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Home My WebLink About1997-06-24; City Council; 14243 Part 2; Part 2 - Adoption of the 1997-98 Operating and Capital Improvement Program Budgets1 RB i't,LCf,3 4 1) li I 1 E 4 I c 1 1 ! I EG-4 I &iiJ FAJ 2q I b@+iV CITY OF CARLSBAD CALIFORNIA ,-~--------- /I*-- --,-rr_____--*--- Carkbad Sea Wall 1 Operating Budget I Capital Improvement Program & I 1997 - wa Lee Rautenkranz li City Clerk 1 I I I i 8 II City of Carlst 1997198 Operating Budget a Capital Improvement Progr I( - Ma Claude "Buddy" Le City Coui Ramona Finr 1: Matt t Ann Kulc i Julie Nygai 1 1 1 I I I I 1 City Man; Raymond R. Patc Financial Management Dire James F. El - Prepared by the Finance Departn Finance Dire II Lisa Hildabrand, C. I B II t 1 I I I I 1 I J1 II. I 1 I I CITY OF CARLSBAD, CALIFORNIA TABLE OF CONTENTS 1997-98 BUDGET How the Budget Document is Organized ......................................................................... Organization Chart BUDGET OVERVIEW City Manager's Transmittal Letter 1997-98 Budget Highlights ................................................................................................ Projected Fund Balances .................................................................................................. Personnel Allocations About the City of Carlsbad ................................................................................................ t CSMFO Budget Awards .................................................................................................... ............................................................................................................ ..................................................................................... ....................................................................................................... OPERATING BUDGET Overview.. Projected Fund Balances. ................................................................................................. Expenditure Schedule. ...................................................................................................... Revenue Estimates.. ......................................................................................................................... ......................................................................................................... I Departmental Summaries General Government Summary ..................................................................................................................... City Council City Manager ............................................................................................................... City Clerk ...................................................................................................................... City Attorney ................................................................................................................ Cash Management ....................................................................................................... Purchasing.. ................................................................................................................. Human Resources Worker's Comperisation. ...................................................... .................................... General Liability ........................................................................................................... Health Insurance Information Systems .................................................................................................... Miscellaneous Non-Departmental Public Safetv Police Department Summary ( Administration ............................................................................................................... Field Operations ............................................................................................................ Traffic ............................................................................................................................ Volunteer Services/Reserve Program ........................................................................... Investigations.. ......................................................... ............................................. .................................................................................................................. Finance ........................................................................................................................ ....................................................................................................... .......................................................................................................... ................................................................................ Summary ..................................................................................................................... t ....................................................................................... TABLE OF CONTENTS Page Two . Public Safetv (continued) Vice/Na rcot ics .............................................................................................................. 75 Juvenile Diversion ........................................................................................................ 76 Property and Evidence ................................................................................................. 77 Technical Services ....................................................................................................... 78 Crime Prevention ......................................................................................................... 80 Communications Center ............................................................................................... 81 Police Records ............................................................................................................. 82 Police School Resource Officers ................................................................................... 83 Various Asset Forfeiture .............................................................................................. 84 Bicycle Patrol ............................................................................................................... 85 Administration .............................................................................................................. 87 Emergency Medical Services ....................................................................................... 90 Weed Abatement ......................................................................................................... 91 Disaster Preparedness ................................................................................................ 92 Community Development Summary ..................................................................................................................... 93 Administration .............................................................................................................. 94 Geographic Information System ................................................................................... 95 Economic Development ............................................................................................... 96 Engineering .................................................................................................................. 98 Land Use Planning ..................................................................................................... 100 Planning Commission ................................................................................................ 101 Growth ManagementlHabitat Management ................................................................ 102 Building Inspection ..................................................................................................... 103 D.A.R.E ........................................................................................................................ 79 .. Fire Department Summary ........................................................................................... 86 Fire Suppression .......................................................................................................... 88 Fire Prevention ............................................................................................................ 89 Libra w/Cu Itu re Summary ................................................................................................................... 104 Administration ............................................................................................................ 105 Adult Services ............................................................................................................ 107 Genealogy/Local History ............................................................................................ 109 Centro de Informacion ............................................................................................... 110 Children's Services .................................................................................................... 111 Technical Services ........................................................................................ Collection Development & Acquisitions ...................................................................... 113 Media Services .......................................................................................................... 114 Adult Learning Program ............................................................................................. 115 La Costa Branch ........................................................................................................ 116 Audiovisual Insurance ................................................................................................ 117 Cultural Arts ............................................................................................................... 119 .. Library Gifts ............................................................................................................... 118 I II f I I I 1 t I II 1 I I 1 I. 1 I I TABLE OF CONTENTS I Page Three Libraw/Culture (continued) Sister City ................................................................................................................... Arts Special Events .................................................................................................... Communitv Services Summary ................................................................................................................... ’ Administration ............................................................................................................ ’ Parks and Recreation Commission ’ ............................................................................ Park Operations ......................................................................................................... ’ Recreation Operations ................................................................................................ Recreation - Aquatics .................................................................................................. Recreation - Agua Hedionda Lagoon .......................................................................... Major Street Maintenance ........................................................................................... Traffic Signals ............................................................................................................. ‘I Facilities Maintenance.. I Senior Programs ......................................................................................................... 1 Senior Nutrition .......................................................................................................... 1 Senior Donations 1 Street Tree Maintenance ........................................................................................... 1 Median Maintenance.. ................................................................................................ 1 Street Lighting 1 Buena Vista Creek Channel Maintenance .................................................................. 1 Solid Waste Management .......................................................................................... 1 Carlsbad Golf Course 1 Vehicle M ai ntena we.. ................................................................................................ 1 Vehicle Replacement ................................................................................................. 1 Summary ................................................................................................................... 1 Redevelopment Operations ....................................................................................... 1 Low/Moderate Income Housing ................................................................................. I Housing - Rental Assistance ...................................................................................... 1 Community Development Block Grant ....................................................................... 1 Summary ................................................................................................................... 11 Water Operations. ...................................................................................................... 1 ( Water Reclamation 1 ( Sanitation Services .................................................................................................... 1 ( Recreation Fee Supported ’ ......................................................................................... Street Maintenance.. ................................................................................................... .............................................................................................. ....................................................................................................... ............................................................................................................ ................................................................................................ Housing and Redevelopment Redevelopment Debt Service 1 .................................................................................... Administration Housing Trust Fund 1 ............................................................................ Water and sanitation .................................................................................................... TABLE OF CONTENTS Page Four . CAPITAL IMPROVEMENT PROGRAM Overview ......................................................................................................................... 167 Projected Fund Balances ................................................................................................ 179 Revenue Estimates ......................................................................................................... 181 Budget Expenditure Schedule ......................................................................................... 183 Current & Future (1 997-98 to Buildout) Projects ............................................................. 184 Analysis of Available Balances ....................................................................................... 196 Glossary of Capital Project Funding Sources .................................................................. 204 APPENDICES Planned Capital Outlay Items ......................................................................................... 206 Conference Travel .......................................................................................................... 210 Continuing Appropriations ............................................................................................... 214 Gann Appropriations Limit .............................................................................................. 217 Budget Calendar ............................................................................................................. 218 Resolution Adopting the Budget ..................................................................................... 220 Glossary ......................................................................................................................... 224 Accounting Systems and Budgetary Control ................................................................... 219 Resolution Adopting the Appropriation Limit .................................................................. 223 I 1 4 I 1 k I t t II I I I I P I I @ HOW THE BUDGET DOCUMENT IS ORGANIZED The beginning of the budget document contains the City Manager’s transmittal letter an overview information. The overview information will provide summary data to the readt for both the operating budget and the capital improvement program, as well E information on personnel allocations and debt management issues. The Operating Budget section begins with an overview of the revenue assumptions ar the policies used to develop the budget. The overview is followed by tables providir detailed information on fund balances, expenditures and revenues. The followin sections are separated by general function such as General Government, Public SafeQ and Community Development. Within these broad categories, the budget is organize on a departmental basis. Summaries, financial and descriptive, are included fc departments containing more than one program. The summary page is followed b detailed program information. Some departments consist of one program only, and thu only one page is included for them. For each program a financial history, and the 1997 98 budget figures, is presented. Also included are narrative statements describin program activities and associated workload measures or performance objectives. The Capital Improvement Program (CIP) is located toward the back of the budgc document. Included is a discussion of the program as a whole, the revenue source: project scheduling, and budgeted 1997-98 expenditures. The discussion is followed b a multi-page table outlining all capital projects. Ongoing projects are identified alon with the amount of funds already appropriated, while future projects contain a identification of theiir estimated cost in the planned year of spending. An analysis a future revenues and cash balances concludes the presentation of the CIP. The Appendices contain a detailed listing of the 1997-98 Capital Outlay items b department. Travel detail is presented next, so that Council may review and approvc these requests. Then a listing of the appropriations carried forward into the 1997-91 budget are presented. The last section of the Appendices provides information on thc Gann Limit, Budget Process, Accounting System and Budgetary Control, the Adoptec Resolution for the Budget, the Gann Limit, and a Glossary. It a 1 -L------_L--__--___---________. -------_---_------____ II r-7 r-7 ___________-_ r-7 1 '1 I r---- I I r5 01 r'i z rli rii r'i r,'l r 62 i la1 I g2 I Iz,J I :g I I YI I gs I IVFgl a< $51 I 8 I1"'-1 1'8 I I-% I 58 I I3$8I L?JL -J L -IL J L A L'JL -I g h at q 5 w Id 59 g 3, tj :: dw n =E 2 8. PC A; y 90 :Qkfll ** IpI I qn I Ig;al I s: I IYsrl =5E I E! I IgiyII 2s -2w - I I r---------- ________ 1 I I t- I W & -2 2 r z 0 L..( L W c h m -------- 3 t, r F 922 &E& a I ,.E I I YE I l$gl I a4 I I B I I f3 1 I y I I ;* I I 3 I pg1 i":"I 1.). hfyj zu I r'irz-lr ir ir ir,ir ir ir i-$5 3s SLia z' -2:: 2o a!: 8" aaw a3 g., d z Q 1 ;: I I % I I'Frl :$z I :i I I ft 1 I :$ I I :i E I I ;j I I gg 1 L JL~~JL,J~,JL~J~~JL~JL,JL -I II I fI I I I -]_I I 'I -I -11 - 125 11 :; I Ir%elIgi I I 8 I 15 I 1-8 II E- I 1'8 I L------ L---------- ~-J--L----------------.-- /---I _______-_-----------L- -------- I I-,- - - __ -, ___ --------- ------- ---------- ii 1 OVERVIEW I B I I a I C 1 4 t 1 8 I I 1 I 1 I - 1 * -m - A-m-o M To the Honorable Mayor and City Council: 1997-98 BUDGET TRANSMITTAL I am pleased to submit to you the 1997-98 Operating and Capital Improvement Pro$ Budgets for the city of Carlsbad which total $149.8 million with projected revenues of $1 million. Of the total budget, $82.6 million (or 55%) will be used to finance the operations o City while $67.2 million (45%) will go towards the construction of capital improvem throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan fc services, programs, and capital projects which will assist the Council in the achievement c vision for Carlsbad. Development in the city of Carlsbad has been fairly slow over the past eight years due tc implementation of the growth management program in 1986 and the recession of the early ! However, this pattern has changed. The return of a stronger economy coupled with a per demand for new homes and businesses has resulted in increased development activity. 1 the pace of growth once again accelerating, the Council and citizens want to ensure thal City’s service levels will not be impacted. It was with this goal in mind that the1997-98 bu was developed. Under the Growth Management Program, new development is planned to ensure that revenues are available to build the needed libraries, parks and streets to serve the increa pcipulation. The 1997-98 CIP reflects the increased development activity by moving forwa number of projects that had been scheduled for later years. The plans are currently undei foi- several major projects including a new 64,000 square foot library slated to ope spring/summer 1999, the Carlsbad Municipal Golf course opening in 1999-2000, the wide of La Costa Boulevard beginning in 1997-98 and Phase II of the Public Safety and Set Center which will begin construction next year. The increase in development is also affecting the operating budget as it brings more peop the City, either as residents, employees or tourists. This results in a need for more police fire services, more recreation programming and increased maintenance on the streets as as a variety of other services. These service needs were anticipated as the 1997-98 bu was developed. Public safety needs have been addressed on two fronts. The police department has formul a two-year staffing plan which will address the City’s needs for sworn officers over the next 5 years. The fire department has also been assessing the projected growth of the Cii determine the impact on their services. The City has already constructed and staffed the E stations needed to serve the build out population. The department is now reviewing the lev ernergency medical services it provides to ensure adequate services will be available in future. In addition, the staffing needs for the new library have been considered and will be added the next two to three years. Other enhancements to services in the 1997-98 budget inc staffing Poinsettia park to provide assistance to residents, additional summer camps for B 1200 Carlsbad Village Drive Carlsbad, CA 92008-1 989 (61 9) 434-2821 FAX (61 9) 7204 youths of Carlsbad and a street sweeping program that will ensure the City’s public parking lots are kept litter-free. Staff has also evaluated the operating impacts of the new streets, traffic signals and parks to ensure that we will be able to maintain Carlsbad’s quality of life in the newly developing regions as well as for our current residents and businesses. As much as we try to plan for every eventuality, there are some events which are difficult to predict and it’s even harder to know how to plan for them. The adoption of Proposition 218 is one of these. This proposition establishes new rules for the creation of property related taxes and charges, which affects both existing taxes and charges and the methods by which such amounts can be assessed in the future. There are two special districts which rnay be at risk due to the passage of Proposition 218. They are (I) the 1972 Act Lighting andl Laindscaping District, and (2) the County Service Area (CSA) fee for the 800 MHz radio system. The Lighting and Landscaping district provides for enhanced street lighting, median landscaping and tree maintenance in certain street right-of-ways. The 800 MHz radio regional corninunication system will replace an aging wireless communication system for the public safety/services departments allowing greatly improved communications between various agencies. If both of these revenue sources were lost, it could cost the City up to $2,000,000 in 1997-98 to continue the programs. In order to fund these programs, either the General fund budget would need to be reduced or another revenue source would have to be found. Althougih the City acknowledges the potential threat of Proposition 218, the actual impact will not be k;nown until implementing legislation is adopted or the issues are litigated. Therefore, the 1997-98 budget does not reflect any potential impacts from Proposition 21 8. Despite the threats of Proposition 21 8, Carlsbad’s financial status continues to improve. Assessed values have stabilized, sales taxes are on the rise and, with the opening of the Four Seasons Hotel, the transient occupancy taxes will get a substantial boost. In addition, the commercial/industriaI corridor continues to attract numerous businesses to Carlsbad. One of Council’s vision statements this year is to provide residents with a better quality of life by making decisions and policies which implement the general plan, enforce the growth management plan and are based on what is best for Carlsbad. We believe that thle 1997-98 operating budget and capital improvement program supports the achievement of this vision. I would like to express my appreciation to the City Council for providing the leadership and support which are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of the City staff for not only creating a successful oper,ating 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 all my thanks for a job well done. ==----l is - ! +; ,7;Q __ --- - +.. .s RAYM City 22 Manager D R. PATCHETT June 24,1997 2 t 1 I m m I . 1997-98 TOTAL REVENUES m $130.5 MILLION TAXES $33.2 26% CAPITAL REVENUE $44.8 34% LICENSES AND PERMKS $2.9 2% STATE SUBV ENTONS $2.8 2% INTER- UTILITY CHARGES sERvlcEs RGES FoR DEPARTMENTAL $20.6 16% $9.6 7% INTEREST GoVERN $5.4 4% $2.9 2% MENTAL $5.3 4% In millions I # I 8 I I 1 1997-98 TOTAL BUDGET I $149.8 MILLION HOUSING & GENWALGOVT f?EDWRop- CAFtTAL PRCxlECTS $67.2 45% DEvRoFMacT wATw& ~TK>N $13.6 9% SA NKATlON $19.6 13% $3'4 2% In millions Re venue Projections by Fund Tme The City's revenues are divided into various funds. Each fund has been established because of some restriction on the use of resources received by that fund. The City's five fund types are shown on the accompanying graph. The single largest revenue source is the General fund, with estimated revenues of $44.9 million. General fund revenues come from a variety taxes, sales taxes, transient of sources including property - 1997-98 OPERATING REVENUES 1 BY FUND TYPE I $85.7 MILLION "AL REWELOP- SWVE mrr $44.9 SPEC. WENE $9.0 In millions , - I I I 1 1 I 1997-98 OPERATING EXPENDITURES BY FUND TYPE I $82.6 MILLION Internal Service Redevelopment $8.3 $1.7 Enterprise Funds $20 2 General Fund $44.9 Special Revenue $7.5 In millions L -- 1997-98 OPERATING EXPENDITURES $82.6 MILLION 20 0 18 0 16 0 14 0 12.0 In c - .P 10.0 - .- E 80 6.0 40 20 00 W n - I 1 8 R s I I I I I I 8 1 1 I 1 II 7 Community Development, with a budget of $7.5 million, provides the services that guidt and oversee the planning and development of Carlsbad as depicted in the City'! General Plan. The General Plan is the base document which expresses the goals an( public policy relative to future land use. It acts as a "constitution" for development and i! the foundation upon which all land use decisions are based. Library and Culture, with a budget of $3.4 million, provide programs to a wide range o people and assist in their education and cultural development. In addition to runnin! one of the most complete libraries in San Diego County, the City also provide: numerous special programs such as adult literacy, a summer arts camp for children an( the award-winning "Centro De Informacion", an outreach program for Spanish-speakin! adults and children. Community Services provide many services to the citizens of Carlsbad including parks streets and facilities maintenance, solid waste management, and a variety of recreatior programs. The budget for these programs totals $13.6 million of which $5.7 million ic devoted to keeping the City streets and facilities in good working order and $3.8 millior is used to operate the park facilities and recreation programs. Housing and Redevelopment activities support the redevelopment of Carlsbad's Village Area and the creation of affordable housing within the Village Area and throughout the City. The Housing and Redevelopment budget totals $5.6 million with the majority of the funding coming frorn federal grants and property taxes collected on land within the & Village Area. The cost for Water and Sanitation services is expected to total $19.6 million for the 1997-98 fiscal year. All of these expenses are paid by the customers using the services. The City does not have any of its own water sources, thus, it purchases all 01 its water from the San Diego County Water Authority. As such, the cost of the water is largely dictated by the prices set by that agency. Sanitation services are providec through a joint powers agency (JPA) which operates the Encina wastewater plant Carlsbad is one of six north county agencies which participate in that JPA. GENERAL FUND General Fund Reverw The majority of the General fund revenues are derived from taxes, which equal $30.4 million, or 68%, of the total. The following graph illustrates the sources of revenue to the General fund. m 1997-98 GENERAL FUND REVENUES - $44.9 MILLION CHARGESFOR 0- SUBVENTIONS swvKxs RNENUE LICENSES & TRANSIENT TAX SALES TAX $12.6 28% PROPWTY TAX TRANSFER TAX $11.3 25% $0.4 1% In millions Sales taxes are the number one source of revenue for the General fund. Si3les taxes are estimated to bring in $12.6 million for the 1997-98 fiscal year which is 28% of the General fund revenues. Automobile and department store sales are significant contributors to the category of sales tax. Property taxes, at $1 1.3 million, account for 25% of General fund revenues. Property tax revenues have been hard hit due to the decline in assessed property values and the loss of $2.5 million in annual property taxes to the State of California during fiscal years 1993 and 1994. Transient occupancy taxes (TOT), at $4.6 million, reflect an increase of $1.1 million over the 1996-97 estimate. There has been a marked increased in TOT which is expected to continue in 1997-98. Franchise taxes and transfer taxes make up the remaining $1.9 million in tax revenues collected by the City. Other revenue sources in the General fund are state subventions, licenses and permits, charges for services, interest, and other revenue. These categories total $184.5 million or 32% of the General fund revenues. State subventions are revenues which are collected by the State and allocated to the City based on a formula. Examples of subventions include motor vehicle license tax and home owner’s exemption. Subventions total $2.8 million, or 6%, of the General fund revenues. Licenses and permits account for $2.9 million, or 6%, of the General fund revenue and include building permits and business licenses. Charges for services are estimated to be $5 million or 11 % of the total. Charges for services include fees for engineering, planning, building, recreation, and property rentals. Other revenue sources include interdepartmental charges, fines and forfeitures, and reimbursements. Other revenue sources total $2.4 million, or 5%, of the General fund revenue. Interest earned on funds held and invested by the City represents totals $1.4 million, or 3%, of the total revenues. 8 8 4 u U i) I I I GENERAL FUND I $44.9 MILLION 1997-98 OPERATING BUDGET 18 16 14 12 u) 5 10 .- - - .- €8 6 4 2 0 I 1 ~~ -1 General Public Comm. Library/ Comm. Non- Contingency C - Gov‘t Safety Develop- Culture Setwces Depart- ment mental The budget for non-departmental expenditures totals $2.2 million which is 5% of the General fund budget. The non-departmental budget includes the golf course transfer, the Hosp Grove payment, property tax administration fees, the animal regulation contract, community promotion, and other specific contracts and fees. As previously mentioned the Council contingency account is budgeted at approximately $1.5 million which is $863,000 more than the 1996-97 adopted budget. Iin total the contingency account amounts to 3% of the General fund expenditures. Balancinu the Buduet Balancing revenues with the demand for new or increased services is one 01 the major challenges faced by the Council and staff as the budget is developed. Revenues received by the City set constraints on the amount of services that can be provided. This year the City added several new or increased services and continued to employ strategies to offset the burden on the General fund. The new or increased service levels include: increased police staffing, staff for Poinsettia Park, two additional weeks for the Youth Summer Camp program, and the addition of a City facilities parking lot sweeping program. To offset the burden on the General fund, the budget for capital outlay items was limited. Additionally, the City is maintaining six unfunded positions this year, which are ciJrrently vacant and are expected to be filled in future years. Five of these positions are in the library and will be needed when the new South Carlsbad library is completed. The other unfunded position is in the fire department. Despite the increasing revenues, the City continues to use alternate funding sources to support former General fund programs. Police asset forfeiture funds are supporting all non-personnel costs for the DARE and Juvenile Diversion programs, as well as the costs of the school resource officers program. Major street maintenance and repair programs are supported through the Gas Tax and TransNet funds Staffing The 1997-98 budget includes a total of 532 permanent positions (both full time and %- time positions) and 91.8 part-time positions (in full-time equivalents). Six positions remain unfunded in the 1997-98 budget This means that the budgeted work force for fiscal year 1997-98 is 526 permanent positions and 91.8 part-time. The City’s policy is to staff at a level that will meet the ongoing service demands of the various departments. Threats To The General Fund The passage of Proposition 218 poses a potential threat to the financial resources of the General fund. The proposition establishes new rules for the imposition of property related taxes and charges, which affects both existing taxes and charges and methods by which such amounts can be assessed in the future. Two of the City’s assessments that may be at risk are: (1) the 1972 Act Lighting and Landscaping District, and (2) the County Service Area (CSA) fee for the 800 MHz radio system. 1972 Act Lighting and Landscaping District- The 1972 Act district levies approximately $1.4 million in assessments which pay for street-related maintenance services including lighting, median maintenance, and maintenance of trees located in the street right-of-way. While the final interpretation is still uncertain, it appears that Proposition 218 requires public agencies to submit existing assessments to the property owners for approval in order to continue to collect the 10 B I D 1 @ 8 D 1 1 I U m 1 1 I assessments. There are four exemptions to this requirement one of which is ar exemption for assessments used to finance the costs of street maintenance anc construction. Staff believes that the Carlsbad district falls under this exemption based on the existin( definition of street maintenance in the streets and highways code. Therefore, tht Lighting and Landscaping District does not require ratification. However, until there i: clarification from the legislature or courts, the ability to levy these assessments is still a risk. County Service Area for the 800 MHz System- Between 1997 and 2002, the County, the City and several other participating agencie! are planning to install a new radio communications system for all public safety and somf community services operations. The purpose for the system is to develop regiona communications capabilities to cope with potential disasters and major events, tc improve inter-agency and intra-agency communications and to provide the needer technology for all participants to meet their communications needs in the future. The City’s share of the cost of the system is approximately $5.4 million, plus $lOO,OOC per year in maintenance. The City intended to fund these costs from revenue receivec from a County Service Area (CSA) fee on each parcel located in the City. The passage of Proposition 218 brought the validity of the CSA charge into question and the matter was reviewed by the City Attorneys and County Counsel. County Counsel has opined that the CSA chargie must be approved by the voters which cannot occur until June 1998 at the earliest, if at all. This means that no assessments will be collected for the 1997-98 fiscal year and the ability to charge an assessment in the future is in question. Approximately $900,000 is available to Carlsbad from funds previously collected. If the CSA is not approved by the voters and the City chooses to proceed with the system, the City would be required to pay the remaining $4.5 million from the General fund. This could result in a reduction in General fund services. Although the City of Carlsbad acknowledges the potential threat of Proposition 218, the actual impact will not be known until implementing legislation is developed. Therefore the 1997-98 budget (does not factor in any loss of revenue due to Proposition 218. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad Capital Improvement Program (CIP) is a long-range planning document which identifies current year projects as well as future capital needs and sources of revenue. These funds are used for the construction of municipal facilities, roads, traffic signals and parks. The Capital Improvement Program for 1997-98 totals $67.2 million. Some of the notable capital projects included in the 1997-98 budget are described below. 0 1 The initial construction of the South Carlsbad Library is slated for next year, with a 1997-98 appropriation of $16.8 million. This will be funded with Community Facilities District No. 1 revenues and may include a loan from the Public Facilities fee fund, if I necessary. I 0 The Carlsbad Municipal Golf Course includes an additional $9.1 million appropriation for design and construction work. This will be funded through the issuance of bonds. 1 11 Once the Interstate 5/La Costa Avenue interchange is complete, the widening of La Costa Avenue from Interstate 5 to El Camino Real will undergo construction. This is anticipated to begin next year, with $5 million of Community Facilities District No. 1 funds. The acquisition of land for the Business Park Recreational Facility will commence next year. Park fees generated in zones 5, 13 and 16 will fund the $4 million appropriation in 1997-98. The South Carlsbad Village Storm Drain will receive its final scheduled apipropriation of $3.8 million from TransNet-Local funds. In 1997-98, the portion of Palomar Airport Road which fronts the Palomar Airport will be widened. Next year’s appropriation of $3 million will be funded by a county grant and Public Facilities fees. Sewer funding of $1.6 million reflects Carlsbad’s share of the funding for Ithe Encina Wastewater Facility capital improvements and debt service. The Cannon Road West extension project is scheduled for an additional Sll .3 million appropriation from the combination of TransNet, Community Facilities District No. 1 and Bridge and Thoroughfare District No. 3 funding. 0 0 Debt Manacrement Issues As the City develops, the question of financing the necessary infrastructure becomes more and more pervasive. 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 (COP’S) to fund streets, buildings, sewer and water facilities, open space acquisition and other infrastructure projects. The City is continually evaluating its outstanding debt as well as potential future issues to insure that interest costs are kept at a minimum and the uses of the bond funds are appropriate. The following table identifies the debt the City has issued, the outstanding prmcipal, the 1997-98 principal and interest payment and the scheduled year of payoff. Of the total debt outstanding, only $6.6 million will be paid back with General fund monies. 12 (I I 1 g 8 U I I 1 I City of Carlsbad Debt Outstanding Outstanding 1997-98 Original Principal Payment Bondlqame Fund Bond Issue at 6/30/97 P&l 1988 I-losp Grove 1988C.MWD 1996 Refunding Encina JPA 1993 Fi:edevelopment Certificates of Participalion General $ 8,690,000 $ 6,615,000 $ 860,985 Certificates of Participation Water Enterprise $ 14,370,000 $ 8,160,000 $ 1,524,982 Sewer Expansion Sewer Enterprise $1 1,080,000 $1 1,080,000 $ 91 8,179 Tax Allocation Bonds Redevelopment $ 15,495,000 $1 5,005,000 $ 1,047,659 Subtotals $49,635,000 $40,860,000 $4,351,805 Assessment Districts 1986 College Boulevard 1988 Palomar Airport Road 1990 Alga Road Assessment District Assessment District $ 9,570,250 $ 6,180,000 $ 8951 35 Assessment District Assessment District $ 5,133,940 $ 2,800,000 $ 524,988 Assessment District Assessment District $ 19,561,248 $14,375,000 $ 1,641,093 Subtotals $ 34,265,438 $23,355,000 $ 3,061,216 Totals $83,900,438 $64,215,000 $ 7,413,021 Carlsbad Ranch Assessment District: In July 1997, approximately $1 0.4 million in bonds will be issued to acquire the completed public improvements to and along Cannon Road, Palomar Airport Road, Armada Drive and Leg0 Drive, including street improvements, street lighting, landscaping, underground improvements, undeirgrciunding of existing electric utilities, and a pedestrian walkway. Rancho Carrillo Assessment District: This financing district is scheduled for formation in 1998, with the issuance of approximately $22.7 million in bonds. These boncls will fund the construction costs of street improvements, storm drains, water and sewer mains, medians, landscaping and irrigation along Melrose Avenue and Palomar Airport Road, the relocation of the Vallecitos Water District sewer mains and the riparian mitigation costs. SUMMARY The economy, both locally and throughout the state of California, has pulled out of the recession of the early 90’s and is showing strong steady economic growth. Property taxes, sales taxes, and hotel taxes (transient occupancy tax) are all projected to increase in the upcoming year. Development activity is stronger than the City has experienced in many years. This economic growth adds to the diversity and strength of the City’s financial base which, in turn, provides funding for the services, programs, and the physical development of the City. City Council and staff are aware of the importance of being proactive in response to that growth as evidenced though this fiscal spending plan for the 1997-98 fiscal year. We believe this budget demonstrates the City’s commitment to providing its citizens with high quality services and a well planned, prosperous community. 14 I I U I u B PROJECTED PROJEC' BALANCE ESTIMATED ADOPTED FUND BALAN( PROGRAM AREA JULY 1 1997 REVENUES BUDGET TRANSFERS JUNE 30 OPERATING BUDGET Ceneral Government $14,286,879 ($330,000) Public Safety $18,555,220 Community Development $7,555,963 L brary/Culture $3,443,200 Community Services $1 3,624,685 Housing and Redevelopment $5,622,596 Water and Sanitation $1 9,569,143 SUBTOTAL OPERATING $53 447.739 $85,709,882 $82,657,686 ($330,000) $56,169 CAPITAL IMPROVEMENT PROGRAM F scal Year 1997-98 $1 16,122,767 $44,788,289 $67,188,845 $330,000 $94,052 1996-97 Continuing Appropriations ($32,994 $61,057 TOTAL OPERATING AND CAPITAL $169,570,506 $130,498,171 $149,846,531 $0 $117,227 , CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 OVER (UNDER) 1996-97 1996-97 BUDGET ALLOCATED 1997-98 NUMBER ALLOCATED I -- lcnv COUNCIL -- SECRETARY TO CITY COUNCIL 1 I TOTAL CITY COUNCIL 1 1 0 /CITY MANAGER I CITY MANAGER 1 1 ASSISTANT CITY MANAGER 1 7 FINANCIAL MANAGEMENT DIRECTOR 1 1 ASSISTANT TO CITY MANAGER 1 1 SENIOR MANAGEMENT ANALYST 1 1 SECRETARY TO CITY MANAGER 1 1 ADMINISTRATIVE SECRETARY 2 2 TOTAL CITY MANAGER 8 8 0 -- \CITY TREASURER I -- ASSISTANT TO THE TREASURER 0 75 0 75 TOTAL CITY TREASURER 0 75 0 75 0 lClTY CLERK I ASSISTANT CITY CLERK 1 1 DEPUTY CITY CLERWECHNICIAN 1 1 ADMINISTRATIVE SECRETARY 06 06 SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST I1 0 0 TOTAL CITY CLERK 36 36 0 -- I INFORWTiON SYSTEMS I INFORMATION SYSTEMS DIRECTOR 1 1 INFORMATION SYSTEMS MANAGER 1 1 SYSTEMS ANALYST 1 1 PROGRAMMEWOPERATOR 1 1 NETWORK SPECIALIST I 0 1 1 NETWORK SPECIALIST II 1 1 ADMINISTRATIVE SECRETARY 04 04 TOTAL INFORMATION SYSTEMS 54 64 1 -- 1ClN AlTORNEY I CITY ATTORNEY 1 1 ASSISTANT CITY ATTORNEY 1 1 DEPUTY CITY ATTORNEY 1 1 SECRETARY TO CITY ATTORNEY 1 1 ADMINISTRATIVE SECRETARY 1 1 HOURLY FULL TIME EQUIVALENTS 0 05 05 TOTAL CITY ATTORNEY 5 55 05 /FINANCE J FINANCE DIRECTOR 1 1 ASSISTANT FINANCE DIRECTOR 1 1 SENIOR MANAGEMENT ANALYST 1 1 ACCOUNTING SUPERVISOR 2 2 SENIOR ACCOUNTANT 1 1 ACCOUNTANT 4 4 ACCOUNT CLERK II 2 3 1 ACCOUNTING OFFICE ASSISTANT 1 0 -1 ADMINISTRATIVE SECRETARY 1 I TOTAL FINANCE 14 14 0 -- 16 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 I I 1 U I 1 I B I 1 1 I I 1 1 I 1 OVER (UNDER) ALLOCATED BUDGET ALLOCATED 1996-97 NUMBER 1997-98 1996-97 E:ISK MANAGEMENT f RISK MANAGER 1 1 ADMINISTRATIVE SECRETARY 1 1 HOURLY FULL TIME EQUIVALENTS 05 05 TOTAL RISK MANAGEMENT 25 25 0 1 1 PURCHASING OFFICER SECRETARY 1 1 BUYER 2 2 MESSENGER 1 1 HOURLY FULL TIME EQUIVALENTS 05 05 TOTAL PU RCHASl NG 55 55 0 I FUMAN RESOURCES f HUMAN RESOURCES DIRECTOR 1 1 HUMANRESOURCESMANAGER 2 2 HUMAN RESOURCES ASSISTANT 1 1 MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 HOURLY FULL TIME EQUIVALENTS 05 05 TOTAL HUMAN RESOURCES 75 75 0 1 1 POLICE CHIEF SENIOR MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 SECRETARY 3 3 POLICE CAPTAIN 2 2 POLICE LIEUTENANT 5 5 POLICE SERGEANT 10 11 1 SENIOR POLICE OFFICER 21 21 POLICE OFFICER 46 48 2 COMMUNICATIONS SUPERVISOR 1 1 RECORDS SUPERVISOR 1 1 COMMUNICATION OPERA'TOR II 13 13 POLICE RECORDS SPECIALIST II 5 5 PUBLIC SAFETY SYSTEMS SPECIALIST 1 1 JUVENILE JUSTICE PROGIWM COORD 1 1 CRIME PREVENTION TECHNICIAN 1 1 TRAINING COORDINATOR 0 1 1 TRAFFIC OFFICER 0 1 1 COMMUNITY SERVICES SERGEANT 0 1 1 COMMUNITY SERVICE OFFICER II 1 2 1 COMMUNITY SERVICE OFlFlCER 111 1 1 HOURLY FULL TIME EQUIVALENTS 0 64 0 64 TOTAL POLICE 11564 122 64 7 EOLICE 1 m I 17 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 OVER 1996-97 (UNDER) BUDGET ALLOCATED 1996-97 1997-98 NUMBER ALLOCATED 1 -- IFIRE FIRE CHIEF 1 1 DIVISION CHIEF 2 2 FIRE BAlTALION CHIEF 3 3 FIRE CAPTAIN 18 18 FIRE CAPTAIN SPECIALIST 1 1 FIRE ENGINEER 18 18 FIRE FIGHTER 6 0 -6 PARAMEDIC-FIRE FIGHTER 24 30 6 FIRE PREVENTION OFFICER II 3 3 SENIOR MANAGEMENT ANALYST 1 1 ADMINISTRATIVE SECRETARY 1 1 SECRETARY 1 I TOTAL FIRE 79 79 0 -- l6UltDiNG INSPECTION I PRINCIPAL BUILDING INSPECTOR 1 1 SENJOR BUILDING INSPECTOR 2 2 BUILDING INSPECTOR II 3 3 CODE ENFORCEMENT OFFICER II 1 1 CODE ENFORCEMENT OFFICER I 1 1 BUILDING TECHNICIAN II 1 1 BUILDING TECHNICIAN I 0 1 1 SENIOR OFFICE SPECIALIST 1 1 OFFICE SPECIALIST II 1 1 05 HOURLY FULL TIME EQUIVALENTS 1 15 TOTAL BUILDING INSPECTION 12 13 5 15 -- ~COMM DEVELOPMENT ADMINISTRATION I COMMUNITY DEVELOPMENT DIRECTOR 1 1 MUNICIPAL PROJECT MANAGER 1 I ADMINISTRATIVE SECRETARY 1 1 0 75 OFFICE SPECIALIST I 1 I 75 TOTAL COMM DEV ADMINISTRATION 4 4 75 0 75 -- [ECONOMIC DEVELOPMENT I -- ECONOMIC DEVELOPMENT MANAGER 1 I TOTAL ECONOMIC DEVELOPMENT 1 1 0 LGEOGRAPHIC INFORMATiON I GEOGRAPHIC INFO SYSTEM COORD 1 1 HOURLY FULL TIME EQUIVALENTS 05 05 TOTAL GEOGRAPHIC INFORMATION 15 15 0 -- 18 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 I I I D 1 I B I 1 I I 1 I I I 1 1 I I 19 OVER 1996-97 (UNDER) ALLOCATED BUDGET ALLOCATED 1996-97 1997-98 NUMBER E~NGINEERING I CITY ENGINEER 1 1 ASSISTANT CITY ENGINEER 1 1 TRAFFIC ENGINEER 1 1 PRINCIPAL CIVIL ENGINEER 4 4 PRINCIPAL CONSTRUCTION INSPECTOR 1 0 -1 SENIOR CONSTRUCTION INSPECTOR 2 2 SENIOR ENGINEERING IhlSPECTORNVD 2 2 CONSTRUCTION INSPECTOR II 3 3 ASSOCIATE ENGINEER 12 10 -2 ENGINEERING TECHNICIAN II 5 4 -1 SENIOR MANAGEMENT ANALYST 1 1 MANAGEMENT ANALYST 1 1 MANAGEMENT ASSISTANT 2 2 ADMINISTRATIVE SECRETARY 1 1 SENIOR OFFICE SPECIALIST 4 4 HOURLY FULL TIME EQUIVALENTS 0 05 05 TOTAL ENGINEERING 41 37 5 -3 5 E~ROVVTH MANAGEMENT I SENIOR MANAGEMENT ANALYST 1 1 TOTAL GROWTH MANAGEMENT 1 1 0 1 1 PLANNING DIRECTOR ASSISTANT PLANNING DIRECTOR 1 1 SENIOR MANAGEMENT AINALYST 1 1 PRINCIPAL PLANNER 2 2 SENIOR PLANNER 4 4 ASSOCIATE PLANNER 7 7 PLANNING TECHNICIAN I1 3 3 ADMINISTRATIVE SECRETARY 1 1 SENIOR OFFICE SPECIALIST 3 3 HOURLY FULL TIME EQUIVALENTS 1 1 TOTAL PLANNING 24 24 0 E LANNING I 1 1 LIBRARY DIRECTOR ASSISTANT LIBRARY DIRECTOR 1 1 MANAGEMENT ANALYST 1 1 GRAPHIC ARTIST 1 1 ACCOUNTING TECHNICIAN 1 1 SENIOR CIRCULATION SUPERVISOR I 1 LIBRARY ASSISTANT I1 8 8 LIBRARY ASSISTANT I 2 75 3 75 1 SENIOR LIBRARIAN 5 5 LIBRARIAN II 4 4 LIBRARIAN I 1 1 MEDIA PROGRAM SPECIALIST 1 1 COMMUNITY LIBRARY SERVICES SUPERV 0 75 0 75 LIBRARY SERVICES SPECIALIST 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 HOURLY FULL TIME EQUIVALENTS 34 37 22 3 22 TOTAL LIBRARY 65 5 69 72 4 22 LIBRARY I CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 OVER (UNDER) BUDGET ALLOCATED 1996-97 NUMBER 1997-98 1906-97 I -- ALLOCATED CULTURAL ARTS ARTS MANAGER 1 1 COMMUNITY ARTS COORDINATOR 1 1 ADMINISTRATIVE SECRETARY 1 1 -0 04 HOURLY FULL TIME EQUIVALENTS 0 74 07 TOTAL CULTURAL ARTS 3 74 37 -0 04 -- lCOMMUNITY SERVICES I ADMINISTRATION COMMUNITY SERVICES DIRECTOR 1 1 ADMIN SERVlCESlPROJECTS MANAGER 1 1 SENIOR MANAGEMENT ANALYST 1 1 PARK DEVELOPMENT COORDINATOR 1 1 ADMINISTRATIVE SECRETARY 2 2 SECRETARY 1 1 OFFICE SPECIALIST ll 0 75 1 0 25 05 HOURLY FULL TIME EQUIVALENTS 0 05 TOTAL ADMINISTRATION 7 75 85 0 75 PARK MAINTENANCE PARK SUPERINTENDENT 1 1 PARK SUPERVISOR 1 1 PARK MAINTENANCE WORKER Ill 5 5 PARK MAINTENANCE WORKER I1 9 75 9 75 PARK MAINTENANCE SPECIALIST 1 1 0 36 HOURLY FULL TIME EQUIVALENTS 43 4 66 TOTAL PARK MAINTENANCE 22 05 22 41 0 36 TREE MAINTENANCE PARK SUPERVISOR 05 05 TREE TRIMMER LEADWORKER 2 2 TREE TRIMMER II 2 2 TREE TRIMMER I 1 1 HOURLY FULL TIME EQUIVALENTS 15 15 TOTAL TREE MAINTENANCE 7 7 0 MEDIAN MAINTENANCE PARK SUPERVISOR 05 05 PARK MAINTENANCE WORKER II 1 1 PARK MAINTENANCE WORKER I 1 1 HOURLY FULL TIME EQUIVALENTS 1 1 TOTAL MEDIAN MAINTENANCE 35 35 0 RECREATION RECREATION SUPERINTENDENT 1 1 RECREATION SUPERVISOR I/ 3 3 RECREATION SUPERVISOR I 3 3 RECREATION SPECIALIST 0 1 1 RECREATION ASSISTANT 2 25 15 -11 75 AQUATIC SUPERVISOR 1 1 AQUATIC SPECIALIST 0 75 1 0 25 OFFICE SPECIALIST II 3 4 1 0 52 HOURLY FULL TIME EQUIVALENTS 30 78 31 3 TOTAL RECREATION 44 78 46 8 2 02 SENIOR PROGRAM SITE MANAGER 1 1 SENIOR COORDINATOR 1 1 SECRETARY 1 1 HOURLY FULL TIME EQUIVALENTS 5 67 6 25 TOTAL SENIOR PROGRAM -- -- -- -- -- 0 58 8 67 9 25 0 58 -- 20 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 1 I I 1 I I I I! rn I I I I 1 I I 1 1 I 21 OVER 1996-97 (UNDER) - ALLOCATED BUDGET ALLOCATED 1996-97 1997-98 NUMBER STREET MAINTENANCE STREET MAINTENANCE SUPERINTENDENT 1 1 STREET MAINTENANCE SUPERVISOR 2 2 STREET MAINTENANCE WORKER 111 6 6 STREET MAINTENANCE WORKER II 11 11 HOURLY FULL TIME EQUIVALENTS 1 1 TOTAL STREET MAINTENANCE 21 21 0 STREET LIGHTING ADMIN COORDINATOR - SPECIAL DISTRICTS 1 1 SENIOR ELECTRICIAN 1 1 ELECTRICIAN 1 1 ENGINEERING TECHNICIAN II 1 1 HOURLY FULL TIME EQUI\/ALENTS 0 1 1 TOTAL STREET LIGHTING 4 5 1 FACILITIES MAINTENANCIE BUILDING MAINT SUPERINTENDENT 1 1 BUILDING MAINT SUPERVISOR 1 1 SENIOR BUILDING MAlNT WORKER 1 1 BUILDING MAINT WORKER II 2 2 CUSTODIAN II 1 1 CUSTODIAN 9 7 -2 HOURLY FULL TIME EQUIVALENTS 0 03 0 03 TOTAL BUILDING MA1 NTENANCE 15 03 13 03 -2 SOLID WASTE MANAGEMENT ANALYST 0 75 0 75 TOTAL SOLID WASTE 0 75 0 75 0 VEHICLE MAINTENANCE EQUIPMENT MAINTENANCE SUPERINTENDENT 1 1 EQUIPMENT MECHANIC SlJPERVlSOR 1 1 EQUIPMENT MECHANIC II 4 4 ACCOUNTING TECHNICIAN 1 1 HOURLY FULL TIME EQUIVALENTS 05 05 TOTAL FLEET OPERATIONS 75 75 0 TOTAL COMMUNITY SERVICES 142 03 144 74 2 71 EDUSING AND REDEVELOPMENT 1 HOUSING & REDEVELOPMENT DlR 1 1 SENIOR MANAGEMENT ANALYST 2 2 HOUSING ASSISTANT 1 1 1 1 MANAGEMENT ANALYST HOUSING PROGRAM MANAGER 1 1 HOUSING SPECIALIST I1 1 1 HOUSING SPECIALIST I 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST II 1 1 TOTAL HOUSING & REDEVELOPMENT 10 10 0 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 OVER 1996-97 (UNDER) BUDGET ALLOCATED 1996-97 1997-98 NUMBER ALLOCATED -- WATER ENTERPRISE I WATER OPERATIONS GENERAL MANAGER 1 1 DISTRICT ENGINEER 1 1 ADMINISTRATIVE MANAGER 1 1 OPERATIONS SUPERINTENDENT 1 1 WATER MAINTENANCE SUPERVISOR 2 2 MANAGEMENT ANALYST 1 1 ASSOCIATE ENGINEER 3 3 CONSTRUCTION/MAINT SUPERVISOR 1 1 CONSTRUCTION/MAINT WORKER II 1 1 ENGINEERING OFFICE ASSISTANT II 1 1 ACCOUNTING SUPERVISOR 1 1 ACCOUNTING TECHNICIAN 1 1 ACCOUNT CLERK II 1 1 ACCOUNT CLERK I 1 1 ENGINEERING TECHNICIAN I 1 1 ENGINEERING TECHNICIAN 111 1 1 ENGINEERING SECRETARY 1 1 EQUIPMENT OPERATOR 1 1 FACILITY MAINT LEADWORKER 1 1 METER SERVICES WORKER 111 1 1 METER SERVICES WORKER II 3 4 1 METER SERVICES WORKER I 1 0 -1 CROSS CONNECTION CONTROL TECH 1 1 SENIOR SYSTEMS OPERATOR 1 1 STOREKEEPER 1 1 WATER CONSERVATION SPECIALIST 1 1 SYSTEMS OPERATOR I1 4 4 UTILITY WORKER I 2 2 UTILITY WORKER II 2 2 VALVE MAINTENANCE WORKER 1 1 ADMINISTRATIVE SECRETARY 1 1 OFFICE SPECIALIST I 2 2 TOTAL WATER OPERATIONS 43 43 0 RECLAIMED WATER ENGINEERING TECHNICIAN II 1 I TOTAL RECLAIMED WATER 1 1 0 TOTAL WATER ENTERPRISE 44 44 0 -- -- ISANITATION ENTERPRISE I MAINTENANCE SUPERINTENDENT 1 1 SANITATION SUPERVISOR 1 1 METER SERVICE WORKER II 2 2 UTILITY MAINTENANCE WORKER 111 1 1 UTILITY WORKER II 2 2 SANITATION SYSTEMS OPERATOR Ill 1 1 SANITATION SYSTEMS OPERATOR /I 3 3 OFFICE SPECIALIST II 1 I TOTAL SANITATION 12 12 0 -- GRAND TOTAL LABOR FORCE 1 609.66 623.8 -- 14t.14 -- 22 CITY OF CARLSBAD BY DEPARTMENT AND CLASSIFICATION PERSONNEL ALLOCATIONS FOR 1996-97 AND 1997-98 I I I 1 1 I I 1 I 1 I I 1 I 1 1 1 OVER 1996-97 (UNDER) ALLOCATED BUDGET ALLOCATED NUMBER 1997-98 1996-97 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY: Full Time Personnel 518.00 526 00 8 3/4 Time Personnel in Full Time Equivalents 7 50 6 00 -1 5 Hourly Full Time Equivalent Personnel 84 16 91 80 7.64 TOTAL LABOR FORCE 609.66 623.80 14.14 EROVISTONAL (LIMITED TERM) EMPLOYEES 1 FINANCIAL INFORMATION SYSTEM SENIOR MANAGEMENT ANALYST (Term began 4/19/96) HUMAN RESOURCES MANAGEMENT ANALYST (Term began 1/28/97) INFORMATION SYSTEMS SYSTEMS ANALYST (Term began 12/10/96) '[ I 23 ABOUT THE CITY OF CARLSBAD The City of Carlsbad is a unique coastal community located 35 miles north of the City of San Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a five member City Council under the CounciVManager 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 only one-half developed and is expected to grow from a population of 70,000 to 135,000 once its 42 square miles are built out. Industries in the area iriclude a major regional shopping center, 16 auto dealers, 24 hotels offering 2,200 rooms for touriist lodging, high technology, multimedia and biomedical businesses, electronics, golf apparel and equipment manufacturers, several business and light industry parks, and numerous land developers building single and multi-family housing in a variety of community settings. Carlsbad residents enjoy the benefits of a full service City. 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 engineeriing, various maintenance services and administration. The City provides water services through the Carlsbad Municipal Water District, a subsidiary district of the City. The City Couinciii serves as the Board of Directors for the Carlsbad Muncipal 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 operates a redevelopment agency that encompasses 0.4 square miles of the downtown area, as well as a housing authority that provides 4!35 low and moderate income families with housing assistance. The City’s literacy program, funded by the General fund, provides adult education to local area residents. Older Carls bad residents receive assistance through the City’s senior citizen programs. Also, the City provides major support for the Convention and Visitors Bureau. Finally, the City has reserved lover $300,000 for support of the arts, art programs, and the purchases of works of art. Miscellaneous Statistical Information 1996-97 Date of Incorporation July 16, 1952 Type of City General Law Form of Government Council/lManager Area 42.19 sq. miles Population (CA Dept of Finance Report 1/1/97) Assessed Valuation $6,278,783,707 Number of Street Lights 5,200 Miles of Streets 230 Fire Protection: 70,099 Number of Stations 6 Number of Firefighters & Officers 72 24 I I I 1 1 I I I I I I I I I I I - Miscellaneous Statistical lnformafion 7 996-97 (Continued) Police Protection: Number of Stations 1 Number of Sworn Police Officers 88 Mimicipal Water District: Number of Customers 58,000 Number of Water Connections 18,200 Average Daily Consumption Miles of Lines and Mains 13.72 million gallor 325 1 Miles of Sewers 115 Recreation and Culture: Number of Parks (Improved and Special Use Areas) Number of Pools 1 Number of Libraries 2 34 433 acres Area of Parks (Including Open Space) N um be r of Volumes 229,998 I Tcltal Number of Authorized Full Time City Employees 526 I 25 Cd$orniu Society of MunicipaCFke Ofiers Certificate of Award Excellence in Operatiowl Budgeting 1996-9 7 Presented to City of Cadsbad Certificate of Award Excellence in Capital Bzdgeting 1996-97 City of Carlsbad Presented to --&I*.rwM...pr( my.c- X D&ated to Excellence in Municipai Fiiand Management X The City of Carlsbad was recognized by the California Society of Municipal Finance Officers (CSMFO) for excellence in budgeting for Fiscal Year 1996-97. The purpose of the awards is to set a high standard of professionalism which will enhance the audiences’ understanding of the mechanics of local government and special districts and to continue to enhance the budget and its process. The City of Carlsbad believes that its Fiscal Year 1997-98 budget continues to meet the hrgh standards of the CSMFO program. 26 I1 I1 [ BI I II 1 11 E I w 11 II I It 11 It II 1997-98 OPERATING BUI Overview The City of Carlsbad’s 1997-98 operating budget totals $82.6 millioi I revenues for the year estimated at $85.7 million. General fund revenue expenditures are balanced at $44.9 million. The message which follov summarize the operating revenues and expenditures, and review the new prograr increases in service levels for the 1997-98 fiscal year. Much of the focus is on the Generz because it contains discretionary revenues that fund the basic core of City services. Hob this should not diminish the importance of the other operating funds, as they also contrib the array of services available within Carlsbad. The 1990’s have been a volatile time for the City of Carlsbad’s economics and bud strategies. The decade began strong with the City in good economic health bolstered by i strong housing market. But the robust economy did not last long. By 1992 the City was depths of one of the worst recessions since its incorporation. Property values had plumn sales taxes dipped and development all but stopped. The state of California was in even shape and chose to balance their budget with cities’ and other agencies’ revenues. Durir time, the state took over $2.5 million of annual revenues from Carlsbad’s General fund rn the situation in Carlsbad even more difficult to manage. However, through careful plannin prudent financial management, the City weathered the bad times and is now seeing the I of its financial health. Most of the City’s base tax revenues are once again experiencing growth at a level thai least keeping up with inflation. These revenues are very important to the City as they ai ones relied upon to finance the most basic City services such as public safety and libraric addition, the building industry has sprung to life with both residential and non-resic markets blossoming. This can be seen in the over $5.4 million of development rev( expected to be collected this year and in the increased expenditures for the planning, bc and engineering departments. We have also seen the recovery of the tourism industry with the opening of the new Four Seasons Resort, expect both transient occupancy taxe! sales taxes to get a boost. The City is expected to continue in good economic health over the upcoming fiscal year. revenues are projected to grow and development should remain strong although at a SI slower pace than in 1996-97. It is also anticipated that the demand for recreation and services provided by the City will increase, causing a rise in costs which will be offsi additional revenues. Due to the growth in the City’s base revenues and a steady ecor climate, staff is recommending some enhancements to our services in 1997-98 to ensur high quality of life for which Carlsbad is known. - EIudgetarV Policies An analysis of the local economy at the beginning of the budget process indicated that the should expect little change in revenues for 1997-98, compared to projections for fiscal 1996-97. This required expenditures to be contained with only small increases for programs or services. In order to accomplish this goal, a base budget was established for department which excluded any amounts carried over from previous years and was incre for certain known factors. Each department was given the direction to keep their budgets ( It I 27 - REVENUE SUMMARY BY FUND TYPE (In Millions) PROJECTED ESTIMATED 1996-97 1997-98 DIFFERENCE ‘% CHANGE GENERAL FUND $46.3 $44.9 -$I .4 -2.9% SPECIAL REVENUE 9.1 9.0 -0.1 -1.1% ENTERPRISE 21.8 21.6 -0.2 -0.9% INTERNAL SERVICE 7.1 8.4 ‘I .3 18.3% RED EVE LO PM E NT 1.7 1.8 0.1 5.9% TOTAL $86.0 $85.7 -$0.3 -0.3% - FUND - - li I1 II li I 11 11 II !I 11 11 II 111 I II II It I1 29 Revenue estimates foir the operating budget indicate that the City will receive a total of rnillion, approximately a $300,000 decrease over the current year projections. The majc the decrease can be found in the General fund. This and other funds will be discussed in later in this report. GENERAL FUND General fund revenues provide a representative picture of the local economy. These rev are of particular interest as these resources fund basic City services such as Police Library, Street Maintenance and Park and Recreation programs. The table below shc summarized outlook for the major General fund revenues. SIGNIFICANT REVENUES TO THE GENERAL FUND (In Millions) PROJECTED ESTIMATED FUND 1996-97 1997-98 DIFFERENCE % C PROPERTY TAX $11.1 $1 1.3 $0.2 SALES TAX 12.1 12.6 0.5 TRANSIENT OCCUPANCY TAX 3.5 4.6 1.1 DEVELOPMENT RELATED REVENUES 5.7 4.0 -1.7 ALL OTHER REVENUES 13.9 12.4 -1.5 TOTAL GENERAL FUND REVENUE $46.3 $44.9 -$I .4 Sales tax is the single largest revenue source to the General fund representing 28% fund. Sales taxes are estimated at $12.6 million for 1997-98, an increase of 4% or $46 over the projected 1996-97 receipts. This estimate includes approximately $377,000 t restricted to spending on public safety services under Proposition 172. Proposition 172 rec that the 1/2 cent increase in California sales taxes be deposited to newly created state anc public safety trust funds and allocated to local agencies to fund public safety services. Throughout Carlsbad's history, property taxes have typically been the largest source of rei for the General fund. However, due to the permanent loss of property taxes to the Stat the deflation of real estate values, property taxes fell from a high of approximately $13.5 r in 1991-92 to an estimated $1 1.3 million for fiscal year 1997-98. Property taxes represen of the total General fund revenue and show a slight increase from the 1996-97 esti Property values have stabilized from their downward movement over the past several year we are beginning to see some increases in the total assessed value for the City. Proper revenue should follow with about a 2% increase in the upcoming year. Thenext most significant General fund revenue is the Transient Occupancy Tax (or hotc which is estimated at $4.6 million for 1997-98, an increase of 31.4% over 1996-97 estin The City expects the Four Seasons Resort at Aviara to open in fiscal year 1997-98 accounts for a large portion of the growth. The Four Seasons Resort is a 336 room, fiv resort located in the southern section of the City next to the well known Aviara golf course resort is expected to open in late July 1997. Additionally, tourism receipts in Carlsbad II been on the upswing in 1996-97 and are expected to continue their growth through 1997-98. This growth follows three years of relatively flat revenues and is consistent with rnany other cities in San Diego County. Development within Carlsbad saw a sudden upward turn in 1994-95 with growth in revenues of 65% over the previous year. This level of development has been sustained throughout 1995-96 and 1996-97 and is expected to continue at a slower pace in 1997-98. The 1996-97 development related revenues, which include planning, engineering and building department fees as well as building permits and the license tax on new construction, are expected to come in approximately $3.0 million higher than originally budgeted. The projections for 1997-98 show a 31% decrease in these revenues for a total combined revenue projection of $4 million. The decline is based upon the expectation that development activity will slow Idown slightly, compared to 1996-97, and an accounting change which moves the revenue from license tax on new construction out of the General fund and into the General Capital Construction fund. These revenues will be used to fund various capital projects in the future. All other revenues include franchise taxes, transfer taxes, vehicle license fees, anibullance fees, recreation fees, and other charges and fees. These revenues, of $12.4 million are projected to decline by 10.8% compared to the current fiscal year. Most of the decline is due to one-time revenue sources received in 1996-97 which are not expected to continue. These revenue sources include a reimbursement from the Public Employees Retirement System (PERS) for overpayments in previous years amounting to $775,000 and a transfer into the General fund from the General Liability fund of $100,000 due to lower than expected claims. OTHER FUNDS Special Revenue fund revenues total $9.0 million which is essentially the same as projections for 1996-97. The types of functions supported within Special Revenue fundls include programs funded by specific revenue streams such as Section 8 Housing Assistance, Housing Trust fund, Community Development Block Grants (CDBG), maintenance assessment districts, and Gas Tax street maintenance. Enterprise fund revenues for 1997-98 are projected at $21.6 million, down 0.9% or approximately $1 43,000 less than 1996-97 projections. Enterprise funds are similar to a business in that rates are charged to support the operations which supply the service. No change in the rates for any of the Enterprise funds has been planned. Examples of Carlsbad Enterprises include the water and sanitation services, and solid waste manaigement. Water Operations revenue is budgeted at essentially the same levels as 1996-9'7. Reclaimed water revenues are projected to decrease in 1997-98 by $75,000 due to a one-tirne credit from the Water Authorities. Sanitation fund revenues are estimated at $4.8 million, which is a 1.9% decline from 1996-97. Service charges for the Sanitation fund are estimated to (decline by $90,000 and account for most of the decrease in revenue. Operating revenues to the Golf Course enterprise fund of $530,000 represent the transfer of funds from the General fund. These amounts are needed to pay the taxes, assessnients and maintenance costs on the land purchased for the future municipal golf course. All necessary land has been purchased and development planning is underway. More information about the proposed golf course can be found in the Capital Improvement Program. L! 30 li A It A 11 11 11 !I I I !I 11 It I1 !I I1 II Internal Service funds show an estimated revenue of $8.4 million for 1997-98, an incre, $1.3 million, or 18% over 1996-97 projections. Internal Service funds provide services 'the City itself and include programs such as the self insurance funds for Wc Compensation and Liability Insurance, as well as Health Insurance, Information Sy! 'Vehicle Maintenance and Vehicle Replacement. Departments pay for services provid these funds. The Internal Service fund demonstrating the largest revenue increase IHealth Insurance fund, up $953,000 or 62%. The increase appears because the chars departments for the past several years have been at a level well below the actual cost. liealth Insurance fund had a larger reserve than was required and this reserve was being to supplement the amounts paid by the funds. As of 1997-98, the reserve is no I available, thus rates have gone back up to match the expected health care expendi Information Systems and Vehicle Maintenance revenues have also increased due to incrl in the rates and/or services provided to the departments. Redevelopment revenues are estimated to be essentially equal to the 1996-97 levels a million. The tax increment on property values has not exhibited any signs of growth ov past four years, and is expected to remain unchanged for 1997-98. I lfxpenditu res City operating expenditures for 1997-98 total $82.6 million which represents a decrease of $3.0 million, or 3.5% from the current 'I 996-97 budget as shown in the table below. - BUDGET EXPENDITURE SUMMARY (In Millions) BUDGET BUDGET FUND 1996-97 1997-9a DIFFERENCE % ct GENERAL FUND $46.4 $44.9 41.5 SPECIAL REVENUE 9.0 7.5 -1.5 ENTERPRISE 20.0 20.2 0.2 INTERNAL SERVICE 8.4 8.3 -0.1 REDEVELOPMENT i .a 17 -0.1 TOTAL $85.6 $82.6 -$3.0 - GENERAL FUND General fund expenditures show a $1.5 million, or 3.2% decrease, from the current 199 budget to the 1997-98 budget. Balancing the 1997-98 General fund budget entailed the UI the following strategies which are profiled below. P Six (6) positions are not funded. The unfunded positions are vacant and represer layoffs of existing staff. The unfunded positions now include five (5) positions ir Library and a Captain Specialist in the Fire department. R 31 P This is the fifth year that alternate funding sources have been used to support some General fund programs. Police Asset Forfeiture funds are supporting all maintenance and operation costs of the DARE and Juvenile Diversion programs as well as all costs of the School Resource Officers program. Major street maintenance and repair programs are supported through the Gas Tax and TransNet revenues. P Payment to the Golf Course fund has been included in the General Fund budget for 1997-98 in the amount of $490,000. This had previously been accompllishecl through transfers from the General fund balance. P Capital outlay expenses totaling approximately $447,355 have been funded within the General fund budget. New Programs and Increased Service Levels The General fund had sufficient revenues to support a small increase in programs and service levels. The following new programs and/or increased service levels are included in the 1997-98 budget figures. In total, eight new full time employees are included in the 1997-98 operating budget. Most of these positions are discussed below. Increased Police Staffing As a result of the anticipated growth in the City over the next few years, the Police department has prepared a long-range staffing plan. The addition of five sworn officers and lwo non-sworn staff are included in the 1997-98 budget as part of this plan. The total cost of this request is approximately $393,000 which funds four positions for the entire year and three positions for half of the year. The estimated cost includes $50,000 of one-time capital outlay expenditures. The 1998-99 budget will include a request for three additional employees, 1 swcirn ,and 2 non- sworn. The projected staffing needs are an estimate with the intent to be proactive rather than reactive to changing needs. Poinsettia Park Staffing Providing staff at the Poinsettia Park, during peak times, will dramatically improve tlqe security of the park and provide assistance for Carlsbad residents using the park. The 1!397-98 budget request includes $6,200 for staffing Poinsettia Park. Currently, the only staff assigined to the park are ground maintenance personnel. By assigning Recreation staff to the park, the staff can help alleviate vandalism, offer minor first aid, resolve disputes, and turn off the ballfield lights when the fields are not in use. Increased Youth Summer Camps The 1997-98 budget adds two more weeks to the Summer Camp programs, for a total cost of $6,000, due to increased participation. This is a growing program and demand continues to expand. These camps provide children with fun, friendship, and adventure while providing parents with a low cost day-care option for the summer. These camps are self-supporting. Citv Facilities Parking Lot Sweeping Program The parking lot sweeping program will ensure that numerous public parking lots are iswept on a regular basis. The 1997-98 budget request includes $25,000 for a City facilities parking lot sweeping program. This program will assist the City in meeting the goals of the NPDES storm +hat's 3 ow. 32 11 A !I si II II I I II !I 11 I1 1 It I II I 33 II water runoff regulations by decreasing the amount of debris that enters the City's storm dr !3THER FUNDS Special Revenue Funds at $7.5 million show a decrease in anticipated spend1 approximately $1.5 million, or 16.7% which is primarily the result of significant reductior lew programs offset by increases in others. The Buena Vista Creek Channel mainte expenses decreased by $277,000. During 1996-97, the channel underwent major cl which only occurs every four years. Police Asset Forfeiture decreased by $285,000 dul reduction in the amount of capital outlay items requested. The Housing Section 8 I: decreased by $180,000 for housing assistance payments based upon a decrease in rev from HUD. The budget request for the Community Development Block Grant progr !b600,000 less than the current 1996-97 budget. Most of this decrease is due to funding was brought forward from the previous year to complete projects in 1996-97. Offsetting the $1 15,000 increase in the Housing Trust budget for staffing, legal services, survey: studies. Six new funds appear in the budget under the category of Special Revenue Funds. The: the COPS Fund, Law Enforcement Block Grant, Library Gifts/Bequests, Arts Special E Senior Donations, and Arts General Donations. The COPS grant and the Law Enforcc grant are new revenue sources that were obtained in 1996-97. The COPS grant prc funding for two bicycle patrol officers. The Law Enforcement Block Grant was a one-time used to jointly fund a drug court in North County and to purchase new computers at the $ Center. The other new funds were previously accounted for as agency funds and arc iiicluded as part of the budget process. Ehterprise Funds total $20.2 million which is an increase of $160,000 or approximately Much of the increase is for purchased water costs in Water Operations to fill the Mi Reservoir. Sanitation Operations has a $367,000 decrease in expenditures due to a sign1 decrease in Encina Plaint Services expense. liiternal Service Funds show a budget decrease of $79,000. The Vehicle Replacemeni decreased by $654,000 which is the result of an unusually high budget over the last years. This occurred as the City has been catching up on purchases which were delayec to budget cuts in previous years The budget for this fund normally fluctuates according t vehicles recommended for replacement in any given year. The budget for Workers' Compensation Self Insurance has increased slightly by $44,01 5.1%. Liability Self Insurance has increased by $113,000 due to additional outside expenses. Health Insurance has increased by $295,000 or 13.7% due to increased prei expense. The Redevelopment Agency budget has decreased for 1997-98 by $1 30,000, mainly the I of a decrease in the interdepartmental costs charged to the Redevelopment Operations bul 11 Summary As we enter fiscal year 1997-98, the City is in good financial health with a bright outlook for the future. Although the General fund is still relying on some alternate funding sources to pay for general city services, that dependence is decreasing every year. We are once again seeing growth in taxes and licenses reflecting the strong and diverse economic base of the City. The opening of the Four Seasons Resort and the continued development in the industrial corridor will bring added jobs and tax revenues to the City. In addition, a specialty retail mall is under construction and is expected to open in time for the 1997 Christmas season. Although it is not expected to generate a significant increase to the sales tax base this year (due to the time it takes to receive the sales taxes from the State), it will boost the 1998-99 revenues. We also have the opening of Legoland, a family theme park, coming in 1999-2000 which is expected to enhance the tourism industry in Carlsbad. All of these events add to the diversity and strength of Carlsbad’s economic blase which supports the high quality services expected by its citizens and businesses. The 1997-98 operating budget provides the means to achieve the Carlsbad vision. 34 It [I 1 Io 1 !I 11 I 1 IC 11 II I1 11 1 -I CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1996-97 UNRESERVED PROJELCTED BALANCE ESTIMATED ESTIMATED FUND BALANCE JULY 1.1996 REVENUES EXPENDITURES TRANSFERS JUNE 30,1997 -- FUND GENERAL FUND 15,376,795 46,340,000 44,423,287 17,293,508 SPECIAL REVENUE I POLICE ASSET FORFEITURE 1,064,216 150,000 752,813 461,403 COPS GRANT 0 158,748 57,054 101.694 LAW ENFORCEMENT BLOCK GRANT 0 92,367 92,367 0 HOUSING SECTION 8 149,092 3,252,000 3,150,976 250,116 HOUSING TRUST FUND 2,062,499 955,000 110,000 2,907,499 AUDIO-VISUAL INSURANCE 48,526 95,800 108,100 36.226 LIBRARY GIFTSIBEQUESTS 30,277 38,700 32,000 36,977 GAS TAX 3,650,074 1,499,500 473,160 4,676,414 TREE MA1 NTENAN CE 485,539 534,200 517,000 502,739 MEDIAN MAINTENANCE 81,817 400,400 366,072 1 16,14.5 STREET LIGHTING 862,485 645,000 670,889 836.596 BUENA VISTA CRK CHNL MNT 551,382 105,000 264,500 391,882 STATE GRANTS (CLSA) 147,055 169,000 282,200 33,855 STATE GRANTS (PLF) 84,248 41,000 53,000 72,248 ARTS SPECIAL EVENTS 35,417 25,600 0 61,017 SENIOR NUTRITION 0 187,292 178,286 9,006 SENIOR DONATIONS 98,529 112,000 88,000 122,529 CDBG ENTITLEMENTIREHAB 12,369 647,500 626,000 33,869 ARTS GENERAL DONATIONS 27,097 350 0 27,44.7 ENTERPRISE WATER OPERATIONS 7,030,215 14,750,633 13,299,109 8,481,739 RECLAIMED WATER 489,043 1,484,600 1,181,270 792.373 SEWER OPERATIONS 3,968,876 4,936,722 3,250,229 5.655.369 SOLID WASTE MANAGEMENT 87.215 86,000 128,100 45,115 GOLF COURSE 486,500 500,000 470,000 516,500 INTERNAL SERVICE 1 WORKER'S COMP SELF INSURANCE 1,140,927 755,840 790,262 1,1'36,505 LIABILITY SELF INSURANCE 2.231.844 1,060,980 1,122,414 2,170,410 HEALTH INSURANCE 1.298.638 1,548,109 2,145,500 783 1,247 VEHICLE MAINTENANCE (13,918) 1,362,922 1,368,150 (19,146) VEHICLE REPLACEMENT 3.826.918 1,149,690 1,605,400 3,371,208 INFORMATION SYSTEMS 443,436 1,205,500 1,271,200 377,736 REDEVELOPMENT I 0 P ERATlO N S 52,370 113,300 573,850 420,000 11,820 DEBT SERVICE 1,352,800 1,250,000 1,074,500 (420,000) 1.1138.300 LOW AND MOD INCOME HSNG 919,693 355,000 117,300 1.1.57.393 TOTAL OPERATING FUNDS $48,081,974 $86,008,753 $80,642.988 $0 $53,4,Zd - 35 GENERAL FUND 17,293,508 44,947,000 44,947,000 17,293,508 TOTAL OPERATING FUNDS 853.447.739 $85,709,882 $82.657,686 $0 $56,169,935 FISCAL YEAR 1994-95 THROUGH 1997-98 1996-97 1994-95 1995-96 ESTIMATED 1996-97 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET GENERAL FUND GENERAL GOVERNMENT CITY COUNCIL 163.272 176,855 177,328 174,219 CITY MANAGER 779.608 805,256 912,260 912,696 CITY CLERK 38,435 394,289 315,300 379,546 CITY ATTORNEY 450,286 511,313 580,505 580,505 FINANCE 968.880 928,481 1,084,500 1,256,648 CITY TREASURER 65,376 78.982 112.400 115,245 PURCHASING 333,807 360.819 392,779 392,864 1,171,440 1,206,923 HUMANRESOURCES 698.617 825,912 4,081,907 4,741,012 5,018,646 TOTAL GENERAL GOVERNMENT 3,498,281 PUBLIC SAFETY POLICE 8.696.674 9,528,510 9,537,150 9,716,507 FIRE 6,793,846 7,053.852 7.251,913 7,369,332 TOTAL PUBLIC SAFETY 15,490,520 16,582,362 16,789,063 17,085,839 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMlN 564,594 563,958 554,577 650,403 GEOGRAPHIC INFORMATION 136,477 157,305 212,269 219,260 ECONOMIC DEVELOPMENT 66,811 110,548 135,600 135,600 ENGINEERING 3,027,248 3.182~877 3,724,342 3,762.242 PLANNING 1,776,213 1,831,291 1,990,739 2,163,917 GROWTH MANAGEMENT 71,435 77,914 79,460 79,560 BUILDING INSPECTION 733,692 854,093 1.053.105 1,053,209 TOTAL COMMUNITY DEVELOPMENT 6,376,470 6,777,986 7,750,092 8.064.1 9 1 LlBRARYlCULTURE LIBRARY 2,400,019 2,467,210 2,561,937 2.61 3,216 CULTURAL ARTS PROGRAM 244,588 259,232 295,103 295.1 17 SISTER CITY PROGRAM 9,926 4.040 6,800 7,050 TOTAL LlBRARYlCULTURE 2,654,533 2,730,482 2,863.840 2,915,383 %INCR (DEC) 96-97 BUD 1997-98 TO BUDGET 97-98 BUD I 73,983 -0.1% 872.!573 -4.4% 330,!j20 -12.9% 550,664 -5.1% 1,049,610 -16.5% 9.4% 126,027 446,992 13.8% 1,024,883 -1 5.1 Yo 4,575,252 -8.8% 10,355,420 6.6% 7,560,335 2.6% 17,915,;'55 4.9% 525,994 -19.1% 204.242 -6.8% 124,230 -8.4% 3,528.81 0 -6 2% 2,070,920 -4.3% 82.6396 3.9% 1,019,071 -3.2% 7,555,963 -6.3% 4.7% 284,979 -3.4% 2.735.003 6,800 -3.5% 3,026,782 3.8% FISCAL YEAR 1994-95 THROUGH 1997-98 1996-97 1994-95 1995-96 ESTIMATED 1996-97 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET - CClMMUNlTY SERVICES - - 111 II II II B I1 il I1 !I I1 II 652,500 COMMUNITY SERVICES ADMlCl 641,299 586,697 646,557 PARK MAINTENANCE 1.535.183 1,613,414 1,752,190 1,891,415 RECREATION 1,654,529 1,718,646 1,718.765 1,735,132 SENIOR PROGRAMS 232,949 234,460 274,116 274.736 STREET MAINTENANCE 1,504,024 1,394,490 1,505,044 1,566,294 Major Facility Maintenance (Transfer) 0 463,420 463,420 FACILITIES MAINTENANCE 1,116,823 1,230,262 1,269,992 1,269,992 TRAFFIC SIGNAL MAINT 286.163 314.623 310,735 310,735 TOTAL COMMUNITY SERVCIES 6,970,971 7,092,592 7.940.819 8,164,224 NC'N-DEPARTMENTAL - - COMMUNITY PROMOTION (CCVB) 215.847 184,255 280,260 280,260 BEACH PARKING 36.000 36,000 36,000 36,000 COMMUNITY CONTRIBUTIONS 101,300 0 10,000 160,000 HIRING CENTER 64.378 75,578 80,000 80,000 HOSP GROVE PAYMENT 798,443 793,080 797,500 797,500 AUDIT 26.430 20,095 45,000 82,914 PROPERTY TAX ADMIN FEE 162.1 52 150,902 155,000 159,800 ANIMAL REGULATION CONTRACT 11 9,096 138,027 154,000 154,000 DUES & SUBSCRIPTIONS 23,167 26,774 30,000 30,000 MISC I TRANSFERS OUT 1,317,321 91 1,951 1.883,201 1,883.201 ASSESSMENT SERVICES 6,998 9,025 25,000 50,000 BOND SERVICES 4,961 4,993 7.000 7,000 GOLF COURSE TRANSFER 1.800,OOO 0 475,000 475,000 HARMONY GROVE FIRE COST 0 0 360,500 360,500 TOTAL NON-DEPARTMENTAL 4,676,093 2,350,680 4,338,461 4,556,175 44,423,287 45.804.458 SUBTOTAL GENERAL FUND 39,666,867 39,616,009 %INCI 96- 1997-98 BUDGET 97- 678.633 1,928,835 1,842,485 300,851 1.555,447 1,347,826 200,000 371,156 8,225,233 - 1- - 211,150 36,000 75,000 80,000 800,000 45,000 185,000 160,000 36,100 0 35,000 7,000 490,000 0 2,160,250 ~- .- - - 43,459,235 FISCAL YEAR 1994-95 THROUGH 1997-98 1996-97 1994-95 1995-96 ESTIMATED 1996-97 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE 425,154 267,725 752,813 786,668 COPS FUND 0 0 57.054 158.748 LAW ENFORCEMENT BLOCK GRANT 0 0 92,367 92,367 HOUSING SECTION 8 3,023,020 2,934,973 3,150,976 3,258,042 HOUSING TRUST 0 3,000 110,000 125,514 AUDIO VISUAL INSURANCE 146,256 138.363 108,100 116,628 LIBRARY GlFTSlBEQUESTS 0 0 32,000 56,550 GAS TAX 816,674 1,046,973 473,160 560.869 TREE MAINTENANCE 503,530 508,934 517,000 541,436 MEDIAN MAINTENANCE 279.718 328,006 366,072 405,816 STREET LIGHTING 589,281 945,980 670,889 721,142 BUENA VISTA CRK CHNL MNT 3,111 4.61 1 264,500 304,500 STATE GRANTS (CLSA) 186,234 257.248 282.200 291,631 STATE GRANTS (PLF) 60,289 27,458 53,000 53,000 ARTS SPECIAL EVENTS 0 0 0 20,200 SENIOR NUTRITION 194,514 189,702 178,286 178,286 SENIOR DONATIONS 0 0 88,000 112,000 CDBG ENTITLEMENTIREHAB 533,751 731,350 626,000 1,218,729 ARTS GENERAL DONATIONS 0 0 0 782 TOTAL SPECIAL REVENUE FUNDS 6,76 1,532 7,384,323 7,822,417 9,002,908 ENTERPRISE FUNDS 1 WATER OPERATIONS 11.079.051 12,007,874 13,299,109 13,467,626 RECLAIMED WATER 836,573 1,132,909 1,181,270 1,269,770 SAN I TAT1 0 N 0 P E RAT1 0 N S 4,262,927 4,136,530 3,250,229 4,684,258 SOLID WASTE MANAGEMENT 116,701 159,211 128,100 1 34,8 1 6 GOLF COURSE 1.687.678 314,186 470,000 486,500 TOTAL ENTERPRISE FUNDS 17,982,930 17,750,710 18.328.708 20,042,970 INTERNAL SERVICE FUNDS 1 WORKERS COMP SELF INSURANCE 1,050,204 600,222 790,262 865,794 LIABILITY SELF INSURANCE 282,270 1,326,746 1.122.414 1,125,414 HEALTH INSURANCE 1,831,993 1,692,776 2,145,500 2.1 53,618 VEHICLE MAINTENANCE 1,223,451 1,284,387 1,368,150 1,368,150 VEHICLE REPLACEMENT 666,594 1,253,857 1,605,400 1,605,437 INFORMATION SYSTEMS 1,170,828 1,245,494 1,271,200 1.304.057 TOTAL INTERNAL SERVICE FUNDS 6.225.340 7,403.482 8,302,926 8,422.470 39 %INCR (DEC) 96-97 BUD 1997-08 TO BUDGET 97-98 BUD 500.284 -36.4% 139,181 -12.3% 0 -100.0% 3,075,591 -5.6% 238,383 90.4% 118..418 1.5% 11,'300 -80.5% 491,181 -12.4% 570,1308 5.4% 386,388 -4.8% 718,318 -0.3% 27,348 -91.1% 203,300 -30.4% 53,300 0.0% 21,300 4.0% 189,373 6.2% 102,300 -8.9% 624,500 -48.8% 10.~300 1178.8% 7,480,473 -16.9% 13,807.41 5 2.5% 14.7% -8.1 % 1 44,116 6.9% 490,000 0.7% 1.455,!367 4,305.'761 20,203,259 0.8% 908.086 5 0% 1.238,'125 10.0% 2.44a.m 13.7% 1.328.417 -2.9% 951.403 -40.7% 1,467,820 12.6% -0.9% 8,343,432 1996-97 1994-95 1995-96 ESTIMATED 1996-97 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET @:DEVELOPMENT 19 Io I I OPERATIONS 601,575 526,702 573,850 607,146 DEBT SERVICE 1,465,090 1,612,195 1,074,500 1,074,700 LOW AND MOD INCOME HSNG 67,730 98.764 117,300 132,141 TOTAL REDEVELOPMENT 2,134,395 2,237,661 1,765,650 1.813,9a7 96 I 997-98 BUDGET 97 476,561 1,081,000 125,961 1,683,522 - - - REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1995-96 1996-97 GENERAL FUND I TAXES PROPERTY TAX $10,895,405 $1 1.100,000 SALES TAX 11,542,970 12,115,000 TRANSIENT TAX 3,406,917 3,500,000 FRANCHISE TAX 1,447.379 1,510,000 TRANSFER TAX 293.378 360,000 TOTAL TAXES 27,586,049 28,585,000 LICENSES AND PERMITS BUILDING PERMITS 917,788 1,000,000 BUSINESS LICENSES 1,491,159 1,400,000 LICENSE TAX-CONSTRUCTION 67.440 350,000 OTHER LICENSES & PERMITS 517,957 895,000 TOTAL LICENSES & PERMITS 2,994,344 3,645,000 STATE SUBVENTIONS VEHICLE IN-LIEU 2,492,251 2,550,000 OTHER 183,408 200,000 TOTAL STATE SUBVENTIONS 2,675,659 2.750.000 CHARGES FOR SERVICES PLANNING FEES 890,898 1,350,000 BUILDING DEPT. FEES 558.621 700,000 ENGINEERING FEES 1.101.618 2,300,000 AMBULANCE FEES 422,302 550,000 RECREATION FEES 787.656 810,000 PROPERTY RENTALS 169.577 170,000 OTHER CHARGES OR FEES 51 1,749 550,000 TOTAL CHARGES FOR SERVICES 4,442.42 1 6,430,000 FINES AND FORFEITURES 335,395 330.000 1,401,592 1,400,000 INTEREST 2,054,319 1,750,000 INTERDEPARTMENTAL CHARGES OTHER REVENUE SOURCES 911.699 1,450,000 TOTAL GENERAL FUND 42,401,478 46,340,000 FOR 1997-98 DIFFERENCE ESTIMATED AS Yo REVENUE OF FY 96-97 1996-97 TO 1997-98 - 1997-98 PROJECTED $1 1,300,000 1.8% 200,000 12,577,000 3.8% 462,000 4,600,000 31.4% 1.1 00,000 1,540,000 2.0% 30,000 360,000 0.0% 0 1,792,000 - - - 30,377,000 6.3% 900,000 -10.0% (100,000) 1,450,000 3.6% 50,000 0 - 1 00.0% (350,000) 563,000 -37.1 % (332,000) 2,913,000 -20.1 % (732,000) - - 2,600,000 2 0% 50,000 5,000 55,000 - 205.000 2 5% 2,805,000 2.0% - - 900,000 -33.3% (450,000) -7.1 % (50,000) 650,000 1,500,000 -34.8% (800,000) 480.000 -12.7% (70,000) 840.000 3.7% 30,000 170,000 0.0% 0 (43,000) 507,000 (1,383,000) - -7.8% 5,047,000 -21.5% - - 330,000 0.0% 0 - 1,425,000 1.8% 25,000 - 1,650,000 -5.7% (1 00,000) - 400,000 -72.4% (1,050,000) - 44,947,000 -3 0% (1,393,000) - ACTUAL PROJECTED REVENUE REVENUE I REVElNUE SOURCE 1995-96 1996-97 I II 11 INTEREST 0 0 B (SPECIAL REVENUE FUNDS I POLICE! ASSET FORFEITURE - - ASSET FORFEITURES 14,774 90,000 INTEREST 61,292 60,000 T0TP.L 76,066 150,000 COPS GRANT STATE FUNDING (AB3229) 0 158,748 TOTAL 0 158.748 ESTIMATED AS Yo DIFFE OF FY 96-97 1996 1997-98 PROJECTED 19! REVENUE 53,000 -41.1% 18,550 -69.1 % 71,550 -52.3% 158.750 0.0% 0 0.0% 158,750 0.0% L HOUSING - SECTION 8 I= 15.430 8,000 INTEF!EST FEDERAL GRANT 2,814,337 3,054,000 11 OTHEiR 109,661 190,000 HI I1 11 II 11 TOTAL 2,939,428 3,252,000 HOUSING TRUST FUND INTER EST 63,269 100,000 MISCELLANEOUS 639,158 0 INCLUSIONARY HOUSING FEES 528,038 855,000 TOTAL 1,230.465 955,000 AUDIO-'JISUAL INSURANCE INTEFEST 3,728 3,800 INSUFANCE FEES 100,649 92,000 TOTAL 104,377 95,800 LI BRAR7 GI FTSIBEQUESTS GIFTSiBEQUESTS 34,800 38,200 INTEREST 0 500 34,800 38,700 'I TOTAL -100.0% 10,000 25.0% -1.9% 175,000 -7.9% 3,182,000 -2.2% 2,997,000 100,000 0.0% 500,000 0.0% 500,000 -41.5% 1,100,000 15.2% 3,600 -5.3% 90,000 -2.2% 93,600 -2.3% 35,000 -8.4% 1,500 200.0% 36,500 -5.7% ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1995-96 1996-97 GAS TAX GAS TAX REVENUES 1,218.31 0 1,279,500 INTEREST 197,494 220,000 TOTAL 1,415,804 1,499,500 TREE MAINTENANCE INTEREST 20,135 10,000 MISC. REIMBURSEMENTS 1,316 0 TREE MAINTENANCE FEES 459,422 458,000 INTERDEPARTMENTAL 66,200 66,200 TOTAL 547,073 534,200 MEDIAN MAINTENANCE INTEREST (540) 0 MEDIAN MAINTENANCE FEES 378.612 400,400 MlSC REIMBURSEMENT 469 0 TOTAL 378.541 400,400 ESTIMATED AS % DIFFERENCE REVENUE OF FY 96-97 1996-97 TO i 997-98 - 1997-98 PROJECTED 1,300,000 1.6% 20,500 5.000 25,500 - 225,000 2.3% 1,525,000 1.7% - - 17,000 70.0% 7,000 2,000 0.0% 2,000 457,400 -0.1 % (600) 0 - 66,200 0.0% 542,600 I .6% 8,400 - - 5,000 0.0% 5,000 -3.1 % (12,400) 388,000 350 (7.050) - 350 0.0% - - 393,350 -1.8% STREET LIGHTING INTEREST 52,774 50,000 INTERDEPARTMENTAL 40,100 40,000 STREET LIGHTING FEES 570,197 550,000 MlSC REIMBURSEMENT 41 9 5,000 TOTAL 663,490 645,000 BUENA VISTA CREEK CHNL MAINT INTEREST 25.064 5,000 BUENA VISTA FEES 100,110 100,000 TOTAL 1251 74 105,000 STATE GRANTS (CLSA) INTEREST 10,976 9,000 MISCELLANEOUS 0 0 GRANTS 170,429 160,000 TOTAL 181.405 169,000 STATE GRANTS (PLF) INTEREST 4,022 1,000 MISCELLANEOUS 0 0 GRANTS 22,540 40,000 TOTAL 26.562 41,000 50,000 0.0% 0 40,000 0.0% 0 552,000 0.4% 2,000 0 2,000 - 5,000 0.0% 647.000 0.3% - - 25,000 400.0% 20,000 0 20,000 - 100,000 0.0% 125,000 19.1% - - 9,000 0.0% 0 0 0.0% 0 200 200 - 160,200 0.1% 169.200 0.1% - - 1,000 0 0% 0 0 0.0% 0 0 0 - 40,000 0.0% 41,000 0.0% - - ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1995-96 1996-97 - ARTS SPECIAL EVENTS I u 11 u 11 I1 m= I INTEREST 0 600 DONATIONS 29,200 25,000 TOTAL 29,200 25,600 SENlOli NUTRITION - - GRANTS 108 751 11 0,427 DONATIONS 80 955 76,865 TOTAL 189,706 187,292 SENIOR DONATIONS INTEFLEST 0 0 DONPTIONS 51,150 112,000 TOTAL 51,150 112,000 CDBG ENTITLEMENT/REHAB INTEREST 324 500 GRANT REVENUE 717,375 647,000 TOTP L 717 699 647,500 ARTS GENERAL DONATIONS I = INTEREST 0 350 DONATIONS 0 0 11 TOTAL 0 350 ESTIMATED AS % DlFFt REVENUE OF FY 96-97 19% 1997-98 PROJECTED 19 1,200 100 0% 25,000 0 0% 26,200 2 3% 104,816 -5 1% 85,635 11 4% 190,451 1 7% 0 0 0% 102,000 100 0% 102,000 100 0% 150 -70 0% 618,000 -4 5% 618,150 -4 5% 500 42 9% 10,000 0 0% 10,500 2900 0% : REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1995-96 1996-97 ENTERPRISE FUNDS WATER OPERATIONS I WATER SALES 10,606,835 11,360,873 READY TO SERVE CHARGES 2,530,750 2,464.698 NEW ACCOUNT CHARGES 88.315 86,065 BACK-FLOW PROGRAM FEES 57.468 1,240 PENALTY FEES 175,003 227,334 INTEREST & PORTFOLIO SERVICES 439.977 259,062 ENGINEERING & PLAN CHECK FEES 95,036 62.944 CONNECTION FEES 91,572 80,000 MISCELLANEOUS 360,443 208,417 TOTAL 14,445,399 14,750,633 RECLAIMED WATER WATER SALES 893.709 1,014,000 READY-TO-SERVE CHARGE 15,734 31.200 RECLAIMED WATER CREDITS 287,172 402.300 INTEREST & PORTFOLIO SERVICES 26,078 35,000 MISCELLANEOUS REIMB EXPEND 6,623 2.100 TOTAL 7,229,316 1,484.600 SANITATION OPERATIONS SERVICE CHARGES 4,847,333 4.689.818 LATERAL CONNECTIONS 12,500 15,050 PRE-TREATMENT CHARGES 76,107 68,850 INTEREST 8 PORTFOLIO SERVICES 567.483 159.074 MISCELLANEOUS 36.365 3,930 TOTAL 5.539.788 4,936,722 SOLID WASTE MANAGEMENT INTEREST & PORTFOLIO SERVICES 5.181 5,000 GRANTSIREBATES 0 0 RECYCLING FEE 98,574 81,000 MISCELLANEOUS 15,897 0 TOTAL 119,652 86.000 GOLF COURSE INTEREST 37,657 25,000 MISCELLANEOUS 4,534 0 TRANSFER FROM GENERAL FUND 0 475,000 TOTAL 42,191 500,000 TOTAL ENTERPRISE FUNDS 21,376,346 21,757,955 FOR 1997-98 ESTIMATED AS Yo DIFFERENCE REVENUE OF FY 96-97 1996-97 TO 1997-98 - 1997-98 PROJECTED 11,300,000 -0.5% (60,873) 2,397,000 -2.8% (67,698) 86,000 -0.1 Yo (65) 0 -100.0% (1,240) 220,000 -3.2% (7,334) 259,000 0.0% (62) 62,500 -0.7% (444) 72,000 -10.0% (8,000) 51,583 - 260,000 24 8% 14,656,500 -0.6% (94,133) - 1,044,000 3.0% 30,000 32,200 3.2% 1,000 290,000 -27.9% (112,300) 40,000 14.3% 5,000 900 (75,400) - 3,000 42.9% 1,409,200 -5.1 % - - 4,600,000 -1.9% (89,818) 15,000 -0.3% (50) 68,000 -1.2% (850) 159,000 -0.1% (74) 2,500 -36.4% (1.430) (92,222) - - 4,844,500 -1.9% 5,000 0.0% 0 0 0.0% 0 169,000 108.6% 88.000 0 - 0 0 0% 174,000 102.3% 88,000 - 40,000 60.0% 15,000 0 0 0% 0 490,000 100.0% 15,000 530,000 6 0% 30,000 - (143,755) - - 21,614,200 -0.7% REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE II I 1 11 TOTAL 893,152 755,wo I = REVEiNUE SOURCE 1995-96 1996-97 - I FRNAL SERVICE FUNDS 1 WORKERS’ COMP SELF-INSURANCE - - INTEREST & PORTFOLIO SERVICES 87,097 80,000 INTERDEPARTMENTAL 614,970 615,840 OTHER 191,085 60,000 LIABILITY SELF-INSURANCE INTEREST & PORTFOLIO SERVICES 128,869 130,000 926.376 920,980 INTERDEPARTMENTAL OTHEiR 1,200 10,000 11 TOTAL 1,056,445 1,060,980 HEALTH INSURANCE I= INTEREST & PORTFOLIO SERVICES 83,164 88,165 INTERDEPARTMENTAL 1,332,345 1,102,944 RElM 3URSEMENTS 328,101 357.000 TOTAL 1,743,610 1,548.109 I il - II = I1 II - I1 VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,347,616 1,332,922 MISCELLANEOUS 2,480 30,000 11 TOTAL 1.350.096 1,362,922 VEHICLE REPLACEMENT 799,978 974,690 INTEF!DEPARTMENTAL INTEF!EST 212,232 130,000 SALE OF PROPERTY 62,847 45,000 TOTA- 1,075,057 1,149,690 INFORMATION SYSTEMS 1NTEF:EST & PORTFOLIO SERVICES 27,222 20,000 1NTEF.DEPARTMENTAL 1,030,513 1,185,500 MISCEiLLANEOUS (9,233) 0 TOTAL 1,048,502 1,205,500 I TOTAL INTERNAL SERVICE FUNDS 7,166,862 7,083,041 FOR 1997-98 ESTIMATED AS % DIFFE REVENUE OF FY 96-97 199E 1997-98 PROJECTED 19’ 70,000 -12.5% 8.5% 50,000 -16.7% 668,100 788,100 4.3% 140,000 7.7% 921,790 0.1 % 0 -100.0% 0.1% 1,061,790 42,000 -52.4% 2,101,799 90.6% 357,000 0.0% 2,500,799 61.5% 1,445,497 8.5% 30,000 0.0% 1,475,497 8.3% 1,033,145 6.0% 130,000 0.0% 45,000 0.0% 1,208,145 5.1% 20,000 0.0% 1,298,200 9.5% 0 0.0% 1,318,200 9.4% 8,352,531 17.9% ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1995-96 1996-97 REDEVELOPMENTFUNDS OPERATIONS RENTAL INCOME 47,648 40,000 ADMINISTRATIVE FEES 71,889 71,300 INTEREST 8 PORTFOLIO SERVICES 0 0 MISCELLANEOUS 2,775 2,000 TOTAL 122.31 2 113,300 DEBT SERVICE TAX INCREMENT 1,170,153 1,200,000 INTEREST 8 PORTFOLIO SERVICES 120,224 50,000 TOTAL 1,290,377 1,250,000 LOWAND MOD INCOME HSNG TAX INCREMENT 292,538 300,000 INTEREST 8 PORTFOLIO SERVICES 45,812 55,000 MISCELLANEOUS 2,181 0 TOTAL 340.531 355,000 TOTAL REDEVELOPMENT FUNDS 1,753,220 1,718,300 ESTIMATED AS % DIFFERENCE REVENUE OF FY 96-97 1996-97 TO 1997-98 - 1997-98 PROJECTED 40,000 0.0% 0 71,300 0.0% 0 0 0.0% 0 0 0 - 2,000 0 0% 113,300 0.0% - - 1.200,000 0.0% 0 50,000 50,000 - 100,000 100.0% 4.0% - _. 1,300,000 0.0% 0 50,000 -9.1 % (5,000) 0 (5,000) 300,000 - 0 0.0% 350,000 -1.4% - - 45,000 - - 1,763,300 2 6% I It I II 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 3,306,428 $ 3,481,786 $ 3,771,169 $ MAINTENANCE & OPEF4ATION 9,137,661 7,479,900 11,040,609 CONTINGENCY 343,000 544,000 625,030 CAPITAL OUTLAY 65,580 336,137 21 1,926 GRAND TOTAL $ 12,852,669 $ 11,841,823 $ 15,648,734 $ ' FULL TIME POSITIONS 52.00 52.75 51.75 HOURLYIFTE POSITIONS 1.82 1.24 1.50 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1994-95 1995-96 ACTUAL ACTUAL $ 140,286 $ 149,667 $ 142,810 $ 22,986 27,188 0 $ 163,272 $ 176,855 $ 1 .oo 1 .oo 0.00 0.00 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FIJLL TIME POSITIONS Ht3URLY/FTE POSITIONS ~ 11 II It 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET Bl $ 677,542 $ 703,657 $ 714,071 $ 6 90,267 95,787 196,625 1 11,799 5,811 2,000 $ 779,608 $ 805,255 $ 912,696 $ 8 8 8 8 0 0 0 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLWFTE POSITIONS 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET $ 6,815 $ 202,849 $ 227,799 -$- 31,620 1 15,073 135,863 0 76,366 15,884 $ 38,435 $ 394,288 $ 379,546 r 6 .OO 4.60 3.60 0 .oo 0.00 0.00 PROGRAM: CITY CLERK PAGE I II 1 11 II I1 I 11 I1 1 il I1 R I1 111 I i FIJND: GENERAL DIEPARTMENT: CITY CLERK ACCT NO. oa PROGRAM ACTIVITIIES: WORKLOAD MEASURES: CYll995 Q - Sup~ort Services: Assist public and City depart- 1. Documents Processed: ments with requests for information; provide research Agendas 86 seivices concerning Council action since City in- Agenda Bills 557 coi-poration on 7-1 6-52; provide maintenance and Resolutions 393 quarterly supplement service for subscriptions to the Ordinances 41 Carisbad Municipal Code and subscriptions to the City Documents to Recorder 306 Council agendas and minutes; prepare and post ContractslAgreements 204 aglandas in accordance with "Brown Act" for Council, Subscriptions to Muni. Code 93 ChlWD Board, and H&R Commission meetings: process, index, and file all Council Meeting docu- ments. - Duplication EauiDment: Keep the City Hall copy 1. Copies: 554,661 52 machine operational by provision of key operator seivices, supplies, and current maintenance agree- ment. - Records Manaaement Services: Maintain City 1. Entries Indexed: 1,065 records in an identifiable arid accessible manner in order to fulfill public, legal, and historical requirements 2. Storage: for preservation and storage of information. Boxes of Files 137 Micro Boxes 10 ii SIGNIFICANT CHANGES: Two employees retired and are replaced with one full-time and one hourly employee. Election funds decreasec there will not be a regular municipal election in 1997-98 II 52 PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 399,332 $ 440,639 $ 452,664 -$- 469,982 68,682 12,000 $ 450,286 $ 511,313 $ 580,505 x - 550,664 0.50 ~~ 45,996 70,674 126,641 4,958 0 1,200 - 5.00 5.00 5.00 0.00 0.00 0.00 - I 11 It 1994-95 1995-96 1996-97 1997-6 ACTUAL ACTUAL BUDGET BUDGE PERSONNEL $ 732,544 $ 683,274 $ 763,372 $ 792,ll MAINTENANCE & OPERATION 231,470 241,975 490,276 257,5C CAPITAL OUTLAY 4,866 3,231 3,000 GRAND TOTAL $ 968,880 $ 928,480 $ 1,256,648 $ 1,049,61 FULL TIME POSITIONS 14.00 14.00 14.00 7 4.0 HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.0 PROGRAM: FINANCE PAGE TWO DEPARTMENT: FINANCE ACCT NO. 0011310 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Accounts Receivable: Bill and collect revenue for 1. Increase collection of receivables through timely the City; including business license, parking citations, follow-up of delinquent accounts and use of and emergency response billings. collection agency. Implement new accounts receivable and cash receipting system to provide better management information and increased collection of revenues. 2. Accounts Payable: Assemble and pay the debts of the City, including payroll. Satisfy requirements of and pay invoices. taxing agencies. 1. Maintain turnaround time of 30 days to process Reduce City-wide staff time fcir processing of payables by 30%. 2. General Accountinu and Reuortinq: Prepare and 1. Meet the financial reporting needs of manage- maintain accurate financial records; including grants, ment through better access and training on the capital projects, enterprise funds, assessment financial information system. districts, investments, fixed assets, and agency funds. 2. Provide City management and Council with timely monthly financial reports. Audits: Reviews records of businesses in City that 1. Implement new business 1ic:ense inventory support business license, franchise fees, sales taxes system to identify businesses operating without a and TOT revenue. Perform compliance reviews and license and bring them into compliance. internal audits of City departments. 2. Monitor sales tax audit contract to ensure effectiveness. 3. Perform in-house internal cortrol reviews as needed. SIGN I FI CANT CHANGES : None. 55 PERSONNEL MAINTENANCE & OPEWTION CAPITAL OUTLAY GRAND TOTAL FlJlL TIME POSITIONS HOURLY/FTE POSITIONS ~ I1 II 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET BL $ 25,766 $ 46,075 $ 51,025 $ 38,008 32,907 64,220 1,602 0 0 $ 65,376 $ 78,982 $ 115,245 $ 1 0.00 0.75 0.75 0.75 0.00 0.001 PROGRAM: CASH MANAGEMENT PAGE TWO DEPARTMENT: CITY TREASURER ACCT NO. 001 0310 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: RecordkeeDing: Develop and maintain records for 1. Maintain data base of cash projections, invest- all investments and investment income. Verify ments, interest rates, interest income, trans- receipt and correctness of investments made. actions and market values. Reconcile bank’s monthly report of safekeeping wii h data compiled throughout the period. 2. Calculate interest income to bje received and ensure payment is accurate and timely. Verify accuracy of transfer and trade confirma- tions with investments made. ReDorting: Develop and prepare monthly and 1. Provide City Council with timely monthly reports annual reports to the City Council regarding cash of investment activities, related to investment management and investment activities; develop policy requirements. Additionalhi, disclose other investment data for the Annual Financial Report. pertinent information that could potentially threaten the safety and liquidity of the investment po rtfo I io. Provide City Council with annual report reviewing past fiscal year and projecting portfolio performance for next fiscal year. Develop from investment data base information required for the annual audit and Annual Financial Report. 3. 2. 3. Administrative Duties: Develop agenda, convene, 1. Treasurer will act as the chairman of the conduct, and record proceedings of the Investment Investment Review Committee. Review Committee; develop and submit annually, or as required, a statement of investment policy to the Present to the Investment Review Committee ai City Council. Maintain and ensure compliance with least quarterly, a portfolio review, current market Treasury Department Internal Controls. overview, and cash management status. Seek the opinions of the group on any miscellaneous issues. 2. 3. Review the City’s investment policy with the Investment Review Committee; develop recom mendations to modify; ensure (compliance with the California Government Code. SIGN I FI CANT CHANGES : Includes funding for an investment sohare package that will assist the Treasurer’s office in analyzing and tracking investments. 57 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS I 1 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET BI $ 224,530 $ 240,728 $ 241,829 $ 2 109,277 11 6,920 151,035 I 0 3,171 0 $ 333,807 $ 360,819 $ 392,864 $ 4 5.00 5 .OO 5.00 H 3URLY/FTE POSITIONS I 0.50 i 1 0.50 0.50 PROGRAM: PURCHASING PAGE TWO DEPARTMENT: PURCHASING ACCT NO. Q011410 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: SurDlus Property: Manage the transfer and disposal of City property and lostlunclaimed Police property. 1. Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes available. 2. Direct disposal of surplus ancl lostlunclaimed police property as needed. Messenaer and Mail Service: Provide twice-daily Act as liaison with Postal Service. Alert City Staff inter-departmental mail service to City facilities, and to requirements to improve deliverability. daily pick-up, posting/delivery of U.S. mail to City Hall. Facilitate the City-wide Presort Program with 2. Review inter-departmental services, making the County. Provide guidance on mail related needs necessary adjustments. to all departments. Reduce overall postage costs for mail services, encouraging the use of pre-sort of first-class mail. 1. 3. SIGNIFICANT CHANGES: The budget request includes a CommoditylService Code software package. The software provides a coding system which will assist the Purchasing department in registering and maintaining vendor files, tracking vendor performance, capturing purchase history, and developing specification files for bids and quotations. 59 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GlRAND TOTAL FULL TiME POSITIONS H OU RLY/FTE POS IT1 ONS ~ Rl 11 11 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET BI $ 400,703 $ 431,960 $ 551,703 $ E 297,914 389,246 648,020 L 0 4,707 7,200 $ 698,617 $ 825,913 $ 1,206,923 $ 1,0 7.00 7.00 7.00 0.07 0.24 0.50 PROGRAM: HUMAN RESOURCES PAGE TWO DEPARTMENT: HUMAN RESOURCES ACCT NO. 0011510 THRU alO1155U FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES Svstem Analvsis: To aggressively review and 1. Conduct review of Management Performance redesign Human Resources systems. Appraisal and Compensation System. Goal: To evaluate the effectiveness and efficiency of Design and implement Human Resources lnfor- every major organizational HR-related system. mation System (HRIS) to create more streamlined and effective systems. 3. Partner in the Business Process Review of employment services. 2. Communication: To "over-communicate" with the 1. Continue to coordinate Quarterly Management organization. Meetings. Goal: To provide every employee with HR-related 2. Establish a Human Resources "community information they need in a timely manner. folder" on the City-wide network. Introduce a Human Resources newsletter. 3. 4. Conduct an annual benefits, education and communication meeting with employees. SIGNIFICANT CHANGES: None. 61 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS I-IOURLYIFTE POSITIONS II I 11 !I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B $ 74,683 $ 73,396 $ 73,180 $ 975,52 1 526,826 792,614 0 0 0 $ 1,050,204 $ 600,222 $ 865,794 $ ! 1 00 1 00 1 00 0 00 0.00 0.00 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL 1994-95 1995-96 ACTUAL ACTUAL $ 44,216 $ 50,155 $ 235,578 1,276,591 2,476 0 $ 282,270 $ 1,326,746 $ FULL TIME POSITIONS 1 .oo HOURLYIFTE POSITIONS 0.50 1.00 0.50 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS It II 11 II 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET $ -$ 58,711 $ 82,500 $ 1,831,993 1,634,065 2,071,118 0 0 0 $ 1,831,993 $ 1,692,776 $ 2,153,618 $ 0.00 0.00 0.00 0.00 0.00, 0.00 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS ,- 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 580,011 $ 400,675 $ 406,102 -$ 452,136 550,938 601,968 718,313 815,784 39,879 242,85 1 179,642 199,900 $ 1,170,828 $ 1,245,494 $ 1,304,057 7 - 1,467,820 6.40 0.00 .- - 4.00 5.40 5.40 -- 0.00 0.001 0.00 PROGRAM: INFORMATION SYSTEMS PAG II DEPARTMENT: INFORMATION SYSTEMS ACCT NO. 64 u 11 II II B II II I1 1 ll I I1 I It I1 It I1 FUND: INTERNAL SERVICE PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: - New Systems Support: Continue implementation of 1. Meet the informational needs of the us the Financial Information System, the new permitting encourage the appropriate use of compu system, and associated applications. Implement new communication technology to increase arid enhance existing applications and services tivity and enhance communication. according to user needs, which requires an analysis of th. function being performed, determination of appropriate platform for compatibility and research of abailable solutions. SllGNlFlCANT CHANGES: The Help Desk position was converted from a temporary to a permanent full-time position. Budget request ir an upgrade to the communication links to remote sites. Maintenance & Operation includes $186,000 to ass tht? purchase of computers for the new South Carlsbad Library. II 66 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 1996-97 1997-98 1994-95 1995-96 ACTUAL ACTUAL BUDGET BUDGET 0019001 Community Promotion $215,847 $184,255 $2130,260 $211,150 (Carlsbad Convention and Visitor’s Bureau) 001 9002-8540 Community Contributions 101,300 0 180,000 75,000 001 9002-7550 Beach Parking 36,000 36,000 36,000 36,000 001 3050 Hiring Center 64,378 75,578 80,000 80,000 798,443 793,080 797,500 800,000 001 9003-9999 001 9003-7556 Animal Regulation Contract 1 19,096 138,027 154,000 160,000 0019003-771 1 Dues and Subscriptions 23,167 26,774 :30,000 36,100 Hosp Grove Debt Service 0019003-9999 Misc / Transfers Out 1,317,321 91 1,951 1,883,201 0 0019003-9999 Golf Course Contribution 1,800,000 0 4i75,000 490,000 001 9003-7435 Property Tax Administration 162,152 150,902 159,800 185,000 Fee 0019003-891 0 Bond Service 4,961 4,993 7,000 7,000 001 9003-7490 Assessment Services 6,998 9,025 50,000 35,000 0019003-7400 Audit 26,430 20,095 €12,914 45,000 001 9004 Harmony Grove Fire 0 0 360,500 0 001 9008 Contingencies (Budget request) 343,000 544,000 625,0:30 1,487,765 TOTAL $5,019,093 $2,894,680 $51 Ern15 $3,648,015 67 Fire 41% Police 59% L li I1 11 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 13,166,739 $ 13,773,085 $ 14,234,328 $ MAINTENANCE & OPERATION 2,551,724 2,776,577 3,211,371 (CAPITAL OUTLAY 197,211 300,426 585,556 GRAND TOTAL $ 15,915,674 $ 16,850,088 $ 18,031,255 $ FULL TIME POSITIONS 189.00 189.00 194.001 I-IOURLY/FTE POSITIONS 1 0.49 0.99 0.641 PROGRAM: POLICE FUND: VARIOUS DEPARTMENT: POLICE SUMMARY - - $ MAINTENANCE &. OPERATION CAPITAL OUTLAY - - $ - - - - WORK PROGRAM: To enhance the quality of life in the City of Carlsbad by working cooperatively with the public aind within the framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe environment for residents and visitors of Carlsbad. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVEiS: Operations Division: Provide response to emer- gency and non-emergency calls for service, proactive patrol to deter crime, traffic services to enforce laws and reduce accidents, and services with assistance of the Reserve Officer Program. Investigations Division: Provide follow-up and in- 1. Investigate and follow-up crimes and incident vestigation of crimes, diversion of juvenile offenders, enforcement of viceharcotics violations and prepare court cases for prosecution. Technical Services Division: Provide support to all 1. Maintain crime prevention activities in the divisions in the form of communications, records, community, including Neighborhood Watch crime prevention, training and recruitment, the DARE program, and technological development. 1. Maintain a six minute or less response time City wide for Priority One calls. reports. and community presentations. Maintain 2 full-time DARE officers for drug abuse education in elementary and junior high schools. 2. Community Relations: Monitor community con- 1. Continue citizen survey program. cerns and needs, maintain positive relationship with community, and develop programs responsive to community needs. 2. Continue positive relationship with media, pro- vide Business Liaison services, and expand community relations activities. 3. Maintain Citizen "Ride-Along'' program. SIGNIFICANT CHANGES The budget includes seven new positions: One non-sworn position in Technical Services; three sworn and one non- sworn positions in Field Operations; one sworn officer irr the Traffic division; and one sworn Sergeant in Investigations 69 I1 I1 1 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET BI F'ERSONNEL $ 249,117 $ 257,778 $ 253,582 $ 2 MAINTENANCE & OPERATION 418,089 32 5,774 331,605 CAPITAL OUTLAY 0 0 0 GRAND TOTAL $ 667,206 $ 583,552 $ 585,187 $ t FULL TIME POStTlONS 3.00 3 .OO 3 .OO HOURLY/FTE POSITIONS 0.00 0.00 0.001 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 3,663,555 $ 4,037,030 $ 3,921,8067 MAINTENANCE & OPERATION 528,608 613,177 659,208 CAPITAL OUTLAY 4,000 6,099 0 GRAND TOTAL FULL TIME POSITIONS 53.00 53.00 53.00 $ 4,196,163 $ 4,656,306 $ 4,581,014$ HOURLY/FTE POSITIONS 0.001 0.00 0.00 1997-98 - BUDGET 4,116,500 743,251 0 4,859,751' 57.00 u.00 - - - I1 €i I1 1994-95 1995-96 1996-97 1997-9 ACTUAL ACTUAL BUDGET BUDGE PERSONNEL $ 467,179 $ 538,393 $ 556,534 $ 623,20 MAINTENANCE & OPERATION 109,726 121,804 131,056 163,24 CAPITAL OUTLAY 0 0 2,270 GRAND TOTAL $ 576,905 $ 660,197 $ 689,860 $ 786,44 FULL TIME POSITIONS 8.001 8.00 8.00 9.0 HOURLY/FTE POSiTIONS 0.001 0.001 0.001 0.0 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS - 1994-95 1995-96 1996-97 BUDGET 7,000 r ACTUAL ACTUAL BUDGET $ 3,646 $ 3,244 $ 284 21 6 22,900 0 0 0 29,900 z - $ 3,930 $ 3,460 $ - 0.00 0.00 0.00 HOURLYlFTE POSITIONS 0.00 3 - 0.00 0.00 II II I1 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET Bt PERSONNEL $ 1,041,094 $ 1,130,620 $ 1,126,591 $ 1,l MAINTENANCE & OPERATION 158,740 193,405 188,579 i CAPITAL OUTLAY 0 0 21,800 GRAND TOTAL $ 1,199,834 $ 1,324,025 $ 1,336,970 $ 1,2 FULL TIME POSITIONS 14.00 15.00 16.00 HOURLY/FTE POSITIONS 0.00 0.00 0.1 5 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 250,388 $ 254,810 $ 298,418 -$- 302,260 26,840 i 19,602 22,625 25,640 0 0 0 $ 269,990 $ 277,435 $ 324,058 F 329,100 - 3.00 3.00 3.00 - 0.00 0.00 0.00 - PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL F’ULL TIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND ASSET FORFEITURE TOTAL FUNDING II it I II 8. 1994-95 1995-96 1996-97 19974 ACTUAL ACTUAL BUDGET BUDGE $ 46,245 $ 50,468 $ 56,469 $ 55,71 30,461 48,010 82,890 97,3i 0 20,541 0 $ 76,706 $ 119,019 $ 139,359 $ 153,Oi 2.00 1 .oo 1 .oo 1 .c 0.00 0.00 0.00 0.c $ 7,475 $ 51,059 $ 56,469 $ 55,7c $ 69,231 $ 67,960 $ 82,890 $ 97,3i $ 76,706 $ 119,019 $ 139,359 $ 153,Oi PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POStTlONS - 1994-95 1995-96 1996-97 1 !397-98 ACTUAL ACTUAL BUDGET - BUDGET . $ 47,003 $ 45,978 !§ 53,020 $ 344 4,495 12,345 0 0 0 - - 65,365 $ - - $ 47,347 $ 50,473 $ - 0.00 0.00 0.00 I HOURLY/FT€ POSITIONS 0.49 1 0.49 - 0.49 0.491 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FIULL TIME POSITIONS HOURLY/FTE POSiTlONS i I !I I 1994-95 1995-96 1996-97 1997-9j ACTUAL ACTUAL BUDGET BUDGE- $ 1,279,162 $ 279,740 $ 323,648 $ 347,834 448,662 368,436 362,696 403,Ol: 0 0 0 ( $ 1,727,824 $ 648,176 $ 686,344 $ 750,841 25.00~ 4.00 4.001 5.0( 0.00 0.00 0.001 O.O( - 1995-96 1996-97 1997-98 1994-95 BUDGET PERSONNEL $ 151,442 $ 135,729 $ 144,530 $ 142,071 MAINTENANCE & OPERATION 8,281 7,612 14,990 13,888 - ACTUAL ACTUAL BUDGET CAPITAL OUTLAY 0 20,901 0 0 - - $ 159,723 $ 164,242 $ 159,520 $ 155,959 GRAND TOTAL 2.00 FULL TIME POSITIONS 2.00 2.00 2.00 0.00 HOURLYFTE POSITIONS 0.00 0.00 0.00 GENERAL FUND $ - $ 146,902 $ 144,530 $ 142,071 ASSET FORFEITURE $ 159,723 $ 17,340 $ 14,990 $ __ 13,888 159,520 $ 155,959 TOTAL FUNDING $ 159,723 $ 164,242 $ - - - - - - - -- II It I1 SI U I II 11 II I II i I I1 5 It I1 PROGRAM: CRIME PREVENTION FUND: GENERAL DIE PARTM E NT : PO LICE ACCT NO. 00’ MAINTENANCE & OPER4TION CAPITAL OUTLAY ~ VliORK PROGRAM: To help improve the quality of life for Carlsbad citizens through crime prevention awareness and education i help reduce the fear of crime through the dissemination of information. . PROGRAM ACTlVlTllES : - Pi’oarams: Target all community groups including crime victims. Activities include community forums, community surveys, media, newsletters, and direct mailings. C-eate and implement education and awareness programs that reduce the threat of crime and enhance safety and security. Programs include: N 2ighborhood Watch, rape prevention, personal safety, home and commercial environmental design, vehicle theft and burglary prevention, children’s programs, senior’s programs, fraud prevention, vi Aence prevention, and drug abuse prevention. SIGNIFICANT CHANGES: W N me. It 80 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLYlFTE POSITIONS - 1994-95 1995-96 1996-97 BUlDG ET ~ ACTUAL ACTUAL BUDGET $ - $ 697,900 $ 715,800 $ 812,165 0 30,041 42,775 0 0 0 $ - $ 727,941 $ 758,575 $ 860,365 0.00 14.00 14.00 0.00 0.50 0.00 - F'ERSONN EL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS I-IOURLWFTE POSITIONS It II It 1994-95 1995-96 1996-97 1997-9 ACTUAL ACTUAL BUDGET BUDGE $ - $ 235,085 $ 252,614 $ 268,93 0 121,529 124,960 12535 0 0 0 $ - $ 356,614 $ 377,574 $ 394,48 0.00 6.00 6.00 6.0 0.00 0.00 0.001 0.0 - 1994-95 1995-96 1996-97 'I 997-98 BUDGET PERSONNEL $ -$ - $ 120,868 $ 144,929 MAINTENANCE & OPERATION 0 0 7,740 24,988 CAPITAL OUTLAY 0 0 23,500 0 - ACTUAL ACTUAL BUDGET - GRAND TOTAL $ -$ - $ 152,108 $ __ 169,917 2.00 FULL TIME POSITIONS 0 00 0.00 2.00 0.00 - - - HOURLYFTE POSITIONS 0 00 0.ooJ 0.00 It II I1 1994-95 1995-96 1996-97 19974 ACTUAL ACTUAL BUDGET BUDGE PERSONNEL $ 40,320 $ 47,035 $ 26,191 $ MAINTENANCE & OPERATION 48,556 47,884 139,394 136,4( CAPITAL OUTLAY 107,324 87,506 371,095 82,7( GRAND TOTAL $ 196,200 $ 182,425 $ 536,680 $ 219,lC FULL TIME POSITIONS 0.00 0.00 0.00 0.C I-IOURLY/FTE POSlTlONS 0.00 0.00 0.00 0.c -.I 1994-95 1995-96 ACTUAL ACTUAL PERSONNEL $ -$ - - MAINTENANCE & OPERATION 0 0 CAPITAL OUTLAY 0 0 GRAND TOTAL $ -$ FULL TiME POSITIONS 0.00 0.00 HOURLY/FTE POSITIONS 0.00 0.00 - 1996-97 1997-98 BlJDGET - BUDGET $ 143,994 $ 130,181 9,000 7,000 , . ., - - $ 158,748 $ 239,181 0.00 7'754 - ~. - 2.00 0.00 - at fl I1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 5,927,588 $ 6,018,709 $ 6,193,710 4 MAINTENANCE & OPEFATION 780,371 869,765 1,015,731 CAPITAL OUTLAY 85,887 165,379 159,891 GRAND TOTAL $ 6,793,846 $ 7,053,853 $ 7,369,332 9 FULL TIME POSITIONS 1 79.00 79.00 79.00 I-IOURLY/FTE POSITiONS 0.00 0.00 0.001 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FT€ POSITIONS - 1996-97 1997-98 1994-95 1995-96 BUDGET $ 188,987 $ 191,130 $ 194,807 $ 265,441 203,257 ‘I 5,000 $ 311,447 $ 334,891 $ 423,200 $ 483,698 0.00 - ACTUAL ACTUAL BUDGET q 1 11,353 1 19,417 1 17,602 11,107 24,344 110,791 - - - - 3.00 3.00 3.00 0.00 0.00 0.00 - I I II 1994-95 1995-96 1996-97 1997-! ACTUAL ACTUAL BUDGET BUDGE PERSONNEL $ 4,463,856 $ 4,563,184 $ 4,734,578 $ 4,707,9: MAINTENANCE & OPERATION 463,763 515,582 570,868 6433 CAPITAL OUTLAY 74,780 129,843 5,100 40,51 GRAND TOTAL $ 5,002,399 $ 5,208,609 $ 5,310,546 $ 5,391,7~ FULL TIME POSITIONS 59.00 59.00 59.00 59.1 HOURLYIFTE POSITIONS 0.001 0.00 0.00 0.1 1994-95 1995-96 ACTUAL ACTUAL PERSONNEL $ 311,896 $ 307,942 MAINTENANCE & OPERATION 28,529 31,509 CAPITAL OUTLAY 0 0 $ 340,425 $ 339,451 GRAND TOTAL FULL TIME POSITIONS 5.00 5.00 HOURLY/FTE POSITIONS 0.00 0.00 - 1996-97 'I 997-98 BUDGET . ~ BUDGET $ 337,069 $ :328,857 37,193 17,500 $ 373,713 $ -383,550 1~ 36,644 0 - - - - 5.00 0.00 - 1 II 11 - 1994-95 1995-96 1996-97 1997- ACTUAL ACTUAL BUDGET BUDGI PERSONNEL $ 962,849 $ 956,453 $ 927,256 $ 932,2 MAINTENANCE & OPERATION 99,748 114,893 152,798 182,3 CAPITAL OUTLAY 0 10,000 44,000 42 GRAND TOTAL $ 1,062,597 $ 1,081,346 $ 1,124,054 $ 1,118,8 FULL TIME POSITIONS 12.00 12.00 12.00 12 i-IOURLY/FTE POSITIONS 0.00 0.00 0.00 0 1994-95 ACTUAL PERSONNEL $ MAINTENANCE & OPERATION 20,208 CAPITAL OUTLAY 0 GRAND TOTAL $ 20,208 FULL TIME POSlnONS 0.00 HOURLYRE POSITIONS 0.00, - 1995-96 1996-97 1997-98 BlJDGET ..!. - ACTUAL BUDGET -$ -$ -$ 34,790 7331 9 0 0 - - 91,050 0.00 - - $ 34,790 $ 73,519 $ - 0.00 0.00 - 0.00 0.00, 1 I1 I1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET E c PERSONNEL $ -$ -$ -$ MAINTENANCE & OPERATION 56,770 53,574 64,300 CAPITAL OUTLAY 0 1,192 0 GRAND TOTAL $ 56,770 $ 54,766 $ 64,300 $ FULL TIME POSITiONS 0.00 0.00 0.00 - HOURLY/FTE POSITIONS 0.00 0.00 0.00 - c I COrVLMUNITY DEVELOPMENT Building Comm. Dev. In S p e C t i On Ad mi n. G e OS r a P h i c 13% 7% Information Growth Economic 47% Deve 1 opme nt 2% ~^_I___ I I I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 4,792,659 $ 5,032,318 $ 5,138,932 $ MAINTENANCE & OPERATION 1,546,032 1,690,843 2,921,760 CAPITAL OUTLAY 37,778 54,824 3,500 GRAND TOTAL $ 6,376,469 $ 6,777,985 $ 8,064,192 $ ; FULL TIME POSlTlONS 82.00 82.00 82.00 HOURLYETE POSITIONS 0.301 I .63 2.50 1996-97 1994-95 1995-96 ACTUAL ACTUAL BUDGE:T PERSONNEL $ 365,017 $ 321,186 $ 294,714 242,772 355,689 MAINTENANCE & OPERATION 199,576 CAPITAL OUTLAY 0 0 0 GRAND TOTAL $ 564,593 $ 563,958 $ 650,403 1997-98 BUDGET $ 323,854 202,140 0 $ 525,994 I FULL TIME POSITIONS 4.00 4.00 4.75 4.00 I I I I -- 1995-96 1996-97 ACTUAL BUDGET PSSONNEL ~~ $ 84,068 $ 84,370 $ MAINTENANCE & OPERATION 62,148 131,390 CAPITAL OUTLAY 0 11,089 3,500 ?;RAND TOTAL .r:LL $ 157,305 $ 219,260 $ H~JRLWFTE POSITIONS 0.20 0.50 0.50 7E.L TIME POSITIONS 1-00 1 .oo -- PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1997-98 1994-95 1995-96 1996-!37 ACTUAL ACTUAL BU DGE!T BUDGET $ -$ 56,705 $ 81,420 $ 86,685 66,811 53,843 54,1130 37,545 0 0 0 0 $ 66,811 $ 110,548 $ 135,600 $ 124,230 1 .oo I .oo 1 .tlOj 1 .oo 0.00 0.00 0.0ol 0.00 F’RBGRAM: ECONOMIC DEVELOPMENT PAGE I FUND: GENERAL CIEIPARTMENT: COMMUNITY DEVELOPMENT P’ROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: ACCT NO. 00 -- Public Relations and Education Strateay: Provide 1. Conduct local roundtable events with u opportunities for increased local business and citizen awareness of economic goalls and activities. segments of the business community. Provide information to various groups ai media that highlight the City’s ecc development efforts. Meet with local industry executives regardi City and resources available to them. 2. 3. SIGNIFICANT CHANGES: I N me. 97 1997-98 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGElT BUDGET PERSONNEL $ 2,371,305 $ 2,472,065 $ 2,489,407 $ 2,537,028 MAINTENANCE & OPERATION 633,551 688,817 1,272,835 991,782 CAPITAL OUTLAY 22,392 21,995 0 0 GRAND TOTAL $ 3,027,248 $ 3,182,877 $ 3,762,242 $ 3,528,810 FULL TIME POSITIONS 41 .QO 41 .OO 41 .OCl 37.00 HOURLYffTE POSITIONS 0.10 0.00 0.00 0.50 PROGRAM: ENGINEERING PAG I DEPARTMENT: ENGINEERING ACCT NO. O( I I I I 1 I I I I I I 1 I 1 I 1 I 1 99 FUND: GENERAL F'ROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: - Dsevelopmental Services: Ensures all Engineering 1. Return all phone messages within 24 r questions related to land development are answered Provide complete engineering coverage ( irt a ,timely and friendly manner counter and make initial contact with all ( customers within 5 minutes of their arrival. TRANSPORTATION AND CAPITAL PROJECTS - Investigations: Reviews, analyzes and reports on a 1. Complete investigations within a timely r wide variety of traffic issues, concerns, complainits (2-4 weeks). Follow up on recommendati, and inquiries. issuing work orders, proposals for CIP con tion or developer obligations. - Continuing Operations: Maintains up-to-date re- 1. Update speed surveys prior to expiration cords of collision reports, speed surveys, traffic accordance with vehicle code; log, pin a, counts and assists in maintaining optimum traffic collision reports within two weeks of rec signal operations. them; conduct traffic counts on an as-n basis; and respond to traffic signal problem same-day basis. - Proiect Reviews: Reviews traffic control plans, 1. Complete reviews in a timely manner to mi signing and stripping plans and traffic signal plans. department goals for plancheck services. Reviews project submittals for good transportation vide immediate response to inter-depa planning concepts. Provides inter-department coordi- needs and concerns. ni3tion on various issues on an as-needed basis. - Coordination: Coordinates the design, construction, 1. Thoroughly and efficiently scope all capit; and inspection of the City's Capital Improvement Pro- jects. Direct the design and construct gi'arni. Provides safe, efficient, and economical in- public projects. Provide support and assi! spection services for all projects within the City to clients and City departments through a ( through a combined and comprehensive inspection program. - Construction and Inspection: Provides a thorough 1. Complete inspections in a timely manner. inspection of all projects through the application of clear, concise, and uniform construction management practices and policies. Assists in construction quality control. nated Capital Program. S IGNlFlCANT CHANGES: Four vacant, unfunded positions were eliminated. The positions were: One Principal Civil Engineer - Traffic Eiigineering Technician II; and two Associate Engineers. . Contract consultant plan check and inspection se have increased to meet demand for services as a result of development and capital projects. 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 1,386,923 $ 1,444,296 $ 1,493,976 $ 1,484,632 556,888 336,537 640,~~1 0 PERSONNEL MAINTENANCE & OPERATION 346,444 CAPITAL OUTLAY 15,386 21,740 GRAND TOTAL $ 1,748,753 $ 1,802,573 $ 2,134,517 $ 2,041,520 FULL TIME POSITIONS 23.00 23.00 23.00 23.00 HOURLY/FTE POSITIONS 0.00 1 .oo 1 .oo 1 .oo -- I I I I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET F'ERSONNEL $ 17,317 $ 17,046 $ 17,300 $ MAINTENANCE & OPERATION 10,143 11,671 12,100 CAPITAL OUTLAY 0 0 0 GRAND TOTAL $ 27,460 $ 28,717 $ 29,400 $ FULL TIME POSITIONS 0.00 0.00 0.00 .H,OU RLYIFTE POSIT IONS 0.00 0.00 0.00 1994-95 ACTUAL PERSONNEL $ 65,891 MAINTENANCE & OPERATION 5,544 CAPITAL OUTLAY 0 GRAND TOTAL $ 71,435 FULL TIME POSITIONS 1 .oo HOURLY/FTE POSITIONS 0.00 1995-96 1996-97 1997-98 ACTUAL BUDGET BUDGET $ 73,449 $ 70,580 $ 74,616 4,465 8,980 8,080 0 0 0 $ 77,914 $ 79,560 $ 82,696 1 .oo I .OD 1 .oo 0.00 0.00 0.00 I 1 1 -- 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 508,096 $ 563,503 $ 607,165 $ MAINTENANCE & OPERATION 225,596 290,590 446,045 CAPITAL OUTLAY 0 0 0 GRAND TOTAL $ 733,692 $ 854,093 $ 1,053,210 $ ’ F’ULL TIME POSITIONS 1 1 .oo 11 .oo 11.00 I-IOURLY/FTE POSITIONS 0.00 0.13 1 .oo ** 0 LIBRARY / CULTURE Sister Cultural City Arts 0.2% Audio Visual Ins. Library 87.2% I I I - - I MAINTENANCE & OPERATION ( ( I - - - - - 1 - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 310,540 $ 318,723 $ 299,868 $ 309,178 MAINTENANCE & OPERATION 201,265 220,577 230,722 339,350 CAPITAL OUTLAY 9,782 0 0 0 GRAND TOTAL $ 521,587 $ 539,300 $ 530,590 $ 648,528 HOURLY/FTE POSlTl ON S 2.75 2.49 4.46 1 .a3 GENERAL FUND $ 509,144 $ 527,739 $ 515,590 $ 633,528 PLF GRANT FUNDING $ 12,443 $ 11,561 $ 15,000 $ 15,000 TOTAL FUNDING $ 521,587 $ 539,300 $ 530,590 $ 648,528 FULL TIME POSITIONS 1 6.00 6.00 6.00 6.00 ~ PROGRAM: ADMINISTRATION PAG DEPARTMENT: LIBRARY ACCT NO. 0014010/0014069/1 I I I I I I 11 I I I I I I I I I FUND: GENERAUPLF GRANT I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: - Internal Manaqement: Provide leadership for the 1. Supervise the library's nine (9) divisions. litirary's divisions and for the Cultural Arts office. 2. Manage facilities and resources. 3. Develop policies and procedures for all operations. Continue to distribute the informational pre tion brochure. Develop community activities and progra promote historic preservation. - Historic Preservation Education: Participate in and promote public education pertaining to historic areas arid sites. 1. 2. 3. Work with Carlsbad schools and Ca Historical Society to sponsor educationa grams on local history. - Plaque Pronram: Recognize historic sites by 1. The Historic Preservation Commission will identifying various sites with numbered plaques that ate criteria for identification of historic sites will eventually be part of a historical tour. considered for the plaque program. - Review of Environmental Documents: Review the 1. The Historic Preservation Commission will EIR Cultural Resource Reports. an advisory capacity to staff in the revi development plans affecting historic res( i as required by CEQA. SIGNIFICANT CHANGES: Includes utilities previously paid for with CLSA funds due to a decrease in CLSA revenue. The Historic Preser Piogram is now included in Library Administration. Previously, this program was part of the Comi Development department. I 106 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 505,973 $ 500,918 $ 571,415’$ MAINTENANCE & OPERATION 118,976 122,552 130,567 CAPITAL OUTLAY 0 0 1 1,700 $ 624,949 $ 623,470 $ 713,682 GRAND TOTAL FULL TIME POSITIONS 8.00 8.00 8.00 HOURLY/FTE POSITIONS 17.80 17.75 18.20 .- 1997-98 BUDGET 591,804 121,800 0 $ 713,604 8.00 18.08 -- -- PROGRAM: ADULT SERVICES PAG I I I. I I I I 1 I I I I I I I E I FUND: GENERAL DlEPARTMENT: LIBRARY ACCT NO. 01 PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1993-94 1994-95 2 - Patron Maintenance: Register and issue cards to all litirary users; collect fines & Bees. (Council Goals I, v 1. New registrations: 20,130 20,599 1 I SIGNIFICANT CHANGES:: Addition of new public service information desk and public access to the Internet. I 108 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HO U RLY/FTE POS IT1 ONS - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 79,855 $ 81,459 $ 92,263 -7 46,120 1,297 1,020 1,080 1,100 0 0 3,900 0 $ 81,152 $ 82,479 $ 97,243 3 47,220 0.00 2.00 - - 1 .oo 1 .oo 0.00 0.95 0.95 I .03 -- PEiRSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS ~ m i I 1 1994-95 1995-96 1996-97 1E ACTUAL ACTUAL BUDGET BU $ 20,743 $ 48,745 $ 54,300 $ i 0 4,988 5,958 0 0 3,503 $ 20,743 $ 53,733 $ 63,761 $ i 0.75 0.75 0.75 0.00 0.72 0.96 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POStTlONS HOURLY/FTE POSITIONS 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 166,900 $ 167,022 $ 164,814 $ 164,928 31,170 31,784 31,702 41,400 2,337 0 0 0 $ 200,407 $ 198,806 $ 196,516 $ 206,328 2.00 2.00 2.00 2.00 3.98 3.56 3.52 3.52 I N 1 1 I 1996-97 1997-9E 1994-95 1995-96 ACTUAL ACTUAL BUDGET BUDGE7 PEERSONNEL $ 314,576 $ 317,159 $ 326,979 $ 333,25C MAINTENANCE & OPERATION 79,873 69,257 73,475 71,lOC CAPITAL OUTLAY 27,798 0 6,150 3,OOC GIWND TOTAL $ 422,247 $ 386,416 $ 406,604 $ 407,351 FlJlL T1ME POSITIONS 7.001 7.00 7.00 7.0C HOURLY/FTE POSITIONS 3.48 1.48 1.48 2.0c GENERAL FUND $ 374,401 $ 370,519 $ 368,604 $ 369,353 P1.F GRANT FUNDING $ 47,846 $ 15,897 $ 38,000 $ 38,000 TOTAL FUNDING $ 422,247 $ 386,416 $ 406,604 $ 407,353 - 1994-95 1995-96 1996-97 1997-98 BUDGET PERSONNEL $ 101,409 $ 102,248 $ 102,529 $ 103,881 MAINTENANCE & OPERATION 187,828 259,240 293,141 204,885 CAPITAL OUTLAY 0 0 0 0 $ 289,237 $ 361,488 $ 395,670 $ 308,766 GRAND TOTAL 2.00 FULL TIME POSITIONS 2.00 2.00 2.00 0.00 HOURLY/FTE POSITIONS 0.00 0.00 0.00 GENERAL FUND $ 103,003 $ 104,240 $ 104,039 $ 105,766 CLSA STATE GRANT $ 186,234 $ 257,248 $ 291,631 $ 203,000 TOTAL FUNDING $ 289,237 $ 361,488 $ 395,670 $ 308,766 - ACTUAL ACTUAL BUDGET - - - PEiRSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GfWND TOTAL FULL TJME POSITIONS HOURLY/FTE POSITIONS ~ D I 1 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET E $ 70,223 $ 71,460 $ 72,700 $ 8,883 7,530 8,595 0 0 23,500 $ 79,106 $ 78,990 $ 104,795 $ 1 .oo 1 .oo 1 .oo 0.47 0.44 0.49 1995-96 1994-95 93,621 ACTUAL ACTUAL PERSONNEL $ 92,853 $ MAINTENANCE & OPERATION 26,802 25,587 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 119,655 $ 119,208 FULL TIME POSITIONS 2.00 2.00 HOURLYFTE POSITIONS 0.00 0.00 199647 1997-98 BUDGET BUDGET $ 108,316 $ 109,370 31,782 25,600 0 2.00 0.78 $ 140,09q$ 134,970 I 2.00 0.00 PEiRSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TiME POSITIONS HOURLY/FTE POSITIONS ~ I 1 I 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET E !§ 227,025 !§ 247,932 !§ 245,848 !§ 58,399 60,094 63,040 2,035 0 0 !§ 287,459 $ 308,026 !§ 308,888 !§ 2.75 2.75 2.75 6.75 6.50 6.861 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1994-95 1995-96 1 996-9 7 1997-98 BUDGET BUDGET $ 116,628 118,418 0 0 00 0 00 $ 146,256 $ 138,363 $ 116,628 $ 118,418 i ,- ACTUAL ACTUAL $ -$ -$ 146,256 138,363 0 0 0 00 0.00 0.00 0.00 0 00 0.00 1 I 1 I 1994-95 1995-96 1996-97 19974 ACTUAL ACTUAL BUDGET BUDGE F ERSONNEL $ -$ -$ -$ MAINTENANCE & OPERATION 0 0 56,550 11,oc CPAPITAL OUTLAY 0 0 0 GRAND TOTAL $ -$ -$ 56,550 $ 11,oc FULL TIME POSITIONS 0.00 0.00 0.00 0.1 I-IOURLY/FTE POSITIONS 0.00 0.00 0.00 0.C - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BIJDGET PERSONNEL $ 176,696 $ 189,239 $ 184,024 $ 189,184 MAINTENANCE & OPERATION 66,354 67,136 96,875 '105,795 CAPITAL OUTLAY 1,538 2,858 15,000 0 $ 244,588 $ 259,233 $ 295,899 $ 294,979 GRAND TOTAL 3.00 FULL TIME POSITIONS 3.001 3.00 3.00 0.70 HOURLY/FTE POSITIONS 0.50 0.50 0.74 GENERAL FUND $ 244,588 $ 259,233 $ 295,117 $ 284,979 $ 244,588 $ 259,233 $ 295,899 $ %94,979 TOTAL FUNDING - - - - - - - ARTS GENERAL DONATIONS $ -$ -$ 782 $ __ 10,000 -- P IS0 G RAM : CULTURAL ARTS PAGE DIEPARTMENT: LIBRARY ACCT NO. 0014065100140681147 1 I I 1 1 1 I 1 I I sc1001s. B I I I B I I 120 FIJND: GENERAUARTS GENERAL DONATIONS I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: - De'VelOD Fundinq Sources: Actively pursue the 1. Submit grant applications to State and Fe contribution of gifts and funds for the Arts. funding agencies when applicable and rec local funding support for appropriate project$ Produce a summer concerts program. 2. - Obtain Cultural Facilities: Support the acquisition 1. Complete Arts Office strategic plan. and development of cultural facilities. 2. 3. Hold one training and one public workshop. Continue to search for temporary amphitht theater and visual art display space. Ccimmunicate With Other Aaencies: Provide arts 1. Information Services: Produce a monthly r fac:ilities, opportunities and information through part- lettedcalendar, send information to artists nerships with schools and the business community. others on opportunities for development. Prl resource information to the schools and prc ARTS BWG. Meet regularly with the Chamber of Commr Education Committee, Arts Associates, and artskivic organizations. Provide arts programming in schools when F ble. - Creative Arts CamD: Provide quality cultural pro- Conduct a four (4) week Summer Arts Can griams in the visual and performing arts, and children in grades 2 through 6 in partnershir encourage opportunities through partnership with the Carlsbad Unified School District. 2. 3. 1. SI GNlFlCANT CHANGES: I Includes the Creative Arts Camp, which is a fee-based program. Expenses will be offset by revenue. PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS - 1994-95 1995-96 1996-97 1997-98 BUDGET - ACTUAL ACTUAL BUDGET $ -$ 1,448 $ -$ - 9,926 2,592 7,050 6,800 0 0 0 0 $ 9,926 $ 4,040 $ 7,050 T 6,800 0.00 (3.00 - 0.00 0.001 - 0.00 0.001 0.oof - 0.00 PERSONNEL MNNTENANCE & OPERATION CAPITAL OUTLAY GI?AND TOTAL FtJLL TIME POSiTlONS HOURLY/FTE POSITIONS I I I 8 I 1994-95 1995-96 1996-97 !§ -$ -$ -!§ ACTUAL ACTUAL BUDGET 0 0 20,200 0 0 0 $ -$ -!§ 20,200 $ 0.00 0.00 0.00 0 00 0.001 0.00 i 1 I 1 1 1 1 1 I Vehicle Go1f Comm. Svc. Replacement Course Admin. Parks 5% Vehicle 7% 4% Sol id Waste Streets Programs 30% 4% PROGRAM: COMMlJNlTY SERVICES FUND: VARlOlJS DE PA RTM E NT : VARl 0 1J S I I 1 I 1 1 I I 1 1 1 I I I 6 SUL PERSONNEL 1 MAINTENANCE & OPERATICIN CAPITAL OUTLAY GRAND TOTAL WORK PROGRAM: The Community Services Department was established in 1994 and has emerged as a broad based departmer department’s delivery of service to Carlsbad residents, business owners, commercialhndustries, and tourist/ has not only remained uninterrupted, but it’s effectiveness and efficiency has continued to mature and improv C ommunity Services Department internally strives to work productively with other City departments to the end customer services provided in Carlsbad meet the highest standard of excellence. The operational success of this department comes as a result of it‘s work programs, its ability to consistently F program activities and accomplish performance objectives in order to achieve Carlsbad’s City Council established for Recreation and Public Works. - GOALS: Recreational Goals: Public Works Goals: ariety of quality recreational programs 1. Provide a high level of maintenanc infrastructure. es within fiscal resources to all 2. Maintain safe and efficient circulation an( Carlsbad residents and other participants. a 2 Pursue the contribution of gifts and funds for systems. Historical, Senior and RecreationaVOpen Space programs. Support the acquisitions and development of regional parks and recreational facilities. 3. Promote cost effective solid waste manag programs through recycling, source red composting, solid waste transfer, and 0th traditional programs. 3 4 Continue to provide recreational facilities while 4. Cooperate with other cities and agencies provision of solid waste management and drain pollution education. Maintain a clean city through the removal ( and graffiti. encouraging opportunities through partnerships with schools and the business community. 5. II 123 ~- 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 509,381 $ 433,124 $ 439,998~'$ 437,183' 148,58 1 205,534 236,750 MAINTENANCE & OPERATION 123,829 CAPITAL OUTLAY 7,980 4,657 6,268 0 $ 641,190 $ 586,362 $ 651,800'$ .- 673,933 GRAND TOTAL FULL TIME POSITIONS 8.00 6.40 6.43 6.88 b.50 - -- HOURLY/FTE POSITIONS ' ] 0.00 0.00 0.00 PROGRAM: ADMINISTRATION PAGI DEPARTMENT: COMMlJ N ITY S ERVl CES ACCT NO. O( I 1 I I 1 I I 1 1 1 B I I I I I FUND: GENERAL 1 PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: - Training and Safetv: Provide training in work 1. Develop a Strategic Plan for the Com related areas, and motivate employees to enhance Services Department. their job skills and overall knowledge of department Review and process all training requests. and City-wide activities. 3. Distribute current safety information to loyees. 4. Conduct regular safety meetings and i tions. 5. ConducVquarterly staff meetings for supen 6. Conduct informational staff meetings for a loyees a minimum of once per year. 2. - Park Acquisition and Development: Ensure 1. Monitor and implement existing park adequate park acquisition and development in order ments. to meet the park performance standards as identified Coordinate park development plans betwel in the Growth Management Program. Provide departments, park development architects additional park enhancement development projec:ts missions, and community residents. w,here appropriate. 3. Coordinate development plans for the Poi Park site (Phase IA). 4. Coordinate Master Plan process for ( Ranch. Prepare and present relevant issues for deration by the Parks and Recreation mission and Senior Commission at n meetings. Provide staff support for Commission si mittees addressing park and open space and recreation and senior programs. 3. Provide staff support for development municipal golf course. 2. Nlaintain Contemporary Park Facilities and Recrg ation/Senior Programs: 1. 2. - Benefit Assessments: Provide administration 1. Maintain efficient, cost-effective operati g JidanCe and direction for all speci,al districts. Benefit Assessment Districts. Street Lighting District Median Maintenance Street Tree Maintenance Buena Vista Channel - Solid Waste: Support the City Manager’s Office in seeking the most cost-effective disposal of refuse. 1. Consistently analyze and evaluate the mos efficient means to dispose of solid waste maximize our diversion efforts in meeting E goals. To update and improve all City franchii maximize the service and return to the City - Franchise Administration: Maintain the most bens- ficial agreements for the City. 1. SIGNIFICANT CHANGES: ~. None. 1 125 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ -$ -$ MAINTENANCE & OPERATION 109 335 700 CAPITAL OUTLAY 0 0 0 700 GRAND TOTAL $ 109 $ 335 $ FULL TIME POSITIONS 0.00 0.00 0.00 HOURLYRE POSITIONS 0.00 0.00 0.00 - 1997-98 BUDGET . - 4,700 ,i -$ - - $ - __. 0:OO .'.. - . - F’ERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY I 1 I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B $ 821,881 $ 823,987 $ 868,940 $ 1 699,926 789,427 991,475 ! 13,376 0 31,000 PROGRAM: PARK OPERATIONS PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0015020 FUND: GENERAL PROGRAM ACTIVITIES: WORKLOAD MEASURES: 1995-96 1996-9;: 1997-98 Irrigation Maintenance: Maintain all landscape 1. Irrigation MeasuredNo. of Controllers: irrigation systems of City facilities. This includes programming over 93 different controllers with over 1,240 valves. Duties include replacement, repair trouble shooting and now data entrylprogramming via the centralized irrigation system. Open Space Maintenance: Provide maintenance 1. Number of Acres: activities to City-owned open space, 1-5 interchange, 457 470 470 and areas of additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement. Miscellaneous MaintenancelRepair and Special 1. Approximate Time Spent on Activities: Request: These activities, which are difficult to mea- 12% 12% 12% sure, include repair and upgrading to park structures, facilities, play equipment and fencing, and the install- ation of play equipment, bleachers, drinking foun- tains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the com- munity for turf installation, sculpture installations, various redevelopment requests and community garden needs. 87 93 95 2. Irrigation MeasureslNo. of Valvles: 1,100 1,240 1,260 SIGNIFICANT CHANGES: None. 128 1 I I I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET E PERSONNEL $ 258,916 $ 280,658 $ 285,033 $ MAINTENANCE & OPERATION 70,070 70,738 87,645 CAPITAL OUTLAY 0 2,493 12,990 GRAND TOTAL tiOURLY/FTE POSITIONS 10.21 9.961 10.08 I $ 328::; $ 353,889 $ 385,668 $ FULL TIME POSITIONS 4.001 4.00 -II_- ~- 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 574,484 $ 653,295 $ 625,778~'$ 696,059 MAINTENANCE & OPERATION 399,609 388,385 392,599 370,650 CAPITAL OUTLAY 29,928 10,608 5,000 0 GRAND TOTAL FULL TIME POSITIONS 8.25 ' 8.25 8.25 HOURLY/FTE POSJTIONS 117.70 12.57 13.90 $ 1,004,021 $ 1,052,288 $ 1,023,377'7 .- 1,066,709 8.50 14.34 - .- -- I I I E 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 200,587 $ 199,162 $ 200,208 $ ~ MAUNTENANCE & OPERATION 84,319 75,265 84,477 CAPITAL OUTLAY 2,703 8,447 6,700 GRAND TOTAL $ 287,609 $ 282,874 $ 291,385 $ , FULL TIME POSITIONS ,1,.75 1.75 1.75 tlOURLY/FTE POSITIONS 5.28 5.20 5.78 1994-95 ACTUAL 23,382 PERSONNEL $ MAINTENANCE & OPERATION 10,531 CAPITAL OUTLAY 0 GRAND TOTAL $ 33,913 FULL TIME POSITIONS 0.00 HOURLY/FTE POSITIONS 1.06 1997-98 1995-96 1996-97 ~- ACTUAL BUDGET BUDGET $ 24,093 $ 25,645”$ 25,875 5,502 9,057 8,900 0 0 0 $ 29,595 $ 34,702 .=$ 34,775 0.00 ‘1.02 .- 0.00 0.00 1.01 I .02 &- I 1 I I , 1094-95 1995-96 1996-97 - ACTUAL ACTUAL BUDGET B PERSONNEL $ 996,932 $ 860,821 $ 835,553 $ MAINTENANCE & OPERATION 4135,291 530,355 705,091 CAPITAL OUTLAY 21,801 3,313 25,650 GRAND TOTAL $ 1,504,024 $ 1,394,489 $ 1,566,294 $ 1, FULL Tl-ME POSITIONS . 23.00 18.00 15.00 HOURLYIFTE POSITIONS 0.00 0.00 1.00 PROGRAM: STREET MAINTENANCE PAGE TWO DEPARTMENT: COMMUNITY SERVICES ACCT NO. 0015055 FUND: GENERAL PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: City Sign Maintenance (continued) 5. Maintain all traffic control devices used for construction, repair and emergencies. Road Surface Maintenance: Maintain 555 lane 1. Several methods of asphalt repair applications miles of paved roadways throughout the City. This are used to apply 4,000 tons of asphalt annually maintenance program insures that the City's road (funded by Gas Tax): skin patching, utility cut system is properly maintained and safe for travel. repair, leveling with asphalt, and base replacement Traffic Safety Pavement Striping Program: Ensure 1. Annually refresh striping on 225 pass miles on' proper delineation and direction for safe passage on "prime" roadways, 166 pass miles on "major" City streets. Maintain and refresh all line strips, roadways, 128 pass miles on "secondary" crosswalks, pavement messages, colored curb and roadways, and 53 pass miles on "residential" City facilities parking areas. Respond to Traffic roadways. Engineering work orders and special requests from 2. Annually refresh 189 crosswallks, including various City departments. school crossings. 3. 4. 5. 6. Annually refresh 3,000 pavement miarkings. Annually refresh 15,000 linear feet out of 35,349 linear feet colored curbs. Refresh City facilities parking alreas, as needed. Respond in a timely manner to work orders from Traffic Engineering and special requests from various City Departments. Emergency response, citizen's complaints, storm patrol, safety and training, special events, and seawall cleaning. Miscellaneous Maintenance and Repair Program: Monitor unscheduled work activities that the Street Division performs annually; this program accounts for 6,600 staff hours. 1. SIGNIFICANT CHANGES: None. 134 I 1 I I F’ERSONNEL MAINTENANCE & OPERATICIN CAPITAL OUTLAY GRAND TOTAL f ULL TIME POSITIONS I-IOURLYff TE POSITIONS 1994-95 ACTUAL PERSONNEL $ 19,459 MAINTENANCE & OPERATION 266,704 CAPITAL OUTLAY 0 $ 286,163 GRAND TOTAL FULL TIME POSITIONS 0.50 HOURLY/FTE POSITIONS 0.00 ~- 1995-96 1996-97 1997-98 ACTUAL BUDGET BUDGET $ 18,445 $ 20,310 -$ 20,940 296,178 290,425 342,716 0 0 7,500 $ 314,623 $ 310,735 7 371,156 0.50 0.00 - - 0.50 0.50 0.00 0.00 -- I 1 I R 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 526,178 $ 500,383 $ 544,985 $ MAINTENANCE & OPERATION 575,000 700,822 1,170,936 29,058 17,491 CAPITAL OUTLAY ’15,645 GRAND TOTAL $ 1,1’86,823 $ 1,230,263 $ 1,733,412 $ I,: - fULL TIM€ POSITIONS 15.00 15.00 15.00 CiOZJR LYIFTE POSITIONS 0.03 0.03 0.03 1994-95 1995-96 1996-97 - 1997-98 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ 174,655 $ 173,938 $ 182,622'7 195,044 MAINTENANCE & OPERATION 58,294 60,522 92,114 99,807 CAPITAL OUTLAY 0 0 0 6,000 $ 232,949 $ 234,460 $ 274,736'7 .- 300,851' GRAND TOTAL 2.00 FULL TIME POSITIONS 2.00 2.00 2.00 4.23 HOUR LYlFTE POSITIONS 3.50 3.58 3.50 I - - .- PROGRAM: SENIOR PROGRAMS PAG 1 DEPARTMENT: COMMlJNlTY SERVICES ACCT NO. O( I 1 B I I I I I I I I I I I 1 E FUND: GENERAL I PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Social Interaction (continued) 3. Maintain the open atmosphere of the where people can drop in to chat and havt of coffee. Develop Computer Lab where Seniors ci exposure to computers. Where feasible, develop a reasonable fee ture for activities/programs previously off( 4. - Increase Revenues: Develop a strategy to increase revenues. 1. I no cost SIGNIFICANT CHANGES: hlons. I 139 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET 116,656 0 61'630:- 2.17 GRAND TOTAL $ 194,514 $ 189,702 $ 178,286-7 FULL TIME POSITIONS I .oo 1 .oo HOUR LYlFTE POSITIONS 5.251 2 15 1 .oo PERSONNEL $ 52,506 $ 59,743 $ MAINTENANCE & OPERATION 137,199 129,959 CAPITAL OUTLAY 4,809 0 - 1997-98 BUDGET 61,715 127,658 2 02 ~ 189,373 - - - - -_ FERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY I 1994-95 1995-96 1996-97 19974 ACTUAL ACTUAL BUDGET BUDGE $ -$ -$ -$ 0 0 1 12,000 102,oo 0 0 0 I GRAND TOTAL 7 FULL TfME POSITIONS 0.00 I-IOURLY/FTE POSITIONS 0.00 I -$ - $ 112,000 $ 102,oo " 0.00 0.00 0.0 0.00 0.00 0.0 ..- 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ 317,776 $ 300,752 $ 318,653- 178,146 208,182 222,783 MAINTENANCE & OPERATION CAPITAL OUTLAY 7,608 0 0 $ 503,530 $ 508,934 $ 541,436 GRAND TOTAL FULL TIME POSlTlONS 5.50 5.90 5.88 HOU RLYlFTE POSIT1 ONS 1.50 1.501 1.50 - 1997-98 BUDGET 316,550 254,058 0 $ 570,608 5.89 1 .so - .- - PROGRAM: STREET TREE MAINTENANCE PAG I I FUND: MAINTEINANCE ASSESSMENT DEPARTMENT: COMMlJNlN SERVICES ACCT NO. I( E PROGRAM ACTIVITIES: Miscellaneous Maintenance: Currently the Tree division performs 600 hours of miscellaneous work consisting of installation of Christmas decorations, flags and banners for Spring/Fall Faire, Christmas 7 ree recycling, assistance with Spring clean-up, various work for other departmerits and assistance with community volunteer programs B I 1 I E D SIGNIFICANT CHANGES: hione 1 D t I II 143 . .- PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLYlFTE POSITIONS 1994-95 1995-96 1996-97 - 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 97,310 $ 140,783 $ 165,0763 164,079 182,408 187,223 217,741 222,309 0 0 22,999 0 $ 279,718 $ 328,006 $ 405,816$ 386,388 .2.68 I .do - - 1.50 . 2.90 2.89 0.50 0.80 1 .oo - I I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 189,163 $ 217,144 $ 242,960 $ MAUNTENANCE & OPERATION 400,118 406,474 478,182 CAPITAL OUTLAY 0 322,362 0 GRAND TOTAL 589,281 $ 945,980 $ 721,142 $ FULL TIME POSITIONS. tiOBIRLY/FTE POSITIONS 4.00 4.00 i" ::E:: 0.00 0.00 ACTUAL 1994-95 PERSONNEL $ MAINTENANCE & OPERATION 3,111 CAPITAL OUTLAY 0 GRAND TOTAL $ 3,111 FULL TIME POSITIONS 0.00 HOURLY/FTE POSITIONS 0 00 ACTUAL 1995-96 -$ ;:z[TI -$ 4,611 0 0 $ 4,611 $ 304,500r 27E4l 0.00 0.00 0.00 0.00 0.00 I 1 I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 44,816 $ 69,759 $ 68,296 $ MAINTENANCE & OPERATION 71,885 88,520 66,520 CAPITAL OUTLAY 0 93 1 0 GRAND TOTAL $ 11i6,701 $ 159,210 $ 134,816 $ FULL TIME POSITIONS 0.75 1.20 1.20 tlOUR LYlFTE POSIT1 ONS 0.00 0.00 0.00 PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO FUND: SOLID WASTE ENTERPRISE DEPARTMENT: COMMUNITY SERVICES ACCT NO. 5205075 PROGRAM ACTIVITIES: PERFORMANCE OBJEC’I’IVES: Household Hazardous Waste: Provide for safe 1. If required, develop household hazardous waste collection and disposal of household hazardous collection program. waste. 2. Coordinate collection events with County staff, as appropriate. Ensure staff support for collection events. 3. 4. Attend meetings as necessary. Public Information: Develop public information 1. - Prepare correspondence, press releases, and materials related to solid waste program. Develop brochures for all new solid waste programs. , school and community group programs. 2. Continue recycling and anti-littebr presentations to schools and community groups 3. Prepare Spanish language materials. 4. Develop and distribute household hazardous waste educational materials. 5. Coordinate efforts with authorized collector and/ or other agencies when feasible. In-House Recycling: Coordinate the recycling 1. Monitor in-house recycling program. program of materials collected at City facilities. 2. 3. Add materials to in-house recycling program as appropriate. Prepare annual report of recycled product usage. &: Provide for litter collection services in 1. Fund the Honor Camp Crews which will continue conjunction with the Streets division. Recycling Market Development: Support efforts to 1. Attend meetings as necessary. develop local markets for recycled materials. Repre- 2. Keep abreast of market trends. sent City on North County Recycling Market Develop- ment Zone. to be administered by the Streets division. SIG NI Fl CANT CHANGES : None. 148 li I II 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET PERSONNEL $ -$ -$ - MAINTENANCE & OPERATlOlV 1,687,678 314,186 486,500 CAPITAL OUTLAY 0 0 0 GRAND TOTAL $ 1,687,678 $ 314,186 $ 486,590 FULL TIME POSlnONS 0.00 0.00 0.00 tiOURLY/FTE POSITIONS 0.00 0.00 0.00 1997-98 BUDGET 91 1,231 0 1 7.00 ~ PERSONNEL $ 423,141 $ 428,936 $ 441,357 9; 417,186 MAINTENANCE & OPERATION 788,611 855,451 885,293 CAPITAL OUTLAY 11,699 0 41,500 GRAND TOTAL $ 1,223,451 $ 1,284,387 $ 1,368,1501$ 1,328,417 FULL TIME POSITIONS 8.00 8.00 HOURLY/FTE POSITIONS 0.00 0.501 0.50 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET '-""E 0.50; PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS t-IOURLYFTE POSITIONS II I 1 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B $ -$ -$ -$ 26,497 28,459 76,500 640,097 1,225,398 1,528,937 t $ 666,594 $ 1,253,857 $ 1,605,437 $ $ 0.00 0.00 0.00 0.00 0.00 0.00 I 1 HOUSING & REDEVELOPMENT I 3 3 1 1 3 1 Low & Mod Income Hsng Debt Service 2% Housing Section 8 5 6% 11% Housing Trust 4% 1 F’ERSON N E L MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL I 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET $ 569,196 $ 549,051 $ 597,971 $ $ 0,842,760 $ 5,354,271 $ 5,815,301 ! 279,210 3,661 3,000 $ 5,691,166 $ 5,906,983 $ 6,416,272 $ ! 10.00 ‘$ 0.00 FULL TIME POSITIONS I-lOURLY/FTE POSITIONS I 10.00 10.00 0.001 0.00 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLYIFTE POSITIONS - 1994-95 1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET BUDGET $ 205,613 $ 182,790 $ 151,027-$ 136,664 339,897 -- 391,739 340,908 453, I 19 4,223 3,004 3,000 $ 601,575 $ 526,702 $ 607,146-$ 476,561 _- ~,- - 3.00 2.00 2.00 0.00 0.00 0.00 -- F’ROGRAM: REDEVELOPMENT OPERATIONS PAC I B E s II 1 B II I ml 1 1 1 II I FUND: REDEVELOPMENT AGENCY DEPARTMENT: HOUSING AND REDEVELOPMENT ACCT NO. 801 341 018 F’ROG RAM ACTlVlTl ES : PERFORMANCE OBJECTIVES: Community Awareness and Public Relations PRO- 1. Continue community awareness and gram: relations activities on behalf of the Re1 relations activities. rnent Agency with the Carlsbad Village E Association. Develop agenda and hold a workshop wit1 Business Association to discuss benl Village businesses as related to Villagc muter Rail Station. - Continue community awareness and public 2. SIIGNIFICANT CHANGES: Fimds are included in this year’s budget to study a shuttleltransit system to link the Village with other key loa the City. Interdepartmental charge:; decreased by $121,000. 1 154 1994-95 1995-96 199647 1997-98 ACTUAL ACTUAL BUDGET BUDGET 1,081,000 1,074,; ' 0 - PERSONNEL $ -$ -$ MAINTENANCE & OPERATION 1,465,090 1,612,195 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 1,465,090 $ 1,612,195 $ 1,074,700 $ 1,081,000 FULL TIME POSITIONS 0.00 0.00 0.00 0.00 HOURLY/FTE POSITIONS 0.00 0.00 0.80 0.00 I I 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 49,484 $ 62,831 $ 91,926 $ MAINTENANCE & OPERATION 18,246 35,933 40,215 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 67,730 $ 98,764 $ 132,141 $ FULL TIME POSITIONS 1 .oo 1.75 1.25 tiOURLYIFTE POSITIONS 0.00 0.001 0.00 1994-95 1995-96 ACTUAL ACTUAL PERSONNEL $ 228,369 $ 224,402 MAINTENANCE & OPERATION 2,788,459 2,709,914 CAPITAL OUTLAY 6,192 657 $ 3,023,020 $ 2,934,973 GRAND TOTAL 1996-97 - 1997-98 BUDGET' BUDGET $ 222,7797s 219,500 2,856,091 3,035,263 0 - $ 3,258,042s - 3,075,591 ~- FULL TIME POSITIONS 4.50 HOURLYlFTE POSITIONS 0.00 ~~ - 4.501 4.50 - 0.001 0.00 I I I 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ -$ -$ 45,199 $ MAINTENANCE & OPERATION 0 3,000 80,315 CAPITAL OUTLAY 0 0 0 GFWND TOTAL $ -$ 3,000 $ 125,514 $ FULL TIME POSITIONS 0.00 0.00 0.75 HOURLYIFTE POSITIONS 0.00 0.00 0.00 PROGRAM: ADMINISTRATION PAGE TWO DEPT: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 FUND: HOUSING TRUST FUND PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Develop and Implement Housinn Element Pro- 1, Develop and implement a Homeownership gram and Policies: Develop and administer first Secondary Financing Program. time homebuyer and rental rehabilitation programs. 2. Issue Mortgage Credit Certificates to 15 first-time home buyers. Implement the Carlsbad Homsbuyer Assistance Program and originate ten (1 0) first-time home buyer loans. 3. 4. Identify, evaluate and assist at Ueast one (I) selected rental rehabilitation projed. Affordable Housina Education Pronram: Direct 1. Provide affordable housing updates, for presenta- educational programs for citizens, businesses and tion at quarterly City Council Quadrant meetings. government agencies interested in affordable housing. 2. Attend training workshops and :seminars. 3. Conduct general informatiori meetings with interested citizens on housing issues. SIGNIFICANT CHANGES: Adjustments have been made to increase the use of this budget as a financial resource to ensure the successful production of affordable housing for the entire City of Carlsbad. The total operating costs more appropriately address the resources required to implement the City’s lnclusionary Housing Ordinance. 159 I I 8 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET B PERSONNEL $ 85,730 $ 79,028 $ 87,040 $ MAINTENANCE & OPERATION 1 '79,226 652,32 1 1,131,689 CAPITAL OUTLAY 268,795 0 0 GRAND TOTAL $ 533,751 $ 731,349 $ 1,218,729 $ FULL TIME POSlTfONS 1.50 1.75 1.50 HOURLYIFTE POSITIONS 0.00 0.00 0.00 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO FUND: CDBG ENTlTLEMENT/REHABlLlTATION DE PA RTM ENT: H 0 US II N G AND RED EVE LOP M E NT PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVIES: ACCT NO. I 353401 1391 3401 1391 3402 Residential Rehabilitation Proqram: Analyze feasibility of identifying a1 project area (continued) within the Old Carlsbad Neighborhood for a residential rehabilitation demonstration project. Monitor services implementation and/or rehabili- tation activities and maintain records for com- pliance with federal regulations. 5. Approve and coordinate work paymlent releases. 6. Audit County of San Diego. 3. 4. SIGNIFICANT CHANGES: None. 161 1 3 3 I 3 I Sanitation Services Reclaimed Water 7% Operations 71% PERSONNEL Md41NTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS - HOURLYFTE POSITIONS 1 I 1 1994-95 1995-96 1996-97 ACTUAL ACTUAL BUDGET I $ 2,707,619 $ 2,784,001 $ 2,960,013 $ 3 13,415,693 14,487,296 16,279,473 16 55,239 6,017 182,168 $ 16,178,551 $ 17,277,314 $ 19,421,654 $ 19 56.00 56.00 56.00 0.00 0.00 0.00 1994-95 1995-96 ACTUAL ACTUAL PERSONNEL $ 2,161,985 $ 2,180,949 MAINTENANCE & OPERATION 8,879,908 9,824,082 CAPITAL OUTLAY 37,158 2,843 GRAND TOTAL $ 11,079,051 $ 12,007,874 FULL TIME POSITIONS 43.00 43.00 HOUR LY/FTE POSIT1 ONS 0.00 0.00 1996-97' 1997-98 BUDGET' BUDGET $ 2,204,798 $ 2,151,731 11,535,884 107,060 119,800 $ 13,467,626 $ 13,807,415 40.20 38.15 0.00 0.00 1 1,155,768 I 1 1 1 I I I I I 1 I I 1 II II E II 1 PROGRAM: WATER OPERATIONS PAGE FUND: WATER ENTERPRISE DEPARTMENT: WATER DISTRICT ACCT NO. 50' PIROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: W;ater StoraQe & Supply: (continued) 3. Publish and mail quarterly "Waterline" news 4. Continue water education programs fc elementary school grade levels. Coordinate and participate in special event public information programs. Prepare and implement the response plan fc annual San Diego County Water Aut Aqueduct Shutdown and Temporary \ Shortage maintenance activities. 5. 6. 7. Develop seawater/groundwater desalinatior gram. Prepare Water Resources Management D opment Plan. 8. I SI G N I FlCANT CHANGES : Revised personnel allocations between Water Operations, Reclaimed Water, and Sanitation services to ac1;urately reflect the time spent by personnel in these areas. Maerkle Reservoir. Increased purchased water expense to fi 164 1996-97 1997-98 BUDGET BUDGET 88,730 $ 225,879 1 , 1 81,040 1,224,088 0 6,000 4.35 0.00 PERSONNEL $ 54,936 $ 63,912 $ MAINTENANCE & OPERATION 781,637 1,068,997 CAPITAL OUTLAY 0 0 GRAND TOTAL $ 836,573 $ 1,132,909 $ 1.269,7701r$ 1,455,967 FULL TIME POSITIONS 7 .OO 1 .oo I L 1994-95 1995-96 ACTUAL ACTUAL 1.65 0.00 E HOURLYIFTE POSITIONS 0.00 0.001 PERSONNEL MAINTENANCE 81 OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS XOURLYIFTE POSITIONS ~ I 6 I 1994-95 1995-96 1996-97 1 ACTUAL ACTUAL BUDGET BI $ 490,698 $ 539,140 $ 666,485 $ € 3,754,148 3,594,217 3,942,665 3,t 18,081 3,174 75,108 $ 4,262,927 $ 4,136,531 $ 4,684,258 $ 4,: 0.0oi 0.00 0.00 12.00 12.00 14.15 i I I - I 1 I I 1 I I I E I 1 1 I 1 I 1997-98 CAPITAL IMPROVEiMENT PROGRAM - INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document \ incorporates the current budget for capital projects with future planned revenues expenditures. The 1997-98 Capital Improvement Program totals $67.2 million, an increa $!39.4 million from the 1996-97 adopted budget of $27.8 million. Much of this increase is d the expected construction of the Carlsbad Municipal Golf Course and South Carlsbad Li pi-ojects. Projected revenues for the 1997-98 program total $45.1 million, a decrease of rlillion from the 1996-97 estimates. Decreased state grants and Community Facilities D revenues are the main reason for this decrease. Carlsbad's revenues have shown signs of economic recovery since 1994-95, with the noticeable increase in revenues related to the building industry. Capital improvement revenues are anticipated tc be 112% higher in 1996-97 than 1994-95. Since the rate of development growth in any year is difficult to pvedict, the 1997-98 projections were prepared with cautious optimism. It is expected that development will continue at a strong pace through 97-98; although at a level below that of 96-97. Of course, as development increases within the City, there comes a corresponding increase in the demand for dtwelopment-related services and new facilities. In addition, the City's growth rnanagement plan requires that a standard level of facilitie available to meet the new demands or development cannot proceed. The CIP reflect! increase in demand with a more aggressive plan. Total capital projects for 97-98 have a1 doubled from the 96-97 adopted budget. However, despite the increase in revenues, r projects will still need to be built in phases and future projects evaluated to ensure adec funding will be available. A!j Carlsbad continues to grow and prosper, the CIP is one of the tools available to Coun address the issue of funding availability weighed against the demand for facilities. It ensures that the necessary infrastructure and facilities will be built on a schedule that mee exceeds the needs of Carlsbad's citizens and businesses as demonstrated through the grc management standards. This report and the accompanying CIP documents and schec reflect the actions taken to fulfill these needs. A discussion of the City's Growth Management Plan can be found at the end of this report. 1 E 167 FUTURE CAPiTAL IMPROVEMENTS Revenues Revenues for Capital Projects from now until buildout total $436.9 million and may be segregated into three major categories: 1) fees generated by development in Carlsbad, 2) special district fees and taxes (Community Facilities Districts and Bridge & Thoroughfare Districts), and 3) other sources including grants, bond issues, depreciation replacement reserves, and letters of credit. Approximately 46% of all capital revenues are received as a result of development, and are dependent upon assumptions made about the City's annual growth in dwelling units and commercial/industriai square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu fees (PIL), Planned Local Drainage (PLD) fees, Water Major Facility Fees (MFF), and Sewer Connection charges. Community Facilities District and Bridge & Thoroughfare District revenues comprise 24% of the total. The remaining 30% of revenues are related to federal & state grants, license tax on new construction, the County sales tax program (Transnet), San Diego Gas & Electric funding, sewer and water ireplacement revenues generated by user fees, and various other sources. II Funding Sources Total Revenue = $436.9 million Other S pecia I Districts 24% Growth Assumptions Several assumptions about the rate and type of growth were made in order tCJ project the revenues which result from development. Growth assumptions were made and continue to change in correlation with the economic climate. Residential and non-residential development information was compiled by the! Planning and Engineering Departments, and the Finance Department overlaid the economic forecast. Residential development for 1996-97 was conservatively projected at 320 building permits, however, recent estimates anticipate over 600 units by the end 168 I I I 3 I 1 1 1 I I 1 lli I I I I I of the fiscal year. This rate of growth is expected to decrease in 1997-98 with 374 projected. Fiscal years 96 and 97 saw ai significant increase in residential developmer there were a number of projects ready to build which were waiting for the housing mark recover. A dip in the number of units is expected in 1997-98 as new projects move througl planning and early development stages. Then, in 1998-99 and thereafter annual grow residential units is expected to level out at a rate of 700 to 1,100 units per year. Non-residential development projections are expected to remain high over the next two y asl the Carlsbad Ranch project builds out with the projected square footage dropping off the completion of that area. Carlsbad Ranch encompasses over 2.9 million square fee cclmrnercial and industrial prloperties. The Gemological Institute of America and the Nat Association of Music Merchaints have both completed the move of their headquarters tc area in 1996-97. A 300,000 square foot specialty outlet center is currently under constru arid expected to open in late 1997. This will be followed with the opening of the Leg0 fr theme park, a park primarily for children ages 2 -13 based on the Leg0 building bricks, in 1 2000. Also in the Carlsbad Ranch project area are sites for a community hotel, a resort arid a research and developrnient business park. The following table shows the number of residential units used in calculating estim revenues for 1997-98 and subsequent years to buildout. The total number of residential I projected at buildout is 54,600, with approximately 22,700 remaining to be built from this I forward. Non-residential construction estimates are shown in projected square feet. I 1997-98 CIP Growth Assumptions Residential Non-Residential Year Units Square Feet 97-98 374 997,000 98-99 743 836,000 99-20001 906 590,000 2000-0 1 805 569,000 2001 -02 792 51 0,000 Years 6-1 0 4,887 4,398,000 Years 1 1-2030 14,230 9,454,000 Total Future 22,737 17,354,000 Development rates fell dramatically in 1991-92 due to the recession which brought construc alinost to a halt. In 1994-95 residential development began to increase, reflecting recovering economy and the strengthening of the housing industry in Carlsbad. The increas 1995 was due in large part 'to the construction of Villa Loma, a 344-unit affordable houi project. Current projections !$how development continuing at a rate of 700 to 1,100 units year for the next 10 years. I 169 - Residential Units Trend 800 700 600 500 : 400 3 300 200 100 0 _..___ .. Units ~~___ .. %g;;z8g%g6 Year ~~~ -.... __ __.__ ~ ~__ ___ ._________-_ ___~_~~~ -....- I I E # I I I 9 lt M I I E I !I B II between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar A RlDad and Poinsettia Lane. Several reimbursement or prepayment agreements are in plac that developers can construci. portions of the roadways in advance of formal adoption of th program, and thus, proceed with their development projects. - Expenditures The CIP for 1997-98 to buildout outlines future projects at a total cost of $461.9 million. The largest expenditure category is for street, traffic signal and interchange projects at $131.7 million or 28.5% of the total. Included are the ccinstruction of arterials and roadways as well as the widening of some existing streets such as La Costa Avenue and Rancho Santa Fe extension of Cannon .___._ ___.___ __. ------ ~ ---- ___ .--.- -- -~-~ ---..-..-- Road began in 1995-96 and will continue for the next few years. Construction on the La C Avenue widening project will begin in 1997-98, as soon as the La Costa Avenue interch: prDject is completed. Work on Rancho Santa Fe Road between Questhaven and Melro: expected to begin in 1998-99. The second largest expenditure category is for park projects totaling $86.2 million, or 18.7 the total planned capital expenditures. Park projects include development of acreage withi qLadrants of Carlsbad including Poinsettia Park, Veterans Memorial Park, Larwin Park, Carrillo Park, Business Park irecreational facility, a skateboard park, community centers in ncrthwest and southwest quadrants and the Carlsbad Municipal Golf Course. __ .___- ~ ___.____. _. ..__ ___ ----___._- ___________ CIP PROJECTS BY CATEGORY 1997198 TO BUILDOUT approximately 193 Water $36.8 $71.9 Drainage Road. The easterly Dollars in Millions $23.4 ' 1 171 Civic and facilities maintenance projects represent the third largest level of expenditures at $71.9 million (15.6%), and include construction of the South Carlsbad Library and a new City Hall, the expansion and remodeling of the existing Cole Library, various Americans with Disabilities Act projects, the Public Safety and Service Center expansion and the re-roofing, painting, repair and refurbishment of various City facilities. Any facility maintenance project equal to or exceeding $25,000 is shown as a separate line item, while all others are grouped together as one project. The fourth largest level of expenditures at $71.8 million, or 15.5% of the total planned capital expenditures, is sewer projects. Sewer projects include the construction of the South Agua Hedionda interceptor, the Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina Wasterwater Facility, and the Encina parallel ocean outfall and cogeneration projects. Water projects total $36.8 million (8%) and include the second phase of the “CY Reservoir improvements, reclaimed and potable pipelines, and repayment of loans for water projects. Specific timing and cost estimates for all capital projects are identified in the Current and Future (1 997-98 to Buildout) Projects schedule following the narrative. Project construction is reliant upon the availability of capital and operating funds in addition to established growth management standards requirements for facilities. Wherever project scheduling changes were proposed, compliance with the Growth Managernerit Plan and funding availability were evaluated. In the past, selected park and street projects were scheduled in phases to defer costs and balance CIP expenditures with projected revenues. With the increased development in Carlsbad during the past year and increased estimates for the future, construction of projects has been accelerated. Following is a discussion of some of the major projects planned for the next five years. 0 South Carlsbad Library - Funding for the new South Carlsbad Library is currently available utilizing Community Facilities District No. 1 (CFD #1) revenues. The construction of the library has been on hold since the recession and is now scheduled to begin in 1997-98; the opening is expected in Spring/Summer of 1999. The ICole Library is scheduled to close and undergo extensive remodeling upon the completion and opening of the new library. This is currently scheduled for 1999-2000. A short-term loan from the Public Facilities Fees fund has been scheduled in the CIP in 1997-98. If the loan is necessary, it is anticipated that it will be repaid within 4 years. acquisition for its 250 acre golf course to be constructed in the industrial Lvde ., . construction is slated for 1997-98. The City Council has selected Casper-Nash and Associates as the architect and Raven Golf Management as the developer. Consulting agreements have just been entered into with these two firms, as well as Tetra Tech to initiate the golf course design, golf course development and environmental field studies. 0 Carlsbad MuniciDal Golf Course - The City completed the final land corridor directly south of the future Veterans Memorial Park. Initial e,/ 172 I 1 I I I I I i 1 B I I !I E I I I 0 Streets - The timing of a number of street and water projects has been accelerat facilitate the development of the Carlsbad Ranch project and increased resid1 development. Some of these projects will help alleviate traffic impacts on Pal Airport Road and Cannon Road by providing alternative eastlwest connections. such project is the construction of the Faraday Road extension from Cannon Ro Koll Property. This is anticipated to undergo construction in 1999-2000. The widc and realignment of Rancho Santa Fe Road between Questhaven and Melrose was moved up, and is now planned for 1998-99. The construction of Cannon Road from 1-5 to El Camino Real will continue on course to begin in 1998-99. Two large widening projects will begin in 1997-98: La Costa Avenue between 1-5 and El Ca Real, and Palomar Airport Road between Yarrow and El Camino Real. Public Safetv and Service Center - Phase II of the Public Safety and Service Center has been moved up from 2001 to 1998-99 in order to meet growth need requirements. This phase includes construction of a purchasing warehouse, general offices and yard facilities for the Community Services Departments and Utilities and Maintenance __ Departments. Larwin Community Pa& - This 22.3 acre site will begin construction in 1999-2( Park development will consist of limited grading and construction of two tennis coui tot-lot, rest rooms, a picnic area, a level turf area, a parking lot and a trail system. I d 0 8 0 Leo Carrillo Park - The master plan of Leo Carrillo Park is underway and is expected to be completed in 1997-98, with initial park development slated for 1997-98. In order to protect the park land and the historic buildings located there, funds have been budgeted to construct a fence, and do some initial grading and building maintenance. The remaining development of phase one of two phases is scheduled to begin construction in 2001 -02 on this 10.5 acre site. Park development will consist of rehabilitation to existing structures, landscaping, parking lots, rest rooms, walkways, Barge group picnic facilities and tot-lots. The ger theme for this park will be passive in nature with the option for interpretive programrr ~ 0 Business Park Recreational Facility - The City will undertake land acquisition for 25.8 acre park facility in 1997-98, just south of the Carlsbad Service and Safety CE and east of El Camino Real. Initial construction is slated for 2000-01, with design \F in 1999-2000. Proposed park amenities include baseball and soccer fields, baskel and handball courts, vcslleyball, picnic area, jogging trails and parking. 0 Skateboard Park - A skateboard park will undergo construction in 1997-98 on southern portion of a site between Fire Station #5 and the parking area for conference center at the Carlsbad Public Safety and Service Center. Propo amenities at this 40,ClOO square foot park include fencing, lighting, bleachers an 25,000 square foot skateboard surface. I 173 Poinsettia Park - Phase I was completed in 1997 and consists of three lighted tennis courts, a children’s play area, a picnic area, a trail system, parking, restrooiWsnack bar and, partial completion of a multi-purpose baseballlsoftball field and lighted soccer field. Phase IA will begin construction in 1997-98 with the completion of the baseball/soflball field and the building of a restroom facility. Phase II of three phases is scheduled to begin construction in 2002-07 on this 42 acre park. This phase will include an enclosed soccer field, tot-lots, picnic areas, rest rooms, a tennis complex and parking. 0 South Agua Hedionda Interceptor - In 1998-99, construction of an interceptor sewer including a sewage lift station and forcemain is planned. This project will provide sewer service to those areas generally tributary to the south side of the Agua Medionda Lagoon. 1997-98 CAPITAL IMPROVEMENT PROJECTS There are approximately 71 capital projects totaling $67.2 million for 1997-98. These projects are categorized as shown below. Appropriations of approximately $33 million for ongoing capital projects which remain unspent at the end of FY 1996-97 will be added to the new 1997- 98 CIP appropriations for a total 1997-98 CIP appropriation of $100.1 million. __~ ~. ~ Proposed 1997/98 Capital Improvement Projects Water$3 6 Parks $14.6 Streets $13 8 Dollars in Millions Civic Proiects Civic projects total 30.3% or $20.4 million of the 1997-98 capital appropriation. The largest appropriation is $1 6.8 million for the South Carlsbad Library construction funded with Community Facilities District No. -l funds. Other projects in this category include the design of the Public Safety and Service Center, the Coastal Rail Trail feasibility study, the South Carlsbad Library collection purchase, the Financial information System implementation, and ADA modifications at various locations throughout the City. 174 I 8 D I 1 B I E E I e 1 1 B Il ll I - Park Proiects Park construction projects are 21.8% of the total 1997-98 expenditures at $14.6 million. largest appropriation is $9.1 million for the Carlsbad Municipal Golf Course to be funded blmd issue in 1997-98. Land will be purchased for the construction of the Business rcmsational facility, for approximately $4 million. Phase IA of Poinsettia Park will unt construction in 1997-98 at a cost of $500,000 funded by Public Facility Fees. Some construction of Leo Carrillo F’ark will be initiated in 1997-98 at a cost of $700,000. Additio a skateboard park will be built adjacent to the Public Safety and Service Center. - Street Proiects Street construction projects are 20.5% of the total 1997-98 expenditures at $1 3.8 million. largest appropriation is $5 million for La Costa Avenue widening from Pireaus (1-5) to El Ca Real funded with Community Facilities District No. 1 funds. The Palomar Airport Road widc project is scheduled for an additional $2.5 million appropriation from a county grant $!500,000 from Public Facilities Fees. Additional appropriations for the construction of Ca Road West total $1.3 million. - Drainage Proiects Drainage projects are 5.9% of the total 1997-98 expenditures at $3.9 million. This is al e:tclusively for the continued construction of the South Carlsbad Village Storm Drain fund( 1 Ti-ansnet-Local funds. V\later Proiects Tile water category, including reclaimed water, is 5.4% of the total 1997-98 CIP appropriations of $3.6 million. The Cannon Road Transmission Main will undergo constru in the amount of $1.2 million. The Poinsettia Lane Water Line between El Camino Real an Reservoir will require $550,000 of funding during 1997-98. Another $1.7 million is schedule debt service payments on pre!vious potable and reclaimed water projects. - Slswer Proiects Slswer funding of $1.6 millioln reflects Carlsbad’s share of costs for the Encina Waste\ Facility capital improvements, and includes payment of debt for its recent expansion. construction of the Vista/Carlsbad Trunk Line will continue with another $1 million, and initial design of the South Agua Hedionda Interceptor is scheduled for a $500,000 appropri in 1997-98. - Traffic Sinnals and 1-5 lnterchlannes Other categories in the CIP include traffic signal projects and 1-5 Interchanges. The t siJnals to receive funding in ‘1997-98 are located at the following intersections: Alga Roac Melrose Drive, Aviara Parkway and Poinsettia Lane, Cannon Road and 1-5, Cannon Road Paseo Del Norte, College Boulevard and Aston Avenue and Palomar Airport Road and Hi1 Valley Road. There are no additional appropriations scheduled for 1-5 interchange projects - U ?funded Proiects The City has identified $15.1 million in projects for which there is currently no source of fun These projects are listed at the end of the Current and Future (1997-98 to Buildout) Pro schedule. Several street prqiects were added this year, and they will continue to be evak as their importance increases. I 175 SUMMARY The 1997-98 to Buildout CIP presents a more aggressive plan for new facilities than has been seen in Carlsbad for a number of years. It is being driven by the increased pace of development and the need to insure that facilities are available to service the developing areas as well as the current residents. Significant progress continues on the traffic circulation projects in response to and in anticipation of current and future development within the City. Both the Palomar Airport Road and the Poinsettia Lane at 1-5 interchanges are complete. The La Costa Avenue interchange and Olivenhain Road Widening projects are currently under construction. Other major circulation projects scheduled for construction include Cannoln Road West, Poinsettia Lane-Aviara Parkway, and the widening of La Costa Avenue and Palomar Airport Road. The Carlsbad Boulevard Shore Protection Wall is currently under construction, Phase One of Poinsettia Park is complete, and the long awaited construction of the South Carlsbad Library is scheduled to begin this next fiscal year. Restoration to the wetlands at Batiquitos Lagoon began in 1994-95 and is now essentially complete. This wetland restoration project included dredging the lagoon to restore fish and wildlife habitat, constructing a channel and offshore jetties to restore full tidial flushing, and providing nesting areas for various species of birds. In the early to mid go’s, Carlsbad had to make some significant project scheduling changes as the effects of the slow economy were felt on the revenue stream. Lack of funds caused the City to rethink how it could accomplish building its capital projects. Now with the recovery in full swing, scheduling adjustments reflect the increase in development activity and corresponding increase in revenues. The current fee structure is working in conjunction \with the growth management plan as evidenced by the availability of revenue to fund the increased pace of capital projects. Carlsbad’s philosophy has been to build quality capital facilities which meet, and at times exceed, growth management standards. Practices such as phasing projects over a period of years to match funding availability as well as maximizing the use of available balances have been implemented when necessary in order to meet the needls olf Carlsbad’s citizens. The 1997-98 to Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff to providing its residents with a better quality of life. 176 m GROWTH MANAGEMENT PLAN @I I II !I 1 BI m a I 1 111 II I I R i 4 77 The Growth Management Plan was developed and voted into law by the citizens of Carlst 1986. The plan was established in an effort to manage development within the City by ti rlssidential, commercial, and industrial development directly to standards for availability of I services and facilities. The Growth Management F’lan adopted has established precise standards for eleven 1 facilities. Standards must be met at all times as growth occurs. Facilities for which stanc have been established are as follows: - City Administrative - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution m The Plan requires that appropriate public facilities be available, in conformance witt adopted performance standards, as development occurs. Unless each of the eleven I: facility standards have been met, no new development can occur. The Growth Management Plan impacts both the operating budget and the Capital improve Program. The detailed level of planning required by growth management has allc Carlsbad’s Capital Improvement Program to anticipate the funding needed for ci improvements through buildout of the City. The timing of construction of facilities is gove b;/ the rate of development and the eleven performance standards. New public facilities c rcbquire additional staffing and other resources, which affects the operating budget. Faci such as community centers, parks, and fire stations have been constructed and opened tc public under this program. The Capital Improvement Program has been designed to specifically address areas where or expanded facilities will be needed to maintain compliance with the adopted perform; standards. With the adoption of the 1997-98 CIP, compliance with the Growth Managen Plan is assured. I - CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public: facilities. This legislation applies to fees established, increased, or imposed on or after January '1, 1989, the effective date of the law. AB 1600 contains four general requirements. P A "nexus" or connection must be established between a development prqject or class of project and the public improvement being financed with the fee. All AB 16010 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area fees were all established under AB 1600. > The fee must be segregated from the General fund. Carlsbad segregates dl capital funds not only from the General fund but also each classification of fee as well. > Fee collected by a city or county must be spent or committed to a project within a five year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's capital expenditure program from the current year to projected build out of the City. The expendiiture plan is updated annually as part of the City's budget process. "r Refunds must be made only if the City cannot make the required findings. At this time no refunds are due because the City's Capital Improvement Program commits a11 AB 1600 fees to projects to be constructed both in the current year and in the future. 178 I 1 I II 8 II P 1) II N ll I I Il r - CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 1996-97 JULY 1,1996 ESTIMATED ESTIMATED JUNE 30,1997 UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED BAL4NCE -- FUND BALANCE REVENUES EXPENDITURES & OTHER GENERAL CAPITAL CONST. 2,701,053 2,680,836 2,620,399 942,838 1,818,652 PUBLIC ART 323,178 9,962 86,576 0 246,564 GOLF COURSE 580,228 2,266,913 55,436 486,500 2,305,205 PUBLIC FACILITIES FEE 11,305,451 2,805,950 1,409,040 0 1 2!, 702,36 1 ZONE 5,13,16 PARK FEE 2,315,316 470,272 0 0 21,785,588 PILAREA 1 NW 2,101,941 147,330 0 0 2! ,249,27 1 PIL AREA 2 NE 772,555 21,368 0 0 793,923 PIL AREA 3 SW 253.478 137,431 135,229 0 255,680 0 1,140,490 PIL AREA 4 SE 859,918 280,572 0 LElTERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 2,021,382 837,054 (378,769) 0 3,237,205 TRANSNEnLOCAL 473.657 2,568,981 799,441 0 ;!,243,197 TRANSNETIHIGHWAY 125,263 1,115,692 493,349 0 747,606 TRANSNETIBIKE 1,941 51 3,748 498,066 0 17,623 TRANSNETlSTP 941,899 (99,394) 0 0 842,505 TDA 127.849 264,717 257,950 0 134,616 STATE GRANTS 114,456 2,582,168 2,526.898 0 169,726 COUNTY GRANTS 1,329,229 267,752 74 0 1,596,907 1.337.066 ASSESSMENT DISTRICTS 1,753,462 0 416,396 0 CFD #1 15,688,263 7,759,050 1,603,035 188,063 2’1,656,215 CFD #2 5,205,469 7.721,625 219,374 0 1;!,707.720 CANNON ROAD WEST BTD#3 471,046 12,813 32,970 15,872 435,017 POINSETTIA BTD #2 1,265,756 2,391,886 7,500 7,500 3,642,642 FEDERAL GRANTS 0 1,038,609 386,089 0 652,520 SDG & E 0 0 0 0 0 PLANNED LOCAL DRAIN’G 3,616,701 541,287 74 0 4,157,914 SEWER BENEFIT AREAS 331,033 162,098 0 0 493,131 SEWER CONNECTION 13,387,245 1,707,285 172,763 1,106,842 13,814,925 SEWER REPLACEMENT 6,756,582 1,538,013 143,000 0 tl.151.595 WATER - RECLAIMED WATER 522,821 325,727 83,741 160,000 604,807 WATER - REPLACEMENT 8,628,409 917,558 3,219,721 843,972 5,482,274 REDEVELOPMENT BONDS 2,426,079 93,017 0 95,161 ;!,423,935 GAS TAX 3,727,940 1,400,000 0 560,869 4,567,071 OTHER 667,175 1,830,359 2,183,255 0 314,279 WATER - MAJOR FACILITY 4,535,538 1,884,452 2,744,602 1,280,851 2!.394.537 TOTAL 95 332,313 46,195,131 19,716,209 5,688,468 11c- 179 JULY 1, 1997 PROJECTED ESTIMATED FUND BALANCE REVENUES GENERAL CAPITAL CONST 1,818,652 1,830,352 PUBLIC ART 246,564 0 GOLF COURSE 2,305,205 9,11Q,OOO PUBLIC FACII-ITIES FEE 12,702,361 1,601,282 ZONE 5.13,16 PARK FEE 2,785.588 1,236,708 PILAREA 1 NW 2,249.271 45,806 PlL AREA 2 NE 793,923 0 PIL AREA 3 SJV 255,680 99,225 PIL AREA 4 SE 1,140,490 177,188 LETTERS OF CREDIT 0 0 TRAFFIC IMPACT FEE 3,237,205 734,606 TRANSNETlLOCAL 2,243,197 6,453,680 TRANSNETlHlGHWAY 74 7,606 680,000 TRANSNETIB IKE 17,623 120,000 1 54.61 6 0 STATE GRANTS 169,726 209,690 COUNTY GWiNTS 1,596,907 941,065 ASSESSMENT DISTRICTS 1,337,066 0 CFD #1 21,656,215 8,565,611 CFD #2 12,707,720 1,448,969 CANNON RO/\D WEST BTD#3 435,017 874,270 POlNSElTlA I3TD #2 3,642.642 358,400 FEDERAL GR4NTS 652,520 600,000 SDG & E 0 0 PLANNED LOZAL DRAIN'G 4,1517.9 14 258,918 SEWER BENE FIT AREAS 493,131 150,000 SEWER CONNECTION 13,814,925 2,679,947 SEWER REPLACEMENT 8,1511,595 1,200,000 WATER - RECLAIMED WATER 604,807 175,000 WATER - MAJOR FACILITY 2,394,537 2,631,973 WATER - REPLACEMENT 5,482,274 2,025,000 REDEVELOPMENT BONDS 2,423,935 0 GAS TAX 4,567,071 910,600 OTHER 314,279 0 TOTAL 116,122.767 45,113,289 I 1 ll I I( ;~NSNET/S rP 84.2305 0 II II 3 II n J 1997 - 98 1996 - 97 CONTINUING NEW TOTAL CIP APPROPR APPROPR APPROPR 1,601,797 1,435,700 3,037,497 11 5,806 5,000 120,806 2,283,191 9.1 10,000 11,393,191 1,767,685 8,237,000 10,004,685 0 4,000,000 4,000,000 0 0 0 0 0 0 169,446 0 169,446 0 0 0 0 0 0 2,871,517 732,000 3,6033 1 7 2,108,142 6,453,680 8,561,822 684,252 680,000 1,364,252 0 120,000 120.000 0 0 0 121.942 0 121,942 80,915 209,690 290,605 2,529,386 49,386 2,480,000 851,824 0 851,824 6,172,880 23,242,973 29,415,853 2,571,080 0 2,571,080 13,626 421,000 434,626 0 790,000 790,000 1,252,520 920,000 0 0 0 1,119,885 0 1,119,885 502,000 0 2,990,864 2,228.820 5,219,684 1,396,203 655,000 2,051,203 300,000 550,000 4,500,666 1,486,681 3,013,985 3,834,276 2,612,279 1,221,997 1,239,377 0 1,239,377 7,000 430,000 437,000 96,357 0 96,357 32,994,655 67.1 88,845 100,183,500 332,520 502,000 250,000 CITY OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 1997-98 1993-94 1994-95 1995-96 (1) 1996-97 (1) 1997-98 (1) ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED REVENUE -- FUND REVENUES REVENUES REVENUE REVENUE GENERAL CAPITAL CONST. 970,364 1,010,273 2,888,993 2,680,836 1,830,352 PUBLIC ART 16,922 17,457 20,454 9,962 0 GOLF COURSE 105,934 109,308 42,191 2,266,913 9,11~3,000 PUBLIC FACILITIES FEE 1,524,573 2,266,914 3,172,700 2,805,950 1,601,282 ZONE 5,13 8 16 PARK FEE 94,639 1,940,278 375,038 470,272 1,236,708 PIL AREA 1 NW 94,594 102,202 271,399 147,330 45,806 PIL AREA 2 NE 28,462 31,349 234,755 21,368 0 PIL AREA 3 SW 10,781 36,066 12,911 137,431 99,225 PIL AREA 4 SE 39,132 48,832 68,857 280,572 177,188 LETTERS OF CREDIT 0 0 0 0 0 TRAFFIC IMPACT FEE 326,558 481,029 772.544 837,054 734.606 TRANSNEnLOCAL 147,848 22,535 24,122 2,568,981 6,453,680 TRANS N ETlH I G H WAY 15,427 9,667 8,503 1,115,692 680,000 TRANSNETlBl KE 373,964 1,351 97 513,748 120,000 TRANSNETlSTP 255,862 43,438 660,599 (99,394) 0 TDA 512,989 5,604 82,683 264,717 0 STATE GRANTS 916,396 642,181 213,661 2,582,168 209,690 COUNTY GRANTS 212,305 232,371 253,417 267,752 941,065 ASSESSMENT DISTRICTS 76,477 160,693 1,037.967 0 0 CFD #1 3,016,253 6,433,487 7,279.245 7,759,050 8,565,611 CFD #2 2,427,995 573.940 3,017,345 7.721,625 1,448,969 BTW3 CANNON ROAD WEST 0 101,163 408,294 12,813 874,270 BTW2 POINS. LN-AVIARA PKWY 0 0 1,265,756 2,391,886 358,400 FEDERAL GRANTS 0 1 ,I 80,179 165,994 1,038,609 600,000 SDG&E 0 0 0 0 0 PLANNED LOCAL DRAIN'G 372,044 655.752 488,794 541,287 258,918 SEWER BENEFIT AREAS 0 0 0 162,098 150,000 SEWER CONNECTION 976,197 1,331,031 2,669,428 1.707.285 2,679,947 SEWER REPLACEMENT 4,067.1 23 81 1,481 1,233,895 1,538,013 1,200,000 WATER - RECLAIMED WATER 942,840 40,606 230,676 325,727 175,000 WATER - MAJOR FACILITY 876,179 1,341,224 2,442,896 1,884.452 2,631,973 2,025,000 WATER - REPLACEMENT 2,304,313 1,231,779 1,107,737 917,558 GAS TAX 0 0 1,415,803 1,400,000 TOTAL CAPITAL FUNDS 22,070,899 21,800,330 32,542,382 46,195.131 REDEVELOPMENT BONDS 119,137 501,656 133,308 93,017 0 OTHER 1,245,651 436,484 542,320 1,830,359 0 910,600 43Ti8,289 -- (1) INCLUDES INTERFUND LOANS OR TRANSFERS. 181 0 II CITY OF CARLSBAD CAPITAL FUNDS DETAIL REVENUE ESTIMATES FOR FY 1997 - 98 FUND OR DEVELOPER LOAN OR DEPRECIATIOF GENERAL ZAPITAL CONST 200,000 150,352 950,000 530,00( PUBLIC AGT FUND FEES TAXES GRANTS OTHER BOND ISSUE TRANSFER GOLF COURSE 9,110,000 ZONE 5,12,16 PARK FEE 336,708 900,000 PUBLIC FACILITIES FEE 1,601,282 PIL AREA 1 NW 45,806 PIL AREA i NE PIL AREA : SW 99,225 PIL AREA 1 SE 177,188 LElTERS OF CREDIT TRAFFIC IMPACT FEE 734,606 TRANSNEl /LOCAL 6,453,680 TRANSNEl /HIGHWAY 680,000 TRANSNEIISTP 209,690 STATE GRANTS COUNTY GRANTS 941,065 ASSESSME NT DISTRICTS CFD #1 182,917 4,982,694 3,400,000 CFD #2 1,230,000 218,969 POINSETTIA BTD #2 358 400 FEDERAL GRANTS 600,000 SDG & E PLANNED I OCAL DRAIN'G 258,918 SEWER BENEFIT AREAS 150,000 SEWER CC NNECTION 1,079,947 1,600,000 I II A 8 I) I N II EEY A n 1 I) TRANSNEl /BIKE 120,000 1 TDA CANNON ROAD WEST BTD#3 674,270 SEWER REPLACEMENT 1.200,00c WATER - RECLAIMED WATER 175,000 WATER - MAJOR FACILITY 1731,972 900,000 WATER - REPLACEMENT 725,000 1,300,OOC REDEVELC PMENT BONDS 910.600 3,205,ooa 8 861,239 14,071,974 2 120 076 2,550 000 14 310,000 TOTAL n 1 182 BUDGET EXPENDITURE SCHEDULE - 1994-1995 TO 1997-1998 1996-97 1997-98 1997-98 1994-95 1995-96 1996-97 (1) CONTINUING NElW TOTAL CIP FUND ACTUAL ACTUAL ESTIMATED APPROPR. APPFLOPR. APPROPR. GENERAL CAPITAL CONST. 2,075,369 1,711,165 3,563,237 1,601,797 1,435,700 3,037,497 PUBLIC ART 0 33,838 86,576 1 15,806 5,000 120,806 GOLF COURSE 402.51 8 677,135 541,936 2,283,191 9,110,000 11,393,191 PUBLIC FACILITIES FEE 509,117 3,217,822 1,409,040 1,767,685 8,237,000 10,004,685 ZONE 5,13 B 16 PARK FEE 0 0 0 0 4,000,000 4,000,000 PILAREA 1 NW 0 0 0 0 0 0 PIL AREA 2 NE 0 0 0 0 0 0 PIL AREA 3 SW 0 0 135,229 169,446 0 169,446 PIL AREA 4 SE 0 0 0 0 0 0 LETTERS OF CREDIT 0 0 0 0 0 0 TRAFFIC IMPACT FEE 1,184,874 103,225 (378,769) 2,871,517 732,000 3,603.517 TRANSNEnLOCAL 94,066 23 799,441 2.1 08,142 6,453,680 8,561,822 1,364.252 TRANSNEnHlGHWAY 108.296 60,060 493,349 684,252 680,000 TRANSNET/Bl KE 3,336 0 498,066 0 120,000 120,000 TRANSNETISTP 0 0 0 0 0 0 TDA 107,849 107,128 257,950 121,942 0 121,942 STATE GRANTS 77,135 91 1,459 2,526,898 80,915 209,690 290,605 2,480,000 2,529,386 COUNTY GRANTS 0 540 74 49,386 ASSESSMENT DISTRICTS 170,662 952,074 416,396 851,824 0 851,824 29,415,853 CFD #I 4,207,5 1 2 2,298,482 1,791,098 6,172,880 23,242,973 2,57 1,080 CFD #2 176,252 855,711 219,374 2,571,080 0 BTW3 CANNON ROAD WEST 0 37,532 48,842 13,626 421,000 434,626 BTW2 POINS. LN-AVIARA PKWY 0 0 15,000 0 790,000 790,000 1,252,520 FEDERAL GRANTS 1,179,861 166,312 386,089 332,520 920,000 SDGBE 0 0 0 0 0 0 PLANNED LOCAL DRAIN'G 457,678 29,466 74 1,119,885 0 1 ,I 19,885 SEWER BENEFIT AREAS 0 0 0 0 502,000 502,000 SEWER CONNECTION 2,527,891 1,069,181 1,279,605 2,990,864 2,228,820 5,219,684 SEWER REPLACEMENT 360,178 369,356 143.000 1.396.203 655,000 2,051,203 WATER - RECLAIMED WATER 1,142,457 386,632 243,741 250,000 300,000 550,000 WATER - MAJOR FACILITY 2,761,251 2,377,234 4,025.453 1,486,681 3,013,985 4,500,666 3,834,276 REDEVELOPMENT BONDS 1,342,328 14,130 95,161 1,239,377 0 1,239,377 GAS TAX 0 1,054,472 560,869 7,000 430,000 437,000 OTHER 908,619 797,240 2,183,255 96,357 0 96,357 TOTAL CAPITAL FUNDS 20.642,425 18,199.71 5 25,404,677 32,994,655 67,188,845 100.1 83,500 WATER - REPLACEMENT 845.176 969,498 4,063,693 2,612,279 1,221,997 - - 5:: 0:: ;$ n n n mN - PS (b? ;: EN 1 II a II I I ll I 1 - m8 52 >8 EO N - *z >8 (Lo 52 N - OO ;$ >% E - Nm 4) 9s yz =I5 -8 S!< Elc 5 is in - ulJ ;? p iE $i; gg I- !- $13 a+ a I! 4 z (0 $ :e t I:: a ?- 21: $g 5;; $8 m 1- 5 ~n i? d G 5 :i O.? 82 E# :E Y !- u I3 <> u 0 3 Li n n H II A 1 II J t e I- 0 7 $9 a 00 00 ow PW r 8 00 0 0 0. 0. 0. 0. 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TF WNSNETILOCAL 135,055 2,200,000 2,200,000 135,0! TF WNSNETIHIGHWAY 63,354 1,431,000 1,431,000 63,3! TFWNSNETIBIKE 17,623 0 0 17.6; TF WNSNETISTP 842,505 0 0 842,5( TC)A 12,674 0 0 12.6' Sl ATE GRANTS 88,811 0 0 88.8 COUNTY GRANTS 8.586 221,618 200,000 30.2( ASSESSMENT DISTRICTS 485.242 0 0 485.28 CF D #I 805,973 6,080,577 6,200,000 686.5: 12,674,3 CF'D #2 11,585,609 1,588,750 CANNON ROAD WEST BTM3 874,661 1,445,700 2,264,000 56,3( POINSETTIA BTD #2 3,211,042 950,000 1,769,300 2,391,7~ FEDERAL GRANTS 0 0 0 SC)G&E 0 0 0 PLANNED LOCAL DRAIN'G 3,296,948 453,133 0 3.750,Oe SEWER BENEFIT AREAS 141,131 2,350,000 2,430,000 61,13 SEWER CONNECTION 11,275,188 2,405,890 4,543,786 9,137,25 SEWER REPLACEMENT 7,300,392 1,200,000 3,823,048 4,677-34 W(4TER - RECLAlMED WATER 229,807 175,000 160,000 2448 W/4TER - MAJOR FACILITY 525,844 2,573,357 1,606,103 1,493.05 3,948,97 Wl4TER - REPLACEMENT 3,672,998 2,025,000 RE DEVELOPMENT BONDS 1,184,558 0 0 1,184,55 GAS TAX 5,040,671 900,000 1,350,000 4.590,67 01 HER 217,922 70,000 70,000 217,92 - 185,459 180,023 1,317,678 134,663 n 500,000 n n 1,749,020 - TClTAL 61,057,556 30,413,522 34,036,257 57,43432 - - II 1 I 1 E II u \ 196 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT PtAH ’ lgS7 - 98 1 BEGINNING ENDING GENERAL CAPITAL CONST. 216,855 1,830,352 1,435,700 61 1,507 PUBLIC ART 130,758 0 5,000 125,758 GOLF COURSE 22,014 9,110,000 9,110,000 22,014 PUBLIC FACILITIES FEE 10,934,676 1,601,282 8,237,000 4,298,958 ZONE 5,13,16 PARK FEE 2,785,588 1,236,708 4,000,000 22,296 PILAREA 1 NW 2,249,271 45,806 0 2,295,077 PIL AREA 2 NE 793,923 0 0 793,923 PIL AREA 3 SW 86,234 99,225 0 185,459 PIL AREA 4 SE 1,140,490 177,188 0 LETTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 365,688 734,606 732,000 368,294 TRANSNET/LOCAL 135,055 6,453,680 6,453,680 135,055 TRANSNET/HIGHWAY 63,354 680,000 680,000 63,354 TRANSNETlBlKE 17,623 120,000 120,000 17,623 TRANSNETETP 842,505 0 0 842,505 TDA 12,674 0 0 12,674 STATE GRANTS 88,811 209,690 209,690 88,ai I COUNTY GRANTS 1,547,521 941,065 2,480,000 8,586 ASSESSMENT DISTRICTS 485,242 0 0 485,242 CFD #1 15,483,335 8,565.61 1 23.242,973 805,973 11,585,609 CFD #2 10,136,640 1,448,969 0 CANNON ROAD WEST BTM3 421,391 874,270 421,000 874,661 POINSETTIA BTD #2 3,642,642 358,400 790,000 3,211,042 FEDERAL GRANTS 320,000 600,000 920,000 0 SDG & E 0 0 0 0 PLANNED LOCAL DRAIN’G 3,038,029 258,918 0 3,296,948 141,131 SEWER BENEFIT AREAS 493,131 150,000 2,679,947 2,228,820 11,275,188 SEWER CONNECTION 10,824,061 SEWER REPLACEMENT 6,755,392 1,200,000 655,000 7,300,392 229,807 WATER - RECLAIMED WATER 354,807 175,000 300,000 WATER - MAJOR FAClLlW 907,856 2,631,973 3,013,985 525,844 3,672,998 WATER - REPLACEMENT 2,869,995 2,025,000 1,221,997 REDEVELOPMENT BONDS 1,184,558 0 0 1,184,558 5,040,671 GAS TAX 4,560,071 910,600 430,000 217,922 OTHER 217,922 0 0 83.1 28,112 45.1 18,289 67,188,845 61,057.556 TOTAL - FUND BAL 711197 REVENUE EXPENDITURES i ,317,678 502,000 - - 197 I II i I I U I II I II 11 w II B II I II CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT BEGINNING ElLAR = Igg9 - *Oo0 3 FUND BAL 7/1/99 REVENUE EXPENDITURES END1 G,fNERAL CAPITAL CONST. 83,507 850.000 665,000 268.5 PlJBLlC ART 125,758 0 0 125,7 Gl3LF COURSE 22,014 0 0 22,o PlJBLlC FACILITIES FEE 4,663,362 4,616.772 5,045,750 4,2342 219,4 ZONE 5,13,16 PARK FEE 227,423 142,000 PIL AREA 1 NW 2,538,320 243,243 0 2,781,51 PIL AREA 2 NE 864,798 70,875 0 9356' PIL AREA 3 SW 365,481 350,123 0 71 5,6r PIL AREA 4 SE 1,452,340 134,663 0 1,587,Ol LEITTIERS OF CREDIT 0 0 0 30,9r 1,047,000 TRAFFIC IMPACT FEE 301,456 776,530 TF WAMSNETILOCAL 135,055 2,100,000 2,100,000 135,O: TF WNSNETIHIGHWAY 63,354 0 0 63,3 TFWNSNET/BIKE 17,623 0 0 17,6: TFWNSNETISTP 842,505 0 0 8423 TC)A 12,674 0 0 12.6' STATE GRANTS 88.81 1 1,900,000 1,900,000 88.8 COUNTY GRANTS 30,204 232,699 200,000 62.91 ASSESSMENT DISTRICTS 485,242 0 0 485.2# 1,390,9 CFD #I 686,550 5,814.383 CFD t2 12,674,359 1,537.500 0 14,211,8 CANNON ROAD WEST BTW3 56,361 95,700 0 152,OI POINSETTIA BTD #2 2,391,742 260,630 1,869,300 783,Q FElDERAL GRANTS 0 5,821,600 5,821,600 SUGBE 0 0 0 PLANNED LOCAL DRAIN'G 3,750,081 374,295 0 4,124,3i SEWER BENEFIT AREAS 61,131 1,850,000 1,787,000 124,l: SE!WER CONNECTION 9,137,292 2,397,892 1,186,210 10.348,97 SEiWER REPLACEMENT 4,677.344 1,200,000 2,391,648 3,485,6F Wj4TER - MAJOR FACILITY 1,493,099 2,722,133 3,788,433 426,7E RElDEVELOPMENT BONDS 1.184,558 0 0 1,1843 G/\S TAX 4,590,671 900.000 0 5,490,67 OTHER 21 7,922 0 0 217,92 TOTAL 57,434,821 37,741,038 37,507,905 57,667,9! - 150,000 5,110.000 Wj4TER - RECLAIMED WATER 244,807 1,325,000 660,000 909,8C Wi4TER - REPLACEMENT 3,948,978 2,025,000 3,785,964 2,188.01 - - - n 198 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT PtAR 4 2000 - 2001 I BEGINNING ENDING GENERAL CAPITAL CONST. 268,507 400,000 475,000 193,507 PUBLIC ART 125.758 0 0 125,758 GOLF COURSE 22,014 0 0 22.014 PUBLIC FACILITIES FEE 4,234,384 3,755,885 2,350,000 5,640,269 ZONE 5,13,16 PARK FEE 219,423 2,379,567 2,550,000 48.990 PIL AREA 1 NW 2,781,563 123,201 0 2,904,764 PIL AREA 2 NE 935,673 70,875 0 1,006,548 PIL AREA 3 SW 715,604 357.21 0 0 1,072,814 PIL AREA 4 SE 1,587,003 134,663 0 1,721,665 LETTERS OF CREDIT 0 0 0 0 TRAFFIC IMPACT FEE 30,986 719,812 672,000 78,798 TRANSNETILOCAL 135,055 1,200.000 1,200,000 135,055 TRANSNETlHlGHWAY 63,354 0 0 63,354 TRANSNETlBlKE 17.623 0 0 17,623 TRANSNETlSTP 842.505 0 0 842,505 TDA 12,674 0 0 12,674 STATE GRANTS 88,811 0 0 88,811 COUNTY GRANTS 62,903 244,334 300,000 7,237 CFD #I 1,390,933 5,429,502 1,510,000 5.310.435 CFD #2 14,211,859 1,647,976 5,702,400 10,157,435 CANNON ROAD WEST BTW3 152,061 85,700 0 237,761 POINSETTIA BTD #2 783,072 260,630 69,300 974,402 FEDERAL GRANTS 0 0 0 0 SDG8E 0 700,000 700,000 0 PLANNED LOCAL DRAIN'G 4,124,376 317,833 0 4,442,209 SEWER BENEFIT AREAS 124,131 1,750,000 1,826.000 48,131 SEWER CONNECTION 10,348,974 1,468,716 1,184,196 10,633,495 2,136,400 2,549,296 SEWER REPLACEMENT 3,485,696 1,200.000 WATER - RECLAIMED WATER 909,807 175,000 1,060,000 24,807 WATER - MAJOR FACILITY 426,799 2,451,469 1,414,596 1,463,672 WATER - REPLACEMENT 2,188,014 2,025,000 1,089,852 3,123.1 62 REDEVELOPMENT BONDS 1,184,558 0 0 1,184,558 6,390,671 GAS TAX 5,490,671 900,000 0 217,922 OTHER 217,922 1,210.000 1.210,ooo TOTAL 57,667,955 29,007,373 25,449.744 61,225,584 EXPENDITURES - FUND BAL 7/1/2000 REVENUE ASSESSMENT DISTRICTS 485,242 0 0 485,242 - 199 IC II E li 1 E ll I 1 I w 1 m I I II II M 0 200 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT BEGINNING PAIP 5 2o01 - *Oo2 3 FUND BAL 7/1/2001 REVENUE EXPENDITURES END11 G ENERAL CAPITAL CONST 193.507 475,000 475,000 193,51 PUBLIC ART 125,758 0 0 125,7 GOLF COURSE 22,014 0 0 2230 PUBLIC FACILITIES FEE 5,640,269 2,283,606 1,320,000 6.603,8 Z3NE 5,13,16 PARK FEE 48,990 130,047 0 179,O PIL AREA 1 NW 2,904,764 126,360 0 3,031,l PIL AREA 2 NE 1,006,548 70,875 0 1,077,4 PIL AREA 3 SW 1,072,814 364,298 1,000,000 437,l PIL AREA 4 SE 1,721,665 134,663 0 1,856.3 LIElTERS OF CREDIT 0 0 0 78,798 675,960 447,000 307,7 TIWFFIC IMPACT FEE TI WANSNET/LOCAL 135,055 1,400,000 1,400,000 135.0: TI WNSNET/HIGHWAY 63,354 0 0 63,3! TI WNSNET/BIKE 17,623 0 0 17,6; TI WNSNET/STP 842,505 0 0 842,5( TDA 12,674 0 0 12,6i STATE GRANTS 88,811 0 0 88.8' C 3UNTY GRANTS 7,237 218,982 0 226.2' ASSESSMENT DISTRICTS 485,242 0 0 485.21 3,740.0! Cl-D #1 5,310,435 4,239,655 CFD #2 4 0,157.435 1,814,224 11,941,000 30,6: CI~NNON ROAD WEST BTW3 237,761 85,700 0 323,4f POINSElTlA BTD #2 974,402 260,630 69,300 1,165,7: FEDERAL GRANTS 0 0 0 SI)G&E 0 0 0 PIANNED LOCAL DRAIN'G 4,442,209 324,202 0 4,766,41 SEWER BENEFIT AREAS 48,131 150,000 0 198.13 StlWER CONNECTION 10,633,495 1,402,868 1,676,000 10,360,36 SEWER REPLACEMENT 2,549,296 1,200,000 536,400 3,212.89 W'ATER - RECLAIMED WATER 24,807 175,000 160,000 39,80 W'ATER - MAJOR FACILITY 1,463,672 2,376,156 3,397,500 442,32 W'ATER - REPLACEMENT 3,123,162 2,025,000 244,000 4,904,16 RElDEVELOPMENT BONDS 1 ,I 84,558 0 0 1,184,55 GAS TAX 6,390,671 900,000 0 7,290.67 0-HER 217,922 0 0 21 7,92 TOTAL 61,225,584 20,833.224 28,476,200 53,582,60; - 5,810,000 - - - CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT PEA" =-j0 2oQ2 - *0°' I BEGINNING ENDING GENERAL CAPITAL CONST. 193,507 2.1 75,000 2,175,000 193,507 PUBLIC ART 125,758 0 0 125,758 GOLF COURSE 22,014 0 0 22,014 PUBLIC FACILITIES FEE 6,603.875 16,255,487 11,127,750 11,731,612 ZONE 5,13,16 PARK FEE 179,037 1,150,004 1,300,000 29,041 PILAREA 1 NW 3,031,124 592,313 2,380,000 1,243,436 PIL AREA 2 NE 1,077,423 1,128.330 0 2,205.753 PIL AREA 3 SW 437.1 11 2,065,298 1,550,000 952,409 2,740,848 PIL AREA 4 SE 1,856,328 884,520 0 LETTERS OF CREDIT 0 375,000 375,000 0 TRAFFIC IMPACT FEE 307,758 4,856,023 4,435,000 728.780 TRANSNETILOCAL 135,055 8,000,000 8,000,000 135,055 TRANSNETIHIGHWAY 63,354 0 0 63,354 TRANSNETIBIKE 17,623 0 0 17,623 TRANSNETISTP 842,505 0 0 842,505 TDA 12,674 0 0 12,674 STATE GRANTS 88,811 0 0 88,811 226.21 9 COUNTY GRANTS 226,219 0 0 ASSESSMENT DISTRICTS 485,242 0 0 485.242 CFD #1 3,740,090 28,056.272 30,951,000 845,362 CFD #2 30,659 9,342,371 0 9,373,030 CANNON ROAD WEST BTD#3 323,461 290,500 0 61 3,961 POINSETTIA BTD #2 1,165,732 1,303,150 2,346,500 122,382 FEDERAL GRANTS 0 0 0 0 SDG&E 0 900,000 900,000 0 PLANNED LOCAL DRAIN'G 4,766,41 I 2 ~ 893,427 0 7,659,839 SEWER BENEFIT AREAS 198.1 31 600,000 750,000 48,131 SEWER CONNECTION 10,360,363 9,750,690 16585,896 3,525,156 SEWER REPLACEMENT 3,212,896 6,750,000 2,682,000 7,280,896 WATER - RECLAIMED WATER 39,807 875,000 800,000 114,807 WATER - MAJOR FACILITY 442,328 15,833,091 13,465,252 2,810,168 4,904,162 13,125,000 2.830.81 0 151 98,352 WATER - REPLACEMENT 1,184,558 REDEVELOPMENT BONDS 1.184,558 0 0 GAS TAX 7,290,671 4,500,000 0 17,790,671 217,922 OTHER 217,922 0 0 82,629,874 53,582,608 131,701,475 102,654,208 TOTAL _. FUND BAL 71112002 REVENUE EXPENDITURES - - - 201 ll II Y 11 U I rp II E 1 I B I E I II I II CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT BEGINNING 7 li Eb07 to Buildout FUND BAL 7/1/2007 REVENUE EXPENDITURES END GENERAL CAPITAL CONST. 193,507 1,375,000 1,375,000 193,! PUBLIC ART 125,758 0 0 125,7 GOLF COURSE 22.014 0 0 22,o PUBLIC FACILITIES FEE 11,731.61 2 26,079,766 36,887,500 923,e 2 3NE 5,13,16 PARK FEE 29,041 1,827,662 1,850,000 6,7 PILAREA 1 NW 1,243,436 4,098,803 4,855,000 487,2 PIL AREA 2 NE 2,205,753 4.71 3,188 6,875,000 43,9 PIL AREA 3 SW 952,409 2,375,730 3,130,000 198,l P'L AREA 4 SE 2,740,848 1,759,118 4,300,000 199s LETTERS OF CREDIT 0 1,725,000 1,725,000 TlWFFlC IMPACT FEE 728,780 13,295,195 11,488,000 2,535,s TI WNSNETlLOCAL 135,055 3,200,000 3,200,000 135,C TIWNSNETIHIGHWAY 63,354 0 0 63.2 TlWNSNET/BlKE 17,623 0 0 17,E TI WNSNETlSTP 842,505 0 0 842,s TIIA 12,674 0 0 12,E STATE GRANTS 88,811 0 0 88,8 COUNTY GRANTS 226,219 0 0 226,2 ASSESSMENT DISTRICTS 485,242 0 0 485,2, CI-D tl 845,362 14,535,019 14,000,000 1,380,3 CI-D t2 9,373,030 2,247,521 0 11,6203 - CI~NNON ROAD WEST BTW3 613,961 1,737,430 2,350,000 1,3' POINSETTIA BTD #2 122,382 3,127,560 3,060,800 189.18 FEDERAL GRANTS 0 0 0 SIIGBE 0 0 0 PIANNED LOCAL DRAIN'G 7,659,839 12,833,131 19,425,000 1,067.9 SEWER BENEFIT AREAS 48,131 5,650,000 4,750,000 948,l SEWER CONNECTION 3,525,156 18,637,272 21,909,624 252,81 SEWER REPLACEMENT 7,280.896 1,550,000 8,401,200 429,6 WATER - RECLAIMED WATER 114,807 3,790,000 3,841,000 63.81 WATER - MAJOR FACILITY 2,810,168 2,295,773 0 5,1059. WATER - REPLACEMENT 15,198,352 405,000 0 15,603,3! REDEVELOPMENT BONDS 1,184,558 0 0 1,184,5! GAS -rm 11,790,671 14,850,000 13,200,000 13,440,67 O-'HER 217,922 0 0 217.92 TOTAL 82,629,874 142,108.1 67 166,623,124 - 58,114,91 - - 202 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1997 TO BUILDOUT BEGINNING TOTAL TOTAL FUND BALANCE REVENUE EXPENDITURES - ENDING GENERAL CAPITAL CONST. 216,855 7,395,352 7,418,700 193,507 PUBLIC ART 130,758 0 5,000 125,758 GOLF COURSE 22,014 9,110,000 9,110,000 22,014 PUBLIC FACILITIES FEE 10,934,676 56,982,202 66,993,000 923,878 ZONE 5.13,16 PARK FEE 2.785,588 7,071,115 9,850,000 6,703 PIL AREA 1 NW 2,249,271 5,472,968 7,235,000 487,239 PIL AREA 2 NE 793,923 6,125,018 6,875,000 43,941 PIL AREA 3 SW 86,234 5,791.905 5,680,000 198.1 39 PIL AREA 4 SE 1,140,490 3,359,475 4,300,000 199,965 LElTERS OF CREDIT 0 2,100,000 2,100,000 0 TRAFFIC IMPACT FEE 365,688 21,888,287 19,718,000 2,535,975 TRANSNETlLOCAL 135,055 24,553,680 24,553,680 135,055 TRANSNETlHlGHWAY 63,354 2,111,000 2,111,000 63,354 TRANSNETlBIKE 17,623 120,000 120,000 17,623 TRANSNETlSTP 842,505 0 0 842,505 TDA 12,674 0 0 12,674 STATE GRANTS 88,811 2,109,690 2,109,690 88,811 COUNTY GRANTS 1,547,521 1,858,698 3,180,000 226,219 ASSESSMENT DISTRICTS 485,242 0 0 485,242 CFD #1 15,483,335 72,721,018 86,823,973 1,380,380 CFD #2 10,136,640 19,627,311 1 8,143,400 11.620,551 CANNON ROAD WEST BTW3 421,391 4,615,000 5,035,000 1,391 POINSElTIA BTD #2 3,642,642 6,521,000 9,974,500 189,142 FEDERAL GRANTS 320,000 6,421,600 6,741,600 0 SDG&E 0 1,600,000 1,600,000 0 PLANNED LOCAL DRAIN'G 3,038,029 17,454,941 19,425,000 1,067,970 SEWER BENEFIT AREAS 493,131 12,500,000 12,045,000 948,131 SEWER CONNECTION 10,824,061 38,743,275 49,314,532 252,805 SEWER REPLACEMENT 6,755,392 14,300,000 20,625,696 429,696 WATER - RECLAIMED WATER 354,807 6,690,000 6,981,000 63,807 WATER - MAJOR FACILITY 907,856 30,883,954 26,685,869 5,105,941 WATER - REPLACEMENT 2,869,995 23,655,000 10,921,643 15.603,352 1 ,I 84,558 REDEVELOPMENT BONDS 1,184,558 0 0 GAS TAX 4,560,071 23,860,600 14,980,000 13 440,671 217.922 OTHER 217,922 1,280,000 1,280,000 TOTAL 83,128,112 436,923,088 461,936,283 - - 58 114,917 - 203 ll ~;LOSSARY OF CAPITAL PROJECT FUNDING SOURCES lissessments Districts (ASMT DIST) - Capital projects financed by the issuance of Asses Clistrict bonds. Projects include street construction and improvements to Alga Road, Pi Airport Road and College Boulevard, Carlsbad Ranch, and La Costa Downs. - EIR & TH Dist -(BTD #2 arid #3) Bridge and Thoroughfare District No. 3 developer fc partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 dew fees to partially fund the Poinsettia Lane and Alga Road street construction project. -- CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds I: rojects, 1-5 interchanges, and road segments. -- CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund wid and other improvements to Rancho Santa Fe Road. - Countv Grants (COUNTY) - County contributions partially fund Palomar Airport irnprovements adjacent to McClellan/Palornar Airport. - Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coasta Trail and the Bridge on Rancho Santa Fe Road North. -- Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways of the State of California. General Capital Const. (GC:C) - General Capital Construction funds, created through transfers from the City's General Fund and the receipt of license taxes on new constructior used to fund various municipal capital projects. - Golf Course (GCF) - The Gjolf Course Enterprise Fund is used to pay for construction c City's Municipal Golf Course. - Letters of Credit (LE) - Letters of Credit from developers help to finance various development projects. -- Other - Contributions from other agencies or nearby cities fund projects including the 5 Agua Hedionda Interceptor construction, and several street improvements. - Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NV1 Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. - Planned Local Drainage (PL- - Drainage facilities necessitated by growth are paid developer Planned Local Drainage Fees. - Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund facilities, park development, streets, traffic signals, and other facilities. II 5 I I I 1 E li I It I I n n I 204 Public Art (PUB ART) - The General Fund contributes I% of General Capital Construction (GCC) project appropriations to fund Public Art projects. SDG&E - San Diego Gas & Electric Company installs underground utilities within the City boundaries. Sewer Benefit Area Fees (SEW BENEF) - Development fees collected for the clonstruction and improvement of interceptor systems located within specific Benefit Areas. Sewer Connection (SEW CONN) - Development fees include Sewer Connection charges for expansion of sewer lines and facilities. Sewer Replacement (SEW REPL) - Sewer Replacement is part of sewer user fees and pays for repair and replacement of the City's existing sewer system. State Grants (ST GRNT) - State Grants include State and Local Transportation Funds for various street improvements. Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed values in the Redevelopment project area. Funds are used to repay Tax Incremenl: Bonds and finance land acquisition and project construction in the downtown Village district. TDA - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNT/BIKE, /HWY. /LOCAL, /STP) - Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water - Major Facilitv (MFC) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water - Replacement (REPLCMT) - Water Replacement funds are included in w,ater utility rates and pay for the repair and replacement of existing water lines and facilities. Water - Reclaimed Water (RECL WATER) - Reclaimed Water is purified wastewater to be used for irrigation purposes. Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's industrial corridor. 205 I I I I 1 I I I I I APPENDICES I i I I I CITY OF CARLSBAD PLANNED CAPITAL OUTLAY ITEMS 1997-98 Org Key Department Item Description Qty co ~;EMERAL FUND I ClOl 01 10 CITY COUNCIL Lateral file cabinets 2 1 1 II City Manager's office 1 I I B Subtotal City Council C010210 CITYCLERK Audio recording machine 1 1 Subtotal City Clerk m I COllOlO CITY MANAGER Furniture for the reception area in the City Council/ Subtotal City Manager 1 C011210 CITY ATTORNEY Systems furniture 1 € Copy machine 1 z Subtotal City Attorney 1; 001 141 0 PURCHASING Systems furniture 5 2! Subtotal Purchasing 3( - TOTAL GENERAL GOVERNMENT $57 Carpet L I - m 0012210 FIRE ADMINISTRATION Modular office furniture 3 15 Subtotal Fire Administration 15 0012220 FIRE SUPPRESSION Battery chargedanalyzer 1 1 Breathing apparatus 5 12 Breathing app cylinders 14 7 OPTICOM receiver 1 4 PASS automatic firefighter locating device 30 15 Subtotal Fire Suppression 40 0012225 FIRE PREVENTION Modular workstations 2 11 Furnishings for new work stations 2 4 Padded mat 1 1 Subtotal Fire Prevention 17 1 I 1 B I I Il II w I 0312230 FIRE EMERGENCY MEDICAL Battery charger/conditioner 3 4 Subtotal Fire Emergency Medical 4 031 2240 DISASTER PREPAREDNESS Telephone auto dialing system for emergency info 1 28 Subtotal Disaster Preparedness 28 TOTAL FIRE $105, - -- 0113020 GEOGRAPHIC INFO SYS GIS Computer workstation 1 22, Subtotal GIS 22, COMMUNITY DEVELOPMENT $22, -- - I 206 LII Y VI YmI\L~DmY PLANNED CAPITAL OUTLAY ITEMS 1997-98 Org Key Department Item Description Qty cost 001-4040 TECH SERVICES Pentium OCLC cataloging workstation I 3,000 Subtotal Tech Services 3,000 - 001-4070 LA COSTA BRANCH Pentium computer with CD ROM and modem 3 9,000 2 1,000 Subtotal La Costa Branch 10,000 $1 3,000 001 5020 PARK OPERATIONS Aerifier (tow behind) 1 4,900 Field groomerlleveler 1 6,000 Turf sweeper 1 15,800 Turf utility vehicle 1 15,000 Fertilizer spreader 7 3,900 6 9,600 Subtotal Parks Operations 55,200 001 5035 RECREATION Uneven parallel bars 1 2,150 1 1,300 Subtotal Recreation Operations 3,450 0015042 AQUATICS Storage shed 2 2,400 Insulating pool blanketfcovers 5 7,900 24 4,500 Subtotal Aquatics 14,800 0015055 STREET MAINTENANCE Trailer-mounted flashing arrow sign board 2 13,000 Concrete grinding machine 1 3,700 Truck-mounted flashing arrow sign board 1 4,000 Metric pavement legend stencils 1 7,000 Computer 1 2,500 1 6,500 Color camm plus vinyl cutterlcolor printer Subtotal Street Maintenance 48,700 001 5060 FACILITIES MAINTENANCE Emergency generator for Fire Station #5 1 14,000 Steel storage shed 1 3,000 7 89,000 Emergency power generators for key City facilities Subtotal Facilities Maintenance 1 14,000 1 6,000 Subtotal Senior Program 6,000 1 7,500 Subtotal Traffic Signal Maintenance 7,500 - Deskjet printers - 7 TOTAL LIBRARY E-T 1 irrigation controller - - Standard high bar PVC lockers for patron's storage - Root & stump grinder with trailer 1 12,000 - Blueprint copy machine 1 8,000 - 0015065 SENIOR PROGRAM Systems furniture - 001 5070 TRAFFIC SIGNAL MAINTC. Traffic signal controller cabinet wlrack and plug-ins - 7 $249,650 TOTAL COMMUNITY SERVICES - $447,355 ] - TOTAL GENERAL FUND 207 "X, I VI ~ ___ __ PLANNED CAPITAL OUTLAY ITEMS 1997-98 Org Key Department Item Description Qty cost 6401710 INFORMATION SYSTEMS NTIFax server 1 15,000 Council notebook computers 3 9,600 Remote network access 1 46,500 File server upgrades 1 5,400 Safety Center wide area network upgrades 1 53,400 Network cable upgrade for main library 1 7,100 Redundant TI link 1 37,000 Replace file servers 2 13,700 Network cable upgrade for CMWD 4 12,200 - $199,900 - TOTAL INFORMATION SYSTEMS 1 TOTAL SPECIAL FUNDS -$1,367,1001 =Tmq - - GRAND TOTAL 209 CITY OF CARLSBAD CONFERENCE TRAVEL 1997-98 m #OF ACCT 1qO DEPARTMENT TkWEL DESCRIPTION PEOPLE DESTINATION ~UL FUND II I i u- II 1 CB w 1- 1 I -- 1 -- 1;- II II 1 210 San Francisco 0010110 CITY COUNCIL League of CA Cities Annual Conference 5 Mayor and Council Members Executive Forum 2 Monterey League of Callfornia Quarterly Dinner Meetings 5 San Diego County League of CA Cities Policy Comm Meetings 1 Sacramento National League of Cities Conference 2 Washington DC Meetings with Legislators in St & Fed Capitals 1 Sacramento California Groundwater Tour 1 SacramentoISan Jose SUBTOTAL CIN COUNCIL 0011010 CITY MANAGER League of CA Cites City Mgr's Conference 2 Santa Barbara League of CA Cities Annual Conference 3 San Franwsco League of CA Cities Financial Mgmt Seminar 1 Monterey CCMNMMASC Meetings 4 San Diego CSMFO Annual Conference 1 Newport Beach ICMA Annual Conference 1 Vancouver Legislative Trips to State Capital 1 Sacramento Legislators Meetings with Council Members I Washingtm. M: Innovations Group Meetings 1 Cobdo Spnngs, CO SUBTOTAL CITY MANAGER - 0010210 CITY CLERK CCAC Annual Conference 1 Central California League of CA Cties Election Law Seminar 1 Monterey SUBTOTAL CIN CLERK San Francisco 001121 3 ClTYATrORNEY Leapue of CA Cities Annual Conference 2 Leapue of CA Cities Employee Relations 1 Monterey League of CA Cities City Attorneys' Meeting 2 Monterey League of CA Cities Planners Institute 1 Monterey SD Imperial Cnty City Attorneys Spring Seminar 3 Palm Springs SD Imperial Cnty City Attorney Monthly Meetings National lnstltute of Municipal Law Officers 1 Phoenix AZ Habitat Management Meetings Sacramento PAFi SAC Sacramento IMLA Mid-Year Meeting Unknown ADA Workshop San Diego SD Imperial Cnty City Attorney's Assoc Meetings 1 Sacramento n n San Diego SUBTOTAL CITY ATTORNEY 0011311) FINANCE League Conference Attendance 2 Monterey CSMFO Conference 2 Newport Beach CA Municipal Business Tax Meetings Locril Chapter CSMFO and CWG Meetings GFOA Adv Institute Madison, WI CA Municipal Business Tax Conference 1 California Various San Diego SUBTOTAL FINANCE 001031l1 ClN TREASURER Muni Treasurefs Assn of US 8 Canada -Ann Conf 1 Chtcago IL LAIF Briefing 1 Sacramento SUBTOTAL CIN TREASURER 0011410 PURCHASING Monthly CA Assn of Public Pruchasing Officers SD County Annual Purchasing Office13 Conference 1 Glendale SUBTOTAL PURCHASING 001 151(1 HUMAN RESOURCES CALPELRA Annual Conference 2 Monterey Organizational Development Network Conference 1 Unknown League of California Cities 2 Calrfornia Misc Professional and Community Meetings Local SUBTOTAL HUMAN RESOURCES 00121 1( POLICE ADMINISTRATION CaliftJmia Police Chiefs Association Conference 1 Callfornia S D County Police Chiefs'lSherfls Assowation 1 S D County S D County Pollee Ch&/Shmfb Annual Workshop 1 Borrego Orlando FL InteriWtonaI Association d Chefs d Poke League of CA Citw Armual Conferenoe 1 San Francisco Cal C:h& Training Commmec Meetings 1 Various 1 SUBTOTAL POLICE ADMIN CITY OF CARLSBAD CONFERENCE TRAVEL 1997-98 # OF ACCT NO DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 0012120 POLICE OPERATIONS Court Mileage Reimbursements S D County __ 1 Quantico VA SUBTOTAL OPERATIONS FBI National Academy 0012130 POLICE INVESTIGATIONS Miscellaneous Travel and Meeting Expenses Vamus (md out of !% SUBTOTAL INVESTIGATIONS 0012131 POLICE VlCEiNARCOTlCS Miscellaneous Travel and Meeting Expenses TOTAL POLICE VICUNARCOTI( 0012140 POLICE TECHNICAL SERVICES PRC (CAD system) Annual Conference 1 Unknown Misc travel expenses for background investigations vanow (icl wt of !* SUBTOTAL POLICE TECbI SER 0012210 FIRE ADMINISTRATION California Fire Chiefs Association Conference 1 Callfomia Callfornia Fire Chiefs Quarterly Meetings 1 Callfornia Annual League of CA Cities Conference 1 Callfornia International Assoc of Fire Chiefs Annual Conference 1 Dallas TX League of CA Cities -Fire Chiefs' Conference 1 Monterey League of CA Cities - Fire Chiefs Admin Committee 1 Callfomia Executive Fire Officer Symposium 1 Emmitsburg MD - SUBTOTAL FIRE ADMlN 0012220 FIRE SUPPRESSION Southern Calif Fire Equip Research Meetings 1 ClarkCo NV8Pho NFPA Standards Task Force Meeting Unknown Fire Instructors Workshop 4 San Jose 0012225 FIRE PREVENTION CA Fire Chiefs' Fire Prevention Conference 1 Monterey SD County - SUBTOTAL FIRE PREVEhlTlON Fire Prev IComm Ed Meetings & Workshops 1 San Francisco 0013010 COMMUNITY DEVEL ADMIN League of CACities Annual Conference SUBTOTAL COMM DEVEL ADM 0013020 GEOGRAPHIC INFO SYSTEM ERSllGlS User Conference 1 1 Lake Arrowhead SUBTOTAL GEO INFO SYS Ardlnfo Regional Conference 1 San Francisco 0013030 ECONOMIC DEVELOPMENT League of Callforma Cities CALED Conference 1 S California Miscellaneous - In State 4 Various Miscellaneous - Out 0' State 4 Various SUBTOTAL ECONOMIC DEVEL 0013110 ENGINEERING League of CA Cities - Public Works Conference 1 S Callfornia Beach Erosion Committee (CSBPA) Unknown SUBTOTAL ENGINEERINI 0013210 PLANNING American Planning Association State Conference 1 NO Caltfomia SUBTOTAL PLANNING 0013610 BUILDING INSPECTION ICBO Annual Business Meeting 1 Phoenix AZ CALBO Annual Business Meeting 1 Costa Mesa SUBTOTAL BUILDING INEPCTN 0014010 LIBRARY ADMINISTRATION Callfornia Library Association Annual Conference 1 Pasadena 1 Washington DC 1 1 American Library Association Annual Conference S LakeTahoe Sacramento League of CA Cities Community Services Conference Callfornia Library Association Legislative Day SUBTOTAL LIBRARY ADkllN 0014030 LIBRARY CENTRO Books in Spanish Ccnference 3 SUBTOTAL CENTRO 0014035 LIBRARY CHILDREN S SERRA Mtgs - Travel and Meetmg Expenses __ San Diego County SUBTOTAL CHILDREN S 21 1 CITY OF CARLSBAD CONFERENCE TRAVEL 1997-98 I I II I- I- B II- 001506f SENIOR PROGRAM American Society on Aging Conference 1 San Francisco B- M 1 U I I II I 212 # OF ACCT rio DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 0014043 TECHNICAL SERVICES INLlFX Users Group Annual Conference 2 Monterey Calrfornia Library Association Conference 2 Pasadena - SUBTOTAL TECH SERVICES 0014045 COLLECTION DEVELOPMENT Annual CLA Conference I Pasadena SUBTOTAL COLLECTION DEV I- 001405) MEDIA SERVICES Calnornia Library Association Annual Meeting 1 S California SUBTOTAL MEDIA SERVICES 001406 5 ARTS OFFICE Leapue of CA Cities Comm Svcs Conferences 1 San FranciscolS Lake Tahoe Leaque of CA Cities Cornm Svcs Meetings 1 N Calrfornia Americans for the Arts Annual Conference 1 Denver CO SUBTOTAL CULTURAL ARTS E- 001406lj SISTER CITY SistfLr Cities International Annual Conference 1 San Diego SUBTOTAL SISTER CITY 0015010 COMMUNITY SERVICES ADM CA Park and Recreation Society Annual Conference 1 Long Beach NATO Officers &Advisors Conference 1 Tucson AZ National Recreation & Park Association 1 Salt Lake Ctty. UT American Society of Landscape Architects Annual Conf 1 Atlanta. GA SUBTOTAL COMM'TY SVCS ADM 0015020 PARKS LANDSCAPE CA Parks 8 Recreation Conference 1 Long Beach SUBTOTAL PARK LANDSCAPE National Association of Multi-purpose Program Providers 1 Tampa FL SUBTOTAL SENIOR PROGRAM 001505i STREET MAINTENANCE Mairtenance Superintendents Conference 3 Concord SUBTOTAL STREET MAINT 001506C FACILITIES MAINTENANCE IFMA Monthly Meetings 1 San Diego Dallas, TX IFMA International Conference 1 IFMA Regional Leadership Conference 1 Phoenu AZ IRWA Property Management Meetings 1 San Diego SUBTOTAL FACILITIES MAINT ~GKGENERAL FUND 1 ~~THERFUNDS 1 Los Angeles 1903401103 HUD SECTION 8 RENTAL HAEIDA Quarterly Information Meetings 2 ASS ISTAN C E SUBTOTAL SECTION 8 HOUSING 1333421 AFFORDABLE HOUSING TRUST Affordable Housing Prolect-Related Travel 2 San FranciscolLos Angeles SUBTOTAL HOUSING TRUST FUND 1625057 STREET LIGHTING Misc IES and ITS Seminars and Meetings 2 S California S Calfornia Cal-SIA Annual Meeting SUBTOTAL STREET LIGHTING 3913401 COMM DEVELOPMENT Regional CDBG Administrators Meetings San Diego BLOCK GRANT Community Housing Resource Board Meetings 1 San Diego n SUBTOTAL BLOCK GRANT Long Beach Long Beach Costa Mesa 5016310 WATER DISTRICT ACWA Fall '97 Conference 3 ACWA Spring 98 Conference 3 Monterey AWWA Fall 97 Conference 3 AWWA Spring '98 Conference 3 Electi ical Power & Research Institute Conference 1 San Jose American Desalting Assouation Biennial Conf & Expo 1 San Antooio. TX San Dego Water works Meetings 4 Local P a hi Meetings 2 Local Annual ltron Users Conference 2 Reuse Legslahe Cmrnmee Meetings 1 Sacramento Detroit MI SUBTOTAL WATER DISTRICT - - - CITY OF CARLSBAD CONFERENCE TRAVEL 1997-98 it OF ACCT NO DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 5026310 RECLAIMED WATER Water Reuse Meetings 2 Local San Diego Water Reclamation Quarterly Meetings 2 Local SUBTOTAL RECLAIMED V LosAngeles SUBTOTAL SANITATION __ 5116110 SANITATION California Water Environment ASSOC Conference 4 6121930 RISK MANAGEMENT PARSAC Board of Diredors Meetings 1 Unknown PARMA Conference 1 Local 6401710 INFORMATION SYSTEMS ERSl Arc Info Users Conference 1 Networldllnterop Technologies Conference 1 LasVegas NV Netware Users Conference 1 Orange County Permit Users Conference 1 Visalia Government Technology Conference 1 Sacramento BiTech Users Conference 2 Callfomia 801341011 1 REDEVELOPMENT CA Redevelopment Association Annual Conference 1 Monterey OPERATIONS 8033420 LOW1MODERATE INCOME Nonprofit Fed for HsglComm Dev Annual Conference 3 San Diego Affordable Housing Advisory Council Meetings 1 San Francisco Calrfornia Coastal Commission Hearing 1 Monterey National NAHRO Summer Conference 1 Out of State Housing Development Workshop-Nat'l Dev Council 1 San Francisco SUBTOTAL LOWNODEW? TOTAL OTHER FUNDS GRAND TOTAL TRAVEL - $144,840 - 213 CONTINUING APPROPRlAlriONS 'I 996-97 TO 1997-98 --' I I 1 I II I II Training classes and consultants 10,000 a I I R I 1 u U 111 JIEPARTMENTIPURPOSE AMOUN !Xy Manager Municipal report on Parks & Recreation brochure $2,25t City Attorney Defense costs 22,80C n City Clerk Records management/ imaging project 20,ooc Human Resources Provisional management analyst 45,OOC II Administrative services for recruitments in process 15,000 -- f7re Complete MadPC computer conversion 116,200 Harmony Grove fire citizen's report 14,000 Weed abatement contract 34,895 Community Development Geoaraphic Information System:: Contract to map and autjomate detailed special area maps 10,000 EEncnineerinq NPDES dry weather testing 18,600 Public education for the :storm water program 22,100 SANDAG program 6,700 Segregation of assessments 5,000 Library Library materials 14,400 II Adult learning scholarship funds 840 Streets -- Cross gutter replacement 25,000 39,000 Thermo plastic crosswalk, legends, & arrow replacement Sandblast painted lines 2,500 11,000 Storm drain cleaning at end of Batiquitos Drive 214 CONTINUING APPROPRIATIONS - 1996-97 TO 1997-98 AMOUNT DEPARTMENTIPURPOSE e- Facilities Maintenance Safety Center public address system 16,000 Community Assistance Community contributions 150,000 $601,290 - - Subtotal General Fund Police Asset Forfeiture Capital equipment and special supplies ;!32,330 Law Enforcement Block Grant Mac/PC computer conversion 71,100 Housing Trust Fund Legal services 20,000 Audio-Visual Insurance Audio-visual materials 9,500 Library GiftslBequests Library materials 5,200 Audio-visual materials 1,700 Cultural Arts - Sister City Delegation visits 1,571 Parks & Recreation Irrigation repairs 2,126 Tree plantings 1,000 Landscape enhancements 1,000 Triathlon and luau festival expenses 3,027 Recreation special events supplies 3,958 Library - State Grants Library materials 20,710 Arts - State Grants Community arts support and outside services 16,045 215 CONTINUING APPROPRIATIONS 1996-97 TO 1997-98 a- ll I 1 I I DEPARTMENTlPURPOSE AMOUh Federal Grants - Section 8 Housrng Consultant services for Family Self-Sufficiency program 20,oo Misc Federal Grants 124,22! Available year-end balance Community Development Block Grant Community contributions 1,56: Y Various Community Projects 518,07! 1 Hardware/software for the ltron meter reading system 25,00( Nater Operations Sewer Maintenance Sewer collection system rehabilitation program 20,ooc 1 II II II Y II 1 1 I 1 I Fleet Replacement Capital purchases 136,50( jnformation Systems Inter-facility telephone and data communication lines 9,53c 17,OOC 16,OOC 72,00( Consultant for conversion of eMail and calendar systems Software for eMail and calendar system conversion Outside service to upgrade City telephone systems j?edevelopment Operations Parking utilization and iri-lieu fee study for Village area 1,000 Trolley/shuttle feasibility study 20,000 5,000 Street banners in the Village area - !jubtotal Other Funds $1,375,164 - n Grand Total Continuing Appropriations $1,976,454 - - 216 CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by F'roposition 11 1 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increaseid based on population growth and inflation. The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: - P > > 3 Population growth of Carlsbad, OR Population growth within San Diego County, AND Growth in California per capita income, OR Growth in non-residential assessed valuation due to new construction in thie Clty. The factors used to calculate the 1997-98 Limit were: > > Population growth in Carlsbad, AND Growth in California per capita income. The formula is outlined below: 1996-97 Expenditure Limit $1 14,872,674 YO Carlsbad Population Growth 1 ,0275 Growth in California per capita income X 1.0467; Net Increase Factor 1.0755 $1 23,547,14C! $32,888,408 1997-98 Limit (1 996-97 Limit X Factor) Current Appropriation of Proceeds of Taxes The spending limit for the City of Carlsbad for 1997-98 is $123.5 million with appropriations of "proceeds of taxes" of $32.9 million. The result of the calculation provides the City with an operating margin of $90.6 million. 217 n n I 0 a a a Draft CIP is submitted to Department Heads. Departments submit Operating budget requests to Finance. Finance department analyzes and compiles the budget submittals Preliminary revenue estimates and budget documents are submitt City Manager. City Manager and Leadership Team conduct budget reviews. #I 'MARCHIAPRIL 7 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City’s accounting system is designed around a few basic principles. 1) The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, a corporation may have many “subsidiaries” which make up the parent corporation; in the public sector, a city government may have a variety of “funds” that provide the basis for separately recording the financial data related tlo a specific entity. A fund is an accounting entity with a complete set of sellf-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad has authority (as defined by the Governmental Accounting Standards Board.) 2) The City’s accounting system operates on a modified accrual balsis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service, and Capital Projects Funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectable within the accounting period, or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. 3) The proprietary fund types (the Enterprise Funds and the Internal Senrice Funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. 4) Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with sound management practices based on the cosvbenefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence withiri the City’s system are sufficient to ensure, in all material aspects, both the safety of the City’s assets and the accuracy of the financial record keeping system. 5) Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary through the year. Expenditures should not exceed budgeted ,figures. All appropriations expire at the year end unless specifically carried into the new fiscal year by Council actions. The Carlsbad Municipal Code requires that the Financial Management Director annually prepare the budget for the City Manager showing estimated revenues and expenditures. 6) Controls on the use and transfers of budget funds are outlined in the adoptedi budget resolution in the Appendix of this document. 219 22 23 24 II 3. That the amounts designated as the 1997-98 Budget request Exhibits A and E; are hereby appropriated to the department or fund for whi they are designated, and such appropriation shall not be increased except I 1 5l below. 10 1 iii. The City Manager may delegate to department heads the 7 I 112 II 3 14 5 6 I7 8 19 n n 17 n 2o Y lo 11 II 12 13 14 I l5 16 n l8 19 21 1 22 u 23 R 25 1 26 11 24 27 0 281 I 7. That all appropriations for Capital Improvements Projec! remaining unexpended at June 30, 1997 are hereby appropriated for such capit; projects for the 199'7-98 fiscal year. 8. That 1996-97 appropriations in the approximate amount ( $1,976,454 are hereby continued into 1997-98 for the purposes shown in Exhib D. All appropriations for outstanding encumbrances as of June 30, 1997, ar, hereby continued into 1997-98 for such contracts or obligations. 9. That a transfer of $330,000 from the General fund balance to thl General capital construction fund for fiscal year 1997-98 is authorized. 10. That the reimbursement for business mileage will be set at the rate established froim time to time by the IRS (as of June 1997, the busines! mileage reimbursement is $0.31 5 per mile.) PASSED, APPROVED AND ADOPTED at a regular meeting of thc , 1997, by the following vote, tc City Council on the 24th day of wit: JUNE AYES: Council Members Lewis, Finnila, Nygaard, Kulchin, NOES: None ABSENT: None ATTEST: ro (SEAL) LLlLzL2. k\F ALETHA L. RAUTENKRANZ, City Clerk Exhibit A includes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimatc which can be found in the Overview section of the budget, and (2) the Planned Capital Outlay Items whic can be found in the Appendix. Exhibit B includes the Projected Fund Balances, Revenue Estimates, Budget Expenditure Schedule, an Capital and Future Projects schedules which are located in the Capital Improvement Program section of th budget. Exhibit C is the Personnel Allocations which are included in the Appendix of the budget. . Exhibit D is the Continuing Appropriations schedule which is located in the Appendix of the budget. 222 'I 21 3' 4 5 6 7 8 91 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 28 27 1: i! I I RESOLUTION NO. 97-519 A RESOLUTION OF THE CITY COUNCIL OF THE CITY APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW - WHEREAS, Article XlllB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds' of taxes; and OF CARLSBAD, CALIFORNIA ESTABLISHING THE 1997-98 I I WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and I WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adoptled. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the City Council of the City of Carlsbad, California, does hereby establish and adopt the 1997-98 appropriation limit of one hundred twenty-three million, five hundred and forty-seven thousand, one hundred and forty dollars ($123,547,140) as computed in Exhibit A attached hereto. 2. That the City Clerk is directed to publish this Resolution in a newspaper of general circulation. PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on the 24th day of June , 1997, by the following vote, to wit: AYES: Council Members Lewis, Finnila, Nygaard, Kulchin, and Hall NOES: None ABSENT: N*ne 1 j ATTEST: ALETHA L. RAUTENKRANZ. City Clerk 1 (SEAL) 1 Exhibit A is the Gann Appropriations Limit which is detailed in the Appendix of the budget. 223 I I Y II A m GLOSSARY !4piDropriation: A specific amount of money authorized by the City Council for an approvec program or individual project. !bsessed Valuation: A dolllar value placed on real estate or other property by San County as a basis for levying property taxes. f3alanced Budget: A budget in which planned expenditures do not exceed planned I available. II u -- E3eyinnindEndina Fund Balance: prior/current year after payment of the prior/current year expenses. -- E3ond: A certificate of debt issued by an entity, guaranteeing payment of the or investment, plus interest, by a specified future date. - Ehdget: An annual financial1 plan that identifies revenues, types and levels of services provided, and the amount of funds which can be spent. Carlsbad's Operating Bi encompasses one fiscal year, as does the Capital Improvement Program appropriation. - Capital Improvement Program: A multi-year financial plan containing proposed constructi F hysical assets such as park, street, sewerage, and recreation facilities. This prograrr identified all projects which are the responsibility of the City between the present to buildou - Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an estirr useful life of more than one year, such as automobiles, and office furniture, which appear i Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, as enterprise funds and internal service funds. Clebt Service: The payment of principal and interest on borrowed funds such as bonds. - Cepartment: An organizational unit comprised of programs or divisions. Examples include Police Department, Library Department, and Human Resources Department. - Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurrec - Enterprise Fund: A fund type established to account for the total costs of sele governmental facilities and services which are operated similar to private enterprises. TI pi-ograms are entirely self-supported, and include the Water and Sanitation Departments. - Expenditure: The actual spending of funds set aside by appropriation for identified goods st?rvices. -- Fee: A general term used for any charge levied by government for providing a servicl prxrnitting an activity. Unencumbered resources available in a fund fror I ll I I I n n n - - R m R I 224 Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is July, 1 to June, 30. Fund: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. Fund Balance: The amount of financial resources available for use. General Fund: The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Community Services, and the City Manager's Office. Grant: Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Growth Management Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Management Standards: Standards for acceptable service levels which have been established for eleven public facility categories. lnterfund Transfers: Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund: A fund which provides services to all City departments, atnd bills the various other funds for services rendered. Examples of Internal Service Funds irrclude Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. Maintenance and Operation: A general category used for classifying expenditures for materials, supplies and services which are normally used within the fiscal year. Operating Budget: include salaries, benefits, maintenance, operation, and capital outlay items. Operating Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. Personnel: Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. The annual appropriation of funds for on-going program costs, which 225 1 Il II II Y 0 I II II I 1 II 1 U u H A E About the City of Carlsbad, 24 Accounting Systems and Budgetary Control, 219 Adult Learning Program, 1 15 Adult Services, 107 Analysis of Available Balances, 196 Arts Special Events, 122 Asset Forfeiture - Various, 84 Economic Development, 96 Emergency Medical Services, 90 Engineering, 100 Expenditures CIP, 171 Expenditure Schedule, 37, 183 n Audiovisual Insurance, I 17 F B Facilities Maintenance, 137 Field Operations, 71 Finance, 54 Fire Administration, 87 Fire Summary, 86 Fire Prevention, 89 Fire Suppression, 88 Fund Balances, 35, 179 Future Fees Calculation, 170 - Balancing the Budget. 10 Bicycle Patrol. 85 Budget Awards, 26 Budgetary Policies, 27 Buena Vista Creek Channel Maintenance, 146 Building Inspection, 103 - c G Calendar, 2 18 California Assembly Bill 1600, 178 Capital Improvement Program, 1 1, I67 Capital Improvement Projects 1997-98. 174 Capital Outlay Items, 206 Capital Projects to Buildout, 184 Cash Management. 56 Centro de Informacion. 110 Children's Services, 11 1 CIP Budget Expenditure Schedule, I83 CIP Projected Fund Balances, 179 CIP Revenue Estimates, 181 City Attorney. 53 City Clerk. 5 I City Council. 49 City Manager's Transmittal Letter. 1 Collection Development & Acquisitions. 1 13 Communications Center. 81 Community Development .4dministration, 94 Community Development Block Grant. 160 Community Development Summary, 93 Community Services, 123-1 5 1 Community Services Administration, 124 Community Services Summary, 123 Continuing Appropriations, 2 14 Crime Prevention, 80 Gann Appropriations Limit, 2 17 GenealogyiLocal History, 109 General Fund, 7 General Government, 48-67 General Government Summary, 48 General Liability, 63 Geographic Information System, 95 Glossary - Capital Projects, 204 Glossary, 224 Golf Course. 149 Growth Assumptions, 168 Growth ManagemenWabitat Management, 102 Growth Management Plan I77 City Manager. 50 H Health Insurance, 64 Highlights, 3 Housing - Rental Assistance, 157 Housing and Redevelopment, 152-1 61 Housing and Redevelopment Summary, 152 Housing Trust Fund - Administration. 158 How the Budget Document is Organized. i Human Resources. 62 I II Cultural Arts. 1 I9 - Information Systems. 65 Investigations. 74 D D.A.R.E. 79 Debt Management issues. I2 u Disaster Preparedness. 92 J Recreation Fee Supported, 130 Recreation Operations, 129 Redevelopment Debt Service, 155 Redevelopment Operations, 153 Reserve Program . See Volunteer Servic1:s Resolution, 220,223 Revenues - Capital Projects. I68 Revenue Estimates, 41 f 18 1 Revenue Projections - General Fund, 29 Revenue Projections - Operating. 4, 28 Juvenile Diversion. 76 L La Costa Branch. 1 16 Land Use Planning. IO0 Library Gifts, 1 18 Library/Culture. 104- 122 LibraryiCulture Administration. 105 LibraryiCulture Summary, 104 - Lowinoderate Income Housing. 156 S A4 Sanitation Services, 166 School Resource Officers, 83 Senior Donations, 14 1 Senior Nutrition, 140 Senior Programs, 138 Sister City, 121 Solid Waste Management, 147 Staffing, IO Statistical Information, 24 Street Maintenance, 133 Street Tree Maintenance. 142 Summary, 14.34, 176 Major Street Maintenance. 135 Media Services. 114 Median Maintenance. 144 Miscellaneous Non-Departmental. 67 N Street Lighting, 145 New Programs. 32 - T 0 Overvieu.. 4 Operating Budget OvewieLv. 27 Operating Expenditures. 5. 3 I. 37 Organization Chart. ii Other Funds. IO. 33 Technical Services - Library, 1 12 Technical Services - Police. 78 Threats to the General Fund. IO Traffic. 72 Traffic Signals, 136 Travel. 2 10 - P V Park Operations. 127 Parks and Recreation Commission. 126 Personnel Allocations. 16 Planning Commission. IO 1 Police Administration. 70 Vicei'Narcotics. 75 Police Summa?. 69 Property and Evidence. 77 Vehicle Maintenance. 150 Vehicle Replacement. 15 1 Volunteer Services/Reserve Program. 73 Public Safety. 68-92 - Public Safety Summary. 68 W Purchasing. 58 Water and Sanitation. 162-166 Water and Sanitation Summary. 162 Water Reclamation. 165 Worker's Compensation. 62 R Water Operations, 163 Records. 82 Weed Abatement. 91 Recreation - Agua Hedionda Lagoon. 132 Recreation - Aquatics. I3 I