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HomeMy WebLinkAbout2000-06-06; City Council; 15768; 2000-2001 Operating Budget WorkshopCITY OF CARLSBAD 81 CARLSBAD MUNICIPAL WATER DISTRICT AGENDA BILL \B#I IS, 76 8' TITLE: DEPTHD. 1." WTG. 06/06/00 IEPT. FIN 2000-01 OPERATING BUDGET WORKSHOP ?ECOMMENDED ACTIONS: 1. Accept report. Set public heprina for June 20, 2000. 2. Adopt Resolution No.-lOq& ~ - approving an appropriation of 52 million in the Water Operations fund for the 1999-00 fiscal year. TEM EXPLANATION: The proposed operating budget for 2000-01 totals $1 16.6 million, a decrease of $4.5 million from the xrrent 1999-00 budget. Operating revenues are estimated at 5122.6 million, which is a $7.3 million ncrease over the current year projections. The healthy economy coupled with continued low inflation has kept consumer confidence high, Illowing for increased retail sales and tourism. This has boosted both our sales tax and transient Iccupancy tax (TOT) receipts. An increase of 8% is projected for sales tax for a total of $20.5 million n 2000-01. Receipts for 2000-01 TOT are projected at 58.8 million, which is 11%, or $895,000, jreater than 1999-00. The largest projected increase in revenues is for property taxes. These are ?xpected to grow by 20% to $20.3 million. This growth is based on estimates provided by the County 4ssessor' Office which includes an adjustment in the assessed value for the sale of the Encina Power 'lant. These increases have enabled us to recommend some enhancements to our services in 2000- 11 to ensure the maintenance of a high quality of life for Carlsbad's residents as our population grows. The 2000-01 budget includes enhancements to existing services as well as the addition of several lew programs. In total, 15.25 full and three-quarter time employees are proposed in the 2000-01 Iudget for the following programs: - Public safety has always been a top Council priority. In order to address the needs of the growing population and traffic concerns, there are four new positions proposed in the budget this year: two patrol officers, a vice narcotics officer and a police lieutenant. Community Services - Carlsbad now has two full-service libraries and three community centers available which provide a broad range of services to the community. Demand at these facilities has grown as the City's population has increased. In addition, there have been numerous requests from citizens for Sunday hours at the libraries. In order to continue providing top-quality services at these facilities and open the libraries from 1:OOPM - 5:OOPM on Sundays, the preliminary budget includes requests for one full-time position and ten hourly full-time equivalents at the library, as well as five full-time positions in recreation. Technology - The City continues to enhance its use of technology in order to improve productivity and customer service. This year's budget includes software and consulting services that will enable citizens to access specific City data contained in the Geographic Information System (GIs). The budget also includes funds to upgrade the software and the hardware used by the engineering technicians. ' Page2ofAgenda Bill# 15; 7b % New Facilities - With the opening of the new library and the Faraday facility this past year, the total City building space has grown by over 130,000 square feet. As a result, facilities maintenance has experienced a large increase in the number of service requests and work orders. In order to keep up with the maintenance of these new facilities and preserve their attractiveness, the budget proposes the addition of two building maintenance workers and one custodian. The operating budget proposes the conversion of a part-time storekeeper to full-time in order to meet the increased demand for storeroom services that has occurred at the new Faraday Building. The storeroom is now the receiving point for all departments located at Faraday, and the storeroom staff must spend more time distributing received items throughout the building. The Information Systems staff has grown from five to fourteen employees over the last couple of years, and with the department's relocation to Faraday the ability to share clerical support with the Clerk's Office is no longer available. The operating budget proposes the addition of an administrative secretary position in Information Systems to help meet this need. % Other Budqet Reauests - The operating budget also includes a $4.3 million transfer to the Capital Improvement Program to finance various capital projects and a $3 million transfer to the Infrastructure Replacement fund to provide funding for infrastructure replacement as needed in the future. The Council's contingency account is proposed at $4.3 million, which is 6% of budget requests. This account is available to the City Council to address unanticipated emergencies or unforeseen program needs. The General fund portion of the budget contains $71.5 million in recommended expenditures. This is $1.8 million, or 2.5%, less than the current 1999-00 budget. General fund estimated revenues for 2000-01 total $74.3 million, which is an increase of 7%, or $4.8 million, from the current 1999-00 projected receipts. Most of the Enterprise fund revenues are projected to increase in 2000-01, with a net increase of $1.3 million. The Enterprise funds have a total proposed budget of $24.9 million, which is 6% higher than the current 1999-00 budget. Both of these increases are mainly due to population growth throughout the City. The combined Redevelopment Agency budget proposal totals $1.6 million. This is about the same as the current year after excluding one-time costs associated with the purchase of the Tyler Court Apartments in 1999-00. The work session on June 6, 2000, is an opportunity for the Council to review the 2000-01 Operating Budget. City staff will be making presentations and be available to answer questions. In addition, a Citizens' Budget Workshop will be held Wednesday, June 14Ih from 3:OOPM - 5:00PM, at the Dove Library Auditorium, to provide the public with an opportunity to discuss the Operating Budget and the Capital Improvement Program with staff. Staff is requesting Council to set the public hearing for the meeting of June 20, 2000. At that time, Council may receive input from interested citizens and groups wishing to comment on the proposed budget. Fiscal Year 1999-00 Adiustment Water purchases for the current budget year are in excess of expectations due to the higher population growth and a drier year. An additional appropriation of $2 million to the Water Operations fund for fiscal year 1999-00 water purchases is requested. This will increase the water purchases budget from $8,596,500 to $10,596,500, a 23% increase. ' Page 3 of Agenda Bill # Is ! 76 EXHIBITS: 2. Projected Fund Balances for FY 1999-00 and 2000-01 1. Proposed Operating Budget Overview 4. Budget Expenditure Schedule FY 1997-98 through FY 2000-01 3. Revenue Estimates for 1999-2000 and 2000-01 5. Personnel Allocations for 1999-00 and 2000-01 6. Resolution No.. lo.?& approving an appropriation of $2 million in the Water Operations fund for 1999-00 water purchases. Preliminary Operating Budget and Capital Improvement Program for the fiscal year 2000-01 on file with the City Clerk. 3 EXHIBIT 1 2000-01 PROPOSED OPERATING BUDGET OVERVIEW Carlsbad is a full-service City providing the following services to its Citizens and CUStOmerS: Police department Development services Fire department including paramedic services Street COnStrUCtiOn and maintenance Water delivery system Library and arts programs Sewer system Recreation programming for all ages Solid waste services Park lands 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. The Council has worked closely with the schools in the past and Staff Continues to meet with them on a regular basis. The recommended operating budget for fiscal year 2000-01 totals $1 16.6 million with rrwenues for the year estimated at $122.6 million. General fund revenues are estimated at $74.3 million and budgeted expenditures are $71.5 million. Budget Process The budget process for the City of Carlsbad begins in January each year, with a review and update of the City Council’s five-year vision statements. These statements are shown on the first page of this budget document. Through the vision statements, Council continually defines and clarifies their vision of Carlsbad. The developed next. The goals further Strategic Goals for the City are 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 City of Carlsbad 2000 Strategic Goals ~ Ensure the effective and efficient delivery of top- quality services to our Community. 1 Develop and implement proactive strategies to ensure the financial health of the Community and the City. 1 Integrate a comprehensive, efficient transportation system with “quality-of-life” centered land use decisions. I Enhance educational opportunities 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 that guides the achievement of Council’s vision and goals for the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and It allocates the resources and sets the priorities for all of the programs offered by the City. play. 4 Economic Profile The past few years have been exciting for Carlsbad. Economic prosperity has returned to the community after the long and painful recession of the early 1990’s. The 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. The City issued over 2.000 residential building Residential Permits Issued permits in fiscal year 1999 and expects to issue over 1,500 this 2000 year. Although this fast pace is expected to level out next year, the 1000 projections still show a healthy pace of 500 development over the n 2500 1500 next five years. 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Estimates show that the City’s residential housing stock is about 75% built out with approximately 13,000 housing units expected to develop over the next 20 years. In addition to the increase in our housing stock, 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. The Carlsbad Company Stores, a specialty outlet center opened in late 1997 with approximately 45 shops, has since expanded to well over 60 shops and restaurants that contribute over $700.000 annually to the City’s sales tax receipts. Legoland. a family theme park located in Carlsbad, is also planning to expand in the near future. Legoland contributes to the City’s sales tax base as well as stimulating the development of new hotels in the area. The increased tourism is expected to produce a 13% increase in the transient occupancy taxes for fiscal year 2000, the highest level ever received by the City. The leading indicators for the San Diego region, as published by the University of San Diego School of Business Administration, foresee continued strong growth in the local economy well into the second half of the year 2000. The City’s revenue projections reflect continued consumer confidence, slightly increasing housing prices, and continued strong development, but at a more moderate rate than in the past two years. We have also projected additional increases in sales tax due to the expansion of the Carlsbad Company Stores and other restaurants and retail sites within the City. Transient occupancy taxes should also outpace the region due to two new hotels expected to open within the next year. All of these together contribute to a vigorous local economy that will provide the funds to support the increased demands for City services. REVENUE The following table shows the total operating revenues the City anticipates receiving for 1999- 00 as well as those estimated for 2000-01. 2 REVENUE SUMMARY BY FUND TYPE (In Mllllons) PROJECTED ESTIMATED PERCENT 1999-00 2000-01 DIFFERENCE CHANGE 69.4 10.4 7.1% 11.3 0.9 8.7% 23.5 24.6 1.3 5.5% 9.5 10.2 0.7 7.4% 2.5 2.0 -0.5 -20.0% FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE INTERNAL SERVICE REDEVELOPMENT $74.3 4.9 TOTAL 6.3% 7.3 122.6 115.3 Revenue estimates for the operating budget indicate that the City will receive a total of $122.6 million, a $7.4 million increase over the current year projections. The majority of the increase is in the General fund and Enterprise funds due to the hearty economy and new construction throughout the City. These and other funds will be discussed in more detail below. General Fund General fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic City services such as police, fire, library. street and park maintenance and recreation programs. The table below shows a summarized outlook for the major General fund revenues. SIGNIFICANT GENERAL FUND REVENUES (In Millions) PROJECTED ESTIMATED PERCENT REVENUE TYPE VEHICLE LICENSE FEES 0.9 8.8 7.9 TRANSIENT OCCUPANCY TAX 7.9% 1.5 20.5 19.0 SALES TAX 20.1% 3.4 20.3 16.9 PROPERTY TAX CHANGE DIFFERENCE 2000-01 1999-00 11.4% 3.6 3.8 0.2 DEVELOPMENT RELATED REV. 5.6% ALL OTHER REVENUE 6.6 5.9 -0.7 15.4 15.0 -0.4 -2.6% TOTAL 7.1% 4.9 74.3 69.4 -10.6% This year it is expected that property taxes will grow to $20.3 million, just slightly less than the projected sales taxes. Not too many years ago, property taxes were the primary source of revenue to the City's general fund. However, as the City developed and more commercial development occurred, the growth in the sales tax base greatly outpaced the growth of property taxes, due in large part to Proposition 13. "Sales Tax SI5 so 4 1992 1994 1996 I998 ZOO0 3 b Proposition 13, adopted by the State in 1978, limits the growth in assessed values (and thus property taxes) to no more than 2% per year. The value upon which the tax is based is only increased to the full market value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of resale activity. One other significant event that held back property tax growth occurred during the recession in the early 1990’s. The State of California took approximately $2.5 million of Carlsbad property taxes in order to backfill its loss of revenue during the tough economic times. So far, the State has not returned these funds to Carlsbad or any other city. In more recent years, we have seen robust growth in property taxes due to new developments and the large number of resales within the City, spurring revaluation of the parcels. The sale of the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the significant jump in property taxes in the upcoming year. With the deregulation of the power industry, San Diego Gas and Electric sold the electrical generating plant to Cabrillo Power in March 2000. Since the plant was previously considered Public Utility property, it was assessed a unitary tax of which the City received a very small share. Now that it is privately owned, it will be locally assessed and taxed giving the City an estimated $250,000 more in property taxes. The final assessed value for the plant has not yet been determined, so the amount of taxes the City eventually receives may vary from the estimate. Sales taxes are expected to total $20.5 million for 2000-01, an increase of 7.9%. or $1.5 million, over the 1999-00 projections. These projections assume a base increase of 5.2% plus additional amounts for new retail sites locating to the City. The City’s sales tax base is heavily dependent on new car sales. Thirty-one percent of the sales taxes received come from this source. New car sales throughout California have been very strong during the past several years. The projections assume that this trend will continue although at a slightly slower pace. The expansion of Carlsbad Company Stores, an upscale outlet mall, as well as other new restaurants and smaller retail sites, are also expected to help keep Carlsbad’s sales tax growth strong in the upcoming year. Sales tax estimates also include approximately $500,000 that is restricted to spending on public safety services under Proposition 172. Proposition 172 requires that the % cent increase in California sales taxes be deposited to State and Local public safety trust funds and allocated to local agencies to fund public safety services. The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel taxes) estimated at $8.8 million for 2000-01 ; an increase of 11.4% over 1999- 00 estimates. The robust economy and increasing levels of personal income have boosted tourism in Carlsbad, as in most of California. These projections reflect an increase of 5% in the total taxes received from our current hotels with additional amounts added for two new hotels expected to open in 2000- 2001. The addition of these two new facilities will bring the total rooms available in Carlsbad to over 3,100. Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles on all registered vehicles in the State of California. They are divided among cities and counties and disbursed to cities mainly on the basis of population. In the past years, the State gave a tax cut to the citizens of California by reducing the VLF rate from 2% to 1.65%. This rate is expected to be further reduced if the California economy remains strong. At this time, the State is reimbursing Local governments (including cities) for the loss of this revenue, so there is no negative effect on the City’s revenue stream. However, if another recession was to occur, this situation could change resulting in a loss of some or all of this revenue source. VLF collected by the City has risen in the past three years at the rate of about 10% per year climbing from $2.9 million in fiscal year 1998 to an estimated $3.6 million in fiscal year 2000. Much of the 4 7 growth has been due to the increasing population in Carlsbad although total VLF collected by the State has also been growing. The City’s projected VLF anticipates growth mainly due to population increases. Development-related revenues include planning, engineering and building permits and fees paid by developers to cover the cost of reviewing and monitoring development activities such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities happen months or years before any structures are actually built. These revenues increased coming out of the recession as development in the City picked up and housing demand grew. The City is continuing to issue a significant number of building permits; however, the fees for planning and engineering services have dropped off. Based on the Citywide growth projections shown in the Capital Improvement Program section of this document, a 10% decrease in permits issued is expected for the 2000-01 fiscal year. This indicates a decline in the pace of development to a more sustainable rate. All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for fiscal year 2000-01 totals $15 million, a slight decrease from fiscal year 1999-00. Franchise taxes are expected to bring in $2.6 million for 2000-01, an increase of 4%. as a result of population increases, rate increases and the sale of the Encina power plant. Business license taxes are closely tied to the health of the economy and show an estimated 5% growth rate for 2000-01. A $500.000 drop in other revenue offsets these increases. Other revenue in 1999-00 contained several unusual receipts that are not expected in the next year. Overall, the General fund revenues are expected to grow by 7% in the upcoming year, a slightly lower rate than in the past three years. The past three years have seen revenue growth between 9 and 13%. Much of this was due to the opening of new hotels and retail outlets, which provided a large boost to the total revenue picture. Property taxes have also finally caught back up to the market after the numerous reassessments in past years. For next year, there are fewer new sources of revenue on the horizon resulting in a slightly lower rate of growth. Other Funds r Special Revenue Fund Revenue 2000-01 Revenues from All Other Special Revenue Maint funds are expected Assessment to total $1 1.3 million; an increase of 17% $900.000 from 1999- 00. The types of services supported CDBG within Special 6% Revenue funds include programs funded by specific Section 8 revenue streams 27% such as grants (Section 8 Housing Assistance, Community Development Block Grants), donations, special fees and assessments (Housing Trust fund, Maintenance Assessment districts). Most of the increase in Special Revenue funds is due to a $1 million increase in the money being set-aside for the Infrastructure Replacement fund. Council created this fund last year to Infrastructure Districts 5 provide funding for the repair and replacement of the base infrastructure of the City. This includes everything from streets and sidewalks to public buildings. Our City is relatively new, so we have not yet experienced the significant costs of replacing our infrastructure as it ages. We are just beginning to see major repairs needed on some of our older roads. Staff is developing a method by which the City will be able to calculate the appropriate amount of funding needed each year for this program. Until an amount can be determined, it is recommended that the program funding increase to $3 million. This is equal to 4% of the General fund revenues. The Infrastructure Replacement fund will give the Council the financial ability to deal with the significant expenses of replacing the City’s base infrastructure, as needed. Other significant changes occurred in the Citizen’s Option for Public Safety (COPS). The COPS grant provides supplemental funding for local law enforcement. This program requires annual appropriations that usually occur in the middle of the fiscal year. For that reason, the revenues for the next year of the program have not been’shown. The grant has been used to fund two bicycle patrol officers. There are sufficient revenues available from the current grants to continue the program into 2000-01. Enterprise fund revenues for 2000-01 are projected at $24.8 million; up 5.5% or approximately $1.3 million. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the service. Carlsbad Enterprises include the water and sanitation services, solid waste management, and the Carlsbad Golf Course. The water, recycled water and sanitation operating funds all project increasing revenues for the upcoming year. The increase is mainly due to population growth throughout the City. No change in the rate structures is anticipated for next fiscal year. Operating revenues to the Golf Course Enterprise fund of $600.000 represent the proposed transfer of funds from the General fund to pay for maintenance of the land for the future municipal golf course. More information about the golf course can be found in the Capital Improvement Program in the last section of this document. Internal Service funds show estimated revenues of $10.3 million for 2000-01; an increase of $800,000 or 8%. over 1999-00 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, thus the rates charged for the services are based on the cost to provide the service. The goal of the Internal Service funds is to match their budgeted expenses with charges to the departments after allowing for a certain level of reserves within the fund. Explanations for the changes in these funds can be found in the next section of this letter titled “Expenditures.” Redevelopment revenues are expected to total $2 million in the upcoming year. Property tax increment is the main source of income to the redevelopment agency. During the recession of the early 1990’s. some properties were revalued causing the assessed values, and thus taxes, to decline. Since then, growth in the assessed value has been relatively minor until this past year. For 1999-00, assessed values in the redevelopment area increased by 10 percent. Projections for next year show a 7% increase reflecting the continued recovery of value in this area. Despite the property tax increases, total revenues to the Redevelopment funds are expected to decline from 1999-00 levels by $500,000. The decrease is mainly due to a one- time transfer from the General fund in 1999-00 of over $500,000 for the purchase of Tyler Court Apartments, an affordable housing complex. 6 EXPENDITURES Proposed City operating expenditures for 2000-01 total $116.6 million, which represents a decrease of $4.5 million, or 3.7%. from the current 1999-00 budget. In addition to a decrease of $2.7 million in transfers to capital projects. and $3.5 million for the purchase of the Tyler Court Apartments in 1999-00, there are a number of changes within the programs found in each of the funds. These will be discussed later in this document. Budgetary 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 1999-00, adjusted for approved salary increases and revised charges from Internal Service funds. Departments were also 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 the year 2000. The proposed budget reflects several organizational and structural changes, which will continue to contribute to the overall effectiveness of the organization. With the opening of the new Faraday Center in January 2000, staff from utility engineering and utility billing relocated to this facility from the water district facility. Since they were no longer performing tasks solely related to water and sewer operations, their budgets were absorbed by the Engineering and Finance departments. The 2000-01 proposed budget for Finance and Engineering includes these transferred utility costs. The costs are allocated to the water and sewer budgets in the form of a charge back which is reflected in the 2000-01 budget. The Records Management Program was created in December, 1999. Salaries and costs related to this program were transferred out of the City Clerk's budget. The Clerk's budget now includes only the elected City Clerk salary and costs specifically related to the Clerks duties. A separate cost center for the Public Information Officer has been created and these costs have been transferred from the City Manager's budget to allow us to better identify the specific costs associated with providing this type of service. Budget Recommendations Through the application of these guidelines and policies, the proposed 2000-01 operating budget of $1 16.6 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 are the result of new facilities, continued focus on public safety and technology, and enhancement of community services. The 2000-01 operating budget proposes 15.25 new full and three-quarter time employees; an increase of 3%. The net increase in hourly staff totals approximately 7.7 full-time equivalents (FTE) with most of these going to operating the new library and maintaining service at the Cole Library. These additions, along with a net decrease of two full-time employees during the 1999- 00 fiscal year due to reorganizations, will bring the total City workforce to 599.75 full and three- ? quarter time employees and 143.28 hourly FTE. These and other changes are addressed in more detail as follows. New City Facilities In January 2000. the City consolidated several of its offices into one building located on Faraday Avenue. This building provides a single location in which to serve the community. Staff from the Public Works, Community Development and Administrative Services areas are located at this facility. This has not only allowed us to provide better customer service, but it has also made it easier for City staff to work together. With a new building come unanticipated needs. One is in the area of storeroom operations. The storeroom is now the receiving point for all departments located at Faraday, and the storeroom staff must spend more time distributing received items throughout the building. The operating budget proposes the conversion of a part-time storekeeper to full-time in order to meet this increased demand. In the past, the Information Systems department has been able to share clerical staff with the Clerk’s Office (housed at City Hall). Over the last couple of years, the Information Systems staff has grown from five to fourteen employees. Now with the department‘s relocation to Faraday, additional clerical support has become critical. The. operating budget proposes the addition of an administrative secretary position in Information Systems to help meet this need. With the opening of the new library and the Faraday facility this past year, the total City building space has grown by over 130,000 square feet. As a result, facilities maintenance has experienced a large increase in the number of service requests and work orders. In order to keep up with the maintenance of these new facilities and preserve their attractiveness, the budget proposes the addition of two building maintenance workers and one custodian. The custodian will work between Faraday and the two libraries assisting on-site custodians in addressing minor maintenance problems, routine building maintenance as well as assisting others in setting up rooms for City functions. Public Safety Public safety has always been a top Council priority. There are four new positions proposed in the budget this year to continue Council’s focus on public safety. These positions include two new patrol officers, a vice narcotics investigator, police lieutenant, and a part-time juvenile justice program assistant. As the population of our City continues to grow, the need to increase the Public Safety staff is required to maintain the current level of safety services. The patrol officers are needed as a result of the increase in population. The additional vice narcotics investigator will allow the unit to address many of the vice functions that are now placed as a low priority because of the higher priority narcotics cases. Even though case load has increased, there has been no additional positions added to this unit since 1988. The police lieutenant position is for the traffic and community services divisions. Traffic continues to be a high priority and community services is a highly visible service. This position would allow better management of these areas. The part-time juvenile justice program assistant would allow the program coordinator to handle the increased demand for juvenile justice services. Another new program recommended for the Police department is the Less-than-Lethal Program. There is an increasing public expectation that officers have a variety of options when faced with a situation where less-than-lethal tools can be deployed. This program includes converting half of the current shotguns in patrol vehicles to less-than-lethal beanbag shotguns, the purchase of rifles to replace the shotguns that are being converted, and one “webshot” gun (a gun that shoots a body-encompassing net) along 8 with the necessary cartridges. The addition of a variety of less-than-lethal tools can positively impact the public trust and confidence in local government and provide an enhanced level of service to the citizens. The cost of this program is $22.600. and will be paid using forfeited funds received as a result of the department’s narcotics enforcement efforts. Community Services The City’s population is growing at about 5% per year. As the City continues to grow, the makeup of the citizens is changing. Carlsbad is not a retirement community, as it was once believed. We are now seeing an influx of families with children moving into the City, especially in the southern part of the City, where most of the growth is occurring. This continued growth puts an increased demand on community services. Last year, the new library in the southern part of the City opened and the Cole Library in the northern part of the City was remodeled. This next year will be the first full year of operations for the two libraries. The Library’s 2000-01 budget request includes an increase of one full-time position and five part-time positions to meet the demand for services from the two libraries. These positions were included in the original plan that went to Council in the 1997-98 budget. In addition, the public continues to request Sunday hours for the libraries. In response to this request, the 2000-01 budget includes 5.4 hourly full-time equivalents, so the City can offer Sunday operating hours from 1:OOPM - 5:OOPM at both libraries. Over the last three years, the Calavera, Stagecoach and Harding Community Centers have experienced increases in facility users. In order to keep up with this increase in demand, part-time staff has been utilized. Two thirds of the recreation staff are part-time. Due to their need for constant supervision, the use of part-time personnel is not always as effective because during the peak use times there is no full-time staff available to supervise these employees. The budget proposes the addition of three full-time recreation specialist positions to replace part-time positions and provide adequate coverage and supervision at each of the community centers. The proposed budget also includes additional full-time and part-time salaries for the Stay ‘N’ Play, Kidz Camp and Youth Special Event Programs. Next year staff plans to offer the Stay ‘N’ Play Program at Magnolia Elementary School and an additional week of Kidz Camp during the summer. With the increase in these programs, the need for additional full-time staff is necessary to provide adequate supervision. One recreation specialist position is included in the preliminary budget for these Youth Special Event Programs. In addition to the program areas in Recreation, the administration and park planning area is also requesting some additional staff help including the conversion of part-time clerical help to a full time position and a part-time park planning assistant. Turnover in the clerical position has been enormous. Hiring a full-time position will create consistency and provide the administrative secretary with assistance in meeting the increasing workloads of the department. The park planning assistant will assist the park development coordinator in completing the workload associated with the new park development projects required by the Growth Management Plan. Technology The City continues to enhance its use of technology. This year’s budget includes $20,000 for software and consulting services that will enable citizens to access specific City data contained in the Geographic Information System (GIs). Once developed, this will become part of the City’s web site. 9 Three engineering technicians using several hardware-intensive computer programs perform the AutoCAD support provided by the Engineering department. These programs not only interface with the GIS system, but will also be used to develop the Maintenance Management Program. The current computers and plotter are several years old and are not optimized for running the software and operating systems used by the City’s GIS department. The budget includes $67,050 to purchase four workstations, a plotter and the related AutoCAD and ArcView software upgrades and licenses. Staff would also like to continue to expand the opportunities for internships within the City in the next fiscal year by adding an additional building intern. This program was created in last year‘s budget and has proven to be very successful. The building intern is recruited from the City’s current employees. This position gives the building department additional staff, without adding a permanent position, when the demand for department services is high. This program provides a pool of trained individuals to fill vacancies as they occur. The internships are typically for a six-month time period. Other changes recommended in the operating budget include increasing the three-quarter time office specialist position in the City Manager’s Office to full-time, and $39,000 in funding for the “Experience Carlsbad” employee orientation program. Proposed Budget by Fund Type 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. The discussion below of proposed expenditures by fund and program will provide more information about the changes occurring in the proposed budget. GENERAL FUND ]TOTAL I 121.11 116.61 -4.51 -3.7%( 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 $71.5 million, which is 2.5% less than the current budget of $73.3 million. The Council Contingency Account, which is available for unanticipated emergencies or unforeseen program needs, is budgeted at $4.3 million, or 6%, of the 2000-01 General fund budget requests. This is the same percent used last year in determining the contingency account. 10 " CON~lINtiENGY -2.5% - 71.5 73.3 TOTAL 79.2% 1.9 4.3 2.4 There are several reasons for the changes in the General fund proposed budget compared to the 1999-00 budget, despite the increases in staffing and programs that were previously discussed. A comparison by Major Service Area (MSA) 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. As mentioned earlier, the Records Management Program was created in December 1999 and salaries and costs related to this program were transferred out of the City Clerk's budget. The Clerk's budget now includes only the elected City Clerk salary and costs specifically related to the Clerk's duties. This decrease was offset mainly by an increase in the Public Information budget to allow more outreach to the citizens about City events. Administrative Services decreased due to a one-time appropriation included in the 1999- 00 budget for the Records Management System. Last year, Council approved the funding of a Citywide Records Management Program which will provide quick access to documents and maps stored in electronic form for use by staff and citizens. The total appropriated in 1999-00 was $1.3 million. Ongoing costs are approximately $200,000 per year for the staff support to run the system. Public Safety shows a 5.4% increase in the Police budget as a result of the four new positions recommended in the 2000-01 budget. = In the Community Development area, the $400,000 decrease is attributable to several things: the transfer of an office specialist position to Finance with the opening of the Faraday Center, less costs for software implementation in Geographic Information System and planning special studies than in the previous year. - The increases in Community Services are for the first full year of operation of the two libraries, the addition of Sunday hours at the libraries, and enhancements to recreation programs, as previously explained. 11 1 Public Works shows a decrease of $1.5 million in their proposed budget compared to the previous year. Approximately $400,000 of this decrease is due to budgeted special studies paid by developers, which are not recurring in 2000-01. Other decreases are due to the $790,000 lump sum payment to PERS for early retirements taken in 1999-00 and reorganization of personnel in the Public Works divisions. = Non-departmental expenses include payments for debt service, transfers to other funds, and administrative and other expenses not associated with any one department. The largest decrease is a $2.7 million decrease in the amount transferred to capital projects. These funds vary from year-to-year based on the funding needs for the Capital Improvement Program. Offsetting this is a $1 million increase in the recommended transfer to the Infrastructure Replacement fund discussed in the Revenue section of this report. The proposed budgets for the non-department costs are'detailed at the end of the Administrative Services area in the Program Detail section of the budget document. Capital outlay expenses totaling approximately $652,000 have been included in the General fund budget. Changes In Other Funds Special Revenue funds, at $6.9 million, show a decrease in anticipated spending of approximately $1.6 million, or 18.6%. The largest decrease is the Housing Trust fund and is due to a $1 million expenditure in 1999-00 for the purchase of the Tyler Court Apartments. In addition, no appropriations for the Law Enforcement Block Grant are shown in the 2000-01 budget, as these funds will be appropriated when the grant is received. The 1999-00 budget for these funds is $142,000. There is also a $643,000 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 $600,000 to $700,000 per year. The Buena Vista Lagoon maintenance budget has been increased by $280,000 for the dredging of the channel in 2000- 01. Enterprise funds total $24.9 million, which is an increase of $1.4 million, or 6%. Water purchases have increased by $500,000 and depreciation by $200,000 in the potable water and recycled water budgets. Other increases and decreases in the Enterprise funds are due to the reallocation of Public Works staff. The Internal Service funds budgets decreased in total by $236,000 The Internal Service funds are self-supporting through user charges. The costs of the services are charged back to departments that use them. The Information Systems budget request increased due to an additional $430,000 budgeted to fund the annual cost of replacing personal computers and the phone system Citywide as they become obsolete. This cost was previously budgeted in the Capital Improvement Program. A decrease of $500,000 is proposed for the Vehicle Replacement budget as there are less vehicles due for replacement next year. A list of the requested vehicle replacements can be found at the end of this document. Included in the 2000-01 budget for Risk Management services is a transfer back to the General and other funds of $1 million, as the fund has greater reserves than necessary at this time. Expenses for General Liability claims have been less than expected causing a surplus to develop in the fund over the past several years. 12 The Redevelopment Agency budgets have decreased for 2000-01 by a total of $2.6 million. This is due to the purchase of the Tyler Court Apartments in 1999-00. Other than this item, the budget request is approximately the same as in the previous year. SUMMARY The City of Carlsbad continues to experience solid economic growth. As the City expands, it is evident that the planning and foresight by the City Council 2’ * and residents has provided a sound economic base from which to grow. Along with the population increases have also come increases in resources, which will allow the City to maintain the quality of life in Carlsbad. Strong growth continues in all of the City’s base revenues: property taxes, sales taxes and transient occupancy taxes (TOT). The increased job opportunities from the development of the industrial and commercial areas is creating a higher demand for housing which is increasing property taxes. The opening and expansion of the Carlsbad Company Stores and Legoland, as well as other hotels and motels, continues to 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. 9s p. 13 - - CITY OF CARLSBAD OPERATING FUNDS EXHIBIT 2 PROJECTED FUND BALANCES UNRESERVED PROJECTED FUND BALANCE JULY 1. 1999 ESTIMATED ESTIMATED REVENUES EXPENDITURES TRANSFERS JUNE 30. 2000 FUND 0ALANCE ~RAL FUND^ SPECIAL REVENUE INFRASTRUCTURE REPLACEMENT POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 6 HOUSING TRUST FUND AUDIO-VISUAL INSURANCE LIBRARY ENDOWMENT FUND Ll6RARY GIFTSIBEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING 6UENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLFI ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CD6G ENTITLEMENTIREHAB CARLSBAD COMMUNITY CONTRIB. ARTS GENERAL DONATIONS ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS REDEVELOPMENT OPERATIONS DEBT SERVICE LOW AND MOD INCOME HSNG 39,220.617 0 460,650 152,546 142,051 153.154 6,867,034 0 102.361 23,360 707,079 163.760 1.067.774 724.241 62,564 156.490 54,922 0 101,592 4.205 1,019,550 57,402 6.032.629 693,225 3,506,367 2,341,531 20,000 1,221,944 3,057,045 127.396) 243.165 4.560.136 1.1 23,242 300.927 957.761 1.552.129 69.403.000 2.068.000 70,000 164.31 6 5.000 2.762.935 1.605.000 61,500 168,000 93,000 609.200 455.500 790,600 36.029 155,320 139,680 25,500 220,000 126.000 703.000 52,000 33,500 15,732,000 1,199.500 5,235,000 763.900 600,000 651,000 902.400 2.472.000 1.702.000 1.327.700 2,477,000 194,500 1.619.949 430,700 57,490,530 0 165,000 125.000 120,000 2,770,000 1.274.939 45,000 5.000 36.000 463.304 366,691 701,615 9.266 154,150 212.744 26.675 194.805 100.496 700,000 33.050 16,000 16.100.000 1.335.000 5.200.000 205.000 370,000 903.644 605.113 2.456.000 1.239.206 1,216,000 2,738,325 435,407 2,030,923 1,722,735 41,133,067 2.068.000 365,650 211,664 27.051 146,089 7.197.095 16.500 265,361 76,360 652.975 220.369 1,170,959 753,004 83.754 85,426 53,547 25,195 127,096 7,205 1,038,500 74,902 5,664,828 557,725 3,541,367 2,900,431 260.000 969,300 3354.332 111.396) 705.979 4.691.636 661,917 260,000 310.020 1250.0001 496.787 260.034 TOTAL OPERATING FUNDS $76,686,296 $115,276,931 $111.602.078 $0 $80,561,149 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE PROJECTED FUND JULY 1, 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30. 2001 ~NERAL FUND SPECIAL REVENUE INFRASTRUCTURE REPLACEMENT POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST FUND AUDIO-VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GIFTSIBEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLFl ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENTITLEMENTIREHAB CARLSBAD COMMUNITY CONTRIB. ARTS GENERAL DONATIONS ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLI0 WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE 1 ~~ ~~ WORKER'S COMP SELF INSUR RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS REDEVELOPMENT OPERATIONS DEBT SERVICE LOW AND MOD INCOME HOUSING 41.1 33.087 2,068.000 365.650 211.864 27.051 146.069 7,197,035 16,500 265,361 78,360 852,975 220,369 1.176.959 753.004 83.754 65,426 53.547 25.195 127.036 7.205 1,038,500 74,902 5,664.828 557.725 3,541,367 2.900.431 250.000 969,300 3,354,332 I1 1.3961 705.979 4,631,836 861.917 310.020 496.787 260,034 74,258,000 3.1 50.000 35.000 5.000 98.923 3,045,900 1.500.000 55,500 13,000 40.000 622.500 472.200 783.500 39.029 143.000 135.000 28.000 21 5,000 106,000 717,504 56.000 34.000 16,834,000 1,323,700 5.322.500 741,000 600,000 636.000 867.400 2,475.000 1.533.655 1.497.622 3.255.662 190.000 1,410,000 368.000 71.490.429 0 22.600 176,960 0 3.141.395 238,675 50,000 10,000 60,000 589,139 527,039 757,524 292.866 168,000 159,000 26.915 195.934 100.000 717.504 60,000 0 16,711,953 1,606,004 6,080.238 167.918 380.000 921.347 1,203,842 2,651,301 1.534.605 1,518,523 3.563.727 440.961 1.082.000 121,955 1.000.000 44.900.658 5,218,000 378,050 39.904 125.974 50,594 6,458,220 22,wo 268,361 58,360 886,336 165,530 1,202,935 499.167 58.754 61.426 54,632 44,261 133,096 7,205 1,034,500 108.902 5,780,815 261,421 2,183,629 3,473,513 470,OW 683.953 11.000.0001 2.037.890 187,6971 705,029 4.670335 553,852 280,000 339.059 1280.000~ 544,767 506,079 TOTAL OPERATING FUNDS $80,561,143 $122,633,535 $1 16,674,554 $0 $86320,190 CITY OF CARLSBAD OPEFiAllNG NNDS EXHIBIT 3 - REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE I ESTIMATED I OFFY9P00 AS % DIFFERENCE REVENUE 188poOTD REVENUE SOURCE 1998-99 19s9.w PROJECTED 2m1 2m1 GENERAL FUND TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX BUSINESS LICENSE TAX TRANSFER TAX TOTAL TAXES $14,196,095 *16.900).000 17,128,474 18,956,000 7,010,249 7.900.000 1,737,850 1,954,185 2,545,000 1.829.000 43.108.499 1,080,848 49.229.000 1.100," " $M.291.m0 8.0% 1,520,000 20.475.000 20.1% 3,591,000 1,924,000 2,842,000 11.3% 886.000 8,785,000 3.8% 97.000 5.2% 95.000 I 9so.000I -10.0% 1110.0001 55.117.000 12.0% 6.88II.c.x INTERGOVERNMENTAL VEHICLE LICENSE FEES 3284,818 3.m.000 3,777,000 I 4.9% 177." OTHER TOTAL INTERGOVERNMENTAL 3.880.911 616,093 1,049,000 4,649,000 -15.4% 0.3% 1181.0001 16,000 " " LICENSES AND PERMITS BUILDING PERMITS 2,524.063 2.180.000 .lO.O% 1218.000l OTHER LICENSES & PERMITS 1.302.823 1,027,000 -10.0% TOTAL LICENSES & PERMITS 3,826,868 1103.000I 3,207,000 -10.0% 1321.0001 " CHARGES FOR SERVICES PLANNING FEES BUILDING DEW. FEES AMBULANCE FEES ENGINEERING FEES RECREATION FEES 853.255 5w.000 I 450.000 I -10.0% ISO.000I 1,668,346 1.485.wo 180.000 18.0% 1140,0001 -10.0% 1.2w.000 1,400,000 1.700.758 -10.0% 1148.000I 1,337.000 3.0% 34.000 858.1 12 1.000.000 1,117,000 1,034,345 1.180.000 1,151.000 OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES 483.525 6,686,438 550.000 8,052,000 3.1% -2.1% 17.000 1127.000I " - 24.000 INCOME FROM INVESTMENTS 1126.0001 INTERDEPARTMENTAL CHARGES 1.933.820 1600.0001 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED OF FY 99-W 1999-W TO REVENUE REVENUE REVENUE AS % DIFFERENCE ESTIMATED REVENUESOURCE 1998-99 1999.00 PROJECTED 2ow01 200001 SPECIAL REVENUE FUNDS INFRASTRUCTURE REPLACEMENT TRANSFER FROM GENERAL FUND INTEREST 88,000 I 150.000 I 120.6% 82.000 0 n 2,000,000 2.068.0W POLICE ASSET FORFEITURE - ASSET FORFEITURES INTEREST OTHER TOTAL I 20.wo -57.5% 15.W -34.8% 127.0001 I8.0001 47.0W 23.020 70.0W 0 - 131.697 21.474 153.171 0 H " 0.0% -50.0% 0 136.0001 COPS GRANT ~ STATE FUNDING IAB.32291 I 01 -100.0% 1172.3181 172.318 12.003 164.318 186.726 10,021 176.749 INTEREST TOTAL -58.3% 17.0001 -97.3% 1179.3181 - LAW ENFORCEMENT BLOCK GRANT FEDERAL GRANT INTEREST TOTAL 88.708 95.923 0.0% 95.923 1878.5% 93.923 12.DMI -40.0% 1o.wo 3,035,900 42.9% 10.4% 285.903 3.000 5.000 0 5.m - 92,060 3,352 HOUSING. SECTION 6 IMEREST 2.750.000 7,000 2.691.549 10.733 2,741.611 39.329 - FEDERAL GRAN1 OTHER TOTAL .IW.O% 15.9351 10.2% 282.965 2,762.935 5.935 ,. HOUSING TRUST FUND - INTEREST INCLUSIONARY HOUSING FEES OTHER TOTAL 2.665.438 381.075 -27.5% ISS.DM1 0.0% 0 ll0.000I 1106.CCQI 1.250.000 -100.0% 1.5W.000 -6.5% 0.0% 0 1.250.020 346.0W 1.605.000 10.000 3.052.839 8.326 AUDIO-VISUAL INSURANCE =_ INTEREST 61.000 5W 61.500 _r 85,098 360 65,456 INSURANCE FEES TOTAL 55.000 55.500 -9.8% I6.C€QI .9.8% I6.wOI I I 13.yl 23.8% 2.500 -IW.O% 13.000 .92.3% 1157.5Wl 1155.woI PI LIBRARY ENDOWMENT FUND - 2.361 10,500 INTEREST TOTAL DONATIONS 1OO.OW 157.5W 102.361 168.000 _I CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED OF FY 99.00 1999-00 TO REVENUE REVENUE REVENUE AS % DIFFERENCE ESTIMATED REVENUE SOURCE 1998-99 1999.00 PROJECTED zw-01 200001 3.582 90.w 37.w -58.9% 153.Mx)I LIBRARY GIFTSIBEQUESTS 4 GIFTSIBEQUESTS INTEREST TOTAL TREE MAINTENANCE INTEREST MISC. REIMBURSEMENTS TREE MAINTENANCE FEES INTERDEPARTMENTAL . TOTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES TOTAL OTHER STREET LIGHTING - IMEREST INTERDEPARTMENTAL OTHER STREET LIGHTING FEES TOTAL BUENA VISTA CREEK CHNL MAlNT P INTEREST TOT,AL BUENA VISTA FEES STATE GRANTS ICLSAI IMEREST GRANTS TOTAL STATE GRANTS IPLFI INTEREST GRANTS TOTAL 1.082 0.0% 0 4.844 -57.0% 153.w1 32.943 39.000 2.6% 1 .wo 48.838 45.500 0.7% 300 481.805 454.700 0.0% 0 70.003 70.000 17.1% 12.w 811.184 809.200 2.2% 13.300 - 390.328 8.290 422.700 7.500 0 408,500 18,200 44,928 41.600 1 42.m 1 3,7% 1.2% 500 441.544 455.500 472.200 18.700 - 48.802 53,500 583.939 604.300 I 53.500 85.902 790,800 -14.1% 110.3001 771.943 -0.9% 17.3001 29.701 39.000 2.8% 1.w 99.520 0.0% 0 129.221 39.029 2.8% 1 .w 3.191 3.700 -18.9% 17001 208.891 151.820 210.082 155,320 -7.7% -7.9% 111,6201 112.5201 - 5.140 5.400 I -7.4% 14wl 86.810 134,280 91.750 139.680 -3.2% -3.4% 14,2801 14,8801 Clpl OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED OF FY 99-W 1999-WTO REVENUE REVENUE REVENUE AS % DIFFERENCE ESTIMATED REVENUE SOURCE 1998-99 1999.00 PROJECTEO 20w01 2W-01 ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL SENIOR NUTRITION GRANTS DONATIONS TOTAL SENIOR DONATIONS INTEREST DONATIONS TOTAL COBG ENTITLEMENTIREHAB INTEREST OTHER GRANTREVENUE TOTAL ARTS GENERALIGALLERY DONATIONS - INTEREST DONATIONS TOTAL CARLSBAO COMMUNITY CONTRIBTIONS - INTEREST OP TRANSFER IN TOTAL 1,943 2.500 I 2.000 I -20.0% 15WI 27.971 23.0W 13.0% 3.m 25.500 29.914 2.503 111.255 11 5.033 11O.W -4.4% 16.0331 103.895 220.m 215.150 215.0W -2.3% 15.wOI 105,OW 0.0% 0 5.784 6.W 0.0% 0 66,849 120.030 72.633 126.wo -16.7% -15.9% 120.woI I20.WI - 52,913 0 63,000 -100.0% 115.OWI -lW.O% L83.0001 671.224 825,WO 724.137 703.000 14.8% 92.504 14.504 - 1.990 3.5w I 4.0W I 14.3% 5W 28.760 30.0W 0.0% 0 30.750 33.5W 34.0W 503 H - - 22.694 7.7% 4.m 760.WO 0 782.894 52.W 7.7% 4.m TOTAL SPECIAL REVENUE FUNDS 10,499,893 10.358.282 11,295,056 9.0% 928.774 CITY OF CARLSBAD OPEFIATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED REVENUE DIFFERENCE REVENUE REVENUE OF FY 99-00 1999.00TO REVENUESOURCE 1995-99 1999-00 PROJECTED 2000-07 ENTERPRISE FUNDS 200001 WATER OPERATIONS WATERSALES READY TO SERVE CHARGES PROPERTY TAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST ENGINEERING & PLAN CHECK FEES SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL RECYCLED WATER WATERSALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL 3.2% 1.2% 0.0% 0.0% 3.3% 0.5% .56.8% -5.0% 24.0% 7.1% 350.m 39.000 575.m 0 3.m 1.wO 1213,wOI 115.0001 15.m 45.m 11.200.m 3.339.000 575.m 124,000 209.000 93.000 162.000 235,000 241,000 246.000 10.85O.WO 3.3W.000 0 124,000 90.000 205.000 375.000 250,000 225.000 200.000 15,732.000 110.000 P 11,695.08D 3,147,549 0 123.252 92,438 215.913 681.387 234.423 237.042 165,389 16.907.104 114,323 1.102.m 12.m1 - 1W.m 6.400 25.020 12001 900.000 100.000 150.000 49.500 1,000,000 49.300 175,000 5.4% 105,400 11.1% 16.7% .0.4% 906.1 94 231.525 72.957 39.566 1.154.711 4.179 " 0.0% 10.9% - 130.2W 1.199.500 SANITATION OPERATIONS SERVICE CHARGES 127.m 0 154.6001 15.MIo 4.934.000 6.0W 225.000 55.000 5.051.000 6,000 0.0% 27.3% 2.5% -24.2% 70,000 170,500 5.464.412 5,009 71,325 463.510 5,067,752 62.506 LATERAL CONNECTIONS WE-TREATMENT CHARGES INTEREST OTHER TOTAL 0 5.235.000 15.000 57.500 2 SOLID WASTE MANAGEMENT INTEREST 3.m 0 14001 147.000 211.m 353.400 212.552 91.955 375,070 395 583.103 RECYCLING FEES IAB9391 NON-JURISDICTIONAL FEES OTHER TOTAL 125.5001 122.9001 -45.5% -3.0% 753,900 52.500 GOLF COURSE TRANSFER FROM GENERAL FUND 500.000 I 0.0% 0 0 1.590.000 t"q 0.0% 0.0% 500,000 TOTAL OTHER " 1,796.916 115,915 600.000 TOTAL ENTERPRISE FUNDS 26,629,595 23.530.400 24,527,200 5.5% 1,295,500 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE SOURCE 1999.99 INTERNAL SERVICE FUNDS 1999-00 WORKERS COMP SELF-INSURANCE - INTEREST INTERDEPARTMENTAL OTHER TOTAL LIABILITY SELF-INSURANCE INTEREST INTERDEPARTMENTAL TOTAL OTHER HEALTH INSURANCE INTEREST INTERDEPARTMENTAL REIMBURSEMENTS TOTAL VEHICLE MAINTENANCE INTERDEPARTMENTAL INTEREST OTHER TOTAL VEHICLE REPLACEMENT INTEREST INTERDEPARTMENTAL OTHER TOTAL INFORMATION SYSTEMS INTEREST INTERDEPARTMENTAL OTHER TOTAL 504.1 12 99.777 33.493 536.000 95.m 651.m 20.m 637,382 691.327 147.909 737.400 165.wO 9.765 0 649.001 902.403 2,177,376 7,779 604,281 2.054,oW 20.m 2,472,020 398,000 2.789.436 4 1,677,242 8.347 1.379 1.600.wO 17,000 85,000 1.686.968 1,702,000 - 1,075,573 1.142.700 209.646 18~.m 1,404,420 119,201 1.327.700 0 L 1,554,400 52.301 2.106 2.402.000 75,000 2.477.000 0 1.618.807 ~ TOTAL INTERNAL SERVICE FUNDS 6.986.014 9,532,100 ESTIMATED REVENUE OF FY 99-00 AS % DIFFERENCE PROJECTED 2m-01 200001 1989-W TO 535.020 636.WO 20.000 60.000 -15.8% 115.WoL -2.3% 0.0% 0 0.0% 115.oWl 0 *E___ 737.400 150,000 -9.1% 115.0001 0.0% 0 10.000 2.067.000 -50.0% 0.8% 110.m1 13.Mx) 0.0% 0 0.1% 3.m 1.518.655 5.1% 15.000 I .;,.E% -100.0% 185.MOI -9.9% 1168.3451 1,347,622 150,000 .18.9% 17.9% 204,922 135,woI 0.0% 12.8% 0 169,922 " 50.000 3.205.662 -33.3% 33.5% 803.662 125.0001 0.0% 31.4% 0 778.682 753.239 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE OF FY 99-00 AS % OIFFERENCE 1999.00 TO REVENUESOURCE 1998-99 1999-00 I 2wo-01 PROJECTED REDEVELOPMENT FUNDS 2m-01 OPERATIONS * RENTAL INCOME 85.485 138,OW 0.7% 1 .m 79,287 ADMINISTRATIVE FEES 42.000 0 INTEREST 2,819 13.m -42.3% 16.500) OTHER 9.486 2.500 0.0% 0 TOTAL 157.058 194.500 -2.3% 14,6001 4 DEBT SERVICE TAX INCREMENT 1.246.185 1.274.000 95.m INTEREST 43,332 43.000 I 40.m I -7.0% l3.WOI OPERATING TRANSFER IN 1.289.517 0 1.819.949 502.949 -1W.O% (502.9491 TOTAL -22.5% 1409.9491 - LOW AND MOD INCOME HSNG TAX INCREMENT 31 1.462 318.5W INTEREST 11 2.w 342,500 26.553 7.5% 187.mI 24.m OTHER TOTAL 178 200 160.0% 300 337.183 430.700 -14.6% 1e2.7~1 - TOTALREOEVELOPMENTFUNDS 1,783,786 2.445.149 -19.5% 1477.1491 1.988.m TOTAL OPERATING $111,222,343 $115,276,931 $122,633,595 6.4% 8 7.356.684 . CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 1997-98 1998-99 ESTIMATE0 1999-00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET GENERAL FUND POLICY AND LEADERSHIP GROUP CITY COUNCIL 187.979 CITY MANAGER 829.595 PUBLIC INFORMATION 0 CITY CLERK 295.918 CITY ATTORNEY 604.001 CITY TREASURER 100,884 TOTAL POLICYILEAOERSHIP GROUP 2,018,317 AOMlNlSTRATlVE SERVICES AOMlNlSTRATlON 0 FINANCE 1.089.738 PURCHASING 414.885 HUMAN RESOURCES RECORDS MANAGEMENT 1.189.301 0 TOTAL GENERAL GOVERNMENT 2.850.901 PUBLIC SAFETY POLICE 10.430.822 FIRE 7,591,002 TOTAL PUBLIC SAFETY 18,027,824 COMMUNITY DEVELOPMENT COMMUNITY OEVEL ADMlN 510.018 GEOGRAPHIC INFORMATION 142.738 ECONOMIC DEVELOPMENT 99.820 PLANNING 2215.355 BUILDING 1.267.581 TOTAL COMMUNITY DEVELOPMENT 4,235,510 COMMUNITY SERVICES LIBRARY 2,789,288 CULTURAL ARTS PROGRAM 277.983 SISTER CITY PROGRAM PARK PLANNINGIRECREATION MGT 548.912 5.181 RECREATION 2,075,417 SENIOR PROGRAMS 268.198 5.943.975 TOTAL COMMUNITY SERVICES 1.218.243 211,820 0 389.430 641.774 107.181 2,588,448 0 1.235.781 484.258 997.834 " 2,897,871 11,728,212 9,884.791 21,813,003 512.388 184.853 2,191,903 123,083 1,617,352 4.599.577 3.347.71 1 384.499 4.327 455,152 2.402.785 8.847.451 272.977 225.000 241.930 1.01 7.408 1.085.876 0 0 245,502 245.502 708.837 112.594 734.840 2.309.339 138.140 2,444,088 1.370.099 300.988 1,580.927 319.577 1.387.030 470.489 1,779.035 542.500 1,539.240 5.047.848 1.875.438 5.877.477 12,998,892 13,138.217 8,939,880 8.939.880 21,958,572 22.078.097 564.741 306.846 584,741 177,930 348.948 179.8W 2,531,188 2,812,150 1,823.938 1,523,938 5,404.621 5,521,377 4.885.351 514.144 5.032.910 578.388 8.855 373.970 802.088 2.551.532 2,180,329 smo 330.285 391.106 8,864,137 9.393.849 EXHIBIT 4 - 2000.01 BUDGET - 248.12C 951.012 177.173 139.09C 720.845 147.548 - 2.383.58e - - 531.85C 1,480.08E 548.125 1.547.9Oi 4.857.057 549.09C - - - 13,848.98: 22.808.00; 8.959.041 - - - 456,97( 286.52t 2.404.42, 198,57( 1.803.91( 5.130.40( - - - 8,218'78: 540,88! 680.401 9.151 2,895,511 408.87: 10.731.80: - - - %lNCR IOECI 99-00 BUO TO 00.01 BUD -12.4% 2.6% lOlVIOl .43.3% .1.9% 8.4% -2.5% 88.4% -5.2% -13.0% 1.0% -87.2% -20.8% 5.4% 0.2% 3.3% -19.1% -23.2% 10.8% -8.0% -1.1% -7.2% - 23.5% -6.5% 0.9% 9.7% 4.1% 4.5% 14.2% CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 17 99-00 BUD %INCR IDECl 1997-98 1996-99 ESTIMATED 1999-00 TO 200001 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET 0001 BUD BUDGET PUBLIC WORKS PUBLIC WORKS ADMlN 86.279 ENGINEERING PARK MAINTENANCE 4.174.293 1.854.761 STREET MAINTENANCE 1.660.395 FACILITIES MAINTENANCE 1.303.571 Major Facility Maintsnsncs ITrmsfell 200,000 474.797 9.754.096 TRAFFIC SIGNAL MAlNT TOTAL PUBLIC WORKS NON-DEPARTMENTAL COMMUNITY PROMOTION ICCVB) BEACH PARKING COMMUNITY CONTRIBUTIONS HlRiNG CENTER PROPERTY TAX AOMlN FEE HOSP GROVE PAYMENT MlSC I TRANSFERS OUT DUES & SUBSCRIPTIONS ASSESSMENT SERVICES INFRASTRUCTURE MAlNT TRANS GOLF COURSE TRANSFER TRANSFER TO CIP 256.487 36.100 225,000 75.774 828.521 177.909 331.952 13.572 22.893 0 490,000 0 4.014.459 692.420 2.078.123 2,054.382 1,404.510 200.000 10,763,156 319.262 325.356 27.000 770.000 8W.000 78.821 205.351 28.652 75,500 15.349 0 1.690.000 0 4,554,300 691.800 2,404,500 2,150,300 1.653.831 200.000 12.062.631 428,000 520.824 36.000 15,000 800.000 80.000 215.411 652.949 30.000 2,000.000 25.000 800.000 7,000.000 5.109.951 691,660 446.585 4,202,690 45.4% .17.8% 2.668.402 2,568,384 2.441.678 2,215,937 -3.7% 1.857.184 -9.2% 1,880,812 1.3% 200,000 200.000 493.643 0.0% -1 1.6% -11.2% 520,824 20.000 36.000 60,070 800.000 215,600 652.949 50,000 2.000.000 51.225 7.000.000 600,000 360.000 36.000 0 90.000 800.000 240,000 56.600 0 3.000.000 58.800 4.3W.000 600,000 -30.9% 0.0% -100.0% -0.1% 0.0% 11.4% 13.2% -100.0% 50.0% 14.8% 0.0% -38.6% MlSC EXPENSE 20.246 7.460 70,300 4.01 1.489 70.300 12,046,484 12,096,888 -100.0% TOTAL NON-DEPARTMENTAL 2.480.454 .21.2% SUBTOTAL GENERAL FUND 45,133,780 53.100.795 67.490.530 70.880.254 -5.2% CONTINGENCIES 0 0 0 2,454.243 76.2% TOTAL GENERAL FUND 45,133,760 53.100.795 87,490,530 73,334,497 -2.5% a7 CITY OF CARLSBAD OPEFIATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 1997-98 1998-99 ESTIMATED 1999-00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE COPS FUND LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 6 HOUSING TRUST AUDIO VISUAL INSURANCE LIBRARY ENDOWMENT FUN0 LIBRARY GIFTSIQEOUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLFl ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENTITLEMENTIREHAB CARLSBAD COMMUNITY CONT. ARTS GENIGALLERY DONATIONS TOTAL SPECIAL REVENUE FUNDS ENTERPRISE FUNDS 1 519,301 65.051 157.455 185.593 46.534 84.105 2.696.750 143.602 2,678,612 155.029 114.172 87.647 0 0 506.758 36.471 9.899 356.718 401.202 510.938 674.175 681,124 7.048 160.135 32.052 17.443 215.150 47.486 61.954 751.225 730.104 0 0 870 600 8.516.043 6,039,664 7.048 189.631 37.583 16.928 209.436 WATER OPERATIONS 13.729.352 RECYCLE0 WATER OPERATIONS 1,174,301 SANITATION OPERATIONS 3.609.819 SOLID WASTE MANAGEMENT GOLF COURSE 11 0.482 215.636 15,550,312 4.405.764 1,363,172 213.854 128.694 TOTAL ENTERPRISE FUNDS 18.839.590 INTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE 571.457 RISK MANAGEMENT 668.422 HEALTH INSURANCE 2.295.740 VEHICLE MAINTENANCE 1.359.628 VEHICLE REPLACEMENT 759.511 INFORMATION SYSTEMS 1.271.268 TOTAL INTERNAL SERVICE FUNDS 8,916,026 21.681.696 754.886 669.645 2,835,961 1.473.342 1.652.892 827.866 8.014.594 165,OW 258.540 125.000 152.227 120.000 142,427 2,770.000 1.274.939 3,000,645 1.274.939 45.000 57.068 36.000 5.000 10,000 74.823 463.304 398.891 559.954 448.944 701.615 740.586 154.150 9.266 9.268 212.744 154,151 212.744 26.875 194.805 29.182 100,496 195.606 700.000 126.698 33.050 1.046.518 16.000 40.000 41,556 7.554.135 8.575.873 16.1W.000 16.194.226 5,200,000 1,335,000 1,506,285 5,234.234 205,000 225.343 350,000 370.000 23,190,000 25,530,068 903.644 930.340 605.113 1,259.693 2.456.000 2.584.491 1.239.206 1,216,000 2,100,709 1,570,665 2.738.325 3.083.398 9.158.288 11,529,496 f %INCR IDECI 99-00 BUD l- 2000-01 BUDGET 0001 BUD 22,800 176,980 0 3.141.395 238.875 50.000 60.000 10.000 569.139 527.039 757.524 292.866 166,000 159,000 185.934 26.915 100.000 717.504 60.000 -913% 16.2% -100.0% 4.7% -81.3% -12.4% 0.0% -19.8% 5.2% 17.4% 3060.7% 2.3% -25.3% 9.0% -7.8% 0.2% -21.1% -31.4% 50.0% -100.0% -15.0% 16.717.953 1,808,004 3.2% 6.080.238 8.6% 187.918 -25.5% 16.2% 380.000 2.7% 921,347 1.203.842 -1.0% -4.4% 2,551,301 -1.3% 1,534,805 4.3% 1.518.523 3.563.727 -27.7% 15.8% -1 2.0% dd . ., . CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999.00 n 99-OOBUD %INCA lDECl 1997-98 1998-99 ESTIMATED 1999-00 I 2000-01 I TO DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET W-01 BUD REDEVELOPMENT OPERATIONS DEBT SERVICE 381,848 419,196 435.407 435.407 I 440.961 I 1.3% 1.679.491 1,687,351 2,030.923 2.030.923 1.082.000 -48.7% LOW AND MOD INCOME HSNG 65,185 75,134 1.722.795 1,722.795 121.955 -92.9% 4.189.125 4.189.125 TOTAL REDEVELOPMENT 2,128,522 2.180.881 -60.7% TOTAL OPERATING FUNDS 79,531.941 105,387,185 111.582.078 121.159.079 116,874,554 a,?% , ,,- - CITY OF CARLSBAD - PERSOh,.LL ALLOCATIONS FOR 1999-00 AND 20b~O1 ~~~ EXHIBIT 5 OVER 1999/00 2000/01 (UNDER) FINAL PRELIMINARY 1998-99 MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED POLICY AND LEADERSHIP GROUP I CITY COUNCIL 1 CITY MANAGER CITY TREASURER PUBLIC INFORMATION CITY CLERK CITY ATTORNEY )ADMINISTRATIVE SERVICES I ADMINISTRATION RECORDS MANAGEMENT INFORMATION SYSTEMS FINANCE RISK MANAGEMENT PURCHASING HUMAN RESOURCES & WORKERS COMP IPUBLIC SAFETY I POLICE FIRE COMMUNITY DEVELOPMENT 1 COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT COMMUNITY SERVICES I LIBRARY CULTURAL ARTS PARK PLANNING AND RECREATION MANAGEMEN1 RECREATION SENIOR PROGRAM lPUBLlC WORKS I ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE &OPERATIONS 6.75 0.75 0 0 6 2 8 14 21 2 5 9 134 79.75 4.75 13 1 2 24 10 40.75 4 3 16 3 3 49 51.75 70 1 0 6 (0.75) 0.75 0 1 1 0 0 6 0 2 0 8 0 15 1 21 0 2 0 6 1 9 0 138 4 79.75 0 3.75 (1 ) 13 0 1 0 2 0 24 0 10 0 41.75 1 4 0 4 1 20 4 3 0 3 0 48.7 (0.30) 55.75 4.00 70.3 0.30 FULL TIME LABOR FORCE 584.5 599.75 15.25 - 'TY OF CARLSBAD PERSONNEL ALdCATIONS FOR 1999-00 AND 2000-01 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 1999Lan 2aaQLQ1 Full Time Personnel 580 596 16 3/4 Time Personnel in Full Time Equivalents 4.5 3.75 -0.75 Hourly Full Time Equivalent Personnel 136.85 143.26 6.43 TOTAL LABOR FORCE 721.35 743.03 21.68 LIMITED TERM EMPLOYEES lNTERNS 19991pQ 2QQluQl Management Interns 2 2 0 Building Inspector Intern 1 2 1 GIS 0.5 0.5 0 Planning - front counter 1.5 1 -0.5 TOTAL LIMITED TERM EMPLOYEES 5 5.5 0.5 .. . 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 1092 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT OF CARLSBAD, CALIFORNIA, APPROVING AN APPROPRIATION OF $2 MILLION IN THE WATER OPERATIONS FUND FOR 1999-00 WATER PURCHASES. WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, of Carlsbad, California, recognized that this year has been drier than expected; and WHEREAS, more water has been purchased than originally anticipated; and WHEREAS, it is expected that water purchases may exceed the original 1999-00 budgeted amount by $2 million; and WHEREAS, the Water Operations fund balance has available funds. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District, Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That $2 million is hereby appropriated from the fund balance for Water purchases. Ill Ill Ill Ill Ill Ill I . ,, - 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 PASSED, APPROVED, AND ADOPTED at a regular meeting of the Board of Directors held on the 6th day of June ,2000, by the following vote, to wit: AYES: Board Members Lewis, Hall, Finnila, Nygaard and Kulchin NOES: None ABSENT: None AlTEST: (SEAL) \ 7’ 1’ - LO~RAINE M. WOOD, Secretary 33 J.UN-06-BB TUE E2 :28 PPI PERDUE 61Y 6US Ylab . ', 1 r. WI - 4, PHILIP H PERDLE. -i7 6550 PONTO DRIVE, SPACE1 04. ~ (0-b-00 CARLSBAD. CA92009. I TEL & fax (760) 603-9136. E-MAIL. PHPerdue@AOL.COM. 5/6/2000 I MAYOR BUD LEWIS & MEMBER!! OF TlIE COUNCIL. CAR1,SRAD CITY HALL. ~ I UEAK I.AUIES ANUGENILEMEN, ! I AS YOUR TYAC MKMBER WITH THE N.C.T.D. I AM REQUESTING 'I'IIAT YOU INC1.UDE AN AMOUNT OF $12000, IN YOUR BUDGET TO I movrm 40 BENCHES FOR PASSENGERS WAITING TO B~ARD BUSES AT I THE SlOPS ON THE ATTACHED LIST, WITH MORE THAN 10 I PASSENGERS A DAY (2500 EACH YEAR). 1 AM AIS0 ATTACHING A LETTER FROM THOMAS LITC H , EHMAN, GIVING THE INFORMATION ON THE BENCHES TIIAT 114 HAS WORKED I OUT WITH GREG WOODS. W, HAVE 305 BUS STOPS 1N CARLSBAD, SO ONCE THESE140 ARE IN I PLACE WE WILL BE REQUESTING MORE. I i May 24,2000 Mr. Philip Perdue, Member NCTD Transportation Productivity Advisory Committee 6550 Ponto Drive Space 104 ~ Carlsbad, CA 92009 Dear Phil, Per your request, this lcttet serves as a follow-up to our conversation:yesterday regarding. benches for bus stops in Carlsbad. As you suggested, I spoke with Mr. Greg Woods id the Public Works Department, and he supplied me with a manufacturer and model number of the benches being used elsewhere in Carlsbad. The benches are manufactured by Wabash Vallcy Manufamhg, Model P2516, and consist of a rubber-coated heavy diamond wire mesh and steel frame: Mr. Woods said that the City has had excellent service f7om these benches, and that tyey are very economical to purchase. at about $250 each plus shipping and handling. I viewed these benches on Wabash's web site, and believe they woulb be perfect for the bus bench needs in Carlsbad. In addition to being the model already in use in Carlsbad, P very similar product is also provided at bus stops by the cities of Encinitas and Solana Beach, and would thus help create a consistent look. NCTD and its customers would be extremely appreciative of any investment the City chose to make in benches for bus stops. As we discussed last month,~therc are approximately 40 bus stops in Carlsbad with ten (10) or more boardirgs per day, not counting our transit centers. Thank you for your interest in this issue and your effort in working 4th the City on it. .,:; . I I I I I .. . . . . .. , i. Sincerely, Thomas Lichterman Director of Transportation Serviccs , cc: Martin Minkoff I ., ! ! . ..- zoo E? .”