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.
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% 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.
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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.
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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.
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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.
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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
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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.
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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
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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.
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UEAK I.AUIES ANUGENILEMEN,
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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
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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. .,:; .
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Sincerely,
Thomas Lichterman
Director of Transportation Serviccs
, cc: Martin Minkoff I .,
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