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HomeMy WebLinkAbout2001-06-19; City Council; 16236 Op Budget/CIP; 2001-02 Operating Budget and Capital Improvement Program Final BudgetCity of Carlsbad 2001-02 Operating Budget and Capital Improvement Program Mayor Claude “Buddy” Lewis City Council Ann Kulchin Ramona Finnila Matt Hall Julie Nygaard City Manager Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand, C.P.A. Website: www.ci.carlsbad.ca.us Cover Photo: The recently completed Faraday Avenue extension from College to Cannon Road. CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET TABLE OF CONTENTS Reader’s Guide to the Budget.. ............................................................................................ i Council’s Five-Year Vision Statements .............................................................................. ii About the City of Carlsbad ................................................................................................. iii Organization Chart.. ........................................................................................................... iv BUDGET OVERVIEW City Manager’s Transmittal Letter ................................................................................... A-l 2001-02 Budget Highlights.. ............................................................................................ A-3 Budget Summary.. ........................................................................................................ A-14 Personnel Allocations .................................................................................................... A-15 2001-02 Budget Calendar.. ........................................................................................... A-l 7 Budget Awards ............................................................................................................. A-18 OPERATING BUDGET Overview ......................................................................................................................... B-l Projected Fund Balances.. ............................................................................................ B-12 Revenue Estimates.. ..................................................................................................... B-14 Budget Expenditure Schedule.. ..................................................................................... B-21 Program Summaries Policv & Leadership Grouo Policy and Leadership Group Summary.. ................................................................. B-25 City Council.. ............................................................................................................ B-26 City Clerk ................................................................................................................. B-28 City Treasurer.. ........................................................................................................ B-30 City Manager ........................................................................................................... B-32 Public Information .................................................................................................... B-34 City Attorney ............................................................................................................ B-35 Administrative Services Administrative Services Summary ........................................................................... B-37 Administrative Services Administration .................................................................... B-38 Finance.. .................................................................................................................. B-39 Purchasing ............................................................................................................... B-42 Human Resources ................................................................................................... B-44 Workers’ Compensation.. ......................................................................................... B-47 Risk Management.. .................................................................................................. B-48 Health Insurance.. .................................................................................................... B-49 Records Management ................................................................................ ..‘........... B-50 Information Technology.. .......................................................................................... B-52 Miscellaneous Non-Departmental ............................................................................ B-54 Public Safety Public Safety Summary.. .......................................................................................... B-55 Police Department Summary ................................................................................... B-56 Administration .......................................................................................................... B-59 Field Operations.. ..................................................................................................... B-60 Community Services ................................................................................................ B-61 Canine ..................................................................................................................... B-63 Investigations/Field Evidence.. ................................................................................. B-64 CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET TABLE OF CONTENTS Page Two Public Safetv (Continued) Vice/Narcotics.. ........................................................................................................ B-65 Juvenile Diversion.. .................................................................................................. B-66 Property and Evidence.. ........................................................................................... B-67 Family Services.. ...................................................................................................... B-68 Task Force ............................................................................................................... B-69 Support Operations.. ................................................................................................ B-70 D.A.R.E.. .................................................................................................................. B-71 Police School Resource Officers .............................................................................. B-72 Communications Center.. ......................................................................................... B-73 Police Records ......................................................................................................... B-74 Various Asset Forfeiture.. ......................................................................................... B-75 Bicycle Patrol .......................................................................................................... B-76 Fire Department Summary.. ..................................................................................... B-77 Administration .......................................................................................................... B-79 Emergency Operations ............................................................................................ B-80 Fire Prevention.. ....................................................................................................... B-81 Weed Abatement.. ................................................................................................... B-82 Disaster Preparedness.. ........................................................................................... B-83 Communitv Develooment Community Development Summary.. ....................................................................... B-85 Administration .......................................................................................................... B-86 Land Use Planning & Planning Commission ........................................................... B-88 Geographical Information System.. .......................................................................... B-91 Economic Development ........................................................................................... B-92 Building Inspection.. ................................................................................................. B-93 Housing & Redevelopment Summary ...................................................................... B-94 Redevelopment Operations Village Area ................................................................. B-95 Low/Moderate Income Housing Village Area.. .......................................................... B-97 Redevelopment Operations South Carlsbad Area.. .................................................. B-98 Low/Moderate Income Housing South Carlsbad Area.. ............................................ B-99 Rental Assistance .................................................................................................. B-l 00 Affordable Housing ................................................................................................ B-101 Community Development Block Grant ................................................................... B-102 Communitv Services Community Services Summary.. ............................................................................ B-103 Library Summary.. .................................................................................................. B-104 Georgina Cole Library.. .......................................................................................... B-106 Dove Library .......................................................................................................... B-107 Genealogy/Local History.. ...................................................................................... B-l 09 Centro de Information ........................................................................................... B-1 10 Technical Services.. ............................................................................................... B-l 11 Collection Development & Acquisitions .................................................................. B-l 12 Media Services ...................................................................................................... B-113 Adult Learning Program ......................................................................................... B-114 Cultural Arts Summary.. ......................................................................................... B-115 Arts Office ............................................................................................................... B-l 16 Sister City .............................................................................................................. B-l 18 CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET TABLE OF CONTENTS Page Three Community Services (Continued) Special Events ....................................................................................................... B-l 19 Recreation Summary ............................................................................................. B-120 Park Planning & Recreation Management ............................................................. B-122 Recreation Fee Supported ..................................................................................... B-124 Recreation - Aquatics.. ........................................................................................... B-126 Recreation - Agua Hedionda Lagoon Permits.. ...................................................... B-128 Recreation Operations ........................................................................................... B-129 Senior Programs .................................................................................................... B-l 31 Public Works Public Works Summatv . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . B-133 Public Works Administration.. ................................................................................. B-134 Engineering.. .......................................................................................................... B-136 Storm Water Protection.. ........................................................................................ B-141 General Services Summary ................................................................................... B-143 Park Maintenance.. ................................................................................................ B-145 Facilities Maintenance.. .......................................... . ............................................... B-148 Street Tree Maintenance.. ...................................................................................... B-150 Median Maintenance.. ............................................................................................ B-l 51 Vehicle Maintenance.. ............................................................................................ B-l 52 Vehicle Replacement ............................................................................................. B-l 54 Carlsbad Golf Course.. ........................................................................................... B-155 Maintenance & Operations Summary .................................................................... B-156 Street Maintenance.. .............................................................................................. B-1 58 Traffic Signal Maintenance.. ................................................................................... B-l 60 Street Lighting.. ...................................................................................................... B-161 Buena Vista Channel Maintenance ........................................................................ B-162 Water Operations.. ................................................................................................. B-163 Wastewater Operations.. ........................................................................................ B-165 Solid Waste Management.. .................................................................................... B-167 CAPITAL IMPROVEMENT PROGRAM Overview.. ................................................................................................................... C-l Growth Management Plan .......................................................................................... C-9 California Assembly Bill 1600.. .................................................................................. C-IO Projected Fund Balances .......................................................................................... c-12 Revenues Actual and Estimated ............................................................................... C-14 Budget Expenditure Schedule.. ................................................................................. C-l 5 Detail Schedule of Capital Projects by Category.. ..................................................... C-18 Capital Improvement Program Fund Summaries ...................................................... C-33 Glossary of Capital Project Funding Sources.. .......................................................... C-51 APPENDICES Planned Capital Outlay Items.. ........................................................................................ D-l Out of State Travel Requests.. ........................................................................................ D-4 Cohtinuing Appropriations.. ............................................................................................. D-6 Miscellaneous Statistical Information .............................................................................. D-9 CITY OF CARLSBAD, CALIFORNIA 2001-02 BUDGET TABLE OF CONTENTS Page Four APPENDICES (Continued) Accounting Systems and Budgetary Control.. ............................................................... D-10 Resolution Adopting the Budget.. .................................................................................. D-l 1 Gann Limit Resolution.. ................................................................................................. D-14 Glossary ....................................................................................................................... D-l 6 READER’S GUIDE TO THE BUDGET This budget document has been designed to provide the public concise and readable information about the City of Carlsbad’s 2001-02 budget. The budget is separated into two major sections: The Operating budget and the Capital Improvement Program. Transmittal Letter The beginning of the budget document contains the City Manager’s transmittal letter and overview information. The overview information will provide summary data to the reader for both the Operating budget and the Capital Improvement Program, as well as information on personnel allocations and debt management issues. Operating Budget The Operating budget section has 7 tabbed sections providing the summary information and budget information for each of the 7 major service areas. The Operating budget summary section begins with an overview of the revenue assumptions and the policies used to develop the budget. The overview is followed by tables providing detailed information on fund balances, expenditures and revenues. The following sections are separated by major service areas, which are Policy and Leadership Group, Administrative Services, Public Safety, Community Services, Community Development, and Public Works. Within these broad categories, the budget is organized on a departmental basis. Summaries, financial and descriptive, are included for department groups containing more than one program. The summary page is followed by detailed program information. Some departments consist of one program only, and thus only one page is included for them. For each program, a financial history and the 2001-02 budget figures are presented. Also included are narrative statements describing program activities, associated workload measures or performance objectives, key achievements for 2000-01 and key goals for 2001-02. Capital Improvement Program The Capital Improvement Program (CIP) is located in the back of the budget document. An overview of the CIP provides general information about the process used in preparing the budget for capital projects and describes how development information is used to project future revenues that fund these projects. In addition, major CIP projects are highlighted and discussed. The next section contains summary revenue and expenditure tables by funding source and a detailed project expenditure schedule listing the cost and timing of each future and current CIP project. Following this schedule are fund summary pages, which list the revenues and detail expenditures by fund, thus providing cash flow information and annual projected fund balances for each capital improvement program fund. Appendices The Appendices contain a detailed listing of the 2001-02 Capital Outlay items by department. Travel detail is presented next, so that Council may review and approve these requests. Then a listing of the appropriations carried forward into the 2001-02 budget from the previous year are presented. The last section of the Appendices provides information on the Gann Limit, budget process, accounting system and budgetary control, the adopted Resolution for the budget, and a glossary. COUNCIL VISION STATEMENTS Carlsbad City Council Year 2001 FIVE-YEAR VISION STATEMENTS lity 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. . . 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, 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, leadership role in local and regional planning issues actively involves confronting governmental issues at the local, state and national levels, and 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. Carlsbad effkiently and effectively. . . . delivers top-quality public services, . manages environmental concerns proactively, including: . open space . water quality/conservation l beach erosion 0 air quality . resource conservation and waste reduction . wildlife habitats l has a safe and efficient integrated transportation system, . maintains Citywide “small town” community spirit, and l has a Community where continuous and life-long learning are supported and embraced for people of all ages. ii ABOUT THE CITY OF CARLSBAD The City of Carlsbad is a unique coastal community located 35 miles north of the City of San Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a five-member City Council under the Council/Manager form of government. Although the “village” dates back more than 100 years, Carlsbad incorporated in 1952 as a General Law city. Currently, the City is about two-thirds developed and is expected to grow from a population of 83,469 to 120,000 once its 42 square miles are built out. Industries in the area include a major regional shopping center, 19 auto dealers, 30 hotels offering 3,134 rooms for tourist lodging, high technology, multimedia and biomedical businesses, electronics, golf apparel and equipment manufacturers, several business and light, industry parks, and numerous land developers building single and multi-family housing in a variety of community settings. - (/ California \ The City provides the full range of services normally associated with a municipality including police, fire, parks and recreation, library, planning and zoning, building and engineering, various maintenance services and administration. The City provides water services through the Carlsbad Municipal Water DiStrict, a subsidiary district of the City. The City Council serves as the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is provided through a franchise agreement with a local refuse collection service. In addition to the usual City services, Carlsbad offers a wide variety of programs to help local residents and businesses. The City operates a redevelopment agency that encompasses 0.4 square miles of the downtown area, as well as a housing authority that provides housing assistance to 491 low income families. The City’s literacy program, funded by the General fund, provides adult education to local area residents. Older Carlsbad residents receive assistance through the City’s senior citizen programs. Also, the City provides major support for the Convention and Visitors Bureau and the hiring center. 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 . 111 L----J L----r L ._--- I I c I = I i: ‘Z .z .z 1 fjE I z:E I s 1 I I- L- --1 L- ,-_ 1 1 --1 L- --; L- __,,-_ --( ,_- 1 I----: -_,,-- , - - 1 - -, I , ’ I ’ I’ A. I I I ’ z a I ’ +. ; I c, I-= L , =T I ’ z~,I.~,;, 2, I E 5 0’ , I 5 .o .z , I = y 0 >:z 31 1 :.; 21 , ;; 2 ( I c - 2, I ,z / 1 4 m E, / E’7T 1 3 s =I ’ Lffi ,‘.7,.,-,IE<=rl Z,<‘E, I $‘$l I 1. , ’ I ,3 -% -.i ’ 1 .= I 0 ( 1 EI ’ y .-.; I =I ’ ; .L I I ’ , ;-/ ‘A - :. 1 I ’ :. ,I:;? , , I ’ I ’ I I-----> c ____ “L--: ‘----- I’ - 1 L---- City of Carlsbad To the Honorable Mayor and City Council: 2001-02 BUDGET TRANSMITTAL I am pleased to submit the 2001-02 Operating and Capital Improvement Program budgets for the City of Carlsbad, which total $213.1 million, with projected revenues of $209.9 million. Of the total budget, $136.5 million (64%) will be used to finance the operations of the City while $76.5 million (36%) will go toward the construction of capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for all services, programs, and capital projects, which will assist the Council in the achievement of its vision for Carlsbad. It is apparent from a review of the local economy that despite the uncertainties in the national economic picture the city of Carlsbad is still expecting healthy increases in its major tax revenues. Revenue growth has been unusually strong in the past several years, and although it is expected to taper off this year, growth is still anticipated in most of the tax revenues. Carlsbad’s tax base has been assisted to a large extent by the tourism industry. With the opening of the Four Seasons Resort last year, the Legoland family theme park in March 1999, the continued expansion of the Carlsbad Company Stores retail center, and the recent opening of several new hotels and restaurants, Carlsbad has become a prime tourist destination spot with the second highest level of transient occupancy tax in the county. Carlsbad’s reputation for quality has also enhanced its residential and industrial development. There has been a strong demand for housing in the City creating upward pressure on housing prices and development of a number of new residential projects, The pace of development in the industrial corridor has also continued resulting in the addition of a variety of new jobs to the City. All of these provide for the economic well being of our citizens as well as providing additional revenues to improve City services. The 2001-02 budget provides funding for a number of new programs and service enhancements that will allow the City to meet its goals for the upcoming year. The focus this year is on capital improvement projects with total appropriations available in fiscal year 2001-02 expected to exceed $140 million. The development experienced by the City over the past several years has provided the funding to expand our park system with the addition of several new parks and to begin work on various road segments that will greatly enhance the transportation system in the City. In order to meet the development schedule for these and many other projects contained in the Capital Improvement Program, five new positions have been added in the planning, engineering and park development areas. The budget also includes funding for a new program aimed at reducing the pollution in storm water runoff to keep our lagoons and oceans safe. The storm water program will cost $1.9 million and add over five new positions. The federal government mandates the requirements of this program; however, they did not provide a method for paying for it. Thus, staff will be researching potential funding opportunities over the next year. 1200 Carlsbad Village Drive l Carlsbad, CA 92008-1989 l (760) 434-2821 l FAX (760) 720-9461 A-l The City is also establishing a system to insure that funds are available when needed to replace its streets, sidewalks and other infrastructure. The city of Carlsbad is relatively new so we have not yet experienced the significant cost of replacing the infrastructure as it ages. We are just beginning to experience the high cost of major repairs on some of our older roads. A new fund was established in past years and will be used to accumulate funds and pay for the replacement of the City’s infrastructure in the future. This year’s budget includes a $3 million transfer for this program. As always, the provision of top quality public safety services is essential to achieving Council’s goals for the City. The needs have been evaluated and the budget recommends the addition of three new positions to the police department. Carlsbad has continued to grow and prosper over the years as a result of the vision and leadership of the City Council. The Council’s commitment to their vision, and their willingness to provide the funding to achieve it, has resulted in a highly desirable City in which to live and work. The 2001-2002 operating and capital budgets continue to provide for a high quality of life for current citizens as well as laying the groundwork so that future generations will also be able to enjoy the benefits of our community. I would like to express my appreciation to the City Council for providing the direction and support which are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of the City staff for not only creating a successful operating plan and capital improvement program; but, also for their commitment to providing top-quality services to all who live, work and play in Carlsbad. Their efforts are critical to the City’s ultimate success. I offer them my thanks for a job well done. - - .--.._ _, _ RAYMdND R. PATCHEI-T City Manager June 19,200l A-2 CITY OF CARLSBAD BUDGET HIGHLIGHTS ,“$ SpUR c CITY OF CARLSBAD ‘a BUDGET HIGHLIGHTS ; FISCAL YEAR 2001-2002 41 + CARLSBAD >, .,/ WHERE THE M0NE.Y COMES FROM... 2001-2002 ESTIMATED REVENUES $209.9 MILLION Other r( n, Charges for Services “y Utilitv Charges 3% -13% - / Interdepartmental w 7% Licenses & Permits m Taxe 31% Income fro Investments & Property 3% WHERE THE MONEY GOES... 2001-2002 ADOPTED BUDGET $213.1 MILLION Policv & Non Dept. & Public Works 24% -, Leadership 30, ” I” 36% A-3 CITY OF CARLSBAD BUDGET HIGHLIGHTS The 2001-02 budget for all City funds totals $213.1 million with total revenues estimated at $209.9 million. The City’s fiscal year runs from July 1 to June 30. Any amounts spent in excess of the amount of revenue received will decrease the City’s available fund balance. The operating budget totals $136.5 million and is expected to generate $135.9 million in revenues. This budget allocates the resources for the operations of all City programs. The Capital Improvement Program (CIP) assesses the City’s long-term capital needs and identifies potential revenue sources to meet these needs. The 2001-02 CIP contains the current year budget allocation of $76.5 million and outlines approximately 174 future projects at a total cost of $436.2 million through build-out of the City. Capital revenues for the 2001-02 fiscal year are estimated at $74 million. The capital projects include parks, civic facilities, as well as all infrastructure needs anticipated for the future which are not expected to be constructed by developers. c e The budget overview on the following pages will provide the reader with a good understanding of the budget process and the economic profile of the ) city as well as with a broad overview of the services and projects planned - for the 2001-02 fiscal year. This section also addresses debt management including a schedule of the outstanding bond issues. More detail on the City’s numerous programs and projects can be found throughout the remainder of the document. BUDGET PROCESS Balancing City revenues with the demand for new or increased services is one of the major challenges faced by the City Council and staff as the budget is developed. Revenues received by the City set constraints on the amount of services and facilities that can be provided. Fortunately, due to the continued growth of the City’s tax base and the collection of development fees, Council was able to add funding in 2001-02 to improve upon the variety of services and facilities already being provided to Carlsbad citizens. City of Carlsbad 2001 Strategic Goals Top Quality Services - Become a City that provides exceptional services on a daily basis. Transportation -Provide and maintain a multi-modal transportation system that moves goods, services and people throughout Carlsbad in a safe and efficient manner that is coordinated with community development. Qualiw of Life/Community Develqpment - Develop a community that promotes quality neighborhoods, established compatible entertainment and commercial venues and manages growth by providing an appropriate balance of facilities and services. Parks - Provide Parks and Recreation facilities to meet growth management standards and actively address the priorities of the citizens of Carlsbad within the CIP budget. Water - Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner. Environmental Management - Promote a clean, pollution- free, resource-conscious environment. Finance - Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. Communication - Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher level of confidence. Open Space/Trails - Preserve, enhance and manage an Open The budget process for the Space and Citywide Trail system that incorporates a City of Carlsbad begins in comprehensive HMP. January each year, with a Learning - Promote and support continuous learning review and update of the City opportunities within the community and the City organization. Council’s five-year vision statements. I hese statements are ShOWI on the tlrst page Ot 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. A-4 The goals further define the methods used to achieve the vision and call out areas in which Council would like to place special emphasis during the year. Once these are developed, staff develops operational goals based on Council’s direction. These operational goals are the basis for the development of the operating budget. 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 city of Carlsbad has enjoyed significant economic growth over the past few years along with the rest of the region and the nation. The City’s economy has fully recovered from the effects of the recession of the early 1990’s as evidenced by the growing workforce, increased tourism and rising housing prices. Since 1995, almost 10 million square feet of commercial and industrial space has been built in the city. This development has brought much needed entertainment and shopping venues to the citizens and visitors as well as generating additional sales taxes to help pay for Carlsbad Employment City services. The development has also enhanced u Carlsbad’s reputation as a destination resort for 42 tourism. Carlsbad is home to two major resorts: the Four Seasons Resort at Aviara and the La Costa Resort & Spa, as well as a number of other quality zf$fq 31 hotels and motels. In addition, the City is host to a ,998 ,99, 1998 1998 major family theme park: Legoland. Available hotel rooms in the City now total about 3,200 compared with 2,190 in 1996, a 66% increase. Commercial and industrial development has also brought some major industries to town including the Gemological Institute of America, ViaSat, Invitrogen, The Upper Deck and many others. Commercial/ industrial growth has generated job growth with a resultant increase in employment in Carlsbad of 20% (between 1995 and 1999). More jobs, of course, bring with them the need for housing. The job growth in the Carlsbad region and the City’s reputation for quality has resulted in a strong demand for housing over the past several years. The City has issued over 8,000 residential building I permits since 1996 with median resale housing Median Home Prices - Resales prices growing by more than 80% in the same time MO,WO period. Total assessed values in the City stand at Ioo.wl almost $12 billion, up from $5.9 billion in 1996. MO.WO Although this accelerated pace is expected to level 2oo.m out over the next few years, the City still expects to 1oo.w add about 4,000 more residential units and an 0 97 additional 5 million square feet of commercial/industrial development over the next five years. The City’s residential housing stock is about 75% built out with approximately 10,000 housing units remaining to develop over the next 20 years. A-5 Carlsbad’s current economic position is an enviable one. The healthy economy over the past five years 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 has continued to expand and now contributes over $1 million annually to the City’s sales tax receipts. Legoland, the theme park located in Carlsbad, has also expanded recently. Legoland contributes to the City’s sales tax base as well as stimulating the development of new hotels in the area. The effect of the new Major Tax Revenues W Property tax W Sales tax 0 Hotel tax development and the demand for housing in Carlsbad is an increasing tax base. The three major revenue sources for the City: property taxes, sales taxes and transient occupancy taxes (hotel tax), are expected to provide $50.9 million to the City’s General fund in 2001, growing to $54.7 million in fiscal year 2002. These taxes are the major source of funding for most of the City’s services and allow the City to live up to its reputation as one of the premier locations in San Diego County. As with all economic cycles, there are peaks and valleys. The city of Carlsbad has seen the results of the peaks over the past few years. Indicators are now showing that we may be heading for a valley. The leading indicators for the San Diego region, as published by the University of San Diego School of Business Administration fell 1.2 percent in March, which is the latest information available at this time. With this decline, the Index has fallen or remained unchanged for ten consecutive months. All six of the components in the Index were down with the largest declines in consumer confidence and local stock prices. The other components--building permits, initial claims for unemployment insurance, help wanted advertising, and the outlook for the national economy-declined by smaller amounts. . According to the March report, “The outlook for the local economy continues to be for some difficulty in the second half of 2001. That difficulty is expected to be manifested in a higher unemployment rate (expected to peak between 3.5 and 4.0%) and weaker housing and retail sales. Key factors to watch in terms of their impact on the local economy are the health of the national economy and the impact of the energy crisis (both gasoline and electricity) during the summer months.“’ Sharp Economic Slowdown Expected )p‘?,~.‘<,. &.,,’ Fe,‘,.e!.! i‘:“v,:F ,Y c.vc.x-3 ‘%.5‘>:13: I”cd!:.e 5) !?a?! re: 14% 12 10 8 6 4 . 2 . : . _.* -2. , , . , , . . Per LAO Ouew~~w of !fle 2007-02 Aday Revision Thus, we are heading into the next fiscal year with some trepidation. In addition to weaknesses in the local economy, the state of California is also having budget difficulties, which may impact local governments. The May revision of the Governor’s budget reports a $5.7 billion deterioration in the state’s fiscal condition brought about mainly by the downturn in the economy, the dot corn implosion and the energy crisis. While it’s difficult to tell what the ultimate impact will be on local governments, the last recession has demonstrated that if the State experiences budget shortfalls, it is likely that local government revenues will also be impacted. ’ USD Index of Leading Economic indicators, March 2001 CITY OF CARLSBAD BUDGET HIGHLIGHTS During the last recession, the State took over $2.5 million from Carlsbad in the form of a reallocation of property taxes. These taxes were never allocated back to the City. This time, it is possible that the City may lose some portion of its Vehicle License Fees (VLF). VLF is collected by the Department of Motor Vehicles on all registered vehicles in the State of California. It is 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 by 67%. At this time, the State is backfilling (reimbursing) local governments for the loss of this revenue from the State’s general fund. However, if the State experiences budget shortfalls, they may choose not to fund the backfill. If this occurs, the City would lose $2.8 million. As mentioned earlier, California is also in the middle of an energy crisis with rolling blackouts possible throughout the summer. It appears that there is not enough electricity to go around resulting in skyrocketing electricity and gas prices. Although the City’s budget has been hit hard by the high costs of these utilities, the larger effect may be the fallout on other revenue sources. The loss of VLF to the State, cuts in other State funding, a loss of tourism, decreased consumer spending; all of these may indirectly but dramatically effect the sales taxes, hotel taxes, business taxes and many other City revenues. The energy crisis is continuing and at this time it is difficult to say where the prices may end up and what kind of effect it will have on Carlsbad’s economy. Despite all of the indicators, a slow down in our local economy has yet to show itself in any of the City’s revenue streams. Sales taxes are continuing to rise and there have been no reductions in the number of building permits issued to date. While the short- term outlook remains uncertain, Carlsbad is positioned well for the future. It is the Council’s goal to insure that the City remains in good financial health and there are a number of steps the City has taken to attain that goal. One of these is the growth management plan. This plan was adopted by the citizen’s to insure that all necessary public facilities were constructed along with development. It also insures that a financing plan is in place to pay for the facilities prior to the development of the property. In addition to the growth management plan, the city also prepares a long-term financial model for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is imperative that we plan for the impacts of new development and public facilities on the Operating budget as well as planning for the capital needed to build them. Thus, the City prepares a ten-year operating forecast for the General fund and a 20+ year capital improvement program. As part of the capital improvement program, the City annually calculates the amounts needed to pay for the various projects and calculates the anticipated operating budget impacts. In this way, we can anticipate the effects of development from both a capital and an operating perspective. One of the newer initiatives the City has undertaken to assure its financial health is the development of an infrastructure replacement fund. With this fund, the City has begun to set aside money on an annual basis for major maintenance and replacement of its infrastructure. Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the proper maintenance and replacement, when needed, will be performed on the streets, parks and many facilities for which the City is responsible For fiscal year 2001-02, the City’s revenue projections reflect a reduction in consumer confidence, slightly increasing housing prices, and continued development, but at a slower rate than in the past two years. The uncertainty in the economy may show itself A-7 CITY OF CARLSBAD BUDGET HIGHLIGHTS in more moderate consumer spending which is expected to slow down the rate of growth in sales taxes and vehicle license fees as well as in tourisrn which effects the transient occupancy taxes. More information on all of the City’s revenues and programs can be found in the later sections of this letter. OPERATING BUDGET -- Revenue Projections by Fund Tape The City’s operations are divided into various funds. Each fund has been established because of certain r restrictions placed on 2001-02 OPERATING REVENlJES the use of the BY FUND TYPE resources received by that fund. $135.9 MILLION REDEVELOP- Estimated revenues INTERNAL SERVICE MEI’JT for the City’s five fund types are shown ENTERPRISE / *% on the accompanying 22% graph. Gc:!;c.p;,! F,;-;j The fund receiving ERAL the largest slic#e of 59% the revenues is the General fund, with estimated revenues of $80.7 million. The General fund provides funding for the majority of services available to City residents. The majority of the General fund revenues (77%) are derived from taxes. The graph below illustrates the sources of revenue to the General fund. Property taxes, at $22.5 million, are the largest General fund revenue. The city receives only about 18% of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state and other various agencies. Sales tax is the second largest source of revenue for the General fund. Sales taxes are . 2001-02 GENERAL FUND REVENUES $80.7 MILLION LICENSES 8 PERMITS CHARGES FOR FRANCHISE PROPERTY TAXES 28% 4% 1% estimated to bring in $22.2 million for the 2001-02 fiscal year. Automobile and department store sales are the most significant contributors to the category of sales tax. A-8 CITY OF CARLSBAD BUDGET HIGHLIGHTS Transient occupancy taxes (TOT) are estimated at $10 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $7.6 million in tax revenues collected by the City. intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the City based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, state mandated cost reimbursements and homeowner’s exemptions. Intergovernmental revenues are estimated at $5.6 million for the upcoming year. Licenses and permits account for $1.6 million of the General fund revenues and include building permits and other development related permits. Charges for services are estimated to be $4.7 million, an 18% decrease from last year, and include fees for engineering, planning, building, recreation, and ambulance services. Both of these revenue sources are expected to be less this year not due to economic restraints but rather because there are simply less new developments ready to build. Other revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $3.4 million, or 4%, of the General fund revenue. Income from investments and property are estimated at $3.1 million, or 4%, of the total revenues. Special Revenue Funds Revenues from Special Revenue fund are estimated at $10.9 million for 2001-02. Funds collected in the category of Special Revenue are legally restricted to specified purposes. Examples of funding resources include donations, grants and special assessments. The types of functions supported with Special Revenue funds include programs such as Section 8 Housing Assistance, Housing Trust fund, Community Development Block Grants (CDBG), and maintenance and assessment districts. A new Special Revenue fund was created this year to account for the Storm Water Protection Program. Enterprise Funds Enterprise fund revenues make up the second largest revenue group, totaling $29.9 million. Enterprise funds operate similar to a business in that they charge fees to cover the cost of their services. Examples of the City’s enterprises include water and sanitation services and solid waste management. htet-na/ Service Funds Internal Service fund revenues, projected to be $11.9 million, are derived from charges to the City programs which benefit from the services rendered. The funds collected must be used specifically to support the internal service. Examples of the City’s Internal Service funds include Liability, Health Insurance, Records Management, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. R8d8V8/Opn?8nt Ag8nCy Redevelopment Agency revenues, estimated at $2.5 million, come mainly from property taxes collected within the redevelopment area. Carlsbad has two redevelopment areas. The original area consists of 204 acres located in the downtown “Village Area” of the City. The overall goal of the Village area r8d8V8lOpm8nt project is to create a pleasant, attractive, accessible environment for living, shopping, recreation, civic, cultural and service functions through the elimination of blighting influences, and through restoration and new, private/public development forms which preserve and enhance the existing character of the Village Area and surrounding community. A-9 CITY OF CARLSBAD BUDGET HIGHLIGHTS The second redevelopment area encompasses the land on which the Encina power plant is located as well as additional parcels south of the plant. Development of a master plan for this area will begin in the 2001-02 fiscal year. Funds collected within the redevelopment areas must be used to repay the debt incurred and administration of the Agency. Operatins Budqet bv Proaram The total operating budget for the City equals $136.6 million, which is 5.8% more than the 2000-01 final budget. The operating budget is categorized by major service area (MSA). Five MSAs have been identified which represent the key businesses of the City. The following graph shows the operating budget for each of the MSAs. I . 2001-02 OPERATING EXPENDITURES $136.6 M ILLION Policy& Admin. Public Comm.Dev. Comm. Public Non-Depff Leadership Services Safety Services Works Conting. Total funding allocated for the Policy and Leadership Group for 2001-02 is $3.3 million. This MSA encompasses all elected officials and the chief executive offices for the City. These include the offices of City Council, City Manager, City Clerk, City Attorney, and City Treasurer. The Administrative Services MSA, with a budget of $15.2 million, includes finance, records management, human resources, purchasing, information technology, health insurance, risk management, and workers’ compensation. These departments mainly provide services to internal City departments. One new position has been added in the human resources department to staff a pilot “resource pool” program in order to provide trained clerical support for all departments to use. Public Safety services are funded at $26.6 million and include all the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire prevention, emergency operations and disaster preparedness. The 2001-02 budget A-IO CITY OF CARLSBAD BUDGET HIGHLIGHTS includes three new positions in the police department based upon the anticipated growth in the City. These positions include a patrol officer, a traffic officer, and a senior police officer for investigations. Community Development, with a budget of $14.1 million, provides the services that guide and oversee the planning and development of Carlsbad as depicted in the City’s General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a “constitution” for development and is the foundation upon which all land use decisions are based. Also included under Community Development are the housing and redevelopment programs. Community Services, with a budget of $13.9 million, is made up of the library, recreation, cultural arts and seniors programs. These programs are provided to a wide range of people and assist in their education and cultural development. The 2001-02 budget includes two additional park planner positions to assist with the planning and development of parks over the next five years and well as implementation of a trails program for the city. The service area requiring the largest amount of funds is Public Works with a budget of $50.9 million. Public works is responsible for the building and maintenance of all of the City’s infrastructure and facilities and for the provision of utility services. It is comprised of the engineering, parks, streets, facilities, fleet, water and sewer departments. This year’s budget includes 5.5 new positions and an additional $1.9 million to fund the new Storm Water Protection Program. This program was created as a result of the federal mandate to reduce the pollution in storm water runoff. The building of the majority of the projects outlined in the $76.5 million Capital Improvement Program is also a responsibility of this MSA. The Non-Departmental and Contingency account includes programs not associated with any particular program and includes community promotions, community contributions, assessment services, transfers to other funds and Council’s contingency account. Included in the non-departmental group this year is a $3 million transfer to an infrastructure replacement fund. This program sets aside funds for the replacement of the City’s base infrastructure. The contingency account, which is available to Council for emergencies and unforeseen program needs that arise during the year, is budgeted at $4 million. This is slightly lower than the amount adopted in the 2000-01 budget. In total, the contingency account amounts to 5% of the General fund budget. The operating budget also includes a $1.5 million transfer to the Capital Improvement Program. The transfer is necessary to pay for various capital projects which are not funded through any of the capital revenues. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range planning document, which identifies current year projects as well as future capital needs and sources of revenue. These funds are used for the construction of municipal facilities, roads, traffic signals and parks. The Capital Improvement Program for 2001-02 totals $76.5 million. Some of the notable capital projects included in this year’s budget are described below: l The acquisition and design of Alga Norte Park located in the southeast quadrant is planned in 2001-2001. The first phase of development (about A-11 CITY OF CARLSBAD BUDGET HIGHLIGHTS 20 acres) may include ball fields, soccer fields, tennis courts, picnic areas and tot lots. l Construction of Larwin Park and acquisition of additional parkland in the northeast quadrant are also planned. Larwin Park will be a more passive park, which will include trails and tot lots, as well as a section for a dog park. l In the southwest quadrant, construction of Zone 19 Park is scheduled. An appropriation of $10.5 million is included in the budget for development of this 24-acre park site, which may include ball fields, basketball and tennis courts, picnic areas and tot lots, and a community facility. l Funds are included in the budget to begin planning for the Pine School park site. An extensive community outreach program with local residents and various organizations will be implemented to gather public input for the ultimate design of the park. l Design of the Coastal Rail Trail will continue. This non-motorized pathway will be located within the San Diego Northern Railway right-of-way extending from Oceanside to downtown San Diego and will accommodate bicyclists, joggers, and roller-bladers. The City expects to receive and additional $1 million in grant funding in 2001-01 to pay for the design. l The City plans to replace the soccer field at Poinsettia Park with synthetic turn that is easier and less costly to maintain, safer, and will allow year-round play. The total cost is $700,000. l The 2001-02 CIP includes a portion of the funds needed to complete the construction of Cannon Road from Faraday Avenue to El Camino Real. This will complete a major linkage between Interstate 5 east to El Camino Real. In addition, the widening and re-alignment of Ranch0 Santa Fe Road is expected to begin. l Construction of the Public Works Center will begin early in 2002. This facility will bring together over 170 city employees currently at 4 different locations together to one location next to the Safety Center on Orion Way. l A recycled water system is being developed to serve the industrial park area, and to increase the City’s water supply and reduce dependence on external suppliers. Funding for the project will come from grants and loans, which will be repaid from water sales. The project is estimated to cost about $37 million once complete. STAFFING The 2001-02 budget includes a total of 625.25 permanent positions (both full time and %-time positions) and 142.4 part-time positions (in full-time equivalents). This is an increase of 25.5 permanent positions and a 1.63 decrease in part-time positions (in full- time equivalents). A-12 CITY OF CARLSBAD BUDGET HIGHLIGHTS As the City develops, the question of financing the necessary infrastructure becomes more pervasive. The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the Growth Management Program. Over the years, the City has issued millions of dollars of bonds and Certificates of Participation (COPS) to fund streets, buildings, sewer and water facilities, open space acquisitions and other infrastructure projects. The City is continually evaluating its outstanding debt as well as potential future issues to insure that interest costs are kept at a minimum and the use of the bond funds is appropriate. The following table identifies the debt the City has issued, the outstanding principal, the 2001-02 principal and interest payments and the scheduled year of payoff. City of Carlsbad Debt Outstanding jond Name Fund 1997 Hosp Grove Refunding Certificates of General Participation Outstanding 2001102 Final Original Principal Payment Paymen, Bond Issue at 6/3010-l P&l FY $ 6,595,OOO $5,055,000 $ 752,285 2009 1997 CMWD Refunding Certificates of Water Participation Enterprise 1996 Refunding Encina JPA Sewer Expansion Sewer Enterprise $ 7,400,000 $3,370,000 $1,220,010 2004 $ 11,080,000 $9,350,000 $ 942,162 2014 1993 Redevelopment Tax Allocation Redevelopment $ 15,495,OOO $13,865,000 $ 1,046,234 2024 Bonds Subtotals I997 Reassessment District College & Alga Assessment District $40,570,000 $31,640,000 $3,960,691 $ 18,475,OOO $ 12,680,OOO !§ 2,253,258 2012 997 Carlsbad Ranch Assessment $ 10,175,438 $9,575,000 $1,022,290 2023 District I998 Ranch0 Carrillo Assessment $ 19,600,OOO !$19,280,000 $ 1,462,250 2028 District Subtotals $48,250,438 $41,535,000 $4,737,798 Totals $ 88,820,438 $73,175,000 $8,698,489 t A-l3 CITY OF CARLSBAD BUDGET HIGHLIGHTS Of the total debt outstanding, only $ 5.1 million will be paid back with General fund monies. Annual debt service payments from the General fund average approximately $750,000. The remaining debt will be repaid from water and sewer revenues and from property owners benefiting from the improvements built with bond proceeds. In addition to the existing issues, the City is considering using debt to fund several new projects. These include the following: Community Facilities District: In May 1991, the property owners approved a Mello-Roos financing district, called Community Facilities District No. 1 (CFD). Approximately $109 million in capital projects will be financed using this mechanism, most of them without the issuance of debt. The new city of Carlsbad city hall is scheduled for construction sometime during the period of 2006-2011. Available CFD cash balances will be used to pay for the design and construction costs, and if necessary, a bond will be issued to supplement any deficiency. The project will proceed following a thorough review. Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf course in the industrial corridor. Funding for the development of the course may be provided through the use of COPS or other City-issued debt to be repaid from revenue generated through the operation of the course. Various development options are being considered. thus, the amount and timing of any debt issue is unknown. As can be seen from the previous information, the City of Carlsbad is experiencing a period of solid economic growth that is anticipated to continue for at least the next year although at a slower pace. As the City continues to grow, it is evident that the planning and foresight by the City Council and residents has provided a sound economic base from which to grow. Along with the population increases have also come increases in the resources that allow the quality of life in Carlsbad to be maintained. Strong growth can be seen in all of the City’s base revenues: property taxes, sales taxes and transient occupancy taxes. The increased job opportunities from the development of the industrial and commercial areas is creating a higher demand for housing which will continue to increase the property taxes. Sales taxes and transient occupancy taxes are being boosted by the opening of the Four Seasons Resort in 1997; the Carlsbad Company Stores, a specialty retail mall, in late 1997 with an expansion in 1999; Legoland in early 1999; as well as growth in other hotels and restaurants. In addition, the development revenues are providing the funding to pay for the services provided to the building industry and to offset the cost of capital improvements needed to serve the growing population. All of these events add to the diversity and strength of Carlsbad’s economic base that 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 that proactively plans for the future. This plan will insure top quality services are provided to all who live, work and play in Carlsbad. A-14 PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 MAJOR SERVICE AREA tPOLlCY AND LEADERSHIP GROUP OVER FINAL PRELIMINARY (UNDER) BUDGET BUDGET 2000-01 2000-01 2001-02 ALLOCATED I CITY COUNCIL 1 1 CITY MANAGER 6 6 CITY TREASURER 0.75 0.75 PUBLIC INFORMATION 1 1 CITY CLERK 0 0 CITY ATTORNEY 6 7 ADMINISTRATIVE SERVICES I ADMINISTRATION RECORDSMANAGEMENT INFORMATION TECHNOLOGY FINANCE RISK MANAGEMENT PURCHASING HUMAN RESOURCES 81 WORKERS COMP )PUBLIC SAFETY I POLICE 138 141 3 FIRE 79.75 79.75 0 )COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMENT I ~C~MMUNITY SERVICES I LIBRARY 41.75 46.25 4.5 CULTURAL ARTS 4 4.75 0.75 RECREATION 24 26 2 SENIOR PROGRAM 3 3 0 IPUBLIC WORKS I I 1 ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE 81 OPERATIONS 2 2 8 8 15 15 21 21 2 2 6 6 9 IO 3.75 4 0.25 13 13 0 1 1 0 2 2 0 24 25 1 10 10 0 3 3.5 0.5 48.7 58.7 10 55.75 57.25 1.5 70.3 70.3 0 FULL AND 314 TIME LABOR FORCE 599.75 625.25 25.5 A-15 PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued) ISUMMARY 0F REQUESTED LABOR FORCE BY cATEGoRy I Full Time Personnel 596 620 24 3/4 Time Personnel in Full Time Equivalents 3.75 5.25 1.5 7000102 ZQQlfQZ Difference Hourly Full Time Equivalent Personnel 144.03 142.4 -1.63 TOTAL LABOR FORCE 743.76 767.65 23.87 Management Interns 2 2 0 Building Inspector Intern 2 2 0 GIS Intern 0.5 0.5 0 Plannina Intern - front counter 1 1 0 TOTAL LIMITED TERM EMPLOYEES 5.5 5.5 01 A-l 6 2001-02 BUDGET CALENDAR I DECEMBER JANUARY FEBRUARY MARCH lAPRlL u_ JUNE l Request Capital Project (CIP) submittals l Set budget policies l Operating revenue is projected for the General fund l Operating budget manual is distributed to departments l Budget preparer’s meeting l Growth projections completed l Departments submit CIP requests to Engineering l CIP analysis l Draft CIP is submitted to department heads l Leadership Team (LT) reviews CIP l Departments submit Operating budget requests to Finance l Finance department analyzes and complies the operating budget submittals l LT reviews operating budget l CIP Budget Workshop May 16 Council meeting l Preliminary operating budget are sent to the printer l Operating Budget Workshop June 12 Council meeting l Citizens Budget Workshop June 13 l Council adopts final budget, including: Operating budget, Capital Improvement Program, and Annual Spending Limitation June 19 Council meeting Operating Budget * CIP I A-17 BUDGET AWARDS Cali.ornia Sociehj of 43h.micipal3inance Officers Certificate of Award Excellence in Operational Budgeting 2000-2002 Preseated to City of Carlsbad II Thiscmf~tc ,ecqmia the nchhemmt of&alkM in Opmtimml Bud@tng md ytkts OII outrtrmdq bud+ d-t md the amddym~ byd#ctm~ pmess thmqh which tk bud@ IS mtplemmted February 26.2001 Dedicated to Excellence in Mnnic&al Finandal Management JMunicipal3inance -Officers Certificate of Award Excellence in Capital Budgeting 2000-2002 Presented to City of Carl&ad Thiscmtificatemmgnivrtk ach *t ~fkcrlLacr in Gzpiul JJdptin~ ad n@ts m mdstmding b+ct domlnrnt and the mderl,wng bdgttq proms through whrch the bud@ is implmmtd. .’ r., v: ‘. . ,.... .,‘;,.” Fcbruany 262001 p !’ ,- : _ 7;.‘:, c, ‘.. Dedicated to &rcelknce in Municipal Financial Management The City of Carlsbad was recognized by the California Society of Municipal Finance Officers (CSMFO) for excellence in operational budgeting and capital budgeting for fiscal year 2000-01. The purpose of these awards is to set a high standard of professionalism, which will enhance the audiences’ understanding of the mechanics of local government and special districts and to continue to enhance the budget and its process. The City of Carlsbad believes that its fiscal year 2000-01 .budget continues to meet the high standards of the CSMFO program. A-18 BUDGET AWARDS GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Carlsbad, California For the Fiscal Year Beginning July 1,200O The Government Finance Officers Association of the United States and Canada (GFOA) has presented an award of Distinguished Presentation to the City of Carlsbad for its annual budget for fiscal year 2000-01. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. A-l 9 PROGRAM AREA OPERATING BUDGET I FISCAL YEAR 2001-02 I PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND BALANCE JULY 1,200l REVENUES BUDGET TRANSFERS JUNE 30,2002 Policy I Leadership Group $3,278,325 Administrative Services 15,213,070 Public Safety 26,572,675 Community Development 141145,488 Community Services 13,936,201 Public Works 50,938,800 Non Departmental & Contingencies 12,479,639 (4,500,OOO) SUBTOTAL OPERATING $92,522,232 $135,883,398 $136,564,198 ($4,500,000) $87,341,432 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2001-02 2000-01 Continuing Appropriations $203,752,285 $69,543,457 $76,515,614 $4,500,000 $201,280,128 (67,960,927] $133,319,201 TOTAL OPERATING AND CAPITAL $296,274,517 $205,426,855 $213,079,812 SO $220,660,633 I FISCAL YEAR 200041 I PROGRAM AREA OPERATING BUDGET BALANCE JULY 112000 ESTIMATED REVENUES rHuJkC;ltv ESTIMATED FUND BALANCE EXPENDITURES TRANSFERS JUNE 30.2001 Policy / Leadership Group $2,622,657 Administrative Services 13,524,548 Public Safety 24435,674 Community Development 10,930,043 Community Services 11,617,304 Public Works 44,049,976 (4,300,000) Non Departmental & Contingencies 10,377,856 SUBTOTAL OPERATING $82,768,817 $131,611,473 $117,558,058 ($4,300,000) $92,522,232 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2000-01 $212,268,137 $47,041,432 $60,057,284 $4,500,000 $203,752,285 TOTAL OPERATING AND CAPITAL 5295036.954 $178.652.905 5177.615342 S2Qct.OQ9 2296.274.517 1 A-20 2001-02 OPERATING BUDGET OVERVIEW The Operating budget for fiscal year 2001-02 totals $136.5 million with revenues for the year estimated at $135.9 million. General fund revenues are estimated at $80.7 million and budgeted expenditures are $80.8 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for 2000- 01, as well as those estimated for 2001-02. I REVENUE SUMMARY BY FUND TYPE I (In Millions) PROJECTED ESTIMATED FUND 2000-01 2001-02 GENERAL FUND $ 80.3 $ 80.7 SPECIAL REVENUE 9.0 10.9 ENTERPRISE 29.0 29.9 INTERNAL SERVICE 11.2 11.9 REDEVELOPMENT 2.2 2.5 $ % CHANGE CHANGE $ 0.4 0.5% 1.9 21.1% 0.9 3.1% 0.7 6.3% 0.3 13.6% TOTAL I$ 131.7 1 $ 135.9 $ 4.2 3.2% Revenue estimates for the Operating budget indicate that the City will receive a total of $135.9 million, a $4.2 million increase over the current year projections. The majority of the increase is in the Special Revenue and Redevelopment funds due to new programs proposed for the upcoming fiscal year. 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. I SIGNIFICANT GENERAL FUND REVENUES I (In Mil ions) PROJECTED ESTIMATED FUND 2000-01 2001-02 PROPERTY TAX $ 20.3 $ 22.5 SALES TAX 21.1 22.2 TRANSIENT OCC. TAX 9.5 10.0 VEHICLE LICENSE FEES 4.2 4.3 DEVELOPMENT REVENUES 6.5 3.4 ALL OTHER REVENUE 18.7 18.3 TOTAL $ 80.3 $ 80.7 $ % CHANGE CHANGE $ 2.2 10.8% 1.1 5.2% 0.5 5.3% (!:, 2.4% -47.7% (0.4) -2.1% $ 0.4 0.5% B-l This year it is expected that property taxes will grow to $22.5 million, just slightly more than the projected sales taxes. After the recession of the early 1990’s, the City’s sales taxes climbed quickly back to their former levels while it has taken property taxes much-longer to catch up. Property taxes tend to lag the rest of the economy as the tax for the upcoming fiscal Property and Sales Taxes year is based on assessed values from the IWO’S1 previous January. So, the taxes to be received for fiscal year 2001-02 are based on values as of January 1, 2001. Property taxes also have a cap on how fast they can grow. This is due to Proposition 13. Proposition 13 was adopted by the State in 1978. The proposition limits the growth in 5,000 _ - 92 93 9~ 95 96 97 98 99 w o1 DZ~ 1 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 housing activity. In more recent years, we have seen robust growth in property taxes due to new developments and a 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 rising property taxes. 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 is locally assessed and taxed giving the City an estimated $250,000 more in property taxes. Sales taxes are expected to total $22.2 million for 2001-02, an increase of 5.2% over the 2000- 01 projections. These projections assume a base increase of 4.6% 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 Sales Taxes taxes received come from this source. New car sales throughout California have Business to Misc been very strong during the past several ral Retail years. The projections assume that this trend will begin to slow down as the economy softens and consumer confidence declines. The expansion of Carlsbad Company Stores, an upscale Products outlet mall, as well as other new restaurants and smaller retail sites, will help to keep Carlsbad’s sales taxes growing in the upcoming year. Sales tax estimates also include approximately $660,000 that is restricted to spending on public safety services under Proposition 172. Proposition 172 requires that the one-half cent increase in California sales taxes be allocated to local agencies to fund public safety services. c *1 The third highest General fund revenue source is Transient Occupancy Taxes - : (TOT or hotel taxes) estimated at $10 million for 2001-02, an increase of 5.3% c ri over 2000-01 estimates. These projections reflect an increase of 3% in the total / taxes received from our current hotels with additional amounts added for a new B-2 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 Development Revenues and Building Permits months or years before any structures are actually built. Development- s9,ooo 2.5W ts.ow related revenues increased coming s7.cm 2.m out of the recession as development in ts.m S5.OOQ 1 SW the City picked up and housing 54.ooo s3.0 1.m demand grew. The City continued to s2.m 5ca $l.aQ issue a significant number of building so 0 permits in 1997 through 1999; 92 93 94 95 98 97 98 99 00 01 02 however, the revenues for planning and engineering services dropped off; -Revenues -Res Permits issued thereby, flattening the total development revenues received. Based on the citywide growth projections shown in the Capital Improvement Program section of this document, a 55% decrease in building permit revenue is ,expected for the 2001-02 fiscal year. This indicates a significant decline in building permit revenues, as there are fewer units ready to be permitted in Carlsbad. Smaller declines are anticipated in the other development revenues. hotel expected to open in 2001-02. The addition of this new facility will bring the total rooms available in Carlsbad to over 3,200. Vehicle License Fees (VLF) collected by the City have 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 $4.2 million in fiscal year 2001. The high growth rate has been partly due to Carlsbad’s increasing population and partly to increasing auto sales statewide. The City’s projected VLF anticipates slower growth in the upcoming year due to the uncertainties in the economy and a lower population increase. All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for fiscal year 2001-02 totals $18.3 million, a slight decrease from fiscal year 2000-01. The largest increase in the other revenues is in franchise taxes. Franchise taxes are expected to increase by 12.7% in the upcoming fiscal year due mainly to events in the power industry. SDG&E pays franchise taxes for the use of the public land over which they transport gas and electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands but which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. The majority of the “in-lieu” taxes received are generated by Cabrillo Power, the operator of the Encina Plant. When the plant belonged to SDG&E, there were very limited “in-lieu” taxes received. With the change in ownership, the taxes received from this source have increased significantly. In addition to the changes in franchise tax calculations and energy providers that came with deregulation, the state has found itself in an energy crisis with too little supply for the demand. The result has been skyrocketing gas and electric prices. SDG&E currently has a price cap on B-3 what they can charge to customers but they are continuing to calculate the difference between what they charge and the actual costs incurred. Franchise taxes are paid on the amount collected, not on the actual cost. At this time, it is unknown how or when the excess costs will be paid back to SDG&E. With all the uncertainty in the industry, projecting franchise taxes is very difficult. For revenue estimating purposes, we have assumed a total increase of 17% in fees paid by SDG&E, which represents a 30% increase in rates and a 3% increase in the “in-lieu” franchise taxes paid. Business license taxes are closely tied to the health of the economy and show an estimated 4.6% growth rate for 2001-02. The city is continuing an aggressive information and compliance program that should help to achieve this increase. Income from investment and property is projected to decrease by 16%. Some of the decrease in investment income is due to changes in market conditions from one year to the next and some is from lower projected cash balances. A $400,000 drop in other revenue is also projected. Other revenue in 2000-01 contained several unusual receipts that are not expected in the next year. Overall, the General fund revenues are expected to grow by only .5% in the upcoming year. The 7% growth in the tax base has been offset mainly by decreases in development revenues. This is a change from the past five years during which the City experienced revenue growth between 9 and 17%. Much of the growth was due to the opening of new hotels and retail outlets, which provided a large boost to the total revenue picture. Next year, there are fewer new sources of revenue and significantly lower development expected resulting in a much lower overall rate of growth. Other Funds Revenues from Special Revenue funds are expected to total $10.9 million; an increase of $1.9 million from 2000-01. The types of services supported within Special Revenue funds include programs Special Revenue Funds funded by specific revenue streams Storm Water such as grants (Section 8 Housing Assistance, Community Development Block Grants), donations, special fees and assessments (Housing Trust fund, Maintenance Assessment districts). The largest changes in the Special Revenue funds occurred in three Trust programs: Storm Water Protection, Section 8 Housing and the Housing Trust fund. The Storm Water Protection program is new this year and was created to respond to federal mandates to reduce the pollutants in run-off water that flows through the City’s storm drains. More information on this program can be found in the Expenditures section. There is currently no funding source for this mandated program; so, it is being funded through an advance from the General fund of $1.9 million. Staff will be working over the next year to find a more permanent method of funding all the requirements of this program for the future. The Section 8 Housing program received an additional allocation of 75 vouchers from the federal government resulting in an increase in grant funds of $1.6 million. The increase from these two programs offset the $1.2 million Solid Waste- Golf Course Enterprise Revenues decrease in the projected Housing Trust fund revenues. The Housing Trust fund receives fees from developers in assist in the development of affordable housing in Carlsbad. These revenues are expected to decrease in the upcoming fiscal year as a result of less development activity. Enterprise fund revenues for 2001-02 are projected at $29.9 million; up 2.8%, or approximately $800,000. 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, recycled water and sanitation services, solid waste management, and the Carlsbad Golf Course. The water, recycled water and sanitation operating funds all project slightly increasing revenues for the upcoming year. The increase is due mainly to population growth throughout the City. No change in the rate I structures is anticipated for next fiscal year. Operating revenues to the Golf Course Enterprise fund have decreased this year. The City had been transferring $600,000 per year to this fund to assist in financing a future municipal golf course. At this time, the project is stalled in the permitting process with the environmental agencies. Thus, the transfer is not needed, as there is sufficient money in the fund for the maintenance of the land. Internal Service funds show estimated revenues of $11.9 million for 2001-02, an increase of $800,000, or 7%, over 2000-01 projections. Internal Service funds provide services within the I City itself and include programs such as the self-insurance funds for Workers’ Compensation, Liability Insurance and Health Insurance, as well as Information Technology 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 $2.5 million in the upcoming year, a 16% increase. Most of the increase is due to the creation of a new redevelopment area - the South Carlsbad Coastal Redevelopment Area. The new area is expected to generate approximately $500,000 in property tax revenue in the upcoming fiscal year. B-5 EXPENDITURES The City’s operating budget for 2001-02 totals $136.5 million, which represents an increase of $7.4 million, or 5.8%, from the current 2000-01 budget. This increase is due to a number of changes within the programs found in each of the funds. These will be discussed later in this document. Budaetatv Policies Budget policies were developed this year under a new process. This new process is generally known as “Expenditure Control Budgeting” or ECB. Using this new approach, each department was given a block appropriation containing sufficient funds to provide the current level of services for the upcoming year. As Carlsbad is a growing city, the block needed to contain sufficient funds to pay for inflationary increases as well as growth in the customer base. For the 2001-02 budget, the block was calculated as follows: = Personnel costs were calculated for all currently authorized positions and then increased by a growth factor of 6%. n Maintenance and Operation costs were calculated using last year’s adopted budget increased by an inflation factor of 5% and a growth factor of 6% for a total of 11%. m Capital Outlay requests were not included in the block budget. These one-time items could be requested separately. Approved capital outlay requests were added to the operating budgets. Based on the above calculation, the operating budget reflects an average increase of 8% as compared to the 2000-01 adopted budget. All new positions needed to maintain the same service levels are funded from the block appropriation. Budgets are not to exceed the block amounts and no additional appropriations are expected during the year except in the case of a significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried forward in their entirety to the new year. In addition to the block appropriations, budgets requests could be made to implement specific goals or to operate new facilities. If the request was approved, then the additional funds were added to the budget. The 2001-02 budget reflects the following organizational and structural changes, which will continue to contribute to the overall effectiveness of the organization: l The Records Management Program is now being shown as an Internal Service fund rather than as a program within the General fund. This allows the allocation of the program costs to the user departments based on usage of the services. In this manner, the City will be able to provide a more accurate accounting for the costs of each program. The costs for the Records Management program are allocated to departments based on the number of users of the system in each department. l A separate fund for the new Storm Water Protection Program has been created. This will enable us to track the costs of this program separately. Currently there is no funding source for this program; therefore, a General fund transfer was made to this fund in the amount of next years budget. This fund includes all the new costs associated with the program as well as some existing personnel and maintenance and operation costs for Storm Water Protection that were previously recorded in the General fund engineering budget. . The library receives two state grants, PLF and CLSA. In the past, these revenues were recorded in a Special Revenue fund and the Library budgeted in these funds for library costs such a books and special supplies. In order to simplify the accounting, the revenues and expenses were transferred to the General fund in the 2001-02 budget. The amount of the revenues estimated for 2001-02 is $300,000. Budget Recommendations Through the application of these guidelines and policies, the 2001-02 operating budget of $136.5 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 an aggressive capital projects schedule, a continued focus on public safety and technology, and the new Storm Water Protection program. The 2001-02 operating budget includes 24.5 new full and three-quarter time employees; an increase of 3.6%. The net decrease in hourly staff, totals approximately 1 .I3 full-time equivalents (FTE). These changes will bring the total City workforce to 624.25 full and three- quarter time employees and 142.9 hourly FTE. These and other changes are addressed in more detail as follows. Capital Improvement Projects The City has a large number of major capital improvements scheduled to be built over the next five years. Many of these are park and street projects as required under the City’s growth management program. The details of the program can be found in the latter sections of this document entitled “Capital Improvement Program” (CIP). In order to meet the development schedule shown in the CIP, five new positions are being proposed. Park Proiects and Trails - The operating budget includes two Park Planners, a Senior Planner and a Senior Civil Engineer to assist with the planning and development of parks over the next five years, including Zone 19 Park, Larwin Park, Alga None Park, Pine School Park and Phase II of Poinsettia Park. One half of one of the Park Planners will be dedicated to implementation of a trails program for the City while the remainder of their time will be spent on the park projects. Street Proiects - In order to improve traffic flow in our city as it continues to grow, several large street construction projects are also planned for the next 5 years. Public Works is responsible for the planning, design and construction of these projects. Included in the budget is a Deputy Public Works Director who would serve as the City Engineer. Currently, the Public Works Director is performing this role. Public Safety Public safety has always been a top Council priority. As the population of our City continues to grow, additional public safety staff is required to maintain the current level of safety services. There are three new positions included in the budget this year to continue Council’s focus on public safety. These positions include a patrol officer, a traffic officer, and a senior police officer B-7 for investigations. The patrol and traffic officers are needed as a result of the increase in population. The additional senior officer in investigations will allow the unit to address elder abuse, fraud and ID theft. In the last four years the number of these cases has increased and the average investigation time of these cases is six months. With the elderly increasing along with the population, the numbers of these cases are expected to continue to increase. Storm Water Protection Program As a result of the federal mandate to reduce the pollution in storm water runoff, and to meet the requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as the Storm Water NPDES Permit), the budget includes a new program at a cost of $1.9 million and an additional 5.5 positions. The new positions include two Maintenance Workers, one Engineering Technician, two Environmental Specialists and a half time Business Systems Specialist. The following are the components of this new program included in the budget: . Evaluation and Control of all existing industrial, commercial, residential and municipal developed areas or facilities to minimize the short and long-term impacts on receiving water quality. = Conducting educational efforts and outreach to the public and focus groups regarding the new requirements on all the different sectors covered. . Modifications to the City’s Municipal Code in order to allow of enforcement associated with the Permit. . Preparation of funding options for the programs being implemented. n Review and modifications of all existing Municipal facilities to prevent or reduce the pollutants in runoff. n Administration and coordination to meet compliance with the requirements in the Permit. n Review all Land-Use planning for new development and redevelopment, including review and revision, as needed, of the General Plan. Technology The City continues to enhance its use of technology in order to reduce processing costs and increase customer services. This year’s budget includes $500,000 for a new automation system for the library. This would replace the current outdated system with a state of the art system. The budget also includes $125,000 to continue implementation of the Document Management System. The Document Management system will reduce the time it takes staff to research archived documents and eventually allow the public to access and retrieve public documents electronically. The budget also includes $40,000 for a Request of Action system which allows the City to respond quicker to requests from citizens and other customers. Administrative As the City grows and new programs are created and existing programs are enhanced, there is an increase in the need for administrative support. In order to meet this need, the budget includes an increase of 3.25 full time clerical positions. Two of the positions are in Public Works, one in Human Resources and the other is an increase from a % time to full time position in Community Development. The Public Works and Community Development positions will assist with the document management responsibilities in their departments as well as other clerical duties. The Human Resources position will staff a pilot “resource pool” program in order to provide trained clerical support for all departments to use. This program will provide a floating clerical B-8 employee available to fill short-term gaps in staffing. Staff will evaluate the effectiveness of the program after one year to determine the effectiveness and efficiencies of the program. Budaet by Fund Type From the discussion above, it can be seen the overall increase in the budget is a combination of the increases given in the block budget and the new programs and goals mentioned above. I BUDGET EXPENDITURE SUMMARY BY FUND TYPE I (In Mil BUDGET FUND 2000-01 GENERAL FUND $ 77.1 SPECIAL REVENUE 8.5 ENTERPRISE 28.5 INTERNAL SERVICE 13.1 REDEVELOPMENT 1.9 TOTAL $ 129.1 ions) BUDGET $ % 2001-02 CHANGE CHANGE $ 80.8 $ 3.7 4.8% 10.7 2.2 25.9% 29.8 (A:;) 4.6% 12.9 -1.5% 2.3 0.4 21.1%. $ 136.5 $ 7.4 5.7% The discussion below of budgeted expenditures by fund and program will provide more information about the changes occurring in the budget. 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. 1 GENERAL FUND EXPENDITURES I BY MAJOR SERVICE AREA (In Mil ms) PROJECTED ESTIMATED $ % ,FUND 2000-O 1 200 I-02 CHANGE CHANGE POLICY/LEADERSHIP $ 2.8 $ 3.3 $ ADMINISTRATIVE SERVICES 6.1 5.0 (Y:: 17.9% ) -18.0% PUBLIC SAFETY 24.1 26.4 2.3 9.5% COMMUNITY DEVELOPMENT 5.6 6.0 0.4 7.1% COMMUNITY SERVICES 11.6 13.4 1.8 15.5% PUBLIC WORKS 13.7 14.2 (2 3.6% NON-DEPARTMENTAL 10.5 8.5 ) -19.0% CONTINGENCY 2.7 4.0 1.3 48.1% ITOTAL $ 77.1 $ 80.8 $ 3.7 4.8% Total budget for the General fund is $80.8 million, which is 4.8% more than the current budget of $77.1 million. The Council Contingency account, which is available for unanticipated emergencies or unforeseen program needs, is budgeted at $4 million, or approximately 5%, of the 2001-02 General fund budget. This is a slightly lower percent than the 6% used last year. In the past, the contingency account was used to fund salary increases granted during the year. B-9 In 2000-01 these totaled $1.5 million. Using the block budget approach, these increases will be funded from the block budgets rather than from the Council’s contingency account. There are several reasons for the changes in the General fund’s budget compared to the 2000- 01 budget in addition to the changes previously discussed. A comparison by Major Service Area (MSA) is provided below. . The Policy/Leadership Group includes all elected officials and the City Manager’s Office. The increase in this area is due to Records Management costs allocated to the Clerks budget. With the conversion of Records Management to an Internal Service fund, the Clerks budget was allocated $175,000 for Records support to the Clerks department. The Public Information budget was also increased by $75,000 to fund the City’s 50th anniversary celebration. . Administrative Services’ $1 .l million decrease is mainly due to the movement of Records Management to an Internal Service fund. The Records budget totaled over $1.5 million in 2000-01 and is now shown separately as an Internal Service fund. . The growth in Public Safety is due mainly to increases in the block budget for inflation and population growth. All new positions were funded out of the block budget. An additional $55,000 was added to the Fire budget for implementation of the Automatic External Defibrillator (AED) Program. This program will place AED’s throughout City buildings and recreation areas and train city employees on their use. This will allow for early defibrillation at these locations, which is a vital component in surviving a heart attack. Last year three of these devices were installed at our libraries and senior center. The plan this next year is to install 12 of these in various city facilities including: City Hall, Council Chambers, Faraday Center, Harding Community Center, Oak Street Building, and the Parks building. . In the Community Development area, the 7.1% increase is mainly due to the addition of one Senior Planner and a half time hourly FTE planner. . A substantial portion of the 15.5% increase in Community Services is due to the transfer of costs previously recorded in Special Revenue fund (the library’s PLF and CLSA state grants) to the General fund, the new library automation system, and the addition of the two park planner positions. . Public Works shows a slight increase of 3.6%. The reason for such a small increase is due to the transfer of approximately $200,000 in costs from Engineering to the Storm Water Protection program. In addition, a one-time cost of $300,000 was included in last year’s budget for the green LED traffic lights. . 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 $2.8 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. In addition, due to the uncertainty of the Golf Course project, the usual $600,000 transfer to this fund was not scheduled for next year. . Capital outlay expenses totaling approximately $1,311,025 have been included in the General fund budget. B-10 Changes In Other Funds Special Revenue funds, at $10.7 million, show an increase in anticipated spending of approximately $2.2 million, or 25.9%. The increase is mainly attributable to the new $1.9 million Storm Water Protection Program fund. Other increases include increases in utility costs in the Street Lighting budget. Due to the uncertainty of future utility costs, an additional $150,000 was added to the Street Lighting budget. The Section 8 budget also increased by $1.6 million due to an additional 75 vouchers received for the next fiscal year. These increase were offset by the decrease of approximately $400,000 as a result of the transfer of the CLSA and PLF funds to the General fund. Enterprise funds total $29.7 million, which is an increase of $1.4 million, or 4.6%. These increases are mainly due to the block budget increases for inflation and increase customer base. No increase in rates is forecasted for the next year. The Internal Service funds budgets decreased in total by $200,000. The Internal Service funds are self-supporting through user charges. The transfer of Records Management caused an increase of $945,000 while the Vehicle Replacement budget decreased by $1.4 million. The Vehicle Replacement budget varies from year to year depending on the need for replacements. A list of the requested vehicle replacements can be found at the end of this document. The Redevelopment Agency budgets have increased for 2001-02 by a total of $425,000. This is mainly due to an additional $400,000 budgeted for the South Carlsbad Redevelopment Area master plan. This new redevelopment area, adopted in July 2000, encompasses the Ponto Area and the Carlsbad Boulevard area from Poinsettia Lane to the southern city limits. Creating this redevelopment area allows the City to facilitate improvements to the Encina Power Plant, provides a funding source for the Carlsbad Boulevard realignment and promotes the redevelopment of underutilized properties in the Ponto area. Development of a master plan will address land use planning, development standards and design guidelines, public improvements and miscellaneous redevelopment activities specifically for this area. 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. The increased job opportunities from the development of the industrial and commercial areas as well as Carlsbad’s reputation as a quality city are keeping the demand for housing growing which in turn increases the property tax base. The opening and expansion of the Carlsbad Company Stores, the Four Seasons Resort, Legoland and other commercial ventures enhances Carlsbad’s standing as a destination resort. The growing tourism industry provides higher transient occupancy taxes (TOT) and sales taxes. 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. This year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It allocates the available funding in a manner that proactively plans for the future. This plan will insure top quality services are provided to all who live, work and play in Carlsbad. B-l 1 CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES FUND UNRESERVED BALANCE JULY 1,200O ESTIMATED REVENUES PROJECTED ESTIMATED FUND BALANCE EXPENDITURES TRANSFERS JUNE 30.2001 GENERAL FUND 44.430.701 80.282,000 70.653.722 l.ooO,~ 55.058.979 ISPECIAL REVENUE STORM WATER PROTECTION POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 6 HOUSING TRUST FUND LIBRARY ENDOWMENT FUND LIBRARY GIFTS/BEQUESTS TREE MAlNTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT STATE GRANTS (CLSA) STATE GRANTS (PLF) ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDEG ENTITLEMENTIREHAB COMMUNITY ACTlVlTY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS ARTS GENERAL DONATIONS 406.416 152,480 67,006 230,463 13,743 146,864 35,666 171.4w 65,OCfJ 225,276 3.057.936 3,142,060 4.673.054 2,200.mo 263,595 255.701 17,wo S.ooO 77.974 27.900 21,000 602.594 640,755 463,380 152,634 472,961 530,ooa 1.131,137 663,383 626,647 753,370 41,029 7,176 95.200 196,723 14o.c!m 147,732 145.290 150,000 51,057 38,037 24,940 0 202,451 195,934 151.302 43,wo 96,CilO 2,702 473,215 473,215 1.030.476 70,ca WJOU 249.296 17,oOO 26,684 3,992 2,622 2.900 66.909 103.800 38.515 TOTAL 10.744.377 8952.527 6.803296 ENTERPRISE 1 WATER OPERATIONS 6.724.564 19.205.354 18996,147 6933.791 RECYCLED WATER OPERATIONS 695,765 1,880,355 1.709.718 1,066.422 SEWER OPERATIONS 3.617.630 6460,043 5.493.621 4.764.252 SOLID WASTE MANAGEMENT 2.941.993 744,276 295,968 3.390.301 GOLF COURSE 1.505.267 750,ooo 380,000 1,875,267 TOTAL 15.885.459 29.040.028 26.875.454 18,050,033 IINTERNAL SERVICE WORKER’S COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE RECORDS MANAGEMENT VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY TOTAL I 1.102.267 2.864.258 (213.040) 413,954 4.769.512 1.405,222 10,362.173 IREDEVELOPMENT I VILLAGE OPERATIONS VILLAGE DEBT SERVICE VILLAGE LOW/MOD INCOME HOUSING SCCRA OPERATIONS SCCRA LOW/MOD INCOME HOUSING 377.192 264.888 458,381 6wmJ 1.45o.ooa 1,350.ooo 108,915 461.900 110.657 715,980 937,243 997,473 1.102.834 2,768,OOO 2,558,556 1.680,055 1.428,487 1.773.622 1.566.448 3.315,ooo 3.690.978 11.160.130 11.306,548 TOTAL 1346.107 2.178.788 1 .919,038 New fund 491.890 97,342 121,488 141,156 8,789.459 263.701 84,874 959.969 95,595 1.166.473 787,223 153,923 143.022 64,154 6,517 96,302 2,702 1,050,478 237,632 3.714 133,994 12.893608 (1 .@Jww 681,004 1,688.897 (3.598) New fund 665.522 4.954.686 1.029.244 9.215,755 280,ooo WWWJ) 483,899 680,ocQ 460.156 New fund New fund 1.603.857 TOTAL OPERATING FUNDS $62,768,617 $131.611,473 $117.558.058 $0 $96,822,232 B-12 CITY OF CARLSBAD OPERATING FUNDS PROJECTEDFUNDBALANCES PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE FUND JULY 1.2001 REVENUES EXPENDITURES TRANSFERS JUNE 30.2002 GENERAL FUND 1 55.058.979 8Q654.000 80.794.237 296,945 55.215.667 24,552 (24.552) (153,923) (143,022) 0 509.890 107,342 128.488 89,398 7.521.036 263,701 48.074 930,425 39,240 920,794 827,752 0 0 63.464 13.083 302 2.702 1,050.476 232,632 1,592 73.509 SPECIAL REVENUE I 1,873,190 1.873.190 50,ooo 32,000 185.634 175,634 5,000 0 4.650,604 4,748,914 1,010,000 253.871 12,000 12.000 lO.OW 46,800 646,057 675.601 479,130 535,485 88aQ66 1.108645 42.029 1,500 0 0 0 0 29,000 29,750 202.500 195,934 32,000 128.000 737,668 737,688 85,000 65,000 15900 20,ow 200 2,322 21.oco 81.485 STORM WATER PROTECTION 0 POLICE ASSET FORFEITURE 491.890 COPS GRANT 97,342 LAWENFORCEMENTBLOCKGRANT 121,468 HOUSING SECTION 8 141.156 HOUSING TRUST FUND 6.789,459 LIBRARY ENDOWMENT FUND 263,701 LIBRARY GIFTS/BEQUESTS 84,874 TREE MAINTENANCE 959,969 MEDIAN MAINTENANCE 95,595 STREET LIGHTING 1.168.473 BUENA VISTA CRK CHNL MNT 787,223 STATE GRANTS (CLSA) 153,923 STATE GRANTS (PLF) 143,022 ARTS SPECIAL EVENTS 64,154 SENIOR NUTRITION 8.517 SENIOR DONATIONS 98.302 CDBG ENTlTLEMENTlREHAB 2,702 COMMUNITY ACTIVITY GRANTS 1.050.478 CULTURAL ARTS PROGRAM 237,632 SISTER CITY DONATIONS 3,714 ARTS GENERAL DONATIONS 133,994 TOTAL 12,893.808 IENTERPRISE I 10.926998 10.721.819 12.801.642 WATER OPERATIONS 6.933.791 RECYCLED WATER OPERATIONS 1.068.422 SEWER OPERATIONS 4.764.252 SOLID WASTE MANAGEMENT 3,390.301 GOLF COURSE 1.875.287 20.414441 20.508,996 8,839,236 1.894.801 1,819.980 1,141.243 8.644.714 8,910.298 4.518,666 790,ooo 188,683 3.991.618 110,ooo 345.m 1.640,267 29.853.956 29,772,957 16,131.032 TOTAL 18,050,033 /INTERNAL SERVICE J WORKER’S COMP SELF INSUR 881,004 669.829 RISK MANAGEMENT 1.688.897 916,825 HEALTH INSURANCE (3.598) 2.645.220 RECORDS MANAGEMENT 0 789.100 VEHICLE MAINTENANCE 665,522 1,491,944 VEHICLE REPLACEMENT 4.954.688 1.690.075 INFORMATION TECHNOLOGY 1,029.244 3.721.212 1 .018,717 532,116 1342,411 1.263.311 2,628,7W 12.922 945,420 (156.320) 1.731.730 425,736 1.064.251 5580,510 4,176.084 574,372 12.907.313 8.232647 TOTAL 9.215.755 11.924.205 IREDEVELOPMENT VILLAGE OPERATIONS 463,899 61,715 776,282 458,000 227,132 VILLAGE DEBT SERVICE 68o.ooo 1,540.ooo 1.084,oca (458mv 678.000 VlLLAGE LOW/MOD INCOME HOUSING 460.158 415,ooa 113,620 761,538 SCCRA OPERATIONS 0 364.100 364,099 1 SCCRA LOW/MOD INCOME HOUSING 0 123.424 29.871 93,553 TOTAL 1.603.857 2.524.239 2.367.872 1.760.224 TOTAL OPERATING FUNDS $96,622,232 $135.883.398 $136.564.198 SO $96.141.432 B-l 3 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES AS% OF FY W-01 PROJECTED DIFFERENCE 2OW-01 TO 2W1-02 ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1999-W 2Wo-01 ESTIMATED REVENUE 2001-02 IGENERAL FUND I TAXES PROPERTY TAX SALES TAX TRANSIENT TAX FRANCHISE TAX BUSINESS LICENSE TAX TRANSFER TAX TOTAL TAXES $16,762.040 $20,291 .Wo 19,493.247 21,130,Wo 8333.196 9.5wooo 2,591.779 3.82O.WO 1,863,514 2,2cQJoo 993.028 l.lW,Wa $22,5W,WO 22,200,ow 10,ooo.ooo 4,306,Wo 2,300.~ 9wmJ 10.9% 2,209.ooo 5.1% 1.070.ooo 5.3% 5w,Wo 12.7% 486,WO 4.6% 1w.ca -10.0% (11O.of-w 7.3% 4.255,WO 50,036.802 58,041 ,ooa 62.296.‘.XXl INTERGOVERNMENTAL VEHICLE LICENSE FEES OTHER TOTAL INTERGOVERNMENTAL 3.793.919 4,300,Wo 2.4% 100,ooo 4,2W,WO 1,209.Goo 5.409.ooo 3.4% 41,Wo 1.109,605 1,250.oW 4.903.524 5.55o.cca 2.6% 141,Wo LICENSES AND PERMITS BUILDING PERMITS OTHER LICENSES 8 PERMITS TOTAL LICENSES 8 PERMITS 2,166,584 2,2w,Wo 1.164.267 1.300.Wo 1 W%~ 55o.ooo -54.3% (1,195.m) -57.7% 175o.Wo) 3ww9 -55.6% (1,945,WQ 3.320.851 1,555.Wo CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHER CHARGES OR FEES TOTAL CHARGES FOR SERVICES 563,372 750,oW 1.421.681 1,-.OfJO 1.114.900 750,Wo 931,045 1,160,Wo 886,477 1.051,m 579.302 599,Wo 450,Wo 690,WO 7w.Wo 1.2CWW 1,078,OW 820,WO 40.0% (3Wmx -54.0% WJ.‘3W -6.7% (5ww 3.5% WJW 2.8% 27,WO 3.5% 21 .ooo 5,810,WO 797,000 -18.5% (1.072.CW -0.9% (7,Ww 5,498,777 770,949 4,738.Wo 79o.oco FINES AND FORFEITURES 2,226,973 3.725.ooO INCOME FROM INVESTMENTS AND PROPERTY 3.125.WO -16.1% www 2,W6.923 2.1 w,cco 2.1w,ooo 0.0% 0 INTERDEPARTMENTAL CHARGES OTHER REVENUE SOURCES 597,693 TOTAL GENERAL FUND 69,362.492 80,282.WO -44.4% (4W.Wq 80.654.Wo 0.5% 372,WO B-14 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE REVENUE REVENUE REVENUE OF FY W-01 2000-01 TO REVENUE SOURCE 199940 2wo-01 2cm-02 PROJECTED m1-02 ISPECIAL REVENUE FUNDS I STORM WATER PROTECTION TRANSFER FROM GENERAL FUND 0 0 1.873.190 0.0% 1.873.190 0 n 1.673.190 POLICE ASSET FORFEITURE ASSET FORFEITURES INTEREST TOTAL 66.515 120,460 WXJO 22.650 32.000 2o.ooa -75.1% cJww -37.5% ~12.cm) 89.165 152,480 -67.2% (102,480) COPS GRANT STATE FUNDING (AB3229) INTEREST TOTAL 172,316 0 0.0% 175.634 175,634 10.000 185.634 -27.2% (3,743) 13,743 13,239 185.557 13.743 1250.8% 171.691 LAW ENFORCEMENT BLOCK GRANT FEDERAL GRANT INTEREST OTHER TOTAL 0 156,872 0 4,309 4,936 5mo 0 9.592 0 -100.0% (156,872) 1.3% 64 4,309 171,400 5mO -97.1% (15WW HOUSING - SECTION 8 INTEREST FEDERAL GRANT OTHER TOTAL 4,694 6,467 10.ooo 54.6% 3,533 l&O,724 3,c45,cco 4ww4 52.4% 1,595,6&l 6.471 6.471 0 -1 00.0% (6.471) 1.451,869 3.057,936 4,650,604 52.1% 1.592.666 HOUSING TRUST FUND INTEREST INCLUSIONARY HOUSING FEES OTHER TOTAL 331 ,017 1,263.336 11.387 370,ow 250,ooo 760,ooo n -32.4% U2O.ooo) -38.8% (461,666) 1,241.686 588.314 2,200,ooo -100.0% (566,314) 1,010,m -54.1% (l.lW~) 1.605,742 12,676 LIBRARY ENDOWMENT FUND INTEREST DONATIONS TOTAL 17,000 12,ooo 0 -29.4% (5sw 0.0% 0 150.650 0 163,528 17,ooo 12,ooa -29.4% (5.@w LIBRARY GIFTS/BEQUESTS GIFTS/BEQUESTS INTEREST TOTAL 99,652 21,9oa 5,cQo 5,cQo 5,ooo 5,ooo 1o.m 10,ow I -77.2% V-5.900) -16.7% (l.ow -64.2% (17,900) 3,322 6,ooO 102,974 27.900 B-l 5 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES AS % DIFFERENCE OF FY W-01 2000-01 TO ESTIMATED REVENUE ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 199950 2000-01 TREE MAINTENANCE 2001-02 PROJECTED 200152 INTEREST MISC. REIMBURSEMENTS TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL 38,243 45,561 459,149 55,ooo @-Aooo 45,698 46,OW 458,057 458.057 82.000 82.CiX 9.1% 5wJ 0.7% 302 0.0% 0 0.0% 0 0.8% 5,392 70,ooo 612.953 640.755 646.057 MEDIAN MAINTENANCE INTEREST 8,712 MEDIAN MAINTENANCE FEES 376,216 OTHER 47,001 TOTAL 431,929 10,ooo 3-m -70.0% (7xw 417,583 428,130 2.5% 10,547 45,378 5.8% 2,622 472.961 479.130 1.3% 6,169 STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES OTHER TOTAL BUENA VISTA CREEK CHNL MAINT 57,364 80.000 WXJO 12.5% 10,OW 53,500 38,500 38,500 0.0% 0 602,509 638,560 667,466 4.5% 28,906 90.678 106.323 65.ooO -38.9% (41.323) 804,251 863,383 860.966 -0.3% (2,417) INTEREST BUENA VISTA FEES TOTAL 37,492 41 .ooo 42,000 2.4% l.ooo 561 29 29 0.0% 0 42,029 36.053 41,029 2.4% lP@J STATE GRANTS (CLSA) INTEREST GRANTS TOTAL STATE GRANTS (PLF) 3,905 8,ooO 109.065 190.723 0 Moved to GF -100.0% WW 0.0% (190.723) ” 112,970 198.723 -100.0% (198,723) INTEREST GRANTS TOTAL 6,202 9,4w 136.738 135.890 0 Moved to GF -lW.o% ww 0.0% f 135.890) 136,946 145.290 0 -100.0% (145.2903 B-16 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS% DIFFERENCE REVENUE REVENUE REVENUE OF FY 00-01 2OCQ-01 TO REVENUE SOURCE 1999-w 2wo-01 2001-02 PROJECTED 2Wl-02 ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL SENIOR NUTRITION 2,787 4.ooo 4,00(3 0.0% 0 19.481 34,037 25.OOC -26.6% (9.037) 22,266 38,037 -23.8% ww GRANTS 70.989 DONATIONS 91,933 TOTAL 162.922 109,951 92.500 110,om 92.5oa 0.0% loo 0.0% 0 0.0% 49 202.451 202.500 SENIOR DONATIONS INTEREST DONATIONS OTHER TOTAL CDBG ENTlTLEMENTlREHAB 6,973 12,000 124,108 31 ,M)o 0 83.515 -83.3% WmQ 3.2% (l.fJfm -1 W.O% (63,515) -25.6% (11,ow 131.081 43,ooo 32.000 INTEREST OTHER GRANT REVENUE TOTAL COMMUNITY ACTIVITY GRANTS 15,110 16,600 18.000 -2.7% ew 63,740 49,500 40,ooo -19.2% ww 391.767 405.215 679.688 67.7% 274.473 470.617 473,215 737,608 55.9% 264,473 INTEREST TOTAL CULTURAL ARTS PROGRAM 70,coo 7o.ooa 6%~ 65.ooo -7.1% (5mQ) -7.1% (5!m INTEREST 13,157 17,ooo 15,WO -11.8% ww TOTAL 13.157 17.ooo 15.ooo -11.8% c-VW ARTS GENERAL/GALLERY DONATIONS INTEREST DONATIONS TOTAL 3,652 9.200 6,ooO 29,695 94.400 15,ooo SISTER CITY DONATIONS INTEREST DONATIONS TOTAL 33,347 0 103,600 21,ow -34.8% WW -84.1% V9.4W) -79.7% @WW 300 2,322 2,822 200 n 0 -33.3% (W -100.0% (2.322) -92.4% 6X.3 22.1% 1.974.471 TOTAL SPECIAL REVENUE FUNDS 8,627.299 8,952,527 10.926,998 B-l 7 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ESTIMATED AS% DIFFERENCE REVENUE OFFYOO-OI 2OCQ-01 TO 2001-02 PROJECTED 2w1-02 ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1999-00 2occ-01 I ENTERPRISE FUNDS 1 WATER OPERATIONS WATER SALES READY TO SERVE CHARGES PROPERlY TAXES NEWACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST ENGINEERING 6 PLAN CHECK FEES ENGINEERING OVERHEAD SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL 12,889,149 3,322,605 0 125,158 96,213 190,484 393,014 237,949 176,829 184,863 439,492 18,061,757 12,537.600 3,338.283 1.450,ooo 125,366 99,163 210,ooo 664,wo 180,COO 87.000 180,COO 248,OOO -13.5% 0.0% 0.0% 642.1% 0.0% 2.0% 562,400 122,400 0 0 0 (28,393) 0 0 558.660 0 4.960 86,ooo -12.7% 19.205.354 13.100,ooa 3.460.683 1,450,ooa 125,308 99,163 181.607 -KJw 180,ooO 645,669 180,000 252,960 75,060 20,414.441 6.3% 1,209,087 RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL 1.329382 1 .I 66,720 75,789 105,435 270,565 ~,ooo 45,652 95,ooo 10.165 23.200 0.0% 0 11.7% 12.282 0.0% 0 2.0% ISJ 1.1% 264 1.731,553 1.880355 1.156.720 117,717 5w,ooo ~,~ 23,464 1.894.801 0.8% 14,446 SANITATION OPERATIONS SERVICE CHARGES IATERAL CONNECTIONS PRE-TREATMENT CHARGES INTEREST OTHER TOTAL 5.330.710 6,056,395 3,076 WOO 65.660 70,ooo 272,753 280,000 48.404 47,646 6,216.889 WJ’J 71,325 ~,~ w= 8.644.714 2.7% 169,494 0.0% 0 1.9% 1,325 7.1% 20,ooo 6.0% 2,852 5,710,593 6.460,043 2.9% 184,671 SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES (AB939) NON-JURISDICTIONAL FEES STATE GRANT OTHER TOTAL 129,077 219,836 351,898 47,254 581 240,OW 205,OCO 250,cJca 24,276 ~.~ 210,ooo 250,OW 0 3ww 790,wa 25.0% ~.~ 2.4% 5,909 0.0% 0 25,000 20.0% 748.646 744.278 6.1% 5.m 45.724 GOLF COURSE TRANSFER FROM GENERAL FUND INTEREST TOTAL 6W,OOO @Jab 0 150,000 0 110,oca 110,ocla -iW.O% -26.7% wvw (40.wo) 750,wo (1) @‘l0.~) TOTAL ENTERPRISE FUNDS 26.852,549 29,040.028 29.853,956 2.8% 813,928 B-18 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES AS% DIFFERENCE OFFYW-OI 2900-01 TO PROJECTED 2001-02 ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 1999-W 2000-01 ESTIMATED REVENUE 2w1-02 1 INTERNAL SERVICE FUNDS -I WORKERS COMP SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL 101,486 125,WO 532,110 536,980 5.870 54.ooo 120,Wa 539,829 1 o.Wa -4.0% (5ma 0.5% 2,849 -61.5% f44.ooQ1 715.980 669.829 639.466 -8.5% (46,151) LIABILITY SELF-INSURANCE INTEREST INTERDEPARTMENTAL OTHER TOTAL 180,wo 175.600 727,473 741,825 0 0 -2.8% (5mJ) 2.0% 14.352 0.0% 0 166,322 734,389 8,551 909.262 907.473 916.825 1.0% 9,352 HEALTH INSURANCE INTEREST INTERDEPARTMENTAL REIMBURSEMENTS OP TRANS IN TOTAL 20,613 2.214.379 357,696 0 25,WO 2,3W,WO 369.wo 25,WO 2.222,220 396,Wo 0 0.0% 0 3.4% (77,780) 7.9% 2ww 74.Wo 2.592,688 2.768,OW 2.645.220 -4.4% (122.780) RECORDSMANAGEMENT INTEREST INTERDEPARTMENTAL TOTAL 0 0 0 0 l,ooO 0.0% l.ooO 788,lW 0.0% 788,lW 0 789.100 0.0% 789,100 0 VEHICLE MAINTENANCE INTERDEPARTMENTAL INTEREST OTHER TOTAL 1.610,704 19,595 1.647 1.518.655 3‘+,~ 1,461,944 -3.7% (56.71 I) 30,m -11.8% (4mw 0 -1 00.0% (127.400) 127.400 1,631,856 1,680,055 1,491,944 -11.2% (188,111) VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST OTHER TOTAL 1,154.738 1347,622 310,Wo 1,390,075 3M).cwJ 0 3.2% 42,453 -3.2% w,ooo) 241,209 7,200 1,403,147 116,600 -100.0% (116.OW 1.773.622 1.690.075 -4.7% W-7) INFORMATION TECHNOLOGY INTEREST INTERDEPARTMENTAL OTHER TOTAL 110,oW 75,Wo -31.8% wsw 3,205,WO 3.646.212 13.8% 441,212 0 0 0.0% 0 68,349 2.402,030 1,710 2.472.089 3.721.212 12.3% 466,212 TOTAL INTERNAL SERVICE FUNDS 9548.508 11,160.130 11.924.205 6.9% 764,075 B-l 9 CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIMATED AS% DIFFERENCE REVENUE REVENUE REVENUE OF FY 00-01 2000-01 TO REVENUE SOURCE 1999-00 2ooc-01 2001-02 PROJECTED 2001-02 IREDEVELOPMENT FUNDS I VILLAGE OPERATIONS RENTAL INCOME ADMINISTRATIVE FEES INTEREST OTHER TOTAL 146,105 150,888 71,380 67,ooO 12,295 22,ooo -87.4% (131,888) -55.2% (37sw -18.2% (4Kw 19,ocQ 3wcQ 18,000 14,715 L 41.1% (10.285) 2.098 25,000 233,878 264.888 1.5OWW -89.2% (163.173) VILLAGE DEBT SERVICE TAX INCREMENT INTEREST OPERATING TRANSFER IN TOTAL 1,337.070 43,645 1.390,ooo @J,@Jo 0 7.9% 110,ooo -33.3% GWJOO) 0.0% 0 6.2% woo0 1,502,949 2.003.672 1.45o.ooo VILLAGE LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST OTHER TOTAL SCCRA OPERATIONS 334,269 346.900 115.877 115,ooo 176 0 12.4% 43,100 -78.3% Pww 0.0% 0 -10.2% W.=C’) 450.322 461.900 I-- 364,100 364.100 TAX INCREMENT TOTAL 0.0% 364,100 0.0% 364.100 SCCRA LOW AND MOD INCOME HSNG TAX INCREMENT 0 0 123,424 0.0% 123,424 123,424 r TOTAL 0 0 0.0% 123,424 TOTAL REDEVELOPMENT FUNDS 3,567.072 20176.788 I 2.524,239 16.0% 347.451 ITOTAL OPERATING $116,056,720 $131,611,473 $135,663,396 3.3% s 4,271,925 B-20 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 2000-01 1998-99 1999-00 ESTIMATED 2000-01 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IGENERAL FUND I POLICY AND LEADERSHIP GROUP CITY COUNCIL 211,820 229,049 230,000 254,340 CITY MANAGER 1,218,243 916.869 1,079,741 1,079.741 PUBLIC INFORMATION 0 0 317,173 317,173 CITY CLERK 389.430 201,092 108,370 155,526 CITY ATTORNEY 641,774 704,593 772,557 798,688 CITY TREASURER 107,181 114,715 114.816 147,548 TOTAL POLICY/LEADERSHIP GROUP 2.568.448 2.166.318 2.622.657 2,753,016 ADMINISTRATIVE SERVICES ADMINISTRATION 9,058 270,700 561,600 626.408 FINANCE 1,235,781 1.299,324 1,491,480 1,643,143 PURCHASING 464,256 429,997 563,753 574,031 HUMAN RESOURCES 997,634 1,081.146 1,278,949 1,739,977 RECORDS MANAGEMENT (1) 0 682,170 1,289,153 1,517,361 TOTAL ADMINISTRATIVE SERVICES 2,706.729 38763.337 5.1a4.935 6,100.920 PUBLIC SAFETY POLICE FIRE TOTAL PUBLIC SAFETY 11,728,212 12,876,386 14,446,OOO 14446,143 9.884,791 8.561.067 9.690.804 9.690,811 21,613,003 21.437.453 24,136,804 24,136,954 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMIN 512,386 449,671 497,068 551,950 GEOGRAPHIC INFORMATION 154,853 316,162 269,808 336,645 ECONOMIC DEVELOPMENT 123,083 161,251 190,000 248,301 PLANNING 2,191,903 2.265.048 2,309.948 2,618,744 BUILDING 1.617,352 1,724,911 1,845.311 1 e852.543 TOTAL COMMUNITY DEVELOPMENT 4.599,577 4,917.043 5,112,135 5,608,183 COMMUNITY SERVICES LIBRARY 3,347,711 4,091,091 6,366,648 6,615,855 CULTURAL ARTS PROGRAM 364,499 489,912 681,221 688,288 SISTER CITY PROGRAM 4,327 5,142 9,155 9,155 PARK PLANNING/RECREATION MGT 455,152 570,139 606,700 693,151 RECREATION 2,402.785 2,219.042 2,938,589 3,114,048 SENIOR PROGRAMS 272.977 339,062 306,038 456,410 TOTAL COMMUNITY SERVICES 6,847,451 7,714,388 10,908,351 11,576,907 %INCR (DEC) 00-01 BUD TO 01-02 BUD 12.5% 4.9% 33.5% 99.6% 21.8% 3.6% 19.1% 17.5% 4.6% 11.8% 11.5% -100.0% -17.4% 10.0% 8.1% 9.2% -1.3% -17.1% -30.1% 15.3% 9.2% 7.7% 21.0% -5.7% 10.6% 38.4% 6.0% 9.0% 16.0% B-21 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 2000-01 1998-99 1999-00 ESTIMATED 2000-01 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS PUBLIC WORKS ADMIN ENGINEERING PARK MAINTENANCE STREET MAINTENANCE FACILITIES MAINTENANCE Major Facility Maintenance (Transfer) TRAFFIC SIGNAL MAINT TOTAL PUBLIC WORKS NON-DEPARTMENTAL 892,420 812,898 510,640 557,013 597,940 7.3% 4,014,459 4,516,502 4.532,435 4,914.493 4J47.807 -1.4% 2,078,123 2.357.397 2,489,522 28771,603 3,028,229 9.3% 2,054,382 2,011,671 2,224.985 2,274,006 2,521,482 10.9% 1,404,510 1,856,329 1,898,972 2,189,126 29552.743 16.6% 200,000 200,000 200,000 200,000 0 -100.0% 319,262 425,493 478,430 820,248 827.280 -23.5% 10.763.158 11.780.090 12.310.984 13.726.689 COMMUNITY PROMOTION (CCVB) 325,356 369,972 BEACH PARKING 27,000 0 COMMUNITY CONTRIBUTIONS 770,000 11,460 HIRING CENTER 78,821 76,673 HOSP GROVE PAYMENT 800,000 800,000 PROPERTY TAX ADMIN FEE 205.351 226,157 DUES 8 SUBSCRIPTIONS 28,652 33,535 MISC I TRANSFERS OUT 75,500 652,949 ASSESSMENT SERVICES 15,349 13.095 INFRASTRUCTURE REPLACE TRANS 0 2.000,000 GOLF COURSE TRANSFER 1,680,000 600,000 TRANSFER TO CIP 0 7.000,000 TRANS TO STORM WATER PGM 0 0 MANAGEMENT INCENTIVE PAY 0 0 MISC EXPENSE 7,460 37,781 370,000 496,176 363,000 -28.6% 36,000 36,000 36,000 0.0% 44.540 44,540 7,660 -82.8% 83,975 85,849 85,849 0.0% 600,000 800,000 800,000 0.0% 240,000 240,000 250,000 4.2% 56,600 56,600 65,800 15.9% 515,549 515,546 0 -100.0% 63,072 63,072 46,000 -27.1% 3.000.000 3,ooo.ooo 3.000,000 0.0% 600,000 600,000 0 -100.0% 4,300,000 4,300,000 1,500,000 -65.1% 0 0 1,673,190 N/A 0 0 460,000 N/A 268,120 275,000 0 -100.0% TOTAL NON-DEPARTMENTAL 4,011,489 11,821,602 10.377.856 10,512.763 SUBTOTAL GENERAL FUND 53,109,853 63.600,231 70.653,722 74,415,452 CONTlNGENClES 0 0 0 2.848,608 TOTAL GENERAL FUND 53,109.853 63,600,231 70,653,722 77,064,060 2001-02 BUDGET 14.175441 8.487.319 76.806.917 3,987,320 30,794,237 %INCR (DEC) 00-01 BUD TO 01-02 BUD 3.3% -19.3% 3.2% 50.5% 4.8% B-22 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 2000-01 1998-99 1999-00 ESTIMATED 2000-01 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS STORM WATER PROTECTION PGM 0 POLICE ASSET FORFEITURE 65,051 COPS FUND 165,593 LAW ENFORCEMENT BLOCK GRANT 84,105 HOUSING SECTION 6 2,878,612 HOUSING TRUST 153,029 AUDIO VISUAL INSURANCE 67.647 LIBRARY ENDOWMENT FUND 0 LIBRARY GIFTS/BEQUESTS 9,899 TREE MAINTENANCE 510,936 MEDIAN MAINTENANCE 401,202 STREET LIGHTING 681,124 BUENA VISTA CRK CHNL MNT 7,048 STATE GRANTS (CLSA) 160,135 STATE GRANTS (PLF) 32,052 ARTS SPECIAL EVENTS 17,443 SENIOR NUTRITION 215.150 SENIOR DONATIONS 61.954 CDBG ENTITLEMENTIREHAB 730,104 COMMUNITY ACTIVITY GRANTS 0 CULTURAL ARTS PROGRAM 60.196 SISTER CITY DONATIONS 600 ARTS GENlGALLERY DONATIONS 6,350 TOTAL SPECIAL REVENUE FUNDS 6,106,230 ENTERPRISE FUNDS I WATER OPERATIONS 15,550,312 RECYCLED WATER OPERATIONS 1,383,172 SANITATION OPERATIONS 4,405,764 SOLID WASTE MANAGEMENT 128,594 GOLF COURSE 829,971 0 145,582 108,868 111.991 2.632,067 1,487.817 39,174 8.751 48,505 519,858 443,058 760,868 8,924 137,796 147,547 26,594 209,867 120,065 556,294 34.022 33,269 700 21,597 7,800.650 0 0 67,006 135,100 148,864 233,803 85,000 217,649 3.142,060 3.142.060 263,595 287,483 Moved to General I fund 9,000 10,000 21,000 61,566 483,380 599,253 530,000 540,845 826,047 841,500 7,176 292,866 140,000 184,303 150,000 224,000 24,940 28,637 195,934 195,934 98.000 100,000 473,215 1,202,731 50,000 85,426 28,664 28,664 2,900 6,104 1,673,190 0.0% 32,000 -76.3% 175,634 -24.9% 0 -100.0% 4,746.914 51.1% 253,871 -11.7% 38,515 6,803,296 104,958 8,503,084 12,000 48.800 875,601 535,485 1,106,645 1,500 0 0 29,750 195,934 128,000 737,688 65,000 20,000 2,322 81,485 10,721.819 - 20.0% -24.0% 12.7% -1 .O% 31.7% -99.5% -100.0% -100.0% 3.9% 0.0% 28.0% -38.7% -0.7% -30.2% -82.0% -22.4% 28.1% 17,322,265 18,996,147 19,761,323 20,508,996 3.8% 1,527,161 1,709,718 1,631,604 1.819,980 11.5% 58344.785 5,493,821 6,324.028 6,910,298 9.3% 148,675 295,968 365,996 188,683 -48.4% 344,234 380,000 380,000 345,000 -9.2% TOTAL ENTERPRISE FUNDS 22,277,813 24.687.140 26.675.454 28.482.951 29.772,957 4.6% IINTERNAL SERVICE FUNDS I WORKERS COMP SELF INSURANCE 754,886 759,144 937,243 954,859 1.018,717 6.7% RISK MANAGEMENT 669,645 1,080,195 1,102,834 1,238.809 1,342,411 8.4% HEALTH INSURANCE 2,635,961 2,767.012 28558.558 2.558.558 2,628,700 2.7% RECORDS MANAGEMENT (1) 0 0 0 0 945,420 100.0% VEHICLE MAINTENANCE 1,473,342 1,462.277 1,426,487 1.792.365 1,731,730 -3.4% VEHICLE REPLACEMENT 827,868 1.005,388 1,588,448 2,396,592 1,064,251 -55.6% INFORMATION TECHNOLOGY 1.652,892 2,276,075 3,690,976 4,146,014 4.176.084 0.7% TOTAL INTERNAL SERVICE FUNDS 6,014,594 9,352,071 11.306,548 13,067,197 2001-02 BUDGET 12,907,313 - %INCR (DEC) 00-01 BUD TO 01-02 BUD -1.4% B-23 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE %INCR (DEC) 2000-01 00-01 BUD 1996-99 1999-00 ESTIMATED 2000-01 2001-02 TO DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 01-02 BUD REDEVELOPMENT VILLAGE OPERATIONS 418,196 2,086,574 458,381 458,381 778,282 69.4% VILLAGE DEBT SERVICE 1,687,351 1,699,741 1,350,000 1,362,OOO 1.084.000 -20.4% VILLAGE LOW/MOD INCOME HSNG 75,134 2,128,426 110,657 122,050 113,820 -6.9% SCCRA OPERATIONS 0 0 0 0 384,099 100.0% SCCRA LOW/MOD INCOME HSNG 0 0 0 0 29,871 100.0% TOTAL REDEVELOPMENT 2.180,881 5,912.741 1,919,038 1,942,431 29367,872 21.9% [TOTAL OPERATING FUNDS 102.179,549 111.353.033 117,558,058 129,059,723 136.564.198 5.6% (1) Records Management was converted to an Internal Service fund in 2001-02 B-24 PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 1,666,027 1,505,677 1,659,278 1,791,730 MAINTENANCE & OPERATIONS 564,538 642,611 1,068,087 1,472,595 CAPITAL OUTLAY 10,216 18,030 25,671 14,000 Public Information City Council City Treasurer 13% 9% City Attorne 30% City Clerk 9% City Manager 34% B-25 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 154,764 158,014 171,529 181,550 MAINTENANCE & OPERATIONS 57,055 71,036 82,831 104,489 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL 211,819 229,050 254,360 286,039 FULL,TlME F#&FlQh4S 2”: .’ ill i*, i<r ,y+‘l.. .“i”b5 _iii:Il :___: _:‘:,:‘:,,~‘,_,,, ‘, ,. ‘1 2,” I_ ~,,q&j, T ji,::_:“_jl’je :.“j.l” j’,Q() ; ,I ‘i’: ;g:;;;: ; _L,:jG,j, I._I ,> : , ;&jb; I~“:; H()URLy/FT’&‘j$~SITJQt;lS ” j’_ ?:_;i ,;‘T . ‘,.5$5 :,::, : _,_ 5.55l ,__:;:,.:_; ‘I ,~.$.MjO 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 Meetings, as well as various regional committee and community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence. KEY GOALS FOR 2001-2002: Tow Qualitv Services . Become a City that provides exceptional services on a daily basis. Transwortation . Provide and maintain a multi-modal transportation system that moves goods, services and people throughout Carlsbad in a safe and efficient manner that is coordinated with community development. Qualitv of Life/Communitv DeveloDment . Develop a community that promotes quality neighborhoods, establish compatible entertainment and commercial venues, and manage growth by providing an appropriate balance of facilities and services. Parks . Provide Parks and Recreation facilities to meet growth management standards and actively address the priorities of the citizens of Carlsbad within the CIP budget. Water . Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner. Environmental Manaaement . Promote a clean, pollution-free, resource-conscious environment: - NPDES - Sewage collection and treatment - Solid waste - Alternative energy Finance . Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. B-26 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL PAGE TWO ACCT NO. 0010110 KEY GOALS FOR 2001-2002 (Continued): Communication . Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher level of confidence. Ooen Spaceflrails . Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive HMP. Learning . Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: In order to better reflect the cost of this program, Records Management charges have been allocated to this budget. B-27 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 217,248 95,104 10,360 10,500 MAINTENANCE & OPERATIONS 169,657 97,862 141,966 299,961 CAPITAL OUTLAY 2,525 8,126 3,200 0 GRAND TOTAL 389,430 201,092 155,526 310,461 FUL~TIMEiPOS!TI~N;S”‘i _‘:.i ‘. “1 4.00 I < * "y'iyl;g. !Ji@;&d .:j;i I :) $ : ; ._& i:"z.,g;Jjb f 1 " pm HOURlY/FTEiP&$TlCNS “%:i. >,<,_ _,_,:_ : ” :,’ O;OO _,< :,: $_I I :d~:l~l’,_f ,., ., , 2 ” s __ &go + , : i,~ _, I’; ;j!iyT-$$;.j() ,! j i <,’ &I IMd 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: Election Administration . Serve as the City’s Election Officer, responsible for the administration of all Regular and Special Municipal Elections, prepare all necessary documents in accordance with the Elections Code and coordinate with the Registrar of Voters. Political Reform Act Filina Administration . Serve as the City’s Filing Officer for all filings required by the Political Reform Act of 1974. This includes notification of those required to file, provision of appropriate forms and receipt and review of Campaign Statements and Statements of Economic Interests. Record Of Proceedinas . Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code, including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission, Public Improvement Corporation and Industrial Development Authority. WORKLOAD STATISTICS: Elections General Special Filings Campaign Statements Statement of Economic Interest Minutes Council Minutes CMWD Minutes H + R Minutes PIC Minutes CYII 999 0 0 19 21 436 424 70 101 35 41 11 18 2 1 CY12000 1 0 Claims Filed CYII 999 CY12000 105 130 Public Hearina Notices 60 39 Ordinances Published 63 29 Meetinas Held Council 70 101 CMWD Board 35 41 H&R Commission 11 18 Public Improvement Corporation 2 1 B-28 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK PAGE TWO ACCT NO. 0010210 SIGNIFICANT CHANGES: The election budget was reduced due to the lack of a General Municipal Election in November 2001. The significant increase this year is the inclusion of Records Management charges in the budget to cover costs for use of the document management system and charges for staffing. B-29 PROGRAM: CASHMANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310 MAINTENANCE & OPERATIONS ,, 2 ;‘: : “,S :‘~;““:::i”‘i:i’o’:oo .j’;,ji!:ll;,i ‘ _._. : ,_ ‘OmI’ : ” o’,tia $_/_ ,, i, ‘: ;. ‘;‘ayob . . . s MISSION STATEMENT: The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad and all of its agencies, including among others, the Carlsbad Municipal Water District and the Carlsbad Redevelopment Agency. PROGRAM ACTIVITIES: Cash Manaaement . Develop projections of cash receipts and cash expenditures from various City and external sources. . Maintain records of cash receipts and cash disbursements into the Treasury. . Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that all checks paid by the bank were valid City checks. . Transfer cash daily into or out of the general checking account to ensure that appropriate balances are maintained for the anticipated activity of the next day. . Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by proper documentation. . Develop contracts for cost-effective banking, both retail and custody services. . Arrange for lines of credit and short-term loans as needed. . Develop, maintain and ensure compliance with all Treasury internal controls. Investment Manaaement . Develop and maintain the City’s Investment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the investment policy any changes in the City’s financial requirements that affect investments. Ensure compliance with the California Government Code. . Develop and maintain a pool of investments for the City and its agencies. . Research daily the financial markets and the financial forecasts. . Determine daily the type of investments that should be made, considering the current cash position and financial markets. Determine the dollar amount of the investment and the desired maturity date. . Solicit telephone bids from approved financial 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. B-30 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES (Continued): Reportina and Oversiaht . 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.) FY 1998 FY 1999 FY 2000 FY2001 . Portfolio Balance (millions of $) . Number of Investments in Portfolio . Investment Activity (transactions per month) . Number of Checks Cleared KEY GOALS FOR 2001-02: 267 299 323 360 1,537 1,565 1,712 1,757 294 262 220 226 15,138 14,820 14,639 13,757 Finance . Anticipate and meet the changing investment needs of the City in order to optimize investment returns, consistent with maintaining safety of principal, and ensuring sufficient liquidity. Learning . 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 Policy, and investment activities. Use the web site as a forum to receive and respond to community comments and questions. SIGNIFICANT CHANGES: B-31 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL F(j:L;L TIME pOS~f&jj@ HQURLYIFTB ~RCSITIUNS : ‘: ; ? j 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET 702,399 604,514 726,700 726,488 180,487 303,969 330,570 403,603 7,691 8,386 22,471 3,000 890,577 916,869 1,079,741 1,133,091 i :; ‘j,: ._ &ofj 1 “, ;“‘jj@ #::j’;‘:‘l’i,::I ij:‘l;: >; ; @j@Gl;‘; 1 I ‘.;‘;,“;I’; I’:_, i i&.i)b 0.0 0,: y:: ’ ,>‘y$d;Q ; “,_” ;_ o,*. ‘-:y .;l:,i I_‘_ ‘.$i&J . PROGRAM GROUP DESCRIPTION: The City Managers Office houses the general administrative function of the City. The department’s budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of the organization’s goals that support the City Council’s strategic goals. PROGRAM ACTIVITIES: Financial . Promote sound financial practices and a balanced revenue expenditure basis. Administration . Provide timely and reasonable responses to citizens and customers. Policv DeVelODRIent . Assist Council in policy development. PERFORMANCE MEASURES: The City Manager’s Office is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2001-02: TOD Qualitv Services . Become a City that provides exceptional services on a daily basis Transportation . Provide and maintain a multi-modal transportation system that moves goods, services and people throughout Carlsbad in a safe and efficient manner that is coordinated with Community Development. Qualitv of Lifelcommunitv DeVelODrTWIt . Develop a community that promotes quality neighborhoods, established compatible entertainment and commercial venues and manages growth by providing an appropriate balance of facilities and services. Parks . Provide Parks and Recreation facilities to meet growth management standards and actively address the priorities of the citizens of Carlsbad within the CIP budget. B-32 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. 0011010 KEY GOALS FOR 2001-02 (Continued) Water . Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner. Environmental Manaaement . Promote a clean, pollution-free, resource-conscious environment: - NPDES - Sewage collection and treatment - Solid waste - Alternative energy Finance . Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. Communication . Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher level of confidence. Open Space/Trails . Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive HMP. Learning . Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: None. B-33 PROGRAM: PUBLIC INFORMATION FUND: GENERAL PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 0011012 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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 Cartsbad with more comprehensive information regarding services and opportunities available throughout the City. KEY GOALS FOR 2001-02: TOD Qualitv Services . Provide the citizens and customers with information regarding City programs and opportunities. . Continuously update citizens and customers on the progress of City programs and policies. Communication . Create an awareness and on-going celebration of the City’s 50th year anniversary, which will include activities for all the residents and City staff in partnership with other community organizations. SIGNIFICANT CHANGES: Costs were included in this budget for the 50th anniversary celebration. B-34 PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 536,529 591,501 620,258 732,952 MAINTENANCE & OPERATIONS 105,245 111,574 178,430 228,503 CAPITAL OUTLAY 0 1,518 0 11,000 PROGRAM GROUP DESCRIPTION: Provide legal advice, assistance and guidance in accomplishing and implementing the Council’s goals to: . 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 and efficient transportation system, recognizing Carlsbad’s essential role in the region, with quality-of-life centered land use decisions . 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 and regulations, and City programs. . Draft and review all resolutions, ordinances, contracts, bonds, and other legal documents. KEY GOALS FOR 2001-02: TOP Qualitv Services To provide quality and timely legal advice to all elected and appointed City officials and all major service areas, assisting 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 risk/exposure is reduced or minimized to an acceptable level. SIGNIFICANT CHANGES: A full time Office Specialist position has been added to assist with the implementation of the Document Management System and the increase in staff in the City Attorney’s Office. B-35 B-36 PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 2,560,635 3,497,609 4,340,325 4,626,586 MAINTENANCE & OPERATIONS 5,847,160 6,980,977 9,971 ,I 11 9,956,435 CAPITAL OUTLAY 12,319 171,123 672,722 565,050 GRAND TOTAL 8,420,114 10,649,709 14,984,158 15,148,071 FUt;l; ,~~M~~~i'r@@j~r;it!" I,-; 1,' __' a HO~&Tf/&gPQS;@~~&S __ :;:;iy, Records Management Admin. Finance Information 6% Technology / 5% 1 1 w. 28 4% Purchasing I HeaIr Human Resources -Worker’s insurance 17% Risk Comp. Management 7% 9% B-37 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 210,776 214,583 221,190 MAINTENANCE & OPERATIONS 9,058 55,926 399,824 442,590 CAPITAL OUTLAY 0 3,998 12,000 72,100 GRAND TOTAL 9,058 270,700 626,407 735,880 FUtl.TlM~“l’r,~~lTIONS’i::: ,’ :i_. $I@ : : j i ; :‘j :,;<; ::jj:: 2ipQ iiI; j: ‘: j;_;j:$ 2.00 Ho,#R~.k*,~~lP~SrfiO’NS. j:;j_:_,:_ gj 1, : ; : : fyi,;; 1 i;5jilgio$-j; 1;; ,,j j i j:; /jijjj ,‘: ‘o&j 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. The Administrative Services departments include Finance, Human Resources, Information Technology, Purchasing, Records Management, and Risk Management. These departments share a common goal of providing top quality services to the many customers served by the staff of about 60 employees. Thousands of water customers, vendors, businesses, and City employees are affected in some way every day by the services and products of the Administrative Services departments. The goals of the departments focus on the creation of systems and structures that support the City’s efforts to provide top quality services. Whether it is a Public Works facility inventory system, the financing of a multi-million dollar project, or creating better technology systems for the many City computer users, the Administrative Services departments are engaged and involved in the efforts. More detailed information on each department can be found at the front of each budget section. KEY ACHIEVEMENTS FOR 2000-01: . During 2000-01, a team of employees, including the Administrative Services Director, focused on developing and growing the Experience Carlsbad program. Experience Carlsbad has become one of the key events for both new and tenured employees focusing on the City’s mission, vision and values, and introducing the City’s customer service orientation. KEY GOALS FOR.2001 -02: . The Administrative Services Director is charged with assisting the departments within the Major Service Area in accomplishing their individual goals. The director is also responsible for removal of roadblocks, coordination between departments with competing or conflicting priorities, resource allocation, and other support efforts. . Additional emphasis on employee development and communication through the Experience Carlsbad program. . Continued development of a harassment free workplace. . Implementation of the Information Technology Strategic Plan and improvement of the cost/benefit analysis process for IT projects. . Customer service initiatives. . Compliance with GASB 34 rules (Governmental Accounting Standards Board - Statement No. 34 creates new standards for financial reporting by government entities including the addition of the cost of infrastructure assets on the balance sheet). SIGNIFICANT CHANGES: None. B-38 PROGRAM: FINANCE FUND: GENERAL/ENTERPRISE PROGRAM GROUP: FINANCE ACCT NO. 0011310 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WASTEWATER ENTERPRISE MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by maintaining individual and departmental credibility; working together as a team while respecting each other’s differences; and, consistently striving to go above and beyond expectations. PROGRAM ACTIVITIES: Lona-Ranae Financial Planninq . Prepare ten year operating forecasts incorporating various ‘what if” scenarios to facilitate decision-making for City Council and City departments. Budaet Manaaement . Prepare and monitor annual capital and operating 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 Receivable/Cashiering . Accurately bill, collect, record, and report all City revenues. . Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies. . Continue to refine business processes that will improve customer service and increase efficiency. Accounts Pavable/Pavroll . Prepare checks for City employees, and service and commodity suppliers. . Maintain turnaround time of 30 days to process and pay invoices. General Accountina and Reportinq . Prepare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions. . Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. . Provide City management and Council with timely monthly financial reports. . Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing disclosure as required. . Maintain the data within the financial information systems of the City and provide training to users as needed. B-39 PROGRAM: FINANCE FUND: GENERAL/ENTERPRISE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 PROGRAM ACTIVITIES (Continued): Assessment District/CFD Administration . Assist in evaluation and formation of new districts. . Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information as required. . Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation documents and State law. Audits . Monitor sales tax audit contract to ensure effectiveness. . Perform in-house internal control reviews as needed. WORKLOAD AND PERFORMANCE INDICATORS: FY1998 FY1999 FY2000 . Average number of days to issue Monthly Financial Status Report NIA N/A 19 . Awards received for CAFR CSMFO/GFOA CSMFO/GFOA CSMFO/GFOA . Awards received for Annual Budget Excellence: Meritorious: Excellence: Operating and Operating Operating and Caoital Capital GFOA . Number of business licenses processed 5,600 5,616 6,214 . Number of account payable checks N/A N/A 15,176 processed . Number of payroll checks issued 16,359 11,197 9,452 . Number of electronic payroll checks issued 4,278 11,362 12,204 . Outstandina debt issues administered $96 million $100 million $81 million KEY ACHIEVMENTS FOR 2000-01: Expanded public access to City information and improved services by developing an interactive link to business license information and processing on the City’s web site. Improved budgeting and forecasting abilities for personnel costs through development of a linked database and related reports. Extended the financial planning horizon, reduced budget preparation time and provided efficiency incentives to City staff by implementing an Expenditure Control Budgeting system. Improved financial planning and the financial stability of the City by establishing an ongoing financing program for the replacement of existing and future infrastructure. Increased revenues to the City and assured fair and consistent treatment of all residents and businesses by increasing awareness of the City’s ordinances and a focused effort on collecting past due receivables. Began implementation of the new financial reporting requirements for state and local governments as set forth by the Governmental Accounting Standards Board, which will improve the understanding of the City’s financial status. The new financial statements will be generated beginning with fiscal year 2001-02. Increased education and engagement of citizens through participation in the City’s first Citizens’ Academy. Enhanced City workforce decision-making ability by providing documentation, training and access to real time financial information. Improved the presentation of the Capital Improvement Program document to make it more user-friendly and easier to understand. B-40 PROGRAM: FINANCE FUND: GENERAL/ENTERPRISE PROGRAM GROUP: FINANCE PAGE THREE ACCT NO. 0011310 KEY GOALS FOR 2001-02: Too-Qualitv Services . Increase the efficiency and effectiveness of accessing information for financial reporting. . Increase the number of cashiering sites available to our customers, provide more timely information and streamline processes through the selection of a Citywide cashiering system. . Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the implementation of cycle billing. Transoortation . Assist in the development of financial plans that will allow for the development of key road segments throughout the City. Financial Health . Insure continued financial health of the City through additional improvements in the City’s collection efforts. . Improve the understanding of the City’s financial status by implementing the new financial reporting requirements for state and local governments as set forth by the Governmental Accounting Standards Board. . Insure financial integrity of the City through the development and implementation of an internal audit program. . Improve efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in- house. SIGNIFICANT CHANGES: Approximately one (1) part time FTE added to ensure that top quality customer service will continue despite increases in the customer base. B-41 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING ACCT NO. 0011410 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 284,440 282,959 333,816 342,640 MAINTENANCE & OPERATIONS MAINTENANCE & OPERATIONS 177,317 143,493 240,215 288,773 CAPITAL OUTLAY 2,499 3,545 0 10,550 GRAND TOTAL 464,256 429,997 574,031I 641,963 ‘:‘I? $ !. :I;ip~j%i’r,i:i,$‘~~;; ‘$y”” ‘xI:;:r:,il ‘. sioo~;“‘“‘~~“‘ 5.00 i:,+ __ : : i (: j $:; :sj& ij$;g(j ,$:::+ ,II ‘Y_i;,. j : ;,::~;:&$I~ : : MISSION STATEMENT: The Purchasing Department’s mission is to provide top quality service through effective working relationships to obtain the necessary goods and services in a professional, responsive, timely, and cost effective manner. PROGRAM ACTIVITIES: Bids and Quotations . Update and maintain formal bid and quotation files. . Prepare and maintain vendor lists by commodities. . Issue and manage formal bid and quotation processes. Commoditv/Service Contracts . Track and renew annual commodity and service contracts. . Develop new annual contracts. . Develop and administer joint agency contracts. . Assist City departments in the creation and administration of contracts, Public Works Contracts . Maintain current contractor’s list by classifications. . Publish Public Works contracts, maintain plan logs and manage the bidding process. Records Manaqement . Assist departments in transferring records to City storage facilities. . Administer the records storage program at the City warehouse. Central Stores . Review and update Stores Catalog for items carried in Central Stores. . Act as shipping and receiving for the Faraday Administration Center. . Purchase and distribute office supplies for City departments. Surulus Property . Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes available. . Direct disposal of surplus and lost/unclaimed Police property. B-42 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING PAGE TWO ACCT NO. 0011410 PROGRAM ACTIVITIES (Continued): Messenqer 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 first-class mail. . Collect outgoing City mail and apply postage. . Maintain postage usage records by department/program. . Sort and distribute all incoming City mail. WORKLOAD STATISTICS: Number of Purchase Orders Issued Dollar Amount of Purchase Orders Issued City Hall Number of Pieces of Mail Processed FY 98-99 1,586 $41,521,822 110,000 FY 99-00 1,703 $38,627,055 124,507 FY 00-01 (Estimate) 1,600 $49,500,000 150,000 KEY ACHIEVEMENTS FOR 2000-01: . 100% of all completed purchase requests were processed within one working day. . Established two E-Commerce sites for purchase of film and office supplies. . 95% of customers rated Purchasing services as good or higher in a customer service survey. . Provided six classes on purchasing and contracting, four classes on the IFAS purchasing module, two classes on mailing procedures, two classes on online ordering of office supplies, and one class on Internet purchasing guidelines. . Updated the City’s Emergency Resources Directory. KEY GOALS FOR 2001-02: TOD Qualitv Services . Provide departments with effective and efficient tools to acquire goods and services through the use of electronic (‘E’) procurement. . Increase the use of pre-sort mail by 10%. . Reduce the number of forms in the Central Stores by 5% by placing them on the City’s community computer system drive or Intranet. SIGNIFICANT CHANGES: Expand Purchasing Internet services to provide benefits to City staff and outside customers. B-43 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 MAINTENANCE & OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: People are our priority...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. Employment: Recruitment, Classification, Compensation, and 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 employees. . Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness of the system. . Conduct Fair labor Standards audit to ensure compliance to the law. . Participate in consortium testing for positions in Police and Fire. Traininq . Implement value-based training related to legal compliance topics. . Conduct annual benefits education program with employees. . Educate employees on policies and requirements of Department of Transportation (DOT) Program. . Conduct quarterly management meetings. . Implement professional growth programs in conjunction with the Carlsbad Academy and career development for employees. Administration . Review and update the City’s Personnel Rules to make them consistent with other employment-related ordinances, policies, agreements and practices. . Continue enhancements on the Human Resources web page to expand information access to internal and external customers. . Administer DOT Program for commercial drivers. . Implement intranet information for employee access. Emplover/Emplovee 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 confer with employee associations to communicate City Council direction and authority; share employee interest with City Council. . Consult with employees concerning employee relations concerns and provide direction of City policy. . Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing, EEOC, etc.). PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES WORKLOAD STATISTICS: Measures for Classification/Compensation Review FY 00-O?* Number of classification descriptions revised/created 80 Number of positions reviewed 150 Measures for Recruitment Number of applicants processed 1258 Number of recruitments processed 56 Number of eligibles on employment list 492 Number of new hires 52 Number of promotions/transfers 23 'As of 05/04/01 **Average recruitment cycle time: 53 Days *‘For period between: 12/01/00 & 05/04/01 KEY ACHIEVEMENTS FOR 2000-01: . . . . . . . . . . . Transitioned all management employees to CalPERS Health. Completed negotiations for a 5-year contract with CPOA and 3-year contract with CCEA. Presented Professional growth day for non-management employees. Processed 1,497 applicants, for 61 recruitments and hired 55 employees. Implemented use of online job postings and an online application on the City’s website. Implemented new version of IFAS HR and Payroll software. Implemented new applicant tracking system to collect data to streamline administrative processes and support performance measurement efforts. Revised the Respectful Workplace Policy and designed training program to be delivered Citywide. Trained all of the Fire Department and made an abbreviated presentation to Public Works Operations and Maintenance Division staff. Conducted a review of 49 of the general employee classifications. Recommended, submitted for approval and processed, 46 revised class descriptions and salary reallocations affecting 158 employees in Public Works, Maintenance and Operations, clerical, accounting, Library, and non-sworn Police job families. Assisted Recreation in reorganization of their department by revising four class descriptions, establishing three new classifications. Implemented New ID card system and distributed cards to over 75% of the full-time City employees. KEY GOALS FOR 2001-02: . . . . . . . . . . PAGE TWO ACCT NO. 0011510 THRU 0011550 Five Year Recruitment Trend z 120 0 100 8 80 n 3 60 6 40 E 20 6 0 96-97 97-98 98-99 99-00 00-01 Fiscal Year Toc, Quality Services Redesign and administer Human Resources Customer Satisfaction Survey to measure needs of the employees and the organization in order to focus/allocate HR services effectively. Implement marketing plan to educate employees on HR services and encourage a more effective utilization of HR services by internal customers (employees). Increase HR visibility and be seen as a customer service leader in people services. Partner with departments to analyze organizational structure, position utilization and development of classification and compensation structure to support staffing needs. Continue implementation of HRIS/PY, i.e., new versions of the Human Resources/Payroll module. Review and update the City’s personnel rules to make consistent with other employment-related ordinances, policies, agreements, and practices. Consolidate Deferred Compensation to one provider. Continue enhancements to Human Resources Internet and lntranet web pages to expand information access to internal and external customers. Implement pilot job sharing program in Police dispatch unit. Continue process improvement in the following areas: Benefits, Workers’ Compensation, Recruitment, Classification, HR Systems, Employer/Employee Relations, Administration and Change, Training, Payroll, Record Keeping, and Human Resources Planning. Improve the level of customer service of the Human Resources department through cross training B-45 PROGRAM: HUMAN RESOURCES PAGE THREE FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 KEY GOALS FOR 2001-02 (Continued) Learning . Implement value-based training to ensure the prevention of violence in the workplace. . Continue to implement programs, which result in a City workforce that has the knowledge and skills needed to excel in their jobs and deliver top-quality service to our customers. . Develop employee development policy and standardized curriculum for all City employees. SIGNIFICANT CHANGES: An Office Specialist I position has been added to develop a pilot resource pool program. PROGRAM: WORKERS’ COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 6111520 1998-99 1999-2000 2000-01 200 l-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 59,745 82,848 89,815 79,165 MAINTENANCE & OPERATIONS 695,141 676,296 865,043 939,552 CAPITAL OUTLAY 0 0 0 0 I I GRAND TOTAL 754,886 759,144 954,858 1 1,018,717 FuLL;,,Tli\llBf~~~~~~NS,., ; “‘I$!;$:” : i~i!‘: +‘ “lsl. _;;_ ;____I_, H~U~~~~~~~~~~l~l~~~ ;$$;;:: j xi ;ii; ir::iliii’r’r~~,~~:,~~~ g ‘~I’_: j ::_::__: MISSION STATEMENT: People are our priority...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 2001-02: Citv Council Strateaic Goal: . Ensure the effective and efficient delivery of top-quality services to our Community. TOR Qualitv Services . Implement systems to accurately capture and track occupational disability leave, monitor lost days of work and make recommendations to reduce the number of days an employee is out of the workplace. Performance Measure . Average lost days per claim = 5.57 (for the period of 07/01/00 - 01/01/01). SIGNIFICANT CHANGES: None. B-47 PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 166,662 139,404 166,809 170,419 MAINTENANCE & OPERATIONS 502,983 940,252 1,072,OOO 1 ,I 71,993 CAPITAL OUTLAY 0 2,484 0 0 GRAND TOTAL 669,645 1,082,140 1,238,809 1,342,412 PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program, manages the administration of property and general liability claims, works in conjunction with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize the risk of future losses. PROGRAM ACTIVITIES: Litioation Manaaement . The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability claims made against the City and to pay for related administration and insurance expenses. Risk Management works with the City Attorney’s Office and outside counsel to monitor, control and resolve litigated matters in the areas of property, casualty and general liability. Insurance/Self-Insurance . Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program: administers the general liability self-insurance funds. Claims Manauement . Directs and administers the claims management program for property, casualty and general liability by utilizing a combination of in-house services and a contract claim administrator. Loss Prevention/Training . Provides direction, programs and training for various City departments to minimize the risk of future losses. KEY ACHIEVEMENTS FOR 2000-01: . Revised internal safety audit system for Public Works. . Developed safety training reports for Public Works. . Developed sewer/water overflow response procedures on liability claims. KEY GOALS FOR 2001-02: Too Qualitv Services . A professional liability insurance guide for contract managers. . A written ergonomics program. SIGNIFICANT CHANGES: None. B-48 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE PROGRAM GROUP: HUMAN RESOURCES ACCTNO. 6131520 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 61,119 46,440 46,000 54,200 MAINTENANCE & OPERATIONS 2,574,843 2,720,572 2,512,558 2,574,500 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL 2,635,962 2,767,012 2,558,558 2,628,700 ~u'L~'hM~l~ab;elyr(0Ns.i:': '+@i:," ;:;ts ,iiS'ii‘tj,:iiii,il;~~~~~~!~~:~~o~oo ,,r,i;irr:~i;i:I,l;~;~~~~~~~~.~~,~~~o :'l'::'l'::l:i"!i";~,~:~~~~~~~o ', ; ,$&;~; i'I 0,&j ~~~~~~/~~,p~~~~~~~~ $‘j: :, ; ‘, “,ll:,,.;;,~;i,;;r.‘j,a 60 ‘, _,, Ii &TJ”Jy i 0 ia& ‘! :.;‘,i:l:i’rl;;:~i~:i!,j i.![flM;ttoti’~‘;.; ;:;;,:;,::. <i ‘L LJc’{: ;: $4 ii* *?‘. ;>bir (:: ‘I, ~g~~:~~‘!” *“91 :“!:t:!,!il:,~$‘,, . 2 ; ; $ I 2 i ; jl$.>$ : ‘<ji< “““” ___ ; tj.aq MISSION STATEMENT: People are our priority...we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: This fund is used to pay health insurance premiums for the General employees and dental premiums for all employees. SIGNIFICANT CHANGES: None. B-49 PROGRAM: RECORDS MANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 6141610 I I 1998-991 1999-20001 2000-01 I 2001-021 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 220,796 449,942 481,730 MAINTENANCE & OPERATIONS I 0 I 326,467 I 936,927 I 461,190 I CAPITAL 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 and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. The Records Management Department also provides staff support for the part-time elected City Clerk. 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 Support Activities . Provide staff support for the part-time elected City Clerk. . Take necessary precautions to ensure the City’s compliance with the requirements of the “Brown Act” open meeting law. . Take necessary precautions to ensure that requirements for public hearing noticing are met. . Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code on the Internet. . Provide subscription service for City Council agendas and minutes. . Assist the public and City departments with requests for information; providing research services concerning Council action since City incorporation on July 16, 1952; providing copies upon request; and providing copy certification services. . Maintain the City Hall Xerox 5885 by provision of key operator services, supplies and current maintenance agreement. B-50 PROGRAM: RECORDS MANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDS MANAGEMENT WORKLOAD STATISTICS: Documents processed: Agendas 118 161 Agenda Bills 559 415 Resolutions 535 441 Ordinances 63 38 Documents to Recorder 546 545 Contracts/Agreements 740 743 Subscriptions to Municipal Code 111 101 Entries Indexed lmaaes in DMS Conversion Day Forward Corrections CY/1999 563,428 563,428 550 Storaae Boxes of Files Microfiche Boxes 226 12 CY/2000 550 420,000 5,148 2,240 282 12 PAGE TWO ACCT NO. 6141610 KEY ACHIEVEMENTS FOR 2000-01: . Document Management System (DMS) installed and operational in two pilot departments: day forward scanning begun. . Back file conversion of City Clerk documents and Engineering drawings have been completed. . Records Retention Schedule and Procedures developed for Citywide use and implemented in pilot departments. KEY GOALS FOR 2001-02: . Improve communications and access to information through the application of available technologies. . Improve access to, and management of, City documents through the further implementation of the DMS and begin phase three, which expands functionality and increases the number of users. . Continue implementation of Records Management Program to organize City Records. SIGNIFICANT CHANGES: Records Management has become an Internal Service Fund department, so charges for operation of the DMS and Records Program will be charged to user departments. B-51 PROGRAM: FUND: PROGRAM GROUP: INFORMATION TECHNOLOGY INTERNAL SERVICE INFORMATION TECHNOLOGY ACCT NO. 6401710 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 545,861 946,594 1,141,730 1,217,OlO MAINTENANCE & OPERATIONS 1 ,I 07,031 1,331,481 2,472,350 2,496,474 CAPITAL OUTLAY 0 0 516,934 462,600 GRAND TOTAL 1,652,892 2,278,075 4,131,014 4,176,084 ‘~tj~~~~~~~&@#j$-J~$ ! z’ii,.ji ;;, ,_, ;;.‘;“:iJ;: ::) ‘,,$@$J ;d :,T’_’ :’ I ,‘l:ij+ > : ““’ ~~U~L~~~~~~~~~T~~~S~ j (j&j :il ~,,~&~O ,;iii:‘i’:lii;li!i.~~~~:~~,~~~~6,.oo L : i ::ptl’ * j $gj 2 s 2 i $ ‘.‘::$,:$ _! _:_,,: _’ (-j&) : _:; ,‘,,:l!,‘;grr~i,;:~.:~ I__ ) /$j ,;Q;$@ i.::,. ” .‘:,, ,.““’ _,_, , :_ ,_:,,i,;j;,. ,; &~*O,:~. ;&/i;ij :_I ; l&ao MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Computer Support Services . Ensure that all City computers remain operational with minimum downtime. . Guarantee availability of hardware for all the City’s mini computers, workstations, desktop computers, and the Citywide network. . Provide support for all standard City applications. Telecommunication Suu~ort Services . Ensure the City’s telecommunication network and its associated equipment remain operational with minimum downtime. . Provide the necessary support for all telephone and data communication equipment. New Svstems Suo~ort . Meet the information needs of the users and encourage the appropriate use of computers and communication technology to increase productivity and enhance communication. . Increase citizen access to City services through the use of technology. KEY ACHIEVEMENTS FOR 2000-01: . . . . . . Provided Internet access to staff for their internal email. Increase availability of information to City staff through implementation of Phase 1 of our lntranet site. Completed Phase 2 of the Document Management System (DMS), increasing the number of users and the types of retrievable documents, Completed Phase 3 of the City’s website adding more static information, as well as some interactive components. Creation of the Information Technology Governance Committee to help guide Carlsbad’s technology decisions. Deployed a browser based work order system for the Facilities Department. Put into place a Safety Training database application for Risk Management to track safety training requirements. Provided staff technology training by creation of the Carlsbad Academy. Implemented an automated disk imaging system to support the frequent applications change requirements of the training room PCs. Published a bi-monthly Information Technology Department newsletter. Developed a network test environment to evaluate new technologies prior to implementation in the production network. B-52 PROGRAM: INFORMATION TECHNOLOGY FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO ACCT NO. 6401710 KEY GOALS FOR 2001-02: Too Qualitv Service . Improve access to and management of City documents through further implementation of a Document Management System (DMS) that meets the needs of system users. Begin Phase Ill, which expands functionality and increases the number of departments utilizing the system . Further the implementation of the Strategic Technology Plan to ensure effective use of information technology Citywide. . Upgrade PCs to Windows 2000 operation system Citywide. . Increase ease of access to internal information via implementation of Phase 2 of lntranet site. SIGNIFICANT CHANGES: None. B-53 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001~VARIOUS 150-1310 General Fund Community Promotion (Carlsbad Convention and Visitor’s Bureau) 1998-99 1999-00 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET $325,356 $369,972 $496,176 $363,000 Community Contributions 770,000 11,460 44,540 7,680 Beach Parking 27,000 0 36,000 36,000 Hiring Center 76,821 76,673 85,849 85,849 Dues and Subscriptions 28,652 33,535 56,600 65,600 Property Tax Administration Fee 205,351 226,157 240,000 250,000 Assessment Services 15,349 13,095 63,072 46,000 Misc Expenditures 7,460 37,761 275.000 0 Total Non-Departmental Expenditun 1,455,989 768,653 1,297,237 854,129 Transfers Misc I Transfers Out 75,500 652,949 Golf Course Contribution 1,680,000 600,000 Hosp Grove Debt Service 800,000 800,000 infrastructure Replacement Fund 0 2,000,000 Transfer to Storm Water Program 0 0 Management Incentive Pay 0 0 Transfer to Capital Improvement Pgm 0 7,000,000 Total General Fund Transfers 2,555,500 11,052,949 Contingencies Contingencies (Adopted budget) 3,943,700 4,000,000 515,546 0 600,000 0 800,000 800,000 3,000,000 3,000,000 0 1,873,190 0 460,000 4,300,000 1,500,000 9,215,546 7,633,190 4,300,000 3,987,320 GENERAL FUND TOTAL $7.955.189 $15.821.602 $14.812.783 $12.474.639 Carlsbad Community Contributions Fund Community Activity Grants 0 40,000 60,000 65,000 B-54 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 16,190,744 17,261,191 18,412,638 19,762,090 MAINTENANCE & OPERATIONS 4,079,872 4,145,869 5,606,039 6,382,610 CAPITAL OUTLAY 1,573,033 282,844 587,181 427,975 B-55 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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 doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion; we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal integrity, common purpose and support of each other as essentials 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/WORKLOAD MEASURES: 2000 Averaoe Response Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. In 2000, we responded on average faster to priority one calls than our goal. Priority one calls made up less than one percent of our total call volume in 2000. Priority two (urgent calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average response time in 2000 to the lowest priority call was less than 22 minutes. Priority f Priority 2 Priority 3 MINUTES B-56 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO SUMMARY PERFORMANCE/WORKLOAD MEASURES (Continued): Citizen Satisfaction In an effort to provide the best service possible to the community, the Carlsbad Police Department has been surveying victims of crime since 1991. This survey helps the department measure satisfaction and obtains feedback from citizens who have had contact with our department. Over 4,000 responses have been received to-date. 2000 RESULTS I I I 911 Dispatcher I 4.5 Officers 4.7 Detectives 4.5 Records 4.5 Administration 4.5 j i 1 1 2 3 4 5 Poor Crime Good Excellent The Police Department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery, aggravated assault, burglary, larceny/theft, and motor vehicle theft. 40 , 37.3 30 20 10 0 1997 1998 31.0 28.2 25.1 .‘: : ::! i:: i:i is: 2: ,_ .I ,s 3; :;;li ,1 ‘, ‘; :j :; :> “_ :I _$ ( ___ 1. i _’ , :,.,_ ; _. II :: ‘, ., :,‘,I, I 1999 2000 FBI Index Crimes per 1,000 Population B-57 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE KEY ACHIEVEMENTS FOR 2000-01: PAGE THREE SUMMARY . . . . . . . . . . . Crime continued to decrease to levels not seen in at least 20 years. The FBI index crime rate for 2000 was 25.1 per 1,000 of population, six percent less than the previous year and the lowest rate in at least 20 years. Over 35 members of the department participated in the update of the long-range plan including staffing, technology, facilities, and equipment. Priority one calls are those with an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. In FY 2000-2001 we responded on average faster than our goal (5.2 minutes). While priority one calls are the most serious in nature, they make up less than one percent of our total. Priority two calls (urgent) and priority three calls (calls for reports) made up over 99 percent of our calls. Our average response time in FY 2000-2001 to priority two calls was 11.6 minutes and 22.4 minutes for priority three. The department continued to move forward with plans to replace our computer-aided dispatch system and expand communications and technology available to officers in the field. The Parent Project, a IO-week program to help parents successfully deal with difficult children, was started by the juvenile diversion division. Former Police Chief Bob Vales retired after over 30 years of law enforcement service. Jim Hawks was selected as Carlsbad’s new Chief. The department’s most successful bicycle safety awareness campaign was held. Activities included a bicycle safety poster contest, awards ceremony and a bike rodeo with over 200 participants. The department was awarded a local law enforcement block grant to help fund a new field data access project for patrol, briefing room enhancements and drug court support. The department’s citizen complaint process was improved including training and database development. The police recruiting and hiring process was improved to increase department staff levels. Included was the production of a department recruitment video and expanded Internet marketing efforts. The operational capability and readiness of police personnel to respond to an officer-involved shooting or hostage situation was improved and a large scale, multi-unit drill was conducted. KEY GOALS FOR 2001-02: TOP Qualitv Services . Maintain or improve citizen satisfaction with police services. . Improve dispatch, records and other communications capabilities by upgrading current systems. . Increase critical incident response capabilities. . Enhance the use of technology and evidence procedures for the investigation, documentation and solving of crimes. Transportation . Expand traffic safety education. Learninq . Improve police employee training efficiency by creating a plan for a well-managed and cost effective training program. PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Develop and administer functions and programs that support the City’s and the Police Department’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 Proarams . Develop and manage programs which reduce crime, encourage citizen participation and improve Community safety. Oraanization . 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: Majority of increase reflects the creation of a department contingency account to fund unanticipated costs. B-59 PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012120 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 4,272,782 4,642,016 4,691,122 5,162,056 MAINTENANCE & OPERATIONS 648,887 707,273 836,753 786,962 CAPITAL OUTLAY 54,476 58,583 120,524 17,000 I GRAND TOTAL 4,976,145 5,407,872 5,648,399 5,966,018 ‘ADL~,Tl~~~P~$lrrONSi:::;‘. / ‘,jji’; ; : a’I_I_: .‘: ,; i ‘,i$$-jg :,;;_ j, lil:ilr’iii’lils3)~~~~~~~~ ~lBiijii~l!i’iE~~~~~~ i,;‘i::,: j_i p?,; @-J;od _____ :d_$&:+ ‘$M /! * fgJ~Rl;y/pJ-~jqQsrT;IOWS ; $:;“i:; ; : ‘+ *’ ” oz::i: g ;> ~~::oo .;;:;i;,:;; , ;i,:;g& 1’ 7 I iI: i;i_.,j ,_i_ji_lj gj:;$ ,$$oal 5 : :; ;;‘g :<j!! ; o;o(j WORK PROGRAM: Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special enforcement to the community. Enforce laws and ordinances, preserve the peace and provide for the protection of life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service . Respond to calls for emergency and non-emergency services. . Investigate crimes. . Enforce City ordinances. ReDOrtS . Take reports including crime, arrest, collisions, incident, citation, and field interview. ReSDOnSe Time . Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: CY1997 CYI 998 CY1999 CY2000 Calls for Service 64,009 67,076 67,284 64,366 Cases 8,950 9,083 8,338 8,381 Average Priority One Response (in minutes) 5.6 5.6 5.2 5.1 SIGNIFICANT CHANGES: In order to maintain service levels, one new patrol officer has been added. B-60 PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Community Services division includes the following programs: Traffic . Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide accident investigation and traffic safety programs to make the streets and highways safer. Volunteer Proqram . Provide support to the members of the Police Department and help enhance Community safety and security through education and crime prevention. Reserve Proqram . 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. Laaoon Patrol . Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City’s trail systems and in the City’s parks. Crime Prevention . Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help reduce the rear of crime through the dissemination of information. PROGRAM ACTIVITIES: Traffic . 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. . Provide data for traffic engineering. Senior Volunteer Patrol . Conduct crime prevention patrols. . Assist with traffic control and special events. . Conduct education activities in the 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. B-61 PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO ACCT NO. 0012121-23,2125,2142 PROGRAM ACTIVITIES (Continued) Reserves . Provide special detail assistance to all divisions of the Police Department. . Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events. . Provide assistance with follow-up and special investigations for traffic officers and detectives. Laaoon Patrol . Enforce boating regulations. . Monitor recreational boating operation on Agua Hedionda Lagoon. . Patrol lagoon, trail, and park areas. . Assist stranded boaters on Aqua Hedionda Lagoon. Crime Prevention . Target all groups within the community including crime victims and utilize community forums, surveys, media, newsletters, and direct mailings. . Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security. WORKLOAD STATISTICS: CY 1998 CYI 999 CY2000 Injury collisions per mile of roadway 1.35 1.27 1.26 Number of volunteer hours contributed 16,411 14,736 15,355 Hours contributed by reserve officers 2,360 1,491 1,448 SIGNIFICANT CHANGES: To maintain traffic enforcement levels and traffic volume and miles of roadway increases, one traffic officer has been added. B-62 PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 345,062 380,472 338,286 352,051 MAINTENANCE & OPERATIONS 66,875 81,167 78,224 82,984 CAPITAL OUTLAY 6,034 6,465 1,600 0 GRAND TOTAL 417,971 468,104 418,110 435,035 ‘FU~p-fJp@)#pgji~(~~~~ :‘: !i’!j’ ::: ; /,::; ,_: ,,; )<, sib_ ; 4.60 ,‘_,_ ::.x: + :;L; ~~ii;l;Q,i&ocj3;,*,i~~~~~~:. : ; :“;j.;#;(j~, : : {,‘,/‘i?$$! ; ” ‘;; ;&oo ‘$;$?“> ,+‘Is’$6 j;j,l<_~,y_~ ,~~CilliR~~~~FE;r~~~~l~~S: Jim:: ; /’ __ “,’ 5‘:” ‘&&J I>,$_ ) : ‘,‘.;;,;‘; !,. : ,<j .n~q!!ril’~:i , ,, ,XTJJyji;i( $,:<$:_i ::i::;.;&:.;~ ~*ajO~ , 1 ;>yjgrr ( i:l?/y&j- WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance departments ability to locate hidden suspects while providing greater officer safety through the use of trained Police dogs. PROGRAM ACTIVITIES: . Enforce laws throughout the City. . Provide canine coverage on each patrol watch. . Patrol remote areas using 4x4 vehicles. . Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of Police canine teams. SIGNIFICANT CHANGES: None. B-63 PROGRAM: INVESTIGATIONS / FIELD EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012126-2130 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: lnvestiaations Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property and evidence. Field Evidence To collect and process evidence collected in the field by police employees. Evidence may include fingerprints, photographs, plaster casting, bodily fluids, and other items. WORKLOAD STATISTICS: Violent Crime Clearance Rate Property Crime Clearance Rate CY1997 CY1998 1999 CY CY2000 52% 48% 45% 56% 27% 22% 21% 19% Property Recovery Rate 37% 26% 26% 38% SIGNIFICANT CHANGES: An additional investigator for fraud/identity theft/elder abuse has been added. B-64 PROGRAM: VICE/NARCOTICS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012131 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 277,029 307,012 420,670 464,579 MAINTENANCE & OPERATIONS 52,573 66,193 76,281 116,102 CAPITAL OUTLAY 3,096 0 39,000 0 GRAND TOTAL 332,698 373,205 535,951 580,681 FUlr;,~jM~osjTICir~,~~’ ‘. :,:$jL ,/ : ,~:,liir:‘:;,;.~i:~~~~~,~~::~ ‘5, 1:> 341 ,,’ :&lhil”$d;. , ii_ il_j_ _j _,_, $ jl ‘& ii<rg .tjs/ i Q’.gQ(j @q$iy$ ir:‘yL ‘:;$@J 4x4 2 (4 i $ :*I I ! i W~iJdLv,FT~i~~~~j~l~NS~ $;;;.,. ;,: ::;.:,: ,:j::;+:;;;, ;;. jQ,iJgj $,;::i:I;.:,i,;.j ‘_ ,,: : ~‘0.00 WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. Identify 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: CYl997 CY1998 CY 1999 CY 2000 Felony and Misdemeanor Arrests 138 123 179 117 SIGNIFICANT CHANGES: None. B-65 PROGRAM: JUVENILE DIVERSION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012132 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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: None. B-66 PROGRAM: PROPERTY AND EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012133 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 19,321 44,326 50,040 59,460 MAINTENANCE & OPERATIONS 15,381 13,976 18,412 19,180 CAPITAL OUTLAY 0 5,041 0 0 GRAND TOTAL 34,702 63,343 68,542 78,640 ,., ,_.". ,~~~~~~j~~~SjTl~N~~ j j,$$;,: ,I, ,; 'f#-JU~L.y+/F@~&$@j&.$$ ; ;_:_ : t“:"':';,' ::'i':;":"yj :'&j k:': _b,g 'I' ':!;t'i';jQi“@$#j WORK PROGRAM: Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department. PROGRAM ACTIVITIES: . Physically maintain and accurately track all property and evidence. . Return property to lawful owners. . Dispose of property according to law. SIGNIFICANT CHANGES: B-67 PROGRAM: FAMILY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012134 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET 281,824 344,764 331,669 364,665 5,834 9,376 14,910 24,780 3,061 0 0 0 GRAND TOTAL 290,719 354,140 346,579 389,445 ,~~~~~j~~~~S~~l~N~, ..iy:i ; .' .__i_: ;:l,;,$";'ji;.i i&;l;;;,j.;...i.. , tG"i>rj;)~~;&@$Q li;iiii~~ili:iii.,~~~~~~~,~~~;~~ : ,~ -"1 “AO(j : , 1;-loURL~~~~;~osr~~~~s., ::;:i;ii;: I_ ,i_: I $ :;_ il : '.&+ _:p& ;>_:_i : ;..a;&j ]Ij ;::_:_l ',I,:~.:,:i:I""'::~~~d > ,,,__ I WORK PROGRAM: Provide follow-up investigation leading to the identification and apprehension of persons responsible for the commission of crimes relating to juvenile offenders, juvenile victims and domestic violence incidents. Provide coordination of the criminal justice process as it related to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: . Investigate and follow-up on crime and incident reports as they relate to all phases of the family. . Assist in the coordination of diversion, prevention and education activities offered by the department such as DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None. B-68 PROGRAM: TASK FORCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012135 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto Theft Task Force and Narcotics Task Force. SIGNIFICANT CHANGES: None. B-99 PROGRAM: SUPPORT ?PERATlONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 364,239 450,818 430,963 462,946 MAINTENANCE & OPERATIONS 486,351 748,863 1,112,459 1 ,I 83,622 CAPITAL OUTLAY 2,511 0 2,278 0 GRAND TOTAL 853,101 1,199,681 1,545,700 1,646,568 ~U~~~~Tjhna’P~~~j~~~~, ‘_ ; j ‘, :: : ::;> ,rr:;:;,:;:;,,,:,~li:i::,, ,, (j&o ,, I ; .> ,‘I_, _:_ j’,‘:: ‘i’:.;l$ib(j ;ii;‘:,~ilii;i;li~~;~~l,~,~~~oot~ : ;:;:jji,Sf; , ::&g$ ~~~~/~~~~Sl~l~~S,, : gs‘,,: s ~~‘:‘“‘~~~~g)~ ‘: 1’1 .: I‘::.,,,:,:‘,,: __I; Q&-J __ ,:y’__ ;_ ;::t ‘ii.-jot I_:_i:,;,,; i<,g-Jg) 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. . Recruit new employees. . Organize testing programs and conduct POST mandated pre-employment investigations. . Maintain and develop the departments automated systems such as CAD, ARJIS and the microcomputer network. SIGNIFICANT CHANGES: None. B-70 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 use through education. PROGRAM ACTIVITIES: . Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high schools. . Assist schools and parents with drug abuse prevention programs. SIGNIFICANT CHANGES: None. B-71 PROGRAM: POLICE SCHOOL RESOURCE OFFICERS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012143 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 160,966 163,803 155,096 248,723 MAINTENANCE & OPERATIONS 28,234 19,076 25,702 16,641 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL 189,200 182,879 180,798 265,364 FyLt,alM~~~siilbFjsi;i;;: ;::::;:' ,"i'j""":i;ii;gqy5~ :li+&Qa _;._ I'_jil 3:: ;:: ____ 11bb i: I~~~~:~l:.i::,i~:,~~~~~oo i : ; 1,_? ;_,* 131iji a: 3, ), ';:::;I!;!:i i:~tiiii~il:tii;l;:;roi~o <yv;:l':,-;, ,* ,:, O#O(J ,,: , __ _:a; :. ::;$::jrl:i:r$ ( i. j &'_ $&g~@$i~a:;~:~~~~:; ‘: ;:_1 g.00 &3JkLY/F~@&S~~~j~t@ '_ A .M&.l.l I ' ; ! (-fool .: ~'_~_:;,;:_:>; ,, : $"':'oI‘f$) .:r $ ;'$$ <'i :,_ I > _,I : j ,, x 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. . Conduct follow-up investigations on juvenile and school-related crime. . Serve as a resource for school safety preparedness. SIGNIFICANT CHANGES: None. B-72 PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012144 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 810,442 887,152 954,960 1,077,468 MAINTENANCE & OPERATIONS 28,781 79,970 92,050 133,270 CAPITAL OUTLAY 3,222 2,007 4,500 0 GRAND TOTAL 842,445 969,129 1,051,510 I,21 0,738 F’U%I~~jlh;i~i’~~lONS~~~~~,,~ 1 i”j;/$$l‘; ,.,.,.,. .,.” .,,.. __ j, ;g!:g;; ii;“Irl~:i~~~5~WI~ gds;y f,F, ” ; “@j&o : ;;;:ii:‘ It i,;,$?gJ 1 , ; WORK PROGRAM: Provide Police and Fire communications including answering calls for service and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: . Provide routine and emergency communications service to Police, Fire and emergency medical programs. WORKLOAD STATISTICS: Police Calls for Service CY1997 CY1998 CY1999 2000 CY 64,009 67,076 67,284 64,366 SIGNIFICANT CHANGES: None. B-73 PROGRAM: POLICE RECORDS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012145 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 240,133 248,594 268,492 293,935 MAINTENANCE & OPERATIONS 126,269 38,489 41,245 42,220 CAPITAL OUTLAY 0 1,575 0 0 GRAND TOTAL 386,402 288,658 309,737 336,155 ‘j=Uu Tl ~@$$jj$f$~~~~ ,. ‘$4 j;g >‘,Z,’ i ! ’ j 2:; +:,ii;:, $;: F~,,,ri~r~:.i::i~~~.~~~:~~~oo $.r::,&;::.; :_I :__;,:_ ,.,‘s;@-j *’ :: ,’ ” .;;;;trii; $$,j,oO y_..:_ 5 ::, .>, I_ ~~~~c~~F~E~~~~I’I,~Ns, ’ Wife 1 “” ‘4.h ::s: “@jg$ : ,i .., .,_ __ ;;, :rii::i~,i~!!‘r:!~(li~lli.lijilI( j * ““1 ‘;l j ‘) ,,&OO i : t’li;i~r!r!sir:ii(:l~~~;,~~ *.i. i : i i C’! ;g$&J !iit!&‘~ ,, ..,,,:,;,i;.,g.!Jo WORK PROGRAM: Provide processing, filing, and maintenance of all department law enforcement official records: responsible for data entry into the ARJIS system and for Statewide reporting of crime information: responsible for public reception, information and fingerprinting services for the public. PROGRAM ACTIVITIES: . Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports. WORKLOAD STATISTICS: CY1997 CY1998 CYI 999 CY2000 Police Cases 8,950 9,083 8,338 8,381 SIGNIFICANT CHANGES: None. B-74 PROGRAM: VARIOUS FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE . ACCT NO. 1212110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL -~u~~~lM~~~~~~~~~~,~ j ,',j.j;;;: f, ,'_ ~O~R~y/~~;~~~~~~~~S :j._ ; " 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET 855 6,620 55,426 0 14,461 34,711 78,424 32,000 49,735 104,251 1,250 0 65,051 145,582 135,100 32,000 ,; -'. ,;.Q;Qo ; ;,;:i, 2 :,I ‘;: ~:"o;-J~ :+ 'i,~;_ii___ i ' ', ; I,.; g;f ;,,;:=Jfj ;t:": :+ji:; ,;_; Q;oo' ,:_ ;: :'jI,i::'.:;;;':iii:1:!3 ( ‘ji 1 ::ll;..ij*l!,:~"::~:~~~~~Q qy& : "T Q;Qol ';;:;$$y::“:"'.~~ $,!.@@Q _, _:: j$/_, , j I 1 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: Included in the 2001-02 appropriation of asset forfeiture funds, is funding for the reconfiguration of the patrol officer equipment storage bin area, signage for the police vehicle parking lot and lighting/additional furniture for completing the traffic division relocation project. B-75 PROGRAM: BICYCLE PATROL FUND: COPS GRANT PROGRAM GROUP: POLICE ACCT NO. 123XXXX MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: This is the fifth year the City has received funding from the Citizen’s 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 well as other areas as required for special enforcement. PROGRAM ACTIVITIES: The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown and beach areas of the City as well as other areas as needed. SIGNIFICANT CHANGES: None. B-76 PROGRAM: REFUND: PROGRAM GROUP: FIRE GENERAL FIRE SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 6,903,369 7,136,454 7,561,386 8,047,655 MAINTENANCE & OPERATIONS 1,542,130 1,338,905 1,834,738 2,079,299 CAPITAL OUTLAY 1,439,293 85,708 294,688 344,975 PROGRAM GROUP DESCRIPTION: 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 I I I I I 1 2 3 4 5 Not Poor Fair Good Excellent Acceptable Customer Service Ratinw The above chart shows our customer satisfaction level for emergency medical services for 2000. The results show that our paramedics continue to live up to the department’s reputation for treating all patients as we would our own family. KEY ACHIEVEMENTS FOR 2000-01: 1996 1997 1998 1999 2000 4.55 4.68 4.78 4.81 4.72 (Priority 1 average response time in minutes) Incidents & Response Times: The Fire Department continues to meet its goal of a five- minute average response time to priority one calls, with a 4 minute and 43 second average. The above chart shows a gradual increase in the number of incidents over the last five years. . Implemented a new senior citizen fire and life safety education program. . Introduced new employee evaluation forms for Fire Department specific positions. . Implemented engine company and individual performance standards. . Introduced a new Emergency Medical Services Quality Assurance Program. B-77 PROGRAM: FIRE REFUND: GENERAL PROGRAM GROUP: FIRE PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2000-01 (Continued) . Developed a Fire Department Master Plan. . Implemented four department-wide performance measures. . Received delivery of two new Seagraves fire engines. . Oversaw the removal of 1,400 diseased trees from Hosp Grove. . Oversaw the completion of a hazard analysis for the City. . Assisted in developing a response plan for chlorine emergencies at certain City facilities. . Certified 96 police/dispatchers in First-Aid/CPR, and 148 city employees in First-Aid/CPR/AED and emergency preparedness. . In year 2000, responded to 5,322 incidents, including: 3,468 medical aid calls (with 36 patients receiving life- saving medical intervention); 687 traffic collisions; 243 fire-related calls; and 924 miscellaneous emergencies, assistance and alarm responses. KEY GOALS FOR 2001-02: . Implement an Automatic External Defibrillator program in all major city facilities. . Develop a Fire Department ten-year financial plan. . Fully implement an EMS Quality Assurance program. . Assist CEMAT in developing a City Hazard Mitigation Plan. . Obtain a permanent site for Fire Station 6. B-76 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012210 1998-99 1999-2000 2000-01 200 I-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 278,274 297,491 319,859 342,812 MAINTENANCE & OPERATIONS 518,750 303,582 328,251 637,056 CAPITAL OUTLAY 1,381,065 50,435 123,542 93,050 GRAND TOTAL 2,178,089 651,508 771,652 1,072,918 ‘~u~~.tfME:~~~~7~~N8, : 2 i j i $,;,s,: 1:: jP”L ,’ ” ,;;: .:f,,, &;l:‘:i’;.i j ‘>&Q-j &j&g, “z;:” :‘!” 2: i ‘k$75 ; is : : ;;! ::: _:’ > ! 1 iJyp& _i_._<$_>’ jl, ,: ,&& ~“;““g&~rw’r r,i‘il ti@i;;tF&Y&~~ &X$TK&~ ,‘, .,:I,: I ..,,:rili:,i~“~~l~~sii~;:;a ; js:: 0,&Q .: @.&) _._ .._.. ‘.:l’L.L ,., i i. ’ ::j:::+$::r>$.$ G i $& <$*, fi 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. Planning Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire services. . Continue to oversee the development and implementation of a department strategic plan. . Monitor development under the Growth Management Program toward scheduling the relocation of Fire Stations 3 & 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 the 800 MHz Regional Communication System and regional cooperation on dispatching, training, recruitment and facilities. SIGNIFICANT CHANGES: Majority of increase reflects the creation of a department contingency account to fund unanticipated costs. B-79 PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012220 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 6,315,119 6,466,699 6,812,033 7,250,693 MAINTENANCE & OPERATIONS 794,174 868,445 1,141,266 1,146,753 CAPITAL OUTLAY 58,228 27,329 134,650 251,925 GRAND TOTAL 7,167,521 7,362,473 8,087,949 8,649,371 ~~~L-Tt~~-~~~l~~u~~~ ,:~ ":!A;$= "~~~~~~~~~~~~~~', -IT 'I: ; -.I :,: ',;.. WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emernencv Response Maintain an effective fire and medical emergency response system throughout the City. l Maintain fire apparatus, equipment and facilities at a high level of readiness. . Maintain an average response time of five minutes or less to priority one fire and medical calls for service. Traininq Provide all safety personnel appropriate training in order to enhance their personal safety as well as services provided to citizens. . Provide 20 hours of training to all shift personnel on a monthly basis. . Train personnel to meet individual and company performance standards. l Provide 24 hours of annual 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. B-60 PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection Engineering. PROGRAM ACTIVITIES: Enforcement and Enqineerinq Provide code enforcement occupancy inspections in existing public buildings and those under construction. . Provide training and administrative support for engine company code enforcement activities. . Conduct periodic fire inspections in commercial, industrial and multi-family residential buildings. . Perform code compliance reviews on construction plan submittals within 10 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. B-81 PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012235 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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 500-I 100 parcels for clearance. . Obtain City Council approval for abatement. . Mail notices to property owners. 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. B-82 PROGRAM: DISASTERPREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012240 I- I 1998-99 I 1999-2000 I 2000-01 I 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL MAINTENANCE & OPERATIONS j 22,82:I CAPITAL 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. Planninq Develop a strategic plan to improve Citywide emergency preparedness. . Reorganize emergency plan. . 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-Aqencv Coordination . Represent the interests of the City on the County Unified Disaster Council. SIGNIFICANT CHANGES: Budget increased to fund the creation of a City Hazard Mitigation Plan. B-83 B-84 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY MAINTENANCE & OPERATIONS CAPITAL OUTLAY Comm. Dev Building Admin.Geographic lnwection 5% Information ^^, 21% 5% 2% B-85 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 0 .‘:.a;aoj a.001 a.ool 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 respect for diversity. We enhance the health, safety, welfare, and the quality of life for people at all economic levels that live, work, or visit Carlsbad by providing for: . Development of high quality projects and public facilities. . Presentation of the local environment. . Diverse housing, employment and enrichment opportunities. . A strong and stable economic base PROGRAM ACTIVITIES: Coordination . Continue quarterly review of all interdepartmental goals and objectives. . Coordinate the activities of all Community Development Departments at the development-processing counter. . Provide support and direction to all Community Development Departments involved with achievement of the City’s Affordable Housing, Growth Management and Economic Development goals. Communication . Conduct periodic meetings and workshops to assist Community Development staff and various commissions in understanding the development process, and pertinent laws and regulations, . Encourage departmental and interdepartmental meetings that allow the Community Development staff to participate in problem identification and resolution. . Act as a liaison between community organizations and City staff in initiating and implementing programs, which provide social benefit to the local population. KEY GOALS FOR 2001-02: Top Qualitv Services Provide timely response to inquiries by knowledgeable staff; continue 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 by 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 for all others). . Manage relocation of Police training range. . Manage Phase II of Cole Library renovation project. B-86 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT PAGE TWO ACCT NO. 0013010 KEY GOALS FOR 2001-02 (Continued): Finance . Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or individual single-project permitting (depending on Council policy direction) for all City projects and selected high priority private projects, which have been identified by the City Council. . Reassemble the project design team and develop a revised schedule, undertake the remaining design, entitlement, financing, and construction activities necessary to complete the golf course project. Learning . Continue the Community Development Organizational Effectiveness Program, establishing new and innovative opportunities for involvement by employees at all levels of the organization, with an emphasis on enhanced training for supervisors and managers in conflict management and time management. SIGNIFICANT CHANGES: An upgrade of the Office Specialist I position from % time to full time is included in this budget to assist with the Document Management System (DMS) in Community Development. B-87 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING ACCT NO. 001321010013220 MAINTENANCE & OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: The Planning Departments 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: Implementation of General Plan . Ensure that all new planning programs and development projects comply with the General Plan. Review of Development Proiects . Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental ordinances. Update development standards as needed. Preparation of Special Studies and Policv Review . Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council and Planning Commission regarding policy matters related to planning and development in the City. Implementation of Growth Manaaement 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. . Implement the results of the Commercial Study. . Complete the Carlsbad Boulevard Realignment Study and the Commercial Study. . Continue to address issues relating to endangered species and implementation of the Habitat Management Plan. . Ensure timely processing/review of projects in the City. . Continue to review project processing procedures. . Assist in administering the Growth Management Program, including on-going monitoring of activities. B-88 PROGRAM: LAND USE PLANNING & PLANNING COMMISSION PAGE TWO FUND: GENERAL PROGRAM GROUP: PLANNING NUMBER OF PLANNING APPLICATIONS NUMBER OF PLANNING APPLICATIONS CONSIDERED BY PLANNING COMMISSION CONSIDERED BY CITY COUNCIL 70 60 50 40 30 20 10 0 ml998 q 81999 n 2000 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr Applications Considered by Planning Commission: Applications Considered by City Council: Using 1998 as a base year, 1999 reflected a 635% increase, while year 2000 activities were up only 228% over 1998. Administrative approvals of PIPS, Sign Permits/Programs, and Administrative Variances are not included in the above numbers. 1999/2000 administrative permit applications shared a slight increase over previous years with 243 in 1998,247 in 1999, and 257 in 2000. ACCT NO. 001321 O/O01 3220 Twenty-eight applications were forwarded to Council from the Planning Commission in 1998, 80 in 1999, and 14 in 2000. Key projects included the updated Housing Element and 2”d Redevelopment Area. KEY ACHIEVEMENTS FOR 2000-01: l Continued process for approval the Habitat Management Plan. l Completed the commercial study and initiated implementation of City Council policy decisions regarding the study. . Participated in the Integrated Transportation Program, related especially to traffic-calming and livable communities. . Initiated a training program for the Planning Commission. KEY DEPARTMENT GOALS FOR 2001-02: . . . . . . . . . Ensure top-quality services to our customers and citizens. Ensure that all development projects comply with City planning codes and policies. Continue to review all procedures and systems to ensure the timely processing of all applications, particularly ones that create economic opportunities. Provide strategic advice regarding land use and long-term planning in the City. 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. Continue working with the school districts in providing land use and long-term planning information to assist the districts in school location decisions. Enhance Planning Department information available on the web site. Continue the training program for the Planning Commission. B-99 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING PAGE THREE ACCT NO. 0013210/0013220 SIGNIFICANT CHANGES: Reclassify vacant Senior Office Specialist position to Management Analyst to provide additional administrative support. In addition, a Senior Planner and a half-time hourly Planner were added in order to meet the aggressive scheduling proposed in the Capital Improvement Program. B-90 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310 MAINTENANCE & OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: Svstem Develooment . 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 enable various City staff to use GIS technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public Works staff, using centralized GIS data and GIS software. Because of this increased use of GIS software, total service requests in FY2000 were reduced, before springing back in response to new user demand from Public Safety and Planning. Database Development . 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: FYI 999 FY2000 FY 2001 (Est.) Number of Service Requests: 245 200 285 KEY GOALS FOR 2001-02: . Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS technology. . Continue to reduce the cycle time between request and delivery of products/services. . Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIS. SIGNIFICANT CHANGES: Continue to implement software to allow direct access to spatial data from the various geographic information systems used by the City. B-91 PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510 MAINTENANCE & OPERATIONS 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 Policv . Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life and consider the fiscal needs of the City. Economic Resources . Identify resources, opportunities and areas of economic focus. 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. Real Estate Assets . Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real property. KEY ACHIEVEMENTS FOR 2000-01: . Completed Urban Entertainment Center report. . Completed Real Estate Asset inventory. KEY GOALS FOR 2001-02: . 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. . Coordinate acquisition of real property associated with City Council goals. SIGNIFICANT CHANGES: None. B-92 PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 1 .::;j‘,:: y ,‘o;so),,,-i..: .::;!i;g$4~:;:q*oq 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 reports associated with workloads. Customer service satisfaction levels for field inspections are also surveyed. KEY ACHIEVEMENTS FOR 2000-01: . Issued permits for approximately 1,900 dwelling units . Total value of all construction permits issued (assessed valuation contribution) over $500 million. . Conducted over 70,000 building inspections at a 95% next day service level. . Placed an internship employee and a contract employee in permanent positions with another jurisdiction. . 93% “Very Good” service ratings from 661 ratings for front counter, business licensing, housing and redevelopment, and field inspection customer comment cards. KEY GOALS FOR 2001-02: . Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement calls the next working day. . Continue to develop and implement an internship program for building inspectors. . Provide 80 hours of staff development training for each employee. SIGNIFICANT CHANGES: A part-time code enforcement officer position has been funded to keep up with the increase in complaints that are the result of our increasing population. B-93 PROGRAM: HOUSINGANDREDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 635,886 662,493 679,690 784,469 MAINTENANCE & OPERATIONS 4,780,894 4,892,309 4,820,925 6,950,096 CAPITAL OUTLAY 324,370 4,233,918 1,074,087 371,780 GRAND TOTAL 5,741,150 9,788,720 6,574,702 8,106,345 U~L~l~~~~~~~~~,~~~. ':j;i;;,"' : 1 1 ;f : 1 $ ,i;~iiii:i;i:i.~~i~~~~~~~~o~~o 'z@:;r: _:y ; ~~~~~/~~~~~~~~l~~S j:_ i:iaeii,iri;;i~~~~~~~~~~~~~~~~~~~~,::~,,,; MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing l Rental Assistance l Homebuyers Assistance l New Construction l Rehabilitation Enhancing Opportunities 0 Career Development . Plans . Innovation . Goals Promoting Business Development l Jobs l Sales Tax l New Products l State Funds Creatina a Community Spirit l Transportation l Education l Social Services l Family Self-Sufficiency Villane Vision 0 Creativity l Expansions . Revitalization . Beautification Increasing Revenues l Federal Funds l Property Tax Excellent Service B-94 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS VILLAGE AREA REDEVELOPMENTAGENCY HOUSING & REDEVELOPMENT ACCT NO. 6013410/6023412 PERSONNEL MAINTENANCE 8, OPERATIONS CAPITAL OUTLAY 1998-99) 1999-2000) 2000-01~ 2001-02) ACTUAL ACTUAL BUDGET BUDGET 164,869 180,914 175,200 153,410 1,940,678 1,902,452 1,364,945 1,693,712 0 1,702,949 280,235 13,160 2,105,547 3,786,315 1,820,380 1,860,282 ,Qj .:; _,__ ___li _i __l__ 1 ‘ j:;.,:z,..r.‘i:: j;;;’ “fl..;i )i , 5 ,~“.l!iir!12ill~ii~~l~., ;,. ,, ii ti _, ,q,gF, i:“iiv~?Jyy : :‘3 y&J : __j, _, , ‘,p&j :: i’y% ,J’ “‘l”““‘l%;i6 _;_ il.:, ,,: ;.,:;+ ;: 1 3: ii.... ..“. a.__:.. 1. ‘. &(-j 1,: ,,’ jil;_ilj’.&; :jj 3 :_i Q;OO _I,l : j i j ;_: ‘,;a’icsti ;;i.;.y;i;,’ ‘,: i+&) , >lljj MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implementation of the Carlsbad Villaue 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, Communitv Relations and Public Relations Proqram . Work with the Carlsbad Village Business Association and other business organizations to continue Community awareness and public relations activities on behalf of the Redevelopment Agency. . Continue implementation of the Village Beautification Program through coordination of maintenance efforts in the Village. . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail Station and surrounding properties. PERFORMANCE/WORKLOAD MEASURES: . Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects. . Process 10 sign permit applications. . Process 5 preliminary review applications. . Process 4 Facade/Signage Improvement Grants. . Facilitate the development of at least one “special opportunity project” identified in the Village Redevelopment Master Plan. KEY ACHIEVEMENTS FOR 2000-01 . Processed 17 redevelopment permit applications for improvements to existing structures or new construction projects. . Processed 9 sign permit applications. . Processed 7 preliminary review applications. . Processed 5 facade improvement and signage grants totaling $21,058. B-95 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS PAGE TWO VILLAGE AREA REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT ACCT NO. 601341018023412 KEY GOALS FOR 2001-02: Finance . Process redevelopment permits for all types of projects within the Village Area, which represent high-quality development or redevelopment of properties and buildings. . Eliminate blighting conditions and influences in the Village Redevelopment Area, specifically in the North State Street area, including existing conditions on North County Transit District (NCTD) property within the railroad right-of-way, and facilitate new private development through preparation and implementation of a redevelopment strategy for North State Street. Transportation . Continue implementation of the Village Area Parking Program, which supports public/private partnerships in financing the maintenance and construction of public parking lots in centralized areas and will encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist activities. . Develop a program to identify impediments (to full utilization) of all existing public parking lots and coordinate required improvements to eliminate any impediments. SIGNIFICANT CHANGES: Costs of Redevelopment Agency staff and general maintenance and operations were reallocated among the existing Village Redevelopment operations budget and a new South Carlsbad Coastal Redevelopment Area operations budget. B-96 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING VILLAGE AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCT NO. 8033420 MAINTENANCE & OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housina Proiect Processinu 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 /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 project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition of existing units and rehabilitation. . Participate in at least three (3) outreach programs, professional conferences and/or citizen and business groups on affordable housing. KEY GOALS FOR 2001-02: TOD Qualitv Services . Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing Ordinance. Finance . 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 jobs/housing balance within the Community. SIGNIFICANT CHANGES: None. B-97 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCT NO. 8103420 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 0 0 45,450 MAINTENANCE & OPERATIONS 0 0 0 318,649 I CAPITAL OUTLAY I 0 I 0 I 0 I 0 I MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area . Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize excess property for projects that provide both a private and public benefit. . Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could provide for public recreational facilities and/or development of cultural facilities or other public facilities. . Revitalize, redevelop and/or generally clean-up the Ponto Area. . Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCE/WORKLOAD MEASURES: . Establish a Citizens’ Advisory Committee to work with Staff on development of a Land Use Strategy and Master Plan for the South Carlsbad Coastal Redevelopment Area. . Hire required consultants to assist with development of the Land Use Strategy and Master Plan for the South Carlsbad Coastal Redevelopment Area. . Initiate development of a Master Plan for South Carlsbad Coastal Redevelopment Area, with assistance of private Consultants and a Citizens’ Advisory Committee. KEY GOALS FOR 2001-02: Qualitv of Life/Communitv Development . Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area. . Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area. SIGNIFICANT CHANGES: New Budget: Redevelopment Area adopted in July 2000. B-96 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCT NO. 8123420 MAINTENANCE 8, OPERATIONS CAPITAL OUTLAY MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Citv-Wide Affordable Housina Proarams . Affordable Housing Project Coordination for lnclusionary Housing Development. . Affordable Housing Education Activities. . Development of affordable housing programs. . Facilitation of development of new affordable housing projects. PERFORMANCE/WORKLOAD MEASURES: . Utilize low and moderate income housing funds to assist with the development and/or construction of at least one (1) new affordable housing project within the city limits of Carlsbad. . Develop Housing Plan for South Carlsbad Coastal Redevelopment Area. KEY GOALS FOR 2001-02: Qualitv of Life/Communitv Development . Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary Housing Ordinance. . Implement affordable housing programs, which serve to enhance the jobs/housing balance within the community. SIGNIFICANT CHANGES: New Budget: Redevelopment Area adopted in July 2000. B-99 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401/1903403 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 218,697 204,520 224,010 293,728 MAINTENANCE & OPERATIONS 2,458,640 2,627,547 2,917,579 4,432,506 CAPITAL OUTLAY 0 0 471 20,680 I I I GRAND TOTAL I 2,677,337 2,832,067 3,142,0601 4,746,914 r”lUu;;:T$W?q$&~~$I@lS ‘ , :gj: s , $$$ij*i:M’. ., ._ ‘,$ >+ >“: ‘_..> ‘ i __: i’l,ii3:l: - :r”%~!i:i:: aqT$t~~~ ii2g::$,,,; ; i ‘a! ‘!!~rlw’. ,d ,i< is:: _, ,__ : ‘,.‘3YEQ ,; i; : i ,,~; ;;jj a ,‘,‘,, ~*~aL~,~~Pi’~~ssi96~~ $i:il_; y i:‘;:i!i i,y;:i;;;jiti& ‘tl.aa :;;t;;; T:” ‘$yjr$;;:!f:4;3~. >l 1: ‘:~~O:OO 1 _’ : :__, b, _’ 0.G MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance . Provide federal funding to subsidize rents for 628 extremely-low and very-low income households. . Assist low-income households in the community to access rental housing that is decent, safe and sanitary. l Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad Administrative Plan, and the Public Housing Agency (PHA) Plan. . Achieve and maintain a lease rate that effectively utilizes funding allocation. Familv Self-Sufficiencv . Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic independence from welfare. . Assist families in identifying barriers to becoming self-sufficient. . Provide guidance to the family to establish a five-year goal and plan. . Coordinate needed support services and act as an advocate on behalf of the client, Communitv Ooportunities Proaram . Collaborative effort among several local housing agencies. . Provide education and guidance to rental assistance participants to reach personal goals and career objectives, emphasizing housing opportunities in neighborhoods of choice. . Participate in ongoing implementation of program changes and marketing of the program to participants and owners in Carlsbad. PERFORMANCE/WORKLOAD 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: Received an additional 75 vouchers targeted for non-elderly persons with disabilities. B-l 00 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 103,183 129,701 122,450 129,260 MAINTENANCE & OPERATIONS 49,845 29,577 164,948 117,091 CAPITAL OUTLAY 0 328,340 85 7,520 GRAND TOTAL 153,028 487,618 287,483 253,871 ~~~~Tl,~~~~~~~~~~s~:~:~: “#?r’; :;; ili?lti~!l.!is;~r~~~~ zy;gs Icllililsl~~:i3:s;i 5 .__ __I ,: ; qj; !iil~btgtnZllJr”~~~~~~~~~~~~~4~ __.I ., ., Mo~~~il.i;,:i-‘:l::i-i‘i-,r.:,d,oo .~,,~~l.,.~~~~~.bb ii:; i~j,,,~,:i~;j,,;-,i~~~~~~f’i:,.;::” :’ i wl”‘f&; yl@ j j” j 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). . Lease-to-Own Program . Provide staff support to the Housing Commission. . Participate in the San Diego Regional Housing Task Force Affordable Housino Financial Assistance . Negotiate and prepare financial assistance and loan documents for construction of single and multi-family affordable housing projects. lnclusionarv Housina . Implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance. . Negotiate and prepare affordable housing agreements. . Monitor the development and operation of affordable housing developments. EST. EST. WORKLOAD STATISTICS: 98-99 99-00 oo-01 01-02 . Affordable Housing Units Approved: 429 units 26 units 36 units 286 units . Affordable Housing Units Construction Starts: 326 units 97 units 92 units 182 units . Financial Assistance to Affordable Housing Projects: $150,000 $2,216,000 $1,135,000 !$2,860,000 KEY GOALS FOR 2001-02: Learninq 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 None. B-101 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/ 3917000 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 102,596 99,150 100,490 99,297 MAINTENANCE & OPERATIONS 303,138 300,489 309,019 311,261 CAPITAL OUTLAY 324,370 156,655 793,221 327,130 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Communitv Development Block Grant Proqram . Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identify activities to be included in the consolidated funding plan for the CDBG Program. . Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) for approval. . Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding. . Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met. . Prepare consolidated annual performance and evaluation report for review and approval by City Council and HUD. Residential Rehabilitation Prooram . Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by low and moderate-income families or individuals. PERFORMANCE MEASURES: . Hold four (4) 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 through the CDBG Program. . Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue receiving CDBG funds. . Assist in providing grants and/or loans to at least four (4) low to moderate-income families or individuals to rehabilitate their homes. KEY ACHIEVEMENTS FOR 2000-01 . Prepared 2000-05 Consolidated Plan for CDBG Program; this was adopted by the City Council and approved by the US. Department of Housing and Urban Development. . Improvement projects were started and/or completed on facilities for the Boys & Girls Club of Carlsbad and Lifeline Community Services. KEY GOAL FOR 2001-02: TOR Qualitv Services . Provide timely responses that result in high customer satisfaction. SIGNIFICANT CHANGES: None. B-102 PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY Seniors 6% Recreation 31% Cultural Arts 6% B-103 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 2,335,576 2,907,768 3,989,977 4,482,297 MAINTENANCE & OPERATIONS I,254083 1,571,982 3,102,748 3,583,723 CAPITAL OUTLAY 27,785 69,736 3,000 0 GRAND TOTAL 3,617,444 4,549,486 7,095,725 8,066,020 iTUk& TIME. PU$Tl$?NS __. ,.. 1 : .f( ““‘?‘“$q?&y$j @&;d& : ‘:i ;’ 40,p$ “_ “: ;;ly :: 1”” v&jl ;f5 ’ : ; il’ ;y;! ; :; &A$ ~@;Rj??/@E:p;f@~~NS .:f):‘j ‘I i __ _: j’:__ __ ,: .#pJj ,;;t,;,li& I.$jj’li. :_. .;62,88 : <, (i_s,l ye; :)j_: : :_,_; :<. 73.58 69.50 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 ACHIEVEMENTS FOR 2000-01: Ensure the Effective and Efficient Deliverv of ToD-Qualitv Services to our Communitv . Implemented Sunday hours of I:00 - 5:00 p.m. at both the Dove and Cole Libraries. . Completed a Library user survey to assess customer satisfaction at all three Library facilities. . Completed the interior and exterior renovations at the Cole Library. . Continued to provide a wide variety of lectures, concerts and other programs for the entire community’s enjoyment. . Completed the development of the Library and Arts Cultural Plan. . Provided the Library catalog online and linked it to the City’s Internet and lntranet sites, DeWkID and Implement Proactive Strateaies to Ensure the Financial Health of the Communitv and the City . Continued development and support of the Carlsbad Library Foundation. . Continued support of the Friends of the Library efforts to increase hours of operation of the bookstore. Enhance Educational Opportunities and School Facilities for all Seaments of the Communitv . Updated the Library’s disaster plan. . Promoted the Library’s reading programs throughout local school districts. . Continued to provide and promote computer literacy throughout the community. . Coordinated with local school districts and other local agencies on the development of an annual educational faire at the Dove Library. . Continued to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. . Developed a self-guided tour brochure to provide photos and information on sites of historic interest in Carlsbad. . Participated in the planning and development of the Carlsbad Citizen’s Academy; teaching members of the community about how the City organization operates. KEY GOALS FOR 2001-02: Top-Qualitv Services . Continue to provide full service at both library facilities on Sundays from I:00 - 5:00 p.m. . Continue the development of a fully networked historical photo database. . Complete the development and implementation of the Library and Arts Cultural Plan. B-104 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY PAGE TWO SUMMARY KEY GOALS FOR 2001-02 (Continued) . Provide lectures, concerts and other programs for the entire community’s enjoyment. . Begin the process of selecting a new automated system. Finance . Continue to develop the Carlsbad Library Foundation. . Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore. Learninq . Participate in district-wide orientation programs for teachers as well as monthly school-based teacher meetings. . Coordinate with local school districts on the development of a brochure for teachers outlining services and resources the library can provide to students. . Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. . Promote the library’s reading programs throughout local school districts. . Continue to provide and promote computer literacy throughout the Community. B-105 PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 001401010014015-1610014035 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL I,21 5,964 385,564 1 ,I 75,806 1,246,424 MAINTENANCE & OPERATIONS 480,854 217,661 560,443 660,705 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL 1,696,818 603,225 1,736,249 1,907,129 .~~~~;~~~~~~~~~~s~ 1:; wi!. !3!_!*pi _’ ; ,; ;;: _! ,” ~“~“~‘~:“~l’@$&j ~~!~~~i!r;iai~~~~~~~~~~~~~? ‘. :,..- -: I _’ j >if@@ @4!,@,C ,‘1T1:1$j,;75 l: ‘)I 3 :$ : 2 i 2;: I“y;i$i I .:$_y 8,) ‘i($ &glt, I ‘t L I ~,Yl II ,, ~~~~~~~~~~~~~~~~~s, b ;i::;:;-1: -,;.-g, “:k : ::‘!,;;:2pp$ I::,, f,;,:_; ,::.,.c, ~.;,#&~ “;$ j : i’i:is,iiI;i’j.iis~~~.i:~i;l:i a; ‘$ ;g&$&~ ~zT$,;$sp,3,iil’ 4 ’ $l’ ” The Cole Library provides services for North Carlsbad. These services include print and non-print materials, reference services, genealogy and local history, special programs for children, and monthly changes in exhibits and displays. PROGRAM ACTIVITIES: Reference . Assist patrons in using the library, answer reference questions, reserve specific titles, and request materials from other libraries. Circulation . Circulate print and non-print materials to children and adults, handle patron registration, collect fees and tines, and track overdue items. Proaramming . Plan, schedule and develop programs for adults and children. Conduct classroom visits and tours for children and offer computer and Internet classes for adults. COk32tiOn DeVelODfYIerIt . Evaluate the Cole Library collection and select print and non-print materials. Librarv Manaaement . Manage Cole Library, staff, volunteers, collection, and facility. Maintain awareness of the community. PERFORMANCE OBJECTIVES: . 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. . Respond to the needs of the community. SIGNIFICANT CHANGES: Utility costs at both libraries have increased substantially due to higher rates. B-106 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014069-4095 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Dove Library, located in South Carlsbad, opened in September 1999. Services include print and non-print materials, reference services, computer labs for adults and children, special programs, an art gallery, the Friends of the Library bookstore, as well as an auditorium and meeting room. 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 records. . Manage programs, exhibits 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 historical tour. Circulation The circulation division registers library patrons as library members and Internet users and also provides services to the Homebound Program and participates in the Braille Machine Exchange Program. Circulation staff checks in and out materials, sorts and shelves library materials and repairs all audio-visual materials for the Carlsbad City Library. . Register library patrons and Internet users; check out and in, renew, reserve, sort, and shelve library materials; process and mail overdue, collection and reserve notices; collect fines and fees; rent audio-visual equipment; and answer the renewal line. . Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de Carlsbad, Brighton Gardens, and Carlsbad-by-the-Sea. . Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; exchange and provide repair for malfunctioning machines. Reference Reference Librarians assist the public with information needs, provide instruction in the use of resources and perform research for local business, government, and the public. Reference support staff 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 replacement materials, and facilitate book discussions. . 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 in the lab and the job and career center. B-107 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 0014069-4095 PROGRAM ACTIVITIES (Continued): Children’s The Children’s Division serves children from toddler through high school 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 over-the-telephone questions, provide reader’s 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 our collection due to the rapid population growth in the community. . Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage creativity. Cooperative programs with the Centro de Informacibn provide multi-cultural experiences. SIGNIFICANT CHANGES: . 2.5 part-time FTE in various positions have been converted to one full-time librarian and two three-quarter time Circulation Supervisors in order to provide higher levels of customer service and more efficient use of staff time. . Utility costs at both libraries have increased substantially due to higher rates. B-l 08 PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014025 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 49,975 64,993 85,454 125,548 MAINTENANCE & OPERATIONS 412 2,949 10,515 7,940 CAPITAL OUTLAY 0 19,715 0 0 I I GRAND TOTAL 50,387 87,6571 95,9691 133,488 ~~~~~~1~~~~~1~~~~s~~ 3 j_i;_ ! ::l:.j;:lj;:,,, ~~~~~sl~?N~ ;’ %3:;; : 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 20,000 volume collection, 8,000 microfilm rolls, 120,000 microfiche, and 100 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 history staff respond to in- person and telephone reference requests; provide individual patrons with general introduction to the collection: provide instruction on the use of OPAC and other finding aids, instruction on the use of various equipment including personal computers, microfilm/fiche readers and printers. 1997-98 1998-99 2000-O 1 1999-00’ Reference Questions: 14,737 15,741 4,958 20,000 Computer Users: 1,411 2,323 854 2,000 In-House Usage: 5,136 22,868 9,068 60,000 Collection DeveloDment Activities . The staff participate in the Library’s collection development/acquisitions by completing catalog checks, preparing order slips, receiving ordered items, preparing items to send to Technical Services, and receiving and shelving items from Technical Services. 1997-98 1998-99 2000-01 1999-00’ Items Added: 626 666 600 1,000 Coordination with NSDCGS . The North San Diego County Genealogical Society (NSDCGS) has been a support group for this collection for 20 years. The division works with and assists the Society in fund-raising for the acquisition of materials for the collection and in instructional programs. 1998 1999 2ooo’ 2001 Programs: 40 41 45 51 * The Genealogy/Local History Section was closed September 1999 through April 2000 for the Cole Library remodel SIGNIFICANT CHANGES: The conversion of a part-time Librarian to a full-time Senior Librarian to supervise the Division. B-109 PROGRAM: CENTRO DE INFORMAClbN FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014030 MAINTENANCE 8, OPERATIONS WORK PROGRAM: The Centro de Information meets the information needs of Spanish-speaking adults and children in Carlsbad. Bilingual staff introduces residents to library services, which include Spanish-language print and non-print, bilingual story hours for children and information and referral services. The Centro de Information staff is actively involved in the community and work in partnership with schools, community agencies and other City departments to meet the needs of our diverse community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Outreach . The Centro de Information is an active 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. 1996-97 1997-98 Individual Patron Visits: 24,006 24,250 Proaramming . The Centro de Information responds to community information and educational needs by providing a variety of adult and children’s 1996-97 1997-98 Program Attendance: 3,922 3,721 1998-99 1999-00 21,584 20,300 1998-99 1999-00 3,700 3,496 programs. SIGNIFICANT CHANGES: None. B-110 PROGRAM: TECHNICAL SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014040 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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: Processing . Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and re-binding. 1996-97 1997-98 1998-99 1999-00 Items Cataloged and Processed: 18,901 17,908 22,889 24,581 Items Handled for Binding: 1,624 1,707 1,695 1,561 Database Maintenance . Adds new items to the on-line database and deletes information of lost or discarded materials. 1996-97 1997-98 1998-99 1999-00 Items Added to Database: 18,901 17,908 22,889 24,581 Items Withdrawn: 13,843 16,059 18,261 12,550 PERFORMANCE OBJECTIVES: Circulation Svstem and On-Line Catalog . Operates the library’s INLEX 3000 System, including all software-related activities, writes instructions, and trains staff on new features. . Ensure system availability at least 99 percent of the hours the library is open. . Conduct four training sessions for staff following installation of new DRA and INLEX software. SIGNIFICANT CHANGES: Additional funding has been included to replace the library’s outdated automation system. B-111 ROGRAM: COLLECTION DEVELOPMENT & ACQUISITIONS FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. 0014045114540101 145401111454095 PERSONNEL MAINTENANCE & OPERATIONS MAINTENANCE & OPERATIONS CAPITAL OUTLAY CAPITAL OUTLAY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET 115,551 129,523 134,052 149,904 558,368 720,602 1,017,128 881,680 27,785 40,509 3,000 0 GENERAL FUND 431,971 508,859 674,3 11 972,784 PLF GRANT FUNDING 32,052 147,548 224,000 0 CLSA GRANT FUNDING 160,135 137,796 184,303 0 AUDIO VISUAL INSURANCE FUND 67,647 39,174 0 0 OTHER SPECIAL REVENUE 9.899 57.257 71.566 58.800 ITOTAL FUNDING I 701,7041 890,634l 1,154,1801 1,031,5841 WORK PROGRAM: Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Planning . Develop plans for the collection of Materials. Budoeting . Prepare division and library-wide materials budgets: monitor expenditures for department and materials. . Complete revision of materials collection statements for major subject areas at all facilities. . Track material accounts by major subjects. . Track vendor discounts. Coordinate Selection of Materials . Coordinate selection and ordering of print and non-print materials. . Coordinate selection and ordering of at least 16,000 new print and non-print materials. . Continue purchase of materials from Capital fund for new library and for Cole Library. SIGNIFICANT CHANGES: Effective this year, the CLSA and PLF Funds’ revenues and expenditures have been incorporated into the General fund-Library Collections program. B-112 PROGRAM: FUND: PROGRAM GROUP: MEDIA SERVICES GENERAL LIBRARY ACCT NO. 0014050 MAINTENANCE & OPERATIONS CAPITAL OUTLAY IH~~R~~~~E~P~S~~IQNS’. _Ij:i_ ,__ , I ,, ,, :_, , :‘_~:“G ,;‘lli:l;i;l,l,.:I,i~:~~~l~:,~ ;:‘:‘$#$&l’; ,i,’ ‘.3,5o, ,j:_ _:(_:;j t,$2f~!:I>::t’:~l,: j _ : : ,; 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 technical support for City and community organizations using these facilities. Services include presentation technology support, video and cable television program production. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Proarammina Manaaement . Implement “Meeting Facility Use Policies and Procedures.” Maintain and analyze the service delivery system. Monitor work flow, perform ongoing fee collections and processing, and provide comprehensive reports. Provide staff training; assign and supervise part-time support staff. Provide two bi-annual comprehensive reports including inquiries, bookings, income generated and analysis, and recommendations for service improvements. Media Production Develooment . Produce video, photographic and audio media programs featuring such locally significant information as: South Carlsbad City Council and Quadrant Meeting cablecasts, library special events, City community programs, documentation of capital improvement projects, growth and development. Develop programming content plan, facilitate planning, and produce media materials accordingly. Prepare and submit grant applications to help underwrite production expenses for a series. lmaae Research & DeVelODrIWIt . Maintain an indexed City image storage and retrieval system for slides, prints, negatives, video, audio, etc. (28,000 slides and 8,000 prints). Continue migration towards conversion to digitized photographic processes with eventual computerized storage, retrieval and circulation systems, and integrate systems into network. Refine image database and WEB component. Catalog, label and package new images as determined by work order requests. Input photo catalog images and descriptions into database. SIGNIFICANT CHANGES: Creation of the full-time Office Specialist II is made possible by the conversion of existing part-time positions. This will provide for consistent quality service delivery without the need for repeated and extensive ongoing training of short-term employees. B-113 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014055 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Adult Learning Program is the library’s adult literacy service. The program provides free, multi-dimensional learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong learning and decision-making. The program provides literacy services that support positive self-esteem and the application of traditional and technology-based literacy skills in daily life, at work and in the Community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Literacv Skill DeVelODrIWIt . The program provides a variety of learning experiences including one-to-one tutoring, computer-assisted instruction and small-group study. These varieties of learning experiences are appropriate for each adult learner’s individual potential and skill needs in basic reading, writing, math, critical thinking, and general knowledge. 1996-97 1997-98 1998-99 1999-00 Learners Studying: 155 143 127 132 Volunteer Tutors Instructing: 126 102 102 84 Instructional Hours Completed: 5,306 4,735 5,434 6,411 SIGNIFICANT CHANGES: Replace obsolete curriculum with core curriculum compatible with current computer standards. B-114 PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 236,900 288,791 385,639 408,633 0 0 0 0 MAINTENANCE & OPERATIONS 151,838 255,154 407,293 380,129 0 0 0 0 CAPITAL OUTLAY 64,677 32,269 72,874 3,800 PROGRAM DESCRIPTION: The Arts Office builds a sense of community by advancing the arts through educational, support services and programs, which reach out to the community to develop cooperative relationships. These relationships provide meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design where arts have a significant presence, thereby enriching the lives of all Carlsbad residents. KEY ACHIEVEMENTS FOR 2000-01: . Produced 66 events attracting 51,000 people. . Managed the William D. Cannon Art Gallery with a series of exceptional exhibits attracting 20,000 people. . Created a model Arts Education Program for gallery exhibitions that served and provided 2,500 Carlsbad students with classroom lesson workbooks, guided exhibit tours and creative workshops. . Significantly increased fundraising for gallery operations and arts education while sustaining levels of fundraising for all other Arts Office programs ($146,000 for FY 2000/2001). . Funded 85 performances, exhibits and special projects by organizations and schools in Carlsbad serving 20,000 people through the Community Grants Program. . Provided information services via the City and CONVIS web sites, direct mail, telephone, information line, distributed programs/newsletters/brochures, and displays at City facilities. KEY GOALS FOR 2001-02: TOD Quality Services . Conduct a community-wide cultural plan in partnership with the Library. . Generate sponsorship programs, fund-raising activities and collaborative projects. . Promote, train and utilize volunteers and artists in providing services. Learninq . Continue to implement arts education community/school long-range planning with all school districts serving Carlsbad. . 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 adults. B-115 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS CULTURAL ARTS ACCT NO. 0014062/0014065/ 0014068/l 4740101 1474020 I I 1998-99 1 1999-20001 2000-01~ 2001-02~ PERSONNEL ACTUAL ACTUAL BUDGET BUDGET 229,168 280,177 374,939 396,278 MAINTENANCE & OPERATIONS 139,170 231,332 374,097 350,289 CAPITAL OUTLAY 62,707 32,269 72,874 3,800 GENERAL FUND 364,499 489,912 688,288 648,882 ARTS FUNDING 66,546 53,866 133,622 101,485 TOTAL FUNDING 431.045 543.778 821.910 750.367 WORK PROGRAM: Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance educational opportunities for all segments of the community. PROGRAM ACTIVITIES: Volunteers . Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts organization and gallery docents and attendants. Proqrams . Produce eleven jazz concerts in the parks. . Offer educational programs and classes on arts and culture for children and adults. . Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. . Offer four weeks of summer arts camp and two weeks of Club Pelican. Information . Produce a monthly calendar/newsletter. . Produce Arts Brag, an arts education newsletter. . Arts Info Line for up-to-date information. . Provide information, opportunities and resources to artists, citizens and the press. . Provide educational information on all gallery exhibitions and printed materials for exhibitions. . Offer arts information on the City’s Internet site. Planning . Develop a community cultural plan in partnership with the Carlsbad City Library. . Assess short and long-range community needs for facilities and resources. B-116 PROGRAM: ARTS OFFICE FUND: GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS PROGRAM GROUP: CULTURAL ARTS PAGE TWO ACCT NO. 0014062/00140651 0014068/l 4740101 1474020 KEY GOALS FOR 2001-02: Top Qualitv Services l Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and “By Kids, for Kids.” l Serve on Chamber of Commerce Arts Education Committee. . Implement arts education long-range plan with Carlsbad and Encinitas school districts. l Offer programming and resources. . Develop and strengthen arts organizations and provide cultural opportunities with grant allocations. l Offer a grant initiative program to celebrate neighborhoods through the arts. . Generate sponsorship and fund-raising activities for the Gallery and Arts Office Programs. . Submit grant applications to State and Federal funding agencies when appropriate. . Produce a jazz program. . Assist arts associates with fund-raising efforts. . Serve on Library Foundation Board. Qualitv of Life/Communitv Development . Operate the Cannon Art Gallery with six (6) exhibitions per year and a full complement of associated programs. . Operate the Sculpture Garden with one (1) exhibition per year. WORKLOAD MEASURES: Delivers of Top-Qualitv Services Arts Office Events/Attendance Community Grants/Applications/Budget Community Grant Awards/Activities New Initiatives Grant/Budget 1997-98 1998-99 43/30,000 44/35,000 12/$16,000 21/$18,000 1 o/75 141120 1999-00 49136,000 20/l 8,000 12/76 2000-01 66151,000 18/l 9,000 16185 l/5,000 Educational Opportunities - Information Services 1997-98 1998-99 1999-00 2000-01 Newsletters (Issues/Distribution) 12/42,000 12148,000 12/50,000 12/50,000 Special Publications (Per Year/Distribution) 9/l 9,000 11/24,000 17186,000 48160,000 Arts Info Line Calls (Monthly) 220 240 240 240 ConVis Arts Office Web Site Hits (Weekly) 348 400 Diverse Economic Opportunities Grants and Contributions Earned Income In-kind Contributions 1997-98 1998-99 $69,000 $74,000 13,800 23,500 1999-00 $89,050 14,500 43,000 2000-01 $181,200 22,000 84,000 SIGNIFICANT CHANGES: None. B-117 PROGRAM: SISTER CITY FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406611464010 I I 1998-991 1999-2000~ 2000-011 2001-02~ ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 0 2,425 2,655 MAINTENANCE & OPERATIONS 4,927 5,842 12,834 9,790 CAPITAL OUTLAY 0 0 0 0 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic. PROGRAM ACTIVITIES: Coordinate Sister Citv Proaram l Arrange, host and conduct visits by one (1) student delegation and others as needed. l Coordinate ongoing cultural and educational exchange projects. Activelv Pursue the Contribution of Funds for the Sister Citv Prooram. l Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such programs. SIGNIFICANT CHANGES: None. B-118 PROGRAM: SPECIAL EVENTS FUND: SPECIAL REVENUE FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 7,732 8,614 8,275 9,700 MAINTENANCE 8, OPERATIONS 7,741 17,980 20,362 20,050 WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Continue Performina Arts Proaramming . 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 Pursue the Contribution of Gifts and Funds for the Arts . Submit request for County Community Enhancement funds and Transient Occupancy Tax (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 10 jazz concerts in four parks with an attendance total of 32,000. . Raised over $25,000 in fundraising contributions. l San Diego County TOT funding increased 100% (to $2,000) SIGNIFICANT CHANGES: None. B-119 PROGRAM: RECREATION FUND: GENERAL PROGRAM GROUP: RECREATION SUMMARY MAINTENANCE & OPERATIONS CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of current recreation programs and senior activities including youth and adult sports, special events, instructional classes, facility rentals, aquatics, nutrition, and transportation programs. Staff resources also support the Parks & 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 ACHIEVEMENTS FOR 2000-01: . Prepared and processed Zone 19 Park Master Plan including community outreach and Council approval. . Prepared an interim use strategy for the Pine School property and facilities that is currently under review by the City Council. . Initiated Phase 2 of the Carrillo Ranch Community Park. . Processed the development of a strategic plan for the Recreation Department, including extensive survey of the Carlsbad population concerning the recreation and park facilities available to them. . Continued to enhance the Opportunity Grants Scholarship Program to over 50 community children, which afforded them the opportunity to participate in recreation programs they would not otherwise be able to enjoy. . Completed Cole Library re-landscaping. KEY GOALS FOR 2001-02: Top Qualitv Services . Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction. . 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 (CIP) 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 as Zone 19 Park, Carrillo Ranch Phase 2, Pine School, Larwin Park, and the Stay-N-Play Program. . Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation. . Complete and begin implementation of the Recreation Department Strategic Plan. Finance . 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, and the body surfing contest. B-l 20 PROGRAM: RECREATION FUND: GENERAL PROGRAM GROUP: RECREATION PAGE TWO SUMMARY KEY GOALS FOR 2001-02 (Continued): . Prepare marketing packet promoting Carlsbad’s public/private facilities and distribute to prospective user groups. . Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e., special events, youth and adult sports, educational classes, aquatic programs, day-trippers, and lagoon permits. Learning . Prepare monthly agendas for Parks and Recreation, and senior commissions that address relevant issues and inspire community involvement. . Continually monitor the Citywide interactive web page to display current recreation opportunities over the Internet. . Provide a wide variety of instructional classes for all ages and promote educational classes through distribution of the Carlsbad Community Services and Recreation Guide three times per year. . Provide and encourage a variety of professional training opportunities to all staff members. . Create cross-training opportunities within the Recreation Department and across major service areas where feasible. . Provide the necessary tools required for employees to perform effectively. . Maintain an active role in supporting areas of mutual benefit between City and school districts, i.e., Joint Use Agreements for use and maintenance of activity playfields and Community Swim Complex. Qualitv of LifelCommunitv Development . Monitor and annually report on the status of the parks performance standard of the Growth Management Plan. Open Spacenrails . Assist in the processing of a Citywide trail master plan for Council consideration to ultimately develop a Citywide trails program. . Support and assist where possible the volunteer trails development program. Parks . Process the Zone 19 Park Master Plan through appropriate review and initiate the development of plans, specifications and bidding process. . Initiate and monitor Phase II development of Carrillo Ranch. . Prepare and process master plan for development of Larwin Park. . Initiate the master planning process for Alga Norte Park. . Implement Council direction relative to the future use of the Pine School site. . Identify and evaluate potential sites for acquisition of 1 O-l 5 acres of park property in the northeast quadrant. . Continue to evaluate development strategies for the Zone 5 corridor industrial recreation park site. B-121 PROGRAM: FUND: PROGRAM GROUP: PARK PLANNING & RECREATION MANAGEMENT GENERAL FUND COMMUNITY SERVICES ACCT NO. 001451010014545 I I 1998-99) 1999-2000) 2000-01~ 2001-021 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 350,776 358,017 414,066 528,913 MAINTENANCE & OPERATIONS 104,377 195,066 277,435 386,852 CAPITAL OUTLAY 0 20,811 7,350 50,000 GRAND TOTAL 455,153 573,894 698,851 965,765 FlllL ‘__ !I’$ ..., ,. __,.. _:;, i ,. ‘j”:‘:::?j*r il”~~?’ :“‘;i ., i I > :y,:,:_ :, i ., ii;:’ ; -,.1.: ‘.“““‘l.“.‘!ii~~~~~,~~~;g8 ,~ ; “_ ‘_1? “!::);ii:.j*, ” _;_ A60 :j:.:,_::: ,, ,i,‘,‘i,:;&og HQ&i&y&y(E ~~tJSlyg)& ,rlr:!,,rli:ij::!:.,:: ; j o;g8 : 3 ,’ :‘:\ 3 .,j ..i’a’iq& 1:; ;;;;j: ‘;,*;!;&$j 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 top-quality park facilities and recreation programs are developed and sustained for the benefit of those who live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Parks and Recreation Commission This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to implement the intent of the Parks and Recreation Element of the General Plan and advise the City Council on associated matters. . Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues, encourage public input and foster public education on matters of parks and recreation and other associated civic matters. . Implement and/or process recommendations by the Commission for City Council consideration. . Provide staff support to committees of the Commission which require more detailed review of issues relating to park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines. . Conduct Commission workshops to improve the expertise and effectiveness of the Commission. Administrative Services Provide the required administrative support to a division with 26 full-time positions and 40 hourly/full-time equivalent positions, which operate with a budget of approximately 3.6 million. . Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget administration for expenditures and revenue generation. . Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted. Provide on-going support to management, general and part-time employees. Implement the services of contractual employees. . Complete and implement the strategic planning process for the Recreation Department. . Implement a customer service training and orientation program for all new department employees B-l 22 PROGRAM: FUND: PROGRAM GROUP: PARK PLANNING PAGE TWO & RECREATION MANAGEMENT GENERAL FUND COMMUNITY SERVICES ACCT NO. 001451010014545 PROGRAM ACTIVITIES (Continued): Park Acquisition, Planninu and/or Develooment 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. . Implement Phase II of the Carrillo Ranch Master Plan. . Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park development projects. . Initiate the park planning process for the newly acquired industrial park site and the Pine School property. Facilitate the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. . Provide staff support for the development of the municipal golf course. . Process the Zone 19 Park Site Master Plan. . Initiate the Alga Norte park master plan process. Recreation Programs Manage the implementation, performance and adequacies of recreation programs. . Provide a wide variety of recreation programs and special events for all segments of the population who live, work and/or play in Carlsbad. . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. . Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. . Prepare and distribute the Community Services & Recreation Guide three (3) times per year. . Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: Two (2) Park Planners have been added to assist with trails and park projects. B-l 23 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014515.0014521-28 MAINTENANCE & OPERATIONS WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing self-sustaining fee-supported programs for all segments of the population including those that live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth day camps, and after school programs. The fee-supported division provides year around recreational programs for all ages, preschool to seniors, including program design, planning, implementation and evaluation. . Review proposals and negotiate contracts with . Conduct fee market studies on an ongoing basis. instructors. l Coordinate with school districts for youth and teen . Schedule facilities for programs. programming. . Prepare and distribute marketing materials. . Recruit, train and reward volunteers. . Evaluate programs and analyze data on an ongoing l Generate program sponsors. basis. . Utilize sports professionals to enhance program . Prepare financial and revenue reports. quality. . Research and implement program opportunities. . Provide scholarships for Carlsbad resident youths. WORKLOAD MEASURES: Estimate 1999-00 2000-01 Enrichment Classes Conducted 1,500 1,650 Enrolled 16,600 16,600 Revenue $429,650 460,000 DavtriDDers Trips Conducted 40 41 Participants 884 900 Revenue $46,113 47,000 Ezz Participants 45 53 654 1,020 Revenue $47,593 62,800 Projected 2001-02 1,650 16,600 470,000 41 920 47,600 63 1,210 72.000 Youth SDOItS Teams Participants Spectators Revenue Adult SD0l-k Teams Participants Spectators Revenue 1999-00 90 62 75 1,550 1,000 1,200 17,000 12,000 15,000 $54,040 60,000 65,000 238 320 325 3,100 4,900 5,000 21,000 30,000 30,000 $78,370 82,000 85,000 Estimate Projected 2000-01 2001-02 B-l 24 PROGRAM: FUND: PROGRAM GROUP: 1998-99 Preschool Classes Conducted 166 Enrolled 1,853 Revenue $85,700 Fields Maintained 14 Estimate Projected 1999-00 2000-01 166 167 1,900 1,900 111,100 117,770 14 14 Stav ‘n’ Plav Weeks Participants Revenue 30 30 30 725 900 900 $1,000 $1,500 $1,500 RECREATION FEE SUPPORTED PAGE TWO GENERAL RECREATION ACCT NO. 0014515,0014521-28 1998-99 Special Events Events Participants Revenue 8 9 9 15,560 23,030 28,250 $60,540 64,000 69,000 Communitv Volunteers Volunteers 1,410 Hours 9.570 Kids Camp Camps Participants Revenue 11 12 12 990 1,020 1,050 $83,000 $90,500 $95,500 Estimate Projected 2000-01 1999-00 1,460 1,460 9,600 9,600 KEY GOALS FOR 2001-02: TOD Qualitv Services . Conduct customer service training for all staff to broaden their knowledge and improve service delivery. . Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. Finance . Recruit, train and recognize volunteers through an annual awards program in order to improve service quality and reduce program costs. . Recruit and maintain program sponsors to promote local businesses and reduce operational costs. . Provide a wide variety of revenue generating quality recreation opportunities, which support local businesses and enhance transient occupancy taxes (TOT) and sales tax opportunities. l Promote cooperative fundraising projects like “Clean Sweep” to provide volunteer assistance in the Community and raise funds for scholarship programs. Leaminq . Collaborate with school districts to provide City and school facilities for youth programs including teen dances, Stay ‘N’ Play and Grad Nite. . Promote educational classes and programs for the community through the Community Services brochure. . Provide skateboard safety education classes at skateboard facility. . Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. SIGNIFICANT CHANGES: None. B-125 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 243,457 277,994 281,124 287,249 MAINTENANCE & OPERATIONS 91,319 113,411 122,793 147,236 CAPITAL OUTLAY 27,822 12,677 132,800 78,600 WORK PROGRAM: The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers comprehensive instruction and training, competition and recreational swimming to all segments of the population who live, work, and/or play in Carlsbad. PROGRAM ACTIVITIES: Lessons/Training Provide instruction in general aquatic, swimming and diving skills for all ages and abilities; provide education and training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County certification/training site for men and women wishing to qualify 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 1999-00 Estimate 2000-01 Projected 2001-02 Instructional Lessons Lane/Hours Classes Conducted Registered Resident Registered Non-Resident Revenue 2,354 2,300 2,300 233 233 233 1,422 1,535 1,535 $39,5E $40.0;: Carlsbad Hiah School P.E. Lane/Hours Participation 843 840 840 2,350 2,300 2,300 Recreation and Lao Swim Lane/Hours Daily Admissions l Youth l Adult l Season Pass Administration l Revenue 19,318 19,000 19,000 5,818 5,500 5,500 7,135 7,005 7,005 16,149 17,000 17,100 $57,752 $55,500 $55,500 B-126 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION WORKLOAD STATISTICS (Continued): Carlsbad Swim Masters Lane/Hours Participation Revenue Aauatic Exercise Lane/Hours Participation Revenue Carlsbad Hiah School Teams Lane/Hours Participation Revenue North Coast Aquatics Lane/Hours Participation Revenue North Shore Aauatics lAoe GrOUD Water Polo) Lane/Hours Participation Revenue Actual Estimate Projected 1999-oo* 2000-01 2001-02 3,650 3,565 3,565 13,300 12,990 12,990 $38,852 $35,000 $35,000 262 250 250 1,336 1,200 1,200 $4,826 $3,800 $3,800 4,3577 4,330 4,330 8,515 8,500 8,500 $10,624 $11,000 $11,000 3,000 3,000 3,000 10,808 10,600 10,600 $6,690 $7,000 $7,000 1,232 1,200 1,200 2,024 1,800 1,800 $5,128 $2,900 $3,400 PAGE TWO ACCT NO. 0014520 KEY GOALS FOR 2001-02: TOD Qualitv Services . Maintain the safety of the Swim Complex by coordinating the replacement/repair of the pool shell/lining and minimizing aquatic program impacts. . Implement the “Aquatic Trainee” program to help ensure continued qualified staffing of aquatic programs. . Monitor customer satisfaction by distribution and analysis of surveys. SIGNIFICANT CHANGES: None. B-l 27 PROGRAM: FUND: DEPARTMENT: RECREATION - AGUA HEDIONDA LAGOON PERMITS GENERAL RECREATION ACCT NO. 0014530 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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. Verify and monitor DMV registration. Coordinate with the Police Department to publish and distribute information regarding use, rules and regulations of the lagoon. Laaoon Clean-Up Proaram Coordinate and oversee bi-annual Lagoon Clean-Up Days (June/October). l Annual Permits l Daily Permits l Revenue Estimated Projected 99-00 00-01 01-02 381 390 390 299 200 250 $27,000 $16,000 $16,000 SIGNIFICANT CHANGES: None. B-128 PROGRAM: FUND: DEPARTMENT: RECREATION OPERATIONS GENERAL RECREATION ACCT NO. 0014!540,0014541, 0014542,0014543 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 373,439 503,452 655,390 710,909 MAINTENANCE & OPERATIONS 192,539 130,549 145,519 205,464 CAPITAL OUTLAY 2,181 38,076 65,664 93,800 I I GRAND TOTAL 568,1591 672,077 866,5731 1,010,173 ~~~~~~~~~~~~~~~~ ; y$;;; $$j, ~~~R~~~~~!~~Sl~lO~S ;!ii;$’ j;j:;$,, i _; j :‘j j<,j ~~:;;i’ii’gijtr i,;‘:.~;lli;;:;;,d’ ‘Bb~~~:i:i:j:i,i. :,; ; ; &,OO : $;$JfJE pjg,y,“,j @y$qj~ y..i$’ ; ,: !$. 2; t, L,i$ _:s ..,,_, ____ _._, j i i;:~.i.‘i”‘;iii!‘iil’~~~~~~~~~~~~~,~~~ ; ; 1: ‘f‘f -13 ,,, 963f _:_ _>j : I i;: :, ,: :_+ /“Dib3 Xl’ ’ ‘)j”ih; )I WORK PROGRAM: This division provides operational support for the Recreation Department including the operation of three community centers and City facilities used by a variety of City departments and the general public for recreational use and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by the City and school districts serving the Carlsbad population. PROGRAM ACTIVITIES: Information and Enrollment Services Staff provides information and registration services to the public on Recreation Department programs and facilities. . Enroll participants via phone, mail and in-person for classes, special events and 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 facilities. . Attendants perform general clean-up and associated maintenance at facilities. Supervision Supervisory staff coordinates operations of the Community 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: . Reservations processed: . Number of Facility Users: . Revenue: . Number of Fields Maintained: 1999-00 3,250 798,230 $102,120 17 Estimate 2000-01 3,310 824,800 $111,000 17 Projected 2001-02 3,430 830,000 $117,000 17 B-129 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO ACCT NO. 0014!!40,0014541, 0014542,0014543 KEY GOALS FOR 2001-02: TOD Qualitv Services . Conduct customer service training for employees to broaden their knowledge and improve service delivery skills. . Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. . Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation facilities and conform to City budget standards. . Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to ensure customer satisfaction of Carlsbad field users. Qualitv of Life . Prepare and distribute a marketing packet, which promotes Carlsbad hotels, restaurants, amenities, and City facilities to all non-resident athletic groups that use Recreation Department facilities. . Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to private sector facilities. SIGNIFICANT CHANGES: None. B-l 30 PROGRAM: SENIOR PROGRAMS FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434587, PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 266,671 273,468 293,676 303,440 MAINTENANCE & OPERATIONS 279,359 374,639 455,549 518,079 CAPITAL OUTLAY 4,050 20,906 3,118 0 GRAND TOTAL 550,080 669,013 752,343 821,519 FUU. T]M~#J$%r;i@$& ._ _,_’ i :: i,:,j*: :,I ::,, 1: :;:Ir j ; c&JJ ,:i; I jf$i<$‘! ~:::W, ; : j :,I”” : :r : a _i;i_ .,I ) L :,~ii r3*00 :_; ,‘%!::i __, y$jfli,‘rf; 1’ ::; ;!;g&) ~O~~~~~~T~~~~S~~l~~S ‘:;I”‘2 2,: j ,’ _>_j i I _; : ‘_:: ;::6$2 ;:j!::! ::: _:, __IIj :’ ,_. 6,52 :,<,:,; 1:; Ic::::% %,% s., $_>&_~_‘_~ 6&g i$jii:/ijl&: “: ::;$oo GENERAL FUND 272,977 339,061 456,409 497,585 DONATIONS 61,953 120,065 100,000 128,000 NUTRITION GRANT 215,150 209,887 195,934 195,934 TOTAL 550,080 669,013 752,343 821,519 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Education Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of the aging population and coordinate computer classes to teach the basics of computers (i.e., “Windows”). . Continue computer lab with open hours for seniors to drop in and receive training and technical advice. . Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. . Provide ongoing information and referral to Community resources. . Provide ongoing classes in computer usage (e-mail, Internet, etc.). Recreation Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. . Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group, PC Users Groups, Writers Groups, Discussion Groups, etc. . Provide day trips to local attractions. . Provide after hours and evening events six times per year. Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independent lifestyle. . 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 and cholesterol testing. . Flu shots. . Provide a minimum of four “special” health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc. . Continue offering body conditioning, exercise and dance for seniors. B-l 31 PROGRAM: SENIOR PROGRAMS FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434567, PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX PROGRAM ACTIVITIES (Continued): Administration Coordinates all operations of the senior center: staffing, volunteer recruitment, facility rentals, and grants management. . After-hours facility rentals. . Staff scheduling. . Volunteer recruitment and training. . Budget management. . Senior Commission. SIGNIFICANT CHANGES: None. B-l 32 PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY MAINTENANCE & OPERATIONS CAPITAL OUTLAY W Adtin 1% Engineering Services 16% Maintenance & Operations 63% General Services 20% B-l 33 PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 597,448 456,073 342,786 354,424 MAINTENANCE & OPERATIONS 94,973 143,583 I 202,227 I 243,516 I CAPITAL OUTLAY 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 includes Engineering Services, Solid Waste Management, Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Street Lighting, and Solid Waste Management). PROGRAM ACTIVITIES: Budqet Preparation . Coordinate department budget activities. Performance Mananement . Prepare goal documentation for Public Works major service area. Strateqic Planning . Implement strategic plan and Public Works programs to meet current and long-range goals. Maintenance Mananement and Qualitv Control . Continue development of comprehensive systems inventory, maintenance standards and work reporting system. KEY ACHEIVEMENTS FOR 2000-01: . . . Initiated Storm Water Protection Program in response to San Diego Regional Water Quality Control Board Permit #2001-01. Completed Performance Measurement data collection; presented State of Effectiveness Report; developed work plan to address areas identified for organizational improvement. Completed recommendations for a warehouse program that will provide the maintenance of an appropriate quantity of materials needed to deliver top-quality services to the community. Completed Citywide Resource Guide and implemented customer service training program. Fully implemented Injury & Illness Prevention Program. Achieved 25% reduction in lost workdays due to injuries as compared to previous fiscal year. Assisted in the selection of a computerized Request for Action System; completed report and recommendations for City Council review. Initiated Administrative Design across Public Works to establish consistency in business practices. Successfully conducted Public Works portion of Carlsbad Citizen’s Academy. Initiated Public Works New Employee Orientation System. Received final approvals and 50% design of Public Works Center. B-134 PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION PAGE TWO ACCT NO. 0016010 KEY GOALS FOR 2001-02: Too-Qualitv Services . Design a monthly reporting system to reflect the performance of the entire Public Works major service area. . Standardized system to track resource allocation and scheduled progress of all Public Works capital projects. . Complete design for new Public Works Center, award contract, and begin construction. . Design a program for efficient and effective operations of the future Public Works warehouse. . Design a program for efficient and effective operations of the future Customer Service Center. . Increase efficiency in the provision of maintenance services of Public Works assets and reduction of overall infrastructure lifecycle costs. Communication . Design a comprehensive public information and education program for the Public Works major service area. SIGNIFICANT CHANGES: A half-time Office Specialist has been added to assist with administrative functions currently performed by temporary staff. B-l 35 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER AND SEWER ENTERPRISE ENGINEERING SERVICES ACCT NO. 0015710/5X15770 1998-99 1999-2000 2000-01 2001-02 1 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 23748,204 3,395,803 3,790,364 4,152,917 I ivlAlNTENANCE & OPERATIONS 1220,135 1,735,632 2,012,047 1,873,990 I CAPITAL OUTLAY 46,120 108,785 86,802 169,900 GENERAL FUND I 4,014,459 4,516,502 4,914,493 4847,807 WASTEWATER ENTERPRISE 343,420 674,500 WATER ENTERPRISE 723,718 631,300 674,500 TOTAL FUNDING 4,014,459 5,240,220 5,889,213 6,196,807 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 Department provides engineering services to the public and other City departments by preparing and processing design and construction documents. The department is also responsible for ensuring that development and public improvements are properly designed and constructed without jeopardizing public safety or the well being of the community. PROGRAM ACTIVITIES: CONSTRUCTION MGMT ADMIN. & 7% PLANNING 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, and provide accurate records filed in a standardized and efficient manner. Develooment Services . Provide comprehensive engineering input for all land use development applications, 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. B-l 36 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER AND SEWER ENTERPRISE ENGINEERING SERVICES PAGE TWO ACCT NO. 0015710/5X15710 PROGRAM ACTIVITIES (Continued): Planninq and Proqrams . 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, growth management monitoring, special districts program, and facility mapping. Desion . Design Citywide capital projects including roadways, storm water, potable water, recycled water, and sewer systems; 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, 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 3/01; Projected through 6/01 Plancheck - # of Sheets Plancheck - # of Revisions Projects in Review FY 98.99 FY 99-01 FY 00-01 FY 98-99 FY 99-00 FY OO*Ol FY 98.99 FY 99-00 FY 00-01 B-l 37 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER AND SEWER ENTERPRISE ENGINEERING SERVICES PAGE THREE ACCT NO. 001571015x15710 WORKLOAD STATISTICS (Continued): Total Capital Improvement Program Appropriations FY 98-99 FY 99-00 FY 00-01 FY 01-02 KEY ACHIEVEMENTS FOR 2000-01: Develoument Services . Implemented recommended business Plan improvements for development project processing. . Implemented weekly training/information sharing for project engineers and front counter staff. . Completed update of Counter Processes Procedure Manual. . Improved monitoring of development project turn around times through use of a new computer system. This system is also being used to judge the impacts of the new procedures from the Business Plan. . The Community Development team has finished its report and recommendations for Livable Communities. . Developed and implemented Engineering Technician Intern Program. lnsoection l Ensured timely completion of grading improvement projects by maintaining an overall effectiveness rating of 90% on quality control assessments. . Developed program to assess successful implementation of field inspection policies and procedures. Desion . Developed financial plan for Phase II Recycled Water Project. . Faraday Extension: completed draft of environmental document and initiated public review and commend period. Transportation . Completed Residential Traffic Management Program Report & Recommendations. Planninq & Proarams . Completed 80% of street improvement inventory. . Received all resource agency permits for the Ranch0 Santa Fe Road project this year. . Completed the scanning of over 80,000 maps and plans into the Document Management System (DMS). . Capital Improvement Project (CIP) Development process and manual completed. B-l 38 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER AND SEWER ENTERPRISE ENGINEERING SERVICES PAGE FOUR ACCT NO. 0015710/5x15710 KEY ACHIEVEMENTS FOR 2000-01 (Continued) All Divisions . A comprehensive Project Engineer’s Manual was developed and rolled out to staff; Engineers were taught and tested on the information. . Completed redesign of digital records filing system and prepared hard copy records for conversion to Records Management System. . Developed new capital project financial reports and completed revisions to existing financial reports; developed procedures for use of these reports within the Engineering Department that will help monitor capital projects for anticipated cost over-runs. Proiects that have Started Construction . South Carlsbad Village Storm Drain. . VistaXarlsbad Interceptor Sewer Replacement. . Slurry seal. . Seawall stairway repairs. . Cannon Road Transmission Main. . College Boulevard Waterline. . Palmer Water Sewer Extension. . South Agua Hedionda Interceptor. . El Fuerte 30” Water Line. Continuina Construction Proiects . Chinquapin Lift Station. . Cannon Road Reach 2, Faraday Avenue to El Camino Real. . Poinsettia Lane - Reach F and Reach G. . Foxes Landing Lift Station Force Main and l-5 waterline project started. Proiects that have Completed Construction . Marcario Canyon Bridge. . Palomar Airport Road Widening - 1 project started (ECR to Melrose Drive). . Palomar Airport Road/El Camino Real Intersection. KEY GOALS FOR 2001-02: Top-Qualitv Services . Improve budgetary estimates for the costs to construct, maintain and operate Public Works infrastructure. . Continue Phase III of Records Management System and implementation of Document Management System. TratXtDOrtatiOn . Implement Integrated Transportation Program: - Regional transportation system priorities. - Local transit objectives and programs. - Industrial transportation management. - Tourist transportation needs. - Traffic signal timing coordination strategic plan. - Inventory of traffic control devices. . Identify priority Capital Improvement Projects (CIP) and ensure their timely completion: - Ranch0 Santa Fe Road. - Poinsettia Lane. - Faraday/Melrose financing district. - College Boulevard/Cannon Road East Financing District. - Coastal Rail Trail. Ooen Space . Complete design phase of Coastal Rail Trail. B-l 39 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER AND SEWER ENTERPRISE ENGINEERING SERVICES PAGE FIVE ACCT NO. 0015710/5x15710 KEY GOALS FOR 2001-02 (Continued) Qualitv of Life . Review and update Growth Management Plan and Water and Sewer Master Plan Water . Manage and oversee major design elements of the Phase II Recycled Water Program to ensure the completion of major milestones necessary to secure funding and water rate rebates. . Develop water quality measures and recommendations for operation and treatment of Maerkle Reservoir. . Identify priority Capital Improvement Projects (CIP) and ensure their timely completion: - VistaKarlsbad Interceptor Sewer Replacement. - South Carlsbad Village Storm Drain. - South Agua Hedionda Interceptor Phase II. - South Agua Hedionda Lift Station. - Agua Hedionda North Sewer. SIGNIFICANT CHANGES: Four new positions are included: Deputy Public Works Director/City Engineer; Senior Civil Engineer; Engineering Technician II; Office Specialist II; 5 FTE has been transferred into Engineering from Street Lighting; Environmental Project Manager was transferred to the new Storm Water Protection Program: net total increase of 3.5 FTE. B-140 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. I!545710 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan resources and facilities; manage all budget, fiscal and enforcement matters: coordinate programs with local, State and Federal governments and support City boards, committees and commissions. PROGRAM ACTIVITIES: Industrial. Commercial, Residential and Municioal; Data Manaaement/GIS Proarams The components of the program include inspections of the facilities at least yearly, sampling and testing of storm water, education using outreach materials, and enforcement of noncompliance sites. The number of Industrial sites is approximately 300 and an estimated 3,000 commercial business will need to be assessed and catalogued. This program will generate of significant amount of data requiring storage and management for easy retrieval, reporting, and application to a GIS System. Therefore, this goal also includes the costs to allow the implementation of data management for this component of the program. Education/Outreach and Public Participation The Permit requires the City conduct educational efforts and outreach to the public and focus groups regarding the new requirements to all the different sectors. The Permit specifies in Sections F.l .d and F.2.j. that educational efforts should be focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city contractors on the requirements imposed on all municipal facilities and operations. External outreach efforts are to educate Planning Project Applicants, Developers, Contractors, Property Owners, Citizens and Community Planning Groups. Additional Educational efforts are outlined in Section F.4 of the permit by specifying the target communities of the outreach and topics to be covered. The Permit also specifies that the City and all Committees must include the Public by allowing participation and input into local and regional programs. Municioal Facilities The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce the pollutants in runoff. The evaluation includes review of: Pollution Prevention practices, identifying all sources of pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal facilities. These requirements are found in Sections F.3.a of the Permit. Plannina & Construction The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the General Plan. Construction activities in the City are also subject to new standards and requirements as directed in the Permit. This includes any necessary revisions to the City’s Grading Ordinance as described in Section F.2 of the Permit. B-l 41 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION PAGE TWO ACCT NO. 1545710 PROGRAM ACTIVITIES (Continued) Lectal Authoritv This goal and budget allows for the required modiications to the City’s Municipal Code in order to allow for enforcement associated with the Permit. This requirement is described in section D of the Pennit. Fiscal Analysis The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs being implemented. This goal and budget will allow the City to hire a specialized consultant to prepare funding options for the programs. The requirement is described in Section F.8 of the Permit. KEY GOALS FOR 2001102: Environmental Manaaement . National Pollutant Discharge Elimination System Urban Storm Water Permit No. 2001-01 - Implement land development policies and practices that encourage protection and enhancement of receiving waters and other environmentally sensitive areas. - Develop a comprehensive multi-year public Education, Outreach and Training Plan. - Conduct a fiscal analysis of the Storm Water Protection Program. - Implement legal authority requirements in order to comply with mandates. - Establish data management and geographic information system tools to record, track, monitor and report the effectiveness of the City’s Storm Water Protection Program. - Establish and maintain the Storm Water Protection Program as a high performing division through performance measurement. SIGNIFICANT CHANGES: This is the first year of the Storm Water Protection Program budget. The budget was established for the coordinated management of the various programs that support compliance with Urban Storm Water Permit No. 2001-01 issued by the San Diego Regional Water Quality Control Board. All of the positions and funding for this budget are new to support this new program. B-142 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY MAINTENANCE & OPERATIONS CAPITAL OUTLAY PROGRAM GROUP DESCRIPTION: The City’s General Services Department is responsible for the preventative maintenance and repair of parks, school athletic fields, City buildings and vehicles, public street trees, and medians. PROGRAM ACTIVITIES: Vehicle Replace 13% Trees 7 Median 5% Vehicle -Z Maintenance 18% KEY ACHIEVEMENTS FOR 2000-01: Park Maintenance . Installed new playground equipment at Calavera Park. . Completed Americans with Disabilities Act (ADA) requirements at Cannon and Holiday Parks. . Implemented Maintenance Management System. . Coordinated an Eagle Scout Project at Hosp Grove. Street Tree Maintenance . Implemented new procedures and guidelines for planting and removing street trees. . Provided staff support and input on the Citizen’s Committee to Study the City’s Street Tree Policy. . Completed the initial phase of the Tree Resource Conservation and Reforestation Plan for Charleen Circle. . Removed fewer trees than in the past three years as a result of the City’s new Street Tree Policy. . Planted nearly 200 trees in valid planting sites. B-l 43 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2000-01 (Continued) Median Maintenance . Began maintaining additional medians at: - Faraday between Cannon and Camino Hills. - El Camino Real between Aviara and Arenal. - Poinsettia between Aviara and Palomar Airport Road. - El Camino Real between Palomar Airport Road and Camino Vida Robles. Facilities Maintenance . Installed a Computerized Maintenance Management System. . Remodeled the Arts Office. . Installed new roofs at Stagecoach and Calavera Community Centers. . Remodeled City Hall public restroom. . Purchased and installed an Uninterruptible Power System (UPS) at the Safety Center. Vehicle Maintenance . Installed 2 new hoists in the shop. . Improved production for larger vehicles. Vehicle Reolacement . Replaced 24 vehicles scheduled for replacement in the City’s fleet. . Purchased 7 additional vehicles that were approved in the Capital Outlay Budget. KEY GOALS FOR 2001-02: Tov Qualitv Services . Develop a plan that will improve operational efficiency for street trees (pruning activities) and for park maintenance (litter removal). . Identify and implement opportunities for improvement through the performance measurement system. . Establish an inventory replacement program for Facilities Maintenance. Environmental Manaoement . Develop a plan to reduce vehicle source emissions. . Develop a comprehensive community forest management plan. Leaning . Provide flexibility, growth opportunities and increase efficiencies in General Services and Maintenance/Operations by establishing a cross-training program. B-144 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 I I 1998-99 1 1999-2000~ 2000-01~ 2001-021 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 957,574 1 ,011,992 1,073,343 1,153,420 MAINTENANCE & OPERATIONS 1,021,528 1,319,343 1,655,640 1,733,809 CAPITAL OUTLAY 99,021 26,062 42,820 141,000 Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas. Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as Community groups. PERFORMANCE MEASUREMENTS: Benchmark 100% of safety work orders are addressed within 24 hours of being identified/reported. “Addressed” means a safety work order will be inspected and assigned a course of action and any immediate safety hazard resolved. Result 100% of safety work orders were addressed within 24 hours of being identified/reported. Benchmark 90% of surveys returned indicate the quality of service by Parks maintenance at “Very-Good” to ‘Excellent” in all survey categories. Result A Citywide public opinion survey indicated that 89.9% of respondents rated the condition of parks as good/excellent. Benchmark Carlsbad annual park maintenance cost per square foot is in the lowest one-third when compared to other cities in San Diego County. Result Of the fifteen cities surveyed, Carlsbad ranked seventh in the lowest maintenance cost per acre at $8,090. PROGRAM ACTIVITIES: Turf and Landscaoe Maintenance . Direct management of 103 acres of turf and 148 acres of landscaping. Duties include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation, edging, aerating, re-seeding, irrigation programming maintenance, and equipment maintenance. B-l 45 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015020 PROGRAM ACTIVITIES (Continued) Restroom Maintenance/Litter Control/Picnic Area Services . Inspect, maintain, clean, paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus times per week. Cleaning, restocking, sanitizing, painting, 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 plus times weekly to remove all litter and service all trash receptacles. Court/FieldTTot Lot Maintenance . Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 soccer fields, and 26 softball/baseball fields. All athletic courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspections/repairs, and paying surface inspections. In addition, this activity includes weekly maintenance of all tot lots. This includes sand rakinglleveling, sand roto tilling, play equipment inspection and repair, and the necessary documentation of such actions. lrriaation Maintenance . Maintain all facility landscape irrigation systems. This includes programming over 95 different controllers, with over 1,340 valves. Duties include replacement, repair, trouble shooting, and data entry/ programming using the centralized irrigation system. Ooen Soace Maintenance . Provide maintenance activities to City-owned open space, l-5 Interchange and areas of additional maintenance responsibilities. Duties include trash removal, clean-up and weed abatement. Miscellaneous Maintenance/Repair and Special Requests . These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the Community for turf installation, sculpture installation, various redevelopment requests, and Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of park maintenance activities. WORKLOAD STATISTICS: TURF & LANDSCAPE MAINTENANCE Picnic Area 7% B-146 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE THREE ACCT NO. 0015020 PROGRAM ACTIVITIES (Continued) NUMBER OF COURTS/FIELDS/TOT LOTS MAINTAINED 28 30 25 20 15 10 5 0 Tennis Ball Fields Tot Lots Basketball Soccer SIGNIFICANT CHANGES: None. B-147 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060 1998-99 1999-2ooo 2009-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 643,573 773,726 909,647 1,160,390 MAINTENANCE & OPERATIONS 661,361 859,860 1,2!3,789 1,301,353 CAPITAL OUTLAY 99,576 22,743 24,689 91,000 WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to the Community. PERFORMANCE MEASURES: . Benchmark 90% of internal surveys returned indicate the overall quality of service by Facilities Maintenance at Very Good” to “Excellent” in all survey categories. Result 65% of internal surveys returned indicated the overall quality of service by Facilities Maintenance are Very Good” to ‘Excellent” in all survey categories. . Benchmark Carlsbad maintenance cost per square foot is in the lowest one-third when compared to other cities in San Diego County. Result Of the ten cities that responded to the survey, Carlsbad ranked third in the lowest cost per square foot at $2.01. PROGRAM ACTIVITIES: Buildina Maintenance . Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services . Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance . Prepare and administer contracts for all building maintenance services, i.e., HVAC, plumbing, electrical, construction projects, and custodial services. B-146 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015060 WORKLOAD STATISTICS: Total Building Space Maintenance Custodial Services 50 = 40 5 30 g 20 g 10 SIGNIFICANT CHANGES: In-House None. B-l 49 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023 I I 1998-991 1999-20001 2000-011 2001-02~ ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 296,255 280,604 338,739 354,620 MAINTENANCE & OPERATIONS 214,680 236,834 257,025 320,981 CAPITAL OUTLAY 0 2,218 3,489 0 I I GRAND TOTAL 510,935 519,656 599,253 675,601 F;ilt;t~lME”~~~in~~~,~~~~~ : &‘> :’ ” :_‘; :I:: !I; ‘$&‘~$$~(J ‘:,: i,;i * ; ,’ ‘j “,$!$J8’ ! i j_;j, >! :;i;J j ,$5;m : :‘j :‘, ~;,.;‘~~‘$;rj _ ; j;&$+#$ ~UU~~~~~~~~S~~~~~, 2;: )’ ;I; j:i_;_; j Fr’;,i ;I *j(J : i : ‘,” f;78Jf~ ;<; ; ,‘: _,: i:+i_; ,;I 2 00 i,,: :!$I I :, _:j,;:_ ” i. _.i, _._ j ,_/ ‘,: +:. :g: ; %f”i$ I,., ,. WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way, parks, open space areas, and at City facilities. PROGRAM ACTIVITIES: Street Trees . This division program provides maintenance for over 21,000 trees on City right-of-ways. The Maintenance consists of pruning, planting, removal, and root pruning. The division annually responds to 500 plus street tree work orders/requests, removes trees and plants over 100 trees. This year we will be planting close to 200 trees to help meet the Council’s tree policy. Contractual Tree Maintenance . This program provides an on-going program for contracting, administering and overseeing the street tree maintenance program beyond the scope of the division. Weed Abatement . This program involves the treatment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application and cultural practices to eliminate weed growth. WORKLOAD STATISTICS: 770 795 827 n FY99 Cl FYOO 0 FYOI Work Orders Trimmed Removed Planted SIGNIFICANT CHANGES: None. B-l 50 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024 . . 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 168,533 177,009 218,408 202,125 MAINTENANCE & OPERATIONS 232,668 263,828 322,290 333,360 CAPITAL OUTLAY 0 2,218 148 0 MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL I 401,201 443,055 5408461 535,485 WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape improvement areas. PROGRAM ACTIVITIES: Medians . Maintain weekly 56 plus acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning, planting, pesticide application, removals, replanting, and irrigation repair/adjustment. Contractual Median Maintenance . Provide on-going program for contracting, administering and overseeing median maintenance for 43 plus acres of City medians. Streetscape Maintenance . Maintain approximately eight 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, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, coordination of sidewalk pressure wash, and related duties with streetscape improvements. WORKLOAD STATISTICS: Acres Maintained SIGNIFICANT CHANGES: None. B-151 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 MAINTENANCE 81 OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per mile, per 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 collection and disposal of hazardous waste generated by City departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 279 vehicles and 134 other pieces of equipment. PERFORMANCE MEASURES: . Benchmark 90% of scheduled preventive maintenance work orders are completed within 48 hours from the time the vehicle is delivered to the shop. Result 84% of scheduled preventive maintenance work orders were completed within 48 hours from the time the vehicle was delivered to the shop. . Benchmark 90% of internal surveys returned indicate the quality of service by fleet services/operations at “Very-Good” to “Excellent” in all service categories. Result 71% internal surveys returned indicate the quality of service by fleet services/operations are Very-Good” to “Excellent” in all service categories. PROGRAM ACTIVITIES: Reoair and Maintenance . Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. Auto Parts . Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State net discount; provide a perpetual inventory and automatically reorder quantities through the automated management system. B-l 52 PAGE TWO ACCT NO. 6205060 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES PROGRAM ACTIVIES (Continued) 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. WORKLOAD STATISTICS: NUMBER OF REPAIRS 900 600 700 600 500 400 300 200 100 0 Preventative Shop Repairs Vendor Repairs Emerg. Road Maintenance Repairs GALLONS OF FUEL USED 300 250 200 g 150 L 100 50 0 FY99 FYOO FYOI FY02 +-City l-l --I#- Other SIGNIFICANT CHANGES: None. B-l 53 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 I I 1998-991 1999-20001 2000-01 I 2001-02l ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 0 0 0 MAINTENANCE & OPERATIONS 97,523 108,251 CAPITAL OUTLAY 827,868 1,005,368 2,299,069 956,000 I I GRAND TOTAL 827,868 1,005,368 2,396,592 1,064,251 ,,,,. ( .,._ ii ‘FULL f[;M@ji@$$@@~N$& : W: ,: ,: ,““jjl)l:’ ““’ Ii $jjJ@ :!ieiiiiF~ig;,~l:i: ;o‘;ij(j ~~~R~y~~~~lGNs” z j : ‘_ i $8 : Q&y’ :~ibiiiil!‘i:i’il~~~l~~,~~,~~O$o;, “!‘+ _: i pi’ ; ,‘,‘_ ,“Z ‘yjy&~ ‘i~:pfij~; ; j_ jj;-jfj 2;: ‘_j “(: j : ::i:: j l ;o,jo ; < !_: 1 ;yi’i;‘i’,s& g&g,‘, WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the City’s motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit users needs, the outfitting of new units before being placed into service and preparing replaced units for sale at auction or to interested public agencies or special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and ensures a more cost effective fleet. PROGRAM ACTIVITIES: Fund Maintenance . Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average replacement charge by unit class. Specification Writing . Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and Disoosal . 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: 450- 400. 350. 300. 250. 200. 150. 720 421 4 410 100 50 0 VehlEquip Acquired VehlEquip Disposed Total Units SIGNIFICANT CHANGES: Due to the lag time in ordering vehicles, large amounts are carried forward at year-end, which explains the large decrease from the prior year. B-154 PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001 T 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 0 0 0 0 MAINTENANCE & OPERATIONS 829,971 344,234 380,000 345,000 CAPITAL OUTLAY 0 0 0 0 GRAND TOTAL 829,971 344,234 380,000 345,000 $U&xJ$$E @$@fiJ@$~ ,jj :‘c”,j’ .gy’.$ ‘I_$_$” *;;;? i y jltiZ,._; ; ,: ?, j.; ,~6~~b’riia.i;i,r,~,~ :__ ” I : :_Y ‘.&Jo ~@J~~~/fE&~~~@+$J$~~ : ;$!;I_, ,t ;$$)@J ,r:;i; ,; : ;._ ,_,:, ,~~I& ,; :_,_ $ ,‘; :_; ! @@;@o WORK PROGRAM: Community Services and Park Development will assist the Project Oversight Committee in developing a municipal golf course. PROGRAM ACTIVITIES: Continued Land Manaaement Plan . Maintain the proposed golf course property to retain the viability of the project development. Develop Golf-Related Commercial Concepts Proiect Processing . Continue environmental processing through USF&W, CDF&G and the Coastal Commission. PERFORMANCE OBJECTIVES: Land Management Program: - Prevent further encroachment of existing habitat. - identify and eliminate insignificant patches of habitat. - Remove unprotected and insignificant native vegetation from project footprint. Analyze the potential for commercial uses on the golf course. Preparation, review and analysis of proposed golf course plan. Retain environmental consultant and process EIR. Process approvals for the golf course. Meet with Golf Course Steering Committee on a regular basis. SIGNIFICANT CHANGES: None. B-l 55 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 4,647,347 4,768,611 4,103,757 4,427,775 MAINTENANCE & OPERATIONS 18,910,317 20,997,126 25348,707 25,870,099 CAPITAL OUTLAY 951,993 190,428 91,386 246,950 GRAND TOTAL I 24,509,6571 25,956,165 29,543,850) 30544,824 FfJf& ~~~&.~@$I@$Js,l~,,i; I$%‘~ ; $1 i’,,:,,;,i;i..:;,;~:.i;:.i~~~~~~~l~:l~~l~ j,i_: y;i,yJ :_ ‘; .; ‘_f,:(:_ti_ :i,,i$f$3()t : ‘, y&-&g$J~ ji.@&&‘/~@j&-j~~&& i,;,i3j:_’ ‘, 1 ;, ,q:,;,.;;;;,* I,.,,, ,i, ,, .~.~~lrrssafr,~,~~~~~,~~~~~~ >’ ,: ; y&j 8 t -:j ?I, ‘,“‘,;,pJol ( ,: : ‘~‘;:‘$!‘$:l~~~j~soj PROGRAM GROUP DESCRIPTION: This department is responsible for preventive maintenance, repair and operations of City and water district infrastructure including City streets, water and sanitation systems, and management of the City’s Solid Waste Program. PROGRAM ACTIVITIES: Wastewater Op_erations Recycled WATER OPERATIONS B-155 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE 8, OPERATIONS PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2000-01: Utilitv Operations . Developed detailed standard operating procedures for the operation of water and sanitation pump stations during extended power outages. . Purchased a nine (9) acre site for Phase Ii of Carlsbad’s Recycled Water Project. . A risk management plan was developed and approved by the City and State of California for the safe operation of chlorine facilities at Maerkie Dam. . installed an ammonia anaiyzer at Maerkle Dam to improve disinfection and water quality reliability. . Ail sanitation and water operators received training in hazardous material response with special training in chlorine emergencies. Construction/Maintenance . Ail construction/maintenance staff was trained in trench rescue, which prepared them to assist safety personnel in the event of an emergency. . All construction/maintenance staff was trained and certified in Traffic Control Flagging. Utilitv Services . Began implementation of a radio-frequency meter reading pilot program. - It is expected that this new technology will greatly enhance meter reading efficiency and effectiveness. . Worked cooperatively with the City’s Finance Department to successfully implement a new utility billing software program. . All meter services staff were trained and certified in Traffic Control Flagging. Street Maintenance . Completed Cannon Park ADA improvements in conjunction with Parks and Water. . installed bus stop benches at 61 locations. . Completed Grand Avenue sidewalk improvements between the railroad tracks and Carisbad Boulevard. Traffic Sional Maintenance . Installed battery powered back up at two major intersections to maintain flash operation during power outages. . installed ambient audible pedestrian crossing signal at Carlsbad Village Drive and Valley in compliance with ADA requirements. . Retrofitted existing incandescent green indications for improved visibility, improved safety and reduced energy costs. . Added westbound advanced head at Carlsbad Village Drive and Monroe for increased visibility and safety. . Relocated westbound advanced detector loops for increased intersection performance and to decrease motorist delays. Solid Waste Manaaement . Began installation of thermoplastic storm drain markings. B-157 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system. PERFORMANCE MEASURES: Roadway Cost Efficiency: Measure under development. Roadway Safety: . Benchmark 100% of roadway segments meet CalTrans collision rates. Results 95% of Carlsbad’s roadway segments meet CalTrans collision rates. Roadway Circulation: . Benchmark Travel times on Palomar Airport Road and on El Camino Real as measured June 2000. Results Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2000. Roadway Rideability: . Benchmark An average Pavement Condition Index (PCI) of 80 with a minimum PCI of 70. Measurement: Average PCI of 75 as measured in most recent survey, 1997-98. PROGRAM ACTIVITIES: Contract Manaaement . Contract Management consists of contract design, inspection, and support. Roadside Maintenance . Roadside Maintenance activities consist 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 ail traffic, street name and special signs throughout the City. B-158 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS PAGE TWO ACCT NO. 0016355 PROGRAM ACTIVITIES (Continued) Asohalt . Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching. Painting . Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. WORKLOAD STATISTICS PW STREET MAINTENANCE 2000 STAFF HOUR TOTALS ‘ainting q Misc Maintenance 42 ?COL ? Contrac ices I”.“” I” I 10.70% :t Management 7.32% Eustomer Serv 18.63% LS Signs n ncn, SIGNIFICANT CHANGES: None. B-159 PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE 8, OPERATIONS ACCT NO. 0016370 MAINTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: Maintain the City’s traffic signal system. 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 Alert system. Inspection/Construction Coordination . Coordinate and inspect the installation and modification of traffic signals. WORKLOAD STATISTICS: PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS Inspection I n Miscellaneous Contract Admin Coordination 5.60% 6.82% 1 12.93% I I fB!i Customer Requests 39.88% 1 29.24% q Special Projects 5.54% SIGNIFICANT CHANGES: Large decrease is the result of a one-time appropriation in prior year for purchase of green LED traffic signals. B-160 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357 I I 1998-991 1999-20001 2006-01 I 2001-021 PERSONNEL ACTUAL ACTUAL BUDGET BUDGET 234,936 231,484 203,769 178,290 MAINTENANCE 8, OPERATIONS 439,666 528,823 637,731 874,355 CAPITAL OUTLAY 6,523 581 0 56,000 GRAND TOTAL 681,125 760,888 841,500 I,108645 p&t; &If$jjE gcJql$[ar;J&i. ‘. : “:“I!;; i:lj$i/iii‘;‘; ‘( ‘&&@,y/@~~~~~~~~s~ ( ,~“;;if;;$ : _: WORK PROGRAM: Maintain the City’s street lighting system to maximize the safety and circulation efficiency of the roadway system. PROGRAM ACTIVITIES: Customer Reauests . Respond to street light repair requests, Circuits . Troubleshoot or repair of underground circuits and associated equipment. USA Markouts . Mark underground utilities in coordination with the dig alert system. Surveillance and Reoair . Perform night surveillance to identify and schedule needed repairs. Svstem Uuarades . Installation of technological advances. WORKLOAD STATISTICS: n Special n Inspection Projects /Coordination Repair 22% W USA harkouts 19% l SIGNIFICANT CHANGES: None. B-161 PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 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. Property owners are assessed annually and 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: l Administration of the Buena Vista Channel Maintenance District, monitoring revenues and 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 200-l-02: Tou Qualitv Services . Evaluate alternative strategies following drainage studies in light of up scaled environmental clearances/mitigation measures to ensure desired drainage patterns. SIGNIFICANT CHANGES: No dredging of the channel planned for budget year. B-l 62 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310 I I 1998-991 1999-2000 1 2000-011 2001-02~ ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 2,556,587 2,781,958 1,926,047 2,247,115 MAINTENANCE & OPERATIONS 13,787,842 15,093,947 17,719,080 18,318,461 CAPITAL OUTLAY 569,053 79,823 63,500 35,900 PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego County Water Authority. PERFORMANCE/WORKLOAD MEASURES: Water Quality . 98% of bacteria samples free of coliform bacteria as adopted by the City’s Performance Measurement Team. The State requirement is that less than 5 percent of all samples collected during any month are total coliform- positive. Fiscal Number Total Total Percent Year 1995-96 Collected 1,316 Positive 4 Bacteria-Free 1,312 Bacteria-Free 98.0% 1996-97 1,349 6 1,343 98.1% 1997-98 1,354 1 1,353 99.2% 1998-99 1,428 3 1,425 99.0% 1999-00 1,615 1 1,614 99.9% Water Reliability . Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of .05 hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually. Fiscal Total Year Hours Miles Distribution Hours/Mile Distribution 1998-99 18 Lines 350 Line .05 1999-00 17 400 .04 Water Deliverv Efficiency . Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA recommends that the loss after treatment be maintained at 10% or less. Fiscal Water Year 1996-97 Loss 2.08% 1997-98 2.66% 1998-99 4.87% 1999-00 5.36% B-l 63 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310 PERFORMANCE/WORKLOAD MEASURES (Continued) . Total number of staff hours to deliver an acre-foot of water will not exceed 3.3 hours per acre-foot. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually. Fiscal Staff Hours Year 1996-97 Per Acre-Foot 3.1 1997-98 3.3 1998-99 3.3 1999-00 2.9 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 Operations . 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. WORKLOAD STATISTICS: Water Service Turn- On/Off 9.6%FE Operations/System Maintenance 26% FTE I Flow Control Station Water Use Data Collection 40.5% FTE - Maintenance - 7.9% FTE Valve Maintenance , 9.5% FTE SIGNIFICANT CHANGES: None. B-164 PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310 1998-99 1999-2000 2000-01 2001-02 ACTUAL ACTUAL BUDGET BUDGET PERSONNEL 717,073 664,728 817,334 694,540 MAINTENANCE & OPERATIONS 3,325,292 3,924,852 4,415,277 4,752,208 CAPITAL OUTLAY 363,399 55,205 7,997 49,050 PROGRAM GROUP DESCRIPTION: The Carlsbad Municipal Water District (CMWD), a subsidiary district of the City of Carlsbad, operates and maintains the City-owned sanitary sewer collection system, which covers approximately 65% of the geographic area of the City. Payments are made to the Encina Wastewater Treatment Plant to cover the City’s share of operating costs for treatment of its sewage. PERFORMANCE WORKLOAD MEASURES: Sewer Svstem Reliability . Annual number of stoppages not to exceed 1.2 per IO miles of sewer mains per year. Fiscal Year 1998-99 Total Stopuanes 26 Total Miles of Mains 213 Stoppages per 10 Miles 1.2 1999-00 8 213 0.4 . Annual number of spills not to exceed 1.3 per 10 miles of sewer mains per year. Fiscal Total Total Miles of Spills Year 1998-99 Spills 28 Mains 213 oer 10 Miles 1.3 1999-00 11 213 0.5 Sewer Cost Efficiency . Annual cost of service per million gallons of sewage will not exceed $1,028. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually. Fiscal Year Expenses Flow - mgd Annual Flow Wmg 1995-l 996 1996-1997 1997-1998 1998-1999 1999-2000 $2,278,165.00 $2,404,019.00 $2,364,962.00 $2,244,652.00 $2,233,201.00 4.68 4.85 5.10 5.98 6.34 1,708.20 1,770.25 1,861.50 2,182.70 2,314.10 $1,334.00 $1,358.00 $1,270.00 $1,028.00 $965.00 B-l 65 PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE. PROGRAM GROUP: MAINTENANCE & OPERATIONS PAGE TWO ACCT NO. 5116310 WORKLOAD STATISTICS: Sewer Main Cleaning 13.1% FTE Sewer Lateral Main Sewer Lateral Main SIGNIFICANT CHANGES: None. B-l 66 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management programs through recycling, source reduction, cornposting, solid waste transfer, and other non-traditional programs. PERFORMANCE MEASURES: Customer Satisfaction . 83.3% rate solid waste services as “Good” or “Excellent”. Cost Efficiency . Residential rates (adjusted for City fees) are second lowest in the County. Diversion . 1999 Diversion rate as reported to the California Integrated Waste Management Board: 42%. PROGRAM ACTIVITIES: AB 939 . Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare and submit reports and documents. Solid Waste . Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups; administer and monitor the solid waste services contract; and review reports and rate requests from authorized collector. RecvclinulDiversion . Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs. SIGNIFICANT CHANGES: Large decrease is the result of a one-time appropriation in the prior year for solid waste disposal consultant services. B-167 B-l 68 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS Overview Discussion of development projects, future fee estimates, and review of major capital projects planned in the next 5 years . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l Growth Management Plan Overview of the city’s Growth Management Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-9 California Assembly Bill 1600 Description of Assembly Bill 1600 which set forth the process to establish developer fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l 0 Projected Fund Balances Projects the estimated revenues, expenditures and fund balances for years ending June 30, 2001 and 2002 for each funding source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-12 Revenues Actual and Estimated 1997-98 to 2001-02 ,.,....................................,.....,...........................,.....,...................... c-14 Budget Expenditure Schedule 1998-99 to 2001-02 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-l 5 Detail Schedule of Capital Projects by Category Fiscal years 2001/2001 to buildout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-18 Capital Improvement Program Fund Summaries Cash flow summary for each fund showing revenues and expenditures by project. General Capital Construction Fund (GCC). .............................................................. C-33 Infrastructure Maintenance & Replacement (IM&R). ................................................ C-34 Golf Course Fund .................................................................................................... c-34 Public Facility Fee Fund (PFF). ................................................................................ C-35 Zone 5,13,16 Park Fee Fund (Zone 5) .................................................................... C-36 Park in Lieu Funds (PIL NW) ................................................................................... C-36 Park in Lieu Funds (PIL NE) .................................................................................... C-36 Park in Lieu Funds (PIL SW) ................................................................................... C-37 Park in Lieu Funds (PIL SE) .................................................................................... C-37 Traffic Impact Fee Fund (TIF). ................................................................................. C-38 TransNet-Local ........................................................................................................ C-38 TransNeffHighway ................................................................................................... C-39 Surface Transportation Program (STP) Funds.. ....................................................... C-39 Local Transportation Funds (TDA). .......................................................................... C-39 State Grants ............................................................................................................ C-40 County Grants ......................................................................................................... C-40 Assessment Districts .............................................................................................. C-40 Bridge and Thoroughfare District No. 2 (BTD No. 2, Aviara-Poinsettia) ................... C-41 Bridge and Thoroughfare District No. 3 (BTD No. 3, Cannon Road West). .............. C-41 Community Facilities District No. 1 (CFD#l). ........................................................... C-42 Ranch0 Santa Fe Road Project Fund (CFD#2). ....................................................... C-42 Federal Grants ........................................................................................................ c-43 Planned Local Drainage Area Fees Fund (PLDA). ................................................... C-43 CAPITAL IMPROVEMENT PROGRAM TABLE OF CONTENTS Page Two Capital Improvement Program Fund Summaries (Continued) Sewer Benefit Area Fees Fund (SBA) ...................................................................... c-43 Sewer Connection Fee Fund ................................................................................... c-44 Sewer Replacement Fund ....................................................................................... C-45 Recycled Water Fund .............................................................................................. C-46 Water Connection Fee Fund.. .................................................................................. C-46 Water Replacement Fund ........................................................................................ C-47 Redevelopment Bonds Fund.. .................................................................................. C-48 Gas Tax Fund .......................................................................................................... C-48 Other Revenues.. ..................................................................................................... C-49 Glossary of Capital Project Funding Sources Description of each funding source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . C-51 OVERVIEW 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. The CIP is a financial plan for capital improvements; it is not a commitment for spending. No authorization to spend funds is given until the City Council adopts the proposed budget and appropriates the funds for the following fiscal year. The CIP is also a tool available to Council and staff, to weigh resource availability with the demand for facilities. What is a CIP project ? Projects, which are included in the CIP are generally defined as any construction (or reconstruction) of major infrastructure or buildings that are located on or in the ground. The total cost of constructing a CIP project is added to the City’s inventory of major infrastructure and buildings upon completion. The 2001-2002 Capital Improvement Program provides $76.5 million in new appropriations with projected revenues totaling $74 million. Development of the city creates 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 that 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. This years CIP reflects the Council’s 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 projects were prioritized based on the following criteria: : Prbject”Ranking Criteria 1. Needed now for growth management. (Also includes mandates and health and safety related projects).‘ 2. Needed soon for growth management compliance. 3. Needed now for other standards (example: ball field j standards). I 4. Needed soon for other standards. 5. Basic infrastructure. 6. Other (example: timing or funding opportunity). GROWTH PROJECTIONS Several assumptions about the rate and type of growth were made in order to project the revenues that result from development. These assumptions can change from year to year to correlate with the economic climate. Every year, City staff evaluates all existing developments and compares the projects to the buildout capacity of the City using adopted general plans. Existing building activity and estimates of how remaining net developable land might develop are then used to prepare future C-l growth projections. This information is compiled and reviewed by the Planning, Building and Engineering Departments; the Finance Department overlays the economic forecast. Residential development is expected to slow over the coming years. This slow down is not projected based on economic constraints, but rather on the development schedules of the remaining vacant parcels. Residential development for 2000-2001 was projected at 1,065 building permits; however, recent estimates anticipate about 1,800 units to be permitted by the end of the current fiscal year. Construction is expected to decrease to about 800 units per year for the next five years. Residential Units Trend 1985 to 2006 Permits Issued 3000 2500 2000 1500 1000 500 0 In contrast, non-residential development remains strong, and this is expected to continue for the next 5 years. Projects include several commercial/retail developments located in or near the areas where most of the residential development has occurred or is planned over the next several years. In addition, a variety of other projects are planned including industrial development, hotels, and health care facilities. The following table shows the number of residential units and non-residential square feet of development used in calculating estimated revenues for 2001-2002 and subsequent years to buildout. Projected Development Residential and Non-Residential Construction 2002-2003 916 1,183,482 2003-2004 992 1,215,672 2004-2005 825 1,146,040 2005-2006 625 871,000 Years 6-l 0 2,898 5,865,111 Years 1 I-2020 2,667 3,189,420 Total Future 9,510 14,056,894 c-2 REVENUES Revenues for Capital Projects from now until buildout total $534.7 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. Funding Sources 2001-2002 to Buildout Total Revenue = $534.7 million 250 200 150 100 50 0 Development Special Water/Sewer Other Fees Districts Replacement Approximately 44% 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 commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Community Facilities District and Bridge and Thoroughfare Benefit District revenues comprise 12% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 15% of total revenues, and the remaining 29% are related to Federal & State grants, license tax on new construction, the County sales tax program (TransNet), contributions from other agencies, and possible special districts which may be formed to fund major road projects. Since the funding for these roads has not been determined, the associated revenue has been included in this “other” category. 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 $154,000 per multi-family dwelling unit, and $240,800 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 $92. 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 commercial/industrial building can vary widely depending on the ultimate land use. The value assigned to each commercial/industrial trip is $37. c-3 2001-2002 CAPITAL IMPROVEMENT PROGRAM 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 Ranch0 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 Bridge and Thoroughfare Fee Districts (BTD) 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. Two additional financing districts may be formed to fund College Boulevard and Cannon Road extensions east of El Camino Real, and Melrose Drive and Faraday Avenue extensions. CAPITAL PROJECTS The following two sections provide summary expense and revenue data, as well as a description of the major capital projects. The first section contains information through buildout, and the second section focuses on the next five years. CAPITAL PROJECTS 2001-2002 TO BUILDOUT The CIP for 2001-2002 to buildout outlines approximately 174 future projects at $436.2 million. CIP Proiect Statistics Type of Project Quantity Total Cost Streets/Circulation 62 $128,854,783 Parks 23 70,693,890 Sewer 31 76,779,150 Water 35 61,182,370 Facilities/Civic 11 59,879,600 Drainage 12 19,180,121 Other (loans) Total Future N/A 19,675,548 174 $436,245,462 Expenditures by Category 2001/2002 to buildout Total = $436.2 million Civic Drainage Parks Sewer Water Streets Loans c-4 2001-2002 CAPITAL IMPROVEMENT PROGRAM The largest expenditure category is for street and traffic signal construction projects, which total $128.9 million or 29.5% of all future projects. Included in this category is 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. Major street projects in the 2001-2002 to Buildout CIP: l Faraday Avenue and Melrose Drive Extensions east of El Camino Real l Poinsettia Lane to El Camino Real l Poinsettia Lane east of El Camino Real l Cannon Road to El Camino Real l Cannon Road and College Boulevard East of El Camino Real l Ranch0 Santa Fe Road to San Marcos and Encinitas Proposed Major Road Projects - NEW ROAD PROJECTS lt++t-t RALROAD The second largest expenditure category is for park projects, which total $70.7 million, or 16.2%. Park projects include acquisition and/or development of acreage within all quadrants of Carlsbad. Future park projects include: B L Northwest Quadrant Northeast Quadrant NW Quadrant Park (Pine School) Larwin Park Community Facility (Pine School) Cannon Lake Park Hosp Grove-Buena Vista Lagoon Recreational Improvements Southwest Quadrant Southeast Quadrant Poinsettia Park Phase II Alga Norte Park & Swimming Pool Zone 19 Park Leo Carrillo Park In addition, Veteran’s Memorial Park, a loo-acre site, which is centrally located in the City of Carlsbad, and a business park recreational facility located in the industrial area is planned. Environmental permits are continuing to be processed for the City’s 250-acre golf course located in the industrial corridor directly south of the future Veterans Memorial Park. Development is currently on hold pending coastal commission review. Sewer projects are the third largest expenditure category and total almost $76.8 million. Projects include the construction of the South Agua Hedionda interceptor, the Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina 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 $61.2 million (14%) 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, El Fuerte, and along El Camino Real. In addition, the City plans to build a recycled water facility at a cost of approximately $33 million, over half of the total planned expenditures. Construction of City facilities such as libraries, administrative facilities, and police and fire facilities total $59.9 million, or 13.7% of the total planned capital expenditures to buildout. Exterior improvements to the Cole library were made this year and are almost complete. 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 next fiscal year (2001-2002). A new City Hall is planned for construction in the future; the timing and location have not been determined. Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of Capital Projects (2001-2002 to Buildout) following this narrative. C-6 CAPITAL PROJECTS -THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below; their locations can be seen on the map in the previous section. l Streets - Several large street construction projects are planned for the next 5 years. The extensions of Cannon Road and Poinsettia Lane to El Camino Real are 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 Ranch0 Santa Fe will improve regional and local traffic flow generated in the southern part of the City. l Zone 19 Park - Construction is scheduled to begin next year 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. l Larwin Park - Larwin Park is located on a 22-acre site in the northeast quadrant of the City. Plans for development of this park include constructing trails, a tot lot, and other amenities. In addition, a portion of this land will be used as a dog park. l Alqa Norte Park - This park site consists of 30 acres in the Southeast Quadrant and may include 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. l 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. l Pine School Park - Prior to development of this ‘I-acre site, an extensive community outreach program with local residents and various organizations will be implemented to gather public input for the ultimate design. l Public Works Center - Design of a new Public Works Center is underway, and construction is expected to begin 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. l Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary facility in the southeast quadrant of Carlsbad. Relocation of this station to a permanent facility along the east side of Ranch0 Santa Fe Road is scheduled to occur concurrent with the road alignment project. This fire station is required to ensure a five-minute response time within the southeast part of the City as development in that area occurs. c-7 2001-2002 CAPITAL IMPROVEMENT PROGRAM l Drainaqe 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 Avenue/Melrose Drive extensions, are also planned within the next five years. l Vista/Carlsbad Interceptor - The Vista/Carlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way. This project is required to handle buildout flows and replace deteriorated pipeline, and is partially funded by the City of Vista. Hedionda Creek l Waterlines - Several major water lines are scheduled for construction within the next five years: - along El Camino Real from Cassia to Poinsettia Lane - along El Fuerte from Poinsettia Lane to Palomar Airport Road - along Poinsettia Lane from El Camino Real to the “D” Reservoir - along College Boulevard from Maerkle Reservoir to Agua l Recvcled Water Proqram - The city plans to construct a recycled water facility to increase the supply of water and reduce dependence on external suppliers. SUMMARY The. proposed 2001-2002 to Buildout CIP is being driven by the City’s commitment to insure that facilities are available to service the developing areas as well as the current residents. Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times exceed Growth Management standards. Phasing projects over a period of years to match funding availability and maximizing the use of available resources are methods used in order to meet the needs of Growth Management. The 2001-2002 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. C-8 2001-2002 CAPITAL IMPROVEMENT PROGRAM 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 - Schools - Water Distribution - 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 2001-2002 CIP, compliance with the Growth Management Plan is assured. c-9 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 a five-year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City’s Capital expenditure program from the current year to projected build out of the City. The expenditure plan is updated annually as part of the City’s budget process. 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. c-10 C-l 1 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2000-2001 FUND GENERAL CAPITAL CONST. INFRASTRUCTURE MAINT & REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,18 PARK FEE PILAREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNETIHIGHWAY TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD#P POINS. LN-AVIARA PKWY BTD#J CANNON ROAD WEST CFD #I CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-D-E-F) SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER JULY I,2000 ESTIMATED ESTIMATED JUNE 30,200l UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED BALANCE REVENUES EXPENDITURES LOANS 8 OTHER BALANCE 8,253,717 5,222,827 2,308,215 (2,970,OOO) 8,198,329 2,058,779 3,208,465 0 0 5,265,244 479,621 0 376,l IO 0 103,511 31,401,751 8,386,776 11,814,908 (685,997) 27,487,622 395,100 184,677 9,126 0 570,651 209,360 142,326 4,403 (200,000) 147,283 1,170,315 136,561 0 0 1,306,878 1,500,495 433,988 0 (1,000,000) 934,483 2,646,662 342,009 0 2,250,OOO 5,238,671 5,403,510 1,634,690 1,344,479 (1,000,000) 4,693,721 7,909,656 1,827,250 6,300,060 0 3,436,846 1,035,881 49,505 431,641 0 653,745 1,407,794 70,715 739,708 0 738,801 215,021 0 43,800 0 171,221 77,846 614,686 68,609 0 623,923 580,822 544,334 0 0 1,125,156 644,446 32,128 9,478 0 667,096 1,045,959 660,987 1,141,559 1,500,000 2,065,387 38487,747 169,671 766,916 0 2,890,502 32,007,137 10,109,602 4,338,501 (127,211) 37,651,027 18,867,813 988,394 1,533,636 0 16,320,571 0 28,874 25,431 0 1,443 6,843,611 718,128 1,316,844 0 6,244,895 5,082,590 423,291 1,020,000 0 4,485,881 26,072,128 4,094,740 9,645,062 (942,026) 19,579,780 15,006,392 2,791,Oll 33303,746 0 14,493,657 3,644,806 412,047 119,432 (159,527) 33777,894 6,086,404 3,385,068 1 ,I 39,097 968,774 9,301,149 22,222,273 3,226,565 1,981,105 (2,196,424) 21,271,309 886,868 41,856 68,020 0 860,704 6,279,629 1,609,107 3,808,210 (1,000,000) 3,080,526 1,346,004 55,154 946,649 (90,128) 364,381 TOTAL 212.268.137 51.541.432 54.404.745 (5.652.539) 203.752.285 c-12 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2001-2002 JULY 1.2001 PROJECTED ESTIMATED FUND BALANCE REVENUES GENERAL CAPITAL CONST. INFRASTRUCTURE MAINT 8 REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETROCAL TRANSNET/HIGHWAY TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD#2 POINS. LN-AVIARA PKWY BTD#k3 CANNON ROAD WEST CFD #1 CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-D-E-F) SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER 8,198,329 5,265,244 103,511 27,487,622 570,651 147,283 1,306,876 934,483 5,238,671 4,693,721 3,436,846 653,745 738,801 171,221 623,923 1,125,156 667,096 2,065,387 2,890,502 378651,027 16,320,571 1,443 8,244,895 4,485,881 19,579,780 14,493,857 3,777,894 9,301,149 21,271,309 880,704 3,080,528 0 4,600,OOO 0 1,845,203 131,614 65,239 137,773 408,653 88,886 563,948 1,069,867 905,000 0 0 200,000 (81,018 0 59,400 0 4,221,523 3,101,646 862,000 324,527 210,600 9,598,291 1,300,000 37,040,000 1,500,306 3,193,ooo 0 1,550,000 364,381 1,151,ooo TOTAL 203.752.285 74.043.457 2000-2001 CONTINUING NEW APPROPR. APPROPR. 8,293,249 286,600 0 2,218,500 103,511 0 10,060,367 13,537,890 12,636 0 0 0 50,000 500,000 219,100 0 4,800,OOO 0 3,386,711 60,000 2,097,585 1,200,000 375,082 905,000 500,291 0 113,365 0 7,260 813,000 500,000 0 458,290 0 1,403,207 0 196,160 1,500,000 19474,848 14,835,OOO 5,905,386 11,317,673 1,443 862,000 1,549,070 1,131,621 2,824,404 0 3,775,102 4,110,439 4,183,224 3,313,354 1,249,017 9,073,527 5,888,783 2,274,808 7,261,121 8,395,202 708,695 0 2,513,500 1,030,000 69,520 1,151,000 67.960.927 76.515.614 2001-2002 JUNE 30,2002 TOTAL CIP PROJECTED APPROPR. BALANCE 6,579,849 1,618,480 2,218,500 7,646,744 103,511 0 23,598,257 5,734,567 12,636 689,629 0 212,522 550,000 894,650 219,100 1,122,036 4,800,OOO 527,557 3,446,711 1,810,959 3,297,585 1,209,128 1,280,082 278,663 500,291 238,510 113,365 57,856 820,280 3,683 500,000 544,138 458,290 208,806 1,403,207 721,580 1,696,160 1,194,342 16,309,848 25,562,702 17,223,059 2,199,158 863,443 0 2,680,691 3,888,731 2,824,404 1,872,077 7,885,541 21,290,530 7,476,578 8,317,079 10,322,544 30,495,350 8,163,591 2,637,864 13,656,323 10,807,986 708,695 152,009 3,543,500 1,087,026 1,220,520 294,861 144.476.541 133.319.201 c-13 CITY OF CARLSBAD CAPITAL FUNDS REVENUES ACTUAL AND ESTIMATED 1997-98 1998-99 1999-2000 2000-2001 2001-2002 ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED FUND REVENUES REVENUES REVENUE REVENUE REVENUE GENERAL CAPITAL CONST. INFRASTRUCTURE MAINT 8. REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PILAREA 1 NW PIL AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNET/LOCAL TRANSNET/HIGHWAY TRANSNET/BIKE TRANSNET/STP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD#2 POINS. LN-AVIARA PKWY BTD#3 CANNON ROAD WEST CFD #I CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREA (C-D-E-F) SEWER CONNECTION SEWER REPLACEMENT WATER - RECYCLED WATER WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER 3,000,585 0 N/A 2,056,779 3,208,465 79,365. 299,443 0 4,618,487 9,802,551 8,386,776 701,492 251,326 184,677 283,688 178,334 142,326 44,222 93,634 136,561 403,682 346,922 433,988 278,736 505,336 342,009 1,101,838 2,045,988 1,834,690 1,155,361 8,248,042 1,827,250 103 1,030,781 49,505 520,948 1,256 0 237,167 60,903 70,715 189,854 80,458 0 2,596,708 341,082 614,686 277,695 392,844 544,334 269,106 17,402,714 32,128 2,289,588 508,690 660,987 26,238 732,389 169,671 10,676,209 13.675.926 10,109,602 6,085,033 7,881,331 986,394 421,036 63,526 26,874 883,504 955,131 718,128 253,024 429,837 423,291 2,823,755 6,020,054 4,094,740 2,014,974 7,635,353 2,791 ,011 593,808 2,091,983 412,047 2,266,441 4,182,167 3,385,068 2,185,341 10,683,240 3,226,565 127,079 112,219 41,856 1,471,758 1,621,261 1,609,107 1,352,547 426,600 55,154 TOTAL CAPITAL FUNDS 49,227,405 70,438,176 101,206,217 51,541,432 74,043,457 1,581,221 N/A 289,482 8,562,805 1,203,795 207,517 69,997 326,350 701,093 1,691,916 4,103,007 3,310,960 1,524 98,380 321,253 45,414 293,629 9,494,392 213,180 291,424 15,184,782 2,247,234 79,745 1,061,677 452,181 5,200,226 1,750,325 1,073,366 3,738,617 2,506,152 254,554 I,61 0,823 2,471,355 1,048,117 5,222,827 4,600,OOO 0 1,845,203 131,614 65,239 137,773 406,653 88,886 563,948 1,069,867 905,000 0 0 0 200,000 (81,018) 0 59,400 0 4,221,523 3,101,646 862,000 324,527 210,600 9,596,291 1,300,000 37,040,000 1,500,306 3,193,ooo 0 1,550,000 1,151,000 NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS. c-14 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1998-I 999 TO 2001-2002 1998-99 1999-2000 2000-2001 (1) FUND ACTUAL ACTUAL ESTIMATED GENERAL CAPITAL CONST. 1,137,693 1,822,728 5,278,215 INFRASTRUCTURE MAINT 81 REPL 0 0 0 0 2,218,500 2,218,500 GOLF COURSE 768,416 1,114,278 376,110 103,511 0 103,511 PUBLIC FACILITIES FEE 474,493 2,339,380 12,300,905 10,060,387 13,537,890 23,598,257 ZONE 5,13,18 PARK FEE 28,638 4,330,562 9,126 12,638 0 12,636 PILAREA 1 NW 0 0 204,403 0 0 0 PIL AREA 2 NE 0 0 0 50,000 500,000 550,000 PIL AREA 3 SW 3,449 18,900 1 ,ooo,ooo 219,100 0 219,100 PIL AREA 4 SE 0 0 (2,250,OOO 4,800,OOO 0 4,800,OOO TRAFFIC IMPACT FEE 926,582 1,656,187 2,344,479 3,386,711 60,000 3,446,711 TRANSNET/LOCAL 1,751,812 2,520,005 6,300,060 2,097,585 t ,200,000 3,297,585 TRANSNET/HIGHWAY 1,732,856 905,021 431,641 375,082 905,000 1,280,082 TRANSNET/BIKE 0 27,603 0 0 0 0 TRANSNETISTP 0 0 739,708 500,291 0 500,291 TDA 13,684 160,468 43,800 113,365 0 113,365 STATE GRANTS 74,694 280,296 68,609 7,260 813,000 820,260 COUNTY GRANTS 35,816 1,670,154 0 500,000 0 500,000 ASSESSMENT DISTRICTS 9,994,978 11,924,563 9,478 458,290 0 458,290 BTD#2 POINS. LN-AVIARA PKWY 589,053 1,213,557 (358,441 1,403,207 0 1,403,207 BTD#J CANNON ROAD WEST 246,276 742,315 766,916 196,160 1,500,000 1,696,180 CFD #I 53235,076 16,748,124 4,465,712 I,4748848 14,635,OOO 16,309,848 CFD #2 670,688 3,661,865 1,533,636 5,905,388 11,317,673 17,223,059 FEDERAL GRANTS 79,475 6,834 25,431 1,443 862,000 863,443 PLANNED LOCAL DRAINAGE 255,507 917,040 1,318,844 1,549,070 1,131,621 2,680,691 SEWER BENEFIT AREA (C-D-E-F) 98,843 466,244 1,020,000 2,824,404 0 2,824,404 SEWER CONNECTION 1,395,oOO 2,085,199 10,587,088 3,775,102 4,110,439 78885,541 SEWER REPLACEMENT 608,373 721,280 3,303,746 4,163,224 3,313,364 71476,578 WATER - RECYCLED WATER 115,641 322,818 278,959 1,249,017 9,073,527 10,322,544 WATER CONNECTION 2,595,405 2,698,172 170,323 5,888,783 2,274,606 8,163,591 WATER REPLACEMENT 1,937,045 1,388,764 4,177,529 7,261,121 6,395,202 13,656,323 REDEVELOPMENT BONDS 540,536 10,733 68,020 708,695 0 708,695 GAS TAX 343,806 533,719 4,808,210 2,513,500 1,030,000 3,543,500 OTHER 1,122,720 2,588,302 1,036,777 TOTAL CAPITAL FUNDS 32.776.555 82.875.111 60.057.284 2000-2001 2001-2002 2001-2002 CONTINUING NEW TOTAL CIP APPROPR. APPROPR. APPROPR. 6,293,249 288,800 6,579,849 89,520 1 ,I 51,000 1,220,520 67.960.927 76.615.614 144.476541 (1) 2000-2001 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES. c-15 C-16 c-17 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC CIVIC PROJFCTS AFRICANS WITH DlSABlLlTES 38311 ADA - CANNON PARK GCC 48,000 30,000 34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 600,000 411.963 35701 ADA - NORTHWEST QUADRANT PARKS GCC 50,000 34.803 35231 ADA - PEDESTRIAN RAMPS TIF 801.400 787.489 STRATIVF FACII ITIFS 35711 CITY BOUNDARY SURVEY AND MONUMENTATION GCC 150,000 146,703 CITY HALL CFD#l 26,812,OOO 35721 PUBLIC WORKS CENTER CFD#l 10,493,000 926,718 35722 PUBLIC WORKS CENTER WATER REPL 4,600,OOO 36551 PUBLIC WORKS CENTER SEWER REPL 2,200,000 POI ICF 8 FIRF FACll I-Ii&i 36851 POLICE & FIRE CAD IMPLEMENTATION GCC 2,000,000 204,573 36871 800 MHZ DATA BACKBONE GCC 221,WQ 36951 POLICE 8 FIRE TRAINING FACILITY FEASIBILIlY STUDY GCC 45,000 FIRE STATION # 3 RELOCATION PFF 895,000 36881 FIRE STATION #5 STORAGE BUILDING/RESTROOMS GCC 216,600 7,463 FIRE STATION #6 - (PERMANENT) PFF 875,000 36861 POLICE TRAINING RANGE - RELOCATION GCC 950,000 91,952 COLE LIBRARY EXPANSION (35%) CFWl 4,6oa,ooo COLE LIBRARY EXPANSION (65%) PFF 8.320,OOO 33841 COLE LIBRARY REMODEL PFF 2,332,882 2,116,198 33701 SOUTH CARLSBAD LIBRARY COLLECTION PFF 400,000 312,933 32441 SOUTH CARLSBAD LIBRARY CONSTRUCTION CFC#l ia,a68,518 16,324,168 b¶lSCF’ ’ ANFOUS PR- 34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT 34552 COASTAL RAIL TRAIL (TSM GRANT) - PROJECT STUDY REPORT CFD#l ADMINISTRATION 34691 OPPORTUNISTIC SAND PROGRAM 34692.93 OPPORTUNISTIC SAND PROGRAM 36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM NMI SENIOR CENTER COURTYARD LANDSCAPING FED GRNT 1,568,OOO ST GRANT 392,000 CFWI 1,540.000 GCC 65,542 ST GRANT 138,898 GCC 390,000 GCC 30,000 766,557 191,970 35,542 103,668 277,101 36541 BUSINESS IMPROVEMENT DISTRICT STUDY REDVL BONDS 25,000 24.047 35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 85,000 10,000 35591 FACADE IMPROVEMENT AND SIGNAGE PROGRAM REDVL BONDS 174.288 92,103 36511 VILLAGE AREA STREET FURNITURE AND PLANTERS REDVL BONDS 75,000 16,481 36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 495,215 0 36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 30,000 15,177 SUBTOTAL CIVIC PROJECTS 90.275.321 24.927.609 FACILIUESMAINTFNANCE 35101 ASBESTOS SURVEY GCC 40,000 7,518 36921 CALAVERA COMMUNITY CENTER ROOF REPLACEMENT GCC 82.000 60.000 38321 CALAVERA HILLS CENTER - OFFICE EXPANSION GCC 25,000 0 36941 FIRE STATION #5 ROOF REPLACEMENT GCC 50,000 0 38331 HARDING CENTER - FANS GCC 10,000 0 38341 HARDING CENTER - KITCHEN REMODEL GCC 20,000 7,650 35161 MISCELLANEOUS FACILITIES MAINTENANCE GCC 434,020 374,437 36381 SAFETY CENTER - BUILDING IMPROVEMENTS GCC 50,000 i a.382 35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT GCC 165,000 13,014 C-18 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2008-2011 2011 + 18,000 188,037 15,197 13,911 3.297 I I 541.282 I 28,612,OOO 9.025.000 4.800,OOO 2,200,000 1.795.427 221,000 45,000 127,537 858.048 al ,600 875,000 895,000 216,664 87.067 4,608,000 8,320,OOO 544.348 I 800.000 I 30,000 7.230 1 28.000 953 55,000 82,185 58.519 495,215 14,823 5.503.112 17.1O4.600 110,000 985.000 110,000 1.005.000 40,090.000 440.000 32.484 2.000 I 25,000 50,000 10.000 12,350 59,583 31,618 151,986 c-19 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXP/ENC 36421 SENIOR CENTER - RECOAT ROOF GCC 25,000 4,658 35151 SENIOR CENTER FLOOR REPLACEMENT GCC 65.000 24,893 36911 STAGECOACH COMMUNITY CENTER ROOF REPLACEMENT GCC 74,000 72,000 35771 VARIOUS FACILITIES ROOF REHABILITATION GCC 50,000 13,040 36851 WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER REPL 20,000 3,034 SUBTOTAL FACILITIES MAINTENANCE 1,090.020 598,624 35781 BUSINESS PARK RECREATIONAL FACILITY ZONE 5 7,020,474 4,381,838 30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,810,405 5,706,894 38351 LARWlN PARK - DOG PARK GCC 38,000 13 VETERAN’S MEMORIAL PARK CFC#l 16,129.OOO CANNON LAKE PARK (6.7 ACRES) PFF 947,000 36351 CHASE FIELD BATHROOM/SNACK BAR BLDG REPL GCC 190.000 11.150 NEW PLAYGROUND EQUIPMENT - HOLIDAY PARK IMBR 85,000 HOSP GROVE/BUENA VISTA LAGOON REC’L IMPROVEMENTS PIL-NW 2,9ao,ooo 36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35,000 35191 MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES GCC 70.000 53,191 PARK SITE DEVELOPMENT - PINE SCHOOL PFF 2,250,OoO PARK DEVELOPMENT - PINE SCHOOL COMMUNITY FACILITY PFF 4,646,OW 35071 SWlM COMPLEX SANITATION SYSTEM GCC 140.000 5.015 ST QUAQRANT PARKS LARWIN COMMUNITY PARK (22.3 ACRES) PIL-NE 550,000 PARK RESTORATION AND ACQUISITION PIL-NE 535,000 36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PFF 4,550,000 38011 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 3.000.000 SOUTHW’-T QUALIRANT PARKS PARK RESTORATION AND ACQUISITION PIL-SW 1,410,000 36491 AVIARA REIMBURSEMENT AGREEMENT PIL-SW 238,000 18,900 33481 POINSElTIA COMMUNITY PARK - PHASE I & IA PFF 5,393,749 5,393,749 POlNSElTlA COMMUNITY PARK - PHASE II PFF 7,200.000 38361 POINSETTIA COMMUNITY PARK - SOCCER FIELD STAIRS GCC 85,000 NEW POINSElTlA COMMUNITY PARK - SYNTHETIC SOCCER FIELD IMBR 700,000 36991 ZONE 19 COMMUNITY PARK - PHASE I (24.25 ACRES) PFF 6,161,890 131,510 ZONE 19 COMMUNITY PARK - PHASE II (COMMUNITY FACILITY) PFF 4,836,000 (*) ZONE 19 COMMUNITY PARK - $1.725.000 UC FROM A VlARA LAND ASSOCIATES IS AVAlLABLE IF NEEDED TO CONSTRUCT PHASE I ST CllJmNT PARKS ALGA NORTE PARK-LAND DEDICATION 0 38371 ALGA NORTE LAND ACQUISITION PIL-SE 4,aoo,ooo ALGA NORTE PARK - PHASE I (30 ACRES) PFF a,250,000 ALGA NORTE PARK - PHASE II (50 METER POOL) PFF 5,300.000 34561 LEO CARRILLO PARK - PHASE I PFF 950,000 751,306 34561 LEO CARRILLO PARK - PHASE II PFF 3,992,ooo 411,670 LEO CARRILLO PARK - PHASE Ill PFF 1,703,000 35791 STAGECOACH PARK DRAIN (LOWER LEVEL) GCC 15,000 36411 STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM GCC 78,000 57,119 38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC 25,000 SUBTOTAL PARK PROJECTS 100,111,5i8 16,922,355 DRAINA- PROJFCTS 38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA “C”) PLD 290,000 BTC+t COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES PLD 2,600.000 c-20 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT BALANCE YEAR? YEAR2 YEAR3 YEAR4 YEAR5 YEARa-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011 + 20,342 5,107 35,000 2,000 36,980 16,966 458.398 35.000 0 0 0 0 0 0 2.828.000 35,987 178.850 a,o64,000 8,065,000 947,000 134.985 700,000 200,000 1,350,000 400,000 4,248,OOO 50,000 500,000 535,000 2,625,OOO 1,925,ooo 3.000,000 1,410,000 219,100 85.000 600,000 6,600,000 388,490 5,661,890 4,a36,000 4,800,000 198,694 3,580,330 15,000 20,681 25,000 12.495.273 250,000 250,000 14,687,890 a50,ooo 7,750.000 5,300,000 1,703,000 13,346,OOO 600,000 6,600,000 13,364,ooo 21,266,OOO 290,000 I 2,600,000 c-21 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC 36391 BATIQUITOS DR STORMDRAIN OUTLET CHANNEL GCC 50.000 5,400 38241 CARLSBAD BLVD STORM DRAIN REPLACEMENT IMBR 80,000 COLLEGE BOULEVARD STORM DRAIN fREIMB./PLDA “B”) PLD 2.100.000 33381 DRAINAGE CHANNEL AND DESILTATIO; BASIN/CANNON RD (PLDA “8”) PLD 1,120,000 287,235 36225 FARADAY/MELROSE DRAINAGE FACILITIES (PLDA “B”) PLD 1,200,000 68,379 1M DRAIN REPLACEMENT IM&R I 28,500 R DRAINAGE FACILITIES PLD 10,936,000 PLD 150.000 NEW LA COSTA AVENUE STOF MISCELLANEOUS MASTE NEW MASTER PLAN UPDATE 36811 MISCELLANEOUS ROAD SUBDRAINS 36812 MISCELLANEObs KUALJ WJMJKAINS MISCELLANEOUS ROAD SUBDRAINS _. .- __--. - .._ PARK DRIVE AN ID TAMARACK AVENUE STORM DRAIN fPLDA “B7 GAS TAX e&c; IM&R PLD .-_,___ 10 000 ARR zuu,uuu 275 000 -. -._-_ 500 nnn ..-- -. -. -. _ . \. --. - , -- ---,--- 35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC 4,700,000 4,700,442 35282 SOUTH CARLSBAD VILLAGE STORM DRAIN GAS TAX 3,400,000 3,235,726 35284 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNETlSTP 1,240.000 739,709 35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA “B”) PLD 1,160,000 733,695 TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMBIPLDA “B”) PLD 1,279,000 38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC 30,000 36901 TORREJON PLACE STORM DRAIN RELINING GCC 80,000 SUBTOTAL DRAINAGE PROJECTS 31.528.500 9.771.024 SEWFR PROJFC’CS WATFR POI 1 UUQN CONTD 34891 BUILDING IMPROVEMENTS SEWER CONN I ,787,249 479,562 34111 CAPITAL ACQUISITIONS - UNIT I SEWER CONN 3,290,987 394,618 36691 CAPITAL PLANNING /SERVICES SEWER REPL 1,855,512 71,077 COGENERATION REHABILITATION SEWER REPL 581,447 36681 FLOW EQUALIZATION PROJECT SEWER CONN 5,648,518 35.053 PHASE IV EXPANSION - DEBT SERVICE SEWER CONN I 3,082.i a3 38071 PHASE V EXPANSION SEWER CONN 11,892,762 95.728 38061 PHASE V EXPANSION - INTERIM CAPACITY SEWER CONN 222,298 150.189 34491 PLANT REHABILITATION SEWER REPL 2.983,947 1 ,I&+,827 36701 PUMP STATION INTERFACES SEWER REPL 42,649 25,000 36661 TECHNOLOGY MASTER PLAN SEWER CONN 1,160,942 149,939 R COI 1 f=Cw 35811 AVENIDA ENCINAS GRAVITY SEWER SEWER REPL 175,000 33221 BUENA VISTA LIFT STATION SEWER CONN 502.132 245,211 BUENA VISTA LIFT STATION PUMP ADDITION SEWER CONN 233,000 CARLSBAD TRUNK SEWER REACHES VCTIA, VCTIB, VCTIC (SBA “A”) SEW BENEF 455,000 34941 CHINQUAPIN SEWAGE LIFT STATION SEWER REPL 450,ooo 449.437 36224 FARADAY AVENUE - ORION TO MELROSE SEWER SEWER REPL 110,200 110,200 34951 FOREST GRAVITY SEWER SEWER REPL 800,000 19,652 36561 FOXES SEWAGE LIFT STATION UPGRADE SEWER REPL 2,ia5,000 2,163,463 NEW HOME PLANT LIFT STATION SEWER REPL 285,000 LA COSTA MEADOWS SEWER EXTENSION SEWER REPL 175,000 LA GOLONDRIA SEWER EXTENSION SEWER REPL 150,000 NIGHTSHADE GRAVITY SEWER EXTENSION SEWER CONN 150.000 35371 NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION SEWER REPL 1,4a7,600 31,259 NEW NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REAL/KELLY SEWER REPL 720,000 NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTIA SEWER REPL 1,533.200 35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWER REPL 1 ,ooo,ooo 928 38091 NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS SEWER REPL 332,000 35391 PALMER WAY SEWER EXTENSION SEWER REPL 125,000 70,472 38101 POINSETTIA LANE SEWER RELOCATION SEWER REPL 400,000 7,740 NEW POINSElTlA SEWAGE LIFT STATION ODORlNOlSE ABATEMENT SEWER REPL 221,800 34511 SEWER ACCESS HOLE REHABILITATION SEWER REPL 2,800,000 73,322 38081 SEWER CONNECTION FEE UPDATE SEWER CONN 15,000 8,816 38401 SEWER LIFT STATION REPAIRS AND UPGRADES SEWER REPL 235.380 28.391 c-22 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+ 44,600 80,000 2,100,000 632,765 1.131,621 128,500 10,936,OOO 150,000 9,562 200,000 275,000 500,000 (442) 164,274 500,291 426.305 1.279.000 30,000 I 60.000 2,577,355 1,535,121 2,750,OOO 60,000 0 0 500,000 14,315,ooo 213,752 1,093,935 65,283 144,543 124,050 124,050 124,050 124,050 657,866 1,512.475 177,361 112,099 112,099 112,099 112,099 52,101 276,135 630,422 259,016 322,431 197,743 2,542,735 2,670,967 942,161 936,199 936,256 939,561 936,394 49671,045 3,720,547 694,131 7,467,610 3,435,093 72,109 256,090 66,967 74,430 74,430 74,430 74,430 394,479 603,844 636 17,013 191,261 375,127 444,595 175,000 256,921 233,000 100.000 355,000 563 280,348 1 500,000 I 35.000 250,000 50,000 125,000 50,000 100,000 50,000 100,000 618,741 837.600 100,000 620,000 158,000 1,375,200 399,072 600,000 34,800 297,200 54,528 392.260 21,700 200,100 726,678 100.000 100,000 100,000 100,000 100,000 500,000 1 ,ooo,ooo 8.184 C-23 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC 34521 SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER REPL 7,868,182 643,249 NEW SEWER MASTER PLAN UPDATE SEWER CONN 181,000 33241 SEWER MONITORING PROGRAM SEWER CONN 587,138 65,960 35831 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II SEW BENEF 5,561,493 1,104,272 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) OTHER 610.000 38281 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE Ill SEW BENEF 2,100,000 466,817 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE Ill (VISTA) OTHER 600,000 38551 VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY TRANSNET-LOC 695,880 644,680 34921 VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12) SEWER CONN 6,250,OOO 83,943 31821 VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VC1 IA SEWER CONN 129223,433 10,574,970 31822 VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VC1 1A SEWER REPL 702,020 543,172 VISTA/CARLSBAD INTERCEPTOR REACH VC1 1B SEWER CONN 2,900,000 VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 SEWER CONN 10,200,000 NEW VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SEWER REPL 327,075 SUBTOTAL SEWER PROJECTS 107.493.027 19.899.947 TFR ~TRIRUTION SYSTEM 33762 “D” RESERVOIR - PHASE II WATER CONN 3,984,500 33761 “D” RESERVOIR - PHASE II WATER REPL 1,328,OOO 580 ZONE SECONDARY SUPPLY WATER CONN 256,000 680 ZONE SUPPLY WATER CONN 550,000 38411 AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD WATER CONN 495,000 38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR WATER CONN 250,000 35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 29864,457 2,333.929 35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATER CONN 133,000 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATER REPL 142,000 38181 CARLSBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD WATER CONN 150,000 36631 COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK WATER REPL 2,340,OOO COLLEGE BOULEVARD (33” LINE TO CANNON ROAD) WATER CONN 421,000 COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE WATER CONN 550,000 38171 COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK WATER CONN 183,375 9,591 35321 DAVIS AVENUE PIPELINE REPLACEMENT WATER REPL 153,170 114,334 34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH WATER REPL 3,225,OOO 165,577 EL CAMINO REAL CROSSING AT KELLY DRIVE WATER CONN 94.000 38431 EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE WATER REPL 650,000 NEW EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA WATER CONN 835,800 38441 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE WATER CONN 250,000 35932 FARADAY AVENUE WATERLINE WATER REPL 325,000 276,245 36223 FARADAY AVENUE - ORION TO MELOROSE WATERLINE WATER CONN 97,210 97,210 38161 EL FUERTE - ALGA ROAD TO POINSETTIA LANE WATER CONN 2.000,000 415,025 EL FUERTE - FARADAY TO MAERKLE RESERVOIR WATER CONN 330,000 EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD WATER CONN 820,000 EL FUERTE - NORTH OF LOKER WATER CONN 148,750 36571 FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH CTR WATER CONN 510,000 281,148 FOUSSAT ROAD WELL ABANDONMENT WATER REPL 150,000 38211 LAKE CALAVERA RESERVOIR IMPROVEMENTS WATER REPL 1,650,OOO 87,769 MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE WATER REPL 604,000 MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS WATER REPL 1,400,000 38231 MISCELLANEOUS STORAGE TANK REPAIRS WATER REPL 170.000 38221 MISCELLANEOUS WATER RESERVOIR FENCING WATER REPL 110,000 7,435 35311 OCEANSIDE INTERTIE UPGRADE WATER REPL 100,000 NORTH AGUA HEDIONDA TRANSMISSION MAIN WATER CONN 130,000 34791 PALOMAR AIRPORT - NORTH OF OWENS WATER CONN 150,000 11,157 36581 POINSETTIA LANE- FROM “D” RESERVOIR TO AMBROSIA LANE WATER CONN 322,000 85,397 35851 POINSETTIA LANE - EL CAMINO REAL TO “D” RESERVOIR WATER CONN 2,700,OOO 176.426 POINSElTlA LANE - EL FUERTE TO EL CAMINO REAL WATER CONN 2,800,OOO 34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD WATER CONN 375,000 24,420 PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD. WATER CONN 250,000 38241 SANTA FE II TRANSMISSION MAIN RELOCATION WATER REPL 560.000 509.222 C-24 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+ 924.933 I 300.000 300.000 300.000 300.000 300.000 1500.000 3.300.000 I 181.000 141.178 1 20.000 20.000 20.000 100.000 220.000 2.291.221 I 2.166.000 810.000 533,183 1,100,000 600,000 51,200 266,057 769,360 5,130,640 1,648,463 158.848 300,000 2,800,OOO 500,000 4,700,000 5,000,000 327,075 10,813,930 5,223,793 1 14,778,023 1 4.911.495 1 13,200,800 1 6,961,975 1 11.837,657 1 19.865.407 3,964,500 1,328,OOO 256,000 550,000 495,000 50,000 200,000 530,528 133,000 142,000 150,000 2,340,ooo 421,000 550,000 173,764 38,836 3 &-Xl A23 I a4 nnn 50,000 200,000 48,755 I ,584,975 25,000 305,000 820,000 1AR 75n 150,000 62.231 1 1,500.000 604,000 I 600,000 800.000 100,000 30,000 100,000 63,843 75,000 236,603 2,523,574 2,800,OOO 350,580 250,000 778 50,000 C-25 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC 35491 SEAWATER DESALINATION PROGRAMS WATER REPL 649.860 35.040 TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT WATER REPL 120,000 38191 TAP NO. 2 RESERVOIR WATER CONN 1.750,000 6,000 38531 TAP RESERVOIR EXTERIOR PAINTING WATER REPL 70,000 35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL 150,000 38201 WATER CONNECTION FEE UPDATE WATER CONN 15,000 12,956 WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER REPL 586,652 WATER CERTIFICATE OF PARTICIPATION [COP) PAYMENTS 184%) WATER CONN 3.079.918 38641 WATER SYSTEM INTERTIE CONNECTION WATER REPL 400,000 33,876 SUBTOTAL WATER DISTRIBUTION SYSTEM 41 s378.692 43682,757 RFCYCl FD WATFR PROJFCTS DEBT SERVICE ON STATE LOAN RECL WATER 2,199,750 34861 INDUSTRIAL PARK SYSTEM RECL WATER 1,179,539 279,539 35861 l-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 140,000 19,595 38291 RECYCLED LINE - POINSETTIA BRIDGE RECL WATER 240,000 24,420 36751 RECYCLED WATER PROG-PHASE II RECL WATER 32,909,000 566,968 36752 RECYCLED WATER PROG-PHASE II WATER REPL 4,000,000 1,289.377 34871 PUMP STATION UPGRADE RECL WATER 400,000 SUBTOTAL RECYCLED WATER PROJECTS 41.068.289 2.199.899 ClRCUt ATION SYSTW JMFFIC SIGNAl PRaJFCTQ 38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY GCC 29,000 35871 TRAF SIG -ALGA ROAD AND MELROSE DRIVE PFF 110,000 39,500 TRAF SIG - ALGA ROAD AND CAZADERO GAS TAX 125,000 NEW TRAF SIG - ALGA ROAD AND XANA WAY GCC 125,000 33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL .- ..-.- TIF 30 nnn __,___ In 290 .-9 33692 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMII _- _- _- UO REAL ASMT I-MST ._.. - _ MO nnn -, - - - in7 -.892 TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE --. . ..- -. ___.. . ..-..-- PFF iin nnn -, - - - TRAF SIG - CAMINO VIDA ROBLE Al _- __ __ _- _ -_ __ _ - ND YARROW DRIVE PFF i no nnn - -, - - - 35251 TRAF SIG - CANNON RD/PASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL NORTE) 0 TRAF SIG - CANNON ROAD AND AVENlDA ENCINAS -...-..- .._.. -._ PFF iin nnn -, - - - TRAF SIG - CANNON ROAD AND CC----- ---_- _. . . _- )I I FGF ROllI FVARD PFF I 7.5 nnn .-_,___ TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PROJ 0 TRAF SIG - CARLSBAD BOULEVARD AND AVENlnA FNClNAS PFF iin nnn - 38461 TRAF SIG - CARLSBAD BOULEVARD AND CHER.. . . ._ _ RY AVF Gl-!C --- inn nnn - -, - - - TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX 125,000 TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX 130,000 TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVFNlnA I-II= ANITA ._-._.-..- -..._ . . . GAS TAX -. . - . I . Rn nnn --,--- 38471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND I _. _ . . ._ PDNTIAC GCC --- t-35 nnn --,--- 2,550 TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRADE GAS TAX 12.100 34811 TRAF SIG - CARLSBAD VILLAGE DRIVE AND TAMARACK AVFN .._.. .-..UE PFF 110,000 TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VII LLAGE DRIVE PFF 110,000 TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115,000 TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE PFF 100,000 NEW TRAF SIG - COLLEGE BOULEVARD AND TAMARACK GCC 100,000 38001 TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE PFF 125,000 0 36461 TRAF SIG - FARADAY AND CANNON ROAD PFF 125,000 95,701 TRAF SIG - FARADAY AVENUE AND ORION STREET TIF 100,000 36211 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX 125,000 8,091 TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD GCC 110,000 TRAF SIG - LA COSTA AVENUElNUEVA CASTlLlA GCC 85.000 TRAF SIG - MELROSE DRIVE AND LA C.nSTA AVFNl It= .--- . . . . . . -._-- PFF . . iin nnn -, - - - 38441 TRAF SIG - PALOMAR AIRPORT ROI __ . __ __ _____. .___ __ __ _ - PD AND MFI RDSF DRIVE PFF 250 nnn -__,___ TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR GAS TAX i25.000 TRAF SIG - POINSETTIA LANE AND tw.~ti~~ I IN& KUALJ tiLLi 3-l .tz3 TRAF SIG - POINSETTIA U 4NE AND EL FUERTE STREET _ ~_ __ PFF 125,000 TRAF SIG - POINSElTIA LANE AND ME ILROSE DRIVE PFF 125.000 C-26 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2W2 TO BUILD OUT BALANCE YEAR6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+ 614,820 20,000 100,000 144,000 100,000 1,500,000 70,000 150,000 u44 195,202 195.176 196,272 I 1.024.808 l-024.682 1.030.428 366.124 1 IO,4221315 3,070,010 4,395,410 3565,700 400,000 100,000 14,742,500 0 900,000 120,405 215.580 159,527 159,527 159,527 159,527 BH to Update this >> 159,527 797,635 604,460 I 13,032 1 6,914,OOO 19,339,ooo 1,570,000 2.486,OOO 2.710.623 1 , 3,959,640 1 9,073,527 19,498,527 2,129.527 2,645,527 159,527 797,635 604,480 29.000 70,500 125,000 125,000 19,710 337,106 110,000 100,000 110,000 125,000 110,000 100,000 125,000 130,000 80,000 82,450 12,100 110,000 110,000 115,000 100,000 100,000 125,000 14,299 15,000 100,000 116,909 110,000 85,000 110,000 125,000 125,000 125.000 31.625 125.000 125,000 C-27 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC 38491 TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA GAS TAX 122,000 TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR GAS TAX 125,000 34061 TRAF SIG - RANCH0 SANTA FE ROAD AND QUESTHAVEN ROAD GCC 125,000 233 TRAF SIG - RANCH0 SANTA FE ROAD AND MELROSE DRIVE (SOUTH) PFF 110,000 TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET PFF 110,000 TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE PFF 110,000 SUBTOTAL TRAFFIC SIGNAL PROJECTS 4,619,725 259,257 36371 ALGA ROAD MEDIANS GCC 70,000 69,119 ALGA ROAD MEDIANS IMBR 1,030,000 36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST GAS TAX 654,000 132,021 34162 AVENIDA ENCINAS EXTENSION OTHER 622,000 615,220 AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD TIF 670,000 35461 BTDX2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD BTD#P 1,656,500 532,297 35951 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD BTD#2 7,098,OOO 3.238.609 35952 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD PFF 500.000 36731 BTD#2/POINSElTIA LANE - REACH “C” BTD#S 2,291,ooo 669,842 36741 BTD#2/POINSEllIA LANE - REACH ES “E,F,G” BTW2 5987,000 68,345 31841 BTD#3 CANNON ROAD WEST TRANSNET-HWY 4,400,000 4,344,656 31844 BTD#3 CANNON ROAD WEST CFD#l 6,534.600 6,244.266 31845 BTD#3 CANNON ROAD WEST TIF 1,160.OOO 745,691 31842 BTD#3 CANNON ROAD WEST TR SIGNAL ECR/CANNON BTM 7,050,ooo 3,189,840 36821 CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) GCC 36362 COLLEGE BLVD EAST 0~ &CANNON ROAD REACH 3 100,000 13,201 OTHER 12,087,221 179,481 38141 COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3 TRANSNET-HWY 1,455,ooo 230,262 36361 COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN) GCC 36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (iOAN) 507.779 157,786 GAS TAX 255,610 254,708 36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS OTHER 14,790,854 790,854 35981 MELROSE DRIVE EXTENSION - PRELIMINARY DESIGN (LOAN) GCC 60,000 57,972 34371 CANNON ROAD WIDENING FROM l-5 TO PASEO DEL NORTE TIF 210,725 58,395 35251 CANNON ROAD WIDENING FROM l-5 TO PASEO DEL NORTE TRAFSIGNAL PFF 165,000 95,281 35571 CARLSBAD BOULEVARD RETROFIT OVER SDNR TRANSNET-LOC 1 ,100,000 504,342 38501 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING GCC 17,900 38502 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING (HBRR) FED GRNT 62,000 34441 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE PFF 1,362,177 16,272 38541 CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY GCC 105,000 36171 CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT GAS TAX 1,830,OOO 30,009 35921 CARLSBAD BOULEVARD U-TURN AT POINSElTlA LANE GAS TAX 75,000 23,740 CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO TIF 2,000,000 CARLSBAD VILLAGE DRIVE WlDENlNG TIF 1,260,OOO 38511 CHESTNUT AVENUE WALL GCC 100,000 14,750 38121 EL CAMINO REAL AND CAMINO VIDA ROBLE TIF 400.000 81.743 EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE TIF 32O;OOO 36071 EL CAMINO REAL AND FARADAY AVENUE TIF 710,000 29,570 EL CAMlNO REAL AT AV,A-. - _ _.^_._ . . . . . -. _^ _ - _.L 250.000 -- -. .- .- .-. _. _. .KA t’AKKWAY/ALtiA KUAU I It- --_,__- 36431 EL CAMINO REAL MEDIANS PFF I ,850,ooo 93,937 EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD TIF 450,000 33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTNUT AVE. TIF 2,024,708 119,885 35931 FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD CFWl 5,500,000 5,401,116 36251 HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY GAS TAX 60,000 l-5 AND LA COSTA AVENUE AUXILLARY LANES CFWl 1,500,000 36721 LA COSTA AVENUE SIDEWALKS GCC 150,000 MELROSE DRIVE AND ALGA ROAD TIF 460,000 36801 MONROE STREET SIDEWALK GAS TAX 225,000 22,289 38841 OCEAN STREET IMPROVEMENTS GAS TAX 170,000 9,985 38521 OLIVENHAIN ROAD WIDENING MITIGATION MONITORING CFD#2 15.000 36031 ORION STREET FROM ECR TO FARADAY GCC 660,000 218.227 36032 ORION STREET FROM ECR TO FARADAY COUNTY 500,000 C-26 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+ 122.000 125,000 124.767 i 110.000 I 110,000 110.000 I 1.166.843 1 115,000 702,000 0 0 0 1 J16.625 560,000 881 I 1.030.000 21.979 I 500.000 6.780 1 870.000 20.203 1 1.104.000 571,191 2,307,OOO 981,000 500,000 336,158 1,291,000 481,655 250,000 5,167,OOO 55,344 290.334 196,160 1 1,500.000 500,000 1,664,OOO 86.799 1 I 62,740 1 11,845,ooo 319.738 1 905.000 349.993 I 904 14,000,000 2,028 152,330 69,719 595,658 17,900 62,000 108,728 1,237,177 105,000 1,429,991 370,000 51,260 2,000,000 1,260,OOO 85,250 318,257 320.000 680,430 1 I 250.000 306.063 1 150.000 150.000 150.000 150.000 850.000 450.000 522,115 98,884 60,000 150,000 1,382,708 1,500,000 460.000 202,711 1 15 160,000 15,000 441,773 500,000 c-29 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200112002 TO BUILD OUT PROJECT TOTAL PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXP/ENC 36761 PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN) TIF 1 ,ooo,ooo 272,857 PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD TIF 160,000 34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DIST 280,000 158,818 38111 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE TIF 480,000 36021 PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE TRANSNET-LOC 610,000 545,505 36022 PALOMAR AIRPORT ROAD WlDENlNG - EL CAMINO REAL TO EL FUERTE GCC 590,000 588,576 PALOMAR AIRPORT ROAD WlDENlNG AND BRIDGE RECONSTRUCTION PFF 7,200,OOO 36181 PARKING - CARLSBAD BOULEVARD AT PONTO BEACH GAS TAX 150,000 125,510 36671 PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 16,549,347 2,364,601 36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX 14,861,401 42,096 PAVEMENT MANAGEMENT PROGRAM ST GRANT 585,000 38891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM GCC 100,000 35511 POINSETTIA LANE RAILROAD BRIDGE WlDENlNG PFF 2,ooo.ooo 445,187 POINSETTIA LANE WlDENlNG (PASEO DEL NORTE TO BATIQUITOS LN) TIF i,a70,000 35521 RANCH0 SANTA FE ROAD CFC#2 FORMATION CFlX2 19,354 2,691 NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS CFlX2 2,631,OOO NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS OTHER 1,151,ooo RANCH0 SANTA FE ROAD NORTH - PHASE I CFWI 5,700,000 31906 RANCH0 SANTA FE ROAD NORTH - PHASE I CFD&?. 18,773,900 7,322,304 RANCH0 SANTA FE ROAD NORTH - PHASE II (BRIDGE) FED GRNT 5,82i,600 RANCH0 SANTA FE ROAD SOUTH (TO ENCINITAS) CFD#2 3.109,000 SIDEWALWSTREET CONSTRUCTION PROGRAM (35601,33911) TIF 6,938,8&l 686,647 SIDEWALWSTREET CONSTRUCTION PROGRAM(35602,33912,36711) TRANSNET-LOC 4,757,887 1,755,959 33913 SIDEWALWSTREET CONSTRUCTION PROJECT(33913,36081) TDA 236,200 122,835 38131 TRAFFIC IMPACT FEE STUDY TIF 70,000 68,337 33181 TRAFFIC MONITORING PROGRAM TIF 1,204,764 600,078 36052 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION REDVL BONDS 71,785 69,785 SUBTOTALSTREETPROJECTS 189.653.116 43.425.895 LOANREPAYMENIS GOLF COURSE FUND TO GENERAL FUND GOLF COURSE FUND TO GENERAL FUND RTlX2 REPAYMENT TO GEN BTlX2 REPAYMENT TO GENERAL FUND BTD#2 REPAYMENT TO GAS TAX FUND D#2 REPAYMEP - W3 CANNON ROAD WE: BTW3 CANNON ROAD WEST TO GAS TAX FUND PIL-SW TO GF - POINSETTIA PARK LAND PIL-SW TO GF - POINSETTIA PARK LAND PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP COLLEGE/CANNON TO GF JTOGF FARADAYIMELROSE TO GF FARADAYIMELROSE TO GF RECYCLED WATER TO WATER REPLACEMENT RECYCLED WATER TO WATER REPLACEMENT ’ ’ LOAN FROM WATER REPLACEMENT FUND LOAN FROM WATER REPLACEMENT FUND SUBTOTAL LOAN REPAYMENTS GRAND TOTAL ALL FUNDED PROJECTS GOLF COURSE GOLF COURSE BTLht2 BTD#2 BTD#3 PIL-SW PIL-SW PIL-NW PIL-NW PIL-NW PIL-NW PIL-SE PIL-SE SEW BENEF SEW BENEF SEW BENEF SEW BENEF OTHER OTHER OTHER OTHER RECL WATER RECL WATER WATER CONN WATER CONN 2,737,200 500,000 1 ,ooo,ooo 2,000,000 1.55o.ooo 1.550,ooo 860,000 860,000 220,000 220,000 2,250,OOO 2,250,OOO 3,770,ooo 3,770,ooo 42,494 42,494 350,000 350,000 790,854 790,854 1,605,OOO 1,605,OOO 2.000.000 2,000,000 19.675,548 0 646,569,304 142,362,915 c-30 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2001/2002 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+ 777 1AR I 480,000 1 1 A74 1 .( .-. I 750,000 6.450.000 24,490 1 19384,746 1 1.200.000 1.200,000 1.200.000 1.200,000 1.200.000 6.800.000 419,305 1 0 600,000 600,000 13,200.OOO I 585.000 100,000 1,554,813 16,463 5,873,923 2.631,OOO 1 ,I 51 .ooo 5,700,000 5,577,673 3.109.000 5,821,600 I ,870,ooo 52,157 400,000 400,000 400,000 400,000 1,000,000 3,600.OOO 1,928 500,000 500,000 500.000 500,000 1 .ooo,ooo 113,365 1,663 4,666 60,000 60,000 60,000 60,000 60.000 300,000 2.000 0 ~,~.. 20,566,063 I 24.690.673 8,731,600 2.910.000 17,692.708 2.160.000 29,170.177 40.306.000 0 67.960.927 1 ,ooo,ooo 1 ,ooo,ooo 76.515.614 1 ,ooo,ooo 1 ,ooo,ooo 52.615.560 550,000 550,000 28.477.722 790,654 790,854 35.439.889 1 ,ooo,ooo 1,000,000 17.986.502 0 112.318.594 2,737.200 500,000 1 ,ooo,ooo 2,000,000 860,000 220,000 2,250,OOO 3.770,ooo 42,494 350,000 1,605,OOO 15,334,694 112.691.581 c-31 C-32 GENERAL CAPITAL CONSTRUCTION (GCC) BEGINNING FUND BALANCE PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT YEARS 201)1-2002 2002-2003 2003-2004 2W2005 2005-2006 2006++ WA 1,905,080 1,618,480 1,493,480 3,493,480 1,493,480 1,493,480 GENERAL FUND TRANSFER TOTAL REVENUES ADA - CANNON PARK ADA - MISCELLANEOUS FACILITY MODIFICATIONS ADA - NORTHWEST QUADRANT PARKS CITY BOUNDARY SURVFf AND MONUMENTAlTON POLICE & FIRE CAD IMPLEMENTATION 800 MHZ DATA BACKBONE POLICE & FIRE TRAINING FACIW FEASIBILITY STUDY FIRE STATION #5 STORAGE BUILDING/RESTROOMS POLICE TRAINING RANGE - RELCCATION * OPPORTUNISTIC SAND PROGRAM PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM SENIOR CENTER COURTYARD LANDSCAPING ASBESTOS SURVEY CAIAVERA COMMUNITY CENTER ROOF REPLACEMENT CAIAVERA HILLS CENTER - OFFICE MPANSION FIRE STATION #5 ROOF REPLACEMENT HARDING CENTER - FANS HARDING CENTER - KITCHEN REMODEL MISCELLANEOUS FACILlTIES MAINTENANCE SAFETY CENTER - BUILDING IMPROVEMENTS SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT SENIOR CENTER - RECOAT ROOF SENIOR CENTER FLOOR REPLACEMENT STAGECOACH COMMUNITY CENTER ROOF REPLACEMENT VARIOUS FACILITIES ROOF REHABILITATION LARWIN PARK - DOG PARK CHASE FIELD BATHROOM/SNACK BAR BLDG REPL KRUGER HOUSE PRESCHOOL TOT LOT MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES SWIM COMPLM SANITATION SYSTEM POINSElTIA COMMUNITY PARK - SOCCER FIELD STAIRS STAGECOACH PARK DRAIN (LOWER LEVEL) STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM STAGECOACH PARK - TENNIS ACCESS WALKWAY BATIQUITOS DR STORMDRAIN OUTLET CHANNEL * MISCELLANEOUS ROAD SUBDRAINS TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS TORREJON PLACE STORM DRAIN RELINING TRAF SIG - EL CAMINO REAL CORRIDOR STUDY TRAF SIG - ALGA ROAD AND XANA WAY TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAF SIG - CARISBAD VILLAGE DRIVE AND PONTIAC TRAF SIG - COLLEGE BOULEVARD AND TAMARACK TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD TRAF SIG - LA COSTA AVENUE/NUEVA CASTILLA TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD TRAF SIG - RANCH0 SANTA FE ROAD AND QUESTHAVEN ROAD L ALGA ROAD MEDIANS CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN) MELROSE DRIVE EXTENSION - PREUMINARY DESIGN (LOAN) k CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING CARLSBAD BOULEVARD PEDESTRIAN ACCESS SllJDY CHESTNUT AVENUE WALL LA COSTA AVENUE SIDEWALKS ORION STREET FROM ECR TO FARADAY WA 0 0 4ap 6ocmx 50,Occ 150,OOC w3%~ 221,wc 45,Ooc 135,oOc 950,ooc 35,542 390,Ooc 0 40,000 62,000 25,G'X 50,OOc 10,ooc 20,OOc 434,020 50,oOc 165,000 25,000 30,Oal 74,000 50,000 36,000 190,ooo 25,000 70,000 140,000 85,OOa 15,000 78,cm 25,000 50,000 200,000 30,OOu am 29,ow 0 0 85,000 0 0 0 0 125,000 70,000 1M),ooO 507,779 We 17,900 105,000 lOO,O#O 150,000 660,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 81,600 0 0 0 30,ooo 0 0 0 30,m 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35,000 0 0 0 0 0 0 0 0 0 lO,coO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 125,Mlo 0 0 0 0 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 L PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL FUERTE 590,wo POINSITI-IA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM lOQ,OOJJ TOTAL PROJECT EXPENDITURES 5,148,699 ENDING FUND BALANCE WA 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 0 0 110,000 85/X0 31,625 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 286,600 125,000 0 0 0 326,625 1,618/480 1,493,480 1,493,480 1,493,480 1p93#480 $166,855 * Project has multiple funding sources. c-33 INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&I PRIOR YEARS BEGINNING FUND BALANCE WA .I YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ 5,265,244 7,646,744 14746,744 13,766,744 16,866,744 19,966,744 REVENUES GENERAL FUND TRANSFER 4,500,000 3,000,000 3,000,000 3,000,000 3,000,OOO 42,000,OOO LICENSE TAX ON NEW CONSTRUCI-ION 100,000 100,000 100,000 100,000 100,000 1,500,000 TOTAL REVENUES WA 4,600,OOO 3,lQ4000 3,lQ4000 3,104000 3,104000 43,500,000 m PLAYGROUND EQUIPMENT - HOLIDAY PARK 0 POINSElTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD 0 CAR&BAD BLVD STORM DRAIN REPLACEMENT 0 IA COSTA AVENUE STORM DRAIN REPLACEMENT 0 * MIWXLANEOUS ROAD SUBDRAINS 0 * ALGA ROAD MEDIANS 0 TOTAL PROJECT EXPENDITURES 0 65,000 0 0 0 0 0 700,000 0 0 0 0 0 0 0 80,000 0 0 0 126,500 0 0 0 0 0 275,000 0 0 0 0 0 1,030,000 0 0 0 0 0 2,218,500 0 a~ 0 0 0 ENDING FUND BALANCE WA 1 7,646,744 14746,744 13,766,744 14866,744 19,966,744 63,466,744 GOLF COURSE FUND PRIOR 1 YEAR1 YEAR2 YEAR3 YEAR 4 YEAR 5 BuILDolrr I YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 0 0 0 0 0 0 REVENUES GOLF COURSE REVENUE 0 0 0 0 0 2,737,200 TOTAL REVENUES WA 0 0 0 0 0 2,737,200 CfiPmAL MC!lECE CAP.LSBAD MUNICIPAL GOLF COURSE 5,816,683 GOLF COURSE FUND TO GENERAL FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE WA I 0 0 0 0 0 0 I 0 0 0 0 0 0 I 0 0 0 0 0 0 2,737,200 5,816,683 0 0 0 0 0 &737,200 I l Project has multiple funding sources. C-34 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PUBLIC FACILITY FEE FUND (PFF) PRIOR YEARS BEGINNING FUND BALANCE WA REVENUES DEVELOPER FEES LAS PALMAS BUILDING LEASE REVENUE TOTAL REVENUES FIRE STATION # 3 RELOCATION FIRE STATION #6 - (PERMANENT) * COLE LIBRARY MPANSION (65%) COLE LIBRARY REMODEL SOUTH CARLSBAD LIBRARY COLLECTION CANNON LAKE PARK (6.7 ACRES) PARK SITE DEVELOPMENT - PINE SCHOOL PARK DEVELOPMENT - PINE SCHOOL COMMUNITY FACILITY PARK SITE ACQUISIIION (15 ACRES) NE QUADRANT PARK POINSETTIA COMMUNITY PARK - PHASE I & 1A POINSETTIA COMMUNITY PARK - PHASE II ZONE 19 COMMUNIlY PARK - PHASE I (24.25 ACRES) ZONE 19 COMMUNITY PARK - PHASE II (COMMUNITY FACILITY) ALGA NORTE PARK - PHASE I (30 ACRES) ALGA NORTE PARK - PHASE II (50 METER POOL) LEO CARRILLO PARK - PHASE I LEO CARRILLO PARK - PHASE II LEO CARRILLO PARK - PHASE III TRAF SIG - ALGA ROAD AND MELROSE DRIVE TRAF SIG - CAMINO DE LOS COCHES AND iA COSTA AVENUE TRAF SIG - CAMINO VIDA ROBLE AND YARROW DRIVE TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAF SIG - CARiSBAD BOULEVARD AND AVENIDA ENCINAS TRAF SIG - CARiSBAD VILLAGE DRIVE AND TAMARACK TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL WA 0 0 0 2,332,862 400,000 0 0 0 2,625,OOO 5,471,434 0 500,000 0 0 0 950,000 3,992,ooo 0 110,000 0 0 0 0 0 110,000 0 0 TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSID 0 TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE 125,000 TRAF SIG - FARADAY AND CANNON ROAD 110,000 TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE 0 TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE 125,000 TRAF SIG - POINSITI-IA LANE AND EL FUERTE STREET 0 TRAF SIG - F0INSEil-IA LANE AND MELROSE DRIVE 0 TRAF SIG - RANCH0 SANTA FE ROAD AND MELROSE DRIVE (SOUTH) 0 TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET 0 TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE 0 * BTD#Z/POINSmA LANE - AVIARA PKWY TO BLACK RAIL ROAD 500,000 CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE TRAFSIGN 165,000 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE 125,000 EL CAMINO REAL MEDIANS 400,000 PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSi-RUCiION 0 POINSETTIA LANE RAILROAD BRIDGE WIDENING 2,000,000 TOTAL PROJECT EXPENDITURES 20,041,296 ENDINGFUNDBAIANCE WA YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ 17,427,255 5,734,568 8,259,280 (1,159,773) 3,283,371 105,728 1,532,951 3,324,970 4,614,215 4,841,903 3,952,066 33,323,791 312,252 324,742 337,732 351,241 365,291 5,657,676 4,317,357 38,981,467 1,845,203 3,649,712 4,951,947 5,193,145 0 0 0 0 895,000 0 0 0 875,000 0 0 0 0 0 0 0 0 8,320,OOO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 947,ooo 700,000 200,000 1,350,OOo 0 0 0 0 400,000 4,246,OOO 0 0 0 1,925,OOo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 600,000 6,600,OOO 0 5,661,890 0 0 0 0 0 4,836,OOO 0 0 0 0 0 250,000 250,000 7,750,ooo 0 0 0 0 0 0 0 0 5,300,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,703,OOo 0 0 0 0 0 0 0 0 0 0 0 110,000 0 0 0 0 0 lOO,ooO 0 0 0 0 0 110,000 0 0 0 0 0 125,000 0 0 0 0 0 110,000 0 0 0 0 0 0 0 0 0 0 0 110,000 0 0 0 0 0 115,000 0 0 0 0 0 100,000 0 0 0 0 0 0 15,000 0 0 0 0 0 0 0 0 0 0 110,000 0 125,000 0 0 0 0 0 0 0 0 0 125,000 0 0 0 0 0 125,000 0 0 0 0 0 110,000 0 0 0 0 0 110,000 0 0 0 0 0 110,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,237,177 150,000 150,000 150,000 150,000 0 850,000 0 0 0 0 0 7,2~,000 0 0 0 0 0 0 13,537,890 1,125,ooo 14,371,oQo 754000 7,495,OW 27,127,177 5,734,568 8,259,280 (1,159,773) 3,283,371 105,726 11,960,018 l Project has multiple funding sources. c-35 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ZONE 5,13,16 PARK FEES PRIOR YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 558,015 889,629 888,873 l,OO8,873 1,14&673 1,31&673 DEVELOPER FEES 131,614 199,244 120,000 133,800 168,000 1,524,852 TOTAL REVENUES WA 131,614 199,244 120,000 133,800 168,DOO 1,524,852 BUSINESS PARK RECREATIONAL FACILIlY 0 0 0 0 0 0 2,626,OOO TOTAL PROJECT EXPENDITURES 0 0 0 0 0 0 2,626,OOO ENDING FUND BALANCE WA 689,629 888,873 1,008,873 $142,673 1,310,673 209,525 PARK IN LIEU AREA 1 NW (PIL NW) PRIOR YEAR 1 YEAR2 YEAR 3 YEAR4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 147,283 212,522 423,065 856,014 1,466,886 2077,758 DEVELOPER FEES 65,239 210,543 432,948 610,872 610,872 2,903,127 TOTAL REVENUES WA 65,239 210,543 432948 610,872 610,872 $903,127 1 HOSP GROVE/BUENA VISTA LAGOON RECL IMPROVEMENlS 0 0 0 0 0 0 2,980,ooo PIL-NW TO GF FOR PINE SCHOOL ACQUISITION 0 0 0 0 0 0 B60,OOO PIL=NW TO GF FOR MADISON ST PROPERM PURCHASES 0 0 0 0 0 0 220,000 TOTAL PROJECT EXPENDITURES 0 0 0 0 0 a 4,06o,OO6 ENDING FUND BALANCE WA 212,522 423,065 856,014 1,466,886 2,Q77,758 920,885 PARK IN LIEU AREA 1 NE (PIL NE) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 1,256,876 894,649 1,316,858 2,027,946 2,494,597 2,961,249 DEVELOPER FEES 137,773 422,209 711,088 466,652 466,652 4,662,071 TOTAL REVENUES WA 137,773 422,209 711,088 466,652 466,652 4,662,071 4 LARWIN COMMUNIlY PARK (22.3 ACRES) 0 500,000 0 0 0 0 0 PARK RESTORATION AND ACQUISmON 0 0 0 0 0 0 535,000 PARK SITE DEVELOPMENT (15 ACRES) 0 0 0 0 0 0 3,000,000 TOTAL PROJECT EXPENDITURES 0 5QO,OaO 0 0 0 0 3,535,ooa ENDING FUND BALANCE WA 894,649 1,316,858 2,027,946 2,494,597 2,961,249 4,066,320 * Project has multiple funding sources. C-36 PARKIN LIEUAREAlSW(PILSW) PRIOR YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUI- YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 715,383 1,122,036 793,126 938,659 1,298$X7 1,445,309 REVENUg DEVELOPER FEES 406,653 671,089 695,533 359,988 146,662 797,752 TOTAL REVENUES WA 406,653 671,089 695,533 359,988 146,662 797,752 PARK RESTORATION AND ACQUISITION 0 0 0 0 0 0 1,410,000 AVIARA REIMBURSEMENT AGREEMENT 238,000 0 0 0 0 0 0 PIL-SW TO GF - POINSm PARK LAND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE 0 0 1,000,000 550,000 0 0 0 238,000 0 1,ooo,000 550,006 0 0 1,414ow WA $122,036 793,126 938,659 1,298,647 lfI45,309 833,061 PARKINLIEUAREAlSE(PILSE) PRIOR YEAR 1 YEAR2 YEAR 3 YEAR4 YEAR 5 BUILDOUT YEAR5 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 438,671 527,557 565,334 603,110 646,887 678,663 REVENUES DEVELOPER FEES TOTAL RRlENUES 88,666 37,777 37,777 37,777 37,777 1,511,063 WA 88,686 37,777 37,777 37,777 37,777 1,511,063 CAPITAL Pa ALGA NOR-I-E IAND ACQUISITION 4,600,000 0 0 0 0 0 0 PIL-SE TO GF FOR ALGA NORTE IAND ACQUISIlION 0 0 0 0 0 0 2,250,OOO TOTAL PROJECT EXPENDITURES 4,8W,BOB 0 0 0 0 0 2J50,wo ENDING FUND BALANCE WA 527,557 565,334 603,110 640,887 678,663 (66,274) l Project has multiple funding sources. c-37 TRAFFIC IMPACT FEES (TIF) BEGINNING FUND BALANCE PRIOR YEAR1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUILDDLIT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ WA 1,307,010 1,810,958 2,523,249 3,442,138 2,970,774 3,593,250 REVENUE DEVELOPER FEES 563,948 1,172,290 1,378,890 1,371,343 1,082,476 10,106,370 MISC. REIMBURSEMENTS 357,000 TOTAL REVENUES WA 563,948 1,172,290 1,378,890 1,371,343 1,082,476 14463,370 W’RAL PROJECLS ADA - PEDESTRIAN RAMPS 801,400 0 0 0 0 0 0 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 30,000 0 0 0 0 0 0 TRAF SIG - FARADAY AVENUE AND ORION STREET 0 0 0 0 0 100,000 AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 0 0 0 0 0 870,000 * BTD#3 CANNON ROAD WEST 1,160,OOO 0 0 0 0 0 0 CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE 210,725 0 0 0 0 0 0 CARLSBAD BOULEVARD WIDENING - CANNON TO MANZ’ANO 0 0 0 0 0 2,000,000 CARLSBAD VILLAGE DRIVE WIDENING 0 0 0 0 0 1,260,OOO EL CAMINO REAL AND CAMINO VIDA ROBLE 400,000 0 0 0 0 0 0 EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE 0 0 0 0 0 320,000 EL CAMINO REAL AND FARADAY AVENUE 710,000 0 0 0 0 0 0 EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD 0 0 0 0 0 250,000 EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD 0 0 0 0 0 450,000 EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE. 642,000 0 0 0 1,382,708 0 0 MELROSE DRIVE AND ALGA ROAD 0 0 0 0 0 480,000 PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN) 1,000,000 0 0 0 0 0 0 PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD 0 0 0 0 0 160,000 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE 480,000 0 0 0 0 0 0 POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN 0 0 0 0 0 1,870,OOO * SIDEWALKJXREET CONSTRUCTION PROGRAM (35601,339ll) 738,804 0 400,000 400,000 400,000 400,000 4,600,OOO TRAFFIC IMPACT FEE STUDY 70,000 0 0 0 0 0 0 TRAFFIC MONITORING PROGRAM 604,764 60,000 60,000 60,000 60,000 60,000 300,000 TOTAL PROJECT EXPENDITURES 4,245,568 60,ow 46D,wo 460,DW 1,842,708 460,WO 12,664OW ENDING FUND BALANCE WA 1,810,958 2#523,249 3,442,138 2,970,774 3,593,250 1,396,620 TRANSNET-LOCAL PRIOR YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT YEARS 2001-2Gil2 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 1,339,261 1,209,128 1,309,128 1,309,128 1,309,128 1,309,128 REVENUES TRANSPORTATION TAXES 1,069,867 1,800,000 1,700,000 1,700,OOO 1,700,000 7,800,000 TOTAL REVENUES WA 1,069,867 1,8W,OOO 1,7W,OOO 1,7W,WO l,7W,OO6 7,800,OW CAPITAL PRQJ!ECE * SOUIH CARLSBAD VILLAGE STORM DRAIN 4,700,000 0 0 0 0 0 0 VISTAKARLSBAD INTERCEPTOR - PAVEMENT OVERLAY 695,880 0 0 0 0 0 0 CARLSBAD BOULEVARD RETROFIT OVER SDNR 1,100,000 0 0 0 0 0 0 * PALOMAR AIRPORT ROAD WIDENING EL CAMINO REAL TO EL FUERTE - 610,000 0 0 0 0 0 0 * PAVEMENT MANAGEMENT PROGRAM 3,749,347 1,200,000 1,200,000 1,200,000 1,200,000 1,200,000 6,800,000 * SIDEWALK/SrREET CONSIRUCTION PROGRAM(35602,33912,36711) 1,757,887 0 500,000 500,000 500,000 500,000 1,000,000 TOTAL PROJECT EXPENDITURES 12,613,114 1,2w,ow 1,7w,wo 1,7w,OOo 1,7w,OOO 1,704000 7,8W,OW ENDING FUND BALANCE WA 1,209,128 1,309,128 1,3W,l28 1,309,128 1,309,128 1,309,128 l Project has multiple funding sources. C-38 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRANSNET/HIGHWAY PRIOR 1 YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUIu)oUT YEARS 1 2001-2clo2 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 278,663 278,663 278,663 278,663 278,663 278,663 PNEWES TRANSNET REVENUE 0 0 0 0 0 0 TOTAL REVENUES WA 0 0 0 0 0 0 * BTD#3 CANNON ROAD WEST 4,400,oOO * COLLEGE BLVD EAST OF ECRJCANNON ROAD REACH 3 550,000 TOTAL PROJECT EXPENDnllR6S 4,950,wo 0 0 0 0 a 0 ENDING FUND BALANCE WA 278,663 278,663 278,663 278,663 278,663 278,663 SURFACE TRANSPORTATION PROGRAM (STP) PRIOR YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 238,510 238,510 238,510 238,510 238,510 238,510 9-P REVENUE 0 0 0 0 0 0 TOTAL RNENUES WA 0 0 0 0 0 0 * SOUTH CARLSBAD VILLAGE SrORM DRAIN 1,240,ooo TOTAL PRDJECT EXPENDITURES 1,240,wo 0 0 0 0 0 0 ENDING FUND BALANCE WA 238,510 238,510 238,510 238,510 238,510 238,510 I LOCAL TRANSPORATAnON FUNDS (TDA) PRIOR 1 YEAR 1 YEAR2 YEAR3 YEAR 4 YEAR5 BUILDOUT I I- I BEGINNING FUND BALANCE YEARS WA 2001-2002 57,856 2002-2003 57,856 2003-2004 57,856 2004-2005 57,856 2005-2006 57,856 2006++ 57,856 0 0 0 0 0 0 WA 0 0 0 0 0 0 I TDA GRANT TOTAL REVENUES * SIDEWALK/Sl-REET CONSIRUCIION PROJECr(33913,36081) 236,200 TOTAL PROJECT UCPENDITURES 236,200 0 0 0 0 0 0 I I ENDING FUND BALANCE WA 57,856 57,856 57,856 57,856 57,856 57,856 I * Project has multiple funding sources. c-39 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY STATE GRANTS PRIOR YEARS BEGINNING FUND BALANCE WA REVENUES GRANT REVENUE TOTAL REVENUES WA 200,000 0 0 0 0 0 2w,ooo 0 0 0 0 0 * COASTAL RAIL TRAIL (TSM GRANT) - PROJECT 5lUDY REPORT 192,000 200,000 0 0 0 0 0 * OPPORNNISI-IC SAND PROGRAM 110,898 28,000 0 0 0 0 0 * PAVEMENT MANAGEMENT PROGRAM 0 585,000 0 0 0 0 0 TOTAL PROJECT EXPENDITURES 302,898 813,DOO 0 0 0 0 0 ENDING FUND BALANCE WA 3,663 3,663 3,663 3,663 3,663 3,663 YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ 616,663 3,663 3,663 3,663 3,663 3,663 COUNTY GRANTS PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 625,156 544,138 544,138 544,138 544,138 S44,138 I GRANT REVENUE (LOAN REIMBURSEMENT) TOTAL REVENUES ORION SIREET FROM ECR TO FARADAY TOTAL PROJECT EXPENDmRES (81,018) 0 0 0 0 0 WA (81,018) 0 0 0 0 0 500,000 0 0 0 0 0 0 5w,DDo 0 0 0 0 0 0 ENDING FUND BALANCE WA 544,138 S44,138 544,138 544,138 544,138 544,138 ASSESSMENT DISTRICTS PRIOR 1 YEAR1 YEAR2 YEAR 3 YEAR4 YEAR5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 208,806 208,806 208,806 208,866 208,806 208,806 DEVELOPERS ASSESSMENIS 0 0 0 0 0 0 TDTM REVENUES WA 0 0 0 0 0 0 TRAF SIG - AVIARA PARKWAY+OINSElTIA LANE TO EL CAMINO REAL 440,000 I 0 0 0 0 0 0 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE 280,000 0 0 0 0 0 0 TOTAL PROJECT EXPENDITURES 720,000 0 0 0 0 0 0 ENDING FUND BALANCE WA 1 208,806 208,806 208,806 208,806 208,806 208,806 l Project has multiple funding sources. c-40 BTD NO. 2 AVIARA PARKWAY - POINSElTIA LANE PRIOR 1 YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOLil YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 662,180 721,580 1,627,003 2,720,203 3,771,763 5,227,003 REVENUES DEVELOPER FEES 59,400 905,423 1,093,200 1,051,560 1,455,240 7,913,576 TOTAL REVENUES WA 59,400 805,423 1,093,200 1,051,560 1,455,248 7,913,576 CAPTTAI PROJECTS BTD#Z/AvIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD * BTD#2/POINSEITIA LANE - AVIARA FKWY TO BLACK RAIL ROAD BTD#2/POINSEtTIA LANE - REACH “c” BTD#2/POINSEllIA LANE - REACH ES “E,F,G BTD#2 REPAYMENT TO GENERAL FUND BTD#2 REPAYMENT TO GAS TAX FUND TOTALPRDJECTEXPENDITURES 552,500 0 0 0 0 0 1,104,OOO 3,810,000 0 0 0 0 0 3,288,OOO 1,000,000 0 0 0 0 0 1,291,ooo 550,000 0 0 0 0 0 5,437,oOO 0 0 0 0 0 0 500,000 0 0 0 0 0 0 1,000,000 5,912,5DO 0 0 0 0 0 12,628,OW ENDING FUND BALANCE WA 1 721,580 1,627,003 2720,203 3,771,763 5,227,003 520,579 BTD NO. 3 CANNON ROAD WEST PRIOR 1 YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILCOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNINGFUNDBAIANCE WA 2694,342 1,184,342 1,418,249 1,514,249 1,661,449 1,816,329 DEVELOPER FEES 0 223,907 96,000 147,200 154,880 3,153,920 TOTAL REVENUES WA 0 223,907 96,000 147,200 154,880 3,153,920 BTD#3 CANNON ROAD WEST TR SIGNAL ECF$Z4NNON 3,386,oOO 1,500,000 0 0 0 0 2,164,OOo REPAY LOAN TO GAS TAX FUND TOTAL PROJECT EXPENDITURES 0 0 0 0 0 0 2,000,OuO $386,808 1,508,ooo 0 0 0 0 4,164,wo ENDING FUND BALANCE WA 1 1,194,342 1,418,249 1,514,249 1,661,449 1,816,329 806,249 * Project has multiple funding sources. c-41 COMMUNIW FACIWl’IES DISTRICT NO. 1 (CFD 1) PRlOR YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BAIANCE WA 36,176,179 25,562,702 31,578,550 a###### 43,804,072 45,478,900 REVENUG DEVELOPER SPECIAL TAXES 4,221,523 6,125,848 6,177,641 6,267,880 1,784,828 7,480,781 TOTAL REVENUES WA 4,221,523 4125,848 6,177,641 6,267,880 1,784,828 7,480,781 CITY HALL 0 0 0 0 0 0 26,612,OOO * PUBLIC WORKS CENTER 1,468,OOO 9,025,ooo 0 0 0 0 0 * COLE LIBRARY EXPANSION (35%) 0 0 0 0 0 0 4,608,OOO SOUTH CARISBAD LIBRARY CONSTRUCTION 18,868,516 0 0 0 0 0 0 CFD#l ADMINISTRA-fTON 0 110,000 110,000 110,000 110,000 110,000 990,000 VETERAN’S MEMORIAL PARK 0 0 0 0 0 0 16,129,OOO * BTD#3 CANNON ROAD WEST 6,534,600 0 0 0 0 0 0 FARADAY AVENUE EXTENSION - SOLDH OF CANNON ROAD 5,500,oOO 0 0 0 0 0 0 I-5 AND LA COSTA AVENUE AUXILLARY LANES 0 0 0 0 0 0 1,500,000 * RANCH0 SANTA FE ROAD NORTH - PHASE I 0 5,700,OOO 0 0 0 0 0 TOTAL PROJECT EXPENDITURES 32,371,116 14,835,ODO 110,000 110,900 110,000 110,OW 49,839,OOO ENDING FUND BALANCE WA 25,562,702 31,578,550 37,646,191 ####### 45,478,9W 3,120,680 RANCH0 SANTA FE ROAD PROJECT (CFD 2) PRIOR YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 10,415,185 $199,158 4,X52,330 6,402,330 6,402,330 6,402,330 BFVENUES DEVELOPER SPECIAL TAXES 64,646 120,172 0 0 0 9,541,713 GRANTS 2,000,000 0 2,250,OOO 0 0 0 OTHER AGENCY CONTRIBUTIONS 1,037,000 1,833,OOO 0 0 0 0 TOTAL REVENUES WA 3,101,646 1,953,172 2#250,000 0 0 9,541,713 OLIVENHAIN ROAD WIDENING MITIGATION MONITORING 15,000 0 0 0 0 0 0 * RANCH0 SANTA FE ROAD CFD#2 FORMATION 19,354 0 0 0 0 0 0 * RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS 0 2,631,OOO 0 0 0 0 0 * RANCH0 SANTA FE ROAD NORTH - PHASE I 13,196,227 5,577,673 0 0 0 0 0 * RANCH0 SANTA FE ROAD SOUTH (TO ENCINITAS) 0 3,109,cO0 0 0 0 0 0 TOTAL PROJECT EXPENDrl-URES 13,230,581 l&317,673 0 0 0 0 0 ENDING FUND BALANCE WA 2,199,158 4,152,330 6,402,330 6,402,330 6,402,330 15,944,043 l Project has multiple funding sources. c-42 FEDERAL GRANTS PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 0 0 0 0 0 0 REVENUES HBBR GRANT REVENUE (RANCH0 SANTA FE ROAD) 0 5,821,600 0 0 0 0 CMAQ &TEA GRANT REVENUE (RAIL TRAIL) 800,000 0 0 0 0 0 OTHER GRANT REVENUE 62,000 0 0 0 0 0 TOTAL REVENUE5 WA 862JmD 5,821,6DD 0 0 0 0 CAPITA' WDKIS * COASTAL RAIL TRAIL (CMAQ) - PROJECT SIUDY REPORT 768,000 800,000 0 0 0 0 0 * CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING (HBRR) 0 62,000 0 0 0 0 0 * RANCH0 SANTA FE ROAD NORTH - PHASE II (BRIDGE) 0 0 5,821,600 0 0 0 0 TOTAL PROJECT EXPENDITURES 768,000 86&Wo 5,821,600 0 0 0 0 ENDING FUND BALANCE WA 0 0 0 0 0 0 PLANNED LOCAL DRAINAGE AREA FEES (PLDA) PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNINGFUNDBAIANCE WA 4,695,825 3,888,731 1‘997,550 3,494,648 4,663,861 5,752,063 DEVELOPER FEES 324,527 858,819 1,497,098 1,169,212 1,088,202 9,084,539 TOTAL RNENUE5 WA 324,527 858,819 1,497,098 1,169,212 1,088,202 9,OB4,539 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA “C) 290,000 0 0 0 0 0 0 BTD#4 COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES 0 0 2,600,OOO 0 0 0 0 COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA “B”) 0 0 0 0 0 0 2,100,000 DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PLDA “B”) 1,120,000 0 0 0 0 0 0 FARADAY/MELROSE DRAINAGE FACILITIES (PLDA “B”) 68,379 1,131,621 0 0 0 0 0 MISCELLANEOUS MASTER DRAINAGE FACILITIES 0 0 0 0 0 0 10,936,OOO MASi-ER PLAN UPDATE 0 0 150,000 0 0 0 0 PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA “B”) 0 0 0 0 0 0 500,000 * SOUTH CARLSBAD VILLAGE SrORM DRAIN (PLDA “B”) 1,160,OOO 0 0 0 0 0 0 TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA “B 0 0 0 0 0 0 1,279,OOo TOTAL PROJECT EXPENDITURES 2638,379 1,131,621 2#75o,WD 0 0 0 14,815,WO ENDING FUND BALANCE WA 1888,731 1,997,550 3,494,648 4,663,861 5,752,063 21,602 SEWER BENEFm AREA FEES (SBA) PRIOR YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-200s 2005-2006 2006++ BEGINNING FUND BALANCE WA 1,661,477 1,872,077 2,302,677 2,707,437 3,w7,437 3,052#437 DEVELOPER FEES 210,600 430,600 404,760 400,000 400,000 11,300,000 TOTAL RNENUES WA 210,600 430,600 404,760 400,ow 400,000 11,300,000 PROJECTS CARLSBAD TRUNK SEWER REACHES VCTIA, VCrlB, VCTIC (SBA “A”) 0 0 0 100,000 355,000 0 @ SOUTH AGUA HEDIONDA INTERCEPrOR PHASE II 3,395,495 0 0 0 0 0 2,166,OOO @ WJTH AGUA HEDIONDA INTERCEPTOR PHASE III 1,000,000 0 0 0 0 0 1,100,000 SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEFTOR 0 0 0 0 0 3,770,ooo SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP 0 0 0 0 0 42,494 TOTAL PROJECT EXPENDITURE5 4,395,495 0 0 0 lW,OW 355,000 7,078,494 ENDING FUND BALANCE WA 1,872,077 2,302,677 2,707,437 3,007,437 3,052,437 7,273,943 l Project has multiple funding sources. c-43 SEWER CONNECTION FEE FUND BEGINNING FUND BALANCE REVENUES DEVELOPER FEES OTHER AGENCY CONTRIBUTIONS TOTAL REVENUE5 PRlOR YEARS WA WA CAPITAL Pm BUILDING IMPROVEMENTS CAPITAL ACQUISlTIONS - UNIT I FLOW EQUALIZATION PROJECT PHASE IV EXPANSION - DEBT SERVICE PHASE V EXPANSION PHASE V EXPANSION - INTERIM CAPACITY TECHNOLOGY MASTER PLAN BUENA VISTA LIFT STATION BUENA VISTA LIFT STATION PUMP ADDITION NIGHTSHADE GRAVLTY SEWER EXTENSION SEWER CONNECTION FEE UPDATE SEWER MASTER PLAN UPDATE SEWER MONITORING PROGRAM VISIAjCARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12 VISTAKARLSBAD INTERCEPTOR REACH VCSA, 58 TO VCIIA VISTA/CARLSBAD INTERCEPTOR REACH VCllB VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 - TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE N/A . 21,290,530 14,049,502 19,764,530 10,908,054 4294,270 2,835,930 693,314 479,900 232,796 0 789,859 222,298 341,220 502,132 0 0 15,000 0 169,075 350,000 12,223,433 0 0 16,019,027 YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ 15,804,678 21,290,530 14,049,502 19,764,530 10,908,054 4294,270 1,269,720 2,380,966 2,514,694 2,157,795 1,466,660 14,782,398 8,326,571 2,600,OOO 5600,000 0 0 0 9,596,291 4,980,966 8,114,694 4157,795 1,466,660 14,782,398 0 144,543 2,542,735 942,161 0 0 0 0 0 0 0 181,000 0 0 0 300,000 0 1,093,935 0 0 0 0 124,050 124,050 124,050 124,050 2,170,343 0 0 0 0 2,870,987 936,199 936,256 939,581 936,394 8,391,592 7,467,810 0 0 0 3,435,093 0 0 0 0 0 0 0 0 0 819,722 0 0 0 0 0 0 0 0 0 233,000 0 50,000 100,000 0 0 0 0 0 0 0 0 0 0 0 0 0 20,000 20,000 20,006 320,000 0 769,360 5,130,640 0 0 0 0 0 0 0 2,600,OOO 0 0 0 0 0 500,000 4,700,OOO 5,000,OOO 0 4,110,439 12,221,994 2,399,666 11,014,271 6,080,444 18,240,737 l Project has multiple funding sources. C-44 SEWER REPLACEMENT FUND PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 14330,433 8,317,079 7,061,050 5,849,221 5,06$692 5,836,161 RNENUFS TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUES WA * PUBUC WORKS CENTER CAPITAL PLANNING /SERVICES COGENERATION REHABILITATION PiANT REHABILITATION PUMP STATION INTERFACES AVENIDA ENCINAS GRAVITY SEWER CHINQUAPIN SEWAGE LIFT SrATION FARADAY AVENUE - ORION TO MELROSE SEWER FOREST GRAVrrY SEWER FOXES SEWAGE LIFT STATION UPGRADE HOME PLANT LIFT STATION IA COSTA MEADOWS SEWER EXTENSION IA GOLONDRIA SEWER EXi-ENSION NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REAL/KEL NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTIA NORTH BATIQUITOS INTERCEPTOR REHABILITATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS PALMER WAY SEWER EXTENSION POINSEi-I-IA LANE SEWER RELOCATION POINSEi-i-IA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT SEWER ACCESS HOLE REHABILITATION SEWER LIFT STATION REPAIRS AND UPGRADES SEWER UNE REFURBISHMENTS/REPLACEMENT VISTA/CARLSBAD INTERCEPTOR REACH VCSA, 58 TO VCllA VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 TOTAL PROJECT EXPENDITURES 9,547,231 ENDING FUND BALANCE WA C 248,458 0 1,420,917 25,636 a 450,000 110,200 300,000 2,185,ooa a 0 0 650,000 0 0 400,000 0 125,000 400,000 0 800,000 180,000 1,550,oOa 702,020 0 1,300,000 1,300,000 1,3oo,ooo 1,300,000 1,300,000 20,800,000 0 0 0 0 0 3,812,494 1,300,000 1,300,000 l,3W,OW 1,300,000 1,3W,W0 24,612,494 2,200,000 0 0 112,099 112,099 112,099 0 0 0 66,987 74,430 74,430 17,013 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35,000 250,000 0 0 50,000 0 0 50,000 0 837,600 0 100,000 620,000 0 0 158,000 1,375,200 0 0 0 3wJ'J 297,200 0 0 0 0 0 0 0 0 21,700 200,100 100,000 100,000 100,000 55,380 0 0 300,000 300,000 300,000 0 0 0 0 112,099 0 74,430 0 175,000 0 0 500,000 0 0 125,000 100,000 0 0 0 600,000 0 0 0 0 100,000 0 300,000 0 0 0 0 52,101 906,557 0 581,447 74,430 1,198,323 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 1,500,OOO 0 0 300,000 4,800,OOO 0 0 327,075 0 0 0 0 3,313,354 $556,029 2,511,829 2,086,529 526,531 8,986,327 8,317,079 7,061,050 5,849,221 5,062,692 5,836,161 21,462,328 * Project has multiple funding sources. c-45 RECYCLED WATER FUND PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 2,528,877 34495,350 11,146,823 9,167,296 6,671,769 4712,242 RNENUES TRANSFER FROM OPERATING FUND 150,000 150,000 150,000 150,000 200,000 3,000,000 LOANS & OTHER 36,890,OOO 0 0 0 0 0 TOTAL REVENUES WA 37,D4D,ooo 150,000 150,wo 150,cmo 2w,cm 3,ow,ow DEBT SERVICE ON STATE LOAN 0 159,527 159,527 159,527 159,527 159,527 1,402,115 INDUSTRIAL PARK SYSTEM 1,179,539 0 0 0 0 0 0 I-5 RECYCLED WATER TRANSMISSION UNE 14o,oBa 0 0 0 0 0 0 RECYCLED UNE - FOINSEIl-IA BRIDGE 240,000 0 0 0 0 0 0 * RECYCLED WATER PROG-PHASE II 600,000 8,914,OOO 19,339,ooo 1,570,000 2,486,OOO 0 0 PUMP STATION UPGRADE 0 0 0 400,000 0 0 0 RECYCLED WATER TO WATER REPLACEMENT 0 0 0 0 0 0 1,6B5,000 TOTAL PROJECT EXPENDrWRES 2J59,539 9,073,527 19,498,527 2,129,527 2,645,527 159,527 3,w7,115 ENDING FUND BALANCE WA 34495,350 11,146,823 9,167,296 4671,769 6,712,242 4705,127 WATER CONNECI-ION FEE FUND PRIOR YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR 5 BUILDDUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 3,412,366 2,637,864 916,056 2,138,217 4,660,564 5,536,190 DEVELOPER FEES 1,500,306 2,328,424 3,121,589 2,822,347 1,975,627 18,595,921 TOTAL REVENUES WA 1,500,306 2,328,424 3,121,589 $822,347 l,975,627 18,595,921 . * “D” RESERVOIR - PHASE II 0 0 0 0 0 0 3,984,500 580 ZONE SECONDARY SUPPLY 0 0 0 0 0 0 256,000 680 ZONE SUPPLY 0 0 0 0 0 0 550,000 AVTARA PARKWAY- POINSEFi-IA LANE TO PALOMAR AIRPORT ROAD 0 0 0 495,000 0 0 0 CAIAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR 0 0 0 50,000 200,000 0 0 CANNON ROAD WEST TRANSMISSION MAIN 2,864,457 0 0 0 0 0 0 * CAR&BAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENUNAS 0 0 0 0 0 0 133,000 CARISBAD BLVD - SOUTH OF PALOMAR AIRPORT ROAD 0 150,0oa 0 0 0 0 0 COLLEGE BOULEVARD (33” UNE TO CANNON ROAD) 0 0 421,000 0 0 0 0 COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE 0 0 550,000 0 0 0 0 COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK 183,375 0 0 0 0 0 0 EL CAMINO REAL CROSSING AT KELLY DRIVE 0 0 0 94,000 0 0 0 EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA 0 0 835,800 0 0 0 0 EL CXMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE 50,000 0 0 200,000 0 0 0 FARADAY AVENUE - ORION TO MELOROSE WATERLINE 97,210 0 0 0 0 0 0 EL FUERTE - ALGA ROAD TO POINSEFFIA LANE 2,000,000 0 0 0 0 0 0 EL FUERTE - FARADAY TO MAERKLE RESERVOIR 0 25,000 0 0 0 0 305,000 EL FUERTE - POIN!Xi-TIA LANE TO PALOMAR AIRPORT ROAD 0 0 820,000 0 0 0 0 EL FUERTE - NORTH OF LOKER 0 0 148,750 0 0 0 0 FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH Cm 510,000 0 0 0 0 0 0 NORTH AGUA HEDIONDA TRANSMISSION MAIN 0 0 0 30,000 100,000 0 0 PALOMAR AIRPORT - NORTH OF OWENS 75,000 75,000 0 0 0 0 0 POINSElTIA LANE- FROM “D” RESERVOIR TO AMBROSIA LANE 322,000 0 0 0 0 0 0 POINSETTIA LANE - EL CAMINO REAL TO “D” RESERVOIR 2,700,OOO 0 0 0 0 0 0 POINSElTIA LANE - EL FUERTE TO EL CAMINO REAL 0 0 0 0 0 0 2,800,OOO POINSElTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD 375,000 0 0 0 0 0 0 PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD 0 0 250,000 0 0 0 0 TAP NO. 2 RESERVOIR 150,000 0 0 0 0 100,000 1,500,ooo WATER CONNECTION FEE UPDATE 15,000 0 0 0 0 0 0 WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) 0 1,024,808 1,024,682 1,030,428 0 0 0 LOAN FROM WATER REPLACEMENT FUND 0 1,000,000 0 0 0 1,000,000 0 TOTAL PROJECT EXPENDmURES 9,342,042 2274,808 4,050,232 1,899,428 300,000 l,lW,OOO 9,528,5W ENDING FUND BALANCE WA 2,637,864 916,056 2,138,217 4,660,564 5,536,190 14,603,612 l Project has multiple funding sources. C-46 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER REPLACEMENT FUND PRIOR YEARS BEGINNING FUND BALANCE WA REVENUES TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUE5 WA CAPITAL PROJECTS * PUBUC WORKS CENTER WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE * “D” RESERVOIR - PHASE II * CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENUNAS COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CRE DAVIS AVENUE PIPEUNE REPLACEMENT EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH ELCAMINO REAL TRANSMISSION MAINFROM FARADAYTOCOUGARD FARADAY AVENUE WATERUNE FOUSSAT ROAD WELL ABANDONMENT LAKE CALAVERA RESERVOIR IMPROVEMENTS MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE MISCELLANEOUS PIPEUNE REPLACEMENT PROJECTS MISCELLANEOUS STORAGE TANK REPAIRS MISCELLANEOUS WATER RESERVOIR FENCING OCEANSIDE INTERTIE UPGRADE SANTA FE II TRANSMISSION MAIN RELOCATION SEAWATER DESALINATION PROGRAMS TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP RESERVOIR DG-ERIOR PAINTING TRI-AGENCY PIPEUNE EROSION PROTECTION * WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER SYSTEM INTERTIE CONNECTION * RECYCLED WATER PROG-PHASE II TOTAL PROJECT EXPENDITURE5 0 4,600,OOO 0 0 0 0 0 20,000 0 0 0 0 0 0 0 0 0 0 0 0 1,328,OOO 0 0 0 0 0 0 142,000 0 0 0 0 0 0 w4w@3 153,170 0 0 0 0 0 0 3,225,OOO 0 0 0 0 0 0 50,000 0 0 600,000 0 0 0 325,000 0 0 0 0 0 0 0 0 0 150,000 0 0 0 150,000 1,500,000 0 0 0 0 0 0 0 0 0 0 0 604,000 0 0 0 600,000 0 0 8wJofJ 120,000 50,000 0 0 0 0 0 110,000 0 0 0 0 0 0 0 0 0 100,000 0 0 0 509,998 50,000 0 0 0 0 0 649,860 0 0 0 0 0 0 0 0 0 20,000 100,ooo 0 0 70,000 0 0 0 0 0 0 0 0 150,000 0 0 0 0 0 195,202 195,178 196,272 0 0 0 400,000 0 0 0 0 0 0 4,000,000 9,783,028 ENDING FUND BALANCE WA YEAR 1 YEAR2 YEAR3 YEAR4 YEAR 5 BUILDOUT 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ 14,010,188 10,807,986 12,699,668 13,314,993 15,542,222 18,963,471 2,193,OOo 2,236,860 2,281,597 2,327,229 2,421,249 36,000,OOO 1,000,000 0 0 0 1,000,000 1,605,OOO 3,193,ow 2236,860 2#281,597 2327,229 3,421,249 37,605,ow 0 0 0 0 0 0 6,395,202 345,178 1,666,272 lW,ooo 0 5,214,000 10,807,986 12,699,668 13,314,993 15,542,222 18,963,471 S&354,471 l Project has multiple funding sources. c-47 REDEVELOPMENT BONDS PRIOR YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2crBl-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 152#09 15&DD9 i52#m 152#09 15~099 152#09 BOND PROCEEDS 0 0 0 0 0 0 TOTAL REVENUES WA 0 0 0 0 0 0 CAPITAL WiDECIS BUSINESS IMPROVEMENT DISI-RICT STUDY DOWNTOWN mEET LIGHTING ENHANCEMENT SI-UDY FACADE IMPROVEMENT AND SIGNAGE PROGRAM VILIAGE AREA Si-REET FURNITURE AND PLANTERS VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM VILLAGE PUBLIC RELATIONS CAMPAIGN VILLAGE AREA SIDEWALK AND CURB RECONSI-RUCIION TOTAL PROJECT EXPENDmJRES 25,000 0 0 0 0 0 0 65,000 0 0 0 0 0 0 174,288 0 0 0 0 0 0 75,000 0 0 0 0 0 0 495,215 0 0 0 0 0 0 30,000 0 0 0 0 0 0 71,785 0 0 0 0 0 0 71,785 0 0 0 0 0 0 ENDING FUND BAIANCE WA 1 15$m9 152#J9 157$D6 152#009 15$cm9 152#D6 GAS TAX FUND BEGINNING FUND BALANCE REVENUES DEVELOPER FEES LOAN REPAYMENTS TOTAL REVENUE5 * MISCELLANEOUS ROAD SUBDRAINS * SOUTH CARISBAD VILLAGE SroRM DRAIN TRAF SIG - ALGA ROAD AND CAZADERO TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAF SIG - CARLSBAD BOULEVARD AND STATE SI-RElEr TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRADE TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAF SIG - POINSElTIA LANE AND PASEO ESCUEIA TRAF SIG - POINSEITIA LANE AND SNAPDRAGON DR ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST * FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT CARLSBAD BOULEVARD U-TURN AT POINSEll-IA LANE HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY MONROE SIREEl- SIDEWALK OCEAN SI-REET IMPROVEMENTS PARKING - CARLSBAD BOULEVARD AT PONTO BEACH * PAVEMENT MANAGEMENT PROGRAM TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE WA 1,087,626 $635,026 2,685,026 4,385,626 6,135,026 22,755,626 PRIOR YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2cQ6++ WA 567,026 1,087,026 1,635,026 2,685,026 4,385,626 4135,026 WA 1,BOO;OCK 0 0 0 0 12,100 125,000 0 0 0 154,000 120,000 1,100,000 75,000 60,000 225,000 10,000 150,000 461,401 0 600,000 600,000 0 0 13,200,OOO 4,30&501 1,030,000 1,05~w6 800,ooD 0 0 13,580,666 1,550,Bclo 1,6BB,ooO 1,650,OBt.l 1,7Bo,ooo 1,750,BBO 27,2BB,ooO 0 0 0 0 0 3,000,000 1,55o,ow WQWQQ 1,65O,DD6 1,7oo,DD6 1,75D,DOD 30,2W,DD6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 125,000 0 125,BBB 0 0 0 0 0 0 0 0 0 130,000 0 80,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 125,000 0 122,000 0 0 0 0 0 125,000 0 0 0 0 500,000 0 0 0 0 0 0 0 0 0 0 0 370,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 160,000 0 0 0 0 0 0 0 0 0 0 0 l Project has multiple funding sources. C-48 OTHER REVENUES PRIOR 1 YEAR1 YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILDGUT YEARS 2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006++ BEGINNING FUND BALANCE WA 294,861 294,861 294,861 294,861 104,007 m4,007 OTHER AGENCIES 1,151,ooo 0 0 0 0 1,210,000 DEVELOPER FUNDING 0 0 0 14,600,OOO 0 12,200,000 TOTAL REVENUES WA 1,151,000 0 0 14,6oo,ooo 0 13,410,000 EAWA’ PROJECIS * SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) * SOUTH AGUA HEDIONDA INTERCEPTOR PHASE III (VISTA) * AVENIDA ENCINAS EXTENSION * COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3 * FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS * RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS * COLLEGE/CANNON TO GF * FARADAY/MELROSE TO GF TOTAL PROJECT MPENDITURES 0 0 622,000 242,222 790,854 0 0 0 1,655,076 0 0 0 0 0 610,000 0 0 0 0 0 600,000 0 0 0 0 0 0 0 0 0 0 0 ll,B45,000 0 0 0 14,oOB,ooo 0 0 1,151,ooo 0 0 0 0 0 0 0 0 0 0 350,000 0 0 0 790,854 0 0 1,151,ooo 0 0 14,790,854 0 13,405,000 ENDING FUND BALANCE WA 294,861 294,861 294,861 lo4,W7 lo4,W7 109,007 l Project has multiple funding sources. c-49 c-50 I GLOSSARY 0F CAPITAL PROJECT FUNDING SOURCES I Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment District bonds. Projects include street construction and improvements to Alga Road and College Boulevard. Bridge and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project. CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, l-5 interchanges, and road segments. CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening and other improvements to Ranch0 Santa Fe Road. County Grants (COUNTY) - County contributions partially fund Orion Street from El Camino Real to Faraday. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail Trail and the Bridge on Ranch0 Santa Fe Road North. Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code of the State of California. General Capital Const. (GCC) - General Capital Construction funds, created through fund transfers from the City’s General Fund., are used to fund various municipal and other capital projects. Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City’s Municipal Golf Course. Infrastructure Maintenance and Replacement Fund - Receipt of license taxes on new construction and annual transfers from the General Fund pay for major maintenance and replacement of the City’s infrastructure. Other - Contributions from other agencies or nearby cities fund projects including the Vista- Carlsbad Sewer Interceptor and South Agua Hedionda Interceptor construction. Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. c-51 SDG&E - San Diego Gas & Electric Company installs underground utilities within the City boundaries. Sewer Benefit Area Fees (SEWER BENEF) - Development fees collected for the construction and improvement of interceptor systems located within specific Benefit Areas. Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for expansion of sewer lines and facilities. Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays for repair and replacement of the City’s existing sewer system. State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Carlsbad Boulevard Bridge replacement. Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and finance land acquisition and project construction in the downtown Village district. m - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNT/BIKE, /HWY, /LOCAL, /STP)- Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water Connection (WATER CONN) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water Replacement (WATER REPL) - Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing water lines and facilities. Water Recycled (RECL WATER) - Recycled Water is purified wastewater to be used for irrigation purposes. Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City’s industrial corridor. C-52 CrrY OF CARLSBAD PLANNED MAJOR CAPlTAL OUTLAY mMS 2001-02 0011010 CITY MANAGER Laptop (for Council Chambers) 1 3,000 Subtotal City Manager 3,000 0011210 CITY ATTORNEY Color Printer 1 1,000 Modular Furniture 2 10,000 Subtotal City Attorney 11,000 0011410 PURCHASING Postage Machine &Accounting System 1 10,000 Subtotal Purchasing 10,000 0011510 HUMAN RESOURCES Laser Printer 1 2,500 Subtotal Human Resources 2,500 0012120 POLICE FIELD OPERATIONS 800 MHz radio : 5,000 Laptop Computer 5,000 Xerox replacement machine 1 7,000 Subtotal Police Operations 17.000 0012121 TRAFFIC Computer 1 2,500 800 MHz radio 1 5,000 Patrol motorcycle 2 26,000 Subtotal Police Field Operations 33,500 0012220 FIRE EMERGENCY OPERATIONS 0012125 POLICE LAGOON PATROL 800 MHz for patrol boat 1 5,000 Subtotal Police Lagoon 5,000 0012130 INVESTIGATIONS 800 MHz handheld 1 5,000 Unmarked police sedan 1 20,000 Computer 1 2,500 Subtotal Police Investigations 27,500 Upgrade Existing Life Pak 12s blood pressure monitors 3 8,700 Upgrade Existing Life Pak 12s pulse oximeter 1 1,575 Life Pak 12 4 88,000 Life Pak 12 battery support systems 6 11,400 VHF Mobile King radio 1 1,200 VHF portable radios 6 6,600 Motorola six bay 800MHz radio chargers 3 5,400 Thermal Imaging Camera 1 18,500 Automatic External Defibrillator 12 38,400 Remodel Fire Station 5 Captain’s Office 1 10,000 Subtotal Fire Emergency Operations 189,775 0013010 COMMUNITY DEVELOPMENT ADMIN Computer 1 2,500 Subtotal Community Development Admin 2,500 0013210 PLANNING Computer 2 5,000 Subtotal Planning 5,000 0013610 BUILDING Computer 1 2,500 Subtotal Building 2,500 0014065 ARTS OFFICE Apple computer with 21/21” Monitor and Magic Scan Scanner 1 3,800 Subtotal Arts 3,800 0014520 AQUATICS Replacement sump pump 2 8,000 Replacement of Swim Pool shell/lining 1 65,000 Self-contained Breathing Apparatus 2 5,600 Subtotal 0014510 PARK PLANNING AND RECREATION MGT. Playground equipment 50,000 Subtotal Park Planning and Recreation Mgt. 50,000 0014541 RECREATION. OPERATIONS - STAGECOACH Vinyl covered wall pads 1 6,400 Slope fold curtain 1 23,000 Subtotal Operations - Stagecoach 29,400 0014542 RECREATION OPERATIONS - CAtAVERA Electric Power winch with Glass Side Basketball backboard (pair) 2 29,000 Subtotal Operations - Calavera 29,000 D-l CITY OF CARLSBAD PLANNED MAJOR CAPmAL OUTLAY ITEMS 2001-02 OrQ Key Department 0015020 PARK MAINTENANCE 0015060 FACILITIES MAINTENANCE Item Description Playground EquipmenVrubberized surfacing - Calavera Playground Equipmenbrubberized surfacing - La Costa Canyon Park PiayQrOUnd Equipment/rubberized surfacing - Stagecoach Accessible rubberize surfacing - LaQuna Riviera Park Subtotal Parks Maintenance Audio System at Faraday Generator enclosure for City Hall Subtotal Facilities Maintenance QtY cost 1 30,000 1 40,000 40,000 : 12,000 122,000 I 70,000 1 15,000 85,000 0015710 ENGINEERING 0016370 TRAFFIC SIGNAL MAINTENANCE New copier lease Laptop Computer Computer Calle Barcelona Guardrail La Costa Canyon stairway/handrail replacement Melrose Drive Guard Rail Solandra Drive Guard Rail Subtotal Engineering Emergency battery back-up system upgrade Video detection system for College/Faraday Signal pole replacement - Avenida EncinaslPalomar Subtotal Traffic Signal Maintenance 26,400 : 10,000 1 2,500 1 21,000 1 55,000 1 29,100 1 12,800 156,800 10 50,000 1 30,000 1 20,000 100,000 00111 IO ADMINISTRATIVE SERVICES 0011510 HUMAN RESOURCES 0012210 FIRE ADMINISTRATION 0012210 FIRE ADMINISTRATION 0014541 RECREATION. OPERATIONS - STAGECOACH 0014542 RECREATION OPERATIONS - CALAVERA 0014543 RECREATION OPERATIONS - HARDING 0015020 PARK MAINTENANCE 0015060 FACILITIES MAINTENANCE 0015710 ENGINEERING 0016355 STREET MAINTENANCE Existing Xerox Lease 1 72,100 Existing Xerox Lease 1 14,800 Annual 800 MHz backbone system payment 1 80,000 Existing Xerox Lease 1 12,200 Existing Xerox Lease 1 11,600 Existing Xerox Lease 1 11,900 Existing Xerox Lease 1 11,900 Existing Xerox Lease 1 19,000 Existing Xerox Lease I 6,000 Existing Xerox Lease 1 8,100 Existing Xerox Lease 1 6,000 Subtotal Existing Leases 253,600 rOTA GENtRAL FUND $1,217,4/5 1 Spe~siFu#o~iilii~~~~~~~~~~~~~~~~~~~~:::::::::::::::::~~~~~~~~:~~~~~~:~~~~~~~:::::~ ..,..._. . . . . . . . . . . . . Computer Printer GIS station/monitor GIS DC system Computer Workstation Digital camera Office furniture Vehicles Automated field samplers Sample storage refrigerator 4 11,500 2 3,000 1 7,000 10,000 : 10,000 2 2,000 15,000 z 54,000 2 10,000 1 8,000 130,500 1625057 STREET LIGHT MAINTENANCE Ranch0 Carlsbad light pole replacement program 14 56,000 Subtotal Street Light Maintenance 56,000 5016310 WATER OPERATIONS Transportable vacuum system 1 20,000 Computer 1 2,500 Self contained breathing apparatus 4 13,400 Subtotal Water Operations 35,900 5116310 SANITATION Soil Compaction Rammer 1 3,000 Trailer mounted cable rodding machine 1 20,000 4000 pound winch 1 6,500 Self contained breathing apparatus 3 10,050 Scott .%A-Pak 4.5-10 1 1,700 Stainless Steel Modular enclosure 1 5,600 Subtotal Sanitation 49,050 D-2 CrrY OF CARLSBAD PLANNED MAJOR CAPrrAL OUTLAY ITEMS 2001-02 Org Key Department 6205060 VEHICLE MAINTENANCE Item Description Qty cost Portable turf equipment hoist I 8,000 Overhead product reels 1 15,000 Subtotal Vehicle Maintenance 23,000 6215061 VEHICLE REPLACEMENT Police patrol vehicles Intermediate sedan Minivan Compact pick-up trucks 314 ton pick-up trucks Compact pick-up truck 1 ton utility truck Truck - Patch Truck - Stencil Fire truck 168,000 18,000 21,000 36,000 50,000 21,000 28,000 92,000 75,000 380,000 45.000 I 1 22;ooo 956,000 Skiploader Chipper Subtotal Vehicle Replacement 6141610 RECORDS MANAGEMENT Color Printer Computer Scan station Subtotal Records Management 2 1 2,500 5;ooo 1 17,500 10.000 6401710 INFORMATION TECHNOLOGY Replace phone systems at Oak, Harding, and Housing Network storage Replace PC’s and printers Network switches (desktop) Network switches (fiber) Application/database sewers Web servers Data center monitor sharing switch SNMP modules Additional Internet firewall Additional Internet connection Subtotal Information Services 45,000 6,000 300,000 7,000 9,600 18,000 12,000 12,000 7,600 10.000 6401710 INFORMATION TECHNOLOGY Existing Xerox Leasa 1 13,400 6205060 VEHICLE MAINTENANCE Existing Xerox Lease 1 13,000 8013410 REDEVELOPMENT Existing Xerox Lease 1 47,000 Subtotal Existing Leases 73,400 1 To~~L-Ds $1,764#1bO 1 * Due to a change in accounting for leases, copier leases are now recorded as capital leases and the entire cost of the lease is being budgeted. In the past only the current year lease payments were budgeted. D-3 CITV OF CARLBBAD OUT OF STATE TRAVEL REQUEtXB 2001-2002 I I CITY CLERK IIMC Annual Conference 1 San Antonio, TX 2,500 Election Center Training 1 New Orleans, LA 2,600 5,100 0010310 CITY TREASURER Municipal Treasurers’ Assoc of US/CAN Conference 1 Vancouver, B.C. 1,400 1,400 0011010 CITY MANAGER Transforming Local Government Group ICMA Best Practices Conference lCMA Annual Conference Legislative Meetings with Council (2 trips) innovation Group Meetings 0011110 ADMiNISTRATIVE SERVICES ADMIN Legislative Meetings with Council ICMA Annual Conference ICMA Performance Measurement Conference Innovation Group Conference Innovation Group Forum Meetings (quarterly) 0011112 STRATEGIC CHANGE TEAM Environmental Research 3 Out of State 650 Innovations Group Annual Conference 3 Out of State 4,300 4,950 0011210 CITY ATTORNEY Int’l Municipal Lawyers’ Association Annual Conference Int’l Municipal Lawyers’ Assoc Mid-Year Conference 1 New Orleans, LA 2,375 1 Washington, DC 1,600 4,175 0011310 FINANCE GFOA Advanced Government Finance Institute 1 Madison, WI 2,050 Bi-Tech User Group Conference 2 Out of State 2,000 GFOA - Internal Auditing for Governmetns Conference 1 Portland, OR 1,100 GFOA - Financial Planning and Forecasting Conference I Phoenix, AZ 900 GFOA Conference I Out of State 1,300 7,350 0011410 PURCHASING Innovation Groups National Purchasing Alliance (3 trips) 1 Out of State 4,500 4,500 0011510 HUMAN RESOURCES IPMA International Conference 1 Out of State 2,500 Organizational Development Network Conference 1 Out of State 1,500 BcTech Software User Group Conference 2 Out of State 2,500 Western Intergovernmental Personnel Assessment Council 3 Las Vegas, NV 3,000 Conference related to integrated disability mgmt. 1 Seattle, WA 1 .ooo NPelra 1 Out of State 2,500 13,000 0012130 POLICE INVESTIGATIONS For suspect and/or witness interviews Out of State I 1,200 1,200 0012131 POLICE VICE/NARCOTICS For suspect and/or witness interviews Out of State 1,000 1,000 0012140 POLICE SUPPORT OPERATIONS CAD User Conference 3 Reno. NV 2,400 2,400 0012210 FIRE ADMINISTRATION International Fire Chiefs’ Conference Executive Fire OWcer Symposium lnnovatton Groups Regional Conference 1 New Orleans, LA 1,250 1 Emmitsburg, MD 1,225 2 Reno, NV 1,050 3,525 0012220 EMERGENCY OPERATIONS EMS Today Conference 2 Kansas Cly, MO 1,350 Southern Area Fire Equipment Rescue Conference 1 Reno, NV 950 2,300 Cl-W OF CARLSBAD OUT OF STATE TRAVEL REQUESTS 2001-2002 #OF BUDGET ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST 0013210 PLANNING APA National Conference 1 Chicago, IL 4,000 Reno, NV 1 Reno, NV 1,700 5,700 0013610 BUILDING INSPECTION Int’l Conf of Eldg Officials Annual Business Mtg 1 Cincfnatti, OH 1,000 Sierra “Permits” Annual Conference 1 Reno, NV 1,000 2,000 0014045 COLLECTION DEVELOPMENT Public Library Association National Conference 1 Phoenix, AZ 1,000 1,000 0014062 GALLERY American Association of Museums Conference 1 Dallas, TX 1,200 1,200 0014065 ARTS OFFICE American for the Arts National Conferecne 1 Nashville, TN 2,000 2,000 0014070 DOVE LIBRARY ADMINISTRATION Public Library Association National Conference 1 Phoenix, AZ 1,000 American Library Association Annual Conference I Atlanta, GA 1,400 2,400 0014510 PARK PLANNING & REC MGMT American Society of Landscape Architects 1 Montreal, Canada 1,700 1,700 0014570 SENIOR PROGRAMS National Council on Aging Conference 1 Denver, CO 1,500 1,500 0015710 ENGINEERING Permits Plus 1 Out of State 900 2001 Institute of Transportation Engineers 1 Allbuquerque. NM I 1,100 Water Environmental Federation Conference 1 Atlanta, GA 1.500 American Membrane Technology Association Conference 1 Charleston. SC I 11500 5,000 0016010 PUBLIC WORKS ADMIN APWA Conference 1 Out of State I 3,500 3,500 5016310 WATER OPERATIONS Permits Plus Conference 1 Reno. NV 1,100 1,100 6111520 WORKERS COMPENSATION Workers Comp Seminars 3 Out of State 7.300 7,300 6141610 RECORDS MANAGEMENT Annual ARMA Conference 1 Montreal, Canada AIIM Annual Conference 1 New York, NY 6401710 INFORMATION TECHNOLOGY lnterop Permits Users Conference Brainshare - Novel Conference Internet World NEC Users Conference Filenet Users Conference Harris Users Conference Help Desk Users Conference BiTech Users Conference Las Vegas, NV Reno. NV Satl Lake City, UT Unknown Unknown Unknown Unknown Unknown Unknown ITOTAL OTHER FUNDS 95 6G" 1,500 4,000 5,500 2,400 1,250 2.600 2,400 4,500 2.550 1.300 2,400 2,150 21,750 D-5 CONTINUING APPROPRIATIONS 2000-01 TO 200142 PURPOSE c=itv Editing and reprint of the Carlsbad Municipal Code 11,000 Chairs Legal services for Habitat Management Plan, City vs Bohn, telecommunications, and LEGD 1,200 34,500 Completion of Records Department redesign/remodel 15,000 Installation and integration services necessary for the upgrade of the DMS Panagon software version 5.2. 30,000 Network components for secure public access to the DMS 85,000 Office furniture for fire administrative offices Fire Dept 50th Anniversary Annual Hepatitis C testing Pike poles reconfiguration for use on new engines Wood to construct roof prop and cover for Fire Station 5 storage facility Fire Station No. 5 office remodel Storage racks for Fire station 5 storage facility Rehabilitation of Hosp Grove 5,000 4,000 5,000 1,000 6,000 5,000 3,000 106,000 Systems furniture 12.000 DMS indexing and scanning 30,000 Residential Traffic Management Program 15,000 Systems furniture 25,000 Auto CAD upgrades for Design staff, 4 workstations 12,000 GIS peripheral equipment upgrades 5,000 Storage cabinets and files 10,000 Developer deposits 194,815 Concrete replacement contract 125,000 Thermoplastic contract 50,000 Implementation of Street Tree Policy program 120,000 Facilities Replace generator at City Hall 23,000 Legal services to complete Senior Center condominium conversion 10,000 Completion and printing of Strategic Plan 12,500 Supplies for Triathlon which is being held one month later this year 4,000 Literacy Scholarship Account 3,058 New lease on public vend copiers 300,000 Staff copier leases 70,000 D-6 CONTINUING APPROPRIATIONS DEPARTMENT/PURPOSE Completion and printing of Cultural Plan. 5,000 Non - Deoarlmental Batiquitos Lagoon Foundation 15,440 Subtotal General Fund 1.353513 Police Asset Forfeiture Available year-end balance 106,173 COPS Grant Available year-end balance, Bicycle Patrol Law Enforcement Block Grant Available year-end balance Cultural Arts - Sister City Available year-end balance, delegation visits Art Gallerv Donations Available year-end balance, for art exhibits Recreation Donations Available year-end balance; for park improvements 3,853 Available year-end balance; for triathlon and luau festival 14,676 Available year-end balance; for youth sports uniforms and T-shirts 1.395 Librarv Donations Available year-end balance Librarv Literacv Grants Available year-end balance Misc. State Grants Available year-end balance Flower Fields Foundation Available year-end balance CDBG Available year-end balance Water Operations Asphalt repairs Valve adjustments Sewer Maintenance Asphalt Repairs Manhole adjustments Televise North Agua Hedionda sewer line Solid Waste Used Oil Grant Allied Negotiations/consultant 108,233 139,235 3.244 53,202 37,612 16.351 14,890 68.000 329,079 40,000 20,000 10.000 15,000 75,000 67,000 30,000 D-7 CONTINUING APPROPRIATIONS 2000-01 TO 2001-02 DEPARTMENT/PURPOSE Vehicle Maintenance AMOUNT Computerized maintenance management system for fleet 47,400 Information Technoloqy Various computer software Windows 2000 upgrade PC replacements. Email virus scanning software and equipment Tape library software, equipment and professional services Hardware maintenance costs 176,000 100.000 190,000 16,000 135,000 95,000 Subtotal Other Funds 1.912,343 Grand Total 3.265,856 D-8 MISCELLANEOUS STATISTICAL INFORMATION 2001-02 Date of Incorporation Type of City Form of Government Area Population (CA Dept of Finance Report Ol/Ol/Ol) Net Assessed Valuation Streets: Number of Street Lights Miles of Streets Fire Protection: Number of Stations Number of Firefighters & Officers Police Protection: Number of Stations Number of Sworn Police Officers Municipal Water District: Number of Customers Number of Water Connections Average Daily Consumption (in Millions of Gallons) Miles of Lines and Mains Miles of Sewers Recreation and Culture: Number of Parks Acres of Parks (Improved Community & Special Use Areas) Acres of Open Space (Special Resource Areas & General City-Owned Open Space) Number of Pools Number of Libraries Number of Volumes Total Number of Authorized Full-Time City Employees 625.25 July 16,1952 General Law Council/Manager 42.19 sq. miles 83,469 $10,490,115,729 6,138 281.33 6 73 1 103 70,000 23,000 18.8 400 149 34 205 1,634 1 2 276,185 Source: City of Carlsbad, Finance Department D-9 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City’s accounting system is designed around a few basic principles. 1. 2. 3. 4. 5. 6. The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, a corporation may have many “subsidiaries” which make up the parent corporation; in the public sector, a city government may have a variety of “funds” that provide the basis for separately recording the financial data related to a specific entity. A fund is an accounting entity with a complete set of self-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad have authority (as defined by the Governmental Accounting Standards Board). The City’s accounting system operates on a modified accrual basis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service, and Capital Projects funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectable within the accounting period, or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. Internal controls exist within the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with sound management practices based on the cost/benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City’s system are sufficient to ensure, in all material aspects, both the safety of the City’s assets and the accuracy of the financial record keeping system. Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary throughout the year. Expenditures should not exceed budgeted figures. All appropriations expire at year-end unless specifically carried into the new fiscal year by Council actions. The Carlsbad Municipal Code requires that the Financial Management Director prepare annually the budget for the City Manager showing estimated revenues and expenditures. Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in the appendix of this document. D-10 1 2 3 4 5 6 i a 9 10 II 12 13 14 15 16 17 '18 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 7001-176 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2001102 FOR THE CITY OF CARLSBAD AND ESTABLISHING . CONTROLS ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS FUNDS WHEREAS, the City Council of the City of Carlsbad, California has reviewed the proposed final Operating Budget and Capital Improvement Program for fiscal year 2001-02 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 2001-02 on May 2, 2001 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 Cansbad entitled, “City of Carlsbad, 2001-02 Operating Budget and 2001-02 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 2001-02. 2. That the amounts reflected as estimated revenues for fiscal year 2001-02 as shown in Exhibits A and B are hereby adopted as the budgeted revenues for 2001-02. 3. That the amounts designated as the 2001-02 Budget request in Exhibits A and 6 are hereby appropriated to the department or fund for which they are designated, and such appropriation shall not be increased except ,as provided herein. 4. 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. Ill D-l 1 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 5. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorired 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 authorite 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 manager may authorize budget adjustments to increase the appropriations for the Sanitation Fund operating budget in an amount equal to the increases in costs of Carlsbad’s share of the Encina Wastewater Authority’s budget, as approved by the EWA Board. vi. 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 time staff as necessary, within the limits imposed by the controls listed above. I// JII D-12 1 2 3 4 5 6 7. 8 9 10 11 12 13 14 15 16 17 18 19 20 -21 22 23 4 ,4 25 26 27 28 1 6. 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 Cii Council. 7. That all appropriations for Capital Improvements Projects remaining unexpended at June 30,2001, are hereby appropriated for such capital projects for the’2001-02 fiscal year. 8. That interest earned on grants may be appropriated during the year and all appropriations for grants remaining unexpanded at June 30, 2001, ,are hereby appropriated for the 2001-02 fiscal year. 9. That 2000-01 appropriations in the approximate amount of $3,180,488 are hereby continued into 2001-02 for the purposes shown in Exhibit D. 16. All appropriations for outstanding encumbrances as of June 30, 2001, are hereby continued into 2001-02 for such contracts or obligations. 11. That budgeted appropriations for fiscal year 2000-01 in the Planned Local Drainage Funds are hereby increased by $143,883 from the various fund balances to write off uncollectible or erroneous accounts. PASSED, APPROVED AND ADOPTED at a regular meeting of the city Council on the 19th day of June 3 2001, by the following vote, to wit: AYES: Council Members Le and Hall. NOES: None. ABSENT: None. CLAUDE A. LEWIS, Mayor Exhibit A includes: Projected Fund Balances, Budget Expenditure Schedule, and Revenue Estimates which can be found in the OVerView section of the budget. - Exhibit B includes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Capital and Future Projects schedules which are located in the Capital Improvement Program section of the budget. Exhibit C is the Personnel Allocations which are included in the Overview section of the budget. Exhibit 0 is the Continuing Appropriations schedule which is located in the Appendix of the budget. D-13 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. 2001-177 A RESOLUTION OF THE Cl-l-Y COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 200142 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XIIIB OF THE CALIFORNIA STATE CONSTlT’UTlON AND STATE LAW WHEREAS, Article XIIIB 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 2001-02 appropriation limit of two hundred fifty-seven million, four hundred seventy-three thousand, four hundred eighty-six dollars ($257,473,486) 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 19th day of JUMP , 2001, by the following vote, to wit: AYES: Council Members Lewis, Kulchin, Finnila, Nyg 73 d, and Hall. NOES: None. ABSENT: None - CLAUDE A. LEWIS, Mayor ATTEST: A ! LORRAINE WOOD, City Clerk D-14 CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered “proceeds of taxes.” The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition II 1 allows the City 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 2001-02 Limit were: 9 Population growth in Carlsbad, AND 9 Growth in non-residential new construction The formula is outlined below: 2000-01 Expenditure Limit $225815,416 % Carlsbad Population Growth 1.0175 Growth in non-residential new construction x 1.1205 Net Increase Factor 1.1402 2001-02 Limit (2000-01 Limit X Factor) $257,473,486 Current Appropriation of Proceeds of Taxes (Subject to the Limit) $67,867,799 The spending limit for the City of Carlsbad for 2001-02 is $257.5 million with appropriations of “proceeds of taxes” of $67.9 million. The result of the calculation provides the City with an operating margin of $189.6 million. 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. Beninninq/Endinn Fund Balance: Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year expenses. Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. Budaet: An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad’s Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. 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 $5,000 or more (or $1,000 for electronic equipment) and 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. @: 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. D-16 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. Contributions of cash or other assets from another governmental agency to be used or Grant: expended for a specified purpose, activity or facility. Growth Manaaement Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Mananement Standards: Standards for acceptable service levels which have been established for eleven public facility categories. Inter-fund 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 Budnet: The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operatino Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. Personnel: Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. D-l 7 INDEX A About the City of Carlsbad, iii Accounting Systems and Budgetary Control, D-l 0 Administrative Services Summary, B-37 Adult Learning Program, B-l 14 Arts Office, B-l 16 Arts Special Events, B-l 19 Asset Forfeiture - Various, B-75 B Bicycle Patrol, B-76 Budget Awards, A-l 6 Budget Process, A-4 Buena Vista Creek Channel Maintenance, B-162 Building Inspection, B-93 C Calendar, A-l 7 California Assembly Bill 1600, C-IO Canine, B-63 Capital Improvement Program, C Section Capital Improvement Projects 2001-02, C-18 Capital Outlay Items, D-l Capital Projects to Buildout, C-18 Cash Management, B-30 Centro de Information, B-l 10 Cole Library, B-106 CIP Budget Expenditure Schedule, C-15 CIP Projected Fund Balances, C-12 CIP Revenue Estimates, C-14 City Attorney, B-35 City Clerk, B-28 City Council, B-26 City Manager, B-32 City Manager’s Transmittal Letter, A-l Collection Development & Acquisitions, B-l 12 Communications Center, B-73 Community Development Administration, B-86 Community Development Block Grant, B-102 Community Development Summary, B-85 Community Services Summary, B-103 Continuing Appropriations, D-6 Cultural Arts Summary, B-l 15 D D.A.R.E,B-71 Debt Management Issues, A-l 3 Disaster Preparedness, B-83 Dove Library, B-107 E Economic Development, B-92 Economic Profile, A-5 Emergency Operations, B-80 Engineering, B-l 36 Expenditures CIP, C-15 Expenditure Schedule, B-21 F Facilities Maintenance, B-148 Field Evidence, B-64 Field Operations, B-60 Finance, B-39 Fire Administration, B-79 Fire Department Summary, B-77 Fire Prevention, B-81 Fund Balances, A-14, B-12, C-33 G Gann Appropriations Limit, D-14 Genealogy/Local History, B-l 09 General Fund, A-8, B-l General Services Summary, B-143 Geographic Information System, B-91 Glossary - Capital Projects, C-51 Glossary, D-16 Golf Course, B-l 55 Growth Projections, C-l Growth Management Plan, C-9 H Health Insurance, B-49 Highlights, A-3 Housing - Rental Assistance, B-100 Housing and Redevelopment Summary, B-94 Housing Trust Fund Administration, B-101 Human Resources, B-44 I Information Technology, B-52 Investigations, B-64 J Juvenile Diversion, B-66 L Land Use Planning, B-88 Library Summary, B-104 Low/Moderate Income Housing, B-97 M Maintenance & Operations Suumary, B-156 Media Services, B-l 13 Median Maintenance, B-l 51 Miscellaneous Non-Departmental, B-54 N New Programs, B-7 0 Operating Budget Overview, B-21 Operating Expenditures, B-21 Organization Chart, iv Other Funds, B-4, Bll P Park Maintenance, B-145 Parks and Recreation Commission, B-122 Park Planning & Recreation Mgt., B-122 Personnel Allocations, A-l 5 Police Administration, B-59 Police Summary, B-56 Policy & Leadership Summary, B-25 Property and Evidence, B-67 Public Information, B-34 Public Safety Summary, B-55 Public Works Administration, B-134 Public Works Summary, B-133 Purchasing, B-42 R Readers Guide to the Budget, i Records Management, B-50 Recreation - Agua Hedionda Lagoon, B-128 Recreation - Aquatics, B-126 Recreation Fee Supported, B-124 Recreation Operations, B-129 Recreation Summary, B-120 Redevelopment Operations Village Area, B-95 Redevelopment Operations SCCRA, B-98 Resolutions, D-l 1, D-14 Revenues - Capital Projects, C-14 Revenue Estimates, B-14 Revenue Projections - General Fund, A-8, B-14 Revenue Projections - Operating, A-8, B-14 Risk Management, B-48 S Sanitation Services, see wastewater School Resource Officers, B-72 Senior Programs, B-l 31 Sister City, B-l 18 Solid Waste Management, B-167 Staffing, A-l 5 Statistical Information, D-9 Strategic Goals, A-4 Street Lighting, D-161 Street Maintenance, B-l 58 Street Tree Maintenance, B-l 50 Summary, A-14, A-20 Support Operations- Police, B-70 T Task Force, B-69 Technical Services - Library, B-l 11 Traffic Signals, B-160 Travel, D-4 V Vehicle Maintenance, B-l 52 Vehicle Replacement, B-l 54 Vice/Narcotics, B-65 W Wastewater Operations, B-l 65 Water Operations, B-l 63 Weed Abatement, B-82 Worker’s Compensation, B-47