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HomeMy WebLinkAbout1999-06-15; City Council; 15261 Exhibit; Preliminary Operating Budget & CIP 1999-2000- -E RAUTENKRANZ CITY CLERK CITY OF CARLSBAD CALIFORNIA -PRELIMINARY - Operating Budget & Capital Improvement Program 1999-2000 [ OPERATING BUDGET 1 I /I 7 P P 1999-00 Operating of Carlsbad Preliminary Budget and Mavor Claude "Buddy" Lewis City Council Ramona Finnila Matt Hall Ann Kulchin Julie Nygaard Citv Manaaer Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand, C. P.A. P . r c c . . c . F . . c c . CITY OF CARLSBAD. CALIFORNIA 199940 BUDGET TABLE OF CONTENTS ~~ Council's Five-Year Vision Statements .................................................................................. 1 Organization Chart ................................................................................................................... ii OPERATING BUDGET Overview ................................................................................................................................. 1 Projected Fund Balances ...................................................................................................... 13 Revenue Estimates ............................................................................................................... 19 Personnel Allocations ........................................................................................................... 26 Expenditure Schedule ........................................................................................................... 15 Proaram Summaries Policv & LeadershiD GrouD Policy & Leadership Group Summary ............................................................................. 28 City Council ...................................................................................................................... 29 City Cle tk .......................................................................................................................... 30 City Treasurer .................................................................................................................. 32 City Manager .................................................................................................................... 34 City Attorney .................................................................................................................... 36 . Administrative Services Summary .................................................................................. 37 Administrative Services Administration ........................................................................... 38 Finance ............................................................................................................................ 39 Purchasing ....................................................................................................................... 41 Human Resources ........................................................................................................... 43 Worker's Compensation .................................................................................................. 45 Risk Management ............................................................................................................ 46 Health Insurance .............................................................................................................. 47 Information Systems ........................................................................................................ 48 Miscellaneous Non-Departmental ................................................................................... 51 Public Safetv Public Safety Summary ................................................................................................... 52 Police Department Summary ........................................................................................... 53 Administration .................................................................................................................. 56 Field Operations ............................................................................................................... 57 Traffic ............................................................................................................................... 58 Volunteer Program .......................................................................................................... 59 Reserve Officer Program ................................................................................................. 60 Canine .............................................................................................................................. 61 Lagoon Patrol ................................................................................................................... 62 Investigations ................................................................................................................... 63 Vice/Narcotics .................................................................................................................. 64 Juvenile Diversion ............................................................................................................ 65 Property & Evidence ........................................................................................................ 66 TABLE OF CONTEM v Pane Two Public Safetv (continued) Family Services ................................................................................................................ 67 Support Operations .......................................................................................................... 68 Crime Prevention ............................................................................................................. 70 Police Records ................................................................................................................. 73 Various Asset Forfeiture .................................................................................................. 74 D.A.R.E. ........................................................................................................................... 69 Police School Resource Officers ..................................................................................... 71 Communications Center .................................................................................................. 72 Bicycle Patrol ................................................................................................................. 75 Fire Department Summary .............................................................................................. 76 Administration .................................................................................................................. 78 Emergency Operations .................................................................................................... 79 Weed Abatement ............................................................................................................. 81 Fire Prevention ................................................................................................................. 80 Disaster Preparedness .................................................................................................... 82 Communitv DeveloDment Land Use Planning ......................................................................................................... 86 Geographical Information System ................................................................................... 88 Building Inspection ........................................................................................................... 90 Redevelopment Debt Service .......................................................................................... 94 Low/Moderate Income Housing ....................................................................................... 95 Affordable Housing .......................................................................................................... 98 Community Development Summary ................................................................................ 83 Administration .................................................................................................................. 84 Economic Development ................................................................................................... 89 Housing & Redevelopment Summary ............................................................................. 91 Redevelopment Operations ............................................................................................. 92 Housing - Rental Assistance ........................................................................................... 96 Community Development Block Grant .......................................................................... 100 Communitv Services Community Services Summary ..................................................................................... 101 Library Summary ........................................................................................................... 102 Administration ................................................................................................................ 103 Georgina Cole Library .................................................................................................... 105 Circulation - South Carlsbad Library ............................................................................. 106 Reference Services ....................................................................................................... 107 Children’s Services ........................................................................................................ 108 Centro de Informaci6n ................................................................................................... 110 Technical Services ......................................................................................................... 111 Media Services .............................................................................................................. 113 Adult Learning Program ................................................................................................. 114 La Costa Branch ............................................................................................................ 115 Audio Visual Insurance .................................................................................................. 116 Library GifWBequesWEndowments ............................................................................. 117 Genealogy/Local History ................................................................................................ 109 Collection Development & Acquisitions ......................................................................... 112 . . . . . . . . . . . . . c . . ,- c . . . r_ TABLE OF CONTEI . i’S Page Three Communitv Services (c ontinued) Cultural Arts Summary ................................................................................................... 118 Arts Office ...................................................................................................................... 119 Sister City ....................................................................................................................... 121 Recreation Summary ..................................................................................................... 122 Park and Recreation Management ................................................................................ 124 Recreation - Aquatics ..................................................................................................... 128 Recreation Fee Supported ............................................................................................ 126 Recreation - Agua Hedionda Lagoon ............................................................................ 130 Recreation Operations ................................................................................................... 131 Seniors Summary .......................................................................................................... 133 Senior Program Donations ............................................................................................ 136 Senior Nutrition ............................................................................................................... 137 Senior Programs ............................................................................................................ 134 Public Works Public Works Summary ................................................................................................. 138 Public Works Administration .......................................................................................... 139 Engineering Services Summary .................................................................................... 140 Engineering .................................................................................................................... 142 Utility Engineering .......................................................................................................... 145 General Services Summary ........................................................................................... 146 Park Maintenance .......................................................................................................... 147 Facilities Maintenance ................................................................................................... 149 Street Tree Maintenance ............................................................................................... 150 Median Maintenance ..................................................................................................... 151 Vehicle Maintenance ..................................................................................................... 152 Maintenance & Operations Summary ........................................................................... 155 Major Street Maintenance .............................................................................................. 157 Street Maintenance ........................................................................................................ 158 Traffic Signal Maintenance ............................................................................................ 159 Street Lighting ................................................................................................................ 160 Buena Vista Channel Maintenance ............................................................................... 161 Water Operations ........................................................................................................... 162 Wastewater Operations ................................................................................................. 164 Solid Waste .................................................................................................................... 165 Carlsbad Golf Course .................................................................................................... 166 .. .. Vehicle Replacement ..................................................................................................... 154 CAPITAL IMPROVEMENT PROGRAM Overview ............................................................................................................................. 167 Projected Fund Balances .................................................................................................... 178 Current & Future (1 998-99 to Buildout) Projects ................................................................ 182 Revenue Estimates ............................................................................................................. 180 Budget Expenditure Schedule ............................................................................................ 181 Analysis of Available Balances ........................................................................................... 193 APPENDICES Planned Capital Outlay Requests ....................................................................................... 201 Conference Travel Requests .............................................................................................. 205 Glossary .............................................................................................................................. 210 Carlsbad’s. . . c- Carlsbad City Council 1999 FIVE-Y EAR VISI ON STATEMENTS 4. City Council continues to clarify and pursue the vision of Carlsbad that reflects the pride and quality of life for all who live, work, and play here. 1. Diverse and healthy economic base provides opportunities for employment to the residents of Carlsbad, economic vitality to the community, and the necessary revenues to support City services. 2. Policies and decisions implement the General Plan, enforce the Growth Management Plan, maintain the safety and security of its citizens, and are based on what is best for Carls bad. 3. Leadership role in local and regional planning issues actively involves confronting governmental issues at the local, state and national levels. 4. Operates an open government for the betterment of the community in a non-partisan manner while encouraging active citizen participation and involvement with the City Council, and the City’s Boards and Commissions. And Carlsbad Efficiently and Effectively ........ 5. 6. 7. a. 9. Delivers top-quality public services. Manages environmental concerns proactively, including: 0 openspace 0 water quality/conservation 0 beach erosion 0 air quality 0 resource conservation and waste reduction 0 wildlife habitats Has a safe and efficient integrated transportation system. Maintains citywide “small town” community spirit. Has a community where continuous and life-long learning are supported and embraced for people of all ages. i la ii r' h c z" 199990 PROPOSED OPERATING BUDGET Carlsbad is a full-service City providing the following services to its citizen's and customers: Police department 0 Development services 0 Fire department including paramedic services 0 Street construction and maintenance 0 Water delivery system 0 Library and arts programs 0 Sewer system 0 Recreation programming for all ages 0 Solid waste services 0 Parklands Housing programs School programs and facilities are provided by four different school districts located within the City boundaries. Although the City Council has no direct control over these school districts, the Council recognizes the importance of quality school facilities and programs to Carlsbad's residents; Council has worked closely with the schools in the past to provide assistance, when possible. The Council's commitment to quality schools is also evidenced this year in their goals as noted below. The budget process for the city of Carlsbad begins in January each year, with a review and update of the City Council's five- year vision statements. These statements are shown on the first page of this budget document. Through the vision statements, Council continually defines and clarifies their vision of Carlsbad. The Strategic Goals for the City are developed next. The goals further define the methods to be used to achieve the vision and call out areas in which Council would like to place special emphasis during the year. Once these are developed, staff develops operational goals based on Council's direction. These operational goals are the basis for the development of the operating budget. City of Carlsbad 1999 Strategic Goals Ensure the effective and efficient delivery of top- quality services to our Community. 0 Create diverse, broad-based economic strategies to ensure the financial health of the Community and the City. 0 integrate a comprehensive, efficient transportation system with "qua/ity-of-life" centered land use decisions. Enhance educational opportunities and school facilities for all segments of the Community. Carlsbad's operating budget allocates the revenues generated through taxes, fees and other charges to the various programs and services provided by the City to the community. The operating budget is a tool which guides the achievement of Council's vision and goals for the City. It allocates the resources and sets the priorities for all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and play. The recommended operating budget for fiscal year 1999-00 totals $1 03.7 million with revenues for the' year estimated at $108.2 million. General fund revenues are estimated at $64.4 and budgeted expenditures are $61.6 million. The $2.8 million of revenues in excess of expenditures are expected to be combined with $4.2-million from the General fund balance and 1 7 transferred to the Capital Improvement Program (CIP) to fund needed capital projects. The CIP can be found in the last section of this document. Economic Profilg The past two years have been exciting for Carlsbad. We have seen the return of economic prosperity to our community after the long and painful recession of the early 1990’s. Our industrial corridor has blossomed bringing in new jobs. New jobs create the need for housing, which has been reflected in the strong housing market over the past several years. It is expected that Carlsbad will issue more than 2,000 residential building permits this year compared to 1,400 in 1997-98. The price of housing is also on the rise, boosting the property taxes received by the City. The healthy economy coupled with continued low inflation has kept consumer confidence high allowing for increased retail sales and tourism. At the same time, we saw the opening of a 200,000 square foot specialty outlet center and Legoland, a family theme park, in the central part of Carlsbad. These contributed to increased tourism and the highest level of transient occupancy taxes ever received by the City. All of these together contribute to a robust local economy which should be able to provide the funds to support the increased demands for City services. It is expected that the economy will continue at this level throughout fiscal year 1999-00. The City’s revenue projections reflect an expectation of increasing housing prices, continued strong development, but at a lower growth level than in the past two years, and continued consumer confidence. We have also projected increases in sales tax and transient occupancy taxes based on the increase in tourism expected from Legoland and several new hotels currently under development. In anticipation of the growth of our City population, both transient and permanent, staff is recommending some enhancements to our services in 1999-00 to ensure the maintenance of a highquality of life for Carlsbad’s residents. The following table shows the total operating revenues the City anticipates receiving for 1998- 99, as well as those estimated for 1999-00. REVENUE SUMMARY BY FUND TYPE (In Millions) PROJECTED ESTIMATED PERCENT FUND 1998-99 1999-00 DIFFERENCE CHANGE GENERAL FUND $61.9 $64.4 $2.5 4% SPECIAL REVENUE 10.1 9.8 -0.3 -3% ENTERPRISE 25.7 22.9 -2.8 -1 1% INTERNAL SERVICE 8.8 9.4 0.6 7% REDEVELOPMENT 1.8 1.7 -0.1 -6% TOTAL $1 08.3 $108.2 -$O. 1 O%l Revenue estimates for the operating budget indicate that the City will receive a total of $108.2 in the Enterprise funds which are offset by increases in the General fund. These and other funds will be discussed in more detail below. million, a $100,000 decrease over the current year projections. The majority of the decrease is - 2 General Fund General fund revenues provide a representative picture of the local economy. These revenues are of particular interest as these resources fund basic City services such as Police, Fire, Library, Street and Park Maintenance and Recreation programs. The table below shows a summarized outlook for the major General fund revenues. SIGNIFICANT REVENUES TOTHEGENERALFUND (In Millions) PROJECTED ESTIMATED PERCENT FUND 1998-99 1999-00 DIFFERENCE CHANGE PROPERTY TAX $14.2 $15.8 $1.6 11% SALES TAX 16.5 17.8 1.3 8% TRANSIENT OCCUPANCY TAX 6.9 7.5 0.6 9% DEVELOPMENT RELATED REVENUE 7.7 6.7 -1 .o -1 3% ALL OTHER REVENUES 16.6 16.6 0.0 0% TOTAL GENERAL FUND REVENUE $61.9 $64.4 $2.5 4%) Sales tax is the single largest revenue source to the General fund representing 28% of the fund. Sales taxes are estimated at $17.8 million for 1999-00, an increase of 8%, or $1.3 million, over the projected 1998-99 receipts. The increase can be attributed to the full-year operations of Legoland, the projected opening of a number of new restaurants and the Phase II expansion of Carlsbad Company Stores, an upscale outlet mall. The expansion will add an additional 20 stores to the over 50 stores already in the mall and is expected to be completed by the end of 1999. The remaining increase is based on statewide estimates of 5% average growth in sales taxes due to the healthy economy and high consumer confidence. This estimate also includes l4 spending on public safety services under Proposition 172. Proposition 172 requires that the 1/2 cent increase in California sales taxes be deposited to State and local public safety trust funds and allocated to local agencies to fund public approximately $500,000 that is restricted to IZdL .---c lo-- 4. 2- 0 I I safety services. 1994 1995 1996 1997 1998 1999 2000 This year it is expected that property taxes will grow to $15.8 million, a $1.6 million, or 11% increase, over 1998-99's estimate. Property taxes continue to be the second largest source of revenue to the City bringing in approximately 25% of the total General fund revenues. By law, the assessed values upon which property taxes are based are only allowed to increase by 2% per year. However, the majority of the growth is expected to come from the new development and the increase in housing prices. Statewide there has been an 8.8% increase in home prices over the past year and a recent article showed a 16% increase in new home prices in North San Diego County over the past year. The next most significant General fund revenue is the Transient Occupancy Tax (TOT or hotel tax) which is estimated at $7.5 million for 1999-00, an increase of 9% over 1998-99 estimates. Most of the increase can be attributable to the opening of two new hotels. The Grand Pacific Palisades Hotel, located near Legoland, opened in March 1999. It has 90 hotel rooms and 181 timeshares. Another hotel due to open later in 1999 is the Marriott Residence Inn, which is 3 /.4 h located in the Carlsbad Research Center. It will have 121 rooms. The addition of these two new facilities will bring the total moms available in Carlsbad to over 2,700. With the healthy economy and the recent opening of Legoland, which plans to have over 2,000,000 visitors during its first full year of operation, it is expected that receipts from the TOT will continue to grow. Development within Carlsbad saw a sudden upward turn in 1994-95 and has continued to accelerate since then. One of the commonly used indicators of building activity is the number of residential permits issued. As of April 1999, Carlsbad has issued 1,842 building permits, which already surpasses last year's total of 1,339. It is expected that this will decrease to about 1,100 Permits Issued 2000 '1 I per year for the next five years. The 1998-99 development-related revenues, which include Planning, Engineering and Building department fees as well as building permits and other permits and licenses, are expected to total $7.7 million this year. The projections for 1999-00 show a 13% decrease in these revenues for a total combined revenue projection of $6.7 million. The majority of the decline is in the Engineering fees which are expected to taper off after the high amount of activity experienced during the last three years. All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance fees, recreation fees, and other charges and fees. These revenues total $16.6 million, which is equal to the projections for 1998-99. We are projecting increases in the franchise fees, business licenses taxes and vehicle license fees of between 7% and 10% based on the population and job growth in the City. These increases are offset by a $500,000 drop in other revenue. Other revenue in 1998-99 contained several unusual receipts which are not expected in the next year. Overall, the outlook for the General fund revenues in the upcoming year is very good. All indicators point to a strong local economy persisting through 1999-00 especially in the building and tourism industries. However, the Vehicle License Fee (VLF) threat that we talked about last year is still lurking on the horizon. Vehicle license fees are paid when you register your vehicle and were put in place in lieu of personal property tax on automobiles. The amount allocated to cities was to offset the amount of personal property taxes lost. Although the State reduced the VLF last year by 25%, the revenue lost fc#Lrsxmvm 11 was redaced with the State's General fund monev. However. the bill has been reintroduced this year calling for the complete elimination of the fee. Although Sacramento lobbyists say the current proposals have little chance of passage, Assemblyman McClintock is pursuing a ballot initiative that would amend the State Constitution to exempt the first $lO;OOO of-a vehicle's value from taxation and to phase the fees out completely over three years. In order to qualify for the March 2000 ballot, campaign workers must collect 670,000 signatures by August 23. Currently the City of Carlsbad receives about $3.4 million in VLF annually. If this ballot initiative were successful, there is no guarantee that the State would replace the lost revenue. Clearly, this could have a very negative impact on our budget. 4 h c c ,-- c c- Other Funds Revenues from Special Revenue funds are expected to total $9.8 million, a decrease of $2.5 million from 1998-99. The types of functions supported within Special Revenue funds include programs funded by specific revenue streams such as Section 8 Housing Assistance, Housing Trust fund, Community Development Block Grants (CDBG), and maintenance assessment districts. Most of the decrease is due to $1.8 million in revenue received from the Villages of La Costa in 1998-99 as a part of their affordable housing fee which was used to set up the Carlsbad Homebuyer Assistance Program. The other significant changes were in the Citizen's Option for Public Safety (COPS) Grant and the Law Enforcement Block Grant, both which provide supplemental funding for local law enforcement. These grant programs require an annual appropriation to fund the programs which usually occurs in the middle of the fiscal year. For that reason, the revenues for the next year of the program have not been shown. The COPS grant has been used to fund two bicycle patrol officers and there are sufficient revenues available from the current grants to continue the program into 1999-00. The Law Enforcement Block Grant is used to purchase safety equipment and other one-time expenditures. Enterprise fund revenues for 1999-00 are projected at $22.9 million, down 10.8%, or approximately $2.8 million, less than 1998-99 projections. Enterprise funds are similar to a business in that rates are charged to support the operations which supply the service. Carlsbad Enterprises include the water and sanitation services, solid waste management, and the Carlsbad Golf Course. The water, recycled water and sanitation operating funds all show decreased revenues this year. The decline is mainly due to decreased rates and less interest income to the funds. During 1998-99, computer models were developed to better forecast future operational expenses and establish subsequent revenue requirements. Based on staffs review of the fund balances and the improved forecasting of rates using these models, a recommendation was made to reduce water and sewer rates and to transfer portions of the fund balances to the Capital Improvement Program. The average water rate was reduced by 6% and the average sewer rate was reduced by 13%. These rate changes will go into effect in July 1999. The fund balance transfers totaled $8 million in the water fund and $5.9 million in the sewer fund. These monies will be used to finance various water and sewer capital projects over the next several years. Interest Income is also projected to decrease due to the decreased revenues and decreased cash balances. Operating revenues to the Golf Course Enterprise fund of $600,000 represent the proposed transfer of funds from the General fund. These amounts are needed to provide sufficient funds to the golf course to pay taxes, assessments and expenses as needed for the future municipal golf course. This is a $1 million decrease from the prior year which included additional amounts that were used to pay off the balance of Palomar Airport Road assessments. 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 in the last section of this document. Internal Service funds show an estimated revenue of $9.4 million for 1999-00, an increase of $600,000, or 7%, over 1998-99 projections. Internal Service funds provide services within the City itself and include programs such as the self-insurance funds for Workers' Compensation, Liability Insurance and Health Insurance, as well as Information Systems and Vehicle Maintenance and Replacement. Departments pay for services provided by these funds. The goal of the Internal Service funds is to match their budgeted expenses with charges to the departments after allowing for a certain level of reserves within the fund. 5 The Internal Service fund demonstrating the largest revenue increase is the Information Systems fund, up $838,000, or 52%. Charges by Information Systems were increased this year based on projected increases in their proposed budget from new positions and programs. More information on these can be found in the next part of this letter on Expenditures. Vehicle Maintenance revenues have also increased due to increases in the rates and/or services provided to the departments. Redevelopment revenues are expected to total $1.7 million, a slight decline from 1998-99 levels. This decrease is primarily due to the elimination of the Seascape mortgage revenue bond administrative obligations and the associated $35,000 annual fee. Property tax revenues are not expected to change significantly as the increment on assessed values increased only 1.5% last year. @ EXPENDITURES Proposed City operating expenditures for 1999-00 total $1 03.7 million which represents an increase of $300,000, or .3%, from the current 1998-99 budget. Although the total amount has not changed significantly, there are a number of changes within the programs found in each of the funds. These will be discussed later in this document. Budaetarv Policies Budget policies this year began with the assumption that departments would be allowed to maintain their "base budget." This is an amount allocated to each program sufficient to fund current services at current levels. The base budget is an approximation of the adopted budget for each department for fiscal year 1998-99, adjusted for approved salary increases and revised assessments or charges from Internal Service funds. In addition, departments were allowed to submit requests for additional resources. These requests were considered if the department could show how the outcome of the new program, or increase in service level, would help to achieve Council's vision of Carlsbad, and fit within Council's strategic goals for 1999. The proposed budget also incorporates certain organizational and structural changes resulting from the strategic planning initiatives undertaken the past several years. During 1997-98, the City completed an organizational redesign process which analyzed the City's current structure and made recommendations for a new design which will contribute to the overall effectiveness of the organization. During 1998-99, the City continued to implement these recommendations, The budget reflects these changes with the most significant ones occurring in the Public Works area. Budaet Recommendations Through the application of these guidelines and policies, the proposed 1999-00 operating budget of $103.7 million was developed. The budget includes funds to enhance the services already being provided to the community as well as the addition of several new programs. The majority of the new programs and increases in services were anticipated and are the result of new facilities being built, the need to keep up with technological changes and the changes required due to the growth of the City as prescribed by the General Plan, and growth management. There are also several enhancements proposed to ensure that the City remains at the forefront in addressing the health and safety needs of its citizen's. 6 fl h c c c In total, 33.5 new full and K time employees are proposed in the 1999-00 operating budget; an increase of 6%. About one-third of these positions are the direct result of the opening of the new library in southern Carlsbad. Increased hourly staff totals approximately 24 full-time equivalents (RE) with most of these going to operating the new library and maintaining service at the Cole library. These additions will bring the total City workforce to 586.5 full and K time employees and 135.5 hourly FTE. These changes and others are addressed in more detail below. New Citv Facilities The largest and the most long-awaited of the City facilities which will be opening in 1999-00 is the new Carlsbad library on Dove Street. This 64,000 square foot facility will provide a full range of library services. The operation will be state-of-the-art with over 150 computer work stations; most of which will be available to the public. Other features include a 220 seat auditorium, a 2,000 square foot art gallery for traveling art exhibits and productions and a children’s garden for outside reading and programmed children’s library activities. Operating this facility, in addition to the current Cole library, will require 11 new full-time positions and over 20 hourly full-time equivalents (FTE) with a total additional cost of $1.5 million. In addition to the library, the City will also be consolidating several of its offices into one new building located on Faraday Avenue. This building will improve customer service by providing a single location in which to serve the development community. It will bring together staff from the Public Works, Community Development and Administrative Services areas and provide sufficient space to accommodate current and future needs. Relocation is planned for the fall of 1999. The operating budget proposes 1.75 full-time and one hourly FTE to support staff at the new building. Poinsettia Park, Phase 1A was competed this year which added two baseball fields and a restroom to the existing park facilities. Staff is requesting one hourly FTE to provide the additional recreational opportunities at the expanded park. Health and Safety The health and safety of our citizen’s has always been a top Council priority. This is reflected in the 1999-00 budget allocations. Over 35% of the recommended General fund budget has been allocated towards police and fire programs. There are ten new positions proposed in the budget this year to continue Council’s focus on health and safety. Some of the positions deal with the growing population. These include two new patrol officers, clerical support for the traffic division, a new DARE officer, a communications operator and a fire prevention officer. In addition, a CAL-ID evidence technician is proposed to provide faster processing of major crime scenes resulting in an increase in the incidence and speed of suspect identification. Also, the fire department would like to hire a battalion chief in place of a captain specialist which is currently allocated. The battalion chief will be responsible for coordinating all training of the fire department staff and oversee the establishment of a reserve firefighter program. Another new program recommended for the police department is the addition of laptop computers for all patrol officers. Putting this type of technology in the hands of our officers will mean that they’ll spend more time on the streets, keeping Carlsbad safe, and less time behind their desks. The cost of this program is $150,000, and will be paid using forfeited funds received as a result of the department’s narcotics enforcement efforts. In addition to the traditional safety staff, the budget includes two positions to deal with the health and safety of our water. One will work on developing a Storm Water Quality Management program for the City which will reduce the amount of pollutants going into our local lagoons. This program is mandated by the federal government. The other will insure the 7 n h quality of our potable water system by testing to ensure that there is no crossever between the recycled water system and the potable water system. The final program being added in this category is the "Guard Start" program. This one takes relatively few staff resources (.4 FTE) and will offer the American Red Cross "Guard Start" program to the City's youth between the ages of 11 and 14. The program teaches children about water safety and will provide an opportunity for these children to advance into a professional lifeguard position in the future. Technoloav Technology is a tool used to enhance and improve the way we currently deliver our services. It is an area which is rapidly changing and it is often difficult to determine whether the promises being made can actually be delivered and whether the benefits derived are worth the cost. Often with new technologies, it is difficult to envision how a particular tool will benefit you until you have the tool at hand. It has been the City's philosophy during these rapidly changing times to keep up with the current technology and use it to its fullest extent to the benefit of our citizens. The City does not want to be on the extreme edge of technological change. Instead, we have positioned ourselves at the forefront, using tried and tested applications in innovative ways. Over the past several years, the City has invested heavily in new hardware and software, but has not kept up on the staff resources needed to fully implement the applications. Included in the 1999-00 budget are requests for five new positions which will allow us to use the technology we currently own, and future applications, to their fullest extent. Three of the positions will support our current applications, one will assist departments in installing new systems and updates as they occur and the final position is for a new program - the City of Carlsbad's web site. During 1998-99, Council approved a contract with an internet site development company to create a web site for the City. The site will be developed in phases: going from a static one- way information tool to a fully interactive site through which citizens and customers can conduct business with the City on a 24-hour basis. The requested position will be the one charged with maintaining the technical aspects of the web site. Citv Growth The City's population is growing at about 5% per year. It is anticipated that this growth will continue for several more years into the future. In addition to resident population, our employment population has also grown significantly with the addition of almost seven million square feet of industrial and commercial property over the past three years. This growth puts great demand on many City services. There are several positions being recommended in the 1999-00 operating budget in order to continue our level of service in response to the growth. We are requesting the addition of two maintenance workers and three utility workers in Public Works. These individuals will help deal with the increased maintenance caused by the rapidly expanding infrastructure and insure that all water valves and fire hydrants are in proper working condition. Some maintenance staff will also be rotated as needed to provide additional support to our construction inspectors. In this way, we are able to reduce our reliance on expensive consulting services at times of peak workload and provide seamless succession when employee turnover occurs. -. 8 I- C P P c < c x- We would also like to expand the opportunities for internships within the City in the next fiscal year by increasing the building intern from a half-time position to full-time and adding two interns in the City Manager‘s office. The building intern is expected to primarily recruit from the City’s current employees. It will give the building department additional staff when the demand for their services is high and provide a pool of trained individuals to fill vacancies as they occur. The internships would typically be for a six-month time period. The two interns in the City Manager‘s office are being requested to replace the vacant Assistant to the City Manager position. These interns would typically be hired for one to two year assignments with the expectation that during this period the intern will work with a variety of departments, customers and projects. The internship program will fulfill the need for special projects staff throughout the City as well as providing a pool of qualified applicants for City positions. Other changes recommended in the operating budget include an office specialist in the Human Resources department and 1.3 hourly FTE to keep up with the demand in several recreation programs including enrichment classes, Kidz Camps and the Stay ‘N’ Play program. ProDosed Budaet bv Fund TvDe From the discussion above, it can be seen that although the total dollars in the proposed budget are not changing significantly from the previous year, there are major changes in the programs being proposed. Some of the fiscal impact of staff additions will be offset by decreases in the retirement (PERS) rates paid by the City. The rates went down between 20% to 30% this year, resulting in total savings across all funds of approximately $1.2 million. The discussion below of proposed expenditures by fund and program will provide more information about the changes occurring in the proposed budget. BUDGET EXPENDITURE SUMMARY (In Millions) BUDGET BUDGET PERCENT FUND 1998-99 1999-00 DIFFERENCE CHANGE GENERAL FUND $60.9 $61.6 $0.7 1% SPECIAL REVENUE 7.3 6.6 -0.7 -1 0% ENTERPRISE 23.6 23.5 -0.1 0% INTERNAL SERVICE 9.9 10.4 0.5 5% REDEVELOPMENT 1.7 I .6 -0.1 0% ~~ ~ TOTAL $103.4 $1 03.7 $0.3 0% General Fund The General fund contains most of the discretionary revenues that finance the basic core of City services. However, this should not diminish the importance of the other operating funds, as they also contribute to the array of services available within Carlsbad. Total proposed budget for the General fund is $61.6 million which is 1 % greater than the current budget of $60.9 million. The Council contingency account, which is available for unanticipated emergencies or unforeseen program needs, is budgeted at $4 million, or 7%, of the 1999-00 budget requests. This is approximately equal to the amount budgeted last year of which $2.2 million is remaining as of April 30, 1999. 9 -4 ~~ GENERAL FUND BY MAJOR SERVICE AREA (In Mflllons) I BUDGET BUDGET PERCENT POLICYILEADERSHIP $2.5 $2.5 $0.0 0.0% MSA 1998-99 1999-00 DIFFERENCE CHANGE ADMINISTRATIVE SERVICES 4.7 3.8 -0.9 -19.7% PUBLIC SAFETY 22.2 21.7 -0.5 -2.3% COMMUNITY DNELOPMENT 5.1 5.1 0.0 0.0% COMMUNITY SERVICES 7.3 8.9 1.6 21.9% PUBLIC WORKS 12.6 11.5 -1 .l -8.7% NON-DEPARTMENTAL 4.3 4.1 -0.2 -4.7% CONTINGENCY 2.2 4.0 1.8 81.8% [TOTAL $60.9 $61.6 $0.7 1.1%1 There are several reasons for the minor change in the General fund proposed budget as compared to the 1998-99 budget despite the increases in staffing and programs that were previously discussed. A comparison by Major Service Area is discussed below. > The Policy/Leadership Group includes all elected officials and the City Manager's office. Although there was no change in the total appropriations requested, there was a change in the make-up of this group. The Administrative Services Director was created under a reorganization which took place last year. This position had been budgeted in the City Manager's office. For 1999-00, it has been moved along with the clerical support and supplies budget to the Administrative Services MSA. This decrease was joined by a decrease in the City Clerk's budget for reallocations of staff and offset an increase of $82,000 in the City Attorney's budget for a new paralegal position to assist in the workload of the attorneys. > Administrative Services decreased mainly due to a onetime appropriation made in 1998-99 for the records management system. Council approved the funding of a City- wide records management program which will provide quick access to documents and maps stored in electronic form for use by staff and the citizens. The total appropriated in 1998-99 was $1.3 million. Ongoing costs are approximately $200,000 per year for the staff support to run the system. Increases in this MSA were mainly seen as a result of the transfer of the Administrative Services Director from the Policy/Leadership Group. > Public Safety shows a minor decrease which resulted from an unusually high budget for the fire department in 1998-99. In 1998-99, Council approved the pay off of certain lease agreements for the Regional Communications System in the amount of $1.6 million. The 1999-00 budget does not have a comparable item. This decrease was offset by increases in staffing and programs for the police and fire departments as described earlier. > In the Community Development area, decreases in all areas from the PERS retirement rate decrease were offset by an increase in Building due to the intern program discussed earlier and in the Geographic Information System (GIS) for software implementation. The software implementation will allow direct access to all mapping data from the various geographic information Systems used by the City. c -. I 10 c c c 7- F- The largest change in Community Services is due to the opening of the new library on Dove Street and enhancements to recreation programs as previously explained. Public Works shows a decrease of $1.1 million in their proposed budget compared to the previous year. Approximately $600,000 of the decrease is due to budgeted special studies paid by developers which are not recurring in 1999-00. Other decreases are due to the reorganization of personnel in the Public Works divisions and the lower PERS rates. Non-departmental expenses include payments for debt service, administrative and audit fees and other expenses not associated with any one department. These are detailed at the end of the Administrative Services area in the program detail section of the budget document. Significant changes include no funding for the community activity grants in 1999-00. During 1998-99, Council set aside an additional $685,000 in a special fund which brought the fund to a total of $1 million. The interest from this fund will be distributed to community groups on an annual basis. Council has designated a subcommittee to design this program during the upcoming fiscal year. Another significant addition to the nondepartmental group for 1999- 00, is a $2 million transfer to an Infrastructure Maintenance fund. This fund is proposed as "seed" money to begin a new program. The program will set aside funds on an on-going basis for the repair and replacement of the base infrastructure of the City: everything from streets and sidewalks to public buildings. Our City is relatively new so we have not yet experienced the significant costs of maintaining our infrastructure as it ages. We are just beginning to see major repairs needed on some of our older roads. These costs will increase as the City grows older. The Infrastructure Maintenance fund will give the Council the financial ability to deal with these significant maintenance expenses as they occur. The value of such a system is just now being recognized at the State level as seen in a recent report from the Legislative Analyst's office. Her report suggested that as much as 6% of the State's annual General fund revenue be set aside to fund replacement of fixed assets. Carlsbad has an opportunity to be a leader in best management practices by establishing a system that will recognize the cost of depreciation in the annual budget each year. For that reason, staff is recommending a commitment of $2 million this year to begin the program. A full report and recommendations for future years will be brought to Council during fiscal year 1999-00. Capital outlay expenses totaling approximately $741,000 have been included within the General fund budget. Chanaes In Other Funds Special Revenue funds, at $6.6 million, show a decrease in anticipated spending of approximately $700,000, or 9.7%. No appropriations for the police grants (COPS and the block grant) are shown in the 1999-00 budget as these funds will be appropriated when the grants are received. The 1998-99 budget for these funds is $437,000. There is also a $41 3,000 decrease in the Community Development Block grant program compared to the previous year. This represents the appropriations that were carried from the previous year. The funding for this program has remained relatively steady at approximately $700,000 to $800,000 per year. 11 Enterprise funds total $23.5 million, which is a decrease of less than 1 percent. Operating costs for both the potable water and the recycled water have increased by a total of $550,000, based on staff additions discussed earlier. These increases were offset by a $572,000 decrease in the Golf Course fund budget. The 1998-99 budget had been increased to pay off the balance of the assessments due under the Palomar Airport Road Assessment District. Current appropriations will pay for the other annual assessments on the property and minor maintenance of the land. Internal Service funds show a budget increase of $476,000 made up of various increases in decreases in these funds. The Risk Management fund decreased due to a change in liability coverage provider which resulted in a $160,000 reduction in rates. The Vehicle Maintenance budget also declined due to the sale of fuel to Waste Management in 1998-99 while their fuel island was under repair. This will not occur in 1999-00. Increases are proposed for both the Vehicle Replacement and Information Systems budgets. Information Systems increases include additional staff support for the new library and various software applications, and increased costs for the help desk, Year 2000 compliance and strategic planning. The amount budgeted in Vehicle Replacement represents the cost of vehicles and equipment due for replacement in 1999-00. A list of these requests can be found in the appendix to this document. The Redevelopment Agency budgets have decreased for 1999-00 by a total of $1 17,000 due to less special studies and consultant services, decreases in PERS rates and a slightly lower debt service payment. SUMMARY As can be seen from the previous information, the City of Carlsbad is in a period of solid economic growth which is anticipated to continue for at least the next year or two. As the City expands, it is evident that the planning and foresight by the City Council and residents has provided a sound economic base from which to grow. Along with the population increases have also come increases in the resources which will allow the City to maintain the quality of life in Carlsbad. Strong growth can be seen in all of the City’s base revenues: property taxes, sales taxes and transient occupancy taxes. The increased job opportunities from the development of the industrial and commercial areas is creating a higher demand for housing which will increase the property taxes. The opening of the Four Seasons resort in 1997, the Carlsbad Company Stores in late 1997, Legoland in 1999, as well as some smaller hotels and motels, will provide higher TOT revenues and sales taxes. In addition, the development revenues are providing the funding to pay for the services provided to the building industry. All of these events add to the diversity and strength of Carlsbad’s economic base which will provide the funding for additional services needed to maintain the quality of life in Carlsbad. The requests in this year‘s budget reflect the anticipated achievement of Council’s vision and goals for the City. It allocates the available funding in a manner which proactively plans for the future. This plan will insure top quality services are provided to all who live, work and play in Carlsbad. -, 12 h CITY OF CARLSBAD I OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1998-99 UNRESERVED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1.1998 REVENUES EXPENDITURES TRANSFERS JUNE 30,1999 [GENERAL FUND I SPECIAL REVENUE 1 INFRASTRUCTURE MAINTENANCE POLICE ASSET FORFEITLJRE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST FUND AUDIO-VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GIFTSBEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA WSTA CRK CHNL MNT STATE GRANTS (CLSA) STATE GRANTS (PLF) ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENTITLEMENTIREHAB ARTS GENERAL DONATIONS [ENTERPRISE 1 WATER OPERATIONS RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE IINTERNAL SERVICE I P- IC - WORKERS COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS IREDEVELOPMENT I OPERATIONS DEBT SERWCE LOW AND MOD INCOME HSNG 31.497,698 0 382.388 141,389 124.241 68,155 722,974 2,191 0 28,615 606.830 123.417 996,955 602,068 32,637 98.792 42,451 0 117.551 10,190 33.002 12,822,200 691,600 7,819,100 1,786,600 2,814,500 1,339.448 2,877.689 (1 80,871) 81.662 4,207.981 701.794 162,582 869,231 851,068 61,859.000 0 141.500 175.000 92,508 2,674.164 3.347.1 00 65,400 251,800 4,100 608.600 427.000 776.800 132,500 168,700 90,800 27.800 195.495 54.000 775,520 49.200 16.128.500 1,441.300 5,789,500 663.000 1,680,000 639,000 841,000 2.708.000 1,651 ,OOO 1,392,000 1,614,400 132.780 1,265,000 382,500 55,388,006 0 80,000 180.91 1 119,024 2,719,261 21 1,660 69,500 0 20,000 545,100 405,800 542,171 7,590 181,000 34,537 23,413 194,037 51,000 775,520 20,000 13.694,937 1,483,087 4,821,504 132.100 865,000 838.435 883.543 2,498.033 1,580.682 1,201,100 1,769.600 435,938 1,120.000 97.450 37,968,892 0 443.886 135.478 97,725 43,058 3.858.414 (1.-) 251,800 12,715 670.330 144,617 1,231,584 726,978 20.337 155.055 46,838 1,458 120,551 10,190 62.202 7.255,763 649.813 2,867,096 2,317,500 3,629,500 1,140,013 2,835.146 29.096 151,980 4,398,881 546.594 219.424 654.231 1,136.1 18 ITOTAL OPERATING FUNDS $72.496.1 26 $1 08.244.967 592,989,939 ($13.920,000) $73,831,154 I 13 IC-- CITY OF CARLSBAD - OPERATING FUNDS PROJECTED FUND BALANCES FOR FY 1999-00 PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1.1999 REVENUES EXPENDITURES TRANSFERS JUNE 30.2000 GENERAL FUND I SPECIAL REVENUE I INFRASTRUCTURE MAINTENANCE POLICE ASSET FORFEITURE COPS FUND LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST FUND AUDIO-VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GIFTS8EQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (CLSA) STATE GRANTS (PLF) ARTS SPECIAL MNTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENnTLEMENTlREHAB ARTS GENERAL DONATIONS ENTERPRISE I WATER OPERATIONS RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE 1 WORKERS COMP SELF INSUR RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS IREDEVELOPMENT I OPERATIONS DEBT SERVICE LOW AND MOD INCOME HOUSING 37,968,692 0 443,886 135.478 97.725 43,058 3,858,414 (1,909) 251,800 12.715 670,330 144.617 1,231,584 726.978 20,337 155,055 46.838 1.458 120,551 10,190 62,202 7,255,763 649,813 2,867.096 2,317,500 3.629.500 1.140.013 2,835,146 29.096 151.980 4.398,881 546,594 219,424 654,231 1,136,118 64,384,m 2.000.000 40.000 5.OOO 0 3,083,395 1,525,000 10,Ooo 3,000 61 1 ,000 429,000 778,000 32.000 153.500 90.200 24,800 195.500 52,000 704.567 21.800 15.430,OOO 1.400,000 4,810,000 677.000 600.000 666,000 887,400 2,457.000 1,608.000 1,292,000 2,452,030 95,000 1,270,000 353.750 61.641.289 0 190,OOO 0 0 2.992.035 230,285 56.095 10.000 7,000 551.879 448,044 716.885 8,724 150,500 199.185 25,610 192,426 119.200 709.587 0 16,294,486 1,678,380 4,934,471 189.743 370,000 908,744 1.200,179 2,537,409 1,456,221 1,727.544 2,525.089 422,093 1,082.000 119,895 (7,OOO.oaO) 33.711.403 2.000,000 293,886 140.478 97.725 114.418 5.1 53.149 1.596 251.800 8,715 729.451 127,573 1.292.899 750,254 23,337 46,070 46.028 4,532 53.351 5.190 84,002 6.391.277 371,433 2,742.625 2,804,757 3,859,500 897.269 2,522.387 (51.313) 303.759 3,963,337 473.535 380,000 272.33 f (380,000) 462.231 1.369.973 TOTAL OPERATING FUNDS $73,831.154 51OfJ.181,342 5103.693.558 (57,000.000) $37.607,535 'Amount represents transfer to Capital Improvement Program 14 h ClTY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE FISCAL YEAR 1996-97 THROUGH 1999-00 c DEPARTMENT 1998-99 198697 1997-98 ESTIMATED 1998-99 ACTWS ACTUALS EXPENDITURES BUDGET GENERAL FUND I POLICY AND LEADERSHIP GROUP CITY COUNCIL 188,867 187.979 213,740 213,740 CITY MANAGER 903.568 829,595 Q44.200 1,020,027 CITY CLERK 338.417 295,918 413,300 402,872 CITY ATTORNEY 568,277 804,001 818,026 831.592 CITY TREASURER 112,087 100,884 108.298 138.832 TOTAL POLICYLEADERSHIP GROUP 2.1 19,216 2.018.377 2,295,564 2,487.083 --- - ADMINISTRATNE SERVICES ADMINISTRATION 0 0 0 0 FINANCE 1,084.277 1,086,915 1,325,000 1,343,214 PURCHASING HUMAN RESOURCES 391,747 414.685 486,188 524,360 991,134 1,189,301 1,519,888 1,529,139 RECORDS MANAGEMENT 0 0 1,319,500 1,319,500 2,850,901 4,630,376 4,716.213 TOTAL GENERAL GOVERNMENT 2,467.1 58 --- i- PUBLIC SAFETY POLICE 9,802,181 10,430,822 11,493.780 12.093.782 FIRE 7.234.412 7,597,002 9,890,850 10.117.431 TOTAL PUBLIC SAFETY 17.036.593 18,027,824 21,384,830 22.21 1,213 --- -- COMMUNITY DEVELOPMENT - s COMMUNITY DEVEL ADMlN 570.161 510,016 555.215 555.215 GEOGRAPHIC INFORMATION 161.627 142.738 186.381 263.137 ECONOMIC DEVELOPMENT 101,747 99,820 129,951 142,997 PLANNING 2,002,143 2,215,355 2,245,909 2,476,498 BUILDING 1,076,912 1,287,581 1,583,622 1,635,473 TOTAL COMMUNITY DEVELOPMENT 3,912,590 4,235,510 4,701,058 5,073,320 - COMMUNITY SERVICES LIBRARY 2,534,748 2,769,268 3,428.825 3,504,750 CULTURAL ARTS PROGRAM 281,223 277.983 363,730 376.331 SISTER CITY PROGRAM 6.619 6,181 7,320 7,320 PARK PLANNlNGlRECREATION MGT 680.773 545,717 393,400 498.71 1 RECREATION 1,998,668 2,076,612 2,331.445 2.507.988 SENIOR PROGRAMS 257.109 268,i m 342.263 355,515 TOTAL COMMUNITY SERVICES 5,759,136 5,943.975 6,866,963 7,252,815 lQ99-00 BUDGET 238.130 989,282 409,520 713,780 134,740 2,485.452 - 296,588 1,315,180 505,796 1.494.005 148.500 3,760,089 - 13,002.884 8,717,834 21,720,298 - 517,590 309,455 132.880 2.397.750 1.723.387 5,080,882 - 4,900,390 543,250 8.270 554,340 2.529.270 386.306 6,921,826 = %INCR (DEC) 96-99 BUD To gQ00 BUD 11.4% -3.0% -1 5.2% 13.096 -2.9% -0.1% - 0.0% -2.1 % 3.5% -2.3% -08.7% -20.3% 7.5% -13.8% -2.2% -6.8% 17.6% -7.2% -3.2% 5.4% 0.1% 39.8% 43.6% 13.0% 11.2% 0.8% 0.7% 23.0% 15 h - CITY OF CARLSBAD OPERATtNG FUNDS BUDGET EXPENDITURE SCHEDULE FISCAL YEAR 199697 THROUGH 1999-00 199699 190697 1997-98 EsflMArrD 198699 DEPARTMENT ACWS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS PUBLIC WORKS ADMIN 0 ENGINEERING 3,882,939 PARK MAINTENANCE 1.859.280 STREET MAINTENANCE 1.429,136 FACILITIES MAINTENANCE 1,178,285 Major Facility Maintenance (ltansfw) 212,800 TRAFFIC SIGNAL MINT 289.487 TOTAL PUBLIC WORKS 8,661.727 - NON-DEPARlMENTAL COMMUNITY PROMOTION (CCVB) BEACH PARKING COMMUNITY CONTRIBUTIONS HIRING CENTER HOSP GROVE PAYMENT AUDIT PROPERTY TAX ADMIN FEE DUES & SUBSCRIPTIONS MlSC I TRANSFERS OUT ASSESSMENT SERWCES INFRASTRUCTURE MAIM TRANS GOLF COURSE TRANSFER HARMONY GROVE FIRE COST TOTAL NON-DEPARTMENTAL SUBTOTAL GENERAL FUND CONTINGENCIES TOTAL GENERAL FUND 207.593 35.800 0 75,018 797.500 33.550 170.222 38.916 1,685,574 18,779 0 470,000 86,279 4.174,293 1,854,781 1,880,395 1,303.571 200.000 474.797 9,754,086 - 256.487 38,100 225,000 75,774 828,521 22.823 177.909 13,572 331,952 22,893 0 490.000 318.533 20.246 673,839 4.117.851 2.325.000 2.221.000 1,473,500 m,000 373.589 11,390,585 362,180 36,000 770,000 79,630 800,000 80.000 198,000 30,000 ~,000 25.000 0 1,680,000 0 702,654 4.79(1.929 2,436,638 2.378.863 1,708,213 ~,OOo 402,006 12,625,303 I 489.180 36,000 770.000 80,070 8oo.ooo Q4,8oo 19O.OOO 46,500 78.000 59,261 0 1,880,000 0 _.._ 3,851.313 2.503.277 4.118.810 4,323.81 1 -- 43.807.735 45.133.760 55,388,006 58.889.538 0 0 0 2,201,880 43,807,735 45,133,760 55,388,006 60,891,198 -- - 1999-00 BUDGET 544.084 4.342.070 2,351,831 2.287,791 1,636,155 200.000 385.845 1 1.547.782 - 243.000 36.000 0 80,ooo 50,000 210,000 0 56.000 2,000.000 800,000 0 4,125,000 - 57.641.289 4,000,000 61,641.289 - WlNCR (DEC) 96-99 BUD M 9800 BUD -22.6% -13.7% -3.5% -3.8% 4.1% 0.0% 4.0% 4.5% - -30.3% 0.0% -100.0% 9.1% 0.0% 47.3% 10.5% 7.5% -100.0% 4.5% 4 -64.3% 4.6% _I_ -1.8% 81.7% 1.2% 16 h CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE FISCAL YEAR 1996-97 THROUGH 1999-00 1998-99 1 Q96-97 1997.98 ESTIMATED 1998-98 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET ISPECIAL REVENUE FUNDS I %INCR @EC) 98-98 BUD To 9940 BUD leSsQ0 BUDGET c 24.2% -100.0% -100.0% 3.3% -10.5% -1@.1% 0.0% 88.1% -5.7% 3.0% -1 .o% 14.9% -17.3% 315.8% -1.1% -1.6% 14.6% -36.8% -100.0% POLICE ASSET FORFEITURE COPS FUND LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST AUDIO VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GIFTSBEQUESTS TREE MAINTENANCE - MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (CLSA) STATE GRANTS (PLF) ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENTITLEMENT/REHAB ARTS GEWGALLERY DONATIONS 458.154 38.865 21.282 2,838,313 31,532 102,582 0 41,511 526,886 394,118 646,820 203,783 267.057 38.541 18.345 175,854 29,673 573,556 782 519,301 157,455 46,534 2,6m.750 143,602 114,172 0 36.471 508.758 358.718 674,175 7.046 189,631 37,503 18,828 209,436 47,406 752,587 870 80.Ooo 180,911 119,024 2,719,261 21 1,660 89.500 0 20.000 545.100 405,800 542,171 7,590 181,Ooo 34.537 23.413 194.037 51 ,OW 775.520 20.000 153.017 317.897 119,024 2.897.316 257,362 70,297 0 50,491 585,208 432,928 723,953 7.590 181,978 47,800 25,899 195,495 104,000 1,122.415 25.772 190,OOO C C 2,992.035 230,265 58.895 1o.ooo 7.000 551.878 448,044 716.885 8.724 150,500 198.185 25.610 192.426 119.200 709,567 a c c r- ~ 6,517,405 6,180,524 - .-cI 7,318,540 - 15394,306 1,527,805 5,015,429 190,897 942,310 6,606,015 - 16,294,486 1,878,380 4,934,471 189,743 370,000 -9.7% P 2.5% g.g% -1.6% -0.6% 80.7% TOTAL SPECIAL RMNUE FUNDS 6,407,854 - ENTERPRISE FUNDS I P- 13,729,352 13,694,937 1,174,301 1,483,007 3,609,819 4,821,504 1 10.482 132.1 00 215,636 865.000 WATER OPERATIONS 13,100,861 RECYCLED WATER OPERATIONS 1,055,743 SANITATION OPERATIONS 3,899,664 SOLID WASTE MANAGEMENT 133,869 GOLF COURSE 252,505 TOTAL ENTERPRISE FUNDS 78,442,642 - 23.570.547 23,467,080 - 908.744 1,200,179 2,537,409 1,456,221 1,727,544 2,525,089 0.4% 18,839,590 20,996,628 INTERNAL SERVICE FUNDS I WORKERS COMP SELF INSURANCE 783.954 RISK MANAGEMENT 874.475 HEALTH INSURANCE 2,169,937 VEHICLE MAINTENANCE 1,364,655 VEHICLE REPLACEMENT 2,105,350 INFORMATION SYSTEMS 1,280,350 571,457 838,435 668.422 883.543 2,285,740 2,498,033 1,359,628 1,580,682 1,758,563 1,201,100 1,431.287 1,769,600 905.628 1,335,751 2,546,402 1,582,346 1,462.509 2,046,308 0.3% -10.1% 0.4% -8.0% 18.1% 23.4% 9,878.944 - 10,355,186 - TOTAL INTERNAL SERVICE FUNDS 8,578.721 8,075,097 8,771,393 -, 4.8% i 17 -4 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPEWDITURE SCHEDULE FISCAL YEAR 1998-97 THROUGH 199iMo 1~00 190697 1897-98 ESTIMATED 1998-99 DEPARTMENT ACNALS ACTUALS EXPENDITURES BUDGET LREDEVELOPMENT I OPERATIONS 539.517 381.848 435.938 483,m DEBT SERVICE 1.631.500 1.679.491 1,120,Ooo 1.120,Ooo LOWAND MOD INCOME HSNG 75.548 65,185 97.450 137,542 2.246.565 2.126.522 1.653.388 1.741.488 TOTAL REDEVELOPMENT -- --> 189800 BUDGET 422,093 1.082.000 1 18.895 1.623.988 - WNCR (DEC) gag0 BUD To OQOO BUD - -12.8% -3.4% -12.8% - 6.7% P - TOTAL OPERATING FUNDS 79,483,317 80,692,374 92,989,@39 103.400.717 103,893,558 0.3% 18 h CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1999-00 ESTIMATED RMNUE lsss00 As% DIFFERENCE OF N 96-99 1998-99 TO PROJECTED 199940 ACTUAL PROJECTED RMNUE RMNUE RMNUE SOURCE 1997-98 1998-99 IGENERAL FUND I TAXES 11.5% 1.627.000 7.8% 1,256.000 8.2% 563,000 8.8% 161,000 -10.0% U2.000) PROPERlY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX TRANSFER TAX TOTAL TAXES S15.808.000 17,756.000 7.463.000 2.034.000 648,000 43,709,000 S14.181,000 16,500,000 6,900.000 1.873.000 720.000 40,174,000 512.410.095 14,817.057 6.048.092 1,713.528 835.530 35,822,300 .. , ~ ~~ 8.8% 3,535,000 LICENSES AND PERMITS BUILDING PERMITS BUSINESS LICENSES OTHER LICENSES 6 PERMITS TOTAL LICENSES 6 PERMITS 1,080.000 1.829.000 1.107.000 -10.0% 7.8% -10.0% 2.200.000 1,700.000 1 .zu).000 5.130.000 2,094.523 1.803.744 1,184,990 4.883.257 ~~ 4.918.000 -4.2% (214,000) STATE SUBVENTIONS VEHICLE LICENSE FEES OTHER TOTAL STATE SUBVENTIONS 2,970.1 89 234.323 3,124.000 476.000 3.456.000 509.000 10.7% 334.000 6.9% 33.000 10.2% 367.000 3.204.512 3.600.000 3,987,000 CHARGES FOR SERVICES -1.6% -10.0% -28.8% 7.4% 2.6% 2.0% 2.0% PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES PROPERTY RENTALS OTHER CHARGES OR FEE 9oo.OOo 1,650.000 1,756,000 800.000 1,046,000 350.000 803.000 7,105,000 L-- - 800.000 1.148.398 1,393,860 2.327.574 747.425 985.942 221,087 595.883 7,420.147 331.318 1,485,000 1,250,000 859,000 1.067,000 357,000 615.000 6.519.000 -8.3% (588.000) 2.0% 18.000 - i -4.9% 193.000) TOTAL CHARGES FOR SERWCES FINES AND FORFEITURES a INTEREST 816,000 1,589.461 1,900,000 1,807,000 0.0% 0 INTERDEPARTMENTAL CHARGES 1.919.341 1.650.000 I ,650,000 824.486 -33.3% (500.000) 1,000,000 OTHER REVENUE SOURCES 1,500,000 61.859.000 TOTAL GENERAL FUND 55.994.802 64.384.000 4.1% 2.525.000 19 h RMNUE SOURCE 1887-90 1098-99 CrrY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 1999-00 lseB00 h As% DIFFERENCE OF FY 0.W 1BggWTO PROJECTED lsggoo REVENUE ACTUAL PROJECTED REVENUE RNENUE SPECIAL REVENUE FUNDS I INFRASTRUCTURE MINT FUND n TRANSFER FROM GENERAL FUND 0.0% 2.000.000 0 2.000,OOo - 0 0 0 POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST OTHER TOTAL 78.527 37.389 n -75.8% (M.000) -41.2% v.ow -100.0% (W) -71.7% (101.500) - 124.000 17.000 500 141,500 115,916 COPS GRANT STATE FUNDING (AB3229) INTEREST TOTAL 186,000 9,000 175.000 161.229 10,888 172,117 I 5.000 LAW ENFORCEMENT BLOCK GRANT FEDERAL GRANT INTEREST TOTAL -100.0% (88.708) -100.0% (3,800) -100.0% (92,m) 85,027 3,964 88,991 88,708 3.800 92.508 HOUSING - SECTION 8 INTEREST FEDERAL GRANT OTHER TOTAL 16.605 2,567.339 63.488 12.000 2,612,164 50.OOo -16.7% 10.296 250.m (2.000) 266,231 125.000 2.878,395 400 60.000 ~~ - 2.674.164 ~ ~~ ~~ 14.8% 389.231 2.647.430 HOUSING TRUST FUND INTEREST INCLUSIONARY HOUSING FEES OTHER TOTAL 315,667 1,240,949 605.414 375,000 1.11o.Ooo 1.862, 100 3.347.100 0.0% 0 3.8% 40.000 -100.0% (1,862.100) -54.4% (1 .822.lW) 2.162.030 AUDIO-VISUAL INSURANCE INTEREST INSURANCE FEES 2,121 73.494 400 65.000 0.0% -7.7% 0 15.0001 I .. . 75.615 65.400 TOTAL LIBRARY ENDOWMENT FUND INTEREST DONATIONS TOTAL - a 0 0 1.800 250.000 455.6% 8,200 -100.0% (250.0001 0 251.800 & 20 rq CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 199900 ESTIMATED DIFFERENCE OF FY 96-99 1996-QD TO PROJECTED REVENUE ACTUAL PROJECTED RMNUE REVENUE REVENUE SOURCE 1997-98 1998-99 LIBRARY GIFTSBEQUESTS d GlFTSfBEQUESTS INTEREST TOTAL 34.900 -33.3% -9.1% 3.000 1.100 4.100 2.424 37,324 -26.8% TREE MAINTENANCE INTEREST MISC. REIMBURSEMENTS TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL 31,975 0 498,883 5.7% 0.0% 0.1% 0.0% 2.000 0 400 0 2.400 35.000 2.000 501,800 70.000 608,600 - a 37.000 66,200 597.058 0.4% MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES OTHER TOTAL 20.0% 0.2% 0.0% 0.5% 5.000 417.000 5,000 427.000 P - 4.616 382.554 1,500 388.670 - i 2.000 STREET LIGHTING - a INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES OTHER TOTAL 55,070 53.500 634.395 16,899 1.9% 0.0% 0.0% 0.0% 0.2% 1 0 200 0 1.200 52.000 53.500 668.800 2,500 776.800 759.964 BUENA VISTA CREEK CHNL MAlNT INTEREST BUENA VISTA FEES TOTAL 31,510 100.371 -1.5% -100.0% -75.9% > - 32,500 100,000 132,500 F 131,881 P -a STATE GRANTS (CLSA) INTEREST GRANTS TOTAL -7.4% -9.0% 3,717 128.849 2.700 166,000 151.000 2,500 I 132,566 168,700 -9.0% - STATE GRANTS (PLF) > 4 INTEREST GRANTS TOTAL 5.329 40.838 0.0% -0.7% -0.7% a 4.200 86,600 90,800 a 46,167 ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL 2.681 0.0% -11.5% -10.8% c 1,800 26.000 27,800 20,223 22,904 21 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 199900 ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1997-98 19SfJ-99 SENIOR NUTRITION GRANTS DONATIONS TOTAL SENIOR DONATIONS d INTEREST DONATIONS TOTAL 113.322 96.113 209.43s 6,597 53.077 59.674 CDBG ENTITLEMENTlREHAB INTEREST OTHER GRANT REVENUE TOTAL 45 0 755.633 755.678 ARTS GENEWGALLERY DONATIONS INTEREST DONATIONS TOTAL 101,137 94.358 195,495 4.000 50.000 54,000 0 52.900 722,620 775.520 1,768 4.170 1.700 47.500 ~ 5.946 49.200 ESTIMATED As% DIFFERENCE REVENUE OFFY98-99 199kS9TO 199900 PROJECTED 199900 4 0 OI 0.1% 63 -0.1% (W 0.0% 5 1 - - 0.0% 0 5.9% 100 -57.9% (27.500) -55.7% (27.400) L.. P TOTAL SPECIAL REVENUE FUNDS 8,409,366 10.057,987 9,789,182 4 -2.6% (258.825) 22 h CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 199940 ESTIMATED RMNUE 199940 As% DIFFERENCE OF M 98-99 ' l9W-99 TO PROJECTED ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1997-98 1-99 ENTERPRISE FUNDS I WATER OPERATIONS WATER SALES 10,410,505 READY TO SERVE CHARGES 2.988.929 NEW ACCOUNT CHARGES 108.063 BACK-FLOW PROGRAM FEES 78.415 PENALTY FEES 178.404 INTEREST 844,930 ENGINEERING 6 PLAN CHECK FEES 167.671 -3.1% 4.0% 0.0% 0.0% 0.0% -57.6% 0.0% 0.0% 0.0% 0.0% -4.3% - (-.*) 123.000 0 0 0 (475.000) 0 0 0 0 (698,500) 10,943,000 3.216.000 100.m 75.m 176,~~ 350,m 160,ow 170.oW 200.000 40,wa 15.430.000 11,289,500 3.093.000 100,000 75.000 176,000 825.000 16O.OOO 170,000 200.000 40,000 16,128,500 SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL 168.216 192,663 120.539 15,258,335 RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL 4.2% (53.500) 15.1% 12,200 0.0% 0 0.0% 0 0.0% 0 -2.996 (41.300) - 839.031 58.519 378.627 58,406 5,670 1,338.253 860.500 80,800 440.000 80,000 0 1.441.300 807,000 93,000 440,000 60.000 0 1.400.000 SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES INTEREST OTHER TOTAL -1 1.5% (600,000) 0.0% 0 3.7% 2.500 5.200.000 40,000 67,500 44O.OOO 42.000 4,800.000 40.000 70.000 100.000 0 5,299.220 2o.OOo 74.140 436,597 7.685 5,837,642 -77.3% -100.0% -16.9% - (979.500) 5,789.500 9 - 4,810,000 - SOLID WASTE MANAGEMENT a INTEREST RECYCLING FEES (AB939) NON-JURISDICTIONAL FEES OTHER TOTAL 84.113 175,199 403,169 66 87,000 196,000 380,000 0 90.000 199,Ooo 388.000 0 3.5% 1.5% 2.1% 0.0% 3.000 3.000 8.ooo 0 662.547 663.000 677.000 ~~ 2.1% 14.000 GOLF COURSE - TRANSFER FROM GENERAL FUND OTHER TOTAL 1,680.000 0 490,000 162,409 652.409 600,000 0 600.000 -64.3% (1,080,000) 0.0% 0 -64.3% (1 .Os0.000) - 1.680.000 TOTAL ENTERPRISE FUNDS 23,749,186 25.702.300 22.917.000 - 23 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 199900 A, .- As% DIFFERENCE OF M 9- ISW-SBTO PROJECTED logego ESTIMATED REVENUE I ACTUAL PROJECTED RMNUE REVENUE REVENUE SOURCE im7-so 1998-m logego INTERNAL SERVICE FUNDS WORKERS' COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL -5.9% (5.000) 8.4% 32,000 0.0% 0 4.2% 27.000 - 114.164 668,869 50.278 833.311 UABlLlM SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL 171,947 930,185 0 150,OOO 691 .OOO 0 0.0% 0 6.7% 48,400 0.0% 0 5.5% 48.400 - . 4. 1 .lO2.132 841.OOO HEALTH INSURANCE INTEREST INTERDEPARTMENTAL REIMBURSEMENTS TOTAL 1o.OOO 2,094,000 a.oO0 2.708.000 23,531 1,617,392 331.206 1.972.129 2.054.000 1.6W.OOO VEHICLE MAINTENANCE INTERDEPARTMENTAL INTEREST OTHER TOTAL 1,443,967 2,742 43.556 1,523,000 ~.'330 120.000 5.1% 0.0% -100.0% ... 1.490.285 1,651,000 -2.6% (43.000) I VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST OTHER TOTAL 1.052,298 248,378 35.062 1,091,000 185,000 116.000 4.7% -18.9% -100.0% 51.000 (35,000) H16.000) .., 1,335,738 1,392,000 - I INFORMATION SYSTEMS INTEREST INTERDEPARTMENTAL OTHER TOTAL 51.214 1,298,200 0 50.000 1,564.400 0 0.0% 53.5% 0.0% 0 637,630 0 1.614.400 1.349.414 TOTAL INTERNAL SERVICE FUNDS 53% 517.030 24 h CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES FOR 199940 ACTUAL PROJECTED RMNUE RMNUE REVENUE SOURCE 199740 1996-99 IREDEVELOPMENT FUNDS I OPERATIONS RENTAL INCOME ADMINISTRATIVE FEES INTEREST OTHER TOTAL DEBT SERVICE TAX INCREMENT INTEREST TOTAL LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST OTHER TOTAL 47,485 71.380 3,612 2.395 47.500 71.300 3,000 10.900 124.872 132.780 1,206.387 64,563 1.272.950 302,097 322,089 5.550 1.21 5.OOo 5o.OOo 1.265.m 302,500 80,000 0 629.716 382.500 TOTAL REDEVELOPMENT FUNDS 2,027.538 1,780,280 ESTIMATED RMNUE 199900 47.500 42.600 2,500 2.400 95.000 1,230,000 40.000 1,270,000 303.750 50.000 0 353.750 1.71 8.750 As% DIFFERENCE 1996-99 TO OF FY 96-99 PROJECTED 199900 0.0% 0 -40.3% (28.700) -16.7% (500) -78.0% (W-JO) -26.5% (37.780) 1.2% 15.000 -20.0% (10,000) 0.4% 5.ooo - 0.4% 1.250 -37.5% (30.000) 0.0% 0 -7.5% (28,750) - -3.5% ~61.530~ TOTAL OPERATING $98,263,901 $108,244,967 $108,181,342 4.1% ($63,626) 25 -4 - CITY OF CARLSBAD PERSONh,, ALLOCATlONS FOR 1998-99 AND 19s. JO FULL AND 314 TIME EMPLOYEES OVER (UNDER) 1998-99 98/99 99/00 FINAL FINAL BUDGET BUDGET ALLOCATED MAJOR SERVICE AREA )POLICY AND LEADERSHIP GROUP I CITY COUNCIL 1 1 0 CITY TREASURER 0.75 0.75 0 CITY CLERK 4 4 0 CITY ATTORNEY 5 6 1 CITY MANAGER 8 6.75 (1.25) 3 )ADMINISTRATIVE SERVICES 1 2 2 ADMINISTRATION 0 9 14 2 5 8 INFORMATION SYSTEMS FINANCE RISK MANAGEMENT PURCHASING HUMAN RESOURCES 8 WORKERS COMP 17 20 2 5 9 .- )PUBLIC SAFETY I POLICE 128 134 6 FIRE 79 79.75 0.75 COMMUNITY DEVELOPMENT 1 COMM DEVELOPMENT ADMINISTRATION 4.75 4.75 0 4 BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT 13 1 2 24 10 13 0 1 0 2 0 24 0 10 0 ~COMMUNITY SERVICES 1 8.3 I 0 0.5 0 LIBRARY CULTURAL ARTS PARK PLANNING AND RECREATION MANAGEMENT RECREATION SENIOR PROGRAM 32.5 3 3 15.5 3 40.75 4 3 16 3 7.25 4 (3) - 37 51 14 47.25 51.75 5 81.25 71 (10) - ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE 8 OPERATIONS GRAND TOTAL LABOR FORCE 548.25 586.5 38.25 9 26 c CITY OF CARLSBAD h PERSt. AEL ALLOCATIONS FOR 1998-99 AND . 39-00 .LIMITED TERM EMPLOYEES INTERNS - 98/99 - 99/00 Difference Management Interns 0 2 2 Building Inspector Intern 0.5 1 0.5 GIS 0.5 0.5 0 Planning - front counter 1.5 1.5 0 TOTAL LIMITED TERM EMPLOYEES 2.5 5 2.5 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY - 98/99 - 99/00 Difference Full Time Personnel 543 502 39 34 Time Personnel in Full Time Equivalents 5.25 4.5 (1) Hourly Full Time Equivalent Personnel 111.41 135.55 24 TOTAL LABOR FORCE 659.66 722.05 62.39 IC- ? 27 f POLICY & I I LEADERSHIPGROUP I I r- c- 1996-97 1997-98 ACTUAL ACTUAL PERSONNEL $ 1,606,262 $ 1,533,464 MAINTENANCE & OPERATION 492,892 476,192 CAPITAL OUTLAY 20,062 8,721 PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS 199a-m 199900 BUDGET BUDGET $ 1,758,012 $ 1,754,619 687,825 691,833 41,226 39,000 SUMMARY 28 A 1996-97 1997-98 ACTUAL ACTUAL PERSONNEL $ 165.361 $ 144,094 h 1-99 199940 BUDGET BUDGET $ 155,740 $ 156,030 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL MAINTENANCE & OPERATION CAPITAL OUTLAY ACCT NO. 0010110 33,506 43,885 58,OOo 82,100 0 0 0 0 PROGRAM GROUP DESCRIPTION: As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the needs of the community through the policy development process. PROGRAM ACTIVITIES: Meetino Attendance: Prepare for and attend City Council Meetings, as well as various regional committee and community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence. A KEY GOALS FOR 199940: The Crty Council has set four Strategic Goals for Fiscal Year 1999-2000: 0 0 Ensure the effective and efficient delivery of topquaii services to our Community. Create diverse, broad-based economic strategies to ensure the financial health of the Community and the City. Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions. 0 Enhance educational opportunities and school facilities for all segments of the Community. SIGNIFICANT CHANGES: None. 29 h 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 208,630 $ 183,858 $ 250,206 MAINTENANCE 81 OPERATION 110,884 112,080 220,141 c 199940 BUDGET $ 234,440 171,080 'i c c. c c c PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 CAPITAL OUTLAY 16,903 OI 12,525 4,000 I PROGRAM GROUP DESCRIPTION: The City Clerk's Department is responsible for performance of duties as defined in the State Government Code, the State Elections Code, and the Carlsbad Municipal Code. The Department is also responsible for the provision of minutes for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement Corporation and Industrial Development Authority. PROGRAM ACTlVlTl ES : Election Administration: 0 Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal Elections, prepare all necessary documents in accordance with the Elections Code, and coordinate with the Registrar of Voters. Political Reform Act Filinn Administration: 0 Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes notification of those required to file, provision of appropriate forms, and receipt and review of Campaign Statements and Statements of Economic Interests. Record Of Proceedinns: 0 Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code, including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission, Public Improvement Corporation, Industrial Development Authority. Administrative Suooort Services: 0 0 0 0 0 0 Assist the public and City departments with requests for information, providing research services concerning Council action since City incorporation on 7/16/52, and providing certification of copies. Take necessary precautions to ensure the City's compliance with the requirements of the "Brown Act" open meeting law. Take necessary actions to ensure that public hearing noticing requirements are met. Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code and maintenance of the Code on the Internet. Provide subscription service for Council agendas and minutes. Maintain the City Hall Xerox 1090, by provision of key operator services, supplies, and current maintenance agreement. 30 ,-- h 1 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK WORKLOAD STATISTICS: CY11 997 Elections General Special Filinns Campaign Statements Statement of Economic Interest Minutes Council Minutes CMWD Minutes H + R Minutes PIC Minutes Claims Filed Public Hearing Notices Ordinances Published Meetings Held Council CMWD Board HBR Commission Public Improvement Corp 0 0 38 340 76 116 39 46 76 25 7 1 CY11 998 1 1 59 390 94 29 13 2 113 42 24 94 29 13 2 Documents Processed Agendas Agenda Bills Resolutions Ordinances Documents to Recorder ContraddAgreemen ts Subscriptions to Muni Code Copies Entries Indexed storage Boxes of Files Micro Boxes KEY GOALS FOR 199940: “Enhance educational otmortunities and school facilities for all seuments of the Communitv.’’ PAGE TWO ACCT NO. 0010210 I CY11 997 76 573 726 46 558 351 98 536,682 500 214 12 - CY11998 - i 38 570 468 - 24 659 111 443,156 638 688 - - 226 - 12 A - - - Enhance public access to information regarding City Council meetings by provision of Internet access to Ci Council agendas. .4 SIGNIFICANT CHANGES: service for Traffic Safety Commission has been deleted from Clerk‘s budget, and will be provided for by Engineering. Decrease in election funding due to no municipal elections scheduled in PI 1999-2000. Also, funding for minutes u 31 c c 1996-97 1997-98 ACTUAL ACTUAL PERSONNEL $ 56,119 $ 53,783 MAINTENANCE & OPERATION 55,968 47,101 CAPITAL OUTLAY 0 0 PROGRAM: CASHMANAGEMENT FUND: GENERAL PROGRAM FUND: CITY TREASURER 1998-99 1999-00 BUDGET BUDGET $ 63,452 $ 57,050 75,380 77,690 0 0 ACCT NO. 0010310 MISSION STATEMENT: The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad and all of its agencies, including, among others, the Carlsbad Municipal Water District and the Carlsbad Redevelopment Agency. PROGRAM ACTIVITIES: Cash Manaaement: Develop projections of cash receipts and cash expenditures from various Ci and external sources. Maintain records of cash receipts and cash disbursements into the Treasury. Retrieve daily on-line bank statement and return check listing. Verify receipt of anticipated deposits. Ensure that all checks paid by the bank were valid City checks. Transfer cash daily into or out of the general checking account to ensure that appropriate balances are maintained for the anticipated activii of the next day. Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and ensuring that all are supported by proper documentation. Develop contracts for cost-effective banking, both retail and custody services. Arrange for lines of credit and short-term loans, as needed. Develop, maintain, and ensure compliance with all Treasury internal controls. Investment Management: Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the investment policy any changes in the City's financial requirements that affect investments. Ensure compliance with the California Government Code. Develop and maintain a pool of investments for the City and its agencies. Research daily the financial markets and the financial forecasts. Determine daily the type of investments that should be made, considering the current cash position and financial markets. Determine the dollar amount of the investment and the desired maturity date. Solicit telephone bids from approved financial institionslbrokers for available investments. Evaluate investment alternatives and affect investment purchases. Prepare trade authorizations and arrange for payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made. 32 rc PROGRAM: CASHMANAGEMENT FUND: GENERAL PROGRAM FUND: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES Investment Manaaement (continued): Maintain record for all investments and investment income. 0 Reconcile the custodian’s monthly report of investments held with Treasury records. 0 Arrange for collateral contracts as required. Reportina and Oversiaht: Develop and present to the City Council monthly reports of investment activities. Disclose to the City Council any information that could potentially threaten the safety and liquidity of the investment pool. 3 Develop and present to the City Council annual reports summarizing and analyzing the financial markets and the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal years to provide perspective. Develop investment data for the City’s Comprehensive Annual Financial Report. Develop investment data for the City’s annual financial audit conducted by an independent auditor. or more frequently as needed. - Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter, - WORKLOAD STATISTICS: FY 1997 FY 1998 FY 1999 (est) 1. Portfolio Balance 2,057 2,667 3,317 2. Number of Investments 1,042 1,537 1,554 3. Monthly Investment Activity 216 294 254 4. Checks Cleared 15,334 15,138 14,182 -, KEY GOALS FOR 199940: - “Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the Citv.” 0 Anticipate and meet the changing investment needs of the City in order to optimize investment returns, consistent with maintaining safety of principal and ensuring sufficient liquidity. - - “Enhance educational opmrtunities and school facilities for all seamen& of the Communitv.“ 0 Offer speaking engagements on Clty cash management and investments. 0 Develop the Treasury page of the City’s web site, informing the community of the mission of the Office of the Treasury, the City‘s Investment Policy, investment activities. Use the web site as a forum to receive and respond to community comments and questions. - .-.i SIGNIFICANT CHANGES: None 33 c 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 715,624 $ 662,784 $ 781,977 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER 199900 BUDGET $ 742,077 MAINTENANCE & OPERATION CAPITAL OUTLAY 187,944 159,565 223,750 220,205 0 7,246 14,300 27,000 PROGRAM GROUP DESCRIPTION: c- ACCT NO. 0011010 The City Manager‘s Office houses the general administrative function of the City. The department‘s budget includes the costs for the City Manager and Assistant City Manager (who also serves as the head of the Community Services Major Service Area (MSA)) and the related support staff. The City Manager is generally responsible for the achievement of the organization’s goals that support the City Council’s strategic goals. PROGRAM ACTIVITIES: Financial: Promote sound financial practices and a balanced revenue expenditure basis. Administration: Provide timely and reasonable responses to citizens and customers. Policv Development: Assist Council in policy development. PERFORMANCE MEASURES: The City Manager‘s Office is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 199940: “Ensure the effective and efficient delivew of top-aualitv services to our Community.” 0 0 Provide timely responses that result in high customer satisfaction. Continuously improve work processes through the use of best technology, information-sharing, effective cross- departmental teams, and all City resources. 0 Implement innovative, cost effective delivery of City services via publidpublic and publidprivate partnerships; non-profit organizations; enterprise services; and through regionalization and consolidation. 0 Construct, maintain and operate facilities that support topquality service delivery in conformance with City budgets and standards. 34 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. 001 101 0 "Create diverse. broad-based economic strateaies to ensure the financial health of the Communltv and the Citv." 0 Develop and implement a comprehensive financial plan that: * Protects local revenue sources * * Promotes responsible cost management * Provides revenues to maintain highquality services Promotes private sector economic growth Enhances revenues and reduces costs 0 0 Develop, maintain and enhance highquality standards in the areas of: development, City senrices, Attract and retain target industries, businesses and jobs that result in improved economic heatth. communications, and fiscal policies that result in a high quality of life that supports economic health. "Intenrate a comprehensive efficient transportation system with aualitv of Ilfe-centered land use decisions." 0 Develop programs and policies in partnership with other local and regional transportation authorities that result in fully integrated, efficient, cost-effective transportation system and regional transportation plan. Be a catalyst for the development of private sector partnerships and -creator of solutions that supplement and complement Transportation Demand Management Systems serving the business, industrial, tourism and residential areas. 0 0 Implement a multi-modal circulation plan to ensure compliance with the General Plan and City standards. "Enhance educational opportunities and school facilities for all seaments of the Communify." 0 Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through enhanced community dialogue. 0 Provide and develop programs that result in a City workforce which has the knowledge and skills needed to excel on their job. Collaborate with school districts serving Carlsbad to accomplish mutually set goals and help the schools better fulfill their obligation to provide facilities meeting the Community's needs. SIGNIFICANT CHANGES: The 1999-00 City Manager's Office budget reflects the following changes: 0 The Administrative Services Director's office has been moved from the City Manager's budget to a separate budget. The construction of the new AdministratiodCommunity DevelopmentlPublic Works building has allowed the consolidation of all Administrative Service Departments into one location, facilitating this change in the budget document. The Assistant to the City Manager position has been eliminated and will be replaced by two entry-level intem positions. These positions will work with the City from one to two years, with the expectation that during that period the intem will work with a variety of departments, customers, and projects. The experience gained should prepare the person for a career in local government management. 0 35 c 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL 499,724 MAINTENANCE & OPERATION 105,554 CAPITAL OUTLAY 13,400 c 1999-00 BUDGET 506,700 109,068 7,000 PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY PROGRAM GROUP DESCRIPTION: Provide legal advice, assistance and guidance in accomplishing and implementing the Council’s goals to: 1) ensure the effective and efficient delivery of topquality services to our community; 2) create diverse, broad-based economic opportunities; 3) integrate a comprehensive, efficient transportation system (which moves people, goods and services) using quality-of-life centered land use decisions; and 4) enhance educational opportunitieslfacilities for all segments of the community. PROGRAM ACTIVITIES: ACCT NO. 001 121 0 The City Attorney’s oflice provides legal advice and representation to the City Council, Housing and Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager, Boards and Commissions and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration and enforcement of laws, regulations and City programs. This office drafts and reviews resolutions and ordinances, contracts, bonds and other legal documents. KEY GOALS FOR 199940: “Ensure the effective and efficient deliverv of tor>-aualitv services to our Communitv. To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to assist them in making sound legal decisions to carry out the goals of the City Council. SIGNIFICANT CHANGES: A paralegal has been added to staff in order to provide enhanced customer service. 36 ADMINISTRATIVE SERVICES P PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES 199900 1-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET BUDGET $ 2,096,211 $ 2,217,720 $ 2,785,391 $ 3,667,403 5,364,769 5,230,068 7,000,918 7,290,431 114,894 160,019 1,763,993 260,900 SUMMARY c 37 1996-97 ACTUAL PERSONNEL $ O$ '3- 1997-98 1998-99 1999- - 3 BUDGET BUDGET ACTUAL O$ O$ 190,Zr MAINTENANCE & OPERATION CAPITAL OUTLAY - PROGRAM GROUP DESCRIPTION: 0 0 Provide leadership and coordination for Administrative Services Programs. This budget includes the cost for the Administrative Services Director (who is the head of the Administrative Services Major Service Area) and the related support staff. - KEY GOALS FOR 199940: 1 0 0 o DQU al itvse nri cestoou r Commu ni tv ." "Ensure the effect lve an defficentdelivetvoft i "Create diverse. broad-based economic strateales to ensure the financial health of the Communitv and the Cltv." "intearate a COmDrehenSiVe efficient transmrtat ion svstem with aualitv of life-centered land use decisions." I - SIGNIFICANT CHANGES: I 0 87,350 0 19.a - The Administrative Services Director's office has been moved from the City Manager's budget to this separate budget. The construction of the Faraday building has allowed the consolidation of all Administrative Services Departments into one location, facilitating this change in the budget document. 3 38 c c- n 7 c- r- PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY c P 1996-97 1997-98 1998-99 199900 ACTUAL ACTUAL BUDGET BUDGET $ 718,308 $ 744,689 $ 900,224 $ 1,154,517 362,860 322,226 440,990 441,407 3,109 0 2,000 6,500 c PROGRAM: FINANCE FUND: GENERAL I ENTERPRISE PROGRAM GROUP: FINANCE ACCT NO. 001 131 0 WATER ENTERPRISE 287,244 TOTAL FUNDING $ 1,084,277 I $ 1,066,915 I $ 1,343,214 I $ 1,602,424 MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by utilizing our chief values: maintain individual and departmental credibility; work together as a team while respecting each other's differences; and, consistently strive to go above and beyond expectations. PROGRAM ACTIVITIES: Lona-Ranae Financial Planning:. 0 Prepare ten year operating forecasts incorporating various "what if 'scenarios to facilitate decision-making for City Council and city depaknts. Budaet Management: 0 Prepare and monitor annual capital and operating budgets to allocate resources in a cost effective manner in alignment with the Council's goals. Perform annual review of all City fees and present recommendations for changes to Council. Prepare annual cost allocation plan to provide an accurate accounting of program costs. Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective decision-making . 0 0 Accounts ReceivablelCashiering: 0 0 Accurately bill, collect, record and report all City revenues. Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies. Continue to refine business processes which will improve customer service and increase efficiency. Accounts Pavable/Pavroll: Prepare checks for City employees and service and commodity suppliers Maintain turnaround time of 30 days to process and pay invoices General Accounting and Reporting: 0 0 0 0 Meet the financial reporting needs of our customers through better access and training on the financial information system. Prepare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions, Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles Provide City management and Council with timely monthly financial reports. Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing disclosure as required. 39 c h PROGRAM: FINANCE FUND: GENERAL I ENTERPRISE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 Assessment DistrictlCFD Administration: 0 0 0 Assist in evaluation and formation of new districts. Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information as required. Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation documents and State law. Audits:. 0 0 Monitor sales tax audit contract to ensure effectiveness. Perform in-house internal control reviews as needed. WORKLOAD AND PERFORMANCE INDICATORS: FY1997 1. 2. Number of business licenses processed: 5,079 3. Number of payroll checks issued 20,555 4. Number of electronic payroll checks issued 0 5. Awards received for CAFR CSM FOlGFOA 6. Average number of days to dose books at month end: 20 Awards received for Annual Budget 7. Outstanding debt issues administered $1 00 million FY1998 15 5,600 16,359 4,278 CSMFOlGFOA Excellence: Operating and Capital $96 million FYl999 (est) 10 5,750 10,868 10.868 Not Available Meritorious: Operating $100 million KEY GOALS FOR 199940: “Ensure the effective and efficient delivew of toD-aualitv services to our Communitv.” 0 0 Increase the availability and accessibility of useful financial information to our customers through easy-to-use reporting systems. Redesign business processes in utility billing, business licenses and cashiering to improve customer service and increase efficiency. “Create diverse, broad-based economic strateaies to ensure the financial health of the Community and the 0 Improve ability to forecast and plan for the future by refining our comprehensive long-term financial planning models. 0 Promote responsible cost management through the development and use of job costing systems. 0 Develop and implement a plan to maximize the City’s revenue collection and recovery with a focus on enforcement of the business license tax ordinance. 0 Identify and secure funding sources for the construction of major east-west circulation elements within the Ctty. citv.” “Enhance educational opportunities and school facilities for all seamenh of the Community.” 0 Develop training plan to ensure that the City’s workforce has the knowledge and skills needed to excel on their job. SIGNIFICANT CHANGES: Finance will assume responsibility for utility billing during this fiscal year. Utility billing was previously a responsibility of the Public Works department. Budget includes funding for the bi-annual fee update as well as a business systems analyst position which will provide a liaison between the Information Services department and the finance department in the creation of reports, troubleshooting of systems, and implementation and maintenance of all systems. 40 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING PERSONNEL ACCT NO. 0011410 1996-97 1997-98 1998-99 199940 ACTUAL ACTUAL BUDGET BUDGET $ $ $ $ 516,911 562,431 634,030 583,288 I I I I I 1 469,736 606,870 865,315 91 0,717 I 4,487 I O1 29,7941 O1 CAPITAL OUTLAY I I I I I I $1 MISSION STATEMENT: The Purchasing Department's mission is to obtain necessary goods and services for City departments of desired quality, in a timely manner, and at fair and reasonable prices. PROGRAM ACTIVITIES: Bids and Quotations 0 Update and maintain formal bid and quotation files 0 Prepare and maintain vendor lists by commodities 0 Maintain minority and wornerrowned businesses files Commoditv/Service Contracts Track and renew annual commodity and service contracts 0 Develop new annual contracts 0 Develop and administer joint agency contracts Public Works Contracts 0 Maintain current contractor's list by classifications Records Manaclement 0 Review and update present policies and procedures Assist departments in transferring records to commercial storage facilities Central Stores 0 Review and update Stores Catalog for items carried in Central Stores Surplus Property Maintain inventory of surplus City property and direct surplus property to requesting departments as 1 becomes available 0 Direct disposal of surplus and lostlunclaimed Police property 0 Act as liaison with U. S. Postal Service 0 Alert City staff to postal requirements to improve deliverability 0 Review and update inter-departmental services 0 Reduce postage costs by the use of presort of first-class mail Messenaer and Mail Service 41 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING WORKLOAD STATISTICS: PAGE TWO ACCT NO. 0011410 Orders Issued Dollar Amount of $1 8,600,000 $38,800,000 $56,200,000 Purchase Orders issued City Hall Number of 103,113 106,434 119,386 Pieces of Mail Processed KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivew of top-aualitv services to our Communitv.” 0 improve service to our customers by identifying areas where improvements can be made and develop plans to implement them. 0 Provide training to City staff in Procurement PoliciesProcedures and IFAS SIGNIFICANT CHANGES: Budgeted services include expanded mail and central receivinglshipping at the new Faraday and Library facilities. 42 c PERSONNEL MAINTENANCE & OPERATION . CAPITAL OUTLAY PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 1998-99 199800 ACTUAL ACTUAL BUDGET BUDGET $ 516,911 $ 562,431 $ 634,030 $ 583,288 469,736 606,870 86531 5 910,717 1996-97 1997-98 4,487 0 29,794 0 MISSION STATEMENT: People are our prio rity... we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: Benefits 0 Employment: Recruitment, Classification, Compensation, Human Resource Svstems 0 Continue to proactively consult with departments regarding their staffing needs 0 Attract and retain qualified candidates for City employment and fill job vacancies 0 Develop timeline for updating existing classification structure 0 Develop and conduct follow-up training in support of Performance Management and Compensation System for management employees 0 Continue to implement Human Resources Information System to create more streamlined and effective systems Training 0 0 0 0 Administration 0 EmploverlEmDlovee Relations Develop and implement ongoing internal and external customer satisfaction feedback system for all major HR services Develop and implement employee development training on the Value of a Harassment and Discrimination Free Workplace Continue conducting quarterly management meetings Conduct annual benefits education program with employees; transition to new health insurance provider@), if appropriate Educate employees in Department of Transportation program on policies and requirements Continue review of the City's Personnel Rules in conjunction with the Business Process Review (BPR) recommendations and implement improved employmentlrecruitment processes Coordinate timetable for meeting and conferring with three employee associations simultaneously Confer with City departments to identify areas of concern with current Memoranda of Understanding Meet and confer with employee associations to communicate City Council direction and authority; share employee interest with City Council Consult with employees concerning employee relations concerns and provide direction of City policy Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing, EEOC, etc.) 43 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES Number of applicants processed Number of recruitments processed Number of eliaibles on emDlovment list WORKLOAD STATISTICS: 101r 32* 28%. Measures for Classification Review N98-99 I Number of Classification DescriDtions RevisedlCreated I 90* I I Number of Positions Reviewed I 140* I I Number of new hires I 36. I - Number of promotiondtransfers I 21’ I As of February 28,1999 KEY GOALS FOR 1999-00: PAGE TWO ACCT NO. 0011510 MRU 0011550 “Ensure the effective and efficient delivery of too-aualitv services to our Communitv.” Enhance the effectiveness of our partnerships and stay connected to our customers. 0 - Survey customer satisfaction of health beneffis Review of the grievance and discipline procedure with CCEA 1 Continue redesigning and implementing systems 0 Continue implementation of HRISPY Build organizational capaaty 0 0 Continue implementation of BPR recommendations, e.g., Municipal Code and rules revisions Coordinate all benefits into one integrated system Conduct training on Preventing Violence in the Workplace and Drug and Alcohol Prevention Review and implement alternativeflexible staffing options Deliver core Human Resources services effectively Continue process improvement in the areas of benefits, Workers’ compensation, labor relations, employee relations, recruitment, classification, HR systems, training, administration, payroll, and record-keeping - 3 SIGNIFICANT CHANGES: Staffing changes include the addition of an Office Specialist II to perform clerical duties currently performed by temporary staff. This budget also includes additional funds for HRlS support. 44 A PROGRAM: WORKERS’ COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 I1 520 MAINTENANCE & OPERATION CAPITAL OUTLAY HOURLYFTE POSITIONS I 0.00 I 0.00 I 0.00 I 0.00 MISSION STATEMENT: People are our prio rity... we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: Workers’ ComDensation Claims and Administration 0 This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. WORKLOAD STATISTICS: Measures for Workers’ Compensation Number of avoidable W/C claims Lost time due to W/C related accidents, injuries and illnesses FY 98-99 I .r .r KEY GOALS FOR 1999-00: “Ensure the effective and efficient deliverv of top-aualitv services to our Communitv.” Enhance the effectiveness of wr partnerships and stay connected to our customers 0 0 Continue redesigning and implementing systems Survey customer satisfaction of health benefits Review the grievance and discipline procedure with CCEA 0 Continue implementation of HRIS/PY SIGNIFICANT CHANGES: r New measure for FY 99-00 None. 45 PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 61 21930 MAINTENANCE & OPERATION CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program, manages the administration of property and general liability claims, works in conjunction with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize the potential risk of future losses. PROGRAM ACTIVITIES: Litiaation Manacrement: The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability claims made against the City, and to pay for related administration and insurance expenses. Risk Management works with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters in the areas of property, casualty and general liability. InsuranceISelf-Insurance: Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program; administers the general liability self-insurance funds. Claims Manaaement Directs and administers the claims management program for property, casualty and general liability by utilizing a combination of in-house services and a contract claim administrator. Loss PreventiodTraininX Provides direction, programs and training for various City departments to minimize the potential risk of future losses. KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivew of top-aualitv services to our Communitv” 0 Enhance employee safety and reduce the City’s exposure to loss by ensuring compliance with OSHA‘s illness and injury prevention program requirements and other health and safety regulations. “Create diverse broad-based economic omortunities to ensure the financial health of the Communitv and the Citv.” 0 Compile liability claim statistics to identify any areas for focused loss prevention efforts. SIGNIFICANT CHANGES: A change in liability coverage provider resulted in a significant reduction in funding required for the annual liability coverage premium. 46 PROGRAM: FUND: PROGRAM GROUP: 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 62,358 $ 64,813 $ 76,400 MAINTENANCE & OPERATION 2,107,579 2,220,927 2,470,002 CAPITAL OUTLAY 0 0 0 HEALTH INSURANCE INTERNAL SERVICE HUMAN RESOURCES 1999-00 BUDGET $ 41,500 2,495,909 0 ACCT NO. 61 31 520 MISSION STATEMENT: People are our prio rity... we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: This fund is used to pay health insurance premiums. SIGNIFICANT CHANGES: Effective July 1, 1999, the Fire bargaining unit employees will be transferring to PERS health which is not paid through this fund. 47 c 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 431,264 $ 452,203 $ 647,589 MAINTENANCE & OPERATION 741,788 819,065 988.51 9 CAPITAL OUTLAY 107,298 160,019 1,729,700 PROGRAM: FUND: PROGRAM GROUP: 199900 BUDGET $ 1,180,263 1,257.926 235,400 INFORMATION SYSTEMS INTERNAL SERVICE INFORMATtON SYSTEMS ACCT NO. 6401710 MISSION STATEMENT: Provide our customers with quality information services in a responsive and cost-effective manner. PROGRAM ACTIVITIES: Computer Support Services: Maintain hardware and software on all City computers. These computers include: 0 0 0 two HP3000 mini computers. One used for general City applications utilized by all departments and another used for cataloging and circulation by the Library. one HP9000 UNlX server used for the Financial Information System, Permits, Utility Billing and other general City use applications. two HP720 UNIX workstations used for the CWs Geographic Information System (GIs). 400 desktop computers, 10 networks and the wide area components linking together these networks and computers. Telecommunication Support Services: Maintain the voice and data telecommunications networks for all City facilities. This includes all additions and modifications to: PBX and voice mail systems Over 350 communication circuits Approximately 500 phone instruments 780 voice mail boxes New Systems Support: Implement applications and services according to user needs, which requires an analysis of the function being performed, determination of appropriate platform for compatibility, research of available solutions, installation, data migration and integration of selected solution. These may include: 0 0 0 0 applications such as water billing, business licenses, work orders, inventory and fleet maintenance replace and/or upgrade hardware and software which is not year 2000 compliant design and implement a City web site utilizing interactive and e-commerce technologies design, install and integrate new systems into the new Carlsbad City Library and the Cole Library 48 PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION SYSTEMS PAGE TWO ACCT NO. 6401710 Records Management: 0 0 Maintain City records in an identifiable and accessible manner to fuffill public, legal, and historical requirements for preservation and storage of information. Develop and implement citywide Records Management and Document Managementllmaging Programs. PERFORMANCE MEASURES: Computer SUP DO^^ Services: 0 0 0 0 Telecommunication S~pport Services: Ensure that all City computers remain operational with minimum downtime. Guarantee availability of hardware maintenance for all the City’s mini computers, workstations, desktop computers and the Citywide network. Provide support for all standard City applications. Ensure all City computers and network components are Y2K compliant. 0 0 0 New Systems SUDDOT~: Ensure that the City’s telecommunication network and its associated equipment remain operational with minimum downtime. Provide necessary support for all telephone and data communication equipment. Ensure all City voice equipment is Y2K compliant. 0 0 0 Meet the informational needs of the users and encourage the appropriate use of computers and communication technology to increase productivity and enhance communication. Ensure all systems implemented are Y2K compliant. Increase citizen access to City services through the use of technology. KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivew of top-qualitv services to our Community.” 0 0 0 0 0 0 Improve public access to information through the interactive use of Internet technologies. Develop a strategic technology plan to guide the implementation of new technologies. Participate in selection and implementation of technology to improve work processes. Prepare computing environment for the year 2000 through compliance validation and development of contingency plans. Expand staff access to network services by improving our remote dial-up capabilities. Implement Citywide Document Resource Management System. “Create diverse, broad-based economic strateqies to ensure the financial health of the Community and City.” 0 “Enhance educational opportunities and school facilities for all segments of the Community.” 0 0 Provide opportunity for online payments via e-commerce capability on City web site. Provide for a computer training facility and coordinate technology-related training efforts to increase knowledge and skills of City workforce. Develop and implement a change management and training program to assist users with the transition to the new Document Management System technology. 49 - PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION SYSTEMS PAGE THREE ACCT NO. 6401710 SIGNIFICANT CHANGES: Personnel costs Increased due to full-year salaries for the two Information System staff supporting the new Library, and additional technical support for other City applications, as well as a project manager and an application specialist to support the City's web site. Increase includes funds allocated to allow the development of a City web Technology Plan. Telecommunication charges increased because of increased capacity, built-in redundancy and operating communication lines in parallel during the Faraday move. site development, a full year of out-sourced help desk support, Y2K re-mediation and development of a Strategic - - PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS c- c c 001 3520-8540 001 9002-8540 001 9002-7550 001 3025 001 9003-9999 0019003-771 1 001 9003-9999 001 9003-9999 001 9003-7435 001 9003-7490 001 9003-7400 001 9004 001 9008 Community Promotion (Carisbad Convention and visitor's Bureau) Community Contributions Beach Parking Hiring Center Hosp Grove Debt Service Dues and Subscriptions Misc / Transfers Out Golf Course Contribution Property Tax Administration Fee Assessment Services Audit Harmony Grove Fire Contingencies (Budget request) 1996-97 1997-98 1998-99 199400 ACTUAL ACTUAL BUDGET BUDGET $207,593 $256,487 $489,180 $243,000 0 35,600 75,046 797,500 38,916 1,685,574 470,000 170,222 18,779 33,550 318,533 625,030 225,000 38,100 75,774 82852 1 13,572 331,952 490,000 177.909 22,893 22,823 20,246 1,787,765 760,000 36,000 80,070 800,000 46,500 88,000 1,680,000 190,000 59,261 94,800 0 3,943,700 0 36,000 80,000 800,000 50,000 0 600,000 21 0,000 56,000 WOO0 0 4,000,000 TOTAL $4.476.343 $4.291 -042 $8.267.51 1 $6.125.000 51 c SAFETY -4 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY MAINTENANCE & OPERATION 52 h 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 7,956,459 !$ 8,492,941 $ 9,525,920 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE 199900 BUDGET $ 9,845,800 SUMMARY 2,015,077 2,306,174 2,855,061 3,073,364 MAINTENANCE & OPERATION 183,715 I 273,500 I 188387 I CAPITAL OUTLAY I 182,807 I MISSION STATEMENT: With a commitment to professional excellence, the members of Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. In doing so we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion; we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal integrity, common purpose, and support of each other as essential to an effective and productive work environment; and we provide leadership in our profession as an example for all law enforcement and to guarantee the best possible service to our citizens. 1998 AVeraQtI ResDonse Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. In 1997, we responded on average faster to priority one calls than our goal. Priority one calls made up less than one percent of our total call volume in 1997. Priority two (urgent calls) and prionty three (calls for reports) calls made up over 99 percent of our total call volume. Our average response time in 1997 to the lowest priori call was less than 22 minutes. Priority 1 Priority 2 Priority 3 il 5 10 15 20 25 MINUTES 53 h PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE Citizen Satisfaction PAGE TWO SUMMARY In an effort to provide the best service possible to the community, the Carlsbad Police Department has been surveying victims of crime since 1991. The survey helps the department measure satisfaction and obtain feedback from citizens who have had contact with our department. Statistics represent almost 2,000 responses received todate. Please rate services pmvided by the following amas: 1 2 3 4 5 Poor Good Excellent Crime The police department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery, aggravated assault, burglary, larcenyltheft, and motor vehicle theft. 37.3 40 , 30 20 10 0 I 1997 1998 -1 FBI Index Crimes per 1,000 Population c c 54 ,- PROGRAM: POLfCE FUND: GENERAL PROGRAM GROUP: POLICE PAGE THREE SUMMARY KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivetv of towualitv services to our Communitv.” Develop and maintain department response standards which achieve high customer satisfaction. Acquire and utilize best communications and information technology. Encourage innovation and the cost-effective delivery of police services through publidprivate partnerships, regionalization, volunteerism, and community outreach programs. Plan, construct, and maintain Police facilities which meet the public safety needs of the community. “Create diverse, broad-based economic stratenies to ensure the financial health of the Communitv and the Citv.” Provide a level of safety that promotes economic income and development and reduces fear of crime. “Interrrate a comRrehensive efficient transDortation system with aualitv of Iife-centered land use decisions.“ 0 “Enhance educational omortunities and school facilities for all senments of the Communitv.” Provide resources and expertise to promote safe and efficient transportation systems. Maintain, develop, and enhance programs aimed at informing and educating the Community regarding public safety. Provide continual training and educational opportunities which promote professional and personal growth, enhance safety and service, and exceed compliance with POST standards. Continue cooperative programs to include DARE, School Resource Officers, GUIDE, Juvenile Justice Panel, and to identi future needs. 55 r" 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 261,643 $ 277,164 $ 275,849 MAINTENANCE & OPERATION 306,475 359,623 492,747 CAPITAL OUTLAY 67,812 106,360 5,715 n 199900 BUDGET $ 272,975 521,870 0 c F c ASSET FORFEITURE TOTAL FUNDING c I 80,933 120,061 0 0 $ 635,930 $ 743,147 $ 774,311 $ 794,845 r- e f PROGRAM: POLICE ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 WORK PROGRAM: Develop and administer functions and programs that support the Cis and the Police Department's statement of values in a manner responsive to the Ctty and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Programs: 0 Develop and manage programs which reduce crime, encourage citizen participation, and improve community safety. Organization: 0 Assist staff with individual and group development. Division Support: 0 Provide support to divisions to assist with meeting goals. Leadership: 0 Provide department staff with the knowledge and training necessary to carry out the department's mission. SIGNIFICANT CHANGES: None. h 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 4,002,790 $ 4,336,970 $ 4,154,199 MAINTENANCE & OPERATION 700,045 789,529 794,968 CAPITAL OUTLAY 9,956 0 90,000 -. 199900 BUDGET $ 4,480,430 752,175 99,500 PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ASSET FORFEITURE I 16,648 TOTAL FUNDING I $ 4,712,791 ACCT NO. 0012120 1,852 0 0 $ 5,126,499 $ 5,039,167 $ 5,332,105 WORK PROGRAM: Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for protection of life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service: 0 0 Investigate crimes. 0 Enforce City ordinances. Respond to calls for service for emergency and non-emergency services. Reports: 0 Take reports including crime, arrest, collisions, incident, citation, and field interview. Response Time: 0 Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: CY1996 CY1997 CY1998 - Calls for Service 63,495 64,009 67,076 Cases 9,613 8,950 9,083 Average Priority One Response 5.8 5.6 5.6 SIGNIFICANT CHANGES: In order to maintain service levels, two new patrol officers and three new patrol vehicles have been added. 57 r- t PERSONNEL rc ACTUAL ACTUAL BUDGET BUDGET $ 522,256 $ 558,550 $ 684,784 $ 725,171 P MAINTENANCE & OPERATION , CAPITAL OUTLAY PROGRAM: TRAFFIC FUND: GENERAL PROGRAM GROUP: POLICE 131,423 152,414 173,286 201,407 32,959 0 6,000 2,500 ACCT NO. 0012121 I I 1996-971 1997-98 I 1998-991 1999-001 ASSET FORFEITURE 32,900 2,620 I 0 TOTAL FUNDING $ 686,638 $ 710,964 I $ 864,070 I $ 929,078 WORK PROGRAM: Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide accident investigation and traffic safety programs to make the streets and highways safer. PROGRAM ACTIVITIES: 0 Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide targeted traffic enforcement. WORKLOAD STATISTICS: CY199 CY1997 CY1998 Total Collisions 746 775 784 --- Hit and Run Investigations 153 131 Hit and Run Cases Cleared 93% 92% SIGNIFICANT CHANGES: Addition of an Office Specialist position to allow traftic officers to spend more time in the field. 58 PROGRAM: VOLUNTEER PROGRAM FUND: GENERAL PROGRAM GROUP: POLICE PERSONNEL ACCT NO. 001 21 22 BUDGET BUDGET ACTUAL ACTUAL $ 16,124 $ -$ 2,000 $ 2,050 I I 1996-97l 1997-981 1998-991 199sool MAINTENANCE 8 OPERATION CAPITAL OUTLAY 11,707 23,211 31,400 33,500 2,188 4,142 0 0 ASSET FORFEITURE TOTAL FUNDING 23,074 8,217 0 0 $ 33,569 $ 32,647 $ 63,249 $ 58,940 WORK PROGRAM: Provide support to the members of the Police Department and help enhance community safety and security through education and crime prevention. PROGRAM ACTIVITIES: Senior Volunteer Patrol: 0 Conduct crime prevention patrols. 0 InHouse Volunteers: 0 Provide general clerical assistance. 0 Provide data entry assistance. 0 Contact crime victims. 0 Assist with traffic control and spedal events. Conduct education activities in community. Provide regular contact for homebound citizens. Provide assistance with special assignments and projects. WORKLOAD STATISTICS: CY1997 CY1998 -- Number of hours contributed 13,729 28,561 SIGNIFICANT CHANGES: None. 59 PROGRAM: RESERVE OFFICER PROGRAM FUND: GENERAL PROGRAM GROUP: POLICE PERSONNEL ACCT NO. 0012125 ACTUAL ACTUAL BUDGET BUDGET t 2,800 $ 2,570 $ 4,822 $ 4,760 I I 19sS97l 1 997-98 I 1 998-99 I 199sool MAINTENANCE 8 OPERATION CAPITAL OUTLAY 750 2,724 25,027 18,630 0 0 0 0 WORK PROGRAM: Provide assistance to the patrol and traffic functions as well as other divisions within the department by assignment as transport, cover, or working with officers. PROGRAM ACTIVITIES: 0 0 0 Provide special detail assistance to all divisions of the police department. Provide service to spring and fall fairs, Oktoberfest, marathon, and other special events. Provide assistance with follow-up and special investigations for traffic officers and detectives. WORKLOAD STATISTICS: CY 1 996 CY 1 997 CY 1998 6,000 2,078 Hours contributed by resenfe officers SIGNIFICANT CHANGES: None. 60 c. PERSONNEL PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACTUAL BUDGET BUDGET ACTUAL $ O$ 0 $ 328,818 S 334,446 ACCT NO. 0012124 MAINTENANCE L OPERATION CAPITAL OUTLAY 0 0 77,800 74,094 0 0 5,600 0 WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate hidden suspects while providing greater officer safety through the use of trained police dogs. PROGRAM ACTIVITIES: 0 0 0 0 Enforce laws throughout the City. Provide canine coverage on each patrol watch. Patrol remote areas using 4x4 vehicles. Provide canine demonstrations to schools and civic groups throughout the year to show the Capabilities of police canine teams. SIGNIFICANT CHANGES: None. 1 61 c PERSONNEL c c ACTUAL $ 0 PROGRAM: LAGOON PATROL FUND: GENERAL PROGRAM GROUP: POLICE ACTUAL C O$ I I 1996-97 BUDGET BUDGET 59,720 $ 61,696 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: ACCT NO. 0012125 1 997-98 I 199S99l I99SOO~ O1 I 131290 I OI O1 O1 Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond to concerns involving Agua Hedionda and the other lagoons within the City. Maintain order on City's trail systems and in City's parks. PROGRAM ACTIVITtES: Enforce boating regulations. 0 Monitor recreational boating operation on Agua Hedionda Lagoon. Patrol lagoon, trail, and park areas. Assist stranded boaters on Agua Hedionda Lagoon. SIGNIFICANT CHANGES: None. 62 PROGRAM: INVESTIGATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACTUAL $ 1,134,973 PERSONNEL ACCT NO. 0012130 ACTUAL BUDGET BUDGET $ 1,204,691 $ 992,270 $ 1,125,855 I I 1996-971 1997-98 I 1998-991 1998001 MAINTENANCE & OPERATION CAPITAL OUTLAY 175,188 195,096 199,272 202,780 30,433 19,816 0 2,500 ASSET FORFEITURE TOTAL FUNDING 14,322 19,816 0 0 $ 1,340,594 $ 1,419,603 $ 1,191,542 $ 1,331,135_ WORK PROGRAM: Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property and evidence. WORKLOAD STATISTICS: CY1996 CY1997 CY1998 Number of Reports Assigned for Investigation 1,489 1,567 Violent Crime Clearance Rate 48% 52% 48% Property Crime Clearance Rate i 8% 27% 22% Property Recovery Rate 33% 37% 26% SIGNIFICANT CHANGES: CAL-ID evidence technician included which will increase the incidence and speed of suspect identification, provide faster processing of major crime scenes and increase patrol officer availability. 63 c PERSONNEL c 8 313,610 $ 274,590 $ 320,574 $ 321,909 ire- MAINTENANCE & OPERATION CAPITAL OUTLAY PROGRAM: VIC EINARCOTICS FUND: GENERAL PROGRAM GROUP: POLICE 59,582 20,892 47,830 67,924 0 25,095 2,900 0 I I ACTUAL^ ACTUAL^ BUDGET I BU ASSET FORFEITURE 49,621 25,095 I 0 TOTAL FUNDING $ 373,192 $ 320,577 I $ 371,304 I $ 389,833 - WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. ldenti and assist in the prosecution of those responsible for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities. WORKLOAD STATISTICS: ACCT NO. 0012131 Felony and Misdemeanor Arrests SIGNIFICANT CHANGES: None. CY1996 CY 1997 CY I 998 116 138 123 64 PROGRAM: JUVENILE DIVERSION FUND: GENERAL PROGRAM GROUP: POLICE PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY ASSET FORFEITURE TOTAL FUNDING WORK PROGRAM: 199897 ACTUAL $ 54,427 49,682 0 0.00 54,741 49,368 $ 104,109 I 997-98 ACTUAL $ 58,155 53,693 0 ,- 58,173 53,675 $ 111,848 I 1998-9f BUDGE1 60,736 83'91 7 0 144,653 0 ACCT NO. 0012132 - $ 144,653 83,601 0 -4 Provide juvenile diversion sewices and programs to all age levels of youth within the City of Carlsbad, both delinquent and predelinquent and within and prior to the criminal justice system. SIGNIFICANT CHANGES: None. -. 65 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE 1996-97 1997-98 ACTUAL ACTUAL PERSONNEL $ 50,128 $ 46,295 MAINTENANCE & OPERATION 13,791 12,455 CAPITAL OUTLAY 0 0 ACCT NO. 001 21 33 1998-99 199800 BUDGET BUDGET $ 100,732 $ 46,883 19,791 20,075 0 30,000 WORK PROGRAM: Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department. PROGRAM ACTIVITIES: Physically maintain and accurately track all property and evidence. Return property to lawful owners. Dispose of property according to law. c c SIGNIFICANT CHANGES: 1999/2000 budget indudes a new computerized inventory system to replace the old system which was not year 2000 compliant. 66 PROGRAM: FAMILY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012134 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide follow-up investigation leading to the identification and apprehension of persons responsible for the commission of crimes related to juvenile offenders, juvenile victims, and domestic violence incidents. Provide coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: 0 0 Investigate and follow-up on crime and incident reports as they relate to all phases of the family. Assist in the coordination of diversion, prevention, and education activities offered by the department such as DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None. 67 c c c PROGRAM: SUPPORT OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 MAINTENANCE & OPERATION CAPITAL OUTLAY ASSET FORFEITURE WORK PROGRAM: Provide support to the police department in the form of training, automated systems coordination, and personnel recruitment and hiring. PROGRAM ACTIVITIES: 0 Coordinate all department training. 0 Recruit new employees. 0 0 Organize testing programs and conduct POST mandated preemployment investigations. Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer network. SIGNIFICANT CHANGES: This division was formerly named 'Technical Services." The annual budget for the Automated Regional Justice Information System (ARJIS) has been transferred from 0012145 to this division. r.. c 68 PROGRAM: D.A.R.E. FUND: GENERAL PROGRAM GROUP: POLICE 1-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 138,587 $ 138,206 $ 145,028 MAINTENANCE & OPERATION 9,257 8,702 16,510 CAPITAL OUTLAY 0 0 0 ACCT NO. 0012141 199900 BUDGET $ 209,780 23,570 34,500 ASSET FORFEITURE 3,778 8,542 I 0 TOTAL FUNDING $ 147,844 $ 146,908 I $ 161,538 I $ 267,850 WORK PROGRAM: Assist elementary and junior high school students in recognizing and resisting the pressures of drug use through education. PROGRAM ACTIVITIES: 0 Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high schools. Assist schools and parents with drug abuse prevention programs. SIGNIFICANT CHANGES: Additional DARE Officer added to maintain service level for school-based antidrug education. 3 69 PROGRAM: CRIME PREVENTION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012142 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help reduce the fear of crime through the dissemination of information. PROGRAM ACTIVITIES: 0 Target all groups within the community including crime victims and utilize community forums, surveys, media, newsletters, and direct mailings. Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security. 0 SIG NI FlCANT CHANGES: None. c c 70 PROGRAM: POLICE SCHOOL RESOURCE OFFICERS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012143 MAINTENANCE 8 OPERATION CAPITAL OUTLAY ASSET FORFEITURE WORK PROGRAM: Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among students, citizens, and educators. PROGRAM ACTIVITIES: SIGNIFICANT CHANGES: Maintain order and enforce laws on school campuses located within the City of Carlsbad. Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement in general. -. - -. None. 71 P P- c PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012144 MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide police and fire communications including answering calls for service and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: 0 Provide routine and emergency communications service to police, fire, and emergency medical programs. WORKLOAD STATISTICS: Police Calls for Service SIGNIFICANT CHANGES: CY 1 996 CY 1 997 CY 1998 63,495 64,009 67,076 In order to maintain adequate staffing levels, a Communication Operator position has been added. P c- c 72 PROGRAM: POLICE RECORDS FUND: GENERAL PROGRAM GROUP: POLICE 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 217,993 $ 206,324 $ 262,565 ACCT NO. 0012145 199800 BUDGET $ 258,683 MAINTENANCE 8 OPERATION I 100,380 I 106,557 I 147,487 34,720 I I CAPITAL OUTMY WORK PROGRAM: Provide processing, filing, and maintenance of all department law enforcement official records. Responsible for data entry into the ARJIS system and for statewide reporting of crime information. Responsible for public reception, information, and fingerprinting services for the public. PROGRAM ACTIVITIES: 0 Process police records including arrests, crime cases, citations, traffic collisions, and incident reports. WORKLOAD STATISTICS: -i CY1996 CY I 997 - CY 1998 Police Calls for Service 9,613 8,950 9,083 SIGNIFICANT CHANGES: The expenses for the ARJIS system have been transferred to Support Operations 0012140. 73 c c P-- 1996-97 ACTUAL PERSONNEL $ O$ PROGRAM: VARIOUS FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE 1999-00 ACTUAL BUDGET BUDGET O$ O$ 52,000 1997-98 1998-99 ACCT NO. 1212110 MAINTENANCE & OPERATION CAPITAL OUTLAY 0 79,149 9231 7 38,ooo 0 26,255 60,500 100,000 WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the police department's narcotics enforcement efforts. These funds are restricted by statute for use by the police department only and cannot be used to supplant existing budgets. Personnel includes overtime for officer training for the new patrol laptop computer project and for training on responding to barricaded subjects, hostage situations and other similar incidents. Maintenance and operation expenses include software, hardware, and training for the new patrol laptop computer project. Capital outlay includes laptop computers for all patrol officers. SIGNIFICANT CHANGES: None. 74 PROGRAM: BICYCLE PATROL FUND: COPS GRANT PROGRAM GROUP: POLICE 1997-98 1998-99 ACTUAL BUDGET $ ia,ooa $ 312,340 9,447 5,557 0 0 1999-0( BUDGR $ - 0 0 - ACCT NO. 123XXXX & PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY 199697 ACTUAL $ 36,320 2,545 0 WORK PROGRAM: This is the third year the Ci has received funding per Assembly Bill No. 3229 (Brulte) Citizens Option for Public Safety (COPS). The City Council approved the Police Department's request to use these funds for the continued hiring of lwo full-time officers for assignment to the year-round bicyde patrol. Prior to the first year of the grant, the and downtown areas as well as other areas as required for special enforcement. bicycle patrol was only seasonally staffed during the summer months. The bicyde patrol members patrol the beach PROGRAM ACTIVITIES: - -i The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown and beach areas of the City as well as other areas as needed. I SIGNIFICANT CHANGES: - Funding for 199900 was appropriated in 1998-99 and will be carried forward to 1999-00. 75 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 6,133,629 $ 6,324,445 $ 6,929,102 MAINTENANCE & OPERATION . 1,052,103 1,144,565 1,478,849 199400 BUDGET $ 6,968,685 1,564,829 c PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE SUMMARY 48,681 184,120 127,992 1,709,480 CAPITAL OUTLAY MISSION STATEMENT: The Fire Department’s mission is to provide fast, effective and courteous fire, rescue, medical, inspection and prevention services to the Community. We measure our success in accomplishing our mission through customer surveys, comparative analysis, operational effectiveness and goal accomplishment. WORKLOAD STATISTICS: : Paramedic Satisfaction Survey Total Incidents By Year I c 1994 1995 1996 1997 1990 Priority 1 average response times in minutes: 4.39 4.42 4.55 4.60 4.70 1 2 3 4 5 Unacceptable Poor Satisfactory Good Excellent Incidents & ResDonse Times: The Fire Department continues to meet its goal of a five minute average response time to priority one calls, with a four minute and 47 second average. The above chart shows a gradual increase in both number of incidents and response time over the last five years. This increase corresponds somewhat to a similar increase in population. Customer Service Ratings: In FY 98-99 the Fire Department began surveying customer satisfaction. The above chart shows our customer satisfaction level for emergency medical services. The results show that our paramedics continue to live up to the department’s reputation for treating all patients as we would our own family. 76 PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE PAGE TWO SUMMARY KEY GOALS FOR 199940: “Ensure the effective and efficient delivew of topsualitv services to our Communitv.” 0 Evaluate and select a computer aided dispatch technology that maximizes our resources and response times by fully utilizing our 800 MHz Communications System. “Create diverse, broad-based economic omortunities to ensum the financial health of the Community and the Citv.” 0 Complete a Fire Department strategic plan based on the comprehensive self-assessment process developed by the National Fire Service. “Enhance educational opportunities and school facilities for all seaments of the Communitv.” 0 Maximize public education opportunities by implementing a new educational program based on identified fire and life safety problems within our community with a goal of educating the greatest number of people in our target audience as possible. 77 c 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET 278,008 $ 198.208 $ 235,460 $ PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE 1999-00 BUDGET $ 291,315 PERSONNEL IMAINTENANCE IL OPERATION I 116,047 I 213,613 I 266,026 I 313,268 I CAPITAL OUTLAY 3,653 I 82,502 1,596,473 99,500 I WORK PROGRAM: The Administration Division coordinates the overall operation of the Fire Department. 7 ACCT NO. 001 221 0 PROGRAM ACTIVITIES: Coordination: Provide program direction and planning for all divisions. 0 0 0 0 Implement and support Fire Department specific vision, mission, and values. Continue supervisory training and seminars for all fire captains. Facilitate team building programs for all members of the management team. Promote increased communications and participation at all levels within the department. Planning Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire services. 0 0 0 0 Coordinate department information systems. 0 Continue to oversee the department-wide self-assessment process and develop a department strategic plan. Monitor development under the Growth Management -ram taward scheduling the rebcatm ‘ of Fire Stations 3 8 6. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response, JPAs. Participate in regional planning activities, including 800 MHz Regional Communication System and continue studying the feasibility of a North County Regional Training Facility. SIGNIFICANT CHANGES: Budget includes the addition of a .75 Office Specialist II position. F- r 78 h PERSONNEL PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACTUAL ACTUAL BUDGET BUDGET $ 5,636,536 $ 5,741,674 $ 6,272,502 $ 6,293,860 ACCT NO. 001 2220 I I 1-971 1997-98) 1998-99) 199940) IMAINTENANCE OPERATION I 712,199 I 722,826 I 955,370 I 999,272 I CAPITAL OUTLAY I i 45,028 I 45,400 I 69,007 I 82,120 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. '- A PROGRAM ACTIVITIES: Emergency ReSROnSe: Maintain an effective fire and medical emergency response system throughout the City. 0 0 Maintain fire apparatus, equipment, and facilities at a high level of readiness. Maintain an average response time of five minutes or less to priority one fire and medical calls for service. Training Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the services provided to the citizens. 0 0 0 Provide technical training to all shift personnel on a monthly basis. Train personnel to meet individual and company performance standards. Provide 24 hours of EMS continuing education to all field personnel. - Service: Operations personnel will maintain a positive community profile of service, friendliness, and responsiveness. 0 Engine companies to participate in public education programs, special community events, and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: Budget includes funding for a new Battalion Chief position in exchange for an unfunded Fire Captain Specialist position. Additional funding is also included for an Emergency Vehicle Operator Course as well as increased funding for public education for schools. The Fire Department, in cooperation with Public Works, will be implementing a trench rescue program to enhance the City's resource coordination and ability to respond to trench rescue incidents. 79 c- PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 1996-97 1997-98 1998-99 1999-0( ACTUAL ACTUAL BUDGET BUDGEl PERSONNEL $ 298,885 $ 347,311 $ 378,592 $ 383,510 MAINTENANCE & OPERATION 117,972 39,625 37,243 40,429 CAPITAL OUTLAY 0 0 16,000 2,500 WORK PROGRAM: Manage the potential for fire loss in the community through Fire Code enforcement and public education activities which increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: c Enforcement and Ennineerinn: Provide code enforcement occupancy inspections in existing public buildings and those under construction. 0 0 0 0 0 Provide training and administrative support for engine company code enforcement activities. Conduct periodic fire inspections in all City buildings and high-risk occupancies. Perform code compliance reviews on construction plan submittals within 10 calendar days. Perform new construction inspections within 24 hours of request. Conduct code compliance inspections in licensed care facilities. SIGNIFICANT CHANGES: Prevention services will be relocating to the new building on Faraday and with the cooperation of Engineering, Planning, and the Water Department, will implement a more efficient development review process that offers all development-related services at one location. Budget includes funding for the addition of one full-time equivalent hourly employee to assist with Fire Prevention Services. 80 PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 001 2235 MAINTENANCE & OPERATION CAPITAL OUTLAY 52.281 0 94,031 0 156,200 0 151,200 0 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selectiie abatement program. PROGRAM ACTIVITIES: Hazard Identification: Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. 0 0 0 Select 900-1 100 parcels for clearance. Obtain City Council approval for abatement. Mail notices to property owners in May. Assure abatement of hazards on property identified in hazard identification phase. Inspect all property notii. During May through July, clean all property not previously abated by owners. Manage contractor performance and payment system. Obtain City Council approval to place abatement costs onto individuals property tax roll in July. Submit charges to County Auditor for recovery by property tax billing by August. SIGNIFICANT CHANGES: None. ”! 81 c PERSONNEL PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACTUAL ACTUAL BUDGET BUDGET $ O$ O$ O$ 0 ACCT NO. 0012240 i I 1996-971 1 997-98 I 1998-99l 1999-00~ MAINTENANCE & OPERATION 53,604 74,470 64.01 0 60,660 I 28400 I CAPITAL OUTLAY WORK PROGRAM: To exercise and improve coordination plans that enable Carlsbad to effectively utilize its resources in responding to and recovering from. natural or manmade disasters. PROGRAM ACTIVITIES: Trainina and Education: Conduct classroom and simulation training sessions for all key City staff members. 0 Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements. 0 Continue providing basic emergency response training to all City employees. Inter-Aaencv Plannina Continue the involvement of other agencies in the planning process providing coordination with City plans. 0 Maintain Ci Emergency Plan. 0 Ensure City is prepared to respond to any Year 2000 related incidents. SIGNIFICANT CHANGES: A CEMAT consultant has been retained to assist in the coordination of City training, planning and disaster preparedness efforts. c c , 82 DEVELOPMENT PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 3,199,697 $ 3,396,890 $ 3,943,429 SUMMARY 199900 BUDGET $ 3,882,762 6,221,438 181,421 MAINTENANCE & OPERATION CAPITAL OUTLAY 6,189,003 6,359,624 6,439,010 369,078 788,848 314,945 c a3 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT PERSONNEL I I 1996-9i ACTUAL $ 301,678 191,804 6,998 MAINTENANCE & OPERATION CAPITAL OUTLAY 165,850 0 MISSION STATEMENT: 1997-9e ACTUAL $ 330,154 176,849 3.013 $ 51 0,016 ACCT NO. 0013010 THRU 0013015 199s99l 1999-001 The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and respect for diversity. We enhance the health, safety, welfare and the quality of life for people at all economic levels who live, work or visit Carlsbad by providing for: Development of high quality projects and public facilities. Preservation of the local environment. 0 Diverse housing, employment and enrichment opportunities. A strong and stable economic base. PROGRAM ACTIVITIES: Coordination: 0 Continue quarterly review of all interdepartmental goals and objectives. Coordinate the activities of all Community Development Departments at the development processing counter Provide support and direction to all Community Development Departments involved with achievement of the City’s Affordable Housing, Growth Management and Economic Development goals. Communication: Conduct periodic meetings and workshops to assist Community Development staff and various commissions in understanding the development process, and pertinent laws and regulations. 0 Encourage departmental and interdepartmental meetings which allow Community Development staff to participate in problem identification and resolution. Act as a liaison between community organizations and City staff in initiating and implementing programs which provide social benefit to the local population. 84 r PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013015 KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivenf of toDsualitv services to our Community.” 0 Provide timely response to inquiries by knowledgeable staff; continuing to measure customer satisfaction with service delivery through the use of user surveys, and user feedback from customers to improve service delivery. Examples are: 0 Develop a measurement for volume of the walk-in and telephone contact at the Community Development public services counter. Average 24-hour response on code enforcement for non-health and safety calls. Average same day responses for all others. 0 Develop an organizational plan to move Community Development to a new facility. 0 Prepare an alternatives analysis for the Cole Library Renovation Project. 0 ‘Create diverse broad-based economic strateaies to ensure the financial health of the Community and the Citv.” 0 Manage the construction of the Carlsbad City Library project. Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or individual single-project permitting (depending on Council policy direction) for all City projects and selected high priority private projects which have been identified by the City Council. Reassemble the project design team, develop a revised schedule, and undertake the remaining design, entitlement, financing, and construction activities necessary to complete the golf course project. “Enhance educational opportunities and school facilitiesfor all seaments of the Community.” 0 0 Expand the Community Development Organizational Effectiveness program, establishing new and innovative opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training for supervisors and managers in conflict management, time management and coaching/confronting. SIGNIFICANT CHANGES: None. 85 PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING PERSONNEL ACCT NO. 001521010013220 ACTUAL ACTUAL BUDGET BUDGET $ 1,562,326 $ 1,581,310 $ 1,835,029 $ 1,756,780 r I 1996-971 1997-98 I 1998-991 1999-001 433,848 634,045 MAINTENANCE & OPERATION 629,469 633,680 CAPITAL OUTLAY MISSION STATEMENT: The Planning Department’s mission is to guide the planned physical development of the City in a manner that presenres the quality of life for its citizens. PROGRAM ACTIVITIES: Implementation of General Plan: Ensure that all new planning programs and development projects comply with the General Plan. Preparation of Special Studies and Policv Review: Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council and Planning Commission regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental ordinances. Update development standards as needed. Review of Development Proiects: Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental ordinances. Update development standards as needed. Implementation of Growth Management Plan: Ensure that all development complies with the performance standards of the Growth Management Plan. PERFORMANCE MEASURES: 1. 1. 2. 1. 2. 1. Implement programs contained in the updated General Plan. Complete the update of the Housing Element. Complete the Carlsbad Ranch Overlay Zone and the Carlsbad Boulevard Realignment Study. Continue to address issues related to endangered species, and preparation of the Habitat Management Plan. Ensure timely processinglreview of projects in the City. Continue to review project processing pro- cedures. Administer the Growth Management Program, including on-going monitoring of activities. 86 rc- PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING PAGE TWO ACCT NO. 0013210/0013220 NUMBER OF PLANNING APPLICATIONS CONSIDERED BY PLANNING COMMISSION NUMBER OF PLANNING APPLICATIONS CONSIDERED BY CITY COUNCIL 40 35 30 25 20 15 10 5 0 1997 Dl998 ‘ 1st Qtr ’2nd Qtr’ 3rd Qtr ’ 4th Qtr ’ Applications Considered by Plannina Com- mission: The numbers reflect a 46% increase for 1998 over 1997. Administrative approvals of PIPS, Sign PermitslPrograms, and Administra- tive Variances are not included in the above numbers and account for a 38% increase (176 in 1997 and 243 in 1998). c KEY DEPARTMENT GOALS - FY 99-00; c ’ 1st Qtr ‘2nd Qtr‘ 3rd Qtr ’ 4th Qtr ’ Applications Considered by Citv Council: The increase of 15 to 28 items, forwarded to Council from Planning Commission, reflects an 86% greater activity level. “Ensure the effective and efficient deliverv of toosualitv services to our Community.” Ensure top-quality services to our customers and citizens. Ensure that all development projects comply with City planning codes and policies. Continue to review all procedures and systems to ensure the timely processing of all applications, particularly ones that create economic opportunities. 0 Provide strategic advice regarding land use and long-term planning in the City. “Create diverse, broad-based economic strateqies to ensure the financial health of the Community and the Citv.” Complete the Carlsbad Ranch Overlay Zone. “Enhance educational opportunities and school facilities for all seqments of the Community.” Continue working with the school districts, providing land use and long-term planning information to assist the districts in school location decisions. SIGNIFICANT CHANGES: None 87 1-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 82,567 $ 90,372 $ 172.026 MAINTENANCE 8 OPERATION 79.060 49,225 68,245 CAPITAL OUTLAY 0 3,141 22,866 MISSION STATEMENT: 199900 BUDGET $ 196,457 112,998 0 The Carlsbad GIS provides Geographic Information System processing sewices to all City departments, and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: System DeveloDment: Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City‘s spatial and spatially-related data. Wi the addition of a GIS Applications Specialist to the GIS staff, we will be able to more effectively expand the GIS program to enable various City staff to use GIS technology. Database DeveloDment: Continue adding data layers to the entetprise-wide GIS, particularly in the areas of Public Works-related infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.). Database Maintenance: Maintain the parcel base map and street map for changes in parcel boundaries, land subdivision, and newire-aligned streets. WORKLOAD STATISTICS: FYI 997 FY 1998 FY1999 (est) Number of Service Requests 181 229 250 KEY GOALS FOR FY 1999-2000: “Ensure the effective and efficient delivery of toD-aualitv services to our Communitv” . Participate in the development of a Public Works Facility Management System utilizing GIS technology. Continue to reduce the cycle time between request and delivery of productdservices. Disseminate GIS capabilities to City staff at the desktop level. SIGNIFICANT CHANGES: New software will be implemented which will allow direct access to all spatial data from the various geographic information systems used by the City. PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT 1996-97 1997-98 ACTUAL ACTUAL 88,946 $ 91,488 12,801 8,332 $ PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLYETE POSITIONS 1998-95 BUDGET $ 103,012 39,985 MISSION STATEMENT: O1 O1 0 ACCT NO. 001 351 0 BUDGET 1999001 $ 99,010 33,670 O1 -1 0.00 Plan, organize and direct the implementation of the City’s Economic Strategic Plan. PROGRAM ACTIVITIES: Land Use: Develop and implement land use and infrastructure strategies consistent with the General Plan, that enhance and promote economic development in Cadsbad. Public Policy: Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life and consider the fiscal needs of the City. Economic Resources: Identify resources, opportunities and areas of economic focus. optimize the positive effects they have on the community. Promotion and Marketing: Support public and private activities that focus on attracting desirable businesses and industries to the City, and supports local tourism. Public Relations and Education: Provide opportunities for increased organizational, local business and citizen awareness of demographics and economic goals and activities. Establish programs to PERFORMANCE MEASURES: Number of new and existing companies visited annually. Number of economic development presentations made annually to local organizations. KEY GOALS FOR 1999-00: “Create diverse, broad-based economic strategies to ensure the financial health of the Community and the City.” Develop and coordinate Carlsbads Business Attraction and Retention Program. Participate in regional economic development activities and projects. Identify and monitor progress of development projects that provide economic benefit to the City. Implement the City of Carlsbads Economic Development Strategic Plan. SIGN IF I CANT CHANGES : None. 89 L4 PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION - ACCT NO. 0013610 - - MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: The Building Department reviews applications for building permits, routes applications to applicable departments, issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The department also provides code enforcement services for the City for zoning, housing, building, and other Municipal Code violations. PROGRAM ACTIVITIES: Receipt of building pennit applications, coordination of building permit approvals, issuance of building permits, inspection of new and remodeled structures, and related code enforcement activities. PERFORMANCE MEASURES: The department tracks inspections per day per field inspector and a number of other statistical reports associated with workloads. Code enforcement has produced a quarterly report and will be revising the format of this report to reflect ICMA recommended performance measurements for code enforcement. KEY GOALS FOR 199940: “Ensure the effective and efficient delivery of topquality services to our Community.“ 0 Complete moving Community Development and Administrative Services building project. Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. ”Enhance educational opportunities and school facilities for all segments of the Community.” Develop and implement an internship program for building inspectors. SIGNIFICANT CHANGES : The department is requesting additional funding for miscellaneous professional services to employ contract building inspectors during peak inspection demand periods. The department is also requesting funding for an intern building inspector program to train in-house City employees for a career in building inspection. IC c- h PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT MAINTENANCE & OPERATION $ 4,970,007 CAPITAL OUTLAY SUMMARY MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Rental Assistance Homebuyers Assistance New Construction Rehabilitation Enhancing Opportunities Career Development Plans 0 innovation 0 Goals Promoting Business Development Jobs Sales Tax New Products State Funds Creating a Community Spirit Transportation Education Social Services Family Self-Sufficiency Villaae Vision Creativity Expansions Revitalization 0 Beautification Increasing Revenues Federal Funds Property Tax Excellent Service 91 PROGRAM: REDEVELOPMENT OPERATIONS 3 FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410 1997-98 ACTUAL 8 146.553 I I 1996-9; 1998-99 1999.00 BUDGET BUDGET $ 158.799 $ 145,630 PERSONNEL MAINTENANCE & OPERATION 335,453 CAPITAL OUTLAY 0 ACTUAL $ 204,064 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: I I I 235,293 I 325,147 I 276,463 I OI OI 1 OI Implementation of the Carlsbad Villaqe Redevelopment Master Plan: 0 0 0 0 Coordination of project development and permit processing. Implementation of the Facade Improvement Program. Administration of the Parking-ln-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development. Communitv Relations and Public Relations Proaram: 0 Work with the Carlsbad Village Business Association and other business organizations to continue community 3 awareness and public relations activities on behalf of the Redevelopment Agency. Implement the Village Beautification Program through coordination of maintenance efforts in the Village. Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail Station and surrounding properties. 0 0 - - PERFORMANCE MEASURES: 0 Process fifteen (15) redevelopment permit applications for improvements to existing structures or new construction projects. Process five (5) preliminary review applications. Process four (4) Facadelsignage Improvement Grants. Facilitate the development of at least one “special opportunity project” identified in the Village Redevelopment Master Plan. Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program. Process ten (IO) sign permit applications. - 92 c PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT KEY GOALS FOR 1999-00: PAGE TWO ACCT NO. 8013410 “Create diverse, broad-based economic stratenies to ensure the financial health of the Communitv and the Citv.” Process redevelopment permits of all types for projects within the Village Area which represent high quality development or redevelopment of properties and buildings. Implement a program to attract and retain desired businesses based on the results of the residentlcustomer survey conducted by SANDAG. “Integrate a comprehensive efficient transportation system with Quality of Iife-centered land use decisions.” Implement the Village Area Parking Program which supports publidprivate partnerships in financing the maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses andlor tourist activities. Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate required improvements to eliminate any impediments. Complete and implement the Transportation Corridor Master Plan within the Village which supports transit- oriented development. SIGNIFICANT CHANGES: None. P r‘ c 93 PROGRAM: REDEVELOPMENT DEBT SERVICE FUND: REDEVELOPMENT DEBT SERVICE PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8023412 PERSONNEL I I 1 996-97 I 1997-981 199s99( 1999-001 ACTUAL ACTUAL BUDGET BUDGET $ 0s O$ O$ 0 MAINTENANCE & OPERATION I 1,631.500 1,679,491 1,120,000 1,082,000 !CAPITAL OUTLAY I I I MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: 0 Bond Interest Pavments: Process payments on principal and interest amounts due. 0 Propertv lax Administration Chames: collection of property taxes on behalf of the Redevelopment Agency. Process payment to San Diego County for administration and PERFORMANCE MEASURES: 0 Completion of program activities in a timely fashion. KEY GOALS FOR 1999-00: “Ensure the effective and efficient deliverv of topquality services to our Community.” Complete payments on bond interest principal amounts in a timely fashion as required under issuance criteria. Complete payment to County of San Diego for administration and collection of property taxes in accordance with the billing invoice from the County. SIGNIFICANT CHANGES: None 94 PROGRAM: LOW/MODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420 MAINTENANCE & OPERATION CAPITAL OUTLAY MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housinn Proiect Processinn Procedures: 0 Affordable Housina Project Coordination: 0 Continue development of affordable housing project processing procedures. Assist in the structure and implementation of affordable housing projects. P Affordable Housina Education Prosram: 0 Direct educational programs for citizens, businesses and government agencies interested in affordable housing. r c PERFORMANCE MEASURES: Process at least three (3) requests for financial assistance through the Housing Policy Team. Use existing low and moderate income housing funds to purchase property for an affordable housing project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition of existing units and rehabilitation. Participate in at least three (3) outreach programs, professional conferences, and/or citizen and business groups on affordable housing. KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivery of top-qualitv services to our Communitv.” 0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing Ordinance. “Create diverse. broad-based economic strateaies to ensure the financial health of the Community and the citv.“ 0 Attract and retain target industries, businesses and jobs that result in improved economic health through the implementation of affordable housing programs which serve to enhance the jobshousing balance within the community. 2- SIGNIFICANT CHANGES: None. 95 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 207,558 $ 216,477 $ 208,331 MAINTENANCE & OPERATION 2,630,755 2,480,273 2,688,985 CAPITAL OUTLAY 0 0 0 MISSION STATEMENT: 199900 BUDGET $ 196,085 2,795,950 0 Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance 0 0 0 0 Familv Self-Sufficiency 0 0 0 0 Provide federal funding to subsidize rents for 503 very-low and low income households. Assist low-income households in the community to access rental housing that is decent, safe and sanitary. Ensure program is being administered in compliance with federal regulations, federal guidelines and the Carlsbad Administrative Plan. Achieve and maintain a lease rate that effectively utilizes funding allocation. Designed to enable unemployed, under-employed or under-educated low income families to achieve economic independence from welfare. Assist families in identifying barriers to becoming self-sufficient. Provide guidance to the family to establish a five year goal and plan. Coordinate needed support services and acts as an advocate on behalf of the client. Community Omortunities Prwram 0 0 0 Collaborative effort among several local housing agencies. Provide education and guidance to rental assistance participants to reach personal goals and career objectives, emphasizing housing opportunities in neighborhoods of choice. Participate in ongoing implementation of program changes and marketing of the program to participants and owners in Carlsbad. PERFORMANCE MEASURES: 0 0 0 Expand rental assistance knowledge by conducting community workshops, providing quarterly Owner 0 0 Average families assisted: 474 Achieve and maintain a monthly lease rate utilizing 90-95% of allocated funds. Update and revise Administrative Plan to adopt changes in federal regulations. newsletters and conducting an owner workshop. Funding utilized FY 1997-1998: 88% 96 c- c PROGRAM: RENTAL ASSISTANCE PAGE TWO FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 100340113403 KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivew of toWualitv sewices to our Community.” Encourage the innovative, cost effective delivery of City Services mechanisms such as: publidprivate partnershipslnon-profit organizationslenterprise serviceslregionalizatiodconsolidation. Revise and update the Tenant-Based Rental Assistance Administrative Plan to incorporate the upcoming program changes outlined in the Quality Housing and Work Responsibility Act. “Enhance educational ormortunities and school facilities for all senmen& of the Community.” Develop, maintain, and enhance programs that result in an informed, knowledgeable and involved public through enhanced Community dialogue. Increase owner and community knowledge of the Tenant-Based Rental Assistance Program by collaborating with non-profit and social service agencies; make presentations to business and community organizations, non- profit and social service agencies and local citizen groups; and expand informationalleducational materials. SIGNIFICANT CHANGES: None. 97 PROGRAM: AFFORDABLE HOUSING I FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 21,157 $ 86,475 $ 121,744 1999-00 BUDGET $ 112,740 10,375 I MAINTENANCE 81 OPERATION 57,127 I CAPITAL OUTLAY ~ ~ ~ 135,618 MISSION STATEMENT: 117,525 Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Programs 0 Provide staff support to implement the various affordable housing programs as set forth within the City's housing element including: 0 0 0 Provide staff support to the Housing Commission Carlsbad Homebuyer Assistance Program (CHAP) Mortgage Credit Certificate Program (MCC) Single and multi-family residential rehabilitation programs 0 Affordable Housing Financial Assistance 0 Negotiate and prepare financial assistance and loan documents for construction of single and multiifamily affordable housing projects. lnclusionaw Housing 0 Implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance. Negotiate and prepare affordable housing agreements. Monitor the development and operation of affordable housing developments. 0 0 WORKLOAD STATISTICS: N97-98 1. Affordable Housing Units Approved: 257 units 2. Affordable Housing Units Construction Starts; 35 units 3. Financial Assistance to Affordable Housing Projects; $1,235,000 N98-99 (Est.) 429 units 326 units $,150,000 98 h h. c c PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT KEY GOALS FOR 4999-00: PAGE TWO ACCT NO. 1333421 “Enhance educational opportunities and school facilities for all segments of the Community.” Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through enhanced community dialogue. 0 Perform public outreach by making presentations to citizen, business and service groups, serve on regional affordable housing committees and task forces, and make presentations at professional conferences about affordable housing programs and their benefits to the City of Carlsbad. Collaborate with school districts to accomplish mutually set goals and help the schools better fulfill their obligation to provide facilities meeting the Community’s needs. 0 Work with the school districts, developers of affordable housing and the State of California to implement the provisions of Senate Bill 50 to provide financial assistance for the payment of school fees for affordable housing developments in Carlsbad. SIGN I FlCANT CHANGES: None. 99 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 39iwi~~.39i7000 1997-98 1998-99 BUDGET ACTUAL $ 94,123 $ 93,855 I I 19969; 199BOc BUDGET $ 97,070 & PERSONNEL IMAINTENANCE & OPERATION ACTUAL $ 78,321 I 325,828 CAPITAL PROJECTS I 169,407 298,268 341,576 307.342 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Communitv DeveloDment Block Grant Prwram 0 0 0 Residential Rehabilitation Proaram 0 Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identi activities to be included in the consolidated funding plan for the CDBG Program. Prepare consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) for approval. Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding. Monitor activities of grant subrecipients to ensure that HUD and City requirements are met. Prepare consolidated annual performance and evaluation report for review and approval by City Council and HUD. Administer program in cooperation with County of San Diego to allow rehabilitation of residences owned by low and moderate income families or individuals. PERFORMANCE MEASURES: 0 0 0 0 Hold four public meetings to review and obtain comments on the Ci’s CDBG Program. Conduct selection process to identi a minimum of ten local public service agencies which should be assisted with funding through the CDBG Program. Monitor grant subrecipients and maintain documentation necessary to meet federal guidelines to continue receiving CDBG funds. Assist in providing grants and/or loans to at least four low to moderate income families or individuals to rehabilitate their homes. KEY GOALS FOR 199940: “Ensure the effective and efficient delivew of tormualitv services to our Community.” Provide timely responses that result in high customer satisfaction. “Enhance educational opportunities and school facilities for all segments of the Communitv.” Develop, maintain, and enhance programs that result in an informed, knowledgeable and involved public through enhanced community dialogue. SIGNIFICANT CHANGES None. 100 c c c SERVlC ES c 1996-97 ACTUAL $ 4,184,473 c PROGRAM: COMMUNITY SERVICES 1997-98 1998-99 199940 ACTUAL BUDGET BUDGET $ 4,178,283 $ 4,764,401 $ 5,958,087 FUND: VARIOUS DEPARTMENT: VARIOUS rc c PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY c 2,172,442 76,568 2,361,838 3,004,411 3,603,605 58,331 185,635 120,950 SUMMARY * I I I I GRAND IOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 101 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY MAINTENANCE 8 OPERATION CAPITAL OUTLAY PROGRAM DESCRIPTION: The Carlsbad City Library provides educational, informational and recreational services for all community residents; provides both print and non-print resources that respond to the interests and needs of a diverse population; provides convenient access and adequate space for users and resources; and promotes a broad awareness of the library and its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge. KEY GOALS FOR 199940: "Ensure the effective and efficient delivew of top-auality services to our Community." 0 0 Complete development of a fully networked historical photo database. Design, implement, and analyze the results of a library user survey to assess customer satisfaction at all Complete phases two and three of the City of Carlsbad Internet web site. Develop, in coordination with the Historic Preservation Commission and the Historical Society, a top quality walking tour brochure that will include photos, maps, and information on sites of historic interest in Carlsbad. Receive telecommunications discounts under the Universal Service Program for Schools and Libraries. Complete a detailed building program and functional layout for the Cole Library remodel. three library facilities. 0 0 0 0 "Create diverse. broad-based economic strategies to ensure the financial health of the Community and City." 8 Survey local businesses to determine what types of publications and technology resources the library could provide to best meet their informational needs. "Enhance educational opportunities and school facilities for all segments of the Community." 0 0 0 Update the library's disaster plan and conduct one table-top training exercise. Begin publishing and distributing a library staff newsletter. Participate in district-wide orientation programs for teachers as well as monthly school-based teacher Coordinate with local school districts on the development of a brochure for teachers outlining services and meetings. resources the library can provide to students. 0 SIGNIFICANT CHANGES: The new library is due to open in September 1999. Included in the 1999-2000 Library Budget, are 8 new full-time positions and hourly positions equating to another 19 employees, whi@ will support the expanded operations. 1 02 rc h c c PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 001407010014069 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide leadership for the library and its nine divisions; plan for the growth of resources and facilities; manage all budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the Friends of the Library, and the Serra Cooperative Library System. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Budget Preparation: Prepare department budget; I. process invoices, warrants and requisitions; monitor expenditures; maintain fiscal records. 2. Communitv Relations: Manage programs, exhibits. graphic arts, City and library web site, and all external public relations. 4. 5. Reports and Grants: Handle grants and reports at 1. local and State levels. 2. 3. Monitor and distribute account balances to all divisions. Refine automated fund accounting and on-order information. Work closely with local media to promote the library. Sponsor at least one adult program and two exhibits per month. Produce flyers, newsletters, and other graphics for the library and other City departments. In cooperation with the Friends of the Library, raise at least $25,000 through book and magazine sales. Design and manage City web site. Prepare detailed monthly statistics on library use. Write annual reports for State and local use. Manage grants supported by State and local funding. 103 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 001407010014069 PROGRAM ACTIVITIES (continued): PERFORMANCE MEASURES: Internal Manaaement: Provide leadership for the 1. Supervise the library's nine (9) divisions. library's divisions. 2. Manage facilities and resources. 3. Develop policies and procedures for all library operations. I. Develop a new walking tour map and guide to Carlsbads historic sites. 2. Develop community activities and programs to promote historic preservation. 3. Work with Carlsbad Schools and Carlsbad Historical Society to sponsor educational pro- grams on local history. Historic Presewation Education: Participate in and promote public education pertaining to historic areas and sites. Plaque Proaam: Recognize historic sites by 1. The Historic Preservation Commission will identifying various sites with numbered plaques that will eventually be part of a historical tour. evaluate criteria for identification of historic sites to be considered for the plaque program. SIGNIFICANT CHANGES: The new main library is expected to open in the summer of 1999. Three new full-time positions are requested: 1) Principal Librarian for Public Services, 2) Library Assistant for programs and exhibits and 3) Mail Clerk. Utility costs increased to cover a much larger new facility. Postage costs increased due to increased volume and postage costs 104 PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 001 401 01001 401 5-1 610014035 MAINTENANCE & OPERATION CAPITAL OUTLAY PLF GRANT FUNDING 1 1,875 10,402 I 0 WORK PROGRAM: 7 OTAL FUNDING $ I, $ 1,607,034 I $ 1, I$ 1,045,451 , The Cole Library provides services for North Carlsbad. These services include print and non-print materials, reference services, special programs for children, and monthly changes in exhibits and displays. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 95/96 96197 - 97/98 - 98/99 - 1. Reference Reference: Assist patrons in using the Library, Questions: 85,441 71,988 74,534 NIA answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials to children and adults, handle patron registration, collect fees and fines, and track overdue items. Collection Development: Evaluate the Cole Library collection and select print and non-print materials. Proqramming: Plan, schedule and develop pro- grams for children. Conduct classroom visits and tours. Libraw Management: Manage Cole Library, staff, volunteers, collection, and facility. Maintain aware- ness of community. 1. Circulation:758,674 731,934 677,644 N/A 1. Total Items in Collection: NIA 1. Program 10,184 11,056 11,014 12,868 Attendance: PERFORMANCE OBJECTIVES: 1. 2. 3. 4. 5. 6. Schedule and supervise staff. Hire and train new staff. Prepare monthly narrative and statistical summary of operation. Actively maintain a current, topical print and non- print collection. Maintain a safe and efficient facility. Survey the needs of and interact with the members of the community. SIGNIFICANT CHANGES: The Cole Library budget is for a ten month period September-June, as the new main library opens in the South and the Branch evolves into the Cole Library to continue servicing the North. 105 PROGRAM: CIRCULATION - SOUTH CARLSBAD LIBRARY I FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014075 19-97 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY 1996-9s 1997-98 ACTUAL $ ACTUAL BUDGET O$ O$ 0 BUDGR $ 460,732 6,700 0 WORK PROGRAM: The Circulation Division registers all library patrons as library members and Internet users. The Circulation staff checks in and out materials, sorts and shelves all library materials. The division also provides services to the Homebound Program and participates in the Braille Machine Exchange Program. - - PROGRAM ACTIVITIES: Circulation: Registers library patrons and adult Internet users. Checks out and in, renews, reserves, sorts, and shelves library materials. Processes and mails overdue, collection and reserve notices. Collects fines and fees. - Homebound Program: Provides library materials to patrons confined to the home and to patrons living in Hading House, Villas de Carlsbad, and Carisbad-by-the-Sea. - Visuallv Impaired Proaram: Enrolls visually impaired patrons in the Braille Institute. Orders and provides talking book machines and tapes. Exchanges and provides repair for malfunctioning machines. WORKLOAD STATISTICS: 1999-2000 New Registrations Circulation Homebound Circulation Braille Materials Circulation NIA NIA NIA NIA SIGN I FlCANT CHANGES: - Circulation will absorb the Pages and their duties from the Children’s Division. The Administration Clerk will be assigned to Circulation. - 106 rc e h c PROGRAM: REFERENCE SERVICES - SOUTH CARLSBAD LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014076 c c - MAINTENANCE & OPERATION CAPITAL OUTLAY c WORK PROGRAM: Librarians assist the public with information needs, provide instruction in the use of resources and perform research for local business, government, and the public. Reference support staff check in and organize library materials such as periodicals, pamphlets and maps for public use. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Reference Services Respond to in-person and Reference Questions: NIA telephone reference questions; provide Reserves: NIA instruction classes and tours: select new and NIA replacement materials; give book talks for community groups. - 199900 Classes, Book Talks: Information Desk: Directional and referral questions. Information Desk Questions: NIA Periodicals: Manage a collection of 425 magazines and 49 newspapers and related back files. Computer Services: Provide public instruction in the use of self-service computer data bases including the Internet. Continue to index the Carlsbad Journal and the North County Times (Carlsbad edition using computer software). Periodical Requests: Computer Searches: SIGNIFICANT CHANGES: NIA NIA With the opening of the new main library in the summer of 1999, additional staffing will be needed for the expanded information desk, new computer lab, job and career center. 107 t PROGRAM: CHILDREN'S SERVICES DIVISION FUND: GENERAL PROGRAM GROUP: LIBRARY ACCOUNT NO. 0014095 I I I I I I - I I 1996-971 1997-98) issass( 1999ool - ACTUAL ACTUAL BUDGET BUDGET O$ 231,814 PERSONNEL $ O$ O$ MAINTENANCE d OPERATION 0 0 0 12,738 CAPITAL OUTLAY 0 0 0 0 - WORK PROGRAM: The Children's Library serves children from preschool through junior high and introduces young people to the children's literature. wonders of reading. The Division also assists teachers and adult students in education, child development and - PROGRAM ACTIVITIES: WORKLOAD STATISTICS: General Reference Services: Respond to in-person 1. and telephone questions, provide reader's advisory, library skills instruction, group tours, and class visits. Collection DeveloPment: Select new materials, both 1. print and non-print, and provide collection maintenance and stack organization. There has been an increasingly heavy demand on collection activities due to limited hours and closures at other libraries. Proaram Activities: Includes Summer Reading Club, special holiday and seasonal events, annual short story contest, spelling bee, pet show, and cultural literature and encourages creativity. Cooperative programs with the Centro provide multi-cultural experiences. 1. 2. enrichment programs. Introduces children to 3. - 1999-00 Reference Questions, Readers Advisory, Library Skills Classes: - NIA I Print and Non-Print Circulation: NIA -4 Program Attendance: NIA Summer Reading Programs (3 locations): NIA Cooperative Multi-cultural Programs with Arts Office: NIA - SIGNIFICANT CHANGES: The new library will be offering a children's computer lab which expands computer services to include Internet access, word processing, and CD ROM software. 108 h n PERSONNEL MAINTENANCE & OPERATION . CAPITAL OUTLAY I c 1996-97 1997-98 1998-99 199900 ACTUAL ACTUAL BUDGET BUDGET $ 85,296 $ 43,616 $ 51,950 $ 74,460 980 1,100 650 6,846 0 3,461 0 0 PROGRAM: GENEALOGYILOCAL HISTORY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014025 WORK PROGRAM: The GenealogyILocal History Division provides reference and instructional assistance to the public. The division head manages the selection, classification, and organization of a collection of 19,OOO volumes, 7,500 microfilm rolls, 117,000 microfiche and 200 compact discs. It is a collection of excellence that draws researchers from all over the nation. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: c II e- + General Reference Services: Genealogy and local -- 1996-97 1997-98 1998-99 est history staff respond to in-person and telephone Reference Questions: reference requests; provide individual patrons with 15,549 14,737 16,000 general introduction to the collection, instruction on the use of OPAC and other finding aids, instruction 11,122 10,711 12,000 on the use of various equipment including personal computers, microfilm/fiche readers and printers. NIA 1,411 2,400 NIA 5,136 20,000 Registered Researchers: Computer Users: In-House Usage: Coordination with NSDCGS: The North San Diego - 1997 - 1998 - 1999 Society provide volunteer assistance in the division. Programs: 58 40 45 County Genealogical Society has been a support Volunteer Hours 562 538 600 group for this collection for 20 years. Members of the The division works with and assists the Society in fund-raising for the acquisition of materials for the NSDCGS: $14,664 $14,209 $16,000 collection and in instructional programs. SIGNIFICANT CHANGES: None. 109 PROGRAM: CENTRO DE INFORMACI~N FUND: GENERAL PROGRAM GROUP: LIBRARY - 1996-97 1897-98 1998-99 199940 ACCT NO. 0014030 PERSONNEL ACTUAL ACTUAL BUDGET BUDGET $ 54,733 $ 63,205 $ 68,127 $ 86,337 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: The Centro de Informaa6n meets the information needs of Spanish-speaking adults and children in Carlsbad. Bilingual staff introduce residents to library services, which include print and non-print Spanish-language and bilingual story hours for children, and information and referral services. The Centro de lnformaci6n staff are actively involved in the community and work in partnership with schools and other community agencies to meet the needs of our diverse community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 199596 1-97 1997-98 Outreach: The Centro de Informaci6n is an active 1. Individual Patron Visits: partner in community activities. The Centro offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. 24.01 8 24,006 24,250 Propramming: The Centro de Informaci6n responds to community information and educational needs by providing a variety of adult and children's programs. 1. Program Attendance: 3,693 3,922 3,721 SIGNIFICANT CHANGES: .25 FTE have been added to increase the Library Services Supervisor from %time to full time. 110 c PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY c 199697 1997-98 1998-99 1999-00 ACTUAL ACTUAL BUDGET BUDGET $ 322,308 $ 325,123 $ 410,921 $ 396,450 60,120 63,481 146,879 310,305 5,194 0 0 0 PROGRAM: TECHNICAL SERVICES FUND: GENERAUPLF GRANT PROGRAM GROUP: LIBRARY ACCT NO. 0014040/1814001 LF GRANT FUNDING I 26,666 I 27,181 I OTAL I-UNUING IS 387.622 I S 388.604 I S WORK PROGRAM: The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line database, manages the library's automated circulation system, on-line catalog, and related automated programs. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 1995-96 1996-97 1997-98 Processing: Catalogs, and processes both purchased - -- items and gifts. Repairs damaged materials and arranges for binding and rebinding. 16,784 18,901 17,908 1,767 1,624 1,707 1. Items Cataloged and Processed: 2. Items Handled Binding: Database Maintenance: Adds new items to the on-line database and deletes information of lost or discarded materials. +- 1. Items Added to Database: 2. Items Withdrawn: 16,784 18,901 17,908 7,692 13,843 16,059 PERFORMANCE OBJECTIVES: r" Circulation System and On-line Cataloq: Operates the library's INLEX 3000 System, including all software- related activities, writes instructions, and trains staff on new features. 1. To ensure system availability at least 99% of the hours the library is open. 2. To conduct four training sessions for staff following installation of new DRA and INLEX software. c- c SIGNIFICANT CHANGES: None. 111 F - PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND: GENERAUCLSA STATE GRANT PROGRAM GROUP: LIBRARY ACCT NO. 001404S/1804001 199900 ACTUAL ACTUAL BUDGET BUDGET $ 99,682 $ 104,206 $ 124,135 $ 1 29,148 268,569 191,350 502,765 595,920 0 2,140 0 0 1996-97 1997-98 1998-99 LSA STATE GRANT I 267,057 I 189,631 1 181,978 I 150,500 OTAL FUNDING s 368.251 I $ 297.696 I S 626.900 I $ 725.068 WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Planning: Develop plans for the collection of 1. materials. Budgeting: Prepare division and library-wide 1. materials budgets; monitor expenditures for department and materials. 2. Coordinate Selection of Materials: Coordinate 1. selection and ordering of print and non-print materials. 2. Update plan for materials collection at the remodeled Cole Library. Track material accounts by major subjects. Track vendor discounts. Coordinate selection and ordering of at least 16,000 new print and non-print materials. Continue purchase of materials from Capital fund for new library and for Cole Library. SIGNIFICANT CHANGES: Added .35 FTE (hourly employee). Increased materials budget to augment the collections in both libraries. 112 PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY c ACCT NO. 0014050 1998-99 1999.00 153,000 1-97 1997-9f ACTUAL ACTUAL PERSONNEL $ 72,939 $ 74,588 c 1 1,745 6,656 22,720 10,645 8,130 21,446 MAINTENANCE 8 OPERATION CAPITAL OUTLAY OI 1.25 I 3.50 J WORK PROGRAM: The library's Media Services Division provides a wide-range of professional mediarelated productions in support of the library, other City departments, and the City Council's communication needs. Services include: photographic, video, audio, publication, news release, slide-sync programs, and developing and maintaining locally relevant stock image collections of current and historic media. The new library program involves the management of all auditorium uses, including facilities and media production. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: r Complete over 300 work order requests for media-related services. Public Information Media: Produce City-related 1. photographic, video, and audio information for distribution in public presentations, newspapers, magazines, pamphlets, brochures, local publications, and community television. Spedfic examples include: South Carlsbad City Council Meeting cablecasts, regular contributions of newsworthy photographs for inclusion in the Spirit of Love, Library Link, and monthly library calendar newsletters c- Catalog, label and package over 20,000 new individual images per year. Implement library programming plan, and audi- torium use policies and procedures. Input photo catalog images and descriptions into database. Create media materials and audiohrisual productions such as: auditorium programs to cablecast to the community, public information projects, employee recognition, etc. Image Research 8 Development: Maintain an 1. indexed City image storage and retrieval system for slides, prints, negatives, video, audio, etc. (28,000 slides and 8,000 prints). Continue migration for 2. conversion to digitized photographic processes with eventual computerized storage, retrieval and circula- tion systems. Integrate systems into new library 3. Media Production Development: Provide audio, 1. video, and photographic media services for the preservation and documentation of such locally significant information as construction of capital improvement projects, i.e., new library, oral histories, historical photographs, etc. c Programming: Manage new library auditorium. SIGNIFICANT CHANGES: c Additional part-time salaries have been added to expand services in the auditorium of the new library. 113 .- PERSONNEL 7 1996-97 1997-98 1998-99 1999-00 ACTUAL ACTUAL BUDGET BUDGET $ 105,768 $ 94,727 $ 83,508 $ 87,010 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014055 MAINTENANCE & OPERATION 28,569 25,178 i 28,956 30,130 ._ v lCAPITAL OUTLAY I "I WORK PROGRAM: The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong learning and decision making. The program provides literacy services that support positive self-esteem and the application of new literacy skills in daily life, at work, and in the community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 199596 1996-97 1997-98 1. Learners Assessed for Skills at Entry: Individual Assessment and Planning: The pro- gram conducts a thorough assessment of each adult 55 59 41 learner's literacy skills and develops an appropriate individual learning plan. Literacy Skill DeveloDment: The program provides (one-to-one and small groups): a variety of learning experiences, including one-to- small-group study, which are appropriate for each adult learner's skill needs in basic reading, writing, math, critical thinking, and general knowledge. I. Matches and Rematches of Learners with Tutors one tutoring, computer-assisted instruction, and 82 122 79 2. Learners Studying: 145 155 143 3. Volunteer Tutors Instructing: 95 126 1 02 4. Instructional Hours Completed: 5,228 5,306 4,735 SIGNIFICANT CHANGES: None. 4 114 c c P-- PROGRAM: LA COSTA BRANCH FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014060 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: The branch library provides services for South Carlsbad. These services indude print and non-print materials, reference services, special programs for children, and monthly changes in exhibits and displays. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Reference: Assist patrons in using the library, I. answer reference questions, reserve specific titles and request materials from other libraries. Circulation: Circulate print and non-print materials 1. to children and adults, handle patron registration, collect fees and fines, and track overdue items. Collection Development: Evaluate the library I. collection and select print and non-print materials. Proqramming: Plan, schedule and develop pro- 1. grams for children. tours. Conduct classroom visits and 1998-99 Reference Questions: NIA Circulation: NIA Total Items in Collection: NIA Program Attendance: NIA Libraw Manaaement: Manage library, staff, PERFORMANCE OBJECTIVES: volunteers, collection, and facility. Maintain aware- ness of community. SIGNIFICANT CHANGES: 1. 2. 3. 4. 5. 6. Schedule and supervise staff. Hire and train new staff. Prepare monthly narrative and statistical summary of operation. Actively maintain a current, topical print and non- print collection. Maintain a safe and efficient facility. Survey the needs of and interact with the members of the community. The branch library’s budget is for a two month period July and August, as the new main library opens in the South and the branch evolves into the Cole Library to continue servicing the North. 115 h 7 PROGRAM: AUDIO-VISUAL INSURANCE PROGRAM GROUP: LIBRARY ACCT NO. 1414070 FUND: AUDIO VISUAL INSURANCE MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: Special Revenue fund to support Library audio-visual collection development, replacement and related supplies, processing, and equipment. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Collection Development: Evaluate, select, and 1. Select, order, and process at least 800 new order new and replacement audio-visual materials. videotapes. SIGNIFICANT CHANGES: Audio visual revenues continue to decrease each year, thereby reducing the anticipated expenditures. 116 PROGRAM: LIBRARY GIFTS FUND: LIBRARY GIFTS/BEQUESTS/ENDOWMENTS PROGRAM GROUP: LIBRARY ACCT NO. 1454010/1754010 1996-97 I 1997-98 I 1998-99 I 1999-oc MAINTENANCE & OPERATION 4131 1 36,471 50,091 17,000 CAPITAL OUTLAY 0 0 400 0 WORK PROGRAM: To accept gifts, bequests, and donations to the library. PROGRAM ACTIVITIES: Acquire Materials: PERFORMANCE OBJECTIVES: 1. Receive gifts from citizens, businesses, and community organizations to purchase memorial books. 2. Manage gift funds and plan for current and future acquisitions of needed materials and equipment not available through the regular library budget. SIGNIFICANT CHANGES: Expenditures are for books, publications, and supplies. An additional $500, received through a State grant, will be used to fund a State Sesquicentennial Discussion Group Program in September 1999. This event will be coordinated with the Historic Preservation Committee and the Historical Society. c 117 PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS PERSONNEL MAINTENANCE 81 OPERATION CAPITAL OUTLAY SPECIAL REVENUE TOTAL FUNDING 1996-97 ACTUAL 191,703 100,258 15,008 306,187 782 306,969 1997-91 ACTUAL $ 195,737 108,125 0 302,992 870 $ 303,862 1990-9s BUDGE1 $ 222,162 215,160 0 41 1,550 25,772 $ 437,322 - SUMMARY BUDGET $ 304,350 234,780 38,000 577,130 0 - $ 577,130 MISSION STATEMENT: The Arts Office will seek the highest quality of urban design where arts have a significant presence, work to empower artists and arts organizations to develop and strengthen their creative talents, thereby enriching the lives of all residents, reach out to the Community to provide meaningful collaborations to promote cultural understanding and to develop cooperative relationships, and advance the arts by offering education and support services. KEY GOALS FOR 1999-00: “Ensure the effective and efficient deliverv of towualitv, cost4fective services to our Communitv.” 0 0 “Enhance the educational opportunities and school facilities for all segments of the Communitv.” Generate sponsorship programs and fund-raising activities. Promote and utilize volunteers in providing services. Provide training for volunteers, artists, and arts organizations. Develop standards for future facilities which maintain topquality, cost-effective service delivery in the arts. Offer public education programs and classes on arts and culture for children and adults. Offer Communitywide and mutti-cultural events. 118 c P” I- PROGRAM: ARTS OFFICE FUND: GENERAL FUND/ARTS GENERAUGALLERY DONATIONS PROGRAM GROUP: CULTURAL ARTS ACCT N0.0014065/001406811474010/1474020 MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad, as well as encouraging opportunities through partnership with schools. PROGRAM ACTIVITIES: Generate sponsorship programs and fund-raising activities: 0 Promote and utilize volunteers in providing services: 0 Provide training for volunteers, artists and arts organizations: Provide gallery docent training Develop standards for future facilities which maintain topquality, cost-effective service delivery in the arts Develop a community needs assessment survey for Community Services; recreation, seniors, arts, libraries Offer public education programs and classes on arts and culture for children and adults Develop and strengthen arts organizations and provide cultural opportunities with grant allocations Offer a grant initiative program for neighborhood and arts education programming Visiting artists - bring a minimum of 2 artists to the community Offer 4 weeks of summer arts camp and 2 weeks of Club Pelican Coordinate YES TO ART, youth at risk programs after school Submit grant applications to State and Federal funding agencies when applicable and request local funding support for appropriate projects Produce 10 jazz concerts in 4 parks Solicit operating and endowment funds for the gallery Assist Arts Associates on fund-raising events Utilize volunteers for mailings, for the gallery, for fund-raising events, for jazz concerts, and to serve on committees Offer workshops and training programs where appropriate c 119 PROGRAM: ARTS OFFICE PAGE TWO FUND: GENERAL FUND/ARTS GENERAUGALLERY DONATIONS PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406510014068/147401 OH474020 PROGRAM ACTJVlTlES (continued): Offer communitywide multi-cultural events: 0 Festejando a las Madrecitas (annual Mother's Day Festival) 0 International multi-cultural festival, "For Kids, by Kids" 0 "Arts in Bloom" Festival (in coordination with the Flower Fields) 0 Offer yearly exhibition in the Sculpture Garden Provide timely cultural arts information for citizens: 0 Produce monthly calendarlnewsletter 0 Produce ARTSBRAG on arts education for teachers in all schools located in Carlsbad 0 ARTS INFO LINE for up-to-date event information 0 Provide informationlopportunitiedresources to artists, citizens and press Offer a variety of programs in partnership with school districts operating in Carlsbad 0 Serve on Chamber of Commerce Arts Education (AE) Committee 0 Implement Arts Education long-range plan with Carlsbad Unified School District 0 Offer programming and resources Provide timely cultural arts information for citizens Offer a variety of programs in partnership with school districts operating in Carlsbad Provide public art for capital improvement projects and other community locations WORKLOAD MEASURES: 1996197 199798 Delivetv of TopQualitv Services Arts Oftice EventdAttendance Community GrantdApplicationdBudget Community Grant AwarddActiiities Educational Opportunities: Information Services Newsletters: # IssueslDistribution 37/27,000 43/30,000 21613,000 12/$16,000 1 4/96 1 On5 1 U26,4OO 12/42,000 Special Publications: # Per YearlDistribution 8/16,000 911 9,000 Arts Info Line Calls Per Month 21 5 220 Diverse Economic Opportunities Grants and Contributions $47,000 $69,000 Earned Income 7,500 13,800 1998/99 44/35.000 211$18,000 141120 12/48,000 11/24,000 240 $74,000 23.500 ." -t SIGNIFICANT CHANGES: A full-time Gallery Coordinator and temporary and part-time support staff were added to support the Gallery at the new Carlsbad library. 1 20 c PROGRAM: SISTER CITY FUND: GENERAL / SISTER CITY DONATIONS PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010 MAINTENANCE & OPERATION CAPITAL OUTLAY Work Program: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia. Program Activities: 1. Coordinate Sister City program. Arrange, host and conduct visits by one (1) student delegation and others as needed. 0 Coordinate ongoing arts and culture exchange projects. 0 Explore, evaluate and analyze a foreign film festival in Carlsbad. 2. Actively pursue the contribution of funds for the Sister City program. 0 Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such programs. Significant Changes: None c 121 PROGRAM: RECREATION FUND: GENERAL PROGRAM GROUP: RECREATION PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY - SUMMARY - 1998-99 1999-00 ACTUAL ACTUAL BUDGET BUDGET $ 1,739,258 $ 1,670,400 $ 1,779,868 $ 1,853,878 907,475 942,523 1,041,596 1,165,282 1996-97 1997-98 -.c 32,708 9,406 185,235 64,450 - - PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that of current recreation programs and senior activities including youth and adult sports, special events, instructional classes, facility rentals, aquatics, nutrition and transportation programs. live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operations - Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an I advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities and facilities. -4 KEY GOALS FOR 1999100: “Ensure the effective and efficient delivery of towuality sewices to our Community.” Create high customer satisfaction: 0 0 Provide cost-effective delivery of City service; 0 Develop and maintain facilities that support service delivery; 0 0 Annually revise CIP Budget. 0 0 0 Implement the use of customer surveys to evaluate and improve customer satisfaction where necessary. Conduct customer service training for employees. Generate sponsorship programs and fundraising activities. Promote the use of volunteers in providing City services. Maintain a Capital Improvement Program that provides for development of recreation facilities. Enhance service delivery through effective location of recreation facilities and programs such as: Poinsettia Park Phase IA, Carrillo Ranch Phase IA, acquire Pine School, Stay-N-Play Program. Develop Standards for current and future facilities which maintain top-quality cost-effective delivery for recreation. Revise park site Amenity Goals and Guidelines (Parks & Recreation Commission Committee) - Complete Space Needs Study. + ”Create diverse. broad-based economic strategies to ensure the financial health of the Community and the Citv.” Develop and implement a comprehensive financial plan that provides revenues to maintain high-quality services, protects local revenue sources, promotes private sector economic growth, promotes responsible cost management, enhances revenues and reduces cost. - 0 Provide Recreational activities, facilities and other special events which support local business and enhance 3 TOT and sales tax revenue such as the triathlon, sport toumaments, swim meets, body surfing contest. 122 c h Y c P PROGRAM: RECREATION FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO SUMMARY KEY GOALS FOR 1999-00 (continued): 0 Prepare marketing packet promoting Carlsbad‘s publidprivate facilities, distribute to prospective user groups. Develop, maintain and enhance high-quality standards in the area of City services that result in a highquality of life that supports economic health. 0 Provide a wide variety of revenue generating quality recreation opportunities to the public. special events, youth and adult sports, educational classes, aquatic programs, daytrippers, lagoon permits. “Integrate a comprehensive, efficient transportation system with aualitv of lifetentered land use decisions.” Be a catalyst for the development of private sector partnerships that supplement and compliment transportation management systems serving business, industry and tourists. 0 Implement multi-modal circulation plan to ensure compliance with the General Plan and City Standards. Sponsor and promote the use of shuttle services for appropriate publidprivate events. Senior services, triathlon, jazz concerts, Carlsbad 5000, San Diego Marathon. Evaluate the effectiveness of the Volunteer Trails Development Program and present those findings to the Finance Department as part of the Trail System Financing Plan. “Enhance educational opportunities and school facilities for all segments of the Dopulation.” Develop, maintain and enhance programs that result in an informed, knowledgeable public through enhanced community dialogue. 0 Prepare monthly agendas for Parks and Recreation, and Senior Commissions which address relevant issues and inspire community involvement. 0 Provide and encourage professional training opportunities for commission members. 0 Participate in the design/development of Citywide interactive web page to display recreation opportunities over the Internet. 0 Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of Carlsbad Community Services and Recreation Guide three times per year. Provide and develop programs that result in a City workforce which has the skills needed to excel on their job. 0 Provide and encourage a variety of professional training opportunities to all staff members. 0 Create cross-training opportunities within the Recreation Department and across major service areas where feasible. 0 Provide the necessary tools required for employees to perform effectively. Collaborate with school districts serving Carlsbad to accomplish mutually set goals and help the schools better fulfill their obligation to provide facilities to meet community needs. 0 0 0 Maintain an active role in maintaining areas of mutual benefit between Ci and school districts. Joint Use Agreements for use and maintenance of activity playfields and community Swim Complex. Facilitate provisions for the sale of the Pine School property. Implement CitylSchool Coordinating Committees with all school districts who serve Carlsbad residents. 123 - PROGRAM: PARK PLANNING & REC MANAGEMENT FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO 001451010014545 1 1996-97 1997-98 1998-99 BUDGET ACTUAL ACTUAL PERSONNEL $ 447.020 $ 335,391 $ 355,883 MAINTENANCE & OPERATION 227,282 21 1,521 142,828 CAPITAL OUTLAY 6,471 0 0 -\ 199800 BUDGET $ 328,280 230,760 0 - - - - IFULL TIME POSITIONS I 6.43 1 3-00 I ... 3.00 I 3.00 1 WORK PROGRAM: - The Park Planning and Recreation Management Division provides administrative support for the City’s ongoing recreation programs and park development efforts. The Division also provides staff support to the Parks and Recreation Commission which acts in an advisory capacity to the City Council to insure that topquality park facilities Carisbad. and recreation programs are developed and sustained for the benefit of those who live, work andlor play in ,- PROGRAM ACTIVITIES: .4 Parks and Recreation Commission: , This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to implement the intent of the parks and recreation element of the General Plan and advise the City Council on associated matters. Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues, encourage public input and foster public education on matters of parks and recreation and other associated civic matters. Implement and/or process recommendations by the Commission for City Council consideration. Provide staff support to committees of the Commission which require more detailed review of issues relating to park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines. Conduct Commission workshops to improve the expertise and effectiveness of the Commission. - Administrative Services: -.I Provide the required administrative support to a Division with 21.5 full-time positions and 43.32 hourlylfull-time equivalent positions which operates with a budget of approximately $2.8 million. Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget administration for expenditures and revenue generation. Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted. Provide on-going support to management, general and part-time employees. Implement the services of contractual employees. - 4 124 PROGRAM: PARK PLANNING & REC MANAGEMENT PAGE TWO FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO: 001451010014545 PROGRAM ACTIVITIES (continued): i- c c Park Acquisition, Planning andlor Development: Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards of the Growth Management Program. Provide for current and future community needs by addressing changing recreation trends. 0 0 0 0 0 0 Monitor and implement existing park agreements. Monitor use of the newly constructed Skateboard Park. Implement Phase IA of the Carrillo Ranch Master Plan. Coordinate the completion of Phase IA development of Poinsettia Community Park. Coordinate and monitor the Capital Improvement Program budget submittals for current and future park development projects. Initiate the park planning process for the newly-acquired industrial park site and the Pine School property once acquisition is complete. Facilitate the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. Provide staff support for the development of the municipal golf course. 0 Recreation Prwrams r- Manage the implementation, performance, and adequacies of recreation programs. 0 0 0 0 Provide a wide variety of recreation programs and special events for all segments of the population who live, work and play in Carlsbad. Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. Prepare and distribute the Community Services & Recreation Guide three (3) times per year. Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to sustain a competitive advantage over the private sector for similar services. r L SIGNIFICANT CHANGES: None. I25 h L4 PROGRAM: REC EATION FEE SUPPORTED FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014515 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 720,782 $ 758,487 $ 759,835 MAINTENANCE & OPERATION 479,020 514,935 601,689 CAPITAL OUTLAY 9,803 3,461 45,446 - 1999-00 BUDGET $ 850,724 676,500 39,550 WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing self-sustaining fee-supported programs for all segments of the population including those that live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth day camps and after school programs. The fee supported division provides year around recreational programs for all ages, preschool to seniors, including program design, planning, implementation and evaluation. 0 0 Schedule facilities for programs. programming. Prepare and distribute marketing materials. 0 Recruit, train and reward volunteers. Evaluate programs and analyze data on ongoing 0 Generate program sponsors. Prepare financial and revenue reports. quality. Research and implement program opportunities. Provide scholarships for Carlsbad resident youths. Review proposals and negotiate contracts with 0 instructors. 0 Coordinate with school districts for youth and teen Conduct fee market studies on an ongoing basis. basis. Utilize sports professionals to enhance program WORKLOAD STATISTICS: Estimate Projected 1997-98 1998-99 1999-00 --- Estimate Projected Youth Sports: --- 1997-98 1998-99 199900 # Teams 88 90 90 Enrichment Classes: # Participants 1,450 1,500 1,550 # Conducted 1,449 1,650 1,650 # Spectators 16,000 17,000 18,000 # Enrolled 15,102 16,600 16,800 Revenue $50,810 52,200 53,000 Revenue $503,140 520,000 520,000 Adult Sports: Daytrippers: # Teams 304 300 31 2 29 # Participants 4,600 4,500 4,800 # Spectators 28,000 29,000 30,000 # Participants 1,140 1,260 720 Revenue $88,400 87,570 95,700 Revenue $41,770 57,000 33,000 # Trips Conducted 36 39 Special Events: # Events 10 10 10 Camps: 37 # Participants 7,900 8,000 8,100 # Participants: 1,310 1,320 1,320 Revenue $95,185 96,000 96,000 Revenue $61,970 62,900 63,000 # Camps: 37 37 Community Volunteers: # Volunteers 1,380 1,400 1,430 # H6urs . 9,430 9,900 10,000 4 _-. 4 7 126 c e- c c c d+ PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO ACCT NO. 0014515 KEY GOALS FOR FY 99100: “Ensure the effective and efficient deliverv of towuality services to our Communitv.” 0 0 Conduct customer service training for all staff to broaden their knowledge and improve service delivery. Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. “Create diverse. broad-based economic strateaies to ensure the financial health of the Communitv and the City.” 0 0 0 0 Recruit, train and recognize volunteers through an annual awards program in order to improve service quality and reduce program costs. Recruit and maintain program sponsors to promote local businesses and reduce operational costs. Provide a wide variety of revenue generating quality recreation opportunities which support local businesses and enhance TOT and sales tax opportunities. Promote cooperative fundraising projects like “Clean Sweep” to provide volunteer assistance in the community and raise funds for scholarship programs. “Intearate a comprehensive efficient transportation svstem with aualitv of lifecentered land use decisions.” 0 0 Evaluate the logistics of providing shuttle services for appropriate recreation special events. Through advertisements, promote the use of public transportation as a method of access to the Skateboard Park. “Enhance educational opportunities and school facilities for all seaments of the Community.” 0 0 0 0 Collaborate with school districts to provide City and school facilities for youth programs including teen dances, Stay ‘N Play and Grad Nite. Promote educational classes and programs for the community through the community services brochure. Provide skateboard safety education classes at skateboard facility. Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. SIGNIFICANT CHANGES: The 1999-00 budget includes additional funding for the following: staffing for Stay ‘N’ Play Program at Pine and Buena Vista schools, Kidz Camps, adult softball league at Poinsettia Park, and maintenance of new Poinsettia ball fields. In addition, the recreation specialists in charge of enrichment classes and adult sports have been increased from %time to full time. Capital requests include systems furniture, graphics equipment to promote programs, and a cargo van to address the division’s significant need to transport program supplies and equipment. c 127 c PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: The Aquatics Program provides for the operation of an attractive and safe community swim complex which offers comprehensive instruction and training, competition, and recreational swimming to all segments of the population who live, work andor play in Carlsbad. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Est. Proi. 97-98 98-99 9400 --- 1. lnstnrctionalLessons LerslondTrarning Provide instruction in general aquatic, swimming and diving skills for aH ages and abilities; provide education and training to general public and Ci employees in fint-aid, CPR, and water rescue skills; serve as a North County certificationhaining site for men and women wishing to qualify for employment at public swimming pools. LaneMours 2,464 2,370 2.460 ClassasConducted 227 210 220 Registered: - Resident 1,533 1,435 1,530 -NOkResident 132 115 130 Fun and Fitness Provide opportunities for recreational swimming, Mess lap swimming and family-oriented aquatic special events. Revenue $39,425 $36,000 $39,500 LaneMoun 1,386 1,066 1,380 Partidpation 3,161 2,175 3,160 2. CHSP.E. 1. Recreationand LapSwim LaneMours 16.362 Daily Admissions Youth 5,407 Adult 7,473 Season Pass Adm. 20,050 Revenue $46,473 LaneMoun 3,720 Participation 12,571 Revenue $37,063 LaneMoun 247 Participation 1,335 $4,423 Revenue 2. Carlsbad Swim Masters 3. Aquatic Exercise 14,360 16,300 5,000 5,400 6.425 7,500 17,120 20,100 $35,500 $46,500 3,065 3,250 10,165 12,000 $31,270 $37,000 205 250 1,060 1,450 $3,700 $4,600 1. Carlsbad High ScM Teams Competitive Aquatic Programs LaneMours 3,677 2,650 3,500 Partiupation 6.712 5,615 6.800 Provide opportunities for competitive swim instruction and coached workouts for Revenue $1 1,185 $9,000 $1 1,000 youth and adults as a contract service; coordinate and schedule Carlsbad High School use of the pool for physical education, boys' and girls' swim teams and water polo teams. LaneMoun 2,680 2,210 2,350 2. North CoastAquatics Participation 9,412 7,600 7,900 Revenue $6.268 $5,820 $6,250 LaneMoun 1,266 700 800 Participation 1,905 710 900 Revenue $3,000 $2,000 $2,000 3. North Shore Aquatics (Age Group Water Polo) 4 -4 128 c PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION KEY GOALS FOR 1999-2000: PAGE TWO ACCT NO. 0014520 “Ensure the effective and efficient delivew of toDqua1ib senrices to our Communitv.” 0 Based on FY98-99 swim lessons, recreation and lap swim, and masters swim program participant survey responses, make facility and program changes as appropriate to increase customer satisfaction in programming and facility operation. Provide quarterly safety and customer service training to aquatic employees to improve service delivery. 0 “Create diverse. broad-based economic strateaies to ensure the financial health of the Communib and the city.” 0 Improve customer service, increase revenue generation, user convenience, accountability and cost effective service delivery through installation of a data card identification system for pool patrons. “Enhance educational opportunities and school facilities for all senments of the Cornmunib.” 0 Collaborate with the school districts serving Carlsbad to accomplish the mutual goal of providing joint use of aquatic facilities and programs, through implementation of use agreements. SIGNIFICANT CHANGES: Additional funding for Guard Start program, a program that trains youths between the ages of I1 and 14 to become lifeguards. 129 - PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS ACTUAL 8 29,291 FUND: GENERAL DEPARTMENT: RECREATION ACTUAL $ 35,348 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: 1996971 1997-9E 7,564 !jV5O7 I O1 0 Provides for the Agua Hedionda Lagoon permits program. use permit. The permits derk supports this function. PROGRAM ACTIVITIES: Permits: Issue annual lagoon use permits. Verify and monitor DMV registration. Document and categorize boating use activity. Publish and distribute information regarding use, rules, and regulation of the lagoon. Provides administrative support for the Lagoon Patrol Officers. Laaoon Clean-up Pmram: Coordinate and oversee bi-annual lagoon clean-up days (June/October). ACCT NO. 0014530 1998-9E BUDGE7 $ 13,963 3,080 0 -4 31420 I - All vessels on the water are required to obtain a valid City WORKLOAD STATISTICS: Estimate Projected 97-98 98-99 99-00 1. Annual Permits: 236 250 275 2. Daily Permits: 145 135 150 3. Observations: 4649 4900 4925 4. Revenue: $27,700 $16,000 $20,000 SIGNIFICANT CHANGES: None. c 130 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: RECREATION 1998-99 BUDGET $ 405,500 I I 1996-97 I 1997-98 1999-0( BUDGEl $ 416,660 r- PERSONNEL c” ACTUAL ACTUAL $ 330,368 $ 314,438 c c c r L-i MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: ACCT NO. 0014540 This division provides operational support for the recreation department including: the operation of three community centers, City and school facilities and athletic fields used by a variety of City departments and the public for recreational use and meetings. PROGRAM ACTIVITIES: Information and Enrollment Service: Staff provides information and registration services to the public on recreation department programs and facilities. Enroll participants via phone, mail and in-person for classes, special events and sport leagues. Collect and account for program revenue. Provide on-going information and referral to community. Facilities Operation: Staff coordinates public use of recreational facilities. 0 Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts. 0 Crews maintain balffields at school sites and community centers. 0 Staff coordinates classes, meetings, dedications and other functions at community centers and other City facilities. Attendants perform general clean-up and associated maintenance at facilities. Supervision: Supervisory staff coordinates operations of the community centers and satellite facilities. 0 Staff recruitment and development. 0 Provides staff training. 0 0 Serves as liaison to various community organizations and Citywide committees. Respond to customers concerns and requests. PERFORMANCE MEASURES: Estimate Projected 1997-98 1998-99 199900 1. Reservations Processed: 3,080 3,130 3,200 2. Number of Facility Users: 472,790 525,100 546,000 3. Revenue: $1 14,740 115,100 115,800 4. Number of Fields Maintained: 29 29 31 131 - PROGRAM: REC. LATION OPERATIONS FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO ACCT NO. 0014540 -4 KEY GOALS FOR 99/00: “Ensure the effective and efficient delivery of top-aualitv services to our Communlhl.“ 0 Conduct customer service training for employees to broaden their knowledge and improve service delivery skills. -- 0 Measure customer satisfaction of service delivery through user suweys and analyze responses to improve service delivery. 0 Monitor and maintain the capital replacement program to provide safe, top-quality equipment to all recreation facilities and conform to City budget standards. Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to ensure customer satisfaction of Carlsbad field users. 0 “Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the City.” 0 Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants, amenities and City facilities to all non-resident athletic groups that use recreation department facilities. 0 Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to the private sector. SIGNIFICANT CHANGES: None. 1 32 Y PROGRAM: SENIORS FUND: VARIOUS PROGRAM GROUP: VARIOUS PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY GRAND TOTAL 1996-97 ACTUAL $ 237,094 225,542 0 $ 462,636 3.00 5.67 1997-9E ACTUAL $ 247,868 272.390 4,860 $ 525,118 1998-99 BUDGET $ 31 1,305 343,705 0 SUMMARY 1999oc BUDGET $ 283,401 396,031 18,500 $ 697,932 3.00 6.52 MISSION STATEMENT: To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. KEY GOALS FOR 1999 - 2000: c “Ensure the effective and efficient delivery of top-auality services to our Community.” 0 0 0 0 Develop customer satisfaction survey. Provide semi-annual training to all volunteers and staff to broaden their knowledge of community resources and improve service delivery skills. Secure full access to City information systems network. Provide the necessary computer training so that staff can access information from the City computer network to more efficiently cany out their job functions and better serve the public. “Intearate a comprehensive efficient transportation svstem with quality of life-centered land use decisions.” 0 0 Promote and increase the use of the senior transportation system as an alternative to Carlsbad seniors for shopping, visiting the Center, etc. Promote and coordinate shuttle services by utilizing the Senior Center mini bus for City-sponsored events (dedications, City tours, etc.) . 133 PROGRAM: SENIOR PROGRAMS FUND: GENERAL PROGRAM GROUP: SENIOR PROGRAMS 1996-97 1997-98 1998-99 ACCT NO. 0014570 I99900 PERSONNEL ACTUAL ACTUAL BUDGET BUDGET $ 179,325 $ 181,292 $ 244,662 $ 219,569 MAINTENANCE 8 OPERATION 77,784 I 83,360 1 10,853 I 148,237 OI 3,544 I I CAPITAL OUTLAY WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Education Arrange for classes, seminars and other learning opportunities on topics pertinent to the Concerns and interests of the aging population. Coordinate computer classes to teach the basics of computers (Le. 'Windows?. 0 0 0 Develop computer lab with open hours for seniors to drop in and receive training and technical advice. Provide seminars on financial planning, long-term care, estate planning, personal safety, etc. Provide on-going information and referral to community resources. Recreation Offer excursions, special events and activities of particular interest to the mature adult which promote social interaction. 0 Continue the development of programslgroups that appeal to people with similar interests, Le., Walking Group, PC Users Group, Writers Group, Discussion Group, etc. Provide day trips to local attractions. 0 Provide a minimum of six Sunday afternoon dances. Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independent lifestyle. 0 0 0 Health Services Arrange for screenings, services, classes and lectures that promote healthy living. Bi-monthly blood pressure checks 0 Flu shots 0 0 Offer tax assistance to over 500 seniors. Arrange for free legal advice for over 200 seniors. Arrange for assistance with health insurance decisions. Provide a minimum of four "special" health screenings, Le., skin cancer, hearing, podiatry, cholesterol, etc. Continue offering body conditioning for seniors. 134 n PROGRAM: SENIOR PROGRAMS FUND: GENERAL PROGRAM GROUP: SENIOR PROGRAMS PROGRAM ACTIVITIES (continued): I+- ?-- PAGE TWO ACCT NO. 0014570 Administration . Coordinates all operations of the senior center; staffing, volunteer recruitment, facility rentals and grants management. After-hours facility rentals Staff scheduling Volunteer recruitment and training Budget management Senior Commission PERFORMANCE MEASURES: 97 - 98 98 - 99 99 - 00 (est.) (proj.) Participation: Dances 1,390 2,000 2,500 Health Screenings 968 1,200 1,750 Day Trips 1,109 1,400 2,000 Personal 900 1,100 1,300 Assistance SIGNIFICANT CHANGES: None. 135 h 1-97 1997-98 19-99 ACTUAL ACTUAL BUDGET $ O$ O$ 29,673 47,486 104,000 PROGRAM: SENIOR PROGRAMS FUND: SENIOR DONATIONS PROGRAM GROUP: SENIOR PROGRAMS - 1999-00 BUDGET os 0 11 9,200 3 - PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: - ACCT NO. 1434567/1444567 O1 O1 OI OI Continue to raise funds to support adivitieslprograms at the Carlsbad Senior Center. SIGNIFICANT CHANGES: None. 4 136 h c c IC 7 PROGRAM: SENIOR NUTRITION FUND: SENIOR NUTRITION PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1914501 THRU 1914503 MAINTENANCE 8 OPERATION CAPITAL OUTLAY WORK PROGRAM: To provide nutrition and transportation services to persons 60 years of age or older. PROGRAM ACTIVITIES: Noon Lunch To provide a nutritionally balanced noon lunch for persons 60 years of age or older Monday through Friday. Home Delivered Meals Deliver a hot meal and a sandwich for homebound persons 60 years of age or older who reside in Carlsbad. Transportation Provide transportation for Carlsbad seniors to the lunch program, medical appointments, shopping and other necessary transportation. WORKLOAD STATISTICS: Noon Meals Home Meals One-way Trips - 97-98 32,000 10,800 6,000 - 98-99 33,000 11,500 7,500 - 99-00 34,ooo 13,000 8,500 SIGNIFICANT CHANGES: None. 1 37 h r P PROGRAM: VARIOUS FUND: VARIOUS PROGRAM GROUP: PUBLIC WORKS MAJOR SERVICE AREA MAINTENANCE 8 OPERATION CAPITAL OUTLAY MISSION STATEMENT: The Public Works Team is dedicated to providing exceptional services to our customers with integrity and pride in a manner that supports and enhances the quality of life for all who live, work, and play in Carlsbad. Public Works Oraanizational Structure 3eneral 1 38 PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ACCT NO. 0016010 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY 1-97 1997-98 1998-99 199900 ACTUAL ACTUAL BUDGET BUDGET $ 0s 66,122 $ 608,154 $ 382,464 154,120 0 897 94,500 0 19,260 0 7,500 PROGRAM GROUP DESCRIPTION: Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget, fiscal and personnel matters; coordinate programs with local, State and Federal governments and support City boards, committees and commissions. Public Works Administration includes Engineering Services, General Services and Maintenance & Operations work groups. PROGRAM ACTIVITIES: Budaet Preoaration: 0 Strateaic Planning: 0 Maintenance Yananement and Qualitv Control: 0 Coordinate major service area budget activities. Develop strategic plan and Public Works identity to meet current and long-range goals. Design a comprehensive systems inventory, maintenance standard and work reporting system. PERFORMANCE MEASURES: Budnet Prewntion: 0 Coordinate preparation of FY 2000-01 Public Works operating budgets. Strateaic Planning: 0 Lead and supervise continued development of "Public Works Organizational Design Program." Maintenance Manaaement and Qualitv Control: 0 Continue preparation and development of a comprehensive systems inventory, maintenance standard and work reporting system; coordinate activities with the Engineering Services, General Services and Maintenance & Operations work groups. KEY GOALS FOR 1999-00: 0 0 Facility re-use plan developed. Plan for new Public Works Facility developed. SIGNIFICANT CHANGES: This is the second year of the administration budget. The budget was established for the coordinated management of various work groups, functions and programs within Public Works. 3.25 positions have been transferred to other Public Works programs. 139 f- PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY r- P r c IC. 1996-97 1997-98 1998-99 199900 ACTUAL ACTUAL BUDGET BUDGET $ 2,554,671 $ 2,677,578 $ 2,711,102 $ 3,540,672 1 ,121,358 1,492,920 2,004,516 1,324,104 6,910 3,795 83,311 1 17,000 PROGRAM: ENGINEERING SERVICES FUND: VARIOUS PROGRAM GROUP: PUBLIC WORKS SUMMARY PROGRAM GROUP DESCRIPTION: This newly-formed department of Public Works is responsible for providing engineering services to the public and other City departments by preparing and processing design and construction documents. This department indudes the Carlsbad Municipal Water District’s Utility Engineering Division which provides design and processing support on projects involving the construction of storage facilities, transmission distribution pipelines and reservoirs. PROGRAM ACTIVITIES: 140 PROGRAM: ENGINEERING SERVICES FUND: VARIOUS PROGRAM GROUP: PUBLIC WORKS KEY GOALS FOR 1999-00: PAGE TWO SUMMARY “Ensure the effective and efficient delivew of towwalitv services to our Communitv.” Identify priority Capital Improvement Projects and ensure their timely completion: Rancho Santa Fe Road Poinsettia Lane Faraday West Cannon Roadffaraday link Palomar Airport Road from El Camino Real to Melrose Faraday/Melrose financing district 0 0 0 0 Implement action plan to enhance customer service program. Complete Inventory System of Street Improvements. Maintain development project review and plan check turnaround goals. Continue development of Phase II of Recycled Water Program and development of local water resources programs. “Intearate a comprehensive efficient transportation system with aualitv of Iife-centered land use decisions.“ 0 Implement Integrated Transportation Program: Regional transportation system priorities Local transit objectives and programs Industrial transportation management Tourist transportation needs Secure funding to construct easthest arterials. Advance construction schedules for Faraday Avenue and Poinsettia Lane arterials. 0 “Enhance educational owortunities and school facilities for all seaments of the Community.” 0 Develop intern program for engineering technician classification. 141 PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING ACTUAL $ 2,554,671 PERSONNEL MAINTENANCE 81 OPERATION CAPITAL OUTLAY ACTUAL $ 2,677,578 FULL TIME POSITLON 1996-97 I 1997-9I 1,121,358 1,492,920 6,910 3,795 PROGRAM GROUP DESCRIPTION: c L P- I c ACCT NO. 001 571 01001 5720 2,004,516 1,088,904 83,311 107,000 The Engineering Department continues to support the City Council’s goals to maintain safe City standards by improving the overall quality of field inspection, project processing, and front counter operations. The Engineering Department provides engineering services to the public and other City departments by preparing and processing design and construction documents. The department is also responsible for ensuring that development and public improvements are properly designed and constructed without jeopardizing public safety or the well being of the community. PROGRAM ACTIVITIES: ADMINISTRATION 0 Coordination Function: 0 0 Management Reporting System Function: Record Keeping Function: Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. Provide administrative and clerical support to all other divisions. Ensures that Management Reporting System is accurately maintained and generates all reports on-schedule. Provides accurate records filed in a standardized and efficient manner. Administrative and Clerical Support Function: LAND DEVELOPMENT 0 Land Use Development Review: Provides comprehensive engineering input to the Planning Department for all land use development applications within statutory time limits and divisional goals. Process all engineering development plans and maps in a professional manner maintaining highquality and meeting production goals. Ensures all engineering questions related to land development are answered in a timely and friendly manner. Engineering Plancheck: 0 Developmental Services: TRANSPORTATION AND CAPITAL PROJECTS Investigations: Continuing Operations: Reviews, analyzes and reports on a wide variety of traffic issues, concerns, complaints and inquiries. Maintains up-to-date records of collision reports, speed surveys, traffic counts and assists in maintaining optimum traffic signal operations. Reviews traffic control plans, signing and stripping plans and traffic signal plans. Reviews project submittals for good transportation planning concepts. Provides interdepartment coordination on various issues on an as- needed basis. 0 Project Reviews: 142 PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING PROGRAM ACTIVITIES (continued): PAGE TWO ACCT NO. 0015710 0 Coordination: Coordinates the design, construction, and inspection of the City's Capital Improvement Program. Provides - safe, efficient, and economical inspection services for all projects within the City through a combined and comprehensive inspection program. CONSTRUCTION AND INSPECTION - 0 Provides a thorough inspection of all projects through the application of clear, concise, and uniform construction management practices and policies. Assists in construction quality control. PLANNING AND PROGRAMS 0 Capital Improvement Programming: Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program. - 0 Facility Financing: Update existing facility impact fee programs and assist developers with the formation of financing districts to fund major public improvements. - 0 Special Programs: Administer and coordinate engineering activities for the beach erosion, lagoon dredging, storm water quality and traffic modeling programs. Administer and coordinate all Public Works efforts with regard to facility mapping and records management. --*. 0 Geographic Information Systems: - WORKLOAD STATISTICS/PERFORMANCE MEASURES: Land Development Plancheck Actual hgh 3/99, Projected through 6199 Plancheck - # Of sheets # of Revisions -1 Land Development Projects in Review 1 143 PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING PAGE THREE ACCT NO. 0015710 Traffic Operations SIGNIFICANT CHANGES: In total this budget includes five additional positions. Total Capital Improvement Program Appropriations 150,000,000 100.000p00 60,000,000 0 FY 9897 FY 9798 FY 9889 FY 0900 One position has been transferred to Engineering from Public Works Administration. Two new programs are included in this year's request; an Intern Program which added 2 mainttenance workers and a Utility worker and NPDES funding which added an Associate Engineer position. 144 PROGRAM: UTILITY ENGINEERING FUND: WATER ENTERPRISE PROGRAM GROUP: ENGINEERING PERSONNEL ACCT NO. 5015710 ACTUAL ACTUAL BUDGET BUDGET $ O$ O$ O$ 594,500 I I 1996-97 I 1997-98 I 1998-99 I 199400 I MAINTENANCE & OPERATION CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: Utility Engineering develops and maintains programs in five areas including water resources, domestic water systems, recycled water systems, sewer systems and National Pollutant Discharge and Elimination Systems (NPDES). Each program includes planning to ensure systems are adequate and available, water quality monitoring and reporting, design in cooperation with Operations and Maintenance needs, construction assistance, plan checking to ensure compliance with City and Water District standards and mapping and geographical information system development. PROGRAM ACTIVITIES: Plannina. Development and Schedulinn: Plans, analyzes and reviews water, sewer, recycled water and NPDES systems. Maintains project schedules and reports, obtains and coordinates engineering and special consultants, prepares plans and specifications, coordinates activities with other City Departments, and updates construction standards. Capital Improvement Program Budget of $120 million for water systems, $60 million for sewer systems and $70 million for recycled water systems. Water SUPP~Y and Qualitv: Continually reviews and evaluates overall water supply conditions including availability, water rights, compilation of water supply and quality data, evaluation of the cost of water resources, reviewing and implementing regulatory compliance programs mandated by Federal, State and local water quality regulatory agencies, and develop procedural manuals. Technical Assistance: Maintains data bases and works closely with operations and maintenance personnel to develop engineering solutions, documents, and procedural manuals and reports. Mapdnn and Facilitv Location: Converts water, sewer, and recycled water construction drawings to scanned drawings for placement on computer retrieval system, develops and maintains facility maps, prepares as-built drawings, develops CAD drawings, maintains tract status reports and locates facilities in the field in response to Underground Service Alert (USA). Plan Checkina: Coordinates with developers and their engineers on standards and requirements, provides information to Planning Department for conditions on land development projects, and performs plan checking-of land development projects. SIGNIFICANT CHANGES: A new program budget. Administrative leadership of this division is being transferred from the Water District to the City Engineering Services Department. 145 h c PROGRAM: GENERAL SERVICES FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS SUMMARY MAINTENANCE 81 OPERATION CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: This newly-formed department is responsible for the preventative maintenance and repair of parks, school athletic fields, City buildings and vehicles, public street trees and medians. PROGRAM ACTIVITIES: $ 2,600,000 $2,010,200 $ 2,000 ,oo 0 $1,500,000 $1,000,000 $600,000 so KEY GOALS FOR 1999-00: 0 Implement Maintenance Management Program. SIGNIFICANT CHANGES: None. 146 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE PERSONNEL ACCT NO. 001 5020 ACTUAL BUDGET BUDGET $ 843,932 $ 890,902 $ 1,037,820 $ 1,032,160 ACTUAL I I 199697 I 1997-98 I 1998-99 I 1999-00 I MAINTENANCE CL OPERATION CAPITAL OUTLAY WORK PROGRAM: Maintain, preserve and enhance 286+ acres of park facilities, school athletic fields, beach accesses, and landscapes at various civic facilities. This includes the maintenance of eight community parks and 26 special use areas. Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as community groups. PROGRAM ACTIVITIES: Turf and LandscaDe Maintenance: Direct management of 92+ acres of turf and 144+ acres of landscaping. Duties include mowing, fertilization, renovation, replanting, trimming, pesticide application, raking leaveddebris, turf sweeping, weeding cultivation, edging, aerating, reseeding, irrigation programming maintenance and equipment maintenance. Restroom Maintenancekitter ControlPicnic Area Services: Inspect, maintain, clean, paint, and repair 13 separate restroom facilities (as well as eight portable units) 5+ times per week. Clean, restock, sanitize, paint and plumbing repairs make up the duties of this activity. Also associated with this activity is litter control. All parks, beach accesses and beach areas are cleaned 4+ times weekly to remove all litter and service all trash receptacles. CourVField/Tot Lot Maintenance: Maintain 25 tennis courts (21 lighted), 13 basketball courts, 16 soccer fields, and 23 softballlbaseball fields. All athletic courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspectiondrepairs, and paying surface inspections. In addition, the activity includes weekly maintenance of all tot lots in the City. This includes sand rakingfleveling, sand roto tilling, play equipment inspection and repair, and the necessary documentation of such actions. Irrigation Maintenance: Maintain all landscape irrigation systems of City facilities. This includes programming over 93 different controllers with over 1,240 valves. Duties include replacement, repair, trouble shooting and data entry/ programming via the centralized irrigation system. Open Space Maintenance: Provide maintenance activities to City-owned open space, 1-5 Interchange, and areas of additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement. Miscellaneous MaintenancelRepair and Special Recluests: These activities, which are difficult to measure, include repair and upgrading to park structures, facilities, play equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the community for turf installation, sculpture installations, various redevelopment requests and community garden needs. The total amount of time spent on these activities amounts to approximately 12% of Park Maintenance activities. 147 c c c PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE WORKLOAD STATISTICS: PAGE TWO ACCT NO. 0015020 Court/Field/Tot Lot Maintenance: SIGNIFICANT CHANGES: This year’s budget will reflect an increase in maintenance activities at the new Carlsbad Library site. The re- organization within the Public Works Department has also created several changes which will result in a reallocation of funding, elimination of several positions, and the addition of one new position within the General Services division. c I 148 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY ACCT NO. 0015060 1996-97 1997-98 1-99 1999-00 BUDGET BUDGET ACTUAL ACTUAL $ 507,925 $ 559,967 $ 616,178 $ 751,527 666,389 700,691 968,592 876,208 3,971 42,913 121,443 8,420 I I I I I I WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to the community. PROGRAM ACTIVITIES: Buildina Maintenance: Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor renovate City facilities to accommodate programmatic changes for City Departments. Provide assistance in the relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services: Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance: plumbing, electrical) construction projects, and custodial senrices. Propertv Management: Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property Owners to ensure facilities meet City requirements. Prepare and administer contracts for all building maintenance services (Le.. HVAC, WORKLOAD STATISTICS: Building Maintenance: 1. Total Building Space Maintained (Sq. Ft.) 333,728 333,728 333,728 465,728 - 95-96 96-97 98-99 99-00 Custodial Services: I. Total Custodial Space Maintained (In-House) 184,447 161,820 184,447 316,447 2. Total Custodial Space Maintained (Other) 85,700 108,327 85,700 85,701 - 9596 96-97 98-99 99-00 Contract Maintenance: 1. Total Custodial Space Maintained (Other) 63,581 63,581 63,581 63,581 -96-97-99-00 Propertv Manaoement: 1. Total Leased Space SIGNIFICANT CHANGES: - 95-96 96-97 98-99 99-00 19,680 19,680 19,680 19,680 The Secretary and Senior Office Specialist positions currently assigned to the Oak Avenue facility were transferred from the PW Administration budget to the Street Maintenance (50%) and Facilities Maintenance (50%) budgets. Three custodians were added; two for the new library and one fbr the Faraday building. 1 49 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE ACCT NO. 1605023 MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way, parks, open space areas, and at City facilities. PROGRAM ACTIVITIES: Street Trees: This division program provides maintenance for over 21,000 trees on City right-of-ways. The Maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 500+ street tree work orderlrequests, removes 50+ trees, and plants over 100 trees. Contractual Tree Maintenance: Provides an on-going program for contracting, administering and overseeing street tree maintenance program beyond the scope of the division. Weed Abatement: This program involves the treatment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth. Hosp Grove Maintenance: Program currently involves quarterly maintenance of Hosp Grove. Work consists of clean-up, recruiting volunteer and grant assistance and removing hazardous trees. WORKLOAD STATISTICS: Street Trees: Contractual Tree Maintenance: SIGNIFICANT CHANGES: None. 1 50 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE ACCT NO. 1615024 MAINTENANCE & OPERATION CAPITAL OUTLAY WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to redevelopment landscape improvement areas. PROGRAM ACTIVITIES: Medians: Maintain on a weekly basis 44+ acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning, planting, pesticide application, removals, replanting and irrigation repairladjustment. Contractual Median Maintenance: Provide on-going program for contracting, administering and overseeing median maintenance for 20+ acres of City medians. Streetscape Maintenance: Maintain approximately 7.5 acres of high maintenance areas including planter boxes, downtown fountain, pond, landscape pockets and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticidelfertilizer application, irrigation repairladjustment, parking lot sweeping, fountain maintenance and related duties with streetscape improvements. WORKLOAD STATISTICS: - 95-96 96-97 97-98 98-99 1. Acres Maintained 48 48 48 48 2. Acres Maintained 35 36 38 38 3. Acres Maintained 8 8 8 8 (Medians) (Contractual) (Streetscape) SIGNIFICANT CHANGES: None. 151 t 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET PERSONNEL $ 442,895 $ 432,029 $ 461,384 MAINTENANCE & OPERATION 884,649 927,599 1,072,605 CAPITAL OUTLAY 37,111 0 48,357 c 199400 BUDGET $ 453,900 932,32 1 70,000 P c PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES WORK PROGRAM: Fleet Operations is an Internal Sewice fund within the City which provides continuous repair and maintenance service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per milehour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance and parts, ensures that adequate supplies of fuel and oil are available to operating departments, maintains a City-owned and operated vehicle wash, administers the collection and disposal of hazardous waste generated by City departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 238 vehicles and 130 other pieces of equipment. PROGRAM ACTIVITIES: ReDair and Maintenance: Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. Auto Parts: Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the automated management system. Fuel and Oil: Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. c WORKLOAD STATISTICS: c ACCT NO. 6205060 Repair and Maintenance: 1. 2. 3. 4. 5. 6. Preventative Maintenance BIT Inspections Smog Inspections Shop Repairs Vendor Repairs Emergency Road Repairs 97-98 - 718 98-99 99-00 720 730 80 80 80 58 68 68 680 620 600 274 310 300 52 50 50 1 52 PROGRAM: VEHICLE MAINTENANCE PAGE TWO FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 WORKLOAD STATISTICS (continued): Auto Parts: 1. Parts Items in Inventory 2. Dollar Amount in Inventory - 97-98 - 98-99 - 99-00 4,279 4,000 4,500 $60,085 $60,000 $60,000 Fuel and Oil: 97-98 - 98-99 - 99-00 1. Gallons of Fuel Used - City 240,307 253,000 260,000 - 2. Gallons of Fuel Used - Other 36,696 200,000 50,000 SIGNIFICANT CHANGES: None. 153 c PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 MAINTENANCE 8 OPERATION WORK PROGRAM: 1996-97 I I 997-98 I ,998-991 1999001 ACTUAL ACTUAL BUDGET BUDGET $ O$ O$ O$ 0 This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units before being placed into service and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and ensures a more cost effective fleet. PROGRAM ACTIVITIES: Fund Maintenance: Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average replacement charge by unit class. Specification Writin% Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and DisRosal: In partnership with the Purchasing Department, buy replacement units through the public bid process or in cooperation with other public agencies through cooperative purchasing programs. Arrange for the public auction of replaced units or sell them to other interested public agencies or special districts. WORKLOAD STATISTICS: Vehicles I Equipment Acquired: Vehicles I Equipment Disposed: Total Units in Fleet: SIGNIFICANT CHANGES: None. 97-98 - 98-99 - 99-00 44 46 59 22 39 59 360 367 367 - 154 PROGRAM: FUND: PROGRAM GROUP: PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY MAINTENANCE & OPERATIONS VARIOUS PUBLIC WORKS 199&97 1997-98 . I 99aw 199900 ACTUAL ACTUAL BUDGET BUDGET $ 3,937,978 $ 4,252,575 $ 4,950,390 $ 4,088,495 21,041,486 108,909 204.386 1,081,959 239,200 17,177,786 17,298,550 20,108,300 SUMMARY PROGRAM GROUP DESCRIPTION: This newly-formed department is responsible for preventative maintenance, repair and operations of all City and Water District infrastructure to include City streets, water and sanitation systems, and management of the City's Solid Waste Program. PROGRAM ACTIVITIES: Con Admini 1 155 c c- c PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: PUBLIC WORKS PAGE TWO SUMMARY KEY GOALS FOR 1999-00: “Ensure the effective and efficient delivew of ton-qualitv services to our Community.” Continuously improve work processes through the use of best technology, information-sharing, effective cross- departmental teams and all City resources. 0 Implement Maintenance Management Program. Implement innovative, cost-effective delivery of City services via publidpublic and publidprivate partnerships; non- profit organizations; enterprise services; and through regionalization and consolidation. Develop Solid Waste Strategy. Construct, maintain and operate facilities that support topquality service delivery in conformance with City budgets and standards. 0 Continue providing top-quality customer service throughout the year and to complete the La Costa head retro-fit program. “Create diverse, broad-based economic strateaies to ensure the financial health of the Community and the Citv.” Develop, maintain and enhance highquality standards in development, city services, communications, and fiscal policies that result in a high quality of life that supports economic health. 0 Develop and implement a comprehensive financial plan that provides revenues to maintain high quality service, protects local revenue resources, promotes private sector economic growth, promotes responsible cost management and enhances revenues and reduces costs. 0 “Enhance educational opportunities and school facilities for all seqments of the Community.” Provide and develop programs that result in a City workforce which has the knowledge and skills needed to excel on their job. 0 Enhanced Storm Water Management Program. E-Commerce via Interactive web site; i.e., water, trash, sewer fees. Enhanced Customer Service Initiatives (SIT). e- - c 156 PROGRAM: MAJOR STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE ACCT NO. 0016353 1996-97 1997-98 199899 ACTUAL ACTUAL BUDGET PERSONNEL $ 154,001 93,691 $ 228,097 MAINTENANCE 8 OPERATION 301,309 221,451 338,650 199940 BUDGET $ 188,890 351 ,170 CAPITAL OUTLAY WORK PROGRAM: Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems. PROGRAM ACTIVITIES: Street SweeDina: Sweep 1,240 curb miles of Carlsbad streets. Cement Repairs: Annually repair and replace broken and raised curbs, gutters and sidewalks. Asphalt Repairs: Extend life of streets and provide a smooth and safe driving surface. PERFORMANCE MEASURES: Street SweeDinG 1. Sweep all residential streets twice each month. 2. Sweep all downtown village streets three times each week. 3. Sweep all commercial and major arterial streets twice per month. Cement ReDairs: 1. 250 linear feet of curb and gutter per year. 2. 25,000 square feet of sidewalk per year. Asphalt Repairs: 1. Leveling with asphalt. 2. Base replacement. 3. Skin patching. 4. Repair utility cuts. 5. Crack fill. SIGNIFICANT CHANGES: None. I 57 c PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY c 1996-97 1997-98 1998-99 199900 ACTUAL ACTUAL BUDGET BUDGET $ 846,305 $ 876,652 $ 913,476 $ 929,390 564,909 740,910 880,040 801,141 17,922 42,833 18,600 17,200 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE ACCT NO. 0016355 c c c 7 c c WORK PROGRAM: The Street Maintenance Division’s major program is street and roadside maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulation and utility systems. PROGRAM ACTIVITIES: Roadside Maintenance: Roadside Maintenance activities consist of litter pick-up, debris hauling, sidewalk repair and guardrail maintenance. Drainaae Svstem Maintenance: Maintain, clean and repair the City‘s drainage system. Citv Siqn Maintenance: Fabricate, install and maintain all traffic, street name and special signs throughout the City. Respond to traffic engineering work orders and special sign requests. Conduct visual and retrereflectometer once a year in conjunction with the Division’s Safely Inspection Program. PERFORMANCE MEASURES: Roadside Maintenance: 1. Two (2) part-time employees will pick up over 200 cubic yards of litter from City right-of-way. This program is supervised by City staff (funded by Solid Waste). 2. Continue maintenance and repair of 25,263 lineal feet of guardrail as needed. 3. Recycle concrete and asphalt. 4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims (funded by Gas Tax). DrainaQe Svstem Maintenance: 1. Annually schedule the cleaning and maintenance of 3600 catch basins. Work will be completed from August through October to ensure proper flow and run-off during winter storms. Schedule annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August through October. 2. Citv Sian Maintenance: 1. Maintain and repair, as needed, the 7,500 signs throughout the City. 2. 3. 4. Fabricate and install special order signs as requested- Timely response to traffic engineering work orders. Annually conduct visual and reflectivity tests on 1,550 warning signs and 3,500 regulatory signs to insure proper and safe signage throughout the City. SIGNIFICANT CHANGES: The Secretary and Senior Office Specialist positions currently assigned to the Oak Avenue facility were transferred from the Public Works Administration budget to the Street Maintenance (50%) and Facilities Maintenance (50%) budgets. Includes .25 of a Management Analyst position transferred from Public Works Administration. 158 PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE ACCT NO. 001 6370 1996-97 1997-98 199899 ACTUAL ACTUAL BUDGET PERSONNEL $ 20,772 $ 25,566 $ 37,540 MAINTENANCE & OPERATION 278,715 449,231 341,385 CAPITAL OUTLAY 0 0 23,081 1999-00 BUDGET $ 36,290 339.055 10,500 WORK PROGRAM: Maintain the City’s traffic signal system. Provide a high-level of maintenance for infrastructure. Maintain safe and efficient circulation and utility systems. Maintain a clean City through the removal of litter and graffiti. PROGRAM ACTIVITIES: Operations: Perform plan checking and field monitoring during construction of new traffic signals for conformance with City and Caltrans standards. Coordinate with traffic engineer on signal timing adjustments. Coordinate underground service alert mark-outs for all existing signal systems. Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized intersections and coordinate repairs, if necessary. Provide monthly inspection of all traffic signal systems through a comprehensive maintenance contract and miscellaneous agreements with the State of California, Department of Transportation. Administration: Administer traffic signal maintenance agreement. WORKLOAD STATISTICS: 99-00 96-97 97-98 - 1. City-Owned and Maintained Signals: 71 81 2. Caltrans-Owned and Maintained Signals: 9 12 3. City-Owned and Caltrans-Maintained Signals: 7 7 4. Total Signals within the City: 87 93 SIGNIFICANT CHANGES: None. 159 c PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE ACCT NO. 1626357 c MAINTENANCE 81 OPERATION CAPITAL OUTLAY r t r- WORK PROGRAM: Maintain a safe, modem street lighting system. Provide a high level of maintenance for infrastructure. Maintain safe and efficient circulation and utility systems. PROGRAM ACTIVITIES: Maintenance and Operations: Oversee the maintenance and operations of the City street lighting system. Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate between developers and SDG&E for energizing new lighting systems. Provide expertise to City inspectors during inspection of lighting systems. Coordinate Underground Service Alert markouts for street light and traffic signal systems. Maintain as-built records of City street light system for future maintenance. Perform routine night surveillance. Incorporate street light numbering system. Check proposed improvement plans for conformance with City standards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, Engineering, and project engineers to ensure that departmental needs are met. c c Administration: Prepare annual audit of City’s street lighting assessment. Administer Buena Vista Channel Maintenance District and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and reassessments for the Lighting and Landscaping District. WORKLOAD STATISTICS: Estimated 98-99 5,858 96-97 4,808 97-98 5.318 1. City-owned and maintained street lights: 2. Number of street light repairs made: from from calls: 442 surveillance: 439 3. Number of emergency traffic signal repairs done: 537 TOTAL: 88 1 51 I 551 558 1,109 517 - 51 7 1,028 507 KEY GOALS FOR 199940: We plan to continue providing top quality customer service throughout the year and to complete the La Costa head retro-ft program. SIGNIFICANT CHANGES: None. 160 - --4 PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE ACCT NO. 163631 2 I I 1996-9i ACTUAL PERSONNEL $ 0 MAINTENANCE 81 OPERATION 203,783 CAPITAL OUTLAY 0 1997-9E ACTUAL s 0 7,048 0 0.00 0 .oo 199892 BUDGEl 0 7,590 0 0.00 0.00 1999-0( BUDG- 8,7P WORK PROGRAM: The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vita Creek from Jefferson to Haymar Bridge. Property owners are assessed annually an accumulated total of $100,000. The monies are placed in a fund to cover the costs of major dredging of the creek, which could occur every four years. The second major clearing was completed in March of 1997. - PROGRAM ACTIVITIES: - Administration - Soecial Proiects; Administer the Buena Vista Channel Maintenance Assessment District. ODerations - Enaineerina DeDartme nt: Monitoring and periodic clearing of the overgrowth and silt within the channel area. - SIGNIFICANT CHANGES: None. i - 161 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 501 631 01502631 0 I I 1996-97 1997-98 1998-99 199900 PERSONNEL MAINTENANCE 8 OPERATION CAPITAL OUTLAY BUDGET BUDGET $ 1,996,908 $ 2,327,089 $ 2,710,457 $ 1,854,565 ACTUAL ACTUAL "- e- PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to approximately 85 percent of the City (66,300 customers), and recycled water service to 116 sites Citywide. The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority. Recycled water is purchased from the Vallecitos and Leucadia Water Districts who own and operate their own water reclamation facilities. PROGRAM ACTIVITIES: Operations 8 Maintenance: Provide safe and efficient circulation of water and recycled water utility systems and a high level of maintenance for infrastructure to include storage facilities, transmission distribution pipelines and reservoirs. Meter Services: Collect customer usage data for billing of all water customers and provide requested customer service for water utility customers and assistance with account maintenance. Account Maintenance: Provide information and customer service in support of meter services and the utility billing divisions. Cross Connection Control: Provide recycled water customer with information regarding use site requirements and to insure City/district compliance with State-mandated regulations. PERFORMANCE MEASURES: Operations 8 Maintenance: 0 Operate and maintain 340 miles of transmission and distribution pipelines. Operate and maintain 13 reservoirs totaling 54 million gallons of storage capacity and Maerkle Reservoir with a capacity of 600 acre-feet (195 million gallons). Maintain and test 2,300 fire hydrants and continue valve maintenance program. Continue development of Phase II of the Recycled Water Program. Review and, if needed, update Wastewater Rate Model to insure appropriate rates and fees. 0 0 0 1 62 -- A PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 50i63io/5026310 PERFORMANCE MEASURES (continued): Metew Services: 0 0 0 0 0 0 Collect usage data and maintain 20,100 potable and 116 recycled water meters. Install utility services for new development. Investigate water consumption issues in response to customer requests. Implement Single-Jet Large Meter Replacement Pilot Program. Continue development of the Automatic Meter Reading (AMR) Pilot Program. Coordinate with Information Systems implementation of new utility billing software system. Account Maintenance: 0 0 Resolve meter reading discrepancies. 0 0 Process accurate customer usage monthly and transmit to utility billing division for preparation of monthly utility billing. Process requests for relocation andlor exchanges of water meters. Provide assistance to water customers regarding their utility accounts. Coordinate with Information Systems implementation of new utility billing software system. Cross Connection Control: Schedules and tests for cross connections between potable and recycled water systems on both new and existing sites. SIGN IF1 CANT CHANGES : This budget reflects the transfer of the utility billing and engineering divisions to the City's Finance and Engineering Departments, respectively. These figures also include budgetary consolidation of the potable and recycled water operations. Two Utility Worker positions have been added to ensure that all water valves and fire hydrants are in proper working condition. A Cross Connection Control Technician has also been added to ensure that there is not cross-over between the recycled water system and the potable water system. 163 7 c- c PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 51 1631 0 MAINTENANCE & OPERATION CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, operates and maintains the City- owned sanitary sewer collection system which covers approximately 65% of the geographic area of the City. Payments are made to the Encina Wastewater Treatment Plant to cover the Cis share of operating costs for treatment of its sewage. PROGRAM ACTIVITIES: Operations & Maintenance: Provide a high level of operations and maintenance for infrastructure to sanitary sewer collection mains, sewer service connections and lift stations. Account Maintenance: Provide information and customer service in support of wastewater operations and maintenance, and coordinate with the utility billing division for adjustments to customer accounts. PERFORMANCE MEASURES: Operations & Maintenance: 0 0 0 0 0 0 0 0 Account Maintenance: 0 Operate and maintain approximately 145 miles of City-owned sanitary sewer collection mains. Operate and maintain 14,100 sewer service connections equaling 40 miles of sewer laterals. Operate and maintain 15 City-owned lift stations. Continue Sewer Television Manholelnspection Program. Coordinate with Information Systems implementation of new utility billing software system. Review and, if needed, update Wastewater Rate Model to insure appropriate rates and fees. Install sewage flow meters to more accurately measure flow to the Encina Wastewater Authority. Upgrade lift station dialers to more effectively notify personnel in response to alarm conditions at lift stations. Process accurate customer usage monthly and transmit to utility billing division for preparation of monthly utility billing. Resolve flow-based sewer service charge discrepancies. Provide assistance to water customers regarding their utility accounts. 0 0 0 Administer wastewater pre-treatment applications. SIGNIFICANT CHANGES: None. 164 h -4 ACTUAL $ 78,865 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375 BUDGET BUDGET $ 69,469 $ 81,770 PERSONNEL MAINTENANCE & OPERATION CAPITAL OUTLAY 31,617 0 1996-9i ACTUAL $ 78,770 121,428 107,973 0 0 55,099 0 1997-98 I 199899 I 1999-00 I WORK PROGRAM: The Solid Waste Division of the Community Services Department promotes cost-effective solid waste management programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs. PROGRAM ACTIVITIES: AB 939: Implement components of Source Reduction and Recyding Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. Prepare and submit reports and documents, as required. Solid Waste: Ensure collection and disposal of solid waste generated in Carlsbad. Coordinate activities with regional groups. Prepare and administer the solid waste services contract. Review reports from authorized collector. RecvclindDiversion: Prepare and administer recyding contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate Ci efforts with other agencies. PERFORMANCE MEASURES: AB 939: 1. Ensure compliance with mandates of SRRE and HHWE by timely implementation of programs. 2. Prepare annual Solid Waste Enterprise fund budget. 3. Prepare and submit annual report to CIWMB. 4. Review / comment on relevant legislation and regulations. 5. Attend meetings as necessary. Solid Waste: 1. Administer and monitor solid waste services contract. 2. Ensure collection service for 19,718 residential and 2,235 commercial customers. 3. Review solid waste services rate structure and establish rates annually. 4. Coordinate quarterly bulky item collection events. 5. Attend meetings as necessary. RecvclinsllDiversion: 1. 2. 3. 4. Research and apply for appropriate grant opportunities. Coordinate and monitor recycling programs in conjunction with the authorized collector. Coordinate annual telephone book and Christmas Tree recycling campaigns. Serve as liaison to outside agencies, City staff, and public on recyding issues. SIGNIFICATION CHANGES: None. 165 c PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE PROGRAM GROUP: CARLSBAD GOLF COURSE 1996-97 1997-98 I ma99 199900 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL $ O$ O$ O$ 0 MAINTENANCE & OPERATION 252,505 215,636 942,310 370,000 CAPITAL OUTLAY '0 0 0 0 WORK PROGRAM: Community Services, Park Development, will assist the 'Project Oversight Committeeg in developing a municipal golf course. PROGRAM ACTIVITIES: Continue Land Mananement Plan: Maintain the proposed golf course property to retain the viability of the project development. Develop Golf-Related Commerc.... Concepts: .- ACCT NO. !5725001 Proiect Processing: Begin environmental proces- sing through USF&W, CDF&G, Coastal Commission. SIGNIFICANT CHANGES: None. PERFORMANCE OBJECTIVES: I. I. I. 2. 3. 4. "Land Management Program": a. Prevent further encroachment of existing habitat. b. Identify and eliminate insignificant patches of habitat. c. Remove unprotected and insignificant native vegetation from project footprint. Ana.,ze the potential for commercial uses on the golf course. Preparation, review and analysis of proposed golf course plan. Retain environmental consultant and process EIR. Process approvals for the golf course. Meet with Golf Course Steering Committee on a regular basis. 166 c If CAPITAL I I IMPROVEMENT I I PROGRAM c c 1999-2000 PROPOSED CAPITAL IMPROVEMENT PROGRAM INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document which incorporates the current budget for capital projects with future planned revenues and expenditures. This year’s CIP reflects the continued commitment to constructing the necessary facilities, in response to the current and anticipated development activity occurring throughout the City. Projects are continuously evaluated and prioritized to ensure the City’s resources for facilities are allocated based on a well thought out plan. The proposed 1999-2000 Capital Improvement Program totals $62.4 million, with projected revenues totaling $50.6 million. Development remains strong, and this is expected to continue through 99-2000. As development occurs within the City, there comes a corresponding increase in the demand for development- related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds the needs of Carlsbad’s citizens and businesses, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan requires that a standard level of facilities is available to meet the new demands, or development cannot proceed. The CIP is also a tool available to Council to address the issue of resource availability weighed against the demand for facilities. This report and the accompanying CIP documents and schedules 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. GROWTH PROJECTIONS Several assumptions about the rate and type of growth were made in order to 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, Building and Engineering Departments, and the Finance Department overlaid the economic forecast. This past year, City staff evaluated all existing developments and compared these projects to the buildout capacities of the City using adopted general plans. Existing building activity and estimates of how remaining net developable land might develop were used to prepare future growth projections. The following table shows the number of residential units used in calculating estimated revenues for 1999-2000 and subsequent years to buildout. Approximately 151 04 units are expected to be built from this point forward. Non-residential construction estimates are shown in projected square feet. 167 1999-2000 CIP Growth Assumptions i I Residential Non-Residential I Year Units Square Feet 1,250 765,000 1999-2000 2000-2001 2001 -2002 2002-2003 2003-2004 Years 6-10 1,139 472,000 1,304 450,000 1,150 656,000 687 644,000 3,635 4,303,000 Residential development for 1998-99 was projected at 1,439 building permits, however, recent estimates anticipate over 1,700 units by the end of the current fiscal year. Construction of residential units is expected to decrease slightly, to about 1,100 units per year for the next 5 years. Residential Units Trend 1985 to 2004 Permits Issued 3000 2500 2000 1500 1000 500 o..................... Non-residential development is expected to decrease also, following the completion of Legoland and most of the Carlsbad Ranch area. Major non-residential projects planned in the next few years include several hotel, timeshare, and commercial developments. REVENUES Revenues for Capital Projects from now until buildout total $462.6 million and may be segregated into four major categories: 1) fees generated by development in Carlsbad, 2) special district fees and taxes (Community Facilities Districts and Bridge & Thoroughfare Benefit Districts), 3) Water and Sewer replacement reserves, and 4) other sources including grants, bond issues, and contributions from other agencies. Approximately 43.6% of all capital revenues are 168 c c received as a result of development, and are dependent upon assumptions made about the City’s annual growth in dwelling units and commerciallindustrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln-Lieu fees (PIL), Planned Local Drainage (PLD) fees, Water Connection Fees (MFF), and Sewer Connection charges. Existing and proposed Community Facilities District and Bridge & Thoroughfare Beneffi District revenues comprise 18.1% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 16.8% of total revenues, and the remaining 21.5% are related to federal & state grants, license tax on new construction, the County sales tax program (Transnet), San Diego Gas & Electric funding, and contributions Funding Sources 1999-2000 to Buildout Total Revenue = $462.6 million from other agencies. Calculation of Future Fees Other 21.5% WaterlSewer 43.6% Districts 18.1 % The revenue projections of the proposed Capital Improvement Program reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of multi-family and single-family residential units was assumed to be 35% and 65% respectively and reflects the anticipated mix of residential development shown in current plans for each Local Facilities Management Zone. The building permit valuation used for computing Public Facilities fees was $89,500 per multi-family dwelling unit, and $1 75,000 per single-family dwelling unit. A building permit valuation of $38 per square foot of construction is used to calculate non-residential Public Facilities fees. In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of average daily trips was computed for each type of use. A multi-family residential dwelling unit was assigned 8 trips per day and a single-family unit was assigned 10 trips per day. Each residential trip was valued at the current TIF fee of $87. The trips-per-day value for commercial and industrial buildings was averaged at 32 trips per 1,000 square feet of development, 169 although the actual volume of trips generated by commerciaUindustrial building can vary widely depending on the ultimate land use. The value assigned to each commerciaUindustrial trip was $35, the current TIF fee. The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF revenues, as some projects previously funded from these sources are now funded through this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place to enable development to proceed within this proposed district. CFW3 is a proposed district for the funding of Melrose Drive and Faraday Avenue extensions. There are two existing and one proposed Bridge & Thoroughfare Fee Districts included in this year’s CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. A proposed BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon Road extensions east of El Camino Real. PROPOSED CAPITAL PROJECTS Project construction is reliant upon the availability of capital and operating funds in addition to established growth management requirements for facilities. Wherever project scheduling changes were proposed, projects were evaluated and prioritized, using compliance with the Growth Management Plan as the most important factor. The acceleration of street projects which will improve traffic flow in the industrial corridor was one of the results of this evaluation process. The proposed scheduling of park projects also reflects changes made as a result of this analysis. Growth Management requirements and the availabiltty of revenues has resulted in the highest level of planned capital spending in the last ten years as shown on the following chart (appropriations include amounts brought forward in each year). $160,000,000 $140.000,000 $1 20,000,000 $1 00,000,000 $8O,OOO,OOO $60,000,000 $40,000,000 $20,000,000 $- 89/90 90191 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99 170 P PROPOSED CAPITAL PROJECTS 1999-2000 TO BUILDOUT The CIP for 1999-2000 to buildout outlines approximately 164 future projects at a total cost of $439 million. CIP Expenditures by Category 1999-2000 to Buildout Total Expenditures = $438.1 million Drainage 5.3% Civic 18.8% Streets 30.7% The largest expenditure category is for street, traffic signal and interchange projects at $134.7 million or 30.7% of the total. Included are the construction of several major roadways which will add east-west connections and improve the flow of regional traffic as well as local traffic throughout the City. Several of these roads will provide additional routes to the neighboring cities of Oceanside, Vista and San Marcos. Following is a list of major street projects in the 1999-2000 to Buildout CIP: 0 Faraday Avenue to Cannon Road Faraday Avenue and Melrose Drive Extensions east of El Camino Real Poinsettia Lane to El Camino Real Poinsettia Lane east of El Camino Real Cannon Road to El Camino Real Cannon Road and College Boulevard East of El Camino Real Rancho Santa Fe Road to San Marcos and Encinitas The second largest level of expenditures at $83.3 million., or 19% of the total planned capital 171 expenditures, is construction and maintenance of city facilities such as Libraries, Administrative Facilities and Police and Fire Facilities. The South Carlsbad Library is currently under construction, and is expected to open in September 1999. This 64,000 square foot facility is estimated to meet the City’s needs up to a population of 100,000 residents. Upon completion of the South Carlsbad Library, the Cole Library, located at the north end of the City, will undergo renovation. The Capital Improvement Program includes funds to reconstruct and expand this facility in future years. Additional facilities include the Faraday Administrative Offices which are expected to be completed by September 1999, as well as a Public Works Center scheduled for construction next m year. A new City Hall is planned for construction in the future; the timing and location still remains to be determined. The third largest expenditure category is for park projects totaling $70.7 million, or 16.1% of the total. Park projects include acquisition and development of acreage within all quadrants of Carlsbad. Future Park Projects include: Northwest Quadrant Northeast Quadrant Park Acquisition and Development Community Center Latwin Park Development Cannon Lake Park Development Hosp Grove-Buena Vista Lagoon Park Park Acquisition and Development Southwest Quadrant Southeast Quadrant Poinsettia Park Phase II Zone 19 Park Development Zone 19 Park Communtty Center Alga Norte Park Development Alga Norte Pool Leo Carrillo Park Development In addition, a Business Park Recreational Facility in the industrial area is planned, as well as the Carlsbad Municipal Golf Course. Sewer projects total almost $61.8 million, and include the construction of the South Agua Hedionda interceptor, the VistaKarlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The largest of these projects is the VistaKarlsbad interceptor; construction will occur along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson street to the west side of the railroad right-of-way, and is expected to span over several years. Water projects total about $40.3 million (9.2%) and include reservoir construction and improvements and recycled and potable pipelines. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane, and El Fuerte, and along El Camino Real. The 1999-2000 to buildout CIP also includes funding for seawater desalination and other water resource development programs. Specific timing and cost estimates for all capital projects are identified in the Current and Future (I 999-2000 to Buildout) Projects schedule following the narrative. 1 72 P PROPOSED CAPITAL PROJECTS - THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below. a Libraw Facilities - Construction of the South Carlsbad Library is over 80% complete, with the opening planned for September 1999. The Cole Library is scheduled to undergo remodeling upon the completion and opening of the new library in the south. 0 Faraday Administrative Offices - The City currently has several administrative facilities located in different areas throughout the City which are no longer able to accommodate current and anticipated space needs. The Faraday Building is currently under construction, and will be used by staff from Public Works, Community Development, and Administrative Services. This consolidation will improve customer service by providing a single location to serve the development community. Relocation to the new building is planned for the fall of 1999, once construction is complete. In addition to improved customer service, it is expected the consolidation will improve efficiency and interdepartmental communication. a Public Works Center - Design of a new Public Works Center is undenvay, and construction could begin in 1999-2000. This facility, located next to the Safety Center, will include a purchasing warehouse, general offices, and yard facilities for the Public Works Departments. Carlsbad Municipal Golf Course - Environmental permits are currently being processed for the City's 250 acre golf course located in the industrial corridor directly south of the future Veterans Memorial Park. Once approved, development of the golf course will proceed. Streets - Several large street construction projects are planned for the next 5 years as shown on the following map. The extensions of Cannon Road and Poinsettia Lane to El Camino Real and Faraday Avenue to Cannon are all located west of El Camino Real and are being constructed primarily as a result of residential developments in those areas. College Boulevard and Cannon Road extensions to the east and north, as well as Faraday Avenue and Melrose Drive extensions are located east of El Camino Real and will alleviate traffic on Palomar Airport Road. The widening and realignment of Ranch Santa Fe Road is scheduled to begin in the year 1999-2000, and will improve regional and local traffic flow generated in the southern part of the City. LVi- a a 173 Proposed Major Road Projects RAILROAD NAJOR ROAD PROJECT8 a Coastal Rail Trail - The Coastal Rail Trail is a non motorized multi-modal trail in the railroad right-of-way between Oceanside and downtown San Diego. Once built, the trail will be 44 miles long and will accommodate bicycles, joggers, rollerbladers and skateboarders. The current CIP includes funding for construction of the section between the Oceanside transit and Encinitas coaster stations. Leo Carrillo Park - The master plan of Leo Carrillo Park is complete, and the development of phase two is scheduled to begin in 1999-2000 on this 10.5 acre site. Park development will consist of parking lots, rest rooms, walkways, large group picnic facilities and tot-lots. The general theme for this park will be passive in nature with the option for interpretive programming. Northeast and Northwest Quadrant Parks - The City has accelerated plans for park facilities. In 1999-2000 there are plans to purchase land for future park sites in both the northeast and northwest quadrants, with development of those sites in the years to follow. parks will include ball fields and other recreational amenities. These Aha Norte Park - This park will include the development of 30 acres in the Southeast Quadrant with amenities such as ball fields, soccer fields, tennis courts, picnic areas, tot lots, restrooms and parking facilities. Design is planned for 2001-02 with construction in the years to follow. 1 74 Zone 19 Park - Construction is expected to begin in approximately 3 years on this 24 acre site located in the southwest quadrant north of Poinsettia Lane and west of El Camino Real. This park may include ball fields, soccer/football fields, basketball and tennis courts, tot lots, and picnic areas. e Poinsettia Park Phase II - Within the next 5 years, development of the final phase of Poinsettia Park is scheduled. Amenities may include a community center/gymnasiurn, enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking. South Carlsbad Villaae Storm Drain - Construction of the South Carlsbad Village Storm Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the Northern San Diego Railroad right-of-way will control flooding and standing water along its route. South Aqua Hedionda Interceptor - This interceptor sewer includes a sewage lift station and forcemain, and will provide sewer service to those areas generally tributary to the south side of the Agua Hedionda Lagoon. Construction will occur along Cannon Road from Leg0 Drive to El Camino Real and along Faraday Avenue from Cannon Road to the existing Faraday Avenue. The following phase will begin at Cannon Road and El Camino Real and proceed east to the Raceway Property. The design for this project has begun and will continue into next year; construction could begin in the following year(2000-200 1 ). e Vista/Carlsbad Interceptor - The Vista/Carlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way. This project is required to handle buildout flows and replace deteriorated pipeline, and is funded in part by the City of Vista. SUMMARY The proposed 1999-2000 to Buildout CIP continues to reflect an aggressive plan for new facilities. It is being driven by the continued 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 is being made to construct major traffic circulation projects in response to current and future development. 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 resources have been implemented in order to meet the needs of Growth Management. The 1999-2000 to Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff to continue providing its residents with a better quality of life. 1 75 GROIKTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to manage development within the City by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. The Growth Management Plan adopted has established precise standards for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Wastewater Treatment - Circulation - Fire - Water Distribution - Schools - Library - Parks - Drainage - Open Space - Sewer Collection The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Plan impacts both the operating budget and the Capital Improvement Program. The detailed level of planning required by growth management has allowed Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is governed by the rate of development and the eleven performance standards. New public facilities often require additional staffing and other resources, which affects the operating budget. Facilities such as community centers, parks, and fire stations have been constructed and opened to the public under this program. The Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the 1999-2000 CIP, compliance with the Growth Management Plan is assured. 176 c c 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: > A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Beneffi Area fees were all established under AB 1600. > The fee must be segregated from the General Fund. Carlsbad segregates all capital . funds not only from the General Fund but also each classification of fee as well. > Fees 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 expenditure plan is updated annually as part of the City's budget process. > 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 all AB 1600 fees to projects to be constructed both in the current year and in the future. 177 UTYOFCARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 19911-89 JULY 1,1998 ESTIMATED ESTIMATED JUNE 30,1999 UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE GENERAL CAPITAL CONST. 3,818,164 2,554,079 1,454,084 962,497 3,955,882 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETlLOCAL TRANSNETlHlGHWAY TRANSNETBIKE TRANSNETlSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD X1 CFDW CFDX3 BTW2 POINS. LN-AVIARA PKWY BTW CANNON ROAD WEST BTM COLLEGECANNON FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX WATER - RECYCLED WATER 313,487 2,807,608 21,723.652 4,181,832 2,586,877 884,629 677.195 1,835,280 3,696,442 3,185,062 1,200.890 26.283 1,274,359 373.253 96,942 1,859.989 1,165,262 32,691.71 1 12,849,302 0 3,091,167 523,659 0 4 0 5,273,625 886,807 19,141,077 9,705,312 1.964.996 6,118,850 8,601,526 2,132,557 6.002,296 7,744 1,784,010 8,082.399 470,843 118.022 62.686 224,712 356,184 1,962,937 8,065,776 995,386 692 33.555 73,264 209.1 15 141,078 17,155,045 12,378,831 7,407,202 0 355,261 2,671.478 0 245.000 0 721.068 2,943,525 4,960,609 7,450,269 888,803 4,957,607 9,959,060 68,290 1,550,194 73,381 1,242,269 2,757,116 4,337.1 78 0 0 18,900 0 1,828,336 2,003,739 2,000,263 0 0 138,889 267,536 1,727.866 11,884,665 20,448,689 1,486,845 0 648,490 1,972,040 0 78,776 0 216,046 625,962 1,267,061 758,368 264,962 2,513,526 1,616,817 33,832 665,338 0 942,310 0 0 0 0 0 0 750,000 0 0 0 0 0 0 0 0 169,743 0 0 40,000 15,872 0 0 0 0 0 1,116,426 0 160,000 1,177,344 42,351 0 0 n 247,850 2,407.045 27,048.935 315,497 2,704.899 947.315 883.007 2,191,464 3,081,043 9.247,099 196,013 26,975 1,307,914 307,628 38,521 273,181 24,452,110 18,769,659 0 1,207,225 0 166.228 0 5,778,647 3,204,370 21,718,199 16,397,213 *- 2,428,037 7,385,587 16,901,418 2,167,015 6,887,152 - 6,435.642 - 2,757,938 - 1 - 1,333,808 OTHER 2,614.4a5 843,776 2,124,453 TOTAL 163,304,560 99,698,505 64,455,427 5,376,543 193,171,095 - PROPOSED DISTRICTS. 178 h CrrY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR M 19992oOo JULY 1,1999 PROJECTED ESTIMATED FUND BALANCE REVENUES GENERAL CAPITAL CONST. 3,955.662 7,250,ooa PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 !W PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNETlHlGHWAY TRANSNETIBIKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD Xi CFD #2 CFD X3 BTW3 CANNON ROAD WEST BTW COLLEGBCANNON FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX BTW POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 247.850 2,407,045 27.048.935 315,497 2,704,899 947.315 883,007 2,191,464 3,081,043 9.247.099 196,013 26.975 1,307.914 307,628 38,521 273,181 6,435,642 24.452.1 10 18.769.659 0 2,757,938 1,207.225 0 166,228 0 5,778,647 3,204,370 21.718.199 16,397,213 2,428.837 7,385,587 16,901,418 2,167,015 6,887,152 0 0 3,829,609 228.01 1 804.633 133,560 292,163 55,650 1,141,923 2.500,000 550,000 0 0 120.000 1,980,000 532,699 0 7.1 16.403 0 0 242.000 100,000 0 8,683,600 0 131,462 1,400,000 4,556,371 2.000,000 950,000 3,678,819 2,725.000 0 1,550,000 OTHER 1,333,808 0 TOTAL 193,171,095 50,551,902 1998 - 99 CONTINUING NEW APPROPR. APPROPR. 3,353,727 6,836,500 107,557 20,000 1,505,050 0 5,068,835 9,143.000 24,184 10,000 0 3,500,000 150,000 0 21 9,100 0 0 0 2,220,224 1,677,000 8,335,896 2.300,000 5,855 550,000 0 0 0 1,240,000 270,905 120,000 37,665 1,980,000 65,517 500,000 5,938,514 0 14,923,214 4,410,000 4.881,633 0 0 0 2,491,611 450,000 1.131.775 0 0 0 142,055 6,683,600 0 0 813.804 950,000 2,441,733 1,857,000 12,821,374 2.1 98,822 2,791.323 3,002,731 720,405 659,527 2,628,667 5,713,983 1,599,569 2,775.592 1,818,297 0 1,773,700 5,699.200 1,180,336 0 79.312.525 62.426.955 1999-00 TOTAL CIP APPROPR. 10,190,227 127,557 1,505,050 14.21 1.835 34.184 3,500,000 150,OOO 219,100 0 3,897.224 10,635,896 555.855 0 1.240,OOO 390,905 2,017,665 565,517 5,938,514 19,333,214 4,881,633 0 2,941.61 1 1,131,775 0 6,825,655 0 1,763,804 4,298,733 15,020.196 5,794,054 1,379.932 8,342,650 4375.161 1,818.297 7,472,900 1,180,336 141,739.480 JUNE 30,2000 PROJECTED BALANCE 1,015,435 120,293 901,995 16,666,709 509.324 9,532 930,875 956,069 2,247.1 14 325,742 1 ,111,203 190,158 26,975 67,914 36,723 856 240,363 497.128 12,235,298 13.888.026 0 58,327 175,450 0 24,173 0 4,146,305 305,637 11,254,375 12,603,159 1,998,905 2,721,755 15,251,257 348,718 964,252 153,472 101,983,518 179 h moFCARLsBAD CAPITAL FUNDS REVENUE ESTIMATES FOR tgsO-2ooo 1995-96 1996-97 1997-98 1-99 1999-2OOo ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED FUND REVENUES REVENUES RMNUE REVENUE REVENUE GENERAL CAPITAL CONST. 2,aa8,9g3 3,000.585 1,581,221 2,554.079 7,250,000 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13 1 16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETLOCAL TRANSNETRllGMNAY TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFW3 BTW3 CANNON ROAD WEST BTD#4 COLLEGECANNON FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEVER BENEFIT AREAS (C.D.E,F) SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX BTW2 POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 20,454 42.191 3,172.700 375,038 271,399 234.755 12,911 88,857 772.544 24,122 97 660,599 82,683 213,661 253,417 1,037,967 7,279.245 3.01735 0 1,265,756 0 165.994 0 0 2,669,428 1,233,895 230.676 2,442,896 1,107,737 8.503 408,294 488,794 133.308 1,415.ao3 i 8,033 79,365 4,618.487 701,492 44.222 403.682 278,736 1.101,838 1,155,361 103 520,948 237,167 189,854 2,596,708 277,695 269,106 10,676,209 6,085,033 0 2,289,588 26,238 0 421,036 0 863,504 253,024 2,823.755 2,014,974 2,266,441 2,185,341 127,079 1,471,758 283,888 593,808 18,471 289,482 8,582,805 1,203,795 207,517 69,997 326.350 701,093 1,691,916 4,103,007 3,310,960 1,524 98,380 321,253 45.414 293,629 9,494,392 15,184.782 2,247,234 0 213,180 291,424 0 79,745 0 1,061.677 452,181 5,200,226 1,750,325 1,073,366 3,738.617 2,506.152 254,554 1,610.623 7,744 1,784,016 8,082,399 470,843 62,686 224,712 358,184 1,962.937 €I95386 692 33,555 73,264 209,115 141.078 17,155,045 7,407,202 0 355,261 2,671,478 0 245,000 0 721,068 2,943.525 4,960,609 7,450,269 4,957.607 9,959,060 i 18,022 8,065,776 12,378,831 888,803 68,290 1,550.194 0 0 3,829,609 228.01 1 804,633 133,560 292,163 55,650 1,141,923 2,500,000 550,000 0 0 120.000 1,980,000 532.699 0 7,116,403 0 0 242.000 1 00.Ooo 0 6.683.600 0 131,462 1,400.000 4,556,371 2,000,000 950.000 3,678,819 2,725,000 0 1,550.000 OTHER 542,320 1,352.547 2,471,355 843,776 0 fi TAL CAPITAL FUND 32,542,3 2 70,456,647 9, 9 ,505 5 . 51, NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS. 180 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1996-1997 TO lS98-1999 1-97 1997-98 1998-99 (1) FUND ACTUAL ACTUAL ESTIMATED GENERAL CAPITAL CONST. 3,068,165 1,137,693 2,416,581 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNETBIKE TRANSNETSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD Xi CFD #2 CFCW BTW;! POINS. LN-AVlARA PW BTD#3 CANNON ROAD WEST BTD# COLLEGWCANNON FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX ZONE 5,i3 a 16 PARK FEE WATER - RECYCLED WATER 26.780 252.506 1,285.908 0 0 0 301,226 0 275.234 786.134 499,666 498.066 0 251,114 2,516,379 261 279.582 3,540,881 255,722 0 83,345 17,505 421,302 0 484 0 1.334,650 187,625 151,251 2,447.648 2,170,009 20,795 462,810 19,705 768,416 474,493 28,638 0 0 3,449 0 926.582 1,751.81 2 1,732,856 0 0 13,684 74,694 35.816 9,994,978 5,235.076 670,688 0 589.053 246,276 0 79,475 0 255,507 98,843 1,395,000 608.373 115,641 2.595.405 1,937,045 540,536 343,806 73,381 2.1 84,579 2.757.1 16 4,337,178 0 0 18,900 0 2,578,336 2,003,739 2,000,263 0 0 138,889 267,536 1,727,866 11,884,665 20,618,432 1.486.845 0 688.490 1.987.912 0 78.776 0 216,046 625,962 2,383,487 758,368 424,962 3,690,870 1,659,168 33,832 665,338 OTHER 602.662 I .122.72O 2.124.453 _. - , __ ---.--- . --. -- .~ TOTAL CAPITAL FUNDS 21,737,710 32,796,260 69,831,970 (1) 1998-99 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES 8 ENCUMBRANCES 181 1999-2000 CONTINUING NEW TOTAL CIP APPROPR. APPROPR APPROPR. 1998-99 1999-20(10 3,353,727 8,836,tiOo 10,190,227 107.557 1,505,050 5,068,835 24,184 0 0 219,100 0 2,220,224 8,335,896 5.855 0 0 270.905 37,665 65,517 5,938,514 14,923,214 4,881,633 0 2,491,611 1.1 31,775 0 142,055 0 813,804 2,441.733 12,821.374 2,791,323 720.405 2,628,667 1,599,569 1,818.297 1,773,700 2O.OOo 0 9,143.000 10,000 3,500,000 1 600,OOo 0 0 1,677,000 2,3110,000 660,OOO 0 1,-0,000 120,OOo 1,980,000 0 4,410,000 0 0 460,000 0 0 8,683,800 0 960,000 1,867,000 2,198,622 3,002,731 859,627 6,713,983 2,775,692 0 5,699,200 0 127,557 1,505.050 14,211,835 34,184 3.500.000 150.OOO 219,100 0 3,897.224 10,835,896 555,855 0 1,240,000 390,905 2,017.665 565,517 5,938,514 19,333.214 4,881,633 0 2,941.61 1 1,131,775 0 6,825,655 0 1,763,804 4,298,733 15,020.196 5,794,054 1.379.932 8,342,650 4.375.1 61 1,818,297 7,472,900 1,180,336 1,180.336 79.312,525 62,426,956 141.739.480 U e j 1 I i I I I I I I t I I I 1 i ! I ! ! ! I j ! 6 I I I I I I I ! ! ! I ! I ! I , 1 1 ! ! I i ! 2 I 1 3 f c I ! z E L I 2 ? a . 1 L a i i 1 i ! ! t 5 i c E t E p I e L \ a 2 9 1 r ! I: ? 2 i i j a E 3 a : 3 L 1 a c rl 4 b ! ! i E L L i ! i ! I t; # i I ! ! 1 ; : f I E I i I i s 6 t [ L ! s 184 r i c (c c c w --p! 0 z 3 U. n c c c rc , ! 5 ! ? L ! r 1 L i E i E E 6 t : a ; I 185 Fi I i I i E : i I I 3 ! i I ! i I I u r I L i ! I ! i I ! ! ! ! I ! ! I I I I ! i I ! I I , ! I i I I ! I ! i b I I i I I I I [ ! ! ! t ! ! i E 5 E : B t( e a e P 5 f t k t 1 i ! i I i i ! ! i i ! ! I ! I , , w 0 z E P I N. d c3 ! I f I i 2 I k I e L I c a ! 2 s I 2 U i Y L E !! C c I - E P C u c I 5 L i : I i i l : i ! ! I I I 1 r I c- c c r- UI a 1 -pc C E c f -. (D r- m I : 1 T I i J 1-I € ii € E - - Fi R h h h 8 : 8 2 Y z z I- o 3 3 ? $I 8 E I- o z o 3 K z c w W 1 0 v) .- ii Lu C -E z E c i ! I ! i I I : i ! i i I j I ! ! i I I I I 1 1 I 1 I I I I I I I I ! i ! I E E : i ! < c i i ! i ! ! I 1 1 1 1 I I I ! I I I I 1 . ! 1 I I i ! i I I t ! I ! ! t I ! , ~ 2 ! I I t 1 i i ! ! I ! I I I t ! i i . ! i I 3 1 L i I z < [ ! ! I ! I i ! I I 1 I I I I I I 1" c c i- CITY OF CARLSBAD CAPITAL IMPROVEMENT PROORAM ANALYSIS OF AVAILABLE BALANCES 1999 TO BUILDOUT PMR i BEGINNING FUND BAL 7/1199 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 601,935 7,250,000 6,836.500 1,015,435 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PILAREA I NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETnOCAL TRANSNETIHIGMNAY TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #1 CFD #2 CFD #3 BTD#3 CANNON ROAD WEST BTDW COLLEGElCANNON FEDERAL GRANTS SDG 8 E PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDMLOPMENT BONDS GAS TAX BTD#2 POINS. LN-AVIARA PKWY SEWER BENEFIT AREA (C-D-E-F) WATER - RECYCLED WATER 140,293 901,995 21,980,100 291,313 947,315 663,907 2,191,464 860,819 91 1,203 26,975 1,307,914 36,723 856 207.664 2,704,899 190,158 497, i 28 9,528,896 13,888,026 0 266,327 75,450 0 24,173 0 4,964,&43 762,637 13,605,890 4,756,920 15,301,849 5,113,452 a,am825 1,708,432 348,718 0 0 3,829,609 228.01 1 804.633 133.560 292,163 55,650 1,141,923 2,500,000 550,000 0 0 120,000 1,980,000 532,699 0 7,116,403 0 0 242,000 100,000 0 6,683,600 0 131,462 1,400,000 4,556,371 2,000,000 950,000 3,678,819 2,725,000 0 1,550,000 20,000 0 9,143,000 10,000 3,500,000 150,000 0 0 1,677,000 2,300,000 550,000 0 1,240,000 120,000 1,980,000 500,000 0 4,410,000 0 0 450,000 0 0 6,683.600 0 950.000 i ,857,000 2,198,822 3,002,731 659,527 5,713,983 2,775,592 0 5,699,200 120,293 901,995 16,666,709 509,324 9,532 956,069 2,247,114 325,742 1,111,203 190,158 26.975 67,914 36,723 856 240,363 497,128 930,875 12,235,298 13.aaa.026 58,327 0 175.450 0 24.173 0 4,146,305 305.637 1 1,254,375 12,603,159 2,721,755 15,251,257 348,718 964,252 i ,998,905 OTHER 153,472 0 0 153,472 TOTAL I 13.858.570 50.551.902 62.426.955 ioi.9a3.51a (1) BEGINNING BALANCE ON 7/1/99 IS NET OF CONTINUING APPROPRIATIONS. 193 CITYOF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 19- TO BUILDOUT R 2 2000 - 2001 1 BEGINNING FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1,015.435 1,750,000 1,786,000 979,435 PUBLIC ART 120,293 0 20.000 100,293 GOLF COURSE 901,995 0 0 901,995 PUBLIC FACILITIES FEE 16,666,709 3,333,871 4,689,000 15,311,580 ZONE 5,13,16 PARK FEE 509,324 118,000 0 627,324 PILAREA 1 W 9,532 351,907 0 361,439 PIL AREA 2 NE 930,875 198,949 150.000 979.824 PIL AREA 3 sw 956,069 296.336 0 1,252,406 PIL AREA 4 SE 2,247,114 555,650 2,800,000 2,764 TRAFFIC IMPACT FEE 325,742 893,084 672,000 546.826 TRANSNETROCAL 1,111,203 1,900,000 1,700,000 1,311,203 TRANSNETMIGHWAY 190,158 0 0 190,158 TRANSNETBIKE 26,975 755,000 755,000 26.975 TRANSNETSTP 67,914 0 0 67,914 TDA 36,723 0 0 36,723 STATE GRANTS 856. 104,000 104,OOO 856 COUNTY GRANTS 240,363 44,334 0 284,697 ASSESSMENT DISTRICTS 497,128 0 0 497,128 CFD #l 12,235,298 6,451,766 110,000 18,577,064 CFD #2 13,888,026 0 5,702,400 8,185,626 CFD M 0 500,000 500,000 0 BTD#2 POINS. LN-AVIARA PKWY 58,327 197.360 200,000 55,687 BTm3 CANNON ROAD WEST 175,450 2,000,000 0 2,175,450 BTDM COUEGUCANNON 0 0 0 0 FEDERAL GRANTS 24.1 73 5,024,000 5,024,000 24,173 SDGIE 0 700,000 700,000 0 PLANNED LOCAL DRAINAGE 4,146,305 565,034 260,000 4,451,339 SEWER BENEFIT AREAS 305,637 3,400,000 3,391 ,000 314.637 SEWER CONNECTION 11,254,375 6,051,232 3,922,316 13,383,290 12,603,159 1,300,000 4,249,533 9,653,626 SEWER REPLACEMENT 1,998,905 150,OOO 1,059,527 1,089,378 WATER CONNECTION 2,721,755 3,149,716 1,561,226 4,310,245 WATER REPLACEMENT 15,251,257 2,025,000 7,796,424 9,479,833 REDEVELOPMENT BONDS 348,718 0 0 348,718 GAS TAX 964,252 1,600,000 745,900 1,818,352 OTHER 153,472 1,210,000 1,210,000 153,472 TOTAL 101,983,518 44,625,238 49,108,326 97.500.430 WATER - RECYCLED WATER 3 3 194 c c- IC CIN OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1999 TO BUILDOUT w.3 2o01 - 2o02 1 BEGINNING FUND BAL 7/1/2001 RRlENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 979,435 1,700,000 1,664,625 1,014,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 MN PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETLOCAL TRANSNET/HIGHWAY TRANSNETIBIKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFD 13 BTW3 CANNON ROAD WEST BTDM COLLEGECANNON FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SRNER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX BTW2 POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 100,293 901,995 15,311,580 627,324 361,439 979,824 1,252,406 2,764 546,826 1,311.203 190,158 26,975 67,914 36,723 856 284,697 497,128 18,577,064 8,185,626 0 55,687 2,175,450 0 24,173 0 4,451,339 314.637 13,383.290 9,653,626 1.089.378 4,310,245 9,479,833 348,718 1,818,352 0 0 3,754,316 60,000 497,630 825,383 304,684 55,650 963,134 2,000,000 905,000 0 0 0 0 18.982 0 6,987,748 757,781 6.180.000 1,216,400 400,000 1,200,000 0 0 692,945 400,000 2,226,126 1,300,000 150,000 3,601,716 2,025,000 0 1,650,000 20,000 0 4,339,000 0 600,000 1,800,000 0 0 447,000 1,700,000 905,000 0 0 0 0 0 0 5,810.000 8,941,000 6,180,000 1,200,000 0 1,200,000 0 0 1,600,000 355,000 6,719,690 1,210,057 159,527 2,549,808 1,515,202 0 362,000 80,293 901,995 14,726,896 687,324 259,069 5.206 1,557,089 58,414 1.062.960 1.61 1,203 190,158 26.975 67,914 36,723 856 303,679 497,128 19,754,812 2,407 0 72,087 2,575,450 0 24,173 0 3,544,284 359,637 8,889,726 9,743,569 1,079,851 5,362,153 9,989,631 348,718 3,106,352 OTHER 153.472 3.ooo.oM) 3.000.000 153.472 - . . . . - -, . . - -, - - -, - - - -. - - - , - - - . - -, . . - TOTAL 97,500,430 42,872,495 52,277,909 88,095,016 195 CllY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1 WS TO BUILDOUT 4 2002 - 2003 1 BEGINNING FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1.014.810 700,000 433,000 1,281,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETlLOCAL TRANSNETMIGHWAY TRANSNET/BIKE TRANSNETETP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFD #3 BTDm CANNON ROAD WEST BTW COLLEGECANNON FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER BTDm POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 80.293 901,995 14,726,896 687,324 259,069 5,206 1,557.089 58.414 1,062,960 1,611,203 190,158 26,975 67,914 36,723 856 303,679 497,128 19,754,812 2,407 0 72,087 2,575,450 0 24.173 0 3,544,284 359,637 8,889,726 9,743,569 1,079,851 5,362,153 9,989,631 348,718 3,106,352 153.472 0 0 3,490,008 106,341 496.080 225,383 303,293 23,651 1,019,007 1,700,000 0 0 0 0 0 0 0 6,348,161 (0) 0 783,600 95,000 10,645,000 0 0 1,063,490 400,000 2,163,316 1,300,000 150,000 3.407.609 2,025,000 0 1,700,000 0 20,OOO 0 2,050.000 0 0 0 0 0 447,000 1,700,000 0 0 0 0 0 0 0 110,o0O 0 0 500,000 0 10,645,000 0 0 2.600,000 0 5,879,296 760,591 159.527 1,514,682 1,635,178 0 250,000 0 60,293 901,995 16,166,904 793.665 755,149 230,589 1,860,382 82,066 1,634,867 1,611,203 190,158 26,975 67,914 36,723 856 303,679 497.128 25,992,974 2,407 0 355,687 2,670,450 0 24,173 0 2,007.774 759,637 5,173,746 10,282,978 1,070,324 7,255,081 10,379,453 348,718 4,556,352 .~ 153,472 I AL 38,144,939 28,704, 4 7.3, 1 196 ,- .I c c c c c c- c CllY OF CARLSBAD CAPITALIMPROVEMENTPROGRAM ANALYSIS OF AVAIlABLE BALANCES 1QW TO BUILDOW 2004 1 BEGINNING FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1,281,810 1,1oo,oO0 1,313,000 1,068,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE . ZONE 5,13,16 PARK FEE PILAREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETLOCAL TRANSNET/HIGHWAY TRANSNETIBIKE TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #1 CFD #2 CFD W BTM CANNON ROAD WEST BTW COLLEGECANNON FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX BTW2 POINS. LN-AVIARA PKWY , SDGLE WATER - RECYCLED WATER 60,293 901,995 16,166,904 793,665 755.149 230,589 1,860,382 82,066 1,634,967 1,611,203 190,158 26,975 67,914 36,723 856 303.679 497,128 25,992,974 2,407 0 355,687 2,670,450 0 24,173 0 2,007,774 759,637 5,173,746 10,282,978 1,070,324 7,255,081 10,379,453 348,718 4,556,352 0 0 2,259,351 108,OOO 159,676 225,383 304,684 23,651 774,753 1.700.000 0 0 0 0 0 0 0 5,428,836 0 0 500,000 0 0 0 0 1,101,717 400,000 1,426,594 1.300,OOO 200,000 2,379,524 2,025,000 0 1,750,000 20,000 0 11,678,000 0 0 0 0 0 447,000 1,700,000 0 0 0 0 0 0 0 110,Ooo 0 0 0 0 0 0 0 0 0 6.1 82,615 931,136 159,527 2,530.428 1,796,272 0 0 40,293 901,995 6,740,255 901,665 914,825 455,971 2,165,066 105,717 1,962,721 1,611,203 190,158 26,975 67,914 36.723 856 303,679 497,128 31,311,810 2,407 0 855,687 2,670,450 0 24,173 0 3,109,492 1,159,637 417,725 10,651,842 1 ,110.797 7,104.1 77 10,608.1 81 348,718 6,306,352 OTHER 153,472 0 0 153,472 TOTAL 97,535,681 23,167,169 26,867,978 93,834,872 197 CrrY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVNLABLE BALANCES 1999 TO BUILDOW PUR =lo - 1 BEGINNING FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1 ,m,aio 4,310,000 2,165,000 3,213,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 Nw PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETlLOCAL TRANSNET/HIGHWAY TRANSNETlBlKE TRANSNETBTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFD #3 BTD#3 CANNON ROAD WEST BTW COLLEGECANNON FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER BTW POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 40,293 901,995 6,748,255 901,665 914,825 455,971 2,165,066 105.71 7 1,962,721 1.61 1,203 190,158 26,975 67,914 36,723 856 303,679 31,311,810 2,407 0 2,670,450 0 24,173 0 3,109,492 1,159,637 417,725 10,651,842 1,110,797 7,104,177 10,608,181 348,718 6,306,352 153.472 497,128 855,687 0 0 16,573,633 615,337 697,613 1,520,636 1,275,776 395,115 4,686,500 8,000,000 0 0 0 0 0 0 0 13,322,590 0 0 2,500,000 1,500,000 0 0 900,000 3,715,653 2,000,000 6,500,000 1,000,000 12,279,854 10,125,000 0 0 8,274,598 a,5oo,ooo 0 0 23,275,000 0 0 600,000 2,550,000 500,000 3,985,000 8,OOO,O00 0 0 0 0 0 0 0 38,933,500 0 0 3,226,800 2,000,000 0 0 900,000 110,000 0 5,843,834 2,641,750 797,635 8,031,000 2,874,000 0 555,000 0 40,293 901,995 46,888 l,517,OO2 1,612,438 1,376,608 890,842 832 2,664,221 1,611,203 26,975 67,914 36,723 856 303,679 5,700,899 2,407 0 2,170,450 0 24.173 0 6.71 5,145 3,159,637 14,510,092 1,313,162 11,353,031 17,859,181 348,718 14,251,352 153.472 190,158 497,428 128,887 2,~,489 .- TOTAL 93,834,872 108,692,305 i 06,988,519 95,538,659 1 1 98 c c c c 7 f CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1999 TO BUILWVT to Buildout 1 BEGINNING FUND BAL 7/1/2009 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 3,213.81 0 3,000,000 4,763,000 1,450,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 sw PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETnOCAL TRANSNETlHlGHWAY TRANSNET/BIKE TRANSNETSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFD #3 BTW CANNON ROAD WEST BTW COLLEGECANNON FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX BTM POINS. LN-AVIARA PW WATER - RECYCLED WATER 40,293 901,995 46,888 1,517,002 1,612.438 1,376,608 890,842 832 2,664,221 1,611,203 190,158 26,975 67,914 36.723 856 303,679 497,128 5,700,899 2,407 0 128,887 2,170,450 0 24,173 0 6,715.145 3,159,637 2,848,489 14,510,092 1,313,162 11,353,031 17,859, i 81 348.718 14,251,352 0 l,OOO,OOO 16,921,289 373,977 1,370,421 2,724,068 527,284 669,191 7,717,007 800,000 0 0 0 0 0 0 0 6,412,839 (0) 0 1,200,000 1,500,000 0 0 0 7,646,625 9,700,000 10,541,724 20,900,000 2,200,000 16,359,445 22,275,000 0 20,700,000 0 0 1,765,200 16,391 ,000 1,840,OOO 2,980,000 3,425,000 1,410,OOO 565,000 10,364,000 800,000 0 0 0 0 0 0 0 12,104,500 0 0 514,000 3,664,000 0 0 0 14,265.000 6,600,000 9,961,927 5,528,400 2,369,007 0 0 0 13,325,000 0 40,293 136,795 577,176 50,979 2.859 675,675 8,126 105,023 17.228 1,611,203 190,158 26,975 67,914 36,723 856 303,679 497,128 9,239 2,407 0 814,887 6,450 0 24,173 0 96,770 6,259,637 3,428,286 29,881,692 1,144.155 27,712,475 40,134,iai 348,718 21,626,352 OTHER 153,472 - - 153,472 TOTAL 95,538,659 154,538,869 112,635,034 137,442,494 199 CITY OF CARLSBAD CAPITAL IMPROVEMENT PROGRAM ANALYSIS OF AVAILABLE BALANCES 1999 TO BUILDOUT BEGINNING TOTAL TOTAL n FUND BALANCE REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 601,935 19,810,OOO 18,961,125 1,450,810 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 Nw PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETILOCAL TRANSNETIHIGHWAY TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS CFD #l CFD #2 CFD #3 BTW3 CANNON ROAD WEST BTW COLLEGUCANNON FEDERAL GRANTS SDGCLE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER BTM POINS. LN-AVIARA PKWY WATER - RECYCLED WATER 140,293 901,995 21,980,100 291,313 2,704,899 947,315 2,191.464 860.819 91 1,203 190,158 26,975 1,307,914 36,723 856 207,664 497,128 9,528,896 13,888,026 0 266,327 75,450 0 24,173 0 4,964,843 762,637 8,896,825 13,605,890 1,708,432 4,756,920 15,301,849 5,113,452 153.472 663,907 348,718 0 1.000.000 50,162,077 1,609,666 4,377,959 5,853,360 3.304.21 9 1,778,559 17,195,410 18,600,000 1,455,000 755,000 0 120,000 2,084,000 596,015 0 52,068,343 757,781 6,680,000 6,639,360 5,595,000 11,845,000 11,707,600 1,600,000 14,916,927 17,700,000 35,239,961 34,600,000 4,800,000 44,856,682 43,225,000 0 37,450,000 4.210.000 100,OOO 1,785,200 71,565,000 1,850,000 7,080,000 6,125,000 3,960,000 3,885,000 18,039,000 17,900,000 1,455,000 755,000 1,240,000 120,OOO 2,084,000 500,000 0 61,588,000 14,643,400 6,680,000 6,090,800 5,664,000 11,845,000 1 1,707.600 1,600,000 19,785,000 12,203,000 40,708,500 18,324,198 5,364,277 21,901,127 18,392,668 0 20,937.100 4.210.000 40,293 136,795 577.176 50,979 2,859 675,675 8,126 105,023 17,228 1,611,203 190,158 26,975 67,914 36,723 856 303,679 497,128 9,239 2,407 0 814,887 6,450 0 24,173 0 96,770 6,259,637 3,428,286 29,881,692 1,144,155 27,712,475 348,718 21,626,352 153.472 40,i 34,181 ?OTAL 462,592,919 439,008,995 137,442,494 200 c c - CITY OF CARLSBAD .? I PLANNED CAPITAL OUTLAY ITEMS 19994 0010210 001 1010 001 001 210 110 001 1310 CITY CLERK CITY MANAGER CITY ATORNEY ADMIN SERVICES FINANCE FolderAnserter Machine 1 4,000 Subtotal Ctty Clerk 4,000 Computer 3 7,500 Laser Printer 1 1,500 Modular Oflice Furniture 3 18,000 Subtotal City Manager 27,000 Ergonomic Office Systems desk 8 credenza 1 7,000 Laser Printer I 1 ,OOo Subtotal City Attorney 8,000 Fax Machine 1 1,000 Copier 1 11,000 Electronic White Boards 2 7,000 Subtotal Purchasing 19,000 Modular Furniture 1 4,000 Computer 1 2,500 Subtotal Finance 6,500 TOTAL LEADERSHIP GROUP EL ADMINISTRATIVE SERVICES $ 64,500 1 0012120 001 2 12 1 0012130 0012133 0012140 POLICE FIELD OPERATIONS TRAFFIC DIVISION INVESTIGATIONS POLICE PROPERlVNIDENCE POLICE SUPPORT OPERATIONS 0012141 DARE - 0012145 POLICE RECORDS c 0012210 FIRE ADMINISTRATION Marked Police Vehicles 800 mHz Radio 3 91,000 2 7,000 High Volume fax machine 1 1,500 Subtotal Police Operations 99,500 Computer 1 2,500 Subtotal Traffic Division 2,500 Computer 1 2,500 Subtotal Investigations 2,500 Replacement property 8 evidence computer system 1 30,000 Subtotal Police PropertylEvidence 30,000 Computer 1 3,000 Subtotal Police Support Operations 3,000 800 mHr Radio 1 3,500 Patrol Vehicle 1 31,000 Subtotal DARE 34.500 Fax Machine 1 1,500 Subtotal Police Records 1,500 Annual payment for phase I of 800mhz system 1 80,000 Computer 1 2,500 Modular Furniture to replace relocated furniture 2 17,000 Subtotal Fire Administration 99,500 201 ‘1. - CITY OF CARLSBAD LANNED CAPITAL OUTLAY ITEMS 1999-2OOi Org Key Depattment Item Description aty cost - Computers 3 7,500 Command modules for duty chiif s Expedition vehicles 2 9,Ooo - Storage racks for new Building 1 3,000 Emergency light bars for new Expedition Vehicles 2 5,000 Circular Saw 1 1 ,Ooo 1 4,500 1 4,000 0012220 FIRE EMERGENCY OPERATIONS Color laser printer Laptop Computer Rescue trailer 1 6,500 Self Contained Breathing Apparatus (SCBA) 2 5,620 - Vehicle 1 25,000 Modular Furniture 2 11,Ooo - Subtotal Fire Emergency Operations 82,120 0012225 FIRE PREVENTION Computer 1 2,500 Subtotal Fire Prevention 2,500 - TOTAL PUBLIC SAFETY $ 357,620 - 0014065 0014515 ARTS OFFICE Office Furniture 5 38,000 Subtotal Arts Office 38,000 RECREATION FEE SUPPORTED Cargo Van Svstems Furniture 1 17,750 - 3 15,000 0014520 RECREATION AQUATICS 0014540 RECREATION OPERATIONS 0014570 SENIOR PROGRAMS Paper Folder 1 6,800 Subtotal Recreation Fee Supported 39,550 - 120 Gallon water heater 1 3,000 Safe Surfacing for area under 3 meter diving board 336sq. f 4,000 Picnic TabledUmbrellas 2 4,800 - Shade and rain protection structures 1 3,500 Membership Pass Management System 1 3,500 Subtotal Recreation Aauatics 18,800 Score Board Control System 1 1,700 Volleyball Standards 2 4,400 Subtotal Recreation Operations 6,100 - Photocopier 1 1 1,000 Furniture 1 5.000 Subtotal Senior Programs 18,500 Computer 1 2,500 - $ TOTAL COMMUNITY SERVICES 120,950 - 0016010 0015710 PUBLIC WORKS ADMIN ENGINEERING 001 5060 FACILITIES MAINTENANCE Multi-Media projector 1 7,500 Subtotal Public Works Admin 7,500 - Modular Furniture 1 20,000 4 Wheel Drive Vehicles 3 78,500 Computer 1 2,500 800 mHz Radio 2 6,000 - Subtotal Engineering 107,000 Windsor Grouthog Carpet Vac Floor Machine Burnisher I 1,020 - 3 2,100 2 2,300 1 1,800 Carpet Blower 6 1,200 - Subtotal Facilities Maintenance 8,420 202 h CITY OF CARLSBAD - PLANNED CAPITAL OUTLAY ITEMS 19994 OrgKey Department Item Description Qty cost 0015020 PARKS MAINTENANCE Verti-cut Reels 5 13,000 Irrigation Booster Pump 1 25,000 Subtotal Parks Maintenance 38.000 0016355 STREET MAINTENANCE Tilt Trailer 1 5,000 Vinyl Plotter 1 5,500 Pavement Message Grinder 1 6,700 Subtotal Street Maintenance 17,200 0016370 TRAFFIC SIGNAL MAINTENANCE Emergency Battery Back-up system 3 10,500 Subtotal Street Maintenance 10,500 TOTAL PUBLIC WORKS s 188.620 1 0013210 PLANNING HP Design 755CM Plotter, with Arcpress 1 7,290 Subtotal Planning 7,290 0013610 BUILDING INSPECTION Computer 1 2,500 Subtotal Building Inspection 2,500 I TOTAL COMMUNITY DEVELOPMENT S 9.790 I L GtNERAL I-UND s 741,480 1212110 POLICE ASSET FORFEITURE Laptop Computers 50 100,OOO Subtotal Police Asset Fofeiture 100,000 TOTAL POLICE - ASSET FORFEITURE s 100,000 I 1814001 LIBRARY - PLF GRANT 11 Drawer Microfilm Cabinet 1 1.535 Minivan for new library 1 22,650 Subtotal Library PLF Grant 24,185 I TOTAL LIBRARY - PLF GRANT s 24.185 i 5015710 UTILITY ENGINEERING File Cabinets 1 10,Ooo Subtotal Utility Engineering 10,000 50 1 631 0 WATER OPE RAT1 ON S 5026310 RECYCLED WATER OPERATION TOTAL UTILITY ENGINEERING s 10,000 Laptop Computer 1 Air Compressor, truck-mounted 1 Leak detector 1 Ammonia Analyzer 1 Chlorine Vacuum Regular 2 Chlorine Gas Detector 2 Mentron-Farnier Single-Jet Meters 6 Ton super Duty Flatbed Hydraulic Valve Operator 1 800 mHz Radio 1 Data Pac 1 Subtotal Water Operations 4,500 2,500 3,000 10,000 10,000 6,000 40,000 45,000 4,000 30,000 155,000 Truck 1 17,500 Computer 1 2,500 800 mHz Radio 1 4,000 Subtotal Recycled Water Operations 24,000 TOTAL WATER OPERATIONS s 179,000 203 - CITY OF CARLSBAD L4 LANNED CAPITAL OUTLAY ITEMS 1999-2003 Org Key Department Item Description w cost - 5116310 SANITATION Laptop Computer 1 5,000 Sewage Flow Machine 1 6,000 La Station Dialers 1 2,500 Gas Detector 1 3,000 - Hydraulic Vertical Shoring - 8' Rails 1 4,000 "Whackel" Soil Compaction Rammer 1 3,000 - Video Inspection Equipment - Sewer Lateral Camera 1 9,OOO Subtotal Sanitation 32,500 I TOTAL SANITATION t 32,500 6205060 FLEET VEHICLE MAINTENANCE Two-post in ground hydraulic lift wl400001b lifting capacity 1 50,000 Subtotal Fleet Vehicle Maintenance 70,000 Two-post in ground hydraulic lift wl150001b lifting capacity 1 20,000 6215061 VEHICLE REPLACEMENT Police Patrol Vehicles 8 224,000 Full Size Sedans 2 50,000 Intermediate Sedans 12 192,000 - Full Size 4x4 Utili Vehicles 5 150,000 100,000 Intermediate 4x4 Utili Vehicles 4 Mini Vans 4 84,000 Full Size Cargo Van 1 20,000 - 1/2 ton Pickup 2 36,000 1 Ton Cab 8 Chassis -Dump 2 56,000 1 Ton Cab 8 Chassis -Utility 2 50,000 - Triple Combination Fire Truck 1 300,OOO Full Size Motorcycle 1 15.000 Mid Size Off Road Motorcycle 1 9,m --* Crane Truck 1 90,OOo Skipoader 1 55,000 Large Tractor 1 25,000 Cushman 1 13,000 Berm Machine 1 6,000 Large Stumpcutter 1 24,000 Olathe Seeder 1 7.000 Lowboy Trailer 1 10,000 Subtotal Vehicle Replacement 1,630,000 3/4 Ton Pick Up 1 24,000 Large Riding Mowers 3 90,000 - - TOTAL VEHICLE MAINTENANCE 8 REPLACEMENT $ 1,700,000 I 64001710 INFORMATION SYSTEMS Ethernet Switches for City Hall and CMWD 4 29,100 WAN communication Equipment 4 30,000 - Router upgrades for City Hall (Faraday) and the Safety Center 2 12,400 Replace file servers at City Hall and Safety Center 2 28,900 UNlX test/Development sewer 1 42,000 Printer for Faraday Office (Color and Monochrome) 2 9,100 - Network Management workstation 1 5,400 Laptop Computers 5 20,000 Web sewer 1 15,000 - Multi Media Projector for Faraday 1 12,500 Computers for IS Employees 6 16,000 Additional Computers for Faraday computer training room 6 15,000 235,400 s 23S,400 1 $ 2281 1, 0851 I Subtotal Information Systems I TOTAL INFORMATION SYSTEMS - - 204 - - CITY OF CARLSBAD CONFERENCE TRAVEL REQUESTS 1999-00 P #OF ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE MSTlNATloN 0010110 CrrY COUNCIL Lo.oIMofCACilb8kUK)sl calfemnce 5 ssnJo8a - N.u League of Cithknud Mi3 Mlg8 wllegislaton 4 washington. D.C. c 2spaM#nto 2 outofstate 8 0010210 CITY CLERK CCAC Amcul chfemlm 1 No~themCslifania IlMC Annual confomm 1 RotW&%n,Nahaland League of CA CMOS Ekdbn & New Law Seminar 1- c c c c c c c c 0010310 CIMTREASURER BMhg d Local Agmcy ImmtmmI Fund (UIF) 1 s- Municipal Trwmtmm' Auoe d USCAN cXmfemm 1 SsnDk~go 001 1010 CITY MANAGER 001 11 10 ADMlNlSTRATlM SERVICES ADMIN League of CA Citbs City Manag&s Cormenm 1 PahSprhgs Trml8knmingLocslGov~ 1 Outof!3lm Legislative Tripr to !3lm C.pltll(Z bips) lsauNn&o ICMA Annual commnca 1 -.OR ICMA Paibmanm - confemllca 2 OutdSUe In- Gmup confemnm 2 Snt.ckm 0011210 CllYAlTORNEY Aurocistkn ol Califwni water Agencies (2 meetings) 1 SacmmntO Int'l Municipal Lawyer# AssocWm ' Annual contrance 1 Toronto Wl Municipal Lawyam' Astoc Mid-Year Confrenw 1 Wluhhgton,D.C. League of CA Ciis Annual Meaig 2 sm.km League Employee Relaths Seminar 1 SouthmCA League Ci Atbmey's Conhrmw 2 So~hrilCA League mnsn InstiMa 1- LOague Conthuing Education WorkshoplConfiid of Interest 1 LorAngelm SDICCAA spring Meeting 3 palmsprings Conslrudi seminars 1 Local HabitatlConwnrsth 1 saamlemto W11310 FINANCE League Financial Mgt. Conference 2 Montemy CSMFO contsranw 2 SouthemCaUfomia CMBTA COnfercHlm 1 Caliia RwenueOftkerConfsrsnw 1 califwni BcTech User Gmup Conference 2 SanAntonb.TX IFAS site hit 2 OutdSlato 001 1410 PURCHASING Annual CAPPO chlkumm 3 SsnDiiO CONFERENCE REQUEST 2.400 500 1.125 12,925 El 7.575 205 c -4 CrrYOF CARLSBAD bONFERENCE TRAML REQUESTS 1999-00 00121 10 POLICE ADMINISTRATION Cal Chiefs Annual Confemm 1- League d CA Clb Annwl Confmrm I sOnFf81ldUW Intmdi0n.l Assodah of Chiefs d Polka 1 -.NC lflnovdbn Gmup CMfwena 1 snt.clen 0012120 POLICE FIELD OPERATIONS FBI N.tkrulAadamy 1 QuMtico.VA FBI Nal&~IAcadmny CA Chapter ReT- ccmfemm 1 Nmport- 0012130 POLICE INVESTIGATIONS 0012131 POLICE VICENARCOTICS California Narocdics Ofticen AssocMb Annual ccafmna 2sauamMo 0012134 POLICE FAMILY SERVICES CeMombS8xu&A.rclullW&igabmAuod.UonWConh 1 She#Beach 0012140 POLICE SUPPORT OPERATIONS Govmmmtlech Confetwm 1 saamnenlo 1 VukuS(IndautofStat0) Wfmh pdii Tmhhg Offiu#r Conferma 1 N#(h.mC.Momia 0012142 CRIME PREVENTION CCPOA Annual Regional Training Conference I SantaBarbara CCPOA Annual !%Iewkb Training Confemnce I Ontario 0012144 COMMUNICATION CENTER Caliia National Emergency Number Association 1 LongBaod, 0012145 POLICE RECORDS CLEARS Confemm CCUG CoMemnm 1 Ventun 1 s-0 0012210 FIRE ADMINISTRATION Catilomin Fin ChWs Assodnia, confemnce 1 Caliis International Fire ChMs' Conference 1 Louisvllls,KY League d CA Clir Fire Chiefs' Conference 1 Montemy League of CA Cli Flm ChW Admin Cwnm 1 califrnia Quarterly Fm Chds Meelings I SanDbgoCounty Annual League of Ciis confarsnce 1 cafifomia Executive Fm Offiwr Symposium 1 Emmitrburg.MD Munldpal Mgml Assist of So CA Annual Conference 1 RmchoMkage Innovation Group regkmal Conferenm 2 califomis 0012220 EMERGENCY OPERATIONS Fire In31nrctonWorkrhop 4 SanJosa Fall Sympwrnn ' (CFCATniningOltbr~) 2 Frarno CONFERENCE REQUEST 15.800 1.250 c 1.275 "t. 425 1,700 6.700 206 - - CITY OF CARLSBAD CONFERENCE TRAVEL REQUESTS 1999-00 0013010 COM DEVADMIN League of CA Citiar 1 SsnJon VPriour~orMaetblgs lcaUfan& 2 spntrclpn c Innovation Gmup COnfaaKa c 1 .ooo 1.400 1 ,000 z,I CONFERENCE i 0013610 BUILDING INSPECTION IMl Cord of Bldg Olfichls Annual Bushsa Mtg 1 St. Louis, MO Annual Burlnesa Meeting 1 unknown ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTlNATION REQUEST - -Ares Fh Em Rm 1 CbvkCourty*M 655 I 1 ,000 1 ,000 c I 001w5 FIRE PREVENTION CA ChW Fh Ofti~WSAuvl Cof#WOMO 1 Montemy 1.100 0014045 COLLECTION DEVELOPMENT Annual CLA Confemnce 1 PalrnSpringr 0014055 ADULT WRNING SO CA Libroly Literacy Network Annual Conf 6 RdrSat 1 LakeArmwhead 0012240 DISASTER PREPAREDNESS COlilomiil~.SONiW- ' AnnualCof#WOMO 1 Calnanb I c 400 400 300 c I 0013310 GEOGRAPHIC INFO. SYSTEM Arellnfo users con(- I saammnto 725 I URSA Califomis GIs 1 P8hnSpringS I 825 1,550 IC- I 0013510 ECONOMIC DEVELOPMENT c I I 1.500 ' 0013210 PLANNING 1 No.caw(omi I - 0014010 COLE LIBRARY ADMlNlSfRATlON CA Libmy Assoc Annual confemm 3 PoknSpringS I I 0014030 LIBRARY GENTRO CA Library Assoc Annual Conference 1 PabnSptingr ' 0014040 TECHNICAL SERVICES INLEX Users Gmup Annual Conference 2 Monterey 1.300 CaMomip Llbrarv Assodah Conferma 3 PalmSwinss P DRA Urn ccnfemm c c 0014070 S. LIBRARY ADMINISTRATION League of CA Cibr Corm Svca Conference League of CA Ciir Annual conference CA Library Aaaodatkn Annual Gmferenca Americm Llbnry Assodatiion Annual Conference CA Library Assodation Legislative Day CA Library Aaaodatkn LegblaUue Day CA Libmy Annual Confemme . Board of TNS1.b. 1nv.l 1 Montemy 1 SanJO~ 1 PabnSprings I Ch-.IL 1 Saaamcmto 2 saL7amento 3 PalrnSprings c I I 207 - - rq CITY OF CARLSBAD #OF ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 0014076 S. LIBRARY -REFERENCE SERVICES CA Lm A+lociatlar Annuel conhnncs 4 PumSprinOs bONFERENCE TRAML REQUESTS 199900 - 9900 CONFERENCE TRAVEL REQUEST 1.800 1 ,800 0014510 PARK PLANNING EL REC MOW Anmfuan Sockty d Landscape Arehil6ct.s Annuel Carl. 1 Bodon,MA CAPsrkrudRm Socbt~kmuplC~ Iontwb I 0014096 S. LIBRARY -CHILDREWS SERVICES Pstridir cOmdR00 CU COnlbnnW I 1.200 775 I 0014065 ARTS OFFICE 3- CAAwmMy dLc&ArtrAgencbakm~l l2oMmmm 1 c8Mulnia 300 2.600 0014066 SISTERCITY Annual SIsler Cily Confemnce 4 SnBmardi 750 2,850 4.825 ~ I 7501 0014520 AQUATICS Califomla Parks and Recmatim AmKul Conference 1 SnDiogo 0014540 RECREATION OPERATIONS National RoaeaUon and Parks Arsociatbn Conference 1 -Die00 California P8rkS Md RW SociOty C0nf-W 1 ontarlo $00 $00 1 .sJo 2,150 2 SmDW 400 2,200 1 Wuhhgton.DC I 0014570 SENIOR PROGRAMS National Counal on Aging Confmme 0016010 PUBLIC WORKS ADMlN League Conference -March 1 ScnlthomCA League Confsrence -October 1 SanJose Ameriwn Society on Aging Cmce 500 1,400 - 0015020 PARK MAINTENANCE CA Parka 6 Rocmation Sodety Stale Confomnm lontrio I Universily d CA Park 8 Recreation Admlnistrcllon Instilute 1 Asyhar6Monterey I 0015060 FACILITIES MAINTENANCE IFMA lntematiial Confemm IFMA Regional Conference 0015710 ENGINEERING ADMlN Permits Plus ITE Distrkl6 Annual Meetiig CSBPA Annual Confemnce 1 outofsm I 1.7001 1 WernU.S. 1 2 OUtot-Stale 1 calm I v6fltura I 2.000 5.200 I 0016355 STREET MAINTENANCE Maintenance Suputintendant's Conference 2 lnstae 2,000 Innovation Group Confennm APWA Conference 1333421 AFFORDABLE HOUSING TRUST Aftordablo Housing Pm~-Related Trawl Affordable Housing Project-Related TrweVSite Vi I 208 - - CrrY OF CARLSBAD CONFERENCE TRAVEL REQUESTS 1999-00 3913401 CDBG CauoliatadPlnnpcnlTraining 1 SouthemCdi(0mia #OF 1 .a 1X CONFERENCE E c- 5016310 WATER OPERATIONS ACWA FIB C@- 3 SpnDhgo ACWA S@tQ CarlbnnW 3 W-Y AWA FIB 4 SanDkoo c AWA Spm4 4- ltronu~oroup~ I Luvega.NV cdondo Rhw water Usem AmocWbn Cmiamce 1 Luvegas,Nv Pannita PIUS con-w 2 Rem.NV r ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST I 1 .a - 1626357 STREETLIGHTING ~Annualmg 2 SouthemCaHfani 90(1 2.m 300 7M1 2.500 2.500 1 .OO0 9,900 ' 5026310 RECLAIMED WATER WaterR~Meetings 1 s8cmnmto c 5116110 WASTEWATER OPERATIONS Calilwni Water En- Auoc. confmca 4 Nor#mCaWornia c 4.800 4,800 3.500 HUD Tnhhg c 5206375 SOLID WASTE MMASC Annual 1 Polmsprhgs I j+ 1 SouthemCaWfomia 3.500 400 400 5015710 UTILIMENGINEERING - c 6121930 RISK MANAGEMENT PARsACBaUddfMedrn~s 1saaamwm PARMA cauwenm 1 Loal 1,510 140 I I 1 I I I I I I I I , 8013410 REDEVELOPMENT CA Redevebpmenl AsMdsti Annual Conference 2 SouthemCali 7 OPERATIONS Redmbpmenr Institute 1 SouthemCalifornia Misc. Mdings and Workshops 2 LAISanDkgo 250 200 10 - 8033420 LOWMODERATE INCOME Alladabb Housing Advisay Council QWy Meetiig 1 SanFrandsca HOUSING National NAHRO Surnmsr Conference 1 outofstate 1,800 950 6401710 INFORMATION SYSTEMS 1- 1 La$vega.Nv , TOTAL OTHER FUNDS Pennits Users Confer8nce 1 Rano.NV 42,450 c Government Technology Conference brains hare-^^ 2 sanAntOni0,Tx F 11.850 '"I Housing Dsvelopmant Workshop-Nat'I Dev. Councll Calimia Coastal Commission Hearings 209 h c- ADDroDriation: A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation: A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. Balanced Budget: A budget in which planned expenditures do not exceed planned funds available . BeginnindEndina Fund Balance: Unencumbered resources available in a fund from the priodcurrent year after payment of the priorkurrent year expenses. Bond: A certificate of debt issued by an enti, guaranteeing payment of the original investment, plus interest, by a specified future date. Budcret: An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. CaDital lmwovement Program: A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the City between the present tobuildout. CaDital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an estimated useful life of more than one year, such as automobiles, and office furniture, which appear in the Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as enterprise funds and internal service funds. Debt Service: The payment of principal and interest on borrowed funds such as bonds. DeDartment: An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. 1 -. Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund: A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. ExDenditure: The actual spending of funds set aside by appropriation for identified goods and services. - Fee: A general term used for any charge levied by government for providing a service or permitting an activity. 210 h 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. c- 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 Manaaement 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, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. .- Maintenance and Owration: A general category used for classifying expenditures for materials, supplies and services which are normally used within the fiscal year. Operating Budaet: The annual appropriation of funds for ongoing program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Owrating 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. SDecial 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. 21 1