Loading...
HomeMy WebLinkAbout2002-06-18; City Council; 16798 Exhibit 2; Operating Budget & CIP 2002-03City of Carlsbad 2002-03 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 Photos on Cover: top lee to bonom right: Fire vehicles in front of original fire station (early 196Osj. Twin Inns (1970's). Carlsbad High School Junior Varsity cheerleaders (1959), Carlsbads Liffle league (1960'sj, Building department Christmas card (1974). Carlsbad Triathlon professional division swim start (2001). Architectural rendering of Carlsbad City Hall Administration Building CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS Readers Guide to the Budget ................................................................................................................... i Councils Five-Year Vlslon Statements .................................................................................................... ii About the City of Carlsbad ..................................................................................................................... iii Organization Chart ................................................................................................................................. iv BUDGET OVERVIEW City Manager's Transmittal Letter ....................................................................................................... A-I 2002 - 03 Budget Highlights ............................................................................................................... A-3 Budget Summary .............................................................................................................................. A-I7 Personnel Allocations ....................................................................................................................... A-I8 2002 -03 Budget Calendar ............................................................................................................... A-20 Budget Awards A-21 .. OPERATING BUDGET Overview ............................................................................................................................................. 8-1 Projected Fund Balances .................................................................................................................. 8-14 Revenue Estimates ........................................................................................................................... 8-16 Budget Expenditure Schedule ........................................................................................................... 8-23 Proaram Summarles Policv 8 Leadershir, GrouD Policy and Leadership Group Summary .................................................................................... 8-27 City Council ............................................................................................................................... 8-26 City Clerk .................................................................................................................................. 8-30 City Treasurer ........................................................................................................................... 8-31 City Manager ............................................................................................................................ 8-33 Public Information ..................................................................................................................... 8-35 City Attorney ............................................................................................................................. 8-36 Administrative Services Administrative Services Summary ............................................................................................. 8-37 Administration ........................................................................................................................... 8-38 Finance ..................................................................................................................................... 8-39 Purchasing ................................................................................................................................ 8-41 Workers' Compensation ............................................................................................................ 8-45 Human Resources .................................................................................................................... 8-43 Risk Management ..................................................................................................................... 8-46 Health Insurance ....................................................................................................................... 8-47 Records Management ............................................................................................................... 8-46 Information Technology ............................................................................................................. 8-50 Miscellaneous Non-Departmental ............................................................................................. 8-52 Public Safety Public Safety Summary .............................................................................................................. 8-53 Police Department Summary .................................................................................................... 8-54 Administration ........................................................................................................................... 8-57 Community Services ................................................................................................................. 8-59 Field Operations ........................................................................................................................ 8-56 Canine ...................................................................................................................................... 8-61 CITY OF CARLSBAD. CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS Public Safety (Continued) InvestigationslField Evidence .................................................................................................... 8-62 VicelNarcotics ........................................................................................................................... 8-63 YouthlSchool Programs ............................................................................................................ 8-64 Family Services ......................................................................................................................... 8-66 Support Operations ................................................................................................................... 8-68 Communications Center ............................................................................................................ 8-69 Various Asset Forfeiture ............................................................................................................ 8-70 Bicycle Patrol ............................................................................................................................ 8-71 Fire Department Summary ........................................................................................................ 8-72 Administration ........................................................................................................................... 8-74 Emergency Operations ............................................................................................................. 8-75 Weed Abatement 8-77 Fire Prevention 8-76 Disaster Preparedness .............................................................................................................. 8-78 Communitv DeveloDment Community Development Summary .......................................................................................... 8-79 Administration ........................................................................................................................... 8-80 Geographical Information System ............................................................................................. 8-84 Economic Development ............................................................................................................ 8-85 Housing & Redevelopment Summary ....................................................................................... 8-87 Affordable Housing ................................................................................................................... 8-88 Rental Assistance ..................................................................................................................... 8-89 Community Development Block Grant ...................................................................................... B-90 Redevelopment Operations Village Area ................................................................................... 8-91 LowlModerate Income Housing Village Area ............................................................................. 8-93 Redevelopment Operations South Carlsbad Area ..................................................................... 8-94 LowlModerate Income Housing South Carlsbad Area ............................................................... 8-95 Community Services Community Services Summary ................................................................................................. 8-97 Library Summary ....................................................................................................................... 8-98 Georgina Cole Library ............................................................................................................. 8-100 Dove Library ............................................................. ; ............................................................. 8-101 Technical Services 8-105 Centro de InformaCion 8-104 Collection Development & Acquisitions ................................................................................... 8-106 Media Services ....................................................................................................................... 8-107 Adult Learning Program .......................................................................................................... B-108 Cultural Arts Summary ............................................................................................................ 8-109 Sister City ............................................................................................................................... B-112 Recreation Summary .............................................................................................................. B-114 Property and EvidencelRecords ................................................................................................ 8-65 Task Force ................................................................................................................................ 8-67 .......................................................................................................................... ...................................................................................................................... Land Use Planning & Planning Commission ............................................................................. 8-82 Building Inspection .................................................................................................................... 6-86 GenealogylLocal History ......................................................................................................... 8-103 ............................................................................................................. .................................................................................................................. Arts Office ............................................................................................................................... 8-110 Special Events ........................................................................................................................ 8-1 13 Park Planning & Recreation Management ............................................................................... 8-1 16 Recreation Fee Supported ...................................................................................................... b-118 . . . . . . . . . . . . . . . . I . I . . . . . . . . . . . . 7 . . . CITY OF CARLSBAD. CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS Communitv Services (Continued) Recreation -Aquatics ............................................................................................................. B-120 Recreation . Agua Hedionda Lagoon Permits ......................................................................... 8-122 Senior Programs ..................................................................................................................... B-125 Recreation Operations ............................................................................................................ 8-123 Public Works Public Works Summary ........................................................................................................... 8-127 Administration ......................................................................................................................... 8-128 Engineering ............................................................................................................................. b-130 Storm Water Protection ........................................................................................................... 8-133 General Services Summary .................................................................................................... B-135 Park Maintenance ................................................................................................................... 8-137 ... Facllltles Maintenance ............................................................................................................. 8-139 Street Tree Maintenance ......................................................................................................... 8-141 Median Maintenance ............................................................................................................... 8-142 Vehicle Maintenance ............................................................................................................... 8-143 Vehicle Replacement .............................................................................................................. B-145 Carlsbad Golf Course .............................................................................................................. 8-146 Maintenance & Operations Summary ...................................................................................... 8-147 Traffic Signal Maintenance 8-151 Street Maintenance 8-149 Street Lighting ......................................................................................................................... 8-152 Buena Vista Channel Maintenance ......................................................................................... B-I 53 Water Operations .................................................................................................................... B-154 Wastewater Operations ........................................................................................................... 8-156 Solid Waste Management ....................................................................................................... B-157 ................................................................................................................. ...................................................................................................... CAPITAL IMPROVEMENT PROGRAM Overview ........................................................................................................................................... C-I Future Growth ................................................................................................................................... C-2 Revenues ......................................................................................................................................... C-3 Capital Projects ................................................................................................................................. C-5 Capital Projects 2002-03 to Buildout ................................................................................................. C-5 Capital Projects . The Next Five Years ............................................................................................ C-8 Summary .......................................................................................................................................... C-9 Growth Management Plan .............................................................................................................. C-IO California Assembly Bill 1600 (AB 1600) ......................................................................................... C-11 Detail Schedule of Capital Projects by Category ............................................................................. C-12 Capital Funds Projected Fund Balances for FY 2002-2003 ............................................................. C-13 Capital Revenues Actual and Estimated ......................................................................................... C-14 Capital Funds Budget Expenditure Schedule ................................................................................. C-15 Capital Improvement Program Analysis of Available Balances 2002 to Buildout ............................. C-18 Glossary of Capital Project Funding Sources .................................................................................. (2-47 . i . CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS APPENDICES Planned Major Capital Outlay Items 2002 - 2003 ............................................................................. D-1 Miscellaneous Statistical Information ................................................................................................ D-6 Accounting Systems and Budgetary Control ..................................................................................... D-7 Resolution Adopting the Budget ......... ; .............................................................................................. D-8 Gann Limit Resolution ..................................................................................................................... D-11 Glossary ......................................................................................................................................... D-13 Out of State Travel Requests 2002 - 2003 ....................................................................................... ~3 READER’S GUIDE TO THE BUDGET This budget document has been designed to provide the public concise and readable three major sections: The Overview. the Operating budget and the Capital Improvement information about the City of Carlsbads 2002-03 budget. The budget is separated into Program. Overview The beginning of the budget document contains the City Manager’s transmittal letter and overview information. The overview information will provide summary data to the reader for both the Operating budget and the Capital Improvement Program, as well as information on personnel allocations and debt management issues. ODeratina Budaet The ODerating budget section has 7 tabbed sections providing the summary information and budget iiform&ion for each of the 6 major service areas. The Operating budget summary section begins with an overview of the revenue assumptions and the policies used to develop the budget. The overview is followed by tables providing detailed separated by major service areas, which are Policy and Leadership Group, information on fund balances, expenditures and revenues. The following sections are Administrative Services, Public Safety, Community Services, Community Development, and Public Works. Within these broad categories, the budget is organized on a departmental basis. Summaries, financial and descriptive, are included for department groups containing more than one program. The summary page is followed by detailed program information. Some departments consist of one program only, and thus only one page is included for them. For each program, a financial history and the 2002-03 budget figures are presented. Also included are narrative statements describing program activities, associated workload measures or performance objectives, key achievements for 2001-02 and key goals for 2002-03. CaDital ImDrovement Program The Capital Improvement Program (CIP) is located in the back of the budget document. An overview of the CIP provides general information about the process used in preparing the budget for capital projects and describes how development information is used to project future revenues that fund these projects. In addition, major CIP projects expenditure tables by funding source and a detailed project expenditure schedule listing are highlighted and discussed. The next section contains summary revenue and the cost and timing of each future and current CIP project. Following this schedule are fund summary pages, which list the revenues and detail expenditures by fund, thus providing cash flow information and annual projected fund balances for each capital improvement program fund. ADDendices The ADDendices contain a detailed listing of the 2002-03 Capital Outlay items by department. Travel detail is presented next, so that Council may review and approve these requests. The last section of the Appendices provides information on the Gann Limit, budget process, accounting system and budgetary control, the adopted Resolution for the budget, and a glossary. i COUNCIL VISION STATEMENTS Carlsbad Citv 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 while encouraging active citizen participation and involvement with the City Council, and the operates an open government for the betterment of the community in a non-partisan manner City’s Boards and Commissions. Carlsbad efficiently and effectively. . delivers topquality public services, manages environmental concerns proactively, including: open space water qualitylconservation 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 lifelong learning are supported and embraced for people of all ages. ii ABOUT THE CITY OF CARLSBAD The City of Carlsbad is a unique coastal community located 35 miles north of the City of San Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a five-member City Council under the CouncillManager form of government. Although the "village" dates back more than 100 years, Carlsbad incoroorated in 1952 as a General Law citv. Currently, the City is about two-thirds developed and is expected to grow from a population of 88,000 to 117,000 once its 42 square miles are built out. Industries in the area include a major regional shopping center, a specialty outlet Center, 20 auto dealers, 31 hotels offering 3,300 rooms for tourist lodging, high technology, multimedia and biomedical businesses, electronics, golf apparel and equipment manufacturers, several business and light industry parks, and numerous land developers building single and multi-family housing in a variety of community settings. The City provides the full range of services normally associated with a municipality including police, tire, parks and recreation, library, planning and zoning, building and engineering, various maintenance services and administration. The City provides water services through the Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is provided through a franchise agreement with a local refuse collection service. In addition to the usual City services, Carlsbad offers a wide variety of programs to help local residents and businesses. The City operates the Village Redevelopment agency that encompasses 0.4 square miles of the downtown area. The South Carlsbad Coastal Redevelopment area is just south of the Village Redevelopment area and fronts the Pacific Ocean. In addition to the redevelopment project areas, the agency operates a housing authority that provides housing assistance to 578 low income families. The City's literacy program, funded by the General fund, provides adult education to local area residents. Older Carlsbad residents receive assistance through the City's senior citizen programs. Also, the City provides major support for the Convention and Visitors Bureau and the hiring center. School programs and facilities are provided by four different school districts located within the City boundaries. Although the City Council has no direct control over these school districts, the Council recognizes the importance of quality school facilities and programs to Carlsbad's residents. The Council has worked closely with the schools in the past and staff continues to meet with them on a regular basis iii ~ City of Carlsbad To the Honorable Mayor and City Council: 2002-03 BUDGET TRANSMITTAL I am pleased to submit the 2002-03 Operating and Capital Improvement Program $174.5 million. Of the total budget, $140.2 million (79%) will be used to finance the budgets for the City of Carlsbad, which total $178.2 million, with projected revenues of operations of the City while $38 million (21%) will go toward the construction of capital improvements throughout Carlsbad. Our goal has been to prepare a comprehensive financial plan for all services, programs, and capital projects, which will assist the Council in the achievement of its vision for Carlsbad. As part of the budget process each year, the state of the economy is reviewed to determine how it may affect the City’s revenues for the upcoming year. The past year has been a rough one, both financially and emotionally. It began with the nation in a recession and uncertain as to how long and how deep it would go. This was aggravated by the tragic events of September llth that, among other things, accelerated the decline of a tourism industry already feeling the effects of the recession. The drop in tourism affected both the City’s transient occupancy taxes as well as its sales taxes. Finally, in the beginning of 2002, the seriousness of the State’s budget deficit began to come to fading exports, the State is now facing a deficit of about $23.6 billion (30% of its General light. Hard hit by the declines in stock market-related income, soaring energy prices, and fund). At this time, a State budget has not been adopted. The effect of the imbalance in the State’s budget on Carlsbad remains as one of the biggest unknowns this year. City revenues are at risk. Despite the hardships of the past year, Carlsbad has continued to experience revenue growth, with a 5.8% increase in the General fund revenues likely for fiscal year ‘02. The recession has been mild and it appears that a slow recovery has begun. Revenue growth will be modest in the upcoming year with only a 1% increase projected as the economy continues on its slow, and sometimes bumpy, recovery. The 2002-03 budget provides funding for a number of new programs and service enhancements that will allow the City to meet its goals for the upcoming year. The focus this year is on the continued implementation of the 177 capital improvement projects with total appropriations for fiscal year 2002-03 expected to exceed $175 million. The development experienced by the City over the past several years has provided the funding to expand the park system with the addition of five new parks under construction greatly enhance the transportation system in the City. A large number of resources in the over the next five years. The City will also begin work on various road segments that will operating budget will be dedicated to meeting the development schedule for these and many other projects contained in the Capital Improvement Program. One of the results of new development is higher growth in operating revenues. New houses and businesses mean more property taxes, greater transient occupancy taxes, additional business license tax as well as increases in a number of other revenue sources. These help to offset the cost of providing services to the developments. As the City builds out and development begins to decline, the growth in operating revenues 1200 Carlsbad Village Drive - Carlsbad, CA 92&36-1989 - (760) 434-2821 FAX (760) 720-9461 @ will also slow. With an aggressive capital improvement program underway, careful management will be required to insure that the City continues in good financial health as it adds new facilities and services. One of the newer systems in place to keep the City financially strong is the Infrastructure Replacement fund. This system was set up to insure that funds are available when needed to replace the City's streets, sidewalks and other infrastructure. The city of Carlsbad is relatively new so it has not yet experienced the significant cost of replacing the infrastructure as it ages. We are just beginning to experience the high cost of major repairs on some of our older roads. The Infrastructure Replacement fund will be used to This year's budget includes a $3.5 million transfer for this program. accumulate funds and pay for the replacement of the City's infrastructure in the future. As always, the provision of top quality public safety services is essential to achieving Council's goals for the City. The needs have been evaluated and the budget recommends the addition of seven new positions to the police department to maintain Carlsbad's excellent services. Over the City's past 50 years, Carlsbad has continued to grow and prosper as a result of the vision and leadership of the City Council. The Council's commitment to their vision, and their willingness to provide the funding to achieve it, has resulted in a highly desirable City in which to live and work. The 2002-2003 operating and capital budgets continue to provide for a high quality of life for current citizens as well as laying the groundwork so that future generations will also be able to enjoy the benefits of our community. I would like to express my appreciation to the City Council for providing the direction and support which are crucial to the ability of the City to achieve its goals. I would also like to recognize the contributions of the City staff for not only creating a successful operating plan and capital improvement program; but, also for their commitment to providing top- quality services to all who live, work and play in Carlsbad. Their efforts are critical to the City's ultimate success. I offer them my thanks for a job well done. RAYM~ND R. PATCHETT City Manager June 18,2002 A-2 CITY OF CARLSBAD BUDGET HIGHLIGHTS revenues. This budget allocates the resources for the operations of all City programs. The Capital Improvement Program (CIP) assesses the City's long-term capital needs and identifies potential revenue sources to meet these needs. The 2002-03 CIP contains the current year budget allocation of $38 million and outlines approximately 177 future projects at a total cost of $353.3 million through build-out of the City. Capital revenues for the 2002-03 fiscal year are estimated at $32.9 million. The capital projects include parks, civic facilities, as well as all infrastructure needs anticipated for the future which are not expected to be constructed by developers. The budget overview on the following pages will provide the reader with a good understanding of the budget process and the economic profile of the city as well as with a broad overview of the services and projects planned for the 2002-03 fiscal year. This section also addresses debt management including a schedule of the outstanding bond issues. More detail on the City's numerous programs and projects can be found throughout the remainder of the document. BUDGET PROCESS 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 special emphasis during the year. Once these are developed, staff develops operational goals based on Council's direction. These operational goals are the basis for the development of the operating budget. Carlsbad's operating budget City of Carlsbad 2002-2003 Strategic Goals services on a daily basis. Top Qualip Services - Be a City that provides exceptional transportation system, which includes public transportation, and which Transportation - Provide and maintain a multi-modal moves gwds, services and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Communi@ Development - 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. Parkdopen Spaceflrails - 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. recycled water system leading to a drought-resistant community, in the Water - Ensure reliable, high quality, diversified potable and most cost effective manner. Environmental Management - Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treahnent, solid waste and efficient use of energy including alternative energy. Finance - Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. informed, leading to a more responsive government and a higher level Communication - Ensure that citizens, staff and Council are well of confidence in government. Learning - Promote and support continuous learning opportunities within the community and the City organization. allocates the revenues generated through taxes, fees and other charges to the various programs and services provided by the City to the community. The operating budget is a tool that guides the achievement of Council's vision and goals for the City. It allocates the resources and sets the priorities for all of the programs offered by the City. Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and play. A4 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 by manufacturers in order to keep inventories down. The terrorist attacks on September 1 further aggravated these factors causing a steep drop off in both business and pleasure travel. 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 uncertainties early in the year associated with threats of rolling blackouts. Hardest hit in California was the Bay Area. The San Francisco and San Jose regions suffered significant job losses during this time period, while most of Southern California, with the exception of Los Angeles, saw modest job growth. The State Department of Finance forecasts that the State's 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. The leading indicators for San Diego rose 1.2 percent in February, which is the latest For the San Diego region, the worst of the very mild recession seems to be about over. 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 in line with the previous forecast for a rebound in San Diego's economy in the second half of 2002. The outlook is for continued slowing in the first half of the year, with the unemployment 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." City of Carlsbad Median SFD Home Prices 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 (TOT or hotel taxes) are depressed as a result of the set backs in the travel industry. the City's General fund revenues CITY OF CARLSBAD BUDGET HIGHLIGHTS are still expected to grow by 5.8% for the 2001-02 fiscal year. A 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 the operating budget overview. Without the increase in franchise taxes, the growth would have been 270, 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 tax revenues, with lesser growth in other revenues and declines in the development related revenues. 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; however, most of the decline was duk to a lack of supply rather than a lack of 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 assessed values in the City stand at over $13 billion, double what they were just 5 years ago. Although this accelerated pace is expected to level out over the next few years, the City still expects 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 heiD Day for City Thousands Source: CALIFORNIA RETAIL SURVEY services. Carlsbad is home to Car Country Carlsbad - an auto mall, the Carlsbad Company Stores - a specialty outlet center, Plaza Camino Real - a regional shopping mall, a Costco center, 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 A-6 CITY OF CARLSBAD BUDGET HIGHLIGHTS openings, available hotel rooms in the City will total about 3,400. 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. Despite the evidence of a recovery on the way, it does not look like it will happen soon enough to help the state of California through its budgetary woes. The May revision of the Governor's 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 Governor's May Revision recommends eliminating the reimbursement for booking fees (about $200,000 to Carlsbad), a 3.5% shift of Redevelopment Agency tax increment to the State (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 population. In the past years, the State gave a tax cut to the citizens of California by reducing the VLF rate by 67%. At this time, the State is backfilling (reimbursing) local governments for the loss of this revenue from the State's General fund. 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. Regardless of what happens at the State level, Carlsbad is positioned well for its future. It is the Council's goal to insure that the City remains in good financial health and there are a number of steps the City has taken to attain that goal. One of these is the Growth Management Plan. This plan was adopted by the 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. In addition to the Growth Management Plan, the City also prepares a long-term financial model for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is imperative that we plan for the impacts of 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 pay for the various projects and calculates the anticipated operating budget impacts. In this way, we can anticipate the effects of development from both a capital and an operating perspective. One of the newer initiatives the City has undertaken to assure its financial health is the development of an Infrastructure Replacement fund. With this fund, the City has begun to set aside money on an annual basis for major maintenance and replacement of its A-7 CITY OF CARLSBAD BUDGET HIGHLIGHTS revenues include motor vehicle license fees, state mandated cost reimbursements and homeowner’s exemptions. Intergovernmental revenues are estimated at $6.4 million for the upcoming year. Licenses and permits account for $1.6 million of the General fund revenues and include building permits and other development related permits. Charges for services are estimated to be $5.3 million, a 7% decrease from last year, and include fees for engineering, planning, building, recreation, and ambulance services. Development revenues are expected to be less this year not due to economic restraints but rather because there are simply less new developments ready to build. Other revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $4.1 million, or 5%, of the General fund revenue. Income from investments and property are estimated at $3.7 million, or 4%, of the total revenues. Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.6 million for 2002-03. Funds collected in this category are legally restricted to specified purposes. Examples of funding resources include donations, grants and special assessments. The types of functions supported with Special Revenue funds include programs such as Section 8 Housing Assistance, Housing Trust fund, Community Development Block Grants (CDBG), maintenance and assessment districts and the Storm Water Protection Program. Enterprise Funds Enterprise fund revenues make up the second largest revenue group, totaling $29.8 million. Enterprise funds operate similar to a business in that they charge fees to cover the cost of their services. Examples of the City’s enterprises include water and sanitation services and solid waste management. lnternal Service Funds Internal Service fund revenues, projected to be $12.7 million, are derived from charges to the City programs that benefit from the services rendered. The funds collected must be used specifically to support the internal service. Examples of the City’s Internal Service funds include Liability, Health Insurance, Records Management, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Agency Redevelopment Agency revenues, estimated at $2.6 million, come mainly from property taxes collected within the redevelopment area. Carlsbad has two redevelopment areas. The original area consists of 204 acres located in the downtown “Village Area” of the City. The overall goal of the Village area redevelopment project is to create a pleasant, attractive, accessible environment for living, shopping, recreation, civic, cultural and service functions through the elimination of blighting influences, and through restoration and new, privatelpublic development forms which preserve and enhance the existing character of the Village Area and surrounding community. The second redevelopment area encompasses the land on which the Encina power plant is located as well as additional parcels south of the plant. Development of a master plan for this area will begin in the 2002-03 fiscal year. Funds collected within the redevelopment areas must be used to repay the debt incurred and administration of the Agency. - - - - - A-10 ~~ r" e L CITY OF CARLSBAD BUDGET HIGHLIGHTS ODeratina Budaet by Proararn The total operating budget for the City equals $140.2 million, which is 2.7% less than the 2001-02 final budget. The operating budget is categorized by major service area (MSA). Five MSAs have been identified which represent the key businesses of the City. The following graph shows the operating budget for each of the MSAs. $140.2 MILLION I Policy 8 Admin. Public Comm. Dev. Comm. Leadership Services Safety Services Works Canting. Non-DepV I Total funding allocated for the Policy and Leadership Group for 2002-03 is $3.7 million. This MSA encompasses all elected officials and the chief executive offices for the City. These include the offices of City Council, City Manager, Public Information, City Clerk, City Attorney, and City Treasurer. A % time Video Production Manager position was added to expand the City's communication efforts. In addition, a Volunteer Coordinator position was added to increase the oversight and coordinate the use of volunteers in the City. The Administrative Services MSA, with a budget of $16.8 million, includes finance, records management, human resources, purchasing, information technology, health insurance, risk management, and workers' compensation. These departments mainly provide services to internal City departments. One new position has been added in the information technology department to assist with desktop support. Public Safety services are funded at $28.8 million and include all the police and fire programs such as police patrol, vicehar- cotics, juvenile diversion and DARE programs, fire prevention, emergency operations and disaster preparedness. The 2002- 03 budget includes seven new positions in the police department mainly based upon the anticipated growth in the City. These positions include a two patrol officers. a DUI officer, an ID Thefl Investigator, two communications officers and a special events coordinator. A-11 CITY OF CARLSBAD BUDGET HIGHLIGHTS Community Development, with a budget of $14.3 million, provides the services that guide and oversee the planning and development of Carlsbad as depicted in the City's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the foundation upon which all land use decisions are based. Also included under Community Development are the housing and redevelopment programs. A Planning Technician Intern position was added to provide employees with career growth opportunities and to develop a pool of qualified in-house candidates to compete for vacant planning technician positions as they arise. Community Services, with a budget of $14.3 million, is made up of the library, recreation, cultural arts and seniors programs. These programs are provided to a wide range of people and assist in their education and cultural development. The 2002-03 budget includes the conversion of 1.75 part time positions in the library to full time. In addition, the Recreation department is adding an Office Specialist position to staff the front counter at the Swim Complex and a Management Assistant position to oversee the development and distribution of the Community Services Guide. In addition, with the opening of Carrillo Ranch Park next spring, the budget includes a contract curator position to manage the programs at this new facility. The service area requiring the largest amount of funds is Public Works with a budget of $52.5 million. Public works is responsible for the building and maintenance of all of the City's infrastructure and facilities and for the provision of utility services. It is comprised of the engineering, parks, streets, facilities, fleet, water and sewer departments. Two new positions have been added in Public Works, a Park Maintenance Worker to staff Poinsettia Park, and a Office Specialist to assist with the Storm Water Protection Program. The Non-Departmental and Contingency accounts total $9.9 million and include programs benefiting the City as a whole such as community promotions, community contributions, assessment services, transfers to other funds and Council's contingency account. Included in the non-departmental group is a $3.5 million transfer to the Infrastructure Replacement fund. This program sets aside funds for the replacement of the City's base infrastructure. The contingency account, which is available to Council for emergencies and unforeseen program needs that arise during the year, is budgeted at $2.5 million. This is lower than the amount adopted in the 2001-02 budget. In total, the contingency account amounts to 2.5% of the General fund budget. CAPITAL IMPROVEMENT PROGRAM The City of Carlsbad's Capital Improvement Program (CIP) is a long-range planning document, which outlines the expenditure plan for current and future capital projects and the corresponding revenues to pay for those expenditures. Projects in the CIP consist primarily of new construction or major maintenance and replacement of City facilities such as parks, roads, civic facilities such as libraries, police and fire stations, and sewer, water and drainage facilities. The Capital Improvement Program for 2002-03 totals $38 million in new appropriations. Some of the notable capital projects included in this year's budget are described below: Park Development A-12 CITY OF CARLSBAD BUDGET HIGHLIGHTS' The design of Alga Norte Park located in the southeast quadrant is planned in 2002-2003. The first phase of development (about 20 acres) will include ball fields, soccer fields, tennis courts, picnic areas and tot lots. Construction of Larwin Park located in the northeast quadrant is scheduled. This 22-acre park will encompass mainly passive uses including trails and tot lots Aviara Community Park is located in southwest quadrant. An additional appropriation of $1 million is included in the budget to begin construction of this 24-acre park site. The park is planned to include ball fields, soccer fields, basketball courts, picnic areas and tot lots, and a community facility. Funds are included in the budget to begin planning and design of the Pine School park site which is located in the northwest quadrant of the City. An extensive community outreach program with local residents and various organizations will be implemented to gather public input for the ultimate design of the park. .- Civic Proiects ADA projects will receive about $326,000 in funding for improvements at Cannon Park, Holiday Park, and other locations throughout the City. Design of the Coastal Rail Trail will continue. This non-motorized pathway will be located within the San Diego Northern Railway right-of-way extending from Oceanside to downtown San Diego and will accommodate bicyclists, joggers, and roller-bladers. The City expects to receive and additional $1 10,000 in grant funding in 2002-03 to pay for the design. B An additional $264,000 will be added to fund the Village Public Parking Enhancement Program to increase availability of parking and examine ways to better utilize existing parking in the downtown area. Streets and Traffic Signals Construction of several major street projects is included in the CIP, which, once constructed, will improve the flow of regional and local traffic throughout the City. Projects receiving appropriations in 2002-03 include College Boulevard east of El Camino Real and the Rancho Santa Fe Road widening and realignment project. In addition, next year's Capital Improvement Program includes $7.7 million in funding for street maintenance andlor reconstruction projects. There are nine new traffic signals funded in the next fiscal year at a cost of about $1.2 million. In addition, three older traffic signals along El Camino Real will be replaced at the intersections of Plaza Drive, Marron Road, and Hosp Way. A-I3 CITY OF CARLSBAD BUDGET HIGHLIGHTS Sewer, Water and Drainage Facilities The Vista-Carlsbad Sewer Interceptor project will receive additional funding for construction of an interceptor which will be located inside a bridge structure across the Agua Hedionda Lagoon. In addition, the CIP includes funding for the rehabilitation of the North Agua Hedionda Interceptor. The CIP also includes the City’s share of costs for the Encina Sewer Treatment Plant and related projects to pay for expansion of the sewer system, flow equalization, and building improvements. Drainage facilities along the planned College Boulevard and Cannon Road extensions are included in the budget at a cost of $2.6 million. Construction of waterlines are included in the CIP for the following locations: 9 College Boulevard from Cannon Road to Carlsbad Village Drive 9 El Camino Real from Cassia to Poinsettia Lane El Camino Real from Faraday Avenue to Cougar Drive . A recycled water system is being developed to serve the industrial park area, and to increase the City’s water supply and reduce dependence on external suppliers. Funding for the project will come from grants and loans, which will be repaid from water sales. The project is estimated to cost about $37 million once complete. The appropriations for this project were made towards the end of 2001-02, and are therefore not included in the total new appropriations amount. STAFFING The 2002-03 budget includes a total of 642.75 permanent positions (both full time and X- time positions) and 145.67 part-time positions (in full-time equivalents). This is an increase of 15.5 permanent positions and 3.27 part-time positions (in full-time equivalents). DEBT MANAGEMENT ISSUES The use of debt has always been a primary issue in the development of the Capital Improvement Program and the policies to implement the Growth Management Program. Over the years, the City has issued millions of dollars of bonds and Certificates of Participation (COPS) to fund streets, buildings, sewer and water facilities, open space acquisitions and other infrastructure projects. The City is continually evaluating its outstanding debt as well as potential future issues to insure that interest costs are kept at a minimum and the use of the bond funds is appropriate. A-14 CITY OF CARLSBAD BUDGET HIGHLIGHTS The following table identifies the debt the City has issued, the outstanding principal, the 2002-03 principal and interest payments and the scheduled year of payoff. City of Carlsbad Debt Outstanding Outstanding 2002/03 Final ReDavment Original Principal Payment Paymeni lond Name ioirce Bondlssue At 6/30/02 Pal FY 1997 HOSD Grove Refunding Certificates of General fund $ 6,595,000 $4,515,000 $754,351 2009 Participation 1997 CMWD Refunding - Certificates of Water $ 7,400,000 $2,295,000 $ 1,219,860 2004 Participation Enterprise 1996 Refunding Encina JPA Sewer Expansion Sewer $ 11,080,000 $8,870,000 $ 936,199 2014 Enterprise 1993 Redevelopment Tax Allocation Bonds Redevelopment $ 15,495,000 $13,540,000 $ 1,043,777 2024 Subtotals $40,570,000 $29,220,000 $3,954,187 1997 Reassessment District College 8 Alga Assessment $18,475,000 $10,805,000 $1,701,111 2012 District 1997 Carlsbad Ranch Assessment $ 10,175,438 $9,085,000 $751,898 2023 District 1998 Rancho Carrillo Assessment $ 19,600,000 $ 18,835,000 $ 1,745,619 2028 District Subtotals $48,250,438 $38,725,000 $4,198,628 Totals $88,820,438 $67,945,000 $8,152,815 Of the total debt outstanding, only $4.5 million will be paid back with General fund monies. Annual debt service payments from the General fund average approximately $750,000. The remaining debt will be repaid from water and sewer revenues and from property owners benefiting from the improvements built with bond proceeds. In addition to the existing issues, the City is considering using debt to fund several new projects. These include the following: Community Facilities District: In May 1991, the property owners approved a Mello-Roos financing district, called Community Facilities District No. 1 (CFD). Approximately $109 million in capital projects will be financed using this mechanism, most of them without the issuance of debt. The new city of Carlsbad city hall is scheduled for construction A-15 CITY OF CARLSBAD BUDGET HIGHLIGHTS sometime during the period of 2006-201 1. Available CFD cash balances will be used to pay for the design and construction costs, and if necessary, a bond will be issued to supplement any deficiency. The project will proceed following a thorough review. Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf course in the industrial corridor. Funding for the development of the course may be provided through the use of COPS or other City-issued debt to be repaid from revenue generated through the operation of the course. Various development options are being considered, thus, the amount and timing of any debt issue is unknown. New Road Construction: In order to assist in the completion of various major road segments, the City is often asked to form financing districts that will spread the costs of the public improvement over those properties that are benefiting from the improvements and have them paid over a period of time. The City is considering three such requests at this time. The requests are to finance the road improvements for the connection of Poinsettia Lane and El Fuerte, College Blvd. and Cannon Road, and Melrose Ave. and Faraday Ave. If the requests are approved by the City Council, tax-exempt bonds may be issued for these projects over the next three years. Repayment of the bonds will come solely from the property owners within the Financing Districts. It is not anticipated that the City will have any obligation for the repayment of the bonds from general City funds. SUMMARY The City of Carlsbad has weathered the latest recession with minimal impact on its residents. There are still a number of uncertainties on the horizon: however, due to the early planning and foresight by City Council and residents, the City has a sound economic base from which to grow. As the population has increased, so have the resources that allow the quality of life in Carlsbad to be maintained. Despite the recession, the majority of the City’s base revenues have continued to grow. The increased job opportunities from the development of the industrial and commercial areas is creating a higher demand for housing which will continue to increase the property taxes. Sales taxes and transient occupancy taxes were boosted by the opening of the Four Seasons Resort in 1997; the Carlsbad Company Stores, a specialty retail mall, in late 1997 with an expansion in 1999; Legoland in early 1999; as well as growth in other hotels and restaurants. Although, the tourism industry declined in the past year, it is expected that travel will pick back up in the upcoming year. In addition, the development revenues are providing the funding to pay for the services provided to the building industry and to offset the cost of capital improvements needed to serve the growing population. All of these events add to the diversity and strength of Carlsbad’s economic base that will provide the funding for additional services needed to maintain the quality of life in Carlsbad. The requests in this year’s budget reflect the anticipated achievement of Council’s vision and goals for the City. It allocates the available funding in a manner that proactively plans for the future. This plan will insure top quality services are provided to all who live, work and play in Carlsbad. 7 A-I6 BUDGET SUMMARY I FISCAL YEAR 200243 PROJECTED BALANCE ESTiMATED ADOPTED PROJECTED BALANCE PROGRAM AREA JULY 1,2042 REVENUES BUDGET TRANSFERS JUNE 30.2043 OPERATING BUDGET FUND Administrative Sewices Policy I Leadership Group Public Safety Community Development Community Sewices Public Works Non Departmental 8 Contingencies $3,714,161 28,834,461 16,778,882 14250,727 14.247209 52,484,180 9,918,303 PITAL IMPROVEMENTPROGRAM iscal Year2002-03 $251,157,244 $32,868249 001-02 Continuing Appropriations 937,971,744 I FISCAL YEAR 200142 I PERATING BUDGET olicy I Leadership Group 53,175,814 dministrative Services 14,296,329 26,957.755 ommunity Development 13.039.477 mmunity SBrVicBS 12.823.895 48,667,092 an Departmental 8 Contingencies 6,647,465 (1,500,000) CAPITAL IMPROVEMENTPROGRAM Fiscal Year 2001-02 $244,283,779 $79,015,293 $73,641,828 $1,500,000 $251,157,244 PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 ADJUSTED OVER BUDGET FINAL PRELIMINARY BUDGET (UNDER) 2Wl-02 MAJOR SERVICE AREA 2001-02 2002-03 ALLOCATED POLICY AND LEADERSHIP GROUP I CITY COUNCIL CITY MANAGER CITY TREASURER PUBLIC INFORMATION ClN CLERK CITY ATTORNEY ]ADMINISTRATIVE SERVICES 1 ADMINISTRATION RECORDSMANAGEMENT INFORMATION TECHNOLOGY FINANCE PURCHASING RISK MANAGEMENT HUMAN RESOURCES a WORKERS COMP )PUBLIC SAFETY 1 POLICE FIRE COMMUNITY DEVELOPMENT I COMMUNIN DEVELOPMENT ADMINISTRATION BUILDING INSPECTION ECONOMIC DEVELOPMENT GEOGRAPHIC INFORMATION PLANNING HOUSING AND REDEVELOPMEN1 COMMUNITY SERVICES i CULTURAL ARTS LIBRARY RECREATION SENIOR PROGRAM lPUBLlC WORKS 1 ADMINISTRATION ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE a OPERATIONS FULL AND 3/4 TIME LABOR FORCE 6 1 0.75 1 0 7 2 6 21 15 6 2 10 143 79.75 3 13 1 2 25 10 46.25 4.75 28 2 3.50 57.25 56.7 70.3 1 0.75 6 2.75 0 7 2 8 21 16 2 10 6 150 79.75 13 3 1 25 2 10 46 4.75 30 2 6.4 56.25 60.2 66.9 0 0 0 1.75 0 0 0 0 1 0 0 0 0 7 0 0 0 0 0 0 0 1.75 0 2 0 2.9 1.5 1 (3 4) 627.25 642.75 15.5 PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 (Continued) SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 2o01/02 2o02/03 Difference Full Time Personnel 622 636 14 314 lime Penonnel in Full Time Equivalents 5.25 6.75 1.5 Hourly Full lime Equivalent PeMnnel 142.4 145.67 3.27 TOTAL LABOR FORCE 769.65 780.42 18.77 LIMITED TERM EMPLOYEES INTERNS 2o01/02 2o02/03 Difference Management Interns 2 2 0 Building Inspeaor lntm 2 2 0 GIS Intern 0.5 0.5 0 Planning Technidan Intern 0 1 1 Planning Intern - front counter 1 0.5 (0.5) TOTAL LIMITED TIM PYPWYEBS 5.5 6 0.5 A-1 9 2002-03 BUDGET CALENDAR Request Capital Project (CIP) submittals Set budget policies Operating revenue is projected for the General fund Operating budget manual is distributed to departments Budget preparer‘s meeting Growth projections completed Draft CIP is submitted to department heads Leadership Team (LT) reviews CIP Departments submit operating budget requests to Finance department analyzes and complies the Finance operating budget submittals LT reviews operating budget CIP Budget Workshop May 14 Council meeting Preliminary operating budget is sent to the printer ~~~ Operating Budget Workshop June 4 Council meeting Citizens Budget Workshop June 13 Council adopts final budget including: Operating budget, Capital Improvement Program, and Annual Spending Limitation June 18 Council meeting Operating Budget CIP A-20 BUDGET AWARDS Cafifornia Society of MunicipaCflnunce o&rs Certificate of Award Excellence in Operational Budgeting 2001-2002 City of Carlsbad Presented to edicated 10 Erccllsncc In Municipal Finad ~ancrg-~, The City of Carlsbad was recognized by the California Society of Municipal Finance Officers (CSMFO) for Excellence in Operational Budgeting and Public Communication Budgeting for fiscal year 2001-02. The purpose of these awards is to set a high standard of professionalism. which will enhance the audiences' understanding of the mechanics of local government and special districts and to continue to enhance the budget and its process. The City of Carlsbad believes that its fiscal year 2002-03 budget continues to meet the high standards of the CSMFO program. 1 'I I 1 A-22 2002-03 OPERATING BUDGET OVERVIEW The Operating budget for fiscal year 2002-03 totals $140.2 million with revenues for the year estimated at $141.6 million. General fund revenues are estimated at $86 million and budgeted expenditures are $82.8 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 % $ FUND GENERAL FUND $ SPECIAL REVENUE $ 86.0 $ 85.2 0.8 10.7 0.9% ENTERPRISE 10.6 29.3 (0.1) -0.9% 29.7 INTERNAL SERVICE 12.0 0.4 I .4% 12.7 0.7 REDEVELOPMENT 2.5 5.8% 0.1 2.6 1.4% $ 1.9 $ 141.6 $ 139.7 TOTAL 4.0% 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 Selvice 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 table below shows a summarized outlook for the major General fund revenues. 2001 -02 2002-03 CHANGE CHANGE SIGNIFICANT GENERAL FUND REVENUES (In Millions) I PROJECTED I ESTIMATED I $ % ALES TAX RANSIENT OCC. TAX EHICLE LICENSE FEES $ 2001-02 22.5 21.9 8.6 7.4 4.6 4.6 15.6 1 2'!j 16.2 CHANGE $ 1.9 CHANGE 8.4% 7.3% 6.5% OTAL .97 $ .6 $ 86.0 $ 85.2 B-1 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 on how fast they can grow. This is due to Proposition 13. Proposition 13 was adopted by the State in 1978. The proposition limits the growth in assessed values (and thus 1 i property taxes) to no more 1 than 2% Der Year. The value 1 $10,000 $15,000 , I upon which the tax is based is 1 1 55,000 ' only increased to the full 1 the market property. value upon Thus, the property sale of 1 $0 11 93 94 95 96 sr 98 9s 00 01 02e 03e taxes tend to grow slowly unless there is a significant amount of housing activity. and a large number of resales within the City, spurring revaluation of the parcels. The sale of 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 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 giving the City an estimated $250,000 more in property taxes. During the past year, the State received a very small share. Now that it is privately owned, it is locally assessed and taxed to the State, thus putting it back into the unitary system. Unless legislative action is taken, the Board of Equalization modified one of their rules to revert assessment of the power plant back this time, which will allow the state to assess the power plant but still distribute the taxes based modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at 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 16% \ , General Res 30% Food Prcdudr 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. 1 As can be seen in the accompanying 1 chart, the City's sales tax base is heavily ' which is predominantly new car sales. weighted In the transportation section, 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, thus, car manufacturers and dealers began offering very lucrative deals to keep car sales up. The effect has been a strong surge in car sales resulting in continued growth in the City's sales 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 hiahest General fund revenue source is Transient OccuDancv Taxes (TOT or hotel taxes) estimated at $9.2 million for 2002-03, an increase of 7% over 2001-02 estimates. TOT is the one revenue source for the City 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 Transient Occupancy Taxes I" thavundr A 99 00 01 OZe 03e FIIcaIVear projected-growth to $9.2 million will just bring TOT back up 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 3,400. 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 TV service, solid waste growing along with the growth in population and changes in their rate structures. These services, and gas and electric services. The cable and solid waste franchises have been 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 1 Diego Gas and Electric (SDG&E). SDGE Franchise Taxes Fiscal Year J SDG&E pays franchise taxes for the use of the public land over which they transport gas and electricity. The City also receives an "in-lieu'' franchise tax based on the value of gas and electricity transported on SDG&E lines but The "in-lieu'' tax captures the purchased from another source. franchise taxes on gas and electricity that is transported using public lands but which would not otherwise be included in the calculations for franchise taxes due to deregulation of the power industry. The majority of the “in-lieu’’ taxes received are 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 and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much 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 slightly stronger growth, at about 8%, reflecting a recovery statewide in the upcoming year as well as continued population increases in Carlsbad. 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. Development-related revenues increased coming out of the recession as development in the City picked up and housing demand grew. The City continued to issue a significant number of building permits in 1997 through 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 Program section of this document, a 19% decrease in building permit revenue is expected for the 2002- 03 fiscal year, significantly less than the decline the Drevious vear Development Revenues and Permits Issued $9 ._ E $4 = $3 $2 500 of 56%. Permits issued are expected to increase slightly in the 97 98 99 2.000 01 02e 03e *. 0 years after 2003 but wili never achieve the levels of the late “Revenues -Residential Penits issued 1990’s. I 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 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 Housing Assistance, Community Development Block Grants), donations, special fees, and assessments (Housing Trust fund, Maintenance Assessment districts). The largest changes in the Special Revenue funds occurred in two programs: Storm Water Protection and the Section 8 Housing. The Storm Water Protection program was created to respond to federal mandates to that flows through the City’s storm reduce the pollutants in run-off water drains. There is currently no funding I Special Revenue Funds Storm Water All Others Protection I I 8% 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 permanent method of funding all the requirements of this program. More information on the program can be found in the section of this letter titled “Expenditures.” 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 .I 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. Enterprise fund revenues for 2002-03 are projected at $29.7 million, up 1.7% or approximately $500,000. Enterprise funds are similar to a business in that rates are charged to support the Enterprise Revenues I Golf I " I J operations that supply the-service. Carlsbad Enterprises include the water, recycled water and sanitation services, solid waste management, and the Carlsbad Golf Course. There are no changes in any of the rate structures anticipated in next fiscal year and no significant changes projected for any of the other revenue sources. Included in the estimated revenues for the Golf Course fund is a $600,000 transfer from 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 Droiect was stalled in the Derrnittina 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 the estimated revenues of $12.7 million for 2002-03, an increase the City itself and include programs such as the self-insurance funds for Workers' of $700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within 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 81). which would allow the distribution of the taxes to remain the General fund is important, it is vital to the feasibility of the newly adopted South Carlsbad at the local level rather than on the unitary tax formulas. While the effect of this legislation on the SCCRA. which encompasses the power plant property and the properties south to the Ponto Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in 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 - 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 $140.2 million, which .:,. represents a decrease of $3.8 million, or 2.7%, from the current 2001-02 budget. This decrease is due to a number of changes within the programs found in each of the funds. These will be discussed later in this document. Budaetarv 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 inflationaty increases as well as growth in the customer base. For the 2002-03 budget, the block was calculated as follows: 9 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%. - Capital Outlay requests in excess of $10,000 were not included in the block budget. were added to the operating budgets. These one-time items could be requested separately. Approved capital outlay requests 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 goals or to operate new facilities. If the request was approved, the additional funds were added to the budget. The 2002-03 budget reflects the following organizational and structural changes, which will continue to contribute to the overall effectiveness of the organization: . 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 Revenue fund. In order to simplify the accounting, the revenues and expenses were transferred to the General fund in the 2002-03 budget. The amount of the revenues estimated for 2002-03 is $202,000. Budqeted Expenditures Through the application of these guidelines and policies, the 2002-03 operating budget of $140.2 million was developed. The budget includes funds to enhance the services already being provided to the community, as well as the addition of several new programs. The majority of the new programs and increases in services are the result of new facilities, maintenance of existing facilities, and a continued focus on public safety, technology, and customer service. The 2002-03 operating budget includes 15.5 new full-time and three-quarter-time employees, an equivalents (FTE). These changes will bring the total City workforce to 642.75 full and three- increase of 2.5%. The net increase in hourly staff, totals approximately 3.27 full-time 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 these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be years. As the City completes some of these projects, the costs of maintaining and operating 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 the curator. Both of these positions are proposed to be two-year limited term positions. During operations. In addition, a part-time 1000-hour position has been added to assist 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 the site development and the building maintenance have been included in the 2002-03 association dues, landscaping, minor repairs, etc. Both the costs of the initial planning work for operating budget. Maintenance of Existing Facilities additional resources for Poinsettia Park and Hosp Grove Park. In order to provide better maintenance of our existing facilities, next year's budget includes 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 Public safety has always been a top Council priority. As the population of our City continues to grow, additional public safety staff is required to maintain the current level of safety services. There are seven new positions included in the budget this year to continue Council's focus on public safety. These positions the County's Identity (ID) Theft Task Force, two Communications Officers and a include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on 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. r- 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 a4~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 staff to research archived documents. The plan for fiscal year 2002-03 is to implement public access to the DMS. This will allow the public to access and retrieve City documents electronically. The budget also includes an additional $55,000 for continued implementation of the Request for 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 employees help cover peak periods (such as summer programs), are available to cover nights and weekend hours, and are a very valuable resource to these departments. In order to train 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 be available to work evenings and weekends and will offer the needed supervisory skills, Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will 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 bv Fund Type BUDOET MPENDITURE SUMWRY BY FUNDTYPE This table shows the E-,,, changes in the operating % $ BUDGET BUDGET CWGE CHANGE 2002-03 2001-02 budget for fiscal year 2002- spEclAL RMNUE 03 compared to the current ~SE budget for fiscal year 2001- 02. The General fund ~~SERJCE discretionary revenues that contains most of the (In MIIIlonr) $ 84.4 -1.9% $ (1.6) $ 82.8 12.8 14.6 30.2 -17.2% (2.2) 10.6 30.3 14.8 0.1 0.3% 0.2 1.4% FE0E”ENT 2.1 1.7 (0.4) -19.0% $ 144.1 $ 140.2 $ (3.9) -2.7% B-10 finance the basic core of City services. However, this should not diminish the importance of the other operating funds, as they also contribute to the array of services available within Carlsbad. The remainder of this section will provide more information about the proposed budgeted expenditures by fund and program. General Fund Total budget for the General fund is $82.8 million, which is 1.9 % less than the previous 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 BUDGET BUDGET CHANGE 2002-03 2001-02 % $ CHANGE FUND POLICY/LEADERSHIP $ ADMINISTRATIVE SERVICES $ 3.7 $ 3.3 0.4 5.5 12.1% PUBLIC SAFETY 26.9 5.4 (0.1) -2.0% 28.4 COMMUNITY DEVELOPMENT 1.5 5.6% COMMUNITY SERVICES 14.3 6.3 -1.9% $ (1.6) $ 82.8 $ 84.4 TOTAL -34.2% (1.3) -16.9% (1.5) 3.8 CONTINGENCY 8.9 -1.4% -1.9% (0.3) 15.1 15.4 (0.2) 14.1 PUBLIC WORKS -1.6% (0.1) 6.2 NON-DEPARTMENTAL 7.4 2.5 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 account was budgeted less this year since, under the Expenditure Control budget approach, fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency 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 Policy/Leadership 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 reduced by $40,000 as a result of the Poinsettia Park synthetic turf project. This project, due to be completed in the Fall of 2002, is estimated to reduce water costs by 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 budget is mainly comprised of ongoing costs of the program. Another decrease is the result of the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a $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. E; 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. B-I2 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 Carlsbad Redevelopment Area master plan. The remaining funds are consistent with the previous year. SUMMARY As the City of Carlsbad enters its 50m year, it is evident that the %,h*b 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. - B-13 CITY OF CARLSBAD PR(LIECTED FUND BALANCES OPERATING FUNDS UNRESERVED PROJECTED FUN0 BMANCE JULY 1.2001 ESTIMATED ESTIMATED FUND BALANCE REVENUES EXPENDINRES TRANSFERS JUNE30.2002 IGENERAL FUND SPECIAL REVENUE STORM WATER PROTECTION POLICE ASSET FORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSINGSECTION 8 HOUSINGTRUSTFUND LIBRARY ENDOWMENT FUND LIBRARY GIFTSIBEOUESTS TREE MAINTENANCE MEDlAN MAINTENANCE STREETLIGHTING BUENAVISTACRKCHNL MNT ARTS SPEClAL EVENTS LIBRARY GWTS (CLSA.PLF) SENIOR NUTRITION SENIORDONATIONS CDBG ENTlTLEMENTlREHAB COMMUNITYACTNITYGRANTS CULNRALARTS PROGRAM SISTER CITY DONATIONS 60.908547 518.119 0 409.771 137,489 6iS7.070 310,097 269.809 94.534 926.227 1,185,893 102.714 814.716 3W.701 73.927 174,452 1.991 1,868 1,073,069 246,204 3.365 ARTS GENERAUWLERY DONATIONS TOTAL 12.108670 138.532 I ENTERPRISE I WATER OPERATIONS 9.430.567 RECYCLED WATER OPERATIONS 1.147.608 SEWEROPERATIONS 5,386,008 SOLID WASTE MANAGEMENT 3.468314 MLFCOURSE 21.139.958 1,707,461 TOTAL LINTERNU SERVICE WORKERS COMP SELF INSURANCE RISK MANAGEMENT 907.192 HEALTH INSURANCE 2,324,401 74.922 VEHICLE MPIINTENANCE RECORDSMANAGEMENT 0 399.809 VEHICLEREPLACEMENT 5,009,331 INFORhWTIONlECHNOLCGY 2.179.465 TOTAL 10,895.120 IREDEVELOPMENT VILLAGE OPERATIONS I DEBT SVC VILLAGE LWYlMW INCOME HOUSING SCCRA OPERATWNSIDEBTSVC SCCRA LOWNOD INCOME HWSING 1,098,421 (1 19.973) 0 0 978.448 TOTAL 85.195.000 74.141.982 1.873.190 70.m 895.500 62,000 181.ow 263.164 4,240,718 a5.m 980.000 282221 12.m 18.150 627.982 604.409 452.827 607.471 643.069 40,029 750.000 3.461 750,000 0 23,000 26.687 190.000 178,893 963,000 28.000 136.200 55,000 961.980 57,713 11,000 35.m 1.150 965 4.260.wO 81.921 12,000 29.160 10,729,289 13.500 18,749,000 2.275.000 6.157.wO 685.m 29,256,000 110.000 649.829 631 825 2.689.m 1,548,409 788.100 1,700,075 3.746.m 11,983,458 1,806.201 364.000 452.029 111.507 2636.737 56.000 9.924071 19,573,381 1,628.134 6,809,100 266,013 28.526.528 250.000 926.296 2,264,903 1,088,888 1,019,380 1.592.706 1.400.000 4.403.500 12.686.671 1.560.884 1W.309 90.819 17,483 1,829475 €64.162 72,625,527 977.890 526.119 327.607 134.410 5.964.849 319.379 289.809 949.800 105.544 1.278.962 48.070 104.747 70.240 0 66.252 13.098 2.ea8 1.070.358 222.204 3.670 (364.162) 12.549626 94,032 9.806.186 1,794.474 6.033.908 3,687,301 21.889.330 1,567.461 2.127.358 630.726 489.239 (231,2801 356.613 6.309.406 10.202.907 1,521,365 ~300.000) 643.7% 291.720 153.208 1.585.710 97.044 TOTAL OPERATING FUNOS 1106.030143 1139,710.464 $127,107,827 $0 $118.633.100 6-14 CITYOFCARLSBAD PRWECl'ED FUND BALANCES OPERATING FUNDS PROJECTED BALANCE ESTIMATED FUND WLANCE ESTIMATED PROJECTED FUND JULY 1.2O02 RNENUES EXPENDITURES TRANSFERS JUNE 30. 2w3 IGENERAL FUND ISPEUAL REVENUE J STORM WATER PROTECTION POLICE ASSET FORFEITURE COPS GRANT LAWENFORCEMENTBLOCKGRANT HOUSING SECTION S HOUSINGTRUSTFUND LIBRARY ENDOWMENTFUND LIBRARY GIFTSBEOUESTS TREE MAINTENANCE MED!AN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT LIBRARY GRANTS (CLSA.PLF) ARTS SPECWL EVENTS SENIOR DONATIONS SENIOR NUTRITION CDBGENTmEMENTIREHAB CWMUNINACTNITYGRANTS CULTURAL ARTS PROGRAM SISTER ClTY DONATIONS 72.625.527 977.690 526.119 327.507 134,410 5.964.64s 319,379 269.809 949.800 105.544 1,278,662 48.070 104.747 0 70.240 86,252 13.098 2.888 1,070356 222.204 3.670 TOTAL ARTS GENERAL DONATIONS 12,549,626 94.032 ~~~~~ ENTERPRISE ~~ WATER OPERATIONS RECYCLED WATER OPERATIONS 9,606,186 1,794474 SEWER OPERATIONS 6,033,908 SMlD WASTE MANAGEMENT 3.867.301 TOTAL GOLF COURSE 21.869.330 1,567,461 ]INTERNAL SERVICE I WORKER'S COMP SELF INSUR 830,725 RISKMANAGEMENT HEALTH MSURANCE RECORDSMANAGEMENT VEHICLE MAINTENANCE VEHICLE REPLACEMENT 2.127.336 1231.5801 463239 365.513 5,309,406 TOTAL INFORMATION TECHNOLOGY 10.202.907 1.621.965 IREDEVELOPMENT VILLAGE OPERATIONS I DEBT SVC 843.736 VILLAGE LOWIMW INCOME HOUSING m.m8 SCCRA OPERATIONS /DEBT SVC SCCRA LOWMOD INCOME HOUSING 291.720 97.044 1.385.710 TOTAL 86.041WO 1.126.419 55.000 167.W 5.324.822 7,WO s1o.m 24.000 12,000 537.043 870.824 140,000 2sMIo 0 25.004 0 770.WO 50.000 10.000 1.500 837,720 82.842.152 1,076,419 347.541 66.000 6.335.989 0 265.163 12.0W 96.307 727.169 1.139.441 677.780 1.590 31.632 0 0 789.892 0 BO.%€ 20,000 4,000 10.612.128 16.000 10,539,413 20.w 1s.6m.m 21.113.828 6.585.000 2.155,WO 1.904.416 6.768.912 676.000 223.410 29.750.000 715,WO 30,310,666 300,000 700231 l.Mu.799 7W.009 1,487,459 3.041.945 3,083,952 1.030.400 1.1S2.687 1,661,192 1,704,369 1.82329291 1.667.000 IZ.S63,446 3.93530 14.823.822 4,495.634 1.624.601 1.501.850 475.500 374.030 89.692 97.512 2,593,601 119.500 1.711.970 22.906 300,wO 76,124,375 1,027,690 516.119 147,086 308,212 141.410 6.519.686 269.809 860.361 34.237 7.333 1,010,145 243.157 0 66.806 13.098 91.252 1,059856 2,996 212204 1,070 12,622,341 90,032 8.112.358 2.045.058 4.849.996 4.318681 21,308.764 1,982,461 1.339.888 247.158 447.232 1383.5671 5.346.775 83,414 8.042.631 961.631 [300.000) 666.479 437616 869.708 193.838 1.967.341 TOTAL OPERATING FUNDS $118.633.100 5141.660.175 $140,227,923 So $120.065.362 B-15 OPERARNG FUNDS CITY OF CARLSBAD REVENUE EmMATES ACTUAL PROJECTED ESTIMATED As% DIFFERENCE REVENUE REVENUE REVENUE SOURCE REVENUE OF FY 0142 200142 TO 200041 m142 PROJECTED 200243 200243 GENERAL FUND I TAXES PROPERTYTAX $19,657,514 $22.500.000 SALES TAX 21.184728 21.030.WO TRANSIENTTAX 9269.484 FRANCHISE TAX 3,815,978 7.382.000 4.197.000 BUSINESS LICENSE TAX 2.300.387 2,460.000 TRANSFER TAX 1,098,037 2,598,000 5.8% 138.000 1.000.000 57.435.104 1.097.000 83,872,000 64,943,000 .. 1.7% 1.071.000 $24.370.000 7.1% 1,553,000 23,483,000 8.3% 1.870.000 (3.188.000) 43.2% 898.000 7.0% 8.800.000 0.198.000 TOTAL TAXES 9.7% 97.000 INTERGOVERNMENTAL VEHICLE LICENSE FEES 4,318,128 4.800.000 7.4% 4.942.000 342,000 OTHER 1.228.720 TOTAL INTERGOVERNMENTAL 5.544.848 1.338.000 5.938.000 1,484,000 10.9% 146.000 8,428,000 488.000 LICENSES AND PERMITS BUILDING PERMITS 2,102,477 1,005,000 815,000 -18.9% l190.000~ OTHER LICENSES 6 PERMITS 1.308.679 TOTAL LICENSES a PERMITS 3,409.156 1.905.000 9OO.WO -18.9% -18.9% (170,000) (380.000) CHARGES FOR SERVICES PLANNING FEES BUILDING DEPT. FEES 820,456 1,420,181 580.000 890.000 580.000 800.000 -18.8% (130.000) 3.8% 20,000 ENGINEERING FEES AMBULANCE FEES RECREATION FEES 8M.384 1.400.000 1.000.000 -28.8% (400,000) 1.443.504 1,132,480 1.250.000 1.284.000 2.7% u 00" 58.000 1258.000 OTHERCHARGESORFEES 889,823 TOTAL CHARGES FOR SERVICES 8,170,808 5,740,000 820,000 . 838,000 2.9% 18,000 5.338.000 -7.0% (402.000) INCOME FROM INVESTMENTS (225.000) INTERDEPARTMENTAL CHARGES 200.000 DTHERREMNUESOURCES 50.000 B-16 L OPERATING FUNDS UlY OF CARLSBAD REVENUE ESITMATES ACTUAL REVENUE PROJECTED As% DIFFERENCE ESTIMATED REVENUE REVENUE OF FY 0142 2w142 TO REVENUE SOURCE 200041 200142 PROJECTED 200243 200243 /SPECIAL REVENUE FUNDS r- STORM WATER PROTECTION TRANSFER FROM GENERAL FUND 0 1,873,180 I 1,076,419 I 42.5% (796,771) INTEREST 0 0 1,873,100 0.0% M.OOO 59.9% (796,771) " POLICE ASSET FORFEITURE ASSETFORFEITURES 88,727 45,000 30.000 53.3% (15.000) INTEREST TOTAL COPS GRANT STATE FUNDING (AB3229) INTEREST TOTAL 26.299 115.026 25.000 70.000 0.0% -21.4% 0 (15.000) 0 11,752 1 1.752 167.000 14.000 181,000 160.000 4.2% (7,000) (7.000) -7.7% (14,000) 7.000 40.0% - LAW ENFORCEMENT BLOCK GRANT STATE GRANT 156.872 67.429 INTEREST 4.111 7.000 OP TRANS IN TOTAL HOUSING - SECTION 8 INTEREST FEDERAL GRANT OTHER TOTAL HOUSING TRUST FUN0 - " INCLUSIONARY HOUSING FEES INTEREST OTHER TOTAL LIBRARY ENDOWMENT FUND INTEREST DONATIONS TOTAL - 0 -100.0% 7.000 (67.420) 0.0% 0 170.575 9,592 81.921 -100.0% (7.492) -91.5% (67,429) 6.870 0 4.250.000 0 3,270,108 4.250.000 3.243.766 19,672 524.320 250,000 1,856,056 5.548 730.000 0 2,586,822 980,000 15.461 12.000 0 I 0.0% 0 25.3% 0.0% 26.3% 1,074,822 0 1,074,822 30.1% 20.0% (220.000) 0.0% 0 -17.4% (170,000) 50.000 0.0% 0 15.461 0 12.000 0.0% 0 0 LIBRARY GIFTSBEQUESTS GIFTSBEQUESTS INTEREST TOTAL 21.621 4,601 27.000 2.160 21.000 -22.2% (6.000) 26222 29.180 -17.7% (5.180) 38.0% 840 6-1 7 CIlYOFURLSBID REVENUE ESnMATES OPERATING FUNDS ACTUAL PROJECTED AS % DIFFERENCE ESTIMATED REVENUE REVENUE PROJECTED 2002-03 200243 2W1 2001-02 OF M 0142 200142TO REVENUE 385,629 0 -100.0% (3.4811 0 417,606 3,461 -100.0% (3.4611 0 31,977 3.461 0.0% 0 0 * -~ 77.785 50.000 4.0% (2.0001 48,000 45.616 78.661 10.2% 42.379 459,700 465.882 417.321 49.1% (38,6411 40,020 REVENUE SOURCE LIBRARY STATE GRANTS (CLSA. PLF) GRANTS TOTAL INTEREST TREE MAINTENANCE INTEREST MISC. REIMBURSEMENTS TREE MAINTENANCE FEES INTERDEPARTMENTAL TOTAL MEDIAN MAINTENANCE - INTEREST MEDIAN MAINTENANCE FEES TOTAL OTHER STREET LIGHTING p_ INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES OTHER TOTAL BUENA VISTA CREEK CHNL MAINT P INTEREST BUENA VISTA FEES TOTAL ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL SENIOR NUTRITIDN(2) GRANTS DONATIONS TOTAL 82,000 82.000 9.8% 8,000 671.283 627.982 9.738 13.543 3,000 3.000 0.0% 0 I 418.996 417.321 498.161 19.4% 80,840 47.114 32,506 10.4% 3,376 479.613 452,827 18.6% 84,216 - 105.260 65.000 -7.7% (6.0001 36,499 38,500 0.0% 0 635,191 674,612 4.7% 31.997 119.542 84,957 0.9% 558 898,492 843.069 3.3% 27,555 68.502 40.000 0.0% 0 99,971 99,971 68.524 22 40,029 29 344727.6% 249.8% > 5,255 3,000 0.0% 0 42.068 36.813 20.000 25.0% 5,WO 23.000 21.7% 5.WO - 110.716 100.000 0.0% 100 102,036 212.752 190.000 9O.OW 0.0% (90,000) -100.0% (190,000) QTY OF CARISBAD . REVENUE ESTIMATES OPERATING FUNDS ACNAL PROJECTED As% DIFFERENCE ESTIMATED REVENUE REVENUE REVENUE OF FY 01-32 200142 TO REVENUE SOURCE SENIOR DONATIONS 20wd1 200162 PROJECTED 200243 200243 INTEREST DONATIONS 13,890 8,000 34,110 37.5% 5.000 (3.000) 20,000 0.0% 0 20.000 OTHER TOTAL 111,090 63.090 28.000 0.0% 0 -10.7% (3.000) CDBG ENTITLEMENTREHAB INTEREST 17.703 OTHER 25,000 52.598 23.000 GRANT REVENUE 452,891 -22.4% (2os.ooo) 915,000 TOTAL 523.282 963.000 -20.0% (193.000) 20.000 -20.0% 40,000 73.9% (5.000) 17,000 COMMUNITYACTIVIN GRANTS INTEREST TOTAL 91,942 55,000 81.942 55.000 4.1% 50,000 4.1% 50,000 (5.000) (5.WO) CULNRAL ARTS PROGRAJJ INTEREST 21.931 11.000 TOTAL 10,000 21,931 11.000 10,000 -9.1% (1.000) (1,000) ARTS GENERAUGALLERY DONATIONS INTEREST 11,820 5.000 4.000 -20.0% 11.0001 DONATIONS 94,341 TOTAL 106.161 13.500 .. i 12,000 41.2% 16,000 3.500 18.5% 2.500 SISTER CITY DONATIONS INTEREST 329 200 0 DONATIONS OTHER TOTAL 2,322 300 2.951 1,300 36.8% 350 0 38.8% 350 0.0% 1.150 TOTAL SPECW REVENUE FUNDS 9,643,671 10,729,289 -1.1% (117.161) 10,612,128 r B-I 9 CrrY OF CARISBAD REVENUE EmMATES OPERATING FUNDS ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 200041 IENTERPRISE FUNDS 200142 WATER OPERATIONS WATER SALES READY TO SERVE CHARGES PROPERTYTAXES NEWACCOUNTCHARGES BACK-FLOW PROGRAM FEES PENALTYFEES INTEREST 12.047.253 12.550.000 3,498,140 3,580,000 1,371.335 1,385,000 129.633 129,000 98.736 184,415 100.000 190.000 817,528 639.000 127.617 29.000 84.704 300.000 196,479 181.000 167.757 162.000 ENGINEERING a PLAN CHECK FEES ENGINEERING OVERHEAD SERVICE CONNECTION FEES AGRICULTURAL CREDITS OTHER TOTAL 18.882.943 159,346 19,749,000 504.000 RECYCLE0 WATER WATER SALES 1.078.229 1,191.000 READY-TOSERVE CHARGE RECYCLED WATER CREDITS 80.962 82.000 284.341 INTEREST 517.000 108.161 470.000 OTHER TOTAL 1,567,821 16.128 2,275,000 15.000 SANITATION OPERATIONS SERVICE CHARGES 5,826,616 LATERAL CONNECTIONS 27.500 PRE-TREATMENTCHARGES ENGINEERING OVERHEAD 236.964 PENALTY FEES INTEREST 51.578 485.649 OTHER 14.512 TOTAL 6,496,298 5,800,000 28.000 53.479 54.500 253.000 48.500 260,000 13,000 6.457.000 - SOLID WASTE MANAGEMENT INTEREST 278.533 184.000 PENALTY FEES RECYCLING FEES (AB9381 227,297 224,000 NON-JURISDICTIONAL FEES 26.000 STATE GRANT 208,000 OTHER 23.000 TOTAL 785.752 665.000 0 0 255.453 24.276 193 > GOLF COURSE TRANSFER FROM GENERAL FUND INTEREST TOTAL 600,000 0 219.250 110.000 819,250 110.000 - ~ TOTAL ENTERPRISE FUNDS 28352.064 29,256,000 BdO ESTIMATED REVENUE 200243 12.843.000 3.66d.000 1399,000 129,000 103.000 680.000 180.000 28.000 309.000 176,000 158.000 19,620,000 (49.000 1,274,000 84,000 555.000 227,000 2.155.WO 15,000 - 5,938,000 28.600 55,600 260,000 49,400 242.000 6,585,000 13.400 232,000 185,000 25.000 210,000 23.000 675.000 0 600.000 715,000 115.0W 29.750.000 AS % DIFFERENCE OF FY 0142 200142TO PROJECTED 200243 2.3% 293.000 2.4% 84.000 1.0% 0.0% 14.000 0 4.3% 3.0% 3.000 6.4% 41.000 (10,000) -3.5% (1.0001 3.0% 9.000 -2.8% (5,000) -2.5% (4.0001 -109.7% (553.000) 6.7% - (128.000) 7.0% 83.000 2.4% 2,000 7.4% 38,000 -51.7% (243.000) 0.0% 0 -5.3% (120.0001 - 2.3% 136,000 2.1% 600 2.0% 1,100 2.8% 7.000 1.0% 900 .&9% (18,000) 3.1% 400 2.0% 128.000 ~ 0.5% 3.6% 1.wo -3.9% 8,000 (1.0001 1.0% 2,000 0.0% 0 0.0% 0 1.5% 10.000 - 0.0% 600.000 4.6% 5,000 6 605,000 1.7% 494.000 - OPERATING FUNDS QTY OF CARLSBAD REVENUE ESnMATES ACTUAL REVENUE PROJECTED REVENUE REVENUE OF FY 0102 DIFFERENCE 200102 TO REVENUE SOURCE 2w001 200142 I 200203 I PROJECTED ~IMERNAL SERVICE FUNDS j 200203 WORKERS COUP SELF-INSURANCE INTEREST 166,302 110.000 I 100.000 I -9.1% (10.000) OTHER INTERDEPARTMENTAL 536,979 539.829 800,231 11.2% 0.0% 80,402 TOTAL 757.210 649,829 700.231 50.402 0 53.929 O*C"l 7.8% LIABILITYSELF-INSURANCE INTEREST 238.822 150.000 I 100.000 I 33.3% (50.000) INTERDEPARTMENTAL OTHER TOTAL 1.231.935 891.825 -21.5% (191.818) 0 727,473 741.826 49.1% (141.816) 265.840 0 0.0% - HEALTH INSURANCE INTEREST INTERDEPARTMENTAVRElM0. 2,565,651 2,645220 OPERATING TRANSFER IN 74.000 0 TOTAL 2,669,938 2,689.220 14.0% 0.0% 30.287 24.000 -16.7% (4.000) 14.2% -100.0% 372.725 0.0% - RECORDSMANAGEMENT INTEREST INTERDEPARTMENTAL TOTAL 0 0 0.0% 0 788.100 30.7% 0 788.100 30.7% 242,300 0 242,300 - VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,386,182 1.428.409 I 1,481.192 13.7% 52.783 INTEREST OTHER 148.850 43.940 100,000 M.000 I 20,wo 0.0% 0 50.000 (50.000) OPERATINGTRANSFER IN TOTAL 47.400 1806,172 1.548.409 0.0% 0 45.3% 2.783 VEHICLE REPLACEMENT INTERDEPARTMENTAL INTEREST 1,344,083 426,402 1.460.075 240,000 1.464.389 240,000 0.3% 4.294 0.0% 0 OTHER TOTAL 2,139,810 389,125 1.700.075 O2 11 0.3% 0.0% 0 4,294 INFORMATION TECHNOLOGY INTEREST 158.325 100.000 5.2% 189,300 3,835,300 3,205,000 3,646,000 INTERDEPARTMENTAL 0.0% 0 100.000 OTHER TOTAL 3.401.640 38.315 3.748.000 0.0% 0 5.1% 189.300 TOTAL INTERNAL SERVICE FUNDS 11.808.505 11.993.458 5.8% 869.988 12,863,446 6-21 UTY OF CAWBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED DIFFERENCE REVENUE REVENUE REVENUE OF FY 0142 200142 TO REVENUE SOURCE 200041 200142 PROJECTED 200243 IREDEVELOPMENT FUNDS I 200243 RENTAL INCOME 178,404 TAX INCREMENT 1.645.726 33.000 ADMINISTRATIVE FEES 66.416 INTEREST 52.022 (10.600) OTHER 37.124 OPERATING TRANSFER IN TOTAL TAX INCREMENT 393,823 10.000 INTEREST 130.465 0 OTHER 0 TOTAL 527,440 10.000 SCCRA OPERATlONSIDEBTSERVlCE TAX INCREMENT INTEREST TOTAL TAX INCREMENT INTEREST TOTAL TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I 8-22 Crry OF CARLSBAD OPERATZNG FUNDS BUDGET EXPENDITURE SCHEDULE 199940 200001 ESTIMATED 200142 zW142 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET ]GENERAL FUND POLICY AND LEADERSHIP GROUP ClN COUNCIL 229.049 233.983 283.151 ClN MANAGER 918,869 969.130 1,146,982 288.734 PUBLIC INFORMATION 0 218.613 1.171.971 CIN CLERK 323,545 201,092 378.236 98,558 274.640 ClN ATTORNEY 321.932 704.593 775.468 1.005.701 1.018.697 CINTREASURER 114.715 114,675 TOTAL POLICYLEADERSHIP GROUP 2.166.318 - 141.795 2,410.427 155.529 3.175.814 3.336.099 ADMINISTRATIVE SERVICES ADMINISTRATION 270,700 499.413 473.381 FINANCE 1.299.324 761.424 PURCHASING 429,997 1.385.831 1,747.000 504.140 1,928,048 618.052 HUMAN RESOURCES 1,081.146 1.081.139 1.707.217 664,878 RECORDS MANAGEMENT (1) 2.177.120 682.170 TOTAL ADMINISTRATIVE SERVICES 3,763,337 1261,230 0 0 4,731,753 4,545,650 5,529270 - PUBLIC SAFETY POLICE 12,876,387 13.641.267 16,092,318 16,092.318 FIRE 8,561,067 9,558.920 21,437,454 10,455,273 10.834.138 23.398.187 26.547.591 28.926.456 TOTAL PUBLIC SAFETY " COMMUNITY DEVELOPMENT CWMUNIN DEVEL ADMlN 449.671 466.232 GEOGRAPHIC INFORMATION 402.336 316.162 504.522 ECONOMIC DEVELOPMENT 262,476 161.252 277.993 335.559 133.875 183,328 PLANNING 223.406 2,265,048 2.246.992 2,817,780 3,225,019 COMMUNIN SERVICES LIBRARY CULTURAL ARTS PROGRAM RECREATION SENIOR PROGRAMS 4.175.824 6.266.112 7,214,932 8321.550 495.054 645.654 637.308 3,138,029 721.333 3,409,515 4.078.321 4.549.385 339.062 366.497 429.440 467.w 12.380.001 14279.714 TOTAL COMMUNITY SERVICES 8.145.969 10,887,778 - - 200243 BUDGET - 298,551 1,129,967 864.593 303,076 952.336 165.638 3.714.161 - - 714.140 2.016,098 690,770 1.963.843 0 5,384,851 - - 16,971,661 E !8.421.920 = 480.810 305.658 250.132 3.267.587 1,873.526 6,177,713 - - 8.059.193 710.195 4,556.457 736,425 4.064270 - - 0142 BUD TO 0243 BUD 3.4% 3.6% 128.6% 5.9% 8.6% 6.5% 11.3% - 8.2% 4.7% 3.9% -9.8% 0.0% -2.8% 5.5% 5.6% 5.7% 4.7% 4.9% 12.0% i.3% 4.8% -2.6% -5.4% -1.5% 0.2% 51.1% -1.5% 8-23 QTYOFCARLSBAD OPERA'RNG FUNDS BUDGET EXPENDITURE SCHEDULE m1-02 199940 2m41 ESTIMATED 200102 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS ~ PUBLIC WORKS ADMlN 612,698 488.411 510,738 637.915 ENGINEERING 4.516.502 4.326.589 4.929.358 5.328.591 PARK MAINTENANCE 2,357,397 2.562.460 2,893.051 3,410,005 STREET MAINTENANCE 2.011.672 2,041.517 2,368,886 2,710.977 FACILITIES MAINTENANCE 1.856.328 2,068,387 2.330.wO 2.579.527 %INCR (DEC) TRAFFIC SIGNAL MINT 425,493 743.564 610.345 698.632 11.780.091 12232,908 13.640.378 15.365.651 TOTAL PUBLIC WORKS - NON-DEPARTMENTAL COMMUNIN PROMOTION (CCVB) 369.972 370.279 496.000 507.959 BEACH PARKING COMMUNITY CONTRIBUTIONS HIRING CENTER HOSP GROVE PAYMENT PROPERTYTAX ADMlN FEE DUES a SUBSCRIPTIONS MISCITRANSFERSOUT ASSESSMENT SERVICES INFRASTRUCTURE REPLACE TRANS GOLF COURSE TRANSFER TRANSFER TO CIP TRANS TO STORM WATER PGM MANAGEMENT INCENTIVE PAY 0 11,460 76.673 8W.m 226.157 33.535 852,049 13.095 2.wo.000 800,wO f.OOO.WO 0 0 0 0 82.583 8W.m 255.619 40.993 106.400 15.073 3.wO.000 600,000 4,300,000 0 0 0 62,000 63.975 600.000 271,000 40,000 0 20.m 3,000,000 0 1.500.000 1.073.?90 0 36.000 82.120 85.849 800,000 250,WO 65.600 0 46,WO 3,000.000 0 1.500.000 1.873.190 97.020 OTHER 37,761 81.529 1.300 442.794 11.821.602 9.632.476 8.147.465 8.786.532 TOTAL NON-DEPARTMENTAL " SUBTOTAL GENERAL FUND 64.031.815 67,941,561 74,141,862 80.567.126 CONTINGENCIES 0 0 0 3,614,590 TOTAL GENERAL FUND 64.031.815 67.941.381 74.141.982 84,381,716 " - 239203 BUDGET - 807,075 5.266.844 3,205.497 2.504.087 2,692,075 685,355 15.160.934 - - 363.000 36.W 11.235 85,849 800,wo 325.000 62,400 0 58.400 3.500.W 600,000 0 1,016,419 m.wo 0 7.418.303 - - 80.342.152 2,500.ow 82.842.152 0102 BUD TO 02-03 BUD - - 28.5% -1.2% 5.0% -7.8% 4.4% -1.9% -1.3% - - -28.5% 0.0% - -86.3% - 0.0% 0.0% 3.0% 4.9% 0.0% 27.0% 100.0% 16.7% -100.0% 42.5% 415.4% 0.0% -15.6% 0.3% 34.5% -1.8% - 6-24 M OF CARLSBAD OPERATING FUNDS BUDGET EXPENDllURE SCHEDULE Mol02 199940 200001 ESTIMATED 200142 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET SPECIAL REVENUE FUNDS STORM WATER PROTECTION PGM POLICE ASSET FORFEITURE COPS FUND LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 8 HOUSING TRUST LIBRARY ENDOWMENT FUND LIBRARY GIFTSIBEOUESTS LIBRARY STATE GRANTS (3) AV INSURANCE FUND (3) TREE MAINTENANCE MEDIAN MAINTENANCE STREET LIGHTING BUENA VISTA CRK CHNL MNT ARTS SPECIAL NENTS SENIOR NUTRITION (2) SENIOR DONATIONS CDBG ENTITLEMENTIREHAB COMMUNIN AUIVITY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS 0 145.582 106.888 111,991 2.832.067 487.618 8.751 48.506 285,344 39.174 519,656 443.055 780.888 8.924 28.594 209.887 120.065 556.294 34,022 33.289 700 0 38,497 146,268 7982Q 3.185.288 176.351 8.873 21,024 299.837 0 547,653 529.532 043,737 7.176 19,199 210.762 87.860 524.192 49.351 22,808 2.860 ARTS GENIGALLERY DONATIONS 21,597 TOTAL SPECIAL REVENUE FUNDS 38,537 6.800.852 6,837.734 [ENTERPRISE FUNDS I WATER OPERATIONS 17,322.285 17.874.678 RECYCLED WATER OPERATIONS 1.527.181 1.315.999 SANITATION OPERATIONS 5,344.785 6.018.104 SOLID WASTE MANAGEMENT 148.676 280.656 GOLF COURSE 196.059 144,330 TOTAL ENTERPRISE FUNDS 24.538.966 25,813,767 - ~NTERNAL SERVICE FUNDS 1 WORKERS COMPSELFINSURANCE 759.144 RISK MANAGEMENT HEALTH INSURANCE 1.082.140 2.767.012 RECORDS MANAGEMENT (1) 0 VEHICLE MAINTENANCE 1,462,277 VEHICLE REPLACEMENT 1.005.368 INFORMATION TECHNOLOGY 2.278.075 TOTAL INTERNAL SERVICE FUNDS 9.354.016 .. 952.286 792.113 2.343.086 0 l.W.803 1.079.331 2.937.523 9.671.142 - 895,500 82.000 263,lM 85,WO 4,240.718 282.221 12.0w 18.150 0 0 604.409 507.471 750.000 750,000 28.687 178.893 136,200 961.980 57.713 35,000 965 1.873.189 130.602 263.164 217.006 4,754,778 282.221 12.wo 106.280 0 0 676.260 535.634 1.124.106 751,500 33,566 197.925 136.2w 1.419.299 65,000 48,000 5.566 %.OW 147,904 9,924.071 12,780.200 - 19,573.381 20.735.913 1.628.134 1.662.132 6,809,100 7.136.902 266,013 234,448 250.ow 349.750 28.526.828 30,179,145 928.295 1,018,717 1.088.888 1,358,375 2.254.903 2.628.700 1,019,380 1,090.w4 1,592,705 1.786.105 1.400.000 1,540,171 4.403.500 5,185.167 12.685.671 14,608.239 - 8-25 - 200243 BUDGET - 1,076.41 65.W 347.54 5.335.98 255.16 12.00 95.30 , 727.13 577,781 1.139.44 1,591 31.63. , I 769,89: 60.W 20,001 4.OM - XI.W( 10,539.41: I= 21.113,8U 1.904.41l 6.768.91: 223,41( 300.0CH 30.310.561 - - 1,083,791 1.4.37.45s 3.083.95: 1.182.681 1,823,291 1.667.Wc 4.495.63 14.823.822 - - %INCR (DEC) 0142 BUD TO 0243 BUD -42.5% 50.2% 32.1% -100.0% 12.2% -9.6% 0.0% -10.3% 0.0% 0.0% 7.5% 7.9% 1.4% -99.8% 6.8% -100.0% -100.0% 45.8% -8.9% 68.3% -28.1% -86.5% -17.5% 1.8% 14.6% -5.2% -24.1% -14.2% 0.4% - 6.4% 9.4% 17.3% 8.5% 2.1% 8.2% -13.3% 1.5% - CITY OF CAWBAD OPERATING FUNDS BUDGET EXPENDTTURE SCHEDULE 2201-02 198960 2w0-01 ESTIMATED x101-02 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IREDEVELOPMENT VILLAGE OPERATIONS I DEBT SVC 3.788.315 2,221,511 1.560.884 1.594.361 VILLAGE LOWIMOD INCOME HSNG 2.126.426 74.014 90,819 113,772 SCCRA OPERATIONS I DEBT SVC 0 0 160.308 364,089 SCCRALOWMOD INCOME HSNG 0 0 17.463 29.871 TOTAL REDEVELOPMENT 5,912.741 2.295.525 1,829.475 2.102.103 %INCR (DEC) 0142 BUD 2002-03 I 6.8% -21.2% -73.2% -23.3% -18.6% ITOTAL OPERATING FUNDS 110,638.390 112,359.529 127.107.827 144,051,403 140.227.923 -2.7% (1) Recorda Management ws converted to an Internal Service fund in 2001-02. (2) Senbr Nutrition Grant ws moved to the General fund in 200263. (3) The revenues and expenses forthese pwrams wre transferred to the General fund. 6-26 PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY r I 1999-2000 I 2000-01 I 2001-021 2002-03) ACTUAL^ ACTUAL/ BUDGETI BUDGET PERSONNEL 2,148,680 1,823.388 1,570,077 1,505,677 MAINTENANCE &OPERATIONS 80,000 14,000 34,095 18,030 CAPITAL OUTLAY 1,485,481 1,498,711 806,255 642.61 1 Public Information City 23% 8% City Manager 31 % City Treasurer 4% City Attorney City Clerk 26% 8 Yo 8-21 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 1999-2000 ACTUAL 2001 -02 2000-01 BUDGET BUDGET ACTUAL 2002-03 PERSONNEL I 158,0141 167.61 1 I 184,2451 191.988 MAINTENANCE & OPERATIONS APITAL OUTLAY PROGRAM GROUP DESCRIPTION: As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the needs of the community through the policy development process. PROGRAM ACTIVITIES: 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 Carisbad through personal contact and correspondence. KEY GOALS FOR 2002-2003: TOD Qualitv Services Be a City that provides exceptional services on a daily basis TransDortation Provide and SUDDOII a multi-modal reaional and local transwrtation svstem. which includes Dublic transoort. and which moves goods, services and people through Carlsbad in a saie and efficient manne; that is coordinated with community development. Balanced Communitv Develooment 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. ParksIODen SoaceKrails 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 Pian and Growth Management Standards. - Water Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and Environmental Manaaement 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. B-28 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL PAGE TWO ACCT NO. 0010110 KEY GOALS FOR 2002-2003 (Continued): 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. Learnina SIGNIFICANT CHANGES: None. 6-29 PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 1999-2000 290,066 31 1.432 85,360 97,862 MAINTENANCE & OPERATIONS BUDGET 13,010 10,500 10,456 95.1 04 PERSONNEL BUDGET 2002-03 2001 -02 ACTUAL ACTUAL 2000-01 CAPITAL OUTLAY I 8.1261 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 City's Election Officer, responsible for the administration of all Regular and Special Municipal Elections, prepare all necessary documents in accordance with the Elections Code and coordinate with the Registrar of Voters. Political Reform Act Filing Administration Serve as the City's Filing Ofhcer for all filings required by the Political Reform Act of 1974. This includes Statements and Statements of Economic Interests. notification of those required to file, provision of appropriate forms and receipt and review of Campaign Record Of Proceedinas Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code, including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission, Public Improvement Corporation and Industrial Development Authority. WORKLOAD STATISTICS: cY/2000 CY/2001 CY/2000 CY/2001 " Elections Claims Filed General 1 130 111 Special 0 0 Public Hearina Notices 39 45 0 Filin(ls Campaign Statements Statement of Economic Interest 424 21 428 20 Ordinances Published 29 52 Minutes CMWD Minutes Council Minutes PIC Minutes H + R Minutes SIGNIFICANT CHANGES: None. 101 93 Council Meetinas Held 41 27 CMWD Board 101 41 27 93 18 12 H&R Commission 18 1 0 Public Improvement Corporation 1 12 0 ~ 6-30 PROGRAM: CASH MANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310 1999-2000 ACTUAL 2001-02 2000-01 56,544 ACTUAL 66,440 61,257 BUDGET 70,888 BUDGET 2002-03 PERSONNEL 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: Develop projections of cash receipts and cash expenditures from various City and external sources. Cash Manaaement . 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 all are signed by authorized personnel and are supported by 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 ail Treasury internal controls. Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for Investment Manaaement approval. incorporate in the investment policy any changes in the City's financial requirements that affect investments. Ensure compliance with the California Government Code. all checks paid by the bank were valid City checks. maintained for the anticipated activity of the next day. proper documentation. Research daily the financial markets and the financial forecasts. Develop and maintain a pool of investments for the City and its agencies. 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. 8-31 PROGRAM: CASHMANAGEMENT FUND: GENERAL PROGRAM GROUP: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES (Continued): ReDOriinQ and Oversioht Develop and present to the City Council monthly reports of investment activities. In a timely manner, disclose to the City Council any information that could potentially threaten the safety and 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 Cis Comprehensive Annual Financial Report. Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter, Develop investment data for the City‘s annual financial audit conducted by an independent auditor. or more frequently as needed. WORKLOAD STATISTICS: “ Fy2001 Fy2002 (Est.) Portfolio Balance (millions of $) 299 323 367 Number of Investments in Porlfolio 1,565 390 1,712 1,734 262 220 266 1,463 265 Number of Checks Cleared 14,820 14,639 14,010 14,437 Investment Activity (transactions per month) 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. Leamina 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. 8-32 .. PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 1999-2000 ACTUAL 2000-01 2001 -02 2002-03 ACTUAL 769,646 745.1 57 689,626 604,514 PERSONNEL BUDGET BUDGET I 2002-031 I 2001-021 2000-01 I 1999-20001 ACTUAL 769,646 745.1 57 689,626 604,514 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 0 3,000 31,353 8,386 CAPITAL OUTLAY 360,321 423,814 248,151 303,969 PROGRAM GROUP DESCRIPTION: The City Manager's Gffice houses the general administrative function of the City. The department's budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of the organization's goals that support the City Council's strategic goals. PROGRAM ACTIVITIES: Financial - Promote sound financial practices and a balanced revenue expenditure basis. Administration Provide timely and reasonable responses to citizens and customers Policv Development Assist Council in policy development. PERFORMANCE MEASURES: The City Manager's Office is generally measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2002-03: TOD Qualitv Services Be a City that provides exceptional services on a daily basis Transportation Provide and support a multi-modal regional and local transportation system, which includes public transport. and which moves goods, services end people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Communitv Development 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. Parkdopen Space/Trails 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 8-33 PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. 0011010 KEY GOALS FOR 2002-03 (Continued) g&r 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. Gommunication Ensure that citizens. Council and staff are well informed, leading to a more responsive government and a high level of citizen confidence in government. Leaminq Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: None, 8-34 PROGRAM: PUBLIC INFORMATION FUND: GENERAL PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 001 1012 1999-2000 0 ACTUAL 2002-03 ACTUAL 2001 -02 2000-01 BUDGET 68,400 0 BUDGET 395,984 PERSONNEL MAINTENANCE & OPERATIONS 80,000 0 0 0 CAPITAL OUTLAY 388,609 309,836 218,613 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: Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and Customer Service opportunities available throughout the City. KEY GOALS FOR 2002-03: Too Qualitv Services Provide the citizens and customers with information regarding City programs and opportunities Continuously update citizens and customers on the progress of City programs and policies. Communication Create a comprehensive approach to Citywide communications. SIGNIFICANT CHANGES: converted to a Communication Manager and a % time Video Production Manager was added. Costs were also in order to improve the City3 ability to Communicate with citizens, the Public Information Officer position was included in this budget to allow public internet access to the Document Management System. the City. In addition. a Volunteer Coordinator Position was added to increase the oversight and coordination of volunteers in 8-35 PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY ACCTNO. 0011210 1999-2000 BUDGET 2001 -02 ACTUAL ACTUAL 2000-01 2002-03 BUDGET PERSONNEL 591,501 641,127 748,646 707,164 MAINTENANCE B OPERATIONS 11 1,574 134,341 260,051 245,172 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 Integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the Develop and implement proactive strategies to ensure the financial health of the community and the City 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. Draft and review all 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. 6-36 PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY 19942000 5,046,706 4,679,050 4,225,250 3,497,609 BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001" 2000-01 PERSONNEL MAINTENANCE & OPERATIONS 542,l 00 856,200 139,176 171,123 CAPITAL OUTLAY 11.514.776 11,670,533 7,779,333 6,980,977 Records Management Admin. Finance information 7% 4%. 12% Insurance Risk 9% 18% Management 6% B-37 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12 1999-2000 2001 -02 2000-01 ACTUAL 45,000 74,665 44,590 3,998 CAPITAL OUTLAY 429,350 459,318 239,626 55,926 MAINTENANCE & OPERATIONS BUDGET 239,790 227,441 215,197 210.776 PERSONNEL 2002-03 BUDGET ACTUAL 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 staff. The Director is also responsible for furthering employee development, workplace improvement and 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. 8-38 PROGRAM: FINANCE FUND: GENERALlENTERPRlSE PROGRAM GROUP: FINANCE ACCTNO. 0011310 1999-2000 1,448,990 1,422,119 1,221,516 BUDGET BUDGET ACTUAL 967,205 PERSONNEL ACTUAL 2002-03 2001 -02 2000-01 I 2002-031 I 2001-021 2000-01 I 1999-2ooot ACTUAL BUDGET 1,448,990 1,422,119 967,205 PERSONNEL ACTUAL BUDGET 1,221,516 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 982,308 884,654 538,971 322,498 0 13,825 12,344 9,621 ISEWER ENTERPRISE I I .. 160.000~ 157.8201 172.5001 .. .. WATER ENTERPRISE ~ ~. 227.0001 236,7301 242,700 TOTAL FUNDING I 1,299,3241 1,772,831 1 2,320,5981 2.431.298 ~~~I ~ ~ - MISSION STATEMENT: this mission by maintaining individual and departmental credibility; working together as a team while respecting each Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing other's differences; and, consistently striving to go above and beyond expectations. PROGRAM ACTIVITIES: Prepare ten year operating forecasts incorporating various khat iP scenarios to facilitate decision-making for Lona-Range Financial Plannina and Budaet Manaaement Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in Perform bi-annual review of all City fees and present recommendations for changes to Council. Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective Prepare annual cost allocation plan to provide an accurate accounting of program costs. City Council and City departments. alignment with the Council's goals. decision-making. Accounts ReceivablelPavable. Pavroll and Cashierinq Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies. Accurately bill, collect, record, and report all City revenues. Prepare checks for City employees, and service and commodity suppliers. Maintain turnaround time of 30 days to process and pay invoices. General Accountina and Reoortinq Prepare and maintain finance records and documents in conformity with generally accepted accounting Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. Provide City management and Council with timely monthly financial reports. Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing principles and applicable legal and contractual provisions. disclosure as required. && Perform in-house internal control reviews as needed. Monitor sales tax audit contract to ensure effectiveness. Assessment DistricUCFD Administration Assist in evaluation and formation of new districts. Provide administration of CFDs and assessment districts as required by formation documents and State law. Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information. B-39 PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE PAGE TWO ACCT NO. 0011310 WORKLOAD AND PERFORMANCE INDICATORS: . Average number of days to issue Monthly Awards received for CAFR Awards received for Annual Budget Excellence: Excellence: Meritorious: Financial Status Report 19 NIA 16 CSMFOIGFOA CSMFOIGFOA CSMFOIGFOA Operating Capital Operating and GFOA Capital Operating and Number of business licenses processed 5,616 15.176 NIA Number of account Davable checks 6,214 6,300 17.271 .. processed Number of payroll checks issued 11.362 Number of electronic payroll checks issued 11,197 I I Outstanding debt issues administered 12.204 14~407 9,452 10,012 KEY ACHIEVMENTS FOR 2001-02: Increased the efficiency and effectiveness of accessing information for financial reporting. Increased the efficiency of utility bill processing and timelier receipt of utility account revenue through the Improved the City’s collection efforts by implementing new processes and contracting for additional assistance Prepared the City for implementation of the new financial reporting requirements for state and local implementation of cycle billing. in collecting all revenue owed to the City. governments as set forth by the Governmental Accounting Standards Board by preparing pro forma statements Developed and began implementation of an internal audit program to enhance the financial integrity of the City. under the new rules. Achieved efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in- house. KEY GOALS FOR 2002-03: ToD-Qualitv Services Increase the number of cashiering sites available to our customers, provide more timely information and Prepare a strategic plan for the use of city-owned properly that will provide the space and facilities necessaly to streamline processes through the selection of a Citywide cashiering system. encourage the achievement of the Community vision. TransDortation Assist in creating financing 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 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 Evaluate the financial impacts of locating a seawater desalinization plant in Carlsbad. and expenditures in the City‘s General fund. assets. lighting and landscape districts and alternatives for financing the costs of the storm water program. SIGNIFICANT CHANGES: Additional funds have been added for a citywide cashiering system. B-40 PROGRAM: PURCHASING FUND: GENERAL PROGRAM GROUP: PURCHASING ACCT NO. 001 1410 1999-2000 ACTUAL 2001-02 2000-01 2002-03 ACTUAL BUDGET 312,666 363,545 BUDGET PERSONNEL 282,959 404,908 MAINTENANCE & OPERATIONS 0 11,200 2,512 3,545 CAPITAL OUTLAY 285,862 289,933 188,961 143,493 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 Prepare and maintain vendor lists by commodities. Update and maintain formal bid and quotation files. Issue and manage formal bid and quotation processes, CommoditvIService Contracts Track and renew annual commodity and service contracts. Develop new annual contracts. Develop and administer joint agency contracts. Assist City departments in the creation and administration of contracts. Public Works Contracts Maintain current contractor's list by classifications. Publish Public Works contracts, maintain plan logs and manage the bidding process Records Manaoement Assist departments in transferring records to City storage facilities. Administer the records storage program at the City warehouse. Central Stores Review and update Stores Catalog for items carried in Central Stores Act as shipping and receiving for the Faraday Administration Center. Purchase and distribute office supplies for City departments. Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes SurDlus ProDertv available. Direct disposal of surplus and lost/unclaimed Police property. 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: (Est) FY 99-00 FY 00-01 FY 01 -02 Number of Purchase Orders Issued 1,703 Dollar Amount of Purchase Orders Issued 1,626 $38,627,055 $48,197,538 $55,000,000 1,600 Pieces of Mail Processed 124,507 157,482 175,000 KEY ACHIEVEMENTS FOR 2001-02: 99.6% of all completed purchase requests were processed within one working day. 90% of customers rated purchasing services as good or higher in a customer service survey. Established a new €-commerce site for purchase of maintenance, repair and industrial supplies. on mailing procedures, one class on online ordering of supplies and two classes on Internet purchasing Provided nine classes on purchasing and contracting, four classes on the IFAS purchasing module, four classes guidelines. Updated the Cily's Emergency Resources Directory. Negotiated contract for City Library and photocopy vending services. Participation on selection committee which established new County wide office supply contract. Converted three central stores paper forms to electronic forms available on the Intranet. Negotiated office furniture contract to be used by the City and other agencies in the County. KEY GOALS FOR 2002-03: TOR Qualitv Services improve contract management as well as track and create reports required by changes in the Purchasing Ordinance. Provide Purchasing Web pages with frequently requested, highly accurate and timely information for our internal and external customers. Receive the Achievement of Excellence in Procurement Award for 2002. 9 Increase the number of annual contracts for goods and setvices by 10%. SIGNIFICANT CHANGES: Addition of hourly positions to provide support and coverage for mail service and central stores and to improve contract management. 8-42 PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 AINTENANCE & OPERATIONS APITAL OUTLAY MISSION STATEMENT: People are our priori ty... We take care of the people who take care of Carlsbad 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 upto-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. Traininq . 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 quarterly management meetings. . Conduct Citywide workshops on employee orientation and City policies. Administration Continue enhancements on the Human Resources web page and City's intranet to expand information access Administer DOT Program for commercial drivers. Implement Citywide employee appreciation events. EmDloverIEmDlovee Relations Coordinate timetable for meeting and conferring with employee associations. Confer with City departments to identify areas of concern with current Memoranda of Understanding. . Meet and confer with employee associations to communicate City Council direction and authority: share Consult with employees and departments concerning employee relations concerns and provide direction of City . Assist departments in responding to outside regulatoiy agencies (Department of Fair Employment 8 Housing. Participate in Citywide wmmittees 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. 8-43 PROGRAM: HUMAN RESOURCES PAGE TWO FUND: GENERAL PROGRAM GROUP: HUMANRESOURCES ACCT NO. 0011510THRU 0011550 WORKLOAD STATISTICS: - i Five Year Recruitment Trend Measures for Classification/ FY 01-02' Compensation Review Number of classification descriptions 20 revisedlcreated Number of positions reviewed 30 Measures for Recruitment Number of applicants processed 2,370 Number of recruitments processed 41 Number of eligibles on employment list 422 Number of new hires 56 Number of promotions/transfers 17 "Average recruitment cycle time: 40.2 Working Days 'As of 04/15/02 (For period between: 12/01/00 & 05/04/01) KEY ACHIEVEMENTS FOR 2001-02: k 0 0 D 120 g 100 2 % 8 40 80 60 - i? 20 w 0 97-98 98-99 99-00 00-01 01-02 7 QPromoflrans Fiscal Year OHires Processed 2755 amlicants, 46 recruitments, 61 new hires and 24 Dromotions. . Reorganized depa'iment - Appointed new Human Resources Director, hired new Human Resources Manager, hired new clerical staff and created Resource Center and Business Partner structure. Updated departments' mission statement. Published HR Newsletter, as well as developed and distributed HR Brochure. Implemented "Office Partner Program" to address clerical coverage issues during absences. Enhanced the HR website. including new content such as salary schedules, benefits information, Memoranda of Implemented 'HR is in" off site mobile services program. Understanding and job descriptions. Enhanced employee development by offering Professional Growth Day, Conflict Resolution Skills for Supervisors & Respectful Workplace training. Created and promoted organization wide recognition events for employees including: ice cream social, beach fun run, Employee Appreciation Month, Taste of Carlsbad, and Health Expo. Conducted HR Customer Satisfaction Survey and developed action plan. Completed negotiations with CFA for a 5-year contract. implemented a job-sharing program for the Police Communications Unit. Updated Drug & Alcohol Policy for Commercial Drivers and conducted annual training for supervisors and employees. Developed a new Workplace Safety Policy and trained 51% of all full-time and part-time employees. KEY GOALS FOR 2002-03: TOD Qualitv Services A strategic plan that allows the Human Resources Department to continually identify and implement A IO-year forecast model that projects future personnel costs, major operational costs and capital costs. Action plan to conduct a Business Process Review (EIPR) 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 opportunities for improvement. processes to improve efficiency within the HR Resource Center. and long-term strategies for implementation. opportunities for professional development. - EmDlovee develoDment Droaram aimed at develoDina the core comoetencies that are imoortant to the Learnina organization. .- ." A critical evaluation of and strategic plan for a citywide Learning Management System. SIGNIFICANT CHANGES: None. 8-44 PROGRAM: WORKERS’ COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11520 1999-2000 BUDGET 71,836 BUDGET 95,152 79,165 82,848 PERSONNEL 2002-03 2001 -02 ACTUAL ACTUAL 2000-01 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’ Compensation Claims and Administration This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. PERFORMANCE MEASURE: Average lost days per claim = 5.4 (for the 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. PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930 1999-2000 BUDGET 149,712 BUDGET 186,073 170,190 139,404 PERSONNEL 2002-03 2001 -02 ACTUAL ACTUAL 2000-01 MAINTENANCE & OPERATIONS 0 0 0 2,484 CAPITAL OUTLAY 1,301,386 1,189,185 642,400 940,252 PROGRAM GROUP DESCRIPTION: administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside Risk Management administers the funding of the self-insured and insured portions of the program, manages the the risk of future losses. counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize PROGRAM ACTIVITIES: Litigation Management The fund is used for settlements. costs and defense expenses incurred as the result of general liability claims against the City, and for related administration and insurance expenses. Risk Management works with the City Attorney's Office and outside counsel to monitor, control and resolve litigated matters in the areas of properly, casualty and general liability. InsuranceISelf-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 Management 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. Provides direction, programs and training for various City departments to minimize the risk of future losses. Loss PreventionfTraininq KEY ACHIEVEMENTS FOR 2001-02: Developed a citywide ergonomics program. Implemented revisions to the professional services contract insurance requirements, 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. 8-46 PROGRAM: HEALTH INSURANCE FUND: INTERNAL SERVICE PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520 1999-2000 2001-02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 46,440 0 0 0 0 CAPITAL OUTLAY 3,026,500 2,574,500 2,289,200 2,720,572 MAINTENANCE & OPERATIONS 57,452 54,200 53,886 2002-03 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 .. . PROGRAM: RECORDS MANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDSMANAGEMENT ACCT NO. 6141610 I I 1999-20001 2000-01 1 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGETI BUDGET PERSONNEL I 220,7961 436,5821 486,2301 522,700 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 651,987 547,474 745.985 326,467 1,182.687 1,090,004 1,261,230 682,171 GRAND TOTAL 8,000 56,300 78,663 134,908 FULL TIME POSITIONS 8.00 8.00 ., ' ,., . 8.00 ' .- " '0.00 ., 0.00 0.00 0.00 HOURLY/FTE POSITIONS 'L; ..6;00 WORK PROGRAM: The Records Management Department is responsible for developing and implementing Citywide records management and document management programs, and is tasked with maintaining City records in an identifiable and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information. The Records Management Department also provides staff support for the part-time elected City Clerk. PROGRAM ACTIVITIES: Records Manaaement Continue imDlementation of the Citvwide Records Management Program and Document Management System . . . (DMS). requirements for preserving and storing information. Maintain City records in an identifiable and accessible manner in fulfillment of public, legal and historical Administrative SUDDO~~ Activities Provide staff support for the pari-time elected City Clerk, including the 2002 General Municipal election. Ensure the City'scompliance 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. 8-48 PROGRAM: RECORDSMANAGEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: RECORDS MANAGEMENT WORKLOAD STATISTICS: Documents processed: Agendas Agenda Bills Resolutions Ordinances Documents to Recorder Subscriptions to Municipal Code ContractsIAgreements Copies Imaaes in DMS Conversion Dav Forward CY/2000 415 161 441 38 545 743 101 563,428 420,000 5.148 Cohections 2;240 Stora4e Microfiche Boxes Boxes of Files 282 12 PAGE TWO ACCT NO. 6141610 cY/2001 621 125 414 52 472 307 106 51.378 0 229,905 2,527 284 12 KEY ACHIEVEMENTS FOR 2001-02: Document Management System (DMS) installed and operational and utilized by approximately 260 users Records Retention Schedule and Procedures developed for citywide use and implemented Phase 2 and 3 in citywide. departments. KEY GOALS FOR 2002-03: Improve communication and provide access to information through the application of available technologies. Improve access to. and management of, City documents through the fulther 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. 6-49 PROGRAM: INFORMATION TECHNOLOGY FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710 1999-2000 BUDGET 1,368,121 1,217,010 1,156,666 946,594 PERSONNEL BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 MAINTENANCE & OPERATIONS 482,100 678,951 (516) 0 CAPITAL OUTLAY 2,625,413 3,289,206 1,781,353 1,331,481 MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Comwter SUDOO~~ Services Ensure that all City computers remain operational with minimum downtime. Guarantee availability of hardware for all the City's mini computers, workstations, desktop computers, and the Provide support for all standard City applications. Telecommunication SUDDO~~ Services Ensure the City's telecommunication network and its associated equipment remain operational with minimum Provide the necessaly support for all telephone and data communication equipment. New Svstems SUIJDO~~ 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 ACHIEVEMENTS 2001-02: Citywide network. downtime. . . . . Deployed an enterprise back-up system to backup data from servers' citywide to a central tape libraly at Faraday. Implemented a Request for Action system that allows the City to provide quick and effective response to citizen calls for service. Improved staff access to key information by continued enhancement of the intranet. adding budget and Human Began rollout of Windows 2000 PC's. Resources information links. Formalized the Information Technology project request process through the Information Technology Governance Committee (ITGC) to further the effective use of technology. increasing general users and deploying several public access terminals. Increased access to the Document Management System (DMS) by adding Purchasing department documents, Separating our internal network into separate networks for staff and public. Provided for a more secure internal computing environment by: Deploying a more capable and scalable firewall infrastructure. Implementing email virus scanning and attachment blocking. Improved public printing at the libraries with the implementation of a new coin operated printing system. Improved reporting functions of IFAS through the additional CDD reports and users. 8-50 PROGRAM: INFORMATION TECHNOLOGY PAGE TWO FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710 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 150-1 31 0 GENERAL FUND Non-Departmental Community Promotion (Carlsbad Convention and Visitor's Bureau) 1999-00 2000-01 2001-02 2002-03 ' ACTUAL ACTUAL BUDGET BUDGET $369,972 $370,279 $507,959 $363,000 Community Contributions 11,460 0 82,120 11,235 Beach Parking 0 0 36,000 36,000 Hiring Center 76,673 82,583 85,649 65,849 Dues and Subscriptions 33,535 40,993 65,600 62.400 Property Tax, LAFCO. 8 Other Admin. Fees 239,252 270,692 296,000 383,400 Mise Expenditures 37,761 61,529 0 0 Total Non-Departmental Expenditures 768,653 626,076 1.073.528 941.884 Transfers Golf Course Contribution 600,000 600,000 0 600,000 Hosp Grove Debt Service 800,000 600,000 600,000 800.000 Infrastructure Replacement Fund 2,000.000 3,000,000 3,000,000 3,500,000 Transfer to Storm Water Program 0 0 1,873,190 1,076,419 Management Incentive Pay (Adopted budget) 0 0 460,000 500,000 Transfer to Capital Improvement Program 7,000,000 4,300,000 1,500,000 0 Misc I Transfers Out 652,949 106.400 0 0 Total General Fund Transfers 10.400.000 8,700,000 7,633,190 6,476,419 Contingencies Contingencies (Adopted budget) 4,000,000 4,300,000 3,967,320 2,500.000 GENERAL FUND TOTAL $15,166,653 $13,626,076 912,694,038 $9,918,303 CARLSBAD COMMUNITY CONTRIBUTIONS FUND Community Activity Grants 34,022 49,351 65,000 60,500 6-52 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1999-2000 2002-03 2001 -02 2000-01 ACTUAL ACTUAL BUDGET BUDGET 17,261,191 18,557,392 19,948.868 804,056 550,777 337,609 282,844 CAPITAL OUTLAY 6,553,027 6,820,577 4,685,951 4,145,869 MAINTENANCE & OPERATIONS 21,477,378 PERSONNEL B-53 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY AINTENANCE & OPERATIONS APITAL OUTLAY MISSION STATEMENT: With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. In doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion: we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal and we provide leadership in our profession as an example for all 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. PERFORMANCEWORKLOAD MEASURES: 2001 Averaqe ResDonse Times Priority # Priority one calls are those in which there is an immediate threat to life or property. Our goal is to I 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 3 priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average ! 1 response time in 2001 to the lowest priority call was approximately 22 minutes. 0 5 io 15 20 - .. . 1 ,o: ,i., 5, 7, ,. . . ,. , 2 'y: . , ',:. '~, 11:7.:: ,, . , .. ", ,., Z,'. .,~ . ~;:,&;&;; .:; ,; ,,,. -, ' ,, . 7 MINUTES Citizen Satisfaction community, the Carlsbad Police Department has In an effort to provide the best service possible to the been surveying victims of crime since 1991. This survey helps the department measure satisfaction contact with our department. Over 4,000 responses and obtains feedback from citizens who have had have been received to-date. 1 ::; 911 Dispatcher Detectives Records Administration 1 2 3 4 5 Poor Good Excellent 8-54 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO SUMMARY PERFORMANCENORKLOAD MEASURES (Continued): Crime The Police Department measures crime with the FBI index crimes. FBI index crimes include 40 homicide, rape, robbery, aggravated assault. burglary, larceny/theft, and motor vehicle theft 30 20 10 0 FBI Index Crimes per 1,000 Population KEY ACHIEVEMENTS FOR 2001-02: . . . . . . . . . . . Crime continued to decrease to levels not seen in at least 20 years. When population is taken into what it was 10 years earlier. account, the FBI index crime rate for 2001 was likely the lowest on record and less than half of 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 The School Resource Officer program was expanded to include middle schools. The School average faster to priority one calls than our goal (5.7 minutes). enforcement and to create positive interaction between the department, students, parents, and Resource Officer program places an officer in our local schools to deter crime through school staff. The Police Department‘s juvenile diversion division offered a new series of classes for parents with difficult children. “The Parent Project” series of classes was such a success, three subsequent classes were offered including one in Spanish. The “Every 15 Minutes” program - to teach youth the dangers of drinking and driving - was conducted for the first time at La Costa Canyon High School. To meet emerging crime trends, a new detective was trained to target financial crimes against the elderly. The department presented a new parent awareness seminar, “Juvenile Drug Trends.” for Carlsbad community groups and schools concerning juvenile drug trends, the influence of music, and gang recruitment techniques. The department continued to move forward with plans to replace our computer-aided dispatch system and expand communications and technology available to officers in the field. The department was awarded a local law enforcement block grant to help fund participation in the Simon Weisenthal Musetim’s “Tools for Tolerance” program, enhancements to the department‘s hostage negotiation response, an additional radar trailer to monitor speeding in neighborhoods, A comprehensive review of unsolved, old violent crime cases was conducted to determine viability and drug court support. A citywide drill to increase critical incident capability was held. of DNA evidence. B-55 PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE THREE SUMMARY The department worked in conjunction with local schools to develop plans for police response to The efficiency of police officer training was improved with the development of a well-managed and A new program focusing on traffic safety education in the secondary schools was implemented. school incidents. cost effective training plan. 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. Maintain or improve citizen satisfaction with investigative selvices. Update long-range plan for staffing, equipment, and technology. Finance Reduce time lost due to injuries through voluntary fitness/wellness program. Communication Expand police department communications with the public ExQand traffic safety education in local schools. 8-56 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 1999-2000 2002-03 2001-02 2000-01 ACTUAL 310,807 312,010 323,563 294.487 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE &OPERATIONS 0 0 0 4,897 CAPITAL OUTLAY 1,024,546 1,225,033 591.989 459,542 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 Pmarams . lop and manage programs, which reduce crime, encourage citizen participation and improve Community safety. Oraanization . Assist staff with individual and group development Division SUDDO~~ . Provide support to divisions to assist with meeting goals. LeadershiD . Provide department staff with the knowledge and training necessary to carry out the department's mission SIGNIFICANT CHANGES: None . .. 8-57 PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012120 - 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET PERSONNEL 4,642,016 4,927,952 5,499,226 5,184,798 MAINTENANCE &OPERATIONS 46,000 43,967 95.896 58,583 CAPITAL OUTLAY 728,052 786,962 679,149 707,273 WORK PROGRAM: enforcement to the community. Enforce laws and ordinances, preserve the peace and provide for the protection of Respond to calls for service and provide emergency services, preventative patrol. traffic enforcement and special life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service Respond to calls for emergency and non-emergency services .. . Investigate crimes. . Enforce City ordinances. &p& Take reports including crime. arrest, collisions, 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 PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142 1999-2000 1,399,963 1,207,724 971,551 824,191 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 MAINTENANCE 8, 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 Proaram Provide support to the members of the Police Department and help enhance Community safety and security through education and crime prevention. Reserve Proaram Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment as transport, cover, or working with officers. Laaoon Patrol Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City's trail systems and in the City's parks. Crime Prevention Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help reduce the rear of crime through the dissemination of information. PROGRAM ACTIVITIES: Traffic . Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. Conduct accident investigations to document location, time and cause of traffic collisions in order to provide Provide data for traffic engineering. Senior Volunteer Patrol Assist with traffic control and special events. Conduct crime prevention patrols. Conduct education activities in the community. . Provide regular contact for homebound citizens Provide general clerical assistance. In-House Volunteers Provide data entry assistance. Contact crime victims. Provide assistance with special assignments and projects targeted traffic enforcement. 8-59 PROGRAM: COMMUNITY SERVICES PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142 PROGRAM ACTIVITIES (Continued) Reserves Provide special detail assistance to all divisions of the Police Department. Provide assistance with follow-up and special investigations for traffic officers and detectives Provide service to the spring and fall fairs, Oktoberfest. marathon, and other special events. Laooon Patrol Enforce boating regulations. Monitor recreational boating operation on Agua Hedionda Lagoon Assist stranded boaters on Aqua Hedionda Lagoon. Patrol lagoon, trail, and park areas. Target all groups within the community including crime victims and utilize community forums, surveys, media, Crime Prevention newsletters. and direct mailinas. ~~ ~ ~. I Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security. WORKLOAD STATISTICS: CY1998 CY1999 CY2000 CY2001 lnjuly collisions 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 1,448 1,661 SIGNIFICANT CHANGES: Addition of a traffic 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. B-60 PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001 -02 2002-03 BUDGET PERSONNEL 380,472 344,336 352,051 374,242 MAINTENANCE & OPERATIONS 81,167 85,273 82,984 84,140 CAPITAL OUTLAY 6,465 0 0 0 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. Patrol remote areas using 4x4 vehicles. Provide canine coverage on each patrol watch. Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities Of Police canine teams. SIGNIFICANT CHANGES: None. B-61 PROGRAM: INVESTIGATIONS I FIELD EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012126-2130 1999-2000 ACTUAL ACTUAL BUDGET 2001-02 2000-01 2002-03 BUDGET PERSONNEL 1,160,726 880.022 1,027,408 1,098,241 MAINTENANCE &OPERATIONS 222,490 187,869 21 5,338 203.820 CAPITAL OUTLAY 2,730 0 27,500 0 WORK PROGRAM: Investigations Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of crimes. Provide coordination of the criminal justice'process; recover stolen properly: process properly and evidence. Field Evidence To collect and process evidence collected in the field by police employees. Evidence may include fingerprints, photographs, plaster casting, bodily fluids, and other items. WORKLOAD STATISTICS: CY1998 CY1999 CY2000 Violent Crime Clearance Rate 48% 45% 56% Properly Crime Clearance Rate 22% 21% 19% Properly Recovery Rate 26% 26% 38% SIGNIFICANT CHANGES: Part-time assistance has been added to handle the increase in evidence processing 8-62 PROGRAM: VlCElNARCOTlCS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012131 1999-2000 2002-03 2001 -02 2000-01 ACTUAL 565,798 464,579 367,070 307,012 PERSONNEL BUDGET BUDGET ACTUAL 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 Felony and Misdemeanor Arrests 123 179 117 230 SIGNIFICANT CHANGES: Includes overtime for tactical response team training and operations. 8-63 PROGRAM: YOUTH I SCHOOL PROGRAMS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012132,41,43 1999-2000 2002-03 2001-02 2000-01 ACTUAL 502,667 484,175 444,023 406,974 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 0 193 26,149 7,187 CAPITAL OUTLAY 163,735 161,980 93,770 99,789 WORK PROGRAM: Police School Resource Officers Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among 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. Assist elementary and junior high school students in recognizing, and resisting, the pressures of drug use through education. D.A.R.E PROGRAM ACTIVITIES: PS 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 schools. SIGNIFICANT CHANGES: School District. One DARE officer position was converted to a School Resource Officer position at the request of Carlsbad Unified 8-64 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 292,920 311,784 353,395 366.573 MAINTENANCE & OPERATIONS 52,465 54,675 61,960 66,965 CAPITAL OUTLAY 6,616 554 998 0 WORK PROGRAM: Prooertv and Evidence Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department. Provide processing, filing, and maintenance of all depaltment law enforcement official records; responsible for data ently into the ARJlS system and for Statewide reporting of crime information; responsible for public reception, information and fingerprinting services for the public. Records PROGRAM ACTIVITIES: Propertv and Evidence Phvsicallv maintain and accurately track all property and evidence Return property to lawful owners.. - Dispose of property according to law. Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports. WORKLOAD STATISTICS: cy1998 cy1999 cy2001 Police Cases 9,083 8,338 8,381 9,050 SIGNIFICANT CHANGES: None. 6-65 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 CAPITAL OUTLAY 9,376 0 0 0 0 25,600 24,780 7,476 WORK PROGRAM: commission of crimes relating to juvenile offenders, juvenile victims and domestic violence incidents. Provide Provide follow-up investigation leading to the identification and apprehension of persons responsible for the coordination of the criminal justice process as it related to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: Investigate and follow-up on crime and incident reports as they relate to all phases of the family. . Assist in the coordination of diversion, prevention and education activities offered by the department such as DARE, GUIDE. Juvenile Justice Panel, parenting skills classes, activities for children after school. and mentoring at-risk youth. SIGNIFICANT CHANGES: None B-66 PROGRAM: TASK FORCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012135 I I 199420001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGETI BUDGET PERSONNEL 373,196 275,092 314.666 0 MAINTENANCE &OPERATIONS CAPITAL OUTLAY 0 0 13,610 5,995 0 29,530 0 0 WORK PROGRAM: Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto Theft Task Force, Narcotics Task Force, and ID Theft Task Force. 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. 8-61 PROGRAM: SUPPORT OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001 -02 2002-03 BUDGET PERSONNEL 450,818 452,361 467,925 51 1,073 MAINTENANCE & OPERATIONS 748,863 908,854 1,212,777 1,243,545 CAPITAL OUTLAY 0 2,280 25 4,000 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. PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012144 1999-2000 ACTUAL 2000-01 BUDGET ACTUAL 2001 -02 2002-03 BUDGET PERSONNEL 887,152 900,296 1,077,468 1,290,372 MAINTENANCE &OPERATIONS 79,970 82,960 133,270 139,030 CAPITAL OUTLAY 2,007 1,279 0 1,500 am I 70 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. 8-69 PROGRAM: VARIOUS FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE ACCT NO. 1212110 1999-2000 BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 7,000 55,426 270 6,620 PERSONNEL BUDGET MAINTENANCE & OPERATIONS 20,000 0 7,674 104,251 CAPITAL OUTLAY 38,000 75,176 28,553 34,711 WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be used to supplant existing budgets. SIGNIFICANT CHANGES: Included in the 2002-03 appropriation is funding for the reconfiguration of the community services -traffic lieutenant area, an extra set of patrol vehicle equipment to reduce down-time when a patrol car is taken out of service, and equipment and training for a taser lethal force alternative program. 8-70 PROGRAM: BICYCLE PATROL FUND: COPS GRANT PROGRAM GROUP: POLICE ACCT NO. 123XXXX 1999-2000 ACTUAL 2001 -02 2000-01 106,585 ACTUAL 2002-03 340,041 BUDGET 249,316 142.800 BUDGET PERSONNEL MAINTENANCE & 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. PROGRAM: FIRE REFUND: GENERAL PROGRAM GROUP: FIRE SUMMARY 19942000 8,458,621 8,072,836 7,826,148 7,136,454 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 2,343,382 2,367,672 1,581.144 1,338,905 648,056 393,630 149,628 85,708 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 Not Poor Fair Good Excellent 1997 1998 1999 2000 2001 4.55 4.68 4.78 4.81 4.98 Acceptable (Priority 1 average response time in minutes) Customer Service Ratings: The above chart shows our mstnmer satisfaction level for Incidents 8, ReSDOnSe Times: The Fire DeDartment average response time in 2001 was emergency medical services for fiscal year 2000-01. The results show that our paramedics continue to live up to the department's standard for treating all patients as we would want our own family treated. __ ~ ~~ ~ ~ ~ ~ ~ 4.98 minutes and we reached the scene of priority one incidents 79% of time in five minutes or less. This achieves our average response time goal but not our overall goal of arriving on scene in five minutes or less 90% of the time. KEY ACHIEVEMENTS FOR 2001-02: . Developed a Fire Department IO-year Financial Plan. Received delively of three new medic units (ambulances). Assisted in conducting a Critical IncidentIEmergency Operations Center drill. Hired andlor promoted fourteen personnel. . Completed the installation of Automatic External Defibrillators in all major city facilities and certified employees . Received certification of our Rescue Unit at the Medium Rescue level by the state Office of Emergency at each facility on their use. 8-72 PROGRAM: FIRE REFUND: GENERAL PROGRAM GROUP: FIRE PAGE TWO SUMMARY KEY GOALS FOR 2002-03: Determine the feasibility of utilizing the inactive treatment facility on Tamarack Avenue as a multi-use training Evaluate the need and means for providing additional or modified ambulance sewices in the City. . Continue to proceed with the relocation of Fire Station 6 in the southeast section of the City. facility. 8-73 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012210 1999-2000 339,593 344,009 321,922 297,491 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 556,456 99,089 34,561 50,435 CAPITAL OUTLAY 836,109 744,194 365,984 310,434 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 Planninp services. Provide a planning interface with other City departments and regional agencies in order to facilitate im )pro\ red 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 & 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. 0-74 PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012220 1999-2000 2002-03 2001 -02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 6,466,699 90,000 291,541 94,975 27,329 CAPITAL OUTLAY 1 ,I 98.405 1,206,846 1,013,885 868,445 MAINTENANCE & OPERATIONS 7,624,930 7,270,343 7,096,237 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emeraencv Reswnse Maintain an effective fire and medical emergency response system throughout the City Maintain fire apparatus, equipment and facilities at a high level of readiness Maintain a resDonse time of five minutes or less. 90% of the time, to priority one fire and medical calls for service Training Provide all safety personnel appropriate training in order to enhance their personal safety as well as services provided to citizens. Provide 20 hours of training to all shift personnel on a monthly basis. Train personnel to meet individual and company performance standards. Provide 24 hours of annual EMS continuing education to all field personnel. 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 8-75 PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 1999-2000 ACTUAL 2001 -02 2000-01 2002-03 ACTUAL BUDGET BUDGET 372,264 407,989 494,098 458,484 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 32,484 0 3,000 20,092 2,136 50,690 155,190 44,840 WORK PROGRAM: Reduce the potential for fire and properly 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. Perform code compliance reviews on construction plan submittals within 10 days. Conduct periodic fire inspections in commercial, industrial and multi-family residential buildings. Perform new construction inspections within 24 hours of request. Conduct code compliance inspections in licensed care facilities. Respond to citizen hazard inquiries and complaints. SIGNIFICANT CHANGES: The addition of a part-time Hosp Grove Forest Rehabilitation Officer to assist in implementing the Hosp Grove Management and Rehabilitation Plan. B-76 PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012235 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 137,250 136,304 96,883 73,178 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement program. PROGRAM ACTIVITIES: Hazard Identification Select 500-1 100 parcels for clearance. Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. Obtain City Council approval for abatement. Mail notices to property owners. Hazard Abatement Ensure effective abatement of hazards identified. Inspect all property noticed. During May through July, clean all property not previously abated by owners. Manage contractor performance and payment system. Obtain City Council approval to place abatement costs onto individuals property tax roll in July. . Submit charges to County Auditor for recovery by property tax billing by August. SIGNIFICANT CHANGES: None 8-77 PROGRAM: DISASTER PREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012240 1999-2000 0 0 0 0 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 1,600 0 0 5,808 CAPITAL OUTLAY 120,928 125,138 59,552 54,364 " ."X WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man caused disasters. PROGRAM ACTIVITIES: Conduct classroom and simulation training sessions for all key City staff members. Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements . Continue providing basic emergency response training to all City employees. Plannina Develop a strategic plan to improve Citywide emergency preparedness. Develop a Hazard Mitigation plan. 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-Aaencv Coordination SIGNIFICANT CHANGES: None 8-76 PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE 8, OPERATIONS APITAL OUTLAY Building Admin. Comm. Dev Geographic Inspection 4% Information Economic Section 8 Housing 34% 21 % 5% Trust 2% " .. 6-79 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 1999-2000 2002-03 2001-02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 359.888 15,026 54,470 7,993 1,423 CAPITAL OUTLAY 192,040 182.838 128,393 88,360 MAINTENANCE & OPERATIONS 273,744 267,214 329,846 MISSION STATEMENT: The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and that live, work, or visit Carlsbad by providing for: respect for diversity. We enhance the health, safety, welfare, and the quality of life for people at all economic levels . Development of high quality projects and public facilities. Preservation of the local environment. Diverse housing, employment and enrichment opportunities. A strong and stable economic base PROGRAM ACTIVITIES: The Community Development Director assists departments within its Major Sewice 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: TOD Qualitv Sewices Respond to 95% of field 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 sewice. Participate in the Carlsbad Emergency Management Administrative Team (CEMAT). Participate in Performance Measurement Resource Team. Balanced Communitv DeveloDment 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 Educate participants in the Section 8 homeownership program. Conduct a comprehensive facility analysis for City administration. 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. B-80 PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT KEY GOALS FOR 2002-03 (Continued): ParkslODen SDaceKrails Northeast park site acquisition. Comprehensive and qualitative open space management, Batiquitos Lagoon maintenance administration. Community and City environmental consciousness. Environmental Manaaement Communication Additional emphasis on employee development and communication skills. Continuity of Community Development leadership through succession planning. Learnin4 SIGNIFICANT CHANGES: None. PAGE TWO ACCT NO. 0013010 PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 001321010013220 & PLANNING COMMISSION 1999-2000 BUDGET BUDGET ACTUAL ACTUAL 2001-02 2000-01 2002-03 PERSONNEL 1,731,671 1,825,764 0 165,520 399 19,181 CAPITAL OUTLAY 980,907 998,468 420,829 514,196 MAINTENANCE & OPERATIONS 2,286,680 2,061,031 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: ImDlementation of General Plan Ensure that ail 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. subdivision and environmental PreDaration of SDecial 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. Ensure that all development complies with the performance standards of the Growth Management Plan. ImDlementation of Growth Manaaement 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. 8-82 PAGE TWO PROGRAM: LAND USE PLANNING FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 001321010013220 & PLANNING COMMISSION Number of Planning Applications Considered by the Planning Commission: 70 60 50 40 30 20 10 0 IstQtr ZndQtr 3rdQtr 4thQtr nzooo 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 PermitsiPrograms, and Administrative Variances are not included in the above numbers. Administrative approvals dropped significantly compared to previous years with 247 in 1999. 257 in 2000. and 191 in 2001. KEY ACHIEVEMENTS FOR 2001-02: Completed processing of Villages of La Costa and the Calavera Hills Master Plans. 9 Continued processing of the Habitat Management Plan. Participated in the preparation of the Livable Communities Program including the update of the P.D. Ordinance. Completed the Comprehensive amendmenffupdate of the sign ordinance. Completed a training program for the planning Commission. KEY DEPARTMENT GOALS FOR 2002-03: Ensure topquality services to our customers and citizens. . Ensure that ail development projects comply with City planning codes and policies. Continue to review all procedures and systems to ensure the timely processing of all applications, particularly Provide strategic advice regarding land use and long-term planning in the City. Continue the processing of the Bressi Ranch Master Plan, and the Carlsbad Oaks North Industrial Park. Enhance Planning Department information available on the web site. Continue to seek approval of the Habitat Management Plan (HMP) by the Coastal Commission and the wildlife 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. PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310 1999-2000 2002-03 2001-02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 163.61 1 0 809 4,256 21,464 CAPITAL OUTLAY 104,240 149,150 84,675 131,087 MAINTENANCE & OPERATIONS 201.41 8 185,600 173,545 MISSION STATEMENT: The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and disseminates GIS processing capabilities to aopropriate City departments. PROGRAM ACTIVITIES: Svstem DeveloDment 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 technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public staff, we continue to be able to effectively expand the GIS program to enable various City staff to use GIS 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. Continue adding data layers to the enterprise-wide GIS, particularly in the areas of Public Works-related Database DeveloDment infrastructure (street lights, street trees, assessment districts, signage, traffic signals, storm water facilities, etc.) Database Maintenance . Maintain the various layers within the GIS by keeping them accurate and current WORKLOAD STATISTICS: " FYZOOO FY 2001 FY2002 (Est.) Number of Service Requests: 200 280 350 KEY ACHIEVMENTS FOR 2001-02: Successfully implemented a central data base of geographic information for access by all city staff. Through department-specific trainings, increased the usage rate of the intranet-based GIS interactive map. 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 delivery of products/seNices. 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 City's street address database. 8-04 PROGRAM: ECONOMIC DEVELOPMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510 1999-2000 2002-03 ACTUAL 2001 -02 2000-01 103,057 ACTUAL BUDGET 11 3,906 109,612 BUDGET 113,337 PERSONNEL MAINTENANCE &OPERATIONS CAPITAL OUTLAY 58,195 0 0 0 0 136.795 109,500 24,263 MISSION STATEMENT: Plan, organize and direct the implementation of the Cityk 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. Economic Resources Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive effects they have on the Community. Promotion and Marketinq Support public and private activities that focus on attracting desirable businesses and industries to the City, and supports local tourism. Public Relations and Education Provide opportunities for increased organizational. local business and citizen awareness of demographics and economic goals and activities. Real Estate Assets Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real property. KEY ACHIEVEMENTS FOR 2001- 02: Acquisition of Farmers Insurance Building. Acquisition of properties adjacent to Pine School Completion of Tourism Study. 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 Carlsbad's Economic Development Strategic Plan. Civic Center facilities planning. Coordinate acquisition of real property associated with City Council goals. SIGNIFICANT CHANGES: Additional funds have been budgeted to conduct a facilities needs analysis. 6-85 PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610 1999-2000 1,147,437 1,116,738 952,126 884,880 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE 8 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. associated with workloads. Customer service satisfaction levels for field inspections are also surveyed. KEY ACHIEVEMENTS FOR 2001-02: Issued permits for $273 million in various types of construction projects. Performed 50,000 various bldg inspections - 96% the next working day. Final inspection on 1500 dwelling units. Answered 2000 incoming calls for information at Code Enforcement. Proactively removed 2000 illegal signs from the right of way. Performed 5000 code enforcement inspections. . Handled 1000 open code enforcement cases. 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. calls the next working day. SIGNIFICANT CHANGES: None. 8-86 PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET PERSONNEL 662,493 694,803 784,469 788,865 MAINTENANCE & OPERATIONS 369,006 1,052,785 158,132 4,233,918 CAPITAL OUTLAY 6,915,143 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 Enhancina Opportunities Career Development . Plans Innovation Goals Promotinq Business Development Jobs Sales Tax New Products state Funds Creatina a Communitv SDirit Transpodation Education Social Services Family Self&fficiency Villaae Vision Creativity Expansions Revitalization Beautification Federal Funds Property Tax Excellent Service 8-87 PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001-02 2002-03 BUDGET PERSONNEL 129,701 131,798 129,260 125,314 MAINTENANCE & OPERATIONS 1,425 7,691 3,546 328,340 CAPITAL OUTLAY 128,424 145,270 41,007 29.577 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 implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff Negotiate and prepare affordable housing agreements. Monitor the development and operation of affordable housing developments. on the requirements of the ordinance. WORKLOAD STATISTICS: EST. EST. 99-00 o0-01 01-02 02-03 Affordable Housing Units Approved: 26 units 36 units 286 units 154 units Affordable Housing Units Construction Starts: 97 units 92 units 182 units 180 units Financial Assistance to Affordable Housing Projects: $2,216,000 $1,135,000 $2,860,000 $3,220,000 KEY GOALS FOR 2002-03: Leamina 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. PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401 1999-2000 323,361 293,728 217,715 204,520 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 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. Administrative Plan, and the Public Housing Agency (PHA) Plan. Familv Seif-Sufficiency Desianed to enable UnemDloved. under-emDloved or under-educated low-income families to achieve economic ._. .. 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. inde6endence from welfare. Communih, Owortunities Proaram Collaborative effort among several local housing agencies. Provide education and guidance to rental assistance participants to reach personal goals and career objectives, Participate in ongoing implementation of program changes and marketing of the program to participants and emphasizing housing opportunities in neighborhoods of choice. owners in Carlsbad. PERFORMANCEMlORKLOAD 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 PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401421 3917000 19942000 103,162 99,297 102,951 99,150 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001-02 200001 MAINTENANCE &OPERATIONS 360,551 1,001,541 121,884 156,655 CAPITAL OUTLAY 306,179 318,461 299,357 300,489 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Communitv DeveloDment Block Grant Proaram Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to Prepare 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 ACHIEVEMENTS 2001-02: Identified potential property to purchase for development of affordable housing. Improved projects were started andlor completed on facilities for the La Posada de Guadalupe Homeless Shelter. KEY GOALS FOR 2002-03: TOD Qualitv Services Provide timely responses that result in high customer satisfaction, SIGNIFICANT CHANGES: None B-90 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENTAGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/8023412 VILLAGE AREA 1999-2000 ACTUAL 2001 -02 2000-01 BUDGET 153,410 188,206 BUDGET 180,914 ACTUAL 2002-03 140,812 PERSONNEL 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: lmdementation of the Carlsbad Viliaae Redeveloument Master Plan Coordination of project development and permit processing. Administration of the Parking-In-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development Work with the Carlsbad Village Business Association and other business organizations to continue Community Communitv Relations and Public Relations Proaram - 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 awareness and public relations activities on behalf of the Redevelopment Agency. the Village. Station and surrounding properties. PERFORMANCEWORKLOAD MEASURES: Process 15 applications for redevelopment permits for improvements to existing structures or new construction Process 10 sign permit applications. projects. Process five (5) preliminary review applications. Facilitate the development of at least one “special opportunity projecr‘ identified in the Village Redevelopment Master Plan. KEY ACHIEVEMENTS FOR 2001-02: Processed 15 applications for redevelopment permits for improvements to existing structures or new construction projects. Processed 4 preliminary review applications. Processed 11 sign permit applications. . Developed the Village Parking Plan for removing impediments or otherwise enhancing existing public parking lots within Village Redevelopment Area to improve utilization rates. Created a development plan for future redevelopment of the southwest corner of State St. and Grand Ave. to assist with the elimination of blighting infiuences on North State St. B-91 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80~341z VILLAGE AREA 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 andlor tourist activities. . Execute the Village parking Plan (created last year) for removing impediments or othewise 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 Area following the July 2006 expiration of the Redevelopment Plan. Balanced Communitv Development (also affects Finance Goal) SIGNIFICANT CHANGES: None 6-92 PROGRAM: LOWlMODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420 VILLAGE AREA 1999-2000 2002-03 2001 -02 2000-01 ACTUAL 32,408 50,374 54,133 48,208 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 2,045,974 CAPITAL OUTLAY 56,904 60,426 16,729 32,244 380 2,972 3,152 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Proiect Processing Procedures Continue development of affordable housing project processing procedures, Affordable Housing Proiect Coordination Assist in the structure and implementation of affordable housing projects. Affordable Housing Education Proararn . 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 properly 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. 6-93 PROGRAM: REDEVELOPMENT OPERATIONS FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420/8113412 SOUTH CARLSBAD AREA 1 I 1999-2000 I 2000-01 I 2001 -02 I 2002-031 ACTUAL^ 0) 0) PERSONNEL ACTUAL1 BUDGETI BUDGET 45,450) 50.580 MAINTENANCE &OPERATIONS 475 2,350 0 0 CAPITAL OUTLAY 46,457 316,299 0 0 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 ImDlement RedeveloDment Plan for South Carlsbad Coastal RedeveloDment Area excess properly for projects that provide both a private and public benefit. Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess properly that could provide for public recreational facilities andlor development of cultural facilities or other public facilities. Revitalize. redevelop andlor generally clean-up the Ponto Area. Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCEMORKLOAD 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 2002-03: Balanced Communitv Develooment Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area, Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area. SIGNIFICANT CHANGES: None. 6-94 PROGRAM: LOWlMODERATE INCOME HOUSING FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420 SOUTHCARLSBADAREA 1999-2000 ACTUAL ACTUAL 2002-03 2001 -02 2000-01 13,228 12,950 0 0 PERSONNEL BUDGET BUDGET MAINTENANCE & OPERATIONS CAPITAL OUTLAY 9,583 16,451 0 0 95 470 0 0 MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Implement Citv-Wide Affordable Housina Proarams Affordable Housina Proiect Coordination for lnclusionary Housing Development " Affordable Housing Education Activities. Development of affordable housing programs. . facilitation of development of new affordable housing projects PERFORMANCEMORKLOAD 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, 6-95 6-96 PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 1999-2000 8,298,170 7,719,598 6,315,466 5,342,170 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 MAINTENANCE & OPERATIONS 3,360,592 4,897,699 6,822.763 204,608 424,792 186,373 228,980 CAPITAL OUTLAY 5.744,431 Seniors 5% 6% 8-97 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET PERSONNEL 2,907,768 3,657,162 4,750,173 4,504,051 MAINTENANCE & OPERATIONS 97,514 82,466 31,352 69,736 CAPITAL OUTLAY 3,318,813 4,053.31 1 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 ACHIEVEMENTS FOR 2001 - 02: Continued Sunday hours of 1-5 PM at both the Dove and Cole Libraries Continued to provide a wide variety of lectures, concerts and other programs for the entire community's Completed the Library and Arts Cultural Plan. Provided the library catalog online, linked to the City3 website, provided online databases as well as 2417 Began the process of selecting a new automated library catalog system. Completed the installation of new. high quality public vend copiers in all library facilities. _Finance enjoyment. reference services. Continued development and support of the Carlsbad Library Foundation. Continued support of the Friends of the Library efforts to increase hours of operation of the bookstore Cearnlna Published a new book, Windows on the Past: An illustrated History of Carlsbad, California, to commemorate the Planned and implemented Carlsbad's 5Olh Anniversaly Celebration. Promoted the library's reading programs throughout local school districts. Continued 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 Continued to foster cooperation with the Carisbad Unified School District in providing literacy instruction to high Participated in the continuing planning and development of the Carlsbad Citizens Academy, teaching members 5Olh anniversary of Carlsbad's city hood. faire at the Dove Library. school students. of the community about how the City organization operates. B-98 PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY PAGE TWO SUMMARY KEY GOALS FOR 2002-03: Too-Quaiitv Services Complete installation and migration of the new automated library system Conhue 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 Carisbad 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. Leamina Continue to promote the Libraly'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 Carlsbad 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. B-99 PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 001401010014015-16lOO14035 1999-2000 2002-03 2001 -02 2000-01 ACTUAL 1,299,290 1,249,494 1,018,749 385,564 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & 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 print and non-print materials to children and adults, handle patron registration, collect fees and fines. and track overdue items. Prooramminq 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 Development . Evaluate the Cole Library collection and select print and non-print materials. Libraw Manaaement Manage Cole Library, staff, volunteers, collection, and facility. Maintain awareness of the community. PERFORMANCE OBJECTIVES: Schedule and supervise staff. Hire and train new staff. Actively maintain a current, topical print and non-print collection. Prepare a monthly narrative and statistical summary of operation. 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. 8-100 PROGRAM: DOVE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 00140694095 19942000 2,259,670 2,130,429 1,750,511 1,660,333 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 485,561 1,260,709 1,713,633 35,379 63,929 7.463 8.003 CAPITAL OUTLAY 1,635,058 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 mom. 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 Sema 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. Circulation The circulation division registers library patrons as library members and Internet users and also provides services to the Homebound Program and participates in the Braille Machine Exchange Program. Circulation staff checks in and out materials, sorts and shelves library materials and repairs all audio-visual materials for the Carlsbad City Library. Register library patrons and Internet users: check out and in, renew, reserve, sort. and shelve library materials: process and mail overdue, collection and reserve notices: collect fines and fees: rent audio-visual equipment; and answer the renewal line. Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de Carlsbad. Brighton Gardens, and Carlsbad-by-the-Sea. Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; exchange and provide repair for malfunctioning machines. Reference 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 records. replacement materials, and facilitate book discussions. in the lab and the job and career center. 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 Children's 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 reader's advisory, library skills instruction, Select new children's materials, both print and non-print, and provide collection maintenance and stack group tours, and class visits. organization. There has been an increasingly heavy demand on our collection due to the rapid population growth in the community. Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage Supports youth and parent Internet access and research. The lab offers age appropriate introductory sessions creativity. Cooperative programs with the Centro de Informacion provide multi-cultural experiences. 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 SIGNIFICANT CHANGES: service and more efficient use of staff time in the Children's division of the Dove Librarv. One (1 .O) part-time position has been converted to one full-time librarian in order to provide higher levels of customer 8-102 PROGRAM: GENEALOGYlLOCAL HISTORY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014025 1999-2000 164,283 125,548 82,405 64,993 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE 8 OPERATIONS 4,849 5,306 0 19,715 CAPITAL OUTLAY 13,980 8,295 9,047 2,949 WORK PROGRAM: The GeneaiogyILocai 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 includino Dersonal comouters. micmfilmlfiche 2,600 "" 1998-99 1999-00' 2000-01 2001-02 15,741 .4,958 20,520 23,000 ~ ~~ I ,~~ readers and printers. Collection DeveloDment Activities The staff DarticiDate in the Librarv's collection in-House Usage: 22,868 9,068 59,435 60,000 ~__~- 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 Services, and receiving and shelving items from Technical Services. 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 "The GenealogyILocal History Section was closed in instructional programs. September 1999 through April 2000 for the Cole 1999- 2000* 2001 2002 41 45 48 50 Library remodel SIGNIFICANT CHANGES: Increase is due to full year funding for the Senior Librarian that was added in January 2002. B-103 PROGRAM: CENTRO DE INFORMACION FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014030 1999-2000 2001-02 2000-01 ACTUAL 2002-03 ACTUAL BUDGET 86,238 BUDGET 91,345 11 1,540 94,659 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 2,974 0 1,727 0 0 2,720 4,254 2,255 WORK PROGRAM: The Centro de Informacion 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 Informacion staff is actively involved in the community and work in partnership with schools, community agencies and other City departments to meet the needs of our diverse community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Outreach The Centro de Inforrnacion is an active partner in "" 1997-98 1998-99 1999-00 2000-01 community activities. The Centro offers a Individual Patron Visits: that enables Spanish-speaking residents to welcoming and culturally sensitive environment 24,250 21,584 20,300 20,328 make use of public library services. Proararnminq The Centro de Informacion responds to "" 1997-98 1998-99 1999-00 2000-01 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. 8-104 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: Catalogs and processes both purchased items Processinq 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. WORKLOAD STATISTICS: "1999-00 Items Cataloged and Processed: 17,908 22,889 24,581 Items Handled for Binding: 1,707 1,695 1,561 1997-98 1998-99 1999-00 Items Added to Database: 17.908 22,889 24.581 Items Withdrawn: 16.059 18,261 12,550 2000-01 30,753 2,273 2000-01 30,753 11,783 PERFORMANCE OBJECTIVES: Circulation System and On-Line Catalog Operates the Library's integrated library system, including all software-related activities, writes instructions, and 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. trains staff on new features. SIGNIFICANT CHANGES: None. 8-105 PROGRAM: COLLECTION DEVELOPMENT FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. 0014045/14!54010/ 8 ACQUISITIONS 1454011/1454095 1999-2000 ACTUAL ACTUAL BUDGET 2001-02 2000-01 2002-03 BUDGET PERSONNEL 129,523 123,500 149.904 147,200 MAINTENANCE & OPERATIONS 720,602 884,410 958,904 925,615 CAPITAL OUTLAY 40,509 679 7,512 1,142 STATE GRANTS AV INSURANCE FUND I 2851344 39.174 I OTHER SPECIAL REVENUE TOTAL FUNDING I 890,634 I 1,008,589 I 1,116,320 I 1,073,957 57,257 I 29,8971 118,2801 107,307 WORK PROGRAM: Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all materials budgets. Order and receive all print and non-print materials. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Develop plans for the collection of Materials. Plan for collection space needs for the ne (5) years. xi fi\ re Write materials collection statements for reference areas at all facilities. Budaetinq Prepare division and libraly-wide materials budgets; monitor expenditures for department Track material accounts by major subjects. 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. 6-106 PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014050 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001 -02 2002-03 BUDGET PERSONNEL 103,589 101,727 176,760 163,780 MAINTENANCE & OPERATIONS 14,543 0 0 1,509 CAPITAL OUTLAY 43,640 45,279 27,264 13,672 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 technical support for City and community organizations using these facilities. Services include presentation auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing technology support. video and cable television program production. PROGRAM ACTIVITIES: PERFORMANCE MEASURES: Proorammina Manaaement Implement "Meeting Facility Use Policies and . Procedures." Maintain and analyze the service delivery system. Monitor work flow, perform ongoing fee collections and processing, and provide comprehensive reports. Recruit, training, and assign and supervise part-time interview, hire hourly staff, provide ongoing 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. Prooram Creation 8 Distribution Further define service level expectations among . Library and City departments for video program . production and distribution via available cable . televisions channels, web and intranet streaming, technologies. Conduct research, gather library circulation, and other appropriate pertinent information, define infrastructure requirements, identify, detail, and pian various implementation options. SIGNIFICANT CHANGES: None. Provide two bi-annual comprehensive reports and analysis, and recommendations for service including inquiries, bookings, income generated imorovements. Develop programming content plan, facilitate accordingly. planning, and produce media materials underwrite production expenses for a series. Prepare and submit grant applications to help Conduct interviews. Choose data, interview, and report Interview stakeholders. 8107 PROGRAM: ADULT LEARNING PROGRAM FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014055 1999-2000 ACTUAL ACTUAL 2000-01 2001 -02 2002-03 BUDGET 123,560 1 14,248 87,243 90,079 PERSONNEL BUDGET MAINTENANCE & OPERATIONS 29,064 39,316 44,934 32,585 CAPITAL OUTLAY 0 2,721 0 0 WORK PROGRAM: The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong learning and decision-making. The program provides literacy services that support positive self-esteem and the application of traditional and technology-based literacy skills in daily life, at work and in the Community. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Literacv Skill DeveloDment The program provides a variety of learning experiences including one-to-one tutoring, computer-assisted instruction and small-group Learners Studying: study. These varieties of learning experiences are appropriate for each adult learner's individual potential and skill needs in basic reading, writing, Volunteer Tutors Instructing: math, critical thinking, and general knowledge. "" 1997-98 1998-99 1999-00 2000-01 143 127 132 122 102 102 84 104 Instructional Hours Completed: 4,735 5,434 6,411 7,228 SIGNIFICANT CHANGES: None. B-108 PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS SUMMARY 1999-2000 ACTUAL 2001 -02 2000-01 288,791 ACTUAL 2002-03 422,156 372,600 BUDGET 397,799 BUDGET PERSONNEL MAINTENANCE & OPERATIONS 12,402 32,799 29,591 33,269 CAPITAL OUTLAY 375,626 501,414 326,867 255,154 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 where arts have a significant presence, thereby enriching the lives of all Carlsbad residents. meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design KEY ACHIEVEMENTS FOR 2001-02: Produced 42 events attracting 39,000 people. Managed the William D. Cannon Art Gallery with a series of exceptional exhibits attracting 21,000 people. 9 Continued the Arts Education Program for gallery exhibitions that served and provided 7,026 Carlsbad students Continued fundraising for gallery operations and arts education while sustaining levels of fundraising for all other Funded 56 performances, exhibits and special projects by organizations and schools in Carlsbad serving 14,500 Provided information services via the City and CONVIS web sites, direct mail, telephone, information line, Completed the Strategic Cultural Plan. with classroom lesson workbooks, guided exhibit tours and creative workshops. Arts Office programs ($66,450 for FY 200112002). people though the Community Grants Program. distributed programslnewslelters/brochures. and displays at City facilities. KEY GOALS FOR 2002-03: TOD Qualitv Services Implement the goals and obiectives of the Strateaic Cultural Plan. Generate sponsorship programs, fund-raising activities and collaborative projects Promote, train and utilize volunteers and artists in providing services. Learnincl 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. " .. . 6-1 09 PROGRAM: ARTS OFFICE FUND: GENERAL FUNDlARTS GENERAL/ PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/ GALLERY DONATIONS 0014068/147xxW 142XXXX 1999-2000 ACTUAL ACTUAL 2000-01 2001-02 2002-03 BUDGET 384,805 409,851 365,371 280,177 PERSONNEL BUDGET MAINTENANCE 8. OPERATIONS 12,402 32,799 29,591 33,269 CAPITAL OUTLAY 343,326 464,464 304,501 231,332 IGENERAL FUND I 489.9121 638,1181 711.2101 700.5331 ARTS FUNDING 54.8661 61 ;3451 195,9041 40,000 TOTAL FUNDING I 544,778) 699,463) 907,114) 740,533 WORK PROGRAM: Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance educational opportunities for all segments of the community. PROGRAM ACTIVITIES: Volunteers Utilize volunteers for mailings. gallery events. jazz concerts. etc. Provide trainina for volunteers. artists. arts " organizations and gallery docents and attendants.. " Proarams Produce eleven jazz concerts in the parks. - Offer educational programs on arts and culture for children and adults. Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. Offer four (4) weeks of summer arts camp, two (2) weeks of Club Pelican, and four (4) weeks of Band Camp. Produce a monthly calendarhewsletter. Information 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. " Assess short and long-range community needs for facilities and resources. 8-110 PROGRAM: ARTS OFFICE PAGE TWO FUND: GENERAL FUNDlARTS GENERAU PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062100140651 GALLERY DONATIONS 0014068114740101 1474020 KEY GOALS FOR 2002-03: . . . . . . . . . . . . TOD Qualitv Services Offer communitv-wide multi-cultural events (Festeiando a las Madrecitas. an international multi-cultural festival and ~ "By Kids, for Kids." Serve on Chamber of Commerce Arts Education Committee. Continue to work with Carkbad and Encinitas school districts implementing arts education programs. Offer programming and resources. Offer a grant initiative program to celebrate neighborhoods through the arts. Develop and strengthen arts organizations and provide cultural opportunities with grant allocations. Submit grant applications to State and Federal funding agencies when appropriate. Generate sponsorship and fund-raising activities for the Gallery, Arts Office Programs, and arts education programs. Produce a jazz program. Assist Arts Associates with fund-raising efforts. Serve on Library Foundation Board. the City. Implement objectives of Cultural Arts Strategic Plan in arts education, and awareness of arts and cultural resources in Operate the Cannon Art Gallery with six (6) exhibitions per year. Qualitv of Life/Communitv DeveloDment Provide staff assistance with the community festival, Artsplash. Operate the Sculpture Garden with one (1) exhibition per year. WORKLOAD MEASURES: Arts Ofice EventdAttendance Delivew of ToD-Qualitv Services 1998-99 1999-00 44/35,000 49/36.000 2000-01 66/51,000 4Z39,OOO 2o01-02 Community Grants Awards/Applications/Budget 21/$18,000 20/18,000 18/19,000 16/19,000 New Initiatives GranUBudget 1/5,000 1/1,200 Educational ODDortunities - Information SeWiCeS 1998-99 1999-00 2000-01 2o01-02 Newsletters (IssueslDistribution) 12/48.000 12/50,000 12/50,000 12/50,000 Special Publications (Per YearlDistribution) Arts Info Line Calls (Monthly) 11/24,000 17/86,000 240 240 48/60,000 240 52158,000 250 Diverse Economic ODDortunities Grants and Contributions 1998-99 $74,000 1999-00 2000-01 $89,050 2o01-02 $181,200 $68,950 SIGNIFICANT CHANGES: None B-1 I1 PROGRAM: SISTER CITY FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010 1999-2000 BUDGET BUDGET ACTUAL 0 PERSONNEL ACTUAL 2002-03 2001-02 2000-01 0 2,655 2,862 MAINTENANCE & OPERATIONS 5,842 10,396 0 0 0 0 CAPITAL OUTLAY 10,800 13,034 SISTER CITY DONATIONS 700 I 2,8601 5,5661 4,000 TOTAL FUNDING 5,8421 10,3961 15.6891 13.662 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic. PROGRAM ACTIVITIES: Arrange, host and conduct visits by one (1) student delegation and others as needed. Coordinate Sister Citv Proaram Coordinate ongoing cultural and educational exchange projects. Activelv Pursue the Contribution of Funds for the Sister Citv Proaram. Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such programs. SIGNIFICANT CHANGES: None. B-112 PROGRAM: SPECIAL EVENTS FUND: SPECIAL REVENUE FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010 1999-2000 BUDGET 7,229 BUDGET 10,132 9,650 8.614 PERSONNEL ACTUAL ACTUAL 2002-03 2001-02 2000-01 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 17,980 0 0 0 0 21,500 23,916 11,970 WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Present 11 jazz concerts in four (4) quadrants. Continue Performino Arts Proclramminq Produce and distribute jazz concert fundraising program. Present annual Mother's Day Festejando a las 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: Raised over $25,000 in fundraising contributions. Presented 11 jazz concerts in four (4) parks with an attendance total of 33,000. SIGNIFICANT CHANGES: None. 8-113 PROGRAM: RECREATION FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY NTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that current recreation programs and senior activities including youth and adult sports, special events, instructional live, work andlor play in Carisbad. The Department is responsible for planning future park sites and the operation of classes, facility rentals, aquatics, nutrition. and transportation programs. Staff resources also support the Parks B Recreation Commission and Senior Commission, both of which act in an advisory capacity to the City Council on matters pertaining to parks, landscape. recreation programs, senior activities, and facilities. KEY ACHIEVEMENTS FOR 2001-02: Prepared and processed the Lalwin Park Master Plan including community out reach and Parks B Recreation Implemented an interim use strategy for Pine School and completed the required Hazardous Building Material Initiated Phase 2 of the Carillo Ranch Community Park. Received council endorsement of a strategic plan for the Recreation Department. 9 Continued to enhance the Opportunity Grants Scholarship Program to over 50 community children, which afforded them the opportunity to participate in recreation programs they would not othelwise be able to enjoy. Presented a funding strategy for the implementation of a citywide trails program. Completed the design phase for the Aviara Community Park. Commission and City Council Approval. surveys 8 prepared bidding documents for structure demolition. KEY GOALS FOR 2002-03: Too 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. Maintain a Capital Improvement Program (CIP) that provides for development of recreation facilities. Promote the use of volunteers in providing City services. Annually revise CIP Budget. Enhance service delivery through effective location and development of recreation facilities and programs such as Aviara Community Park, Carrillo Ranch Phase 2, Pine School, Lawin 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, i.e., Joint Use Agreements for use and maintenance of activity playfields and Community Swim Complex. 6-114 PROGRAM: RECREATION FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION PAGE TWO SUMMARY KEY GOALS FOR 2002-03 (Continued): Finance Provide recreational activities. faciliies and other special events, which support local business and enhance transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, and swim Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user meets. Provide a wide variety of revenue generating quality recreation opportunities to the public, Le., special events, groups. youth and adult sports, educational classes, aquatic programs. day-trippers, lagoon permits, and facility rentals. LeaminR Prepare monthly agendas for Parks and Recreation, and senior commissions that address relevant issues and Continually monitor the Citywide interactive web page to display current recreation opportunities over the Provide a wide variety of instructional classes for all ages and promote educational classes through distribution Provide and encourage a variety of professional training opportunities to all staff members. Create cross-training opportunities within the Recreation Department and across major service areas where Provide the necessary tools required for employees to perform effectively. Balanced Communitv DeveloDment Monitor and annually report on the status of the parks performance standard of the Growth Management Plan inspire community involvement. Internet. of the Carlsbad Community Services and Recreation Guide three times per year. feasible. and the implementation progress report for the Parks and Recreation element of the General Plan. Implementation of a Citywide Trails Master Plan, including acquisition and development. ParkS/ODen SDaceTTrails 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 Lamin Park. Initiate the master planning process for Pine School. . Continue the master planning requirements for Alga Norte Park. Secure acquisition of 10-15 acres of park property in the northeast quadrant. .. B-115 PROGRAM: PARK PLANNING FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 001451010014545 & RECREATION MANAGEMENT 1999-2000 2002-03 2001 -02 2000-01 ACTUAL 721.91 1 622.587 394,475 358.01 7 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE &OPERATIONS CAPITAL OUTLAY 561,970 622,341 194,231 195,066 8.300 16,582 1 1,466 20.81 1 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 andlor 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 Cornmission workshops to improve the expertise and effectiveness of the Commission. Administrative Services time eouivalent oositions. which ooerate with a budaet of amroximately 4.6 million. Provide the required administrative support to a division with 32 full-time positions and approximately 50 hourlyffull- Maintain timely processing Af special project-requests, citizen concerns. departmental reports. City Council agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget administration for expenditures and revenue generation. Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted. Provide on-going support to management, general and part-time employees. Implement the services of contractual employees. .. Facilitate a customer service training and orientation program for all new department employees Implement and maintain the strategic planning process for the Recreation Department. 0-116 PAGE MI0 PROGRAM: PARK PLANNING FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545 & RECREATION MANAGEMENT PROGRAM ACTIVITIES (Continued): Park Acauisition. Plannina andlor DeVelODment Ensure adequate park acquisition. development and rehabilitation in order to meet the park performance standards of the Growth Management Program. Provide for current and future community needs by addressing changing recreation trends. Monitor and implement existing park agreements. Construct phase II of the Carrillo Ranch Master Plan. Coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. Initiate the park planning process for the Pine School property. Provide staff support for the development of the municipal golf course. Develop the Aviara Community Park site Master Plan. Complete the Alga Norte park master plan process. Process the actions required to create a Citywide Trail System (land acquisition, maintenance system, development projects. development, volunteers, etc.). Recreation Proarams Manage the implementation, performance and adequacies of recreation programs Eovide a wide variety of recreation programsand special events for all segments of the population who live, . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. Prepare and distribute the Community Services & Recreation Guide three (3) times per year. Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to work and/or play in Carlsbad. sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: None. 8-117 PROGRAM: RECREATION FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28 1999-2000 ACTUAL 2001 -02 2000-01 722.1 75 ACTUAL 2002-03 BUDGET 827,639 735.129 BUDGET 994,956 PERSONNEL 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 andlor play in Carlsbad. PROGRAM ACTIVITIES: day camps, and after school programs. Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth 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 Schedule facilities for programs. Prepare and distribute marketing materials. Evaluate programs and analyze data on an ongoing Prepare financial and revenue reports. Research and implement program opportunities. instructors. basis. 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 Recruit, train and reward volunteers. Generate program sponsors. Utilize sports professionals to enhance program Provide scholarships for Carlsbad resident youths. programming. quality. Estimate 2o01-02 Projected 2o02-03 Enrichment Classes Conducted 1,650 1,620 Enrolled 16,600 16,200 1,650 Teams 62 65 70 16,700 Participants Revenue $447.842 404,000 405,000 Spectators 12,000 13,000 1.000 1,050 1,100 15,000 Revenue $36,000 32,000 36,000 Davtrimers Trips Conducted Participants 876 34 32 900 350 Teams 8 Adult S~0rt.s Revenue $44,566 45,000 23,000 Participants 320 4,900 325 328 Spectators 5,000 5,100 30,000 30,000 Revenue 30,000 $86,470 86,500 86,500 Youth S~orts Camps 39 Participants 50 793 1,080 53 1,280 Revenue $92,800 98,000 97,000 PROGRAM: RECREATION FEE SUPPORTED PAGE TWO FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28 2000-01 2001-02 - Estimate Projected 2000-01 2001-02 2002-03 Estimate Projected Preschool Classes Conducted 166 Enrolled 1.900 22.030 24.050 167 1 .goo 167 Events 1.900 Particioants 9 10 27.650 11 Special Events ~ ~ ~~ Revenue $112;652 117;766 122;650 Revenue $611940 82;ooo 65,000 ,~ ~ ~ Communitv Volunteers Hours Maintained 14 14 14 Volunteers 1,170 8,200 10,100 1,190 10,200 1,220 Stav 'n' Play Weeks 30 32 32 Kids Camp Participants 725 Revenue $1,000 $1,250 800 $1,500 Participants 850 Camps 1.045 11 13 1,235 1,625 13 Revenue $82,600 $123,000 $162,000 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 life-ling ikarning 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. 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 Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. dances, Stay 'N' Play and Grad Nite. brochure. SIGNIFICANT CHANGES: 5/2002. The increase in personnel costs is to fund the Recreation reorganization that was approved by Council in B-119 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014520 1999-2000 325,004 290,215 280,515 277,994 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 113,411 148,222 124,953 32,000 153,884 103,651 12,677 CAPITAL OUTLAY 132,450 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: Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities; provide education and Lessonsnraininq training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County certiicationltraining 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 LaneIHours Classes Conducted Registered, Resident Registered, Non-Resident Revenue Carlsbad Hish School P.E. LaneIHours Participation Actual 2000-01 Estimate 2o01-02 Projected 2o02-03 2.268 2,250 233 225 1,422 1,495 85 2,300 233 94 1,535 $38,213 $38,290 $42,000 90 2,126 852 2,030 664 2,100 840 Recreation and Lap Swim LaneIHours Daily Admissions 18.985 16,425 16,715 Youth 5,818 5,400 5,500 Adult 7,135 6.000 7,005 Season Pass Administration 16,149 16,000 17.1 00 Revenue $56,861 $51,900 $55.500 8-120 PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: RECREATION WORKLOAD STATISTICS (Continued): Carlsbad Swim Masters LanelHours Participation Revenue Aouatic Exercise LanelHours Participation Revenue Carlsbad Hioh School Teams Lane/Hours Participation Revenue North Coast Aouatics Participation LaneIHours Revenue North Shore Aauatics (Aae G~UD Water Polo) LanelHours Participation Revenue Carlsbad Water Polo (Bovs Aoe Group Water polo) Lane/Hours Revenue Participation KEY GOALS FOR 2002-03: Actual Estimate 2000-01 2o01-02 3.617 3.228 $37,178 11 :a37 $33,678 10:652 1,336 230 210 1,200 $4,826 $3,800 4,453 3,841 7,677 $17,464 6,677 $15,964 2.735 2.537 8;631 7,976 $6,200 $5,610 1,126 1,000 1.356 1.200 $4;506 $4;200 1.560 1.250 $4,500 2:055 , 900 $2,900 PAGE TWO ACCT NO. 0014520 Projected 2o02-03 3,565 11.900 $35,000 1,200 230 $3,800 3,900 6.600 $15,500 2.500 $6,200 7,900 1,000 1,200 $4,500 1,560 2,055 $4,500 TOR Qualitv Services Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis. Learnina . 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 Office Specialist I1 position will be added to the staff the front counter of the Swim Complex, PROGRAM: RECREATION - AGUA HEDIONDA FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014530 LAGOON PERMITS 1999-2000 PERSONNEL ACTUAL ACTUAL 2001 -02 2000-01 BUDGET 10,838 BUDGET 15,302 27,427 10,505 2002-03 MAINTENANCE & OPERATIONS 0 0 0 0 CAPITAL OUTLAY 3,576 3,373 3,139 1,655 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: Permits Issue annual lagoon use permits, verify and monitor 2000-01 2001-02 2002-03 Estimated Projected DMV registration, and coordinate with the Police Department to publish and distribute information regarding use, rules and regulations of the lagoon. Annual Permits 350 365 Daily Permits 350 289 Revenue 293 280 Laaoon Clean-up Prooram $22,375 $23,900 $22,500 Coordinate and oversee bi-annual Lagoon Clean-Uo Days (June/October). "__ SIGNIFICANT CHANGES: None. 8-122 PROGRAM: RECREATION OPERATIONS FUND: GENERAL PROGRAM GROUP: RECREATION ACCT NO. 0014540,0014541, 0014542,0014543 1999-2000 ACTUAL 2001 -02 2000-01 2002-03 ACTUAL BUDGET BUDGET 760,803 PERSONNEL I 503,4521 578,3871 718.3621 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 Carlsbad population. PROGRAM ACTIVITIES: Information and Enrollment Services Staff provides information and registration services to the public on Recreation Department programs and facilities. Enroll participants via phone, mail and in-person for classes, special events and sports leagues. Provide ongoing information and referral to the Community. Collect and account for program revenue. Facilities Overation Staff coordinates public use of recreational facilities Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts. Staff coordinates classes, meetings, dedications. and other functions at Community centers and additional City Crews maintain ballfields at school sites and Community centers and other park areas. 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: Estimate 2000-01 Projected 2o01-02 Reservations processed: 2o02-03 3,152 Number of Facility Users: 3,060 964,980 3,090 950,000 Revenue: 1,050,000 $110,660 $123,000 Number of Fields Maintained: 17 17 17 $128,000 8-123 PROGRAM: RECREATION OPERATIONS FUND: GENERAL DEPARTMENT: RECREATION PAGE TWO ACCT NO. 0014540,0014541, 0014542,0014543 KEY GOALS FOR 2002-03: TOD Quality 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 life-long learning opportunities, and build a Conduct customer service training for employees to broaden their knowledge and improve service delivery stronger community. Measure customer satisfaction of service delivery through user surveys and analyze responses to improve skills. Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation service delivery. Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to facilities and conform to City budget standards. ensure customer satisfaction of Carlsbad field users. Prepare and distribute a marketing packet, which promotes Carlsbad hotels, restaurants, amenities, and City Balanced Community DeVelODment 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 enhanpe the administration of departmental operations. B-124 PROGRAM: SENIOR PROGRAMS FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: RECREATION ACCT NO. 0014570,1434567, 1444567,191XXX 19942ooo ACTUAL 2000-01 ACTUAL 2001-02 BUDGET 2002-03 BUDGET PERSONNEL 273,468 286.360 307,161 332,222 MAINTENANCE &OPERATIONS 374,639 378,759 506,210 376,203 CAPITAL OUTLAY 20,906 0 8,200 28,000 DONATIONS GRANTS 120,065 209,887 87,860 136,200 0 210,762 197,925 0 TOTAL 736,425 821,571 665,119 669,013 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 (Le.. "Windows"). Continue computer lab with open hours for seniors to drop in and receive training and technical advice. Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. Provide ongoing information and referral to Community resources. Provide ongoing classes in computer usage (e-mail, Internet. etc.). Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. Recreation Continue the development of programs/groups 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 (i.e., the Coaster, Trolley, Users Groups, Writers Groups, Discussion Groups, etc. etc.). Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independent lifestyle. Offer tax assistance to over 500 seniors. Arrange for assistance with health insurance decisions. Arrange for free legal advice for over 200 seniors. 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. Continue offering body conditioning, exercise yoga, and dance for seniors. Provide a minimum of four "special" health screenings, Le., skin cancer, hearing, podiatly, cholesterol, etc 8-125 PROGRAM: SENIOR PROGRAMS FUND: GENERALEPECIAL REVENUE PROGRAM GROUP: RECREATION 1444567,191XXX ACCT NO. 0014570,1434567, PROGRAM ACTIVITIES (Continued): Senior Grants Provide a minimum of $30,000 in nutritious lunches 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 Coordinates all operations of the senior center: staffing. volunteer recruitment, facility rentals, and grants management. After-hours facility rentals. Staff scheduiing. Volunteer recruitment and training. Budget management. Senior Commission. SIGNIFICANT CHANGES: Effective 7/1/2002 the Senior Nutrition Grant revenues and expenditures have been incorporated into the General fund budget. 8-126 PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY 19942Ooo 13,486,327 12,555,292 11,033,212 10,797,482 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE & OPERATIONS 26,208,276 27,872,957 36,942,006 1,933,167 2,225,129 1,261,737 1,369,366 CAPITAL OUTLAY 35,016,486 2% 1 no/" General Services 21 % Maintenance Operations torm Water Rotection 65% 2% 8-12? PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 1999-2000 ACTUAL ACTUAL 2000-01 BUDGET 2001 -02 2002-03 BUDGET PERSONNEL 456,073 337,905 365,349 527,904 MAINTENANCE 8 OPERATIONS CAPITAL OUTLAY 279,171 260,566 150,506 143,583 0 12,000 0 13,042 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 Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance, boards, committees and commissions. Public Works includes Engineering Services, Solid Waste Management, 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. Budaet PreDaration Prepare goal documentation for Public Works major service area. Performance Manaaement Strateaic Planninq Implement strategic plan and Public Works programs to meet current and long-range goals, Maintenance Manaaement and Qualitv Control Continue development of comprehensive systems inventory, maintenance standards and work reporting system. KEY ACHIEVEMENTS FOR 2001- 02: Designed a comprehensive public information an education program for the Public Works MSA. Implemented an organizational designed to ensure consistency of business practices and quality control across Designed and implemented an executive reporting system reflecting the performance of the entire Public Works Implemented a benchmarking partnership program for incorporation into the Public Works performance Completed 100% design of Public Works Center. Completed implementation of automated RFA System in Maintenance and Operations. the department. MSA. measurement program. 8-128 PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE MI0 FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCTN0.0016010 KEY GOALS FOR 2002-03: TOD Qualitv Services . Request for Action (RFA) System: Continue Citywide rollout of the RFA System that allows the City to provide Computerized Maintenance Management System (CMMS): Increased efficiency in the provision of maintenance quick and effective response to citizen calls for service. services of Public Works assets and reduction of overall lifecycle 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 Performance Measurement: A Public Works performance measurement program that includes effective progress of all Capital Improvement Projects in the City. . Public Works Maintenance Classification Series: A maintenance classification structure that allows for flexibility measures, solid benchmarks and stable benchmarking partners. of job assignments and provides opportunities for professional development. 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. 8-129 PROGRAM: ENGINEERING FUND: GENERAWATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015X15710 1999-2000 2002-03 2001 -02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 3,395,803 1,735,632 MAINTENANCE & OPERATIONS 4,154,789 4,126,200 3,793.381 0 184.241 44,791 108,785 CAPITAL OUTLAY 1,924,890 2,367,150 1,455,847 ISEWER ENTERPRISE I I 343.4201 674.5001 349.5191 WATER ENTERPRISE 723.7181 623,0301 674,5001 463,316 TOTAL FUNDING 5,240,2201 5,295,0191 6,677,591 I 6,079,679 ~~~~~~~~~~~~~~ ~~~ 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 Department provides services to the public and other City departments through preparation and processing of design and construction documents and performing transportation studies. The department is also responsible for ensuring that development and public improvements are properly designed, constructed, and inspected while maintaining public safety and the well-being of the community. PROGRAM ACTIVITIES: Administration . Coordinate and direct all divisions to ensure accomDlishment of Citv Council Goals and Obiectives. provide administrative and clerical support to all divisions, ensurethat the management reporting system is accurately maintained and generates all reports on schedule, and provide accurate records filed in a standardized and efficient manner. DeveloDment Services Provide comprehensive engineering input for all land use development applications, process engineering development plans and maps in a professional manner maintaining high-quality and a timely and friendly manner. meeting production goals, ensure engineering questions related to land development are answered in Coordinate the preparation of the annual update to the City’s Buildout Capital Improvement Program, Plannina and Proarams districts to fund major public improvements. Administer and coordinate engineering activities for the update existing facility impact fee programs and assist developers with the formation of finance facility mapping. beach erosion, lagoon dredging, growth management monitoring, special districts program, and Desian Design Citywide capital projects including roadways, storm water, potable water, recycled water, and water systems, recycled water systems, sewer systems, and storm drain systems. For each of these sewer systems; develop and maintain programs in five (5) areas including water resources, domestic programs, Design provides a variety of services including planning, water supply and quality monitoring, technical assistance, mapping, and facility location. B-I 30 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING PAGE TWO GENERAWATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCT NO. 001571015X15710 PROGRAM ACTIVITIES (Continued): TransDortation Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and inquiries. Maintain records of collision reports, speed surveys, traffic counts, and assists in maintaining optimum traffic signal operations. Review traffic control plans, signing and striping plans, traffic signal plans. review project submittals, provide interdepartmental coordination of various issues, and staff the Traffic Safety Commission. Construction Manaaement 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: Total Capital Improvement Program Appropriations FY 99-00 FY 00-01 FY 01-02 FY 02-03 (Est.) KEY ACHIEVEMENTS FOR 2001-02: . . . . . . . . . . . Rancho Santa Fe Road under construction (Oiivenhain RoadlEncinitas). Cannon Road West Reach 1 completed. Faraday Avenue completed. Chinquapin Sewer Lifl Station completed. Foxes Landing Sewer Lifl Station completed. Purchased 9.0 acres parcels of land for the Carlsbad Water Recycling Facility. Overlay and reconstruct 7 miles of City streets. Developed the Carlsbad Residential Traffic Management Program and received City Council approval. Developed Livable Streets Program. El Fuerte 30” Water Line Poinsettia Lane Bridge &Waterlines KEY GOALS FOR 2002-03: TransDortation Continue work toward the construction of major road projects including: CannonlCollege, Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane. 8131 PROGRAM: ENGINEERING PAGE THREE FUND: GENERALWATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571015x15710 KEY GOALS FOR 2002-03 (Continued): Complete permitting and design of Coastal Rail ParkslODen SDace/Trails Trail in preparation for construction in FY04 Water . Construct Carlsbad recycled water facility, recycled water transmission pipelines and pump stations to Update Water Master Plans per growth management data to ensure that the current planned facilities distribute water from the Phase I1 recycled water program. are adequate for the existing rate of growth and future build-out. Environmental Manaaement . Update Storm Drain 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. 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 that program. Development Services staff were allocated to Storm Water Protection to reflect the work they support for B-132 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710 1999-2000 ACTUAL 2000-01 2001-02 2002-03 ACTUAL 0 0 PERSONNEL BUDGET BUDGET 544,997 248,397 MAINTENANCE & OPERATIONS 0 0 1,582,510 531,422 CAPITAL OUTLAY 0 0 42,282 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 "PermiY') issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: Industrial. Commercial, Residential and MuniciDal: Data ManaaemenVGlS Programs The components of these programs indude inspection ofthe faciliis ai least yeariy, sampling and testing of storm water, education using outreach materials, and enforcement of non-compliance sites. The number of Industrial sites that will be inspected is approjmately 188. The Permit also reauires the City conduct educational effolts and outreach to the public and focus grouDs regarding the new EducationIOutreach and Public Particbation focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city requirements to all ihe differentsectors. The Permit specifies in Sections F.l .d and F.2.j. that edu&tionai efforts Hhould be contractors on he requirements imposed on all municipal facilities and operations. 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 Copermittees must include the Public by allowing participation and input in local and regional programs. MuniciDal Facilities The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce the pollutants in runoff. This evaluation includes review of: Pollution Prevention practices, identifying all sources of structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and 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 Planning &Construction reouirement is found in section F.l of the Permit and includes a comolete review and revision. as needed. of the bneral Plan. Construction activities in the City are also subject to new standards and requirements as directed in the Permit. The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs Fiscal Analvsis 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. 8-133 PROGRAM: STORM WATER PROTECTION FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION PAGE TWO ACCT NO. 1545710 KEY ACHIEVEMENTS FOR 2001-02: . . . . . . . . . . . . . . . . . . Prepared and submitted Cadsbad's Jurisdictional Urban Runoff Management Plan (JURMP) Revised applicable Municipal Code Sections to satisfy NPDES Order 2001-01 and developed an Enforcement Response Plan. a Memorandum of Understanding for long-term implementation of NPDES Order 2001-01 programs and Environmental Programs Manager and Deputy City Attorney collaborated with Regional Copermittees to develop requirements. Completed Fiscal Analysis (Phase I) to determine long-term funding for the Storm Water Program enhancements and Best Management Practices brochures for residents and businesses. Conducted public Initiated Outreach and Education Program for Storm Water with the addition of an Internet Web page, HOT Line workshops, professional workshops and responded to requests for speaking engagements. Hiring of Senior Environmental Specialist and Environmental Specialist II completed. City staff training on Storm Water Protection was successfully initiated and continues. Environmental Program Staff completed Code Enforcement Training at Miramar College (POST 832) Response Software. Response system to track complaints or referrals on potential storm water violations was initiated using Suit Complaint investigations established as a routine program to solve illegal discharge incidents. Environmental Programs Manager participated in regional workgroups and committees to represent the City's interests: Committee Budget Committee Chair: 303(d) Workgroup member; Monitoring Subcommittee member. City staff participated in the establishment of the North County Outreach group. City staff audited all municipal facilities and implemented Best Management Practices to reduce pollutants to the receiving waters. City's General Plan and associated Plans were amended to meet the requirements of NPDES Order 2001-01. Environmental Program staff initiated coastal outfall bacteriological monitoring during wet weather season 2001, Data management system initiated to track industrial and commercial facilities requiring inspection, City staff initiated survey of the storm drainage system to verify inventory. Permanent storm drain maintenance crew established in the Street Division of the Public Works Department. KEY GOALS FOR 2002-03: Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and Environmental Manaaement treatment, solid waste, and efficient use of energy including alternative energy. 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) state agencies. List Water Quality Strategy and Monitoring Plan to support the de-listing of coastal lagoons by regional and Implement multi-year Public Education. Outreach and Training activities in order to meet the requirements of Outreach, Education. and Public Particbation components of public outreach: Best Management Practices, external and internal training, and residential Carisbad Jurisdictional Urban Runoff Management Plan (JURMP). The activities are to include limited audiences. SIGNIFICANT CHANGES: This is the second year of the Storm Water Protection Program budget. An Office Specialist II position 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. B-134 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY 1999-2000 BUDGET PERSONNEL BUDGET ACTUAL ACTUAL 2002-03 2001-02 2000-01 2,720,590 2,815,191 3,379,058 3,610,297 MAINTENANCE &OPERATIONS 4,060,942 1,671,500 1,714,084 1,151,461 1,058,609 CAPITAL OUTLAY 571 1,006 5,784,314 4,531,844 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% Facilities 26% KEY ACHIEVEMENTS FOR 2001-02: Planted nearly 200 five gallon trees at La Costa Canyon Park. Parks Maintenance Completed Dog Park. Competed Zone 5 (Carlsbad's Industrial Park located at Faraday Avenue and Camino Hills Drive) Improved safely standards to the tot lot at Poinsettia Park. Street Tree Maintenance Planted 400 trees in the public right of way. Trimmed over 1,100 trees. Completed the City's Community Forest Management Plan. Responded to over 900 street tree work orderhequests for action from citizens 8-135 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY KEY ACHIEVEMENTS FOR 2001-02 (Continued): Began maintaining newly landscaped medians on Carlsbad Blvd at Poinsettia. Median Maintenance Furnished and installed a new emergency chlorine SCNbber at Carlsbad Swim Complex. Facilities Maintenance Remodeled the Snack Bar/Restroom Facility at Chase Field. Constructed a concrete enclosure for the emergency chlorine scrubber at the Carlsbad Swim Complex. Completed improvements to comply with the Americans with Disabilities Act (ADA) standards at Heritage Hall, Furnished and installed a new room at Fire Station No. 5. Installed a new pool shell at the Carlsbad Swim Complex. 100% of emergency work orders were completed within 24 hours. Vehicle Maintenance 100% of all internal surveys returned indicated the quality of service by fleet operations are "Good to Excellent" the Granary Building and at the Magee Park Restrooms. in all service cateaories. " Implemented a vehicle "loaner" program to staff to use when their vehicles are in the garage for preventative maintenance services. Vehicle Reolacement Replaced 20 vehicles scheduled for replacement in the Cityk fleet. Purchased 4 additional vehicles that were approved in the Capital Outlay Budget. KEY GOALS FOR 2002-03: TOR Qualitv 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 perlormance. Improve operational efficiencies by developing programs/plans to improve proficiencies identified by the department's Maintenance Management Program. . Achieve Fleet's pelformance measurement benchmark for completed scheduled 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. 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. B-136 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 1999-2000 ACTUAL 2000-01 ACTUAL 2001 -02 1,051,111 1,011,992 PERSONNEL 2002-03 1,310,584 1 ,I 58,882 BUDGET BUDGET MAINTENANCE & OPERATIONS 0 154,351 35,586 26,062 CAPITAL OUTLAY 1,894,913 2,096,776 1,475,763 1,319,343 WORK PROGRAM: at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas. Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes Community groups. Also included is the maintenance of an additional 13 acres of landscapelhardscape at the Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as 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. Benchmark all customer service survey categories Ninety percent (90%) of customers rate Park Maintenance services as "Good" or "Excellen? (4 on a 1-5 scale) in &%!! (Condition of Facilities) Parks Division Rating (Percent of ResDonses) "Good or "Excellen? Tot LotdPlaygrounds Sports FieldslCourts 4.4 4.3 Picnic Areas 4.3 LandscapinglFields 4.2 Restrooms 4.1 91% 89% 86% 82% 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. 8-137 PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015020 PROGRAM ACTIVITIES (Continued) Inspect, maintain, clean. paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus Restroom MaintenancelLitter ControllPicnic Area Services 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. Maintain 26 tennis courts (21 lighted), 17 basketball Courts, 16 soccer fields, and 26 softballlbaseball fields. All CouriJFieldrrot Lot Maintenance Off, fence inspections/repairs, and paving surface inspections. In addition, this activity includes weekly athletic courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing maintenance of all tot lots. This includes sand rakinglieveiing. sand roto tilling, play equipment inspection and repair, and the necessary documentation of such actions. Maintain all facility landscape irrigation systems. This includes programming over 100 different controllers, with Irrigation Maintenance over 1,396 vaives. Duties include replacement, repair, trouble shooting, and data entry1 programming using the centralized irrigation system. Provide maintenance activities to Citydwned open space, and areas of additional maintenance responsibilities. Oven SDace Maintenance Duties include trash removal, clean-up and weed abatement. Miscellaneous Maintenance/ReDair 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 enciosures. 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 Dark maintenance activities. Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of WORKLOAD STATISTICS: COURTSlFlELDSfrOT LOTS NUMBER OF MAINTAINED 26 TURF 8 LANDSCAPE MAINTENANCE Picnic Area 7% Landscape 55% SIGNIFICANT CHANGES: Addition of a Park Maintenance Worker I to continue maintenance at Poinsettia Park, previously performed by temporary employees. 8-138 PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060 MAINTENANCE &OPERATIONS 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 Ninety percent (90%) of internal surveys returned indicate the overail quality of service by Facilities Maintenance at "Very Good to 'Excellent" in all survey categories. &&t 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 &&t 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. PROGRAM ACTIVITIES: Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Buildino Maintenance Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the program for major mechanical systems, roofing and painting. relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance 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, Le., HVAC, plumbing, electrical, construction projects, and custodial services. 8-139 PROGRAM: FACILITIES MAINTENANCE PAGE MI0 FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060 WORKLOAD STATISTICS: Total Building Space Maintenance Custodial Services 23% FYOZ FY03 77% In-House SIGNIFICANT CHANGES: Addition of 1,100 part time hours to assist with the increase in work orders 8-140 PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023 1999-2000 384,242 354,620 285,276 280,604 PERSONNEL BUDGET BUDGET ACTUAL ACTUAL 2002-03 2001 -02 2000-01 MAINTENANCE 8 OPERATIONS 236,834 256,752 321,491 0 149 5,625 2,218 CAPITAL OUTLAY 342,917 WORK PROGRAM: The Street Tree Division provides maintenance to all trees in the public right-of-way, and provides maintenance services in Carlsbad's 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 over 900 street tree work ordersfrequests. removes approximately 25 trees and plants over 400 trees annually consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to 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 Work Orders 1.146 Trimmed Removed Planted SIGNIFICANT CHANGES: Implementation of the Community Forest Management Plan. 8-141 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024 19992000 ACTUAL 2000-01 BUDGET ACTUAL 2001" 2002-03 BUDGET PERSONNEL 177,009 208,189 202,125 206.814 MAINTENANCE €4 OPERATIONS 263.828 321,343 333,360 370,966 (CAPITAL OUTLAY I 2.2181 WORK PROGRAM: improvement areas. Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape PROGRAM ACTIVITIES: Medians 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. Contractual Median Maintenance 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, pesticidelfertilizer application, irrigation repairladjustment. parking lot sweeping, fountain maintenance. and related duties with Streetscape improvements. WORKLOAD STATISTICS: Acres Maintained SIGNIFICANT CHANGES: None. B-142 .. PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 NTENANCE & OPERATIONS CAPITAL OUTLAY WORK PROGRAM: service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery Fleet Operations is an Internal Service fund within the City. which provides continuous repair and maintenance system based on a per milelhour charge by class of vehicle generate revenues to this department. This program to operating departments, administers the collection and disposal of hazardous waste generated by City involves all facets of vehicle repair, maintenance and parts, ensures adequate supplies of fuel and oil are available departments. and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 280 vehicles and 127 other pieces of equipment. PERFORMANCEMEASURES: Benchmark Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 46 hours from the time the vehicle is delivered to the shop. Result 48 hours from the time the vehicle was delivered to the shop. Seventy-five point six percent (75.6%) of scheduled preventive maintenance work orders were completed within Benchmark 90% of internal surveys returned indicate the quality of service by fleet servicesloperations at "Good" to "Excellen? in all service categories. Result One hundred percent (100%) of internal surveys returned indicate the quality of service by fleet servicesloperations are "Good" to 'ExcellenY' in all service categories. PROGRAM ACTIVITIES: Provide routine preventative maintenance and repairs for the fleet: inspect vehicles required for the Biannual Reoair and Maintenance 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. 8143 PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 6205060 PROGRAM ACTIVIES (Continued) Fuel and Oil Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina Wastewater Authority: monitor fuel tanks in accordance with State and County regulations. WORKLOAD STATISTICS: NUMBER OF REPAIRS 1000 800 600 400 200 0 380 370 210 214 220 Preventative Shop Repairs Vendor Emerg. Road Maintenance Repairs Repairs SIGNIFICANT CHANGES: None. B-144 PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 1999-2000 2000-01 ACTUAL ACTUAL BUDGET 2001-02 2002-03 BUDGET PERSONNEL 0 0 0 0 MAINTENANCE & OPERATIONS 0 0 108,251 60,000 CAPITAL OUTLAY 1,005,368 1,079,331 1,431,920 1,607,000 WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the Cityk motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit 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 special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and ensures a more cost effective fleet. PROGRAM ACTIVITIES: Fund Maintenance Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average replacement charge by unit class. Specification Writing Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. in partnership with the Purchasing Department, buy replacement units through the public bid process or in Purchase and Disposal 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: 500- 400. 300- 200. 100 n ". VehiclelEquipment VehiclelEquipment Acquired Disposed 402 407 410 Total Units SIGNIFICANT CHANGES: None. 6-1 45 .. PROGRAM: CARLSBAD GOLF COURSE FUND: ENTERPRISE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001 MAINTENANCE & OPERATIONS APITAL OUTLAY 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 Manaaement Plan Maintain the proposed golf course property to retain the viability of the project development. Land Management Program: . Prevent further encroachment of existing Remove unprotected and insignificant native habitat. vegetation from project footprint. Proiect Processinq Preparation, review and analysis of proposed Continue environmental processing through golf course plan. USFBW, CDF&G and the Coastal Commission. Retain environmental consultant and process Process approvals for the golf course. Meet with Golf Course Steering Committee on an EIR. as needed basis. SIGNIFICANT CHANGES: None. 8-146 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET PERSONNEL 4,225,016 4,086,735 4,648,340 4,436,288 I 2002-031 I 2001-021 2000-01 I 1999-20001 ACTUAL 4,648,340 4,436,288 4,086,735 4,225,016 PERSONNEL BUDGET BUDGET ACTUAL MAINTENANCE & OPERATIONS 261,667 272,522 65,485 188,930 CAPITAL OUTLAY 26,569,997 26,947,466 21,733,760 20,268,119 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 Street Maintenance Recycled WATER OPERATIONS Street Lighting Traffic Signals kSolid Waste KEY ACHIEVEMENTS FOR 2001-02: Received approval and permit amendment from the State Department of Health Services to perform a water Utilitv Operations Worked cooperatively with the City's Finance Department to begin reading and billing water customers in Cycles, treatment pilot program using chlorine dioxide at Maerkle Reservoir. water use. and achieved significant reductions between when consumption occurs and when a customer is notified of his spill or contamination of the environment. and Federal governments. . Operated 17 sewer lift stations averaging 3.0 mgd of sewage pumped without a failure that resulted in a sewage Delivered over 20,000 acre feet of potable water, while meeting all the health standards established by the State . Irrigated approximately 835 acres of landscape at 82 use sites with recycled water. PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY KEY ACHIEVEMENTS FOR 2001-02 (Continued): StreetIConstructionlMaintenance Implemented the NPDES Municipal Facilities Component to prevent or reduce pollutants in runoff from all Eliminated a defective (private) lift station and converted it to a gravity system. Assisted in the development of the Area 5 park site. Street Maintenance Implemented the NPDES Municipal Facilities Component to prevent or reduce pollutants in runoff from all Assisted in the development of the Area 5 park site. Traffic Sianal Maintenance Completed conversion to Video Detection Traffic Signal Control Activation at College Boulevard and Faraday Painted traffic heads at 6 intersections. installed 10 battery backups at critical intersections. Completed conversion of traffic signal indicators from 8" to standard 12" LED. Completed conversion of old SDGBE service point to meet new standard service point meter service municipal land use areas and activities. municipal land use areas and activities. Avenue. connection. Street Liahtinq Converted approximately 25 street lights to flat glass lurninar Solid Waste Manaaement Achieved a 59% solid waste diversion rate for reporting year 2000. Teamed with the City Manager's Oftice on negotiation of, and received approval from Council on, a new transfer station and disposal services agreement as part of development of a long-term solid waste strategy. KEY GOALS FOR 2002-03: Too Qualitv Services Improve operational efficiencies in PW Maintenance & Operations by increasing efficiencies in productivity for Develop a STANDARDS OF CARE program for the field operations of the Public Works MSA and an evaluation the work activity designated by each PW O&M Supervisor within their Efficiency Goal. program to monitor and ultimately measure our performance. Ensure effective and efficient collection. disposal and recycling of municipal solid waste generated in the City of Environmental Manaaement - Prevent or reduce pollutants in runoff from all municipal land use areas and activities by continuing implemented Carisbad. BMP's and evaluating their effectiveness. PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 2002-03 BUDGET BUDGET PERSONNEL 1,000,374 1,026,962 1,171,632 1,186,803 MAINTENANCE & OPERATIONS 4,310 6,232 7,513 39,844 CAPITAL OUTLAY 1,328,145 1,517,942 1,007,042 971,454 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. Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2000. Results 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 activities consist of weed abatement, litter pick-up, debris hauling, cement repair, and Roadside Maintenance 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. 8149 PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE IL OPERATIONS PAGE TWO ACCT NO. 0016355 PROGRAM ACTIVITIES (Continued) AsDhalt Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching. Paintincl Consists of grafffti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. WORKLOAD STATISTICS PW STREET MAINTENANCE 2001 STAFF HOUR TOTALS 16.06% 11.3% Customer Services Roadside 19.26% sqnr 2.57% SIGNIFICANT CHANGES: None. Drainage 21.26% B-I 50 PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370 NTENANCE &OPERATIONS APlTAL OUTLAY WORK PROGRAM: Maintain the City’s traffic signal system. PROGRAM ACTIVITIES: Customer Reauests Respond to traffic signal repair requests. Contract Administration Administer traffic signal maintenance agreement. USA Markouts Mark underground utilities in coordination of the Dig Alert system. Coordinate and inspect the installation and modification of traffic signals InsuectionlConstruction Coordination WORKLOAD STATISTICS: PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS mCustorner Requests I 40.11% .USA Ma!kOutS special Pmjects 35.59% 3.13% SIGNIFICANT CHANGES: None. B-151 PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357 1999-2000 ACTUAL 2001-02 2000-01 2002-03 ACTUAL BUDGET BUDGET 231,484 202,609 186,630 178,290 PERSONNEL MAINTENANCE &OPERATIONS 0 56.000 0 581 CAPITAL OUTLAY 952,811 889,816 641,128 528,823 WORK PROGRAM: Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system. PROGRAM ACTIVITIES: Respond to street light repair requests. Customer Reouests Troubleshoot or repair of underground circuits and associated equipment. USA Markouts Mark underground utilities in coordination with the dig alert system. Surveillance and ReDair Perform night surveillance to identify and schedule needed repairs. Svstem UDarades Installation of technological advances. WORKLOAD STATISTICS: w lnspclioni Coordination mSpecial Projects 4% UMiscellaneous mSyslern Upgrades 4% 3% 7 23.21% Repair .USA Mar+a~ls] 19% Requests 38.07% SIGNIFICANT CHANGES: None. B-152 PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312 1999-2000 BUDGET 0 BUDGET 0 0 0 PERSONNEL 2002-03 2001-02 ACTUAL ACTUAL 2000-01 MAINTENANCE & OPERATIONS CAPITAL OUTLAY 1,590 751,500 7,176 8,924 0 0 0 0 WORK PROGRAM: The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are assessed annually and the revenues are placed in a fund to cover the costs of major dredging of the creek, which could occur every four years. The last major clearing was completed in March of 1997. PROGRAM ACTIVITIES: 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 Sewices Evaluate alternative strategies following drainage studies in light of up-scaled environmental clearanceslmitigation measures to ensure desired drainage patterns. SIGNIFICANT CHANGES: No dredging of the channel planned for budget year. 6-153 PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. ~016310/50~6310 1999-2000 2002-03 2001-02 2000-01 ACTUAL BUDGET BUDGET ACTUAL PERSONNEL 2,238,360 205,801 46,937 53,676 78,326 CAPITAL OUTLAY 18,823,128 18,266,778 15,300,675 14,727,211 MAINTENANCE & OPERATIONS 2,390,299 2,249,715 2,160,295 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. PROGRAM ACTIVITIES: Administration . Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities; maintain oavroll records and time card administration; coordinate interdepartmental and interagency communications ., Construction Maintenance Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient distribution and collection systems. Water ODerations Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations. Cross Connection Control Implements and enforces cross connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and Federal regulations. Meter Services Collect water customer usage data for utility billing to ensure financial viability of the District through timely and accurate revenue collections; provide customer service for water utility customers and assist Construction and Maintenance operations. PERFORMANCEIWORKLOAD 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 1997-98 1,354 1,353 99.2% 1,343 1 98.1% 1998-99 1,428 1999-00 3 1,615 1 1,425 99.0% 1,614 2000-01 99.9% 1,725 3 1.722 99.8% 8-154 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCTNO. 501631015026310 PERFORMANCEMlORKLOAD MEASURES (Continued) 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 Total Hours Distribution Lines Distribution Line 1998-99 18 350 1999.00 .05 17 400 2000-01 .04 0 410 0.00 Miles Hours/Mile Water Deliverv Efficiency Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA recommends that the loss after treatment be maintained at 10% or less. Fiscal Year Water 1996-97 LOSS 1997-98 2.08% 2.66% 1998-99 4.87% 1999-00 2000-01 4.29% 5.36% Cost of Service Fiscal Delivered cost of Year (AC.-FT.) Selvice Cost for AC.-FT. 1999-00 Delivered 20,069 2000-01 $18,393,999 $916.54 21,135 $19,375,900 $916.77 WORKLOAD STATISTICS: Water Service Turn- Operations/System Daily Off/On ~~i~~~~~~~~ Flow Control Station 9% 15% Maintenance 20,. Water Use Data Collection Valve Maintenance 29% 21% Maintenance Fire Hydrant x. placemenVRepair Fire Hydrant 18% 5% SIGNIFICANT CHANGES: Several positions were allocated to water from sewer to accurately reflect the work performed for each program B-I55 PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCT NO. 5116310 1999-2000 BUDGET ACTUAL ACTUAL 2000-01 2001-02 2002-03 BUDGET 664,730 588,775 764,731 694,540 MAINTENANCE & OPERATIONS 3,562,581 3,881.613 4,765,143 4,735,862 CAPITAL OUTLAY 55,204 6,300 53,500 4,296 PERSONNEL 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. Sewage is treated by the Encina Wastewater Treatment Plant, a facility jointly owned by the Cities of Carlsbad and Vista, the Leucadia County Water District, the Vallecitos Water District, the Buena Vista Sanitation District, and the Encinitas Sanitary District.. PERFORMANCE MEASURES: Sewer Svstem Reliability Total Gallons Spilled Benchmark 895,651 1999-00 895,651 2000-01 Total Feet of Mains 2,116,992 765,600 765,600 Total Gallons per Foot 1.17 1.17 765,600 2.77 Sewer Cost Efficiency 1997-98 1998-99 1999-00 2000-01 Fiscal Year Expenses Flow - mgd $2,364,962.00 $2,244,852.00 $2,233.201.00 $2,308,593.00 5.10 5.98 Annual Flow 1,861.50 6.34 6.50 $/mg $1,270.00 2.182.70 $1,028.00 2,314.10 $965.00 2,372.50 $973.06 WORKLOAD STATISTICS: Sewer Lateral Main Stoppage 4.9% FTE Sewer Lateral Main Research 3.9% FTE SIGNIFICANT CHANGES: None PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375 1999-2000 ACTUAL 2000-01 ACTUAL 2001-02 PERSONNEL 2002-03 0 0 0 0 CAPITAL OUTLAY 149,747 224,928 207,568 87,359 MAINTENANCE & OPERATIONS BUDGET 73,663 69,520 53,088 61,317 BUDGET 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 (El .5%) rate solid waste Services as "Good or '"Excellent". Customer Satisfaction Residential rates (adjusted for City fees) are third lowest in the County. Cost Efficiency Year 2000 Diversion rate as reported to the California integrated Waste Management Board: fifty-eight percent Diversion (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 Advisoly 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 Services contract; and review reports and rate requests from authorized RecvclinaIDiversion Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional programs. recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling SIGNIFICANT CHANGES: Additional funds have been budgeted to perform a rate study in fiscal year 2002-2003, .. 6-1 51 8-158 2002-2003 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 $38 million in new appropriations and projected revenues during the fiscal year are estimated at $32.9 million. As the City continues to grow and develop, there is a corresponding increase in thedemand 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 GrowthManagement 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 current and 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: citizens] or to comply with growth management -or legal mandates? 2. Is the project needed soon for growth management compliance? 3. Is the project needed now for other City standards (example: ball field standards)? 4. Is the project needed soon for other City standards? 5. Does the project complete or provide part of the basic infrastructure (example; a linking'road segment)? timing or funding opportunity)? 6. Are there other reasons to construct the project (example: C-l 2002-2003 CAPITAL IMPROVEMENT PROGRAM FUTURE GROWTH AND DEVELOPMENT In order to estimate future revenues from development, several assumptions about the rate and type of growth need to be made. These assumptions can change from year to year and correlate with the economic climate. Every year, City staff evaluates all existing and future development projects and compares these projects to the buildout capacity of the City using adopted general plans. Information about existing building activity combined with estimates of how remaining net developable land might develop are then summarized to prepare future projections 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 to 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 GROWTH MANAGEMENT IMPLEMENTED ACTUAL I ESTIMATED 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, and estimates 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 c-2 2002-2003 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 Residential Non-Residential Year 2001-2002 current 733 817,829 2002-2003 648 663,794 2003-2004 1,112 912,633 2004-2005 1,001 962,393 2005-2006 964 974,510 2006-2007 925 1,034,120 Years 6-10 2,505 6,258,156 Years 1 I-buildout 2,718 3,030,842 Total Future 9,873 13,836,448 REVENUES Revenues for Capital Projects from now until buildout total $427 million and may be segregated into five 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, 4) Infrastructure Maintenance and Replacement transfers from the General Fund, and 5) other sources including grants, bond issues, and contributions from other agencies. Funding Sources 2002-2003 to Buildout Total Revenue = $427 million Development Special WaterlSewer Infrastructure Other Fees Districts Replacement Maintenance Agencies Approximately 38% 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), c-3 2002-2003 CAPITAL IMPROVEMENT PROGRAM Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 12% of the total. Water and Sewer replacement revenues generated by user fees equal approximately 6% 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, and equal 22% of future estimated revenues. The remaining 22% consist of revenues from other agencies 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 Traffic Impact Fees (TIF), the number of average daily trips was computed for each type of development use. A multi-family residential dwelling unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each residential trip is valued at the current TIF of $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 commerciallindustrial 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 this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has revenues, since some projects previously funded from these sources are now funded through 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 auadrant of the Citv. The fees are based on the acauisition cost of Darkland. 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. 2002-2003 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 Faraday Avenue extensions. City staff is currently working with property owners with pending developments in those areas to assist in the formation of those financing districts. 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 $353.3 million. CIP Project Statistics Type of Project Quantity Total Cost StreetslCirculation 81 $1 15,380,662 Parks 16 63,804,200 Sewer 29 74,200,402 Water 31 25,960,937 FacilitieslCivic 13 37,562,700 Drainage 7 17,749,000 Other (loans) NlA 18,675,548 Total Future 177 $353,333,449 ~~ Expenditures by Category 2002/2003 to buildout Total = $353 million 120 100 80 60 40 20 0 Civic hainage Parks Sewer Water Streets Loans c-5 2002-2003 CAPITAL IMPROVEMENT PROGRAM The largest expenditure category is for street and traffic signal construction projects. which total $1 15.4 million or 32.7% 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 Proposed Major Road Projects C-6 2002-2003 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 VistalCarlsbad 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 $63.8 million, or 18.1%. Park projects include acquisition andlor 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 111 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 (7.3%). 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 $37.6 million, or 10.6% 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. C-7 2002-2003 CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECTS - THE NEXT FIVE YEARS Some of the major projects planned for the next five years are discussed below; their locations can be seen on the map in the previous section. 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 Communitv 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 Camino 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. Alga 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 It - Within the next five years, development of the final phase of Poinsettia Park is scheduled. Plans include a community center/gymnasium. 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. 3 and 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. Fire Station No. 3 located in the northeast quadrant of the City, will be relocated east towards Calavera Hills to better serve the growth in that area. Drainage Facilities - Funding for the construction of drainage facilities along College Blvd. and Cannon Road are scheduled next fiscal year. VistdCarlsbad Interceptor- The Vista/Carlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the C-0 2002-2003 CAPITAL IMPROVEMENT PROGRAM Encina Water Pollution Control Facility. There are three phases left to complete this project: the Agua Hedionda Lift Station, an interceptor in the Agua Hedionda bridge structure, and interceptor from the Agua Hedionda Lagoon to the Encina Water Pollution Control Facility. 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 Proqram - 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 Program reflects the commitment of Carlsbad's Council and staff to continue providing its residents with a better quality of life. ... . " .. . ." c-9 2002-2003 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. c-I 0 2002-2003 CAPITAL IMPROVEMENT PROGRAM CALIFORNIA ASSEMBLY BILL 1600 (AB 1600l In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January 1, 1989, the effective date of the law. AB 1600 contains four general requirements: 1. A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600. 2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds not only from the General fund, but also each classification of fee as well. 3. Fees collected by a city or county must be spent or committed to a project within a five-year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad commits the revenues from these fees through its Capital Improvement Program budget. This budget, which is adopted by the City Council, sets forth the City's Capital expenditure program from the current year to projected build out of the City. The expenditure plan is updated annually as part of the City's budget process. 4. Refunds must be made only if the City cannot make the required findings. At this time, no refunds are due because the City's Capital Improvement Program commits all AB 1600 fees to projects to be constructed both in the current year and in the future. c-I 1 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY2001-2002 JULY 1.2001 UNRESERVED ESTIMATED ESTIMTED ESTIMATED JUNE 30.2002 CAPITAL DEBT SERVlCE PROJECTED FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE ASSESSMENT DISTRICTS 596.858 16,668 123.280 0 490,246 BTW2 - POlNSElTlA LANWA'JIARA PKWY BTW3 - CANNON ROAD WEST CFD X2 - RANCHO SANTA FE ROAD CFD X1 - ClTWYlDE GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - COUNTY GRANTS - FEDERAL GRANTS - STATE INFRASTRUCNRE MAINTS REPL OTHER PARK FEE ZONES 5.13.16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PLANNED LOCAL DRAING PUBLIC FACILITIES FEE REDEVELOPMENT BONDS SEWER CONNECTION SEWER BENEFITAREAS SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNETMIGHWAY TRANSNETIBIKE TRANSNETlSTP TRANSNETILOCAL WATER -RECYCLED WATER WATER. MOR FACILITY 2,582.427 3,243,453 41,947,966 17,525,663 6,995,282 8.863.347 1,187,465 346,734 11,059 5,406,673 1.926.602 575.836 886,007 1,262,116 5,406,109 315.391 818,040 30.751.803 7,108,290 922,226 5.062.896 30.043.610 15.953.333 5.367.590 188.304 0 900.902 9.263.257 1,449,577 10,811,420 3,835,005 579.115 103,265 5,918,573 1,065,538 1,796.655 3.a92.720 0 38.389 815.148 3.354978 791.622 515.974 436.254 160,590 369,488 173,671 1,774,079 290,775 5,102,603 20.226 8,798.731 371.173 2,365.171 1,174,330 27,422 2w.000 251,548 28,861 44,127 34.320.300 2.755.738 1333,041 949,761 17,869.178 5.556.478 1.634.098 2.399.299 129.864 0 683.718 2,426.173 1.033.915 660.61 1 16.871 3.644 402.372 177.606 129.447 947.100 7,504.950 57,989 389,809 9,072,874 2.915.378 236,288 145,408 172,550 7,232,324 230.239 1.624.338 852.139 1,691.221 1.471.944 0 0 0 (1471,944) 0 (300,000) 0 0 0 0 0 0 (192,150) (568,387) (19.427) 661,522 0 0 0 0 (942,161) 0 0 0 0 300,000 0 (2.024.808) 0 (131.024) 3,683,725 1.513.678 29,997,361 16,957,103 10,356,768 1,763,515 216,870 925,854 292,051 142,489 7,727,736 741,370 1,489,349 732,782 263.080 4,833.807 1,640,890 28,349,456 7.935.269 884,463 5,044,062 28,827.306 15,403,126 70,318 6,305,632 699.524 27,450 2,582,481 €41.585 36.333.060 9.918.012 WATER - REPLACEMENT 22,728.736 TOTAL 2.961.560 244,283.779 80.515.293 804.798 71,230.211 (2.411.617) 24,366.646 251.157.244 2.128248 c-12 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2002-2003 JULY 1.2002 PROJECTED ESTIMATED BALANCE REVENUES FUND ASSESSMENT DISTRICTS 490.246 BTWZ - POINSETTIA LANUAVIARA PKW 3,683,725 c 1,620,701 BTWM -CANNON ROAD WEST 1.513.678 CFD 111 - CIWDE 135.25: 29,997,361 CFD #2 - RANCHO SANTA FE ROAD 3,870.751 GAS TAX 16,957,103 1,763,515 2.469.681 I GENERAL CAPITAL CONST. 10,356,768 c GOLF COURSE GRANTS -COUNTY 216,870 t GRANTS -FEDERAL 925,854 I GRANTS -STATE INFRASTRUCTURE MINT 8 REPL 7,727.736 OTHER PARK FEE ZONES 5.13.16 741,370 PARK-IN-LIEU NE PARK-IN-LIEU NW 263.080 32,619 PARK-IN-LIEU SE 4,833,807 PARK-IN-LIEU SW 1,640,890 86,664 8.869 PLANNED LOCAL DRAING PUBLIC FACILITIES FEE 7,935,269 28,349.456 603,266 3,397,914 REDEVELOPMENT BONOS 884.463 SEWER BENEFITAREAS 5,044,062 0 400,000 SEWER CONNECTION 28,827306 SEWER REPLACEMENT 1,977,500 15,403.126 1,400,000 TRAFFIC IMPACT FEE TDA 70.318 70,000 TRANSNETlBlKE 929.395 27.450 0 TRANSNETIHIGHWAY 699.524 TRANSNETILOCAL 1.211.000 2.582.481 4,600.000 TRANSNETISTP WATER - MAJOR FACILITY 9.916.012 541.565 0 817,740 WATER - RECYCLED WATER WATER - REPLACEMENT 36,333,060 24.366.846 160.000 TOTAL 251,157,244 3,841,860 32,868,249 142,469 t 292,051 c 3.600.00C 1.151.00~ 141,794 732,782 1,489,349 342.21 I 6.305.632 CONTlNUlNG 2001-2002 NEW APPROPR. APPROPR. 335.010 153,000 468.584 130,535 14.871.611 16,137.578 1,308,410 4.731.143 216,870 0 0 110.000 0 1,699,687 1,338,300 0 0 0 50,167 229,065 0 814.400 1,151,000 533,128 870.000 5.000 0 0 4.622.393 0 126,149 1,184,585 11,349 13,000 219,100 1,000,000 2,679,281 2,854,000 3,050,000 304,000 0 7,302.881 3,132,599 70,000 470.000 0 364.212 1,471,000 813.258 6,300.000 319,614 0 2,662,107 33,431,004 2,124,527 12.116.382 137,213,712 37.971.744 1260.178 18,463,451 580,335 2,660,211 6,269.259 7,615,973 68.849 2,082.593 27,450 4.762.008 2002-2003 TOTAL CIP APPROPR. 488.01C 468.58' 130.53: 14,981,611 16.137.57t 3,008,091 6,069.44: 216.87C c 126.14s 279,232 1,798,986 18,000 1203.128 0 4,622,393 1,219.100 1,162.346 5,533,281 21,513,451 884.335 2.660.211 13.572.150 10.748.572 2.552.593 138.849 27.450 7,113,268 1,835,212 319.814 35,555,531 7,424.1 15 13,376,560 175.185.456 JUNE 30,2003 PROJECTED BALANCE 4.835.841 2.236 1.518.395 18,886,509 1,225,105 819.525 4.287325 925.854 0 16.340 9.528.751 12.819 730.021 856.576 295,699 628.433 298.078 3,005,254 430,679 10.233.919 128 2.783.851 17,232.656 6,054.554 4,682,434 1,469 75.312 0 321.751 69.213 3.31 1,637 937,529 108,840,037 14.832.146 c-13 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 ASSESSMENTDISTRICTS 9.494.392 17 402 714 99.664 16.668 0 ~~ ~ BTDW - POINSETTIA LANElAVlARA PW BTW3 - CANNON ROAD WEST CFD 112 - RANCHO SANTA FE ROAD CFD #I - ClPNVlDE GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS -COUNTY GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE MINT a REPL OTHER PARK FEE ZONES 5.13.16 PARK-IN-LIEU NE PARK-IN-LIEU SE PARK-IN-LIEU NW PARK-IN-LIEU SW PLANNED LOCAL DRAING REDEVELOPMENT BONDS PUBLIC FACILITIES FEE SEWER BENEFITAREAS SEWER CONNECTiON SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNETIBIKE TRANSNETILOCAL TRANSNETIHIGHWAY TRANSNETISTP WATER -MAJOR FACILITY WATER - RECYCLED WATER .. 213,180 15,164,782 291,424 2,247,234 1,610,623 1,581,221 289,482 293,629 79,745 45,414 NIA 2,471.355 1.203.795 89,997 207.517 701,093 326.350 8,562.805 1,061,677 254,554 452,181 5200.226 1,750,325 1.691.916 321.253 3,310,960 1,524 , 508,690 13.675.926 732.389 7.881.331 1,621,261 1,048,117 299,443 392,844 63.526 2,056.779 341,082 251.326 426,600 178,334 93.634 505.356 346.922 9,802.551 955,131 429.837 112.219 7.835.353 2,045,988 6.020.054 80,458 1.030.781 1.256 1,196.818 13,431,776 2,058.987 1.817.868 5,470,004 821,023 0 17,008 1.593.186 3,415.471 294,547 328,364 197,908 299,488 107.109 575.018 327.437 11.200.696 818,567 65,394 6,273,019 1.193.530 3,517,708 216,490 2,274,739 85.482 0 579,115 5.918.573 103,266 1,065,538 3,892,720 1,795,655 38.389 0 791.622 815.148 3.354.978 515,974 436,254 160,590 369,488 173.671 290.775 1,774,079 5,102,603 20.226 371,173 8,798.731 2,365.171 1,174,330 27.422 200.000 28.861 1,620,700 135.252 3,870.758 0 2,489,687 0 0 0 0 0 3.600.000 1,151,000 141,794 342,211 32.619 88,664 8.889 3,397,914 603.286 0 1,977,500 400.000 1.400.000 70.000 929.395 0 1.211.000 4.103.007 I 8.248.042 2.186.597 127.491 98,380 60.903 251.548 44.127 3.738.617 4.182.167 4,746.830 2.961.560 1,073.366 4,600.000 0 3.841.860 2,091,983 652.387 2,755,738 817.740 WATER - REPLACEMENT TOTAL CAPiTAL FUNDS 2,508,152 49227,405 10,683,240 4,159.407 101,206,217 69.570.013 34,320,300 80,515,293 32,868,249 160,000 Note: Revenues include interiund loans and Pansfen C-14 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 1999-2000 2000-2001 2001-2002 (1) FUND ACTUAL ACTUAL ESTIMATED ASSESSMENT DISTRICTS 11,924,563 84,523 123.280 BTD112 - POINSEniA LANUAVIARA PW CFD #l - ClTYWlDE BTW3 -CANNON ROAD WEST CFD 112 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS -COUNTY GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE MAlNT 8 REPL OTHER PARKFEEZONES 5.13.16 PARK-IN-LIEU NE PARK-IN-LIEU NW PARK-IN-LIEU SE PARK-IN-LIEU SW PUBLIC FACILITIES FEE PLANNED LOCAL DRAING REDEVELOPMENT BONDS SEWER BENEFIT AREAS SEWER REPLACEMENT SEWER CONNECTION TRAFFIC IMPACT FEE TDA TRANSNETIBIKE TRANSNETIHIGHWAY TRANSNETILOCAL TRANSNETISTP WATER -MAJOR FACILITY WATER -RECYCLED WATER 1,213,557 742,315 16,748,124 3,661,865 1.822.728 533,719 1.114.278 1.670.154 6.834 280.2% 2,588,302 0 4,330,562 0 0 18.900 0 917,040 2,339,380 10,733 2.085.199 466.244 721.280 160,468 1,656,187 27.603 905.021 2,520.005 2,698,172 0 322.818 1,129,000 499.500 2,979.486 946.720 1,812,074 258.440 805,291 200.000 36,228 17.008 0 392,320 10.184 408.402 0 0 0 655.081 9,156,779 756,933 43,316 1,587.897 2,389,869 129.000 1,225,108 209.467 0 718.530 1.862.247 68.047 166.387 (522,183 17.869.178 1,833,041 7.028.422 1.634.098 2.399299 129.864 683.718 300,000 2,426,173 1,033,915 660,611 3.644 421,799 209,021 745,973 (532,075 947.100 7.504.950 389.809 57.989 10,015.035 2,915,379 236.288 145,408 230.239 172.550 6.932.324 852.139 3,649,146 1.822.245 WATER - REPLACEMENT TOTAL CAPITAL FUNDS 1,386,764 62,875,111 29.955.502 73,641,828 1,323,450 1,407,665 (1) 2001-2002 estimated ammt indudes actual expendihlres and encumbrances. 2001-2002 CONTINUING 2002.2003 2002-2003 APPROPR. NEW APPROPR. TOTAL CIP APPROPR. 335.010 153.000 488.010 468.584 0 130,535 14,871.611 0 110,000 16,137,578 0 1,699,687 1,338,300 216.870 0 0 0 0 50,167 229,065 614,400 1.308.410 4,731,143 126,149 1,184,585 11.349 1,151,000 13,000 5,000 670,000 0 4,622,393 0 219,100 l,Wo,OW 2,854,ow M4,WO 0 7,302,881 3,132,599 70,000 2,062,593 470,000 0 1,471,000 6,3W,OOO 0 4.762.W8 2,662,107 2.124.527 533,128 0 2,679.281 18,463,451 3,050,WO 560,335 2,660,211 6,269,269 7,615,973 68,849 27.450 364.212 813.266 319,814 33.431.004 468.584 130.535 14.981.611 16,137.578 3,008.097 6,069.443 216.870 126,149 0 Z79.232 1,798,085 1,162,349 18.WO 1,203,128 0 4.622393 1.219.100 21.513.451 5.533.281 884.335 2,660,211 13,572,150 10,748.572 138,849 2.552.593 27.450 7.113.268 1,835,212 319,814 35.555.531 7.424.115 .. .. 12,116,382 137213,712 37,971.7u 1,260,378 175.185.456 13,376,560 C-15 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT PROJECT JOB KEY PROJECT TITLE BUDGET EXPENC FUND TOTAL PRIOR CIVIC PROJECTS AMERICANS WITH DISABILITES ACT iAOAl PROJECTS 3831 1 ADA. CANNON PARK NEW HOLIDAY PARK - RESTROOM IMPROVEMENTS GCC 70,500 25,699 IM&R GCC 3441 1 ADA - MISCELLANEOUS FACILITY MODIFICATIONS 162.200 741,000 543.615 ADMINISTRATIVE FACILITIES 36851 POLICE 8 FIRE CAD IMPLEMENTATION 36951 POLICE &FIRE TRAINING FACILITY FEASIBILITY STUDY POLICE 8 FIRE FACILITIES GCC 2,221,000 864,822 GCC 45.000 27,500 PFF 895,000 GCC 216.600 17,483 PFF GCC FIRE STATION # 3 RELOCATION 36881 FIRE STATION t)5 STORAGE BUILDING/RESTROOMS FIRE STATION #6 - (PERMANENT) 36861 POLICE TRAINING RANGE - RELOCATION 1,025,000 950.000 91.952 LIBRARY FACILITIES COLE LIBRARY EXPANSION (35%) COLE LIBRARY EXPANSION (65%) CFW(1 4.608.000 PFF 8,320,000 PFF 32441 SOUTH CARLSBAD LIBRARY 33701 SOUTH CARLSBAD LIBRARY CFD#I 14,450,995 396.417 393.483 14,353,672 MISCELLANEOUS PROJECTS 34553 COASTAL RAIL TRAIL (CMAC!) - PROJECT STUDY REPORT 34554 COASTAL RAIL TRAIL FED GRNT 1,568.000 1,441,851 TRANSNET/BlKE 200,000 172,550 110.000 CFWI 1,430,000 NEW COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT GCC CFWl ADMINISTRATION 34691 OPPORTUNISTIC SAND PROGRAM 34692.93 OPPORTUNISTIC SAND PROGRAM GCC 65.542 46.175 ST GRANT 138,898 113,175 GCC GCC 390,000 275,763 36341 PUBLIC WORKS INVENTORY AND FAC MAlNT PROGRAM 3861 1 SENIOR CENTER COURTYARD LANDSCAPING 30,000 REDEVELOPMENTPRWECTS FACILITIES MAINTENANCE 35101 ASBESTOS SURVEY 38321 CALAVERA HILLS CENTER - OFFICE EXPANSION 3RMl HARnlNr: CFNTFR - FAUS GCC 40,000 12,916 GCC 25.000 1,227 CP,. I" on" " " 38341 HARDING CENTER -KITCHEN REMODEL - - " . . .. .. ._ . . . - - -. . . -, . , , , , ._ ""I I",""" 3516/77 MISCELLANEOUS FACILITIES MAINTENANCE GCC 20.000 7.650 GCC 506,561 471,267 GCC 50,000 18,382 GCC 200.000 54,456 36381 SAFETY CENTER - BUILDING IMPROVEMENTS 35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT 36422 SFNlOR CFNTFR. RFCOAT ROOF Ih1LD Iln n"n PARKPROJECTS GITYW 35781 BUSINESS PARK RECREATIONAL FACILITY 30721 CARLSBAD MUNICIPAL GOLF COURSE VETERANS MEMORIAL PARK IDE PARKS ZONE 5 2,644,000 GOLF COURSE 5,810.405 5,593,535 CFWI 16.129.000 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 FORWARD 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 BUILDOUT 2012 + 22.301 162.200 22.500 141.000 56,385 10,135.000 10.135.000 4,600,000 9.015.403 2,200.000 1,356.178 17.500 199,117 895,000 858.048 25.000 1,000,000 .~ 4.608.000 2.934 97,323 8,320,000 ~~ 27.450 110.000 110.000 110.000 110.000 110.000 110,000 550,000 330.000 19,367 1c 711 114,237 I Iln "",, I 55.000 495.215 15,022 15,098 20.000 264,000 20.000 19,348,450 874,700 110,000 11,245,000 11,140,000 110,000 13,478,000 330,000 23.773 27.084 10.000 12.350 35.294 110,542 31.616 35.000 240.000 40.107 307.734 16.966 275,000 13,000 5.000 2,626,000 8,064.000 8,065,000 216.670 c-19 DETAIL SCHEDULE OF CAPITAL PROJECTS EY CATEGORY FISCAL YEARS 200212003 TO BUlW OUT PROJECT JOB KEY PROJECT TITLE TOTAL BUDGET FUND PRIOR EXPENC NORTHWEST QUADRANT PARKS NEW BEACH ACCESS IMPROVEMENTS lM8R CANNON LAKE PARK (6.7 ACRES) 36351 CHASE FIELD BATHROOMISNACK BAR BLDG REPL 38631 HOLIDAY PARK - PLAYGROUND EQUIPMENT 50,WO PFF 947,000 GCC lM&R 190,000 48,835 HOSP GROVEBUENAVISTA LAGOON REC'L IMPROVEMENTS PIL-NW 85.000 2.980.000 36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35191 MISCELLANEOUS BEACH ACCESS REPAlRSlUPGRADES 35.000 GCC 38022 PARK SITE DEVELOPMENT - PINE SCHOOL 70,000 58,548 PFF 6,896,000 189,990 IM8R 162.200 NEW SWIM COMPLEX - FlLTRATlONlHEATlNG RENOVATIONS 38561 LARWIN COMMUNITY PARK (22.3 ACRES) NORTHEAST QUADRANT PARKS PARK RESTORATION AN0 ACQUISITION PIL-NE PIL-NE 1,220,000 16,872 36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK 4.500.000 PFF 4,550.000 3801 1 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE 3,000,000 38371 ALGA NORTE LAND ACQUISITION 38372 ALGA NORTE PARK - PHASE I (30 ACRES) SOUTHEAST QUADRANT PARKS PIL-SE 4,800,WO 177.607 PFF 8,250.000 13,499 PFF 5,936,000 PFF 5,568,000 5,054,348 35791 STAGECOACH PARK DRAIN (LOWER LEVEL) PFF 1,703,000 GCC 38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC 15,000 25,000 ALGA NORTE PARK - PHASE II (50 METER POOL) 34561 LEO CARRILLO PARK - PHASE I 8 II LEO CARRILLO PARK - PHASE 111 SUBTOTAL PARK PROJECTS 98,486,495 12,075,299 6.581 DRAINAGE PROJECTS c-20 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 4 YEAR 5 YEAR 6-10 FORWARD YEAR 3 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 BUILDOUT 2012 + 5o.m I (147 """ 141.165 I 85,000 I I ? mn nnn 35,000 I 11,452 I 510,010 I 900.000 5,296,000 I <C?.l"" 533.128 670,000 4,550,000 4.500.000 3.000,000 10.116.395 1,ow.ow 219.100 2,700,000 600,000 6,600,UW 75,311 GO" C"" 4,622.393 236,501 700,000 7,300.000 5,936,000 CI1 Cril I I c ,Inn I 1,703,000 22,606.996 18,419 3,487,200 12,596.000 600.000 6,600,000 14.000,OOO 25,521,000 280,400 2,6M),OW 80.000 I) I"" "no 112,331 I I ! 10.936.000 9M """ I 9.562 I 275.000 I I <"n nnn I .E" 914 I 30.457 1 319,814 I 426.305 I I 1,279,000 80,000 18,600 3,889,319 2,854,000 80,000 500.000 14,315,000 c-21 DETAIL SCHEDULE OF CAPlTAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT Den ICrr TOTAL PRIOR . .._I". JOB KEY PROJECT TITLE FUND BUDGET SEWER PROJECTS WPENC 34891 BUILDING IMPROVEMENTS SEWER CONN 1,787,249 486.916 36691 CAPITAL PLANNING /SERVICES 34111 CAPITAL ACQUISITIONS - UNIT I SEWER CONN 3,415,037 525,624 SEWER REPL 1.910.023 235,524 SEWER REPL 36681 FLOW EQUALIZATION PROJECT SEWER CONN SEWER CONN 8.189.252 41,329 38071 PHASE V EXPANSION SEWER CONN 11,692,762 76,453 13,082,183 38061 PHASE V EXPANSION -INTERIM CAPACITY SEWER CONN 34491 PLANT REHABILITATION 222,297 SEWER REPL 2.908.523 157,995 1,113,297 36701 PUMP STATION INTERFACES 36661 TECHNOLOGY MASTER PLAN SEWER REPL 59.662 SEWER CONN 1.160.942 312.661 25,000 ENCINAWATER POLLUTION CONTROL FACILITY COGENERATION REHABILITATION 581,447 PHASE IV EXPANSION - DEBT SERVICE WATER DISTRIBUTION SYSTEM 33762 "D" RESERVOIR - PHASE II WATER CONN 3,984,500 33761 "D' RESERVOIR - PHASE II WATER REPL 1,328,000 580 ZONE SECONDARY SUPPLY WATER CONN 256.000 680 ZONE SUPPLY 3W11 AVIARA PARKWAY- POlNSETTlA LANE TO PALOMAR AIRPORT ROAD WATER CONN WATER CONN 550.000 38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR 495,000 WATER CONN 250,000 35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 2,864,457 2,257,707 c-22 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 FORWARD 2002.2003 2003-2004 20042005 20052006 2006-2007 2007-2012 BUILDOUT 2012 + 206.398 96.820 1,093,935 267.445 112.099 112,099 112,099 112,099 52,101 276,135 259,016 2,870,987 124.050 124.050 124.050 124.050 124,050 657,868 1,512,475 630.422 322,431 2,734,201 2,542.735 942.161 936.199 936,256 939.581 936.394 4,671.045 3,720,547 713,406 7.467.810 3,435,093 232.196 66.987 74,430 74,430 74,430 74.430 394.479 803.844 375.127 444,595 64,302 17.649 28.559 17,013 175.000 256.921 100,000 355,000 233.000 408.890 563 C-23 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAL PRIOR RECYCLED WATER PROJECTS 34861 INDUSTRIAL PARK SYSTEM DEBT SERVICE ON STATE LOAN RECL WATER 1,880,702 35861 1-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 1,179,539 RECL WATER 316.328 38291 RECYCLED LINE - POINSETTIA BRIDGE RECL WATER 140,OW 19.595 36751 RECYCLED WATER PH II RECL WATER 240,OW 157.797 600,000 36753 RECYCLE0 WATER PH II -TREATMENT FACILITY 584.285 38871 RECYCLED WATER PH I1 - PIPELINES RECL WATER RECL WATER 12,860,000 15,800,000 1.519.rz4 38881 RECYCLED WATER PH II - FLOW EQUALIZATION 38891 RECYCLED WATER PH I1 - PUMP STATIONS RECL WATER RECL WATER 36752 RECYCLED WATER PROG-PHASE II 2,600,000 806 WATER REPL 4.W0,OOO RECL WATER 2.9ro.ooo 34871 PUMP STATION UPGRADE z.wr6r SUBTOTAL RECYCLED WATER PROJECTS 42,670.241 400.000 4,987,302 C-24 DETAlL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT BALANCE FORWARD YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 BUILDOUT 2012 + 133,000 142.000 50,000 51.625 172,674 500.000 421.000 7 I"" """ 3,050,195 I I 0" nnn I 942.120 I 148,750 25.000 I 305,000 I 117" nnn 200,000 400.000 400,000 400,000 604,000 145.500 98.055 Rn nnn rnn nnn 180.769 I 1Cn no7 I I 144,000 I 20,000 100,000 100.000 100.000 1.400.000 I t.024.682 195.178 196,272 1,030,426 I <.E. nnn 365.226 22.374 10,650,191 4.126 3,922,265 4,155,450 400,000 500.000 500,000 13,842,500 159,527 159.527 159.527 159.527 159.527 797,635 663.21 1 120,405 82,203 285.432 1,611,233 35.042237 400,000 519.527 559,527 159,527 159,527 159.527 797,635 285,432 (2-25 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAl PRIOR JOB KEY PROJECT TITLE FUND BUDGET EXPIENC ~~ CIRCULATION SYSTEM TRAFFIC SIGNAL PROJECTS TRAF SIG -ALGA ROAD AND CAZADERO GAS TAX NEW TRAF SIG - ALGA ROAD AND XANA WAY 150.000 GCC 150,000 TIF ASMT DlST 33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 33692 TRAF SIG . AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 33693 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 30.000 10,290 593,000 226.172 NEW TRAF SIG - CALLE BARCELONA AND PASEO ALlSO NEW TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO GCC 170.000 GCC 150,oW GCC 150,000 PFF 150,000 PFF 125,000 0 PFF 150,000 PFF 150.000 0 PFF 110.000 125,000 150,000 150,000 150,000 GAS TAX 80.000 GCC 158,550 123,429 TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL 12,100 PFF 12,000 TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRNE 115,000 TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE PFF 110.000 PFF 100.000 GCC 150,000 TRANSNET-LOC 1.200,000 TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAF SIG - CAMINO VlDA ROBLE AND YARROW DRIVE 35251 TRAF SIG - CANNON RDIPASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL NORTE) TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PRO, TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS 38461 TRAF SIG . CARLSBAD BOULEVARD AND CHERRY AVE GCC TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX GCC NEW TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA 38471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND PONTIAC 38481 TRAF SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE GAS TAX 38621 TRAF SIG - COLLEGE BOULEVARD AND TAMARACK NEW TRAF SIG - EL CAM. REAUPLAWMARRONIHOSP WY 38001 TRAF SIG - EL CAMINO REAL AND POINSEPIA LANE 38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY 36461 TRAF SIG - FARADAY AND CANNON ROAD PFF 204.250 0 GCC 29,000 PFF 125,000 67.554 GCC 125,000 TIF 150.000 NEW TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE TRAF SIG - FARADAY AVENUE AND ORION STREET 36211 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX GCC GCC TRAF SIG - LA COSTA AVENUHNUEVA CASTILLA GCC TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD 150,000 8,091 150,000 125,000 125,000 PFF 150,000 GCC PFF 150,000 250,000 125,000 NEW TRAF SIG - LA COSTA AVENE AND CALLE MADERO NEW TRAF SIG - MONROE STREET AND HOSP WAY 36441 TRAF SIG - PALOMAR AIRPORT ROAD AN0 MELROSE DRIVE TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAC 91G. DnlNSFTTld t ANF ANn FlRl,2&NTlNF RnAn GAS TAX 125.000 m-r 1, f9CI -.- , -...".....I...-....-I "- TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET _. I ,"- 38591 TRAF SIG - POINSETTIA LANE AND MELROSE DRNE 38491 TRAF SIG - POlNSETTlA LANE AND PASEO ESCUELA PFF 150.000 PFF GAS TAX 244,676 119.676 150.000 GAS TAX 125,000 PFF 150.000 GCC GCC 125,000 233 125,000 GCC 125,000 PFF 150.000 PFF 150,000 7 am m TRAF SIG - POlNSETTlA LANE AND SNAPDRAGON DR TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRNE (SOUTH) 34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD NEW TRAF SIG - TAMARACK AVE. AND PONTIAC DRIVE NEW TRAF SIG . TAMARACK AVE. AND VALLEY STREET TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET TRAF SIG -TAMARACK AVENUE AND HIGHLAND DRIVE SIIRTCIT&II TRAFFIC SIGNA1 PRO.lFCTS STREET PROJECTS 36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST 36371 ALGA ROAD MEDIANS 36372 ALGA ROAD MEDIANS IM&R GAS TAX 656.358 553,870 GCC 70,000 69,556 1,030,000 1,012,346 AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 35461 BTWAVlARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD 35951 BTWZPOINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD 35952 BTW2POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD 36731 BTWZPOINSETTIA LANE - REACH "c' 3674 1 BTD#ZPOINSETTIA LANE - REACH ES 'E,F,G" TIF BTDt-2 870.000 1,611,500 501,588 BTW2 7.098.000 3,809,779 PFF BTW2 1,822,070 32,636 2,291,000 999.638 BTW2 5,987,000 87,911 C-26 DETAIL SCHEDULE OF CAFTTAL PROJECTS BY CATEGORY FISCAL YEARS 200Z2003 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 5 YEAR 6-10 BUILDOUT FORWARD YEAR 4 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 150,000 19,710 213.828 170,000 153,000 150 nnn I 150.000 ,E" """ I 125,000 I 150.000 150.000 1 I 110.000 ,?C nnn I 150,000 I 150,000 *" """ 150,000 I 110,000 100.000 100,000 I I 4 ?"" """ 50,000 29,000 I 57 AAR I I 125,000 150.000 I 4En nnn 116,909 I 25,000 I 125,000 125.000 I Ivl nnn I "I I I)* nnn 150.000 I 9. CIIC 125,000 I ,w """ 125,000 I 125,000 4s" """ 124,767 I I 49E. nnn I 125,000 4C" n"n 901.131 2,378,000 300.000 275,000 2.991.625 425.000 150.000 102,488 I 870,000 5.912 I 4 70" "1" I 221 I 1.104.000 2.307.000 981.000 I.IVU.", 462,089 I 362 I 1,291,000 250.000 5,187,000 C-27 PROJECT DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT TOTAL JOB KEY PRIOR EXPIENC PROJECT TITLE FUND 31841 BTWJ CANNON ROAD WEST 31844 BTM CANNON ROAD WEST CFWI 31845 BTW3 CANNON ROAD WEST 31842 BTW3 CANNON ROAD WEST TR SIGNAL ECWCANNON 36821 CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) 34371 CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE 38501 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING 34441 CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE 38541 CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY 36171 CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT 35571 CARLSBAD BOULEVARD RETROFIT OVER SDNR BUDGET TRANSNET-HWY 4,660.WO 4,356,387 6.534.600 6,534,600 TIF 1,160,000 788,847 BTW3 7,050,oM) 4,755,465 100,000 14,284 GCC TIF GCC PFF 17.900 GCC 105.000 GAS TAX 1,830.000 210.725 58,395 1,253.449 16,272 TRANSNET-LOC 1,499,437 1,100.000 387,632 GAS TAX 75,000 23,740 TIF 3851 1 CHESTNUT AVENUE WALL 36362 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3 GCC 103,875 14.986 38141 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3,4 TRANSNET-HWY OTHER 12.195.000 338,651 36361 COLLEGE BLVDICANNON ROAD DISTRICT FORMATION (LOAN) 1.761.000 229.401 38121 EL CAMINO REAL AND CAMINO VlDA ROBLE GCC 505,421 156.366 TIF 400,000 95.105 TIF 320.000 TIF 710.000 32,570 NEW EL CAMINO REAL IMPROVEMENTS TRANSNET-LOC TIF 250,000 3,200,000 PFF TIF 1.850.000 450,000 93,937 TIF 2,024,708 119,885 255.610 209,853 14,790,854 790,854 130,000 63,258 CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO 35921 CARLSBAD BOULEVARD U-TURN TIF 2,000,000 CARLSBAD VILLAGE DRIVE WIDENING 1,260,000 EL CAMINO REAL AN0 CARLSBAD VILLAGE DRNE 36071 EL CAMINO REAL AN0 FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAYIALGA ROAD 36431 EL CAMINO REAL MEDIANS EL CAMINO REAL WIDENING. LA COSTA AVENUE TO ARENAL ROAD 36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) 33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTNUT AVE. GAS TAX 36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS OTHER 35931 FARADAY AVENUE MITIGATION - SOUTH OF CANNON CFWtl CFD#I GCC 1.500.000 150.000 TIF 480.000 170,000 26,429 746.505 500.000 500,000 160.000 280.000 158.818 1-5 AND LA COSTA AVENUE AUXILLARY LANES 36721 LA COSTA AVENUE SIDEWALKS MELROSE DRNE AND ALGA ROAD 36841 OCEAN STREET IMPROVEMENTS 38521 OLNENHAIN ROAD WIDENING MITIGATION MONITORING CFW2 36031 ORION STREET FROM ECR TO FARADAY 36032 ORION STREET FROM ECR TO FARADAY GAS TAX 15.000 GCC 772,908 COUNTY TIF ASMT DlST PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD 34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION PFF 381 11 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE 36671 PAVEMENT MANAGEMENT PROGRAM 36791 PAVEMENT MANAGEMENT PROGRAM 38681 PAVEMENT MANAGEMENT PROGRAM 36891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM 35511 POlNSETTlA LANE RAILROAD BRIDGE WIDENING 7,200,000 TIF 480,000 TRANSNET-LOC 19,849,348 4,930.625 GAS TAX 15.731.088 117,475 ST GRANT 814,065 560.556 GCC 1w.000 40.000 PFF 2.131.358 2,104.592 TIF CFD#2 NEW RANCHO SANTA FE ROAD AND OLNENHAIN IMPROVEMENTS OTHER POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIOUITOS LN) 38601135521 RANCHO SANTA FE ROAD AND OLlVENHAlN IMPROVEMENTS 1.870.000 2,638891 7.103 1,151.000 31904 RANCHO SANTA FE ROAD NORTH - PHASE I 31906 RANCHO SANTA FE ROAD NORTH. PHASE I CFWI 5,700,000 7,857 CFD#2 21.882.900 8,391.910 FED GRNT TIF TDA 270,300 70.000 1,364,764 509.800 RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) 3560 SIDEWALWSTREETCONSTRUCTION PROGRAM (35601.33911) 3391 SIDEWALWSTREET CONSTRUCTION PROGRAM(33913.36081) 36711 SIDEWALWSTREET CONSTRUCTION PROGRAM(33913.36081) 38131 TRAFFIC IMPACT FEE STUDY TIF 33161 TRAFFIC MONITORING PROGRAM TIF NEW UNDERGROUND DlST. 17 - HARDING. ROOSEVELT GCC 5.821.600 6.538.804 715,384 131.451 603.557 603.037 67.559 655.665 TRANSNET-LOC SUBTOTAL STREET PROJECTS 186,494,253 47,412,215 C-28 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 BUILDOUT 2012 + 43,613 I 260,000 "I 371.153 [ 130.535 I 500,000 1.664.000 65.716 I ~~~ ~ ~~ 17.900 r I ,"C """ I 1237.177 I CI 9-n I 2,000,000 88,889 1 1,349 320,599 1.211,ooo 1,260,000 11,845,000 Iln nCC I I 300.000 1.500.000 1.400.000 "".I"" 456.063 I 150.000 150.000 150,000 85c.000 I 450.000 522.115 I 1,382,706 I * " ,,nn ,,"" 45,757 I I"",""" 121,162 750.000 6,450,000 16.723 480.000 4,800,000 343,926 1.469.667 229.065 24.444 1,700.000 1.900,OOO 2,100,000 2,100,000 2,300,000 26.766 60,000 600,000 13,200,000 1.670.000 2,631,566 1.151.000 5.692.143 13,490,990 23,420 68.649 70.000 5,621,600 400,000 400,000 400,000 400,000 400,000 600,000 3,200,000 2,441 9,099 70,000 70.000 70,000 70.000 70.000 350,000 509.600 30.071.001 10,620.552 10,721,600 17,902,706 2,570,000 3,970,000 23,460,177 39,746,000 C-29 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT PROJECT JOB KEY PROJECT TITLE BUDGET EXPlENC FUND TOTAL PRIOR LOAN REPAYMENTS GOLF COURSE FUND TO GENERAL FUND BTW REPAYMENT TO GENERAL FUND BTDW REPAYMENT TO GAS TAX FUND BTWI;! BTW BTD#3 CANNON ROAD WEST TO GAS TAX FUND BTD#3 PIL-SW TO GF - POINSETTIA PARK LAND PIL-SW PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL-NW PlL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL-NW PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION PIL-SE SEA C.D,E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP GOLF COURSE 2.737.200 500.000 1.000.000 2,000.000 1.5M.000 860,000 220.000 2.250.000 SEW BENEF 3,770,000 SEW BENEF 42,494 SUBTOTAL LOAN REPAYMENTS 16,675,548 0 GRAND TOTAL ALL FUNDED PROJECTS 632,010,436 141,463,275 C-30 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 200212003 TO BUILD OUT BALANCE YEAR 1 YEAR 2 YEAR 3 FORWARD Mo2-2003 2003-2004 2004-2005 2005-2006 20062007 YEAR 4 YEAR 5 YEAR 610 2007-2012 BUILDOUT 2012 + I I I 3 Mn nnn 500,000 I 1.000." 550,000 2.000.000 I 220.000 I 3,770,000 1,000,000 1,250,000 L? dad I 70" *X" 350.000 I 1,605,000 I "M """ 01 2,605,000 2,340,854 1,080,000 1,000,000 2,000.000 9,649,694 137,213.712 37,971,744 39,365,265 41.684.484 34,530,327 7,346,502 82,927,594 109,507,533 C-31 C-32 CAPlTAL IMPROVEMENT PROGRAM FUND SUMMARY ASSESSMENT DISTRICrS I PNOR 1 YEARl YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT I YEARS I BEGINNING FUND BAUNCE (1) 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++ NIA 155,236 2,236 2,236 2,236 2,236 2,236 TOTAL REVENUES DEVELOPERS ASSESSMENTS NIA 0 0 0 0 0 0 0 0 0 0 0 0 Iu PXTN PROIECTS PALOMAR AIRPORT ROAD MmGATlON MAINTENANCE 280.000 0 n n n n I ~~ * TF!AF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CdMINO REAL 440,000 153,000 ~~,... TOTAL PROIECT EXPENDITURES 0 720,000 153,000 0 0 0 0 0 0 0 0 0 ENDING FUND BAUNCE BTD NO. 2 AVIARA PARKWAY - POINSEmA LANE PRIOR YEARS YEAR 1 2002-2003 2003-2004 2OW-2005 2005-2006 201)6-2007 2007++ YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT BEGINNING FUND BAUNCE (1) NIA 3,215,141 4,835,841 5,888,341 7,320,386 8,628,066 9,295756 I TOTALREVENUES DEVELOPER FEES NIA 1,620,700 1,052,500 1,431,045 1,307,680 667,690 3,831,079 1,620,700 1,052,500 1,432,WS 1,307,680 667,690 3,831,079 BTD12IAVWQ4 PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD WPITN PROJEEII 507,500 0 0 0 0 0 1.1w.Wo * BTDY~IWINSETTIA LANE - AWVIARA PKWY m BLA~ RAIL ROAD 3,810,000 BTD121WINSEITIA LANE - REAM "C" BTDt2lWINSETTIA LANE. REI\M ES "E,F,G" BTM2 REPAYMENT TO E45 TAX FUND 0 0 0 0 0 3,288,000 1,000,000 0 0 0 0 0 1,291,000 550.000 0 0 0 0 0 0 0 0 0 0 5,437,000 0 1,ooo.wo BTDX2 REPAYMENTTO GENERAL FUND TOTAL PROIECT EXPENDITURES 01 ~. 0 0 5,867,500 0 0 0 0 0 0 500,000 0 0 12,620,000 .I ENDING FUND BALANCE BTD NO. 3 CANNON ROAD WEST PRlOR 1 YEARl YEAR 2 YEAR3 YEAR4 YEARS BUILOCU I YEARS I BEGINNING FUND BALANCE (1) 2002-2003 2003-2oW 2004-2005 2005-2006 2006-2007 2007++ NIA 1,383,143 1,518,395 1,713,047 1,855,607 2,007,407 2,094,263 KwwEs DEVELOPER FEES TOTAL REVENUES NlA 135,252 194,652 142,560 151.800 86,856 3,198,360 135,252 194,652 142,560 151,800 86,856 3,198,360 * BTD13 CANNON ROAD WEST TR SIGNAL ECPJCANNON - REPAY LOAN TO GAS TU FUND TOTAL PROlECT EXPENDITURES 4.886.000 Io 0 0 0 0 2,164,000 4,886,Wo 01 0 0 0 0 0 0 0 0 0 4,164,000 0 2,wO.ow ENDING FUND BAUNCE * Project has multiple funding sources. c-33 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY COMMUNITY FACILmES DImCT NO. 1 (CFD 1) PNOR I YEAR1 YEAR 2 YEAR 3 YE&R 4 YEAR 5 BUILC€IW YEARS I BEGINNING FUND BALANCE (1) NIA 2W2-2003 2W3-2oW 2w4-2W5 M05-2W6 Mo6-2W7 15,125,750 18.886,M8 14,602,500 18,819,191 12,866,466 16,733,287 2007tt DNELOPER 5PEClALTKC5 TOTAL REVENUES aPTTAL PRW BTD13 CANNON ROAD WE54 CFDtl ADMINlSrRATION CITY HALL COLE UBRARY EXPANSION (35%) FARADAY AVENUE MITIGATION. SOnH OF CANNON 1-5 AND lA COSTA AVENUE AWLMY LANES PUBUC WORKS ENER 50UW CARLSBAD UWARY RANCHO SANTA FE ROAD NORTH - PHASE I VETERANS MEMOWL PARK TOTAL PROJECT EXPENDNRES 3,870,758 NIA 3,870,758 5,825,992 4,461,691 4,292275 3,976,821 13,050,671 5,825,992 4,461,691 4,292,215 3,976,621 13,050,671 j 6.534.600 ll0,WO 130,wO 10,493,WO 14,450,995 5.700,WO 0 37,308,595 110,000 ll0.WO 0 110.000 0 110.000 0 0 10,135,OW 10,135,WO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 110.000 10,245,000 10,245,000 0 0 0 110,000 0 880,OW 0 0 0 4,606,000 0 0 1,500,000 0 0 0 0 0 0 0 0 16,129,000 110,000 23,117,wo ENDING FUND BALANCE NIA 18,11116,508 24,602,500 18,819,191 12,866,466 16,793,287 6,666,958 RANCHO SANTA FE ROAD PROJECT (CFD 2) YEARS PRIOR 2002-2003 2003-2004 20042005 2005-2CC6 2W6-2WI YEAR 1 YEAR 2 YEW? 3 YEAR 4 YEAR 5 BulLWLlT 2007++ BEGINNING FUND BAIANCE (1) NIA 819,525 819,525 852551 981,843 981.843 981,843 EEYEwEi TOTAL REYENUES DEVELOPER SPEClAL TAXES NIA 0 33,026 129,291 0 0 33.026 129,291 0 0 2.347349 0 2347,949 I - * RANCHO %MA FE ROAD AND OUVENHAlN IMPROVEMENTS OUVENHAlN ROAD WlDENlNG MmGATION MONITORING 2,638,691 15.000 0 0 0 0 0 0 0 0 0 0 I * mcno SAMA FE ROAD NORTH - PME 1 TOTAL PROlECT EXPENDNRES 24,536,591 21,882,900 I 0 0 0 0 0 0 0 0 0 0 0 0 ENDING FUND BALANCE NIA 819,525 852551 981,843 981,843 981,S43 3,329,792 (I) qual to the pmjscted fund balance less anv continuing appmpriations. * Project has multiple funding sources c-34 CAPnAL IMPROVEMENT PROGRAM FUND SUMMARY GAS TAX FUND PRIOR YEAR5 BEGINNING FUND BALANCE (1) NIA t DEVELOPER FEES LOAN REPAYMENE TOTAL REVENUES ALGA RD STREET UGHnNG - AUCANTE ROAD TO EL FUERTE ST WPITAL PROlECII CARLSBAD BOULEVARD REALIGNMENT - PHASE 1 REIMBURSEMENT CARLSBAD BOULEVARD U-TURN FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) GAS TAX FUND TO BTD113 CANNON ROAD WE3 GA.5 TAX LOAN BTDIt2 ' MISCELLANEOUS ROAD SUBDWNS ' PAVEMENT MANAGEMENT PRCGRAM OCEAN STREET IMPROVEMENTS : somn CAWBAD VILLAGE STORM DRAIN TRAF SIG - ALGA ROAD AND CdZADERO TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAF SIG - CAU34.D VILLAGE DRIVE AND AVENIDA DE ANKA TRAF SIG - CARLSBAD BOULEVIUU) AND STATE STREET TRAF SIG - CARISBAD VILLAGE DRIVE TIMING UPGRADE TFL4F SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAF SIG - PASEO DEL NORTE AND CAR COUNRY DR TRAF SlG - WINSm LANE AND PASEO -LA TRAF 51G - POINSETTIA LANE AND SNAPDRAGON DR TOTAL PROJECT EXPENDITURES ENDING FUND BAIANCE NIA 656.358 1,830,000 75,W 2.W0.000 1,000.0W 170,W 1O.W 461,401 3.4w,W 255,610 0 0 0 0 125.000 12,100 0 0 0 9,995,469 - NlA YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 0u1LDOm 2002-2003 2W3-2CC4 20W-2005 2005-2006 2W-2W7 2W7++ 455,105 1,225,105 2,125,105 3,675,105 5,425,105 7,225,105 2,469.687 1,650,OW 1,700,wO 1,750,000 1.8W.W 27,W.W 0 0 0 0 0 3.WO.W 2469,687 1,650,000 1,700,000 1,750,000 1,800,000 30,OW.WO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1.469.687 W0,OW 0 0 0 0 0 0 0 0 0 0 13.2W.m 0 0 0 0 0 0 0 150,WO 0 0 0 150.m 0 0 0 0 0 150,oM) 0 0 80,W 0 0 0 0 0 0 0 0 25.m 0 0 0 0 0 0 0 0 0 0 15o.m 0 0 0 0 0 0 1,699,687 750,000 150.000 0 0 0 0 0 125.m 0 0 0 0 13,625,000 0 125.W GENERAL CAPITAL CONSTRUCrfON (GCC) BEGINNING FUND BALANCE (1) &Yw!Es GENERAL FUND TRANSFER TOTAL REVENUES - ADA - CANNON PARK ADA - MISCELLANEOUS FACIUW MODIFICATIONS ALGA ROAD MEDIANS ASBE305 SURVEY CAlAVERA HILLS CENTER - OFFICE WANSION CANNON ROAD mcn 4 (EL CWINO REALTO OCEANSIDE - LOAN) WBAD BOULEVARD PEDESTRIAN ACCESS SNDY CARISBAD BOULWARD ENUNAS CREEK NUDGE MUNG CWE FIELD MTHROOM/SNACK BAR BLDG REPL CHESNIJ AVENUE WALL COASTAL RAIL TWlL - CORRIDOR ENHANCEMENT COLLEGE BLVD/UWWN ROAD DISTRICT FORMATION (LOW) FIRE STATION #S STORAGE BUILDING/RESTRWM5 GCC LOAN TO COLLEGYCANNON GCCLOANTOFARADAYIMELROSE GCC LOAN TO PIL-NW FOR PINE SCHODL ACQUlsmON GCC LOAN TO PIL-SE FOR ALGA NORE LAND ACQUISITION GENERAL FUND LOAN TO 0TD#2 GENERAL FUND TO GOLF COURK FUND GCC LOAN TO PIL-NW FOR MADISON ST PROPERM PuRcnAsEs (contmued on next page) YEARS PRIOR NIA RIA 6W.W 48.m 70.m 40,oOc 1W.W 25,OM: 17.m 105.W 190,ow 103,875 505.421 0 216,600 350,000 790.854 220,ow m,m 2,250,000 2,737,200 5W.W 0 0 0 0 0 0 0 0 0 0 0 0 141.W 22.5W 0 0 0 0 0 0 0 0 ll0,WO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 * Project has multiple funding sources. c-35 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY - HARDING CENTER - KITCHEN REMODEL HARDING CENTER - FWS KRUGER HOUSE PRE-XHOOL TOT LOT LA COSTA AVENUE SIDEWAW MIXELLANEOUS BEAM ACCESS REPAIRS/UPGPADES MISCELLANEOUS FACILmES MAINENANCE ' MISCELLANEOUS ROAD SUBDRAINS ' OPPORTUNlmCSANDPROGRAM ' ORION STREET FROM EtR TO FARADAY WINSEmA COMMUNTY PARK - SOCCER FIELD STAIRS WINSm LANE EI\sT OF EL WINO REAL FINANCING PROGRAM POINSETTU\ PARK LANO (GENEWV FUND) POLICE & FIRE CAD IMPLEMENTATION POUCE & FIRE TRAlNlNG FACILITY FEASIBILITY STUDY PUBLIC WOW INVEWORY AND FAC MAIM PROGRAM POLICE TRAINING RANGE - RELOCATION SAFEIY CENTER - CONFERENCE CENTER REFURBISHMENT %FEW CENER - BUILDING IMPROVEMENTS SENIOR CENTER FLOOR REPLACEMENT SENIOR CENER COURMARD LANDSCAPING STAGECOACH PARK - TENNIS ACCESS WALKWAY STAGECOACH PARK DRAIN (LOWER LEVEL) TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS TORREJON PLACE STORM DRAIN RELINING TRAF 5IG - ALGA ROAD AND WWA WAY TRAF SIG - AVlARA PARKWAY-POINSETTIA LANE TO EL MINO REAL TRAF SIG - WE BARCELONA AND PASEO AUM TRAF SIG - CALLE BARCELONA AND PASEO AVELLANO TRAF SIG . CARISBAD BOULEVARD AND CHERRY AVE TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. TRAF SIG - CARLSBAD VILLAGE DRNE AND POmAC TRAF SIG - COLLEGE BOULEVARD AND TAMARACK TRAF SIG - EL WINO REAL CORRIDOR 5WDY TRAF SIG - FARADAY AM. AND CAMINO HILL5 DRNE TRAF SIG - LA COSTA AVENE AND CALLE MADERO TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD TRAF SIG - LA COSTA AVENUVNUEVA CAmU TRAF SIG - MONROE XREET AND HOSP WAY TRAF SIG - POINSETTIA ME AND BRIMNE ROAD TRAF SIG - RANCHO SNTA FE ROAD AND QUESHAVEN ROAD TRAF SIG - TAMARACK AVE. AND VAUEY SIRE- TRAF SIG - TAMARACK AVE. AND F0NW.C DM UNDERGROUND DIST. 17 - HARDING, ROOSEVELT - 17, 20.m 1o.m 150.m 35.m 506.561 70,OOC 200.m 65.54: 772,90€ 85.m 1,550,OK 100,w( 2,221.m 950,WC 390,W 165.W 50,W 30,OW 65.000 25,000 30.W 15.030 80,W 0 0 0 0 0 0 158,550 1W.W 29.W 0 0 0 0 0 125,W 0 0 0 45,OOC I I I I I I ! I I I I I I I I I , 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35,WO 0 0 0 0 0 0 0 150.W 170,WO 150,000 0 0 0 0 50.W 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,OW 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 125,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000 125,000 0 0 0 0 5w.m 0 0 773,411 1,338,300 150,000 125,000 0 0 0 0 1,106,625 0 NIA 4,207,325 4,137.325 4,012,325 4,012,325 4,0n,3~ 2,905,700 125.W 0 150,000 125,WO 125,WO 150,000 31,625 0 0 125.W GOLF COURSE FUND NOR I YEAR1 YEAR 2 YEAR 3 YEAR4 YEAR5 BUILDOUT BEGINNING FUND BALANCE (1) YEARS I N/A 2002-2003 2W3-2w4 2w42W5 2005-2W6 2W2007 2007Ct 0 0 0 0 0 0 BEYEWES GOLF COURSE REMNUE TOTAL REVENUES - CARISBAD MUNICIPAL GOLF COURSE REPAY LOAN TO GENERAL FUND TOTAL PROJECT EXPENDITURES NIA 0 0 0 0 0 0 0 0 0 2,737,100 0 2,737,200 5,810,405 0 2.737.200 0 0 0 0 0 2,737,200 5,810,405 0 0 0 Lr 0 0 0 0 0 0 0 ENDING FUND BALANCE N/A 0 0 0 0 0 0 * Prqecl has multiple funding swrm?s. C-36 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GRANTS - COUNTY ~~~ PRIOR I YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILwCrr BEUNNING FUN0 BALANCE (1) YEARS I NIA 925.054 925,054 925.054 925,054 925.854 925,054 2002-2003 2003-2004 2w4-2005 2005-2006 2006-2007 2007++ REVENUES GRANT RMNUE (LOAN REIMBURSEMENO TOTAL REVENUES WP-AL PROlEm * ONON STREn FROM ECR TO FARADAY TOTAL PROIECT EXPENDITURES NlA 0 0 0 0 0 0 0 0 0 0 0 0 500.000 0 500,000 0 0 0 0 0 0 0 0 0 0 0 GRANTS - FEDERAL NOR YEARS NIA BEGINNING FUNO BALANCE (1) HW GRANT RMNUE (RANCHO SNTA FE ROAD) REVENUES CMAQ &EA GRANT REMNUE (RAIL TRAIL) OMER GRANT REVENUE TDTAL REVENUES NIA c"wxm COASTAL RAIL TRAIL (CMAQ) - PROIECT SlUDY REPOR1 RANCHO MA E ROAD NORM - PHASE I1 (BRIDGE) TOTAL PRWECT EXPENDITURES 1,568.00 1,560,wl ENDING FUND BALANCE NIA YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++ 16,340 16,340 16,340 16,340 16,340 16,340 0 0 5,821,600 0 0 0 0 0 0 0 0 0 0 0 0 S,82l,wo 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,821,600 0 0 5,021,600 0 0 0 0 0 0 0 16,340 16,340 16,340 16,340 16,340 16,340 GRANTS - STATE PRIOR YEAm BEGINNING FUNO BALANCE (1) NIA BEY!sYs GRAM REVENUE TOTAL REVENUES - li OPWRTLINISnC SAND PROGRAM ' PAVEMENT MANAGEMENT PROGRAM TDTAL PRWECT EXPENDITURES NIA 138.898 723,090 585,rn ENDING FUNO BALANCE NIA YEAR 1 YEAR 2 YEAR3 YEAR4 YEARS BUILWW 2002-2003 2003-2W4 2004-2005 2005-2006 2006-2007 2007++ ~~ 241,004 12,019 12,019 12,819 12,019 12,019 0 0 0 0 0 0 0 0 0 0 0 0 229,065 0 0 0 0 0 0 0 0 229.065 0 0 0 0 0 0 0 12,019 12,019 12,019 12,819 12,019 12,019 0 * Project has multiple funding sources. e-37 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY INFRASTRUCWRE MAINTENANCE & REPLACEMENT (I PRIOR BEGINNING FUND BAUNCE (1) YEARS NIA lqBmg&s GENERAL FUND TRANSFER LICENSE TAX ON NEW CONSTRUITION TOTAL REVENUES ALGA ROAD MEDIANS FAPrrAL PRWEm BEACH ACE55 IMPROVEMENTS C4RLSW.D BLVD SORM DMN REPLACEMEM HOUDAY PARK - PLAYGROUNO EQUIPMENT HOUDAY PARK - RESTRWM IMPROVEMENTS LA COSTA AVENUE STORM DMN REPLAEMEM MISCELLANEOUS ROAD 5UBDMNS POINSEIXA COMMUNITY PARK - SYNTHETIC MCCER FIELD SENIOR CENTER - RECOAT RM)F 5WIM COMPLEX - FILTWTlON/HEATlNG RENOVATIONS TOTAL PROJECT EXPENDITURES 1,030,000 0 85.000 0 0 275,WO 128,500 7W.WO 0 0 2,218,500 ENDING FUND BALANCE NIA W YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILWUT M02-2W3 2W3-20W 2004-2005 2WS-2w6 2W62W7 2007++ 6,543,151 9,528,751 13,215,073 17,102,950 21,321,141 25,625,186 3,500.W 3,666,322 3,867,877 1W.W 100.MK1 100,OW 1w.m 1.5W.WO 4,038,191 1w.000 4,2W,W5 71,372,107 3,600,000 3,766,322 3,967,877 4,138,191 4,304,045 72,072,107 50,000 0 0 0 0 0 0 0 0 0 0 0 0 80,000 0 0 0 0 0 0 0 162,200 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 240.w 0 0 0 0 0 0 0 0 162,200 0 0 0 0 0 0 0 0 0 614,400 00,000 9,528,751 13,215,073 17,182,950 21,321,141 25,625,186 90,497,293 OTHER REVENUES PRIOR 2002-2003 2W3-20W 2w4-2005 2W5-2006 2w6-2007 YEARS YEAR 1 YEAR 2 YEAR 3 w4 YEAR 5 BUILDOUT BEGINNING FUND BAUNCE (1) NIA 730,021 730,021 730,021 939,167 939,167 939,167 2007++ EwErm€s OTHER AGENCIES DWELOPER FUNDING TDTAL REVENUES 1,151.MK1 0 0 0 0 0 NIA 1,151,000 0 15,000,000 0 0 11,845,000 0 11.845.000 0 0 15.MK1.000 0 - COLLEGE BLVD EAST OF EWWNON ROAD PEACH 3 350,OW COLLEGE/@.NNON TO GF 0 0 0 0 11,845,WO 0 0 FAR4OAY AVENUE AND MELROSE DRIVE MENSON5 790,854 0 0 0 0 0 3m.m 0 14,WO,WO FARADAY/MELROSE TO GF 0 0 0 0 0 R4NCHO SIWTA FE ROAD AND OUVENHNN IMPROVEMENTS 0 790,854 0 0 0 0 1.151.W TOTAL PROlECT EXPENOmRES 1,140,854 1,151,000 0 0 14,790,854 0 0 0 0 0 12,195,000 0 0 ENDING FUND BAUNCE N/A I 730,021 730,021 939,167 939.167 939,167 589,167 PARK FEE ZONES 5,13,16 PRIOR 2002-Mo3 2W3-2W4 2004-2W5 2005-2006 2WS-2007 YEARS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 8UIux)UT 2W7++ BEGINNING FUND BAUNCE (1) NlA 719.702 856,576 1,003,845 1,162,1162 1,272,062 1,442,862 I Rn!wu€s DEVELOPER FEE5 TOTAL REVENUES - TOTAL PRWECT EXPENDINRES BUSINESS PARK RECREATIONAL FACILKY 141.794 NIA I 147,268 141,794 159,017 147,260 159,017 11O.W 1M.m 110,000 170,oao 1,603,495 1,603,495 13,wO 13,000 5.m 5,000 0 0 0 0 0 0 0 0 2,626,WO 2,626.W I ENDING FUND BAUNCE NIA I 856,576 1,003,845 1,162,862 1,272,062 1,444,862 420,356 c-38 CAPlTAL IMPROVEMENT PROGRAM FUND SUMMARY [-PARK-IN-LIEU NE PRIOR I YEAR1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT I YEARS 1 BEGINNING FUND BALANCE (1) 2002-2003 20032004 20M2005 2005-2006 2006-2007 2007++ NIA 956,221 628,432 870,646 1,512,848 2,079,496 2,635,034 DEVELOPER FEES TOTAL REVENUES VENUES 342,211 NIA 342,211 242214 642,201 566,648 555,538 4,879,841 242,214 692,201 566,648 555,538 4,879,841 I sam%wum LARWIN COMMUNrrY PARK (22.3 ACnES) PARK RESTORATION AND ACQUISITlON I PARK SlTE DEVELOPMENT (1s ACRES) TOTAL PROlECTEXPENDnlIRES 550,000 0 670,000 0 0 0 0 0 0 0 0 0 4,500.m 0 550,000 670,000 0 0 0 0 0 0 0 7,500,000 0 3,000,000 ENDING FUND BALANCE - - PARK-IN-LIEU NW PRIOR YEARS YEAR 1 YEAR 2 2002-2003 2003-2004 2W-2005 2005-2006 2006-2007 2007++ YEAR3 YEAR4 YEAR 5 BUlLm BEGINNING FUND BALANCE (1) NIA 263.” 295,699 580,378 1,013,326 464,133 1,015,697 !%EYEWE DEVELOPER FEES TOTAL RNENUES NIA 32.619 284,678 432,948 530.807 551,564 2,538,382 32,619 284,678 432,948 530,807 551,564 2,538,382 - HD5P GROWBUENA VETA LAGCON RECL IMPROVEMENIT 0 TOTAL PROJECT EXPENDnlIRES PIL-NW TO GF FOR PlNE SCHOOL ACQUlSlllON PIL=NW TO GF FOR MADISON Sr PROPERTY PURCHASES 0 0 0 0 0 0 0 0 2,380,000 0 0 0 220.000 0 0 0 0 0 0 0 smpw 0 0 0 1,080,000 0 2,980,000 ENDING FUND BALANCE I PARK-IN-LIEU SE PRIOR I YEAR1 YEAR 2 EAR3 YEAR4 YEAR5 BUILDOUT I I YEARS I BEGINNING FUND BALANCE (1) 2002-2003 2003-2W4 2W4-2005 2005-2006 2CW-2007 2007++ NIA 1 211.414 298,078 335,854 595,846 966.949 338.W I I tm!ENYE DEVELOPER FEES I TOTALRNENUES NIA 86.664 86,664 37,777 259,992 371,099 371.099 679.978 37,777 259,992 371.W9 371,099 679,978 - ALGA NORTE LAND ACQUISITION 4,800,000 PtL-SE TO GF FOF! ALGA NORTE LAND ACQUISITION 0 0 0 0 0 0 0 TOTAL PROJECT EXPENDITURES 0 0 4,800,000 0 0 0 0 0 1,Ooo,Ow 1.250,oOo 0 1,000,000 1,250.m ENDING FUND BALANCE PARK-IN-LIEU SW PRIOR YEARS YEAR 1 2002-2003 2003-2W 2OW-2005 2005-2006 2006-2007 2007++ YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT BEGINNING FUND BAIANCE (1) NIA 1,421.790 430,679 868,442 798,427 1,167,303 1,385.074 TOTAL REVENUE5 - AVIIUUI REIMBURSEMENT AGREEMENT PAW RESTORATION AN0 ACQUlSmON TOTAL PROJECT EXPENOnlIRES REPAYMEKT TO GF - WINS- PARK LAND 8.889 NIA I 8,889 437,764 479,984 368,877 217,771 1,314,959 437.764 479.904 368,877 217,771 1,314,959 238,000 0 0 0 0 0 0 0 0 0 0 0 0 2.700,wO 0 I 1,000,000 238,wo 1,000,wo 0 55o.m 0 550.000 0 0 0 0 2,700,000 0 ENDING FUND BALANCE (1) Equal to the pmieaed fund balance lar any continuing appmpdatbnr. * Projed has multiple funding sources. c-39 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ~~ PLANNED LOCAL DRAINAGE AREA FEES (PLDA) PRIOR I YEAR1 YEAR 2 YEAR3 YEAR4 EAR5 BUIWOUT BEGINNING FUND BALANCE (1)- YEARS I 2002-2003 2W3-2004 2004-2005 2W5-2w6 2W2007 2007++ NIA 5,155,988 3,005,254 4J68,430 5,308,139 6,493,626 7,357,864 TOTAL REVENUES DEVELOPER FEES 603,266 1,163,185 1,139,701 1,185,487 864.238 NIA 603,256 1,163,185 1,139,701 1,185,487 864,238 7,843.991 7.843392 AVlARA PARWAYSTORM DRAIN REIMWRSEMENT(PLDA'C1 CAPITAL PRO- 290,WO 0 0 0 0 0 COLLEGE BLVDICANNON RD REACH 3 DRAINAGE FACILITIES COLLEGE BOULEVARD STORM DRAIN (REIMBJPLDA '8") 0 0 0 0 0 DRAINAGE CHANNEL AND DESILTATION W3lNICANNON RD (PLlM "6") 1,260,459 0 0 0 0 FARADAYIMELROSE DRAINAGE FACIWES (FWA "87 0 0 0 0 MASER PMN UPDATE 1,200.m 0 0 0 0 0 254.m 0 0 0 MIXEUANEOUS MASER DRAINAGE FACILITIES 0 0 0 PAW DRNE AND TAMARACK AVENUE STORM DWUN (FWA 'B") 0 0 0 0 0 WUlH CARLSBAO VILLAGE STORM DRAIN (FWA -67 1.160,wO 0 0 0 0 TAMARACK AND ECR STORM DUN AND SILT. WN (REIMB./PWA 'W 0 0 0 0 mTALPROlECTEXPENDMRE5 0 0 0 0 0 0 0 0 0 2,600.m 0 0 0 0 0 0 0 3,910,459 L854.000 0 0 2.1w.m 0 0 10,936.000 0 500.000 0 1,279,000 14,815,000 ENDING FUND BALANCE PUBLIC FACILITY FEE FUND IPFFl .. PRIOR YEAR 1 YEAR2 YEAS 2002-2W3 2003-2004 2004-2005 2005-2% 20S2007 2007++ YEAR3 YEAR4 YEAR5 BUlLDOLlT BEGINNING FUND BALANCE (1) NIA rw€M!Es DEVELOPER FEES TOTALREVENUES LA5 PALMAS BUILDING LESE REVENUE ALGA NORTE PARK - PME I (30 ACRES) CAPITAL PRO- ALGA NORTE PARK - PHASE I1 (50 MEER WOL) AV7AP.A COMMUNm PhRK (24.25 ACRES) * BTDtUFUINSETTIA LANE. AWQA PKWY TO BLACK RAIL ROAD CdNNON LAKE PARK (6.7 ACRES) CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE COLE UBWY UPANSON (65%) EL CAMINO REAL MEDIANS FIRE STATION I 3 RELOCATION FIRE STATION #6 - (PERMANENT) LEO CARRILLC PARK - PHAY I & I1 LEO CARRILLO PAM - PHAY ID PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSWJCTION PARK SITE ACWSmON (15 ACRES) NE QUADRANT PARK PARK SITE DEVELOPMENT - PINE XHOOL POINSETU COMMUNm PARK - PHA5E Il SWM CARLSBAO LIBRARY FUINSETlLA LANE RAILROAD BRlDGE WIDENING TluF SIG - CAMINO M LO5 toMES AND LA CWA AVENUE TRAF SIG - WINO VlDA ROBLE AND YARROW DRIVE TRAF SIG - MNON ROAD AND AVENIDA ENCINA5 TRAF 51G - CPRLSBAD BOULEVARD AND AVENIDA ENCINAS TRAF SIC - CANNON ROAD AND COLLEGE BWLEVARD TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL TluF SIG - COLLEGE BWLEVARD AN0 c/\RLsBAD VlLUGE DRNE TR*F SIG - COLLEGE BOULEVARD AND LAKE BWLEVARDIOCEANSIDE TRW SIG - EL CAMIN0 REAL AN0 WINSETU LAN€ TPdF SIG - FAWAY AND CANNON ROAD TRAF SIG - MELROSE DRIYE AND LA COSTA AVENUE TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE Ti7AF SIG - FVINS!3lU LANE AND EL FUERTE STREET TR*F SIG - RANCHO UNTA FE ROAD AND MELROSE OWE (yxlm) TRAf SIG - POIN- LANE AND MELROSE DUNE TQAF SIG -TAMARACK AVENUE AND GARFIELD STREET TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE TDTUPROlECTEXPENDMRE5 3,085,662 5,089,060 4,709.251 4,578,581 4,483,470 16,195,729 312,252 1111 3,397,914 5,4113,802 5,046.9S3 4,~29,822 4,848,761 11,853,405 324,742 337.732 351,241 365,291 5,657,676 250,wO 0 10,997,890 1,822,070 16,272 0 0 550.000 0 0 5,568,000 0 0 4,550,000 7W.W 0 2,131,358 396,417 0 0 0 0 0 0 0 0 2~25~ 125,wO 125.W 0 119,676 0 0 0 700,WO 0 1,000,000 0 0 0 150.W 0 0 25,W 0 0 0 0 9w.m 0 0 0 0 0 150,000 0 0 0 0 0 0 0 125.W 0 0 0 0 0 7,300,W 0 0 0 0 0 0 15o.m 0 0 0 0 0 0 5,296,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 150.000 l,W,OW 0 0 0 0 0 6W.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 895.000 0 0 0 0 0 6.600.wO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5,936,000 0 0 0 1,237,177 947.000 8,320,000 850.m 0 0 0 7,200,wO 1,703.wO 0 0 0 0 150.000 0 125,000 0 110.m 150,000 110.m 1w.w0 0 0 150.m 0 150.m 15o.wo 125,000 150.000 115.wO 0 0 0 0 0 0 0 27,928,177 150,wO 27,555,933 J,OW,OW 11746,OW 1,750,000 7,495,000 ENDING NND BALANCE CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY REDEVELOPMENT BONDS YEARS PRIOR BEGINNING FUND BALANCE (1) NIA R€ma!E TOTAL REVENUES BOND PROCEEDS NIA CAPITAL PROEQs DOWNTOWN STREW UGHTING ENHANCEMENT STUDY VILLAGE AREA STREET FURNIWRE AND PLANERS 65,m 75,002 VILLAGE PUBLIC PARKING ENHANCEMENT PROGPdM VILIAGE PUBLIC RELATIONS CAMPAIGN 495,215 30,OW TOTAL PROlECT EXPENDITURES 665,215 ENDING FUND SALAIYCE NIA . 2W2-2W3 2W3-2w4 2004-2OQ5 2W5-2w6 2006-2007 2W7++ 304,1211 128 1211 1211 128 128 0 0 0 0 0 0 0 0 0 0 0 0 20,wo 0 0 0 0 0 0 0 0 0 264.m 0 0 0 0 0 20.m 0 0 0 0 0 0 0 0 0 0 0 0 1211 128 128 1211 128 1211 304,000 SEWER BENEFIT AREA FEES (SEA) PRlOR I YEAR1 YEAR 2 YEUl3 YEAR4 YEAR5 WILw(TT BEGINNING FUND BALANCE (1) YEARS I NIA Mo2-zW3 2003-20% 2W2W5 2W5-2006 2006-2(107 2W7++ 2,383,851 2,783,851 3,183,851 3,4113,851 3,528,851 3.9m.851 BEyEyS DOlELOFFR FEES TDTAL REVENUES NIA 400.000 4oo.m 4w.000 4oo.m ~,OOO 10.9w.000 4w.m 4W.ow 4w.m m,m 4w.ow 10,m.m - SEA C,D,E,F m SEW REPL FOR s AGUA HEDIONDA INTERCEPTOR CARISSAD TRUNK SWER REACHES VCTlA. VCTlB, VCTlC (SBA "A7 0 0 0 1W.WO 355.m 0 0 0 0 0 0 0 0 3,770,000 0 0 0 0 0 0 42,494 4,395,494 0 0 0 0 0 0 100,WO 355,000 0 7,078,494 0 3.2ffi.wO 58A H TO SEWER REPLACEMENT MR UFT STATION PUMP SOuTn AGUA HfDIONDA UFT STATION AND FORCE MAIN TOTAL PROJECT EXPENDITURES 4,395,494 ENDING FUND BALANCE SEWER CONNECTfON FEE FUND PRlOR YEARS YEAR 1 2002-2w3 2w3-2024 2W2w5 2ws-2w6 2006-2W7 2w7++ YW 2 YEAR3 YEAR4 YEAR5 BUILDW BEGXNNING FUND BAUNCE (1) NIA 22,558,037 1Y,232,656 10,105,709 9,425,373 4,893,319 5,796,015 l3EmUEs DEVELOPER FEES OMER AGENCY CONTRIBCmONS rnm REVENUES - WENA VISTA UFT STATION WENA VISTA LIFT STATION PUMP ADDITION WIWING IMPROVEMEN% WEN ACQUISmONS - UNX I I 777SW 1,421,112 2,319,330 2,182,217 1,983,140 15,652,230 I 1,2w,m 5w.m 3.6W.W 4,sW.OW 0 NIA l,977,5M) 1,92l,112 5,919,330 6,782,217 1,983,140 15,652,230 0 502,132 0 0 0 0 0 0 0 0 0 233.000 0 693,314 1,093,935 0 0 0 624,444 124,050 124,050 124,050 124,050 124,050 2,170,343 0 0 NIGHEMDE GRAVlTY SEWER MENSION FLOW EQUAUZATION F'ROIECT PW N EXPANSION - DEBT SERVICE PHASE V EXPANSION PHASE V EXPANSION - IhmRlM CAPAUlY WER CONNECnON FEE UPDATE ' WER PIAN UPDATE WER MONrrORlNG PRCGWM TECHNOLOGY MASER PLAN VIsTIvcARLsBI\D INTERCEPTOR AGUA HEDIONDA UFT STAlION PC12 VISTNCARLsBI\D INTERCEPTOR REACH VCllB VISTNWsnO INTERCEPTOR REACH VC13 TO VC15 VISTAICAPLSBAD INTERCEPTCR REACH WA, 58 TO VCllA TOTAL PROlECT EXPENDITURES - 2,775,530 I 2,542,735 0 0 0 0 942,161 0 7,467,810 936.199 367 1 2,SW.W: 1 500.000 19,250,065 7,302,881 9,0411,059 12,223,433 0 50,m 1w.m 0 936,256 939,581 0 0 15,W 0 0 0 0 0 222,297 0 0 0 0 0 0 0 0 20.m 20,WO 20.m 0 0 0 0 0 769,360 5,130,640 0 0 4,700,wO 5,OWpW 6,599,666 11,314,271 0 0 205,698 207,138 341,220 350.m 0 0 0 936,394 0 0 0 0 20,ow 0 0 0 0 0 1,080pU 2,870,987 8,391,592 0 3,435,093 0 0 0 3w.m 819,722 0 0 0 0 1~,no,737 ENDING FUND BIUNCE NIA CAPITAL IMPROVEMENT PRaGkAM FUND SUMMARY L ~~ ~~ SEWER REPLACEMENT FUND ~~ PRIOR YEARS NIA BEGINNING FUND BALANCE (1) ilEm!um WFER FROM OPERATING FUND LOANREPAYMENTS REVENUES AVENIDA ENCINAS GRAVITY SEWER SAPITAL WXAL FiANNINC /SERVICES CHINQUAPIN LIFT STATION COGENERATION REHABILITATION EL WINO REAL SEWER - CHESTNUTTO TAMARACK FARADAY AVENUE. ONON TO MELROSE SEWER mRm GRAVITY SEWER FOXES SEWAGE LIFT STATION UPGRADE HOME PLANT LIFT STATION LA COSTA MEADOWS SEWER EXTENSION LA GOLONDRIA SEWER EXTENSION NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAM. REAVKELLY NORTH AGUA HEDIONDA INTERCEPTOR REWBIUTATION NORTH AGUA HEDIONDATRUNK SEWER REACH NAHTlA NORTH BATIQU~OS INTERCEPTOR REHABIUTATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS PALMER WAY SEWER MNSION PLANT REHABILITATION WINSETTI/\ LANE SEWER RELOCATION WINSETTI/\ SEWAGE LIFT STATION ODOWNOISE ABATEMEM PUMP STATION INTEWACES PUBLIC WORKS CENTER SEWER ACCESS HOLE REHABILITATION SEWER LIFT STATION REPAlRS AND UPGRADES ~~ ~ ~~ SEWER UNE REFURBIWMEKTSIREPLACEMEKT SEWER MASER PlAh UPDATE ~ ~~~ ~ SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP YISTAJCARLSW INTERCEPTOR REACH VCSA, 58 TO VCllA TDTAL PRDJECT EXPENDITURES VISTAJCARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SEWER REPL TO SEW EENEF mR s AGUA HEDIONOA INERCEPTOR NIA c 450,ON 502,961 c 420,ooc 300.W 110,zoc 2,185,ooC C 0 0 750.W 0 m,ooc 0 34.m 125.W 1,345,493 4Oo.W 2.2w.ow 0 w,ow 42,649 1,868,182 235,380 98,792 42,494 3.770." ~. . 702,020 17,210fl54 327,075 ENDING FUND BALANCE NIA YEAR1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUr 2~2.2~3 2~3.20~ 2004-2005 2~5.2~6 2W6-2W7 2W7++ 7,787,153 6,054,554 5,659,925 4,998,196 5,586,667 6'460,136 I 0 0 0 0 1pW.WO 1,400,000 1,400,000 1,400,000 1,400,000 9,812,494 0 175,000 ll2,W 0 0 0 0 5W.OW 0 35,000 0 0 620,000 837,600 0 297,2W 0 0 66,987 21.700 0 17,013 0 0 300,000 0 0 0 100," n 112,099 0 0 0 0 0 0 0 0 0 0 0 158.000 6W.000 0 0 74,430 0 0 0 2s0,oOo 200.100 100,wo 0 300,Mo 0 0 0 0 112,099 0 0 112,WS 0 0 0 0 0 0 0 0 0 0 0 0 0 0 50,000 125,OW 50,OW 100,wo 0 0 0 1,375,209 0 0 0 0 0 0 74.430 0 74.430 0 0 0 0 0 0 0 1w,ooo 0 0 100,ow 0 3W.WO 300,030 0 0 0 0 0 0 0 0 n 52,101 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 74,430 0 0 0 0 1w.000 a 0 300,WO 0 0 0 906s57 I 0 581,447 0 0 0 0 0 0 0 0 0 1,198,323 0 0 0 0 1,m,wo 4,5W,WO 0 0 50.W 0 0 0 0 0 3,132,599 1,794,629 2,061,729 811,529 526,531 8,586,327 0 0 0 n TDA - LOCAL TRANSPORATATION FUNDS PRlOR 2002-2003 2003-2004 2004-2W5 2w5-2W6 2006-2007 2W7t+ YEARS YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUr BEGINNING FUND BALANCE (1) NIA 1,469 1,469 1,469 1,469 1,469 1,469 TDA GRAKT EmErUEs TOTAL REVENUES NIA 70,wO 70.000 0 0 0 0 0 0 0 0 0 0 I WPnALPRRlECTr * SIDEWAWSmEETCONSIRUCN F'RCGw\M(33913,36081) 200.3W 70,wO 200,300 70,000 TOTAL PRDlECT EXPENDITURES 0 0 0 0 0 0 0 0 0 0 I ENDING FUND BALANCE NIA 1,469 1,469 1,469 1,469 1,469 1,469 fProject has multiple funding sources. c-42 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRAFFIC IMPACT FEES (TIF) PRIOR YEAR5 NIA BEGINNING FUND BALANCE (1) REVENUE5 DEVELOPER FEES TOTAL REVENUE5 MIS. REIMBURSEMENTS WmAL PRO1 ECTS AVENIOA ENCINAS WIDENING - MUW OF PALOMAR AIRFWRT ROAD ' ETD#3 CANNON ROAD WEST CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE CARLSBAD BOULEVARD WIDENING - CdNNON TO MANZANO uIRL581\D VILLAGE OWE WIDENING EL WINO REAL AND CAMlNO VIDA ROBLE EL WINO REAL AND CWLSB/\D VILLAGE DRIVE EL WINO REAL AND FARADAY AVENUE EL CAMINO REAL WIDENING - LA CO-A AVENUE TO ARENAL ROAD EL CAMINO REAL AT AW PARKWAYIALGA ROAD EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNW AVE. MELROSE DRNE AND ALGA ROAD PALOMAR AIRWRT ROAD AND WLLEGE BOULNARD PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE POINSm LANE WIDENING (PAY0 DEL NORTE TO BATIQUTTOS LN SlDEWAWSTREET CONSTRUCnON PROGRAM (35601,33911) TRAF SIG - AW PARKWAY-WINSETTIA LANE TO EL CAMINO REAL TRAF SIG - FARADAY AVENUE AND ORlON STREm TRAFFIC IMPACT FEE SNDY TRAFFIC MONITORlNG PROGRAM TDTAL PROJECT EXPENDITURES NIA 1.160,~ 0 210,725 0 0 4w,wO 0 710,W 0 642,000 0 0 0 0 0 738,801 30.W 0 70.m 664,764 4,626,293 ENDING FUND BALANCE - NIA YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR 5 BUILDOUT 2002-2003 2003-2004 204-2005 2W5-2w6 2w6-2007 2007++ 4,223.039 4,682,434 5,029,033 4,508368 5,308,285 6,059,051 929,395 1,296,599 1,332.643 1,269,317 1,220,767 9,596,594 0 0 0 0 0 357,000 929,395 1,296,599 1,332643 1,269,317 1,220,767 9,953,594 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,382,708 0 0 0 0 0 0 0 0 0 0 0 0 480,oOO 0 0 0 0 0 0 0 0 4w.W 4w.m m,ow 4w.W W,WO 0 0 0 0 0 0 0 0 0 0 0 870.W 0 z.m,wo 0 1,260.m 0 320.W 2m.0w 0 450,000 480,030 0 lM),MO 1.870,MO 0 3.8w.m 150.W 0 0 70,000 0 70.W 70.m 70.W 470,000 950,000 1,852708 470,000 470.000 11,960,000 70,wO 350.W .~ ~ ~ 0 0 0 0 4,68&434 5,029,033 4,508,968 5,308,285 6,059,051 4,052645 I TRANSNETlBICYCLE I PRlOR I YEM1 YEAR 2 YEAR3 YEAR4 YEAR5 BUILDOUT I YEARS I BEGINNING FUND BALANCE (1) 2002-2033 2033-2W 2W2W5 2005-2w6 2006-2007 2007++ NIA 0 0 0 0 0 0 TRANSNET REVENUE TOTAL REVENUES !m!Ecum I - * OJASrAl WULTRAIL TOTAL PROlEcT EXPENDITURES NIA 0 0 0 0 0 0 0 0 0 0 0 0 200.000 2w.m 0 0 0 0 0 0 0 0 0 0 0 0 ENDING NND BALANCE TRANSNETIHIGHWAY PRIOR I YEAR1 YEAR 2 YW3 YEAR4 YEARS BUILDOW BEGINNING FUND BALANCE (1) YEARS I NIA 335,312 75.312 75,312 75,312 75,312 75,312 2002-2003 2w3-20W 2W2W5 2W5-2006 2006-2007 2007++ TRANSNET REVENUE TOTAL REVENUES NIA 1,ZltOW I 1,211.m 0 0 0 0 0 0 0 0 0 0 * BTDt3 CANNON ROAD WEST - COLLEGE END EAFT OF EWCANNON ROAD REACH 3.4 550,wO 1,471,000 TOTAL PROJECT EXPENDITURES 4,950,000 1,211.wO ~.4w.W 2w.m 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 ENDING FUND BALANCE (1) Equal 0 the projected fund balance le% an), oostiinuing appropriations. * Project has multiple funding sources. c43 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ~~ ~~~ TRANSNET-LOCAL PRIOR YEARS YEAR1 YEAR 2 YEAR3 YEAR4 YEARS BUILDOUT 2002-2003 2003-2w4 2w4-2005 2005-2006 2006-2W7 2W7++ BEGINNING FUNO BWCE (1) NIA 1,769,213 69,213 69,213 69,213 69,213 69,213 TRANSPORTATION TAXES TOTAL REVENUE5 !3wmu€s NIA 4,600,000 3,200,000 1,900,000 2,100,000 3,500,000 2,300,000 4,500,000 3,2W,WO 1.9W.000 2.100,~ 3,500,000 2,300,000 CARLSBAD BOULEVARD RETROFIT OVER SDNR EL CAMINO RW IMPROVEMENTS PAVEMENT MANAGEMEKT PROGRAM 0 0 1.4w.000 4,949,348 4,800,OW 1.7W.WO 1.9W.000 2.1W.000 2,100,000 2,300,000 0 SIDEWAWSTREETCONSTRUCnON PRCGRAM(33913.36081) SOUTH CARLSBAD VlLIAGE STORM DRAIN 603.557 0 0 0 0 0 0 TRAF SIG - EL CAM. RWPV\ZA/MARRON/HOSP WY 0 0 0 0 0 YISTAJCARLSBAD INTERCEPTOR - PAVEMEKT OVERLAY 0 0 0 0 TOTAL PROlECT EXPENDITURES 0 0 0 0 0 12,048,785 6,300,000 3,200,000 1,900,000 2,100,000 3,500,000 2,300,000 ENOING FUND BAIANCE NIA 69,213 69,213 69,213 69,213 69,213 69,213 PROlEm 1,100,ow 0 0 0 0 0 0 300,OW 1,500,000 4,700,OW 0 1,200,000 0 695,880 0 I TRANSNET - SURFACE TRANSPORTATION PROGRAM (STP) PRIOR I YEAR1 YEAR 2 YEAR 3 YEAR4 YEARS BUILDOUT I YEARS I BEGINNING FUNO BALANCE (1) 2002-2003 2003-2W4 2004-2005 2005-2006 2006-2007 2W7++ NIA 321,751 321,751 321,751 321,751 321,751 321,751 BD!mYEs SIP REVENUE TOTAL REVENUES - TOTAL PROlECl EXPENDrNRES SOUTH CARISBAD YILLAGE STORM DRAIN NlA 0 0 0 0 0 0 0 0 0 0 0 0 1,240.m 1,240,000 0 0 0 0 0 0 0 0 0 0 0 0 ENOING FUNO BALANCE NIA 321,751 321,751 321,751 321,751 321,751 321,751 * Project has multiple funding sources C-44 CAPnAL IMPROVEMENT PROGRAM FUND SUMMARY WATER - MNOR FACILITY FEE FUND PRIOR I YEAR1 YM 2 YEAR3 YEAR4 YEAR5 WIW BEGINNING FUND BALANCE (I) YEARS I 2002-2003 2003-2oW 20042005 2005-2006 2006-2007 2007++ NIA I 5,156,004 3,311,637 1,727,190 3.7.30.501 5,665398 8,091,572 EEKy#Es TOTAL REVENUES DEVELOPER FEES UPlTAL PROJECTS 'D" RESERVOIR - PHAK I1 580 ZONE SECONDARY SUPPLY 680 ZONE SUPPLY AVlARA PARKWAY- FQINSm LANE TO PALOMAR AIRWRT ROAD WVERA HILL5 WATER BWmR STATION STANDBY GENERATMI CANNON ROAO WEST TRANSMISSION MAIN CARLSBAO BWLEVARD - MANZANO DRM TO AVENIDA ENCINAS CUGE BWLEVARO - EL CAMIND REAL TO AGM HEOIONDA CREEK COUEGE BWWARO - CANNON ROAD TO WBAO VILlAGE DRlVE COLLEGE BOULEVARD (33' UNE TO CANNON ROAO) EL CAMINO REAL CROSSING AT KELLY OWE ELCAMIN0 REALTRANSMISSION MAIN - USA STREETTO KELLY DRlV ~~ ~~~ ~ EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO WIN5ElTA EL FUERTE - NORTH OF LOKER ~~ EL FuulTE -ALGA RQ4D TO ffllffi~ LANE EL FUERTE - FARADAY TO MAERKLE RESERVOIR EL WERE - WIN- LANE TO PALWR AIRPORT ROAO FARADAY AVENUE -ORION TO MELORUSE WATEWNE INEMATE 5 CRUSSlNG LOAN FROM WATER REWCEMENT FUND NORM AGUA HEDIONDA TRANSMISSION MAlN PALOMAR AIRPORT - NORTH OF OWENS WINSm LANE - EL CAMINO REALTO "D" RESERVOIR FOINSElTM LANE - EL FUERTE TO EL CAMINO REAL WINSEmA WE - PASEO DEL NORTE TO CARLSBAO BOULEVARD mINsEmA LANE- FROM -0- RESERVOIR m AMBRO~A WE RANCHO CAWLLO OMRSIZING/MTENSlON PRESSURE REGULATING STAllON -CANNON ROAD /\NO COLLEGE BLV TAP NO. 2 RESERVOIR NIA 817.740 1,704,731 2,803,311 b530.897 2,530,173 8,715,041 817,740 1,704,731 2,803,311 2,530,897 2,530,173 8,715,041 0 0 0 0 2.864.457 0 0 50,wo 183,375 0 50,000 0 0 0 2,mPw 25.m 97.210 0 982.000 0 0 15O.m 2,700,WO 0 375.m 322,000 0 90,000 150.000 n 0 0 0 0 0 0 500.000 0 51,625 0 0 0 835,800 0 0 0 0 0 0 0 0 0 0 0 0 250.W 0 0 1,024,682 0 0 0 495.000 0 50,000 0 0 0 421.W 0 200.000 44.m 148,750 0 0 0 820.000 0 0 30.000 0 0 0 0 0 0 0 0 1,030,428 0 0 0 0 0 0 0 0 0 0 0 0 0 200.000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,WO,m 0 100,wO 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1oo.m 100,W n n n 3,984,500 256.000 550,000 0 0 0 133,000 0 0 0 0 0 0 0 0 305,000 0 0 0 0 0 0 2.m.000 0 0 0 0 0 1,400,000 0 TOTAL PROJECT UPENDITURES 10,070,187 I 2,66 ENDING FUND BALANCE NIA 1 3,311,637 1,727,190 3,230,501 5,661,3911 9,091,572 7,378,112 WATER - RECYCLED WATER FUND PRlm YEAR 1 YfAPS 2032-2003 2w3-2" 20042005 2005-2w6 2006-2007 2007++ YEAR 2 YEAR3 YEAR4 YEAR5 WILCCUT BEGINNING FUND BALANCE (1) NlA 2,902,055 937,529 538,002 538,475 538,948 539,421 B€Y€tws TRANSFER FROM OPERATING FUND LOANS OTHER TOTAL REYENUES - DEBT SERVICE ON STATE LOAN 1-5 RECYCLED WATER TRANSMISSION UNE INOUSrrmV PARK MSEM PUMP STATION UPGRADE RECYCLED UNE - FQINSEmR BRIDGE RECYCLED WATER PH I1 RECYCLED WATER PH I1 - MPEUNES RECYCLED WATER PH I1 - FLOW EQWLIZATION RECYCLED WATER PH n - WMP STATION^ RECYCLED WATER TO WATER REPLACEMENT RECYCLED WATER PH I1 - TREATMENT FACILIlY TOTAL PROJECT EXPENDITURES ENDING FUND BAIANCE lM),WO 1w.m 160,WO lw.m 1m.m 1,120.m 0 0 0 0 0 0 NIA 160,oOo 160,000 160,wo 160,000 160,M)o 1,120,oOo 0 159,527 159,527 159,527 159.527 159.527 1,083,067 1.179.539 0 140,m 0 0 0 0 0 0 0 0 0 n 4M.m 0 0 0 0 0 0 0 2,970,wO 0 0 0 0 0 15.8W.WO 2.MyI.m 0 0 0 0 0 0 0 0 0 0 0 12.5W.WO 360,wO 0 1.M15.W .~. 0 0 0 0 0 0 0 0 0 0 36,029,539 2,124,527 559,527 159,527 159.527 159,527 5083,067 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER REPLACEMENT FUND PRIOR YEARS 2002-2003 2W3-2w4 2CC42W5 2W5.2w6 10062007 2007++ YEAR 1 YEAR 2 YEAR3 YEAR4 YEAR5 BuILwLrr BEGINNING FUND BAIANCE (1) NIA 12,250,464 14,832J46 16,247,471 19,474,700 19.315949 19215.949 R€!EruE TRANSFER FROM OPERATING FUND LOAN REPAYMEhT TOTAL REVENUES "D" RESERVOIR. PW I1 SAPTTAL PROlEm CARISBAD BOULEVARD - MANZANO DRNE TO AVENIOA ENCINAS C COLLEGE BLVD - MAERKLE REYRVOIR TO AGUA HEOlONDA CREEK 0 EL WINO REAL - PALOMAR AIRPORT ROAD SOUTH 0 3,225,OW EL VIMlNO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR OR 50.000 n mussAT ROAD WELL ABANDONMENT IND'L PARK SYSTEM - LOAN TO RECYCLED WATER LAKE WVERA RESERVOIR IMPROVEMENTS LOAN TO WATER CONNECTION FUND MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE MISCELLANEOUS PlPEUNE REPLACEMENT PROJECTS MISCELLANEOUS SORAGE TANK REPAlRS MISCELLANEOUS WATER RESERVOIR FENCING OCEANSIDE INTERTIE UPGRADE PUBLIC WORKS CENTER RECYCLED WATER PROG-PHASE I1 SEAWATER DESAUNATION PROGRAM5 TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP RESERVOIR EXTERIOR PAINTING TRI-AGENCY PIPEUNE EROSION FROTECnON WATER CERTIFICATE OF PARTICIPATION (ClJP) PAYMENTS (16%) WATER DISRICI - REPAIWREFUCE CONCRETE ENTRANCE WATER OPERATIONS WATER WMP PROJECT WATER NSTEM INTERTIE CONNECTION TOTAL PROlECT EXPENDITURES WATEW5WER MASTER PLAN UPDATE ENDING FUND BALANCE 1.6a5.000 I 2,236,860 2,281,597 2,327,229 241,249 3W.W 1,605,wO 0 l,wo,WO 0 0 3,841,860 1,281,597 3,327,229 141,249 300,000 0 0 0 0 0 0 0 0 0 1,328,000 0 0 0 0 0 0 0 142,000 0 0 2,340,wO 0 610.000 150,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 170,000 4,600,000 0 4,000,000 €49.860 0 70.030 0 20,000 0 0 4w.000 ll0,wo 200,000 0 0 0 0 0 0 0 195.178 0 55.m 0 0 900.000 0 0 1W.000 0 0 0 20,000 0 150,000 196.272 0 0 0 0 0 0 0 0 0 0 100.000 0 0 0 0 0 0 400.000 0 0 0 0 0 0 0 0 0 0 0 0 0 4w.003 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 124,580 I 0 0 0 0 0 0 17,674,440 1,260,178 866,272 100.000 400.000 400,000 4,414,000 *Project has multiple funding sources. C-46 IGLOSSARY OF CAPITAL PROJECT FUNDING SOURCES I Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment District bonds. Projects include street construction and improvements to Alga Road and College Boulevard. Bridge and 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 8, 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 (PILI - 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. C-47 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 pari 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. - 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 Recvcled (RECL WATER) - Recycled Water is purified wastewater to be used for irrigation purposes. Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's industrial corridor. C-46 PUNNED MOR CAPITAL OUllAY ITEMS 2002-2003 crry OF uRL5BAD ::/:/::::.:.: .... .............................. ... ....... . .,., , , ;.:.:..::.:.::.:..I :.::.:.:.::.:.::: Item DeScnption QW Cost i 0011410 PURCHASING Furniture for sCanning 8 document management swtem workstation 1 15.000 15,000 suwotai Purchasing 5 0012120 POLICE FIELD OPERATIONS Ma&& wlice sedan with police packam 1 32,000 32,000 0012121 TRAFFIC Marked police Sedan wilh police Waae 1 40.000 40,000 22,000 22.000 0012220 EMERGENCY OPERATIONS Thermal lmaqlna Camera 1 16.m0 16,500 Subtotal Police Operations Subtotal Poiice Fieid Operations 0012135 TASK FORCES Unmarked wiice sedan with radio 1 SubtotaiTaSk Foes r Ftll 11125q 0013010 COMMUNITY DEVELOPMENT ADMiN ScaniReadPrinl machine foT micmfische reading1 print in^ 1 15,026 15.026 0013610 BUlLDiNG Subwmpan sedan for wde enforcBment officer 1 17.0.30 17.000 132,w Subtotal Community Devebprnent Admin Subtotal Building 0014010 COLE LIBRARY - ADMlN Modular hvniture for reference staff and manaqer. 1 25.000 25.W 0014065 ARTS OFFICE Xemr wpier Wnh facsimile unit 1 12,402 12.402 Subtotal Cole Library Mmin Subtolal Arts 001~m AQUATICS Customer COmterlRBCeDtioniSt works~ace 1 29.000 29.000 12,392 12,392 0014.543 RECREATION OPERATIONS - HARDiNG Svstems furniture far metion area 1 14.0.30 Subtotal Opmation~ - Hardino 14.000 Subtotal Aquatics 0014541 RECREATION. OPERATIONS - STAGECOACH Svatams fumlture far wwwisds 0RCe 1 Subtotal Operations . Stasscoach CES 192794 I 0016370 TRAFFIC SIGNAL MAINTENANCE Ememern BatterybaCk-up svrtem 6 Sublold Tank Sinai Maintenam 42.023 42.023 0012210 FIRE ADMINISTRATION 800 MHz lease pawff Subtotal Existing Leases 554.456 554.456 1w,m 1213110 POLICE ASSET FORFEITURE Poke palm car equipment uackaqe 1 m.ooo 20,000 % 120,m 5016310 WATER OPERATIONS Xemx wpier (waterisewer staring wstl Ucddatdreplace obsolete lone telemetry mmmunicatlon eauiement 1 12.601 26 193.746 206,349 Subtotal Water Operations 5116310 SANITATION Xemx wpier ( waterlm" sham cost) 1 see ame Subtotal Sanltetwn 0 " - D-I CTryoFURLsBID PUNNED WOR MAL OVluY ITEMS 2002-2003 Ow KW Depament Item Descrimn QW cost 6215061 VEHICLE REPLACEMENT Sedan - inleMiate Sedan - Police sw . full Iize SW . intermediate Minivan Motmwle -full size Mdom - all tenain Twck - mmpaa pickup Truck - ln ton pickup TN& - 314 tan pickup Truck.Irn"Ratbed T~~k-ltonutlUW TNck - 10 CY. Yd dump Twk - patch Tmk - paint large TNUCk -6m Radarbaaad. moMle Compmsscr. trailer mounted Steam &mer, trailer mounted Tractor. Small Mower. Special 2 9 36.000 23o.m 2 2 76.000 52,000 3 63.WO 1 12,000 2 16.000 3 54.000 3 60.000 6 144,000 1 28.000 2 60,WO 1 92.000 1 60.000 1 170,000 1 380.0W 1 15,000 1 13.000 1 8,000 1 I 15.000 21,000 Subtotal Vehicle Replacement 1.607.WO $1,6W,d88l 6401710 INFORMATION TECHNOLOGY Replace all 3Com muten wim Cisco mutes 15 95.000 20 12,000 1 20,000 1 11.000 3 15,OW 16.0W 200 261,000 1 %OW l 6.WO 1 17.W 459.000 Sewer hard doves Replace 6k sewer for Faraday netWOlX IntBmet cachlng device NetwDrk attached storage (NAS) Netwotdwb sewen Replan, PCP andlor ptimen Web sewer TesVTraining wwer Inlemet vim scanniw device 24 Subtotal lnfwmation Techmlogy LOGY w59,oq 12292,349 I $3,141,148 D-2 - 0010110 CITYCOUNCIL Meetings wilh Federal Legislalam 4 Washington, DC I 7,000 I InnovatDn Gmups,Transfoming L-1 Govr Conference 5 Plano.TX 12,000 5,000 1 COIUmbUS. OH 1 Balimore. MD. San Antonio. TX 2.500 2,000 0010210 CITYCLERK - llMC Annual Conference Electlbn CenlerTrainmg 4,500 I 0010310 CITYTREASURER Municipal Treawrem' Asoc of USICAN Conference 1 Washington 0. C. 1.400 - I 1,400 0011010 CITYMANAGER Innovation Gmupo,Transfoming Local GovY Conference 3 PlanqTX 4 Tacoma, WA 5,500 3 PennSylvania 5.000 3.500 19,000 5,000 1 Pennryivania 1,940 1 WeOtern United Stales 1.720 - 3,660 001 11 1 ADMlN SERVICES - Special Pmjects Innovalan Gmupr.Tranrfoming Local Gav'l Conference 8 Plan0,lx 16.400 16.400 ICMA Best practices conference ICMA Annual conferenc* - Legklfiive Meetings 10 Washington. DC 001 1110 ADMINISTRATNE SERVICES ADMlN ICMAAnnual Conference IG Forum Meetings (qualterly) - 0011112 STRATEGICCHANGETEAM Innovation Gmups,Transfoming Local GovY Conference 3 Piano. TX 1.700 4 out Of state 4,300 Research Training Trips 5,000 IMLA Mu-Year Conference IMLA Annual Conference 1 Denver, co Narl College Of DA'o. GovY Civil Practlce 1 ParkClty, UT 1.500 1,200 4.500 1.800 - 0011210 CITYATTORNEY 1 Washington. DC 0011310 FINANCE GFOAConferencs - sofMare users conference 1 Outofstate 3 Outofstate 2,750 1.300 4.050 001 1410 PURCHASiNG Innovation Gmupr Nalibnal Purchasing Alliance (3 trips) 1 Undelemined 4.500 4,500 7 0011510 HUMAN RESOURCES Disability ManagementEmpbyerCaalitan (DMEC) 1 San Antonio. TX Society for Human Resource Managemen1 (SHRM) Linkage CeMcala Program 2 ValMUI LOCaliOm 2,000 8.000 1,400 - 11.400 1 Orlando. FL 0012110 POLICEADMINISTRATION lnr! ~l~oclatan ofchefr of POI^ (ACP) conference 1 Minneapolis, MN 1.200 - 0012130 POLICE INVESTIGATIONS ForsuspeRandlorwivIess interviews Unknown 1.500 1.500 1.650 0012141 DARE Natsoill DARE Conference 3 Las Vegas, NV 3,000 3.000 0012140 POLICE SUPPORT OPERATIONS CAD User Conference 3 Reno.NV 1,000 1,000 0012131 POLICEVICEINARCOTICS For 6uspeR andlorwitness interview$ Unknown 1,200 1,500 1,500 0012210 FIRE ADMINISTRATION intemalimnal Fire Chiiw Conference 1 Kansas Cw, MO 1.650 - - I I 3.050 - 0012220 EMERGENCY OPERATIONS Southem Area Fire EquQment Res~e Conference 1 Reno.NV Fire lnvesl~atbn Trainvrg Seminar 3 Las Vegas. NV 800 2,250 I 0012225 FIRE - PREVENTION Nstmnal Fire Academy. ExecutiYe Dwsbpment 1 Emrnilsbum. MD - 1.250 I 1.250 0013010 COMMUNIRDEVELOPMENT InnOYatlOnD Gmup School of Leadership & Change 7 Various Destinatbns ULI C0"fere"CB APA Nalanal Conference 1 Denver. CO 13.950 2.500 10,950 2.500 - 1 TBD - D-3 OUT OF =ATE TRAVEL REQUESrS 2002-2003 CrTYOFuRwrO ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION 0013210 PLANNING APA Nalbnal Conference 1 OF REQUEST BUDGET permits Plus usen conference 2 Denver. CO 1 Reno.NV 4.000 2.000 6.000 0013310 GEOGRAPHIC INFO, SYSTEMS URlSAAnnual MeBtlng 1 Chtaga. IL __ 2,100 2,100 2,600 1 Varbur - TBD 1.000 0013510 ECONOMIC DEVELOPMENT ULI Real Esrate School 1 Westem United Staler ULI WonshoD Economk Deiebpmenl -Am&" Viiil FacuW Site Visits ULI Annual Conference 2 Varbus -TED 1 VB~~US-TBD 1 - vams. out Of *le 10,000 16,100 I 0013610 BUILDINGINSPECTION lnt'l Conf Of Bldg OWmk Annual Business Mg 1 Fort Worth. TX Sera 'Permlr' Annual Conference 1 Reno,NV 1,000 2,000 - 1,000 I 0014062 GALLERY Amencan Asroc. of Museums Conference 1 New York. NY I 1.700 1.700 - I 0014055 ARTS OFFICE American for the ARs National Conferecna 1 Powand, OR 2.500 I 2.50 I 0014070 LIBRARY Amekan LLbraV Assocbtan Annual Conference 1 Tomnta, Canada 1,200 -- I 1,200 I 001451o PARK PLANNING a REC MGMT Arne-an Soclety of Landscape Architecb 1 New Oriems. LA 1,900 I I~900 0014570 SENIOR PROGRAMS National COunCl an Agm Conference 1 Washinolo" D. c. 1.650 1,650 ,~ ~ ~ - 0015710 ENGINEERING AWWA Fall Conference I RenaNV Amerran Membrane Technology Associalim Conference Permits PIUS use18 conference 1 Chariestoton, SC ASCE 2002 Pipelines Conference 1,500 0016010 PUBLIC WORKS ADMIN APWA Conference 1 Kansas CW. MO 2,000 6.400 I Cleveland, OH 900 1 Reno.NV 165,560 ITOTAL GENERAL FUND 3.500 3,500 2,000 - - 5016310 WATER OPERATIONS Coblado River Water Usen Associalbn 1 Las Vegas. NV 1,250 1,100 3,750 1.300 - 7.400 - ACWA Spring Conference PBrmL PI"* u*en conference AWWA Fall Conference 1 Lake Tahoe. NV 1 Reno.NV 3 Rmo.NV 5026310 RECYCLED WATER OPERATIONS American Backnow Preveminn Associaton 1 Las Vegar. NV hm" user Conference I Ft. Lauderdale, FL 1.100 3.550 2.450 - 5116310 SANITATIONOPERATIONS Ham UIW Billing Conference 1 Lao Vegar. NV 1,100 Tr6StaIe WatedSewer Seminar 2 Laughlin. NV - 1.700 2,800 6141610 RECORDSMANAGEMENT Annual ARMA Conference 1 New Orleans. LA AllM Annual Conference 1 New Yon, NY MER Conference 2.00 3.500 - I Chrago. IL 1,500 7.000 - D-4 tnlemp Perms PiUS users Conference internet World Erainshare Online Learning Conference Pmjen Leadership Conference CbOS conference FibNET Users Conference AllM Conference Lbrary conference ORG KEY DEPARTMENT TRAVEL DESCRtPTiON PEOPLE DESTINATION t OF 6401710 iNFORMATtON TECHNOLOGY Tivoli Disaster Recovery 1 Colorado springs, co 1 Las Vsgar. NV I Reno.NV I TED 2 Salt Lake CW. Utah 1 TBD 1 Viiolra. Canada 1 TED I Washington 0. C. 1 NewYon,NY NEC Usen Conference 1 TED 2 TED Ham usen conference 1 TBD I L 32,100 2,000 REQUEST BUDGET 3.500 2.300 1.100 1,500 5,400 2.500 1.500 2.200 2.4W 2,200 4.500 1.000 TOTAL DMER FUNDS 55,850 GRAND TOTAL TRAVEL $ 221,410 D-5 MISCELLANEOUS STATISTICAL INFORMATION 2002-03 Date of Incorporation Type of City Form of Government Area Population (CA Dept of Finance Report 01/01/02) Net Assessed Valuation Streets: Number of Street Lights Miles of Streets Fire Protection: Number of Stations Number of Firefighters & Officers Police Protection: Number of Stations Number of Sworn Police Officers Municipal Water District: Number of Customers Number of Water Connections Average Daily Consumption (in Millions of Gallons) Miles of Lines and Mains Miles of Sewers Recreation and Culture: Acres of Parks (Improved Community & Special Use Areas) Number of Parks Acres of Open Space (Special Resource Areas & General Number of Libraries Number of Pools Number of Volumes City-Owned Open Space) Total Number of Authorized Full-Time City Employees Source: City of Carlsbad. Finance Department July 16, 1952 General Law CounciVManager 42.19 sq. miles 88,000 1 1,850,678,972 6,138 255 6 73 1 109 75,000 24,300 17.6 400 149 37 214 490 2 1 280,458 642.75 ACCOUNTING SYSTEMS AND BUDGETARY CONTROL The City's accounting system is designed around a few basic principles. 1. The City is not one single entity. It is the total of many entities, each with its separate function and legal restrictions on the use of resources. In the private sector, a corporation may have many "subsidiaries" which make up the parent corporation: in the public sector, a city government may have a variety of "funds" that provide the basis for separately recording the financial data related to a specific entity. A fund is an accounting entity with a complete set of self-balancing accounting records. Each fund has been established because of some restriction on the use of resources received by that fund. This report includes the transactions of all entities over which the City Council of the City of Carlsbad have authority (as defined by the Governmental Accounting Standards Board). 2. The City's accounting system operates on a modified accrual basis for all governmental type funds. Governmental funds include the General, Special Revenue, Debt Service, and Capital Projects funds. A modified accrual system is one where (a) revenues are recognized when they are both measurable and collectable within the accounting period, or soon enough after the end of the period to pay liabilities of the period; and (b) expenditures, other than principal and interest on long-term debt, are recorded when liabilities are incurred. 3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the accrual method of accounting. Revenues are recognized in the period earned and expenses are recognized in the period incurred. 4. Internal controls exist with the accounting system to ensure safety of assets from misappropriation, unauthorized use or disposition, and to maintain the accuracy of financial record keeping. These internal controls must be established consistent with the sound management practices based on the cost'benefit of the controls imposed. The cost of a control should not be excessive in relation to its benefit as viewed by City management. The internal controls in existence within the City's system are sufficient to ensure, in all material aspects, both the safety of the City's assets and the accuracy of the financial record keeping system. 5. Budgetary control is maintained through monthly reports on all revenue and expenditure accounts as well as special reports summarizing the financial position of the City. The City Council has authority to control the budget through adoption of a formal budget at the beginning of each year and by amending the budget as necessary throughout the year. Expenditures should not exceed budgeted figures. All appropriations expire at year-end unless specifically carried into the new fiscal year by Council actions. The Carlsbad Municipal Code requires that the Financial Management Director prepare annually the budget for the City Manager showing estimated revenues and expenditures. 6. Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in the appendix of this document. D-7 1 i . 4 I: E 7 E 6 ic I1 12 12 14 15 1E 17 la 1s 2C 21 22 23 24 25 26 27 213 RESOLUTION NO. 2o02-180 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2002-03 FOR THE CONTROLS ON CHANGES IN APPROPRIATIONS CITY OF CARLSBAD AND ESTABLISHING FOR THE VARIOUS FUNDS WHEREAS, the City Council of the Cii of Carlsbad. California has revlewd the proposed final Operating Budget and Capital Improvement Program for fiscal year 2002-03 and has held such public hearings as are newssa!y prior to adoption of the final budgets. WHEREAS, the Planning Commission made a finding of General Plan Consistency for all projects receiving an allocation of funds for fiscal year 2002-03 on May 1,2002 pursuant to Planning Commission Resolution No. 5189. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That certain documents now on file in the office of the City Clerk of the Cii of Carlsbad entitled, "City of Carlsbad, 2002-03 Operating Budget and 2002-03 to Buildout Capitel Improvement Program - Preliminarf as amended in accordance with Exhibits A through C attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the City of Carisbad for the fiscal year 2002-03. 2. That the amounts reflected as estimated revenues for fiscal year 2002-03 as shown in Exhibits A and B are hereby adopted as the budgeted revenues for 200203. 3. That the amounts designated as the 200243 Budget request in Exhibits A and B are hereby appropriated to the department or fund for which they are designated, and such appropriation shall not be increased except as provided herein. 4. That total appropriations for each fund may only be increased or deaeased by the City Council by passage of a resolution amending the budget except as provided herein. 5. That the following controls are hereby placed on the use and transfers of budget funds: A. No exDenditure of funds shall be authorized unless suffident funds have 1 2 3 4 5 6 7 8 9 10 11 f2 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Page 2 of Resolution # 2002-180 been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department. ii. The City Manager may authorize transfers of, funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may delegate the authority to make budget transfen and adjustments. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for said speciffc purpose. v. The City manager may authorize budget adjustments to increase the appropriations for the Sanitation Fund operating budget in an amount equal to the increases in costs of Carlsbad's share of the Encina Wastewater Authority's budget, as approved by the EWA Board. vi. The City manager may authorize budget adjustments to increase the appropriations for the Workers Compensation and Liability funds operating budget in an amount equal to the increases in costs of claims expenses. vii. The City Council must authorize all transfers of knds from the budgeted Contingency Account. B. The City Manager may authorize emergency out of state travel for pubik safety or emergency services purposes. C. The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Exhibit C. D. The City Manager may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 6. That the legal level of budgetary control is the fund level. Budgets may not legally be exceeded at the fund level without appropriate authorization by the City Council. D-9 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 1Q 20 21 22 23 24 25 26 27 28 Page 3 of Resolution # 2002-180 7. That all appropriations for Capital Improvement Pmjects remaining unexpended at June 30,2002. are hereby appropriated for such capital projects for the 2002-03 fiscal year. 8. That interest earned on grants may be appropriated during the year and all appropriations for grants remaining unexpended at June 30,2002, am hereby appropriated for the 2002-03fiscal year. 9. That ail appropriations in the Operaling Budget remaining unexpended at June 30,2002. are hereby appropriated to the 2002-03 flscal year Operating Budget 10. That ail appropriations for outstanding encumbrances as of June 30. 2002, are hereby continued into 2002-03 for such contracts or obligations. 11. That budgeted appropriations for fiscal year 2001-02 in the nonGenera1 funds. as shown in Exhibit D, are hereby increased by $75,900 from the various fund balancas to pay 2001-02 management incentive pay. 12. That interest earnings on TransnetsTp funds (estimated at $321.751) be appropriated to the South Carlsbad Village Storm Drain Project with an offsetting deaease in appropriations from other funding sources of the project. PASSED, APPROVED AND ADOPTED at a regular meeting of the City CoUndl0n the 18th day Of JUNE ,2002, by the following vote, to wit AYES Council Members Lewis. Kulchin, Firmila, 1Yygaard. Ball NOES: None ABSENT: None LORRAINE M. WOOD, Clty Clerk xhhibi+A indudes: (1) Projected Fund Balances, Budget Expenditure Schedule, and Renmue Estimates which can be lund in me overwew xhibit B indudes the Pmjected Fund Balances. Budget Expenditure Schedule. Revenue Estimates. and Capital and . section of me budget, uture Pmjecls schedules which are located in the Capital improvement Pmgtam section of the budget. xhibit C is the Personnel Aliccations which are induded in the overview section of the budget. D-10 1 i < 4 E E 7 € E IC I1 12 13 14 15 16 17 la 19 20 21 22 23 24 25 26 27 28 RESOLUTION NO. 2002-181 A RESOLUTION OF THE CITY COUNCIL OF THE CITY APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2002-03 THE CALIFORNIA STATE CONSTITUTION AND STATE LAW WHEREAS, Article XlllB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes; and WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adopted. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad. California, as follows: 1. That the City Council of the City of Carlsbad. California, does hereby establish and adopt the 2002-03 appropriation limit of two hundred eighty-six million, three hundred seventy thousand, thirty-five dollars ($266,370,035) as computed in Exhiblt A attached hereto. 2. That the City Clerk is directed to publish this Resolution in a newspaper of general circulation. PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council on the 18th day of JUNE ,2002, by the following vote, to wit: AYES: Council Members Lewis. Kulchin, Finnila, Nygaard, Ball NOES: None ABSENT: None CLAUDE A."LEWIS, Mayor D-I I CITY OF CARLSBAO GANN APPROPRIATIONS LIMIT The Appropriations Limitation Imposed by Proposition 4 and modified by Proposition 111 The revenues which are subject to the Limitation are those considered 'proceeds of taxes." The creates a restriction on the amount of revenue which can be appmpriated in any flscal year. growth and inflation. basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population followlng options for calculating its Gann Limit: The major change made by Proposition 11 1 allows the City to annually choose among the N Population growth of Carlsbad, OR > Growth in California per capita income, OR N Population growth within San Diego County, AND > Growth in non-residential assessed valuation due to new cunstruction in the City. The factors used to calculate the 2002-03 Umit were: > Population growth in Carlsbad, AND > Growth in non-residential new construction The formula is outlined below: 2001-02 Expenditure Limit $257,473,406 % Carlsbad Population Growth Growth in non-residential new construction Net Increase Factor X 1.0548 1 .ow 1.1122 2002-03 Limit (2001-02 Limit X Factor) $286.370.035 Current ApproprlaUon of Proceeds of Taxes (Subject to the Limit) $74,660.740 The spending limit for the City of Carlsbad for 200243 is $286.4 million with appropriations of "proceeds of taxes' of $74.7 million. The resuli of the calwlailon provides the City with an operating margin of $21 1.7 million. D-12 GLOSSARY Appropriation: A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation: A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. Balanced Budqet: A budget in which planned expenditures do not exceed planned funds available. BeqinninolEndina Fund Balance: Unencumbered resources available in a fund from the prior/current year after payment of the prior/current year expenses. Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. w: An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds which can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital Improvement 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 ofice 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. Entemrise Fund: A fund type established to account for the total costs of selected governmental facilities and services which are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure: The actual spending of funds set aside by appropriation for identified goods and services. _. Fee: A general term used for any charge levied by government for providing a service or permitting an activity. Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is July 1 to June 30. D-I 3 - Fund: A set of inter-related accounts to record revenues and expenditures associated with a specific purpose. Fund Balance: The amount of financial resources available for use. General Fund: The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General Fund include Fire, Library, and the City Manager’s Office. m: Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity or facility. Growth Manaaement Plan: A comprehensive approach to land use planning insuring controlled and managed growth within the City, while providing designated public facilities. Growth Manaaement Standards: Standards for acceptable service levels which have been established for eleven public facility categories. Interfund Transfers: Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund: A fund which provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service Funds include Fleet Maintenance, Information Systems, and Workers’ Compensation Insurance. Maintenance and Ooeration: A general category used for classifying expenditures for materials, supplies and services which are normally used within the fiscal year. ODeratina Budaet: The annual appropriation of funds for on-going program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Ooeratinq Costs: Estimated expenses which can be expected to occur following the construction of a Capital Improvement Project. Personnel: Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or Federal Government as the method to which they may be spent. D-14 A About the City of Carlsbad, iii Accounting Systems and Budgetary Control, D-7 Administrative Services SUmmary, 6-37 Adult Learning Program, 6-108 Ark Dffice, 6-1 10 Arts Special Events, 5113 Asset Forfeiture - Various, 6-70 B Bicycle Patrol, 571 Budget Awards, A-21 Budget Process, A-4 Buena Vista Creek Channel Maintenance, 6-153 Building Inspection. 586 C Calendar, A-20 California Assembly Bill 1600, C-11 Canine, 6-61 Capital Improvement Program, C Section Capital Improvement Projects 2002-03. C-18 Capital Outlay Items, D-1 Capital Projects to Buildout. C-5 Cash Management, 6-31 Centm de Informaci6n. 6-104 Cole Library, 5100 CIP Budget Expenditure Schedule, C-15 CIP Projected Fund Balances, C13 CIP Revenue Estimates, C-14 Citv Attorney. 6-36 Ci& Clerk, 530 Citv Council, 6-28 Ci& Manager, 6-33 City Manager's Transmittal Letter, A-I Collection Development 8 Acquisitions, 5106 Communications Center, 6-69 Community Development Administration, 6-80 Community Development Block Grant, 6-90 Community Development Summary, 6-79 Community Services Summary, 6-97 Cultural Arts Summary. 6-109 D DA.R.E, 564 Debt Management Issues, A-14 Disaster Preparedness, 6-76 Dove Library. 5101 E Economic Development, 6-85 Economic Profile, A-5 Emergency Operations, 6-75 Engineering, 6-130 Expenditure Schedule, 6-23 F Facilities Maintenance, 5139 Field Evidence, 6-62 Field Operations, 6-56 Finance, 6-39 Fire Administration, 6-74 Fire Department Summary. 6-72 Fire Prevention, 6-76 Fund Balances, A-14, 6-14, C-13 G Gann Appropriations Limit, D-I 1 Genealogy/Local History. 6-103 General Fund, A-9,B-1 General Services Summary, 6-135 Geographic Information System, 6-84 Glossary - Capital Projects, C-47 Glossary, D-13 Golf Course, 6-146 Growth Projections, C-2 Growth Management Plan, C-10 - H Health Insurance, 6-47 Highlights, A-3 Housing - Rental Assistance, 6-69 Housing and Redevelopment Summary. 6-87 Housing Trust Fund Administration, 6-86 Human Resources, 6-43 I Information Technology, 6-50 Investigations. 6-62 J Juvenile Diversion, 6-64 INDEX L Land Use Planning, 8-82 Library Summary, 8-98 Low/Moderate Income Housing-Village, E93 LowlModerate Income Housing-SCCRA, 8-95 M Maintenance &Operations Sumary. E147 Media Services, 8-107 Median Maintenance, E142 Miscellaneous Nan-Departmental, 8-52 N New Programs, 8-8 0 Operating Budget Overview, El Operating Expenditures, 8-23 Organization Chart, iv Other Funds, 8-5, E12 P Park Maintenance, 8-137 Parks and Recreation Commission, E1 16 Personnel Allocations. A-I6 Park Planning & Recreation Mgt.. 8-116 Police Administration, 8-57 Police Summary, E54 Policy 8 Leadership Summary, 8-27 Properly and Evidence, 8-65 Public Information, 6-35 Public Safely Summary, E53 Public Works Administration, 8-128 Public Works Summary. 8-127 Purchasing, E41 R Readers Guide to the Budget. i Records Management, 8-48 Recreation - Agua Hedionda Lagoon, 8-122 Recreation - Aquatics, E120 Recreation Operations, 8-123 Recreation Fee Supported, E118 Recreation Summary, 8-1 14 Redevelopment Operations Village Area, 8-91 Resolutions, D-0. D-I 1 Redevelopment Operations SCCRA. E94 Revenues - Capital Projects, C-3 Revenue Estimates, 8-16 Revenue Projections - General Fund, A-9, 8-16 Revenue Projections - Operating, A-9, 8-16 Risk Management, 8-46 Sanitation Services, see wastewater School Resource Officers, 8-64 Senior Programs, 8-125 Sister City. E1 12 Solid Waste Management. 8-157 - Staffing, A-16 Statistical Information. D-6 Strategic Goals, A-4 Street Lighting, D-152 Street Tree Maintenance, 8-141 Street Maintenance, 8-149 Summary, A-16, A-17 Support Operations- Police, 8-68 Task Force, 8-67 Traffic Signals, E151 Technical Services - Library. 8-105 Travel, D-3 V Vehicle Maintenance, 5143 Vehicle Replacement, 8-145 Vice/Narcotics, E63 W Wastewater Operations, E156 Water Operations, 8-154 Weed Abatement, 8-77 Worker‘s Compensation, 8-45