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HomeMy WebLinkAbout2002-06-04; City Council; 16777 Exhibit; Preliminary Operating Budget & CIP FY 2002-03CrrY CLERK'S OFFICE (FRONT DESK COPY) Preliminary Operating Budget & Capital Improvement Program FY 2002-2003 City of Carlsbad 2002-03 Preliminary Operating Budget and Capital Improvement Program Mavor Claude "Buddy" Lewis Citv Council Matt Hall Ramona Finnila Ann Kulchin Julie Nygaard Citv Manaaer Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand. C.P.A. Website: www.ci.carlsbad.ca.us CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET TABLE OF CONTENTS Council's Five-Year Vision Statements ............................................................................... i Organization Chart .............................................................................................................. ii Budget Process .................................................................................................................. 1 Economic Profile ................................................................................................................. 2 OPERATING BUDGET Overview ............................................................................................................................. 7 Projected Fund Balances .................................................................................................. 20 Budget Expenditure Schedule 29 Revenue Estimates 22 Personnel Allocations ....................................................................................................... 33 PROGRAM SUMMARIES ........................................................................................................... ........................................................................................... Policy 8 Leadershio Grow Policy and Leadership Group Summary ....................................................................... 35 City Council .................................................................................................................. 36 City Clerk ..................................................................................................................... 38 City Treasurer .............................................................................................................. 39 City Manager ............................................................................................................... 41 Public Information ........................................................................................................ 43 City Attorney ................................................................................................................ 44 Administrative Services Administrative Services Summary ............................................................................... 45 Administration .............................................................................................................. 46 Purchasing 49 Finance 47 Human Resources ....................................................................................................... 51 Workers' Compensation ............................................................................................... 53 Risk Management ........................................................................................................ 54 Health Insurance .......................................................................................................... 55 Records Management .................................................................................................. 56 Information Technology ................................................................................................ 58 Miscellaneous Non-Departmental ................................................................................ 59 Public Safety Public Safety Summary ................................................................................................ 61 Police Department Summary ....................................................................................... 62 Administration .............................................................................................................. 64 Field Operations ........................................................................................................... 65 Community Services .................................................................................................... 66 Canine ......................................................................................................................... 68 InvestigationslField Evidence ....................................................................................... 69 VicelNarcotics .............................................................................................................. 70 Youth/School Programs ............................................................................................... 71 Property and Evidence/Records ................................................................................... 72 Family Services ............................................................................................................ 73 Task Force ................................................................................................................... 74 ........................................................................................................................ ................................................................................................................... CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET TABLE OF CONTENTS Page Two Public Safety (Continued) Support Operations ...................................................................................................... 75 Communications Center ............................................................................................... 76 Various Asset Forfeiture ............................................................................................... 77 Bicycle Patrol .............................................................................................................. 78 Fire Department Summary ........................................................................................... 79 Administration .............................................................................................................. 80 Emergency Operations ................................................................................................ 81 Weed Abatement 83 Fire Prevention 82 Disaster Preparedness ................................................................................................. 84 ............................................................................................................. ......................................................................................................... Communitv DeveloDment Administration .............................................................................................................. 87 Community Development Summary ............................................................................. 86 Land Use Planning & Planning Commission ............................................................... 89 Geographical Information System ................................................................................ 91 Housing & Redevelopment Summary .......................................................................... 94 Community Development Block Grant ......................................................................... 97 Economic Development ............................................................................................... 92 Building Inspection ....................................................................................................... 93 Affordable Housing ...................................................................................................... 95 Rental Assistance ........................................................................................................ 96 Redevelopment Operations Village Area ..................................................................... 98 Low/Moderate Income Housing Village Area .............................................................. 100 Redevelopment Operations South Carlskad Area ...................................................... 101 Low/Moderate Income Housing South Carlsbad Area ................................................ 102 Community Services Community Services Summary .................................................................................. 104 Library Summary ........................................................................................................ 105 Georgina Cole Library ................................................................................................ 106 Genealogy/Local History 109 Dove Library 107 Centro de Informacton 110 Technical Services ..................................................................................................... 111 Collection Development & Acquisitions ...................................................................... 112 Media Services .......................................................................................................... 113 Adult Learning Program ............................................................................................. 114 Cultural Arts Summary ............................................................................................... 115 Arts Office .................................................................................................................. 116 Sister City .................................................................................................................. 118 Special Events ........................................................................................................... 119 Recreation Summary ................................................................................................. 120 Recreation Fee Supported ......................................................................................... 124 Recreation - Aquatics ................................................................................................. 126 .............................................................................................................. ............................................................................................ .. ............................................................................................... Park Planning Recreation Management ................................................................. 122 Recreation - Agua Hedionda Lagoon Permits ............................................................ 128 Recreation Operations ............................................................................................... 129 Senior Programs ........................................................................................................ 131 CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET TABLE OF CONTENTS ~~ Page Three Public Works Public Works Summary .............................................................................................. 134 Administration ............................................................................................................ 135 Engineering ................................................................................................................ 137 General Services Summary 142 Storm Water Protection 140 Park Maintenance ...................................................................................................... 144 Facilities Maintenance ................................................................................................ 146 Street Tree Maintenance ............................................................................................ 148 Median Maintenance .................................................................................................. 149 Vehicle Maintenance .................................................................................................. 150 Vehicle Replacement ................................................................................................. 152 Carlsbad Golf Course ................................................................................................. 153 Traffic Signal Maintenance 157 Street Maintenance 155 Street Lighting ............................................................................................................ 158 Buena Vista Channel Maintenance ............................................................................ 159 Water Operations ....................................................................................................... 160 Wastewater Operations .............................................................................................. 162 Solid Waste Management .......................................................................................... 164 .............................................................................................. ....................................................................................... Maintenance & Operations Summary ........................................................................ 154 .................................................................................................... ......................................................................................... CAPITAL IMPROVEMENT PROGRAM Overview ......................................................................................................................... 166 Future Growth and Development .................................................................................... 167 Revenues ....................................................................................................................... 168 Capital Projects ............................................................................................................... 170 Capital Projects 2002-2003 to Buildout ........................................................................... 170 Capital Projects -The Next Five Years .......................................................................... 173 Summary ........................................................................................................................ 174 Growth Management Plan .............................................................................................. 175 Detail Schedule of Capital Projects by Category ............................................................. 177 Capital Funds Projected Fund Balances for FY 2002-2003 ............................................. 191 Capital Funds Revenues Actual and Estimated .............................................................. 193 Capital Improvement Program Anaiysis of Available Balances 2002 to Buiidout 195 Capital Funds Budget Expenditure Schedule 1999-2000 to 2002-2003 194 Glossary of Capital Project Funding Sources .................................................................. 203 APPENDICES California Assembly Bill 1600 (AB 1600) ......................................................................... 176 .......................... ............. Planned Major Capital Outlay Items 2002-2003 .............................................................. 206 Out of State Travel Requests 2002-2003 ........................................................................ 208 Glossary ......................................................................................................................... 21 I COUNCIL VISION STATEMENTS Carlsbad City Council Year 2002 FIVE-YEAR VISION STATEMENTS City Council continues to clarify and pursue the vision of Carlsbad that reflects the pride and quality of life for all who live, work, and play here. Carlsbad's. . . 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 efficiently and effectively. . . delivers top-quality public services, manages environmental concerns proactively, including: open space water quality/conservation beach erosion air quality resource conservation and waste reduction wildlife habitats has a safe and efficient integrated transportation system, - maintains Citywide "small town" community spirit, and has a Community where continuous and life-long learning are supported and embraced for people of all ages. i 2002-03 PRELIMINARY BUDGET Carlsbad is a full-service City providing the following: Police Department Development Services Fire Department. including paramedic Street construction and maintenance Water delivery system Library and Arts programs Sewer system Recreation programming for all ages Solid waste services Park lands Housing programs School programs 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. BUDGET PROCESS The budget process for the City of Carlsbad begins in January each year, with a review and update of the City Council's five-year vision statements. These statements are shown on the first page of this budget document. Through the vision statements, Council continually defines and clarifies their vision of Carlsbad. The strategic goals for the City are developed next. The goals further define the methods used to achieve the vision and call out areas in which Council would like to place the year. Once these are special emphasis during developed, staff develops Ciw of Carlsbad 2002-2003 Stratepic Goals Tup Quality Services - Become a City that provides exceptional services on a daily basis. Transportation -Provide and maintain a multi-modal transportation system, which includes public transportation, and which moves goods, services and people development. through Carlsbad in a safe and efficient manner that is coordinated with community Balanced Cummuniy Development - Be a community that promotes commumty spirit, quality neighborhoods, establishes compatible residential and commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of facilitles and services. Parlcs/Open Spacr/Tmils - Acqulre, develop and mamtain a broad range of fiscally responsible recreation and open space facilities that actively address citizen needs and are consistent with the General Plan and Growth Management Standards. system leading to a drought-resistant community, in the most cost effective manner. Water - Ensure reliable, high quality, diversified potable and recycled water Environmental Management - Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste and efficient use of energy including altemativc energy. Finance - Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. leading to a more responsive government and a higher level of confidence in Cummnnication - Ensure that citizens, staff and Council are well informed, government. Learning - Promote and support continuous learning opportunities within the community and the City organization. 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 operating budget is a tool that guides the achievement of Council's vision and goals for the City. charges to the various programs and services provided by the City to the community. The 1 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 state of the economy, both national and local, has been topic of much debate over the past year especially in light of the tragic events that occurred on September 11, 2001. Even before the terrorist attacks, there were questions of whether the nation was in a recession, how long it would last, how deep it would be, and how it would affect our local economy here in Southern California. The terrorist attacks in September and the resulting war against terrorism made the situation even more tenuous. Now, with some time behind us. we can look back and talk with more confidence about what has happened and what is likely for the future. It appears that the US economy went into recession in early 2001 due to a drop in business investment, a steep decline in exports, and a dramatic cutback in production and employment further aggravated these factors causing a steep drop off in both business and pleasure travel. by manufacturers in order to keep inventories down. The terrorist attacks on September 1 lm California followed the nation into the recession and was hit hard by the high-tech slowdown, declines in stock market-related wealth and income, soaring energy prices, fading exports, and California was the Bay Area. The San Francisco and San Jose regions suffered significant job uncertainties early in the year associated with threats of rolling blackouts. Hardest hit in Angeles, saw modest job growth. The State Department of Finance forecasts that the State’s losses during this time period, while most of Southern California, with the exception of Los economic recovery will pick up as the year unfolds but job growth will likely be modest for the next few months. Personal income is projected to grow by 3% during 2002 and 6.2% during 2003. Construction, on a statewide basis, will be constrained especially in the non-residential sector due to high vacancy rates. For the San Diego region, the worst of the very mild recession seems to be about over. The leading indicators for San Diego rose 1.2 percent in February, which is the latest information published by the University of San Diego School of Business Administration at this time. According to the report, “February’s increase was the third in a row for the USD Index of Leading Economic Indicators. The breadth of the advance was not very strong, as only two components were up significantly as opposed to one that was down. The other three components were unchanged or nearly so. Nevertheless, economists usually look for three consecutive changes in a leading index as signal of a turning point in an economy. The move is 2002. The outlook is for continued slowing in the first half of the year, with the unemployment in line with the previous forecast for a rebound in San Diego’s economy in the second half of rate hovering in the high 3% to 4% range. That should fall back into the low 3% range by the end of the year as the local economy strengthens.” Through excellent planning and foresight, and a little bit of luck, the city of Carlsbad made it through the year relatively unscathed by the effects of the economic downturn afflicting the nation and the state. Although revenue growth has slowed and Transient Occupancy Taxes General fund revenues are still expected to grow by 5.8% for the 2001-02 fiscal year. A (TOT or hotel taxes) are depressed as a result of the set backs in the travel industry, the City’s substantial portion of the growth is due to franchise taxes generated from activity at the Encina power plant. These are discussed fully in the General fund revenues section of this letter. Without the increase in franchise taxes, the growth would have been 2%, which is less than the past few years but still respectable in a recessionary year. Projections for the 2002-03 fiscal year reflect 5% growth (excluding the changes in franchise taxes). Most of the increase is in the 2 tax revenues, with lesser growth in other revenues and declines in the development related revenues. L City of Carlsbad Median SFD Home Prices $400 $350 $300 $250 $200 $100 $150 $50 80 -~ 1996 1997 1998 1999 2000 2001 Somc: RAND Califomin Carlsbad's real estate market has continued strong throughout the year despite the downturn in other parts of the economy. The number of permits issued this year dropped in half; to a lack of supply rather than a lack of however, most of the decline was due demand. With supply relatively low, housing prices have continued to escalate. Median prices for single- family homes averaged $425,000 for calendar year 2001, a 12% increase from the previous year. Total over $13 billion. double what thev assessed values in the City stand at ' were iust 5 vears aao. Althouoh thi; accelerated pace is expected to level out over the next few years, thk City Gill expeds to add about 4,600 more residential units and an additional 4.5 million square feet of commerciallindustrial development over the next five years. The City's residential housing stock is about 80% built out with approximately 10,000 housing units remaining to develop over the next 20 years. Commercial and industrial development is also an indicator of job growth in the City. Carlsbad has been generating about 1,000 new jobs each year for the past 5 years. Some of the major businesses in town include the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck, and many others. Development has brought much needed entertainment and shopping venues to citizens and visitors a like, as well as generating additional sales taxes to help pay for City services. , Carlsbad is home to Car Countrv a' . -- Avg Sales Per Retail Outlet San Diego County CHULA VISTA CAF'LSBAD CORONADO DEL MAR EL CAJON ESCONDIDO ENCINITAS IMPERIAL LA MESA LEMON GROVE NATIONAL CITY OCELIIS~E POWAY SAN DIEGO SAN MARCOS SANTEE SOLANA BEACH VISTA SAN DIEGO CO $0 $200 $400 $600 $800 51,000 $1,200 $1,400 ! Thousands Source: CALIFORNIA RETAIL SURVEY 3 Carlsbad - an auto mall, the Carlsbad Company Stores - a specialty outlet center, Plaza shopping mall, a Costco center, Camino Real - a regional and a number of other local retail stores. The success of these centers has provided Carlsbad with the highest sales per outlet in San Diego County. Development has also enhanced Carlsbad's reputation as a destination resort for tourism. The City is host to a major family theme park: Legoland, and has two luxury resorts available for its visitors: the Four Seasons Resort at Aviara and the La Costa Resort & Spa. There are also a number of other quality hotels and motels in the City with the most recent additions being the Inns of America, which opened in December 2001, and the Extended Stay America, which is expected to open in summer 2002. With these new openings, available hotel rooms in the City will total about 3,500. Taxes generated by the hotels dropped off significantly this year, with the sharp decline in the tourism industry, but are expected to recover over the next year. to help the state of California through its budgetary woes. The May revision of the Governor's Despite the evidence of a recovery on the way, it does not look like it will happen soon enough 2002-03 budget reports a projected $23.6 billion deficit through the 2002-03 fiscal year, or 30 percent of the State's General fund. 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. 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. The $200,000 to Carlsbad), a 3.5% shift of Redevelopment Agency tax increment to the State Governor's May Revision recommends eliminating the reimbursement for booking fees (about (similar to the property tax grab in the early 199O's), and cutbacks in a number of other State grant programs. While it would be preferable for the State to balance its budget without impacting local government, if the State can limit the effects to only those indicated in the May Revision, the impact on Carlsbad will be minimal. The danger is that these will not be enough, and that further assaults on City revenue sources will occur. The most likely candidate is the 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 the VLF rate by 67%. At this time, the State is backfilling (reimbursing) local governments for population. In the past years, the State gave a tax cut to the citizens of California by reducing the loss of this revenue from the State's General fund. The May Revision suggests rolling back the tax cut to just 25%. while still backfilling local governments for their share. However, if the State needs to find another way to fund their deficit. they may choose not to fund the backfill. If this occurs, the City could lose anywhere from $1.2 million to $3.3 million. Council's goal to insure that the City remains in good financial health and there are a number of Regardless of what happens at the State level, Carlsbad is positioned well for its future. It is the steps the City has taken to attain that goal. One of these is the Growth Management Plan. This plan was adopted by the citizens 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. for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is In addition to the Growth Management Plan, the City also prepares a long-term financial model imperative that we plan for the impacts of serving new development and operating new public facilities, 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 way. we can anticipate the effects of development from both a capital and an operating pay for the various projects and calculates the anticipated operating budget impacts. In this perspective. 4 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 and many facilities for which the City is responsible. proper maintenance and replacement, when needed, will be performed on the streets, parks, 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 recession of the past year has been very mild and recovery appears to be on the way. The Carlsbad Company Stores, opened in late 1997, has continued to expand and now contributes over $1 million annually to the City's sales tax receipts. 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 development and the demand for housing in Carlsbad is an increasing tax base. The five major revenue sources for the City: property taxes, sales taxes, TOT, franchise taxes, and vehicle license fees are expected to - provide $66.2 million, or I General Fund -Top 5 Revenues 1 1" fhlulundr 1 Source: Retail Sales Survev 3x OTOT OVLF OFranchise Fees i 77%, of the City's General fund revenues in 2003. These taxes and fees 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. For fiscal year 2002-03, the City's revenue projections reflect a return of consumer confidence with growth in base sales taxes at about 5.6%. Housing values are expected to receipts. Development is predicted at a rate similar to fiscal year 2002; again the constraint is level out; although, any changes in values this year will be reflected in next year's property tax based on the limited supply not on the demand. And finally, tourism is expected to slowly recover over the year with TOT receipts possibly reaching 2001's level by the end of 2003. of this letter. More information on all of the City's revenues and programs can be found in the later sections 5 6 Operating Budget & Capital Improvement Program FY 2002 - 2003 2002-03 PRELIMINARY OPERATING BUDGET OVERVIEW The preliminary Operating budget for fiscal year 2002-03 totals $139.8 million with revenues for the year estimated at $141.6 million. General fund revenues are estimated at $86 million and budgeted expenditures are $82.4 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for 2001- 02, as well as those estimated for 2002-03. REVENUE SUMMARY BY FUND TYPE PROJECTED (In Millions) ESTIMATED 2001-02 $ 2002-03 % CHANGE CHANGE FUND GENERAL FUND ENTERPRISE 10.7 SPECIAL REVENUE $ 86.0 $ 85.2 0.9% 0.8 $ 10.6 29.3 29.7 -0.9% INTERNAL SERVICE 0.4 12.0 1.4% 12.7 REDEVELOPMENT 0.7 2.5 5.8% 2.6 0.1 4.0% TOTAL $ 139.7 $ 141.6 $ 1.9 1.4% (0.1) Revenue estimates for the Operating budget indicate that the City will receive a total of $141.6 million, a $1.9 million increase over the current year projections. The majority of the increase is in the General fund, due to projected growth in the major tax revenues, and the Internal Service funds. These funds, as well as all other funds for the City, 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 tablebelow shows a summarized outlook for the major General fund revenues. SIGNIFICANT GENERAL FUND REVENUES (In Millions) FUND PROPERTY TAX 2001-02 16.2 15.6 ALL OTHER REVENUE 0.3 3.7 4.6 4.9 DEVELOPMENT REVENUES 4.6 VEHICLE LICENSE FEES 0.6 4.1 7.4 FRANCHISE TAXES 1.6 9.2 8.6 TRANSIENT OCC. TAX 23.5 1.9 21.9 $ 24.4 SALES TAX CHANGE 2002-03 PROJECTED $ $ 22.5 $ ESTIMATED (3.3) (0.9) 0.6 TOTAL $ .8 $ 86.0 $ 85.2 CHANGE 7.3% -44.6% 7.0% -19.6% 7 This year it is expected that property taxes will grow to $24.4 million, an 8.4% increase over the past year. Property taxes tend to lag the rest of the economy as the tax for the upcoming fiscal year is based on assessed values from the previous January. Thus, the taxes to be received for fiscal year 2002-03 are based on values as of January 1, 2002. Sales taxes react much quicker to changes in the economy and thus will typically grow faster in a recovery but also drop off faster as the economy cools. Property taxes also have a cap 1 I on how fast they can grow. i This is due to Proposition 13. ~ tnthoursnds 1 Proposition 13 was adopted by ! I Property and Sales Tax Growth I $30.000 , I the State in 1978. proposition limits the growth in , 120.000 I assessed values (and thus I property taxes) to no more than 2% per year. The value onlv increased to the full $5,000 upon which the tax is based is 110,000 The i -, $25.000 t Property Taxes $15.000 j i I maiket value upon the sale of 1 so the property. Thus, property 93 94 95 96 97 98 99 00 01 O2e 03e taxes tend io 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 the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the and a large number of resales within the City, spurring revaluation of the parcels. The sale of rise in 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. During the past year, the State Board of Equalization modified one of their rules to revert assessment of the power plant back to the State, thus putting it back into the unitary system. Unless legislative action is taken, the modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at this time, which will allow the state to assess the power plant but still distribute the taxes based on the location of the plant. Unless this bill is passed, the City will lose approximately $250,000 in property taxes next year. Sales taxes are expected to total $23.5 million for 2002-03, an increase of 7.3% over the 2001- 02 projections. These projections assume a base increase of 5.6% plus additional amounts for 37% 12% new retail sites locating to the City. One of the most significant new sites on the horizon is a retail center in the southern- most part of the City. This center may include approximately 190,000 square feet of retail space as well as restaurants and other commercial uses. As can be seen in the accompanying chart, the City's sales tax base is heavily weighted in the transportation section, which is predominantly new car sales. a Thirty-seven percent of the sales taxes received come from this source. After the terrorist attacks in September, it was thought that new car sales may experience a significant decline, The effect has been a strong surge in car sales resulting in continued growth in the City's sales thus, car manufacturers and dealers began offering very lucrative deals to keep car sales up. tax receipts. The projections assume that this trend will begin to slow down over the first half of 2002 and level out as the deals go away and demand diminishes. Sales tax estimates also include approximately $665,000 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. The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel taxes) estimated at $9.2 million for 2002-03, TOT is the one revenue source for the City an increase of 7% over 2001-02 estimates. that was severely affected by the September terrorism attacks. The tourism industry was already beginning to slow due to the downturn in the national and regional economies; the terrorism attacks practically shut down the industry for a few weeks. The recovery from those events has been very slow with a decline of 7% projected for fiscal year (FY) 2002. Fiscal year 2003's Droiected arowth to $9.2 million will iust brina Transient Occupancy Taxes I I"*" 99 00 01 02e 0% Fl.0.I ".a. 1 TO? backip to the fiscal year 2001 'levels. Carlsbad's TOT would have been even lower if not for the opening of a new hotel this year, the Inns of America, and a new hotel projected to open in FY 2003, an Extended Stay America. The addition of this new facility will bring the total rooms available in Carlsbad to over 3,500. The largest increase in the current year (FY 2002) revenues is in Franchise taxes. Franchise taxes are paid by certain industries that are using the City right-of-way to conduct their businesses. The City currently has franchise agreements for cable N service, solid waste services. and gas and electric services. The cable and solid waste franchises have been growing along with the growth in population and changes in their rate structures. These franchise revenues are projected to grow by about 3% in fiscal year 2003. The large increase in franchise taxes has come from the taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E). 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 1 transported on SDG&E lines but 1 The "in-lieu'' tax captures the electricity that is transported using public lands but which would not otherwise be included in the franchise taxes on gas and SDGE Franchise Taxes ! I ~ 0, 02a i purchased from another source. the value of gas and electricity 2000 Fiscal Year 9 calculations for franchise taxes due to deregulation of the power industry. The majority of the "in-lieu" taxes received are attributable to Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation of electricity. During the energy crisis in 2000 than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more to the City of over 100% in each of those years. Prices have now dropped back to more higher capacity. The combination of these two factors resulted in an increase in franchise fees "normal" levels, thus the projection for franchise taxes has been reduced back to 2001 levels, a decline of $3.3 million. Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or other vehicles are registered. They are calculated on the estimated value of the vehicle and are distributed to cities and counties mainly based on population. The City's revenues from this source grew by about 10% per year from FY 1998 to FY 2001 but are expected to slow to about a 6.5% increase for FY 2002. The high growth rate was partly due to Carlsbad's increasing population and partly to increasing auto sales statewide. Projections for FY 2003 anticipate well as continued population increases in Carlsbad. slightly stronger growth, at about 8%. reflecting a recovery statewide in the upcoming year as Development-related revenues include planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities happen months or years before any structures are actually built. City picked up and housing demand grew. The City continued to issue a significant number of Development-related revenues increased coming out of the recession as development in the buildinq Dermits in 1997 throush 1999; however, the revenues for planning and engineering services ' dropped off; thereby, flattening the total development revenues received. Based on the citywide growth projections shown in the Capital Improvement a 19% decrease in building permit Program section of this document, revenue is expected for the 2002- 03 fiscal year, significantly less than the decline the previous year of 56%. Permits issued are years after 2003 but will never expected to increase slightly in the achieve the levels of the late 1990's. Development Revenues and Permits Issued 2.500 $6 $7 2,000 .g $5 E $4 5 $3 $2 ! $1 ~ $0 IFiscaiYear 97 98 99 2,000 01 02e 03e - .- 1.500 2 € 1.000 a" 500 0 I I j"Revenues -Residential Permits Issued I All other revenues include business license taxes, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for fiscal year 2002-03 totals $16.2 million, a slight increase from fiscal year 2001-02. Business license taxes are closely tied to the health of the economy and show an estimated 5.6% growth rate for 2002-03. There are currently about 6,500 licensed businesses in Carlsbad with almost 2,000 of them based out of the home. Transfer taxes are expected to continue to grow reflecting the strong real estate market in Carlsbad and new home development. Interest 10 income is projected to increase by 3%, mainly due to increasing balances. The City earns about $3.3 million on its investments every year. Overall, the General fund revenues are expected to grow by about I%, or $800,000, in the upcoming year. The growth would have been about 5% if not for the decline in the franchise taxes. Almost all of the growth is coming from the tax revenues, mainly property taxes and sales taxes. Although the City had been experiencing revenue growth between 9 and 17% in the late 199O's, it was not sustainable growth. Much of those increases were due to the opening will be increasingly more difficult to produce double-digit growth in revenues. The 5% gain of new hotels, restaurants, retail centers, and new home development. As the City matures, it (excluding franchise taxes) projected for fiscal year 2002-03 is closer to what may be expected in the future. Other Funds Revenues from Special Revenue funds are expected to total $10.6 million; an increase of $100,000 from 2001-02. The types of services supported within Special Revenue funds include programs funded by specific revenue streams such as grants (Section 8 Special Revenue Funds Housina Assistance. Communitv I Development Block Grants), donations, 1 Storm Water special fees, and assessments (Housing i All Others Protection Trust fund, Maintenance Assessment districts). The largest changes in the Special ~ Revenue funds occurred in two the Section 8 Housing. The Storm programs: Storm Water Protection and Water Protection program was created , to respond to federal mandates to i Maintenance that flows through the City's storm reduce the pollutants in run-off water drains. There is currentlv no fundina , ~ ~ ~~~ il source for this mandated program; so, it is being funded through an advance from the General fund. For fiscal year 2002-03, $1.1 million has been budgeted for the transfer compared with $1.9 million in the previous year. Staff will be working over the next year to find a more program can be found in the section of this letter titled "Expenditures." permanent method of funding all the requirements of this program. More information on the The other noteworthy difference was in the Section 8 Housing program. The City received an additional allocation of 75 vouchers from the federal government for fiscal year 2002-03 resulting in an increase in grant funds of $1.1 million. One additional change in the Special Revenue funds this year is the recording of the Senior Nutrition grants and the related program costs in the General fund rather than in a Special Revenue fund. The Senior Nutrition program is funded from both the General fund of the City and specific grants received from the Federal government. The grants are approximately $190,000 per year and will now be recorded in the General fund rather than in a separate fund so that all program costs can be shown together. I1 Enterprise fund revenues for 2002-03 are projected at $29.7 million, up 1.7% of approximately $500,000. Enterprise funds are similar to a business in that rates are charged to support the operations that supply the service. Carlsbad Enterprise Revenues and sanitation services, solid waste Golf Enterprises include the water, recycled water Solid Course management, and the Carlsbad Golf Course. Waste 2ah Sanitation There are no changes in any of the rate ~ 1 22% ~ structures anticipated in next fiscal year and 1 no significant changes projected for any of the ~ other revenue sources. 1 Included in the estimated revenues for the Golf Course fund is a $600,000 transfer from j the General fund. The City has been transferring $600,000 per year to this fund to assist in financing a future municipal golf course. Last year the transfer was omitted as the project was stalled in the permitting process with the environmental agencies. The City is hopeful that the project will be able to continue in fiscal year 2003 so the transfer has been reinstated. internal Service funds show estimated revenues of $12.7 million for 2002-03, an increase of $700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within the City itself and include programs such as the self-insurance funds for Workers’ Compensation, Liability 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 section of this letter titled “Expenditures.” Redevelopment revenues are expected to total $2.6 million in the upcoming year, a 2.2% increase over the projections for the previous year. Most of the increase is due to projected increases in tax increment, which reflect the growth in property taxes within the two established redevelopment areas. As with most property in California, the growth in assessed values (and thus property taxes) is limited to no more than 2% per year. The assessed value is only increased to the full market value upon the sale of the property. Thus, unless there is significant resale activity or new development, the increment would not be expected to grow more than 2% per year. As stated earlier in the discussion of the General fund’s property taxes, the State Board of Equalization recently modified one of their rules to revert assessment of the Encina power plant back to the State as of January 1. 2003, thus putting it back into the unitary system. There is legislation pending (Assembly Bill SI), which would allow the distribution of the taxes to remain at the local level rather than on the unitary tax formulas. While the effect of this legislation on the General fund is important. it is vital to the feasibility of the newly adopted South Carlsbad Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in the SCCRA, which encompasses the power plant property and the properties south to the Ponto area. If the property taxes from the Encina plant are reverted to a unitary basis, the redevelopment area will not get any tax increment from the power plant, severely limiting the 12 amount of revenue that can be generated to use for redevelopment. The City is hopeful that Assembly Bill 81 will be passed prior to the close of this legislative session. EXPENDITURES , The City's operating budget for 2002-03 totals $139.8 million, which represents a decrease of $4.3 million, or 3%, from the current 2001-02 found in each of the funds. These will be discussed later in this document. budget. This decrease is due to a number of changes within the programs Budqetarv Policies Budget policies were developed this year under the new process introduced last year. This process is generally known as "Expenditure Control Budgeting" or ECB. Using this 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 2002-03 budget, the block was calculated as follows: . Personnel and Maintenance and Operation costs were calculated using last year's adopted budget increased by an inflation factor of 3%. a growth factor of 3% and an adjustment factor of 5% for a total of 6.5%. 9 Capital Outlay requests in excess of $10,000 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. All new positions needed to maintain the same service levels are funded from the block appropriation. Budgets were 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 fiscal year. In addition to the block appropriations, budget requests could be made to implement specific to the budget. goals or to operate new facilities. If the request was approved, the additional funds were added The 2002-03 budget reflects the following organizational and structural changes, which will continue to contribute to the overall effectiveness of the organization: 1 The Seniors program receives grants for the Senior Nutrition Program. In the past, the revenues and expenses for the Senior Nutrition Program were recorded in a Special transferred to the General fund in the 2002-03 budget. The amount of the revenues Revenue fund. In order to simplify the accounting, the revenues and expenses were estimated for 2002-03 is $202,000. 13 Budqet Recommendations Through the application of these guidelines and policies, the 2002-03 operating budget of $139.8 million was developed. The budget includes funds to enhance the services already majority of the new programs and increases in services are the result of new facilities, being provided to the community, as well as the addition of several new programs. The maintenance of existing facilities, and a continued focus on public safety, technology, and customer service. The 2002-03 operating budget includes 13.75 new full-time and three-quarter-time employees, an increase of 2.2%. The net increase in hourly staff, totals approximately 3.27 full-time equivalents (FIE). These changes will bring the total City workforce to 641 full and three- quarter-time employees and 145.67 hourly FTE. These and other changes are addressed in more detail as follows. New facilities The City has a large number of major capital projects scheduled to be built over the next five years. As the City completes some of these projects, the costs of maintaining and operating these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be completed and open to the public. In addition, with the recent purchase of a future City Hall site, costs associated with that facility have been added to the 2002-03 budget. Carrillo Ranch Park - The Carrillo Ranch Park is due to open in the spring of 2003. In order to operate this facility, the operating budget includes funding for a contract curator to create and manage the interpretive programs, supervise and coordinate exhibit design consultants, schedule and supervise facility use by lessors for special occasions, and perform the administrative day-to-day operations. In addition, a part-time 1000-hour position has been added to assist the curator. Both of these positions are proposed to be two-year limited term positions. During this time period, the City will investigate and analyze the feasibility of forming a foundation to operate the park. There are also costs associated with the maintenance of Carrillo Ranch Park. Since the park will not be open until the latter part of next year, no new positions have been added, only amounts to cover contract labor to perform these functions. Once the park is operational, the park and facility maintenance requirements will be evaluated and requested in the following year's budget. Citv Hall CamDus - In December 2001, the City purchased the former Farmers Insurance Building located at the corner of El Camino Real and Faraday Avenue, which is in the geographic center of the City. The building is currently being leased to the former owners. Over the next year, a facility needs analysis and other information will be gathered to assist Council in determining the occupants and uses for this facility, as well as the use of any buildings that are vacated. In the interim, there are costs of maintaining the building including association dues, landscaping, minor repairs, etc. Both the costs of the initial planning work for the site development and the building maintenance have been included in the 2002-03 operating budget. Maintenance of Existing Facilities In order to provide better maintenance of our existing facilities, next year's budget includes additional resources for Poinsettia Park and Hosp Grove Park. 14 Poinsettia Park - Poinsettia Park is one of the City's busiest parks. Currently, temporary personnel perform the routine maintenance activities such as mowing edging, trimming, and restroom cleaning. The 2002-03 budget recommends converting the temporary position to a full-time Park Maintenance Worker I position. This new position will ensure that the maintenance activities are performed effectively and efficiently, and that top quality service is continually provided at this park site and will be available to maintain future facilities at this park such as the tennis courts and gymnasium. HOSD Grove Park - The City completed its Community Forest Management Plan in 2002. An integral part of the plan is the rehabilitation and Management program for Hosp Grove. This program includes removing over 8,000 trees, planting 5,000 trees, installing an irrigation system, improving soil conditions, and implementing fire prevention measures such as weed abatement. The Park's budget includes $84.000 for contract labor to implement this program. In addition, the Fire budget includes a 350-hour part-time position to assist with the fire prevention portion of this program. Public Safety City continues to grow, additional public safety staff is required to maintain the Public safety has always been a top Council priority. As the population of our current level of safety services. There are seven new positions included in the budget this year to continue Council's focus on public safety. These positions include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on the County's Identity (ID) Theft Task Force, two Communications Officers and a Special Events Coordinator. The two Patrol Officers are needed as a result of the increase in population. Driving under the influence of alcohol has been identified as the cause of a significant number of traffic collisions in Carlsbad. The addition of an officer specifically designated for this purpose will not only directly effect DUI enforcement but it will heighten the awareness of all officers as to the importance of DUI enforcement. The additional Senior Officer for the ID Theft Task Force will staff a regional task force to address identity theft, which is a crime that is increasing exponentially with a large number of victims. The City will be 100% reimbursed by the County of San Diego for this position. The two Communications Officers requested are the result of a comprehensive overview of police and fire dispatching performed in 2001-02. One of the conclusions reached in the study is that the current minimum staffing in the communication center of two is inadequate. The study recommends that the minimum staffing be increased to three with one of the three dispatchers dedicated to fire dispatch only. Adding two Communication Officers will bring the minimum staffing to three during peak periods. The popularity of special events continues to grow while the responsibility for management of those events becomes increasingly difficult. Presently, the Traffic Sergeant performs these duties, which takes up about 75% of his time. A Special Events Coordinator position is being recommended since it is a less costly position and would allow the Traffic Sergeant to spend more of his time supervising the Traffic Division. In addition, having an employee whose main focus is special event planning will result in a higher level of service to applicants and a greater number of quality special events in our City. 15 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 $105,000 for a new Citywide cashiering system. This would replace the current outdated system with a state of the art system, which will improve the internal controls over cash handling, improve accuracy and reporting abilities, and make paying bills simpler and faster for our customers. The budget also includes $165,000 to continue the implementation of the Document Management System (DMS). The Document Management System will reduce the time it takes access to the DMS. This would allow the public to access and retrieve City documents staff to research archived documents. The plan for fiscal year 2002-03 is to implement public electronically. The budget also includes an additional $55,000 for continued implementation of the Request of Action System, which improves the City's response time to requests from citizens and customers. As the City continues to expand its use of technology, the Information Technology (IT) department must expand its support of all the users of the technology. With the growth of computers in the last three years, IT has had to use temporary help to keep pace with the Application Specialist position. desktop support. The budget recommends replacing the temporary help with a permanent Customer Service One of Council's goals is top quality service. In order to provide excellent customer service, we must have knowledgeable employees with adequate training and experience. Community Services utilizes a large number of part-time employees to serve their customers. These and weekend hours, and are a very valuable resource to these departments. In order to train employees help cover peak periods (such as summer programs), are available to cover nights and supervise the part-time employees, full-time permanent positions are necessary. The budget recommends the conversion of 1.75 full-time equivalent part-time employees in the Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will be available to work evenings and weekends and will offer the needed supervisory skills, education, training, and experience so customer service will not be compromised. In the Recreation department, a full-time Office Specialist II and a Management Assistant are being recommended. The Office Specialist is to staff the front counter at the Swim Complex. Currently the Swim Complex receptionist needs are being covered by a daily rotation of from three to twelve staff. The inherent lack of accountability and business practice consistency increases the risk of accounting and customer service errors. The new Management Assistant position will support the overall customer service of the department. This position will oversee the development and distribution of the Community Services Recreation Brochure and will assist with identifying and analyzing the training needs of the Recreation division. Budqet by Fund Tvpe BUDGET EXPENDITURE SUMMARY BY FUND TYPE I ~~ (in Millions) This table shows changes in the preliminary GENEREILFuND operating budget for fiscal REVENUE year 2002-03 compared to ENTERPRISE the current budget for fiscal vear 2001-02. INTERM SEFMCE the FUND BUDGET CHANGE CHANGE 2002-03 2w1-02 % 5 BUDGET $ e4.4 -2.4% 5 (2.0) 5 82.4 12.8 0.3% 0.1 14.6 30.3 -17.2% 30.2 (2.2) 10.6 1.4% 0.2 -19.0% (0.4) 1.7 2.1 REDEVELOPMENT ~h~ 14.8 ~ General fund contains most of the discretionary 5 144.1 -3.0% 5 (4.3) 5 139.8 revenues that finance the basic core of City services. However, this should not diminish the available within Carlsbad. The remainder of this section will provide more information about the importance of the other operating funds, as they also contribute to the array of services proposed budgeted expenditures by fund and program. General Fund Total budget for the General fund is $82.4 million, which is 2.4% less than the current budget of $84.4 million. The decrease is mainly due to smaller budgets for the non-departmental accounts and for the Council Contingency account. BY MAJOR SERVICE AREA (In Millions) BUDGET $ BUDGET FUND 5.5 ADMINISTRATIVE SERVICES $ $ 3.3 $ 3.3 POLlCYlLEADERSHlP CHANGE CHANGE 2002-03 2001 -02 0.0% PUBLIC SAFETY 26.9 28.4 COMMUNITY DEVELOPMENT 1.5 5.6% COMMUNITY SERVICES 6.3 6.2 -2.4% $ (2.0) $ 82.4 $ 84.4 TOTAL -34.2% (1.3) 2.5 -16.9% (1 5) 3.8 7.4 CONTINGENCY -1.9% 8.9 (0.3) 15.1 NON-DEPARTMENTAL -1.4% 15.4 (0.2) 14.1 14.3 PUBLIC WORKS -1.6% (0.1) % 5.4 -2.0% (0.1) The Council Contingency account, which is available for unanticipated emergencies or General fund budget. This is less than the 5% used last year. The Council's Contingency unforeseen program needs, is budgeted at $2.5 million, or approximately 2.5%, of the 2002-03 fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency account was budgeted less this year since, under the Expenditure Control budget approach, account was used. 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 $1.5 million 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, the Infrastructure Replacement fund transfer was increased by $500.000. This amount is budgeted at about 4% of General fund revenues. We have also reinstated the annual $600,000 transfer to the Golf Course fund to cover property taxes, assessments, and other costs associated with the continued planning of the proposed Golf Course. The remainder of the changes in the recommended General fund budget are relatively minor. These are addressed below by Major Service Area (MSA). . The PolicylLeadership Group includes all elected officials and the City just the Public Information budget growing by $93,000 to fund the Public Manager's Office. This budget is essentially the same as last year with Internet access to the DMS mentioned earlier. - Administrative Services' $145,000 decrease is mainly due the costs of special projects undertaken in the previous year, which will not be continuing. The growth in Public Safety is due, for the most part, to increases in the block budget for inflation and population growth and the pay off of the 800mHz system. The City entered into a lease-purchase agreement in 1996 for the 800mHz radio system. With interest declining in the past year, it now is more economical to pay off the lease rather than continue the annual payments. Thus, $475,000 has been budgeted in the Fire department budget to make the payment. All new positions were funded out of the block budget with the exception of the Special Events Coordinator and the ID Theft Investigator. . In the Community Development area, the 2.6% decrease is mainly due to some one- time costs in the previous year, and an additional $70,000 budgeted for the City Hall Campus planning and facility needs analysis. - In the Community Services area, the 1.5% decrease is mainly due to some one-time costs in the previous year, such as the $500,000 budgeted for the Library's new automation system. These decreases were offset by the increase from transferring the Senior Nutrition Program to the General fund and account for the change in this MSA. . Public Works shows a slight decrease of 1.3%. The Parks Maintenance budget was due to be completed in the Fall of 2002, is estimated to reduce water costs by reduced by $40,000 as a result of the Poinsettia Park synthetic turf project. This project, approximately $40,000 annually. Other decreases are due to one-time costs budgeted in the previous year including $166,000 for the maintenance management system and $1 10,000 for a traffic signal master plan. - Capital outlay expenses totaling approximately $914,000 have been included in the General fund budget. Changes In Other Funds Special Revenue funds, at $10.5 million, show a decrease in anticipated spending of approximately $2.2 million, or 17.5%. There are several reasons for the decrease. The Storm Water Protection Program fund budget decreased by $800,000. Last year's budget was the first year of this program and contained over $900,000 in one-time start-up costs. This year's the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a budget is mainly comprised of ongoing costs of the program. Another decrease is the result of $750,000 decrease in the Buena Vista Channel budget. Maintenance of the channel is done every three to four years. During Fiscal Year 2001-02, $750,000 was appropriated for this maintenance project. Enterprise funds total $30.3 million, which is a slight increase of $131,000, or inflation and increased customer base. No increase in rates is forecasted for .3%. These increases are mainly due to the block budget increases for the next year. The internal Service funds budgets increased in total by $215,000, or 1.4%. The Internal Service funds are self-supporting through user charges. The health insurance budget showed the largest increase and is the result of anticipated increases in Health Insurance fund rates for the City's self-insured fund. The Vehicle Replacement fund 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. 18 The Redevelopment Agency budgets have decreased for 2002-03 by a total of $410,000. This is mainly due to an additional $300,000 budgeted in the previous year for the South Carisbad Redevelopment Area master plan. The remaining funds are consistent with the previous year. SUMMARY As the City of Carlsbad enters its 50th year, 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 continued opening and expansion of the commercial ventures enhances Carlsbad's standing as a destination resort. 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. 19 OPERAlTNG FUNDS CrrY OF CXRLSBAD PROJECTED FUND BALANCES UNRESERVED WNCE ESTIMATED FUND BALANCE ESTIMATED PROJECTED FUND JULY 1. mol REVENUES EXPENDITURES TRANSFERS JUNE 30.2002 [GENERAL FUND 1 !SPECIAL REVENUE STORM WATER PROTECTION POLICE ASSETFORFEITURE COPS GRANT MWENFORCEMENTBLOCKGWT HOUSING TRUST FUND HWSING SECTION 8 LIBRARY ENDOWMENTFUND LIBRARY GIFTSIBEQUESTS TREEMAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENAVISTA CRK CHNL MNT ARTS SPECIAL EVENTS LIBRARY GRANTS (CLSA,PLF) SENIOR NUTRmION SENlORDONATlONS CDBG ENTITLEMENTIREHAB COMMUNITY ACTNllY GRANTS CULTLIRA1 ARTS PROGRAM SISTER ClTIDONATlONS ARTS GENERAUGALLERY DONATIONS __ 50.908.347 0 409.771 518.119 137489 3,267,070 310.097 289.809 94.534 926.227 4,185,893 102.7t4 814,716 360.701 73.927 174.452 1.991 1.859 1,073,089 245.204 3.385 86,195,000 1,873.190 70.000 ~81,000 4250.000 81921 980.000 12,000 29.1MI 452.827 827.982 643.059 40Mg 3,451 n.000 190.000 883,000 28.000 55.0w 11.000 1,150 74.141.982 664.152 895.500 283,lM 62.000 85,WO 4.240.718 252221 12.000 15.150 604.409 507.471 750.000 750,000 26.587 178.893 t36.200 961,980 57.713 35.000 956 0 (364.162) 72,625,527 977.590 327.607 526.118 i?A,,,O 319.379 5,964,649 289.809 949.800 105,524 1278.962 48,070 104,747 70.240 0 13,098 65,252 2.868 1,070,356 ZZZ.~~ 3,670 TOTAI 136.532 12,108,670 13.500 10.729.289 66.000 9.924.071 94,032 12,549,826 - (ENTERPRISE I WATER OPERATIONS 9,430,667 19.749.000 19575.361 RECYCLED WATER OPERATIONS SEWER OPERATIONS SOLID WASTE MANAGEMENT 1,147,508 2.276.000 1,525,134 1,794,474 9,805,155 5,306,008 8,457,000 3,468,314 565.000 5.033.908 3.867.301 6,809,100 255.013 TOTAL GOLF COURSE 21,159,968 1,707,464 29,256,000 110.000 28,526,520 250.000 25,069,330 1.567161 [INTERNAL SERVICE WORKERS COMP SELF INSURANCE RISK MANAGEMENT HEALTH INSURANCE RECORDSMANAGEMENT VEHICLE MAINTENANCE VEHICLE REPLACEMENT INFORMATION TECHNOLOGY 907.192 2.324.401 74.922 0 399.809 5,008,331 TOTAL 10.895.120 2.179.455 M9.829 891.825 2.668220 788.100 1.548.409 1,700,075 11,893,458 3.745.000 1,085,888 926.295 2.264903 1.019.380 1,400.000 1,592,705 12.565.671 4,403.500 IREDEVELOPMENT VILLAGE OPERATIONS 506.430 55.301 500.664 2,127,398 630.725 489.239 (231.280) 355,513 5.309.406 10,202,907 1.521.965 91.847 VILLAGE DEBT SERVICE 593.991 VILLAGE LOWIMOD INCOME HOUSING 1,519,900 (119,973) 384,000 SCCRA OPERATIONS 0 452.028 SCCRA LOWIMOD INCOME HOUSING 0 975,449 114,507 2.536.737 1,060.000 (300,000) 751.891 153.208 291.720 17.453 97.044 1385.710 90,819 150.309 TOTAL 1,828,475 P TOTAL OPERATING FUNDS IlO5,03O.M3 $138,710,464 1127,107,827 $0 $t18.633.100 20 CITY OF CARSBAD PROJEClED FUND BALANCES OPERATING FUNDS PROJECTED BALANCE ESTIMATED FUND BALANCE ESTIMATED PROJECTED FUND JULY 1.2002 REVENUES EXPENDITURES TRANSFERS JUNE 30. MU3 GENERAL FUND ~SPEUAL REVENUE STORM WATER PROTECTION POLICE ASSETFORFEITURE LAW ENFORCEMENTBLOCKGRANT COPS GRANT HOUSING SECTION 3 HOUSING TRUST FUND LIBRARY ENDOWMENTFUND LIBRARY GIFTSIBEOUESTS TREE MAINTENANCE MEDIAN MAINTENANCE STREETLIGHTING BUENAVISTA CRK CHNL MNT ARTS SPECWL EVENTS LIBRARY GRANTS (CLSA.PLF) SENIOR NUTRITION SENIOR DONATICNS CDBGENTITLEMENTIREHAB COMMUNITY ACTNITY GRANTS CULTURAL ARTS PROGRAM SISTER CRY DONATIONS 72.625.627 377.690 327.607 525.113 134410 5,951,649 313.373 269.809 949.800 105.544 1,279,962 43.070 104.747 0 70,240 13.036 56.252 2.333 1,070355 W.204 3.570 TOTAL ARTS GENERAL DONATIONS 12,549,625 94.032 [ENTERPRISE 1 WATER OPERATIONS 9,606,186 RECYCLED WATER OPERATIONS SEWER OPERATIONS 5,033,908 1,794,474 SOLID WASTE MANAGEMENT 3,567,301 GOLF COURSE 1,557,481 21.559.330 TOTAL [INTERNAL SERVICE 1 WORKER'S COMPSELF INSUR RISK MANAGEMENT HEALTH INSURANCE RECORDSMANAGEMENT VEHICLE MAINTENANCE VEHICLE REPLACEMENT 630.725 2,127,338 483.239 (231.280) 355,513 5,909,406 TOTAL INFORMATION TECHNOLOGY 10.202.307 1.521.965 IREDNELOPMENT VILLAGE OPERAnONS 31.847 VILLAGE DEBTSERVICE 751.391 VILLAGE LOWNOD INCOME HWSING 153.206 SCCRA OPERATIONS SCCRA LOWIMOO INCOME HOUSING 291.720 97.044 TOTAL 1.335.710 86,MlPOO 92,430,917 1.126.419 55,000 1,016,419 65,000 157.000 347.511 5,324.822 7.000 5,335,999 0 510,000 12.000 255.163 24,000 95.307 12,000 727,159 577,780 1,139,441 1.590 25.000 0 0 31.632 0 25,000 0 0 770.000 50,000 739.392 60,500 10.000 20,000 1.500 4,000 637,720 537,043 370.624 140,000 10,512,128 16.000 19.620.000 2,155,000 8,585,000 675,000 29.750.000 715.000 700,231 3,041,945 700,009 1.030.400 1,551,192 3,935,300 1,704,359 12,563,445 1.545.300 79,301 475.90 374.WO 2.593.601 119.500 10.538.413 20.000 21.113.826 1.904.416 6,768,912 223.410 30,310,566 M0.000 1,033,199 1,487,459 3,033,952 1,132,687 1.623.231 1,667,000 14,323,822 4,495.634 1.075.000 426.860 89.692 77,512 1,691,910 22.906 300.000 76,535,610 1,027,680 516,719 147.056 306.212 141.410 6,519,686 269,609 860.361 34.237 7.333 1,010,145 243,157 0 66.608 13,098 91.252 2,995 1,059,956 212,204 1,070 12,522,341 30.032 3.112.356 4,649,996 2.045.056 4,316,891 21,309,764 1,962,461 1,339,838 247.156 1333.557) 447,232 5,345,775 83.414 8,042,531 961.631 (7W.000) 400.000 144.236 522.131 437,516 839.703 1.967.341 193.638 TOTAL OPERATING FUNDS $116.633.100 $141.680.175 $139.735.658 $0 $120,496,587 21 Crry OF CARISBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED AS % ESTIMATED REVENUE REVENUE DIFFERENCE REVENUE PROJECTED 200243 200001 200102 OF FY 0102 2002-03 200142TO REVENUESOURCE GENERAL FUND TAXES SALES TAX PROPERTYTAX TRANSIENTTAX FRANCHISE TAX TRANSFER TAX BUSINESS LICENSE TAX TOTAL TAXES INTERGOVERNMENTAL VEHICLE LICENSE FEES OTHER TOTAL INTERGOVERNMENTAL LICENSES AND PERMITS BUILDING PERMITS $19,657,514 $22.500.000 21.930.000 8.600.000 7,382.000 2.460.000 57.435.104 85,872,000 1 .ooo.ooo 21,196,728 9,269,464 3.915.976 2,300,387 1,095,037 4,318,126 4.600.000 1,226,720 1,338.000 5,544,846 5.938.000 ~ 2,102,477 1,005,000 I I $24,370,000 23,463,000 6.3% 7.1% 9.198.000 4,197,000 7.0% 2.598.000 -43.2% 5.6% 1,097,000 9.7% 1.7% 4.942.000 7.4% 10.9% 6.2% 815.000 -18.9% 1.870.000 1,553,000 596.000 (3,185,000) 136.000 97.000 1,071,000 342.000 488.000 146,000 (190,000) OTHER LICENSES & PERMITS 1,306,579 TOTAL LICENSES 8 PERMITS 3.409.156 900.000 1.905.000 730.000 1,545,000 -18.9% -18 9% (170.000) ~360,000) I I CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES 620.456 1,420,161 560,000 ENGINEERINGFEES 664.364 1,400,000 1,000.000 -18.8% 1,256,000 AMBUUNCE FEES 1,443,594 -28.6% 1130,000) 2.7% 34 000 1.284.000 1.250.000 1,200,000 RECREATION FEES (400,000) 4.7% 56.000 580,000 690.000 500.000 3.5% 20.000 1,132,450 OTHER CHARGES OR FEES 689.623 620.000 TOTAL CHARGES FOR SERVICES 6,170,696 5.740.000 ~ .~~~ 2.9% 18,000 -7 0% (402,000) FINES AND FORFEITURES 763.681 630.000 2.9% 654,000 24,000 INCOME FROM INVESTMENTS AND PROPERTY' 4,061,918 3,960,000 -5 7% 3,735,000 l225.000) INTERDEPARTMENTAL CHARGES 2,147,717 2.300.000 6.7% 2,500,000 200.000 OTHERREVENUESOURCES 1,312,357 850,000 7.7% 700.000 50.000 TOTAL GENERAL FUND 60,845,489 85,195,000 1 .O% 86,041.000 646.000 22 CITY OF CARISBAD REVENUE EmMATES OPERATING FUNDS .:EVEN\ - ACTUAL PROJECTED REVENUE REVENUE IOURCE 200001 200102 ]SPECIAL REVENUE FUNDS STORM WATER PROTECTION TRANSFER FROM GENERAL FUND INTERESl 0 1.873.190 0 0 1,813,190 0 POLICE ASSET FORFEITURE ASSET FORFEITURES 88,727 45,000 TOTAL INTEREST 28.299 25.000 115.026 70,000 COPS GRANT STATE FUNDING (AB3229) 0 INTEREST 11.752 167.000 TOTAL 11.752 181.000 14,000 - LAW ENFORCEMENT BLOCK GRANT STATE GRANT INTEREST 158.872 67,429 4.111 7.000 OP TRANS IN TOTAL 170,575 9.592 81.921 7,492 HOUSING. SECTION 8 INTEREST FEDERAL GRANT 3,243,786 8.670 4.250.000 0 TOTAL OTHER 3.270.108 19,572 4.250.000 0 - HOUSING TRUST FUND INTEREST 524.320 250.000 INCLUSIONARY HOUSING FEES OTHER TOTAL 1,856,956 730,000 2.388.822 980,000 0 5,545 ~ LIBRARY ENDOWMENTFUND INTEREST 15,481 12,000 - DONATIONS TOTAL LIBRARY GIFTSBEQUESTS GIFTSIBEQUESTS 15.481 0 12,000 0 21.821 27.000 TOTAL INTEREST 26.222 4.601 2.160 29,160 ~ ESTIMATED DIFFERENCE REVENUE OF FY 0102 200102TO 1,076,419 42.5% (798.771) 0.0% 50,000 1,126,419 -39.9% 1796.771) 50.000 30,000 25,000 55,000 -33.3% (15.000) 0.0% -21.4% 0 (15.000) 160,000 17.000) -7.7% (14.000) 187.000 4.2% (7.000) 7,000 50.0% 0 0.0% 7,000 -100.0% (67.429) 0 -100.0% (7.4921 0 7,000 -91 5% (67.429) 0 25.3% 0.0% 25.3% 5.324822 0.0% 0 1.074.822 0 1,076,822 0 5324.822 300,000 510.000 0 810,000 20.0% 50.000 -30.1 % (220.000) 0 0% -17.4% 0 (170.000) 12.000 0 12,000 0.0% 0.0% 0 0 0.0% 0 21.000 -22.2% -17 7% 38.9% 3,000 24,000 (6.0001 840 i (5.160) 23 OPERATING FUNDS CITY OF CARISBAD REVENUE ESIIMATES ACTUAL PROJECTED As% DIFFERENCE ESTIMATED REVENUE REVENUE REVENUE SOURCE 200061 200142 REVENUE OF FY 0162 200162 TO 200203 PROJECTED 2002.03 LIBRARY STATE GRANTS (CLSA. PLF) GRANTS INTEREST TOTAL 385.629 0 (3.450 0.0% 0 0 31.977 417.606 3,461 3,461 0 -100.0% 0 -100.0% (3.4611 ~ TREE MAINTENANCE INTEREST 77.785 50.000 I 48.000 1 4.0% (2,0001 MISC. REIMBURSEMENTS TREE MAINTENANCE FEES 465,682 45,616 INTERDEPARTMENTAL 82,000 TOTAL 417,321 82.000 671.283 627,982 78.681 40,020 459.700 -49.1% 10.2% (38.641) 42.379 9.8% 6,000 1 .6% 9.738 MEDIAN MAINTENANCE INTEREST 13.503 3.000 3.000 MEDIAN MAINTENANCE FEES 417,321 498.161 OTHER TOTAL 479,613 452.827 537.043 418.996 0.0% 19 4% 10 4% 18.6% 0 80.840 3.378 84,216 47.1 14 32.506 STREET LIGHTING INTEREST INTERDEPARTMENTAL 65,000 STREET LIGHTING FEES 635.191 674.812 38.500 105.260 38.499 60,000 -7.7% (5.000) 38.500 706.609 0.0% 4.7% 0 31.997 OTHER TOTAL 898.492 119.542 64.957 0.9% 558 3.3% 27.555 843.068 BUENA VISTA CREEK CHNL MAlNT INTEREST 88.502 40,000 0.0% 0 BUENA VISTA FEES 40.000 TOTAL 68,524 249.8% 99,971 40.029 99.971 22 344727.6% ARTS SPECIAL EVENTS INTEREST 5,255 3.000 3.000 0.0% 0 DONATIONS TOT& 35,613 20,000 42.068 23,000 25.0% 5.000 21.7% 5.000 SENIOR NUTRITION(2) GRANTS DONATIONS 102,036 0.0% TOTAL 212,752 190,000 -100 0% 110,716 100.000 0.0% 100 90,000 ~190.000) @O.OOO) 24 Crry OF CARISBAD OPERAIXNG FUNDS REVENUE EmMATES ACTUAL REVENUE PROJECTED REVENUE ESTIMATED OF FY 0102 200142 TO REVENUE AS % DIFFERENCE REVENUE SOURCE SENIOR DONATIONS 200001 200102 PROJECTED 200203 200203 DONATIONS INTEREST 20.000 OTHER 63,090 0 TOTAL 34,110 13.890 6.000 -37.5% 13.0001 5,000 20.000 0.0% 0 0 0 111.090 0.0% 28.000 -10.7% 13,000) 25,000 CDBG ENTITLEMENTIREHAB INTEREST 17.703 OTHER 20.000 40,000 -20.0% 15.000) GRANT REVENUE 452.891 915.000 710,000 -22.4% (205.000) 770.000 TOTAL 523.292 963,000 73.9% 17.000 25.000 52,698 23.000 -20.0% (193,0001 COMMUNITY ACTIVITY GRPlNTS ~ INTEREST TOTAL 91.942 91.942 55.000 55.000 -9.1% (5,000) -8.1% 15.0001 CULTURAL ARTS PROGRAM INTEREST TOTAL 21,931 11,000 21,931 11.000 -9 1 % -9.1 % 11,0001 (1,000) ARTS GENERAUGALLERY DONATIONS DONATIONS INTEREST i1.0001 TOTAL 106,151 13,500 18.5% 2,500 3.500 94.341 11.620 8,500 5,000 4,000 -20.0% 41.2% SISTER CITY DONATIONS INTEREST 329 200 200 0.0% 0 DONATIONS 2.322 950 1 1.300 I 36.8% 350 OTHER TOTAL 2.951 300 1,150 0.0% 0 36.8% 350 TOTAL SPECIAL REVENUE FUNDS 9.M3.671 10,729,288 -1 1% (117.161) 10,612,126 25 crpl OF CARLSBAD OPERATING FUNDS REVENUE ESnMATES ACTUAL REVENUE PROJECTED REVENUE REVENUESOURCE 200061 JENTERPRISE FUNDS 200162 WATER OPERATIONS WATER SALES READY TO SERVE CHARGES PROPERMTAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTYFEES INTEREST ENGINEERING 8 PLAN CHECK FEES SERVICE CONNECTION FEES ENGINEERING OVERHEAD AGRICULTURAL CREDITS OTHER TOTAL 12,047,253 12.550.WO 3,488,140 3.580.000 1371.335 129.633 1.385.000 129,000 98.736 100,000 184.415 190.000 817.528 127.617 639.000 29.000 84,704 300.000 181.000 162,000 504.000 19,748,000 196.479 167.~7 159.346 18.882.943 RECYCLED WATER WATER SALES READY-TO-SERVE CHARGE 80,962 RECYCLED WATER CREDITS 284.341 INTEREST 1,078.229 1,191.000 82.000 517,000 108,161 470,000 TOTAL OTHER SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE-TREATMENTCHARGES ENGINEERING OVERHEAD INTEREST PENALTY FEES TOTAL OTHER SOLID WASTE MANAGEMENT INTEREST RECYCLING FEES (AB939) PENALTY FEES STATE GRANT NONJURISDICTIONAL FEES TOTAL OTHER GOLF COURSE TRANSFER FROM GENERAL FUND TOTAL INTEREST 1.567.821 16.128 2.275.000 15.000 - 5,628,616 27.500 53.479 236.964 51.578 485,649 14.512 5.800.000 28.000 54.500 253,000 48.500 280,000 6,496,288 6,457,000 13,000 ~ 278.533 184,000 227.297 224,000 0 26,000 255.453 208.000 23.000 0 665.000 24,276 193 785.752 219.250 600.000 110.000 0 819.250 110,000 TOTAL ENTERPRISE FUNDS 28,552,064 28,256,000 ESTIMATED REVENUE 200263 12,843,000 3.684.000 1.399.000 103.000 129,000 680,000 180.000 28,000 309,000 176,000 158.000 19.620.000 (49.000 1.274.000 555,000 84.000 227,000 2,155,000 15.000 5,936,000 28.600 55.600 260.000 49.400 242,000 6,585,000 13,400 232,000 185,000 25,000 210,000 23.000 875.000 0 600,000 715.000 115,000 29.750.000 AS % OF FY 0102 DIFFERENCE PROJECTED 2001-02 TO 2002-03 2.3% 2.4% 293.000 84.000 0.0% 3.0% -5.3% 6.4% -3.5% 3.0% 1 .O% 14,000 0 3,000 (10,000) 41.000 (1.ooo) -2.8% (5.000) 9,000 -109.7% 6.7% -2.5% (4.000) (553.000) (129,000) 2 4% 7.0% 83.000 7.4% 2.000 -51 7% 38,000 (243.000) 0.0% 0 -5.3% (120.000) 2.3% 136,000 2.1% 2.0% 600 2.8% 1.100 1.0% 7,000 900 4.9% (18,000) 3.1% 400 2.0% 128.000 0.5% 1,000 -3.9% 3.6% 8.000 (1.0001 1.0% 2,000 0.0% 0 0.0% 0 1 .5% 10,000 0 0% 600,000 4.6% 6 605.000 5.000 1.7% 494,000 26 Crry OF CARLSBAD REVENUE ESTIMATES OPERAllNG NNDS ACTUAL REVENUE PROJECTED REVENUE ESTIMATE0 REVENUE OF FY 0102 DlFFERENCE 2001Q2TO REVENUE SOURCE 20000l 200162 PROJECTED 2002Q3 200203 INTERNAL SERVICE FUNDS I WORKERS COMP SELF-INSURANCE INTEREST 166.302 INTERDEPARTMENTAL 538,979 OTHER 53,929 TOTAL 110.000 539.829 100.000 -9.1% (10,000) 11 2% 60,402 800.231 0 0.0% 757.210 849.829 7.8% 50,402 0 LIABILilY SELF-INSURANCE INTEREST 238.822 150.000 I 100.000 I 43.3% (50.000) INTERDEPARTMENTAL 727.473 141.825 OTHER 265.640 TOTAL 1,231,935 891.625 -21.5% (191.816) 0 600,009 -19.1% (141.816) 0.0% HEAlTH INSURANCE INTEREST 30.287 INTERDEPARTMENTAUREIMB. 2.565.651 24,000 20.000 2.845.220 3.021.945 -16.7% (4.000) 14.2% -100.0% TOTAL OPERATING TRANSFER IN 74,000 2,689,938 2.669.220 0.0% 14.0% 0.0% 312,725 RECORDSMANAGEMENT INTEREST INTERDEPARTMENTAL TOTAL 0 0 788.100 0.0% 0 242.300 30.7% 0 788,100 30.7% 242,300 VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,366,182 1,428,409 1,481,192 3 7% 52.783 lNTEREST OTHER 43,940 20,000 148.650 100,000 50.000 60.0% 0.0% 20,000 150 0001 0 OPERATING TRANSFER IN 47.400 0.0% TOTAL 1,806.172 1,548,408 45.3% 2.783 0 VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST 1,344,083 428,402 1,460.075 240,000 1,454,389 240,000 0 3% 4.294 0.0% 0 OTHER TOTAL 2,139,610 369.125 1,700,075 1.704.369 0.3% 0.0% 0 4.294 INFORMATIONTECHNOLOGY INTEREST INTERDEPARTMENTAL OTHER TOTAL 158.325 100,000 3,205,000 3,846.000 100.000 0.0% 0 5.2% 189.300 0 3,835,300 38.315 3.401.640 0 0.0% 0 3,748,000 5 1% 3.935.300 ~ 189.300 27 CITY OF CARLSBAD REVENUE EmMATES OPERATING FUNDS ACTUAL REVENUE PROJECTED REVENUE ESTIMATED REVENUE OF FY 0162 200162 TO AS 9e DIFFERENCE REVENUE SOURCE 200061 200142 PROJECTED 200243 200263 REDEVELOPMENT FUNDS VILLAGE OPERATIONS RENTAL INCOME 176,404 23.185 17,685 -23.7% (5.500) ADMINISTRATIVE FEES 66,416 INTEREST OTHER OPERATING TRANSFER IN 280.000 TOTAL 591,359 86.301 4.1% 0.0% 42.818 29,415 18.000 37.124 2,500 60.0% 1.500 (7.000) 0 0.0% 0 -16 7% 13.0001 0 VILLAGE DEBT SERVICE TAX INCREMENT 1.645.726 1,455.000 INTEREST TOTAL 84,900 1,668,333 1.519.900 2.3% 22,807 33,000 -1 1.7% (7.800) 1.7% 25,400 VILLAGE LOW AND MOD INCOME HSNG TAX INCREMENT 393.823 INTEREST 300,000 130.485 60,000 OTHER 3,152 4.000 0.0% 0 TOTAL 527.440 384.000 2.8% 0.0% 0 10.000 3.3% 10,000 SCCRAOPERATIONS TANNCREMENT 0 452,029 465.500 3.0% 13.471 TOTAL INTEREST 0 0 0 452.029 475,500 10,000 0.0% 10,000 0 23,471 - SCCRA LOW AND MOD INCOME HSNG TAX INCREMENT 0 113,007 TOTAL INTEREST 3.1% 3,493 116.500 1.500 0 1.500 100.0% 3.000 0 114,507 4 4% 4,993 119,500 ~ [TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I 26 CITY OF CARL5BAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 1999-00 200061 DEPARTMENT ACTUALS ACTUAL5 ]GENERAL FUND POLICY AND LEPDERSHIP GROUP CITY COUNCIL 229,049 233,983 CITY MANAGER 916,869 969,130 PUBLIC INFORMATION 0 218.613 CITY CLERK 201.092 98.558 CITYATTORNEY 704.593 776,468 CITY TREASURER 114,715 114,675 TOTAL POLICYILEADERSHIP GROUP 2.166.318 2.410.427 ADMINISTRATIVE SERVICES ADMINISTRATION 270,700 499.413 FINANCE 1,299,324 1.365.831 PURCHASING 429.997 504,140 HUMAN RESOURCES 1,061,146 1,081,139 RECORDS MANAGEMENT (1) TOTAL ADMINISTRATIVE SERVICES 862.170 1,261,230 3,763.337 4,731,753 PUBLIC SAFETY POLICE 12.876.387 13,641,287 FIRE 8,561.067 9,558,920 TOTAL PUBLIC SAFETY 21.437.454 23.398.187 COMMUNITY DEVELOPMENT COMMUNITY DEVEL ADMlN 449.671 466,232 GEOGRAPHIC INFORMATION 318,162 262.476 ECONOMIC DEVELOPMENT 161,252 133.875 PLANNING 2,265.046 2.246.992 BUILDING 1.724.911 TOTAL COMMUNITY DEVELOPMENT 1,738,257 4.917.044 4,847,632 COMMUNITYSERVICES LIBRARY 4,175,624 CULTURAL ARTS PROGRAM 6.266.112 495.054 645.654 RECREATION 3,136,029 SENIOR PROGRAMS 3,409,515 339,062 366.497 8.145.969 10,687,778 TOTAL COMMUNITY SERVICES - 200142 ESTIMATED EXPENDITURES 283,151 1,146,982 323,545 274.840 1,005,701 141,795 3.175.814 473.381 1.747.000 616,052 1,707,217 " 4.545.650 16,092,316 10,455,273 28,547,591 402.336 277.993 183,326 2,817,780 2.043.646 5.725.063 %INCR (DEC) 0142 BUD 200142 200243 0243 BUD BUDGET BUDGET TO 286,734 1,171.971 296.551 3 4% 1,129,967 -3.6% 378.236 464,593 321,932 22.6% 303.076 1,019,697 952.336 -5.9% 4.6% 155,529 165.638 6.5% 3,336.099 3,314,161 4 7% 761.424 690.770 664.678 6.2% 2.016.096 1,926,046 714,140 4.7% 3.9% 2.177.120 1,963,843 -9.8% 0 0 0.0% 5.529.270 -2.6% 5,384,651 16,092.316 5.5% 16,971,881 5.7% 5.6% 504.522 250,132 223,406 -6.9% 305.658 335,559 4.7% 480.810 3,225.019 12.0% 3,267,567 1.3% 7,214,932 637,306 4,076,321 429,440 12,360,001 8,521,550 6,059,193 721.333 710,195 -5.4% 4,549.365 4,558,457 -1.5% 0.2% 487.446 51.1% -1.5% P 29 CrrY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 2W102 199940 200001 ESTIMATED 200142 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS PUBLIC WORKS ADMlN 612.698 488.411 510.736 637.915 ENGINEERING 4,516,502 4,326,569 4.929.358 5,328,591 PARK MAINTENANCE 2.357.397 2,562,460 2,693,051 3,410,009 STREET MAINTENANCE 2.011.672 2.041.517 2,366886 2.710377 FACILITIES MAINTENANCE 1.856.329 2,068,367 2.330.0W 2,579.527 TRAFFIC SIGNAL MAINT 425,493 743.584 610.345 696.632 TOTAL PUBLIC WORKS 11.760.081 12,232,908 13,640.378 15,365,651 - NON-DEPARTMENTAL COMMUNITY PROMOTION (CCVB) 369.972 370.279 496.000 507.959 BEACH PARKING 0 0 0 36,000 COMMUNITY CONTRIBUTIONS 11,460 0 62,000 82,120 HIRINGCENTER 76.673 82,583 83.975 85.849 HOSP GROVE PAYMENT 800.000 800.000 600.000 600,000 PROPERTY TAX ADMlN FEE 226,157 255,619 271,000 250,000 33.535 MISC /TRANSFERS OUT 40.993 40.000 652,949 65,600 106.400 0 ASSESSMENT SERVICES 0 INFRASTRUCTURE REPLACE TRANS 2,000,000 13,095 15,073 M.OOO 46,000 GOLF COURSE TRANSFER 3,000.000 3,000.000 600.000 3,000,000 TRANSFER TO CIP 0 0 TRANS TO STORM WATER PGM 0 1.5OO.WO 1,500,000 1,673,190 MANAGEMENT INCENTIVE PAY 1,673,190 0 0 0 OTHER 87.020 37.761 61.529 1,300 442,794 TOTAL NON-OEPARTMENTAL 71,827,602 9,632,476 8,147,485 8.766.532 DUES a SUBSCRIPTIONS 600,000 7,000,000 4,300,000 0 SUBTOTAL GENERAL FUND 64,031,615 67,941,361 74.141.962 80.567.126 CONTINGENCIES 0 0 0 3.814.590 TOTAL GENERAL FUND 64.031.815 67.941.361 74.141382 84.381.716 %INCR(OEC) 0102 BUD TO 200243 BUDGET 02-03 BUD 807.075 3.205.497 5266.844 26.5% -1.2% 2.504.067 8 0% 2.682.076 -7 6% 665.355 4.491. -1.9% 15.160.934 -1.3% 363.000 36,000 -28.5% 0 0 0% -100.0% 65.849 800.000 0.0% 0 0% 326,000 30.0% 62,400 0 -4 9% 58.400 27 0% 0.0% 3.5W.000 600,000 16.7% 100.0% 0 -100.0% 1.076.419 42.5% 500,000 415.4% 0 7,407,068 0.0% -15.7% 79.830.917 4.8% 2.500.000 -345% 32,430,817 -2.3% 30 CrrY OF CARSBAD OPERAlING FUNDS BUDGET EXPENDmRE SCHEDULE 199940 200041 STORM WATER PROTECTION PGM 0 POLICE ASSET FORFEITURE 145.582 COPS FUND 106.868 LAW ENFORCEMENT BLOCK GRANT 111.991 HOUSING SECTION 8 HOUSINGTRUST 2.832.067 LIBRARY ENDOWMENT FUND 487.818 8,751 LIBRARY GIFTSIBEDUESTS LIBRARY STATE GRANTS (3) 48,506 AV INSURANCE FUND (3) 285.344 TREE MAINTENANCE 519,658 39.174 MEDtAN MAINTENANCE 443,055 STREET LIGHTING 780.888 BUENA VISTA CRK CHNL MNT 8.924 ARTS SPECIAL EVENTS 26.594 SENIOR NUTRITION (2) 209,887 SENIOR DONATIONS 120.085 CDBG ENTITLEMENTIREHAB 556.294 COMMUNITY ACTIVITY GRANTS 34.022 CULTURAL ARTS PROGRAM 33.259 SISTER CITY DONATIONS 700 ARTS GENIGALLERY DONATIONS TOTAL SPECIAL REVENUE FUNDS 21.597 8,800,852 0 36,497 146.268 79.929 3,185,286 176,351 8.873 21.024 299.837 0 547.653 529.532 843,737 7,178 19.199 210,762 87.860 524,192 49,351 22.608 2.880 38.537 8,837,724 (ENTERPRISE FUNDS 1 WATER OPERATIONS 17,322265 17,674,678 RECYCLED WATER OPERATIONS 1.527.181 1,315,999 SANITATION OPERATIONS 5.344.785 8.018.104 SOLID WASTE MANAGEMENT 148.676 260.658 GOLF COURSE 198.059 144,330 TOTAL ENTERPRISE FUNDS 24,538,968 25,813,767 - [INTERNAL SERVICE FUNDS 1 WORKERS COMP SELF INSURANCE 759,144 RISK MANAGEMENT HEALTH INSURANCE 1,082,140 RECORDS MANAGEMENT (1) 2,787,012 0 VEHICLE MAINTENANCE VEHICLE REPLACEMENT 1.462277 INFORMATION TECHNOLOGY 1,005,388 2278.075 TOTAL INTERNAL SERVICE FUNDS 8,354,016 952.286 792,113 2,343,068 0 1,568,803 1,079,331 2,937,523 9,671.142 230142 ESTIMATED 200142 EXPENDITURES BUDGET 895.500 82,wo 1.873.189 130,602 263.164 283.184 85.000 217.006 4,240,718 4,754.778 282.221 262,221 12.ow 12.000 18.150 106.280 0 0 0 0 804.409 876.280 507.471 535.634 750,000 1,124,108 750,000 751.500 26.687 33,566 178.893 197.925 138.200 136.200 981.980 1,419,299 57.713 85.000 35,000 48.000 965 5,566 58.000 147.904 9.924.071 12.780.200 - 19.573.381 20.735.913 1,828,134 1,862,132 8,809.100 7,136,902 268,013 294.448 250.000 349,750 28,528,626 30.179.145 - 926,295 1,018,717 1.088.888 1,359,375 2,264,903 2,628.700 1,019,380 1,090,004 1,592,705 1.786.105 1.400.000 1,540,171 4.403.500 5,185,167 12.885.671 14,806,239 " 200243 BUDGET - 1,076.41 85.00 517.54 5.335.98 255.18 12.00 95.30 727.15 577.75 1.139.44 1.59' 31.63 769.89. 60.50 20.008 4.001 20.00 10.539.41, - - 11.113.82, 1,904,418 8.768.91 223.41, 300,008 30.310.56 - 1.083.791 1.487.45' 3,083.95: 1,182.65 1,823.29 1,667,001 4.495.63 14.823.82 - - " 9 0. 1 0 9 3 0 7 0 0 9 0 1 0 2 0 0 2 0 0 3 0 3 - = 8 8 2 0 0 6 - - - 9 9 2 7 1 J 1 2 - 3 %INCR (DEC) 0142BUD TO 0243 BUD 42.5% -50.2% 32 1% -100 0% 12.Zsb -9.890 0.0% -10.3% 0.0% 0.0% 7.5% 7.9% 1 4% -99.8% -5.8% -100.0% -100.0% 45.8% 6.9% -58.3% -26.1 % -88.5% -17.5% - 1 .5% 14.8% -5.2% -24.1 % -14.2% 0.4% - 6.4% 9.4% 17.3% 8.5% 2.1% 8.2% -13.3% 1.5% 31 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDrIlJRE SCHEDULE %INCR (DEC) 0142 BUD 199840 200142 200041 ESTIMATED 200142 TO 200243 DEPARTMENT ACTUALS ACTUALS EXPENDiTURES BUDGET /REDEVELOPMENT I BUDGET 0243 BUD VILLAGE OPERATIONS 2,086,574 VILLAGE DEBT SERVICE 1,699,741 442.637 1,778,874 500.884 510.361 1.080.000 1.084.M)o 426,880 -16.4% 1,075,000 4.8% 90.819 113,772 89.892 -21.2% 180.309 384.099 77.512 -78.7% -23.3% -19.5% VILLAGE LOWNOD INCOME HSNG 2,126,426 0 0 74,014 0 SCCRA OPERATIONS SCCRA LOWIMOD INCOME HSNG TOTAL REDEVELOPMENT 5,912,741 2.295.525 1,828,475 2.102.103 29.871 0 17.463 JTOTAL OPERATING FUNDS 110.638.390 112.359.529 127.107.827 144,051.403 139,798,688 -3.0% (1) Records Management was converted to an internal Service fund in 200142. (3) The revenues and expenses for these programs were lranrfened Io the General fund. (2) Senior Nutrition Grant was moved lo the Gsnerai hmd in 200243. 32 PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 ADJUSTED FINAL PRELIMINARY OVER BUDGET BUDGET (UNDER) 2001-02 2001-02 2002-03 ALLOCATED MAJOR SERVICE AREA lPOLlCY AND LEADERSHIP GROUP I CITY COUNCIL CITY MANAGER CITYTREASURER CITY CLERK PUBLIC INFORMATION CITY ATTORNEY JADMINISTRATIVE SERVICES I ADMINISTRATION RECORDSMANAGEMENT INFORMATION TECHNOLOGY RISK MANAGEMENT FINANCE PURCHASING HUMAN RESOURCES a WORKERS COMP JPUBLIC SAFETY I POLICE FIRE ]COMMUNITY DEVELOPMENT I COMMUNITY DEVELOPMENT ADMINISTRATION ECONOMIC DEVELOPMENT BUILDING INSPECTION PLANNING GEOGRAPHIC INFORMATION HOUSING AND REDEVELOPMENT JCOMMUNITY SERVICES I LIBRARY CULTURAL ARTS RECREATION SENIOR PROGRAM JPUBLIC WORKS 1 ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE a OPERATIONS 1 6 0.75 1 0 7 1 6 0.75 1 0 7 8 2 2 8 15 21 16 21 2 6 6 2 10 10 143 79.75 150 79.75 3 3 13 13 1 1 2 2 25 25 10 10 46.25 48 4.75 4.75 28 30 2 2 58.7 3.50 57.25 70.3 60.2 6.4 58.25 66.9 0 0 0 0 0 0 0 0 0 1 0 0 0 7 0 0 0 0 0 0 0 1.75 2 0 0 2.9 1.5 1 (3.4) FULL AND 314 TIME LABOR FORCE 33 627.25 641 13.75 PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued) SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 2o01/02 Full Time Personnel 622 635 13 2o02/03 Difference 314 Time Personnel In Full Time Equivalents Hourly Full Time Equivalent Personnel 5.25 6 0.75 TOTAL UBOR FORCE 769.65 706.67 17.02 3.21 142.4 145.67 LIMITED TERM EMPLOYEES INTERNS 2001/02 2o02/03 Difference Management Interns Building Inspector Intern Planning Technician Intern GIS Intern 2 2 2 2 0.5 0.5 0 0 1 1 :I TOTAL LIMITED TERM EMPLOYEES Planning intern. front counter 1 0.5 5.5 -0.5 6 0.5 34 Operating Budget & Capital Improvement Program FY 2002 - 2003 PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY I I 199420001 2000-01 I 2001-021 2002-031 ACTUAL( ACTUAL^ BUDGETI BUDGET PERSONNEL 1,833,680 1,823,388 1,570,077 1,505,677 MAINTENANCE & OPERATIONS 0 14,000 34,095 18,030 CAPITAL OUTLAY 1,480,481 1,498,711 806,255 642,611 35 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 1999-2000 ACTUAL ACTUAL 2000-01 0 0 0 0 CAPITAL OUTLAY 106,563 104,489 66,372 71,036 MAINTENANCE & OPERATIONS BUDGET 191,988 184,245 167.61 1 158.014 BUDGET PERSONNEL 2002-03 2001 -02 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: Prepare for and attend City Council Meetings, as well as various regional committee and community meetings. Meetina Attendance Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence. KEY GOALS FOR 2002-2003: TOD Qualitv Services Be a City that provides exceptional services on a daily basis Transoortation Provide and support a multi-modal regional and local transportation system, which includes public transport. and which moves goods, services and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Communitv Develoornent Be a community that promotes community spirit, quality neighborhoods, establishes compatible residential and facilities and services. commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of ParkslODen SDaceTTrails Acquire, develop and maintain a broad range of fiscally responsible recreation and open space facilities that actively address citizen needs and are consistent with the General Plan and Growth Management Standards. . Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Environmental Manaaement Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy. Finance . Implement proactive strategies that provide and manage fiscal resources effectively to ensure a high quality of life. 36 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL PAGE TWO ACCT NO. 0010110 KEY GOALS FOR 2002-2003 (Continued): Ensure that citizens, Council and staff are well informed, leading to a more responsive government and a high Communication level of citizen confidence in government. Learninq Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: None. 37 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 1999-2000 ACTUAL 2000-01 0 0 2,742 8,126 CAPITAL OUTLAY 290,066 31 1,432 85,360 97.862 MAINTENANCE B OPERATIONS BUDGET 13.01 0 10,500 10.456 95,104 PERSONNEL 2002-03 BUDGET ACTUAL 2001-02 PROGRAM GROUP DESCRIPTION: The City Clerk is responsible for performance of duties as defined in the State Government Code, the State the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement Elections Code and the Carlsbad Municipal Code. The City Clerk is also responsible for the provision of minutes for Corporation, and Industrial Development Authority. The City Clerk is an elected position. PROGRAM ACTIVITIES: Election Administration Serve as the Citv'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 Cityk 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 proceedinas of the legislative bodies as rewired 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: " cY/2000 cY/2001 GY/2000 GYIZOOI Elections Claims Filed 130 General 111 Special 0 0 Public Hearlna Notices 39 45 Campaign Statements 21 20 Ordinances Published 29 52 Statement of Economic Interest 424 428 " 1 0 Minutes Council Minutes CMWD Minutes H + R Minutes Meetinas Held 101 93 Council 41 18 27 CMWD Board 12 H&R Commission 101 93 41 27 18 12 PIC Minutes 1 0 Public Improvement Corporation 1 0 SIGNIFICANT CHANGES: None. 36 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCTNO. 0010310 - 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 BUDGET 70,888 66,440 61,257 56,544 PERSONNEL BUDGET 2002-03 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 94,750 89.089 53,418 58,170 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 Transfer cash daily into or out of the general checking account to ensure that appropriate balances are Execute all electronic wires of funds, ensuring that ail are signed by authorized personnel and are supported by all checks paid by the bank were valid City checks. maintained for the anticipated activity of the next day. proper documentation. Develop contracts for cost-effective banking, both retail and custody services. Arrange for lines of credit and short-term loans as needed. Develop, maintain and ensure compliance with all Treasury internal controls. Investment Management Develop and maintain the City’s Investment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the investment policy any changes in the City’s financial requirements that affect investments. Ensure compliance with the California Government Code. Develop and maintain a pool of investments for the City and its agencies. Research daily the financial markets and the financial forecasts. Determine daily the type of investments that should be made, considering the current cash position and financial Solicit telephone bids from approved financial institutionslbrokers for available investments. markets. Determine the dollar amount of the investment and the desired maturity date. 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. 39 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES (Continued): Develop and present to the City Council monthly reports of investment activities. ReDOrtinU and Oversioht in a timely manner, disclose to the City Council any information that could potentially threaten the safety and Develop and present to the City Council annual reports summarizing and analyzing the financial markets and liquidity of the investment pool. 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: " Fy2001 (Est.) Fy2002 Portfolio Balance (millions of $) 299 323 Number of Investments in Portfolio 1,565 1.712 367 390 1,734 Investment Activity 262 220 266 265 1,463 (transactions per month) Number of Checks Cleared 14,820 14,639 14.010 14,437 KEY GOALS FOR 2002-03: 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. Leaminq 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: None 40 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 1999-2000 2002-03 ACTUAL 2001 -02 2000-01 769.646 BUDGET 745,157 689.626 604,514 PERSONNEL BUDGET ACTUAL MAINTENANCE & OPERATIONS 1,129,967 1,171,971 969,130 916.869 GRAND TOTAL 0 3,000 31,353 8,386 CAPITAL OUTLAY 360,321 423,814 248,151 303,969 FULL TIME POSiTlONS . . 6.75 6.00 6.00 HOURLY/FTE POSITIONS 6.00 0.00 0.00 0.00 0.00 PROGRAM GROUP DESCRIPTION: The City Manager's Office houses the general administrative function of the City. The department's budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services the organization's goals that support the City Council's strategic goals. Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of PROGRAM ACTIVITIES: Financial 9 Promote sound financial practices and a balanced revenue expenditure basis Administration Provide timely and reasonable responses to citizens and customers. Policv DeveloDment Assist Council in policy development. PERFORMANCE MEASURES: The City Manager's Ofiice is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2002-03: TOD Qualitv Services Be a City that provides exceptional services on a daily basis TransDortation Provide and support a multi-modal regional and local transportation system, which includes public transport. and which moves goods, services and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Communitv Develoument Be a community that promotes community spirit, quality neighborhoods, establishes compatible residential and commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of facilities and services. Parks/ODen SDaceTTrails Acquire, develop and maintain a broad range of fiscally responsible recreation and open space facilities that actively address citizen needs and are consistent with the General Plan and Growth Management Standards 41 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. 0011010 KEY GOALS FOR 2002-03 (Continued) Water Ensure reliable. high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Environmental Manaaement Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy. Implement proactive strategies that provide and manage fiscal resources effectively to ensure a high quality of Finance life. Communication Ensure that citizens, Council and staff are well informed, leading to a more responsive government and a high level of citizen confidence in government. Promote and support continuous learning opportunities within the community and the City organization Learnin4 SIGNIFICANT CHANGES: None. 42 PROGRAM: PUBLIC INFORMATION FUND: GENERAL PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 001 1012 1999-2000 PERSONNEL 2002-03 2001-02 2000-01 BUDGET BUDGET 0 0 ACTUAL ACTUAL 68,400 80,984 MAINTENANCE & OPERATIONS 0 218.613 309,836 383,609 CAPITAL OUTLAY 0 0 0 0 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 Carlsbad with more comprehensive information regarding sewices and opportunities available throughout the City, KEY GOALS FOR 2002-03: TOD Qualitv Services Provide the citizens and customers with information reaardina Citv oroarams and oooortunities ~ Continuously update citizens and customers on the progress of City programs and policies, Communication Create a comprehensive approach to Citywide communications - ~. - .. SIGNIFICANT CHANGES: Costs were included in this budget to allow public internet access to the Document Management System 43 PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210 1999-2000 ACTUAL 2001 -02 2000-01 707,164 BUDGET 748,646 641,127 BUDGET 591,501 ACTUAL 2002-03 PERSONNEL MAINTENANCE & OPERATIONS 0 11,000 0 1.518 CAPITAL OUTLAY 245,172 260,051 134,341 111,574 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 Enhance educational opportunities for all segments of the Community. region, with quality-of-life centered land use decisions 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, permitted by law. The City Attorney is also responsible for assisting in the interpretation. administration and Boards and Commissions, and other City offices in order to provide services to the public as required or enforcement of laws and regulations, and City programs. Drafl and review ail resolutions, ordinances, contracts, bonds, and other legal documents. KEY GOALS FOR 2002-03: TOD 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: Develop a strategic plan for the City Attorney's Office. Implementation of creative legal methods to accomplish strategic and operational goals, Offer education and training on relevant law to City staff. Manage litigation so that risklexposure is reduced or minimized to an acceptable level. SIGNIFICANT CHANGES: None. 44 Operating Budget & Capital Improvement Program FY 2002 - 2003 PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 PERSONNEL 2002-03 3,497,609 BUDGET 6,980,977 MAINTENANCE & OPERATIONS 5,046,706 4,679,050 4,225,250 BUDGET 1 1,544,776 11,670,533 7,779,333 CAPITAL OUTLAY I 171,1231 139,1761 856,200) 542,1001 45 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12 1999-2000 BUDGET 215,197 BUDGET 239,790 227,441 210,776 PERSONNEL ACTUAL ACTUAL 2001-02 2000-01 2002-03 MAINTENANCE & OPERATIONS 45,000 74,665 44,590 3,998 CAPITAL OUTLAY 429,350 459,318 239,626 55,926 PROGRAM GROUP DESCRIPTION: The Administrative Services Director provides leadership and coordination for the Administrative Services departments that form the support structures for the City of Carlsbad. This budget includes the cost for the Administrative Services Director and related support staff, special projects supporting organizational development and certain special purpose programs and studies. Additionally, a diverse group of City employees working with this area. City's Leadership Team on ways to improve the organization, called the Strategic Change Team's funding falls in 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 an assorted range of internal and external customers. The goals of these departments focus on the creation of systems and structures that support the top quality service, fiscally responsible management of our resources, employee development and learning, streamlining processes and procedures, and construction of the infrastructure that serves the citizens of Carlsbad. More information on the goals, achievements, workload statistics and programs within each Administrative Services department can be found on the following budget summary pages. KEY GOALS FOR 2002-03: The Administrative Services Director is responsible for assisting each department in the accomplishment of its goals. The Director's primary role is to remove roadblocks, coordinate department efforts, deal with competing priorities, assist with resource allocation, and provide leadership and support for the Administrative Services The Director is also responsible for furthering employee development, workplace improvement and Staff. communication through implementation of the Experience Carlsbad Program, supporting the employee As a member of project teams, the Director is responsible for the creation of financing programs that support the development teams, and supporting the respectful workplace and safe workplace education efforts. - As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top City's capital improvement efforts including major road, water projects. parks, open space and trails. leadership of the City. With the other members of the Leadership Team, the Director is responsible for the creation of an organization that can carry out the City Council's policy direction. SIGNIFICANT CHANGES: None. 46 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE ACCT NO. 0011310 MAINTENANCE & OPERATIONS 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 Planning Prepare ten year operating forecasts incorporating various "what iP scenarios to facilitate decision-making for City Council and City departments. Budaet Manaaement m 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 Dlan to Drovide an accurate accountina of orooram cnsts~ . Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective _~, ~~~~ decision-making. Accounts Receivable/Cashierinq - 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 ReDorting Prepare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions. m Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. Provide City management and Council with timely monthly financial reports. Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing Maintain the data within the financial information systems of the City and provide training to users as needed. disclosure as required. 47 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 PROGRAM ACTIVITIES (Continued): Assessment DistrictlCFD Administration Issue bonds for capital projects when required. Pay debt seliice and provide continuing disclosure information Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation Assist in evaluation and formation of new districts. as required. 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 Average number of days to issue Monthly Awards received for CAFR Financial Status Report Awards received for Annual Budget Number of business licenses processed Number of account payable checks processed Number of electronic payroil checks issued Number of payroll checks issued Outstanding debt issues administered CSMFO/GFOA NIA Operating and Excellence: Capital 5,600 NIA 16.359 $96 million 4,278 Fy1999 NIA CSMFOIGFOA Meritorious: Operating 5,616 NIA 11,197 11,362 $100 million FyzoDo 19 CSMFO/GFOA Excellence: Operating and Capital GFOA 15,176 6,214 12,204 9,452 $81 million KEY GOALS FOR 2002-03: ToDPualitv Services - 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. Transportation - Assist in creating financial plans that will allow for the development of key road segments throughout the City. - Insure continued financial health of the City through the use of improved forecasting techniques for revenues Financial Health improve the City's ability to monitor, forecast and provide for the replacement of the City's major infrastructure Compile forecasts and array options to assist the City Council in determining the future needs of the City's Insure financial integrity of the City through the implementation of an internal audit program. and expenditures in the City's General fund. assets. lighting and landscaping district. SIGNIFICANT CHANGES: Additional funds have been added for a new citywide cashiering system 48 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING ACCT NO. 0011410 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 312,666 282,959 PERSONNEL 2002-03 2001 -02 0 11,200 2,512 3,545 CAPITAL OUTLAY 285.862 289,933 188,961 143,493 MAINTENANCE & OPERATIONS BUDGET 404,908 363,545 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 9 Update and maintain formal bid and quotation files. Prepare and maintain vendor lists by commodities. Issue and manage formal bid and quotation processes. CommoditvlService Contracts Develop new annual contracts. Track and renew annual commodity and service 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. Assist departments in transferring records to City storage facilities Records Manaoement Administer the records storage program at the City warehouse. Central Stores Review and UDdate Stores Cataloa for items carried in Central Stores. ~ ~~ Act as shipping and receiving for tie Faraday Administration Center. Purchase and distribute office supplies for City departments. Surplus Property Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes available. Direct disposal of surplus and lostlunclaimed Police properly. ~ ~ ~~~ 49 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING PAGE TWO ACCT NO. 0011410 PROGRAM ACTIVITIES (Continued): Messenaer and Mail Service Act as liaison with U. S. Postal Service Alert City staff to postal requirements to improve deliverability. Review and update inter-departmental services. Reduce postage costs by the use of pre-sort of first-class mail. Maintain postage usage records by departmentlprogram. Collect outgoing City mail and apply postage. Sort and distribute all incoming City mail. WORKLOAD STATISTICS: FY 99-00 FY 00-01 (Est) FY 01 -02 Number of Purchase Orders Issued Dollar Amount of Purchase Orders Issued $38,627,055 $46,197,538 $55,000,000 1,703 1,626 1,600 Pieces of Mail Processed 124,507 157,482 175,000 KEY GOALS FOR 2002-03: TOD Qualitv Services - Improve contract management as well as track and create reports required by changes in the Purchasing Provide Purchasing Web pages with frequently requested, highly accurate and timely information for our internal Ordinance. and external customers. Increase the number of annual contracts for goods and services by 10% Receive the Achievement of Excellence in Procurement Award for 2002. SIGNIFICANT CHANGES: Addition of hourly positions to provide support and coverage for mail service and central stores and to improve contract management. 50 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCTNO. 0011510 THRU 0011550 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET PERSONNEL 600,587 607,169 659.1 50 703,520 MAINTENANCE & OPERATIONS 7,000 21,259 1,583 16,567 CAPITAL OUTLAY 1,253,323 1,496,711 472,387 463,992 MISSION STATEMENT: People are our prio rity... We take care of the people who take care of Carslbad. PROGRAM ACTIVITIES: Benefits Implement ongoing internal and external customer satisfaction feedback system for all major HR services. EmDlovment: Recruitment. Classification. ComDensation. 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 . Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness Participate in consortium testing for positions in Police and Fire. employees. of the system. TJlyng Present professional and personal development programs in supporting core competencies. Conduct annual benefits education program with employees. Educate employees on policies and requirements of Department of Transportation (DOT) Program. Conduct Citywide workshops on employee orientation and City policies. Conduct quarterly management meetings. Administration . Continue enhancements on the Human Resources web page and City's intranet to expand information access Administer DOT Program for commercial drivers. ErnDlover/Emplovee Relations . Implement Citywide employee appreciation events. 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 Consult with employees and departments concerning employee relations concerns and provide direction of City Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing, Participate in Citywide committees reviewing process improvement, customer service and other areas for to internal and external customers. employee interest with City Council. policy. EEOC, etc.). enhanced employee satisfaction. 51 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES PAGE TWO ACCT NO. 0011510 THRU 0011550 WORKLOAD STATISTICS: Measures for Classification/ FY 01-02, r- Five Year Recruitment ComDensation Review Number of classification descriptions 20 i . .~ revisedlcreated Number of positions reviewed Measures for Recruitment Number of applicants processed Number of recruitments processed Number of new hires Number of eligibles on employment I Number of promotions/transfers ist +*Average recruitment cycle time: 40.2 'As of 04/15/02 Working Days KEY GOALS FOR 2002-03: 30 2,370 41 422 56 17 I 97-98 98-99 99.00 00-01 01-02 1 TOD Qualiiv Services A strategic Dlan that allows the Human Resources Department to continually identify and implement opportunities for improvement. A IO-year forecast model that projects future personnel costs, major operational costs and capital costs. Action plan to conduct a Business Process Review (BPR) of HR Resource Center processes. Streamlined HR Succession plan for the Fire Department that will include an in-depth analysis of the workforce and short-term A Public Works maintenance classification structure that allows for flexibility of job assignments and provides processes to improve efficiency within the HR Resource Center. and long-term strategies for implementation. opportunities for professional development. Employee development program aimed at developing the core competencies that are important to the A critical evaluation of and strategic plan for a citywide Learning Management System organization. SIGNIFICANT CHANGES: None. 52 PROGRAM: WORKERS’ COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11520 I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL) ACTUAL) BUDGET) BUDGET PERSONNEL 82.8481 71,8361 79.1651 95,152 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 988,647 939,552 880,450 676,296 MISSION STATEMENT: People are our priori ty... we promote the development. well-being and success of employees and the organization PROGRAM ACTIVITIES: Workers’ ComDensation 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. PERFORMANCE MEASURE: Average lost days per claim = 5.4 (forthe period of 07/01/01 - 01/01/02) KEY GOALS FOR 2002-03: TOD 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. SIGNIFICANT CHANGES: None. 53 PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930 1999-2000 BUDGET 139,404 BUDGET PERSONNEL ACTUAL 2002-03 ACTUAL 2001 -02 2000-01 149,712 170,190 186,073 MAINTENANCE & OPERATIONS 940,252 642,400 1,189,185 1,301,386 CAPITAL OUTLAY 2,484 0 0 0 PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program, manages the counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside the risk of future losses. PROGRAM ACTIVITIES: The fund is used for settlements, costs and defense expenses incurred as the result of oeneral liability claims Litiaation Manaqement against the City, and for related administration and insurance expenses. Risk Management works with.the City Attorney's Ofice 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 Manaaement Directs and administers the claims management program for property, casualty and general liability by using a combination of in-house services and a contract claim administrator. Loss PreventionKraining Provides direction, programs and training for various City departments to minimize the risk of future losses. KEY GOALS FOR 2002-03: TOD Qualitv Services A policy on responsibility for sewer laterals. Implementation of records retention program. Strategic plan for a Citywide Learning Management system. SIGNIFICANT CHANGES: None. 54 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET 46,440 53,886 54,200 57,452 PERSONNEL MAINTENANCE &OPERATIONS 0 0 0 0 CAPITAL OUTLAY 3,026,500 2,574,500 2,289,200 2,720,572 MISSION STATEMENT: People are our prio rity... we promote the development. well-being and success of employees and the organization PROGRAM ACTIVITIES: This fund is used to pay health insurance premiums for the General employees and dental premiums for all employees. SIGNIFICANT CHANGES: None. 55 PROGRAM: RECORDS MANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 6141610 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001-02 2002-03 BUDGET PERSONNEL 220,796 436,582 486.230 522,700 MAINTENANCE & OPERATIONS 326,467 745.985 547,474 651,987 CAPITAL OUTLAY 134,908 78.663 56,300 8,000 WORK PROGRAM: The Records Management Department is responsible for developing and implementing Citywide records management and document management programs, and is tasked with maintaining City records in an identifiable The Records Management Department also provides staff support for the part-time elected City Clerk. and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. PROGRAM ACTIVITIES: Records Manaqement Continue implementation of the Citywide Records Management Program and Document Management System Maintain City records in an identifiable and accessible manner in fulfillment of public, legal and historical (DMS). requirements for preserving and storing information. Administrative Suimort Activities Provide staff su~~ort for the Dart-time elected Citv Clerk. including the 2002 General Municipal election .. . Ensure the City's compliance with the requirements of the "Brown Acr open meeting law. 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 Maintain the City Hall Xerox 5885 by provision of key operator services, supplies and current maintenance certification services. agreement. 56 PROGRAM: RECORDS MANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDS MANAGEMENT WORKLOAD STATISTICS: Documents processed: Agendas Agenda Bills Resolutions Ordinances Documents to Recorder Subscriptions to Municipal Code ContractslAgreements Copies Conversion lmaaes in DMS Day Forward Corrections cyI2oao 415 161 441 38 545 743 101 563,428 420.000 5;148 2,240 Stora4e Boxes of Files Microfiche Boxes KEY GOALS FOR 2002-03: 282 12 cY/2001 621 125 414 472 52 307 106 51.378 0 229,905 2.527 284 12 PAGE TWO ACCT NO. 6141610 improve communication and provide 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 complete phase three, which expands functionality and increases the number of users. Begin phase four planning. Continue implementation of Records Management Program to organize City Records. SIGNIFICANT CHANGES: None 57 PROGRAM: INFORMATION TECHNOLOGY FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 BUDGET BUDGET 2002-03 PERSONNEL 946,594 1,156,686 1,217,010 1,388.121 MAINTENANCE & OPERATIONS 1,331,481 1,781,353 482,100 678,951 (51 6) 0 CAPITAL OUTLAY 2,625,413 3,289.206 MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Comouter SUDDO~~ Services Ensure that all Citv comDuters remain ooerational with minimum downtime Guarantee availathty oi hardware for all the City's mini computers, workstations, desktop computers, and the Provide support for all standard City applications. Citywide network. Telecommunication SUDDO~~ Services Ensure the Citv'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 SUDDO~~ Meet the information needs of the users and encourage the appropriate use of computers and communication Increase citizen access to City services through the use of technology. technology to increase productivity and enhance communication. KEY GOALS FOR 2002-03: TOD Qualitv Service Improve access to and management of City documents through further implementation of a Document Further the implementation of the Strategic Technology Plan to ensure effective use of information technology Upgrade PCs to Windows 2000 operating system Citywide. Management System (DMS) that meets the needs of system users. Citywide. SIGNIFICANT CHANGES: Addition of full-time system Administrator I to assist with desktop and network support PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 150-1310 GENERAL FUND Non-Departmental Community Promotion (Carlsbad Convention and Visitor's Bureau) Community Contributions Beach Parking Hiring Center Dues and Subscriptions Property Tax, LAFCO. 8 Other Admin. Fees Misc Expenditures Total Non-Departmental Expenditures Transfers Golf Course Contribution Hosp Grove Debt Service Infrastructure Replacement Fund Transfer to Storm Water Program Management Incentive Pay (Adopted budget) Transfer to Capital Improvement Program Misc / Transfers Out Total General Fund Transfers Contingencies Contingencies (Adopted budget) 1999-00 ACTUAL $369,972 11,460 0 76,673 33,535 239,252 2000-01 $370,279 0 0 82.583 40,993 270,692 2001-02 2002-03 BUDGET BUDGET $507,959 $363,000 82,120 0 36,000 36,000 85.849 85,849 65,600 62,400 296,000 383.400 37.761 61,529 0 0 768,653 826,076 1,073,528 930,649 600,000 600,000 0 600,000 800,000 800,000 800,000 800,000 2,000.000 3,000,000 3,000,000 3,500,000 0 0 1.873,190 1,076,419 0 0 460,000 500,000 7,000,000 4,300,000 1,500,000 0 652.949 106,400 0 0 10,400,000 8,700,000 7.633.190 6,476,419 4,000,000 4,300,000 3,987.320 2,500,000 GENERAL FUND TOTAL $15,168.653 513,826,076 $12,694,038 $9,907,068 CARLSBAD COMMUNITY CONTRIBUTIONS FUND Community Activity Grants 34,022 49,351 65,000 60,500 59 60 Operating Budget & Capital Improvement Program FY 2002 - 2003 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 19942000 ACTUAL ACTUAL 2002-03 2001-02 2000-01 21,477,378 19,948,868 18,557,392 17,261,191 PERSONNEL BUDGET BUDGET MAINTENANCE 8 OPERATIONS 804,056 550,777 337,609 282,844 CAPITAL OUTLAY 6,553,027 6,820,577 4,685,951 4,145,869 61 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY HOURLY/FTE POSITIONS MISSION STATEMENT: With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. in we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion; and we provide leadership in our profession as an example for ail law enforcement and to guarantee the best integrity. common purpose and support of each other as essentials to an effective and productive work environment; possible service to our citizens. PERFORMANCENVORKLOAD MEASURES: Priority # 2001 Averaoe ResDonse Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. In 2001, 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 2001. 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 2001 to the lowest priority call was approximately 22 minutes. Citizen Satisfaction In an effort to provide the best service possible to the community. the Carisbad Police Department has been surveying victims of crime since 1991. This survey heips 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. 62 I 22.6 MINUTES Records 4.4 4.7 4.4 4.5 4.5 1 2 3 4 5 Poor Good Excellent PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO SUMMARY PERFORMANCEWORKLOAD MEASURES (Continued): Crime The Police Department measures crime with the FBI index crimes. FBI index crimes include 40 homicide, rape, robbery aggravated assault, burglary. larcenyltheft. and motor vehicle theft. 37.3 30 20 10 0 1997 1998 1999 2000 FBI Index Crimes per 1,000 Population KEY GOALS FOR 2002-03: TOD Qualitv Service Enhanced disaster response. Expand community involvement in special events planning process Implement recommendations to enhance public safety dispatching. Improve response time through beat realignment. Update long-range plan for staffing, equipment. and technology. Maintain or improve citizen satisfaction with investigative services. Finance Reduce time lost due to injuries through voluntary fitnesslwellness program . Expand police department communications with the public Communication Learninq Expand traffic safety education in local schools 63 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 0 0 0 4,897 CAPITAL OUTLAY 1,024,546 1,225,033 591,989 459,542 MAINTENANCE & OPERATIONS BUDGET 310,807 312,010 323,563 294,487 PERSONNEL BUDGET 2002-03 WORK PROGRAM: values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions. Develop and administer functions and programs that support the City's and the Police Department's statement of Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Programs - Develop and manage programs, which reduce crime, encourage citizen participation and improve Community safety. Organization Assist staff with individual and group development Division SUDDO~~ Provide support to divisions to assist with meeting goals. Leadership Provide department staff with the knowledge and training necessary to carry out the department's mission. SIGNIFICANT CHANGES: None 64 PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012120 ACTUAL! ACTUAL[ BUDGETI BUDGET PERSONNEL 5,499,226 5,184,798 4,927,952 4,642,016 MAINTENANCE &OPERATIONS 46,000 43,967 95,896 58,583 CAPITAL OUTLAY 728,052 786,962 679,149 707,273 WORK PROGRAM: Respond to calls for service and provide emergency services, preventative patrol. traffic enforcement and special enforcement tb 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-ernergency Services Investigate crimes. Enforce City ordinances. ReDorts Take reports including crime, arrest, coilisions. incident, citation. and field interview Respond to priority one calls in less than six minutes ResDonse Time WORKLOAD STATISTICS: CY1998 CY1999 CY2000 CY2001 Calls for Service 67,076 67.284 64,366 68,798 Cases 9,083 8,338 8.381 9,050 Average Priority One Response (in minutes) 5.6 5.2 5.1 5.7 SIGNIFICANT CHANGES: In order to maintain service levels, two new patrol officers have been added. 65 PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142 - 1999-2000 ACTUAL 2000-01 BUDGET 1,399,963 1,207,724 971,551 824,191 PERSONNEL 2002-03 BUDGET ACTUAL 2001-02 MAINTENANCE & OPERATIONS 55,500 82,464 10.058 4,400 CAPITAL OUTLAY 390,397 338.700 304,575 244,842 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 Prosram Provide assistance to the patrol and trafflc 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 Provide data for traffic engineering. Senior Volunteer Patrol Conduct crime prevention patrols. Conduct education activities in the community. Assist with traffic control and special events. Provide regular contact for homebound citizens . Provide general clerical assistance. In-House Volunteers Provide data entry assistance. . Provide assistance with special assignments and projects. Contact crime victims. targeted traffic enforcement. 66 PROGRAM: COMMUNITY SERVICES PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124-23,2125,2142 PROGRAM ACTIVITIES (Continued) Provide special detail assistance to all divisions of the Police Department. Reserves Provide assistance with follow-up and special investigations for traftic officers and detectives, Provide service to the spring and fall fairs, Oktoberfest. marathon, and other special events. 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 Taraet all aroups within the communitv includina crime victims and utilize communitv forums. survevs. media. ne&etterc and direct mailings. security. - ,. Create and implement education and awareness programs that reduce the threat of crime and enhance safety and WORKLOAD STATISTICS: CY1998 CY1999 CY2000 CY2001 Injury coilisions per mile of roadway 1.35 1.27 1.26 1.4 Number of volunteer hours contributed 16,411 14,736 15,355 14,497 Hours contributed by reserve officers 2,360 1,491 1,446 1,661 SIGNIFICANT CHANGES: AddiGon of a traftic officer for DUi enforcement and a Special Events Coordinator to improve the service that the City provides to special event promoters. applicants, residents and businesses. 67 PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124 1999-2000 ACTUAL ACTUAL 2000-01 84,140 82,984 85,273 81,167 MAINTENANCE & OPERATIONS 374,242 BUDGET 352,051 344,336 380,472 PERSONNEL BUDGET 2002-03 2001-02 \CAPITAL OUTLAY I 6,4651 WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate hidden suspects while providing greater officer safety through the use of trained Police dogs. PROGRAM ACTIVITIES: 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. 68 PROGRAM: INVESTIGATIONS I FIELD EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012126-2130 1999-2000 ACTUAL 2000-01 ACTUAL BUDGET BUDGET PERSONNEL 2002-03 2001-02 1,180,726 880,022 1,027,408 1,098,241 MAINTENANCE & OPERATIONS 222,490 187,869 215,338 203,820 CAPITAL OUTLAY 0 27,500 0 2,730 WORK PROGRAM: Provide follow-up investigations leading to the identification and apprehension of persons responsible for the Investiaations commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process property and evidence. To collect and process evidence collected in the field by police employees. Evidence may include fingerprints, Field Evidence photographs, plaster casting, bodily fluids, and other items. WORKLOAD STATISTICS: "~ CY1998 CY1999 CY2000 Violent Crime Clearance Rate 48% 45% 56% Property Crime Clearance Rate 22% 21% 19% Property Recovery Rate 26% 26% 38% SIGNIFICANT CHANGES: Part-time assistance has been added to handle the increase in evidence processing. 69 PROGRAM: VlCElNARCOTlCS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012131 1999-2000 2002-03 ACTUAL ACTUAL 2001-02 2000-01 565,798 BUDGET 464,579 367,070 307,012 PERSONNEL BUDGET MAINTENANCE & OPERATIONS 0 0 44,091 0 CAPITAL OUTLAY 80.705 116,102 76,196 66,193 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: cy1998 cy1999 Q2clQ.Q Felony and Misdemeanor Arrests 123 179 117 230 SIGNIFICANT CHANGES: Includes overtime for tactical response team training and operations. 70 PROGRAM: YOUTH I SCHOOL PROGRAMS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012132.41,43 1999-2000 ACTUAL ACTUAL BUDGET 2001-02 2000-01 2002-03 BUDGET PERSONNEL 406,974 444,023 484.175 502,667 MAINTENANCE & OPERATIONS 99.789 93,770 161,980 163,735 CAPITAL OUTLAY 7,187 26,149 193 0 WORK PROGRAM: Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among Police School Resource Officers students, citizens and educators. Juvenile Diversion 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. D.A.R.E Assist elementary and junior high school students in recognizing, and resisting, the pressures of drug use through education. PROGRAM ACTIVITIES: Police School Resource Officers 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. D.A.R.E Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high Assist schools and parents with drug abuse prevention programs SIGNIFICANT CHANGES: schools. One DARE officer position was converted to a School Resource Officer position at the request of Carlsbad Unified School District. 71 PROGRAM: PROPERTY AND EVIDENCE I RECORDS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012133,2145 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001 -02 2002-03 BUDGET PERSONNEL 292,920 31 1.784 353,395 366,573 MAINTENANCE &OPERATIONS 52,465 54,675 61,960 66,965 CAPITAL OUTLAY 6,616 554 998 0 WORK PROGRAM: Propertv and Evidence ResDonsible for the Drocessina. retention. disDosal. and securitv of all DroDertv and evidence obtained or seized bv the department. - .. . Recotds entry into the ARJlS system and for Statewide reporting of crime information; responsible for public reception, Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data information and fingerprinting services for the public. PROGRAM ACTIVITIES: - Physically maintain and accurately track all property and evidence. ProDertv and Evidence Return property to lawful owners. - Dispose of properly according to law. Records Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports, WORKLOAD STATISTICS: cy1998 cy1999 CY2000 cy2001 Police Cases 9,083 0,330 8,381 9,050 SIGNIFICANT CHANGES: None. 72 PROGRAM: FAMILY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012134 1999-2000 379,558 364,665 350,550 344,764 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 25,600 24.780 7,476 9,376 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: . Assist in the coordination of diversion, prevention and education activities offered by the department such as Investigate and follow-up on crime and incident reports as they relate to all phases of the family. DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None. 73 PROGRAM: TASK FORCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012135 1999-2000 ACTUAL 2000-01 2001-02 2002-03 ACTUAL 314,666 0 PERSONNEL BUDGET BUDGET 373,196 275,092 MAINTENANCE & OPERATIONS 0 0 5,995 13,610 CAPITAL OUTLAY 0 29,000 0 0 WORK PROGRAM: Thefl Task Force, Narcotics Task Force, and ID Theft Task Force. Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto SIGNIFICANT CHANGES: Addition of an investigator to staff a regional ID Theft Task Force. The salary and benefits for this position are 100% reimbursed by the County of San Diego. 74 PROGRAM: SUPPORT OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET - PERSONNEL 450,818 452,361 467,925 51 1,073 MAINTENANCE & OPERATIONS 4,000 25 2,280 0 CAPITAL OUTLAY 1,243,545 1,212,777 908,854 748.863 GRAND TOTAL WORK PROGRAM: recruitment and hiring. Provide support to the Police Department in the form of training, automated systems coordination and personnel PROGRAM ACTIVITIES: Coordinate all department training. Recruit new employees. . Organize testing programs and conduct POST mandated pre-employment investigations. Maintain and develop the department's automated systems such as CAD, ARJlS and the microcomputer network. SIGNIFICANT CHANGES: A part-time employee has been added to assist with the implementation and operation of the new public safety computer-aided dispatch and other technology related systems. 75 PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012144 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 1,290,372 1,077.468 900,296 887,152 BUDGET 2002-03 BUDGET PERSONNEL MAINTENANCE & OPERATIONS 1,500 0 1,279 2,007 CAPITAL OUTLAY 139,030 133,270 82,960 79,970 WORK PROGRAM: emergency personnel. Provide Police and Fire communications including answering calls for service and dispatching appropriate PROGRAM ACTIVITIES: Provide routine and emergency communications service to Police, Fire and emergency medical programs, WORKLOAD STATISTICS: cy1998 cy1999 Police Calls for Service 67,076 67.284 64,366 68.798 SIGNIFICANT CHANGES: Two Communications Officers have been added to increase the minimum staffing in the communications center from two to three during peak periods. 76 PROGRAM: VARIOUS FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE ACCT NO. 1212110 1999-2000 BUDGET BUDGET 270 6,620 PERSONNEL ACTUAL ACTUAL 2002-03 2001-02 2000-01 55,426 7,000 MAINTENANCE & OPERATIONS 34,711 28.553 75,176 38,000 CAPITAL OUTLAY 20,000 0 7,674 104,251 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: area. an extra set of patrol vehicle equipment to reduce down-time when a patrol car is taken Out of sewice, and included in the 2002-03 appropriation is funding for the reconfiguration of the community Services - traffic lieutenant equipment and training for a taser lethal force alternative program. 77 PROGRAM: BICYCLE PATROL FUND: COPS GRANT PROGRAM GROUP: POLICE ACCT NO. 123XXXX I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL! BUDGETI BUDGET PERSONNEL 340,041 249,316 142,800 106,585 MAINTENANCE 8 OPERATIONS 0 2,000 0 0 CAPITAL OUTLAY 7,500 11 .848 3,468 283 WORK PROGRAM: This is the sixth 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. During 2001, Council approved increasing bicycle patrol staffing from two (2) to four (4). 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. 78 PROGRAM: FIRE REFUND: GENERAL PROGRAM GROUP: FIRE SUMMARY MAINTENANCE &OPERATIONS CAPITAL OUTLAY 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 1.00 2.00 3.00 4.00 5.00 1997 1998 1999 2000 2001 Not Poor Fair Good Excellent 4.55 4.68 4.78 4.81 4.98 Acceptable (Priority 1 average response time in minutes) Customer Service Ratinas: The above chart shows our customer satisfaction level for Incidents & Response Times: The Fire Department average response time in 2001 was 4.98 emergency medical services for fiscal year 2000- minutes and we reached the scene of priority one 01. The results show that our paramedics continue incidents 79% of time in five minutes or less. This to live up to the department's standard for treating all patients as we would want our own famiiy achieves our average response time goal but not our overall goal of arriving on scene in five minutes or treated. less 90% of the time. KEY GOALS FOR 2002-03: Determine the feasibility of utilizing the inactive treatment facility on Tamarack Avenue as a multi-use training facility. * Evaluate the need and means for providing additional or modified ambulance services in the City. * Continue to proceed with the relocation of Fire Station 6 in the southeast section of the City. 79 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012210 1999-2000 ACTUAL ACTUAL 556,456 99,089 34,561 50,435 CAPITAL OUTLAY 836,109 744,194 365,984 310,434 MAINTENANCE & OPERATIONS 339,593 BUDGET 344,009 BUDGET 321,922 297,491 PERSONNEL 2002-03 2001-02 2000-01 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. Support and facilitate department managers in accomplishing their goals. Facilitate team-building programs for all members of the management team. Promote increased communications and participation at all levels within the department. Plannincl services. Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire Continue to oversee the implementation of the department's strategic plan. Monitor development under the Growth Management Program as it related to the relocation of Fire Stations 3 6i 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: None 80 PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012220 1 I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGET[ PERSONNEL 6,466,6991 7,096,2371 7,270,3431 BUDGET 7,624,930 MAINTENANCE & OPERATIONS 90,000 291,541 94,975 27,329 CAPITAL OUTLAY 1,198,405 1,206,846 1,013,885 868,445 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emeraencv ResDonse Maintain fire apparatus, equipment and facilities at a high level of readiness. Maintain an effective fire and medical emergency response system throughout the City. Maintain a response time of five minutes or less, 90% of the time, to priority one fire and medical calls for service. Traininp Provide all safety personnel appropriate training in order to enhance their personal safety as well as services Provide 20 hours of training to all shifl personnel on a monthly basis. provided to citizens. Provide 24 hours of annual EMS continuing education to all field personnel. Train personnel to meet individual and company performance standards. 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. PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 1999-2000 ACTUAL ACTUAL 2000-01 50,690 155,190 44,840 32,484 MAINTENANCE 8 OPERATIONS 494,098 BUDGET 458,484 407,989 372,264 PERSONNEL BUDGET 2002-03 2001 -02 JCAPITAL OUTLAY I 2,1361 20.0921 3,000) 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 Enaineerinq 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 new construction inspections within 24 hours of request. Perform code compliance reviews on construction plan submittals within 10 days. Conduct code compliance inspections in licensed care facilities. . Respond to citizen hazard inquiries and complaints. SIGNIFICANT CHANGES: The addition of a part-time Hosp Grove Forrest Rehabilitation Officer to assist in implementing the Hosp Grove Management and Rehabilitation Plan. 82 PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012235 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET BUDGET 0 0 0 PERSONNEL 2002-03 2001-02 0 MAINTENANCE & OPERATIONS 73,178 96,883 136,304 137,250 CAPITAL OUTLAY 0 0 0 0 WORK PROGRAM: program. Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement PROGRAM ACTIVITIES: Hazard Identification Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist Select 500-1 100 parcels for clearance. Obtain City Council approval for abatement. Mail notices to property owners. Hazard Abatement Ensure effective abatement of hazards identified. During May through July, clean all property not previously abated by owners. Inspect all property noticed. 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. a3 PROGRAM: DISASTERPREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012240 1999-2000 2002-03 ACTUAL 2001 -02 2000-01 0 0 BUDGET 0 ACTUAL 0 BUDGET PERSONNEL MAINTENANCE & OPERATIONS 1,600 0 0 5,808 CAPITAL OUTLAY 120,928 125,138 59.552 54,364 WORK PROGRAM: and man caused disasters. Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural PROGRAM ACTIVITIES: Training and Education Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements Conduct classroom and simulation training sessions for all key City staff members. - Continue providing basic emergency response training to all City employees. Plannina Develop a Hazard Mitigation plan. Develop a strategic plan to improve Citywide emergency preparedness. Restructure the emergency management administrative team. Coordinate program efforts to ensure future certification of the City by Federal Emergency Management Agency (FEMA) as a "Disaster Resistant Community." Represent the interests of the City on the County Unified Disaster Council Inter-Agency Coordination SIGNIFICANT CHANGES: None. 84 Operating Budget & Capital Improvement Program FY 2002 - 2003 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1999-2000 ACTUAL 2001" 2000-01 401,032 1,278,384 170,780 4,284,099 CAPITAL OUTLAY 9,016,214 9,094,463 6,772,712 6,516,065 WNTENANCE & OPERATIONS BUDGET 4,811,481 4,528,958 4,085,696 3,905,600 PERSONNEL BUDGET ACTUAL 2002-03 86 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 1999-2000 ACTUAL ACTUAL 273.744 267,214 329,846 359,888 PERSONNEL BUDGET BUDGET 2000-01 2002-03- 2001-02 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 88,360 15,026 54,470 7,993 1,423 192,040 182.638 128.393 MISSION STATEMENT: this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do 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. Preservation of the local environment. A strong and stable economic base Diverse housing, employment and enrichment opportunities. PROGRAM ACTIVITIES: The Community Development Director assists departments within its Major Service Area (MSA) in accomplishing conflicting priorities, manages resource allocation and other support efforts. individual goals. The Director also removes roadblocks, coordinates between departments with competing or KEY GOALS FOR 2002-03: Too Qualitv Services Respond to 95% of Reld inspection requests by the next working day. Develop performance measures for all departments. Average 24-hour response by Code Enforcement for non-health and safety calls for service, . Participate in the Carlsbad Emergency Management Administrative Team (CEMAT). Participate in Performance Measurement Resource Team. Balanced Communitv DeveioDment Resolution of Habitat Management Plan (HMP) and Golf Course planning Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies. . Study codes, policies. and fees to support attraction of new commercial, recreation, and entertainment uses to Conduct a comprehensive facility analysis for City administration. Educate participants in the Section 8 homeownership program. Increase City owned and controlled parking in the Village redevelopment area. Acquire an affordable housing site in the Village redevelopment area. Eliminate blight in North State Street. Carlsbad. PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT KEY GOALS FOR 2002-03 (Continued): ParkSlODen SoacefTrails Northeast park site acquisition - Comprehensive and qualitative open space management. Batiquitos Lagoon maintenance administration. Environmental Manaaement Community and City environmental consciousness. Communication - Additional emphasis on employee development and communication skills Continuity of Community Development leadership through succession planning SIGNIFICANT CHANGES: None. PAGE TWO ACCT NO. 0013010 88 PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 001321010013220 & PLANNING COMMISSION 1999-2000 ACTUAL 2000-01 ACTUAL BUDGET BUDGET 2,286,680 2,061,031 1,825,764 1,731,671 PERSONNEL 2002-03 2001-02 MAINTENANCE & OPERATIONS 0 165,520 399 19,181 CAPITAL OUTLAY 980,907 998,468 420,829 514,196 MISSION STATEMENT: The Planning Department's mission is to guide the planned physical development of the City in a manner that preserves the quality of life for its citizens. PROGRAM ACTIVITIES: Implementation of General Plan Ensure that all new planning programs and development projects comply with the General Plan. Review of DeveloDment Proiects Provide technical support to the Planning Commission and City Council in a timely and efficient manner ordinances. Update development standards as needed. regarding the compliance of all development proposals with the City's zoning, subdiviiion and environmental 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. . Continue to address issues relating to endangered species and implementation of the Habitat Management Ensure timely processinglreview of projects in the City. Assist in administering the Growth Management Program, including on-going monitoring of activities. Plan. 89 PROGRAM: LAND USE PLANNING PAGE TWO FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 001321010013220 & PLANNING COMMISSION Number of Planning Applications Considered by the Planning Commission: -. IstQtr 2ndQtr 3rdQtr 4thQtr m I999 m2001 Applications Considered by Planning Commission: Using 1999 as a base year, 2000 reflected a 55% decrease, while year 2001 activities were up 6% over 1999. Administrative approvals of PIPS. Sign Variances are not included in the above PerrnitslPrograms, and Administrative numbers. Administrative approvals previous years with 247 in 1999, 257 in dropped significantly compared to 2000, and 191 in 2001. KEY DEPARTMENT GOALS FOR 2002-03: Ensure topquality 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 ail applications, particularly Provide strategic advice regarding land use and long-term planning in the City. Continue the processing of the Bressi Ranch Master Plan, and the Carisbad Oaks North Industrial Park. Continue to seek approval of the Habitat Management Plan (HMP) by the Coastal Commission and the wildlife Enhance Planning Department information available on the web site. ones that create economic opportunities. agencies. SIGNIFICANT CHANGES: A Planning Technician Intern position has been added to develop an internship program to promote and support continuous learning opportunities within the City organization. 90 PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001-02 2002-03 BUDGET PERSONNEL 163,611 173,545 185,600 201,418 MAINTENANCE & OPERATIONS 131,087 84,675 149,150 104,240 CAPITAL OUTLAY 21,464 4,256 809 0 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 Development Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS staff, we continue to be able to 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 in FY 01 and 02. 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, iraffic signals, storm waterfacilities, etc.) Database Maintenance Maintain the various layers within the GIS by keeping them accurate and current. WORKLOAD STATISTICS: -__ FY2000 FY 2001 FY2002 (Est.) Number of Service Requests: 200 280 350 KEY GOALS FOR 2002-03: Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS Continue to reduce the cycle time between request and delively of productslservices. Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIs. Develop the capability to search for, and select, information in the Document Management System (DMS) by technology. selecting areas of interest on a computer screen. SIGNIFICANT CHANGES: Addition of a part time position to assist in the development of a 'common places' database. and the editing of the Ciys street address database. 91 PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510 AINTENANCE 8, OPERATIONS APITAL OUTLAY MISSION STATEMENT: Plan, organize and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program. PROGRAM ACTIVITIES: Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance Land Use and promote economic development in Carlsbad. Public Policy Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life and consider the fiscal needs of the City. Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive Economic Resources effects they have on the Community. Promotion and Marketinq SUDDO~~ Dublic and Drivate activities that focus on attractina desirable businesses and industries to the Citv. 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. Coordinate the acquisition. disposal and leasing of City owned real property and the leasing of City utilized real Real Estate Assets property. KEY GOALS FOR 2002-03: Participate in regional economic development activities and projects. Identify and monitor progress of development projects that provide economic benefit to the City. Implement the City of Carlsbads Economic Development Strategic Plan. Coordinate acquisition of real property associated with City Council goals. Civic Center facilities planning. SIGNIFICANT CHANGES: Additional funds have been budgeted to conduct a facilities needs analysis. 92 PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET PERSONNEL 884,880 952,126 1.116.738 1,147,437 MAINTENANCE & OPERATIONS 17,000 4,800 0 8.113 CAPITAL OUTLAY 709,089 933,360 786,131 831,918 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 . The code enforcement monthly report tracks the number of days it takes to close various complaint categories. KEY GOALS FOR 2002-03: . Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement Continue to develop and implement an internship program for building inspectors. Provide 40 hours of staff development training for each employee. associated with workloads. Customer service satisfaction levels for field inspections are also surveyed. calls the next working day. SIGNIFICANT CHANGES: None. 93 PROGRAM: HOUSINGANDREDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY 1999-2000 ACTUAL 2001 -02 2000-01 788,865 BUDGET 784,469 694,803 BUDGET 662,493 ACTUAL 2002-03 PERSONNEL MAINTENANCE & OPERATIONS 369,006 1,052,785 158,132 4,233,918 CAPITAL OUTLAY 6,895,143 6,721,147 5,328,421 4,892,309 MISSION STATEMENT: Helping people achieve their dreams, PROGRAM ACTIVITIES: Affordable Housinq Rental Assistance Homebuyers Assistance New Construction Rehabilitation Enhancing Omortunities Career Development Plans Innovation Goals Promotinq Business Development Jobs Sales Tax New Products State Funds Creating a Communitv SDirit Transpoltation Education Social Services Family Self-Sufficiency Villaqe Vision Creativity Expansions Revitalization Beautification Increasing Revenues Federal Funds Property Tax Excellent Service 94 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001-02 2002-03 BUDGET PERSONNEL 129,701 131,798 129,260 125,314 MAINTENANCE & OPERATIONS 29,577 41,007 145,270 128.424 CAPITAL OUTLAY 328,340 3,546 7,691 1,425 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: Mortgage Credit Certificate Program (MCC). Lease-to-Purchase Program Provide staff support to the Housing Commission. Participate in the San Diego Regional Housing Task Force Affordable Housina Financial Assistance Negotiate and prepare financial assistance and loan documents for construction of single and multi-family affordable housing projects. lnclusionarv Housina lmolement the lnclusionarv Housina Ordinance bv orovidina information to develooers. the oublic and Citv staff on'the requirements of the'ordinanck. I, I .. Negotiate and prepare affordable housing agreements. Monitor the development and operation of affordable housing developments. WORKLOAD STATISTICS: EST. EST. 99-00 o0-01 01-02 02-03 Affordable Housing Units Approved: 26 units . Affordable Housing Units Construction Starts: 97 units 36 units 286 units 154 units Financial Assistance to Affordable Housing Projects: $2,216,000 $1,135,000 $2,860,000 $3,220,000 92 units 182 units 180 units KEY GOALS FOR 2002-03: Learnina 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. 95 PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401 1999-2000 2001-02 2000-01 ACTUAL ACTUAL 204,520 BUDGET 217,715 293,728 BUDGET 323,361 2002-03 PERSONNEL MAINTENANCE & OPERATIONS 4,655 21,627 19,700 0 CAPITAL OUTLAY 5,007,973 4,439,423 2,947,873 2,627,547 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Provide federal funding to subsidize rents for 703 extremely-low and very-low income households. Section 8 Tenant-Based Rental Assistance Assist low-income households in the community to access rental housing that is decent, safe and sanitary. Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad - Achieve and maintain a lease rate that effectively utilizes funding allocation. Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic Familv Self-Suficiencv 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. Collaborative effort among several local housing agencies. Communitv ODDorlunities Proqram Provide education and guidance to rental assistance participants to reach personal goals and career objectives, Participate in ongoing implementation of program changes and marketing of the program to participants and Administrative Plan, and the Public Housing Agency (PHA) Plan. independence from welfare. emphasizing housing opportunities in neighborhoods of choice. owners in Carisbad. PERFORMANCEWORKLOAD MEASURES: Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer or “high 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 performer.” newsletters and conducting owner outreach presentations. SIGNIFICANT CHANGES: Received an additional 75 housing vouchers to assist extremely low-income households in Carlsbad. 96 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/ 3917000 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET 99,150 102,951 99,297 103,162 PERSONNEL MAINTENANCE B OPERATIONS CAPITAL OUTLAY 306,179 318,461 299,357 300.489 360,551 1,001,541 121,884 156,655 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Communitv Development Block Grant Proaram Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development 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 identify activities to be included in the consolidated funding plan for the CDBG Program. (HUD) for approval. HUD. 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 Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue with funding through the CDBG Program. receiving CDBG funds. KEY GOALS FOR 2002-03: TOP Qualitv Services Provide timely responses that result in high customer satisfaction SIGNIFICANT CHANGES: None. 97 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80~341z VILLAGE AREA I I 1999-20001 2000-01 I 2001-021 2002-031 I ACTUAL( ACTUAL^ BUDGET( BUDGET PERSONNEL 140,812 153.41 0 188,206 180,914 MAINTENANCE & OPERATIONS 1.425 16,134 9.850 1,702,949 CAPITAL OUTLAY 1,359,623 1,424,817 2,023,455 1,902,452 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Coordination of project development and permit processing. Implementation of the Carlsbad Villaae RedeveloDment Master Plan . Administration of the Parking-In-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development, Communitv Relations and Public Relations Pmaram . Work with the Carisbad Village Business Association and other business organizations to continue Community awareness and public relations activities on behalf of the Redevelopment Agency. the Village. Station and surrounding properties. . Continue implementation of the Village Beautification Program through coordination of maintenance efforts in . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail PERFORMANCENVORKLOAD MEASURES: Process 15 applications for redevelopment permits for improvements to existing structures or new construction . Process 10 sign permit applications. . Process five (5) preliminary review applications. . Facilitate the development of at least one “special opportunity projecr identified in the Village Redevelopment projects. Master Plan. KEY GOALS FOR 2002-03: Finance . Process redevelopment permits for all types of projects within the Village Area, which represent high-quality . Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private development or redevelopment of properties and buildings. commercial andlor mixed-use development on North State Street. Transportation . Continue implementation of the Village Area Parking Program, which supports publiclprivate 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. 98 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80234i2 VILLAGE AREA KEY GOALS FOR 2002-03 (Continued): . Execute the Village parking Plan (created last year) for removing impediments or otherwise enhancing existing visitorslcustomers. business owners, employees. andlor commuters. public parking lots within the Village Redevelopment Area to ensure better or more full utilization by . Develop a Village parking enhancement assessment to pursue various opportunities available to increase City owned public parking. . Develop a financing and land use strategy (Redevelopment Operations Strategy) for the Village Redevelopment Balanced Cornmunitv Develovment (also affects Finance Goal) Area following the July 2006 expiration of the Redevelopment Plan. SIGNIFICANT CHANGES: None. 99 PROGRAM: LOWlMODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420 VILLAGE AREA 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 54,133 BUDGET 32,408 50,374 48,208 PERSONNEL 2002-03 BUDGET MAINTENANCE & OPERATIONS 380 2,972 3,152 2,045,974 CAPITAL OUTLAY 56,904 60,426 16,729 32,244 MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Affordable Housinq Proiect Processino Procedures Continue development of affordable housing project processing procedures Affordable Housinq Proiect Coordination Assist in the structure and implementation of affordable housing projects Affordable Housinq Education Proaram Direct educational programs for citizens, businesses and government agencies interested in affordable housing. PERFORMANCEWORKLOAD 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 Participate in at least three (3) outreach programs, professional conferences andlor citizen and business groups of existing units and rehabilitation. on affordable housing. KEY GOALS FOR 2002-03: 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 jobslhousing balance within the Community. SIGNIFICANT CHANGES: None. 100 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420 SOUTH CARLSBAD AREA - 1999-2000 26,457 316,299 0 0 MAINTENANCE & OPERATIONS 50,580 BUDGET 45,450 0 0 PERSONNEL BUDGET 2002-03 2001-02 ACTUAL ACTUAL 2000-01 CAPITAL OUTLAY I 2,3501 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize Implement Redevelopment Plan for South Carlsbad Coastal Redeveloment Area 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 andlor development of cultural facilities or other public facilities. Revitalize, redevelop and/or generally clean-up the Ponto Area. Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCEWORKLOAD MEASURES: Complete land use concept and draft design guidelines for planning area three, Hold public meetings to gather citizen input regarding the specific plan. KEY GOALS FOR 200243: Develop a Conceptual Vision for the entire South Carlsbad Coastal Redeveloment Area Balanced Communitv Development lnitiate.review oi Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area. SIGNIFICANT CHANGES: None, I01 PROGRAM: LOW/MODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420 SOUTH CARLSBAD AREA 1999-2000 PERSONNEL 2002-03 BUDGET BUDGET ACTUAL ACTUAL 2001-02 2000-01 13,228 12,950 0 0 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 0 95 470 0 0 9.583 16,451 0 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: lmolement 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. PERFORMANCEWORKLOAD MEASURES: Utilize low and moderate income housing funds to assist with the development andlor construction of at least . Develop Housing Plan for South Carlsbad Coastal Redevelopment Area. KEY GOALS FOR 2002-03: Balanced Communitv DeveloDment Continue to assist private developers to provide affordable housing as required by the City's lnclusionary Implement affordable housing programs, which serve to enhance the jobslhousing balance within the one (1) new affordable housing project within the city limits of Carlsbad. Housing Ordinance. community SIGNIFICANT CHANGES: None 102 103 Operating Budget 81 Capital Improvement Program FY 2002 - 2003 PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1999-2000 204,608 424,792 186,373 228,980 CAPITAL OUTLAY 5,744,431 6,822,763 4,897,699 3,360,592 MAINTENANCE & OPERATIONS BUDGET 8,298,170 7,719,598 6,315,466 5,342,170 PERSONNEL BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 104 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY 1999-2000 BUDGET ACTUAL ACTUAL 2000-01 2001 -02 2002-03 BUDGET PERSONNEL 2,907,768 4,750,173 4,504,051 3,657,162 MAINTENANCE & OPERATIONS 97,514 82,466 31,352 69,736 CAPITAL OUTLAY 3.318.813 4,053,311 2,907,332 1,571,982 PROGRAM DESCRIPTION: The Carisbad City Library provides educational, informational and recreational services for all community residents; provides both print and non-print resources that respond to the interests and needs of a diverse population; provides convenient access and adequate space for users and resources: and promotes a broad awareness of the library and its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge. KEY GOALS FOR 2002-03: ToD-Qualitv Services Complete installation and migration of the new automated library system. Continue to provide a wide variety of lectures, concerts, and other programs for the entire community's . Develop and promote a system-wide volunteer program for the Carlsbad City Library. Communication Participate in a new Citywide Communications Committee, which will guide and coordinate the City's Transform the current Community Services Brochure to include a quarterly City newsletter. Research methods to use current cablecast capabilities to communicate with citizens. enjoyment. communications efforts throughout the community. &&ng Continue to promote the Library's reading programs throughout local school districts. Continue to provide and promote computer literacy throughout the community. Coordinate with local school districts and other local agencies on the development of an annual educational . Continue to foster cooperation with the Carisbad Unified School District in providing literacy instruction to high . Continue participation in the Carlsbad Citizen's Academy, teaching members of the community about how the faire at the Dove Library. school students. City organization operates. 105 PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035 1999-2000 1,249,4941 1,299,290 1,018,749 385,564 BUDGET BUDGET ACTUAL ACTUAL 2002-03 200 1 -02 2000-01 PERSONNEL MAINTENANCE 8, OPERATIONS 38,880 2,786 23,210 0 CAPITAL OUTLAY 547,595 668,117 553.837 217,661 WORK PROGRAM: The Cole Library is located in 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 urint and non-mint materials to children and adults. handle Datron reaistration. collect fees and fines. and track overdue items: I Proaramminq Plan, schedule and develop programs for adults and children. Conduct classroom visits and tours for children and offer computer and Internet classes for adults. Collection Develoument Evaluate the Cole Library collection and select print and non-print materials Libraw Manaaement Manage Cole Library. staff, volunteers, collection, and facility. Maintain awareness of the community, PERFORMANCE OBJECTIVES: Hire and train new staff. Schedule and supervise 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: Three-quarters (.75) of a part-time position has been converted to a three-quarter (.75) full time Circulation Supervisor in Cole Circulation in order to provide higher levels of customer service. 106 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014070-4095 199%2000 ACTUAL ACTUAL 2000-01 2,259,670 2,130,429 1,750,511 1.660.383 PERSONNEL 2002-03 BUDGET 2001-02 BUDGET WNTENANCE &OPERATIONS 35,379 63,929 7,463 8,003 CAPITAL OUTLAY 1,635,058 1,713,633 1,260,709 485.561 WORK PROGRAM: The Dove Library is located in South Carlsbad. These 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 . Prepare department budget: process invoices, warrants and requisitions; monitor expenditures; maintain fiscal System. 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 plaques that will eventually be part of a historical tour. The circulation division registers library patrons as library members and Internet users and also provides services to Circulation 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; Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de and answer the renewal line. Carisbad, 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. records. Reference perform research for local business, government, and the public. Reference support staff checks in and organizes Reference Librarians assist the public with information needs, provide instruction in the use of resources and Respond to in-person and telephone reference questions, provide instruction classes and tours, select new and Library materials such as periodicals, pamphlets and maps for public use. Provide directional information and answer basic reference questions. Manage a collection of 340 magazines and 32 newspapers and related back files. Provide public instruction in the use of computer data bases, the Internet and other software programs available replacement materials, and facilitate book discussions. in the lab and the job and career center. 107 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 00140694095 PROGRAM ACTIVITIES (Continued): 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, children's literature, and serves as a parent resource. . Respond to in-person and over-the-telephone questions, provide readefs 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 Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story growth in the community. contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage creativity. Cooperative programs with the Centro de infomaci6n provide multi-cultural experiences. Supports youth and parent Internet access and research. The lab offers age appropriate introductory sessions feature web sites and other educational resources. on Word, Power Point, and typing. A newsletter club has been established for young patrons. The lab strives to Children's SIGNIFICANT CHANGES: One (1.0) part-time position has been converted to one full-time librarian in order to provide higher levels of Utility costs at both libraries have increased substantially due to higher rates. customer service and more efficient use of staff time in the Children's division of the Dove Library. 1 OB PROGRAM: GENEALOGY/LOCAL HISTORY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014025 1999-2000 64,993 PERSONNEL BUDGET 2002-03 ACTUAL ACTUAL 2001 -02 2000-01 164.283 BUDGET 125,548 82,405 MAINTENANCE 8 OPERATIONS 19,715 CAPITAL OUTLAY 13,980 8.295 9,047 2,949 4,849 5,306 0 WORK PROGRAM: The GenealogyILocal 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 Reference Questions: on the use of OPAC and other finding aids, introduction to the collection; provide instruction Computer Users: instruction on the use of various equipment 2,323 854 1,524 2,600 including personal computers, microfilmlfiche readers and printers. In-House Usage: ~~~__ 1998-99 1999-00' 2000-01 2001-02 15,741 4,958 20,520 23,000 22,868 9,068 59,435 60,000 Collection Development Activities The staff oarticioate in the Librarv's collection ~~~~ 1998-99 1999-00' 2000-01 2001-02 developmentlacquisitions by compieting catalog Items Added: checks, preparing order slips, receiving ordered items, preparing items to send to Technical Technical Services. Services, and receiving and shelving items from 666 600 1,016 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 Programs: with and assists the Society in fund-raising for the acquisition of materials for the collection and in instructional programs. 'The GenealogyILocal History Section was closed September 1999 through April 2000 for the Cole Library remodel 1999- 2000' 2001 2002 41 45 48 50 SIGNIFICANT CHANGES: Increase is due to full year funding for the Senior Librarian that was added in January 2002. 109 PROGRAM: CENTRO DE INFORMACION FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014030 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001 -02 2002-03 BUDGET PERSONNEL 86.238 91,345 94,659 11 1,540 MAINTENANCE & OPERATIONS 2,974 2,255 4,254 2,720 CAPITAL OUTLAY 0 0 1,727 0 WORK PROGRAM: The Centro de Informaci6n 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 informacibn 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 "~___ 1997-98 1998-99 1999-00 2000-01 The Centro de Informacion is an active partner in community activities. The Centro offers a Individual Patron Visits: welcoming and culturally sensitive environment 24,250 21,584 20,300 20.328 that enables Spanish-speaking residents to make use of public library services. Proaramminq __~__~ 1997-98 1998-99 1999-00 2000-01 The Centro de Informacion responds to community information and educational needs by Program Attendance: providing a variety of adult and children's 3,721 3,700 3,496 3,288 programs. SIGNIFICANT CHANGES: None. I10 PROGRAM: TECHNICAL SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014040 MAINTENANCE &OPERATIONS CAPITAL OUTLAY WORK PROGRAM: The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line database, manages the library's automated circulation system, on-line catalog, and related automated programs. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Processinq Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and re-binding. Database Maintenance Adds new items to the on-line database and deletes information of lost or discarded materials. 1997-98 1998-99 1999-00 2000-01 Items Cataloged and Processed: 17,908 22.889 24,581 30,753 Items Handled for Binding: 1,707 1,695 1,561 2,273 1998-99 1997-98 1999-00 2000-01 Items Added to Database: 17.908 22.889 24,581 30,753 Items Withdrawn: 16,059 18.261 12,550 11.783 PERFORMANCE OBJECTIVES: Ensure system availability at least 99 percent of the hours the library is open. Conduct four training sessions for staff following installation of new software. SIGNIFICANT CHANGES: None. 111 PROGRAM: COLLECTION DEVELOPMENT FUND: GENERALlSPEClAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. 0014045/1454010/ & ACQUISITIONS 1454011/1454095 PERSONNEL MAINTENANCE & OPERATIONS STATE GRANTS AV iNSURANCE FUND OTHER SPECIAL REVENUE ,TOTAL FUNDING 890,634 1,008,589 1,116,320 1,073,957 285,344 118,280 29,897 57,257 0 39,174 0 0 299,837 0 107,307 0 WORK PROGRAM: materials budgets. Order and receive all print and non-print materials. Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Plannincl Develop plans for the collection of Materials. Plan for collection space needs for the next five Write materials collection statements for (5) years. reference areas at all facilities. Budaetinq Prepare division and library-wide materials Track material accounts by major subjects. budgets: monitor expenditures for department and materials. . Track vendor discounts Coordinate Selection of Materials Coordinate selection and ordering of print and Coordinate selection and ordering of at least non-print materials. 16,000 new print and non-print materials. SIGNIFICANT CHANGES: None. 112 PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014050 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001-02 2002-03 BUDGET PERSONNEL 103,589 101.727 176,760 163,780 MAINTENANCE & OPERATIONS 13,672 27,264 45,279 43,640 CAPITAL OUTLAY 1,509 0 0 14,543 GRAND TOTAL 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: Proorammino Manaaement . implement "Meeting Facility Use Policies and Provide two bi-annual comprehensive reports including inquiries, bookings, income generated and analysis, and recommendations for service improvements. Procedures." Maintain and analyze the service delivery system. Monitor work flow, perform ongoing fee collections and processing, and provide comprehensive reports. Recruit, interview, hire hourly staff, provide ongoing training, and assign and supervise part-time support staff. Media Production DeveloDment 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. Propram Creation & Distribution . Further define service level expectations among Library and City departments for video program televisions channels, web and intranet streaming, production and distribution via available cable technologies. Conduct research, gather library circulation, and other appropriate pertinent information, define infrastructure requirements, identify, detail, and plan various implementation options. SIGNIFICANT CHANGES: None. Develop programming content plan, facilitate planning, and produce media materials - Prepare and submit grant applications to help accordingly. undewrite production expenses for a series. Conduct interviews. Interview stakeholders. Choose data, interview, and report. 113 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014055 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2,721 0 0 0 CAPITAL OUTLAY 32,585 44,934 39,316 29,064 MAINTENANCE 8 OPERATIONS BUDGET 123,560 114,248 87,243 90,079 PERSONNEL 2002-03 2001 -02 WORK PROGRAM: The Adult Learning Program is the libraly'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 DeveloDment -~___~ The program provides a variety of learning 1997-98 1998-99 1999-00 2000-01 experiences including one-to-one tutoring, Learners Studying: computer-assisted instruction and small-group 143 127 132 122 study. These varieties of learning experiences are appropriate for each adult learnefs individual potential and skill needs in basic reading, writing, Volunteer Tutors Instructing: 102 math, critical thinking, and general knowledge. 102 84 104 Instructional Hours Completed: 4,735 5,434 6,411 7,228 SIGNIFICANT CHANGES: None. 114 PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS SUMMARY 1 1999-20001 2000-01 1 2001-021 2002-031 ACTUAL( ACTUAL1 BUDGETI PERSONNEL 288,791 I 372,600) 422,1561 BUDGET 397,799 MAINTENANCE & OPERATIONS 12,402 32,799 29,591 33,269 CAPITAL OUTLAY 375,626 501,414 326.867 255,154 GRAND TOTAL 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 ail Carisbad residents. KEY GOALS FOR 2002-03: TOD Quality Services Implement the goals and objectives of the Strategic Cultural Plan. . Generate sponsorship programs, fund-raising activities and collaborative projects. Promote, train and utilize volunteers and artists in providing services. Learninn Continue to work with school districts serving Carlsbad on arts education communitylschool planning, 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 Fund-raise for arts education programs at the gallery. adults. 115 PROGRAM: ARTS OFFICE FUND: GENERAL FUNDlARTS GENERAL/ PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/ GALLERY DONATIONS 0014068/147W 1999-2000 142XXXX 2000-01 12,402 32,799 29,591 33,269 CAPITAL OUTLAY 343,326 464,464 304,501 231,332 MAINTENANCE & OPERATIONS BUDGET 384.805 409,851 365,371 280,177 PERSONNEL BUDGET 2002-03 ACTUAL ACTUAL 2001 -02 WORK PROGRAM: performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and 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 organizations and gallery docents and attendants. Programs Produce eleven jazz concerts in the parks. Offer educational programs on arts and culture for children and adults. Offer four (4) weeks of summer arts camp, two (2) weeks of Club Pelican, and four (4) weeks of Band Camp. Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. Information Produce a monthly calendarlnewsletter. Produce ArtsBrag, 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 four (4) gallery exhibitions and printed materials for exhibitions. . Offer arts information on the City's Internet site. Plannina Assess short and long-range community needs for facilities and resources. 116 PROGRAM: ARTS OFFICE PAGE TWO FUND: GENERAL FUND/ARTS GENERAL/ PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/00140651 GALLERY DONATIONS 0014068114740101 1474020 KEY GOALS FOR 2002-03: TOD Quaiitv Services . Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and Serve on Chamber of Commerce Arts Education Committee. Continue to work with Cadsbad and Encinitas school districts implementing arts education programs. Develop and strengthen arts organizations and provide cultural opportunities with grant allocations. Offer programming and resources. Generate sponsorship and fund-raising activities for the Gallery, Arts Office Programs, and arts education programs. Offer a grant initiative program to celebrate neighborhoods through the arts. 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. . Implement objectives of Cultural Arts Strategic Plan in arts education. and awareness of arts and cultural resources in 'By Kids, for Kids." the City. Qualitv of LiWCommunitv DeveloDment Operate the Cannon Art Gallery with six (6) exhibitions per year. Provide staff assistance with the community festival, Artsplash. . Operate the Sculpture Garden with one (1) exhibition per year. WORKLOAD MEASURES: Delivew of ToD-Qualitv Services Arts office EventslAttendance 1998-99 1999-00 2000-01 2o01-02 44135.000 49136.000 66/51.000 42/39.000 "" .~ ,~~~ Community Grants Awards/Applications/Budget 21/$18.000 20/18,000 New Initiatives GranVBudget ~~.~.~~. 1s/19;000 16/19;000 1/5.000 1/1,200 Educational Omortunities - Information Services 1998-99 Newsletters (Issues/Distnbution) 12/48.000 12/50,000 Soecial Publications (Per YearlDistribution) 12/50,000 11124.000 17186.000 12/50.000 48/60.000 52158.000 1999-00 2000-01 2o01-02 Ak Info Line Calls (Monthly) 240 240 240 250 Diverse Economic Oowrtunities Grants and Contributions SIGNIFICANT CHANGES: None. 1998-99 $74,000 1999-00 $89,050 $181,200 2000-01 2o01-02 $68.950 PROGRAM: SISTER CITY FUND: GENERALlSPEClAL REVENUE PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406611464010 I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL1 BUDGET] BUDGET PERSONNEL 2,6551 2,862 MAINTENANCE & OPERATIONS [CAPITAL OUTLAY I SISTER CITY DONATIONS 5.8421 10,3961 15,6891 13,662 TOTAL FUNDING 7001 2,8601 5,5661 4,000 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic. PROGRAM ACTIVITIES: Coordinate Sister Citv Proaram . Arrange, host and conduct visits by one (1) student delegation and others as needed. Coordinate ongoing cultural and educational exchange projects. Activelv Pursue the Contribution of Funds for the Sister Citv Program. Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such programs. SIGNIFICANT CHANGES: None. 118 PROGRAM: SPECIAL EVENTS FUND: SPECIAL REVENUE FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010 AINTENANCE & OPERATIONS APITAL OUTLAY WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents PROGRAM ACTIVITIES: Continue Performino Arts Prooramminq Present 11 jazz concerts in four (4) quadrants. Produce and distribute jazz concert fundraising program. Present annual Mother's Day Festejando a ias Madrecitas at Holiday Park Provide staff for 50th Anniversary Pops concert. 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. PERFORMANCE MEASURES: Presented 11 jazz concerts in four (4) parks with an attendance total of 33,000. 9 Raised over $25,000 in fundraising contributions. SIGNIFICANT CHANGES: None. 119 PROGRAM: RECREATION FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL BUDGET 3,150,198 BUDGET 2,793,391 2,285,704 2,145,611 PERSONNEL 2002-03 2001-02 ~ I 1999-20001 2002-031 I 2001-021 2000-01 ACTUAL ACTUAL BUDGET 3,150,198 2,793,391 2,285,704 2,145,611 BUDGET ~~~~ ~~ ~ PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 2,049,992 2,268,038 1,663,500 1,533,456 94,692 309,527 125,430 125,975 PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that live. work andlor play in Carlsbad. The Department is responsible for planning future park sites and the operation of classes, facility rentals, aquatics, nutrition, and transportation programs. current recreation programs and senior activities including youth and adult sports, special events, instructional Staff resources also support the Parks 8 Recreation Commission and Senior Commission, both of which act in an advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities, and facilities. KEY GOALS FOR 2002-03: TOD 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 Aviara Community Park, Carrilio Ranch Phase 2, Pine School, Larwin Park, the Stay-N-Play Program and Citywide Trails System. Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation. Implementation of the Recreation Department Strategic Plan. Maintain an active role in supporting areas of mutual benefit between City and school districts, Le.. Joint Use Agreements for use and maintenance of activity playfieids and Community Swim Complex. Provide recreational activities, facilities and other special events, which support local business and enhance Finance transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, and swim Prepare marketing packet promoting Carlsbad's publiclprivate facilities and distribute to prospective user meets. . Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e.. special events, groups. youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals. Learnina - 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 Carisbad Community Services and Recreation Guide three times per year. Provide and encourage a variety of professional training opportunities to all staff members. 120 PROGRAM: RECREATION FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY KEY GOALS FOR 2002-03 (Continued): Create cross-trainina OoDortunities within the Recreation Department and across major Service areas where - .. feasible. Provide the necessary tools required for employees to perform effectively. Balanced Communitv Develooment Monitor and annually report on the status of the parks performance standard of the Growth Management Plan and the implamentation progress report for the Parks and Recreation element of the General Pian. Parks/Ooen Soacerrrails Implementation of a Citywide Trails Master Plan, including acquisition and development. . Support and assist, where possible, the volunteer trails development program. Process the Aviara Community Park construction. Initiate and monitor Phase II development of Carrilio Ranch. Process the development of Lanvin Park. Continue the master planning requirements for Alga Norte Park. Initiate the master planning process for Pine School. Secure acquisition of 10-15 acres of park property in the northeast quadrant. 121 PROGRAM: PARK PLANNING FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545 8 RECREATION MANAGEMENT 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001 -02 2002-03 BUDGET 358,017 394,475 622,587 721,911 PERSONNEL MAINTENANCE & OPERATIONS 8,300 16,582 1 1,466 20,811 CAPITAL OUTLAY 561,970 622,341 194,231 195,066 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: This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal Parks and Recreation Commission 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 andlor process recommendations by the Commission for City Council consideration. Provide staff support to committees of the Commission which require more detailed review of issues relating to park 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 reauired administrative suuport to a division with 32 full-time positions and approximately 50 hourlylfull- time equivalenipositions, which operate'with a budget of approximately 4.6 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 Recommend and process personnel appointments, promotions, assignments and disciplinary action when objectives, budget administration for expenditures and revenue generation. warranted. Provide on-going support to management, general and part-time employees. Implement the services of contractual employees. .. Implement and maintain the strategic planning process for the Recreation Department. Facilitate a customer service training and orientation program for all new department employees 122 PROGRAM: PARK PLANNING PAGE TWO FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545 B RECREATION MANAGEMENT PROGRAM ACTIVITIES (Continued): Park Acauisition. Plannina andlor DeveloDment of the Growth Management Program. Provide for current and future community needs by addressing changing Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards recreation trends. . . . Monitor and implement existing park agreements. Construct phase II of the Camilo Ranch Master Pian. Coordinate and monitor the Capital improvement Program (CIP) budget submittals for current and future park development projects. Initiate the park planning process for the Pine School property. Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfieids. Provide staff support for the development of the municipal golf course. Complete the Alga Norte park master plan process. Develop the Aviara Community Park site Master Plan. Process the actions required to create a Citywide Trail System (land acquisition. maintenance system, development, volunteers, etc.). Recreation Proarams Provide a wide variety of recreation programs and special events for all segments of the population who live, Manage the implementation, performance and adequacies of recreation programs. Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. Prepare and distribute the Community Services 8 Recreation Guide three (3) times per year. Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to work andlor play in Carlsbad. sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: None 123 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET PERSONNEL 722,175 735,129 827,639 994,956 MAINTENANCE & OPERATIONS 0 0 4.577 33.505 CAPITAL OUTLAY 817.531 853,432 783,200 718,136 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 Carisbad. 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 . instructors. . - Schedule facilities for programs. Prepare and distribute marketing materials. . Evaluate programs and analyze data on an ongoing . basis. . Prepare financial and revenue reports. Research and implement program opportunities. . WORKLOAD MEASURES: Estimate Projected " 2000-01 2001-02 2o02-03 Conduct fee market studies on an ongoing basis. Coordinate with school districts for youth and teen programming. Generate program sponsors. Recruit, train and reward volunteers. quality. Utilize sports professionals to enhance program Provide scholarships for Carlsbad resident youths, 2000-01 2001-02 2002-03 Estimate Projected Conducted Enrichment Classes Youth SDO~~S Enrolled 1,650 1,620 1,650 Teams 16,600 16,200 16,700 Participants 62 65 70 1,000 Revenue $447.842 404.000 405.000 SDectators 12,000 13.000 1,050 1,100 15.000 Revenue $36,000 32;OOO 36,000 DavtriDDers Trips Conducted Particioants 34 32 8 Adult SDO~~S 876 900 320 325 328 350 Teams Revenue $44,566 45,000 23,000 Participants 4,900 5,000 5,100 Spectators 30,000 30,000 Revenue 30,000 $86,470 86,500 86,500 Camps 39 50 Participants 793 1,080 53 Revenue $92,800 98,000 1,280 97,000 124 PROGRAM: FUND: PROGRAM GROUP: Pre-school Classes Conducted 166 Enrolled Revenue 1,900 $1 12,652 - Fields Maintained 14 Stav 'n' Play Weeks 30 Particioants 725 Revenue $1,000 RECREATION FEE SUPPORTED PAGE TWO GENERAL RECREATION ACCT NO. 0014515, 0014521-28 Estimate 2o01-02 167 1.900 11 7,766 14 800 32 $1,250 Projected 2o02-03 Soecial Events 167 Events 1,900 Participants 9 122,650 Revenue $61,940 22.030 14 Volunteers 1.170 8.200 Communi& Volunteers Hours 32 Kids Cam 850 Camps $1,500 Participants 1,045 11 Revenue $82,600 Estimate 2o01-02 10 24,050 82,000 10,100 1,190 13 $123,000 1,235 Projected 2o02-03 11 27,650 85,000 10,200 1,220 13 $162,000 1,625 KEY GOALS FOR 2002-03: TOD Qualitv Services Begin the initial phases to implement the Recreation Department's Strategic Plan; the Strategic Plan will enhance access to open space, provide safe places to gather, create Me-ling learning opportunities, and build a stronger community. 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 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 Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the Community and reduce program costs. and enhance transient occupancy taxes (TOT) and sales tax opportunities. and raise funds for scholarship programs. Learninq Collaborate with school districts to provide City and school facilities for youth programs including teen . Promote educational classes and programs for the community through the Community Services dances, Stay 'N' Play and Grad Nite. Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. brochure. SIGNIFICANT CHANGES: The increase in personnel costs is to fund the Recreation reorganization that was approved by Council in 5/2002. 125 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 1999-2000 ACTUAL ACTUAL BUDGET 290,215 BUDGET 280,515 277,994 PERSONNEL 2002-03 2001-02 2000-01 325.004 MAINTENANCE & OPERATIONS 113.41 1 148,222 124,953 132,450 CAPITAL OUTLAY 12,677 103,651 153,884 32,000 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, andlor visit in Carlsbad. PROGRAM ACTIVITIES: Lessonsfrraininq training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities: provide education and CertifiCatiOnItraining 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: Instructional Lessons Classes Conducted Lane/Hours Registered, Resident Registered, Non-Resident Revenue Carlsbad Hiah School P.E. LaneIHours Participation Recreation and Lar, Swim LandHours Daily Admissions Youth Season Pass Administration Adult Revenue 2000-01 Actual 2,268 233 1,422 94 $38.213 2,126 852 18,965 5.816 7,135 $56,861 16,149 Estimate 2o01-02 2,250 225 1,495 85 $38.290 2.030 664 16,425 5,400 6.000 $51,900 16;OOO Projected 2o02-03 2,300 1,535 233 90 $42.000 2.100 840 16,715 5,500 7,005 17,100 $55,500 126 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION PAGE TWO WORKLOAD STATISTICS (Continued): Carlsbad Swim Masters LaneIHours Participation Revenue Aouatic Exercise LaneIHours Participation Revenue Carlsbad Hiah School Teams LaneIHours Participation Revenue North Coast Aouatics LaneIHours Participation Revenue North Shore Aauatics iAoe Grow Water Polo) LaneIHours Participation Revenue Carlsbad Water Polo (Bovs Aoe GrouD Water LaneIHours Participation Revenue KEY GOALS FOR 2002-03: &.@.I Actual 2000-01 3,617 11.837 $37.178 1,336 230 $4,826 4,453 7,677 $17.464 2,735 $6,200 8,631 1,126 1,356 $4,506 1,560 2,055 $4,500 Estimate 2o01-02 3,228 10,652 $33,678 1,200 210 $3,800 3.841 6.677 $15,964 2,537 $5,610 7.976 1,000 1,200 $4,200 1,250 $2,900 900 ACCT NO. 0014520 Projected - 3,565 11,900 $35,000 1,200 230 $3.800 3,900 6.600 $15,500 2.500 7.900 $6,200 1,000 1.200 $4;500 2,055 1,560 $4,500 TOD Qualitv Services Be a city that provides exceptional aquatic services. programs. and facilities on a daily basis. LsgJlhg Promote and support continuous aquatic training opportunities within the community and the City organization. Continue and expand the "Aquatic Trainee" program to help insure continued qualified staffing of aquatic programs. SIGNIFICANT CHANGES: A full-time Mice Specialist 11 position will be added to the staff the front counter of the Swim Complex. 121 PROGRAM: RECREATION - AGUA HEDIONDA FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014530 LAGOON PERMITS 1999-2000 15,302 BUDGET 27,427 10,838 10,505 PERSONNEL BUDGET 2002-03 2001-02 ACTUAL ACTUAL 2000-01 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 3.576 3,373 3,139 1,655 GRAND TOTAL 0.50 ~ ~ 0.501 0:50 0.501 HOURLY/FTE POSITIONS FULL TIME POSITIONS: 18.878 30,800 13,977 12,160 , ~ ., . .. Ol0O .:: o.oo\ 0.00 .' 0;oo WORK PROGRAM: City use permit. The Permits Clerk supports this function. Provides for the Agua Hedionda Lagoon Permits Program. All vessels on the water are required to obtain a valid PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Estimated Projected Issue annual lagoon use permits, verify and monitor 2000-01 2001-02 2002-03 DMV registration, and coordinate with the Police Department to publish and distribute information Annual Permits regarding use, rules and regulations of the lagoon. . Daily Permits 350 289 365 350 Revenue 293 280 $22,375 $23,900 $22,500 Laaoon Clean-UD Proaram Coordinate and oversee bi-annual Lagoon Clean-up Days (June/October). SIGNIFICANT CHANGES: None. PROGRAM: RECREATION OPERATIONS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014540,0014541, 0014542,0014543 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001 -02 2002-03 BUDGET PERSONNEL 503,452 578,387 718,362 760,803 MAINTENANCE & OPERATIONS 26,392 130,861 5,736 38,076 CAPITAL OUTLAY 158,262 157.729 155,949 130,549 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 Carisbad 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. Staff coordinates public use of recreational facilities. Facilities ODeration . Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts. Crews maintain ballfields at school sites and Community centers and other park areas. Staff coordinates classes, meetings, dedications, and other functions at Community centers and additional City . Attendants attend to customer service issues and provide general clean-up and associated maintenance at facilities. facilities. SuDervision 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: 2000-01 Estimate 2o01-02 Projected 2o02-03 Reservations processed: 3,152 3,060 3,090 Number of Facility Users: 964.980 950,000 1,050,000 Revenue: $1 10,660 $123,000 $128.000 Number of Fields Maintained: 17 17 17 129 PROGRAM: RECREATION OPERATIONS PAGE TWO FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014540,0014541. KEY GOALS FOR 2002-03: 0014542,0014543 TOP Quaiitv Services Benin the initial ohases to imolement the Recreation Deoartment's Strateoic Pian: the Strateaic Plan will ~~ " ~ r- enhance access to open space,provide safe places to gather, create life-long Laming opportunities, and build a stronoer communitv - . 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 Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation Facilitate the equitable distribution of athletic Reids by partnering with Carisbad non-profit sports organizations to service delivery. facilities and conform to City budget standards. ensure customer satisfaction of Carlsbad fieid users. Balanced Communitv Development Prepare and distribute a marketing packet, which promotes Cadsbad hotels, restaurants, amenities, and City Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and facilities to all non-resident athletic groups that use Recreation Department facilities. competitive alternative to private sector facilities. SIGNIFICANT CHANGES: The addition of one (1) full-time Management Assistant position to enhance the administration of departmental oDerations. 130 PROGRAM: SENIOR PROGRAMS FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION ACCT NO. 0014570.1434567, 1444567,191XXX 1999-2000 2002-03 2001-02 2000-01 ACTUAL ACTUAL BUDGET BUDGET 273,468 286.360 307,161 332,222 MAINTENANCE & OPERATIONS 28,000 8,200 0 20,906 CAPITAL OUTLAY 376,203 506,210 378,759 374,639 PERSONNEL GENERAL FUND DONATIONS 339,061 GRANTS 736,425 487.446 366,497 136,200 210,762 87.860 209.887 120,065 197,925 0 0 TOTAL 669,013 665,119 821,571 736,425 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of the Education aging population and coordinate computer classes to teach the basics of computers (i.e., "Windows"). Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. Continue computer lab with open hours for seniors to drop in and receive training and technical advice. Provide ongoing information and referral to Community resources. Provide ongoing classes in computer usage (e-mail, Internet. etc.). Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. Recreation Continue the development of programslgroups that appeal to people with similar interests, i.e.. Walking Group, PC Provide day trips to local attractions, utilizing rented buses as well as public transportation (Le.. the Coaster, Trolley, Users Groups, Writers Groups, Discussion Groups, etc. etc.). Coordinate the provision of professional services necessary to maintaining an independent lifestyle. Personalized Assistance mer 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, Le., skin cancer, hearing, podiatry. cholesterol, etc. Continue offering body conditioning, exercise yoga, and dance for seniors. 131 PROGRAM: SENIOR PROGRAMS FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION 1444567,191XXX ACCT NO. 0014570,1434567, PROGRAM ACTIVITIES (Continued): Provide a minimum of $30,000 in nutritious lunches. Senior Grants Provide a minimum of $10,000 in delivered meals to the homes of Carlsbad's frail seniors, Provide over 8,500 rides to seniors who have no other means of getting to the Senior Center, shopping, medical visits, and other necessary appointments. Administration After-hours facility rentals. Coordinates all operations of the senior center: staffing, volunteer recruitment, facility rentals, and grants management. Staff scheduling. Volunteer recruitment and training. Budget management. Senior Commission. SIGNIFICANT CHANGES: budget. Effective 7/1/2002 the Senior Nutrition Grant revenues and expenditures have been incorporated into the General fund 132 133 Operating Budget & Capital Improvement Program FY 2002 - 2003 PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 BUDGET 13,486,327 12,555,292 11,033,212 10,797,482 BUDGET 2002-03 PERSONNEL MAINTENANCE &OPERATIONS 1,933,167 2,225,129 1,261,737 1,369,366 CAPITAL OUTLAY 35,016,486 36,942,006 27,872,957 26,208,276 134 PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 2002-03 BUDGET BUDGET 456,073 337,905 365,349 527,904 PERSONNEL MAINTENANCE & OPERATIONS 0 12,000 0 13,042 CAPITAL OUTLAY 279,171 260,566 150,506 143,583 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, Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled Street Lighting, and Solid Waste Management). PROGRAM ACTIVITIES: Coordinate department budget activities. Budqet Prevaration Prepare goal documentation for Public Works major service area. Performance Manaqement Strateaic Planninq Implement strategic plan and Public Works programs to meet current and long-range goals. Maintenance Manaqement and Qualitv Control Continue development of comprehensive systems inventory. maintenance standards and work reporting system. KEY GOALS FOR 2002-03: Tov Qualitv Services Reauest for Action (RFA) Svstem: Continue Citvwide rollout of the RFA Svstem that allows the Citv to orovide . ,, quick and effective response to citizen calls for service. services of Public Works assets and reduction of overall lifecycie costs for City infrastructure. Fully implement the CMMS into the Streets Division of Public Works. Standards of Care: Develop a Standards of Care program for public facilities that will define the elements and provide an evaluation program, which will monitor and ultimately measure the quality of the required care for facilities and to ensure the delivery of top quality service. Capital Project Tracking: Implement Microsofl Project 2002 to track the resource allocation and scheduled progress of all Capital Improvement Projects in the City. Performance Measurement: A Public Works performance measurement program that includes effective measures, solid benchmarks and stable benchmarking partners. Public Works Maintenance Classification Series: A maintenance classification structure that allows for flexibility of job assignments and provides opportunities for professional development. ~ ~, ~,~- ~~ Computerized Maintenance Management System (CMMS): Increased efficiency in the provision of maintenance 135 PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 KEY GOALS FOR 2002-03 (Continued): Communication Public Works Education & Outreach: Increase citizen awareness about Public Works, educate them on what Public Works Website: Enhancement of website for Public Works and Planning we do and how well we do it and improve our image. SIGNIFICANT CHANGES: Several positions were reallocated from other areas of public works to Public Works Administration to centralize the administrative function. 136 PROGRAM: ENGINEERING FUND: GENERAWATER AND SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5X15710 1999-2000 BUDGET 4,154,789 4,126,200 3,793,381 3.395.803 PERSONNEL BUDGET 2002-03 2001 -02 ACTUAL ACTUAL 2000-01 WNTENANCE &OPERATIONS 0 184,241 44.791 108,785 CAPITAL OUTLAY 1,924,890 2,367,150 1,456,847 1,735,632 WORK PROGRAM: The Engineering Department supports the City Council's goals by providing high-quality service in transportation engineering. project management. front counter operations, and construction inspection. The Engineering and construction documents and performing transportation studies, The department is also responsible for ensuring Department provides services to the public and other City departments through preparation and processing of design that development and public improvements are properly designed, constructed, and inspected while maintaining public safety and the well-being of the community. PROGRAM ACTIVITIES: CONSTRUCTION MGMT A$:N' L PLANNING ." DEVELOPMENT SERVICES 22?4 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 standardized and efficient manner. schedule, and provide accurate records filed in a Provide comprehensive engineering input for all Develoument Services 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. PROGRAM: ENGINEERING PAGE TWO FUND: GENERAWATER AND SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5X15710 PROGRAM ACTIVITIES (Continued): Planninq and Prosrams 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 growth management monitoring, special districts program, and facility mapping. public improvements. Administer and coordinate engineering activities for the beach erosion, lagoon dredging, Desian 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 storm drain systems. For each of these programs, Design mapping, and facility location. provides a variety of services including planning, water supply and quality monitoring, technical assistance, Transuortation Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and optimum traffic signal operations. Review trafiic control plans, signing and striping plans, traffic signal plans, inquiries. Maintain records of collision reports, speed surveys, trafiic counts, and assists in maintaining Commission. review project submittals, provide interdepartmental coordination of various issues, and staff the Trafiic Safety 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 2/02; Projected through 6/02 Plancheck -#of Sheets Projects in Review 12,000 10.000 8.000 6.000 4,000 2,000 2,000 1,800 1.600 1,400 1,200 1.000 BOO 600 400 200 W98-99 FY 9341 FYOOdi FYOI-02 FY 98.99 W 9940 WOO-01 FY 01.02 138 PROGRAM: ENGINEERING FUND: GENERALWATER AND SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES WORKLOAD STATISTICS (Continued): Total Capital Improvement Program Appropriations PAGE THREE ACCT NO. 0015710/5x15710 FY 99-00 FY 00-01 FY 01-02 FY 02-03 W.) KEY GOALS FOR 2002-03: TransDortation . Continue work toward the construction of major road projects including: CannonlCollege, FaradaylMeirose. Rancho Santa Fe Road, and Poinsettia Lane. Parks/ODen SDacemrails Complete permitting and design of Coastal Rail Trail in preparation for construction in FY04 Water Construct recycled water transmission pipelines and pump stations to distribute water from the new Carlsbad . Update Water Master Plans per growth management data to ensure that the current planned facilities are Water Recycling Facility. adequate for the existing rate of growth and future build-out. Environmental Management . Update Storm Master Plans per the growth management data and National Pollution Discharge Elimination System (NPDES) requirements and determine if the current planned facilities and Planned Local Drainage Area fees are adequate for the existing rate of growth and future build-out in FY2002-2003. Update Sewer Master Plans per the growth management data to ensure that the current planned facilities are adequate for the existing rate of growth and future build-out. SIGNIFICANT CHANGES: Two (2) positions were moved from Engineering to Public Works Administration and portions of Development Services staff were allocated to Storm Water Protection to reflect the work they support for that program. 139 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710 1999-2000 ACTUAL 2001-02 2000-01 0 ACTUAL 2002-03 544,997 BUDGET 248.3971 0 BUDGET - PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 0 0 42,282 0 0 531,422 1,582,510 0 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; ensure compliance with the National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001-01 (the "Permit") issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: The components of these programs include inspection of the facilities at least yeady, sampling and testing of storm water, Industrial. Commercial. Residential and MuniciDal: Data ManaqemenffGIS Proqrams education using outreach materials, and enforcement of non-compliance sites. The number d 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, activities to determine if the city is in compliance with the NPDES Permit, should the city be audited. reporting, and application to a GIS System. The Environmental Protection Agency will look most closely at these EducationIOutreach and Public Particioation The Permit also requires the City conduct educational efforts and outreach to the public and focus groups regarding the new focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city requirements to all the different sectors. The Permit specifies in Sections F.1.d and F.2.j. that educational efforts should be 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 Copenittees must include the Public by allowing participation and input in local and regional programs. The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce MuniciDal Facilities the pollutants in runoff. This 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. The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This Plannino & Construction requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the the Permit. This includes any necessary revisions to the City's Grading Ordinance as described in Section F.2 of the General Plan. Construction activities in the City are also subject to new standards and requirements as directed in Permit. 140 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION PROGRAM ACTIVITIES (Continued) PAGE TWO ACCT NO. 1545710 The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs Fiscal Analysis being implemented. This will be an on-going effort to identify funding options and maintain those funding options in future years in a manner that will consistently support these programs. The requirement is described in Section F.8 of the Permit. KEY GOALS FOR 200243: Environmental Manaoement . Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy. Implement the Storm Water Protection Program for Industrial. Commercial. Residential and Municipal sectors in ComDliance Proaram ImDlementation and Data Management for Reoortinq order to bring them into compliance with the NPDES Urban Storm Water Permit and local ordinances. Modify and implement tools to record, track, monitor and report "Requests for Action" effectiveness. Report Carlsbad Storm Water Protection Program Outcome and Performance Measurement System in Performance Measurement and Water Qualitv Strateaic Plan accordance with requirements of the NPDES Order 2001-01 to assess the effectiveness of the Jurisdictional Urban Runoff Management Plan (J-URMP) prepared by the City. Implement an Impaired Water Body 303 (d) List Water Quality Strategy and Monitoring Plan to support the de-listing of coastal lagoons by regional and state agencies. Watershed Urban Runoff Manaoement Plan NVURMP) Develop the (WURMP) as required in NPDES Order No. 2001-01 by coordinating with Watershed Copermittees. City Departments and stakeholders. Initiate a Strategic Plan for 303(d) De-listing for the Carlsbad Watershed Impaired bodies. Outreach, Education, and Public Particioation Implement multi-year Public Education, Outreach and Training activities in order to meet the requirements of Carlsbad Jurisdictional Urban Runoff Management Plan (JURMP). The activities are to include all components of public outreach: Best Management Practices, external and internal training, and opportunities for public participation in NPDES Permit and JURMP implementation. Implement NPDES and J-URMP requirements into the checklist, standards and procedures for planning, Plannina. DeveloDment and Construction of receiving waters and other environmentally sensitive areas. development and construction for storm water pollution controls to encourage the protection and enhancement SIGNIFICANT CHANGES: This is the second year of the Storm Water Protection Program budget. One FTE mice Specialist iI was added for clerical support and multiple positions were reallocated from other Public Works Departments to Storm Water Protection to reflect their support for these program activities. 141 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL BUDGET 3,610,297 BUDGET 3,379,058 2,815,191 2,720,590 PERSONNEL 2002-03 2001 -02 MAINTENANCE & OPERATIONS 1,671,500 1,714,084 1,151,461 1,058,609 CAPITAL OUTLAY 5,711.006 5.784.314 4,531,844 4,060,942 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: Trees 8% Median 5% Parks 28% Maintenance 17% Vehicl Facilities 26% KEY GOALS FOR 2002-03: TOD Ctualitv Services Develop a Standards of Care program for the filed operations of General Services and an evaluation program to monitor and ultimately measure the department's performance. improve operational efficiencies by developing programslpians to improve proficiencies identified by the department's Maintenance Management Program. Achieve Fleet's performance measurement benchmark for completed scheduied preventive maintenance work orders and availability of units by implementing the Action Plan identified in the 2002 State of Effectiveness Report. in addition, determine the overall effectiveness of Fleet's Preventive Maintenance Program and identify improvements, if warranted. 142 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY KEY GOALS FOR 2002-03 (Continued): Environmental Manaaement Implement a program that maximizes the use of available natural resources, introduces species and age diversity, reduces tree stress factors, and provides an increase level of care that will reinvigorate trees in Carlsbad. 143 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL1 BUDGET! PERSONNEL BUDGET 1,011,992 1.310.584 1,158,882 1,051,111 MAINTENANCE & OPERATIONS 3.205.497 3,410,009 2,562,460 2,357,397 GRAND TOTAL 0 154,351 35,586 26,062 CAPITAL OUTLAY 1,894,913 2,096,776 1,475,763 1,319,343 FULL TIME POSITIONS 19.75 20.15 20.15 HOURLYIFTE POSITIONS . . 7.50 7.15 7.35 7.75 21.35 WORK PROGRAM: 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 spacelundeveloped areas and provide services to other departments as well as Community groups. Also included is the maintenance of an additional 13 acres of landscapeihardscape at the recently acquired Farmers Insurance Building and an additional 20 acres at Carrillo Ranch. PERFORMANCE MEASUREMENTS: Benchmark One hundred percent (100%) of safety work orders are addressed within 24-hours of being identifiedlreported. "Addressed means a safety work order will be inspected and assigned a course of action and any immediate safety hazard resolved. Result One hundred percent (100%) of safety work orders were addressed within 24-hours of being identifiedlreported. Benchmark in all customer service survey categories Ninety percent (90%) of customers rate Park Maintenance services as 'Good" or '"Excellent" (4 on a 1-5 scale) &&t (Condition of Facilities) Parks Division Average Rating "Good" or 'Excellent" (Percent of ResDonses) Tot LotslPlaygrounds Sports FieldsICourts 4.4 4.3 91% 89% Picnic Areas 4.3 86% LandscapingIFields Restrooms 4.2 82% 4.1 77% PROGRAM ACTIVITIES: Turf and LandSCaDe Maintenance Direct management of 112 acres of turf and 162 acres of landscaping. Duties include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leavesldebris, turf sweeping, weeding cultivation, edging, aerating, re-seeding, irrigation programming maintenance, and equipment maintenance. 144 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015020 PROGRAM ACTIVITIES (Continued) Restroom MaintenancelLitter ContmllPicnic Area Services . Inspect, maintain, clean, paint. and repair 16 separate restmom 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. CourVFieldKot Lot Maintenance . Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 soccer fields, and 26 softballlbaseballfieids. All athletic courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspectionslrepairs. and paving 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 100 different controllers, with over 1,396 valves. Duties include replacement, repair. trouble shooting, and data entry/ programming using the centralized irrigation system. Ooen SDace Maintenance Provide maintenance activities to City-owned open space, and areas of additional maintenance responsibilities. Duties include trash removal, clean-up and weed abatement. Miscellaneous MaintenanceIReDair and SDecial Reauests 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: COURTSlFlELDSiTOT LOTS NUMBER OF MAINTAINED 28 26 TURF B LANDSCAPE MAINTENANCE Picnic Area Landscape 55% SIGNIFICANT CHANGES: Addition of a Park Maintenance Worker I to continue maintenance at Poinsettia Park, previously performed by temporary employees. 145 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060 1999-2000 ACTUAL 2000-01 2001 -02 2002-03 PERSONNEL 773,726 ACTUAL 843,069 BUDGET BUDGET 1,168,571 1,191,669 MAINTENANCE & OPERATIONS 1,059,860 1,194,399 1,319,441 1,435,907 CAPITAL OUTLAY 22,743 30,919 91,515 64,500 WORK PROGRAM: the Community. Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to PERFORMANCE MEASURES: Benchmark at Very Good" to "Excellent" in all survey categories. Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Facilities Maintenance &a!& Eighty-five percent (85%) of internal surveys returned indicated the overall quality of service by Facilities Maintenance are '"Very Good" to '"Excellent" in all survey categories. Benchmark work orders completed within 72-hours. Ninety percent (90%) of priority one work orders completed within 24-hours: ninety percent (90%) of priority two One hundred percent (100%) of priority one work orders completed within 24-hours; ninety-seven percent (97%) of priority two work orders completed within 72-hours. Result PROGRAM ACTIVITIES: Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Buildino Maintenance renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance Prepare and administer contracts for all building maintenance services. i.e.. HVAC. oiumbino. electrical. - I .. construction projects, and custodial services. 146 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES WORKLOAD STATISTICS: Total Building Space Maintenance Custodial Services 23% " NO2 NO3 PAGE TWO ACCT NO. 0015060 SIGNIFICANT CHANGES: Addition of 1,100 part time hours to assist with the increase in work orders. In-House 77% 147 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023 1999-2000 384,242 354,620 285.276 280,604 BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 BUDGET PERSONNEL MAINTENANCE & OPERATIONS 0 149 5,625 2,218 CAPITAL OUTLAY 342,917 321,491 256,752 236,834 WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way. and provides maintenance services in Carlsbads downtown Village, beach accesses, 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, watering, removing, replacing, and root pruning. The division annually responds to over 900 street tree work orderslrequests, removes approximately 25 trees and plants over 400 trees annually 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: 1400 1200 1000 800 600 400 200 0 '1.285 I Work Orders SIGNIFICANT CHANGES: 1,148 c 0 FYOO OFYOl FY02 Trimmed Removed Planted Implementation of the Community Forest Management Plan. 148 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024 1999-2000 2002-03 2001-02 2000-01 ACTUAL ACTUAL 0 149 0 2,218 CAPITAL OUTLAY 370,966 333,360 321,343 263,828 MAINTENANCE & OPERATIONS BUDGET 206,814 202,125 208,189 177,009 PERSONNEL BUDGET WORK PROGRAM: improvement areas. Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape PROGRAM ACTIVITIES: Maintain on a weekly basis, over 56 acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning, planting, pesticide application, removals, replanting, and irrigation repairladjustment. Provide on-going program for contracting, administering and overseeing median maintenance for Over 43 acres of City medians. StreetscaDe Maintenance Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain, pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticide/fertilizer application, irrigation repairladjustment, parking lot sweeping, fountain maintenance, and related duties with streetscape improvements. WORKLOAD STATISTICS: Acres Maintained SIGNIFICANT CHANGES: None. 149 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 BUDGET 494,860 427,546 477,259 PERSONNEL 2002-03 516,988 MAINTENANCE & OPERATIONS 0 36,000 0 0 CAPITAL OUTLAY 1,306,303 1,255,245 1,139,257 985,018 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 milelhour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance and parts, ensures 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 equipment. accordance with County and State regulations. The fleet is comprised of 280 vehicles and 127 other pieces of PERFORMANCE MEASURES: Benchmark time the vehicle is delivered to the shop. Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 48 hours from the Seventy-five point six percent (75.6%) of scheduled preventive maintenance work orders were completed within 48 hours from the time the vehicle was delivered to the shop. &&t Benchmark 90% of internal surveys returned indicate the quality of service by fleet servicesloperations at "Good to 'Excellent" in all service categories. Result One hundred percent (100%) of internal surveys returned indicate the quality of service by fleet servicesloperations are "Good" to "Excellenr in all service categories. PROGRAM ACTIVITIES: Reoair and Maintenance Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual units disabled in the field. Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for 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. 150 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 6205060 PROGRAM ACTIVIES (Continued) - Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; Fuel and Oil maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina WORKLOAD STATISTICS: NUMBER OF REPAIRS 1000 800 600 400 200 n Preventative Shop Repairs Vendor Ernerg. Road Maintenance Repairs Repairs GALLONS OF FUEL USED 300 - 250 - - 200 - 150- - 100 - e 50 - 0 - -". 0. - FYOO FYOI FY02 FY03 est. SIGNIFICANT CHANGES: None 151 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 MAINTENANCE & OPERATIONS WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the City's motofkzed rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units before being placed into service and preparing replaced units for sale at auction or to interested public agencies or ensures a more cost effective fleet. special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and PROGRAM ACTIVITIES: Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average Fund Maintenance 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 DisDosal 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: 5001 402 407 410 400 300 200 100 0 VehiclelEquipment VehiclelEquipment Total Units Acquired Disposed SIGNIFICANT CHANGES: None. 152 PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET PERSONNEL 0 0 0 0 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 300,000 349.750 144,330 196,059 WORK PROGRAM: golf course. Community Services and Park Development will assist the Project Oversight Committee in developing a municipal PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES: Continued Land Management Plan . Land Management Program: Maintain the proposed golf course property to Prevent further encroachment of existing . Remove unprotected and insignificant native retain the viability of the project development. habitat. vegetation from project footprint. - Continue environmental processing through Proiect Processinq Preparation, review and analysis of proposed USF&W, CDFBG and the Coastal Commission. - Retain environmental consultant and process golf course plan. EIR. . Process approvals for the golf course. Meet with Golf Course Steering Committee on an as needed basis. SIGNIFICANT CHANGES: None. 153 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY 1999-2000 BUDGET ACTUAL ACTUAL 2000-01 BUDGET 2001 -02 2002-03 PERSONNEL 4,225,016 4,086,735 4,436,288 4,648,340 MAINTENANCE 8. OPERATIONS 261,667 272,522 65,485 188,930 CAPITAL OUTLAY 26.569.997 26,947,466 21,733,760 20,268.1 19 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 Operations Recycled OPERATIONS WATER 154 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 4,310 6,232 7,513 39.844 CAPITAL OUTLAY 1,328,145 1,517,942 1,007,042 971,454 MAINTENANCE & OPERATIONS BUDGET 1,171,632 1,186,803 1,026,962 1,000,374 PERSONNEL 2002-03 2001-02 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 Safety: Benchmark One hundred percent (100%) of roadway segments meet CalTrans collision rates Results Ninety-five percent (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 Average Pavement Condition Index (PCI) in the 70-85 range. Measurement: Average PC1 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. The cleaning of brow ditches, catch basins, drainageways. and gutters Drainaae Svstem Maintenance Citv Sian Maintenance Fabricate, install and maintain all traffic, street name and special signs throughout the City. 155 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE 8, OPERATIONS PAGE TWO ACCT NO. 0016355 PROGRAM ACTIVITIES (Continued) &&&t Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching. Paintincl Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. WORKLOAD STATISTICS PW STREET MAINTENANCE 2001 STAFF HOUR TOTALS 2.57% 21.26% Drainage SIGNIFICANT CHANGES: None. 156 PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCT NO. 0016370 1999-2000 2002-03 ACTUAL 2001-02 2000-01 28.751 ACTUAL 61,385 BUDGET 57,420 55,006 BUDGET PERSONNEL MAINTENANCE & OPERATIONS 45,256 109,853 0 14,975 CAPITAL OUTLAY 578,714 531,359 688.558 381,767 WORK PROGRAM: Maintain the City's traffic signal system. PROGRAM ACTIVITIES: Customer Reauests Respond to traffic signal repair requests. Administer traffic signal maintenance agreement. Contract Administration USA Markouts Mark underground utilities in coordination of the Dig Alert system. lnsDectionlConstruction Coordination Coordinate and inspect the installation and modification of traffic signals. WORKLOAD STATISTICS: PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS ~llnspedian I Cwrdinalion 3.02% Coneact Admin 5.02% \ [ 13.13% SIGNIFICANT CHANGES: None. 157 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357 1999-2000 ACTUAL ACTUAL BUDGET BUDGET 231,484 PERSONNEL 2002-03 2001-02 2000-01 202,609 178,290 186,630 MAINTENANCE & OPERATIONS 528.823 641,128 889.816 0 56,000 0 58 1 CAPITAL OUTLAY 95231 1 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 Mark underground utilities in coordination with the dig alert system. USA Markouts Surveillance and Reoair Perform night surveillance to identify and schedule needed repairs. Svstem UDarades Installation of technological advances. WORKLOAD STATISTICS: .Special Projects Inspection\ Coordination 4% 4% I I /- 4% BMiscellaneous 23.21% Repair 19% Requests 38.07% SIGNIFICANT CHANGES: None. PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 BUDGET 0 0 0 BUDGET 2002-03 1,590 751,500 7,176 8,924 MAINTENANCE &OPERATIONS 0 PERSONNEL ICAPiTAL OUTLAY I WORK PROGRAM: The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Properly owners are assessed annually 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: 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 2002-03: TOD Qualitv Services Evaluate alternative strateaies followina drainaae studies in liaht of uo-scaled environmental clearanceshitigation measures to ensure desired drainage pkterns,' SIGNIFICANT CHANGES: No dredging of the channel planned for budget year 159 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE 13 OPERATIONS ACCT NO. 5016310/5026310 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 2,238,360 BUDGET 2002-03 2,390,299 2,249,715 2,160,295 BUDGET PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 18,823,128 18,266,778 15,300,675 14,727,211 205,801 46,937 53,676 78,326 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. PERFORMANCENVORKLOAD MEASURES: Water Quality Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance month are total coliform-positive. Measurement Team. The State requirement is that less than 5 percent of all samples collected during any Fiscal Year Number Total Collected Total Positive Bacteria-Free Bacteria-Free Percent 1995-96 1,316 4 1.312 98.0% 1996-97 1,349 6 1,343 1997-98 1,354 1 1,353 98.1% 1998-99 1,428 3 99.2% 1,425 1999-00 99.0% 1,615 2000-01 1,725 1 1,614 3 1,722 99.8% 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 necessary, annually. .05 hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if Fiscal Year Hours Total Distribution Lines Distribution Line Miles Hours/Mile 1998-99 18 350 .05 1999-00 17 400 .04 ~. ~ 2000-01 0 410 0.00 Water Deliverv Efficiency Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4. Urban Water Use recommends that the loss after treatment be maintained at 10% or less. in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA Fiscal Water 1996-97 Year 2.08% Loss 1998-99 1997-98 2.66% 4.87% 1999-00 5.36% 2000-01 4.29% 160 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE 81 OPERATIONS ACCT NO. 5016310/50~6310 PERFORMANCEMlORKLOAD MEASURES (Continued) Cost of Service Fiscal Delivered Cost of Year (AC.-FT.) Service Cost for AC.-FT. Delivered 1999-00 20,069 $18,393,999 $916.54 2000-01 21,135 $19,375,900 $916.77 PROGRAM ACTIVITIES: Administration Provide support for Maintenance and Ooerations oroarams: coordinate budget development and fiscal activities: maintain payroll records and time 'card admin'ktration: coordinate kterdeparimental 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 controb 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- Opemtions/System Daily Off/On Maintenance Flow Control Station 9% 15% Maintenance Water Use Data Fire Hydrant \ Fire Hydrant Maintenance 18% ReplacemenWRepair 5% SIGNIFICANT CHANGES: Several positions were allocated to water from sewer to accurately reflect the work performed for each program 161 PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 BUDGET BUDGET 664,730 PERSONNEL 2002-03 588,775 694,540 764,731 MAINTENANCE & OPERATIONS 3,562,581 3,881,613 4,765,143 4,735,862 CAPITAL OUTLAY 55,204 6,300 53,500 4,296 PROGRAM GROUP DESCRIPTION: The City of Carlsbad. operates and maintains a 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 MEASURES: Sewer Svstem Reliability Total Gallons Spilled Benchmark m!&@ 895,651 895,651 Total Feet of Mains 2,116,992 Total Gallons per Foot 765,600 765,600 1.17 1.17 765,600 2.77 2000-01 1997-98 1998-99 1999-00 2Q@&&l Fiscal Year Expenses $2.364.962.00 $2,244,652.00 $2,233.201.00 $2,308.593.00 Annual Flow Flow - mgd 5.10 5.98 6.34 1.861.50 2.18270 6.50 2,314.10 $lmg $1 270.00 $1,028.00 $965.00 $973.06 2,372.50 162 PROGRAM: WASTEWATER OPERATIONS PAGE TWO FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310 WORKLOAD STATISTICS: Sewer Lateral Main Stoppage 7.7% Sewer Lateral Main Research 5.2% SIGNIFICANT CHANGES: None. . 163 PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375 1999-2000 2002-03 ACTUAL 2001-02 2000-01 BUDGET 69,520 53,088 BUDGET 61,317 ACTUAL 73,663 PERSONNEL MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 149,747 224,928 207,568 87,359 WORK PROGRAM: The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs. PERFORMANCE MEASURES: Eighty-one point five percent (81.5%) rate solid waste services as "Good or "Excellent". Gustomer Satisfaction . Residential rates (adjusted for City fees) are third lowest in the County Cost Efficiency Diversion 9 Year 2000 Diversion rate as reported to the California Integrated Waste Management Board: fiftyeight percent (58%). PROGRAM ACTIVITIES: Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste and submit reports and documents. Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare . Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups; Solid Waste collector. administer and monitor the solid waste sewices contract; and review reports and rate requests from authorized Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional RecvclinalDiversion recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs. SIGNIFICANT CHANGES: Additional funds have been budgeted to perform a rate study in fiscal year 2002-2003. 164 165 Operating Budget & Capital Improvement Program FY 2002 - 2003 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM OVERVIEW The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document, which outlines the expenditure plan for future capital projects and the corresponding revenues to pay for those expenditures. The CIP is a financial planning document, not a commitment for spending. Spending authorization is given only at the time the City Council formally adopts the proposed budget, and, at that time, funds are only appropriated for the following fiscal year. The information shown in subsequent years is being provided to provide the most comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct. What is the definition of a CIP project? Projects that are shown in the CIP are generally defined as any construction (or reconstruction) of major infrastructure or buildings that are located on or in the ground. In most cases, the total construction cost of each CIP project is added to the City's inventory of major infrastructure and buildings. The 2002-2003 Preliminary Capital Improvement Program outlines $36.1 million in new appropriations and projected revenues during the fiscal year are estimated at $33.1 million. As the City continues to grow and develop, there is a corresponding increase in the demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the City's growth, development cannot proceed. This Plan is the foundation for making decisions about the timing and prioritization of the capital projects under consideration. A discussion of the City's Growth Management Plan is located at the end of this report. This year's CIP reflects the Council's continued commitment to constructing the necessary facilities, in response to the currentand anticipated development activity occurring throughout the City. In addition to prioritizing projects based on growth management, projects are continuously evaluated and prioritized to ensure the City's resources for facilities are allocated based on a well thought-out plan. Projects in this CIP document were prioritized based on the following criteria: compliance, legal mandates, or the health and safety of the 1 citizens? 2. Is the project needed soon for growth management 3. Is the project needed now for other City standards compliance? (examDle: ball field standards)? 4. Is the project needed soon for other City standards? 5. Does the proiect complete or provide part of the basic infrastructure iexamplej a linking'road segment)? timing or funding opportunity)? 6. Are there other reasons to construct the project (example: 166 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM FUTURE GROWTH AND DEVELOPMENT type of growth need to be made. These assumptions can change from year to year and In order to estimate future revenues from development, several assumptions about the rate and correlate with the economic climate. projects to the buildout capacity of the City using adopted general plans. Information about Every year, City staff evaluates all existing and future development projects and compares these existing building activity combined with estimates of how remaining net developable land might develop are then summarized to prepare future proiections about when and where growth will .. occur. Finance Department staff then prepares estimates of future development fee revenues paid by those developments, and compares these revenue estimates io the expenditure plan to ensure that funding will be sufficient and available for construction of the planned capital projects as shown in the CIP. In addition to evaluating whether or not capital funds are sufficient, several projects have significant operating cost impacts that are also analyzed at that time. Where funding discrepancies occur, project timing is again evaluated and recommendations are made to resolve the discrepancies. Residential development is expected to slow down in the coming years, as compared to the previous 5-year period. This slow down is not necessarily based on economic conditions, but rather on the development schedules of the remaining vacant parcels. Residential development for 2001-2002 was projected at 587 building permits; however, recent estimates anticipate about 733 units will be permitted by the end of the current fiscal year. Construction is expected to decrease to about 930 units per year for the next five years, as compared to an average of over 1600 units per year for the previous 5-year period. Residential Units Trend 1986 to 2007 Non-residential development is also showing signs of slowing down. The average annual building permits for the past 5 years was about 1,500,000 square feet of non-residential development. This year, the estimate is for just over 800,000 square feet, andestimates for the next 5 years are approximately 900,000 square feet per year. Projects include several commercialhetail developments located in or near the areas where most of the residential development has occurred or is planned over the next several years. A variety of projects are 167 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM planned in the next 5 years, including restaurants, hotels, shopping centers, golf company expansions, and various other industrial and commercial development projects. The following table shows the number of residential units and non-residential square feet of development used in calculating estimated revenues for 2002-2003 and subsequent years to buildout. Projected Development Residential and Non-Residential Construction REVENUES Revenues for Capital Projects from now until buildout total $393.4 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 2002-2003 to Buildout Total Revenue = $393.4 million Development Special WaterISewer Infrastructure Other Fees Districts Replacement Maintenance Agencies Approximately 41% of all capital revenue is received as a result of development, and is dependent upon assumptions made about the City's annual growth in dwelling units and commerciallindustrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water 168 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 13% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 7% of total revenues, and are used to pay for replacement of existing water and sewer facilities. Infrastructure Maintenance revenues are transfers from the Cities General Fund which are being set aside to pay for replacement and major maintenance of capital facilities other than sewer and water facilities. The remaining 24% consist of revenues from otheragencies including Federal & State grants, the County sales tax program (TransNet), contributions from other Cities and Counties, and pending financing districts. 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 Traf'fic ImpactFees (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 $94. 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 comrnerciahdustrial building can vary widely depending on the ultimate land use. The value assigned to each commercial/industriaI trip is $38. The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF revenues, since some projects previously funded from these sources are now funded through this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place to enable development to proceed within this proposed district. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the City. The fees are based on the acquisition cost of parkland, and were increased in June 2001 to reflect the escalating cost of land throughout the City. Projects in the CIP funded with Park-in-Lieu Fees include Pine School Park site development in the NW Quadrant, Larwin Community Park and future park development in the NE Quadrant, parkland restoration and acquisition in the SW Quadrant, and Alga Norte parkland acquisition in the SE Quadrant. There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by property owners to finance specific road construction projects located within each of the district boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) 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. 169 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Two additional financing districts may be formed in the upcoming years to fund College Boulevard and Cannon Road extensions east of El Camino Real, and Melrose Drive and developments in those areas to assist in the formation of those financing districts. Faraday Avenue extensions. City staff is currently working with property owners with pending 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 2002-2003 TO BUILDOUT The CIP for 2002-2003 to buildout outlines approximately 177 future projects at $359.6 million. CIP Project Statistics Parks Sewer Water FacilitieslCivic Drainaae Expenditures by Category 2002/2003 to buildout Total = $359.6 million 120 100 80 60 40 20 0 Civic Drainage Parks Sewcr Water Svccts Loans 170 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM The largest expenditure category is for street and traffic signal construction projects, which total $1 15.3 million or 32.1% 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 2002-2003 to Buildout CIP: Faraday Avenue and Melrose Drive Extensions east of El Camino Real Poinsettia Lane to El Camino Real Poinsettia Lane east of El Camino Real Cannon Road to El Camino Real Cannon Road and College Boulevard East of El Camino Real Rancho Santa Fe Road to San Marcos and Encinitas 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM Sewer projects are the second largest expenditure category and total almost $74.2 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 currently under construction. There are several phases to this project which will span over several years. 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. The third 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: 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 Poinsettia Park Phase II Aviara Community Park Southeast Quadrant Alga Norte Park Swimming Pool at Alga Norte Park Leo Carrillo Park Phase Ill In addition, Veteran's Memorial Park, a 100-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. Water projects total about $26 million (7.2%). The primary projects included in this category are reservoir construction and improvements, and construction of recycled and potable pipelines. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane, El Fuerte, and along El Camino Real. Construction of City facilities such as libraries, administrative facilities, and police and fire facilities total $43.9 million, or 12.2% of the total planned capital expenditures to buildout. The Capital Improvement Program includes funds to reconstruct and expand this facility in future years. 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 (2002-2003 to Buildout) following this narrative. 172 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECTS -THE NEXT FIVE YEARS Some of the major projects planned forthe next five years are discussed below; their locations can be seen on the map in the previous section. 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 Rancho Santa Fe will improve regional and local traffic flow generated in the southern part of the City. Aviara Community Park - Construction is scheduled to begin next fiscal year on this 24-acre site located in the southwest quadrant north of Poinsettia Lane and west of El Carnino Real. The park is planned to include ball fields, soccer fields, basketball courts, tot lots, and open play and picnic areas. A community center will also be constructed at this location. 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. 0 Alaa 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. Design of the park will begin next fiscal year, with construction in the years to follow. Poinsettia Park Phase I1 - Within the next five years, development of the final phase of Poinsettia Park is scheduled. Plans include a community centerlgymnasium, an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking. Pine School Park - Prior to development of this 7-acre site, an extensive community outreach program with local residents and various organizations will be implemented to gather public input for the ultimate design. Design and construction are planned in the next two years. 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 Rancho 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. Drainaqe Facilities - Funding for the construction of drainage facilities along College Blvd. and Cannon Road are scheduled next fiscal year. 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 alongoak Avenue from Jefferson Street to the west 173 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM 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. Construction is currently underway and will continue for several more years. Waterlines - Several major water lines are scheduled for construction within the next five years: - Aviara Parkway from Poinsettia Lane to Palomar Airport Road - College Boulevard from Cannon Road to Carlsbad Village Drive - El Camino Real from Cassia to Poinsettia Lane - El Fuerte from Poinsettia Lane to Palomar Airport Road - College Boulevard from Maerkle Reservoir to Agua Hedionda Creek Recycled Water Program - The city plans to construct a recycled water facility to increase the supply of water and reduce dependence on external suppliers. Funding has already been authorized for this project, which will span over several years. SUMMARY The proposed 2002-2003 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 2002-2003 to Buildout Capital Improvement residents with a better quality of life. Program reflects the commitment of Carlsbad's Council and staff to continue providing its 74 2002-2003 PRELIMINARY 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 -Water Distribution - Schools - Library - Parks - Drainage - Open Space - Sewer Collection The Plan requires that appropriate public facilities be available, in conformance with the adopted performance standards, as development occurs. Unless each of the eleven public facility standards have been met, no new development can occur. The Growth Management Plan impacts both the Operating Budget and the Capital Improvement Program. The detailed level of planning required by Growth Management has allowed Carlsbad's Capital Improvement Program to anticipate the funding needed for capital improvements through buildout of the City. The timing of construction of facilities is governed by the rate of development and the 11 performance standards. New public facilities often require additional staffing and other resources, which affects the Operating Budget. Facilities such as community centers, parks, and fire stations have been constructed and opened to the public under this program. The Capital Improvement Program has been designed to specifically address areas where new or expanded facilities will be needed to maintain compliance with the adopted performance standards. With the adoption of the 2002-2003 CIP, compliance with the Growth Management Plan is assured. 175 2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM 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 This budget, which is adopted by the City Council, sets forth the City's Capital expenditure commits the revenues from these fees through its Capital Improvement Program budget. 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. 176 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT PROJECT TOTAL JOB KEY PROJECTTITLE FUND BUDGET PRIOR EXPIENC BALANCE FORWARD - 38311 ADA - CANNON PARK GCC 70.500 25.699 22.301 NEW HOLIDAY PARK - RESTROOM IMPROVEMENTS IMBR 34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 741,000 543.615 56.385 162,200 P CITY HALL 35721 PUBLIC WORKS CENTER 35722 PUBLIC WORKS CENTER 36551 PUBLIC WORKS CENTER CFWI 26,612,000 CFDIl 10,493,000 1.477.597 9.015.403 WATER REPL SEWER REPL 4,600,000 4,600,000 2.200.000 2.200.000 - COLE LIBRARY EXPANSION (35%) CFWl COLE LIBRARY UPANSION (65%) 4,808,000 PFF 8,320,000 P 34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT 34554 COASTAL RAIL TRAIL FED GRNT TRANSNETIBIKE 1,568,000 1,441,851 126,149 200.000 172,550 27,450 GCC CFWl 110.000 1 430 nno NEW COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT CFMl ADMINISTRATION ~~ ~ ~ ~~ 34691 OPPORTUNISTIC SAND PROGRAM 34692.93 OPPORTUNISTIC SAND PROGRAM .. . GCC ST GRANT ., ~ 65,542 19,367 138.898 36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM GCC 390.000 113.175 25,723 38611 SENIOR CENTER COURTYARD LANDSCAPING 275.763 GCC 30,000 114,237 30,000 46,175 35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 65.000 10.000 55,000 36511 VILLAGE AREA STREET FURNITURE AND PLANTERS 36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 95,000 59,978 15.022 REDVL BONDS 36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 50.000 14.902 0 495.215 15.098 SUBTOTAL CIVIC PROJECTS 68,060,955 5,183,052 19,248.193 759,215 35101 ASBESTOS SURVEY 38321 CALAVERA HILLS CENTER- OFFICE EXPANSION 38331 HARDING CENTER - FANS 38341 HARDING CENTER -KITCHEN REMODEL GCC 40,000 12,916 GCC 27.084 25,000 1.227 GCC 23,773 10.000 0 10,000 GCC 20,000 GCC 7,650 12,350 36381 SAFETY CENTER - BUILDING IMPROVEMENTS 506,561 471.267 35.294 GCC 35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT 50.000 GCC 200,000 18.382 31.618 36422 SENIOR CENTER - RECOAT ROOF 54.458 lM&R 110,542 35151 SENIOR CENTER FLOOR REPLACEMENT GCC 24.893 40,107 240,000 36651 WATER DISTRICT - REPAIWREPLACE CONCRETE ENTRANCE 65.000 WATER REPL 20,000 3,034 1,176,561 593.827 16.966 307.734 3516i77 MISCELLANEOUS FACILITIES MAINTENANCE SUBTOTAL FACILITIES MAINTENANCE - - BUSINESS PARK RECREATIONAL FACILITY ZONE 5 2,626,000 177 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200Z2003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 20062007 2007-2012 2012 + 162.200 22.500 141,000 26,612,000 895.000 I 25,000 1,000,000 I 4,608.000 8,320,000 11 0.000 ~~ ~~ 110.000 110.000 11 0.000 110.000 11 0.000 550,000 330,000 I 20.000 264.000 20.000 ~~ ~~~ 874.700 110.000 1.110.000 1.005.000 110.000 40.090.000 330,000 240,000 35,000 I 275.000 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2WU2003 TO BUILD OUT TOTAL PRIOR BALANCE JOB KEY PROJECTTITLE ~~ 30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,810.405 5.593.535 218.870 FUND BUDGET EXPIENC FORWARD VETERANS MEMORIAL PARK CFW1 16,129,000 NEW BEACH ACCESS IMPROVEMENTS IM8R CANNON LAKE PARK (6.7 ACRES) 50,000 PFF 947,000 36351 CHASE FIELD BATHROOMlSNACK BAR BLDG REPL GCC 38631 HOLIDAY PARK - PLAYGROUND EOUIPMENT lM8R 190,000 48.835 85.000 HOSP GROVUBUENA VISTA LAGOON RECL IMPROVEMENTS PIL-Nw 2.980.000 141.165 85.000 36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35,000 35.000 35191 MISCELLANEOUS BEACH ACCESS REPAlRSlUPGRADES 38022 PARK SITE DEVELOPMENT - PINE SCHOOL 70.000 58.548 11,452 510.010 GCC PFF IM8R NEW SWlM COMPLEX. FlLTRATlONlHEATlNG RENOVATIONS 6.896.000 189.990 162.200 ' 38561 LARWIN COMMUNITY PARK (22.3ACRES) PARK RESTORATION AND ACOUlSITlON PIL-NE PI1 .NF 1.220.000 16,872 533,128 d 5"" nnn ~ ~~ ~~ ~ ~ 36981 PARK SITE ACQUISITION (15 ACRES) NE OUADRANT PARK 3801 1 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE . ._ PFF , , - " , " - 4.550.000 4,550.000 3.000.000 36991 AVIARA COMMUNITY PARK (24.25 ACRES] * PFF 11,997390 881.495 36491 AVIARA REIMBURSEMENT AGREEMENT 10,116,395 PARK RESTORATION AND ACQUISITION POINSETTIA COMMUNITY PARK - PHASE II PIL-sw 238.000 18,900 219.100 PIL-sw 2.700.000 38361 POINSETIA COMMUNITY PARK - SOCCER FIELD STAIRS 38641 POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD PFF 7,200,000 GCC 85.000 9,689 75.31 1 lM8R 700,000 5,400 694.600 (*I AVIARA COMMUNITY PARK- $1,725,000 UC FROMAVIAARA LAND ASSOCIATES IS AVAILABLE IF NEEDED TO CONSTRUCTPHASE I 38371 ALGA NORTE LAND ACQUISITION PIL-SE 38372 ALGA NORTE PARK - PHASE I (30 ACRES) PFF PFF 4.800.000 177,607 4,622393 6,250,000 13,499 236.501 5,936,000 ALGA NORTE PARK -PHASE II (50 METER POOL) 34561 LEO CARRILLO PARK - PHASE I8 II PFF 5.568.000 5.054.348 LEO CARRILLO PARK - PHASE 111 PFF 35791 STAGECOACH PARK DRAIN (LOWER LEVEL] GCC 38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC 513,652 1,703,000 15.000 15.000 25.000 6.581 18.419 98,468,495 12,075.299 22,593,998 SUBTOTAL PARK PROJECTS - 38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C] PLD 36241 CARLSBAD BLVD STORM DRAIN REPLACEMENT lM8R 290.000 80,000 COLLEGE BLVDICANNON RD REACH 3 DRAINAGE FACILITIES PLD 2,600,000 33381 DRAINAGE CHANNEL AND DESILTATION BASINICANNON RD (PLD COLLEGE BOULEVARD STORM DRAIN (REIM8,IPLDA "8") PLD PLD 36225 FARADAYIMELROSE DRAINAGE FACILITIES (PLDA"B") PLD 38651 LA COSTA AVENUE STORM DRAIN REPLACEMENT lM8R PLD MISCELLANEOUS MASTER DRAINAGE FACILITIES PLD 9,600 280,400 2,100.000 1,260,459 419,504 840,955 1.200.000 68.379 1,131,621 NEW MASTER PLAN UPDATE 128.500 16,169 254.000 10,936.000 112.331 3681 1 MISCELLANEOUS ROAD SUBDRAINS 36812 MISCELLANEOUS ROAD SUBDRAINS 36813 MISCELLANEOUS ROAD SUBDRAINS GAS TAX GCC IM8R PLD 10,000 438 9,562 200.000 275,000 200.000 275.000 500,000 PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B") 35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC 35282 SOUTH CARLSBAD VILLAGE STORM DRAIN 4.700.000 4.669.543 30.457 GAS TAX 35284 SOUTH CARLSBADVILLAGE STORM DRAIN 3,400,000 3,235,726 TRANSNETISTP 164,274 35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "6") 1,240,000 920.186 PLO 319.814 1,160,000 TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLD PLD 733.695 426.305 1.279.000 179 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS ZWZ2003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 2002-2003 2003-20’24 2004-2005 2005-2006 2006-2007 2007-2012 BUILDOUT 2012 + 8.064.000 8.065.000 2.980.000 900,000 5,296,000 162,200 670.000 4,500,000 3,000,000 1.000.000 I I 600,000 6,600,000 2,700,000 700,000 7,300,000 5,936,000 I I 1,703,000 3,482,200 12,596,000 600,000 6,600,000 14.000.000 26.521.000 2,600,000 80.000 2.100,000 254.000 10,936,000 r I 1,279,000 180 PROJECl DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAL PRIOR BALANCE JOB KEY 38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC 36901 TORREJON PLACE STORM DRAIN RELINING GCC PROJECT TITLE FUND BUDGET EXPiENC FORWARD 30,000 1 1.400 18.600 80,000 SUBTOTAL DRAINAGE PROJECTS 31.722.959 10,084,610 80,000 3.889.319 SEWERPROJECTS 34891 BUILDING IMPROVEMENTS SEWER CONN 1.787.249 486,916 341 11 CAPITAL ACQUISITIONS - UNIT I SEWER CONN 206.398 3,415,037 36691 CAPITAL PLANNlNGiSERVICES 525.624 SEWER REPL 1.910.023 98.820 235.524 267.445 581.447 COGENERATION REHABILITATION SEWER REPL 36681 FLOW EQUALIZATION PROJECT SEWER CONN 8.189252 41.329 2.734.201 SEWER CONN 13,082,183 PHASE IV EXPANSION - DEBT SERVICE 38071 PHASE V EXPANSION SEWER CONN 38061 PHASE V EXPANSION - INTERIM CAPACITY SEWER CONN 11,692,782 76.453 222.297 34491 PLANT REHABILITATION SEWER REPL 157.995 61,302 36701 PUMP STATION INTERFACES 2.908.523 SEWER REPL 1,113297 232.196 59,662 36661 TECHNOLOGY MASTER PLAN SEWER CONN 1,160,942 25.000 312.661 17.649 28.559 713.406 3581 1 AVENIDA ENCINAS GRAVITY SEWER SEWER REPL 33221 BUENA VISTA LIFT STATION 175,000 SEWER CONN 502.132 245,211 256.921 BUENA VISTA LIFT STATION PUMP ADDITION SEWER CONN 233,000 CARLSBAD TRUNK SEWER REACHES VCTlA, VCTlB, VCTlC (SBA SEW BENEF 455.000 36224 FARADAY AVENUE - ORION TO MELROSE SEWER 3891 1 EL CAMINO REAL SEWER - CHESTNUTTO TAMARACK SEWER REPL 420,000 11.110 408.890 34951 FOREST GRAVITY SEWER SEWER REPL SEWER REPL NEW HOME PLANT LIFT STATION SEWER REPL LA COSTA MEADOWS SEWER EXTENSION SEWER REPL LA GOLONDRIA SEWER EXTENSION SEWER REPL NIGHTSHADE GRAVITY SEWER EXTENSION SEWER CONN NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REA SEWER REPL SEWER REPL NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTlA SEWER REPL 1,587,800 133,800 616.200 35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWER REPL 1,533,200 1.000.000 38091 NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS SEWER REPL 35391 PALMER WAY SEWER EXTENSION SEWER REPL 38101 POINSETTIA LANE SEWER RELOCATION SEWER REPL POINSETIA SEWAGE LIFT STATION ODOWNOISE ABATEMENT SEWER REPL 110.200 110,200 800.000 285,000 26,431 273,569 175,000 150.000 150.000 620.000 35371 NORTHAGUA HEDIONDA INTERCEPTOR REHABILITATION 928 399.072 332.000 34.800 125.000 102.404 22,596 400.000 39.717 360,283 221,800 34511 SEWER ACCESS HOLE REHABILITATION SEWER REPL 2,800.000 118.382 783.618 38081 SEWER CONNECTION FEE UPDATE 38401 SEWER LIFT STATION REPAIRSAND UPGRADES SEWER CONN 15.000 5,641 9.359 SEWER REPL 34521 SEWER LINE REFURBlSHMENTSiREPLACEMENT 235.380 SEWER REPL 57.513 177.867 38701 SEWER MASTER PLAN UPDATE 7.868.182 647.406 1.220.778 38702 SEWER MASTER PLAN UPDATE SEWER CONN 205.698 195.232 10.466 SEWER REPL 33241 SEWER MONITORING PROGRAM SEWER CONN 98,792 98.792 587.138 152,586 SEW BENEF 7,661.494 54.552 38551 VISTNCARLSBAD INTERCEPTOR - PAVEMENT OVERLAY 1.735.283 2,660,211 34921 VISTNCARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION SEWER CONN 695.880 644,680 51.200 6,250.000 38861 VISTNCARLSBAD INTERCEPTOR REACH VCllB 88.499 SEWER CONN 261.501 2,900,000 42.591 257,409 31821 VISTNCARLSBAD INTERCEPTOR REACH VC5A. 5B TO VC11A SEWER CONN SEWER CONN 10,200,000 31822 VISTNCARLSBAD INTERCEPTOR REACH VC5A. 58 TO VCllA 12,223,433 10,650,058 SEWER REPL 1573.375 38671 VISTNCARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SEWER REPL 702.020 543.172 158.848 377,075 107.104.401 1,393 18.623.828 14.280.171 325.682 382813583 SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN TRANSNET-LOC VISTNCARLSBAD INTERCEPTOR REACH VC13 TO VC15 SUBTOTAL SEWER PROJECTS YYATFR DISTRIBUTION SYSTFM 33762 "D RESERVOIR - PHASE II WATER CONN 33761 "W RESERVOIR - PHASE II 3.984.500 WATER REPL 1,328,000 181 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS ZOOM003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-1 0 2002-2003 2003-2004 2004-2005 2005-2006 20062007 2007-2012 BUILDOUT 2012 + 2,854,000 80.000 500.000 14,315,000 1,093,935 124,050 124.050 124.050 124,050 112.099 112,099 112.099 112,099 124,050 657.868 52,101 1.512.475 276.135 259,016 630.422 322,431 2.870.987 2.542.735 942.161 936,199 936.256 939,581 936.394 4.671.045 3.720.547 7 AR7 Rln 2 dl< no- 66.987 74,430 74,430 74,430 74,430 394,479 803.844 17.013 I 175.000 233,000 100.000 355.000 I 500.000 I I 35,000 250.000 50.000 125.000 50.000 50,000 100.000 100,000 620.000 837,600 158,000 Rnn nnn 1,375200 297.200 I I 100.000 100.000 100.000 100,000 100.000 500,000 900.000 21,700 200.100 300.000 300.000 300,000 300.000 300.000 1,500,000 3,000,000 20.000 20,000 20.000 20.000 100,000 200.000 1 IfC """ 2,600,000 769,360 5,130,640 500.000 4,700.000 5.000.000 I 10.435.480 10.842.688 8,761,395 12,480,800 1.606.975 11.837.657 18,235,407 50.000 I 1,328,000 I 182 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAL PRIOR BALANCE JOB KEY 580 ZONE SECONDARY SUPPLY RRll7ONF SI lPPl V PROJECTTITLE FUND BUDGET EXPIENC FORWARD WATCD rnm ,=.c nnn I . . . - - . . - - -. . - . WATER CONN .. II,_.~"I... -"-,"-" 11 1 AVIARA PARKWAY- POINSFTTIA I ANF TO PA1 OMAR AlF(P0RT RO WATER CONN 550.000 495,000 ' GFNFRAT WATFR CONN xn nnn 3& 38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY . .. . .. . _. . _. . 35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 2,864,457 2257.707 606,750 35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATFR CONN ~~ ~ ......... " -, - - - IRR ono ~ ~~ ~ ~ ~~ ~ ~~~ ~ - ~ ~ CARLSBAD BOULEVARD - MANZAND DRIVE TO AVENIDA ENCINAS WATER REPL 142 000 . . . , . -. COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE WATER CONN 38171 COLLEGE BOULEVARD - EL CAMINO REALTOAGUA HEDIONDA C WATER CONN ~~ ~ ~~ ~ 550.000 235.000 10,501 W~TFD rnm d?l """ 50,000 172.874 ml I FGF RnI II FVmn n?.' I INF Tn mmnhl wxni """-""-.....-I_" .- ,._,.-, 36631 COLLEGE BOULEVARD MAERKLE RESERVOIR TO AGUA HEDION WATER REPL 34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH ..l..L,~"..l. 1- I ,""" 2,340,000 EL CAMINO REAL CROSSING AT KELLY DRIVE WATER REPL 3,225,000 174.805 3,050,195 WATER CONN 3W1 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY WATER CONN NEW EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSE WATER CONN 38431 EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUG WATER REPL 94.000 250,000 50,000 835.800 660,000 512 49.488 . . - - - . . . . . -. ._ . . .- . . . . , -, . I -, . , . "c",""" WATER CONN 97.210 97.210 WATER REPL WATER REPL 150,000 MARRON ROAD - PRESSURE REGULATING STATION TO OCEANS1 WATER REPL 1,650,000 178,466 1,471,534 38211 LAKE CALAVERA RESERVOIR IMPROVEMENTS fi~ noo 34791 PALOMAR AIRPORT - NORTH OF OWENS 35851 POlNSETlA LANE -EL CAMINO REAL TO '"W RESERVOIR I"".""" WATER CONN 150,000 12.492 137.508 WATER CONN 2,700,000 659.040 2.040.960 WATER CONN 2.800.000 POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL 34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVAR WATER CONN 36581 POINSERIA LANE- FROM "D RESERVOIR TO AMBROSIA LANE WATER CONN PRESSURE REGULATING STATION - CANNON ROAD AND COLLEG WATER CONN 38581 RANCHO CARRILLO OVERSlZlNGlEXTENSlON WATER CONN 35491 SEAWATER DESALINATION PROGRAMS WATER REPL TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT WATER REPL 38191 TAP NO. 2 RESERVOIR WATER CONN 36531 TAP RESERVOIR EXTERIOR PAINTING WATER REPL 1,750,000 6.000 144,000 35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL 375.000 194.231 180,769 322,000 71,913 250,087 250,000 90.000 90.000 649.860 33.497 616.363 120,000 120.000 552 69.448 150.000 WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER REPL 391,450 WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) WATER CONN 2,055,110 36641 WATER SYSTEM INTERTIE CONNECTION WATER REPL 55.000 38703 WATEWSEWER MASTER PLAN UPDATE WATER REPL WATER REPL 38704 WATEWSEWER MASTER PLAN UPDATE WATER CONN NEW WATER OPERATIONS WATER PUMP PROJECT 400.000 34,774 365,226 124.580 102,206 22,374 36,857,862 4,955,250 27,019 10,582,377 4,126 SUBTOTAL WATER DISTRIBUTION SYSTEM 31,145 DEBT SERVICE ON STATE LOAN RECL WATER 34861 INDUSTRIAL PARK SYSTEM RECL WATER 1,880,702 35861 1-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 1,179,539 316.328 863,211 38291 RECYCLED LINE - POINSETTIA BRIDGE 140.000 RECL WATER 19.595 120.405 36751 RECYCLED WATER PH II RECL WATER 240,000 157,797 82.203 36753 RECYCLED WATER PH I1 -TREATMENT FACILITY RECL WATER 600,000 584,285 15.715 38871 RECYCLED WATER PH I1 - PIPELINES RECL WATER 12,860,000 12,500,000 38881 RECYCLED WATER PH I1 - FLOW EQUALIZATION 15.800.000 1.519.724 14.280.276 RECL WATER 38691 RECYCLED WATER PH I1 - PUMP STATIONS 2,970,000 RECL WATER 2,970,000 2,600,000 806 2399.194 I83 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL Y€ARS 200212003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 YEAR 6-1 0 2007-2012 BUILDOUT 256.000 2012 + 550.000 i 495,000 50,000 200,000 133,000 142.000 500,000 51,625 421,000 2,340,000 94.000 200.000 835.800 610.000 148,750 820.000 305,000 150,000 ! 200.000 400.000 400.000 400,000 604.000 30.000 100.000 I 100.000 I 2,800.000 1 250,000 20,000 100.000 100.000 100.000 1,400,000 50.000 150.000 195.178 196.272 1.024.682 1,030,428 55,000 3,922.285 4.155.450 400,000 500,000 500,000 13,842,500 360,000 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT PROJECT TOTAL PRIOR BALANCE 33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO R TIF 30.000 10,290 19.710 33692 TRAF SIG - AVIARA PARKWAY-PDINSElTlA LANE TO EL CAMINO R ASMT DlST 33693 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO R 593.000 GCC 226,172 213.628 NEW TRAF SlG - CAI I F RARCFI nNA ANn PASFn bl Isn cr-,- 170,000 16" "",l -" NEW TRAF SIG - CALLE BARCELONA AND PASEO AMLLANO ,"".""" TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAF SIG - CAMINO VlDA ROBLE AND YARROW DRIVE GCC 150,000 PFF PFF 150,000 125,000 0 150,000 150,000 0 PFF 110,000 GCC 125,000 150.000 150,000 150,000 35251 TRAF SIG - CANNON RDIPASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS PFF TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD PFF TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STR TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS 38461 TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX NEW TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. GCC TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DF ANITA GAS TAX an nnn ~~~ ~ ~~~ ~~ 36471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND POKTlAC 38461 TRAF SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE -. ._ . . - . -",-"- GCC GAS TAX 158,550 123.429 35,121 12,100 12,000 100 TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115.000 TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIV TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCE PFF 110.000 PFF GCC 100,000 150,000 100,000 38621 TRAF SIG - COLLEGE BOULEVARD AND TAMARACK NEW TRAF SIG - EL CAM. REAUPWMARRONIHOSP WY 38001 TRAF SIG - EL CAMINO REAL AND POINSETIA LANE 36451 TRAF SIG - EL CAMINO REAL CORRIDOR STLlnY TRANSNET-LOC 1.200.000 PFF 204.250 ccc 0 204.250 70 nnn 10 ",l" ~ "~ 3€461 TRAF SIG - FARADAY AND CANNON ROAD -" -","- LI,""" NEW TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE GCC PFF 125.000 67.554 57.446 125.000 150,000 TRAF SIG - FARADAY AVENUE AND ORION STREET TIF 3621 1 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD GAS TAX 150,000 8,091 116,909 NEW TRAF SIG - LA COSTA AVENE AND CALLE MADERO GCC 150,000 GCC GCC 125,000 125.000 PFF 150,000 GCC PFF 150,000 250,000 125.000 GAS TAX 125,000 31,625 150,000 TRAF SIG - LA COSTA AVENUWNUEVA CASTILLA TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE NEW TRAF SIG - MONROE STREET AND HOSP WAY 36441 TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD GCC TRAF SIG - POINSETIA LANE AND EL FUERTE STREET PFF PFF 244,676 119,676 0 38591 TRAF SIG - POINSETIA LANE AND MELROSE DRIVE 36491 TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA GAS TAX TRAF SIG . POINSETIA LANE AND SNAPDRAGON DR 150,000 TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOU GAS TAX PFF 125,000 150,000 NEW TRAF SIG -TAMARACK AVE. AND PONTIAC DRIVE GCC GCC 125,000 233 124.767 NEW TRAF SIG -TAMARACK AVE. AND VALLEY STREET GCC 125,000 125,000 PFF 150,000 PFF 150,000 34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD TRAF SIG .TAMARACK AVENUE AND GARFIELD STREET TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE SUBTOTAL TRAFFIC SIGNAL PROJECTS 7,963,201 692.445 901,131 I a5 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 20OU2003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 + 519.527 400.000 559.527 159.527 159,527 159.527 797.635 285.432 150.000 150,000 150,000 125,000 150.000 150,000 110,000 125,000 150,000 150,000 80,000 I 115.000 110.000 100.000 1 125.000 150.000 25.000 150.000 125.000 125,000 1 F" nnn 125.000 125,000 31 fi75 I 150,000 I 125,000 150.000 125,000 150.000 125,000 .I?% """ 186 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200Z2003 TO BUILD OUT TOTAL PRIOR BALANCE JOB KEY PROJECT TITLE FUND BUDGET EXPIENC FORWARD STREETPROJECTS 36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST GAS TAX 656.358 553.870 38371 AI GA RnAn MFnlANS 7" """ 102,488 -. .- I... .- ...I_....._ 3851 1 CHESTNUT AVENUE WALL 36362 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3 GCC 103,875 14.986 88,889 36141 COLLEGE BLVO EAST OF ECWCANNON ROAD REACH 3.4 TRANSNET-HWY 12.195.000 338.651 1 1,349 36361 COLLEGE BLVDICANNON ROAD DISTRICT FORMATION (LOAN) 1,530.000 229.401 320.599 38121 EL CAMINO REAL AND CAMINO VlDA ROBLE 505.421 156.366 349.055 400,000 95,105 304.695 320.000 710.000 32,570 677.430 250.000 NEW EL CAMINO REAL IMPROVEMENTS TRANSNEI-LOC 3,200,000 , ,, l,L"Y,"YY OTHER GCC TIF TIF TIF TIF EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE 36071 EL CAMINO REAL AND FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAYIALGA ROAD 36431 EL CAMINO REAL MEDIANS EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL RO PFF 1.860.000 93,937 456,063 TIF 33271 EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT TIF 36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) 36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS 35931 FARADAY AVENUE MITIGATION - SOUTH OF CANNON CFwtl 450.000 2.024.708 119,885 522.115 45.757 GAS TAX 255,610 209,853 14.790.854 790.854 OTHER 1-5 AND LA COSTA AVENUE AUXILLARY LANES CFWII 1.500.000 GCC 150,000 TIF 480.000 170.000 26.429 143,571 15.000 15.000 772,908 746.505 26.403 500.000 PALOMAR AIRPORT ROAD AN0 COLLEGE BOULEVARD TlF ifin nnn 500,000 0 130,000 63.258 66.742 36721 LA COSTA AVENUE SIDEWALKS MELROSE DRIVE AND ALGA ROAD 150,000 36841 OCEAN STREET IMPROVEMENTS GAS TAX 38521 OLlVENHAlN ROAD WIDENING MITIGATION MONITORING CFW2 36031 ORION STREET FROM ECR TO FARADAY GCC 36032 ORION STREET FROM ECR TO FARADAY COUNTY ~~~ ~ 3401 1 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DlST 158.818 121.182 280.000 PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUC PFF 7,200,000 TIF 480,000 . .. . " , - - - 381 11 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE 36671 PAVEMENT MANAGEMENT PROGRAM 36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX 38681 PAVEMENT MANAGEMENT PROGRAM 36891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGR GCC 35511 POINSETTIA LANE RAll ROAD RRlnGF WInFNINT: DCC 1 q1.1 ?GI) TRANSNET-LOC 20,049.348 4.930.625 18.723 15,731,088 117,475 343.926 ST GRANT 814.065 560.556 24,444 60,000 100,000 40,000 9,"" so, If 7ff POINSETIA LANE WlDENlNG (PASEO DEL NORTE TO BATIQUITO TIF ~~ ~ ~ ~ -. .- , ,. L. I "-,II=L L", I YY 38601 RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS CFwt2 NEW RANCHO SANTA FE ROAD AND OLlVENHAlN IMPROVEMENTS OTHER 1,870.000 2,631,000 2.303 2,828,697 1.151,OOO 31904 RANCHO SANTA FE ROAD NORTH - PHASE I CFLM 5,700,000 7.857 5.692.143 187 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 + I 870.000 1 I 1,104.000 2,307,000 981,000 1.291.000 260.000 250.000 5.187.000 500,000 1,664,000 1237.177 I 2.000.000 1,260,000 980.000 I ,,-",""" 320,000 t 250,000 300,000 1,500,000 150.000 150.000 150,000 850,000 1,400,000 1,382,708 450.000 14.000.000 1.500.000 480.000 I 160.000 750.000 6,450,000 480,000 4.800.000 1,500,000 1.700.000 1.900.000 2,900,000 1,469,687 2,300,000 229.065 600.000 13,200,000 1,870,000 1.151.000 I I 188 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAL PRIOR BALANCE JOE KEY 31906 RANCHO SANTA FE ROAD NORTH - PHASE I PROJECT TITLE FUND BUDGET EXPIENC FORWARD CFW2 21,882,900 8,391,910 13,490,990 RANCHO SANTA FE ROAD NORTH. PHASE II (BRIDGE) SIDEWALWSTREET CONSTRUCTION PROGRAM (35601.33911) FED GRNT 5,821,600 6.538.804 270,300 131,451 68,849 1,364,764 GCC 509,800 655.665 9,099 TIF 33913 SIDEWALWSTREET CONSTRUCTION PROJECT(33913.36081) TDA 33161 TRAFFIC MONITORING PROGRAM TIF 715.384 23.420 NEW UNDERGROUND DlST. 17. HARDING, MAGNOLIA SUBTOTALSTREETPROJECTS 185,707,005 46.r<3.079 30,013,889 GOLF COURSE FUND TO GENERAL FUND BTW2 REPAYMENTTO GENERAL FUND GOLF COURSE BTWI2 2,737,200 500,000 BTWI3 CANNON ROAD WEST TO GAS TAX FUND BTWIZ REPAYMENT TO GAS TAX FUND BTWZ 1.000.000 BTW3 2,000.000 PIL-SWTO GF - POlNSmIA PARK LAND PIL-sw 1.550.000 PIL-NwTO GF FOR PINE SCHOOL ACOUISITION PIL-Nw Reo om ~~ ~ ~ ~~ ~~~ ~-~ ~ PIL=Nw TO GF FOR MADISON ST PROPERTY PURCHASES PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION . . . . . . . . . . , . . . PIL-Nw 220,000 PIL-SE 2.250.000 ~ ~~ SEA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPT0 SEW BENEF 3.7ro.000 SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SEW BENEF 42.494 ?nl I CCElPbhlNnN Tn CF nTYCD lli" """ FARADAYIMELROSE TO GF RECYCLED WATER TO WATER REPLACEMENT OTHER r90.854 RECL WATER LOAN FROM WATER REPLACEMENT FUND WATER CONN 1,605,000 SUBTOTAL LOAN REPAYMENTS 18.6r5.548 0 0 1.000.000 --""I -, . . . , . -. . , -, **".""" GRAND TOTAL ALL FUNDED PROJECTS 619.082.7r6 122.584.280 136.859.04r 189 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 * I I 5,621,600 400.000 400,000 400,000 400.000 400,000 600,000 3,200,000 I 70,000 70.000 70,000 70.000 70,000 70.000 350.000 6nq nnn i 10.369.552 10,521,600 19.102.708 2,370,000 3,370,000 23,460,177 39,746,000 I 2,737,200 500.000 1.000.000 1,000.000 2,000,000 550.000 220.000 1.000.000 1,250,000 3 770~000 . , . . , . . . 42.494 350.000 790.854 1.605.000 1,000,000 1.000.000 2,340.854 1.080.000 1 .ooo.ooo 2,000,000 11,254,694 36.130.744 39,165,265 32.749.484 24,195,327 6.746.502 109,539,594 111.112.533 190 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR N 2001-2002 JULY 1,2001 UNRESERVED ESTIMATED ESTIMATED CAPITAL DEBT SERVICE PROJECTED ESTIMATED JUNE 30,2002 FUND BALANCE GENERAL CAPITAL CONST. 8,863,347 3,892,720 2,399,299 0 10.356.768 REVENUES EXPENDITURES LOANS a OTHER BALANCE INFRASTRUCTURE MAINT 8 REP1 GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 4 SE PIL AREA 3 SW TRAFFIC IMPACT FEE TRANSNETlHlGHWAY TRANSNEnLOCAL TRANSNETETP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW2 POINS. LN-AVIARA PKWY BTLW3 CANNON ROAD WEST CFD #I CFD 112 FEDERAL GRANTS SEWER BENEFIT AREA (C-D-E-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX OTHER 5,406,673 346.734 30.751.803 575,836 1,262,118 315,391 818,040 5,406,109 5,367,590 9,263.257 900,902 1,449,577 1,926,602 188.304 1,187,465 596.858 2,582.427 3,243,453 41,947,966 17,525.663 7.108.290 11,059 30,043.610 5,062,898 15,953,333 3,835.005 22,728.736 10,811,420 6,995,282 922,226 3,354,978 0 5,102,603 160,590 436,254 369.488 290,775 173,671 1,174.330 251.548 28,861 44,127 27,422 791,622 38,389 16.668 579,115 5,918,573 103,266 1,065,538 815.148 1.774.079 371.173 8,798,731 34,320,300 2,365,171 2,755,738 2,961.560 1,796,655 20.226 1,033,915 129.864 734,950 402.372 3.644 129,447 16,871 236.288 177,606 7,232,324 230,239 852,139 145,408 2,426,173 123,280 0 949.761 17,869,178 1,833,041 1,634,098 683,718 389,809 947.100 2,915.378 9,072,874 1,691,221 2,128,248 1,624.338 5.556.478 57,989 0 0 0 0 (192,150) (19,427) (568.367) 661,522 300.000 0 0 (321,751) 0 (300.000) 0 0 1,471,944 0 0 0 0 0 (942.161) 0 0 (2,024,808) (131,024) 804.798 (1,150.193) 0 7,727,736 216,870 28,419,456 732.782 1.489.349 263,080 4,833.807 1.640.890 6,305,632 2,582.481 699,524 319,814 292,051 70.318 490.246 925.854 3.683.725 1,513,678 29,997,361 16,957,103 7,935,269 142,489 28,827.306 5,044,062 15,403,126 36,333,060 24,366,845 9,918,012 2.085.266 884,463 886,007 81.256 TOTAL 244,283.779 80,515.293 71,230,211 660,611 0 306.652 (2,411,617) 251,157.244 191 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FV 2002-2003 JULY 1,2002 PROJECTED ESTIMATED FUND BALANCE REVENUES GENERAL CAPITAL CONST. 10,356,768 c INFRASTRUCTURE MINT a 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 TRANSNETlLOCAL TRANSNET/HIGHWAY TDA TRANSNETETP STATE GRANTS ASSESSMENT DISTRICTS COUNTY GRANTS BTW2 POINS. LN-AVIARA PKWY CFD #I BTW3 CANNON ROAD WEST CFD #2 FEDERAL GRANTS SEWER BENEFIT AREA (C-D-E-F) PLANNED LOCAL DRAINAGE SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 7,727,736 216,870 28,349,456 732.782 1.489.349 263.080 4,833.807 1,640,890 6,305.632 2.582.481 699,524 319.814 292,051 70.318 490.246 925,854 3,683,725 1,513,678 29,997.361 16,957,103 7,935,269 142,489 28,827,306 5,044.062 36,333,060 15,403,126 24,366,845 9,918,012 2.085266 884,463 3,100.00( ( 3,397,914 141,794 32,615 342,211 86,664 8.885 929,395 4,546,OOC 905,OOC 70.00C C C C 0 1,620,700 135.252 6,523,950 0 0 803.266 1,977,500 400,000 1,400,000 160,000 2.236.860 817,740 2.469.687 0 TOTAL OTHER 251,157,244 306.652 1,151,000 33,056,441 CONTINUING 2001-2002 NEW APPROPR. APPROPR. 4,731,143 1.338,30( 1.184.585 614,40( 216.870 18,460.517 c 3,050.00C 0 c 533,128 0 C 670,OOC 219,100 1,ooo.ooc 4,622,393 2,080.152 C 470.00C 812,748 364,212 6.300.00C 319,814 1.24O.OOC C 68,849 50,167 70,OOC 229,065 0 C 335.010 468,584 153,OOC 130,535 0 14.774.288 0 110,000 15,134,687 0 2,679,281 126,149 0 2,660.21 1 2,854.000 0 6.269269 7,302,881 7,499,491 3,132,599 519.527 4.694.194 2,662,107 1.260.178 304.000 1.257.150 1.699.687 33,431.004 12,116,382 580.335 68,329 1,151,000 136,916,027 36,130,744 . ,~ JUNE 30.2003 PROJECTED APPROPR. BALANCE 6,069,443 I 4287,325 1,798.985 9.028.751 216,870 0 21,510,517 10,236,853 0 0 295.699 874.576 1.203.128 628,433 4,622,393 1.219,lOO 430.679 2.550.152 298.078 4,684,875 7,112,748 1,604,212 15,733 312 319,814 138.849 0 279.232 12,819 1,469 0 925.854 488,010 468.584 2.236 130,535 4,035,841 14,884288 21.637.024 1,518,395 16.134.687 822.416 5,533,281 126,149 16,340 3,005254 2,660.21 1 13372,150 17,232,656 2.783.851 33,950,531 10,632,090 6,171,036 7,356,301 2,542,529 3,379,451 13,375,560 13,227,146 2,956,837 884.335 128 1.219.329 1.598.116 238.323 173,046,771 111,166,914 192 CITY OF CARLSBAD CAPITAL FUNDS REVENUES ACTUAL AND ESTIMATED 1998-99 1999-2000 ACTUAL ACTUAL ESTIMATED ESTIMATED 2000-2001 ACTUAL 2001-2002 2002-2003 FUND REVENUES REVENUES REVENUE REVENUE REVENUE GENERAL CAPITAL CONST. 1,581,221 1,046,117 5,470,004 3.892.720 0 INFRASTRUCTURE MAINT 8 REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARKFEE PIL AREA 1 NW PIL AREA 3 SW PIL AREA 2 NE TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNEnLOCAL TRANSNETIHIGHWAY TRANSNET/BIKE TRANSNETlSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD#2 POINS. LN-AVIARA PW BTM13 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 GAS TAX REDEVELOPMENT BONDS 289.482 8,562,805 1,203,795 207,517 69.997 326,350 1,691,916 701,093 4,103,007 3,310.960 98,380 1,524 321,253 45,414 9,494.392 293,629 213,180 15,184,782 291,424 2,247,234 79.745 1,061,677 452.181 5,200.226 1,750,325 1,073,366 3.738.617 2.506152 254,554 1.610.623 NIA 2,056.779 299,443 9,802,551 251.326 178.334 346,922 93,634 505,336 2,045988 8.248.042 1,030,781 1,256 60,903 80,458 341,082 392.844 17,402,714 508.690 13,675,926 732.389 7,881,331 63,526 955,131 429.837 7,635,353 6,020,054 4,182,167 2.091.983 10,683,240 112.219 1.621.261 3,415,471 0 11,200,696 197.908 299,488 107,109 327.437 575,018 2,274,739 2,186,597 85,482 0 127,491 1.593.186 216.490 821.023 99.664 1,196,818 13,431,776 294.547 1,817,868 17,008 818.567 1,193,530 6,273,019 3,517,708 4,746.830 652.387 4,159,407 65.394 2.058.987 3,354.978 0 5,102,603 160,590 436,254 369.488 290,775 173,671 1,174,330 251.548 200.000 28.861 44,127 791,622 27,422 36.389 16,668 579.115 5,918,573 103,266 1,065,538 1,774,079 815.148 8,796,731 371,173 2,365,171 34,320,300 2,961.560 2.755.738 20,226 1.796.655 3,100,000 0 3,397.914 141,794 32.619 342.21 1 86.664 8,889 4,546,000 929.395 905,000 0 0 70,000 0 0 1.620.700 0 6,523,950 135,252 0 603.266 0 400,000 1.400,000 1,977,500 817.740 160,000 2,236,860 0 2.469.687 OTHER TOTAL CAPITAL FUNDS .. 2,471,355 426.600 .. .. .. 328.364 49,227,405 101,206,217 69,570.013 80,515,293 81,256 1.151.000 33,056,441 NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS. 193 BUDGET EXPENDITURE SCHEDULE CAPITAL FUNDS 1999-2000 TO 2002-2003 1999-2000 2000-2001 2001-2002 (1) ACTUAL ACTUAL ESTIMATED FUND GENERAL CAPITAL CONST. 1,822,728 1,812,074 2.399291 INFRASTRUCTURE MAINT & REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 4 SE PIL AREA 3 SW TRAFFIC IMPACT FEE TRANSNETILOCAL TRANSNET/HIGHWAY TRANSNETISTP TRANSNETBIKE TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTM12 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST CFD #2 CFD #1 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER CONNECTION SEWER BENEFIT AREA (C-D-E-F) SEWER REPLACEMENT WATER CONNECTION WATER - RECYCLED WATER WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 0 1.1 14.278 2.339.380 4,330,562 0 0 18,900 1,656,187 0 2.520.005 905,021 27,603 0 160,468 1,670,154 280.296 11,924.563 1213.557 16,748,124 742,315 3,651,865 6.834 917,040 2,085,199 466,244 721.280 2,698,172 322.818 1.388.764 10,733 533.719 0 9.156.779 805,291 408,402 10,184 0 0 0 1,225,108 209,467 718,530 0 129,000 68,047 200.000 36.228 1,129,000 84.523 2,979.486 499.500 946,720 17,008 655.081 756,933 1,587,897 2,389,869 1,862247 166.387 1,407,665 43,316 258,440 1.033.912 129.861 7.504.95c 421,795 3.644 (532.075 209,021 745.973 236,288 6,932,324 230,239 1.173.890 172,550 2,426,173 145.408 300.000 123.280 1,833,041 (522,183 17.869.178 1,634,098 683.718 947,100 389.809 10,015,035 2.915.378 1,822,245 3,649,146 1,323,450 57.989 6,706,671 TOTAL CAPITAL FUNDS OTHER 62.875.1 11 2,588,302 29,955,502 392.320 660.61 1 73,641,828 2001-2002 CONTINUING 2002-2003 NEW 2002-2003 TOTAL CIP APPROPR. APPROPR. APPROPR. 4,731,143 1,338,300 6.069.443 1,184,585 216.870 18,450,517 0 0 533.128 4,622.393 219,100 2,080,152 812,748 364,212 319,814 27,450 68,849 50,167 0 335,010 468,584 14,774.288 130,535 16,134,687 126,149 2,679,281 6,269269 2,560,211 7,499,491 33,431,004 4,694,194 12,116.382 580,335 1,257,150 614,400 0 3,050,000 0 0 1,000,000 670,000 0 470,000 6,300,000 1,240,000 0 0 229,065 70,000 0 153,000 0 110.000 0 0 0 2,854,000 0 7,302,881 3,132,599 2,662,107 519,527 1,260,178 304,000 1,699,687 1.798.985 216.870 21,510,517 0 1,203,128 0 1,219,100 4.622.393 2,550,152 7.112.748 1,604,212 319.814 27.450 279.232 138,849 0 488,010 468.584 14,884.288 130,535 16,134,687 126,149 5,533.281 2.660211 13,572,150 10,632,090 33,950,531 7,356,301 13,376,560 884,335 2,956.837 68,329 136,916,027 1,151,000 36,130,744 173,046,771 1,219,329 (1) 2001-2002 ESTIMATEDAMOUNT INCLUDES ACTUAL EXPENDITURES 8 ENCUMBRANCES 194 CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES CAPITAL IMPROVEMENT PROGRAM 2002 TO SUILDOUT PEAR 2o02 . *Oo3 I BEGINNING FUND 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 1,421,790 PIL AREA 4 SE 21 1,414 8,889 86.664 TRAFFIC IMPACT FEE 4,225,480 929,395 TRANSNET/LOCAL 1,769,733 TRANSNETlHlGHWAY 4,546,000 335.312 TRANSNETIBIKE 905,000 0 TRANSNETETP 0 TDA 321.751 0 STATE GRANTS 1,469 70,000 241,8&1 COUNTY GRANTS 0 925.854 ASSESSMENT DISTRICTS 0 BTW2 POINS. LN-AVIARA PW 155.236 0 BTW3 CANNON ROAD WEST 3,215,141 1,383.143 1,620,700 CFD dl 15,223,073 135,252 6,523.950 CFD #2 FEDERAL GRANTS 822,416 16,340 0 0 PLANNED LOCAL DRAINAGE 5.255.988 603,266 SEWER BENEFIT AREAS SEWER CONNECTION 2,383.851 400,000 22,558,037 SEWER REPLACEMENT 7,903,635 1.977.500 1,400,000 WATER - RECYCLED WATER 2,902,056 WATER CONNECTION 160,000 5,223,818 817.740 WATER REPLACEMENT 12,250,464 2.236.860 REDEVELOPMENT BONDS 304.128 GAS TAX 506.365 2.469.687 0 BAL 7/1/2002 REVENUE 5,625,625 0 6.543.151 3,100,000 0 0 9.888.939 3,397.914 732,782 141,794 263,080 32,619 956.221 342.21 1 EXPENDITURES 1,338,300 614.400 0 3,050,000 0 670,000 0 1,000.000 0 6,300,000 470,000 1,240.000 0 70,000 0 229,065 0 153,000 0 0 110.000 0 0 2,854,000 0 7.302.881 3,132,599 2,662,107 519,527 1,260,178 304,000 1.899.687 ENDING 4,267,325 9,028.751 0 10.236.853 295.699 874,576 430.679 628,433 298,078 4,684375 15,733 312 0 321,751 1,469 12,819 925.854 2,236 4.835.841 21.637.024 1,518,395 822.416 16,340 3,005,254 2,783,851 17,232,656 6.171.036 2,542.529 3,379,451 13,227,146 128 1.276.365 .. OTHER 238,323 TOTAL 114,241.217 33,056,441 36,130,744 1,151,000 238.323 111,166,914 .. 1.151.000 (1) BEGINNING BALANCE ON 7/1/2002 IS NET OF CONTINUING APPROPRIATIONS. 195 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT YEAR 2 2003 - 2004 1 BEGINNING ~~. FUND BAL 711R003 GENERAL CAPITAL CONST. 4.287.325 150,000 4,137,325 REVENUE 0 EXPENDITURES ENDING ~ INFRASTRUCTURE MAINT & REPL 9.028.751 3,100,000 80,000 12,048,751 GOLF COURSE PUBLIC FACILITIES FEE 0 0 0 10,236,853 5,413,802 0 ZONE 5.13,16 PARK FEE 12,746,000 874.576 2,904,655 PIL AREA 1 NW 147.268 295,699 0 284.678 1,021,345 PIL AREA 2 NE 0 628.433 580.377 PIL AREA 3 SW 430,679 242,214 0 870,647 437,764 PIL AREA 4 SE 298.078 37,777 868,442 TRAFFIC IMPACT FEE 4,584,875 1,296,599 950,000 5,031,474 335.854 TRANSNET/LOCAL 15.733 3,000,000 3,000,000 TRANSNET/HIGHWAY 15,733 TRANSNETlSTP 0 312 TDA 0 0 321,751 1,469 0 STATE GRANTS 12.819 0 0 1,469 COUNTY GRANTS 925,854 0 12,819 ASSESSMENT DISTRICTS 0 0 2,236 925.854 0 BTW2 POINS. LN-AVIARA PKWY 4,835.841 1,052,500 0 2,236 BTW3 CANNON ROAD WEST 0 5,888,341 CFD #I 21,637,024 6,418.741 194,652 0 1,713,047 1 10.000 27,945,764 CFD #2 FEDERAL GRANTS 822,416 33,026 0 855,442 16.340 5.821.600 5,821,600 16,340 PLANNED LOCAL DRAINAGE 3,005,254 1,163,185 0 4.1 68,438 SEWER BENEFIT AREAS 2,783,851 SEWER CONNECTION 400,000 17.232.656 1,921,112 3.183.851 10,105,709 WATER - RECYCLE0 WATER SEWER REPLACEMENT 6,171.036 1.794.629 5.776.407 2,542,529 1,400,000 160,000 WATER CONNECTION 559,527 2,143,002 3,379.451 1,704,731 WATER REPLACEMENT 3,289.178 13.227.146 1,795,004 REDEVELOPMENT BONDS 2,281,597 866.272 128 0 14,642,471 GAS TAX 1,276.365 0 1,650.000 128 750,000 OTHER 238,323 0 0 238,323 2,176,365 TOTAL 111,166,914 38,161,246 39.165.265 110.162.895 0 0 312 321,751 0 1,516,395 0 9,048,059 196 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSEAD ANALYSIS OF AVAILABLE BALANCES 2002 TO EUILOOUT AR 3 2004 - 2005 1 FUND BAL 7/1/2004 BEGINNING GENERAL CAPITAL CONST. REVENUE INFRASTRUCTURE MAlNT 8 REPL 12.048.751 4,137,325 0 3,100,000 GOLF COURSE 0 PUBLIC FACILITIES FEE 0 ZONE 5,13.16 PARK FEE 2,904,655 1,021,845 5,046.983 PIL AREA 1 NW 159,017 580,377 432.948 PIL AREA 2 NE PIL AREA 3 SW 870.647 868,442 M2.201 PIL AREA 4 SE 335.854 479,984 259.992 TRAFFIC IMPACT FEE 5.031.474 TRANSNEnLOCAL 1,332,643 15,733 TRANSNETlHlGHWAY 312 3,100,000 TRANSNETlSTP 321.751 0 TDA 1,469 0 STATE GRANTS 12.819 0 COUNTY GRANTS 0 ASSESSMENT DISTRICTS 925.854 0 BTW2 POINS. LN-AVIARA PKWY 5.888.341 2,236 0 1.432.045 CFD #I BTW3 CANNON ROAD WEST 27,945,764 1,713,047 142,560 CFD 82 5,889,330 855.442 FEDERAL GRANTS 129.291 PLANNED LOCAL DRAINAGE 16,340 4.168.438 0 SEWER BENEFIT AREAS 1,139.701 SEWER CONNECTION 10,105,709 3,183,851 5,919,330 400.000 WATER - RECYCLED WATER SEWER REPLACEMENT 2,143,002 5,776.407 1.400.000 WATER CONNECTION 1,795,004 2,803,311 160,000 WATER REPLACEMENT REDEVELOPMENT BONDS 14,642.471 3,327,229 GAS TAX 0 2,176.365 1.700.000 128 EXPENDITURES 125,000 0 0 1.750.000 0 0 0 550.000 0 1.852.708 3,100.000 0 0 0 0. 0 0 0 110,000 0 0 0 100.000 0 2,061,729 6.599.666 159,527 1.300.000 100.000 150.000 0 4.012.325 ENDING 15.148.751 0 6.201.638 1,180,862 1,013,326 1.512.848 798,427 595,846 4.51 1,409 15.733 312 321,751 1,469 925.854 12,819 7.320.386 2.236 1,855,607 33,725,095 984,733 16,340 5,308.139 3.483.851 9,425,372 2,143,475 5,114,578 17.869.700 3,298,315 3,726,365 128 TOTAL OTHER 110,162,895 238,323 15,000,000 53,996,565 32,749,484 14.790.854 447,469 131,409.976 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT PUR 4 2005 ~ 2006 1 BEGINNING FUND BAL 7/1/2005 REVENUE EXPENDITURES GENERAL CAPITAL CONST. 4,012,325 0 0 4.012.325 ENDING 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 TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNETIHIGHWAY TRANSNETETP TDA STATE GRANTS ASSESSMENT DISTRICTS COUNlY GRANTS BTW2 POINS. LN-AVIARA PW CFD #1 BTW3 CANNON ROAD WEST CFD #2 FEDERAL GRANTS SEWER BENEFIT AREAS PLANNED LOCAL DRAINAGE SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 15,148,751 0 5,201,638 1.180.862 1,013,326 1,512,848 798,427 595.846 4,511,409 15,733 312 321,751 1,469 925.854 12.819 7,320.386 2,236 1,855.607 33,725,095 984,733 16,340 5,308,139 3,483.851 9,425,372 2.143.475 5,114,678 17,869,700 3,298,315 3.726.365 128 3,100,000' 0 4.929.822 530,807 110,000 566,648 368.877 371.099 1,289,317 1.900.000 0 0 0 0 0 0 1,307,680 151,800 4,546,366 0 1,185,487 0 6,782.217 400,000 1,400,000 160,000 2,530,897 241,249 1.750.000 0 0 0 7,495,000 0 1,080.000 0 0 0 470.000 1,900,000 0 0 0 0 0 0 0 1 10.000 0 0 0 355,000 0 11.314.271 81 1,529 159.527 100,000 400,000 0 0 18.248.751 3,636,461 0 1,290,862 464,132 2,079,496 1,167.304 5,310,726 966.945 15,733 321,751 312 12.819 1,469 925,854 2.236 2,007,407 8,628.066 38,161,460 984,733 16,340 6,493.626 3,528.851 4,893,318 5,703,149 2.143.948 5.729.212 17,710.949 128 5.476.365 OTHER 447,469 TOTAL 131,409,976 33,602,266 24,195.327 0 140.816.915 447,469 .. ~, 0 198 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT R 5 2006 - 2007 1 BEGINNING FUND BAL 7/1/2006 RNENUE EXPENDITURES GENERAL CAPITAL CONST. 4,012,325 0 0 4.012.325 ENDING INFRASTRUCTURE MAINT a REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5,13,16 PARK FEE PIL AREA 1 NW PIC AREA 2 NE PIL AREA 3 SW PIL AREA 4 SE TRAFFIC IMPACT FEE TRANSNETlHlGHWAY TRANSNETlLOCAL TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW2 POINS. LN-AVIARA PKWY CFD #I BTW3 CANNON ROAD WEST CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 18.248.751 0 3,636,461 1.290.862 2,079,496 464.132 1,167,304 966,945 5,310,726 15,733 321.751 312 1.469 12,819 925.854 8.628.066 2,236 2.007.407 38,161,460 984,733 6,493,626 16.340 4.893.318 3,528,851 5,703,149 2,143,948 17,710.949 5.729.212 5.476365 128 3,100,000 0 4,848,761 551,564 170,000 555,538 217.771 1,220,757 371,099 2,900,000 0 0 0 0 0 0 667,690 86.856 4.185.590 0 864.238 0 1,983,140 400,000 1,400,000 160,000 2,530,173 300,000 1.800.000 0 D 0 0 0 0 0 1.000.000 0 2.900.000 470.000 0 0 0 0 0 0 0 0 11 0.000 0 0 0 1,080,444 0 526.531 159,527 400.000 100,000 0 0 21.34a.751 0 8,485,221 1,015,697 1,460,852 2,635,034 1,385,074 338.044 6,061,493 15,733 312 321,751 1,469 12.819 925,854 9295,756 2.236 2.094.263 42,237,051 984,733 16.340 7,357,863 3.928.851 5,796,015 5,576,618 2,144421 17,610,949 8,159385 7.276.365 128 OTHER 447.469 TOTAL 140,816,915 .. 0 28.313.186 0 441,469 6,746,502 162.383.600 199 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT 6-10 2007.2012 1 BEGINNING FUND BAL 7/1/2007 REVENUE GENERAL CAPITAL CONST. 4.012.325 0 EXPENDITURES 1,106,625 ENDING INFRASTRUCTURE MAINT a REPL 21.348.751 15.500.000 GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13,16 PARK FEE PIL AREA 1 NW PIL AREA 2 NE PIL AREA 3 SW TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNETIHIGHWAY TRANSNETlSTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTW2 POINS. LN-AVIARA PKWY BTw13 CANNON ROAD WEST CFD #I CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT GAS TAX REDEVELOPMENT BONDS 0 8.485.221 1.460.862 1,015,697 2.635.034 1.385.074 338.044 6,061,493 15,733 312 321,751 1,469 925.854 12.819 9,295,756 2.236 2,094,283 42.237.051 984,733 16,340 7.357.863 5,796,015 3,928.851 2,144,421 6,576,618 17,610,949 8.159.385 7,276,365 128 12,345,856 0 1233.606 993.797 1.451.W 786,087 679.978 6,096,593 2,300,000 0 0 0 0 0 2,163,529 0 3.198.360 5,224,990 910,336 2,669,240 0 2.000.000 8.090.961 2.000.000 800,000 5,070.584 0 0 11,000,000 17,678,177 0 0 0 0 0 0 3,150,000 2,300,000 0 0 0 0 0 0 3,848,000 39,834,000 2,500,000 0 0 500,000 0 8,908,027 2,929,630 797,635 9,428.500 4,414,000 0 300.000 . . , . . . , . . . 3.152.900 0 2,454.658 2,249,303 4,086.098 2.171.162 9,008,085 1.01 8,022 15,733 321.751 312 12.819 1,469 925,854 2.236 7,611,285 2,792,623 7.628.041 1.895.070 16.340 9.527.103 5.928.851 4,978,948 5,646,988 2,146,786 13,196,949 3,801,469 17,976,365 128 TOTAL OTHER 162,383,600 447,469 96.359.981 11,845.000 109,539,594 11,845,000 447,469 149.203.987 200 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT 12 to Buildout 1 BEGINNING ~~~ FUND BAL 7/1/2012 GENERAL CAPITAL CONST. 2.905.700 0 2.905.700 REVENUE 0 EXPENDITURES ENDING INFRASTRUCTURE MAINT 8 REPL GOLF COURSE PUBLIC FACILITIES FEE ZONE 5.13.16 PARK FEE PILAREA 1 NW PIL AREA 3 SW PIL AREA 2 NE TRAFFIC IMPACT FEE PIL AREA 4 SE TRANSNETILOCAL TRANSNET/HIGHWAY TRANSNETISTP TDA STATE GRANTS COUNTY GRANTS ASSESSMENT DISTRICTS BTD112 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST CFD #1 CFD #2 FEDERAL GRANTS PLANNED LOCAL DRAINAGE SEWER BENEFIT AREAS SEWER CONNECTION WATER - RECYCLED WATER SEWER REPLACEMENT WATER CONNECTION WATER REPLACEMENT REDEVELOPMENT BONDS GAS TAX 36.848.751 3,152,900 0 2,454.658 4.086.098 2.249.303 2,171,162 1.018.022 9,008,085 15.733 312 321,751 1.469 12.819 925.854 7.61 1,285 2.236 2.792.623 7,628.041 1,895.070 9,527,103 16,340 5,928.851 4.978.948 2.146.786 5,646,988 3,801,469 13,196,949 128 17,976,385 28,000,000 2.737.200 9,507.549 609,698 1.304.776 3,428,777 528.872 0 3,857.001 0 0 0 0 0 0 0 1,667,550 0 2,777,411 1,437,613 5,174,752 0 8,900,000 7,561,269 7,812.494 3,644,457 320,000 1,605.000 19,000.000 0 2,737,200 0 10,250.000 2.626.000 2,980,000 7,500,000 2,700,000 8,810,000 1,250,000 0 0 0 0 0 0 8,772.000 0 1,664,000 9,895,000 0 14,315.000 0 7,078,494 9,312,710 5,656,897 1,890,432 0 0 13,325,000 0 64,848,751 0 2,410.449 438.356 574.079 14.875 (231.978) 33 4,055.086 15.733 312 321,751 1,469 925.854 12,819 2,236 1,128,623 506.835 3.332.683 510.452 16.340 386,855 7,750,357 7.802.785 3,227,507 576,354 7,445,926 14,801,949 23,551,365 128 TOTAL OTHER 149,203,987 447,469 109,874,418 0 111,112,533 350.000 97,469 147.965.872 201 CAPITAL IMPROVEMENT PROGRAM CITY OF CARLSBAD ANALYSIS OF AVAILABLE BALANCES 2002 TO BUILDOUT BEGINNING TOTAL TOTAl 5,625,625 BALANCE GENERAL CAPITAL CONST. FUND INFRASTRUCTURE MAINT a REPL GOLF COURSE 6,543,151 PUBLIC FACILITIES FEE O ZONE 5,13,16 PARK FEE 9.888.939 732.782 PIL AREA 1 NW 263.080 PIL AREA 3 SW PIL AREA 2 NE 956,221 PIL AREA 4 SE 1,421,790 TRAFFIC IMPACT FEE 4,225,480 211,414 TRANSNETILOCAL 1,769,733 TRANSNETIHIGHWAY TRANSNETlSTP 335,312 TDA 321,751 STATE GRANTS 1,469 COUNN GRANTS 241,884 925,854 ASSESSMENT DISTRICTS 155.236 BTWZ POINS. LN-AVIARA PKWY BTD#3 CANNON ROAD WEST 3,215.141 1.383.143 CFD #1 CFD #2 15,223,073 FEDERAL GRANTS 822,416 PLANNED LOCAL DRAINAGE 16.340 5.255.988 SEWER BENEFIT AREAS SEWER CONNECTION 2.383.851 SEWER REPLACEMENT 22,558,037 WATER - RECYCLED WATER 2,902,056 7,903,635 WATER CONNECTION WATER REPLACEMENT 5.223.818 12,250,464 REDEVELOPMENT BONDS GAS TAX 506,365 304,128 REVENUE 59,000,000 0 45,490,587 2.737.200 2.331.574 4,371.000 7,228,654 2,828,243 16,002,314 1,806,608 17,746,000 905,000 0 70.000 0 0 9,911,694 0 3,909,480 35,566,379 2,510,267 5,821,600 12,799,857 12,900,000 34,235,529 16,812.494 19,101.893 1,920,000 9.991.935 0 39,369,687 ~~ EXPENDITURES 2,719,925 2,737,200 694,400 52,969,177 2,626,000 4.060.000 8,170.000 4,250,000 16.172.708 2,250,000 19,500,000 1,240,000 0 229,065 70,000 0 153,000 12,620,000 50,279,000 4.164.000 0 5,821,600 17,669,000 7.533.494 53,556,058 16,913,344 16,879,785 4,245,702 7,440.450 304.000 16.224.687 ~ ~~ 2,905,700 ENDING 64,848.751 0 2,410,449 438.356 574,079 14,875 33 (231.978) 4,055,085 15.733 312 321,751 1,469 925.854 12,819 506.835 2.236 1.128.623 3,332.683 510,452 16.340 7,750,357 386.855 3,227.507 7,802.785 576,354 14,801.949 7,445,926 23,651,365 128 TOTAL OTHER 114,241,217 238,323 393,364,104 27,996,000 359,639,449 28,136,854 97,469 147,965,872 202 IGLOSSARY OF CAPITAL PROJECT FUNDING SOURCES 1 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 Thorouqhfare 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, 1-5 interchanges, and road segments. CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening and other improvements to Rancho Santa Fe Road. Countv 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 Rancho 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 Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL 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, 203 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. TDA - 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, /HW, /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 C0NN)- 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. 204 205 Operating Budget & Capital Improvement Program FY 2002 - 2003 206 6215061 VEHICLE REPLACEMENT 207 208 OUT OF STATE TRAVEL REQUESTS 2002-2003 CITY OF CARLSBAO n I OF ORG KEY DEP4RTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST BUDGET 0013210 PLANNING APA National Conference Permffi PIUS users confemme 2 Denver. CO t Reno.NV 4,000 2,000 6.000 I 0013310 GEOGRAPHIC INFO. SYSTEMS URiSA Annual Meeting 1 Chrago, IL I 2.100 2,100 0013510 ECONOMICDEVELOPMENT ULI Real Estate School ULI WOlkShOP t Weltem Unned Stales 1 Varbus -TED Economic Development. Ammn Vi) 2 Various . TBD Facilny Site Virb vamw - out Of state ULI Annual Conference 1 Vanou~ -TBD 2,600 1,000 1,500 10.000 1.000 16,100 I 0014062 GALLERY 1 New Yort, NY 1,700 1,700 I i 0014065 ARTS OFFICE Amensan for the An9 National CDnfencne 1 Porilmd. OR 0014070 LIBRARY American Llbrary Association Annual Conference 1 Tomnta. Canada 2.500 2,500 American Membrane Technology Assocktian Conference t,650 1.650 0014570 SENIOR PROGRAMS National CouncU an Agmg Conference 1 Washlnqton D C. 1,900 1,900 0014510 PARKPLANNlNGg REC MGMT American SoClety Of Landscape AhhneCts 1 New Odeans, LA 1,200 1,200 AWWA Fall Conference 1 Reno, NV 2,000 I Charieston. SC 1 Reno,NV 1,500 ASCE 2002 Pipeliner Conference I Cleveland. OH 2.000 800 6,400 0015710 ENGINEERING pmns PIUS UJMS CO~MC~ I 0016010 PUBLIC WORKS AOMlN APWA Conference 1 Kansas CW. MO 3.500 I 3.500 I i /TOTAL GENERAL FUND 165,560 3.000 5016310 WATER OPERATIONS ACWA Spring Conference Colorado RCerWalerUsen Assoclalbn 1 Las Vegar. NV 7,400 1.300 3.750 AWWA Fall Conference 3 Reno. NV 1,250 1,100 1 Lake Tahoe. NV Pemb PIUS users conierence 1 Ren0,NV 5026310 RECYCLED WATER OPERATIONS Amensan Backflow Prevention Association 1 La5 Vsgar. NV ltrn" UJsrConfsrenFB 1,100 1 Ft Lauderdale. FL 3,550 2,450 5116310 SANITATIONOPERATIONS Hams Utaity Billing Conference 1 Lar Vegas. NV 1,100 2 Laughlin. NV 2.800 1.700 Tri-State Waterisewer Seminar 6141610 RECORDSMANAGEMENT Annual ARMA Conference 1 New Orieans, LA 1 New York. NY 2,000 1,500 7.000 3.500 AilM Annual Conference MER Conference 1 Chicago. IL 209 OUT OF STATE TRAML REQUESTS 2002-2003 Q1T OF CARISBA0 ORGKEY DEPARTMENT li OF TRAVEL DESCRIPTION BUDGET PEOPLE DESTINATION REQUEST 6401710 INFORMATIONTECHNOLOGY Tivoll DiaMr Recowry Intemp 1 Colorado Spnngt. CO 1 La6 Vegas. NV 3.500 Permits PIUS u9am Conference 2.300 1 Reno.NV Brainshare 1.100 IMsmeI Wodd 1 TBD On-Line Leamlng Conference 1 T0D 1.500 5.400 2.500 Clas confarencs 1 Viaona. Canada Pmjsct Leadenhip Conference I TBD 2,400 1.500 FlaNET Users Conference 1 Washington 0. C. AllM Confemnce 1 NawYork. NY 2.200 2.MO Library Conference NEC Uoen Conference 1 T0D 2 TBD 4.500 1,000 Hams Usem Conference 1 T0D 2.000 32,100 2 SaiiLakeCQ, Utah I )TOTAL OTHER FUNDS I 45.850 21 0 ADpropriation: 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 Budqet: A budget in which planned expenditures do not exceed planned funds available. Beainninq/Endina Fund Balance: Unencumbered resources available in a fund from the priorkurrent 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. M: 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 lmorovement Proaram: A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the City between the present to buildout. Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more than one year, such as automobiles, and office furniture, which appear in the Operating Budget. Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as enterprise funds and internal service funds. Debt Service: The payment of principal and interest on borrowed funds such as bonds. Department: An organizational unit comprised of programs or divisions. Examples include the Police Department. Library Department, and Human Resources Department. Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred. Enterprise Fund: A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure: The actual spending of funds set aside by appropriation for identified goods and services. - Fee: A general term used for any charge levied by government for providing a service or permitting an activity. year is July 1 to June 30. Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal 21 I 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. Grant: Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Growth Manaqement Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Manasement Standards: Standards for acceptable service levels which have been established for eleven public facility categories. lnterfund Transfers: Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund: A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. supplies and services which are normally used within the fiscal year. Maintenance and Operation: A general category used for classifying expenditures for materials, Ooeratinq Budqet: The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Ooeratins 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. 212 213