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HomeMy WebLinkAbout; ; 2007 - 2008 Operating Budget & CIP Part 1; 2007-07-01City of Carlsbad California 2007--2008 Operating Budget ancm:Capital Improvement Program City of Carlsbad 2007-08 Operating Budget and Capital Improvement Program Claude "Buddy" Lewis City Council Matt Hall Ann Kulchin Mark Packard Julie Nygaard City Manager Raymond R. Patchett Deputy City Manager James F. Elliott Prepared by the Finance Department Finance Director Lisa Irvine Website: www.carlsbadca.Qpv Cover design by: Kelly Hock & Craddock Stropes CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET TABLE OF CONTENTS Reader's Guide to the Budget , Council's Five-Year Vision Statements About the City of Carlsbad iii Organization Chart iv BUDGET OVERVIEW City Manager's Transmittaf Letter A-1 2007-08 Budget Highlights A-3 Budget Process A-4 Strategic Goals A-4 Budget Summary A-20 Personnel Allocations A-21 2007-08 Budget Calendar A-23 Budget Awards A-24 OPERATING BUDGET Overview B-1 Projected Fund Balances B-16 Revenue Estimates B-18 Budget Expenditure Schedule B-25 Program Summaries Policy & Leadership Group Policy and Leadership Group Summary C-1 City Council C-2 City Clerk C-4 City Treasurer C-5 City Manager C-7 Communication C-9 City Attorney C-10 Administrative Services Administrative Services Summary D-1 Administration D-2 Finance D-3 Human Resources D-5 Records Management D-7 Workers' Compensation D-8 Risk Management D-9 Self-Insured Benefits D-10 Information Technology D-11 Miscellaneous Non-Departmental D-13 Public Safety Public Safety Summary E-1 Police Department Summary E-2 Administration E-4 CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET TABLE OF CONTENTS Public Safety (continued) Field Operations E-5 Community Services , E-6 Canine E-8 Investigations/Field Evidence E-9 Vice/Narcotics E-10 Youth/School Programs E-11 Property and Evidence/Records E-12 Family Services E-13 Task Force E-14 Support Operations E-15 Communications Center E-16 Various Asset Forfeiture E-17 Community Oriented Policing E-18 Fire Department Summary E-19 Administration E-21 Emergency Operations E-22 Fire Prevention E-23 Weed Abatement E-24 Disaster Preparedness E-25 Community Development Community Development Summary F-1 Administration F-2 Land Use Planning & Planning Commission F-4 Geographic Information System F-6 Economic Development F-8 Building Inspection F-9 Housing & Redevelopment Summary F-10 Affordable Housing F-11 Rental Assistance F-12 Community Development Block Grant F-13 Redevelopment Operations Village Area F-15 Low/Moderate Income Housing Village Area F-17 Redevelopment Operations South Carlsbad Coastal Area F-18 Low/Moderate Income Housing South Carlsbad Coastal Area F-19 Community Services Community Services Summary G-1 Library Summary G-2 Georgina Cole Library G-3 Carlsbad City Library (Dove Library) G-5 Genealogy/Local History G-7 Centre de Informacion G-8 Technical Services G-9 Collection Development & Acquisitions G-10 Media Services G-11 Adult Learning Program G-12 Cultural Arts Summary G-13 Arts Office G-14 CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET TABLE OF CONTENTS Community Services (continued) Sister City G-16 Special Events G-17 Recreation Summary G-18 Park Planning & Recreation Management G-20 Recreation Fee Supported G-22 Recreation -Aquatics G-24 Recreation -Agua Hedionda Lagoon Permits G-27 Recreation Operations G-28 Senior Programs G-30 Public Works Public Works Summary H-1 Administration H-2 Engineering H-4 General Services Summary H-8 Park Maintenance H-11 Trails H-13 Facilities Maintenance H-14 Street Maintenance H-16 Traffic Signal Maintenance H-18 Street Tree Maintenance H-19 Median Maintenance H-20 Street Lighting H-21 Buena Vista Channel Maintenance H-22 Lighting & Landscape District No. 2 H-23 Vehicle Maintenance H-24 Vehicle Replacement H-26 Maintenance & Operations Summary H-27 Water Operations H-29 Wastewater Operations H-31 Environmental Programs H-33 Solid Waste Management H-34 Storm Water Protection H-36 CAPITAL IMPROVEMENT PROGRAM - OPERATING BUDGET Overview Project Evaluation Capital Projects -The Next Five Years Capital Projects - Through Buildout Future Growth and Development Revenues Summary Growth Management Plan Capital Funds Projected Fund Balances for FY 2006-2007. Capital Funds Projected Fund Balances for FY 2007-2008. Capital Revenues Actual and Estimated Capital Funds Budget Expenditure Schedule -1 -2 -3 -6 -8 -9 -11 -12 -13 -14 -15 CITY OF CARLSBAD, CALIFORNIA 2007-2008 BUDGET TABLE OF CONTENTS Capital Improvement Program (continued) Capital Projects Detail Schedule of Capital Projects by Category FY 2007-2008 to Buildout J-1 Fund Summary Capital Improvement Program Fund Summary K-1 Glossary of Capital Project Funding Sources K-15 APPENDICES Planned Major Capital Outlay Items 2007-2008 L-1 Out of State Travel Requests 2007-2008 L-2 Miscellaneous Statistical Information L-5 Accounting Systems and Budgetary Control L-6 Resolutions Adopting the Budget L-7 Gann Limit Resolution L-29 Glossary L-30 -tv- 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 2007-08 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 the Operating budget and the Capital Improvement Program, as well as information on personnel allocations and debt management issues. Operating Budget The Operating budget section has seven tabbed sections providing a summary of the operating budget and budget information for each of the six major service areas. The 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 2007-08 budget figures are presented. Also included are narrative statements describing program activities, associated workload measures or performance objectives, key achievements for 2006-07, and key goals for 2007-08. Capital Improvement Program 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 2007-08 Planned Major Capital Outlay items by department. An Out-of-State Travel Detail is presented next. The last section of the Appendices provides information on the Gann Limit, budget process, accounting system and budgetary control, the adopted Resolution for the budget, and a glossary. COUNCIL VISION STATEMENTS Carlsbad City Council 2007 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 Carlsbad... * Provides a 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. * Occupies a leadership role in local and regional planning, (e.g., water, beach, circulation, and environmental issues) important to local governments actively involved in addressing governmental issues at the local, state and national levels. * Provides an open government 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. 4 Looks ahead and works to anticipate changes that are required now in order to make a better future for its citizens. 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 101,337 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 r Cclffcrria dealers; 35 hotels offering over 3,500 rooms for tourist N lodging; high technology, multimedia and biomedical p^ \ businesses; electronics, golf apparel and equipment Q*an ; manufacturers; several business and light industry •--.-,_. parks; and numerous land developers building single o^ >v- -x and multi-family housing in a variety of community ^ settings. y 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. The City's Housing Authority administers federal housing assistance to 622 low-income Carlsbad families. Older Carlsbad residents receive assistance through the City's senior citizen programs. 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. CARLSBAD LIVE WORK PLAY - ENJOY! CITY OF CARLSBAD ORGANIZATION CHART Beach Preservation Committee i Community 1 Television Foundation i Traffic Safety i Commission i Underground 1 Utility Advisory Committee Housing Commission Housing & Redevelopment Commission Planning i Commission ELECTORATE CITY CLERK PUBLIC SAFETY ADMINISTRA TIVE SERVICES FIRE POLICE KEY Elected Council AppointedC~ El Staff Support Reporting Relationship— Programs d FINANCE HUMAN RESOURCES INFORMATION TECHNOLOGY RISK MANAGEMENT RECORDS MANAGEMENT MAYOR & COUNCIL CITY ^v TREASURER J"-^s CITY MANAGER CITY ATTORNEY Arts Commission PUBLIC WORKS ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE & OPERATIONS COMMUNITY DEVELOPMENT COMMUNITY SERVICES BUILDING ECONOMIC DEVELOPMENT GEOGRAPHIC INFO SYSTEMS HOUSING AND REDEVELOPMENT PLANNING ARTS LIBRARY RECREATION SENIOR CENTER Sister City i Committee Historic Preservation Commission i Library Board J of Trustees iSerra Cooperative J Library System J Advisory Board Parks & Rec Commission Senior Commission City of Carlsbad Calif or ni a i '••" S•2 ' i ^.^"1 O £* Quality of Lite Overview City of Carlsbad Office of the City Manager To the Honorable Mayor and City Council: 2007-08 BUDGET TRANSMITTAL I am pleased to submit the FY 2007-08 Operating Budget and Capital Improvement Program for the City of Carlsbad. The combined budget totals $219.9 million, with projected revenues of $234.1 million. Of the total budget, $187.1 million (85%) will be used to fund the operations of the City, while $32.8 million (15%) will go toward the construction of capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for services, programs, and capital projects that will assist the Council in the achievement of its vision for Carlsbad. The FY 2007-08 budget was developed this year with the emphasis on creating a sustainable community through fiscal discipline. The City is approaching buildout and will be ushering in a new era focusing on maintaining the City's infrastructure rather than building it. It requires that we provide excellent services for the developing community today but also insure that the City is poised to make the transition and address the needs of a fully built out city in the near future. The FY 2007-08 Budget reflects the anticipation of these changes by using methods that fulfill the current demand while allowing for a smooth transition into a maintenance mode in the future. Overall, the Operating Budget has increased by 9.0%. The increase is predominately due to the costs of adding 22 new personnel and legislatively mandated, but unfunded Storm Water and Wastewater Discharge Requirements. The total additional costs for the two unfunded programs will be approximately $2.1 million in FY 2007-08. The budget also includes funding for over 118 capital improvement projects with new appropriations of nearly $32.8 million. The City's total Capital Improvement Program budget contains approximately $411.8 million to improve the City's roads, parks, water and sewer infrastructure and build civic projects through buildout. A large portion of the capital program will expand the City's recreational venues with the addition of tennis courts and parking at Poinsettia Park, a new 18-hole municipal golf course - The Crossings at Carlsbad, the Alga Norte Park and Aquatics Center and building a Library Learning Center to permanently house the Adult Learning and Centre de Informacion programs. Finally, the City is working on numerous road segments that will greatly enhance its transportation system as well as water projects that will insure an adequate water supply for Carlsbad's residents and businesses. A large number of the 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. Carlsbad's economic position continues to be 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 and diversified revenue base. The City's assessed values are expected to increase by approximately 14% this year. Carlsbad's reputation as a tourist destination is also growing with many new hotels added in the recent past, generating over $13.6 million in transient occupancy taxes. A-1 1200 Carlsbad Village Drive • Carlsbad, CA 92008-1989 * (760) 434-2821 « FAX (760) 720-9461 The State and U.S. economies continue to face challenges and this current economic slowdown is anticipated to affect the local economy in Carlsbad and has been taken into consideration in the revenue forecast. One of the systems in place to keep the City financially strong is the Infrastructure Replacement Fund. This fund was set up to ensure that resources are available when needed to replace the City's streets, sidewalks, buildings 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 as needed. This year's budget allocation is approximately 6.5% of the General Fund revenues for a total of a $7.9 million allocation 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 Council. 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, work and play. The FY 2007-08 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 substantial benefits of our community. Continuing to balance 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 appreciation for a job well done. CiRAYMOND R. PATCHETT City Manager A-2 I I I I I I I I I I I I I I I I I I I CITY OF CARLSBAD BUDGET HIGHLIGHTS CITY OF CARLSBAD BUDGET HIGHLIGHTS FISCAL YEAR 2007-08 WHERE THE MONEY COMES FROM... ESTIMATED REVENUES $234.1 MILLION Other 1% Intergovernmental 1% Charges for Services 3% Utility Charges J interdepartmental 7% Licenses & Permits 1% Impact Fees/Special Taxes 25% Income from Investments & Property 2% WHERE THE MONEY GOES- ADOPTED BUDGET $219.9 MILLION Public Works 13% Utilities 21% Policy & Leadership 2% Non Dept. & Contingency 5% Comm. Dev. 8% Admin. Services 8% Public Safety 20% Community Services 8% Capital Improvement Program 15% A-3 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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, buildings, and other infrastructure of the City while the operating budget provides the money to staff and operate them. The operating budget totals $187.1 million and is expected to generate $190.1 million in revenues. The CIP contains the current year budget allocation of $32.8 million and outlines approximately 118 future projects at a total cost of $411.8 million through buildout of the City. Capital revenues for Fiscal Year 2007-08 are estimated at $44 million. The capital projects include parks, civic facilities, as well as 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 2007-08 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. Through the vision statements, Council defines and clarifies their vision of Carlsbad. The City Council also provides the City with their top 12 priority projects, which further defines their vision. The strategic goals for the City are developed next. These statements are reflected in the box on the right. The goals further define the methods used to achieve the vision and highlight areas where Council desires to place special emphasis during the year. Once the vision, goals and priority projects are developed, staff develops operational goals based on Council's direction. These operational goals are the basis for the development of the Operating Budget. City of Carlsbad Strategic Goals Balanced Community Development - A city that connects community, place and spirit, through balanced and economically sustainable land uses. Citizen Connection And Partnership - A city that embraces community connectivity through the effective use of technological and interpersonal mediums. Communication - Ensure that community members, Council and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government. Environmental Management - 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. Learning, Culture & Arts - Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. 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. Top Quality Services - 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. 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. A-4 CITY OF CARLSBAD BUDGET HIGHLIGHTS Carlsbad's Operating Budget is a tool that guides the achievement of Council's vision, goals and priority projects for the City. The budget allocates the resources, and sets the priorities for 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. In addition, the budget is a fiscally conservative balanced budget, to effectively sustain the community and essential City services far into the future. ECONOMIC PROFILE Quarter-to-Quarter Growth in Real GDP .1 lllllll I III V I 20Q3 2334 VI 1 III IV 2003 t a iv The US economy has experienced steady growth over the past several years. However, as of June 2007, the economy is now in a slow down period which is expected to last the rest of 2007 and into 2008. According to the Bureau of Economic Analysis the economy grew at an annual rate of 2.5% in the fourth quarter of 2006. This growth rate was revised upward by .3% from the "preliminary" estimates. The adjustment was due to a higher than expected increase in consumer spending, exports, Federal government spending, and a reduction in imports, slightly offset by investment in inventories, equipment and software. According to preliminary estimates released by Global Insight and the UCLA Anderson Forecast in April 2007, real gross domestic product - a measure of economic activity - is expected to increase 2.1%, 1.7% and 2.5% in first, second and third quarters of 2007 respectively. For the fourth quarter of 2007, real GDP is expected in increase closer to 3% and it is forecasted that GDP for 2008 will average 3.25%. While the US economy is slowing, a recession is not anticipated by UCLA Anderson Forecast and other economic think tanks due to the strength in the job market. Most recessions are linked with significant cycles of job loss, which currently is not the case. In addition, because most Americans are employed, it is expected that the majority will be able to continue to pay their mortgages, segregating the sub- prime mortgage concern to a small percentage of the population. While UCLA Anderson Forecast is not expecting a recession, there are some unknowns that may result in a higher risk potential. The housing market is expected to be slow but it is still unclear how slow it will be. With flattening housing prices, and in some areas, actual declines in housing prices, there may be more risk to the economic outlook as more defaults on mortgages occur. UCLA's economists also predict that there will be pressure on the Federal Reserve Board for more interest rate reductions during 2007 to compensate for inflation and the slow down in the economy. California's economy has also slowed. California experienced four years of high home price appreciation which resulted in home affordability at an all time low throughout many areas of California, according to UCLA Anderson Forecast. Several entities were determined to continue to keep sales volumes high and relaxed credit standards in order to continue to sell homes. This resulted in the subprime mortgage market which is now part of the threat to the real estate market. Mortgage defaults are rising with the potential of high foreclosure rates during the summer of 2007. The government and lenders are working on bail-out procedures to reduce the number of foreclosures by working with the troubled borrowers to refinance their mortgages. A-5 CITY OF CARLSBAD BUDGET HIGHLIGHTS According to the UCLA Forecast, at the end of 2006, the high-end service sector jobs were able to compensate for the job losses in construction and financial services related to real estate. For 2007, UCLA Anderson Forecast (April 2007) is expecting the real estate sectors to continue to slow down the economy. Given this forecast, according to the UCLA Anderson Forecast: "We expect to see job growth in California slow to below 1% through the middle of 2008, with growth in real personal income and real taxable sales slowing to just over 2% through this period. If the Professional/Business Services sector can sustain its momentum longer in 2007, we might see a milder slowdown; but if the carnage in subprime markets is more severe than we expect, job losses in Southern California could make things a bit worse. But the essential logic of the no recession forecast remains: while there's some wiggle room on how weak real estate will be and how much other sectors will offset this weakness, there still is no other sector that looks poised to combine with real estate to generate enough job loss to cause a recession." Locally, the San Diego economy has slowed as well, according to several local economists, including University of San Diego (USD) economist Alan Gin. For the first six months of 2007, residential building permits were down 34% compared to the same period in 2006. The local unemployment rate rose to 4.6% compared to 4.2% in June 2006. According to Alan Gin, while consumer confidence still appears positive, the high gas prices, housing market and increases in foreclosures may impact consumers' perspective in the future. A chart reflecting USD's economic indicators is reflected below. Index of Leading Economic Indicators _-«- ~ »•:•; Canty 20M • 20C" 1U- tc ••!•: 138 • •; BB- :: According to the UCLA Anderson Forecast, there are many new homes in the San Diego County area and builders are anxious to reduce their inventory, thus reducing the price of new homes. UCLA Anderson Forecast is predicting that new homes in San Diego area will see a price decline due to the builders' angst to reduce inventory. For re-sales, it is anticipated that owners are not going to be as anxious to move and will wait for a good price for their home, thus the price for re-sales is expected to level off but not decline. JB UCLA Anderson Forecast is predicting that building activity will slow through 2007 with a slight rebound in 2008. Job growth is expected to slow as the leisure and hospitality sectors lose momentum in 2007 offsetting less of the job losses in construction and real estate sectors. In addition, the credit crunch is expected to continue to weaken home sales and an anticipated increase in foreclosures may impact home prices. Carlsbad's economy is tied closely to that of the San Diego region, although development patterns may differ. Carlsbad has experienced strong growth in FY 2006-07 in property and Transient Occupancy Taxes (TOT). For FY 2006-07, property taxes are expected to grow by 15% reflecting the continued escalation in housing prices during FY 2006-07, new development, as well as the return of $1.8 million in property taxes that the State of California took from the City of Carlsbad during fiscal years 2004-05 and 2005-06. TOT, the City's gauge of the tourism A-6 CITY OF CARLSBAD BUDGET HIGHLIGHTS industry, are expected to end Fiscal Year 2006-07 showing an 11% gain, with a large part of that coming from the reopening of a major portion of one of Carlsbad's premiere resorts as well as reflecting a full year of the West Inn and Suites which opened in May 2006. Sales taxes are slowing during FY 2006-07 due to the slower economy as well as a decline in auto sales, however, even with the slow down, it is anticipated that an additional $700,000 will come in over FY 2005-06. Carlsbad's residential real estate market has slowed significantly throughout FY 2006-07. The City expects to issue approximately 425 residential permits this year, a decrease from the 943 in the previous year. The number of permits is expected to decline due to a lack of supply and a slowing economy. There are a number of new residential communities under construction or in the final phases of development that will add to the residential housing stock in Carlsbad. The Villages of La Costa projects known as the Oaks North, the Greens and the Ridge are under construction, and will add approximately 970 single-family and 450 multi-family units. The Bressi Ranch area is almost complete with 523 single-family and 100 multi-family units developed. In addition, the Robertson Ranch area, which is expected to contain over 1,000 residential units, is finishing up its master plan. The completion of these master planned communities will signal an end to the large-scale residential developments in Carlsbad. Median SFO Home Prices o.c 2005 2006 2007 As the housing market has cooled, the housing prices have slowed as well. The median price for single- family homes in Carlsbad was $777,000 for April 2006 compared to $750,000 for April 2007 a decrease of 3.5%. The total assessed values in the City stand at over $22 billion; an increase of nearly 58% over 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 2,117 more residential units and an additional 3.7 million square feet of commercial/industrial development over the next five years. The City's residential housing stock is about 90% built out, with approximately 4,658 housing units remaining to develop. Commercial and industrial development has been averaging 800,000 square feet per year. This is expected to remain about the same over the next five years to average 820,000 square feet per year with the large industrial developments including Carlsbad Raceway, Oaks North Industrial Park and the La Costa Town Center. Some of the major companies 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 Premium Outlets - a specialty outlet center; Plaza Camino Real - a regional shopping mall; a Costco center; and the Forum at Carlsbad - a commercial center with upscale retail shops, restaurants and other commercial uses. A-7 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 addition being the West Inn and Suites, which opened in May 2006. The City of Carlsbad opened a municipa! golf course in August 2007 which is expected to further enhance the tourism attractions the City offers. The municipal golf course, The Crossings at Carlsbad, is an 18 hole, destination golf course set in the rolling hills and canyons of Carlsbad. With ocean views, high quality golf experience, a first class restaurant and clubhouse, and linkages to hiking trails, The Crossings at Carlsbad will be a destination spot for golfers and non-golfers alike. For the future, there are several new tourist-serving projects in development. The La Costa Resort has been developing up to 197 commercial resort villas on their site and part of the increases in TOT to date can be attributed to several of these villas coming on line. As they are phased in over the next several years, it is expected to add over $1.4 million in TOT when completed. Two hotels near the airport are expected to open during Fiscal Year 2007-08. The two hotels are the Hampton Inn and Homewood Suites, located near the McClellan/Palomar Airport. They are expected to add 249 hotel rooms, bringing the total available hotel rooms in the City to about 3,700. These two new hotels are estimated to generate $500,000 per year in TOT. In addition, a new project next to Legoland is currently under construction and is expected to bring on 350 hotel rooms and 350 timeshare units. This project is expected to be phased in over time, and is expected to generate an additional $1.4 to $1.7 million per year in TOT. 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 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 important initiative the City has undertaken to ensure its financial health, is the development of an Infrastructure Replacement Fund. With this fund, the City sets 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. I I I I I I I I I I I I I I I I I I I CITY OF CARLSBAD BUDGET HIGHLIGHTS General Fund Revenues (Top 5) • Other Franchise DSDG&E Franchise DTOT • Property Tax • Sales Tax 2002 2004 2006 Fiscal Year 2008e Carlsbad's current economic position is an enviable one. A relatively healthy local economy over the past ten years provided additional revenue-generating sites that allow the City to continue to add new facilities and services for the citizens. The City hosts three regional shopping areas within its boundaries: a large regional mall, an outlet center and a high-end retail center in the southern part of town called The Forum. Together, these sites contribute approximately $4.5 million annually to the City's sales taxes. The City's Auto Mall generates another $6.0 million per year in sales taxes for the City. Legoland, a family theme park, contributes to the City's sales tax base and stimulates 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 four major revenue sources for the City: property taxes, sales taxes, transient occupancy taxes (TOT) and franchise taxes, are expected to provide $91 million, or 80%, of the City's General Fund revenues in FY 2006- 07. 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. The City's base sales taxes are projected to grow by 1.8% for Fiscal Year 2007-08 due to the slowdown in the economy. While the growth in housing prices is expected to moderate due to the cooling of the real estate market, there is a lag with the property tax revenue and therefore, according to the County Assessor, the City should expect property tax revenues to increase by over 11% for FY 2007-08. New building permits are expected to continue to slow and the development related revenue items have been reduced accordingly for Fiscal Year 2007-08. And finally, tourism is expected to continue to be strong, with TOT receipts projected to grow by over 6% in the future, with the addition of more available rooms. More information on all of the City's revenues and programs can be found in the later sections of this document. State of California - In addition to the soft housing market and a slow economy, the State of California's fiscal problems also cast a shadow on the City's economic future. The State of California has been in a severe fiscal crisis for a number of years. Through a variety of loans, one-time revenues, interfund borrowings and raids on city, county and special district funds, it has been able to manage its cash flows and stay solvent. However, more drastic measures will be needed for the State to finally get its budget in balance. According to the Legislative Analyst's Office (LAO), the State is facing significant deficits in future years despite the stronger revenues seen in the past few years. The LAO's analysis of the Governor's budget proposal for 2007-08 reflects that the State is proposing to use a significant portion of their fund balance to cover their operating shortfall, and $3 to 5 billion shortfalls are expected to exist in each of the next several years. According to the LAO, the ongoing budget shortfalls result from the high reliance in the near term on one-time savings. The State has balanced its budget by taking City money in the past, and the risk is that they may find a way to make it happen again. As a result of the continued attacks on cities' revenues, a coalition of cities, counties and special districts supported Proposition 1A which was approved by the voters in November 2004. The A-9 CITY OF CARLSBAD BUDGET HIGHLIGHTS measure included a provision to help prevent the Legislature from reducing the combined property tax shares of cities, special districts, and the county, except to borrow the funds on a temporary basis to address a "severe state fiscal hardship". 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 ten years due to the development of the majority of its commercial sites. The future will bring a few more commercial sites but at a slower pace, while residential development will continue for a number of years. There are also quite a few City facilities - mainly parks and civic facilities - 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. In addition, a number of other factors, including rising health care costs, have created upward pressure on expenditures, especially over the past several years. These factors have been incorporated into the General Fund forecast shown on the following page 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. This forecast assumes that revenue growth will continue at a moderate pace in 2007-08 and into the future. To project the expenditures, it includes all known personnel costs, most of which have been negotiated with the employee groups through December 2007. The City will be negotiating labor contracts with all four groups during FY 2007-08. General Fund Revenues and Expenditures Revenues Expenditures Fiscal Year The forecast assumes 10% annual increases in health care costs in the near future, slowing to 5% annually in the distant future. It also assumes personnel growth (new positions) to remain rather flat at no more than 2% per year. Cost of living increases between 3% and 5% have been added to personnel costs. Pension plan costs are anticipated to remain essentially at current levels. It assumes that the contribution from the General Fund to the Infrastructure Replacement Fund is 6.5% of General Fund revenues. And finally, it includes estimated operating costs for A-10 I I I I I I I I I I I I I I I I I I I CITY OF CARLSBAD BUDGET HIGHLIGHTS all capital projects in the timeframes shown in the Capital Improvement Program (CIP). One of the biggest assumptions in the forecast is that services remain about the same. The results show that the General Fund is balanced into the future, with a slight surplus in each year of 2% to 7% depending on which year. This achieves the goal set out by Council to maintain a balanced budget. The situation was different several years ago when the forecast projected that the City was headed for deficits unless corrective measures were taken. For the past several years, Council and staff have worked to bring the forecast back into balance and keep it balanced into the future. Through a combination of enhancing revenue sources and finding more efficient methods of providing services (and with the help of a strong local economy), the City was able to turn the forecast around from heading into deficits to a healthy balance. City of Carlsbad 10-Year Financial Forecast '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 The ability to understand the future impacts of both changes in revenue sources as well as program needs is crucial to ensure that the City has the funds available to make its future plans come true. The General Fund forecast is a tool available to the City to achieve the goal of managing its fiscal resources effectively and monitoring the achievement of sustainable economic health for the City of Carlsbad. OPERATING 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 the City's five fund types are shown on the accompanying graph. 2007-08 OPERATING REVENUES BY FUND TYPE $190.1 MILLION ENTERPRISE 22% SPECIAL REVENUE 5% A-11 INTERNAL SERVICE 8% REDEVELOPMENT / 2% GENERAL 63% CITY OF CARLSBAD BUDGET HIGHLIGHTS General Fund The fund receiving the largest slice of the revenues is the General Fund, with estimated revenues of $121 million. The General Fund pays for most of the City services available to City residents. The majority of the General Fund revenues (85%) are derived from taxes. The graph below illustrates the sources of revenue to the General Fund. 2007-08 GENERAL FUND REVENUES $121 MILLION SALES TAX 24% BUS LIC TAX 3% CHARGES FOR SVCS LICENSES & PERMITS 5% \ TRANSFER TAXES 1% PROPERTY TAX 41% INTERGOVERNMENTAL 2% FRANCHISE TAX 5% TRANSIENT TAX 11% INC. FROM INVESTS PROP 3% Property taxes, at $50 million, are the largest General Fund revenue. The City receives only about 18% 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 $28.5 million for Fiscal Year 2007-08. Automobile and department store sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $13.6 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $9.9 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 $2.9 million for the upcoming year. Licenses and permits account for $1.6 million of the General Fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $6.2 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. Income from investments and property are estimated at $3.9 million. A-12 CITY OF CARLSBAD BUDGET HIGHLIGHTS Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.1 million for 2007-08. 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 funds revenues make up the second largest revenue group, totaling $40.6 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 wastewater services and solid waste management. Internal Service Funds Internal Service fund revenues, projected to be $14.7 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 $3.6 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 $187.1 million, which is 9% more than the 2006- 07 adopted budget. The operating budget is categorized by major service area (MSA). Six MSAs that represent the key businesses of the City have been identified. The graph on this page shows the operating budget for each of the MSAs. Total funding allocated for the Policy and Leadership Group for 2007-08 is $4.7 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 $17.3 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 $43.3 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. A-13 CITY OF CARLSBAD BUDGET HIGHLIGHTS 2007-08 OPERATING EXPENDITURES $187.1 Million Fbltcy & Leadership Adrrin. Services Public Works Public Safety Comm. Services Non-Dept. & Contingency Corrm Dev. Community Development, with a budget of $17.4 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 $17.9 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.connect The service area requiring the largest amount of funds is Public Works, with a budget of $74.4 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-Depart mental and Contingency accounts total $12.1 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 $7.9 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 $2.2 million. The contingency account amounts to 2.0% of the FY2007-08 General Fund budget. A-14 CITY OF CARLSBAD BUDGET HIGHLIGHTS STAFFING The FY 2007-08 Operating budget includes 22 new full-time employees: 5 are to enhance Public Safety, 1 in the Geographic Information Systems Department which will improve the level of service, 1 in Public Works to manage the increased number of information systems in the Public Works Department, 1 new Building Maintenance Worker to maintain the new facilities opening in FY 2007-08, 2 are related to a conversion of part-time personnel into full-time personnel to improve effectiveness in the Police and Public Works departments, 1 limited term employee in Human Resources to assist in recruiting, 1 Cross Control Technician to be utilized in Sewer and Water, 1 new traffic engineer and 9 new employees related to new legal mandates for Storm Water and Wastewater programs. The net decrease in hourly staff totaled approximately 3.78 full-time equivalents (FTE). These changes result in a City workforce of 711 full and three-quarter time employees and 140.34 hourly FTE. The staffing changes in each of the City's programs are discussed more fully in the Operating Budget Overview. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad's Capital Improvement Program (CIP) is a long-range planning document, 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 2007-08 totals $32.8 million in new appropriations and an estimated $150.7 million in continuing appropriations. Some of the notable capital projects include the following: Park Development • The Alga Norte Park and Aquatic Center consists of 30 acres in the Southeast Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog park, restrooms, parking facilities, and an aquatic center. The aquatic center will include a 50-meter competition pool, a 12-lane instructional pool and a therapy pool as well as a water play area with slides. A swimming pool complex was one of the projects approved by the voters through Proposition C in 2002. The total cost of the park is estimated to be $22.1 million. The total cost of the aquatic center is estimated to be $28.3 million. At this time, construction is scheduled to start in the winter of 2007. Construction will take approximately 2 years. • The construction is complete on the City's new 18-hole golf course, The Crossings at Carlsbad. The golf course opened in the summer of 2007 and is located along the north side of Palomar Airport Road at Hidden Valley Road. A-15 CITY OF CARLSBAD BUDGET HIGHLIGHTS The estimated cost for construction and start-up expenses are $55 million. The championship caliber public golf course is 6,835 yards and includes a 28,000 sq. ft. clubhouse and a practice center. Half of the 400-acre site will be preserved for habitat and will help tie together more than 1,000 acres of Open Space in the central part of the City. The City has contracted with Kemper Sports Management (KSM) for operations of the course. • A 20,000 square foot community facility and gymnasium is planned for the Pine Park Community Center. The facility will include basketball, volleyball, gymnastics, multi- purpose rooms, meeting rooms, a teen center and office space. Design of this $9.4 million facility is expected to begin in FY 2009-10 and construction is still scheduled to begin in FY 2010-11. • Phase II of this 42-acre Poinsettia Park Community Center includes amenities such as a community facility/gymnasium, enclosed soccer field, tot lot, picnic areas, tennis complex including a clubhouse and stadium court and additional parking. The total cost is expected to be approximately $12.5 million and the project is scheduled to start in FY 2010-11. • Poinsettia Tennis Courts - Plans are currently underway to build seven tennis courts with lighting at the Poinsettia Park. The facility will also receive additional parking and construction is scheduled to begin in FY 2008-09. The estimated cost of the Tennis Courts and Parking is $2.1 million. Civic Projects • The Public Works Center will include offices, shops, a yard, warehouse and parking to accommodate the Public Works Department. Initial estimates put the cost at approximately $27.3 million. • The Safety Training Center project was authorized under Proposition C, which was approved in 2002. Preliminary design work is currently underway. In addition to a shooting range, the facility may include a fire training tower, residential training prop, and a fire administration building with classroom and storage facilities. There is currently $950,000 budgeted for design only. Once the design is complete the construction budget will be developed and funding sources will need to be identified. • The Library Learning Center will provide a permanent location for the Adult Learning and the Centre de Informacion programs. The existing building adjacent to Holiday Park will be remodeled and a second story, approximately 5,000 square feet, will be added for a total cost of $6.1 million. A-16 CITY OF CARLSBAD BUDGET HIGHLIGHTS Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in the southeast quadrant of Carlsbad. The relocation of this station to a new 6,200 square foot permanent facility along the east side of Rancho Santa Fe Road is progressing and a contract has been awarded for construction. Total cost is approximately $5.8 million. This fire station is required to help ensure a five-minute response time within the southeast part of the City as development in that area occurs. Streets • The Faraday Avenue and Melrose Drive Extensions east of El Camino Real encompasses the extension of Melrose Drive from Palomar Airport Road to the Carlsbad/Vista city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. The project will include the reconstruction of a portion of existing Melrose Drive in the City of Vista and the construction of a bridge over the Agua Hedionda Creek along Faraday Avenue. This project is being built by the developers in the area and reimbursed from the proceeds of a bond issue. The formation of a Community Facilities District was completed in FY2005-06 and it will be the mechanism for the repayment of the debt. • The Widening of El Camino Real from Tamarack to Chestnut will add an outside lane to widen the street to full prime arterial road standards. The project will include curb, gutter, sidewalk, pavement and streetlights. The total cost of the project will be $3.3 million and the project will start in FY 2007-08. • The Pavement Management Program helps insure that the City's streets can last a lifetime if they are properly maintained. Applying seals and overlays when roadways are beginning to show signs of distress can minimize the more expensive repair/reactive maintenance activities. The proactive approach consists of the scheduled application of a seal or overlay once every seven years. By using the proactive approach the City can efficiently maintain over 330 miles of public roadways at an annual cost of approximately $3.4 million. • The Concrete Repair Program is a companion program to the pavement management program. It will insure that curbs, gutters and sidewalks are also properly maintained. By allocating the funding, both pavement and concrete replacements can be accomplished at the same time. This will help maximize efficiencies and reduce inconvenience to the citizens. There is $350,000 budgeted in FY 2007-08 for this program. Sewer, Water, and Drainage Facilities • Reaches 1, 2, 3, 11, 13 to 15, and the Agua Hedionda lift station of the Vista/Carlsbad Interceptor are scheduled over the next five years. These projects are required to handle buildout flows and replace deteriorated pipelines. The projects are predominantly funded by the City of Vista, depending on the project, the City of Vista's share of the costs are between 60% - 90% of the total project cost. The total estimated costs for all of the projects are approximately $29.7 million. A-17 CITY OF CARLSBAD BUDGET HIGHLIGHTS • Several major water lines are scheduled for construction within the next five years: Carlsbad Boulevard - south of Avenida Encinas College Boulevard - various sections Faraday Avenue extension Melrose Drive from Palomar Airport Road to Faraday 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. The table on the following page identifies the debt the City has issued, the outstanding principal, the 2007-08 principal and interest payments, and the scheduled year of payoff. Of the approximately $120 million of debt outstanding, only $1.4 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. The City has no obligation to advance funds to the Assessment districts if the property owners do not pay. SUMMARY The City of Carlsbad continues to fare 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 enhances 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. A-18 CITY OF CARLSBAD BUDGET HIGHLIGHTS The following Table identifies the debt the City has issued, the outstanding principal, the 2007-08 principal and interest payments, and the scheduled year of payoff. City of Carlsbad Debt Outstanding Outstanding Final Repayment Original Bond Principal At 2007/08 Payment Bond Name Source Issue 6/30/07 Payment P&l FY Carlsbad Public Financing Authority Bonds Certificates of Revenue Bonds $ 18,540,000 $ 18,540,000 $ 827,050 2036 Participation 1997 Hosp Grove Refunding Certificates of General Fund $ 6,595,000 $ 1,435,000 $ 750,645 2009 Participation 1996 Refunding Encina JPA Tax Allocation Sewer Enterprise $ 11,080,000 $ 6,125,000 $ 935,506 2014 Bonds Redevelopment 1993 Redevelopment Tax Allocation Redevelopment $ 15,495,000 $ 11,645,000 $ 1,041,665 2024 Bonds CFD #3 2006 Special Tax Special District $ 11,490,000 $ 11,490,000 $ 761,079 2036 Bonds Subtotals $ 63,200,000 $ 49,235,000 $ 4,315,945 2005 Poinsettia Lane East Assessment $ 33,085,000 $ 32,495,000 $ 2,142,174 District 2035 2003 College Boulevard-Cannon Road Assessment $ 11,760,000 $ 11,395,000 $ 834,316 2034 District 1997 Reassessment District Colleges Alga Assessment $ 18,475,000 $ 3,785,000 $ 1,390,406 2012 District 1997 Carlsbad Ranch Assessment $ 10,175,438 $ 7,455,000 $ 877,559 2023 District 1998 Rancho Carrillo Assessment $ 19,600,000 $ 16,145,000 $ 1,557,158 2028 District Subtotals $ 93,095,438 $ 71,275,000 $ 6,801,613 Totals $ 156,295,438 $ 120,510,000 $ 11,117,558 A-19 BUDGET SUMMARY FISCAL YEAR 2007-08 PROJECTED BALANCE PROGRAM AREA JULY 1, 2007 OPERATING BUDGET Policy / Leadership Group Administrative Services Public Safety Community Development Community Services Public Works (including utilities) Non Departmental & Contingencies Golf Course SUBTOTAL OPERATING $1 25,891 ,1 51 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2007-08 $391 ,51 9,970 2006-07 Continuing Appropriations TOTAL OPERATING AND CAPITAL $517,411,121 ESTIMATED ADOPTED REVENUES BUDGET $4,686,287 17,253,446 43,405,853 17,473,189 1 7,446,685 74,791,017 12,022,300 $1 90,057,479 $1 87,078,777 $44,004,785 $32,840,779 $234,062,264 $219,919,556 PROJECTED FUND BALANCE TRANSFERS JUNE 30, 2008 $0 $128,869,853 $402,683,976 (150,714,569) $251,969,407 $0 $380,839,260 FISCAL YEAR 2006-07 PROJECTED BALANCE PROGRAM AREA JULY 1, 2006 OPERATING BUDGET Policy /Leadership Group Administrative Services Public Safety Community Development Community Services Public Works (including utilities) Non Departmental & Contingencies Golf Course SUBTOTAL OPERATING $132,638,770 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2006-07 $349,484,932 TOTAL OPERATING AND CAPITAL $482,123,702 ESTIMATED ESTIMATED REVENUES EXPENDITURES $4,227,935 17,281,780 40,850,064 16,407,442 16,733,946 68,721,326 1 3,664,955 $179,026,003 $177,887,448 $148,016,870 $113,868,006 $327,042,873 $291 ,755,454 PROJECTED FUND BALANCE TRANSFERS JUNE 30, 2007 (7,886,174) ($7,886,174) $125,891,151 $7,886,174 $391,519,970 $0 $517,411,121 A-20 PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08 MAJOR SERVICE AREA [POLICY AND LEADERSHIP GROUP | CITY COUNCIL CITY MANAGER COMMUNICATIONS CITY TREASURER CITY ATTORNEY IADMINISTRATIVE SERVICES I ADMINISTRATION RECORDS MANAGEMENT INFORMATION TECHNOLOGY FINANCE RISK MANAGEMENT HUMAN RESOURCES & WORKERS COMP (PUBLIC SAFETY | POLICE FIRE [COMMUNITY DEVELOPMENT | COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING & CODE ENFORCEMENT ECONOMIC DEVELOPMENT & REAL PROPERTY MGMT GEOGRAPHIC INFORMATION SYSTEMS PLANNING HOUSING AND REDEVELOPMENT [COMMUNITY SERVICES | LIBRARY CULTURAL ARTS RECREATION & SENIOR PROGRAMS [PUBLIC WORKS | ADMINISTRATION & ENVIRONMENTAL PROGRAMS ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE & OPERATIONS FULL AND 3/4 TIME LABOR FORCE* FINAL BUDGET 2005-06 1.00 6.00 2.75 0.75 7.00 2.00 8.00 16.00 27.00 2.00 10.00 151.00 79.75 4.00 13.00 1.00 2.00 24.00 10.00 48.00 5.00 32.50 14.20 51.60 91.95 49.50 660.00 FINAL BUDGET 2006-07 1.00 7.00 3.75 0.75 7.00 2.00 8.00 19.00 28.00 2.00 10.00 157.00 87.75 5.00 13.00 1.00 3.00 27.00 10.00 48.00 5.00 30.50 18.00 54.00 95.25 47.00 690.00 FINAL BUDGET 2007-08 1.00 7.00 3.75 0.75 7.00 2.00 8.00 19.00 28.00 2.00 10.00 162.00 88.75 3.00 14.00 2.00 4.00 27.00 10.00 48.00 5.00 30.50 22.00 56.00 97.25 53.00 711.00 2007-08 REQUESTED CHANGES 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 1.00 (2.00) 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 4.00 2.00 2.00 6.00 21.00 A-21 PERSONNEL ALLOCATIONS FOR 2006-07 AND 2007-08 (Continued) SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY Full Time Personnel 3/4 Time Personnel in Full Time Equivalents Hourly Full Time Equivalent Personnel TOTAL LABOR FORCE* 2005/06 654.00 6.00 147.47 807.47 2006-07 684.00 6.00 144.12 834.12 2007-08 705.00 6.00 140.34 851.34 Difference 21.00 0.00 (3.78) 17.22 LIMITED TERM EMPLOYEES Management Interns Legal Intern Building Inspector Intern Management Analyst (HR) Division Chief Overstaff Building Inspector Limited Term GIS Intern Associate Planner Planning Technician Intern TOTAL LIMITED TERM EMPLOYEES 2005/06 1.50 0.50 0.00 0.00 0.00 2.00 0.50 0.00 1.00 5.50 2006-07 1.50 0.50 0.00 0.00 0.00 2.00 0.50 0.00 1.00 5.50 2007-08 1.50 0.50 0.00 1.00 0.00 2.00 0.50 1.00 0.00 6.50 Difference 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 (1.00) 1.00 * The 2006-07 headcount adopted by City Council on June 20, 2006 was 827.12. There were 7 mid year adjustments approved by Council A-22 I I I I I I I I I I I I I I I I I I I 2007-08 BUDGET CALENDAR DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE • Capital Project (CIP) Kickoff Meeting • Set budget policies • Request Capital Project submittals • Operating revenue is projected for the General fund • Operating budget manual is distributed to departments • Budget preparer's meeting • Departments submit CIP requests to Engineering • Growth projections completed • CIP analysis • Draft CIP is submitted to department heads • Tentative LT meeting to provide status on CIP • Departments submit operating budget requests to Finance • Leadership Team (LT) reviews CIP • Finance department analyzes and compiles the operating budget submittals • LT reviews operating budget • Meeting with LT - Final CIP Review • Preliminary operating budget is sent to the printer • CIP Budget Workshop: May 22 Council meeting • Operating Budget Workshop: June 12 Council meeting • Citizens Budget Workshop: June 20 • Council adopts final budget including: Operating budget, Capital Improvement Program, and Annual Spending Limitation: June 26 Council meeting Operating Budget* CIP A-23 uvi California Society of Off,unidval Ljii ^inance Certificate of Award cers Excellence in Public Communications Budgeting 2006-07 Presented to City of Carlsbad This certificate recognizes the achievement of Excellence in Public Communications Budgeting and reflects an outstanding document and the underlying budgeting process through which the budget is implemented. March 6, 2007 Mark Alvarado CSMFO President Dedicated to Excellence in Municipal Financial Management \ Agnes Walker, Chair Budgeting & Financial Management r*' ro01 Certificate of Award Excellence in Operating Budgeting 2006-07 Presented to City of Carlsbad This certificate recognizes Excellent Achievement in Operational Budgeting and reflects an outstanding budget document and the underlying budgeting process through which the budget is implemented. March 6, 200 7 Mark Alvarado CSMFO President Agnes Walker, Chair Budgeting & Financial Management Dedicated to Excellence in Municipal Financial Management 2007-2008 OPERATING BUDGET OVERVIEW The Operating budget for Fiscal Year 2007-08 totals $187.1 million, with revenues for the year estimated at $190.1 million. General Fund revenues are estimated at $121 million and budgeted expenditures are $116.5 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for FY 2006-07, as well as those estimated for FY 2007-08. REVENUE SUMMARY BY FUND TYPE (in Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL PROJECTED 2006-07 $ 114.5 10.7 36.2 14.1 3.5 $ 179.0 ESTIMATED 2007-08 $ 121.0 10.1 40.6 14.8 3.6 $ 190.1 $ CHANGE $ 6.5 (0.6) 4.4 0.7 0.1 $ 11.1 0% CHANGE 5.7% (5.3%) 12.2% 4.7% .3% 6.2% Revenue estimates for the Operating Budget indicate that the City will receive a total of $190.1 million, a 6.2% increase over the prior year. The largest percentage increase is the Enterprise Funds. The 12.2% or $4.4 million is due to the additional legislatively mandated unfunded requirements. More information on the City's revenue sources can be found in the discussion that follows. 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 BUSINESS LICENSE TAX DEVELOPMENT REVENUES ALL OTHER REVENUE TOTAL PROJECTED 2006-07 $ 44.9 28.0 12.8 5.3 3.2 4.8 15.5 $ 114.5 ESTIMATED 2007-08 $ 50.0 28.5 13.6 5.6 3.3 3.2 16.8 $ 121.0 $ CHANGE $ 5.0 0.5 0.8 0.3 0.1 (1.6) 1.6 $ 6.5 % CHANGE 1 1 .2% 1.8% 6.4% 5.6% 2.5% (33.3)% 10.3% 5.7% This year it is expected that property taxes will grow to over $50 million, an 11.2% increase over the projection for FY 2006-07. The 2004-05 State of California budget reallocated Property Taxes for Vehicle License Fees (VLF). Thus, instead of receiving approximately $5 million in B-1 2007-2008 OPERATING BUDGET OVERVIEW VLF in 2005-06, the City now gets additional property taxes in an equal amount, amounts will continue to grow at the same rate as the City's assessed values. These 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 2007-08 are based on values as of January 1, 2007. 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 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 a 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. As the economy slows and the City approaches build-out the growth in property taxes is expected to be moderate. Property and Sales Tax Revenues •o i S*^* ~^** _^+ -f"+ — — * •— %^ 2002 2003 2004 2005 2006 2007e 2008e — •— Sales Tax -*- Property Tax Fiscal Year Sales Tax by Category Sales taxes are expected to total $28.5 million for 2007-08, an increase of 1.8% over the 2006-07 projections. These projections assume that the slow economy and high gasoline prices will minimize the growth in sales tax. The City of Carlsbad has many car dealerships which generate approximately $6.5 million of sales tax each year. Car sales have slowed during FY 2006- 07 and are expected to remain slow during FY 2007-08. In addition, Robinsons May department store closed at the end of FY 2005-06 negatively impacting sales tax for FY 2006-07 and in the future until a replacement retail vendor is located in that space. Several years ago, the State of California implemented the "Triple Flip". The "Triple Flip" is essentially a temporary swap of a 1/i cent of the local governments' sales taxes in return for property tax. It was done in order to give the State a revenue source against which they could issue deficit reduction bonds. The City's sales tax estimates continue to show this amount as sales tax since the amount is reflective of what the City would receive. B-2 I I I I I I I I I I I I I I I I I I I 2007-2008 OPERATING BUDGET OVERVIEW As can be seen in the chart on the previous page, the City's sales tax base is heavily weighted in the transportation (predominantly new car sales) and retail sectors. These two sectors make up approximately 70% of the City's sales tax base. Sales tax estimates also include approximately $900,000 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. Transient Occupancy Taxes $ Millions 2002 2003 2004 2005 2006 2007e 2008e Rscal Year The third highest General Fund revenue source is Transient Occupancy Taxes (TOT or hotel taxes) estimated at $13.6 million for 2007-08, an increase of 6.4% over 2006-07 estimates. The La Costa Resort and Spa is upgrading their resort by adding villas over the next several years. This will contribute to the growth in TOT revenues. It is expected that Fiscal Year 2006-07 will end the year with about $12.8 million in TOT receipts, an 11% increase from FY 2005-06. Growth is expected to be moderate going into FY 2007-08, with 3.5% assumed for the base growth. In addition to the base growth, two hotels, the Hampton Inn and Homewood Suites, both located near the McClellan/Palomar Airport, are expected to open during FY 2007-08. The combination of the base growth, the two new hotels and the addition of the La Costa Resort and Spa villas results in an estimated 6.4% growth over FY 2006-07 projections. 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, cell sites, 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 remain relatively flat in FY 2007-08. 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 Franchise Taxes 2002 2004 2006 Fiscal Year 2008e B-3 2007-2008 OPERATING BUDGET OVERVIEW 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 factors resulted in an increase in franchise fees to the City of over 100% in FY 2001 and FY 2002 (franchise taxes are paid in April for the previous calendar year). Another price spike occurred in 2003, increasing the FY 2004 revenues, and the high prices continued into FY 2005. The FY 2007-08 forecast essentially predicts the same amount of SDG&E franchise revenue as the previous year. 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 have been declining during Fiscal Year 2006-07 due to the slow down in the economy especially the softening in the real estate market. The major declines in the development-related revenues are primarily in the residential area. Commercial and Industrial development is expected to offset a good amount of these declines for FY 2006-07. For the FY 2007-08 budget, the development-related revenues are anticipated to continue to decline as a result of the economy and real estate market. For FY 2005-06 there were 943 units permitted for residential housing. For FY 2006-07 approximately 422 residential units are expected to be permitted. For FY 2007-08, 251 permits are projected to be issued for residential housing. The commercial and industrial building activity has remained strong for FY 2005-06 and FY 2006-07 however, it too is anticipated to decline for FY 2007-08. These reductions in activity are reflected in the lower development related revenue for FY 2007-08. A 33% decline in building related revenue is projected for next year. Business license taxes are closely tied to the health of the economy and are projected to increase slightly to an estimated $3.3 million. There are currently about 8,500 licensed businesses in Carlsbad, with over 2,500 of them home-based. All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for Fiscal Year 2007-08 totals $16.8 million, a $1.6 million increase from Fiscal Year 2006-07, due mainly to a one-time reimbursement ($1.0 million) received in FY 2006-07 from the Federal Highway Administration for the 2005 winter storm damage in the City. Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is 55 cents per $500 of property value, and is split equally between the county and the City. Carlsbad expects to receive $1.0 million in transfer taxes for FY 2006-07, and about the same in FY 2007-08. Income from investments and property includes interest earnings, as well as rental income from City-owned land and facilities. The City is expected to earn about $3.0 million in interest on its General Fund investments for Fiscal Year 2007-08. There is a need to loan the Median Landscaping Fund approximately $108,000 for additional medians that have been added to the City's inventory over the last few years. This is discussed in more detail later in the report. Overall, General Fund revenues are expected to grow by about 5.7%, or $6.5 million, in the upcoming year. Most of the growth is coming from the tax revenues: mainly property 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, B-4 I I I I I I I I I I I I I I I I I I I 2007-2008 OPERATING BUDGET OVERVIEW 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 5.7% gain projected for Fiscal Year 2007-08 is respectable, given that the economy is slowing and the real estate market has cooled. This growth in revenue is closer to what may be expected in the future. Other Funds Revenues from Special Revenue funds are expected to total $10.1 million, a $600,000 decrease from FY 2006-07. 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 change in the Special Revenue funds occurred in the Housing Trust Fund. 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 2006-07, the City expects to receive about $500,000 in repayments. For Fiscal Year 2007-08, only $75,000 has been estimated for fees, as this revenue source is uncertain. Most of the Fund's revenue decrease is due to this difference. Enterprise fund revenues for FY 2007-08 are projected at $40.6 million, an increase of $4.4 million over current year projections. The increase in revenues is due to the proposed rate increases for Water, Wastewater and Solid Waste Funds. 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, wastewater services and solid waste management. The Water Enterprise Fund shows an increase in revenues of 8.9% over the previous year. A 9% increase in water rates is proposed in the FY 2007-08 budget. It is estimated that the average increase to a household will be approximately $3.97 per month (fixed + variable). Carlsbad's water rates are still among the lowest in the region. A rate increase is proposed in the Wastewater Enterprise of 10.6%. This will raise the base residential rate from $14.65 to $16.20 per month. Even with the proposed rate increase, Carlsbad's sewer rates are also still among the lowest in the region. The Solid Waste Fund contains two programs: solid waste management and storm water management. Proposed increases of approximately $1.37 per month for a residential household will fund the cost of implementing state mandated programs. The following chart is a comparison of Carlsbad's monthly water and wastewater rates compared to neighboring agencies. B-5 Special Revenue Funds 2007-2008 OPERATING BUDGET OVERVIEW Water and Sewer Rates Carlsbad proposed FY08 Carlsbad FY07 San Oieguito WD (Leucadia) Santa Fe ID (Solana Beach) Oceanside, City of San Dieguito WD (Encinitas) Vista Irrigation District (Vista) San Diego, City of Santa Fe ID (RSF) Del Mar, City of $0 $50 $100 Monthly Cost $150 Internal Service funds show estimated revenues of $14.8 million for FY 2007-08, an increase of 4.7%, over FY 2006-07 projections. Internal Service funds provide services within the City itself, and include programs such as the self-insurance funds for Workers' Compensation and Liability, 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. The more significant increases occurred in the Information Technology and Vehicle Maintenance and Replacement Funds. The increases in Information Technology enable the department to keep up with the demand for services. In the Vehicle Maintenance Fund, it is mainly due to the cost of fuel. For the Vehicle Replacement Fund, the increase reflects additional allocations to ensure sufficient revenues are available to replace equipment at the end of its useful life. More discussion on the costs can be found in the Expenditures section of this report. Redevelopment revenues are expected to total $3.6 million in the upcoming year; no change from the projections for the previous year. EXPENDITURES The City's Operating budget for FY 2007-08 totals $187.1 million, which represents an increase of $15.4 million, or 9.0%, from the adopted FY 2006- 07 budget. The changes in each of the City's programs will be discussed below. B-6 2007-2008 OPERATING BUDGET OVERVIEW Budgetary Policies The theme for this year's budget development was "Building a sustainable community by effectively managing today's resources" - to manage our current resources so that we are able to deliver the same quality and level of services while maintaining a balanced budget for now and into the future. While the forecast shows expectations for a balanced budget in the future, the City also has a large capital program underway which will add additional pressure to the budget as the facilities are opened and need operation and maintenance. With the inherent risks of a downturn in the economy it is important to keep an eye focused on the future to ensure the City remains in good financial health. To achieve that end, the following budget guidelines were established: • Maintain current service levels. • New programs may be considered only if they are critical to support the City Council's strategic goals, the City's mission and/or required under a legal mandate. • Identify new revenue generation opportunities. • Carefully review open positions prior to filling. • New positions will be limited to only those necessary to maintain service levels. • Budget requests for one-time funding to implement specific goals will be considered. • Generally, be prudent in budgeting. Consider cost containment measures and budget discretionary items at minimum levels. The City uses an "Expenditure Control Budget" (ECB) process in budgeting. In the ECB approach, each department is 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. Every year the block is increased by an index for growth and inflation. No additional appropriations are expected during the year except in the case of a significant unanticipated event. Amounts that are unspent at the end of the fiscal year will be carried forward to the new fiscal year. At the end of FY 2006-07 the amounts carried forward will be capped at no more than 10% of the previous year's adopted budget. In the FY 2006-07 Budget, the block portion of the "Expenditure Control Budget" (ECB) was reviewed and brought in line with changes that had occurred in the programs and with efficiencies that were identified during the review. Every program was scrutinized to determine the true cost of providing the services and budgeted at the level deemed necessary to continue to provide the services. In the FY 2007-08 Budget, we have returned to the ECB process using the Fiscal Year 2006-07 Budget as the base. The FY 2007-08 Budget reflects the following organizational and structural change, which will continue to contribute to the overall effectiveness of the organization: • The Arts General, Gallery Donations and Arts Education Program Funds will be moved into the Arts General Fund. This move will improve the City's internal efficiencies and will continue to support the ability of citizens to donate to these valuable programs. Budgeted Expenditures Through the application of these guidelines and policies, the FY 2007-08 Operating Budget of $187.1 million was developed. The FY 2007-08 Operating budget includes 22 new full-time employees: 5 are to enhance Public Safety, 1 in the Geographic Information Systems Department which will improve the level of service, 1 in Public Works to manage the increased number of information systems in the Public Works Department, 1 new Building Maintenance B-7 2007-2008 OPERATING BUDGET OVERVIEW Worker to maintain the new facilities opening in FY 2007-08, 2 are related to a conversion of part-time personnel into full-time personnel to improve effectiveness in the Police and Public Works Departments, 1 limited term employee in Human Resources to assist in recruiting, 1 Cross Control Technician to be utilized in Sewer and Water, 1 new traffic engineer and 9 new employees related to new legal mandates for Storm Water and Wastewater programs. The net decrease in hourly staff totaled approximately 6.35 full-time equivalents (FTE). These changes result in a City workforce of 711 full and three-quarter time employees and 140.34 hourly FTE. The staffing changes in each of the City's programs will be discussed below. 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. The new Library Learning Center and the Senior Center are both anticipated to open in the next fiscal year. The Library Learning Center is scheduled to open in the summer of 2008 and the expanded Senior Center is anticipated to open in late 2007. The Public Works Department was authorized to hire a Building Maintenance Worker I and Recreation Department was authorized to hire part-time staff to maintain and operate the new facilities in the FY 2007-08. Public Safety Public safety has always been, and remains, a top Council priority. After reviewing the current staffing requirements and the population growth in the City, it was evident that there was a need to add new Public Safety personnel to maintain the current service levels in the community. In FY 2007-08 the Police Department received approval to add one additional Police Officer for Field Operations, and a Police Officer and a Sergeant in the Traffic Division to maintain the current safety levels with the population growth in Carlsbad. A Property and Evidence Community Services Officer II was approved to process the current caseload and maintain the high level of integrity required to manage the large number of items and evidence held in the Police Department's property room. Finally, a System Administrator I was approved to maintain the increased number of new mobile computers and software systems that the Police Department utilizes. In FY 2007-08 the Fire Department received funding to add a Battalion Chief for Administration. The Battalion Chief will assist in the day to day management of the Fire Department and play an important role in the construction, move and occupancy of Fire Station #3 and Fire Station #6, planning and development of the Public Safety Training Facility and the continued coordination of the regional fire services. This important function will improve the quality of the service provided by the Fire Department; insure that future facilities meet the needs of the department, and that Carlsbad's Fire's Service operates efficiently with its regional partners. Top Quality Service One of Council's goals is top-quality service, which means serving our customers well. The City is continuing its efforts to provide the best service to our citizens and customers. There are numerous goals in Fiscal Year 2007-08 that investigate potential enhancements to the services we provide. B-8 2007-2008 OPERATING BUDGET OVERVIEW One new program being implemented this year is the Library's Radio Frequency Identification (RFID) technology. In FY 2007-08, the RFID project will allow patrons to automatically check out books and materials without having to wait in lines. The chip technology, similar to the speed pass technology used in other retail locations, is embedded in the materials and will automatically read a checkout and bill the customer when necessary. One goal of the program will be to greatly improve the Library experience for the customers. The technology will also make the restocking of materials far more efficient and ultimately result in labor savings for the department. With these increased efficiencies the Library plans to reduce its current hourly staff by a net of 7.5 FTEs through attrition by the end of FY 2007-08. There are currently an increasing number of programs in the City of Carlsbad that require the services of the GIS Department. The programs include land use programs, storm water flow analysis, open space and habitat management, address information used for water/sewer operations and public safety and maintaining information on parcel history. The Community Development Department was authorized to hire an additional Geographic Information Systems Technician for the GIS Department. The technician will help process the increasing number of service requests for maps and data analysis to assure information is not outdated. The City Council adopted the Habitat Management Plan in 2004 to address habitat preservation comprehensively for the City. For Fiscal Year 2007-08, $670,000 is being allocated to the Habitat Management Program for start-up and ongoing costs. Increased Efficiencies and Cost Savings With the emphasis this year on building a sustainable community by effectively managing today's resources; several goals will target increasing efficiencies and cost savings. The Public Works Street Department received approval to hire a Maintenance Aide which will replace two temporary employees. Hiring the full-time position will allow Public Works to insure that adequate training levels are provided to City employees and appropriate staffing levels are maintained to provide the high level of quality service that the citizens require. This year a comprehensive review was done of 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 were that 30 vehicles were selected for replacement out of the 55 vehicles that met the replacement criteria outlined in Administrative Order Number 3. Of the 30 vehicles selected for replacement, 2 vehicles were downsized. Financial Health - Fully Funding Retirement and Retiree Health Care Costs Retirement and retiree health care costs are important to manage and plan for as the amounts can be significant in many organizations. The City of Carlsbad is a member of the California Public Employees Retirement System (CALPERS) which ensures that the City of Carlsbad adequately funds its current and future retirement obligations. The Government Accounting Standards Board (GASB) requires governments to clearly report their retiree health care costs including annual contributions and the amount to be paid in the future. The City recently hired an actuary to conduct an analysis of the long-term fiscal obligations of retiree health costs for City employees taking into consideration the life B-9 2007-2008 OPERATING BUDGET OVERVIEW expectancy of the employees, medical inflation, estimated retirement ages, investment return rate, etc. Based on the results of the actuary analysis, the City of Carlsbad's General Fund has sufficient revenue earned in excess of the budget for FY 2006-07 to adequately fund its portion of retiree health care obligations. The other funds also have sufficient fund balances to cover their share. According to the actuary firm, Gabriel, Roeder, Smith & Co., the estimated future liability for the entire City is approximately $7.9 million. In addition to the liability, there is an annual payment of approximately $368,000 per year. The General Fund portion of the future liability is approximately $4.8 million and the annual payment is approximately $288,000. The funds for the estimated future liability of $7.9 million have been set aside pending a final decision on funding strategies. City of Carlsbad retirees are eligible for a post-retirement healthcare subsidy. The City does not fully cover retiree health care costs. The City covers only the subsidy that is mandated by CALPERS, which administers the City's retirement plan. Because the City only funds a subsidy and not the entire health care costs, the City's future liability is significantly less than many government organizations. For calendar year 2007 the subsidy is $80.80 per eligible employee/retiree per month. For calendar year 2008 the subsidy will be $97.90 per eligible employee/retiree per month and will be adjusted annually to reflect changes in the medical component of the Consumer Price Index. Budget by Fund Type This table below shows the changes in the operating budget for Fiscal Year 2007-08 compared to the adopted budget for Fiscal Year 2006-07. BUDGET EXPENDITURE SUMMARY BY FUND TYPE (In Millions) FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT TOTAL BUDGET 2006-07 $ 106.4 9.9 40.1 13.4 1.9 $ 171.7 BUDGET 2007-08 $ 116.5 10.5 45.2 13.0 1.9 $ 187.1 $ CHANGE $ 10.1 0.6 5.1 (0.4) (0.0) $ 15.4 % CHANGE 9.5% 5.7% 12.7% (3.2%) 0% 9.0% 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 budgeted expenditures by fund and program. B-10 2007-2008 OPERATING BUDGET OVERVIEW General Fund Total budget for the General Fund is $116.5 million, which is 9.5% more than the previous budget of $106.4 million. As can be seen in the table to the right, the increase is mainly due to the increase in personnel costs. GENERAL FUND SUMMARY BY EXPENDITURE TYPE (In Millions) PERSONNEL M&O CAPITAL OUTLAY TRANSFERS BUDGET 2006-07 $ 68.8 28.3 1.6 7.7 BUDGET 2007-08 $ 74.2 32.8 1.0 8.5 $ CHANGE $ 5.4 4.5 ( -6) .8 % CHANGE 7.8% 15.9% (37.5%) 10.4% TOTAL $ 106.4 $ 116.5 $ 10.1 9.5% Personnel costs make up approximately 64% of the General Fund budget so any changes in these costs can have a significant effect on the total budget. Approximately $1.3 million of the additional personnel costs are for the new positions in FY 2007-08. Due to labor contracts with our employee groups, much of the remaining cost has been previously determined. GENERAL FUND PERSONNEL COSTS (In Millions) BUDGET BUDGET $ % 2006-07 2007-08 CHANGE CHANGE SALARIES HEALTH INSURANCE RETIREMENT WORKERS COMP OTHER PERSONNEL TOTAL $ 48.1 5.2 12.0 2.1 1.4 $ 68.8 $ 51.2 6.0 13.8 1.7 1.5 $ 74.2 $ 3.1 .8 1.8 (0.4) 0.1 $ 5.4 6.4% 15.4% 15.0% (19.0%) 7.1% 7.8% The table to the left shows the breakdown of personnel costs for the General Fund. Salaries include full and part-time staff costs and account for $3.1 million of the increase in the General Fund. Approximately $1.3 million of the additional salary costs are for the new positions in FY 2007-08. Benefits make up the remainder of the personnel costs. This year there is also a decrease in the projected Workers Compensation costs due to decreased projected claims. M&O stands for Maintenance and Operations. This category contains the funds for all program expenses other than personnel or capital outlay. Capital Outlay includes budgeted equipment purchases over $1,000. Capital outlay over $10,000 is further detailed in the Appendix. These amounts vary from year to year depending on the program needs. Transfers are amounts anticipated to be transferred from the General Fund to another fund at the City. The transfers included in this year's budget are to the following funds: • $7.9 million to the Infrastructure Replacement Fund - for major maintenance and replacement of City infrastructure. After a review of the City's infrastructure in FY 2006- 07 it is the recommended to increase the transfer to the Infrastructure Replacement Fund this year from $7.2 million in FY 2006-07 to $7.9 million in FY 2007-08 to better B-11 2007-2008 OPERATING BUDGET OVERVIEW meet our future needs. This represents 6.5% of the General Fund Revenues, consistent with FY 2006-07. • $275,000 to the Hosp Grove Debt Service Fund - for debt service for bonds issued to purchase Hosp Grove. Hosp Grove was originally a grove of eucalyptus trees. It has since been developed into a nature park containing trails and a tot lot. • A transfer of $138,800 from the General Fund to the Storm Water Program to pay for the general benefit portion of the Storm Water Maintenance Program. • A transfer of $200,000 for the South Carlsbad Coastal Redevelopment Area (SCCRA). The SCCRA was devalued in FY 2004-05 and as a result the South Carlsbad area has not received any scheduled property tax increment revenue since FY 2005-06 • Approximately $108,000 to the Lighting and Landscaping district for the additional medians that have been added in the City of Carlsbad during FY 2006-07. Another way of looking at the General Fund budget is by program. The chart below compares the recommended FY 2007-08 budget to the amounts adopted in the previous year. The significant changes are noted below. 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 2006-07 $ 4.5 6.8 39.2 6.8 16.6 21.0 9.2 2.3 $ 106.4 BUDGET 2007-08 $ 4.7 7.9 43.1 8.5 17.2 23.1 9.8 2.2 $ 116.5 $ CHANGE $ 0.2 1.1 3.9 1.7 0.6 2.1 0.6 (0.1) $ 10.1 % CHANGE 5.2% 15.1% 9.8% 22.6% 3.7% 10.3% 8.0% -2.6% 9.5% • The Policy/Leadership Group includes all elected officials and the City Manager's Office. The 5.2% increase from FY 2006-07 to FY 2007-08 is primarily due to the standard increase in salary and benefit costs. • The increase from FY 2006-07 to FY 2007-08 in Administrative Services is due to the standard increase in salary and benefit costs, the addition of the new Environmental Resource Management Team (ERMT) program which was approved by City Council during FY 2006-07, new goals for contract negotiations and financing city services, the increased costs of the City of Carlsbad's self-insured benefits and the additional costs of fully funding retiree health care costs as described earlier. • The 9.8% growth in Public Safety reflects the 5 new and converted positions in the Police Department and 1 new position in the Fire Department as well as the general increases in personnel costs. • In the Community Development area, the 22.6% increase is due to approximately $660,000 in additional personnel costs associated with the Citygate Associates Report adopted by City Council during FY 2006-07, $670,000 approved by City Council in FY 2007-08 for the Habitat Management Program and 1 new position in the Geographic Information Systems Department. B-12 2007-2008 OPERATING BUDGET OVERVIEW • Community Services includes Recreation, Library and the Arts. The 3.7% increase reflects general personnel increases, the full year impact of the additional operating costs associated with opening the Pine Avenue Park as well partial year costs associated with the opening of two new facilities in 2007-08, the Learning Center and the Senior Center, for the Recreation Department. In the Library Department the general personnel increases are partially offset by labor savings from the implementation of the RFID program discussed earlier. • Public Works shows an overall increase of 10.3%. The increase reflects the addition of 1 new and 1 converted position discussed earlier, general personnel increases as well as the full year impact of the additional operating costs associated with opening the Pine Avenue Park as well partial year costs associated with maintaining the two new facilities, the Learning Center and the Senior Center in FY 2007-08 and 1 new traffic engineer to develop a comprehensive transportation network. • Non-departmental expenses include the transfers previously discussed as well as administrative and other expenses not associated with any one department. The most significant change is the transfer to the Infrastructure Replacement Fund of $7.2 million in FY 2006-07 to $7.9 million in FY 2007-08. This transfer helps to ensure funding is available when major facilities need to be replaced. • The Council Contingency account is available to the City Council for unanticipated emergencies or unforeseen program needs during the year. It was budgeted at $2.3 million, or approximately 2.0% of the FY 2007-08 General Fund Budget, which is consistent with the $2.3 million budgeted in the prior year. During the FY 2007-08 budget hearings, the City Council allocated $35,000 to ArtSplash and $25,000 to Endow Carlsbad. During FY 2006-07, Council has authorized most of those funds be spent on emergency repairs for damages caused by the 2005 storms, the implementation of the Citygate Associates Report and the San Diego Regional Energy Office Recommended Energy Retrofits. Changes In Other Funds Special Revenue funds, at $10.5 million, are up 5.7% from last year. One of the largest increases is in the Median Maintenance Fund, a Citywide Landscape Maintenance Fund. This fund 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 $108,000 by the end of FY 2006-07. A loan from the General Fund is included in the budget to cover the shortfall until a solution can be determined. The Street Lighting and Landscaping District #2 is also anticipated to increase by approximately $165,000 in FY 2007-08. This reflects several new zones that have been added to the District in the last few years including; Bressi Ranch, The Raceway, The Palomar Forum and The Villages of La Costa. The Oaks North Industrial will be included in the District in FY 2007-08. In FY 2007-08 there is a Financing City Wide Services Goal that will review alternatives, conduct citizen outreach and provide City Council with viable options for funding several key programs including; lighting and landscaping, open space, habitat management, park development, storm water and flood control. B-13 2007-2008 OPERATING BUDGET OVERVIEW Enterprise funds total $45.2 million, which is an increase of $5.1 million over the estimate for the current fiscal year. Water increases of 2.7% are attributed to the increase in the cost of water as well as increased demand, and increased depreciation and debt service costs. Wastewater operations costs increased due to higher costs of operating the Encina Wastewater plant, higher depreciation expense from the addition of completed facilities to the inventory, and implementation of the Waste Discharge Requirement Program (WDR). The WDR Program requirement is a result of an Order issued by the State Water Resources Control Board for the purpose of ensuring that overflows from the sanitary sewers are reduced statewide. This is an unfunded state mandate. In order to comply with this mandate, additional staff and equipment is needed. An additional 5.5 positions, one new vactor truck, one video inspection van, and two additional pick up trucks will help to ensure the continued compliance with the newly established maintenance standards for sewer main and lift station wet well inspection and cleaning. The total cost for the vehicles is $510,000 (one-time) plus $89,700 in annual ongoing costs. The positions include 4 Utility Workers, one Public Works Superintendent, and one Senior Office Specialist will be split (50/50) between the Wastewater and Storm Water enterprises. The estimated additional cost for the positions and the M&O costs is $315,000 per year. The Solid Waste/Storm Water Enterprise costs are also increasing in order to comply with the 2007 Storm Water Permit requirements. This is also an unfunded state mandate. In 2007-08, this program will receive 2.5 additional positions: 1.0 Environmental Specialist position to serve as lead over Inspections and Complaints, coordinate the Education and Outreach Program, and oversee Municipal Facility Inspections; 1.0 Public Works Supervisor to plan, organize and supervise work plans for personnel in storm drain maintenance programs, and a .50 Senior Office Specialist position to assist with increased data entry, record keeping and general clerical work. The total cost for personnel and M&O is estimated at $670,000 per year plus one-time expenditures of $65,000 for 2 pickup trucks. As part of the ongoing financial management program, the City annually prepares five-year forecasts for Water, Wastewater, and Solid Waste enterprises. The proposed rate increases would result in an estimated total monthly increase to an average household of $6.89 per month, or 9.1%. The Internal Service funds budgets decreased in total by approximately $435,000, or 3.2%. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds: • The Workers' Compensation Fund budget was decreased by an estimated $300,000 from FY 2006-07. This decrease reflects projections that settlements will continue to decrease from previous years and claims will remain at current levels. • The Liability Self-Insurance budget shows a decline of nearly $125,000 based on current estimates of reduced settlements and premiums projected in FY 2007-08. • The Health Insurance budget shows an increase of nearly $200,000 based on current estimates that dental insurance premiums will increase by approximately 9% and employee health insurance costs and premiums will increase by 5%. Insurance estimates are provided by the City's medical insurance broker. B-14 2007-2008 OPERATING BUDGET OVERVIEW • The Vehicle Maintenance Fund budget has increased by nearly $175,000 in FY 2007-08 reflects the increased cost of fuel and the maintenance of City vehicles. • The Vehicle Replacement Fund budget varies from year to year depending on the need for replacements. The estimated budget for the Fund is $75,000 less than the previous year, or an 8.0% reduction. A list of the requested vehicle replacements can be found at the end of this document. • The Information Technology Fund shows a decrease in the department's budget of approximately $310,000. This is mainly due to a decrease in one time capital spending. In FY 2007-08 the Information Technology Department will develop a long term technology plan to address options to best support the City's growing technology infrastructure. A list of planned major capital outlay requests can be found at the end of this document. The Redevelopment Agency budgets have increased by 3.2% or an estimated $60,000 from the previous year. SUMMARY The City of Carlsbad continues to fare 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 enhances 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-15 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FUND GENERAL FUND ADVANCE TO MEDIAN MAINTENANCE ADVANCE TO GOLF COURSE CAPITAL PROJECT TOTAL 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 TOTAL ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS WASTEWATER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE TOTAL INTERNAL SERVICE WORKER'S COMP SELF INSURANCE RISK MANAGEMENT SELF-INSURED BENEFITS 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, 2006 66,066,490 66,066,490 I 637,156 17,657 33,186 369,197 9,264,337 265,950 84,246 588,778 234,358 745,670 945,845 111,430 86,201 100,974 194,386 224,404 991,656 202,679 15,098,110 11,792,644 3,463,396 5,301,024 7,146,853 0 27,703,917 4,510,327 699,626 715,358 (23,486) 8,350,459 3,971,237 18,223,521 2,075,970 2,614,839 483,224 372,699 5,546,732 $132,638,770 ESTIMATED REVENUES 114,494,000 114,494,000 150,000 145,800 15,700 6,136,000 977,000 11,000 101,000 490,000 389,000 983,662 142,200 297,000 35,000 30,000 17,000 682,000 64,000 9,000 10,675,362 23,056,080 3,123,350 7,748,889 2,284,723 0 36,213,042 2,577,202 1,645,709 867,000 2,555,000 1,811,000 4,608,388 14,064,299 2,745,300 790,000 28,000 16,000 3,579,300 $179,026,003 ESTIMATED FUND EXPENDITURES TRANSFERS 111,748,814 ' (178,000) (7,886,174) 111,748,814 0 0 0 5,227,604 359,048 14,000 0 612,615 555,897 178,000 947,796 110,162 140,129 32,231 0 0 470,342 0 8,521 8,478,345 26,946,333 * (400,000) 3,434,343 8,836,056 2,378,543 0 41,595,275 1,817,264 1,598,795 400,000 914,000 2,485,989 0 5,918,716 12,734,764 2,979,374 76,925 228,951 45,000 3,330,250 $177,887,448 ($7,886,174) PROJECTED BALANCE JUNE 30, 2007 68,811,676 (178,000) (7,886,174) 60,747,502 787,156 163,457 48,886 1,277,593 9,882,289 262,950 185,246 466,163 245,461 781,536 977,883 268,301 88,970 130,974 211,386 436,062 1,055,656 203,158 17,473,127 7,502,391 3,152,403 4,213,857 7,053,033 0 21,921,684 5,270,265 1,146,540 668,358 45,525 10,161,459 2,660,909 19,953,056 1,841,896 3,327,914 282,273 343,699 5,795,782 $125,891,151 | Includes fully funding liability for retiree health. General Fund's share is $4.8 million and Water's share is $2.7 million. B-16 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FUND (GENERAL FUND ADVANCE FROM SOLID WASTE ADVANCE TO MEDIAN FUND ADVANCE TO SCCRA FUND TRANSFER TO SOLID WASTE TOTAL (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 TOTAL (ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS WASTEWATER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE TOTAL (INTERNAL SERVICE WORKER'S COMP SELF INSUR RISK MANAGEMENT SELF-INSURED BENEFITS VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL (REDEVELOPMENT I VILLAGE OPERATIONS / DEBT SVC VILLAGE LOW/MOD INCOME HOUSING SCCRA OPERATIONS / DEBT SVC SCCRA LOW/MOD INCOME HOUSING TOTAL PROJECTED BALANCE JULY 1,2007 60,747,502 60,747,502 787,156 163,457 48,886 1,277,593 9,882,289 262,950 185,246 466,163 245,461 781,536 977,883 268,301 88,970 130,974 211,386 436,062 1,055,656 203,158 17,473,127 7,502,391 3,152,403 4,213,857 7,053,033 0 21,921,684 5,270,265 1,146,540 668,358 45,525 10,161,459 2,660,909 19,953,056 1,841,896 3,327,914 282,273 343,699 5,795,782 ESTIMATED REVENUES 120,999,000 120,999,000 73,000 192,000 0 5,962,679 612,000 10,000 0 485,391 365,630 950,661 143,000 476,623 121,875 0 0 672,080 40,000 7,000 10,111,939 25,118,399 3,746,016 8,739,771 3,019,853 0 40,624,039 2,075,420 1,388,887 950,666 2,712,963 2,247,598 5,355,500 14,731,034 2,766,500 806,967 4,000 14,000 3,591 ,467 ADOPTED BUDGET 116,470,758 116,470,758 140,351 219,746 0 6,020,512 436,366 12,350 0 598,368 709,226 1,244,978 90,600 248,434 59,520 16,200 64,500 602,848 30,000 26,100 10,520,099 26,048,581 4,971,322 10,846,430 3,300,761 0 45,167,094 2,028,576 1,349,977 967,540 2,745,984 865,000 5,034,921 12,991,998 1,609,336 95,604 180,293 43,595 1,928,828 PROJECTED FUND RESERVED BALANCE TRANSFERS BALANCES JUNE 30, 2008 65,275,744 136,000 136,000 (108,000) (108,000) (200,000) (200,000) (138,800) (138,800) 64,964,944 719,805 135,711 48,886 1,219,760 10,057,923 260,600 185,246 353,186 108,000 9,865 487,219 1,030,283 496,490 151,325 114,774 146,886 505,294 (1,000,000) 65,656 184,058 16,172,967 6,572,209 1,927,097 2,107,198 2,800 6,774,925 0 17,381,429 (3,400,000) 1,917,109 (750,000) 435,450 651,484 12,504 (5,000,000) 6,544,057 (1,710,601) 1,270,887 10,831,491 2,999,060 4,039,277 200,000 305,980 314,104 7,658,421 ITOTAL OPERATING FUNDS $125,891,151 $190,057,479 $187,078,777 $0 ($11,860,601) $117,009,252| 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 2005-06 HI $38,041,495 27,294,382 11,512,552 5,429,311 3,039,678 1,905,842 87,223,260 587,179 515,062 1,102,241 1,375,736 1,128,284 2,504,020 890,672 998,840 1,825,354 1,685,850 1,581,370 769,587 7,751,673 1,063,268 2,411,227 2,611,380 1,280,462 105,947,531 PROJECTED REVENUE 2006-07 $44,921,000 28,000,000 12,827,000 5,324,000 3,200,000 993,000 95,265,000 604,000 1,239,000 1,843,000 930,000 1,000,000 1,930,000 1,000,000 1,036,000 1,830,000 1,500,000 1,630,000 770,000 7,766,000 1,050,000 3,710,000 2,180,000 750,000 114,494,000 ESTIMATED REVENUE 2007-08 $49,963,000 28,501,000 13,648,000 5,623,000 3,280,000 1,013,000 102,028,000 625,000 2,258,000 2,883,000 721,000 875,000 1,596,000 443,000 680,000 1,025,000 1,565,000 1,685,000 796,000 6,194,000 1,086,000 3,892,000 2,570,000 750,000 120,999,000 AS% OF FY 06-07 PROJECTED 11.2% 1.8% 6.4% 5.6% 2.5% 2.0% 7.1% 3.5% 82.2% 56.4% -22.5% -12.5% -17.3% -55.7% -34.4% -44.0% 4.3% 3.4% 3.4% -20.2% 3.4% 4.9% 17.9% 0.0% 5.7% DIFFERENCE 2006-07 TO 2007-08 5,042,000 501,000 821,000 299,000 80,000 20,000 6,763,000 21,000 1,019,000 1,040,000 (209,000) (125,000) (334,000) (557,000) (356,000) (805,000) 65,000 55,000 26,000 (1,572,000) 36,000 182,000 390,000 0 6,505,000 ' 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 FEDERAL GRANT INTEREST TOTAL HOUSING - SECTION 8 FEDERAL GRANT INTEREST OTHER TOTAL HOUSING TRUST FUND AFFORDABLE HOUSING FEES FEDERAL GRANT INTEREST OTHER TOTAL LIBRARY ENDOWMENT FUND INTEREST TOTAL LIBRARY GIFTS/BEQUESTS GIFTS/BEQUESTS INTEREST TOTAL ACTUAL REVENUE 2005-06 1 114,926 13,302 128,228 137,284 (1,237) 136,047 21,690 216 21,906 6,013,874 1,576 13,256 6,028,706 57,017 295,406 240,700 847,584 1,440,707 6,332 6,332 88,955 2,948 91,903 PROJECTED REVENUE 2006-07 125,000 25,000 150,000 140,000 5,800 145,800 15,000 700 15,700 6,100,000 10,000 26,000 6,136,000 24,000 0 450,000 503,000 977,000 11,000 11,000 96,000 5,000 101,000 ESTIMATED REVENUE 2007-08 50,000 23,000 73,000 190,000 2,000 192,000 0 0 0 5,951,179 1,500 10,000 5,962,679 57,000 0 480,000 75,000 612,000 10,000 10,000 0 0 0 AS% OF FY 06-07 PROJECTED -60.0% -8.0% -51.3% 35.7% -65.5% 31.7% -100.0% -100.0% -100.0% -2.4% -85.0% -61.5% -2.8% 137.5% 0.0% 6.7% -85.1% -37.4% -9.1% -9.1% -100.0% -100.0% -100.0% DIFFERENCE 2006-07 TO 2007-08 (75,000) (2,000) (77,000) 50,000 (3,800) 46,200 (15,000) (700) (15,700) (148,821) (8,500) (16,000) (173,321) 33,000 0 30,000 (428,000) (365,000) (1,000) (1,000) (96,000) (5,000) (101,000) B-19 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE TREE MAINTENANCE TREE MAINTENANCE FEES INTEREST TOTAL MEDIAN MAINTENANCE MEDIAN MAINTENANCE FEES INTEREST TOTAL STREET LIGHTING STREET LIGHTING FEES INTERDEPARTMENTAL OTHER INTEREST TOTAL BUENA VISTA CREEK CHNL MAINT BUENA VISTA FEES INTEREST TOTAL LLD#2 LLD #2 FEES INTEREST OTHER TOTAL ARTS SPECIAL EVENTS DONATIONS INTEREST TOTAL RECREATION DONATIONS DONATIONS INTEREST TOTAL ACTUAL REVENUE 2005-06 465,439 15,453 480,892 397,696 717 398,413 715,034 28,000 189,530 25,900 958,464 99,91 1 19,938 119,849 121,753 650 6,000 128,403 70,562 (103) 70,459 14,290 2,195 16,485 PROJECTED REVENUE 2006-07 464,000 26,000 490,000 388,000 1,000 389,000 718,000 28,000 200,662 37,000 983,662 100,200 42,000 142,200 290,000 4,000 3,000 297,000 32,000 3,000 35,000 25,000 5,000 30,000 ESTIMATED REVENUE 2007-08 460,391 25,000 485,391 365,630 0 365,630 721,574 28,000 167,087 34,000 950,661 100,000 43,000 143,000 470,423 6,200 0 476,623 121,000 875 121,875 0 0 0 AS% OF FY 06-07 PROJECTED -0.8% -3.9% -0.9% -5.8% -100.0% -6.0% 0.5% 0.0% -16.7% -8.1% -3.4% -0.2% 2.4% DIFFERENCE 2006-07 TO 2007-08 (3,609) (1,000) (4,609) (22,370) (1,000) (23,370) 3,574 0 (33,575) (3,000) (33,001) (200) 1,000 0.6% 800 62.2% 55.0% -100.0% 60.5% 278.1% -70.8% 248.2% -100.0% 0.0% -100.0% 180,423 2,200 (3,000) 179,623 89,000 (2,125) 86,875 (25,000) 0 (30,000) B-20 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE SENIOR DONATIONS DONATIONS INTEREST TOTAL CDBG ENTITLEMENT FEDERAL GRANT INTEREST OTHER TOTAL COMMUNITY ACTIVITY GRANTS INTEREST TOTAL CULTURAL ARTS PROGRAM INTEREST TOTAL TOTAL SPECIAL REVENUE FUNDS ACTUAL REVENUE 2005-06 10,598 4,448 15,046 1,046,363 76,622 66,572 1,189,557 23,049 23,049 4,973 4,973 11,259,419 PROJECTED REVENUE 2006-07 9,000 8,000 17,000 590,000 48,000 44,000 682,000 64,000 64,000 9,000 9,000 10,675,362 ESTIMATED REVENUE 2007-08 0 0 0 602,080 35,000 35,000 672,080 40,000 40,000 7,000 7,000 10,111,939 AS% OF FY 06-07 PROJECTED -100.0% -100.0% -100.0% 2.1% -27.1% -20.5% -1.5% -37.5% -37.5% -22.2% -22.2% -5.3% DIFFERENCE 2006-07 TO 2007-08 (9,000) (8,000) (9,000) 12,080 (13,000) (9,000) (9,920) (24,000) (24,000) (2,000) (2,000) (563,423) 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 OVERHEAD SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL WASTEWATER OPERATIONS SERVICE CHARGES MISC SEWER ENGINEERING OVERHEAD PENALTY FEES INTEREST OTHER TOTAL SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES (AB939) PENALTY FEES STATE GRANT TRASH SURCHARGE OTHER TOTAL GOLF COURSE OTHER OPERATIONS INTEREST TOTAL TOTAL ENTERPRISE FUNDS ACTUAL REVENUE 2005-06 1 13,689,338 3,899,822 2,257,123 136,790 109,886 245,007 343,809 169,563 168,173 100,024 177,388 21,296,923 1,324,484 108,235 588,936 90,666 11,815 2,124,136 6,707,125 19,587 159,675 74,205 155,154 26,241 7,141,987 160,058 283,280 48,403 29,214 1,561,061 12,694 2,094,710 18,996 0 532,154 551,150 33,208,906 PROJECTED REVENUE 2006-07 14,996,100 4,150,000 2,369,980 100,000 115,000 250,000 500,000 130,000 140,000 105,000 200,000 23,056,080 1,575,130 130,000 784,220 240,000 394,000 3,123,350 7,300,000 19,759 164,465 74,852 162,193 27,620 7,748,889 286,145 294,612 50,339 25,531 1,608,582 19,514 2,284,723 0 0 0 0 36,213,042 ESTIMATED REVENUE 2007-08 16,218,282 5,101,622 2,488,479 97,000 117,300 255,000 326,216 133,900 135,800 100,800 144,000 25,118,399 2,014,741 139,100 1,026,079 166,096 400,000 3,746,016 8,300,612 19,953 169,399 75,589 145,770 28,448 8,739,771 283,817 306,397 52,353 25,000 2,352,286 0 3,019,853 0 0 0 0 40,624,039 AS% OF FY 06-07 PROJECTED 8.2% 22.9% 5.0% -3.0% 2.0% 2.0% -34.8% 3.0% -3.0% -4.0% -28.0% 8.9% 27.9% 7.0% 30.8% -30.8% 1.5% 19.9% 13.7% 1.0% 3.0% 1.0% -10.1% 3.0% 12.8% -0.8% 4.0% 4.0% -2.1% 46.2% -100.0% 32.2% 0.0% 0.0% 0.0% 0 12.2% DIFFERENCE 2006-07 TO 2007-08 1,222,182 951,622 118,499 (3,000) 2,300 5,000 (173,784) 3,900 (4,200) (4,200) (56,000) 2,062,319 439,611 9,100 241,859 (73,904) 6,000 622,666 1,000,612 194 4,934 737 (16,423) 828 990,882 (2,328) 11,785 2,014 (531) 743,704 (19,514) 735,130 0 0 0 0 4,410,997 B-22 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE SOURCE {INTERNAL SERVICE FUNDS WORKERS' COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL LIABILITY SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL SELF-INSURED BENEFITS OTHER INTERDEPARTMENTAL TOTAL VEHICLE MAINTENANCE INTERDEPARTMENTAL OTHER TOTAL VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST OTHER TOTAL INFORMATION TECHNOLOGY INTERDEPARTMENTAL INTEREST OTHER TOTAL TOTAL INTERNAL SERVICE FUNDS ACTUAL PROJECTED REVENUE REVENUE 2005-06 2006-07 83,156 210,000 2,200,238 2,350,000 70,446 17,202 2,353,840 2,577,202 21,391 20,000 1,284,458 1,375,000 31,113 250,709 1,336,962 1,645,709 44,113 50,000 804,367 817,000 848,480 867,000 2,651,519 2,532,000 (2,839) 23,000 2,648,680 2,555,000 785,771 1,400,000 205,965 380,000 39,516 31,000 1,031,252 1,811,000 4,126,814 4,388,388 86,994 177,000 29,879 43,000 4,243,687 4,608,388 12,462,901 14,064,299 ESTIMATED REVENUE 2007-08 225,000 1,850,420 0 2,075,420 15,887 1,373,000 0 1,388,887 60,666 890,000 950,666 2,712,963 0 2,712,963 1,872,598 350,000 25,000 2,247,598 5,225,500 130,000 0 5,355,500 14,731,034 AS% OF FY 06-07 PROJECTED 7.1% -21.3% -100.0% -19.5% -20.6% -0.2% -100.0% -15.6% 21.3% 8.9% 9.7% 7.2% -100.0% 6.2% 33.8% -7.9% -19.4% 24.1% 19.1% -26.6% -100.0% 16.2% 4.7% DIFFERENCE 2006-07 TO 2007-08 15,000 (499,580) (17,202) (501,782) (4,113) (2,000) (250,709) (256,822) 10,666 -100.0% 83,666 180,963 (23,000) 157,963 472,598 (30,000) (6,000) 436,598 837,112 (47,000) (43,000) 747,112 666,735 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 OTHER TOTAL SCCRA OPERATIONS / DEBT SERVICE TAX INCREMENT OTHER INTEREST TOTAL SCCRA LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL TOTAL REDEVELOPMENT FUNDS ACTUAL REVENUE 2005-06 _] 86,486 2,376,529 24,785 21,675 2,509,475 594,132 139,716 0 733,848 8,040 20,000 20,150 48,190 2,680 9,073 11,753 3,303,266 PROJECTED REVENUE 2006-07 45,000 2,600,000 90,000 10,300 2,745,300 650,000 140,000 0 790,000 0 10,000 18,000 28,000 0 16,000 16,000 3,579,300 ESTIMATED REVENUE 2007-08 37,500 2,648,000 70,000 11,000 2,766,500 661,967 145,000 0 806,967 0 0 4,000 4,000 0 14,000 14,000 3,591,467 AS% OF FY 06-07 PROJECTED -16.7% 1.9% -22.2% 6.8% 0.8% 1.8% 3.6% 0.0% 2.2% 0.0% -100.0% -77.8% -85.7% 0.0% -12.5% -12.5% 0.3% DIFFERENCE 2006-07 TO 2007-08 (7,500) 48,000 (20,000) 700 21,200 11,967 5,000 0 16,967 0 (10,000) (14,000) (24,000) 0 (2,000) (2,000) 12,167 [TOTAL OPERATING $166,182,023 $179,026,003 $190,057,479 6.2% $11,031,476 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 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 SENIOR PROGRAMS TOTAL COMMUNITY SERVICES 2004-05 2005-06 ACTUALS ACTUALS 318,974 336,692 1,134,006 1,281,088 714,618 965,214 129,805 143,395 1,094,532 1,126,898 159,439 161,239 3,551,374 4,014,526 519,240 541,333 2,514,618 2,526,183 1,703,114 1,989,763 736,280 803,838 5,473,252 5,861,117 20,578,295 22,271,585 12,840,572 13,856,441 33,418,867 36,128,026 766,522 913,458 278,193 435,237 192,449 179,969 3,418,954 3,059,069 1,844,495 2,122,622 6,500,613 6,710,355 8,230,016 8,720,695 784,317 816,222 4,830,031 5,150,261 721 ,538 723,763 14,565,902 15,410,941 2006-07 ESTIMATED EXPENDITURES 359,770 1 ,361 ,030 913,199 227,179 1,198,760 167,997 4,227,935 764,155 3,002,450 2,355,561 910,839 7,033,005 24,396,773 16,453,291 40,850,064 916,529 430,034 188,768 3,218,939 2,265,928 7.020,198 9,305,149 890,794 5,682,609 800,642 16,679,194 2006-07 ADOPTED BUDGET 367,390 1 ,337,951 1,107,724 253,179 1,204,032 183,500 4,453,776 743,482 2,970,499 2,242,796 880,095 6,836,872 23,630,515 15,579,211 39,209,726 SSSSS±^^=S3SS^= 741,860 418,433 213,608 3,292,390 2,254,670 6,920,961 9,392,745 815,384 5,509,959 898,627 16,616,715-^~—^^— 2007-08 FINAL BUDGET 392,144 1,625,349 1,048,217 163,669 1,264,233 192,675 4,686,287 1,054,532 3,049,051 2,844,348 924,501 7,872,432 25,864,578 17,181,178 43,045,756 706,926 556,882 321,539 4,554,556 2,344,732 8,484,635 9,636,275 842,916 5,764,780 994,046 17,238,017 %INCR (DEC) 06-07 BUD TO 07-08 BUD 6.7% 21 .5% -5.4% -35.4% 5.0% 5.0% 5.2% 41 .8% 2.6% 26.8% 5.0% 15.1% 9.5% 10.3% 9.8% -4.7% 33.1% 50.5% 38.3% 4.0% 22.6% 2.6% 3.4% 4.6% 10.6% 3.7% NOTE: Estimated expenditures may exceed Adopted Budget since they include prior year budget appropriations. 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 TRAILS MAINTENANCE TOTAL PUBLIC WORKS NON-DEPARTMENTAL COMMUNITY PROMOTION COMMUNITY CONTRIBUTIONS BEACH PARKING HOSP GROVE PAYMENT PROPERTY TAX AND OTHER ADMIN DUES & SUBSCRIPTIONS INFRASTRUCTURE REPLACE TRANS MANAGEMENT INCENTIVE PAY DISASTER PREPAREDNESS LEGAL SERVICES TRANSFER TO CIP MISC / TRANSFERS OUT TOTAL NON-DEPARTMENTAL SUBTOTAL GENERAL FUND CONTINGENCIES TOTAL GENERAL FUND 2004-05 ACTUALS 874,618 5,873,943 2,949,783 3,619,918 2.468,340 575,776 76,273 16,438,651 505,831 46,365 0 800,000 415,782 56,701 3,830,000 0 1,694,332 12,959 1,037,535 106,382 8,505,887 88,454,546 0 88,454,546 2005-06 ACTUALS 908,189 6,077,519 3,246,660 4,078,500 2,641 ,550 953,587 132,537 18,038,542 338,668 66,500 2,434 800,000 385,531 58,207 4,250,000 0 5,499,701 118,029 600,000 100,491 12,219,561 98,383,068 0 98,383,068 2006-07 ESTIMATED EXPENDITURES 1,173,173 7,908,284 3,715,344 4,859,426 3,599,410 743,406 274,420 22,273,463 0 0 36,000 275,000 446,150 75,200 7,200,000 560,000 0 250,000 0 4,822,605 13,664,955 111,748,814 0 111,748,814 2006-07 ADOPTED BUDGET 977,632 7,208,940 3,786,086 4,749,395 2,907,163 1,013,807 322,658 20,965,681 0 0 36,000 275,000 446,150 75,200 7,200,000 560,000 0 250,000 0 216,000 9,058,350 104,062,081 2,300,000 106,362,081ss^^^^^s^^^^ss 2007-08 FINAL BUDGET 1,123,216 8,827,909 3,823,980 5,208,007 3,060,435 738,997 338,789 23,121,333 60,000 0 36,000 275,000 550,600 75,700 7,900,000 635,000 0 250,000 0 0 9,782,300 114,230,760 2,240,000 116,470,758 %INCR (DEC) 06-07 BUD TO 07-08 BUD 14.9% 22.5% 1.0% 9.7% 5.3% -27.1% 5.0% 10.3% - 0.0% 0.0% 23.4% 0.7% 9.7% 13.4% - 0.0% - -100.0% 8.0% 9.8% -2.6% 9.5% 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 TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT LLD#2 ARTS SPECIAL EVENTS SENIOR DONATIONS CDBG ENTITLEMENT COMMUNITY ACTIVITY GRANTS CULTURAL ARTS PROGRAM RECREATION DONATIONS TOTAL SPECIAL REVENUE FUNDS ENTERPRISE FUNDS WATER OPERATIONS RECYCLED WATER OPERATIONS WASTEWATER OPERATIONS SOLID WASTE MANAGEMENT TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE LIABILITY SELF-INSURANCE SELF-INSURED BENEFITS VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL INTERNAL SERVICE FUNDS 2004-05 ACTUALS j 36,327 214,084 29,230 6,430,184 1,537,414 8,400 59,553 688,631 527,712 986,145 102,848 33,443 40,903 6,360 708,862 49,605 13,579 5,040 11,478,320 19,132,705 1 ,899,952 6,759,281 1,488,108 29,280,046 2,251 ,837 2,720,853 739,008 2,032,105 1,143,737 4,355,566 13,243,106 S^^SSSSSSSSE 2005-06 ACTUALS 81,952 118,389 13,905 5,732,311 252,157 10,050 117,072 603,624 557,833 1,166,130 44,783 53,057 40,005 8,697 965,152 28,058 13,241 1 1 ,670 9,818,086 22,677,472 3,063,364 11,732,177 1,703,055 39,176,068 1,333,262 825,491 1,035,587 2,391 ,685 1,256,387 4,121,440 10,963,852 ^3SSS^=SS3SS= 2006-07 ESTIMATED EXPENDITURES 0 0 0 5,227,604 359,048 14,000 0 612,615 555,897 947,796 110,162 140,129 32,231 0 470,342 0 8,521 0 8,478,345 26,946,333 3,434,343 8,836,056 2,378,543 41 ,595,275 1,817,264 1,598,795 914,000 2,485,989 0 5,918,716 12,734,764 2006-07 ADOPTED BUDGET 108,510 141,532 0 6.144,692 433,785 14,000 0 561,909 534,302 1,080,408 96,500 129,683 69,461 0 590,353 30,000 18,000 0 9,953,135 25,368,385 3,683,660 8,679,673 2,338,824 40,070,542 2,322,112 1,473,618 771,000 2,572,977 940,000 5,347,474 13,427,181-~— — 2007-08 FINAL BUDGET 140,351 219,746 0 6,020,512 436,366 12,350 0 598,368 709,226 1,244,978 90,600 248,434 59,520 64,500 602,848 30,000 26,100 16,200 10,520,099 26,048,581 4,971,322 10,846,430 3,300,761 45,167,094 2,028,576 1 ,349,977 967,540 2,745,984 865,000 5,034,921 12,991,998 %INCR (DEC) 06-07 BUD TO 07-08 BUD 29.3% 55.3% -2.0% 0.6% -11.8% 6.5% 32.7% 15.2% -6.1% 91.6% -14.3% - 2.1% 0.0% 45.0% - 5.7% 2.7% 35.0% 25.0% 41.1% 12.7% -12.6% -8.4% 25.5% 6.7% -8.0% -5.8% -3.2% NOTE: Estimated expenditures may exceed Adopted budget since they include prior year budget appropriations. 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 2004-05 ACTUALS _J 5,657,983 70,613 776,091 36,995 6,541,682 2005-06 ACTUALS 3,325,504 67,190 461,968 30,149 3,884,811 2006-07 ESTIMATED EXPENDITURES 2,979,374 76,925 228,951 45,000 3,330,250 %INCR (DEC) 2006-07 ADOPTED BUDGET 1,525,511 93,775 206,831 42,535 1,868,652 2007-08 FINAL BUDGET 1,609,336 95,604 180,293 43,595 1,928,828 06-07 BUD TO 07-08 BUD 5.5% 2.0% -12.8% 2.5% 3.2% [TOTAL OPERATING FUNDS 148,997,700 162,225,885 177,887,448 171,681,591 187,078,777 9.0% B-28 PROGRAM: FUND: PROGRAM GROUP: POLICY AND LEADERSHIP GROUP VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GOAL GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 2,422,055 1,120,130 9,187 0 3,551 ,373 17.50 0.00 2005-06 ACTUAL 2,670,069 1,299,351 45,109 0 4,014,531 17.50 0.00 2006-07 BUDGET 2,908,650 1,410,704 29,422 105,000 4,453,776 19.50 0.00 2007-08 BUDGET 3,289,850 1 ,386,437 10,000 4,686,287 19.50 0.00 City Attorney 27% Communications 22% City Council 8% ity Clerk 3% City Treasurer 4% City Manager 36% C-1 PROGRAM: FUND: PROGRAM GROUP: CITY COUNCIL GENERAL CITY COUNCIL ACCTN0.0010110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 248,581 70,393 0 318,974 1.00 0.00 2005-06 ACTUAL 263,440 73,252 0 336,692 1.00 0.00 2006-07 BUDGET 280,230 87,160 0 367,390 1.00 0.00 2007-08 BUDGET 293,954 98,190 0 392,144 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 2007-2008: Top-Quality Services • 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 • 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. C-2 PROGRAM: CITY COUNCIL PAGE TWO FUND: GENERAL „ PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 ta KEY GOALS FOR 2007-08 (continued):m ta Learning. Culture & Arts • Promote and support continuous learning, cultural opportunities and the arts within the community and the City m organization. "• Citizen Connection • A city that embraces community connectivity through the effective use of technological and interpersonal pa mediums. (to SIGNIFICANT CHANGES: p • None •I P C-3 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 2004-05 ACTUAL 13,692 114,609 1,503 129,805 0.00 0.00 2005-06 ACTUAL 14,459 128,936 0 143,395 0.00 0.00 2006-07 BUDGET 13,879 239,300 0 253,179 0.00 0.00 2007-08 BUDGET 15,869 147,800 0 163,669 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 2006-07: Continued Customer Service Efforts: • Posted weekly agenda items and public notices on website for enhanced public access. • Provided agendas, agenda bills, minutes, resolutions, and ordinances to the public via the Internet DocPub system to allow citizen access to historic information instantaneously. • Responded to Clerk Internet mailbox inquiries immediately throughout the day. • Continued to provide Passport Acceptance services. • Completed analysis and recommendations regarding Statements of Economic Interest filing automation. • Provided enhanced recording of Council Meetings by implementing Granicus video streaming and minutes maker software. • Conducted the November 2006 general municipal election, that included one ballot measure, one initiative, and five vacant offices. KEY GOALS FOR 2007-08: • Continued compliance with mandates of Federal, State, and Local laws. • Continued provision of Passport acceptance Service. • Implementation of the Statements of Economic Interest filing automation. • Completion of analysis and recommendations for improving the Agenda Bill process through automation. • Creation of standardized guidelines and policies for use by staff liaisons to city boards, commission, and committees. SIGNIFICANT CHANGES: • None C-4 PROGRAM: FUND: PROGRAM GROUP: CITY TREASURER GENERAL CITY TREASURER ACCT NO. 0010310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 92,598 66,840 0 159,439 0.75 0.00 2005-06 ACTUAL 98,999 62,240 0 161,240 0.75 0.00 2006-07 BUDGET 99,531 83,969 0 183,500 0.75 0.00 2007-08 BUDGET 104,062 88,613 0 192,675 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. C-5 PROGRAM: CITY TREASURER 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.) FY2003 FY2004 FY2005 FY2006 FY2007 • Portfolio Balance (millions of $) 431 472 512 511 510 • Number of Investments in Portfolio 1,298 1,244 1,447 1,538 1550 • Investment Activity -Transactions 286 230 224 195 165 -Average Buy (millions) $3.51 $3.68 $3.73 $3.41 $4.2 • Number of Checks Cleared 14,925 14,762 15,180 14,982 14,686 KEY GOALS FOR 2007-08: Financial Health • 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. Culture & Arts • 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 C-6 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 2004-05 ACTUAL 804,996 325,008 4,001 1,134,006 6.00 0.00 2005-06 ACTUAL 963,463 317,624 0 1 ,281 ,088 6.00 0.00 2006-07 BUDGET 989,531 348,420 0 1 ,337,951 7.00 0.00 2007-08 BUDGET 1 ,254,345 371 ,004 0 1 ,625,349 7.00 0.00 PROGRAM GROUP DESCRIPTION: The City Manager's Office supports the operational function of the City. In addition to the operational support, the City Manager assists city departments toward achievement of the organization's goals that support the City Council's strategic goals. The City Manager strives to provide top quality service to all residents in the Carlsbad community. 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 2007-2008: Top-Quality Services • 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 • 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. C-7 PROGRAM: CITY MANAGER PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 KEY GOALS FOR 2007-08 (continued): Environmental Management • 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 & Partnership • A city that embraces community connectivity through the effective use of technological and interpersonal mediums. SIGNIFICANT CHANGES: • None C-8 PROGRAM: FUND: PROGRAM GROUP: COMMUNICATION GENERAL COMMUNICATION/VOLUNTEERS ACCT NO. 0011012/0011013 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GOAL GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 306,765 404,703 3,149 0 714,618 2.75 0.00 2005-06 ACTUAL 338,668 582,184 44,362 0 965,215 2.75 0.00 2006-07 BUDGET 453,657 519,645 29,422 105,000 1,107,724 3.75 0.00 2007-08 BUDGET 496,207 542,010 10,000 - 1,048,217 3.75 0.00 PROGRAM GROUP DESCRIPTION: The Communications Program is responsible for helping coordinate the dissemination of information regarding various City programs; as well as, a Video Production Manager that produces 4 video magazines, including the State of the City Address. In addition to a Communications Manager, this program includes a Communications Coordinator, who assists the Communications Manager with Communications-related activities, and Community Volunteer Coordinator, who empowers citizens to connect with volunteer opportunities. PROGRAM ACTIVITIES: Customer Service • Provide the citizens and customers of Carlsbad with more comprehensive information regarding policies, services and opportunities available throughout the City. KEY GOALS FOR 2007-08: 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. • Provide training to staff on communications issues. Communication • Create a comprehensive strategy to citywide communications. Assist in implementing the City Council's Communication Strategic Goal. KEY ACHIEVEMENTS FOR FY 2006-07: The Communications Department has implemented its live Webstreaming service to broadcast City Council meetings and Planning Department Meetings. The Communications Department will also coordinate programming with the Library and other City departments in summer 2007. In addition, a content management system was developed and is running on the City's intranet site. The new content management system allows departments immediate access to updating content. SIGNIFICANT CHANGES: • None C-9 PROGRAM: FUND: PROGRAM GROUP: CITY ATTORNEY GENERAL CITY ATTORNEY ACCTNO. 0011210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 955,423 138,576 533 1,094,532 7.00 0.00 2005-06 ACTUAL 991,038 135,113 746 1,126,898 7.00 0.00 2006-07 BUDGET 1 ,071 ,822 132,210 0 2007-08 BUDGET 1,125,413 138,820 0 1 ,204,032} 1 ,264,233 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. • A City that embraces community connectivity through the effective use of technological and interpersonal mediums. • 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. • A City that provides exceptional services on a daily basis. • 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. • 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. • 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. This office drafts and reviews all resolutions, ordinances, contracts, bonds, election petitions, and other legal documents. The office is responsible for all litigation on behalf of or against the City, Carlsbad Municipal Water District, Redevelopment Commission, or other City entities. KEY GOALS FOR 2007-08: 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: The City Attorney is now General Counsel to the Carlsbad Tourism Business Improvement District. C-10 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATIVE SERVICES VARIOUS ADMINISTRATIVE SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $5,956,865 8,983,354 600,295 $15,540,514 66.00 3.25 2005-06 ACTUAL $6,393,273 6,126,380 657,251 $13,176,904 66.00 3.25 2006-07 BUDGET $6,998,803 8,903,808 848,465 $16,751,076 69.00 2.25 2007-08 BUDGET $7,783,863 8,703,782 765,801 $17,253,446 69.00 2.50 Information Technology 29% Finance 20% Health Insurance 5% Risk Management / Workers'Comp 8%11% uman resources 16% i Records '^Management 5% D-1 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL ADMINISTRATIVE SERVICES ACCTNO. 0011110-12 and 0010810 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $280,372 237,767 1,100 $519,240 2.00 0.00 2005-06 ACTUAL $306,819 234,513 0 $541 ,333 2.00 0.00 2006-07 BUDGET $391 ,651 351 ,831 0 $743,482 2.00 0.50 2007-08 BUDGET $392,081 512,451 150,000 $1,054,532 2.00 0.75 PROGRAM GROUP DESCRIPTION: Administrative Services is dedicated to developing business systems that support the high level of performance demanded from all City departments. Creation of systems that improve and streamline business services provided to both internal and external customers, assuring the integrity and reliability of financial data, budgets and forecasts, and the creation of a highly dependable, flexible, responsive and secure information system are among the top priorities for the Administrative Services staff members. In the future, the challenge will be to accomplish these goals within a framework that balances the cost and benefits of each service. KEY GOALS FOR 2007-08: • The Deputy City Manager is responsible for assisting each department in the accomplishment of its goals. The Deputy City Manager'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 Deputy City Manager 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 Deputy City Manager 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 Deputy City Manager is the spokesperson for Administrative Services issues with the top leadership of the City. With the other members of the Leadership Team, the Deputy City Manager is responsible for the creation of an organization that can achieve the Council's goals and vision. • The Deputy City Manager 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: The major changes in the Administrative Services Budget include the addition of a .25 part time Internal Organizational Development Consultant and the addition of a Environmental Resources Management Team. The Deputy City Manager serves as the team leader for the City's Environmental Resources Management Team. The team will focus on creating systems that support social, economic and environmental sustainability for the City of Carlsbad. The additional cost for the Environmental Resources Management Team is approximately $150,000. D-2 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 STORM WATER SOLID WASTE SEWER ENTERPRISE TOTAL FUNDING 2004-05 ACTUAL $2,202,787 845,790 8,840 $3,057,418 28.00 2.50 $2,514,618 380,000 0 0 162,800 $3,057,418 2005-06 ACTUAL $2,231 ,484 294,699 $2,526,184 28.00 2.50 $2,060,784 325,800 0 0 139,600 $2,526,184 2006-07 BUDGET $2,584,571 849,532 68,240 $3,502,343 28.00 1.00 $2,970,499 376,191 0 0 155,653 $3,502,343 2007-08 BUDGET $2,714,664 941 ,793 3,000 $3,659,457 28.00 1.00 $3,049,051 396,764 15,260 15,260 183,122 $3,659,457 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: Lonq-Ranae Financial Planning and Budget Management • Prepare ten-year operating forecasts incorporating various "what-if" scenarios 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. • Perform bi-annual review of all City fees and annual cost allocation plan 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. • 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 and joint agency contracts. • Assist City departments in the creation and administration of contracts. D-3 PROGRAM: FUND: PROGRAM GROUP: FINANCE GENERAL/ENTERPRISE FINANCE PAGE TWO ACCTNO. 0011310 PROGRAM ACTIVITIES (continued): 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. WORKLOAD AND PERFORMANCE INDICATORS: • Average number of days to issue Monthly Financial Status Report • Awards received for CAFR • Awards received for Annual Budget • Number of business licenses processed • Number of account payable checks processed • Number of payroll checks issued • Number of electronic payroll checks issued • Outstanding debt issues administered • Number of purchase orders issued • Dollar amount of purchase orders issued • Pieces of mail processed FY2004 1 GFOA GFOA Distinguished Budget Presentation 8,634 14,870 8,394 16,317 $71 million 1,324 $84 million 173,491 FY2005 13 GFOA GFOA Distinguished Budget Presentation 8,576 15,399 7,831 18,124 $99 million 1,842 $89 million 172,408 FY2006 10.3 GFOA CSMFO Excellence in Operational Budget & Public Communications and Most Distinguished Budget Cover 8,955 15,315 6,473 18,495 $116 million 1,246 $105 million 174,282 KEY GOALS FOR 2007-08: Top-Quality Services • Review and update the City's business licensing policies and procedures to enhance customer service and maximize revenues. Financial Health • Update technology as it relates to the City's financial information system. • Update/Develop financing options and strategies for key City priorities including maintenance of open space, trails, lighting, landscaping and medians, parks and habitat related facilities. SIGNIFICANT CHANGES: • None D-4 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 2004-05 ACTUAL $879,871 814,684 8,558 $1,703,113 9.00 0.75 2005-06 ACTUAL $985,034 1 ,001 ,846 2,884 $1 ,989,765 9.00 0.75 2006-07 BUDGET $1,051,189 1,188,282 3,325 $2,242,796 9.00 0.75 2007-08 BUDGET $1,198,511 1 ,523,837 122,000 $2,844,348 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 Recruit and select exceptional employees. Redesign Human Resources web pages with an emphasis on the City of Carlsbad as an "employer of choice." Proactive planning and scheduling recruitments for multiple vacancies anticipated in FY 07-08. Assist departments in job design/redesign efforts to make job classifications more flexible. Review and Update job classifications. Implement improved employee selection processes. Employee Development • Continue to provide employee development opportunities for employees. Create "development tracks" for specific employee groups. Focus in the areas of effective supervision, communication, and career development. • Continue to offer Leadership Development Programs including, executive coaching, assessment tools, and educational resources • Consult with departments on customized training and organizational development programs • Obtain a system to efficiently manage and organize the City's employee development efforts (Learning Management System). Performance Management and Compensation • Increase the capability of supervisors to deliver constructive feedback to employees. • 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 and communications committees. • Continue to improve internal Human Resources systems and processes. • Provide cross training to Human Resources staff. • Continue quarterly labor/management forum. D-5 PROGRAM: HUMAN RESOURCES PAGE TWO FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 WORKLOAD STATISTICS: Measures for Classification/Compensation Review:* FY 06-07 Number of classification descriptions/ positions reviewed, revised or created 15 Measures for Recruitment* Number of applicants processed 3,622 Number of recruitments processed 74 Number of eligibles on employment list 291 Number of new hires 78 Number of promotions/transfers 27 Ml *as of 5/1/2007 *"* KEY ACHIEVEMENTS FOR 2006-07: H Hi • Together with the Finance and Information Technology departments, determined the future direction for the City's integrated financial and personnel management systems to ensure consistency with the Strategic P| Technology Plan. 1 • Performed a needs assessment and identified gaps in the City's current employee development and training offerings. Developed 18 month training plan. • Improved the Human Resources Internet and Intranet pages to enhance service delivery, increase i staff efficiency, and maximize marketing capabilities. M! • Negotiated a 1 year continuation of current labor agreement with the Carlsbad Firefighters' Association (CFA). *•} • Competencies, skills and requirements for field workers in Public Works were identified, and a PW ^ Field Worker Academy was designed • Conducted research to determine the feasibility of a Human Resources Information System (HRIS). — ff KEY GOALS FOR 2007-08: *• Top Quality Services • Select and implement a Human Resources Information System (HRIS). • Negotiate continuation of labor agreements with the Carlsbad Firefighters' Association (CFA), Carlsbad Police "~ Officers' Association (CPOA) and Carlsbad City Employees' Association (CCEA). • Create an integrated long-term strategy that focuses on ways the Human Resources Department can have an Pf impact on employee retention. Critical components may include: Innovate Benefit Plan Design, Education and if Behavior Change, Vendor Partnerships, Health and Productivity Management, and Integrated Absence Management. • Implement a Public Works Field Worker Academy. • • Design a wellness program to raise awareness and motivate employees to participate in health and wellness M activities. SIGNIFICANT CHANGES: "" M* • One limited position is being added to support recruiting efforts. D-6 PROGRAM: FUND: PROGRAM GROUP: RECORDS MANAGEMENT GENERAL RECORDS MANAGEMENT ACCTNO. 0011610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $577,409 132,907 25,963 $736,280 8.00 0.00 2005-06 ACTUAL $667,363 136,475 0 $803,838 8.00 0.00 2006-07 BUDGET $669,405 210,690 0 $880,095 8.00 0.00 2007-08 BUDGET $716,435 208,066 0 $924,501 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 2006-07: • Implemented DMS Master Plan that included an audit of system security and accuracy, creating a training plan, and the analysis and design of Election documents and Fire Department records for inclusion in the system. • Assisted Public Works in evaluating options for cost savings and improved methods for records scanning, retention, storage, and destruction. • Completed analysis of options for enhanced use of the Request for Action software. • Substantial staff training on the use of the DMS, Public Records Act, Subpoena's, and Records Management. • Completed the migration of microfiche records to digital records. KEY GOALS FOR 2007-08: Top Quality Services Participate in the design of a web based 311/Virtual City Hall. Provide assistance in the conversion of Building Department records for inclusion in the DMS. Participate in the Contract Management Automation project. Continue with implementation of the DMS Master Plan roles and responsibilities. Continue to educate key personnel on the use of the DMS, Electronic Records, Public Records Act, and Subpoena processing. • Continue to provide resource information to organization via Intranet and the public via the Internet. SIGNIFICANT CHANGES: • None D-7 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 2004-05 ACTUAL $91,410 2,160,427 0 $2,251 ,837 1.00 0.00 2005-06 ACTUAL $87,179 1,246,083 $1,333,262 1.00 0.00 2006-07 BUDGET $103,547 2,218,565 0 $2,322,112 1.00 0.00 2007-08 BUDGET $106,779 1,921,797 $2,028,576 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 = 3.1 (for the period of 07/01/05 - 06/30/06). KEY GOALS FOR 2007-08: TOP Quality Services • Continue to improve systems to 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. SIGNIFICANT CHANGES: • None D-8 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 2004-05 ACTUAL $190,870 2,527,952 2,030 $2,720,853 2.00 0.00 2005-06 ACTUAL $213,440 612,051 0 $825,491 2.00 0.00 2006-07 BUDGET $218,205 1,255,413 0 $1,473,618 2.00 0.00 2007-08 BUDGET $257,072 1,092,905 0 $1 ,349,977 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. Loss Prevention/Training • Provides recommendations and training for various City departments to minimize the risk of loss. KEY ACHIEVEMENTS FOR 2006-07: Top-Quality Services • Development of insurance requirements for contractor instructor agreements. • First year of 2-year goal to determine the feasibility of a Human Resources System (HRIS). KEY GOALS FOR 2007-08: Top-Quality Services • Continue to determine the feasibility of a Human Resources System (HRIS). • Inventory green house gas emissions. SIGNIFICANT CHANGES: • None D-9 PROGRAM: FUND: PROGRAM GROUP: SELF-INSURED BENEFITS INTERNAL SERVICE HUMAN RESOURCES ACCTNO. 6131520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $0 739,008 0 $739,008 0.00 0.00 2005-06 ACTUAL $0 735,588 0 $735,588 0.00 0.00 2006-07 BUDGET $0 771 ,000 0 $771 ,000 0.00 0.00 2007-08 BUDGET $0 967,540 0 $967,540 0.00 0.00 II>*Tm m 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 and life insurance premiums for all employees. SIGNIFICANT CHANGES: • Approximately $225,000 was added to fully fund annual costs for the retiree health care costs, consistent with the actuarial analysis. Pf m PI to D-10 m m 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 2004-05 ACTUAL $1,734,146 2,067,617 553,802 $4,355,566 16.00 0.00 2005-06 ACTUAL $1,901,950 1,865,124 354,367 $4,121,441 16.00 0.00 2006-07 BUDGET $1 ,980,235 2,590,339 776,900 $5,347,474 19.00 0.00 2007-08 BUDGET $2,398,321 2,145,799 490,801 $5,034,921 19.00 0.00 MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Computer and Telecommunication Support Services • Ensure that all City computers and the City's telecommunication network 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. • 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. • Expand the use of the asset management software and processes which improves IT's ability and capacity to manage and track technology assets • Assist with the design, development and expansion of City facilities, including: a Learning Center for Library related services, Alga Norte Park, Fire Station #6 and the Senior Center expansion. • Enhance the City's Internet and Intranet sites for improved communication with City staff and visitors • Evaluate web filtering solutions in an effort to secure the City's Internet browsing / Internet business experience and to limit risk to the City's computer resources. WORKLOAD STATISTICS: IT Help Desk Services Total number of help tickets opened for the year Average number of help tickets opened per month Percentage of urgent priority resolved within 1 hour (benchmark) Percentage of high priority calls resolved within 3 hours (benchmark) CY/2006 4,470 373 90% 97% Percentage of users rating information technology services as good excellent 96% KEY ACHIEVEMENTS FOR 2006-07: • To minimize impacts to technology-dependent services the selection and configuration of an alternate data center has begun. Redundant financial and utility billing systems have been installed at the alternate site and data is being synchronized nightly. In the event of a Faraday disaster, access can be redirected to the alternate site. More systems are due to be replicated next fiscal year. • Yardi, the software application utilized by the Housing Department to manage its Section 8 Housing Program, had reached the end of its support life. IT worked with the Housing Department to select a new application, Visual Homes. A significant improvement offered by Visual Homes is the integration with the City's finance application, IFAS. Previously, information regarding the payment of Section 8 property owners had to be manually entered into both Yardi and IFAS. Integrating Visual Homes with IFAS means that data only needs to be entered once resulting in a substantial increase in productivity. The time saved from not having to accomplish duplicate data entry means that Housing staff have more time to focus on their customers. D-11 PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO FUND: INTERNAL SERVICE KEY ACHIEVEMENTS FOR 2006-07 (Continued): • As part of the IT Disaster Recovery (DR) plan, the IT Department implemented two new Storage Area Networks (SAN) devices. Essentially, a large group of individual disks combined to provide a large volume of storage, this new configuration allows IT to "slice" up storage used by different servers as local disks. Critical data will reside on the SAN and then be replicated to its sister SAN at the disaster recovery site (Dove Library). In the event of an emergency, where the primary data is no longer available, IT can transition to the secondary SAN and keep the City's critical systems operational. As data storage demands continue to grow, the SAN will be there to provide flexible, scaleable, and reliable storage. • Replaced 190 personal computers, 200 monitors, 60 printers and 9 scanners through the City's annual desktop replacement effort. • Enabled the ability to wake up personal computers nightly to scan for viruses, apply system patches and install new applications. • Upgraded network data cabling at the Water District facility for network and workstation performance increases. • In conjunction with Library staff, implemented PC Management for patrons to reserve personal computers and moved the Library's circulation application (Sirsi) to a hosted site (Atlanta, Georgia). • Library Event Management System was implemented in-house and live to the internet. The Library Media staff uses EMSc to manage the booking and scheduling of events at Dove Library, and public can view the event schedule and venues. • Payment processor (Panini) replacement - a new Standard Register payment processor was implemented in Finance. This equipment processes 20,000+ utility bill checks monthly by imaging, endorsing, and updating payment information to the Harris utility billing system. • Citywide implementation of Zenworks Asset Management (ZAM) system. The ZAM application automatically discovers all devices attached to the networks. It also discovers software installed and usage. This application allows the IT Department to better track the over 2,000 devices attached the network from acquisition to retirement. • Implemented a new Content Management System. The Content Management System will allow multiple areas to update content and ensure it is current. This will make the Intranet the primary location to get the latest news and information for City staff. • Created new Intranet site. The Communications Goal Team worked with the IT Department and an outside graphics designer to develop the new look, add new functionality, and incorporate the new Content Management System (CMS). The new design reflects a business look that will provide more information and easy access to all areas of the site. The home page will incorporate news from a variety of locations, including the City Manager's Office, Library, Parks and Recreation, and Human Resources. The added functionality incorporates several technologies, such as "Smart Navigation", "Quick Links", and a Search Engine to allow easy access to all the City information. KEY GOALS FOR 2007-08: • Through the development of an IT Strategic Plan, provide leadership in long-range planning, implementation, and maintenance of information technology for the City of Carlsbad. • Research and develop a better and more effective communication process, informing customers about IT plans, projects, and achievements. SIGNIFICANT CHANGES: • None D-12 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS &J&2& m m P m m P 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 Hosp Grove Debt Service Infrastructure Replacement Fund Misc Transfers Out Disaster Preparedness+Transfers) Total General Fund Transfers Total General Fund Non-Departmental Council Contingencies Contingencies (Adopted budget) GENERAL FUND TOTAL CARLSBAD COMMUNITY CONTRIBUTIONS Community Activity Grants 2004-05 ACTUAL 505,831 46,365 - 84,534 56,701 415,782 12,960 - 106,383 1,228,556 800,000 3,830,000 1 ,694,333 7,361,868 8,590,424 ~ 8,590,424 FUND 49,605 2005-06 ACTUAL 338,668 66,500 2,434 - 58,207 385,531 118,029 - 50,491 1,019,860 800,000 4,250,000 425,000 5,700,000 6,719,860 ~ 6,719,860 28,058 ADOPTED BUDGET - - 36,000 88,000 75,200 446,150 250,000 560,000 . 1,455,350 275,000 7,200,000 216,000 7,691,000 9,146,350 2,300,000 11,446,350 30,000 ADOPTED BUDGET - 60,000 36,000 - 75,700 550,600 250,000 635,000 _ 1,607,300 275,000 7,900,000 - 8,175,000 9,782,300 2,240,000 12,022,300 30,000 * Hiring Center was included in Community Development D-13 PROGRAM: FUND: PROGRAM GROUP: PUBLIC SAFETY VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 27,555,565 5,741 ,909 529,692 2005-06 ACTUAL 29,614,592 6,440,430 696,316 2006-07 BUDGET 32,008,463 6,997,596 453,710 2007-08 BUDGET 34,594,784 8,293,681 517,388 33,827,167| 36,751 ,339| 39,459,769| 43,405,853 227.75 4.27 230.75 8.01 244.75 7.50 250.75 7.01 Fire 40% Police 60% E-1 PROGRAM: FUND: PROGRAM GROUP: POLICE GENERAL/SPECIAL REVENUE POLICE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 16,773,754 3,733,369 479,472 20,986,595 148.00 3.10 2005-06 ACTUAL 18,236,676 4,386,312 271 ,906 22,894,908 151.00 6.84 2006-07 BUDGET 19,072,092 4,687,756 120,710 23,880,558 157.00 6.33 2007-08 BUDGET 21 ,036,747 4,970,060 217,868 26,224,675 162.00 5.84 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: 2006 Citizen Satisfaction In an effort to provide the best service possible to the community, the Carlsbad Police Department has 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 6,000 responses have been received to date. FBI Index Crimes Per 1,000 Population 40 30 20 10- 0 25.8 27.2 26.2 28.0 28.2 2002 2003 2004 2005 2006 Citizen Satisfaction % Rating Police Good or Excellent Patrol Officers 911 Dispatchers Detectives Records 50% 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. Community Perception of Crime The Police Department measures citizens' perceptions of crime by asking, "How safe do you feel walking alone in your neighborhood? The percent responding 'Very safe" is reflected in the chart to the right. Community Perception of Crime Night 20%40 60%80%100% E-2 PROGRAM: POLICE PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY KEY ACHIEVEMENTS FOR 2006-07: • Implemented digital camera program for patrol officer documentation for basic evidence collection. • Participation in several large-scale drills to help police and other City Personnel better respond to critical incidents. • Received federal Homeland Security grant funds to enhance protection at key public locations within the City. • Expanded service to the downtown area to help assure a safe and enjoyable environment for everyone. • Developed a plan for future police facility needs. • Completed and evaluated plan for the provision of state-mandated Perishable Skills Program and Continuing Professional Training police in-house. • Enhanced officer's report writing skills to increase accuracy and improve automated data retrieval. • Improved information provided to the public via the Intranet and identified other methods to enhance public communication. KEY GOALS FOR 2007-08: Continue to improve Citywide response to critical incidents and disasters. Improve customer service through enhanced employee performance evaluation system. Increase dispatch customer service through enhanced quality assurance program. Provide resources to assist local businesses enhance security. Prepare plan for the implementation of advanced digital evidence documentation by evidence technicians. Lead citywide effort to enhance security at City facilities. Continue to develop plans for replacement police shooting range. Develop leadership/supervisory program for police personnel. Develop proactive internal audit system for police resources. E-3 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL POLICE ACCT NO. 0012110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 472,221 738,350 13,009 1 ,223,580 3.00 0.00 2005-06 ACTUAL 584,207 839,039 0 1 ,423,246 4.00 0.00 2006-07 BUDGET 534,323 867,663 0 1 ,401 ,986 4.00 0.00 2007-08 BUDGET 559,779 867,800 50,000 1 ,477,579 4.00 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 E-4 PROGRAM: FUND: PROGRAM GROUP: FIELD OPERATIONS GENERAL POLICE ACCT NO. 0012120 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 7,634,477 901 ,953 307,154 8,843,585 63.00 0.23 2005-06 ACTUAL 8,205,650 951,159 114,796 9,271,607 67.00 0.00 2006-07 BUDGET 8,160,605 1,114,212 25,000 9,299,817 69.00 0.00 2007-08 BUDGET 8,832,294 1 ,237,329 5,500 10,075,123 70.00 0.00 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 laws and ordinances. Reports • Take reports including crime, arrest, collisions, incident, citation, ( Response Time • Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: CY2001 CY2002 CY2003 Calls for Service 68,798 66,713 73,963 Cases 9,050 9,527 9,572 PERFORMANCE/WORKLOAD MEASURES: 2006 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 two percent of our total call volume in 2006. Priority two (urgent calls) and priority three (calls for reports) made up almost 83 percent of our total call volume. The remaining 15 percent were priority four calls. SIGNIFICANT CHANGES: and field interview. CY2004 CY2005 CY2006 73,667 74,546 87,213 9,525 10,059 11,178 Jan - Dec 2006 Response Times Priority! I_IZ|^6.3 ! Priority 2 .-" "•'ni2.Z [ I Priority 3 ^ .-- ?&•£, •/ > .". •-,• •'*-,! 25.3r 0 5 10 15 20 25 30 Minutes 1.0 police officer is being added to the patrol division of field operations to maintain current safety levels with the City's increased population growth and to help support the goal of top quality service to the citizens and visitors of Carlsbad. E-5 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES GENERAL POLICE ACCTNO. 0012119, 2121-23, 2125, 2129,2142 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1,733,154 285,259 0 2,018,413 16.00 0.34 2005-06 ACTUAL 1 ,740,036 321,628 2,383 2,064,048 15.00 3.42 2006-07 BUDGET 2,291 ,379 310,711 0 2,602,090 15.00 2.92 2007-08 BUDGET 2,700,107 374,245 87,000 3,161,352 17.00 2.92 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. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. 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. Community Policing • Help improve the quality of life for citizens facing recurrent policing problems. Explorer Program • Provide volunteer opportunities for youth interested in careers in law enforcement. 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. E-6 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES GENERAL POLICE PAGE TWO ACCT NO. 0012121-23, 2125, 2142 PROGRAM ACTIVITIES (continued): In-House Volunteers • Provide general clerical assistance. • Provide data entry assistance. • Contact crime victims. • Provide assistance with special assignments and projects. 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: Injury collisions per 1,000 population Number of volunteer hours contributed Number of Crime Prevention Programs/Services for citizens CY2002 4.0 14,000 658 CY2003 4.6 12,248 700 CY2004 4.2 13,284 677 CY2005 3.8 13,403 743 CY2006 3.9 17,198 888 SIGNIFICANT CHANGES: A new organization key (0012119) has been created for the Explorer Program, formerly budgeted within the Volunteer Program (0012122), to better reflect operations and enhance accountability. Also, 2.0 positions were added in the traffic division. One police officer and one sergeant were added to maintain current safety levels with the City's increased population growth and to help support the goal of top quality service to the citizens and visitors of Carlsbad. E-7 PROGRAM: FUND: PROGRAM GROUP: CANINE GENERAL POLICE ACCTNO. 0012124 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 489,351 1 1 1 ,751 0 601,102 4.00 0.00 2005-06 ACTUAL 555,471 128,766 9,965.00 2006-07 BUDGET 538,509 115,747 10,000 694,203 664,256 4.00 0.00 4.00 0.00 2007-08 BUDGET 579,340 152,232 - 731 ,572 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. • Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police canine teams. SIGNIFICANT CHANGES: • None E-8 PROGRAM: FUND: PROGRAM GROUP: INVESTIGATIONS/FIELD EVIDENCE GENERAL POLICE ACCT NO. 0012126-2128,2130,2136 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1,578,889 208,268 13,009 1,800,167 12.00 0.95 2005-06 ACTUAL 1 ,849,882 253,906 630 j 2,104,419 12.00 0.95 2006-07 BUDGET 2,160,748 305,761 71 ,200 2,537,709 14.00 0.95 2007-08 BUDGET 2,155,471 313,831 0 2,469,302 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. Violent Crimes Unit Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of violent crimes. 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. Special Events Overtime Provide traffic and crowd control at various special events throughout the City. Tactical Response Team Assist in the preservation of all life and ensure a safe resolution to critical incidents such as barricaded suspects and armed threats. Serve high-risk search warrants. Ensure the immediate ability of advanced lifesaving treatment to any injured persons with specially trained fire department paramedics. Program Activities Include: • Conduct monthly training for team members • Respond to critical incidents • Serve high-risk search warrants Crisis Negotiation Team The Team is made up of one manager and eight team members. The team's responsibilities consist of: • Negotiating with suicidal, barricaded and hostage taking subjects for the safe and timely resolution of these incidents. • Providing Intel to the command staff and the Tactical Response Team • Evaluating tactical operations and providing liability related input to command staff CY2002 CY2003 CY2004 CY2005 CY2006 WORKLOAD STATISTICS: Violent Crime Clearance Rate Property Crime Clearance Rate Property Recovery Rate SIGNIFICANT CHANGES: • One detective and one community services officer have been transferred to Family Services (0012134) to better reflect operations. 47% 16% 27% 51% 17% 39% 69% 26% 36% 49% 21% 23% 42% 16% 31% E-9 PROGRAM: FUND: PROGRAM GROUP: VICE/NARCOTICS GENERAL POLICE ACCTNO. 0012131 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 509,938 87,183 0 597,121 4.00 0.00 2005-06 ACTUAL 561 ,646 83,373 0 645,019 4.00 0.00 2006-07 BUDGET 582,556 84,999 0 667,555 4.00 0.00 2007-08 BUDGET 619,031 88,542 0 707,573 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. SIGNIFICANT CHANGES: • None E-10 PROGRAM: FUND: PROGRAM GROUP: YOUTH/SCHOOL PROGRAMS GENERAL POLICE ACCT NO. 0012132, 2143 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 534,383 92,154 0 626,537 5.00 0.32 2005-06 ACTUAL 583,022 82,243 0 665,265 5.00 0.44 2006-07 BUDGET 587,673 98,367 0 686,040 5.00 0.44 2007-08 BUDGET 625,997 82,185 0 708,182 5.00 0.44 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 E-11 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 2004-05 ACTUAL 421,420 48,523 22,286 492,230 7.00 0.50 2005-06 ACTUAL 464,062 48,793 3737 516,592 7.00 0.50 2006-07 BUDGET 440,020 67,523 0 507,543 7.00 0.50 2007-08 BUDGET 605,528 61 ,537 0 667,065 8.00 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 countywide system and statewide system for the purpose of reporting crime information; responsible for public reception, information, fingerprinting services and general access to the department 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. Perform data entry on same. Interact with public and other government/law enforcement agencies. Prepare reports for release according to law. Provide statistical data to State of California WORKLOAD STATISTICS: Police Cases SIGNIFICANT CHANGES: CY2002 CY2003 CY2004 CY2005 CY2006 9,527 9,572 9,525 10,059 11,178 1.0 position for a property and evidence community service officer is being added to maintain current levels of collection, processing, and techniques associated with the safeguarding of property and evidence. E-12 PROGRAM: FUND: PROGRAM GROUP: FAMILY SERVICES GENERAL POLICE ACCTNO. 0012134 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 451 ,427 23,874 0 475,301 4.00 0.00 2005-06 ACTUAL 518,360 30,051 0 548,41 1 4.00 0.00 2006-07 BUDGET 534,393 33,444 0 567,837 4.00 0.00 2007-08 BUDGET 771,737 41 ,000 0 812,737 6.00 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: • One detective and one community services officer have been transferred from General Investigations (0012130) to better reflect operations. E-13 PROGRAM: FUND: PROGRAM GROUP: TASK FORCE GENERAL POLICE ACCTNO. 0012135 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 473,680 20,202 0 493,882 4.00 0.00 2005-06 ACTUAL 456,247 23,966 0 480,214 4.00 0.00 2006-07 BUDGET 507,133 33,378 0 540,51 1 4.00 0.00 2007-08 BUDGET 537,489 62,709 0 600,198 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 E-14 *H PROGRAM: FUND: PROGRAM GROUP: SUPPORT OPERATIONS GENERAL POLICE ACCTNO. 0012140 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 718,655 997,199 - 1,715,854 6.00 0.50 2005-06 ACTUAL 793,530 1 ,252,384 - 2,045,915 5.50 1.00 2006-07 BUDGET 745,797 1 ,370,035 5,000 2,120,832 6.00 1.00 2007-08 BUDGET 896,830 1 ,439,755 - 2,336,585 7.00 0.50 WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination, internal affairs, and personnel recruitment and hiring. PROGRAM ACTIVITIES: Coordinate all department training. Recruit new employees. Organize testing programs and conduct POST mandated pre-employment investigations. Investigate citizen complaints. Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer network. • Implement/install new technology. SIGNIFICANT CHANGES: A 1.0 position is added to support technology. In exchange for this full time position, a 0.50 hourly position is being reduced. E-15 PROGRAM: FUND: PROGRAM GROUP: COMMUNICATIONS CENTER GENERAL POLICE ACCTNO. 0012144 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1 ,499,870 131,950 58,708 1,690,529 18.00 0.26 2005-06 ACTUAL 1 ,675,525 136,995 - 1,812,521 18.00 0.51 2006-07 BUDGET 1 ,796,532 138,755 0 1 ,935,287 19.00 0.51 2007-08 BUDGET 1 ,927,427 138,515 51 ,368 2,117,310 19.00 0.51 WORK PROGRAM: Provide public safety communications including answering 9-1-1 and other calls and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: Provide routine and emergency public safety communications service. WORKLOAD STATISTICS: Police Activities 9-1-1 calls Total Phone Calls SIGNIFICANT CHANGES: • None CY2003 73,963 16,200 N/A CY2004 73,667 15,559 N/A CY2005 74,546 20.4481 193.1361 CY2006 87,213 24,971 2 188.8702 1 Increase in calls due to CHP change. 2 Represents first full year with cellular 9-1-1 calls. E-16 PROGRAM: FUND: PROGRAM GROUP: VARIOUS ASSET FORFEITURE POLICE ACCT NO. 1212110,1222110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 0 21 ,040 15,287 36,327 0.00 0.00 2005-06 ACTUAL 4,364 27,265 50,322 81,952 0.00 0.00 2006-07 BUDGET 0 99,000 9,510 108,510 0.00 0.00 2007-08 BUDGET 1 1 ,851 104,500 24,000 140,351 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 2007-08 appropriation are new mobile CAD modems for updates, Regional Computer Crime Lab support, specialized uniform accessories for members of the Tactical Response Team, a terminal server for in-car access to department servers, and specialized software for police training and record-keeping. E-17 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY-ORIENTED POLICING COPS GRANT POLICE ACCTNO. 123XXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 211,841 2,242 0 214,083 2.00 0.00 2005-06 ACTUAL 116,271 2,118 0 2006-07 BUDGET 135,612 5,920 0 11 8,389 1 141,532 1.00 0.00 2.00 0.00 2007-08 BUDGET 213,866 5,880 0 219,746 2.00 0.00 WORK PROGRAM: This is the ninth year the City has received funding from the Citizen's Option for Public Safety (COPS). The community-oriented policing program focuses on long-term solutions to problems in the community that often impact more than just crime. PROGRAM ACTIVITIES: • Identify problems & causes. • Develop short-term and long-term solutions. • Work in cooperation with citizens, community groups and other agencies. SIGNIFICANT CHANGES: • None E-18 : : : : : : : : : : : : : ; : PROGRAM: REFUND: PROGRAM GROUP; FIRE GENERAL FIRE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 10,781,811 2,008,541 50,220 12,840,571 79.75 1.17 2005-06 ACTUAL 11,377,916 2,054,118 424,409 13,856,442 79.75 1.17 2006-07 BUDGET 12,936,371 2,309,840 333,000 15,579,211 87.75 1.17 2007-08 BUDGET 13,558,037 3,323,621 299,520 17,181,178 88.75 1.17 PROGRAM GROUP DESCRIPTION: The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in safeguarding lives, 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 Response Time Competence Courtesy Transportation Total Incidents By Year ! i ^(As rated on a five-point scale of very poor, poor, fair, good, and excellent.) Customer Service Ratings: The above chart shows our customer satisfaction level for emergency medical services for fiscal year 2005-2006. The results show that our paramedics continue to live up to the department's standard for treating all patients, as we would want our own familv treated. 2001 2002 2003 2O04 2005 Incidents & Response Times: The Fire Department reached the incident scene 89% of the time in eight minutes or less during the 2006- 07 fiscal year. This did not achieve our goal of arriving on scene in eight minutes or less 90% of the time. E-19 PROGRAM: FIRE PAGE TWO REFUND: GENERAL PROGRAM GROUP: FIRE SUMMARY KEY ACHIEVEMENTS FOR 2006-07: • Completed the planning phase of the relocation of Fire Station No. 6 in the southeast section of the City. P • Continued design and development of the Joint First Responders Training Facility in conjunction with the Police m Department and the Public Works Department. • Update Hosp Grove fire assessment to reduce the fire threat through analysis and mitigation of any identified issues. ™ • Develop and implement a City-wide National Incident Management System (NIMS) training plan. ill • Develop and implement a system that monitors development plans submitted to the Fire Prevention Division for fire and life/safety reviews to ensure adherence to a maximum ten (10) business day development plan review m cycle. mi KEY GOALS FOR FY 2007-08 m • Complete a Standards of Coverage study that analyzes Fire Department service delivery and makes — recommendations for adoption of recognized national standards. • Complete the construction phase of the relocation of Fire Station No. 6 in the southeast section of the City. • Continue design and development of the Joint First Responders Training Facility in conjunction with Police W Department and the Public Works Department. H • Completion of the storage facility at Fire Station No. 5. • City adoption of the new International Code Conference (ICC) Fire and Building Codes. _ it mm mm tt m II E-20 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL FIRE ACCT NO. 0012210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 454,234 407,985 12,013 874,233 3.75 0.00 2005-06 ACTUAL 471 ,432 362,983 335,014 1,169,430 3.75 0.00 2006-07 BUDGET 461 ,992 319,638 0 781 ,630 3.75 0.00 2007-08 BUDGET 726,524 604,824 1,800 1,333,148 4.75 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 relates 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: • A new position, Battalion Chief - Administration Services, has been added. The position was created to manage interdisciplinary programs that cross Fire Divisions, routinely involve other City Major Service Areas, as well as other regional fire agencies. Further, this position will redevelop, implement and manage projects and programs that are unique to Fire Administration and coordinate Administrative staff on the implementation of these projects and programs. E-21 PROGRAM: FUND: PROGRAM GROUP: EMERGENCY OPERATIONS GENERAL FIRE ACCTNO. 0012220 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 9,772,885 1 ,494,534 28,869 11,296,289 71.00 0.00 2005-06 ACTUAL 10,332,873 1,614,740 89,393 12,037,008 71.00 0.00 2006-07 BUDGET 1 1 ,838,086 1,809,530 288,000 13,935,616 78.00 0.00 2007-08 BUDGET 12,035,286 2,370,827 245,720 14,651,833 78.00 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 eight minutes or less, 90% of the time, to fires, 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. 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 E-22 m m PROGRAM: FUND: PROGRAM GROUP: PREVENTION GENERAL FIRE ACCT NO. 0012225 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 554,691 61 ,505 9,337 625,534 5.00 1.17 2005-06 ACTUAL 573,610 70,669 0 644,280 5.00 1.17 2006-07 BUDGET 636,293 100,072 45,000 781 ,365 5.00 1.17 2007-08 BUDGET 671 ,496 131,344 30,000 832,840 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. Provide coordination for fire and life safety public education programs. SIGNIFICANT CHANGES: • None E-23 PROGRAM: FUND: PROGRAM GROUP: WEED ABATEMENT GENERAL FIRE mm ACCT NO. 0012235 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 0 44,516 0 44,516 0.00 0.00 2005-06 ACTUAL 0 5,723 0 5,723 0.00 0.00 2006-07 BUDGET 0 80,600 0 80,600 0.00 0.00 2007-08 BUDGET 0 82,300 0 82,300 0.00 0.00 IBsI * m m 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 identified hazards. Inspect all noticed property. 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 through property tax billing by August. Provide vegetation fire hazard reduction public education programs in urban wildlife interface zones. SIGNIFICANT CHANGES: • None "I hi *fm m 1 1 1 E-24 i PROGRAM: FUND: PROGRAM GROUP: DISASTER PREPAREDNESS GENERAL FIRE ACCT NO. 0012240 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 0 0 0 0 0.00 0.00 2005-06 ACTUAL 0 0 0 0 0.00 0.00 2006-07 BUDGET 0 0 0 0 1.00 0.00 2007-08 BUDGET 124,731 134,326 22,000 281 ,057 1.00 0.00 WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man-made disasters. PROGRAM ACTIVITIES: Training and Education • Conduct classroom and simulation training sessions for City staff. • Conduct Emergency Operations Center training and exercises. • Provide basic emergency response training to all City employees. • Ensure City compliance with training and adoption of the National Incident Management System (NIMS). Inter-Agencv Coordination • Represent the interests of the City on the County Unified Disaster Council. SIGNIFICANT CHANGES: • The FY 07-08 City Emergency Preparedness Program was consolidated into one Program. The major components of the City's emergency preparedness-related functions were previously budgeted and managed by multiple Major Service Areas (MSAs). The major components of the City's emergency and disaster response program include the following: • Facilities and Plans; • NIMS training; • CPFt/First Aid/AED Training; and • Public Outreach. E-25 1 1 1 • 1 1 1 • 1 1 1 1 1 • 1 •1 1 1 1 1 1 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMAR- 2004-05 2005-06 2006-07 2007-0 ACTUAL ACTUAL BUDGET BUDGE PERSONNEL $5,203,039 $5,638,205 $6,292,455 $7,034,42 MAINTENANCE & OPERATIONS 10,366,605 9,868,921 9,330,763 10,092,03 CAPITAL OUTLAY 4,191,429 1,737,871 335,225 346,72 GRAND TOTAL $19,761,073 $17,244,997 $15,958,443 $17,473,18 FULL TIME POSITIONS 53.02 54.02 59.00 60.00 HOURLY/FTE POSITIONS 4.14 4.14 3.64 3.64 Redevelopment., ,0/ — \ Com Dev AdminJ 1 /o 1 AOf 4%J^*Z£^^ |J]]TnT|TTT|,^23% HJiliiB • m mttjj^^^Z*£ Geograhic Information Section^^j ^^^~ ^r36% Hse^^^^^^^^^^^^^^^^ 1 \Affordable Housing \ Economic Development 3% 2% 1 Building Inspection 14% • F-1 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013010,3025 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $351,374 379,084 36,064 $766,522 3.00 0.00 2005-06 ACTUAL $444,446 469,011 0 $913,458 4.00 0.00 2006-07 BUDGET $476,717 265,143 0 $741 ,860 5.00 0.00 2007-08 BUDGET $460,066 246,860 0 $706,926 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 maintaining 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, manages resource allocation and other support efforts, and serves as a member of the City Manager's Leadership Team. KEY ACHIEVEMENTS FOR 2006-07: • Development Process Review Audit with outside 3rd party expert - Citygate Associates. • Planned Development Ordinance Modification. • Staffed Citizens' Committee to study initiatives. KEY GOALS FOR 2007-08: Top-Quality Services • Develop performance measures for all departments and participate in the Performance Measurement Resource Team. • Continue implementation of the recommendations of the Performance Audit of the Development Services Review Process for the City of Carlsbad. • Retail Market Analysis for Carlsbad Village. • Modification of Redevelopment Standards. Balanced Community Development Implement Habitat Management Plan (HMP). Implement affordable housing projects in the City. Continue implementation of the land use vision for North State Street. Implement Proposition D Community Outreach Program. Complete Ponto EIR through public hearing process. F-2 PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010,3025 KEY GOALS FOR 2007-08 (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 • Continue to enhance the Construction Update portion of the City's website. Learning • Continuity of Community Development leadership through Strategic Planning. • Provide specialized staff training in various areas (CEQA, HMP Management, etc.). SIGNIFICANT CHANGES: • One Senior Office Specialist and one Management Analyst have been transferred from Community Development Administration to the Building Department and Economic Development respectively to reflect existing reporting relationships. F-3 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 2004-05 ACTUAL $2,423,158 903,073 92,722 $3,418,954 24.00 2.00 2005-06 ACTUAL $2,394,473 662,001 2,596 $3,059,071 24.00 2.00 2006-07 BUDGET $2,755,919 536,471 0 $3,292,390 27.00 1.00 2007-08 BUDGET $3,132,931 1,321,625 100,000 $4,554,556 27.00 1.00 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. F-4 PROGRAM: LAND USE PLANNING PAGE TWO & PLANNING COMMISSION FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 0013210/0013220 KEY ACHIEVEMENTS FOR 2006-07: • Completed entitlement of numerous residential subdivisions in the Villages of La Costa Master Plan, • Processed numerous Conditional Use Permits for city capital projects including parks, sewer and water projects. • Processed numerous Planned Industrial Permits for office and industrial buildings in the Bressi Ranch, Palomar Forum, and Carlsbad Raceway developments. • Completed the preparation of the Environmental Impact Report for the Carlsbad Desalination Project. • Continued processing of the Robertson Ranch Master Plan. • Continued processing of the Environmental Impact Report for development within the Ponto Area Vision Plan project area. • Completed update/clarification of the Planned Development Code. KEY GOALS FOR 2007-08: Top Quality Services • 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 Robertson Ranch Master Plan. • Process 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: • In order to increase service levels, three new positions have been added during Fiscal Year 2006-07 consistent with the Citygate consultant recommendations. In Fiscal Year 2007-08 Carlsbad's City Council approved an additional $670,000 for the Habitat Management Program. The additional funding will be used to fund a Preserve Steward, a Preserve Manager and provide public outreach. F-5 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 2004-05 ACTUAL $235,386 41,632 1,174 $278,193 2.00 0.50 2005-06 ACTUAL $341,994 93,242 0 $435,237 2.00 0.50 2006-07 BUDGET $359,863 58,570 0 $418,433 3.00 0.50 2007-08 BUDGET $469,709 76,785 10,388 $556,882 4.00 0.50 MISSION STATEMENT: The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: • Deliver Products and Services - The GIS creates maps, reports and conducts geographic analyses for all City departments, as well as maintaining a set of standard location maps, and map products to support the General Plan, Assessment Districts, and fee studies. • Develop the Geographic Information System - The GIS Department continues to work with user departments to deliver timely, accurate geographic data for city operations. The main part of this system development effort is the delivery of increasing amounts of geographic data via the Interactive GIS Map on the intranet. IT statistics on web activity, and the reduction of direct product requests (see 'Workload Statistics' below) indicate that adoption and use of the Interactive Map by City staff is increasing. • Develop and Maintain the Database - Based on staff's data requirements, information is developed and added to the central GIS database, and maintained by the data layer owners (Public Works, Planning, etc.) so the information is timely and accurate. WORKLOAD STATISTICS: Number of Service Requests: FY2004 406 FY2005 367 FY2007(EsU 412 KEY ACHIEVEMENTS FOR 2006-07: • Continue to maintain the street address geofile for the Police Department's Computer-Aided Dispatch system, maintain Carlsbad's address data for the regional fire dispatch system (North County Dispatch, and support the development of a regional fire mapping program. F-6 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310 KEY GOALS FOR 2007-08: Top Quality Services • Develop an interactive map for access to zoning, and other development-oriented information for citizen access through the City's internet web site. • Upgrade the quality and functionality of the web-based interactive map available to City staff on the intranet. • Conduct the initial stages of a Development Services Information System Plan to improve data flow and speed up the development services process. • 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. • Continue to refine 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. • Continue the maintenance of the geofile for the Police computer-aided dispatch system, continue to update the Carlsbad portion of Fire dispatch geofile, and support the creation of a North County-wide fire/emergency response mapping system. SIGNIFICANT CHANGES: • 1.0 position is being added to help meet the demand for GIS services. F-7 PROGRAM: FUND: PROGRAM GROUP: ECONOMIC DEVELOPMENT/ REAL ESTATE MANAGEMENT GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013510 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $149,015 43,433 0 $192,449 1.00 0.00 2005-06 ACTUAL $166,772 13,198 0 $179,970 1.00 0.00 2006-07 BUDGET $166,057 47,551 0 $213,608 1.00 0.00 2007-08 BUDGET $291,162 30,377 0 $321 ,539 2.00 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 2006-07: • Sale of real property at 4120 Skyline Drive for $1.41 million. • Negotiation of new leases - generating annual revenue of $162,000 annually. KEY GOALS FOR 2007-08: Financial Health 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. Negotiation of leases and asset management. SIGNIFICANT CHANGES: • One Management Analyst position has been transferred from Community Development Administration to Economic Development to reflect existing reporting relationship. F-8 PROGRAM: FUND: PROGRAM GROUP: BUILDING INSPECTION GENERAL BUILDING INSPECTION ACCTNO. 0013610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $1 ,279,008 562,987 2,500 $1 ,844,495 13.00 1.00 2005-06 ACTUAL $1,408,919 713,703 0 $2,122,623 13.00 1.00 2006-07 BUDGET $1 ,495,247 759,423 0 $2,254,670 13.00 1.50 2007-08 BUDGET $1 ,608,254 736,478 0 $2,344,732 14.00 1.50 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 2006-07: Issued permits for $285 million in various types of construction projects. Performed 35,000 various building inspections - 96% the next working day. Final inspection on over 800 dwelling units. Answered over 4000 incoming calls for information at Code Enforcement. Proactively removed over 1,200 illegal signs from the right of way. Performed 6,800 Code Enforcement inspections. Handled 2,100 open Code Enforcement cases. KEY GOALS FOR 2007-08: Top Quality Services • Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. • Increase number and type of over-the-counter building permits issued. • Provide 40 hours of staff development training for each employee. • Analyze and improve upon performance measures. • Improve building inspection experience for all clients. SIGNIFICANT CHANGES: • One Senior Office Specialist has been transferred from Community Development Administration to the Building Department to reflect existing reporting relationship. F-9 PROGRAM: FUND: DEPARTMENT: HOUSING AND REDEVELOPMENT VARIOUS HOUSING AND REDEVELOPMENT 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 SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $765,098 8,436,396 4,058,968 $13,260,461 10.02 0.64 2005-06 ACTUAL $881 ,599 7,917,765 1 ,735,275 $10,534,643 10.02 0.64 2006-07 BUDGET $1 ,038,652 7,663,605 335,225 $9,037,482 10.00 0.64 2007-08 BUDGET $1 ,072,301 7,679,913 236,340 $8,988,554 10.00 0.64 I 1 m 1m I I F-10 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 2004-05 ACTUAL $91,899 123,986 1,321,528 $1,537,414 1.32 0.07 2005-06 ACTUAL $153,235 98,921 0 $252,157 1.32 0.07 2006-07 BUDGET $301 ,451 132,334 0 $433,785 3.23 0.08 2007-08 BUDGET $274,943 136,423 25,000 $436,366 3.23 0.08 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. Inclusionarv 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 Completed: • Financial Assistance to Affordable Housing Projects: KEY GOALS FOR 2007-08: Actual 03-04 100 units 50 units Actual 04-05 244 units 439 units Actual 05-06 274 units 110 units EST. 06-07 229 units 110 units $2,070,000 $1,600,000 $1,440,000 $2,132,000 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 F-11 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 2004-05 ACTUAL $330,274 6,099,910 0 $6,430,184 4.93 0.30 2005-06 ACTUAL $347,030 5,385,281 0 $5,732,312 4.93 0.30 2006-07 BUDGET $348,223 5,756,469 40,000 $6,144,692 3.75 0.30 2007-08 BUDGET $390,985 5,629,527 0 $6,020,512 3.75 0.30 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance • Provide federal funding to subsidize rents for 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 98% 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 2006-07: • Provided rental assistance to 622 very low and extremely low-income households. SIGNIFICANT CHANGES: • None F-12 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY DEVELOPMENT BLOCK GRANT CDBG ENTITLEMENT HOUSING & REDEVELOPMENT ACCT NO. 39ixxxx PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $86,750 117,002 510,677 $714,429 0.86 0.00 2005-06 ACTUAL $81,866 167,178 716,109 $965,153 0.86 0.00 2006-07 BUDGET $73,426 221 ,702 295,225 $590,353 0.61 0.00 2007-08 BUDGET $76,393 315,115 211,340 $602,848 0.61 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Community Development Block Grant Program (CDBG) • 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). • 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 Annual Performance and Evaluation Report for review and approval by City Council and HUD. PERFORMANCE MEASURES: • Hold four public meetings to review and obtain comments on the City's CDBG Program. • Conduct selection process to identify a minimum of ten 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. PROJECTS AUTHORIZED BY COUNCIL FOR 2007-08: Brother Benno Center $6,500 Community Resource Center $5,000 North County Health Services $9,238 La Posada de Guadalupe Shelter $5,738 Solutions Family Center $5,000 Women's Resource Center $5,000 YMCA OZ Youth Shelter $5,000 Boys and Girls Club Teen Program $8,738 From the Inside Out Youth Program $5,000 Lifeline Community Services $7,000 Meals on Wheels $5,000 Interfaith Community Services $5,000 Casa de Amparo $5,000 Carlsbad Library Learning Center $211,340 Carlsbad Housing Reserve Fund $211,341 F-13 PROGRAM: COMMUNITY DEVELOP. BLOCK GRANT PAGE TWO • FUND: CDBG ENTITLEMENT g PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCTNO. ssixxxx 1 KEY ACHIEVEMENTS 2006-07: ^ • Provided funding assistance to 13 nonprofit organizations. • Met compliance requirements for timely expenditure of funds. SIGNIFICANT CHANGES: • None 9. ii F-14 I : 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 2004-05 ACTUAL $138,757 1 ,935,462 2,226,763 $4,300,983 1.69 0.07 2005-06 ACTUAL $171,689 2,179,239 950,000 $3,300,929 1.69 0.07 2006-07 BUDGET $173,539 1 ,351 ,972 0 $1,525,511 1.56 0.08 2007-08 BUDGET $186,474 1 ,422,862 0 $1 ,609,336 1.56 0.08 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 ten sign permit applications. • Process four preliminary review applications. • Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment Master Plan. KEY ACHIEVEMENTS FOR 2006-07: • Completed a Retail Analysis and Demand/Desire Study for the Village Redevelopment Area. • Completed review of development standards and identified areas for consideration of revisions to assist in encouraging development. • Processed three sidewalk sign/outdoor display permits; five administrative redevelopment permits; and seven major redevelopment permits. • Adopted a five-year Redevelopment Implementation Plan and ten-year Housing Compliance Program for the Village Redevelopment Area. F-15 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO m VILLAGE AREA S FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412 Briy KEY GOALS FOR 2007-08: _™ Financial Health jgj • 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. 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 2009 expiration of the Redevelopment Plan. SIGNIFICANT CHANGES: • None 1 H ii •i PI F-16 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 2004-05 ACTUAL $31 ,842 38,770 0 $70,613 0.40 0.00 2005-06 ACTUAL $35,813 31,377 0 $67,190 0.40 0.00 2006-07 BUDGET $37,675 56,100 0 $93,775 0.29 0.00 2007-08 BUDGET $40,114 55,490 0 $95,604 0.29 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 three 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 three outreach programs, professional conferences, and/or citizen and business groups on affordable housing. KEY GOALS FOR 2007-08: Top-Quality Services • Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing Ordinance. SIGNIFICANT CHANGES: • None F-17 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS SOUTH CARLSBAD COASTAL AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 810XXXX/8113412 1 §y PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $63,171 106,673 0 $169,844 0.54 0.20 2005-06 ACTUAL $71 ,373 46,21 1 69,166 $186,751 0.54 0.20 2006-07 BUDGET $81 ,927 124,904 0 $206,831 0.41 0.18 2007-08 BUDGET $80,227 100,066 0 $180,293 0.41 0.18 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Redevelopment Plan tor 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 2006-07: • Completed Environmental Review of the Ponto Beachfront Village Vision Plan. • Processed four preliminary reviews related to the future development of the Ponto Beachfront Village. KEY GOALS FOR 2007-08: Balanced Community Development • Facilitate the development of one project identified by the vision study for planning area three. • Adoption of the Ponto Beachfront Village Vision Plan and related Environmental Impact Report. SIGNIFICANT CHANGES: • The assessed values in the South Carlsbad Coastal Redevelopment Area declined from $398 million in Fiscal Year 2003-04 to $177 million in Fiscal Year 2006-07, less than the original values when the redevelopment area was formed. The decline is mainly due to the lower values assigned to the Encina Power Plant. Since the revenue to the area is based on the excess of the current assessed values over the original assessed values, the South Carlsbad Area will again not receive any property tax revenue in Fiscal Year 2007-08. Budgeted expenses will come from accumulated balances and/or loans from the City, as approved. Pit Ml m m m m m m F-18 H M PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD COASTAL AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8123420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $22,403 14,591 0 $36,995 0.28 0.00 2005-06 ACTUAL $20,592 9,556 0 $30,148 0.28 0.00 2006-07 BUDGET $22,41 1 20,124 0 $42,535 0.15 0.00 2007-08 BUDGET $23,165 20,430 0 $43,595 0.15 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Citvwide 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 2007-08: 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 F-19 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $9,104,315 5,459,125 136,275 $14,699,715 85.00 117.41 2005-06 ACTUAL $9,724,263 5,759,235 124,969 $15,608,467 85.00 119.51 2006-07 BUDGET $1 1 ,000,256 5,635,100 89,820 $16,725,176 83.50 122.51 2007-08 BUDGET $1 1 ,049,737 6,266,123 100,827 $17,416,687 83.50 116.41 Cultural Arts 6% Library 55% Recreation 39% G-1 PROGRAM: FUND: PROGRAM GROUP: LIBRARY VARIOUS LIBRARY SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $5,112,091 3,110,561 75,315 $8,297,966 47.00 64.50 2005-06 ACTUAL $5,406,421 3,417,985 23,409 $8,847,824 47.00 64.50 2006-07 BUDGET $6,215,900 3,120,609 77,236 $9,413,745 48.00 66.75 2007-08 BUDGET $6,248,110 3,371 ,988 28,527 $9,648,625 48.00 59.25 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, the pursuit of knowledge, and serving as a community gathering place. KEY ACHIEVEMENTS FOR 2006-07: Radio Frequency technology implemented. PC management system implemented Learning Center construction launched. CORE cashiering system (first phase) implemented with credit card payment acceptance . Strategic planning process initiated. Customer experience re-evaluated; service delivery methods changed Library web pages redesigned. Online booking of library meeting facilities implemented. KEY GOALS FOR 2007-08: Top-Quality Services • Implement future directions identified in strategic planning process • Continue adjusting service delivery methods to be customer-focused • Improve navigation and usability of library web pages Learning. Culture & Arts • Complete construction of the Library Learning Center • Implement library programming selection process Communication • Enhance delivery of internal information via City Intranet Future Direction/Plans • Combine Adult Learning and Centre programs in Library Learning Center G-2 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 2004-05 ACTUAL $1,250,586 618,470 0 $1,869,056 12.50 21.90 2005-06 ACTUAL $1 ,407,603 503,693 6,659 $1,917,955 12.50 21.90 2006-07 BUDGET $1,657,320 566,022 1,835 $2,225,177 11.50 20.85 2007-08 BUDGET $1,645,310 611,500 10,761 $2,267,571 11.50 19.55 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. Services provided include reference, public computers for adults and children, special programs for all ages, and monthly exhibits offered by local residents. PROGRAM ACTIVITIES: Cole Library Administration Administrative staff at the Georgina Cole Library participate in Library Administration operations in conjunction with the main Administrative offices at the Library on Dove Lane. • Manage the Georgina Cole Library, Adult Learning Program, and Centra de Informacion staff, facilities, budget, volunteers, couriers, and collection. • Maintain awareness of the community's needs and coordinate operations with other City departments. • Participate in and promote public education pertaining to historic areas and sites. Circulation • Circulation staff circulates print and non-print materials to all library patrons; issues library cards to borrowers; collects fees and fines; tracks overdue items; sorts and shelves all incoming library materials; administers services to homebound patrons. 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; and locate library materials for patrons. Reference support staff provides interlibrary loan service; updates reference sources, and staffs public service desks. • Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and tours; select books and other materials; and facilitate book clubs. • Periodicals staff manages a collection of 225 magazines and 12 newspapers and related back files. • Computer lab staff provides access to the Internet and other software programs. • History Room staff provides and maintains a repository for collecting, preserving and researching local history. Children's Services • Support information needs of patrons from toddlers to teens and their parents, caregivers, and teachers in person and via the telephone. • Plan, schedule, and conduct year-round programs for youth of all ages which introduce youth to literature and reading. • Provide classroom visits, library instruction, and tours for children and groups. • Answer reference questions and readers' advisory inquiries directing patrons to print and non-print resources. • Provide computers for research, homework, and Internet use. G-3 PROGRAM: GEORGINA COLE LIBRARY PAGE TWO m FUND: GENERAL § PROGRAM GROUP: LIBRARY ACCT NO. 001 401 0/001 401 5-1 6/001 4035 •• KEY ACHIEVEMENTS FOR 2006-07: - • Radio Frequency Identification technology was implemented in all Carlsbad City Library Facilities providing *W greater efficiencies for staff and patrons in circulating materials. M • A new computer system, "PC Management" was implemented for pubic service computers, allowing patrons to register for computer use with their library card, allowing computer lab staff to assist with computer use.™ SIGNIFICANT CHANGES: - 1 .80 hourly positions are being reduced through attrition as a result of the Radio Frequency Identification Technology implementation. 1w iII Ml •I G-4 1} 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 2004-05 ACTUAL $2,370,798 1 ,383,047 10,152 $3,763,998 21.50 33.70 2005-06 ACTUAL $2,434,513 1,611,888 6,141 $4,052,542 21.50 33.70 2006-07 BUDGET $2,722,190 1,305,647 27,056 $4,054,893 20.50 32.10 2007-08 BUDGET $2,724,650 1,321,972 14,516 $4,061,138 20.50 25.70 WORK PROGRAM: The Carlsbad City Library on Dove Lane is located in South Carlsbad. Services include print and non-print materials, reference and information, 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 and Arts Foundation, and the Serra Cooperative Library System. • Prepare department budget; process invoices, and requisitions; monitor expenditures; maintain fiscal records. • Handle grants and reports at local and State levels. • Develop and plan technology solutions to effectively deliver library services. • Provide leadership for the Library's divisions. Circulation The Circulation Division registers Library patrons and manages the circulation, sorting and shelving of library materials. The Circulation Division also 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 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. • Notify patrons via email, telephone, and standard mail of overdue items and availability of requested materials. 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; and locate library materials for patrons. 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. G-5 PROGRAM: CARLSBAD CITY LIBRARY PAGE TWO m FUND: GENERAL j| PROGRAM GROUP: LIBRARY ACCT NO. 0014069-4095 m PROGRAM ACTIVITIES (continued): * Children's IP The Children's Division serves youth from toddler age through high school with their information needs and UL development of reading skills. 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 a 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. KEY ACHIEVEMENTS: • During 2006-2007, Radio Frequency Identification technology was implemented in all Carlsbad City Library Facilities providing greater efficiencies for staff and patrons in circulating materials. • During 2006-2007, a new system, "PC Management" was implemented for pubic service computers, allowing patrons to register for computer use with their library card, allowing computer lab staff to assist with computer use. SIGNIFICANT CHANGES: 6.2 hourly positions are being reduced through attrition as a result of the Radio Frequency Identification Technology implementation. A 0.20 hourly position has been reallocated to another program to better reflect work load. im 1 m w 1 •i if ti fm G-6 PROGRAM: FUND: PROGRAM GROUP: GENEALOGY GENERAL LIBRARY ACCTNO. 0014025 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $169,853 7,597 0 $177,450 0.00 0.00 2005-06 ACTUAL $156,155 8,647 0 $164,804 0.00 0.00 2006-07 BUDGET $21 1 ,740 9,970 0 $221,710 1.00 2.85 2007-08 BUDGET $202,010 9,420 0 $21 1 ,430 1.00 2.85 WORK PROGRAM: The Genealogy 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 22,000-volume collection, 9,000 microfilm rolls, 150,000 microfiche, and 200 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. 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 instruction programs. SIGNIFICANT CHANGES • None WORKLOAD STATISTICS: Reference Questions Computer Users In-House Usage 27,000 Items Added Programs Program attendance 2004-05 2005-06 16,000 14,000 4,900 4,500 24,000 1,0001,000 40 2,500 48 2,800 G-7 PROGRAM: FUND: PROGRAM GROUP: CENTRO DE INFORMACION GENERAL LIBRARY ACCTNO. 0014030 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $132,638 30,480 0 $163,118 1.00 1.70 2005-06 ACTUAL $143,361 26,969 0 $170,331 1.00 1.70 2006-07 BUDGET $159,340 33,010 0 $192,350 1.00 1.70 2007-08 BUDGET $167,480 33,120 0 $200,600 1.00 2.00 WORK PROGRAM: The Centra de Informacion is a branch library that meets the information needs of Spanish-speaking and other neighborhood residents new to library services. Bilingual staff introduces residents to library services, which include Spanish-language and bilingual print and non-print materials, reading programs for children, as well as 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. WORKLOAD STATISTICS: Individual Patron Visits Program Attendance 2003-04 21 ,883 3,779 2004-05 22,752 3,214 2005-06 22,962 3,958 PROGRAM ACTIVITIES: Outreach • The Centra 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. KEY ACHIEVEMENTS FOR 2006-07: • As part of a library-wide conversion, PC Management and RFID Systems were implemented at the Centra de Informacion. • Construction began on the new 11,000 square-foot Library Learning Center, which will serve as the permanent home of the Adult Learning Program and the Centra de Informacion. KEY GOALS FOR 2007-08: • Complete construction of the Library Learning Center and finalize move-in and operation plans. SIGNIFICANT CHANGES: A 0.30 hourly position was reallocated to this program to better reflect work load. G-8 PROGRAM: FUND: PROGRAM GROUP: TECHNICAL SERVICES GENERAL LIBRARY ACCTNO. 0014040 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $461 ,657 86,048 0 $547,705 7.00 2.50 2005-06 ACTUAL $508,284 103,783 0 $612,069 7.00 2.50 2006-07 BUDGET $617,960 113,690 0 $731 ,650 7.00 2.50 2007-08 BUDGET $643,080 141,840 0 $784,920 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 circulation system, on-line catalog, and related automated programs. PROGRAM ACTIVITIES: Cataloging • Catalogs newly purchased print, audiovisual, and microform materials.. Database Maintenance • Adds new items to the on-line database and deletes information on lost or discarded materials. • Provides physical processing of newly added materials. • Repairs damaged materials and arranges for binding and re- binding. Integrated Library System (Includes Circulation System and On-Line Catalog) • Manages the Library's integrated library software, including the catalog interface. • Coordinates installation of software upgrades and related documentation and training. • Generates daily, monthly, and annual statistical and system management reports. WORKLOAD STATISTICS: 2003-04 2004-05 2005-°6 Items cataloged & processed Items handled for binding Items withdrawn 30,482 32,855 31,866 1,932 1,386 2,142 22,722 14,227 30,049 SIGNIFICANT CHANGES: • None G-9 PROGRAM: FUND: PROGRAM GROUP: COLLECTION DEVELOPMENT & ACQUISITIONS GENERAL/SPECIAL REVENUE LIBRARY ACCTNO. 0014045/0014060/ 1754XXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2004-05 ACTUAL $373,862 900,066 0 $1,273,928 2.00 1.00 $1 ,205,975 67,953 $1 ,273,928 2005-06 ACTUAL $378,599 1 ,065,239 0 $1,443,838 2.00 1.00 $1,316,716 14,000 $1,330,716 2006-07 BUDGET $432,940 991 ,095 23,945 $1,447,980 4.00 2.75 $1,426,980 21,000 $1,447,980 2007-08 BUDGET $445,430 1,153,986 0 $1,599,416 4.00 2.35 $1 ,587,066 12,350 $1,599,416 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. PERFORMANCE MEASURES: • Track material accounts by major subjects. • Track vendor discounts. • Coordinate selection and ordering of at least 26,000 new print and non-print materials. • Monitor use of downloadable audio-book collection. • Continue system-wide weeding plan to keep collections current. PROGRAM ACTIVITIES: Planning • Develop plans for the collection of materials. Budgeting • Prepare division and library-wide materials budgets; monitor expenditures for division and materials. Coordinate Selection of Materials • Coordinate selection and ordering of print and non-print materials. • Implement Downloadable audio-book collection. Weeding • Keep collection current by removing outdated and unused materials. KEY ACHIEVEMENTS: • During 2006-2007, Radio Frequency Identification technology was implemented in all Carlsbad City Library Facilities. The Senior Librarian from this division was the project manager. Much time and effort was devoted to this project, significantly changing her role for FY 06-07. • Preparing for the RFID tagging of the entire collection, the Collection Development and Acquisitions Division spent an extraordinary amount of time coordinating and supporting an aggressive weeding effort. SIGNIFICANT CHANGES: A .40 hourly position has been reallocated from this program to better reflect work load. G-10 PROGRAM: FUND: PROGRAM GROUP: MEDIA SERVICES GENERAL LIBRARY ACCTNO. 0014050 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $209,531 45,381 65,163 $320,075 2.00 2.10 2005-06 ACTUAL $223,189 38,031 10,609 $271 ,831 2.00 2.10 2006-07 BUDGET $238,000 51,515 24,400 $313,915 2.00 2.30 2007-08 BUDGET $250,990 52,000 3,250 $306,240 2.00 2.30 WORK PROGRAM: The Library's Media Division provides a wide range of event management services and related activities in support of programs staged in the Library's Schulman Auditorium and Gowland Meeting Room. Tasked with managing these facilities, responsibilities include: overseeing operations, marketing of facilities and services, program support, scheduling, training, and providing technical support for patrons and other user groups. Management duties include: recruiting staff, use policy development, use analysis reports, fee collection, and fiscal management. A wide range of event service is provided, including: theater lighting and sound, and presentation technology and multi-media support. Other related production services enable events to reach broader community audiences via circulating 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 online system workflows, perform ongoing fee collections, process and provide comprehensive reports. Provide ongoing staff training, and assign and supervise part-time support staff. Programming Support • Facilitate quality community programming featuring such locally significant events as Teen Rock the Library, Winter Jazz Series, Film Series, Opera Series, Author Talks, etc. Provide technical support and production recordings to enable wider distribution of programs. Management Media Produced Library Collections • Acquisition and creation of locally produced media materials including: digital imagery, photographic prints, video and audio recordings. Refining procedural processes and accountability. Provide improved workflow for duplication, labeling, and digital storage using content management systems for related web development, Intranet access and distribution. KEY ACHIEVEMENTS: • Virtual Event Management System implemented SIGNIFICANT CHANGES: • None G-11 PROGRAM: FUND: PROGRAM GROUP: ADULT LEARNING PROGRAM GENERAL LIBRARY ACCTNO. 0014055 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $143,166 39,472 0 $182,638 1.00 1.60 2005-06 ACTUAL $154,716 59,733 0 $214,450 1.00 1.60 2006-07 BUDGET $176,410 49,660 0 $226,070 1.00 1.70 2007-08 BUDGET $169,160 48,150 0 $217,310 1.00 2.00 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 assistance (learning experiences) that is targeted to each learner's literacy needs, life situation, and goals. WORKLOAD STATISTICS: Learners Studying Volunteer Tutors Instructing Instructional Hours Completed 2004- 05 116 73 6,546 2005- 06 161 94 7,113 KEY ACHIEVEMENTS FOR 2006-07: • California State Library awarded the Adult Learning Program two part-time (900 hours/12 months each) federal AmeriCorps members for January - December 2007. • Construction began on the new 11,000 square-foot Library Learning Center, which will serve as the permanent home of the Adult Learning Program and the Centra de Informacion. KEY GOALS FOR 2007-08: • Complete construction of the Library Learning Center and finalize move-in and operation plans. SIGNIFICANT CHANGES: A 0.30 hourly position has been reallocated to this program to better reflect work load. G-12 PROGRAM: FUND: PROGRAM GROUP: CULTURAL ARTS VARIOUS CULTURAL ARTS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $525,125 31 1 ,859 1,815 $838,798 5.00 2.50 2005-06 ACTUAL $554,520 31 1 ,743 0 $866,264 5.00 2.50 2006-07 BUDGET $573,641 329,204 0 $902,845 5.00 3.25 2007-08 BUDGET $606,240 322,296 0 $928,536 5.00 3.25 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 2006-07: • Produced 58 events attracting approximately 64,000 people. • Presented five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden, attracting over 26,000 visitors. • Presented exhibition, "Impossible to Forget: The Nazi Camps Fifty Years After" in Cannon Art Gallery with extensive series of accompanying programs and educational materials • Continued to present the Three-Part-Art arts education program (for exhibitions), including lesson workbooks, guided exhibit tours, and creative workshops. Approximately 5,800 Carlsbad students and adult chaperones served. • Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting over 900 participants. • Awarded Community Arts Grants: 8 in the Organizations/Artist Partnerships category; 13 in the Arts Education category, resulting in the community presentation of more 80 performances, exhibits, and special projects. • Partnered with San Diego Opera and Carlsbad Library on a variety of public programs. • Provided information services via the City website, direct mail, telephone, programs, and brochures including revised design of the Arts Newsletter. • Received a California Arts Council - Youth Education in the Arts Grant for Three-Part-Art program. • Hosted a five-person student delegation from our Sister City, Futtsu in Japan. KEY GOALS FOR 2007-08: Top-Quality Services • Strengthen the infrastructure of the Arts Office through development and implementation of 3-year strategic plan. • Expand fund-raising activities and collaborative projects, including collaboration with Carlsbad Magazine on the TGIF souvenir program • Promote, train, and utilize volunteers and artists in providing services for Arts Office programs. • Carry out conservation survey of the Public Art Collection 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. Citizen Connection • Conduct a series of programs that continues the dialogue begun with the community in 2005 with the town meetings on the arts. G-13 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND CULTURAL ARTS ACCTNO. 0014062-65/0014067-687 142XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2004-05 ACTUAL $51 1 ,945 277,534 1,815 $791 ,293 5.00 2.57 $777,714 13,579 $791,293 2005-06 ACTUAL $542,521 273,703 0 $816,224 5.00 2.57 $802,983 13,241 $816,224 2006-07 BUDGET $558,360 267,809 0 $826,169 5.00 2.59 $808,169 18,000 $826,169 2007-08 BUDGET $590,200 269,666 0 $859,866 5.00 2.59 $833,766 26,100 $859,866 WORK PROGRAM: Implement the goals and policies of the City Council and City General Plan to develop, plan, promote and carry out visual and performing art programs and activities. To create a climate that encourages cultural and artistic development in Carlsbad and to enhance the 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 ten (10) jazz concerts in the parks during the Summer 2007 season. • Offer educational programs on arts and culture for children and adults. • Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. • Offer three (3) weeks of Creative Arts Camp and three (3) weeks of Club Pelican (a nature & art camp) Information Produce a calendar/newsletter four (4) times per year. Produce ArtsBrag, an arts education newsletter three (3) times a year. Keep the Arts Info Line up-to-date for 24-hour call-in access. Provide information, opportunities, and resources to artists, citizens, and the press. Provide educational materials for teachers on three (3) gallery exhibitions and printed materials for exhibitions. Offer arts information on the City's Internet site. G-14 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND CULTURAL ARTS PAGE TWO ACCTNO. 0014062-65/0014067-687 142XXXX KEY GOALS FOR 2007- 08: Top-Quality Services • Develop and strengthen arts organizations and provide cultural opportunities through Community Arts Grants Program. • 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 Friends of the Arts with fundraising efforts. • Serve on Library and Arts Foundation Board. Citizen Connection • Plan and carry out a series of forum-like programs - part presentation, part discussion - around issues of interest to the arts community. Balanced Community Development • Operate the Cannon Art Gallery with five (5) exhibitions per year. • Operate the Sculpture Garden with one (1) exhibition per year. Learning. Culture & Arts • Offer community-wide multi-cultural events (Multicultural Arts Festival). • 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 2003-04 2005-06 2006-07 Arts Office Events/Attendance 45/60,000 42/55,000 42/65,000 Community Grants Awards/Budget 17/24,000 23/24,000 21/24,000 Educational Opportunities - Information Services 2003-04 2005-06 2006-07 Newsletters (Issues/Distribution) 8/50,000 6/30,000 4/20,000 Special Publications (Per Year/Distribution) 16/32,000 14/21,000 20/26,000. Arts Info Line Calls (Monthly) 240 250 230 Diverse Economic Opportunities 2003-04 2005-06 2006-07 Grants and Contributions $66,344 $107,800 $71,000 SIGNIFICANT CHANGES: • None G-15 PROGRAM: FUND: PROGRAM GROUP: SISTER CITY GENERAL FUND CULTURAL ARTS ACCTNO. 0014066 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2004-05 ACTUAL $0 6,602 $6,602 0.00 0.00 $6,602 0 $6,602 2005-06 ACTUAL $0 10,034 0 $10,034 0.00 0.00 $10,034 0 $10,034 2006-07 BUDGET $0 7,215 0 $7,215 0.00 0.00 $7,215 0 $7,215 2007-08 BUDGET $0 9,150 0 $9,150 0.00 0.00 $9,150 0 $9,150 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 delegations as needed. • Coordinate ongoing cultural and educational exchange projects. • Develop public programs for Carlsbad audiences related to Sister Cities cultures and program philosophy 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 G-16 PROGRAM: FUND: PROGRAM GROUP: SPECIAL EVENTS SPECIAL REVENUE FUND CULTURAL ARTS ACCTNO. 14840X0 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $13,180 27,723 0 $40,903 0.00 0.00 2005-06 ACTUAL $11,999 28,006 0 $40,005 0.00 0.00 2006-07 BUDGET $15,281 54,180 0 $69,461 0.00 0.66 2007-08 BUDGET $16,040 43,480 0 $59,520 0.00 0.66 WORK PROGRAM: Provide a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Continue Performing Arts Programming • During the Summer 2007 season, present ten (10) jazz concerts in city parks. • Produce and distribute jazz concert souvenir program, produced in collaboration with Carlsbad Magazine. Actively Pursue the Contribution of Gifts and Funds for the Arts • Seek out corporate sponsorships for advertising in jazz souvenir program and for underwriting jazz concerts. • Assist Friends of the Arts in fundraising efforts at jazz concerts. PERFORMANCE MEASURES: • During the Summer 2007 season, present ten (10) jazz concerts in city parks with an attendance total of 38,000+. • Raise over $40,000 in contributions. SIGNIFICANT CHANGES: • Two concerts will move from Calavera Hills Park to Pine Avenue Park, which opened in Fiscal Year 2006-07, thus bringing concerts back to the City's Northwest quadrant. G-17 PROGRAM: FUND: PROGRAM GROUP: RECREATION GENERAL/SPECIAL REVENUE RECREATION SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $3,467,099 2,036,705 59,146 $5,562,950 33.00 50.41 2005-06 ACTUAL $3,763,321 2,029,507 101,560 $5,894,404 33.00 52.51 2006-07 BUDGET $4,210,715 2,185,287 12,584 $6,408,586 30.50 52.51 2007-08 BUDGET $4,195,387 2,571 ,839 72,300 $6,839,526 30.50 53.91 PROGRAM GROUP DESCRIPTION: With guidance from the City Council and assistance from various City departments, the Recreation department provides diversified recreation facilities and programs for all ages of the population that live, work and/or recreate in Carlsbad. The department is responsible for planning future parks sites and trails, as well as the operations of current recreation programs including senior activities, youth and adult sports programs and leagues, special events, camps, preschool combined with a parent education component, instructional classes, teen programs, facility rentals, aquatics, nutrition (home meal and congregate services through the Senior Center), and transportation programs. The department also operates several community centers/gymnasiums and two historic park sites: Magee Park and Leo Carrillo Ranch Historic Park. 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 2006-07: • Completed the construction of Pine Avenue Community Park. • Continued to monitor the T.R.U.S.T. sportsmanship program for all City sponsored recreation programs and outside organizations using Carlsbad sports fields and facilities. • Assumed ownership and maintenance responsibility for an additional 4.5 miles of the Citywide trails system. • Stabilization and preservation of the Stone Masonry BBQ project completed at Leo Carrillo Ranch. • Completed Leo Carrillo Ranch erosion repair and drainage improvements. • Responded to customer feedback requests regarding our camp programs. • Completed 100% design of the Alga Norte Community Park & Aquatics Center. • Developed a naming rights policy. • Golf Course: Completed mass grading and completed construction of all golf course elements and maintenance facilities; construction of clubhouse is approximately 90% complete. • Senior Center expansion project is underway. • Awarded the Helen Putnam Award for Excellence by the League of California Cities for the Recreation department's T.R.U.S.T. sportsmanship program • Received three awards from the California Parks and Recreation Society (C.P.R.S.) for Recreation's new Trail Blast program and its marketing, and for the marketing of the T.R.U.S.T. sportsmanship program. KEY GOALS FOR 2007-08: Top-Quality Services • Continue to implement the use of customer surveys to evaluate and improve customer satisfaction. • Generate sponsorship programs and fundraising activities. • Promote the use of volunteers in providing City services. • Develop standards for current and future facilities that maintain top-quality, cost-effective delivery of recreation programs. G-18 PROGRAM: RECREATION PAGE TWO FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY KEY GOALS FOR 2007-08 (continued): • 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. • Continue to improve the variety of camps offered by including camp field trip options with associated pricing. • Provide increased opportunities to meet the needs of young families and parents by introducing new neighborhood-based special events at our Community Parks. • Continue to promote and support a safe environment to gather for all facility users and program participants through continued emphasis of the Department's T.R.U.S.T. program. • Relocation and centralization of the Recreation department's management and administrative staff. • Financial Health • Provide recreational activities, facilities, and other special events that support local businesses and enhance transient occupancy taxes and sales tax revenue, such as the triathlon, sport tournaments, and swim meets. • Prepare marketing and sponsorship packets promoting the City's recreational programs, services and facilities. • Enhance revenues by promoting and facilitating the rental of City facilities. • Continue to streamline and consolidate administrative services and marketing pieces to clearly and consistently communicate with our citizens about our various programs, services and events. • Establish a goal of self-sustaining levels for various divisions in Recreation. • Explore options to fund future park development projects, programs and operations. Learning • Prepare monthly agendas for the Parks and Recreation and Senior Commissions that address relevant issues and inspire community involvement. • 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. • Educate contract instructors and staff about inclusionary programming for the special needs population. • Educate the public about our "Live A Healthy Life...Recreate" program about health and wellness. • Continue to participate in the Greater San Diego Recreation Park Coalition for Health and Wellness. • Provide and encourage a variety of professional training opportunities to all staff members. • Improve our camp programs through improved staff training to ensure quality programs. Create cross-training opportunities within the Recreation department, and across major service areas, where feasible. • Continue to expand educational programs and learning opportunities for both adults and children on a variety of topics related to the history of the early California settlers and Leo Carrillo Ranch. • Improve our staff development program, the "All Hands Meeting", by developing a consistent and comprehensive program to improve communication and teamwork. Parks/Open Space/Trails • Continue to develop a Citywide Trails Master Plan, including acquisition and development. • Support and assist, where possible, the volunteer trails development program. • Complete construction and grand opening of the Municipal Golf Course • Begin construction of Alga Norte Park and Aquatics Center. • Prepare for the completion of the Lake Calavera Trails master plan. • Collaborate with various City departments, specifically the Library, Arts Office and Parks, and to improve our parks and programming, in order to encourage citizens to "stay" in Carlsbad and "play" in Carlsbad. • Continue to identify public sector and private partnerships for our trails program. • Complete the Senior Center expansion project. • Complete the Leo Carrillo Ranch Barn Stabilization project. • Complete the construction of seven additional tennis courts at Poinsettia Park. • Complete the rental area expansion at Leo Carrillo Ranch. • Process construction cost reimbursement request forms to the State of California for Prop. 12 and Prop. 40 Grant funds for Pine Avenue Community Park. G-19 PROGRAM: FUND: PROGRAM GROUP: PARK PLANNING & RECREATION MANAGEMENT GENERAL FUND/SPECIAL REVENUE COMMUNITY SERVICES ACCT NO. 0014510/001454S/ 1404515/14945XX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2004-05 ACTUAL $812,539 333,451 0 $1,145,990 7.50 0.00 $1,140,950 5,041 $1,145,990 2005-06 ACTUAL $821 ,589 327,691 1,975 $1,151,256 7.50 0.00 $1,139,586 11,670 $1,151,256 2006-07 BUDGET $913,766 353,791 0 $1 ,267,557 5.50 0.00 $1 ,267,557 0 $1 ,267,557 2007-08 BUDGET $637,044 426,507 0 $1 ,063,551 5.50 0.00 $1 ,047,351 16,200 $1 ,063,551 WORK PROGRAM: The Park Planning and Recreation Management Division provide administrative support for the City's ongoing recreation programs, park activities, trails 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 play in the City of 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 30.5 full-time positions and approximately 52.51 hourly/full-time equivalent positions. • 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. G-20 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. • Develop, coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park development projects. • Provide staff liaison and support for the operations of the municipal golf course. • Provide client department support during construction of Alga Norte Parka and Aquatics Center, Senior Center Improvements, and Poinsettia Tennis Courts. • Process the actions required to create a Citywide Trail System (land acquisition, maintenance system, development, volunteers, etc.). • Provide in-house design and coordination of various small park improvement projects (e.g. Pine Avenue Park restrooms, Shade structures at various parks, Carrillo Ranch event area expansion, Carrillo Ranch Barn restoration, 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, a summer camps booklet and quality marketing pieces to educate the public about the many programs and services available to them. • 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 G-21 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 2004-05 ACTUAL $932,889 894,753 18,444 $1 ,846,086 8.25 22.13 2005-06 ACTUAL $1,031,635 951 ,249 13,470 $1 ,996,354 8.20 21.75 2006-07 BUDGET $1 ,254,935 983,120 0 $2,238,055 8.20 21.75 2007-08 BUDGET $1 ,280,482 1,191,703 0 $2,472,185 7.90 20.77 WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing fee-supported programs for all segments of the population, including those that live, work, and/or play in Carlsbad. Recreation works with the community to increase the quality of life through its people, parks, and programs. In Essence, creating a sense of community through the value it places on people, the diversity in facilities, parks and trails, as well as programs & services that help to sustain a viable and healthy community. PROGRAM ACTIVITIES: Recreation programs include: enrichment classes, youth and adult sports, special events, youth day camps, preschool and teen programs. 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. • Promote open dialog with the community and respond to their needs. When appropriate suggestions are incorporated into the current process, programs, services, and procedures. • Offer 24/7 services which include field updates, league standings, and registration opportunities. • Evaluate programs and analyze data on an ongoing basis. • Prepare financial and revenue reports. 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. Promote health and wellness opportunities through enrichment programs to help position the department as a health and wellness resource for the community. Research and implement program opportunities. » « ^^ • •• •*,**•++ rtm* iw«^™n^^^^« Actuals 2005-06 Enrichment Classes Conducted 1 ,650 Enrolled 16,700 Revenue $538,000 Sports Camps Camps Participants Revenue 25 800 $48,000 ' Estimated 2006-07 1,650 16,700 $610,000 25 800 $48,000 Projected 2007-08 1,700 17,000 $764,500 30 900 $50,000 Youth Sports Teams Participants Spectators Revenue Adult Sports Teams Participants Spectators Revenue Actuals 2005-06 70 1,150 15,000 $36,500 330 5,150 30,000 $92,000 Estimated 2006-07 70 1,150 15,000 $35,500 332 5,200 30,100 $95,000 Projected 2007-08 72 1,200 1,600 $46,000 336 5,400 30,300 $100,000 G-22 PROGRAM: FUND: PROGRAM GROUP: RECREATION FEE SUPPORTED GENERAL RECREATION PAGE TWO ACCT NO. 0014515, 0014521-28 WORKLOAD MEASURES (continued): Day Camps Camps Participants Revenue Actuals 2005-06 23 716 $121,445 Pre-school Classes Conducted 175 Enrolled 1,792 Revenue $150,000 Triathlon Spectators Participants Revenue 5,500 1,120 $105,260 Estimate 2006-07 31 760 $123,600 3,500 989 $91,380 Projected 2007-08 32 780 $125,000 Teens CIT Participants Teen Participants Revenue 175 1,792 $142,500 175 1,792 $156,280 Special Events Events Participants Revenue 5,000 1000 $96,900 Actuals Estimate Projected 2005-06 2006-07 2007-08 964 1080 1,100 50 300 500 $250 $2,000 $2,000 10 11 11 3,500 6,500 7,000 $9,000 $15,000 $16,500 Community Volunteers Volunteers 1,300 1,600 1,700 Hours 11,000 17,000 18,000 KEY GOALS FOR 2007-08: 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. • Respond to the needs of the citizens for program activities and cost savings. Learning • Educate contract instructors and staff about inclusionary programming for the special needs population. • Educate the public about our "Live A Healthy Life...Recreate" program about health and wellness. • Continue to expand educational programs and learning opportunities for both adults and children on a variety of topics related to the history of the early California settlers and Leo Carrillo Ranch. • Improve our staff development program, the "All Hands Meeting" by developing a consistent and comprehensive program to improve communication and teamwork. • Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. SIGNIFICANT CHANGES: • A 0.30 FTE position and a 0.98 hourly position are being reallocated from this program to better reflect work load requirements. G-23 PROGRAM: FUND: PROGRAM GROUP: RECREATION - AQUATICS GENERAL RECREATION ACCT NO. 0014520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $347,360 159,239 1 1 ,043 $517,642 2.47 7.50 2005-06 ACTUAL $389,921 168,899 0 $558,820 2.47 7.40 2006-07 BUDGET $404,955 147,715 0 $552,670 2.47 7.40 2007-08 BUDGET $417,279 152,860 0 $570,139 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. PROGRAM ACTIVITIES: Lessons/Training Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities. These programs provide the foundation on which all other aquatic programs build. Provide education and training to the general public and City employees in first aid, CPR, AED, 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 by offering such courses as the Lifeguard Academy, Water Safety Instructor and Lifeguard Training Instructor. Fun and Fitness Provide opportunities for recreational swimming, fitness lap swimming, which assist participants maintain physical fitness and health, and family-oriented aquatic special events. Competitive Aquatic Programs Provide opportunities for competitive swim instruction and coached workouts for youth and adults as a contract service; coordinate and schedule Carlsbad High School use of the pool for physical education, boys and girls swim teams and water polo teams. These programs also assist participants to maintain physical fitness and health, as well as providing a source of social interaction and community pride. G-24 PROGRAM: FUND: PROGRAM GROUP: WORKLOAD STATISTICS Instructional Lessons Lane/Hours Classes Conducted Registered, Resident Registered, Non-Resident Revenue Carlsbad Hiah School P.E. Lane/Hours Participation Revenue Recreation and Lao Swim Lane/Hours Daily Admissions Youth Adult Season Pass Administration Revenue Carlsbad Swim Masters Lane/Hours Participation Revenue Carlsbad Hiah School Teams Lane/Hours Participation Revenue North Coast Aquatics Lane/Hours Participation Revenue RECREATION-AQUATICS GENERAL RECREATION : Actual 2005-06 1,993 273 1,661 54 $67,625 1,938 4,142 $9,690 20,379 6,689 8,675 18,742 $81 ,760 3,748 12,950 $50,258 4,657 9,208 $15,546 2,562 8,860 $13,760 Estimate 2006-07 2,000 273 1,675 55 $68,000 1,900 4,100 $9,600 20,300 6,800 8,800 19,000 $81 ,700 3,700 12,000 $49,000 4,600 9,200 $25,000 2,500 8,500 $13,000 Carlsbad Water Polo (Bovs Aqe Group Water Polo) Lane/Hours Participation Revenue 2,424 3,675 $8,521 2,300 3,600 $8,500 San Dieauito Synchronized Swimmina Lane/Hours Participation Revenue Pacific Diving Academy Lane/Hours Participation Revenue 196 902 $980 375 484 $2,250 190 900 $980 375 400 $2,200 PAGE TWO ACCTNO. 0014520 Projected 2007-08 2,000 273 1,675 55 $68,000 1,900 4,100 $9,600 20,300 6,800 8,800 19,000 $81,700 3,700 12,000 $49,000 4,600 9,200 $25,000 2,500 8,500 $13,000 2,300 3,600 $8,500 190 900 $980 375 400 $2,200 G-25 n in PROGRAM: RECREATION-AQUATICS PAGE THREE • FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 P KEY ACHIEVEMENTS FOR 2006-07: P Ml • Provided accurate financial and operational information to decision makers about the Alga Norte Park Aquatic Center. KEY GOALS FOR 2007-08: Top Quality Services • • Provide a balanced aquatic program to the community on a year-round basis. || • Promote community health and fitness through specific programs targeted at teens and adults. These include increased Carlsbad High School "Aquatic P.E." use, synchronized swimming, springboard diving, water polo, and swim team rental usage. H •ILearning • 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. MI SIGNIFICANT CHANGES: m • A 0.10 hourly position has been reallocated to this program to better reflect work load requirements. •L iji im m ni G-26 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 2004-05 ACTUAL $26,961 1,446 0 $28,407 0.53 0.00 2005-06 ACTUAL $27,429 1,108 0 $28,538 0.53 0.00 2006-07 BUDGET $33,095 1,720 0 $34,815 0.53 0.00 2007-08 BUDGET $33,105 2,320 0 $35,425 0.53 0.00 WORK PROGRAM: The Agua Hedionda Lagoon permits program reduces the City's liability exposure by requiring all vessels on the water to obtain a valid City use permit. PROGRAM ACTIVITIES: Permits Verifies and monitors Hold Harmless Agreement and DMV registration. Issues annual lagoon use permits. Enters data and updates database for the Police Department for enforcement. Coordinates with the Police Department to publish and distribute information regarding use, rules, and regulation of the lagoon. Coordinates with launching entities and maintains lagoon use data. As of fall 2005, the Lagoon Permit staff took over responsibilities for measuring boats to determine compliance with length limits. WORKLOAD STATISTICS: Actual Estimated Projected 2005-06 2006-07 2007-08 Annual Permits Daily Permits Snug Harbor Launches Revenue 288 208 596 288 208 596 288 208 596 $21,246 $21,246 $21,246 SIGNIFICANT CHANGES: • None NOTE: The Police Department has responsibility for patrol, enforcement, and lagoon buoy maintenance. G-27 PROGRAM: FUND: PROGRAM GROUP: RECREATION OPERATIONS GENERAL RECREATION ACCTNO. 0014540-44/0014546 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL $1,042,051 225,218 29,659 $1,296,928 11.80 13.28 2005-06 ACTUAL $1,115,576 225,270 86,115 $1,426,961 10.80 15.86 2006-07 BUDGET $1,182,912 233,950 0 $1,416,862 10.80 15.86 2007-08 BUDGET $1,328,673 311,007 0 $1,639,680 11.30 17.64 WORK PROGRAM: This division provides operational support for the Recreation Department, including the operation of Leo Carrillo Ranch Historic Park, three community centers and gymnasiums, parks, and City facilities used by the general public and a variety of City departments for recreational use and meetings. In addition, the Operations Division 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. • Customer service and revenue have improved with the success of online registration. 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, community parks, and other special use areas. • Staff coordinates classes, meetings, dedications, and other functions at Community Centers and other City facilities. • Attendants attend to customer service issues and provide general clean-up and associated maintenance at facilities and parks. • Staff is dedicated to providing excellent customer service and promoting "good sportsmanship" during all programs and events. • Staff continues to improve facility rental processing by adding additional rental times and improving the quality and condition of rental facilities and picnic areas. • Rentals continue to increase based on improve amenities • Provide facility assistance and scheduling for the resident non-profit organizations (sports, groups, civic and social groups). Supervision Supervisory staff coordinates operations of the Community Centers/Gymnasiums 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. • The quality of the workforce continues to improve with a more comprehensive training program and manuals. G-28 PROGRAM: FUND: DEPARTMENT: RECREATION OPERATIONS GENERAL RECREATION PAGE TWO ACCTNO. 0014540-44/0014546 WORKLOAD MEASURES: Reservations Processed: Number of Facility Users: Revenue: Number of Fields Maintained: Actual 2004-05 3,200 1,100,000 $128,000 17 Actual 2005-06 3,264 1, 110,000 $175,000 23 Estimate 2006-07 4,300 1,150,000 $285,000 25 Projected 2007-08 5,865 1,180,000 $331,000 25 KEY GOALS FOR 2007-08: 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. • Constantly strive to improve customer service through park patrols and enforcement of park rules and regulations. • Provide exceptional services on a daily basis including the processing of rental applications and the seamless coordination of setting up classes, meetings, dedications and other functions at community centers and other City facilities. • Continue to promote and support a safe environment to gather through the Department T.R.U.S.T. program for all facility users. • Incorporate the health and wellness initiative throughout all programs, activities, and services. Balanced Community Development • Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to private sector facilities. • City parks and facilities provide a place for citizens to connect with the community, place, and spirit through balanced and sustainable land use and with Carrillo Ranch, this includes providing ongoing historic preservation efforts. SIGNIFICANT CHANGES: • A 1.40 hourly recreation staff position will be added to support Pine Avenue Park (opened during FY 2006-07), Leo Carillo Ranch Historic Park, and the new Senior Center. • A 0.50 position was transferred to the Senior Programs to better reflect work load requirements. • A 0.38 hourly position have been reallocated to this program to better reflect work load requirements. G-29 PROGRAM: FUND: PROGRAM GROUP: SENIOR PROGRAMS GENERAL/SPECIAL REVENUE RECREATION ACCTNO. 0014570-0014574,143xxxx PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SPECIAL REVENUE TOTAL FUNDING 2004-05 ACTUAL $305,299 422,598 0 $727,897 1.95 7.50 $721 ,537 6,360 $727,897 2005-06 ACTUAL $377,170 355,289 0 $732,460 3.00 7.50 $723,763 8,697 $732,460 2006-07 BUDGET $421 ,052 464,991 12,584 $898,627 3.00 7.50 $898,627 0 $898,627 2007-08 BUDGET $498,804 487,442 72,300 $1 ,058,546 2.80 8.00 $994,046 64,500 $1 ,058,546 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 one 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, Excel, Word, 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.). • Provide programming in evenings and on weekends to accommodate the rising baby-boomer population. 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, tai chi, laughter therapy, and dance for seniors. G-30 PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: RECREATION ACCT NO. 0014570-0014574,143xxxx 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 9,000 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 8,000 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 20,000 lunches 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 80 seniors participates 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 35 trips are scheduled accommodating over 2,000 adventurous seniors. Enrichment classes, seminars, and other learning opportunities on topics pertinent to the concerns and interests of the aging population. SIGNIFICANT CHANGES: • A 0.50 hourly position is reallocated to this program to better reflect work load requirements. • A 0.20 FTE position is reallocated from this program to better reflect work load requirements. G-31 PROGRAM: FUND: PROGRAM GROUP: PUBLIC WORKS VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 16,040,898 35,549,600 2,636,940 54,227,438 195.07 15.95 2005-06 ACTUAL 17,913,819 40,069,470 7,052,719 65,036,008 196.70 15.95 2006-07 BUDGET 19,131,003 44,987,439 2,833,560 66,952,002 214.25 8.21 2007-08 BUDGET 21 ,329,974 50,266,003 3,195,040 74,791,017 228.25 10.78 Public Works Admin, 2% Environmental Programs, 4% Maintenance & Operations, 54% General Services, 26% Engineering, 13% H-1 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 2004-05 ACTUAL 661,550 213,068 0 874,618 6.30 0.00 2005-06 ACTUAL 736,510 171,291 388 908,189 6.30 0.00 2006-07 BUDGET 767,801 209,831 0 977,632 6.30 0.00 2007-08 BUDGET 795,158 328,058 0 1,123,216 6.45 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 Administration, Engineering Services, Environmental Programs (Storm Water Protection, Solid Waste Management), General Services (Parks Maintenance, Facilities Maintenance, Trails Maintenance, Fleet Maintenance, Fleet Replacement, Median Maintenance, Street Tree Maintenance, Street Maintenance, Traffic Signal maintenance, and Street Lighting), and Maintenance and Operations (Water Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, and Street Lighting). PROGRAM ACTIVITIES: Public Works Contracting • Issue and manage Public Works formal bid and quotation processes. • Track and renew Public Works contracts and Professional Service Agreements. • Assist Public Works staff in the creation and administration of contracts. Budget Preparation and Management • Coordinate department budget activities. • Prepare and report on quarterly activities. Performance Measurement • 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. Maintenance Management and Quality Control • Continue development of comprehensive systems inventory, maintenance standards, and work reporting system. Education and Outreach • Coordinate 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 2006-07: • Coordination of expenses related to the 2005 Winter Storms led to the reimbursement of over six (6) million dollars from the federal government. • Continued to maintain responsibility for Public Works Contracting for the entire City; developed simplified processes and performance measures to track results. H-2 PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 KEY ACHIEVEMENTS FOR 2006-07 (continued): • Participated in Citywide team to develop options for the future site of the Public Works Center. • Improved the Administrative support function within Public Works by determining the most efficient use of resources and encouraging a collaborative approach between administration and operations. « Improved reporting of Public Works Contract bid process to provide better customer service to internal staff, vendors, and contractors while also ensuring compliance with government regulations on equal opportunity. « Coordinated effort to upgrade Public Works Work Management System (Hansen) to latest version to improve reporting capabilities and improve effectiveness of the Public Works Work Management Programs. KEY GOALS FOR 2007-08: • Improve the City Wide Contract Management Process to provide better management data and interface with financial systems. • Improve the effectiveness of the overall Public Works Organization by reviewing processes and acting on input received from staff. SIGNIFICANT CHANGES: • A Business Systems Technician has been added to this program to assist the Business Systems Specialist with the coordination of various IT issues. This program has been allocated 0.50 of the position based on workload requirements. • A total of 0.35 positions have been reallocated to other programs to better reflect each program's workload. H-3 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCTNO. 001571X/5XX6310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND WATER ENTERPRISE SANITATION ENTERPRISE TOTAL FUNDING 2004-05 ACTUAL 5,121,921 1 ,709,364 140,336 6,971,622 51.20 1.00 5,873,943 624,999 472,680 6,971 ,622 2005-06 ACTUAL 5,433,968 1,705,035 3,875 7,142,878 51.20 1.00 6,077,519 639,215 426,144 7,142,878 2006-07 BUDGET 5,842,586 2,444,951 80,000 8,367,537 54.60 0.50 7,208,940 695,162 463,435 8,367,537 2007-08 BUDGET 6,905,571 3,116,567 50,713 10,072,851 56.90 1.50 8,827,909 746,965 497,977 10,072,851 WORK PROGRAM: The Engineering Department supports the City Council's goals by providing high-quality service in transportation engineering, water supply, sewer collection, storm water control, parks, general engineering municipal projects, 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, and construction of capital projects and performing traffic and transportation studies, water and sewer models and master plans. 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 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 domestic and recycled water systems, sewer systems; civic and municipal building and park improvements, street improvements, performing markouts, preparing master plans and special studies and investigations, and water resource development. For each project a variety of services are provided including planning, preparation of final plans and specifications, water quality investigations, technical engineering assistance, mapping, facility location and administration and project management. H-4 PROGRAM: ENGINEERING PAGE TWO FUND: GENERAL/WATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571 x/sxxesio PROGRAM ACTIVITIES (continued): Transportation • Review, investigate, analyze, and resolve a wide variety of traffic and transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, and traffic counts. Assist in maintaining optimum traffic signal operations. Construction Management and Inspection • Perform construction management, administration, and inspection for private grading agreements, development improvement agreements, and capital improvement, ensure construction of high-quality improvements, and minimize inconvenience to the public while ensuring safe work sites. KEY ACHIEVEMENTS FOR 2006-07: Design Completed 2007 slurry seal overlay and pavement and overlay Highland Drive storm drain from Pine to Basewood 2007 Concrete Replacement Lake Calavera Outlet Works Improvement Poinsettia Park Tennis Courts Mira Monte Drive Access Gate Control Upper and Lower Faraday Lift Station Removal El Camino Widening at Cougar Poinsettia Lift Station Improvement Fire Station Number 6 Alga Norte Community Park Construction Completed Fire Station 5 Storage and Restroom Hidden Canyon Community Park Bressi Potable Water Pump Station Pine Avenue Park Woodstock Sewer Pipeline Extension Forest Avenue Sewer Pipeline Extension Dove Library Garden Playground Carlsbad Boulevard Left Turn Lane at Breakwater SCADA Integration on Recycled Water North Batiquitos Lift Station Improvements San Marcos Boulevard Transmission Main Carlsbad Boulevard Bridge Retrofit Mahr Reservoir Recycled Water Calavera, Bressi, and Twin D. Recycled Water Pump Stations 2006 Concrete Replacement 2006 Pavement Overlay 2006 Slurry Seal Faraday/El Camino Real improvements and misc. Traffic Signals Blackrail Road Improvements Roosevelt Street Light Roosevelt Street Electrical Undergrounding Batiquitos Lift Station Improvement Water Well Abandonments (9 locations) Encina Basin Water Reclamation Twin D Reservoirs Industrial Park Pipelines Sea Cliff and North Batiquitos Interceptor AH Replacement Traffic signal modifications on El Camino Real at Hosp, Marron and Plaza Traffic Signal at Paseo Del Norte and Car Country H-5 PROGRAM: ENGINEERING PAGE THREE • FUND: GENERAL/WATER & SEWER ENTERPRISE | PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. ooi57ix/5XX63io m KEY ACHIEVEMENTS FOR 2006-07 (continued): ** Traffic signal at Carlsbad Village Drive and Glasgow ** El Camino Real Domestic and Recycled Water Transmission mains — Coastal Rail Trail, Phase I Faraday Avenue between Orion and Melrose _ El Fuerte Street between Faraday and Loker Rancho Santa Fe Road Construction - Phases I and II Project «i Emergency Dredge Work within Agua Hedionda Channel Project mOther Projects t Completed draft EIR document for Agua Hedionda Channel Dredge *•* Completed draft Drainage Master Plan Update Document Completed Rancho Santa Fe and Olivenhain Road Financing and Commenced Construction M) Completed Bicycle Master Plan Update ' Completed permitting for Opportunistic Sand Program Completed spot widening on El Camino Real Project Construction substantially completed on the City of Carlsbad Municipal Golf Course ^ Developed five-year Channel Maintenance Program and initiated environmental process M Repaired the Leo Carrillo Park erosion problem Processed improvement and grading plans for over one million square feet of industrial buildings „. Energized five traffic signals Approved plans and initiated construction on 84" Cannon Road storm drain project w* Approved plans and initiated construction on Cannon Rd/College Blvd widening project KEY GOALS FOR 2007-08: j Transportation/Circulation • Continue to work toward the environmental processing, design, and/or construction of major road projects ^ including: College Boulevard Reach A, Cannon Reach 4, Faraday Avenue, Poinsettia Lane Reach E, and spot M widening of El Camino Real. Parks/Open Space/Trails flf • Complete permitting and design of Coastal Rail Trail Reach 5 m Design Complete Domestic Water System modeling and water quality monitoring Program * Active members with water Reuse and California Storm water Quality Association ** Update Sewer Benefit Area Fee Program Continue with Beach Access Stairway Improvement Project m Repair guardrail at Palomar airport Road Bridge Replace Cynthia Lane Storm drain and six other locations ** Actively design Costal Rail Trail Reach 5/Avenida Encinas widening Actively design El Camino Real widening at Chestnut and Tamarack *"* Actively design Carlsbad Boulevard Jetty Barrier Improvement project — Actively design Market Pump Station VFD Upgrade and Tank Leak Repair Actively design Carlsbad Boulevard Encinas Creek Bridge replacement. ^^V Planning and Programs — Obtain City approval of Drainage Master Plan Authorize bidding for Agua Hedionda Channel Dredge project _ Prepare financing plan for Poinsettia Lane Reach E Secure a Memorandum of Understanding with State Parks on Beach Preservation *• Support efforts to implement regional beach nourishment projects Prepare a Pedestrian Master Plan PI Implement TransNet Regional Traffic Impact Fee Program H-6 * PROGRAM: ENGINEERING PAGE FOUR FUND: GENERAL/WATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 001571X/5XX6310 KEY GOALS FOR 2007-08 (continued): Development Services Implement CityGate business process review recommendations Complete Ponto Village Area Vision Plan EIR and advancement of development projects Complete rough grading for Robertson Ranch park site Complete Cannon Road and College Boulevard widening Prepare a Draft Pedestrian Master Plan. Complete construction and financing of Rancho Santa Fe and Olivenhain Road improvements. Complete the Rancho Santa Fe Road Phase II project. Complete the Faraday and Melrose Flood Retention Basins. 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. Development Services • Acquire discretionary approval for Robertson Ranch EIR Master Plan and Core Area SIGNIFICANT CHANGES: • A Senior Construction Inspector has been added to this program to assist with the inspection requirements of the new Storm Water Program. • A new Traffic Signal Systems Engineer has been added to this program to develop a comprehensive transportation network optimization of traffic signals to ensure cost-effective and efficient vehicle flow on arterial roadways. • A total of 0.30 positions have been reallocated to this program to better reflect each program's workload. • A total of 1.0 hourly position has been added to hire several interns throughout the year to assist with the program's workload requirements. H-7 PROGRAM: FUND: PROGRAM GROUP: GENERAL SERVICES VARIOUS GENERAL SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 5,914,417 9,081 ,688 208,606 15,204,712 82.05 14.35 2005-06 ACTUAL 6,409,226 10,077,695 639,410 17,126,331 82.05 14.35 2006-07 BUDGET 7,258,736 10,474,742 961,410 18,694,888 95.95 7.51 2007-08 BUDGET 7,712,040 1 1 ,345,758 615,000 19,672,798 97.75 9.08 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, medians, trails, and City streets. PROGRAM ACTIVITIES: LLD Medians_ 1.3% 3.6% Buena Vista Channel °-5% Streets 15.6% Trees Vehicle Replacement 3-0% 4.4% Vehicle Maintenance 14.0% Street Lights 6.3% Traffic Signals 3.8% Parks 26.5% Facilities 19.4% KEY ACHIEVEMENTS FOR 2006-07: Facilities Implemented Comprehensive Preventative Maintenance program for City Facilities. Remodeled the Harding Community Center Stage. Completed the Library RFID installation project. Renovated the Lobby's at both City Recreation Centers. Replaced the Safety Center Chiller. Installed energy efficient lighting at the Stagecoach and Calavera Community Centers as well as the Fleet building. Re-roofed the Swim Complex, Fire station #3, Heritage Hall and the Arts office. Installed energy misers for City vending machines. Repaired Flood damage at the Bauer Lumber Building. Relocated the Head Start program. Remodeled and relocated the crime lab at the Safety Center. H-8 PROGRAM: GENERAL SERVICES PAGE TWO FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY Streets • Instituted a zone by zone inspection program which is coordinated with the City's overlay program. • Extensive streetscape work conducted in the Downtown Village area. • Instituted Street pressure washing program for downtown area. • Increased the number of work orders performed by over 200% • Repaired and epoxy painted 8 beach access stairways • Repaired concrete damage at the sea wall Traffic Signals • Installed battery back-ups at approximately 15 locations. • Installed several audible pedestrian crossing devices in the Downtown Village area. • Rebuilt the Traffic Signals at the Cinema and Marron intersection. Street Lighting • Added additional contracting opportunities to increase maintenance of Street Lights. • Replaced 22 street lights along Carlsbad Boulevard. Fleet • After close evaluation of the 53 units which met the replacement criteria, only 24 were recommended for replacement in FY 2007. Six units were recommended for removal and 2 units were downsized. Parks • Planted approximately 400 trees of various species within the Hosp Grove - Rotary Picnic Area/Trailhead. • Re-screened tennis court fencing at Carlsbad High School (Joint Use Agreement) and Stagecoach Park. • Reconstructed/remodeled the restrooms at Holiday and Laguna Riviera Parks to ensure ADA. compliance. • Reconstructed roof framing and sheeting of a storage building and the community gazebo at Holiday Park • Installed concrete picnic tables/benches at La Costa Canyon, Stagecoach, Cadencia, & Poinsettia Parks, • Replaced the tot lot equipment and rubberized surfacing at seven park sites to ensure ADA compliance • Installed perimeter security fencing at the Stagecoach Park baseball field and the Poinsettia Park tot lot. • Enhanced the landscaping within the Downtown Village in direct response to a City Council top priority. • Installed a guardrail between baseball fields at Poinsettia Park for slope protection and ADA accessibility. • Commenced with the full-time maintenance responsibilities of the newly constructed Pine Avenue Park. • Installed habitat preservation fencing and performed weed abatement at the Veterans Memorial Park site. • Received a combined park satisfaction rating of 94% on the Annual Performance Measurement Survey. • Received a combined park approval rating of 98% on the Annual Maintenance Assessment Program. Street Trees • Planted approximately 200 street trees of various species within the public right of ways throughout the City. • Coordinated the pruning of over 1800 street trees under the contract Block-by-Block Maintenance Program. • Organized an Arbor Day tree planting & voucher event with San Diego Gas & Electric/West Coast Arborists. • Focused on street tree maintenance within the Downtown Village in response to a City Council top priority. • Responded to approximately 600 citizen and merchant requests for tree prunings, plantings, or removals. • Added in excess of 550 street trees to the City's inventory as a result of the Oaks North new development. Medians • Administered & inspected contract for approximately 50 acres of medians landscape maintenance. • Performed irrigation repairs/retrofits, and installed replacement plants/trees in medians of several streets. • Supplemented maintenance within the Downtown Village in direct response to a City Council top priority. Trails • Reconstructed trail link between Hidden Canyon and Dog Parks with retaining wall, granite, and fencing. • Developed and constructed trail link between Rancho Carrillo development and Palomar Airport Road. • Oversaw several volunteer work days, including La Costa Glen, and preparations for the Trail Blast events. • Coordinated several scout projects consisting of the installation of trail bridges, markers/signs and kiosks. • Assumed responsibility for maintaining an additional 4 miles of trails, bringing the Citywide total to 31 miles. H-9 PROGRAM: GENERAL SERVICES PAGE THREE „ FUND: VARIOUS ^ PROGRAM GROUP: GENERAL SERVICES SUMMARY •I KEY GOALS FOR 2007-08: ^ Top-Quality Services • Continue to refine the use of the Hansen work order system in the Parks, Street Trees, Medians, and Trails W maintenance sections. This process Includes the ongoing revision of work order procedures, and the training of || appropriate administrative and field staff. • Continue with the elevated maintenance program developed for the Downtown Village in response to a City Council top priority. ™ • Conduct a study and initiate a Sign Reflectivity Program. Ill • Initiate a red light LED Replacement Program Environmental Management . ; • Continue to explore ways to reduce energy usage to improve air quality that will ensure a higher quality of life in *• the community. 1 UK ib H-10 PROGRAM: FUND: PROGRAM GROUP: PARK MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015020 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1 ,767,451 1,720,114 132,355 3,619,920 23.75 9.85 2005-06 ACTUAL 2,032,169 1,905,114 141,215 4,078,500 23.75 9.85 2006-07 BUDGET 2,391,664 2,254,026 103,705 4,749,395 34.60 4.59 2007-08 BUDGET 2,547,424 2,345,583 315,000 5,208,007 33.70 5.39 WORK PROGRAM: Maintain, preserve, and enhance 348 acres of parks, school athletic fields, Downtown Village streetscapes, beach accesses, and landscapes at various civic facilities. This includes the maintenance of 16 parks and 15 special use areas. Manage over 625 acres of open space/undeveloped areas; provide services to other departments and community groups. The total acreage of park sites maintained includes 26 acres at Leo Carrillo Historic Ranch Park. PERFORMANCE MEASUREMENTS: Overall Ratings • 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. Cost Per Acre • Benchmark The annual park maintenance cost per acre will not exceed $10,726. Result The annual park maintenance cost per acre is $13,025. Public Opinion Survey • 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. PROGRAM ACTIVITIES: Turf and Landscape Maintenance • Direct management of 348 acres of turf, irrigation, and landscaping. Duties include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation, edging, aerating, re-seeding, rodent control, irrigation programming and repair, equipment maintenance, and contract administration for landscape services. Restroom Maintenance/Litter Control/Picnic Area Services • Inspect, maintain, clean, paint, and repair 12 permanent restroom facilities (as well as 9 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, trash removal and picnic area servicing. All parks, beach accesses, and beach areas are cleaned 5+ times weekly to remove all litter and service all trash receptacles. H-11 PROGRAM: PARK MAINTENANCE PAGE TWO FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 PROGRAM ACTIVITIES (continued): Court/Field/Tot Lot Maintenance • Maintain 22 tennis courts, 20 basketball courts, 18 soccer fields, and 32 Softball/baseball fields. All athletic courts are cleaned/inspected on a weekly basis. Duties involve washing, sweeping, and blowing surfaces, fence inspections/repairs, and paving inspections. In addition, this activity involves 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 100 different controllers, with over 1,520 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 monitoring responsibilities. Duties include trash removal, clean-up, weed abatement, and routine security. Miscellaneous Maintenance/Repair and Special Requests • These activities include repair and upgrading park structures, facilities, sports field lighting, play equipment, and fencing, and the installation of bleachers, drinking fountains, soccer goals, trash enclosures, and concrete work. Additional activities involve special projects and requests by the recreation community, various redevelopment requests, and community garden participants. The total amount of time spent on these .combined activities amounts to approximately 12% of park maintenance activities. SIGNIFICANT CHANGES: • A total of 0.90 positions have been reallocated to other programs to better reflect each program's workload. • A total of 0.80 hourly positions have been added to meet the increased workload requirements of the program. I 1 E JP m H-12 PROGRAM: FUND: PROGRAM GROUP: TRAILS GENERAL GENERAL SERVICES ACCTNO. 0015023 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 67,575 8,698 0 76,273 0.50 0.50 2005-06 ACTUAL 94,252 36,309 1,975 132,537 0.50 0.50 2006-07 BUDGET 173,669 148,989 0 322,658 1.80 0.50 2007-08 BUDGET 178,562 160,227 0 338,789 1.90 0.75 WORK PROGRAM: Community Services and Park maintenance will assist developers and trails volunteers in constructing and maintaining the citywide trails program. PERFORMANCE OBJECTIVES: Trail Management and Maintenance Program • Maintain existing trails in accordance with the trail maintenance plan. • Assist and monitor trail volunteers in the installation and maintenance of citywide trails. PROGRAM ACTIVITIES: Trail Maintenance Plan • Maintain existing and proposed Citywide trails with the assistance of trail volunteers. • Install trail improvements in accordance with Trail Master Plan. Project Processing • Continue processing acceptance agreements from previously rejected Irrevocable Offers of Dedication (IOD) for the citywide trail easements. SIGNIFICANT CHANGES: • Added four (4) miles of trails maintenance to the City-wide inventory during Fiscal Year 2006-07 bringing the total current maintained trail mileage to thirty-one (31) miles. Hourly hours were increased to accommodate the new trails. • A total of 0.10 positions have been reallocated to this program to better reflect each program's workload. H-13 PROGRAM: FUND: PROGRAM GROUP: FACILITIES MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015060 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1 ,375,943 1 ,534,856 38,983 2,949,783 20.60 3.00 2005-06 ACTUAL 1 ,485,603 1 ,622,226 138,829 3,246,660 20.60 3.00 2006-07 BUDGET 1,629,291 1,669,090 487,705 3,786,086 21.45 1.17 2007-08 BUDGET 1 ,583,875 2,105,105 135,000 3,823,980 22.15 0.84 WORK PROGRAM: Maintain and preserve City facilities to provide safe, attractive, and energy efficient buildings for the City to conduct its business and provide services to the community. PERFORMANCE MEASURES: Overall Ratings • Benchmark Ninety percent (90%) of ratings are at or above 7 on a 10-point scale. Result Ninety-one percent (91%) of ratings were at or above 7 on a 10-point scale. Cost Per Square Foot • Benchmark Carlsbad Facilities maintenance cost per square foot will be close to the National Benchmark of government institutions ($8.12 is National benchmark). Result Carlsbad Facilities maintenance cost per square foot is $7.32. Internal Surveys • Benchmark Ninety percent (90%) of internal surveys returned indicate overall service by Facilities Maintenance as good to excellent in all survey categories. Result Seventy seven percent (77%) of internal surveys returned indicated the overall service by Facilities Maintenance as good to excellent in all survey categories. Work Orders • 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 One hundred (100%) of Emergency work orders completed within 24 hours; ninety-four percent (94%) of High Priority work orders completed within 72 hours; ninety-four percent (94%) of Medium Priority work orders completed within 20 days; eighty-eight percent (88%) of Low Priority work orders completed within 30 days. H-14 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 using a combination of City staff and contract services. Contract Maintenance • Prepare and administer contracts for all building maintenance services (e.g., Heating Ventilation Air Conditioning (HVAC), plumbing, electrical, construction projects, and custodial services). WORKLOAD STATISTICS: Total Work Orders 2,000-i 1,500- 1,000- 500- n- D1090 D854 CY05* *'CY' = Calendar Year CY06* SIGNIFICANT CHANGES: • A Building Maintenance Worker has been added to this program to assist with the workload requirements of new facilities. • A total of 0.30 positions have been reallocated to other programs to better reflect each program's workload. • A total of 0.33 hourly positions have been removed to more accurately reflect the program's workload requirements. H-15 PROGRAM: FUND: PROGRAM GROUP: STREET MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0016355 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 1,302,115 1,164,485 1,740 2,468,340 19.50 0.00 2005-06 ACTUAL 1,345,933 1,273,717 21 ,900 2,641 ,551 19.50 0.00 2006-07 BUDGET 1 ,630,798 1,216,365 60,000 2,907,163 22.20 0.00 2007-08 BUDGET 1,888,879 1,171,556 0 3,060,435 24.15 0.00 WORK PROGRAM: The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system for vehicles and pedestrians. PERFORMANCE MEASURES: Roadway Cost: • Benchmark Cost per lane-mile of roadway is benchmarked to not exceed $5,661 per street-mile. Results Cost per lane-mile of roadway equaled $5,599 in Calendar Year 2006. Roadway Safety: • Benchmark 100% of roadway segments meet CalTrans collision rates. Results 94% 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 increased on both Palomar Airport Road and El Camino Real when measured in June 2006. 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 1. 33% of all scheduled street striping and pavement marking activities were completed in Calendar Year 2006. 2. 78% of roadway ratings scored at or above 7 on a 10-point scale in Calendar Year 2006. 3. 89% of the average overall roadway condition index scored 70 or higher in Calendar Year 2006. H-16 PROGRAM: STREET MAINTENANCE PAGE TWO FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCTNO. 0016355 PROGRAM ACTIVITIES Contract Management • Contract Management consists of contract design, inspection, and support. Roadside Maintenance • Roadside Maintenance activities consist of weed abatement, debris hauling, cement repair, sidewalk, handrail, and guardrail maintenance. 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. Also included are painting retaining walls, handrails, and guardrails. SIGNIFICANT CHANGES: • Seawall maintenance tasks will be added to Street duties, as well as, downtown decorative tile and concrete maintenance activities. • Planned activities include retaining wall, handrail, and guardrail painting. • A Maintenance Aide has been added to this program to replace two temporary positions. • A total of 0.95 positions have been reallocated to this program to better reflect each program's workload. As part of this 0.95 reallocation, a Maintenance Aide position was moved from the Street Lighting program to the Streets Maintenance program. H-17 PROGRAM: FUND: PROGRAM GROUP: TRAFFIC SIGNAL MAINTENANCE GENERAL GENERAL SERVICES Hi m m M ACCTNO. 0016370 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 69,885 505,891 0 575,776 0.95 0.00 2005-06 ACTUAL 77,469 685,050 191,067 953,587 0.95 0.00 2006-07 BUDGET 81 ,476 622,331 310,000 1,013,807 0.95 0.00 2007-08 BUDGET 85,053 653,944 0 738,997 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. SIGNIFICANT CHANGES: Approximately 17 new signals are expected to come online by the end of FY 2007-2008. B PI m m i p * H-18 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 POSITIONS 2004-05 ACTUAL 405,016 283,615 0 688,631 5.40 0.75 2005-06 ACTUAL 332,368 271,256 0 603,624 5.40 0.75 2006-07 BUDGET 276,677 285,232 0 561,909 3.20 0.75 2007-08 BUDGET 303,541 294,827 0 598,368 3.60 0.95 WORK PROGRAM: The Street Tree section provides maintenance to all accepted street trees in the public right-of-way, including specialized maintenance services for street trees in Carlsbad's downtown village. PROGRAM ACTIVITIES: Street Trees • This section provides maintenance for approximately 10,000 trees as well as maintenance for an additional 5,000 trees that fall within City right-of-ways that must be maintained due to emergency and/or neglect. All aspects of tree maintenance included planting, pruning, watering, root pruning, removing and replacing. The division annually responds to over 600 street tree work orders/requests, and provides storm, or other emergency assistance as necessary. Contractual Tree Maintenance • This contractor provides ongoing street tree maintenance via the block pruning program, and sizeable/selective specimens that are beyond the scope of the division's regular staff. Street Tree Block Pruning • This program creates a cyclical schedule for tree trimming in the public right-of-way in order to focus on preventive maintenance. WORKLOAD STATISTICS:Trimmed Trees 1767 1800 1811 FY02 FY03 FY04 FY05 FY06 FY07est. SIGNIFICANT CHANGES: • Expectation is to add approximately 1,000 street trees to the City's inventory between the Oaks North Industrial Park new development, and the Street Tree Replenishment Program. • A total of 0.40 positions have been reallocated to this program to better reflect each program's workload. • A total of 0.20 hourly positions have been added to meet the increased workload requirements of the program. H-19 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 2004-05 ACTUAL 140,476 387,235 0 527,71 1 1.60 0.25 2005-06 ACTUAL 161,216 392,017 4,600 557,833 1.60 0.25 2006-07 BUDGET 141,846 392,456 0 534,302 1.50 0.00 2007-08 BUDGET 200,783 508,443 0 709,226 2.00 0.65 WORK PROGRAM: Provide landscape maintenance and litter control to all City medians including specialized service within the downtown village area. PROGRAM ACTIVITIES: Contractual Median Maintenance • Provide ongoing program for administering, and overseeing contract median maintenance for approximately 50 acres of City medians. Maintenance includes litter control, weed control, pruning, pesticide and fertilizer application, replanting and irrigation repairs/adjustments. Streetscape Maintenance • Maintain approximately five (5) acres of high profile areas including downtown village medians and landscaped pockets/islands. Maintenance activities consist of litter control, weed control, pruning, pesticide/fertilizer application, replanting, and irrigation repairs/adjustments. WORKLOAD STATISTICS: Acres Maintained 90% Contract 10% In-House SIGNIFICANT CHANGES: • Approximately five acres of landscaped medians have been added to the existing contract for routine maintenance. • A total of 0.50 positions have been reallocated to this program to better reflect each program's workload. • A total of 0.65 hourly positions have been added to meet the increased workload requirements of the program. H-20 PROGRAM: FUND: PROGRAM GROUP: STREET LIGHTING MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 1626357 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 155,087 831 ,058 0 986,145 1.85 0.00 2005-06 ACTUAL 159,926 866,381 139,822 1,166,130 1.85 0.00 2006-07 BUDGET 194,065 886,343 0 1 ,080,408 2.65 0.00 2007-08 BUDGET 148,442 931,536 165,000 1 ,244,978 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. KEY GOALS FOR 2007-08: • Replace 22 street lights on Carlsbad Blvd. between Tamarack Ave. and Cannon Rd. PERFORMANCE MEASURES: Description Benchmark Repair Response within 10 days \90% Result 2006-07 88% SIGNIFICANT CHANGES: • A Maintenance Aide position was transferred to the Streets Department. H-21 PROGRAM: FUND: PROGRAM GROUP: BUENA VISTA CHANNEL MAINTENANCE MAINTENANCE ASSESSMENT BUENA VISTA CHANNEL MAINTENANCE ACCTNO. 1636312 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 6,300 96,547 0 102,848 0.00 0.00 2005-06 ACTUAL 1,757 43,025 0 44,783 0.00 0.00 2006-07 BUDGET 10,600 85,900 0 96,500 0.00 0.00 2007-08 BUDGET 10,600 80,000 0 90,600 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. 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 cleaning of the channel only occurs every five 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 2007-08: • Clearing occurred in Fiscal Year 2006-07 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 2007-08 budget will be the fourth year of the five-year contract. H-22 PROGRAM: FUND: PROGRAM GROUP: LIGHTING & LANDSCAPING DISTRICT No. 2 MAINTENANCE ASSESSMENT GENERAL SERVICES ACCT NO. 164XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 0 33,443 0 33,443 0.00 0.00 2005-06 ACTUAL 0 53,057 0 53,057 0.00 0.00 2006-07 BUDGET 0 129,683 0 129,683 0.00 0.00 2007-08 BUDGET 0 248,434 0 248,434 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 nine zones in District No. 2 are Calavera Hills II, Kelly Ranch, the Oaks South, Thompson/Tabata, the Palomar Forum/Raceway, Bressi Ranch, the Greens, the Ridge, and the Oaks North Industrial developments. SIGNIFICANT CHANGES: • During the Fiscal Year 2006-07, one new zone was added to the district, Zone 9 (the Oaks North Industrial Park), which added to the budgeted costs for Fiscal Year 2007-08. H-23 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 2004-05 ACTUAL 624,569 1 ,372,008 35,528 2,032,105 7.90 0.00 2005-06 ACTUAL 718,531 1,673,153 0 2,391 ,685 7.90 0.00 2006-07 BUDGET 728,650 1 ,844,327 0 2,572,977 7.60 0.50 2007-08 BUDGET 764,881 1,981,103 0 2,745,984 7.65 0.50 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, and administers the collection and disposal of hazardous waste generated by City departments. The 'in-service' fleet is comprised of 297 vehicles and 130 other pieces of equipment. PERFORMANCE MEASURES: Work Orders • Benchmark 90% of scheduled preventive maintenance work orders are completed within 24 hours from the time the vehicle is delivered to the shop. Result 72% of scheduled preventative maintenance work orders were completed within 24 hours from the time the vehicle was delivered to the shop. Unit Availability • Benchmark 95% of fleet units are available to meet City needs. Result 98% of fleet units are available to meet City needs. Internal Surveys • Benchmark 90% of internal surveys returned indicate overall service by fleet Maintenance as good to excellent in all survey categories. Result 89% 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. H-24 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 to Encina Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. WORKLOAD STATISTICS: NUMBER OF REPAIRS 1510 16101580 Preventive Maintenance Vendor Repairs Total Repair Orders SIGNIFICANT CHANGES: • For 2007-08, the Fleet Maintenance Division will be retrofitting several diesel vehicles to meet more stringent Air Resources Board emissions standards. Fuel prices will continue to be monitored during this fiscal year as the fluctuation in gas prices is likely to continue. • A total of 0.05 positions have been reallocated to this program to better reflect each program's workload. H-25 PROGRAM: FUND: PROGRAM GROUP: VEHICLE REPLACEMENT INTERNAL SERVICE GENERAL SERVICES ACCTNO. 6215061 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 0 1,143,737 0 1,143,737 0.00 0.00 2005-06 ACTUAL 0 1 ,256,387 0 1 ,256,387 0.00 0.00 2006-07 BUDGET 0 940,000 0 940,000 0.00 0.00 2007-08 BUDGET 0 865,000 0 865,000 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 Finance 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: 460 Vehicle/Equipment Vehicle/Equipment Total Units (in Acquired Disposed service) DFY05 EUFY06 BFY07(est) SIGNIFICANT CHANGES: Of the 53 units that met the replacement criteria outlined in Administrative Order No. 3, only 24 units were selected for replacement in Fiscal Year 07-08. Of the 24 units selected for replacement, 2 Police Canine SUVs were downsized. H-26 PROGRAM: FUND: PROGRAM GROUP: MAINTENANCE & OPERATIONS VARIOUS MAINTENANCE & OPERATIONS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 3,716,402 24,688,351 2,278,457 30,683,211 46.82 0.00 2005-06 ACTUAL 4,661,218 28,149,173 6,365,741 39,176,132 48.45 0.00 2006-07 BUDGET 4,521,107 30,419,014 1 ,633,000 36,573,121 48.50 0.00 2007-08 BUDGET 4,913,237 33,236,754 2,471 ,400 40,621 ,391 55.45 0.00 PROGRAM GROUP DESCRIPTION: This department is responsible for preventive maintenance, repair, and operations of City and Water District infrastructure including City water and sanitation systems. PROGRAM ACTIVITIES: Recycled Water 12% Water Operations 63% Sanitation Operations 25% KEY ACHIEVEMENTS FOR 2006-07: Potable and Recycled Water Operations • Delivered 18.0 mgd of potable water while meeting all the health standards established by State and Federal governments. • Installed, maintained and read an additional 550 new water meters; the total number of water meters in the system now exceeds 27,350. • Exchanged 555 old or defective water meters to improve accuracy of water usage data. • Operated and maintained 2,880 valves and 1,108 fire hydrants. • Repaired or replaced 67 water services. • Irrigated approximately 1,350 acres with recycled water at 135 sites. • Averaged about 1.6 mgd of recycled water in lieu of potable water. • Delivered 18.0 mgd of potable water while meeting all the health standards established by State and Federal governments. Wastewater Operations • Operated 14 sewer lift stations averaging 6.62 mgd of sewage pumped without a failing that resulted in a sewage spill or contamination of the environment. • Maintained 282 miles of sewer mains. H-27 m m PROGRAM: MAINTENANCE & OPERATIONS PAGE TWO FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY KEY ACHIEVEMENTS FOR 2006-07 (continued): • High-pressure cleaned approximately 148 miles of sewer main lines. • Responded to 9 sewer main line stoppages. • Rodded or repaired 30 sewer service laterals. • Operated and maintained 1 ,440 valves and 592 fire hydrants. KEY GOALS FOR 2007-08: Top Quality Services/Environmental Management • Enhance planning and management of Water Operations, Sanitation Operations, and Construction Maintenance through implementation of an automated work management system. • Ensure the availability of safe drinking water through implementation of public water system protective measures that balance the risks between microbial pathogens and disinfection byproducts. • Sustain a performance-oriented organization incorporating continuous improvement through development and implementation of preventive maintenance schedules. • Ensure the environmental sensitivity of the community through compliance of City Work Yards with appropriate Storm Water Permits and guidelines. mi § ii H-28 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL/DEBTfi'RANSFERS GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 2,797,535 18,979,763 1,184,191 22,961 ,490 34.12 0.00 2005-06 ACTUAL 2,947,824 21,239,172 1 ,553,905 25,740,901 35.75 0.00 2006-07 BUDGET 3,331 ,472 24,132,411 893,000 28,356,883 34.75 0.00 2007-08 BUDGET 3,418,275 25,939,463 915,200 30,272,938 35.50 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 (26,000 accounts). The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority. In FY 2006, the District's Phase II Recycled Water Plant began production. In addition, the District continues to buy recycled water from the Leucadia Wastewater Authority and Vallecitos Water District. PROGRAM ACTIVITIES: 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. 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 install, replace and maintain water meters. 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. PERFORMANCE/WORKLOAD MEASURES: 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. Also, the annual cost of service will not exceed $725 per acre-foot of water produced. This benchmark was established based on results of a survey conducted by the American Water Works Association (AWWA) in February 2005. Fiscal Year 2000-01 2001-02 2002-03 2003-04 2004-05 2005-06 Water Loss 4.3% 4.2% 5.2% 6.1% 5.0% 6.0% Cost per Acre-Foot $735 $724 $755 $784 $828 $901 H-29 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS PAGE TWO ACCT NO. 5016310/5026310 PERFORMANCE/WORKLOAD MEASURES (continued) Potable Water Quality • Ninety-eight percent (98%) of bacteria samples free of conform 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. * m m i Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 No. Samples Collected 1,719 1,719 1,752 1,724 1,719 Percent Bacteria-Free 99.9% 99.9% 99.9% 99.8% 99.9% Water Service Delivery • Complete 90% of planned maintenance of water distribution valves and fire hydrants each year based on a standard of maintenance. Measures the level of care with which the integrity of the water distribution system is being maintained. % of Planned Maintenance Fiscal Year 2002-03 2003-04 2004-05 2005-06 Valve Maintenance 8% 24% 28% 56% Fire Hydrant Maintenance 10% 35% 35% 67% WORKLOAD STATISTICS: WATER OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2006 Flow Control Station Maintenance 4% Daily Op's System Maintenance 22% Routine Water Quality Samples 13% Va^e Rre Hydrant Replacement/ Repair 1%Mi m Other Msc Maintenance 56% SIGNIFICANT CHANGES: Funding for a .75 new Cross Connection Control Technician for enhancement of scheduled recycled water use site monitoring and inspections in accordance with State Department of Health Services citation. H-30 PROGRAM: FUND: PROGRAM GROUP: WASTEWATER OPERATIONS WASTEWATER ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5116310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL/TRANSFERS GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 918,867 5,708,588 1 ,094,266 7,721 ,721 12.70 0.00 2005-06 ACTUAL 1 ,042,254 5,921,391 4,768,532 11,732,1,77 12.70 0.00 2006-07 BUDGET 1,189,635 6,286,603 740,000 8,216,238 13.75 0.00 2007-08 BUDGET 1,494,962 7,297,291 1 ,556,200 10,348,453 19.95 0.00 PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District operates and maintains the sanitary sewer system which covers approximately 65% of the geographic area of the City (64,095 customers). 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 Cost Efficiency • Annual cost of service per million gallons of sewage will not exceed $1,512. This benchmark was established based on the results of a survey conducted by the American Water Works Association in February 2005. Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 Expenses $3,568,236 $3,151,172 $3,946,119 $3,992,462 $3,766,058 Annual Flow (MG) 2,278 2,493 2,789 2,688 2,416 $/MG $1,567 $1,632 $1,415 $1,485 $1,559 Sewer System Service Delivery • Complete 90% of planned maintenance for station facility maintenance and sewer main cleaning based on a standard of maintenance. Measures the level of care with which the integrity of the sewer collection system is being maintained. Fiscal Year 2002-03 2003-04 2004-05 2005-06 % of Planned Maintenance Station Facility Maintenance 50% 33% 67% 67% Sewer Main Cleaning 60% 60% 100% H-31 PROGRAM: FUND: PROGRAM GROUP: WASTEWATER OPERATIONS WASTEWATER ENTERPRISE MAINTENANCE & OPERATIONS m M PAGE TWO ACCTNO. 5116310 PERFORMANCE MEASURES (continued): • Annual number of spills will be zero gallons per mile of sewer mains per year. Fiscal Year 2001-02 2002-03 2003-04 2004-05 2005-06 Reportable Gallons Spilled 7,835 7,550 209 3,030 1,509 Total Miles of Mains 212 232 235 254 282 Spills per Mile 36.9 32.5 0.9 12.0 5.4 WORKLOAD STATISTICS: SANITATION OPERATIONS-PERCENT OF TOTAL WORKLOAD IN 2006 Station Maintenance 22% Sewer Main Cleaning 16% Station Operations 30% Other Misc. Maintenance 26% Sewer Lateral Main Maintenance 6% 1 SIGNIFICANT CHANGES: The Waste Discharge Permit requirement (WDR) is an unfunded state mandate which requires increased inspection and maintenance of the city's sanitary sewer system. The overriding goal of the WDR is to ensure that overflows from the sewer system are reduced statewide. In order to comply with this mandate, 5.5 positions, one combination jet/vac cleaning truck, one video inspection van, and two pick up trucks have been added to ensure continued compliance with the newly established maintenance standards for sewer main and lift station wet well inspection and cleaning. The positions are 4 Utility Workers, one Public Works Superintendent, and one Senior Office Specialist that is split (50/50) between the Wastewater and Storm Water enterprises. A .25 Business System Technician has been added to this program and the remaining approximately .45 positions reflects portions of several positions that are being reallocated to this program to better reflect work load requirements. H-32 PROGRAM: FUND: PROGRAM GROUP: ENVIRONMENTAL PROGRAMS VARIOUS ENVIRONMENTAL PROGRAMS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 620,306 858,260 9,541 1,488,107 8.70 0.60 2005-06 ACTUAL 671,140 988,610 43,304 1 ,703,055 8.70 0.60 2006-07 BUDGET 740,773 1 ,438,901 159,150 2,338,824 8.90 0.20 2007-08 BUDGET 1 ,003,968 2,238,866 57,927 3,300,761 11.70 0.20 PROGRAM GROUP DESCRIPTION: Environmental Programs is an umbrella program to centrally manage the efforts of the storm water division, solid waste and water conservation. The program focuses on presenting a unified message to citizens and industry, providing easy access to information, increasing public awareness and more efficiently using our resources. In 2006-2007, three new Solid Waste Programs were introduced, and the new Municipal NPDES (Storm Water) Permit was adopted. For 2007-2008, these programs will continue to grow and adapt to a changing regulatory environment. This program also includes the Beverage Container Grant. PROGRAM ACTIVITIES: Storm Water Protection 83% Solid Waste 17% H-33 PROGRAM: FUND: PROGRAM GROUP: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE ENVIRONMENTAL PROGRAMS ACCT NO. 5206375/5206390 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 95,957 267,586 0 363,543 0.60 0.20 2005-06 ACTUAL 100,512 343,981 0 444,493 0.60 0.20 2006-07 BUDGET 63,274 495,067 0 558,341 0.60 0.20 2007-08 BUDGET 67,176 506,642 0 573,818 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 • Eighty-seven percent (87%) rate trash collection as "Good" or "Excellent." • Eighty-four percent (84%) rate recycling collection service as "Good" or "Excellent." Cost Efficiency • Commercial rates (adjusted for City fees) are second lowest when compared to our benchmark partners. Residential rates (adjusted for City fees) are second to Chula Vista, the lowest, when compared to our benchmark partners. The benchmark is lowest one-third in San Diego County and Carlsbad has continued to attain that position. Diversion • Year 2005 Diversion rate as reported to the CA Integrated Waste Management Board: fifty five percent (55%). PROGRAM ACTIVITIES: AB 939 Diversion Requirements • Implement the waste reduction and recycling components of the Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE) to comply with state mandated AB939 diversion requirements. Coordinate activities with Countywide Technical Advisory Committee. As required, prepare, and submit annual diversion reports to the state. Solid Waste • Administer and monitor the solid waste contract. Review tonnage and revenue reports from authorized collector for accuracy. Coordinate solid waste activities with the Countywide Technical Advisory Committee. Provide outreach and education to the public about the solid waste programs. • Ensure proper collection and disposal of solid waste generated in the city. 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. H-34 PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5206375/5206390/ KEY ACHIEVEMENTS FOR 2006-07: • Second annual special collection event for Household Hazardous Waste (HHW) and Electronic Waste resulting in 33 tons of material collected from 514 residents. • Manage Door-to-Door Household Hazardous Waste collections. • Manage backyard composting program and training courses. SIGNIFICANT CHANGES: • None H-35 PROGRAM: FUND: PROGRAM GROUP: STORM WATER PROTECTION/ STORM DRAIN MAINTENANCE SOLID WASTE ENTERPRISE ENVIRONMENTAL PROGRAMS ACCTNO. 5215710/5216310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL/TRANSFERS GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 2004-05 ACTUAL 524,349 590,674 9,541 1,124,565 8.10 0.40 2005-06 ACTUAL 570,628 644,628 43304.4 1 ,258,562 8.10 0.40 2006-07 BUDGET 677,499 943,834 159,150 1 ,780,483 8.30 0.00 2007-08 BUDGET 936,792 1,732,224 57,927 2,726,943 11.10 0.00 WORK PROGRAM: Provide leadership and coordination for Citywide 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. 2007-01 (the "Permit") issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: Industrial. Commercial, and Municipal Inspections Businesses sorted by SIC must be categorized (industrial, commercial, municipal) and prioritized (high, medium, low) and inspected accordingly per permit requirements. Enforcement of non-compliant sites is required during and after inspections. High-priority municipal and industrial facilities are inspected annually (approx 60). Medium and low-priority industrial sites and high-priority commercial sites are inspected as needed (over 1,000). Water Quality Monitoring The permit requires co-permittees to conduct 3 major programs: 1) the Coastal Monitoring Program if coastal waters are in the jurisdiction, 2) Dry Weather Program, 3) Regional monitoring programs. The City also participates in the continuous monitoring at Agua Hedionda Creek in conjunction with the San Elijo Lagoon Foundation. 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. Outreach to municipal staff is intended to inform and educate employees and City contractors on the requirements imposed on all municipal facilities and operations. Illicit Connection/ Illegal Dumping (IC/ID) Permit requirements include the investigation of potential illicit connection/illegal dumping incidents in the City. Complaint calls to the Storm Water hotline numbered over 107 for FY 05-06 that were directly related to IC/ID complaints. Over 400 other calls were fielded related to Storm Water maintenance, sewer, and other incidents with potential to cause water pollution. Storm Drain Maintenance Program The Permit requires the City to inspect and remove waste between May 1 and Sept 30 of each year, with record keeping of inspections and amount of materials removed maintained. In addition, the Storm Drain Maintenance Program manages a street sweeping contract to reduce material accumulation in the MS4. Watershed Participation The permit requires the City of Carlsbad to participate in watershed activities with neighboring cities. Activities include standardizing Standard Urban Runoff Management Plan (SUSMP) documents, inspection checklists, and training programs, and coordinating outreach activities on a watershed level. H-36 PROGRAM: STORM WATER PROTECTION/ PAGE TWO STORM DRAIN MAINTENANCE FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5215710/521631 o PROGRAM ACTIVITIES (continued): City Representation This department is the City's representative at co-permittee meetings, watershed meetings, regional Outreach and Education meetings, regional monitoring meetings, Coastal Monitoring program meetings, Dry Weather Program meetings (through contractor), Regional Board meetings, regional Clean Water Act Regulation meetings, and regional Total Maximum Daily Load meetings Annual City Report Writing This department is responsible for the annual preparation of two major city reports - the annual Jurisdictional Urban Runoff Management Plan (JURMP) report, and the annual Watershed Urban Runoff Management Plan (WURMP) report. 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. KEY ACHIEVEMENTS FOR 2006-07: • Inspected industrial and commercial facilities including 100% of restaurants in Carlsbad. • Responded to complaints of illegal dumping to the Storm Water hotline. • Conducted Dry Weather monitoring at 60 sites visited once per year, and Coastal monitoring at 24 sites along the beaches and lagoons visited 20 times per year. • Participated in residential outreach events, a regional advertising campaign, and distributed storm water education materials. • Hosted a Food Services Industry Workshops with 35 participants from local Carlsbad food establishments. • Staff chaired the Regional Channel Maintenance workgroup. Team developed descriptions for standard BMP's for storm drain facilities and hired a consultant to develop a regional template to apply for permit for channel maintenance activities. • Verified and refined storm drain inventory to conform to program requirements. • Inspected all catch basins, channels, and desiltation basins in the City. • Completed JURMP Annual Report, WURMP Annual Report, and Coastal Monitoring report. • Participating in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily Load of Contaminants in local water bodies. KEY GOALS FOR 2007-08: 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. • Continued compliance with the Existing Development section of the current Municipal NPDES permit order number 2007-01. • Assume lead responsibility for the Carlsbad Watershed. • Continued responsibility for coordinating, writing and editing the JURMP annual report, WURMP annual report, and contributing to other regional reports. • Coordinating, writing and editing the new JURMP for the City of Carlsbad according to the new Municipal NPDES permit. • Participating in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily Load of Contaminants in local water bodies. • Improve on citywide NPDES MS4 permit education and training program. H-37 PROGRAM: STORM WATER PROTECTION/ PAGE THREE . STORM DRAIN MAINTENANCE | FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5215710/521631 o p MI SIGNIFICANT CHANGES:II • A new Environmental Specialist position has been added to serve as lead over Inspections and Complaints, |g coordinate the Education and Outreach Program, and oversee Municipal Facility Inspections. • A new Public Works Supervisor has been added to plan, organize and supervise work plans for personnel in storm drain maintenance programs ™ • A new Senior Office Specialist position has been added (split with Wastewater) to assist with increased data HI entry, record keeping and general clerical work. • The remaining approximately .3 positions reflects portions of several positions that are being reallocated to • this program to better reflect work load requirements. nf •I M m Ml H-38