2014 15 adopted operating budget

Annual Operating Budget FY 2014-15

City of Lake Elsinore, California

ANNUALOPERATINGBUDGET

FiscalYear2014‐2015

CityCouncilNatashaJohnson,Mayor

SteveManos,MayorProTemDarylHickmanRobertE.MageeBrianTisdale

CityManagerGrantYates

AdministrativeServicesDepartmentJasonSimpson

DirectorofAdministrativeServices130SouthMainStreet

LakeElsinore,California92530(951)674‐3124

www.lake‐elsinore.org

TABLE OF CONTENTS

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TABLE OF CONTENTS (cont.)

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TRANSMITTALLETTER

June10,2014TheHonorableMayorandMembersoftheCityCouncil:OnbehalfofCityStaff,itismyprivilegetosubmitforyourinformationandconsiderationtheadoptedbudgetforFiscalYear2014‐2015fortheCityofLakeElsinore.Once again, staff developed the proposed budget in support of the Mayor and City Council adopted keyinitiativesandvisionstatement: LakeElsinorewillbetheultimatelakedestinationwhereallcan live,work,andplay,buildfuturesandful illdreams.TheCityof LakeElsinorehasmetor exceeded itsbudget expectationsover thepast several years, and, thisyear,onceagaintheCityiswellpositionedforgrowthandsuccessinthecoming iscalyear.OnJune10,2014,theCityCounciladoptedtheproposedCityofLakeElsinoreOperatingBudget,which includedasummaryoftheSpecialRevenueFunds,CapitalImprovementProgram(CIP),andAgencyFunds.Thecomplete5‐yearCIPforFiscalYear2014‐2019willbemadeavailableasaseparatedocument.The iscal year2014‐15proposedAnnualOperatingBudgethasbeendevelopedaftera considerable reviewprocess. Departmental budget submittals were prepared and reviewed by line item in connection withprojectedrevenuesanddetailedperformanceobjectives.Five‐yearrevenueandexpenditureprojectionsweredevelopedto identifythefuture impactsofproposedstaf ingandprogramchanges,aswellasthe impactofproposed capital improvement projects. The result is this document: a conservative, balanced budget thatprovidesforqualityserviceswhileeffectivelyutilizingavailableresources.Thisbudgetdocumentservesnotonlyasa inancialplanfortheimmediatefuture,butalsoasamanagementand communications tool outlining theCityCouncil’s vision andkey initiatives for the year. By focusing onpublicsafety,improvingrecreationalopportunitiesandneighborhoods,deliveringthehighestqualityofpublicservices,preservingandenhancingtheCity'seconomicprosperity,andcelebratingthediversityofourcitizens,wehaveoutlinedplansthatmaketheCityofLakeElsinorethedesirableplacetolive,workandplay.Each iscalyear,staffandtheCityCouncilhastheresponsibilitytoidentifyitsbudgetpriorities,immediateandfuture iscal issues, community needs, and the resources required to enhance vital programs and serviceswithintheCity inorder tomaintainastrongcommunityandtakeadvantageofcominggrowthanddevelop‐mentopportunities.

CITYOFLAKEELSINOREPROFILETheCityofLakeElsinoreisacommunitycomprisedofapproximately56,718citizens. TheCitymaintains18parkson71acresthroughoutthecommunity,whichproviderecreationopportunitiesforboththecitizensofLakeElsinore,aswellassurroundingcommunities.PoliceandFireprotectionareprovidedthroughacontractwithRiversideCounty.TheLakeElsinoreUni iedSchoolDistrictprovides24schoolsfor21,400students.TheCityofLakeElsinorepridesitselfonitscommunityfocusandqualityoflife.LakeElsinoreresidentsenjoyperfectclimate,bluesky,cleanair,world‐famousthermalwindsforaerialsportsand,theircrowningjewel,asparkling3,000‐acrerecreational lakeforexcitingwatersports. AllofthisissetagainstthespectacularOrtegaMountainsandClevelandNationalForest,providingopportunitiesforhiking,

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biking,birdwatchingorjustplainrelaxinginthebeautythataboundsinthisoutdoorrecreationdestination.ItisimpossibletoreviewtheeconomicforcesaffectingLakeElsinoreandtheInlandEmpirewithoutpredictingaprosperingfuturefortheCity. Theregion’sgeographiclocation,competitivecoststructureandsophisticatedlogisticshaveputitinapositiontoremainoneofthefastestgrowingcommunitiesintheInlandEmpire.REVENUEANDECONOMICCONDITIONSFiscalYear2014‐15GeneralFundrevenuesareprojectedtoreaches$35,872,965anincreaseof$6,543,250or22.31% from Fiscal Year 2013‐14, and re lect the continued growth of the local economy. The City hascontinued to work with the Chamber of Commerce and the Visitor’s Bureau in its effort to encourage theexpansionandrelocationof industries thatgenerate localsales taxandemploymentopportunities. TheCityhasalsoworkedwiththeseorganizations todevelopandmarketLakeElsinoreasa touristdestination. ThefollowinggraphdetailsthemajorcomponentsoftheCity’sGeneralFundrevenues.

CHANGESINREVENUES:GENERALFUNDSales and Use Tax: Sales and Use Tax revenue is projected to increase 3.11% from an estimated$7,938,727 in iscal year 2013‐14 to $8,185,889 in iscal year 2014‐15.This increaseisprimarilyaresultofretaildevelopmentandananticipated increase inconsumeractivity aseconomic indicatorsbegin toshowa slight turnaround in the economy. Sales tax is one of the City’s largest revenue sources, representing22.93% of the total General Fund revenue.PropertyTax: The iscal year 2014‐15 revenue estimate for property taxes is based on an assumed13.27%increase in assessedvaluation. The iscalyear2014‐2015estimateof$8,033,676 representsapproximately22.39%ofthetotalGeneralFundrevenues.

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FranchiseandOtherTax:Anoverallincreaseof$1,524,853from$3,197,400to$4,678,000ontheamount offeespaidbyphone,cable,naturalgas,refusecollection,andelectricitycompaniesforuseof the public right ofway. This increase is attributed primarily to an anticipated increase in electricity usage and cablesubscribersinadditiontoonetimedeveloperagreementfeestooffsetanimalcontroldebtservicepaymentandinformationtechnologyupgradestoCityfacilities.Licenses,PermitsandFees: Anoverall increase from$5,528,690 to$6,834,875 isprojected inFiscalYear2014‐15.Theanticipatedincreaseisduetothemodi icationofuserfeesacrossalldepartmentsCitywide.EXPENDITURESTotalGeneral Fund expenditures(excludingoperatingtransfersout) areproposed tobe $37,675,788 in iscalyear 2014‐15. This proposed expenditure level results in a shortfal l margin of for projected operatingrevenues over proposed operating expenditures in the General Fund of $2,186,921. The shortfall will bemitigatedusingtheGeneralFundStabilizationReserve.ItisimportanttonotethattheCityofLakeElsinorehassubstantial growth and development capacity, which will increase revenues and offset shortfalls as growthtakesplace.Public safety continues to represent the largest single portion of the General Fund operating budget a t 5 1 . 2 0 % . Proposed expenditures for Police, Fire services and Animal Control total$19,291,056 (net ofan estimated $2.02million ire tax credit). Proposed public safety expenditureincreasestotal$1,610,887foriscalyear2014‐15andincludesincreasedpersonnelcostspassedthroughtheCountyandsharinginthecostsoftheSouthwestCommunitiesAnimalshelter.

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GOALS,OBJECTIVESANDPERFORMANCEMEASURESDuringthe2013‐14 iscalyear,theCityCounciladoptedtheCity’sVisionStatement. TheVisionStatementisused as 1) a tool in the employee hiring/selection process, 2) a guide in conducting City business, and 3) astatementtothecitizensaf irmingwhattheCity,asanorganization,standsforandthelevelofservicetheycanexpectfromtheCity.Departmentalgoalsandobjectivesareupdatedannuallyandare included in theOperatingBudgetsectionofthisdocument.Goalsandobjectivesarelistedbyprogramwithineachdepartment.Thebudgetdocumenthasbeen formatted to detail the operational goals, objectives, and performance measures of each department.Administrative Services Department staff has worked with all departments to identify signi icantaccomplishments, aswell as todevelopqualitative andquantitativeperformancemeasures. The goal of theorganizationistoestablishacomprehensivereportingsystem,whichwillgivethepublic,CityCouncil,andCitystafftheabilitytoevaluatethelevelandvalueofserviceprovidedtothecommunity.TheCityCouncilestablishedthefollowingFiscalYear2014‐2015budgetguidelines,orkeyinitiatives,with is‐calstabilityandcommunityresponsibilityastheyrelatetotheCity’sVisionStatement:

1. PublicSafety2. Recreation3. Transportation4. EconomicDevelopment5. Image6. Education7. Service

MAINTAINASAFEANDSECUREENVIRONMENT

Workingwithourregionalpartnerstorespondtocallsforpoliceserviceinatimelymanner Performpublic safety educationalprograms,maintainneighborhoodwatches, andconduct timely

traf icinvestigations Encouragecommunityparticipationinpublicsafetyandemergencypreparedness Promotehighqualityanimalcontrolservices Utilizesocialmediatokeepthecommunityinformedandinvolved Minimize the impact to life, property, and the environment fromnatural hazards and emergency

situations Respondtoall ireandmedicalemergencycallswithin iveminutes Conductacomprehensive ireeducationprogram

ENCOURAGEPROGRAMSFORALLAGES

Promotefamilyorientedprogramopportunitiesatthecommunitycenter Providesignaturespecialeventsandculturalopportunities Maintainasafeandfamilyorientedenvironment Maintainthenaturalbeautyofthecommunity Promoteactivitiesandopportunitiesforchildrenatlocalparksduringthesummermonths

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PROVIDEINFRASTRUCTURECONCURRENTWITHDEVELOPMENT

Continuetomaintainlocalroadsandstreets Updatethe ive‐yearCapitalImprovementProgram(CIP) Designandconstructcapitalprojectswithinfundingandtimerequirements Allocate$18,440,349forcitywidecirculation,facilities,infrastructureandparkprojects Maintainsigni icantaccessandavailablefrontagespaceontheInlandEmpire’smaintransportation

artery(Interstate15)PROVIDEQUALITYJOBSANDPROMOTECOMMERCE

Encourage growth and expansion by providing high quality municipal services, facilities, andeconomicassistance

Createabusinessfriendlyregulatoryenvironment Promoteajobs/housingbalance Maintaineffectivemarketingprogramtopromote increasingawarenessonCity’scomprehensive,

recognizabletouristdestinationwitharangeofattractions Continuetocollaboratewithcurrentpropertyowners,businessowners,businessalliancesandthe

ChamberofCommerceinpromotingtheCity’suniquelocationandopportunitiesACCOUNTING,AUDITINGANDFINANCIALREPORTINGPOLICYTheCityofLakeElsinorereceivesanindependentauditannuallyandmaintainsasolidinternalauditcapacity.The City prepares all annual inancial reports in strict compliance with Generally Accepted AccountingProcedures(GAAP),asoutlinedbytheGovernmentalAccountingStandardsBoard(GASB).TheCitymaintainsastrongsystemofinternalcontrols,whichresultedinanunquali iedauditopinionforthepastseveralyears.STAFFINGPOLICYRecently,theCitybeganrestructuringtheorganizationtoensurecorestaf ing,internallyandexternally,isinplacetomeetcurrentandfutureeconomicopportunities,whilealsoprovidingthehighestlevelofservice.TheCity has established a policy of annually focusing on reorganizing department structures in an effort tostreamline processes and enhance ef iciencieswithout reducing essential public services to the community.ThetotalCitystaf ingforFiscalYear2014‐15willinclude78regularfull‐timeequivalentpositionsand33part‐timepositions,anincreaseof2full‐timeand1part‐timepositionsfromtheprioryear.RESERVEPOLICYTheCityCouncil previously identi ied andobjective of developing andmaintaining a reserve in theGeneralfund for economic uncertainties and contingencies. In addition, the City Council recently increased theEconomicUncertaintyReservefrom15%to17.5%.LAKEELSINOREPUBLICFINANCINGAUTHORITYTheLakeElsinorePublicFinancingAuthorityisajointexerciseofpowersbetweentheCityofLakeElsinoreandtheLakeElsinoreRedevelopmentAgency,createdbyajointpowersagreementdatedJuly25,1989.Thepurpose of the LEPFA is to provide inancing for public capital improvements for the City and the formerRedevelopment Agency. Revenue includes investment earnings and expenditures are restricted for debtservicepayments.LAKEELSINORERECREATIONAUTHORITYTheLakeElsinoreRecreationAuthorityisajointexerciseofpowersbetweentheCityofLakeElsinoreandtheLakeElsinoreRedevelopmentAgencycreatedbyajointpowersagreementdatedDecember1,1996.

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TheRecreationAuthoritycontinuestofunctionwithouttheAgency.ThepurposeoftheAuthorityistoprovide,throughtheissuanceofrevenuebonds,a inancingpooltofundcapitalimprovementprojects.Theserevenuebondsaretoberepaidsolelyfromtherevenuesofcertainpublicobligations. SUCCESSORAGENCYTOTHEREDEVELOPMENTAGENCY(SARDA)In June 2011, the Governor of California signed ABx1 26, which dissolved redevelopment agencieseffective February 1, 2012 and provided for the designation of successor agencies to oversee the completion of previously obligated redevelopment activities. As a result, all assets of the redevelopmentagencywere transferred to the Successor Agency of the Redevelopment Agency on February1, 2012andtheCityCouncilbeganservingasthesuccessoragency.FIVE‐YEARFORECASTA ive‐year forecast is developed as a part of the budget process to assist in long range planning and policydevelopment. The ive‐year forecast provides a tool to evaluate the ability of the City to fund proposedprograms, operating costs, and meet the operational requirements of capital improvement projects in thefuture.CAPITALIMPROVEMENTPLANTheCity’s ive‐yearCapital ImprovementPlan (CIP) ispresentedto theCityCouncilunder a separate cover.This program provides a multi‐year plan for capital improvements that is updated annually to ensurecompliance with the program. The impact of capital projects on maintenance and operating costs weretaken into consideration in the development of the operating budget. Circulation,Facilities,InfrastructureandParkprojectsare identi ied intheCIPbudgetwith estimated ive‐yearproject costs totaling$18,440,349.CONCLUSIONThe iscal year 2014‐15 Operating Budget demonstrates the City Council’s continued investment in publicsafety and other services as the City moves forward out of the effects of the recession. The budget wasconstructed by utilizing a conservative approach in projecting revenues and corresponding expenditures.However, it does include utilization of fund balance to provide for core services to the community. Thisconservative approach is necessary, as the City must continue to be sensitive to potential changes in theconditionoftheStateandlocaleconomy.IfthereareanylegislativeactionsthatcreateanyadverseimpactstotheCity,or if localconditionschangethatnegatively impacttheprojectedrevenuestream,staffwillreturntotheCityCouncilwithrecommendationstomakeappropriateadjustments.IwouldliketoexpressmyappreciationtotheCityCouncil forprovidingthedirectionandsupportwhicharecrucialtotheabilityoftheCitytoachieveitsgoals.Iwouldalsoliketorecognizethecontributionsofeverystaffmember fornotonlycreatingasuccessfuloperatingbudget,butalsocontributingto theCity’sannualbudgetprocess.Theireffortsanddedicationindicatedthemeaningof“team”work,whichisre lectedinthisreportandinotherdocumentsresultingfromtheannual inancialmanagementprocess.SpecialrecognitionshouldgototheAdministrativeServicesstafffortheirlonghoursanddedicationtotheCityandthisbudgetprocess.IwouldalsoliketorecognizeourElectedTreasurer,AllenBaldwinforhisdedicationandcommitmenttotheCity.Hisoversightinthebudgetprocessisinvaluable.I commend theMayor,BudgetCommittee,membersof theCityCouncil andManagement for their continuedinterest, dedication and support in conducting business on behalf of the Citizens of Lake Elsinore in aresponsibleandprogressivemannerwhilestillpreservinganeconomicalqualityfortheCity.RespectfullySubmitted,GrantYatesCityManager

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RESOLUTION

RESOLUTION NO. 2014-036

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LAKE ELSINORE, CALIFORNIA, ADOPTING THE FY 2014-15 ANNUAL OPERATING BUDGET AND ESTABLISHING THE CON-TROLS ON CHANGES IN THE APPROPRIATIONS

WHEREAS, the City Council has a policy of adopting an annual operating budget to plan expendi-tures and to match anticipated revenues available in various City accounts in order to make the most efficient use of the City’s limited resources for each fiscal year; and

WHEREAS, the City of Lake Elsinore Municipal Code Section 3.04.010 defines the fiscal year for the City of Lake Elsinore as extending from July 1st of each year to and including June 30th of the following year.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LAKE ELSINORE, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The City of Lake Elsinore Annual Operating Budget is hereby approved and adopted for the 2014-2015 fiscal year.

SECTION 2. A copy of the City of Lake Elsinore Operating Budget hereby adopted and certified by the City Clerk shall be filed with the City Manager or a designated representative, and a further copy so certified shall be placed and shall remain on file in the Office of the City Clerk where it shall be available for inspection. Copies of the certified budgets shall be made available for the use of departments, offices and agencies of the City.

SECTION 3. That the following controls are hereby placed on the use and transfer of budget appropria-tions:

A. No expenditure of funds shall be made unless there is an unencumbered appropriation available to cover the expenditure.

B. The Department Director may prepare a transfer of appropriations within departmental budget accounts, with the approval of the City Manager.

C. The City Council must authorize transfers (appropriations) of funds from the Unreserved Fund Balance and transfers between departmental budget accounts.

D. The City Council must authorize any changes to the Schedule of Authorized Positions. The City Manager may authorize the hiring of temporary or part-time staff as necessary within the limits imposed by the controls listed above.

E. The City Manager may approve change orders on Public Works contracts approved by the City Council in amounts up to project contingency established by the City Council.

F. Outstanding encumbrances shown on the City books at June 30, 2014, are hereby appropri-ated for such contracts or obligations for FY2014-15.

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RESOLUTION (cont.)

SECTION 4. This Resolution shall take effect from and after the date of its passage and adoption.

PASSED, APPROVED AND ADOPTED on this 10th day of June, 2014.

ATTEST:

APPROVED AS TO FORM:

VISIONSTATEMENT

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VALUESTATEMENT

AsemployeesoftheCityofLakeElsinore,instrivingtobededicatedtoourlocalgovernment,wevaluethefollowing:

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GOVERNMENTADMINISTRATIVESERVICESOFFICERSASSOCIATIONAWARD

TheGovernmentFinanceOf icersAssociationoftheUnitedStatesandCanada(GFOA) presentedanawardofDistinguishedBudgetPresentation totheCityofLakeElsinorefor itsannual budgetforthe iscalyearbeginningJuly1,2013.

Inordertoreceivethisaward,agovernmentalunitmustpublishabudgetdocumentthatmeets programcriteria as a policy document, operations guide, inancial plan, and communication device.

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CALIFORNIASOCIETYOFMUNICIPALFINANCEOFFERSAWARD

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DIRECTORYOFOFFICIALS

July1,2014

ElectedOf icialsMayor NatashaJohnsonMayorProTem SteveManosCouncilmember DarylHickmanCouncilmember RobertE.MageeCouncilmember BrianTisdaleTreasurer AllenBaldwin

ExecutiveManagementTeamCityAttorney BarbaraLeiboldCityClerk VirginiaJ.BloomCityManager GrantYatesDirectorofCommunityServices VacantDirectorofAdministrativeServices JasonSimpsonDirectorofPublicWorks VinceDamasseDirectorofCommunityDevelopment GrantTaylorChiefofPolice LeonardHollingsworthFireChief MarkBarr

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CitizensofLakeElsinore

PlanningCommission

CityCouncil

CityTreasurer

PublicFinanceAuthority

LakeElsinoreRecreationAuthority

PublicSafetyAdvisoryCommission

CityAttorney

CityClerk

CityManager

AdministrativeServices PoliceServices

CommunityDevelopment FireServices

PublicWorks CommunityServices

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BUDGETPROCESS

TheAnnual Budget sets forth a strategic resource allocation plan that addresses the City Council’s StrategicGoals.TheBudgetcanbethoughtofasapolicydocument, inancialplan,operationsguide,andcommunicationdeviceallinonedocumentasaguideforthepublicaswellasstaff.

TheBudgetalsoperformsthefollowing:

DeterminesthequalityandquantityoftheCityprogramsandservices.

Detailsexpendituresrequirementsandtheestimatedrevenueavailabletomeettheserequirements.

ConnectstheactivitiesofindividualsCityDepartmentstotheCityCouncil’sStrategicGoals.

Setstargetsandprovidesameansofmeasuringactualaccomplishmentsagainstgoals.

TheAnnualBudgetprovidesthelegalauthorityforexpendituresandmeansforcontrolofmunicipaloperationsthroughout the iscal year. Accordingly, the City Council mandates that a budget be adopted prior to thebeginningofthe iscalyear,whichbeginsJuly1stofeachyear.

Thebudgetprocessgives thedepartmentdirectoranopportunity to justifydepartmentalworkprograms, toproposechangesinservices,andtorecommendrevisionsinorganizationalstructureandworkmethods.ItalsoenablestheCityManagertoreviewtheseaspectsandmakeappropriaterecommendationstotheCityCouncil.

Presenting the annual preliminarybudget to theCityCouncil usually takesplace inMayof each year,whichallowstheCounciltojudgetheadequacyoftheproposedoperatingprograms,todeterminebasicorganizationalandpersonnel staf ing requirements and to establish the levelofmunicipal services tobe renderedwith theavailable resources. Theannualproposedbudget ispresentedatoneof theCityCouncilmeetingduring themonthofJuneofeachyearforadoption.

The City of Lake Elsinore iscal year begins each July 1st and concludes on June 30th. In accordance withfundamental democratic principles, the City embraces citizen participation, especially in key planning andresourceallocationactivities. Inaddition,Departmentsobtaincitizen inputthroughBoardsandcommissionmeetings,Mayor’sNightOutforums,publichearings,andotherformsofwrittenandoralcommunication.

The AdministrativeServicesDepartment began the annual budget process in March2014.The budget teamupdatedthe policiesandproceduresforbudgetpreparation,createdthebudgetprocesscalendar, andpreparedcurrentbudgetschedulesforeachdepartmenttouseinpreparingthe newbudget.

OnMarch 12, 2014 a Budget KickoffWorkshopwas held with the CityManager, Department Directors, and Department Analysts. This workshop included a brie ing on the status of the current iscal year budget, areview of the iscal year 2014‐15 budget process calendar, and a discussion on essential principles and elements of the budget process.Staff was provided with a practical application to assist in the developmentof thedepartmentalbudgetrequests,which included thefollowing:

Reviewandevaluatecurrentgoals(andperformancemeasurements);

Identifynewgoalsandprograms;

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BUDGETPROCESS(cont.)

Identifythe impactsof newprogramsonexisting resources, examineorganizational ef iciency,andreallocateexistingresourcestoaddresstheseimpacts;

Identifyadditionalresourcerequirements(ifexistingresourceswillbeexhausted).

Theoperatingbudgetpreparationguidelinesweredistributedatthistime.Theguidelinesserve tooutline thepolicies and procedures to be used in preparing the iscal year 2014‐15 budget. Clearly de ined budget requirements and time sensitive budget document objectives were discussed, ensuring complete andaccurate understanding by all. The milestones were outlined in the guidelines, along with the concurrentdevelopmentof inancialprojections,objectives,and requirements at the staff level.With this approach, thepolicies and priorities that guide expenditure considerations were incorporated into the proposed budgetprior to formal submissiontotheCityCouncil.

TheCityManagerandkeyAdministrativeServicesDepartmentstafflaterheldindividualmeetingswitheachde‐partmenttoassistinthebudgetprocess.Assistancewasprovidedtoeachdepartmentinreviewinghistoricalexpenditure information, personnel costs, and in re ining departmental goals, objectives, and performancemeasures.

For the purpose of budget preparation and formulation, department budget submittals consisted of detail byexpenditurelineitem.Speci icjusti icationwasrequiredforthefollowing:

Signi icantexpenditurechanges

Personnelcosts, includingalltemporarypersonnelcostsandproposed staf ingreclassi ications

Contractedservicesandsupplies

Purchasesofnewequipment(greaterthan$5,000)

Outlaysforimprovementsandfacilityrepairs

Allspecialprojectexpensesandone‐timeexpenses

Travel,conference,andeducationexpenses

Dues,memberships,andpublications

Reviewandanalysiswasconductedofeachdepartment’srequest.The review of the budget requests includedcomparative analysis of historical and current expenditure levels. Revenue estimates were compiled fromdepartment projections. Five‐year revenue and expenditure projections were developed by the Administra‐tiveServices Department to assist in identifying the long‐range impacts of proposed staf ing and programchanges.The informationwascompiledforCityManagerreview.

In the last two weeks ofApril, CityManager andkeyAdministrativeServicesDepartment staff heldmeetingswith each Department Director to discuss their department budget request and to obtain additionalinformationtoassist intheassessmentof therequests.Followingthisreview, DepartmentDirectors adjustedlineitemrequestsinaccordancewiththeCityManager’s direction.

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BUDGETPROCESS(cont.)

Finally, a budget workshop is held with the City Council to receive public comment and to review thecomponentsof theproposedbudget,priortoformalconsideration foradoption. Anychangesormodi icationsbasedonthisreviewwillbepreparedbyAdministrativeServices.

TheLakeElsinoremunicipalcoderequiresthattheCityManagersubmittheproposedannualbudgetandsalaryplantotheCityCouncilforapproval.

TheCityCouncilapprovestheannualoperatingbudgetsubmittedbytheCityManagerpriortothebeginningofthenew iscalyear. All appropriations lapse at year‐end, except for those relating to encumbrances,whichare approved for carryover to the subsequent year. TheCityCouncil has the legal authority toamend thebudgetatanytimeduringthe iscalyear.TheCityManagerhas the authority to make adjustments within de‐partmental budgets.Adjustments between departmentsandadditionalappropriationsrequiretheapprovaloftheCityCouncil.

Budgetary controls are maintained to ensure compliance with the budget as approved by the City Council.The level of budgetary control (that is, the level at which expenditures cannot legallyexceedtheappropriat‐edamount)isatthedepartmentlevel.

Department directors and other management staff with budgetary responsibilities are provided with bi‐weekly budget versus actual expenditure reports. Quarterly inancial statements are prepared for the CityCouncil, which include a budget‐to‐actual analysis for both revenues and expenditures.Revenueprojectionsarerevisedaspartofthemid‐yearbudgetanalysis,andappropriationsareadjustedifrequired.

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BUDGETCALENDAR2014‐15

FEBRUARY

MARCH

APRIL

MAY

JUNE

ONGOING Bi‐weeklybudget/actualreportsreviewed Quarterly inancialstatementsprepared Mid‐yearbudgetanalysisandrevision

Preparestaffreportsandproposedbudgetdocuments Counciladoptionof inaloperatingandCIPbudgets Council adoption of schedule of authorized positions and Gann

AppropriationsLimit

Departmentaloperatingbudgetsubmittalsreviewed PreliminaryoperatingandCIPbudgetsprepared Five‐year inancialprojectioncompleted PublicbudgetworkshopwithCityCouncilallowingforpublicinput

RevenueestimatescompletedbyAdministrativeServices BudgetanalysispreparedforCityManager’sreview CIP project timing and priorities modi ied based on available

resources

Developmentofprogramgoalsandobjectives Developmentofperformancemeasures BudgetrequestssubmittedtoAdministrativeServicesforreview ProposedCIPprojectssubmittedtoAdministrativeServices

Developmentofbudgetparameters/strategicgoals DistributionofBudgetPreparationManual BudgetworkshopwithkeyCitystaff

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UNDERSTANDINGTHEBUDGETDOCUMENT

This budget document provides the public with concise and readable information about City governmentanddisplaystheCity’sobjectivesandbudgetfortheFiscalYear2014‐15.

The budget document beginswith the CityManager’s transmittal letter, which provides an overview of theFY2014‐15 Operating Budget by highlighting programs and major projects. The budget document is thendividedintothefollowingsections:

Introduction BudgetSummaries GeneralFund LakeElsinorePublicFinanceAuthority LakeElsinoreRecreationAuthority SuccessorAgency FiveYearForecast CapitalImprovementProgram Appendix

TheBudgetSummariessectionprovidesrevenueandexpenditureanalysis.Thissectionpresentshistoricalandcategorical data for comparative purposes, and includes a ive‐year projection of revenues and expenditures.Staf inglevelsarealsosummarized.

The Operating Budgets section contains the programdescription, key objectives, performancemeasures, andresource allocation plans for each operating program. Budget information is organized by department andidenti iesthemajorservicesprovidedbytheCity.

Finally,theAppendixincludes:

GlossaryofTerms

Additional information on the City’s iscal affairs is available in the following documents, w h i c h areavailableat:http://www.lake‐elsinore.org/Departments&Services/DepartmentsA‐G/AdministrativeServices/Finance/FinancialReports

City’sMonthlyTreasurer’sReport QuarterlyFinancialStatements ComprehensiveAnnualFinancialReport

For further information, please contact the Lake Elsinore Administrative Services Department at (951)674‐3124.

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DESCRIPTIONOFFUNDS

The City of Lake Elsinore revenues and expenditures are accounted in a series of funds. Each fund is anautonomous accounting entity, established in accordance with legal and professional accounting standards. Funds are used to segregate the various inancial activities of a governmental entity and to demonstratecompliance with speci ic regulations, restrictions or limitations,(i.e.,demonstratingthatrestrictedrevenuesarespentonlyforallowedpurposes).

Fundsusedingovernmentareclassi iedintothreebroadcategories:governmental,proprietary and iduciary. Governmental funds include activities usually associated with the operations of a typical state or localgovernment (public safety, general government activities, etc.). Proprietary funds are used in government toaccount for activities often found in the private sector (utilities, stadiums, and golf courses are prime examples).Fiduciary funds are utilized in situations wherethegovernmentisactingina iduciarycapacityasatrusteeoragent.

ThefundsutilizedbytheCityofLakeElsinoreareasfollows:

GOVERNMENTALFUNDS

GeneralFund:This is the general operating fund for the City, utilized to account for all resources not required to beaccountedforinanotherfund.

SpecialRevenueFunds:SpecialRevenueFundsareusedtoaccountforspeci icresourcesthatarelegallyrestrictedto expenditureforparticularpurposes.

Supplemental Law Enforcement Services Fund(SLESF)–The City maintains this fund to account forthe Supplemental Law Enforcement Services (SLESF) monies, which are exclusively expended to provide front line law enforcement services provided by the State of California. These monies supplement existing services and are unable to be used to supplant any existing funding for law enforcement services provided by the City.

Local Law Enforcement Block Grant (LLEBG)/Justice Assistance Grant (JAG) Fund – This fund wasoriginallyestablishedforLLEBGbuthasbeenreplacedwithJAG.Thisfundwasestablishedtoaccountforagrantreceived throughtheDepartmentof JusticetosupportlawenforcementservicesactivitiestopreventandcontrolcrimewithintheCity.

Of iceofTraf icandSafetyFund–ThisfundistoaccountformoniesreceivedforagrantbytheStatetolocalandstatepublicagenciesforprogramsthathelpthemenforcetraf iclaws,educatethepublicintraf icsafety, and provide varied and effective means of reducing fatalities, injuries and economic losses fromcollisions.

Traf icOffenderFund–This fund is forthepurposesofreceivingandexpendingadministrative feesadministrativefeesgeneratedfromchargestodriverswhohavebeenarrestedforDUI,whoaredrivingonsuspended/revokedlicenses,orhaveneverbeenissuedadriver’slicense.Thesefundsmayonlybeusedtofurtherthetraf icsafetygoalsoftheCityandaresubjecttoOTSaudit.

Miscellaneous General Project Fund – The City maintains this fund to account for miscellaneousgeneralprojectsoftheCity.

AffordableHousinginLieu–TheAffordableHousing fundcontains theassetsaswell as loan and rentalincomefromtheformerRedevelopmentAgencywhichhavebeen transferredtotheCityofLakeElsinore.

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DESCRIPTIONOFFUNDS(cont.)

DeveloperAgreementFund–Thisfundismaintainedtoaccountfordeveloperlotfees.

MiscellaneousGrantsFund–This fundwasestablished to trackexpendituresandrevenues frommiscellaneousFederal,StateandCountygrantsrequiringsegregatedfundaccounting.

GasTaxFund–TheCitymaintainsthisfundtoaccountfortheHighwayUser’sTax revenuesreceivedfromtheStateofCaliforniaunderSections2013,2105,2107,andoftheStreetsandHighwaysCode.

TransportationUniformMitigationFeeFund(TUMF)–UndertheTUMF,developersofresidential,industrial,andcommercialpropertypayadevelopmentfeetofundtransportationprojectsthatwillberequired because of the growth the projects create. TheWesternRiverside Council of Governmentsadministers theTUMF. TheTUMFfundsboth localandregionalarterialprojects.Localareaprojectsreceive48.1%ofallfundsandthefundsareprogrammedineachof ive“zones”proportionatelytothefeespaid.Thesezoneprojectsareproposedbylocaljurisdictions.

Transportation/MeasureAFund–This fund was established to account for the City’s share of theCounty of Riverside’s additional one‐half percent sales tax allocation. Thesemonies arerestrictedforuseonlocalstreetsandroads.

SenateBill821BicycleandPedestrianFacilitiesProgramFund–ThisfundtracksthegrantrevenueandexpendituresreceivedfromRCTCforeligibleprojects. Eachyear2%oftheLocalTransportationFund (LTF) revenue ismadeavailable foruseonbicycle andpedestrian facilityprojects through theCommission's SB 821 Program. All of the cities and the county are noti ied of the SB 821 programestimateofavailable fundingandarerequested tosubmitprojectproposals.Eligibleprojects includesidewalks,bikepaths (Class I),bike lanes (Class II),bike routes (Class III), andaccess rampsor curbcuts.

SenateBill1186CaliforniaDisabilityAccessandEducationFeeFund–Thisfundcollectsandtracksthe law required State fee of $1.00on every applicant for a local business license or renewal. Thepurpose is to increase disability access and compliance with construction related accessibilityrequirementsandtodevelopeducationalresourcesforbusinessesinordertofacilitatecompliancewithFederalandStatedisabilitylaws.

Traf icSafetyFund–UsedtoaccountforrevenuegeneratedfromenforcementofCaliforniavehiclecodesandcityordinances.Theserestrictedfundsmaybeusedonlyfortraf icsignals,schoolcrossingguards,andotherrelatedtraf icsafetyexpenditures.

Development ImpactFees–Thesefundsareusedtotrackrevenuesandexpendituresoffeescollectedbydeveloperstomitigateimpactsofnewdevelopmentnthelevelofservicecapacity.

Lighting,LandscapeandMaintenanceDistrict (LLMD)Funds–These funds account for revenuesderived from annual assessmentswhich are used to pay the costs incurred by the City for landscapemaintenanceandstreet lightmaintenance. Bene it assessments, and a special tax are charged to property owners within the District (City), and funds are received to provide recreation, park development, street lighting, slope maintenance, refuse collection, emergency road construction andmaintenance,andlibraryservices.

21


GeothermalFund –A fund to track expenditures for State grantmonies used tomaintain hotwaterwellsownedbytheCity.

CommunityDevelopmentBlockGrant(CDBG) –This fund is used to account for grants received fromtheU.S.Department of Housing andUrbanDevelopment (HUD). The grants are used for the communitydevelopmentactivitiesandprojects.

National Pollutant Discharge System (N.P.D.E.S.) Fund – This is to track fees assessed to propertyownersforN.P.D.E.S.program,whichismandatedbythefederalgovernment.Thisrequirescitiestocleanupstormwaterrunoff.

PublicEducationandGovernmentGrantFund –This fund is used to track the expenditures used topurchaseapplicablemediaequipment.

CommunityFacilitiesDistricts(CFD) –ThesefundsareestablishedbytheCityasmeansofobtainingcom‐munityfundingtobeusedtopayforpublicworksandotherpublicservices,maintenance,newconstruction,anddebtservicepayments.

PublicImprovementIn‐Lieu–ThisfundaccountsforspecialdesignatedimprovementstoCityproperty,inancedbydeveloperfees.

AssemblyBill766AirPollutionReduction –This account for revenue South Coast Air Quality Boardrequirementstodevelopsystemstoreduceairpollution.

Successor AgencyHousing Fund – This account is used to track low and moderate‐income projects.Expendituresforthisfundarerestrictedtolowandmoderateincomehousingprojects.

DebtServiceFund:

Debt Service funds are used to account for the accumulation of resources and payment of all generallong‐termdebtobligationsoftheCityandrelatedentities.Thesefundsareusedtoaccountforthe paymentof interestandprincipal.

CapitalImprovementProjectFund:

Capital ImprovementProjectFundareusedtoaccount for inancialresourcesusedfortheacquisitionandimprovementofmajorcapitalfacilities.

22


FIDUCIARYFUNDS

Private‐Purpose Trust Funds are used to account for resources held and administered by the reportinggovernmentwhenitisactingina iduciarycapacityforothergovernments.

SuccessorAgencytotheRedevelopmentAgency(SARDA)DebtServiceFund ThisfundisusedtoaccountforpaymentobligationsofthesuccessoragencyasaresultoftheState’sdissolutionofRedevelopmentAgen‐cies.

EndowmentTrustFund–ThisfundistoaccountforassetsheldbytheCityasatrusteecapacityfortheAdolphKornEstate.MoneyisheldforbuildinganurseshomefortheproposedmedicalfacilityintheCity.Until that time, interestearnings fromtheestateareusedasascholarshipfund forcollegetuition forstu‐dentsseekingadegreeinthenursing ield.

23

SUMMARYOFACCOUNTINGPRINCIPLES

FUNDACCOUNTING

The accounts of the City are organized basedon funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self‐balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to, and accounted for in individual fundsbased upon the purposes for which they are to be spentandthemeansbywhichspending activitiesarecontrolled.Thevariousfundsare grouped in the inancial section in this report intogeneric fund typesandbroadfundcategories asfollows:

GovernmentalFunds FiduciaryFunds

GeneralFund Private‐PurposeTrustFunds

SpecialRevenueFund

DebtServiceFund

CapitalProjectsFunds

ACCOUNTINGBASISAll governmental funds are accounted for and budgeted using the modi ied accrual basis of accounting.Their revenues are recognized when they become measurable and available as net current assets. Theprimary revenue sources susceptible to accrual are property and sales taxes, franchise fees, transient occupancy taxes, investment income, ines and forfeitures collected by County courts, andmotor vehicle‐in‐lieusubventions.

Expenditures aregenerally recognized under themodi ied accrual basis of accountingwhen the relatedfundliability is incurred.An exceptionto thisgeneralrule is principal and interestdueon general long‐termdebtwhichisrecognizedwhendue.

Proprietary and Fiduciary funds are accounted for and budgeted using the full accrual basis of accounting,i.e.,revenuesarerecognized in theperiodearnedandexpensesarerecognized in theperiodincurred.

Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of funds are recorded in order to reserve that portion of the applicable appropriation, is employedinthegovernmentalfunds. Outstandingencumbrancesattheendof the iscal year are recorded asreservation of fund balance since the commitments will be paid in the subsequent year. Encumbrances donotconstituteexpendituresorliabilities.

24

EXPLANATIONOFMAJORREVENUESOURCES

GENERALFUND

PropertyTax: The valuation of property in theCity isdetermined by the Riverside County Tax Assessor. TheCounty levies a base tax at the rate of 1% of assessedvaluation. Approximately 4.78% of the base 1% levy isallocatedtotheCity.

Fiscal Year 2014‐15 revenue estimate for property taxre lects a 7.19% increase over the projected Fiscal Year2013‐14amount.Thisincreaseisare lectionofincreasingpropertyvalues,newcommercialandfranchisefees.

Franchise Fees: The City imposes feesprimarilyonrefusehauling,gas,electric,andcabletelevision operating in the City. The fee is 5% ofgross receipts for utility companies and $500 peryear for towing companies. Overall, a 12.25%increase is projected in Fiscal Year 2014‐15 fromthe Fiscal Year 2013‐14 estimated amounts. Thisincrease is a result of anticipated increase inelectricityratesandusageandcablesubscribers.

Sales and Use Tax: In accordance with the CaliforniaRevenue and Taxation Code, the State of California imposes a8%sales anduse taxonall taxable sales in theCity. Of that 8%, the Cityreceives1%ofthetaxablesalesin theCity. SalesandUseTax is theCity’s largestrevenuesource representing 22.82% of the total General Fundrevenues. Asaresult, theFY2014‐15revenueprojectionsfor sales tax re lects a 3.11% increase from FY 2013‐14estimates.This increase isprimarilyduetoan anticipatedincrease in consumeractivityaseconomicindicatorsbegintoshowaslightturnaroundintheeconomy.

25

EXPLANATIONOFMAJORREVENUESOURCES(cont.)

PropertyTransferTax:TheLakeElsinoreMunicipalCodeauthorizestheimpositionfatransfertaxonrealpropertysoldintheCity.Thetaxrateid$0.275foreach$500ofpurchasevalue.TheamountprojectedforFY2014‐15of$245,000representsanincreaseof$20,000fromFY2013‐14.

SpecialAssessmentsforService:Feesorservicechargesareimposedontheuserforaservicetypeforoperatingactivitiesanddonotresult in thepurchaseorconstructionof ixedassets. In iscal year 2014‐15,Special Assessment revenue is projected to increase $876,211 from an estimated $2,200,389 in iscal year2013‐14to$3,076,600in iscalyear2014‐15.

Licenses,Permits&Fees:TheCaliforniaGovernmentCodeandStateConstitutionauthorizestheCitytoassesscertainlicenseandpermitfeesasameansofrecoveringthecostofregulatingvariousactives.Examplesincludebuildingpermits andbusiness license. In iscal year 2014‐15, Licenses, Permits and Fee revenue isprojectedtoincrease24.09%,or$1,327,070fromanestimated$5,507,805in iscalyear2013‐14toaprojected$6,834,875in iscalyear2014‐15.

Intergovernmental: Intergovernmental Revenues include grants and other sources of revenue from governmental agencies.Major intergovernmental revenues include Motor Vehicle in Lieu and the MotorVehicle in Lieu Triple Flip, FEMA Grants, Fire Grants, LawEnforcement Grants, Transportation RevenueandLakeGrants. Theestimatedintergovernmentalrevenuefor iscalyear2014‐15increasedby$569,362,or204.51% primarily as a result of the three Captain positions on medic truck #97 funded by the County ofRiverside.

Fines and Forfeitures: TheCityVehicleandPenalCodesimpose inesandpenaltiesfortraf icviolationsandvehicularparking.TheserevenuesarecollectedbyRiversideCountythroughtheCountycourtsystemandaportiondistributedtotheCity, lessanadministrative fee. TheCityhastheresponsibilityforadministeringandcollectingparkingcitation ines.

Reimbursements: Thiscategoryofrevenueincludestherecoveryofpersonnelcoststhatareallocatedtovarious capital improvement projects, and are thus reimbursed by various special revenue funding sources.AlsoincludedinthiscategoryistheLakeElsinoreRecreationAuthorityRDAleasepayment. ThispaymentisreimbursingtheGeneralFundformakingthedebtservicepaymentonthisbond.

InvestmentEarnings:TheCitypoolsitsavailablecashfromvariousfundsandinvestsininstrumentsaallowedintheCity’sinvestmentpolicyapprovedbyCityCouncil.Earningsareallocatedtovariousfundsonthebasisofproportionatecashbalances. A46.15%decreaseininvestmentearningsisanticipatedinFiscalYear2014‐15.

26

EXPLANATIONOFMAJORREVENUESOURCES(cont.)

OTHERFUNDS

GasTaxFund: TheState ofCalifornia assesses a taxon gasolinepurchases as authorizedbySections2015,2016,2107,2107.5and2103 oftheCaliforniaStreetsandHighwaysCode. Section2105(b)allocated11.5%ofthetaxrevenuesinexcessof9centspergallonmonthlyamongcitiesbasedonpopulation. Section2106revenuesequalto1.04centspergallonandareallocatedasfollows:$7.2millionperyeartotheStateBi‐cycleTransportationAccount,$400permonthtoeachcity,and$800permonthtocounties,withtheremainderof theresidualamount toeachcountyandthecities in the thatcountybasedonregisteredvehicles. Section2107providesmonthlyallocationsof1.315centspergallonofgasoline,1.8centerspergallonofdieseland2.59centsperlique iedpetroleumgasasfollows:Eachcitywithsnowremovalcostsinexcessof$5,000isallocated50%ofthecostexceeding$5,000,theremainderisallocatedtocitiesbasedonpopulation.Section2107.5areallocatedannuallyinJulytocitiesin ixedamountsbasedonpopulation. Thissectionfundsmustbeusedforengineeringcostsandadministrativeexpensesrelatedtocitystreets.Section2103(Prop42Replace)providesforthedistributionofthenewgasolineexcisetaxrevenuesunderthe2010fueltaxswap.Theserevenuesareallocated as follows: State transportationdebt service, 44%StateTransportation ImprovementPlan (STIP),12%StateHighwayOperationandProtectionProgram(SHOPP—thestateshighwayimprovementprogram),and44%evenlysplitbetweencitiesandcounties.Section2103fundsareallocatedtocitiesonapercapitaba‐sis.Gastaxrevenuesisprojectedtodecrease$163,138,or12.24%inFiscalYear2014‐15overprojectedFiscalYear2013‐14.ThisdecreaseisduetoanumberofadministrativeerrorsandchangesininterpretationoftheSection2103allocationandrelatedprovisionsbytheState(formerProp42funding).

Measure A: In 1988 when voters approvedMeasureA,RiversideCounty’shalf‐centsalestax for transportation congestion. In 2002,MeasureAwasextendedbyRiversideCountyvoters.Now,MeasureAwillcontinuetofundtransportation improvements through 2039.MeasureArevenueisprojectedto increaseto $1,137,000 in Fiscal Year 2014‐15, a7.06%increasefromFiscalYear2013‐14.

27

DEBTADMINISTRATION

In February 1990, the Public Financing Authority (PFA) was authorized to issue $500,000,000 in revenuebondsforthepurposeofenablingthePublicFinancingAuthoritytoacquirecertainquali iedobligationsoftheCityortheformerRedevelopmentAgency.TheBondswereissuedtoprovidefundsto inancetheacquisitionandconstructionofland,buildings,equipmentandothercapitalimprovements.The2014‐15 iscalyeardebtservicerequirementsfortheabovementionedobligationsareasfollows:

28

GANNAPPROPRIATIONSLIMIT

Article XIIIB of the California State Constitution, more commonly referred to as the Gann InitiativeorGannLimit,was approvedbyCalifornia voters inNovember 1979, andplaced limits on the amount of proceeds oftaxes that state and local government agencies can receiveand spend each year.For cities that incorporatedafter iscal year 1978‐79,thevoterssettheinitialappropriationslimitatthetimeofincorporation.Proposition111wasapprovedbyCaliforniavotersinJune1990,whichprovidednewadjustmentformulas whichmaketheappropriationslimitmoreresponsivetolocalgrowthissues.EachyeartheCityCouncilmustadoptbyresolutiontheappropriationslimitforthefollowingyear.FollowingisthecalculationoftheCity’sGannAppropriationsLimitfor iscalyear2014‐15:

FiscalYear2013‐14AppropriationsLimits………................................................................................................................$73,075,959

CityPopulationGrowth 2.30%

PerCapitaPersonalIncomeChange......................................................................................................................................................‐.23%

FiscalYear2013‐14AppropriationsLimit($73,075,959x1.0230x0.9977)…………………………...……..….…$77,575,034

Appropriations subject to the limit in the iscal year 2014‐15 budget total $23,076,212which is$53,755,852less 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 beunaffectedbytheappropriationslimit.However,any supplemental appropriations funded through increasedtax sources would be subject to the appropriations limit and could not exceed the $53,755,852 variance indicated. Further, any overall actual receipts from tax sources greater than $53,755,852 from budget estimateswill resultinproceedsfromtaxesinexcessoftheCity’sappropriationslimit,requiringrefundsoftheexcess within the next two iscal 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 anticipatedinthefutureduetothemarginbetweenthelimitandtaxrevenue.

29

COMMUNITYPROFILE

GENERALCITYDATA

DateofIncorporation April9,1888FormofGovernment CityManagerArea 43SquareMilesLakeSurfaceArea 3,000AcresPopulation(2014) 56,718AnnualAverageTemperature 78.5DegreesAnnualAverageRainfall 11"NumberofPoliceOf icersper1,000Residents .92NumberofFireStations 4NumberofParks 18CityRecreationAreaandCampground 71acres

INCOMEandHOUSINGDATA:

MedianHouseholdIncome $64,327AverageHouseholdIncome $75,998NumberofHouseholds 16,343MedianHouseholdSize 3.5MedianFamilySize 3.8MedianAge 30.5MedianHousingPrice $222,500

EDUCATIONALDATA:

LakeElsinoreUni iedSchoolDistrict NumberofSchools 24NumberofTeachers 969NumberofStudents 21,400

NumberofPublicLibraries 2

30

LOCATORMAP

31

BUDGETSUMMARIESOVERVIEW

TheBudgetSummariesSectionincludesabreakdownofrevenuesandexpendituresbyfundsincludingGeneralFundspeci icsandCitytotals.Thegraphsandsummariespresentedincludethefollowing:

GENERALFUNDREVENUES…………………………………………………………………………………….……………….…………………..35

GENERALFUNDREVENUESBYSOURCE……………………………………………………………………………………..........................36

EXPENDITUREBYDEPARTMENT–GENERALFUND…………………………………………………………………………………….37

EXPENDITURESUMMARYBYCATEGORY–GENERALFUND……………………………………………………….........................38

EXPENDITURESUMMARYBYDEPARTMENT–GENERALFUND……………………………………………………..…………….39

SUMMARYOFAUTHORIZEDPOSITIONS……………………………………………………………………………………..………………..46

CORESTAFFINGALLOCATIONPLANBYDEPARTMENT…………………………………………………………….………………….47

33

GENERALFUNDREVENUES

35

GENERALFUNDREVENUESBYSOURCE

36

EXPENDITUREBYDEPARTMENT

GENERALFUND

*SubjecttochangeshouldtheCityofCanyonLakecloseFireStation#60.

37

EXPENDITURESUMMARYBYCATEGORY

38

EXPENDITURESUMMARYBYDEPARTMENTGENERALFUND

39

EXPENDITURESUMMARYBYDEPARTMENTGENERALFUND(cont.)

40


41


42


43


44


45

SUMMARYOFAUTHORIZEDPOSITIONS

46

CORESTAFFINGALLOCATIONPLANBYDEPARTMENT

47

CORESTAFFINGALLOCATIONPLANBYDEPARTMENT(cont.)

48


49


50


51

GENERAL FUND OVERVIEW BY DEPARTMENT

The following section includes an expenditure summary with narrative account of the General Fund Operating Budget. The City functions have been categorized by department and operating program, and are presented in the following order:

53

GENERAL FUND OVERVIEW BY DEPARTMENT (cont.)

54

CITYCOUNCILMISSION: To provide an overall quality of life in the City of Lake Elsinore by enhancing our security,

recreation, andneighborhoods,deliveringqualitypublic services, preservingandenhancing theCity's economicprosperity, embracing thediversityof our citizens, andmakingLakeElsinore adesirableplacetoraiseafamily.TheCityCounciloverseestwoadditionalprograms;PublicSafetyAdvisoryCommitteeandCitizenCorp.

Citizens

of

LakeElsinore

MayorProTem

SteveManos

Councilmember

RobertE.Magee

Mayor

NatashaJohnson

Councilmember

DarylHickman

Councilmember

BrianTisdale

55

CITYCOUNCIL

56

CITYCOUNCIL

Division:CITYCOUNCIL

MISSION: TheCityCouncil iselectedbythevotersofLakeElsinoretoestablishandadoptoverallpolicies,legislative andotherwise, to givedirection to theCityManager to ensure effective and ef icientoperationoftheCityandtoidentifythetypesandlevelsofprogramsandservicestobeprovidedtoitsresidents.TheMayorandCityCouncilservetoprovideanoverallqualityoflifeintheCityofLake Elsinore by enhancing security, recreation, and neighborhoods, delivering quality publicservices,preservingandenhancingtheCity’seconomicprosperity,andembracingthediversityofthecitizens.

ACCOMPLISHMENTSFISCALYEAR2013‐14:

Of icially opened the City’s fourth ire station, Station #97 in Rosetta Canyon, including thepurchaseoftheCity’s irstQuintladdertruck.

SupportedpolicyeffortstomoveforwardwithmuchneededintergovernmentalcollaborationandimprovementstoRailroadCanyon/DiamondDriveInterchangeincludingtheapprovalofanadditionalauxiliarylaneonthesouthboundoff‐rampslatedtobeginconstructioninOcto‐ber2014.

ReinitiatedbusinessrecognitioneffortsincludingmonthlynewbusinessannouncementsandBusinessoftheQuarter.

Secured participation in the Riverside County Economic Development Agency’s HOMEConsortiumtooffertheFirstTimeHomebuyerProgramtopotentialhomeownersbeginninginFY2015‐16.

Launched the CityHome Improvement Program (CHIP) providing low incomehomeownerswithupto$5,000ingrantsforexteriorbeauti icationprojects.

Providedmorethan$43,000incommunitysupportfundingtoeightlocalcommunitygroupsand$57,750inCDBGfundingto ivelocalnonpro itsforFY2014‐15.

Provided inancialsupporttothelocalChamberofCommerceforeconomicdevelopmentandvisitor’sbureauactivities.

GOALSFISCALYEAR2014‐15:

Maintainregular,ongoingparticipationinregional,statewideandnationalintergovernmentalcommitteessuchastheLeagueofCaliforniaCities,WesternRegionalCouncilofGovernments,andRiversideTransitAgency.

Maintain and participate in ongoing communication and regional efforts to address localhomeless issues toensuremutuallybene icialoptions for thecommunity, thehomeless,andtheregion.

Expand business recognition and collaboration efforts including new business announce‐ments,businessofthequarterand/orbusinessretentionvisits.

57

CITYCOUNCIL

Division:CITYCOUNCIL

GOALSFISCALYEAR2014‐15(cont.):

Supportpolicydecisionsthatimprovetraf iccongestionincludingplansfortheRailroadCan‐yon/DiamondDriveInterchangeandHighway74/GunnersonAvenueimprovements.

SupportCityeffortstoexpandspecialneedsactivitiesandopportunitieswithintheCitysuchasadditionstocommunityparksorconditionsonfuturedevelopments.

RestoretheVeteran’sMemorialCommitteetocompletearedesignandinstallationofanewmemorial.

ProtecttheCity’s inancialstrengthwith iscalpolicies, ive‐yearprojections,andabalancedbudgetbyJune2015.

ReviewandprioritizetheCity’sCapitalImprovementProjectsincludingtheestablishmentofrealistictimelinesand/or inancialconstraints.

Provide inancial assistance to nonpro it agencies for community programs and groupsthrough the Community Services funding program and Community Development BlockGrants.

ProvidecleardirectionandsupportforresponsibleandpositiveeconomicdevelopmentandtourismwithintheCityincludingevaluatingandassigning inancialresourcestokeygroupsincludingtheChamberofCommerce/VisitorsBureau.

ImplementaRegionalCoordinatedMarketingProgramandreviewotherproposed fee, ser‐viceorordinancechangestoreducepetoverpopulationandcosts,whileexploringfuturepos‐sibilitiesofano‐killcommunity.

AssessCity‐widerevenueresourcesincludingconductingfeestudiesandreviewingapplica‐blefranchiseagreementfees.

Expand theCityHome ImprovementProgram(CHIP) toprovidemore fundingpergrant tohaveagreaterimpactonneighborhoodbeauti icationefforts.

58

CITYCOUNCIL

Division:PUBLICSAFETYADVISORYCOMMITTEE(PSAC)

MISSION: PublicSafetyAdvisoryCommission (PSAC) ismadeupof ive communitymembersorbusinessownersappointedby theCityCouncil. TheCommissionservesasa conduitof information forCity residents andbusinesses to express their concerns regarding traf ic andpedestrian safety,lake safety, code enforcement, animal control, and emergency services. The Commission alsoinvestigates,reviewsandanalyzestraf icandpedestriansafety,lakesafety,codeenforcement,an‐imal control, and emergency services issues. PSAC assists in developing traf ic, pedestrian andlake safetyprogramsthatwillhelpreduceand/orpreventaccidents, injuriesanddeathsonthelakeandroadwayswithintheCity.Maintainongoingdialoguewithvariouscommunityorganiza‐tions.Reviewandsuggestdisasterplanning,preparednessandcrisismanagementprogramsandresourcesforfurtherconsiderationbytheCityCounciland/orstaff.


Rede ined the PSAC roles and responsibilities including adoption of changes to the LakeElsinoreMunicipalCode.

Restored theCommissionwith four newCommissioners in coordination anddirectionwiththeCityCouncil.

FormallyestablishedthedateandtimeofthePSACmeetings.


Review and update ordinances, policies and procedures related to public safety such asnuisances,lakesafetyand/orlighting.

Reviewschoolcirculationandtransportationimprovementsuggestionsforconsideration.

Reviewneighborhoodcalmingstudiesandbestpracticestopreventhighspeedsandrecklessdrivinginneighborhoods.

Createpublic outreach opportunities for educationon critical public safetymeasures in thecommunityincludingCrime‐FreeMulti‐housing,emergencypreparedness,citizensemergencyresponseteamandlakesafety.

59

CITYCOUNCIL

Division:CITIZENCORP

MISSION: Volunteer based program to harness the power of every individual through education, training andvolunteerservicetomakethecommunitysafer,strongerandbetterpreparedforterrorism, crime, public health issues and disasters of all kinds. Citizen Corp has three sub‐committees, whichfocusonfunding,recruitmentandtraining.


Conducted4‐CERTandoneteenCERTclasses.

CompletedEmergencyOperationPlan.

Plannedandfacilitated2013ShakeOutExpo.


Add4moreteenCERTclasses.

PurchasetabletsfortheEmergencyServicesstaff.

AddtwoteenCERTclassesandoneSpanishCERTclass.

EstablishapermanentlocationforatrainingfacilityorEmergencyOperationsCenter(EOC).

60

CITYTREASURERMISSION: TheCityTreasurer iselectedby thevotersofLakeElsinore tomonitor andvalidate thesafe

collection,investment,custodyanddisbursementofCityfunds.TheCityTreasureservesafour‐yeartermandworkscloselywiththeCityManagerandAdministrativeServicesDepartments.TheCityTreasurerisamemberoftheMayor’sAuditandBudgetCommittee.

Citizens

Of

LakeElsinore

CityTreasurer

AllenBaldwin

61

CITYTREASURER

ACOMPLISHMENTSFISCALYEAR2013‐14:

ParticipateasamemberoftheAudit/BudgetCommitteeinaccordancewithCityPolicy.

CollaboratewiththeAdministrativeServicesDirectoronallmattersregardingtheCouncil'sInvestmentPolicy.

Continue working on the establishment of a comprehensive audit policy that includesprovisionforanauditcommitteeoftwocouncilmember'sandthetreasurer.

Reviewandgiveinputinto inancialbudgetprocessforcurrentyearand iveyearbudgetpro‐jections.


Review and give input into inancial budget process for current year and ive year budgetprojections.

Cooperate with the Audit/Budget Committee in the creation of a ive year budget and anassociatedStrategicPlan.

ServeasamemberoftheBudgetCommittee,alongwithtwoCouncilmemberswithsupportfromCityManagerandDirectorofAdministrativeServices.

Continue working on the establishment of a comprehensive audit policy that includesprovisionforanauditcommitteeoftwocouncilmembersandthetreasurer.

62

CITYATTORNEYMISSION: TheCityAttorneyservesaslegaladvisortotheCityCouncil,CityManager,andthevariousCity

departments,commissions,committees,andboards.TheCityAttorneypreparesandapprovesfor legality themajority of proposed City ordinances, resolutions, contracts, and other legaldocuments.TheCityAttorneyalsorepresentstheCityinalllitigation.

CityCouncil

CityAttorney

BarbaraLeibold

63

CITYATTORNEY

ACOMPLISHMENTSFISCALYEAR2013‐14: AdvisedCityandSuccessorAgencyinredevelopmentdissolutionprocedures,preparationof

ROPS,LongRangePropertyManagementPlan;HousingandOtherFundsDDRs,andrepre-sentedSuccessorAgencyinOversightBoardmeetingsandSCOaudit.

SecuredDOFapprovalofLERABondrefundingandRealPropertyTaxtrustFunds(RPTTF)allocationforCityreimbursementofdebtservice.

Secured RPTTF funding for Stadium Capital improvements and ongoing management,maintenanceandoperations.

Structuredinexcessof$8.5millionofRPTTFtowardcityandhousingloanrepayments.

Obtainedinexcessof$102,000inrestitutiontoCityfromGlobalCaptiveBreedersinconnec-tionwithanimalcrueltycase.

AssistedCity staff onnumerousprojects including the successful and timelyupdate to theCity’s Housing Element, Annual Housing Element Progress reporting and consistency up-datestotheCity’sZoningOrdinanceandLEMC.

RepresentedandprotectedCityinterestsindealingswithEVMWD,WRCOGandRCAincon-nectionwithissuesinvolvingtheBackBasin,MSHCPandTUMFimplementationandrelatedmatters.

Monitored and continued implementation of Amended and Restated DDA, DevelopmentAgreement, Golf Course CC&Rs, Conservation Easements and related documentation(McMillin-Summerly/Civic).

GOALSFISCALYEAR2014‐15: Toprovidetimely,cost-effectivequality legalservicestotheCityCouncil, theCityManager

andallCitydepartments,boards,commissionsandcommittees inachieving theCityCoun-cil’sgoalswhilelimitingriskandcoststotheCityofLakeElsinore.Toattendmeetings,con-ferencesandworksessionsasneededordirected.

PreparerecommendationstoCityCouncilregardingOrdinanceadoption/revision&Munici-palCodeupdate.

Prepareandreviewalllegaldocumentsandcontracts,increasestaffandpublicof icialtrain-ingbypreparationandpresentationoftrainingmaterialsandcontinuedpreparationandim-plementationofstandardizedformsandcontracts.

64

CITYATTORNEYGOALSFISCALYEAR2014‐15(cont.):

Assist CityManager and Administrative Services Department in connectionwith develop-mentimpactfeestudiesandLEMCupdates,costrecoverysystemsandfeeschedules.AssistandinsureproperimplementationofDevelopmentAgreements.

AdviseCityManagerandstaffregardingBackBasinconservation, loodstorage,404permitandregulatorycompliance,potentialdevelopmentactivityandLakerelatedprojects.

AssistCityManagerandstaffontheimplementationandprioritizationoftheCity’sEOCplan-ningandprocedures.

ContinuetoguidetheSuccessorAgencyinthepreparationoftheROPS,implementationofitsenforceableobligationsandPropertyManagementPlan topromote localprojectsandpro-tect localassets. Represent theSuccessorAgency inalldealingswith theOversightBoard,DOF,SCOandlocaltaxingagencies.

65

CITYCLERKMISSION: Tocompileandmaintaintheof icialrecordsoftheCityandtomakethemreadilyaccessibleto

all;toconductfairandimpartialmunicipalelections;toprepare,certify,and/oradheretopublicnotice requirementswith regard to legal documents, ordinances, resolutions, public hearings,etc.; to codify anddisseminate the City’sMunicipal Code; to promotepublic awareness of theprocesses of government; to provide meeting, administrative, and legislative support to theMayor,CityCouncilmembers,anditsCommissionsandCommittees.

CityClerk

VirginiaBloom

MeetingsandElections RecordsManagement

Council/CommissionSupport Archival,Retrievaland

Research

ElectionsandFairPoliticalPracticesCommission(FPPC)

Filings PublicRecordsRequests

LegislativeHistory DocumentDestruction

AgendaProcess

Contracts/AgreementsProcess

DocumentScanning

66

CITYCLERK


Implement an electronic staff report and agenda management system to streamline thepreparationprocess,reduceerrors,trackingoflegislativeactions,uniformityofStaffReports,Resolutions,OrdinancesandAgreementsandassistwithdocumentmanagement.

Update the City’s website to incorporate electronic agendas for public access andimprovements.

CreatealegislativecalendarforbetteradministrationandtrackingofCouncilappointmentstootherlegislativeorganizations.

HireandtrainaDeputyCityClerkforbetterof icemanagementandcustomerservice.

Review of all off‐site storage documents for purging of documents pursuant to recordsretentionschedule.

Recruited volunteers for appointment to both the Planning Commission and Public SafetyAdvisoryCommission.


Implementanelectronicportalofpublicaccess toallpublic recordsand trackingofpublicrecordsrequests.

TrainpersonnelforupcomingCityGeneralElection.

ImplementaRecordsManagementprogramforcitywiderecordsnamingand ilingsystem;andbetterimplementationofrecordretentionschedules.

67

CITYCLERK


Training of personnel on FPPC iling requirements of Statements of Economic Interests,CampaignreportingandEthicsTraining.

CreateaCityDirectorytoincludeallcommissions,committeesandadhocadvisorygroups.

ImplementationofaPassportProgram,hiringandtrainingofpersonnel.

Implement an electronic voting system on the dais for legislative tracking purposes andtransparency.

DevelopmentofaContractsManagementandTrackingsystem.

Implementationofanon‐lineCampaignFinanceandStatementsofEconomicInterests ilingsystem.

FinalizeCityClerk’sDepartmentProceduresManual.

ReviewandreviseallCouncilPolicieswithCityAttorney.

Continue education of director and staff for certi ication programs and associationcommittees.

ImplementaCityClerk’sfeescheduleforservices.

Build Council Member webpages identifying which subcommittees and other legislativebodieseachparticipateinonbehalfoftheCity.

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CITYMANAGERMISSION: TheCityManagerisappointedbytheCityCounciltoserveastheChiefAdministrativeOf icer

of theorganization. TheCityManager'sOf ice coordinates the implementationofpolicyandprogramsestablishedbytheCityCouncil. TheCityManagerprovidesoveralldirectiontotheadministration of City programs and services; coordinates economic development andmarketing activities; intergovernmental relations, lobbying, and public relations efforts;oversees interdepartmental programs for strategic planning, emergency preparedness andanimal control. The CityManager’s Of ice is committed to the policy of providing extremecustomerservicestothecommunity,andpromotingoverallsafetytothestaffandcitizensofLakeElsinore.

CityManager

GrantYates

GeneralAdministration

PublicInformation

PublicRelationsIntergovernmental

Legislation

CommunityFunding

69

CITYMANAGER


Completedinteriorandexteriorrenovationsaspartofstructuralretro itoftheCulturalCen-ter,whichishometotheCityCouncilmeetings.

Initiated Regional Coordinated Marketing Program through the Southwest CommunitiesFinancingAuthoritytopromoteresponsibleanimalcontrolmeasuresthroughouttheregion.

Revised Rotational Tow Services Ordinance, Franchise Agreements and Franchise Fees.Securednewagreementswithapplicableoperators.

ReenergizedtheCity’sCleanExtremeCommitteeandengagedadditionalstakeholdergroupstoparticipate.Hosted themost successfulCleanExtremeevent todatewithmore than645volunteersparticipatingintheHistoricMainStreeteventonApril26,2014.

HiredandrecruitedkeypositionswithinCityHallto illcriticalvacanciesintheagencyduetoresignations,retirementsand/oradditionalstaf ingneeds.

Launched new tourism marketing campaign, “Action Sports Capital of the World,” at theannualStateoftheCityAddress.

Assisted in the development and launch of bimonthly regional Mid-Manager meetings toincreasecollaborationandinformationsharingamongneighboringcities.

Improved media relationships and coverage in local publications, including hosting threemediaeventsandseveralmediatoursandbrie ingstoimprovetheCity’simage.

Reviewed, updated and restored the Public Safety Advisory Commission, including theinstallationoffournewCommissioners.

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CITYMANAGERGOALSFISCALYEAR2014‐15:

Foster positive working relationships with area stakeholders by participating in regional,collaborativemeetingswithsurroundingcities,agenciesandstakeholders.

DevelopaCity-wideStrategicPlanwithshortandlong-termgoalsforalldepartments.

Reviewanddevelopaplanofproposedupdatestoexisting,outdatedordinances,policiesandprocedurestoensuretheyareup-to-dateandalignwithtoday’sstandardpractices.

Identify short and long-term facility needs for City Hall including completing minorrenovations.

Researchinnovativetechnologiesandopportunitiestoimprovepublicsafetywhilereducingcosts.

Increasecity-wide transparencyandaccessbyofferingnewengagementopportunitiessuchas conducting Community Workshops and Study sessions with City Council to strategizeprioritiesincludingCapitalImprovementProjectsandBudgetPlanning.

Createandimplementathree-yearcommunicationsandcommunityoutreachplan.

Maintain regular, ongoing communications with the community through various mediaoutreach opportunities including the website, social media and newspapers. Increase theCity’sFacebookandTwitterlikesby25%.

Promote,supportandgrowcommunityengagementthrougheventssuchastheCity’sCleanExtremeeventtoincreasecommunityinvolvementandbuildpositiverelationships.

Developastaf ingandmanagementplanincludingrestructuringandhiringkeypersonnelorconsultants to create a core staf ing model and address critical needs in the City such asgrants,economicdevelopmentandlobbying.

PromotetheCity’snewcampaign“ActionSportsCapitaloftheWorld,”throughthecreationofanExtremeMarketingAllianceandtheChamberofCommerce.

DevelopandplanforaCity-widebannerprogramforimplementationinFY2015-16.

Kickoffefforts to identify shortand long-termprojects to improveandmaintain theLake’swaterqualityincoordinationwithlocalandregionalpartners.

71

CITYMANAGER

72

ADMINISTRATIVE SERVICES

MISSION: The Administrative Services Department provides customer support for all City Departments, to provide timely and accurate financial information and to pursue continuous improvement practices across all City Departments. The Department is comprised of (4) Division: Finance,

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75


Division: FINANCE

MISSION: The Finance Division is responsible for general accounting, payroll, accounts payable, cash

management, fixed assets, special districts formation and administration, accounts receivable,

cashiering, business license. Financial transactions are recorded in compliance with Generally

Accepted Accounting Principles (GAAP). In addition, the Department oversees the annual

budget, city audits, and the comprehensive annual financial report (CAFR).

ACCOMPLISHMENTS FISCAL YEAR 2013-14:

Completed prep and laser fiche scanning of 2008/2009 Accounts Payable documents.

Enhance Laser Fiche template to include journal entry, encumbrance, and liquidation documents.

Improved document management process for accounts payables by providing A/P Clerk with a Quick Fields laser fiche scanner. This streamlined the scanning and document storage process.

Expand cashier's duties to include internal and external fee reporting.

Prepared the Parks & Recreation Quarterly Brochure for web-site and printing.

Performed shredding document event to destroy stale dated documents.

Design for the Storm and Outlet Center's digital signs on Highway 215.

Continued to improve centralized Grant tracking and reporting for improved recording and audit results.

Obtained the Distinguished Budget Award from GFOA and CSMFO for FY2013/2014.

GOALS FISCAL YEAR 2014-15:

Prepare monthly budget reports for each department by 2 weeks after the close of each month.

Obtain the Distinguished Budget Award from GFOA and CSMFO.

Perform fee analysis, update fee schedules throughout City, and process updated resolutions.

Update purchasing policy ordinance.

Reduce annual audit completion time to 5 months from close of fiscal year.

Reduce CAFR completion time to 6 months from close of fiscal year.

Reduce Fiscal Agent Activity recording to one month after statements are received.

Continually improve accounting processes and internal controls

76


Division: FINANCE

GOALS FISCAL YEAR 2014-15 (cont.):

Obtain Certificate of Achievement of Excellence in Financial Reporting from GFOA.

Implement the Positive Pay system through SunGard and bank.

Continue to scan prior fiscal year documents into Laser Fiche.

Continue to improve document management and destruction process.

Cross-train payable process within division.

Implement the use of laser fiche document management for account receivable records.

Implement the use of laser fiche document management for business license applications.

Utilize State Board of Equalization's software to find unlicensed businesses within the City limits.

Implement the use of Laser Fiche system for document management of financial transaction documents.

Implement the use of Laser Fiche system for document management of employee time sheets.

Implement the use of Laser Fiche system for document management of payroll registers.

Improve time sheet tracking by utilizing digital time-clock system.

Prepare the Parks & Recreation Quarterly Brochure for web-site and printing.

Provide graphics for various projects, advertising , etc. throughout the City.

Take photographs of City-scapes and events for future graphic projects and economic development.

77


Division: FINANCE

78


Division: RISK MANAGEMENT

MISSION: The Risk Management Division is responsible for ensuring employee safety, the prompt and fair delivery of workers compensation benefits, risk assessment and cost effective risk transfer when appropriate, litigation management and the fair and fiscally responsible analysis of the third-party claims.


Coordinated a Risk Management Evaluation.

Created Incident Reporting Program.

Renewed the City’s property insurance policy at a premium and maintained the same deductible levels.

Reduced administrative cost associated with claims due to efficient internal review.


Implement a Risk Management Evaluation.

Implement Incident Reporting Program.

Continue to participate in monthly safety meetings.

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Division: HUMAN RESOURCES

MISSION: The Human Resources Division is to maintain a comprehensive employment package for the City.

The Division is involved in compensation studies, labor negotiations, comprehensive personnel

management including benefits analysis, self insurance liability, workers’ compensations and

recruitment and advertising personnel administration.


Maintained effective labor relation through a successful new MOU negotiations.

Created new Part-time Employee Evaluation Form.

Created new Full-time Employee Evaluation and Guidelines.

Coordinated Health and Wellness Fair during open enrollment.

Initiated training for staff of benefit programs.

Provided continuous information and resources on Affordable Health Care Program through Covered California.

Completed Management Training through WESA Management Training Program.

Created Performance Management Program.

Established an employee party committee to organize monthly employee events.

Event coordinated City employee service awards luncheon.

Coordinated City-wide training for CPR/AED/First Aid, Bloodborne Pathogens/Aerosol Transmissible Diseases/Fire Extinguisher Operation.

Successfully hired 14 employees.

Set up PDF printer in AS400 for digital payroll report creation.


Complete new Full-time Employee Evaluation and Guidelines .

Continue to coordinated Health and Wellness Fair during open enrollment.

Provided continuous information and resources on Affordable Health Care Program through Covered California.

Implement Performance Management Program.

Streamline the job application process.

Establish administrative support staff meetings.

Ergonomics review employee workstations.

Improve employee evaluation process. Apply for Fit City designation and establish a health committee.

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Division: HUMAN RESOURCES

81


Division: INFORMATION TECHNOLOGY

MISSION: The Information Technology Division aggressively addresses all technology challenges and establishes enhancements computer programs and web-based systems, which can be critique to individual requirements or citywide to each Department/Division.


Install and configure Granicus legislate for review of paperless agendas, supporting documents and archived videos.

Audio/Visual upgrade to the Cultural Center that included new audio infrastructure, video distribution equipment, video switching technology, a custom dais and lectern.

Support Laser Fiche user support and training.

Computer replacement to all the departments with Windows 7 operating systems and Microsoft Office 2013.

Provide iPads to mobile users for remote connectivity to ERP system and Granicus legislate.


Implement VoteCast for legislate on the iPad for next generation of public meeting voting.

Implement Microsoft SharePoint and Project.

Acquisition of a new phone system for City.

Upgrade the city's website.

Deploy the PZ module on the SungGard Enterprise System.

Integrate Laserfiche Weblink into the City's website for access to public records.

Establish a Disaster Recovery Plan for IT Department.

Improve internal and external business processes and customer service levels for the City.

Manage the City’s rapidly growing information systems needs.

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Division: INFORMATION TECHNOLOGY

83

COMMUNITYDEVELOPMENT

MISSION: Community Development is a multi‐disciplinary department providing a range of planning, development services, and affordable housing and related programs to citizens, elected of icials,appointed boards, commissions, and City Departments. The department ensures that alldevelopment is consistent with the Municipal and Building Codes, the goals of the community,life safety, and neighborhood preservation. The Community Development Department iscomprised of sixDivisions: Planning Commission, Planning& Zoning, EconomicDevelopment/GIS, Building & Safety, Fire Inspection, and Code Enforcement. The Community DevelopmentactivitiesareprimarilyinvolvedinthePlanningDivision,whichprovidessupportforthePlanningCommission, and assists the Commission and the community in ful illing the vision, goals, andpoliciesasde inedbytheCityCouncil.

DirectorofCommunityDevelopment

GrantTaylor

Planning&ZoningDivision

PublicInformation

PlanProcessing

GeneralPlan

PermitIssuance

BusinessRetention

EconomicDevelopment/

GIS

Code

EnforcementBuilding&Safety

Fire

Inspection

Zoning

OrdinanceDevelopment

Marketing

Business

Attraction

Tourism

PermitIssuance

InspectionServices

PublicInformation

PlanReviewProcessing

Nuisance

Abatement

ParkingEnforcement

MunicipalCodeEnforcement

InformationandEducation

PlanningandEngineering

Enforcement

Investigation

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Division:PLANNINGCOMMISSION

MISSION: ThePlanning Commission has the authority to review all development proposals for approval consideration.TheCommissionmayadvisetheCityCouncilinthedevelopmentandapplication ofpoliciesaffectinglanduseanddevelopmentwithintheCity.TheCommissionmayalsoreview and make recommendations regarding any proposed changes to the General Plan, Zoning RegulationsandDesignStandards.


HeldfourteenPlanningCommissionmeetings.

Made recommendations to the City Council regarding 16 current and advanced planningprojects.

Approvedtendevelopmentapplications.


HoldpublichearingstoreviewongoingphasesoftheConsistencyZoningProjectandmakerecommendationsregardingtheseprojecttotheCityCouncil.

Provide public review regarding proposed land use, design and development projects andrelated environmental impact analysis and when serving in an advisory capacity, makerecommendationsregardingtheseprojectstotheCityCouncil.

Provide policy recommendations to the City Council regarding land use, development anddesignregulationsandrequirements.

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Division:PLANNING&ZONING

MISSION: The Planning & Zoning Division provides a variety of planning services to the community, including reviewing and processing of development proposals for conformance with City policies and regulations. In addition, staff provides support to the Planning Commission and City Council and assists the general public and development applicants regarding planning informationandapplicationprocess.


ProcessingofHousingElementforthe2014‐2021periodleadingtoCityCounciladoptiononAugust27,2013.

Compliedwith Senate Bill (SB) 244 by amending the General Plan’s Land Use Element toidentify and analyze the three unincorporated “fringe” communities of Lakeland Village,WarmSpringsandMeadowbrook.

AdoptionofConsistencyZoningPhase IIIIbringingzoningwithin theLakeView,EastLakeandNorthPeakDistrictsintoalignmentwiththeGeneralPlan.

PreparedupdateofMunicipalCode’sConditionalUsePermitprovisions,whichwereadoptedbyCityCouncilonApril8,2013,inordertofurthertheCity’seffortstofosternewbusinessesanddevelopmentopportunities.

Demonstrated compliance with goals and policies set forth in the 2014‐2021 HousingElement.

UpdatedandmadeavailabletothepublicthePlanningDivision’sEntitlementProcess&FlowChart.

ScannedandpostedcopiesofalladoptedSpeci icPlansonthePlanningDivision’sWebSiteinordertomakethedocumentsreadilyavailabletothepublic.


CompleteConsistencyZoningPhaseIVbringingzoningintheRiverviewDistrictandCountryClubHeightsintoconformancewiththeadoptedGeneralPlan.

Create a newLakeshoreResidential (L) zoningdistrict andbring zoningwithin Lake EdgeDistrictintoalignmentwiththeGeneralPlan.

Complete theConsistencyZoningProjectbybringing zoning in theBallpark, LakeElsinoreHills,Historic,andAlberhillDistrictsintoalignmentwiththeGeneralPlan.

Reformat the Residential Zoning Districts set forth in Title 17 (Zoning) the Lake ElsinoreMunicipalCodeinordertomakeiteasierforthepublictounderstand.

UpdateoftheCity’sRulestoImplementtheCaliforniaEnvironmentalQualityAct.

Provide professional planning services to the public that is customer friendly, responsive,ef icientandeffective.

88


Division:PLANNING&ZONING


Continuetoreview,updateandimplementCityregulations,developmentcodesandspeci icplanstomeettheneedsofthecommunityandtocomplywithlegislativechanges.

Promotebalancedcommunitydevelopmentwiththepropermixofresidential,employmentopportunities, commercial/retail services and recreation and cultural opportunities for theresidentsoftheCity.

Provide continuing professional and technical support and services to the PlanningCommission.

Maintain staff participation with regional and local agencies and districts to ensurecoordinationofeffortsrelatedtolanduseplanning,transportationandenvironmentalissues.

Continue to streamline the development review process; thereby reducing costs todevelopers/applicants/public.

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Division:ECONOMICDEVELOPMENT/GIS

MISSION: EconomicDevelopmentDivision is responsible formaintainingasoundanddiverseeconomic baseforbusinessdevelopmentandtourismfortheCity.EconomicDevelopmentpartnershave beenakeycomponenttotheCity’ssuccessastheyhaveworkedtogetherwithCityCounciland City Staff. ThisDivision builds professional partnerships to create a strong healthy economy andenhanceourexceptionalqualityoflife.


Represented theCity of LakeElsinore at two (2) ICSCConferences and two (2) FredHallShowstofurthereconomicdevelopmentandtourism.

Providedspecializedassistanceto9LakeElsinorecompanies.

Creatednewmarketinghandout.

Developed new partnership with DiscoverIE/Visit California to nationally and globallypromoteLakeElsinore.

ProvidedanalysesandmapsforPhase1‐4ofZoningConsistencyProject.

Migrated2hardcopySpeci icPlansintodigitalGISformat.

Updatedallweb‐basedGISGallerymaps

Upgradedcity‐widecomputerstoArcGIS/ArcReader10.2


Work closely with the Chamber of Commerce and other economic developmentorganizationstofurthereconomicdevelopmentopportunitiesinthecityandmedia.

RepresentLakeElsinoreatEconomicDevelopment/Tourismspeci icTradeShows.

Outreachtolocalbusinessesandprovideassistanceasidenti ied.

CreateinteractiveonlineGISmappingsite.

CompletionofhardcopySpeci icPlansintodigitalGISformat.

ProvideanalysesandmapsforfuturephasesofZoningConsistencyProject.

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Division:ECONOMICDEVELOPMENT/GIS

91


Division:BUILDING&SAFETY

MISSION: BuildingDivision is responsible for enforcing the City’s Building and Safety codes alongwith State laws; performing plan checks on construction documentation to ensure that project proposalsmeetCitycodes;distributingplansforreviewbyotheragenciesorCitydepartments; issuingbuildingpermitsafterplansarecompletedandcorrected;completing inalinspections; and issuing certi icates of occupancy. The Division also performs special inspections; implementscertainStateLawssuchastheCaliforniaDisabledAccessRegulations;isresponsible forupdatingBuildingandFirecodesrequiredby theStateofCalifornia;providesguidance to the general public and development community regarding the Uniform Building Codes and projectapplications.


Hiredfull‐timeBuildingInspector.

BeganLaser ichescanning98%ofBuildingPlans,andpermitsarescanned.

Demoof9structures.

Startedreceivershipprogram.

Updatedstaffwithlatesttechnology.


WorkwithalldepartmentsthroughtheAS400system.

AddhelptotheBuildingCounter.

CrosstrainCode,BuildingandFire.

Provide electronic access of archived plans and documents to the public through theinternetusingLaser iche.

CreateaninteractiveformonCity'sWebsiteforinspectionrequeststhroughtheinternet.

UpdatetheBuilding&SafetyDivision’sWebsite.

Automatethephoneinspectionrequestprocess.

Workwithotherdepartmentsforfees.

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Division:BUILDING&SAFETY

93


Division:FIREINSPECTION

MISSION: TheFirePreventionDivisionistopreserveandenhancethequalityoflifeforthecitizensofLakeElsinorethroughtheapplicationofacomprehensive ireandhazardprogram.


Hiredfull‐timeFireInspector.

Createandevaluate ireplanningprocessesandre inetoprovidecomprehensivecustomerservice.Includingformcreation,planintakeprocesses,andinspectionprocedures.

Placeformsontheinternetforeaseofuse.

HireandtrainaFireSystemsInspector.

Evaluateandre inetheFireDepartmentfeeschedule.

Createaninspectionandplancheckbaselineforfutureyears.

Conducted business license inspections with the Building Department to better customersafety.

Evaluateandmodifythe2013CaliforniaFireCodeandadoptthroughtheLakeElsinoreMu‐nicipalCode.

Beganissuingoperatingpermits.


Ensure a reasonable degree of life safety in all buildings open to the public throughenforcementofandcompliancewithapplicablecodes,regulationsandstandards.

Providein‐depthinspectionsofnewconstructioninatimelymanner.

Educateandassistenginecompaniesininspectionprocess.

Implement an Annual Fire Inspection Program in order to provide ire and life safetyinspectionstoallbusinessesintheCity.

InspectallstateFireMarshallregulatedfacilitiesonanannualbasisfor ireandlifesafety.

BegintheLakeElsinoreUni iedSchoolinspectionprogram.

BeginResidentialCareFacilityinspections.

Takeoverthe ireworksprogramfromtheCountyofRiverside.

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Division:FIREINSPECTION


Obtaincomprehensiveinspectionsoftwaretostreamlineandtrackannual/operatingpermitinspections.

Continuetodevelopandre ineforms,process,procedures,andimprovetheFirewebsite.

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Division:CODEENFORCEMENT

MISSION: Code Enforcement Division provides a variety of services to the community, including; monitoringregionalagenciesandprograms;andcoordinatingwithoutsideagencies toprotect thequalityoflifewithinthecommunity.ThisDivisionprovidescommercialandresidential neighborhood preservation to ensure a high quality standard of living and sustainability in communities. The Code EnforcementDivision identi ies substandard housing to promote life, healthandsafetystandards.


Updatedstaffwithlatesttechnology.

EstablishedtheNuisanceAbatementBoard.

Established relationship with the Lake Elsinore Police Department (Riverside CountySheriff’sDepartment)byattendingbrie ings.


CoordinatewithRiversideCountySheriff'sDepartment toprovidebetter support forCodeEnforcementpersonnelin ieldsituations.

Increase staf ing levels to provide coverage for weekends and to enforce Municipal CodeViolations.

EducatethepublicregardingCodeEnforcementthroughanupdateoftheCity’swebsiteandthroughotherformsofpublicoutreach.

Maintainalevelofexcellenceintheenforcementofcodes.

Code Enforcement Of icers to get Building Inspector certi ications for Post DisasterCerti ication.

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POLICESERVICES

MISSION: The Police Department is tasked with ensuring the safety of our communitywhilemaintainingthe outstanding quality of life we all enjoy. The City contracts with the Riverside County Sheriff’s Department for Police services.TheLakeElsinorePoliceDepartmentprovidestheCityofLakeElsinorewith thehighestquality lawenforcement servicespossiblewhile ensuring thesafetyofthecommunityandrespondingtoqualityoflifeissueswithinthecommunity.ThePoliceDepartment identi ies legal options and strategies for implementing and achieving the goals,objectivesandpoliciesof CityCouncil. TheLakeElsinorePoliceDepartmentprovidesawide‐range of services to the community, includingAdministrative Bureau, Detective Bureau, PatrolOperations, Traf ic Bureau, Special Enforcement, Special Event Services, Crime Prevention andLakePatrol.

PoliceChief

LeonardHollingsworth

Administration Patrol Investigations

Traf ic

AccidentInvestigations

SpecialEnforcementTeam(SET)

LakeOperations

PatrolOf icers

CommunityResourceOf icers

Detectives

SchoolResourceOf icers

YouthAccountability

CrimePrevention

SpecialEvents

97

POLICESERVICES

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POLICESERVICES

Division:POLICEADMINISTRATION

MISSION: ThePoliceAdministrationDivisionisresponsibleforprovidingleadership,directionandgeneraladministrative support required for effective and ef icient law enforcement. The division alsoincludesbudget coordination andmanagement, personnel andpayroll administration, planning,organizational development and community support. Additionally, this division ensurescooperation between the Police Department and the City Council, City Manager, otherdepartments.


Continued Zero Tolerance approach to combatting Graf iti by working in cooperation withPublicWorks,ParksandRecreation,CodeEnforcementandInformationTechnologies.

ContinuedZeroToleranceenforcementofDUIboating.

Continued with a strong volunteer base to include; Posse, Explorers, Lake ElsinoreMarineSearch&Rescueandstationvolunteers.

TheLakeElsinoreStationhadtheDeputySheriffoftheyearfortheCountyofRiverside.


WorkingwiththeCityofLakeElsinoretoacquirethebuildingandparkinglotlocatedadjacenttotheLakeElsinorePoliceStationtoaccommodategrowthandexpansion.

Continue to seek COPS, OTS and other grants for appropriate grant funding to support lawenforcementservicesandequipment.

WorkingwiththeCityofLakeElsinoretomaintainandpossiblyincreasepatrolhourfundingatanoptimallevelforpublicsafety.

Working with the City of Lake Elsinore to increase funding for special team operations toinclude directed enforcement of criminal street gangs and drug violations, as well as,communityorientedpolicingforLakeElsinore’sretailareas.

WorkingwiththeCityofLakeElsinoretomaintainfundingforLakePatrolOperationsforsafeboatingenforcementandvesselaccidentinvestigations.

Additionofoneof icertobeassignedtotheGangTaskForceRegion6.

ContinuedcollaborationwithPublicSafetyAdvisoryCommission(PSAC).

99

POLICESERVICES

Division:POLICEADMINISTRATION

100

POLICESERVICES

Division:PATROLSERVICES

MISSION: ThePatrol ServicesDivisionprovides irst responders to law enforcement relatedpublic safetyrequests.Thedivisionisdividedintotwoareas:GeneralPatrolOf icersandCommunityServiceOf icers.PatrolOf icersareresponsibleformaintainingsafetyandorderinthecommunity.Patrolstaffisinvolvedinfocusedeffortstoreducecrime,whichincludesgeneralpatrolandmotorcyclepatrol.ApartofthiscomponentalsoincludesCommunityResourceOf icers.


ImplementedCommunityServicesOf icerPosition tosupportCrimeFreeMulti‐HousingandNeighborhoodWatchPrograms.

Targetedhighprioritytraf icareaswiththesupportoftwo2newmotorpositionsandridingsergeantposition.

Achievedandmaintainedlowerresponsetimesthanpreviousyearonpatrolcalls.

Quicklysolvedatakeoverbankrobbery,arrestingfoursuspectsandrecoveringallthestolenmoney.

Solvedseveralin‐progressburglarieswheresuspectswerearrestedandpropertyrecovered.


Ensureeffectiveandef icientlawenforcementinthecommunity.

Increaseleveloftrainingforpatrolof icerstomaintainahighlevelofcompetencyandkeepof icersabreastofcurrentcrimetrends.

Maintain quick response on priority 1 and 2 calls,while also ensuring a high level of pro‐activeenforcement.

Continue Community Oriented Policing concepts to establish and maintain goodcommunicationwiththepublicweserve.

Ensurecrimetrendsandstatisticaldataareconsideredindeploymentstrategies.

Reduce the number of injury traf ic collisions through enforcement and public education intraf ic,pedestrianandbicyclesafety.

Maintainahighvisibility,crimedeterringpresenceinbusinessandresidentialareas.

EnsureallpersonnelareincompliancewithPOSTandallstatetrainingmandates.

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POLICESERVICES

Division:PATROLSERVICES

102

POLICESERVICES

Division:INVESTIGATIONS

MISSION: The InvestigationsBureauconducts follow‐up investigationsof initial reportshandledbyPatrolServices. The Investigations Bureau is comprised of a Crimes Against Property Division andCrimesAgainstPersonsDivision.Investigatorsfromeitherdivisionmayalsobeutilizedattimestoinitiateandcompleteinvestigationsthatarehighpro ileinnature,inordertospeedupthein‐vestigativeprocess,andprovideasinglesourcecontactforvictimsandprosecutors.TheInvesti‐gationBureau’sfocusistotakeinitialinvestigationsconductedbyPatrolServices,andcompletethenecessarystepsthatcannotbecompletedbya ieldof icer,duetotimeandresources,toen‐surethe identityandsuccessfulprosecutionofcriminaloffenders. TheInvestigationsBureauisalsocomprisedofSchoolResourceOf icers(SRO)andtheYouthAccountabilityTeam(YAT).


Solvedacoldcasehomicideofalocaldignitary.

Solved several child molestation cases that resulted in convictions with signi icant prisonsentences.

Solvedseveralidentitytheftcasesthroughforensicanalysisofcomputers.

Through creative investigative techniques, detectives were able to identify and arrest thesuspectofahomicidethathadpreviouslybeencommittedintheCityofRiverside.


Working with City of Lake Elsinore and Lake Elsinore Uni ied School District to restore 2SchoolResourceOf icerspositions.

Obtainfundingforadditionaltrainingtomaintainhighcompetencylevels.

Obtainfundingforadditionalcomputerforensicsequipment.

Maintainhighqualitylevelofinvestigationsthatwillresultinsuccessfulprosecutions.

Continuetoprovideeffectiveandef icientinvestigationsofcriminalviolations.

Contactvictimsofcrimesinatimelymanner.

Actasa liaisonbetween theDistrictAttorney’sof iceand thevictim(s) toensuresuccessfulprosecution.

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FIRESERVICESMISSION: TheFireDepartmentmaintainsthehighestlevelsof ireanddisasterpreparedness,prevention,

andcommunityinvolvementinordertoensurethesafetyofbothourresidentsandvisitors.TheCity contracts with the Riverside County Fire Department for Fire services. EmergencyOperations provides comprehensive emergency services utilizing a highly trainedwork force,progressive technology andmodern equipment to provide Fire and Paramedic services. TheLake Elsinore Fire Department is dedicated to protect life, property, and the environmentthroughout the City, accomplished by a comprehensive emergency service response programutilizingresponsible iscalmanagement,ahighlytrainedworkforce,progressivetechnologyandmodernequipment.

BattalionChief

MarkBarr

EmergencyOperations

FireSuppression

EmergencyMedicalServices

AllRiskResponses

Non‐ResponseActivities

104

FIRESERVICES


OpenedandstaffedRosettaCanyon irestation.

OrderednewmedictruckfortheCityofLakeElsinore.

EquippedandstaffedthecountyreservetruckatRosettaCanyon irestation.

Purchasedequipmenttoout itthenewcitytruck.

Developedrescueboatprogram,trainedbattalionpersonnelandplacedboatinservice.

CityofLakeElsinoreenteredintoaWildlandFireProtectionContractwithCalFire.


Maintain5minuteservicelevelastheCitygrowsgeographicallyanddemographically.

Continue to expand and develop technology solutions to enhance ire service deliverycapabilities.

ContinuetoexpandanddeveloptechnologysolutionstoenhanceEMSdeliverycapabilities.

Continuetorespondtoemergencycallsin iveminutesorless90%ofthetime.

ProvideAEDlocationsviaapublicmobileapporCitywebsite.

Continuetocon ineandeffectivelysuppress90%ofallstructure ireswithintheCityofLakeElsinorewith irstalarmresources.

Containandcontrol95%ofallunwantedwildland iresattenacresorless.

Continue towork toward openingRosetta Canyon station 97with a fully staffed ALS truckcompanyandrelocateCityBattalionChiefof icetostation97.

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FIRESERVICESGOALSFISCALYEAR2014‐15(cont.):

Continue towork toward openingRosetta Canyon station 97with a fully staffed ALS truckcompanyandrelocateCityBattalionChiefof icetostation97.

Re‐fund the City Fire Prevention Specialist position for Fire Department and Code Enforce‐menttoassistwithinspectionsandadministrativeduties.

Worktowardthepurchasingandstaf ingofanALSengineforstation97.

Beabletoprovideandcompletealllifehazardsafetyinspectionsonanannualbasis,withad‐ditionalstafftobesharedwithCodeEnforcement.

ProvideleadershipandassistwithdirectionfromtheCityinidentifyinganew ixedlocationforaCityE.O.C.

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ANIMALSERVICES

MISSION: TocontractwithandsupporttheAnimalFriendsoftheValleystoprovideadequateandreasona-bleanimalcontrolshelteringand ieldservicesforourresidentsincludingdogandcatlicensing,communitypatrols,spayandneuter,microchippingandadoptionservicestoprotectthepublicsafetyofourcommunitywhilereducingpetoverpopulationandsavinganimallives.


Openedlowcostspayandneuterclinics.

SuccessfullyadoptedtheRegionalCoordinatedMarketingProgram.

Reducedanimallicensefeestoalignmorecloselywithneighboringcities.


Increasethetotalnumberofactiveanimalcontrolpatrolhoursfrom ivetoeighthoursperday.

To partner with the Southwest Communities Financing Authority’s member agencies tolaunchaRegionalCoordinatedMarketingProgramtoleverageexistingresourcestoeducateand increase public awareness throughout the region about important pet ownershipmeasuresincludinglicensing,spayandneuteringandmicrochippingtoreducepetoverpopu-lationintheshelterby10%andadoptableeuthanasiaby15%nextyear.

Toimplementreducedlicensefeesandfeeholidayandamnestyprogramstoencouragemorepetownerstolicensetheirpetsincludingsterilizedorunsterilizeddogsandcats.

Offer spay and neuter andmicrochipping incentives for approximately 250 free spay andneuterservicesand1,000microchipswithinourCity.

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ANIMALSERVICES

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PUBLICWORKS

MISSION: The m i s s i o n o f t h e Public Works Department is to provide quality services that support theinfrastructure demands of the City and enhance the safety, welfare and aestheticenvironment of the residents, businesses and visitors. This is accomplished through thedevelopment and maintenance of City streets, sidewalks, traf ic systems, bike lanes, parks,buildings, trails anddrainagefacilities;professional engineeringoversightof public andprivateimprovement projects; and implementation of erosion/sediment controls and storm waterquality measures. ThePublicWorksDepartment is comprisedof twoDivisions: EngineeringandMaintenanceand ten (10)programs: EmergencyServices,WeedAbatement,Engineering,PublicWorksAdministration,Graf itiMaintenance, Environmental Services, Street& SidewalkMaintenance, Vehicle & Equipment Maintenance, Park and Facility Maintenance, and LakeOperations.

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PUBLICWORKS

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PUBLICWORKS

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PUBLICWORKS

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PUBLICWORKS

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PUBLICWORKS

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PUBLICWORKS

Division:ENGINEERING

MISSION: TheEngineeringDivisions are responsible for thedevelopmentof public infrastructure and allphysical improvement within the public right‐of‐way. These improvements include thedevelopment of public streets (roadways, curbs, gutters, and sidewalks), traf ic controlsincluding: signal, striping, and signage, sewer systems, and storm drains. The Departmentprovidespubliccountersupport,developmentreviewforgrading,drainageandtraf icissues,andtimelyinspectionsofCapitalImprovementandprivatedevelopmentProjects.


Reorganizedstafftoimprovecounter/phonecoverageandbemoreresponsivetothepublic.

Upgradedmailingprocessforimprovedprogramnoti ication.

CompletedSCEprocessforUndergroundDistrictonLakeshoreDrive.

ContinuedleadagencystatusforSMARAimplementation.

CompletedFEMAtraining.

CompletedI‐15/RailroadCanyonInterchangeSignalTimingProject.

Installed/activated18SpeedFeedbackSignsatvariousschoollocations.

Updatedspeedlimitsatvariouslocationsforenforcementpurposes.

CompletedSB821SidewalkProjectsatvariouslocationsthroughouttheCity.

CompletedSeismicRetro itofCityHallandCulturalCenter.

CompletedparkinglotimprovementsatLakePointPark&LaLagunaResort/BoatLaunch.

CompletedpavingofElmStreet;rehabilitationofHunchWay;andslurrysealonSummerhillDrive.

Completeddrainage improvements onLakeshoreDrive andother locations throughout theCity.

CompletedrequirementsoftheNPDESandFEMAannualreportingprocess.

Receivedadditional1/2%discounton loodinsurancepremiumsforpropertyownersintheCityasaresultofproactiveFEMA/NFIPactivities.


EnsurecompletionofCapitalImprovementProjectsinacost‐effectiveandtimelymanner.

Facilitatedevelopmentactivitybycontinuingtoimplementef icientprocessingprocedures.

Continuetoimproveresponsivenesstoresidentconcerns.

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PUBLICWORKS



ContinueproductiveworkingrelationshipwithCaltrans,RCTC,CountyofRiversideHHWandWRCOG.

Continue to work w/CR&R on consumer education for mandatory commercial recyclingprogram.

Update Grading Ordinance & Construction Standards, including Engineering Divisioninformation/formsontheCity'swebsite.

UpdatePWFeeScheduletoensurecostrecoverywithplanreview,permittingandinspectionprocesses.

Implementnewordinancetofacilitatestreetlightinstallationinolderdevelopments.

Continue effective preventative signal/communication equipmentmaintenance program tominimizeequipmentfailures.

Update City‐wide traf ic counts; implement traf ic calming measures to enhanceneighborhoodsafety.

Installnewtraf icsignalsatViaScenic/SummerhillDriveandCanyonHills/SageRoad.

Install Traf ic Signal Interconnect on Mission Trail from Diamond Drive to Corydon; andprotectiveleft‐turnphasingatLincoln/Machado.

Complete engineering design for Collier Avenue Medians and Gunner son StreetRehabilitation.

InitiateengineeringdesignforTimescaleCanyonBridgeReplacementproject.

CompleterehabilitationofMainStreet.

CompleteengineeringdesignandinitiateconstructionofCityEntryMonmentationproject.

ContinueSurveyMonmentationPreservationtoreplacedisturbedormissingsurveymon‐uments.

StudyandimplementNPDESrequirementsandfees/assessmentstoensurecomplianceandcostrecoveryassociatedwithprogramcompliancemeasures.

MaintainNationalFloodInsuranceProgram(NFIP)discountsforpropertyownerswithintheCitybyimplementingvariousFEMA/NFIPactivities.

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PUBLICWORKS

Division:PUBLICWORKSADMINISTRATION

MISSION: The Public Works Division provides infrastructure maintenance. The Division conductsprogramsandprovidesservicesrelatedtostormdrains,hazardouswastecollections,citywideclean‐up, street repair, weed abatement, city trees, streetscapes, graf iti abatement, leetmaintenanceandreplacement,environmentalandemergencyservices.


Conducted4‐CERTandoneteenCERTclasses.

CompletedEmergencyOperationPlan.

ImplementedHeadwordProgram.

CompletedMainStreetconduitproject.

CompletedupgradesatCityYard;installationofsecurityalarmsystem/surveillancecameras.

CompletedGrand/Machadolandscapeimprovementproject.

Conducted irstannualPublicWorksWeek;supportedvariousspecialeventsandprograms.

Plannedandfacilitated2013ShakeOutExpo.


AddtwoteenCERTclassesandoneSpanishCERTclass.

PurchaseAS/400PublicWorksModuletomoreef icientlytrackworkordersandassets.

Implementnewstreetcrewdedicatedforconcrete,sidewalk,crack illandasphaltrepairtoincrease street/sidewalkmaintenance programs and reduce costs associatedwith outsidecontractors.

Installconcretebunkers/coversatPWYardtosatisfyNPDESrequirements.

Implement a comprehensive slurry seal program to extend the useful life of streets androads.

Renovate/upgrade right‐of‐way and LLMD landscaping at various locations withdrought‐tolerantplantmaterialsandwateref icientirrigationequipment.

Certify PWMaintenance staff in con ined space training/herbicide applications; re‐certifystaffintraf iccontrol/workzonesafety.

EstablishapermanentlocationforatrainingfacilityorEmergencyOperationsCenter.

ContinuethePavementManagementProgram(PMP)toaddresslife‐cyclemaintenanceandrehabilitationoftheCity'sstreetsystem.

Investigatealternativefuelvehicleusetoreducefuelcosts.

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PUBLICWORKS

Division:PUBLICWORKSADMINISTRATION

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PUBLICWORKS

Division:MAINTENANCE

MISSION: TheMaintenanceDivisionisresponsibleorallCitystreet&sidewalks,parks,facilities,andlakemaintenance.Streetmaintenanceprovideswell‐ maintained right‐of‐way areas for the safetyand mobility of motorists,bicyclists and pedestrians, including traf icsigningandstriping asdirectedby the Engineering Division.Thisprogramwillalsomaintain City‐owned stormdrains,catch basins, and surface drainage facilities, andmonitor illegaldumpareas in support of theCity’sNPDESprogram. Parkmaintenanceprovideservices to includemowingand trimmingofturfareas,pruningshrubsandgroundcover,trimmingtrees,applyingfertilizerapplications,litterremoval, weed control, repair and monitoring of irrigation systems, replacement of plantmaterials, payment of water and electric utility charges, and administration costs. Lakemaintenance maximizes the bene icial use of the City’s unique aquatic resources for thebettermentofthecommunitybydevelopingandimplementingmeasurestoprotectwaterquality,stabilize the Lake‐level, enhancewildlife habitat, ensure public safety and expand recreationallakeactivities.


Completed the TuscanyHills Planting Project andMonumentReplacement for the TuscanyHillsHOA.

InstalledtheCity's irstSpecialNeedsSwingatCanyonHillsCommunityPark.

Reduced the volumeof irrigationwater lost tobrokenpipes, sprinklers andother leaksbyincreasedmonitoringandinstallationofelectronicallyactuatedvalves,with lowsensors,toautomaticallyturnoffwaterduringmajorleaks.

Reduced injuryand liabilityby retro ittingor replacing concretepads, sidewalksandcurbsthatwerelifting,crackingoringeneralpoorcondition.

Completed Interior and Exterior Painting, Window Replacements, Brick Stairs, PorticoLightingandvariousadditionalupgradesfortheCulturalCenterRetro itProject.

ReducedoperatingcostofSeaportBoatLaunchFacilitybycontinuingtoperformthemajorityofmaintenancetasksin‐house,suchasannualparkinglotstriping,landscapingandjanitorial.

SupportrevisionstotheLocalCooperativeAgreementtoaddsupplementalwatertothelakeatanelevationbelow1,247'MSL.

Maintaindissolvedoxygenlevelsabove2ppmat1‐footoffthebottomtoreducealgalbiomassby25%andprevent ishkills.

Collaborate with EVMWD in developing standard operating procedures to optimize theef iciencyof theDEstrati icationandDiffusedAerationsystemsbasedonthedatacollectedthroughtheaerationmonitoring.

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PUBLICWORKS



Developaparkassessmentprogramformaintenanceandrepairsofparkfacilities.

Improveturfonsports ieldsbyre‐soddingbarepatchesduringoffseason.

Reduce injury and liability, as well as meet ADA compliance in children's play areas byreplacingsandwithwood iber.

Developapreventativemaintenanceprogramforasphaltpavingofparkinglots.

Developapaintingprogramforparkfacilities.

Systematicallyreplacefallenormissingtrees.

Reduce capital costs and major repair costs by implementing a preventative maintenanceprogramforCityfacilities.

Reduce capital costs and liability through increased inspection and performing frequentminorrepairsof looringinCityfacilities.

Improve aesthetics of City facilities and control costs by increased frequency of touch‐uppainting.

Developapreventativemaintenanceprogramforasphaltpavingofparkinglots.

ObtainprivateinvestmenttoimproveLERACampgroundbypreparingRequestforProposals(RFP)forlong‐termconcessionsagreementinexchangefordevelopment.

AdministerProp‐40GrantforWetlandsEnhancementProjecttodemonstrateandfostertheecologicalapproachtoimprovetheLake'swaterquality.

Deter introduction of Invasive Mussels through public education, public information andtrainingofcommercialBoatLaunchFacilityStaff.

Improve lowdistributionofAxialFlowPumpDEstrati icationSystem.

In conjunction with the TMDL Task Force, develop pollutant trading program to offsetnutrient luxfromsedimentsthroughin‐laketreatmentstoincreasenutrientloadallocationsforwatershedstakeholders.

ConstructimprovementstoWhiskersFishingBeachtoprovideexpandedparking,pavedADAparkingandsafetyfencingtochannelvisitorspastsafetysignage.

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PUBLICWORKS


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PUBLICWORKS


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COMMUNITYSERVICES

MISSION: TheCommunityServicesDepartmentprovideavarietyofprogramsthateducate,entertainand enrichthecommunity.TheDepartmentdeliversexceptionalspecialeventsfortheentirefamily. Arrange for services and programs that are needed by those with special needs, teens, and seniors. Provide professional leadership through recreational programs, services, and events thatenhancethequalityoflifeinthecommunity.

Directorof

CommunityServices

Vacant

CitywideEvents Athletics

Winterfest

Children’sFair

CommunityEvents

Recreation

Programming

CulturalEvents

YouthSports

FieldRentals

Aquatics

Community

ServicesHumanServices

ContractClasses

Park

Development

FacilityRentals

SeniorCenter

Teens

Volunteers

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COMMUNITYSERVICES

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COMMUNITYSERVICES

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COMMUNITYSERVICES

Division:RECREATION

MISSION: The Recreation Division is responsible for providing comprehensive, Citywide recreation programsthatmeettherecreationandhumanservicesneedwithinthecommunity.


ObtainedDBWGrantfortheLakeElsinoreAquaticsCenter.

SubmittedfortheHousing‐RelatedParksProgramGrant.


DevelopglobalagreementforfacilityuseofschoolsandparkswithLEUSD.

Seekalternativerevenuesourcesthroughgrants,stimulusfunding,andfees.

Developcriteriaandcategoriesfor"ParkUserFees"andadjustfeesaccordingly.

AssistwithadministrationofCDBGfundsforimprovementstoLakepointPark.

PlanandconductMusicFestivalincoordinationwithEVAN.

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COMMUNITYSERVICES

Division:COMMUNITYCENTER

MISSION: TheCommunityCenterDivisionisprovidesanarrayofactivitiesthatarebotheducationaland entertainingforthecommunity.


DevelopedasystemtoallowbothunsupervisedandsupervisedsessionsatMcVickerSkatePark.


Collaborate with HOA's to develop seasonal events; combined efforts will increaserecreationalactivitiesandreduceexpensesfortheCity.

Increase revenue by stimulating rental use of City Recreational Facilities throughdevelopmentofwebpage, lyersandcablead.

Create a site manual for the McVicker Canyon Skate Park to include documents, policies,proceduresandstafftrainingguidelines.

CollaboratewithLEUSDtoestablishacity‐wideneedsassessmentaimedat identifyinganddevelopingprogramsforSpecialNeedsChildrenandtheirFamilies.

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COMMUNITYSERVICES

Division:SENIORCENTER

MISSION: The Senior Center Division provides a wide variety of recreational, self‐enrichment and educationprogramsfortheover50generation.Thefacilityincludesastateoftheartcomputer lab,billiardroom,televisionlounge,areadingroom,dinninghall,patioareas,gardenboxesanda service kitchen. The Division provides social, recreational, physical and educational opportunitiesatlowornocost.


Developed Senior VanProgram to transport seniors to events and activities outside of theCenter.TheProgramprovidestwoactivitiespermonth,includingtripandshuttleservices.

Supportedprogramsandservicesforseniorsthroughfund‐raisingefforts.


Collaboratewithagenciestoprovidehealth,educationandscreeningservicesforseniorciti‐zens.

IncreaseparticipationinHealthrelatedprogramsandservices(includingtheSmartWalkers,HealthScreeningsandeducationprograms).

Develop programs that encourage active participation and challenges the creativity of theparticipants.

Offer twonew classes and twonewprograms; increasing activity andproviding improvedhealthforolderadults.

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NON‐DEPARTMENTAL

MISSION: TheNon‐DepartmentalDivisionisacostcenterforgeneraladministrativeexpendituressuchasretiree medical premiums, sales tax agreements property tax administration fee, andmiscellaneousbankingfees.

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LAKEELSINOREPUBLICFINANCINGAUTHORITYMISSION: TheLakeElsinorePublicFinancingAuthority(LEPFA)isajointexerciseofpowersbetweenthe

City ofLakeElsinore and theLakeElsinoreRedevelopmentAgency, createdby a jointpowersagreementdatedJuly25,1989. TheLEPFAprovides inancingforpubliccapitalimprovementsfortheCityandtheformerRedevelopmentAgency. TheLEPFAhasthepowerto issuespecialrevenuebondstopaythecostofanypubliccapitalimprovement.

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LAKEELSINORERECREATIONAUTHORITYMISSION: TheLakeElsinoreRecreationAuthority(LERA)isajointexerciseofpowersbetweentheCityof

Lake Elsinore and the Lake Elsinore Redevelopment Agency, which was created by a jointpowersagreementdatedDecember1,1996.TheLERAcontinuestofunctionwithouttheAgency.ThepurposeoftheLERAistoprovide,throughtheissuanceofrevenuebonds,a inancingpooltofund capital improvement projects. These revenue bonds are to be repaid solely from therevenuesofcertainpublicobligations.

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SUCCESSORAGENCYTOTHELAKEELSINOREREDEVELOPMENTAGENCYMISSION: In June 2011, the Governor of California signed ABx1 26, which dissolved redevelopment

agencieseffective February 1, 2012 and provided for the designation of successor agenciesto oversee the completion of previously obligated redevelopment activities.As a result, allassets of the redevelopment agency were transferred to the Successor Agency of the Redevelopment Agency (SARDA) on February 1, 2012andtheCityCouncilbeganservingasthesuccessoragency.

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FIVE‐YEARFINANCIALFORECAST

The ive‐year inancial forecastwasdevelopedtoassist in longrangeplanningandpolicydevelopment. Theive‐year inancial 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 capitalimprovement projects. However, as the City continues to grow, it is important to ensure that it can meetincreasingdemands,andbeinapositiontorespondtopossiblechangesineconomicconditions.The ive‐yearinancialforecastisadynamictoolthatrequiresperiodicupdateandmonitoringofitsunderlyingassumptionstokeeptheCityinapositionofstrong iscalcondition.

The ive‐year inancialforecastwillbepresentedatalatertime.

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GLOSSARY OF TERMS

ACCRUAL BASIS – The recording of the financial effects on a government of transactions and other events and

circumstances that have cash consequences for the government in the periods in which those transactions,

events, and circumstances occur, rather than only in the periods in which cash is received or paid by the

government.

ACTUAL - Represents the actual costs from the results of operations.

ADOPTED - Represents the budget as approved by the City Council.

AGENCY FUND - A fund normally used to account for assets held by a government as an agent for individuals,

private organizations or other governments and/or other funds.

APPROPRIATION - A legal authorization granted by the City Council to make expenditures and incur

obligations for specific purposes.

AUDIT - A systematic collection of the sufficient, competent evidential matter needed to attest to the fairness of

management’s assertions in the financial statements or to evaluate whether management has efficiently and

effectively carried out its responsibilities.

BALANCE SHEET - The financial statement disclosing the assets, liabilities, and equity of an entity at a specified

date.

BUDGET - A plan of financial operation embodying an estimate of proposed expenditures for a given period

and the proposed means of financing them. Used without any modifier, the term usually indicates a financial

plan for a single fiscal year.

BUDGETARY CONTROL - The control or management of a government or enterprise in accordance with an

approved budget for the purpose of keeping expenditures within the limitations of available appropriations

and revenues.

CAPITAL EXPENDITURES - Expenditures resulting in the acquisition of or addition to the government’s

general fixed assets having a unit cost of greater than $5,000 and a useful life exceeding five years.

CAPITAL IMPROVEMENT PROGRAM (CIP) - A comprehensive plan which projects the capital needs of the

community. Generally, it is a cyclical process that projects the needs for a set number of years. Capital

improvements plans are essential to sound infrastructure and financial planning. The annual capital budget is

derived from the long-term CIP.

CAPITAL OUTLAY - Expenditures which qualify as capital costs according to accounting standards. 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, usually through a local clearinghouse (Riverside County Economic Development Agency), based

on a formula, but required to be applied for and required to be used within a broad functional area such as

community development.

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GLOSSARY OF TERMS (cont.)

CONTINGENCY - A budgetary reserve set aside for emergency or unanticipated expenditures.

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.

ESTIMATED - Represents the original adopted budget plus any approved changes and anticipated year-end

adjustments.

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.

FISCAL YEAR - The period designated by the City for the beginning and ending of financial transactions. The

fiscal year begins July 1 and ends June 30.

FRANCHISE - A special privilege granted by a government, permitting the continued use of public property,

such as refuse disposal and cable television, and usually involving the elements of monopoly and regulation.

FULL-TIME EQUIVALENTS (FTE) - The amount of time a position has been budgeted for in terms of the

amount of time a regular, full-time employee normally works in a year. Most full- time employees are paid for

2,080 hours in a year.

FUND - A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial

resources together with all related liabilities and residual equities or balances and changes therein which are

segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with

special regulations, restrictions, or limitations.

FUND BALANCE - The balance of net financial resources that are spendable or available for appropriation.

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.

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GENERALLY ACCEPTED ACCOUNTING PRINCIPALS (GAAP) - 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.

GOALS - The desired result of accomplishments within a given time frame.

GRANTS - Contributions or gifts of cash or other assets from another government to be used or expended for a

specified purpose, activity, or facility.

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.

LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issue.

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.

OBJECTIVES - The necessary steps that need to be accomplished 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.

OPERATIONS & MAINTENANCE - Supplies and other materials used in the normal operations of City

departments. Includes items such as books, maintenance materials, and contractual services.

REVENUES - The yield of taxes and other sources of income that a governmental unit collects and receives for

public use.

SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) – Successor agency established due to

ABx1 26 which dissolved Redevelopment Agencies. Established to pay the debts and obligations and to perform

the obligated activities of the former Temecula Redevelopment Agency (RDA).

SPECIAL ASSESSMENT - A compulsory levy made against certain properties to defray all or part of the cost of a

specific capital improvement or service deemed to benefit primarily those properties.

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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.

TRANSFERS IN/OUT - Authorized exchanges of cash or other resources between funds.

UNDESIGNATED FUND BALANCE - Available expendable financial resources in a governmental fund that are

not the object of tentative management plans (i.e. designations.)

USER CHARGES/FEES - The payment of a fee for direct receipt of a public service by the party benefiting from

the service (i.e., building permit fees, recreation classes).

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2014 15 adopted operating budget

Documents

Transcript of 2014 15 adopted operating budget