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Home My WebLink About; ; 2004-2005 Budget; 2004-07-01 City of Carlsbad 2004-05 Operating Budget and Capital Improvement Program Mayor Claude "Buddy" Lewis City Council Ramona Finnila Ann Kulchin Matt Hall Mark Packard City Manager Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand, C.P.A. CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET TABLE OF CONTENTS Reader's Guide to the Budget ................................................................................................................... i Organization Chart ................................................................................................................................... iv Council's Five-Year Vision Statements ..................................................................................................... ii About the City of Carlsbad ....................................................................................................................... 111 ... BUDGET OVERVIEW City Manager's Transmittal Letter ......................................................................................................... A-1 2003-04 Budget Highlights .................................................................................................................... A-3 Budget Summary ................................................................................................................................ A-18 Personnel Allocations ......................................................................................................................... A-19 2003-04 Budget Calendar ................................................................................................................... A-21 Budget Awards .................................................................................................................................... A-22 OPERATING BUDGET Overview ............................................................................................................................................... B-1 Projected Fund Balances .................................................................................................................... B-16 Revenue Estimates ............................................................................................................................. B-18 Budget Expenditure Schedule ............................................................................................................. B-25 Proqram Summaries Policy & Leadership Group Policy and Leadership Group Summary ........................................................................................ B-29 City Council ................................................................................................................................... 8-30 City Clerk ...................................................................................................................................... B-32 City Treasurer ............................................................................................................................... B-33 City Manager ................................................................................................................................. 8-35 Communication ............................................................................................................................. B-37 City Attorney ................................................................................................................................. 8-38 Ad mi n istrative Services Administrative Services Summary ................................................................................................. B-39 Administration ............................................................................................................................... B-40 Finance ......................................................................................................................................... B-41 Human Resources ........................................................................................................................ B-43 Records Management ................................................................................................................... B-45 Workers' Compensation ................................................................................................................ B-47 Information Technology ................................................................................................................. B-50 Miscellaneous Non-Departmental ................................................................................................. B-52 Risk Management ......................................................................................................................... 8-48 Health Insurance .......................................................................... ................................................ B-49 Public Safety Public Safety Summary ................................................................................................................. B-53 Police Department Summary ........................................................................................................ 8-54 Ad ministration ............................................................................................................................... B-56 Field Operations ............................................................................................................................ B-57 Community Services i .................................................................................................................... B-58 Canine .......................................................................................................................................... B-60 CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET TABLE OF CONTENTS Public Safety (continued) Youth/School Programs ................................................................................................................. B-63 Family Services ............................................................................................................................. B-65 Communications Center ................................................................................................................ B-68 Bicycle Patrol ................................................................................................................................ B-70 Police Grants ................................................................................................................................ B-71 Fire Department Summary ............................................................................................................ B-72 Fire Prevention .............................................................................................................................. B-76 Weed Abatement .......................................................................................................................... 8-77 Investigations/Field Evidence ........................................................................................................ B-61 Vice/Narcotics ............................................................................................................................... B-62 Property and Evidence/Records .................................................................................................... 6-64 Task Force .................................................................................................................................... 8-66 Support Operations ....................................................................................................................... 8-67 Various Asset Forfeiture ................................................................................................................ B-69 Administration ............................................................................................................................... B-74 Emergency Operations ................................................................................................................. B-75 Disaster Preparedness ........................................................ : ......................................................... B-78 Communitv Development Community Development Summary ............................................................................................. . B-79 Administration .............................................................................................................................. . B-80 Land Use Planning & Planning Commission ................................................................................. B-82 Geographic Information System .................................................................................................... 8-84 Housing & Redevelopment Summary ........................................................................................... . B-88 Affordable Housing ....................................................................................................................... . B-89 Rental Assistance ......................................................................................................................... B-90 Community Development Block Grant ........................................................................................... B-91 Redevelopment Operations Village Area ....................................................................................... B-93 Low/Moderate Income Housing Village Area ................................................................................. B-95 Redevelopment Operations South Carlsbad Area ............................................... : ......................... B-96 Low/Moderate Income Housing South Carlsbad Area ................ : .................................................. B-97 Economic Development ................................................................................................................ B-86 Building Inspection ........................................................................................................................ B-87 Community Services Library Summary ......................................................................................................................... 8-100 Carlsbad City Library (Dove Library) ........................................................................................... 8-102 Centro de lnformacion ................................................................................................................. B-105 Community Services Summary ...................................................................................................... B-99 Georgina Cole Library ...................................................................................... .......................... B-1 01 Genealogy/Local History ............................................................................................................. b-104 Technical Services ...................................................................................................................... B-106 Collection Development & Acquisitions ....................................................................................... B-107 Cultural Arts Summary ................................................................................................................ B-110 Sister City .................................................................................................................................... B-113 Recreation Summary .................................................................................................................. B-115 .. Media Services ........................................................................................................................... B-108 Adult Learning Program .............................................................................................................. B-109 Arts Office ................................................................................................................................... B-111 Special Events ............................................................................................................................ B-114 Park Planning & Recreation Management ................................................................................... B-1 17 CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET TABLE OF CONTENTS Community Services (continued) Recreation Fee SuoDorted .......................................................................................................... B-119 .. Recreation . Aquatics ................................................................................................................. B-121 Recreation . Agua Hedionda Lagoon Permits ............................................................................. 8-123 Trails B-126 Senior Programs .........................................................................................................................B-127. Recreation Operations ................................................................................................................ B-124 ........................................................................................................................................... Public Works Public Works Summary ............................................................................................................... B-129 Administration ............................................................................................................................ . B-1 30 Engineering ................................................................................................................................. B-132 General Services Summary ........................................................................................................ B-135 Facilities Maintenance ................................................................................................................. 6-1 39 Park Maintenance ....................................................................................................................... B-137 Street Tree Maintenance ............................................................................................................. B-141 Median Maintenance ................................................................................................................... 8-142 Lighting & Landscape District No . 2 ............................................................................................ B-143 Vehicle Replacement .................................................................................................................. B-146 Carlsbad Golf Course .................................................................... : ............................................. 8-147 Maintenance & Operations Summary .......................................................................................... B-148 Street Maintenance ..................................................................................................................... B-150 Vehicle Maintenance ................................................................................................................... 8-144 Traffic Signal Maintenance .......................................................................................................... B-152 Street Lighting ............................................................................................................................. B-153 Water Operations ........................................................................................................................ B-155 Storm Water Protection ............................................................................................................... B-160 Buena Vista Channel Maintenance ............................................................................................. B-I 54 Sanitation Operations .................................................................................................................. B-157 Solid Waste Management ........................................................................................................... 6-1 59 CAPITAL IMPROVEMENT PROGRAM Overview ............................................................................................................................................... C.1 Future Growth ....................................................................................................................................... C-2 Capital Projects ..................................................................................................................................... C-5 Capital Projects - The Next Five Years ................................................................................................. C-5 Summary .................... :. ...................................................................................................................... C-10 Revenues ............................................................................................................................................. C-3 Capital Projects 2004-2005 to Buildout ................................................................................................. C-8 Growth Management Plan .................................................................................................................. C-10 Capital Funds Projected Fund Balances for FY 2003-2004 ................................................................. C-I 2 Capital Funds Projected Fund Balances for FY 2004-2005 ................................................................. C-13 Capital Funds Budget Expenditure Schedule ..................................................................................... C-15 Detail Schedule of Capital Projects by Category FY 2004-2005 to Buildout ........................................ C-18 Glossary of Capital Project Funding Sources ...................................................................................... C-48 Capital Revenues Actual and Estimated ............................................................................................. C-14 Capital Improvement Program Fund Summary ................................................................................... C-33 CITY OF CARLSBAD. CALIFORNIA 2004-2005 BUDGET TABLE OF CONTENTS APPENDICES Planned Major Capital Outlay Items 2004 . 2005 ................................................................................. D-1 Out of State Travel Requests 2004 - 2005 ........................................................................................... D-2 Miscellaneous Statistical Information .................................................................................................... D-4 Accounting Systems and Budgetary Control ......................................................................................... D-5 Resolution Adopting the Budget ............................................................................................................ D-6 Gann Limit Resolution ......................................................................................................................... D-10 Glossary ............................................................................................................................................. D-11 READER’S GUIDE TO THE BUDGET This budget document has been designed to provide the public concise and readable information about the City of Carlsbad’s 2004-05 budget. The budget is separated into three major sections: the Overview, the Operating budget, and the Capital Improvement Program. Overview The beginning of the budget document contains the City Manager’s transmittal letter and overview information. The overview information will provide summary data to the reader for both the Operating budget and the Capital Improvement Program, as well as information on personnel allocations and debt management issues. Operatinq Budqet The Operating budget section has seven tabbed sections providing the summary information and budget information for each of the six major service areas. The Operating budget summary section begins with an overview of the revenue assumptions and the policies used to develop the budget. The overview is followed by tables providing detailed information on fund balances, expenditures, and revenues. The following sections are separated by major service areas, which are Policy and Leadership Group, Administrative Services, Public Safety, Community Services, Community Development, and Public Works. Within these broad categories, the budget is organized on a departmental basis. Summaries, financial and descriptive, are included for department groups containing more than one program. The summary page is followed by detailed program information. Some departments consist of one program only, and thus only one page is included for them. For each program, a financial history and the 2004-05 budget figures are presented. Also included are narrative statements describing program activities, associated workload measures or performance objectives, key achievements for 2003-04, and key goals for 2004-05. Capital Improvement Proqram The Capital Improvement Program (CIP) is located in the back of the budget document. An overview of the CIP provides general information about the process used in preparing the budget for capital projects and describes how development information is used to project future revenues that fund these projects. In addition, major CIP projects are highlighted and discussed. The next section contains summary revenue and expenditure tables by funding source and a detailed project expenditure schedule listing the cost and timing of each future and current CIP project. Following this schedule are fund summary pages, which list the revenues and detail expenditures by fund, thus providing cash flow information and annual projected fund balances for each Capital Improvement Program fund. Appendices The Appendices contain a detailed listing of the 2004-05 Planned Major Capital Outlay items by department. An Out-of-state Travel Detail is presented next, so that Council may review and approve these requests. The last section of the Appendices provides information on the Gann Limit, budget process, accounting system and budgetary control, the adopted Resolution for the bhdget, and a glossary. i COUNCIL VISION STATEMENTS Carlsbad . . . ♦ Diverse and healthy economic base provides opportunities for employment to the residents of Carlsbad, economic vitality to the community, and the necessary revenues to support City services. ♦ Policies and decisions implement the General Plan, enforce the Growth Management Plan, maintain the safety and security of its citizens, and are based on what is best for Carlsbad. ♦ Leadership role in local and regional planning, (e.g., water, beach, circulation, and environmental issues) important to local governments actively involves addressing governmental issues at the local, state and national levels. ♦ Open government provides for the betterment of the community and encourages in a non-partisan manner active citizen participation and involvement with the City Council and the City’s Boards and Commissions. And Carlsbad Efficiently and Effectively… ♦ Delivers top-quality public services. ♦ Manages its environment proactively, including: • Open space • Wildlife habitats • Water quality/conservation • Beach erosion • Air quality • Resource conservation and waste reduction ♦ Promotes a safe and efficient integrated transportation system. ♦ Maintains citywide “small town” community spirit. ♦ Provides a community where continuous and life-long learning is supported and encouraged for people of all ages. ♦ Looks ahead and works to anticipate changes that are required now in order to make a better future for its citizens. Carlsbad City Council 2004 Five-Year Vision Statements City Council continues to clarify and pursue the vision of Carlsbad that reflects the pride and quality of life for all who live, work, and play here. ii ABOUT THE CITY OF CARLSBAD The City of Carlsbad is a unique coastal community located 35 miles north of the City of San Diego and surrounded by mountains, lagoons, and the Pacific Ocean. The City is governed by a five-member City Council under the Council/Manager form of government. Although the “village” dates back more than 100 years, Carlsbad incorporated in 1952 as a General Law city. Currently, the City is over two-thirds developed and is expected to grow from a population of 92,995 to 117,000 once its 42 square miles are built out. Industries in the area include a major regional shopping center; a specialty outlet center; 21 auto dealers; 33 hotels offering 3,500 rooms for tourist lodging; high technology, multimedia and biomedical businesses; electronics, golf apparel and equipment manufacturers; several business and light industry parks; and numerous land developers building single and multi-family housing in a variety of community settings. The City provides the full range of services normally associated with a municipality including police, fire, parks and recreation, library, planning and zoning, building and engineering, various maintenance services, and administration. The City provides water services through the Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is provided through a franchise agreement with a local refuse collection service. In addition to the usual City services, Carlsbad offers a wide variety of programs to help local residents and businesses. The City has a Redevelopment Agency with two active areas: the Village Redevelopment area that encompasses 0.4 square miles of the downtown area; and the South Carlsbad Coastal Redevelopment area, which is just south of the Village Redevelopment area and fronts the Pacific Ocean. In addition to the redevelopment project areas, the agency operates a housing authority that provides housing assistance to 642 low-income families. The City’s literacy program, funded by the General fund, provides adult education to local area residents. Older Carlsbad residents receive assistance through the City’s senior citizen programs. The City also provides major support for the Convention and Visitors’ Bureau and the hiring center. School programs and facilities are provided by four different school districts located within the City boundaries. The City Council has no direct control over these school districts; however, the Council recognizes the importance of quality school facilities and programs to Carlsbad’s residents. Thus, the Council and staff work with the school districts on a regular basis. # # # # SanFrancisco L o s A n g e l e s S a nDiego N e v a d a Oregon Ca l i f o r n i a Ca l i f o r n i a Pacific Ocean PacificOcean ArizonaC a r l sbadC a r l sbad iii ELECTORATECITY CLERKCITY CLERKMAYOR &COUNCILMAYOR &COUNCILCITYTREASURERCITYTREASURERCITY MANAGERCITY ATTORNEYADMINISTRATIVESERVICESPUBLICSAFETYPUBLICWORKSCOMMUNITYDEVELOPMENTCOMMUNITY SERVICESHUMANRESOURCESINFORMATIONTECHNOLOGYPOLICEENGINEERINGSERVICESGENERAL SERVICESMAINTENANCE &OPERATIONSECONOMICDEVELOPMENTGEOGRAPHICINFO SYSTEMSPLANNINGRECREATIONSENIORCENTERBeachErosionCommitteeCommunityTelevisionFoundationPersonnelBoardTrafficSafetyCommissionUndergroundUtility AdvisoryCommitteeHousing &RedevelopmentCommissionHousing CommissionDesignReviewBoardHistoricPreservationCommissionSister CityCommitteeCITY OF CARLSBAD ORGANIZATION CHARTArtsCommissionParks & RecCommissionSeniorCommissionElectedCouncil AppointedStaff SupportReporting RelationshipProgramsKEYHOUSING ANDREDEVELOPMENTLIBRARYRISKMANAGEMENTPlanningCommissionLibrary Boardof TrusteesSerra CooperativeLibrary SystemAdvisory BoardFIREFINANCE ADMINISTRATION BUILDING ARTSRECORDSMANAGEMENT ~ City of Carlsbad To the Honorable Mayor and City Council: 2004-05 BUDGET TRANSMITTAL I am pleased to submit the 2004-05 Operating Budget and Capital Improvement Program for the City of Cadsbad. The combined budget totals $200.1 million, with projected revenues of $206.1 million. Of the total budget, $147.6 million (74%) will be used to finance the operations of the City, while $52.5 million (26%) will go toward the construction of capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for all services, programs, and capital projects that will assist the Council in the achievement of its vision for Carlsbad. The 2004-05 budget was developed this year with a major emphasis on managing resources effectively. It maintains the same high level of service Carlsbad’s citizens have come to expect but does not propose any new enhancements other than those previously planned. This “hold the line” approach was necessary considering the condition of the state of California’s budget and its potential impact on the City. Faced with a multi-billion dollar deficit, the State was looking for a politically acceptable solution which in the past has meant taking money from counties, cities and special districts to solve their financial problems. With no legal protections available to cities, the State could reallocate millions of tax dollars away from the City and into their own coffers. Such an action could derail years of good financial planning by Carlsbad. At this time, it appears that the loss to Carlsbad will total somewhere around $4 million over two years. The good news, though, is that it is only a temporary.reallocation of taxes. The Governor has committed to placing an initiative on the ballot to constitutionally protect local government revenues in the years to come. Such protection would give local governments predictable revenues that they can count on when building their budgets each year. Long term planning could then be based on reliable estimates of local economies and not be hampered by unpredictable state budget actions. The passage of such an initiative would truly be a historic point in the long-standing debate over fiscal reform between the State and the local governments in California. The initiative is expected on the ballot in November 2004. So, with the fate of the fiscal reform unknown, the City’s budget was carefully crafted to ensure that the City was using its tax dollars effectively. Each program was reviewed to make sure the budgeted amount was appropriate for the service provided. Overall, the operating budget has increased 3.4%; however, the increase is due solely to escalating personnel costs such as health care, workers compensation and retirement. Without those built in costs, the total operating budget would have declined. Despite the reductions, the citizens of Carlsbad will still receive top quality service from its local government. The budget includes funding for over 150 capital improvement projects; with total costs exceeding $150 million. Due to the City’s growth management A-1 1200 Carlsbad Village Drive Carlsbad, CA 92008-1989 0 (760) 434-2821 FAX (760) 720-9461 @ program, a significant number of these projects are financed by fees collected from developers to offset the impacts of .new development. The City’s park system will be expanded over the next five years with the addition of four new parks. Although the community centers for these parks may be delayed if operating funds are not available, the parklands will be developed to provide more sports fields, tot lots, and other amenities for citizens to enjoy. In the upcoming year, the City will also be working on numerous road segments that will greatly enhance its transportation system. A large number of resources in the operating budget will be dedicated to meeting the development schedule for these and many other projects contained in the Capital improvement Program. Despite current budget uncertainties, Carlsbad’s economic position is an enviable one. A relatively healthy local economy over the past five years provided the stimulus to attract additional revenue-generating sites to Carlsbad; adding to the City’s strong revenue base. The demand for housing in the City remains high, with property taxes expected to increase by up to 10% this year. Carlsbad’s reputation as a tourist destination is also growing with many new hotels added in the recent past, generating over $9 million in transient occupancy taxes. One of the systems in place to keep the City financially strong is the Infrastructure Replacement fund. This system was set up to ensure that funds are available when needed to replace the City’s streets, sidewalks, and other infrastructure. The City of Carlsbad is relatively new, so it has not yet experienced the significant cost of replacing the infrastructure as it ages. We are just beginning to experience the high cost of major repairs on some of our older roads. The Infrastructure Replacement fund will be used to accumulate funds and pay for the replacement of the City’s infrastructure in the future. This year’s budget includes a $3.8 million transfer for this program. Over the City’s past 50+ years, Carlsbad has continued to grow and prosper as a result of the vision and leadership of its City Councils. The Council’s commitment to their vision, and their willingness to provide the funding to achieve it, has resulted in a highly desirable City in which to live and work. The 2004-05 Operating and Capital Budgets continue to provide for a high quality of life for current citizens, as well as laying the groundwork so that future generations will also be able to enjoy the benefits of our community. Balancing the desire to provide top-quality services with slowing revenue growth and higher service costs will be the City’s challenge in the years to come. I would like to express my appreciation to the City Council for providing the direction and support that are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of City staff for not only creating a successful operating plan and Capital Improvement Program, but also for their commitment to providing top-quality services to all who live, work, and play in Carlsbad. Their efforts are critical to the City’s ultimate success. I offer them my thanks for a job well done. RAYMOND R. PATCHETT City Manager A-2 CITY OF CARLSBAD BUDGET HIGHLIGHTS Policy & Leadership 2% Admin. Services 8% Public Safety 17% Capital Projects 25% Community Services 8% Comm. Dev. 8% Non Dept. & Contingency 5% Public Works 11% Utilities 16% Taxes 38% Intergovernmental 6% Other 1% Interdepartmental 7% Licenses & Permits 1% Charges for Services 5% Utility Charges 14% Impact Fees/Special Taxes 25%Income from Investments & Property 3% CITY OF CARLSBAD BUDGET HIGHLIGHTS FISCAL YEAR 2004-05 The 2004-05 budget for all City funds totals $200.1 million, with total revenues estimated at $206.1 million. The City’s fiscal year runs from July 1 to June 30. The difference between the estimated revenues and the adopted budget will increase the available cash on hand (fund balances). 2004-2005 ESTIMATED REVENUES $206.1 MILLION WHERE THE MONEY COMES FROM... WHERE THE MONEY GOES... 2004-2005 ADOPTED BUDGET $200.1 MILLION A-3 CITY OF CARLSBAD BUDGET HIGHLIGHTS A-4 The City’s budget is comprised of two pieces; the operating budget and the capital improvement program budget (CIP). The CIP provides the funds to build the parks, roads and buildings in the City while the operating budget provides the money to staff them and operate them. The operating budget totals $147.6 million and is expected to generate $154.2 million in revenues. The CIP contains the current year budget allocation of $52.5 million and outlines approximately 159 future projects at a total cost of $466.5 million through buildout of the City. Capital revenues for the 2004-05 fiscal year are estimated at $51.9 million. The capital projects include parks, civic facilities, as well as all infrastructure needs anticipated for the future that are not expected to be constructed by developers. The budget overview on the following pages will provide the reader with a good understanding of the budget process and the economic profile of the City as well as with a broad overview of the services and projects planned for the 2004-05 fiscal year. This section also addresses debt management, including a schedule of the outstanding bond issues. More detail on the City’s numerous programs and projects can be found throughout the remainder of the document. BUDGET PROCESS The budget process for the City of Carlsbad begins in January each year, with a review and update of the City Council’s five-year vision statements. These statements are shown earlier in this document. Through the vision statements, Council defines and clarifies their vision of Carlsbad. The strategic goals for the City are developed next. The goals further define the methods used to achieve the vision and call out areas in which Council would like to place special emphasis during the year. Once these are developed, staff develops operational goals based on Council’s direction. These operational goals are the basis for the development of the operating budget. Carlsbad’s operating budget is a tool that guides the achievement of Council’s vision and goals for the City. It allocates the resources and sets the priorities for all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work, and play. City of Carlsbad 2004-05 Strategic Goals Top-Quality Services –Be a city that provides exceptional services on a daily basis. Transportation/Circulation – Provide and support a safe and efficient transportation system that moves people, services, and goods throughout Carlsbad. Balanced Community Development – Be a city that connects community, place, and spirit and economically sustainable land uses. Parks/Open Space/Trails – Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address citizen needs, which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Water – Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. Environmental Management – Be an environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. Financial Health – Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively. Communication – Ensure that community members, Council and staff are well informed, continuing to be a more responsive government and a high level of citizen confidence in its government Learning, Culture & Arts – Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Citizen Connection- Be a city that embraces Community connectivity through the effective use of technological and interpersonal mediums. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-5 ECONOMIC PROFILE The economy over the past few months has been moving in a positive direction signaling the return of economic growth as well as job growth in the nation and California. According to advance estimates released by the Bureau of Economic Analysis, real gross domestic product -- the output of goods and services produced by labor and property located in the United States -- increased at an annual rate of 4.2 percent in the first quarter of 2004. In the fourth quarter, real GDP increased 4.1 percent. The major contributors to the increase in real GDP in the first quarter were personal consumption expenditures, equipment and software, government spending, exports, and private inventory investment. Investors also seem to be feeling more positive about the future economy, despite the difficult situation in Iraq and the recent spike in oil prices. The Federal Reserve’s statement, issued May 4, was believed to be pointing towards higher interest rates in the future. Since the Fed usually only raises rates in a strong economy with sound fundamentals, it was another indicator that the economy is on solid footing. There has also been positive economic performance from California’s economy. Personal income growth has picked up, growing 4.5% ahead of the previous year as of the end of the 4th quarter of 2003. Taxable sales have also improved with six consecutive quarters of year over year growth according to the State department of Finance. Job growth was the one lagging area in California and recent data suggests that it may be turning around, as well. According to the Economic Development Department, payroll employment grew by 16,300 jobs from March to April 2004. This is the second consecutive month that payroll employment has reached an all-time record high. The unemployment rate was 6.2%, down from 6.6% in March and 6.8% a year ago. All of these set the stage for a growing California economy; however, most economists caution that the growth will not be robust and there are still some uncertainties for the future. In an overview of the state's economy, UCLA Anderson Forecast Senior Economist Joseph Hurd states, "California's economy is moving up and out of the trough of recession. We have seen job growth for a few months - taxable sales are stronger and housing continues to be strong, both in sales and construction." Dr. Hurd cautions that the economy still must confront state budget cuts that will reduce public sector jobs by 25,000 over the next 15 months, surging gasoline prices and a weak dollar, which make imports more expensive, and high household debt, which will limit new purchases of cars and other durables for the foreseeable future. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-6 LAO Forecast for State of California As Dr. Hurd noted, the financial woes of the California government may continue to hold back the growth of the California economy. The economic recovery and the actions taken under Governor Schwarzenegger have helped to improve the near term outlook for the state as evidenced by Moody’s upgraded credit rating for the State in May 2004. However, according to the Legislative Analyst’s Office (LAO), the State is still facing significant deficits in future years. The LAO’s report states that while the Governor’s plan would balance the budget in 2004-05, a $6 billion shortfall reappears in 2005-06, growing to over $6.5 billion in 2006-07 and beyond. The ongoing budget shortfalls result from the high reliance in the near term on one-time savings and loans that will need to be repaid in the future. It is the LAO’s opinion that the State will not be able to simply “grow its way” out of the current deficit situation. The outlook for California in the latter half of 2004, according to the State Finance Department, is for job growth to hit an annualized rate of .8%, with the low rate attributable to the late improvement in the labor markets, and personal income growth to rise by 5.4%. For 2005, they are predicting further improvements with job growth showing a 2.1% increase and personal income up by 5.6%. Locally, the San Diego economy has fared better than either the nation or the State. The region added 5,100 jobs last month, nearly a third of the jobs growth statewide. Due to it’s diversified economy, San Diego never really felt the jobs loss experienced in other areas of the State. San Diego County's unemployment rate declined from 4.2% in March to 3.9% in April, compared to a 5.4% rate nationally and 6.1% in California. The continuing job growth in San Diego is reflected in growing consumer confidence in the region. Last month, confidence rose by 3.2%, according to a monthly survey by The San Diego Union-Tribune, “Consumers are more optimistic about current circumstances than they have been in nearly two years, although there is continuing pessimism about what the economy will be like six months down the road.” Carlsbad’s economy is tied closely to that of the San Diego region. General improvement has been seen in the past year in almost all areas. Total sales taxes in the City for the last calendar year grew 6.7%, with the general retail and transportation segments both increasing by almost 10%. Transient Occupancy Taxes, the City’s gauge of the tourism industry, are up 4% for the fiscal year through April. Carlsbad’s residential real estate market has continued strong throughout the year. The City expects to issue 1,198 residential permits this year, slightly higher than the 834 in the previous year. The impediment to higher development is mainly due to the lack of supply rather than a lack of demand. However, there are a number of new residential communities in the final phases of development, which will add significantly to the residential housing stock in Carlsbad. These include the Calavera Hills project in northeast Carlsbad, with 331 single-family homes and 358 multi-family units planned; the Villages of La Costa projects known as the Oaks, the Greens and the Ridge which will add approximately 1,700 single-family and 550 multi-family units and the Bressi Ranch area with 523 single-family and 100 multi-family units to be CITY OF CARLSBAD BUDGET HIGHLIGHTS A-7 developed. The completion of these master planned communities will signal the end to the large-scale residential developments in Carlsbad. With supply relatively low, housing prices have continued to escalate. The median price for single-family homes in Carlsbad averaged $561,000 for calendar year 2003, a 17% increase from the previous year. Total assessed values in the City stand at over $14 billion, double what they were just five years ago. With the new developments mentioned earlier starting to sell this year, the City has projected it will add about 3,700 more residential units and an additional 5.9 million square feet of commercial/industrial development over the next five years. The City’s residential housing stock is about 85% built out, with approximately 6,800 housing units remaining to develop. Commercial and industrial development has been sluggish in the past few years, adding well under a million square feet per year. This is expected to pick up over the next five years to average over 1.1 million square feet per year. Some of the major businesses in town include the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck, and many others. Commercial development has brought much needed entertainment and shopping venues to citizens and visitors alike, as well as generating additional sales taxes to help pay for City services. Carlsbad is home to Car Country Carlsbad – an auto mall; the Carlsbad Company Stores – a specialty outlet center; Plaza Camino Real – a regional shopping mall; a Costco center; and the most recent addition; the Forum at Carlsbad - a commercial center with retail shops, restaurants and other commercial uses. Development has also enhanced Carlsbad’s reputation as a destination resort for tourism. The City is host to a major family theme park: Legoland, and has two luxury resorts available for its visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a number of other quality hotels and motels in the City with the most recent additions being the Inns of America, which opened in December 2001, and the Extended Stay America, which opened in fall 2002. This brings the total available hotel rooms in the City to about 3,500. It is the Council’s goal to ensure that the City remains in good financial health, and there are a number of steps the City has taken to attain that goal. One of these is the Growth Management Plan. This plan was adopted by the citizens to ensure that all necessary public facilities were constructed along with development. It also ensures that a financing plan is in place to pay for the facilities prior to the development of the property. In addition to the Growth Management Plan, the City also prepares a long-term financial model for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is imperative that we plan for the impacts of serving new development and operating new public facilities, as well as planning for the capital needed to build them. Thus, the City prepares a ten- year operating forecast for the General fund, and a 20+ year Capital Improvement Program. As part of the Capital Improvement Program, the City annually calculates the amounts needed to $- $100 $200 $300 $400 $500 $600 (in 000's) 1999 2000 2001 2002 2003 Median SFD Home Prices in Carlsbad CITY OF CARLSBAD BUDGET HIGHLIGHTS A-8 pay for the various projects and calculates the anticipated operating budget impacts. In this way, we can anticipate the effects of development from both a capital and an operating perspective. One of the newer initiatives the City has undertaken to ensure its financial health is the development of an Infrastructure Replacement fund. With this fund, the City has begun to set aside money on an annual basis for major maintenance and replacement of its infrastructure. Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the proper maintenance and replacement, when needed, will be performed on streets, parks, and many facilities for which the City is responsible. Despite the slow recovery underway, Carlsbad’s current economic position is an enviable one. A relatively healthy local economy over the past five years provided additional revenue-generating sites that allow the City to continue to provide services despite the sluggishness of the recent economy. The Carlsbad Company Stores, opened in late 1997, has continued to expand and now contributes over $1.3 million annually to the City’s sales tax receipts. The City’s Auto Mall generates over $6 million per year in sales taxes for the City. Legoland, a family theme park, contributes to the City’s sales tax base as well as stimulating the development of new hotels in the area. The effect of the new development and the demand for housing in Carlsbad is an increasing tax base. The five major revenue sources for the City: property taxes, sales taxes, transient occupancy taxes (TOT), franchise taxes, and vehicle license fees, are expected to provide $75.4 million, or 77%, of the City’s General fund revenues in 2005. These taxes and fees are the major source of funding for most of the City’s services and allow the City to live up to its reputation as one of the premier locations in San Diego County. For fiscal year 2004-05, the City’s revenue projections reflect increasing consumer confidence with growth in base sales taxes at about 5.5%. Housing prices are expected to level out, with the expected rise in interest rates, especially in the higher-end homes. Development is predicted to increase as new housing developments come on line in the next year. And finally, tourism is expected to continue to recover over the year, with TOT receipts finally reaching 2001’s level by the end of 2005. More information on all of the City’s revenues and programs can be found in the later sections of this document. The most significant area of risk in the forecast for Carlsbad is in the impact on the City from the state of California’s budget deficit. The State’s budget for fiscal year 2004 took approximately $1.5 million from the City’s General fund with the promise to pay the majority of it back in the future. In the early part of the 1990’s, the State also overspent their budget resulting in a permanent loss of over $2.5 million from Carlsbad’s General fund in the form of a reallocation of property taxes. So the precedent of the State taking local revenues on a permanent basis to solve it’s fiscal problems has been set and thus, threatens the stability of the City’s finances. - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 94 95 96 97 98 99 00 01 02 03 04e General Fund Revenues Property Tax Sales Tax Transient Occ Tax Vehicle Lic Fees Franchise Taxes All Others CITY OF CARLSBAD BUDGET HIGHLIGHTS A-9 In addition, a ballot measure in November authorized what is known as the “Triple Flip”. This is a complicated method of securing payment for the Deficit Reduction Bonds, which the State is planning on issuing this year. It essentially results in the temporary swap of a ¼ cent of the cities’ sales tax in return for property tax. It should have no effect on the amount of tax revenues the cities receive but it will result in the loss of some interest earnings due to the delay in the timing of the receipt of the taxes. The Governor’s May Revision of the 2004-05 budget reflects an agreement worked out between the Governor and a group of city, county and special district representatives. The package is to be put on the November ballot as a constitutional amendment. The main provisions include: • Permanently reducing the vehicle license fee rate to its current .65% and provide property taxes to cities and counties to offset the loss on a dollar for dollar basis. • Cities, counties and special districts are to make a contribution to the State totaling $1.3 billion in both the ‘05 and ‘06 fiscal years. • Guarantees repayment of the of VLF amounts taken by the State this year in fiscal year ’07. • Guarantees that the “Triple Flip” will be reversed when the bonds are repaid. • Provides for mandate relief if the State does not pay the mandated costs. • Secures the Governor’s commitment to campaign for voter approval of the measure. If this constitutional amendment passes as proposed, it means that the City of Carlsbad will lose $1.8 million from the General fund, $220,000 from its Redevelopment Agency and up to $750,000 from the Water Enterprise in each of the next 2 years. In exchange for this 2-year “contribution” to the State, the cities will gain protection from further raids on their revenues by the State. As it is likely that some similar loss will be adopted in the final State budget, Carlsbad’s estimated revenues have been adjusted downward to reflect the terms of the proposed agreement. While it would be preferable for the State to balance its budget without impacting local government, if the State can limit the effects to those indicated in the proposed agreement and if the promised revenue protections are achieved, the impact on Carlsbad will be manageable. The danger is that these will not be enough and that further assaults on City revenue sources will occur. LOOKING FORWARD As stated earlier in this document, the City prepares ten-year forecasts for the General fund each year in order to understand the effects of actions taken today on the City’s future. The City has experienced remarkable revenue growth over the past five to seven years due to the development of the majority of its commercial sites. The future will bring a few more commercial sites but at a much slower pace, while residential development will continue for a number of years. There are also quite a few City facilities – mainly parks – planned in the future to serve the growing population. The new facilities will add operating costs to the City’s General fund budget as they are completed and opened for use. These factors alone will cause the General fund costs to escalate at a higher rate than inflation. In addition, a number of other factors – mainly rising retirement and health care costs – will create upward pressure on expenditures, especially over the next five years. These factors have been incorporated into the General fund forecast shown below and projected over the next ten years. While no forecast is ever totally accurate, it does represent a likely scenario given the assumptions on which it is built. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-10 This forecast assumes that revenue growth will pick up at a moderate pace in 2005 and continue into the future. It does assume that the agreement with the Governor is approved; thus, reflecting decreased property taxes in fiscal year ‘05 and ‘06 and then full revenue receipts after that time. To project the expenditures, it includes all known personnel costs, most of which have been negotiated with the employee groups. The City has multi-year agreements with all the major employee groups so the effects can be projected fairly accurately. It assumes 15% increases in health care costs in the near future, slowing to 5% in the future. It also assumes personnel growth (new positions) to remain rather flat at no more than 2% per year. And finally, it includes estimated operating costs for all capital projects in the timeframes shown in the CIP. The results show that the General fund would operate at a surplus until 2008, at which time the forecast goes into a slight deficit and the deficit continues to grow to a maximum of 4% of the budget by 2014. The surpluses are caused by the surge in revenues that occurred over the past years. The City’s costs are projected to continue to grow at a faster pace than revenues, so it will eventually lead into deficits. One of the more significant changes resulting in expenditure growth in the later years is the projected loss of Transnet revenues, which are used for street maintenance. Transnet is a ¼ cent additional sales tax collected countywide and used to improve the transportation systems. The current authorization for the sales tax will end in 2008. SANDAG, the San Diego Association of Governments, is placing a measure on the November ballot to reauthorize the sales tax for another 40 years. If the measure passes, the deficits in the future years will be reduced. Of course, the City does not allow for deficit spending, so it will need to balance the budgets in the out years. This can be done by reducing costs, raising revenues, or slowing the addition of new facilities until the revenues have time to catch up. The General fund forecast is a tool available to the City for managing its fiscal resources effectively and monitoring the achievement of sustainable economic health for the City of Carlsbad. OPERATING BUDGETOPERATING BUDGETOPERATING BUDGETOPERATING BUDGET Revenue Projections by Fund The City’s operations are divided into various funds. Each fund has been established because of certain restrictions placed on the use of the resources received by that fund. Any unrestricted funds are placed in the General fund. Estimated revenues for General Fund $0 $20 $40 $60 $80 $100 $120 $140 $160 $180 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 (in millions) Revenues Projected Budget 2004-05 OPERATING REVENUES BY FUND TYPE $154.2 MILLION GENERAL 63% SPECIAL REVENUE 6% ENTERPRISE 21% INTERNAL SERVICE 8% REDEVELOP- MENT 2% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-11 the City’s five fund types are shown on the accompanying graph. General Fund The fund receiving the largest slice of the revenues is the General fund, with estimated revenues of $96.1 million. The General fund pays for most of the City services available to City residents. The majority of the General fund revenues (75%) are derived from taxes. The graph below illustrates the sources of revenue to the General fund. Property taxes, at $28.2 million, are the largest General fund revenue. The City receives only about 13% of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the State, and other various agencies. Sales tax is the second largest source of revenue for the General fund. Sales taxes are estimated to bring in $26.4 million for the 2004-05 fiscal year. Automobile and department store sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $9.2 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $8.8 million in tax revenues collected by the City. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the City based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, State mandated cost reimbursements, and homeowner’s exemptions. Intergovernmental revenues are estimated at $6.2 million for the upcoming year. Licenses and permits account for $2.9 million of the General fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $7.1 million and include fees for engineering, planning, building, recreation, and ambulance services. Other revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $4.4 million, or 5%, of the General fund 2004-05 GENERAL FUND REVENUES $96.1 MILLION SALES TAX 27% BUS LIC TAX 3% LICENSES & PERMITS 3%CHARGES FOR SVCS 7%OTHER REVENUE 5% TRANSFER TAXES 1% PROPERTY TAX 30% INC. FROM INVEST & PROP 3% TRANSIENT TAX 10% FRANCHISE TAX 5% INTERGOVERNMENTAL 6% CITY OF CARLSBAD BUDGET HIGHLIGHTS A-12 revenue. Income from investments and property are estimated at $2.9 million, or 3%, of the total revenues. Special Revenue Funds Revenues from Special Revenue funds are estimated at $9.7 million for 2004-05. Funds collected in this category are legally restricted to specified purposes. Examples of funding resources include donations, grants, and special assessments. The types of functions supported with Special Revenue funds include programs such as Section 8 Housing Assistance, Housing Trust fund, Community Development Block Grants (CDBG), and maintenance and assessment districts. Enterprise Funds Enterprise fund revenues make up the second largest revenue group, totaling $32.8 million. Enterprise funds operate similar to a business in that they charge fees to cover the cost of their services. Examples of the City’s enterprises include water and sanitation services and solid waste management. Internal Service Funds Internal Service fund revenues, projected to be $11.9 million, are derived from charges to the City programs that benefit from the services rendered. The funds collected must be used specifically to support the internal service. Examples of the City’s Internal Service funds include Liability, Health Insurance, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Agency Redevelopment Agency revenues, estimated at $3.7 million, come mainly from property taxes collected within the redevelopment area. Carlsbad has two redevelopment areas. The original area consists of 204 acres located in the downtown “Village Area” of the City. The second area encompasses the land on which the Encina power plant is located as well as additional parcels south of the plant. Funds collected within the redevelopment areas must be used to repay the debt incurred and administration of the Agency. Operating Budget by Program The total operating budget for the City equals $147.6 million, which is 3.4% more than the 2003- 04 adopted budget. The operating budget is categorized by major service area (MSA). Five MSAs that represent the key businesses of the City have been identified. The graph on the next page shows the operating budget for each of the MSAs. Total funding allocated for the Policy and Leadership Group for 2004-05 is $3.7 million. This MSA encompasses all elected officials and the chief executive offices for the City. These include the offices of City Council, City Manager, Communication, City Clerk, City Attorney, and City Treasurer. The Administrative Services MSA, with a budget of $15.7 million, includes finance, records management, human resources, purchasing, information technology, health insurance, risk management, and workers’ compensation. These areas mainly provide services to internal City departments. Public Safety services are funded at $33.3 million and include all of the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire prevention, emergency operations, and disaster preparedness. The implementation of the Computer-Aided Dispatch system will continue into the next fiscal year which will allow for mobile computing, mapping and automatic vehicle location. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-13 Community Development, with a budget of $15.5 million, provides the services that guide and oversee the planning and development of Carlsbad as depicted in the City's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the foundation upon which all land use decisions are based. Also included under Community Development are the housing and redevelopment programs. Community Services, with a budget of $14.9 million, is made up of the library, recreation, cultural arts, and seniors programs. These programs are provided to a wide range of people and assist in their education and cultural development. The on-line registration system will be implemented this next year for all the recreation classes. The service area requiring the largest amount of funds is Public Works, with a budget of $54.8 million. Public Works is responsible for the building and maintenance of all of the City’s infrastructure and facilities and for the provision of utility services. It is comprised of the engineering, parks, streets, facilities, fleet, water, and sewer departments. The Non-Departmental and Contingency accounts total $9.7 million and include programs benefiting the City as a whole such as community promotions, community contributions, assessment services, transfers to other funds, and Council’s contingency account. Included in the non-departmental group is a $3.8 million transfer to the Infrastructure Replacement fund. This program sets aside funds for the replacement of the City’s base infrastructure. The contingency account, which is available to Council for emergencies and unforeseen program needs that arise during the year, is budgeted at $2.3 million. This is the same as the amount adopted in the 2003-04 budget. In total, the contingency account amounts to 2.5% of the General fund budget. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range planning document, 2004-05 OPERATING EXPENDITURES $147.6 MILLION 0 10 20 30 40 50 60 Policy & Leadership Admin. Services Public Safety Comm. Dev. Comm. Services Public Works Non Dept & ContingencyIn millions CITY OF CARLSBAD BUDGET HIGHLIGHTS A-14 which outlines the expenditure plan for current and future capital projects and the corresponding revenues to pay for those expenditures. Projects in the CIP consist primarily of new construction or major maintenance and replacement of City facilities such as parks, roads, civic facilities such as libraries, police and fire stations, and sewer, water, and drainage facilities. The Capital Improvement Program for 2004-05 totals $52.5 million in new appropriations and an estimated $106.2 million in continuing appropriations. Some of the notable capital projects which will be worked on next year are described below: Park Development • The construction of Alga Norte Park and Aquatic Complex, located in the southeast quadrant, is scheduled to occur over the next 2 to 3 years, with the opening of the park planned in 2007. This 33-acre park site will include ball fields, picnic areas, tot lots, a skate park, a dog park, and an aquatic complex. • Construction of Hidden Canyon Park (formerly called Larwin Park) is expected to begin in the fall of 2004, with completion of the park anticipated in summer 2005. This 22- acre park will encompass mainly passive uses including trails, picnic areas and tot lots. • Aviara Community Park is located in the southwest quadrant and is currently under construction. Amenities will include a ball field, a synthetic turf soccer field, basketball courts, picnic areas and a tot lot. • At Stagecoach Park synthetic turf will be used to replace the existing fields, and at Poinsettia Park a maintenance building will be constructed to provide a safe storage space, and to provide some office space for the staff at that location. • The design of the Pine School park site, located in the northwest quadrant of the City, should be complete this August, with the park’s opening planned early in 2006. This park will include a multi-use field, basketball courts, picnic areas and tot lots, and an ornamental garden. • The City hopes to begin the initial clearing and grubbing operation this fall in anticipation of constructing an 18-hole championship golf course just north of Palomar Airport Road along College Boulevard. The targeted opening is Spring 2007. Civic Projects • Planning will continue for the eventual construction of a Civic Center and a Public Works Center. Once a site is chose, design and construction can begin. • Fire Station No. 6 is currently located on Levante Avenue in La Costa. The station will be relocated to a permanent location at Rancho Santa Fe Road north of La Costa Avenue, and the old station will be dismantled. • State and Federal Grants have been authorized to fund construction of the Coastal Rail Trail from Oak Street to Tamarack Avenue in the North County Transit District right-of- way, and from the Poinsettia Train Station to Encinitas city limits. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-15 Streets and Traffic Signals • The widening and realignment Rancho Santa Fe Road will continue and is expected to take about 2 years to complete. In addition, next year’s Capital Improvement Program includes funding to continue the widening along sections of El Camino Real north of Cougar Lane, and from Tamarack to Chestnut Avenue. • There are five new traffic signals funded in the next fiscal year at a cost of about $210,000 each at the following intersections: • La Costa Avenue/Levante • Paseo Del Norte/Car Country Drive • Poinsettia Lane/Blackrail Road • Poinsettia Lane/El Fuerte • Tamarack Avenue/Pontiac Drive • The Street overlay program is ongoing and expected to cost $4 million in the next fiscal year. Sewer, Water, and Drainage Facilities • Expansion of the Encina Treatment Plant will increase capacity to handle the estimated build-out needs of the City. Carlsbad’s share of the cost is $8.4 million. • The CIP includes funding for the Vista-Carlsbad Interceptor, which extends from Oceanside city limits south to the Encina Treatment Plant. • Rehabilitation of the North Agua Hedionda Interceptor and construction of the South Agua Hedionda lift station and force main will continue and will provide sewer service to the areas around the Agua Hedionda Lagoon. • Construction of the Recycled Water Facility (Phase II) is complete, and the remaining pipelines for the project are under construction. The plant is expected to be operational in 2005. The project will serve the industrial park area, and increase the City’s water supply and reduce dependence on external suppliers. STAFFING The 2004-05 budget includes a total of 646 permanent positions (both full time and ¾-time positions) and 147.97 part-time positions (in full-time equivalents). This is a decrease of .34 part-time positions (in full-time equivalents). DEBT MANAGEMENT ISSUES The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the Growth Management Program. Over the years, the City has issued millions of dollars of bonds and Certificates of Participation (COPs) to fund streets, buildings, sewer and water facilities, open space acquisitions, and other infrastructure projects. The City is continually evaluating its outstanding debt as well as potential future issues to ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-16 The following table identifies the debt the City has issued, the outstanding principal, the 2004-05 principal and interest payments, and the scheduled year of payoff. City of Carlsbad Debt Outstanding Outstanding 2004/05 Final Repayment Original Principal Payment Payment Bond Name Source Bond Issue At 6/30/04 P & I FY 1997 Hosp Grove Refunding Certificates of Participation General fund $ 6,595,000 $ 3,360,000 $ 758,476 2009 1996 Refunding Encina JPA Sewer Expansion Sewer Enterprise $ 1,080,000 $ 7,855,000 $ 939,583 2014 1993 Redevelopment Tax Allocation Bonds Redevelopment $ 5,495,000 $12,840,000 $1,045,979 2024 Subtotals $ 3,170,000 $24,055,000 $2,744,038 2003 College Boulevard–Cannon Rd East Assessment District $11,760,000 $ 11,760,000 $ 151,053 2034 1997 Reassessment District College & Alga Assessment District $ 18,475,000 $ 7,530,000 $ 1,491,802 2012 1997 Carlsbad Ranch Assessment District $ 10,175,438 $ 8,335,000 $733,058 2023 1998 Rancho Carrillo Assessment District $ 19,600,000 $ 17,360,000 $ 1,284,068 2028 Subtotals $ 60,010,438 $44,985,000 $3,659,981 Totals $ 93,180,438 $69,040,000 $6,404,019 Of the total debt outstanding, only $3.4 million will be paid back with General fund monies. Annual debt service payments from the General fund average approximately $750,000. The remaining debt will be repaid from water and sewer revenues and from property owners benefiting from the improvements built with bond proceeds. In addition to the existing issues, the City is considering using debt to fund several new projects. These include the following: CITY OF CARLSBAD BUDGET HIGHLIGHTS A-17 Community Facilities District: In May 1991, the property owners approved a Mello-Roos financing district, called Community Facilities District No. 1 (CFD). Approximately $115 million in capital projects will be financed using this mechanism, most of them without the issuance of debt. The new City of Carlsbad Civic Center is scheduled for construction sometime during the period of 2006-08. Available CFD cash balances will be used to pay for the design and construction costs, and if necessary, a bond will be issued to supplement any deficiency. The project will proceed following a thorough review. Golf Course Construction: In 1994-95, the City acquired a site for a municipal golf course in the industrial corridor. Funding for the development of the course may be provided through the use of COPs or other City-issued debt to be repaid from revenue generated through the operation of the course. Various development options are being considered; thus, the amount and timing of any debt issue is unknown. New Road Construction: In order to assist in the completion of various major road segments, the City is often asked to form financing districts that will spread the costs of the public improvement over those properties that are benefiting from the improvements and have them paid over a period of time. On June 10, 2004 bonds were issued for the financing of College Boulevard and Cannon Road East, and the City is considering two additional districts at this time. The requests are to finance the road improvements for the connection of Poinsettia Lane and El Fuerte, and Melrose Avenue and Faraday Avenue. If the requests are approved by the City Council, tax-exempt bonds may be issued for these projects over the next year or two years. Repayment of the bonds will come solely from the property owners within the Financing Districts. It is not anticipated that the City will have any obligation for the repayment of the bonds from general City funds. SUMMARY The City of Carlsbad has weathered the latest recession with minimal impact on its residents. There are still a number of uncertainties on the horizon; however, due to the early planning and foresight by City Council and residents, the City has a sound economic base from which to grow. As the population has increased, so have the resources that allow the quality of life in Carlsbad to be maintained. Despite the recession, the majority of the City’s base revenues have continued to grow. The increased job opportunities from the development of the industrial and commercial areas are creating a higher demand for housing, which will continue to increase the property taxes. Sales taxes and transient occupancy taxes were boosted by the opening of the Four Seasons Resort in 1997; the Carlsbad Company Stores, a specialty retail mall, in late 1997 with an expansion in 1999; Legoland in early 1999; as well as growth in other hotels and restaurants. Although the tourism industry has been slow to recover, it is expected that travel will pick back up in the upcoming year. In addition, the development revenues are providing the funding to pay for the services provided to the building industry and to offset the cost of capital improvements needed to serve the growing population. All of these events add to the diversity and strength of Carlsbad’s economic base that will provide the funding for additional services needed to maintain the quality of life in Carlsbad. The requests in this year’s budget reflect the anticipated achievement of Council’s vision and goals for the City. It allocates the available funding in a manner that proactively plans for the future. This plan will ensure that top-quality services are provided to all who live, work, and play in Carlsbad. BUDGET SUMMARY I FISCAL YEAR 2004-05 I PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND BALANCE 'ROGRAM AREA JULY 1.2004 REVENUES BUDGET TRANSFERS JUNE 30,2005 OPERATlNG BUDGET Policy / Leadership Group hdministrative Services Public Safety Zommunity Development Sommunity Services Public Works Von Departmental & Contingencies $3,668,653 15,727,734 33,389,030 15,458,009 14,931,172 54,769,219 9,703,400 SUBTOTAL OPERATING $128,132.605 $154,191,314 $147,647,217 $0 $134,676,702 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2004-05 $267,705,281 $51.852,086 $52.51 2,664 $287,044,703 2003-04 Continuing Appropriations (1 06,272,087 $1 80,772,616 TOTAL OPERATING AND CAPITAL $415,837,886 $206,043,400 $200,159,881 $0 $315,449,318 I FISCAL YEAR 2003-04 1 I PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE PROGRAM AREA JULY 1,2003 REVENUES EXPENDITURES TRANSFERS JUNE 30.2004 I OPERATING BUDGET Policy / Leadership Group Administrative Services Public Safety Community Development Community Services Public Works Non Departmental & Contingencies $3,477,214 16,659,687 30,029,823 14,844.578 14,247,463 52,722,917 6,360,191 SUBTOTAL OPERATING $113,381,051 $153,093,427 $138,341,873 $0 $128,132,605 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2003-04 $298,069,678 $72,948.207 $83,332,604 $287.705.281 TOTAL OPERATING AND CAPITAL $41 1,470,729 $226,041,634 $221,674,477 $0 $415,837,886 A-1 8 PERSONNEL ALLOCATIONS FOR 2003-04 AND 2004-05 ADJUSTED OVER FINAL FINAL (UNDER) 2003-04 BUDGET BUDGET MAJOR SERVICE AREA 2003-04 2004-05 ALLOCATED )POLICY AND LEADERSHIP GROUP 1 CITY COUNCIL CITY MANAGER COMMUNICATIONS CITY TREASURER CITY CLERK CITY ATTORNEY ADMINISTRATIVE SERVICES 1 ADMINISTRATION RECORDSMANAGEMENT INFORMATION TECHNOLOGY FINANCE RISK MANAGEMENT HUMAN RESOURCES 8 WORKERS COMP )PUBLIC SAFETY 1 POLICE FIRE COMMUNITY DEVELOPMENT 1 COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT (COMMUNITY SERVICES 1 LIBRARY CULTURAL ARTS RECREATION SENIOR PROGRAM )PUBLIC WORKS 1 ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE 8 OPERATIONS 1 .oo 6.00 2.75 0.75 0.00 7.00 2.00 8.00 16.00 28.00 2.00 10.00 148.00 79.75 3.00 13.00 1 .oo 2.00 25.00 10.00 48.00 5.00 31 .OO 2.00 6.00 57.00 58.75 73.00 1 .oo 6.00 2.75 0.75 0.00 7.00 2.00 8.00 16.00 28.00 2.00 10.00 148.00 79.75 3.00 13.00 1 .oo 2.00 25.00 10.00 48.00 5.00 31 .OO 2.00 7.00 57.00 57.75 73.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1 .oo 0.00 (1 .OO) 0.00 FULL AND 3/4 TIME LABOR FORCE 646.00 646.00 0.00 , A-1 9 PERSONNEL ALLOCATIONS FOR 2003-04 AND 2004-05 (Continued) SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 2003104 2004105 Difference Full Time Personnel 640.00 640.00 0.00 314 Time Personnel in Full Time Equivalents 6.00 6.00 0.00 Hourly Full Time Equivalent Personnel 148.27 147.93 (0.34) TOTAL LABOR FORCE 794.27 793.93 (0.34) LIMITED TERM EMPLOYEES 2003104 2004105 Difference Management Interns Building Inspector Intern Division Chief Overstaff GIS Intern 2.00 1.50 2.00 2.00 1 .oo 0.00 , 0.50 0.50 (0.50) 0.00 (1 .OO) 0.00 Planning Technician Intern 1 .oo 1 .oo 0.00 TOTAL LIMITED TERM EMPLOYEES 6.50 5.00 (1 SO) A-20 2004-05 BUDGET CALENDAR DECEMBER JANUARY FEBRUARY MARCH MAY JUNE • Request Capital Project (CIP) submittals • Set budget policies • Operating revenue is projected for the General fund • Operating budget manual is distributed to departments • Budget preparer’s meeting • Growth projections completed • Departments submit CIP requests to Engineering • CIP analysis • Draft CIP is submitted to department heads • Leadership Team (LT) reviews CIP • Departments submit operating budget requests to Finance • Finance department analyzes and compiles the operating budget submittals • LT reviews operating budget • Preliminary operating budget is sent to the printer • CIP Budget Workshop: May 18 Council meeting • Operating Budget Workshop: June 1 Council meeting • Citizens Budget Workshop: June 9 • Council adopts final budget including: Operating budget, Capital Improvement Program, and Annual Spending Limitation: June 22 Council meeting Operating Budget * CIP APRIL A-21 BUDGET AWARDS Municipal flnunce Oficers Certificate of Award Excellence in Operational Budgeting 2003-04 Presented to City of Carlsbad This cehflcate recognizes Meritorious Achievement in Operational Budgeting and reflem a highly professional budget document The City of Carlsbad was recognized by the California Society of Municipal Finance Officers (CSMFO) for Excellence in Operational Budgeting for fiscal year 2003-04. The purpose of this award is to set a high standard of professionalism, which will enhance the audiences’ understanding of the mechanics of local government and special districts and to continue to enhance the budget and its process. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for an award for our 2004-05 budget. A-22 2004-05 OPERATING BUDGET OVERVIEW The Operating Budget for fiscal year 2004-05 totals $147.6 million, with revenues for the year estimated at $154.2 million. General fund revenues are estimated at $96.1 million and budgeted expenditures are $90.5 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for 2003-04, as well as those estimated for 2004-05. REVENUE SUMMARY BY FUND TYPE (In Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL PROJECTED 2003-04 $ 91.2 12.2 32.5 13.9 3.3 $ 153.1 ESTIMATED 2004-05 $ 96.1 9.7 32.8 11.9 3.7 $ 154.2 $ CHANGE $ 4.9 (2.5) 0.3 (2.0) 0.4 $ 1.1 % CHANGE 5.4% (20.5%) 0.9% (14.4%) 12.1% 0.7% Revenue estimates for the Operating budget indicate that the City will receive a total of $154.2 million, slightly higher than the current year projections. Increases in General fund revenues, mainly property and sales taxes, offset the declines in the other funds. The decline of $2.5 million in the Special Revenue funds is due to one-time revenue received in 2003-04 in the Housing Trust fund for interest and shared appreciation received on loan repayments. The decline of $2 million in the Internal Service funds is due to a $2.5 million transfer in 2003-04 in the Workers Compensation fund and the elimination of the Records Management fund. More information on the City's revenue sources can be found in the discussion below. General Fund General fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic City services such as police, fire, library, street and park maintenance, and recreation programs. The table below shows a summarized outlook for the major General fund revenues. SIGNIFICANT GENERAL FUND REVENUES (In Millions) FUND PROPERTY TAX SALES TAX TRANSIENT OCC. TAX FRANCHISE TAXES VEHICLE LICENSE FEES DEVELOPMENT REVENUES ALL OTHER REVENUE [TOTAL PROJECTED 2003-04 $ 26.8 25.1 8.8 5.0 4.0 5.2 16.3 $ 91.2 ESTIMATED 2004-05 $ 28.1 26.4 9.2 4.7 5.3 6.1 16.3 $ 96.1 $ CHANGE $ 1.3 1.3 0.4 (0.3) 1.1 0.9 (0.0) $ 4.9 % CHANGE 5.1% 5.3% 4.8% (6.7%) 25.4 17.3% (0.0%) 5.4% B-1 2004-05 OPERATING BUDGET OVERVIEW This year it is expected that property taxes will grow to almost $30 million in fiscal year 2005, a 12% increase over the past year. However, the City will only receive $28.1 million of that due to the reductions proposed in the State of California's budget mentioned earlier in this letter. The State reduction brings the growth down to 5% for the year. Property taxes tend to lag behind the rest of the economy, as the tax for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2004-05 are based on values as of January 1, 2004. Sales taxes react much quicker to changes in the economy and therefore will typically grow faster in a good economy but also drop off faster as the economy cools. Property and Sales Tax Growth 01 02 03 (Ma 05* Property taxes also have a cap on how fast they can grow. This is due to Proposition 13. Proposition 13 was adopted by the State in 1978. This proposition limits the growth in assessed values (and thus property taxes) to no more than 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity. In more recent years, we have seen robust growth in property taxes due to new developments, a large number of resales within the City spurring revaluation of the parcels and double-digit growth in housing prices. Sales taxes are expected to total $26.4 million for 2004-05, an increase of 5.3% over the 2003- 04 projections. These projections assume a base increase of 5.5% plus additional amounts for new retail sites locating to the City. The increase would have been closer to 7% if not for the impact of the State's budget on the revenues. As mentioned earlier in this letter, the "Triple Flip" is essentially a temporary swap of a % cent of the cities' sales taxes in return for property tax. The revenue estimates continue to show this amount as sales tax since the amount is reflective of the amount of sales tax the City would have received. It should have no effect on the ultimate amount of tax revenues the City receives but it will result in a delay in the timing of the receipt of the taxes. Because of this delay between years, sales tax receipts for FY05 may be Sales Taxes by Category Construction 3% lower by about $500,000. The details of how the swap will work are still being discussed and actual receipts may differ. As can be seen in the above chart, the City's sales tax base is heavily weighted in the transportation (predominantly new car sales) and retail sectors. These two sectors make up 70% of the City's sales tax base. One of the most significant new sites in Carlsbad is a retail center in the southernmost part of the City. This center includes approximately 190,000 square B-2 2004-05 OPERATING BUDGET OVERVIEW feet of retail space as well as restaurants and other commercial uses. The center opened in late 2003 with new tenants continuing to move in. Sales tax estimates also include approximately $700,000 that is restricted to spending on public safety services under Proposition 172. Proposition 172 requires that the one-half cent increase in California sales taxes be allocated to local agencies to fund public safety services. The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel taxes) estimated at $9.2 million for 2004-05, an increase of 4.8% over 2003-04 estimates. TOT is the one revenue source for the City that was severely affected by the September 2001 terrorism attacks and has not yet climbed back to its previous levels. Transient Occupancy Taxes 02 03 04e Fiscal Year 05e SDGE Franchise Taxes The tourism industry was already beginning to slow due to the downturn in the national and regional economies when the terrorist attacks practically shut down the industry in fall 2001. As a result, TOT for fiscal year 2002 declined 8%. The recovery from those events has been stifled by the war in Iraq, the SARS epidemic and general sluggishness in the economy. In addition, Carlsbad's TOT has remained low due to the renovation occurring at one of its premier resorts, the La Costa Resort and Spa. The resort is undergoing extensive remodeling and rebuilding, which has offset much of the growth experienced by the other hotels in the City. A large part of the remodeling has been completed and with the strength in the economy, it is projected that TOT revenues will finally get back to the pre- 9/11 levels in FY05. One of the more volatile General fund revenues is the franchise tax. Franchise taxes are paid by certain industries that use the City right-of- way to conduct their business. The City currently has franchise agreements for cable TV service, solid waste services, and gas and electric services. The cable and solid waste franchises have been growing along with the growth in population and changes in their rate structures. These franchise revenues are projected to grow by about 3% to 5% in fiscal year 2005. The large fluctuations in franchise taxes has come from the taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E). SDG&E pays franchise taxes for the use of the public land over which they transport gas and electricity. The City also receives an "in-lieu" franchise tax based on the value of gas and electricity transported on SDG&E lines but purchased from another source. The "in-lieu" tax captures the franchise taxes on gas and electricity that is transported using public lands but which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. The majority of the "in-lieu" taxes received is attributable to Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation of electricity. During the energy crisis in 2000 and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much higher capacity. The combination of these two $6 $5 $4 $3 $2 $1 $0 2000 01 02 03 04e 05e B-3 2004-05 OPERATING BUDGET OVERVIEW Monthly Natural Gas Price Forecast Best Fit Historical Linear (AECOMTt factors resulted in an increase in franchise fees to the City of over 100% in FY01 and FY02 (franchise taxes are paid in April for the previous year). Another price spike occurred in 2003 as can be seen in the price chart. The FY05 forecast shows a decline of 13% from the previous year. Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or other vehicles are registered. They are calculated on the estimated value of the vehicle and are distributed to cities and counties mainly based on population. The City's revenues from this source grew by about 10% per year from fiscal year 1998 to fiscal year 2001, but have begun to slow since then to about 7% to 8% annually. Over the past several years, the State has decreased the VLF paid by Jl ',/ F«b. 2004, Copyright, http:Jirwww.crMrgysbop.com Development Revenues and Permits Issued 2,500 taxpayers. This tax break was given in the years when the State was experiencing budget surpluses. Since VLF is a city and county revenue, the State made up the loss of revenue to the cities and counties through what is known as the "backfilling" of the loss with State general fund money. In fiscal year 2004, now faced with large deficits, the State stopped backfilling the cities and counties. This resulted in a loss of VLF revenue to Carlsbad of over $1 million. The State has promised to pay back the loss in FY 07. The estimated revenue for fiscal year 2005 is based on a return of full payment of VLF, an increase of approximately 25%. Development-related revenues include planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities such as plan checks and inspections. These revenues are difficult to predict, as many of the planning and engineering activities occur months or years before any structures are actually built. Development-related revenues declined slowly from the high of 1998, but have begun to pick up in the last few years as several large master plans have been working their way through the system. A 17% increase is expected in the revenues for fiscal year 2005, with much of the growth occurring in the building fees as the projects move into the final stage of obtaining building permits. All other revenues include business license taxes, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for fiscal year 2004-05 totals $16.3 million, no change from fiscal year 2003-04. Business license taxes are closely tied to the health of the economy. Although, the estimate for fiscal year 2005 shows no increase from the previous year, it is due to some one-time payments received in FY04 rather than no projected growth in the revenue. Absent the one-time payments, it is projected to grow by approximately 5%. There are currently about 7,000 licensed businesses in Carlsbad, with over 2,000 of them based out of the home. Transfer taxes are expected to grow slightly over the next year, reflecting a softening of the real estate market. Interest income is projected to remain about the same due to the use of some of the Fiscal Yeargs 99 00 01 02 03 04e 05e •—•—Revenues •Residential Permits Issued B-4 2004-05 OPERATING BUDGET OVERVIEW General fund balance on major projects as approved on the ballot propositions. The City earns about $2.5 million on its General fund investments every year. Overall, General fund revenues are expected to grow by about 5.4%, or $4.9 million, in the upcoming year. Most of the growth is coming from the tax revenues: mainly property, sales and TOT. Although the City experienced revenue growth between 9% and 17% in the late 1990's, it was not sustainable growth. Much of those increases were due to the opening of new hotels, restaurants, retail centers, and new home development. As the City matures, it will be increasingly more difficult to produce double-digit growth in revenues. The 5.4% gain projected for fiscal year 2004-05 is respectable given that the CPI is only expected to grow by 2.3% in 2005. This growth is closer to what may be expected in the future. Other Funds Revenues from Special Revenue funds are expected to total $9.7 million, a $2.5 million decrease from 2003-04. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as: • Grants (Section 8 Housing Assistance, Community Development Block Grants); • Donations; • Special fees and assessments (Housing Trust fund, Maintenance Assessment Districts). The most noteworthy changes in the Special Revenue funds occurred in three programs: the Housing Trust, the Buena Vista Creek Channel Maintenance and the Section 8 Program. Special Revenue Funds All Others CDBG_ 2% 7% Section 8 64% Maintenance Districts 22% Housing Trust 5% The Housing Trust fund was set up to provide funding for the City's affordable housing programs. Revenues come from inclusionary housing fees, interest on cash balances, and payments on affordable housing loans. Most affordable housing loans are set up so that interest and/or principal payments are only due when funds are available from the project to make the payments; therefore, they are difficult to predict. For fiscal year 2004, the City expects to receive about $2.7 million in repayments. For fiscal year 2005, no amounts have been estimated for repayments. Most of the fund's revenue decrease is due to this difference. The Buena Vista Creek Channel Maintenance fund shows $100,000 more in revenue for next year, due to the increase in assessment revenue. A five-year maintenance contract was entered into and the assessments along with the balances in the fund will be used to pay for this program. The noteworthy increase in estimated revenues was in the Section 8 Housing program fund, up $564,000 or 10%. The additional projected revenue is due to a 1% increase in our projected lease rate for 2004-05 resulting in an increase in grant funds of $567,000. One other change in the Special Revenue funds in 2004-05 is the recording of the Storm Water Protection Program in the Solid Waste Enterprise fund rather than in the Special Revenue fund. During 2003-04 the solid waste fee was increased to include the cost of this program. The revenue from this fee increase as well as the costs of the Storm Water Protection Program are now recorded in the Solid Waste Enterprise fund. B-5 2004-05 OPERATING BUDGET OVERVIEW Enterprise fund revenues for 2004-05 are projected at $32.8 million, up slightly or $295,000. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the service. Carlsbad Enterprises include the water, recycled water, and sanitation services; solid waste management; and the Carlsbad Golf Course. Other changes in the Enterprise funds are the result of normal fluctuations in operations. Besides the increase in the solid waste fee which occurred during 2003-04, there are no changes in any of the rate structures anticipated in next fiscal year and no significant changes projected for any of the other revenue sources. Enterprise Funds Golf Solid Course Waste^ o% Sanitation 7% \ ; 21%Recycled Water 7% Water 65% Internal Service funds show estimated revenues of $11.9 million for 2004-05, a decrease of $2 million, or 14%, over 2003-04 projections. Internal Service funds provide services within the City itself and include programs such as the self-insurance funds for Workers' Compensation, Liability and Health Insurance, as well as Information Technology and Vehicle Maintenance and Replacement. Departments pay for services provided by these funds; therefore, the rates charged for the services are based on the cost to provide the service. The goal of the Internal Service funds is to match their budgeted expenses with charges to the departments after allowing for a certain level of reserves within the fund. There are several main reasons for the change in the revenue estimates for the Internal Service funds. The most significant change is in the Workers' Compensation fund. The City is self- insured for workers' compensation claims. Due to changes in State law and overall increases in health care costs, the City has seen its workers' compensation claims increase significantly over the past two years. In order to provide sufficient funds for the payment of current and future claims, a transfer of $2.5 million from the various funds that use the workers' compensation services was made during April 2004. That one-time transfer accounts for the majority of the decrease in revenue estimated in the Internal Service funds for the 2005 fiscal year. Offsetting that decrease in the Workers' Compensation fund was a $1.2 million increase in interdepartmental revenues. This is the increase in charges to departments for Workers' Compensation. These charges have been increased to cover the estimated annual claims and administration costs. Another Internal Service fund that had an increase was the General Liability Self-Insurance fund. Liability claims have exceeded revenues over the past few years; however, the Liability fund had significant balances to cover this shortfall. Now that these balances have been drawn down have increased from $650,000 in 2003 to $1.2 million in 2004-05 to cover the estimated annual claims and administration costs. The final change to note in the Internal Service funds is that there is no longer a Records Management Internal Service fund. This fund dissolved and the program costs split between the Information Technology fund and the General fund. Redevelopment revenues are expected to total $3.7 million in the upcoming year; a 12.1% or $417,000 increase over the projections for the previous year. Most of the increase is the result of additional property taxes to be received from the South Carlsbad Coastal Redevelopment Area. Under redevelopment law, property taxes can only be used to repay debt incurred. Thus, the Redevelopment Agency cannot receive taxes greater than the total of what it expects to incur in B-6 2004-05 OPERATING BUDGET OVERVIEW the upcoming year plus that amount incurred to date. For fiscal year 2004, the Agency estimates that it will have incurred sufficient debt to receive its full share of property taxes. Thus, the property tax should increase to approximately $911,000 from the $712,000 expected in fiscal year 2004. Property taxes in the City's other Redevelopment area (the Village) are expected to increase by 5% to $1.8 million in fiscal year 2005. As with most property in California, the growth in assessed values (and property taxes) is limited to no more than 2% per year. The assessed value is only increased to the full market value upon the sale of the property. Unless there is significant resale activity or new development, the taxes would not be expected to grow more than 2% per year. EXPENDITURES The City's Operating budget for 2004-05 totals $147.6 million, which represents an increase of $4.9 million, or 3.4%, from the adopted 2003-04 budget. This increase is mainly the result of personnel cost increases in the General fund budget, which will be explained in more detail below. The changes in each of the City's programs will be discussed fully below. Budgetary Policies Due to the uncertainty about the State's financial problems and how they may affect the City, the theme behind this year's budget policies was "managing resources effectively" - to manage our current resources as effectively as possible so that we are able to deliver the same quality and level of our services while maintaining a balanced budget for now and in the future. To achieve that end, the following specific goals were set: • No layoffs. • No noticeable cuts in services and service levels. • Identification of new revenue generation opportunities. • A balanced budget and a long-term plan for staying in balance. Keeping in mind those outcomes, the following policies were developed: • No new programs, other than those already in progress or anticipated in the CIP. • No new positions. • Budget requests for one-time funding to implement specific goals will be considered. • Generally, continue to be prudent in your budgeting. Consider cost containment measures and budget discretionary items at minimum levels. Over the past three years the "Expenditure Control Budgeting" or ECB process was used. Using this approach, each department was given a block appropriation containing sufficient funds to provide the current level of services for the upcoming year. As Carlsbad is a growing city, the block appropriation should contain sufficient funds to pay for inflationary increases as well as growth in the customer base so every year the block was increased for by an index for growth and inflation. The ECB process was suspended this year in order to tighten up the past budgets. Every program was scrutinized to determine the true cost of providing the services and was budgeted at the level deemed necessary to continue to provide the services. The result was an overall reduction in the majority of the non-personnel accounts. It is expected that we will return to the ECB process next year using the fiscal year 2004-05 budget as the base. B-7 2004-05 OPERATING BUDGET OVERVIEW No additional appropriations are expected during the year except in the case of a significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried forward in their entirety to the new fiscal year. The 2004-05 budget reflects the following organizational and structural changes, which will continue to contribute to the overall effectiveness of the organization: • The Records Management Program is now being shown within the General fund rather than as an Internal Service fund. The costs of the software and hardware for the program have been transferred to the Information Technology Internal Service fund and those costs will be allocated to users in the Information Technology charges. The remaining Records Management costs will become General fund costs and be allocated to other funds through the cost allocation plan. • The Storm Water Protection Program is now accounted for in the Solid Waste Enterprise fund rather than as a separate Special Revenue fund. In October 2003, as the result of the City of Carlsbad Storm Water Pollution Protection Program Regulatory and Fee Study Report, Council adopted a new rate structure for the City's solid waste service program to recoup the majority of the Storm Water Pollution Prevention Program costs. This new rate structure increased both residential and commercial trash fees. The Storm Water Protection program, which is budgeted at $1.4 million in 2004-05, was previously funded through a loan from the General fund. Budgeted Expenditures Through the application of these guidelines and policies, the 2004-05 Operating budget of $147.6 million was developed. Due to the uncertainties regarding the State's budget deficit as well as significant cost increases looming in the future, management felt the best course of action was to continue to do what we do well and hold the line on any new items that would add ongoing commitments to the budget. Thus, this year's proposed budget maintains the high level of services Carlsbad's citizens have come to expect but does not propose any new enhancements other than those previously planned. The 2004-05 Operating budget proposes no new full-time or three-quarter-time employees. The net decrease in hourly staff totaled approximately .34 full-time equivalents (FTE). These changes result in a City workforce of 646 full and three-quarter-time employees and 147.93 hourly FTE. New Facilities The City has a large number of major capital projects scheduled to be built over the next five years. As the City completes these projects, the costs of maintaining and operating the facilities are added to the Operating budget. Two new parks are expected to open near the end of next fiscal year: Hidden Canyon and Aviara Park. No additional funds have been included in next year's budget for the maintenance of these parks since the openings will be so close to the end of the year. The following year's budget will include additional operating costs for a full- year for both of the parks. Public Safety Public safety has always been, and remains, a top Council priority. In accordance with the budget policies, the Police and Fire departments are not B-8 2004-05 OPERATING BUDGET OVERVIEW adding any new positions in fiscal year 2004-05. The current level of staffing is considered sufficient to maintain the service levels in the departments. In order to control costs and manage overtime effectively, the Police department is implementing an overtime management plan. Under the plan, overtime budgets in most divisions have been reduced by 6% and an overtime contingency account was created to address any one-time or unusual overtime demands anywhere in the department. This goal of this plan is to minimize the use of overtime where there may be other options, without jeopardizing public safety. The Police will also continue to implement their Public Safety Technology Plan this next year. This plan replaces the computer-aided dispatch system originally installed in 1986 and will allow for mobile computing, mapping and automatic vehicle location. Mobile computing will allow officers to receive calls on their in-car computer and perform other functions such as email and accessing regional databases while in the car. A computerized map will show the unit's current location and location of call. The Automatic Vehicle Location is the real-time tracking of police units with the closest unit to the call being dispatched. These improvements will give us the tools to manage our officers even more effectively. A change in the Fire safety area was previously approved by Council and is reflected in the fiscal year 2005 budget. On July 1, 2003, the City of Carlsbad's Fire Department became a member of the North County Dispatch Joint Powers Authority (NCDJPA). The NCDJPA was formed in July 1984 and currently includes members from the cities of Encinitas, San Marcos, Solana Beach, Vista, and the Rancho Santa Fe Fire District. An immediate advantage will be the ability of the NCDJPA to dispatch the closest unit(s) to an emergency scene regardless of jurisdictional boundaries. The City believes joining the NCDJPA has improved regional coordination, created operational efficiencies, and improved cross-jurisdictional response times with the member agencies. The annual cost associated with being a member of the NCDJPA for year two is estimated to be $260,000, with the City receiving a discount of 20%. Volunteer Program A Community Volunteer Coordinator position was hired during fiscal year 2003-04. This position was designed to create a streamlined way to enable our citizens to connect with volunteer opportunities. This 'one-stop shop' to involvement will help create a powerful network to place volunteers within the City and community. Volunteers are a great resource for the City, and as this program continues to develop over the next year, it is expected that the City will benefit even more from the use of volunteers. Technology The City continues to enhance its use of technology in order to reduce processing costs and increase customer services. During the spring of fiscal year 2003-04, the Recreation department implemented an on-line class registration for Aquatic classes. This enabled over 75% of the registrations to be done via the internet. This not only allows busy moms, dads, seniors, and everyone else to be able to register for their favorite aquatic class from home, it also saves staff time previously spent on answering phones, opening mail and processing checks. The plan for FY05 is to implement the on-line registration for the rest of the recreation classes. Once fully implemented, it is expected that there will be a noticeable savings in staff time. B-9 2004-05 OPERATING BUDGET OVERVIEW Customer Service One of Council's goals is top-quality service, which means serving our customers well. Although there are only a few customer service initiatives funded in the budget this year due to economic concerns, it does not mean that the City is not continuing its efforts to provide the best service to our citizens and customers. There are numerous goals proposed for the 2005 fiscal year that will enhance the service we provide without costing a lot of extra money. Some of these include process changes so our services can be provided faster. One new exciting program proposed for next year is the Passport Services program. This program would allow the public to apply for a passport at a City facility instead of having to drive to the next closest passport offices in Oceanside or Escondido. The City could accept the application and mail them to the Department of Passports. The City will receive $30 per passport application received for providing this service. This service is proposed to be provided using existing staff and resources. This program will not only provide a new service to our citizens, it will also generate additional revenue for the City. Cost Savings With the emphasis this year on controlling costs, a hard look was taken at the numbers and types of vehicles being purchased as replacements for the City's current fleet. Each vehicle was reviewed to determine the need for replacement at this time as well as whether the replacement could be a smaller, less costly, more fuel-efficient vehicle without hurting the effectiveness of the program. The results of this review was that of the 66 vehicles that met the replacement criteria outlined in Administrative Order Number 3, only 42 vehicles were selected for replacement. Of the 42 units selected for replacement, 7 vehicles were downsized. Connecting Community, Place, and Spirit A new initiative began in 2003 with the ultimate goal of connecting community, place, and spirit. The initiative was kicked off with a conference held in March 2003, which brought together a wide range of community members as well as City staff to begin a collective dialogue about the future. Over the past year, the process continued as twelve community focus groups were held throughout the City, attended by more than 400 citizens, to discuss the themes generated at the conference. All the information was distilled and presented in a Council workshop. At the workshop, Council developed their vision for the look and feel of the City's future civic centers and City government buildings. Based on the Council's direction, there are several goals included in the 2004-05 budget to begin the design of the vision. The Centre City Gateway project will be developing a land use vision and strategy process for the coastal area near the center of the City. The Capital Improvement Program contains funding for the land use plans for a City/Safety Training facility and a Public Works center and the 2004-05 operating budget contains $50,000 to begin work on a conceptual plan for a Civic Center Plaza. Besides designing the hardscape for the City, there is also $40,000 in the 2004-05 budget to continue the work of community engagement - continuing the dialogue about what the citizen's want and what they can do together to connect community, place and spirit in Carlsbad. Budget by Fund Type This table below shows the changes in the operating budget for fiscal year 2004-05 compared to the adopted budget for fiscal year 2003-04. B-10 2004-05 OPERATING BUDGET OVERVIEW BUDGET EXPENDITURE SUMMARY BY FUND TYPE (In Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL BUDGET 2003-04 $ 84.9 9.7 32.6 13.7 1.8 $ 142.7 BUDGET 2004-05 $ 90.5 10.0 31.6 13.4 2.1 $ 147.6 $ CHANGE $ 5.6 0.3 (1.0) (0.3) 0.3 $ 4.9 % CHANGE 6.6% 3.1% (3.1%) (2.2%) 16.7% 3.4% The General fund contains most of the discretionary revenues that finance the basic core of City services. However, this should not diminish the importance of the other operating funds, as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the proposed budgeted expenditures by fund and program. General Fund Total budget for the General fund is $90.5 million, which is 6.6% more than the previous budget of $84.9 million. As can be seen in the graph below, the increase is mainly due to the increase in personnel costs. Personnel costs make up approximately 65% of the General fund budget so any changes in these costs can have a significant effect on the total budget. Personnel costs are projected to increase by 14.8% in 2004-05. Due to labor contracts with our employee groups, much of the cost was previously determined. With the exception of a small increase in capital outlay, the remaining accounts had decreases from the previous year. This next table shows the breakdown of personnel costs for the General fund. Salaries include full and part-time staff costs and account for $1.7 million of the increase in the General fund. Benefits make up the remainder of the personnel costs with the largest increases in health insurance, retirement (PERS), and workers compensation costs. The PERS rates have increased due to the implementation of enhanced benefits as well as the effect of investment losses in the plan. These rates are expected to increase again the following year and then level off, provided PERS investments generate a reasonable GENERAL FUND SUMMARY BY EXPENDITURE TYPE (In Thousands) PERSONNEL M & O CAPITAL OUTLAY TRANSFERS TOTAL BUDGET 2003-04 $ 51,162 27,161 313 6,231 $ 84,867 BUDGET 2004-05 $ 58,725 25,788 521 5,430 $ 90,464 $ CHANGE $ 7,563 (1,373) 208 (801) $ 5,597 % CHANGE 14.8% (5.1%) 66.5% (12.9%) 6.6% GENERAL FUND PERSONNEL COSTS <ln I*"*"*) SALARIES HEALTH INSURANCE RETIREMENT WORKERS COMP OTHER PERSONNEL TOTAL BUDGET 2003-04 $ 40,679 4,145 4,414 617 1,307 $ 51,162 BUDGET 2004-05 $ 42,408 4,593 8,646 1,709 1,369 $ 58,725 $ CHANGE $ 1,729 448 4,232 1,0912 62 $ 7,563 % CHANGE 4.2% 10.8% 95.9% 176.80/ 4.7% 14.8% B-11 2004-05 OPERATING BUDGET OVERVIEW return. Workers' Compensation, as mentioned earlier, has increased due to an increase in claims. The Council Contingency account, which is available for unanticipated emergencies or unforeseen program needs, is budgeted at $2.3 million, or approximately 2.5% of the 2004-05 General fund budget, which is consistent with the $2.3 million budgeted in the prior year. During 2003-04, less than $150,000 of the contingency account was used. Non-departmental expenses include payments for debt service, transfers to other funds, and administrative and other expenses not associated with any one department. The largest increase is an $800,000 transfer to the Capital Improvement Program to partially fund the artificial turf project planned for Stagecoach Park. In addition, the Infrastructure Replacement fund transfer was increased by $225,000. This amount is budgeted at about 4% of General fund revenues. The increases were offset by a decrease of approximately $563,000 which was a transfer from the General fund to the Information Technology fund to help fund the CAD hardware costs and the transfer from the General fund to the Storm Water Protection Program Special Revenue fund in the amount of $1.2 million. Both of these items were in the previous year's budget but are not budgeted in 2004-05. The remainder of the changes in the recommended General fund budget are relatively minor. These are addressed below by Major Service Area (MSA). GENERAL FUND EXPENDITURES BY MAJOR SERVICE AREA (In Millions) FUND POLICY/LEADERSHIP ADMINISTRATIVE SERVICES PUBLIC SAFETY COMMUNITY DEVELOPMENT COMMUNITY SERVICES PUBLIC WORKS NON-DEPARTMENTAL CONTINGENCY TOTAL BUDGET 2003-04 $ 3.7 5.4 29.2 6.2 14.3 15.7 8.1 2.3 $ 84.9 BUDGET 2004-05 $ 3.7 6.0 33.1 6.3 14.8 16.9 7.4 2.3 $ 90.5 $ CHANGE $ 0.6 3.9 0.1 0.5 1.2 (0.7) - $ 5.6 % CHANGE 0.0% 11.1% 13.4% 1 .6% 3.5% 7.6% -8.6% 0.0% 6.6% The Policy/Leadership Group includes all elected officials and the City Manager's Office. This budget is essentially the same as last year other than a decrease in the City Clerk's budget, which is the result of reductions in Records charges for support to the City Clerk due to the conversion of Records from an Internal Service fund. There were minimal changes in the total budget for Administrative Services. The increase is due to conversion of Records Management budget from an Internal Service fund to a General fund. The growth in Public Safety is due mainly to increases in personnel costs. In the Community Development area, the 1.6% increase is due mainly to personnel cost increases offset by declines in one-time costs for the "Connecting Community, Place, and Spirit" program. B-12 2004-05 OPERATING BUDGET OVERVIEW • In the Community Services area, the 3.5% increase is mainly due to the personnel cost increases. The Seniors program shows a 12.9% increase due to the movement of both revenues and costs for the Senior Daytrippers programs from a Special Revenue fund to the General fund budget. The costs of this program are 100% offset by revenue so there is no net cost to the General fund. • Public Works shows an overall increase of 7.6%. The largest increase is in the Engineering division. Both plancheck and inspection costs have risen sharply over the past two years due to development activity. It is expected that once development slows down, these costs will also decline. • Capital outlay expenses totaling approximately $521,000 have been included in the General fund budget. Changes In Other Funds Special Revenue funds, at $10 million, show an increase in anticipated spending of approximately $325,000, or 3.1%. Most of the increase can be attributed to an increase in Housing Assistance Payments of $493,000 for the Section 8 program based on a projected 1% increase in lease rate. Of special note is the Median Maintenance fund. This is a Citywide Landscape Maintenance fund, which collects assessments paid by property owners to pay for the maintenance of the City's medians. Using current budget estimates for maintaining current service levels, staff anticipates that this fund will run short of cash by approximately $309,000 by the end of fiscal year 2005. A loan from the General fund is included in the budget to cover the shortfall until a solution can be determined. Staff will present options to Council on Street Lighting and Landscaping District #1 which includes the medians. The assessments in this District cannot be increased without a vote of the property owners. Enterprise funds total $31.6 million, which is a decrease of $1 million, or 3.1%. The most significant change is in the Sanitation budget. The decrease is due to two special projects in fiscal year 2004. The first was $975,000 for access hole rehabilitations and the second project was $105,000 for flow monitoring and video inspections. These were one-time projects. As part of the ongoing financial management program, the City annually prepares five-year forecasts for both the Water and Sanitation funds. The forecast for the Water Enterprise shows that the fund will carry some cash balances forward over the next year as the construction of the 4 million gallons per day recycled water plant and related water lines is completed. When that plant goes into service, the operating requirements will be reevaluated. During the next year, no water rate increases are anticipated. For the Sanitation fund, the forecast shows that a rate increase in the range of 3-4% will most likely be needed in 2007-08 to keep the fund balance reserve within the desired range of 40% of the Operating budget. The Internal Service fund budgets decreased in total by $265,000, or 2.2%. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds: B-13 2004-05 OPERATING BUDGET OVERVIEW • The Workers' Compensation fund budget was increased by $895,000 due to changes in State law and overall increases in health care costs which have caused workers compensation claims to increase significantly over the past two years. • The Health Insurance budget shows a decline of $500,000 due to the change from the self-insured plan to the CalPERS Health Plan effective July 2003. Fiscal year 2003-04 included appropriations to pay for incurred but unreported claims as of June 30, 2003. As of January 2004, all of the claims from the self-insured plan have been settled and this budget only includes dental, vision and life insurance costs. • The Vehicle Replacement fund budget varies from year to year depending on the need for replacements. A list of the requested vehicle replacements can be found at the end of this document. • The Information Technology fund shows a decrease in its budget of $451,000. This is mainly due to the $853,000 budgeted in FY04 for hardware for the Public Safety Technology Plan (computer-aided dispatch and related components). The Redevelopment Agency budgets have increased for 2004-05 by a total of $254,000. This is mainly due to additional amounts budgeted for the South Carlsbad Redevelopment Area. Implementation of the Master Plan is beginning, so more of staff's time and consultant time is being spent in this area. SUMMARY The City of Carlsbad has fared well from an economic viewpoint. It is evident that the planning and foresight by the City Council and residents have provided a sound economic base for the City. The increased job opportunities from the development of the industrial and commercial areas, as well as Carlsbad's reputation as a quality city, are keeping the demand for housing growing, which in turn increases the property tax base. The continued opening and expansion of the commercial ventures enhance Carlsbad's standing as a destination resort and gives it the revenues needed to provide quality services to the citizens and businesses. All of these events add to the diversity and strength of Carlsbad's economic base, which will provide the funding for additional services needed to maintain the quality of life in Carlsbad. The challenges for the future will revolve around changing from a developing City to a fully built City; it will be about managing costs while continuing to look for appropriate revenue streams sufficient to pay for the services desired by the citizens. This year's budget reflects the anticipated achievement of Council's vision and goals for the City. It allocates the available funding in a manner that proactively plans for the future. This plan will provide top-quality services to all who live, work, and play in Carlsbad. B-14 B-15 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FUND GENERAL FUND SPECIAL REVENUE POLICE ASSET FORFEITURE COPS GRANT POLICE GRANTS HOUSING SECTION 8 HOUSING TRUST FUND LIBRARY ENDOWMENT FUND LIBRARY GIFTS/BEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT LLD#2 ARTS SPECIAL EVENTS RECREATION DONATIONS SENIOR DONATIONS CDBG ENTITLEMENT COMMUNITY ACTIVITY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS ARTS GENERAL/GALLERY DONATIONS TOTAL ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS SANITATION OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE TOTAL INTERNAL SERVICE WORKER'S COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE RECORDS MANAGEMENT (2) VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL REDEVELOPMENT VILLAGE OPERATIONS / DEBT SVC VILLAGE LOW/MOD INCOME HOUSING SCCRA OPERATIONS / DEBT SVC SCCRA LOW/MOD INCOME HOUSING TOTAL TOTAL OPERATING FUNDS UNRESERVED BALANCE JULY 1,2003 61,447,666 594,639 180,190 137,538 414,501 4,231,427 26,279 116,094 875,691 (68,072) 1,103,154 893,628 14,172 51,090 57,123 178,469 0 1 ,057,579 231,214 5,331 94,223 10,194,270 12,453,950 1,633,871 5,399,577 4,951,124 1,029,856 25,468,378 1,211,510 2,022,498 1,084,542 91,293 388,509 6,317,425 2,960,223 14,076,000 1,104,246 1,685,412 (739,151) 144,230 2,194,737 $113,381,051 ESTIMATED REVENUES 91,216,000 155,000 140,000 50,000 5,492,000 3,367,750 8,650 115,000 616,408 459,096 923,460 28,027 600 28,000 3,600 29,000 765,461 32,000 7,150 750 10,000 12,231,952 21,640,700 2,090,700 6,804,500 1,857,900 75,000 32,468,800 3,325,000 720,000 920,000 958,000 1,786,000 1,675.000 4,479,500 13,863,500 1,797,978 537,000 735,273 242,924 3,313,175 $153,093,427 ESTIMATED FUND EXPENDITURES TRANSFERS 79,586,201 370,548 230,000 230,000 130,000 5,873,505 248,774 12,000 115,000 644,815 461,100 1,002,093 70,600 16,000 50,000 10,000 20,000 765,461 50,000 20,000 0 1,000 9,950,348 20,827,346 8,900 2,038,893 7,732,819 6,400 1,311,085 233,510 32,143,653 2,596,429 1,495,051 1,521,636 958,945 (90,348) 1,816,783 828,000 5,475,520 4,500 14,692,364 1,546,043 (300,000) 51,300 347,964 24,000 1,969,307 $138,341,873 $0 PROJECTED BALANCE JUNE 30, 2004 73,448,013 519,639 90,190 57,538 32,996 7,350,403 22,929 116,094 847,284 (70,076) 1,024,521 851 ,055 (1,228) 29,090 50,723 187,469 0 1 ,039,579 218,364 6,081 103,223 12,475,874 13,276,204 1,685,678 4,477,658 5,497,939 871,346 25,808,825 1,940,081 1,247,447 482,906 0 357,726 7,164,425 1 ,968,703 13.161,288 1,056,181 2,171,112 (351,842) 363,154 3,238,605 $128,132,605 | B-16 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FUND GENERAL FUND SPECIAL REVENUE POLICE ASSET FORFEITURE COPS GRANT POLICE GRANTS HOUSING SECTION 8 HOUSING TRUST FUND LIBRARY ENDOWMENT FUND LIBRARY GIFTS/BEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT LLD#2 ARTS SPECIAL EVENTS RECREATION DONATIONS SENIOR DONATIONS CDBG ENTITLEMENT COMMUNITY ACTIVITY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS ARTS GENERAL DONATIONS TOTAL ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS SANITATION OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE TOTAL INTERNAL SERVICE WORKER'S COMP SELF INSUR RISK MANAGEMENT HEALTH INSURANCE RECORDS MANAGEMENT (2) VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL REDEVELOPMENT VILLAGE OPERATIONS / DEBT SVC VILLAGE LOW/MOD INCOME HOUSING SCCRA OPERATIONS / DEBT SVC SCCRA LOW/MOD INCOME HOUSING TOTAL TOTAL OPERATING FUNDS PROJECTED BALANCE JULY 1,2004 73,448,013 519,639 90,190 57,538 32,996 7,350,403 22,929 116,094 847,284 (70,076) 1,024,521 851,055 (1,228) 29,090 50,723 187,469 0 1,039,579 218,364 6,081 103,223 12,475,874 13,276,204 1,685,678 4,477,658 5,497,939 871,346 25,808,825 1,940,081 1,247,447 482,906 0 357,726 7,164,425 1,968,703 13,161,288 1,056,181 2,171,112 (351,842) 363,154 3,238,605 $128,132,605 ESTIMATED REVENUES 96,076,000 70,000 145,000 0 6,056,728 462,750 8,000 76,000 582,068 435,794 899,371 130,000 73,200 35,000 10,000 20,000 688,111 30,000 7,000 200 13,000 9,742,222 20,980,820 2,320,000 6,961,800 2,426,000 75,000 32,763,620 2,020,000 1,240,000 905,700 0 1,709,076 1,780,911 4,244,400 11,900,087 1,936,055 526,000 936,497 310,833 3,709,385 $154,191,314 ADOPTED FUND BUDGET TRANSFERS 90,464,488 (335,751) 57,000 233,710 0 6,042,631 256,983 12,000 0 742,682 701,469 335,751 985,400 171,800 28,205 45,596 8,700 0 688,1 1 1 50,000 15,000 3,400 14,000 10,056,687 20,945,004 1,730,385 6,859,054 1,784,312 230,000 31,548,755 2,223,498 1,494,712 1,013,268 0 1,889,696 1,808,000 5,010,367 13,439,541 1,530,922 117,005 435,526 54,293 2,137,746 $147,647,217 $0 PROJECTED RESERVED BALANCE BALANCES JUNE 30, 2005 78,723,774 532,639 1,480 57,538 47,093 7,556,170 18,929 192,094 686,670 0 938,492 809,255 43,767 18,494 52,023 207,469 0 (1,000,000) 19,579 210,364 2,881 102,223 11,497,160 13,312,020 2,275,293 4,580,404 6,139,627 716,346 27,023,690 (3,135,000) (1,398,417) (743,493) 249,242 375,338 0 177,106 (7,137,336) 0 (1,198,200) 4,536 (592,195) 1,461,314 2,580,107 149,129 619,694 4,810,244 $121,462,673 B-17 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE GENERAL FUND TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX BUSINESS LICENSE TAX TRANSFER TAX TOTAL TAXES INTERGOVERNMENTAL VEHICLE LICENSE FEES OTHER TOTAL INTERGOVERNMENTAL LICENSES AND PERMITS BUILDING PERMITS OTHER LICENSES & PERMITS TOTAL LICENSES & PERMITS CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES INCOME FROM INVESTMENTS AND PROPERTY* INTERDEPARTMENTAL CHARGES OTHER REVENUE SOURCES TOTAL GENERAL FUND ACTUAL REVENUE 2002-03 $24,973,532 25,542,844 8,387,388 3,729,713 2,305,178 1,126,804 66,065,459 5,066,902 1,562,215 6,629,117 986,890 1,055,639 2,042,529 1 ,029,582 707,691 2,220,695 1,316,956 1,440,530 993,896 7,709,350 860,692 4,483,932 2,686,817 650,339 91,128,235 PROJECTED REVENUE 2003-04 $26,800,000 25,080,000 8,800,000 5,003,000 2,900,000 1,200,000 69,783,000 4,050,000 1,318,000 5,368,000 1 ,000,000 1,000,000 2,000,000 600,000 775,000 1,800,000 1,440,000 1,310,000 1,000,000 6,925,000 930,000 2,910,000 2,600,000 700,000 91,216,000 ESTIMATED REVENUE 2004-05 $28,156,000 26,410,000 9,220,000 4,670,000 2,900,000 1,230,000 72,586,000 5,080,000 1,140,000 6,220,000 1 ,440,000 1,440,000 2,880,000 600,000 1,120,000 1,500,000 1,500,000 1 ,340,000 1 ,020,000 7,080,000 950,000 2,910,000 2,700,000 750,000 96,076,000 AS% OF FY 03-04 PROJECTED 5.1% 5.3% 4.8% -6.7% 0.0% 2.5% 4.0% 25.4% -13.5% 15.9% 44.0% 44.0% 44.0% 0.0% 44.5% -16.7% 4.2% 2.3% 2.0% 2.2% 2.2% 0.0% 3.9% 7.1% 5.3% DIFFERENCE 2003-04 TO 2004-05 1,356,000 1,330,000 420,000 (333,000) 0 30,000 2,803,000 1 ,030,000 (178,000) 852,000 440,000 440,000 880,000 0 345,000 (300,000) 60,000 30,000 20,000 155,000 20,000 0 100,000 50,000 4,860,000 * Interest is calculated on an amortized cost basis. B-18 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST TOTAL COPS GRANT STATE FUNDING (AB3229) INTEREST TOTAL POLICE GRANTS STATE GRANT INTEREST TOTAL HOUSING - SECTION 8 INTEREST FEDERAL GRANT TOTAL HOUSING TRUST FUND INTEREST AFFORDABLE HOUSING FEES OTHER TOTAL LIBRARY ENDOWMENT FUND INTEREST TOTAL LIBRARY GIFTS/BEQUESTS GIFTS/BEQUESTS INTEREST TOTAL ACTUAL PROJECTED REVENUE REVENUE 2002-03 2003-04 62,376 130,000 27,000 25,000 89,376 155,000 174,795 135,000 7,462 5,000 182,257 140,000 80,931 45,000 7,084 5,000 88,015 50,000 2,659 12,000 5,084,652 5,480,000 5,087,31 1 5,492,000 620,397 210,500 647,355 415,550 454,024 2,741,700 1 ,721 ,776 3,367,750 12,591 8,650 12,591 8,650 5,821 50,000 72,045 65,000 77,866 115,000 ESTIMATED REVENUE 2004-05 50,000 20,000 70,000 140,000 5,000 145,000 0 0 0 10,000 6,046,728 6,056,728 239,000 223,750 0 462,750 8,000 8,000 5,000 71,000 76,000 AS% OF FY 03-04 PROJECTED -61 .5% -20.0% -54.8% 3.7% 0.0% 3.6% -100.0% -100.0% -100.0% -16.7% 10.3% 10.3% 13.5% -46.2% -100.0% -86.3% -7.5% -7.5% -90.0% 9.2% -33.9% DIFFERENCE 2003-04 TO 2004-05 (80,000) (5,000) (85,000) 5,000 0 5,000 (45,000) (5,000) (50,000) (2,000) 566,728 564,728 28,500 (191,800) (2,741 ,700) (2,905,000) (650) (650) (45,000) 6,000 (39,000) B-19 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE TREE MAINTENANCE INTEREST TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES OTHER TOTAL STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES TOTAL BUENA VISTA CREEK CHNL MAINT INTEREST BUENA VISTA FEES TOTAL LLD#2 INTEREST LLD #2 FEES TOTAL ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL RECREATION DONATIONS INTEREST DONATIONS TOTAL ACTUAL REVENUE 2002-03 40,638 502,628 90,000 633,266 0 451,869 0 451,869 49,010 38,590 794,178 881,778 40,235 99,997 140,232 0 0 0 2,769 25,700 28,469 2,532 15,374 17,906 PROJECTED REVENUE 2003-04 28,000 498,408 90,000 616,408 0 459,096 0 459,096 36,400 38,500 848,560 923,460 28,000 27 28,027 600 0 600 2,500 25,500 28,000 3,000 600 3,600 ESTIMATED REVENUE 2004-05 28,000 448,068 106,000 582,068 0 411,297 24,497 435,794 31 ,000 28,000 840,371 899,371 30,000 100,000 130,000 1,500 71 ,700 73,200 3,000 32,000 35,000 3,000 7,000 10,000 AS% OF FY 03-04 PROJECTED 0.0% -10.1% 17.8% -5.6% 0.0% -10.4% 0.0% -5.1% -14.8% -27.3% -1 .0% -2.6% 7.1% 370270.4% 363.8% 150.0% 0.0% 12100.0% 20.0% 25.5% 25.0% 0.0% 0.0% 177.8% DIFFERENCE 2003-04 TO 2004-05 0 (50,340) 16,000 (34,340) 0 (47,799) 24,497 (23,302) (5,400) (10,500) (8,189) (24,089) 2,000 99,973 101,973 900 71,700 72,600 500 6,500 7,000 0 6,400 6,400 B-20 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE SENIOR DONATIONS INTEREST DONATIONS OTHER TOTAL CDBG ENTITLEMENT INTEREST GRANT REVENUE TOTAL COMMUNITY ACTIVITY GRANTS OPERATING TRANSFER IN INTEREST TOTAL CULTURAL ARTS PROGRAM INTEREST TOTAL ARTS GENERAL/GALLERY DONATIONS INTEREST DONATIONS TOTAL SISTER CITY DONATIONS INTEREST DONATIONS TOTAL TOTAL SPECIAL REVENUE FUNDS ACTUAL REVENUE 2002-03 8,379 18,786 190 27,355 32,906 791,094 824,000 25,000 47,706 72,706 10,495 10,495 4,511 16,439 20,950 235 500 735 10,368,953 PROJECTED REVENUE 2003-04 5,000 24,000 0 29,000 30,000 735,461 765,461 0 32,000 32,000 7,150 7,150 3,000 7,000 10,000 250 500 750 12,231,952 ESTIMATED REVENUE 2004-05 5,000 15,000 0 20,000 30,000 658,111 688,111 0 30,000 30,000 7,000 7,000 3,000 10,000 13,000 200 0 200 9,742,222 AS% OF FY 03-04 PROJECTED 0.0% -37.5% 0.0% -31.0% 0.0% -10.5% -10.1% 0.0% -6.3% -6.3% -2.1% -2.1% 0.0% 42.9% 30.0% -20.0% -100.0% -120.0% -20.4% DIFFERENCE 2003-04 TO 2004-05 0 (9,000) 0 (9,000) 0 (77,350) (77,350) 0 (2,000) (2,000) (150) (150) 0 3,000 3,000 (50) (500) (550) (2,489,730) B-21 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE | ENTERPRISE FUNDS WATER OPERATIONS WATER SALES READY TO SERVE CHARGES PROPERTY TAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST ENGINEERING & PLAN CHECK FEES ENGINEERING OVERHEAD SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL SANITATION OPERATIONS SERVICE CHARGES MISC SEWER ENGINEERING OVERHEAD PENALTY FEES INTEREST OTHER TOTAL SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES (AB939) PENALTY FEES NON-JURISDICTIONAL FEES STATE GRANT TRASH SURCHARGE OTHER TOTAL GOLF COURSE TRANSFER FROM GENERAL FUND INTEREST TOTAL TOTAL ENTERPRISE FUNDS ACTUAL REVENUE 2002-03 13,081,345 3,705,974 1,697,040 103,430 105,390 260,709 744,491 3,510 318,987 140,885 153,647 787,507 21,102,915 1 ,090,230 86,223 342,055 652,908 10,297 2,181,713 6,177,845 43,814 257,590 64,557 324,892 129,208 6,997,906 220,565 240,463 41,296 586,574 57,861 0 7,851 1,154,610 600,000 125,230 725,230 32,162,374 PROJECTED REVENUE 2003-04 13,377,000 3,786,000 1,782,000 103,000 109,000 200,000 689,000 3,500 329,000 140,000 153,200 969,000 21,640,700 1,200,000 85,700 425,000 365,000 15,000 2,090,700 6,200,000 54,500 230,000 55,000 250,000 15,000 6,804,500 206,000 240,000 40,000 600,000 51,900 720,000 0 1,857,900 0 75,000 75,000 32,468,800 ESTIMATED REVENUE 2004-05 13,387,000 3,868,000 1,871,000 100,000 1 1 1 ,000 175,000 771,920 3,500 338,000 137,000 147,000 71,400 20,980,820 1 ,340,000 102,000 578,000 300,000 0 2,320,000 6,334,000 55,600 236,900 56,000 264,000 15,300 6,961,800 210,000 235,000 40,000 614,000 27,000 1 ,300,000 0 2,426,000 0 75,000 75,000 32,763,620 AS% OF FY 03-04 PROJECTED 0.1% 2.2% 5.0% -2.9% 1.8% -12.5% 12.0% 0.0% 2.7% -2.1% -4.1% -92.6% -3.1% 1 1 .7% 19.0% 36.0% -17.8% -100.0% 1 1 .0% 2.2% 2.0% 3.0% 1 .8% 5.6% 2.0% 2.3% 1 .9% -2.1% 0.0% 2.3% -48.0% 80.6% 0.0% 30.6% 0.0% 0.0% 0 0.9% DIFFERENCE 2003-04 TO 2004-05 10,000 82,000 89,000 (3,000) 2,000 (25,000) 82,920 0 9,000 (3,000) (6,200) (897,600) (659,880) 140,000 16,300 153,000 (65,000) (15,000) 229,300 134,000 1,100 6,900 1,000 14,000 300 157,300 4,000 (5,000) 0 14,000 (24,900) 580,000 0 568,100 0 0 0 294,820 B-22 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE INTERNAL SERVICE FUNDS WORKERS' COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER (OP TRANS IN) TOTAL LIABILITY SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL HEALTH INSURANCE INTEREST INTERDEPARTMENTAL/REIMB. TOTAL RECORDS MANAGEMENT (2) INTEREST INTERDEPARTMENTAL OTHER TOTAL VEHICLE MAINTENANCE INTERDEPARTMENTAL INTEREST OTHER TOTAL VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST OTHER TOTAL INFORMATION TECHNOLOGY INTEREST INTERDEPARTMENTAL OPERATING TRANSFER IN TOTAL TOTAL INTERNAL SERVICE FUNDS ACTUAL REVENUE 2002-03 1 56,154 600,231 16,276 672,661 99,833 603,009 34,214 737,056 49,365 2,994,636 3,044,001 25 1 ,030,400 612 1 ,031 ,037 1,466,615 17,840 100,569 1 ,585,024 1 ,429,945 295,315 137,313 1 ,862,573 139,208 3,896,817 569 4,036,594 12,968,946 PROJECTED REVENUE 2003-04 20,000 750,000 2,555,000 3,325,000 60,000 650,000 10,000 720,000 30,000 890,000 920,000 2,500 955,500 0 958,000 1,675,000 11,000 100,000 1,786,000 1 ,467,000 208,000 0 1,675,000 115,000 3,801,500 563,000 4,479,500 13,863,500 ESTIMATED REVENUE 2004-05 20,000 2,000,000 0 2,020,000 40,000 1,200,000 0 1,240,000 30,000 875,700 905,700 0 0 0 0 1 ,699,076 10,000 0 1,709,076 1 ,580,91 1 200,000 0 1,780,911 100,000 4,144,400 0 4,244,400 11,900,087 AS% OF FY 03-04 PROJECTED 0.0% 166.7% -100.0% -39.3% -33.3% 84.6% -100.0% 72.2% 0.0% -1.6% -1.6% -100.0% -100.0% 0.0% -100.0% 1.4% -9.1% -100.0% -107.7% 7.8% -3.9% 0.0% 6.3% -13.0% 9.0% -100.0% -5.3% -14.2% DIFFERENCE 2003-04 TO 2004-05 0 1,250,000 (2,555,000) (1,305,000) (20,000) 550,000 (10,000) 520,000 0 -100.0% (14,300) (2,500) (955,500) 0 (958,000) 24,076 (1,000) (100,000) (76,924) 113,911 (8,000) 0 105,911 (15,000) 342,900 (563,000) (235,100) (1,963,413) B-23 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE | REDEVELOPMENT FUNDS VILLAGE OPERATIONS / DEBT SERVICE RENTAL INCOME TAX INCREMENT INTEREST OTHER TOTAL VILLAGE LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL SCCRA OPERATIONS / DEBT SERVICE TAX INCREMENT INTEREST TOTAL SCCRA LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL TOTAL REDEVELOPMENT FUNDS ACTUAL REVENUE 2002-03 J 14,388 1,594,511 61,462 273,906 1,944,267 398,628 133,502 532,130 130,955 19,476 150,431 43,652 6,847 43,652 2,670.480 PROJECTED REVENUE 2003-04 45,755 1,692,000 56,600 3,623 1,797,978 444,000 93,000 537,000 712,273 23,000 735,273 237,424 5,500 242,924 3,313,175 ESTIMATED REVENUE 2004-05 83,055 1,776,000 73,000 4,000 1,936,055 466,000 60,000 526,000 911,497 25,000 936,497 303,833 7,000 310,833 3,709,385 AS% OF FY 03-04 PROJECTED 81.5% 5.0% 29.0% 10.4% 7.7% 5.0% -35.5% -2.1% 28.0% 8.7% 27.4% 28.0% 27.3% 28.0% 12.0% DIFFERENCE 2003-04 TO 2004-05 37,300 84,000 16,400 377 138,077 22,000 (33,000) (11,000) 199,224 2,000 201,224 66,409 1,500 67,909 396,210 TOTAL OPERATING $149,298,988 $153,093,427 $154,191,314 0.7%1.097,887 B-24 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE DEPARTMENT GENERAL FUND POLICY AND LEADERSHIP GROUP CITY COUNCIL CITY MANAGER COMMUNICATIONS CITY CLERK CITY ATTORNEY CITY TREASURER TOTAL POLICY/LEADERSHIP GROUP ADMINISTRATIVE SERVICES ADMINISTRATION FINANCE HUMAN RESOURCES RECORDS MANAGEMENT (2) TOTAL ADMINISTRATIVE SERVICES PUBLIC SAFETY POLICE FIRE TOTAL PUBLIC SAFETY COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN GEOGRAPHIC INFORMATION ECONOMIC DEVELOPMENT PLANNING BUILDING TOTAL COMMUNITY DEVELOPMENT COMMUNITY SERVICES LIBRARY CULTURAL ARTS PROGRAM RECREATION TRAILS MAINTENANCE SENIOR PROGRAMS TOTAL COMMUNITY SERVICES 2001-02 ACTUALS J 272,275 1,080,772 246,248 280,226 939,657 114,341 2,933,519 386,758 2,157,099 1,461,503 0 4,005,360 14,957,749 10,293,823 25,251 ,572 329,304 273,199 226,252 2,813,766 1,766,613 5,409,134 6,938,523 554,206 3,994,199 0 401,419 1 1 ,888,347 2002-03 ACTUALS 273,21 1 1,023,959 472,185 290,790 880,954 138,606 3,079,705 561,949 2,434,191 1,336,418 0 4,332,558 15,994,680 11,046,901 27,041 ,581 512,251 260,266 177,090 2,989,683 1 ,658,872 5,598,162 7,454,751 664,406 4,256,322 739 558,141 12,934,359 2003-04 ESTIMATED EXPENDITURES (1) 265,809 1,192,248 635,888 285,400 950,530 147,339 3,477,214 563,763 2,449,541 1,598,802 0 4,612,106 17,515,613 11,924,210 29,439,823 469,716 291 ,079 182,228 3,383,521 1 ,660,987 5,987,531 8,256,927 668,810 4,535,969 46,185 511,572 14,019,463 2003-04 ADOPTED BUDGET 305,953 1,162,763 780,71 1 309,137 971,382 168,950 3,698,896 710,648 2,601,498 2,028,938 0 5,341,084 17,646,410 11,595,742 29,242,152==^=^^= 636,600 31 1 ,772 183,735 3,230,939 1,809,656 6,172,702 8,162,232 711,739 4,61 1 ,663 69,925 697,114 14,252,673 2004-05 ADOPTED BUDGET 332,403 1 ,228,707 810,970 124,215 1,010,674 161,684 3,668,653 610,743 2,599,435 1 ,983,055 792,656 5,985,889 19,840,247 13,258,073 33,098,320 528,556 296,850 185,073 3,415,121 1,906,938 6,332,538 8,343,338 691,099 4,934,953 76,269 786,817 14,832,476 %INCR (DEC) 03-04 BUD TO 04-05 BUD 8.6% 5.7% 3.9% -59.8% 4.0% -4.3% -0.8% -14.1% -0.1% -2.3% 12.1% 12.4% 14.3% 13.2% -17.0% -4.8% 0.7% 5.7% 5.4% 2.6% 2.2% -2.9% 7.0% 9.1% 12.9% 4.1% B-25 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE DEPARTMENT PUBLIC WORKS PUBLIC WORKS ADMIN ENGINEERING FACILITIES MAINTENANCE PARK MAINTENANCE STREET MAINTENANCE TRAFFIC SIGNAL MAINT TOTAL PUBLIC WORKS NON-DEPARTMENTAL COMMUNITY PROMOTION COMMUNITY CONTRIBUTIONS BEACH PARKING HIRING CENTER HOSP GROVE PAYMENT PROPERTY TAX ADMIN FEE DUES & SUBSCRIPTIONS ASSESSMENT SERVICES INFRASTRUCTURE REPLACE TRANS MANAGEMENT INCENTIVE PAY LEGAL SERVICES GOLF COURSE TRANSFER TRANSFER TO CIP TRANS TO STORM WATER PGM MISC/ TRANSFERS OUT TOTAL NON-DEPARTMENTAL SUBTOTAL GENERAL FUND CONTINGENCIES TOTAL GENERAL FUND 2001-02 ACTUALS 492,064 4,312,623 2,145,904 2,692,390 2,272,808 584,348 12,500,137 308,798 65,235 0 83,400 800,000 285,775 46,386 13,923 3,000,000 0 0 0 1,500,000 1,873,190 18,723 7,995,430 69,983,499 0 69,983,499 2002-03 ACTUALS 757,423 5,652,977 2,343,468 3,127,449 2,331,712 502,210 14,715,239 406,220 21,840 0 83,475 800,000 326,069 48,379 15,121 3,500,000 0 109,900 600,000 35,000,000 0 349,361 41,260,365 108,961,969 0 108,961,969 2003-04 ESTIMATED EXPENDITURES (1) 722,308 5,983,777 2,625,742 3,130,574 2,540,385 737,087 15,739,873 468,135 102,000 0 82,506 800,000 332,000 72,150 35,400 3,605,000 0 250,000 0 0 0 563,000 6,310,191 79,586,201 0 79,586,201 2003-04 ADOPTED BUDGET 800,032 5,210,161 2,803,465 3,532,676 2,611,249 776,198 15,733,781 509,100 0 36,000 85,849 800,000 332,000 72,150 35,400 3,605,000 575,000 250,000 0 0 1,263,800 563,000 8,127,299 82,568,587 2,300,000 84,868,587 ™'" g 2004-05 ADOPTED BUDGET 869,734 6,262,145 2,987,015 3,557,094 2,496,233 720,991 16,893,212 509,100 0 36,000 85,000 800,000 355,000 72,900 35,400 3,830,000 580,000 250,000 0 800,000 0 0 7,353,400 88,164,488 2,300,000 90,464,488 %INCR (DEC) 03-04 BUD TO 04-05 BUD 8.7% 20.2% 6.5% 0.7% -4.4% -7.1% 7.4% 0.0% - 0.0% -1.0% 0.0% 6.9% 1.0% 0.0% 6.2% 0.9% 0.0% - - -100.0% -100.0% -9.5% 6.8% 0.0% 6.6% B-26 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE DEPARTMENT SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE COPS FUND POLICE GRANTS HOUSING SECTION 8 HOUSING TRUST LIBRARY ENDOWMENT FUND LIBRARY GIFTS/BEQUESTS LIBRARY STATE GRANTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT LLD#2 ARTS SPECIAL EVENTS SENIOR NUTRITION (3) SENIOR DONATIONS CDBG ENTITLEMENT COMMUNITY ACTIVITY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS ARTS GEN/GALLERY DONATIONS RECREATION DONATIONS TOTAL SPECIAL REVENUE FUNDS ENTERPRISE FUNDS WATER OPERATIONS RECYCLED WATER OPERATIONS SANITATION OPERATIONS SOLID WASTE MANAGEMENT (4) GOLF COURSE TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE LIABILITY SELF-INSURANCE HEALTH INSURANCE RECORDS MANAGEMENT (2) VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL INTERNAL SERVICE FUNDS 2001-02 ACTUALS 5,724 286,734 180,975 3,867,573 185,874 9,875 30,537 0 642,800 533,901 882,780 25,809 0 19,087 207,044 35,557 477,163 57,714 34,144 15 58,120 6,735 7,548,161 18,892,192 1,476,399 6,498,962 983,111 168,967 28,019,631 1,093,092 1,373,974 2,464,031 969,761 1,640,651 1,179,122 3,631,939 12,352,570 2002-03 ACTUALS 78,210 180,152 190,410 5,019,097 207,488 11,850 80,326 56,248 674,596 536,782 934,503 88,418 0 60,109 0 25,425 805,721 95,355 5,174 0 19,563 16,969 9,086,396 19,038,158 1,552,164 6,248,394 2,511,923 93,341 29,443,980 2,124,381 1,331,903 2,674,714 905,870 1,644,950 1,140,044 4,082,886 13,904,748 2003-04 ESTIMATED EXPENDITURES (1) 230,000 230,000 130,000 5,873,505 248,774 12,000 115,000 0 644,815 461,100 1,002,093 70,600 16,000 50,000 0 20,000 765,461 50,000 20,000 0 1,000 10,000 9,950,348 20,827,346 2,038,893 7,732,819 1,311,085 233,510 32,143,653 2,596,429 1,495,051 1,521,636 958,945 1,816,783 828,000 5,475,520 14,692,364 2003-04 ADOPTED BUDGET 403,900 182,915 30,000 5,549,702 256,340 6,000 67,620 0 697,979 504,841 1,165,034 1,629 0 36,103 0 0 654,408 60,000 20,000 2,000 13,500 0 9,651,971 20,874,869 1,913,117 8,029,909 1,521,511 300,000 32,639,406 1,327,605 1,505,019 1,521,636 1,126,466 1,889,420 873,000 5,461,325 13,704,471 TT1-TJI.-J---LL.- ' " 2004-05 ADOPTED BUDGET 57,000 233,710 0 6,042,631 256,983 12,000 0 0 742,682 701,469 985,400 171,800 28,205 45,596 0 0 688,111 50,000 15,000 3,400 14,000 8,700 10,056,687 20,945,004 1,730,385 6,859,054 1,784,312 230,000 31,548,755 2,223,498 1,494,712 1,013,268 0 1,889,696 1,808,000 5,010,367 13,439,541 %INCR (DEC) 03-04 BUD TO 04-05 BUD -85.9% 27.8% -100.0% 8.9% 0.3% 100.0% -100.0% - 6.4% 38.9% -15.4% 10446.3% - 26.3% 0.0% - 5.2% -16.7% -25.0% 70.0% 3.7% - 4.2% 0.3% -9.6% -14.6% 17.3% -23.3% -3.3% 67.5% -0.7% -33.4% -100.0% 0.0% 107.1% -8.3% -1.9% B-27 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE DEPARTMENT REDEVELOPMENT VILLAGE OPERATIONS / DEBT SVC VILLAGE LOW/MOD INCOME HSNG SCCRA OPERATIONS / DEBT SVC SCCRA LOW/MOD INCOME HSNG TOTAL REDEVELOPMENT 2001-02 ACTUALS 2,102,507 45,170 63,072 19,345 - 2,230,094 2002-03 ACTUALS 2,286,765 107,646 168,527 16,496 2,579,434 2003-04 ESTIMATED EXPENDITURES (1) 1,546,043 51,300 347,964 24,000 1,969,307 %INCR (DEC) 2003-04 ADOPTED BUDGET 1,563,217 98,948 183,528 38,117 1,883,810 2004-05 ADOPTED BUDGET 1,530,922 117,005 435,526 54,293 2,137,746 03-04 BUD TO 04-05 BUD -2.1% 18.2% 137.3% 42.4% 13.5% TOTAL OPERATING FUNDS 120,133,955 163,976,527 138,341,873 142,748,245 147,647,217 3.4% (1) Estimated expenditures may exceed Adopted budget since they Include prior year budget carryforwards. (2) Records Management Internal Service fund was dissolved and the program costs were split between the General fund and the Information Technology Internal Service fund in FY05. (3) Senior Nutrition Grant was moved to the General fund in FY03. (4) Storm Water Protection Program was merged into the Solid Waste Management Enterprise fund during FY04. B-28 FVC^^iPii »•»••• (•••MM~ PROGRAM: FUND: PROGRAM GROUP: POLICY AND LEADERSHIP GROUP VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1 ,722,364 1,175,315 35,840 2002-03 ACTUAL 1,848,258 1,230,103 1,347 2003-04 BUDGET 2,254,312 1 ,444,584 0 2004-05 BUDGET 2,358,475 1,310,178 0 2,933,51 9| 3,079,708| 3,698,896| 3,668,653 14,75 0,50 17.50 0.50 17.50 0.00 17.50 0.00 Communications 22% City Treasurer 4% City Attorney 28% City Council City Clerk 3% City Manager 34% B-29 PROGRAM: FUND: PROGRAM GROUP: CITY COUNCIL GENERAL CITY COUNCIL ACCT NO. 0010110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 181,710 90,564 0 272,274 1,00 0.00 2002-03 ACTUAL 198,065 75,146 0 273,21 1 1.00 0.00 2003-04 BUDGET 185,710 120,243 0 305,953 1.00 0.00 2004-05 BUDGET 238,406 93,997 0 332,403 1.00 0.00 PROGRAM GROUP DESCRIPTION: As the legislative body of the City, the City Council establishes the policies and regulatory ordinances under which the City operates. The City Council has defined goals and objectives to guide the allocation of City resources to meet the needs of the community through the policy development process. PROGRAM ACTIVITIES: Meeting Attendance • Prepare for and attend City Council meetings, as well as various regional committee and community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence. KEY GOALS FOR 2004-2005: Top-Quality Services • Be a city that provides exceptional services on a daily basis. Transportation/Circulation • Provide and support a safe and efficient transportation system that moves people, services, and goods throughout Carlsbad. Balanced Community Development • Be a city that connects community, place, and spirit, through balanced and economically sustainable land uses. Parks/Open Space/Trails • Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Water • Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. Environmental Management • Be an environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost-effective and efficient use of energy, including alternative energy sources. Financial Health • Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively. Communication • Ensure that community members, Council, and staff are well informed, continuing to be a more responsive government, and a high level of citizen confidence in its government. B-30 PROGRAM: CITY COUNCIL PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 KEY GOALS FOR 2003-04 (continued) Learning. Culture & Arts • Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Citizen Connection • Be a city that embraces community connectivity through the effective use of technological and interpersonal mediums. SIGNIFICANT CHANGES: None. B-31 PROGRAM: FUND: PROGRAM GROUP: CITY CLERK GENERAL CITY CLERK ACCT NO. 0010210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1 1 ,364 268,862 0 280,226 0.00 0.00 2002-03 ACTUAL 12,159 278,632 0 290,791 0,00 0.00 2003-04 BUDGET 13,218 295,919 0 309,137 0.00 0.00 2004-05 BUDGET 13,317 110,898 0 124,215 0.00 • '"' :0.00 PROGRAM GROUP DESCRIPTION: The City Clerk is the City's Elections Official, Legislative Administrator, and Records Manager. As Elections Official, the City Clerk administers State and local procedures through which local government representatives are selected. The Clerk assists candidates in meeting their legal responsibilities before, during, and after an election. As a Legislative Administrator, the City Clerk assists in the decision-making process of the local legislature. The Clerk prepares the legislative agenda, verifies that legal notices have been posted and published, and completes necessary arrangements so that the City Council may conduct an effective meeting. As Records Manager, the City Clerk oversees the preservation and protection of the public record. By statute, the Clerk is required to maintain and index the Minutes, Ordinances, and Resolutions adopted by the legislative body. The Clerk also ensures that records are readily available for the public. The City Clerk is an elected position. KEY ACHIEVEMENTS FOR 2003-04: The City Clerk expanded customer service efforts by: • Responding to Clerk Internet mailbox inquiries immediately throughout the day. • Providing Council agendas, minutes, resolutions, and ordinances for the public via the Internet DocPub system allowing citizens to access information instantaneously. • Saving the citizens and staff time by using digitized equipment for council meetings. We are able to send the entire specific subject in audio format to the citizens without their needing to leave home or office. SIGNIFICANT CHANGES: None. B-32 PROGRAM: FUND: PROGRAM GROUP: CASH MANAGEMENT GENERAL CITY TREASURER ACCT NO. 0010310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 68,266 46,075 0 114,341 0.75 0.00 2002-03 ACTUAL 73,642 64,964 0 138,606 0.75 0.00 2003-04 BUDGET 77,040 91,910 0 168,950 0.75 0.00 2004-05 BUDGET 90,118 71,566 0 161,684 0.75 0.00 MISSION STATEMENT: The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad and all of its agencies including, among others, the Carlsbad Municipal Water District and the Carlsbad Redevelopment Agency. PROGRAM ACTIVITIES: Cash Management • Develop projections of cash receipts and cash expenditures from various City and external sources. • Maintain records of cash receipts and cash disbursements into the Treasury. • Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that all checks paid by the bank were valid City checks. • Transfer cash daily into or out of the general checking account to ensure that appropriate balances are maintained for the anticipated activity of the next day. • Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by proper documentation. • Develop contracts for cost-effective banking, both retail and custody services. • Arrange for lines of credit and short-term loans as needed. • Develop, maintain, and ensure compliance with all Treasury internal controls. Investment Management • Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the Investment Policy any changes in the City's financial requirements that affect investments. Ensure compliance with the California Government Code. • Develop and maintain a pool of investments for the City and its agencies. • Research daily the financial markets and the financial forecasts. • Determine daily the type of investments that should be made, considering the current cash position and financial markets. Determine the dollar amount of the investment and the desired maturity date. • Solicit telephone bids from approved financial institutions/brokers for available investments. • Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made. • Maintain record for all investments and investment income. • Reconcile the custodian's monthly report of investments held with Treasury records. • Arrange for collateral contracts as required. B-33 PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310 PROGRAM ACTIVITIES (continued): Reporting and Oversight • Develop and present to the City Council monthly reports of investment activities. • In a timely manner, disclose to the City Council any information that could potentially threaten the safety and liquidity of the investment pool. • Develop and present to the City Council annual reports summarizing and analyzing the financial markets and the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal years to provide perspective. • Develop investment data for the City's Comprehensive Annual Financial Report. • Develop investment data for the City's annual financial audit conducted by an independent auditor. • Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter, or more frequently as needed. WORKLOAD STATISTICS: (Est) FY2001 FY2002 FY2003 FY2004 • Portfolio Balance (millions of $) 367 389 431 450 • Number of Investments in Portfolio 1,734 1,455 1,298 1,227 • Investment Activity -Transactions per month 266 280 286 225 -Average Buy (millions) $2.80 $3.00 $3.51 $3.56 • Number of Checks Cleared 14,010 14,648 14,925 15,081 KEY GOALS FOR 2004-05: Finance • Anticipate and meet the changing investment needs of the City in order to optimize investment returns, consistent with maintaining safety of principal, and ensuring sufficient liquidity. Learning • Offer speaking engagements on City cash management and investments. • Further develop the Treasury page of the City's web site, informing the community of the mission of the Office of the Treasury, the City's Investment Policy, and investment activities. Use the web site as a forum to receive and respond to community comments and questions. SIGNIFICANT CHANGES: None. B-34 PROGRAM: FUND: PROGRAM GROUP: CITY MANAGER GENERAL CITY MANAGER ACCT NO. 0011010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 730,198 342,780 7,795 1 ,080,773 6.00 0.00 2002-03 ACTUAL 766,452 257,507 0 1,023,959 6.00 0.00 2003-04 BUDGET 808,713 354,050 0 1,162,763 6.00 0.00 2004-05 BUDGET 829,607 399,100 0 1 ,228,707 6.00 0.00 PROGRAM GROUP DESCRIPTION: The City Manager's Office houses the general administrative function of the City. The department's budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services Major Service Area), and the related support staff. The City Manager is generally responsible for the achievement of the organization's goals that support the City Council's strategic goals. PROGRAM ACTIVITIES: Financial • Promote sound financial practices and a balanced revenue expenditure basis. Administration • Provide timely and reasonable responses to citizens and customers. Policy Development • Assist the City Council in policy development. PERFORMANCE MEASURES: The City Manager's Office is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2004-2005: Top-Quality Services • Be a city that provides exceptional services on a daily basis. Transportation/Circulation • Provide and support a safe and efficient transportation system that moves people, services, and goods through Carlsbad. Balanced Community Development • Be a city that connects community, place, and spirit, through balanced and economically sustainable land uses. Parks/Open Space/Trails • Acquire, develop, and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Water • Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. B-35 PROGRAM: CITY MANAGER PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 KEY GOALS FOR 2004-05 (continued) Environmental Management • Be an environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost-effective and efficient use of energy, including alternative energy sources. Financial Health • Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively. Communication • Ensure that community members; Council, and staff are well informed, continuing to be a more responsive government, and a high level of citizen confidence in its government. Learning, Culture & Arts • Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Citizen Connection • Be a city that embraces community connectivity through the effective use of technological and interpersonal mediums. SIGNIFICANT CHANGES: None. B-36 PROGRAM: FUND: PROGRAM GROUP: COMMUNICATION GENERAL COMMUNICATION ACCT NO. 0011012 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 235,737 10,511 246,248 1.00 0.00 2002-03 ACTUAL 54,597 417,104 485 472,186 2.75 0.00 2003-04 BUDGET 412,941 367,770 0 780,71 1 2.75 0.00 2004-05 BUDGET 304,140 506,830 0 810,970 2.75 0.00 PROGRAM GROUP DESCRIPTION: The Communications Program is responsible for helping coordinate the dissemination of information regarding various City programs. In addition to a Communications Manager, this program includes a Community Volunteer Coordinator that empowers citizens to connect with volunteer opportunities. PROGRAM ACTIVITIES: Customer Service • Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and opportunities available throughout the City. KEY GOALS FOR 2004-05: Top-Quality Services • Provide the citizens and customers with information regarding City programs and opportunities. • Continuously update citizens and customers on the progress of City programs and policies. Communication • Create a comprehensive approach to Citywide communications. Assist in implementing the City Council's Communication Strategic Goal. SIGNIFICANT CHANGES: • FY04 budget included approximately $150K for temporary help, which will not be used. There is no temporary help budgeted for FY05. B-37 PROGRAM: FUND: PROGRAM GROUP: CITY ATTORNEY GENERAL CITY ATTORNEY ACCTNO. 0011210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 730,826 191,297 17,534 939,657 6.00 0.50 2002-03 ACTUAL 743,343 136,750 862 880,955 7.00 0.50 2003-04 BUDGET 756,690 214,692 0 2004-05 BUDGET 882,887 127,787 0 971,382| 1,010,674 7.00 0.00 7.00 0.00 PROGRAM GROUP DESCRIPTION: Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals to: • Be a City that connects community, place and spirit, through balanced and economically sustainable lands uses. • Ensure that community members; council and staff are well informed, continuing to be a more responsive government and a high level of citizen confidence in its government. • Be a City that embraces community connectivity through the effective use of technological and interpersonal mediums. • Be an environmentally sensitive community by focusing on conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. • Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively. • Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. • Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. • Be a City that provides exceptional services on a daily basis. • Provide and support a safe and efficient transportation system that moves people, services and goods throughout Carlsbad. • Ensure in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. PROGRAM ACTIVITIES: The City Attorney's Office provides legal advice and representation to the City Council, Housing and Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager, Boards and Commissions, and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration, and enforcement of laws and regulations, and City programs. Drafts and reviews all resolutions, ordinances, contracts, bonds, and other legal documents. KEY GOALS FOR 2004-05: Top-Quality Services • To provide quality and timely legal advice to all elected and appointed City officials and all major service areas, assisting them in making sound legal decisions to carry out the goals of the City Council. SIGNIFICANT CHANGES: None. B-38 B« ,*»1C'^;I • -.?'" • .-. ,,'i '*, i- '"*! *•>(!»»'!*WK %>. ,-«—^•••H«^^SBiMMMf mmmm%m '7 •••!•tafli mm i ,'? t PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATIVE SERVICES VARIOUS ADMINISTRATIVE SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 4,670,296 9,146,049 116,369 2002-03 ACTUAL 5,034,597 10,298,576 534,346 2003-04 BUDGET 5,510,100 9,826,784 1 ,421 ,552 13,932,714) 15,867,519| 16,758,436 64.00 2.50 66.00 3.75 66.00 3.75 2004-05 BUDGET 6,075,310 9,165,622 1 ,029,602 16,270,534 66.00 3.25 Records Management Admjn_ Information Technology 31% O /O Health Insurance 6% Risk Management 9% Finance 19% Worker's Comp. 14% Human Resources 12% B-39 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL ADMINISTRATIVE SERVICES ACCTNO. 0011110-12 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 223,433 163,326 0 386,759 2.00 0,00 2002-03 ACTUAL 234,091 327,859 0 561 ,950 2.00 0,00 2003-04 BUDGET 249,396 461,252 0 710,648 2.00 0.00 2004-05 BUDGET 268,180 342,563 0 610,743 2.00 0.00 PROGRAM GROUP DESCRIPTION: The Administrative Services Director provides leadership and coordination for the Administrative Services departments that form the support structures for the City of Carlsbad. This budget includes the cost for the Administrative Services Director and related support staff, special projects supporting organizational development, and certain special purpose programs and studies. Additionally, funding for the Strategic Change Team, a diverse group of City employees that works with the City's Leadership Team on ways to improve the organization, falls in this area. The Administrative Services departments include Finance, Human Resources, Information Technology, Records Management, and Risk Management. These departments share a common goal of providing top-quality services to an assorted range of internal and external customers. The goals of these departments focus on the creation of systems and structures that support the top-quality service, fiscally responsible management of our resources, employee development and learning, streamlining processes and procedures, and construction of the infrastructure that serves the citizens of Carlsbad. More information on the goals, achievements, workload statistics, and programs within each Administrative Services department can be found on the following budget summary pages. KEY GOALS FOR 2004-05: • The Administrative Services Director is responsible for assisting each department in the accomplishment of its goals. The Director's primary role is to remove roadblocks, coordinate department efforts, deal with competing priorities, assist with resource allocation, and provide leadership and support for Administrative Services staff. • The Director is responsible for furthering leadership and employee development, workplace improvement, and communications through implementation and support of a number of programs designed to strengthen leadership skills, enhance employee knowledge, skills and abilities, and enhance the culture of the organization. • As a member of project teams, the Director is responsible for the creation of financing programs that support the City's capital improvement efforts, including major road projects, water projects, parks, open space, and trails. • As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top leadership of the City. With the other members of the Leadership Team, the Director is responsible for the creation of an organization that can carry out the City Council's policy direction. • The Director is the team leader for the City's cross-functional Desalination team. Working closely with the City Manager and City Council, the team is responsible for negotiations with both public and private parties proposing the development of a seawater desalination plant in Carlsbad to assure that the interests of the local community are properly addressed. SIGNIFICANT CHANGES: None. B-40 PROGRAM: FUND: PROGRAM GROUP: FINANCE GENERAL/ENTERPRISE FINANCE ACCTNO. 0011310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS -. ?'' HOURLY/FTE POSITIONS GENERAL FUND WATER ENTERPRISE SEWER ENTERPRISE TOTAL FUNDING 2001-02 ACTUAL 1,701,645 837,860 12,144 2,551,649 27.00 1.50 2,157,099 236,730 157,820 2,551,649 2002-03 ACTUAL 1,806,241 1,042,290 862 2,849,393 28§Q -*" - - • ,?:£50 2,434,193 242,700 172,500 2,849,393 2003-04 BUDGET 2,085,896 990,902 0 3,076,798 28:00 ''-" 2.50 2,601,498 332,700 142,600 3,076,798 2004-05 BUDGET 2,296,241 769,494 76,500 3,142,235 '«y!-28;QO IT as * -.;,£-,-- ' <• :-,-,; - • • 2.50 2,599,435 380,000 162,800 3,142,235 MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by maintaining individual and departmental credibility; working together as a team while respecting each other's differences; and consistently striving to go above and beyond expectations. PROGRAM ACTIVITIES: Long-Ranqe Financial Planning and Budget Management • Prepare ten-year operating forecasts to facilitate decision-making for the City Council and City departments. • Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in alignment with the City Council's goals. • Prepare annual cost allocation plan and perform bi-annual review of all City fees and present recommendations for changes to the City Council. General Accounting and Reporting • Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts. • Prepare checks for City employees and for service and commodity suppliers. • Prepare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions. • Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. • Provide the City Council and City management with timely monthly financial reports. • Monitor City debt issues to ensure timely payment and identify refinancing opportunities. • Perform in-house internal control reviews as needed. Assessment District/Community Facilities District (CFD) Administration • Assist in evaluation and formation of new districts. • Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information. • Provide administration of CFDs and assessment districts as required by formation documents and State law. Purchasing • Issue and manage formal bid and quotation processes. • Track and renew annual commodity and service contracts. Develop and administer joint agency contracts. • Assist City departments in the creation and administration of contracts. Receiving, Messenger, and Mail Services • Act as shipping and receiving for the Faraday Administration Center. • Direct disposal of surplus and lost/unclaimed property. • Collect outgoing City mail and apply postage. Sort and distribute all incoming City mail. B-41 PROGRAM: FUND: PROGRAM GROUP: FINANCE GENERAL/ENTERPRISE FINANCE PAGE TWO ACCTNO. 0011310 WORKLOAD AND PERFORMANCE INDICATORS: • Average days to issue Monthly Report • Awards received for CAFR • Awards received for Annual Budget • Number of business licenses processed • Number of account payable checks processed • Number of manual/electronic payroll checks issued • Outstanding debt issues administered • Number of purchase orders issued • Dollar amount of purchase orders issued • Pieces of mail processed FY2001 16 CSMFO/GFOA CSMFO Excellence: Operating/Capital 6,300 17,271 10,012/14,407 $77 million 1,626 $48.2 million 157,482 FY2002 13 GFOA GFOA Distinguished Budget Presentation 7,199 14,962 9,863/15,141 $71 million 1,529 $46.6 million 171,258 FY2003 12 Not Available GFOA Distinguished Budget Presentation 7,584 15,141 9,169/16,243 $65 million 1674 $60.9 million 161,928 KEY ACHIEVEMENTS FOR 2003-04: • Enhanced service to City employees by improving access to salary and benefit information and streamlining the payroll process. • Assist in creating financing plans that will allow for the development of key road segments throughout the City. • Developed a balanced budget plan for the next five years to ensure the continued financial health of the City. As part of the plan, investigated various options for reducing City costs as well as enhancing the revenues. • Redesigned purchasing systems and structures to support the accomplishment of the City's mission while ensuring that the City is receiving best value on all of its purchases of goods and services. • Began an internal audit program to ensure the integrity of the City's accounting system and the protection of the City's assets. KEY GOALS FOR 2004-05: Top-Quality Services • Improve the service to citizen's and employees by implementing a customer service center for the department. • Enhance the ability of the City's staff to track budget and cost data by individual projects and programs. Parks, Open Space, Trails • Provide financing for the City's proposed 18-hole golf course. Financial Health • Ensure continued financial health of the City by updating the financing plans for the City's circulation system. • Determine the amounts needed for replacement of the City's infrastructure and equipment and establish policies for the use of those funds. • Establish purchasing systems and structures that support the accomplishment of the City's mission while ensuring that the City is receiving best value on all of its purchases of goods and services. • Ensure all amounts due to the City are collected through uniform billing and collecting policies and procedures. SIGNIFICANT CHANGES: None. B-42 PROGRAM: FUND: PROGRAM GROUP: HUMAN RESOURCES GENERAL HUMAN RESOURCES ACCTNO. 0011510 THRU 0011550 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 659,673 794,299 7,532 2002-03 ACTUAL 732,456 600,812 3,151 2003-04 BUDGET 772,825 1,256,113 0 2004-05 BUDGET 863,185 1,119,870 0 1,461,504| 1,336,419) 2,028,938| 1,983,055 9,00 0,50 9.00 0.75 <9.00 0.75 9.00 0.75 MISSION STATEMENT: People are our priority...We take care of the people who take care of Carlsbad. PROGRAM ACTIVITIES: Recruitment, Selection, Staffing • Proactive planning and scheduling recruitments for multiple vacancies anticipated in FY 04-05 • Assist departments in job design/redesign efforts to make job classifications more flexible • Update job classifications • Implement improved employee selection processes • Develop competency-based selection tools Employee Development • Continue to provide job-centered training and employee development opportunities for employees. Focus in the areas of effective supervision, leadership, and career advancement. • Provide opportunities to practice newly acquired skills on the job (cross-training, job rotation, job shadowing, mentorship's, internships, etc.). • Measure and distribute information on the City's employee development efforts • Participate on Citywide team for a City training facility. Human Resources Revenue Generation • Develop relationships with educational institutions in the area and develop employee development partnerships with other agencies. • Open up our employee development classes to "paying customers" from other governmental agencies and/or to companies in the surrounding area if classes are not full. Performance Management and Compensation • Audit the Performance Management and Compensation System for management employees to ensure salaries are competitive in the San Diego survey market and rewards are equitably delivered. Improve Employee Relations and Employee Alignment with the Organization's Goals • Continue to serve on citywide customer service committee. • Continue to improve internal Human Resources systems and processes. • Provide cross training to Human Resources staff. • Improve communications about retirement options. • Continue quarterly labor/management forum. • Continue to update sections of the Personnel Rules to provide consistency with other internal documents. B-43 PROGRAM: FUND: PROGRAM GROUP: HUMAN RESOURCES GENERAL HUMAN RESOURCES PAGE TWO ACCTNO. 0011510 THRU 0011550 Five Year Recruitment Trend "g -ion - - - - - (A"> iong 1UU g 80 8 60 * 40 - 1 20 ... n 9£ . „_ ^ ^ 23 17 64 : 52 56 --"*.-' — 41 67 ^"" - - ...umm , 20 45 -2000 2000-01 2001-02 2002-03 2003-04 Fiscal Year D New Hires D Promotions/Transfers WORKLOAD STATISTICS: Measures for Classification/ FY 03-04* Compensation Review Number of classification descriptions/ positions reviewed, revised or created 22 Measures for Recruitment Number of applicants processed 3122 Number of recruitments processed 49 Number of eligibles on employment list 371 Number of new hires 45 Number of promotions/transfers 20 * Average recruitment cycle time: 41 working days. (For period between: 07/01/03 and 06/30/04.) KEY ACHIEVEMENTS FOR 2003-04: • Implemented marketing and information efforts to ensure participation in the City Employee Development program, eg - video for orientation, intranet page, employee development report card. • Enhanced Human Resources Intranet page with added forms and links. • Enhanced recruitment and selection process by utilizing 6 new employee selection methods. • Developed targeted police recruitment that resulted in an increased number of qualified Police Officer candidates. • Conducted a Human Resources Customer Service Survey with SBRI. • Created "Benefits 101 Informational Sessions" to help employees understand their benefits. These sessions will be a regular part of the Employee Development curriculum. • Created and distributed City of Carlsbad Benefits Brochure. • Created Supervisor's Guide to Human Resources Services and Systems. This guide contains links to all of the HR forms, policies, salary schedules, job descriptions and MOU's. • Developed and distributed on-line HR/payroll reports for use by supervisors and administrative staff. • Implemented amendment to CalPERS miscellaneous contract, including employee election. • Consolidated 457 deferred compensation plans - resulted in a substantial decrease in the administrative fees • Implemented Paid Family Leave benefit for CCEA-represented employees. • Implemented new HIPAA Privacy regulations Developed and delivered Workers' Compensation training for Police and Fire employees. • Developed an employee beneficiaries database, generated reports and sent out the information to employees to confirm and/or update the information. KEY GOALS FOR 2004-05: Top-Quality Services • Develop competency-based selection tools to improve the quality of new hires. • Produce updated Personnel Rules and Municipal Code that comply with current practices and applicable law. • Participate on citywide communication team. • Participate on goal to increase volunteer opportunities. Learning • Vision for a comprehensive City training facility/facilities. • Research and implement preventative actions and cost mitigation processes for the City's Workers' Compensation Program. • Research leadership development resources and tools and implement a leadership development program with a pilot group of executives. • Participate on goal for improving the appearance and effectiveness of information delivery on the city's web site. • Partner with the Recreation Department to analyze and select alternative recruitment and training methods for acquisition and retention of aquatics personnel. SIGNIFICANT CHANGES: None.B-44 PROGRAM: FUND: PROGRAM GROUP: RECORDS MANAGEMENT GENERAL RECORDS MANAGEMENT ACCTNO. 0011610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 488,449 458,819 22,494 969,762 8.00 0,00 2002-03 ACTUAL 505,730 400,141 0 905,871 8,00 0,00 2003-04 BUDGET 530,918 584,048 11,500 1,126,466 8,00 ;< 0,00 2004-05 BUDGET 586,350 180,020 26,286 792,656 8.00 0,00 PROGRAM DESCRIPTION: The Records Management Department is responsible for developing and implementing Citywide records management and document management programs, and is tasked with maintaining City records in an identifiable and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. The Records Management Department also provides staff support for the City Clerk. PROGRAM ACTIVITIES: Records Management • Continue implementation of the Citywide Records Management Program and Document Management System (DMS). • Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical requirements for preserving and storing information. Administrative Support Activities • Provide staff support for City Clerk functions such as elections, the Public Records Act, noticing, processing documents for recordation, and updating the Municipal Code. • Assist the public and City staff by providing information such as minutes, agendas, ordinances, resolutions, deeds, and other critical documents. KEY ACHIEVEMENTS FOR 2003-04: • Development of DMS Policies, Standards, and Procedures, which outlines the requirements for legal and responsible management of electronically archived records. • Expansion of Records Management Program to additional departments. • Analysis of electronic business applications throughout the City, incorporating the electronic applications into the Records Management Program, and bringing one significant application into compliance. • Provided access to additional information through the Internet, such as Boards and Commissions minutes and agendas, and Engineering Geotechnical reports. KEY GOALS FOR 2004-05: Top Quality Services • Review existing information from City Attorney regarding requirements for both PRA (Public Records Act) and Subpoenas. • Create resource guide and training program for handling PRA and Subpoenas. • Educate key (hands-on) personnel in each department. • Provide resource information to organization via Intranet. • Analyze options for providing passport services, including cost/benefit analysis, projected income, etc. • Select recommended method and location for providing passport services (days, times, location). • Build passport services program: begin federal approval process, plan and obtain training for staff. • Implement passport acceptance program at one location. B-45 PROGRAM: RECORDS MANAGEMENT PAGE TWO FUND: GENERAL PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 0011610 KEY GOALS FOR 2004-05 (continued): • Evaluate current policies/procedures for creation, maintenance and retention of electronic files throughout the City. • Create revised policies/procedures, which include recommendations for maximum retention. • Revise Records Management Program (and other policies if necessary) to incorporate these procedures. SIGNIFICANT CHANGES: • Program has been transferred from an Internal Service fund to the General fund for FY 05 B-46 PROGRAM: FUND: PROGRAM GROUP: WORKERS' COMPENSATION SELF INSURANCE WORKERS' COMPENSATION ACCTNO. 6111520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 88,452 1,004,641 0 1,093,093 1.00 0.00 2002-03 ACTUAL 83,688 2,040,693 0 2,124,381 1.00 0.00 2003-04 BUDGET 92,901 1,234,704 0 1,327,605 : 1.00 0.00 2004-05 BUDGET 101,735 2,121,763 0 2,223,498 *; "1.00 0.00 MISSION STATEMENT: People are our priority...We promote the development, well-being, and success of employees and the organization. PROGRAM ACTIVITIES: Workers' Compensation Claims and Administration • This fund is utilized to provide payment for medical, indemnity, and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. PERFORMANCE MEASURE: • Average lost days per claim = 7.5 (for the period of 07/01/02 - 01/01/03). KEY GOALS FOR 2004-05: Top Quality Services • Continue to improve systems to accurately capture and track occupational disability leave, monitor lost days of work, share data with management, and make recommendations to reduce the number of days an employee is out of the workplace. • Research and implement preventative actions and cost mitigation processes for the City's Workers' Compensation Program. SIGNIFICANT CHANGES: • Due to changes in State law and overall increases in health care costs, the City has seen its worker's compensations claims increase significantly over the past two years. B-47 PROGRAM: FUND: PROGRAM GROUP: RISK MANAGEMENT GENERAL LIABILITY SELF-INSURANCE RISK MANAGEMENT ACCT NO. 6121930 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 154,818 1,219,156 0 1 ,373,974 2.00 0.50 2002-03 ACTUAL 163,565 1,168,339 0 1 ,331 ,904 2.00 0.50 2003-04 BUDGET 197,490 1,307,530 0 1 ,505,020 2.00 0.50 2004-05 BUDGET 188,933 1,305,779 0 1,494,712 2.00 0.00 PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program; manages the administration of property and general liability claims; works in conjunction with the City Attorney's Office and outside counsel to monitor, control, and resolve litigated matters; and provides training for various departments to minimize the risk of future losses. PROGRAM ACTIVITIES: Litigation Management • The fund is used for settlements, costs, and defense expenses incurred as the result of general liability claims against the City, and for related administration and insurance expenses. Risk Management works with the City Attorney's Office and outside counsel to monitor, control, and resolve litigated matters in the areas of property, casualty, and general liability. Insurance/Self-lnsurance • Directs the marketing, renewal, planning, and funding of the insured and self-funded portions of the program; administers the general liability self-insurance funds. Claims Management • Directs and administers the claims management program for property, casualty, and general liability by using a combination of in-house services and a contract claim administrator. Loss Prevention/Training • Provides recommendations and training for various City departments to minimize the risk of loss. KEY ACHIEVEMENTS FOR 2003-04: • Development of Homeland Security Assessment - Water Facilities. KEY GOALS FOR 2004-05: Top-Quality Services • Development of Workers Compensation cost reduction program. • Update of Insurance Requirements Policies. SIGNIFICANT CHANGES: None. B-48 PROGRAM: FUND: PROGRAM GROUP: HEALTH INSURANCE INTERNAL SERVICE HUMAN RESOURCES ACCTNO. 6131520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONe HOURLY/FTE POSITIONS 2001-02 ACTUAL 54,41 1 2,409,622 0 2,464,033 r,l 0,00 ' * 0.00 2002-03 ACTUAL 64,821 2,609,893 0 2,674,714 0,00 0.06 2003-04 BUDGET 81,343 1,440,293 0 1,521,636 0.00 0.00 2004-05 BUDGET 67,468 945,800 0 1,013,268 ? 0.00 --:- 0.00 MISSION STATEMENT: People are our priority...We promote the development, well-being, and success of employees and the organization. PROGRAM ACTIVITIES: This fund is used to pay dental, vision, and life insurance premiums for all employees. SIGNIFICANT CHANGES: Maintenance and Operations expenditures have decreased significantly due to CCEA represented employees changing over to PERS healthcare in FY04. Healthcare cost were paid from this account, now they are paid out of a payroll trust fund. B-49 PROGRAM: FUND: PROGRAM GROUP: INFORMATION TECHNOLOGY INTERNAL SERVICE INFORMATION TECHNOLOGY ACCTNO. 6401710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,299,415 2,258,326 74,199 i_ 3,631,940 15.00 0.00 2002-03 ACTUAL 1 ,444,005 2,108,549 530,333 4,082,887 16.00 0.00 2003-04 BUDGET 1,499,331 2,551,942 1,410,052 ,_ 5,461,325 16.00 0.00 2004-05 BUDGET 1,703,218 2,380,333 926,816 5,010,367 16.00 0.00 MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Computer Support Services • Ensure that all City computers remain operational with minimum downtime. • Guarantee availability and security of City network computer resources available to both staff and the public. • Provide support for all standard City applications. • Ensure that the City is receiving best value for technology goods and services provided by outside vendors. Telecommunication Support Services • Ensure that the City's telecommunication network and its associated equipment remain operational with minimum downtime. • Provide the necessary support for all telephone and data communication equipment. New Systems Support • Meet the information needs of the users and encourage the appropriate use of computers and communication technology to increase productivity and enhance communication. • Increase citizen access to City services through the use of technology. WORKLOAD STATISTICS: CY/2003 Total number of help tickets opened for the year 5,284 Average number of help tickets opened per month 440 Percentage of priority-one calls resolved within 60 minutes (benchmark) 84% Percentage of priority-two calls resolved within 2 hours (benchmark) 98% Percentage of users rating information technology services as good or 85% excellent Total visitors to the City of Carlsbad web site 1,180,020 Subscription Information Total current number of individual subscribers receiving email notifications from the City's Internet site 2,053 Email Information Number of emails that have gone out to Carlsbad recipients 168,705 Top 5 emailed updates: 1. City Council Meeting Agenda 37,819 2. Planning commission Meeting Agenda 22,182 3. Police Press Releases 12,508 4. Swim Complex Facility Schedule 10,372 5. Planning Commission Public hearing Notices 9,439 B-50 PROGRAM: INFORMATION TECHNOLOGY PAGE TWO FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCTNO. 6401710 WORKLOAD STATISTICS (continued): Download Information Number of items downloaded to date 17,857 Top 5 downloads: 1. City Council Meeting Agenda 7,515 2. Police Press Releases 3,924 3. Library Newsletter 949 4. Swim Complex Facility Schedule 874 5. Monthly Building Reports 717 KEY ACHIEVEMENTS FOR 2003-04: • Technology Disaster Recovery Plan developed • Implemented the new SIRSI Unicorn Library Automation System. • Online registration implemented for Recreation swim classes. • Upgraded 250 staff and public use PC's in the Dove and Cole libraries. • Implemented an IVR application for the City's utility billing system. Using a touch tone telephone, water and sewer customers can obtain balance, payment and charge information in an automated fashion 24 hours a day. • Secure network connection developed and implemented allowing the Carlsbad Fire Department to connect to the Joint Powers Association (JPA). • Provided Public access via the Internet to public documents including: agendas, deeds, minutes, ordinances, resolutions, drawings and maps - all from the City's Document Management System. • Capital Improvement Construction updates for Engineering, Planning and Master Plans were made accessible to citizens via the City's web site / Internet. KEY GOALS FOR 2004-05: • Implement the key components of the disaster recovery plan. • Enhance the City's Internet site through active content management. • Expand online (Internet) facility reservation and class registration to seniors and Library services. • Implement asset management software and processes to improve IT's ability and capacity to manage technology assets. • Assist with development of a Learning Center for Library related services. • To further secure network access via the Internet the public and private networks were separated. SIGNIFICANT CHANGES: None. B-51 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS GENERAL FUND Non-Departmental Expenditures Community Promotion Community Contributions Beach Parking Hiring Center Dues and Subscriptions Property Tax, LAFCO, & Other Admin. Fees Legal Services Management Incentive Pay Misc Expenditures Total Non-Departmental Expenditures Transfers Golf Course Contribution Hosp Grove Debt Service Infrastructure Replacement Fund Loan to Storm Water Program Transfer to Capital Improvement Program Transfer to IT fund for CAD System Hardware Misc Transfers Out Total General Fund Transfers Total General Fund Non-Departmental Council Contingencies Contingencies (Adopted budget) GENERAL FUND TOTAL 2001-02 ACTUAL $308,798 65,235 0 83,400 46,386 299,698 0 0 17,421 820,938 0 800,000 3,000,000 1,873,190 1,500,000 0 1,302 7,174,492 7,995,430 3,987,320 $11,982,750 2002-03 ACTUAL $406,220 21,840 0 83,475 48,379 341,190 0 0 324,443 1,225,547 600,000 800,000 3,500,000 0 35,000,000 0 159,818 40,059,818 41,285,365 2,500,000 $43,785,365 2003-04 ADOPTED BUDGET $509,100 0 36,000 85,849 72,150 367,400 250,000 575,000 0 1 ,895,499 0 800,000 3,605,000 1,263,800 0 563,000 0 6,231,800 8,127,299 2,300,000 $10,427,299 2004-05 ADOPTED BUDGET $509,100 0 36,000 85,000 72,900 390,400 250,000 580,000 0 1,923,400 0 800,000 3,830,000 0 800,000 0 0 5,430,000 7,353,400 2,300,000 $9,653,400 CARLSBAD COMMUNITY CONTRIBUTIONS FUND Community Activity Grants 57,714 95,355 60,000 50,000 B-52 ^^•^•1 ^~~~ ^^mmmmmmmmmmmmmmmmmjnmmmmmmmmmmmmmmmmmmmm PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 20,068,719 5,098,962 555,691 25,723,372 222.75 2.65 2002-03 ACTUAL 21,441,253 5,678,976 370,133 27,490,362 229.75 3.67 2003-04 BUDGET 23,338,562 6,386,405 134,000 29,858,967 227.75 4.27 2004-05 BUDGET 27,266,583 6,096,333 26,114 33,389,030 227.75 4.41 Police 60% B-53 PROGRAM: FUND: PROGRAM GROUP: POLICE GENERAL POLICE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 11,689,015 3,409,438 331,096 15,429,549 :: 143.00 1.65 2002-03 ACTUAL 12,595,154 3,596,468 251,838 16,443,460 150:00 2.50 2003-04 BUDGET 14,067,998 4,110,927 84,300 18,263,225 148.00 3.10 2004-05 BUDGET 16,109,843 3,995,000 26,114 20,130,957 148.00 -." • 2.74 MISSION STATEMENT With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. In doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity, and compassion; we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal integrity, common purpose and support of each other as essentials to an effective and productive work environment; and we provide leadership in our profession as an example for all law enforcement and to guarantee the best possible service to our citizens. PERFORMANCE/WORKLOAD MEASURES: 2003 Average Response Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. Priority one calls made up less than one percent of our total call volume in 2003. Priority two (urgent calls) and priority three (calls for reports) made up over 99 percent of our total call volume. Our average response time in 2003 to the lowest priority call was approximately 24 minutes. 0 5 10 15 Minutes 2003 Citizen Satisfaction In an effort to provide the best service possible to the community, the Carlsbad Police Department ahs been surveying victims of crime since 1991. This survey helps the department measure satisfaction and obtains feedback from citizens who have had contact with our department. Over 5,000 responses have been received to date. 100 Crime The Police Department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery, aggravated assault, burglary, larceny/theft, and motor vehicle theft. FBI Index Crimes per 1,000 Population '98 '99 '00 '01 '02 '03 B-54 PROGRAM: POLICE PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY KEY ACHIEVEMENTS 2003-04: • Enhanced the department's critical incident management capabilities and conducted a full-scale combined tactical response team and crisis negotiation team drill. • Partnered with Project Childsafe to provide firearms safety kits to residents. • Conducted a full-scale emergency drill at the Farmer's building involving City departments, County Hazardous Incident Response Team, and Metropolitan Medical Strike Team to enhance the City's ability to respond to a major incident. • Continued to move forward with plans to replace our computer-aided dispatch system and expand communications and technology available to officers in the field. • Improved the ability of patrol officers and communicators to utilize our regional criminal justice system database through training and testing. • Revised the city's police beat structure to accommodate growth at build out and to maximize service and help reduce response times. • Developed preliminary plans for a replacement police firing range that will need to be relocated due to development. • Implemented a comprehensive complaint investigative process including revised directive and policy, training bulletin, and knowledge-based testing for staff. • Upgraded evidence processing including the addition of digital camera for evidence photography. Revised property and evidence manual and procedure including employee training. • Improved communications within the department as well as within the city to improve the police department's ability to identify, investigate, and prevent criminal activity. • Improved tactical response and safety for citizens and officers with armored hostage rescue vehicle fully equipped and ready for service. • Revised training delivery methods for state-mandated defensive tactics and firearms training to reduce overtime costs while maintaining level of skills. • Revised special event permit process to improve consistency and increase cost efficiency. KEY GOALS FOR 2004-05 • Enhance critical incident management capabilities of the Tactical Response Team and the Crisis Negotiation Team. • Improve the property and evidence system. • Improve the level of service delivered to our citizens and employees regarding our complaint investigation process. • Improve police response and information capabilities through implementation of a new computer-aided dispatch and mobile computer system. • Improve response times with beat realignment. • Enhance our ability to identify, investigate, and prevent criminal activity in the community by working with other City departments. • Improve computer crime inquiry capabilities of patrol officers and communicators. B-55 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL POLICE ACCT NO. 0012110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 322,780 629,584 0 952,364 3.00 0.00 2002-03 ACTUAL 334,297 671,772 0 1 ,006,069 3.00 0.00 2003-04 BUDGET 332,119 755,313 0 1 ,087,432 3.00 0.00 2004-05 BUDGET 459,622 755,126 0 1,214,748 3.00 0.00 WORK PROGRAM: Develop and administer functions and programs that support the City's and the Police Department's statement of values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Programs • Develop and manage programs that reduce crime, encourage citizen participation, and improve community safety. Organization • Assist staff with individual and group development. Division Support • Provide support to divisions to assist with meeting goals. Leadership • Provide department staff with the knowledge and training necessary to carry out the department's mission. SIGNIFICANT CHANGES: None B-56 PROGRAM: FUND: PROGRAM GROUP: FIELD OPERATIONS GENERAL POLICE ACCT NO. 0012120 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 5,343,637 673,414 49,540 6,066,591 60.00 0.00 2002-03 ACTUAL 5,724,751 650,798 42,982 6,418,531 62.00 0.00 2003-04 BUDGET 6,134,608 764,340 1,800 6,900,748 63.00 0.23 2004-05 BUDGET 7,211,299 885,703 1,800 8,098,802 63.00 0.23 WORK PROGRAM: Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement, and special enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service • Respond to calls for emergency and non-emergency services. • Investigate crimes. • Enforce City ordinances. Reports • Take reports including crime, arrest, collisions, incident, citation, and field interview. Response Time • Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: Calls for Service Cases Average Priority One Response (in minutes) SIGNIFICANT CHANGES: None. CY2000 CY2001 64,366 68,798 8,381 9,050 CY2002 CY2003 66,713 73,963 5.1 5.7 9,527 6.0 9,572 5.3 B-57 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES GENERAL POLICE ACCT NO. 0012121-23, 2125, 2142 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,091,875 323,608 75,191 1,490,674 14,00 0.50 2002-03 ACTUAL 1,192,790 319,264 45,876 1,557,930 16.00 0;50 2003-04 BUDGET 1,486,572 415,037 46,800 1 ,948,409 16.00 0.34 2004-05 BUDGET 1,695,260 434,537 0 2,129,797 16.00 0.00 WORK PROGRAM: The Community Services division includes the following programs: Traffic • Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide accident investigation and traffic safety programs to make the streets and highways safer. Volunteer Program • Provide support to the members of the Police Department and help enhance community safety and security through education and crime prevention. Reserve Program • Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment as transport, cover, or working with officers. Lagoon Patrol • Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City's trail systems and in the City's parks. Crime Prevention • Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information. PROGRAM ACTIVITIES: Traffic • Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. • Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide targeted traffic enforcement. • Provide data for traffic engineering. Senior Volunteer Patrol • Conduct crime prevention patrols. • Assist with traffic control and special events. • Conduct education activities in the community. • Provide regular contact for homebound citizens. In-House Volunteers • Provide general clerical assistance. • Provide data entry assistance. • Contact crime victims. • Provide assistance with special assignments and projects. B-58 PROGRAM: COMMUNITY SERVICES PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE ACCTNO. 0012121-23,2125,2142 PROGRAM ACTIVITIES (continued) Reserves • Provide special detail assistance to all divisions of the Police Department. • Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events. • Provide assistance with follow-up and special investigations for traffic officers and detectives. Lagoon Patrol • Enforce boating regulations. • Monitor recreational boating operation on Agua Hedionda Lagoon. • Patrol lagoon, trail, and park areas. • Assist stranded boaters on Aqua Hedionda Lagoon. Crime Prevention • Target all groups within the community including crime victims, and utilize community forums, surveys, media, newsletters, and direct mailings. • Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security. WORKLOAD STATISTICS: CY20QO CY2001 CY2002 CY 2003 Injury collisions per mile of roadway .79 .71 .74 0.66 Number of volunteer hours contributed 15,355 14,497 14,000 12,248 SIGNIFICANT CHANGES: None. B-59 PROGRAM: FUND: PROGRAM GROUP: CANINE GENERAL POLICE ACCTNO. 0012124 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 372,842 83,506 0 456,348 4.00 0.00 2002-03 ACTUAL 378,469 80,720 14,008 473,197 4.00 0.00 2003-04 BUDGET 41 1 ,633 92,618 0 504,251 4.00 0.00 2004-05 BUDGET 474,310 122,221 0 596,531 4.00 0.00 WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate hidden suspects while providing greater officer safety through the use of trained police dogs. PROGRAM ACTIVITIES: • Enforce laws throughout the City. • Provide canine coverage on each patrol watch. • Patrol remote areas using 4x4 vehicles. • Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police canine teams. SIGNIFICANT CHANGES: The FY05 budget has been reallocated to reflect work programs. B-60 PROGRAM: FUND: PROGRAM GROUP: INVESTIGATIONS/FIELD EVIDENCE GENERAL POLICE ACCT NO. 0012126-2130 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,004,033 214,230 27,324 1,245,587 12.00 0.50 2002-03 ACTUAL 1,077,181 192,553 0 1,269,734 12.00 1.00 2003-04 BUDGET 1,187,023 217,959 0 1 ,404,982 12:00 0.95 2004-05 BUDGET 1,362,846 250,116 0 1,612,962 12.00 0.95 WORK PROGRAM: Investigations Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property and evidence. Field Evidence Collect and process evidence collected in the field by police employees. Evidence may include fingerprints, photographs, plaster casting, bodily fluids, and other items. WORKLOAD STATISTICS: Violent Crime Clearance Rate Property Crime Clearance Rate Property Recovery Rate SIGNIFICANT CHANGES: None. CY2000 CY2001 CY2002 CY 2Q03 56% 60% 47% 51% 19% 20% 16% 17% 38% 38% 27% 39% B-61 PROGRAM: FUND: PROGRAM GROUP: VICE/NARCOTICS GENERAL POLICE ACCTNO. 0012131 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 478,288 105,268 26,086 609,642 4.00 0.00 2002-03 ACTUAL 530,132 102,256 0 632,388 4,00 0.00 2003-04 BUDGET 611,659 91,445 0 703,104 4.00 0.00 2004-05 BUDGET 669,622 113,260 0 782,882 4.00 0.00 WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities. WORKLOAD STATISTICS: Felony and Misdemeanor Arrests SIGNIFICANT CHANGES: CY2000 117 CY2001 230 CY2002 305 CY 2003 237 The FY05 budget has been reallocated to reflect work programs. B-62 PROGRAM: FUND: PROGRAM GROUP: YOUTH/SCHOOL PROGRAMS GENERAL POLICE ACCT NO. 0012132,41,43 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 415,567 128,367 0 543,934 6.00 0.50 2002-03 ACTUAL 449,836 142,017 0 591,853 6.00 0.50 2003-04 BUDGET 463,379 130,315 0 593,694 5.00 0.32 2004-05 BUDGET 529,146 138,690 0 667,836 5.00 0.28 WORK PROGRAM: Police School Resource Officers Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among students, citizens, and educators. Juvenile Diversion Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both delinquent and pre-delinquent, and within and prior to the criminal justice system. PROGRAM ACTIVITIES: Police School Resource Officers • Maintain order and enforce laws on school campuses located within the City of Carlsbad. • Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement in general. • Conduct follow-up investigations on juvenile and school-related crime. • Serve as a resource for school safety preparedness. SIGNIFICANT CHANGES: None. B-63 PROGRAM: FUND: PROGRAM GROUP: PROPERTY AND EVIDENCE/RECORDS GENERAL POLICE ACCTNO. 0012133,2145 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 325,281 51,512 998 377,791 7.00 0.15 2002-03 ACTUAL 346,290 49,195 0 395,485 7.00 0,00 2003-04 BUDGET 393,685 62,730 0 456,415 7.00 0.50 2004-05 BUDGET 438,354 70,305 24,314 532,973 7.00 0.50 WORK PROGRAM: Property and Evidence Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department. Records Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data entry into the ARJIS system and for statewide reporting of crime information; responsible for public reception, information, and fingerprinting services for the public. PROGRAM ACTIVITIES: Property and Evidence • Physically maintain and accurately track all property and evidence. • Return property to lawful owners. • Dispose of property according to law. Records • Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports. WORKLOAD STATISTICS: Police Cases SIGNIFICANT CHANGES: None. CY2000 8,381 CY2001 9,050 CY2003 9,572 B-64 PROGRAM: FUND: PROGRAM GROUP: FAMILY SERVICES GENERAL POLICE ACCTNO. 0012134 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 321,980 16,279 0 338,259 4.00 0,00 2002-03 ACTUAL 381,063 21,668 0 402,731 4.00 0.00 2003-04 BUDGET 412,005 27,000 0 439,005 4.00 0.00 2004-05 BUDGET 474,281 23,823 0 498,104 4.00 0.00 WORK PROGRAM: Provide follow-up investigation leading to the identification and apprehension of persons responsible for the commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: • Investigate and follow up on crime and incident reports as they relate to all phases of the family. • Assist in the coordination of diversion, prevention, and education activities offered by the department such as GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None. B-65 PROGRAM: FUND: PROGRAM GROUP: TASK FORCE GENERAL POLICE ACCTNO. 0012135 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 292,642 4,551 0 297,193 3.00 0.00 2002-03 ACTUAL 348,746 11,089 23,039 382,874 4.00 0.00 2003-04 BUDGET 419,331 21 ,725 0 2004-05 BUDGET 476,502 22,490 0 441.056J 498,992 4.00 0.00 4.00 0.00 WORK PROGRAM: Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto Theft Task Force, Narcotics Task Force, and ID Theft Task Force. SIGNIFICANT CHANGES: None. B-66 PROGRAM: FUND: PROGRAM GROUP: SUPPORT OPERATIONS GENERAL POLICE ACCTNO. 0012140 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 462,362 1 ,040,067 0 1 ,502,429 6.00 0.00 2002-03 ACTUAL 512,038 1,088,043 1,949 1 ,602,030 6.00 0.50 2003-04 BUDGET 548,959 1,205,150 0 1,754,109 6.00 0.50 2004-05 BUDGET 670,243 977,579 0 1 ,647,822 6.00 0.50 WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination, and personnel recruitment and hiring. PROGRAM ACTIVITIES: • Coordinate all department training. • Recruit new employees. • Organize testing programs and conduct POST mandated pre-employment investigations. • Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer network. • Implement/install new technology. SIGNIFICANT CHANGES: The FY05 budget has been reallocated to reflect work programs. B-67 PROGRAM: FUND: PROGRAM GROUP: COMMUNICATIONS CENTER GENERAL POLICE ACCTNO. 0012144 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 992,596 84,343 0 1,076,939 16,00 0,00 2002-03 ACTUAL 1,139,487 122,375 0 1,261,862 18.00 0.00 2003-04 BUDGET 1 ,282,000 131,205 0 1,413,205 18.00 0.26 2004-05 BUDGET 1,416,938 141,860 0 1 ,558,798 18.00 0.28 WORK PROGRAM: Provide Police and Fire communications including answering calls for service and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: • Provide routine and emergency communications service to Police, Fire, and emergency medical programs. WORKLOAD STATISTICS: CY2000 CY2001 CY2002 CY2003 Police Calls for Service 64,366 68,798 66,713 73,963 SIGNIFICANT CHANGES: None. B-68 PROGRAM: FUND: PROGRAM GROUP: VARIOUS ASSET FORFEITURE POLICE ACCTNO. 1212110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 3,534 2,189 0 5,723 0.00 0.00 2002-03 ACTUAL 498 59,665 18,048 78,211 0.00 0.00 2003-04 BUDGET 210,000 158,200 35,700 403,900 0.00 0.00 2004-05 BUDGET 0 57,000 0 57,000 0.00 0.00 WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be used to supplant existing budgets. SIGNIFICANT CHANGES: Included in the 2004-05 appropriation is funding for digital cameras and supplies to update the field evidence program, bullet-absorbent blocks for the police shooting range bullet trap system, and computer hardware and software for a patrol vehicle voice recognition pilot project. B-69 PROGRAM: FUND: PROGRAM GROUP: BICYCLE PATROL COPS GRANT POLICE ACCTNO. 123XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 256,287 15,825 14,622 286,734 4,00 0.00 2002-03 ACTUAL 173,974 6,179 0 180,153 4.00 0,00 2003-04 BUDGET 175,025 7,890 0 182,915 2.00 0.00 2004-05 BUDGET 231 ,420 2,290 0 233,710 2.00 0.00 WORK PROGRAM: This is the eighth year the City has received funding from the Citizen's Option for Public Safety (COPS). The City Council approved the Police Department's request to use these funds for the continued hiring of two full-time officers for assignment to the year-round bicycle patrol. The bicycle patrol members patrol the beach and downtown areas as well as other areas as required for special enforcement. PROGRAM ACTIVITIES: The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown and beach areas of the City as well as other areas as needed. SIGNIFICANT CHANGES: None. B-70 PROGRAM: FUND: PROGRAM GROUP: POLICE GRANTS SPECIAL REVENUE POLICE ACCTNO. 124-125XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 5,311 36,695 137,335 179,341 0.00 0,00 2002-03 ACTUAL 5,602 78,874 105,936 190,412 0.00 0.00 2003-04 BUDGET 0 30,000 0 30,000 0.00 0.00 2004-05 BUDGET 0 0 0 0 0.00 0.00 WORK PROGRAM: The Local Law Enforcement Block Grant (LLEBG) program is funded through the Department of Justice. This is the seventh year that Carlsbad has requested and received funding. These are one-time funds to be used only to enhance, and not replace, law enforcement budgets within specific program areas. A 10% cash match is required. The California Law Enforcement Equipment Program (CLEEP) provides one-time funds that can be used only to enhance, not replace, law enforcement budgets for the purchase of high-technology equipment. SIGNIFICANT CHANGES: These grants will be appropriated when the amount of the grant is known. B-71 PROGRAM: REFUND: PROGRAM GROUP: FIRE GENERAL FIRE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 8,379,704 1,689,524 224,595 10,293,823 79,75 1,00 2002-03 ACTUAL 8,846,099 2,082,508 118,295 11,046,902 79,75 1.17 2003-04 BUDGET 9,270,564 2,275,478 49,700 11,595,742 79,75? 1.17 2004-05 BUDGET 11,156,740 2,101,333 0 13,258,073 79,75 1.67 PROGRAM GROUP DESCRIPTION: The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in safeguarding iives, property, and our environment. We measure our success in accomplishing our mission through customer surveys, comparative analysis, operational effectiveness, and goal accomplishment. WORKLOAD STATISTICS: Paramedic Satisfaction Survey Percentage Good/Excellent Total Incidents By Year 1999 2000 2001 2002 2003 (As rated on a five-point scale of very poor, poor, fair, good, and excellent.) Customer Service Ratings: The above chart Incidents & Response Times: The Fire shows our customer satisfaction level for Department reached the incident scene 82% of emergency medical services for fiscal year the time in five minutes or less. This did not 2002-03. The results show that our achieve our goal of arriving on scene in five paramedics continue to live up to the minutes or less 90% of the time, department's standard for treating all patients, as we would want our own family treated. KEY ACHIEVEMENTS FOR 2003-04: • Became a member of the North County Dispatch JPA for fire dispatching services, operationalized dispatch, and related services to conform with other JPA-member agencies. • Participated in functional consolidation, or "Boundary Dropping" agreement and operations to essentially "erase boundaries between six North County Fire Agency jurisdictions to improve fire, rescue and emergency medical services. Boundary Dropping creates better, faster response times and allows participating agencies to share equipment, resources and training. The six participating North County Fire Agencies include the cities of Carlsbad, Vista, Encinitas, Solana Beach and Del Mar, and the Rancho Santa Fe Fire Protection District. B-72 PROGRAM: FIRE PAGE TWO FUND: GENERAL PROGRAM GROUP: FIRE SUMMARY KEY ACHIEVEMENTS FOR 2003-04 (continued): • Coordinated a multi-casualty drill at Legoland with over 65 participants from six agencies. • Coordinated a multi-casualty radiological bomb incident drill at the Farmer's Building involving the San Diego County Metropolitan Medical Strike Team (MMST), City of Carlsbad, San Diego County Hospitals, and the American Red Cross. • Awarded a Regional fire Training Videoconferencing grant to implement simultaneous regional fire training. • Enhanced service delivery by entering into an ambulance automatic aid Agreement with surrounding North County fire Agencies. KEY GOALS FOR 2004-05: • Proceed with the relocation of Fire Station 6 in the southeast section of the City. • Installation and implementation of Regional Fire Training Videoconferencing System. • Reconfigure the existing Fire Department Budget to a program-based budget and reorganize Fire Service delivery to incorporate program-based budgeting. • Create efficiencies with surrounding North County Fire Agencies in service and cost containment through regionalization. • Conduct a Fire furniture, tools and equipment audit, identify a replacement value and establish a replacement schedule. B-73 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL FIRE ACCT NO. 0012210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 404,856 383,329 2,599 790,784 :- ~-: " -3,75 0.00 2002-03 ACTUAL 416,375 833,996 0 1,250,371 3.75 0.00 2003-04 BUDGET 374,540 687,410 0 1,061,950 -:--"-- A&75 0,00 2004-05 BUDGET 426,966 361,790 0 788,756 • •-"- --.-^'<---3.75 0.00 WORK PROGRAM: The Administration Division coordinates the overall operation of the Fire Department. PROGRAM ACTIVITIES: Coordination Provide program direction and planning for all divisions. • Implement and support Fire Department specific values, mission, and vision. • Support and facilitate department managers in accomplishing their goals. • Facilitate team-building programs for all members of the management team. • Promote increased communications and participation at all levels within the department. Planning Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire services. • Monitor development under the Growth Management Program as it related to the relocation of Fire Stations 3 and 6. • Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs. • Participate in regional planning activities, including cooperation and coordination of dispatching, training, recruitment, and facilities. SIGNIFICANT CHANGES: The FY05 budget was reallocated based on work programs. B-74 PROGRAM: FUND: PROGRAM GROUP: EMERGENCY OPERATIONS GENERAL FIRE ACCTNO. 0012220 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 7,625,912 1,067,699 221,996 8,915,607 71.00 0.00 2002-03 ACTUAL 7,999,685 1,100,792 116,497 9,216,974 71.00 0.00 2003-04 BUDGET 8,398,492 1 ,264,942 49,700 9,713,134 71.00 0.00 2004-05 BUDGET 10,095,978 1 ,486,857 0 1 1 ,582,835 71.00 0.00 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emergency Response Maintain an effective fire and medical emergency response system throughout the City. • Maintain fire apparatus, equipment, and facilities at a high level of readiness. • Maintain a response time of five minutes or less, 90% of the time, to fire, rescues, and medical calls for service. Training Provide all safety personnel appropriate training in order to enhance their personal safety as well as services provided to citizens. • Provide 20 hours of training to all shift personnel on a monthly basis. • Train personnel to meet individual and company performance standards. • Provide 24 hours of annual EMS continuing education to all field personnel. Service Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness. • Engine companies to participate in public education programs, special community events, and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. B-75 PROGRAM: FUND: PROGRAM GROUP: PREVENTION GENERAL FIRE ACCT NO. 0012225 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 348,936 32,258 0 381,194 5.00 1.00 2002-03 ACTUAL 430,039 88,432 0 518,471 5.00 1.17 2003-04 BUDGET 497,532 61,920 0 559,452 5.00 1.17 2004-05 BUDGET 586,410 86,138 0 672,548 5.00 1.17 WORK PROGRAM: Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection Engineering. PROGRAM ACTIVITIES: Enforcement and Engineering Provide code enforcement occupancy inspections in existing public buildings and those under construction. • Provide training and administrative support for engine company code enforcement activities. • Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings. • Perform code compliance reviews on construction plan submittals within 10 days. • Perform new construction inspections within 48 hours of request. • Conduct code compliance inspections in licensed care facilities. • Respond to citizen hazard inquiries and complaints. SIGNIFICANT CHANGES: None. B-76 PROGRAM: FUND: PROGRAM GROUP: WEED ABATEMENT GENERAL FIRE ACCT NO. 0012235 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 87,655 0 87,655 0.00 0.00 2002-03 ACTUAL 0 17,658 0 17,658 0.00 0.00 2003-04 BUDGET 0 136,227 0 136,227 0.00 0.00 2004-05 BUDGET 0 81,648 0 81,648 0,00 0.00 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement program. PROGRAM ACTIVITIES: Hazard Identification Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. • Select 500-1,100 parcels for clearance. • Obtain City Council approval for abatement. • Mail notices to property owners. Hazard Abatement Ensure effective abatement of hazards identified. Inspect all property noticed. During May through July, clean all property not previously abated by owners. Manage contractor performance and payment system. Obtain City Council approval to place abatement costs onto individuals' property tax roll in July. Submit charges to County Auditor for recovery by property tax billing by August. SIGNIFICANT CHANGES: None. B-77 PROGRAM: FUND: PROGRAM GROUP: DISASTER PREPAREDNESS GENERAL FIRE ACCT NO. 0012240 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 118,583 0 118,583 0.00 0.00 2002-03 ACTUAL 0 41,630 1,798 43,428 0.00 0.00 2003-04 BUDGET 0 124,979 0 124,979 0.00 0.00 2004-05 BUDGET 47,386 84,900 0 132,286 0.00 0.50 WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man-caused disasters. PROGRAM ACTIVITIES: Training and Education Conduct classroom and simulation training sessions for all key City staff members. • Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements. • Continue providing basic emergency response training to all City employees. Planning Develop a strategic plan to improve Citywide emergency preparedness. • Develop a Hazard Mitigation plan. • Restructure the emergency management administrative team. • Coordinate program efforts to ensure that Carlsbad is a "Disaster Resistant Community." Inter-Aqencv Coordination • Represent the interests of the City on the County Unified Disaster Council. SIGNIFICANT CHANGES: An hourly position was added to this program in lieu of using a consultant to assist in the disaster preparedness plans. B-78 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY DEVELOPMENT VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 4,153,241 7,924,703 91 ,899 2002-03 ACTUAL 4,663,338 8,495,550 755,667 12,169,843| 13,914,555 54.00 3.00 54.00 4.14 2003-04 BUDGET 5,140,067 9,119,936 256,959 14,516,962 54.00 4.14 2004-05 BUDGET 5,536,063 9,362,610 559,336 15,458,009 54.00 4.14 Comm. Dev Building Admin. Geographic Economic Inspection 4% Information Development 12% 1% Redevelop- ment 17% Planning 22% Housing Section 8 40% CDBG Housing Trust 4%2% B-79 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013010-12 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 223,950 103,516 1,838 329,304 3.00 0,00 2002-03 ACTUAL 281,409 215,817 15,026 512,252 ! > =- "^-"^csi i/ u i ^-^sJSi^-v. - 0,00 2003-04 BUDGET 301,165 332,335 3,100 636,600 3,00 0.00 2004-05 BUDGET 320,476 208,080 0 528,556 s^ • ' 3.00 0.00 MISSION STATEMENT: We are committed to helping people build a strong community by guiding and facilitating high quality projects, preserving the environment, providing for diverse housing and employment, and marinating a strong economic base. PROGRAM ACTIVITIES: The Community Development Director assists departments within its Major Service Area (MSA) in accomplishing individual goals. The Director also removes roadblocks, coordinates between departments with competing or conflicting priorities, and manages resource allocation and other support efforts. KEY ACHIEVEMENTS FOR 2003-04: • Secured California Coastal Commission approval of HMP/Golf Course - August 2003. • Processing of numerous projects in the approved Villages of La Costa and Bressi Ranch Master Plans. • Anastassi project on Carlsbad Blvd. Between Christiansen and Beech under construction. • North State Street Vision Statement complete. • New banners installed in the Village. • Process several changes to zoning ordinance including new housing regulations for seniors and amending second dwelling unit ordinance. • Community Development Strategic Plan • Assisted Public Works in processing a number of CIP's including Larwin Park, Aviara Community park, Water Reclamation Plan and Water/Sewer master plan. KEY GOALS FOR 2004-05: Top-Quality Services Respond to 95% of field inspection requests by the next working day. Develop performance measures for all departments. Average 24-hour response by Code Enforcement for non-health and safety calls for service. Participate in the Carlsbad Emergency Management Administrative Team (CEMAT). Participate in the Performance Measurement Resource Team. Ponto Land Use Strategy Implementation Program. Desalination Project Review. Balanced Community Development • Implement Habitat Management Plan (HMP). • Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies for areas 1 and 2. • Continue to implement the "Connecting Community, Place, and Spirit" community-building project. • Increase City-owned and -controlled parking in the Village redevelopment area. • Implement affordable housing project in the Village redevelopment area. • Continue implementation of the land use vision for North State Street. B-80 PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-12 KEY GOALS FOR 2004-05 (continued): Parks/Open Space/Trails • Implement comprehensive open space management. Environmental Management • Continue to be stewards of the environment by implementing the California Environmental Quality Act (CEQA). Communication • Additional emphasis on General Plan/Growth Management Plan communication outreach. • Continue to enhance the Construction Update portion of the City's website. Learning • Continuity of Community Development leadership through Strategic Planning. SIGNIFICANT CHANGES: None. B-81 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING ACCT NO. 0013210/0013220 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,910,678 892,970 10,117 2,813,765 25.00 2,00 2002-03 ACTUAL 2,134,690 559,638 0 2,694,328 25.00 - 2.00 2003-04 BUDGET 2,424,545 806,394 0 3,230,939 25.00 2.00 2004-05 BUDGET 2,585,733 747,928 81,460 3,415,121 25,00 2.00 MISSION STATEMENT: The Planning Department's mission is to help guide the planned physical development of the City in a manner that preserves the quality of life for its citizens. PROGRAM ACTIVITIES: Review of Development Projects • Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City's zoning, subdivision, and environmental ordinances. Update development standards as needed. Ensure the efficient processing, including environmental clearance for City CIP projects. Preparation of Special Studies and Policy Review • Prepare special studies relating to land use as directed by the City Council. Provide advice to the City Council and Planning Commission regarding policy matters related to planning and development in the City. Implementation of General Plan and Growth Management Plan • Ensure that all new planning programs and development projects comply with the performance standards of the Growth Management Plan. Customer Service/Public Information • Provide the highest level of customer service at the front counter in terms of providing zoning information, general public information, and the processing of administrative permits. PERFORMANCE OBJECTIVES: • Ensure timely processing/review of private and public projects in the City. • Continue to proactively address issues relating to land use and development in the City. • Assist in implementing and administering the General Plan and Growth Management Program. B-82 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING PAGE TWO ACCT NO. 0013210/0013220 Number of Planning Applications Considered by the Planning Commission Applications Considered by Planning Commission: Using 2001 as a base year, 2002 reflected a 7% decrease, while year 2003 activities were down 12% from 2001. Administrative approvals increased, with 198 in 2003 compared to previous years, with 187 in 2002 and 191 in 2001. In addition, Staff responded to 74 Preliminary Reviews in 2003. IstQtr 2ndQtr 3rd Qtr 4th Qtr KEY ACHIEVEMENTS FOR 2003-04: • Completed entitlement of numerous residential subdivisions in the Villages of La Costa, Bressi Ranch, and the Calavera Hills Master Plans. • Obtained Coastal Commission approval of the Habitat Management Plan and the Municipal Golf Course. • Processed numerous Conditional Use Permits for city capital projects including parks, sewer and water projects. • Initiated the preparation of an Environmental Impact Report for the proposed Carlsbad Desalination Project. • Continued processing of the Robertson Ranch Master Plan. KEY GOALS FOR 2004-05: • Ensure top-quality services to our customers and citizens. • Ensure that all development projects comply with City planning codes and policies. • Continue to review all procedures and systems to ensure the efficient processing of all projects. • Provide strategic advice regarding land use and long-term planning in the City. • Continue implementation of the Bressi Ranch Master Plan. • Process the Robertson Ranch Master Plan, the La Costa Town Square Shopping Center and other major projects submitted for review. • Enhance Planning Department information available on the web site. • Implementation of the Habitat Management Plan (HMP) and the Open Space Management Plan. SIGNIFICANT CHANGES: None. B-83 PROGRAM: FUND: PROGRAM GROUP: GEOGRAPHIC INFORMATION SYSTEM GENERAL COMMUNITY DEVELOPMENT ACCT NO. 0013310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 190,338 82,862 0 273,200 2.00 0.00 2002-03 ACTUAL 211,097 49,169 0 260,266 2,00 0.50 2003-04 BUDGET 219,228 82,846 9,698 311,772 2.00 0,50 2004-05 BUDGET 249,825 47,025 0 296,850 2.00 0.50 MISSION STATEMENT: The Carlsbad Geographic Information System (CIS) provides GIS processing services to all City departments and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: System Development • Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City's spatial and spatially-related data. We continue to effectively expand the GIS program to enable various City staff to use GIS technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public Works and Planning Department staff, using centralized GIS data and GIS software. Database Development • Continue adding data layers to the enterprise-wide GIS, particularly in the areas of Public Works-related infrastructure (street lights, street trees, assessment districts, signage, traffic signals, storm water facilities, etc.) Database Maintenance • Maintain the various layers within the GIS by keeping them accurate and current. WORKLOAD STATISTICS: Number of Service Requests: FY2001 280 FY2002 382 FY2003 387 FY2004(Est.) 400 KEY ACHIEVEMENTS FOR 2003-04: • Upgraded the GIS system with new database software and hardware for more reliable and efficient operations. • Enhanced the interactive GIS map available to city staff with extra data layers and tutorial information; conducted eight training classes for staff. • Began ongoing support of the City's Stormwater Program to assess impact of commercial land uses on environmentally sensitive areas. • Assumed responsibility for address maintenance for the Carlsbad Fire Department's emergency dispatch system. • Handled a 10% increase in requests for GIS services and products over the last fiscal year, with no increase in labor resources. KEY GOALS FOR 2004-05: • Develop a GIS Service Plan to better serve the GIS needs of the City and residents of Carlsbad. • Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS technology. • Continue to reduce the cycle time between request and delivery of products/services. • Disseminate GIS capabilities to City staff at the desktop level by implementing an Intranet-based GIS. B-84 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCTNO.OOISSIO KEY GOALS FOR 2004-05 (continued): • Develop the capability to search for and select information in the Document Management System (DMS) by selecting areas of interest on an interactive map. • Continue to offer training to all city staff on the use of City's Intranet-based GIS. • Begin the maintenance of the geofile for the new police computer-aided dispatch system. SIGNIFICANT CHANGES: None. B-85 PROGRAM: FUND: PROGRAM GROUP: ECONOMIC DEVELOPMENT GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013510 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS v HOURLY/FTE POSITIONS 2001-02 ACTUAL 114,563 111,689 0 226,252 "-'" " "' H.OQ 0.00 2002-03 ACTUAL 120,962 56,128 0 177,090 1,00 0,00 2003-04 BUDGET 124,744 58,991 0 183,735 f 1.00 0.00 2004-05 BUDGET 141,998 43,075 0 185,073 1.00 0.00 MISSION STATEMENT: Plan, organize, and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program. PROGRAM ACTIVITIES: Land Use • Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance and promote economic development in Carlsbad. Public Policy • Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life, and consider the fiscal needs of the City. Economic Resources • Identify resources, opportunities, and areas of economic focus. Establish programs to optimize the positive effects they have on the community. Promotion and Marketing • Support public and private activities that focus on attracting desirable businesses and industries to the City, and support local tourism. Public Relations and Education • Provide opportunities for increased organizational, local business, and citizen awareness of demographics and economic goals and activities. Real Estate Assets • Coordinate the acquisition, disposal, and leasing of City-owned real property and the leasing of City-utilized real property. KEY ACHIEVEMENTS FOR 2003-04: • Acquisition of properties adjacent to Pine School. • Acquisition of Carlsbad Unified School District Admin Offices. • Acquisition of Girls Club Facility. KEY GOALS FOR 2004-05: • Participate in regional economic development activities and projects. • Identify and monitor progress of development projects that provide economic benefit to the City. • Implement the City of Carlsbad's Economic Development Strategic Plan. • Coordinate acquisition of real property associated with City Council goals. • Civic Center facilities planning. SIGNIFICANT CHANGES: None. B-86 PROGRAM: FUND: PROGRAM GROUP: BUILDING INSPECTION GENERAL BUILDING INSPECTION ACCTNO. 0013610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS :/ HOURLY/FTE POSITIONS 2001-02 ACTUAL 949,229 814,349 3,035 1,766,613 " 13.00 1.00 2002-03 ACTUAL 1,095,209 542,574 21,090 1,658,873 • ''.^fifcao '—TOO 2003-04 BUDGET 1,192,240 617,416 0 1,809,656 7 13,00 1.00 2004-05 BUDGET 1,295,585 611,353 0 1,906,938 13.00 1.00 WORK PROGRAM: The Building Department reviews applications for building permits, routes applications to applicable departments, issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The department also provides code enforcement services for the City for zoning, housing, building, and other Municipal Code violations. PROGRAM ACTIVITIES: • Receipt of building permit applications, coordination of building permit approvals, issuance of building permits, inspection of new and remodeled structures, and related code enforcement activities. PERFORMANCE MEASURES: • The department tracks inspections per day, per field inspector, and a number of other statistical reports associated with workloads. Customer service satisfaction levels for field inspections are also surveyed. • The code enforcement monthly report tracks the number of days it takes to close various complaint categories. KEY ACHIEVEMENTS FOR 2003-04: Issued permits for $220 million in various types of construction projects. Performed 38,000 various building inspections - 96% the next working day. Final inspection on 550 dwelling units. Answered 2,500 incoming calls for information at Code Enforcement. Proactively removed 1,000 illegal signs from the right of way. Performed 5,000 Code Enforcement inspections. Handled 1,000 open Code Enforcement cases. KEY GOALS FOR 2004-05: • Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. • Continue to develop and implement an internship program for building inspectors. • Provide 40 hours of staff development training for each employee. • Develop performance measures for cost and customer satisfaction. SIGNIFICANT CHANGES: Increase in amount budgeted for building plan check services due to projected decrease in building permits B-87 PROGRAM: FUND: DEPARTMENT: HOUSING AND REDEVELOPMENT VARIOUS HOUSING AND REDEVELOPMENT SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 764,483 5,919,317 76,909 6,760,709 10.00 0.00 2002-03 ACTUAL 819,971 7,072,224 719,551 8,611,746 10.00 0.64 2003-04 BUDGET 878,145 7,221,954 244,161 8,344,260 10.00 0.64 2004-05 BUDGET 942,446 7,705,149 477,876 9,125,471 10.00 0.64 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing • Rental Assistance • Homebuyers Assistance • New Construction • Rehabilitation Enhancing Opportunities • Career Development • Plans • Innovation • Goals Promoting Business Development • Jobs • Sales Tax • New Products • State Funds Creating a Community Spirit • Transportation • Education • Social Services • Family Self-Sufficiency Village Vision • Creativity • Expansions • Revitalization • Beautification Increasing Revenues • Federal Funds • Property Tax Excellent Service B-88 PROGRAM: FUND: PROGRAM GROUP: AFFORDABLE HOUSING HOUSING TRUST FUND HOUSING AND REDEVELOPMENT ACCTNO. 1333421 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 131,273 54,602 0 185,875 1.47 0.00 2002-03 ACTUAL 132,665 74,330 494 207,489 1.47 0,17 2003-04 BUDGET 134,360 121,980 0 256,340 1,47 0.17 2004-05 BUDGET 135,662 121,321 0 256,983 1.32 0,07 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Programs Provide staff support to implement the various affordable housing programs as set forth within the City's housing element including: • Mortgage Credit Certificate Program (MCC). • Provide staff support to the Housing Commission. • Participate in the San Diego Regional Housing Task Force. Affordable Housing Financial Assistance • Negotiate and prepare financial assistance and loan documents for construction of single- and multi-family affordable housing projects. Inclusionary Housing • Implement the Inclusionary Housing Ordinance by providing information to developers, the public, and City staff on the requirements of the ordinance. • Negotiate and prepare affordable housing agreements. • Monitor the development and operation of affordable housing developments. WORKLOAD STATISTICS: • Affordable Housing Units Approved: • Affordable Housing Units Construction Starts: • Financial Assistance to Affordable Housing Projects: KEY GOALS FOR 2004-05: 01-02 EST. 02-03 EST. 03-04 EST. 04-05 286 units 154 units 100 units 244 units 182 units 180 units 141 units 165 units $2,860,000 $3,130,000 $1,860,000 $3,690,000 Learning Develop, maintain, and enhance programs that result in an informed, knowledgeable, and involved public through enhanced community dialogue. • Perform public outreach by making presentations to citizen, business, and service groups; serve on regional affordable housing committees and task forces; and make presentations at professional conferences about affordable housing programs and their benefits to the City of Carlsbad. SIGNIFICANT CHANGES None. B-89 PROGRAM: FUND: PROGRAM GROUP: RENTAL ASSISTANCE HUD SECTION 8 HOUSING HOUSING & REDEVELOPMENT ACCT NO. 1903401 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 289,420 3,578,153 0 3,867,573 4.80 0.00 2002-03 ACTUAL 311,937 4,705,629 1,531 5,019,097 4.93 0.30 2003-04 BUDGET 348,415 5,201,287 0 5,549,702 4.93 0.30 2004-05 BUDGET 378,117 5,664,514 0 6,042,631 4.93 0.30 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance • Provide federal funding to subsidize rents for 703 extremely low-income and very low-income households. • Assist low-income households in the community to access rental housing that is decent, safe, and sanitary. • Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency (PHA) Plan. • Achieve and maintain a lease rate that effectively utilizes funding allocation. Family Self-Sufficiency • Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic independence from welfare. • Assist families in identifying barriers to becoming self-sufficient. • Provide guidance to the family to establish a five-year goal and plan. • Coordinate needed support services and act as an advocate on behalf of the client. PERFORMANCE/WORKLOAD MEASURES: • Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "high performer." • Achieve and maintain a lease rate utilizing 95% of allocated funds. • Update and revise Administrative Plan to adopt changes in federal regulations. • Expand rental assistance knowledge by conducting community workshops, providing owner and participant newsletters, and conducting owner outreach presentations. KEY ACHIEVEMENTS FOR 2003-04: • Maintained a 90% lease rate. SIGNIFICANT CHANGES: None. B-90 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY DEVELOPMENT BLOCK GRANT CDBG ENTITLEMENT HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUU TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 99,557 302,257 75,350 477,164 1.18 0.00 2002-03 ACTUAL 102,896 301,791 401,036 805,723 1.11 0.00 2003-04 BUDGET 112,400 297,847 244,161 2004-05 BUDGET 93,892 116,343 477,876 654,408| 688,111 1.11 0.00 0.86 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Community Development Block Grant Program • Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identify activities to be included in the consolidated funding plan for the CDBG Program. • Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) for approval. • Ensure that documentation is maintained to meet guidelines established by HUD for continued CDBG funding. • Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met. • Prepare consolidated annual performance and evaluation report for review and approval by City Council and HUD. PERFORMANCE MEASURES: • Hold 4 public meetings to review and obtain comments on the City's CDBG Program. • Conduct selection process to identify a minimum of 10 local public service agencies that should be assisted with funding through the CDBG Program. • Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue receiving CDBG funds. PROJECTS AUTHORIZED BY COUNCIL FOR 2004-05: COMMUNITY HOUSING WORKS BROTHER BENNO CENTER COMMUNITY RESOURCE CENTER LIFELINE COMMUNITY SERVICES NORTH COUNTY FOOD BANK NORTH COUNTY HEALTH SERVICES BROTHER BENNO FOUNDATION CATHOLIC CHARITIES/LA POSADA SOLUTIONS FOR CHANGE YMCA OZ WOMEN'S RESOURCE CENTER BOYS AND GIRLS CLUB/TEEN SCENE FROM THE INSIDE OUT LIFELINE/AFTER SCHOOL PROGRAM LIFELINE/INCOME TAX CREDIT PROGRAM MAAC MEALS ON WHEELS 450,000 5,000 5,000 7,425 5,000 7,425 7,425 7,425 5,000 5,000 5,000 5,000 4,850 5,000 5,000 5,000 5,000 B-91 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx KEY ACHIEVEMENTS FOR 2003-04: • Provided funding assistance to 17 nonprofit organizations. • Exceeded compliance guidelines for timely expenditure of funds. KEY GOALS FOR 2004-05: Learning, Culture & Arts • Carlsbad City Library Learning Center SIGNIFICANT CHANGES: None. B-92 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS VILLAGE AREA REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 162,366 1,938,584 1,559 2,102,509 1.56 0.00 2002-03 ACTUAL 162,604 1,855,044 269,118 2,286,766 1.51 0.17 2003-04 BUDGET 164,367 1,398,850 0 1,563,217 1.51 0.17 2004-05 BUDGET 178,619 1 ,352,303 0 1 ,530,922 1.69 0.07 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implementation of the Carlsbad Village Redevelopment Master Plan • Coordination of project development and permit processing. • Administration of the Parking-ln-Lieu Fee Program. • Property acquisition for future redevelopment projects and facilitation of new development. Community Relations and Public Relations Program • Work with the Carlsbad Village Business Association and other business organizations to continue community awareness and public relations activities on behalf of the Redevelopment Agency. • Continue implementation of the Village Beautification Program through coordination of maintenance efforts in the Village. • Work with NCTD to resolve parking and land-use-related issues associated with the Village Commuter Rail Station and surrounding properties. PERFORMANCE/WORKLOAD MEASURES: • Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects. • Process 10 sign permit applications. • Process 5 preliminary review applications. • Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment Master Plan. KEY ACHIEVEMENTS FOR 2003-04: • Processed 12 applications for redevelopment permits for improvements to existing structures or new construction. • Processed 26 sign permit applications. • Processed 11 preliminary review applications. • Processed 7 applications for A-Frame signs and outdoor displays. • Extended life of the Village Redevelopment Plan by one year. • Established a repayment agreement between the City Council and Housing and Redevelopment Commission to repay existing debt owed to the City. • Amended the Village Redevelopment Implementation Plan to include additional projects • Established an agreement with the City to loan the Redevelopment Agency $14.4 million for future redevelopment projects to be repaid with future tax increment funds. B-93 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO VILLAGE AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412 KEY GOALS FOR 2004-05: Financial Health • Process redevelopment permits for all types of projects within the Village Area that represent high-quality development or redevelopment of properties and buildings. • Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private commercial and/or mixed-use development on North State Street. Transportation/Circulation • Acquire additional property for the construction of public parking lots in the Village Area. Balanced Community Development (also affects Financial Health goal) • Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and administration/organizational structure strategies following the July 2007 expiration of the Redevelopment Plan. SIGNIFICANT CHANGES: None. B-94 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING VILLAGE AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8033420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 28,247 16,924 0 45,171 0.38 0.00 2002-03 ACTUAL 32,559 27,904 47,184 107,647 0.37 0.00 2003-04 BUDGET 39,776 59,172 0 98,948 0.37 0.00 2004-05 BUDGET 43,014 73,991 0 117,005 0.40 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Project Processing Procedures • Continue development of affordable housing project processing procedures. Affordable Housing Project Coordination • Assist in the structure and implementation of affordable housing projects. Affordable Housing Education Program • Direct educational programs for citizens, businesses, and government agencies interested in affordable housing. PERFORMANCE/WORKLOAD MEASURES: • Process at least 3 requests for financial assistance through the Housing Policy Team. • Use existing low-income and moderate-income housing funds to develop property for an affordable housing project in, the Village Redevelopment Area. • Participate in at least 3 outreach programs, professional conferences, and/or citizen and business groups on affordable housing. KEY GOALS FOR 2004-05: Top-Quality Services • Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing Ordinance. SIGNIFICANT CHANGES: None. B-95 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 41,795 21 ,278 0 63,073 0.50 0.00 2002-03 ACTUAL 64,241 104,130 156 168,527 0.46 0.00 2003-04 BUDGET 60,271 123,257 0 183,528 0.46 0.00 2004-05 BUDGET 81,198 354,328 0 435,526 0.54 0.20 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area • Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could provide for public recreational facilities and/or development of cultural facilities or other public facilities. • Revitalize, redevelop, and/or generally clean up the Ponto Area. • Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCE/WORKLOAD MEASURES: • Implement land use vision for planning area three. KEY ACHIEVEMENTS FOR 2003-04: • Completed the final draft of the Ponto Beachfront Village Vision Plan. KEY GOALS FOR 2004-05: Balanced Community Development • Facilitate the development of one project identified by the vision study for planning area three. SIGNIFICANT CHANGES: Includes funding to begin the land use strategy for planning areas 1 and 2. B-96 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8123420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1 1 ,825 7,519 0 19,344 0.11 0.00 2002-03 ACTUAL 13,069 3,396 32 16,497 0.15 0.00 2003-04 BUDGET 18,556 19,561 0 38,117 0.15 0.00 2004-05 BUDGET 31,944 22,349 0 54,293 0.28 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Citywide Affordable Housing Programs • Affordable Housing Project Coordination for Inclusionary Housing Development. • Affordable Housing Education Activities. • Development of affordable housing programs. • Facilitation of development of new affordable housing projects. PERFORMANCE/WORKLOAD MEASURES: • Utilize low-income and moderate-income housing funds to assist with the development and/or construction of at least one (1) new affordable housing project within the city limits of Carlsbad. • Develop Housing Plan for South Carlsbad Coastal Redevelopment Area. KEY GOALS FOR 2004-05: Balanced Community Development • Continue to assist private developers to provide affordable housing as required by the City's Inclusionary Housing Ordinance. • Implement affordable housing programs that serve to enhance the jobs/housing balance within the community. SIGNIFICANT CHANGES: None. B-97 B-98 ;it*-"H>'"? 4f,f ' ' \,f, n f£#<$•>'4'+.vttt"tU!«> ..ife.'I^A . «,l * ' «, , •'H . ' I* ^Ik.j4^k, K- L& W ', (t ,f* k .1 il.-1 .,„ ra »»'«J X %• •\-^ *%j i ^=».7^^! : *s9-M.k-*- •"•:, Kt-lr-, -V,;'-! ^^**w—^ " ' %^ ISIi^tfliKilHiliVIISfHjKViflliiliBaKBBaBKBii**^*11* mmman nwmn:$m ~ ..• 1* • 1 ^|« ,::• • '^pupimicaisukxmim. <; w»:wS' U's Mil!!,;'! Jams «sJa?sfeiii »«'wh«iI/«,SW"t ;>''! -1! ; «i r^'^^a '}>' i V, PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 7,255,780 4,704,574 329,108 2002-03 ACTUAL 7,975,626 5,055,052 122,366 2003-04 BUDGET 8,845,366 5,541 ,863 10,667 2004-05 BUDGET 9,730,072 5,201,100 0 12,289,462) 13,153,044) 14,397,896| 14,931,172 80.00 120.66 85.75 120.41 86.00 120.66 86.00 120.66 Recreation 34% Seniors 5% Cultural Arts 5% Library 56% B-99 PROGRAM: FUND: PROGRAM GROUP: LIBRARY VARIOUS LIBRARY SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 4,180,464 2,709,988 88,484 6,978,936 45.25 69.51 2002-03 ACTUAL 4,476,181 3,001,772 68,977 7,546,930 48.00 67,25 2003-04 BUDGET 4,948,542 3,281,643 5,667 8,235,852 48.00 67.25 2004-05 BUDGET 5,399,010 2,956,328 0 8,355,338 48.00 67.25 PROGRAM DESCRIPTION: The Carlsbad City Library provides educational, informational, and recreational services for all community residents; provides both print and non-print resources that respond to the interests and needs of a diverse population; provides convenient access and adequate space for users and resources; and promotes a broad awareness of the library and its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge. KEY ACHIEVEMENTS FOR 2003-04: • Developed new security plans and conducted training. • Established a teen area in the Dove Library. • Developed plans for a children's garden. • Implemented new library automation system. • Began planning a library learning center. • Added new databases with remote access. • Continued development and support of the Carlsbad Library Foundation. • Continued support of the Friends of the Library efforts to increase fund raising. • Promoted the library's reading programs throughout local school districts. • Continued to provide and promote computer literacy throughout the community. • Coordinated with local school districts and other local agencies on the development of an annual educational faire at the Dove Library. • Continued to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. KEY GOALS FOR 2004-05: Top-Quality Services • Implement new technology based on library services and technology plan. • Open new learning center. • Improve Library web presence. Learning • Continue to promote the Library's reading programs throughout local school districts. • Continue to provide and promote computer literacy throughout the community. • Coordinate with local school districts and other local agencies on the development of an annual educational faire at the Dove Library. • Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. B-100 PROGRAM: FUND: PROGRAM GROUP: GEORGINA COLE LIBRARY GENERAL LIBRARY ACCT NO. 0014010/0014015-16/0014035 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,104,090 558,093 0 1,662,183 11,75 23.20 2002-03 ACTUAL 1,189,890 550,970 28,875 1 ,769,735 12.50 22.70 2003-04 BUDGET 1,338,720 539,210 0 1 ,877,930 12.50 21.90 2004-05 BUDGET 1,449,730 621 ,620 0 2,071,350 12.50 21.90 WORK PROGRAM: The Georgina Cole Library, located in North Carlsbad, is designed to provide the community with print and non-print materials for adults and children, with special collections in genealogy and local history. Reference services, on-line access to resources, special programs for all ages, and monthly exhibits offered by local residents are provided. PROGRAM ACTIVITIES: Reference • Assist patrons in using the library and on-line resources, answer reference questions, reserve specific titles, and request materials from other libraries. Circulation • Circulate print and non-print materials to children, adults, and homebound patrons; register borrowers; collect fees and fines; track overdue items. Programming • Plan, schedule, and conduct programs for adults, teens, and children. Provide classroom visits and tours for children and adult computer and Internet classes. Collection Development • Evaluate the collection and select print and non-print materials, and computer databases. Library Management • Manage the Georgina Cole Library staff, volunteers, collection, and facility. Maintain awareness of the community and coordinate operations with other City departments. PERFORMANCE OBJECTIVES: • Schedule and supervise staff. • Hire and train new staff. • Prepare a monthly narrative and statistical summary of operation. • Actively maintain a current, topical print and non-print collection. • Maintain a safe and efficient facility. • Respond to the needs of the community. • Work cooperatively with all departments of the City as necessary. SIGNIFICANT CHANGES: None. B-101 PROGRAM: FUND: PROGRAM GROUP: CARLSBAD CITY LIBRARY GENERAL LIBRARY ACCTNO. 0014069-4095 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 2,024,552 1,181,497 63,429 3,269,478 20,50 34:70 2002-03 ACTUAL 2,140,456 1,346,642 19,307 3,506,405 , 21.50 33.70 2003-04 BUDGET 2,337,730 1,575,899 0 3,913,629 r 21,50 33.70 2004-05 BUDGET 2,555,950 1,218,813 0 3,774,763 21,50 33.70 WORK PROGRAM: The Carlsbad City Library is located in South Carlsbad. These services include print and non-print materials, reference services, computer labs for adults and children, special programs, an art gallery, and the Friends of the Library bookstore, as well as an auditorium and meeting room. PROGRAM ACTIVITIES: Administration Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and facilities; manages all budget and fiscal matters; and coordinates relations with local and State government, the Library Board, the Friends of the Library, the Carlsbad Library Foundation, and the Serra Cooperative Library System. • Prepare department budget; process invoices, warrants, and requisitions; monitor expenditures; maintain fiscal records. • Manage programs, exhibits, and all external public relations. • Handle grants and reports at local and State levels. • Provide leadership for the Library's divisions. • Participate in and promote public education pertaining to historic areas and sites. • Recognize historic sites by identifying various sites with plaques that will eventually be part of a historical tour. Circulation The Circulation Division registers Library patrons as library members and Internet users and participates in the Braille Machine Exchange Program. Circulation staff checks in and out materials, sorts and shelves library materials, and repairs all audio-visual materials for the Carlsbad City Library. • Register library patrons and Internet users; check out and in, renew, reserve, sort, and shelve library materials; process and mail overdue, collection, and reserve notices; collect fines and fees; rent audio-visual equipment; answer the renewal line; and repair audio-visual materials. • Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; and exchange and provide repair for malfunctioning machines. Reference Reference Librarians assist the public with information needs; provide instruction in the use of resources; and perform research for the public, local business, and government. Reference support staff provides interlibrary loan service; updates reference sources; staffs public service desks; and offers a range of book clubs. • Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and tours; select books and other materials; and facilitate book clubs. • Information Desk staff provides directional information and answers basic reference questions. • Periodicals staff manages a collection of 340 magazines and 32 newspapers and related back files. • Computer lab staff provides access to the Internet and other software programs. • Young Adult Services staff develops programs and activities that encourage and support library use by teens. B-102 PROGRAM: CARLSBAD CITY LIBRARY PAGE TWO FUND: GENERAL PROGRAM GROUP: LIBRARY ACCTNO. 0014069-4095 PROGRAM ACTIVITIES (continued): Children's The Children's Division serves youth from toddler age through high school with their information needs and development of reading. The Division also assists parents, teachers and adult students through parent resources, access to children's literature and professional literature on reading development. • Respond to in-person and telephone questions; provide readers' advisory assistance, library skills instruction, group tours • Provide programs that introduce children to literature, including story times, the Summer Reading Program, and events highlighting literature such as National Children's Book Week; offer cultural enrichment programs as well as special holiday, seasonal, puppetry and craft activities that promote learning and link to literature • Work with other child-oriented organizations to promote library services and outreach to the community, including an open house for educators, homework zone (offering after-school volunteer homework assistance), and education opportunities • Provide youth and parent access to Internet resources and technology services. The Leichtag Family Foundation Computer Lab offers Internet access as well as age-appropriate introductory sessions on word processing, typing, presentation and publishing skills. SIGNIFICANT CHANGES: None. B-103 PROGRAM: FUND: PROGRAM GROUP: GENEALOGY/LOCAL HISTORY GENERAL LIBRARY ACCTNO. 0014025 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 104,551 6,613 5,306 116,470 0.00 3.00 2002-03 ACTUAL 145,462 18,182 0 163,644 1.00 2.75 2003-04 BUDGET 155,652 1 1 ,250 0 166,902 1.00 2.75 2004-05 BUDGET 170,300 11,810 0 182,110 1.00 2.75 WORK PROGRAM: The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance to the public. The division head manages the selection, classification, and organization of a 20,000-volume collection, 8,000 microfilm rolls, 120,000 microfiche, and 100 compact discs. It is a collection of excellence that draws researchers from all over the nation. PROGRAM ACTIVITIES: General Reference Services • Genealogy and local history staff respond to in- person and telephone reference requests; provide individual patrons with a general introduction to the collection; provide instruction on the use of OPAC and other finding aids, and instruction on the use of various equipment including personal computers, microfilm/fiche readers, and printers. Collection Development Activities • The staff participates in the Library's collection development/acquisitions by completing catalog checks, preparing order slips, receiving ordered items, preparing items to send to Technical Services, and receiving and shelving items from Technical Services. WORKLOAD STATISTICS: 2000-01 2001-02 2002-03 2003-04 Reference Questions: 20,520 24,927 21,500 22,000 Computer Users: 1,524 3,049 4,544 5,000 In-House Usage: 59,435 51,449 41,844 35,000 2000-01 2001-02 2002-03 2003-04 Items Added: 1,016 802 899 900 Coordination with NSDCGS • The North San Diego County Genealogical Society (NSDCGS) has been a support group for this collection for 30 years. The division works with and assists the Society in fund-raising for the acquisition of materials for the collection and in instructional programs. 2001 Programs: 48 2002 48 2003 56 2004 60 SIGNIFICANT CHANGES: None. B-104 PROGRAM: FUND: PROGRAM GROUP: CENTRO DE INFORMACION GENERAL LIBRARY ACCTNO. 0014030 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 98,215 4,982 1,727 104,924 1,00 1.11 2002-03 ACTUAL 105,482 2,478 0 107,960 1.00 1.40 2003-04 BUDGET 123,940 14,760 0 138,700 1.00 1.70 2004-05 BUDGET 132,080 17,510 0 149,590 1.00 1.70 WORK PROGRAM: The Centre de Informacion meets the information needs of Spanish-speaking adults and children in Carlsbad. Bilingual staff introduces residents to library services, which include Spanish-language print and non-print, bilingual story hours for children, and information and referral services. The Centra de Informacion staff is actively involved in the community and work in partnership with schools, community agencies, and other City departments to meet the needs of our diverse community. PROGRAM ACTIVITIES: Outreach • The Centre de Informacion is an active partner in community activities. The Centra offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. Programming • The Centra de Informacion responds to community information and educational needs by providing a variety of adult and children's programs. SIGNIFICANT CHANGES: None WORKLOAD STATISTICS: 1999-00 2000-01 2001-02 2002-03 Individual Patron Visits: 20,300 20,328 19,240 21,883 1999-00 2000-01 2001-02 2002-03 Program Attendance: 3,496 3,288 3,581 3,779 B-105 PROGRAM: FUND: PROGRAM GROUP: TECHNICAL SERVICES GENERAL LIBRARY ACCTNO. 0014040 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 461,477 87,116 1,206 2002-03 ACTUAL 460,865 88,064 0 2003-04 BUDGET 513,220 117,200 0 2004-05 BUDGET 556,940 122,760 0 549,799| 548,929| 630,420| 679,700 7,00 2.50 7.00 2.50 7.00 2.50 7.00 2.50 WORK PROGRAM: The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line database; and manages the library's automated circulation system, on-line catalog, and related automated programs. PROGRAM ACTIVITIES: Processing • Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and re-binding. Database Maintenance • Adds new items to the on-line database and deletes information of lost or discarded materials. WORKLOAD STATISTICS: 1999-00 2000-01 2001-02 Items Cataloged and Processed: 24,581 30,753 Items Handled for Binding: 1,561 2,273 1999-00 2000-01 Items Added to Database: 24,581 30,753 Items Withdrawn: 12,550 11,783 PERFORMANCE OBJECTIVES: Integrated Library System (Includes Circulation System and On-line Catalog) • Manage the Library's integrated library software, including the catalog interface. • Coordinate installation of annual software upgrades. • Generate daily, monthly, and annual statistical and system management reports. SIGNIFICANT CHANGES: None. 44,853 2,048 2001-02 44,853 20,005 2002-03 35,937 2,156 2002-03 35,397 31,831 B-106 PROGRAM: FUND: PROGRAM GROUP: COLLECTION DEVELOPMENT & ACQUISITIONS GENERAL/SPECIAL REVENUE LIBRARY ACCTNO. 0014045/14540107 1454011 /1454095/175XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND OTHER SPECIAL REVENUE TOTAL FUNDING 2001-02 ACTUAL 136,075 780,905 16,816 933,796 2.00 1.00 893,384 40,412 933,796 2002-03 ACTUAL 140,018 916,442 10,577 1,067,037 2.00 0.50 974,860 92,177 1,067,037 2003-04 BUDGET 168,930 952,970 0 1,121,900 2.00 1.00 1 ,048,280 73,620 1,121,900 2004-05 BUDGET 185,020 897,180 0 1 ,082,200 2.00 1.00 1 ,070,200 12,000 1 ,082,200 WORK PROGRAM: Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: Planning • Develop plans for the collection of materials. Budgeting • Prepare division and library-wide materials budgets; monitor expenditures for department and materials. Coordinate Selection of Materials • Coordinate selection and ordering of print and non-print materials. Incorporate New Technology • Change to Sirsi Acquisitions module. SIGNIFICANT CHANGES: None. PERFORMANCE MEASURES: • Write materials collection statements for reference areas at all facilities. • Track material accounts by major subjects. • Track vendor discounts. • Coordinate selection and ordering of at least 16,000 new print and non-print materials. • Develop new procedures for acquisitions using the Sirsi Acquisitions module. B-107 PROGRAM: FUND: PROGRAM GROUP: MEDIA SERVICES GENERAL LIBRARY ACCTNO. 0014050 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 141,127 45,960 0 187,087 2.00 2.60 2002-03 ACTUAL 173,327 38,247 10,218 221,792 2.00 2.10 2003-04 BUDGET 181,500 36,770 5,667 223,937 2.00 2.10 2004-05 BUDGET 206,730 29,400 0 236,130 2.00 2.10 WORK PROGRAM: The Library's Media Division provides a wide range of professional event management services and related activities in support of programs staged at the Library's facilities. Tasked with managing the Schulman Auditorium and Gowland Meeting Room, responsibilities include: overseeing operations, marketing of facilities and services, program development, and scheduling and providing technical support for patrons and other user groups. Management duties include: staffing, use policy development, use analysis reports, fee collection, and fiscal management. A wide range of event service is provided, including: theater lighting, sound reinforcement, presentation technology and multi-media support, computer and video display. Other related production services enable events to reach broader community audiences via circulation library collections, cable TV, and Internet. PROGRAM ACTIVITIES: Programming Management • Implement "Meeting Facility Use Policies and Procedures." Maintain and analyze the service delivery system. Monitor workflow, perform ongoing fee collections, process and provide comprehensive reports. Provide ongoing staff training, and assign and supervise part-time support staff. Programming Development • Facilitate quality community programming featuring such locally significant events as Children's Series, Spring and Fall Concert Series, Film Series, Opera Series, Author Talks, etc. Provide technical support and production recordings to enable wider and repeated distribution of program content. Management of Locally Produced Library Media Collections • Acquisition and creation of locally produced media materials including: digital imagery, photographic prints, video and audio recordings. Refining procedural processes and accountability and fee recovery systems. Provide improved workflow for duplication, labeling, and database digital storage with related web development and Intranet access. SIGNIFICANT CHANGES: None. PERFORMANCE MEASURES: 1. Provide two biannual comprehensive reports indicating usage breakdowns, income generated, and analysis and recommendations for service improvements. Foster quality programs. Produce and provide program recordings for fifteen events. Facilitate, plan, and provide technical support for events. Develop revenue generation opportunities, fee recovery, special grant proposals and partnerships to help underwrite operational expenses by >25%. 1. Complete work order requests for Library Media Services to be included in biannual report. 2. Identify significant additions and uses of Library Media Materials. B-108 PROGRAM: FUND: PROGRAM GROUP: ADULT LEARNING PROGRAM GENERAL LIBRARY ACCTNO. 0014055 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 110,377 44,822 0 155,199 1.00 1.40 2002-03 ACTUAL 120,681 40,747 0 161,428 1.00 1.60 2003-04 BUDGET 128,850 33,584 0 162,434 1.00 1.60 2004-05 BUDGET 142,260 37,235 0 179,495 1.00 1.60 WORK PROGRAM: The Adult Learning Program is the Library's adult literacy service. The program provides individualized instruction in fundamental reading and writing skills to English-speaking adults and, in a partnership with Carlsbad High School, to selected high school students. Tutoring by trained volunteers, integration of technology throughout the curriculum, and small group study encourage the development of positive self-esteem and the practical application of literacy skills in the home, workplace, and community. PROGRAM ACTIVITIES: Literacy Skill Development • The program provides reading and writing learning experiences that are appropriate for each learner's literacy needs, life situation, and goals. WORKLOAD STATISTICS: 1999-00 2000-01 2001-02 2002-03 Learners Studying: 132 122 Volunteer Tutors Instructing: 84 104 Instructional Hours Completed: 6,411 7,228 120 78 7,203 126 84 7,719 SIGNIFICANT CHANGES: 1. Move to Learning Center anticipated during 2004-2005. 2. Projected drop in the California Library Literacy Services State grant from $29K in FY04 to $15K in FY05 B-109 PROGRAM: FUND: PROGRAM GROUP: CULTURAL ARTS VARIOUS CULTURAL ARTS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 360,158 289,829 15,584 665,571 4.75 2.23 2002-03 ACTUAL 421,535 317,999 9,724 749,258 4.75 2,75 2003-04 BUDGET 426,794 356,548 0 783,342 : 5,00 2.50 2004-05 BUDGET 494,175 274,920 0 769,095 5.00 2.50 PROGRAM DESCRIPTION: The Arts Office builds a sense of community in Carlsbad by offering a wide range of performing and visual arts programs, youth and family educational activities, artist support services, and publications. These programs and services, designed to engage and enrich the individual and the community, strive to encourage lifelong learning in the arts and to make the arts and culture an accessible and integral part of the community's life. KEY ACHIEVEMENTS FOR 2003-04: • Produced 62 events attracting approximately 46,500 people. • Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden, attracting over 25,000 visitors. • Moved the Arts Education Coordinator position from three-quarter time to a full-time position. • Continued to present the Three-Part-Art arts education program (for three exhibitions), which combines lesson workbooks, guided exhibit tours, and creative workshops. Approximately 5,000 Carlsbad students and adult chaperones served. • Raised more than $20,000 for the FY 04-05 Three-Part-Art program. • Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting over 500 participants. • Awarded 17 Community Arts Grants: 7 in the Organizations/Artist Partnerships category; 10 in the Arts Education category, resulting in the community presentation of more than 90 performances, exhibits, and special projects. • Partnered with San Diego Opera, Independent Film Society, and Carlsbad Library on a variety of public programs. • Hosted 10 youth from Sister City, Futtsu, Japan. • Provided information services via the City website, direct mail, telephone, programs, and brochures. KEY GOALS FOR 2004-05: Top-Quality Services • Strengthen the infrastructure of the Arts Office through development of new 3-year strategic plan. • Expand fund-raising activities and collaborative projects. • Promote, train, and utilize volunteers and artists in providing services for Arts Office programs. • Prepare Collection Management Plan for the City's public art holdings. Learning • Continue to work with school districts serving Carlsbad on arts education. • Continue to implement gallery arts education services for children and adults. • Offer community-wide opportunities including multi-cultural events and educational opportunities for children and adults. • Fund-raise for arts education programs at the gallery. Citizen Connection • Conduct community town forums focused on arts and culture issues. B-110 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS CULTURAL ARTS ACCTNO. 0014062/0014065/ 0014067-68/14740XX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND ARTS FUNDING TOTAL FUNDING 2001-02 ACTUAL 351,386 273,625 15,584 640,595 4.75 2,12 548,332 92,263 640,595 2002-03 ACTUAL 411,204 264,299 9,724 685,227 -:x '4,75 2,64 660,487 24,740 685,227 2003-04 BUDGET 412,390 322,994 0 735,384 5,00 2.39 701,884 33,500 735,384 2004-05 BUDGET 477,448 233,475 0 L 710,923 5.00 2.39 681,923 29,000 710,923 WORK PROGRAM: Implement the goals and policies of the City Council and City General Plan to plan, develop, and promote the visual and performing arts, and create a climate that encourages cultural and artistic development in Carlsbad enhancing educational opportunities for all segments of the community. PROGRAM ACTIVITIES: Volunteers • Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts organizations, and gallery docents and attendants. Programs • Produce eleven (11) jazz concerts in the parks. • Offer educational programs on arts and culture for children and adults. • Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. • Offer four (4) weeks of summer arts camp, three (3) weeks of Club Pelican, and four (4) weeks of Band Camp. Information • Produce a calendar/newsletter. • Produce ArtsBrag, an arts education newsletter. • Arts Info Line for up-to-date information. • Provide information, opportunities, and resources to artists, citizens, and the press. • Provide educational information on three (3) gallery exhibitions and printed materials for exhibitions. • Offer arts information on the City's Internet site. Planning • Revise and update the Arts Office's 3-year strategic plan. B-111 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS CULTURAL ARTS PAGE TWO ACCT NO. 0014062/0014065/ 0014067-68/14740XX KEY GOALS FOR 2004-05: Top-Quality Services • Develop and strengthen arts organizations and provide cultural opportunities with grant allocations. • Generate sponsorship and fund-raising activities for the Gallery, Arts Office programs, and arts education programs. • Submit grant applications to State and federal funding agencies when appropriate. • Assist Arts Associates with fund-raising efforts. • Serve on Library Foundation Board. Balanced Community Development • Operate the Cannon Art Gallery with five/six (5/6) exhibitions per year. • Provide staff assistance with the volunteer "Plein Air" event. • Operate the Sculpture Garden with two (2) exhibitions per year. Learning, Culture & Arts • Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and "By Kids, for Kids." • Produce a jazz souvenir program. • Offer 4 "Art at Jazz" hands-on art activities for children during the jazz concerts. WORKLOAD MEASURES: Delivery of Top-Quality Services 2000-01 2001-02 2002-03 2003-04 Arts Office Events/Attendance 66/51,000 42/39,000 44/57,000 45/60,000 Community Grants Awards/Applications/Budget 18/19,000 16/19,000 13/19,000 17/24,000 Educational Opportunities - Information Services 2000-01 2001-02 2002-03 2003-04 Newsletters (Issues/Distribution) 12/50,000 12/50,000 12/50,000 8/50,000 Special Publications (Per Year/Distribution) 48/60,000 52/58,000 20/48,200 16/32,000 Arts Info Line Calls (Monthly) 240 250 220 240 Diverse Economic Opportunities 2000-01 2001-02 2002-03 2003-04 Grants and Contributions $181,200 $68,950 $47,000 66,344 SIGNIFICANT CHANGES: None. B-112 PROGRAM: FUND: PROGRAM GROUP: SISTER CITY GENERAL/SPECIAL REVENUE CULTURAL ARTS ACCTNO. 0014066/0464010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SISTER CITY DONATIONS TOTAL FUNDING 2001-02 ACTUAL 0 5,890 0 5,890 0.00 0.11 5,874 15 5,889 2002-03 ACTUAL 0 3,922 0 3,922 0.00 0.11 3,992 0 3,992 2003-04 BUDGET 3,301 8,554 0 1 1 ,855 0.00 0.11 9,855 2,000 1 1 ,855 2004-05 BUDGET 3,301 9,275 0 12,576 0.00 0.11 9,176 3,400 12,576 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic. PROGRAM ACTIVITIES: Coordinate Sister City Program • Arrange, host, and conduct visits by one (1) student delegation and others as needed. • Coordinate ongoing cultural and educational exchange projects. Actively Pursue the Contribution of Funds for the Sister City Program • Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for such programs. SIGNIFICANT CHANGES: None. B-113 PROGRAM: FUND: PROGRAM GROUP: SPECIAL EVENTS SPECIAL REVENUE FUND CULTURAL ARTS ACCTNO. 1484010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 8,772 10,314 0 19,086 0.00 0.00 2002-03 ACTUAL 10,331 49,778 0 60,109 0.00 0.00 2003-04 BUDGET 11,103 25,000 0 36,103 0.00 0.00 2004-05 BUDGET 13,426 32,170 0 45,596 0.00 0.00 WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Continue Performing Arts Programming • Present eleven (11) jazz concerts in four (4) quadrants. • Produce and distribute jazz concert sponsor-funded program. Actively Pursue the Contribution of Gifts and Funds for the Arts • Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding. • Obtain advertisements for jazz concert program. • Assist Arts Associates in fundraising efforts at jazz concerts. PERFORMANCE MEASURES: • Presented eleven (11) jazz concerts in four (4) parks with an attendance total of 33,000+. • Raised over $25,000 in fundraising contributions. SIGNIFICANT CHANGES: None. B-114 PROGRAM: FUND: PROGRAM GROUP: RECREATION GENERAL/SPECIAL REVENUE RECREATION SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 2,715,158 1,704,757 225,040 4,644,955 30.00 48.92 2002-03 ACTUAL 3,077,910 1,735,281 43,665 4,856,856 • -^'5>«^3:QEl: '"""""" 50.41P 2003-04 BUDGET 3,470,030 1,903,672 5,000 5,378,702 33.00 ' WSV~rS0.91 2004-05 BUDGET 3,836,887 1,969,852 0 5,806,739 K- 33,00 "'-' 50,91 PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that live, work, and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of current recreation programs, and senior activities including youth and adult sports, special events, instructional classes, facility rentals, aquatics, nutrition, and transportation programs. Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities, and facilities. KEY ACHIEVEMENTS FOR 2003-04: • Completed the Master Plan and bid process for Hidden Canyon Community Park. • Acquired Carlsbad Unified School districts interest in the former administrative building adjacent to the Senior Center at 801 Pine Avenue. • Awarded the bid for development of Aviara Community Park ground breaking for park construction held in April 2004. • Process design plans and specifications for the Northwest Quadrant Community Park and Alga Norte Community Park. • Initiated online registration for Recreation Programs and Aquatic Programs. • Implement a sportsmanship program for all city sponsored recreation programs and outside organizations using Carlsbad sports fields and facilities. • Completed a 5-year budget forecast of recreation programming for current and future facilities. • Received numerous awards for the planning and development efforts of Carrillo Ranch, including recognition from California Parks and Recreation Society, Home and Garden TV, and the National Trust for Historic Preservation. • Assumed ownership and maintenance responsibility for an additional four-miles of the citywide trail system. • Completed redesign of the future golf course. Received project approval from the California Coastal Commission and secured required permitting from the California Department of Fish and Game. KEY GOALS FOR 2004-05: Top-Quality Services • Continue to implement the use of customer surveys to evaluate and improve customer satisfaction. • Conduct customer service training for employees. • Generate sponsorship programs and fundraising activities. • Promote the use of volunteers in providing City services. • Maintain a Capital Improvement Program (CIP) that provides for development of recreation facilities. • Annually revise the CIP Budget. • Enhance service delivery through effective location and development of recreation facilities and programs such as Aviara Community Park, Northwest Quadrant Community Park, Larwin Park, and the Citywide Trails System. • Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation. • Update the Recreation Department Strategic Plan. • Maintain an active role in supporting areas of mutual benefit between City and school districts, i.e., Joint Use Agreements for use and maintenance of activity playfields and Community Swim Complex. B-115 PROGRAM: RECREATION PAGE TWO FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY KEY GOALS FOR 2004-05 (continued): • Implement and monitor online Registration at: www.CarlsbadConnect.org for classes, camps, aquatics & more. • Provide adult sports league registration, standing and game information at: www.CarlsbadSports.org. Financial Health • Provide recreational activities, facilities, and other special events that support local businesses and enhance transient occupancy taxes (TOT) and sales tax revenue, such as the triathlon, sport tournaments, and swim meets. • Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user groups. • Provide a wide variety of revenue-generating quality recreation opportunities to the public, i.e., special events, youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals. • Provide the necessary tools required for employees to perform effectively. Learning • Prepare monthly agendas for Parks and Recreation, and for senior commissions that address relevant issues and inspire community involvement. • Continually monitor the citywide interactive web page to display current recreation opportunities over the Internet. • Provide a wide variety of instructional classes for all ages and promote educational classes through distribution of the Carlsbad Community Services and Recreation Guide three times per year. • Provide and encourage a variety of professional training opportunities to all staff members. • Create cross-training opportunities within the Recreation Department and across major service areas where feasible. Balanced Community Development • Monitor and annually report on the status of the parks performance standard of the Growth Management Plan and the implementation progress report for the Parks and Recreation element of the General Plan. Parks/Open Space/Trails • Implement a Citywide Trails Master Plan, including acquisition and development. • Support and assist, where possible, the volunteer trails development program. • Complete construction at Aviara Community Park. • Complete construction of Hidden Canyon Community Park. • Process the master planning requirements for Alga Norte Park. • Secure acquisition of 10-15 acres of park property in the Northeast Quadrant. • Complete design and specifications for the Northwest Quadrant Community Park. Complete bid process, award contract and begin construction. B-116 PROGRAM: FUND: PROGRAM GROUP: PARK PLANNING & RECREATION MANAGEMENT GENERAL FUND/SPECIAL REVENUE COMMUNITY SERVICES ACCT NO. 0014510/0014545 1404515.14945XX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2001-02 ACTUAL 606,557 299,188 13,930 919,675 7,00 0.25 912,940 6,735 919,675 2002-03 ACTUAL 723,845 285,437 8,382 1,017,664 7,00 OI75 1 ,000,694 16,970 1,017,664 2003-04 BUDGET 722,675 354,060 0 1,076,735 7^50 0.00 1,076,735 0 1,076,735 2004-05 BUDGET 842,752 307,040 0 1,149,792 7.50 0.00 1,141,092 8,700 1,149,792 WORK PROGRAM: The Park Planning and Recreation Management Division provides administrative support for the City's ongoing recreation programs and park development efforts. The Division also provides staff support to the Parks and Recreation Commission, which acts in an advisory capacity to the City Council to ensure that top-quality park facilities and recreation programs are developed and sustained for the benefit of those who live, work, and/or play in Carlsbad. PROGRAM ACTIVITIES: Parks and Recreation Commission This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to implement the intent of the Parks and Recreation element of the General Plan and advise the City Council on associated matters. • Prepare Parks and Recreation Commission Agendas and conduct meetings that address relevant issues, encourage public input, and foster public education on matters of parks and recreation and other associated civic matters. • Implement and/or process recommendations by the Commission for City Council consideration. • Provide staff support to committees of the Commission which require more detailed review of issues relating to park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines. • Conduct Commission workshops to improve the expertise and effectiveness of the Commission. Administrative Services Provide the required administrative support to a division with 33 full-time positions and approximately 50 hourly/full- time equivalent positions, which operate with a budget of approximately $4.5 million. • Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda bills, resolutions, and ordinances. Prepare and monitor departmental and individual goals and budget administration for expenditures and revenue generation. • Recommend and process personnel appointments, promotions, assignments, and disciplinary action when warranted. Provide ongoing support to management, general, and part-time employees. Implement the services of contractual employees. • Implement and maintain the strategic planning process for the Recreation Department. • Facilitate a customer service training and orientation program for all new department employees B-117 PROGRAM: PARK PLANNING PAGE TWO & RECREATION MANAGEMENT FUND: GENERAL FUND/SPECIAL REVENUE PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545 1404515.14945XX PROGRAM ACTIVITIES (continued): Park Acquisition, Planning, and/or Development Ensure adequate park acquisition, development, and rehabilitation in order to meet the park performance standards of the Growth Management Program. Provide for current and future community needs by addressing changing recreation trends. • Monitor and implement existing park agreements. • Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park development projects. • Complete the park design process for the Pine School property, bid the project, and begin construction. • Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. • Provide staff support for the development of the municipal golf course. • Develop the Aviara Community Park. • Complete the Alga Norte park design process, prepare bid documents. • Continue the actions required to create a Citywide Trail System (land acquisition, maintenance system, development, volunteers, etc.). Recreation Programs Manage the implementation, performance, and adequacies of recreation programs. • Provide a wide variety of recreation programs and special events for all segments of the population who live, work, and/or play in Carlsbad. • Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. • Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. • Prepare and distribute the Community Services & Recreation Guide three (3) times per year. • Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: None. B-118 PROGRAM: FUND: PROGRAM GROUP: RECREATION FEE SUPPORTED GENERAL RECREATION ACCT NO. 0014515, 0014521-28 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 760,940 817,415 0 1 ,578,355 10.00 24.29 2002-03 ACTUAL 959,281 881,780 1,870 1,842,931 10.00 24.64 2003-04 BUDGET 1,074,011 815,886 0 1 ,889,897 8.25 22.13 2004-05 BUDGET 1,149,515 875,202 0 2,024,717 8.25 22.13 WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing self-sustaining fee-supported programs for all segments of the population, including those that live, work, and/or play in Carlsbad. "We create community through people, parks & programs." PROGRAM ACTIVITIES: Recreation programs include: enrichment classes, family and adult excursions, youth and adult sports, special events, youth day camps, after school programs, and youth and family services. The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including program design, planning, implementation, and evaluation. • Review proposals and negotiate contracts with instructors. • Schedule facilities for programs. • Prepare and distribute marketing materials. • Evaluate programs and analyze data on an ongoing basis. • Prepare financial and revenue reports. • Research and implement program opportunities. WORKLOAD MEASURES: Conduct fee market studies on an ongoing basis. Coordinate with school districts for youth and teen programming. Recruit, train, and reward volunteers. Generate program sponsors. Utilize sports professionals to enhance program quality. Provide scholarships for Carlsbad resident youths. Actuals 2002-03 Estimated 2003-04 Projected 2004-05 Enrichment Classes Conducted Enrolled Revenue Dayt rippers Trips Conducted Participants Revenue Camps Camps Participants Revenue 1,650 16,700 $427,000 8 350 $23,000 80 1,550 $152,000 1,650 16,700 $427,000 10 425 $35,000 73 1,280 $111,000 1,650 16,700 $538,000 10 430 $36,000 75 1,400 130,000 Youth Sports Teams Participants Spectators Revenue Adult Sports Teams Participants Spectators Revenue Actuals 2002-03 64 1,100 14,000 $36,000 328 5,100 30,000 $85,000 Estimated 2003-04 70 1,150 15,000 $36,500 330 5,150 30,000 $92,000 Projected 2004-05 70 1,150 15,000 $35,500 332 5,200 30,100 $95,000 B-119 PROGRAM: FUND: PROGRAM GROUP: RECREATION FEE SUPPORTED GENERAL RECREATION PAGE TWO ACCTNO. 0014515,0014521-28 WORKLOAD MEASURES (continued): Actuals 2002-03 Pre-school Classes Conducted 177 Enrolled 1,900 Revenue $139,046 Estimate 2003-04 Projected 2004-05 Actuals 2002-03 Estimate 2003-04 Projected 2004-05 184 2,024 $146,160 184 1,900 $157,122 Special Events Events Participants Revenue 7 25,000 $85,000 10 28,000 $104,000 10 28,000 122,000 17 Fields Maintained Stay 'n' Play Weeks Participants Revenue KEY GOALS FOR 2004-05: 17 36 7,200 $2,245 36 4,680 $15,512 36 4,680 $15,480 Kids Camp Camps Participants Revenue Community Volunteers 19 Volunteers 1,200 1,300 1,600 Hours 10,500 11,000 17,000 12 12 12 1,500 1,500 1,500 $118,238 $123,500 $123,520 Top Quality Services • Continue to implement the Recreation Department's Strategic Plan. The Strategic Plan will enhance access to open space, provide safe places to gather, create life-long learning opportunities, and build a stronger community. • Conduct customer service training for all staff to broaden their knowledge and improve service delivery. • Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. Financial Health • Recruit, train, and recognize volunteers through an annual awards program in order to improve service quality and reduce program costs. • Recruit and maintain program sponsors to promote local businesses and reduce operational costs. • Provide a wide variety of revenue-generating quality recreation opportunities that support local businesses and enhance transient occupancy taxes (TOT) and sales tax opportunities. • Promote cooperative fundraising projects such as "Clean Sweep" to provide volunteer assistance in the community and raise funds for scholarship programs. • Respond to the needs of the citizens for program activities and cost savings. Learning • Collaborate with school districts to provide City and school facilities for youth programs including teen dances, Stay 'N' Play and Grad Nile. • Promote educational classes and programs for the community through the Community Services brochure. • Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. SIGNIFICANT CHANGES: • Special events promote the target issues addressed in the Department's Strategic Plan, promoting strong families and safe places to gather, with an emphasis on teens. • On-line registration for aquatics classes in Spring 2004 and enrichment classes Fall 2004. They include B-120 PROGRAM: FUND: PROGRAM GROUP: RECREATION - AQUATICS GENERAL RECREATION ACCTNO. 0014520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 294,796 107,175 149,033 551,004 2.00 7.25 2002-03 ACTUAL 340,500 123,889 436 464,825 3.00 6.89 2003-04 BUDGET 334,899 138,892 0 473,791 2.47 7.50 2004-05 BUDGET 358,070 132,969 0 491 ,039 2.47 7.50 WORK PROGRAM: The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers comprehensive instruction and training, competition, and recreational swimming to all segments of the population who live, work, and/or visit in Carlsbad. The pool was closed 11/10/03 - 12/07/03. PROGRAM ACTIVITIES: Lessons/Training Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities; provide education and training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County certification/training site for men and women wishing to qualify for employment at public swimming pools. Fun and Fitness Provide opportunities for recreational swimming, fitness lap swimming, and family-oriented aquatic special events. WORKLOAD STATISTICS: Actual 2001-02 Actual 2002-03 Estimate 2003-04 Projected 2004-05 Instructional Lessons Lane/Hours Classes Conducted Registered, Resident Registered, Non-Resident Revenue Carlsbad High School P.E. Lane/Hours Participation Recreation and Lap Swim Lane/Hours Daily Admissions • Youth • Adult • Season Pass Administration • Revenue 2,053 241 1,508 36 $36,500 664 1,661 16,228 6,269 8,061 17,189 $50,296 2,410 250 1,106 56 $43,100 925 2,477 18,830 5,770 9,196 20,794 $54,183 2,420 270 1,510 56 $50,500 1,400 3,500 18,200 6,200 8,900 20,000 $66,000 2,250 270 1,510 56 $50,500 1,400 3,500 18,200 6,200 8,900 20,100 $66,000 B-121 PROGRAM: FUND: PROGRAM GROUP: RECREATION-AQUATICS GENERAL RECREATION PAGE TWO ACCTNO. 0014520 WORKLOAD STATISTICS (continued): Carlsbad Swim Masters Lane/Hours Participation Revenue Aquatic Exercise Lane/Hours Participation Revenue Carlsbad High School Teams Lane/Hours Participation Revenue North Coast Aquatics Lane/Hours Participation Revenue North Shore Aquatics (Girls Age Group Water Polo) Lane/Hours Participation Revenue Carlsbad Water Polo (Boys Age Group Water Polo) Lane/Hours Participation Revenue Actual 2001-02 2,933 10,927 $35,474 199 1,068 $3,558 3,947 6,636 $21,007 2,210 7,668 $6,238 818 522 $2,696 1,047 4,327 $7,210 Actual 2002-03 3,448 12,476 $40,522 188 807 $2,770 4,865 6,676 $26,797 2,833 8,572 $7,082 159 239 $603 725 1,488 $10,307 Estimate 2003-04 3,000 12,500 $40,200 0 0 $0 3,750 7,000 $27,000 2,800 8,500 $12,000 $100 $100 $500 1,000 2,550 $5,000 Projected 2004-05 3,400 12,500 $42,600 0 0 $0 4,000 7,500 $27,000 2,800 8,500 $14,000 100 100 $500 1,000 2,550 $5,000 KEY GOALS FOR 2004-05: Top Quality Services • Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis. Learning • Promote and support continuous aquatic and safety training opportunities within the community and the City organization. • Continue the "Aquatic Trainee" program to help ensure continued qualified staffing of aquatic programs. SIGNIFICANT CHANGES: None. B-122 PROGRAM: FUND: PROGRAM GROUP: RECREATION - AGUA HEDIONDA LAGOON PERMITS GENERAL RECREATION ACCTNO. 0014530 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 10,236 1,523 0 1 1 ,759 0.00 0.50 2002-03 ACTUAL 4,188 1,538 0 5,726 0.00 0,50 2003-04 BUDGET 24,408 3,332 0 27,740 0.53 0.00 2004-05 BUDGET 27,940 2,712 0 30,652 0.53 0,00 WORK PROGRAM: Provides for the Agua Hedionda Lagoon Permits Program. This program reduces the City's liability exposure by requiring all vessels to obtain a valid City use permit. Aquatics staff now provides support to this function. PROGRAM ACTIVITIES: Permits Issue annual lagoon use permits, verify and monitor DMV registration, and coordinate with the Police Department to publish and distribute information regarding use, rules, and regulations of the lagoon. Snug Harbor launches 400. WORKLOAD STATISTICS: • Annual Permits • Daily Permits • Revenue Actual 2002-03 290 240 $18,500 Estimated 2003-04 Projected 2004-05 290 200 240 2400 $18,500 $16,000 SIGNIFICANT CHANGES: None. B-123 PROGRAM: FUND: PROGRAM GROUP: RECREATION OPERATIONS GENERAL RECREATION ACCTNO. 0014540,0014541, 0014542,0014543, 0014544 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 731 ,945 146,121 62,077 940,143 8.00 9.63 2002-03 ACTUAL 770,783 147,961 22,660 941 ,404 10.00 10.13 2003-04 BUDGET 947,816 190,684 5,000 1,143,500 11.80 13.28 2004-05 BUDGET 1 ,054,379 193,074 0 1 ,247,453 11.80 13.28 WORK PROGRAM: This division provides operational support for the Recreation Department, including the operation of Leo Carillo Ranch Historic Park, three community centers, and City facilities used by a variety of City departments and the general public for recreational use and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by the City and school districts serving the Carlsbad population. PROGRAM ACTIVITIES: Information and Enrollment Services Staff provides information and registration services to the public on Recreation Department programs and facilities. • Enroll participants via phone, mail, online, and in-person for classes, special events, and sports leagues. • Collect and account for program revenue. • Provide ongoing information and referral to the community. • Online registration will be available for Aquatics in the summer, enrichment classes and facility rentals in the fall. Facilities Operation Staff coordinates public use of recreational facilities. • Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums, and tennis courts. • Crews maintain ball fields at school sites and Community Centers and other park areas. • Staff coordinates classes, meetings, dedications, and other functions at Community Centers and additional City facilities. • Attendants attend to customer service issues and provide general clean-up and associated maintenance at facilities. • Staff is dedicated to providing excellent customer service as well as promoting "good sportsmanship" during all programs and events. Supervision Supervisory staff coordinates operations of the Community Centers and satellite facilities. • Staff recruitment and development. • Provides staff training. • Serves as liaison to various community organizations and Citywide committees. • Responds to customers' concerns and requests. WORKLOAD MEASURES: Reservations Processed: Number of Facility Users: Revenue: Number of Fields Maintained: (Aviara will have 2 fields) Actual 2001-02 3,282 970,000 $120,963 17 Actual 2002-03 3,200 1,100,000 $128,000 17 Estimate 2003-04 3,200 1,400,000 $175,000 17 Projected 2004-05 3,264 1,428,000 $180,250 19 B-124 PROGRAM: RECREATION OPERATIONS PAGE TWO FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014540,0014541, 0014542,0014543, 0014544 KEY GOALS FOR 2004-05: Top-Quality Services • Review and build upon the Recreation Department's Strategic Plan. The Strategic Plan will enhance access to open space, provide safe places to gather, create life-long learning opportunities, and build a stronger community. • Conduct customer service training for employees to broaden their knowledge and improve service delivery skills. • Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. • Monitor and maintain the Capital Replacement Program to provide safe, top-quality equipment at all recreation facilities and conform to City budget standards. • Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to ensure customer satisfaction of Carlsbad field users. • Encourage and educate our volunteers to meet the needs of the citizens of Carlsbad at our facilities and events. Balanced Community Development • Prepare and distribute a marketing packet that promotes Carlsbad hotels, restaurants, amenities, and City facilities to all non-resident athletic groups that use Recreation Department facilities. • Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to private sector facilities. SIGNIFICANT CHANGES: • Synthetic turf was installed at the Poinsettia Community Park soccer field and will make that site available for year-round play. B-125 PROGRAM: FUND: PROGRAM GROUP: TRAILS GENERAL RECREATION / GENERAL SERVICES ACCTNO. 0015023 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 0 0 0 0.00 0.00 2002-03 ACTUAL 739 0 0 739 0.00 0.00 2003-04 BUDGET 53,525 16,400 0 69,925 0.50 0.50 2004-05 BUDGET 61,050 15,219 0 76,269 0.50 0.50 WORK PROGRAM: Community Services and Park Development will assist the trails committee in developing and maintaining the Citywide trails program. PROGRAM ACTIVITIES: Trail Maintenance Plan • Maintain existing and proposed Citywide trails with the assistance of trail volunteers. PERFORMANCE OBJECTIVES: Trail Management and Maintenance Program • Maintain existing trails in accordance with trail maintenance plan. • Assist and monitor trail volunteers in the maintenance and construction of Citywide trails. Project Processing • Continue processing acceptance agreements from previously rejected Irreversible Offers of Dedication (IOD) for the Citywide trail easements. SIGNIFICANT CHANGES: None. B-126 PROGRAM: FUND: PROGRAM GROUP: SENIOR PROGRAMS GENERAL/SPECIAL REVENUE RECREATION ACCTNO. 0014570-0014574 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE: DONATIONS SPECIAL REVENUE: GRANTS TOTAL 2001-02 ACTUAL 310,684 333,335 0 644,019 3.00 7.00 401,419 35,557 207,043 2002-03 ACTUAL 278,574 294,676 10,317 583,567 3.00 7.50 558,142 25,425 0 2003-04 BUDGET 312,696 384,418 0 2004-05 BUDGET 343,181 443,636 0 697,114| 786,817 1.95 7.50 697,114 0 0 644,019| 583,567] 697,114 1.95 7.50 786,817 0 0 786,817 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Education/Learning Arrange for classes, seminars, and other learning opportunities on topics pertinent to the concerns and interests of the aging population and coordinate computer classes to teach the basics of computers (i.e., "Windows"). • Continue computer lab with open hours for seniors to drop in and receive training and technical advice. • Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. • Provide ongoing information and referral to community resources. • Provide ongoing classes in computer usage (e-mail, Internet, etc.). Recreation Offer excursions, special events, and activities of particular interest to the mature adult, which promote social interaction. • Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group, PC Users Groups, Writers Groups, Discussion Groups, etc. • Provide day trips to local attractions, utilizing rented buses as well as public transportation (i.e., the Coaster, Trolley, etc.). Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independent lifestyle. • Offer tax assistance to over 500 seniors. • Arrange for free legal advice for over 200 seniors. • Arrange for assistance with health insurance decisions. Health Services Arrange for screenings, services, classes, and lectures that promote healthy living. • Monthly blood pressure checks, glucose and diabetes testing, and cholesterol testing. • Flu shots. • Provide a minimum of four "special" health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc. • Continue offering body conditioning, exercise yoga, and dance for seniors. B-127 PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERAL/SPECIAL REVENUE ACCTNO. 0014570-0014574 PROGRAM GROUP: RECREATION PROGRAM ACTIVITIES (continued): Senior Grants • Provide a minimum of 30,000 nutritious lunches. • Provide a minimum of 10,000 delivered meals to the homes of Carlsbad's frail seniors. • Provide over 8,500 rides to seniors who have limited means of getting to the Senior Center, shopping, medical visits, and other necessary appointments. • Provide nutrition education and special events focused on lunchtime activities. Administration Coordinate all operations of the Senior Center: staffing, volunteer recruitment, facility rentals, and grants management. • After-hours facility rentals. • Staff scheduling. • Volunteer recruitment and training. • Budget management. • Senior Commission. Senior Center Operations • Over 30,000 seniors walk through its doors on an annual basis. Some participate in the activities provided including the Nutrition program. It provides an opportunity for lifelong learning, a safe place to gather, and promotes a healthy lifestyle. Transportation • The transportation program provides an open door to the community servicing over 9,000 Carlsbad seniors who have no other means of transportation. The program allows seniors to attend medical appointments. Over 20 participants are picked up daily to participate in the Nutrition program. Congregate • The congregate population participating in the Nutrition program exceeds 30,000 dinners annually. A hot, nutritiously balanced meal is provided along with socialization, music, and fun! Meals are served Monday through Friday and exclude all holidays except Thanksgiving. An average of 125 seniors participate daily. Home Meal • The Home Meal program provides a hot lunch to over 10,000 homebound seniors throughout Carlsbad. Over 20 volunteer drivers provide the transportation to get these meals delivered. Fee Supported • This new organizational design allows us to offer programs and services for a fee. Over 50 trips are scheduled accommodating over 2,250 adventurous seniors. Enrichment classes, seminars, and other learning opportunities on topics pertinent to the concerns and interests of the aging population. SIGNIFICANT CHANGES: None. B-128 \mmmmm av£HR WHSSP"*^ • • PROGRAM: FUND: PROGRAM GROUP: PUBLIC WORKS VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 12,236,371 28,327,195 1 ,423,467 41 ,987,033 189.75 13.60 2002-03 ACTUAL 13,217,353 29,820,397 1 ,542,467 44,580,217 193.85 14.20 2003-04 BUDGET 14,480,883 35,843,163 1,072,745 51,396,791 194.75 15.45 2004-05 BUDGET 16,276,309 34,046,010 2,271,100 52,593,419 194.75 15.45 Maintenance & Operations 58% PW Admin 2%Engineering Services 14% General Services 23% Storm Water Protection 3% B-129 PROGRAM: FUND: PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION GENERAL PUBLIC WORKS ADMINISTRATION ACCTNO. 0016010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 361,950 130,114 0 492,064 3,50 0.00 2002-03 ACTUAL 548,763 208,660 0 757,423 6,40 0.00 2003-04 BUDGET 574,135 225,897 0 800,032 V-< -,'^6.30 0.00 2004-05 BUDGET 668,601 201,133 0 869,734 ^ i 6.30 '•'• 0.00 WORK PROGRAM: Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget, fiscal, and personnel matters; coordinate programs with local, State and federal governments; and support City boards, committees and commissions. Public Works includes Engineering Services, Environmental Programs (Storm Water Protection, Solid Waste Management), General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, and Street Lighting. PROGRAM ACTIVITIES: Budget Preparation and Management • Coordinate department budget activities. • Prepare and report on quarterly activities. Performance Measurement • Coordinate benchmarking partnerships with other cities and agencies. • Collect, analyze, and report data from both the benchmarking partners and the Public Works Department. • Encourage an environment of continuous improvement and learning. Strategic Planning • Implement strategic plan and Public Works programs to meet current and long-range goals. • Take active role in development of Service Plan. Maintenance Management and Quality Control • Continue development of comprehensive systems inventory, maintenance standards, and work reporting system. Education and Outreach • Coordinate a variety of outreach activities including Public Works Week, Water Awareness Month, Citizens' Academy, etc. • Outreach and education related to storm water and other specialized areas as needed. KEY ACHIEVEMENTS FOR 2003-04: • Implemented second phase of the Computerized Maintenance Management System. • Continued second year of Service Plan Strategy that actively identifies possible cost-saving opportunities and ideas for improvement. • Further developed Benchmarking Program into the Public Works Performance Measurement Program. B-130 PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 KEY GOALS FOR 2004-05: Communication • Public Works Education and Outreach: Increase citizen awareness about Public Works, educate them on what we do and how well we do it, and improve our image. • Public Works Website: Enhancement of website Environmental Programs. SIGNIFICANT CHANGES: None. B-131 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCT NO. 0015710/5x15710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND WATER ENTERPRISE SEWER ENTERPRISE TOTAL FUNDING 2001-02 ACTUAL 3,935,758 1,670,682 55,183 5,661,623 52.20 1.001 4,312,623 674,500 674,500 5,661,623 2002-03 ACTUAL 4,135,843 2,299,441 30,528 6,465,812 ""•"-': -"^70 •---~ -1;Q$ 5,652,977 349,519 463,316 6,465,812 2003-04 BUDGET 4,469,154 1,624,508 0 6,093,662 51.20 100 5,210,161 503,596 379,905 2004-05 BUDGET 5,063,532 2,296,293 0 7,359,825 51.10 1.00 6,262,145 625,000 472,680 6,093,662| 7,359,825 WORK PROGRAM: The Engineering Department supports the City Council's goals by providing high-quality service in transportation, water supply, sewer collection, storm water control, parks, and general engineering, project management, front counter operations, and construction inspection. The Engineering Department provides services to the public and other City departments through preparation and processing of planning, design, preparation of construction documents and performing transportation studies. The department is also responsible for ensuring that private development and public improvements are properly designed, constructed, and inspected while maintaining public safety and the well-being of the community. PROGRAM ACTIVITIES: Administration • Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives, provide administrative and clerical support to all divisions, ensure that the management reporting system is accurately maintained and generates all reports on schedule, and provide accurate records filed in a standardized and efficient manner. Development Services • Provide comprehensive engineering input for all land use development applications; process engineering development plans and maps in a professional manner, maintaining high-quality and meeting production goals; ensure engineering questions related to land development are answered in a timely and friendly manner. Planning and Programs • Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update existing facility impact fee programs, and assist developers with the formation of finance districts to fund major public improvements. Administer and coordinate engineering activities for beach erosion, lagoon dredging, growth management monitoring, special districts program, and facility mapping. Design • Design citywide capital improvement projects including parks, roadways, storm water systems, domestic and recycled water systems, and sewer systems; develop and maintain programs in pavement management, markouts, water resource development, domestic water and recycled water systems, sewer systems, and storm water systems. For each of these programs, Design provides a variety of services including planning, water quality investigations, technical engineering assistance, mapping, and facility location. Transportation • Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in maintaining optimum traffic signal operations. Review traffic control plans, signing and striping plans, and traffic signal plans; review development project submittals; provide interdepartmental coordination of various issues; and staff the Traffic Safety Commission. B-132 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING PAGE TWO GENERAL/WATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCTNO. 0015710/5x15710 PROGRAM ACTIVITIES (continued): Construction Management and Inspection • Perform construction management, administration, and inspection for private grading agreements, development improvement agreements, and capital improvement projects through the application of uniform practices and policies; ensure construction of high-quality improvements; and minimize inconvenience to the public while ensuring safe construction work sites. WORKLOAD STATISTICS: Total Capital Improvement Program Appropriations $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 DNew D Carry Forward FYOO-01 FY01-02 FY 02-03 FY 03-04 (Est.) KEY ACHIEVEMENTS FOR 2003-04: Rancho Santa Fe Road South from Olivenhain Road to Encinitas completed. Slurry seal overlay and reconstruct 20 miles of City streets. El Fuerte Road south of Palomar Airport Road under construction. Completed 4 mgd Carlsbad Water Recycling Facility. Completed Poinsettia Lane Reach C. Completed Poinsettia Lane Reach F&G. Poinsettia Lane East of El Camino Real under construction. Cannon Road Reach 3 and College Boulevard Reach C nearing completion. Faraday Avenue Extension from Orion to Melrose design completed. El Camino Real Widening Cougar to Jackspar under design. Jefferson Street sidewalk under construction. Completed Rancho Santa Fe Road Phase I (La Costa Avenue to San Elijo Road). Rancho Santa Fe Road Phase II under construction. Bressi Ranch mass grading is nearing completion. Tentative maps for all residential subdivisions are approved. Villages of La Costa at the Oaks and at the Greens under construction. Kelly Core Area completed with many homes built. Buena Vista Creek Channel EIR design completed. Twin D Pump Station under construction. Foussat well abandonment completed. El Camino Real transmission main Cassia to Palomar Airport Road design completed. El Camino Real Sewer (Tamarack to Chestnut) under construction. Mahr Reservoir improvements design completed. Recycled Water pipelines: Poinsettia, Alga, Melrose, El Camino Real, Industrial Parks, Cannon, College, Bressi Ranch, Paseo del Norte, under construction. Encina Flow Equalization Tanks and Pump Station under construction. B-133 PROGRAM: ENGINEERING PAGE THREE FUND: GENERAL/WATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 0015710/5x15710 KEY ACHIEVEMENTS FOR 2003-04 (continued): Batiquitos Lift Station Phase I design completed. Cannon Road Lift Station under construction. Fire Station No. 5 storage building and skate park restroom under construction. Completion of sewer and drainage master plan and fee program updated. Establishment of financing program to fund City's Storm Water Pollution Protection Activities. Designed seven traffic signals. KEY GOALS FOR 2004-05: Transportation/Circulation • Continue work toward the construction of major road projects including: College Reach A, Cannon Reach 4, Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane Reach E. Parks/Open Space/Trails • Complete permitting and design of Coastal Rail Trail in preparation for construction in FY2004. • Jefferson Street Sidewalks under construction. Water • Construct recycled water transmission pipelines, and pump stations to distribute water from the Phase II recycled water program. • Construct El Camino Real Transmission Main Replacement (Cassia to Palomar Airport Road). • Construct El Camino Real Transmission Main Replacement (Faraday to Cougar). • Construct Cannon Road Lift Station. • Construct Forest Avenue Sewer. • Begin construction of Lake Calavera Improvements. Planning and Programs • Completion of GIS inventory for Storm Drain, Sewer and Parks Facilities. • Completion of Traffic Impact Fee Update. • Initiation of Drainage Master Plan at planned local Drainage Area Fee program update. Environmental Management • Update Storm Drain Master Plans per the growth management data and National Pollutant Discharge Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local Drainage Area fees are adequate for the existing rate of growth and future buildout. SIGNIFICANT CHANGES: • Plan check and Inspections have risen sharply over the past two years, due to development activity. B-134 PROGRAM: FUND: PROGRAM GROUP: GENERAL SERVICES VARIOUS GENERAL SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/RE POSITIONS 2001-02 ACTUAL 3,205,353 4,590,139 1,208,246 9,003,738 .->:S7,25 12,10 2002-03 ACTUAL 3,508,808 4,657,402 1,394,422 9,560,632 58,25 12.45 2003-04 BUDGET 3,965,545 5,721,491 914,345 10,601,381 59.25 --^----^3.85 2004-05 BUDGET 4,448,356 5,344,705 2,151,100 11,944,161 60.25 13.85 PROGRAM GROUP DESCRIPTION: The City's General Services Department is responsible for the preventative maintenance and repair of parks, school athletic fields, City buildings and vehicles, public street trees, and medians. PROGRAM ACTIVITIES: Vehicle Replacement 9% Vehicle Maintenance 19% Trees 7%Medians 5% Parks 33% Facilities 27% KEY ACHIEVEMENTS FOR 2003-04: Parks Maintenance Replaced the asphalt basketball court with concrete at Cannon Park. Installed new synthetic turf and stairways at Poinsettia Park. Completed structural repairs to the shelter covering the stagecoach ruins at Stagecoach Park. Replaced two picnic wood trellis shade covers. Installed a new stairway access to Stagecoach Tennis Courts. Finished repairing and refurbishing the downtown fountain. Street Tree Maintenance • Completed installing a new irrigation system at Hosp Grove. • Implemented a Pilot Tree Pruning Program. • Pruned approximately 1,500 trees. • Planted 300 trees and performed clean-up activities as part of the Management & Rehabilitation Plan for Hosp Grove. B-135 PROGRAM: GENERAL SERVICES PAGE TWO FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY KEY ACHIEVEMENTS FOR 2003-04 (continued): Median Maintenance • Executed a city wide median maintenance contract. Facilities Maintenance Completed roof repairs at the Calavera Community Center and Kruger House. Finished applying new exterior paint at Harding Community Center. Installed a new HVAC unit at Harding Community Center. Executed a new preventive maintenance and repair contract for the City HVAC system. Installed a new HVAC unit at Safety Center dispatch to provide uninterrupted services. Executed a city wide window cleaning and maintenance contract. Executed a city wide carpet and upholstery cleaning contract. Executed a building electrical maintenance contract. Implemented a maintenance cost savings program by replacing live plants with silk plants. Vehicle Maintenance • Implemented a Pilot Mobile Mechanic Program. • Designed and distributed a report card system informing customers of the work performed on their vehicle. • Finished installing fuel island containment basins. • Ninety eight percent (98%) of fleet vehicles are available for use. Vehicle Replacement • Fifty-eight vehicles met the replacement criteria. Of the 58 vehicles, 21 were replaced in the new City's fleet. Eight of the 21 vehicles were downsized. • Purchased one hybrid vehicle. • Purchased three off-road motorcycles and two compact pick up trucks that are additions to the City's fleet. KEY GOALS FOR 2004-05: Top-Quality Services • Fully implement the Computerized Maintenance Management System (CMMS) into the Parks Maintenance and Street Trees and Median Divisions. Includes the creation and revision of written work order administrative procedures, and training of appropriate administrative and field staff on the CMMS. • Develop and implement pilot programs for each division that will identify new opportunities for efficiencies either through consolidation, process improvement, and/or contracting. • Achieve Facilities performance measurement benchmark for completing priority three and priority four work orders by implementing the Action Plan in the 2003 State of Effectiveness Report. Begin pilot program to increase downtown maintenance activities. Installation of synthetic turf at fields 1 and 2 of Stagecoach Park. Complete safety modifications, renovations and upgrades at various city facilities. Improve response times for low priority work orders in facilities. Implement a program that replaces obsolete equipment on a regular scheduled basis. Environmental Management • Reduce energy usage by 3% and fuel consumption by 1% (3,000 gallons) to improve air quality that will ensure a higher quality of life in the community. B-136 PROGRAM: FUND: PROGRAM GROUP: PARK MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015020 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,183,714 1 ,490,283 18,394 2,692,391 20.15 7,35 2002-03 ACTUAL 1,301,296 1,631,238 194,914 3,127,448 21,35 7.15 2003-04 BUDGET 1,610,422 1 ,872,459 49,795 3,532,676 23.75 9.85 2004-05 BUDGET 1,857,150 1,699,944 0 3,557,094 24.75 9.85 WORK PROGRAM: Maintain, preserve, and enhance 315 acres of park facilities, school athletic fields, beach accesses, and landscapes at various civic facilities. This includes the maintenance of eight community parks and 26 special use areas. Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as community groups. The total acreage of park sites maintained includes 20 acres at Leo Carrillo Ranch Park. PERFORMANCE MEASUREMENTS: • Benchmark Ninety percent (90%) of ratings are at or above 7 on a 10-point scale. Result Eighty-three percent (83%) of ratings were at or above 7 on a 10-point scale. • Benchmark The annual park maintenance cost per acre will not exceed $9,692. Result The annual park maintenance cost per acre is $10,305. • Benchmark Ninety percent (90%) of respondents rate park maintenance as good or excellent on the City of Carlsbad public opinion survey report. Result Ninety-four percent (94%) of respondents rated park maintenance as good to excellent on the City of Carlsbad public opinion survey report. • Benchmark Ninety percent (90%) of customers rate park maintenance as good or excellent on the City of Carlsbad Recreation survey. Result Eighty-five percent (85%) of customers rate park maintenance as good or excellent on the City of Carlsbad Recreation survey PROGRAM ACTIVITIES: Turf and Landscape Maintenance • Direct management of 112 acres of turf and 203 acres of landscaping. Duties include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation, edging, aerating, re-seeding, irrigation programming maintenance, equipment maintenance, and contract administration for landscape services. B-137 PROGRAM: FUND: PROGRAM GROUP: PARK MAINTENANCE GENERAL GENERAL SERVICES PAGE TWO ACCTNO. 0015020 PROGRAM ACTIVITIES (continued) Restroom Maintenance/Litter Control/Picnic Area Services • Inspect, maintain, clean, paint, and repair 9 separate restroom facilities (as well as 8 portable units) 7 days per week. Cleaning, restocking, sanitizing, painting, and plumbing repairs comprise the duties of this activity. Also associated with this activity is litter control. All parks, beach accesses, and beach areas are cleaned 4+ times weekly to remove all litter and service all trash receptacles. Court/Field/Tot Lot Maintenance • Maintain 22 tennis courts, 14 basketball courts, 16 soccer fields, and 30 softball/baseball fields. All athletic courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspections/repairs, and paving surface inspections. In addition, this activity includes weekly maintenance of all tot lots in the City. This includes sand raking/leveling, sand rototilling, play equipment inspection and repair, and the necessary documentation of such actions. Irrigation Maintenance • Maintain all landscape irrigation systems of City facilities. This includes programming over 103 different controllers, with over 1,476 valves. Duties include replacement, repair, trouble shooting, and data entry/programming using the centralized irrigation system. Open Space Maintenance • Provide maintenance activities to City-owned open space and areas of additional maintenance responsibilities. Duties include trash removal, clean-up, and weed abatement. Miscellaneous Maintenance/Repair and Special Requests • These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play equipment, and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the community for turf installation, sculpture installation, various redevelopment requests, and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of park maintenance activities. WORKLOAD STATISTICS: Maintenance Activities Performed (Total Hours) Sites Maintained Q- E SIGNIFICANT CHANGES: The Associate Engineer position was transferred from the Engineering Department budget to the Parks Maintenance budget to fund a new Parks Superintendent position. B-138 PROGRAM: FUND: PROGRAM GROUP: FACILITIES MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015060 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 979,530 1,165,241 1,133 2,145,904 20.40 1.50 2002-03 ACTUAL 1 ,090,623 1,195,532 57,313 2,343,468 20.60 2.05 2003-04 BUDGET 1,255,868 1,526,047 21,550 2,803,465 20.60 3.00 2004-05 BUDGET 1 ,376,690 1,419,325 191,000 2,987,015 20.60 3.00 WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to the community. PERFORMANCE MEASURES: • Benchmark Ninety percent (90%) of ratings are at or above 7 on a 10-point scale. Result Eighty-nine percent (89%) of ratings were at or above 7 on a 10-point scale. • Benchmark Carlsbad Facilities maintenance cost per square foot will be in the lowest one-fourth of government institutions ($6.57 or less). Result Carlsbad Facilities maintenance cost per square foot is $5.66. • Benchmark Ninety percent (90%) of internal surveys returned indicate overall service by Facilities Maintenance as good to excellent in all survey categories. Result Eighty-three percent (83%) of internal surveys returned indicated the overall service by Facilities Maintenance as good to excellent in all survey categories. • Benchmark Ninety percent (90%) of Emergency work orders completed within 24 hours; ninety percent (90%) of High Priority work orders completed within 72 hours; ninety percent (90%) of Medium Priority work orders completed within 20 days; ninety percent (90%) of Low Priority work orders completed within 30 days. Results Ninety-seven (97%) of Emergency work orders completed within 24 hours; ninety-eight percent (98%) of High Priority work orders completed within 72 hours; ninety-two percent (92%) of Medium Priority work orders completed within 20 days; seventy-four percent (74%) of Low Priority work orders completed within 30 days. B-139 PROGRAM: FUND: PROGRAM GROUP: FACILITIES MAINTENANCE GENERAL GENERAL SERVICES PAGE TWO ACCTNO. 0015060 PROGRAM ACTIVITIES: Building Maintenance • Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing, and painting. Custodial Services • Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance • Prepare and administer contracts for all building maintenance services (i.e., HVAC, plumbing, electrical, construction projects, and custodial services). Property Management • Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property owners to ensure facilities meet City requirements. WORKLOAD STATISTICS: Total Work Orders 1,188 Facilities Maintenance Services 708 66% In-House FY03 FY04(Est) 34% Contract SIGNIFICANT CHANGES: None. B-140 PROGRAM: FUND: PROGRAM GROUP: STREET TREE MAINTENANCE MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 1605023 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE fOSITfONS 2001-02 ACTUAL 374,930 267,871 0 642,801 5.90 1.75 2002-03 ACTUAL 391,218 283,378 0 674,596 5.90 1.75 2003-04 BUDGET 373,972 324,007 0 697,979 5.40 0.75 2004-05 BUDGET 417,887 324,795 0 742,682 5.40 0.75 WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way, and provides maintenance services in Carlsbad's downtown Village, beach accesses, open space areas, and at City facilities. PROGRAM ACTIVITIES: Street Trees • This division program provides maintenance for over 15,000 trees on City right-of-ways. The maintenance consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to over 900 street tree work orders/requests, removes approximately 25 trees, and plants over 400 trees annually to help meet the City Council's tree policy. Contractual Tree Maintenance • This program provides an ongoing program for contracting, administering, and overseeing the street tree maintenance program beyond the scope of the division. WORKLOAD STATISTICS: 1457 350 Trimmed Removed Planted SIGNIFICANT CHANGES: Implemented a new Pilot Tree Pruning Program to assess the effectiveness, quality, customer service and cost of grid pruning the City's trees. B-141 PROGRAM: FUND: PROGRAM GROUP: MEDIAN MAINTENANCE MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 1615024 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 190,742 343,159 0 533,901 2.90 1.50 2002-03 ACTUAL 202,602 334,181 0 2003-04 BUDGET 139,994 364,847 0 536,783| 504,841 2.50 1.50 1.60 0.25 2004-05 BUDGET 148,774 400,595 152,100 701 ,469 1.60 0.25 WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and redevelop landscape improvement areas. PROGRAM ACTIVITIES: Medians • Maintain on a weekly basis over 56 acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning, planting, pesticide application, removals, replanting, and irrigation repair/adjustment. Contractual Median Maintenance • Provide ongoing program for contracting, administering, and overseeing median maintenance for over 43 acres of City medians. Streetscape Maintenance • Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain, pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with Streetscape improvements. WORKLOAD STATISTICS: Acres Maintained 90% Contract 10% In-House SIGNIFICANT CHANGES: Funds are included in FY05 budget to replace drip irrigation system on College Avenue, between El Camino Real and Palomar Airport Road, with an above ground sprinkler system. B-142 PROGRAM: FUND: PROGRAM GROUP: LIGHTING & LANDSCAPING DISTRICT No. 2 MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 164XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL HIVE POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 0 0 2002-03 ACTUAL 0 0 0 2003-04 BUDGET 0 0 0 2004-05 BUDGET 0 28,205 0 0| 0| 0| 28,205 0,00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 WORK PROGRAM: Lighting & Landscaping District No. 2 is for new developments in the City. It is to pay for the costs of streetlights, street trees and medians within those areas. PROGRAM ACTIVITIES: Each development within District No. 2 will be considered a separate zone, with their own assessment based on the costs for that particular area of the City. The first four zones in District No. 2 are Calavera Hills II, Kelly Ranch, the Oaks South, and the Thompson/Tabata developments. SIGNIFICANT CHANGES: This is the first year for Lighting & Landscaping District No. 2. B-143 PROGRAM: FUND: PROGRAM GROUP: VEHICLE MAINTENANCE INTERNAL SERVICE GENERAL SERVICES ACCTNO. 6205060 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 476,437 1,154,618 9,597 1,640,652 7.90 0,00 2002-03 ACTUAL 523,069 1,119,732 2,150 1,644,951 7.90 0.00 2003-04 BUDGET 585,289 1,274,131 30,000 1,889,420 7.90 0.00 2004-05 BUDGET 647,855 1,241,841 0 1 ,889,696 7.90 0.00 WORK PROGRAM: Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per-mile/hour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance, and parts; ensures that adequate supplies of fuel and oil are available to operating departments; administers the collection and disposal of hazardous waste generated by City departments; and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 332 vehicles and 131 other pieces of equipment. PERFORMANCE MEASURES: • Benchmark Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 24 hours from the time the vehicle is delivered to the shop. Result Seventy percent (70%) of scheduled preventative maintenance work orders were completed within 24 hours from the time the vehicle was delivered to the shop. • Benchmark Ninety percent (90%) of fleet units are available to meet City needs. ResultI I^J^H, Ninety-eight percent (98%) of fleet units are available to meet City needs. • Benchmark Ninety percent (90%) of internal surveys returned indicate overall service by fleet Maintenance as good to excellent in all survey categories. Result Eighty-eight percent (88%) of internal surveys returned indicated the overall service by fleet Maintenance as good to excellent in all survey categories. PROGRAM ACTIVITIES: Repair and Maintenance • Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. B-144 PROGRAM: FUND: PROGRAM GROUP: VEHICLE MAINTENANCE INTERNAL SERVICE GENERAL SERVICES PAGE TWO ACCTNO. 6205060 PROGRAM ACTIVITIES (continued) Auto Parts • Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the automated management system. Fuel and Oil • Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad Unified School District, San Dieguito Union High School District, Cannon Pacific Services, and Encina Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. WORKLOAD STATISTICS: NUMBER OF REPAIRS 833 909 900 Preventative Maintenance 610 600 300 Shop Repairs Vendor Repairs SIGNIFICANT CHANGES: • Implementation of a Pilot Mobile Mechanic Program to perform maintenance activities on heavy-duty vehicles. • Designed and distributed a report card system informing customers of the work performed on their vehicle. B-145 PROGRAM: FUND: PROGRAM GROUP: VEHICLE REPLACEMENT INTERNAL SERVICE GENERAL SERVICES ACCTNO. 6215061 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIIVE POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 0 1,179,122 1,179,122 0.00 0,00 2002-03 ACTUAL 0 0 1,140,045 1,140,045 0.00 0.00 2003-04 BUDGET 0 60,000 813,000 873,000 0.00 0.00 2004-05 BUDGET 0 0 1,808,000 1,808,000 0.00 0.00 WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3; the development of proper specifications to suit users' needs; outfitting of new units before being placed into service; and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacement of units enables the City to meet clean air requirements of the San Diego Basin and ensures a more cost-effective fleet. PROGRAM ACTIVITIES: Fund Maintenance • Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average replacement charge by unit class. Specification Writing • Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and Disposal • In partnership with the Purchasing Department, buy replacement units through the public bid process or in cooperation with other public agencies through cooperative purchasing programs. Arrange for the public auction of replaced units or sell them to other interested public agencies or special districts. WORKLOAD STATISTICS: 411 442 413 Vehicle/Equipment Vehicle/Equipment Acquired Disposed Total Units SIGNIFICANT CHANGES: Of the 66 units that met the replacement criteria outlined in Administrative Order No. 3, only 42 vehicles were selected for replacement in FY04. Of the 42 units selected for replacement, seven vehicles were downsized. B-146 PROGRAM: FUND: PROGRAM GROUP: CARLSBAD GOLF COURSE ENTERPRISE GENERAL SERVICES ACCTNO. 5725001 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 168,967 0 2002-03 ACTUAL 0 93,341 0 168,967| 93,341 0 0 0 0 2003-04 BUDGET 0 300,000 0 2004-05 BUDGET 0 230,000 0 300,000) 230,000 0 0 0 0 WORK PROGRAM: Community Services and Park Development will assist the Project Oversight Committee in developing a municipal golf course. PROGRAM ACTIVITIES: Continued Land Management Plan • Maintain the proposed golf course property to retain the viability of the project development. Project Processing • Complete environmental processing through USF&W, CDF&G, and the Coastal Commission. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: • Land Management Program: • Prevent further encroachment of existing habitat. • Remove unprotected and insignificant native vegetation from project footprint. • Pay taxes and assessments on land held for development. Preparation, review, and analysis of proposed golf course plan. Process approvals for the golf course. Meet with Golf Course Steering Committee on an as-needed basis. B-147 PROGRAM: FUND: PROGRAM GROUP: MAINTENANCE & OPERATIONS VARIOUS MAINTENANCE & OPERATIONS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 4,377,166 21,569,654 115,395 26,062,215 70,30:: 0,50 2002-03 ACTUAL 4,568,580 22,016,620 107,543 26,692,743 ,^/6EQO -"-0.7S 2003-04 BUDGET 4,921,439 27,590,927 144,600 32,656,966 : 69.90 0.20 2004-05 BUDGET 5,559,262 25,345,519 120,000 31,024,781 .„--<? "' ''69.80 r 0.20 PROGRAM GROUP DESCRIPTION: This department is responsible for preventive maintenance, repair, and operations of City and water district infrastructure including City streets, water and sanitation systems, and management of the City's Solid Waste Program. PROGRAM ACTIVITIES: Sanitation Operations Recycled Water Street Maintenance Street Lighting Traffic Signals Water Operations KEY ACHIEVEMENTS FOR 2003-04: Water & Sanitation Operations • Operated 18 sewer lift stations averaging 3.2 mgd of sewage pumped without a failing that resulted in a sewage spill or contamination of the environment. • Irrigated approximately 900 acres with recycled water at 89 sites. • Averaged about 1.6 mgd of recycled water in lieu of potable water. • Delivered 18.4 mgd of potable water while meeting all the health standards established by State and Federal governments. B-148 PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY KEY ACHIEVEMENTS 2003-04 (continued): Construction/Maintenance • Maintained 232 miles of sewer mains. • High-pressure cleaned approximately 120 miles of sewer main lines. • Responded to 47 sewer main line stoppages. • Rodded or repaired 28 sewer service laterals. • Repaired or replaced 58 water services. • Operated and maintained 1,240 valves and 548 fire hydrants. Utility Services • Installed, maintained and read an additional 504 new water meters; the total number of water meters in the system now exceeds 24,500. • Conducted 487 inspections of new water and sewer service installations. • Exchanged 933 old or defective water meters to improve accuracy of water usage data. Street Maintenance • Completed over 26,600 sq. ft. of cement repairs. • Cleaned 110 linear feet of brow ditches. • Cleaned and/or inspected 2,000 catch basins. • Cleaned over 5,000 linear feet of drainage ways. • Repaired over 13,000 sq. ft. of trenches. • Refreshed/Re-striped over 107 passenger-miles of prime and major arterial street stripes. Traffic Signal Maintenance • Conducted over 250 street light repairs. • Responded to over 500 service requests. • Installed 6 battery backups at critical intersections. • Replaced 5 damaged cabinets. KEY GOALS FOR 2004-05: Water • Develop a Supervisory Control and Data Acquisition (SCADA) Master Plan that (1.) ensures water reliability to the maximum extent possible in order to deliver high quality potable and reclaimed water to our customers, and (2.) ensures a safe and reliable conveyance of wastewater and implement revised operational procedures for each division that will identify new opportunities for efficiencies through task consolidation, process improvement, and/or contracting. • Develop a plan to utilize Mission Basin water rights and abandon wells no longer functional. Top Quality Services • Develop Wastewater Capacity, Management, Operation, and Maintenance (CMOM) Program consistent with EPA Guidelines and integrate with Performance Measurement Program. Environmental Management • Prevent or reduce pollutants in runoff from all municipal land use areas and activities by continuing implemented storm drain and sewer collection BMP's, and evaluating their effectiveness. B-149 PROGRAM: FUND: PROGRAM GROUP: STREET MAINTENANCE GENERAL MAINTENANCE & OPERATIONS ACCTNO. 0016355 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 1,113,009 1,159,799 0 2,272,808 2125 0.00 2002-03 ACTUAL 1,161,701 1,166,652 3,359 2,331,712 19.50 0.00 2003-04 BUDGET 1 ,202,41 1 1,408,838 0 2,611,249 19.50 0.00 2004-05 BUDGET 1,391,051 1,105,182 0 2,496,233 19.50 0.00 WORK PROGRAM: The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system. PERFORMANCE MEASURES: Roadway Cost: • Benchmark Cost per mile of roadway will not exceed $9,756 per street-mile. Results Cost per mile of roadway equaled $8,722 in 2003. Roadway Safety: • Benchmark One hundred percent (100%) of roadway segments meet CalTrans collision rates. Results Eighty-Two percent (82%) of Carlsbad's roadway segments meet CalTrans collision rates. Roadway Circulation: • Benchmark Travel times on Palomar Airport Road and on El Camino Real will not exceed baseline rates collected in June 2000. Results Travel time decreased on both Palomar Airport Road and El Camino Real when measured in June 2003. Roadway Service Delivery: • Benchmark 1. 90% of all scheduled maintenance activities are completed; 2. 90% of roadway ratings are at or above 7 on a 10 point scale; 3. An average overall roadway condition index (OCI) of 80, including a target of 100% of roadways scoring a minimum of 70 or higher. Results These are new measures that will be reported on next fiscal year. PROGRAM ACTIVITIES: Contract Management • Contract Management consists of contract design, inspection, and support. Roadside Maintenance • Roadside Maintenance activities consist of weed abatement, litter pickup, debris hauling, cement repair, and guardrail maintenance. B-150 PROGRAM: FUND: PROGRAM GROUP: STREET MAINTENANCE GENERAL MAINTENANCE & OPERATIONS PAGE TWO ACCTNO. 0016355 PROGRAM ACTIVITIES (continued) Drainage System Maintenance • The cleaning of brow ditches, catch basins, drainageways, and gutters. City Sign Maintenance • Fabricate, install, and maintain all traffic, street name, and special signs throughout the City. Asphalt • Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching. Painting • Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. WORKLOAD STATISTICS PW STREET MAINTENANCE 2003 STAFF HOUR TOTALS Painting 9.85% Asphalt 11.30% Misc Maintenance 16.06% Signs 2.57% Contract Management 11.3% Drainage 21.26% Customer Services 8.4% Roadside 19.26% SIGNIFICANT CHANGES: None. B-151 PROGRAM: FUND: PROGRAM GROUP: TRAFFIC SIGNAL MAINTENANCE GENERAL MAINTENANCE & OPERATIONS ACCTNO. 0016370 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TINE POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 60,617 425,661 98,070 2002-03 ACTUAL 61,527 399,765 40,919 2003-04 BUDGET 63,145 593,053 120,000 2004-05 BUDGET 70,161 530,830 120,000 584,348| 502,211 1 776,198| 720,991 0.95 0.00 0.95 0.00 0.95 0.00 0.95 0.00 WORK PROGRAM: Maintain the City's traffic signal system. PROGRAM ACTIVITIES: Customer Requests • Respond to traffic signal repair requests. Contract Administration • Administer traffic signal maintenance agreement. USA Markouts • Mark underground utilities in coordination of the Dig Alert system. Inspection/Construction Coordination • Coordinate and inspect the installation and modification of traffic signals. WORKLOAD STATISTICS: PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS I Miscellaneous 23.6% B Contract Admin 4.64% • USA Markouts 8.04% i Inspection / Coordination 1.88% D Special Projects 6.1% B Customer Requests 54.54% SIGNIFICANT CHANGES: None. B-152 PROGRAM: FUND: PROGRAM GROUP: STREET LIGHTING MAINTENANCE ASSESSMENT MAINTENANCE & OPERATIONS ACCTNO. 1626357 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL WLL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 164,014 704,556 14,210 882,780 2.85 0.00 2002-03 ACTUAL 144,936 789,568 0 934,504 2.50 0.00 2003-04 BUDGET 154,805 1,010,229 0 1,165,034 1.85 0.00 2004-05 BUDGET 156,002 829,398 0 985,400 1.65 0.00 WORK PROGRAM: Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system. PROGRAM ACTIVITIES: Customer Requests • Respond to street light repair requests. Circuits • Troubleshoot or repair of underground circuits and associated equipment. USA Markouts • Mark underground utilities in coordination with the Dig Alert system. Surveillance and Repair • Perform night surveillance to identify and schedule needed repairs. System Upgrades • Installation of technological advances. WORKLOAD STATISTICS: I Special Projects 6.1 Inspection/ D Miscellaneous Coordination 4% 5% • System Upgrades 8.4% H Circuits 1.2% D Surveillances Repair 15.18% D Customer Requests 39.2% USA Markouts 19% SIGNIFICANT CHANGES: None. B-153 PROGRAM: FUND: PROGRAM GROUP: BUENA VISTA CHANNEL MAINTENANCE MAINTENANCE ASSESSMENT MAINTENANCE & OPERATIONS ACCTNO. 1636312 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 0 25,809 0 25,809 0.00 0.00 2002-03 ACTUAL 1,034 87,384 0 88,418 0.00 0.00 2003-04 BUDGET 0 1,630 0 1,630 0.00 0.00 2004-05 BUDGET 8,600 163,200 0 171,800 0.00 0.00 WORK PROGRAM: The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek, which could occur every four years. The last major clearing was completed in March of 1997. PROGRAM ACTIVITIES: • Administration of the Buena Vista Channel Maintenance District, monitoring revenues and calculating fees. • Monitoring and periodic clearing of the overgrowth and silt within the channel, maintaining healthy channel. WORKLOAD STATISTICS: • Clear one-fifth of the north side of the channel every year. • Because the dredging of the channel only occurs every four years, there are no statistics available and no performance measures have been identified for this program. • Remove exotic growth and replant native vegetation as necessary. KEY GOALS FOR 2004-05: • Clearing will occur in 2004 under the renegotiated environmental permits. Permits allow for clearing of one-fifth of the channel length outside the coastal zone each year. The clearing will only affect the north half of the channel. SIGNIFICANT CHANGES: A five-year maintenance contract was entered into for the clearing of the channel. Fiscal Year 05 budget is for one year of the five-year contract. B-154 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 2,315,047 15,218,241 0 17,533,288 30.00 0.50 2002-03 ACTUAL 2,459,420 15,441,559 53,028 17,954,007 34.60 0.50 2003-04 BUDGET 2,506,467 18,552,223 0 21,058,690 34.30 0.00 2004-05 BUDGET 2,833,259 17,944,130 0 20,777,389 34.25 0.00 PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to approximately 85 percent of the City (70,000 customers). The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority. PROGRAM ACTIVITIES: Administration • Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities; maintain payroll records and time card administration; coordinate interdepartmental and interagency communications. Construction Maintenance • Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to ensure safe and efficient distribution and collection systems. Water Operations • Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating, and disinfection activities; collect water quality samples to ensure compliance with State and federal regulations. Cross-Connection Control • Implement and enforce cross-connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and federal regulations. Meter Services • Collect water customer usage data for utility billing to ensure financial viability of the District through timely and accurate revenue collections; provide customer service for water utility customers; and assist construction and maintenance operations. PERFORMANCE/WORKLOAD MEASURES: Water Quality • Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance Measurement Team. The State requirement is that less than 5 percent of all samples collected during any month are total coliform-positive. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 Number Collected 1,428 1,615 1,725 1,719 1,719 Total Positive 3 1 3 1 1 Total Bacteria-Free 1,425 1,614 1,722 1,718 1,718 Percent Bacteria-Free 99.0% 99.9% 99.8% 99.9% 99.9% B-155 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS PAGE TWO ACCTNO. 5016310/5026310 PERFORMANCE/WORKLOAD MEASURES (continued) Water Service Delivery • Annual number of hours per mile of distribution line that a water main is out of service should be zero. Fiscal Year 1998-99 1999-00 2000-01 2001-02 Total Hours 18 17 0 0 Miles Distribution Lines 350 400 410 431 Hours/Mile Distribution Line .05 .04 0.00 0.00 Water Cost • Annual water loss not to exceed six percent as set by the California Department of Water Resources. Distribution system losses commonly range between 6% and 15%. The American Water Works Association recommends that the loss after treatment be maintained at 10% or less. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 Water Loss 4.87% 5.36% 4.29% 4.24% 5.18% Total annual expenditures per acre-foot of water delivered. Fiscal Year 1998-99 1999-00 2000-01 2001-02 2002-03 Cost per Acre-Foot $811 $795 $808 $793 $828 WORKLOAD STATISTICS: Water Use Data Collection 30.1% Water Service Turn • Off/On 13.3% Fire Hydrant Replacement/Repair 1.98%Fire Hydrant Maintenance 1.29% Daily Operations/System Maintenance 23.4% Flow Control Station Valve Maintenance Maintenance 5.68% 3.46% SIGNIFICANT CHANGES: None. B-156 PROGRAM: FUND: PROGRAM GROUP: SANITATION OPERATIONS SANITATION ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5116310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 669,030 3,881,548 0 4,550,578 15.00 0.00 2002-03 ACTUAL 666,097 3,987,541 10,237 4,663,875 11.20 0.25 2003-04 BUDGET 894,041 5,848,763 24,600 6,767,404 12.70 0.00 2004-05 BUDGET 995,589 4,487,985 0 5,483,574 12.85 0.00 PROGRAM GROUP DESCRIPTION: The City of Carlsbad operates and maintains a sanitary sewer collection system, which covers approximately 65% of the geographic area of the City. Sewage is treated by the Encina Wastewater Treatment Plant, a facility jointly owned by the Cities of Carlsbad and Vista, the Leucadia County Water District, the Vallecitos Water District, the Buena Vista Sanitation District, and the Encinitas Sanitary District. PERFORMANCE MEASURES: Sewer System Service Delivery • Annual number of spills will be zero gallons per mile of sewer mains per year. Fiscal Year 1999-00 2000-01 2001-02 2002-03 Reportable Gallons Spilled 1,300 1,125 7,835 7,550 Total Miles of Mains 212 212 212 212 Spills per Mile 6.1 5.3 36.9 32.5 Sewer Cost Efficiency • Annual cost of service per million gallons of sewage will not exceed $2,199. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually. Fiscal Year 1999 2000 2001 2002 2003 Expenses $4,042,365 $4,667,311 $4,930,388 $5,030,578 $4,670,575 Annual Flow (MG) 2,183 2,314 2,373 2,278 2,493 $/MG $1,852 $2,017 $2,078 $2,208 $1,873 B-157 PROGRAM: FUND: PROGRAM GROUP: SANITATION OPERATIONS SANITATION ENTERPRISE MAINTENANCE & OPERATIONS PAGE TWO ACCTNO. 5116310 WORKLOAD STATISTICS: Sewer Main Cleaning 14.15% FTE Sewer Lateral Main Stoppage 1.33% FTE Sewer Lateral Main Maintenance 4.36% FTE Sewer Lateral Main Research 3.99% FTE SIGNIFICANT CHANGES: None. B-158 PROGRAM: FUND: PROGRAM GROUP: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5206375 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 55,449 154,040 3,115 212,604 0.25 0.00 2002-03 ACTUAL 73,865 144,151 0 2003-04 BUDGET 100,570 176,191 0 21 8,01 6| 276,761 0.25 0.00 0.60 0.20 2004-05 BUDGET 104,600 284,794 0 389,394 0.60 0.20 WORK PROGRAM: The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs. PERFORMANCE MEASURES: Customer Satisfaction • Seventy-nine point five percent (79.5%) rate solid waste services as "Good" or "Excellent." Cost Efficiency • Residential rates (adjusted for City fees) are the lowest in the County. Diversion • Year 2002 Diversion rate as reported to the California Integrated Waste Management Board: fifty-five percent (55%). PROGRAM ACTIVITIES: AB939 • Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare, and submit reports and documents. Solid Waste • Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups; administer and monitor the solid waste services contract; and review reports and rate requests from authorized collector. Provide outreach and education of all solid waste programs. Recycling/Diversion • Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs. SIGNIFICANT CHANGES: None. B-159 PROGRAM: FUND: PROGRAM GROUP: STORM WATER PROTECTION SOLID WASTE ENTERPRISE STORM WATER PROTECTION ACCTNO. 5215710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2001-02 ACTUAL 356,144 366,606 44,643 767,393 6,50 0.00 2002-03 ACTUAL 455,359 638,274 9,974 1,103,607 ': 8.50 0.00 2003-04 BUDGET 550,610 680,340 13,800 1,244,750 8,10 0.40 2004-05 BUDGET 536,558 858,360 0 1,394,918 ; :^7,30 0.40 WORK PROGRAM: Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan resources and facilities; manage all budget, fiscal, and enforcement matters; coordinate programs with local, State and federal governments and support City boards, committees, and commissions; ensure compliance with the National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001-01 (the "Permit") issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: Industrial, Commercial, Residential and Municipal; Data Management/GIS Programs The components of these programs include inspection of the prioritized facilities, sampling and testing of storm water, education using outreach materials, and enforcement of non-compliant sites. High-priority municipal and industrial facilities are inspected annually (over 100). High-priority commercial sites and medium- to low-priority industrial sites are inspected as needed (over 1,000). Education/Outreach and Public Participation The Permit also requires the City to conduct educational efforts and outreach to the public and focus groups regarding the new requirements to all the different sectors. The Permit specifies in Sections F.1.d and F.2J that educational efforts should be focused internally on City staff as well as externally. Outreach to municipal staff is intended to inform and educate employees and City contractors on the requirements imposed on all municipal facilities and operations. Additional educational efforts are outlined in Section F.4 of the Permit by specifying the target communities of the outreach and topics to be covered. The Permit also specifies that the City and all Co-permittees must include the public by allowing participation and input in local and regional programs. Municipal Facilities The Permit requires that all existing municipal facilities be reviewed and modified, as needed, to prevent or reduce the pollutants in runoff. This evaluation includes review of: Pollution Prevention practices, identifying all sources of pollutants, implementing Best Management Practices, and Maintaining all Storm Sewer System facilities and structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal facilities. These requirements are found in Section F.S.a of the Permit. Planning & Construction The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This requirement is found in section F.1 of the Permit and includes a complete review and revision, as needed, of the General Plan. Construction activities in the City are also subject to new standards and requirements as directed in the Permit. Fiscal Analysis The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs being implemented. During 03-04, the council adopted a solid waste fee increase to fund the storm water program. B-160 PROGRAM: STORM WATER PROTECTION PAGE TWO FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 5215710 KEY ACHIEVEMENTS FOR 2003-04: • Prepared and submitted Carlsbad's Jurisdictional Urban Runoff Management Plan (JURMP) annual report to the Regional Water Quality Control Board. • Continued the Outreach and Education Program for Storm Water, which included additions to the Internet Web page, operation of the Storm Water reporting Hotline, and Best Management Practices brochures for residents and businesses. Conducted public workshops, participated in Coastal Cleanup Day and other public events, and responded to requests for speaking engagements. A coordinated outreach effort combining the City's storm water program, water conservation, and solid waste/recycling program was initiated (environmental programs). • Complaint investigations continued as a routine program component, and all investigations are tracked and documented in the SuiteResponse Request for Action system. • Environmental Programs Manager and staff participated in regional workgroups and meetings including Co- permittee Management, Monitoring Workgroup, Outreach Workgroup, Legislative Technical Advisory Committee, Data Management, Watershed workgroup, and Program Assessment. • Conducted Coastal and Lagoon outfall bacteriological monitoring (year round program) and the Dry Weather Field Screening and Analytical Monitoring program (D-Max Engineering). • The Permits Plus data management system continues to be implemented to track inspection activities at industrial, commercial and municipal facilities. • Storm water inspectors conducted hundreds of inspections of industrial and commercial facilities. UCSD interns have assisted with inspections, data entry and outreach. • Prepared and submitted the Carlsbad Watershed Urban Runoff Management Plan (WURMP) Annual Report with the other jurisdictions in the Carlsbad Hydrologic Unit. KEY GOALS FOR 2004-05: Environmental Management • Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. JURMP Effectiveness Assessment • Develop an assessment program to evaluate the effectiveness of the City's Jurisdictional Urban Runoff Management Program. Coordinate Spill Response, Cleanup & Reimbursement • To protect the environment and ensure cost recovery through a coordinated response to spills and releases of potentially hazardous materials. NPDES BMP Database • Develop a comprehensive database of existing and proposed permanent storm water BMPs. Agua Hedionda Lagoon Water Quality Enhancement Program • Develop a monitoring program and strategy to improve water quality in the Agua Hedionda Lagoon. Storm Water Performance Measurement • Ensure storm water protection services are delivering the appropriate services for the best value with the highest level of customer satisfaction. Environmental Education and Outreach • Develop and implement a comprehensive environmental education and outreach program for storm water, solid waste, and water conservation that meets all requirements mandated by laws and agreements and utilizes resources efficiently through collaboration. SIGNIFICANT CHANGES: The Storm Water Pollution Prevention Plan Check and Inspection is performed by Engineering Department Staff, and 1 FTE position was transferred to Engineering to perform this service. B-161 B-162 2004-2005 CAPITAL IMPROVEMENT PROGRAM OVERVIEW The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document that outlines the expenditure plan for future capital projects and the corresponding revenues to pay for those expenditures. The CIP is a financial planning document, not a commitment for spending. Spending authorization is given only at the time the City Council formally adopts the proposed budget, and, at that time, funds are only appropriated for the following fiscal year. The information shown in subsequent years is being provided to provide the most comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct. What is the definition of a CIP project? Projects that are shown in the CIP are generally defined as any construction (or reconstruction/replacement) of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground. In most cases, the total construction cost of each of these assets is recorded and tracked as part of the City's inventory of capital infrastructure assets and other City-owned property. The 2004-2005 Preliminary Capital Improvement Program outlines $52.5 million in new appropriations to provide additional continued funding for the continuation of existing projects as well as funding for new projects. Projected revenues during the fiscal year are estimated at $51.9 million. Revenues are collected as building permits are issued, and as the need for facilities arises, the money is used to fund the new facilities. As the City continues to grow and develop, there is a corresponding increase in the demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the City's growth, development cannot proceed. This Plan is the foundation for making decisions about the timing and prioritization of the capital projects under consideration. A discussion of the City's Growth Management Plan is located at the end of this report. This year's CIP reflects the Council's continued commitment to constructing the necessary facilities, in response to the current and anticipated development activity occurring throughout the City. In addition to prioritizing projects based on growth management, projects are continuously evaluated and prioritized to ensure the City will have the funds to operate the facilities as well as construct them. Thus, the CIP and the Operating Budget are integral parts of the total City financing plan. Projects are reviewed on an annual basis by the CIP Review Committee and subsequently by the City's management and City Council. The Review Committee begins the project view by determining the need of a project based on the following criteria: Project Ranking Criteria 1. Is the project required to ensure the health and safety of the citizens, as the result of a legal mandate, or to maintain compliance with the City's Growth Management Plan? Are operating funds available to operate the facility? 2. Is the project needed soon for growth management compliance? 3. Is the project needed now for other City standards (example: ball field standards)? 4. Is the project needed soon for other City standards? 5. Does the project complete or provide part of the basic infrastructure (example: a linking road segment)? 6. Are there other reasons to construct the project (example: timing or funding opportunity, public demand)? C-1 2004-2005 CAPITAL IMPROVEMENT PROGRAM Additional review of proposed projects relates to the overall timing of projects, the funding availability, an analysis of engineering cost estimates, and the requirement for City resources. FUTURE GROWTH AND DEVELOPMENT In order to estimate future revenues from development, several assumptions about the rate and type of future development need to be made. These assumptions can change from year to year and correlate with the economic climate. Every year, City staff evaluates all existing and future development projects and compares this information to the buildout capacity of the City using adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop are then summarized to prepare future projections about when and where residential and non-residential development will occur. Finance Department staff then prepare cash flow schedules using existing fund balances combined with future estimated fee revenues paid by those developments, and compares these balances of available funds to the expenditure plan to ensure that funding will be sufficient for construction of the planned capital projects as shown in the CIP. In addition to evaluating whether or not capital funds are sufficient, significant operating cost impacts and availability of staff resources are also used to evaluate the timing of projects. Where funding discrepancies occur, alternative financing methods and project timing are again evaluated and recommendations are made to resolve the discrepancies. This year's proposed CIP reflects staff's recommendation to move out the construction of Poinsettia Park (Phase II) as well as the relocation of Fire Station No. 3 (Chestnut Avenue location). Moving these two projects out will provide sufficient funding for projects in the next 5 years. During this time an evaluation of the remaining projects in this fee program can occur. Residential development is expected to remain fairly steady over the next few years. The number of annual building permits issued is expected to decrease when compared to the previous five-year period. An additional 6,800 units are remaining before the City is predominantly built out, and the development schedules of the remaining vacant parcels is driving the timing of those future units, rather than economic or market conditions. Residential development for 2003-2004 is projected at 1,200 units, and construction is expected to average about 740 units per year over the next five years, as compared to an average of over 1,300 units per year for the previous five-year period. Residential Units Trend 1999 to 2009 Permits Issued 2500 2000 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 C-2 2004-2005 CAPITAL IMPROVEMENT PROGRAM The amount of non-residential development is also expected to remain fairly steady and actually increase over the next five years. The average annual square feet of non-residential development for the past 5 years was about 675,000. This year, | the estimate is for 273,000 square feet, but the average annual development next 5-year period is more than 1,100,000 square feet per year. Projects include several neighborhood commercial/retail developments located in or near the areas where most of the residential development has recently occurred or where new development is planned over the next several years. In the southeast quadrant, commercial projects include retail and restaurants, a theater, and a daycare and church. Sunny Creek Plaza is a planned commercial development located east of El Camino Real at College Boulevard next to the Sunny Creek residential neighborhood, and the Bressi Ranch area will include 130,000 square feet of commercial development. Other commercial developments are planned at Calavera Hills and at Poinsettia Shores; at the La Costa Resort plans include construction of 184,000 square feet of commercial living units. Industrial development consists of various new office and industrial projects, as well as expansion of existing projects at Kelly Corporate Center, Callaway Golf, GIA, and Legoland. Development estimates provide the data and basis for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year. The following table shows the number of residential units and non-residential square feet of development used in calculating estimated revenues for 2004-2005 and subsequent years to buildout. Projected Development Residential and Non-Residential Construction Residential Non-Residential Year 2003-2004 current 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 Years 6-10 Years 11 -buildout Total Future Units Square Feet 1,198 1,355 1,025 815 131 373 1,991 1,116 6,806 273,336 765,312 1 ,383,740 1 ,505,003 1,152,053 1 ,082,072 5,263,610 2,398,336 13,550,126 REVENUES Revenues for Capital Projects from now until buildout total $443 million and are segregated into five major categories: (1) fees generated by development in Carlsbad, (2) special district fees and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), (3) Water and Sewer replacement reserves, (4) infrastructure replacement funds (other than sewer and water), and (5) other sources including grants, bond issues, and contributions from other agencies. C-3 2004-2005 CAPITAL IMPROVEMENT PROGRAM Funding Sources 2004-2005 to Buildout Total Revenue = $476 million In Millions 160/ Approximately 30% of all capital revenue is received as a result of development, and is dependent upon assumptions made about the City's annual growth in dwelling units and commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 9% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 21% of total revenues, and are used to pay for replacement of existing water and sewer facilities. Infrastructure Replacement revenues (14%) are transfers from the City's General Fund which are being set aside to pay for replacement and major maintenance of capital facilities other than sewer and water facilities. The remaining 26% consists of revenues from other agencies and includes federal and State grants, the County sales tax program (TransNet), Redevelopment agency revenue, Golf Course funding, and contributions from Cities and other agencies. Calculation of Future Fees The revenue projections of the Capital Improvement Program reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of multi-family and single-family residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of residential development for each Local Facilities Management Zone. The building permit valuation used for computing Public Facilities Fees is $156,025 per multi-family dwelling unit, and $240,800 per single-family dwelling unit. A building permit valuation of $38 per square foot of construction is used to calculate non-residential Public Facilities Fees. In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average daily trips was computed for each type of development use. A multi-family residential dwelling unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each residential trip is valued at the current TIF of $98. The trips-per-day value for commercial and industrial buildings are averaged at 23 trips per 1,000 square feet of development, although the actual volume of trips generated by commercial/industrial building can vary widely depending on the ultimate land use. The value assigned to each commercial/industrial trip is $40. CFD No. 1 is a Citywide district established to finance various civic facilities required under the City's Growth Management Plan. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place C-4 2004-2005 CAPITAL IMPROVEMENT PROGRAM to enable development to proceed within this proposed district. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the City, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded with Park-in-Lieu Fees include future park site acquisition, development and restoration. There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by property owners to finance specific road construction projects located within each of the district boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. Although construction of this project is complete, revenues collected from future development within the district will be used to repay an advance that provided interim funding to complete the project. CAPITAL PROJECTS The following two sections provide information about the major capital projects. The first section focuses on projects planned in the next five years, and the second section contains an overview of the entire expenditure plan through buildout of the City. CAPITAL PROJECTS - THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below. Their locations can be seen on the map following this section. • Streets - Several street construction projects are planned for the next five years. Completion of the final segment of the widening and realignment of Rancho Santa Fe Road will improve regional and local traffic flow generated in the southern part of the City. Projects constructed by developers (funding not shown in the CIP) are College Boulevard and Cannon Road extensions to the east and north, Faraday Avenue and Mel rose Drive extensions, and the extension of Poinsettia Lane and completion of El Fuerte. These roads are located east of El Camino Real and will alleviate traffic on Palomar Airport Road. Financing districts are in the formation process to provide funding for College Boulevard and Cannon Road extensions east of El Camino Real, the Melrose Drive and Faraday Avenue extensions, and the Poinsettia Lane extension and construction of El Fuerte east of El Camino Real. City staff is currently working with property owners with pending developments in those areas to assist in the formation of those financing districts. Replacement of the Carlsbad Boulevard Encinas Creek Bridge is planned in the next five years. In addition, there are several street widening projects planned along El Camino Real. The pavement overlay program is expected to cost about $3.3 million per year. Local streets are overlayed approximately every 7 years. C-5 2004-2005 CAPITAL IMPROVEMENT PROGRAM Major Future Road Projects JLHl. -i LEGEND: -H- RAILROAD - NEW ROAD PROJECTS • Alga Norte Park and Aquatic Center - This park site consists of 30 acres in the Southeast Quadrant and planned amenities include ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog park, and restrooms and parking facilities, and an aquatic center. Construction is phased over the next several years. Pine School Park - Development of this park, located in the Northwest Quadrant is planned in the next five years. The master plan is complete, and the facility will include a multi-use field, basketball courts, picnic areas, tot lots and an ornamental garden area. • Stagecoach Park Synthetic Turf - Funding is included for the installation of approximately 5 acres of synthetic turf on outfield areas of fields 2 and 3 at Stagecoach Park. • Carlsbad Municipal Golf Course - The City has plans are to construct an 18-hole championship golf course on property located north of Palomar Airport Road along College Boulevard. An initial "clearing and grubbing" operation is expected to take place in the Fall of C-6 2004-2005 CAPITAL IMPROVEMENT PROGRAM 2004, and formal grading is expected to begin in September 2005. The targeted opening is Spring 2007. • Lake Calavera Trails Master Plan and Construction - Funds for development of a Master Plan and construction of a public multi-use, recreational trail system are planned on property located at Lake Calavera in the northeast quadrant of the City. The project includes utilizing volunteers to construct approximately 2.5 miles of the proposed 5 miles of trails. • Civic Center and Public Works Center - Preliminary planning for a Civic Center and a Public Works Facility has begun. The Civic Center will consolidate administrative operations and facilities into a more centralized location. Staff, citizens and members of the business community have been participating in a visioning process to determine what the needs are - for the citizens and for the City as an organization. Once the process is complete, a site will be chosen, and design and construction can begin. • Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the east side of Rancho Santa Fe Road is scheduled to occur concurrent with the road alignment project. This fire station is required to ensure a five-minute response time within the southeast part of the City as development in that area occurs. • Vista/Carlsbad Interceptor - The completed section of the Vista/Carlsbad Interceptor project involved installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina Water Pollution Control Facility. The remaining sections of the project, extending from the Encina Facility to the Agua Hedionda Lift Station, are scheduled in the next five years. This project is required to handle buildout flows and replace deteriorated pipeline, and is partially funded by the City of Vista. Construction is currently underway and will continue for several more years. • Water Lines - Several major water lines are scheduled for construction within the next five years: Cannon Road east of El Camino Real Carlsbad Boulevard - south of Avenida Encinas College Boulevard - various sections El Fuerte from Poinsettia Lane to Palomar Airport Road Faraday Avenue extension Melrose Drive from Palomar Airport Road to Faraday Recycled Water Program - Construction of the Recycled Water Facility will continue over the next year. This $41 million project includes construction of a four-million-gallons-per-day treatment plant, distribution pipelines, a flow equalization storage facility, and pump stations. Construction of the treatment plant is complete as of end of April 2004; however, timing of the plant operations is dependent upon completion of Encina's Flow Equalization project. It is estimated this project will be complete in April 2005, at which time the recycling facility will become operational. The pipelines will also be completed by that time, and the pump stations and Mahr Reservoir will become operational around July 2005. C-7 2004-2005 CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECTS 2004-2005 TO BUILDOUT The CIP for 2004-2005 to buildout outlines approximately 159 future projects at $466 million. CIP Projects - All Future Projects Type of Project Civic Facilities Streets/Circulation Parks Sewer Water Drainage Other (loans) Total Future Quantity 19 54 16 25 40 5 N/A 159 Total Cost $96,593,215 94,173,115 92,140,808 60,111,078 39,589,701 16,253,524 67,615,990 $466,477,431 Construction of City facilities such as libraries and administrative facilities, police and fire facilities, and projects funded with Proposition C allocations (open space and trails, a swimming pool, a safety training facility, and contributions towards the unfunded portions of Cannon Road east of College) total $97 million of the total planned capital expenditures to buildout. The Capital Improvement Program includes funding to construct a new Civic Center and Public Works Center, and to reconstruct and expand the Cole Library. Funding is also provided for the relocation of Fire Station #3 located at Chestnut and El Camino Real, and the construction and relocation of Fire Station #6 to a location along Ranch Santa Fe Road. Approximately 20% of future expenditures, $94 million, is planned for street and traffic signal construction projects. Included in this category is construction of major roadways that will add east to west and north to south connections and provide additional routes to the neighboring cities of Oceanside, Vista, and San Marcos. Sections of these roads are already under construction by developers. The future street projects anticipated in the City include: • Faraday Avenue and Melrose Drive Extensions east of El Camino Real (*) - The formation of CFD No. 3 is targeted for August 2004, and construction of the road and improvements is planned in the years subsequent to the formation. • Poinsettia Lane east of El Camino Real (*) - The City and Property owners have formed the Poinsettia Lane East Assessment District No. 2002-01 for the purpose of financing the construction of certain street and other improvements. • Cannon Road and College Boulevard East of El Camino Real (*) - An assessment district has been formed and Council authorized the issuance of bonds to provide funding for the improvements in May 2004. (*) These roads will be constructed by developers that are required to build them in conjunction with their development projects in those areas. Funding provided by the aforementioned financing districts is therefore not included in the CIP. Additional roadway projects include replacement of the Carlsbad Boulevard Encinas Creek C-8 2004-2005 CAPITAL IMPROVEMENT PROGRAM Bridge, several road-widening projects, and over $60 million for future pavement overlay. Additional traffic signals are expected to cost approximately $5 million. The third largest expenditure category is for park and recreational facility construction and acquisition projects, which total $92 million, or 20%. Park projects planned within all quadrants of the City are listed below in addition to the estimated year of construction: Northeast Quadrant Hidden Canyon Park 2004-05 Northwest Quadrant NW Quadrant Park (Pine School) 2004-05 Community Facility (Pine School) 2010-14 Cannon Lake Park 2015-20 Hosp Grove-Buena Vista Lagoon Recreational Improvements 2015-20 Southwest Quadrant Poinsettia Park Phase II 2010-14 Aviara Community Park 2004-05 Aviara Community Facility 2010-14 Southeast Quadrant Alga Norte Park 2005-06 Alga Norte Aquatic Center 2005-06 Leo Carrillo Park Phase III 2015-20 Citywide Park and Recreational Projects Municipal Golf Course 2005-06 Business Park Recreational Facility 2015-2020 Veteran's Memorial Park 2010-2020 Sewer projects are expected to cost $60 million, which includes over $40 million in sewer replacement projects. Funding is also provided for the repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina Water Pollution Control Facility projects. Future water projects total about $40 million (8.5%) and include construction of new waterlines, both potable and recycled, concurrent with new development. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard and El Fuerte, and along El Camino Real. Replacement of existing potable and recycled waterlines is also included in this category, and additional reservoirs are planned to increase storage for ultimate demands. Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of Capital Projects (2004-2005 to Buildout) following this narrative. Following the schedule of funded CIP projects is a list of projects for which no funding has been identified at this time. Staff is investigating possible outside funding sources, such as federal and State grants. Unfunded Projects • El Camino Real Widening from Cassia Road to Camino Vida Roble • Palomar Airport Road Widening and Bridge Reconstruction • Poinsettia Lane - Reach "E" • Cannon Road - Reach 4 - College to City Limits C-9 2004-2005 CAPITAL IMPROVEMENT PROGRAM SUMMARY The proposed 2004-2005 to Buildout CIP is being driven by the City's commitment to ensure that facilities are available to service the developing areas as well as the current residents. Carlsbad's philosophy has been to build quality capital facilities, which meet, and at times exceed, Growth Management standards. Phasing projects over a period of years to match funding availability for construction and operations is often used to meet the needs of Growth Management. The 2004-2005 to Buildout Capital Improvement Program reflects the commitment of Carlsbad's Council and staff to continue providing its residents with a better quality of life. GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established to manage development within the City by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. The Growth Management Plan adopted has established precise standards for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Plan impacts both the Operating Budget and the Capital Improvement Program. The detailed level of planning required by Growth Management has allowed Carlsbad's Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is governed by the rate of development and the eleven performance standards. New public facilities often require additional staffing and other resources, which affects the Operating Budget. Facilities such as community centers, parks, and fire stations have been constructed and opened to the public under this program. The Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the 2004-2005 CIP, compliance with the Growth Management Plan is assured. C-10 C-11 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2003-2004 FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWV BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE REPLACEMENT OTHER PARK FEE ZONES 5, 13, 16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PLANNED LOCAL DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT VILLAGE REDEVELOPMENT SCCRDA SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL JULY 1,2003 UNRESERVED BALANCE 652,205 5,078,146 3,304,294 32,973,206 26,472,040 4,521,749 47,224,449 1,390,000 67,587 316,217 10,844,364 2,226,222 719,956 1,747,320 1,300,790 1,445,177 667,453 7,951,336 33,992,248 1,397,050 1,106,000 5,154,252 32,266,072 18,972,792 305,389 7,783,846 42,352 1,880,369 8,059,803 358,132 10,093,861 14,725,000 13,050,001 298,089,678 ESTIMATED REVENUES 334,300 2,870,247 42,213 5,090,033 10,471,582 2,700,901 1,955,370 0 1,969,499 5,637 4,022,503 43,106 54,092 52,934 582,541 257,875 700,025 1,094,823 5,498,664 0 0 2,039,522 2,450,964 4,236,406 3,240 952,059 698 35,484 3,453,321 6,558 2,600,991 24,427,256 3,536,722 81,489,565 ESTIMATED EXPENDITURES 323,968 1,134,518 1,222,341 147,424 27,791,687 713,327 2,620,615 949,406 155,905 0 449,151 50,913 452 25,473 0 0 0 149,156 12,177,050 15,205 5 4,142,920 570,461 1,778,312 0 99,246 20,248 70,131 5,619,422 87,082 950,478 15,757,760 946,106 77,968,762 ESTIMATED DEBT SERVICE LOANS & OTHER 218,779 0 1,000,000 331,309 0 0 0 0 0 0 0 0 0 0 704,000 1,000,000 0 0 0 0 0 0 936,256 1,500,000 158,560 0 0 0 0 0 2,030,428 3,862,078 2,163,790 13,905,200 JUNE 30, 2004 PROJECTED BALANCE 443,758 6,813,875 1,124,166 37,584,506 9,151,935 6,509,323 46,559,204 440,594 1,881,181 321,854 14,417,716 2,218,415 773,596 1,774,781 1,179,331 703,052 1,367,478 8,897,003 27,313,862 1,381,845 1,105,995 3,050,854 33,210,319 19,930,886 150,069 8,636,659 22,802 1,845,722 5,893,702 277,608 9,713,946 19,532,418 13,476,827 287,705,281 C-12 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2004-2005 FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWV BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE REPLACEMENT OTHER PARK FEE ZONES 5, 13, 16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PLANNED LOCAL DRAIN'G PUBLIC FACILITIES FEE ^DEVELOPMENT VILLAGE DEVELOPMENT SCCRDA SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL JULY 1, 2004 PROJECTED BALANCE 443,758 6,813,875 1,124,166 37,584,506 9,151,935 6,509,323 46,559,204 440,594 1,881,181 321,854 14,417,716 2,218,415 773,596 1,774,781 1,179,331 703,052 1,367,478 8,897,003 27,313,862 1,381,845 1,105,995 3,050,854 33,210,319 19,930,886 150,069 8,636,659 22,802 1,845,722 5,893,702 277,608 9,713,946 19,532,418 13,476,827 287,705,281 ESTIMATED REVENUES 0 2,148,660 0 7,336,242 28,781 2,519,687 2,430,854 0 1,870,000 0 3,713,150 986,854 85,364 459,985 151,235 491,095 461,097 1,951,925 5,903,080 0 0 716,106 1,818,348 2,200,000 0 1,395,075 120,000 0 3,019,678 0 2,855,013 6,792,997 2,396,860 51,852,086 2003-2004 CONTINUING APPROPR. 357,751 1,397,831 30,177 64,895 7,510,696 4,206,837 3,537,986 90,205 1,866,004 0 669,905 451,693 0 1,660,251 0 0 216,005 4,619,040 22,923,882 1,845 254,995 1,786,616 7,512,096 10,094,863 0 2,414,634 21,137 1,753,831 3,918,699 220,749 4,593,610 16,545,052 7,550,802 106,272,087 NEW APPROPR. 0 1,190,000 925,000 210,000 0 805,000 9,033,800 350,000 1,870,000 35,000 1,037,000 1,041,854 0 0 0 0 550,000 1,365,524 6,158,308 1,380,000 851,000 0 12,309,941 2,406,014 0 1,937,708 120,000 0 3,963,000 0 853,500 159,527 3,960,488 52,512,664 2004-2005 TOTAL CIP APPROPR. 357,751 2,587,831 955,177 274,895 7,510,696 5,011,837 12,571,786 440,205 3,736,004 35,000 1,706,905 1,493,547 0 1,660,251 0 0 766,005 5,984,564 29,082,190 1,381,845 1,105,995 1,786,616 19,822,037 12,500,877 0 4,352,342 141,137 1,753,831 7,881,699 220,749 5,447,110 16,704,579 11,511,290 158,784,751 JUNE 30, 2005 PROJECTED BALANCE 86,007 6,374,704 168,989 44,645,853 1,670,020 4,017,173 36,418,272 389 15,177 286,854 16,423,961 1,711,722 858,960 574,515 1,330,566 1,194,147 1 ,062,571 4,864,364 4,134,752 0 0 1,980,344 15,206,630 9,630,009 150,069 5,679,391 1,665 91,891 1,031,681 56,859 7,121,848 9,620,836 4,362,397 180,772,616 C-13 CITY OF CARLSBAD CAPITAL FUNDS REVENUES ACTUAL AND ESTIMATED FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWV BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE REPLACEMENT OTHER PARK FEE ZONES 5, 13, 16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PLANNED LOCAL DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT VILLAGE REDEVELOPMENT SCCRDA SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL CAPITAL FUNDS 2000-2001 ACTUAL REVENUES 99,664 1,196,818 294,547 13,431,776 1,817,868 2,058,987 5,470,004 0 17,008 1,593,186 3,415,471 328,364 197,908 107,109 299,488 575,018 327,437 818,567 11,200,696 65,394 0 1,193,530 6,273,019 3,517,708 216,490 2,274,739 0 85,482 2,186,597 127,491 4,746,830 652,387 4,159,407 69,570,013 2001-2002 ACTUAL REVENUE 1,254,130 3,850,521 200,151 8,150,245 3,268,765 2,078,795 4,278,498 0 342,827 1,070,012 3,676,384 146,865 108,709 532,417 282,916 538,255 979,445 1,177,836 6,741,413 130,718 0 800,554 9,472,325 3,171,976 7,941 1,242,674 0 52,570 2,508,640 70,313 2,546,628 16,722,716 3,457,473 79,153,030 2002-2003 ACTUAL REVENUE 196,887 926,437 404,647 6,500,700 14,050,018 1,851,118 36,905,004 600,000 208,914 244,735 4,114,930 1,098,283 64,865 245,976 1,520,779 475,468 9,593 739,807 6,436,638 18,552 146,305 1,308,913 4,855,445 3,115,527 302,968 1,762,612 113,689 1,205,103 2,878,396 15,933 2,192,288 6,869,702 4,667,424 106,047,656 2003-2004 ESTIMATED REVENUE 334,300 2,870,247 42,213 5,090,033 10,471,582 2,700,901 1,955,370 0 1 ,969,499 5,637 4,022,503 43,106 54,092 52,934 582,541 257,875 700,025 1,094,823 5,498,664 0 0 2,039,522 2,450,964 4,236,406 3,240 952,059 698 35,484 3,453,321 6,558 2,600,991 24,427,256 3,536,722 81,489,565 2004-2005 ESTIMATED REVENUE 0 2,148,660 0 7,336,242 28,781 2,519,687 2,430,854 0 1,870,000 0 3,713,150 986,854 85,364 459,985 151,235 491,095 461,097 1,951,925 5,903,080 0 0 716,106 1,818,348 2,200,000 0 1 ,395,075 120,000 0 3,019,678 0 2,855,013 6,792,997 2,396,860 51,852,086 Note: Revenues include interfund loans and transfers in. C-14 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWV BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE REPLACEMENT OTHER PARK FEE ZONES 5, 13, 16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PLANNED LOCAL DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT VILLAGE DEVELOPMENT SCCRDA SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL CAPITAL FUNDS 2001-2002 ACTUAL 1,136,432 1,169,980 133,140 17,048,549 1,100,912 1,874,437 1,475,917 81,387 342,827 2,449,474 842,691 296,300 3,868 204,833 424,109 624,978 130,995 394,569 5,954,871 497,112 0 332,469 9,321 ,046 2,081,600 146,114 193,236 0 113,126 5,470,554 699,451 2,494,192 533,672 1,643,575 59,882,858 2002-2003 ACTUAL 398,374 1,089,644 366,929 563,394 6,849,077 3,069,646 702,114 93,341 208,510 475,336 1,290,712 199,220 14,447 59,593 366,504 4,379,059 0 574,220 3,758,660 53,069 0 1,219,939 2,337,279 955,688 136,933 402,011 70,104 128,474 1 ,030,601 486,421 1,839,043 9,973,773 3,155,390 46,247,505 2003-2004 ESTIMATED 542,747 1,134,518 2,222,341 478,733 27,791,687 713,327 2,620,615 949,406 155,905 0 449,151 50,913 452 25,473 704,000 1,000,000 0 149,156 12,177,050 15,205 5 4,142,920 1,506,717 3,278,312 158,560 99,246 20,248 70,131 5,619,422 87,082 2,980,906 19,619,838 3,109,896 91,873,962 2003-2004 CONTINUING APPROPR. 357,751 1,397,831 30,177 64,895 7,510,696 4,206,837 3,537,986 90,205 1,866,004 0 669,905 451,693 0 1,660,251 0 0 216,005 4,619,040 22,923,882 1,845 254,995 1,786,616 7,512,096 10,094,863 0 2,414,634 21,137 1,753,831 3,918,699 220,749 4,593,610 16,545,052 7,550,802 106,272,087 2004-2005 NEW APPROPR. 0 1,190,000 925,000 210,000 0 805,000 9,033,800 350,000 1,870,000 35,000 1,037,000 1,041,854 0 0 0 0 550,000 1,365,524 6,158,308 1,380,000 851,000 0 12,309,941 2,406,014 0 1,937,708 120,000 0 3,963,000 0 853,500 159,527 3,960,488 52,512,664 2004-2005 TOTAL CIP APPROPR. 357,751 2,587,831 955,177 274,895 7,510,696 5,011,837 12,571,786 440,205 3,736,004 35,000 1,706,905 1,493,547 0 1,660,251 0 0 766,005 5,984,564 29,082,190 1,381,845 1,105,995 1,786,616 19,822,037 12,500,877 0 4,352,342 141,137 1,753,831 7,881,699 220,749 5,447,110 16,704,579 11,511,290 158,784,751 C-15 C-16 C-17 Final 2004-05 Capital Improvement Program PROJ. ID 38311 35721 35722 36551 36851 36881 39011 36861 32441 34553 34554 34556 36341 NEW NEW 36501 36531 38961 39411 38841 39421 38971 39431 36381 35761 38611 39361 39371 38981 39441 39241 36651 PROJECT TITLE CIVIC PROJECTS AMERICANS WITH DISABILITES ACT (ADA) PROJECTS ADA - CANNON PARK ADMINISTRATIVE FACILITIES CIVIC CENTER PUBLIC WORKS CENTER PUBLIC WORKS CENTER PUBLIC WORKS CENTER POLICE & FIRE FACILITIES POLICE & FIRE CAD IMPLEMENTATION FIRE STATION #3 RELOCATION FIRE STATION #5 STORAGE BUILDING/RESTROOMS FIRE STATION #6 (PERMANENT) CITY SAFETY TRAINING FACILITY LIBRARY FACILITIES COLE LIBRARY EXPANSION (35%) COLE LIBRARY EXPANSION (65%) SOUTH CARLSBAD LIBRARY POST OCCUPANCY MISCELLANEOUS CITYWIDE PROJECTS COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT COASTAL RAIL TRAIL (TEA-21) COASTAL RAIL TRAIL COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT CFD#1 ADMINISTRATION PROPOSITION C PROJECTS PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM SENIOR CENTER - CUSD ACQUISITION SENIOR CENTER - CUSD ACQUISITION VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM VILLAGE PUBLIC RELATIONS CAMPAIGN SUBTOTAL CIVIC PROJECTS FACILITIES MAINTENANCE BEACH ACCESS STAIRS REPLACEMENT CALAVERA COMMUNITY CENTER SIDING CHASE FIELD LIGHTING IMPROVEMENTS COLE LIBRARY HVAC REPLACEMENT HOLIDAY PARK - RESTROOM IMPROVEMENTS LAGUNA RIVIERA PARK RESTROOM REPLACEMENT SAFETY CENTER - BUILDING IMPROVEMENTS SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT SENIOR CENTER COURTYARD LANDSCAPING STAGECOACH PARK PICNIC SHELTER STAGECOACH PARK SYNTHETIC TURF SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS TOT LOT IMPROVEMENTS VARIOUS FACILITY CONCRETE REPAIRS WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE SUBTOTAL FACILITIES MAINTENANCE PARK PROJECTS CITYWIDE PARKS BUSINESS PARK RECREATIONAL FACILITY FUND GCC CFD#1 CFD#1 WATER REPL SEWER REPL GCC PFF GCC PFF GCC CFD#1 PFF CFD#1 FED GRNT FED GRNT TRANSNET/BIKE GCC CFD#1 GCC GCC REDVL VILLAGE GCC REDVL VILLAGE REDVL VILLAGE IRF IRF IRF IRF IRF IRF GCC GCC GCC GCC GCC IRF IRF IRF WATER REPL ZONES TOTAL BUDGET 70,500 21,284,000 10,950,757 4,830,000 2,310,000 2,459,500 2,400,000 316,600 3,600,500 950,000 5,200,000 8,320,000 56,355 4,044,194 1,157,187 231,488 110,000 1,210,000 29,636,000 404,992 1,380,000 815,000 851,215 50,000 102,638,288 300,000 60,000 300,000 800,000 387,200 170,000 50,000 200,000 30,000 100,000 1,600,000 263,300 162,000 192,000 20,000 4,634,500 2,626,000 PRIOR EXP/ENC 50,420 1,500,757 1,798,722 313,067 50,275 41,238 55,455 1,465,377 90,351 581 281,263 48,155 5,695,661 4,890 30,339 14,500 18,382 54,086 6,221 248,340 3,034 379,792 C-18 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEAR 3 2006-2007 YEAR 4 2007-2008 YEARS 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 20,080 660,778 3,533 225 908,762 900 1,014,570 851,434 21,137 109,419 123,729 1,845 3,716,412 45,110 269,661 147,700 31,618 145,914 23,779 14,960 192,000 16,966 887,708 10,642,000 10,642,000 100,000 9,350,000 4,830,000 2,310,000 2,400,000 3,550,000 5,200,000 8,320,000 1,564,247 305,753 120,000 110,000 110,000 110,000 110,000 110,000 550,000 110,000 29,636,000 1,380,000 815,000 851,215 7,945,000 16,600,000 10,752,000 10,752,000 110,000 46,957,215 110,000 250,000 60,000 40,000 760,000 225,000 170,000 100,000 1,600,000 162,000 2,382,000 985,000 ... 2,626,000 C-19 Final 2004-05 Capital Improvement Program PROJ. ID 39721 38661 NEW 38022 38561 36981 38011 36991 36491 39451 38641 38372 39251 34561 33381 38041 36241 36363 36363 36225 39341 39051 38721 36811 36812 36813 35281 35282 35284 35283 38391 PROJECT TITLE CARLSBAD MUNICIPAL GOLF COURSE LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION VETERAN'S MEMORIAL PARK NORTHWEST QUADRANT PARKS CANNON LAKE PARK (6.7 ACRES) HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS PARKLAND ACQUISITION PARK SITE DEVELOPMENT - PINE PARK SITE DEVELOPMENT - PINE COMMUNITY BUILDING NORTHEAST QUADRANT PARKS HIDDEN CANYON PARK (22.3 ACRES) PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PARK SITE DEVELOPMENT (15 ACRES) SOUTHWEST QUADRANT PARKS AVIARA COMMUNITY PARK (24.25 ACRES) * AVIARA COMMUNITY PARK COMMUNITY BUILDING AVIARA REIMBURSEMENT AGREEMENT PARK RESTORATION AND ACQUISITION POINSETTIA COMMUNITY PARK - PHASE II POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD SOUTHEAST QUADRANT PARKS ALGA NORTE PARK - PHASE I (30 ACRES) ALGA NORTE PARK - PHASE II (POOL) ALGA NORTE PARK - PHASE II (POOL) PROP C FUNDS LEO CARRILLO PARK - PHASE I & II LEO CARRILLO PARK - PHASE III PARK RESTORATION AND ACQUISITION SUBTOTAL PARK PROJECTS DRAINAGE PROJECTS AGUA HEDIONDA CHANNEL (PLDA "B") AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C") CARLSBAD BLVD STORM DRAIN REPLACEMENT COLLEGE BLVD/CANNON RD (BJ AND CALAVERA CR. CHANNEL) COLLEGE BLVD/CANNON RD (BASIN BJB - REIMB./PLDA "B") COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B") COLLEGE BLVD.STORM DRAIN FACILITY BL (REIMB./PLDA "B") FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B") GABIANO LANE STORM DRAIN MODIFICATION HIGHLAND DRIVE STORM DRAIN MASTER PLAN UPDATE MISCELLANEOUS MASTER DRAINAGE FACILITIES MISCELLANEOUS ROAD SUBDRAINS MISCELLANEOUS ROAD SUBDRAINS MISCELLANEOUS ROAD SUBDRAINS PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B") SOUTH CARLSBAD VILLAGE STORM DRAIN SOUTH CARLSBAD VILLAGE STORM DRAIN SOUTH CARLSBAD VILLAGE STORM DRAIN SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B") TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLD/ TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS SUBTOTAL DRAINAGE PROJECTS FUND GOLF COURSE GCC CFD#1 PFF PIL-NW PIL-NW PFF PFF PIL-NE PFF PIL-NE PFF PFF PIL-SW PIL-SW PFF IRF PFF PFF GCC PFF PFF PIL-SE PLD PLD IRF PLD PLD PLD PLD PLD GAS TAX PLD PLD PLD GAS TAX GCC IRF PLD TRANSNET-LOC GAS TAX TRANSNET/STP PLD PLD GCC TOTAL BUDGET 29,988,000 412,500 18,336,000 2,058,000 1,280,000 600,000 6,199,000 3,885,000 1,758,000 4,550,000 4,000,000 10,700,000 3,675,000 238,000 2,300,000 8,505,000 763,992 13,829,308 5,936,000 5,364,000 6,163,000 2,100,000 800,000 136,066,800 1,260,500 290,000 80,000 2,500,000 1,089,663 1,783,000 275,861 300,000 35,000 256,600 254,000 10,936,000 10,000 200,000 275,000 500,000 4,700,000 3,078,249 1,561,751 1,160,000 1,279,000 76,400 31,901,024 PRIOR EXP/ENC 897,795 1,034,256 97,749 482 9,761,180 21,995 763,518 1,493,457 6,149,333 20,219,765 539,530 74,626 31,975 22,234 438 4,674,012 2,935,726 1,341,002 733,695 70,029 10,423,267 C-20 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEAR 3 2006-2007 YEAR 4 2007-2008 YEARS 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 90,205 85,000 4,167,744 1,660,251 4,549,518 938,820 216,005 474 11,484,543 500,000 13,667 23,706,227 720,970 215,374 2,500,000 300,000 224,625 231,766 9,562 200,000 25,988 142,523 220,749 426,305 6,371 5,224,233 350,000 28,650,000 15,000 312,500 9,168,000 9,168,000 2,058,000 1,280,000 600,000 997,000 3,885,000 4,000,000 3,675,000 2,300,000 400,000 8,105,000 851,308 5,436,000 5,364,000 2,100,000 800,000 7,977,308 34,398,500 - - - 25,433,000 24,332,000 80,000 1,089,663 1 ,783,000 275,861 35,000 10,936,000 275,000 500,000 1,279,000 1,755,524 .... 2,283,000 12,215,000 C-21 Final 2004-05 Capital Improvement Program PROJ. ID 34892 34112 36681 38071 36701 38851 36661 36662 NEW 33221 38911 36224 34951 36561 38731 39511 38741 35371 35381 38091 38101 38751 NEW 38401 39271 33241 39521 PROJECT TITLE SEWER PROJECTS ENCINA WATER POLLUTION CONTROL FACILITY BUILDING IMPROVEMENTS CAPITAL ACQUISITIONS/REPLACEMENT/REHAB FLOW EQUALIZATION PROJECT PHASE IV EXPANSION - DEBT SERVICE PHASE V EXPANSION PUMP STATION INTERFACES STAFFING/PROF. SERVICES AND MISC. TECHNOLOGY ENHANCEMENT TECHNOLOGY ENHANCEMENT SEWER COLLECTION SYSTEM AVENIDA ENCINAS GRAVITY SEWER BUENA VISTA LIFT STATION FORCE MAIN BUENA VISTA LIFT STATION CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA ", EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK FARADAY AVENUE - ORION TO MELROSE SEWER FOREST GRAVITY SEWER FOXES SEWAGE LIFT STATION UPGRADE HOME PLANT LIFT STATION LA COSTA MEADOWS SEWER EXTENSION LA GOLONDRIA SEWER EXTENSION NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1 A NORTH BATIQUITOS INTERCEPTOR REHABILITATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS POINSETTIA LANE SEWER RELOCATION POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT REMOVE EXISTING LIFT STATIONS SEWER LIFT STATION REPAIRS AND UPGRADES SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER MASTER PLAN/CONNECTION FEE UPDATE SEWER MONITORING PROGRAM SEWER MONITORING PROGRAM 3828/3583 SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN 38551 34921 38861 39491 31821 31822 38671 39501 33762 33761 39541 NEW 38421 NEW NEW 38921 NEW VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (\ VISTA/CARLSBAD INTERCEPTOR REACH VC11B VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC1 1 A VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC1 1 A VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2 VISTA/CARLSBAD INTERCEPTOR REHAB REACHE 3 SUBTOTAL SEWER PROJECTS WATER DISTRIBUTION SYSTEM "D" RESERVOIR - PHASE II "D" RESERVOIR -PHASE II "D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS AVIARA PARKWAY AT PLUM TREE CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATC CANNON ROAD EAST OF EL CAMINO REAL CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DF COLLEGE BOULEVARD - CANNON TO BADGER LANE COLLEGE BOULEVARD (16" LINE TO CANNON ROAD) FUND SEWER REPL SEWER REPL SEWER CONN SEWER CONN SEWER CONN SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEWER REPL SEWER CONN SEWER CONN SEW BENEF SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL OTHER SEWER REPL SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEW BENEF TRANSNET-LOC SEWER CONN SEWER CONN SEWER CONN SEWER CONN SEWER REPL SEWER REPL SEWER CONN WATER CONN WATER REPL WATER REPL WATER REPL WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN TOTAL BUDGET 3,046,926 6,921,963 2,557,571 10,267,567 8,358,850 30,836 3,428,406 633,717 1,189,595 236,250 1 ,244,000 256,921 455,000 450,000 110,200 900,000 2,185,000 585,000 210,000 600,000 620,000 3,630,000 1,633,200 1,100,000 607,000 400,000 266,800 630,000 280,380 5,100,000 320,000 200,475 320,000 8,827,415 695,880 6,250,000 3,549,000 10,200,000 12,223,433 702,020 752,075 2,570,000 104,545,480 5,163,800 1,721,200 182,500 397,000 405,000 687,400 765,500 700,000 645,200 421,000 PRIOR EXP/ENC 74,322 204,301 682,097 218,073 27,830 33,121 472,576 449,957 50,425 117,913 2,078,625 326,363 515,632 8,051 219,002 167,242 203,221 161,000 7,040,799 645,887 89,076 5,530 10,833,519 353,172 13,100 24,990,834 50,740 C-22 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 YEAR 2 YEARS YEAR 4 YEARS YEAR 6-10 BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2010-2014 2015-2020 2,972,604 132,150 1,875,474 633,777 3,006 91,331 161,141 256,921 43 59,775 682,087 106,375 35,000 293,637 3,114,368 991 ,949 112,998 232,758 221,800 32,159 300,000 39,475 1,786,616 49,993 260,924 2,894,470 1,389,914 348,848 363,975 19,443,568 649,260 318,568 223,290 223,290 223,290 223,290 1,629,605 3,744,179 939,581 936,394 933,944 935,506 937,169 4,656,782 928,191 7,507,000 227,446 241,898 204,683 161,265 130,253 692,737 1,645,672 248,100 262,270 679,225 236,250 1,244,000 100,000 355,000 100,000 550,000 50,000 160,000 600,000 158,000 1,475,200 100,000 275,000 45,000 60,000 60,000 80,000 430,000 45,000 300,000 300,000 300,000 300,000 300,000 1,500,000 1,800,000 320,000 20,000 20,000 20,000 20,000 20,000 100,000 120,000 769,360 5,130,640 24,000 625,000 500,000 4,700,000 5,000,000 375,000 2,570,000 14,715,955 13,155,222 8,701,467 1,820,061 1,965,712 9,161,394 10,591,267 5,163,800 1,721,200 182,500 397,000 50,000 355,000 687,400 765,500 645,200 421,000 C-23 Final 2004-05 Capital Improvement Program PROJ. ID 36631 39551 NEW 34461 NEW 38441 38431 39111 39121 38161 39131 NEW 36223 NEW 39031 38211 NEW NEW NEW NEW NEW 39041 38231 38221 35311 34791 39102 39101 35851 NEW NEW NEW NEW NEW 36581 NEW 38781 38581 39231 39561 39151 38531 39001 36641 PROJECT TITLE COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIOND/ CRESTVIEW DRIVE TRANSMISSION MAIN DEMOLITION OF WATER FACILITIES AT PAJAMA DRIVE DESALINATION GROUNDWATER/SEAWATER STUDY EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH EL CAMINO REAL BETWEEN COLLEGE AND JACKSPAR EL CAMINO REAL CROSSING AT KELLY DRIVE EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY Dl EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUG/ EL CAMINO REAL/CARLSBAD VILL DR PIPELINE REPL. ELFUERTE - NORTH OF LOKER EL FUERTE - ALGA ROAD TO POINSETTIA LANE EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD EL FUERTE AND CORINTIA STREET FARADAY AVENUE - ORION TO MELROSE WATERLINE FARADAY AVENUE EXTENSION FOUSSAT ROAD WELL ABANDONMENT LAKE CALAVERA RESERVOIR IMPROVEMENTS MAERKLE PUMP STATION IMPROVEMENTS MAERKLE PUMP STATION IMPROVEMENTS MAERKLE RESERVOIR STORAGE (TAP #2) MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDI MASTER PLAN UPDATE MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS MISCELLANEOUS STORAGE TANK REPAIRS MISCELLANEOUS WATER RESERVOIR FENCING OCEANSIDE INTERTIE UPGRADE PALOMAR AIRPORT - NORTH OF OWENS PAR/ECR PUMP STATION PAR/ECR PUMP STATION POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT POINSETTIA LANE - SKIMMER CT TO CASSIA POINSETTIA LANE - SKIMMER CT TO CASSIA POINSETTIA LANE EAST OF BLACK RAIL ROAD 12" POINSETTIA LANE EAST OF BLACK RAIL ROAD 12" POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE PRESSURE REDUCING STATION - SYCAMORE CREEK PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE RANCHO CARRILLO OVERSIZING/EXTENSION RANCHO SANTA FE RD PIPELINE REPLACEMENT SAN MARCOS BOULEVARD WEST OF SDCWA TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP RESERVOIR EXTERIOR PAINTING WATER OPERATIONS WATER PUMP PROJECT WATER SYSTEM INTERTIE CONNECTION SUBTOTAL WATER DISTRIBUTION SYSTEM FUND WATER REPL WATER REPL WATER REPL WATER REPL WATER REPL WATER CONN WATER CONN WATER CONN WATER REPL WATER REPL WATER CONN WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER REPL WATER REPL WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER CONN WATER REPL WATER REPL WATER REPL WATER REPL WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER CONN WATER REPL WATER REPL WATER REPL WATER REPL WATER REPL WATER REPL TOTAL BUDGET 2,762,100 130,000 60,000 649,860 3,225,000 624,900 94,000 214,300 710,000 50,000 148,750 2,000,000 1,141,000 135,000 97,210 647,600 202,500 2,675,000 675,000 675,000 1 1 ,475,000 618,000 43,200 719,500 1 ,655,900 170,000 110,000 100,000 150,000 607,500 607,500 2,700,000 203,100 394,000 309,000 185,700 185,600 322,000 101,300 250,000 90,000 773,000 2,656,000 300,000 120,000 55,000 400,000 53,307,120 PRIOR EXP/ENC 190,200 109,917 1,028,369 11,739 55,823 506,314 214,362 24,500 13,012 38,475 7,408 72,627 1,545,331 71,913 55,375 663,027 1,240 34,774 4,695,146 RECYCLED WATER PROJECTS NEW 35861 39141 34871 36753 38881 38901 38871 CHESTNUT AVENUE RECYCLED WATER LINE DEBT SERVICE ON STATE LOAN I-5 RECYCLED WATER TRANSMISSION LINE PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT PUMP STATION REMOVAL RECYCLED WATER PH II - FACILITY RECYCLED WATER PH II - FLOW EQUALIZATION RECYCLED WATER PH II - MAHR RESERVOIR IMPROV. RECYCLED WATER PH II - PIPELINES WATER REPL RECL WATER RECL WATER WATER REPL RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER 394,000 1,561,648 140,000 660,000 400,000 12,000,018 3,536,000 1,790,000 19,810,500 19,595 30,880 1 1 ,799,809 989,645 402,662 10,518,325 C-24 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEAR 3 2006-2007 YEAR 4 2007-2008 YEAR 5 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 3,034,800 50,000 600,083 50,000 148,750 971,631 820,000 85,471 94,177 1,888,686 385,638 111,525 67,592 2,373 1,154,669 250,087 250,000 34,625 109,973 200,000 118,760 55,000 365,226 11,498,326 2,762,100 30,000 100,000 60,000 649,860 624,900 94,000 164,300 321,000 135,000 647,600 52,500 280,000 675,000 675,000 1 1 ,475,000 618,000 43,200 719,500 400,000 400,000 255,900 145,500 96,988 100,000 532,500 532,500 203,100 394,000 309,000 185,700 185,600 101,300 2,656,000 100,000 4,813,988 2,092,200 855,000 2,665,200 12,375,500 10,924,760 3,387,000 629,120 200,209 2,546,355 1,387,338 9,292,175 394,000 159,527 159,527 159,527 159,527 159,527 764,013 120,405 400,000 C-25 Final 2004-05 Capital Improvement Program PROJ. ID 38891 38931 33691 33692 33693 38941 39161 39021 39061 38461 39171 39181 38811 39311 38621 38991 38001 38451 36461 36211 NEW 39381 36441 39351 39391 39461 38491 38821 34061 39401 PROJECT TITLE RECYCLED WATER PH II - PUMP STATIONS SUBTOTAL RECYCLED WATER PROJECTS CIRCULATION SYSTEM TRAFFIC SIGNAL PROJECTS TRAP SIG - ALGA ROAD AND CAZADERO TRAP SIG - ALGA ROAD AND XANA WAY TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO RE TRAP SIG - CALLE BARCELONA AND PASEO ALISO TRAP SIG - CALLE BARCELONA AND PASEO AVELLANO TRAP SIG - CAMINO DE LOS COCHES AND CALLE ACERVO TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS TRAP SIG - CANNON ROAD AND CAR COUNTRY TRAP SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAP SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAP SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAP SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR TRAP SIG - CARLSBAD VILLAGE DRIVE AND CHATHAM RD. TRAP SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA TRAP SIG - COLLEGE BOULEVARD AND EL CAMINO REAL TRAP SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE TRAP SIG - COLLEGE BOULEVARD AND TAMARACK SOUTH TRAP SIG - COLLEGE BOULEVARD AND TAMARACL NORTH TRAP SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY TRAP SIG - EL CAMINO REAL AND POINSETTIA LANE TRAP SIG - EL CAMINO REAL CORRIDOR STUDY TRAP SIG - FARADAY AND CANNON ROAD TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE TRAP SIG - FARADAY AVENUE AND ORION STREET TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD TRAP SIG - LA COSTA AVENUE AND ESFERA STREET TRAP SIG - LA COSTA AVENUE AND LEVANTE TRAP SIG - LA COSTA AVENUE/NUEVA CASTILLA TRAP SIG - MELROSE DRIVE AND LA COSTA AVENUE TRAP SIG - MONROE STREET AND HOSP WAY TRAP SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAP SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAP SIG - POINSETTIA LANE AND BLACKRAIL ROAD TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD TRAP SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMB) TRAP SIG - POINSETTIA LANE AND MELROSE DRIVE TRAP SIG - POINSETTIA LANE AND PASEO ESCUELA TRAP SIG - POINSETTIA LANE AND SNAPDRAGON DR TRAP SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTI TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE TRAP SIG - TAMARACK AVE. AND VALLEY STREET TRAP SIG - TAMARACK AVENUE AND GARFIELD STREET SUBTOTAL TRAFFIC SIGNAL PROJECTS STREET PROJECTS AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROt FUND RECL WATER GAS TAX GCC TIP ASMT DIST GCC GCC GCC GCC PFF PFF PFF GCC PFF PFF GCC GAS TAX GCC GCC GAS TAX PFF PFF PFF GCC TRANSNET-LOC PFF GCC PFF GCC TIP GAS TAX GCC GAS TAX GCC GCC PFF GCC PFF GAS TAX GCC GCC PFF PFF GAS TAX GAS TAX PFF GCC GCC GCC PFF TIP TOTAL BUDGET 3,816,900 44,109,066 185,000 235,270 30,000 602,649 160,000 188,074 185,000 190,000 185,000 185,000 150,000 176,400 185,000 185,000 185,000 185,000 210,000 210,000 80,000 185,000 185,000 188,178 210,000 1,200,000 204,250 29,000 125,000 185,000 185,000 210,000 185,000 185,000 210,000 185,000 185,000 185,000 250,000 210,000 210,000 185,000 210,000 185,000 210,000 190,000 185,000 125,000 210,000 185,000 185,000 10,293,821 870,000 PRIOR EXP/ENC 697,925 24,458,841 182,069 10,505 355,834 176,609 3,890 166,173 3,390 4,042 77,659 1,500 156,169 89,969 179,818 67,554 9,653 125,033 3,390 3,890 233 1,617,380 C-26 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEARS 2006-2007 YEAR 4 2007-2008 YEARS 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 3,118,975 17,174,172 159,527 1,073,932 159,527 159,527 159,527 764,013 0 53,201 19,495 246,815 160,000 11,465 186,110 150,000 10,227 206,610 205,958 2,341 186,678 53,831 1,110,031 24,432 29,000 57,446 140,347 124,967 206,610 186,110 124,767 3,496,441 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 60,000 185,000 185,000 210,000 185,000 185,000 185,000 210,000 210,000 185,000 210,000 185,000 185,000 210,000 185,000 185,000 1,110,000 185,000 185,000 - - 3,515,000 185,000 870,000 C-27 Final 2004-05 Capital Improvement Program PROJ. ID 36731 39221 35951 36741 39331 31842 31841 31844 31845 38141 34371 39471 39191 38541 36171 35571 36362 38791 36071 36431 39091 39081 NEW NEW 39571 39291 36222 35931 38521 34011 39481 38111 36671 36791 38681 36892 38601 31906 39071 38801 38831 39531 39281 38951 PROJECT TITLE BTD#2/POINSETTIA LANE - REACH C BTD#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING) BTD#2/POINSETTIA LANE - REACHES A & B AND AVIARA PKWY BTD#2/POINSETTIA LANE - REACHES F & G BTD#3 CANNON ROAD - EL CAMINO TO FROST (REIMS.) BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.) BTD#3 CANNON ROAD WEST BTD#3 CANNON ROAD WEST BTD#3 CANNON ROAD WEST CANNON ROAD REACH 4B CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE CARLSBAD BLVD. AT BREAKWATER ROAD - LEFT TURN LANE CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVE CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMEN CARLSBAD BOULEVARD RETROFIT OVER SDNR CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO CARLSBAD VILLAGE DRIVE WIDENING COLLEGE BLVD REACH A AND CANNON REACH 4A COLLEGE/CANNON ASSESSMENT DISTRICT EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE EL CAMINO REAL AND FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD EL CAMINO REAL MEDIANS EL CAMINO REAL MEDIANS - LA COSTA EL CAMINO REAL WIDENING - RHO CSBD DR TO SUNNY CR RD (LC EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAI EL CAMINO REAL WIDENING - LISA STREET TO CRESTVIEW DR (LO EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN) EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT / EL CAMINO REAL WIDENING - S CHESTNUT/S ALGA FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS FARADAY AVENUE MITIGATION - SOUTH OF CANNON I-5 AND LA COSTA AVENUE AUXILLARY LANES MELROSE DRIVE AND ALGA ROAD OLIVENHAIN ROAD WIDENING MITIGATION MONITORING PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCT PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE PAVEMENT MANAGEMENT PROGRAM PAVEMENT MANAGEMENT PROGRAM PAVEMENT MANAGEMENT PROGRAM PAVEMENT MANAGEMENT PROGRAM POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAI POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS RANCHO SANTA FE ROAD NORTH - PHASE I RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) RANCHO SANTA FE ROAD SOUTH SIDEWALK/STREET CONSTRUCTION PROGRAM SIDEWALK/STREET CONSTRUCTION PROGRAM TRAFFIC MONITORING PROGRAM UNDERGROUND DIST. 17 - HARDING, ROOSEVELT SUBTOTAL STREET PROJECTS FUND BTD#2 BTD#2 BTD#2 BTD#2 BTD#3 BTD#3 TRANSNET-HWY CFD#1 TIF TRANSNET-HWY TIF REDVL SCCRDA REDVL SCCRDA FED GRNT PFF GCC GAS TAX TRANSNET-LOC TIF TIF OTHER ASMT DIST TIF TIF TIF PFF PFF TRANSNET-LOC TIF TRANSNET-LOC TRANSNET-LOC TIF TIF OTHER CFD#1 CFD#1 TIF CFD#2 TIF ASMT DIST REDVL SCCRDA TIF TRANSNET-LOC GAS TAX IRF ST GRANT ASMT DIST TIF CFD#2 CFD#2 CFD#2 CFD#2 TIF TIF TIF GCC TOTAL BUDGET 3,122,900 3,790,000 7,274,823 1,841,090 925,000 5,675,009 4,660,000 6,534,601 1,160,000 1,761,000 210,725 155,000 451,000 1,804,000 1,237,177 105,000 1,830,000 1,100,000 2,000,000 1,260,000 1,713,000 425,000 320,000 881,000 250,000 1,759,500 90,500 1,800,000 450,000 959,000 493,000 1,382,708 522,115 1,021,826 5,500,000 1,500,000 480,000 15,000 160,000 292,000 500,000 525,000 23,989,348 39,621,088 7,500,000 1,089,065 72,432 1,870,000 3,800,000 26,284,656 18,419,000 1,350,000 834,259 3,126,822 1,210,611 509,800 198,484,055 PRIOR EXP/ENC 3,012,924 4,226,487 101,571 4,644,832 4,390,699 6,534,267 788,846 276,470 57,173 5 1,448,083 401,185 183,950 336,065 32,570 124,158 1,703,805 736,183 5,436,339 10,000 279,999 9,511,671 553,661 1 ,054,065 62,432 44,303 25,806,992 16,496,665 56,552 126,822 88,438,774 C-28 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEARS 2006-2007 YEAR 4 2007-2008 YEAR 5 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 109,976 548,336 739,519 30,177 269,301 334 371,154 1,484,530 153,552 254,995 105,000 381,917 698,815 166,050 88,935 635,342 90,500 96,195 522,115 285,643 63,661 5,000 12,001 480,000 1,937,677 3,137,427 0 10,000 3,755,697 477,664 1 ,922,335 1,350,000 777,707 90,61 1 21,052,166 350,000 3,440,000 2,500,000 1 ,000,000 925,000 600,000 400,000 155,000 196,000 1,804,000 1,237,177 2,000,000 1,260,000 55,000 1,308,000 320,000 140,000 708,430 250,000 150,000 850,000 450,000 959,000 493,000 1,382,708 1,500,000 480,000 160,000 500,000 45,000 3,470,000 2,600,000 2,500,000 2,600,000 1,370,000 500,000 600,000 800,000 800,000 2,230,000 15,000,000 16,000,000 2,500,000 5,000,000 35,000 1,870,000 300,000 300,000 300,000 300,000 300,000 1,500,000 70,000 70,000 70,000 70,000 70,000 350,000 420,000 509,800 9,276,508 7,390,430 5,229,000 3,770,000 3,970,000 22,637,177 36,720,000 C-29 Final 2004-05 Capital Improvement Program PROJ. ID PROJECT TITLE FUND TOTAL BUDGET PRIOR EXP/ENC LOANS TO OTHER FUNDS GAS TAX LOAN BTD#2 GAS TAX LOAN TO BTD#3 CANNON ROAD WEST GCC LOAN TO BTD#2 GCC LOAN TO CANNON/COLLEGE GCC LOAN TO FARADAY/MELROSE GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION GENERAL FUND LOAN TO PIL-SW / POINSETTIA PARK GENERAL FUND LOAN TO SCCRDA FOR ENCINAS BRIDGE GENERAL FUND TO GOLF COURSE FUND PHASE II LOAN TO RECYCLED WATER SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP SEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPT WATER REPLACEMENT TO WATER CONNECTION SUBTOTAL FUTURE LOANS TO OTHER FUNDS GAS TAX GAS TAX GCC GCC GCC GCC GCC GCC OTHER OTHER OTHER WATER REPL SEWER REPL SEWER REPL WATER REPL 2,643,344 1,000,000 840,000 200,000 790,854 320,000 860,000 1,250,000 550,000 451,000 17,737,200 14,500,000 7,592 5,270,000 3,000,000 49,419,990 2,643,344 1,000,000 840,000 200,000 790,854 320,000 860,000 1,250,000 550,000 255,000 2,737,200 14,500,000 7,592 5,270,000 31,223,990 LOAN REPAYMENTS BTD#2 REPAYMENT TO GAS TAX FUND BTD#2 REPAYMENT TO GCC BTD#3 CANNON ROAD WEST TO GAS TAX FUND CANNON/COLLEGE TO GCC FARADAY/MELROSE TO GCC GOLF COURSE FUND TO GENERAL FUND PIL-SW TO GF FOR POINSETTIA PARK PIL-NW TO GCC FOR MADISON ST PROPERTY PURCHASES PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION RECYCLED WATER TO WATER REPLACEMENT SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SOUTH CARLSBAD RDA REPAYMENT TO GENERAL FUND WATER CONNECTION TO WATER REPLACEMENT SUBTOTAL LOAN REPAYMENTS GRAND TOTAL ALL FUNDED PROJECTS BTD#2 BTD#2 BTD#3 OTHER OTHER GOLF COURSE PIL-SW PIL-NW PIL-NW PIL-SE RECL WATER SEW BENEF SEW BENEF REDVL SCCRDA WATER CONN 2,643,344 840,000 1,000,000 200,000 790,854 17,737,200 550,000 320,000 860,000 1,250,000 14,500,000 5,270,000 7,592 451,000 3,000,000 49,419,990 784,820,134 0 212,143,450 UNFUNDED PROJECTS PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION 10,500,000 EL CAMINO REAL WIDENING - CASSIA RD TO CAMINO VIDA ROBLE 4,026,000 POINSETTIA LANE - REACH "E"7,910,000 CANNON ROAD - REACH 4 - COLLEGE TO CITY LIMITS 14,172,000 TOTAL UNFUNDED PROJECTS 36,608,000 C-30 Final 2004-05 Capital Improvement Program BALANCE FORWARD YEAR1 2004-2005 YEAR 2 2005-2006 YEAR 3 2006-2007 YEAR 4 2007-2008 YEARS 2008-2009 YEAR 6-10 2010-2014 BUILDOUT 2015-2020 0 196,000 15,000,000 3,000,000 196,000 15,000,000 - - 3,000,000 0 106,199,253 2,643,344 840,000 1,000,000 200,000 790,854 17,737,200 550,000 320,000 860,000 1,250,000 7,250,000 7,250,000 2,000,000 3,270,000 7,592 451,000 3,000,000 2,180,854 8,310,000 10,500,000 320,000 - 1,000,000 27,109,136 52,512,664 99,190,284 36,381,994 19,486,788 21,580,739 122,675,559 114,649,403 C-31 C-32 Overview i BMti «»«II!!IISJ| Sfc ^Schedule of CapitaI Projects T 1 !. CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ASSESSMENT DISTRICTS IGINNING FUND BALANCE (1) REVENUES DEVELOPERS ASSESSMENTS TOTAL REVENUES CAPITAL PROJECTS COLLEGE/CANNON ASSESSMENT DISTRICT PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE POINSETTTA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM * TRAP SIG - AVIARA PARKWAY-POINSETT1A LANE TO EL CAMINO REAL TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 425,000 292,000 72,432 602,649 1,392,081 N/A YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 86,007 86,007 86,007 86,007 86,007 86,007 00000 0 00000 0 00000 0 86,007 86,007 86,007 86,007 86,007 86,007 BTD NO. 2 AVIARA PARKWAY - POINSETTIA BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS BTD#2 REPAYMENT TO GAS TAX FUND BTD#2 REPAYMENT TO GCC T>#2/POINSETT1A LANE - REACH C . D#2/POINSETTIA LANE - REACH E (PARTIAL FUNDING) BTD#2/POINSETTIA LANE - REACHES A & B AND AVIARA PKWY BTD#2/POINSETTIA LANE - REACHES F & G TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE LANE PRIOR YEARS N/A N/A 0 0 3,122,900 0 4,774,823 841,090 8,738,813 N/A YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 5,416,044 6,374,704 7,507,857 7,621,860 7,621,860 2,148,660 1,133,153 114,003 0 0 2,148,660 1,133,153 114,003 0 0 840,000 350,000 1,190,000 0000 6,374,704 7,507,857 7,621,860 7,621,860 7,621,860 BUILDOUT 2009++ 7,621,860 5,113,620 5,113,620 2,643,344 3,440,000 2,500,000 1,000,000 9,583,344 3,152,136 BTD NO. 3 CANNON ROAD WEST BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS BTD#3 CANNON ROAD - EL CAMINO TO FROST (REIMS.) BTD#3 CANNON ROAD - FROST TO FARADAY (REIMB.) * BTD#3 CANNON ROAD WEST TO GAS TAX FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 4,675,009 0 4,675,009 N/A YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 1,093,989 168,989 727,195 730,113 1,114,853 0 558,206 602,918 384,740 384,740 0 558,206 602,918 384,740 384,740 925,000 600,000 925,000 0 600,000 0 0 168,989 727,195 730,113 1,114,853 1,499,593 BUILDOUT 2009++ 1,499,593 1,574,841 1,574,841 400,000 1,000,000 1,400,000 1,674,434 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources. C-33 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY COMMUNITY FACILITIES DISTRICT NO. IGINNING FUND BALANCE (1) REVENUES DEVELOPER SPECIAL TAXES TOTAL REVENUES CAPITAL PROJECTS * BTD#3 CANNON ROAD WEST CFD#1 ADMINISTRATION CIVIC CENTER * COLE LIBRARY EXPANSION (35%) FARADAY AVENUE MITIGATION - SOUTH OF CANNON 1-5 AND LA COSTA AVENUE AUXILLARY LANES * PUBLIC WORKS CENTER SOUTH CARLSBAD LIBRARY POST OCCUPANCY VETERAN'S MEMORIAL PARK TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE 1 (CFD 1) PRIOR YEARS N/A N/A 6,534,601 0 0 0 5,500,000 0 1,500,757 56,355 0 13,591,713 N/A YEAR1 2004-2005 37,519,611 7,336,242 7,336,242 110,000 100,000 210,000 44,645,853 YEAR 2 2005-2006 44,645,853 4,888,711 4,888,711 110,000 9,350,000 9,460,000 40,074,564 YEAR 3 2006-2007 40,074,564 3,829,559 3,829,559 110,000 10,642,000 10,752,000 33,152,123 YEAR 4 YEAR 5 2007-2008 2008-2009 33,152,123 25,125,664 2,725,541 2,834,136 2,725,541 2,834,136 110,000 110,000 10,642,000 10,752,000 110,000 25,125,664 27,849,800 BUILDOUT 2009++ 27,849,800 6,601,597 6,601,597 660,000 5,200,000 1,500,000 18,336,000 25,696,000 8,755,397 RANCHO SANTA FE ROAD PROJECT (CFD 2) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER SPECIAL TAXES/OTHER AGENCIES TOTAL REVENUES CAPITAL PROJECTS OLJVENHAIN ROAD WIDENING MITIGATION MONITORING RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS RANCHO SANTA FE ROAD NORTH - PHASE I RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) RANCHO SANTA FE ROAD SOUTH TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 15,000 3,800,000 26,284,656 18,419,000 1,350,000 49,868,656 N/A YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 1,641,239 1,670,020 1,728,984 2,419,130 2,830,130 3,078,380 28,781 58,964 690,146 411,000 248,250 628,900 28,781 58,964 690,146 411,000 248,250 628,900 0 00000 1,670,020 1,728,984 2,419,130 2,830,130 3,078,380 3,707,280 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-34 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GAS TAX FUND 'GINNING FUND BALANCE (1) REVENUES GAS TAXES LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT GABIANO LANE STORM DRAIN MODIFICATION GAS TAX LOAN BTD#2 GAS TAX LOAN TO BTD#3 CANNON ROAD WEST * MISCELLANEOUS ROAD SUBDRAINS * PAVEMENT MANAGEMENT PROGRAM * SOUTH CARLSBAD VILLAGE STORM DRAIN TRAP SIG - ALGA ROAD AND CAZADERO TRAP SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAP SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAP SIG - LA COSTA AVENUE AND ESFERA STREET TRAP SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAP SIG - POINSETTIA LANE AND PASEO ESCUELA TRAP SIG - POINSETTIA LANE AND SNAPDRAGON DR TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,830,000 0 2,643,344 1,000,000 10,000 3,691,088 3,078,249 0 0 80,000 150,000 0 0 210,000 190,000 12,882,681 N/A YEAR1 2004-2005 2,302,486 1,650,000 869,687 2,519,687 35,000 500,000 60,000 210,000 805,000 4,017,173 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 4,017,173 4,932,173 5,697,173 6,697,173 6,517,173 1,700,000 1,750,000 1,800,000 1,850,000 23,510,000 000 200,000 3,643,344 1,700,000 1,750,000 1,800,000 2,050,000 27,153,344 600,000 800,000 800,000 2,230,000 31,000,000 185,000 185,000 185,000 785,000 985,000 800,000 2,230,000 31,185,000 4,932,173 5,697,173 6,697,173 6,517,173 2,485,517 GENERAL CAPITAL CONSTRUCTION (GCC) BEGINNING FUND BALANCE (1) REVENUES LOAN REPAYMENTS & OTHER TOTAL REVENUES CAPITAL PROJECTS ADA - CANNON PARK * ALGA NORTE PARK - PHASE II (POOL) PROP C FUNDS CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY CITY SAFETY TRAINING FACILITY * COASTAL RAIL TRAIL -CORRIDOR ENHANCEMENT FIRE STATION #5 STORAGE BUILDING/RESTROOMS GCC LOAN TO BTD#2 GCC LOAN TO CANNON/COLLEGE GCC LOAN TO FARADAY/MELROSE GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION LAKE CALAVERA TRAILS MASTER PLAN/CONSTRUCTION * MISCELLANEOUS ROAD SUBDRAINS POLICE & FIRE CAD IMPLEMENTATION * PROPOSITION C PROJECTS PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM SAFETY CENTER - BUILDING IMPROVEMENTS SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT * SENIOR CENTER - CUSD ACQUISITION SENIOR CENTER COURTYARD LANDSCAPING TAGECOACH PARK PICNIC SHELTER AGECOACH PARK SYNTHETIC TURF TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS TRAF SIG - ALGA ROAD AND XANA WAY (continued on next page) PRIOR YEARS N/A N/A 70,500 0 105,000 950,000 110,000 316,600 840,000 200,000 790,854 320,000 860,000 1,250,000 85,000 200,000 2,459,500 0 404,992 50,000 200,000 0 30,000 0 0 76,400 235,270 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 43,021,218 36,418,272 37,165,772 38,415,772 38,735,772 38,735,772 2,430,854 1,060,000 1,250,000 320,000 0 0 2,430,854 1,060,000 1,250,000 320,000 0 0 5,364,000 15,000 312,500 29,636,000 815,000 100,000 1,600,000 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-35 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY CAPITAL PROJECTS (continued from previous page) TRAP SIG - AVIARA PARKWAY-POINSETTTA LANE TO EL CAMINO REAL TRAP SIG - CALLE BARCELONA AND PASEO ALJSO , RAF SIG - CAMINO DE LOS COCHES AND CALLE ACERVO TRAP SIG - CANNON ROAD AND CAR COUNTRY TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAP SIG - CARLSBAD VILLAGE DRIVE AND CHATHAM RD. TRAP SIG - CARLSBAD VILLAGE DRIVE AND GLASGOW DR TRAP SIG - COLLEGE BOULEVARD AND TAMARACL NORTH TRAP SIG - EL CAMINO REAL CORRIDOR STUDY TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD TRAP SIG - LA COSTA AVENUE AND LEVANTE TRAP SIG - LA COSTA AVENUE AND NUEVA CASTILLA TRAP SIG - MONROE STREET AND HOSP WAY TRAP SIG - POINSETTIA LANE AND BLACKRAIL ROAD TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE TRAP SIG - TAMARACK AVE. AND VALLEY STREET UNDERGROUND DIST. 17 - HARDING, ROOSEVELT 160,000 188,074 0 190,000 176,400 0 210,000 210,000 210,000 29,000 0 0 0 0 0 0 0 125,000 0 0 0 11,052,590 N/A 185,000 185,000 185,000 185,000 210,000 185,000 185,000 210,000 185,000 210,000 185,000 509,800 9,033,800 312,500 000 31,116,000 36,418,272 37,165,772 38,415,772 38,735,772 38,735,772 7,619,772 GOLF COURSE FUND BEGINNING FUND BALANCE (1) "VENUES _JLF COURSE REVENUE TOTAL REVENUES CAPITAL PROJECTS CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE FUND TO GENERAL FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 988,000 0 988,000 N/A YEAR1 2004-2005 350,389 0 0 350,000 350,000 389 YEAR 2 2005-2006 389 28,650,000 28,650,000 28,650,000 28,650,000 389 YEARS YEAR 4 YEARS BUILDOUT 2006-2007 2007-2008 2008-2009 2009++ 389 389 389 389 000 17,737,200 000 17,737,200 17,737,200 000 17,737,200 389 389 389 389 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-36 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GRANTS - FEDERAL iGINNING FUND BALANCE (1) REVENUES TEA 21 TEA (COASTAL RAIL TRAIL) TEA 21 CMAQ (COASTAL RAIL TRAIL) HBBR GRANT (RANCHO SANTA FE ROAD) TOTAL REVENUES CAPITAL PROJECTS * CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT * COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT * COASTAL RAIL TRAIL CTEA-21) TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 2,479,947 851,434 3,331,381 N/A YEAR1 2004-2005 15,177 305,753 1 ,564,247 1,870,000 1,564,247 305,753 1,870,000 15,177 YEAR 2 YEAR 3 YEAR 4 2005-2006 2006-2007 2007-2008 15,177 15,177 15,177 1,804,000 1,804,000 0 0 1,804,000 1,804,000 0 0 15,177 15,177 15,177 YEAR 5 BUILDOUT 2008-2009 2009++ 15,177 15,177 0 0 0 0 15,177 15,177 GRANTS - STATE BEGINNING FUND BALANCE (1) REVENUES GRANT REVENUE TOTAL REVENUES CAPITAL PROJECTS VEMENT MANAGEMENT PROGRAM JTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,054,065 1,054,065 N/A YEAR1 2004-2005 321,854 0 0 35,000 35,000 286,854 YEAR 2 YEAR 3 2005-2006 2006-2007 286,854 286,854 0 0 0 0 0 0 286,854 286,854 YEAR 4 2007-2008 286,854 0 0 0 286,854 YEARS 2008-2009 286,854 0 0 0 286,854 BUILDOUT 2009++ 286,854 0 0 0 286,854 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-37 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R) "GINNING FUND BALANCE (1) REVENUES GENERAL FUND TRANSFER TOTAL REVENUES CAPITAL PROJECTS BEACH ACCESS STAIRS REPLACEMENT CALAVERA COMMUNITY CENTER SIDING CARLSBAD BLVD STORM DRAIN REPLACEMENT CHASE FIELD LIGHTING IMPROVEMENTS COLE LIBRARY HVAC REPLACEMENT HOLIDAY PARK - RESTROOM IMPROVEMENTS LACUNA RIVIERA PARK RESTROOM REPLACEMENT * MISCELLANEOUS ROAD SUBDRAINS * PAVEMENT MANAGEMENT PROGRAM POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER HELD SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS TOT LOT IMPROVEMENTS VARIOUS FACILITY CONCRETE REPAIRS TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 50,000 0 0 300,000 0 162,200 0 0 0 763,992 263,300 0 192,000 1,731,492 N/A YEAR 1 YEAR 2 2004-2005 2005-2006 13,747,811 16,423,961 3,713,150 3,824,545 3,713,150 3,824,545 250,000 60,000 80,000 40,000 760,000 225,000 170,000 275,000 162,000 1,037,000 985,000 16,423,961 19,263,506 YEAR 3 YEAR 4 YEARS BUILDOUT 2006-2007 2007-2008 2008-2009 2009++ 19,263,506 23,202,786 27,260,246 31,439,429 3,939,281 4,057,459 4,179,183 45,700,000 3,939,281 4,057,459 4,179,183 45,700,000 7,500,000 000 7,500,000 23,202,786 27,260,246 31,439,429 69,639,429 OTHER BEGINNING FUND BALANCE (1) •VENUES ,cNERAL FUND TRANSFERS/LOANS TOTAL REVENUES CAPITAL PROJECTS CANNON/COLLEGE TO GCC COLLEGE BLVD REACH A AND CANNON REACH 4A FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS FARADAY/MELROSE TO GCC GENERAL FUND LOAN TO PIL SW - POINSETTIA PARK GENERAL FUND LOAN TO SCCRDA FOR ENCINAS BRIDGE GENERAL FUND TO GOLF COURSE FUND REMOVE EXISTING LIFT STATIONS TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 350,000 1,021,826 0 550,000 255,000 2,737,200 0 4,914,026 N/A YEAR1 2004-2005 1,766,722 986,854 986,854 55,000 790,854 196,000 1,041,854 1,711,722 YEAR 2 2005-2006 1,711,722 15,060,000 15,060,000 200,000 1,308,000 15,000,000 60,000 16,568,000 203,722 YEAR 3 2006-2007 203,722 60,000 60,000 60,000 60,000 203,722 YEAR 4 YEAR 5 2007-2008 2008-2009 203,722 203,722 80,000 0 80,000 0 80,000 80,000 0 203,722 203,722 BUILDOUT 2009++ 203,722 430,000 430,000 430,000 430,000 203,722 PARK FEE ZONES 5,13,16 PRIOR YEARS BEGINNING FUND BALANCE (1) N/A REVENUES DEVELOPER FEES TOTAL REVENUES N/A CAPITAL PROJECTS BUSINESS PARK RECREATIONAL FACILITY 0 TOTAL PROJECT EXPENDITURES 0 1DING FUND BALANCE N/A YEAR1 2004-2005 773,596 85,364 85,364 0 858,960 YEAR 2 2005-2006 858,960 137,544 137,544 0 996,504 YEAR 3 2006-2007 996,504 197,551 197,551 0 1,194,054 YEAR 4 2007-2008 1,194,054 143,751 143,751 0 1,337,805 YEARS 2008-2009 1,337,805 143,751 143,751 0 1,481,556 BUILDOUT 2009++ 1,481,556 1,440,592 1,440,592 2,626,000 2,626,000 296,148 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-38 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PARK-IN-LIEU NE ^GINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS HIDDEN CANYON PARK (22.3 ACRES) PARK SITE DEVELOPMENT (15 ACRES) TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,758,000 0 1,758,000 N/A YEAR1 2004-2005 114,530 459,985 459,985 0 574,515 YEAR 2 2005-2006 574,515 191,105 191,105 0 765,620 YEAR 3 2006-2007 765,620 453,319 453,319 0 1,218,939 YEAR 4 2007-2008 1,218,939 191,105 191,105 0 1,410,043 YEARS 2008-2009 1,410,043 191,105 191,105 0 1,601,148 BUILDOUT 2009++ 1,601,148 2,481,309 2,481,309 4,000,000 4,000,000 82,457 PARK-IN-LIEU NW BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS HOSP GROVE/BUENA VISTA LAGOON RECL IMPROVEMENTS PARKLAND ACQUISITION PIL=NW TO GCC FOR MADISON ST PROPERTY PURCHASES PIL-NW TO GCC FOR PINE SCHOOL ACQUISITION TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 0 0 N/A YEAR1 2004-2005 1,179,331 151,235 151,235 0 1,330,566 YEAR 2 2005-2006 1,330,566 109,720 109,720 860,000 860,000 580,286 YEARS 2006-2007 580,286 269,851 269,851 0 850,138 YEAR 4 2007-2008 850,138 62,273 62,273 320,000 320,000 592,411 YEARS 2008-2009 592,411 121,581 121,581 0 713,992 BUILDOUT 2009++ 713,992 1,619,108 1,619,108 1,280,000 600,000 1,880,000 453,101 PARK-IN-LIEU SE BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS PARK RESTORATION AND ACQUISITION PIL-SE TO GCC FOR ALGA NORTE LAND ACQUISITION TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 N/A YEAR1 2004-2005 703,052 491,095 491,095 0 1,194,147 YEAR 2 2005-2006 1,194,147 491,095 491,095 0 1,685,242 YEAR 3 2006-2007 1,685,242 457,763 457,763 1,250,000 1,250,000 893,005 YEAR 4 2007-2008 893,005 0 0 0 893,005 YEARS 2008-2009 893,005 0 0 0 893,005 BUILDOUT 2009++ 893,005 0 0 800,000 800,000 93,005 PARK-IN-LIEU SW BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS AVIARA REIMBURSEMENT AGREEMENT PARK RESTORATION AND ACQUISITION OIL SW TO GF FOR POINSETTIA PARK )TAL PROJECT EXPENDITURES PRIOR YEARS N/A N/A 238,000 0 0 238,000 N/A YEAR1 2004-2005 1,151,473 461,097 461,097 550,000 550,000 1,062,570 YEAR 2 2005-2006 1,062,570 298,880 298,880 0 1,361,450 YEAR 3 2006-2007 1,361,450 32,222 32,222 0 1,393,672 YEAR 4 2007-2008 1,393,672 2,222 2,222 0 1,395,895 YEARS 2008-2009 1,395,895 2,222 2,222 0 1,398,117 BUILDOUT 2009++ 1,398,117 988,857 988,857 2,300,000 2,300,000 86,974 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-39 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PLANNED LOCAL DRAINAGE AREA FEES (PLDA) •^GINNING FUND BALANCE (1)_ REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS AGUA HEDIONDA CHANNEL (PLDA "B") AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C") COLLEGE BLVD. BRIDGE FACILITY BL (REIMB./PLDA "B") COLLEGE BLVD.STORM DRAIN FACILITY BL (REIMB./PLDA "B") COLLEGE BLVD/CANNON RD (BASIN BJB - REIMB./PLDA "B") COLLEGE BLVD/CANNON RD (BJ AND CALAVERA CR. CHANNEL) FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B") HIGHLAND DRIVE STORM DRAIN MASTER PLAN UPDATE MISCELLANEOUS MASTER DRAINAGE FACILITIES PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B") * SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B") TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B") TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,260,500 290,000 0 0 0 2,500,000 300,000 256,600 254,000 0 0 1,160,000 0 6,021,100 N/A YEAR 1 YEAR 2 2004-2005 2005-2006 4,277,963 4,864,364 1,951,925 1,419,895 1,951,925 1,419,895 275,861 1,089,663 1,365,524 0 4,864,364 6,284,259 YEAR 3 YEAR 4 YEARS BUILDOUT 2006-2007 2007-2008 2008-2009 2009+ + 6,284,259 7,469,419 7,916,473 8,469,225 1,185,160 447,054 552,752 6,966,960 1,185,160 447,054 552,752 6,966,960 1,783,000 10,936,000 500,000 1,279,000 000 14,498,000 7,469,419 7,916,473 8,469,225 938,185 PUBLIC FACILITY FEE FUND (PFF) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES PROP 12 AND PROP 40 GRANT FUNDS TOTAL REVENUES .PITAL PROJECTS ALGA NORTE PARK - PHASE I (30 ACRES) * ALGA NORTE PARK - PHASE II (POOL) AVIARA COMMUNITY PARK (24.25 ACRES) * AVIARA COMMUNITY PARK COMMUNITY BUILDING CANNON LAKE PARK (6.7 ACRES) CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE * COLE LIBRARY EXPANSION (65%) EL CAMINO REAL MEDIANS EL CAMINO REAL MEDIANS - LA COSTA FIRE STATION #3 RELOCATION FIRE STATION #6 - (PERMANENT) LEO CARRILLO PARK - PHASE I & II LEO CARRILLO PARK - PHASE III PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PARK SITE DEVELOPMENT - PINE PARK SITE DEVELOPMENT - PINE COMMUNITY BUILDING POINSETTIA COMMUNITY PARK - PHASE II TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAP SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE TRAF SIG - COLLEGE BOULEVARD AND TAMARACK SOUTH TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE TRAF SIG - FARADAY AND CANNON ROAD TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET (REIMS) TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH) \F SIG - TAMARACK AVENUE AND GARFIELD STREET /TAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 12,978,000 500,000 10,700,000 0 0 0 0 759,500 90,500 0 50,500 6,163,000 0 4,550,000 5,202,000 0 0 0 0 150,000 0 0 0 0 188,178 204,250 125,000 0 250,000 0 0 0 0 41,910,928 N/A YEAR 1 YEAR 2 2004-2005 2005-2006 4,389,980 4,134,752 5,903,080 5,197,810 0 0 5,903,080 5,197,810 851,308 5,436,000 150,000 3,550,000 997,000 400,000 210,000 6,158,308 5,436,000 4,134,752 3,896,562 YEAR 3 YEAR 4 YEARS BUILDOUT 2006-2007 2007-2008 2008-2009 2009+ + 3,896,562 8,397,788 11,566,279 13,984,233 4,501,225 1,551,741 2,417,954 18,963,887 0 1,616,750 0 0 4,501,225 3,168,491 2,417,954 18,963,887 3,675,000 2,058,000 1,237,177 8,320,000 850,000 2,400,000 2,100,000 3,885,000 8,105,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 185,000 000 34,480,177 8,397,788 11,566,279 13,984,233 (1,532,056) (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-40 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY REDEVELOPMENT - VILLAGE EGINNING FUND BALANCE (1) REVENUES TAX INCREMENT AND LOANS TOTAL REVENUES CAPITAL PROJECTS * SENIOR CENTER - CUSD ACQUISITION VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM VILLAGE PUBLIC RELATIONS CAMPAIGN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 50,000 50,000 N/A YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 1,380,000 0000 0 0 0000 851,215 0 0000 851,215 1,380,000 851,215 1,380,000 0 000 851,215 0 0000 0 REDEVELOPMENT - SCCRDA BEGINNING FUND BALANCE (1) REVENUES TAX INCREMENT AND LOANS TOTAL REVENUES CAPITAL PROJECTS CARLSBAD BLVD. AT BREAKWATER ROAD - LEFT TURN LANE * CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION SOUTH CARLSBAD RDA REPAYMENT TO GENERAL FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 255,000 0 0 255,000 N/A YEAR1 2004-2005 851,000 0 0 155,000 196,000 500,000 851,000 0 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 0000 0 0 000 451,000 0 000 451,000 451,000 0 000 451,000 0000 0 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-41 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY SEWER BENEFIT AREA FEES (SBA) EGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA "A") SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 8,827,415 8,827,415 N/A YEAR 1 YEAR 2 YEAR 3 2004-2005 2005-2006 2006-2007 1,264,238 1,980,344 2,892,870 716,106 912,526 799,240 716,106 912,526 799,240 2,000,000 0 0 2,000,000 1,980,344 2,892,870 1,692,110 YEAR 4 2007-2008 1,692,110 341,790 341,790 100,000 100,000 1,933,900 YEARS 2008-2009 1,933,900 341,790 341,790 355,000 355,000 1,920,690 BUILDOUT 2009++ 1,920,690 3,546,846 3,546,846 3,270,000 7,592 3,277,592 2,189,944 * * * * * * SEWER CONNECTION FEE FUND BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES OTHER AGENCY CONTRIBUTIONS (VISTA) TOTAL REVENUES CAPITAL PROJECTS BUENA VISTA LIFT STATION BUENA VISTA LIFT STATION FORCE MAIN •=LOW EQUALIZATION PROJECT PHASE V EXPANSION SEWER MONITORING PROGRAM TECHNOLOGY ENHANCEMENT VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12 VISTA/CARLSBAD INTERCEPTOR REACH VC11B VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 VISTA/CARLSBAD INTERCEPTOR REACH VC5A, SB TO VC11A VISTA/CARLSBAD INTERCEPTOR REHAB REACHE 3 TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 256,921 0 2,557,571 0 851,850 200,475 633,717 350,000 2,900,000 0 12,223,433 0 19,973,967 YEAR1 2004-2005 25,698,223 1,318,348 500,000 1,818,348 939,581 7,507,000 769,360 24,000 500,000 2,570,000 12,309,941 N/A 15,206,630 YEAR 2 2005-2006 15,206,630 1,394,588 4,115,250 5,509,838 936,394 5,130,640 625,000 4,700,000 11,392,034 9,324,434 YEAR 3 YEAR 4 YEAR 5 2006-2007 2007-2008 2008-2009 9,324,434 8,682,743 8,415,754 1,177,003 668,518 650,686 4,115,250 0 0 5,292,253 668,518 650,686 933,944 935,506 937,169 5,000,000 5,933,944 935,506 937,169 8,682,743 8,415,754 8,129,271 BUILDOUT 2009++ 8,129,271 4,585,018 0 4,585,018 1,244,000 5,584,973 6,828,973 5,885,316 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources. C-42 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY SEWER REPLACEMENT FUND EGINNING FUND BALANCE (1) REVENUES TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS AVENIDA ENdNAS GRAVITY SEWER BUILDING IMPROVEMENTS CAPITAL ACQUISmONS/REPLACEMENT/REHAB EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK FARADAY AVENUE - ORION TO MELROSE SEWER FOREST GRAVITY SEWER FOXES SEWAGE LIFT STATION UPGRADE HOME PLANT LIFT STATION LA COSTA MEADOWS SEWER EXTENSION LA GOLONDRIA SEWER EXTENSION NORTH AGUA HEDIONDA INTERCEPTOR - WEST SEGMENT NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EAST SEGMENT NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A NORTH BATTQUITOS INTERCEPTOR REHABILITATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS POINSETTIA LANE SEWER RELOCATION POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT * PUBLIC WORKS CENTER PUMP STATION INTERFACES SEWER LIFT STATION REPAIRS AND UPGRADES SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER MASTER PLAN/CONNECTION FEE UPDATE * SEWER MONITORING PROGRAM WER REPL TO SEW BENEF FOR LIFT STATION PUMP jEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPTOR STAFFING/PROF. SERVICES AND MISC. * TECHNOLOGY ENHANCEMENT * VISTA/ CARLSBAD INTERCEPTOR REACH VC5A, SB TO VC11A * VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 AND 2 TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 3,046,926 336,451 450,000 110,200 800,000 2,185,000 35,000 0 0 3,630,000 620,000 0 1,000,000 332,000 400,000 221,800 0 30,836 235,380 300,000 0 0 7,592 5,270,000 124,452 0 702,020 377,075 20,214,732 N/A YEAR1 2004-2005 9,836,023 2,200,000 0 2,200,000 318,568 100,000 550,000 50,000 100,000 275,000 45,000 45,000 300,000 20,000 227,446 375,000 2,406,014 9,630,009 YEAR 2 2005-2006 9,630,009 2,200,000 0 2,200,000 223,290 160,000 600,000 158,000 2,310,000 300,000 20,000 241,898 4,013,188 7,816,821 YEAR 3 YEAR 4 YEAR 5 2006-2007 2007-2008 2008-2009 7,816,821 9,309,298 10,804,743 2,200,000 2,200,000 2,200,000 2,000,000 0 0 4,200,000 2,200,000 2,200,000 236,250 223,290 223,290 223,290 1,475,200 300,000 300,000 300,000 20,000 20,000 20,000 204,683 161,265 130,253 248,100 2,707,523 704,555 673,543 9,309,298 10,804,743 12,331,200 BUILDOUT 2009++ 12,331,200 24,200,000 3,277,592 27,477,592 5,373,784 3,300,000 320,000 220,000 2,338,409 941,495 12,493,688 27,315,104 TDA - LOCAL TRANSPORATATION FUNDS PRIOR YEARS BEGINNING FUND BALANCE (1) N/A REVENUES TDA GRANT TOTAL REVENUES N/A CAPITAL PROJECTS TOTAL PROJECT EXPENDITURES 0 ENDING FUND BALANCE N/A YEAR 1 YEAR 2 2004-2005 2005-2006 150,069 150,069 0 0 0 0 0 0 150,069 150,069 YEAR 3 2006-2007 150,069 0 0 0 150,069 YEAR 4 2007-2008 150,069 0 0 0 150,069 YEARS 2008-2009 150,069 0 0 0 150,069 BUILDOUT 2009++ 150,069 0 0 0 150,069 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources. C-43 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRAFFIC IMPACT FEES (TIP) EGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES MISC. REIMBURSEMENTS TOTAL REVENUES CAPITAL PROJECTS AVENIDA ENCINAS WIDENING - SOLTTH OF PALOMAR AIRPORT ROAD * BTD#3 CANNON ROAD WEST CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO CARLSBAD VILLAGE DRIVE WIDENING EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE EL CAMINO REAL AND FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAY/ ALGA ROAD EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD EL CAMINO REAL WIDENING - S CHESTNUT/S ALGA EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE. MELROSE DRIVE AND ALGA ROAD PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN) * SIDEWALK/STREET CONSTRUCTION PROGRAM * SIDEWALK/STREET CONSTRUCTION PROGRAM * TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL TRAF SIG - FARADAY AVENUE AND ORION STREET TRAFFIC MONITORING PROGRAM TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 1,160,000 210,725 0 0 0 32,570 0 0 522,115 0 0 0 480,000 0 834,259 126,822 30,000 0 90,611 3,487,102 N/A YEAR 1 YEAR 2 YEAR 3 2004-2005 2005-2006 2006-2007 6,222,025 5,679,392 6,281,248 1,395,075 1,680,286 1,648,903 000 1,395,075 1,680,286 1,648,903 140,000 708,430 1,382,708 45,000 300,000 300,000 300,000 70,000 70,000 70,000 1,937,708 1,078,430 370,000 5,679,392 6,281,248 7,560,151 YEAR 4 YEAR 5 BUILDOUT 2007-2008 2008-2009 2009++ 7,560,151 8,159,106 8,847,139 968,955 1,058,034 7,811,543 0 0 357,000 968,955 1,058,034 8,168,544 870,000 2,000,000 1,260,000 320,000 250,000 450,000 480,000 160,000 1,870,000 300,000 300,000 1,500,000 185,000 70,000 70,000 770,000 370,000 370,000 10,115,000 8,159,106 8,847,139 6,900,683 TRANSNET/ BICYCLE BEGINNING FUND BALANCE (1) REVENUES TRANSNET REVENUE TOTAL REVENUES CAPITAL PROJECTS * COASTAL RAIL TRAIL TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 111,488 111,488 N/A YEAR1 2004-2005 1,665 120,000 120,000 YEAR 2 YEAR 3 2005-2006 2006-2007 1,665 1,665 0 0 0 0 YEAR 4 YEAR 5 2007-2008 2008-2009 1,665 1,665 0 0 0 0 BUILDOUT 2009++ 1,665 0 0 120,000 120,000 1,665 0 0 1,665 1,665 0 0 1,665 1,665 0 1,665 TRANSNET/HIGHWAY BEGINNING FUND BALANCE (1) REVENUES TRANSNET REVENUE TOTAL REVENUES CAPITAL PROJECTS * BTD#3 CANNON ROAD WEST CANNON ROAD REACH 4B TOTAL PROJECT EXPENDITURES -NDING FUND BALANCE PRIOR YEARS N/A N/A 4,660,000 1,761,000 6,421,000 N/A YEAR 1 YEAR 2 YEAR 3 2004-2005 2005-2006 2006-2007 91,891 91,891 91,891 000 000 000 91,891 91,891 91,891 YEAR 4 YEAR 5 2007-2008 2008-2009 91,891 91,891 0 0 0 0 0 0 91,891 91,891 BUILDOUT 2009++ 91,891 0 0 0 91,891 (1) Equal to projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-44 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRANSNET-LOCAL EGINNING FUND BALANCE (1) REVENUES TRANSPORTATION TAXES TOTAL REVENUES CAPITAL PROJECTS CARLSBAD BOULEVARD RETROFIT OVER SDNR EL CAMINO REAL WIDENING - RHO CSBD DR TO SUNNY CR RD (LOAN) EL CAMINO REAL WIDENING - USA STREET TO CRESTVIEW DR (LOAN) EL CAMINO REAL WIDENING - NORTH OF COUGAR DRIVE (LOAN) * PAVEMENT MANAGEMENT PROGRAM * SOUTH CARLSBAD VILLAGE STORM DRAIN TRAF SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,100,000 1,800,000 0 0 11,449,348 4,700,000 1,200,000 695,880 20,945,228 N/A YEAR 1 2004-2005 1,975,003 3,019,678 3,019,678 493,000 3,470,000 3,963,000 1,031,681 YEAR 2 2005-2006 1,031,681 2,550,000 2,550,000 2,600,000 2,600,000 981,681 YEAR 3 2006-2007 981,681 3,609,000 3,609,000 959,000 2,500,000 3,459,000 1,131,681 YEAR 4 2007-2008 1,131,681 2,450,000 2,450,000 2,600,000 2,600,000 981,681 YEARS 2008-2009 981,681 1,193,154 1,193,154 1,370,000 1,370,000 804,835 BUILDOUT 2009++ 804,835 0 0 0 804,835 TRANSNET - SURFACE TRANSPORTATION PROGRAM (STP) BEGINNING FUND BALANCE (1) REVENUES STP REVENUE TOTAL REVENUES 4PITAL PROJECTS JUTH CARLSBAD VILLAGE STORM DRAIN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,561,751 1,561,751 N/A YEAR 1 YEAR 2 YEAR 3 2004-2005 2005-2006 2006-2007 56,859 56,859 56,859 000 000 000 56,859 56,859 56,859 YEAR 4 YEAR 5 2007-2008 2008-2009 56,859 56,859 0 0 0 0 0 0 56,859 56,859 BUILDOUT 2009++ 56,859 0 0 0 56,859 (1) Equal to the projected fund balance less any continuing appropriations. (*) Project has multiple funding sources. C-45 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER - MAJOR FACILITY FEE FUND 'GINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS * "D" RESERVOIR - PHASE II CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR CANNON ROAD EAST OF EL CAMINO REAL COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE COLLEGE BOULEVARD - CANNON TO BADGER LANE COLLEGE BOULEVARD (16" LINE TO CANNON ROAD) EL CAMINO REAL BETWEEN COLLEGE AND JACKSPAR EL CAMINO REAL CROSSING AT KELLY DRIVE EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE EL FUERTE - NORTH OF LOKER EL FUERTE - ALGA ROAD TO POINSETTIA LANE EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD FARADAY AVENUE - ORION TO MELROSE WATERLINE FARADAY AVENUE EXTENSION * MAERKLE PUMP STATION IMPROVEMENTS MAERKLE RESERVOIR STORAGE (TAP #2) MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE MASTER PLAN UPDATE MELROSE DRIVE - PALOMAR AIRPORT ROAD TO FARADAY PALOMAR AIRPORT - NORTH OF OWENS * PAR/ECR PUMP STATION POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR POINSETTIA LANE - EL CAMINO REAL TO SKIMMER CT * POINSETTIA LANE - SKIMMER CT TO CASSIA "OINSETTIA LANE EAST OF BLACK RAIL ROAD 12" ;INSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE PRESSURE REDUCING STATION - SYCAMORE CREEK PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD. RANCHO CARRILLO OVERSIZING/EXTENSION WATER CONNECTION TO WATER REPLACEMENT TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 700,000 0 0 0 0 50,000 148,750 2,000,000 820,000 97,210 0 0 0 0 0 0 150,000 75,000 2,700,000 0 0 0 322,000 0 250,000 90,000 0 7,402,960 N/A YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 5,120,336 7,121,849 8,561,240 10,447,916 9,372,275 1,908,138 2,855,013 2,856,091 2,241,676 936,659 4,010,862 10,586,988 2,855,013 2,856,091 2,241,676 936,659 4,010,862 10,586,988 5,163,800 50,000 355,000 687,400 645,200 421,000 624,900 94,000 164,300 321,000 647,600 675,000 11,475,000 618,000 43,200 719,500 532,500 203,100 309,000 185,700 101,300 3,000,000 853,500 1,416,700 355,000 2,012,300 11,475,000 10,924,000 7,121,849 8,561,240 10,447,916 9,372,275 1,908,138 1,571,126 WATER - RECYCLED WATER FUND BEGINNING FUND BALANCE (1) REVENUES LOANS & GRANTS TOTAL REVENUES CAPITAL PROJECTS DEBT SERVICE ON STATE LOAN 1-5 RECYCLED WATER TRANSMISSION LINE PUMP STATION REMOVAL RECYCLED WATER PH II - FACILITY RECYCLED WATER PH II - FLOW EQUALIZATION RECYCLED WATER PH II - MAHR RESERVOIR IMPROV. RECYCLED WATER PH II - PIPELINES RECYCLED WATER PH II - PUMP STATIONS RECYCLED WATER TO WATER REPLACEMENT TOTAL PROJECT EXPENDITURES NDING FUND BALANCE PRIOR YEARS N/A N/A 0 19,595 0 12,000,018 3,536,000 1,790,000 19,810,500 3,816,900 0 40,973,013 N/A YEAR1 2004-2005 2,987,366 6,792,997 6,792,997 159,527 159,527 9,620,836 YEAR 2 2005-2006 9,620,836 7,795,625 7,795,625 159,527 120,405 400,000 7,250,000 7,929,932 9,486,529 YEAR 3 2006-2007 9,486,529 160,000 160,000 159,527 7,250,000 7,409,527 2,237,002 YEAR 4 2007-2008 2,237,002 160,000 160,000 159,527 159,527 2,237,475 YEARS 2008-2009 2,237,475 160,000 160,000 159,527 159,527 2,237,948 BUILDOUT 2009++ 2,237,948 765,000 765,000 764,013 764,013 2,238,935 (1) Equal to the projected fund balance less any continuing appropriations. (*) Project has multiple funding sources. C-46 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER REPLACEMENT FUND ;GINNING FUND BALANCE (i) REVENUES TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS "D" RESERVOIR - BLACKRAIL ROAD IMPROVEMENTS * "D" RESERVOIR - PHASE II AVIARA PARKWAY AT PLUM TREE CARLSBAD BOULEVARD - SOUTH OF AVENIDA ENCINAS CHESTNUT AVENUE RECYCLED WATER LINE COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK CRESTVIEW DRIVE TRANSMISSION MAIN DEMOLITION OF WATER FACILITIES AT PAJAMA DRIVE DESALINATION GROUNDWATER/SEAWATER STUDY EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE EL CAMINO REAL/CARLSBAD VILL DR PIPELINE REPL. EL FUERTE AND CORINTIA STREET FOUSSAT ROAD WELL ABANDONMENT LAKE CALAVERA RESERVOIR IMPROVEMENTS * MAERKLE PUMP STATION IMPROVEMENTS MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS MISCELLANEOUS STORAGE TANK REPAIRS MISCELLANEOUS WATER RESERVOIR FENCING OCEANSIDE INTERTIE UPGRADE * PAR/ECR PUMP STATION PASEO DEL NORTE RECYCLED PIPELINE REPLACEMENT PHASE II LOAN TO RECYCLED WATER UNSETTIA LANE - SKIMMER CT TO CASSIA OINSETTIA LANE EAST OF BLACK RAIL ROAD 12" * PUBLIC WORKS CENTER '. RANCHO SANTA FE RD PIPELINE REPLACEMENT SAN MARCOS BOULEVARD WEST OF SDCWA TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP RESERVOIR EXTERIOR PAINTING WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER OPERATIONS WATER PUMP PROJECT WATER REPLACEMENT TO WATER CONNECTION WATER SYSTEM INTERTIE CONNECTION TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 0 0 0 0 0 0 3,225,000 710,000 50,000 0 150,000 2,395,000 0 600,000 24,500 13,012 0 75,000 660,000 14,500,000 0 0 0 773,000 0 200,000 120,000 20,000 55,000 0 400,000 23,970,512 N/A YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 2009++ 5,926,025 4,362,397 8,154,494 17,391,723 19,140,072 17,699,572 2,396,860 2,441,597 2,487,229 2,401,249 2,460,000 31,420,000 0 7,250,000 7,250,000 0 0 3,000,000 2,396,860 9,691,597 9,737,229 2,401,249 2,460,000 34,420,000 182,500 1,721,200 397,000 765,500 394,000 2,762,100 30,000 100,000 60,000 649,860 135,000 52,500 280,000 675,000 400,000 400,000 255,900 145,500 96,988 100,000 532,500 394,000 185,600 4,830,000 2,656,000 100,000 3,000,000 3,960,488 5,899,500 500,000 652,900 3,900,500 6,387,760 4,362,397 8,154,494 17,391,723 19,140,072 17,699,572 45,731,812 (1) Equal to the projected fund balance less any continuing appropriations. (*) Project has multiple funding sources.C-47 GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES | Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment District bonds. Projects include street construction and improvements to Alga Road, College Boulevard, and the proposed Poinsettia Lane East district. Bridge and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project. CFD #1 - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, I-5 interchanges, and road segments. CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening and other improvements to Rancho Santa Fe Road. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail Trail and the Carlsbad Boulevard Encinas Creek Bridge Replacement. Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code of the State of California. General Capital Const. (GCC) - General Capital Construction funds, created through fund transfers from the City's General Fund, are used to fund various municipal and other capital projects. Golf Course - The Golf Course Enterprise fund is used to pay for construction of the City's Municipal Golf Course. Infrastructure Replacement Fund - Annual transfers from the General fund pay for major maintenance and replacement of the City's infrastructure. Other - Sources include revenues related to pending financing districts such as College-Cannon and Faraday-Melrose, or contributions from other agencies. Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. Sewer Benefit Area Fees (SEW BENEF) - Development fees collected for the construction and improvement of interceptor systems located within specific Benefit Areas. Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for expansion of sewer lines and facilities. C-48 Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays for repair and replacement of the City's existing sewer system. State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Traffic Congestion Relief Funds. Tax Increment Bond (REDVL VILLAGE) - Property taxes generated by increases in assessed values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and finance land acquisition and project construction in the downtown Village district. Tax Increment (REDVL SCCRDA) - Property taxes generated by increases in assessed values in the South Carlsbad Coastal Redevelopment project area. Funds are used to pay for project construction and land acquisition in the south Carlsbad district. TDA - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNT/BIKE. /HWY. /LOCAL. /STP) - Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water Connection (WATER CONN) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water Replacement (WATER REPL) - Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing water lines and facilities. Water Recycled (RECL WATER) - Revenues used to fund Recycled Water projects, including Federal and State grants and loans for construction of the Phase II facility, pipelines, flow equalization, and reservoir improvements. Zone 5. 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 to fund the proposed Business Park Recreational Facility in the City's industrial corridor. C-49 C-50 Org Key Department CITY OF CARLSBAD PLANNED MAJOR CAPITAL OUTLAY ITEMS 2004-2005 Item Description Qty Cost GENERAL FUND 0011310 FINANCE 001 1 61 0 RECORDS MANAGEMENT 0012145 POLICE RECORDS 0013210 PLANNING 0015060 FACILITIES 001 6370 PUBLIC WORKS - TRAFFIC SIGNAL MAINT. TOTAL GENERAL FUND OTHER FUNDS 1 61 5024 LANDSCAPE MAINTENANCE - MEDIANS TOTAL LANDSCAPE MAINTENANCE - MEDIANS 6215061 VEHICLE REPLACEMENT TOTAL VEHICLE REPLACEMENT 6401710 INFORMATION TECHNOLOGY TOTAL INFORMATION TECHNOLOGY TOTAL OTHER FUNDS Panini payment processing machine Subtotal Finance Xerox Copier Subtotal Records Management Xerox Copier Subtotal Police Records Xerox Copier Subtotal Planning Roof Replacement at Train Depot Safety Center HVAC Roof Packages 80 Ton Carrier Chiller - Safety Center Picnic Shelter - Calavera Park Replace Carrier Package Heat pumps at City Council Chambers Subtotal Facilities Emeraencv Battery backup system - traffic sianals Subtotal Public Works - Traffic Signal Maintenance Replace drip irrigation system with above ground sprinkler system Subtotal Landscape Maintenance Medians Sedan, Hybrid Sedan, Police Sedan, Intermediate Pickup Truck, Compact Pickup Truck, 1/2 Ton Pickup Truck, 3/4 Ton Motorcycle, Full Size Truck, Fire Engine Truck, Fire Brush Rig Truck, 1 Ton Truck, 5 cu yd Dump Truck, 10cuyddump Truck, Patch Truck, Aerial Mobilized Radarboard Tractor, Small Mower, Riding Large Subtotal Vehicle Replacement Replacement printers: HP Network laser printers Analog port cards to Safety Center PBX Replacement monitors - CRTs with LCDs Server replacement Annual replacement of desktop hardware Subtotal Information Technology 1 1 1 1 1 4 1 1 4 15 1 1 8 8 6 1 5 3 1 1 1 1 1 1 1 1 1 1 42 30 1 60 12 215 76,500 76,500 26,286 26,286 24,314 24,314 81,460 81,460 45,000 25,000 65,000 40,000 16,000 191,000 120,000 120,000 $519,560 152,100 152,100 $152,100 | 21,000 240,000 144,000 120,000 20,000 120,000 36,000 380,000 280,000 28,000 60,000 92,000 72,000 110,000 15,000 15,000 55,000 1 ,808,000 $1,808,000 | 50,356 21,275 28,770 114,215 243,250 457,866 $457,866 | $2,417,966 GRAND TOTAL $2,937,526 D-1 CITY OF CARLSBAD OUT-OF-STATE TRAVEL REQUESTS 2004-05 ORG KEY DEPARTMENT TRAVEL DESCRIPTION #OF PEOPLE DESTINATION 04-05 BUDGET REQUEST GENERAL FUND 0010110 0010210 0010310 0011010 0011012 0011110 001 1 1 1 1 0011210 0011310 0011510 0011610 0012110 0012120 0012130 0012131 0012140 0012225 0013010 0013310 0013510 0014025 CITY COUNCIL CITY CLERK CITY TREASURER CITY MANAGER COMMUNICATIONS ADMINISTRATIVE SERVICES ADMIN SPECIAL PROJECTS CITY ATTORNEY FINANCE HUMAN RESOURCES RECORDS MANAGEMENT POLICE ADMINISTRATION POLICE FIELD OPERATIONS POLICE INVESTIGATIONS POLICE VICE/NARCOTICS POLICE SUPPORT OPERATIONS FIRE PREVENTION COMMUNITY DEVELOPMENT GEOGRAPHIC INFO. SYSTEMS ECONOMIC DEVELOPMENT LIBRARY/GENEALOGY Innovation Groups, Transforming Local Gov't Conference Legislative Meetings Sister City IIMC Annual Conference Municipal Treasurers' Assoc of US/CAN Conference Innovation Groups, Transforming Local Gov't Conference ICMA Best Practices Conference Innovation Groups Advisory Meetings Legislative Meetings Sister City National League of Cities Innovation Groups Board Meetings Cable Research Trips National Association of Broadcasters Conference Innovation Groups, Transforming Local Gov't Conference Innovation Groups Forum Meetings (quarterly) ICMA Annual Conference Innovation Groups.Transforming Local Gov't Conference IMLA Annual Conference IMLA Mid- Year Conference Nat'l College of DA's - Government Civil Practice GFOA Conference Software Users Conference Western Region Intergovernmental Personnel Asmnt Assoc. IPMA National Conference AIIM Annual Conference MER Annual Conference International Association of Chiefs of Police Annual Conf. FBI National Academy Out of state travel for suspect and/or witness interviews Out of state travel for suspect and/or witness interviews CAD Users Conference Origin & Cause Fire Investigation Training National Fire Protection Association Annual Conference ULI Conference Local Government Commission-Smart Growth Urban & Regional Information System Association Conf. ULI Conference Federation of Genealogical Societies Annual Conference 5 2 2 1 1 3 3 2 6 1 2 4 4 3 1 1 1 10 1 1 1 1 3 1 1 1 1 1 1 TBD TBD 2 2 1 1 1 1 1 1 Sarasota County, FL Washington, D.C. Europe St. Paul, MN Las Vegas, NV Sarasota County, FL Out of State Out of State Washington, D.C. Europe Washington, D.C. Out of State Out of State Las Vegas, NV Sarasota County, FL Out of State Minneapolis, MN Sarasota County, FL San Antonio, TX Washington, DC Tuscon, AZ Out of State Out of State Las Vegas, NV Phoenix, AZ Philadelphia. PA Chicago, IL Philadelphia, PA Quantico, VA TBD TBD Atlanta, GA Las Vegas, NV Out of State New York, NY Miami, FL Reno, NV New York, NY Austin, TX 7,500 2,000 3,000 12,500 2,000 2,000 1,260 1,260 4,500 4,000 2,000 3,500 2,000 4,000 3,000 23,000 4,000 3,500 7,500 1,500 1,800 1,900 5,200 15,000 15,000 1,600 1,900 1,850 5,350 1,300 2,750 4,050 500 2,500 3,000 2,700 2,700 5,400 1,500 1,500 975 975 750 750 400 400 2,500 2,500 1,000 1,000 2,000 3,000 1,500 4,500 1,290 1,290 3,000 3,000 1,350 1,350 D-2 ORG KEY DEPARTMENT CITY OF CARLSBAD OUT-OF-STATE TRAVEL REQUESTS 2004-05 TRAVEL DESCRIPTION #OF PEOPLE DESTINATION 04-05 BUDGET REQUEST GENERAL FUND 0014040 LIBRARYATECHNICAL SERVICES 0015020 PARKS MAINTENANCE 0015710 ENGINEERING 001 601 0 PUBLIC WORKS ADMIN. 001 6355 STREET MAINTENANCE 0016370 TRAFFIC SIGNALS TOTAL GENERAL FUND Sirsi Users Group Conference Hansen Maintenance Mgmt. Software User Conference CA-NV American Water Works Assoc. Spring Conference Permits Plus Users Conference Hansen Maintenance Mgmt. Software User Conference National Conference for Water Reuse APWA Conference Hansen Maintenance Mgmt. Software User Conference Hansen Maintenance Mgmt. Software User Conference Hansen Maintenance Mgmt. Software User Conference 1 St. Louis, MO 1 Tahoe/Reno, NV 1 Las Vegas, NV 1 Out of State 1 Tahoe/Reno, NV 1 Phoenix, AZ 1 Atlanta, GA 1 Tahoe/Reno, NV 1 Tahoe/Reno, NV 1 Tahoe/Reno, NV 2,000 2,000 1,650 1,650 2,000 1,000 1,650 2,000 6,650 3,000 1,650 4,650 1,650 1,650 1,650 1,650 $120,775 OTHER FUNDS 1 605023 LANDSCAPE MAINT. - TREES 161 5024 LANDSCAPE MAINT. - MEDIANS 5016310 WATER OPERATIONS 502631 0 RECYCLED WATER OPERATIONS 5116310 SANITATION OPERATIONS 6401 71 0 INFORMATION TECHNOLOGY TOTAL OTHER FUNDS GRAND TOTAL OUT OF STATE TRAVEL Hansen Maintenance Mgmt. Software User Conference Hansen Maintenance Mgmt. Software User Conference Colorado River Water Users Association AWWA Spring Conference 2004 Itron Users' Conference Tri-City Water/Sewer Conference CA-NV American Water Works Assoc. Spring Conference Tri-State Water/Sewer Seminar Western Regional Backflow Conference Harris Utility Billing Conference Tri-State Water/Sewer Conference Brainshare BiTech Users Conference Sirsi Users Conference Harris Utility Billing Conference Novell Advisor Summit Interop Web Development Conf Novell Training Management Conference Hansen Maintenance Mgmt. Software User Conference 1 1 1 2 2 1 2 2 2 1 1 1 1 1 1 1 1 1 3 2 1 Tahoe/Reno, NV Tahoe/Reno, NV Las Vegas, NV Las Vegas, NV Boca Raton, FL Laughlin, NV Las Vegas, NV Laughlin, NV Las Vegas, NV Out of State Laughlin, NV Salt Lake City, UT Seattle, WA St. Louis, MO Out of State Las Vegas, NV Las Vegas, NV Out of State Out of State Out of State Tahoe/Reno, NV 1,650 1,650 1,650 1,650 1,500 2,000 4,000 1,500 9,000 1,750 1,750 1,500 5,000 1,500 1,500 3,000 3,200 1,500 1,600 2,500 2,000 2,300 2,600 7,500 4,000 1,650 28,850 $49,150 $169,925 D-3 MISCELLANEOUS STATISTICAL INFORMATION 2004-05 Date of Incorporation July 16, 1952 Type of City General Law Form of Government Council/Manager Area 42.19 sq. miles Population (CA Dept of Finance Report 1/1/04) 92,995 Net Assessed Valuation 14,303,050,347 Streets: Number of Street Lights 6,432 Miles of Streets 293 Fire Protection: Number of Stations 6 Number of Firefighters & Officers 73 Police Protection: Number of Stations 1 Number of Sworn Police Officers 107 Water System: Number of Customers 79,050 Number of Water Connections 24,560 Average Daily Consumption (in Millions of Gallons) 18.4 Miles of Lines and Mains 431 Sewer System: Number of Customers 60,450 Number of Water Connections 19,800 Average Daily Flows (in Millions of Gallons) 6.83 Miles of Sewers 232 Recreation and Culture: Number of Parks 39 Acres of Parks (Improved Community & Special Use Areas) 295 Acres of Open Space (Special Resource Areas & General City-Owned Open Space) 490 Number of Pools 1 Number of Libraries 2 Number of Materials in Library Collections 353,339 Total Number of Authorized Full-Time City Employees 646 Source: City of Carlsbad, Finance Department D-4 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City's accounting system is designed around a few basic principles. 1. The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, a corporation may have many "subsidiaries" which make up the parent corporation; in the public sector, a city government may have a variety of "funds" that provide the basis for separately recording the financial data related to a specific entity. A fund is an accounting entity with a complete set of self-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad have authority (as defined by the Governmental Accounting Standards Board). 2. The City's accounting system operates on a modified accrual basis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service, and Capital Projects funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectable within the accounting period, or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. 3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. 4. Internal controls exist with the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with the sound management practices based on the cost/benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City's system are sufficient to ensure, in all material aspects, both the safety of the City's assets and the accuracy of the financial record keeping system. 5. Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary throughout the year. Expenditures should not exceed budgeted figures. All appropriations expire at year-end unless specifically carried into the new fiscal year by Council actions. The Carlsbad Municipal Code requires that the Financial Management Director prepare annually the budget for the City Manager showing estimated revenues and expenditures. 6. Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in the appendix of this document. D-5 1 RESOLUTION NO. 2004-195 2 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF 3 . CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT 4 PROGRAM FOR THE FISCAL YEAR 2004-05 FOR THE CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS. 6 7 WHEREAS, the City Council of the City of Carlsbad, California has reviewed the 8 proposed final Operating Budget and Capital Improvement Program for fiscal year 2004-05 and has held such public hearings as are necessary prior to adoption of the final budgets. WHEREAS, the Planning Commission made a finding of General Plan Consistency for 11 all projects receiving an allocation of funds for fiscal year 2004-05 on May 5, 2004 pursuant to Planning Commission Resolution No. 5600. 13 NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Carlsbad, California, as follows: 1. That certain documents now on file in the office of the City Clerk of the City of 16 Carlsbad entitled, "City of Carlsbad, 2004-05 Operating Budget and 2004-05 to Buildout Capital Improvement Program - Preliminary" as amended in accordance with Exhibits A through C 18 attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the City of Carlsbad for the fiscal year. 20 2. That the amounts reflected as estimated revenues for fiscal year 2004-05 as 21 shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2004-05. 3. That the amounts designated as the 2004-05 Budget request in Exhibits A and B are hereby appropriated to the department or fund for which they are designated, and such 24 appropriation shall not be increased except as provided herein. 25 4. That total appropriations for each fund may only be increased or decreased by 26 the City Council by passage of a resolution amending the budget except as provided herein. 5. That the following controls are hereby placed on the use and transfers of budget 28 funds: D-6 Page 2 of Resolution # 2004-195 A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department. ii. The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may delegate the authority to make budget transfers and adjustments. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for said specific purpose. v. The City Manager may authorize budget adjustments to increase the appropriations for the Sanitation Fund operating budget in an amount equal to the increases in costs of Carlsbad's share of the Encina Wastewater Authority's budget, as approved by the EWA Board. vi.The City Manager may authorize budget adjustments to increase the appropriations for Workers Compensation and liability funds operating budget in an amount equal to the increases in costs of claims expenses. vii.The City Council must authorize all transfers of funds from the budgeted Contingency Account. B. The City Manager may authorize emergency out of state travel for public safety or emergency services purposes. C. The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Exhibit C. D. The City Manager may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 6. That the legal level of budgetary control is the fund level. Budgets may not legally be D-7 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 23 24 25 26 27 28 Page 3 of Resolution # 2004-195 exceeded at the fund level without appropriate authorization by the City Council. 7. That all appropriations for Capital Improvement Projects remaining unexpended at June 30, 2004, are hereby appropriated for such capital projects for the 2004-05 fiscal year. 8. That interest earned on grants may be appropriated during the year and all appropriations for grants remaining unexpended at June 30. 2004, are hereby appropriated for the 2004-05 fiscal year. 9. That all appropriations in the Operating Budget remaining unexpended at June 30, 2004, are hereby appropriated to the 2004-05 fiscal year Operating Budget. 10. That all appropriations for outstanding encumbrances as of June 30, 2004, are hereby continued into 2004-05 for such contracts or obligations. PASSED, APPROVED AND ADOPTED at a regular meeting of the Carlsbad City Council held on the 22nd day of _June , 2004 by the following vote, to wit AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard NOES: None ABSENT: None ATTEST: (SEAL) Exhibit A includes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates which can be found in the Overview section of the budget, . _,-•,,,, Exhibit B includes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Capital and Future Projects schedules which are located in the Capital Improvement Program section of the budget. Exhibit C is the Personnel Allocations which are included in the Overview section of the budget. D-8 1 2 3 4 5 6 7 8 1 1 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 RESOLUTION NO.2004-196 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2004-05 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW WHEREAS, Article XIIIB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes; and WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adopted. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the City Council of the City of Carlsbad, California, does hereby establish and adopt the 2004-05 appropriation limit of one hundred fourty-two million, five hundred eight thousand, eight hundred thirty-eight dollars ($142,508,838) as computed in Exhibit A attached hereto. 2. That the City Clerk is directed to publish this Resolution in a newspaper of general circulation. PASSED, APPROVED, AND ADOPTED at a regular meeting of the City Council on the 22nd day of Jung , 2004, by the following vote, to wit: /?AYES: Council Members Lew^/finnila, Kulchin/yfia^l and Packard MI NOES: None ABSENT: None ATTEST: RRAINE M. WOOD, City Clerk (Seal) 28 D-9 CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: > Population growth of Carlsbad, OR > Population growth within San Diego County, AND > Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new construction in the City. The factors used to calculate the 2004-05 Limit were: > Population growth in Carlsbad, AND > Growth in non-residential new construction The formula is outlined below: 2003-04 Expenditure Limit (Revised) $134,693,483 % Carlsbad Population Growth 1.0244 Growth in California per capita income X 1.0328 Net Increase Factor 1.0580 2003-04 Limit (2002-03 Limit X Factor) $142.508.838 Current Appropriation of Proceeds of Taxes $77,451,439 (Subject to the Limit) The spending limit for the City of Carlsbad for 2004-05 is $142.5 million, with appropriations of "proceeds of taxes" of $77.5 million. The result of the calculation provides the City with an operating margin of $65.0 million. D-10 GLOSSARY Appropriation - A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation - A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. Balanced Budget - A budget in which planned expenditures do not exceed planned funds available. Beginning/Ending Fund Balance - Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year expenses. Bond - A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Budget - An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds that can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital Improvement Program - A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the City between the present to buildout. Capital Outlay - Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more than one year, such as automobiles and office furniture, which appear in the Operating budget. Cost Allocation - A method used to charge General fund overhead costs to other funds, such as Enterprise funds and Internal Service funds. Debt Service - The payment of principal and interest on borrowed funds such as bonds. Department - An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. Encumbrance - A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund - A fund type established to account for the total costs of selected governmental facilities and services that are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure - The actual spending of funds set aside by appropriation for identified goods and services. Fee - A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year - A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is from July 1 to June 30. D-11 Fund - A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance - The amount of financial resources available for use. General Fund - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General fund include Fire, Library, and the City Manager's Office. Grant - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility. Growth Management Plan - A comprehensive approach to land-use planning ensuring controlled and managed growth within the City, while providing designated public facilities. Growth Management Standards - Standards for acceptable service levels that have been established for eleven public facility categories. Interfund Transfers - Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund - A fund that provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service funds include Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. Maintenance and Operation - A general category used for classifying expenditures for materials, supplies, and services that are normally used within the fiscal year. Operating Budget - The annual appropriation of funds for ongoing program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operating Costs - Estimated expenses that can be expected to occur following the construction of a Capital Improvement Project. Personnel - Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds - A fund that collects revenues that are restricted by the City, State, or federal government as the method by which they may be spent. D-12 INDEX About the City of Carlsbad, iii Accounting Systems and Budgetary Control, D-5 Administrative Services Summary, B-39 Adult Learning Program, B-109 Arts Office, B-111 Arts Special Events, B-114 Asset Forfeiture - Various, B-69 Economic Development, B-86 Economic Profile, A-5 Emergency Operations, B-75 Engineering, B-132 Expenditure Schedule, B-25 B Bicycle Patrol, B-70 Budget Awards, A-22 Budget Process, A-4 Buena Vista Creek Channel Maintenance, B-154 Building Inspection, B-87 Facilities Maintenance, B-139 Field Evidence, B-61 Field Operations, B-57 Finance, B-41 Fire Administration, B-74 Fire Department Summary, B-72 Fire Prevention, B-76 Fund Balances, B-16, C-13 Calendar, A-21 Canine, B-60 Capital Improvement Program, C Section Capital Improvement Projects 2004-05, C-18 Capital Outlay Items, D-1 Capital Projects, C-5 Carlsbad City Library, B-102 Cash Management, B-33 Centra de Informacion, B-105 Cole Library, B-101 CIP Budget Expenditure Schedule, C-15 CIP Projected Fund Balances, C-12/13 CIP Revenue Estimates, C-14 City Attorney, B-38 City Clerk, B-32 City Council, B-30 City Manager, B-35 City Manager's Transmittal Letter, A-1 Collection Development & Acquisitions, B-107 Communications, B37 Communications Center, B-68 Community Development Administration, B-80 Community Development Block Grant, B-91 Community Development Summary, B-79 Community Services Summary, B-99 Cultural Arts Summary, B-110 Gann Appropriations Limit, D-10 Genealogy/Local History, B-104 General Fund, A-10, B-1 General Services Summary, B-135 Geographic Information System, B-84 Glossary - Capital Projects, C-48 Glossary, D-11 Golf Course, B-147 Growth Projections, C-2 Growth Management Plan, C-10 H Health Insurance, B-49 Highlights, A-3 Housing - Rental Assistance, B-90 Housing and Redevelopment Summary, B-88 Housing Trust Fund Administration, B-89 Human Resources, B-43 Debt Management Issues, A-15 Disaster Preparedness, B-78 Dove Library, B-102 Information Technology, B-50 Investigations, B-61 Juvenile Diversion, B-63, B65 INDEX Land Use Planning, B-82 Library Summary, B-100 Low/Moderate Income Housing-Village, B-95 Low/Moderate Income Housing-SCCRA, B-97 M Maintenance & Operations Summary, B-148 Media Services, B-108 Median Maintenance, B-142 Miscellaneous Non-Departmental, B-52 N New Programs, B-8 Operating Budget Overview, B-1 Operating Expenditures, B-25 Organization Chart, iv Other Funds, B-5, B-13 Recreation Operations, B-124 Recreation Summary, B-115 Redevelopment Operations Village Area, B-93 Redevelopment Operations SCCRA, B-96 Resolutions, D-6 Revenues - Capital Projects, C-3 Revenue Estimates, B-18 Revenue Projections - General Fund, A-11, B-18 Revenue Projections - Operating, A-10, B-18 Risk Management, B-48 Sanitation Operations, B157 School Resource Officers, B-63 Senior Programs, B-127 Sister City, B-113 Solid Waste Management, B-159 Staffing, A-19 Statistical Information, D-4 Strategic Goals, A-4 Street Lighting, B-153 Street Maintenance, B-150 Street Tree Maintenance, B-141 Summary, A-17, A-18 Support Operations- Police, B-67 Storm Water Protection, B160 Park Maintenance, B-137 Parks and Recreation Commission, B-120 Park Planning & Recreation Mgt., B-120 Personnel Allocations, A-19 Police Administration, B-56 Police Grants, B-71 Police Summary, B-54 Policy & Leadership Summary, B-29 Property and Evidence, B-64 Public Safety Summary, B-53 Public Works Administration, B-130 Public Works Summary, B-129 Purchasing, B-41 R Readers Guide to the Budget, i Records Management, B-45 Recreation - Agua Hedionda Lagoon, B-123 Recreation - Aquatics, B-121 Recreation Fee Supported, B-119 Task Force, B-66 Technical Services - Library, B-106 Traffic Signals, B-152 Trails, B-126 Travel, D-2 V Vehicle Maintenance, B-144 Vehicle Replacement, B-146 Vice/Narcotics, B-62 w Wastewater Operations, see Sanitation Op's. Water Operations, B-155 Weed Abatement, B-77 Worker's Compensation, B-47 Youth/School Programs, B63