funds held by local agency pursuant to deferred compensation plans, which states "Notwithstanding the provisions of this chapter or any other provisions of this code,funds held by a local agency pursuant to a written agreement between the agency and employees of the agency to defer a portion of the compensation otherwise receivable by the agency's employees and pursuant to a plan for such deferral as adopted by the governing body of the agency, may be invested in the types of investments set forth in Sections 53601 and 53602 of this code, and may additionally be invested in corporate stocks, bonds, and securities, mutual funds, savings and loan accounts, credit union accounts, life insurance policies, annuities, mortgages, deeds of trust, or other security interests in real or personal property. Nothing herein shall be construed to permit any type of investment prohibited by the Constitution. Deferred compensation funds are public pension or retirement funds for the purposes of Section 17 of Article XVI of the Constitution." J. Ineligible Investments Investments not described herein, including, but not limited to, reverse repurchase agreements, mutual funds(other than money market funds), zero coupon bonds, inverse floaters, mortgage-derived securities,common stocks and corporate notes and bonds are prohibited from use in the City's investment portfolio. K. Swapping of Securities A swap is the movement from one security to another and may be done for a variety of reasons, such as to increase yield, lengthen or shorten maturities,to take a profit, or to Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES VIII. INVESTMENTS (continued) increase investment quality.The purchase transaction and the sale transaction must each be recorded separately and any losses or gains on the sale must be recorded. L. Portfolio Adjustments Should an investment percentage-of-portfolio limitation be exceeded due to an incident such as fluctuation in portfolio size, the affected securities may be held to maturity to avoid losses. When no loss is indicated, the Treasurer will consider reconstructing the portfolio basing his or her decision, in part, on the expected length of time the portfolio will be unbalanced. M. Policy Review This investment policy will be reviewed at least annually to ensure its consistency with the overall objectives of preservation of principal, liquidity, and return, and its relevance to current law and financial and economic trends.The City Council will be responsible for maintaining guidance overthis investment policyto 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT A. Capital Financing 1. The City will consider the use of debt financing only for one-time capital improvement projects and only under the following circumstances: a. When the project's useful life will exceed the term of the financing; b. When project revenues or specific resources will be sufficient to service the long-term debt. 2. The City will integrate debt issuances with the objectives of the Capital Improvement Program and will incorporate such integration in the formulation of the City's Financial Strategic Plan. 3. Debt financing will not be considered appropriate for any recurring purpose such as current operating and maintenance expenditures. The issuance of short-term instruments such as revenue,tax or bond anticipation notes is excluded from this limitation. (See Investment Policy) 4. Capital improvements will be financed primarily through user fees, service charges, assessments, special taxes or developer agreements when benefits can be specifically attributed to users of the facility. Accordingly, development impact fees should be created and implemented at levels sufficient to ensure that new development pays its fair share of the cost of constructing necessary community facilities. 5. Transportation related impact fees are a major funding source in financing transportation system improvements. However, revenues from these fees are subject to significant fluctuation based on the rate of new development. Accordingly, the following guidelines will be followed in designing and building projects funded with transportation impact fees: a. The availability of transportation impact fees in funding a specific project will be analyzed on a case-by-case basis as plans and specification or contract awards are submitted for City Manager or Council approval. b. If adequate funds are not available at that time,the Council will make one of two determinations: • Defer the project until funds are available; • Based on the high-priority of the project, advance funds from the General Fund,which will be reimbursed as soon as funds become available. Repayment of General Fund advances will be the first use of transportation impact fee funds when they become available. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT C. Debt Capacity 1. General Purpose Debt Capacity. The City will carefully monitor its levels of general-purpose debt. Because our general-purpose debt capacity is limited, it is important that we only use general-purpose debt financing for high-priority projects where we cannot reasonably use other financing methods for two key reasons: a. Funds borrowed for a project today are not available to fund other projects tomorrow; b. Funds committed for debt repayment today are not available to fund operations in the future. In evaluating debt capacity, general-purpose annual debt service payments should generally not exceed 10% of General Fund revenues; and in no case should they exceed 15%. Further, direct debt will not exceed 2% of assessed valuation; and no more than 60% of capital improvement outlays will be funded from long-term financings. D. Independent Disclosure Counsel 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 13. Disclosure to Bondholders. In general, each property owner who accounts for more than 10%of the annual debt service or bonded indebtedness must provide ongoing disclosure information annually as described under SEC Rule 15(c)-12. 14. Disclosure to Prospective Purchasers. Full disclosure about outstanding balances and annual payments should be made by the seller to prospective buyers at the time that the buyer bids on the property. It should not be deferred to after the buyer has made the decision to purchase. When appropriate, applicants or property owners may be required to provide the City with a disclosure plan. F. Conduit Financings 1. The City will consider requests for conduit financing on a case-by-case basis using the following criteria: a. The City's bond counsel will review the terms of the financing,and render an opinion that there will be no liability to the City in issuing the bonds on behalf of the applicant; b. There is a clearly articulated public purpose in providing the conduit financing; C. The applicant is capable of achieving this public purpose. 2. This means that the review of requests for conduit financing will generally be a two-step process: a. First asking the Council if they are interested in considering the request, and establishing the ground rules for evaluating it; b. And then returning with the results of this evaluation,and recommending approval of appropriate financing documents if warranted. This two-step approach ensures that the issues are clear for both the City and applicant, and that key policy questions are answered. 3. The work scope necessary to address these issues will vary from request to request, and will have to be determined on a case-by-case basis. Additionally, the City should generally be fully reimbursed for our costs in evaluating the request; however,this should also be determined on a case-by-case basis. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT C. General Fund Supported Lease Revenue Bonds or Certificates of Participation —generally involves a lease arrangement between the City and a joint powers authority (or another entity), whereby bonds are issued by the authority for the financing of the project, and the City agrees to make lease payments in sufficient amounts to secure debt service payments on the bonds. d. General Obligation Bonds — bonds secured by a dedicated property tax override(i.e.,a property tax in excess of the 1%basic ad valorem property tax rate) that will be issued only after voter approval pursuant to the State Constitution and other applicable laws. e. Tax Increment Bonds — bonds secured by a portion of ad valorem property tax that are allocated to a successor agency (to a former redevelopment agency) or another entity formed pursuant by law (such as an enhanced infrastructure financing district or a community revitalization infrastructure district). The successor agency will consider issuance of bonds for refunding purposes. The City has not yet formed any enhanced infrastructure financing district, community revitalization infrastructure district or any similar entity, and will undertake applicable legal and feasibility analysis at the time of consideration of the formation of any such entity. f. Conduit Financing Bonds — bonds as described above under "Conduit Financings," for which debt service will be secured by the applicant's payments and the role of the City (or the City affiliated entity) will be limited to be the conduit issuer, without financial liability. 2. The above list is not exhaustive. The City may from time to time consider other types of debt to accommodate its financing and refinancing objectives. I. Policy Goals Related to Planning Goals and Objectives 1. It is a policy goal of the City to protect taxpayers and constituents by utilizing conservative financing methods and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs. 2. The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration, including debt issuance and management. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 3. The City w ill comply with applicable State and Federal law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates and charges. J. Creation of Services Community Facilities Districts 1. Introduction a. It is the City's goal to support new development projects that address public need and provide a public benefit. In consideration of these projects, the City desires to ensure that the provision of both general services and public safety services are addressed. b. The City shall require developments that propose an increase in a higher density residential use than what is currently allowed by the General Plan or Zoning Code to form, or annex into, a Community Facilities District (CFD) pursuant to the Mello-Roos Community Facilities Act of 1982, as amended, for the purposes of providing municipal services and public safety services. C. The City shall make the final determination as to which public financing mechanism, if any, shall be used to assist in the funding of a service.The City may confer with the applicant to learn of any unique circumstances before making its final determination. 2. Eligible Expenses a. All City and any consultant costs incurred in evaluating applications requesting the establishment of CFDs shall be paid by the applicant by advance deposit increments, or as otherwise agreed upon in writing by the City. The City shall not incur any non-reimbursable expense for processing such applications. Expenses not chargeable to the District shall be borne by the applicant. b. In general,the services to be financed by a public services CFD are those identified in the Mello-Roos Community Facilities Act which are provided by the City including: i. Police protection services, including put not limited to, criminal justice services. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT 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 LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES IX. CAPITAL FINANCING AND DEBT MANAGEMENT d. The City, in conjunction with its financial advisors, shall determine whether the aggregate cost of public services, allowable under statute, shall equal an amount that renders the formation of a District economically both cost-effective and efficient. e. The City will work, on a case by case basis,to determine the appropriate tax rate to be levied for proposed projects, in conjunction with a Services CFD applying for the development of affordable housing, as defined by the California Health and Safety Code. X. INTERFUND TRANSFERS AND LOANS POLICY A. Establishment of Various Funds The City has established various funds to account for revenues whose use should be restricted to certain activities.Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity B. Transfer Between Funds Any transfers between funds for operating purposes are set forth in the budget.These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources. In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is to repay the loan in the near term. C. Interfund Loans Interfund loans may be appropriate whenever the loan is expected to be repaid within the immediate future.The most common use of interfund loans is for grant programs, where costs are incurred before drawdowns are initiated and received. Receipt of funds is typically received shortly after the request for funds has been made. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES XI. APPROPRIATIONS LIMITATION A. Adopting a Resolution The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XIII-B of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit. B. Supporting Documentation Available for Review The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least fifteen days before Council consideration of a resolution to adopt an appropriations limit.The Council will generally consider this resolution in connection with final approval of the budget. C. Calculating Appropriations The City will strive to develop revenue sources, both new and existing, which are considered non-tax proceeds, in calculating its appropriations subject to limitation. D. Review of User Fees and Charges The City will annually review user fees and charges and report to the Council the amount of program subsidy, if any,that is being provided by the General Fund. An annual inflator is automatically calculated each year based on changes in the Consumer Price Index. E. Support of Legislation or Initiatives The City will actively support legislation or initiatives sponsored or approved by League of California Cities which would modify Article XIII-B of the Constitution in a manner which would allow the City to retain projected tax revenues resulting from growth in the local economy for use as determined by the Council. F. Voter Approval to Amend Appropriation Limit The City will seek voter approval to amend its appropriation limit at such time that tax proceeds are in excess of allowable limits. Annual Operating Budget LL]� City of Temecula Fiscal Year 2018-19 rhe Heart ofSouthern caiiiornia Annual Operating Budget Wine Country BUDGET AND FISCAL POLICIES XII. PENSION RATE STABILIZATION POLICY A. Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust The City contracts with the California Public Employees Retirement System (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. Annual Operating Budget City of Temecula 3Zi, R Fiscal Year 2018-19 The H—t o1 Southam C.W., z Annual Operating Budget ane Country SUMMARY OF CHANGES IN AUTHORIZED POSITIONS, PERSONNEL AND BENEFIT COSTS The City has established a policy that focuses on streamlining processes and enhancing efficiencies in order to maintain essential public services to the community. This is accomplished by annual reviews of the organizational structure of each department to address the level of service needs of the department consistent with the City's Quality of Life Master Plan. Total authorized Full Time Equivalent (FTE) positions total 171.7 authorized positions, which reflects an increase of 3.5 positions compared to the prior year. Two of the authorized positions (Office Specialist and Community Services Manager) are associated with the Margarita Recreation Center (former YMCA facility) and will remain unfunded until the facility has been rehabilitated. Changes from Prior Year A total of 3.5 new positions have been added to the FY2018-19 Schedule of Authorized Positions: • 0.5 Management Aide III (Economic Development Department) • 1.0 Assistant Planner(Community Development Department) • 1.0 Office Specialist II (Community Development Department) • 1.0 Building Inspector I (Community Development Department) The Economic Development Management Aide III position is a part-time, benefitted position. This position will provide support to the City's social media campaign to increase visibility of City events to Temecula residents. The Community Development Assistant Planner position will support the Long Range Planning Division with the on-going, core operations of the department. This position will increase efficiency while decreasing expenditures currently paid to consultants. The Community Development Office Specialist II position will support the Community Development Desk by improving customer service, and decreasing the need for higher-level Technicians to cover administrative duties. The Community Development Building Inspector I position will support the Building and Safety Division. This position will decrease overtime expenditures and staffing inefficiencies, while also improving department services. Pursuant to Section I.D. of the Resolution of the City Council of the City of Temecula Adopting the Fiscal Year 2018-19 Annual Operating Budget and Establishing Controls on Changes in Appropriations, the City Manager is authorized to make changes to the Schedule of Authorized Positions. Employee Salaries Pursuant to Section 47.3 of the Memorandum of Understanding (MOU) between the City of Temecula and Teamsters Local 911, a Reclassification Request Process is available to represented employees who's work has fundamentally changed due to a department reorganization, changes to staffing levels, Annual Operating Budget 1 City of Temecula Fiscal Year 2018-19 The��a,9 5o he, �ae,{o a Annual Operating Budget ane Country 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. This Reclassification Request Process is also available to employees covered under the Management Compensation Plan (MCP), as outlined in Section 31.3. In accordance with the aforementioned provisions of the MOU and MCP,a total of 16 employees received reclassifications, effective July 1, 2018. A total of six Represented employees, nine Management employees and one Executive were granted reclassifications, at a total cost of $80,140 for Fiscal Year 2018-19. 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. CalPERS acts as a common investment and administrative agent for participating public entities within the State of California. Benefit provisions and all other requirements are established by the State statute and City ordinance, with the City providing benefits based on a "2.7% at 55" formula for current employees hired prior to September 11, 2011 (Tier 1). There is a "2.0%at 60" formula for employees hired after September 11, 2011(Tier 2). For employees hired afterJanuary 1, 2013, who were not previously in the CalPERS system (or a reciprocal California pension system), a "2% at 62" formula as defined by the Public Employees' Pension Reform Act of 2013 (PEPRA) is provided. The City pays a contribution on behalf of authorized employees; (5%for Tier 1 and 4% for Tier 2 employees), in addition to the required actuarially determined employer contribution rate. The annual cost of CalPERS pension for Authorized personnel for Fiscal Year 2018-19 is estimated to be $4,312,209. 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 former retiree health plan, which was disbanded for employees hired after June 30, 2005. As part of the new 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 2018-19 is estimated to be$3,258,300. Annual Operating Budget City of Temecula Fiscal Year 2018-19 R °«°'S°°°"° Cou,�,° a-ne Country Annual Operating Budget SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2018 FY2018-19 Salary Schedule Exempt/ Number of Monthly Salary Bargaining Non- Positions Minimum Maximum Unit* Exempt CITY COUNCIL Councilmember 5.0 600 800 N/A E City Council Subtotal: 5.0 CITY MANAGER Assistant City Manager 1.0 12,476 17,628 Exec E City Manager 1.0 N/A 19,313 Contract E Executive Assistant 1.0 4,315 6,096 MCP E Senior Management Analyst(Y-Rate) 1.0 6,751 9,506 MCP E City Manager Subtotal: 4.0 ECONOMIC DEVELOPMENT Administrative Assistant(Confidential) 1.0 3,720 5,257 MCP NE Economic Development Manager 1.0 7,428 10,495 MCP E Management Aide III 0.5 3,720 4,762 Rep NE Management Analyst 1.0 5,523 7,804 MCP E Senior Management Analyst 1.0 6,096 8,614 MCP E Economic Development Subtotal: 4.5 CITY CLERK Administrative Assistant(Y-Rate) 1.0 3,822 4,892 Rep NE Director of Legislative Affairs/City Clerk 1.0 10,239 14,468 Exec E Management Aide III 1.0 3,720 4,762 Rep NE Office Specialist II 1.0 3,208 4,107 Rep NE Records Manager 1.0 5,661 7,999 MCP E Records Technician 1.0 3,288 4,209 Rep NE City Clerk Subtotal: 6.0 HUMAN RESOURCES Human Resources Manager 1.0 7,428 10,495 MCP E Human Resources Technician I (Confidential) 1.0 4,315 6,096 MCP NE Senior Management Analyst 1.0 6,096 8,614 MCP E Senior Office Specialist Confidential 1.0 3,541 5,004 MCP NE Human Resources Subtotal: 4.0 EMERGENCY MANAGEMENT Risk Manage (Y-Rate) 1.0 1 7,541 10,618 1 MCP E Emergency Management Subtotal:1 1.0 City of Temecula Fiscal Year 2018-19 Annual Operating Budget SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2018 FY2018-19 Salary Schedule Exempt/ Number of Monthly Salary Bargaining Non- Positions Minimum Maximum Unit* Exempt FINANCE Accountant I (Confidential) 1.0 5,661 7,999 MCP NE Accounting Assistant 2.0 4,007 5,129 Rep NE Accounting Assistant-Cashier 1.0 4,007 5,129 Rep NE Accounting Technician 1 1.0 4,422 5,661 Rep NE Accounting Technician 11 1.0 4,646 5,948 Rep NE Business License Technician 1.0 4,422 5,661 Rep NE Director of Finance 1.0 11,027 15,580 Exec E Fiscal Services Manager 2.0 7,428 10,495 MCP E Payroll Coordinator(Confidential) 1.0 4,422 6,249 MCP NE Purchasing Manager 1.0 6,249 8,829 MCP E Senior Management Analyst 1.0 6,096 8,614 MCP E Finance Subtotal: 13.0 INFORMATION TECHNOLOGY Administrative Assistant 0.5 3,720 4,762 Rep NE Assistant Director Information Technology/Support Svcs 1.0 8,829 12,476 MCP E Director of Information Technology/Support Svcs 1.0 10,239 14,468 Exec E Information Technology Administrator 2.0 7,247 10,239 MCP E Information Technology Supervisor 1.0 6,565 8,404 Rep NE IT Specialist 1 1.0 5,129 6,565 Rep NE Senior IT Specialist 4.0 5,948 7,614 Rep NE Support Services Office Specialist II -AM 0.6 3,208 4,107 Rep NE Office Specialist II - PM 0.6 3,208 4,107 Rep NE Support Services Supervisor 1.0 3,909 5,004 Rep NE Support Services Technician 0.5 3,208 4,107 Rep NE Information Technology Subtotal: 13.2 '= City of Temecula Fiscal Year 2018-19 Annual Operating Budget SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2018 FY2018-19 Salary Schedule Exempt/ Number of Monthly Salary Bargaining Non- Positions Minimum Maximum Unit* Exempt COMMUNITY DEVELOPMENT Administrative Assistant(Y-Rate) 1.0 3,822 4,892 Rep NE Director of Community Development 1.0 11,027 15,580 Exec E Principal Management Analyst 1.0 6,729 9,508 MCP E SAR DA/C D BG/Service Level D Assistant Planner 0.25 5,129 6,565 Rep NE Associate Planner II 1.0 6,249 7,999 Rep NE Planning Assistant Planner 1.75 5,129 6,565 Rep NE Associate Planner 1 2.0 5,661 7,247 Rep NE Community Development Technician 1 2.0 4,107 5,257 Rep NE Community Development Technician 11 2.0 4,533 5,803 Rep NE Office Specialist 11 0.5 3,208 4,107 Rep NE Planning Technician 1.0 4,646 5,948 Rep NE Principal Planner 1.0 7,614 10,758 MCP E Senior Planner 1.0 6,898 9,746 MCP E Building and Safety/Code Enforcement Building Inspector 1 1.0 5,257 6,729 Rep NE Building Inspector 11 3.0 5,803 7,428 Rep NE Building Official 1.0 9,276 13,107 MCP E Code Enforcement Officer 1 1.0 4,315 5,523 Rep NE Code Enforcement Officer 11 1.0 4,762 6,096 Rep NE Office Specialist 11 0.5 3,208 4,107 Rep NE Senior Building Inspector 1.0 6,405 8,199 Rep NE Senior Code Enforcement Officer 1.0 5,257 6,729 Rep NE Community Development Processing Supervisor 1.0 5,523 7,070 Rep NE Senior Office Specialist 2.0 3,541 4,533 Rep NE Community Development Subtotal: 28.0 PUBLIC WORKS Administrative Assistant 1.0 3,720 4,762 Rep NE Director of Public Works 1.0 11,875 16,778 Exec E Senior Management Analyst(Y-Rate) 1.0 6,751 9,506 MCP E CIP Administration Associate Civil Engineer 2.0 7,428 9,508 Rep E Associate Engineer 11 2.0 7,070 9,050 Rep E Construction Manager 1.0 7,070 9,050 Rep E Principal Civil Engineer 1.0 9,276 13,107 MCP E Senior Civil Engineer 2.0 8,404 11,875 MCP E Senior Public Works Inspector 1.0 5,257 6,729 Rep NE Senior Public Works Inspector(Y-Rate) 1.0 5,585 7,150 Rep NE Land Development Associate Engineer 1 1.0 6,405 8,199 Rep NE Associate Civil Engineer 2.0 7,428 9,508 Rep E Associate Engineer 11 2.0 7,070 9,050 Rep E Office Specialist 1 1.0 3,054 3,909 Rep NE Principal Civil Engineer 1.0 9,276 13,107 MCP E Public Works Inspector 1 1.0 4,315 5,523 Rep NE Senior Public Works Inspector 1.0 5,257 6,729 Rep NE Traffic '= City of Temecula Fiscal Year 2018-19 Annual Operating Budget SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2018 FY2018-19 Salary Schedule Exempt/ Number of Monthly Salary Bargaining Non- Positions Minimum Maximum Unit* Exempt Associate Engineer 1 1.0 6,405 8,199 Rep E Associate Engineer II 1.0 7,070 9,050 Rep E Senior Office Specialist 1.0 3,541 4,533 Rep NE Senior Signal Technician 1.0 6,249 7,999 Rep NE Signal Technician 1 1.0 5,388 6,898 Rep NE Maintenance(Streets, Facilities, Parks) Custodian 1 1.0 2,506 3,208 Rep NE Custodian 11 (Y-Rate) 1.0 2,861 3,662 Rep NE Lead Maintenance Worker 6.0 4,422 5,661 Rep NE Lead Maintenance Worker- Facilities 2.0 4,762 6,096 Rep NE Maintenance Manager 1.0 7,614 10,758 MCP E Maintenance Superintendent 1.0 6,898 9,746 MCP E Maintenance Supervisor 1.0 6,249 8,829 MCP E Maintenance Supervisor- Landscape 1.0 6,729 9,508 MCP E Maintenance Worker 1 4.0 3,630 4,646 Rep NE Maintenance Worker I - Facilities 1.0 3,909 5,004 Rep NE Maintenance Worker 11 4.0 4,007 5,129 Rep NE Maintenance Worker 11 - Facilities 1.0 4,315 5,523 Rep NE Management Assistant 1.0 4,107 5,257 Rep NE Office Specialist 11 1.0 3,208 4,107 Rep NE Senior Landscape Inspector 1.0 5,523 7,070 Rep NE Senior Office Specialist 1.0 3,541 4,533 Rep NE Public Works Subtotal: 55.0 City of Temecula Fiscal Year 2018-19 Annual Operating Budget SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2018 FY2018-19 Salary Schedule Exempt/ Number of Monthly Salary Bargaining Non- Positions Minimum Maximum Unit* Exempt FIRE Administrative Assistant 1.0 3,720 4,762 Rep NE Community Development Tech 1 1.0 4,107 5,257 Rep NE Community Development Tech 11 1.0 4,533 5,803 Rep NE Fire Inspector 1 1.0 6,096 7,804 Rep NE Fire Subtotal: 4.0 COMMUNITY SERVICES Aquatics Coordinator 1.0 4,533 5,803 Rep NE Community Services Assistant 1.0 3,288 4,209 Rep NE Community Services Coordinator 1 2.0 4,209 5,388 Rep NE Community Services Manager** 8.0 6,898 9,746 MCP E Community Services Superintendent 2.0 7,614 10,758 MCP E Community Services Supervisor 1 2.0 4,882 6,249 Rep NE Community Services Supervisor 11 1.0 5,129 6,565 Rep NE Director of Community Services 1.0 11,027 15,580 Exec E Management Aide 111 2.0 3,720 4,762 Rep NE Management Aide 11 4.0 3,371 4,315 Rep NE Management Aide 1 1.0 3,054 3,909 Rep NE Office Specialist 1 ** 1.0 3,054 3,909 Rep NE Office Specialist 11 1.0 3,208 4,107 Rep NE Park Ranger 11 2.0 4,315 5,523 Rep NE Park Ranger 1 1.0 3,909 5,004 Rep NE Senior Administrative Assistant 1.0 4,107 5,257 Rep NE Senior Recreation Leader 1.0 2,766 3,541 Rep NE Theater Technical Assistant 1.0 3,288 4,209 Rep NE Theater Technical Coordinator 11 1 1.0 1 4,422 5,661 1 Rep NE Community Services Subtotal:j 34.0 Total By Department Positions 'Bargaining Units: City Council 5.0 Rep=Represented City Manager 4.0 MCP=Management/Confidential Economic Development 4.5 Exec=Executive City Clerk 6.0 Emergency Management 1.0 Human Resources 4.0 ** Unfunded Positions include: Finance 13.0 (1) Office Specialist 1(TCSD), and Information Technology 13.2 (1) Community Services Manager Community Development 28.0 Public Works 55.0 The two TCSD positions are associated Fire 4.0 with the Margarita Recreation Center ,Community Services 34.0 and will remain unfunded until the facility Totalof • • Positions: has been rehabilitated and is open for operation. City Temecula Fiscal Year 2018-19 The Heart of S-h- - C hf., �o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 GENERAL FUND CITY COUNCIL Council Members 5.00 - 5.00 - 5.00 - CITY MANAGER City Manager 1.00 1.00 1.00 Assistant City Manager 0.75 0.75 0.75 Executive Assistant 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 3.75 3.75 - 3.75 ECONOMIC DEVELOPMENT Administrative Assistant(Confidential) 1.00 (0.10) 0.90 0.10 1.00 Management Aide III - - 0.50 0.50 Economic Development Analyst 1 2.30 (2.30) - - Economic Development Manager - - 1.00 1.00 Management Analyst-Economic Dev. - 2.90 2.90 (1.90) 1.00 Senior Management Analyst 1.00 1.00 3.30 0.50 3.80 (0.30) 4.50 EMERGENCY MANAGEMENT Fiscal Services Manager 0.50 (0.50) - - - Risk Manager - 0.40 0.40 0.30 0.70 0.50 (0.10) 0.40 0.30 0.70 HUMAN RESOURCES Administrative Assistant(Confidential) - 0.10 0.10 (0.10) - Assistant City Manager 0.25 - 0.25 0.25 Human Resources Manager 1.00 (0.10) 0.90 0.90 Human Resources Technician I - 1.00 1.00 1.00 Office Specialist(Confidential) 1.00 (1.00) - - Senior Management Analyst 1.00 - 1.00 1.00 Risk Manager - 0.10 0.10 0.10 Senior Office Specialist(Confidential) - 1.00 1.00 1.00 3.25 1.10 4.35 (0.10) 4.25 CITY CLERK Administrative Assistant 1.00 - 1.00 1.00 Director of Legislative Affairs/City Clerk 1.00 1.00 1.00 Office Specialist 3.00 (3.00) - - Office Specialist 11 - 1.00 1.00 1.00 Management Aide III - 1.00 1.00 1.00 Records Manager 1.00 - 1.00 1.00 Records Technician - 1.00 1.00 1.00 6.00 - 6.00 6.00 City Temecula Fiscal Year 2018-19 The Heart of S-h- - C hf., ��o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 FINANCE Administrative Assistant 1.00 - 1.00 - (1.00) - - Accountant I(Confidential) 1.00 1.00 (0.17) 0.83 Accounting Assistant 1.00 1.00 1.00 2.00 Accounting Assistant-Cashier 1.00 1.00 - 1.00 Accounting Manager 1.00 (1.00) - - Accounting Specialist 1.00 (1.00) - - Accounting Technician I - 1.00 1.00 1.00 Accounting Technician 11 1.00 - 1.00 1.00 Payroll Coordinator(Confidential) 1.00 1.00 1.00 Business License Technician 1.00 1.00 1.00 Director of Finance 1.00 - 1.00 (0.08) 0.92 Fiscal Services Manager - 2.00 2.00 2.00 Purchasing Manager 1.00 - 1.00 1.00 Revenue Manager 1.00 (1.00) - - - Senior Management Analyst 0.40 0.40 0.20 0.60 12.40 12.40 (0.05) 12.35 COMMUNITY DEVELOPMENT-PLANNING Administrative Assistant 0.65 0.65 0.10 0.75 Assistant Planner 1.00 - 1.00 0.75 1.75 Associate Planner 1 1.00 1.00 2.00 - 2.00 Associate Planner 11 - - - 0.40 0.40 Community Development Director 0.50 0.50 (0.05) 0.45 Community Development Technician 1.08 (1.08) - - Community Development Technician I - 0.66 0.66 (0.22) 0.44 Community Development Technician 11 - 0.50 0.50 (0.30) 0.20 Development Processing Coordinator 0.25 (0.25) - - Economic Development Analyst 1 0.10 (0.10) - Management Analyst-Economic Dev. - 0.10 0.10 (0.10) - Office Specialist 11 - - 0.50 0.50 Planning Technician - 1.00 1.00 - 1.00 Principal Planner 1.00 - 1.00 1.00 Principal Management Analyst 0.50 - 0.50 (0.15) 0.35 Community Dev.Processing Supervisor - 0.25 0.25 (0.15) 0.10 Senior Planner 2.00 (1.00) 1.00 (0.40) 0.60 8.08 1.08 9.16 0.38 9.54 City Temecula Fiscal Year 2018-19 The Heart of S-h- - C hf., ��o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 COMMUNITY DEVELOPMENT-BUILDING&SAFETY Administrative Assistant 0.10 - 0.10 - - 0.10 - Building Inspector I - - 1.00 1.00 Building Inspector 11 4.00 (1.00) 3.00 - 3.00 Building Official 1.00 1.00 1.00 Code Enforcement Officer 1 2.00 (1.00) 1.00 1.00 Code Enforcement Officer 11 - 1.00 1.00 1.00 Community Development Director 0.25 - 0.25 0.25 Community Development Technician 2.58 (2.58) - - - Community Development Technician I - 0.68 0.68 0.55 1.23 Community Development Technician 11 - 1.50 1.50 0.30 1.80 Development Processing Coordinator 0.75 (0.75) - - - Office Specialist 11 - - 0.50 0.50 Principal Management Analyst 0.10 - 0.10 0.10 0.20 Senior Building Inspector - 1.00 1.00 - 1.00 Senior Code Enforcement Officer 1.00 - 1.00 (0.05) 0.95 Community Dev.Processing Supervisor - 0.75 0.75 0.15 0.90 Senior Office Specialist 2.00 - 2.00 - 2.00 13.78 (0.40) 13.38 2.55 15.93 PUBLIC WORKS-LAND DEVELOPMENT Administrative Assistant 0.25 - 0.25 - 0.25 Assistant Engineer 11 - 1.00 1.00 (1.00) - Associate Civil Engineer - 2.00 2.00 (1.00) 1.00 Associate Engineer 1 2.00 (2.00) - 1.00 1.00 Associate Engineer 11 - 1.00 1.00 - 1.00 Community Development Technician 0.33 (0.33) - Community Development Technician I - 0.66 0.66 (0.33) 0.33 Community Development Technician 11 - - - - Junior Engineer 1.00 (1.00) - Maintenance Supervisor - 0.05 0.05 (0.05) Office Specialist 0.60 (0.60) - Office Specialist I - 0.65 0.65 (0.05) 0.60 Principal Civil Engineer - 0.90 0.90 0.10 1.00 Public Works Director 0.15 - 0.15 - 0.15 Public Works Inspector 1 0.50 0.40 0.90 - 0.90 Senior Civil Engineer 0.90 (0.90) - 1.00 1.00 Senior Management Analyst 0.10 - 0.10 - 0.10 Senior Public Works Inspector 0.75 0.65 1.40 (0.70) 0.70 Special Projects Engineer 1.00 (1.00) - - 7.58 1.48 9.06 (1.03) 8.03 City Temecula Fiscal Year 2018-19 The Heart of S-h- n C hf., �o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 PUBLIC WORKS Administrative Assistant 0.40 - 0.40 - - 0.40 - Assistant Engineer II 1.00 (1.00) - 1.00 1.00 Associate Engineer 2.00 (2.00) - - - Associate Engineer I - 1.00 1.00 (1.00) - Associate Engineer 11 2.00 2.00 2.00 Custodian 1 0.10 0.10 (0.05) 0.05 Custodian 11 - - - 0.05 0.05 Lead Maintenance Worker 4.10 (0.10) 4.00 (1.08) 2.92 Lead Maintenance Worker-Facilities - 0.10 0.10 0.10 Maintenance Manager 1.05 - 1.05 (0.07) 0.98 Maintenance Supervisor - 0.50 0.50 (0.45) 0.05 Maintenance Worker 5.00 (5.00) - - Maintenance Worker I - 3.00 3.00 (0.12) 2.88 Maintenance Worker 11 2.00 2.00 - 2.00 Management Assistant - - - 0.25 0.25 Office Specialist 1.10 (1.10) - - - Office Specialist I - 0.35 0.35 0.05 0.40 Office Specialist 11 0.80 0.80 - 0.80 Principal Civil Engineer - 0.10 0.10 (0.10) - Public Works Director 0.40 - 0.40 0.40 Public Works Inspector 0.40 (0.40) - - Public Works Inspector I - 0.10 0.10 0.10 Senior Engineer 0.10 (0.10) - - Senior Management Analyst 0.40 0.40 - 0.40 Senior Office Specialist 1.00 - 1.00 0.15 1.15 Senior Public Works Inspector 0.25 0.25 0.50 (0.25) 0.25 Senior Signal Technician 1.00 1.00 2.00 (1.00) 1.00 Signal Technician 1 1.00 (1.00) - 1.00 1.00 19.20 0.60 19.80 (1.62) 18.18 PUBLIC WORKS-CIP ADMINISTRATION Administrative Assistant 0.30 - 0.30 0.30 Assistant Engineer 1.00 (1.00) - - Associate Civil Engineer - 2.00 2.00 2.00 Associate Engineer 3.00 (3.00) - - Associate Engineer I - 1.00 1.00 (1.00) - Associate Engineer 11 - 1.00 1.00 2.00 3.00 Construction Manager 1.00 - 1.00 - 1.00 Maintenance Supervisor - 0.05 0.05 (0.05) - Office Specialist 0.10 (0.10) - Principal Engineer 1.00 (1.00) - - Principal Civil Engineer - 1.00 1.00 1.00 Public Works Director 0.25 - 0.25 - 0.25 Public Works Inspector 11 0.10 (0.10) - 1.00 1.00 Senior Civil Engineer - 2.00 2.00 - 2.00 Senior Engineer 2.00 (2.00) - - Senior Management Analyst 0.45 - 0.45 0.45 Senior Public Works Inspector 2.00 (0.90) 1.10 (0.05) 1.05 11.20 (1.05) 10.15 1.90 12.05 City Temecula Fiscal Year 2018-19 The Heart of S-h- n C hf., ��o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 PARKS MAINTENANCE Facility Services Manager 0.50 - (0.50) - - - - Landscapelnspector 0.75 (0.75) - - Lead Maintenance Worker 2.00 2.00 2.00 Maintenance Manager 0.95 (0.95) - - Maintenance Supervisor - 0.40 0.40 (0.40) - Maintenance Worker 1.90 (1.90) - Maintenance Worker II - 2.00 2.00 2.00 Management Assistant - 0.50 0.50 (0.25) 0.25 Office Specialist 0.50 (0.50) - - Office Specialist II - 0.20 0.20 - 0.20 Park/Landscape Maintenance Supervisor 0.70 0.02 0.72 1.08 1.80 Public Works Director 0.10 - 0.10 - 0.10 Senior Landscape Inspector 0.60 - 0.60 0.60 Senior Office Specialist - 0.35 0.35 (0.20) 0.15 8.00 (1.13) 6.87 0.23 7.10 POLICE(Non-Contract Employees) Senior Management Analyst 0.38 0.38 0.02 0.40 0.38 0.38 0.02 0.40 FIRE (Non-Contract Employees) Administrative Assistant 1.00 1.00 - 1.00 Building Inspector II 1.00 (1.00) - - Fire Inspector I - 1.00 1.00 1.00 Community Development Technician-Fire 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 3.00 1.00 4.00 - 4.00 General Fund Total 105.42 3.08 108.50 3.28 111.78 SPECIAL REVENUE FUNDS BUSINESS INCUBATOR Economic Development Analyst 1 0.60 (0.60) - - - 0.60 - (0.60) CDBG Associate Planner - 1.00 - - - - Principal Management Analyst 0.13 - 0.13 0.07 0.20 0.13 1.00 0.13 0.07 0.20 AFFORDABLE HOUSING Administrative Assistant 0.25 - 0.25 (0.10) 0.15 Assistant Planner - - 0.25 0.25 Associate Planner 11 0.25 0.25 0.10 0.35 Community Development Director 0.25 0.25 - 0.25 Principal Management Analyst 0.28 (0.01) 0.27 (0.07) 0.20 Senior Planner - - 0.35 0.35 1.03 - (0.01) 1.02 0.53 1.55 MENEW-Special Revenue Funds Total 1.76 1.00 (0.61) 1.15 0.6 City of Temecula Fiscal Year 2018-19 Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 COMMUNITY FACILITY DISTRICTS FINANCE Accountant I(Confidential) - - - - 0.17 0.17 - Director of Finance - - 0.08 0.08 Senior Management Analyst 0.22 0.22 (0.22) - 0.22 0.22 0.03 0.25 COMMUNITY SERVICES PARKS AND RECREATION Administrative Assistant 1.00 (1.00) - - Aquatics Coordinator - 1.00 1.00 1.00 Aquatics Supervisor 1.00 (1.00) - - Community Services Assistant - 1.00 1.00 1.00 Community Services Coordinator 1 1.00 1.00 2.00 - (1.00) 1.00 - Community Services Manager - 5.00 5.00 1.00 3.00 8.00 1.00 Community Services Superintendent 1.00 - 1.00 - 1.00 2.00 - Community Services Supervisor I - 2.00 2.00 - 2.00 Community Services Supervisor 11 1.00 1.00 2.00 (1.00) 1.00 Custodian 1 0.10 1.20 1.30 (0.65) 0.65 Custodian 11 - - - 0.65 0.65 Director of Community Services 1.00 1.00 - 1.00 Lead Maintenance Worker-Street/Parks 1.00 (1.00) - 0.08 0.08 Lead Maintenance Worker-Facilities - 1.00 1.00 0.05 1.05 Maintenance Manager - - - 0.02 0.02 Maintenance Supervisor 0.35 0.35 - 0.35 Maintenance Worker 2.35 (2.35) - - - Maintenance Worker I-Facilities - 0.75 0.75 0.60 1.35 Maintenance Worker I-Streets/Parks - - 0.12 0.12 Maintenance Worker 11-Facilities 0.60 0.60 - 0.60 Management Aide 1 1.00 1.00 1.00 Management Aide 11 4.00 4.00 4.00 Management Aide 111 2.00 2.00 2.00 Management Analyst - 1.00 1.00 (1.00) - Museum Services Manager 1.00 - (1.00) - - - Office Specialist 1 2.00 1.00 (2.00) - 1.00 - 1.00 Office Specialist 11 - - 1.00 1.00 - 1.00 - Park Ranger 1 2.00 (1.00) 1.00 1.00 Park Ranger 11 - 2.00 2.00 2.00 Recreation Coordinator 1.00 - (1.00) - - Recreation Supervisor 5.00 1.00 (5.00) - - Senior Administrative Assistant - - 1.00 1.00 - 1.00 Senior Code Enforcement Officer - - - 0.05 0.05 Senior Management Analyst 1.00 1.00 (1.00) - Senior Recreation Coordinator 2.00 (2.00) - - Senior Recreation Leader - 1.00 1.00 1.00 Theater Manager 1.00 (1.00) - - Theater Technical Assistant - 1.00 1.00 1.00 Theater Technical Coordinator 1.00 (1.00) - - Theater Technical Coordinator 11 - 1.00 1.00 1.00 Theater Technical Supervisor 1.00 - (1.00) - - - - 26.80 2.00 9.20 36.00 2.00 0.92 36.92 2.00 *One Office Specialist and one Community Services Manager position are currently unfunded.The positions are associated with the Margarita Recreation Center and will remain unfunded until the facility has been rehabilitated and is open for operation. City Temecula Fiscal Year 2018-19 The Heart of S-h- - C hf., ��o ., Annual Operating Budget SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 SERVICE LEVEL B Office Specialist 0.15 - (0.15) - - - - Senior Office Specialist - 0.20 0.20 0.05 0.25 0.15 0.05 0.20 0.05 0.25 SERVICE LEVEL C Landscape Inspector 0.25 (0.25) - - Maintenance Manager 0.05 (0.05) Office Specialist 0.15 (0.15) - Parks/Landscape Maintenance Supervisor 0.25 (0.02) 0.23 (0.08) 0.15 Senior Landscape Inspector 0.35 (0.02) 0.33 0.33 1.05 (0.49) 0.56 (0.08) 0.48 SERVICE LEVEL D Associate Planner II 0.75 0.75 (0.50) 0.25 Community Development Director - - 0.05 0.05 Principal Management Analyst 0.05 0.05 Senior Planner - - 0.05 0.05 0.75 0.75 (0.35) 0.40 SERVICE LEVEL L Maintenance Worker 0.10 (0.10) - Park/Landscape Maintenance Supervisor 0.05 - 0.05 0.05 Senior Landscape Inspector 0.05 0.02 0.07 0.07 0.20 (0.08) 0.12 0.12 LIBRARY Custodian - 0.20 0.20 (0.20) - Custodian I - - 0.10 0.10 Custodian 11 0.10 0.10 Lead Maintenance Worker - - 0.15 0.15 Maintenance Superintendent 0.10 0.10 (0.10) - Maintenance Supervisor - - 0.10 0.10 Maintenance Worker 0.35 (0.35) - - - Maintenance Worker I - 0.25 0.25 0.10 0.35 Maintenance Worker 11-Facilities - 0.10 0.10 - 0.10 0.45 0.20 0.65 0.25 0.90 - Community Services Total 29.40 2.00 8.88 38.28 2.00 0.79 39.07 2.00 INTERNAL SERVICE FUNDS INSURANCE Fiscal Services Manager 0.50 (0.50) - - Human Resources Manager - 0.05 0.05 0.05 Office Specialist-Confidential - - - Risk Manager - 0.10 0.10 0.10 0.50 (0.35) 0.15 0.15 WORKERS'COMPENSATION Human Resources Manager - 0.05 0.05 0.05 Risk Manager 0.40 0.40 (0.30) 0.10 0.45 0.45 (0.30) 0.15 City Temecula R Fiscal Year 2018-19 The Heare of Samharn Califamia Annual Operating Budget vine Cava., SCHEDULE OF CHANGES IN ALLOCATED POSITIONS Adopted Unfunded Current Unfunded Proposed Unfunded 2016-17 2016-17 Changes 2017-18 2017-18 Changes 2018-19 2018-19 INFORMATION TECHNOLOGY Administrative Assistant - - 0.50 0.50 - 0.50 - Assistant Director of IT/SS - 1.00 1.00 (0.10) 0.90 Central Services Supervisor 0.10 (0.10) - - Director Information Technology 1.00 1.00 (0.10) 0.90 Deputy Director Support Services 0.80 (0.80) - - Information Technology Administrator 2.00 2.00 (1.00) 1.00 Information Technology Manager - 0.80 0.80 Information Technology Specialist 1.00 (1.00) - - - Information Technology Specialist I - 1.00 1.00 1.00 Information Technology Supervisor 1.00 - 1.00 (0.20) 0.80 Senior Information Technology Specialist 4.00 - 4.00 (0.20) 3.80 9.90 0.60 10.50 (0.80) 9.70 SUPPORT SERVICES Assistant Director of IT/SS - - - 0.10 0.10 Central Services Coordinator 1.00 (1.00) - - Central Services Supervisor 0.90 (0.90) Deputy Director Support Services 0.20 (0.20) - - Director Information Technology - 0.10 0.10 Information Technology Manager 0.20 0.20 Information Technology Supervisor - 0.20 0.20 Office Specialist-AM 0.60 (0.60) - - Office Specialist-PM 0.60 (0.60) - - Office Specialist 11(Part-Time) - 1.20 1.20 - 1.20 Senior Information Technology Specialist - - 0.20 0.20 Support Services Supervisor 1.00 1.00 - 1.00 Support Services Technician(Part-Time) - 0.50 0.50 - 0.50 3.30 (0.60) 2.70 0.80 3.50 FACILITIES Administrative Assistant 0.05 0.05 - 0.05 Custodian 1.90 (1.50) 0.40 (0.40) - Custodian I - - 0.20 0.20 Custodian 11 - 0.20 0.20 Facility Services Manager 0.50 (0.50) - - Lead Maintenance Worker 0.90 (0.90) - - Lead Maintenance Worker-Facilities - 0.90 0.90 (0.20) 0.70 Maintenance Supervisor-PW 0.50 - 0.50 0.50 Maintenance Worker 0.30 (0.30) - - Maintenance Worker I-Facilities - 1.00 1.00 (0.70) 0.30 Maintenance Worker 11-Facilities 0.30 0.30 0.30 Management Assistant - 0.50 0.50 0.50 Office Specialist 0.40 (0.40) - - Senior Office Specialist - 0.45 0.45 0.45 Public Works Director 0.10 - 0.10 0.10 Senior Management Analyst 0.05 0.05 0.05 4.70 (0.45) 4.25 (0.90) 3.35 Internal Service Funds Total 18.40 (0.35) 18.05 (1.20) 16.85 City of Temecula Fiscal Year 2018-19 "ea"°`S° Annual Operating Budget SUMMARY OF BUDGETED POSITIONS Department FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 City Council 5.00 5.00 5.00 5.00 5.00 City Manager: City Manager 3.75 3.75 3.75 3.75 3.75 Human Resources 3.50 3.25 3.25 4.35 4.25 Economic Development 4.00 3.30 3.30 3.80 4.50 Emergency Management 0.00 0.50 0.50 0.40 0.70 City Clerk: 6.00 6.00 6.00 6.00 6.00 Finance: Finance 12.50 12.40 12.40 12.40 12.35 Community Development: Planning 6.50 7.00 8.08 9.16 9.54 Building&Safety 14.25 15.00 13.78 13.38 15.93 Public Works: Land Development 7.25 7.25 7.58 9.06 8.03 Public Works 19.40 19.20 19.20 19.80 18.18 CIP Administration 11.80 11.20 11.20 10.15 12.05 Parks Maintenance 8.20 8.00 8.00 6.87 7.10 Police* 0.50 0.38 0.38 0.38 0.40 Fire* 3.00 3.00 3.00 4.00 4.00 Community Services: Parks and Recreation 26.70 26.70 26.80 36.00 36.92 Service Level B 0.15 0.15 0.15 0.20 0.25 Service Level C 1.05 1.05 1.05 0.56 0.48 Service Level D 0.75 0.75 0.75 0.75 0.40 Service Level L 0.20 0.20 0.20 0.12 0.12 Library 0.45 0.45 0.45 0.65 0.90 Special Revenue Funds: Business Incubator Resource 0.00 0.70 0.60 0.00 0.00 Community Development Block Grant 0.85 0.80 0.13 0.13 0.20 Affordable Housing 1.65 1.45 1.03 1.02 1.55 Community Facility Districts: 0.00 0.22 0.22 0.22 0.25 Internal Service Funds: Insurance 0.75 0.50 0.50 0.60 0.30 Information Technology 9.70 9.70 9.90 10.50 9.70 Support Services 3.30 3.50 3.30 2.70 3.50 Facilities 4.80 4.80 4.70 4.25 3.35 Total Budgeted Positions 156.00 156.20 155.20 166.20 169.70 Unfunded Positions 2.00 2.00 3.00 2.00 2.00 Total Authorized Positions 158.00 158.20 158.20 168.20 171.70 *Police and Fire services are contracted through Riverside County. Total Police Staffing for Fiscal Year 2018-19 is 147,with 112 sworn officers.Total Fire Stafffing for Fiscal Year 2018-19 is 71. City of Temecula �r Fiscal Year 2018-19 keHeart ofSouthern California Annual Operating Budget Wire Country LOCATOR MAP Redding Eureka t L1naheim 215 Palm Springs Tahoe 10 SACRAMENTO �' 1 H—t f Southern C,I,F- . 041-and W-C Sari Francisco *Szin Jose 15 �F��Srto Monterey CALIFORNIA Diego an Luis Obispo *Bakersfield PA0FIC Santa 8arwra Los Angeles OCEAIV Pa rings 0 L an Diego The City of Temecula is a General Law City located in southwestern California, United States, with a population of 113,181. 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 City of Temecula Fiscal Year 2018-19 R Theea.<°f5° 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 2018 40 316 2018 17 2,412 2017 40 314 2017 17 1,842 2016 40 314 2016 16 1,824 2015 39 309 2015 15 1,812 2014 39 309 2014 15 1,812 (includes Pechanga Resort&Casino) EDUCATIONAL DATA Temecula Unified School District: Libraries: Number Number of Number of Number of Number of of Schools Teachers Students Libraries Volumes 2018 32 1,374 28,679 2018 2 3 million 2017 32 1,382 27,700 2017 2 3 million 2016 32 1,316 27,700 2016 2 3 million 2015 32 1,315 28,426 2015 2 3 million 2014 33 1,290 28,509 2014 2 3 million (total volumes in county available to Temecula residents) PUBLIC SAFETY DATA Fire Protection: Police Protection: (contract with Riverside County) (contract with Riverside County) Number of Number Number Number Volunteer Number of of Sworn Supervision/ of Stations of Staff Firefighters Stations Officers Management 2018 5 71 0 2018 3 112 20 2017 5 69 0 2017 3 111 20 2016 4 65 0 2016 3 101 20 2015 4 65 0 2015 3 100 20 2014 4 62 6 2014 3 103 20 Annual Operating Budget City of Temecula G( Fiscal Year 2018-19 Th,"-"°fS°°`np`°`C...,,; Annual Operating Budget COMMUNITY PROFILE AND DEMOGRAPHICS Population (Est.) Number of Registered Voters 54,000 52,824 113,181 113,000 111,024 52,000 110,000 108,920 109,064 9,366 106,289 50,000 107,000 V � 48,000 104,000 101,000 46,000 44,341 44,4 4 98,000 44,000 44,019 95,000 42,000 2014 2015 2016 2017 2018 40,000 2014 2015 2016 2017 2018 Source:California Department of Finance.(2017). Source:Riverside County Registrar of Voters.(2017). $130,000 Income Median Housing Value $450,000 $422,728 $115,000 !- $109,659 $400,000 $386,803 $99,720 $97,573 $353,894 $356,584 $100,000 $350,000 ) $85,839 $300,000 $283,584 $85,000 ?92,078 $250,000 $70,000 83 300 $77,850 $73,408 $200,000 $55,000 $150,000 2014 2015 2016 2017 2018 $100,000 Average Household Median Household 2014 2015 2016 2017 2018 Source:The Nielsen Company.(2017). Source:The Nielsen Company.(2017). City Maintained Streets (in Miles) Temecula Unemployment Rates 325 309 314 315 315 8.0% 304 7.0% 300 6.0% -- ■2018 275 0 IF 2017 5.0/ - 4.1% 3.8% 3.9% 3.9% 250 4.0% - 3.5% 3.3% 225 3.0% 2.0% 200 Jan Feb Mar 2014 2015 2016 2017 2018 Source:California Employment Development Department.(2018). City of Temecula G( Fiscal Year 2018-19 Th,"—"°fS°°`np`°`C...,,; Annual Operating Budget COMMUNITY PROFILE AND DEMOGRAPHICS City Authorized Positions Full Time Positions Per 1,000 Citizens* 3.50 114,000 3.45 112,000 175 3.40 172 110,000 170 3.35 165 3.30 108,000 160 158 158 158 157 3.25 106,000 155104,000 1500A 3.20 11 145 �. _ 3.15 102,000 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 Full Time Positions Population Per 1,000 Citizens *Includes contracted Fire and Police �1 Temecula's Annexed Area NoxTx eum ima Aft City of Temecula Fiscal Year 2018-19 (-,.-H tofSw Annual 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 2018-19: Fiscal Year 2017-18 Appropriations Limits...................................................................$260,138,176 CityPopulation Growth ............................................................................................................1.02% Per Capita Personal Income Change.........................................................................................3.67% Fiscal Year 2018-19 Appropriations Limit .................................................................... ...$272,442,712 Appropriations subject to the limit in the Fiscal Year 2018-19 Budget total $73,007,313 which is $199,435,399 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 $199,435,399 variance indicated. Further, any overall actual receipts from tax sources greater than $199,435,399 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 WE 100,000,000 50,000,000 — 0 M ou ■ 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 Appropriations Subject to Limit Legal Limit Annual Operating Budget City of Temecula Fiscal Year 2018-19 Wine Coo°heuntry 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) 2008 13,434,660 (88,453) 13,346,207 (113,341) 13,232,866 2009 13,537,572 (101,719) 13,435,853 (114,841) 13,321,012 2010 12,003,561 (112,286) 11,891,275 (115,783) 11,775,492 2011 11,932,655 (116,038) 11,816,617 (115,944) 11,700,673 2012 11,971,877 (129,004) 11,842,873 (114,451) 11,728,422 2013 11,996,227 (145,041) 11,851,186 (112,450) 11,738,736 2014 12,581,717 (153,544) 12,428,173 (109,890) 12,318,283 2015 13,547,737 (182,877) 13,364,860 (108,001) 13,256,859 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 Source: HdL Coren&Cone City of Temecula Fiscal Year 2018-19 [ Annual Operating Budget SUMMARY OF FEDERAL GRANT EXPENDITURES Actual Actual Actual Budgeted Budgeted AGENCY/GRANT NAME FY 2014-15 FY 2015-16 FY 2016-17 FY2017-18 FY2018-19 Department of Homeland Security: Emergency Management Program Grant - 19,873 24,000 Homeland Security Grant-2013 17,427 - - - Homeland Security Grant-2014 13,804 2,399 - Homeland Security Grant-2015 - 6,814 8,577 Homeland Security Grant-2016 - - 5,159 - - Department of Housing and Urban Development: Community Development Block Grant 376,251 413,783 433,026 1,367,707 546,925 Department of Transportation: Congestion Mitigation Air Quality(CMAQ) - 99,800 332,196 1,200,950 - Highway Bridge Program(HBP)-Main Street 347,216 - 711,316 760,000 309,855 Highway Safety Improvement Porgram(HSIP) - - 1,208,200 1,208,200 Office of Traffic Safety(OTS)DUI Mini Grant - - - SAFETEA-LU 269,458 1,439,840 671,000 STP and STPL-Pavement Rehabilitation - - - 13,622,190 10,719,248 TOTALS $ 754,698 $ 522,796 $ 1,779,605 $ 19,622,887 $ 13,455,228 City of Temecula Fiscal Year 2018-19 (�(Tke Hear of Southern California Annual Operating Budget wine Country LEGAL DEBT MARGIN (Value in Thousands) 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 2018-19 is $2,295,166,000 while the City's debt subject to the limitation is$17,588,000. As a result,the City has not exceeded its legal debt limit. Fiscal Year 2018-19 Net Total Assessed Value $15,311,209 Plus: Exempt Property $ 107,152 TOTAL ASSESSED VALUE $15,418,361 Debt Limit—15%of Total Assessed Value $ 2,312,754 Amount of Debt Applicable to Debt Limit (Estimated at June 30, 2018) $17,588 Less: Assets in Debt Services Funds Available for Payment of Principal $0 $ 17,588 ADJUSTED LEGAL DEBT MARGIN $ 2.295,166 Note: Amounts Unaudited Annual Operating Budget City of Temecula Fiscal Year 2018-19 Tk,H ,,fS—i.eW�C,kf—, Annual Operating Budget FISCAL YEAR 2018-19 DEBT OBLIGATIONS FISCAL YEAR 2018-19 ISSUE MATURITY INTEREST TOTAL DEBT OUTSTANDING FUND DATE DESCRIPTION DATE RATES PRINCIPAL INTEREST OBLIGATION PRINCIPAL 001 2011 Private Placement Lease 12/1/2031 3.75% $1,439,000 $693,450 $2,132,450 $17,588,000 General Fund 001 Total $1,439,000 $693,450 $2,132,450 $17,588,000 Tax Allocation Bonds, 380 2017 12/15/2038 2.00-5.00% 11385,000 2,180,350 3,565,350 43,325,000 Series 2017A 380 2017 Tax Allocation Bonds, 12/15/2039 2.00-4.00% 985,000 1,086,031 2,071,031 29,850,000 Series 2017B(Taxable) Successor Agency to the Redevelopment Agency(SARDA)Total $2,370,000 $3,266,381 $5,636,381 $73,175,000 TOTAL $3,809,000 $3,959,831 $7,768,831 $90,763,000 City of Temecula Fiscal Year 2018-19 � Annual Operating Budget D-,4ara.,ds���ne�„c,Fa�����a Wine Country SUMMARY OF CONSTRUCTION AND PROPERTY VALUES (Value in Thousands) COMMERCIAL RESIDENTIAL CONSTRUCTION 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 Source: City of Temecula,Community Development Department HdL Coren&Cone City of Temecula Fiscal Year 2018-19 Annual0 Operating Budget p g g W.-C.U.„Y SUMMARY OF PROPERTY TAX RATES FISCAL SECURED UNSECURED TOTAL TOTAL PERCENTAGE YEAR TAX LEVY TAX LEVY TAX LEVY COLLECTIONS OF LEVY COLLECTED (Value in Thousands) 2008 5,606,921 251,644 5,858,565 5,163,765 88.14% 2009 5,488,424 270,359 5,758,783 5,127,498 89.04% 2010 4,687,041 266,174 4,953,215 4,492,060 90.69% 2011 4,672,790 249,746 4,922,536 4,389,089 89.16% 2012 4,710,884 252,438 4,963,322 4,503,729 90.74% 2013 4,716,136 256,805 4,972,941 4,846,143 97.45% 2014 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% 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 ABA aY Temecula R Fiscal Year 2018-19 Th,ba°"°`5° "e`"`a" Wine Country try Annual Operating Budget PRINCIPAL SECURED PROPERTY OWNERS YEAR ENDED JUNE 30, 2018 Secured Unsecured Total 2017-18 2017-18 2017-18 Percent TAXPAYER TYPE OF BUSINESS Assessed Assessed Assessed of Net Valuation Valuation Valuation Assessed (in 000s) (in 000s) (in 000s) Valuation Abbott Vascular, Inc Medical Applicances $ 135,331 $ 133,361 $ 268,692 1.74% Manufacuring Temecula Towne Center Regional Shopping 156,725 - 156,725 1.02% Associates Center Temecula Valley Hospital Inc Health Care 103,963 - 103,963 0.67% Cape May Temecula Apartments LLC Residential Apartments 74,150 - 74,150 0.48% Foothills At Old Town LLC Residential Apartments 72,821 - 72,821 0.47% Campanula Way Owner LLC Residential 71,043 689 71,732 0.47% Temecula Town Center Commercial Shopping 68,799 - 68,799 0.45% Owner LLC Center Medline Industries Inc. Medical Supplies 61,790 5,802 67,592 0.44% Inland Western Temecula Commercial Shopping 61,999 - 61,999 0.40% Commons Center Redhawk Towne Center II Commercial Shopping 60,712 - 60,712 0.39% Center TOTAL $ 867,333 $ 139,852 $ 1,007,185 6.53% NOTE: Assessed values of parcel owned by related entities have been aggregated. Source: HdL Coren&Cone 1 City of Temecula Fiscal Year 2018-19 (M-e Annual Operating Budget COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT 2015-16 Assessed Valuation: $ 14,055,545,643 Redevelopment Successor Agency Incremental Valuation: 1,812,034,820 Adjusted Assessed Valuation: $ 12,243,510,823 DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT: %Applicable(1) Debt 6/30/15 Metropolitan Water District 0.57% 532,116 Eastern Municipal Water District, I.D. No. U-8 85.93% 3,555,048 Mt.San Jacinto Community College District 18.38% 12,866,000 Murrieta Valley Unified School District 0.01% 21,381 Temecula Valley Unified School District 69.95% 33,907,827 Rancho California Water District Community Facilities District No.88-3 100.00% 495,000 Eastern Municipal Water District Community Facilities District No.2002-04 100.00% 600,000 Eastern Municipal Water District Community Facilities District No.2002-08 100.00% 3,970,000 Eastern Municipal Water District Community Facilities District No.2005-38, I.A. B 100.00% 608,000 Eastern Municipal Water District Community Facilities District No.2010-60 100.00% 3,045,000 Temecula Public Financing Authority Community Facilities District No.01-2 100.00% 14,095,000 Temecula Public Financing Authority Community Facilities District No.03-1 100.00% 11,610,000 Temecula Public Financing Authority Community Facilities District No.03-2 100.00% 43,025,000 Temecula Public Financing Authority Community Facilities District No.03-3 100.00% 23,545,000 Temecula Public Financing Authority Community Facilities District No.03-6 100.00% 3,965,000 Temecula Valley Unified School District Community Facilities District No.89-1 100.00% 7,880,000 Temecula Valley Unified School District CFD No.2002-1,I.A. No. 1 27.65% 1,681,363 Temecula Valley Unified School District CFD No.2002-2 100.00% 14,985,000 Temecula Valley Unified School District CFD No.2004-1,I.A.A and B 100.00% 23,320,000 Temecula Valley Unified School District CFD No.2005-1 28.72% 2,525,924 City of Temecula 1915 Act Bonds(Assessment District No.03-04) 100.00% 450,000 TOTAL DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT $ 206,682,659 *Information will be updated for FY2018-19 Annual Operating Budget 1 City of Temecula Fiscal Year 2018-19 (M-e Annual Operating Budget COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT DIRECT AND OVERLAPPING GENERAL FUND DEBT: %Applicable(1) Debt 6/30/15 Riverside County General Fund Obligations 5.90% 53,461,855 Riverside County Pension Obligation Bonds 5.90% 17,963,635 Riverside County Board of Education Certificates of Participation 5.90% 55,156 Murrieta Valley Unified School District Certificates of Participation 0.01% 2,428 Mt.San Jacinto Community College District General Fund Obligations 18.56% 12,990,600 City of Temecula General Fund Obligations 100.00% 21,759,000 TOTAL GROSS DIRECT AND OVERLAPPING GENERAL FUND DEBT $ 93,242,074 Less: Riverside County supported obligations 367,917 TOTAL NET DIRECT AND OVERLAPPING GENERAL FUND DEBT $92,874,157 OVERLAPPING TAX INCREMENT DEBT: 100.00% $83,600,000 TOTAL DIRECT DEBT $21,759,000 TOTAL GROSS OVERLAPPING DEBT $361,765,733 TOTAL NET OVERLAPPING DEBT $361,397,816 GROSS COMBINED TOTAL DEBT $383,524,733 (2) NET COMBINED TOTAL DEBT $383,156,816 (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 2014-15 Assessed Valuation: Total Overlapping Tax and Assessment Debt..................................................1.47% Total Direct Debt ($27,759,000)...................................................................0.15% Gross Combined Total Debt..........................................................................2.73% Net Combined Total Debt.............................................................................2.73% Ratios to Redevelopment Successor Agency Incremental Valuation: Total Overlapping Tax Increment Debt.........................................................4.61% *Information will be updated for Final FY2018-19 Annual Operating Budget Alk 3 City of Temecula � Fiscal Year 2018-19 R (Th-eHirt of Sauthem CaGAnnual Operating Budgetfarnia W—Country LARGEST EMPLOYERS BY NUMBER OF EMPLOYEES NAME OF EMPLOYER NUMBER OF EMPLOYEES As of As of As of As of As of June 2014 June 2015 June 2016 June 2017 June 2018 Temecula Valley Unified School District 2,604 2,988 2,961 3,050 3,050 Abbott Laboratories(f/k/aGuldant Corporation) 2,000 2,000 2,000 2,000 1,500 PHS Medline 1,600 1,280 900 900 900 Infinean Technologies America's Corp(f/k/a Int'l Rectifier) 750 600 585 697 672 Temecual Valley Hospital 475 580 650 650 800 Walmart 600 600 600 600 600 Milgard Manufacturing 240 370 400 408 450 South Coast Winery Resort&Spa 256 256 256 425 425 Costco Wholesale Corporation 340 340 376 404 404 EMDMillipore(f/k/acherni-conInternational) 270 270 330 375 375 DCH Auto Group Temecula 260 276 293 312 326 Channell Commercial Corporation 175 275 264 320 320 FFF Enterprises Inc. 180 225 303 303 303 Macy's 300 380 420 353 289 Temecula Creek Inn 205 230 245 254 275 The Scotts Company 120 193 244 244 244 Paradise Chevrolet Cadillac 190 243 234 234 232 Toyota of Temecula Valley 160 170 187 187 230 Home Depot 160 191 191 210 210 Air Bus DS Communications 190 190 180 190 190 Lowe's 150 170 170 170 185 City of Temecula 156 158 156 143 172 National Merchants Association ** ** ** 156 156 Pacific Hydraulic Services/MWA 146 155 155 155 155 WinCo 108 154 154 154 154 Rancho Ford Lincoln Mercury 111 133 150 150 153 Opto 22, Inc. 170 170 150 150 150 Dayton Hudson Corporation/Target 190 172 166 170 150 JC Penney Company 150 150 150 150 150 BJ's Restaurant&Brewery ** ** ** ** 150 Temcula Valley Winery Management ** ** ** ** 150 Rancho California Water District 148 143 143 143 143 Rancho Family Medical Group ** ** ** ** 133 Stater Brothers 140 115 115 117 118 Tension Envelope 120 120 120 110 110 Southwest Traders 227 129 109 109 109 RR Donnelley Company ** 107 107 107 107 Atria Vintage Hills 102 101 101 101 101 Bomatic, Inc. ** ** 100 100 100 **Data Not Available Source:Temecula Valley Chamber of Commerce A 17 City of Temecula Fiscal Year 2018-19 :• $o�he,��a�,a Annual Operating Budget Wine coun, COMPARATIVE CITY INFORMATION ACTUAL ACTUAL NUMBER GENERAL GENERAL EXPENDITURES NAME FISCAL OF FUND FUND PER OF CITY YEAR EMPLOYEES POPULATION REVENUES EXPENDITURES CAPITA TEMECULA 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 2013-14 156* 106,289 $61,661,886 $63,982,533 $602 2012-13 156* 104,879 $58,876,556 $60,975,681 $581 ESCONDIDO 2016-17 1,032 151,613 $93,961,900 $95,831,502 $632 2015-16 1,018 150,760 $92,819,830 $91,111,638 $604 2014-15 1,028 147,294 $86,972,237 $89,013,686 $604 2013-14 1,090 147,102 $83,340,943 $84,631,708 $575 2012-13 1,091 145,908 $79,712,162 $78,636,452 $539 MORENO VALLEY 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 2013-14 398 199,258 $82,042,818 $75,861,268 $381 2012-13 410 198,129 $73,591,937 $80,684,966 $407 HEMET 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 2013-14 291 81,537 $33,134,769 $36,260,037 $445 2012-13 290 80,877 $38,028,266 $31,480,482 $389 LAKE ELSINORE 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 2013-14 85 56,718 $27,481,659 $29,567,647 $521 2012-13 79 55,430 $25,468,184 $26,814,249 $484 MURRIETA 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 2013-14 297 106,425 $36,169,207 $33,714,227 $317 2012-13 296 105,832 $33,607,714 $33,090,367 $313 *Denotes total authorized positions within the City of Temecula City of Temecula R Fiscal Year 2018-19 The Heart of Southern California Annual Operating Budget wine 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 CEQA—California Environmental Quality Act CERT—Community Emergency Response Team CIP—Capital Improvement Program COP—Certificate of Participation CPI—Consumer Price Index CPR—Cardiopulmonary Resuscitation CRC—Community Recreation Center CSMFO—California Society of Municipal Finance Officers CSO—Community Services Officer DFCI—Diesel Fuel Component Index DIF— Development Impact Fee DOJ—Department of Justice DOT—Department of Transportation EECBG—Energy Efficiency Conservation Block Grant EMS— Emergency Medical Services EMT— Executive Management Team EOC—Emergency Operations Center Annual Operating Budget City of Temecula R Fiscal Year 2018-19 The Heart of Southern California Annual Operating Budget Wine Ccountry 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 City of Temecula R Fiscal Year 2018-19 The Heart of Southern California Annual Operating Budget Wine Ccountry 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 ]1 City Temecula � Fiscal Year 2018-19 ((( 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 ]1 City of Temecula � Fiscal Year 2018-19 ((( 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. 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. FUND - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equities or balances and changes therein which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Annual Operating Budget ]1 City of Temecula � Fiscal Year 2018-19 ((( Annual Operating Budget GLOSSARY OF TERMS (continued) FUND BALANCE-The difference between assets and liabilities that is generally spendable or available for appropriation. Some Governmental funds as well as Proprietary and Fiduciary funds which utilize full accrual basis of accounting also include non-spendable fund balance which includes amounts that cannot be spent because they include prepaid items or inventories or are legally required to be maintained intact, such as the principal portion of an endowment. GANN APPROPRIATIONS LIMIT-This term refers to Article XIIIB of the California State Constitution that places limits on the amount of proceeds from taxes that state and local governmental agencies can receive and spend each year. GENERAL FUND - The fund used to account for all financial resources except those required to be accounted for in another fund (i.e., enterprise or grant funds). Usually, the General Fund is the largest fund in a municipality. GENERALLY ACCEPTED ACCOUNTING PRINCIPALS (GAAP)—GAAP is the uniform minimum standards of and guidelines to financial accounting and reporting. They govern the form and content of the basic financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define the accepted accounting practices at a particular time. They include both broad guidelines of general application and detailed practices and procedures. GAAP provides a standard by which to measure financial presentations. GRANTS-Contributions or gifts of cash or other assets from another government to be used or expended for a specified purpose, activity, or facility. INTERGOVERNMENTAL REVENUES - Funds received from federal, state, and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. INTERNAL SERVICE FUNDS - A fund used to account for financing of goods or services provided by one department to other departments on a cost-reimbursement basis. LEVY-To impose taxes for the support of government activities. LICENSES, PERMITS AND SERVICE CHARGES - License and permit fees are charged as a means of recovering the cost of regulating various activities. These charges are authorized through the California Government Code and State Constitution. Examples include building permits and business licenses. The City also assesses service charges through user fees on everything from recreation programs to facility rentals. Service charge is also the classification for the Community Services funding allocation from the General Fund to the Temecula Community Services District. It is also the classification for charges back to departments from Internal Service Funds. LONG-TERM DEBT- Debt with a maturity of more than one year after the date of issue. LONG TERM GOALS - An observable and measurable end result, having one or more objectives to be achieved within a set time frame. Annual Operating Budget ]1 City of Temecula � Fiscal Year 2018-19 ((( Annual Operating Budget GLOSSARY OF TERMS (continued) MEASURE C(SPECIAL TAX)—A voter approved special tax charged to property owners in order to finance the operation, maintenance and servicing of public parks and recreational facilities, recreational and community services programs, median landscaping, arterial street lights and traffic signals.The maximum amount for each fiscal year is set by ordinance at$74.44 per single-family residential dwelling unit,$55.83 per multi-family residential dwelling unit, $148.88 per acre of vacant property in a residential zone, $297.76 per acre of vacant property in a non-residential zone, $446.64 per acre of non-residential improved property, and $37.22 per acre for agriculture uses. Special Tax is allocated 50% in the General Fund and 50%in the Community Services District. MEASURE S (SALES TAX) — A one cent add-on sales tax, approved by voters on November 8, 2016, to maintain 9-1-1 emergency response times, prevent cuts to local paramedic/police/fire protection, school safety patrols, youth/afterschool senior, disabled services; improve freeway interchanges/reduce traffic; and other general services. It is estimated that this tax will generate approximately$23 million annually. MISCELLANEOUS REVENUE—Revenue which includes Police charges for services including report copies, fingerprint rolling fees, etc. as well as right of way advertising revenue, charges for planning commission packets and other miscellaneous charges and reimbursements. MODIFIED ACCRUAL BASIS — The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it, revenues and other financial resource increments are recognized when they become susceptible to accrual that is when they become both "measurable" and "available" to finance expenditures of the current period. Expenditures are recognized when the fund liability is incurred except for (1) inventories of materials and supplies that may be considered expenditures either when purchased or when used. All governmental funds, expendable trust funds and agency funds are accounted for using the modified accrual basis for accounting. MOTOR VEHICLE LICENSE FEE-The motor vehicle license fee (MVLF), also called the motor vehicle in- lieu tax, is a tax on the ownership of a registered vehicle in place of taxing vehicles as personal property. The MVLF is paid annually upon vehicle registration in addition to other fees, such as the vehicle registration fee, air quality fees, and commercial vehicle weight fees all of which fund specific state programs.The MVLF funds city services. OBJECTIVES-The necessary steps to be accomplished in order to achieve a desired goal. OPERATING BUDGET - Plans of current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending and service delivery activities of a government are controlled. OPERATING TRANSFERS IN/OUT-Authorized exchanges of cash or other resources between funds. OPERATIONS & MAINTENANCE - Supplies and other materials used in the normal operations of City departments. Annual Operating Budget City of Temecula 1 � Fiscal Year 2018-19 tt Annual Operating Budget GLOSSARY OF TERMS (continued) OTHER TAXES—Classification for all taxes with the exception of property tax and sales and use tax which are defined on their own. Includes Gas Tax, Measure C (Special Tax), Transient Occupancy Tax and Franchise Fees. PROPERTY TAX-A 1% levy upon the assessed valuation of property, as established by Proposition 13 in 1978. PROPERTY TAX IN LIEU OF VLF-A swap from the state of California,where over 90%of California city and county vehicle license fee revenues were exchanged for additional property tax. Subsequent to the Fiscal Year 2004-05 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 AGENCYTO THE REDEVELOPMENT AGENCY(SARDA)—Successor agency established in order to pay the debts and obligations and to perform the obligated activities of the former Temecula Redevelopment Agency (RDA) due to ABx1 26 which dissolved Redevelopment Agencies. TAXES - Compulsory charges levied by a government to finance services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments. Neither does the term include charges for services rendered only to those paying such charges. TEMECULA COMMUNITY SERVICES DISTRICT (TCSD) - An assessment district that was established in Temecula to provide a comprehensive, balanced neighborhood and community park system by constantly reviewing growth,demographics and facilities available. It also provides street lighting, median and slope maintenance, refuse hauling and a recycling program, emergency dirt road maintenance, library services and an intern fellowship program. TRANSIENT OCCUPANCY TAX- Also called a Hotel Tax, this revenue source originates in a tax placed on lodging facilities for the occupancy of a room.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. Annual Operating Budget City of Temecula 1 � Fiscal Year 2018-19 [[ Annual Operating Budget GLOSSARY OF TERMS (continued) UNDESIGNATED FUND BALANCE -Available expendable financial resources in a governmental fund that are not the object of tentative management plans (i.e. designations.) USE OF MONEY AND PROPERTY- Classification used for revenue sources which include lease and rental income, as well as investment interest. USER CHARGES/FEES-A sum of money paid by the individual who chooses to access a service or facility. Examples of user fees include building permit fees and recreation class fees.With user fees,the individual directly pays for something he or she wants and receives what he or she has paid for. WESTERN RIVERSIDE COUNCIL OF GOVERNMENTS (WRCOG) - WRCOG is a voluntary association that represents Riverside County, 17 member local cities located in Western Riverside County, Eastern Municipal Water District and Western Riverside Water District,that seek to provide cooperative planning, coordination, and technical assistance on issues of mutual concern that cross jurisdictional lines. The primary functions of WRCOG include (a) serve as a forum for consideration, study and recommendation on area-wide and regional problems; (b) assemble information helpful in the consideration of problems peculiar to Western Riverside County; (c) explore practical avenues for intergovernmental cooperation, coordination and action in the interest of local public welfare and means of improvements in the administration of governmental services; and (d) serve as the clearinghouse review body for Federally- funded projects in accordance with Circular A-95 in conjunction with the Southern California Association of Governments. Annual Operating Budget �? City of Temecula Fiscal Year 2018-19 Annual Operating Budget INDEX Page Annual Operating and Maintenance Costs—Capital Improvement Program-----------------------276 Assessed and Estimated Actual Value of Taxable Property---------------------------------------------354 BudgetCalendar --------------------------------------------------------------------------------------------------- 43 BudgetProcess----------------------------------------------------------------------------------------------------- 40 Budgetary Fund Structure --------------------------------------------------------------------------------------- 31 California Society of Municipal Finance Officers (CSMFO) Award -------------------------------------- 26 Capital Improvement Program Summary -------------------------------------------------------------------265 CIP Project Summary by Type of Project --------------------------------------------------------------------268 CityAttorney-------------------------------------------------------------------------------------------------------150 CityClerk------------------------------------------------------------------------------------------------------------146 CityCouncil---------------------------------------------------------------------------------------------------------126 CityManager-------------------------------------------------------------------------------------------------------133 City of Temecula at a Glance------------------------------------------------------------------------------------ 27 City Organizational Chart ---------------------------------------------------------------------------------------- 21 Citywide Long Term Goals--------------------------------------------------------------------------------------- 23 Community Development Department----------------------------------------------------------------------165 CommunityProfile------------------------------------------------------------------------------------------------350 Comparative City Information ---------------------------------------------------------------------------------364 Computation of Direct and Overlapping Bonded Debt---------------------------------------------------362 Construction and Property Values----------------------------------------------------------------------------358 Debt Administration----------------------------------------------------------------------------------------------357 Description of CIP Revenue Sources--------------------------------------------------------------------------279 Descriptionof Funds---------------------------------------------------------------------------------------------- 33 Directory------------------------------------------------------------------------------------------------------------- 20 Federal Grant Expenditures ------------------------------------------------------------------------------------355 Finance Department ---------------------------------------------------------------------------------------------152 FireDepartment --------------------------------------------------------------------------------------------------222 Five-Year Expenditure Projection Summary—General Fund -------------------------------------------- 51 Five-Year Financial Forecast—General Fund ---------------------------------------------------------------- 47 Five-Year Financial Forecast— Measure S Fund------------------------------------------------------------- 55 Five-Year Financial Forecast—Temecula Community Services District Fund ------------------------ 58 Annual Operating Budget �? City of Temecula Fiscal Year 2018-19 Annual Operating Budget INDEX(continued) Page Five-Year Revenue Forecast Summary—General Fund --------------------------------------------------- 49 Fund & Department Listing-------------------------------------------------------------------------------------- 38 Fund Balance Summary ------------------------------------------------------------------------------------------ 55 Fund Summaries—General Fund------------------------------------------------------------------------------- 62 Fund Use by Department ---------------------------------------------------------------------------------------- 36 GANN Appropriations Limit ------------------------------------------------------------------------------------353 General Financial Policies---------------------------------------------------------------------------------------283 Glossary of Acronyms--------------------------------------------------------------------------------------------365 Glossaryof Terms-------------------------------------------------------------------------------------------------368 Government Finance Officers Association (GFOA) Award------------------------------------------------ 25 Human Resources-------------------------------------------------------------------------------------------------158 Internal Service Funds— Fund Summaries------------------------------------------------------------------114 Internal Service Funds-------------------------------------------------------------------------------------------250 Largest Employers by Number of Employees --------------------------------------------------------------363 LegalDebt Margin ------------------------------------------------------------------------------------------------356 LocatorMap--------------------------------------------------------------------------------------------------------349 Mission and Value Statements --------------------------------------------------------------------------------- 22 Non-Departmental -----------------------------------------------------------------------------------------------230 Personnel Allocation Changes ---------------------------------------------------------------------------------340 PoliceDepartment------------------------------------------------------------------------------------------------211 Principal Secured Property Owners---------------------------------------------------------------------------360 Projected CIP Revenue Summary-----------------------------------------------------------------------------275 Property Tax Rates Direct and Overlapping Governments----------------------------------------------359 Public Works Department --------------------------------------------------------------------------------------188 Revenues by Source —General Funds------------------------------------------------------------------------- 65 SARDA— Fund Summary ----------------------------------------------------------------------------------------111 Schedule of Authorized Positions-----------------------------------------------------------------------------335 Special Revenue and Debt Service Funds— Fund Summaries ------------------------------------------- 74 Summary of Budgeted Positions ------------------------------------------------------------------------------348 Summary of Changes in Authorized Positions, Personnel and Benefit Costs -----------------------333 Summary of Major Revenue Sources-------------------------------------------------------------------------- 60 Annual Operating Budget �? City of Temecula Fiscal Year 2018-19 Annual Operating Budget INDEX(continued) Page TCSC— Revenue By Source--------------------------------------------------------------------------------------- 95 TCSD— Fund Summaries ----------------------------------------------------------------------------------------101 TCSD— Revenue Detail ------------------------------------------------------------------------------------------- 96 Temecula Community Services District----------------------------------------------------------------------231 Transmittal Message------------------------------------------------------------------------------------------------7 Understanding the Budget Document------------------------------------------------------------------------ 29 Annual Operating Budget ` �F`"r� REQUEST TO SPEAKI ,A 1,1 CITY OF TEMECULA j .5---77129/ e)9/ e) Date: I wish to speak on: Public Comment Circle One: CITY COUNCIL /CSD/ SARDA/THA/TPFA Subject: NIXAgenda Item No. For n Against Request to Speak forms for Public Comments or items listed on the Consent Calendar may be submitted to the City Clerk prior to the City Council commencing the Public Comment period. For all Public Hearing or Council Business items on the Agenda, a Request to Speak form may be submitted to the City Clerk prior to the City Council addressing that item. Once the speaker is called to speak, please come forward to the podium and state your name for the record. Name: '',0'11f� LLI 1' Phone Number: Address: / .TG MEC ULA- 2-5-'1/ Email address: If you are representing an organization or group, please give the name: Please note that all information presented at a City Council meeting becomes public record. All information provided is optional.