OBJECTIVES
Current fiscal year objectives from City Council include:
City Council
Provide an enhanced level of economic resource information, outreach and assistance to citizens and businesses to support a vibrant local economic post-pandemic recovery within Temecula, including business grants and grants to assist residents and businesses. (Economic Prosperity) Continue to make public safety a top priority by maintaining strategically staffed and structured Police and Fire Departments, and equipping public safety personnel with modern technology, needed equipment, and apparatuses. (Safe & Prepared Community) Continue public outreach as a priority, engaging with citizens and businesses via social media, e-blasts, Channel 3, the City of Temecula website, Citywide newsletters, Press Releases, the Guide to Leisure Activities, presentations to the community, and other means of communication. (Accountable & Responsive City Government)
Introduce, implement and communicate the Mayor’s initiative to respect old traditions while spotlighting new opportunities as part of the City’s slogan “Old Traditions and New Opportunities.” Specifically focusing on different ways to highlight new opportunities that positively and inclusively engage with Temecula’s community. (Accountable & Responsive City Government) Provide resources and assistance to businesses and entrepreneurs within the City of Temecula that benefit citizens of Temecula in terms of job creation and economic prosperity. (Economic Prosperity) Community Support
Fund non-profit organizations that will assist and provide service to the citizens of Temecula through Community Service Funding and City Council Grant Program. (Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 161
District 3
Term: 2022-2026
Curtis Brown
Council Member
Citizens
of
Temecula
Brenden Kalfus
Council Member
Zak Schwank
Mayor
James "Stew"
Stewart
Mayor Pro Tem
Jessica Alexander
Council Member
ORGANIZATIONAL CHART
District 5
Term: 2018-2026
Mayor: 2023
Mayor Pro Tem: 2022
TCSD President: 2021
TCSD Vice President: 2022
TCSD Vice President: 2020
District 4
Term: 2016-2024
Mayor: 2020
TCSD President: 2022
TCSD Vice President: 2021
District 1
Term: 2022-2026
District 2
Term: 2020-2024
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
162 | Annual Operating Budget
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
CITY COUNCIL 100
SALARIES & BENEFITS Total 167,371 148,276 143,417 (4,859) -3.28% OPERATIONS & MAINTENANCE Total 144,462 231,225 206,167 (25,058) -10.84% INTERNAL SERVICE FUND ALLOCATIONS Total 222,542 255,716 298,015 42,299 16.54% Division Total 534,375 635,218 647,599 12,381 1.95%
COMMUNITY SUPPORT 101
OPERATIONS & MAINTENANCE Total 125,000 125,000 125,000 0 0.0% Division Total 125,000 125,000 125,000 0 0.0%
ANALYSIS/COMMENTS
City Council:
City Council expenditures are increasing by 1.95% due to higher Internal Service Fund Allocations as a result of higher insurance premiums and technology costs. Salaries and Benefits reflect a reduction as two new Council membersdo not receive CalPERS retirement. Operations and Maintenance costs reflect a 10.84% reduction due to the reallocation of Commission budgets to their respective departments.
Community Support:
Community Support expenditures are unchanged compared to the prior year as the level of community non-profit support will be maintained at current funding levels.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 163
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
CITY COUNCIL
Council Members 5.00 5.00 5.00 - Total 5.00 5.00 5.00 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
164 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 165
City Manager
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
166 | Annual Operating Budget
DEPARTMENT OVERVIEW
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 serves 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).
SERVICES
General Administration Division
Ensures the QLMP goals and citizen priorities adopted by the City Council are achieved through Citywide strategic planning, policy implementation and budget development.
Keeps the City Council informed about City operations and important community issues that impact the City.
Implements City Council’s long-term and short-term directives.
Provides prudent leadership and clear policy direction to City executives and staff Citywide concerning organizational decisions to efficiently provide the highest quality of public services.
Office of Public Information and Economic Development Division Supports existing businesses and encourages their continued prosperity and growth.
Manages an ongoing marketing/branding program to attract commercial and industrial development, entrepreneurs, and innovative startups.
Administers the business incubator and resource center facility to foster new business formation and provide resources to new and existing businesses.
Works to attract new industries that bring an enhanced tax base, quality jobs, and new capital into the community.
Maintains strong relationships with educational, business and community leaders, and key partners (TVCC, VTV, EDC, and SBDC) to continue to maximize opportunities.
Facilitates smooth processing and problem solving for local businesses and businesses looking to expand in or relocate to Temecula.
Manages and creates content for the City’s social media channels (including radio and television).
Create, plan, and produce the annual State of the City (SOTC) event and related activities.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 167
Assist other departments and other public agencies withmarketing, social media, branding campaigns and press releases.
Maintain strong focus on engaging the business community through site visits, meetings and ribbon cuttings.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from the City Manager’s Office include:
General Administration Division
Updated the City’s Quality of Life Master Plan (QLMP 2040). (Accountable & Responsive City Government) Implementedfiscal policies and Council priorities, while maintaining a balanced budget. (Sustainable & Resilient City)
Introduced, implemented and communicated the Mayor’s yearlong “Temecula Safe” theme, which spotlights Temecula’s highest priority, public safety. This is the City's strategy for success as it safeguards the City's public and private capital investments, and protects the most precious resource:
its people. (Accountable & Responsive City Government)
Provided excellent governmental transparency and public outreach to citizens and businesses via social media, e-blasts, Citywide newsletters and the Guide to Leisure Activities. (Healthy & Livable City) Maintained public safety as a top priority with strategically staffed and structured Police and Fire Departments. (Safe & Prepared Community)
Eliminated facility debt by paying off all financing associated with City Hall and the Margarita Recreation Center (currently under construction). In addition, developed a fiscal strategy to pay down unfunded pension liabilities/obligations over a period of seven years, which will save the City more than $33 million in interest over the next 25 years.(Accountable & Responsive City Government) Office of Public Information and Economic Development Division Created, planned, and produced the annual State of the City (SOTC) event and related activities in 2023. (Economic Prosperity)
Distributed Community Reinvestment funding. (Economic Prosperity) Lead other departments in several large-scale signage branding projects (including Old Town Creek Walk, Old Town Way Finding, and Auto Dealers Way Finding). (Economic Prosperity) Launched a Citywide social media account on TikTok.(Healthy & Livable City) Finalizedanagreement for the Entrepreneurship Resource Center(ERC) in partnership with the SBDC, located on the second floor at the Temecula Valley Entrepreneur’s Exchange (TVE2), to begin in July 2023. (Economic Prosperity)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
168 | Annual Operating Budget
Hired a TVE2 manager to revamp the TVE2 and kick off the Rent Waiver Program and Digital Boot Camp Grant Program, increase the number of free workshops, host the TVE2 10-year anniversary, welcome seven new incubator tenants (and counting), and produce a monthly Economic Development newsletter. (Equity)
Re-Branded Old Town with the 2023 Old Town Style Guide, which includes a new logo, color schemes, fonts, visuals, signage, and complimentary textures). (Healthy & Livable City) Facilitated the relocation of a large employer, Skorpios Technologies, to Temecula and thus retaining nearly 100 local jobs. (Economic Prosperity)
OBJECTIVES
Current fiscal year objectives from the City Manager’s Office include:
General Administration Division
Update the City's General Plan.(Accountable & Responsive City Government) Implement fiscal policies and Council priorities, while maintaining a balanced budget. (Sustainable & Resilient City)
Introduce, implement and communicate the Mayor’s theme, which respects old traditions while focusing on new opportunities (as part of the City’s “Old Traditions, New Opportunities” slogan). Find different ways to spotlight new opportunities to positively and inclusively engage with Temecula’s community. (Accountable & Responsive City Government)
Provide excellent governmental transparency and public outreach to citizens and businesses via social media, e-blasts, Channel 3, the City website, presentations to the community, press releases, Citywide newsletters, and the Guide to Leisure Activities. (Healthy & Livable City) Maintain public safety as a top priority with strategically staffed and structured Police and Fire Departments. (Safe & Prepared Community)
Office of Public Information and Economic Development Division Produce the 2024 Temecula Magazine. (Economic Prosperity) Create, plan and produce the annual State of the City (SOTC) event and related activities in 2024. (Economic Prosperity)
Facilitate business growth and boost City economics via creative social media campaigns. (Economic Prosperity)
Grow the number of tenants located within and programs offered at the TVE2. (Economic Prosperity)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 169
ORGANIZATIONAL CHART
Aaron Adams
City Manager
General
Administration
Office of Public
Information and
Economic
Development
Support to Mayor
and City Council
Intergovernmental
QLMP
Federal Legislation
and Lobbying
Community
Funding
Special Projects
Business Attraction
& Retention
Citywide Public
Information &
Marketing
Social Media
Business
Ombudsman
Community Liaison
Temecula Valley
Entrepreneur's
Exchange
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
170 | Annual Operating Budget
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
CITY MANAGER 110
SALARIES & BENEFITS Total 1,397,309 1,357,952 1,378,893 20,940 1.54% OPERATIONS & MAINTENANCE Total 225,046 220,229 225,967 5,738 2.61% INTERNAL SERVICE FUND ALLOCATIONS Total 290,839 316,504 387,070 70,566 22.3% Division Total 1,913,193 1,894,686 1,991,930 97,244 5.13%
OFFICE OF PUBLIC INFORMATION AND ECONOMIC DEVELOPMENT - BUSINESS INCUBATOR RESOURCE SALARIES & BENEFITS Total 12,209 127,371 177,106 49,735 39.05% OPERATIONS & MAINTENANCE Total 4,339 13,892 17,669 3,778 27.19% INTERNAL SERVICE FUND ALLOCATIONS Total 172,745 249,631 82,634 (166,997) -66.9% Division Total 189,293 390,894 277,409 (113,485) -29.03% OFFICE OF PUBLIC INFORMATION AND ECONOMIC DEVELOPMENT 111 SALARIES & BENEFITS Total 589,012 714,336 852,652 138,316 19.36% OPERATIONS & MAINTENANCE Total 467,908 455,139 465,484 10,345 2.27% INTERNAL SERVICE FUND ALLOCATIONS Total 184,170 212,999 261,440 48,441 22.74% Division Total 1,241,090 1,382,474 1,579,576 197,103 14.26%
ANALYSIS/COMMENTS
City Manager:
City Manager expenditures reflect a 5.13% increase due to higher Internal Service Fund Allocations as a result of higher insurance premiums and technology costs. Salaries and Benefits reflect the calculated cost of living adjustment in accordance with the City’s labor agreements.
Office of Public Information and Economic Development:
The Office of Public Information and Economic Development expenditures reflect an increase of 14.26% due to a combination of higher Internal Service Fund Allocations and the calculated cost of living adjustments in accordance with the City’s labor agreements.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 171
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr) from
Prior Yr
CITY MANAGER
City Manager 1.00 1.00 1.00 - Assistant City Manager 0.80 1.00 1.00 - Assistant to the City Manager 1.00 0.70 0.65 (0.05) Executive Assistant 1.00 1.00 1.00 - Office Aide III 0.75 - - - Senior Office Specialist - 0.75 - (0.75) Total 4.55 4.45 3.65 (0.80)
OFFICE OF PUBLIC INFORMATION &
ECONOMIC DEVELOPMENT
Administrative Assistant - 1.00 1.00 - Assistant City Manager 0.10 - - - Assistant to the City Manager - 0.30 0.35 0.05 Economic Development Manager 1.00 1.00 1.00 - Management Analyst 1.00 2.00 2.00 - Management Assistant (Confidential)1.00 - - - Multimedia Specialist I 1.00 1.00 1.00 - Senior Management Analyst 1.00 - - - Senior Office Specialist - - 1.00 1.00 Total 5.10 5.30 6.35 1.05 Grand Total 9.65 9.75 10.00 0.25
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
172 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 173
City Clerk
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
174 | Annual Operating Budget
DEPARTMENT OVERVIEW
MISSION
The City Clerk’s office is committed to serving the needs of the residents 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.
SERVICES
Conduct regular and special general municipal elections in consolidation with the County of Riverside for the election of City Council members and local initiatives, referendums and recalls.
Administer campaign disclosure statements, conflict of interest filings, and related responsibilities for candidates, and elected and appointed officials pursuant to the Political Reform Act.
Administer public meetings, noticing, and related responsibilities for legislative body and advisory boards and commissions pursuant to the Ralph M. Brown Act.
Administer Citywide records management program and ensure public access to records pursuant to the Public Records Act.
Administer annual board and commission recruitment process for expiring terms and unscheduled vacancies pursuant to the Government Code.
Administer diversity, equity and inclusion efforts adopted in City Council initiative and support Race, Equity, Diversity and Inclusion (REDI) Commission.
Administer Citywide legislative platform working with lobbyists to monitor, track, and advocate for organizational priorities based upon community needs.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from the City Clerk’s Office include:
Conducted the 2022 General Municipal Election for officeholders for Districts 1, 3 and 5 pursuant to newly redistricted maps.(Accountable & Responsive City Government) Conducted recruitment and appointment process for multiple positions with expiring terms on the City's advisory boards and commissions. (Accountable & Responsive City Government) Developed strategic plan outlining short-, mid- and long-term efforts identified by the City Council to increase legislative effectiveness for implementation in the next legislative cycle. (Accountable & Responsive City Government)
Continued development of new City Council Protocol Manual through the creation, implementation and codification of various policies and procedures adopted by the City Council. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 175
OBJECTIVES
Current fiscal year objectives from the City Clerk’s Office include:
Conduct consolidation of 2024 General Municipal Election for local ballot measure and officeholders for Districts 2 and 4.(Accountable & Responsive City Government) Conduct 2023-24 recruitment and appointment process for multiple positions with expiring terms on the City's advisory boards and commissions. (Accountable & Responsive City Government) Continue development of a City Council Protocol Manual through the creation, implementation and codification of various policies and procedures adopted by the City Council.(Accountable & Responsive City Government)
Implement presentation of proclamations at the Race, Equity, Diversity and Inclusion (REDI) Commission in conjunction with and support of the community at the direction of the City Council. (Equity)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
176 | Annual Operating Budget
ORGANIZATIONAL CHART
Randi Johl
Director of Legislative
Affairs/City Clerk
Open Meetings
Elections
Records Management
Elections /
Redistricting
Fair Political Practices
Commissions (FPPC)
Filings
Records Services and
Programs
Legislative Operations
Boards and
Commissions
Race, Equity, Diversity
and Inclusion
Commission
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 177
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
CITY CLERK 120
SALARIES & BENEFITS Total 906,938 916,843 1,049,936 133,092 14.52% OPERATIONS & MAINTENANCE Total 193,081 275,929 278,553 2,623 0.95% INTERNAL SERVICE FUND ALLOCATIONS Total 307,388 353,251 425,265 72,014 20.39% Division Total 1,407,408 1,546,024 1,753,754 207,730 13.44%
ANALYSIS/COMMENTS
City Clerk:
City Clerk expenditures are projected to increase by 13.44% to reflect the calculated cost of living adjustment per the City’s labor agreements, additional hours provided to a project employee, and higher Internal Service Fund Allocations as a result of higher insurance premiums and technology costs.
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr) from
Prior Yr
CITY CLERK
Deputy City Clerk 1.00 1.00 1.00 - Director of Legislative Affairs/City Clerk 1.00 1.00 1.00 - Management Assistant 1.00 1.00 1.00 - Records Manager 1.00 1.00 1.00 - Records Technician 1.00 1.00 1.00 - Total 5.00 5.00 5.00 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
178 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 179
City Attorney
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
180 | Annual Operating Budget
DEPARTMENT OVERVIEW
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.
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.
Organizational Chart Expenditures by Category Personnel Performance Measures *N/A for City Attorney *N/A for City Attorney---
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 181
ORGANIZATIONAL CHART
City Manager
AaronAdams
Peter Thorson
City Attorney
City Council
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
182 | Annual Operating Budget
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
CITY ATTORNEY 130
OPERATIONS & MAINTENANCE Total 526,090 872,500 875,000 2,500 0.29% Division Total 526,090 872,500 875,000 2,500 0.29%
ANALYSIS/COMMENTS
City Attorney:
City Attorney expenditures are expected to remain at prior year levels to reflect the current trend in legal costs.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 183
Finance Department
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
184 | Annual Operating Budget
DEPARTMENT OVERVIEW
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 and Fire contracts, and administration of all City funds and accounts.
SERVICES
Oversee the Citywide coordination of the City’s Annual Operating 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 the City's Investment Policy, manage cash and investments focusing on safety and liquidity, then yield (or return on investment).
Prepare Annual Comprehensive Financial Report, Single Audit Reports, State Reports and Quarterly Financial reports.
Process Accounts Payable, Accounts Receivable, biweekly Payroll, and yearly W-2 and 1099 reporting.
Maintain and update general ledger accounts for budget preparation and financial reports.
Review all City contracts 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 and Tax Allocation Bonds.
Coordinate the annual update of the rates and charges of the City’s eligible Service Levels.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from the Finance department include:
Continued the implementation of the new Citywide financial accounting system. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 185
Received professional association awards for the City's Annual Operating Budget, Capital Improvement Program Budget and Annual Comprehensive Financial Report. (Accountable & Responsive City Government)
Began the implementation process forDocuSign for Citywide use in the development, processing and approval of agreements and contracts. (Accountable & Responsive City Government) Ensured compliance reporting is filed accurately and timely for all Federal grants related to COVID-19 fiscal relief. (Accountable & Responsive City Government) Continuedto identify operational efficiencies within the Finance Department to utilize technology and streamline systems. (Accountable & Responsive City Government) Provided support to the City Manager’s Office to develop a comprehensive Debt/Liability Payoff Strategy, adopted by the City Council in December 2022, to pay off all City debt and unfunded pension and Other Post-Employment Benefits (OPEB) liabilities within a seven-year timeline. During Fiscal Year 2022-23, the private placement loans for the Civic Center ($12,624,607) and the Margarita Recreation Center ($5,038,999) were paid in full. Additionally, the City made a $7,250,000 payment towards the City's unfunded pension liability.(Accountable & Responsive City Government)
OBJECTIVES
Current fiscal year objectives from the Finance Department include:
Continue the implementation of the new Citywide financial accounting system. (Accountable & Responsive City Government)
Receive professional association awards for the City's Annual Operating Budget, Capital Improvement Program Budget and Annual Comprehensive Financial Report. (Accountable & Responsive City Government)
Implement DocuSign for Citywide use in the development, processing and approval of agreements and contracts. (Accountable & Responsive City Government) Continue to identify operational efficiencies within the Finance Department to utilize technology and streamline systems. (Accountable & Responsive City Government) Monitor the City's financial position as it relates to the Debt/Liability Paydown Strategy and provide recommendations to the City Council if additional payments are feasible to expedite the reduction in the unfunded pension liability. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
186 | Annual Operating Budget
ORGANIZATIONAL CHART
FinanceSupport
Services
Jennifer Hennessy
Director of
Finance
Budgeting Financial
Reporting
Revenue
Management
Police and Fire
Contract
Administration
Procurement
Debt
Administration
Citywide
Contract Review
Operating
Capital
Five Year
Forecasting
Accounts
Payable
Accounts
Receivable
General Ledger
Maintenance
Annual Reports
Payroll
Treasury and
Investments
Business License
and Cashier
Grants
Administration
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 187
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
FINANCE 140
SALARIES & BENEFITS Total 2,009,031 2,461,629 2,983,415 521,786 21.2% OPERATIONS & MAINTENANCE Total 214,202 269,718 290,917 21,199 7.86% INTERNAL SERVICE FUND ALLOCATIONS Total 498,228 563,342 692,562 129,220 22.94% CAPITAL OUTLAY Total 0 7,792 33,000 25,208 323.53%
Division Total 2,721,461 3,302,480 3,999,894 697,413 21.12%
ANALYSIS/COMMENTS
Finance:
Finance department expenditures are projected to increase by 21.12% due to the addition of limited term positions and temporary staffing necessary to support the implementation of the City’s new financial accounting system. Calculated cost of living adjustments are also reflected in the Salaries and Benefits category. Capital Outlay requests include the expansion of the Finance Department conference room and cashiering area.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
188 | Annual Operating Budget
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
FINANCE
Accountant II (Confidential)0.89 ---
Accountant I -1.00 1.00 -
Accounting Assistant 2.00 1.00 1.00 -
Accounting Assistant - Cashier 2.00 2.00 2.00 -
Accounting Assistant -Payroll (Conf.)0.75 ---
Accounting Technician I/II 1.00 1.00 - (1.00)
Assistant Director of Finance -1.00 1.00 -
Director of Finance 1.00 1.00 1.00 -
Fiscal Services Manager 1.85 1.85 1.85 -
Finance Manager -0.92 0.88 (0.04)
Management Analyst 2.94 1.00 1.00 -
Payroll Coordinator (Confidential) - - - -
Purchasing Manager 1.00 - - -
Senior Accountant (Confidential) -1.00 1.00 -
Senior Accounting Technician 1.00 1.00 2.00 1.00
Senior Accounting Technician (Confidential) -2.00 2.00 - Total 14.43 14.77 14.73 (0.04)
COMMUNITY FACILITY DISTRICTS
Accountant II (Confidential)0.11 ---
Finance Manager -0.08 0.12 0.04
Management Analyst 0.06 - --
Total 0.17 0.08 0.12 0.04
Grand Total 14.60 14.85 14.85 0.00
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 189
Human Resources and Risk Management
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
190 | Annual Operating Budget
DEPARTMENT OVERVIEW
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.
SERVICES
Human Resources Management
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 the City’s comprehensive employee benefit program for eligible employees and retirees; update and maintain employee data in Human Resource Information System (HRIS)/payroll system; ensure compliance with the Affordable Care Act (ACA) and its mandates to offer and report offers of health coverage to eligible employees; manage employee leave and disability benefit programs ensuring regulatory compliance with federal and state laws; interpret and apply CalPERS regulations; and administer COBRA benefits for separated employees.
Recruitment, Selection and Retention: Coordinate with department managers to conduct recruitment and testing processes for vacant positions to ensure the hiring of highly qualified individuals; evaluate recruitment and turnover trends and develop strategies to effectively staff the organization; assist with organizational restructuring and succession planning efforts; conduct new employee orientation sessions; and develop and implement retention strategies.
Organizational Development and Training: Coordinate and implement employee training programs to foster personal and professional development; and manage compliance training programs in accordance with legal requirements and best practices.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 191
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.
Risk Management
Insurance: Coordinate with the City’s insurance broker to secure lines of insurance for the City’s liability, workers’ compensation, and property coverage in excess of the City’s self-insured retention limits. Ensure all City agreements have proper insurance certificates related to the scope of work to transfer risk exposure.
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 injuries and illnesses, 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: Establish and maintain a safe and healthy work environment by maintaining open lines of communication throughout the organization and providing up-to-date safety trainings from industry experts. Comply with established federal, state and local regulations, and implement practices that promote working safely to mitigate risk.
Employee Training: Administer the City's mandated and elective training programs to comply with federal, state, and local requirements. To empower employees to discover and pursue a path to a fulfilling career through professional development.
Claims Administration: Work in unison with Third Party Administrators to process both liability and workers’ compensation claims against the City.
Cost Recovery: Coordinate with various City departments and Third Party Administrator for the recovery of costs associated with damage to City-owned property.
Wellness Program: Administer the City’s Employee Wellness Program with educational and interactive programs. These programs are designed to encourage employees to achieve their individual health goals while enabling employees to live their personal and professional lives in the healthiest and most productive way possible.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
192 | Annual Operating Budget
Risk Exposure: Administer the City’s general liability program by investigating and evaluating risk exposure and providing strategies for decreasing the City’s general liability.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from Human Resources, Risk and Emergency Management include:
Human Resources Management
Completed three Administrative Guideline updatesand continue to workwith consultant to complete a comprehensive policy update.(Accountable & Responsive City Government) Benefit enhancements implemented included increasing the counseling sessions available under the Employee Assistance Program (EAP) from 3 to 10 sessions per year, transitioning to a new COBRA and Flexible Spending Account administrator, and enhancing the LegalShield plans to include an option for a standalone identify theft protection plan.(Accountable & Responsive Government) Revised the on-boarding process for new employees to create a better first day of employment experience.(Accountable & Responsive Government
Completed a successful seasonal hiring incentive initiative which helped retain seasonal employees and encouraged staff to complete the season.(Accountable & Responsive City Government) Risk Management
Implementedan online learning management system for all City employees by June 2023.(Accountable & Responsive City Government)
OBJECTIVES
Current fiscal year objectives from Human Resources, Risk and Emergency Management include:
Human Resources Management
Continue to update employment related policies and Administrative Guidelines.(Accountable & Responsive City Government)
Produce quarterly spotlights to educate employees on current benefit offerings, HR services, and other topics of interest. (Accountable & Responsive Government) Design and implement initiatives to enhance and maintain high job satisfaction among City employees. (Accountable & Responsive City Government)
Facilitate the structure, design, content and workflows in the HR module for the Munis implementation. (Accountable & Responsive City Government) Facilitate and implement NEOGOV eForms module which will create a modern electronic personnel file system.(Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 193
Facilitate and implement the NEOGOV PowerPolicy module which will become the City's repository for personnel policies and administrative guidelines.(Accountable & Responsive City Government) Risk Management
Continue to develop, implement, and/or update Citywide safety training programs (to prevent workplace injuries and illnesses) through June 2024. (Safe & Prepared Community) Continue to implement the City's Employee Wellness Program and provide information, opportunities and events for all City employees through June 2024. (Accountable & Responsive City Government) Continue with the Hepatitis A&B Vaccination program for all exposed current City staff and new hires based on job exposure through June 2024. (Safe & Prepared Community) Maintain the City's Cost Recovery Program (for costs associated with damage to City-owned property) for all affected City departments through June 2024. (Accountable & Responsive City Government) Collaborate with Human Resources on content, workflows and implementation of NEOGOV eForms module. (Accountable & Responsive City Government)
Create and update the City's Supervisor Accident Investigation Report to align with requirements by Cal/OSHA and ensure all accidents, near misses and injuries are reported timely to minimize risk for City staff. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
194 | Annual Operating Budget
ORGANIZATIONAL CHART
Human
Resources
Risk
Management
Recruitment,
Selection, and
Retention
Administration
Classification and
Compensation
Employee
Benefits
Insurance
General Liability
Workers'
Compensation
Organizational,
Development
and Training
Employee
Relations
Labor Relations
Employee Safety
Claims
Administration
Risk Exposure
Employee
Wellness
Program
Cost Recovery
COVID-19
Isaac Garibay
Director of Human
Resources/Risk and
Emergency Management
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 195
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
HUMAN RESOURCES 150
SALARIES & BENEFITS Total 716,143 799,751 966,607 166,856 20.86% OPERATIONS & MAINTENANCE Total 278,797 611,939 668,688 56,749 9.27% INTERNAL SERVICE FUND ALLOCATIONS Total 191,410 226,188 265,350 39,162 17.31% CAPITAL OUTLAY Total 127,985 9,172 10,000 828 9.02%
Division Total 1,314,335 1,647,050 1,910,645 263,595 16.0%
ANALYSIS/COMMENTS
Human Resources Management:
Human Resources expenditures are projected to increase by 16.0% due to the calculated cost of living adjustment in accordance with the City’s labor agreements, plus the addition of temporary personnel to support the conversion to electronic personnel files. Capital Outlay requests include the implementation of the NeoGov PowerPolicy software. Internal Service Fund Allocations are increasing due to higher insurance premiums and technology costs.
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
HUMAN RESOURCES
Assistant City Manager 0.05 - - -
Director of HR/Risk Management 0.40 0.40 0.50 0.10
Human Resources Assistant 1.00 ---
Human Resources Technician I 1.00 2.00 2.00 -
Management Analyst 0.20 0.20 - (0.20)
Management Assistant - Limited Term -0.40 - (0.40)
Management Assistant (Confidential) - -0.40 0.40
Senior Management Analyst 2.00 2.00 2.20 0.20
Total 4.65 5.00 5.10 0.10
*This increase reflects a reallocation of 0.10 FTE from Emergency Management.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
196 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 197
Community Development Department
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
198 | Annual Operating Budget
DEPARTMENT OVERVIEW
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.
SERVICES
Long Range Planning
Provide planning related analysis and recommendations to community, City staff, City Commissions and City Council for issues related to current and future development.
Provide environmental review services for future development projects.
Provide oversight, analysis, and implementation of the goals of the City’s General Plan to ensure consistency with the objectives of the City Council, the community, and economic trends as the community matures.
Conduct legislative analysis and implementation to maintain compliance with all applicable State and Federal laws.
Engage in all planning processes regarding future development of the City and region.
Conduct public outreach efforts.
Current Planning and Permit Center
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.
Building & Safety
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.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 199
Facilitate timely and efficient plan check and permitting services for businesses, residents, and developers, allowing customers to handle development services in one convenient location.
Code Enforcement
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.
SARDA/Housing
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.
Community Development Block Grant
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.
Administration
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.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
200 | Annual Operating Budget
ACCOMPLISHMENTS
Prior fiscal year accomplishments from Community Development include:
Long Range Planning
Completed the adoption of the City's Housing Element. (Accountable & Responsive City Government) Completed the first phase of the Quality of Life Master Plan and General Plan Update. (Accountable & Responsive City Government)
Continued work on a baseline Environmental Impact Report analysis (Transportation Discovery Project) to gain insight on how completion of the City’s remaining circulation projects will help reduce traffic impacts. (Transportation Mobility & Connectivity) Assisted Public Works with a grant application for the Temecula Creek South Side Trail.(Healthy & Livable City)
Building & Safety
Adopted the 2023 California Building Code Update.(Accountable & Responsive City Government) Code Enforcement
Conducted first ever Conditional Use Permit revocation hearing with the Office of Administrative Hearings.(Accountable & Responsive City Government)
Collaborated with Building & Safety, Fire and Police Departments to successfully reduce the number of service calls to the Police Department.(Accountable & Responsive City Government) Worked with Planning to implement the Shopping Cart Ordinance.(Accountable & Responsive City Government)
Worked with Information Technology to streamline the Weed Abatement Program.(Accountable & Responsive City Government)
Enhanced communication efforts and coordination with the Homeless Outreach Team.(Accountable & Responsive City Government)
SARDA/Housing
Enteredinto one funding agreement for the construction of affordable housing units. (Healthy &Livable City)
Purchased 1.5 acres of land in the Uptown Specific Plan Area for future development of affordable housing.(Equity)
Explored potential options for a new affordable housing software, acquired software, and implemented software in an expedited timeframe.(Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 201
OBJECTIVES
Current fiscal year objectives from Community Development include:
Long Range Planning
Complete the second phase of the Quality of Life Master Plan and General Plan Update. (Accountable & Responsive City Government)
Current Planning and Permit Center
Online public inquiries for Planning will average a response time of less than one day (excluding weekends and holidays).(Economic Prosperity)
Building & Safety
Online public inquiries for Building and Safety will average a response time of less than one day (excluding weekends and holidays). (Economic Prosperity) Maintain 75% of building permit transactions. (Economic Prosperity) Code Enforcement
Online public inquiries for Code Enforcement will average a response time of less than one day (excluding weekends and holidays). (Economic Prosperity) Unpermitted short-term rentals will be reduced by a minimum of 20%. (Healthy & Livable City) SARDA/Housing
Update the SARDA/Housing internal process to better utilize technology and database tracking. (Accountable & Responsive City Government)
Enter into one funding agreement for the construction of affordable housing units. (Healthy & Livable City)
Community Development Block Grant
Update the CDBG internal process to better utilize technology and database tracking. (Accountable & Responsive City Government)
Administration
Online public inquiries for Community Development will average a response time of less than one day (excluding weekends and holidays). (Economic Prosperity) Complete development of an updated management dashboard regarding department performance. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
202 | Annual Operating Budget
Code Enforcement
Luke Watson
Deputy City
Manager
SARDA/Housing Community Development
Block Grant
Building and SafetyCurrent Planning/Permit
CenterLong Range Planning
Administration
Current
PlanningGeneral Plan
Zoning
Ordinance
Development
CEQA
Management
Community
Engagement
Energy
Conservation
Programs
Permit
Center
Development
Review
Public
Information
CEQA
Management
Plan
Processing
Permit
Issuance
Public
Information
Inspection
Services
Plan Review
Processing
Public
Information
Nuisance
Abatement
Weed
Abatement
Sign
Abatement
Abandoned
Vehicle
Abatement
ROPS/LRPMP
Affordable
Housing
Compliance
Real Estate
Acquisition
and
Disposition
Consolidated
Plan
Implementation
HUD Grant
Administration
and
Compliance
Sub-recipient
Contract
Administration
Capital
Projects
Administration
Community
Engagement
Operating
Budget
CIP Budget
Procurement
and Contract
Administration
Public
Information
Personnel
Grant Writing
Administration
Animal
Control
ORGANIZATIONAL CHART
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 203
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
PLANNING 161
SALARIES & BENEFITS Total 1,569,353 1,965,680 1,965,576 (104) -0.01% OPERATIONS & MAINTENANCE Total 395,772 771,541 961,900 190,359 24.67% INTERNAL SERVICE FUND ALLOCATIONS Total 574,889 662,685 758,562 95,877 14.47% CAPITAL OUTLAY Total 0 15,000 0 (15,000) -100.0%
Division Total 2,540,015 3,414,906 3,686,038 271,132 7.94%
BUILDING & SAFETY - CODE ENFORCEMENT
SALARIES & BENEFITS Total 810,270 770,517 836,104 65,587 8.51% OPERATIONS & MAINTENANCE Total 112,435 482,482 192,955 (289,527) -60.01% INTERNAL SERVICE FUND ALLOCATIONS Total 177,064 211,271 262,343 51,072 24.17% CAPITAL OUTLAY Total 0 80,000 0 (80,000) -100.0%
Division Total 1,099,769 1,544,271 1,291,402 (252,868) -16.37% BUILDING & SAFETY 162
SALARIES & BENEFITS Total 1,822,185 2,113,127 2,553,271 440,144 20.83% OPERATIONS & MAINTENANCE Total 428,854 556,118 427,332 (128,786) -23.16% INTERNAL SERVICE FUND ALLOCATIONS Total 366,201 462,458 586,845 124,387 26.9% CAPITAL OUTLAY Total 0 55,000 0 (55,000) -100.0%
Division Total 2,617,241 3,186,703 3,567,448 380,745 11.95% ANIMAL CONTROL 172
OPERATIONS & MAINTENANCE Total 399,211 553,774 556,328 2,554 0.46% Division Total 399,211 553,774 556,328 2,554 0.46%
ANALYSIS/COMMENTS
Planning:
Planning expenditures are projected to increase by 7.94% due to higher consulting costs necessary to support the update of the City’s General Plan.
Building & Safety/Code Enforcement:
The Building & Safety division expenditures are projected to increase by 11.95% due primarily to the calculated cost of living adjustments in accordance with the City’s labor agreements and the higher Internal Service Fund Allocations as a result of increase insurance premiums and technology costs. Code Enforcement Operations and Maintenance costs are decreasing due to the one-time large expenditure in Fiscal Year 2022-23 related to legal revocation proceedings. Building & Safety Operations and Maintenance costs reflect a decrease in consulting costs, due to higher than average costs experienced in the prior year.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
204 | Annual Operating Budget
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
AFFORDABLE HOUSING FUND 165
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 240,712 233,329 363,126 129,797 55.63% OPERATIONS & MAINTENANCE Total 37,088 275,518 288,423 12,905 4.68% INTERNAL SERVICE FUND ALLOCATIONS Total 34,060 37,802 57,920 20,118 53.22% TRANSFERS Total 0 7,403,330 1,450,000 (5,953,330) -80.41% Division Total 311,860 7,949,979 2,159,469 (5,790,510) -72.84% COMMUNITY DEV BLOCK GRANT FUND 140
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 36,635 36,836 42,724 5,888 15.98% OPERATIONS & MAINTENANCE Total 317,891 313,962 165,271 (148,691) -47.36% TRANSFERS Total 354,159 1,797,176 413,863 (1,383,313) -76.97% Division Total 708,685 2,147,974 621,857 (1,526,117) -71.05% SARDA DEBT SERVICE FUND 380
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 4,642,050 5,899,866 5,906,568 6,702 0.11% TRANSFERS Total 7,416,607 7,653,330 750,000 (6,903,330) -90.2% Division Total 12,058,657 13,553,196 6,656,568 (6,896,628) -50.89%
ANALYSIS/COMMENTS
Affordable Housing:
Affordable Housing expenditures include a decrease of 72.84% due to fluctuations in the Transfers Out to support Capital Projects. Salaries and Benefits are increasing due to the calculated cost of living adjustments in accordance with the City’s labor agreements.
Community Development Block Grant:
CDBG expenditures reflect a decrease of 71.05% due to fluctuations in the Transfers Out to support Capital Projects. Reductions in the Operations and Maintenance reflect the expenditure of CDBG-CV funds received in the prior year.
SARDA:
SARDA expenditures reflect reductions in the Transfers Out to support Capital Projects.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 205
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
COMMUNITY DEVELOPMENT -PLANNING
Administrative Assistant 0.75 - --
Asst. Director of Community Development -1.00 0.50 (0.50) Assistant Planner 0.85 1.00 2.00 1.00
Assistant Planner (Temp Upgrade) -1.00 -(1.00)
Associate Planner I 1.00 1.00 -(1.00)
Associate Planner II 3.00 1.00 1.00 -
Community Development Technician I -0.10 1.10 1.00
Community Development Technician II 0.40 0.40 (0.40)
Deputy City Manager -0.50 0.50 -
Director of Community Development 0.50 - - -
Office Specialist II 0.50 ---
Planning Manager 1.00 1.00 1.00 -
Planning Technician 1.00 1.00 1.10 0.10
Principal Management Analyst 0.40 0.40 0.30 (0.10)
Principal Planner -0.65 -(0.65)
Senior Administrative Assistant -0.75 0.75 -
Senior Community Development Tech --0.20 0.20
Senior Management Analyst 0.10 1.10 0.35 (0.75)
Senior Office Specialist -1.00 1.00 -
Senior Planner 0.65 1.00 1.00 -
Total 10.15 12.90 10.80 (2.10)
COMMUNITY DEVELOPMENT - BUILDING & SAFETY
Administrative Assistant 0.10 2.00 2.00 -
Asst. Director of Community Development --0.25 0.25
Building Inspector I 1.00 1.00 1.00 -
Building Inspector II 3.00 4.00 3.00 (1.00)
Building Official 1.00 1.00 1.00 -
Code Enforcement Officer I -2.00 2.00 -
Code Enforcement Officer II 1.00 1.00 1.00 -
Community Development Technician I -0.90 0.90 -
Community Development Technician II 3.60 3.60 1.00 (2.60) Deputy City Manager -0.25 0.25 -
Director of Community Development 0.25 - --
Field Supervisor Code Enforcement 0.95 0.95 0.95 -
Office Specialist II 0.50 - --
Plan Checker 1.00 1.00 1.00 -
Planning Technician --0.90 0.90
Principal Management Analyst 0.20 0.20 0.40 0.20
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
206 | Annual Operating Budget
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
Senior Administrative Assistant -0.10 0.10 -
Senior Building Inspector --1.00 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00 -
Senior Community Development Tech --1.80 1.80
Senior Management Analyst 0.90 0.90 0.90 -
Senior Office Specialist 2.00 - --
Total 16.50 19.90 20.45 0.55
CDBG
Principal Management Analyst 0.20 0.20 0.20 -
Total 0.20 0.20 0.20 -
AFFORDABLE HOUSING
Administrative Assistant 0.15 ---
Asst. Director of Community Development --0.25 0.25
Assistant Planner 0.15 - --
Deputy City Manager -0.25 0.25 -
Director of Community Development 0.25 - --
Principal Management Analyst 0.20 0.20 0.10 (0.10)
Principal Planner -0.35 -(0.35)
Senior Administrative Assistant -0.15 0.15 -
Senior Management Analyst --0.75 0.75
Senior Planner 0.35 ---
Total 1.10 0.95 1.50 0.55
Grand Total 27.95 33.95 32.95 (1.00)
*The Principal Planner position is unfunded for FY2023-24.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 207
Public Works Department
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
208 | Annual Operating Budget
DEPARTMENT OVERVIEW
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.
SERVICES
Land Development
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.
Traffic Engineering
Maintain the Intelligent Transportation System (ITS) Network to provide for the efficient progression of traffic on the City’s primary corridors.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 209
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.
Design, implement, and maintain fiber optic communications to traffic signals and facilities.
Capital Improvement Program
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.
Street Maintenance
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.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
210 | Annual Operating Budget
Administer the Trees for Temecula Program to replace missing or damaged street trees within residential neighborhoods.
Facility Maintenance
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.
Parks Maintenance
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 Citywide programs and special events.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from Public Works include:
Land Development
Completed the implementation of CloudCompli for NPDES monitoring, investigations, and stormwater inspections. (Accountable & Responsive City Government) Capital Improvement Program
Completed rehabilitation and renovations of the Community Recreation Center, Mary Phillips Senior Center, and Ronald Reagan Sports Park Restrooms. (Accountable & Responsive City Government) Completed design phase for the I-15/SR79 South Enhanced Landscape Project. (Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 211
Initiated the construction of the I-15/French Valley Parkway Improvements, Phase II. (Safe & Prepared Community).
Completed approximately nine million square-feet of Citywide slurry seal (Paloma del Sol, Paseo del Sol, Rancho Vista Estates, Ynez Road, and Old Town Front Street). (Transportation Mobility & Connectivity) Completed Citywide concrete repairs in March 2023. (Safe & Prepared Community) Completed traffic signal Installation at Rancho California Road and Tee Drive, and at Promenade Mall Ring Road in May 2023. (Safe & Prepared Community)
Completed the pavement rehabilitation of Ynez Road, Solana Way, Nicolas Road, Winchester Road, and Meadowview side streets.(Transportation Mobility & Connectivity) Street Maintenance
Completed bi-annual Citywide street striping program to re-stripe 2,800,000 lineal feet of traffic and bike lane pavement markings. (Transportation Mobility & Connectivity) Completed Citywide slurry seal of approximately 6,000,000 square feet on residential and commercial roadways. (Transportation Mobility & Connectivity)
Completed annual Citywide concrete repair program to repair and replace sidewalks, driveways and ADA access ramps. (Transportation Mobility & Connectivity) Facility Maintenance
Completed City facilities rehabilitation projects, including fencing and security gates, LED lighting retrofits at facility parking lots for FOC and TVE2, replaced tile on outdoor deck of Theater, fabricated/installed roof on TCC trash enclosure, installed ADA door at Library, upgraded lavatories with touchless fixtures at various facilities, replaced flooring at FOC, completed renovations for new TCSD Welcome Center and Old Town Police Substation.(Accountable & Responsive City Government) Completed HVAC systems upgrades at Old Town Police Substation, Temecula Valley Convention and Visitors Center, and installed A/C until at Mary Phillips Senior Center. (Sustainable & Resilient City) Parks Maintenance
Initiated RFP for community outreach and conceptual designs for the Ronald Reagan Sports Park Skate Park and Hockey Rink projects. (Healthy & Livable City) Converted and installed LED sports field lighting at Ronald Reagan Sports Park and North/South fields. (Sustainable & Resilient City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
212 | Annual Operating Budget
OBJECTIVES
Current fiscal year objectives from Public Works include:
Land Development
Implement DocuSign type signatures for final plans through Bluebeam signature modules. (Accountable & Responsive City Government)
Finalize street and asset inventory of Land Development facilities to be utilized in Lucity. (Accountable & Responsive City Government)
Develop a policy and procedures manual to outline common work flows for the Land Development Division.(Accountable & Responsive City Government)
Traffic Engineering
Complete the Citywide Fiber Optic Communications System Master Plan. (Accountable &Responsive City Government)
Complete the Highway Safety Improvement Program (HSIP) Cycle 9 Traffic Signal System Upgrade (Protective/Permissive Signal Heads). (Accountable & Responsive City Government) Complete the HSIP Cycle 11 Pedestrian Signal Equipment Upgrade Phase 2 project by end of 2024. (Transportation Mobility & Connectivity)
Complete the HSIP Cycle 11 Pedestrian Curb Ramp Upgrade-Citywide and Bike Lane Upgrades- Citywide projects by Summer 2024. (Transportation Mobility & Connectivity) Complete the design phase of HSIP Cycle 11 Street Light and Signal Communications Upgrade- Citywide project by end of 2025. (Transportation Mobility & Connectivity) Capital Improvement Program
Complete construction of the CRC Splash Pad and shade structures by spring 2024. (Healthy & Livable City)
Complete construction of the Margarita Recreation Center and open to the public in Fall 2023. (Accountable & Responsive City Government)
Complete construction of the I-15/SR79 South Enhanced Landscaping in Winter 2024. (Healthy & Livable City)
Complete Northbound I-15 auxiliary lane between Temecula Parkway and Rancho California Road in Spring 2024. (Transportation Mobility & Connectivity)
Complete Fire Station 84 renovation in winter 2024. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 213
Street Maintenance
Cleaning and inspection of MS4 system in the Wolf Creek area. (Sustainable & Resilient City) Complete Citywide annual street striping of approximately 2,860,000 linear feet of traffic lane lines and bike lanes, and pavement markings throughout the city. (Transportation Mobility & Connectivity) Complete repairs and fill potholes along major arterials, collectors, and residential streets. (Transportation Mobility & Connectivity)
Continue repairs and maintenance of various drainage channels within City's right-of-way, and non- right-of-way areas to minimize overflow and runoff and protect surrounding properties. (Sustainable & Resilient City)
Facility Maintenance
Complete upgrades to kitchen equipment at the Community Recreation Center. (Accountable & Responsive City Government)
Begin rehabilitation at Patricia H.Birdsall Sports Park concession building (snack shack) to include new kitchen equipment and add interior office space. (Accountable & Responsive City Government) Add security fencing to third floor parking garage to control access and protect essential equipment on the roof. (Sustainable & Resilient City)
Upgrade sound system at the Community Recreation Center in the multipurpose room, outdoor amphitheater, and pool deck. (Sustainable & Resilient City) Upgrade exterior of the Community Recreation Center outdoor amphitheater with LED energy efficient lighting. (Accountable & Responsive City Government) Parks Maintenance
Complete the renovation and replacement of playground equipment and safety surfacing at Redhawk Community Park, Long Canyon Creek Park and Temecula Creek Park, Calle Aragon Park, and Ronald Reagan Sports Park. (Healthy & Livable City)
Convert and Install LED sports field lighting at Ronald Reagan Sports Park for fields one through eight. (Sustainable & Resilient City)
Complete turf replacement at various locations throughout the city. (Accountable & Responsive City Government)
Pavement rehabilitation of public parking lots at various City parks. (Sustainable & Resilient City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
214 | Annual Operating Budget
ORGANIZATIONAL CHART
Engineering
Patrick Thomas
Director of Public
Works/City
Engineer
Maintenance
Traffic EngineeringLand Development Capital Projects
Administration
Facility
Maintenance
Street
Maintenance
Park and
Landscape
Maintenance
Permits and
Development
Inspection
FEMA Project
and Floodplan
Administration
Bond
Administration
and Map
Recordation
NPDES
Compliance
and Inspection
Development
Plans Check
and Review
Conditions
Planning
Commission
Traffic/Safety
Commission
Speed Surveys
Traffic Signal
Maintenance
and Timing
Traffic Analysis
and Census
Public Service
Requests
Traffic Impact
Analysis/
Review
Traffic Control
Plans
Project
Development,
Management,
and Inspection
Grant
Application and
Administration
Plans and
Specifications
Requests for
Proposals and
Public Bidding
Assessment
and CFD
Districts
Measure A and
TUMF
Administration
Asphalt/
Concrete
Maintenance
Signing/Striping
Tree Trimming
and Weed
Abatement
Drainage
Channels/Catch
Basins
Public Service
Requests and
Graffiti
Removal
Special Events
and Emergency
Service
Response
Building
Maintenance
and Rehab
Old Town
Facilities
Custodial
Services
Public Service
Requests
Special Events
and Emergency
Response
Park/Trail
Maintenance
Median and
Slope
Maintenance
Facility
Landscape
Maintenance
Plan Check
Review
CIP Projects
Special Events
and Emergency
Service
Responses
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 215
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
LAND DEVELOPMENT 163
SALARIES & BENEFITS Total 1,379,655 1,557,037 1,467,627 (89,410) -5.74% OPERATIONS & MAINTENANCE Total 193,504 311,762 232,300 (79,462) -25.49% INTERNAL SERVICE FUND ALLOCATIONS Total 339,309 382,026 501,218 119,192 31.2% Division Total 1,912,467 2,250,824 2,201,145 (49,679) -2.21%
PUBLIC WORKS - NPDES COMPLIANCE
SALARIES & BENEFITS Total 301,439 325,488 341,537 16,049 4.93% OPERATIONS & MAINTENANCE Total 781,591 912,915 1,025,750 112,835 12.36% CAPITAL OUTLAY Total 376,835 1,480 0 (1,480) -100.0%
Division Total 1,459,865 1,239,883 1,367,287 127,405 10.28%
PUBLIC WORKS - OLD TOWN MAINTENANCE
SALARIES & BENEFITS Total 56,872 119,365 138,527 19,161 16.05% OPERATIONS & MAINTENANCE Total 154,104 231,830 201,850 (29,980) -12.93% Division Total 210,976 351,195 340,377 (10,818) -3.08%
PUBLIC WORKS - STREETS MAINTENANCE
SALARIES & BENEFITS Total 1,366,523 1,636,506 1,818,938 182,432 11.15% OPERATIONS & MAINTENANCE Total 1,143,767 1,626,923 1,289,400 (337,523) -20.75% INTERNAL SERVICE FUND ALLOCATIONS Total 859,045 986,668 1,242,224 255,556 25.9% CAPITAL OUTLAY Total 8,488 73,881 10,000 (63,881) -86.46% Division Total 3,377,824 4,323,978 4,360,562 36,584 0.85%
PUBLIC WORKS - TRAFFIC ENGINEERING
SALARIES & BENEFITS Total 526,656 521,636 610,210 88,574 16.98% OPERATIONS & MAINTENANCE Total 81,406 350,783 279,880 (70,903) -20.21% Division Total 608,062 872,419 890,090 17,671 2.03%
PUBLIC WORKS - TRAFFIC MAINTENANCE
SALARIES & BENEFITS Total 375,590 390,806 421,090 30,283 7.75% OPERATIONS & MAINTENANCE Total 91,718 234,577 171,200 (63,377) -27.02% Division Total 467,308 625,384 592,290 (33,094) -5.29%
CIP PUBLIC WORKS 165
SALARIES & BENEFITS Total 2,344,841 2,810,428 2,998,583 188,155 6.69% OPERATIONS & MAINTENANCE Total 28,256 88,443 70,700 (17,743) -20.06% INTERNAL SERVICE FUND ALLOCATIONS Total 327,549 390,621 495,685 105,064 26.9% CAPITAL OUTLAY Total 0 0 45,000 45,000 100.0%
Division Total 2,700,646 3,289,492 3,609,968 320,476 9.74%
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
216 | Annual Operating Budget
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
PARKS MAINTENANCE 167
SALARIES & BENEFITS Total 935,813 1,388,035 1,596,838 208,803 15.04% OPERATIONS & MAINTENANCE Total 3,342,134 3,739,830 3,781,300 41,470 1.11% INTERNAL SERVICE FUND ALLOCATIONS Total 193,372 245,796 336,556 90,760 36.92% CAPITAL OUTLAY Total 9,661 133,000 189,284 56,284 42.32% Division Total 4,480,980 5,506,661 5,903,978 397,317 7.22% DEVELOPMENT IMPACT FEES FUND 120
NON-DEPARTMENTAL 199
TRANSFERS Total 264,039 11,107,485 7,194,184 (3,913,301) -35.23% Division Total 264,039 11,107,485 7,194,184 (3,913,301) -35.23% MEASURE A FUND 170
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 1,599,339 2,968,379 2,941,169 (27,210) -0.92% TRANSFERS Total 2,834,725 7,319,935 1,778,140 (5,541,795) -75.71% Division Total 4,434,064 10,288,314 4,719,309 (5,569,005) -54.13%
ANALYSIS/COMMENTS
Land Development:
Land Development expenditures are decreasing by 2.21% due to the reallocation of personnel to other divisions within Public Works, as well as reduced consulting costs, offset by higher Internal Service Fund Allocations as a result of increased insurance premiums and technology costs.
Public Works:
Public Works division expenditures are projected to increase by 9.7 % due primarily to a combination of the calculated cost of living adjustments, higher Internal Service Fund Allocations, higher anticipated costs of the NPDES permit, offset by a reduction in drainage facilities maintenance costs in the Streets Maintenance division.
Parks Maintenance:
Parks Maintenance expenditures are projected to increase by 7.22% due primarily to a combination of the calculated cost of living adjustments, higher Internal Service Fund Allocations, and Capital Outlay requests for a new vehicle to support new personnel and the purchase of appliances at the Patricia H. Birdsall Sports Park snack bar.
Measure A and Development Impact Fee Funds:
Expenditures in these funds fluctuate each year based on the variability in the Capital Improvement Program and the projects supported by these funding sources.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 217
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
PUBLIC WORKS - LAND DEVELOPMENT
Administrative Assistant 0.25 - 0.20 0.20 Assistant Engineer II - - 1.00 1.00 Asst. Director of Public Works - - 0.25 0.25 Associate Civil Engineer 1.00 1.00 - (1.00) Associate Engineer I 1.00 1.00 1.00 - Associate Engineer II 2.00 1.00 1.00 - Director of Public Works 0.15 0.15 0.15 - Engineering Tech I 1.00 1.00 1.00 - Office Specialist II 0.60 - - - Management Assistant - 0.60 0.60 - Principal Civil Engineer 1.00 1.00 - (1.00) Principal Management Analyst 0.10 0.10 0.10 - Public Works Inspector Il - - 0.90 0.90 Senior Management Analyst - - 1.00 1.00 Senior Management Analyst (Y-Rate)- 1.00 - (1.00) Senior Public Works Inspector 1.65 1.65 0.75 (0.90) Total 8.75 8.50 7.95 (0.55)
PUBLIC WORKS
Administrative Assistant 0.40 - 0.20 0.20 Asst. Director of Public Works - - 0.30 0.30 Associate Civil Engineer 1.00 1.00 1.00 - Associate Engineer II 1.00 1.00 1.00 - Custodian I 0.05 ---
Custodian II 0.05 0.05 0.10 0.05 Custodian II (Y-Rate)- 0.05 - (0.05) Director of Public Works 0.40 0.40 0.40 - Field Supervisor - Facilities 0.10 - - - Field Supervisor - Trades - 0.10 0.15 0.05 Landscape Inspector ll 0.01 0.20 0.20 - Lead Maintenance Worker 3.00 3.00 3.00 - Lead Maintenance Worker-Electrician - 0.25 0.10 (0.15) Lead Maintenance Worker-HVAC 0.05 0.05 0.05 - Maintenance Manager 0.83 0.83 0.85 0.02 Maintenance Superintendent 0.05 0.05 0.05 - Maintenance Supervisor 1.00 - - - Maintenance Worker I 3.00 3.00 4.00 1.00 Maintenance Worker II 2.00 2.00 2.00 - Management Assistant 0.35 0.75 0.75 - Management Assistant (Temporary)- 1.00 - (1.00)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
218 | Annual Operating Budget
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
Office Specialist II 1.40 0.68 - (0.68) Principal Management Analyst 0.35 0.35 0.35 - Public Works Inspector ll - - 0.10 0.10 Senior Civil Engineer 1.00 1.00 1.00 - Senior Landscape Inspector 0.01 0.20 0.20 - Senior Office Specialist - - 1.00 1.00 Senior Public Works Inspector 0.35 0.35 0.25 (0.10) Senior Signal Technician 1.00 2.00 2.00 - Signal Technician I 1.00 - - - Street Maintenance Superintendent -1.00 1.00 -
Total 18.40 19.31 20.05 0.74
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant 0.30 - 0.60 0.60 Assistant Engineer II - - 2.00 2.00 Asst. Director of Public Works - - 0.25 0.25 Associate Civil Engineer 2.00 3.00 1.00 (2.00) Associate Engineer II 3.00 3.00 3.00 - Director of Public Works 0.25 0.25 0.25 - Engineering Manager 1.00 1.00 1.00 - Engineering Technician II - - 1.00 1.00 Principal Civil Engineer - 1.00 1.00 - Principal Management Analyst 0.45 0.45 0.45 - Public Works Inspector II 1.00 - - - Senior Civil Engineer 2.00 1.00 1.00 - Senior Office Specialist 1.00 1.00 - (1.00) Senior Public Works Inspector 1.00 1.00 2.00 1.00
Senior Public Works Inspector (Y-Rate) - 1.00 - (1.00) Supervising Public Works Inspector - 1.00 1.00 - Total 12.00 13.70 14.55 0.85
PARKS MAINTENANCE
Asst. Director of Public Works - - 0.10 0.10 Director of Public Works 0.10 0.10 0.10 - Landscape Inspector ll 0.46 0.50 0.50 - Lead Maintenance Worker 2.00 2.00 2.00 - Lead Maintenance Worker-Electrician - 0.25 0.40 0.15 Maintenance Superintendent 0.95 0.95 0.95 - Maintenance Worker I 1.00 1.00 2.00 1.00 Maintenance Worker II 1.00 1.00 1.00 - Management Assistant 0.25 0.25 0.25 - Office Specialist II - 0.18 - (0.18) Park Attendant I - 1.00 2.00 1.00 Park Attendant II -2.00 1.00 (1.00)
Senior Landscape Inspector 0.46 0.50 0.50 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 219
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
Total 6.22 9.73 10.80 1.07
SERVICE LEVEL D
Maintenance Manager 0.15 0.15 0.15 - Management Assistant 0.20 0.20 0.20 - Principal Management Analyst 0.05 0.05 0.05 -
Senior Planner - - - - Total 0.40 0.40 0.40 - Grand Total 45.77 51.64 53.75 2.11
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
220 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 221
Police Department
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
222 | Annual Operating Budget
DEPARTMENT OVERVIEW
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 117 sworn officers, 18 non-sworn officers Community Service Officers (CSOs), three Sheriff Service Officers (SSOs), plus an additional 22 administrative support positions. Temecula has two centrally located Police Substations, one in Old Town Temecula at the Civic Center and one in the Promenade Mall.
SERVICES
Police Administration
Manage personnel and operations at two Substation locations, City Hall, 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.
Investigations/Special Teams
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.
Provide a safety plan for all public events, as well as safety planning for City buildings.
Work collaboratively with the Code Enforcements and Fire Departments to address various crimes and municipal code violations.
Traffic Enforcement
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.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 223
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.
Patrol Services
Utilize centralized, county-wide K9 Team 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
Prior fiscal year accomplishments from Police include:
Police Administration
Outfitted all deputies with RATS tourniquets and new earpieces for their Motorola two-way radios. (Safe & Prepared Community)
Purchased Automated External Defibrillators (AEDs), breaching kits, telescopic ladders, and bulletproof blankets for all patrol units.(Safe & Prepared Community) Conducted Active Shooter Training for the entire station.(Safe & Prepared Community) Received funding for a new report writing room renovation.(Accountable & Responsive City Government) Remodeled Old Town Police Storefront now houses the Metro Team and the newly created CORE Team.(Safe & Prepared Community)
Expanded the Flock Camera System in the City and the unincorporated area of French Valley.(Safe & Prepared Community)
Investigations/Special Teams
Re-established the Robbery/Burglary Suppression Team to quickly investigate robberies and burglaries occurring in the City of Temecula. Actively identify robbery and burglary suspects, make arrests, and prepare cases for criminal filings.(Healthy & Livable City) The CORE Team provided high visibility patrol to retail shopping areas, business districts and commercial areas, initiated contact with subjects on the street (homeless), built a rapport and provided them with resources to help them make a change in their lives. Those homeless/transients in the area who refused any type of assistance and found engaging in criminal activity or had active warrants for their arrest were subsequently arrested. (Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
224 | Annual Operating Budget
All Special Teams worked with the Riverside Sheriff Anti-Human Trafficking task force to combat incidents of human trafficking in the City of Temecula. (Healthy & Livable City) Traffic Enforcement
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. (Transportation Mobility & Connectivity)
Continued to partner with non-profit agenciessuch as MADD, OTS, and DUITT to provide traffic safety presentations, DUI related enforcement and educational programs. (Safe & Prepared Community) Continued to provide enforcement and education with the goal of reducing red light violators by 20%. (Transportation Mobility & Connectivity)
Continued to provide enforcement and education with the goal of reducing modified exhaust and street racing related violations by 20%. (Transportation Mobility & Connectivity) Continued to partner with TVUSD to provide traffic safety presentations and educational programs to newer drivers, and provide traffic enforcement and education in school zones with the goal of increasing traffic safety on roadways near schools and throughout the City.(Transportation Mobility & Connectivity)
Patrol Services
Continued collaboration and briefing training with the Community Behavioral Health Assessment Team (CBAT) to assist patrol deputies in utilizing best practices when dealing with persons in distress/crisis due to mental health issues. (Healthy & Livable City) Continued collaboration with Homeless Outreach Team to effectively deal with unhoused people within the City of Temecula. Utilize all options and available resources as an alternative to incarceration. (Healthy & Livable City)
Deputies received additional training to properly investigate domestic violence (DV) crimes. Assigned deputies to ride with DV trained specialists on a rotational basis. (Healthy & Livable City) Continued to support the newly formed Metro Team to improve and maintain a safe environment to the core Old Town business district for residents and visitors. (Healthy & Livable City) Domestic Violence Team continued to respond to calls for service involving domestic violence issues.
The Domestic Violence Team role is to intervene and educate those situations of domestic violence before they escalate.(Healthy & Livable City)
Continued to train every deputy in TruNarc Narcotics Analyzer training. TruNarc is a tool provided to deputies to determine what kind of drug was used in overdose cases.(Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 225
OBJECTIVES
Current fiscal year objectives from Police include:
Police Administration
Upgrade the Southwest Station Briefing Room to include a dedicated report writing area for deputies. (Accountable & Responsive City Government)
Upgrade the Southwest Station Booking area to hold additional detainees and provide for quicker processing. (Accountable & Responsive City Government)
Upgrade the Southwest Station Property and Evidence area to include additional storage and newer technology. (Accountable & Responsive City Government)
Complete various upgrades to the Southwest Station, including replacement of the rear sliding door with a metal double-door design with four large windows, adding a new security keypad to secure the main door from the garage to the traffic bureau, repair/replace non-working light fixtures in rear employee parking lot, andaddingsecurity cameras to staff and employee parking lots.(Safe & Prepared Community)
Investigations/Special Teams
Burglaries are one of the top crimes affecting Temecula and the surrounding areas. The Robbery/Burglary Suppression Team (BRST) will focus solely on investigatingrobberies and burglaries (vehicle, residential and commercial) occurring in the City of Temecula. This includes actively identifying robbery and burglary suspects, making arrests, and preparing cases for criminal filings. (Safe & Prepared Community)
The CORE Team will conduct proactive patrol and directed enforcement to address the quality-of-life issues in Temecula, including illegal vending, massage parlor compliance, and panhandling. (Safe & Prepared Community)
The CORE Team will establish working relationships with business owners in Temecula and address various crimes and municipal code violations while educating employees working at businesses on the laws. (Healthy & Livable City).
The CORE Team will work collaboratively with Code Enforcement and the Fire Department to address various crimes and municipal code violations and resolve specific problems throughout the City of Temecula.(Healthy & Livable City).
The CORE Team will work with the city Homeless Outreach Team to manage issues related to the homeless and/transient community. (Healthy & Livable City).
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
226 | Annual Operating Budget
Traffic Enforcement
Continue the open dialog with Traffic Engineering to improve traffic safety in the new fiscal year. (Transportation Mobility & Connectivity)
Continue to partner with non-profit agencies such as MADD, OTS, and DUITT to provide traffic safety presentations, DUI related enforcement and educational programs. (Safe & Prepared Community) Continue to provide enforcement and education with the goal of reducing red light violators by 20%. (Transportation Mobility & Connectivity)
Continue high-visibility enforcement with the goal of reducing street racing and noise pollution. (Transportation Mobility & Connectivity)
Continue thepartnershipwith TVUSD and School Resource Deputies to increase traffic safety in school zones. The Motorcycle Enforcement Team will remain visible at Temecula schools during drop-off and pick-up times. (Transportation Mobility & Connectivity) Patrol Services
Focus on increasing the hours of operation for the Domestic Violence (DV) Team. Possibly add to the team to have two teams working both sides of the week. This would provide more coverage to assist with domestic violence calls during busy hours and relieve assigned patrol deputies from having to respond to them and focus on other calls for service.(Healthy & Livable City) Expand the Pechanga deputies’ hours of operation to add a swing shift deputy to work the hours of 1500-0300. This would provide a dedicated deputy to respond to any calls for service happening at Pechanga Resort Casino. Additionally, this would allow Temecula City deputies to stay in the areas they serve to handle calls and provide faster response times.(Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 227
ORGANIZATIONAL CHART
Police
Administration
Investigations/
Special Teams
Traffic
Enforcement Patrol Services
Special Events
Administrative
Support
Clerical
Training
Detectives
Special
Enforcement
Team
CORE Team
School Resource
Officers
Traffic Unit
Logistics
Patrol Officers
Patrol CSOs
Chris Durham
Captain/Temecula
Chief of Police
VolunteersMETRO Team
Gang Task Force
Mall/
Old Town
Substations
Sheriff Service
Officers
Burglary/Robbery
Suppression
Team
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
228 | Annual Operating Budget
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
POLICE 170
SALARIES & BENEFITS Total 104,214 122,678 33,497 (89,181) -72.7% OPERATIONS & MAINTENANCE Total 35,323,526 39,578,634 41,282,673 1,704,039 4.31% INTERNAL SERVICE FUND ALLOCATIONS Total 574,858 710,995 834,077 123,082 17.31% CAPITAL OUTLAY Total 277,920 221,657 77,500 (144,157) -65.04% Division Total 36,280,517 40,633,963 42,227,747 1,593,783 3.92%
ANALYSIS/COMMENTS
Police:
Police expenditures are projected to increase by 3.92% to reflect the contractual obligations between the City and Riverside County, who provides law enforcement services to the City. Salaries and Benefits reflect a reduction due to the change in Part-Time Project positions to Sheriff’s Support Officer positions to be provided by the County through the contract. Capital Outlay expenditures are decreasing due to one- time purchases in the prior year of a new software system.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 229
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
POLICE (Non-Contract Employees)
Fiscal Services Manager 0.15 0.15 0.15 - Total 0.15 0.15 0.15 - POLICE (Contract Employees)
Chief of Police 1.00 1.00 1.00 - Lieutenant 5.00 5.00 5.00 - Sergeant 13.00 15.00 15.00 - Patrol Officers 41.90 42.90 40.70 (2.20)*
Gang Task Force Officer 1.00 1.00 1.00 - Mall Officers 4.00 4.00 4.00 - Traffic Accident Investigators 5.00 5.00 5.00 - Traffic Motorcycle Officers 12.00 12.00 12.00 - K9 Officers 2.00 1.00 - (1.00) Special Enforcement Team Officers 5.00 5.00 18.00 13.00 Problem Oriented Policing Team Officers 10.00 12.00 - (12.00) Civic Center Deputy 1.00 1.00 1.00 - Pechanga Deputy 1.00 1.00 1.00 - 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 114.90 118.90 116.70 (2.20) Grand Total 115.05 119.05 116.85 (2.20) *Due to a change in Patrol Deputy shifts, fewer positions are needed to continue to provide the same 210 hours per day of patrol coverage, as provided for in the agreement with Riverside County.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
230 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 231
Fire Department
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
232 | Annual Operating Budget
DEPARTMENT OVERVIEW
MISSION
The Temecula Fire Department maintains the highest levels of fire and rescue, Fire Marshal, Emergency Managementand community involvement in order to provide the safety of both our residents and visitors of Temecula. The City of Temecula contracts with the CAL FIRE/Riverside County Fire Department for Fire services. The Temecula Fire Department provides Emergency Operation, Emergency Management, Fire Department and Fire Marshal services. Fire Department Emergency Operations provides comprehensive emergency services utilizing a highly trained work force, progressive technology, and modern equipment to provide fire and paramedic services. The Fire Marshal’s office in cooperation with the Fire Department is dedicated to conducting public information and education programs that emphasizes the prevention of fire to preserve life and create fire safety. The Fire department is expanding the education with the business community through the annual inspection program. This allows the department to collaborate with the business owners to ensure they are in compliance, and they can continue to operate in a safe environment.
SERVICES
Emergency Operations
Serve as first responders for all risk emergency calls and public assist calls for service within the City of Temecula.
Provide CPR/AED, Health Care Provider, and First Aid certification training.
Oversee the Temecula Citizen Corps Emergency Response Team Program.
Emergency Management
Enhance public protective actions and promote domestic preparedness through a comprehensive and effective emergency management program that will adequately mitigate, prepare for, appropriately respond to, and quickly recover from natural, technological, and terrorist-related emergencies that may impact the City of Temecula.
Increase the capability of City staff, Incident Management Team (IMT) members, and community stakeholders to effectively respond to all-hazards event, and develop and coordinate with internal and external stakeholders in the execution of an Integrated Prepared Plan (IPP) that incorporates the training goals of the “whole community.”
Coordinate with various City agencies and volunteer groups to promote individual and family preparedness and readiness in support of department’s “Disaster Ready –Disaster Resilient” strategic goal.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 233
Establish and maintain the equipment, hardware, and software necessary to ensure Citywide interoperability of communications systems in support of first responder agencies, volunteer groups, and emergency operations.
Coordinate with City departments, offices, agencies, and stakeholders in executing the functions as the hub for providing resource allocation to responding agencies during times of disaster or emergency. Serve as the central point of coordinating operational, administrative, and support needs of the City. Assist in the coordination and communication between response agencies and mutual aid coordinators during emergency response and recovery operations.
Develop and implement required plans, support plans, and hazard specific appendices that support the response operations of the City in collaboration with the County and community stakeholders utilizing an all-hazards approach. Prioritize, scope, and implement projects that are designed to mitigate risk. Plan, train, and exercise public safety professionals to enhance their readiness to respond.
Fire Marshal
Perform annual and State mandated inspections to ensure fire and life safety compliance.
Educate the public in fire safety and prevention strategies.
ACCOMPLISHMENTS
Prior fiscal year accomplishments from Fire include:
Emergency Operations
Maintain five-minute response times to all calls for service. (Safe & Prepared Community) Retain four person staffing on all City engine and truck companies. (Safe & Prepared Community) Continue CPR, First Aid, Stop the Bleed and Community Emergency Response Team (CERT) classes to the community in a safe environment. (Safe & Prepared Community) Continue to train with the Cities Emergency Operations Manager and Center to be ready for an emergency incident within the City of Temecula. (Safe & Prepared Community) Continue to work and train with cooperating agencies and to maintain good relationships for response to multi-jurisdictional incidents within the Temecula Valley. (Safe & Prepared Community)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
234 | Annual Operating Budget
Emergency Management
Enhanced staff’s ability to rapidly retrieve emergency information when required through the development and implementation of the "Red Book - Emergency Response Guide" program. This program will put basic emergency information in the hands of the employee without the need to login to a computer and retrieve an electronic document. (Safe & Prepared Community) Continued to revise the City’s Emergency Operations Plan to ensure the most effective means of response available through the proper allocation of resources. (Safe & Prepared Community) Continued to revise the City's Local Hazard Mitigation Plan (LHMP) in accordance with published policies and procedures, andconducteda comprehensive and thorough Threat Assessment to identify the hazards with the largest impact to City infrastructure. This process will allow the City to obtain grant funding in support of anti-terrorism hardening of facilities. (Safe & Prepared Community) Fire Marshal
Continued inspections for all State Mandated regulated facilities governed by the State Fire Marshal on an annual basis for fire and life safety. (Safe & Prepared Community) Continued working with the community to educate them on Fire, Life and Safety. (Safe & Prepared Community)
OBJECTIVES
Current fiscal year objectives from Fire include:
Emergency Operations
Maintain five-minute response times to all calls for service. (Safe & Prepared Community) Retain four person staffing on all City engine and truck companies. (Safe & Prepared Community) Continue CPR, First Aid, Stop the Bleed and Community Emergency Response Team (CERT) classes to the community in a safe environment. (Safe & Prepared Community) Continue to train with the Cities Emergency Operations Manager and Center to be ready for an emergency incident within the City of Temecula. (Safe & Prepared Community) Continue to work and train with cooperating agencies and to maintain good relationships for response to multi-jurisdictional incidents within the Temecula Valley. (Safe & Prepared Community)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 235
Emergency Management
Begin the development of the City's first Continuity of Operations/Continuity of Government Plan to ensure that governance and essential functions continue to be performed before, during, and after an emergency. The plan will be developed following the guidelines outlined within the FEMA Guide to Continuity of Government for State, Local, Territorial, and Tribal Governments. (Safe & Prepared Community)
Increase the number of training and exercise opportunities for the Emergency Operations Center (EOC) Incident Management Team. The additional training will increase the competence and capability of EOC responders in support of emergency incidents. (Safe & Prepared Community) Begin the development of the EOC's cost recovery standards and resource ordering/tracking process for the EOC Logistics Section, enabling the proper documentation standards established by CalOES and FEMA are met. This will ensure that the City is able to recover all potential reimbursement costs post-emergency incident. (Safe & Prepared Community)
Develop complete mitigation projects as approved within the Local Hazard Mitigation Plan (LHMP) to reduce or lessen the impact of identified hazards within the community and their impacts to residents and their livelihoods. (Safe & Prepared Community)
Fire Marshal
Restructure current Fire fee schedule and create an annual inspection fee during the fee study process. (Safe & Prepared Community)
Continue inspections for all State Mandated regulated facilities governed by the State Fire Marshal on an annual basis for fire and life safety. (Safe & Prepared Community) Continue working with the community to educate them on Fire, Life and Safety. (Safe & Prepared Community)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
236 | Annual Operating Budget
ORGANIZATIONAL CHART
Emergency
Operations Fire Marshal
Enforcement
Fire Suppression
Emergency
Medical Services
All Risk
Responses
Information and
Education
Planning and
Engineering
Annual ProgramNon-Response
Activities
Temecula
Citizen Corps
Inspection
Services
John Crater
Division
Chief/Temecula
Fire Chief
Permit Issuance
Emergency
Management
Program
Management
Training and
Exercises
Community
Engagement and
Outreach
Communications
Emergency
Operations
Center
Planning
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 237
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
FIRE 171
SALARIES & BENEFITS Total 129,634 131,848 148,727 16,879 12.8% OPERATIONS & MAINTENANCE Total 6,767,445 8,593,238 8,687,408 94,170 1.1% INTERNAL SERVICE FUND ALLOCATIONS Total 335,565 406,901 634,956 228,055 56.05% CAPITAL OUTLAY Total 0 0 50,000 50,000 100.0%
Division Total 7,232,645 9,131,987 9,521,092 389,104 4.26%
FIRE - HOMELAND SECURITY/EOC MANAGEMENT
OPERATIONS & MAINTENANCE Total 29,766 0 0 0 0.0%
Division Total 29,766 0 0 0 0.0%
FIRE - FIRE-PARAMEDICS
OPERATIONS & MAINTENANCE Total 103,225 132,448 133,400 952 0.72% Division Total 103,225 132,448 133,400 952 0.72%
FIRE - FIRE PREVENTION
SALARIES & BENEFITS Total 432,669 466,013 501,962 35,950 7.71% OPERATIONS & MAINTENANCE Total 1,041,460 1,173,082 1,219,575 46,493 3.96% INTERNAL SERVICE FUND ALLOCATIONS Total 270,491 325,114 402,227 77,113 23.72% CAPITAL OUTLAY Total 10,640 0 0 0 0.0%
Division Total 1,755,260 1,964,208 2,123,764 159,556 8.12% EMERGENCY MANAGEMENT 115
SALARIES & BENEFITS Total 219,012 239,258 171,768 (67,490) -28.21% OPERATIONS & MAINTENANCE Total 54,516 171,392 140,479 (30,913) -18.04% INTERNAL SERVICE FUND ALLOCATIONS Total 125,519 160,893 168,944 8,051 5.0% CAPITAL OUTLAY Total 9,972 10,000 29,000 19,000 190.0%
Division Total 409,019 581,543 510,191 (71,352) -12.27%
EMERGENCY MANAGEMENT - FAIRVIEW FIRE
OPERATIONS & MAINTENANCE Total 0 3,982 0 (3,982) -100.0% Division Total 0 3,982 0 (3,982) -100.0%
ANALYSIS/COMMENTS
Fire:
Fire department expenditures are projected to increase by 4.9% due to reflect the contractual rates provided by the County, who contracts with the City to provide Fire Prevention and Suppression services.
Emergency Management reflects a decrease of 12.27% due to the reallocation of staffing resources and the reduction in several expenditure line items.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
238 | Annual Operating Budget
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
FIRE(Non-Contract Employees)
Community Development Technician I-Fire 1.00 ---
Community Development Technician II-Fire 1.00 2.00 1.00 (1.00) Fire Inspector I 1.00 1.00 1.00 -
Management Analyst 1.00 1.00 1.00 -
Senior Community Development Tech --1.00 1.00
Total 4.00 4.00 4.00 -
FIRE(Contract Employees)
Battalion Chief 1.00 1.00 1.00 -
Fire Captain 15.00 14.00 14.00 -
Fire Captain Medic 1.00 1.00 1.00 -
Fire Engineer 11.00 11.00 11.00 -
Fire Engineer Medic 6.00 6.00 6.00 -
Fire Fighter II 16.00 16.00 16.00 -
Fire Fighter II Medic 15.00 16.00 16.00 -
Fire Safety Supervisor 1.00 1.00 1.00 -
Fire Safety Specialist 2.00 2.00 2.00 -
Fire Systems Inspector 3.00 3.00 3.00 -
Total 71.00 71.00 71.00 -
EMERGENCY MANAGEMENT
Director of HR/Risk Management 0.20 0.20 - (0.20)
Management Analyst 1.00 1.00 - (1.00)
Management Assistant - Limited Term -0.10 - (0.10)
Senior Management Analyst - -1.00 1.00
Total 1.20 1.30 1.00 (0.30)
Grand Total 76.20 76.30 76.00 (0.30)
Riverside County provides cost sharing for staffing at Fire Station No. 95, whereby the County pays for 2 positions in 2022-23 and 4 positions in 2023-24.
*This decrease reflects the reallocation of staff time from Emergency Management to Human Resources, Insurance and Workers’ Compensation Departments.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 239
Non-Departmental
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
240 | Annual Operating Budget
DEPARTMENT OVERVIEW
MISSION
Non-Departmental is a cost center for general administrative expenditures such as the Retiree Medical Contribution, CalPERS Replacement Benefit and Property Tax Administrative Fees. It also reflects Operating Transfers Out to the Capital Improvement Program and other City funds.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 241
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
GENERAL FUND 001
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 0 0 (904,577) (904,577) 100.0% OPERATIONS & MAINTENANCE Total 1,177,436 1,395,105 733,866 (661,239) -47.4% TRANSFERS Total 14,080,420 37,010,616 18,165,446 (18,845,170) -50.92% Division Total 15,257,856 38,405,721 17,994,735 (20,410,986) -53.15%
ANALYSIS/COMMENTS
Non-Departmental:
Non-Departmental expenditures are projected to decrease due to the large one-time transfer in 2022-23 to fully pay off the Civic Center and Margarita Recreation Center loans ($18.7 million), the last of the two transfers to the Community Reinvestment Program Fund ($7 million) and a contribution to the City’s Pension Trust ($2 million). 2023-24 Expenditures include the continuation of the City’s Debt/Liability Paydown Strategy, with the Transfer of $5.4 million to pay off the Other Post-Employment Benefits (OPEB) unfunded liability, and an additional contribution of $10.5 million towards the City’s unfunded Pension liability. Also reflected in the Salaries and Benefits category is the anticipated CalPERS employer contribution savings resulting from the previous year’s $7.25 million payment towards the unfunded Pension liability.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
242 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 243
Temecula Community Services District
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
244 | Annual Operating Budget
DEPARTMENT OVERVIEW
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.
SERVICES
Community Services
Plan, program and implement a wide variety of leisure services and contract classes for residents of all ages and abilities.
Participate in the Capital Improvement Program with projects that include developing new and/or improving existing parks and recreational facilities.
Reserve and program numerous facilities, including the Community Recreation Center, Temecula Community Center, Temecula Skate Park, Margarita Recreation Center, Patricia H. Birdsall Sports Park, Jefferson Recreation Center, Ronald H. Roberts Temecula Public Library, The Sports Ranch at Sommers Bend and Citywide park shelters.
Create multi-media Community Outreach collateral to increase public awareness of Community Services programs, facilities, and events.
Recreation
Provide a variety of recreational and competitive sporting opportunities Citywide.
Provide an all-inclusive year-round aquatics program.
Program, reserve and maintain the sports fields, pools, courts, and rinks for recreation and competitive leagues and tournaments.
Citywide Events
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 rebranded ArtFest, New Year’s Eve Drop and Temecula CultureFest.
Provide co-sponsorship of funds or in-kind services to special events.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 245
Arts and Culture
Enrich, educate, and entertain our community by providing cultural experiences through the fine and performing arts.
Continue to strive for excellence by bringing in professional artists and continuing the traditional and unique programming through “Temecula Presents.”
Partner with local schools and studios to offer enhanced artistic and cultural experiences to youth.
Serve as a significant cultural asset to the local and regional community.
Enrich, educate, and entertain the community by providing experiences in historical preservation and cultural learning.
Supplement public education through use of traveling exhibits, historical walking tours, museum tours, and history contests.
Human Services
Focus on enrichment, recreation, education, employment and resources that support youth, young adults, persons with disabilities, senior citizens, and at-risk populations.
Establish opportunities that better engage youth in student based advisory boards which promote community and civic involvement.
Provide leadership development and training for youth and young adults.
Offer health and wellness education and social programs for seniors.
Provide resources, education and programs that are vital to youth, young adults, at-risk individuals, persons with disabilities and senior citizens to lead a healthy, productive, and self-sufficient quality of life.
Build new and expand current partnerships that improve the overall quality and coordination of services and programs.
Provide training among City staff and local key constituencies that serve persons with disabilities.
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 and veteran community.
Administration
Support City strategic initiatives that enhance community partnerships, optimize utilization of resources, and advance the mission of the organization.
Participate in the Capital Improvement Program with projects that include developing new and/or improving existing parks and recreational facilities.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
246 | Annual Operating Budget
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
Prior fiscal year accomplishments from Temecula Community Services District include:
Community Services
Added Adult Basketball Division on Thursday evening to the existing Tuesday night league.(Healthy & Livable City)
Recreation
Establishedprogramming for leagues, rentals and tournaments at The Sports Ranch at Sommers Bend. (Healthy & Livable City)
Expanded the Day Camp Junior Counselor Program to include classes and education for participants to qualify as Day Camp Counselors in the future. (Healthy & Livable City) Resumed programming of recreation facilities to the pre-COVID level, as well as incorporating new programming to meet the community's needs. (Healthy & Livable City) Citywide Events
Review all Signature Special Events for new "living with an endemic" logistics. (Healthy & Livable City) Provide two new Community Special Events. (Healthy & Livable City) Arts and Culture
Programmed, marketed,and producedthe 18th Season of Temecula Presents and Theater 2022-2023 Season Brochure. (Economic Prosperity)
Hosted Temecula Valley Unified School District's annual Art Exhibit at the Temecula Valley Museum.
Partnered with local schools and studios to offer the Emerging Artist Mural Program. (Healthy &Livable City)
The Temecula Valley Museum hosted six cultural exhibits featuring a variety of topics. (Healthy & Livable City)
Offered 2nd Saturday Cultural Celebrations featuring different regions and cultures monthly, and created a joint exhibit featuring the artwork from local students and artwork from Daisen, Japan. (Healthy & Livable City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 247
Offered multiple traveling exhibits, resumed weekly walking tours and field trips, and successfully conducted the Third Grade History contest. (Healthy & Livable City) Human Services
Maintained the continuity of meal programs for seniors, youth and individuals with disabilities during our temporary move to the Temecula Community Center. (Healthy & Livable City) Expand the City's internship program to support youth, young adults, seniors, individuals with disabilities and at-risk youth under the COVID-19 Pandemic Community Reinvestment Program. (Healthy & Livable City)
Focus on quality programs and services that support Human Services. (Healthy & Livable City) Expand upon our cultural event offerings within the Human Services Division. (Healthy & Livable City) Participate in the 2023 Point-In-Time (PIT) Count and show a reduction in the City's incidence of homelessness by continuing to provide outreach and connect individuals to appropriate resources for stabilization. (Healthy & Livable City)
Expanded Inclusive Social Skills Programs to two parks: Eagle Soar Playground & Splash Pad and Friendship Park. (Healthy & Livable City)
Expanded Summer Food Service Program offering a significant increase in daily meals to meet the demands of the community. (Healthy & Livable City)
Internship Program supported youth, young adults, seniors, individuals with disabilities, at-risk youth, and veterans with internship/ fellowship opportunities with various City departments. (Equity) Increased participation and programing, leading to more opportunities and further program engagement from City youth, young adults, seniors, individuals with disabilities, at- risk youth, and veterans.(Equity)
Administration
Continue to seek grant funding to increase recreation opportunities for underserved populations and address funding gaps within the Department. (Accountable & Responsive City Government) Implement recommendations from the Community Services Master Plan. (Healthy & Livable City) Partner with Public Works to complete replacements of identified park playgrounds. (Sustainable & Resilient City)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
248 | Annual Operating Budget
OBJECTIVES
Current fiscal year objectives from Temecula Community Services District include:
Community Services
Promote and grow Adult Kickball League on Tuesday evening at The Sports Ranch at Sommers Bend. (Healthy & Livable City)
Add Senior Adult Softball League Division on Wednesday afternoons at The Sports Ranch at Sommers Bend. (Healthy & Livable City)
Develop a pilot program at the Margarita Recreation Center to offer a Water Safety Module, which would offer a reduced cost for swim lessons, in collaboration with Temecula Elementary School, as part of their summer program. (Healthy & Livable City)
Recreation
Establish programming for leagues, rentals and tournaments at Ronald Reagan Sports Park’s newly renovated hockey rink. (Healthy & Livable City)
Establish programming for leagues, rentals and tournaments at Upper South’s newly constructed pickleball complex. (Healthy & Livable City)
Open the new Margarita Recreation Center and program multi-generational classes inclusive of all abilities. (Healthy & Livable City)
Continue to offer high quality, safe, and engaging classes and activities while investing in staff development and training to build our workforce for the future. (Healthy & Livable City) Continue to innovate our classes and activities at the Community Recreation Center, especially within the Day Camp Program to keep our old traditions but also build on new opportunities to offer dynamic, community driven, classes and programs. (Healthy & Livable City) Plan programming for the new aquatic facility at the new Margarita Recreation Center in anticipation of the opening in Fall 2023. (Healthy & Livable City)
Citywide Events
Recommend new events for Old Town Temecula due to space limitations.(Healthy & Livable City) Provide two new Community Special Events. (Healthy & Livable City) Work closely with RSO on Community Special Events to ensure safety of all staff, spectators, and participants. (Healthy & Livable City)
Arts and Culture
Provide Public Art opportunities with utility boxes and mural locations. (Economic Prosperity)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 249
Human Services
Expand the Summer Food Service Program to add a secondary site at Rotary Park. The second qualified area in Temecula of eligible children who received free or reduced meals. (Equity) Expand Human Services programs to the Margarita Recreation Center and promote diversity of programs that meet the unique needs of the area’s demographic. (Equity) Complete the Mary Phillips Senior Center building renovations. (Healthy & Livable City) Complete the Mary Phillips Senior Center outdoor shuffleboard court. (Healthy & Livable City) Participate in the 2024 Point-In-Time (PIT) Count and show a reduction in the City's incidence of homelessness by continuing to provide outreach and connect individuals to appropriate resources for stabilization. (Healthy & Livable City)
Collaborate with Riverside University Health System (RUHS) to provide a full-time Mobile Crisis Management Team to support Homeless Outreach Services, specifically for those suffering from mental health disorders. (Healthy & Livable City)
Expand programming to City veteran population with increased workshops, events, and other valuable workforce education and training opportunities. (Equity) Administration
Continue to seek grant funding to increase recreation opportunities for underserved populations and address funding gaps within the Department. (Accountable & Responsive City Government) Continue to implement recommendations from the Community Services Master Plan. (Healthy & Livable City)
Continue to partner with Public Works to complete replacements of identified park playgrounds. (Sustainable & Resilient City)
Work with Community Services managers to accurately project budget needs and minimize variances. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
250 | Annual Operating Budget
ORGANIZATIONAL CHART
Recreation Special Events Arts & Culture Human Services History Museum
Sports
Aquatics
Recreation
Programming
Signature Events
Community
Events
Community
Theater
Cultural Arts
Outreach&
Events
Parks and Fields
Seniors and
Active Adults
Inclusion
Services
Homeless
Outreach
Sister Cities
Public Art
Erica Russo
Director of
Community
Services
Community
Services Administration
Contract
Services
Facility Rentals
College and
Career
Preparation
Veterans
Outreach
Park and Facility
Development
Strategic and
Master Planning
Library Services
City & Regional
Initiatives
Support
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 251
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
TEMECULA COMMUNITY SERVICES DISTRICT FUND 190
CITYWIDE OPERATIONS
SALARIES & BENEFITS Total 7,797,103 9,285,418 11,096,716 1,811,298 19.51% OPERATIONS & MAINTENANCE Total 3,908,584 4,719,169 5,135,292 416,123 8.82% INTERNAL SERVICE FUND ALLOCATIONS Total 1,942,165 2,363,872 2,807,535 443,663 18.77% CAPITAL OUTLAY Total 248,732 7,500 8,000 500 6.67%
Division Total 13,896,584 16,375,958 19,047,543 2,671,585 16.31% TCSD SERVICE LEVEL "B" STREET LIGHTS FUND 192
OPERATIONS 180
OPERATIONS & MAINTENANCE Total 285,166 502,030 467,000 (35,030) -6.98% TRANSFERS Total 852,930 200,000 200,000 0 0.0%
Division Total 1,138,096 702,030 667,000 (35,030) -4.99% SERVICE LEVEL "C" ZONES
OPERATIONS 180
SALARIES & BENEFITS Total 111,197 0 0 0 0.0%
OPERATIONS & MAINTENANCE Total 1,467,699 1,738,337 1,556,527 (181,810) -10.46% TRANSFERS Total 28,346 371,654 100,000 (271,654) -73.09% Division Total 1,607,242 2,109,991 1,656,527 (453,464) -21.49% TCSD SERVICE LEVEL "D" REFUSE/RECYCLING FUND 194
OPERATIONS 180
SALARIES & BENEFITS Total 67,898 71,467 79,985 8,518 11.92% OPERATIONS & MAINTENANCE Total 8,756,428 9,416,070 10,749,600 1,333,530 14.16% Division Total 8,824,325 9,487,537 10,829,585 1,342,048 14.15% OPERATIONS - SB 1383 CAL RECYCLE GRANT
OPERATIONS & MAINTENANCE Total 0 148,929 148,929 0 0.0% Division Total 0 148,929 148,929 0 0.0%
TCSD SERVICE LEVEL "R" STREET/ROAD MAINT FUND 195
OPERATIONS 180
OPERATIONS & MAINTENANCE Total 3,321 10,532 10,200 (332) -3.16% Division Total 3,321 10,532 10,200 (332) -3.16%
TCSD SERVICE LEVEL "L" LAKE PARK MAINT. FUND 196
OPERATIONS 180
SALARIES & BENEFITS Total 29,581 11,459 13,805 2,346 20.47% OPERATIONS & MAINTENANCE Total 257,342 291,727 275,200 (16,527) -5.67% Division Total 286,922 303,186 289,005 (14,181) -4.68%
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
252 | Annual Operating Budget
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
TEMECULA LIBRARY FUND 197
OPERATIONS 180
SALARIES & BENEFITS Total (416) 0 0 0 0.0%
OPERATIONS & MAINTENANCE Total 207,229 217,654 260,461 42,807 19.67% INTERNAL SERVICE FUND ALLOCATIONS Total 321,367 359,643 451,543 91,900 25.55% CAPITAL OUTLAY Total 0 30,829 0 (30,829) -100.0%
Division Total 528,180 608,126 712,004 103,878 17.08%
OPERATIONS - MAINTENANCE
SALARIES & BENEFITS Total 159,130 218,817 225,739 6,921 3.16% OPERATIONS & MAINTENANCE Total 304,513 282,457 343,508 61,051 21.61% Division Total 463,643 501,275 569,247 67,972 13.56%
ANALYSIS/COMMENTS
Citywide Operations:
TCSD Operational expenditures reflect an increase of 16.31% due to a combination of additional staff and operational costs dedicated to the opening of the newly renovated Margarita Recreation Center, as well as the calculated cost of living adjustment per the City’s labor agreements and higher Internal Service Fund Allocations due to increased insurance premiums and technology costs.
Service Level B:
Service Level B Expenditures reflect a decrease of 4.99% as a resultof savings generated by the acquisition and LED retrofit of the City’s streetlight network.
Service Level C:
Service Level C expenditures reflect a decrease of 21.49% in order to stay within the limits of the assessment levies for each Zone within Service Level C.
Service Level D:
Service Level D expenditures reflect an increase 13.9% due to increasing waste hauling rates resulting from the contractually obligated consumer price index adjustments to keep pace with inflation.
Service Level R:
Service Level R expenditures reflect a decrease of 3.16% in order to stay within the assessment levy.
Service Level L:
Service Level L expenditures reflect a decrease of 4.7% in order to stay within the assessment levy.
Library:
Library expenditures reflect an increase of 15.5% due primarily to the anticipated costs of utilities and higher Internal Service Fund Allocations as a result of higher insurance premiums and technology costs.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 253
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
PARKS AND RECREATION
Aquatics Coordinator -1.00 1.00 -
Aquatics Supervisor l -2.00 1.00 (1.00)
Aquatics Supervisor ll 1.00 1.00 2.00 1.00
Assistant Director of Community Services 1.00 - - -
Community Services Assistant 1.00 1.00 1.00 -
Community Services Coordinator I 1.00 2.00 1.00 (1.00)
Community Services Coordinator II 3.00 2.00 4.00 2.00
Community Services Manager 9.00 9.00 9.00 -
Community Services Specialist I/II 1.00 1.00 1.00 -
Community Services Superintendent 1.00 2.00 2.00 -
Community Services Supervisor I 3.00 4.00 4.00 -
Community Services Supervisor II 2.00 2.00 3.00 1.00
Custodian I 0.60 - - -
Custodian II 0.60 0.60 1.20 0.60
Custodian II (Y-Rate)-0.60 -(0.60)
Director of Community Services 1.00 1.00 1.00 -
Field Supervisor-Code Enforcement 0.05 0.05 0.05 -
Field Supervisor-Facilities 0.55 - - -
Field Supervisor-Trades -0.55 0.50 (0.05)
Landscape Inspector II 0.03 0.20 0.20 -
Lead Lifeguard 1.00 ---
Lead Maintenance Worker-Electrician - -0.10 0.10
Lead Maintenance Worker-Facilities 0.15 0.15 0.10 (0.05) Lead Maintenance Worker-HVAC 0.50 0.50 0.50 -
Maintenance Manager 0.02 0.02 -(0.02)
Maintenance Superintendent 0.35 0.35 0.35 -
Maintenance Worker I -0.20 - (0.20)
Maintenance Worker I -Facilities 1.50 1.50 1.00 (0.50)
Maintenance Worker II -Facilities --1.50 1.50
Management Aide II 1.00 1.00 - (1.00)
Management Analyst 1.00 ---
Management Assistant -1.00 1.00 -
Multimedia Coordinator 1.00 1.00 2.00 1.00
Multimedia Specialist I/II -1.00 - (1.00)
Office Specialist II 1.00 1.00 1.00 -
Park Ranger I 1.00 - - -
Park Ranger II 2.00 - - -
Principal Management Analyst -1.00 1.00 -
Senior Landscape Inspector 0.03 0.19 0.20 0.01
Senior Recreation Leader -1.00 - (1.00)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
254 | Annual Operating Budget
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
Theater Technical Assistant 1.00 1.00 -(1.00)
Theater Technical Coordinator I - -1.00 1.00
Theater Technical Coordinator II 1.00 1.00 1.00 -
Total 38.38 41.91 42.70 0.79
SERVICE LEVEL C
Landscape Inspector ll 0.39 - --
Parks/Landscape Maintenance Supervisor -- --
Senior Landscape Inspector 0.41 ---
Total 0.80 - - -
SERVICE LEVEL L
Landscape Inspector ll 0.07 - --
Maintenance Superintendent 0.05 0.05 0.05 -
Senior Landscape Inspector 0.07 - --
Total 0.19 0.05 0.05 -
LIBRARY
Custodian I 0.15 - --
Custodian II 0.15 0.15 0.30 0.15
Custodian II (Y-Rate) -0.15 - (0.15)
Field Supervisor 0.10 - - -
Field Supervisor-Trades -0.10 0.10 -
Landscape Inspector ll 0.01 0.10 0.10 -
Lead Maintenance Worker 0.25 0.25 0.30 0.05
Maintenance Superintendent -0.10 0.10 -
Maintenance Supervisor 0.10 - --
Maintenance Worker I 0.35 0.35 -(0.35)
Maintenance Worker I - Facilities -0.20 0.35 0.15
Senior Landscape Inspector 0.01 0.10 0.10 -
Total 1.12 1.50 1.35 (0.15)
Grand Total 40.49 43.46 44.10 0.64
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 255
Internal Services Funds
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
256 | Annual Operating Budget
Insurance
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
INSURANCE FUND 300
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 136,378 156,147 205,073 48,926 31.33% OPERATIONS & MAINTENANCE Total 1,253,657 1,871,109 2,034,736 163,626 8.74% Division Total 1,390,035 2,027,257 2,239,809 212,552 10.48%
ANALYSIS/COMMENTS
Insurance:
The Insurance accomplishments and objectives are reflected in the Human Resources Department summary, under the Risk Management division.
Insurance expenditures are projected to increase by 10.48% due to higher broker fees, insurance premiums and the calculated cost of living adjustment in accordance with the City’s labor agreements.
PERSONNEL ALLOCATION
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
INSURANCE
Assistant City Manager 0.05 - --
Director of HR/Risk Management 0.20 0.20 0.25 0.05
Management Analyst 0.40 0.40 -(0.40)
Management Assistant - Limited Term -0.25 -(0.25)
Management Assistant (Confidential)--0.30 0.30
Senior Management Analyst --0.40 0.40
Total 0.65 0.85 0.95 0.10
*This increase reflects a reallocation of 0.10 FTE from Emergency Management.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 257
Workers’ Compensation
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
WORKERS' COMPENSATION FUND 305
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 120,869 156,260 205,583 49,323 31.56% OPERATIONS & MAINTENANCE Total 226,948 356,607 344,782 (11,825) -3.32% Division Total 347,817 512,867 550,365 37,498 7.31%
ANALYSIS/COMMENTS
Workers’ Compensation
The Workers’ Compensation accomplishments and objectives are reflected in the Human Resources Department summary, under the Risk Management division.
Workers’ Compensation expenditures are projected to increase by 7.31% due to higher insurance premiums, other outside services, and staff training.
PERSONNEL ALLOCATION
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
WORKERS' COMPENSATION
Director of HR/Risk Management 0.20 0.20 0.25 0.05
Management Analyst 0.40 0.40 -(0.40)
Management Assistant - Limited Term -0.25 -(0.25)
Management Assistant (Confidential)--0.30 0.30
Senior Management Analyst --0.40 0.40
Total 0.60 0.85 0.95 0.10
*This increase reflects a reallocation of 0.10 FTE from Emergency Management.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
258 | Annual Operating Budget
Vehicles and Equipment
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
VEHICLES AND EQUIPMENT FUND 310
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 376,267 0 0 0 0.0%
CAPITAL OUTLAY Total 0 682,095 435,000 (247,095) -36.23% Division Total 376,267 682,095 435,000 (247,095) -36.23%
ANALYSIS/COMMENTS
Vehicles and Equipment:
Vehicles and Equipment expenditures include the replacement of several vehicles and heavy equipment, all of which have reached the end of their useful lives. A list of the replacement items can be found in the list of Consolidate Capital Outlay, located in Appendix B.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 259
Information Technology
DEPARTMENT OVERVIEW
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 Geographic Information Systems (GIS), Enterprise Applications, Media Services, Network Infrastructure, Tech Support, and Support Services. ITSS oversees 500+ electronic devices, network infrastructure, and 500+ user accounts at the Civic Center and 20+ offsite facilities Citywide. There are currently over 35 business application systems administered and supported by staff. In addition, Media Services oversees social media and E-Government services, and produces original video content for direct communications with residents.
SERVICES
Information Technology and Support 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 City emergency operations and emergency communications.
Support 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.
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
260 | Annual Operating Budget
ACCOMPLISHMENTS
Prior fiscal year accomplishments from Information Technology include:
Information Technology and Support Services
Provided enhanced usability and increased network speeds to residents and visitors of Old Town through enhancements to the Old Town Wi-Fi system. (Accountable & Responsive City Government) Increased communication between staff, partners, and the business community through the addition of video conferencing equipment in Civic Center conference rooms. (Accountable & Responsive City Government)
Improved network security, speed, and storage capacity through the replacement of the City's network infrastructure. (Accountable & Responsive City Government) Increased staff efficiency by assisting the Finance and Human Resources departments in the completion of the second phase of the Munis Enterprise Resource Planning (ERP) system implementation. (Accountable & Responsive City Government) Enhanced safety for residents and staff through the expansion and enhancements to the City's security cameras and related systems. (Safe & Prepared Community) Enriched and enhancedthe Old Town ambiance and experience for residents and visitors through the replacement of the Old Town Sound System. (Healthy & Livable City).
Support Services
Increased reliability and improved staff efficiency through the life cycle replacement of City poster production and mail room equipment. (Accountable & Responsive City Government) Coordinatedmanaged print services for all public and staff copy machines throughout the Civic Center and all off-site facilities.(Accountable & Responsive City Government) Provided mail room, copy-center, and related services (large format printing, laminating, folding/inserting, binding, etc.) for Citywide departments and off-site facilities.(Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 261
OBJECTIVES
Current fiscal year objectives from Information Technology include:
Information Technology and Support Services
Offer enhanced communication to the residents, businesses, and visitors of the City of Temecula through the redesign of the City's website.(Accountable & Responsive City Government) Expand service offerings including Wi-Fi, audiovisual equipment, and security systems, to the residents of Temecula at newly constructed or renovated parks including the Margarita Recreation Center and the Community Recreation Center. (Accountable & Responsive City Government) Ensure staff ability to serve the public efficiently through the life cycle replacement of staff workstations and equipment.(Accountable & Responsive City Government) Maintain a resilient and secure network through the life cycle replacement of networking equipment at City Hall and off-site locations.(Accountable & Responsive City Government) Improve reliability of the City's critical infrastructure through the life cycle replacement of the Civic Center Uninterruptible Power Supply (UPS).(Accountable & Responsive City Government) Support Services
Offer increased reliability and improved staff efficiency through the life cycle replacement of City copiers. (Accountable & Responsive City Government)
Coordinate managed print services for all public and staff copy machines throughout the Civic Center and all off-site facilities. (Accountable & Responsive City Government) Provide mail room, copy-center, and related services (large format printing, laminating, folding/inserting, binding, etc.) for Citywide departments and off-site facilities. (Accountable & Responsive City Government)
Organizational Chart Expenditures by Category Personnel Performance Measures
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
262 | Annual Operating Budget
ORGANIZATIONAL CHART
Enterprise
Application
Services (EAS)
Geographic
Information
Systems (GIS)
Support
Services Tech Support
Copier & Printer
Management
Workflow
Development
Database
Administration
Application
Support
Analysis &
Mapping
GIS Application
Development
Copy Center
Mailroom
Services
Report
Development
Help Desk
Computer
Support
Inventory
Management
Civic Center
Reception
Services
Media
Services Infrastructure
Website &
Social
Networking
Television
Station
Management
Media Services
Support
Public Safety
Support
Library
Technology
Support
Network
Administration
System
Administration
Telecom
Security
Systems
Security
Cameras
Michael Heslin
Director of
Information
Systems
Audio Visual
Production
Graphic Design End User
Training
Training &
Support
Data Collection
& Maintenance
Database
Administration
Web & Spatial
Data Services
Aerial Video &
Photography
Mobile Device
Management
Print Services
Shipping &
Receiving
Asset Life Cycle
Management Cybersecurity
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 263
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
INFORMATION TECHNOLOGY FUND 320
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 1,648,030 1,984,342 2,118,421 134,080 6.76% OPERATIONS & MAINTENANCE Total 2,255,688 2,995,043 3,255,077 260,033 8.68% INTERNAL SERVICE FUND ALLOCATIONS Total 2,660 2,660 5,320 2,660 100.0% CAPITAL OUTLAY Total 0 115,000 40,000 (75,000) -65.22%
Division Total 3,906,378 5,097,045 5,418,818 321,773 6.31% GIS-GEOGRAPHIC INFORMATION TECHNOLOGY 610
SALARIES & BENEFITS Total 386,375 391,974 432,826 40,852 10.42% OPERATIONS & MAINTENANCE Total 77,174 100,597 99,407 (1,190) -1.18% CAPITAL OUTLAY Total 0 0 0 0 0.0%
Division Total 463,549 492,571 532,233 39,662 8.05%
LIBRARY-INFORMATION TECHNOLOGY 620
SALARIES & BENEFITS Total 170,589 144,644 235,681 91,037 62.94% OPERATIONS & MAINTENANCE Total 78,001 110,785 111,907 1,122 1.01% Division Total 248,590 255,429 347,588 92,160 36.08%
TECHNOLOGY REPLACEMENT FUND 325
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 264,356 0 0 0 0.0%
CAPITAL OUTLAY Total 0 472,787 350,000 (122,787) -25.97% TRANSFERS Total 0 763,534 0 (763,534) -100.0%
Division Total 264,356 1,236,321 350,000 (886,321) -71.69% SUPPORT SERVICES FUND 330
NON-DEPARTMENTAL 199
SALARIES & BENEFITS Total 239,455 253,946 271,486 17,540 6.91% OPERATIONS & MAINTENANCE Total 97,617 126,018 114,044 (11,974) -9.5% Division Total 337,072 379,963 385,530 5,567 1.47%
SUPPORT SERVICES REPLACEMENT FUND 335
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 54,403 0 0 0 0.0%
CAPITAL OUTLAY Total 0 25,000 10,000 (15,000) -60.0%
Division Total 54,403 25,000 10,000 (15,000) -60.0%
PUBLIC EDUCATION & GOVERNMENT (PEG) FUND 125
NON-DEPARTMENTAL 199
CAPITAL OUTLAY Total 106,045 140,223 165,000 24,777 17.67% Division Total 106,045 140,223 165,000 24,777 17.67%
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
264 | Annual Operating Budget
ANALYSIS/COMMENTS
Information Technology:
Information Technology expenses reflect an increase of 36.1% due to the calculated cost of living adjustment per the City’s labor agreements, conversion of a part-time employee to full-time, plus higher costs of software maintenance costs.
Technology Replacement:
Technology Replacement expenses total $350,000 to replace the audio-visual equipment at the TVE2 facility ($100,000), redesign the City’s website ($25,000), replace a network switch ($40,000), replace the City’s firewall ($60,000) and to fund the annual computer lifecycle replacement program ($125,000).
Support Services:
Support Services expenses reflect an increase of 1.5% due to the calculated cost of living adjustment per the City’s labor agreements.
Support Services Replacement:
Support Services Replacement expenses total $10,000 to replace the City’s copiers.
Public Education & Government:
PEG expenses total $165,000 for the replacement of audio and video equipment ($30,000), remote KVM ($10,000), video production workstations ($20,000) and the annual contribution to fund balance for the future replacement of PEG-funded equipment ($105,000).
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 265
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
INFORMATION TECHNOLOGY
Assistant Director of IT/SS 1.00 1.00 1.00 -
Director of Information Technology 1.00 1.00 1.00 -
Information Technology Manager 1.00 1.00 1.00 -
Information Technology Specialist I -1.00 1.00 -
Information Technology Specialist ll 1.00 1.00 -(1.00)
Information Technology Supervisor 4.00 5.00 5.00 -
Information Technology Technician l/II --1.00 1.00
Information Technology Technician l 1.00 - --
Information Technology Technician ll 1.00 1.00 -(1.00)
Management Analyst --1.00 1.00
Senior Administrative Assistant 0.50 1.00 1.00 -
Senior Information Technology Specialist 2.00 1.00 2.00 1.00 Support Services Supervisor 0.10 0.10 0.10 -
Total 12.60 13.10 14.10 1.00
SUPPORT SERVICES
Office Specialist - AM 0.60 0.60 0.60 -
Office Specialist - PM 0.60 0.60 0.60 -
Support Services Supervisor 0.90 0.90 0.90 -
Support Services Technician 0.50 0.50 -(0.50)
Total 2.60 2.60 2.10 (0.50)
Grand Total 15.20 15.70 16.20 0.50
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
266 | Annual Operating Budget
Facilities
EXPENDITURES BY CATEGORY
2021-22
Actuals
2022-23
Current
Budget
2023-24
Proposed
Budget
Increase/
(Decrease)
%
Increase/
(Decrease)
FACILITIES FUND 340
NON-DEPARTMENTAL 199 - ALL CITY FACILITIES
SALARIES & BENEFITS Total 431,172 598,277 589,859 (8,418) -1.41% OPERATIONS & MAINTENANCE Total 1,049,988 1,058,708 1,097,150 38,442 3.63% Division Total 1,481,160 1,656,985 1,687,009 30,024 1.81% FACILITY REPLACEMENT FUND 350
NON-DEPARTMENTAL 199
OPERATIONS & MAINTENANCE Total 105,338 0 0 0 0.0%
CAPITAL OUTLAY Total 4,138 10,191 158,125 147,934 1,451.55% TRANSFERS Total 249,644 1,230,050 1,050,000 (180,050) -14.64% Division Total 359,120 1,240,241 1,208,125 (32,116) -2.59%
ANALYSIS/COMMENTS
Facilities:
Facilities departmental expenditures are projected to increase over the prior year due to rising utilities costs and higher Capital Outlay to support aging infrastructure and equipment at various City facilities.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 267
PERSONNEL ALLOCATIONS
Adopted
2021-22
Current
2022-23
Proposed
2023-24
Inc/(Decr)
from Prior Yr
FACILITIES
Administrative Assistant 0.05 - --
Asst. Director of Public Works --0.10 0.10
Custodian I 0.20 ---
Custodian II 0.20 0.20 0.40 0.20
Custodian II (Y-Rate) -0.20 - (0.20)
Director of Public Works 0.10 0.10 0.10 -
Field Supervisor-Facilities 0.25 - --
Field Supervisor-Trades -0.25 0.25 -
Landscape Inspector II 0.02 - --
Lead Maintenance Worker-Electrician -0.50 0.30 (0.20)
Lead Maintenance Worker-Facilities 0.70 0.70 0.80 0.10
Lead Maintenance Worker-HVAC 0.35 0.35 0.35 -
Maintenance Superintendent -0.50 0.50 -
Maintenance Supervisor - PW 0.50 - --
Maintenance Worker I -0.60 -(0.60)
Maintenance Worker I -Facilities 0.15 0.15 -(0.15)
Maintenance Worker II - Facilities --0.15 0.15
Management Assistant 0.20 0.20 0.20 -
Office Specialist II -0.15 -(0.15)
Principal Management Analyst 0.05 0.05 0.05 -
Senior Landscape Inspector 0.02 - --
Senior Office Specialist ----
Total 2.79 3.95 3.20 (0.75)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
268 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 269
Capital Improvement ProgramCIP – Capital Improvement Program Summary
CAPITAL IMPROVEMENT PROGRAM SUMMARY
The City prepares a separate Capital Improvement Program Budgetdocument, which servesas a five-year planning tool to program the financing and scheduling of major projects undertaken by the City. The CIP Budget is prepared in accordance with generally accepted accounting principles. Within this section of the Annual Operating Budget, summary schedules from the Capital Improvement Program Budget are included. To access the individual Project Budget Sheets, please refer to the Fiscal Years 2024-28 Capital Improvement Program Budget.
The CIP Budget includesthe City’s major projects, which exceed $30,000 in cost, have long-term life spans, and are generally non-recurring. These projects include land and right-of-way acquisition, design, construction or rehabilitation of public buildings or facilities, public infrastructure design and construction, park design and construction, and affordable housing projects.
The City’s goal in providing a CIP Budget is to develop a multi-year plan for capital improvements, update it annually, and follow through with all projects in accordance with the plan. In determining the relative merit of a proposed project, key management team members evaluate projects for feasibility, community enhancement, infrastructure and historic preservation, and safety.
PLAN DEVELOPMENT
A component of the CIP includes the integration of the budget with the Quality-of-Life Master Plan (QLMP). The QLMP provides the framework for the City’s strategic budgeting activities. The City Council has set priorities and guided staff in developing sevenCore Values upon which to focus time and resources (as identified in the QLMP). These areas include:
1. Safe & Prepared City
2. Transportation Mobility & Connectivity
3. Healthy & Livable City
4. Economic Prosperity
5. Sustainable & Resilient City
6. Accountable & Responsive City Government
7. Equity
All projects presented in the CIP are carefully programmed in concurrence with the City’s QLMPto ensure the community’s capital improvement needs are met both now and in the future. The framework for the CIP is further defined in the City’s CIP fiscal policy to provide a structure within which fiscal decisions can be made and to optimize all available resources toward the accomplishment of the City’s Core Values as defined in the QLMP.
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
270 | Annual Operating Budget
CAPITAL IMPROVEMENT PROGRAM SUMMARY
recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission.
Projects 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, Housing, Infrastructure, Parks and Recreation, and Projects Funded by Community Facilities District (CFD) Bonds) have been assigned in accordance with the priority guidelines as follows:
The project is urgent and must be completed as soon as feasible. Failure to address the project may impact the health, safety, or welfare of the community or have a potential significant impact on the financial well-being of the City. The project must be initiated, or financial opportunity losses may result.
The project is important and addressing it is necessary. The project impacts safety, law enforcement, health, welfare, economic base, quality of life, and has been identified as a priority in the Quality-of-Life Master Plan.
The project will enhance quality of life and will provide a benefit to the community. Completion of the project will improve the community by providing cultural, recreational, and/or aesthetic value, or is deemed as a necessary improvement to a public facility.
The project will be an improvement to the community but does not necessarily need to be completed within a five-year capital improvement program time frame.
FISCAL YEARS 2024-28 CAPITAL IMPROVEMENT PROGRAM SUMMARY The CIP includes a total of $818,836,828in identified
Capital Projects, with a total of $604,164,259 in
project funding. There is $214,672,573 in
“Unspecified” project funding, indicating that a
revenue source has not yet been secured for these
projects, which have been identified as necessary
infrastructure for the City, and will require that
funding sources be identified before the project
construction can commence.
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.
LEVEL I:
LEVEL II:
LEVEL III:
FUTURE YEARS
PROJECTS:
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 271
CAPITAL IMPROVEMENT PROGRAM SUMMARY
Various sources contribute to the funding of the
Capital Improvement Program, including many
City Funds, State and Federal Grants, Community
Facility District Funds, Successor Agency Funds,
and Transportation Uniform Mitigation Fee
(TUMF) Funds. The City seeks all available funding
sources for projects, including federal, state, and
local grants, outside contributions and City funds.
Total funding for the Fiscal Years 2024-28 CIP
program reflects 64% from outside funding
sources, with the remaining 36% provided by
various City funds, including Measure S, Measure
A, Development Impact Fee Funds, General Fund, Capital Financing, and several other sources.
A total of 12 new projects have been added to the CIP including the following:
Bike Lane Upgrades – Citywide
Bridge Maintenance
Interstate 15 Corridor Branding and Visioning Improvements Old Town Temecula Parklets Program
Pavement Management Program Update
Pedestrian Ramp Upgrades – Citywide
Sidewalks – Third Street
Storm Drainpipe Lining
Traffic Signal – Safety Lights and Signal Communication Upgrades Traffic Signal – Pedestrian Signal Equipment Upgrade Phase 2 – Citywide Uptown Temecula Affordable Housing Site
Vacant Parcel Clean-Up and Beautification
As part of the development of the Capital Improvement Program budget, each project is evaluated to identify any ongoing impacts to the Operating Budget. Six projects reflect the addition of ongoing operating costs, while one project identifies ongoing operating savings. The amounts identified on the table are incorporated into the General Fund Five-Year Forecast.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
272 | Annual Operating Budget
CIP – Description of Revenue Sources
DESCRIPTION OF REVENUE SOURCES
Assembly Bill 2766 (AB 2766)
State funds that are available to implement programs and projects that reduce air pollution from motor vehicles.
Capital Financing
Funding available through financing proceeds to be used for Capital Improvements.
Community Development Block Grant (CDBG)
The Federal Department of Housing and Urban Development (HUD) provides funds through the Community Development Block Grant Program (CDBG) for local community development, housing activities, and public services. The primary objective of the CDBG Program is the development of viable communities by providing decent housing, a suitable living environment, and expanded economic opportunities primarily focused on low- and moderate-income persons and neighborhoods.
Community Facilities District (CFD)
A tool that allows the City to construct desired and authorized public improvements with costs of the projects paid for by the benefitted properties within the boundaries of a designated area. The costs are then financed through the issuance of bonds payable over a period of years.
Department of Water Resources (DWR) Proposition 84
Funding made available from the State of California Department of Water Resources funding from the Safe Drinking Water, Water Quality and Supply, Flood Control, River and Coastal Protection Bond Act of 2006. 2015 Proposition 84 Integrated Regional Water Management (IRWM) Implementation Grant, California Public Resources Code Section 75026 of Divisions 26.5 of the California Water Code (CWC).
Development Impact Fees (DIF)
Fees generated by development applications to offset the effect of development to include infrastructure, fire protection, public facilities and services, libraries, roads, schools, parks, traffic signal mitigation and open space/public art. Fees are determined by the cost of the project at the time of application.
Facilities Replacement Fund
This Fund was established to accumulate resources necessary to replacement future Facilities systems, equipment and fixtures.
General Fund
City General Funds retained for capital improvement projects.
Highway Safety Improvement Program
The Highway Safety Improvement Program (HSIP), codified as Section 148 of Title 23, United States Code (23 U.S.C §148), is a core federal-aid program to States for the purpose of achieving a significant reduction in fatalities and serious injuries on all public roads.
Highway Bridge Program
This program is funded by Federal Highway Administration (FHWA)and authorized by UnitedStates 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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 273
DESCRIPTION OF REVENUE SOURCES
Infrastructure for Rebuilding America (INFRA)
The INFRA program provides dedicated, discretionary funding for projects that address critical issues facing our nation’s highways and bridges.
Local Early Action Planning (LEAP) Grant
This grant program is provided by the California Department of Housing and Community Development (HCD). LEAP provides one-time grant funding to cities and counties to update their planning documents and implement process improvements that will facilitate the acceleration of housing production and help local governments prepare for their 6th cycle Regional Housing Needs Allocation (RHNA).
Measure A (Local Streets and Roads)
Riverside County’s half-cent sales tax to fund transportation projects to improve local streets and roads, major highways, commuter rail, and public transit throughout Riverside County.
Measure S
Pursuant to Ordinance 16-06, on November 8, 2016, the people of Temecula approved a local 1% Transactions and Use Tax, effective on April 1, 2017, to maintain 9-1-1 emergency response times, prevent cuts to local paramedic, police, fire protection, school safety patrols, youth/after-school, senior, disabled services, improve freeway interchanges, reduce traffic and provide for other general services.
Mobile Source Air Pollution Reduction Review Committee (MSRC) The MSRC is the Mobile Source Air Pollution Reduction Review Committee, established under state law (AB 2766) whose sole mission is to fund projects that reduce air pollution from motor vehicles within the South Coast Air District in Southern California.
Public Art Fund
Public Artwork enhances the quality of life for individuals living and working in the Temecula. This fund was adopted by City Council for design, acquisition, installation, improvement, maintenance and insurance of public artwork displayed on City property; offering of performing arts programs on City property for the community; and art education programs on City property for the community (provided, however, that not more than five percent of the fund’s annual budget shall be used for this purpose).
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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
274 | Annual Operating Budget
DESCRIPTION OF REVENUE SOURCES
Senate Bill 1/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 2
SB 2 (2017) is part of a $15 billionhousing package aimed at addressing the state’s housing shortage and high housing costs. Specifically, SB 2 established a permanent source of revenue intended to increase the affordable housing stock in California. The PGP is intended for the preparation, adoption, and implementation of plans that streamline housing approvals and accelerate housing production.
Senate Bill 621
Represents a regional organization made up of tribal governments primarily within Riverside and San Bernardino counties. Tribal Alliance of Sovereign Indian Nations (TASIN) member tribes contribute a percentage of their gaming revenues to the Indian Gaming Special Distribution Fund (SDF), as established by the State Legislature, to offset the impacts of Indian gaming on public services and infrastructure.
Senate Bill 821
B 821, the Bicycle and Pedestrian Facilities Program, is provided through the Transportation Development Act (TDA), funded through a ¼ cent of the general sales tax collected statewide. The TDA provides two major sources of funding for public transportation: the Local Transportation Fund (LTF) and the State Transit Assistance (STA). The LTF provides funding for essential transit and commuter rail services, SB 821 and planning. Each year, two percent of the LTF revenue is made available for use on bicycle and pedestrian facility projects through the SB 821 program.
State Transportation Improvement Program (STIP)
The State Transportation Improvement Program (STIP) is the biennial five-year plan adopted by the California Transportation Commission (CTC) for future allocations of certain state transportation funds for state highway improvements, intercity rail, and regional highway and transit improvements. State law requires the Commission to update the STIP biennially, in even-numbered years, with each new STIP adding two new years to prior programming commitments.
State Highway Operation Protection Program & Minor Program (SHOPP) State Highway System’s program that funds repair and preservations, emergency repairs, safety improvements and some highway operational improvements.
Surface Transportation Program (STP)
Federal funds available for local agencies to improve the safety and efficiency of the local transportation system.
Sustainable Communities Program
The Sustainable Communities Program is a key Southern California Association of Governments (SCAG) initiative for implementing the 2016-2040 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), combining Integrated Land Use assistance for integrated land use and transportation planning with Green Region assistance aimed at local sustainability and Active Transportation assistance for bicycle and pedestrian planning efforts.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 275
DESCRIPTION OF REVENUE SOURCES
Tax Allocation Refunding Bonds Series 2017A and 2017B
As of January 31, 2012, the Redevelopment Agency of the City of Temecula has been dissolved and the City has elected to become the Successor Agency. The Successor Agency will be responsible for the winding down of the remaining activities of the dissolved Redevelopment Agency. These remaining activities include completing affordable housing and infrastructure projects that are funded with tax allocation bonds issued by the former redevelopment agency. The Series 2017A and 2017B Refunding Bonds were issued in 2017 to refinance 2002, 2006, 2007, 2010, and 2011 Tax Allocation Bonds to provide financing for low and moderate income housing projects. The outstanding bonds will be repaid in full in 2038. Monies to pay bond debt service is requested from the State and disbursed by the County from the Trust Fund established to accumulate tax increment generated by the former Temecula Redevelopment Agency area.
Technology Replacement Fund
This fund is used for the replacements of computers, system Software and all other Information Technology equipment.
Transportation Uniform Mitigation Fee (TUMF)
Multi-jurisdictional development impact fee paid for by new development to provide the transportation infrastructure necessary to accommodate new development.
WRCOG-BEYOND Framework Fund Program
Local assistance funding program for Economic Development and Sustainability Projects.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 279
CIP – Major Revenue Sources
CIP MAJOR REVENUE SOURCES
PROJECTED REVENUES: $604,164,259
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
284 | Annual Operating Budget
CIP – Expenditure Summary by Project Type
EXPENDITURE SUMMARY BY PROJECT TYPE
PROJECTED EXPENDITURES: $818,836,828
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
310 | Annual Operating Budget
CIP – Future Years Project
FUTURE YEARS PROJECTS
The following projects have been identified through the City's Quality of Life Master Plan (QLMP) update and reflects the citizens' 20-Year Priorities Timeline. Additional capital projects identified by City staff are also reflected. Cost estimates will be reflected when the projects are included in the 5-Year Capital Improvement Program Budget.
Project Title Department
CIRCULATION
La Paz Street Widening from Ynez Road to Temecula Parkway Public Works Pauba Road Improvements - east of Margarita Road on the north side Public Works Rainbow Canyon Road Widening from Pechanga Parkway to City Limit Public Works Temecula Creek Bridge at Avenida de Missiones Public Works Rancho Way Bridge at I-15 Public Works
Murrieta Creek Bridge at Cherry Street (connecting at French Valley Parkway)* Public Works Western Bypass Corridor* Public/Private Development
INFRASTRUCTURE / OTHER
Acquisition of Fire Station 12 in Old Town* City Manager's Office Complete Temecula Loop Trail* Community Development
Climate Action Plan* Community Development
Integrated Watershed Management Plan* Community Development I-15 Gateway Monument* Public Works
Old Town Parking Structure(s)* Public Works
Fire Training Facility with Tower* Public/Private Development Wildlife Crossing over I-15* Public/Private Development PARKS and RECREATION
Vail Ranch Park Site D Community Services
Southside Senior Center for Active Adults* Community Services Mobile Library Resource Vans* Public/Private Development Organic Community Garden* Public/Private Development
Tennis Complex* Public/Private Development
Performing Arts Center Public/Private Development
Aquatics Facility with Olympic-size Swimming Pool* Public/Private Development * Items identified in the Quality of Life Master Plan - 2040
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 311
Budget and Fiscal Policies
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;
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
312 | Annual Operating Budget
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;
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 313
and be in a position to respond to possible changes in economic conditions. The five-year forecast is a dynamic tool that requires bi-annual update and review of its underlying assumptions to keep the City in a position of strong fiscal condition.
D. Capital Improvement Program (CIP)
1. CIP Purpose - The purpose of the Capital Improvement Program (CIP) budget document is to serve as a planning tool, which coordinates the level ranking, financing, and scheduling of major projects undertaken by the City. All projects presented in the five-year CIP budget are carefully programmed to ensure the community’s capital improvement needs are met both now and in the future. In addition, the projects provide additional opportunities and access to the City and improve the overall quality of life as identified in the Quality of Life Master Plan (QLMP).
This document is dynamic and, consequently, must be revised annually to address changing needs, level rankings, and financial conditions. The City’s goal in providing a CIP Budget is to develop a multi-year plan for capital improvement, update it annually, and follow through with all capital improvements in accordance with the plan. It also allows staff to budget operating and maintenance costs into the five- year projection in order to determine the total cost of each project before it is undertaken.
2. CIP Development - This CIP budget document is developed by incorporating input from City Council and key management team members, based on community comments and feedback received throughout the year. This team then, through several workshops, identifies and evaluates community needs in the areas of roads/streets, bridges, public buildings, parks and recreation facilities, and redevelopment projects. Each proposed project is reviewed and discussed to ensure funding, timing, and necessity. A CIP City Council workshop is held to provide the City Council with an opportunity to review each project in detail, and to receive public comments concerning the five-year program.
3. CIP Projects: $30,000 or More - The capital improvements presented in the budget are the City’s major projects, which exceed $30,000 in cost, have long-term life spans, and are generally non-recurring. These projects include land and right of way acquisition, design, construction or rehabilitation of public buildings or facilities, public infrastructure design and construction, park design and construction, and redevelopment projects.
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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
314 | Annual Operating Budget
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.
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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 315
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 atthe time of bid award are greater than budget amounts, five basic options are available:
a. Eliminate the project;
b. Defer the project for consideration to the next Financial Strategic Plan period; c. Rescope or change the phasing of the project to meet the existing budget; d. Transfer funding from another specified, lower-level ranking project. e. Appropriate additional resources as necessary from fund balance.
12. CIP Budget Carryover - Project accounts, which have been appropriated, will not lapse until completion of the project phase.
13. Program Objectives - Project phases will be listed as objectives in the program narratives of the programs, which manage the projects.
14. General Plan Consistency Review - All projects are evaluated by the City’s Planning Commission to ensure consistency with the provisions of the City of Temecula General Plan, while considering the City’s long-term vision as developed by the City Council. The proposed Circulation, Infrastructure, and Parks and Recreation projects are reviewed and approved by the Planning Commission, Public/Traffic Safety Commission, and the Parks and Recreation Commission.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
316 | Annual Operating Budget
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
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.”
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 317
B. Reserve for Economic Uncertainty
The City will maintain a minimum fund balance of at least 20% of operating expenditures in the General Fund, in order to adequately provide resources in the event of an unexpected draw on City finances. Eligible uses of these reserve funds include:
Expenditures due to local disasters/acts of nature
Loss of major revenue source(s) due to financial hardship or economic downturn State-imposed take of local revenue/mandated payments
Significant unanticipated expenditures
Significant payout of Comprehensive Annual Leave for employees leaving City service
C. Secondary Reserve for Contingencies
In addition to the Reserve for Economic Uncertainty, the City will strive to maintain an operating reserve within the General Fund in the amount of 5% of General Fund operating expenditures. Use of these reserve funds shall be limited to:
Covering annual operating expenditures if revenue falls short of projections, creating an annual operating deficit.
Making one-time investments in Capital infrastructure that will create long-term operational savings to the General Fund, leverage available grant funds, or provide funding for projects that will create an economic benefit to the City.
D. Future Capital Project Designations
The Council may designate specific fund balance levels for future development of capital projects that it has determined to be in the best long-term interests of the City.
E. Other Designations and Reserves
In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years which are carried forward into the new year; debt service reserve requirements; reserves for encumbrances; and other reserves or designations required by contractual obligations, state law, or generally accepted accounting principles.
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
318 | Annual Operating Budget
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 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.
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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
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 Citywill 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.
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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.
2. Asset Management/Investment
In accordance with the Asset Management and Replacement (AMAR) Policy, noted in Section VI., the City strategically manages the life cycle and replacement of its assets; including capital infrastructure, City facilities and parks, fleet vehicles and equipment, and the City’s technology and communication systems. Ensuring adequate reserves are set-aside for the future replacement of City-owned assets is critical to the long-term viability of the City’s operations.
The City’s street and road network serves as the capital infrastructure for public transportation in and around the City. A Pavement Management Study is designed to evaluate the current condition of the road network, and establish a recommended level of investment necessary to properly maintain the condition of the street and road network. The City Council will strive to allocate an amount up to the recommended level of investment, as stated in the most recent Pavement Management Study, to the Capital Improvement Program – Pavement Rehabilitation Program, or other appropriate capital infrastructure projects designated for street and road network improvements.
The City Council will strive to allocate an amount to be deposited into each asset replacement fund, based on the results of the specific asset management plan conducted periodically for each grouping of asset types (i.e. facilities, parks, vehicles and technology).
3. Capital Improvement Projects
A Capital Improvement Project is defined as a major project, which exceeds $30,000 in cost, has a long-term life span, and is generally non-recurring. The City Council may allocate available Measure S resources to fund projects identified in the Capital Improvement Program.
4. General Services
Operations and maintenance costs associated with City programs, administration and general services to the public are considered eligible appropriations of Measure S resources, so long as the abovementioned priorities are considered first. a. Operations and maintenance costs related to the addition of a new City facility, program or service funded by Measure S, shall have priority over existing City general services.
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V. Contingency Planning
In response to adverse financial and economic conditions that could negatively impact the City’s fiscal health, a Contingency Plan will provide for a measured response to potential fiscal challenges, as opposed to reactionary decision-making that could hinder the long-term financial solvency of the City.
In accordance with Budget Policies III.B and III.C, the City will strive to maintain reserves in the amount of 25% of General Fund operating expenditures. Eligible uses of these reserve funds are outlined in the aforementioned policy; however this Contingency Plan will address the hierarchy of utilizing reserve funds, in the event the City experiences significant or sudden fiscal constraints.
The type of fiscal challenge will dictate the appropriate budgetary measure to implement in order to ensure solvency. If the fiscal constraint cannot be absorbed by annual budgetary savings, the following hierarchy shall be followed:
A. One-Time Events
In the event the City is faced with a non-recurring fiscal constraint, such as a State mandated payment or a natural disaster, the use of reserve funds is an appropriate mitigation. The Secondary Reserve for Contingencies shall be utilized first, and fully exhausted prior to utilizing the Economic Uncertainty Reserve.
B. Ongoing Fiscal Constraints
In the event the City experiences the loss of a major revenue source outside of the City’s control (i.e. acts of legislation, corporate decisions and/or economic downturn), the City will need to adjust its operations in order to maintain a balanced budget. Circumstances may arise when the City is unable to react quick enough to offset a sudden loss in revenue, and will be required to utilize reserves to supplant the current Operating Budget. The Secondary Reserve for Contingencies shall be utilized first, and fully exhausted prior to utilizing the Economic Uncertainty Reserve. Continued use of reserve funds shall not exceed two budget cycles, to allow adequate time for the implementation of operational changes, while limiting the ongoing dependency on reserves.
Implementation of Contingency Plan actions requires the majority approval of the City Council.
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
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its authorized regular work force. Each regular employee will:
a. Fill an authorized regular position;
b. Receive salary and benefits consistent with labor agreements or other City Council approved compensation plans.
3. To manage the growth of the regular work force and overall staffing costs, the City will follow these procedures:
a. The Council will authorize all regular positions.
b. The Human Resources Department will coordinate and approve the hiring of all regular employees.
c. Supplement core staff with a balanced workforce consisting of part-time, contract, and independent contractors.
d. All requests for additional regular positions will include evaluations of:
The necessity, term and expected results of the proposed activity; Staffing and material costs including salary, benefits, equipment, uniforms, clerical support and facilities;
The ability of private industry to provide the proposed service; Additional revenues or cost savings, which may be realized. e. Periodically, and before any request for additional regular positions, existing programs will be re-evaluated to determine if services can be provided with existing regular employees.
f. The City will make every effort to conduct an internal recruitment to fill regular positions. The City will evaluate the advantages and disadvantages of conducting an internal recruitment versus an external recruitment on a case- by-case basis.
B. Project Staffing
1. The hiring of project employees will not be used as an incremental method for expanding the City's regular work force.
2. Project employees include all employees other than regular employees, temporary staffing, elected officials and volunteers. Project employees will generally augment regular City staffing as extra-help employees, seasonal employees, contract employees, interns and work-study assistants.
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
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hours annually). There may be limited circumstances where the use of project employees on an ongoing basis in excess of this target may be appropriate due to unique programming or staffing requirements. However, any such exceptions must be approved by the City Manager based on the review and recommendation of the Human Resources Department.
C. Temporary Staffing
1. Temporary Staffing agencies can be contacted only in the case of a short-term assignment such as sick leave, disability leave, maternity leave, etc.
2. The City will pay the Temporary Staffing Agency a fair base rate for the employee with a negotiated markup while the temporary employee is providing work for the City.
D. Work Hours
1. Regular employee, project employee, and temporary employee work hours will be based on the needs of the City and the position.
2. Employee work hours may be flexed in an effort to minimize overtime.
E. Overtime Management
1. Overtime should be used only when necessary and when other alternatives are not feasible or cost effective.
2. All overtime must be pre-authorized by a Department Director or delegated in accordance with existing policy.
3. Departmental operating budgets should reflect anticipated annual overtime costs and departments will regularly monitor overtime use and expenditures.
4. When considering the addition of regular, project, or temporary staffing, the use of overtime as an alternative will be considered. The department will take into account:
a. The duration that additional staff resources may be needed; b. The cost of overtime versus the cost of additional staff; c. The skills and abilities of current staff;
d. Training costs associated with hiring additional staff; e. The impact of overtime on existing staff;
f. The impact on quality of services.
F. Independent Contractors
Independent contractors are not City employees. They may be used in two situations:
1. Short-term, peak workload assignments to be accomplished using personnel contracted through an outside employment agency (OEA). In this situation, it is
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anticipated that City staff will closely monitor the work of OEA employees and minimal training will be required. However, they will always be considered the employees of the OEA and not the City. All placements through an OEA will be coordinated through the Human Resources Department and subject to the approval of the Human Resources Department.
2. Construction of public works projects and delivery of operating, maintenance or specialized professional services not routinely performed by City employees. Such services will be provided without close supervision by City staff, and the required methods, skills and equipment will generally be determined and provided by the contractor. Contract awards will be guided by the City's purchasing policies and procedures.
G. Productivity
The City will repeatedly monitor and review the City’s methods of operation to ensure that services continue to be delivered in the most cost-effective manner possible. This review process encompasses a wide range of productivity issues, including:
1. Analyzing systems and procedures to identify and remove unnecessary review requirements.
2. Evaluating the ability of new technologies and related capital investments to improve productivity.
3. Developing the skills and abilities of all City employees.
4. Developing and implementing appropriate methods of recognizing and rewarding exceptional employee performance.
5. Evaluating the ability of the private sector to perform the same level of service at a lower cost.
6. Periodic formal reviews of operations on a systematic, ongoing basis.
7. Maintaining a decentralized approach in managing the City's support service functions. Although some level of centralization is necessary for review and control purposes, decentralization supports productivity by:
a. Encouraging accountability by delegating responsibility to the lowest possible level;
b. Stimulating creativity, innovation and individual initiative; c. Reducing the administrative costs of operation by eliminating unnecessary review procedures;
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.
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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. 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?
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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.
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).
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K. Comprehensive Annual Leave 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.
VII. Asset Management and Replacement Policy
The City has established multiple asset management and replacement funds to accumulate the necessary financial resources to properly maintain City assets over the long-term. The replacement funds are designated for the purpose of purchasing replacement assets at the end of the item’s useful life.
Vehicles, equipment, technology, and facilities are tracked on separate replacement schedules, used to determine the annual contribution amounts for each department owning an eligible asset. The annual contribution amounts are equivalent to the estimated cost to replace the asset at the end of its useful life divided by the number of years of useful life.
A. Replacement Funds
1. Fund 310 – Vehicles and Equipment Fund. Eligible assets 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. Eligible assets include those technology-related assets that have a useful life longer than three years and cost in excess of $5,000.
3. Fund 335 – Support Services Replacement Fund. Eligible assets include copier machines utilized by all City departments and maintained by the Information Technology/Support Services department.
4. Fund 350 – Facilities Replacement Fund. Eligible assets include City buildings, systems, and infrastructure necessary to properly operate and maintain all City facilities.
5. Fund 191 – Streetlight Replacement Fund. This fund was established when the City acquired the streetlight network from Southern California Edison, in order to have
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available resources to repair and replace the light standards, bulbs and other infrastructure of the streetlight network. Resources for this fund are accumulated through Service Level B rate and charges assessed on the properties utilizing the Citywide residential streetlight network.
The funds are discretionary in nature and may be reappropriated by the City Council to provide financial reserves to respond to natural disasters and other emergencies; provide a source for internal loans and liquidity; or serve as collateral for City debt issues.
VIII. Capital Financing and Debt Management
A. Capital Financing
1. The City will consider the use of debt financing only for one-time capital improvement projects and only under the following circumstances:
a. When the project's useful life will exceed the term of the financing; b. When project revenues or specific resources will be sufficient to service the long-term debt.
2. 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.
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b. If adequate funds are not available at that time, the Council will make one of two determinations:
c. Defer the project until funds are available;
d. 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.
6. The City will use the following criteria to evaluate pay-as-you-go versus long-term financing in funding capital improvements:
a. Factors Favoring Pay-As-You-Go Financing:
Current revenues and adequate fund balances are available or project phasing can be accomplished;
Existing debt levels adversely affect the City’s credit rating; Market conditions are unstable or present difficulties in marketing. b. Factors Favoring Long Term Financing:
Revenues available for debt service are deemed sufficient and reliable so that long-term financings can be marketed with investment grade credit ratings;
The project securing the financing is of the type, which will support an investment grade credit rating;
Market conditions present favorable interest rates and demand for City financings;
A project is mandated by State or Federal requirements, and resources are insufficient or unavailable;
The project is immediately required to meet or relieve capacity needs and current resources are insufficient or unavailable.
B. Debt Management
1. The City will not obligate the General Fund to secure long-term financings except when marketability can be significantly enhanced.
2. An internal feasibility analysis will be prepared for each long-term financing which analyzes the impact on current and future budgets for debt service and operations.
This analysis will also address the reliability of revenues to support debt service.
3. The City will generally conduct financings on a competitive basis. However, negotiated financings may be used due to market volatility or the use of an unusual or complex financing or security structure.
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4. The City will seek an investment grade rating (Baa/BBB or greater) on any direct debt and will seek credit enhancement such as letters of credit or insurance when necessary for marketing purposes, availability, and cost-effectiveness.
5. The City will monitor all forms of debt annually coincident with the City’s Financial Strategic Plan preparation and review process and report concerns and remedies, if needed, to the Council.
6. The City will diligently monitor its compliance with bond covenants, including but not limited to any Federal tax compliance requirements with respect to any tax- exempt debt obligations, and ensure its adherence to applicable regulations.
7. The City will maintain good, ongoing communications with bond rating agencies about its financial condition. The City will follow a policy of full disclosure on every financial report and bond prospectus (Official Statement).
8. The City will periodically review the requirements of, and will remain in compliance with, any continuing disclosure undertakings, particularly under Rule 15c2-12 promulgated by the Securities and Exchange Commission under the Securities Exchange Act of 1934 with respect to debt issues.
9. The City will diligently monitor the use of proceeds from its debt issues, to ensure that the proceeds will be directed to the intended use. The City will maintain records of the intended use of the proceeds when the debt was originally issued (by keeping related documents, such as the Official Statements, tax certificates, as applicable) and the use of the proceeds at the time they are expended. Such records shall be retained so long as the debt issue (and any subsequent debt issue which refunded the debt) remains outstanding and for three years following the final maturity or redemption. The City shall consult legal counsel regarding the use of proceeds that is a change from the original intended purpose.
10. So long as required by California Government Code Section 8855(k), the City shall file annual report(s) to the California Debt and Investment Advisory Commission (“CDIAC”) in accordance with CDIAC’s requirements on a timely basis. The City shall retain a copy of each such annual report.
11. In connection with each debt issue, the City will file or cause Bond Counsel or another applicable member of the financing team to file on behalf of the City, a report of proposed issuance and a report of final sale, as required by California Government Code Section 8855(i) and (j).
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;
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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.
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.
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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.
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%, with priority going toward
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special assessments and/or special taxes used to offset any negative fiscal impact of providing municipal services, as determined by a Fiscal Impact Analysis.
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. No annual escalation factor will be permitted for special assessments or special taxes that support debt service on bonds utilized to finance public infrastructure. Annual escalation factors on special assessments and/or special taxes used to fund municipal services shall be as identified in the Fiscal Impact Analysis.
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.
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;
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b. And then returning with the results of this evaluation and recommending approval of appropriate financing documents if warranted.
This two-step approach ensures that the issues are clear for both the City and applicant, and that key policy questions are answered.
3. The work scope necessary to address these issues will vary from request to request and will have to be determined on a case-by-case basis. Additionally, the City should generally be fully reimbursed for our costs in evaluating the request; however, this should also be determined on a case-by-case basis.
G. Refinancings
1. General Guidelines. Periodic reviews of all outstanding debt will be undertaken to determine refinancing opportunities. Refinancings will be considered (within Federal tax law constraints) under the following conditions:
a. There is a net economic benefit;
b. It is needed to modernize covenants that are adversely affecting the City’s financial position or operations;
c. The City wants to reduce the principal outstanding in order to achieve future debt service savings, and it has available working capital to do so from other sources.
2. Standards for Economic Savings. In general, refinancing for economic savings will be undertaken whenever net present value savings of at least five percent (5%) of the refunded debt can be achieved.
a. Refinancings that produce net present value savings of less than five percent will be considered on a case-by-case basis, provided that the present value savings are at least three percent (3%) of the refunded debt. b. Refinancings with savings of less than three percent (3%), or with negative savings, will not be considered unless there is a compelling public policy objective.
H. Types of Debt That May be Issued
1. To implement the financing (or refinancing) objectives, the City will consider the issuance of generally accepted types of debt, including:
a. Revenue Bonds – limited-liability obligations tied to a specific enterprise or special fund revenue stream where the projects financed clearly benefit or relate to the enterprise or are otherwise permissible uses of the special revenue;
b. Special Assessment/Special Tax Bonds – limited liability obligations secured by special assessments or special taxes as described above under “Land- Based Financings”;
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c. General Fund Supported Lease Revenue Bonds or Certificates of Participation – generally involves a lease arrangement between the City and a joint powers authority (or another entity), whereby bonds are issued by the authority for the financing of the project, and the City agrees to make lease payments in sufficient amounts to secure debt service payments on the bonds. d. General Obligation Bonds – bonds secured by a dedicated property tax override (i.e., a property tax in excess of the 1% basic ad valorem property tax rate) that will be issued only after voter approval pursuant to the State Constitution and other applicable laws.
e. Tax Increment Bonds – bonds secured by a portion of ad valorem property tax that are allocated to a successor agency (to a former redevelopment agency) or another entity formed pursuant by law (such as an enhanced infrastructure financing district or a community revitalization infrastructure district). The successor agency will consider issuance of bonds for refunding purposes. The City has not yet formed any enhanced infrastructure financing district, community revitalization infrastructure district or any similar entity, and will undertake applicable legal and feasibility analysis at the time of consideration of the formation of any such entity.
f. Conduit Financing Bonds – bonds as described above under “Conduit Financings,” for which debt service will be secured by the applicant’s payments and the role of the City (or the City affiliated entity) will be limited to be the conduit issuer, without financial liability.
2. The above list is not exhaustive. The City may from time to time consider other types of debt to accommodate its financing and refinancing objectives.
I. Policy Goals Related to Planning Goals and Objectives
1. It is a policy goal of the City to protect taxpayers and constituents by utilizing conservative financing methods and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs.
2. The City is committed to financial planning, maintaining appropriate reserves levels and employing prudent practices in governance, management and budget administration, including debt issuance and management.
3. The City will 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
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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.
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)
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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.
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
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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.
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. d. The City, in conjunction with its financial advisors, shall determine whether the aggregate cost of public services, allowable under statute, shall equal an
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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.
IX. Interfund Transfers and Loans Policy
A. Establishment of Various Funds
The City has established various funds to account for revenues whose use should be restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its own revenue sources, expenditures and fund equity B. Transfer Between Funds
Any transfers between funds for operating purposes are set forth in the budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from interfund borrowings, which are usually made for temporary cash flow reasons, and are not intended to result in a transfer of financial resources. In summary, interfund transfers result in a change in fund equity; interfund borrowings do not, as the intent is to repay the loan in the near term.
C. Interfund Loans
Interfund loans may be appropriate whenever the loan is expected to be repaid within the immediate future. The most common use of interfund loans is for grant programs, where costs are incurred before drawdowns are initiated and received. Receipt of funds is typically received shortly after the request for funds has been made.
X. Appropriations Limitation
A. Adopting a Resolution
The Council will annually adopt a resolution establishing the City's appropriations limit calculated in accordance with Article XIII-B of the Constitution of the State of California, Section 7900 of the State of California Government Code, and any other voter approved amendments or state legislation that affect the City's appropriations limit.
B. Supporting Documentation Available for Review
The supporting documentation used in calculating the City's appropriations limit and projected appropriations subject to the limit will be available for public and Council review at least fifteen days before Council consideration of a resolution to adopt an
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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.
XI. Pension Rate Stabilization Policy
A. Establishment of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust The City contracts with the California Public Employees Retirement System (CalPERS) to provide pension benefits to its employees. The pension is funded with a combination of employer and employee contributions. To mitigate the volatility in the employer contribution rates, the City has established a Section 115 Trust to prefund its pension obligations. Assets from the Trust are restricted for the payment of pension obligations.
B. Funding of an Internal Revenue Code (IRC) Section 115 Irrevocable Trust The primary benefit of a Section 115 Trust is the flexibility of investment options available to the Trust that cities are prohibited from utilizing. The broader investment options have the ability to generate higher yields and investment earnings, thereby increasing the assets held in trust.
To establish the Section 115 Trust, a one-time contribution of $8 million will be deposited as seed funding during Fiscal Year 2017-18.
Effective Fiscal Year 2018-19 and every year thereafter until amended by Council;
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1. At a minimum, an amount equivalent to 26% of Total Payroll may be deposited into the Section 115 Trust in July for the ensuing fiscal year, so long as the City has adequate cash flow for operations.
2. Thirty percent (30%) of the Operating Budget Surplus within the General Fund may be deposited into the Section 115 Trust, up to a maximum contribution of $2 million per year. The Operating Budget Surplus is defined as the excess amount over the budgeted Revenue over Expenditures calculation.
3. Additional Trust contributions may be programmed through the Annual Operating Budget process each year, as approved by Council.
Annual pension liability payments to CalPERS shall be made from the proceeds of the Section 115 Trust, so long as adequate proceeds are available in the Section 115 Trust.
XII. Signature Delegation Policy
A. Delegation of City Manager Signature Authority
In accordance with the Budget Resolution Section 1.E-F., the City Manager may authorize expenditures of funds in the amounts up to one-hundred thousand dollars ($100,000).
Any expenditures in excess of $100,000 requires City Council action.
With regard to contracts and agreements, the City Manager hereby delegates his signature authority, up to $100,000 to the Assistant City Manager, and up to $60,000 as follows:
1. Temecula Community Service District contracts and agreements may be approved by the Director of Community Services for the following contract types:
a. Entertainment, Performance and Event Agreements
2. Public Works contracts and agreements may be approved by the Deputy City Manager or the Director of Public Works for the following contract types:
a. Maintenance Agreements
b. Minor Construction Agreements
3. “Approved As To Form” approval on all agreements, with the exception of those noted below, may be approved by the Assistant Director of Finance, up to $10,000.
All contracts and agreements in excess of $10,000, must be Approved As To Form by the City Attorney, or his/her designee.
a. Successor Agency Agreements
b. Housing Authority Agreements
c. Preservation of Cultural Resource Agreements
d. Leases
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e. Licenses Agreements
f. Settlement Agreements
B. Delegation of City Manager Settlement Authority
In accordance with the Budget Resolution Section 1.G., the City Manager, in consultation with the City Attorney, is authorized to settle personal injury and property damage lawsuits and enter into settlement agreements on behalf of the City, Temecula Community Services District, and the Successor Agency to the Temecula Redevelopment Agency where the amount of the settlement does not exceed one-hundred thousand dollars ($100,000).
1. For all Personal Injury and Property Claim settlements, the City Manager hereby delegates his signature authority to the Director of Human Resources/Risk Management to negotiate settlements up to $10,000.
XIII. Emergency Appropriation Policy
In the event of an emergency resulting from acts of nature or other unforeseen activity, the City Manager is authorized to appropriate budgetary funds for the emergency purchase of goods and services to address such emergency.
In the event the emergency requires a significant Public Works response, an emergency exemption to the Public Works bidding requirements must be approved by the City Council via an Emergency Exemption Resolution.
XIV. Debt/Liability Paydown Strategy Policy
At their meeting December 13, 2022, the Council adopted the City’s Debt/Liability Paydown Strategy, which provides for a 7-year paydown schedule for the City’s outstanding facility debt, the unfunded pension liability and the unfunded Other Post- Employment Benefits (OPEB) liability. As the economic conditions change, it will be necessary to reevaluate the Paydown Strategy to ensure adequate funding exists to maintain the paydown schedule and reach the goal of a 7-year paydown.
The Paydown Strategy consists of a 15-year Financial Plan and includes the use of Available General Fund Balance and available resources in the IRC Section 115 Irrevocable Pension Trust to pay off the City’s outstanding debt/liabilities in accordance with the table below:
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The OPEB and Pension liability amounts were determined as of June 30, 2020 valuation reports and are subject to change as CalPERS investment returns fluctuate each year.
Annual Budgetary Savings generated by the payoff of a specific debt/liability is redirected back into Available Fund Balance and applied to the payoff of future unfunded liabilities until all obligations are paid off.
The CalPERS Pension Unfunded Liability will be considered “paid off” when the City Pension Plan’s Funded Status, as defined by CalPERS, is equal to or greater than 100%. To achieve this Funded Status within the 7-year target, annual Additional Discretionary Payments (ADPs) will be made directly to CalPERS, as noted in the above schedule.
Any deviations from the Paydown Strategy’s 15-Year Financial Plan that trigger less than $4 million in Available Fund Balance in any year of the forecast is cause for reevaluating the paydown timeline. Economic impacts that could trigger the reevaluation include:
(1) Economic conditions, including recession or potential recession, (2) Decrease in General Fund revenue,
(3) Increase in General Fund expenditures,
(4) Declining interest earnings in CalPERS’ Public Employees’ Retirement Fund (PERF) portfolio,
(5) Declining investment earnings in the City’s IRC Section 115 Irrevocable Pension Trust
Each year, as part of the Annual Operating Budget process and the Mid-Year Budget process, the 15-Year Financial Plan shall be updated and reevaluated to ensure adequate Available General Fund Balance and Pension Trust balances exist to make the Pension Liability payments, or ADPs, as outlined in the table above. If the funding sources are not adequate to maintain Available Fund Balance in excess of $4 million each year of the forecast, an alternative paydown schedule shall be presented for City Council consideration.
AnOperating Budget Surplus is defined as the excess amount over the budgeted Revenue over Expenditures calculation. In the event of any remaining Operating Budget Surplus
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after contributions are made to the City’s IRC Section 115 Irrevocable Pension Trust in accordance with Budget Policy XI, additional ADPs may be made from the remaining surplus, up to $2 million per fiscal year. Additional ADPs may be programmed through the Annual Operating Budget process each year, as approved by Council.
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Appendices
Appendix A – Personnel
Summary of Changes in Authorized Positions, Personnel and Benefit Costs
SUMMARY OF CHANGES IN AUTHORIZED POSITIONS,
PERSONNEL AND BENEFIT COSTS
Total authorized Full Time Equivalent (FTE) positions equal 198.20 authorized positions, including one authorized/unfunded position (Principal Planner in the Community Development department). The total reflects an increase of 2.75 positions compared to the prior year. All positions added since last fiscal year are summarized by department below:
City Manager’s Office (0.25 position)
Senior Office Specialist (conversion from ¾ to full-time) Public Works (2 positions)
Maintenance Worker I - Facilities
Maintenance Worker I – Streets/Parks
Information Technology/Support Services (0.5 positions) Information Technology Technician I/II (conversion from ½ to full-time) Total Authorized Positions remains below the peak in 2007-08 by 12.55 positions.
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SUMMARY OF CHANGES IN AUTHORIZED POSITIONS,
PERSONNEL AND BENEFIT COSTS
In addition to the Authorized Positions, the City employs two Accounting Assistants to support the implementation of the City’s new financial system. A significant number of part-time, non-benefitted Project employees also are employed to assist with the multitude of programs offered by the Temecula Community Services District. For Fiscal Year 2023-24, an estimated 70.3 full-time equivalents will be hired as seasonal and part-time support
Public Safety personnel is supplied through contracts with Riverside County and CalFire. A total of 116.7 Sworn Police Officers, 18 non-sworn Community Service Officers, and three Sheriff Service Officers are included in the Police budget, and a total of 71 Fire personnel are reflected in the Fire Department budget for FY2023-24.
Employee Salaries
In accordance with the City’s labor agreements, an 8.7% cost of living adjustment will go into effect July 1, 2023. The salary and benefits contained in the Proposed Budget reflect the anticipated salary adjustments.
Pursuant to Section 47.3 of the MOU and Section 31.3 of the Management Compensation Plan (MCP), a Reclassification Request Process is available to employees whose work has fundamentally changed due to a department reorganization, changes to staffing levels, introduction of new programs or services, and/or reallocations of work and internal reporting relationships. Employees may request an evaluation of their job duties by an independent consultant, to determine the proper job classification for the work performed. In accordance with the provisions of the MOU and MCP, a total of 19 employees are recommended for reclassification, effective July 1, 2023.
Employee Benefits
The City contributes to the California Public Employees Retirement System (CalPERS), a multiple-employer public employee defined benefit pension plan for all authorized employees and temporary employees who work more than 1,000 hours per year, or who have previously been part of CalPERS pension program.
CalPERS provides retirement and disability benefits, annual cost of living adjustments, and death benefits to plan members and beneficiaries. Benefit provisions and all other requirements are established by the State statute and City ordinance, with the City providing the following benefits:
Tier 1: 2.7% @ 55 formula for employees hired prior to September 11, 2011 Tier 2: 2.0% @ 60 formula for employees hired after September 11, 2011 Tier 3: 2.0% @ 62 for employees, new to the CalPERS system, hired after January 1, 2013, in accordance with the Public Employees’ Pension Reform Act of 2013 (PEPRA) The City pays a contribution on behalf of authorized employees; (5% for Tier 1 and 4% for Tier 2 employees), in addition to the required actuarially determined employer contribution rate. The annual cost for the CalPERS pension for eligible personnel for Fiscal Year 2023-24 is budgeted to be $6,583,191.
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SUMMARY OF CHANGES IN AUTHORIZED POSITIONS,
PERSONNEL AND BENEFIT COSTS
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 optionsfor medical and dependent care reimbursement, deferred compensation, or a “cash back” option. The cafeteria allotment is also provided to eligible retirees as part of the City’s retiree health plan.
As part of the MOU and MCP agreements, in addition to the cafeteria allotment, the City provides employees a $600 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 2023-24 is estimated to be $4,302,720.
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Schedule of Authorized Positions SCHEDULE OF AUTHORIZED POSITIONS As of July 1, 2023
Bargaining
Minimum Maximum Unit**
CITY COUNCIL
Councilmember 5.0 600 800 N/A E
City Council Subtotal: 5.0
CITY MANAGER
Assistant City Manager 1.0 17,919 25,321 Exec E
Assistant to the City Manager 1.0 11,014 15,562 MCP E
City Manager 1.0 N/A 27,853 Contract E
Executive Assistant 1.0 5,796 8,188 MCP E
Senior Office Specialist 1.0 4,640 5,940 Rep NE
City Manager Subtotal: 5.0
OFFICE OF PUBLIC INFORMATION & ECONOMIC DEVELOPMENT
Administrative Assistant 1.0 4,997 6,396 Rep NE
Economic Development Manager 1.0 9,977 14,097 MCP E
Management Analyst 2.0 6,557 9,265 MCP E
Multimedia Specialist I 1.0 5,654 7,237 Rep NE
Office of Public Information & Economic Development Subtotal: 5.0
CITY CLERK
Deputy City Clerk 1.0 7,419 10,481 MCP E
Director of Legislative Affairs/City Clerk 1.0 14,449 20,417 Exec E Management Assistant 1.0 5,380 6,888 Rep NE
Records Manager 1.0 6,720 9,495 MCP E
Records Technician 1.0 3,903 4,997 Rep NE
City Clerk Subtotal: 5.0
HUMAN RESOURCES
Director of HR/Risk Management 1.0 14,449 20,417 Exec E Human Resources Technician I (Confidential) 2.0 5,124 7,237 MCP NE Management Assistant (Confidential) 1.0 5,380 7,604 MCP NE Senior Management Analyst 3.0 7,604 10,743 MCP E
Human Resources Subtotal: 7.0
EMERGENCY MANAGEMENT
Senior Management Analyst 1.0 7,604 10,743 MCP E
Emergency Management Subtotal: 1.0
FINANCE
Accountant I 1.0 6,720 8,603 Rep NE
Accounting Assistant (Cashier & AP) 3.0 4,756 6,087 Rep NE Accounting Technician I/II 2.0 5,249 7,062 Rep NE
Assistant Director of Finance 1.0 12,156 17,176 MCP E
Director of Finance 1.0 14,811 20,927 Exec E
Finance Manager 1.0 8,603 12,156 MCP E
Fiscal Services Manager 2.0 9,977 14,097 MCP E
Management Analyst 1.0 6,557 9,265 MCP E
Senior Accountant (Confidential) 1.0 7,795 11,014 MCP NE Senior Accounting Technician (Confidential) 1.0 6,087 8,603 MCP NE Senior Accounting Technician - Payroll (Confidential) 1.0 6,087 8,603 MCP NE Finance Subtotal: 15.0
Exempt/Non-
Exempt
FY2023-24
Number of
Positions
Salary Schedule
Monthly Salary
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SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2023
Bargaining
Minimum Maximum Unit**
INFORMATION TECHNOLOGY
Assistant Director Information Technology/Support Svcs 1.0 11,859 16,758 MCP E Director of Information Technology/Support Svcs 1.0 14,449 20,417 Exec E Information Technology Manager 1.0 10,743 15,181 MCP E
Information Technology Specialist l (Confidential) 1.0 5,796 8,188 MCP NE Information Technology Supervisor (Confidential) 4.0 7,419 10,481 MCP NE Information Technology Supervisor (Multimedia Services) (Confidential) 1.0 7,419 10,481 MCP NE Management Analyst 1.0 6,557 9,265 MCP E
Senior Administrative Assistant 1.0 5,517 7,062 Rep NE
Senior Information Technology Specialist (Confidential) 2.0 6,720 9,495 MCP NE Information Technology Technician I 0.5 4,997 7,062 MCP NE Support Services
Office Specialist II - AM 0.6 4,203 5,380 Rep NE
Office Specialist II - PM 0.6 4,203 5,380 Rep NE
Support Services Supervisor 1.0 4,640 5,940 Rep NE
Information Technology Technician I 0.5 4,997 7,062 MCP NE Information Technology Subtotal: 16.2
COMMUNITY DEVELOPMENT
Assistant Director of Community Development 1.0 12,156 17,176 MCP E Deputy City Manager 1.0 16,292 23,020 Exec E
Principal Management Analyst 1.0 8,395 11,859 MCP E
Senior Administrative Assistant 1.0 5,517 7,062 Rep NE
Planning
Assistant Planner 2.0 6,087 7,795 Rep NE
Associate Planner I (underfill as Planning Technician) 1.0 7,062 9,038 Rep NE Associate Planner II 1.0 7,795 9,977 Rep NE
Community Development Technician I 1.0 5,380 6,888 Rep NE Community Development Technician II (Underfill as Comm Dev Tech I) 1.0 5,940 7,604 Rep NE Community Development Technician II 1.0 5,940 7,604 Rep NE Planning Manager 1.0 10,481 14,811 MCP E
Planning Technician 1.0 5,517 7,062 Rep NE
Senior Community Development Technician 2.0 6,557 8,395 Rep NE Senior Management Analyst 1.1 7,604 10,743 MCP E
Senior Office Specialist 1.0 4,640 5,940 Rep NE
Senior Planner 1.0 8,603 12,156 MCP E
Building and Safety/Code Enforcement
Administrative Assistant 2.0 4,997 6,396 Rep NE
Building Inspector I 1.0 6,240 7,989 Rep NE
Building Inspector II 3.0 6,888 8,817 Rep NE
Building Official 1.0 11,014 15,562 MCP E
Code Enforement Officer I 2.0 5,249 6,720 Rep NE
Code Enforcement Officer II 1.0 5,796 7,419 Rep NE
Field Supervisor - Code Enforcement 1.0 7,062 9,038 Rep NE Plan Checker 1.0 8,395 10,743 Rep NE
Senior Building Inspector 1.0 7,604 9,733 Rep NE
Senior Code Enforcement Officer 1.0 6,396 8,188 Rep NE
Senior Management Analyst 0.9 7,604 10,743 MCP E
Community Development Subtotal: 33.0
Exempt/Non-
Exempt
FY2023-24
Number of
Positions
Salary Schedule
Monthly Salary
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
350 | Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2023
Bargaining
Minimum Maximum Unit**
PUBLIC WORKS
Administrative Assistant 1.0 4,997 6,396 Rep NE
Assistant Director of Public Works 1.0 13,090 18,496 MCP E Director of Public Works 1.0 14,811 20,927 Exec E
Principal Management Analyst 1.0 8,395 11,859 MCP E
CIP Administration
Assistant Engineer II 1.0 7,062 9,038 Rep NE
Associate Civil Engineer 1.0 9,038 11,570 Rep E
Associate Civil Engineer (Underfill as Associate Engineer II) 1.0 9,038 11,570 Rep E Associate Engineer II 3.0 8,603 11,014 Rep E
Engineering Manager 1.0 12,459 17,605 MCP E
Engineering Tech II 1.0 6,087 7,795 Rep NE
Principal Civil Engineer 1.0 11,287 15,948 MCP E
Senior Civil Engineer 1.0 10,227 14,449 MCP E
Senior Public Works Inspector 2.0 7,419 9,495 Rep NE
Supervising Public Works Inspector 1.0 8,188 10,481 Rep NE Land Development/NPDES
Associate Civil Engineer 1.0 9,038 11,570 Rep E
Associate Civil Engineer (Underfill as Associate Engineer II) 1.0 9,038 11,570 Rep E Associate Engineer I 1.0 7,795 9,977 Rep E
Associate Engineer II 1.0 8,603 11,014 Rep E
Engineering Tech I 1.0 5,796 7,419 Rep NE
Management Assistant 1.0 5,380 6,888 Rep NE
Senior Management Analyst 1.0 7,604 10,743 MCP E
Senior Public Works Inspector 2.0 7,419 9,495 Rep NE
Traffic
Associate Engineer II 1.0 8,603 11,014 Rep E
Senior Civil Engineer 1.0 10,227 14,449 MCP E
Senior Signal Technician 2.0 7,419 9,495 Rep NE
Maintenance (Streets, Facilities, Parks)
Custodian Il - Facilities 2.0 3,624 4,640 Rep NE
Field Supervisor - Trades 1.0 7,237 9,265 Rep NE
Landscape Inspector ll 1.0 6,087 7,795 Rep NE
Lead Maintenance Worker - Electrician 1.0 6,557 8,395 Rep NE Lead Maintenance Worker - HVAC 1.0 6,557 8,395 Rep NE
Lead Maintenance Worker - Streets 3.0 5,249 6,720 Rep NE Lead Maintenance Worker - Parks 2.0 5,249 6,720 Rep NE
Lead Maintenance Worker - Facilities 1.0 6,240 7,989 Rep NE Maintenance Manager 1.0 11,014 15,562 MCP E
Maintenance Superintendent 3.0 9,977 14,097 MCP E
Maintenance Worker I - Streets 4.0 4,309 5,517 Rep NE
Maintenance Worker I - Parks 1.0 4,309 5,517 Rep NE
Maintenance Worker I - Facilities 1.0 5,124 6,557 Rep NE Maintenance Worker Il - Facilities 2.0 5,654 7,237 Rep NE Maintenance Worker I - Streets/Parks 1.0 4,309 5,517 Rep NE Maintenance Worker II - Streets/Parks 3.0 4,756 6,087 Rep NE Management Assistant 1.0 5,380 6,888 Rep NE
Park Attendant l 1.0 5,249 6,720 Rep NE
Park Attendant ll (Underfill as Park Attendant I) 1.0 5,796 7,419 Rep NE Park Attendant ll 1.0 5,796 7,419 Rep NE
Senior Landscape Inspector 1.0 6,720 8,603 Rep NE
Senior Office Specialist 1.0 4,640 5,940 Rep NE
Public Works Subtotal: 64.0
Exempt/Non-
Exempt
FY2023-24
Number of
Positions
Salary Schedule
Monthly Salary
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 351
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2023
Bargaining
Minimum Maximum Unit**
FIRE
Community Development Technician II 1.0 5,940 7,604 Rep NE Fire Inspector I 1.0 7,237 9,265 Rep NE
Management Analyst 1.0 6,557 9,265 MCP E
Senior Community Development Technician 1.0 6,557 8,395 Rep NE Fire Subtotal: 4.0
COMMUNITY SERVICES
Aquatics Coordinator 1.0 5,380 6,888 Rep NE
Aquatics Supervisor l 1.0 5,940 7,604 Rep NE
Aquatics Supervisor ll 2.0 6,240 7,989 Rep NE
Community Services Assistant 1.0 4,417 5,654 Rep NE
Community Services Coordinator I 1.0 5,380 6,888 Rep NE Community Services Coordinator II 4.0 5,654 7,237 Rep NE Community Services Manager 9.0 9,733 13,752 MCP E
Community Services Specialist II 1.0 4,876 6,240 Rep NE Community Services Superintendent 2.0 10,743 15,181 MCP E Community Services Supervisor I 4.0 6,240 7,989 Rep NE
Community Services Supervisor II 3.0 6,557 8,395 Rep NE Director of Community Services 1.0 14,449 20,417 Exec E Management Assistant 1.0 5,380 6,888 Rep NE
Multimedia Coordinator 2.0 6,557 8,395 Rep NE
Office Specialist II 1.0 4,203 5,380 Rep NE
Principal Management Analyst 1.0 8,395 11,859 MCP E
Theater Technical Coordinator I 1.0 5,380 6,888 Rep NE
Theater Technical Coordinator II 1.0 5,654 7,237 Rep NE Community Services Subtotal: 37.0
Total By Department Positions
City Council 5.0
City Manager 5.0
Economic Development 5.0
City Clerk 5.0
Human Resources 7.0
Emergency Management 1.0
Finance 15.0
Information Technology 16.2
Community Development 33.0
Public Works 64.0
Fire 4.0
Community Services 37.0
Total Authorized/Funded Positions: 197.2
Total of Authorized/Unfunded Positions: 1.0
Total Authorized Positions: 198.2
** Bargaining Units:
Rep = Represented
MCP = Management/Confidential
Exec = Executive
Exempt/Non-
Exempt
FY2023-24
Number of
Positions
Salary Schedule
Monthly Salary
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
352 | Annual Operating Budget
SCHEDULE OF AUTHORIZED POSITIONS
As of July 1, 2023
Bargaining
Minimum Maximum Unit**
Authorized/Unfunded positions:
Community Development - Planning
Principal Planner 1.0 9,495 13,418 MCP E
Limited Term Assignment Positions:
FINANCE
Accounting Assistant 1.0 4,756 6,087 Rep NE
Senior Accounting Technician (Confidential) 1.0 6,087 8,603 MCP NE Continuity Staffing:
PUBLIC WORKS
Maintenance Worker II - Streets (underfill Maintenance Worker I) 1.0 4,756 6,087 Rep NE Exempt/Non-
Exempt
FY2023-24
Number of
Positions
Salary Schedule
Monthly Salary
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 353
Schedule of Changes in Allocated Positions
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
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 0.80 - 0.20 1.00 - - 1.00 - Assistant to the City Manager 1.00 - (0.30) 0.70 - (0.05) 0.65 - Executive Assistant 1.00 - - 1.00 - - 1.00 - Office Aide III 0.75 - (0.75) - - - - - Senior Office Specialist - - 0.75 0.75 - (0.75) - -
4.55 - (0.10) 4.45 - (0.80) 3.65 -
OFFICE OF PUBLIC INFORMATION & ECONOMIC DEVELOPMENT
Administrative Assistant - - 1.00 1.00 - - 1.00 - Assistant City Manager 0.10 - (0.10) - - - - - Assistant to the City Manager - - 0.30 0.30 - 0.05 0.35 - Economic Development Manager 1.00 - - 1.00 - - 1.00 - Management Analyst 1.00 - 1.00 2.00 - - 2.00 - Management Assistant (Confidential) 1.00 - (1.00) - - - - - Multimedia Specialist I 1.00 - - 1.00 - - 1.00 - Senior Management Analyst 1.00 - (1.00) - - - - - Senior Office Specialist - - - - - 1.00 1.00 -
5.10 - 0.20 5.30 - 1.05 6.35 -
EMERGENCY MANAGEMENT
Director of HR/Risk Management 0.20 - - 0.20 - (0.20) - - Management Analyst 1.00 - - 1.00 - (1.00) - - Management Assistant - Limited Term - - 0.10 0.10 - (0.10) - - Senior Management Analyst - - - - - 1.00 1.00 -
1.20 - 0.10 1.30 - (0.30) 1.00 -
HUMAN RESOURCES
Assistant City Manager 0.05 - (0.05) - - - - - Director of HR/Risk Management 0.40 - - 0.40 - 0.10 0.50 - Human Resources Assistant 1.00 - (1.00) - - - - - Human Resources Technician I 1.00 - 1.00 2.00 - - 2.00 - Management Analyst 0.20 - - 0.20 - (0.20) - - Management Assistant - Limited Term - - 0.40 0.40 - (0.40) - - Management Assistant (Confidential) - - - - - 0.40 0.40 - Senior Management Analyst 2.00 - - 2.00 - 0.20 2.20 -
4.65 - 0.35 5.00 - 0.10 5.10 -
CITY CLERK
Deputy City Clerk 1.00 - - 1.00 - - 1.00 - Director of Legislative Affairs/City Clerk 1.00 - - 1.00 - - 1.00 - Management Assistant 1.00 - - 1.00 - - 1.00 - Office Specialist II - - - - - - - - Records Manager 1.00 - - 1.00 - - 1.00 - Records Technician 1.00 - - 1.00 - - 1.00 -
5.00 - - 5.00 - - 5.00 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
354 | Annual Operating Budget
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
FINANCE
Accountant II (Confidential) 0.89 - (0.89) - - - - - Accountant I - - 1.00 1.00 - - 1.00 - Accounting Assistant 2.00 - (1.00) 1.00 - - 1.00 - Accounting Assistant - Cashier 2.00 - - 2.00 - - 2.00 - Accounting Assistant - Payroll (Conf.) 0.75 - (0.75) - - - - - Accounting Technician I/II 1.00 - - 1.00 - (1.00) - - Assistant Director of Finance - - 1.00 1.00 - - 1.00 - Director of Finance 1.00 - - 1.00 - - 1.00 - Fiscal Services Manager 1.85 - - 1.85 - - 1.85 - Finance Manager - - 0.92 0.92 - (0.04) 0.88 - Management Analyst 2.94 - (1.94) 1.00 - - 1.00 - Payroll Coordinator (Confidential) - 1.00 - - - - - - Purchasing Manager 1.00 - (1.00) - - - - - Senior Accountant (Confidential) - - 1.00 1.00 - - 1.00 - Senior Accounting Technician 1.00 - - 1.00 - 1.00 2.00 - Senior Accounting Technician (Confidential) - - 2.00 2.00 - - 2.00 -
14.43 1.00 0.34 14.77 - (0.04) 14.73 -
COMMUNITY DEVELOPMENT - PLANNING
Administrative Assistant 0.75 - (0.75) - - - - - Asst. Director of Community Development - - 1.00 1.00 - (0.50) 0.50 - Assistant Planner 0.85 - 0.15 1.00 - 1.00 2.00 - Assistant Planner (Temp Upgrade) - - 1.00 1.00 - (1.00) - - Associate Planner I 1.00 - - 1.00 - (1.00) - - Associate Planner II 3.00 - (2.00) 1.00 - - 1.00 - Community Development Technician I - - 0.10 0.10 - 1.00 1.10 - Community Development Technician II 0.40 - - 0.40 - (0.40) - - Deputy City Manager - - 0.50 0.50 - - 0.50 - Director of Community Development 0.50 - (0.50) - - - - - Office Specialist II 0.50 - (0.50) - - - - - Planning Manager 1.00 - - 1.00 - - 1.00 - Planning Technician 1.00 - - 1.00 - 0.10 1.10 - Principal Management Analyst 0.40 - - 0.40 - (0.10) 0.30 - Principal Planner - - 0.65 0.65 - (0.65) - 0.65 Senior Administrative Assistant - - 0.75 0.75 - - 0.75 - Senior Community Development Technician - - - - - 0.20 0.20 - Senior Management Analyst 0.10 - 1.00 1.10 - (0.75) 0.35 - Senior Office Specialist - - 1.00 1.00 - - 1.00 - Senior Planner 0.65 - 0.35 1.00 - - 1.00 -
10.15 - 2.75 12.90 - (2.10) 10.80 0.65
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 355
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
COMMUNITY DEVELOPMENT - BUILDING & SAFETY
Administrative Assistant 0.10 - 1.90 2.00 - - 2.00 - Asst. Director of Community Development - - - - - 0.25 0.25 - Building Inspector I 1.00 - - 1.00 - - 1.00 - Building Inspector II 3.00 - 1.00 4.00 - (1.00) 3.00 - Building Official 1.00 - - 1.00 - - 1.00 - Code Enforcement Officer I - - 2.00 2.00 - - 2.00 - Code Enforcement Officer II 1.00 - - 1.00 - - 1.00 - Community Development Technician I - - 0.90 0.90 - - 0.90 - Community Development Technician II 3.60 - - 3.60 - (2.60) 1.00 - Deputy City Manager - - 0.25 0.25 - - 0.25 - Director of Community Development 0.25 - (0.25) - - - - - Field Supervisor Code Enforcement 0.95 - - 0.95 - - 0.95 - Office Specialist II 0.50 - (0.50) - - - - - Plan Checker 1.00 - - 1.00 - - 1.00 - Planning Technician - - - - - 0.90 0.90 - Principal Management Analyst 0.20 - - 0.20 - 0.20 0.40 - Senior Administrative Assistant - - 0.10 0.10 - - 0.10 - Senior Building Inspector - - - - - 1.00 1.00 - Senior Code Enforcement Officer 1.00 - - 1.00 - - 1.00 - Senior Community Development Technician - - - - - 1.80 1.80 - Senior Management Analyst 0.90 - - 0.90 - - 0.90 - Senior Office Specialist 2.00 - (2.00) - - - - -
16.50 - 3.40 19.90 - 0.55 20.45 -
PUBLIC WORKS - LAND DEVELOPMENT
Administrative Assistant 0.25 - (0.25) - - 0.20 0.20 - Assistant Engineer II - - - - - 1.00 1.00 - Asst. Director of Public Works - - - - - 0.25 0.25 - Associate Civil Engineer 1.00 - - 1.00 - (1.00) - - Associate Engineer I 1.00 - - 1.00 - - 1.00 - Associate Engineer II 2.00 - (1.00) 1.00 - - 1.00 - Director of Public Works 0.15 - - 0.15 - - 0.15 - Engineering Tech I 1.00 - - 1.00 - - 1.00 - Office Specialist II 0.60 - (0.60) - - - - - Management Assistant - - 0.60 0.60 - - 0.60 - Principal Civil Engineer 1.00 - - 1.00 - (1.00) - - Principal Management Analyst 0.10 - - 0.10 - - 0.10 - Public Works Inspector Il - - - - - 0.90 0.90 - Senior Management Analyst - - - - - 1.00 1.00 - Senior Management Analyst (Y-Rate) - - 1.00 1.00 - (1.00) - - Senior Public Works Inspector 1.65 - - 1.65 - (0.90) 0.75 -
8.75 - (0.25) 8.50 - (0.55) 7.95 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
356 | Annual Operating Budget
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
PUBLIC WORKS
Administrative Assistant 0.40 - (0.40) - - 0.20 0.20 - Asst. Director of Public Works - - - - - 0.30 0.30 - Associate Civil Engineer 1.00 - - 1.00 - - 1.00 - Associate Engineer II 1.00 - - 1.00 - - 1.00 - Custodian I 0.05 - (0.05) - - - - - Custodian II 0.05 - - 0.05 - 0.05 0.10 - Custodian II (Y-Rate) - - 0.05 0.05 - (0.05) - - Director of Public Works 0.40 - - 0.40 - - 0.40 - Field Supervisor - Facilities 0.10 - (0.10) - - - - - Field Supervisor - Trades - - 0.10 0.10 - 0.05 0.15 - Landscape Inspector ll 0.01 - 0.19 0.20 - - 0.20 - Lead Maintenance Worker 3.00 - - 3.00 - - 3.00 - Lead Maintenance Worker-Electrician - - 0.25 0.25 - (0.15) 0.10 - Lead Maintenance Worker-HVAC 0.05 - - 0.05 - - 0.05 - Maintenance Manager 0.83 - - 0.83 - 0.02 0.85 - Maintenance Superintendent 0.05 - - 0.05 - - 0.05 - Maintenance Supervisor 1.00 - (1.00) - - - - - Maintenance Worker I 3.00 - - 3.00 - 1.00 4.00 - Maintenance Worker II 2.00 - - 2.00 - - 2.00 - Management Assistant 0.35 - 0.40 0.75 - - 0.75 - Management Assistant (Temporary) - - 1.00 1.00 - (1.00) - - Office Specialist II 1.40 - (0.72) 0.68 1.00 (0.68) - - Principal Management Analyst 0.35 - - 0.35 - - 0.35 - Public Works Inspector ll - - - - - 0.10 0.10 - Senior Civil Engineer 1.00 - - 1.00 - - 1.00 - Senior Landscape Inspector 0.01 - 0.19 0.20 - - 0.20 - Senior Office Specialist - - - - - 1.00 1.00 - Senior Public Works Inspector 0.35 - - 0.35 - (0.10) 0.25 - Senior Signal Technician 1.00 - 1.00 2.00 - - 2.00 - Signal Technician I 1.00 - (1.00) - - - - - Street Maintenance Superintendent - - 1.00 1.00 - - 1.00 -
18.40 - 0.91 19.31 1.00 0.74 20.05 -
PUBLIC WORKS - CIP ADMINISTRATION
Administrative Assistant 0.30 - (0.30) - - 0.60 0.60 - Assistant Engineer II - - - - - 2.00 2.00 - Asst. Director of Public Works - - - - - 0.25 0.25 - Associate Civil Engineer 2.00 - 1.00 3.00 - (2.00) 1.00 - Associate Engineer II 3.00 - - 3.00 - - 3.00 - Director of Public Works 0.25 - - 0.25 - - 0.25 - Engineering Manager 1.00 - - 1.00 - - 1.00 - Engineering Technician II - - - - - 1.00 1.00 - Principal Civil Engineer - - 1.00 1.00 - - 1.00 - Principal Management Analyst 0.45 - - 0.45 - - 0.45 - Public Works Inspector II 1.00 - (1.00) - - - - - Senior Civil Engineer 2.00 - (1.00) 1.00 - - 1.00 - Senior Office Specialist 1.00 - - 1.00 - (1.00) - - Senior Public Works Inspector 1.00 - - 1.00 - 1.00 2.00 - Senior Public Works Inspector (Y-Rate) - - 1.00 1.00 - (1.00) - - Supervising Pulbic Works Inspector - - 1.00 1.00 - - 1.00 -
12.00 - 1.70 13.70 - 0.85 14.55 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 357
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
PARKS MAINTENANCE
Asst. Director of Public Works - - - - - 0.10 0.10 - Director of Public Works 0.10 - - 0.10 - - 0.10 - Landscape Inspector ll 0.46 - 0.04 0.50 - - 0.50 - Lead Maintenance Worker 2.00 - - 2.00 - - 2.00 - Lead Maintenance Worker-Electrician - - 0.25 0.25 - 0.15 0.40 - Maintenance Superintendent 0.95 - - 0.95 - - 0.95 - Maintenance Worker I 1.00 - - 1.00 - 1.00 2.00 - Maintenance Worker II 1.00 - - 1.00 - - 1.00 - Management Assistant 0.25 - - 0.25 - - 0.25 - Office Specialist II - - 0.18 0.18 - (0.18) - - Park Attendant I - - 1.00 1.00 - 1.00 2.00 - Park Attendant II - - 2.00 2.00 - (1.00) 1.00 - Senior Landscape Inspector 0.46 - 0.04 0.50 - - 0.50 -
6.22 - 3.51 9.73 - 0.97 10.80 - POLICE (Non-Contract Employees)
Fiscal Services Manager 0.15 - - 0.15 - - 0.15 -
0.15 - - 0.15 - - 0.15 - FIRE (Non-Contract Employees)
Community Development Technician I-Fire 1.00 - (1.00) - - - - - Community Development Technician II-Fire 1.00 - 1.00 2.00 - (1.00) 1.00 - Fire Inspector I 1.00 - - 1.00 - - 1.00 - Management Analyst 1.00 - - 1.00 - - 1.00 - Senior Community Development Technician - - - - - 1.00 1.00 -
4.00 - - 4.00 - - 4.00 - General Fund Total 116.10 1.00 12.91 129.01 1.00 0.57 129.58 0.65
SPECIAL REVENUE FUNDS
BUSINESS INCUBATOR
Economic Development Analyst I
CDBG
Principal Management Analyst 0.20 - - 0.20 - - 0.20 -
0.20 - - 0.20 - - 0.20 -
AFFORDABLE HOUSING
Administrative Assistant 0.15 - (0.15) - - - - - Asst. Director of Community Development - - - - - 0.25 0.25 - Assistant Planner 0.15 - (0.15) - - - - - Deputy City Manager - - 0.25 0.25 - - 0.25 - Director of Community Development 0.25 - (0.25) - - - - - Principal Management Analyst 0.20 - - 0.20 - (0.10) 0.10 - Principal Planner - - 0.35 0.35 - (0.35) - 0.35 Senior Administrative Assistant - - 0.15 0.15 - - 0.15 - Senior Management Analyst - - - - - 0.75 0.75 - Senior Planner 0.35 - (0.35) - - - - -
1.10 - - 0.95 - 0.55 1.50 0.35 Special Revenue Funds Total 1.30 - - 1.15 - 0.55 1.70 0.35
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
358 | Annual Operating Budget
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
COMMUNITY FACILITY DISTRICTS
FINANCE
Accountant II (Confidential) 0.11 - (0.11) - - - - - Finance Manager - - 0.08 0.08 - 0.04 0.12 - Management Analyst 0.06 - (0.06) - - - - - Senior Management Analyst
0.17 - (0.09) 0.08 - 0.04 0.12 -
COMMUNITY SERVICES
PARKS AND RECREATION
Aquatics Coordinator - - 1.00 1.00 - - 1.00 - Aquatics Supervisor l - - 2.00 2.00 - (1.00) 1.00 - Aquatics Supervisor ll 1.00 - - 1.00 - 1.00 2.00 - Assistant Director of Community Services 1.00 - (1.00) - - - - - Community Services Assistant 1.00 - - 1.00 - - 1.00 - Community Services Coordinator I 1.00 - 1.00 2.00 - - 2.00 - Community Services Coordinator II 3.00 - (1.00) 2.00 - 2.00 4.00 - Community Services Manager 9.00 1.00 - 9.00 - - 9.00 - Community Services Specialist I/II 1.00 - - 1.00 - (1.00) - - Community Services Superintendent 1.00 - 1.00 2.00 - - 2.00 - Community Services Supervisor I 3.00 - 1.00 4.00 - - 4.00 - Community Services Supervisor II 2.00 - - 2.00 - 1.00 3.00 - Custodian I 0.60 - (0.60) - - - - - Custodian II 0.60 - - 0.60 - 0.60 1.20 - Custodian II (Y-Rate) - - 0.60 0.60 - (0.60) - - Director of Community Services 1.00 - - 1.00 - - 1.00 - Field Supervisor-Code Enforcement 0.05 - - 0.05 - - 0.05 - Field Supervisor-Facilities 0.55 - (0.55) - - - - - Field Supervisor-Trades - - 0.55 0.55 - (0.05) 0.50 - Landscape Inspector II 0.03 - 0.17 0.20 - - 0.20 - Lead Lifeguard 1.00 - (1.00) - - - - - Lead Maintenance Worker-Electrician - - - - - 0.10 0.10 - Lead Maintenance Worker-Facilities 0.15 - - 0.15 - (0.05) 0.10 - Lead Maintenance Worker-HVAC 0.50 - - 0.50 - - 0.50 - Maintenance Manager 0.02 - - 0.02 - (0.02) - - Maintenance Superintendent 0.35 - - 0.35 - - 0.35 - Maintenance Worker I - - 0.20 0.20 - (0.20) - - Maintenance Worker I - Facilities 1.50 - - 1.50 - (0.50) 1.00 - Maintenance Worker II - Facilities - - - - - 1.50 1.50 - Management Aide II 1.00 - - 1.00 - (1.00) - - Management Analyst 1.00 - (1.00) - - - - - Management Assistant - - 1.00 1.00 - - 1.00 - Multimedia Coordinator 1.00 - - 1.00 - 1.00 2.00 - Multimedia Specialist I/II - - 1.00 1.00 - (1.00) - - Office Specialist I - 1.00 - - - - - - Office Specialist II 1.00 - - 1.00 - - 1.00 - Park Ranger I 1.00 - (1.00) - - - - - Park Ranger II 2.00 - (2.00) - - - - - Principal Management Analyst - - 1.00 1.00 - - 1.00 - Senior Landscape Inspector 0.03 - 0.16 0.19 - 0.01 0.20 - Senior Recreation Leader - - 1.00 1.00 - (1.00) - - Theater Technical Assistant 1.00 - - 1.00 - (1.00) - - Theater Technical Coordinator I - - - - - 1.00 1.00 - Theater Technical Coordinator II 1.00 - - 1.00 - - 1.00 -
38.38 2.00 3.53 41.91 - 0.79 42.70 -
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 359
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
SERVICE LEVEL C
Landscape Inspector ll 0.39 - (0.39) - - - - - Parks/Landscape Maintenance Supervisor - - - - - - - - Senior Landscape Inspector 0.41 - (0.41) - - - - -
0.80 - (0.80) - - - - -
SERVICE LEVEL D
Maintenance Manager 0.15 - - 0.15 - - 0.15 - Management Assistant 0.20 - - 0.20 - - 0.20 - Principal Management Analyst 0.05 - - 0.05 - - 0.05 - Senior Planner - - - - - - - -
0.40 - - 0.40 - - 0.40 -
SERVICE LEVEL L
Landscape Inspector ll 0.07 - (0.07) - - - - - Maintenance Superintendent 0.05 - - 0.05 - - 0.05 - Senior Landscape Inspector 0.07 - (0.07) - - - - -
0.19 - (0.14) 0.05 - - 0.05 -
LIBRARY
Custodian I 0.15 - (0.15) - - - - - Custodian II 0.15 - - 0.15 - 0.15 0.30 - Custodian II (Y-Rate) - - 0.15 0.15 - (0.15) - - Field Supervisor 0.10 - (0.10) - - - - - Field Supervisor-Trades - - 0.10 0.10 - - 0.10 - Landscape Inspector ll 0.01 - 0.09 0.10 - - 0.10 - Lead Maintenance Worker 0.25 - - 0.25 - 0.05 0.30 - Maintenance Superintendent - - 0.10 0.10 - - 0.10 - Maintenance Supervisor 0.10 - (0.10) - - - - - Maintenance Worker I 0.35 - - 0.35 - (0.35) - - Maintenance Worker I - Facilities - - 0.20 0.20 - (0.20) - - Maintenance Worker II - Facilities - - - - - 0.35 0.35 - Senior Landscape Inspector 0.01 - 0.09 0.10 - - 0.10 -
1.12 - 0.38 1.50 - (0.15) 1.35 - Community Services Total 40.89 2.00 2.97 43.86 - 0.64 44.50 -
INTERNAL SERVICE FUNDS
INSURANCE
Assistant City Manager 0.05 - (0.05) - - - - - Director of HR/Risk Management 0.20 - - 0.20 - 0.05 0.25 - Management Aide I - - - - - - - - Management Analyst 0.40 - - 0.40 - (0.40) - - Management Assistant - Limited Term - - 0.25 0.25 - (0.25) - - Management Assistant (Confidential) - - - - - 0.30 0.30 - Senior Management Analyst - - - - - 0.40 0.40 -
0.65 - 0.20 0.85 - 0.10 0.95 -
WORKERS' COMPENSATION
Director of HR/Risk Management 0.20 - - 0.20 - 0.05 0.25 - Management Analyst 0.40 - - 0.40 - (0.40) - - Management Assistant - Limited Term - - 0.25 0.25 (0.25) - Management Assistant (Confidential) - - - - 0.30 0.30 Senior Management Analyst - - - - 0.40 0.40
0.60 - 0.25 0.85 - 0.10 0.95 -
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
360 | Annual Operating Budget
SCHEDULE OF CHANGES IN ALLOCATED POSITIONS
Adopted
2021-22
Unfunded
2021-22 Changes
Current
2022-23
Unfunded
2022-23 Changes
Proposed
2023-24
Unfunded
2023-24
INFORMATION TECHNOLOGY
Assistant Director of IT/SS 1.00 - - 1.00 - - 1.00 - Director of Information Technology 1.00 - - 1.00 - - 1.00 - Information Technology Manager 1.00 - - 1.00 - - 1.00 - Information Technology Specialist I - - 1.00 1.00 - - 1.00 - Information Technology Specialist ll 1.00 - - 1.00 - (1.00) - - Information Technology Supervisor 4.00 - 1.00 5.00 - - 5.00 - Information Technology Technician l/II - - - - - 1.00 1.00 - Information Technology Technician l 1.00 - (1.00) - - - - - Information Technology Technician ll 1.00 - - 1.00 - (1.00) - - Management Analyst - - - - - 1.00 1.00 - Senior Administrative Assistant 0.50 - 0.50 1.00 - - 1.00 - Senior Information Technology Specialist 2.00 - (1.00) 1.00 - 1.00 2.00 - Support Services Supervisor 0.10 - - 0.10 - - 0.10 -
12.60 - 0.50 13.10 - 1.00 14.10 -
SUPPORT SERVICES
Office Specialist - AM 0.60 - - 0.60 - - 0.60 - Office Specialist - PM 0.60 - - 0.60 - - 0.60 - Support Services Supervisor 0.90 - - 0.90 - - 0.90 - Support Services Technician 0.50 - - 0.50 - (0.50) - -
2.60 - - 2.60 - (0.50) 2.10 -
FACILITIES
Administrative Assistant 0.05 - (0.05) - - - - - Asst. Director of Public Works - - - - - 0.10 0.10 - Custodian I 0.20 - (0.20) - - - - - Custodian II 0.20 - - 0.20 - 0.20 0.40 - Custodian II (Y-Rate) - - 0.20 0.20 - (0.20) - - Director of Public Works 0.10 - - 0.10 - - 0.10 - Field Supervisor-Facilities 0.25 - (0.25) - - - - - Field Supervisor-Trades - - 0.25 0.25 - - 0.25 - Landscape Inspector II 0.02 - (0.02) - - - - - Lead Maintenance Worker-Electrician - - 0.50 0.50 - (0.20) 0.30 - Lead Maintenance Worker-Facilities 0.70 - - 0.70 - 0.10 0.80 - Lead Maintenance Worker-HVAC 0.35 - - 0.35 - - 0.35 - Maintenance Superintendent - - 0.50 0.50 - - 0.50 - Maintenance Supervisor - PW 0.50 - (0.50) - - - - - Maintenance Worker I - - 0.60 0.60 - (0.60) - - Maintenance Worker I - Facilities 0.15 - - 0.15 - (0.15) - - Maintenance Worker II - Facilities - - - - - 0.15 0.15 - Management Assistant 0.20 - - 0.20 - - 0.20 - Office Specialist II - - 0.15 0.15 - (0.15) - - Principal Management Analyst 0.05 - - 0.05 - - 0.05 - Senior Landscape Inspector 0.02 - (0.02) - - - - - Senior Office Specialist - - - - - - - -
2.79 - 1.16 3.95 - (0.75) 3.20 - Internal Service Funds Total 19.24 - 2.11 21.35 - (0.05) 21.30 - TOTAL AUTHORIZED POSITIONS 177.70 3.00 17.90 195.45 1.00 1.75 197.20 1.00
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 361
Department FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 City Council 5.00 5.00 5.00 5.00 5.00
City Manager:
City Manager 4.60 4.55 4.55 4.45 3.65
Economic Development 4.60 4.50 5.10 5.30 6.35
Emergency Management 0.25 0.00 0.00 0.00 0.00
City Clerk:6.00 5.00 5.00 5.00 5.00
Human Resources:4.35 3.75 4.65 5.00 5.10
Emergency Management 0.00 0.40 1.20 1.30 0.00
Finance:12.51 14.36 14.43 14.77 14.73
Community Development:
Planning 9.30 9.55 10.15 12.90 10.80
Building & Safety 16.50 16.50 16.50 19.90 20.45
Public Works:
Land Development 9.70 8.55 8.75 8.50 7.95
Public Works 17.36 18.50 18.40 19.31 20.05
CIP Administration 12.05 12.00 12.00 13.70 14.55
Parks Maintenance 7.00 6.57 6.22 9.73 10.80
Police*0.25 0.15 0.15 0.15 0.15
Fire*4.00 4.00 4.00 4.00 4.00
Emergency Management 0.00 0.00 0.00 0.00 1.00
Community Services:
Parks and Recreation 38.69 38.13 38.38 41.91 42.70
Service Level B 0.25 0.25 0.00 0.00 0.00
Service Level C 0.51 0.80 0.80 0.00 0.00
Service Level D 0.40 0.40 0.40 0.40 0.40
Service Level L 0.19 0.19 0.19 0.05 0.05
Library 1.10 1.02 1.12 1.50 1.35
Special Revenue Funds:
Community Development Block Grant 0.20 0.20 0.20 0.20 0.20 Affordable Housing 1.55 1.70 1.10 0.95 1.50
Community Facility Districts:0.24 0.24 0.17 0.08 0.12
Internal Service Funds:
Insurance 0.45 1.05 1.25 1.70 1.90
Information Technology 11.60 11.60 12.60 13.10 13.60
Support Services 2.60 2.60 2.60 2.60 2.60
Facilities 3.20 2.64 2.79 3.95 3.20
Total Budgeted Positions 174.45 174.20 177.70 195.45 197.20 Unfunded Authorized Positions 0.00 1.50 0.00 1.00 1.00
Total Authorized Positions 174.45 175.70 177.70 196.45 198.20 *Police and Fire services are contracted through Riverside County.
Police Staffing for Fiscal Year 2022-23 includes 118.9 Sworn Officers and 18 Community Service Officers. Fire Staffing for Fiscal Year 2022-23 is 71.
Summary of Budgeted Positions SUMMARY OF BUDGETED POSITIONS
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
362 | Annual Operating Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 363
Appendix B – Supplemental Information
Locator Map LOCATOR MAP
The City of Temecula is a General Law City located in southwestern California, United States, with a population of 108,899. The City was incorporated on December 1, 1989.
Temecula, known as the Heart of Southern California Wine Country, is conveniently located off the I-15 freeway, approximately one hour north of San Diego. Temecula's central location attracts visitors from popular Southern California locales like Palm Springs, Los Angeles, Anaheim, Irvine, Carlsbad and San Diego.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
364 | Annual Operating Budget
Community Profile and Demographics
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
Parks
Number of
Park Acres
Number of
Lodging
Properties
Total
Number
of Rooms
2023 42 337 2023 20 2,813
2022 42 337 2022 20 2,691
2021 41 330 2021 19 2,587
2020 41 330 2020 19 2,587
2019 41 330 2019 19 2,587
(Includes Pechanga Resort & Casino)
EDUCATIONAL DATA
Temecula Unified School District (TK-12):Libraries:
Number of
Schools
Number of
Teachers
Number of
Students
Number of
Libraries
Number of
Volumes
2023 29 1,404 26,981 2023 2 1.3 million
2022 29 1,391 26,733 2022 2 1.2 million
2021 28 1,384 26,820 2021 2 1.6 million
2020 29 1,416 27,979 2020 2 2 million
2019 28 1,391 27,991 2019 2 2 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
Stations
Number of
Staff
Number of
Stations
Number
of Sworn
Officers
2023 5 71 2023 3 117*
2022 5 71 2022 3 119
2021 5 71 2021 3 115
2020 5 71 2020 3 112
2019 5 71 2019 3 112
(*Reduction due to change in Patrol Deputy shifts.
Patrol coverage remains at same level as 2022,
which is 210 hours per day)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 365
COMMUNITY PROFILE AND DEMOGRAPHICS
95,000
98,000
101,000
104,000
107,000
110,000
113,000
2019 2020 2021 2022 2023
113,826
111,970 112,771
109,925 108,899
Population (Est.)
Source: California Department of Finance (2023)
54,659
58,486
66,294 66,700 66,781
45,000
50,000
55,000
60,000
65,000
70,000
2019 2020 2021 2022 2023
Number of Registered Voters
Source: Riverside County Registrar of Voters (2022)
$116,464
$128,557 $132,650
$143,718 $140,460
$96,502 $104,050 $104,798 $112,597 $110,832
$75,000
$90,000
$105,000
$120,000
$135,000
$150,000
$165,000
2019 2020 2021 2022 2023
Income
Average Household Median Household
Source: Claritas360(2022)
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
$900,000
2019 2020 2021 2022 2023
$475,000 $500,000
$639,000
$766,000 $710,000
Median Housing Value
Source: Southwest Riverside County Association of Realtors(2023) 322 322 322 322 322
200
225
250
275
300
325
350
2019 2020 2021 2022 2023
City Maintained Streets (in Miles)
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
Jan Feb Mar Apr
4.4%
3.8%
3.4%
2.9%
3.7%3.7%3.7%
Temecula Unemployment Rates
2022
2023
Source: California Employment Development Department (2023)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
366 | Annual Operating Budget
COMMUNITY PROFILE AND DEMOGRAPHICS
160
170
180
190
200
2019 2020 2021 2022 2023
176.45 175.7 177.7
196.45 198.2
City Authorized Positions
106,000
107,000
108,000
109,000
110,000
111,000
112,000
113,000
114,000
115,000
3.00 3.10
3.20 3.30
3.40 3.50
3.60 3.70
3.80 3.90
4.00 2019 2020 2021 2022 2023
Full Time Positions
Per 1,000 Citizens
Population
Full Time Positions Per 1,000 Citizens*
*Includes contracted Fire and Police personnel
Temecula's
Annexed Area
Temecula
Civic Center
Current Temecula City Boundary - 2014 ... 37 Sq. Miles
Original Temecula City Boundary - 1989 ... 26 Sq. Miles - 2000 ... 1 Sq. Mile
- 2001 ... 1 Sq. Mile
-2005 ... 2 Sq. Miles
-2010 ... 7 Sq. Miles
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 371
GANN Appropriations Limit
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 appropriationslimit for the following year.
Following is the calculation of the City’s Gann Appropriations Limit for Fiscal Year 2023-24:
Fiscal Year 2022-23 Appropriations Limits .................................................................. $335,045,727 City Population Growth...........................................................................................................-0.52% Per Capita Personal Income Change.........................................................................................4.44% Fiscal Year 2023-24 Appropriations Limit ………………………………….............................…$348,112,510 Appropriations subject to the limit in the Fiscal Year 2023-24 Budget total $103,096,557 which is $245,015,953 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 $245,015,953 variance indicated. Further, any overall actual receipts from tax sources greater than $245,015,953 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. 0 100,000,000
200,000,000
300,000,000
400,000,000
2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 GANN Appropriations Limit
Appropriations Subject to Limit Legal Limit
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
372 | Annual Operating Budget
Assessed Value of Taxable Property
ASSESSED VALUE OF TAXABLE PROPERTY
FISCAL
YEAR
TOTAL
SECURED AND
UNSECURED
EXEMPTIONS
(VETERAN,
CHURCH, ETC.)
NET
ASSESSED
VALUE
HOME
OWNERS
EXEMPTIONS
NET TOTAL
ASSESSED
VALUE
(Value in Thousands)
2013 11,996,227 (145,041)11,851,186 (112,450)
11,738,736
2014 12,581,717 (153,544)12,428,173 (109,890)
12,318,283
2015 13,547,737 (182,877)13,364,860 (108,001)
13,256,859
2016 14,268,280 (204,291)14,063,989 (107,401)
13,956,588
2017 14,978,638 (211,399) 14,767,239 (107,239)14,660,000 2018 15,679,713 (261,352) 15,418,361 (107,152)
15,311,209
2019 16,376,826 (281,515) 16,095,311 (105,164)15,990,147 2020 17,062,378 (310,210) 16,752,168 (102,448)16,649,720 2021 17,817,872 (331,846) 17,486,026 (100,051)17,385,975 2022 18,632,809 (358,555) 18,274,254 (97,842)18,176,412 2023 20,026,545 (386,974) 19,639,572 (95,663)19,543,908 Source: HdL Coren & Cone
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
374 | Annual Operating Budget
Legal Debt Margin
LEGAL DEBT MARGIN
In accordance with Government Code Section 43605, the City shall not incur an indebtedness for public improvements which exceed 15 percent of the assessed value of all real and personal property of the City.
Debt obligations from taxes levied on taxable property is subject to the legal debt limitation.
The City’s debt limitfor Fiscal Year 2023-24is $2,945,935,729while the City’s debt subject to the limitation is $0. As a result, the City has not exceeded its legal debt limit.
Note: Amounts Unaudited
Fiscal Year
2023-24
Net Total Assessed Value $19,543,908,125
Plus: Exempt Property $95,663,400
TOTAL ASSESSED VALUE $19,639,571,525
DEBT LIMIT - 15% of Total Assessed Value $2,945,935,729 Debt Obligations Applicable to Limit:
None $0
Less: Assets in Debt Service Funds
Available for Payment of Principal $0
NET DEBT APPLICABLE TO LIMIT $0
LEGAL DEBT MARGIN $2,945,935,729
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 375
Debt Obligations
FISCAL YEAR 2023-24 DEBT OBLIGATIONS
FUND
ISSUE
DATE DESCRIPTION
MATURITY
DATE
INTEREST
RATES PRINCIPAL INTEREST
TOTAL DEBT
OBLIGATION
OUTSTANDING
PRINCIPAL
380 2017
Tax Allocation Bonds,
Series 2017A 12/15/2038 2.00 - 5.00% 1,635,000 1,888,875 3,523,875 37,200,000 380 2017
Tax Allocation Bonds,
Series 2017B (Taxable)12/15/2039 2.00 - 4.00% 1,105,000 978,438 2,083,438 25,635,000 Successor Agency to the Redevelopment Agency (SARDA) Total $2,740,000 $2,867,313 $5,607,313 $62,835,000 TOTAL $2,740,000 $2,867,313 $5,607,313 $62,835,000
1) Las Haciendas Affordable Housing Project ($9,629,143) in bond proceeds from the Tax Allocation Bond, Series 2017B. 2) Vine Creek Affordable Housing Project ($1,408,281) in bond proceeds from the Tax Allocation Bond, Series 2017B.
FISCAL YEAR 2023-24
The City has programmed the use of Debt Financing for the following Capital Improvement Projects:
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
376 | Annual Operating Budget
Summary of Property Tax Collections
SUMMARY OF PROPERTY TAX COLLECTIONS
FISCAL
YEAR
SECURED
TAX LEVY
UNSECURED
TAX LEVY
TOTAL
TAX LEVY
TOTAL
COLLECTIONS
PERCENTAGE
OF LEVY
COLLECTED
(Value in Thousands)
2011 4,672,790 249,746 4,922,536 4,389,089 89.16%
2012 4,710,884 252,438 4,963,322 4,503,729 90.74%
2013 4,716,136 256,805 4,972,941 4,846,143 97.45%
2014 5,032,879 255,945 5,288,824 5,069,777 95.86%
2015 5,543,535 262,054 5,805,589 5,865,982 101.04%
2016 5,885,507 265,256 6,150,763 6,316,654 102.70%
2017 6,201,407 287,494 6,488,901 6,708,009 103.38%
2018 6,516,826 288,369 6,805,195 6,974,177 102.48%
2019 6,811,965 298,560 7,110,525 7,327,720 103.05%
2020 7,339,082 189,434 7,528,516 7,689,815 102.14%
2021 7,576,606 194,018 7,770,624 7,966,105 102.52%
2022 8,576,578 209,079 8,785,657 8,309,101 94.58%
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 377
Principal Secured Property Owners
PRINCIPAL SECURED PROPERTY OWNERS
TAXPAYER TYPE OF
BUSINESS
Secured
2022-23
Assessed
Valuation
(in 000s)
Unsecured
2022-23
Assessed
Valuation
(in 000s)
Total
2022-23
Assessed
Valuation
(in 000s)
Percent
of Net
Assessed
Valuation
Abbott Vascular, Inc.
Medical Appliances
Manufacturing
97,256
92,044
189,300 0.96%
Temecula Towne Center
Associates*
Regional Shopping
Center
171,132
-
171,132 0.87%
Temecula Valley Hospital
Inc Health Care
133,522
-
133,522 0.68%
Solana Ridge
Residential
Apartments
102,500
-
102,500 0.52%
Breit MF Campanula Way
LLC* Residential
95,345
-
95,345 0.49%
42200 Moraga Road LLC
Residential
Apartments
81,619
-
81,619 0.42%
Cape May Temecula
Apartments LLC
Residential
Apartments 79,469 - 79,469 0.40%
Foothills At Old Town
LLC*
Residential
Apartments
79,319
-
79,319 0.40%
Inland Western Temecula
Commons*
Commercial
Shopping Center
68,080
-
68,080 0.35%
Redhawk Towne Center II
Commercial
Shopping Center
66,582
-
66,582 0.34%
TOTAL - TOP TEN
974,824
92,044
1,066,868 5.43%
TOTAL - CITYWIDE
18,984,403
655,168
19,639,572
* Pending Appeals on Parcels
NOTE: Assessed values of parcel owned by related entities have been aggregated.
Source: HdL Coren & Cone
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
378 | Annual Operating Budget
Computation of Direct and Overlapping Bonded Debt
COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT
2021-22 Assessed Valuation: $18,269,546,611
Redevelopment Successor Agency Incremental Valuation: $2,513,345,463 Adjusted Assessed Valuation:$15,756,201,148
DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT:% Applicable (1)Debt 6/30/22 Metropolitan Water District 0.54%108,340
Eastern Municipal Water District, I.D. No. U-8 84.83%2,209,769 Mt. San Jacinto Community College District 16.87%42,701,337 Murrieta Valley Unified School District 0.01%15,737
Temecula Valley Unified School District 67.57%111,472,188 Rancho California Water District Community Facilities District No. 88-3 100.00%440,000 Eastern Municipal Water District Community Facilities District No. 2002-04 100.00%1,895,000 Eastern Municipal Water District Community Facilities District No. 2002-08 100.00%453,000 Eastern Municipal Water District Community Facilities District No. 2005-38, I.A. B 100.00%2,340,000 Eastern Municipal Water District Community Facilities District No. 2010-60 100.00%3,297,211 Temecula Public Financing Authority Community Facilities District No. 01-2 100.00%10,850,000 Temecula Public Financing Authority Community Facilities District No. 03-1 100.00%8,240,000 Temecula Public Financing Authority Community Facilities District No. 03-2 100.00%8,160,000 Temecula Public Financing Authority Community Facilities District No. 03-3 100.00%15,330,000 Temecula Public Financing Authority Community Facilities District No. 03-6 100.00%2,985,000 Temecula Valley Unified School District Community Facilities District No. 89-1 100.00%40,360,000 Temecula Valley Unified School District CFD No. 2002-1, I.A. No. 1 27.65%1,241,665 Temecula Valley Unified School District CFD No. 2002-2 100.00%13,290,000 Temecula Valley Unified School District CFD No. 2004-1, I.A. A and B 100.00%16,770,000 Temecula Valley Unified School District CFD No. 2005-1 28.72%2,125,280 Temecula Valley Unified School District CFD No. 2017-1 100.00%7,210,000 Temecula Valley Unified School District CFD No. 2018-1 42.16%889,639 TOTAL DIRECT AND OVERLAPPING TAX AND ASSESSMENT DEBT $292,384,165
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 379
COMPUTATION OF DIRECT AND OVERLAPPING BONDED DEBT
DIRECT AND OVERLAPPING GENERAL FUND DEBT:% Applicable (1)Debt 6/30/22 Riverside County General Fund Obligations 5.52%39,763,255 Riverside County Pension Obligation Bonds 5.52%45,275,513 Murrieta Valley Unified School District Certificates of Participation 0.01%2,161 City of Temecula General Fund Obligations 100.00%18,235,345 TOTAL GROSS DIRECT AND OVERLAPPING GENERAL FUND DEBT $103,276,274 Less: Riverside County supported obligations 99,814
TOTAL NET DIRECT AND OVERLAPPING GENERAL FUND DEBT $103,176,460 OVERLAPPING TAX INCREMENT DEBT:100.00%$68,200,000
TOTAL DIRECT DEBT $18,235,345
TOTAL GROSS OVERLAPPING DEBT $445,625,095
TOTAL NET OVERLAPPING DEBT $445,525,281
GROSS COMBINED TOTAL DEBT $463,860,440 (2)
NET COMBINED TOTAL DEBT $463,760,626
(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 2021-22 Assessed Valuation:
Total Overlapping Tax and Assessment Debt 1.60%
Total Direct Debt ($18,235,345)0.10%
Gross Combined Total Debt 2.54%
Net Combined Total Debt 2.54%
Ratios to Redevelopment Successor Agency Incremental Valuation ($2,146,252,184):
Total Overlapping Tax Increment Debt 3.17%
*Amounts will be updated for the Adopted Budget
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
380 | Annual Operating Budget
Largest Employers by Number of Employees
LARGEST EMPLOYERS BY NUMBER OF EMPLOYEES
NUMBER OF EMPLOYEES
NAME OF EMPLOYER
As of
June
2019
As of
June
2020
As of
June
2021
As of
June
2022
As of
June
2023
Pechanga Resort & Casino 4,657 5,257 5,257 5,257 5,257
Temecula Valley Unified School District 3,096 2,600 3,000 3,000 3,000 Abbott Laboratories (f/k/a Guidant Corporation) 1,500 1,500 1,500 1,500 1,500 Temecula Valley Hospital 910 900 1,009 1,009 1,009
Milgard Manufacturing 450 450 468 468 515
Walmart 648 570 500 500 500
Costco Wholesale Corporation 404 420 420 500 500
Southwest Traders 458 455 455 484 484
Millipore Sigma 350 350 370 370 370
FFF Enterprises Inc. 315 300 366 366 366
DCH Auto Group Temecula 326 326 290 290 314
Macy’s 309 295 295 295 295
Temecula Valley Winery Management 150 150 274 274 274
Home Depot 225 225 268 268 268
South Coast Winery Resort & Spa 500 500 260 260 260
PHS Medline 900 900 250 250 250
Paradise Chevrolet Cadillac 272 270 198 198 234
The Scotts Company 289 290 220 220 220
Toyota of Temecula Valley 240 240 204 204 204
City of Temecula 176 178 178 195 197
Albertson’s 178 173 205 205 200
Rancho Family Medical Group 167 167 200 200 200
Target 168 168 200 200 200
Motorola ** ** 190 190 190
WinCo 154 154 165 165 179
Garmon Corp 80 80 175 175 175
Rancho California Water District 146 150 164 164 164
Securitas Security Services USA, Inc. 175 175 140 140 140 JC Penney Company 150 138 138 138 138
Opto 22, Inc. 150 150 135 135 135
Gosch Ford Lincoln Mercury 125 120 140 140 120
Mercedes-Benz of Temecula 80 83 120 120 120
Lowe’s 169 169 120 120 115
Stater Bros. Markets 118 110 115 115 115
Atria Vintage Hills 101 101 107 107 105
Bomatic, Inc. 100 100 100 100 100
Kaiser Permanente 100 110 100 100 100
**Data Not Available
Source: Temecula Valley Chamber of Commerce
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 381
Comparative City Information
COMPARATIVE CITY INFORMATION
NAME
OF CITY
FISCAL
YEAR
NUMBER
OF
EMPLOYEES POPULATION
ACTUAL
GENERAL
FUND
REVENUES
ACTUAL
GENERAL
FUND
EXPENDITURES
EXPENDITURES
PER
CAPITA
TEMECULA 2021-22 196* 109,925 $133,795,830 $105,645,373 $961 2020-21 178* 112,771 $119,353,336 $91,974,475 $816
2019-20 173* 111,970 $100,394,398 $90,566,062 $809
2018-19 177* 113,826 $104,304,439 $99,332,578 $873
2017-18 168*113,181 $98,140,769 $86,661,591 $766
2016-17 158* 111,024 $75,859,173 $74,122,150 $668
ESCONDIDO 2021-22 N/A** N/A** N/A** N/A** N/A**
2020-21 928 151,115 $123,559,876 $112,189,804 $742
2019-20 927 151,688 $106,434,879 $107,260,822 $707
2018-19 960 153,008 $105,610,444 $105,815,142 $692
2017-18 954 152,739 $100,665,380 $101,669,305 $666
2016-17 1,032 151,478 $93,961,900 $95,831,502 $633
MORENO VALLEY 2021-22 447 209,407 $136,693,576 $127,385,754 $608 2020-21 426 209,426 $122,004,499 $106,113,032 $507
2019-20 429 208,838 $114,002,121 $109,264,995 $523
2018-19 450 208,297 $112,290,853 $102,279,118 $491
2017-18 456 207,629 $106,837,841 $107,247,625 $517
2016-17 446 206,750 $95,087,633 $90,077,931 $436
HEMET 2021-22 277 89,646 $69,626,631 $55,161,595 $615
2020-21 273 84,525 $62,962,518 $50,270,666 $595
2019-20 267 85,175 $54,365,179 $49,708,090 $584
2018-19 279 84,754 $54,065,184 $48,514,586 $572
2017-18 339 83,166 $50,403,102 $46,575,096 $560
2016-17 300 81,868 $38,969,150 $41,312,392 $505
LAKE ELSINORE 2021-22 141 71,615 $56,583,350 $52,952,565 $739 2020-21 118 64,762 $47,882,184 $45,202,392 $698
2019-20 105 63,453 $42,225,782 $42,311,820 $667
2018-19 101 62,949 $41,336,324 $41,054,855 $652
2017-18 96 63,365 $41,848,538 $42,632,954 $673
2016-17 101 62,092 $42,303,405 $42,089,161 $678
MURRIETA 2021-22 431 111,183 $88,827,370 $67,613,815 $608 2020-21 407 111,183 $81,447,222 $71,149,130 $640
2019-20 355 115,172 $71,716,032 $53,467,907 $464
2018-19 347 115,561 $58,115,146 $51,949,869 $450
2017-18 321 118,125 $46,103,421 $41,634,368 $352
2016-17 320 114,904 $41,186,153 $45,369,337 $395
* Denotes total authorized positions within the City of Temecula ** The City of Escondido's 2021-22 financial information was unavailable at the time of preparation of this schedule.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
382 | Annual Operating Budget
Summary of Interfund Transfers
SUMMARY OF INTERFUND TRANSFERS
Transfers In:Transfers From:
Operating Funds
Fund 001: General Fund 9,471,418 Measure S Fund - Public Safety Personnel Costs 170,390 Measure S Fund - Fire Vehicles and Ladder Truck 88,397 Measure S Fund - Enhanced Custodial Services
3,137,675 Gas Tax Fund
280,000 Supplemental Law Enforcement Services Fund
5,000,000 Pension Trust Fund
Subtotal 18,147,880
Fund 006: Fire Facility Acquisition Fund 1,500,000 General Fund - Fire Facility Acquisition Fund Special Revenue Funds
Fund 103: Street Maintenance 2,000,000 Measure S Fund - Street Maintenance Reserve Fund Contribution Subtotal 2,000,000
Temecula Community Services District (TCSD)
Fund 190: Citywide Operations 14,273,752 Measure S Fund - TCSD Operations Subsidy Fund 191: SL-B Streetlight Replacement 200,000 Service Level B - Street Lighting Fund 197: Library 891,364 Measure S Fund - Library Subsidy Subtotal 15,365,116
Capital Projects Funds
Fund 210: Capital Improvement Fund 766,443 General Fund - General Plan Update Fund 210: Capital Improvement Fund 2,850,000 COVID-19 Pandemic Community Reinvestment Program Fund 210: Capital Improvement Fund 15,924,282 Measure S Fund Fund 210: Capital Improvement Fund 2,604,448 Road Maintenance Rehab Account Fund Fund 210: Capital Improvement Fund 7,194,184 Development Impact Fees Fund Fund 210: Capital Improvement Fund 413,863 CDBG Fund Fund 210: Capital Improvement Fund 100,000 Temecula Energy Efficiency Asset Fund Fund 210: Capital Improvement Fund 144,575 AB 2766 Motor Vehicle Subvention Fund Fund 210: Capital Improvement Fund 1,450,000 Affordable Housing Fund 210: Capital Improvement Fund 1,778,140 Measure A Fund Fund 210: Capital Improvement Fund 1,050,000 Facilities Replacement Fund Fund 210: Capital Improvement Fund 100,000 Service Level C Subtotal 34,375,935
Internal Service Funds
Fund 320: Information Technology 300,000 Measure S Fund - Citywide Security Camera Project Maintenance Fund 325: Technology Replacement 500,000 Measure S Fund - Tech Replacement Reserve Fund Contribution Fund 350: Facility Replacement 2,050,000 Measure S Fund - Facility Replacement Reserve Fund Contribution Subtotal 2,850,000
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 383
Summary of Affordable Housing Investment
SUMMARY OF AFFORDABLE HOUSING INVESTMENT
The City of Temecula, in conjunction with the former Temecula Redevelopment Agency (RDA), has invested $43.3 million in a variety of affordable housing options for Temecula residents, with 661 units completed since the City incorporated in 1989. With an additional investment of $18.7 million, an additional 143 affordable units have been funded and will be constructed in the future. The developers of the future projects are working to secure the remaining funding via tax credits necessary to begin construction.
Both the Cameron Building and the Palomar Heritage Building were the first of their kind in Old Town.
The projects provided a great opportunity for the City to not only work towards meeting the community’s affordable housing needs but also to spur economic development within the Old Town District. The use of affordable housing funds to produce affordable housing and commercial space in a mixed-use building in Old Town allowed the City to leverage the City’s affordable housing funds for multiple purposes within the same development. This strategy of investment for the two future affordable housing / mixed use buildings served as a model for two other City-funded developments in Old Town.
The Madera Vista development was originally a private condo development that fell into foreclosure during the Great Recession. The project was partially built and in disrepair. The City, along with Bridge Housing utilized affordable housing funds to purchase the property and completed construction.
Cameron Building
• 24 rental units for low-income households 80% of area median income (AMI) • RDA Investment $3 million
• Mixed used building with commercial retail space on the bottom floor and 24 affordable housing units on floors 2-4
Portola Terrace
• 44 rental units for low and very low-income households 80% and 50% AMI
• RDA investment $5.5 million
• Completed in 2013
Palomar Heritage
• 22 rental units for low-income households 80% AMI
• RDA investment $3.3 million
• Mixed used building with commercial retail space on the bottom floor and 22 affordable housing units on floors 2-3 Madera Vista
• 110 affordable units in larger family-sized apartments • RDA investment $8.4 million
• 20 units set aside for seniors
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
384 | Annual Operating Budget
SUMMARY OF AFFORDABLE HOUSING INVESTMENT
In addition to providing funding to construct affordable housing units, the former Redevelopment Agency invested $524,356 to provide a First-Time Home Buyer Program available to moderate-income households (120% AMI) and assisted 20 First-Time Home Buyers to purchase homes in Temecula.
The City of Temecula and the former RDA have partnered with Habitat for Humanity since 2003 to construct seven homes for low-income households to purchase. Total RDA investment of $582,000. An additional $700,000 investment with Habitat for Humanity is programmed for a future project to build six for-sale affordable/workforce housing units available to moderate and low-income homebuyers.
The City’s primary funding source for affordable housing was the Temecula Redevelopment Agency. In 2012, the State of California disbanded all redevelopment agencies within the State. The City of Temecula serves as the Successor Agency to the Redevelopment Agency (SARDA) and is responsible for the eventual wind down of the remaining RDA obligations, including the investment of the remaining $12.8 million in bond proceeds of the former RDA. Two affordable housing projects have been identified and the City Council has approved funding agreements with developers to provide an additional 137 affordable units.
In Fiscal Year 2021-22, the City contributed an additional $4 million to the Vine Creek project and set-aside $1 million in Community Reinvestment Program (CRP) Funds for a future affordable housing development in the Uptown Specific Plan area. Market rate residential projects are already coming in due to the Las Haciendas demonstration project Vine Creek – FUTURE PROJECT
• 60 rental units for low and very low-income households • 14 units set aside for special needs residents
• RDA investment of $6.7 million
Las Haciendas – FUTURE PROJECT
• 77 rental units for low and very low-income households • RDA investment $10.2 million
• Project will be the first residential development in the Uptown Temecula Specific Plan area
• Estimated to be completed in 2023
Habitat for Humanity – FUTURE PROJECT
• Six for sale affordable/workforce housing units
• Land Contribution of $561,000
• Affordable Housing Dollars of $700,000
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 389
Additional Resources
ADDITIONAL RESOURCES
Throughout the electronic version of the Annual Operating Budget, several links to documents are provided to allow the reader to access supplemental information about a specific topic, study, master plan or strategic plan. Below is a list of additional resources to provide a broader range of information about the City of Temecula operations and long-term strategic plans.
Strategic Plans
Temecula 2040 Quality of Life Master Plan -TemeculaCA.gov/689/Temecula-2040 Temecula General Plan -TemeculaCA.gov/345/General-Plan
Specific Plans -TemeculaCA.gov/351/Specific-Plans
Growth Management Plan -TemeculaCA.gov/DocumentCenter/View/5384/Growth-Management- Handout
Master Plan Documents
Multi-Use Trails and Bikeways Master Plan -TemeculaCA.gov/DocumentCenter/View/1971 Community Services Master Plan -TemeculaCA.gov/DocumentCenter/View/11006/Temecula-Community- Services-Master-Plan
Youth Master Plan -TemeculaCA.gov/809/Youth-Master-Plan Miscellaneous Documents
Temecula Municipal Code -TemeculaCA.gov/MunicipalCode
Labor Agreements -TemeculaCA.gov/253/Human-Resources
Temecula Magazine -TemeculaCA.gov/DocumentCenter/View/7144 Around & About Temecula Video Series -TemeculaCA.gov/1222/Around-About-Temecula
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
390 | Annual Operating Budget
Program Total Amount FY21-22 FY22-23 FY23-24 FY24-25
Business Support
Wayfinding Signage - Old Town $500,000 $25,000 $475,000 Marketing Campaign $500,000 $480,000 $20,000
Rent Waiver for TVE2 Businesses $80,000 $19,665 $46,200 $14,135 General Business Grants
Externships $300,000 $30,000 $170,000 $100,000
Internships $180,000 $14,000 $106,000 $60,000
On-the-job Training $520,000 $0 $520,000 $0
$1,000,000 $0 $44,000 $796,000 $160,000
CIP - Old Town Parklets $450,000 $450,000
CIP - Vacant Parcel Beautification $375,000 $375,000
CIP - Sidewalks-Old Town Improvements $100,000 $100,000 TCSD Enhanced Xmas Lighting $75,000 $75,000
$1,000,000 $0 $75,000 $925,000 $0
Total Business Support $3,080,000 $0 $643,665 $2,262,200 $174,135 Non-Profit Support
Community Services Funding Grants $1,000,000 $340,000 $640,000 Total Non-Profit Support $1,000,000 $0 $340,000 $640,000 $0 Homeless Services
Outreach, Prevention, Diversion Programs $500,000 $500,000 Infrastructure (fencing) $500,000 $500,000
Total Homeless Services $1,000,000 $0 $500,000 $500,000 $0 Housing Services
CIP - Vine Creek Affordable Housing Project $4,000,000 $4,000,000 CIP - Uptown Temecula Future Affordable Hous $1,000,000 $1,000,000 Residential Rehabilitation Grant Program $500,000 $250,000 $250,000 Total Housing Services $5,500,000 $0 $5,000,000 $250,000 $250,000 Behavioral Health Services Support
Veterans/First Responders/At-Risk $1,000,000 $1,000,000 Firefighters' Benevolent Fund $250,000 $250,000
Riverside County Sheriff's Charities $250,000 $250,000
Total Behavioral Health $1,500,000 $0 $1,500,000 $0 $0
Higher Education/Workforce Development
CSUSM/MSJC Certificate Programs $955,538 $955,538
Administrative Support $44,462 $5,106 $24,067 $15,289
Total Higher Ed/Workforce Development $1,000,000 $5,106 $24,067 $970,827 $0 Unallocated Funding $1,000,000 $1,000,000
Total Community Reinvestment Program $14,080,000 $5,106 $8,007,732 $5,623,027 $424,135 Amount by Fiscal Year
Community Reinvestment Program Funding MatrixCOVID-19 PANDEMIC COMMUNITY REINVESTMENT PROGRAM
FUNDING MATRIX
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 391
Appendix C – Glossary/Index
Glossary of Acronyms 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
ARPA – American Rescue Plan Act
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
CRP –Community Reinvestment Program
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
392 | Annual Operating Budget
GLOSSARY OF ACRONYMS
EOC –Emergency Operations Center
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
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 393
GLOSSARY OF ACRONYMS
QLMP – Quality of Life Master Plan
RCTC – Riverside County Transportation Commission
RDA – Redevelopment Agency
REACH – Real Exceptional Adults Creating Hope
ROPS – Recognized Obligation Payments Schedule
RPTTF – Redevelopment Property Tax Trust Fund
RTA – Riverside Transit Agency
SARDA – Successor Agency to the Redevelopment Agency
SEMS – California’s Standardized Emergency Management System SLESF – Supplemental Law Enforcement Services Fund
SOR – Service Order Requests
SQL – Structured Query Language
TCC – Temecula Citizens’ Corps
TCSD – Temecula Community Services District
TEEM – Temecula Energy Efficiency Asset Management Fund TOT – Transient Occupancy Tax
TUMF – Transportation Uniform Mitigation Fee
TVE2/TVEE – Temecula Valley Entrepreneurs’ Exchange
TVUSD – Temecula Valley Unified School District
WQIP – Water Quality Improvement Plan
WQMP – Water Quality Management Plan
WRCOG – Western Riverside Council of Governments
YEPP – Youth Emergency Preparedness Program
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
394 | Annual Operating Budget
Glossary of Terms
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.
CAPITALIMPROVEMENT 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.
CAPITALOUTLAY -Expenditures which qualify as capital costs that havea 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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 395
GLOSSARY OF TERMS
CORE VALUES -The six strategic priorities identified by the Temecula community as part of the Temecula 2030 Quality of Life Master Plan in October 2011. These core values reflect the vision for the City’s ideal future, and commit the City through a performance based process to accomplish those values through a series of five year long term goals which are developed as part of the budget process.
COVID-19 – The viral outbreak, caused by a coronavirus that causes upper-respiratory illness, became a pandemic in the first quarter of 2020. The economic impact it will have on local government is difficult to predict due to the sudden and unprecedented nature of the pandemic. The full effect may not be known for some time but local governments are likely to see significant reductions in tax revenues.
CURRENT BUDGET - Represents the original adopted budget plus any approved changes and anticipated year-end adjustments.
DEBT SERVICE FUND - A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Sometimes referred to as a Sinking Fund.
DESIGNATED FUND BALANCE - Management’s intended use of available expendable financial resources in governmental funds reflecting actual plans approved by the City Council.
ENCUMBRANCE - Obligations in the form of purchase orders, contracts, or other commitments. They cease to be encumbrances when paid, cancelled, or when the actual liability is set up.
EXPENDITURES -Decreases in net financial resources that include current operating expenses that require the current or future use of net current assets, debt services, and capital outlays.
FEES - Charges for specific services.
FINES AND FORFEITURES -. A fine is a financial penalty imposed by a government agency as restitution for wrongdoing. The wrongdoing is typically defined by a codification of legislation, regulations, and decrees. Forfeiture is the automatic loss of property, including cash, as a penalty for breaking the law, or as compensation for losses resulting from illegal activities. Once property has been forfeited, the City may claim it, resulting in confiscation of the property.
FISCAL YEAR - The period designated by the City for the beginning and ending of financial transactions.
The fiscal year begins July 1 and ends June 30.
FRANCHISE -A special privilege granted by a government, permitting the continued use of public property, such as refuse disposal and cable television, and usually involving the elements of monopoly and regulation.
FULL-TIME EQUIVALENTS (FTE)- The amount of time a position has been budgeted for in terms of the amount of time a regular, full-time employee normally works in a year. Most full-time employees are paid for 2,080 hours in a year.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
396 | Annual Operating Budget
GLOSSARY OF TERMS
FUND - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources together with all related liabilities and residual equities or balances and changes therein which are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations.
FUND BALANCE - The difference between assets and liabilities that is generally spendable or available for appropriation. Some Governmental funds as well as Proprietary and Fiduciary funds which utilize full accrual basis of accounting also include non-spendable fund balance which includes amounts that cannot be spent because they include prepaid items or inventories or are legally required to be maintained intact, such as the principal portion of an endowment.
GANN APPROPRIATIONS LIMIT - This term refers to Article 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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 397
GLOSSARY OF TERMS
LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issue.
LONG TERM GOALS - An observable and measurable end result, having one or more objectives to be achieved within a set time frame.
MEASURE C (SPECIAL TAX) –A voter approved special tax charged to property owners in order to finance the operation, maintenance and servicing of public parks and recreational facilities, recreational and community services programs, median landscaping, arterial streetlights 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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
398 | Annual Operating Budget
GLOSSARY OF TERMS
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.
SPECIALASSESSMENT -A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties.
SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) –Successor agency established in order to pay the debts and obligations and to perform the obligated activities of the former Temecula Redevelopment Agency (RDA) due to ABx1 26 which dissolved Redevelopment Agencies.
TAXES - Compulsory charges levied by a government to finance services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments. Neither does the term include charges for services rendered only to those paying such charges.
TEMECULA COMMUNITY SERVICES DISTRICT (TCSD)- An assessment district that was established in Temecula to provide a comprehensive, balanced neighborhood and community park system by constantly reviewing growth, demographics and facilities available. It also provides street lighting, median and slope maintenance, refuse hauling and a recycling program, emergency dirt road maintenance, library services and an intern fellowship program.
TRANSIENT OCCUPANCY TAX -Also called a Hotel Tax, this revenue source originates in a tax placed on lodging facilities for the occupancy of a room. The City of Temecula’s Transient Occupancy Tax rate is 8%.
TRANSFERS TO CIP - Authorized exchanges of cash or other resources to the Capital Improvement Program.
UNDESIGNATED FUND BALANCE - Available expendable financial resources in a governmental fund that are not the object of tentative management plans (i.e. designations.)
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 399
GLOSSARY OF TERMS
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.
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
400 | Annual Operating Budget
Index
INDEX
Additional Resources................................................................................................................................389 Assessed Value of Taxable Property.........................................................................................................372 Budget and Fiscal Policies.........................................................................................................................311 Budget Calendar .........................................................................................................................................49 Budget Engagement Sessions.....................................................................................................................48 Budget Process............................................................................................................................................45 Budgetary Fund Structure...........................................................................................................................35 California Society of Municipal Finance Officers (CSMFO) Award..............................................................31 CIP – Capital Improvement Program Summary........................................................................................269 CIP – Capital Project Expenditure Summary.............................................................................................280 CIP – Capital Projects Revenue Summary.................................................................................................276 CIP – Capital Projects Summary – by Funding Source..............................................................................285 CIP – Capital Projects Summary – by Project............................................................................................298 CIP – Description of Revenue Sources......................................................................................................272 CIP – Expenditure Summary by Project Type ...........................................................................................284 CIP – Fund Summary.................................................................................................................................138 CIP – Future Years Projects.......................................................................................................................310 CIP – Major Revenue Sources...................................................................................................................279 CIP – Summary of Operating & Maintenance Costs.................................................................................309 City Attorney.............................................................................................................................................179 City Clerk...................................................................................................................................................173 City Council ...............................................................................................................................................157 City Council Resolution (ADOPTED ONLY)..................................................................................................24 City Manager.............................................................................................................................................165 City of Temecula at a Glance ......................................................................................................................32 City Organizational Chart............................................................................................................................26 Citywide Long-Term Goals..........................................................................................................................28 Community Development Department....................................................................................................197 Community Profile and Demographics.....................................................................................................364 Community Reinvestment Program Funding Matrix................................................................................390 Comparative City Information..................................................................................................................381 Computation of Direct and Overlapping Bonded Debt ............................................................................378 Consolidated Capital Outlay .....................................................................................................................367 Debt Obligations.......................................................................................................................................375 Departmental Information........................................................................................................................155 Description of Funds...................................................................................................................................37 Directory.....................................................................................................................................................25 Finance Department.................................................................................................................................183 Fire Department........................................................................................................................................231 Five-Year Expenditure Projection – General Fund......................................................................................57 Five-Year Financial Projection – General Fund...........................................................................................53 Five-Year Financial Projection – Measure S Fund.......................................................................................61 Five-Year Financial Projection – Temecula Community Services District Fund..........................................65 Five-Year Revenue Projection – General Fund...........................................................................................55 Fund Balance Summary ..............................................................................................................................67
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
Annual Operating Budget | 401
Funding Sources by Department ................................................................................................................44 Funds and Departments .............................................................................................................................42 GANN Appropriations Limit......................................................................................................................371 General Fund – Fund Summaries................................................................................................................80 General Fund – Revenue by Source............................................................................................................77 General Fund – Revenue Detail..................................................................................................................78 Glossary of Acronyms...............................................................................................................................391 Glossary of Terms .....................................................................................................................................394 Government Finance Officers Association (GFOA) Award..........................................................................30 Human Resources and Risk Management................................................................................................189 Internal Service Funds – Fund Summaries................................................................................................128 Internal Service Funds – Revenue Detail..................................................................................................126 Internal Services Funds.............................................................................................................................255 Largest Employers by Number of Employees...........................................................................................380 Legal Debt Margin.....................................................................................................................................374 Locator Map..............................................................................................................................................363 Long Range Financial Projection.................................................................................................................51 Major Revenue Sources..............................................................................................................................69 Mission and Value Statements...................................................................................................................27 Non-Departmental....................................................................................................................................239 Performance Measures.............................................................................................................................139 Police Department....................................................................................................................................221 Principal Secured Property Owners..........................................................................................................377 Public Works Department.........................................................................................................................207 SARDA – Fund Summary...........................................................................................................................124 Schedule of Authorized Positions.............................................................................................................348 Schedule of Changes in Allocated Positions.............................................................................................353 Special Revenue and Debt Service Funds – Fund Summaries....................................................................89 Special Revenue and Debt Service Funds – Revenue Detail.......................................................................86 Summary of Affordable Housing Investment...........................................................................................383 Summary of Budgeted Positions...............................................................................................................361 Summary of Changes in Authorized Positions, Personnel and Benefit Costs...........................................345 Summary of City Grant Recipients............................................................................................................385 Summary of Federal Grant Expenditures .................................................................................................373 Summary of Interfund Transfers...............................................................................................................382 Summary of Property Tax Collections.......................................................................................................376 TCSD – Fund Summaries...........................................................................................................................113 TCSD – Revenue by Source.......................................................................................................................108 TCSD – Revenue Detail..............................................................................................................................109 Temecula Community Services District ....................................................................................................243 Transmittal Message.....................................................................................................................................9 Understanding the Budget Document........................................................................................................33
City of Temecula
Fiscal Year 2023-2024
Annual Operating Budget
402 | Annual Operating Budget
REQUESTS TO SPEAK
Public Comment Non -Agenda Item:
Item Description or Item No.�
REQUEST TO SPEAK
CITY OF TEMECULA
Date 1 �)61 (9,2:)
Agenda Item: 0 Future Agenda Item:
VDG7M
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