Loading...
HomeMy WebLinkAbout2000-06-27; City Council; 15802; 2000-01 Capital Improvement Program BugetsCITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER DISTRICT AND HOUSING AND REDEVELOPMENT COMMISSION -AGENDA BILL AB# ”’ boa MTG. 6/27/00 ADOPTION OF THE 2000-01 OPERATING AND CAPITAL IMPROVEMENT PROGRAM TITLE: DEPT. FIN I BUDGETS RECOMMENDED ACTION: 1. Hold public hearing on the City of Carlsbad‘s, Carlsbad Municipal Water District, and Housing and Redevelopment Commission’s 2000-01 Operating Budget and 2000-01 to Buildout Capital Improvement Program. 2. Adopt Resolutions No.-?-j\32, and 3 d , adopting the final Operating Budgets for 2000-01 and appropriating funds for the 2000-01 Capital Improvement Program. 3. Adopt Resolutions No. 2bM-,@and -!!33-. adopting the Gann spending limit for the City of Carlsbad and the Carlsbad Municipal Water District for 2000-01. ITEM EXPLANATION: The proposed 2000-01 Budget totals $168.1 million, of which $116.6 million is the Operating Budget and $51.5 million is the Capital Improvement Budget. Operating revenues total $122.6 million and Capital revenues total $47.2 million, for a total of $169.8 million. Operating Budget The proposed operating budget for 2000-01 totals $1 16.6 million, a decrease of $4.5 million from the current 1999-00 budget. This decrease is due 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. Operating revenues are estimated at $122.6 million, which is a $7.3 million increase over the current year projections. General Fund General fund 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. The healthy economy coupled with continued low inflation has kept consumer confidence high, allowing for increased retail sales and tourism. This has boosted both our sales tax and transient occupancy tax (TOT) receipts. An increase of 8% is projected for sales tax for a total of $20.5 million in 2000-01. Receipts for 2000-01 TOT are projected at $8.8 million, which is 11%, or $895,000, greater than 1999-00. The largest projected increase in revenues is for property taxes. These are expected to grow by 20% to $20.3 million. This growth is based on estimates provided by the County Assessor’s Office which includes an adjustment in the assessed value for the sale of the Encina Power Plant. These increases have enabled us to recommend some enhancements to our services in 2000-01 to ensure the maintenance of a high quality of life for Carlsbad’s residents as our population grows. PAGE TWO OF AGENDA BILL NO. IS, 530% The 2000-01 budget includes enhancements to existing services 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. These program increases resulted in 15.25 new full-time positions. The proposed budget includes a $600,000 transfer to the Golf Course fund. In addition, $652,000 of capital outlay requests have been included in the proposed General fund budget. 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. CaDital Improvement Proqram The 2000-01 to Buildout Capital Improvement Program (CIP) outlines approximately 180 future projects at a total cost of $422 million. Appropriations scheduled for 2000-01 total $51.5 million, and will be added to approximately $68.9 million for ongoing capital projects, which remain unspent at the end of fiscal year 1999-00, for a total appropriation of $120.4 million. Revenues for the CIP are projected at $48.1 million. Projects programmed for the upcoming year include the continued design of the Public Works Center, acquisition of park land in the southeast quadrant of the City, Phase II of Leo Carrillo Park, and preliminary design of Zone 19 Park. Sewer and drainage projects include construction of the VistaKarIsbad Interceptor and the South Carlsbad Village Storm Drain. Construction of several major street projects are included in the CIP and will improve the flow of regional and local traffic throughout the City. Projects which will receive appropriations in 2000-01 include Poinsettia Lane to El Camino Real, and Rancho Santa Fe Road. Funding is also provided for preliminary activities relating to the construction of College Boulevard and Cannon Road east of El Camino Real. In addition, funding for the reconstruction of many individual roads, particularly in the older sections of the City, will help maintain the quality of our streets. There were four changes made to the proposed CIP since the Council Workshop on May 16th. Changes to the 2000-01 appropriation include a decrease of $195,000 for two traftic signals which were moved out to future years, an increase of $38,000 in Sewer Replacement costs for the Agua Hedionda Pump Station, and a decrease of $76,000 in Water Connection Fee expenditures for the 1-5 Crossing Waterline. The net change is a decrease of $223,000 in total appropriations for the 2000-01 fiscal year. The Current year expenditure and carry forward amounts have been updated through March 31, 2000. The net result of these changes is a change in the total anticipated 2000-01 appropriations (including continuing appropriations) from $120.5 million as shown in the preliminary budget document to $120.4 million. In accordance with the Government Code, all projects which receive appropriation of funds for fiscal year 2000-01 received a finding of General Plan Consistency by the Planning Commission at their meeting on May 17, 2000. PAGE THREE OF AGENDA BILL NO I 5 1 go 3 Gann Limit In addition to adopting the Operating Budget. the Council is asked to adopt the Gann spending limit as required by Articlk XTllB of the California Constitution. The Gann Limit creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to this limitation are those considered “proceeds of taxes.” The basis for calculating the Limit began in fiscal year 1978-79, and is increased based on population growth and inflation. The City’s spending limit for 2000-01 is $198.1 million, with appropriations of “proceeds of taxes” of $44.9 million. The Carlsbad Municipal Water District spending limit for 2000-01 is $2.3 million, with appropriations of “proceeds of taxes” of $875,000. Fees for City Services Some of the fees are increased annually based upon an index as stated in the resolutions or ordinances establishing the fees. The revisions to these fees are shown in Exhibit 1. Audio Visual Insurance Fund City Council Resolution No. 7235 established a Special Revenue fund for the collection of an insurance fee- assessed on each film and/or video tape checked out from the library, to pay for the cost of repairs and/or replacement of damaged film and video tapes. Staff recommends that the 2000-01 estimated revenues and budgeted appropriations be transferred from the Special Revenue fund into the General fund, and that the Special Revenue fund be closed out. The City would still enforce the collection of insurance fees, however, the accounting would be maintained in the General fund. This would simplify the accounting of the revenues and expenditures associated with audio-visual insurance. FISCAL IMPACT: The fiscal impact of the proposed budgets is detailed in the attached schedules. EXHIBITS: 1. Changes to City Fee schedule. 2. Resolution No. IlM9adopting the City’s final Operating Budget and Capital Improvement Program for 2000-01 (the Technical Appendix is available for review in the Finance and Engineering Departments). 3. Resolution No.=,.adopting the final Operating Budget and Capital Improvement Program for 2000-01 for the Carlsbad Municipal Water District 4. Resolution No. adopting the final Operating Budget and Capital Improvement Program for 2000-01 for Housing and Redevelopment. 5. Resolution No.a=hdopting the spending limit for 2000-01 for the City of Carlsbad, 6. Resolution No..= adopting the spending limit for 2000-01 for the Carlsbad Municipal Water District. The Preliminary Operating Budget and Capital Improvement Program 2000-01 is on file with the City Clerk. 3 EXHIBIT 1 CITY OF CARLSBAD PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES JUNE 2000 FOR INFOWTIONAI PURPOSFS ON1 Y These fees are increased annually based upon an index as stated in the resolutions or ordinances establishing the fees. GlKwlt 5Wise.d- Affordable housing credit $36,000 $37,400 $1,400 License Tax on New Construction-mobile homes $1,439 $1,434 -$5 Traffic Impact su.Ent 5Wise.d- Traffic Impact Fee - Residnt'l Cost Per Trip (Out Of CFD) $89 $92 3 Traffic Impact Fee - Commrc'lllndust Cost Per Trip (Out of CFD) 36 37 1 Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD) 58 60 2 Traffic Impact Fee - Commrc'lllndust Cost PerTrip (Inside CFD) 23 24 1 Planned Local Drainage Area Fees Fee per gross acre Runoff Runoff Runoff Runoff Area / Basin Name Revised Current Low High Low High A Buena Vista Lagoon 36 60 37 61 D Batiquitos Lagoon 2,675 4.378 2,718 4,448 C Encinas Creek 3.578 5.855 3,635 5,949 B Agua Hedionda Lagoon $1.664 $2,724 $1,691 $2.768 Sewer Connection Fees cuwli Ea!E?slw General Capacity Fee All Areas $1.897 $1,959 $62 Plus Sewer Benefit Fees shown below Sewer Benefit Area Fees cllrmli 5Wise.d- Area A $349 $348 -51 Area B 615 612 -3 Area C 509 508 -1 Area D 983 979 -4 Area E 1,005 1,002 -3 Area F 1,100 1,096 -4 Area G 95 95 0 Area H 643 641 -2 Area I 357 355 -2 Area J 1,229 1,225 -4 Area K 2.480 2,471 -9 Area L 971 968 -3 Area M 48 47 -1 Bridge 8 Thoroughfare District #2 Fees Current Revised Change Zone 5 $273 $281 $8 Zone 20 566 584 18 Zone 21 293 303 10 4 1 i c 4 C € 7 E c 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 2000-209 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS PROGRAM FOR THE FISCAL YEAR 2000-01 FOR THE WHEREAS, the City Council of the City of Carlsbad, California has reviewed the proposed final Operating Budget and Capital Improvement Program for fiscal year 2000-01 and has held such public hearings as are necessary prior to adoption of the final budgets. WHEREAS, the Planning Commission made a finding of General Plan Consistency for all projects receiving an allocation of funds for fiscal year 2000-01 on May 17, 2000 pursuant to Planning Commission Resolution No. 4555. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad. California, as follows: 1. That certain documents now on file in the office of the City Clerk of the City of Carlsbad entitled, "City of Carlsbad. 2000-01 Operating Budget and 2000-01 to Buildout Capital Improvement Program - Preliminary" as amended in accordance with Exhibits A through D attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the City of Carlsbad for the fiscal year 2000-01. 2. That the amounts reflected as estimated revenues for fiscal year 2000-01 as shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2000-01, 3. That the estimated revenues for fiscal year 1998-99 are hereby revised as shown in Exhibits A and B. 4. That the amounts designated as the 2000-01 Budget request in Exhibits A and B are hereby appropriated to the department or fund for which they 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 are designated, and such appropriation shall not be increased except as provided herein. 5. That total appropriations for each fund may only be increased or decreased by the City Council by passage of a resolution amending the budget except as provided herein. 6. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department. ii. The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may delegate the authority to make budget transfers. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is designated for said specific purpose. v. The City Council must authorize all transfers of funds from the budgeted Contingency Account. B. The City Manager may authorize emergency out of state travel for public safety or emergency services purposes. C. The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Exhibit C. D. The City Manager may authorize the hiring of temporary or part 1 2 ? 4 C e 7 E C la 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 time staff as necessary, within the limits imposed by the controls listed above. 7. That the legal level of budgetary control is the fund level. Budgets may not legally be exceeded at the fund level without appropriate authorization by the City Council. 8. That all appropriations for Capital Improvements Projects remaining unexpended at June 30, 2000, are hereby appropriated for such capital projects for the 2000-01 fiscal year. 9. That all appropriations for grants remaining unexpended at June 30, 2000, are hereby appropriated for the 2000-01 fiscal year. 10. That 1999-00 appropriations in the approximate amount of $2,447,356 are hereby continued into 2000-01 for the purposes shown in Exhibit D. All appropriations for outstanding encumbrances as of June 30, 2000. are hereby continued into 2000-01 for such contracts or obligations. 11. That the 2000-01 estimated revenues and budget appropriations be transferred from the Audio Visual Insurance Special Revenue fund to the General fund, that any remaining balance in the Special Revenue fund as of June 30, 20.00 be transferred to the General fund and that the Special Revenue fund be closed out. PASSED, APPROVED AND A.DOPTED at a regular meeting of the City Council on the day of A ,2000, by the following vote, to wit: AYES: Council Members Lewis NOES: None. ABSENT: None - ATTEST: (SEAL) EXHIBIT A 2000-01 PROPOSED OPERATING BUDGET OVERVIEW Carl&& 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 0 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 ~evemJeS 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 their vision of Carlsbad. The continually defines and clarifies Strategic Goals for the City are developed next. The goals further define the methods to be used to achieve the vision and call out areas in which Council would like to place special emphasis during the year. Once these are developed, staff develops operational goals based on Council’s direction. These City of Carlsbad 2000 Strategic Goals Ensure the effective and efficient delivery of top- quality services to our Community. Develop and implement proactive strategies to ensure the financial health of the Community and the City, Integrate a comprehensive, efficient transportation system with “quality-of-life” centered land use decisions. Enhance educational opportunities for all segments of the Community. operational goals are the basis for the development of the operating budget. 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. It allocates the resources and sets the priorities for all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and play. 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 projections still show a healthy pace of development over the next five years. 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. 2500 1500 1000 500 0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 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 Millions) ~ PROJECTED ESTIMATED 1999-00 PERCENT 2000-01 DIFFERENCE CHANGE 69.4 $74.3 4.9 7.1% 10.4 23.5 0.9 8.7% 1.3 5.5% 0.7 7.4% -0.5 -20.0% FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE 11.3 24.8 INTERNAL SERVICE 9.5 10.2 REDEVELOPMENT 2.5 2 .o 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 Milllons) PROJECTED ESTIMATED REVENUE TYPE PERCENT 1999-00 PROPERTY TAX 2000-01 3.4 20.3 SALES TAX 16.9 CHANGE DIFFERENCE VEHICLE LICENSE FEES 7.9% 1.5 TRANSIENT OCCUPANCY TAX 20.5 20.1% 19.0 7.1% 4.9 74.3 69.4 TOTAL -10.6% -2.6% -0.4 15.0 15.4 -0.7 5.9 6.6 ALL OTHER REVENUE 5.6% 0.2 3.0 DEVELOPMENT RELATED REV. 3.6 11.4% 0.9 8.0 7.9 ~ This year it is expected that property taxes will grow to $20.3 million, justslightly 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. s25 1 1 -+Property Tax 1 $20 +Sales Tax $5 so 1992 1994 1996 1998 2000 3 i 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 upcorning 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 X cent increase in California sales taxes be deposited to State and Lo& 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 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. 1 Special Revenue Fund Revenue 2000-01 Other Funds Revenues from All Other Special Revenue funds are expected to total $11.3 million; an increase of $900,000 from 1999- 00. The types of services supported within Special Revenue funds include programs funded by specific ~~ Infrastructure Section 8 v 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 5 '4 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 afler 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 199O'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 properly 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. 0 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. 0 A separate cost center for the Public Information Ofticer 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 $116.6 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- 7 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 ofticers 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. Traftic 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 positiiely 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 ihe 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 staff9 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. ITOTAL I 121.1) 116.61 -4.51 -3.7%1 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 571.5 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 I I ~ ~~ 73.31 71.51 1.81 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 .. r 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. 1 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 nondepartment 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. 4 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 199940. 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 Ci Council 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 8’ growth continues in all of the City’s base revenues: property taxes, sales i 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. 13 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES UNRESERVED PROJECTED BALANCE ESTIMATED FUND JULY 1. 1999 REVENUES EXPENDITURES TRANSFERS JUNE 30. 2000 ESTIMATED FUND BALANCE GENERAL FUND ISPECIAL 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 GIFTSIBEOUESTS 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 SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS REDEVELOPMENT I 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 1,087,774 724.241 82,584 158.490 54.922 0 101.592 4.205 1,019,550 57.402 6,032,828 693,225 3,506.367 2.341.531 20,000 1.221.944 3.057.045 127.3981 243,185 4,580,136 1,123,242 300.927 957.761 1.552.129 63,403,000 2.068.000 70.000 184.318 5.000 2.762.935 1.605.000 81.500 168.000 93,000 609,200 455.500 790.800 38.029 155,320 139,680 25.500 220,000 126,000 703.000 52.WO 33,500 15,732,000 1,199.500 5,235.000 763.9W 600.000 651.000 902.400 2.472.000 1,702,000 1,327,700 2,477.000 194,500 1,819,949 430,700 57.490.530 0 165,000 125,000 120,000 2,770,000 1,274,939 45,000 5,000 38.000 463,304 398.891 701.81 5 9.266 154.150 212.744 26.875 194.805 100,496 700.000 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 2.738.325 435,407 250,000 2.030.923 1250,0001 1.722.795 41.133.087 2,068,000 365,650 21 1,864 27,051 146,089 7,197,035 16.500 265,361 78.360 852.975 220.389 1.176.959 753.004 83.754 85,428 53.547 25,195 127.096 7.205 1,038,500 74.902 5.664.828 557.725 3,541,367 2,900,431 250,000 969,300 3,354,332 111,3981 705.979 4.691.836 881.917 310,020 496.787 260.034 TOTAL OPERATING FUNDS $76,886,296 $1 15,278,931 $111.602.078 $0 $80,581,149 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES PROJECTED PROJECTED BALANCE ESTIMATED FUND JULY 1, 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2001 ESTIMATED FUND BALANCE GENERAL 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 GlFTSl0EOUESTS 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 CONTRl8 ARTS GENERAL DONATIONS ENTERPRISE WATER OPERATIONS RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF INSUR RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS REDEVELOPMENT OPERATIONS DEBT SERVICE LOW AND MOD INCOME HOUSING 41,133,087 2.068.000 365.650 21 1.664 27.051 146.089 7.197.095 16,500 265.381 79,360 852,975 220,369 1,176,959 753.004 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 2.900.431 250.000 969,300 3.354.332 I1 1.3961 705,979 4,691,836 961.917 310.020 496.787 260.034 74.258.000 3.150.000 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 28.000 215.000 106,000 717.504 56.000 34.000 16.834.000 1,329,700 5.322.500 741.000 600.000 636.000 887.400 2,475,000 1,533,655 1.497.622 3,255,662 190.000 1.410.000 368,000 71.591.390 0 22.600 178.960 0 3.141.395 239.875 50,000 10.000 60.000 569.1 39 527.039 757.524 292.966 168,000 159.000 26.915 195.934 100.000 717.504 60.000 0 16.717.953 1.606.004 6.090.239 167,918 380,000 921,347 1,203.942 2.551.301 1.534.805 1,518.523 3363.727 440.961 1.092.000 121.955 1,000,000 44.799.697 5.218.000 378.050 39,904 125.974 50,594 8.458.220 22.000 268.361 58.360 888.338 185.530 1,202,935 499.167 50,754 61.428 54.632 44.281 133.098 7,205 1,034,500 108,902 5,780,875 281,421 2,783,629 3,473,513 470,000 683.953 11.000.0001 2.037.890 187.6971 705.029 4.670.935 553.852 280.000 339.059 1280.0001 544.707 506,079 TOTAL OPERATING FUNDS $90,561,149 $122,633,595 $116.775.515 $0 $86.419.229 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED AS % ESTIMATED REVENUE DIFFERENCE REVENUE OF FY 99-00 1999-W TO REVENUESOURCE GENERAL FUND 1999-99 1999.00 PROJECTED 2000-01 2000-01 TAXES PROPERTYTAX TRANSIENT TAX SALES TAX FRANCHISE TAX TRANSFER TAX BUSINESS LICENSE TAX TOTAL TAXES INTERGOVERNMENTAL VEHICLE LICENSE FEES TOTAL INTERGOVERNMENTAL OTHER LICENSES AND PERMITS 0UlLDlNG PERMITS OTHER LICENSES h PERMITS TOTAL LICENSES 6 PERMITS CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES INCOME FROM INVESTMENTS AND PROPERTY INTERDEPARTMENTAL CHARGES OTHERREVENUESOURCES $14,198,095 b15.900.000 18.955.000 7,900,000 2.545.000 1,529,000 1.100.000 49.229.000 17,129,474 7,010,249 1,954,185 1,737,850 1,000,648 43,108.499 3,264,818 3.600.000 3.880.91 1 4,849,000 1.049.000 616,093 2,524,053 2.180,WO 1,302,523 3,826,685 1.027.000 3.207.000 1.658.345 1,700.755 858.112 953.255 500.000 1.485.000 1,400.000 1 ,000,000 1,034,345 1.117.WO 6,556,438 483.625 8,052,000 550.000 804,255 816,000 1,992,453 1,350,000 1,933,520 2.100.000 1.190.009 1 ,000,000 520.291.000 8.0% 1,520,000 20.475.000 20.1% 3,391,000 1,924.000 2,842,000 11.3% 895.000 8,795,000 3.8% 97.000 5.2% 95,000 -10.0% 12.0% I1 10,000~ 5,588,000 I 3,777.000 I 4.9% 177.000 -15.4% 1161,0001 15.0W I 1,962.000 I -10.0% 1218.0001 924.000 -10.0% 1103.0001 -10.0% 1321,WOI 450,000 1,337,000 -10.0% 150,0001 -10.0% 1,280,000 -10.0% 114S.0001 1140.000I 1.1BO.WO 1,151,000 15.0% 16O.OW 3.0% 34.000 3.1% 17.000 -2.1% 1127.0001 2.9% 24.000 -5.3% 1125,0001 0.0% 0 -50.0% 1500.000I TOTAL GENERAL FUND 63,323,074 69,403,000 7.0% 4.855.000 74.258.000 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE 1 REVENUE OF FV 99-00 AS % DIFFERENCE 1999-W TO ESTIMATED REVENUESOURCE 1998-99 1999.00 20W-01 PROJECTED SPECIAL REVENUE FUNDS 20W-01 I INFRASTRUCTUREREPLACEMENT TRANSFER FROM GENERAL FUND INTEREST 0 120.8% 82.DW 1.wO.oW 1,092.OW 50.0% 52.3% 150.WO 15,WO 2.m.ow 66.m 2,086,000 . 0 POLICE ASSET FORFEITURE ASSET FORFEITURES -34.8% -57.5% 127.wOI 18.0001 131,697 21.474 47,003 23,000 INTEREST OTHER TOTAL -50.0% 0.0% I35.WOI 0 153.171 0 70.000 COPS GRANT STATE FUNDING lA832291 TOTAL INTEREST 186.726 172.318 -100.0% 1172.3181 -58.3% .97.3% 1179,3181 17,WOI 184.318 12.000 178.749 10,021 LAW ENFORCEMENT BLOCK GRANT FEDERAL GRANT 0.0% 95.923 95.923 98.923 10.000 3.035.900 3,045.900 250.0W 88,708 3,352 92,060 5.003 0 5,OW INTERESl TOTAL 1876.5% -40.0% 93.923 12.MX)I HOUSING - SECTION 6 INTEREST FEDERAL GRANT OTHER TOTAL 2.691.549 10.733 2,750,000 7.m 42.9% 10.4% 3.m 285.900 -1W.O% 15.9351 10.2% 282.965 2.782.935 5.935 2.741.611 39.329 HOUSING TRUST FUND INTEREST -27.5% 195.WOI 0.0% 0 1,250.m 345.000 1.805.WO lo.m 2,665,456 381,075 3,052.839 8.326 INCLUSIONARV HOUSING FEES OTHER TOTAL 1.25O.OW 0 1,500,000 -100.0% -5.5% ll0,mI 1105.WOI AUDIO-VISUAL INSURANCE INTEREST INSURANCE FEES TOTAL 360 500 .9.8% 0.0% 0 16.0001 -9.9% 18.mI i 81,OW 81.6W 56,099 85.456 LIBRARY ENDOWMENT FUND INTEREST 23.9% 2.5W 2.361 10.5W 13.000 u 13,OW DONATIONS TOTAL -100.0% 1157.5w1 -92.3% 1155.WOI 1oo.m 157.5W 102.361 186.W __ A CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED AS % ESTIMATE0 REVENUE OF FY 99-00 1999-00 TO REVENUE DIFFERENCE REVENUE SOURCE 1998-99 1999.00 ,PROJECTEO 2000-01 2W-01 LIBRARY GIFTSIBEOUESTS GIFTSIBEOUESTS INTEREST TOTAL -58.9% 153.0WI 37.000 40.000 45,800 454,700 3,552 4.644 1,082 90.000 3.0W 93.W -57.0% 0.0% 153.WI 0 TREE MAINTENANCE - INTEREST 0.7% 2.6% l.W 300 0.0% 0 39.m 45.500 454.700 32,943 45.535 461.505 70.m 611.164 MISC. REIMBURSEMENTS TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL 17.1% 12.m 2.2% 13.300 509,200 70.W MEDIAN MAINTENANCE INTEREST 0.0% 4.0% 16,200 0 1.2% 500 3.7% 15.700 408,500 7.500 455.500 41,500 390.325 8,290 441.544 44,929 MEDIAN MAINTENANCE FEES OTHER TOTAL 422.700 STREET LIGHTING INTEREST INTERDEPARTMENTAL OTHER STREET LIGHTING FEES TOTAL 48,602 53,500 583.939 50.W 53,500 504.300 I 35,500 I 65.m 617.300 -28.0% 8.3% 2.2% -14.1% 115.WOI 5.000 13.000 110.3001 -0.9% 17,3001 - 790.800 73.000 771.943 85.902 - BUENA VISTA CREEK CHNL MAINT INTEREST 2.5% 1 .wo 0.0% 2.6% 1.m 0 39,000 39.m 29 39.029 29.701 99.520 129.221 BUENA VISTA FEES TOTAL STATE GRANTS ICLSAI INTEREST GRANTS TOTAL 3.191 3.700 I 3.000 I .18.9% 17001 111.820) 112,3201 -7.7% -7.9% H 143.000 151.520 155,320 205,891 210.082 STATE GRANTS IPLFI INTEREST -7.4% 14001 134,280 5,400 139,680 86.610 5.140 91,750 GRANTS TOTAL -3.2% 14.2801 -3.4% 14.6801 CITY OF CARLSBAD REVENUE ESTIMATES OPERATING FUNDS ACTUAL REVENUE PROJECTED ESTIMATED REVENUE AS % REVENUE DIFFERENCE OF FV 99-00 1999-WTO REVENUESOURCE 1998~99 1999-00 PROJECTED 2ow-01 2000-01 ARTS SPECIAL EVENTS INTEREST TOTAL DONATIONS SENIOR NUTRITION GRANTS 1,943 27,971 .20.0% 13.0% 29,914 25.500 9.8% 15001 3.000 2.500 111.255 11 5.W 110,000 -4.4% 15.W1 DONATIONS TOTAL SENIOR DONATIONS r INTEREST DONATIONS TOTAL CDBG ENTITLEMENTIREHAB INTEREST OTHER GRANT REVENUE TOTAL ARTS GENERALIGALLERV DONATIONS INTEREST DONATIONS TOTAL CARLSBAD COMMUNITY CONTRIBTIONS INTEREST OPTRANSFER IN TOTAL 5.764 6.W I 0.0% 0 65.849 120.W 72.533 126.W 1oo.ow 108.000 -16.7% 120.0001 -15.9% 120,WOl I I 52.913 0 15.W 63,000 0 0 -100.0% -100.0% 183.W) 115,WOI 671.224 825.W 724.137 703,WO 717.504 717.504 14.8% 92.504 2.1% 14.504 1.990 3.500 1.5% 500 34.000 30,750 33.500 30,000 28,780 30.000 14.3% 500 4.000 0 0.0% 22.894 S2.W 7.7% 4.W 56.000 760,000 782.894 52.2, 7.7% 0.0% 55.000 0 4.W TOTAL SPECIAL REVENUE FUNDS 10,499,893 10.366.282 9.0% 928.774 11.295.058 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES REVENUE ACTUAL PROJECTEO ESTIMATED REVENUE AS % REVENUE OF FY 93-00 DIFFERENCE 1999-00 TO ENTERPRISE FUNDS REVENUESOURCE 1998-99 1999-00 PROJECTED zm-01 2000-01 WATER OPERATIONS WATER SALES READYTOSERVECHARGES PROPERTY TAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST ENGINEERING 8 PLAN CHECK FEES SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST TOTAL OTHER SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES INTEREST OTHER TOTAL SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES 1A89391 NON-JURISDICTIONAL FEES OTHER TOTAL GOLF COURSE TRANSFER FROM GENERAL FUND TOTAL OTHER 11,895,080 3.147.849 0 123.252 92,435 215,913 581.397 234,423 237.042 165.389 16,907,104 114.323 805.194 72,957 231.525 39.856 1,154,711 4,179 5.464.412 s.009 453.510 71,325 6,087.752 82.505 212,652 91.985 378,070 395 663.103 1,680.030 116.915 1.795.915 10.550.oW 3.300.m 0 124.030 90.000 375.000 208.000 250.030 225.000 200.m 15.732.W 110.030 ~ 11.200.000 3,339,030 875.000 124,000 93.000 3.2% 1.2% 0.0% 0.0% 3.3% 209.000 0.5% -55.8% 235.030 -5.0% 241.030 7.1% 248,000 24.0% .1.8% 7.0% 900.000 100.030 150.030 49.500 1.030.000 105.400 11.1% 5.4% 175,000 15.7% 49.300 -0.4% 350.003 39,030 875.m 3.m D l.m I213.oWI 115.0001 48.000 15.030 1.102.000 12.0001 100,000 5.400 25.W 12001 0 0.0% D 1,199,500 1.329.700 10.9% 130.200 4.934.m 2.6% 127.WO 0.0% 0 27.3% 15,000 -24.2% 154.5001 15.W 15.000 0.0% 0 5.235.030 5.322.500 1.7% 87.500 55.m 225.030 70.000 170.500 ~ 147.000 211.030 353.400 21 1,000 150,000 2.0% 3.000 0 353.030 -0.1 % 14001 763.900 52.500 -48.5% 125.5001 -3.0% 122,9001 TOTAL ENTERPRISE FUNDS 26.629.595 1,298,800 v- "" i CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE OF FY 99-00 AS % DIFFERENCE 1999.00 TO REVENUESOURCE 1998-99 1999-00 I 2000-01 PROJECTED INTERNAL SERVICE FUNDS 2000-01 WORKERS COMP SELF-INSURANCE INTEREST 99.777 115.rnI INTERDEPARTMENTAL 504.112 536.W 535,000 0.0% 0 OTHER TOTAL LIABILITY SELF-INSURANCE = INTEREST 33.493 551.W YI 537.382 635.000 -2.3% 115.mI 20.000 0.0% 0 147,909 l55.wO 150.000 -9.1% II5,WOl INTERDEPARTMENTAL 591.327 737.400 I 737.400 I 0.0% 0 OTHER TOTAL HEALTH INSURANCE INTEREST 9.755 0.0% 0 849.001 667,400 -1.7% 115.mI 7.779 20.m 10.000 -50.0% llO.Wo1 INTERDEPARTMENTAL 2,177,376 2.054.000 504.281 398.W 2.057,oW 0.6% 13.000 REIMBURSEMENTS 0.0% 0 TOTAL 2,769,436 2,472,000 0.1% 3.m VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,677,242 I.600.000 1.518.655 -5.1% 181.3451 INTEREST 5.347 17.020 I 15.000 I -1 1.8% I2.OwI OTHER TOTAL 1.379 1.702.000 85.000 -100.0% 185.wOI 1.556.988 -9.9% 1158.3451 VEHICLE REPLACEMENT INTERDEPARTMENTAL 1.075.573 1.142.700 INTEREST 209.646 185." OTHER TOTAL 1,404,420 119,201 1.327.700 0 INFORMATION SYSTEMS INTEREST INTERDEPARTMENTAL 1,564.400 52.301 2.402.W 75.m 1,347,522 150.000 17.9% -18.9% 0.0% 204.922 135.wOl 12.8% 159.922 0 50.000 3,205,662 -33.3% 33.5% 803.662 125.wOl OTHER TOTAL 2.105 2.477.000 0.0% 0 1,518,807 31.4% 778.652 TOTAL INTERNAL SERVICE FUNDS 8.986.014 9.532.100 7.9% 753,239 10,265,339 CITY OF CARLSBAO OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUE REVENUE REVENUE OF FY 99-00 1998-00 TO I ,. REVENUESOURCE 1998-99 1999-00 PROJECTEO 2000-01 2ow-01 REDEVELOPMENT FUNDS OPERATIONS RENTAL INCOME 85.485 137,000 138.000 I 0.7% l.W AOMINISTRATIVE FEES 79.287 0.0% 0. 2,819 INTEREST -42.3% 15.5001 OTHER 9.465 2.5W 0.0% 0 TOTAL 157,058 194,500 190.000 -2.3% 14,5001 " TAX INCREMENT INTEREST 1.246.185 43.332 1.274.000 1,370,000 43.000 7.5% I 40.000 I -7.0% 96.000 13.WI OPERATING TRANSFER IN 0 502.949 -lw.o% 1502.9491 1.919.949 TOTAL 1.289.517 .22.5% 1409.9491 LOW AN0 MOD INCOME HSNG TAX INCREMENT 311,482 318,500 25,553 112.000 342,500 7.5% 24.000 INTEREST -77.7% 187.0001 OTHER 178 200 150.0% 300 TOTAL 337,193 430.700 -14.5% 162,7001 TOTALREDEVELOPMENTFUNDS 1.783.755 2,445.149 -19.5% 1477.1491 1,966,000 TOTAL OPERATING $111,222.343 $115,276,931 $122,633,595 6.4% $ 7,356.664 CITY OF CARLSBAD OPEFIATING FUNDS BUDGET EXPENDITURE SCHEDULE 1997-98 1998-99 DEPARTMENT ACTUALS ACTUALS GENERAL FUND POLICY AND LEADERSHIP GROUP CITY COUNCIL 187.919 211.820 CITY MANAGER 829.595 1.218.243 PUBLIC INFORMATION 0 0 CITY CLERK 295.918 399.430 CITY ATTORNEY 604,001 641,114 CITY TREASURER 100,884 107,181 TOTAL POLICYILEADERSHIP GROUP 2.018.371 2.588.448 ADMINISTRATIVE SERVICES ADMINISTRATION 0 0 FINANCE 1,089,738 1.235.781 PURCHASING 414.585 464.256 HUMAN RESOURCES 1,159,301 997.834 RECORDS MANAGEMENT 0 0 TOTAL GENERAL GOVERNMENT 2,550,901 2.697.511 PUBLIC SAFETY POLICE 10.430.622 11,129,212 TOTAL PUBLIC SAFETY FIRE 18,027,624 1.597.002 21.813.003 9,584,791 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN 510.016 512.388 GEOGRAPHIC INFORMATION 142.738 154,853 ECONOMIC DEVELOPMENT 99.820 123,083 PLANNING 2,215,355 2.191.903 BUILDING 1,287,581 TOTAL COMMUNITY DEVELOPMENT 4.235.510 1,817,352 4.599.577 COMMUNITY SERVICES LIBRARY 2.769.286 CULTURAL ARTS PROGRAM 277,983 3.347.11 1 364,499 SISTER CITY PROGRAM 6.181 4.321 PARK PLANNINGIRECREATION MGT 546.912 455.152 RECREATION 2,015,417 2.402.185 SENIOR PROGRAMS 258.196 272.917 TOTAL COMMUNITY SERVICES 5,943,915 6,847,451 ESTIMATED 1999-00 EXPENDITURES 1,017,406 225,WO .o 245.502 108.831 112.594 2.309.339 1,370,099 300.988 1.367.030 470,489 1.539.240 5.047.846 12,998,692 8,939,990 21,936,572 564.741 308.846 2.531.166 177,930 1.823.938 5,404,621 4.885351 514.144 313.970 8.855 2,551.532 330,285 8,664,137 1999.00 BUDGET 241.930 1.085.676 0 245.502 734.840 136.140 2.444.088 1.580.927 319.511 542.500 1.515.438 1.719.035 5.811.477 13,138,217 8.939.880 22.018.097 564.141 346.948 2.612.150 179.800 1.823.939 5.521.371 5.032.910 578.356 602.068 9.070 2.780.329 391.106 9.393.849 - 2000-01 BUDGET - 248.120 951,012 117.173 120.545 139.080 147.548 2,383,588 - - - 551.850 1.480.086 548.129 1.547.902 4,877,057 549.090 - - - 13,846,983 22,818.919 8,971,956 - - - 456.970 288,526 2.404.424 198,510 1.803.910 5,150,400 - - - 6,218.782 585.885 660.408 9.155 2,895,518 409.871 10.176.609 - - - %INCR IDECI 99-00 BUD OD01 BUD TO -12.4% 2.6% NA -43.3% -1.9% 8.4% -2.5% 72.7% -5.2% 1.0% -13.0% -87.2% 20.4% 5.4% 0.4% 3.4% -19.1% -23.2% 10.6% -8.0% -1.1% -1.2% 23.5% 0.9% 1.3% 4.1% 9.1% 14.1% 4.5% CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999.00 1997-98 1998-98 ESTIMATED 1999-00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS PUBLtC WORKS AOMIN 86.279 892.420 ENGINEERING 4,114,293 4,014,459 891,800 891.880 4.554.300 5.109.951 PARK MAINTENANCE 1,854,781 2,018,123 STREET MAINTENANCE 2.404.500 2,888.402 1,680,395 2.054.382 2.150.300 2,441,818 FACILITIES MAINTENANCE 1,303.571 1.404.510 1,853,831 1,857,184 Major Facility Maintenance ITransferl 200.000 200.000 200,000 200.000 TRAFFIC SIGNAL MAlNT TOTAL PUBLIC WORKS 414,197 9,754,096 319.262 10,183,158 428.000 12,062,531 13.482.498 483.643 " NON-DEPARTMENTAL COMMUNITY PROMOTION ICCVBI 258.487 325,356 520.824 520.824 BEACH PARKING COMMUNITY CONTRIBUTIONS HIRING CENTER now GROVE PAYMENT PROPERTY TAX ADMIN FEE DUES & SUBSCRIPTIONS MlSC I TRANSFERS OUT ASSESSMENT SERVICES INFRASTRUCTURE MAINT TRANS GOLF COURSE TRANSFER TRANSFER TO CIP MlSC EXPENSE TOTAL NON-DEPARTMENTAL SUBTOTAL GENERAL FUND CONTINGENCIES TOTAL GENERAL FUND 38.100 27.000 38.000 36,000 75.774 15,000 20.000 828.521 8o.m 800.000 800.000 800,000 80.070 177,909 13.572 205.351 215.411 28.652 30.000 215,500 50.000 331,952 22.893 75.500 852.848 652.949 0 15,349 25.000 51.225 0 2,000.000 2.000.000 490.000 0 1.880.000 800.000 7.000.000 1.000.000 800.000 20,246 12.045.484 12.096.868 70.300 70.300 225.000 770.000 78.821 0 2,480,454 4.01 1,489 7.480 45,133,780 53,100,785 87,490,530 10,880,254 0 0 0 2.454.243 45.133.780 53.100.795 87.490.530 13,334,497 7" 2000-01 BUDGET - 4,202,890 445.585 2.588.384 2,233,131 1.880.812 200.000 11387.574 438.186 - - 380.000 38.000 0 85.848 800.000 240,000 58,800 0 58,800 3.000.000 800.000 4.300.000 0 9.537.249 - - 57.291.390 - 4.300.000 - 11,591.390 - %INCR IOECI 99-00 BUD 00-01 BUD TO -35.4% -17.8% .3.7% -8.5% 1.3% 0.0% -11.6% -11.1% - -30.9% -100.0% 0.0% 0.0% 7.2% 11.4% 13.2% -100.0% 50.0% 14.8% 0.0% 48.8% -100.0% -21.2% -5.1% 75.2% - .2.4% CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999.M) 1997-98 1999-99 ESTIMATED 1999-00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE COPS FUNO LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 9 HOUSING TRUST AUOlO VISUAL INSURANCE LIBRARY ENDOWMENT FUNO TREE MAINTENANCE LIBRARY GIFTSdEOUE9TS MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAl STATE GRANTS IPLFL ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS COBG ENTITLEMENTIREHAB CARLSBAO COMMUNITY CONT. ARTS GENIGALLERY DONATIONS TOTAL SPECIAL REVENUE FUNDS 519.301 65.051 157.455 185.593 46.534 94.105 2,898,750 143,602 2.878.612 153,029 114.172 0 67.647 0 36,471 9.999 508.759 356,719 401.202 510.938 674.175 681.124 7.046 7.048 189.831 160.135 32.052 17.443 215,150 47.486 81.954 730,104 0 37.593 16.929 209.436 751,225 0 ENTERPRISE FUNDS 870 800 6.039.884 WATER OPERATIONS 13.729.352 RECYCLED WATER OPERATIONS 1.174.301 SANITATION OPERATIONS SOLI0 WASTE MANAGEMENT 3.609.819 110.482 GOLF COURSE 215.836 TOTAL ENTERPRISE FUNDS 18,939,590 INTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE 871.457 RISK MANAGEMENT 668.422 HEALTH INSURANCE VEHICLE MAINTENANCE 2.285.740 1,359,629 VEHICLE REPLACEMENT 759.51 1 INFORMATION SYSTEM9 1,271,269 18,550,312 4.405.784 1.363.172 213.854 129,594 21.661.696 754.896 669.645 2.835.981 1.473.342 1.652.892 827.869 TOTAL INTERNAL SERVICE FUNOS 8,916,026 9,014,594 185,000 259.540 125,000 152,227 120.000 142.427 2,770,000 1,274.939 3,000,645 1,274,959 45.000 8,000 57.068 10.000 38.000 74.823 463,304 398,991 449.944 559,954 701.615 740.586 154.150 9.266 9.288 212,744 154.151 26.875 212.744 194,805 29.182 100,496 195.608 128.899 700.000 33.050 1,048,519 40.000 7.554.135 16,000 9,575,873 41.555 18.100.000 16,194,226 1,335,000 5.200.000 1,506,295 205.000 5,234,234 350.000 225.343 370.000 23,190,000 23,550,088 903.844 930.340 805.113 1,259,893 2.458.0W 2.594.491 1,239,208 1.218.wo 1,570,985 2,736,328 2,100,709 3,083,399 9.158.288 11.529.496 2000-01 BUDGET - 22,600 178.980 0 3,141,395 238.875 50,000 60,000 10.000 569,139 527.039 757.524 292.888 169.000 159.000 195.934 26.915 717.504 100.000 60,000 0 7,293.751 - - - 16.717.953 6.080.238 1.809.004 187.918 380.WO 24.952.1 13 - - - 921.347 1.203.842 2.551.301 1,534,605 1,519,523 3.563.727 11.293.345 - - - %INCR IDECl 99-00 BUD 00-01 BUO TO -91.3% 18.2% -100.0% -81.3% 4.7% -12.4% 0.0% .19.8% 5.2% 17.4% 3060.7% 2.3% 9.0% -25.3% .7.8% -21.1% 0.2% -31.4% 50.0% -100.0% -15.0% 3.2% 16.2% 6.6% -25.5% 2.7% 6.0% -1 .O% -4.4% -1.3% -2.3% -27.7% 15.8% -2.0% CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE %INCA IDECl 1999.00 99-00 BUD 1997-99 199 -99 ESTIMATED 1999-00 TO 2000-01 DEPARTMENT ACTUALS ACT LS EXPENDITURES BUDGET 00-01 BUD BUDGET REDEVELOPMENT OPERATIONS DEBT SERVICE 381.946 435.407 435.407 I 440,981 1 1.3% 1.679.491 2.030.923 2.030.923 1.082,MH) 46.7% LOW AND MOD INCOME HSNG 65.185 1.122.795 .92.9% 4.189.125 1.722.795 4,169,125 TOTAL REDEVELOPMENT 2,126,522 -80.1% I TOTAL OPERATING FUNDS 79,531,941 105.3 7.185 111,582,078 121,159,079 116.775.515 -3.6% EXHIBIT B 2000-2001 CAPITAL IMPROVEMENT PROGRAM INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document which incorporates the current budget for capital projects with future planned revenues and expenditures. This year’s CIP reflects the continued commitment to constructing the necessary facilities, in response to the current and anticipated development activity occurring throughout the City. Projects are continuously evaluated and prioritized to ensure the City’s resources for facilities are allocated based on a well thought-out plan. The 2000-2001 Capital Improvement Program totals $51.5 million, with projected revenues totaling $47.2 million. Although development remains strong during this current fiscal year, we expect to see numbers declining over the next several years. Along with development, there comes a corresponding demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds the need, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan requires a standard level of facilities is available to meet the new demands, or development cannot proceed. A discussion of the City’s Growth Management Plan is located at the end of this report. The CIP is also a tool available to Council and staff, to weigh resource availability with the demand for facilities. This report and the accompanying CIP documents and schedules reflect these actions. GROWTH PROJECTIONS Several assumptions about the rate and type of growth were made in order to project the revenues that result from development. Growth assumptions were made and continue to change in correlation with the economic climate. Residential and non-residential development information was compiled by the Planning, Building and Engineering Departments: the Finance Department overlaid the economic forecast. Every year, City staff evaluates all existing developments and compare the projects to the buildout capacities of the City using adopted general plans. Existing building activity and estimates of how remaining net developable land might develop were used to prepare future growth projections. The following table shows the number of residential units used in calculating estimated revenues for 2000-2001 and subsequent years to buildout. Staff expects that approximately 12,710 units will be built from this point forward. Non-residential construction estimates are shown in projected square feet. 34 2000-2001 CIP Growth Assumptions Residential Non-Residential I Year Units Square Feet 1999-2000 current 1,500+ 1,134,771 2000-2001 1,065 509,010 2001 -2002 1,104 478,130 2002-2003 937 337,158 2003-2004 799 469,963 2004-2005 834 693,864 Years 6-10 3,184 4,411,086 Years 11 -2020 4,787 5,982,054 Total Future 12,710 12,881,265 - Residential development for 1999-2000 was projected at 1,250 building permits. Recent estimates anticipate over 1,500 units by the end of the current fiscal year. Construction of residential units is expected to decrease to about 950 units per year for the next five years. Residential Units Trend 1985 to 2005 3000 I Non-residential development is also expected to decline significantly following the completion of several major projects in the Carlsbad Ranch area. Anticipated non-residential projects planned in the next few years include several commercialhetail developments located in or near the areas where most of the residential development has occurred over the past several years. REVENUES Revenues for Capital Projects from now until buildout total $428.3 millionand may be segregated into four major categories: 1) fees generated by development in Carlsbad, 2) special district fees and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3) Water and Sewer replacement reserves, and 4) other sources including grants, bond issues, and contributions from other agencies. Approximately 47.9% of all capital revenue is received as a result of development, and is dependent upon assumptions made about the City's annual growth in dwelling units and commerciallindustrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln- Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Existing and proposed Community Facilities District and Bridge and Thoroughfare Benefit District revenues comprise 22.4% of the total. Water and Sewer the remaining 19.7% are related to Federal & State grants, license tax on new construction, the replacement revenues generated by user fees equal approximately 10% of total revenues, and County sales tax program (Transnet), and contributions from other agencies. Funding Sources 2000-2001 to Buildout Total Revenue = $428.3 million 19.7% Other Development 47.9% Waterisewer Replacement 10.0% Special Districts 22.4% Calculation of Future Fees The revenue projections of the Capital Improvement Program reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of multi-family and single-family residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of residential development for each Local Facilities Management Zone. The building permit valuation used for computing Public Facilities Fees is $89,500 per multi- family dwelling unit, and $175,000 per single-family dwelling unit. A building permit valuation of $38 per square foot of construction is used to calculate non-residential Public Facilities Fees. In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average daily trips was computed for each type of development use. A multi-family residential dwelling unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each residential trip is valued at the current TIF of $87. The trips-per-day value for commercial and industrial buildings are averaged at 32 trips per 1,000 square feet of development, althoughthe actual volume of trips generated by commerciallindustrial building can vary widely depending on the ultimate land use. The value assigned to each commerciallindustrial trip is $35, the current TIF. The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF revenues, since some projects previously funded from these sources are now funded through this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place to enable development to proceed within this proposed district. There are two existing and two proposed Bridge and Thoroughfare Fee Districts included in this year's CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was formed to fund portions of Cannon Road from Interstate 5t0 El Camino Real. BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon Road extensions east of El Camino Real, and BTD No. 5 is being considered for the funding of Melrose Drive and Faraday Avenue extensions. CAPITAL PROJECTS project construction is reliant upon the availability of capital and operating funds in addition to established Growth Management requirements for facilities. Wherever project-scheduling changes were proposed, projects were evaluated and prioritized, using compliance with the Growth Management Plan as the most important factor. One of the City Council goals is to "integrate a comprehensive efficient transportation system with quality of life-centered land use decisions". In conjunction with this goal, and as a result of the prioritization and ranking process, street construction projects continue to receive the highest priority, with the primary focus on improving traffic flow in the industrial corridor of the City. CAPITAL PROJECTS 2000-2001 TO BUILDOUT The CIP for 2000-2001 to buildout outlines approximately 180 future projects at a total cost of $422 million. CIP Expenditures by Category 2000-2001 to Buildout Total Expenditures = $422 million Parks Other 17.1% 6.8% Drainage 5.3% Civic 15.6% Streets 31.7% Water 8.4% Sewer 15.1% The largest expenditure category is for street and traffic signal construction projects, which total $133.9 million, or 31.7%. Included is the construction of several major roadways which will add east-west connections and improve the flow of regional traffic as well as local traffic throughout the City. Several of these roads will provide additional routes to the neighboring cities of Oceanside, Vista and San Marcos. The following is a list of major street projects in the 2000-2001 to Buildout CIP: Faraday Avenue to Cannon Road 0 Faraday Avenue and Melrose Drive Extensions east of El Camino Real Poinsettia Lane to El Camino Real Poinsettia Lane east of El Camino Real Cannon Road to El Camino Real Cannon Road and College Boulevard East of El Camino Real Rancho Santa Fe Road to San Marcos and Encinitas The second largest expenditure category is for park projects, which total $72.5 million, or 17.1%. Park projects include acquisition and/or development of acreage within all quadrants of Carlsbad. Future park projects include: Northwest Quadrant Northeast Quadrant Park Development Park Development Community Center Larwin Park Development Cannon Lake Park Development Hosp Grove-Buena Vista Lagoon Recreational Improvements Southwest Quadrant Southeast Quadrant Poinsettia Park Phase II Alga Norte Park Zone 19 Park Development Alga Norte Pool Zone 19 Park Community Center Leo Carrillo Park Development In addition, a business park recreational facility in the industrial area is planned, as well as the Carlsbad Municipal Golf Course. The cost estimates for several of the park projects were increased based on an analysis of recent park construction and land acquisition costs. As a result, projected revenues from the existing park fee programs will not be sufficient build several of the planned parks at the current standards. Thus, staff will be evaluating the fee programs for possible revisions, and may also need to consider other revenue sources or changes in project scope so that project costs match available funding. The third largest level of expenditures at $65.8 million, or 15.6% of the total planned capital expenditures, is construction and maintenance of City facilities such as libraries, administrative facilities and police and fire facilities. The interior of the Cole Library underwent renovation during the current fiscal year, and re- opened on April 15Ih. Next fiscal year, exterior improvements to the Cole library will be made. The Capital Improvement Program includes funds to reconstruct and expand this facility in future years. The Public Works Center is currently under design, and construction is expected to begin in the following fiscal year (2001-2002). A new City Hall is planned for construction in the future; the timing and location have not been determined. Sewer projects total almost $64.0 million, and include the construction of the South Agua Hedionda interceptor, the VistalCarlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina 38 Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The largest of these projects is the Vista/Carlsbad interceptor; construction will occur along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way, and is expected to span over several years. Water projects total about $35.4 million (8.4%) and include reservoir construction and improvements and recycled and potable pipelines. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane, El Fuerte, and along El Camino Real. Specific timing and cost estimates for all capital projects are identified in the Current and Future (2000-2001 to Buildout) Projects schedule following the narrative. CAPITAL PROJECTS -THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below. 0 Public Works Center - Design of a new Public Works Center is underway, and construction is expected to occur during 2001-2002. This facility will be located next to the Safety Center and will include a warehouse, general offices, and yard facilities for the Public Works Departments. currently being processed for the City’s 250 acre golf course located in the industrial corridor directly south of the future Lvgw , . , Veterans Memorial Park. Once approved, development of the golf ’ ” course will proceed. A financing plan for the golf course is being developed, and will be incorporated into the Capital lmprovement Program at a later date. 0 Carlsbad Municipal Golf Course - Environmental permits are e/ e Redevelopment Proiects - Enhancements to the Village Redevelopment Area include a facade lmprovement and Signage Program that will offer grants to business and/or property owners to make exterior improvements to existing buildings and update signage for the buildinglbusiness. Another redevelopment program is the Village Parking Program, which includes acquisition of land for future public parking, and improvements to existing parking lots. 0 Streets - Several large street construction projects are planned for the next 5 years as shown on the following map. The extensions ofcannon Road and Poinsettia Lane to El Camino Real and Faraday Avenue to Cannon Road are all located west of El Camino Real and are being constructed primarily as a result of residential developments in those areas. College Boulevard and Cannon Road extensions to the east and north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El Camino Real and will alleviate traffic on Palomar Airport Road. The widening and realignment of Rancho Santa Fe will improve regional and local traffic flow generated in the southern part of the City. Proposed Major Road Projects - NEW ROAD M RAILROAD PROJECT Leo Carrillo Park - Phase II of Leo Carrillo Park involves continued development and restoration, which may include park infrastructure (sewer and water lines), building rehabilitation, paved access and parking, restroom facilities and walkways. Completion of this phase will allow for public use of the park, and is required to meet the growing demands of the area. The general theme forthis park will be passive in nature with the option for interpretive programming. e Zone 19 Park - Construction is expected to begin in approximately two years on this 24-acre site located in the southwest quadrant north of Poinsettia Lane and west of El Camino Real. This park may include ball fields, soccer/football fields, basketball and tennis courts, tot lots, and picnic areas. 0 AlQa Norte Park - This park will include the development of 30 acres in the Southeast Quadrant with amenities such as ball fields, soccer fields, tennis courts, picnic areas, tot lots, restrooms and parking facilities. The purchase of the land may occur next fiscal year, with design and construction in the years to follow. Poinsettia Park Phase II - Within the next five years, development of the final phase of Poinsettia Park is scheduled. Amenities may include a community center/gymnasium, an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking. Drainane Facilities - Construction of the South Carlsbad Village Storm Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the northern San Diego railroad right-of-way will control flooding and standing water along its route. Major drainage facilities, which coincide with the construction of two major roadway projects, College Blvd./Cannon Road and Faraday AvenuelMelrose Drive extensions, are planned within the next five years. VistaEarlsbad Interceptor- The VistaEarlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way. This project is required to handle buildout flows and replace deteriorated pipeline, and is funded in part by the City of Vista. Waterlines - Several major water lines are scheduled for construction within the next five years: o along El Camino Real from Palomar Airport Road south o along El Fuerte from Alga Road to Poinsettia Lane o along Poinsettia Lane from El Camino Real to the “D Reservoir o along College Boulevard from Maerkle Reservoir to Agua Hedionda Creek SUMMARY The proposed 2000-2001 to Buildout CIP is being driven by the continued pace of development and the need to insure that facilities are available to service the developing areas as well as the current residents. Progress is being made to construct major traffic circulation projects in response to current and future development. Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times exceed Growth Management standards. Practices such as phasing projects over a period of years to match funding availability as well as maximizing the use of available resources, have been implemented in order to meet the needs of Growth Management. The 2000-2001 to Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff to continue providing its residents with a better quality of life. GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to manage development within the City by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. The Growth Management Plan adopted has established precise standards for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Wastewater Treatment - Circulation - Fire -Water Distribution - Schools - Library - Parks - Drainage - Open Space - Sewer Collection The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Plan impacts both the Operating Budget and the Capital Improvement Program. The detailed level of planning required by Growth Management has allowed Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is governed by the rate of development and the 11 performance standards. New public facilities often require additional staffing and other resources, which affects the Operating Budget. Facilities such as community centers, parks, and fire stations have been constructed and opened to the public under this program. The Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the 2000-2001 CIP, compliance with the Growth Management Plan is assured. CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January 1, 1989, the effective date of the law. AB 1600 contains four general requirements: 1. A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600. 2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds not only from the General fund, but also each classification of fee as well. 3. Fees collected by a city or county must be spent or committed to a project withina five-year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's Capital expenditure program from the current year to projected buildout of the City. The expenditure plan is updated annually as part of the City's budget process. 4. Refunds must be made only if the City cannot make the required findings. At this time, no refunds are due because the City's Capital Improvement Program commits all AB 1600 fees to projects to be constructed both in the current year and in the future. CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BAUNCES FOR FY 1999-2000 JULY 1.1999 ESTIMATED ESTIMATED JUNE 30,2000 UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED GENERAL CAPITAL CONST. FUND BALANCE REVENUES EXPENDITURES LOANS 8 OTHER BALANCE 3.801.665 8,729,213 2,893,672 (1,810,826) 7,826,380 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13.16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNETlHlGHWAY TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTDn POINS. LN-AVIARA PW BTM CANNON ROAD WEST ’ BTW COLLEGEKANNON * BTDx5 FARADAYIMELROSE CFDYl CFDW SDG8E FEDERAL GRANTS SEWER BENEFIT AREA (CDE-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 2.926.559 267,408 29,239,513 112,730 2,771.479 980.407 2,345,063 1,006,857 4,325,516 8,922.114 1,329,564 0 1,338,349 294.148 586,724 11 8.548 3.385600 2,394,049 2,515,002 0 29,701,665 0 16,542,626 6,838 6,202.931 0 23,046.361 3,430,997 14,039,956 3335.664 17,910,023 7395.549 2,234,836 5.104.467 87,499 6,355,387 304.479 288,043 280,134 293,268 210,009 1,434,171 1.656.964 598,562 38.122 5 7,496 2,216,462 173,777 0 2,298.907 86.047 999 790.854 7,844,334 593.182 163.526 1,073,212 0 4,098,319 563,217 2.378.433 422,963 2,352,942 3.923.054 1,599,949 41.351 7.217 37,320 1,146,691 6,997,839 6,382 3,689,483 0 0 0 471,416 3.098.472 1,227,409 0 0 91,640 57.550 73.868 2,454,780 1,550,094 2,345,576 67,852 13,626,070 0 813,049 25,509 208,117 0 1,062,446 153,774 295,571 597,773 1,427,526 1,335,553 156.890 563.678 0 0 (141,000) 860,000 0 0 0 0 0 0 0 0 0 0 (2,197,899) 0 0 0 92,221 0 0 (158,060) 0 0 0 0 1,000,000 (940.371) (1,000,000) (159.527) (3.126.858) 1,884,408 (1,276,077) (200,000) 0 1,867,367 237.305 28,456,061 410.827 1,260,541 230,039 1.300.125 2,555,072 5.288.271 7.480.606 700,717 5 1,376,471 209,804 79,561 686,633 930.820 930.802 2,468.333 25,368 790,854 23,761,869 16,322,759 144.855 0 7.068.026 26,050,535 3.931.768 15.122.818 6,961,219 3,301,327 20,811,820 5.940.738 843,220 TOTAL OTHER 198,318,369 205,161 50.918.720 5.824 46,481,824 5.624 (7,173,989) 195,581.276 205,361 * PROPOSED DISTRICTS. CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BAIANCES FOR FY 2000-2001 JULY 1,2000 PROJECTED ESTIMATED CONTINUING PROJECTED TOTAL CIP NEW JUNE 30,2001 2000-01 1999 - 00 FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. BALANCE GENERAL CAPITAL CONST. PUBLIC ART 7,826,380 4,600,000 5,766,252 4.815.900 237.305 0 1,844,228 10.582.152 GOLF COURSE ZONE 5.13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETlLOCAL TRANSNETlHlGHWAY TRANSNETlBlKE TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW POINS. LN-AVIARA PKWY BTW CANNON ROAD WEST BTW COLLEGWCANNON BTDLS FARADAYlMELROSE CFD X1 CFD #2 FEDERAL GRANTS SDG 8 E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-DE-F) SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 28,456.061 1,867,367 410,827 230.039 1,260,541 2,555,072 1,300,125 5288.271 7,480,606 700,717 1.376.471 5 209.804 686,633 79,561 930,820 2,468,333 930,802 25.368 23,761,869 790.854 16,322,759 144.855 7,068,026 0 3,931.768 26,050,535 15.122.818 3,301,327 6.964219 20,811,820 843,220 5.940.738 3.364.020 0 199,772 62.010 55,650 289.380 2.263.913 922,331 1.900.000 0 0 0 0 544.334 0 0 1,700,000 49,600 0 0 5,104,967 0 5,883,600 0 675,796 430,600 9,840,372 1,300,000 4,107,193 150.000 2.193.000 0 1,562,100 107.930 7,608,334 706,303 34,418 150.000 10,517 219,100 0 4.557.128 6.042.551 502,006 0 1,240,000 157,486 68.069 0 787,800 826.120 22.883 15,925 2,876,987 790,854 2,260,105 135,637 1,762,021 0 3.533.558 10,835203 5,923,019 400,645 4,648.906 2,485,599 4.000.083 397,214 20,000 I 5,417,000 0 0 0 150,000 4,800,000 1,000,000 67,000 1,200,000 0 0 0 0 500,000 0 0 1.650.000 0 0 0 610.000 5,717,400 5,883,600 0 910,000 0 3,949,552 1,231.645 1,059,527 3.910.476 5,116,424 378.215 3,120,100 127,930 13,025,334 706.303 34,418 300.000 10,517 1.219.100 4.800.000 4.624.128 7,242,551 502,006 0 1,240,000 157,486 68.069 500,000 2,476,120 787.800 22,883 15,925 3,486,987 790,854 7,977,505 6,019,237 0 2,672,021 14,784,755 3,533,558 7,154,664 8,559,382 1,460,172 7,602,023 7,120,183 775,429 1,161,064 109,375 18,794,747 576,181 1,016,191 281.532 370,405 1,586,474 18.984 2,138.055 198.711 5 136.471 52,318 730,967 11,492 154,682 143,020 2,502,008 2.485 25,379.848 0 8,345,254 9.218 0 5,071,801 21,106,151 828,810 9268.154 1,991,155 2,512,030 15,402,797 382.655 67,791 OTHER TOTAL 205,361 195.581276 47.198.637 I 7,607 68880,260 51,506.839 I 120,387.099 I 122,392,815 7,607 197.754 0 0 ClN OF CARLSBAD CAPITAL FUNDS REVENUE ESTIMATES FOR 2WO-2001 ACTUAL 199697 ACTUAL 1997-98 ACTUAL 1998-99 ESTIMATED 1999-2000 ESTIMATED 2000-2001 ~~ ~~ ~ FUND ~~ REVENUES REVENUES REVENUE REVENUE REVENUE GENERAL CAPITAL CONST. 3,000,585 1,581,221 1,048,117 8,729.213 4,600,000 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNETHGMNAY TRANSNETIBIKE TRANSNETISTP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNN GRANTS BTW2 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST BTW COLLEGEICANNON BTW5 FARADAYlMELROSE CFO #I CFD #2 FEDERAL GRANTS SDG 8 E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-DE-F) SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER - RECYCLED WATER WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 79,365 18,033 4,618,487 701,492 283.688 403,682 44,222 278.736 1,101,838 1,155,361 103 520,948 237,167 189,854 2.596.708 277,695 2.289.588 269,106 26,238 0 10,676,209 0 6,085.033 421,036 0 863.504 2,823,755 253,024 2,014,974 593,808 2,266,441 2,185,341 1.471.758 127,079 289,482 18,471 8,562,805 1,203,795 207.517 69,997 326,350 701.093 4.103.007 1,691,916 3310.960 98.380 1,524 321.253 45,414 9,494,392 293,629 213.180 291,424 0 15,184,782 0 2,247,234 79,745 1,061,677 0 5,200.226 452.181 1.750325 1.073.366 3,736,617 2,506,152 1,610,623 254.554 299,443 13.358 9,802.551 251.326 178.334 346.922 93.634 505,336 2,045,988 8,248,042 1,030,781 1.256 60,903 341.082 80,458 392,844 17,402,714 508,690 732,389 0 13,675,926 0 7.881.331 63.526 955,131 0 429.837 6,020,054 7,635,353 4.182.167 2,091,983 10,683,240 1,621,261 112,219 87.499 7,217 6,355.387 304,479 288,043 280,134 293,268 210.009 1,434,171 1,656,964 598,562 5 38.122 7,496 2,216,462 173,777 0 2,298,907 86,647 999 790,854 7,844.334 593.182 163,526 1.073.212 0 4,098,319 563,217 2378,433 422.963 2,352,942 3,923.054 1,599,949 41,351 0 3,364,020 0 199,772 62.010 289.380 55,650 2.263.913 1,900,000 922,331 0 0 0 0 0 544.334 1,700,000 0 49.600 0 5,104,967 0 5,883.600 0 0 675.796 9,840,372 430,600 1,300,000 150,000 4,107,193 2,193,000 1,562,100 0 TOTAL CAPITAL FUNDS OTHER 49.227.405 1,352,547 70,456,647 2,471,355 99,162,796 426.600 50,918.720 5,824 0 47.198.637 NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS. CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1997-1998 TO ZWO-2001 1997-98 199e-99 1999-00 (1) FUND ACTUAL ACTUAL ESTIMATED .. GENERAL CAPITAL CONST. 1,137.693 1.822.728 4,704,498 PUBLIC ART GOLF COURSE ZONE 5,13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETlLOCAL TRANSNETlHlGHWAY TRANSNETBIKE TRANSNETlSTP TDA STATE GRANTS COUNTY GRAMS ASSESSMENT DISTRICTS BTWR POINS. LN-AVIARA PW BTDY3 CANNON ROAD WEST BTWa COLLEGEKANNON BTDY5 FARADAYlMELROSE CFD X1 CFD X2 FEDERAL GRANTS SDG 8 E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-DE-F) SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 19.705 768.416 474,493 28.638 0 0 3,449 0 1,751,812 926,582 1,732.856 0 0 74,694 13.684 35,816 9,994,978 589.053 246.276 0 5,235,076 0 670.688 79.475 0 255,507 1,395,000 98.843 608,373 115,641 2,595,405 1,937.045 540,536 343,806 60,197 1.114278 4.330.562 2.339.380 0 0 18,900 1,656.187 0 2,520,005 905,021 27.603 0 160,468 1.670.154 280.296 11,924,563 1,213,557 742.315 0 16.748.124 0 3,661,865 6.834 0 917.040 2,085,199 466,244 721,280 322,818 2.698.172 1,388,764 533~719 10,733 37,320 1.146.691 7.138.839 6.382 2.829.483 0 0 0 3.098.472 471,416 1,227,409 0 0 2,255,449 91,840 2.454.780 . 73.868 2,345,576 1.550.094 (24.369) 13.784.130 0 813.049 25,509 208,117 0 1.094.145 62,446 1,295,571 757,300 4,554,384 (548.855) 1.432.967 763,678 ~. OTHER 1,122,720 TOTAL CAPITAL FUNDS 2.588.302 32.796.260 62,935,308 5,624 53.655313 1999-2000 CONTINUING 2000-2001 NEW TOTAL CIP 2000-2001 APPROPR. APPROPR APPROPR. 5,766,252 4,815,900 10,582,152 107.930 706,303 20,000 0 7.608.334 5,417,000 34.418 10.517 0 0 150,000 219,100 1,000,000 150,000 4.557.128 0 4,800,000 6.042.551 67,000 502,006 1,200,000 0 1,240,000 0 0 157.486 0 0 68,069 0 0 787.800 500,000 826.120 1,650,000 0 15,925 0 22.883 0 2.876.987 790,854 0 2,260.105 610,000 5,717,400 135,637 5,883,600 0 0 1,762,021 910,000 10.835.203 3,949,552 0 5,923,019 1,231,646 4,648,906 400.645 3,910,476 1,059,527 2,485,599 5,116,424 397,214 4,000,083 3,120.100 378,215 3.533.558 127,930 13,025,334 706,303 34,418 300,000 10,517 1.219.100 4.800.000 4.624.128 7,242,551 502,006 0 1,240,000 157,486 88,069 500,000 2,476,120 787.800 22.883 15,925 790,854 3,486.987 7,977,505 6,019,237 0 2,672,021 14,784,755 3533.558 7,154,664 8,559,382 1,460,172 7,602,023 7.120.183 775,429 . ~~ 68.880.260 7.607 51,506,839 0 120,387,099 7,607 (1) 1999-2000 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES a ENCUMBRANCES. I I J CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT I 2000 - 2001 I BEGINNING FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,060.128 4,600,000 4.815.900 1,844,228 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13.16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNET/HIGHWAY TRANSNETIBIKE TRANSNET/STP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTD#Z POINS. LN-AVIARA PKWY BTWW CANNON ROAD WEST BTWW COLLEGECANNON BTD#5 FARADAY/MELROSE CFD #I CFD #2 SDG 8 E FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1,161,064 129,375 20,847.727 219,522 376,409 1,110,541 1,081,025 2,555,072 1,438,055 731,143 198,711 5 136,471 52,318 686,633 11,492 104,682 143,020 2,452,408 2,485 20,884,882 0 14,062,554 9.218 0 5,306,005 15,215,332 398.210 2,900,682 9,199,799 18,326,221 2,315,313 1,940,655 446,006 0 0 3,364,020 199,772 62,010 55,650 289.380 2,263,913 1,900,000 922,331 0 0 0 0 544,334 0 0 1,700,000 49,600 0 0 5,104,967 0 5,683,600 0 675,796 430,600 9,840,372 1,300,000 4,107,193 150,000 2.193.000 0 1,562,100 0 20,000 0 5,417,040 0 0 150,000 1,000,000 4.800.000 1,200,000 67.000 0 0 0 0 0 500,000 1,650,000 0 0 0 610,000 0 5,717,400 5,883600 910,000 0 3,949,552 0 1,231.645 3,910,476 1,059,527 5.1 16,424 3,120,100 378.215 0 1,161,064 109,375 18.794,747 576.181 1.016.191 281,532 370,405 1.586.474 18.984 2,138,055 198,711 5 136.471 52.318 730,967 11,492 143,020 2,502,008 154,682 2,485 25,379.848 0 8,345,254 9.218 0 5,071.801 21,106,151 828,810 9,268,154 2,512,030 1,991,155 15,402,797 382.655 67,791 TOTAL OTHER 126.701.016 197,754 47,198,637 51.506.839 197.754 122,392,815 (1) BEGINNING BALANCE ON 7/1/2004 IS NETOF CONTINUINGAPPROPRIATIONS. CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT YEAR 2 2001 - 2002 i BEGINNING FUN0 BAL 7/1/2001 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1.844.228 2,100.000 1,831,625 2,112,603 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE TRANSNETETP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTMY;! POINS. LN-AVIARA PKW? BTM CANNON ROAD WEST BTMI.5 FARADAY/MELROSE BTW COLLEGECANNON CFD #I CFD #2 FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER CONNECTION WATER - RECYCLED WATER WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1,161,064 109,375 18.794.747 576.181 1.016.191 281,532 370,405 1,586,474 18,984 2,138,055 198,711 5 136,471 52,318 730,967 11,492 143,020 2,502.008 154.682 2.485 25,379,848 0 8,345,254 9,218 0 5,071,801 21,106,151 828,810 9.268.154 2.512.030 1,991,155 15,402,797 382.655 67,791 0 0 3,445,638 100,000 1,746,251 125,570 528,675 55,650 2,000.000 922,600 905,000 0 0 0 (81,018) 0 0 688.367 1,200,000 200,680 0 4,250,000 5,053,105 0 877.653 0 1,916,941 430,600 1,300,000 150,000 2,965,229 2.236.860 1,600,000 0 20,000 0 5.808.000 0 0 0 0 0 47,000 1,200,000 905,000 0 0 0 0 0 0 0 0 0 11,310,000 0 8,686,673 0 1,131,621 0 9,959,991 100,000 486.835 159,527 4,215,202 3.694308 1.662.000 0 1,161,064 89,375 16,432385 676.181 2,762,442 407,102 899,080 74,634 2,462,075 2,938.055 198,711 5 136,471 52,318 1 1,492 649,949 843,049 143,020 2,702,688 1,202,485 19,122,953 0 3,908.581 9.218 4,817,833 0 13,063,101 1,159,410 10,081.319 1.782.451 1,981,628 13,424.455 320.655 67,791 ~~ OTHER 197,754 0 0 TOTAL .. 122,392.815 197,754 34,717,801 51,218,282 105,892,334 57 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT 3 ZOO2 - ZOO3 i BEGINNING FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,112,603 600,000 260,000 2,452,603 PUBLIC ART GOLF COURSE ZONE 5.13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNETNIGHWAY TRANSNET/BIKE TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW POINS. LN-AVIARA PKWY BTM CANNON ROAD WEST BTW COLLEGECANNON CFD X1 BTWS FARADAY/MELROSE CFD %? FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 1,161,064 89,375 16,432,385 676,181 2,762,442 407,102 899,080 74,634 2,462,075 2,938,055 198,711 5 136,471 52,318 649,949 1 1,492 843,049 143,020 2,702,688 1,202,485 19,122,953 0 3,908.581 9.218 4,817,833 0 13,063,101 1,159,410 10,081,319 1,782,451 1,981,628 13,424,455 320,655 67,791 0 0 2,907,200 327,103 71,200 215,644 499,459 55,650 736,157 1,700,000 0 0 0 0 0 0 723.300 0 10,645,000 311.847 4,377,231 0 0 0 866,683 0 4,634.143 430,600 1,300,000 150,000 2,281.597 3,159,107 1.650.000 0 20,wo 0 2,175,000 0 0 0 1,000,000 0 1,700,000 447.000 0 0 0 0 0 0 0 500,000 0 0 1 10,000 0 0 0 2,600,000 0 6,238,262 355,000 1,926,835 159,527 2,524,682 1,635,178 850,000 0 1,161,064 69,375 17,164,586 747.381 2,978,086 734,205 398,539 130,284 2,751,231 2,938,055 198,711 136,471 5 52,318 649,949 1 1,492 1,066,349 143,020 11,847.485 3,014,535 23,390,184 0 3,908,581 9,218 0 3,084.516 11,458,982 1,235,010 9,454.484 2,416.876 1,972.101 14,070,874 1,120,655 67,791 .. OTHER 197,754 TOTAL 105,892.334 37,641,920 0 0 197,754 22,501.484 121,032,770 58 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT 4 2003 - 2004 I BEGINNING FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,452,603 100,000 1,080,000 1,472,603 PUBLIC ART GOLF COURSE ZONE 5,13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNETBIKE TRANSNETETP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW2 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST BTW COLLEGEKANNON BTW5 FARADAYMELROSE CFD #I CFD #2 FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1,161,064 69,375 17,164,586 747,381 2,978.086 734,205 398.539 130.284 2,751,231 2,936,055 198.711 5 136,471 52,316 649.949 11,492 1,066,349 143,020 11,847,485 3,014,535 23,390,184 0 3,908.581 9.218 0 3.084.516 11,458.982 1,235,010 9,454.484 2,416,876 1,972,101 14,070,874 1,120,655 67,791 0 0 2,634.678 325,553 3,604 215,644 314,423 23,651 1,700,000 752,730 0 0 0 0 0 0 0 636,230 562,484 200,000 3,610,077 0 70,690 0 0 865,605 7,307,501 404,760 1,300,000 150,000 2,690,655 2,327,229 1.700.000 0 20,000 0 14,235,000 0 0 550,000 0 0 1,700,000 447,000 0 0 0 0 0 0 0 0 0 0 0 1 10,000 0 0 0 0 11.891.472 0 1,111,835 559,527 2,560.428 1,796,272 600,000 0 49,375 1,161,064 5,564,264 750.986 1,059,757 3,193,730 162,961 153,935 3,056,961 2,938.055 198,711 5 136,471 52,318 1 1,492 649.949 1.628.833 143,020 12.047.485 3,650,765 27,090,261 0 3,979,271 9,218 3,950,122 0 5,875,011 1,639,770 9,642,649 2,547,102 1,562,574 14,601,831 2,220,655 67,791 TOTAL OTHER 121,032,770 197,754 28,095,513 0 36,661,534 0 197.754 112,466,749 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAIIABLE BALANCES 2000 TO BUILDOUT 5 2004 - 2005 I BEGINNING FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1,472,603 890,854 200,000 2,163,457 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PILAREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNET/HlGHWAY TRANSNETBIKE TRANSNET/STP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTD#2 POINS. LN-AVIARA PKWf BTD#3 CANNON ROAD WEST BTD#4 COLLEGE/CANNON BTWIS FARADAY/MELROSE CFD #2 CFD #I FEDERAL GRANTS SDGBE SEWER BENEFITAREAS PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 49,375 1,161,064 5,564,264 750.986 1.059.757 3,193,730 153,935 162,961 3,056,961 2,938,055 198,711 136,471 5 52.318 11,492 649,949 1,628.833 143,020 12,047,485 3,650,765 27,090,261 0 3,979,271 9.218 3,950,122 0 6,875.011 1,639,770 9,642,649 2,547,102 1,562,574 14,601,831 2,220,655 67,791 0 0 2,881,941 42,737 325,553 215,644 240.686 23,651 1,700,000 924,853 0 0 0 0 0 0 0 425,640 151.528 15,000.000 0 4,185.722 55,239 0 0 738,073 400,000 1,664,730 1,300,000 200,000 2,453,045 2,421,249 0 1,750,000 0 0 2,664,000 0 0 0 0 0 1,829,708 1,700,000 0 0 0 0 0 0 0 0 0 0 14,790,854 1 10,000 0 0 0 0 1,034,011 0 1,186,835 100,000 159,527 0 0 0 49,375 1,161,064 5,782,204 793,723 1.385.310 3,409,374 403.648 177.587 2,152,106 2.938.055 198.711 136,471 5 52,318 1 1,492 649,949 2.054.473 143,020 12,047.485 3.802.293 31,165,982 209,146 4,034,510 9.218 4.688.195 0 2,039,770 7,525,730 9,755,814 4,900,148 1,603,047 17,023.080 3,970,655 67,791 TOTAI OTHER 112466749 197.754 38 01 1 145 0 23~774~935 126~702~958 0 197.754 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES ZOO0 TO BUILDOUT R 6-10 2006 - 2010 i BEGINNING FUND BAL 7/1/2005 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,163,457 4,100,000 1,195,000 5,068,457 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 513.16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE TRANSNET/STP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW2 POINS. LN-AVIARA PW BTW3 CANNON ROAD WEST BTW COLLEGECANNON BTW5 FARADAY/MELROSE CFD #I CFD #2 SDGBE FEDERAL GRANTS SEWER BENEFIT AREAS PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER ~ RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 49,375 1,161,064 5,782,204 793,723 1,385.310 3,409.374 403.648 177.587 2,152,106 2,938.055 198,711 136.471 5 52.318 649,949 1 1,492 2,054,473 143,020 12,047,485 3.802293 31,165.982 209,146 4,034.510 9.218 4.688.195 0 2,039,770 7,525,730 9,755,814 4,900.148 1,603,047 17,023,080 3,970,655 67,791 0 0 16,457,629 603,337 1,263,255 798.379 936.31 1 395,115 4,737,052 7,500,000 0 0 0 0 0 0 3,212.068 0 1,252,637 0 0 13,402,775 762,133 0 1,600,000 3,582,779 2,000,000 8.157.153 3,500,000 11,888,467 1,000,000 4,000,000 0 8,500,000 0 0 21,227,177 0 4.200.000 0 0 0 3,125,000 7,500,000 0 0 0 0 0 0 3.848.000 0 11,645,000 2,000,000 39,834,000 0 0 0 500,000 0 0 5,399.142 2,973,309 797.635 2,874.000 9,172,250 255,000 0 1,161,064 49,375 1,012,657 2,183689 1,397,059 472,629 1,339,959 572,702 3.764.158 2,938.055 198.711 5 136,471 52,318 1 1,492 649.949 1,418,541 143,020 3,054,930 202.485 4,734,757 209,146 4,796,643 1,600,000 9.218 7,770,973 10,283.741 4,039,770 10,282,505 1,805,412 7,616,365 18,149,080 12,215,655 67,791 OTHER 197,754 TOTAL 126,702,958 0 99,649,090 116,745,513 197,754 109,606,536 0 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT 11 to Buildout 1 FUND BAL 7/1/2011 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 5,068,457 4,310,000 2,000,000 7.378.457 BEGINNING PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13.16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRANSNETlLOCAL TRAFFIC IMPACT FEE TRANSNETIHIGHWAY TRANSNET/BIKE TRANSNETETP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW POINS. LN-AVIARA PW BTW3 CANNON ROAD WEST BTCM COLLEGECANNON BTW5 FARAOAY/MELROSE CFD #I CFD #2 FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1,161,064 49,375 1,012,657 2,183,689 1,397,059 472,629 1,339,959 572,702 3,764.158 2,938.055 198.711 136,471 5 52.318 649,949 11,492 1.418.541 143,020 3,054,930 202.485 4,734,757 209,146 4,796,643 1,600,000 9,218 7,770,973 10,283,741 4,039,770 10,282,505 1,805,412 7,616,365 18,149,080 12,215,655 67,791 2,000,000 0 16,552,207 1,303,977 1,714,630 2,790,848 2,101,020 254,599 6,907,276 800,000 0 0 0 0 0 0 7,082,220 0 1,528.177 0 0 8,931.586 546.219 0 0 10,070,260 7,003.318 10,744,761 13,070,000 2,200,000 16,189,394 4,000,000 21,700,000 0 2,737,200 0 17,355,000 2,626,000 3,840,000 2,625,000 1,410,000 2,650,000 9,917,000 800,000 0 0 0 0 0 0 0 8,272,000 3,664,000 200,000 11,515,000 0 0 0 14,465,000 0 7,036,000 5,667,642 6.488.431 2.209.480 0 0 13,325,000 0 .. 423,864 49,375 209.864 75,036 638,476 58,318 184,558 23,722 754,434 2,938,055 198,711 5 136,471 52,318 649,949 11,492 143,020 228,761 919,107 2,485 209,146 2,151,344 5,342,862 1,600,000 9,218 7,074,030 309,291 15,360,861 16,864,074 23,805,759 1,795,932 22,149,080 67,791 20.590.655 .. TOTAL OTHER 109,606,536 197,754 143,010,492 1,210,000 120,012,753 1,210,000 197,754 132,604,274 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAO ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT BEGINNING TOTAL TOTAL FUND BALANCE REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,060,128 16,700,854 11,382,525 7378.457 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNETlHlGHWAY TRANSNETBIKE TRANSNET/STP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTM POINS. LN-AVIARA PW BTM CANNON ROAD WEST BTW COLLEGE/CANNON BTW5 FARADAY/MELROSE CFD #1 CFD #2 FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONOS GAS TAX 1,181,064 129,375 20,847,727 219,522 376,409 1,110,541 1.081.025 2.555.072 1,438,055 731,143 198,711 5 136,471 52,318 686.633 11,492 143,020 104,682 2,452,408 2.485 20,884.882 0 14,062,654 9.218 0 5,306,005 15,215,332 398.210 9,199,799 2,900.682 18,325,221 2,315,313 1,940,655 446,006 2,000,000 0 48,243.314 2,324,627 3,678.797 6,502,935 3,063,533 4,918,650 15,902,999 17,300,000 905,000 0 0 0 463,316 0 14,394,079 0 12,045,000 4,130,699 15,000,000 44,865,462 5,684,281 5,883,600 14,609,907 1,600,000 14,166,820 44,285,601 23,070,000 4,000,000 43,453,090 19,459,935 38,452,100 0 2,737,200 80,000 68.881.177 2,626,000 3,840,000 6,975,000 3,960,000 7,450,000 15,879,708 15,800,000 905,000 0 0 0 0 500,000 14,270,000 0 12.C45.000 5,664,000 14,790,854 63,599,000 14,404,073 5,883.600 19,606,621 0 44,140,072 7,491,000 15,405,725 5,104,750 21,962,644 15,637,076 19,812,100 378.215 49,375 423,864 209,864 75,036 58.318 638.476 184,558 23,722 2,938.055 754.434 198.711 136,471 5 52,318 1 1,492 649,949 143,020 228.761 919,107 2.485 2,151,344 209,146 5.342.862 9.218 1,600,000 309,291 7,074,030 15,360,861 16.864.074 1,795,932 23,805.759 22,149,080 20,590,655 67,791 TOTAL OTHER 126,701,016 197,754 428,324,598 1,210,000 422,421,340 1,210,000 197,754 132,604,274 .. CITY OF CARLSBAD EXHIBIT C PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01 OVER 1999/00 2000/01 (UNDER) FINAL PRELIMINARY 1998-99 MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED lPOLlCY AND LEADERSHIP GROUP I CITY COUNCIL CITY MANAGER CITY TREASURER PUBLIC INFORMATION CITY CLERK CITY ATTORNEY ADMINISTRATIVE SERVICES I ADMINISTRATION RECORDSMANAGEMENT INFORMATION SYSTEMS FINANCE RISK MANAGEMENT PURCHASING HUMAN RESOURCES & WORKERS COMP PUBLIC SAFETY I POLICE FIRE ICOMMUNITY DEVELOPMENT I COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT COMMUNITY SERVICES 3 LIBRARY CULTURAL ARTS PARK PLANNING AND RECREATION MANAGEMENT RECREATION SENIOR PROGRAM PUBLIC WORKS 1 ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE & OPERATIONS 1 6.75 0.75 0 0 6 2 6 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 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY lssslaa 2QQQLQl 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 136.85 143.28 6.43 TOTAL LABOR FORCE 721.35 743.03 21.68 LIMITED TERM EMPLOYEES lNTERNS lssslaa 2MpLp1 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 TnTaI I IMlTFn TFRM EMPLOYEES 5 5.5 0.5 CONTINUING APPROPRIATIONS EXHIBIT D 199940 TO 2000-01 DEPARTMENTlPURPOSE LXGkrk Editing and reprint of the Carlsbad Municipal Code Legal services for Habitat Management Plan, LEGO. second Redevelopment Eklame area & affordable Housing agreements Out of state visit to Bitech client Revenue audits NlGP Commodity Code SyStem - Document Management System software, training and computer hardware ClerkslRecords redesign remodel folderlinsertar machine Eke Systems Furniture for phase II of office remodel Various emergency operations equipment(hose. protective equipment, etc) Vehicle for training officer position that is not yet filled Storage racks for Fire station 5 storage tacility not yet complete Office furniture for Deputy Fire Marshall position that is not yet filled Fire Station No. 5 office remodel p Systems Furniture for Faraday Systems Furniture for Faraday Residential traffic management program Systems furniture for engineering inspection Developer deposits for condemnation projects ii!uak§ Solar heating system renovation Strategic planning project Filing and storage items Office furniture for remodel project Literacy Scholarship Account .. Librarv - Hlstor- Historic tree inventory and management program iYQL€!w- Batiquitos Lagoon Foundation il"4I 1 1.000 30,000 950 15,000 4,000 301.638 33,500 4,000 6,800 34,400 25,000 11,000 3,000 10.800 44,600 12,000 15,000 20,000 415.796 102.000 15,000 2,500 15,000 1.258 4,400 15,440 CONTINUING APPROPRIATIONS EXHIBIT D 199940 TO 2000-01 DEPARTMENTlPURPOSE Subtotal General Fund 1,154,082 Available year-end balance !xPsamt Available year-end balance. Bicycle Patrol - Available year-end balance Sister C& Available year-end balance. delegation visits Available year-end balance. for art exhibits Available year-ena balance: for park improvements Available year-end balance; for triathlon and luau festival Available year-end balance: for youth sports Uniforms and T-shirts Available year-end balance Available year-end balance Available year-end balance Available year-end balance One ton super duly flatbedlhydraulic valve Opera101 AutoCAD land development software (4 workstations) Scanning existing drawings onto CD-ROM for automated retrieval File cabinets for engineering library Televising 8 evaluating sewer cOllection system Mid size off-road motorcycle 93,520 48.634 18,030 422 27,405 3.853 5,217 1,545 5.818 8.158 127.797 366,075 45.000 19,800 12,000 10,000 75.000 9,000 CONTINUING APPROPRIATIONS EXHIBIT D 1999-00 TO 2000-01 DEPARTMENT/PURPOSE Crane truck 2 full size sport utility vehicles 3 truck bodies 8 patrol units oumts Wheel loader Berm machine Olathe seeder Information Svstems Various computer software Various training 4 additional training room personal computers Projector for Faraday conference room Network management workstation Internal web server 4rmwAI 90,000 60,000 41,250 19,250 55,000 6,000 7,000 70.000 21,500 10,000 12,500 15,000 8,500 Subtotal Other Funds 1,293,274 Grand Total 2,447,356 1 2 2 4 5 6 7 0 9 la 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 1132 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA, ADOPTING THE WATER DISTRICT FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR 2000-01 WHEREAS, the Board of Directors of the Carlsbad Municipal Water District, California, has held such public hearings as are necessary prior to the adoption of the 2000-01 Operating and Capital Improvement Budgets. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District as follows: 1. That the above recitations are true and correct. 2. That certain documents now on file in the office of the Secretary entitled "City of Carlsbad, 2000-01 Operating Budget and 2000-01 to Buildout Capital Improvement Program - Preliminary" as amended in accordance with Exhibit A attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the Carlsbad Municipal Water District for the fiscal year 2000-01. 3. That the amounts reflected as estimated revenues for fiscal year 2000-01 are hereby adopted as the budgeted revenues for 2000-01. 4. That the amount designated as 2000-01 Budget in Exhibit A is hereby appropriated to the department or fund for which it is designated, and such appropriation shall not be increased except as provided herein. 5. That total appropriations may only be increased or decreased by the Board of Directors by passage of a resolution amending the budget. 1 2 3 4 5 6 7 0 9 10 11 12 13 14 15 16 17 10 19 20 21 22 23 24 25 26 27 28 6. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Water Board or Executive Manager as described below. i The Executive Manager may authorize all transfers of funds from account to account within the same fund in an amount up to $100,000 per transfer. ii. The Executive Manager may delegate the authority to make budget transfers. iii. The Executive Manager may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is designated for said specific purpose. C. The Board of Directors must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final Budget. The Executive Manager may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 7. That all appropriations for outstanding encumbrances as of June 30. 2000 are hereby continued into 2000-01 for such contracts and obligations. 8. All appropriations for Capital Improvement Projects remaining unexpended at June 30, 2000, are hereby appropriated for such capital projects for the 2000-01 fiscal year. 1 2 3 4 5 6 7 0 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 9. That 2000-01 appropriations in the approximate amount of $86.800 are hereby continued into 2000-01 for the purpose shown in Exhibit B. All appropriations for outstanding encumbrances as of June 30, 2000, are hereby continued into 2000-01 for such contracts or obligations. PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors held on the 27th day of June ,2000 by the following vote, to wit: AYES: Council Members Lewis, Hall, Finnila. Nygaarh and Kulchin. NOES: None - ABSENT: None. AlTEST: .. E WOOD, Secretary (SEAL) EXHIBIT A PROGRAM: WATER/ OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 50183101 5026310 1997-98 ACTUAL 2000-01 1999-00 1998-99 1,897,981 BUDGET BUDGET 1,917,111 2,556.587 2,327,089 PERSONNEL ACTUAL MAINTENANCE & OPERATIONS 15,580,476 14,309,521 13,787,842 12,455,777 CAPITAL OUTLAY 18.500 230.916 569,053 120,7a7 WORK PROGRAM: The Carlsbad Municipal Water District, a subsidialy district of the City of Carlsbad. provides potable water service to approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority. PERFORMANCE MEASURES: . Water Quality: Achieve high quality water free of pathogenic organisms, Water delivery efficiency. Water system reliability. PROGRAM ACTIVITIES: Administration Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities; maintain payroll records and time card administratlon; coordinate interdepartmental and interagency communications, Construction Maintenance Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient distribution and collection systems. Water ODerations . Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations. Cross Connection Control . Implements and enforces cross connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and Federal regulations. Meter Services Collect water customer usage data for utility billing to ensure financial viability of the District through timely and accurate revenue collections; provide customer service for water utility customers and assist Construction and Maintenance operations. PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310 WORKLOAD STATISTICS: SIGNIFICANT CHANGES: Decrease in personnel is due to reallocation of personnel to Sewer Operations Increase in maintenance and operations is due to a $500,000 increase in purchased water, a $200,000 increase in depreciation. PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE ACCTNO. 0011310 ACTUAL 1,219,300 1,224,917 852,274 744.689 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 634,786 624,054 381,839 345,049 CAPITAL OUTLAY 13,000 16,100 1,668 0 IWASTEWATER ENTERPRISE I I I I 160,0001 WATER ENTERPRISE 1,089,7381 1,235,781 I 1,865,071 I 1,867,086 TOTAL FUNDING 304,144) 227,000 MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by utilizing our chief values: maintain individual and departmental credibility; work together as a team while respecting each other's differences; and, consistently strive to go above and beyond expectations. PROGRAM ACTIVITIES: Lonq-Ranqe Financial Planninq Prepare ten year operating forecasts incorporating various "what if 'I scenarios to facilitate decision-making for City Council and City departments Budqet Manaqement Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in Perform bi-annual review of all City fees and present recommendations for changes to Council. Prepare annual cost allocation plan to provide an accurate accounting of program costs. Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective alignment with the Council's goals. decision-making. Accounts ReceivableICashierinq Accurately bill, collect, record and report all City revenues. Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies. Continue to refine business processes which will improve customer service and increase efficiency. Accounts PayablelPavroll Prepare checks for City employees and service and commodity suppliers Maintain turnaround time of 30 days to process and pay invoices. General Accountinq and ReDortinq . PreDare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions. Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. Provide City management and Council with timely monthly financial reports. Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing - Maintain the data within the financial information systems of the City and provide training to users, as needed. disclosure as required. .. ? PROGRAM: FINANCE FUND: GENERALlENTERPRlSE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 PROGRAM ACTIVITIES (continued): Assessment DistricffCFD Administration Assist in evaluation and formation of new districts. issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation as required. documents and State law. Monitor sales tax audit contract to ensure effectiveness. Perform in-house internal control reviews as needed. WORKLOAD AND PERFORMANCE INDICATORS: Fy1997 1. Average number of days to close books at 2. Number of business licenses processed: 3. Number of payroll checks issued 4. Number of electronic payroll checks issued 0 5. Awards received for CAFR CSMFO/GFOA 6. Awards received for Annual Budget month end: 20 5,079 20,555 7. Outstanding debt issues administered $100 million KEY GOALS FOR 2000-01: Fy1998 15 5,600 16,359 CSMFO/GFOA Operating and Excellence: Capital 596 million 4.278 Fy1999 10 5,616 11,197 11,362 Not Available Operating Meritorious: 5100 million m Assist in expanding our services to the public by developing a financing plan for the construction of the Carlsbad “Ensure the effective and efficient deliverv of top-aualltv services to our Communitv.” Expand public access to City information via implementation of interactive business license information, and E- golf course. . Increase the efficiency and effectiveness of accessing information for position budgeting, forecasting, and commerce for business licenses on the City’s web site. Increase the number of cashiering sites available to our customers, provide more timely information and reporting. m Expand customer access to utility billing account information via implementation of an Interactive Voice streamline processes through the selection and implementation of a citywide cashiering system. . Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the Response system. Streamline processing of human resource information by upgrading the Human Resources module of our implementation of cycle billing. financial system. “Develop and Implement Droactlve strategies to ensure the financlal health of the Communitv and the Citv.” - Expand the financial planning horizon and reduce budget preparation time by implementing a two-year budget . Improve financial planning and improve the financial stability of the City by establishing an ongoing financing process. program for the replacement of existing and future infrastructure. PROGRAM: FINANCE FUND: GENERALlENTERPRlSE PROGRAM GROUP: FINANCE PAGE THREE ACCT NO. 0011310 KEY GOALS FOR 2000-01 (continued): “Enhance educational oDuortunities for all seaments of the Communltv.” . Improve the understanding of the City’s financial status by implementing the new financial reporting . Increase education and engagement of citizens through a Citizens’ Academy. . Enhance City workforce decision-making ability by providing documentation, training, and access to real time requirements for State and Local governments as set forth by the Governmental Accounting Standards Board. Improve communication of financial information by making improvements to the Capital Improvement Program financial information. document. SIGNIFICANT CHANGES: Temporary services reduced as there are no system implementations planned. One office specialist transferred in from Community Development Administration upon opening of the Faraday Center. TRAP PROGRAM: ENGINEERING FUND: GENERALWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710 ACTUAL 1997-98 ACTUAL 1998-99 BUDGET 3,604,412 3,774,656 2,748,204 2.677.578 PERSONNEL BUDGET 2000-01 1999-00 MAINTENANCE & OPERATIONS 1,472,981 2,139,249 1,220,135 1,492,920 CAPITAL OUTLAY 53,000 134,865 46,120 3,795 IWASTEWATER ENTERPRISE I I I I 327,703) WATER ENTERPRISE TOTAL FUNDING I 4,174,2931 4,014,4591 6,048,7701 5,130,393 938,8191 600,000 WORK PROGRAM: The Engineering Department continues to support the City Council's goals to maintain safe City standards by improving the overall quality of field inspection, project processing, and front counter operations. The Engineering design and construction documents. The department is also responsible for ensuring that development and public Department provides engineering services to the public and other City departments by preparing and processing improvements are properly designed and constructed without jeopardizing public safety or the well being of the community. PROGRAM ACTIVITIES: CONSTRUCTION MGMT ,'%, ADMIN. '? PLANNING Y SPORTATION 14% DEVELOPMENT SERVICES 22% Administration Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. provide administrative and clerical support to all divisions, ensure that the management reporting system is accurately maintained and generates all reports on schedule, provides accurate records filed in a standardized and efficient manner. DeveloDment Services Provide comprehensive engineering input for all land use development ipplications,~ process engineering development plans and maps in a professional manner maintaining high-quality and meeting production goals, ensure engineering questions related to land development are answered in a timely and friendly manner. PROGRAM: ENGINEERING PAGE TWO FUND: GENERALNVATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157XX/5015710 PROGRAM ACTIVITIES (CONTINUED): Planninq And Programs Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update existing facility impact fee programs and assist developers with the formation of finance districts to fund major public improvements, administer and coordinate engineering activities for the beach erosion, lagoon dredging, and traffic modeling programs, the special districts program, administer and coordinate all Public Works efforts in regard to facility mapping and records management. Design Citywide capital projects including roadways, water resources and sewer; develop and maintain programs in five (5) areas including water resources, domestic water systems, recycled water systems, sewer systems, and National Pollutant Discharge and Elimination Systems (NPDES). For each of these programs, Design provides a variety of services including planning, water supply, and quality monitoring, technical assistance, mapping and facility location. Transportation Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries. Maintain records of collision reports, speed surveys, traffic counts, and assists in maintaining optimum traffic signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission. Construction Manaqement And Inspection Perform construction management, administration. and inspection for private grading agreements, development improvement agreements, and capital improvement projects through the application of uniform practices and policies, ensure construction of high-quality improvements. minimize inconvenience to the public while ensuring safe work sites. WORKLOAD STATISTICS: DEVELOPMENT SERVICES ACTIVITY Actual through 4/00; Projected through 6/00 Plancheck. # of Sheets Plancheck -#of Revisions ^^" Projects in Review FY 98.99 FY 9940 FY 97-08 FY 98-99 FY 9940 FY 97-98 FY 98-99 FY 9940 i PROGRAM: ENGINEERING PAGE THREE FUND: GENERALNVATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157W5015710 WORKLOAD STATISTICS (CONTINUED): Total Capital Improvement Program Appropriations I FY 97-98 FY 98-99 FY 99-00 FY 00-01 KEY GOALS FOR 2000-01 : “Ensure the effective and efficient delivew of toD-aualitv services to our Communitv.“ Identify priority Capital Improvement Projects and ensure their timely completion: Rancho Santa Fe Road Poinsettia Lane Faraday West Faraday/Melrose financing district Palomar Airport Road from El Camino Real to Melrose College Boulevard/Cannon Road East Financing District South Carisbad Village Storm Drain South Aqua Hedionda interceptor Phase II Complete inventory system of street improvements. Maintain development project review and pian check turnaround goals. Continue development of Phase II of Recycled Water Program and development of local water resources Complete Residential Traffic Management Committee recommendations and present to Council. Continue Phase II of Records Management system. Develop plan for Livable Communities programs. ”Integrate a comprehensive efficient transportation system with qualify of life-centered land use decisions.” . Implement Integrated Transportation Program: Local transit objectives and programs. Regional transportation system priorities industrial transportation management. Tourist transportation needs. “Enhance educational ODDortunities for all segments of the Communitv.” Develop intern program for Engineering Technician classification and continue intern program for Construction Inspector classification. PROGRAM: ENGINEERING PAGE FOUR FUND: GENERAWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710 SIGNIFICANT CHANGES: Allocations related to Utility Engineering are now included in the Engineering operating budget. Two positions have been transferred to Streets and Parks, and .3 transferred to Street Lighting, resulting in a net decrease of 2.3 positions. One request for additional resources is being proposed for AutoCAO/GiS hardware and software upgrades. CONTINUING APPROPRIATIONS EXHIBIT B 1999-00 TO 2000-01 One ton super duty flatbedlhydraulic valve operator Scanning existing drawings onto CD-ROM for automated retrieval AutoCAD land development software (4 workstations) File cabinets for engineering library 45,000 19,800 12,000 10,000 Total Contlnulng Appropriations s 86,800 1 : < 1 5 t i E 6 IC 11 12 13 14 15 16 17 10 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 329 A RESOLUTION OF THE HOUSING AND REDEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE OPERATING BUDGET OF THE REDEVEL- OPMENT AGENCY AND HOUSING AUTHORITY FOR FISCAL YEAR 2000-01 WHEREAS, the Housing and Redevelopment Commission of the City of Carlsbad, California (the Commission), has reviewed the operating budget for the Redevelopment Agency for Fiscal Year 2000-01; and WHEREAS, the Commission has reviewed the operating budget for the Housing Authority Section 8 Programs, for Fiscal Year 2000-01; and WHEREAS, public hearings have been held as necessary prior to the adoption of the final operating budgets. NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment Commission of the City of Carlsbad. California as follows: 1. That the above recitations are true and correct. 2. That certain documents now on file in the office of the City Clerk of the City of Carlsbad entitled "City of Carlsbad, 2000-01 Operating Budget and 2000-01 to Buildout Capital Improvement Program - Preliminary" as amended in accordance with Exhibit A attached hereto and incorporated by reference herein, shall be and the same are hereby adopted as the Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority Section 8 Programs for the fiscal year 2000-01. 3. That the amounts reflected as estimated revenues for fiscal year 2000- 01 are hereby adopted as the budgeted revenues for 2000-01. 4. That the amount designated as 2000-01 Budget in Exhibit A is hereby appropriated to the department or fund for which it is designated, and such appropriation shall not be increased except as provided herein. 1 2 3 4 5 6 7 0 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 20 5. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Commission or Executive Director as described below. i. The Executive Director may authorize all transfers of funds from account to account within the same fund in an amount up to $100,000 per transfer. ii. The Executive Director may delegate the authority to make budget transfers. iii. The Executive Director may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Director is authorized to increase an appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific purpose. C. The Commission must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final Budget. The Executive Director may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 6. That all appropriations for outstanding encumbrances as of June 30. 2000, are hereby continued into 2000-01 for such contracts and obligations. 8. That all appropriations for Capital Improvement Projects remaining unexpended at June 30, 2000, are hereby appropriated for such capital projects for the 2000-01 fiscal year. 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 Housing and Redevelopment Commission of the City of Carlsbad on the 27th day of June 2000, by the following vote, to wit: AYES: Council Members Lewis, Hall, Finnila, Nygaard. and Kulchin. NOES: None- ABSENT: None* ATTEST: (SEAL) EXHIBIT A PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 801341018023412 1997-98 ACTUAL 1998-99 ACTUAL BUDGET 1999-00 BUDGET 166,200 154,030 164,869 148,553 PERSONNEL 2000-01 MAINTENANCE & OPERATIONS 0 948,923 0 0 CAPITAL OUTLAY 1,356,761 1,363,377 1,940,678 1,914,784 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: ImDlementation of the Carlsbad Villaqe Redevelopment Master Plan . Coordination of project development and permit processing. - Implementation of the Facade Improvement Program. . Administration of the Parking-In-Lieu Fee Program. . Property acquisition for future redevelopment projects and facilitation of new development, Community Relations and Public Relations Program . Work with the Carlsbad Village Business Association and other business organizations to continue Community . Implement the Village Beautification Program through coordination of maintenance efforts in the Village. . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail awareness and public relations activities on behalf of the Redevelopment Agency. Station and surrounding properties. PERFORMANCEWORKLOAD MEASURES: . Process fifteen (15) redevelopment permit applications for improvements to existing structures or new Process ten (IO) sign permit applications. construction projects. . Process five (5) preliminary review applications. = Process four (6) FacadeEignage Improvement Grants. m Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment - Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program. Master Plan. PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8023412 KEY GOALS FOR 2000-01: "Develop and implement proactive strateqles to ensure the financial health of the Communltv and the Cltv." . Process redevelopment permits of all types for projects within the Village Area which represent high quality . Implement a program to attract and retain desired businesses based on the results of the residentlcustomer development or redevelopment of properties and buildings. survey conducted by SANDAG. "Integrate a comprehensive efficient transportatlon system with aualltv of life-centered land use decisions." . Implement the Village Area Parking Program which supports publidprivate partnerships in financing the maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist activities. m Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate required improvements to eliminate any impediments. . Complete and implement the Transportation Corridor Master Plan within the Village which supports transit- oriented development. SIGNIFICANT CHANGES: Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments. PROGRAM: LOW/MODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420 1997-98 ACTUAL ACTUAL 1998-99 BUDGET 1999-00 2000-01 BUDGET PERSONNEL 37,312 46,541 46,600 54,799 MAINTENANCE & OPERATIONS 0 1,600,000 0 0 CAPITAL OUTLAY 67,156 76,195 28,593 27,873 MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Affordable Housinq Project Processinq Procedures - Continue development of affordable housing project processing procedures. Affordable Housinq Proiect Coordination . Assist in the structure and implementation of affordable housing projects. Affordable Housinq Education Proqram - Direct educational programs for citizens, businesses and government agencies interested in affordable housing. PERFORMANCE I WORKLOAD MEASURES: Process at least three (3) requests for financial assistance through the Housing Policy Team. - Use existing low and moderate income housing funds to purchase properly for an affordable housing project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition or acquisition of existing units and rehabilitation. . Participate in at least three (3) outreach programs, professional conferences. and/or citizen and business groups on affordable housing. KEY GOALS FOR 2000-01: “Ensure the effective and efficient deliverv of topg!ualitv services to our Comrnunitv.” . Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing Ordinance. “Develop and implement proactive strateqies to ensure the financial health of the Cornmunitv and the Citv.” . Attract and retain target industries, businesses and jobs that result in improved economic health through the implementation of affordable housing programs which serve to enhance the jobslhousing balance within the Community SIGNIFICANT CHANGES: Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments, i PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 190340111903403 1997-98 ACTUAL 1998-99 ACTUAL 1999.00 BUDGET 2000-01 2,917,385 2,796,760 2,457,915 2,480,273 MAINTENANCE B OPERATIONS BUDGET 224,010 203,885 218,697 216,477 PERSONNEL CAPITAL OUTLAY 0 0 0 0 MISSION STATEMENT: Helping people achieve'their dreams PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance Provide federal funding to subsidize rents for 503 very-low and low income households. Ensure program is being administered in compliance with federal regulations, federal guidelines and the Assist low-income households in the community to access rental housing that is decent, safe and sanitary. Achieve and maintain a lease rate that effectively utilizes funding allocation. Designed to enable unemployed, under-employed or under-educated low income families to achieve economic Family Self-Sufficiencv Assist families in identifying barriers to becoming self-sufficient. Coordinate needed support services and act as an advocate on behalf of the client. Provide guidance to the family to establish a five year goal and pian. Communitv Opportunities Proqram Collaborative effort among several local housing agencies. Provide education and guidance to rental assistance participants to reach personal goals and career objectives, Participate in ongoing implementation of program changes and marketing of the program to participants and Carlsbad Administrative Plan. independence from welfare. emphasizing housing opportunities in neighborhoods of choice. owners in Carlsbad. PERFORMANCEWORKLOAD MEASURES: Achieve and maintain a lease rate utilizing 90-95% of allocated funds. . Expand rental assistance knowledge by conducting Community workshops. providing owner and participant Update and revise Administrative Plan to adopt changes in federal regulations. newsletters and conducting owner outreach presentations. SIGNIFICANT CHANGES: None 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. 2000-210 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA ESTABLISHING THE 2000-01 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW WHEREAS, Article XlllB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes; and WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adopted. .,NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the City Council of the City of Carlsbad. California, does hereby establish and adopt the 2000-01 appropriation limit of two hundred twenty five million, eight hundred fifteen thousand, four hundred sixteen dollars ($225,815,416) as computed in Exhibit A attached hereto. 2. That the City Clerk is directed to publish this Resolution in a newspaper of general circulation. PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on the 27th day of June , 2000, by the following vote, to wit: AYES: Council Members L NOES: None. ABSENT: None- AGh.* ATTEST: hRAINE FOOD, City Clerk / I (SEAL) EXHIBIT A CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 The revenues which are subject to the Limitation are those considered "proceeds of taxes," The creates a restriction on the amount of revenue which can be appropriated in any fiscal year. basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition 111 allows the City to annually choose among the following options for calculating its Gann Limit: 9 Population growth of Carlsbad, OR 9 Population growth within San Diego County, AND h Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new construction in the City. The factors used to calculate the 2000-01 Limit were: h Population growth in Carlsbad, AND h Growth in non-residential new construction The formula is outlined below: 1999-00 Expenditure Limit $198,089,168 YO Carlsbad Population Growth Growth in non-residential new construction Net Increase Factor 1.0578 X 1.0777 1.1400 2000-01 Limit (1999-00 Limit X Factor) $225,815,416 Current Appropriation of Proceeds of Taxes $58,088,831 (Subject to the Limit) The spending limit for the City of Carlsbad for 2000-01 is $225.8 million with appropriations of "proceeds of taxes" of $58.1 million. The result of the calculation provides the City with an operating margin of $167.7 million. 1 1 : 1 c € - I E s 1c 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 1133 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW ESTABLISHING THE 2000-01 APPROPRIATION LIMIT WHEREAS, Article XlllB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes; and WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adopted. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District, California, as follows: 1. That the Board of Directors of the Carlsbad Municipal Water District, California, does hereby establish and adopt the 2000-01 appropriation limit of two million, six hundred forty nine thousand, four hundred thirty four dollars ($2,649,434) as computed in Exhibit A attached hereto. Ill ill ill 11 1' 1: 1: ld 1C 1f 1; 1E 15 20 21 22 23 24 25 26 27 28 1 2 3 4 5 6 7 8 9 D 1 2 3 1 5 1 1 1 1 1 2. That the Secretary is directed to publish this Resolution in a newspaper of general circulation. PASSED, APPROVED AND ADOPTED at a regular meeting of the Board of Directors on the 27th day of ~llne, 2000, by the following vote, to wit: AYES: Council Members Levis, Hall, Pinnila, Nygaard and Kulchin NOES: None. ABSENT: None. (SEAL) GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by can be Appropriated in any fiscal year. The revenues, which are subject Proposition 11 1 creates a restriction on the amount of revenue, which to the Limitation are those considered “proceeds of taxes.” The basis for calculating the limit began in fiscal year 1978-79 and is increased on population and inflation. The major change made by Proposition 111 allows the Carlsbad Municipal Water District to annually choose among the following options for calculating its Gann Limit: > Population growth of Carlsbad, OR P Population growth within San Diego County, AND > Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new Construction in the City, The factors used to calculate the 2000-01 Limit were: P Population growth of Carlsbad, AND > Growth in new non-residential construction The formula is outlined below: 1999-00 Expenditure Limit $2,324,129 %Carlsbad Population Growth Growth in new non-residential construction Net Increase Factor I .os78 x 1.0777 1.1400 2000-01 Limit (1999-00 Limit X Factor) $2,649,434 Current Appropriation of Proceeds of Taxes $875,000 The spending limit for the Carlsbad Municipal Water District for 2000-01 is $2,649,434 with appropriations of “proceeds of taxes” of $875,000. The result of the calculation provides the district with an operating margin of $1,774,434. Jun 13 00 10:03a Cendant 1-760-476-1632 ' Cadsbad, CA 92008' .. Deaf Mayor Lewis: ' ' ' Mayor Lewis, my wife and I have been storw.yers in the Carlsbad Company Stores , . Mall since it opened. We receutly relocated to Carlsbad fiom OrangeCounty. ': We would like to express our support for the 2000-2001 C.1.P. budget item iu the.,amount of $3,617,000 for the beginning construction of the Rancho Carrillo Park Phase I1 . . .. .. .. Project. .. .. . We feel the addition of a public.park and the preservation ofCarlsbad as well as of our Cities citizens. . ' ' . California history is a valuable asset to contribute to current aswell as future generations ., .. .. .. , ., ?cwe'y? ,p& . kb& k,: w. 4 .. Ron and Lmda Bykowski . , 2846 Rancho Pancho . , Carlsbad, CA 92009 ,, ., ., .. .. . .. .. .. .. .. .. .. .. . .. Bud Lewis City Council Carlsbad City Hall 1200 Carlsbad Village Drive Carlsbad, CA 92008 6329 Aw c: Mayor &uc.Ud, &? 92m 760431 “24 City Council City Manager CHY Attorney Dear Mayor Lewis, I am writing to you to encourage you to vote for the funding of the Capital Improvement Program for Carrillo Ranch. I am a new resident in Carlsbad. Having moved fkom Orange County in 1999, my family and I now reside in the new Rancho Carrillo housing development. It is important for our neighborhood to develop the Carrillo Ranch Park as quickly as possible. If you have visited this area of Carlsbad recently, you know the neighborhoods are being built very quickly. Even the elementary school is expanding after only one Year While I’m sure that you have dealt with the Friends of Leo Carrillo Ranch organization over the years, and while that organization should take the lion’s share of credit for the concept of the historical park, you must now take the lead in completion of this park. A growing number of homeowners, and voters, live next to the park and see the progress or lack of progress each day. I urge you to vote for the expenditure on Canillo Ranch so that the park may be opened in 2001. Thank you for your time Margareksther J. . CARLSBAD EDUCATIONAL .. P.O. Box 205 Carlsbad, CA 92018-0205 (760) 438-0063 FAX i760) 729-7920 channeli in^ Private Funds Into Public Education Excellence" AGENDA ITEM #L, CI Mayor 26 June, 2000 City Council Members City of Carlsbad Re: Stay & Play/School's Out Program city council City M~I@w City Attorney Dear Council Members, As you know the City's Stay & Play program is currently fhctional on-site at the two Title One schools in Carlsbad, Jefferson & Buena Vista. There is a plan to initiate the program at Magnolia in September. Magnolia is not a Title One school. We, at the Foundation agree that the children of Carlsbad are a priority and deserve an organized and secure place to play/study after school. We believe that the Stay and Play program is a win for local kids. However, it is also a loss. By bringing a new program onto the campus at Magnolia, where the Foundation's School's Out program currently exists will cause erosion of that program. That erosion results in a cash shortfall to the Foundation that results in a decreased amount of Computers and Software that will be donated to the CUSD in the following June. I am asking the council to send the Stay & Play program for Magnolia, as it stands, to review. Give School's Out and the Parks & Rec. department one-month to sit down and formulate a program, using the Foundation as a conduit that will benefit the kids and prevent any loss of income to the Foundation. This proposal, should it be successll, will result in a WMi scenario for all involved. Number one, and most important, the kids will have a safe place to play. Number two, if fhnding levels remain undiminished, the Foundation will supply new computers and software that those same children may see at Magnolia in the near fhture. That's a double win for the kids and the community. My thanks in advance. Sincerely, ."...,,,7 ; ,"[, Marshall B. Lubin, D.C., Q.M.E CEF President Founded 1983 Northwest Quadrant June 22,2000 Citizens Group - AGENDA ITEM # 1 G: Mayor City Council Mayor Lewis and Council Members City Manager City of Carlsbad City Attorney 1200 Carlsbad Village Drive City Clerk Carlsbad, CA 92008 !=; nn.m Reference: June 27th Budget Hearing Dear Mayor and Council Members: We are very pleased that the City has closed escrow with the Carlsbad Unified School District and acquired the Pine Street School property for a park site in the Northwest Quadrant. The Northwest Quadrant Citizens Group, a group of interested residents in the northwest quadrant of Carlsbad that have been concerned for a long time about the lack of recreation facilities in our part of the City. We are pleased to have this opportunity to address the Council and provide you with our recommendations and concerns regarding recreation facilities Because the community planning process for any new public facility is a lengthy one, we urge the Council to move the planning process up one year to fiscal year 2000-2001. In addition, we understand the staff will be presenting to you their recommendations for the use of the park site on an interim basis. With this in mind, there are a few items we would like to bring to your attention. . The Northwest Quadrant Park site is unique in the City in that all infrastructure including utilities and access are in place. This fact adds significant value to the site and will materially shorten the development time. . One option we hope you will consider is to remove all the existing buildings on the site and put in a temporary relocatable building for interim Parks and Recreation uses. . We recommend that any new or interim improvements would include adequate lighting that would be sensitive to the neighboring residential uses. . Without reviewing your staffs pending report and recommendations, we suggest that you consider moving up the planning for the site and ultimate construction of the whole facility. Northwrt Ouadrant CItizmnr Group Biii Fait, Chairman Margaret Brownley Ofie Eswbedo Jim Gaiser Thelma Hayes Don Jackson Bob Ladwig Jeanne McFadden Mario & Margie Monroy Barbara Otwell Mike & Palra Straub Connie Trejo 1650 Oak Avanuo, Carlsbad CI 92008 Northwest Quadrant Citizens Group Mayor Lewis and Council Members June 22,2000 Page 2 We ask that you consider our recommendations. There are representatives kom our citizens group in the audience tonight to answer any questions. Sincerely, Bill Fait Chairman, Northwest Quadrant Citizens Group cc: Ray Patchett, City Manager Northwest Quadrant Citizens Group Members 1650 Oak Avenue, Carlsbad CA 94008 AGENDA ITEM # ’ 7 June 22,2000 Mayor Lewis and Council Members City of Carlsbad 1200 Carlsbad Village Dr. Carlsbad, CA 92008 c: Mayor City Council City Manager City Attorney illy Clerk ~inm~~- 3Lehr Dear Mayor and Council Members; The City’s presentation of the operating and capital budgets at the citizen’s budget workshop at our beautiful new library auditorium was excellent. The Finance Department and the many staff members provided a great deal of infodon and each question was answered with great care and thoroughly. Even though my wncems were expressed at the meeting, we want to reitmate our requests to you all through this letter. Alga Road medians and sidewalk improvements - The many residents near Alga Road have waited patiently for upgrades to this main arterial within the city of Carlsbad. The Alga Road project is funded with GCC money from the General fund reserves. Funding is available and it appears that the project could be completed relatively easily (few permits, easy access, no other project interfering). In the draR 2000-01 CIP, improvements are scheduled for 2003-04. We urge you to move this project up two years to the 2000-01 schedule to make this important road safer and remove the existing blight. Melrose extension into Vista - The afternom (from 3:30 p.m. on) traffic eastbound on Palomar Mort Road to Business Park Drive is backed up every day ahnost to Melrose. Please come out any afternoon and try the drive from Alga/Melrose via Palomar Airport Road to Business Park Drive. The intersection of Palomar Airport Road at Business Park Drive has already reached failure. It seems to me that traffic would be alleviated by extending Melrose all the way to Vista’s Melrose. At the workshop I learned that this project is tied to the Faraday extension to Melrose; that the Faraday extension will be funded with developer money; that much of the funding for Melrose to Vista is available; and the Cay of Carlsbad is holding up the Melrose extension because it would add traffic to Palomar Airport Road. If you must link the two projects together, we urge you to loan the project the funding and have the developers repay when the area develops. I’m convinced that it would be a good investment for the City since at that point it would only cost the developers money, mstead of the huge investment in time, e&xt and money to set up a hding district for the two projects. If you build the roads, they will develop. We are unable to attending the Council meeting, but urge you to consider these requests at the June 27th public hearing. Sincerely, John and Cheryl Allen 6543 Coda St. Carlsbad, CA 92009 DEVELOPMENT June 27, 2000 City Council City of Carlsbad 1200 Carlsbad Village Drive Carlsbad, CA 9200 Carlsbad, CA 92009 ohone: 760 929-2701 fax: 760 929-2705 Dear Mayor and Council Members, I am writing in support of locating the City of Carlsbad's swim complex at Alga Norte Park and the initiation of design studies in the near future. As many of you know, I have been working with a group of Carlsbad citizens in an effort to explore the acceleration of construction of the swim complex and to explore the possibility a establishing a public-private partnership to help the City fund this facility at the earliest possible time. My offer remains open and my support remains strong. The first step in exploring any public-private partnership must be the development of a plan for the park by the City. As soon as it is ready, we can develop alternative funding and naming opportunities while ensuring the City has complete control of pool operations. In three years or less, I hope to have Poinsettia Lane open from El Camino to Melrose Avenue. This road will give the citizens of Carlsbad access to the Alga Norte Park site. My hope is that the swim complex will be open to the public soon thereafter. Please make this park a priority. Sincerely, Frederick M. Arbuckle June 2,2000 TO: MAYOR AND COUNCIL MEMBERS VIA: City Manager FROM: Finance Director INFORMATION REQUESTS ON THE 2000-2001 BUDGET During briefings, there were several requests made for additional information on the budget. The attached documents were assembled based on these requests and include the following: - Exhibit Description No. 1 Proposed Organization Chart for the police department with a history of position 2 Summary of costs incurred on the golf course to date. 3 4 Vehicle replacement rules outlined in Administrative order No. 3. List of other libraries in San Diego County offering Sunday hours. 5 Responses to some of the miscellaneous General Services questions. changes since 1987/88. 6 Purchase of three replacement ambulances. Cost to add Sunday hours is $145,000 ($131,000 is part time salaries and $13,500 is for utilities). Currently there is not an organized volunteer program for recreation. They do utilize volunteers for special events such as the Triathlon and for coaching of youth sports. No specific storm water training has been scheduled for next year. However, the attorney’s office does attend monthly meetings with other city and county attorneys and recently storm water has been on the agenda. This same group has formed a committee to study this issue including the proposed permit terms and conditions. Public works does have training funds available for this type of activity and in recent years they have attended several a year. If you have any other questions regarding the 2000-01 budgets, please feel free to call me. LISA HILDABRAND Attachments . EXHIBIT 1 r .. _. . . , . .. . ~. . .. . ~. CHANGESBYYEAR 99/00 98/99 97/98 96/97 95/96 94/95 93/94 92 f 93 91/92 9019 1 89/90 88/89 87/88 1 police officer (DARE) 1 communications operator 1 records specialist (traffic) 2 police officers (patrol) 1 CAL-ID/evidence specialist 1 network specialist 1 lead communicator 1 CSO (property & evidence) 2 sergeants (patrol; funded starting 1/1/99) 1 detective (juvenile) 1 CSO (lagoon) -1 secretary 1 training coordinator 1 sergeant (community services) 1 police officer (traffic) 1 CSO (patrol) 2 police officers (patrol) 1 sergeant (investigations) 2 police officers (grant funded bicycle patrol) 2 police officers (school resource officer program) 1 detective (north county gang task force) no change 1 juvenile justice coordinator (mid-year) 1 PSA (investigations) no change 1 police officer (RAP investigator) - 1 records clerk (mid-year) -2 PSAs (patrol and investigations mid-year) 1 programmer/operator transferred from City Info Systems 6 police officers (patrol) 1 police officer (DARE) 1 detective (investigations) 1 sr. management analyst 2 police officers (patrol) 1 PSA (patrol) 1 secretary (investigations) 1 sergeant (patrol) 2 senior officers (patrol) 1 police officer 1 secretary 1 police officer (patrol) 1 detective 1 police officer (trdlc) 2 records clerks \ Carlsbad Police Depaltn - :t PERSONNEL INCREASES * ** Addition. of 4 positions plus elimination of 1 equals net addition of 3. Addition of 2 officers through grant added after the start of the fiscal year. CARLSBAD POLICE PERSONNEL BY FISCAL YEAR 140 - 120 ” /+--. 80 - 0 - / d- 60 -# / -IOTAL -. 86 87 88 89 90 91 92 93 S4 95 S6 97 98 99 I- -0 - . ~ * SOURCES OF FUNDS 1 Contributions Resolution 90-135 (5/80/90) Budget Resolution & 90-410 Budget Resolution Budget Resolution No transfer Budget Resolution Budget Resolution 95-170 (6/20/95) No transfer Budget Resolution (xfer done 7/97) Advance from ten Fund (Res. 97-88) Budget Resolution Advance from Gen Fund ( Res. 98-184) Budget Resolution Budget Resolution Total Contrib. Capital h Advances Interest: Total Interest e Reimbursed expense Mix revenue EXHIBIT 2 MUNICIPAL GOLF COURSE CASH SUMMARY AT 3/31/00 ~. 69-90 90-91 91-92 92-93 93-94 9495 94-95 95-96 96-97 96-97 97-98 97-98 98-99 99-00 69-90 90-91 91-92 92-93 93-94 94-95 95-96 96-97 97-98 98-99 99-00 95-96 96-97 450,000 1,080,190 329,800 565,200 1,200,000 600,000 .. 470,000 1,765,200 490,000 972,000 1,680,000 600,000 10,202,390 20,796 108,569 60,537 87,369 105,934 109,308 37,658 75,373 127,073 203,133 130,908 1,066,658 4,534 3,896 11,277,478 Total Sources Administrative Order No. 3 Page 4 5. Donated or Purchased Used Vehicles: To preserve the integrity of the Replacement Fund, all used vehicles which are not purchased new with replacement funds must include a capital contribution to offset the unfunded liability for replacement. This liability is determined by estimating the replacement charges which would have been collected if the unit wire in a normal replacement cycle. The department receiving the used vehicle or equipment is responsible for the unfunded liability. Donated units must also meet applicable State and Federal laws for emission control and safety. Prior to recommending acceptance of a donated unit, the department which is to receive the donation must consult with the Utilities and Maintenance Department to assure compliance with these standards and to obtain an estimate for annual maintenance and replacement costs. II. ADDmONAL VEHICLES Additional vehicles are ordinarily requested a by department as a part of the annual, budget request process. Requests for additional vehicles should be made on the forms provided by the Finance Department. When completed, the forms should be sent to the Utilities and Maintenance Department for estimating, review and recommendation. Additional departmental vehicle requests and the Utilities and Maintenance Department recommendations shall be based on the Vehicle Acquisition Criteria contained in Section IV, Subsection 4 of this Administrative Order. When the Utilities and Maintenance Department review is complete, the original form should be sent to the budget coordinator in the Finance Department with a copy sent to the requesting department. m. VEHlCLERENTALRATEs The costs for repair and maintenance of the fleet units are recovered through a Vehicle Usage Charge, more commonly referred to as a Rental Rate. The rental rates are established on a cost recovery basis on a per mile, per hour, or on a flat fee by vehicle class. The rate covers all maintenance and operation costs associated with a normally operated vehicle. The rate includes cost recovery for fuel, oil, tires and all other items associated with normal use. Equipment, such as trailers, may be charged a flat rate due to difficulty establishing usage. Rates are revised each year to accommodate inflation increases in commodities such as fuel, oil and tires. Not covered in the Rental Rate are damages to the equipment associated with accidents, improper use, operator neglect and/or abuse. These costs are borne entirely by the department to which the vehicle is assigned. The rental rate system does not preclude departments from requesting services at additional expense. Example of this are installation of additional lights or tool boxes which are not included in the definition of a normally equipped vehicle. Each department’s monthly billing will reflect total usage and replacement charges upon request. The detail of these charges will be available from Fleet Operations Division. Administrative Order No. 3 Page 8 Vehide Class Desa-ipdon Target Age in Target Mileage Years 11 D~D Truck. 10 Yard I 10 I 80.000 I ~~ Utiliry Truck, 1 Ton 10 80.000 8 Truck, Maintenance Full Size 100,000 ~ ~~ Boom Truck 80,000 8 Truck. Tanker 80,000 8 Truck, Patch 80,000 8 Truck, Sprayer 80,000 8 Ambulance 110,000 15 Fire Truck 80,000 4 Paint Truck 6000 hours 10 Indwaial Equipment da 30 Equipment Trailer 80,000 8 Should a vehicle with a target mileage of more than 70,000 miles experience, or be predicted to experience, a major component (engine, transmission, differential, emission system) failure after 70,000 miles, such vehicle shall be replaced rather than repaired. When a vehicle meeting the age or usage criterion for replacement is found to be operating at a cost less than that of the class and no major repairs are required, the Utilities and Maintenance Director may determine to retain the vehicle in the fleet on a year to year basis. Such retained vehicle shall be closely monitored to assure that replacement will occur before major repairs are required. Replacement charges will be reviewed to cover inflation only for purchase beyond the normal replacement year. VI. VEHICLE OR EQUIPMENT RENTAL FROM VENDORS The Fleet Operations Division shall establish annual contracts for the rental of vehicles and equipment by the City's deparrments. ' The purpose for these rentals is as follows: . Short term need for supplemental staffing . Special projecr, police undercover . Special need, such as spring cleanup or storm patrol . out of town trips . Assigned vehicle is not available due to mechanical repairs and no suitable loaner is supplied. In the circumstance in which the unavailability is due to Administrative Order No. 3 Page 9 routine maintenance or repair costs not being recovered from the user, then Fleet Operations will share the rental costs equally. The outside vendor program is not intended to act as a permanent supplement to the fleet. Full time rental after the first month and through the sixth month must be approved on a month-by-month basis by the respective department head and the Utilities and Maintenance Director. Usage beyond six months must be approved by the City Manager. The size and type of vehicle rented shall be in accordance with Section N, Subsection 4, 'Vehicle Acquisition Criteria" of this Administrative Order. W. VEHICLE USE 1. Taking Home City Veh;ds: As a general rule employees should not take City vehicles home. Unless the authorization to use a City owned vehicle confers a benefit to the City and is in the Citfs best interests, requests to take City owned vehicles home will not be approved. The Ciry will assume the expense of daily commuting for the employee authorized to take home City vehicles. Use of the City vehicle for commuting purposes will be reported as income to the Internal Revenue Service, in accordance with applicable laws and rules. a.) Vehicle Take Home Criteria One of the following criteria must be met before .an employee will be given permission to routinely take a vehicle home: 1. The employee's duties involve emergency work, and the employee is regularly on call, on call for a specific period, and the employee has special equipment or a specially equipped vehicle which will be necessary to provide the services required. 2. The employee's duties require special equipment or a specially equipped vehicle and the employee has an assignment that requires regular and frequent field work during off-duty hours. 3. The employee's duties are such that check out/in of a City vehicle from a City facility at the start or end of a normal work day would be both impractical and uneconomical due to the lost productive time or increased fuel consumption. b.) Take Home Distance and Resuonse Time City owned vehicles shall not be taken home a distance greater than a 20-mile radius from the Public Safety and Service Center or thirty minute response time. Vehicles taken home shall be afforded off-street parking except in those instances where the vehicle is so large and/or heavy that damage to the employee's properry may result. Administrative Order No. 3 Page 10 2. Occasional overnight Use of City-owned Vehicles. Occasionally, there may be a need for an employee not authorized to regularly drive a vehicle home to keep a pool car or assigned vehicle overnight. Permission to use a City-owned vehicle overnight (e.g., to take it home) shall be obtained from the department head prior to use. Any employee authorized to use a City-owned vehicle overnight shall comply with all of the regulations set forth in this Administrative Order. 3. City Business. City vehicles shall be used only in the performance of City business. Employees authorized home storage or 24-hour assignment of City vehicles shall not use the vehicle for personal use. However, employees may be allowed to make incidental personal stops to and from work. 4. Non-City Employees. Use of City vehicles by persons other than City employees must be authorized in advance by the Risk Manager, Utilities and Maintenance Director and the appropriate department head. 5. Operatois License Required. All operators of City vehicles must have a valid State of California Driveis License or Operatois Permit appropriate for the vehicle being operated. 6. Lawful Operation. Vehicles shall be operated wirhin the limits prescr&ed by law. Courteous and safe driving practices shall be used at all times.' Any employee who receives a citation for a violation of the law while operating a City vehicle shall be responsible for the payment of any fine or related charges. Employees shall reporireceipt of moving violations or arrests arising out of the use of city vehicles to their supervisor, who shall send the report to the department head. The department head shall send a copy of the report to the Risk Manager and the Utilities and Maintenance Department. 7. Accidents. Employees involved in accidents while operating City vehicles shall notify the appropriate police department, complete the applicable accident report forms (located in the glove compartment of all City vehicles), make no admissions of guilt or liability, and notify their department head, the Risk Manger and the Utilities and Maintenance Director as soon as possible. Accident reporting practices and procedures are contained in Administrative Order #6. 8. Misuse and Abuse of City Veliicles. Employees who have been involved in numerous accidents or have repeatedly abused or misused City vehicles may be excluded from using City vehicles. Such a determination will be made by the City Manager after review and recommendation of the appropriate department head, the Risk Manager and the Utilities .and Maintenance Director. Administrative Order No. 3 Page 11 9. Vehide Senrice scheduler. Operators of City vehicles are responsible for assuring that the vehicles are brought to the fleet maintenance facility on time for scheduled maintenance. .. . 10. Reporting Damage or Defects. Operators of City vehicles are to report any vehicle or equipment defects or damage to their immediate supervisor who is then required to report such defects or damage to hisher department head. The department head will then report to the Risk Manager and the Fleet Manager so that the damage or defect may be corrected. 11. Unattended Vehicles. Vehicles left unattended at any place must be properly parked, brakes set, adtomatic transmission in rhe Park setting or standard transmission in gear, windows rolled up and doon locked. ACITON This Administrative Order is effective immediately. RAYMOND R PATCHETT City Manager EXHIBIT 4 June 1,2000 TO: FINANCE DEPARTMENT FROM: Public Works ManagedGeneral Services BUDGET QUESTIONS As per your request, here are the answers to the following questions related to General Services proposed budget for Fiscal-Year 2000-01. 1. Q. What is the cost of a patrol vehicle and what is the cost to outfit them? A. General Services is requesting six (6) patrol vehicles that meet the City’s replacement criteria at a total cost of $24,000 per vehicle. The breakdown of this cost is as follows: $22,800 (including tax) to purchase the vehicle $ 1,200 to purchase outfitting equipment $24,000 2. Q. What is Facilities Maintenance using a color laser printer for? A. The colored laser printer will actually be used by all of the divisions in General Services (Parks, Street Trees & Medians, Facilities and Fleet). In addition, the Street Division, located at the Oak Facility, will also use this printer. The printer will be used to print colored documents such as maps, diagrams, pictures, etc., that will be used in special reports, proposals and/or presentations. Currently, staff will has to use the color printer at GIs or at Palomar Reprographics. Unfortunately, in order to retrieve these colored documents, staffhas to drive to Faraday or Palomar Reprographics (located at Palmer way adjacent to Daniels Cablevision) or the documents are interoffice mailed, which is inefficient and time consuming. 3. Q. Who is the 4x4 compact pickup truck for? A. This vehicle is part of the City’s vehicle replacement budget and it will be used by the City’s Water Department. If you have .my more questions, please do not hesitate to call Scott Carroll, of my staff (ext. 2992), or me at extension 2862. DOUG DUNCANSON EXHIBIT 5 June 2,2000 TO: MAYOR AND CITY COUNCIL FROM. Library Director RESPONSE TO COUNCIL INQUIRIES ABOUT SUNDAY HOURS Currently, Chula Vista Public Library, Coronado Public Library, fifteen branches of the San Diego Public Library and the Poway, Fallbrook, Ramona, Del Mar and Lakeside branches of the San Diego County Library are open on Sunday. All of these libraries are open from 1:00 PM until 5:OO PM on Sunday. In addition, San Diego County Library branches in El Cajon, Vista and Rancho Santa Fe will be open on Sunday beginning October 2000.and the branches in Encinitas and Rancho San Diego are scheduled for Sunday hours in FY 2002. CLIFF LANGE EXHIBIT 6 June 2,2000 To: City Council From: Fire Division Chief, Emergency Operations PURCHASING OF REPLACEMENT AMBULANCES The fire department and fleet maintenance staffs are proposing the purchase of three replacement ambulances in accordance with Administrative Order #3. We have been asked to respond to a question concerning why we are not spreading the purchase of these ambulances over more than one year. Since one of the replacement criterions is mileage, the underlying and more operative question is why have all three units reached the mileage threshold at about the same time (i.e. why don’t we stagger the usage of the three units?). The fire department operates three ambulances, two in front line service and one in reserve status. Our service delivery goal is to have two fully operational units in service at all times, thus the need for at least one reserve unit. We have found it to be beneficial to periodically rotate the units bm fiont line service to for the,purpose of trying to even out the mileage among the three units. We feel this is beneficial ffom several perspectives: Makes best use of the warranty period on new vehicles. If a new vehicle is kept in reserve stam to keep down the mileage, much of the warranty period can be used up while the vehicle is essentially not being used. time enables us to standardize the design of the unit. the initial cost per unit down. Outfitting costs can be similarly reduced. 0 Promotes equipment standardization. Purchasing multiple units at the same Saves money. Usually, purchasing vehicles in quantities of more than one brings The option to spreading a given number of miles driven over three units is to spread the same number of miles over two units, resulting in the two units reaching the threshold mileage for replacement in a shorter period of time. We cannot see the benefit of using this option. It doesn’t result in any money savings that we can identify. Lastly, we do not plan to replace the ambulances only because they meet the mileage criteria. We will work with fleet maintenance to analyze the condition of the units, look at the maintenance records and identify any potential major repairs within the next year. Based upon this analysis, the delivery time for a new units and the annual usage, we will determine whether purchasing one or more units is justified. Brian Watson June 23,2000 TO: MAYOR AND COUNCIL MEMBERS - VIA: City MGa& FROM: Finance Director CITIZEN WORKSHOP INPUT AND INFORMATION REQUESTS ON THE 2000-01 BUDGET Since the Council workshop there has been several requests made for additional information. In addition, staff held two Citizen’s Budget Workshops. The attached documents were assembled based on these requests and include the following: Exhibit Description No. 1 Summary of comments from Citizens Budget workshops. 2 Bus Bench Issue Statement 3 Fire Truck replacement Dog Park Budget - the $36,000 budgeted in the CIP for the dog park is for construction. That includes a curb cut, decomposed granite parking lot, minimal perimeter landscaping, water meter, dog drinking fountain and fencing. The design will be done in-house Dove Library Costs - The original budget for the library back in 1990 was $11.5 million for construction costs. This does not include the land cost of approximately $2.5 million. Total costs to date are about $19 million which includes the land cost, and $200,000 for books. If you have any other questions regarding the 2000-01 budgets, please feel free to call me. LISA HILDABRAND Attachments EXHIBIT 1 CITIZENS'S BUDGET WORKSHOPS The following comments were received at the workshop held on June 14 at the Dove library. There were approximately 16 people who attended this workshop. 1. Can the City add a CIP project to install landscaping and irrigation in the Alga Road Median from El Camino Real to Alicante? Response: The City has a median upgrade project in the CIP from Alicante to El Fuerte, but nothing that addresses this section of the road. Staff had identified this as a developer responsibility of Villages of La Costa North. 2. What are the future plans for Pine School? Northwest quadrant projects seem to be given lower priority than others. Would like to see Pine School done sooner. An interim plan for Pine School is going to Council via a staff report soon. The ultimate improvements are in the CIP and possible amenities and timing were reported as part of the presentation. 3. Is the Trail System on the City's priority list? Funding of the trail system is not in the CIP, however, the City is requiring developers to build segments of the trail within their developments - or requiring them to reserve easements for future trails. In addition, a city team wiil be working on this in the upcoming year. 4. When will the golf course be completed? Construction will begin once permits are obtained. Timing is unknown - but the City hopes to begin construction in the 2000-2001 fiscal year, 5. What is being done about the pedestrian safety issue along Carlsbad Boulevard adjacent to Buena Vista Lagoon? When are the guardrails being installed? She would like to see the project moved up and believes this is a dangerous situation. The City is currently collecting information and staff will be preparing a report. The proposed UP includes $105,000 for this purpose. 6. When is the City installing bike trails around the lagoons and across the rail corridor? There is no money in the budget for the bike trails along the lagoons. The Coastal Rail Trail project will extend along the railroad tracks, and staff will consider the issue of lateral crossings with the trail plan. 7. How much does the Stay and Play cost for the other sites (Buena Vista/Jefferson)? The cost is $29,000 per site. 8. Can the City separate the Faraday and Melrose road projects into two projects and move up the Melrose piece up in time? Council and Staff have recommended keeping the projects together because opening Melrose without Faraday could create traffic failures on Palomar Airport Road. In addition, the City is working on a combined financial plan for both roads so costs can be shared more equitably. The second workshop held at 5pm at the Faraday building was attended by about 15 people. The following questions/comments were received: 1. What is the funding for the golf course? Lisa Hildabrand explained the funding. 2. Many questions were asked surrounding advancing construction of the pool. Issues: How many sites are being considered? What is the timing? Who is preparing the report? How can citizens get input into the report? When will the report be done? Will staff make a recommendation in the report? What is the criteria staff will use? When will the report be available for public review? What are the costs? When will we have a concept plan for the pool? Staff explained that a report is being prepared by staff, which outlines alternatives. A major issue is growth management and what the trade offs would be if the pool is moved up. Staff indicated that the needs of the citizen group were understood, and additional input was not needed to complete the report. The citizens were encouraged to voice their concerns when the report was brought to council. The citizen group was frustrated with the length to get a pool constructed and why this wasn't a higher priority. Staff agreed that projects sometimes take a very long time. Previous city surveys did not show that a pool was of high priority to most citizens in relation to other needs. 3. Why is there a barricade at the Oceanside border or College Boulevard? Opening up the barricade will add traffic, which would fail the ECWamarack intersection - and would place an additional traffic burden on Tamarack west of ECR. Opening will occur once College is extended to ECR or the College/Cannon connection is made to ECR. This is expected to occur in about 2 year, depending on development. 4. When will we build the Fire Station at Calavera Hills? There is a sign there that says (Future Fire Station) which gives the impression that it will be constructed soon. Can we change the sign to include the date on anticipated construction? The existing station meets current growth management standards. There are plans to relocate the station on Chestnut Avenue once there is a growth management need to do so - the relocation is shown in the CIP in years 6-10. Staff is researching whether to take the sign down until a construction date is known. Summary The attendance at these workshops was more that we have had in past years. Although some people came with a single issue in mind, they learned about other aspects of the budget. EXHIBIT 2 June 20,2000 TO : DOUG DUNCANSON, PUBLIC WORKS MANAGER FROM : Gary Jenner, Fleet Maintenance Supervisor FIRE TRUCK REPLACEMENT Ere truck F316 is scheduled for replacement this fiscal year 99/00. This unit is a 1987 Beck, built on a Ford C-8000 chassis. The current mileage is 109,200. The replacement criteria for fire trucks as stated in Administrative Order No. 3 is 15 years or 110,000 miles (which will be met in the near future). Between the years 1989 through 1999, the maintenance costs have been $67,500. This truck was built on a medium duty commercial delivery truck chassis. The small displacement low horsepower medium diesel engine limit this truck's availability to only specific stations. The water storage tank on F316 is leaking. Because of the additives in the water to assist in fire fighting this leak'has caused the undercarriage of the truck to corrode. The water tank and under carriage components (rear springs, u-joints and brake chambers) need to be replaced. This work has not been done, since the truck was scheduled for replacement. Since Beck is no longer in business, the water tank would have to be custom made. There is one fire truck budgeted in the 2000-01 budget. Although there are a couple of existing fire trucks that meet the criteria for replacement in the next year, staff will be evaluating the maintenance records to determine which one will be replaced next year. Fire trucks are not used in the same manner as other types of heavy duty fleet trucks. They sit in the station until a call comes through. Cold starts, heavy acceleration, heavy braking and long idling periods lead to higher wear on engine components. Heavy braking, crossing curbs and going off-road leads to cabs and bodies cracking and corroding. The frames flex and become brittle and break in high stress areas such as spring hangar mounts and cross members. Suspension components become fatigued from carrying a constant load. The fire pumps and accessories are cast iron and wear due to the action of the water flowing through them. The more sophisticated electrical and pneumatic systems break down over the years of extreme use. GARY JENNER GWJ:sw EXHIBIT 3 Funding for Bus Benches Backqround At the City Council meeting of June 6, 2000, a citizen addressed the City Council under the Public Comment agenda item and requested that the City of Carlsbad install 40 bus benches at bus stop locations having high boardings. The City Council directed staff to explore with the North County Transit District the possibility of a 50150 cost sharing of the bus benches. The City of Carlsbad does not routinely provide bus benches at the bus stops located in Carlsbad. Over the years the City has on occasion, however, installed a bench at several locations. Bus benches are an amenity to help the transit user (bus rider) have a more pleasant experience when using transit. Many transit users are elderly, disabled, or otherwise have a health condition that makes standing and waiting for the bus difficult. The North County Transit District, at their Board of Directors work session on January 29, 2000 recognized the need to "develop a strategyiplan regarding improved bus stop amenities (i.e.. shelters, benches, etc." and they placed this issue in priority category 3, which is "other areas for organizational focus". NCTD Executive Director Martin C. Minkoff in his letter of June 15, 2000 to Public Works.Director Lloyd Hubbs (copy attached) indicated that the District is reluctant to participate at this time in a joint-purchase program of benches that benefits only one city. & Should the City of Carlsbad provide amenities (bus benches) for transit users at bus stop locations established by NCTD in coordination with the City? Request Install 40 bus benches at a purchase, shipping, and handling cost of about $12,000. Installation costs by City forces would be approximately $5,200. Council Options 1. Wait for NCTD to complete their FAST FORWARD planning effort to determine future needs and direct staff to collaborate with NCTD on a cost-sharing program for bus benches at that time. 2. Budget the City of Carlsbad pro rata share of $6,000 for 40 bus benches as well as the $5,200 for installation by city forces and then negotiate with NCTD for them to obligate their $6,000 share into their budget. 3. Provide funding of $12,000 in the 2000-01 budget for the benches plus an additional $5,200 for installation by City forces. June 15,2000 .L' NCTD hk. Lloyd B. Hubbs, P.E. Public Works Director City of Carlsbad 1635 Faraday Avenue Carlsbad, CA 92008-73 14 RE: Bus Benches in Public Right-of-way Dear Mr. Hubbs, RECEnrED Thank you for your letter of June 12 regarding the possibility of a joint City-NCTD purchase of benches for bus stops in the City of Carlsbad. NCTD sincerely appreciates the City's offer to participate in improvement of bus stops serving Carlsbad residents. As you know, NCTD is currently engaged in a major study (FASTFORWXRD) to determine what the District's service needs and structure should look like in the next ten years. As part of thrd study, an evaluation of capital and facility needs, including bus stops, will be conducted. We are awaiting the completion of the capital needs component of the study in order to identify and adopt placement and design standards for benches and other bus stop amenities, as well as maintenance requirements and suggested levels of participation by each jurisdiction. FAST FORWARD is.scheduled to be completed by December, 2000. Because these placement and design standards have not yet been identified or adopted, the District is reluctant to participate in a joint-purchase program benefiting only one city at this time. We are well aware of the need for improved bus stop amenities, and have identified this issue as a priority for District action. We would encourage the City to budget for the proposed benches at a level the City feels acceptable, with the assurance that the program NCTD ultimately adopts will complement your program as well as that of the other cities which have already installed benches. Thank you again for the City's interest in making this public improvement. Sincerely, Executive Director W cc: NCTD Board Members Ray Patchett, City Manager Karen King, Director of Development and Communications Thomas Lichterman, Director of Transportation Services RICIURD CRlSPEEN 23'18 Terrazs Ribera Carlsbad, California 92009 760 431 848.i email: misuen@imchell.net City of Carlshad City Council 1200 Carlsbad Village Drive Carlshad. California Re: Center Divider on Alga Road, between El Camino Real and Alicante Dear Council Mem- I was recently appointed to the position of President of the Alga Hills Homeowners Association. The Alga Hills community consists of 240 homes. Access to the development 6om El Camino Real is via Alga Road and Alicante. As you know, Alga Road is heavily traveled and trees are planted on the center divider all the way to A number of residents have mplained over the years about the condition of the referenced center divider. Melrose, with the exceDtion of the referenced two-block area which is dirt only! It is our understanding that this two-block long center divider was installed in 1985 and that the construction timeline is several years away. landscaping is linked to a proposed development north of Alga Road. We have been informed that the The landscaping of this area is long overdue and the Alga Hills Homeowners Association, on behalf of its members, respectfully requests !hat you take the necessary steps to expedite this project. Sincerely, 'Richard Crispen v, 7 0 n .. 7 n U G 7 3 0 u v) S L 1. 8 S 0 U QI 3 v) v) H .. QI > 0 Q & Ir 0 S n 0 0 W QI v) u e QI m v) 3 G P m 2 0 0 e 4 t; 2 0 3 u b 8 0 0 N U m Lrjj r 2 0 e 0 4 t; Z 0 3 U n U 0 c, a, v) m a, S b .- 0 S U 0 0 4 mi 4 4 -# n 0 0 Nii 6Ff 0 II a, v) m a, W S L .I W 0 0 I\’ m 4 E 0 0 L c, v) a, W S m L rl 0 0 0 b PROOF OF PUBLICATION (2010 & 2011 C.C.P.) STATE OF CALIFORNIA County of San Diego I am a citizen of the United States and a resident of the County aforesaid: I am over the age of eighteen years and not a party to or interested in the above-entitled matter. I am the principal clerk of the printer of This space is for the County Clerk's Filing Stamp North County Times formerly known as the Blade-Citizen and The Proof of Publication of Times-Advocate and which newspapers have been adjudged newspapers of general Notice of public H=arir.g circulation by the Superior Court of the County of San Diego, State of California, for the cities of Escondido, Oceanside, Carlsbad, Solana Beach 1 and San Dieao Countv: that the notice of which .r the annexed"is a priited copy (set in type not smaller than nonpareil), has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit: Jw.e 10, 17, 2000 I certify (or declare) under penalty of perjury thai the foregoing is true and correct. Dated at this of sar. Marcos , California 19th day Jur.e, 2000 NOTICE OF PU HEARING CITY OF CARLSBAD THIS PUBLIC HEARING. ORlG INALLY SCHEDULED FOR JUNE 20.2000, HAS BEEN RESCHEDULED FOR JUNE 27,2000 The City of Carlsbad will hold a public hearing on Tuesday, June 27, 2000 at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive, Carlsbad, California, to discuss the 2000-01 Operating Budget and the 2000-01 to Buildout Capital Improvement Program Budget. This budget includes an appropriation of the 1999- 00 AB 3229 funds in the amount of $176,960 to be used to fund the police year round bicycle patrol program. Also included will be discussion on the Carlsbad Municipal Water District Operating and Capital Improvement Program Budgets as well as discussion on behalf of the Housing and Redevelopment Board regarding the City development fees and general fees and the Appropriation Redevelopment Budgets. The City Council will also discuss selected Limitation for fiscal year 2000-01. their views and comments to the City Council. Interested parties are invited to attend this meeting and present City Clerks Office, 1200 Carlsbad Village Drive, or the two libraries: Copies of the budget are available for public inspection at the Cole Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove Library, 1775 Dove Lane, Carlsbad. Written and telephone inquiries may be directed to Lisa Hildabrand of the Finance Department, 1635 Faraday Avenue, Carlsbad. 602-2430. Legal 67339. June 10,17,2000 NORTH COUNTY TIMES Legal Advertising NOTICE OF PUBLIC HEARING CITY OF CARLSBAD THIS PUBLIC HEARING. ORIGINALLY SCHEDULED FOR JUNE 20,2000, HAS BEEN RESCHEDULED FOR JUNE 27,2000 The City of Carlsbad will hold a public hearing on Tuesday, June 27, 2000 at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive, Carlsbad, California, to discuss the 2000-01 Operating Budget and the 2000-01 to Buildout Capital Improvement Program Budget. This budget includes an appropriation of the 1999-00 AB 3229 funds in the amount of $176,960 to be used to fund the police year round bicycle patrol program. Also included will be discussion on the Carlsbad Municipal Water District Operating and Capital Improvement Program Budgets as well as discussion on behalf of the Housing and Redevelopment Board regarding the Redevelopment Budgets. The City Council will also discuss selected City development fees and general fees and the Appropriation Limitation for fiscal year 2000-01. Interested parties are invited to attend this meeting and present their views and comments to the City Council. Copies of the budget are available for public inspection at the City Clerks Office, 1200 Carlsbad Village Drive, or the two libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove Library, 1775 Dove Lane, Carlsbad. Written and telephone inquiries may be directed to Lisa Hildabrand of the Finance Department, 1635 Faraday Avenue, Carlsbad, 602-2430. PUBLISHED: June 10 and 17.2000 PROOF OF PUBLILATION (2010 & 2011 C.C.P.) STATE OF CALIFORNIA County of San Diego I am a citizen of the United States and a resident of the County aforesaid: I am over the age of eighteen years and not a party to or interested in the above-entitled matter. I am the principal clerk of the printer of North County Times formerly known as the Blade-Citizen and The Times-Advocate and which newspapers have been adjudged newspapers of general circulation by the Superior Court of the County of San Diego, State of California, for the cities of Escondido, Oceanside, Carlsbad, Solana Beach and San Diego County; that the notice of which the annexed is a printed copy (set in type not smaller than nonpareil), has been published in each regular and entire issue of said newspaper and not in any supplement thereof on the following dates, to-wit: Jure 4, 2000 I certify (or declare) under penalty of perjury that the foregoing is true and correct. Dated at shr. “cos , California this 5th day JW.c, 2000 of This space is tw the County Clerk’s Filing Stamp RECEIVED JUN 13 Proof of Publication of Notice of Public Hearkg NOTICE OF PU HEARING CITY OF CARLSBAD The City of Carlsbad will hold a public hearing on Tuesday, June 20, 2000 at 6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive, Carlsbad, California, to discuss the 2000-01 Operating Budget and the 2000-01 to Buildout Capital Improvement 00 AB 3229 funds in the amount of $176,960 to be used to fund the Program Budget. This budget includes an appropriation of the 1999- police year round bicycle patrol program. Also included will be discussion on the Carlsbad Municipal Water District Operating and Capital Improvement Program Budgets as well as discussion on behalf of the Housing and Redevelopment Board regarding the Redevelopment Budgets. The City Council will also discuss selected City development fees and general fees and the Appropriation Limitation for fiscal year 2000-01. interested patties are invited to attend this meeting and present their views and comments to the City Council. Copies of the budget are available for public inspection at the City Clerks Office, 1200 Carlsbad Village Drive, or the two libraries: Cole Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove Library, 1775 Dove Lane, Carlsbad. Written and telephone inquiries may be directed to Lisa Hildabrand of the Finance Department, 1635 Faraday Avenue, Carlsbad, 602- 2430. Legal 67239. June 4,2000 NORTH COUNTY TIMES Legal Advertising CITY OF CARLSBAD California Preliminary OPERATING BUDGET & CAPITAL IMPROVEMENT PROGRAM FY 2000 - 2u01 \ City of Carlsbad Preliminary 2000-01 Operating Budget and Capital Improvement Program Mayor Claude "Buddy" Lewis City Council Ramona Finnila Matt Hall Ann Kulchin Julie Nygaard City Marraaer Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand, C.P.A. CITY OF CARLSBAD. CALIFORNIA TABLE OF CONTENTS 2000-01 BUDGET Council's Five-Year Vision Statements ............................................................................... i Organlzatlon Chart ii OPERATING BUDGET Overview ............................................................................................................................. 1 Projected Fund Balances .................................................................................................. 14 Revenue Estimates ........................................................................................................... 16 Expenditure Schedule ............................................................. ......................................... 23 Personnel Allocations ..................................................................................................... 26A Proaram Summaries .. .............................................................................................................. Policy 8 Leadership Group City Council .................................................................................................................. 28 City Clerk ..................................................................................................................... 29 City Treasurer .............................................................................................................. 31 City Manager .................................................................. ; ............................................ 33 Public Information ........................................................................................................ 35 City Attorney ..................................................................................... i .......................... 36 Administrative Services Administrative Services Administration ........................................................................ 38 Finance ........................................................................................................................ 39 Purchasing ................................................................................................................... 42 Human Resources ........................................................................................................ Recods Management .................................................................................................. 46 Worker's Compensation ............................................................................................... 48 Risk Management ........................................................................................................ 49 Health Insurance ............................................ ; ............................................................. 50 Information Systems .................................................................................................... 51 Miscellaneous Non-Departmental ................................................................................ 53 Public.Safetv Public Safety Summary ................................................................................................ 55 Police Department Summary ....................................................................................... 56 Administration .............................................................................................................. 59 Field Operations ........................................................................................................... 60 Volunteer Program 62 Traffic 61 Reserve Officer Program ............................................................................................. 63 Canine ......................................................................................................................... 64 Lagoon Patrol ............................................................................................................... 65 Investigations ............................................................................................................... 66 Vice/Narcotics .............................................................................................................. 67 Juvenile Diversion ........................................................................................................ 68 Property 8 Evidence .................................................................................................... 69 Policy 8 Leadership Group Summary .......................................................................... 27 Administrative Services Summary ............................................................................... 37 ........................................................................................................................... ...................................................................................................... TABLE OF CONTENTS Paae Two Public Safety (continued) ............................................................................................................ ................................................................................................................... Task Force 71 Family Services 70 support Operations ...................................................................................................... 72 D.A.R.E ........................................................................................................................ 73 Crime prevention ..................................... : .................................................................... 74 police School Resource Officers ............................. ; .................................................... 75 Communications Center ............................................................................................... 76 Police Records ............................................................................................................. 77 Various Asset Forfeiture ............................................................................................... 78 Bicycle Patrol .............................................................................................................. 79 Fire Department Summary ........................................................................................... 80 Administration .............................................................................................................. 82 Emergency Operations ................................................................................................ 83 Weed Abatement 85 Fire Prevention 84 Disaster Preparedness ..... : ........................................................................................... 86 ............................................................................................................. ......................................................................................................... Community DeveloDment Community Development Summary ............................................................................. 87 .. Admlnlstration ... : .......................................................................................................... 88 Land Use Planning ...................................................................................................... 90 Geographical Information System ................................................................................ 92 Economic Development ............................................................................................... 93 Housing 8, Redevelopment Summary 95 Building Inspection 94 ....................................................................................................... .......................................................................... Redevelopment Operations ......................................................................................... 96 Low/Moderate Income Housing .................................................................................... 98 Housing . Rental Assistance ........................................................................................ 99 Affordable Housing .................................................................................................... 100 Community Development Block Grant ....................................................................... 102 Community Services Community Services Summary .................................................................................. 103 Library Summary ........................................................................................................ 104 Georgina Cole Library ................................................................................................ 105 Dove Library .............................................................................................................. 106 GenealogylLocal History ............................................................................................ 108 Centro de lnformaclon 109 Technical Services ..................................................................................................... 110 Collection Development & Acquisitions ...................................................................... 111 Media Services ........................................................................................................... 112 Adult Learning Program ............................................................................................. 113 .. ............................................................................................... . TABLE OF CONTENTS Paqe Three Communitv Services (continuedl Cultural Arts Summary ............................................................................................... 114 Arts Office .................................................................................................................. 115 Arts Special Events 118 Sister City 117 Recreation Summary ................................................................................................. 119 Park and Recreation Management ............................................................................. 121 Recreation Fee Supported ......................................................................................... 123 Recreation -Aquatics ................................................................................................. 125 Recreation - Agua Hedionda Lagoon ......................................................................... 127 Recreation Operations ............................................................................................... 128 .................................................................................................................. .................................................................................................... Senior Programs ........................................................................................................ 130 . . . . . . . .. - . " . . . . Public Works Public Works Summary .............................................................................................. 133 .. public Works Admlnlstration ....................................................................................... 134 Engineering ................................................................................................................ 135 General Services Summary ....................................................................................... 139 Park Maintenance ...................................................................................................... 140 Facllltles Maintenance ................................................................................................ 143 Median Maintenance .................................................................................................. 146 Vehicle Replacement ................................................................................................. 149 Carlsbad Golf Course ................................................................................................. 150 Maintenance & Operations Summary ........................................................................ 151 Street Maintenance ..................................................................... : .............................. 153 Traffic Signal Maintenance ......................................................................................... 155 Street Lighting ............................................................................................................ 157 Buena Vista Channel Maintenance ............................................................................ 158 Water Operations ....................................................................................................... 159 Wastewater Operations .............................................................................................. 161 Solid Waste ................................................................................................................ 163 ... Street Tree Maintenance ............................................................................................ 145 Vehicle Maintenance .................................................................................................. 147 CAPITAL IMPROVEMENT PROGRAM Overview ......................................................................................................................... 165 Projected Fund Balances ................................................................................................ 175 Revenue Estimates ......................................................................................................... 177 Current & Future (1999-00 to Buildout) Projects 179 Budget Expenditure Schedule 178 Analysis of Available Balances ........................................................................................ 187 APPENDICES Planned Capital Outlay Requests ................................................................................... 195 Conference Travel Requests .......................................................................................... 198 Glossary ......................................................................................................................... 203 ......................................................................................... ............................................................. . . .. .. .. i *, . .e,_ .. :*.-... . . .. . . .. i..,. ...~ ..... .. Carlsbad City Council 2000 FIVE-YEAR VISION STATEMENTS .:. City Council continues to clarify and pursue the vision of Carlsbad that reflects the pride and quality of life for all who live, work, and play here. Carlsbad’s.. . 1. Diverse and healthy economic base provides opportunities for employment to the ’ residents of Carlsbad, economic vitality to the community, and the necessary revenues to support City services. 2. Policies and decisions implement the General Plan, enforce the Growth Management Plan, maintain the safety and security of its citizens, and are based on what is best for Carlsbad. 3. Leadership role in local and regional planning issues actively involves confkonting governmental issues at the local, state and national levels. 4. Operates an open government for the betterment of the community in a non-partisan manner while encouraging active citizen participation and involvement with the City Council, and the City’s Boards and Commissions. And Carlsbad Efficiently and Effectively. . . 5. Delivers top-quality public services. 6. Manages environmental concerns proactively, including: 0 open space 0 water quality/conservation 0 beach erosion 0 air quality 0 resource conservation and waste reduction 0 wildlife habitats 7. Has a safe and efficient integrated transportation system. 8. Maintains Citywide “small town” community spirit. 9. Has a community where continuous and life-long learning are supported and embraced for people of all ages. i 11 """""""I I" OPERATING BUDGET 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 schoois 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 ievenues 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 Strategic Goals for the City are developed next. The goals further define the methods to be used to achieve the vision and call out areas in which Council would like to place special emphasis during the year. Once these are developed, staff develops operational goals based on Council’s direction. These City of Carlsbad 2000 Strategic Goals Ensure the effective and efficient delivery of top- quality services to our Community. Develop and implement proactive strategies to ensure the financial health of the Community and the City. Integrate a comprehensive, efficient transportation system with “quality-of-life” centered land use decisions. Enhance educational opportunities for all segments of the Community. operational goals are the basis for the development of the operating budget. 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. It allocates the resources and sets the priorities for all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and play. 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 2500 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 development over the 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. 1500 500 0 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 Millions) PROJECTED 7.4% -20.0% -0.5 2.0 2.5 REDEVELOPMENT 5.5% INTERNAL SERVICE 8.7% ENTERPRISE 7.1% 10.4 SPECIAL REVENUE 69.4 CHANGE DIFFERENCE 2000-01 1999-00 FUND GENERAL FUND PERCENT ESTIMATED $74.3 11.3 4.9 24.8 23.5 0.9 0.7 10.2 9.5 1.3 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) REVENUE TYPE PERCENT PROPERTY TAX SALES TAX 20.3 TRANSIENT OCCUPANCY TAX 20.5 20.1% 3.4 7.1% 4.9 74.3 69.4 TOTAL -2.6% -10.6% -0.4 -0.7 15.0 5.9 6.6 15.4 ALL OTHER REVENUE 5.6% 0.2 DEVELOPMENT RELATED REV. 3.8 11.4% 3.6 0.9 8.8 7.9 VEHICLE LICENSE FEES 7.9% 1.5 PROJECTED ESTIMATED 1999-00 2000-01 19.0 16.9 CHANGE DIFFERENCE 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. $25 7 ~ ~ +Property Tax ! +Sales Tax 1992 1994 1996 I998 2000 ,,, 3 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 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 VL.F 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 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 Revenues from All Other revenues are difficult to predict as many of the planning and engineering Special ' Revenue funds are expected to total $11.3 million; an increase of $900,000 from 1999- 00. The types of services supported within Special Revenue funds include ' programs funded by specific revenue streams such as grants (Section 8 Housing Assistance, fees and assessments (Housing 1 Infrastructure Section 8 - 27% Community Development Block Grants), donations, special -rust 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 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 1990s. 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 time transfer from the General fund in 1999-00 of over $500,000 for the purchase of Tyler Court expected to decline from 1999-00 levels by $500,000. The decrease is mainly due to a one- 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- 7 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. ." .. . ~~ .. ~ BUDGET - ". EXPENDITURE SUMMARY (In Millions) __ PROJECTED' ESTIMATED 1999-00 8.6 23.5 11.5 4.2 FUND GENERAL FUND SPECIAL REVENUE ENTERPRISE REDEVELOPMENT PERCENT 2000-01 ~ 6.0% " ." ~~ ... . 1.4 24.9 . . . ~" ~ "" -1 5.0% -1.3 7.3 -2.5% -1.8 71.5 73.3 CHANGE DIFFERENCE 11.3 1.6 -0.2 -1.7% -2.6 -61.9% " . .. INTERNAL SERVIC ~ -...___-__ ." I I I I TOTAL 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 ~~ . ...~ PUBLIC WORKS 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 lnformafion 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 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 Works staff. and decreases in the Enterprise funds are due to the reallocation of Public i 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 penonal 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 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. 13 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES UNRESERVED BALANCE ESTIMATE0 ESTIMATE0 FUNO BALANCE PROJECTED FUNO JULY 1. 1999 REVENUES , EXPENDITURES TRANSFERS JUNE 30. 2000 GENERAL FUND 1 SPECIAL REVENUE INFRASTRUCTURE MAINTENANCE POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 6 HOUSING TRUST FUNO AUDIO-VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GlFTSlBEQUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLF1 ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS COBG ENTITLEMENTIREHAB CARLSBAD COMMUNITY CONTRIB. ARTS GENERAL DONATIONS ENTERPRISE WATER OPERATIONS RECYCLE0 WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT GOLF COURSE INTERNAL SERVICE WORKER'S COMP SELF 1NSURANCE RISK MANAGEMENT HEALTH INSURANCE VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION SYSTEMS IREDEVELOPMENT OPERATIONS DEBT SERVICE LOW AN0 MOD INCOME HSNG 39.220.617 0 460.650 152.546 142.051 153,154 6.667.034 0 102,361 23.360 707.079 163,760 1,087,774 724.241 82.584 158.490 54.922 0 101,592 4,205 1.019.5SO 57.402 6.032.629 693.225 3.506.367 2.341.531 20.000 1,221,944 3,057,045 127.3961 243.185 4,590,136 1,123,242 300.927 957.761 1,552.129 69.403.000 2,068.000 70.000 164.316 5.000 2,762,935 1.605.000 61.500 166,000 93.000 609,200 455,500 790.800 38.029 155,320 139.680 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 1,819.949 430.700 67.490.530 0 165.000 125.000 120.000 2.770.000 1.274.939 45.000 5.000 38.000 463,304 396,891 701.615 9.266 154,150 212.744 26.875 194,805 100,496 700.000 33,050 16,wO 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 1.722.795 250.wO 1250.0001 41,133.087 2,068.000 365.650 211,864 27.051 146,089 7.197.095 16.500 , 265.361 78.360 852.975 220.369 1.176.959 753.004 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 2,900,431 260.000 964.300 3,354332 111.396) 705,979 4,691,830 861,917 310.020 496.787 260.034 TOTAL OPERATING FUNDS $76,886,296 $1 15,276,931 $1 11.602.076 80 $80,561,149 14 CITY OF CARLSBAD 0P.ERATlNG FUNDS PROJECTED FUND BALANCES PROJECTED BALANCE ESTIMATE0 ESTIMATED FUN0 PROJECTED BALANCE FUND JULY 1, 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2001 GENERAL FIJND I ]SPECIAL REVENUE 1 INFRASTRUCTURE MAINTENANCE POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST FUND AUOIO.VISUAL INSURANCE LIBRARY ENDOWMENT FUND LIBRARY GlFTSlBEOUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLFI ARTS SPECIAL EVENTS SENIOR NUTRITlON SENIOR DONATIONS COBG ENTITLEMENTIREHAB CARLSBAD COMMUNITY CONTRIB. ARTS GENERAL DONATIONS ENTERPRISE WATER OPERATIONS RECYCLE0 WATER OPERATIONS SEWER OPERATIONS SOLID 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 41.133.087 2.068.000 365,650 21 1.664 27.051 146.089 7.197.09S 16.500 265,361 78.360 652,975 ' 220.369 1,176,959 753.004 83.754 85.426 53.547 25.195 127.036 7.205 1.038.500 74.902 5,684,828 557,725 3,541,367 2.900.431 250.000 969,300 3.354.332 111.3961 705.979 4.691.836 861,917 310.020 496.787 260.034 74.2S8.000 3.150.000 35.000 5.OOO 98.923 3,045,300 1,500,000 55.500 13,000 40.000 622.500 472.200 783.500 39.029 143.000 135.000 28.000 215,000 106.000 717,504 56.000 34.000 16.834.000 1,329,700 5.322.500 741.000 600.000 636.000 887.400 2.475.000 1.533.655 1.497.622 3,255.662 190.000 1.410.000 368.000 71.490.429 1.000.000 0 22,600 176.960 0 3.141.395 238.875 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 16,717,953 1,606,004 6.080.238 167.918 380.000 921.347 1.203.842 11.000.0001 2,551,301 1,554,605 1.516.523 3,563,727 440,961 280.000 1,082,000 1280.0001 121,955 (4.900.658 5.218.000 378,050 39.904 125.974 50.594 8.458220 22.000 268,361 58,360 886.336 165,530 1,202,935 499,167 56,754 61.426 54,632 44,261 133,096 7.205 1.034.500 108,902 5,780.875 281.421 2,783,629 3,473,613 470.000 603.953 2.037.890 107.6971 705.029 4,670,935 553.852 339,059 544.787 50B.OTg TOTAL OPERATING FUNDS $80,561,143 $122,633,595 $1 16.674.554 $0 WS.620.190 15 CllV OF CARLSBAD OPEfIATING FUNDS REVENUE ESTIMATES TAXES PROPERTY TAX ACTUAL REVENUE PROJECTED REVENUE I ESTIMATE0 REVENUE REVENUESOURCE 1998-99 1999-w I 2wo-01 GENERAL FUND I I TRANSIENT TAX SALES TAX FRANCHISE TAX BUSINESS LICENSE TAX TRANSFER TAX TOTAL TAXES INTERGOVERNMENTAL VEHICLE LICENSE FEES TOTAL INTERGOVERNMENTAL OTHER LICENSES AND PERMITS BUILDING PERMITS TOTAL LICENSES & PERMITS OTHER LICENSES & PERMITS CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES INCOME FROM INVESTMENTS AND PROPERTV INTERDEPARTMENTAL CHARGES OTHERREVENUESOURCES $14.195.095 S16.9W.Mo 18.955.QW 7.9w.m 2.545.W 1.529.wO 1.1w.m 49.229.000 17,123,474 7,070,249 1,954,185 1.737.850 1.080.645 43,108,439 4 3,254,818 3.6W.000 1.049.m 4.649.m 516.093 3.880.91 1 2.524.063 2,180.m 1,302,823 1.027.m 3.826.686 3.207.m - " 853.255 1,658,345 1.485.wo 5w.m 1,700,758 858.112 1.4w.m 1,034,345 I .m.m f.117.wO 483.625 6,586,438 550.m 6.052.m " 804.258 815.W 1.992.453 2.350.0M 1.933.820 1.1w.m 1.19O.W9 1.m.m S20.291.wI 20.475.W 8.795.02 2.542.W 1.924.W 3.777.m 1.982.w( 1.337.m 450.m 1.260.m 1.151.wO 1.16o.m E 2.225.W t" 2.1w.m TOTAL GENERAL FUND 69,323,074 74.258.m AS % OF FY 98-99 PROJECTED 2m-01 DIFFERENCE 1999-W TO 20.1% 8.0% 11.3% 3.391.m 1.52O.oM a95.m 3.8% 97.m 5.2% 95.m .10.0% l11o.m1 12.0% 5.888.000 L _j -15.4% 4.9% 177.m I1e1.ml 0.3% 16.W " -10.0% 1218.0M)I -10.0% -10.0% - 1321.wOl 1103.wOI " -10.0% 150,MX)l I148.woI 114O.ooO1 1so.m 34.m 17.m 1127.wOI -10.0% -10.0% 15.0% 3.0% 3.1% -2.1% - 2.9% 24.m .5.3% 1125.am1 0.0% 0 -50.0% I600,MoI 7.0% 16 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE OF FV 99-99 DIFFERENCE 1999-WTO REVENUE SOURCE 1999~99 1999-00 PROJECTED 2000-01 2000-07 SPECIAL REVENUE FUNDS I INFRASTRUCTURE MAINT FUND ~ TRANSFER FROM GENERAL FUND INTEREST POLICE ASSET FORFEITURE ASSET FORFEITURES OTHER INTEREST TOTAL COPS GRANT - STATE FUNDING lAB32291 TOTAL INTEREST LAW ENFORCEMENT BLOCK GRANl FEDERAL GRANT INTEREST TOTAL MOUSING. SECTION 9 INTEREST FEOERALGRANT OTHER TOTAL HOUSING TRUST FUND INTEREST INCLUSIONARV HOUSING FEES OTHER TOTAL AUOIO-VISUAL INSURANCE INTEREST INSURANCE FEES TOTAL LIBRARY ENOOWMENT FUND INTEREST DONATIONS TOTAL 0 131.997 21.4711 153.171 0 156.729 10.021 175.749 P 89.709 3.352 92.060 2,591,549 10.733 2,741,611 39.329 P 1,655,438 381,075 3.052.839 5.326 350 55.095 65,455 2.351 58.m 2,000.Mx) 50.0% 2.068.W 52.3% 120.5% 82,003 I.wO.Oo0 1.082.m c 47.m 23,000 0 -57.5% 127.wOI -34.8% 19.m1 0.0% 70.000 -50.0% 135.m1 0 " 172.318 -100.0% 1172.3181 -59.3% 17.wOI .97.3% 1179.316l 12.m 184.318 " 0 0.0% 95,923 5.m 5.m 1978.5% -40.0% 12.mI 93.923 - 7.m 2.750.wO 5.935 2,752.935 42.9% 10.4% 3.m 286.W -IW.O% 15.9351 10.2% 282.955 - d 1.250.WO lo.m 1,505.W 345.m -27.5% 196.0001 0.0% 0 ll0.MOI 1105.m1 -1W.OZ 4.5% - 500 51.m 61.503 0.0% 0 -9.6% I5.MOl -9.6% l8.MoI 10.500 23.8% 2.600 1 Oo.m 157.5W 102.361 158.m .10o.O% -92.3% 1157.W1 1155.MOI - 17 CITY OF CARLSBAD REVENUE ESTIMATES OPERATING FUNDS ACTUAL PROJECTED PROJECTED 2W-01 2W-01 1998.99 1999-00 OF FV 98.99 ' 1999.00 TO REVENUE REVENUE AS % DIFFERENCE ESTIMATED REVENUE REVENUESOURCE LIBRARV GIFTSIBEOUESTS GIFTSIBEOUESTS INTEREST TOTAL TREE MAINTENANCE INTEREST MlSC. REIMBURSEMENTS TREE MAINTENANCE FEES TOTAL INTERDEPARTMENTAL MEDIAN MAINTENANCE INTEREST MEDIAN MAINTENANCE FEES TOTAL OTHER STREET LIGHTING INTEREST STREET LIGHTING FEES INTERDEPARTMENTAL OTHER TOTAL BUENA VISTA CREEK CHNL MAINT INTEREST 8UENA VISTA FEES TOTAL STATE GRANTS ICLSAI INTEREST GRANTS TOTAL STATE GRANTS IPLFI INTEREST GRANTS TOTAL 3.562 9D.W 1.082 3.w 4.644 S3.W -57.0% 153.WOI .S8.9% 0.0% 153.Wl 0 " 32.943 39.W' 2.6% 46.636 0.7% 0.0% 17.1% 1 .ow 300 0 12." 2.2% 13,300 45.500 481.505 454.700 70.W 70.W 609.200 611,184 - " 6,290 390.328 4w.500 422,700 7,5w I 4.0% 0.0% 0 16.200 441,544 44.928 455.m 41.5W 1.2% 3.7% 5w 16,700 48.602 60.003 53.500 583.939 53.500 604,300 38.500 65.W -28.0% 811.300 2.2% 8.3% 5.m I15.WOI 13.W 85,902 73.m 771,943 -14.1% 790.800 -0.9% Il0.3WI 17.3001 " - 29.701 3e.m 2.6% 99.520 129.221 29 0.0% 1.W 0 2.8% 1.oW 38.029 - 3.191 3.7w 151.620 17001 -7.1% 111,6201 155.320 -7.9% 112,3201 206.891 -18.9% 210.082 - 5.140 5.w 5.W .7.4% 1w1 86.810 134.280 91.750 199.680 P -3.2% -3.4% 14,2801 14.61101 18 ClTY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED REVENUE ESTIMATED 1998~99 AS % REVENUE 1999.w PROJECTED 2000-01 2wo-01 DIFFERENCE OF FY 98-99 1999-WTO REVENUE SOURCE REVENUE ARTS SPECIAL EVENTS P INTEREST 1.943 2.5W 2.000 I -20.0% I~MI TOTAL OONATIONS 29.914 27,971 23.000 13.0% 25.5W 3.000 9.8% 2.5W " SENIOR NUTRITION P GRANTS OONATIONS 110,000 -4.4% 15.0001 TOTAL 215.150 220.000 215.000 -2.3% 15.0001 0 111.255 115.000 103.895 105,000 105.000 SENIOR OONATIONS INTEREST TOTAL OONATIONS CDBG ENTITLEMENTIREHAB INTEREST OTHER GRANTREVENUE TOTAL ARTS GENERALIGALLERV DONATIONS DONATIONS INTEREST TOTAL CARLSEAO COMMUNITY CONTRIBTIONS INTEREST OP TRANSFER IN TOTAL 66.849 5,784 5.000 120.000 72.633 126,000 " 52.913 0 63.W 15.000 671.224 724.137 525.W .703,000 28.760 1.990 3.5w 30.000 30,750 33.5W P 22.694 52.000 782.694 7w.000 0 52.000 " 8.000 1 0.0% 0 -16.7% 120.000I .15.9% 120.0001 h - OI -1W.O% 0 -100.0% 115,000) 153.000I 14.8% 92.5M 2.1% 14.5M P 14.3% 5w 0 5w 0.0% 1.5% 7.7% 0.0% 4.000 0 7.7% 4.003 19 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED REVENUE REVENUE 1998-99 1999-00 REVENUE SOURCE ENTERPRISE FUNDS WATER OPERATIONS WATER 5ALES READY TO SERVE CHARGES PROPERTY TAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST SERVICE CONNECTION FEES ENGINEERING b PLAN CHECK FEES OTHER AGRICULTURAL CREDITS TOTAL RECYCLED WATER WATER SALES REAOY-TO.SERVE CHARGE RECYCLED WATER CREDITS OTHER INTEREST TOTAL SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENT CHARGES INTEREST TOTAL OTMER SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES 1A89391 NON-JURI5OICTIONAL FEES TOTAL OTHER GOLF COURSE TRANSFER FROM GENERAL FUND TOTAL OTHER 11.895.080 3.147.949 0 123.262 92.435 681.387 215.913 234.423 237.M2 165.389 16,907,104 114.323 P 10,950.wO 3,303.m 124.m 0 208.m 90.000 375.m 225.m 250.m 200.m 806.194 9w.m I 03.m 150.000 49.503 0 1,154,711 1.199.500 72.957 231.525 39.856 4.179 5,464,412 4.934.m 6.039 6.m 65.m 225.m 82.500 15.m 6.087.762 5.235.m 71.325 463,510 91.985 147.m 212.652 217.000 378.070 353.400 683.103 396 7s3.m 52.503 TOTAL ENTERPRISE FUNDS 28.629.596 23.530.400 ESTIMATE0 REVENUE 2000-01 11.2w.wc 3,339.W 875.000 124.W 209.m 93.000 235.W 162.000 241.W 248.m 108.WO 16.834.wO - 1 .m.m 175,020 105.400 49.300 1.329.703 8.W 70.m 170,603 5.322.500 15.W 150.m 211.m 353.000 27.wO 741.m - 6W.oW 24,827.203 - AS % OF FY 98-99 OIFFERENCE 1999.03 TO PROJECTED 2wo-01 3.2% 1.2% 360.m 0.0% 39.m 875.W 0.0% 0 0.5% 3.3% 3.m 1 .m -56.8% 1213,oWI -6.0% 115.wOI 49.m 16.W I2.wo) 1.102.m 24.0% 7.1% -1.8% 7.0% " 11.1% 1w.m 25.W 5.a lrnl 0 10.9% 130,203 16.7% 5.4% -0.4% 0.0% 2.6% 1n.m 0.0% 0 27.3% .24.2% I6,m 164.5031 0.0% 1.7% 87.503 0 2.0% 0.0% 3.m 0 -0.1% 1.001 115.Mal -3.0% 122.9411 -4&S% - 0.0% 0 0.0% 0 0.0% 0 6.5% 1.29~8m 20 ClTy OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE AS m DIFFERENCE OF FV 96-99 ' 1999-W TO REVENUE SOURCE 1998.99 1999-w PROJECTED 20ww INTERNAL SERVICE FUNDS 2000-01 I WORKERS COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL TOTAL OTHER LIA8ILITY SELF-INSURANCE INTEREST 99,777 504.112 536.m 537.382 33.493 651.m 0.0% -2.3% 115.0001 0 147.909 165.wO 15O.m -9.1 % 115.wOI INTERDEPARTMENTAL 691.327 737.m o.om 0 OTHER 9,765 TOTAL 649.001 0 902,400 o.om 0 -1.7% ll5,wOI HEALTH INSURANCE INTEREST 7.779 INTERDEPARTMENTAL REIMBURSEMENTS TOTAL 20.m 2.177.376 2.054.003 60.0% 110.m1 l3.W 0 2,789,436 2.472.003 o.lm 3.m 0.65 604.281 398.003 o.om VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,577,242 1.6W.wO 1.518.655 181,3451 INTEREST TOTAL OTHER 8.347 17.m .il.am 1,379 1.686.968 12.0031 -9.9% 1168,3461 185.003I 65.W 1.702.OW -1w.om VEHICLE REPLACEMENT INTERDEPARTMENTAL 1,075,573 1.142.700 1.347.622 I 17.9m 204.922 INTEREST 206.646 -16.9.h 135.0031 OTHER TOTAL 1.404.420 119,201 1.327.700 0 1.2.8m o.om 169.922 0 - " INFORMATION SYSTEMS INTEREST 52.301 INTERDEPARTMENTAL 1,564,400 OTHER TOTAL 1.616.607 -33.3~ 125,0031 803.662 Cm OF CARLSBAO OPERATING FUNDS REVENUE ESTIMATES OPERATIONS RENTAL INCOME 55,455 ADMINISTRATIVE FEES 79.297 INTEREST 2,519 OTHER 9,465 TOTAL 157.056 1.m 0 15.5WI 0 14.5WI .42.3% DEBT SERVICE TAX INCREMENT 1.246.155 IMEREST 43.332 95.m l3.MOI OPERATING TRANSFER IN 0 502.919 TOTAL 1,289,517 1.819.949 . . . . . . , .lW.D% 1502.3491 .22.5% M09.%491 LOW AND MOO INCOME HSNG TAX INCREMENT 311,462 IMEAEST 25.553 OTHER 1 75 TOTAL 347.193 24.000 157.MOI ow 162.7WI .77.7% 150.0% EDEVELDPMENTFUNDS TOTAL OPERATING $111.222.343 $115,276,331 $122.633.595 6.4% 1 7.356.664 1 22 ClN OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 1997-98 1998-99 ESTIMATED , 1999-00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET GENERAL FUND POLICY AN0 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 . 2.018.377 P AOMINISTRATIVE SERVICES AOMINISTRATION 0 FINANCE 1.089.738 PURCHASING 414.885 HUMAN RESOURCES 1.189.301 RECORDS MANAGEMENT 0 2,850,901 TOTAL GENERAL GOVERNMENT - PUBLIC SAFETY POLICE 10.430.622 FIRE 7.597.002 18,027,824 TOTAL PUBLIC SAFETY COMMUNITY DEVELOPMENT P COMMUNITY DEVEL AOMlN 510.016 GEOGRAPHIC INFORMATION ECONOMIC DEVELOPMENT 142.738 99,820 PLANNING 2.215.355 BUILDING 4.7.35.510 1,267,581 TOTAL COMMUNITY DEVELOPMENT COMMUNITY SERVICES LIBRARY 2,789,288 CULTURAL ARTS PROGRAM 277.983 SISTER CITY PROGRAM PARK PUNNINGIRECREATION MGT 548.912 6.181 SENIOR PROGRAMS RECREATION 2.075.417 268.196 TOTAL COMMUNITY SERVICES 5.943.975 1.218.243 211.820 0 389.430 641,774 107.181 2,588,449 - 0 1,235.781 484.258 997.634 " 2.897.871 11.728.212 21,613,003 9.884.791 - 512;388 154.853 125.083 2.191.903 1.817.352 4.599.577 3.347.711 384.499 455.152 4.327 2.402.785 272.977 8,847,451 - 225.W 241,930 1,017,406 0 1,085,678 0 245.502 708.837 245.502 734.840 112.594 138.140 2,309,359 2.444.088 - 300.988 319.577 1.370.099 1.560.927 470.489 542.500 1,587,030 1.779.035 5.047.846 1,539,240 5.877.477 1,875,438 - 12,998,892 13.138.217 21.938.572 22.078.097 8,939.880 8.939.880 584.741 308.846 584.741 177.930 346.949 179.800 2.531.168 2.812.150 1,823,939 1.823.938 5,404.621 5.527.377 - 4.885.351 5,032.910 514,144 8.855 578.386 9.070 2551.532 373.970 2.780.329 802.088 8,884,137 330.295 391.106 9.393.849 P F 2wo01 BUDGET - 248.120 951.012 177.175 139,090 720.645 147.548 2,385,588 - - 531.850 1.480.086 548.129 1.547.902 549.090 4.857.057 - - - 13,948,969 22,808,007 8.959.044 - - 458.970 266.526 198.570 2.404.424 1.803.910 5,150,400 - - 6,218,782 540.885 9.155 2.995.518 860.406 408.877 10.791.803 - c3c= %INCR IDEO 99-00 BUD TO "01 BUD 2.8% -12.4% IOIVIO! -43.3% -1.9% 8.4% -2.5% - 88.4% -5.2% 1.0% .13.0% -87.2% .20.8% 5.4% 0.2m 3.3% -19.1% -23.2% 10.81 -8.0% -1.1~ .7.2% - 23.5% 4.5% 0.w 9.7m 4.1% 14.2% 4.5% - 23 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 1997-96 1998-99 ESTIMATE0 , 1999-W DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS P PUBLIC WORKS AOMIN 66.279 692.420 691.800 691.680 PARK MAINTENANCE ENGINEERING STREET MAINTENANCE FACILITIES MAINTENANCE Maim Facility Maintananc:s TOTAL PUBLIC WORKS TRAFFIC SIGNAL MAIN1 4.174.293 1,654,761 4.014.459 4.554.300 2.078.123 2.404.500 5.109.951 1.880.395 2.888.402 2.054.382 2,150,500 1,303,571 2,441,878 1.404.510 ITrsNferl 1.653.831 1.857.184 414,797 200.000 2oo.ow 2w.000 319.262 428.000 200.m 9.754.098 493.643 10,763,158 12.082.531 13,482,498 " - NON-DEPARTMENTAL > COMMUNITY PROMOTION ICCVBl 256.487 325.356 520,624 520.824 BEACH PARKING HIRING CENTER COMMUNITY CONTRIBUTIONS PROPERTY TAX ADMlN FEE HOW GROVE PAYMENT DUES 8 SUBSCRIPTIONS MlSC I TRANSFERS OUT ASSESSMENT SERVICES INFRASTRUCTURE MAINT TRANS GOLF COURSE TRANSFER TRANSFER TO CIP MISC EXPENSE TOTAL NON.DEPARTMENTAL SUBTOTALGENERALFUND CONTINGENCIES TOTALGENERAL FUND 225,000 36,100 828.521 75.774 177,909 13.572 331.952 22.893 0 490.000 0 27.000 770.000 76.821 800.000 205.351 28.652 75.600 15.349 0 1.880.000 0 38,000 15.000 800.000 8O.m 215.411 30.W 852.949 25.000 2.000.000 8W.000 7.000.000 36.000 20.0W 8w.m 80,070 215.500 50.W 652,949 51,225 2.000.000 8W;W 7.000.000 20.246 7.480 70.300 70.300 2.460.454 4.01 1.489 12.045.484 12.098.888 " 45.133.780 53.100.795 87.490.530 70.880.254 0 0 0 2.454.243 45.133.760 53.100.795 67.490.530 73.334.497 " - 2000-01 BUDGET - 4.202.69C 448.58: 2.215.937 2.588.364 1.880.81i 200.0oE 436.185 11.950.374 - - 380.002 36,000 0 80.000 sw.000 240,000 56.600 0 58.800 3.000.000 800.000 4.300.000 0 8,531,400 - _E= 17.190.429 - 4.300.000 - '1,490,429 _=_ %INCR IOECI 99-00 BUD TO 00.01 BUD -35.4% -17.6% -9.2% -3.7% 1.3% 0.0% -1 1.8% -11.2% - -30.9% -100.0% 0.0% -0.1% 0.0% 11.4% 13.2% -100.0% 50.0% 14.8% 0.0% .38.6% -100.0% .21.2% - .5.2% 75.2% P .2.5% 24 CllY OF CARLSBAD OPERATlNG FUNDS BUDGET EXPENDITURE SCHEDULE 1999.00 1997.99 1999-99 ESTIMATED 1999.00 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS POLICE ASSET FORFEITURE COPS FUNO HOUSING SECTION 9 LAW ENFORCEMENT BLOCK GRANT HOUSING TRUST AUDIO VISUAL INSURANCE LISRARY ENDOWMENT FUNO LISRARY GIFT9IBEOUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS ICLSAI STATE GRANTS IPLFl ARTS SPECIAL EVENTS SENIOR NUTRITION CDSG ENTITLEMENTIREHAS SENIOR OONATIONS ARTS GENIGALLERY DONATIONS CARLSBAD COMMUNITY CONT. TOTAL SPECIAL REVENUE FUNDS ENTERPRISE FUNDS 519.301 157,455 2,696,750 46,534 143.602 114,172 0 35,471 508.759 674.175 356.719 199.931 7.048 37.583 16.829 209,436 47,495 751.225 0 970 6.516.043 WATER OPERATIONS 13.729.352 RECYCLED WATER OPERATIONS 1.174.301 SANITATION OPERATIONS SOLID WASTE MANAGEMENT 3.509.619 GOLF COURSE 215.635 110.482 TOTAL ENTERPRISE FUNDS - 19.839.590 INTERNAL SERVICE FUNDS I WORKERS COMP SELF INSURANCE RISK MANAGEMENT 571.457 HEALTH INSURANCE 669.422 2.295.740 VEHICLE MAINTENANCE 1.359.529 VEHICLE REPLACEMENT INFORMATION SYSTEMS 1.271.268 759.511 TOTAL IN~ERNAL SERVICE FUNDS - 9.916.025 155.s93 65.051 2.676.612 84.105 153,029 67.647 0 9.999 401,202 510,939 . 991.124 7,049 160.135 32.052 17.443 215,150 51.954 730.104 0 500 9.039.664 15,550,312 1.363.172 4.405.764 213.854 129.594 21,561,596 - 754.895 869.545 2,635,951 1.473.342 1,852,892 927.859 165.000 12s.wo 120.000 2.770.000 1.274.939 45,000 5.000 493.304 38.000 398.891 701.615 154.150 9,256 212.744 194,905 25.875 1w.495 700.000 33.050 7.554.135 19.000 258.540 152.227 142.427 3.000.545 57.066 1.274.939 10.000 559.954 74,823 449.944 740.586 154.151 9.299 212.744 195.606 29,192 125.899 !.048,519 40.000 41.555 9.575.973 15.100.000 16.194.226 5.200.000 5234.234 1.335.000 1,505,285 205.000 350.000 225.343 370.000 23.190.000 23,530,088 r - 903.644 930,340 505.113 1,259,893 2.459.000 2.584.491 1.218.000 2,100,709 1,239,206 1.570.955 2.739.325 3.083.398 9.158.299 11.529.496 b - 2000.01 BUDGET __. 22.60C 176.95C C 3,141,395 239.975 50.00C 10,000 589.139 60.000 527.039 757.524 292.965 158,000 159.000 25.915 195.934 717.504 100.000 60.000 0 7.293.751 - - 16.717.953 1.505.W 6.090.239 157.919 390.000 !4.952.113 - - 921.347 2.551.301 1,203,942 1.534.805 1.519.523 3.563.727 1.293.345 - - %INCR IDECl 99-00 BUD TO 00.01 BUD -91.3% 15.2% -100.0% .91.3% -12.4% 0.0% .19.8% 5.2% 17.4% 3060.7% 2.3% 45.3% 9.0% -7.9% 0.2% -31.4% -21.1% 50.0% 4 :7 % -1oo.om -15.0% 6.8% 3.2% 16.2% 25.5% 2.7% 8.0% - - 1 .ou 4.4% -1.3% .2.3% -27.7% 15.8% .z.om - 25 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 1997.98 1998-99 ESTIMATED 1999-00 I 2000-01 1 TO DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 00.01 BUD REDEVELOPMENT OPERATIONS DEBT SERVICE 381.848 418.196 1.679.491 435.407 1,687,351 435,407 I ' 440.961 I 1.3% 2,030,923 2.030.923 1.082.6M 48.7% LOW AND MOD INCOME H5NG 65.195 TOTAL REDEVELOPMENT 2.126.522 75.134 1.722.795 1.722.795 2,180,581 4.189.125 4.189.125 " -60.7% TOTAL OPERATING FUNDS 79.531.941 105.387.185 111.582.078 121.159.079 116.674.554 .3.7% 26 CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01 OVER 1999/00 2000/01 (UNDER) FINAL PRELIMINARY 1998-99 MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED )POLICY AND LEADERSHIP GROUP I CITY COUNCIL CITY MANAGER CITY TREASURER PUBLIC INFORMATION CITY CLERK CITY ATTORNEY )ADMINISTRATIVE SERVICES J ADMINISTRATION RECORDSMANAGEMENT INFORMATION SYSTEMS FINANCE RISK MANAGEMENT PURCHASING HUMAN RESOURCES a WORKERS COMP )PUBLIC SAFETY i POLICE FIRE lCOMMUNlTY DEVELOPMENT 1 COMMUNIN DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT lCOMMUNlTY SERVICES I LIBRARY CULTURAL ARTS PARK PLANNING AND RECREATION MANAGEMENT RECREATION SENIOR PROGRAM IPUBLIC WORKS I ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE 8 OPERATIONS 1 6.75 0.75 0 4 6 2 0 17 20 2 5 9 134 79.75 4.75 13 1 2 24 10 40.75 4 3 16 3 4 51 51.75 71 1 0 6 (0.75) 0.75 0 1 1 0 (4) 6 0 2 0 8 8 15 (2) 21 1 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 (1) 48.7 (2.30) 55.75 4.00 70.3 (0.70) FULL TIME LABOR FORCE 586.5 599.75 13.25 26A CITY OF CARLSBAD PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 1999LM 2papIQ1 Full Time Personnel 582 596 14 3/4 Time Personnel in Full Time Equivalents 4.5 3.75 -0.75 Hourly Full Time Equivalent Personnel 135.55 143.28 7.73 TOTAL LABOR FORCE 722.05 743.03 20.98 LIMITED TERM EMPLOYEES lNTERNS 1999LM 2QQQ.uY Management Interns 2 2 0 auilding Inspector Intern 1 2 GIS 1 0.5 0.5 0 Planning - front counter 1.5 1 TOTAL LIMITED TERM EMPLOYEES 5 5.5 26B POLICY & LEADERSHIP GROUP PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE 8 OPERATIONS 21 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 I I 1997-981 1998-99 I 1999-001 2000-01 I ACTUAL 144.094 PERSONNEL BUDGETI BUDGET ACTUAL 165,720 159,830 154,764 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the needs of the community through the policy development process. PROGRAM ACTIVITIES: Meetina Attendance Prepare for and attend City Council Meetinas. as well as Various regional committee and communih, meetinas. Respond to the needs and.requests of the residents of Carlsbad through personal contact and corresponden& I ~~~ KEY GOALS FOR 2000-01: The City Council has set four Strategic Goals for Fiscal Year 2000-01: Ensure the effective and efficient delivery of top-qualii services to our Community. Develop and implement proactive strategies to ensure the financial health of the Community and the City Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions, Enhance educational opportunities for all segments of the Community. SIGNIFICANT CHANGES: None. 28 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 1997-98 ACTUAL ACTUAL 1998-99 BUDGET 1999-00 2000-01 BUDGET PERSONNEL 183.858 217.248 104,377 10,360 MAINTENANCE & OPERATIONS CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: The City Clerk's Department is responsible for performance of duties as defined in the State Government Code. the State Elections Code, and the Carlsbad Municipal Code. The Department is also responsible for the provision of minutes for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement Corporation and Industrial Development Authority. PROGRAM ACTIVITIES: .. Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal Election Administration Elections, prepare all necessary documents in accordance with the Elections Code. and coordinate with the Registrar of Voters. Political Reform Act Filing Administration Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes Statements and Statements of Economic Interests. notiication of those required to file, provision of appropriate forms, and receipt and review of Campaign Record Of Proceedinos Maintain accurate records of the proceedings of the legislative bodies as rewired bv the Government Code. including the following: City Council, Municipal Water District Board. Housing and Redevelopment Commission, Public Improvement Corporation. Industrial Development Authority. ~~~~. WORKLOAD STATISTICS: Electlons General Soecial & ~~ Campaign Statements cy11998 1 1 59 Statement of Economic Interest 390 Minuter Council Minutes 94 CMWD Minutes 29 H + R Minutes 13 PIC Minutes 2 cyH999 0 0 19 436 35 70 11 2 " CY/lSS8 CY/lSSS Claims Filed 113 Public Hearina Notices 105 42 60 Ordinances Published 24 63 Meetinas Held Council 94 CMWD Board 70 29 HBR Commission 35 Public improvement Corporation 13 2 11 2 29 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK PAGE TWO ACCT NO. 0010210 SIGNIFICANT CHANGES: The clerk's office has been split into two separate programs to better delineate the services being provided. This program now shows only the budget for the elected City Clerk. All other budget items have been moved to the Records Management Program. The election budget was increased to cover the costs of the General Municipal Election in November, 2000 30 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM FUND: CITY TREASURER ACCT NO. 0010310 1997-98 58,258 58.450 55,087 53.783 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE a OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: The Office of the City Treasurer has the mission of pmviding professional cash management for the City of Carlsbad and all of its agencies, including, among others, the Carlsbad Municipal Water District and the Carlsbad Redevelopment Agency. PROGRAM ACTIVITIES: Develop projections of cash receipts and cash expenditures from various City and external sources. Cash Manaoement . Retrieve daily on-line bank statement and return check listing. Venfy receipt of anticipated deposits. Ensure Maintain records of cash receipts and cash disbursements into the Treasury. Transfer cash daily into or out of the general checking account to ensure that appropriate balances are Execute all electronic wires of funds. ensuring that all are signed by authorized personnel and ensuring that all Develop contracts for cost-effective banking, both retail and custody services. Arrange for lines of credit and short-term loans, as needed. Develop, maintain, and ensure compliance with all Treasury internal controls. that all checks paid by the bank were valid City checks. maintained for the anticipated activity of the next day. are supported by proper documentation. DevelOD and maintain the City's Investment Policy and present annually. or as necessaw. to the City Council for Investment Management . . . approval. Incorporate in !he investment policyany changes in the.City's financial requirements that affect investments. Ensure compliance with the California Government Code. Develop and maintain a pool of investments for the City and its agencies. Research daily the financial markets and the financial forecasts. Determine daily the type of investments that should be made, considering the current cash position and financial markets. Determine the dollar amount of the investment and the desired maturity date. Solicit telephone bids from approved financial institutions/brokers for available investments. Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange for payment. delivery. and safekeeping of all purchases. Verify receipt and correctness of investments made. Maintain record for all investments and investment income. Reconcile the custodian's monthly report of investments held with Treasury records. Arrange for collateral contracts as required. 31 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM FUND: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES (continued): ReDOrtinq and Oversioht Develop and present to the City Council monthly reports of investment activities. . in a timely manner, disclose to the City Council any information that could potentially threaten the safety and liquidity of the investment pool. Develop and present to the City Council annual reports summarizing and analyzing the financial markets and the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal years to provide perspective. Develop investment data for the City’s Comprehensive Annual Financial Report. Develop investment data for the City’s annual financial audit conducted by an independent auditor. Develop agenda, convene, conduct. and record proceedings of the Investment Review Committee each quarter, or more frequently as needed. WORKLOAD STATISTICS: ~~ Est. I. Portfoiio Balance (millions of $) 267 2. Number of Investments in Portfolio 299 1.537 305 3. Investment Activity 1,565 1,675 4. Number of Checks Cleared 15,138 294 14.820 262 14,371 185 (transactions per month) KEY GOALS FOR 2000-01: “Develop and Implement proactive strategies to ensure the financial health of the Communitv and the Cltv.” Anticipate and meet the changing investment needs of the City in order to optimize investment returns. Develop, award, and execute new banking and custodial service contracts. “Enhance educational ODportunltles for all segments of the Communltv.” Offer speaking engagements on City cash management and investments. Further develop the Treasury page of the City‘s web site, informing the community of the mission of the Office of the Treasury. the City‘s Investment Poiicy, and investment activities. Use the web site as a forum to receive and respond to community comments and questions. consistent with maintaining safety of principal and ensuring sufficient liquidity. SIGNIFICANT CHANGES: None. 32 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 1997-98 689,947 685.378 702,399 662.784 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS 951,012 1,065,676 1,216,243 829,595 GRAND TOTAL 20,500 27,000 7,691 7,246 CAPITAL OUTLAY 240,565 373.298 508.153 159,565 FULLTIME POSITIONS 8.00 8.00 6.75 0.00 0.00 0.00 0.00 HOURLY/FTE POSiTlONS 6.00 PROGRAM GROUP DESCRIPTION: The City Manager‘s Office houses the general administrative function of the City. The department‘s budget includes the costs for the City Manager and Assistant City Manager (who also serves as the head of the Community Services the organization’s goals that support the City Council’s strategic goals. Major Service Area and the related support staff. The City Manager is generally responsible for the achievement of PROGRAM ACTIVITIES: Financial Promote sound financial practices and a balanced revenue expenditure basis, Administration Provide timely and reasonable responses to citizens and customers. Policv DeveloDment Assist Council in policy development. PERFORMANCE MEASURES: The City Managel‘s Office is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2000-01 : “Ensure the effective and efficient dellverv of toDaIalitv services to our Communltv.” Provide timely responses that result in high customer satisfaction. Continuously improve work processes through the use of best technology, information-sharing, effective cross- - Implement innovative, cost-effective delivery of City services via publidpubiic and publidprivate partnerships; Construct, maintain and operate facilities that support topquality service delivery in conformance with City departmental teams, and all City resources. non-profit organizations; enterprise services; and through regionalization and consolidation. budgets and standards. “DeVelOD and Imdernent Droactlve strateaies to ensure the financial health of the Communitv and the Cltv.” Attract and retain target industries, businesses and jobs that result in improved economic health. Develop, maintain and enhance high-quality standards in the areas of: development, City services, communications, and fiscal policies that result in a high quality of lie that supports economic health. 33 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. 0011010 KEY GOALS FOR 2000-01 (continued): “lntearate a comDrehensive efficient tranmortation svstem with aualltv of life-centered land use decisions.” Develop programs and policies in partnership with other local and regional transportation authorities that result Be a catalyst for the development of private sector partnerships and co-creator of solutions that supplement and in a fully integrated. efficient, cost-effective transportation system and regional transportation plan. complement Transportation Demand Management Systems serving the business, industrial, tourism and residential areas. Implement a multi-modal circulation plan to ensure compliance with the General Pian and City standards, “Enhance educational omortunities for all sements of the Communitv.” . Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through Provide and develop programs that result in a City workforce which has the knowledge and skills needed to enhanced community dialogue. excel on their job. SIGNIFICANT CHANGES: The public information officer (PIO) and those related costs have been moved to it‘s own cost center. 34 PROGRAM: PUBLIC INFORMATION FUND: GENERAL PROGRAM GROUP: PUBLIC INFORMATION ACGT NO. 0011012 MAINTENANCE 8 OPERATIONS PROGRAM GROUP DESCRIPTION: The public information officer (PIO) is responsible for helping coordinate the dissemination of information regarding various City programs. The PI0 position and its related costs are housed in the City Manager’s Office, which is responsible for the general administrative functions of the City. PROGRAM ACTIVITIES: Customer Service Provide the citizens and customers of Cadsbad with more comprehensive information regarding services and opporlunities available through the City. KEY GOALS FOR 2000-01 : “Ensure the effectlve and efflclent delivew of toD-aualltv services to our Cornrnunltv.” . Continuously update citizens and customers on the progress of City programs and policies. Provide the citizens and customers with information regardi,ng City programs and oppottunities. SIGNIFICANT CHANGES: This is a new cost center. This year the Public Information Officer position and it‘s related costs were moved into it‘s own cost center to better identify the specific costs associated with this program. These costs were prevbusly located in the City Manager’s budget. .. .. 35 PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210 1997-98 570,512 581,622 536,529 488.945 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS 113.581 105,245 144.218 0 9,000 0 1,475 CAPITAL OUTLAY 150,133 PROGRAM GROUP DESCRIPTION: the effective and efficient delivery of top-quality services to our community: 2) develop and implement proactive Provide legal advice, assistance and guidance in accomplishing and implementing the Council's goals to: 1) ensure strategies to ensure the financial health of the community and the City: 3) integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the region, with quality-of-life centered land use decisions; and 4) enhance educational opportunities for all segments of the Community. PROGRAM ACTIVITIES: The City Attorney's Office provides legal advice and representation to the City Council, Housing and Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager, Boards and Commissions and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration and enforcement of laws. regulations and City programs. This office drafts and reviews all resolutions. ordinances, contracts. bonds and other legal documents. KEY GOALS FOR 2000-01 : To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to "Ensure the effective and efficient deliverv of toDQual1tV servlces to our Communltv. assist them in making sound legal decisions to carry out the goals of the City Council including: Implementation of creative legal methods to accomplish strategic and operational goals. Offer education and training on relevant law to City staff. Manage litigation so that risklexposure is reduced or minimized to an acceptable level. SIGNIFICANT CHANGES: None. 36 n 11 ADMINISTRATIVE 11 SERVICES PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY 1997-98 4.151.837 BUDGET BUDGET 3,715,522 2,567,720 2,217,720 PERSONNEL ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 31 PROGRAM: ADMINISTRATIVE SERVICES DIRECTOR FUND: GENERAL PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110 AINTENANCE & OPERATIONS APITAL OUTLAY PROGRAM GROUP DESCRIPTION: Provide leadership and coordination for Administrative Services Programs. This budget includes the-cost for the Administrative Services Director (who is the head of the Administrative Services Major Service Area) and the related support staff. KEY GOALS FOR 2000-01 : Support the City Council‘s goals: “Ensure the effective and efficient deliverv of ton-aualltv services to our Communitv.” “DeVelOD and ImDlement Droactive strateaies to ensure the flnancial health of the Communitv and the Cltv.” “lnteorate a comDrehensive efficient transDortatlon svstem with aualltv of Ilfe-centered land use declslons.” “Enhance educational ormortunltles for all seaments of the Communitv.” Implement performance measurement systems in all Major Service Areas. Implement the ‘Experience Carlsbad“ employee appreciation program. SIGNIFICANT CHANGES: The Maintenance and Operations budget was increased to cover costs of power deregulation consulting, telecommunications policy, futuring conference, and miscellaneous Faraday Building costs. 38 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE ACCT NO. 0011310 1997-98 1,219,300 1.224.917 852.274 744,689 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999'00 1998-99 MAINTENANCE 8 OPERATIONS 13,000 16,100 1,668 0 CAPITAL OUTLAY 634.786 624,054 381.839 345,049 GRAND TOTAL 1.867.086 FULL TIME POSITIONS 160,000 WASTEWATER ENTERPRISE 1,480.086 1,560,927 1,235,781 1.089.738 GENERAL FUND 0.00 0.00 0.00 0.00 HOURLWFTE POSITIONS 21 .oo 20.00 14.00 14.00 MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by utilizing our chief values: maintain individual and departmental credibility: work together as a team while respecting each other's differences; and, consistently strive to go above and beyond expectations. PROGRAM ACTIVITIES: Prepare ten year operating forecasts incorporating various "what r " scenarios to facilitate decision-making for Lona-Ranae Financial Planning City Council and City departments. Budaet Manaaement Preoare and monitor annual capital and ooeratino budgets to allocate resources in a cost-effective manner in alignment with the Council's goals. - . Perform bi-annual review of all City fees and present recommendations for changes to Council. Prepare annual cost allocation plan to provide an accurate accounting of program costs. Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective decision-making. Accounts RecaivabldCashiering Accurately bill, collect, record and report all City revenues. Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies. Continue to refine business processes which will improve customer serfice and increase efficiency. Accounts PavabldPavroIl Prepare checks for City employees and serfice and commodity suppliers. Maintain turnaround time of 30 days to process and pay invoices. General Accountina and Reoorting Prepare and maintain finance records and documents in conformity with generally accepted accounting Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. Provide City management and Council with timely monthly financial reports. Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing Maintain the data within the financial information systems of the City and provide training to users, as needed. principles and applicable legal and contractual provisions. disclosure as required. 39 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 PROGRAM ACTIVITIES (continued): Assessment DistridCFD Administration . Assist in evaluation and formation of new districts. Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation as required. documents and State law. - Audits Monitor sales tax audit wntract to ensure effectiveness. Perform in-house internal wntrol reviews as needed. WORKLOAD AND PERFORMANCE INDICATORS: Fy1997 1, Average number of days to close books at 2. Number of business licenses processed 5.079 4. Number of electronic payroll checks issued 3. Number of payroll checks issued 20,555 5. Awards received for CAFR 6. Awards received for Annual Budget month end: 20 0 CSMFOIGFOA 7. .Outstanding debt issues administered $100 million Fy1998 15 5.600 16,359 4.278 CSMFOIGFOA Excellence: Operating and $96 million Capital Fyi999 10 5.616 11,362 11,197 Not Available Meritorious: Operating $100 million KEY GOALS FOR 2000-01: “Ensure the effective and efficient deliverv of tODQUaIItv SeIViCes to our Communitv.” . Assist in expanding our services to the public by developing a financing plan for the wnstrudion of the Carlsbad golf course. Expand public access to City information via implementation of interactive business license information, and E- wmmerce for business licenses on the City‘s web site. Increase the efficiency and effectiveness of accessing information for position budgeting, forecasting, and reporting. Increase the number of cashiering sites available to our customers, provide more timely information and streamline processes through the selection and implementation of a citywide cashiering system. Expand customer access to utility billing account information via implementation of an Interactive Voice Response system. . Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the Streamline processing of human resource information by upgrading the Human Resources module of our implementation of cycle billing. financial system. “Develop and imDlement DrOaCtlve strateaier to ensure the financial health of the Communltv and the Citv.” . Expand the financial planning horizon and reduce budget preparation time by implementing a two-year budget Improve financial planning and improve the financial stability of the City by establishing an ongoing financing process. program for the replacement of existing and future infrastructure. 40 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE PAGE THREE ACCT NO. 0011310 KEY GOALS FOR 2000-01 (continued): "Enhance educational opportunities for all seaments of the Communitv." . Improve the understanding of the Ciys financial status by implementing the new financial reporting . Increase education and engagement of citizens through a Citizens' Academy. . Enhance City workforce decision-making ability by providing documentation, training. and access to real time . Improve communication of financial information by making improvements,to the Capital Improvement Program requirements for State and Local governments as set forth by the Governmental Accounting Standards Board. financial information. document. SIGNIFICANT CHANGES: Temporary services reduced as there are no system implementations planned. One oftice specialist transferred in from Community Development Administration upon opening of the Faraday Center. 41 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING ACCT NO. 0011410 1997-98 BUDGET BUDGET 284,440 264,367 PERSONNEL ACTUAL ACTUAL 2000-01 1999-00 1998-99 317.528 293,652 MAINTENANCE a OPERATIONS 230,601 244.848 177.317 150.318 CAPITAL OUTLAY 0 4,000 2,499 0 MISSION STATEMENT: The Purchasing Department's mission is to obtain necessary goods and services for City departments of desired quality, in a timely manner, and at fair and reasonable prices. PROGRAM ACTIVITIES: Bids and Quotations UDdate and maintain formal bid and auotation files. Prepare and maintain vendor lists by 'commodities. . Issue and manage formal bid and quotation processes. CommoditvlSeNice Contracts Track and renew annual commodity and sewice contracts. Develop new annual contracts. Develop and administer joint agency contracts. Assist City departments in the creation and administration of contracts. Maintain current contractor's list by classifications. Public Works Contracts Publish Public Works contracts, maintain plan logs, and manage bidding process. Records Management Assist departments in transferring records to City storage facilities. Administer the records storage program at the City warehouse. Review and update Stores Catalog for items carried in Central Stores. Central Stores Purchase and distribute office supplies for City departments. Act as shipping and receiving for the Faraday Administration Center. Sumlus PmDerly Maintain inventory of surplus City properly and direct surplus properly to requesting departments as it becomes Direct disposal of surplus and lostlunclaimed police property. available. 42 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING PAGE TWO ACCT NO. 0011410 PROGRAM ACTIVITIES (continued): Messenaer and Mail Service Act as liaison with U. S. Postal Service. Alert City staff to postal requirements to improve deliverability. Review and update inter-departmental services. Reduce postage costs by the use of pre-sort of fist-class mail. Collect outgoing City mail and apply postage. Maintain postage usage records by departmenffprogram. Sort and distribute all incoming City mail. WORKLOAD STATISTICS: City Hall Number of Issued 106,434 11 0,000 128,950 Pieces of Mail Processed KEY GOALS FOR 2000-01 : Increase our purchasing services by expanding the vendor relationships and websites. "Ensure the effective and efflcient dellverv of toe-aualltv sewlces to our Communltv." Implement a pilot training class for the use of the Internet for purchasing. Maintenance of a twenty-day schedule from the time of City Council award of a Public Works contract to the execution of the contract. SIGNIFICANT CHANGES: Addition of a storekeeper position to expand mail services and central receivinglshipping at the new Faraday facility. 43 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 PERSONNEL MAINTENANCE 8 OPERATIONS MISSION STATEMENT: People are our prio rity... we promote the development, well-being and success of employees and the organization PROGRAM ACTIVITIES: Benefits Implement ongoing internal and external customer satisfaction feedback system for all major HR services Ernvlovment: Recruitment, Classification, Comvensation, Human Resource Svstems Proactively consult with departments regarding their staffing and classification needs Attract and retain qualified candidates for City employment and fill job vacancies Maintain up-to-date classification and compensation structure . Conduct follow-up training in support of Performance Management and Compensation System for management Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness employees of the system Trainina Implement valuabased training Conduct annual benefits education prcgram with employees; transition to new health insurance provider(s). if Educate employees on policies and requirements of Department of Transportation Program Conduct quarterly management meetings Administration Review and update the City's Personnel Rules to make consistent with other employment-related ordinances, Continue enhancements on the Human Resources web page to expand information access to internal and * Administer DOT Program for commercial drivers appropriate policies, agreements and practices external customers EmDloverlEmolovee Relations Coordinate timetable for meeting and conferring with employee associations Confer with City departments to identify areas of concern with current Memoranda of Understanding Meet and wnfer with employee associations to communicate City Council direction and authority; share Consult with employees concerning employee relations wncems and provide direction of City policy Assist departments in responding to outside regulatory agencies (Department of Fair Employment 8 Housing, ~. employee interest with City Council .. EEOC, etc.) - 44 PROGRAM: HUMAN RESOURCES PAGE TWO FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 WORKLOAD STATISTICS: Measures for Classification Review FY 99-00' Five Year Recruitment Trend Number of ci,assification descriptions revisedlcreated 70 120 Number of positions reviewed 100 100 Measures for Recruitment gi 60 Number of applicants processed 1591 Zu 40 47 Number of recruitments processed 20 Number of eligibles on employment list 334 0 Number of new hires 74 Number of promotionsltransfers 'As of 3/1/00 23 ."p 80 EP 95.96 96-97 97-98 9899 9s Fiscal Year 2000 KEY GOALS FOR 2000-01: ; Enhance the effectiveness of our partnerships and stay connected to our customers . Communicate results of survey research to HR Department Staff. Develop marketing pian to educate emDlovees on HR services and encourage a more effective utilization of HR services by internal customers (employees) - Revise the health benefits program; communicate and deliver training regarding health insurance plan design Partner with departments to analyze organizational structure, position utilization. and development of changes classification and compensation structure to support staffmg needs Continue redesigning and implementing systems Continue implementation of HRISIPY. i.e., new versions of the Human ResourceslPayroll module and Click, Review and update the City% personnel rules to make consistent with other employment-related ordinances. Coordinate all disability benefits into one integrated system Continue enhancements to web Human Resources web page to expand information access to internal and Establish Position Control automated system to track and forecast salary, benefit. and position vacancy Drag, and Drill (reporting software) policies. agreements, and practices external customers information Build organizatlonal capacity Implement valuebased training to ensure a drug and alcohol-free workplace Implement value-based training to ensure the prevention of violence in the workplace Continue to implement programs which result in a City workforce which has the knowledge and'skill needed to Implement Experience Carlsbad orientation program Deliver core Human Resources services effectively Continue process improvement in the following areas: Benefits. Workers' Compensation, Recruitment, Classification. HR Systems, EmployerIEmployee Relations, Administration and Change, Training, Payroll, Record Keeping, and Human Resources Planning excel in their jobs and deliver topquality service to our customers SIGNIFICANT CHANGES: None. 45 PROGRAM: RECORDSMANAGEMENT FUND: GENERAL PROGRAMGROUP: RECORDSMANAGEMENT ACCT NO. 0011610 AINTENANCE 8 OPERATIONS APITAL OUTLAY WORK PROGRAM: The Records Management Department is responsible for developing and implementing Citywide Records Management and Document Management Programs. and is tasked with maintaining City records in an identifiable The Records Management Department also provides staff support for the part-time elected City Clerk. and accessible manner to fulfill public, legal. and historical requirements for preservation and storage of information. PROGRAM ACTIVITIES: Records Manaaement . Develop and implement Citywide Records Management Program and Document Management System . Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical requirements for preserving and storing information. . Administrative SUPPO~~ Activities Provide staff SUDDO~~ for Dart-time elected City Clerk. Take necessaj'precautions to ensure the sty's compliance with the requirements of the "Brown Act" open Take necessary precautions to ensure that requirements for public hearing noticing are met. meeting law. Code on the Internet. Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code, and maintenance of the Assist the public and City departments with requests for information; providing research services concerning Provide subscription service for City Council agendas and minutes. Council action since City incorporation on July 16, 1952. providing copies upon request, and providing copy certification services. agreement. Maintain the City Hall Xerox 5885. by provision of key operator services, supplies, and current maintenance 46 PROGRAM: RECORDSMANAGEMENT FUND: GENERAL PROGRAMGROUP: RECORDSMANAGEMENT WORKLOAD STATISTICS: Documents processed: Agendas Agenda Bills Resolutions Ordinances Documents to Recorder Subscriptions to Municipal Code Contracts/Agreements CY/1998 cy/1999 138 118 570 559 468 535 24 63 659 546 688 740 111 111 Copies 443,156 563.428 Entries Indexed 638 550 sxage Boxes of Files 226 226 Microfiche Boxes 12 12 KEY GOALS FOR 2000-01 : PAGE TWO ACCT NO. 0011610 “Ensure the effective and efficient ddiVeN of toD-aualltv SBNICBS to our Cornrnuflltv.” . Improve communications and access to infonation through the application of available technologies Develop and implement a Citywide document management system SIGNIFICANT CHANGES: The Records Management Program was established in December, 1999. Other budget items were also increased to accommodate the new employees. Four new positions were authorized, and four new positions were transferred from the City Clerkprogram 41 PROGRAM: WORKERS’ COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 6111520 1997-98 84,400 86.690 59,745 85,806 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 836,947 843,650 695.141 485,651 CAPITAL OUTLAY 0 0 0 0 MISSION STATEMENT: People are our prio rity... we promote the development, well-being and success of employees and the organization PROGRAM ACTIVITIES: Workers’ Compensation Claims and Administration * This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. KEY GOALS FOR 2000-01 : “Ensure the effective and efficient deliverv of toD-aualltv services to our Communitv.” Enhance the effectiveness of our partnerships and stay connected to our customers. . Revise health benefits program: communicate and deliver training regarding health insurance plan design Continue redesigning and implementing systems. . Continue implementation of HRISIPY. i.e.. new version of the Human ResourcesIPayroll module and new changes. version of Click, Drag and Drill (reporting software). SIGNIFICANT CHANGES: None. 48 PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCTNO. 6121930 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: administration of properly and general liability claims, works in conjunction with the City Attorney’s Office and outside Risk Management administers the funding of the self-insured and insured portions of the program, manages the the risk of future losses. counsel to monitor, control and resolve litigated matters. and provides training for various departments to minimize PROGRAM ACTIVITIES: The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability Litiaation Manaaement claims made aoainst the Citv. and to pav for related .administration and insurance expenses. Risk Management ~~ works with the-City Attorney’s Office and outside wunsel to monitor, control and resolve litigated matter; in the areas of properly, casualty and general liability. .. Directs the marketing. renewal, planning and funding of the insured and self-funded portions of the program: InsuranceISelf-Insurance administers the general liability self-insurance funds. Claims Management combination of in-house services and a contract claim administrator. Directs and administers the claims management program for properly, casualty and general liability by utilizing a Loss Preventionllrainina Provides direction,’programs and training for various City departments to minimize the risk of future losses KEY GOALS FOR 2000-01: “Ensure the effective and efficient dellverv of toD-aualltv servlces to our Communltv” Enhance employee safety and reduce the City’s exposure to loss by ensuring compliance with OSHA’s illness and injury prevention program requirements and other health and safety regulations. “Create diverse broad-based economic omortunlties to ensure the financial health of the Communltv ‘and the Citv.” e Compile liability claim statistics to identi any areas for focused loss prevention efforts. SIGNIFICANT CHANGES: None. 49 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520 I I 1997-981 1998-991 1999-00 I 2000-01 I ~~ ACTUAL 46,000 41,500 61,119 64,813 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE 8 OPERATIONS MISSION STATEMENT: People are our priori ty... we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: a This fund is used to pay health insurance premiums. SIGNIFICANT CHANGES: . None 50 PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION SYSTEMS ACCT NO. 6401710 1997-98 1,103,130 1,063,163 545.861 452,203 PERSONNEL 2000-01 1999-00 1598-99 ACTUAL, BUDGET BUDGET ACTUAL MAINTENANCE 8 OPERATIONS 819.065 1,107,031 1,491,808 2.054.797 CAPITAL OUTLAY 0 528.427 405.800 1.271.268 MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through computer automation and telecommunication services. PROGRAM ACTIVITIES: Computer SUDDO~~ Services Ensure that all City computers remain operational with minimum downtime. . Guarantee availability of hardware for all the City’s mini Computers, work stations. desktop computers and the . Provide support for all standard City applications. Telecommunication SUDDO~~ Services . Ensure the City‘s telecommunication network and. its associated equipment remain operational with minimum Provide the necessary support for all telephone and data communication equipment. Citywide network. downtime. New Svstems Su~wrt Meet the information needs of the users and encouraDe the aDDroDriate use of WmDuters and communication .. . Increase citizen access to City services through the use of technology. technology to increase productivity and enhance cornmurkation. KEY GOALS FOR 2000-01 : “Ensure the effective and emclont dellvew of topaualltv servlces to our Communltv.” Improve access to and management of City documents through the implementation of a Document Management System (DMS) that meets theneeds of system users. Complete Phase I, resulting in the implementation of systems and conversion of data for the records and Begin Phase II, which expands functionality and increases the number of departments utilizing the system. Add more static information, as well as some interactive components (on-line, employment applications, geo Expand public access to City information via implementation of Phase 3 of the City’s website. E-Commerce (utili billing, parking ticket payments, and ambulance billing). engineering deparlments. data, engineering inspections). 51 PROGRAM: INFORMATION SYSTEMS FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION SYSTEMS PAGE TWO ACCT NO. 6401710 KEY GOALS FOR 2000-01 (continued): m) Increase level of customer service to City residents and staff via effective and efficient processing of Requests for Action (RFAs). Functional and technical specifications for Citywide RFA system are completed and potential systems are RFA system is implemented in one major service area of more major service areas by fiscal year. identified. SIGNIFICANT CHANGES: Staffing changes include the addition of an administrative secretary position to perform clerical duties Depreciation budget was increased by.$430,000 to reflect the annual cost of replacing personal computers and the telephone system Cityrvide as they become obsolete. 52 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS GeneralFund 0013520-8540 Community Promotion (Carlsbad Convention and Visitor's Bureau) 1997-98 1998-99 2000-01 2001-02 A!3uAL A!3uAL BupGu[ BupGu[ $256,487 $325,356 $520,824 $360.000 0019002-8540 Community Contributions 225.000 770,000 20,000 0 0019002-7550 Beach Parking 38.100 27.000 36.000 36,000 0013025 Hiring Center 75,774 76.821 60,070 80,000 0019003-771 1 Dues and Subscriptions 13,572 28.652 50.000 56,600 0019003-7435 Properly Tax Administration Fee 177.909 205,351 210,000 240.000 0019003-7490 Assessment Services 22,893 15.349 56,725 58.800 .. 0019004 Misc Expenditures Total Non-Departmental Expenditures Transfers 001 9003-9999 Misc / Transfers Out 20,246 7,460 70.300 6' 829,981 1,455.989 1.043.919 831.400 331,952 75,500 652.949 0 0019003-9999 Golf Course Contribution 490.000 1,680,000 600.000 600.000 0019003-9999 Hosp Grove Debt Service 828.521 800,000 800,000 800,000 0019003-9999 Infrastructure Maintenance Fund 0 0 2,000,000 3.000.000 0019003-9999 Transfer to Capital Improvement Pgm. 0 0 0 4.300.000 Total General Fund Transfers 1,850,473 2,555,500 4.052.949 8.700.000 .. - Conthgencfes 0019008 Contingencies (Budget request) 1.787.765 3,943,700 4,000,000 4,300,000 GENERAL FUN0 TOTAL 54.268.219 $7,955,189 $9,096.868 $13.831.400 15013108540 Community Contributions 0 0 40,000 .60.m 53 .. .. i .. . .. . ..-. 54 SAFETY PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY r I 1997-981 1998-991 1999-001 2000-01 I ACTUAL] ACTUAL/ BUDGETI BUDGET PERSONNEL 17,496,422 17,094,604 16.190.744 14,817,386 MAINTENANCE B OPERATIONS 5,119,745 4,788.128 4.079.872 3,450,735 CAPITAL OUTLAY 389.400 605,931 1,573,033 316,382 55 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY 1997-98 10,383,824 10.054.903 9,287,375 8,492,941 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 198,850 323,633 133,740 188,390 CAPITAL OUTLAY 3,463,849 3,170.448 2,537,742 2,306,170 MISSION STATEMENT: With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. In we hold ourselves to the highest ethical and professional standards of conduct: we are committed to personal doing so, we protect the rights of all persons: we strive to treat every person with respect, dignity and compassion: integrity, common purpose, and support of each other as essential to an effective and productive work environment: and we provide leadership in our profession as an example for all law enforcement and to guarantee the best ’ possible service to our citizens. PERFORMANCE I WORKLOAD MEASURES: Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all 1999 Averaoe Resoonse Times than our goal. Priority one calls made up less than one percent of our total call volume in 1999. Priority two (urgent priority one calls in an average of six minutes or less. In 1999, we responded on average faster to priority one calls calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average response time in 1999 to the lowest priority call was less than 21 minutes. Priority I Priority 2 10.4 Priority 3 20.5 0 5 10 15 20 5 MINUTES 56 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO SUMMARY PERFORMANCE I WORKLOAD MEASURES (continued): Citizen Satisfaction been surveying victims of crime since 1991. This survey helps the department measure satisfaction and In an effort to provide the best service possible to the cot’nmunity, the Carlsbad Police Department has obtain feedback from citizens who have had contact with our department. Over 4,000 responses have been received to-date. 1 I I I 1999 RESULTS 911 Dispatcher Officers Detectives 4.7 Records 1 2 3 4 5 Poor Good Excellent Crime The police department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbely, aggravated assault. burglary. larceny/theft. and motor vehicle theft. 40 37.3 . 1997 1998 1999 FBI Index Crimes Per f.000 Population 51 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE THREE SUMMARY KEY GOALS FOR 2000-01: “Ensure the effective and efficient delivew of toD-aualitv services to our Communitv.” Develop and maintain department response standards which achieve high customer satisfaction. Acquire and utilize best communications and information technology. Encourage innovation and the cost-effective delively of police services through publidprivate partnerships, regionalization. volunteerism. and community outreach programs. Pian, construct. and maintain police facilities which meet the public safety needs of the community “DeveloD and imolement Droactive strateaies to ensure the financial health of the Communitv and the Citv.” Provide a level of safety that promotes economic income and development and reduces fear of crime. “Intearate a ComDrehenSive efficient transportation svstem with aualitv of lifecentered land use decisions.” Provide resources and expertise to promote safe and efficient transportation systems “Enhance educational omortunities for all seaments of the Communitv.” Maintain. develop, and enhance programs aimed at informing and educating the-Community regarding public Provide continual training and educational opportunities which promote professional and personal growth, Continue cooperative programs to include DARE, School Resource Officers, GUIDE, Juvenile Justice Panel, safety. enhance safety and service, and exceed compliance with POST standards. and to identify future needs. 58 PROGRAM: POLICE ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 MAINTENANCE a OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Develop and administer functions and programs that support the City's and the Police Deparhnent's statement of values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Programs Develop and manage programs which reduce crime, encourage citizen participation. and improve Community safety. Orqanization . Assist staff with individual and group development Division Support Provide support to divisions to assist with meeting goals Leadership Provide department staff with the knowledge and training necessary to carry out the department's mission. SIGNIFICANT CHANGES: None. 59 PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012120 ACTUAL 1997-98 BUDGET ACTUAL 2000-01 1999-00 1998-99 BUDGET 4,641.869 4.508.630. 4,272,782 4,338,970 PERSONNEL MAINTENANCE & OPEWTIONS 52,000 130,202 54,476 0 CAPITAL OUTLAY 836.753 748,931 648.887 787.677 WORK PROGRAM: enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Respond to calls for service for emergency and non-emergency services Calls for Service Investigate crimes. Enforce City ordinances. Take reports including crime, arrest, collisions, incident, citation, and field interview mnse Time Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: cy1997cy1998cy1999 Calls for Service 64,009 67,076 67.284 Cases 8,950 9,083 8,338 Average Priority One Response (in minutes) 5.6 5.6 5.2 SIGNIFICANT CHANGES: In order to maintain service levels, two new patrol oficers. and one patrol vehicle have been added. 60 PROGRAM: TRAFFIC FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012121 1997-98 ACTUAL 1998-99 BUDGET ACTUAL 1999-00 2000-01 BUDGET PERSONNEL 558.550 688,381 725,171 872.081 MAINTENANCE & OPERATIONS 149,794 167,207 199.828 21 1,763 .. CAPITAL OUTLAY 96,500 8,500 5.980 0 WORK PROGRAM: accident investigation and traffic safety programs to make the streets and highways safer. Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide PROGRAM ACTIVITIES: Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide targeted traffic enforcement. WORKLOAD STATISTICS: -" CY 1997 CY 1998 CY1 999 .. Total Collisions 775 784 764 Hit and Run Investigations 131 106 117 SIGNIFICANT CHANGES: A Police lieutenant has been added to help increase citizen satisfaction and quality of service in the traffic and community services divisions. .. 61 PROGRAM: VOLUNTEER PROGRAM FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012122 1997-98 2,070 2,050 0 0 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPEWTIONS 0 0 0 0 CAPITAL OUTLAY 35,160 33,500 31,592 19,136 WORK PROGRAM: Provide support to the members of the Police Department and help enhance Community safety and security through education and crime prevention. PROGRAM ACTIVITIES: Senior Volunteer Patrol Conduct crime prevention patrols. Assist with traffic control and special events. . Conduct education activities in community. Provide regular contact for homebound citizens. In-House Volunteers Provide general clerical assistance Provide data entry assistance. Contact crime victims. Provide assistance with special assignments and projects. WORKLOAD STATISTICS: " CY1998 CY1999 Number of hours contributed 18,411 14,736 SIGNIFICANT CHANGES: None. 62 PROGRAM: RESERVE OFFICER PROGRAM FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012123 1997-98 3,400 4,760 2,636 2.570 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY WORK'PROGRAM: Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment as transport. cover, or working with officers. PROGRAM ACTIVITIES: Provide special detail assistance to all divisions of the police department. . Provide sewice to spring and fall fairs, Oktoberfest, marathon, and other special events. Provide assistance with follow-up and special investigations for traffic officers and detectives. WORKLOAD STATISTICS: cy1997 cy1998 cy1999 Hours contributed by reserve officers 2,078 2,360 1,491 SIGNIFICANT CHANGES: None. 63 PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124 ACTUAL 338.286 334,446 345,062 0 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance depaltment's ability to locate hidden suspects while providing greater officer safety through the use of trained Police dogs. PROGRAM ACTIVITIES: Enforce laws throughout the City. Patrol remote areas using 4x4 vehicles. Provide canine coverage on each patrol watch. Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of Police canine teams. SIGNIFICANT CHANGES: None. 64 PROGRAM: LAGOON PATROL FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012125 MAINTENANCE a OPERATIONS CAPITAL OUTLAY WORK PROGRAM: PROGRAM ACTIVITIES: . Enforce boating regulations. . Monitor recreational boating operation on Agua Hedionda Lagoon. . Patrol lagoon. trail, and park areas. Assist stranded boaters on Agua Hedionda Lagoon. SIGNIFICANT CHANGES: None. 65 PROGRAM: INVESTIGATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012130 I I 1997-98 I 1998-991 1999-00 I 2000-01 I ACTUAL( ACTUAL^ BUDGETI BUDGET PERSONNEL 839,421 1,127,355 1,082,756 1,204,691 MAINTENANCE & OPERATIONS 193,790 206.217 200,467 195,096 CAPITAL OUTLAY 2,000 2,500 0 0 WORK PROGRAM: commission of crimes. Provide coordination of the criminal justice process; rewver stolen property: process Provide follow-up investigations leading to the identification and apprehension of persons responsible for the property and evidence. WORKLOAD STATISTICS: Violent Crime Clearance Rate Property Crime Clearance Rate cy1997 CY1998 CY1999 52% 48% 45% 27% 22% 21% Property Recovery Rate 37% 26% 26% SIGNIFICANT CHANGES: Three investigators previously budgeted in this division have been transferred to a new Task Force division (0012135) to better reflect functionality and increase accountability. 66 PROGRAM: VlCElNARCOTlCS FUND: GENERAL PROGRAM GROUP: POLICE ACCT,NO. 0012131 MAINTENANCE a OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. Idenbfy and assist in the prosecution of those responsible for the use. distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities. WORKLOAD STATISTICS: cy1997 cy1998 cy1999 Felony and Misdemeanor Arrests 138 123 179 SIGNIFICANT CHANGES: Additional vice narcotics investigator added to 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. 61 PROGRAM: JUVENILE DIVERSION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012132 1997-98 ACTUAL ACTUAL 1996-99 BUDGET 1999-00 2000-01 BUDGET PERSONNEL 56,155 61.229 61.800 71,677 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 18 0 86.027 107,277 61.583 0 0 0 WORK PROGRAM: Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both delinquent and pre-delinquent and within and prior to the criminal justice system. SIGNIFICANT CHANGES: A part-time juvenile justice program assistant has been added to allow the program coordinator to handle increased demand for juvenile justice services. 68 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012133 AINTENANCE & OPERATIONS APITAL OUTLAY WORK PROGRAM: the department. Responsible for the processing. retention, disposal, and security of all property and evidence obtained or seized by PROGRAM ACTIVITIES: Physically maintain and accurately track all property and evidence. Return property to lawful owners. Dispose of property according to law. SIGNIFICANT CHANGES: None. 69 PROGRAM: FAMILY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012134 I I 1997-981 1998-991 1999-001 2000-01 I I ACTUAL! ACTUAL^ BUDGETI BUDGET PERSONNEL 281.8241 292,6821 331,669 MAINTENANCE a OPERATIONS APITAL OUTLAY WORK PROGRAM: Provide follow-up investigation leading to the identification and apprehension of persons responsible for the commission of crimes related to juvenile offenders, juvenile victims, and domestic violence incidents. Provide coordination of the crimina! justice process as it relates to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: Investigate and foliow-up on crime and incident reports as they relate to all phases of the family. Assist in the coordination of diversion, prevention, and education activities offered by the department such as DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None 70 PROGRAM: TASK FORCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012135 MAINTENANCE 8 OPERATIONS APITAL OUTLAY WORK PROGRAM: Theft Task Force, and Narcotics Task Force. Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto SIGNIFICANT CHANGES: Expenses associated with these task forces were previously budgeted in the Investigations Division (0012130). A . separate division has been created for the task forces to better reflect functionality and enhance accountability. 71 PROGRAM: SUPPORT OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 i I 1997-981 1998-991 1999-001 2000-01 I ACTUAL 425.923 450,526 364.239 337.321 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 1,063,455 830,790 486,351 394,530 CAPITAL OUTLAY 0 3.000 2.51 1 0 GRAND TOTAL 0.00 0.00 0.00 HOURLYRE POSITIONS 6.00 6.00 5.00 FULLTIME POSITIONS 1,489.378 1,284,316 853.101 731.851 6.00 0.00 WORK PROGRAM: Provide support to the police department in the form of training, automated systems coordination, and personnel recruitment and hiring. PROGRAM ACTIVITIES: Coordinate all department training. Organize testing programs and conduct POST mandated preemployment investigations. Recruit new employees. Maintain and develop the department's automated systems such as CAD, ARJIS, a network. 1nd the microcornpi Iter SIGNIFICANT CHANGES: Information Systems charges have increased by $220.000 to cover the cost of replacing the personal computers as they become obsolete. 12 PROGRAM: D.A.R.E. FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012141 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK.PROGRAM: Assist elementary and junior high school students in recognizing and resisting the pressures of drug bse through education. PROGRAM ACTIVITIES: Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high Assist schools and parents with dNg abuse prevention programs. .SIGNIFICANT CHANGES: None, schools. 73 PROGRAM: CRIME PREVENTION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012142 I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL 44.490 44,690 43,814 40,146 PERSONNEL BUDGET BUDGET ACTUAL JMAINTENANCE & OPERATIONS I 47.6941 45.5701 41,441 I 41.0591 CAPITAL OUTLAY WORK PROGRAM: Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help reduce the fear of crime through the dissemination of information. PROGRAM ACTIVITIES: Target all groups within the community including crime victims and utilize community forums, surveys, media, Create and implement education and awareness programs that reduce the threat of crime and enhance safety newsletters, and direct mailings. and security. SIGNIFICANT CHANGES: None 74 PROGRAM: POLICE SCHOOL RESOURCE OFFICERS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012143 MAINTENANCE 8 OPERATIONS APITAL OUTLAY WORK PROGRAM: Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among students, citizens, and educators. PROGRAM ACTIVITIES: Maintain order and enforce laws on school campuses located within the City of Carlsbad. Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement, in general. SIGNIFICANT CHANGES: None. 75 PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012144 - ACTUAL 1997-98 ACTUAL 1998-99 954,960 953.028 810.442 715,473 PERSONNEL 2000-01 BUDGET BUDGET 1999-00 MAINTENANCE a OPERATIONS 92,050 81.983 28.781 30.806 CAPITAL OUTLAY 4,500 2,007 3,222 0 WORK PROGRAM: personnel. Provide police and fire communications including answering calls for service and dispatching appropriate emergency PROGRAM ACTIVITIES: Provide routine and emergency communications service to police, fire, and emergency medical programs WORKLOAD STATISTICS: cy1997 cy1998 cy1999 Police Calls for Service 64,009 67,076 67.284 SIGNIFICANT CHANGES: None. 16 PROGRAM: POLICE RECORDS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012145 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Provide processing, filing, and maintenance of all department law enforcement official records. Responsible for data entry into the ARJIS system and for Statewide reporting of crime information. Responsible for public reception, information, and fingerprinting services for the public. PROGRAM ACTIVITIES: Process police records including arrests, crime cases, citations, traffic collisions, and incident reports WORKLOAD STATISTICS: cy1997 cy1998 cyi999 Police Cases 8.950 9,083 8.338 SIGNIFICANT CHANGES: None. 77 PROGRAM: VARIOUS FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE ACCT NO. 1212110 1997-98 ACTUAL 1998-99 BUDGET ACTUAL 1999-00 2000-01 BUDGET PERSONNEL 151.059 855 52.000 9,600 MAINTENANCE & OPERATIONS 1,250 100,459 49.735 182,840 CAPITAL OUTLAY 11,750 106,081 14,461 185,402 - GRAND TOTAL 0.00 0.00 0.00 0.00 0.00 FULL TIME POSITIONS 0.00 0.00 HOURLYFTE POSITIONS 22,600 258.540 65,051 519,301 0.00 WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the police department's narcotics enforcement efforts. These funds are restricted by statute for use by the police department only and cannot be used to supplant existing budgets. SIGNIFICANT CHANGES: Maintenance and operation/capital includes funding for less-than-lethal equipment programs such as webshot guns, bean bag rounds, and rifles to replace all shotguns which will be converted to bean bag guns. Also included is overtime for training. 78 PROGRAM: BICYCLE PATROL FUND: COPS GRANT PROGRAM GROUP: POLICE ACCT NO. 123XXXX 1997-98 PERSONNEL I 148,008) 163.360) 148,903) 164.850 BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS CAPiTAL OUTLAY 9,447 2,000 0 0 0 10,110 3,324 2.233 WORK PROGRAM: This is the fourth year the City has received funding per Assembly Bill No. 3229 (BNlte) Citizens Option for Public Safety (COPS). The City Council approved the Police Department's request to use these funds for the continued hiring of two full-time officers for assignment to the year-round bicycle patrol. Prior to the first year of the grant, the bicycle patrol was only seasonally staffed during the summer months. The bicycle patrol members patrol the beach and downtown areas as weii as other areas as required for special enforcement. PROGRAM ACTIVITIES: The patrol will direct attention to minor dNg, alcohol. skateboarding, loitering. and noise complaints in the downtown and beach areas of the City as we11 as other areas as needed, SIGNIFICANT CHANGES: .- None. 79 PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE SUMMARY MAINTENANCE 8 OPERATIONS APITAL OUTLAY MISSION STATEMENT: The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in safeguarding lives, property. and our environment. We measure our success in accomplishing our mission through customer surveys, comparative analysis, operational effectiveness and goal accomplishment. WORKLOAD STATISTICS: Paramedic Satisfaction Survey Total Incidents By Year 1 2 3 Unacceptable Poor Satisfactory Gwd 4 Excellent 5 Priority 1 average response times in minutes: 4.42 4.55 4.68 4.78 4.81 Customer Service Ratlnat: The above chart emergency medical services for 1999. The results shows our customer satisfaction level for show that our paramedics continue to live up to the department's reputation for treating all patients as we would our own family. Incidents B ReSDOnse Times: The Fire Department continues to meet' its goal of a five- with a 4 minute and 49 second average. The above minute average response time to priority one calls, chart shows a gradual increase in both number of years. incidents and response time over the last five 80 PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE PAGE TWO SUMMARY KEY GOALS FOR 2000-01: "Ensure the effective and efficient deliverv of tOD-OUalltv services to our Communltv." Oversee the purchase and implementation of a new computer-aided dispatch system for public safety that will Continue to work with the other major service areas in implementing a Citywide performance measurement Finalize a Fire Department Strategic Plan based on a comprehensive self-assessment process. "Enhance educational oDDortunlties for all seamen6 of the Communitv." . Increase the opportunity for seniors to participate in the fire safety public education progiams. maximize the full capabilities of our 8OOMHz communication system. system that will achieve desired outcomes through selective measurement and benchmarking practices. 81 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012210 1997-96 296.690 303,415 278.274 235,460 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 213,613 518,750 318,668 80,000 161,608 1,381,065 82,502 CAPITAL OUTLAY 332,751 " WORK PROGRAM: The Administration Division coordinates the overall operation of the Fire Department PROGRAM ACTIVITIES: Coordination Provide program direction and planning for all divisions. Implement and support Fire Department specific values, mission, and vision. Continue supervisory training and seminars for all fire captains. Facilitate team building programs for all members of the management team. Promote increased communications and participation at all levels within the department. Plannina Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire sewices. . Continue to oversee the department-wide self-assessment process and develop e department strategic plan. . Monitor development under the Gmwth Management Program toward scheduling the relocation of Fire Stations 3 B 6. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs. Coordinate department information systems. Participate in regional planning activities, including 800 MHz Regional Communication System and continue studying the feasibility of a North County Regional Training Facility. SIGNIFICANT CHANGES: None. 82 PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012220 1997-98 ACTUAL 1998-99 BUDGET ACTUAL 1999-00 2000-01 BUDGET 5,741,674 6,276,906 6,316,560 6,412,418 PERSONNEL MAINTENANCE 8 OPERATIONS 90.050 67,927 58,228 45,490 CAPITAL OUTLAY 1,077,510 1,040,431 815.814 722.826 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and p.roperly trained personnel. PROGRAM ACTIVITIES: Ememencv Reswnse Maintain an effective fire and medical emergency response system throughout the City. Maintain fire apparatus, equipment. and facilities at a high level of readiness. ' 'e Maintain an average response time of five minutes or less to priority.one fire and medical calls for service Trainina Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the services provided to citizens. Provide technical training to all shift personnel on a monthly basis. . Train personnel to meet individual and company performance standards. Provide 24 hours of EMS continuing education to all field personnel. Service Operations personnel will maintain a positive community profile of service. friendliness. and responsiveness. . Engine companies to participate in public education programs, special Community events. and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. 83 PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Manage the potential for fire loss in the community through Fire Code enforcement and public education activities which increase citizen awareness of fire and life safety practices. PROGRAM ACTIVITIES: Enforcement and Enaine- Provide training and administrative support for engine company code enforcement activities. Provide code enforcement occupancy inspections in existing public buildings and those under construction. Conduct periodic fire inspections in commercial. industrial, and multi-family residential buildings. Perform code compliance reviews on construction plan submittals within 10 calendar days. Perform new construction inspections within 24 hours of request. Conduct code compliance inspections in licensed care facilities. Respond to citizen hazard inquiries and complaints. SIGNIFICANT CHANGES: None. 84 PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012235 ACTUAL 1997-98 ACTUAL 1998-99 BUDGET 1999-00 0 0 0 0. PERSONNEL 2000-01 BUDGET MAINTENANCE 8 OPERATIONS 126,250 156,134 152,550 94.031 CAPITAL OUTLAY 0 0 0 0 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement program. PROGRAM ACTIVITIES: Hazard Identification Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. . Select 900-1 100 parcels for clearance. Obtain City Council approval for abatement. Mail notices to property owners in May. Hazard Abatement Ensure effective abatement of hazards identified. Inspect all property noticed. During May through July, clean all property not previously abated by owners. Manage contractor performance and payment system. Obtain City Council approval to place abatement costs onto individuals property tax roll in July. Submit charges to County Auditor for recovery by property tax billing by August. SIGNIFICANT CHANGES: None 85 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012240 1997-98 0 0 0 0 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS APITAL OUTLAY WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man caused disasters. PROGRAM ACTIVITIES: Traininq and Education Conduct classroom and simulation training sessions for all key City staff members. Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements Continue providing basic emergency response training to all City employees. Plannina . Reorganize emergency plan. Develop a strategic plan to improve Citywide emergency preparedness. . Update hazard vulnerability analysis. . Restructure the emergency management administrative team. Coordinate program efforts to ensure future certification of the City by FEMA as a "Disaster Resistant Community." Inter-Aoen'cv Coordination Represent the interests of the City on the County Unified Disaster Council SIGNIFICANT CHANGES: None. 86 COMMUNITY DEVELOPMENT 4 .. PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1997-98 ACTUAL 1998-99 6,506,193 6,613,159 6,217,537 6,223.418 MAINTENANCE & OPERATIONS BUDGET 4,052,371 3.944.862 3.773.091 3.361.113 PERSONNEL 200Q01 BUDGET ACTUAL 1999-00 87 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-0013025 ACTUAL 1997-98 ACTUAL 2000-01 1999-00 1998-99 BUDGET 321,310 345,740 376,200 330.154 PERSONNEL BUDGET I I 2000-01 1999-001 1998-991 I 1997-981 ACTUAL^ ACTUAL^ BUDGETI PERSONNEL 330.154 BUDGET 321,310 345,740 376,200 MAINTENANCE 8 OPERATIONS 0 49,300 6,956 3.013 CAPITAL OUTLAY 135,660 169,701 127,230 176.849 MISSION STATEMENT: The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and who live, work or visit Carlsbad by providing for: respect for diversity. We enhance the health, safety. welfare and the quality of life for people at all economic levels development of high quality projects and publicfacilities. diverse housing. employment and enrichment opportunities. and preservation of the local environment. a strong and stable economic base. PROGRAM ACTIVITIES: Coordination Continue quarterly review of all Interdepartmental goals and objectives. Provide support and direction to all Community Development Departments involved with achievement of the Coordinate the activities of all Community Development Departments at the development processing counter. City's Affordable Housing, Growth Management and Economic Development goals. Conduct periodic meetings and workshops to assist Community Development staff and various commissions in Communication Encourage departmental and interdepartmental meetings which allow Community Development staff to . Act as a liaison between community organizations and City staff in initiating and implementing programs which understanding the development process. and pertinent laws and regulations. participate in problem identification and resolution. provide social benefit to the local population. 88 PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013025 KEY GOALS FOR 2000-01 : “Ensure the effectlve and efficient dellvew of toD-aualltv servlces to our Communltv.” Provide timely response to inquiries by knowledgeable .staff; continuing to measure customer satisfaction with service delivery through the use of user surveys. and user feedback from customers to improve service delivery. Examples are: respond to 95% of field inspection requests the next working day. develop performance measurement program, average 24-hour response on code enforcement for non-health and safety calls (average same day response manage Phase II of Cole Library renovation project. manage relocation of Police training range, and ‘DeVelOD and ImDlement Droactlve strategies to ensure the financial health of the Communltv and the Cltv.” Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or individual single-project permitting (depending on Council policy direction) for all City projects and selected high priority private projects which have been identied by the City Council. Reassemble the project design team, develop a revised schedule, and undertake the remaining design, entitlement, financing. and construction activities necessary to complete the golf course project. for all others), “Enhance educational oDDottunlties for all seaments of the Communltv.” Continue the Community Development Organizational Effectiveness program, establishing new and innovative for supervisors and managers in conflict management and time management. opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training SIGNIFICANT CHANGES: Office Specialist postion transferred to Finance upon the opening of the Faraday Center. PROGRAM: LAND USE PLANNING 8 PLANNING COMMISSION FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 0013210/0013220 1997-98 1,800,950 1.805.780 1,695,030 1,545,533 PERSONNEL 2000-01 BUDGET BUDGET ACTUAL ACTUAL 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 603,474 789.080 487,462 669.822 CAPITAL OUTLAY 0 17,290 9,391 0 MISSION STATEMENT: The Planning Department's mission is to guide the planned physical development of the City in a manner that preserves the quality of life for its citizens. PROGRAM ACTIVITIES: Ensure that all new planning programs and development projects comply with the General Plan. ImDlementation of General Plan Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council and Preparation of SDecial Studies and Policv Review and environmental ordinances. Update development standards as needed. Planning Commission regarding the compliance of all development proposals with the City's zoning, subdivision Review of DeveloDment Proiects the compliance of all development proposals with the City's zoning, subdivision and environmental ordinances. Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding Update development standards as needed. ImDlementation of Growth Manaoement Plan Ensure that all development complies with the performance standards of the Growth Management Plan. PERFORMANCE OBJECTIVES: . Implement programs contained in the updated General Plan. . Complete the update of the Housing Element. . Complete the Carlsbad Boulevard Realignment Study and the Commercial Study. - Continue to address issues related to endangered species, and implementation of the Habitat Management - Ensure timely processing/review of projects in the City. . Continue to review project processing procedures. . Administer the Growth Management Program, including on-going monitoring of activities. Pian. 90 PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING CONSIDERED BY PLANNING COMMISSION NUMBER OF PLANNING APPLICATIONS 70 60 I tr .I998 0 1999 ADDliCatiOnS Considered by Planning Com- mission: The numbers reflect a 46% increase for 1998 over 1997, and a 164% for 1999 over 1997. Administrative approvals of PIPS. Sign Variances are not included in the above PermitslPrograrns, and Administra-tive applications were constant, while there was a numbers. 1998/99 administrative permit 243 in 1998, and 247 in 1999). 38% increase from 1997-1998 (176 in 1997, KEY DEPARTMENT GOALS - FY 2000-01: PAGE TWO ACCT NO. 001321010013220 NUMBER OF PLANNING APPLICATIONS CONSIDERED BY CITY COUNCIL 35 30 25 20 15 10 5 0 1stQtr ZndC Xr I 3rd Qtr 4th Qr ADDlications Considered by Citv Council: from the Planning Commission in 1997, 28 in . Fifteen applications were forwarded to Council part to the Commercial VisitorlSewing Overlay 1998. and 80 in 1999. The increase is due in Zone and reflects an over 400% increase in activity level over the two-year period of 1997- 1999. “Ensure the effective and efficient deliverv of towaualltv services to our Communitv.” Ensure topquaiity services to our customers and citizens. Ensure that all development projects comply with City planning codes and policies. Continue to review all procedures and systems to ensure the timely processing of all applications, particularly Provide strategic advice regarding land use and long-term planning in the City. Present the results to the infill ones that create economic opportunities. Determine the effectiveness of the preliminary review process, Projects report to the City Council. “Create diverse. broad-based economic strategies in ensure the financial health of the Communitv and the Revise General Plan policies to reflect City Council decisions on the Commercial Land Use Study. Continue the processing of the Villages of La Costa Master Plan, Bressi Ranch Master Plan, and the Carlsbad Oaks North industrial Park. “Enhance educational omortunities and school facilities for all segments of the Communitv.” Continue wbrking with the school districts, providing land use and long-ten planning information to assist the Enhance Planning Department information available on the web site. districts in school location decisions. SIGNIFICANT CHANGES: None. 91 PROGRAM: GEOGRAPHIC INFORMATlOrJ SYSTEM FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310 I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL 167,056 162,757 104,475 90.372 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE a OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: The Carlsbad GIS provides Geographic Information System processing services to all City departments. and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: Svstem Development Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS staff, we are able to more effectively expand the GIS program to.enabie various City staff to use GIS technology. Database DeVelODment Continue adding data layers to the enterprise-wide GIs, particularly in the areas of Public Works-related infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.). Database Maintenance Maintain the various layers within the GIS by keeping them accurate and current. WORKLOAD STATISTICS: " FY1998 FY1999 FY 2000 (Est.) Number of Service Requests: 229 245 275 KEY GOALS FOR FY 2000-01 : "Ensure the effective and efficient deliVeN of top-aualitv Services to our Communitv" - Participate in the development of a Public Works Maintenance Management System utilizing GIS technology. . Continue to reduce the cycle time between request and delivety of products/services - Disseminate GIS capabilities to City staff at the desktop level by implementing a spatial data warehouse for all users of geographic data. SIGNIFICANT CHANGES: Software will continue to be implemented to allow direct access to all spatial data from the various geographic information systems used by the City. 92 PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL PROGRAM GROUP: COMMUNIN DEVELOPMENT ACCT NO. 0013510 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: Plan, organize and direct the implementation of the City's Economic Strategic Plan, and Real Estate Asset Program. PROGRAM ACTIVITIES: Land Use Develop and implement land use and infrastructure strategies consistent with the General Plan, that enhance and promote economic development in Carlsbad. Public Policy quality of life and consider the fiscal needs of the City. Develop sound policies and strategies that encourage quality business development and expansion, preserve Economic Resources Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive effects they have on the Community Promotion and Marketing ~ Support public and private activities that focus on attracting desirable businesses and industries to the City, and ~ ~~ supports local tourism. Public Relations and Education Provide opportunities for increased organizational. local business and citizen awareness of demographics and economic goals and activities. PERFORMANCE/ WORKLOAD MEASURES: . Number of economic development presentations made annually to local organizations KEY GOALS FOR 2000-01 : "Develop and imDlement proactive strategies to ensun, the financial health of the Communitv and the Cltv." Develop and coordinate Carlsbad's Business Attraction and Retention Program. Participate in regional economic development activities and projects. Identify and monitor progress of development projects that provide economic benefit to the City. Implement the City of Carlsbad's Economic Development Strategic Plan. . Develop Real Estate Asset Inventory. SIGNIFICANT CHANGES: Additional funding for Real Estate Asset Management 93 PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610 I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL^ ACTUAL^ BUDGET1 BUDGET PERSONNEL 722,6261 847.9871 903,1501 971,456 MAINTENANCE 8 OPERATIONS 0 8.200 8.657 2,728 CAPITAL OUTLAY 832.454 912.588 760,708 542.227 GRAND TOTAL FULL TIME POSITIONS 1,803.910 1,823.938 1.617.352 1.267.581 0.50 0.50 1.50 1.50 HOURLY/FTE POSITIONS 13.00 13.00 .13.00 13.00 WORK PROGRAM: The Building Department reviews applications .for building permits, routes applications to applicable departments, issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The department also provides code enforcement services for the City for zoning. housing, building, and other Municipal Code violations. PROGRAM ACTIVITIES: . Receipt of building permit applications, coordination of building permit approvals, issuance of building permits, inspection of new and remodeled structures, and related code enforcement activities. PERFORMANCE MEASURES: The department tracks inspections per day per field inspector and a number of other statistical repolts this report to reflect ICMA recommended performance measurements for code enforcement. associated with workloads. Code enforcement has produced a quarterly report and will be revising the format of KEY GOALS FOR 2000-01: ”Ensure the effective and efficient dellvew of toD-aualitv services to our Communltv.” . Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. “Enhance educational oDl)ortunltles and school facilities for all seaments of the Communltv.” Provide 80 hours of staff development training for each employee. Continue to develop and implement an internship program for building inspectors. SIGNIFICANT CHANGES: Funding provided for an additional intern. The intern inspector program will continue to train in-house City employees for a career in building inspection. 94 PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY 1997-98 667.949 626.825 635,686 580,940 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 200041 1999-00 1996-99 MAINTENANCE 8 OPERATIONS 4,776.963 4.780.169 4,700.207 314,526 4,184,195 324,370 360,196 CAPITAL OUTLAY 4.760.215 .. MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Creating a CornmuniW Spirlt 0 Rental Assistance Transportation Homebuyers Assistance Education New Construction e Social Services Rehabilitation Family Self-Sufficiency Enhancing Opportunities Village Vision . Career Development Creativity Plans Expansions Innovation . Revitalization Goals . Beautification Promoting Business Development lncreasina Revenues Jobs Federal Funds Sales Tax Property Tax New Products State Funds Excellent Service 95 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 801341018023412 I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL 166,200 154.030 164.869 146.553 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE -3 OPERATIONS 1,356,761 1,363,377 1,940,678 1,914,784 CAPITAL OUTLAY 0 948.923 0 0 GRAND TOTAL 0.00 0.00 0.00 HOURLYlFFE POSITIONS 2.20 1.95 1.90 FULL TIME POSITIONS 1,522,961 2,466,330 2,105,547 2,061,337 2.20 0.00 ,MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: lmolementation of the Carlsbad Villaae Redevelooment Master Plan . Coordination of project development and permit processing. Implementation of the Facade Improvement Program. . Administration of the Parking-In-Lieu Fee Program. . Property acquisition for future redevelopment projects and facilitation of new development, Communitv Relations and Public Relations Proaram . Work with the Carlsbad Village Business Association and other business organizations to continue Community . implement the Village Beautification Program through coordination of maintenance efforts in the Village, . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail awareness and public relations activities on behalf of the Redevelopment Agency. Station and surrounding properties. PERFORMANCEMlORKLOAD MEASURES: - Process fifteen (15) redevelopment permit applications for improvements to existing structures or new Process ten (IO) sign permit applications. . Process five (5) preliminary review applications. . Process four (6) FacadeSignage Improvement Grants. construction projects. Facilitate the development of at least one "special opportunity projecr' identified in the Village Redevelopment Master Plan. . Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program, 96 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO FUND: REDEVELOPMENT AGENCY PROGRAMGROUP: HOUSINGANDREDEVELOPMENT ACCT NO. 8013410/8023412 KEY GOALS FOR 2000-01 : “DeveloD and implement oroactlve straterties to ensure the financial health of the Communltv and the Citv.” . Process redevelopment permits of all types for projects within the Village Area which represent high quality Implement a program to attract and retain desired businesses based on the resuits of the residenffcustomer development or redevelopment of properties and buildings. survey conducted by SANDAG. “Intenrate a COmDrehenSive efficient transoortatlon svbtem with aualitv of lifecentered land use decisions.” . Implement the Village Area Parking Program which supports publidprivate partnerships in financing the maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate utilize the public parking areas and to walk to surrounding businesses andlor tourist activities. Complete and implement the Transportation Corridor Master Plan within the Village which sup~orts transit- required improvements to eliminate any impediments. oriented development. SIGNIFICANT CHANGES: Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments. PROGRAM: LOWlMODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420 1997-96 ACTUAL 1996-99 54.799 46.600 46,541 37,312 PERSONNEL 2000-01 BUDGET BUDGET ACTUAL 1999-00 MAINTENANCE 8 OPERATIONS 67,156 76,195 28.593 27,873 CAPITAL OUTLAY 0 1,600,000 0 0 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housina Proiect Processina Procedures - Continue development of affordable housing project processing procedures Affordable Housino Proiect Coordination . Assist in the structure and Implementation of affordable housing projects. Affordable Housina Education Proaram Direct educational programs for citizens, businesses and government agencies interested in affordable housing. PERFORMANCE I WORKLOAD MEASURES: * Process at least three (3) requests for financial assistance through the Housing Policy Team. . Use existing low and moderate income housing funds to purchase property for an affordable housing projed in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition or acquisition of existing units and rehabilitation. . Participate in at least three (3) outreach programs, professional conferences, andlor citizen and business groups on affordable housing. KEY GOALS FOR 2000-01 : “Ensure the effective and efflclent delivew of toD-auaIitv services to our Communitv.” . Continue to assist private developers to provide affordable housing as required by the inclusionaty Housing Ordinance. “DeveloD and ImDlement Droactive strateales to ensure the flnanclal health of the Community and the CIW.” - Attract and retain target industries, businesses and jobs that result in improved economic health through the implementation of affordable housing programs which serve to enhance the jobslhousing balance within the Community. SIGNIFICANT CHANGES: Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments. 98 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 190340111903403 1997-98 2000-01 ACTUAL 1999-00 1998-99 224.010 203.885 218.697 BUDGET BUDGET 216.477 ACTUAL PERSONNEL MAINTENANCE 8 OPERATIONS 0 0 0 0 CAPITAL OUTLAY 2.917.385 2,796,760 2,457,915 2.480.273 GRAND TOTAL HOURLY/FTE POSITIONS FULL TIME POSITIONS 3,141,395 3,000,645 2,676.612 2,696,750 4.00 3.70 0.00 3.50 0.00 3.50 0.00 0.00 - MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance Assist low-income households in the community to access rental housing that is decent, safe and sanitary, Provide federal funding to subsidize rents for 503 very-low and low income households. Ensure program is being administered in compliance with federal regulations, federal guidelines and the Achieve and maintain a lease rate that effectively utilizes funding allocation. Designed to enable unemployed, under-employed or undereducated low income families to achieve emnomic Familv Self-SufficiencK Assist families in identifying barriers to becoming self-sufficient. Provide guidance to the family to establish a five year goal and plan. Carlsbad Administrative Plan. independence from welfare. Coordinate needed support seNices and act as an advocate on behalf of the client. Communitv ODwrtunities Pmaram Collaborative effort among several local housing agencies. Provide education and guidance to rental assistance participants to reach personal goals and career objectives, emphasizing housing opportunities in neighborhoods of choice. Participate in ongoing implementation of program changes and marketing of the program to participants and owners in Carlsbad. PERFORMANCEMORKLOAD MEASURES: Achieve and maintain a lease rate utilizing 90-95% of allocated funds. Update and revise Administrative Plan to adopt changes in federal regulations. Expand rental assistance knowledge by conducting Community workshops, providing owner and participant newsletters and conducting owner outreach presentations. SIGNIFICANT CHANGES: None. 99 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 133342f 1997-98 ACTUAL 1996-99 ACTUAL 1999-00 2000-01 BUDGET BUDGET PERSONNEL 86,475 103,183 120.240 122,450 MAINTENANCE 8 OPERATIONS 57,127 49.845 154.699 11 6,425 CAPITAL OUTLAY 0 1,000.000 0 0 MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Affordable Housina Proarams Provide staff support to implement the various affordable housing programs as set forth within the City’s housing element including: Carlsbad Homebuyer Assistance Program (CHAP). Mortgage Credit Certificate Program (MCC). Single and multi-family residential rehabilitation programs. Provide staff support to the Housing Commission. Affordable Housina Financial Assistance Negotiate and prepare financial assistance and loan documents for construction of single and multi-family affordable housing projects. lnclusionaw Housing Implement the lnclusionaly Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance. Negotiate and prepare affordable housing agreements. Monitor the development and operation of affordable housing developments WORKLOAD STATISTICS: 97-98 98-9999-00 Est, 1. Affordable Housing Units Approved: 257 units 429 units 26 units 2. Affordable Housing Units Construction Starts: 35 units 326 units 97 units 3. Financial Assistance to Affordable Housing Projects: $1235.000 $150,000 $2,216,000 100 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT PAGE TWO ACCT NO. 1333421 KEY GOALS FOR 2000-01 : 4 Develop. maintain and enhance programs that result in an informed, knowledgeable and involved public through enhanced community dialogue. Perform public outreach by making presentations to citizen, business and service groups, serve on regional affordable housing committees and task forces, and make presentations at professional conferences about affordable housing programs and their benefits to the City of Carlsbad SIGNIFICANT CHANGES: Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments. 101 PROGRAM: COMMUNlTY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCTNO. 391~101-02,3g17000 AINTENANCE & OPERATIONS APITAL OUTLAY MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Administration of Communitv DeveloDment Block Grant Proaram Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to Prepare consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding. Monitor activities of grant subrecipients to ensure that HUD and City requirements are met. Prepare consolidated annual performance and evaluation report for review and approval by City Council and identify activities to be included in the consolidated funding plan for the CDBG Program. for approval. HUD. Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by Residential Rehabilitation Proqram low and moderate income families or individuals. PERFORMANCE MEASURES: 9 Hold four public meetings to review and obtain comments on the City’s CDBG Program. Conduct selection process to identify a minimum of ten local public service agencies which should be assisted with funding throuah the CDBG Prooram. Monitor grant sub recipients and maintain documentation necessary to meet federal guidelines to continue receiving CDBG funds. Assist in providing grants andlor loans to at least four low to moderate income families or individuals to rehabilitate their homes. KEY GOAL FOR 2000-01: “Ensure the effective and efflcient deliverv of towwalitv servlces to our Communitv.” . Provide timely responses that result in high customer satisfaction. SIGNIFICANT CHANGES None. 102 COMMUNITY SERVICES PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1997-98 6,711,695 6,279,438 4.641.741 4,178,283 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2mw1 ”00 1waw MAINTENANCE 8 OPERATIONS 2.361.839 2,705,057 3.714.947 95.325 302,415 71,883 58.331 CAPITAL OUTLAY 4,694,432 103 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY MAINTENANCE a OPERATIONS CAPITAL OUTLAY PROGRAM DESCRIPTION: The Carlsbad City Library provides educational, informational and recreational Services for all community residents; provides both print and non-print resources that respond to the interests and needs of a diverse population; provides convenient access and adequate space for users and resources; and promotes a broad awareness of the library and its services. The library contributes to the enrichment of Carlsbad’s citizens by supporting lifelong learning and the pursuit of knowledge. KEY GOALS FOR 2000-01 : “Ensure the effective and efficient dellverv of towaualltv services to our Communitv.” . Begin the expansion of services to provide full service at both library facilities on Sundays from 1-5PM. Continue the development of a fully networked historical photo database. Complete the development of the Library and Arts Cultural Plan. In coordination with the Historic Preservation Commission, the Historical Society. and the Carlsbad Convention and Visitors Bureau, develop a top-quality walking tour brochure that includes photos, maps, and information on sites of historic interest in Carlsbad. Provide lectures, concerts. and other programs for the entire community‘s enjoyment. Continue to develop the Carlsbad Library Foundation. “DeveloD and imdement Droactlve strateaies to ensure the financial health of the Communltv and the Cltv.” Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore. “Enhance educational oDDortun1tie.s for all segments of the Communitv.” Coordinate with local school districts on the development of a brochure for teachers outlining services and Participate in district-wide orientation programs for teachers as well as monthly school-based teacher meetings. Continue to foster woperation with the Carlsbad Unified School District in providing literacy instruction to high Promote the library’s reading programs throughout local school districts. Continue to provide and promote computer literacy throughout the Community. resources the library can provide to students. school students. PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035 1997-98 1998-99 2000-01 1999-00 ACTUAL ACTUAL PERSONNEL I 1,065,6541 1.215.9641 805.5~~31 1,107,661 BUDGET BUDGET MAINTENANCE 8 OPERATIONS 0 0 0 22,007 CAPITAL OUTLAY 133,320 251.856 480.854 508.971, WORK PROGRAM: The Cole Library provides services for Nolth Carlsbad. These services include print and non-print materials, displays. reference services, genealogy and local history, special programs for children, and monthly changes in exhibits and PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: answer reference questions. reserve specific ties Reference: Assist patrons in using the iibrary, 1. and request materials from other libraries. 2. ” Circulation: Circulate print and non-print materials to 3. children and adults, handle patron registration, collect fees and fines. and track overdue items. Proaramminq: Plan, schedule and develop prc- grams for children. Conduct classmom visits and tours. Collection Development: Evaluate the Cole Library collection and select print and non-print materials. Libraw Manaaement: Manage Cole Library, staff, volunteers. collection. and facility. Maintain awareness of Community. 4. 5. 6. Schedule and supervise staff. Hire and train new staff. Prepare a monthly narrative and statistical summary of operation. Actively maintain a current, topical print and non- print collection. Maintain a safe and efficient facility. Survey the needs of and interact with the members of the Community. SIGNIFICANT CHANGES: Addition of circulation supervisor and five part time FTEs to meet the increased service for the first complete year of operations for two full-service libraries. In addition, Sunday hours have been added. I05 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 00140704095 ACTUAL 1997-98 0 7,627 0 9,801 CAPITAL OUTLAY 1,493,580 525.848 78,558 70,915 MAINTENANCE B OPERATIONS BUDGET 1,854,951 1,831,070 343,044 293,159 PERSONNEL BUDGET ACTUAL 2000-01 199940 1998-99 WORK PROGRAM: The Dove Library. located in South Carlsbad. opened in September 1999. PROGRAM ACTIVITIES: Administration Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and facilities; manages all budget and fiscal matters: and coordinates relations with Local and State government. the Library Board, the Friends of the Library. the Carlsbad Library Foundation, and the Serra Cooperative Library System. Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal Manage programs, exhibits, graphic arts, and all external public relations. Handle grants and reports at Local and State levels. Provide leadership for the library's divisions. Participate in and promote public education pertaining to historic areas and sites. Recognize historic sites by identifying various sites with numbered plaques that will eventually be part of a records. historical tour. The Circulation Division registers ail library patrons as library members and Internet users. The Circulation staff Circulation checks in and out materials, sorts and shelves all library materials. The division also provides services to the Homebound Program and participates in the Braille Machine Exchange Program. Register library patrons and Internet users. Check out and in, renew, reserve, sort, and shelve library materials. Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de Enroll visually Impaired patrons in the Braille Institute. Order and provide talking book machines and tapes. Process and mail overdue, collection and reserve notices.' Collect fines and fees". Carisbad, and Carlsbad-by-thesea. Exchange and provide repair for malfunctioning machines. Reference Librarians assist the public with information needs. provide instruction in the use of resources and Reference perform research for local business, government, and the public. Reference support staff checks in and organizes library materials such as periodicals, pamphlets and maps for public use. Respond to in-person and telephone reference questions; provide instruction classes and tours: select new and Provide directional information and answer basic reference questions. Manage a collection of 340 magazines and 32 newspapers and related back files. Provide public instruction in the use of computer data bases, the Internet. and other software programs available replacement materials; facilitate book discussions. in the lab and the job and career center. " . " " .... I ." 106 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 00140704095 PROGRAM ACTIVITIES (continued): Childrens The Children's Division serves children from preschool through junior high and introduces young people to the wonders of reading. The Division also assists teachers and adult students in education, child development and children's literature. Respond to In-person and telephone questions, provide readeh advisory, library skills instruction, group tours, and class visits. Select new Children's materials, both print and non-print, and provide collection maintenance and stack organization. There has been an increasingly heavy demand on collection activities due to limited hours and Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story ciosures at other libraries. contest, spelling bee, pet show. and cultural enrichment programs. Introduce children to literature and encourage creativity. Cooperative programs with the Centm provide multi-cultural experiences. SIGNIFICANT CHANGES: This is the first full year of operation for both the newly-renovated Cole Library in North Carlsbad, and the new Library in the south. Full year workload statistics will be available next budget year. F.unds have been allocated to update the Cultural Plan for the Library and the Arts Office. Part-time salaries and utilities have been increased to offer library services at both libraries on Sundays from 1-5PM. information System charges have been increased by $700.000, to cover the annual cost of replacing personal computers as they become obsolete. There was a significant increase in the number of personal computers with the opening of the new library. 107 PROGRAM: GENEALOGYILOCAL HISTORY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014025 MAINTENANCE a OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance to the public. The division head manages the selection, classification, and organization of a 19,000 volume collection, 7,500 microfilm rolls. 117,000 microfiche and 200 compact discs. It is a collection of excellence that draws researchers from all over the nation. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: General Reference Services: Genealogy and local 1997-98 1998-99 1999-00' history staff respond to in-person and telephone Reference Questions: reference requests; provide individual patrons with general introduction to the collection, instruction on Registered Researchers: on the use of various equipment including personal the use of OPAC and other finding aids, instruction Computer Users: computers, microfilMche readers and printers. In-House Usage: -" 14,737 15,741 4.958 10,711 9,680 3.872 1.41 1 2.323 854 5,136 22.868 9.068 Collection Develogment Activities: Staff participates in collection developmenffacquisitions by completing catalog checks, preparing order slips, receiving ordered items, preparing items to send to Technical Items Added: 628 666 600 Services. receiving and shelving items from Technical Services. 1997-98 1998-99 1999-00' -" County Genealogical Society has been a support Coordination with NSDCGS: The North San Diego 1998 1999' 2ooo' group for this collection for 20 years. Members of the Volunteer Hours 1,705 1.968 Society provide volunteer assistance in the division. 250 The division works with and assists the Society in Programs: 40 41 45 fund-raising for the acquisition of materials for the collection and in instructional programs. SIGNIFICANT CHANGES: None. * Genealogy/Local History Section was closed September 1999 through April 2000 for Cole Library remodel. 108 PROGRAM: CENTRO DE INFORMACI~N FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014030 1997-98 ACTUAL ACTUAL BUDGET 1999-00 1996-99 2000-01 BUDGET PERSONNEL 63.205 71.413 67.937 90,240 MAINTENANCE 8 OPERATIONS 0 0 0 0 CAPITAL OUTLAY 2,700 2,974 3,509 5,015 WORK. PROGRAM: The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children m Carlsbad. story hours for children, and information and referral services. The Centm de Informaci6n staff are actively involved Bilingual staff introduce residents to library services. which include print and non-print Spanish-language, bilingual in the community and worR in partnership with schools, community agencies, and other City departments, to meet the needs of our diverse Community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 1996-97" 199&99 Outreach: The Centro de Informaci6n is an active 1. Individual Patron Visits: partner in community activities. The Centro offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. Proqramminq: The Centro de Informaci6n responds 1. Program Attendance: to community information and educational needs by providing a variety of adult and children's programs. 24,006 24,250 21.584 3.922 3,721 3.700, SIGNIFICANT CHANGES: None. 109 PROGRAM: TECHNICAL SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014040 1997-98 1999-00 2000-01' 1998-99 ACTUAL ACTUAL PERSONNEL BUDGET 380.649 BUDGET 415.730 407,050 325,123 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line database, manages the library's automated circulation system, on-line catalog, and related automated programs. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Processinq: Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and rebinding. 1. Items Cataloged and Processed: 2. Items Handled Binding: 1996-97 1997-98 1998-99 18.901 17,906 22.889 1,624 1,707 1,695 " - Database Maintenance: Adds new items to the on-line database and deletes information of lost or discarded materials. 2. Items Withdrawn: 1. Items Added to Database: 18,901 17.906 22,889 13,843 16.059 18,261 Circulation System and On-line Cataloq: Operates the related activities, writes instructions, and trains staff on library's INLEX 3000 System, including all software- new features. PERFORMANCE OBJECTIVES: 1. To ensure system avaiiability at least 99% of the hours the library is open. 2. To conduct four training sessions for staff following installation of new DRA and INLEX software. SIGNIFICANT CHANGES: None. 110 PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. 0014045/1804001/1454010/1814001/1414070 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY GENERAL FUND PLF GRANT FUNDING CLSA GRANT FUNDING AUDIO VISUAL INSURANCE FUND OTHER SPECIAL REVEUNUE WORK PROGRAM: Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: m: Develop plans for the collection of Materials. materials budgets: monitor expenditures for Budoetinq: Prepare division and library-wide department and materials. Coordinate Selection of Materials: Coordinate selection and ordering of print and non-print materials. PERFORMANCE MEASURES: 1. Begin revision of materials collection statements for major subject areas at all facilities. 1. Track material accounts by major subjects. 2. Track vendor discounts. 1. Coordinate selection and ordering of at least 16,000 new print and non-print materials, 2. Continue purchase of materials from Capital fund for new library and for Cole Library. SIGNIFICANT CHANGES: Personnel costs are lower than the prior year because the prior year required additional staff time for the ordering of materials for the opening of the new library. 111 PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014050 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The library's Media Services Division provides a wide range of professional media-related activities in support of the library, other City departments. and the City Council's communication needs. Tasked with managing the new auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing technology support, video, and cable television program production. technical support for City and community organizations using these facilities. Services include: presentation PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Proarammina Manaaement: Implement "Meeting 1. Facility Use Policies and Procedures." Set-up and analyze the service delivery system. Monitor work flow, perform ongoing fee collections and processing. training, assigning and supervising part-time support and provide comprehensive reports. Provide staff staff. photographic and audio media programs featuring Media Production DeveloDment: Produce video, 1. such locally significant information as: South cablecasts, library special events. City community Carlsbad City Council and Quadrant Meeting 2. programs, documentation of capital improvement projects, growth and development. indexed City image storage and retrieval system for lmaae Research 8 DeveloDment: Maintain an 1. slides, prink, nagatives. -video. audio, etcl (28,000 slides and 8,000 prints). Continue migration towards 2. conversion to digitized photographic processes with eventual computerized storage, retrieval and 3. circulation systems, and integrate systems into network. SIGNIFICANT CHANGES: Part-time salaries are added for Sunday hours. Provide two bi-annual comprehensive reports including inquiries. bookings, income generated and analysis, and recommendations for service improvements. Develop programming content plan. fadlitate planning, and produce media materials accordingly. underwrite production expenses for a series. Prepare and submit grant applications to help Refine image database and WEB component. Catalog, label and package new images as determined by work order requests. database. Input photo catalog images and descriptions into 112 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014055 1997-98 BUDGET 90,818 89,110 81,056 94,727 BUDGET ACTUAL ACTUAL 2000-01 1999.00 1998-99 PERSONNEL MAINTENANCE 8 OPERATIONS 46,160 32,492 27,602 25,178 WORK PROGRAM: The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong application of traditional and technology-based literacy skills in daily lie. at work, and in the Community. learning and decision-making. The program provides literacy services that support positive self-esteem and the PROGRAM ACTIVITIES: WORKLOAD STATISTICS: 1996-97 -- 1997-98 199e-99 Individual Assessment and PlanninQ: The program 1. Learners Assessed for Skills at Entry: conducts a thorough assessment of each adult learner's literacy skills and develops an appropriate' individual learning plan. Literacv Skill Development: The program provides a 1. Matches and Rematches of Learners with Tutors variety of learning experiences, including one-to-one (one-to-one and small groups): tutoring, computer-assisted instruction, and small- group study, which are appropriate for each adult learneh individual potential and skill needs in basic reading, writing, math, critical thinking, and general 2. Learners Studying: knowledge. 59 41 45 122 79 78 155 143 127 3. Volunteer Tutors Instructing: 126 102 102 4. Instructional Hours Completed: , 5,306 4,735 5,434 SIGNIFICANT CHANGES: Replaced obsolete CUrriCUIum with core curriculum compatible with current computer standards. 113 PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS SUMMARY I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL^ ACTUAL/ BUDGETI BUDGET PERSONNEL 319,790 312,750 236,900 195.737 MAINTENANCE a OPERATIONS APiTAL OUTLAY PROGRAM DESCRIPTION: The Arts Office advances the arts through educational and support services and programs, reaches out to the community to develop cooperative relationships and provide meaningful collaborations to develop and strengthen their creative abilities, and seeks the highest quality of urban design where arts have a significant presence, thereby enriching the lives of all Cadsbad residents. KEY GOALS FOR 2009-01: “Ensure the effective and efficient deliverv of too-aualitv. cost4fective services to our Comrnunltv.” . Conduct a community-wide cultural plan in partnership with the Library. Generate sponsorship programs and fund-raising activities and collaborative projects. Promote, train, and utilize volunteers and artists in providing services. ”Enhance educational ooportunlties for all segments of the Comrnunitv.” Continue to implement arts education community/school.long-range planning with all school districts serving Continue to implement Gallery arts education services for children and adults. Offer community-wide opportunities including multi-cultural events and educational opportunities for children and Carlsbad. adults. 114 PROGRAM: ARTS OFFICE FUND: GENERAL FUNDlARTS GENERAUGALLERY DONATIONS PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/00140651001468/ 1474010/1474020 I I 1997-981 1998-991 1999-001 2000-01 1 ACTUAL( ACTUAL^ BUDGET( BUDGET PERSONNEL I 189.9921 229,1681 306.2901 309,090 MAINTENANCE a OPERATIONS 225,550 275.631 139,170 87.991 CAPITAL OUTlAY 6.245 38,000 2,511 0 WORK PROGRAM: and performing arts, and create a climate which encourages cuitural and artistic development in Carlsbad, and to Implement the goals and policies of the City &unci1 and City General Plan to plan, develop and promote the visual enhance educational opportunities for all segments of the cammunity. PROGRAM ACTIVITIES: ‘Develoo Droarams that SUDDO~~ lie-lono learnina and result in an informed. knowledaeable and involved Dublic throuah citizen enaaaement.” Volunteers Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide trainina for volunteers, artists, and arts organization, gallery docents and attendants. - Proarams Produce ten jazz Concerts in the parks Offer educational programs and classes on arts and culture for children and adults Bring a minimum of two visiting artists to the community Offer four weeks of summer arts camp and two weeks of Club Pelican Coordinate YES TO ART, youth at risk programs after school Information Produce a monthly calendarlnewsletter Produce Arts Brag; an arts education newsletter Provide informationlopportunitieslresources to artists, citizens. and the press Arts Info Line -for upto-date information Provide educational information on all gallery exhibitions and printed materials for exhibitions &pllJ!g Develop a community cultural plan in partnership with the Carlsbad City Library 115 PROGRAM: ARTS OFFICE PAGE TWO FUND: GENERAL FUNDlARTS GENERAUGALLERY DONATIONS PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/0014068/ 1474010/1474020 'Collaborate with school districts servina Carlsbad to aCWmDliSh mutuallv Set (1081s that meet the communitv's needs." Offer community-wide multi-cultural events Festejando a las Madrecitas Serve on Chamber of Commerce Arts Education Committee International multi-cultural festival, 'By Kids, for Kids" Implement arts education long-range plan with Carlsbad and Encinitas school districts . Offer programming and resources 'Implement innovative, cost-effective deliVeN of Citv services via Drivate/Dublic. DublidDriVate Dartnerships: non- profit oroanizations." . Develop and strengthen arts organizations and provide cultural opportunities with grant allocations Offer a grant initiative program to celebrate neighborhoods through the arts Generate sponsorship and fund-raising activities for the Gallery and Arts Office programs Produce a jazz program Submit grant applications to State and Federal funding agencies when appropriate Assist Arts Associates with fund-raising efforts "Construct, maintain and ODerate facilities that SUDDO~~ topaualitv Service deliverv." Operate the Cannon Art Gallery with six exhibitions per year and a full complement of associated programs Operate programs at Pine School, when available WORKLOAD MEASURES: 1997/98 1998/99 rsss/oo Arts Office EverMAttendance Deliverv of TopQualitv Services Community GranWApplications/Budget Community Grant Awards/Activities 43/30.000 12/$16,000 21/$18.000 44/35.000 .49/36,000 1 OR5 20/16.000 14/120 12/76 Educational ODportunities: Information Services Special Publications: # Per Year/Distribution Newsletters: # IssueslDistribution 12/42.000 12/48,000 12/50.000 9/19.000 11124,000 Arts Info Line Calls Per Month 220 240 240 17/86,000 ConVis Arts Office Web Site #of Hit$ (weekly) 348 Diverse Economic Omortunities Grants and Contributions Earned Income In-kind Contributions SIGNIFICANT CHANGES: $69.000 $74.000 13,800 $89.050 23,500 14.500 43,000 None 116 PROGRAM: SISTER CITY FUND: GENERAL /SPECIAL REVENUE PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010 1997-98 ACTUAL ACTUAL 0 0 0 0 CAPITAL OUTLAY 6,730 10,192 4.927 7,051 MAINTENANCE 8 OPERATIONS 2,425 0 BUDGET BUDGET 0 0 PERSONNEL 2000-01 1999-00 1998-99 SISTER CITY DONATIONS 600 1,122 TOTAL FUNDING I 7,051 1 4,9271 10.1921 9,155 WORK PROGRAM: Coordinate Sister City relationship with the Ci of Futtsu, Japan and Karlovy Vary, Czechoslovakia. PROGRAM ACTIVITIES: 1. Coordinate Sister City program. Coordinate ongoing arts and culture exchange projects. Arrange, host and conduct visits by one (1) student delegation and others as needed. 2. Actively pursue the contribution of funds for the Sister City Program. Coordinate programs including fund-raisers. festivals and scholarship exchange programs and raise funds for such programs. SIGNIFICANT CHANGES: None 117 PROGRAM: SPECIAL EVENTS FUND: SPECIAL REVENUE FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010 MAINTENANCE & OPERATIONS APITAL OUTLAY WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Continue Derfonina arts Droaramming Present ten (10) jazz concerts in four quadrants Produce and distribute jazz concert fundraising program Present Annual Mother’s Day Festejando a las Madrecitas at Holiday Park Activelv Durrue the contribution of aifts and funds for the arts Submit request for County Community Enhancement funds and TOT funding Obtain advertisements for jazz concert fundraising program Assist Arts Associates in fundraising efforts at jazz concerts Pursue contributions for Festejando a las Madrecitas PERFORMANCE MEASURES: Presented ten (10) jazz concerts in three (3) parks with an attendance total of over 30,000 Raised over $25,000 in fundraising contributions SIGNIFICANT CHANGES: None. 118 PROGRAM: RECREATION FUND: GENERAL PROGRAM GROUP: RECREATION SUMMARY I I 1997-981 1998-99I 1999-001 2w1 I ACTUAL 2,167,291 1.91 1,456 1,602,594 1,670,400 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE 8 OPERATIONS 89,080 191,271 35.567 9,406 CAPITAL OUTLAY 1.299.553 1,279,670 1,019,777 942,523 PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that live, work andlor play in Carlsbad. The Department is responsible for planning future park sites and the operation of classes, facility rentals, aquatics, nutrition and transportation programs. current recreation programs and senior activities including youth and adult sports. special events, instructional Staff resources also support the Parks B Recreation Commission and Senior Commission. both of which act in an advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities and facilities. KEY GOALS FOR 2000-01 : "Ensure the effective and efficient delivew of top-aualitv sewices to our Communltv." Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction where Conduct customer service training for employees. Generate sponsorship programs and fundraising activities. Promote the use of volunteers in providing City services. Maintain a Capital Improvement Program that provides for development of recreation facilities. Annually revise CIP Budget. Enhance service delivery through effective location and development of recreation facilities and programs such Develop standards for current and future facilities which maintain top-quality, cost-effective delivery for Revise the Parks and Recreation element to include the park site amenity goals and guidelines. Complete the Recreation Department Strategic Plan. necessary. as Poinsettia Park Phase IA. Carrilio Ranch Phase IA. Pine School, Stay-N-Play Program. recreation. "Develop and Imdement proactlve strategies to ensure the flnanclal health of the Communltv and the Cltv." Provide recreational activities, facilities and other special events which support local business and enhance transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments. swim meets. body sufiing contest. Prepare marketing packet promoting Carlsbad's publidprivate facilities and distribute to prospective user groups. Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e.. special event?., youth and adult sports, educational classes. aquatic programs. day trippers, lagoon permits. PROGRAM: RECREATION FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO SUMMARY KEY GOALS FOR 2000-01 (continued): “Intearate a comprehensive. efflcient transportation SvStem with QUalitv of lifecentered land use decisions.” Sponsor and promote the use of shuttle services for appropriate publidprivate events, Le.. Support the Volunteer Trails Development Program. “Enhance educational opDortunlties for all seaments of the Communltv.” Prepare monthly agendas for parks and recreation, and senior commissions which address relevant issues and Continually monitor the Citywide interactive web page to display current recreation opportunities over the . Provide and encourage professional training opportunities for commission members. Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of Create cross-training opportunities within the Recreation Department and across major service areas where Provide and encourage a variety of professional training opportunities to all staff members. Maintain an active role in supporting areas of mutual benefit between City and school districts., Le.. Provide the necessary tools required for employees to perform effectively. senior services, triathlon, jazz concerts, Carlsbad 5000, San Diego Marathon. inspire Community involvement. Internet. Carlsbad Community Services and Recreation Guide three times per year. feasible. Joint Use Agreements for use and maintenance of activiv playfields and Community Swim Complex. 120 PROGRAM: PARK PLANNING 8 REC MANAGEMENT FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO: 0014510/0014545 I I 1997-981 199ag91 1999401 2000-01 I ACTUAL ACTUAL^ 335,391 BUDGET 387,671 355.680 350,778 BUDGET PERSONNEL MAINTENANCE 8 OPERATIONS 7,350 2.800 0 0 CAPITAL OUTLAY 265.385 243.588 104,377 211,521 GRAND TOTAL 0.75 0.48 0.98 0.50 HOURLY/FTE POSITIONS 3.00 3.00 FULL TIME POSITIONS 660,406 602.068 455,153 546.912 4;oo 3.00 WORK PROGRAM: The Park Planning and Recreation Management Division provides administrative support for the City’s ongoing recreation programs and park development efforts. The Division also provides staff support to the Parks and Recreation Commission which acts in an advisory capacity to the City Council to insure that topquality park facilities and recreation programs are developed and sustained for the benefit of those who live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to Parks and Recreation Commission implement the intent of the Parks and Recreation Element of the General Plan and advise the City Council on associated matters. Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues, encourage public input and foster public education on matters of parks and recreation and other associated civic matters. Implement andlor process recommendations by the Commission for City Council consideration. Provide staff support to committees of the Commission which require more detailed review of issues relating to park Conduct Commission workshops to improve the expertise and effectiveness of the Commission. Administrative Services Provide the required administrative support to a division with 24 full-time positions and 40 hourlylfull-time equivalent positions which operates with a budget of approximately 3.6 million. development, facilities. recreation programs, landscape, street trees, open space, and amenity goals and guidelines. Maintain timely processing of special project requests, citizen concems. departmental reports. City Council agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget administration for expenditures and revenue generation. Recommend and process personnel appointments, promotions. assignments and disciplinary action when warranted. Provide on-going support to management, general and part-time employees. Implement the services of contractual employees. Complete and implement the strategic planning process for the Recreation Department. Implement a customer service training and orientation program for all new department employees. 121 PROGRAM: PARK PLANNING 8 REC MANAGEMENT PAGE TWO FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO: 001451010014545 PROGRAM ACTIVITIES (continued): Park Acauisition. Plannina andlor DeveloDment Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards of the Growth Management Program. Provide for current and future community needs by addressing changing recreation trends. Monitor and implement existing park agreements. . Monitor use of the newly constructed Skateboard Park. Implement Phase II of the Carrillo Ranch Master Plan. Coordinate and monitor the Capital Improvement Program budget submittals for current and future park development Initiate the park planning process for the newly-acquired industrial park site and the Pine School property. Facilitate Provide staff support for the development of the municipal golf course. projects. the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. Manage the implementation, performance, and adequacies of recreation programs. Recreation Proarams Provide a wide variety of recreation programs and special events for all segments of the population who live, work Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. Prepare and distribute the Community Services 8 Recreation Guide three (3) times per year. Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to and play in Carlsbad. sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: Part-time salaries have been increased to hire a .5 part-time park planning assistant to assist the park development coordinator on the overwhelming number of park development-related issues. A senior office specialist position has been added to replace the temporary clerical staff. This change will create consistency and enable the department to better meet the increasing clerical workload. 122 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014515,0014521,0014522,0014523. 0014524.0014525,0014526,0014527.0014528 1997-98 BUDGET 821,928 BUDGET 843,670 740,851 758.487 PERSONNEL ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing self-sustaining fee-supported programs for a11 segments of the population including those that live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Recreation programs indude: enrichment classes. adult excursions, youth and adult sports, special events. youth day camps and after school programs. The fee supported division provides year around recreational programs for all ages, preschool to seniors, including program design, planning, implementation and evaluation. Review proposals and negotiate contracts with Conduct fee market studies on an ongoing basis. Schedule facilities for programs. programming. Prepare and distribute marketing materials. Evaluate programs and analyze data on ongoing Generate program sponsors. Recruit, train and reward volunteers. Prepare financial and revenue reports. Research and implement program opportunities. Provide scholarships for Carlsbad resident youths. instructors. . Coordinate with school districts for youth and teen basis. Utilize sports professionals to enhance program quality. WORKLOAD STATISTICS: 1998-99 1999-00 2000-01 Estimate Projected 1998-99 1999-00 2000-01 Youth Swrts #Teams 90 90 90 Enrichment Classes #Conducted 1,500 1,650 # spectators 17,000 17000 17,000 #Participants ' 1,550 1.650 1,550 1.550 # Enrolled 16.600 16,600 16.600 Revenue $54,040 58.640 60,000 Revenue $503,140 460,000 470.000 Estimate Projected Adult Swrts #Trips Conducted 39 # Participants 39 39 4.800 4.800 1,453 # Participants 1,490 4,500 1,490 # Spectators 30,000 30,000 30,000 Revenue. $58,865 59,000 59,500 Revenue $88.036 90,000 91.000 Da'driDDers #Teams 300 312 ' 320 Camps #Camps: 45 17 17 # Events SDecial Events # Participants: 654 735 790 9 # Participants 7 8 Revenue 5,795 $47.593 52,210 54,900 Revenue $14.550 12,550 11,000 5,505 7,030 # Conducted Pre-school Classes # Enrolled 165 1.853 1.900 171 1,995 #Volunteers 1,410 Revenue $84.182 $89.055 $96,179 # Hours 9,570 9.600 9.600 1,460 1,460 180 Communitv Volunteers 123 PROGRAM: RECREATION FEE SUPPORTED PAGE TWO FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014515,0014521,0014522,0014523, 0014524,0014525,0014526,0014527,0014528 Estimate Projected " 1998-99 1999-00 Estimate Projected 1998-99 1999-00 2000-01 " Maintained 14 14 14 #Camps 10 11 Kids Cam # Participants 850 12 990 Revenue 1,020 $68.000 $83.000 $90,500 Stav 'n' Plav #Weeks 28 # Participants 525 30 30 725 900 Revenue $400 $1,000 $1,500 KEY GOALS FOR FY 2000101 : . Conduct customer service training for all staff to broaden their knowledge and improve service delivery. '. Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivefy. "Develop and implement proactive strategies to ensure the flnancial health of the Communltv and the Cltv." Recruit. train and recognize volunteers through an annual awards program in order to improve service quality Recruit and maintain program sponsors to promate local businesses and reduce operational costs. Provide a wide variety of revenue generating quality recreation opportunities which support local businesses Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the community and reduce program costs. and enhance transient occupancy taxes (TOT) and sales tax opportunities. and raise funds for scholarship programs. Evaluate the logistics of providing shuttle services for appropriate recreation special events. "Intearate a comprehensive efficient transportation svstem with aualltv of Ilfe-centered land use decisions." Through advertisements. promote the use of public transportation as a method of access to the Skateboard Park. "Enhance educational opportunities for all seaments of the Communltv." Collaborate with school districts to provide City and school facilities for youth programs including teen Promote educational classes and programs for the community through the community services Provide skateboard safety education classes at skateboard facility. Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. dances, Stay 'N' Play and Grad Nite. brochure. SIGNIFICANT CHANGES: A full-time recreation specialist position has been added for youth special events to provide a more effective level of supervision. reduce overtime and part-time salaries. and improve safety for the youth participants. 124 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 1997-98 ACTUAL 1998-99 ACTUAL BUDGET 1999-00 2000-01 BUDGET PERSONNEL 226,736 243,457 258.172 275.010 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Aquatics Program provides for the operation of an attractive and safe community Swim complex which offers who live. work, andlor play in Carlsbad. comprehensive instruction and training, competition and recreational swimming to all segments of the population PROGRAM ACTIVITIES: Provide instruction in general aquatic, Swimming and diving skills for all ages and abilities; provide education and LessonslTraining training to the general public and City employees in first aid, CPR, and water rescue skills: serve as a Nom County certificationltraining site for men and women wishing to qualii for employment at public swimming pools. Fun and Fitness 'Provide opportunities for recreational swimming, fitness lap swimming, and family-oriented aquatic special events. WORKLOAD STATISTICS: Actual 1998-99' Estimate Projected 1999-00 2000-01 Instructional Lessons LanelHours 1.873 Classes, Conducted 233 2.300 2.300 Registered: 233 233 ~ Resident 1,422 1,535 ~ Non-Resident 1,535 Revenue $39.875 539.900 90 $40,000 90 94 CHS P.E. LanelHours Participation 1,421 546 2,015 746 2,015 786 Recreation and L~D Swim Daily Admissions LanelHours 15,351 17,990 17,990 Youth 5.818 5,500 5,500 Adult Season Pass Administration 7,005 Revenue 17,100 7,135 7.005 17,000 16,149 $47,979 $48,500 $50.000 125 PROGRAM: RECREATIONAQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION PAGE TWO ACCT NO. 0014520 WORKLOAD STATISTICS (continued): Actual 1998" Estimate Projected 1999-00 2000-01 Carlsbad Swim Masters LaneIHours Participation Revenue Aauatic Exercise Participation LaneIHours Revenue Carlsbad Hiah School Teams LaneIHours Participation Revenue North Coast Aauatics LaneIHours Participation Revenue North Shore Aauatics fAae G~UD Water Polo) LaneIHours Participation Revenue * Pool closed 911198-10110198 3.279 10,738 $32,489 3,565 12,190 3.565 12,190 $33.000 $33,000 218 982 1.200 244 1.200 250 54,826 $3;800 $3,800 . ~~ 3,687 6.609 4,330 7.825 4,000 .7.500 $10:624 $11;000 $11:000 8,641 2,996 3,110 3,110 10,600 $6,690 10,600 $7,000 $7.000 1,154 1,482 1,433 1,433 1.815 $5.128 $2,900 1.815 $3.400 KEY GOALS FOR 2000-01 : "Ensure the effective and efflcient delivery of toDQUalltv services to our Communitv." Based on the experience and data collected from the 98-99 aquatic survey responses, develop and distribute a Provide timely responses that result in high customer satisfaction. patron questionnaire which is user-friendly, less time consuming for the patron, and focuses on patron impressions of staff. Launch a campaign to increase swim complex patron awareness of "behind the scenes" staff projects and goals which insure the efficient delivery of top-quality aquatic services. The end result will be patrons who better Construct, maintain and operate facilities that support top-quality service delivery in conformance with City budgets understand the administration of aquatic services. and are better able to give valuable feedback. and standards. Research additional opportunities for aquatic facilities and programming in the City of Carlsbad; include analysis - Develop a five-year proactive maintenance plan for the swim complex with emphasis on overhaul of major - Develop a program to increase the quantity and quality of seasonal staff recruits. The end result will be an of impact on budget and personnel. operational components. aquatics staff able to maintain the delivery of top-quality services. SIGNIFICANT CHANGES: None. 126 PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014530 ,1997-98 ACTUAL ACTUAL 199E99 BUDGET 1999-00 200001 BUDGET 35.348 12,996 13.850 13,620 PERSONNEL MAINTENANCE 8 OPERATIONS 0 2.725 0 0 CAPITAL OUTLAY 3,370 3.078 1.628 7.564 WORK PROGRAM: Provides for the Agua Hedionda Lagoon permits program. All vessels on the water are required to obtain a valid City use permit. The permits clerk supports this function. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Permits Issue annual lagoon use permits. Verifv and monitor M&QQPprQl Estimated Projected DMV registration. Coordinate witi the police 1. Annual Permits: 236 250 department to publish and distribute information 250 regarding use. rules, and regulations of the lagoon. 2. Daily Permits: 145 135 135 3. Revenue: $27,700 $16,000 $16,000 Laaoon Clean-uo Proaram Coordinate and oversee bi-annual Lagoon Clean-up Days (JunelOctober). SIGNIFICANT CHANGES: None. 127 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014540,0014541,0014542,0014543 WNTENANCE 8 OPERATIONS 46,360 1.700 2.181 3,545 CAPITAL OUTLAY 149,328 167.167 1.92.539 106,555 WORK PROGRAM: This division provides operational support for the Recreation Department including: the operation of three community centers, City facilities used by a variety of City departments. and the general public for recreational use the City and school districts serving the Carlsbad population. and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by PROGRAM ACTIVITIES: Staff provides information and registration services to the public on Recreation Department programs and facilities. Information and Enrollment Services Enroll participants via phone. mail, and in-person for classes, special events, and sports leagues. Collect and account for program revenue. Provide ongoing information and referral to the Community. Facilities Operation Staff coordinates public use of recreational facilities. Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts. Crews maintain ballfields at school sites and Community centers. Staff coordinates classes, meetings. dedications, and other functions at Community centers and other City Attendants perform general clean-up and associated maintenance at facilities. facilities. Supervision Supervisory Staff coordinates operations of the Communitv centers and satellite facilities. ~ Staff recruitment and development. Provides staff training. Serves as liaison to various community organizations and Citywide committees. Respond to customers concerns and requests. ~ ~~ WORKLOAD MEASURES: Estimate Projected 2. Number of Facility Users: 1. Reservations processed: 777,460 3,250 3.390 3,500 836,160 652,080 4. Number of Fields Maintained: 3. Revenue: $108.760 $112,500 $1 15,000 15 17 17 1998-99 1999-00 2000-01 128 PROGRAM: RECREATION OPERATIONS PAGE TWO FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014540,0014541,0014542,0014543 KEY GOALS FOR 2000101 : “Ensure the effective and efflclent dellverv of too-aualltv Services to our CO~munltv.” . Conduct customer service training for employees to broaden their knowledge and improve Service delivery Measure customer satisfaclion of service delivety through user surveys and analyze responses to improve Monitor and maintain the Capital Replacement program to provide safe, topquality equipment at all recreation . Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to skills. service delivery. facilities and conform to City budget standards. ensure customer satisfaction of Carlsbad field users. “DeveloD and lmolement Droactlve strateales to ensure the financial health of the communltv and the Cw Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants. amenities. and City Enhance revenues by promoting and facilitating the rental of City facilities to the public as an amctive and facilities to all non-resident athletic groups that use Recreation Depatment facilities. competitive alternative to the private sector. SIGNIFICANT CHANGES: Three full-time recreation specialists have been added to provide adequate mverage and supervision of each of the Community centers. This was partially offset by the reduction of 1.5 hourly full-time employees. 129 PROGRAM: SENIOR PROGRAMSlSPEClAL REVENUE FUND: GENERAL ' ACCT NO. 0014570,1434567, PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX 1997-98 ACTUAL 199E99 BUDGET ACTUAL 1999-00 2000-01 BUDGET PERSONNEL 247.868 266.671 289,001 284.262 MAINTENANCE 8 OPERATIONS 272.390 279.359 404,616 420.549 CAPITAL OUTLAY 4.860 4.050 19.793 0 IDONATIONS I 47.4861 61,9531 126.6981 100.0001 NUTRITION GRANT I 209,4361 215.1501 195,606) 195.934 TOTAL 525.1181 550,080) 713.4101 704.81 1 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of Education the aging population. Coordinate computer classes to teach the basics of computers (Le., "Windows"). Provide seminars on financial planning, long-term care, estate planning, personal safety, etc. Develop computer lab with open hours for seniors to drop in and receive training and technical advice. Provide on-going information and referral to community resources. Recreation mer excursions, special events and activities of particular interest to the mature adult which promote social interaction. Continue the development of programdgroups that appeal to people with similar interests. Le., Walking Group, Provide day trips to local attractions. Provide a minimum of six Sunday afternoon dances. PC Users Group, Writers Group, Discussion Group, etc. Personalized Assistance Coordinate the Drovision of Drofessional services necessarv to maintainina an indeoendent lifestvle. Offer tax assistance to over 500 seniors. Arrange for free legal advice for over 200 seniors. Arrange for assistance with health insurance decisions. Health Services Arrange for screenings, services. classes and lectures that promote healthy living. Monthly blood pressure checks, glucose and diabetes testing. cholesterol test. Flu shots Continue offering body conditioning for seniors. Provide a minimum of four 'special" health screenings, Le.. skin cancer, hearing, podiatry, cholesterol, etc. - . ~ ~~ ~~ ~~~ 130 PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERAL ACCT. NO 0014570,1434567, PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXXX PROGRAM ACTIVITIES (continued): Administration management. Coordinates all Operations of the Senior center: Staffing. volunteer recruitment, facility rentals and grants After-hours facility rentals. Staff scheduling. Volunteer recruitment and training. Senior Commission. Budget management. PERFORMANCE MEASURES: Estimate Projected 199899 1999-00 2000-01 Participation Dances Health Screenings Day Trips Personal Assistance SIGNIFICANT CHANGES: None. 2.000 2,500 1,200 1,750 2,800 1.400 . 2,000 2.500 1.100 2,000 1,300 1,500 131 .. 132 - PUBLIC . WORKS - PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1997-98 10,876,210 11,291,415 10,538,397 9.216.935 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 20001 199940 1998% MAINTENANCE 8 OPERATIONS 21,765,112 23563,395 27,913,894 1,586,730 2,713,456 2,024,578 777.475 CAPITAL OUTLAY 29.072.243 MISSION STATEMENT: The Public Works Team is dedicated to providing exceptional services to our customers with integrity and pride in a manner that supports and enhances the quality of life for all who live, work, and play in CarlsDad. PROGRAM ACTIVITIES: PUBLIC WORKS MAJOR SERVICE AREA PROGRAM ACTIVITY PW Adrnin Engineering 1% Services General Services 22% Maintenance & Operations 64% 133 PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 1997.98 ACTUAL ACTUAL 199899 BUDGET 199400 2000-01 BUDGET PERSONNEL 66.122 597.448 512,479 282.715 MAINTENANCE a OPERATIONS 163.870 155.280 94,973 897 CAPITAL OUTLAY 0 23,901 0 19,260 ” ” GRAND TOTAL 86.279 692,421 691,660 FULL TIME POSlTlONS 446.585 HOURLYFTE POSITIONS 7.00 7.25 4.00 3.00 0.00 0.00 0.00 0.00 WORK.PROGRAM: Provide leadership and coordination for Public Works programs: plan resources and facilities; manage all budget, fiscal and personnel matters; coordinate programs with Local, State and Federal governments and support City boards, committees and commissions. Public Works Administration includes Engineering Sefvices, General Services and Maintenance 8 Operations work groups. PROGRAM ACTIVITIES: Budaet PreDaralion Coordinate department budget activities. Performance Manaaement Prepare goal documentation for the Public Works major service area. Strateoic Planning Implement strategic pian and Public Works programs to meet current and long-range goals. Maintenance Manaaement and Qualitv Control Continue development of comprehensive systems inventory, maintenance standards and work reporting system. KEY GOALS FOR 2000-01: ”Ensure the effective and efficient delivetv of too-aualitv services to our Communitv.” Develop communications tools for internal and external uses. Pian for new Public Works Facility developed. SIGNIFICANT CHANGES: One position has been transferred to other Public Works accounts. In addition, prior year budget includes approximately $150,000 for one-time PERS early retirement payment. 134 PROGRAM: ENGINEERING FUND: GENERAWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157XXI5015710 ACTUAL 1997-98 1998-99 2,748.204 2.677.578 PERSONNEL BUDGET BUDGET ACTUAL 2000-01 1949-00 3,604,412 3.774.656 MAINTENANCE B OPERATIONS 53.000 134.865 46,120 3,795 CAPITAL OUTLAY 1.472.981 2.139.249 1,220,135 1,492,920 IWASTEWATER ENTERPRISE I I I I 327.7031 WORK PROGRAM: The Engineering Department continues to support the City Council's goals to maintain safe Ci standards by improving the overall quality of field inspection, project processing. and fmnt counter operations. The Engineering Department provides engineering services to the public and other Cily departments by preparing and processing design and construction documents. The department is also responsible for ensuring that development and public improvements are properly designed and WnStNcted without jeopardizing public safety or the well being of the community. PROGRAM ACTIVITIES: CONSTRUCTION MGMT a. PLANNING .. TRANSPORTATION 14% v DEVELOPMENT SERVICES 22% Administration Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives. provide administrative and ckrical support to all divisions, ensure that me management reporting system is accurately maintained and generates all reports on schedule. provides accurate records filed in a standardized and efficient manner. DeveloDment Services Provide comprehensive engineering input for all engineering development plans and maps in a land use development applications, process professional manner maintaining high-qualily and meeting production goals, ensure engineering questions related to land development are answered in a timely and friendly manner. 135 PROGRAM: ENGINEERING PAGE TWO FUND: GENERAWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW50.15710 PROGRAM ACTIVITIES (CONTINUED): Plannino And Proorams 0 Coordinate the preparation of the annual update to the Cis Buildout Capital Improvement Program. update existing facility impact fee programs and assist developers with the formation of finance districts to fund major public improvements, administer and coordinate engineering activities for the beach erosion, lagoon dredging, and traffic modeling programs. the special districts program, administer and coordinate all Public Works efforts in regard to facility mapping and records management. Desian 0 Design Citywide capital projects including roadways. water resources and sewer; develop and maintain programs in five (5) areas including water resources. domestic water systems, recycled water systems, sewer systems, and National Pollutant Discharge and Elimination Systems (NPDES). For each of these programs, Design provides a variety of services including planning, water supply, and quality monitoring. technical assistance, mapping and facility location. TransDortation Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries. Maintain records of collision reports, speed surveys. traffic counts. and assists in maintaining optimum traffic submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission. signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project Construction Manaaement And InsDection Perform construction management, administration, and inspection for private grading agreements. devebopment improvement agreements, and capital improvement projects through the application of uniform practices and safe work sites. policies, ensure construction Of high-quality improvements. minimize inconvenience to the public while ensuring WORKLOAD STATISTICS: DEVELOPMENT SERVICES ACTIVITY Actual through 4/00; Projected through 6/00 PROGRAM: ENGINEERING PAGE THREE FUND: GENERAWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710 WORKLOAD STATISTICS (CONTINUED): Total Capital Improvement Program Appropriations I n 1 200,000.000 150,000.000 100,000.M)o 50,000,000 OCarry Fomard 0 M97-98 M98-99 FY 9900 MOO01 KEY GOALS FOR 2000-01 : “Ensure the effective and efficient deliverv of toD-aualltv services to our Communltv.” Identify priority Capital Improvement Projects and ensure their timely completion: Rancho Santa Fe Road Poinsettia Lane Faraday West Palomar Airport Road from El Camino Real to Melrose College BoulevardICannon Road East Financing District FaradayIMelrose financing district South Carlsbad Village Storm Drain South Aqua Hedionda Interceptor Phase II Complete inventory system of street improvements. Maintain development project review and plan check turnaround goals. Continue development of Phase II of Recycled Water Program and development vf local water resources Complete Residential Trafiic Management Committee recommendations and present to Council. Continue Phase II of Records Management system. Develop plan for Livable Communities “lnteorate a comDrehensive efflclent transDortation svstem with auallfv of lifecentered land use decisions.” implement Integrated Transportation Program: Regional transportation system priorities. Local transit objectives and programs. Tourist transportation needs. Industrial transportation management. programs. Develop intern program for Engineering Technician classification and continue intem program for Construction “Enhance educational oooortunlties for all seoments of tho Communitv.” Inspector classification. 137 PROGRAM: ENGINEERING PAGE FOUR FUND: GENERAWATER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157W5015710 SIGNIFICANT CHANGES: Allocations related to Utility Engineering are now included in the Engineering operating budget. Two positions have been transferred to Streets and Parks, and .3 transferred to Street Lighting. resulting in a net decrease of 2.3 positions. One request for additional resources is being proposed for AutoCADIGIS hardware and software upgrades. 138 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY 1997-98 2,914.701 2,907,047 2.515.390 2,314,351 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 3.194.196 3,337.970 4,463,391 1,493,130 2,204,799 1,026,465 550,035 CAPITAL OUTLAY 4,590,451 .PROGRAM GROUP DESCRIPTION: The City‘s General Services Department is responsibh for the preventative maintenance and repair of parks, school athletic fields, City buildings and vehicles, public street trees and medians. PROGRAM ACTIVITIES: Trees 6% mw llan 6% I Vehicle - Malntenanw IS% Facilities 237 KEY GOALS FOR 2000-01 : “Ensure the effective and efflclent delivew of towualitv services to our Communb.” Implement revised Street Tree Policy. Create a Community Forest Management Plan. Implement Maintenance Management Program for Fleet and Facilities. Complete Hosp Grove Park Improvements. 139 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 - 1997-98 890,902 ACTUAL ACTUAL 2000-01 1999-00 1998-99 BUDGET 957,574 BUDGET 1,123,211 1,066,014 MAINTENANCE 8 OPERATIONS 916.248 1,021,528 1,424,735 1,476,920 CAPiTAL OUTLAY 47.61 1 99,021 25,430 1 20,456 PERSONNEL WORK PROGRAM: at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas. Maintain. preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes wmmunity groups. Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as PERFORMANCE MEASUREMENTS: Safety work orders are addressed within 24 hours. Achieve high customer satisfaction level for maintaining City parks. Demonstrate fiscally responsible use of tax dollars towards park maintenance. PROGRAM ACTIVITIES: Turf and LandscaDe Maintenance Direct management of 103 acres of turf and 148 acres of IandscaDino. Duties include mowino. fertilization. renovation, ri-planting, trimming. pesticide application. raking ieaves;d&risl turf sweeping, weeding cultivation, edging, aerating. reseeding. irrigation programming maintenance and equipment maintenance. ~ ~~ -. Inspect, maintain. Clean. paint, and repair 16 separate restroom facilities (as well as eight portable units) 5+ Restroom MaintenancelLitter ControllPicnic Area Services times per week. Clean, restock. sanitize, paint and plumbing repairs, Comprise the duties Of this activity, Also associated with this activity is litter control: all parks, beach accesses and beach areas are cleaned 4+ times weekly to remove all litter and Service all trash receptacles. CourVFieldKot Lot Maintenance Maintain 28 tennis Courts (21 lighted). 17 basketball courts. 16 soccer fields. and 26 softballlbaseball fields. All Off, fence inspections/repairs. and paying surface inspections. In addition, this activity includes weekly athletic Courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing repair, and the necessary documentation of such actions. maintenance of ail tot lots. This includes sand rakinglieveling, sand roto tilling, play equipment inspection and irriaation Maintenance Maintain all facility landscape irrigation systems. This includes programming over 95 different controllers, with Over 3,340 Valves. Duties include replacement. repair, trouble shooting and data enttyl programming using the centralized irrigation system. ODen %ace Maintenance Provide maintenance activities to City-owned open space. 1-5 Interchange, and areas of additional maintenance responsibilities. Duties include trash removal, clean-up and weed abatement. 140 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015020 PROGRAM ACTIVITIES (continued): Miscellaneous MaintenancelRenair and SDecial Reauests These activities. which are difficult to measure. indude repair and upgrading park sbucturbs. faci1ities:piay enclosures. concrete work, and painting projects. These additional activities also include special projects and equipment and fencing, and the installation of play equipment. bleachers. drinking fountains, soccer goals, trash Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of requests by the Community for turf installation, sculpture installation, various redevelopment requests and park maintenance activities. WORKLOAD STATISTICS: TURF & LANDSCAPE MAINTENANCE Picnic kea 7% 30. 25. 20. 15. IO. 5. NO. OF COURTSlFlELDSlTOT LOTS MAINTAINED 2a 0 141 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE THREE ACCT NO. 0015020 SIGNIFICANT CHANGES: Analyst position assigned to General Services was transferred from the Public Works Administration budget to the This year's budget reflects an increase in maintenance activities at Poinsettia Park-Phase IA. The Management Budget. There are also funds to cover the cost of landscape maintenance at the Dove Library, Faraday, and slope Park Maintenance budget (20%). Reallocated 20% of Public Works Manager to other General Service Operating maintenance at Carrillo Ranch. 142 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060 1997-98 898.355 819.112 643,573 559,967 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE 8 OPERATIONS 24,400 11,178 99,576 42,913 CAPITAL OUTLAY 957,857 1.026.873 661.361 700,691 WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the Ci to conduct its business and provide services to the Community. PERFORMANCE MEASURES: The average time to complete priorily 1 and priority 2 work orders. Achieve a high level of customer satisfaction that facilities are well maintained. Demonstrate fiscally responsible use of tax dollars allocated to facilities maintenance. . PROGRAM ACTIVITIES: Buildina Maintenance Perform repairs and alterations as required to maintain and operate City facilities at a Drofessional level. Perform emergency repairs to eliminate^ hazards of unsanitary conditions and reduce liability. Remodel andor renovate City facilities to accommodate programmatic changes for City departments. Prgvide assistance in the relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services Provide professional level custodial services for all Ci faciliiies by utiliing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance Prepare. and administer contracts for all building maintenance services. i.e.. HVAC. plumbing, electrical, construction projects. and custodial services. ProDertv Management Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property owners to ensure facilities meet City requirements. 143 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES WORKLOAD STATISTICS: Total Bullding Space Maintenance Custodial Services PAGE TWO ACCT NO. 0015060 SIGNIFICANT CHANGES: Two building maintenance workers were added to accommodate the increase in building space maintenance. One roaming custodian was added to assist with custodian duties at high-use facilities such as Faraday, the Dove and Works Administration budget to the personnel budget for Facilities Maintenance (20%). The Public Works Manager Cole Libraries. The management analyst position assigned to General Services was transferred from the Public overseeing this department was added to the personnel budget for Facilities Maintenance at 20% effort. 144 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023 MAINTENANCE a OPERATIONS APITAL OUTLAY WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way, parks, open space areas, and at City facilities. PROGRAM ACTIVITIES: Street Trees This division program provides maintenance for over 21.000 trees on City rightof-ways. The Maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 500+ street tree work orderlrequests. removes 50+ trees, and plants over 100 trees. This program provides an on-going program for contracting, administering and overseeing the street tree Contractual Tree Maintenance maintenance program beyond the scope of the division. Weed Abatement This program involves the treatment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth. WORKLOAD STATISTICS: 1400 1.328 1,28285 1200 I000 800 FYS8 600 400 200 0 Work Orders Trimmed Removed Planted SIGNIFICANT CHANGES: The management analyst position assigned to General Services was transferred from the Public Works . Administration budget to the Street Tree Maintenance Budget (20%). 145 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024 1997-98 0 0 0 0 CAPITAL OUTLAY 312.861 270,524 232.668 210,312 MAINTENANCE 8 OPERATIONS BUDGET 214,178 178,420 168,533 146,406 PERSONNEL BUDGET ACTUAL ACTUAL 2000-01 1999-00 1998-99 WORK PROGRAM: improvement areas. Provide weekly landscape maintenance and litter Control to all City medians and to redevelop landscape PROGRAM ACTIVITIES: Medians Maintain weekly 55+ acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning, planting, pesticide application, removals, replanting and irrigation repairladjustment. Provide on-going program for contracting, administering and overseeing median maintenance for 43+ acres of City medians. Contractual Median Maintenance Streetscam Maintenance Maintain approximately 8 acres of high-maintenance areas including planter boxes, downtown fountain, pond, landscape pockets and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticideffertilizer application, irrigation repairladjustment. parking lot sweeping, fountain maintenance and related duties with streetscape improvements. WORKLOAD STATISTICS: Acres Maintained SIGNIFICANT CHANGES: The management analyst position assigned to General Services was transferred from the Public Works Administration budget to the Median Maintenance Budget (20%). 146 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 MAINTENANCE 8 OPERATIONS APITAL OUTLAY WORK PROGRAM: Fleet Operations is an Internal Service fund within the City which provides continuous repair and maintenance service for Ci-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per mile/hour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance and parts. ensures that adequate supplies of fuel and oil are available to operating departments, administers the mllection and disposal of hazardous waste generated by City departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 249 vehicles and 128 other pieces of equipment. PERFORMANCE MEASURES: Achieve a high percentage of Preventative Maintenance (PM) work orders completed when scheduled, Achieve a high percentage of units on the road. Completing maintenance andlor repair jobs more efficiently than industry standards. Achieve a high level of customer satisfaction. PROGRAM ACTIVITIES: required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as ReDair and Maintenance: Provide routine preventative maintenance and repairs for the fleet: inspect vehicles necessary: make road calls for units disabled in the field. Auto Parts: Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State Net Discount: provide a perpetual inventory and automatically reorder quantities through the automated management system. Fuel and Oil: Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies: maintain sufficient stock on hand for emergencies: continue to supply fuels and lubricating oils to the Carlsbad Unified School District, San Dieguito Union High School District. Cannon Pacific Services and Encina Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. 147 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES WORKLOAD STATISTICS: n 0 U R S 300 200 100 PAGE TWO ACCT NO. 6205060 800 ' 8001 Preventative Shop Repairs Vendor Emerg. Road Maintenance Repairs Repairs WFYOO Gallons of Fuel Used 300 7 A 250 200 - - I s 8 150- - IO0 '1 +Other 50 m 07 FY98 FY99 FYOO FYOI SIGNIFICANT CHANGES: The management analyst assigned to General Services was transferred from the Public Works Administration budget to the Vehicle Maintenance budget (20%). The Public Works Manager was transferred from the Park Maintenance budget to the Vehicle Maintenance budget (20%). 148 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 1997-98 ACTUAL ACTUAL 1998-99 1999-00 2000-01 BUDGET BUDGET .O 0 0 0 MAINTENANCE 8 OPERATIONS 0 0 97,544 97.523 CAPITAL OUTLAY 459.51 1 1,421,000 2,003,165 827.888 PERSONNEL WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the Cis motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper SpeciriCatiOnS to suit needs, the out3tting of new units before being placed into sewice and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and ensures a more cost effective fleet. PROGRAM ACTIVITIES: Fund Maintenance Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average replacement charge by unit class. SDecification Writinq Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the Ci. Purchase and Diswsal In partnership with the Purchasing Department, buy replacement units through the public bid process or in cooperation with other public agencies through cooperative purchasing programs. Arrange for the public auction of replaced units or sell them to other interested public agencies or special districts. WORKLOAD STATISTICS: 400 350 300 250 200 150 100 50 0 377 377 FYOO SIGNIFICANT CHANGES: None. 149 PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001 '1997-98 ACTUAL ACTUAL 1998-99 BUDGET 1999-00 2000-01 BUDGET PERSONNEL 0 0 0 0 MAINTENANCE 8 OPERATIONS 380.000 370.000 213.854 215.636 CAPITAL OUTLAY 0 0 0 0 WORK PROGRAM: Community Sewices and Park Development will assist the "Project Oversight Committee" in developing a municipal golf course. PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Continue Land Management Plan: Maintain the 1. "Land Management Program": the project development. proposed golf course property to retain the viability of a. Prevent further encroachment of existing b. Identify and eliminate insignificant patches habitat. c. Remove unprotected and insignificant of habitat. native vegetation from project footprint. DeVdOD Golf-Related Commercial ConceDb: 1. Analyze the potential for commercial uses on the golf course. Project Processing: Begin environmental proces- 1. Preparation, review and analysis of proposed sing through USFBW, CDFBG. Coastal Commission. golf course plan. 2. Retain environmental consultant and process EIR. 3. Process approvals for the golf course. 4. Meet with Golf Course Steering Committee on a regular basis. SIGNIFICANT CHANGES: None. 150 PROGRAM: MAINTENANCE 8 OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS 1997-98 BUDGET 4,074,362 4.096.433 4,647,347 4,158,864 PERSONNEL BUDGET 2000-01 199940 ACTUAL ACTUAL 199agg MAINTENANCE & OPERATIONS .. .' 40,600 349.891 951.993 204,385 CAPITAL OUTLAY 22,844,941 21,155,974 16,910,317 17,077,099 PROGRAM GROUP DESCRIPTION: PROGRAM ACTIVITIES: Wastewater Operations Street hklaintenance WATER OPERATIONS 151 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS PAGE TWO SUMMARY KEY GOALS FOR 2000-01 : “Ensure the effective and efficient deliverv of toD+ualltv services to our Communitv.” Maintenance Manaaement Svstem Full implementation of a public works maintenance management including performance standards and inventow data. Performance Measurement Proqram Full implementation of performance measurement program including trackina of all identified measures and .. performing benchmark~anaiysis. - “Enhance educational owortunitles for all seamentr of the Communitv.” Safetv Proaram Ongoing implementation of safety program including training and committee oversight 152 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE 8 OPERATIONS ACCT NO. 0016355 1997-98 ACTUAL I996-99 BUDGET ACTUAL 1999-00 2000-01 BUDGET PERSONNEL 876,652 1,040,334 1,067,327 1,054,530 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY . WORK PROGRAM: The Street Maintenance Division's performs' Street and Roadside Maintenance to maximize the. safety and circulation efficiency of the roadway system. PERFORMANCE MEASURES: Roadway Safety Roadway Cost Efficiency Roadway Circulation Efficiency PROGRAM ACTIVITIES: Contract Manaaement: Contract Management wnsists of wntract design, inspection, and support Roadside Maintenance: Roadside Maintenance activities wnsist of weed abatement, litter pick-up, debris hauling, cement repair and guardrail maintenance. Drainaae Svstem Maintenance: The cleaning of brow ditches. catch basins, drainageways, and gutters. Citv Sian Maintenance: Fabricate, install and maintain all traffic, street name andspecial signs throughout the Clty. Asphalt: Consists of crack sealing, surface patching, trench repair. base replacement and pothole patching. m: Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. PW Street Maintenance 1999 Staff HourTotals Customer Miscellaneous-, Senice ! 'i :, Contract ! Management ! -Signs I 153 PROGRAM: STREET MAINTENANCE PAGE TWO FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355 SIGNIFICANT CHANGES: Various positions were reallocated to more accurately reflect the workload distribution. Hourly positions were replaced with temporary help. The budget for Major Street Maintenance was incorporated into the Street Maintenance budget this year. 154 PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE 8 OPERATIONS ACCT NO. 0016370 1997-98 ACTUAL 1999-00 1998-99 BUDGET 28.877 BUDGET 52,920 37,290 25.566 PERSONNEL ACTUAL 2000-01 MAINTENANCE 8 OPERATIONS 12,000 25.500 7.708 0 CAPITAL OUTLAY 371.268 430.853 282.677 449.231 WORK PROGRAM: Maintain the City's traffic signal system. PERFORMANCE MEASURES: Roadway Circulation Efficiency Roadway Safety . Roadway Cost Efficiency PROGRAM ACTIVITIES: Customer Reauests: Respond to traffic signal repair requests Contract Administration: Administer traffic signal maintenance agreement. USA Markouts: Mark underground utilities in coordination of the Dig Ned system. InsDectionIConstruction Coordination: Coordinate and inspect the installation and modification of traffic signals. WORKLOAD STATISTICS: PW Traffic Signals Contract Administration-, Special 9% '\ Pry USA Markouts 1999 Staff Hour Totals Requests 78% 155 PROGRAM: TRAFFIC SIGNAL MAINTENANCE PAGE TWO FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370 SIGNIFICANT CHANGES: Various positions were reallocated to more accurately reflect the workload distribution The budget for electricity was increased by $35,000, based on the most recent exDenditures and anticioated sionals to come on-line in the upcoming year. Budgeted $20,000 for the design of the dktector 1ead-h cable ins&llation at El Camino Real and Plaza DriveIMarmn Road. ~ -.~. 156 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626351 I I 1997-981 1998991 ' lsssool m1 i ACTUAL1 ACTUAL1 BUDGET1 BUDGET PERSONNEL 202.501 231,600 234.336 235.890 NTENANCE 8 OPERATIONS WORK PROGRAM: Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system. PERFORMANCE MEASURES: Roadway Circulation Efficiency. Roadway Safety. Roadway Cost Efficiency. PROGRAM ACTIVITIES: Respond to street light repair requests Customer Reouese Troubleshoot or repair of underground circuits and associated equipment. ,mQ& USA Markouts Mark underground utilities in coordination with the Dig Alert system. Perform night surveillance to identify and schedule needed repairs. Surveillance and ReDair Svstem Uoarades Installation of technological advances. WORKLOAD STATISTICS: Public Works Street Lighting Staff Hour Totals 1999 SIGNIFICANT CHANGES: Various positions were allocated to more accurately reflect the workload distribution. The electricity budget was increased by $70.000, based on the most recent expenditures and anticipated lights to come on-line in the upcoming year. 157 PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312 ACTUAL 1997-98 BUDGET 0 0 0 0 PERSONNEL BUDGET ACTUAL 2000-01 1999-00 1998-99 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 292.866 9,266 7,048 7.048 7 run 7 nAn WORK PROGRAM: The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Properly owners are assessed annually. The revenues are placed in a fund to cover the costs of major dredging of the creek, which could occur every four years. The last major clearing was completed in March of 1997. PROGRAM ACTIVITIES: Administration of the Buena Vista Channel Maintenance District, monitoring revenues, calculating fees. Monitoring and periodic clearing of the overgrowth and silt within the channel, WORKLOAD STATISTICS: Because the dredging of the channel only occurs every four years, there are no statistics available and no performance measures have been identified for this program. KEY GOALS FOR 2000-01 : "Ensure the effective and efficient delivery of toD-aualitV sewices to our Communitv." Complete dredging during FY 2000-01. Preparations will begin ?or a five-year maintenance contract consisting of a major dredging and periodic monitoring. SIGNIFICANT CHANGES: Dredging of the channel will take place during this fiscal year 158 PROGRAM: WATER/ OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 50163101 5026310 1997-98 16,500 230,916 569,053 120,787 CAPITAL OUTLAY 15,580,476 14.309.521 13,787,842 12,455,777 MAINTENANCE B OPERATIONS BUDGET 1.897.981 1,917,111 2.556.587 2,327.089 PERSONNEL 2000-01 BUDGET ACTUAL ACTUAL 1999-00 1998-99 WORK PROGRAM: The Carlsbad Municipal Water District, a subsidiary district of the Cii of Carlsbad, provides potable water service to treated water from the Metrdpolin Water District and the San Diego County Water Authority. approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as PERFORMANCEMEASURES: Water Quality: Achieve high quality water free of pathogenic organisms. Water delivery efficiency. Water system reliability. PROGRAM ACTIVITIES: Administration Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities; maintain payroll records and time card administration: coordinate interdepartmental and interagency communications. Construction Maintenance Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient distribution and collection systems. Water Omrations Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and disinfection activities: coiiect water quality samples to ensure compliance with State and Federal regulations. Cross Connection Control Implements and enforces cross connection control of potable and recycled water systems to'ensure a safe supply of.potable water, and'compliance with State and Federal regulations. Meter Services Collect water customer usage data for utility billing to ensure financial viability of the District through timely and accurate revenue collections: provide customer service for water utility customers and assist Construction and Maintenance operations. 159 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310 WORKLOAD STATISTICS: SIGNIFICANT CHANGES: Decrease in personnel is due to reallocation of personnel to Sewer Operations. Increase in maintenance and operations is due to a $500,000 increase in purchased water, a $200,000 increase in depreciation. 160 PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE, PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310 ACTUAL 1997-98 1996-99 ACTUAL 2000-01 199940 809,200 738.935 717.073 614.822 BUDGET BUDGET MAINTENANCE 8 OPERATIONS 2,954,231 3,325,292 4.430.814 4,780.835 CAPITAL OUTLAY 40,765 2,500 64,485 363.399 PERSONNEL PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District, a subsidiary district of the Ci of Carlsbad. operates and maintains the City- owned sanitary sewer collection system which covers appmximately 65% of the geographic area of the City. Payments are made to the Encina Wastewater Treatment Plant to cover the City’s share of operating costs for treatment of its sewage. PERFORMANCE MEASURES: Sewer operations cost efficiency. Sewer system efficiency. An environmentally sound sewer system. PROGRAM ACTIVITIES: Provide operation and maintenance of the sewer pump stations to ensure efficient elimination of the City’s wastewater. Measures include: Sewer lateral main stoppage. Sewer lateral main research. Sewer lateral main maintenance. Sewer lateral main repair and installation. Sewer main cleaning. Access hole inspection. Access hole maintenance and repair. 161 PROGRAM: WASTEWATER OPERATIONS PAGE TWO FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310 WORKLOAD STATISTICS: SIGNIFICANT CHANGES: Increase in personnel is due to reallocation of staff from Water Operations. 162 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375 1997-98 BUDGET 57,250 84.170 69.540 76,665 PERSONNEL BUDGET ACTUAL 2000-01 ACTUAL 1999-00 1998-99 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 110.668 141.173 59,055 31.617 WORK.PROGRAM: The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs. PERFORMANCE MEASURES: 9 Customer Satisfaction. Cost Efficiency. Diversion. PROGRAM ACTIVITIES: AB3 Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. Prepare and submit reports and documents, as required. Ensure collection and disposal of solid waste generated in Carlsbad. Coordinate activities with regional groups. Solid Waste Administer and monitor the solid waste services contract. Review reports and rate requests from authorized collector. recycling meetings and coordinate City efforts with other agencies. -Coordinate and monitor all re&ling programs. SIGNIFICANT CHANGES: Funding for 0.5 management analyst was transferred to the Street Maintenance budget. 163 .. , .. .. .. .. 164 )I CAPITAL IMPROVEMENT 11 PROGRAM 2000-2001 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM INTRODUCTION The City of Carlsbad Capital Improvement Program (CIP) is a planning document which incorporates the current budget for capital projects with future planned revenues and expenditures. This year's CIP reflects the continued commitment to constructing the necessary facilities, in response to the current and anticipated development activity occurring throughout the City. Projects are continuously evaluated and prioritized to ensure the City's resources for facilities are allocated based on a well thought-out plan. The 2000-2001 Capital Improvement Program totals $51.7 million, with projected revenues totaling $48.2 million. Although development remains strong during this current fiscal year, we expect to see numbers declining over the next several years. Along with development, there comes a corresponding demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule'that meets or exceeds the need, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan requires a standard level of facilities is available to meet the new demands, or development cannot proceed. A discussion of the City's Growth Management Plan is located at the end of this report. The CIP is also a tool available to Council and staff, to weigh resource availability with the demand for facilities. This report and the accompanying CIP documents and schedules reflect these actions. GROWH PROJECTIONS Several assumptions about the rate and type of growth were made in order to project the revenues that result from development. Growth assumptions were made and continue to change in correlation with the economic climate. Residential and non-residential development information was compiled by the Planning, Building and Engineering Departments; the Finance Department overlaid the economic forecast. Every year, City staff evaluates all existing developments and compare the projects to the buildout capacities of the City using adopted general plans. Existing building activity and estimates of how remaining net developable land might develop were used to prepare future growth projections. The following table shows the number of residential units used in calculating estimated revenues for 2000-2001 and subsequent years to buildout. Staff expects that approximately 12,710 units will be built from this point forward. Non-residential construction estimates are shown in projected square feet. 165 2000-2001 CIP Growth Assumptions Residential Non-Residential 1 2001 -2002 1,104 478,130 2002-2003 937 337,158 2003-2004 799 469,963 2004-2005 834 693,864 Years 6-10 3,184 4,411,086 Residential development for 1999-2000 was projected at 1,250 building permits. Recent estimates anticipate over 1,500 units by the end of the current fiscal year. Construction of residential units is expected to decrease to about 950 units per year for the next five years. Residential Units Trend 1985 to 2005 Non-residential development is also expected to decline significantly following the completion of several major projects in the Carlsbad Ranch area. Anticipated non-residential projects planned in the next few years include several commercial/retail developments located in or near the areas where most of the residential development has occurred over the past several years. REVENUES Revenues for Capital Projects from now until buildout total $426.76 million and may be segregated into four major categories: 1) fees generated by development in Carlsbad, 2) special district fees and taxes (Community Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3) Water and Sewer replacement reserves, and 4) other sources including grants, bond issues, and contributions from other agencies. Approximately 48% of all capital revenue is received as a result of development, and is dependent upon assumptions made 166 about the Cis annual growth in dwelling units and cornmercial/industriaI square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-ln- Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Existing and proposed Community Facilities District and Bridge and Thoroughfare Benefit District revenues comprise 22.4% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 10% of total revenues. and the remaining 19.6% are related to Federal 8 State grants, license tax on new construction, the County sales tax program (Transnet). and contributions from other agencies. Funding Sources 2000-2001 to Buildout Total Revenue = $426.7 million 19.6% Other Development 48.0% WaterlSewer Replacement 10.0% Special Districts 22.4% Calculation of Future Fees The revenue projections of the Capital Improvement Program reflect the growth assumptions identified in the previous section. The following information delineates how those assumptions were applied to estimate future development revenues. The mix of multi-family and single-family residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of residential development for each Local Facilities Management Zone. . The building permit valuation used for computing Public Facilities Fees is $89,500 per multi- family dwelling unit, and $175,000 per single-family dwelling unit. A building permit valuation of $38 per square foot of construction is used to calculate non-residential Public Facilities Fees. In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average daily trips was computed for each type of development use. A multi-family residential dwelling unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each residential trip is valued at the current TIF of $87. The trips-per-day value for commercial and industrial buildings are averaged at 32 trips per 1,000 square feet of development, although the actual volume of trips generated by commercialhndustrial building can vary widely depending on the ultimate land use. The value assigned to each commerciallindustrial trip is $35, the current TIF. The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF revenues, since some projects previously funded from these sources are now funded through this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place to enable development to proceed within this proposed district. 167 There are two existing and two proposed Bridge and Thoroughfare Fee Districts included in this year's CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. BTD.No. 3 (Cannon Road West) was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon Road extensions east of El Camino Real, and BTD No. 5 is being considered for the funding of Melrose Drive and Faraday Avenue extensions. CAPITAL PROJECTS Project construction is reliant upon the availability of capital and operating funds in addition to established Growth Management requirements for facilities. Wherever project-scheduling changes were proposed, projects were evaluated and prioritized, using compliance with the Growth Management Plan as the most important factor. One of the City Council goals is to "integrate a comprehensive efficient transportation system with quality of life-centered land use decisions". In conjunction with this goal, and as a result of the prioritization and ranking process, street construction projects continue to receive the highest priority, with the primary focus on improving traffic flow in the industrial corridor of the City. CAPITAL PROJECTS 2000-2001 TO BUILDOUT The CIP for 2000-2001 to buildout outlines approximately 180 future projects at a total cost of $422 million CIP Expenditures by Category 2000-2001 to Buildout Total Expenditures = $422 million Parks Other 17.1 % 6.8% Drainage 5.3% Water 8.4% Civic 15.6% Sewer 15.1% Streets 31.7% The largest expenditure category is for street and traffic signal construction projects, which total $133.9 million, or 31.7%. Included is the construction of several major roadways which will add east-west connections and improve the flow of regional traffic as well as local traffic throughout 168 the City. Several of these roads will provide additional routes to the neighboring Cities Of Oceanside, Vista and San Marcos. The following is a list of major street projects in the 2000-2001 to Buildout CIP: Faraday Avenue to Cannon Road Faraday Avenue and Melrose Drive Extensions east of El Camino Real Poinsettia Lane to El Camino Real e Poinsettia Lane east of El Camino Real e Cannon Road to El Camino Real Cannon Road and College Boulevard East of El Camino Real Rancho Santa Fe Road to San Marcos and Encinitas The second largest expenditure category is for park projects, which total $72.5 million, or 17.1%. Park projects include acquisition and/or development of acreage within all quadrants of Carlsbad. Future park projects include: Northwest Quadrant Northeast Quadrant Park Development -Park Development Community Center Larwin Park Development Cannon Lake Park Development Hosp Grove-Buena Vista Lagoon Recreational Improvements Southwest Quadrant Southeast Quadrant Poinsettia Park Phase II Alga Norte Park Zone 19 Park Development Alga Norte Pool f Zone 19 Park Community Center Leo Carrillo Park Development In addition, a business park recreational facility in'the industrial area is planned, as well as the Carlsbad Municipal Golf Course. The cost estimates for several of the park projects were increased based on an analysis of recent park construction and land acquisition costs. As a result, projected revenues from the existing park fee programs will not be sufficient build several of the planned parks at the current standards. Thus, staff will be evaluating the fee programs for possible revisions, and may also need to consider other revenue sources or changes in project scope so that project costs match available funding. The third largest level of expenditures at $65.8 million, or 15.6% of the total planned capital expenditures, is construction and maintenance of City facilities such as libraries, administrative facilities and police and fire facilities. The interior of the Cole Library undelwent renovation during the current fiscal year, and re- opened on April 15'. Next fiscal year, exterior improvements to the Cole library will be made. The Capital Improvement Program includes funds to reconstruct and expand this facility in future years. The Public Works Center is currently under design, and construction is expected to begin in the following fiscal year (2001-2002). A new City Hall is planned for construction in the future; the timing and location have not been determined. Sewer projects total almost $63.9 million, and include the construction of the South Agua Hedionda interceptor, the VistalCarlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina m Wastewater Facility, and the Encina parallel ocean outfall and cogeneration Projects. The largest of these projects is the VistalCarlsbad interceptor; construction will Occur along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way, and is expected to span over several years. Water projects total about $35.5 million (8.4%) and include reservoir construction and improvements and recycled and potable pipelines. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane, El Fuerte, and along El Camino Real. Specific timing and cost estimates for all capital projects are identified in the Current and Future (2000-2001 to Buildout) Projects schedule following the narrative. CAPITAL PROJECTS -THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below 0 Public Works Center - Design of a new Public Works Center is underway, and construction is expected to occur during 2001-2002. This facility will be located next to the Safety Center and will include a warehouse, general offices, and yard facilities for the Public Works Departments. currently being processed for the City's 250 acre golf course located in the industrial corridor directly south of the future Veterans Memorial Park. Once approved, development of the golf L?& course will proceed. A financing plan for the golf course is being 41 developed, and will be incorporated into the Capital lmprovement Program at a later date. 0 Carlsbad Municipal Golf Course - Environmental permits are 0 Redevelopment Proiects - Enhancements to the Village Redevelopment Area include a Facade lmprovement and Signage Program that will offer grants to business andlor property owners to make exterior improvements to existing buildings and update signage for the buildinglbusiness. Another redevelopment program is the Village Parking Program, which includes acquisition of land for future public parking, and improvements to existing parking lots. 0 Streets - Several large street construction projects are planned for the next 5 years as shown on the following map. The extensions of Cannon Road and Poinsettia Lane to El Camino Real and Faraday Avenue to Cannon Road are all located west of El Camino Real and are being constructed primarily as a result of residential developments in those areas. College Boulevard and Cannon Road extensions to the east and north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El Camino Real and will alleviate traffic on Palomar Airport Road. The widening ,and realignment of Rancho Santa Fe will improve regional and local traffic flow generated in the southern part of the City. 170 Proposed Major Road Projects - NEW ROAD PROJECT ,,,88' w RAILROAD e Leo Carrillo Park - Phase II of Leo Carrillo Park involves continued development and restoration, which may include park infrastructure (sewer and water lines), building rehabilitation, paved access and parking, restroom facilities and walkways; Completion of this phase will allow for public use of the park, and is required to meet the growing demands of the area. The general theme for this park will be passive in nature with the option for interpretive programming. e Zone 19 Park - Construction is expected to begin in approximately two years on this 24-acre site located in the southwest quadrant north of Poinsettia Lane and west of El Camino Real. This park may include ball fields, soccerfiootball fields, basketball and tennis courts, tot lots, and picnic areas. 171 0 Alaa Norte Park - This park will include the development of 30 acres in the Southeast Quadrant with amenities such as ball fields, soccer .fields, tennis courts. picnic areas, tot lots. restrooms and parking facilities. The purchase of the land may occur next fiscal year, with design and construction in the years to follow. Poinsettia Park Phase I1 - Within the next five years, development of the final phase of Poinsettia Park is scheduled, Amenities may include a community centerlgymnasium, an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking. Drainaae Facilities - Construction of the South Carlsbad Village Storm Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the northern San Diego railroad right-of-way will control flooding and standing water along its route. Major drainage facilities, which coincide with the construction of two major roadway projects, College Blvd./Cannon Road and Faraday AvenuelMelrose Drive extensions, are planned within the next five years. VistalCarlsbad Interceptor - The VistaKarlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street from Interstate 5 to Oak Avenuz and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way. This project is required to handle buildout flows and replace deteriorated pipeline, and is funded in part by the City'of Vista. Waterlines - Several major water lines are scheduled for construction within the next five years: o along El Camino Real from Palomar Airport Road south o along El Fuerte from Alga Road to Poinsettia Lane o along Poinsettia Lane from El Camino Real to the 'D" Reservoir o along College Boulevard from Maerkle Reservoir to Agua Hedionda Creek SUMMARY The proposed 2000-2001 to Buildout CIP is being driven by the continued pace of development and the need to insure that facilities are available to service the developing areas as well as the current residents. Progress is being made to construct major traffic circulation projects in response to current and future development. Carlsbads philosophy has been to build quality capital facilities, which meet, and at times exceed Growth Management standards. Practices such as phasing projects over a period of years to match funding availability as well as maximizing the use of available resources, have been implemented in order to meet the needs of Growth Management. The 2000-2001 to Buildout Capital Improvement Program reflects the commitment of Carlsbad's Council and staff to,continue providing its residents with a better quality of life. 172 GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established in an effort to manage development within the City by linking residential, commercial, and industrial development directly to standards for availability of public services and facilities. The Growth Management Plan adopted has established precise standards for eleven public facilities. Standards must be met at all times as growth occurs. Facilities for which standards have been established are as follows: - City Administrative - Wastewater Treatment - Circulation - Fire -Water Distribution - Schools - Library - Parks - Drainage - Open Space - Sewer Collection The Plan requires that appropriate pubiic facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Plan impacts both the Operating Budget and the Capital Improvement Program. The detailed level of planning required by Growth Management has allowed' Carlsbad's Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is. governed by the rate of development and the 11 performance standards. New public facilities often require additional staffing and other resources, which affects the Operating Budget. Facilities such as community centers, parks, and tire stations have been constructed and opened to the public under this program. The Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the 2000-2001 CIP, compliance with the Growth Management Plan is assured. 173 CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January 1, 1989, the effective date of the law. AB 1600 contains four general requirements: 1. A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600. 2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds not only from the General fund, but also each classification of fee as well. 3. Fees collected by a city or county must be spent or committed to a project within afive-year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's Capital expenditure program from the current year to projected build out of the City. The expenditure plan is updated annually as part of the City's budget process. 4. Refunds must be made only if the City cannot make the required findings. At this time, no refunds are due because the City's Capital Improvement Program commits all AB 1600 fees to projects to be constructed both in the current year and in the future. *- I. 174 CITY OF CARLSEAD PROJECTED FUND EAUNCES FOR FY 1994-2000 CAPITAL FUNDS UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED JULY 1.1999 ESTIMATED ESTIMATED JUNE 30.2000 FUND GENERAL CAPITAL CONST. BALANCE &NUES EXPENDITURES LOANS 6 OTHER BALANCE 3.801.665 8.729.213 2.893.672 (1.810.826) 7.826.380 PUBLIC ART GOLF COURSE ZONE 5.13.16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETLOCAL TRANSNET/HIGHWAY TRANSNETBIKE TRANSNETlSTP TDA STATE GRANTS COUN'IY GRANTS ASSESSMENT DISTRICTS BTW2 POINS. LN-AVlARA PKWY * BTW COLLEGUCANNON BTW3 CANNON ROAD WEST * BTWS FARADAYNELROSE CFD X1 .CFD #2 SDG &E FEDERAL GRANTS SEWER BENEFIT AREA (CDE-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS 2,926,559 267.408 29,239.513 112.730 2.771.479 1.w6.857 980.407 4325,516 2.345.063 8.922.114 1.329.564 0 1.338.349 294.148 118,548 586.724 2.394.049 3,385,600 2,515,002 0 29,701,665 0 16.542.826 6.830 6,202,931 0 23.046.361 3.4a4.945 14.039.956 7,595.549 3,635,664 17,910.023 2.234.838 GAS TAX 6 lMAR7 7.217 6.355.387 87,499 288.043 304.479 280.134 293.268 210,009 1.434.171 1.656.W 598.562 5 38.122 7,486 2.216.462 173.777 0 2.298.907 86,847 999 7.844.334 593.182 163.526 1.073.212 0 4,098,318 525.129 2.378.433 422.983 3,923.0.54 2.352.942 1.599.949 41,351 790.854 1,146,691 37.320 6.997.839 6.382 3689.483 0 0 0 471.416 3.098.472 1,227.409 0 91 .wo 0 73.868 57.550 2.454.780 2,345,576 1.550.094 67.852 13,626,070 0 813.048 25.509 208,117 0 1.082.446 295.571 597.773 1.427.526 1.335.553 563.678 156.890 153.774 0 0 (141,000) 850.000 0 0 0 0 0 0 0 0 0 0 (2.197.899) 0 0 0 92.221 0 0 (158.060) 0 0 0 0 1.wO.OOO (940.371) (1.ooo.ooo) (159.527) (3,128,858) 1.ea4.408 (1.276.027) (200.000) n .. 237.305 28.456.061 1.867.367 410.827 230.039 1.260.541 1,300,125 , 2355.072 7.480.606 5.288.271 700.717 5 1.376.471 209.804 686.633 79.561 930.820 2.468.333 930.802 25.368 790.854 23.761.869 16.322.759 144.855 7.088.026 0 3,947,828 26.050.535 15.122.818 3,301,327 6.W,219 843,220 5.840.738 20:811.820 OTHER -, . - . . . - . 205.161 5,824 - 5.624 205,361 TAL 198.372.317 50.880.632 46.481.824 (7.173.989) 195,597,136 * PROPOSED DISTRICTS 175 CITY OF CARWBAD . CAPITAL FUNDS PROJECTED FUND BALANCES FOR N 2wO-2001 JULY 1.2000 PROJECTED ESTIMATED CONTINUING NEW 1999 - 00 BALANCE REVENUES APPROPR. APPROPR. FUND GENERAL CAPITAL CONST. 7,826,380 4.600.000 5.766.252 5.010.90l ~~ GOLF COURSE PUBLIC ART ZONE 5.13.16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 2 NE PIL AREA 1 NW PIL AREA 3 SW . PILAREA4SE TRAFFIC IMPACT FEE TRANSNETMIGHWAY TRANSNETILOCAL TRANSNETIBIKE TRANSNETMP TDA STATE GRANTS COUNPl GRANTS ASSESSMENT DISTRICTS BTW3 CANNON ROAD WEST BTW2 POINS. LN-AVIARA PW BTW COLLEGEKANNON BTDXS FARADAYIMELROSE CFO H CFDXZ SDG 8 E FEDERAL GRANTS SEWER BENEFIT AREA (CDE-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1.867.367 237.305 28,455,061 410.827 1.260.541 230.039 2,555,072 1,300,125 5.288.271 7.480.606 700.717 5 1376.471 209.804 686.633 79.561 930.820 930.802 2.468333 25.568 23,761,869 790.854 16,322,759 144.855 0 7.068.026 26.050.535 3,947,628 15.122.818 8.964.219 3,301,327 20.811.820 5.940.738 843.220 0 0 3.364.020 199,772 62,010 289.380 55.650 2.263.913 1,900,000 922.331 0 0 0 0 0 544,334 1.740.000 0 100.000 0 6,040,091 0 5.883.600 0 0 675,796 9,840372 400,000 1.300.000 150.000 1.107.193 2.193.000 1.562.100 0 107.930 20.00( 706.303 7,608,334 C 5,417.00( 34.418 10.517 C a 219.100 150.000 150,ooc 1.000.00c 0 4.8CQ.WC 4.557.128 67,OOC 6.042.551 502.W6 1.2oo.oot 0 1,240,000 0 0 0 157.486 0 88.069 0 0 787.800 500.000 0 826.120 1.650.000 15.925 0 790.854 22.883 0 0 2.876.987 2,260,105 5.717.400 610.000 135.637 5,883,600 0 1.693.642 910,000 0 10,835,203 3.533.558 3.949.552 0 5.812.819 400.645 1.183.645 4.727.839 1.059.527 2,485,599 3,986,476 5,116,424 397.214 4.000.083 3,120,100 378.215 OTHER 205.361 foTAL 01 1 7.807 48.193.561 68.780.614 0 51. 29.839 APPROPR. BALANCE 10,777,152 I 1.649.228 706,303 127.930 13.025.334 34.418 300,000 10.517 4.800.000 1.219.100 4,624,128 7,242,551 502.006 1.240.000 0 157,486 68.069 500.000 2.476.120 787.800 15.925 790,854 22.883 3,486.987 7.977.505 6.019.237 2;603.642 0 3.533.558 14,764.755 6,996,464 8.714315 1.460.172 7,802,023 775.429 7.120.183 1.161.064 109.375 18.794.747 281.532 576.181 1,016,191 370,405 18.984 2.138.055 1.586.474 198,711 5 136.471 52.31e 730.967 11,492 143.020 2,552,408 194.682 2.485 26,314,972 0 8.345.254 9.218 0 5,140.180 21,106.151 814.070 9,426,354 2,357,097 1.991.155 15,402,797 382.655 87,791 176 PUBLIC ART GOLF COURSE ZONE 5,13.16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 2 NE PIL AREA 1 MN PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETAOCAL kNSNETlBlKE TRANSNETHIGHWAY TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW2 POINS. LN-AVIARA PW BTDU CANNON ROAD WEST BTDU COLLEGBCANNON BTW5 FARADAYMELROSE CFU C1 CFD c2 FEDERAL GRANTS SDG&E SEWER BENEFIT AREA (CIIE-F) PLANNED LOW DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONOS GAS TAX .. 18.033 79.365 4.618.487 283.688 701.492 403.682 44.222 1.101.838 278.736 1.155.361 103 520.948 237,167 2,598,708 189,854 ~~1.695 2.289.588 269.106 26.238 0 0 10,676,209 6.085.033 421,036 883.504 0 253,024 2.823.755 2.014.974 2.268.441 593.808 2.185.341 127.079 3 471 ?VI .. 18.471 8.562.805 289.482 1,203,795 207,517 69.997 701.093 326,350 1.691.916 4.103.007 3.310.W 98.360 1.524 321.253 45.414 9,494,392 293.629 213.180 291,424 0 0 15.184.782 2,247.234 79,745 0 1.061.677 452.181 5.200.226 1,750.325 3,736,611 1.073.386 2.506.152 254.554 1.610.623 .. 13.358 9.802.551 299.443 251,326 178.334 346.922 93,634 2.045.988 505,336 8.248.042 1,030,781 60,903 1,256 341.082 00.458 17.402.714 392.W 508,690 732.389 0 0 13.675.926 7301,331 63,526 955.131 0 6,020,054 429.837 7.635.353 2.091.883 4,182.167 10,683,240 112.219 1.621.261 CITY OF CARLSBAD REVENUE ESTIMATES FOR 2000-2001 CAPITAL FUNDS 199597 ACTUAL 1997-98 wag9 1999-20(30 ACTUAL 2000-2001 ACTUAL ESTlh4AFD ESTIMATED REVENUE REVENUE REVENUE FUND REVENUES REVENUES GENERAL CAPITAL CONST. 3.000.585 1.581.221 8.729.213 4.600.000 1.048.117 7.217 6.355387 87.499 304.479 288.043 280.134 293.268 210.009 1,434,171 1.656.964 598.562 38.122 5 2,216,462 7.496 173.777 86.847. 0 2.298.907 999 7.844.334 790.854 593,182 163.526 0 1.073.212 525,129 4.098.319 2.378.433 3.923.054 422,963 2.352.942 41,351 1.5ge.rn9 0 3.364.020 0 199,772 62.010 55.650 289.380 , 2,263,913 1.9oo.m 922.331 0 0 0 0 0 544.334 0 1,740,WO 1w.m 0 6,040.091 0 5.883.600 0 675.796 0 9,840,372 400.000 1.3w.000 150.~ 4,107,193 2.193.M)o 1.562.100 0 OTHER 1.352.547 2.471.355 mAL CAPITAL FUNDS 49.227.405 70.456.847 89,162,796 50.880632 426.600 5.824 . , . . . , . " 48.193.561 0 NOTE: REVENUES INCLUDE IMRFUND LOANS AND TRANSFERS, 171 CITY OF CARLSBAO BUDGET EXPENDITURE SCHEDULE CAPITAL FUNDS 19971998 TO 2000-2001 1997-98 199a99 199940 (1) FUND ACTUAL ACTUAL ESTIMATED .. GENERAL CAPITAL CONST. 1.137.693 1,822,720 4.704.498 PUBLIC ART GOLF COURSE ZONE 5.13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 MN PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETILOCAL TRANSNET/HIGHWAY TRANSNETIBIKE TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW2 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST BTW COLLEGECANNON CFD X1 BTW5 FARADAYIMELROSE CFD X2 FEDERAL GRANTS SDG8E SEWER BENEFIT AREA (CD-E-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 19.705 474.493 768.4% 28.638 0 0 3,449 0 1.751.812 926.582 1,732.856 0 0 74.694 13.684 35,816 9,994,978 589.053 246,276 0 5235.076 0 670.688 79.475 0 255.507 1.395.000 98.043 608.373 115.641 2.595.405 1.937.045 540.536 343.806 1.114.278 60.197 2.339.380 4,330,562 0 0 18,900 1,656.187 0 2320.005 905.021 27.603 0 280.296 160.468 1,670.154 11,924,563 1.213.557 742.315 0 16.748.124 0 3.661.865 6.834 0 917,040 2.085.199 466.244 721.280 322.818 2.698.172 1.388.764 533.719 10,733 37.320 1.146.691 7.138.839 6.382 2,829,483 0 0' 0 3.098.472 471.416 1.227.409 0 91.040 0 2,255.449 2.454.780 73.868 1.550.094 2,345,576 (24.369) 13.784.130 0 813.049 25.509 208.117 0 1,094,145 62,446 1.295.571 757.300 4,554,304 (548.855) 1.432.967 763.678 F OTHER 1.122.720 TOTAL CAPITAL FUNDS 2.588.302 32.796.260 62,935,308 5.624 53.655.813 CONTINUING TOTAL CIP .. 107.930 706.303 7.608.334 34.418 10.517 219,100 150.000 4357.128 0 6.042.551 502.006 1.24O.OW 0 157.486 68.069 787.800 0 826.120 22.883 15.925 790.854 2.876.987 2,260,105 135.637 0 3,533,558 1,693,642 10.835.203 5.812.819 4.727.839 400.645 2.485.599 397,214 4.W0.083 20,000 5,417,000 0 0 150,000 0 4.800.000 1.000,ooo 67,000 1.200,000 0 0 0 0 500,000 0 0 1,650.000 0 0 0 5,7'17,400 610,000 6,883,600 0 910,000 0 3,949.552 1,183,845 1,059,527 3,088,476 5,116,424 378,215 3.120.100 n 706.303 127.930 13.025.334 34.418 300.000 10.517 1,219,100 4.800.000 4624.128 7.242.551 502.006 0 1.240.000 157.486 500.000 68.069 2.476.120 787,800 22.883 15.925 790.854 3.486.987 7.977.505 6.019.237 0 2.603.042 14.784.755 3,533.558 6,996,464 8.714.315 1.460.172 7.602.023 7.120.183 775.429 .. - 68.780.614 7,607 51.729.839 120.510.453 7.607 (1) 1999-2000 ESTIMATED AMOUM INCLUDES ACTUAL EXPENDITURES a ENCUMBRANCES 178 D l CITY OF CARLSBAD ANALYSIS OF AVAIIABLE BAIANCES CAPITAL IMPROVEMENT PROGRAM 2000 TO BUILDOUT 1 2000 - 2001 1 BEGINNING ~ ~ ~ FUND BAL 7/1/99 RMNUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2.060.128 4.600.000 5.010.900 1.649.226 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNET/HIGHWAY TRANSNETBIKE TRANSNET/STP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTM2 POINS. LN-AVIARA PKWY BTM3 CANNON ROAD WEST BTDM COLLEGElCANNON BTW5 FARADAYMELROSE CFD tl CFD C2 FEDERAL GRANTS SDG 8 E PLANNED LOW DRAINAGE SEWER BENEFIT AREA (GD-E-F) SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT GAS TAX REDMLOPMENT BONDS OTHER 1.161.064 129,375 20.847.727 376,409 1.110341 219,522 1,081,025 2,555,072 1,438,055 731,143 198.711 5 136.471 52,318 686,633 11,492 143,020 104.682 2.452.408 2.465 20,884,882 0 14.062.654 9,218 5,374,384 0 15.215.332 414.070 9.309.999 2.900.682 18,328,221 2,256,380 1.940.655 446.006 197.754 .. 0 3,364.020 0 199.~12 62,010 289,380 55,650 2,263,913 922,331 1.900.oM) 0 0 0 0 544,334 '0 1.740.000 0 100.ooo 0 6.040.091 0 5.883.6w 0 0 675.796 9,840,372 400.000 1,300,000 150,wo 4.107.193 2,193.wO 1,562,100 0 0 .. 20.000 5,417,000 0 0 150,000 0 4,800,000 1.ooo,o00 67.000 1,200,000 0 0 0 0 5w,wo 0 0 1.6K1.000 0 0 0 5,717.400 610.000 5,883,600 0 910,000 0 3,949,552 1,183.645 1,059,527 3.986.476 5.1 16,424 378.215 3,120,100 0 1.161.064 109,375 18.794.747 576.181 1,016,191 281.532 370,405 18.984 2,138,055 1,586,474 198.711 5 136,471 52.318 730.967 11,492 194.682 143,020 . 2.552.408 2,485 0 26,314,972 8.345.254 9.218 5.140.180 0 21,106,151 814.070 9,426,354 1,991,155 2.357.W7 15.402.797 582.655 67,791 ~ ~~~ TOTAL 126,816,522 48,193,561 51.729.839 197.754 123.280.245 (1) BEGINNING BALANCE ON 7/1199 IS NET OF CONTINUING APPROPRIATIONS. 187 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT YEAR 2 2001 - 2002 1 BEGINNING FUND BAL 7/1R001 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1.649228 2,100,000 1.831.625 1,917,603 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 3 SW PIL AREA 2 NE TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNETETP TRANSNET/BIKE TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW2 POINS. LN-AVIARA PW BTW3 CANNON ROAD WEST BTW COLLEGECANNON BTW5 FARADAYMELROSE CFD #I CFD #2 SDGBE FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 1,161,064 109.375 18.794.747 576.181 1,016,191 281.532 370,405 1,586,474 18.984 2.138.055 198.711 5 136,471 52.318 1 1,492 730.967 143,020 2.552.408 194.682 2.485 26,314,972 0 8.345254 9.218 5.140.180 0 21,106.151 814,070 9,426,354 2357.097 1,991,155 15,402,797 382.655 67,791 0 0 3.445.638 100,000 1,746,251 125,570 528.675 55,650 2,000,000 922,600 905,000 0 0 0 (81,018) 0 240,000 0 400.000 1,200,000 0 4.250.000 6,429,500 0 0 400.000 877.653 1,300,000 1,916,941 150,000 2,965229 2,236,850 1,600,000 0 20.000 0 5,808.000 0 0 0 0 47.000 0 1,200.000 905,000 0 0 0 0 0 0 0 0 0 0 11,310,000 8.686.673 0 0 1,200,000 100,000 9,959,991 486.835 159,527 3.694.808 4,215,202 0 1,652.Ooo 1,161,064 89.375 16.432385 676.181 2,762.442 407.102 899,080 74,634 2,462,075 2338.055 198.711 5 136.471 52,318 649,949 1 1,492 434.682 143,020 2,952,408 1,202,485 21,434,472 0 3.908.581 9.218 4.817.833 0 1,114,070 10.239.519 13,063,101 1,981,628 13,424,455 1,627,518 320,655 67,791 TOTAL OTHER 197,754 123,280245 0 35.814.549 0 51286.651 197,754 107.808.133 188 CAPITALlMPROVEMENTPROGR*M Cm'OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT P*~3200z-zoo3 1 BEGINNING FUND BAL 7/1/2002 REVENUE WPENDINRES ENDING GENERAL CAPITAL CONST. 1,917,603 6Qo.000 260,000 2.257.603 GOLF COURSE PUBLIC ART ZONE 5.13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 2 NE PIL AREA 1 NW PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETAOCAL TRANSNET/HIGHWAY TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTDW POINS. LN-AWARA PKWY BTDM COLLEGEKANNON BTDX3 CANNON ROAD WEST CFD 111 BTDm FARADAYMELROSE CFD VL FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 1,161,066 89.375 16.432.385 676.181 2,762.442 407.102 899,080 74.634 2.462.075 2.938.055 198,711 5 136,471 52.318 649,949 1 1,492 434.682 143.020 2,952.408 1202,485 21.434.472 0 3,908,581 9.216 4.817.833 0 13,063,101 1,114,070 10,239,519 1,627.518 1.981.628 13,424,455 320,655 67.791 0 0 ' 71.200 2,907,200 215,644 327,103 499,459 55,650 736,157 1,700,000 0 0 0 0 0 0 0 240,000 10,645,000 95.000 5,682.928 0 0 0 866,683 0 4,634,143 4w.wo 1,3W.000 150.000 2.281.597 3.159.107 1.850.000 0 0 20.000 0 2.175.000 0 0 0 1.OOO.OOO 0 1.700,OW 447,000 0 0 0 0 0 0 500,000 0 0 0 0 110,000 0 0 2.600.~ 0 6,238.262 355,000 1.92%,835 159.527 2.524.682 1,635.178 850.000 0 0 69,375 17,164,566 1.161.066 747.381 734,205 2,978,085 398.539 2,751,231 130,284 2.938.055 198.711 5 136,471 52.318 649,949 11,492 143,020 3.047.408 174,682 11.847.485 0 27,007,400 3,908,581 9.218 0 3.084.516 1,159,070 11.458.962 9,812,684 1,972,101 14,07o.a74 2261.943 1,120,855 67,791 OTHER 197,754 - TOTAL 107.808.133 38,216.870 22,501,484 197.754 123,523,519 189 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT 4 2003 - 2004 I BEGINNING FUND ~~~~ BAL 7/1/2003 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 2,257,603 1oo.wo 1.08O.WO 1.277503 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNET/HlGHWAY TRANSNETlBlKE TRANSNETSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD#2 POINS. LN-AVIARA PKWY BTM3 CANNON ROAD WEST BTC#4 COLLEGHCANNON BTD#5 FARADAY/MELROSE CFD #l CFD X2 FEDERAL GRANTS SDGgE PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER BENEFIT AREAS SEWER REPLACEMENT WATER - RECYCLED WATER WATER REPLACEMENT WATER CONNECTION REDEVELOPMENT BONDS GAS TAX 1,161,064 69,375 17,164,586 747.381 2.978.086 734,205 398.539 2,751,231 130,284 2.938.055 198.711 136,471 5 52.318 649.949. 1 1,492 143,020 3,047.408 174.682 11,847,485 27.007,400 0 3,908,581 9.218 3.084316 0 11,458,982 1,159,070 9.612.684 2,261.943 1,972,101 14,070,874 1,120,655 67,791 0 2,634,678 0 3.604 215,644 325.553 314.423 23.651 752,730 1.700.000 0 0 0 0 0 0 0 240,000 200,000 0 0 4,455,656 70,690 0 0 865,605 400.000 7307,501 1300,oM) 150,000 2.690.655 2,327,229 0 1.700.OW n 20,000 14,235,000 0 0 0 0 550,000 0 447,000 1,700,000 0 0 0 0 0 0 0 0 0 0 0 110,000 0 0 0 0 0 11.891.472 1,111,835 2.560.428 559,527 1,796,272 0 6W.000 n 1,161,064 49,375 5.564264 1,059,757 750.986 3,193.730 162.961 153.935 2.938.055 3.056.961 198.711 136.471 5 52.318 649.949 1 1,492 143,020. 414.682 12,047.485 3.047.408 0 31,353,056 3,979,271 9.218 3,950,122 0 1,559,070 6.875.01 1 9.m.849 1,562,574 14.601.831 2.392.169 67,791 2220,655 OTHER 197,754 1 1 TOTAL 123,523,519 27.777.618 36,661.534 197.754 114,639,603 190 CAPITALIMPROVEMENTPROGRIM CITY OF CARLSBAD ANALYSIS OF AVAIUBLE BALANCES zoo0 TO BUILDOUT R 5 2004 - 2005 i BEGINNING FUND BAL 7/1/2004 RMNUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 1.277.603 890,854 200,000 1.968.457 PUBLIC ART 49.375 0 0 49,375 GOLF COURSE 1.161.064 0 '0 1.161.064 PUBLIC FACILITIES FEE 5364.264 2.881.941 2.664.000 5.782.204 ZONE 5.13,16 PARK FEE 750.986 42,737 0 793.723 PIL AREA 1 NVJ 1,059,757 325.553 0 1,385,310 PIL AREA 2 NE 3,193,730 215,644 0 3,409,374 PIL AREA 3 SW 162,961 240.686 0 403.648 PIL ARE4 4 SE 153.935 23.651 0 1n.587 1.829.708 2.152.106 1.7W.000 2.938.055 TRAFFIC IMPACT FEE 3,056,961 TRANSNET/LOCAL 2.938.055 924.853 1,700,000 TRANSNETM'IGMNAY 198,711 0 0 198,711 TRANSNETBIKE 5 0 0 5 TRANSNET/STP 136,471 0 0 TDA 136,471 STATE GRANTS 11,492 0. 52.318 0 COUNTY GRANTS 11,492 649.949 0 0 ASSESSMENT DISTRICTS 649.949 BTDW2 POINS. LN-AVIARA PKWY 143,020 0 0 414.682 240.000 0 654.682 143,020 BToT3 CANNON ROAD WEST 3.047.408 0 0 3.047.408 BTDX5 FARADAYMELROSE BW COLLEGECANNON 12,047,485 0 0 12.047.485 0 15,000,000 14.790.854 CFD#1 31,353,056 16.132.490 1 i0,ooo 47.375.545 209,146 CFD x2 FEDERAL GRANTS 9.218 4,034,510 SDGBE 0 0 0 9.218 PLANNED LOCAL DRAINAGE 0 0 0 3,950,122 SEWER BENEFIT AREAS 738.073 0 4,888.195 1.559.070 400,000 0 1,959,070 SEWER CONNECTION 6.875.011 1,684,730 1.034,011 SEWER REPLACEMENT 9.Bw.849 1.300.000 1,186,835 9,914,014 7.525.130 WATER - RECYCLED WATER 1.562.574 200,000 WATER CONNECTION 2,392,169 1,603,047 WATER REPLACEMENT 2,453,045 14,601.831 100,000 4.745.215 REDEVELOPMENT BONDS 2,421,249 0 17,023,080 GAS TAX 67,791 2.220.655 0 0 67,791 OTHER 1,750,000 0 3,970,655 t T AL 197,754 0 0 197.154 49.620.745 23,774,935 140,485,412 52.318 0 0 3.979.271 55,239 0 159,527 191 CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES CAPITAL IMPROVEMENT PROGRAM 2000 TO BUILDOUT 6-10 2006 - 2010 I FUND BEGINNING BAL 7/1R005 REVENUE EXPENDITURES GENERAL CAPITAL CONST. ENDING 1,968,457 4.100.000 1 ,000,000 5,068,457 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 4 SE PIL AREA 3 SW TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNET/HlGHWAY TRANSNETIBIKE TRANSNETlSTP TDA STATE GRANTS COUNN GRANTS ASSESSMENT DISTRICTS BTDx2 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST BTW COLLEGECANNON BTW5 FARADAYMELROSE CFD #1 CFD #2 FEDERAL GRANTS SDG&E SEWER BENEFIT AREAS PLANNED LOCAL DRAINAGE SEWER REPLACEMENT SEWER CONNECTION WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 49,375 1,161,064 5.782.204 793,723 1.385.310 3,409,374 403.648 177.587 2,152,106 2.938.055 198,711 5 136,471 52.318 649,949 1 1,492 654.682 143.020 3,047,408 12,047,465 47.375.545 209,146 4,034,510 9.218 0 4688.195 7,525,730 1,959,070 9,914,014 1,603,047 4,745,215 17,023,080 3,970,655 67,791 0 0 16,457.629 603,337 1,263,255 798.379 936.31 1 395.115 4,737.052 7.500.000 0 0 0 0 0 0 3.200.000 0 1,500,000 0 0 2337.993 762,133 1,600,000 0 3.582.m 2.000.000 8.157.153 3,500,000 11,888,467 1.000.000 4.ow.m 0 8.500.000 0 21,227,177 0 0 0 4,2M).OOO 0 3,125,000 0 7,500,000 0 0 0 0 0 0 0 3,848.000 2.000.000 11.845.000 0 39.834.000 0 0 0 500.000 0 5,399,142 2.973.309 9,172,250 797.635 2.874.WO 0 255,WO 49.375 1,161,064 1,012,657 2.183.689 1,397,059 472,629 1,339.959 572.702 3.764.158 2.938.055 198,711 136,471 5 52.318 649,949 11,492 143,020 6.682 2.547.408 202,485 209.146 9.879.538 4,796,643 9.218 7.770,973 1,600,000 3,959,070 10,440,705 10,283,741 1,805,412 7,461,432 18.149.080 12.215.655 67.791 OTHER 197.754 TOTAL 0 140,485.412 88,819,603 0 116,550,513 197,754 112,754,503 192 CAPKALIMPROVEMENTPROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT r201.1 to Buildout i BEGINNING FUND ~~~ BAL 7/1/2011 REVENUE EXPENDITURES ENDING GENERAL CAPITAL CONST. 5.068.457 4.310.000 2.000.000 7.378.457 Pumc ART GOLF COURSE ZONE 5.13,16 PARK FEE PUBLIC FACILITIES FEE PIL AREA 1 NW PIL ARE4 2 NE PIL AREA 3 SW PIL ARE4 4 SE TRAFFIC IMPACT FEE TRANSNETlLOCAL TRANSNETMIGHWAY TRANSNETBIKE TRANSNETlSTP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTDE! POINS. LN-AVIARA PKWY BTwY3 CANNON ROAD WEST BTW COLLEGUCANNON BTD#5 FARADAYIMELROSE CFD #I CFD X2 FEDERAL GRANTS SDG&E PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER BENEFITAREAS SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT GAS TAX REDEMLOF'MENT BONDS 1,161.064 49,375 1,012,657 1,397,059 2.183.689 472,629 1,339,959 3,764,158 572.702 2,958,055 198,711 136.471 5 52,318 649,949 1 1,492 143,020 6.682 2,547,408 202.485 209,146 9,879,538 4.796.643 1 ,M)o.000, 9.218 7,770,973 3,959,070 10,440,705 10.283.741 1.805.412 7,461,432 18,149.080 12,215,655 67.791 0 16,552,207 2.000.000 1,303,977 2,790.848 1,714,630 2,101,020 254,599 6,907.276 800,000 0 0 0 0 0 0 8.400.000 0 1,5w.o00 0 3.746.586 0 546,219 0 7.003.318 0 9,700,000 10,744,761 13,070,000 16.189.394 2.200.000 4.000.000 0 21.700.000 0 2,737,200 17,355,000 2,626,000 3.840.000 2,625,000 1.41 0.000 2,650.000 9.917.000 800.000 0 0 0 0 0 0 0 8,272.000 3.664.000 200.000 11.515.000 0 0 0 14.465.000 0 7.036.000 5,667,642 2,209,480 6,488,431 0 0 13,325,000 0 49.315 423.864 209.864 75,036 58.318 638.476 184.558 23,722 2.938.055 754,434 198.71 1 136.471 5 52.318 1 1,492 649,949 143.020 134.682 383.408 2.485 209,146 2,111,125 5.342.862 9,218 1.800.000 309,291 6,623,070 15,360,881 17.022.274 1.795.932 23,650,826 22.149.080 20.590.655 67,791 OTHER 197,754 TOTAL 1.210,ooo 112.754.503 1,210,000 138.744.835 120.012.753 197.754 131,486,584 193 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2000 TO BUILDOUT - BEGINNING TOTAL TOTAL FUN0 BALANCE GENERAL CAPITAL CONST. 2.060.128 REVENUE 16,700,854 EXPENDITURES 11.382.525 ENDING 7378,457 PUBLIC ART GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNET/HIGWAY TRANSNETiLOCAL TRANSNETBIKE TRANSNETISTP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTwl2 POINS. LN-AVIARA PKWY BTwl3 CANNON ROAD WEST BTM COLLEGWCANNON CFD Y1 BTWy5 FARADAYMELROSE CFD W2 FEDERAL GRANTS SDGBE PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 1,161,064 129,375 20,647,727 376,409 1,110.541 219.522 1.081.025 2,555,072 1.438.055 731,143 198.711 136,471 5 52.318 686.633 1 1,492 143.020 2.452.408 104.682 2.485 20,884.882 0 14,062,654 9,218 5,374,364 0 15.215.332 414,070 2,900,682 9,309,999 18,326,221 2,236.380 1 WO 655 446.006 OTHER TOTAL . , - . -. "_ 197,754 1.210.000 1,210,000 197.754 126,818,522 427.187.781 422,517,719 131,485,584 2.000.000 0 48.243.314 2,324,627 3578.797 6,502,935 3,063,533 15,902,999 4,918,650 17,300,000 905,000 0 0 0 0 463.316 14,300.000 0 3,595,000 12.045.000 44.825.243 15.000.000 5.684.281 5.883.600 14,609,907 1,600,000 44,285,801 13,700,000 23,070,000 4.oW.000 43.453.090 19,459.935 38.462.100 0 2.737.200 80,000 68.881.177 2.626.000 3,840,000 6.975.000 7,450.000 3,960,000 15,879,708 15,8W,OOO 905.000 0 0 0 500,000 0 14.270.000 0 5,664,000 12,045,000 63,599,000 14.790.854 14,404,073 5,883,800 19,675,000 0 44,140,072 7,491.000 15.357,725 5.104.750 22.038.644 15,637.076 19.812.100 378.215 49.375 423.864 209.864 75.036 58.318 638,476 184.558 . 23.722 2.938.055 754,434 198.711 5 136,471 52.318 649.949 1 1,492 143,020 134.682 383,408 209,146 2,485 2,111,125 5,342,862 1,600,000 9.218 309,291 6.623.070 15,360,861 17,022,274 1,795,932 23,650,826 22,149.080 67,791 20.590.655 194 APPENDICES 7 PLANNED CAUTAL OUTLAY ITEMS 200001 CITY OF CARLS~ Item Dsscriptlon Qty Con I f 0010210 CITY CLERK Conlcrcordn 1 3.200 001 1010 CITY MANAGER cornpule, 1 2,500 Intermediate Sedan 1 18.000 Sublola1 City Manspar 20.500 0011310 FINANCE FoldalStullsr 13.000 subtotal Finance 13.000 001 1610 RECORDS MANAGEMENT c~lplfal lease lor copiar - previously cpprovd 1 11,400 Subtotal Records Managemmt 11,400 148.1 0012120 POLICE FlELO OPERATIONS 8W MHz radii 2 12.000 2 2.500 1 31,000 2 5.000 1,500 Ballinic shields Pnrol vehicle LSlltOP Laser ptinter 1 Subtotal Police Opsrnions I. 0012121 POLICE FlELO OPERATIONS 0012124 POLICE CANINE 0012130 INVESTIGATIONS 0012131 POLICE VICEINARCOTICS 0012144 POLICE COMMUNICATIONS CENTER 0012210 FIRE AOMlNlSTRATlON 0012220 FIRE EMERGENCY OPERATIONS Bite sulf 1 Subtotal Police Canine 1,600 1.500 2.000 Digitdlnill video camera 1 Subtotal Police Invsnigmions Hmd held video cmwa 800 MHz radio Patrol vehicle CompUtM 1 1.500 1 4.000 1 31,000 1 2.500 39.000 Subtotal Police Vce NWCOIIES Replacement shreddm Chdrr for communb.tlms csnlw 1 1,500 3 3.000 4.500 1 80.000 80,000 Subtotal Police Communications Center Annual 800 MHz backbone wstm payment Subtotal Fire Adminisfration 2 5.000 1 8.600 1 3.000 s 5 22,000 5.600 1 1 3.000 3.000 0012225 FIRE PREVENTION 4 dwr sedan 1 18.000 1 2.600 Computer Subtotal Fire FTwmtiw 20.5m *lEsS.lq 0014065 ARTS OFFICE Color 1-r printer 1 4.745 1 1,500 6.245 0014510 RECREATION ADMINISTRATION Computer 1 2.500 1 4,850 7,350 0014515 RECREATION FEE SUPFQRTED 21' mmlfor 1 1.600 1.500 21' monilor Subtotal Am Capild lea- for Copt. prauioudy approved Subtotal F!ncreaion Admininraaon Subtotal Racreatim Fw Suppned 195 PLANNED CAWTAL OUTLAY ITEMS 200001 CITY OF CARLSBAD Org Key Department Ifem Description a614520 AOUATICS Enclosed Ihfegusrd rower Qty cost 1 Smctator shade nl~~ture 1 107' fixed PVC lancing and 24' portable 1 Automatic pool cleaning system 1 Replacement pool insulating blankets Replacement maon Circulating pump 5 1 5.000 8.000 3.500 30.800 3.070 3.070 2.200 1,500 3,200 Subtotal Operations . Stagecoach 10,980 4,080 0014542 RECREATION OPERATIONS - CALAVERA Gym wall mating 1 4.300 6.000 Subtotal Operations . Calavoa 14.380 4,080 15.000 6,000 Subtotal Operations. Harding 21.000 Subtotal AQU~~ICS 0014523 RECREATION. YOUTH SPECIAL EVENTS Computer with ptinter 1 Subtotd Recreation Youth Spacial Events 0014541 RECREATION. OPERATIONS - STAGECOACH Replacement lair play scoreboard Modular Furniture Modular Seating unit Capital lease lor copier . previoudv approved 2 1 1 1 MDdvlar furnitwe Capital lease lor copier - p~eviously approved 2 1 0014543 RECREATION OPERATIONS - HAROING Capital lease for Copier - previously approved Modular lurnitura 3 1 ES *s5.q 0015020 PARK MAINTENANCE Hand held irrlgation remote control 3 6.030 1 2.500 5 7.500 4 5.000 2 4.400 25.430 0015060 FACILITIES MAINTENANCE Color laser printer 1 3.000 1 17.000 2 4.400 24.400 40,000 13.000 53.000 0016355 STREET MAINTENANCE Sign post driver 1 7.600 7.600 0016370 TRAFFIC SIGNAL MAINTENANCE Emergency banew back-up 3 12.000 12.000 Portable gsnaator Concrete 88Qs ADA cmpliant drinkinp lountain Wether monitoring device Subtotal Parks Maintenance Truck Windsor wave wide-area vacuum Subtotal Facilities Maintenance 0015710 ENGINEERING CAD computer workstations Plonef 4 1 Subtctal Street Mamtcnancs Subtotal Tmllic Signal Maintenance ll22.4q ((152.q 1232130 POLICE COPS FUN0 Bicycles 2 2.000 2,000 QPS *2.wo 1210000 POLICE ASSET FORFEITURE Webshot gun 1 1.250 1.250 Subtotal COP5 Fund 5015310 WATER OPERATIONS TrMspOrtable vacuum system 1 Metal lbcator Sell contained breathing apperatus Chlwina analyzer 9.000 1 1.500 2 5.000 1 3.000 18.600 Subtotal Water Opaatmm 51 16310 SANITATION Computer 1 Subtotal Sanitation 2,sw 2.500 6205060 VEHICLE MAINTENANCE Tire machine 1 Whssl balancer MIG wdder with aluminum SPWI gun Capital lease lor copier -prdvioudy approved Scan tWl hbtotsl Vehicle Mantaancc 8.000 1 5.500 1 3.800 1 3.600 1 3 600 22.300 196 CITV OF CARLSW PLANNED CAPITAL OUTLAY ITEMS 200041 0rQ Key Depanmenl Item Dsscriplion Oty COR 6215061 VEHICLE REPLACEMENT imsrmsdiets Man Police psvol vehicles 6 144.000 Utititv vehicles 1 18.000 112 ton pick-up trucks 1 25.000 " 3 314 ton pick-UP trucks 60,000 Compacr pick-up lwck 2 44.000 4x4 compact pick-up truck 2 36.000 1 ton llatbd utility vwk 1 21,000 Large aerial truck 1 28,000 Mobile intensive cam unit 1 110.000 Backhoe 3 450.000 Fire truck 1 65.000 6401710 INFORMATION SYSTEMS Replace network switch 4 Network switch 3.400 4 18.000 7 ,n OM - 140 1 16.W 280,000 1 36.000 1 1 6.000 7.000 1 IRM "."_ computer COmpUlW rWm rOCk6 1 2,500 1 6.400 405.800 Subtotatlntormetion Services 197 CONFERENCE TRAVEL REQUESTS Zm-2001 CITY OF CARLSBAD I OF CONFERENCE TRAVEL Locd Government Annual Conbrtmce 2 Northern California 16.500 1.500 1.000 2.000 1 ,000 4.000 1 Cleveland. OH 1.200 400 1.800 0011010 CITY MANAGER L~BQYB of CA Cilies City ManWl'S Contersncs 3 Monterey 1,800 3 Anaheim 1.600 1 Huntmplon Beach 500 3 out 01 stnta 2.030 2 OYI Of SINE 2.500 1.500 1 Sacramento 2.000 1 Washington. OC . 3.000 5.0w 19.900 0010210 CiTY CLERK CCAC Annual Conference 1 centra1 ca1iIo,nu 1 Kansas Cily. MO iiMC Ammi Conference Leapue of CA Cilia9 Eleclion 6 New Law Seminar 1 Monterev 0010310 CITY TREASURER Municapal Treasurers' Assoc of USICAN Conlersncs Briefmg of Local Agency bveslmenl Fund ILAlFl 1 Sacramento Leapua 01 CA Cities Annual Conference League of CA Cities Divisional Conference Trmslwmq L-1 Oov~~nmt Glow iCMA Best PIeclice8 Conference ICMA Annual Conference 1 Cincinnati. OH Leoihtive Trips to Sacramento I8 lri~ll Legislative M~ting~ wim Council 12 tli~sl innovation Group Meetings 4 I" I OUt Of state 1.950 1.950 1.400 1,400 14.100 CONFERENCE TWVEL REOUESTS 2wO-2001 CITY OF CARLSBAD # OF ORG KEY DEPARTMENT TRAVEL OESCRlPTlON 0013010 COM OEV ADMlN PEOPLE DESTINATION League of CA Citles 1 Anaheim OC13220 PLANNING COMMISSION Plannlng Commiroian Institute Annual Conference 7 Monteley 0013310 GEOGRAPHiC INFO. SYSTEM Arcllnlo Usus Contsrance UREA Californm GIS Conference 1 San Franc~~co 1 Sacramento 0013510 ECONOMiC DEVELOPMENT Leaow 01 CA Cities CALEO Conterenca 1 Anahem 1 Northern California 0013610 BUILDING INSPECTION lnl'i Can1 of Bldp Officiais Annual Business Mfg Annual Bwin(us Meetinp 1 Sacramento Sierra -Permits- Annual Conlsrsnca 1 Reno. NV 1 Son Frmsosco 0014030 LIBRARY -CENTRO CA Library &om Annual Conference 1 same Clara 0014035 COLE CHILDREN'S California Library Association Cdnfarancs American Library AsIOcialion Mid-Winter American Library &sOCiltion Annual Mwtinp 1 s*nm ciara 1 Washington. OC 1 San Francisco 0014040 TECHNICAL SERViCES INLEX Users Group Annual Conference 2 Monterev California Library Affo~iation Conterenos DRA Usus Conference 2 santa Clara 2 St. Louis. MO 0014045 COLLECTION DEVELOPMENT C*libmia Library A180cYtion Conference 1 Sa",* Clare 0014055 ADULT LEARNING So CA Library LIIemcy Nelwork Ann~aI Con1 6 Retreat 1 Lake Arrowhead 0014082 GALLERY American Associalion 01 Museums Confmmcs 1 St. Louis. MO 0014070 S. LIBRARY ADMINISTRATION CA Library Asso~iation Annual Conlaranca 1 santa Clara Leaoue of CA Cities Annuel Conference 1 Palm Springs Libmrv Administration and Manapernent Association American Library &socialion Annual Confermcs 1 Anaheim 1 San Francisco 0014076 S. LIBRARY -REFERENCE SERVICES CA Library Associat~on Annual Conference 2 santa Clara 0014095 S. LIBRARY -CHILOREN'S SERVICES Patricia hmty Commilln, Annual Msottnp 1 santa Clara 0014085 ARTS OFFICE Amicms for the Am Annual Confarance 1 New Yolk. NY hawe of CA Cities Comm Svcs Confermss CA Assembly of Local Arts Apsncisr Annual Conference 1 Monfsrey 1 California CONFERENCE TRAVEL 4 REOUESTS 1,230 600 900 1.200 2,100 2,500 4,190 (190 4,490 71 1.200 =I 2.550 0014086 SISTER CITY Annual Sisler City Conference 4 Southem Calitornia I 750 750 200 CONFERENCE TRAVEL REOUSTS 2ooO-2001 ClTy OF CARLSSAD I OF CONFERENCE TRAVEL ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 0014510 PARK PLANNING & REC MGMT CA Parks and Recreation SocIOly Annual Conferanca 1 Sacramento REWESTS ~eegue 01 CA comm svci CO~IWMC~ 875 3 Soulhem Cslilornia 5.025 2.650 0014515 RECREATION FEE AOMINISTRATION Nalional Race DireclOR COnlUOnEO 1 San Oiew I 400 400 0014520 AOUATICS California Parks and Recrelion Annuil Conference 1 Northern Cslilomia 1 SanDiego 500 500 3.080 5 Sacramento American Society on Aging Conlsranca 3,680 800 Nalional Council on Aging Conlarsnce 1 Washington, OC 1.650 1 New Orleans. LA 1.450. 3.100 0014540 RECREATION OPERATIONS National Reom~ti~n and Parks Associatmn Clmterenoe California Parks and Reoleation Society Conference 0014570 SENIOR PROGRAMS 0015020 PARK MAINTENANCE CA Parks h Recreation Socisty Slate Conlwmce 1 sama Clara University 01 CA Park & kreation AdminiltntOrs Inltlfule 1 Montemy 500 1.100 600 0015060 FAClLlTiES MAINTENANCE MMASC Annual Confarance MSA CO~I~~MC~ IFMA Regional Conlnance 2 Montaey 1 Palm Springs 1 Lor Anodes 1,0w 500 1.200 2.700 0018010 PUBLIC WORKS ADMIN UIwm Contrace -March 1 SO"1hr" C.iitomu Lmg"e contam. -0c10bw MMASC - An-l Confame 1 San Jose 1 Palm Sprinpl APWA Conlarsnce 1 out Of su1e 1.400 1 .Awl 310 6.610 3.600 I 0016355 STREET MAINTENANCE Mllinlenmcs Sup+rint.ndml's Conlermcs 1 Lw Anodes 1 .OW 1 .OW I TOTAL QENERAL FUN0 270.626 I 201 CONFERENCE TRAVEL REQUESTS 2000-2001 CITY OF CARLSBAD a OF ORG KEY DEPARTMENT TRAVEL DESCRIPTION 5016310 WATER OPERATiONS ACWA Fall Conference PEOPLE DESTINATION 3 Anaheim 5116llO WASTEWATER DPERATiONS California Water Envoronment ASBOC. Conference 4 NoRhorn California 5206375 SDLlD WASTE MMASC Annual ConferenCe 1 Palm Springs 61 11 520 WORKERS COMPENSATION Workers Comp Semimni 3 Denver. CO 8121930 RISK MANAGEMEW CAMEL Annual Meeting PARMA Conference 2 Northern Cnlifornia 1 San Oisoo 9013410 REDEVELOPMENT OPERATIONS CA Reddevalopment Association Annual Conference 2 Southern Califomis Misc. Meetings and Workshops RsdWelopmmt institute 2 Southern Celifornia 1 Southern California 8033420 LOWIMODERATE INCOME Atlordable Hauling Advisory Council 01W Meeting HOUSING 3 San Francisco National NAHRO Summer Conference 1 San Francisco HOU~Q Qwdopmont work&opNsf'l Dew. Covncil 1 sn h."O*CO California Coastal Commission Haarinpr 1 Monterev CONFERENCE 0001 REOUESTS TRAVEL 2.oW 900 2.oW 4.800 900 2.500 14.100 1 ,000 3,500 3,500 600 6W 3.w 3.000 150 900 750 2.Mx) 1.m 2,500 1 .Mx) 2.200 1.200 1.800 1.350 15,050 2.000 250 200 SW 100 1.850 950 UK, 950 3.950 43.900 202 GLOSSARY Appropriation: A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation: A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. Balanced Budget: A budget in which planned expenditures do not exceed planned funds available. BeqinninqlEnding Fund Balance: Unencumbered resources. available in a fund from the priorlcurrent year after payment of the priorlcurrent year expenses. Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. M: An annual financial plan that identities revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital Improvement Program: A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the City between the present to buildout. Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an' estimated useful life of more than one year, such as automobiles, and office furniture, which appear in the Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as enterprise funds and internal service funds. Debt Service: The payment of principal and interest on borrowed funds such as bonds. Department: An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund: A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure: The actual spending of funds set aside by appropriation for identified goods and services. - Fee: A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is July 1 to June 30. 203 Fund: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. Fund Balance: The amount of financial resources available for use. General Fund: The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Library, and the City Manager's Office. m: Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Growth Management Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Management Standards: Standards for acceptable service levels which have been established for eleven public facility categories. Interfund Transfers: Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund: A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. Maintenance and Operation: A general category used for classifying expenditures for materials, supplies and services which are normally used within the fiscal year. Operating Budget: The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operating Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. services. Included are both salary and benefit costs. Personnel: Costs associated with providing the staff necessary to provide the desired levels of interest, and grants during the fiscal year. Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses, Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. 204