2014 15 adopted operating budget by City of Lake Elsinore

CityofLakeElsinore,California AnnualOperati ng BudgetFY201415

ANNUAL OPERATING BUDGET Fiscal Year 2014‐2015 City Council Natasha Johnson, Mayor Steve Manos, Mayor Pro Tem Daryl Hickman Robert E. Magee Brian Tisdale

City Manager Grant Yates

Administrative Services Department Jason Simpson Director of Administrative Services 130 South Main Street Lake Elsinore, California 92530 (951) 674‐3124 www.lake‐elsinore.org

TABLE OF CONTENTS

TABLE OF CONTENTS (cont.)

TRANSMITTAL LETTER June 10, 2014 The Honorable Mayor and Members of the City Council: On behalf of City Staff, it is my privilege to submit for your information and consideration the adopted budget for Fiscal Year 2014‐2015 for the City of Lake Elsinore. Once again, staff developed the proposed budget in support of the Mayor and City Council adopted key initiatives and vision statement: Lake Elsinore will be the ultimate lake destination where all can live, work, and play, build futures and ful ill dreams. The City of Lake Elsinore has met or exceeded its budget expectations over the past several years, and, this year, once again the City is well positioned for growth and success in the coming iscal year. On June 10, 2014, the City Council adopted the proposed City of Lake Elsinore Operating Budget, which included a summary of the Special Revenue Funds, Capital Improvement Program (CIP), and Agency Funds. The complete 5‐year CIP for Fiscal Year 2014‐2019 will be made available as a separate document. The iscal year 2014‐15 proposed Annual Operating Budget has been developed after a considerable review process. Departmental budget submittals were prepared and reviewed by line item in connection with projected revenues and detailed performance objectives. Five‐year revenue and expenditure projections were developed to identify the future impacts of proposed staf ing and program changes, as well as the impact of proposed capital improvement projects. The result is this document: a conservative, balanced budget that provides for quality services while effectively utilizing available resources. This budget document serves not only as a inancial plan for the immediate future, but also as a management and communications tool outlining the City Council’s vision and key initiatives for the year. By focusing on public safety, improving recreational opportunities and neighborhoods, delivering the highest quality of public services, preserving and enhancing the City's economic prosperity, and celebrating the diversity of our citizens, we have outlined plans that make the City of Lake Elsinore the desirable place to live, work and play. Each iscal year, staff and the City Council has the responsibility to identify its budget priorities, immediate and future iscal issues, community needs, and the resources required to enhance vital programs and services within the City in order to maintain a strong community and take advantage of coming growth and develop‐ ment opportunities. CITY OF LAKE ELSINORE PROFILE The City of Lake Elsinore is a community comprised of approximately 56,718 citizens. The City maintains 18 parks on 71 acres throughout the community, which provide recreation opportunities for both the citizens of Lake Elsinore, as well as surrounding communities. Police and Fire protection are provided through a contract with Riverside County. The Lake Elsinore Uni ied School District provides 24 schools for 21,400 students. The City of Lake Elsinore prides itself on its community focus and quality of life. Lake Elsinore residents enjoy perfect climate, blue sky, clean air, world‐famous thermal winds for aerial sports and, their crowning jewel, a sparkling 3,000‐acre recreational lake for exciting water sports. All of this is set against the spectacular Ortega Mountains and Cleveland National Forest, providing opportunities for hiking,

biking, bird watching or just plain relaxing in the beauty that abounds in this outdoor recreation destination. It is impossible to review the economic forces affecting Lake Elsinore and the Inland Empire without predicting a prospering future for the City. The region’s geographic location, competitive cost structure and sophisticated logistics have put it in a position to remain one of the fastest growing communities in the Inland Empire. REVENUE AND ECONOMIC CONDITIONS Fiscal Year 2014‐15 General Fund revenues are projected to reaches $35,872,965 an increase of $6,543,250 or 22.31% from Fiscal Year 2013‐14, and re lect the continued growth of the local economy. The City has continued to work with the Chamber of Commerce and the Visitor’s Bureau in its effort to encourage the expansion and relocation of industries that generate local sales tax and employment opportunities. The City has also worked with these organizations to develop and market Lake Elsinore as a tourist destination. The following graph details the major components of the City’s General Fund revenues.

CHANGES IN REVENUES: GENERAL FUND Sales 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 increase is primarily a result of retail development and an anticipated increase in consumer activity as economic indicators begin to show a slight turnaround in the economy. Sales tax is one of the City’s largest revenue sources, representing 22.93% of the total General Fund revenue. Property Tax: The iscal year 2014‐15 revenue estimate for property taxes is b as ed o n a n as s u m e d 1 3. 2 7 % i n c r e as e i n as s es s ed v al ua ti on. The iscal year 2014‐2015 estimate of $8,033,676 represents approximately 22.39% of the total General Fund revenues.

Franchise and Other Tax: An overall increase of $1,524,853 from $3,197,400 to $4,678,000 on the amount of fees paid by phone, cable, natural gas, refuse collection, and electricity companies for use of the public right of way. This increase is attributed primarily to an anticipated increase in electricity usage and cable subscribers in addition to one time developer agreement fees to off set animal control debt service payment and information technology upgrades to City facilities. Licenses, Permits and Fees: An overall increase from $5,528,690 to $6,834,875 is projected in Fiscal Year 2014‐15. The anticipated increase is due to the modi ication of user fees across all departments Citywide. EXPENDITURES Total General Fund expenditures (excluding operating transfers out) are proposed to be $37,675,788 in iscal year 2014‐15. This proposed expenditure level results in a s h or tf al l margin of for projected operating revenues over proposed operating expenditures in the General Fund of $2,186,921. The shortfall will be mitigated using the General Fund Stabilization Reserve. It is important to note that the City of Lake Elsinore has substantial growth and development capacity, which will increase revenues and offset shortfalls as growth takes place. 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 of an estimated $2.02 million ire tax credit). Proposed public safety expenditure increases total $1,610,887 for iscal year 2014‐15 and includes increased personnel costs passed through the County and sharing in the costs of the Southwest Communities Animal shelter.

GOALS, OBJECTIVES AND PERFORMANCE MEASURES During the 2013‐14 iscal year, the City Council adopted the City’s Vision Statement. The Vision Statement is used as 1) a tool in the employee hiring/selection process, 2) a guide in conducting City business, and 3) a statement to the citizens af irming what the City, as an organization, stands for and the level of service they can expect from the City. Departmental goals and objectives are updated annually and are included in the Operating Budget section of this document. Goals and objectives are listed by program within each department. The budget document has been 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 icant accomplishments, as well as to develop qualitative and quantitative performance measures. The goal of the organization is to establish a comprehensive reporting system, which will give the public, City Council, and City staff the ability to evaluate the level and value of service provided to the community. The City Council established the following Fiscal Year 2014‐2015 budget guidelines, or key initiatives, with is‐ cal stability and community responsibility as they relate to the City’s Vision Statement: 1. Public Safety

2. 3. 4. 5. 6. 7.

Recreation Transportation Economic Development Image Education Service

MAINTAIN A SAFE AND SECURE ENVIRONMENT  Working with our regional partners to respond to calls for police service in a timely manner  Perform public safety educational programs, maintain neighborhood watches, and conduct timely traf ic investigations  Encourage community participation in public safety and emergency preparedness  Promote high quality animal control services  Utilize social media to keep the community informed and involved  Minimize the impact to life, property, and the environment from natural hazards and emergency situations  Respond to all ire and medical emergency calls within ive minutes  Conduct a comprehensive ire education program ENCOURAGE PROGRAMS FOR ALL AGES  Promote family oriented program opportunities at the community center  Provide signature special events and cultural opportunities  Maintain a safe and family oriented environment  Maintain the natural beauty of the community  Promote activities and opportunities for children at local parks during the summer months

PROVIDE INFRASTRUCTURE CONCURRENT WITH DEVELOPMENT  Continue to maintain local roads and streets  Update the ive‐year Capital Improvement Program (CIP)  Design and construct capital projects within funding and time requirements  Allocate $18,440,349 for citywide circulation, facilities, infrastructure and park projects  Maintain signi icant access and available frontage space on the Inland Empire’s main transportation artery (Interstate 15) PROVIDE QUALITY JOBS AND PROMOTE COMMERCE  Encourage growth and expansion by providing high quality municipal services, facilities, and economic assistance  Create a business friendly regulatory environment  Promote a jobs/housing balance  Maintain effective marketing program to promote increasing awareness on City’s comprehensive, recognizable tourist destination with a range of attractions  Continue to collaborate with current property owners, business owners, business alliances and the Chamber of Commerce in promoting the City’s unique location and opportunities ACCOUNTING, AUDITING AND FINANCIAL REPORTING POLICY The City of Lake Elsinore receives an independent audit annually and maintains a solid internal audit capacity. The City prepares all annual inancial reports in strict compliance with Generally Accepted Accounting Procedures (GAAP), as outlined by the Governmental Accounting Standards Board (GASB). The City maintains a strong system of internal controls, which resulted in an unquali ied audit opinion for the past several years. STAFFING POLICY Recently, the City began restructuring the organization to ensure core staf ing, internally and externally, is in place to meet current and future economic opportunities, while also providing the highest level of service. The City has established a policy of annually focusing on reorganizing department structures in an effort to streamline processes and enhance ef iciencies without reducing essential public services to the community. The total City staf ing for Fiscal Year 2014‐15 will include 78 regular full‐time equivalent positions and 33 part‐ time positions, an increase of 2 full‐time and 1 part‐time positions from the prior year. RESERVE POLICY The City Council previously identi ied and objective of developing and maintaining a reserve in the General fund for economic uncertainties and contingencies. In addition, the City Council recently increased the Economic Uncertainty Reserve from 15% to 17.5%. LAKE ELSINORE PUBLIC FINANCING AUTHORITY The Lake Elsinore Public Financing Authority is a joint exercise of powers between the City of Lake Elsinore and the Lake Elsinore Redevelopment Agency, created by a joint powers agreement dated July 25, 1989. The purpose of the LEPFA is to provide inancing for public capital improvements for the City and the former Redevelopment Agency. Revenue includes investment earnings and expenditures are restricted for debt service payments. LAKE ELSINORE RECREATION AUTHORITY The Lake Elsinore Recreation Authority is a joint exercise of powers between the City of Lake Elsinore and the Lake Elsinore Redevelopment Agency created by a joint powers agreement dated December 1, 1996.

The Recreation Authority continues to function without the Agency. The purpose of the Authority is to provide, through the issuance of revenue bonds, a inancing pool to fund capital improvement projects. These revenue bonds are to be repaid solely from the revenues of certain public obligations. SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY (SARDA) In June 2011, the Governor of California signed ABx1 26, which dissolved redevelopment agencies effective 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 redevelopment agency were transferred to the Successor Agency of the Redevelopment Agency on February 1, 2012 and the City Council began serving as the successor agency. FIVE‐YEAR FORECAST A ive‐year forecast is developed as a part of the budget process to assist in long range planning and policy development. The ive‐year forecast provides a tool to evaluate the ability of the City to fund proposed programs, operating costs, and meet the operational requirements of capital improvement projects in the future. CAPITAL IMPROVEMENT PLAN The City’s ive‐year Capital Improvement Plan (CIP) is presented to the City Council under a separate cover. This program provides a multi‐year plan for capital improvements that is updated annually to ensure compliance with the program. The impact of capital projects on maintenance and operating costs were taken into consideration in the development of the operating budget. Circulation, Facilities, Infrastructure and Park projects are identi ied in the CIP budget with estimated ive‐year project costs totaling $18,440,349. CONCLUSION The iscal year 2014‐15 Operating Budget demonstrates the City Council’s continued investment in public safety and other services as the City moves forward out of the effects of the recession. The budget was constructed 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. This conservative approach is necessary, as the City must continue to be sensitive to potential changes in the condition of the State and local economy. If there are any legislative actions that create any adverse impacts to the City, or if local conditions change that negatively impact the projected revenue stream, staff will return to the City Council with recommendations to make appropriate adjustments. I would like to express my appreciation to the City Council for providing the direction and support which are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of every staff member for not only creating a successful operating budget, but also contributing to the City’s annual budget process. Their efforts and dedication indicated the meaning of “team” work, which is re lected in this report and in other documents resulting from the annual inancial management process. Special recognition should go to the Administrative Services staff for their long hours and dedication to the City and this budget process. I would also like to recognize our Elected Treasurer, Allen Baldwin for his dedication and commitment to the City. His oversight in the budget process is invaluable. I commend the Mayor, Budget Committee, members of the City Council and Management for their continued interest, dedication and support in conducting business on behalf of the Citizens of Lake Elsinore in a responsible and progressive manner while still preserving an economical quality for the City. Respectfully Submitted, Grant Yates City Manager

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 CONTROLS ON CHANGES IN THE APPROPRIATIONS

WHEREAS, the City Council has a policy of adopting an annual operating budget to plan expenditures and to match anticipated revenues available in various City accounts in order to make the most efficient use of the Cityâ&#x20AC;&#x2122;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 appropriations: A. No expenditure of funds shall be made unless there is an unencumbered appropriation available to cover the expenditure. B. The Department Director may prepare a transfer of appropriations within departmental budget accounts, with the approval of the City Manager. C. The City Council must authorize transfers (appropriations) of funds from the Unreserved Fund Balance and transfers between departmental budget accounts. D. 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 appropriated for such contracts or obligations for FY2014-15.

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:

VISION STATEMENT

VALUE STATEMENT As employees of the City of Lake Elsinore, in striving to be dedicated to our local government, we value the following:

GOVERNMENT ADMINISTRATIVE SERVICES OFFICERS ASSOCIATION AWARD The Government Finance Of icers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Lake Elsinore for its annual budget for the iscal year beginning July 1, 2013. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, inancial plan, and communication device.

CALIFORNIA SOCIETY OF MUNICIPAL FINANCE OFFERS AWARD

Mayor Mayor Pro Tem Councilmember Councilmember Councilmember Treasurer

DIRECTORY OF OFFICIALS July 1, 2014 Elected Of icials

Natasha Johnson Steve Manos Daryl Hickman Robert E. Magee Brian Tisdale Allen Baldwin

Executive Management Team

City Attorney City Clerk City Manager Director of Community Services Director of Administrative Services Director of Public Works Director of Community Development Chief of Police Fire Chief

Barbara Leibold Virginia J. Bloom Grant Yates Vacant Jason Simpson Vince Damasse Grant Taylor Leonard Hollingsworth Mark Barr

Citizens of Lake Elsinore

Public Safety Advisory Commission

City Attorney

City Council

City Treasurer Public Finance Authority

Planning Commission

Lake Elsinore Recreation Authority

City Clerk

City Manager

Administrative Services

Police Services

Community Development

Fire Services

Public Works

Community Services

BUDGET PROCESS The Annual Budget sets forth a strategic resource allocation plan that addresses the City Council’s Strategic Goals. The Budget can be thought of as a policy document, inancial plan, operations guide, and communication device all in one document as a guide for the public as well as staff. The Budget also performs the following: 

Determines the quality and quantity of the City programs and services.

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Details expenditures requirements and the estimated revenue available to meet these requirements.

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Connects the activities of individuals City Departments to the City Council’s Strategic Goals.

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Sets targets and provides a means of measuring actual accomplishments against goals.

The Annual Budget provides the legal authority for expenditures and means for control of municipal operations throughout the iscal year. Accordingly, the City Council mandates that a budget be adopted prior to the beginning of the iscal year, which begins July 1st of each year. The budget process gives the department director an opportunity to justify departmental work programs, to propose changes in services, and to recommend revisions in organizational structure and work methods. It also enables the City Manager to review these aspects and make appropriate recommendations to the City Council. Presenting the annual preliminary budget to the City Council usually takes place in May of each year, which allows the Council to judge the adequacy of the proposed operating programs, to determine basic organizational and personnel staf ing requirements and to establish the level of municipal services to be rendered with the available resources. The annual proposed budget is presented at one of the City Council meeting during the month of June of each year for adoption. The City of Lake Elsinore iscal year begins each July 1st and concludes on June 30th. In accordance with fundamental democratic principles, the City embraces citizen participation, especially in key planning and resource allocation activities. In addition, Departments obtain citizen input through Boards and commission meetings, Mayor’s Night Out forums, public hearings, and other forms of written and oral communication. The Administrative Services Department began the annual budget process in March 2014. The budget team updated the policies and procedures for budget preparation, created the budget process calendar, and prepared current budget schedules for each department to use in preparing the new budget. On March 12, 2014 a Budget Kickoff Workshop was held with the City Manager, Department Directors, and Department Analysts. This workshop included a brie ing on the status of the current iscal year budget, a review 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 development of the departmental budget requests, which included the following:

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Review and evaluate current goals (and performance measurements);

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Identify new goals and programs; 15

BUDGET PROCESS (cont.) 

Identify the impacts of new programs on existing resources, examine organizational ef iciency, and reallocate existing resources to address these impacts;

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Identify additional resource requirements (if existing resources will be exhausted).

The operating budget preparation guidelines were distributed at this time. The guidelines serve to outline the policies 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 and accurate understanding by all. The milestones were outlined in the guidelines, along with the concurrent development of inancial projections, objectives, and requirements at the staff level. With this approach, the policies and priorities that guide expenditure considerations were incorporated into the proposed budget prior to formal submission to the City Council. The City Manager and key Administrative Services Department staff later held individual meetings with each de‐ partment to assist in the budget process. Assistance was provided to each department in reviewing historical expenditure information, personnel costs, and in re ining departmental goals, objectives, and performance measures. For the purpose of budget preparation and formulation, department budget submittals consisted of detail by expenditure line item. Speci ic justi ication was required for the following: 

Signi icant expenditure changes

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Personnel costs, including all temporary personnel costs and proposed staf ing reclassi ications

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Contracted services and supplies

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Purchases of new equipment (greater than $5,000)

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Outlays for improvements and facility repairs

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All special project expenses and one‐time expenses

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Travel, conference, and education expenses

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Dues, memberships, and publications

Review and analysis was conducted of each department’s request. The review of the budget requests included comparative analysis of historical and current expenditure levels. Revenue estimates were compiled from department projections. Five‐year revenue and expenditure projections were developed by the Administra‐ tive Services Department to assist in identifying the long‐range impacts of proposed staf ing and program changes. The information was compiled for City Manager review. In the last t w o weeks of April, City Manager and key Administrative Services Department staff held meetings with each Department Director to discuss their department budget request and to obtain additional information to assist in the assessment of the requests. Following this review, Department Directors adjusted line item requests in accordance with the City Manager’s direction.

BUDGET PROCESS (cont.) Finally, a budget workshop is held with the City Council to receive public comment and to review the components of the proposed budget, prior to formal consideration for adoption. Any changes or modi ications based on this review will be prepared by Administrative Services. The Lake Elsinore municipal code requires that the City Manager submit the proposed annual budget and salary plan to the City Council for approval. The City Council approves the annual operating budget submitted by the City Manager prior to the beginning of the new iscal year. All appropriations lapse at year‐end, except for those relating to encumbrances, which are approved for carryover to the subsequent year. The City Council has the legal authority to amend the budget at any time during the iscal year. The City Manager has the authority to make adjustments within de‐ partmental budgets. Adjustments between departments and additional appropriations require the approval of the City Council. 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 legally exceed the appropriat‐ ed amount) is at the department level. 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 City Council, which include a budget‐to‐actual analysis for both revenues and expenditures. Revenue projections are revised as part of the mid‐year budget analysis, and appropriations are adjusted if required.

BUDGET CALENDAR 2014‐15

FEBRUARY

  

Development of budget parameters/strategic goals Distribution of Budget Preparation Manual Budget workshop with key City staff

   

Development of program goals and objectives Development of performance measures Budget requests submitted to Administrative Services for review Proposed CIP projects submitted to Administrative Services

  

Revenue estimates completed by Administrative Services Budget analysis prepared for City Manager’s review CIP project timing and priorities modi ied based on available resources

   

Departmental operating budget submittals reviewed Preliminary operating and CIP budgets prepared Five‐year inancial projection completed Public budget workshop with City Council allowing for public input

  

Prepare staff reports and proposed budget documents Council adoption of inal operating and CIP budgets Council adoption of schedule of authorized positions and Gann Appropriations Limit

  

Bi‐weekly budget/actual reports reviewed Quarterly inancial statements prepared Mid‐year budget analysis and revision

MARCH

APRIL

MAY

JUNE

ONGOING

UNDERSTANDING THE BUDGET DOCUMENT This budget document provides the public with concise and readable information about City government and displays the City’s objectives and budget for the Fiscal Year 2014‐15. The budget document begins with the City Manager’s transmittal letter, which provides an overview of the FY2014‐15 Operating Budget by highlighting programs and major projects. The budget document is then divided into the following sections:         

Introduction Budget Summaries General Fund Lake Elsinore Public Finance Authority Lake Elsinore Recreation Authority Successor Agency Five Year Forecast Capital Improvement Program Appendix

The Budget Summaries section provides revenue and expenditure analysis. This section presents historical and categorical data for comparative purposes, and includes a ive‐year projection of revenues and expenditures. Staf ing levels are also summarized. The Operating Budgets section contains the program description, key objectives, performance measures, and resource allocation plans for each operating program. Budget information is organized by department and identi ies the major services provided by the City. Finally, the Appendix includes: 

Glossary of Terms

Additional information on the City’s iscal affairs is available in the following documents, w h i c h are available at: http://www.lake‐elsinore.org/Departments & Services/Departments A‐G/Administrative Services/ Finance/Financial Reports  City’s Monthly Treasurer’s Report  Quarterly Financial Statements  Comprehensive Annual Financial Report

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

DESCRIPTION OF FUNDS The City of Lake Elsinore revenues and expenditures are accounted in a series of funds. Each fund is an autonomous accounting entity, established in accordance with legal and professional accounting standards. Funds are used to segregate the various inancial activities of a governmental entity and to demonstrate compliance with speci ic regulations, restrictions or limitations, (i.e., demonstrating that restricted revenues are spent only for allowed purposes). Funds used in government are classi ied into three broad categories: governmental, proprietary and iduciary. Governmental funds include activities usually associated with the operations of a typical state or local government (public safety, general government activities, etc.). Proprietary funds are used in government to account for activities often found in the private sector (utilities, stadiums, and golf courses are prime examples). Fiduciary funds are utilized in situations where the government is acting in a iduciary capacity as a trustee or agent. The funds utilized by the City of Lake Elsinore are as follows: GOVERNMENTAL FUNDS General Fund: This is the general operating fund for the City, utilized to account for all resources not required to be accounted for in another fund. Special Revenue Funds: Special Revenue Funds are used to account for speci ic resources that are legally restricted to expenditure for particular purposes. Supplemental Law Enforcement Services Fund (SLESF) – The City maintains this fund to account for the Supplemental Law Enforcement Services (SLESF) monies, w h i c h 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 was originally established for LLEBG but has been replaced with JAG. This fund was established to account for a grant received through the Department of Justice to support law enforcement services activities to prevent and control crime within the City. Of ice of Traf ic and Safety Fund – This fund is to account for monies received for a grant by the State to local and state public agencies for programs that help them enforce traf ic laws, educate the public in traf ic safety, and provide varied and effective means of reducing fatalities, injuries and economic losses from collisions. Traf ic Offender Fund – This fund is for the purposes of receiving and expending administrative fees administrative fees generated from charges to drivers who have been arrested for DUI, who are driving on suspended/revoked licenses, or have never been issued a driver’s license. These funds may only be used to further the traf ic safety goals of the City and are subject to OTS audit. Miscellaneous General Project Fund – The City maintains this fund to account for miscellaneous general projects of the City. Affordable Housing in Lieu – The Affordable Housing fund contains the assets as well as loan and rental income from the former Redevelopment Agency which have been transferred to the City of Lake Elsinore.

DESCRIPTION OF FUNDS (cont.) Developer Agreement Fund – This fund is maintained to account for developer lot fees. Miscellaneous Grants Fund – This fund was established to track expenditures and revenues from miscellaneous Federal, State and County grants requiring segregated fund accounting. Gas Tax Fund – The City maintains this fund to account for the Highway User’s Tax revenues received from the State of California under Sections 2013, 2105, 2107, and of the Streets and Highways Code. Transportation Uniform Mitigation Fee Fund (TUMF) – Under the TUMF, developers of residential, industrial, and commercial property pay a development fee to fund transportation projects that will be required because of the growth the projects create. The Western Riverside Council of Governments administers the TUMF. The TUMF funds both local and regional arterial projects. Local area projects receive 48.1% of all funds and the funds are programmed in each of ive “zones” proportionately to the fees paid. These zone projects are proposed by local jurisdictions. Transportation/Measure A Fund – This fund was established to account for the City’s share of the County of Riverside’s additional one‐half percent sales tax allocation. These monies are restricted for use on local streets and roads.

Senate Bill 821 Bicycle and Pedestrian Facilities Program Fund – This fund tracks the grant revenue and expenditures received from RCTC for eligible projects. Each year 2% of the Local Transportation Fund (LTF) revenue is made available for use on bicycle and pedestrian facility projects through the Commission's SB 821 Program. All of the cities and the county are noti ied of the SB 821 program estimate of available funding and are requested to submit project proposals. Eligible projects include sidewalks, bike paths (Class I), bike lanes (Class II), bike routes (Class III), and access ramps or curb cuts. Senate Bill 1186 California Disability Access and Education Fee Fund – This fund collects and tracks the law required State fee of $1.00on every applicant for a local business license or renewal. The purpose is to increase disability access and compliance with construction related accessibility requirements and to develop educational resources for businesses in order to facilitate compliance with Federal and State disability laws. Traf ic Safety Fund – Used to account for revenue generated from enforcement of California vehicle codes and city ordinances. These restricted funds may be used only for traf ic signals, school crossing guards, and other related traf ic safety expenditures. Development Impact Fees – These funds are used to track revenues and expenditures of fees collected by developers to mitigate impacts of new development n the level of service capacity. Lighting, Landscape and Maintenance District (LLMD)Funds – These funds account for revenues derived from annual assessments which are used to pay the costs incurred by the City for landscape maintenance and street light maintenance. 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 and maintenance, and library services.

DESCRIPTION OF FUNDS (cont.) Geothermal Fund – A fund to track expenditures for State grant monies used to maintain hot water wells owned by the City. Community Development Block Grant (CDBG) – This fund is used to account for grants received from the U.S. Department of Housing and Urban Development (HUD). The grants are used for the community development activities and projects. National Pollutant Discharge System (N.P.D.E.S.) Fund – This is to track fees assessed to property owners for N.P.D.E.S. program, which is mandated by the federal government. This requires cities to clean up storm water runoff. Public Education and Government Grant Fund – This fund is used to track the expenditures used to purchase applicable media equipment. Community Facilities Districts (CFD) – These funds are established by the City as means of obtaining com‐ munity funding to be used to pay for public works and other public services, maintenance, new construction, and debt service payments. Public Improvement In‐Lieu – This fund accounts for special designated improvements to City property, inanced by developer fees. Assembly Bill 766 Air Pollution Reduction – This account for revenue South Coast Air Quality Board requirements to develop systems to reduce air pollution. Successor Agency Housing Fund – This account is used to track low and moderate‐income projects. Expenditures for this fund are restricted to low and moderate income housing projects. Debt Service Fund: Debt Service funds are used to account for the accumulation of resources and payment of all general long‐term debt obligations of the City and related entities. These funds are used to account for the payment of interest and principal. Capital Improvement Project Fund: Capital Improvement Project Fund are used to account for inancial resources used for the acquisition and improvement of major capital facilities.

DESCRIPTION OF FUNDS (cont.) FIDUCIARY FUNDS Private‐Purpose Trust Funds are used to account for resources held and administered by the reporting government when it is acting in a iduciary capacity for other governments. Successor Agency to the Redevelopment Agency (SARDA) Debt Service Fund This fund is used to account for payment obligations of the successor agency as a result of the State’s dissolution of Redevelopment Agen‐ cies. Endowment Trust Fund – This fund is to account for assets held by the City as a trustee capacity for the Adolph Korn Estate. Money is held for building a nurses home for the proposed medical facility in the City. Until that time, interest earnings from the estate are used as a scholarship fund for college tuition for stu‐ dents seeking a degree in the nursing ield.

SUMMARY OF ACCOUNTING PRINCIPLES FUND ACCOUNTING

The accounts of the City are organized based on 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 funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled. The various funds are grouped in the inancial section in this report into generic fund types and broad fund categories as follows:

Governmental Funds

Fiduciary Funds

General Fund

Private‐Purpose Trust Funds

Special Revenue Fund

Debt Service Fund

Capital Projects Funds

ACCOUNTING BASIS All 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. The primary revenue sources susceptible to accrual are property and sales taxes, franchise fees, transient occupancy taxes, investment income, ines and forfeitures collected by County courts, and motor vehicle‐in‐ lieu subventions. Expenditures are generally recognized under the modi ied accrual basis of accounting when the related fund liability is incurred. An exception to this general rule is principal and interest due on general long‐term debt which is recognized when due. Proprietary and Fiduciary funds are accounted for and budgeted using the full accrual basis of accounting, i.e., revenues are recognized in the period earned and expenses are recognized in the period incurred. Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of funds are recorded in order to reserve that portion of the applicable appropriation, is employed in the governmental funds. Outstanding encumbrances at the end of the iscal year are recorded as reservation of fund balance since the commitments will be paid in the subsequent year. Encumbrances do not constitute expenditures or liabilities.

EXPLANATION OF MAJOR REVENUE SOURCES GENERAL FUND Property Tax: The valuation of property in the City is determined by the Riverside County Tax Assessor. The County levies a base tax at the rate of 1% of assessed valuation. Approximately 4.78% of the base 1% levy is allocated to the City. Fiscal Year 2014‐15 revenue estimate for property tax re lects a 7.19% increase over the projected Fiscal Year 2013‐14 amount. This increase is a re lection of increasing property values, new commercial and franchise fees.

Franchise Fees: The City imposes fees primarily on refuse hauling, gas, electric, and cable television operating in the City. The fee is 5% of gross receipts for utility companies and $500 per year for towing companies. Overall, a 12.25% increase is projected in Fiscal Year 2014‐15 from the Fiscal Year 2013‐14 estimated amounts. This increase is a result of anticipated increase in electricity rates and usage and cable subscribers.

Sales and Use Tax: In accordance with the California Revenue and Taxation Code, the State of California imposes a 8% sales and use tax on all taxable sales in the City. Of that 8%, the City receives 1% of the taxable sales in the City. Sales and Use Tax is the City’s largest revenue source representing 22.82% of the total General Fund revenues. As a result, the FY 2014‐15 revenue projections for sales tax re lects a 3.11% increase from FY 2013‐14 estimates. This increase is primarily due to an anticipated increase in consumer activity as economic indicators begin to show a slight turnaround in the economy.

EXPLANATION OF MAJOR REVENUE SOURCES (cont.) Property Transfer Tax: The Lake Elsinore Municipal Code authorizes the imposition f a transfer tax on real property sold in the City. The tax rate id $0.275 for each $500 of purchase value. The amount projected for FY 2014‐15 of $245,000 represents an increase of $20,000 from FY 2013‐14. Special Assessments for Service: Fees or service charges are imposed on the user for a service type for operating activities and do not result in the purchase or construction of ixed assets. In iscal year 2014‐15, Special Assessment revenue is projected to increase $876,211 from an estimated $2,200,389 in iscal year 2013‐14 to $3,076,600 in iscal year 2014‐15. Licenses, Permits & Fees: The California Government Code and State Constitution authorizes the City to assess certain license and permit fees as a means of recovering the cost of regulating various actives. Examples include building permits and business license. In iscal year 2014‐15, Licenses, Permits and Fee revenue is projected to increase 24.09%, or $1,327,070 from an estimated $5,507,805 in iscal year 2013‐14 to a projected $6,834,875 in iscal year 2014‐15. Intergovernmental: Intergovernmental Revenues include grants and other sources of revenue from governmental agencies. Major intergovernmental revenues include Motor Vehicle in Lieu and the Motor Vehicle in Lieu Triple Flip, FEMA Grants, Fire Grants, Law Enforcement Grants, Transportation Revenue and Lake Grants. The estimated intergovernmental revenue for iscal year 2014‐15 increased by $569,362, or 204.51% primarily as a result of the three Captain positions on medic truck #97 funded by the County of Riverside. F i n e s a n d F o r f e i t u r e s : The City Vehicle and Penal Codes impose ines and penalties for traf ic violations and vehicular parking. These revenues are collected by Riverside County through the County court system and a portion distributed to the City, less an administrative fee. The City has the responsibility for administering and collecting parking citation ines. R e i m b u r s e m e n t s : This category of revenue includes the recovery of personnel costs that are allocated to various capital improvement projects, and are thus reimbursed by various special revenue funding sources. Also included in this category is the Lake Elsinore Recreation Authority RDA lease payment. This payment is reimbursing the General Fund for making the debt service payment on this bond. Investment Earnings: The City pools its available cash from various funds and invests in instruments a allowed in the City’s investment policy approved by City Council. Earnings are allocated to various funds on the basis of proportionate cash balances. A 46.15% decrease in investment earnings is anticipated in Fiscal Year 2014‐15.

EXPLANATION OF MAJOR REVENUE SOURCES (cont.) OTHER FUNDS Gas Tax Fund: The State of California assesses a tax on gasoline purchases as authorized by Sections 2015, 2016, 2107, 2107.5 and 2103 of the California Streets and Highways Code. Section 2105 (b) allocated 11.5% of the tax revenues in excess of 9 cents per gallon monthly among cities based on population. Section 2106 revenues equal to 1.04 cents per gallon and are allocated as follows: $7.2 million per year to the State Bi‐ cycle Transportation Account, $400 per month to each city, and $800 per month to counties, with the remainder of the residual amount to each county and the cities in the that county based on registered vehicles. Section 2107 provides monthly allocations of 1.315 cents per gallon of gasoline, 1.8 centers per gallon of diesel and 2.59 cents per lique ied petroleum gas as follows: Each city with snow removal costs in excess of $5,000 is allocated 50% of the cost exceeding $5,000, the remainder is allocated to cities based on population. Section 2107.5 are allocated annually in July to cities in ixed amounts based on population. This section funds must be used for engineering costs and administrative expenses related to city streets. Section 2103 (Prop 42 Replace) provides for the distribution of the new gasoline excise tax revenues under the 2010 fuel tax swap. These revenues are allocated as follows: State transportation debt service, 44% State Transportation Improvement Plan (STIP), 12% State Highway Operation and Protection Program (SHOPP— the states highway improvement program), and 44% evenly split between cities and counties. Section 2103 funds are allocated to cities on a per capita ba‐ sis. Gas tax revenues is projected to decrease $163,138, or 12.24% in Fiscal Year 2014‐15 over projected Fiscal Year 2013‐14. This decrease is due to a number of administrative errors and changes in interpretation of the Section 2103 allocation and related provisions by the State (former Prop 42 funding).

Measure A: In 1988 when voters approved Measure A, Riverside County’s half‐cent sales tax for transportation congestion. In 2002, Measure A was extended by Riverside County voters. Now, Measure A will continue to fund transportation improvements through 2039. Measure A revenue is projected to increase to $1,137,000 in Fiscal Year 2014‐15, a 7.06% increase from Fiscal Year 2013‐14.

DEBT ADMINISTRATION In February 1990, the Public Financing Authority (PFA) was authorized to issue $500,000,000 in revenue bonds for the purpose of enabling the Public Financing Authority to acquire certain quali ied obligations of the City or the former Redevelopment Agency. The Bonds were issued to provide funds to inance the acquisition and construction of land, buildings, equipment and other capital improvements. The 2014‐15 iscal year debt service requirements for the above mentioned obligations are as follows:

GANN APPROPRIATIONS LIMIT Article XIIIB of the California State Constitution, more commonly referred to as the Gann Initiative or Gann Limit, was approved by California voters in November 1979, and placed limits on the amount of proceeds of taxes that state and local government agencies can receive and spend each year. For cities that incorporated after iscal year 1978‐79, the voters set the initial appropriations limit at the time of incorporation. Proposition 111 was approved by California voters in June 1990, which provided new adjustment formulas which make the appropriations limit more responsive to local growth issues. Each year the City Council must adopt by resolution the appropriations limit for the following year. Following is the calculation of the City’s Gann Appropriations Limit for iscal year 2014‐15: Fiscal Year 2013‐14 Appropriations Limits………................................................................................................................$73,075,959 City Population Growth

2.30%

Per Capita Personal Income Change......................................................................................................................................................‐.23% Fiscal Year 2013‐14 Appropriations Limit ($73,075,959 x 1.0230 x 0.9977)…………………………...……..….…$77,575,034 Appropriations subject to the limit in the iscal year 2014‐15 budget total $23,076,212 which is $53,755,852 less than the computed limit. Additional appropriations to the budget funded by non‐tax sources such as service charges, restricted revenues from other agencies, grants or beginning fund balances would be unaffected by the appropriations limit. However, any supplemental appropriations funded through increased tax sources would be subject to the appropriations limit and could not exceed the $53,755,852 variance indicated. Further, any overall actual receipts from tax sources greater than $53,755,852 from budget estimates will result in proceeds from taxes in excess of the City’s appropriations limit, requiring refunds of the excess within the next two 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 anticipated in the future due to the margin between the limit and tax revenue.

COMMUNITY PROFILE GENERAL CITY DATA Date of Incorporation Form of Government Area Lake Surface Area Population (2014) Annual Average Temperature Annual Average Rainfall Number of Police Of icers per 1,000 Residents Number of Fire Stations Number of Parks City Recreation Area and Campground

April 9, 1888 City Manager 43 Square Miles 3,000 Acres 56,718 78.5 Degrees 11" .92 4 18 71 acres

$64,327 $75,998 16,343 3.5 3.8 30.5 $222,500

24 969 21,400 2

INCOME and HOUSING DATA: Median Household Income Average Household Income Number of Households Median Household Size Median Family Size Median Age Median Housing Price

EDUCATIONAL DATA: Lake Elsinore Uni ied School District Number of Schools Number of Teachers Number of Students Number of Public Libraries

LOCATOR MAP

BUDGET SUMMARIES OVERVIEW The Budget Summaries Section includes a breakdown of revenues and expenditures by funds including General Fund speci ics and City totals. The graphs and summaries presented include the following: GENERAL FUND REVENUES…………………………………………………………………………………….……………….…………………..35 GENERAL FUND REVENUES BY SOURCE……………………………………………………………………………………..........................36 EXPENDITURE BY DEPARTMENT – GENERAL FUND…………………………………………………………………………………….37 EXPENDITURE SUMMARY BY CATEGORY – GENERAL FUND……………………………………………………….........................38 EXPENDITURE SUMMARY BY DEPARTMENT – GENERAL FUND…………………………………………………….. …………….39 SUMMARY OF AUTHORIZED POSITIONS……………………………………………………………………………………..………………..46 CORE STAFFING ALLOCATION PLAN BY DEPARTMENT…………………………………………………………….………………….47

GENERAL FUND REVENUES

GENERAL FUND REVENUES BY SOURCE

EXPENDITURE BY DEPARTMENT GENERAL FUND

* Subject to change should the City of Canyon Lake close Fire Station #60.

EXPENDITURE SUMMARY BY CATEGORY

EXPENDITURE SUMMARY BY DEPARTMENT GENERAL FUND

EXPENDITURE SUMMARY BY DEPARTMENT GENERAL FUND (cont.)

SUMMARY OF AUTHORIZED POSITIONS

CORE STAFFING ALLOCATION PLAN BY DEPARTMENT

CORE STAFFING ALLOCATION PLAN BY DEPARTMENT (cont.)

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:

GENERAL FUND OVERVIEW BY DEPARTMENT (cont.)

CITY COUNCIL MISSION:

To provide an overall quality of life in the City of Lake Elsinore by enhancing our security, recreation, and neighborhoods, delivering quality public services, preserving and enhancing the City's economic prosperity, embracing the diversity of our citizens, and making Lake Elsinore a desirable place to raise a family. The City Council oversees two additional programs; Public Safety Advisory Committee and Citizen Corp.

Citizens

Lake Elsinore

Mayor

Mayor Pro Tem

Natasha Johnson

Steve Manos

Councilmember

Daryl Hickman

Robert E. Magee

Brian Tisdale

CITY COUNCIL

CITY COUNCIL Division: CITY COUNCIL MISSION:

The City Council is elected by the voters of Lake Elsinore to establish and adopt overall policies, legislative and otherwise, to give direction to the City Manager to ensure effective and ef icient operation of the City and to identify the types and levels of programs and services to be provided to its residents. The Mayor and City Council serve to provide an overall quality of life in the City of Lake Elsinore by enhancing security, recreation, and neighborhoods, delivering quality public services, preserving and enhancing the City’s economic prosperity, and embracing the diversity of the citizens.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Of icially opened the City’s fourth ire station, Station #97 in Rosetta Canyon, including the purchase of the City’s irst Quint ladder truck.



Supported policy efforts to move forward with much needed intergovernmental collaboration and improvements to Railroad Canyon/Diamond Drive Interchange including the approval of an additional auxiliary lane on the southbound off‐ramp slated to begin construction in Octo‐ ber 2014.



Reinitiated business recognition efforts including monthly new business announcements and Business of the Quarter.



Secured participation in the Riverside County Economic Development Agency’s HOME Consortium to offer the First Time Homebuyer Program to potential homeowners beginning in FY 2015‐16.



Launched the City Home Improvement Program (CHIP) providing low income homeowners with up to $5,000 in grants for exterior beauti ication projects.



Provided more than $43,000 in community support funding to eight local community groups and $57,750 in CDBG funding to ive local nonpro its for FY 2014‐15.



Provided inancial support to the local Chamber of Commerce for economic development and visitor’s bureau activities.

GOALS FISCAL YEAR 2014‐15: 

Maintain regular, ongoing participation in regional, statewide and national intergovernmental committees such as the League of California Cities, Western Regional Council of Governments, and Riverside Transit Agency.



Maintain and participate in ongoing communication and regional efforts to address local homeless issues to ensure mutually bene icial options for the community, the homeless, and the region.



Expand business recognition and collaboration efforts including new business announce‐ ments, business of the quarter and/or business retention visits.

CITY COUNCIL Division: CITY COUNCIL GOALS FISCAL YEAR 2014‐15 (cont.): 

Support policy decisions that improve traf ic congestion including plans for the Railroad Can‐ yon/Diamond Drive Interchange and Highway 74/Gunnerson Avenue improvements.



Support City efforts to expand special needs activities and opportunities within the City such as additions to community parks or conditions on future developments.



Restore the Veteran’s Memorial Committee to complete a redesign and installation of a new memorial.



Protect the City’s inancial strength with iscal policies, ive‐year projections, and a balanced budget by June 2015.



Review and prioritize the City’s Capital Improvement Projects including the establishment of realistic timelines and/or inancial constraints.



Provide inancial assistance to nonpro it agencies for community programs and groups through the Community Services funding program and Community Development Block Grants.



Provide clear direction and support for responsible and positive economic development and tourism within the City including evaluating and assigning inancial resources to key groups including the Chamber of Commerce/Visitors Bureau.



Implement a Regional Coordinated Marketing Program and review other proposed fee, ser‐ vice or ordinance changes to reduce pet overpopulation and costs, while exploring future pos‐ sibilities of a no‐kill community.



Assess City‐wide revenue resources including conducting fee studies and reviewing applica‐ ble franchise agreement fees.



Expand the City Home Improvement Program (CHIP) to provide more funding per grant to have a greater impact on neighborhood beauti ication efforts.

CITY COUNCIL Division: PUBLIC SAFETY ADVISORY COMMITTEE (PSAC) MISSION:

Public Safety Advisory Commission (PSAC) is made up of ive community members or business owners appointed by the City Council. The Commission serves as a conduit of information for City residents and businesses to express their concerns regarding traf ic and pedestrian safety, lake safety, code enforcement, animal control, and emergency services. The Commission also investigates, reviews and analyzes traf ic and pedestrian safety, lake safety, code enforcement, an‐ imal control, and emergency services issues. PSAC assists in developing traf ic, pedestrian and lake safety programs that will help reduce and/or prevent accidents, injuries and deaths on the lake and roadways within the City. Maintain ongoing dialogue with various community organiza‐ tions. Review and suggest disaster planning, preparedness and crisis management programs and resources for further consideration by the City Council and/or staff.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Rede ined the PSAC roles and responsibilities including adoption of changes to the Lake Elsinore Municipal Code.



Restored the Commission with four new Commissioners in coordination and direction with the City Council.



Formally established the date and time of the PSAC meetings.

GOALS FISCAL YEAR 2014‐15:



Review and update ordinances, policies and procedures related to public safety such as nuisances, lake safety and/or lighting.



Review school circulation and transportation improvement suggestions for consideration.



Review neighborhood calming studies and best practices to prevent high speeds and reckless driving in neighborhoods.



Create public outreach opportunities for education on critical public safety measures in the community including Crime‐Free Multi‐housing, emergency preparedness, citizens emergency response team and lake safety.

CITY COUNCIL Division: CITIZEN CORP MISSION:

Volunteer based program to harness the power of every individual through education, training and volunteer service to make the community safer, stronger and better prepared for terrorism, crime, public health issues and disasters of all kinds. Citizen Corp has three sub‐committees, which focus on funding, recruitment and training.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Conducted 4‐CERT and one teen CERT classes.



Completed Emergency Operation Plan.



Planned and facilitated 2013 Shake Out Expo.

GOALS FISCAL YEAR 2014‐15: 

Add 4 more teen CERT classes.



Purchase tablets for the Emergency Services staff.



Add two teen CERT classes and one Spanish CERT class.



Establish a permanent location for a training facility or Emergency Operations Center (EOC).

CITY TREASURER MISSION:

The City Treasurer is elected by the voters of Lake Elsinore to monitor and validate the safe collection, investment, custody and disbursement of City funds. The City Treasure serves a four ‐year term and works closely with the City Manager and Administrative Services Departments. The City Treasurer is a member of the Mayor’s Audit and Budget Committee.

Citizens Of Lake Elsinore

City Treasurer Allen Baldwin

CITY TREASURER

ACOMPLISHMENTS FISCAL YEAR 2013‐14: 

Participate as a member of the Audit/Budget Committee in accordance with City Policy.



Collaborate with the Administrative Services Director on all matters regarding the Council's Investment Policy.



Continue working on the establishment of a comprehensive audit policy that includes provision for an audit committee of two councilmember's and the treasurer.



Review and give input into inancial budget process for current year and ive year budget pro‐ jections.

GOALS FISCAL YEAR 2014‐15: 

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



Cooperate with the Audit/Budget Committee in the creation of a ive year budget and an associated Strategic Plan.



Serve as a member of the Budget Committee, along with two Council members with support from City Manager and Director of Administrative Services.



Continue working on the establishment of a comprehensive audit policy that includes provision for an audit committee of two councilmembers and the treasurer.

CITY ATTORNEY MISSION:

The City Attorney serves as legal advisor to the City Council, City Manager, and the various City departments, commissions, committees, and boards. The City Attorney prepares and approves for legality the majority of proposed City ordinances, resolutions, contracts, and other legal documents. The City Attorney also represents the City in all litigation.

City Council

City Attorney Barbara Leibold

CITY ATTORNEY

ACOMPLISHMENTS FISCAL YEAR 2013‐14:  Advised City and Successor Agency in redevelopment dissolution procedures, preparation of ROPS, Long Range Property Management Plan; Housing and Other Funds DDRs, and represented Successor Agency in Oversight Board meetings and SCO audit. 

Secured DOF approval of LERA Bond refunding and Real Property Tax trust Funds (RPTTF) allocation for City reimbursement of debt service.



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



Structured in excess of $8.5 million of RPTTF toward city and housing loan repayments.



Obtained in excess of $102,000 in restitution to City from Global Captive Breeders in connection with animal cruelty case.



Assisted City staff on numerous projects including the successful and timely update to the City’s Housing Element, Annual Housing Element Progress reporting and consistency updates to the City’s Zoning Ordinance and LEMC.



Represented and protected City interests in dealings with EVMWD, WRCOG and RCA in connection with issues involving the Back Basin, MSHCP and TUMF implementation and related matters.



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

GOALS FISCAL YEAR 2014‐15:  To provide timely, cost-effective quality legal services to the City Council, the City Manager and all City departments, boards, commissions and committees in achieving the City Council’s goals while limiting risk and costs to the City of Lake Elsinore. To attend meetings, conferences and work sessions as needed or directed.



Prepare recommendations to City Council regarding Ordinance adoption/revision & Municipal Code update.



Prepare and review all legal documents and contracts, increase staff and public of icial training by preparation and presentation of training materials and continued preparation and implementation of standardized forms and contracts.

CITY ATTORNEY GOALS FISCAL YEAR 2014‐15 (cont.):  Assist City Manager and Administrative Services Department in connection with development impact fee studies and LEMC updates, cost recovery systems and fee schedules. Assist and insure proper implementation of Development Agreements.



Advise City Manager and staff regarding Back Basin conservation, lood storage, 404 permit and regulatory compliance, potential development activity and Lake related projects.



Assist City Manager and staff on the implementation and prioritization of the City’s EOC planning and procedures.



Continue to guide the Successor Agency in the preparation of the ROPS, implementation of its enforceable obligations and Property Management Plan to promote local projects and protect local assets. Represent the Successor Agency in all dealings with the Oversight Board, DOF, SCO and local taxing agencies.

CITY CLERK MISSION:

To compile and maintain the of icial records of the City and to make them readily accessible to all; to conduct fair and impartial municipal elections; to prepare, certify, and/or adhere to public notice requirements with regard to legal documents, ordinances, resolutions, public hearings, etc.; to codify and disseminate the Cityâ&#x20AC;&#x2122;s Municipal Code; to promote public awareness of the processes of government; to provide meeting, administrative, and legislative support to the Mayor, City Councilmembers, and its Commissions and Committees.

City Clerk Virginia Bloom

Meetings and Elections

Records Management

Council/Commission Support

Archival, Retrieval and Research

Elections and Fair Political Practices Commission (FPPC) Filings

Public Records Requests

Legislative History

Document Destruction

Agenda Process

Document Scanning

Contracts/Agreements Process Â

CITY CLERK

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Implement an electronic staff report and agenda management system to streamline the preparation process, reduce errors, tracking of legislative actions, uniformity of Staff Reports, Resolutions, Ordinances and Agreements and assist with document management.



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



Create a legislative calendar for better administration and tracking of Council appointments to other legislative organizations.



Hire and train a Deputy City Clerk for better of ice management and customer service.



Review of all off‐site storage documents for purging of documents pursuant to records retention schedule.



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

GOALS FISCAL YEAR 2014‐15:



Implement an electronic portal of public access to all public records and tracking of public records requests.



Train personnel for upcoming City General Election.



Implement a Records Management program for citywide records naming and iling system; and better implementation of record retention schedules.

CITY CLERK GOALS FISCAL YEAR 2014‐15 (cont.):



Training of personnel on FPPC iling requirements of Statements of Economic Interests, Campaign reporting and Ethics Training.



Create a City Directory to include all commissions, committees and ad hoc advisory groups.



Implementation of a Passport Program, hiring and training of personnel.



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



Development of a Contracts Management and Tracking system.



Implementation of an on‐line Campaign Finance and Statements of Economic Interests iling system.



Finalize City Clerk’s Department Procedures Manual.



Review and revise all Council Policies with City Attorney.



Continue education of director and staff for certi ication programs and association committees.



Implement a City Clerk’s fee schedule for services.



Build Council Member webpages identifying which subcommittees and other legislative bodies each participate in on behalf of the City.

CITY MANAGER MISSION:

The City Manager is appointed by the City Council to serve as the Chief Administrative Of icer of the organization. The City Manager's Of ice coordinates the implementation of policy and programs established by the City Council. The City Manager provides overall direction to the administration of City programs and services; coordinates economic development and marketing activities; intergovernmental relations, lobbying, and public relations efforts; oversees interdepartmental programs for strategic planning, emergency preparedness and animal control. The City Manager’s Of ice is committed to the policy of providing extreme customer services to the community, and promoting overall safety to the staff and citizens of Lake Elsinore.

City Manager

Grant Yates

General Administration

Intergovernmental

Public Relations

Legislation

Community Funding

Public Information

CITY MANAGER

ACCOMPLISHMENTS FISCAL YEAR 2013‐14:



Completed interior and exterior renovations as part of structural retro it of the Cultural Center, which is home to the City Council meetings.



Initiated Regional Coordinated Marketing Program through the Southwest Communities Financing Authority to promote responsible animal control measures throughout the region.



Revised Rotational Tow Services Ordinance, Franchise Agreements and Franchise Fees. Secured new agreements with applicable operators.



Reenergized the City’s Clean Extreme Committee and engaged additional stakeholder groups to participate. Hosted the most successful Clean Extreme event to date with more than 645 volunteers participating in the Historic Main Street event on April 26, 2014.



Hired and recruited key positions within City Hall to ill critical vacancies in the agency due to resignations, retirements and/or additional staf ing needs.



Launched new tourism marketing campaign, “Action Sports Capital of the World,” at the annual State of the City Address.



Assisted in the development and launch of bimonthly regional Mid-Manager meetings to increase collaboration and information sharing among neighboring cities.



Improved media relationships and coverage in local publications, including hosting three media events and several media tours and brie ings to improve the City’s image.



Reviewed, updated and restored the Public Safety Advisory Commission, including the installation of four new Commissioners. 70

CITY MANAGER GOALS FISCAL YEAR 2014‐15:



Foster positive working relationships with area stakeholders by participating in regional, collaborative meetings with surrounding cities, agencies and stakeholders.



Develop a City-wide Strategic Plan with short and long-term goals for all departments.



Review and develop a plan of proposed updates to existing, outdated ordinances, policies and procedures to ensure they are up-to-date and align with today’s standard practices.



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



Research innovative technologies and opportunities to improve public safety while reducing costs.



Increase city-wide transparency and access by offering new engagement opportunities such as conducting Community Workshops and Study sessions with City Council to strategize priorities including Capital Improvement Projects and Budget Planning.



Create and implement a three-year communications and community outreach plan.



Maintain regular, ongoing communications with the community through various media outreach opportunities including the website, social media and newspapers. Increase the City’s Facebook and Twitter likes by 25%.



Promote, support and grow community engagement through events such as the City’s Clean Extreme event to increase community involvement and build positive relationships.



Develop a staf ing and management plan including restructuring and hiring key personnel or consultants to create a core staf ing model and address critical needs in the City such as grants, economic development and lobbying.



Promote the City’s new campaign “Action Sports Capital of the World,” through the creation of an Extreme Marketing Alliance and the Chamber of Commerce.



Develop and plan for a City-wide banner program for implementation in FY 2015-16.



Kick off efforts to identify short and long-term projects to improve and maintain the Lake’s water quality in coordination with local and regional partners.

CITY MANAGER

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,

ADMINISTRATIVE SERVICES

ADMINISTRATIVE SERVICES 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

ADMINISTRATIVE SERVICES 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.

ADMINISTRATIVE SERVICES Division: FINANCE

ADMINISTRATIVE SERVICES 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.

ACCOMPLISHMENTS FISCAL YEAR 2013-14: 

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.

GOALS FISCAL YEAR 2014-15: 

Implement a Risk Management Evaluation.



Implement Incident Reporting Program.



Continue to participate in monthly safety meetings.

ADMINISTRATIVE SERVICES 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.

ACCOMPLISHMENTS FISCAL YEAR 2013-14: 

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.

GOALS FISCAL YEAR 2014-15: 

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.

 

ADMINISTRATIVE SERVICES Division: HUMAN RESOURCES

ADMINISTRATIVE SERVICES 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.

ACCOMPLISHMENTS FISCAL YEAR 2013-14: 

Install and configure Granicus legislate for review of documents and archived videos.

paperless agendas, supporting



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.

GOALS FISCAL YEAR 2014-15: 

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.

ADMINISTRATIVE SERVICES Division: INFORMATION TECHNOLOGY

COMMUNITY DEVELOPMENT 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 all development is consistent with the Municipal and Building Codes, the goals of the community, life safety, and neighborhood preservation. The Community Development Department is comprised of six Divisions: Planning Commission, Planning & Zoning, Economic Development/ GIS, Building & Safety, Fire Inspection, and Code Enforcement. The Community Development activities are primarily involved in the Planning Division, which provides support for the Planning Commission, and assists the Commission and the community in ful illing the vision, goals, and policies as de ined by the City Council.

Director of Community Development Grant Taylor

Planning & Zoning Division

Public Information

Economic Development/ GIS

Business Attraction

Building & Safety

Permit Issuance

Code

Inspection

Enforcement

Information and Education

Nuisance Abatement

Plan Processing

Business Retention

Inspection Services

Planning and Engineering

Parking Enforcement

General Plan

Marketing

Public Information

Enforcement

Municipal Code Enforcement

Permit Issuance

Tourism

Plan Review Processing

Investigation

Zoning

Ordinance Development

Fire

COMMUNITY DEVELOPMENT

COMMUNITY DEVELOPMENT Division: PLANNING COMMISSION MISSION:

The Planning Commission has the authority to review all development proposals for approval consideration. The Commission may advise the City Council in the development and application of policies affecting land use and development within the City. The Commission may also review and make recommendations regarding any proposed changes to the General Plan, Zoning Regulations and Design Standards.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Held fourteen Planning Commission meetings.



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



Approved ten development applications.

GOALS FISCAL YEAR 2014‐15: 

Hold public hearings to review ongoing phases of the Consistency Zoning Project and make recommendations regarding these project to the City Council.



Provide public review regarding proposed land use, design and development projects and related environmental impact analysis and when serving in an advisory capacity, make recommendations regarding these projects to the City Council.



Provide policy recommendations to the City Council regarding land use, development and design regulations and requirements.

COMMUNITY DEVELOPMENT 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 information and application process.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Processing of Housing Element for the 2014‐2021 period leading to City Council adoption on August 27, 2013.



Complied with Senate Bill (SB) 244 by amending the General Plan’s Land Use Element to identify and analyze the three unincorporated “fringe” communities of Lakeland Village, Warm Springs and Meadowbrook.



Adoption of Consistency Zoning Phase IIII bringing zoning within the Lake View, East Lake and North Peak Districts into alignment with the General Plan.



Prepared update of Municipal Code’s Conditional Use Permit provisions, which were adopted by City Council on April 8, 2013, in order to further the City’s efforts to foster new businesses and development opportunities.



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



Updated and made available to the public the Planning Division’s Entitlement Process & Flow Chart.



Scanned and posted copies of all adopted Speci ic Plans on the Planning Division’s Web Site in order to make the documents readily available to the public.

GOALS FISCAL YEAR 2014‐15:



Complete Consistency Zoning Phase IV bringing zoning in the Riverview District and Country Club Heights into conformance with the adopted General Plan.



Create a new Lakeshore Residential (L) zoning district and bring zoning within Lake Edge District into alignment with the General Plan.



Complete the Consistency Zoning Project by bringing zoning in the Ballpark, Lake Elsinore Hills, Historic, and Alberhill Districts into alignment with the General Plan.



Reformat the Residential Zoning Districts set forth in Title 17 (Zoning) the Lake Elsinore Municipal Code in order to make it easier for the public to understand.



Update of the City’s Rules to Implement the California Environmental Quality Act.



Provide professional planning services to the public that is customer friendly, responsive, ef icient and effective. 88

COMMUNITY DEVELOPMENT Division: PLANNING & ZONING GOALS FISCAL YEAR 2014‐15 (cont.): 

Continue to review, update and implement City regulations, development codes and speci ic plans to meet the needs of the community and to comply with legislative changes.



Promote balanced community development with the proper mix of residential, employment opportunities, commercial/retail services and recreation and cultural opportunities for the residents of the City.



Provide continuing professional and technical support and services to the Planning Commission.



Maintain staff participation with regional and local agencies and districts to ensure coordination of efforts related to land use planning, transportation and environmental issues.



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

COMMUNITY DEVELOPMENT Division: ECONOMIC DEVELOPMENT/GIS MISSION:

Economic Development Division is responsible for maintaining a sound and diverse economic base for business development and tourism for the City. Economic Development partners have been a key component to the City’s success as they have worked together with City Council and City Staff. This Division builds professional partnerships to create a strong healthy economy and enhance our exceptional quality of life.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Represented the City of Lake Elsinore at two (2) ICSC Conferences and two (2) Fred Hall Shows to further economic development and tourism.



Provided specialized assistance to 9 Lake Elsinore companies.



Created new marketing handout.



Developed new partnership with DiscoverIE/Visit California to nationally and globally promote Lake Elsinore.



Provided analyses and maps for Phase 1‐4 of Zoning Consistency Project.



Migrated 2 hardcopy Speci ic Plans into digital GIS format.



Updated all web‐based GIS Gallery maps



Upgraded city‐wide computers to ArcGIS/ArcReader 10.2

GOALS FISCAL YEAR 2014‐15: 

Work closely with the Chamber of Commerce and other economic development organizations to further economic development opportunities in the city and media.



Represent Lake Elsinore at Economic Development/Tourism speci ic Trade Shows.



Outreach to local businesses and provide assistance as identi ied.



Create interactive online GIS mapping site.



Completion of hardcopy Speci ic Plans into digital GIS format.



Provide analyses and maps for future phases of Zoning Consistency Project.

COMMUNITY DEVELOPMENT Division: ECONOMIC DEVELOPMENT/GIS

COMMUNITY DEVELOPMENT Division: BUILDING & SAFETY MISSION:

Building Division is responsible for enforcing the City’s Building and Safety codes along with State laws; performing plan checks on construction documentation to ensure that project proposals meet City codes; distributing plans for review by other agencies or City departments; issuing building permits after plans are completed and corrected; completing inal inspections; and issuing certi icates of occupancy. The Division also performs special inspections; implements certain State Laws such as the California Disabled Access Regulations; is responsible for updating Building and Fire codes required by the State of California; provides guidance to the general public and development community regarding the Uniform Building Codes and project applications.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Hired full‐time Building Inspector.



Began Laser iche scanning 98% of Building Plans, and permits are scanned.



Demo of 9 structures.



Started receivership program.



Updated staff with latest technology.

GOALS FISCAL YEAR 2014‐15: 

Work with all departments through the AS400 system.



Add help to the Building Counter.



Cross train Code, Building and Fire.



Provide electronic access of archived plans and documents to the public through the internet using Laser iche.



Create an interactive form on City's Web site for inspection requests through the internet.



Update the Building & Safety Division’s Website.



Automate the phone inspection request process.



Work with other departments for fees.

COMMUNITY DEVELOPMENT Division: BUILDING & SAFETY

COMMUNITY DEVELOPMENT Division: FIRE INSPECTION MISSION:

The Fire Prevention Division is to preserve and enhance the quality of life for the citizens of Lake Elsinore through the application of a comprehensive ire and hazard program.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Hired full‐time Fire Inspector.



Create and evaluate ire planning processes and re ine to provide comprehensive customer service. Including form creation, plan intake processes, and inspection procedures.



Place forms on the internet for ease of use.



Hire and train a Fire Systems Inspector.



Evaluate and re ine the Fire Department fee schedule.



Create an inspection and plan check baseline for future years.



Conducted business license inspections with the Building Department to better customer safety.



Evaluate and modify the 2013 California Fire Code and adopt through the Lake Elsinore Mu‐ nicipal Code.



Began issuing operating permits.

GOALS FISCAL YEAR 2014‐15:



Ensure a reasonable degree of life safety in all buildings open to the public through enforcement of and compliance with applicable codes, regulations and standards.



Provide in‐depth inspections of new construction in a timely manner.



Educate and assist engine companies in inspection process.



Implement an Annual Fire Inspection Program in order to provide ire and life safety inspections to all businesses in the City.



Inspect all state Fire Marshall regulated facilities on an annual basis for ire and life safety.



Begin the Lake Elsinore Uni ied School inspection program.



Begin Residential Care Facility inspections.



Take over the ireworks program from the County of Riverside.

COMMUNITY DEVELOPMENT Division: FIRE INSPECTION GOALS FISCAL YEAR 2014‐15 (cont.):



Obtain comprehensive inspection software to streamline and track annual/ operating permit inspections.



Continue to develop and re ine forms, process, procedures, and improve the Fire website.

COMMUNITY DEVELOPMENT Division: CODE ENFORCEMENT MISSION:

Code Enforcement Division provides a variety of services to the community, including; monitoring regional agencies and programs; and coordinating with outside agencies to protect the quality of life within the community. This Division provides commercial and residential neighborhood preservation to ensure a high quality standard of living and sustainability in communities. The Code Enforcement Division identi ies substandard housing to promote life, health and safety standards.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Updated staff with latest technology.



Established the Nuisance Abatement Board.



Established relationship with the Lake Elsinore Police Department (Riverside County Sheriff’s Department) by attending brie ings.

GOALS FISCAL YEAR 2014‐15:



Coordinate with Riverside County Sheriff's Department to provide better support for Code Enforcement personnel in ield situations.



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



Educate the public regarding Code Enforcement through an update of the City’s web site and through other forms of public outreach.



Maintain a level of excellence in the enforcement of codes.



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

POLICE SERVICES MISSION:

The Police Department is tasked with ensuring the safety of our community while maintaining the outstanding quality of life we all enjoy. The City contracts with the Riverside County Sheriff’s Department for Police services. The Lake Elsinore Police Department provides the City of Lake Elsinore with the highest quality law enforcement services possible while ensuring the safety of the community and responding to quality of life issues within the community. The Police Department identi ies legal options and strategies for implementing and achieving the goals, objectives and policies of City Council. The Lake Elsinore Police Department provides a wide‐ range of services to the community, including Administrative Bureau, Detective Bureau, Patrol Operations, Traf ic Bureau, Special Enforcement, Special Event Services, Crime Prevention and Lake Patrol.

Police Chief Leonard Hollingsworth

Administration

Patrol

Traf ic

Patrol Of icers

Detectives

Accident Investigations

Community Resource Of icers

School Resource Of icers

Special Enforcement Team (SET)

Youth Accountability

Lake Operations

Crime Prevention

Special Events

Investigations

POLICE SERVICES

POLICE SERVICES Division: POLICE ADMINISTRATION MISSION:

The Police Administration Division is responsible for providing leadership, direction and general administrative support required for effective and ef icient law enforcement. The division also includes budget coordination and management, personnel and payroll administration, planning, organizational development and community support. Additionally, this division ensures cooperation between the Police Department and the City Council, City Manager, other departments.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Continued Zero Tolerance approach to combatting Graf iti by working in cooperation with Public Works, Parks and Recreation, Code Enforcement and Information Technologies.



Continued Zero Tolerance enforcement of DUI boating.



Continued with a strong volunteer base to include; Posse, Explorers, Lake Elsinore Marine Search & Rescue and station volunteers.



The Lake Elsinore Station had the Deputy Sheriff of the year for the County of Riverside.

GOALS FISCAL YEAR 2014‐15:



Working with the City of Lake Elsinore to acquire the building and parking lot located adjacent to the Lake Elsinore Police Station to accommodate growth and expansion.



Continue to seek COPS, OTS and other grants for appropriate grant funding to support law enforcement services and equipment.



Working with the City of Lake Elsinore to maintain and possibly increase patrol hour funding at an optimal level for public safety.



Working with the City of Lake Elsinore to increase funding for special team operations to include directed enforcement of criminal street gangs and drug violations, as well as, community oriented policing for Lake Elsinore’s retail areas.



Working with the City of Lake Elsinore to maintain funding for Lake Patrol Operations for safe boating enforcement and vessel accident investigations.



Addition of one of icer to be assigned to the Gang Task Force Region 6.



Continued collaboration with Public Safety Advisory Commission (PSAC).

POLICE SERVICES Division: POLICE ADMINISTRATION

100

POLICE SERVICES Division: PATROL SERVICES MISSION:

The Patrol Services Division provides irst responders to law enforcement related public safety requests. The division is divided into two areas: General Patrol Of icers and Community Service Of icers. Patrol Of icers are responsible for maintaining safety and order in the community. Patrol staff is involved in focused efforts to reduce crime, which includes general patrol and motorcycle patrol. A part of this component also includes Community Resource Of icers.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Implemented Community Services Of icer Position to support Crime Free Multi‐Housing and Neighborhood Watch Programs.



Targeted high priority traf ic areas with the support of two 2 new motor positions and riding sergeant position.



Achieved and maintained lower response times than previous year on patrol calls.



Quickly solved a takeover bank robbery, arresting four suspects and recovering all the stolen money.



Solved several in‐progress burglaries where suspects were arrested and property recovered.

GOALS FISCAL YEAR 2014‐15:



Ensure effective and ef icient law enforcement in the community.



Increase level of training for patrol of icers to maintain a high level of competency and keep of icers abreast of current crime trends.



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



Continue Community Oriented Policing concepts to establish and maintain good communication with the public we serve.



Ensure crime trends and statistical data are considered in deployment strategies.



Reduce the number of injury traf ic collisions through enforcement and public education in traf ic, pedestrian and bicycle safety.



Maintain a high visibility, crime deterring presence in business and residential areas.



Ensure all personnel are in compliance with POST and all state training mandates.

101

POLICE SERVICES Division: PATROL SERVICES

102

POLICE SERVICES Division: INVESTIGATIONS MISSION:

The Investigations Bureau conducts follow‐up investigations of initial reports handled by Patrol Services. The Investigations Bureau is comprised of a Crimes Against Property Division and Crimes Against Persons Division. Investigators from either division may also be utilized at times to initiate and complete investigations that are high pro ile in nature, in order to speed up the in‐ vestigative process, and provide a single source contact for victims and prosecutors. The Investi‐ gation Bureau’s focus is to take initial investigations conducted by Patrol Services, and complete the necessary steps that cannot be completed by a ield of icer, due to time and resources, to en‐ sure the identity and successful prosecution of criminal offenders. The Investigations Bureau is also comprised of School Resource Of icers (SRO) and the Youth Accountability Team (YAT).

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Solved a cold case homicide of a local dignitary.



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



Solved several identity theft cases through forensic analysis of computers.



Through creative investigative techniques, detectives were able to identify and arrest the suspect of a homicide that had previously been committed in the City of Riverside.

GOALS FISCAL YEAR 2014‐15: 

Working with City of Lake Elsinore and Lake Elsinore Uni ied School District to restore 2 School Resource Of icers positions.



Obtain funding for additional training to maintain high competency levels.



Obtain funding for additional computer forensics equipment.



Maintain high quality level of investigations that will result in successful prosecutions.



Continue to provide effective and ef icient investigations of criminal violations.



Contact victims of crimes in a timely manner.



Act as a liaison between the District Attorney’s of ice and the victim(s) to ensure successful prosecution.

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FIRE SERVICES MISSION:

The Fire Department maintains the highest levels of ire and disaster preparedness, prevention, and community involvement in order to ensure the safety of both our residents and visitors. The City contracts with the Riverside County Fire Department for Fire services. Emergency Operations provides comprehensive emergency services utilizing a highly trained work force, progressive technology and modern equipment to provide Fire and Paramedic services. The Lake Elsinore Fire Department is dedicated to protect life, property, and the environment throughout the City, accomplished by a comprehensive emergency service response program utilizing responsible iscal management, a highly trained work force, progressive technology and modern equipment.

Battalion Chief

Mark Barr

Emergency Operations

Fire Suppression

Emergency Medical Services

All Risk Responses

Non‐Response Activities

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FIRE SERVICES

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Opened and staffed Rosetta Canyon ire station.



Ordered new medic truck for the City of Lake Elsinore.



Equipped and staffed the county reserve truck at Rosetta Canyon ire station.



Purchased equipment to out it the new city truck.



Developed rescue boat program, trained battalion personnel and placed boat in service.



City of Lake Elsinore entered into a Wildland Fire Protection Contract with Cal Fire.

GOALS FISCAL YEAR 2014‐15:



Maintain 5 minute service level as the City grows geographically and demographically.



Continue to expand and develop technology solutions to enhance ire service delivery capabilities.



Continue to expand and develop technology solutions to enhance EMS delivery capabilities.



Continue to respond to emergency calls in ive minutes or less 90% of the time.



Provide AED locations via a public mobile app or City website.



Continue to con ine and effectively suppress 90% of all structure ires within the City of Lake Elsinore with irst alarm resources.



Contain and control 95% of all unwanted wildland ires at ten acres or less.



Continue to work toward opening Rosetta Canyon station 97 with a fully staffed ALS truck company and relocate City Battalion Chief of ice to station 97.

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FIRE SERVICES GOALS FISCAL YEAR 2014‐15 (cont.):



Continue to work toward opening Rosetta Canyon station 97 with a fully staffed ALS truck company and relocate City Battalion Chief of ice to station 97.



Re‐fund the City Fire Prevention Specialist position for Fire Department and Code Enforce‐ ment to assist with inspections and administrative duties.



Work toward the purchasing and staf ing of an ALS engine for station 97.



Be able to provide and complete all life hazard safety inspections on an annual basis, with ad‐ ditional staff to be shared with Code Enforcement.



Provide leadership and assist with direction from the City in identifying a new ixed location for a City E.O.C.

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ANIMAL SERVICES MISSION:

To contract with and support the Animal Friends of the Valleys to provide adequate and reasonable animal control sheltering and ield services for our residents including dog and cat licensing, community patrols, spay and neuter, microchipping and adoption services to protect the public safety of our community while reducing pet overpopulation and saving animal lives.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Opened low cost spay and neuter clinics.



Successfully adopted the Regional Coordinated Marketing Program.



Reduced animal license fees to align more closely with neighboring cities.

GOALS FISCAL YEAR 2014‐15:



Increase the total number of active animal control patrol hours from ive to eight hours per day.



To partner with the Southwest Communities Financing Authority’s member agencies to launch a Regional Coordinated Marketing Program to leverage existing resources to educate and increase public awareness throughout the region about important pet ownership measures including licensing, spay and neutering and microchipping to reduce pet overpopulation in the shelter by 10% and adoptable euthanasia by 15% next year.



To implement reduced license fees and fee holiday and amnesty programs to encourage more pet owners to license their pets including sterilized or unsterilized dogs and cats.



Offer spay and neuter and microchipping incentives for approximately 250 free spay and neuter services and 1,000 microchips within our City.

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ANIMAL SERVICES

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PUBLIC WORKS MISSION:

The m i s s i o n o f t h e Public Works Department is to provide quality services that support the infrastructure demands of the City and enhance the safety, welfare and aesthetic environment of the residents, businesses and visitors. This is accomplished through the development and maintenance of City streets, sidewalks, traf ic systems, bike lanes, parks, buildings, trails and drainage facilities; professional engineering oversight of public and private improvement projects; and implementation of erosion/sediment controls and storm water quality measures. The Public Works Department is comprised of two Divisions: Engineering and Maintenance and ten (10) programs: Emergency Services, Weed Abatement, Engineering, Public Works Administration, Graf iti Maintenance, Environmental Services, Street & Sidewalk Maintenance, Vehicle & Equipment Maintenance, Park and Facility Maintenance, and Lake Operations.

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110

PUBLIC WORKS

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PUBLIC WORKS

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PUBLIC WORKS

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PUBLIC WORKS

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PUBLIC WORKS

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PUBLIC WORKS Division: ENGINEERING MISSION:

The Engineering Divisions are responsible for the development of public infrastructure and all physical improvement within the public right‐of‐way. These improvements include the development of public streets (roadways, curbs, gutters, and sidewalks), traf ic controls including: signal, striping, and signage, sewer systems, and storm drains. The Department provides public counter support, development review for grading, drainage and traf ic issues, and timely inspections of Capital Improvement and private development Projects.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Reorganized staff to improve counter/phone coverage and be more responsive to the public.



Upgraded mailing process for improved program noti ication.



Completed SCE process for Underground District on Lakeshore Drive.



Continued lead agency status for SMARA implementation.



Completed FEMA training.



Completed I‐15/Railroad Canyon Interchange Signal Timing Project.



Installed/activated 18 Speed Feedback Signs at various school locations.



Updated speed limits at various locations for enforcement purposes.



Completed SB821 Sidewalk Projects at various locations throughout the City.



Completed Seismic Retro it of City Hall and Cultural Center.



Completed parking lot improvements at Lake Point Park & La Laguna Resort/Boat Launch.



Completed paving of Elm Street; rehabilitation of Hunch Way; and slurry seal on Summer hill Drive.



Completed drainage improvements on Lakeshore Drive and other locations throughout the City.



Completed requirements of the NPDES and FEMA annual reporting process.



Received additional 1/2% discount on lood insurance premiums for property owners in the City as a result of proactive FEMA/NFIP activities.

GOALS FISCAL YEAR 2014‐15: 

Ensure completion of Capital Improvement Projects in a cost‐effective and timely manner.



Facilitate development activity by continuing to implement ef icient processing procedures.



Continue to improve responsiveness to resident concerns.

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PUBLIC WORKS Division: ENGINEERING GOALS FISCAL YEAR 2014‐15 (cont.): 

Continue productive working relationship with Caltrans, RCTC, County of Riverside HHW and WRCOG.



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



Update Grading Ordinance & Construction Standards, including Engineering Division information/forms on the City's website.



Update PW Fee Schedule to ensure cost recovery with plan review, permitting and inspection processes.



Implement new ordinance to facilitate street light installation in older developments.



Continue effective preventative signal/communication equipment maintenance program to minimize equipment failures.



Update City‐wide traf ic counts; implement traf ic calming measures to enhance neighborhood safety.



Install new traf ic signals at Via Scenic/Summer hill Drive and Canyon Hills/Sage Road.



Install Traf ic Signal Interconnect on Mission Trail from Diamond Drive to Corydon; and protective left‐turn phasing at Lincoln/Machado.



Complete engineering design for Collier Avenue Medians and Gunner son Street Rehabilitation.



Initiate engineering design for Timescale Canyon Bridge Replacement project.



Complete rehabilitation of Main Street.



Complete engineering design and initiate construction of City Entry Mon mentation project.



Continue Survey Mon mentation Preservation to replace disturbed or missing survey mon‐ uments.



Study and implement NPDES requirements and fees/assessments to ensure compliance and cost recovery associated with program compliance measures.



Maintain National Flood Insurance Program (NFIP) discounts for property owners within the City by implementing various FEMA/NFIP activities.

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PUBLIC WORKS Division: ENGINEERING

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PUBLIC WORKS Division: PUBLIC WORKS ADMINISTRATION MISSION:

The Public Works Division provides infrastructure maintenance. The Division conducts programs and provides services related to storm drains, hazardous waste collections, citywide clean‐up, street repair, weed abatement, city trees, streetscapes, graf iti abatement, leet maintenance and replacement, environmental and emergency services.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Conducted 4‐CERT and one teen CERT classes.



Completed Emergency Operation Plan.



Implemented Headword Program.



Completed Main Street conduit project.



Completed upgrades at City Yard; installation of security alarm system/surveillance cameras.



Completed Grand/Machado landscape improvement project.



Conducted irst annual Public Works Week; supported various special events and programs.



Planned and facilitated 2013 Shake Out Expo.

GOALS FISCAL YEAR 2014‐15:



Add two teen CERT classes and one Spanish CERT class.



Purchase AS/400 Public Works Module to more ef iciently track work orders and assets.



Implement new street crew dedicated for concrete, sidewalk , crack ill and asphalt repair to increase street/sidewalk maintenance programs and reduce costs associated with outside contractors.



Install concrete bunkers/covers at PW Yard to satisfy NPDES requirements.



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



Renovate/upgrade right‐of‐way and LLMD landscaping at various locations with drought‐tolerant plant materials and water ef icient irrigation equipment.



Certify PW Maintenance staff in con ined space training/herbicide applications; re‐certify staff in traf ic control/work zone safety.



Establish a permanent location for a training facility or Emergency Operations Center.



Continue the Pavement Management Program (PMP) to address life‐cycle maintenance and rehabilitation of the City's street system.



Investigate alternative fuel vehicle use to reduce fuel costs.

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PUBLIC WORKS Division: PUBLIC WORKS ADMINISTRATION

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PUBLIC WORKS Division: MAINTENANCE MISSION:

The Maintenance Division is responsible or all City street & sidewalks, parks, facilities, and lake maintenance. Street maintenance provides well‐ maintained right‐of‐way areas for the safety and mobility of motorists, bicyclists and pedestrians, including traf ic signing and striping as directed by the Engineering Division. This program will also maintain City‐owned storm drains, catch basins, and surface drainage facilities, and monitor illegal dump areas in support of the City’s NPDES program. Park maintenance provide services to include mowing and trimming of turf areas, pruning shrubs and ground cover, trimming trees, applying fertilizer applications, litter removal, weed control, repair and monitoring of irrigation systems, replacement of plant materials, payment of water and electric utility charges, and administration costs. Lake maintenance maximizes the bene icial use of the City’s unique aquatic resources for the betterment of the community by developing and implementing measures to protect water quality, stabilize the Lake‐level, enhance wildlife habitat, ensure public safety and expand recreational lake activities.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14:



Completed the Tuscany Hills Planting Project and Monument Replacement for the Tuscany Hills HOA.



Installed the City's irst Special Needs Swing at Canyon Hills Community Park.



Reduced the volume of irrigation water lost to broken pipes, sprinklers and other leaks by increased monitoring and installation of electronically actuated valves, with low sensors, to automatically turn off water during major leaks.



Reduced injury and liability by retro itting or replacing concrete pads, sidewalks and curbs that were lifting, cracking or in general poor condition.



Completed Interior and Exterior Painting, Window Replacements, Brick Stairs, Portico Lighting and various additional upgrades for the Cultural Center Retro it Project.



Reduced operating cost of Seaport Boat Launch Facility by continuing to perform the majority of maintenance tasks in‐house, such as annual parking lot striping, landscaping and janitorial.



Support revisions to the Local Cooperative Agreement to add supplemental water to the lake at an elevation below 1,247' MSL.



Maintain dissolved oxygen levels above 2ppm at 1‐foot off the bottom to reduce algal biomass by 25% and prevent ish kills.



Collaborate with EVMWD in developing standard operating procedures to optimize the ef iciency of the DE strati ication and Diffused Aeration systems based on the data collected through the aeration monitoring.

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PUBLIC WORKS Division: MAINTENANCE GOALS FISCAL YEAR 2014‐15:



Develop a park assessment program for maintenance and repairs of park facilities.



Improve turf on sports ields by re‐sodding bare patches during off season.



Reduce injury and liability, as well as meet ADA compliance in children's play areas by replacing sand with wood iber.



Develop a preventative maintenance program for asphalt paving of parking lots.



Develop a painting program for park facilities.



Systematically replace fallen or missing trees.



Reduce capital costs and major repair costs by implementing a preventative maintenance program for City facilities.



Reduce capital costs and liability through increased inspection and performing frequent minor repairs of looring in City facilities.



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



Develop a preventative maintenance program for asphalt paving of parking lots.



Obtain private investment to improve LERA Campground by preparing Request for Proposals (RFP) for long‐term concessions agreement in exchange for development.



Administer Prop‐40 Grant for Wetlands Enhancement Project to demonstrate and foster the ecological approach to improve the Lake's water quality.



Deter introduction of Invasive Mussels through public education, public information and training of commercial Boat Launch Facility Staff.



Improve low distribution of Axial Flow Pump DE strati ication System.



In conjunction with the TMDL Task Force, develop pollutant trading program to offset nutrient lux from sediments through in‐lake treatments to increase nutrient load allocations for watershed stakeholders.



Construct improvements to Whiskers Fishing Beach to provide expanded parking, paved ADA parking and safety fencing to channel visitors past safety signage.

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PUBLIC WORKS Division: MAINTENANCE

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PUBLIC WORKS Division: MAINTENANCE

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COMMUNITY SERVICES MISSION:

The Community Services Department provide a variety of programs that educate, entertain and enrich the community. The Department delivers exceptional special events for the entire family. 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 that enhance the quality of life in the community.

Director of Community Services Vacant

Citywide Events

Athletics

Winterfest

Youth Sports

Childrenâ&#x20AC;&#x2122;s Fair

Field Rentals

Community Events

Aquatics

Community Services

Recreation Programming

Contract Classes

Park Development

Facility Rentals

Cultural Events

Volunteers

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Human Services

Senior Center

Teens

COMMUNITY SERVICES

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COMMUNITY SERVICES

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COMMUNITY SERVICES Division: RECREATION MISSION:

The Recreation Division is responsible for providing comprehensive, Citywide recreation programs that meet the recreation and human services need within the community.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Obtained DBW Grant for the Lake Elsinore Aquatics Center.



Submitted for the Housing‐Related Parks Program Grant.

GOALS FISCAL YEAR 2014‐15: 

Develop global agreement for facility use of schools and parks with LEUSD.



Seek alternative revenue sources through grants, stimulus funding, and fees.



Develop criteria and categories for "Park User Fees" and adjust fees accordingly.



Assist with administration of CDBG funds for improvements to Lakepoint Park.



Plan and conduct Music Festival in coordination with EVAN.

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COMMUNITY SERVICES Division: COMMUNITY CENTER MISSION:

The Community Center Division is provides an array of activities that are both educational and entertaining for the community.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Developed a system to allow both unsupervised and supervised sessions at McVicker Skate Park.

GOALS FISCAL YEAR 2014‐15:



Collaborate with HOA's to develop seasonal events; combined efforts will increase recreational activities and reduce expenses for the City.



Increase revenue by stimulating rental use of City Recreational Facilities through development of web page, lyers and cable ad.



Create a site manual for the McVicker Canyon Skate Park to include documents, policies, procedures and staff training guidelines.



Collaborate with LEUSD to establish a city‐wide needs assessment aimed at identifying and developing programs for Special Needs Children and their Families.

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COMMUNITY SERVICES Division: SENIOR CENTER MISSION:

The Senior Center Division provides a wide variety of recreational, self‐enrichment and education programs for the over 50 generation. The facility includes a state of the art computer lab, billiard room, television lounge, a reading room, dinning hall, patio areas, garden boxes and a service kitchen. The Division provides social, recreational, physical and educational opportunities at low or no cost.

ACCOMPLISHMENTS FISCAL YEAR 2013‐14: 

Developed Senior Van Program to transport seniors to events and activities outside of the Center. The Program provides two activities per month, including trip and shuttle services.



Supported programs and services for seniors through fund‐raising efforts.

GOALS FISCAL YEAR 2014‐15:



Collaborate with agencies to provide health, education and screening services for senior citi‐ zens.



Increase participation in Health related programs and services (including the Smart Walkers, Health Screenings and education programs).



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



Offer two new classes and two new programs; increasing activity and providing improved health for older adults.

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NON‐DEPARTMENTAL MISSION:

The Non‐Departmental Division is a cost center for general administrative expenditures such as retiree medical premiums, sales tax agreements property tax administration fee, and miscellaneous banking fees.

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LAKE ELSINORE PUBLIC FINANCING AUTHORITY MISSION:

The Lake Elsinore Public Financing Authority (LEPFA) is a joint exercise of powers between the City of Lake Elsinore and the Lake Elsinore Redevelopment Agency, created by a joint powers agreement dated July 25, 1989. The LEPFA provides inancing for public capital improvements for the City and the former Redevelopment Agency. The LEPFA has the power to issue special revenue bonds to pay the cost of any public capital improvement.

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LAKE ELSINORE RECREATION AUTHORITY MISSION:

The Lake Elsinore Recreation Authority (LERA) is a joint exercise of powers between the City of Lake Elsinore and the Lake Elsinore Redevelopment Agency, which was created by a joint powers agreement dated December 1, 1996. The LERA continues to function without the Agency. The purpose of the LERA is to provide, through the issuance of revenue bonds, a inancing pool to fund capital improvement projects. These revenue bonds are to be repaid solely from the revenues of certain public obligations.

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SUCCESSOR AGENCY TO THE LAKE ELSINORE REDEVELOPMENT AGENCY MISSION:

In June 2011, the Governor of California signed ABx1 26, which dissolved redevelopment agencies effective 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 redevelopment agency were transferred to the Successor Agency of the Redevelopment Agency (SARDA) on February 1, 2012 and the City Council began serving as the successor agency.

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FIVE‐YEAR FINANCIAL FORECAST The ive‐year inancial forecast was developed to assist in long range planning and policy development. The ive‐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 capital improvement projects. However, as the City continues to grow, it is important to ensure that it can meet increasing demands, and be in a position to respond to possible changes in economic conditions. The ive‐year inancial forecast is a dynamic tool that requires periodic update and monitoring of its underlying assumptions to keep the City in a position of strong iscal condition. The ive‐year inancial forecast will be presented at a later time.

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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 - Managementâ&#x20AC;&#x2122;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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GLOSSARY OF TERMS (cont.) 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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GLOSSARY OF TERMS (cont.) 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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