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Home My WebLink About; ; 2002-2003 Budget; 2002-07-01CITY OF CARLSBAD CALIFORNIA Operating Budget and Capital Improvement Program 2002-2003 CITY OF CARLSBAD CALIFORNIA Operating Budget and Capital Improvement Program 2002-2003 City of Carlsbad 2002-03 Operating Budget and Capital Improvement Program Mayor Claude "Buddy" Lewis City Council Matt Hall Ramona Finnila Ann Kulchin Julie Nygaard City Manager Raymond R. Patchett Administrative Services Director James F. Elliott Prepared by the Finance Department Finance Director Lisa Hildabrand, C.P.A. Website: www.ci.carlsbad.ca.us Photos on Cover: top left to bottom right: Fire vehicles in front of original fire station (early 1960’s), Twin Inns (1970’s), Carlsbad High School Junior Varsity cheerleaders (1959), Carlsbad’s Little league (1960’s), 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 Vision Statements......................................................................................................ii About the City of Carlsbad....................................................................................................................... iii Organization Chart...................................................................................................................................iv BUDGET OVERVIEW City Manager’s Transmittal Letter.........................................................................................................A-1 2002 – 03 Budget Highlights.................................................................................................................A-3 Budget Summary................................................................................................................................A-17 Personnel Allocations .........................................................................................................................A-18 2002 –03 Budget Calendar.................................................................................................................A-20 Budget Awards....................................................................................................................................A-21 OPERATING BUDGET Overview...............................................................................................................................................B-1 Projected Fund Balances....................................................................................................................B-14 Revenue Estimates.............................................................................................................................B-16 Budget Expenditure Schedule ............................................................................................................B-23 Program Summaries Policy & Leadership Group Policy and Leadership Group Summary .....................................................................................B-27 City Council.................................................................................................................................B-28 City Clerk.....................................................................................................................................B-30 City Treasurer .............................................................................................................................B-31 City Manager...............................................................................................................................B-33 Public Information .......................................................................................................................B-35 City Attorney................................................................................................................................B-36 Administrative Services Administrative Services Summary ..............................................................................................B-37 Administration .............................................................................................................................B-38 Finance .......................................................................................................................................B-39 Purchasing..................................................................................................................................B-41 Human Resources ......................................................................................................................B-43 Workers’ Compensation..............................................................................................................B-45 Risk Management.......................................................................................................................B-46 Health Insurance.........................................................................................................................B-47 Records Management.................................................................................................................B-48 Information Technology...............................................................................................................B-50 Miscellaneous Non-Departmental...............................................................................................B-52 Public Safety Public Safety Summary...............................................................................................................B-53 Police Department Summary......................................................................................................B-54 Administration .............................................................................................................................B-57 Field Operations..........................................................................................................................B-58 Community Services...................................................................................................................B-59 Canine.........................................................................................................................................B-61 CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS Public Safety (Continued) Investigations/Field Evidence......................................................................................................B-62 Vice/Narcotics.............................................................................................................................B-63 Youth/School Programs..............................................................................................................B-64 Property and Evidence/Records .................................................................................................B-65 Family Services...........................................................................................................................B-66 Task Force..................................................................................................................................B-67 Support Operations.....................................................................................................................B-68 Communications Center..............................................................................................................B-69 Various Asset Forfeiture..............................................................................................................B-70 Bicycle Patrol ..............................................................................................................................B-71 Fire Department Summary..........................................................................................................B-72 Administration .............................................................................................................................B-74 Emergency Operations ...............................................................................................................B-75 Fire Prevention............................................................................................................................B-76 Weed Abatement ........................................................................................................................B-77 Disaster Preparedness................................................................................................................B-78 Community Development Community Development Summary ...........................................................................................B-79 Administration .............................................................................................................................B-80 Land Use Planning & Planning Commission...............................................................................B-82 Geographical Information System...............................................................................................B-84 Economic Development..............................................................................................................B-85 Building Inspection......................................................................................................................B-86 Housing & Redevelopment Summary.........................................................................................B-87 Affordable Housing......................................................................................................................B-88 Rental Assistance .......................................................................................................................B-89 Community Development Block Grant........................................................................................B-90 Redevelopment Operations Village Area....................................................................................B-91 Low/Moderate Income Housing Village Area..............................................................................B-93 Redevelopment Operations South Carlsbad Area......................................................................B-94 Low/Moderate Income Housing South Carlsbad Area................................................................B-95 Community Services Community Services Summary...................................................................................................B-97 Library Summary.........................................................................................................................B-98 Georgina Cole Library...............................................................................................................B-100 Dove Library..............................................................................................................................B-101 Genealogy/Local History...........................................................................................................B-103 Centro de Informaćion...............................................................................................................B-104 Technical Services....................................................................................................................B-105 Collection Development & Acquisitions.....................................................................................B-106 Media Services..........................................................................................................................B-107 Adult Learning Program............................................................................................................B-108 Cultural Arts Summary..............................................................................................................B-109 Arts Office .................................................................................................................................B-110 Sister City..................................................................................................................................B-112 Special Events ..........................................................................................................................B-113 Recreation Summary ................................................................................................................B-114 Park Planning & Recreation Management................................................................................B-116 Recreation Fee Supported........................................................................................................B-118 CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS Community Services (Continued) Recreation – Aquatics...............................................................................................................B-120 Recreation – Agua Hedionda Lagoon Permits..........................................................................B-122 Recreation Operations..............................................................................................................B-123 Senior Programs.......................................................................................................................B-125 Public Works Public Works Summary.............................................................................................................B-127 Administration ...........................................................................................................................B-128 Engineering...............................................................................................................................B-130 Storm Water Protection.............................................................................................................B-133 General Services Summary......................................................................................................B-135 Park Maintenance.....................................................................................................................B-137 Facilities Maintenance...............................................................................................................B-139 Street Tree Maintenance...........................................................................................................B-141 Median Maintenance.................................................................................................................B-142 Vehicle Maintenance.................................................................................................................B-143 Vehicle Replacement................................................................................................................B-145 Carlsbad Golf Course................................................................................................................B-146 Maintenance & Operations Summary.......................................................................................B-147 Street Maintenance...................................................................................................................B-149 Traffic Signal Maintenance........................................................................................................B-151 Street Lighting...........................................................................................................................B-152 Buena Vista Channel Maintenance...........................................................................................B-153 Water Operations......................................................................................................................B-154 Wastewater Operations.............................................................................................................B-156 Solid Waste Management.........................................................................................................B-157 CAPITAL IMPROVEMENT PROGRAM Overview.............................................................................................................................................C-1 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-10 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 ...................................................................................C-47 CITY OF CARLSBAD, CALIFORNIA 2002-2003 BUDGET TABLE OF CONTENTS APPENDICES Planned Major Capital Outlay Items 2002 – 2003 ..............................................................................D-1 Out of State Travel Requests 2002 – 2003.........................................................................................D-3 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 READER’S GUIDE TO THE BUDGET This budget document has been designed to provide the public concise and readable information about the City of Carlsbad’s 2002-03 budget. The budget is separated into three major sections: The Overview, the Operating budget and the Capital Improvement 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. Operating Budget The Operating budget section has 7 tabbed sections providing the summary information and budget information 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 information on fund balances, expenditures and revenues. The following sections are separated by major service areas, which are Policy and Leadership Group, Administrative Services, Public Safety, Community Services, Community Development, and Public Works. Within these broad categories, the budget is organized on a departmental basis. Summaries, financial and descriptive, are included for department groups containing more than one program. The summary page is followed by detailed program information. Some departments consist of one program only, and thus only one page is included for them. For each program, a financial history and the 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. Capital Improvement Program The Capital Improvement Program (CIP) is located in the back of the budget document. An overview of the CIP provides general information about the process used in preparing the budget for capital projects and describes how development information is used to project future revenues that fund these projects. In addition, major CIP projects are highlighted and discussed. The next section contains summary revenue and expenditure tables by funding source and a detailed project expenditure schedule listing the cost and timing of each future and current CIP project. Following this schedule are fund summary pages, which list the revenues and detail expenditures by fund, thus providing cash flow information and annual projected fund balances for each capital improvement program fund. Appendices The Appendices contain a detailed listing of the 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 ii Carlsbad City Council Year 2002 FIVE-YEAR VISION STATEMENTS City Council continues to clarify and pursue the vision of Carlsbad that reflects the pride and quality of life for all who live, work, and play here. Carlsbad’s. . . • diverse and healthy economic base provides opportunities for employment to the residents of Carlsbad, economic vitality to the community, and the necessary revenues to support City services, • policies and decisions implement the General Plan, enforce the Growth Management Plan, maintain the safety and security of its citizens, and are based on what is best for Carlsbad, • leadership role in local and regional planning issues actively involves confronting governmental issues at the local, state and national levels, and • operates an open government for the betterment of the community in a non-partisan manner while encouraging active citizen participation and involvement with the City Council, and the City’s Boards and Commissions. Carlsbad efficiently and effectively. . . • delivers top-quality public services, • manages environmental concerns proactively, including: • open space • water quality/conservation • beach erosion • air quality • resource conservation and waste reduction • wildlife habitats • has a safe and efficient integrated transportation system, • maintains Citywide “small town” community spirit, and • has a Community where continuous and life-long learning are supported and embraced for people of all ages. ABOUT THE CITY OF CARLSBAD iii The City of Carlsbad is a unique coastal community located 35 miles north of the City of San Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a five-member City Council under the Council/Manager form of government. Although the “village” dates back more than 100 years, Carlsbad incorporated in 1952 as a General Law city. Currently, the City is about two-thirds developed and is expected to grow from a population of 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. # # # # S a n F r a n c i s c o L o s A n g e l e s S a n D i e g o N e v a d a O r e g o n C a l i f o r n i a C a l i f o r n i a P a c i f i c O c e a n P a c i f i c O c e a n A r i z o n a C a r l s b a d C a r l s b a d The City provides the full range of services normally associated with a municipality including police, fire, parks and recreation, library, planning and zoning, building and engineering, various maintenance services and administration. The City provides water services through the Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as the Board of Directors for the Carlsbad Municipal Water District. Solid waste collection is provided through a franchise agreement with a local refuse collection service. In addition to the usual City services, Carlsbad offers a wide variety of programs to help local residents and businesses. The City operates 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 ELECTORATEMAYOR &COUNCILMAYOR &COUNCILArtsCommissionCITY OF CARLSBAD ORGANIZATION CHARTHistoricPreservationCommissionSister CityCommitteeLibrary Boardof TrusteesSerraCooperativeLibrary SystemAdvisory BoardBeachErosionCommitteeCommunityTelevisionFoundationPersonnelBoardTrafficSafetyCommissionUndergroundUtility AdvisoryCommitteeHousing &RedevelopmentCommissionHousing CommissionDesignReviewBoardPlanningCommissionivCITY CLERKCITY CLERKCITYTREASURERCITYTREASURERCITY MANAGERCITY ATTORNEYParks &RecCommissionSeniorCommissionADMINISTRATIVESERVICESPUBLICSAFETYPUBLICWORKSCOMMUNITYDEVELOPMENTCOMMUNITY SERVICESHUMANRESOURCESINFORMATIONTECHNOLOGYPURCHASINGElectedCouncil AppointedStaff SupportReporting RelationshipProgramsKEYRISKMANAGEMENTFIREFINANCERECORDSMANAGEMENTECONOMICDEVELOPMENTGEOGRAPHICINFO SYSTEMSPLANNINGRECREATIONSENIORCENTERHOUSING ANDREDEVELOPMENTLIBRARYBUILDINGARTSADMINISTRATIONENGINEERINGSERVICESPOLICEGENERAL SERVICESMAINTENANCE &OPERATIONS OVERVIEWOVERVIEW City of Carlsbad Office of the City Manager To the Honorable Mayor and City Council: 2002-03 BUDGET TRANSMITTAL I am pleased to submit the 2002-03 Operating and Capital Improvement Program budgets for the City of Carlsbad, which total $178.2 million, with projected revenues of $174.5 million. Of the total budget, $140.2 million (79%) will be used to finance the 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 11th 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 light. Hard hit by the declines in stock market-related income, soaring energy prices, and fading exports, the State is now facing a deficit of about $23.6 billion (30% of its General 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 $175 million. The development experienced by the City over the past several years has provided the funding to expand the park system with the addition of five new parks under construction over the next five years. The City will also begin work on various road segments that will greatly enhance the transportation system in the City. A large number of resources in the operating budget will be dedicated to meeting the development schedule for these and many other projects contained in the Capital Improvement Program. One of the results of new development is higher growth in operating revenues. New houses and businesses mean more property taxes, greater transient occupancy taxes, additional business license tax as well as increases in a number of other revenue sources. These help to offset the cost of providing services to the developments. As the City builds out and development begins to decline, the growth in operating revenues 1200 Carlsbad Village Drive • Carlsbad, CA 92Ae$-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 accumulate funds and pay for the replacement of the City's infrastructure in the future. This year's budget includes a $3.5 million transfer for this program. As always, the provision of top quality public safety services is essential to achieving Council's goals for the City. The needs have been evaluated and the budget recommends the addition of 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. RAYMOND R. PATCHETT City Manager June 18,2002 A-2 CITY OF CARLSBAD BUDGET HIGHLIGHTS CITY OF CARLSBAD BUDGET HIGHLIGHTS FISCAL YEAR 2002-2003 WHERE THE MONEY COMES FROM... Transfers 5% Taxes 41% nmental 6% Other 2%Interdepartmental 7%Licenses & Permits 1% Charges for Services 11% Utility Charges 15% Impact Fees/Special Taxes 8%Income from Investments & Property 4% Intergover 2002-2003 ESTIMATED REVENUES $174.5 MILLION WHERE THE MONEY GOES... Community Services 8% Capital Projects 21% Policy & Leadership 2% Public Safety 16% Admin. Services 9% Public Works 30% Non Dept. & Contingency 6% Comm. Dev. 8% 2002-2003 ADOPTED BUDGET $178.2 MILLION The 2002-03 budget for all City funds totals $178.2 million with total revenues estimated at $174.5 million. The City’s fiscal year runs from July 1 to June 30. Any amounts spent in excess of the amount of revenue received will decrease the City’s available fund balance. A-3 The operating budget totals $140.2 million and is expected to generate $141.7 million in 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 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. City of Carlsbad 2002-2003 Strategic Goals Top Quality Services – Be a City that provides exceptional services on a daily basis. Transportation – Provide and maintain a multi-modal transportation system, which includes public transportation, and which moves goods, services and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Community 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. Parks/Open 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. Water – Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Environmental Management – Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste and efficient use of energy including alternative energy. Finance – Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of life. Communication – Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher level of confidence in government. Learning – Promote and support continuous learning opportunities within the community and the City organization. ECONOMIC PROFILE A-4 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 11th 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. For the San Diego region, the worst of the very mild recession seems to be about over. The leading indicators for San Diego rose 1.2 percent in February, which is the latest information published by the University of San Diego School of Business Administration at this time. According to the report, “February’s increase was the third in a row for the USD Index of Leading Economic Indicators. The breadth of the advance was not very strong, as only two components were up significantly as opposed to one that was down. The other three components were unchanged or nearly so. Nevertheless, economists usually look for three consecutive changes in a leading index as signal of a turning point in an economy. The move is 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.” 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 are still expected to grow by 5.8% for the 2001-02 fiscal year. A $0 $50 $100 $150 $200 $250 $300 $350 $400 $450 1996 1997 1998 1999 2000 2001 City of Carlsbad Median SFD Home Prices In thousands A-5 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 2%, which is less than the past few years but still respectable in a recessionary year. Projections for the 2002-03 fiscal year reflect 5% growth (excluding the changes in franchise taxes). Most of the increase is in the 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 due 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 commercial/industrial 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 ears. y Commercial and industrial development is also an indicator of job growth in the City. Carlsbad has been generating about 1,000 new jobs each year for the past 5 years. Some of the major businesses in town include the Gemological Institute of America, ViaSat, Invitrogen, Callaway, Taylor Made, Upper Deck, and many others. Development has brought much needed entertainment and shopping venues to citizens and visitors a like, as well as generating additional sales taxes to help pay for City services. Carlsbad is home to Car 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 openings, available hotel rooms in the City will total about 3,400. Source: CALIFORNIA RETAIL SURVEY A-6 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 1990’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 infrastructure. Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of maintenance. By setting aside funds now, the citizens of Carlsbad A-7 CITY OF CARLSBAD BUDGET HIGHLIGHTS can be assured that the proper maintenance and replacement, when needed, will be performed on the streets, parks, and many facilities for which the City is responsible. Carlsbad’s current economic position is an enviable one. The healthy economy over the past five years coupled with continued low inflation has kept consumer confidence high, allowing for increased retail sales and tourism. The recession of the past year has been $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 97 98 99 00 01 02e 03e General Fund - Top 5 Revenues Property Tax Sales Tax TOT VLF Franchise Fees In thousands very mild and recovery appears to be on the way. The Carlsbad Company Stores, opened in late 1997, has continued to expand and now contributes over $1 million annually to the City’s sales tax receipts. Legoland contributes to the City’s sales tax base as well as stimulating the development of new hotels in the area. The effect of the new development and the demand for housing in Carlsbad is an increasing tax base. The five major revenue sources for the City: property taxes, sales taxes, TOT, franchise taxes, and vehicle license fees are expected to provide $66.2 million, or 77%, of the City’s General fund revenues in 2003. These taxes and fees are the major source of funding for most of the City’s services and allow the City to live up to its reputation as one of the premier locations in San Diego County. For fiscal year 2002-03, the City’s revenue projections reflect a return of consumer confidence with growth in base sales taxes at about 5.6%. Housing values are expected to level out; although, any changes in values this year will be reflected in next year’s property tax receipts. Development is predicted at a rate similar to fiscal year 2002; again the constraint is based on the limited supply not on the demand. And finally, tourism is expected to slowly recover over the year with TOT receipts possibly reaching 2001’s level by the end of 2003. More information on all of the City’s revenues and programs can be found in the later sections of this document. A-8 CITY OF CARLSBAD BUDGET HIGHLIGHTS 2002-03 OPERATING REVENUES BY FUND TYPE $141.7 MILLION GENERAL 61% SPECIAL REVENUE 7% ENTERPRISE 21% INTERNAL SERVICE 9% REDEVELOP- MENT 2% A-9 OPERATING BUDGET Revenue Projections by Fund Type The City’s operations are divided into various funds. Each fund has been established because of certain restrictions placed on the use of the resources received by that fund. Any unrestricted funds are placed in the General fund. Estimated revenues for the City’s five fund types are shown on the accompanying graph. General Fund The fund receiving the largest slice of the revenues is the General fund, with estimated revenues of $86 million. The General fund pays for most of the City services available to City residents. The majority of the General fund revenues (76%) are derived from taxes. The graph below illustrates the sources of revenue to the General fund. Property taxes, at $24.4 million, are the largest General fund revenue. The city receives only about 13% of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state and other various agencies. Sales tax is the second largest source of revenue for the General fund. Sales taxes are estimated to bring in $23.5 million for the 2002-03 fiscal year. Automobile and department store sales are the most significant contributors to the category of sales tax. 2002-03 GENERAL FUND REVENUES $86 MILLION SALES TAX 27% BUS LIC TAX 3% LICENSES & PERMITS 2% CHARGES FOR SERVICES 6% OTHER REVENUE 5% TRANSFER TAXES 1% PROPERTY TAX 29% INC. FROM INVEST & PROP 4% TRANSIENT TAX 11% FRANCHISE TAX 5% INTERGOVERN- MENTAL 7% Transient occupancy taxes (hotel taxes) are estimated at $9.2 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $7.9 million in tax revenues collected by the City. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the City based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, state mandated cost reimbursements and CITY OF CARLSBAD BUDGET HIGHLIGHTS 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. Internal 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, private/public 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. Operating Budget by Program A-10 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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. 2002-03 OPERATING EXPENDITURES $140.2 MILLION 0 10 20 30 40 50 60 Policy & Leadership Admin. Services Public Safety Comm. Dev.Comm. Services Public WorksIn millionsNon-Dept/ Conting. 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 ¾ 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, vice/narcotics, 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 Theft Investigator, two communications officers and a special events coordinator. Community Development, with a budget of $14.3 million, provides the services that A-11 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 • 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 A-12 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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 Projects • 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 $110,000 in grant funding in 2002-03 to pay for the design. • 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 and/or 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. Sewer, Water and Drainage Facilities • The Vista-Carlsbad Sewer Interceptor project will receive additional A-13 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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: College Boulevard from Cannon Road to Carlsbad Village Drive 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 ¾-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. 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. A-14 CITY OF CARLSBAD BUDGET HIGHLIGHTS City of Carlsbad Debt Outstanding Outstanding 2002/03 Final Repayment Original Principal Payment Payment Bond Name Source Bond Issue At 6/30/02 P & I FY 1997 Hosp Grove Refunding Certificates of Participation General fund $ 6,595,000 $ 4,515,000 $ 754,351 2009 1997 CMWD Refunding Certificates of Participation Water Enterprise $ 7,400,000 $ 2,295,000 $ 1,219,860 2004 1996 Refunding Encina JPA Sewer Expansion Sewer Enterprise $ 11,080,000 $ 8,870,000 $ 936,199 2014 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 & Alga Assessment District $ 18,475,000 $ 10,805,000 $ 1,701,111 2012 1997 Carlsbad Ranch Assessment District $ 10,175,438 $ 9,085,000 $751,898 2023 1998 Rancho Carrillo Assessment District $ 19,600,000 $ 18,835,000 $ 1,745,619 2028 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 sometime during the period of 2006-2011. Available CFD cash balances will be used to pay for the design and construction costs, and if necessary, a bond will be issued to supplement any deficiency. The project will proceed following a thorough review. A-15 CITY OF CARLSBAD BUDGET HIGHLIGHTS 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. A-16 BUDGET SUMMARY FISCAL YEAR 2002-03 PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND BALANCE PROGRAM AREA JULY 1, 2002 REVENUES BUDGET TRANSFERS JUNE 30, 2003 OPERATING BUDGET Policy / Leadership Group $3,714,161 Administrative Services 16,778,882 Public Safety 28,834,461 Community Development 14,250,727 Community Services 14,247,209 Public Works 52,484,180 Non Departmental & Contingencies 9,918,303 SUBTOTAL OPERATING $118,633,100 $141,660,175 $140,227,923 $0 $120,065,352 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2002-03 $251,157,244 $32,868,249 $37,971,744 $246,053,749 2001-02 Continuing Appropriations (137,213,712) $108,840,037 TOTAL OPERATING AND CAPITAL $369,790,344 $174,528,424 $178,199,667 $0 $228,905,389 FISCAL YEAR 2001-02 PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE PROGRAM AREA JULY 1, 2001 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2002 OPERATING BUDGET Policy / Leadership Group $3,175,814 Administrative Services 14,296,329 Public Safety 26,957,755 Community Development 13,039,477 Community Services 12,823,895 Public Works 48,667,092 Non Departmental & Contingencies 6,647,465 (1,500,000) SUBTOTAL OPERATING $106,030,443 $139,710,484 $125,607,827 ($1,500,000) $118,633,100 CAPITAL IMPROVEMENT PROGRAM Fiscal Year 2001-02 $244,283,779 $79,015,293 $73,641,828 $1,500,000 $251,157,244 TOTAL OPERATING AND CAPITAL $350,314,222 $218,725,777 $199,249,655 $0 $369,790,344 A-17 ADJUSTED OVER FINAL PRELIMINARY (UNDER) BUDGET BUDGET 2001-02 MAJOR SERVICE AREA 2001-02 2002-03 ALLOCATED POLICY AND LEADERSHIP GROUP CITY COUNCIL 1 1 0 CITY MANAGER 6 6 0 CITY TREASURER 0.75 0.75 0 PUBLIC INFORMATION 1 2.75 1.75 CITY CLERK 000 CITY ATTORNEY 7 7 0 ADMINISTRATIVE SERVICES ADMINISTRATION 2 2 0 RECORDS MANAGEMENT 8 8 0 INFORMATION TECHNOLOGY 15 16 1 FINANCE 21 21 0 RISK MANAGEMENT 2 2 0 PURCHASING 6 6 0 HUMAN RESOURCES & WORKERS COMP 10 10 0 PUBLIC SAFETY POLICE 143 150 7 FIRE 79.75 79.75 0 COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT ADMINISTRATION 3 3 0 BUILDING INSPECTION 13 13 0 ECONOMIC DEVELOPMENT 1 1 0 GEOGRAPHIC INFORMATION 2 2 0 PLANNING 25 25 0 HOUSING AND REDEVELOPMENT 10 10 0 COMMUNITY SERVICES LIBRARY 46.25 48 1.75 CULTURAL ARTS 4.75 4.75 0 RECREATION 28 30 2 SENIOR PROGRAM 2 2 0 PUBLIC WORKS ADMINISTRATION 3.50 6.4 2.9 ENGINEERING SERVICES 58.7 60.2 1.5 GENERAL SERVICES 57.25 58.25 1 MAINTENANCE & OPERATIONS 70.3 66.9 (3.4) FULL AND 3/4 TIME LABOR FORCE 627.25 642.75 15.5 PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 A-18 SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 2001/02 2002/03 Difference 622 636 14 5.25 6.75 1.5 142.4 145.67 3.27 TOTAL LABOR FORCE 769.65 788.42 18.77 LIMITED TERM EMPLOYEES INTERNS 2001/02 2002/03 Difference (0.5) TOTAL LIMITED TERM EMPLOYEES 5.5 6 0.5 PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03 (Continued) A-19 2002-03 BUDGET CALENDAR DECEMBER • Request Capital Project (CIP) submittals • Set budget policies JANUARY • Operating revenue is projected for the General fund • • Operating budget manual is distributed to departments Budget preparer’s meeting • Growth projections completed FEBRUARY • Departments submit CIP requests to Engineering • • CIP analysis Draft CIP is submitted to department heads MARCH • Leadership Team (LT) reviews CIP • Departments submit operating budget requests to Finance • Finance department analyzes and complies the operating budget submittals MAY JUNE • 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 APRIL A-20 BUDGET AWARDS California Society of Municipal finance Officers Certificate of Award Excellence in Operational Budgeting 2001-2002 Presented to City of Carlsbad TMi catlflaM Hcafilia iht uhlevtmtnt ofExctUtnct In OfmOonal Budgeting wtrf rtfleco an oiutUmOag kuJga Jo m* Ou **1trfyi*t tudgtOxtpncta Iknugk which Ou t*4g* U Imfltmnut. February 21,2002 i nfni ri iiiiiii n ni iiii nin Dedicated to Excellence in Municipal Financial Management California Society of MunicipaC finance Officers Certificate of Award Excellence in Public Communication Budgeting 2001-2002 Presented to City of Carlsbad Ttli ctrtlflaat rteognka Iht mdtlntmmt tfExctttnet to PuNlc Communicant* Budgeting mi rtfltta mm * •oaimml mnm On v»ttrfyi*i MgHlmg fnteo Imnugk trklem Ou tumgml U ImpUmanud. February 21,2002 Dedicaied to Excellence tit Municipal Financial Management 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. A-21 fi in mJ ;l M PI m mm m A-22 Ii OPERATING BUDGET SUMMARYOPERATING BUDGET SUMMARY 200243 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 (In Millions) PROJECTED $ ESTIMATED FUND 1.4% $ 1.9 $ 141.6 $ 139.7 TOTAL 4.0% 0.1 2.6 2.5 5.8% 0.7 12.7 REDEVELOPMENT 1.4% 0.4 12.0 INTERNAL SERVICE -0.9% 29.7 29.3 (0.1) 10.6 ENTERPRISE 10.7 $ 86.0 SPECIAL REVENUE 0.9% 0.8 $ $ 85.2 CHANGE GENERAL FUND % CHANGE 2002-03 2001 -02 Revenue estimates for the Operating budget indicate that the City will receive a total of $141.6 million, a $1.9 million increase over the current year projections. The majority of the increase is in the General fund, due to projected growth in the major tax revenues, and the Internal Service funds. These funds, as well as all other funds for the City, will be discussed in more detail below. General Fund General fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic City services such as police, tire, library, street and park maintenance and recreation programs. The table below shows a summarized outlook for the major General fund revenues. SIGNIFICANT GENERAL FUND REVENUES ALES TAX RANSIENT OCC. TAX EHICLE LICENSE FEES LL OTHER REVENUE i (In Millions) PROJECTED ] ESTIMATED I $ % 2001 -02 $ 2002-03 CHANGE CHANGE 22.5 $ 24.4 21.9 $ 1.9 8.4% 8.6 23.5 1.6 7.3% 9.2 0.6 7.4 7.0% 4.1 (3.3) -44.6% 4.6 4.9 0.3 6.5% 4.6 3.7 15.6 16.2 0.6 3.8% (0.9) -19.6% $ 85.2 .9% $ .8 $ 86.0 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. the State in 1978. The Proposition 13 was adopted by proposition limits the growth in assessed values (and thus property taxes) to no more than 2% per year. The value upon which the tax is based is only increased to the full I Property and Sales Tax Growth ' In thousands IM.000 $25.000 $20.000 t- --__- tSalesTaxes -__ $15,000 .- "" $10.000 market value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity. $o~~"-"~-~."~-~~"-~" I __ ""- __________~.~~~- 93 94 95 96 97 98 99 00 01 OZe 03e ~ In more recent years, we have seen robust growth in property taxes due to new developments and a large number of resales within the City, spurring revaluation of the parcels. The sale of the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the 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 properly, it was assessed a unitary tax of which the City received a very small share. Now that it is privately owned, it is locally assessed and taxed giving the City an estimated $250,000 more in property taxes. During the past year, the State Board of Equalization modified one of their rules to revert assessment of the power plant back to the State, thus putting it back into the unitary system. Unless legislative action is taken, the modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at this time, which will allow the state to assess the power plant but still distribute the taxes based on the location of the plant. Unless this bill is passed, the City will lose approximately $250,000 in property taxes next year. Sales taxes are expected to total $23.5 million for 2002-03, an increase of 7.3% over the 2001- 02 projections. These projections assume a base increase of 5.6% plus additional amounts for General Reail 30% 31% Food PrcdUSIs 12% new retail sites locating to the City. One of the most significant new sites on the horizon is a retail center in the southern- most part of the City. This center may include approximately 190,000 square feet of retail space as well as restaurants and other commercial uses. As can be seen in the accompanying chart, the City's sales tax base is heavily weighted in the transportation section, which is predominantly new car sales. B-2 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 highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel taxes) estimated at $9.2 million for 2002-03, an increase of 7% over 2001-02 estimates. r Transient Occupancy Taxes TOT is the one revenue source for the City 1 In,ho~~ that was severely affected by the September I 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 1 t2.m) i weeks. The recovery from those events has 1 been very slow with a decline of 7% projected for fiscal year (FY) 2002. Fiscal year 2003's 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 services, and gas and electric services. The cable and solid waste franchises have been growing along with the growth in population and changes in their rate structures. These franchise revenues are projected to grow by about 3% in fiscal year 2003. The large increase in franchise taxes has come from the taxes on gas and electric services, which are paid bv San __1 01 OZe 03e flrulY.ar ~ "~i - ___ SDGE Franchise Taxes Diego Gas and Electric (SDG&E). SDG&E pays franchise taxes for which they transport gas and I an "in-lieu'' franchise tax based on transported on SDG&E lines but 59 2003 me purchased from another source. In Milli $5 I the use of the public land over u electricity. The City also receives $1 the value of gas and electricity Fiscal Year " 1 The "in-lieu'' tax captures the electricity that is transported using public lands but which would not otherwise be included in the franchise taxes on gas and 8-3 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 higher capacity. The combination of these two factors resulted in an increase in franchise fees to the City of over 100% in each of those years. Prices have now dropped back to more “normal” levels, thus the projection for franchise taxes has been reduced back to 2001 levels, a decline of $3.3 million. Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or other vehicles are registered. They are calculated on the estimated value of the vehicle and are distributed to cities and counties mainly based on population. The City’s revenues from this source grew by about 10% per year from FY 1998 to FY 2001 but are expected to slow to about a 6.5% increase for FY 2002. The high growth rate was partly due to Carlsbad’s increasing population and partly to increasing auto sales statewide. Projections for FY 2003 anticipate well as continued population increases in Carlsbad. slightly stronger growth, at about 8%, reflecting a recovery statewide in the upcoming year as Development-related revenues include planning, engineering and building permits, and fees paid by developers to cover the cost of reviewing and monitoring development activities such as plan checks and inspections. These revenues are difficult to predict as many of the planning and engineering activities happen months or years before any structures are actually built. 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 . __ .. servlces dropped on; 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 previous year of 56%. Permits issued are expected to increase slightly in the years after 2003 but will never achieve the levels of the late 1990’s. 7 - - Development Revenues and Permits Issued $9 1 2.500 2,000 1,500 ,S ._ E 54 = $3 ~~ ~~ 1,wo a“ .~ 500 0 Fiscal Year 97 98 99 2,000 01 02e 03e ___” -~ “Revenues +Residential Permits Issua 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 Bd income is projected to increase by 3%, mainly due to increasing balances, about $3.3 million on its investments every year. The City earns Overall, the General fund revenues are expected to grow by about 1%, 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 1990's, it was not sustainable growth. Much of those increases were due to the opening of new hotels, restaurants, retail centers, and new home development. As the City matures, it will be increasingly more difficult to produce double-digit growth in revenues. The 5% gain (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). Special Revenue Funds All Others 4% Storm Water Protection 10% Maintenance Districts 21% Section 8 49% 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 reduce the pollutants in run-off water that flows through the City's storm drains. There is currently no funding 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 $1.1 million. One additional change in the Special Revenue funds this year is the recording of the Senior Nutrition grants and the related program costs in the General fund rather than in a Special Revenue fund. The Senior Nutrition program is funded from both the General fund of the City and specific grants received from the Federal government. The grants are approximately $190,000 per year and will now be recorded in the General fund rather than in a separate fund so that all program costs can be shown together. B-5 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 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 Recycled otner revenue sources. Water 7% Enterprise Revenues Golf Solid Course Waste -^ 2% 2% _ . ..Sanitation Water 67% 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 project was stalled in the permitting process with the environmental agencies. The City is hopeful that the project will be able to continue in fiscal year 2003 so the transfer has been reinstated. Internal Service funds show the estimated revenues of $12.7 million for 2002-03, an increase of $700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within the City itself and include programs such as the self-insurance funds for Workers' Compensation, Liability and Health Insurance, as well as Information Technology and Vehicle Maintenance and Replacement. Departments pay for services provided by these funds, thus the rates charged for the services are based on the cost to provide the service. The goal of the Internal Service funds is to match their budgeted expenses with charges to the departments after allowing for a certain level of reserves within the fund. Explanations for the changes in these funds can be found in the section of this letter titled "Expenditures." Redevelopment revenues are expected to total $2.6 million in the upcoming year, a 2.2% increase over the projections for the previous year. Most of the increase is due to projected increases in tax increment, which reflect the growth in property taxes within the two established redevelopment areas. As with most property in California, the growth in assessed values (and thus property taxes) is limited to no more than 2% per year. The assessed value is only increased to the full market value upon the sale of the property. Thus, unless there is significant resale activity or new development, the increment would not be expected to grow more than 2% per year. As stated earlier in the discussion of the General fund's property taxes, the State Board of Equalization recently modified one of their rules to revert assessment of the Encina power plant back to the State as of January 1, 2003, thus putting it back into the unitary system. There is legislation pending (Assembly Bill 81), which would allow the distribution of the taxes to remain at the local level rather than on the unitary tax formulas. While the effect of this legislation on the General fund is important, it is vital to the feasibility of the newly adopted South Carlsbad Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in the SCCRA, which encompasses the power plant property and the properties south to the Ponto area. If the property taxes from the Encina plant are reverted to a unitary basis, the redevelopment area will not get any tax increment from the power plant, severely limiting the B-6 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 inflationary increases as well as growth in the customer base. For the 2002-03 budget, the block was calculated as follows: Personnel and Maintenance and Operation costs were calculated using last year’s adopted budget increased by an inflation factor of 3%, a growth factor of 3% and an adjustment factor of .5% for a total of 6.5%. . Capital Outlay requests in excess of $10,000 were not included in the block budget. These one-time items could be requested separately. Approved capital outlay requests were added to the operating budgets. All new positions needed to maintain the same service levels are funded from the block appropriation. Budgets were not to exceed the block amounts and no additional appropriations are expected during the year except in the case of a significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will be carried forward in their entirety to the new fiscal year. In addition to the block appropriations, budget requests could be made to implement specific 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: 9 The Seniors program receives grants for the Senior Nutrition Program. In the past, the revenues and expenses for the Senior Nutrition Program were recorded in a Special transferred to the General fund in the 2002-03 budget. The amount of the revenues Revenue fund. In order to simplify the accounting, the revenues and expenses were estimated for 2002-03 is $202,000. 0-7 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 increase of 2.5%. The net increase in hourly staff, totals approximately 3.27 full-time equivalents (FTE). These changes will bring the total City workforce to 642.75 full and three- quarter-time employees and 145.67 hourly FTE. These and other changes are addressed in more detail as follows. New facilities The City has a large number of major capital projects scheduled to be built over the next five years. As the City completes some of these projects, the costs of maintaining and operating these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be completed and open to the public. In addition, with the recent purchase of a future City Hall site, costs associated with that facility have been added to the 2002-03 budget. Carrillo Ranch Park - The Carrillo Ranch Park is due to open in the spring of 2003. In order to operate this facility, the operating budget includes funding for a contract curator to create and manage the interpretive programs, supervise and coordinate exhibit design consultants, schedule and supervise facility use by lessors for special occasions, and perform the administrative day-to-day operations. In addition, a part-time 1000-hour position has been added to assist the curator. Both of these positions are proposed to be two-year limited term positions. During this time period, the City will investigate and analyze the feasibility of forming a foundation to operate the park. There are also costs associated with the maintenance of Carrillo Ranch Park. Since the park will not be open until the latter part of next year, no new positions have been added, only amounts to cover contract labor to perform these functions. Once the park is operational, the park and facility maintenance requirements will be evaluated and requested in the following year’s budget. Citv Hall CamDus - In December 2001, the City purchased the former Farmers Insurance Building located at the corner of El Camino Real and Faraday Avenue, which is in the geographic center of the City. The building is currently being leased to the former owners. Over the next year, a facility needs analysis and other information will be gathered to assist Council in determining the occupants and uses for this facility, as well as the use of any buildings that are vacated. In the interim, there are costs of maintaining the building including 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. Hosu 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 include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on the County's Identity (ID) Theft Task Force, two Communications Officers and a Special Events Coordinator. The two Patrol Officers are needed as a result of the increase in population. Driving under the influence of alcohol has been identified as the cause of a significant number of traffic collisions in Carlsbad. The addition of an officer specifically designated for this purpose will not only directly effect DUI enforcement but it will heighten the awareness of all officers as to the importance of DUI enforcement. The additional Senior Officer for the ID Theft Task Force will staff a regional task force to address identity theft, which is a crime that is increasing exponentially with a large number of victims. The City will be 100% reimbursed by the County of San Diego for this position. The two Communications Officers requested are the result of a comprehensive overview of police and fire dispatching performed in 2001-02. One of the conclusions reached in the study is that the current minimum staffing in the communication center of two is inadequate. The study recommends that the minimum staffing be increased to three with one of the three dispatchers dedicated to fire dispatch only. Adding two Communication Officers will bring the minimum staffing to three during peak periods. The popularity of special events continues to grow while the responsibility for management of those events becomes increasingly difficult. Presently, the Traffic Sergeant performs these duties, which takes up about 75% of his time. A Special Events Coordinator position is being recommended since it is a less costly position and would allow the Traffic Sergeant to spend more of his time supervising the Traffic Division. In addition, having an employee whose main focus is special event planning will result in a higher level of service to applicants and a greater number of quality special events in our City. Technology The City continues to enhance its use of technology in order to reduce processing costs and increase customer services. This year's budget includes $105,000 for a new Citywide cashiering system. This would replace the current outdated system with a state of the art system, which will improve the internal controls over cash handling, improve accuracy and reporting abilities, and make paying bills simpler and faster for our customers. The budget also includes $165,000 to continue the implementation of the Document Management System (DMS). The Document Management System will reduce the time it takes 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 desktop support. The budget recommends replacing the temporary help with a permanent Application Specialist position. 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 Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will be available to work evenings and weekends and will offer the needed supervisory skills, education, training, and experience so customer service will not be compromised. In the Recreation department, a full-time Office Specialist II and a Management Assistant are being recommended. The Office Specialist is to staff the front counter at the Swim Complex. Currently the Swim Complex receptionist needs are being covered by a daily rotation of from three to twelve staff. The inherent lack of accountability and business practice consistency increases the risk of accounting and customer service errors. The new Management Assistant position will support the overall customer service of the department. This position will oversee the development and distribution of the Community Services Recreation Brochure and will assist with identifying and analyzing the training needs of the Recreation division. Budqet bv Fund Tvpe This table ,shows the changes in the operating budget for fiscal year 2002- 03 compared to the current budget for fiscal year 2001- 02. The General fund contains most of the discretionary revenues that BUDGET MpENDrmF!E SUMMARY BY FUND TYPE BUDGET (In Mllllont) BUDGET 2001-02 $ CHANGE CHANGE 2002-03 % _. NND GENERAL NND $ SPECIN RNENUE 844 5 12.8 82.8 $ (1.6) -1.9% WlERFfUSE 10.6 30.2 30.3 (2.2) 1.4% 1.7 0.2 -19.0% (0.4) 2.1 FtEDR/ELopMENl 14.8 0.3% 14.6 INTERNAL SERVICE 0.1 -17.2% TOTAL -2.7% $ (3.9) $ 140.2 $ 144.1 6-10 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 $84.4 million. The decrease is mainly due to smaller budgets for the non-departmental accounts and for the Council Contingency account. I BY MAJOR SERVICE AREA Ill, I I BUDGET (In Mil FUND POLICY/LEADERSHIP I 2001-02 I$ 3.3 ADMINISTRATIVE SERVICES PUBLIC SAFETY 5.5 COMMUNITY DEVELOPMENT 26.9 6.3 COMMUNITY SERVICES PUBLIC WORKS 14.3 15.4 NON-DEPARTMENTAL 8.9 CONTINGENCY 3.8 TOTAL 1% 84.4 T t The Council Continaencv account, which is ms) BUDGET $ 3.7 2002-03 28.4 5.4 6.2 15.1 14.1 2.5 7.4 $ 82.8 $ I % 1 CHANGE 1 CHANGE $ 0.4 I 12.1% available for unanticioated emerclencies or unforeseen program needs, is budgeted at $2.5 million, or approximateiy 2.5%, of the 2002-03 General fund budget. This is less than the 5% used last year. The Council‘s Contingency 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 Manager’s Office. This budget is essentially the same as last year with just the Public Information budget growing by $93,000 to fund the Public 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. 6-11 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 .3%. These increases are mainly due to the block budget increases for inflation and increased customer base. No increase in rates is forecasted for the next year. ’ The Internal Service funds budgets increased in total by $215,000, or 1.4%. ’’ The Internal Service funds are self-supporting through user charges. The health insurance budget showed the largest increase and is the result of anticipated increases in Health Insurance fund rates for the City’s self-insured fund. The Vehicle Replacement fund budget varies from year to year depending on the need for replacements. A list of the requested vehicle replacements can be found at the end of this document. 6-12 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 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 Carlsbads standing as a destination resort. C All of these events add to the diversity and strength of Carlsbad’s economic base, which wil( 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. 6-13 CIN OF CARLSBAD PROJECTED FUND BALANCES OPERAlTNG FUNDS UNRESERVED PROJECTED FUND BALANCE JULY 1.2W1 ESTIMATED ESTIMdTED FUND BAWNCE REVENUES EXPENDINRES TRANSFERS JUNE 30,2002 IGENERAL FUND (SPECIAL REVENUE 1 STORM WATER PROTECTION POLICE ASSETFORFEITURE COPS GRANT WWENFORCEMENTBLDCKGRANT HWSING SECTION 8 HOUSINGTRUSTFUND LIBRARY ENDOWMENTFUND TREE MAINTENANCE LIBRARY GIFTSIBEQUESTS STREETLIGHTING MEDAN MAINTENANCE BUENA VISTA CRK CHNL MNT LIBRARY GRANTS (CLsA,PLF) ARTS SPECAL EVENTS SENIOR NUTRITION SENlMl DONATIONS CDBG ENTlTLEMENTiREHAB COMMUNITY ACTNITY GRANTS CULTURAL ARTS PROGRAM SISTER CITY DONATIONS 60,908,347 518.119 0 409.771 137.489 310,097 5,267,070 269,809 94,534 926,227 1,185,883 102.714 814,718 360.701 73,927 174.452 1.991 1.658 1,073,059 246.204 3.385 ARTS GENERAUGALLERY DONATIONS TOTAL 12,108,570 135,532 > [ENTERPRISE 1 WATER WEPATIONS RECYCLED WATER OPERATIONS 9,430,587 1.147.508 SEWER OPERATIONS 5.386.008 SOLID WASTE MANAGEMENT 3.468314 TOTAL GOLF COURSE 21.139.958 1,707.481 s INTERNAL SERYICE WORKER'S COMP SELF INSURANCE RISK MANAGEMENT 907.192 HEALTH INSURANCE 2,324.401 74,922 VEHICLE MINTENANCE RECORDSMANAGEMENT 0 399,809 VEHICLE REPLACEMENT 5.009.331 INFORMATION TECHNOLOGY 10.895.120 2.179.k65 TOTAL IREDEVELOPMENT 1 VILLAGE OPERATIONS I DEBTSVC 1,098,421 VILLAGE LOWIMOD INCOME HOUSING (119,973) SCCRA WERATIDNS I DEBT SVC 0 TOTAL SCCRA LOWlMOD INCOME HOUSING 978.448 0 85,195,000 74,141,962 1,873,190 70,004 895,500 62,000 181.000 263.164 4,240.718 85.000 1,250,000 81,921 980.000 282.221 12,000 18.1% 627.982 601.409 452.827 507.471 843,089 40.0rJ 750,000 3.451 750,000 23.000 0 190,ow 25,687 28,000 178,893 963,OW 12,000 29.160 mmo 961.980 55.000 57.713 11,000 35.000 1.150 965 13.500 10,729.289 - 19.749.000 2.275.000 6,457,000 865.000 29,266,000 110.004 - 849.829 891.825 2.669.220 788.100 1.S6.409 1.700.075 11.993.458 3,746,000 1606.201 354,000 452.028 114.507 2,536.737 - 58,000 9,924.071 19,573,581 1,626,131 6,809,100 286,013 28,526.628 250.000 926.295 1,088,888 2,254.903 1.019.380 1,400,000 1,592,705 12,585,671 4.403.M)O 1.56o.m 1MI.309 90,819 17,463 1,829675 664.162 72,825.527 977.890 525.119 327,607 134,410 319,379 5.964.849 259.809 949,800 105.544 1,278,952 48.070 104.747 (364.162) 0 70.240 66,252 13,098 1.070.356 2,888 222.204 3.570 94.032 12,549,525 P 9,605,186 1.794.474 5,033,908 3.867.501 21,869,330 1,587,451 - 2,127,338 630.726 489.239 (231,280) 355,513 5.309.406 1,521,986 10.202.907 P (300,000) 843,738 153zO8 2w.720 1365.710 97.044 TOTAL OPERATING FUNDS $106.030.443 $139,710,484 $127,107,827 So 1~18,633.100 8-14 CITY OF CARLSBAD PROJECTED FUND BALANCES OPERATING FUNDS PROJECTED 8AIANCE ESTIMATED FUND BALANCE ESTIMATED PROJECTED FUND JULY 1.2W2 REVENUES EXPENDITURES TRANSFERS JUNE M.MO3 (GENERAL FUND 1 ISPEunL REVENUE I STORM WATER PROTECTION POLICE ASSETFORFEITURE COPS GRANT LAW ENFORCEMENT BLOCK GRANT HOUSING SECTION 6 HOUSING TRUST FUND LIBRARY ENDOWMENT FUND LIBRARY GIFTSIBEQUESTS TREE MAINTENANCE MEDlAN MAINTENANCE BUENAVISTA CRK CHNL MNT STREETLIGHTING LIBRARY GRANTS (CLSAS'LF) ARTS SPECIAL EVENTS SENIOR NUTRITION SENIOR DONATIONS CDBG ENTITLEMENTIREHAB COMMUNITY ACTWIN GRANTS CULTURAL ARTS PROGRAM SISTER CIN DONATIONS 12.625.527 977.690 526,119 327.607 134,410 319,379 5,964,849 269.809 949,800 105.544 1.276.962 46.070 104.747 70.240 0 66.262 13.096 2,605 1.070356 222.204 3.570 06,041,000 1,126,419 55.WO 167.WO 5,324,822 7.WO 8lO.WO 12,000 24,000 637.7~ 5S7.043 670.624 140.0W 26.004 0 26,OW 0 710,000 50.000 10.000 1.500 ARTS GENERAL DONATIONS TOTAL 94,032 12.649.626 16.000 10.612.126 - {ENTERPRISE WATER OPERATIONS 9.506.186 RECYCLED WATER OPERATIONS 1,794,474 19,620,000 SEWER OPERATIONS 2.155.000 SOLID WASTE MANAGEMENT 5.033.906 6,565,000 GOLF COURSE 3.667.301 675.000 1,587,461 715,000 TOTAL 21,869,330 29,750,000 P (INTERNAL SERVICE WMIKER'S COMP SELF INSUR 630.726 7W.231 RISKMANAGEMENT HEALTH INSURANCE RECORDSMANAGEMENT VEHICLE MAINTENANCE VEHICLE REPLACEMENT 2,127,330 7W.W9 469,239 (231,2801 3,041,945 355,513 1.030.400 1,551.192 5,309,406 1.704.369 INFORMATION TECHNOLOGY TOTAL 10,202,907 1,521,965 12,663,446 3,936.300 IREDEVELOPMENT 1 VILLAGE OPERATIONSIDEBTSVC VILLAGE LWIMOD INCOME HOUSING SCCRA OPERATIONSIDEBTSVC SCCRA LOWIMOD INCOME HOUSING 97,044 119.5W 1,365,710 2.593.601 843.738 1,824,601 163.208 374.0W 291,720 475.500 TOTAL - 82,842,152 1.076.419 65.0W 347,541 5,335,969 0 255.163 12.000 95.307 727,159 1,139,441 577,760 1,590 0 31,632 0 769.692 0 50.500 M.WO 4.000 20.000 10.539.413 21.113.628 6,766,912 l.W.416 223,410 300.000 34.310.566 1,063,799 1,487,459 3,063,952 1,162,667 1,623,291 1,667.OW 4,495,634 14,823,822 1,501,860 69,692 97,512 1,711,970 22.906 300.000 76,124,375 1.027.890 516.119 147.066 141.410 6.519.686 308.212 269.809 660.361 34.237 7,333 1,010.145 243.157 66.608 0 91,252 13.098 2,996 1,059,856 2122.34 1.070 12,622.341 90.032 8,112,356 2,045,056 4,849,996 4,318,691 21,308,784 1,982,461 1,339,068 247.156 447,232 (363.567) 5.346.775 63.414 6.042.531 961.631 (300.WO) 666,479 437.516 669.706 1,967,341 193.658 TOTAL OPERATING FUNDS fll6.633.100 $14l.6B0.175 5140227.923 $0 $120,065,352 CITY OF CARLSBAD OPERAllNG FUNDS REVENUE ESTIMATES ACTUAL PROJECTED ESTIWTED REVENUE AS % DIFFERENCE REVENUE OF FY 0102 200102 TO REVENUE REVENUE SOURCE 200001 200142 PROJECTED 200203 200203 [GENERAL FUND TAXES PROPERTY TAX SALES TAX TRANSIENTTAX FRANCHISE TAX TRANSFER TAX BUSINESS LICENSE TAX TOTAL TAXES INTERGOVERNMENTAL VEHICLE LICENSE FEES 519,657,514 21.198.728 8,269,484 3.915.978 2,300,387 1,095,037 57,435.104 - 4,318,128 122,500.000 21.930.000 8.800.000 7,382,000 2,460,000 1,000,000 83,872,000 4.600.000 I I $24,370,000 8.3% 1.870.000 1,553,000 598.000 23,483,000 7.1% 9.198.000 7.0% 4.197.000 43.2% 2,588,000 (3,185,000) 5.6% 138,000 9.7% 1.7% 97.000 1.071.000 - 4,942,000 7.4% 342,000 OTHER TOTAL INTERGOVERNMENTAL 1326.720 5.544.848 5,838,000 1.338.000 1,484,000 10.9% 488.000 146,000 ____ LICENSES AND PERMITS r BUILDING PERMITS 2,102.477 1.005.000 I 815.000 I -18.9% ~190,000~ OTHER LICENSES & PERMITS 1,308,679 TOTAL LICENSES a PERMITS 3,409,158 900.000 1.905.000 -18.9% (170,000) -18.9% (380,000) CHARGES FOR SERVICES PLANNING FEES 820.456 580,000 I 600,000 I 3.5% 20.000 BUILDING DEPT. FEES ENGINEERING FEES AMBULANCE FEES RECREATION FEES OTHERCHARGESORFEES TOTAL CHARGES FOR SERVICES FINES AND FORFEITURES AND PROPERW INCOME FROM INVESTMENTS ~ 1.420.181 884.384 1,443,594 1,132,480 889.823 890.000 1.400.000 1,200.000 1.258.000 - 560,000 -18.8% (130.000) (400.000) 56.000 34.000 6,170,898 5,740,000 -7.0% (402,000) 18,000 1.000,000 -28.6% 4.7% 2.7% 2.9% 1.250.000 1,284,000 620,000 - 763.881 830,000 2.9% 24.000 4,081,918 3,960.000 -5.7% (225,000) INTERDEPARTMENTAL CHARGES 2.147.717 2d00.000 8.7% 2O0,OOO 2,500,000 OTHER REVENUE SOURCES 1.312.367 650.000 7.7% 50,000 700.000 TOTAL GENERAL FUND 80,845,489 85,195,000 1.0% 846,000 88,041,000 B-16 OPERATING FUNDS QTY OF CARLSBAD REVENUE ESTlMATES ACTUAL PROJECTED REVENUE SOURCE REVENUE REVENUE 200041 200142 SPECIAL REVENUE FUNDS STORM WATER PROTECTION TRANSFER FROM GENERAL FUND 0 1,873,190 INTEREST 0 0 0 1.873.190 POLICE ASSET FORFEITURE ~ ASSET FORFEITURES 88.727 45.000 INTEREST TOTAL 28.299 115.025 25,000 70,000 ________ COPS GRANT STATE FUNDING (AB3228) 0 157.000 TOTAL INTEREST 11.752 11.752 181.000 14.000 LAW ENFORCEMENT BLOCK GRANT STATE GRANT 158.872 INTEREST OP TRANS IN TOTAL 87.429 4.111 7.000 7.492 170,575 81,921 9,592 HOUSING - SECTION 8 INTEREST 6,870 0 FEDERALGRANT OTHER TOTAL 3,243.788 19.872 4,250,000 0 3,270.108 4,250,000 HOUSING TRUST FUND INTEREST 524,320 250.000 INCLUSIONARY HOUSING FEES 1,858,958 730.000 TOTAL OTHER 5.546 0 2,388,822 980.000 LIBRARY ENDOWMENT FUND INTEREST 15.481 12.000 DONATIONS TOTAL 0 0 15.461 12.000 LIBRARY GIFTSBEQUESTS GIFTSIBEOUESTS INTEREST 27,000 TOTAL 26,222 29,180 2,180 21.821 4,501 ESTIMATED PROJECTED 200243 200243 OF FY 0142 200142TO REVENUE AS % DIFFERENCE 1,076,419 d2.5% (796.771) -33.3% (18,000) 0.0% 0 -21.4% (15,000) - 40.0% -4.2% l7.000) (7.000) -7.7% (14,000) - -100.0% (67.429) 0.0% 0 -100.0% (7,492) -91.5% (87,429) 0.0% 0 1.074.822 0 25.3% 1,074,822 25.3% 0.0% 20.0% 50.000 30.1% (220,000) 0.0% 0 -17.4% (170,000) 0.0% 0 0.0% 0 0.0% 0 -22.2% (5.000) 38.9% 840 -17.7% (5.160) CITY OF CARLSBAD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED AS % ESTIMATED REVENUE REVENUE OF FY 0102 REVENUE 200102 TO DIFFERENCE 200041 200102 PROJECTED 200203 200203 385.629 0 -100.0% (3.481) 0 31.977 3.461 0.0% 0 0 417.606 3.461 -100.0% D- (3,4611 77,785 50,000 (38.641) 49.1% 40.020 78.561 45,615 4.0% (2.000) 48.000 465,882 417.321 10.2% 42,379 459.700 9,738 8,000 671.283 82.000 82.000 90.000 627,982 9.8% 637.720 1.6% - 418,996 13,503 417.321 3,000 19.4% 80.840 498,161 0.0% 0 3,000 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 OTHER TOTAL STREET LIGHTING INTEREST INTERDEPARTMENTAL STREET LIGHTING FEES OTHER TOTAL BUENA VISTA CREEK CHNL MAlNT INTEREST BUENA VISTA FEES TOTAL ARTS SPECIAL EVENTS INTEREST DONATIONS TOTAL SENIOR NUTRITION(2) GRANTS DONATIONS TOTAL 479,613 47,114 452.827 32,506 ____ 10.4% 3,376 18.6% 84.216 - 105.260 38.499 65.000 38,500 635.191 674,612 60,000 4.7% 31.997 706.609 0.0% 0 38,500 -7.7% (5.000) 119.542 898.492 843.069 64957 0.9% 3.3% 27.555 558 68,502 40,000 0.0% 0 99,971 40.029 249.8% 99,971 22 68.524 29 344727.6% i - - 5.255 3.000 0.0% 0 5.000 5.000 36.813 42.068 20.000 23,000 25.0% 21.7% - 110,716 100.000 0.0% 100 212,752 102.035 90,000 0.0% 190,000 -100.0% (90.000) (190.000) - 0-1 a CIM OF CARLSBAD . OPERAlING FUNDS REVENUE ESTIMATES ACNAL PROJECTED DIFFERENCE REVENUE REVENUE REVENUE OF FY 0102 200102TO REVENUESOURCE 200001 200102 PROJECTED 200203 200203 SENIOR DONATIONS INTEREST 13,890 8,000 -37.5% (3.000) 5.000 OTHER DONATIONS TOTAL 34,110 20,000 20.000 0.0% 0 63.090 0 111,090 28.000 -10.7% (3,000) CDEG ENTITLEMENT/REHAB INTEREST 17,703 25.000 OTHER -20.0% (5,000) 20,000 52.698 23,000 73.9% 17,000 40.000 GRANTREVENUE TOTAL 452,891 915.000 -22.4% (205.000) 523.292 963,000 -20.0% (193,000) COMMUNITYACTIVITYGRANTS INTEREST TOTAL 91.042 58,000 91.942 55.000 ~ 4.1% (5.000) 50.000 -9.1% (5.000) CULTURAL ARTS PROGRAM INTEREST 21.931 TOTAL 21,931 11.000 11.000 .S,l% (1.000) .S,l% (1,000) ARTS GENERALIGALLERY DONATIONS INTEREST 11,820 5,000 4.000 .20.0% (1.000) DONATIONS TOTAL 108,151 94,341 13,500 8,500 41.2% 18.5% 3.500 2,500 SISTER CITY DONATIONS INTEREST 329 ZOO 200 I 0.0% 0 DONATIONS OTHER TOTAL 2,322 300 2,951 950 1,300 0 0 36.8% 350 0.0% 0 1.150 36.8% 350 1.800 P TOTAL SPECIAL REVENUE FUNDS 9,643,671 10.729.289 10,612,128 -1.1% (117.161) 8-19 CITY OF CARLSBAD REVENUE ESIMATES OPERATING FUNDS ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 200041 IENTERPRISE FUNDS 200142 WATER OPERATIONS WATER SALES READY TO SERVE CHARGES PROPERTYTAXES NEW ACCOUNT CHARGES BACK-FLOW PROGRAM FEES PENALTY FEES INTEREST ENGINEERING 8 PLAN CHECK FEES SERVICE CONNECTION FEES ENGINEERING OVERHEAD AGRICULTURAL CREDITS OTHER TOTAL 12,047.253 3,498.140 1.371.335 129,633 184.415 98.736 817.528 127,617 84,704 196,479 167.757 12,550,000 3,880,000 1,385,000 129,000 100.000 639,000 190.000 29,000 300,000 181.000 162.000 18.882.943 159.346 19.749.000 504,000 ~ RECYCLED WATER WATER SALES 1,078,229 1,191.000 READY-TO-SERVE CHARGE RECYCLED WATER CREDITS INTEREST OTHER TOTAL 80.982 284.341 108,161 18.128 1,567.821 82,000 517,000 470.000 15.000 2.276.000 - SANITATION OPERATIONS SERVICE CHARGES LATERAL CONNECTIONS PRE.TREATMENTCHARGES ENGINEERING OVERHEAD PENALNFEES INTEREST OTHER TOTAL 5,826,618 27.500 53.479 236.964 51,578 485,649 6.496.298 14.512 5.800.000 28.000 54500 253,000 48.500 280.000 13,000 6,457,000 ____ SOLID WASTE MANAGEMENT ~ INTEREST 278,533 RECYCLING FEES (AB930) 227.297 PENALTY FEES NONJURISDICTIONAL FEES STATE GRANT OTHER TOTAL 785,752 184,000 224.000 0 28.000 208.000 23.000 193 0 665,000 255.453 24.278 ____ GOLF COURSE TRANSFER FROM GENERAL FUND 600,000 0 TOTAL INTEREST 219.250 819.250 1lO.OOO 110,000 TOTAL ENTERPRISE FUNDS 28.552.064 29,256,000 ESTIMATED REVENUE 200203 12,843.00C 3.8M.00C 1.399,OOC 129,OOC 103.OOC 18O.OOC 680,OOC 28,OOC 309.00C 178.000 158.000 19.620.000 (49.000 1.274.000 84,000 555,000 227,000 2.155.000 15,000 - 5.936.000 28.600 56,600 260,000 49,400 242.000 6,585.000 13,400 185.000 232,000 210.000 25,000 23.000 675.000 - 600.000 715.000 115,000 - 28,750,000 ____ AS % OF FY 0102 DIFFERENCE 200102 TO PROJECTED 200203 2.3% 2.4% 293.000 84,000 1.0% 14,000 0.0% 0 3.0% 5.3% 3.000 6.4% 9.5% 3.0% (10,000) 41,000 (1,0001 -2.8% (5.0001 9.000 -2.5% (4.000) -109.7% (553.000) 4.7% (129,000) ” 7.0% 83.000 2.4% 2,000 7.4% 38,000 51.7% (243,000) 0.0% 5.3% 0 (120.000) 2.3% 2.1% 136.000 600 2.0% 1.100 2.8% 1.9% 4.9% 3.1% 2.0% 7.000 900 (18,ooo) 400 128,000 - 0.5% 1.000 3.6% 4.9% ~1.0001 8,000 1.0% 2,000 0.0% 0 0.0% 1.5% 10.000 0 ” 0.0% 4.6% 600.000 8 605.000 5.000 1.7% 494.000 - B-20 OPERATING FUNDS CrrY OF CARLSBAD REVENUE ESTIMATES ACTUAL PROJECED REVENUE REVENUE REVENUE OF FY 0102 200102 TO DIFFERENCE REVENUE SOURCE 200001 200102 PROJECTED 200203 200243 \INTERNAL SERVICE FUNDS 1 WORKERS COMP SELF-INSURANCE INTEREST 166.302 INTERDEPARTMENTAL 536.979 110.000 539.829 100.000 -9.1% (10.000) 800.231 11.2% 60,402 OTHER TOTAL 757.210 53.929 649,828 700.231 0.0% 0 50.402 - LIABILITY SELF-INSURANCE INTEREST 238.822 150,000 INTERDEPARTMENTAL 727,473 741,825 OTHER 265,640 TOTAL -33.3% (50.000) -19.1% (141,816) 0 0.0% 1,231,935 891.825 -21.5% (191.816) 0 " HEAlTH INSURANCE INTEREST 30.287 24,000 -16.7% (4.000) INTERDEPARTMENTAUREIMB. OPERATING TRANSFER IN 2,565,651 74,000 -100.0% TOTAL 2,669,938 0.0% 0.0% 372,725 2,645,220 14.2% 0 2,669,220 14.0% ____ " RECORDSMANAGEMENT INTEREST 0 0 0 I 0.0% 0 INTERDEPARTMENTAL 0 788.100 TOTAL 0 788.100 30.7% 30.7% 242.300 242,300 - VEHICLE MAINTENANCE INTERDEPARTMENTAL 1,366,182 1,428,409 INTEREST 43,940 OTHER OPERATING TRANSFER IN TOTAL 1,606,172 1.548.409 d6.3% 2,783 0 1.481.192 3.7% 52.783 0.0% 0 -50.0% 0.0% 20,000 20.000 148,650 100.000 50.000 47,400 0 (5o.ooO) VEHICLE REPLACEMENT INTERDEPARTMENTAL 1,344,083 1.460.075 I 1,464,368 1 0.3% 4.294 INTEREST OTHER TOTAL 426.402 369.125 2,139,610 240,000 0.0% 0 0 1,700,075 1.704.369 4.294 INFORMATION TECHNOLOGY L INTEREST INTERDEPARTMENTAL 3,205.000 158.325 3.M6.000 100.000 3,835.300 100,000 5.2% 0.0% 0 189,300 OTHER TOTAL 3,401.MO 38.315 3.746.000 3,935,300 0.0% 0 188,300 TOTAL INTERNAL SERVICE FUNDS 11,806,505 11.998.458 5.6% 669.988 12.663.446 c B-21 OPERATING FUNDS CITY OF CARLSBAD REVENUE ESnMATES ACTUAL PROJECTED REVENUE REVENUE REVENUE REVENUE SOURCE 200041 200142 IREDEVELOPMENT FUNDS 200243 VILLAGE OPERATIONS /DEBTSERVICE TAX INCREMENT RENTAL INCOME 178,404 23.185 1,645.726 1,455,000 ADMINISTRATIVE FEES INTEREST 66,416 42.616 OTHER 52.022 82,900 37,124 2.500 1.488.oOc 17.68: 42.616 12.300 4.00C OPERATING TRANSFER IN 280.000 TOTAL 2,259,692 1,606.201 VILLAGE LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST OTHER 60,000 4,000 TOTAL 527.440 364.000 393,823 130.465 3.152 300,000 310.000 60.000 SCCRA OPERATIONS I DEBT SERVICE TAX INCREMENT 0 452829 485500 INTEREST TOTAL 0 SCCRA LOW AND MOD INCOME HSNG TAX INCREMENT INTEREST TOTAL AS % DIFFERENCE OFFYO142 200142TO PROJECTED 200243 -23.7% (5.500) 2.3% 33.000 0.0% 0 -12.8% (10,600) 60.0% 1.500 0.0% 0 1.2% 18.400 - 3.3% 1D.DOO 0.0% 0 0.0% 0 2.8% 10,000 " 3.0% 13.471 0.0% 10.000 0 - 23.471 3.1% 3.493 100.0% 1.500 4,993 4.4% - 2.2% 56.884 TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I 6-22 CrrY OF CAREBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE mow2 199900 2wo41 ESTIMATED 2W1.02 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET GENERAL FUND POLICY AND LEADERSHIP GROUP CITY COUNCIL 229.049 233,983 283.151 286.734 CITY MANAGER 916,669 969.130 1.146.982 1,171,971 PUBLIC INFORMATION 0 218.613 323.545 378.236 CITY CLERK m1.092 88.558 274,640 321,932 CITYATORNEY 704.593 775.468 1,005,701 1,019,697 CITYTREASURER 114.715 114,675 141,795 155,529 TOTAL POLlCYlLEADERSHlP GROUP 2,166,318 2.410.427 3.175.814 3,336.099 ADMINISTRATIVE SERVICES ADMINISTRATION 270,700 499,413 473.381 761.424 FINANCE 1,299,324 1,385,831 1,747,000 1,926,048 PURCWSING 429,997 504,140 618.052 664.678 HUMANRESOURCES 1,081.146 1,081.139 1,707,217 2,177,120 RECORDS MANAGEMENT (1) 682,170 1261,230 0 0 TOTAL ADMINISTRATIVE SERVICES 3,703,337 4,731,753 4,545,650 5329,270 PUBLIC SAFETY ~~~ POLICE ~~~ ~~~ 12,876.387 13,841,287 FIRE TOTAL PUBLIC SAFETY 8,561,067 9,556,920 21,437.454 - 23398,187 COMMUNITY DEVELOPMENT COMMUNITYDEVELADMIN 449.671 406.232 GEOGRAPHIC INFORMATION 316,162 ECONOMIC DEVELOPMENT 262,476 161.252 133.875 PLANNING 2,265,048 2246.992 BUILDING TOTAL COMMUNITY DEVELOPMENT 1.724.91 1 1.736257 4,917.044 4,847.832 - COMMUNITY SERVICES LIBRARY 4,175.824 6,266,112 CULTURAL ARTS PROGRAM 495,054 645,654 RECREATION 3,136,029 3.409.515 SENIOR PROGRAMS TOTAL COMMUNITY SERVICES 339.062 366.497 8,145,969 10,887,778 - 10,092,318 10,455273 26,547,591 402,336 277.993 183,328 2.817.780 2.043.646 5,725,083 7214,932 637.308 4.078.321 429.440 12,360,001 16,092,318 10.834.138 26.920456 504,522 335.559 223,406 3,225.019 2.054.898 6,343,404 8,521,550 721.333 4,549,385 487,440 14,279.714 - 200203 BUDGET - 298.551 1,129,967 864.593 303,076 952.336 165.636 3.714.161 - - 714.140 2.016.098 690.770 1,963,843 0 5.384.851 - = 16,971,861 11.450.059 28,421,920 - - 480,810 305.658 250,132 3267,587 1,873326 6,177,713 - - 8,059,193 710.195 4,558,457 736,425 - 14.084.270 - MNCR (DEC) 0102BUD TO 0243 BUD 3.4% 4.6% 128.6% -5.9% 8.6% 6.5% 11.3% - 8.2% 4.7% 3.9% -9.8% 0.0% -2.6% 5.5% 5.7% 5.6% 4.7% -8.9% 12.0% 1.3% 8.8% -2.6% - -5.4% -1.5% 0.2% 51.1% -1.5% 8-23 CITY OF CARISBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 200142 199940 200041 ESTIMATED 200142 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET PUBLIC WORKS PUBLIC WORKS ADMIN 612.698 488.41 1 510,738 637,915 ENGINEERING 4,516302 4,328,589 4.929.358 5.328.591 PARK MAINTENANCE 2,357,387 2.562.480 2.693.051 3.410.009 STREET MAINTENANCE 2,011,672 2,041,517 2,306,888 2.710.977 FACILITIES MAINTENANCE 1,856,329 2,068,387 2.33O.WO 2.579327 TRAFFIC SIGNAL MINT 425,493 743.584 610.345 698.632 TOTAL PUBLIC WORKS 11,780,091 12.232.908 13.640378 15.365,651 - NON-DEPARTMENTAL COMMUNITY PROMOTION (CCVB) 369.972 BEACH PARKING 0 COMMUNITY CONTRIBUTIONS 11,460 HIRING CENTER 76.673 HOSP GROVE PAYMENT 800,000 PROPERTY TAX ADMIN FEE 228.157 DUES &SUBSCRIPTIONS MlSClTRANSFERS OUT 33,535 ASSESSMENT SERVICES 652.949 13,095 INFRASTRUCTURE REPLACE TRANS 2,000,000 GOLF COURSE TRANSFER 600,000 TRANSFER TO CIP f,OOO.OOO TRANS TO STORM WATER PGM 0 MANAGEMENT INCENTIVE PAY 0 OTHER 37.761 11,821,602 TOTAL NON-DEPARTMENTAL - 370,279 0 0 82.583 800,WO 255.619 40.993 106,400 15.073 3,000,000 600,OMI 4,300,000 0 0 496,000 0 62.000 83.975 800,000 271,000 40.000 0 20.000 3.000.WO 0 1.5W.000 1.873.190 0 507,959 38,000 82.120 85.849 800.000 250.000 65,600 0 46,000 3.0W.000 0 1.5w.000 1,873,190 97.020 61.529 1,300 442.794 8,632,476 8.147.465 8,786,532 SUBTOTAL GENERAL FUND 64,031,815 87,941,361 74,141.982 80,567,126 CONTINGENCIES 0 0 0 3.814.590 TOTAL GENERAL FUND 64,031,815 67,841,361 74.141.982 84.381.716 "" - 200243 BUDGET - 807,075 5,268,844 3.205.497 2.504.087 2.692.076 685,355 15.160.934 - - 363.000 38,000 11.235 85,849 800,000 325,000 62.400 0 58,400 3,500,000 m.wo 0 1.076.419 500.000 0 7,418,303 - - 80,342.152 2,5w,ooo - 82.842.152 - lDlNCR (DEC) 0142BUD TO 0243 BUD 26.5% -1 2% 4.0% -7.6% 4.4% -1.9% -1.39/. -28.5% 0.0% 86.3% 0.0% 0.0% 30.0% 4.9% 27.0% 0.0% 16.7% 100.0% -100.0% 42.5% 415.4% 0.0% -15.6% -0.3% -34.5% -1.8% 8-24 CITY OF CARLSBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 200102 1999-00 2wo-01 ESTIMATED 2001-02 DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET (SPECIAL REVENUE FUNDS STORM WATER PROTECTION PGM 0 0 895.500 1,873,189 POLICE ASSET FORFEITURE 145,562 36,497 62.000 COPS FUND 130,602 106,868 146.268 263.164 263,164 LAW ENFORCEMENTBLOCK GRANT 111,991 79.929 65.000 217,006 HOUSING SECTION 8 HOUSING TRUST 2.832.087 3,185,288 4240.718 4.754.778 487,618 176,351 262.221 282.221 LIBRARY ENDOWMENT FUND 8.751 8.673 12,wo 12,000 LIBRARY GIFTSBEQUESTS 48,506 21.024 18.150 106.280 LIBRARY STATE GRANTS (3) 285.344 299,837 0 0 AV INSURANCE FUND (3) 39.174 0 0 0 TREE MAINTENANCE 519,656 547,853 604.409 876,260 MEDIAN MAINTENANCE 443.055 529.532 507.471 535.634 STREET LIGHTING 760.888 843.737 750,ow BUENA VISTA CRK CHNL MNT 1.124.106 8.924 7,176 750,000 751,500 ARTS SPECIAL EVENTS 26.584 19.199 26,687 33.566 SENIOR NUTRITION (2) 209,687 210,762 178.893 197.925 SENIOR DONATIONS 120.065 87.860 136,ZW 136.200 CDBG ENTITLEMENTIREHAB 556,294 524.192 961,980 1,419,299 COMMUNIN ACTlVlN GRANTS 34.022 49.351 57.713 65.000 CULTURAL ARTS PROGRAM 33.269 22.808 35,000 48,000 SISTER CIN DONATIONS 700 2,880 965 5.566 ARTS GEWGALLERY DONATIONS TOTAL SPECIAL REVENUE FUNDS 21.597 38.537 56,WO 147.904 6,800,852 8,837,734 9,924.071 12,780,200 ENTERPRISE FUNDS WATER OPERATIONS 77,322,265 17.874.678 19.573.381 20,735,913 RECYCLED WATER OPERATIONS 1,527,181 1,315,999 1,628.134 1.662.132 SANITATION OPERATIONS 5.344.785 6,018,104 6,609,100 7.136.902 SOLID WASTE MANAGEMENT 148.676 GOLF COURSE 260.658 266.013 294,448 196,059 144.330 250.WO 349.750 TOTAL ENTERPRISE FUNDS 24336,966 25,613,767 26,528,626 30.179.145 - INTERNAL SERVICE FUNDS WORKERS COMP SELF INSURANCE 759.144 952,286 926.295 RISK MANAGEMENT 1.018.717 1.082.140 792.113 1,088,888 HEALTH INSURANCE 1,359,375 2,767,012 2,343,086 2,254,903 RECORDS MANAGEMENT (1) 0 0 1,019,380 l,M10.004 2,628,700 VEHICLE MAINTENANCE 1,482,277 1,586,803 1,592,705 VEHICLE REPLACEMENT 1,786,105 1.005.368 1.079.331 1,400,000 INFORMATION TECHNOLOGY 1,540,171 2,278,075 2,937,523 4,403.500 5,185.167 TOTAL INTERNAL SERVICE FUNDS 9,354,016 9,671.142 12.685.671 14,606,239 %INCR (DEC) 01-02BUD 2002-03 1.076.419 65,000 347,541 0 5,335.989 255.163 12.000 95,307 0 0 727.159 577.780 1,139,441 1.590 31,632 0 0 769,892 60.500 20,000 4,000 46.5% -17.5% 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% 5.6% -100.0% -100.0% -45.8% 4.9% 58.3% -26.1 % 21,113,828 1 .8% 1,904,416 14.6% 8,768,912 6.2% 223.410 -24.1% 300.000 -14.2% 0.4% J 1,063,799 6.4% 1.487.459 9.4% 3,063,952 17.3% 1,182,667 8.5% 1,823,291 2.1% 1,667,000 6.2% 4,495,634 -13.3% 14,823,622 1.5% CITY OF CAREBAD OPERATING FUNDS BUDGET EXPENDITURE SCHEDULE 200162 -1 01-02BUD %INCR (DEC) 199960 MOO61 ESTIMATED 2001-02 I M02-03 I TO DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 0263 BUD IREDEVELOPMENT VILLAGE OPERATIONS I DEBT SVC 3,780,315 2.221.511 1,580,884 1,594.361 VlLlAGE LOWIMOD INCOME HSNG 2,126,428 1.501.860 74,014 -5.8% 80.819 113.772 89.692 -21.2% SCCRA OPERATIONS I DEBT SVC 0 0 160,309 30d.099 97.512 -73.2% SCCRA LOWNOD INCOME HSNG 0 0 17.403 TOTAL REDEVELOPMENT 5,912.741 2.295.525 1.829.475 2.102.103 -23.3% -18.6% [TOTAL OPERATING FUNDS 110,638.390 112,359.529 127,107.827 144,051,403 140227,923 -2.7% (2) Senior Nutrition Grant was moved lo the General fund in 200203. (1) Records Management was convened to an internal Service fund in 200162. (3) The revenue5 and expenses far these programs were transferred to the General fund. 6-26 PROGRAM: FUND: PROGRAM GROUP: POLICY AND LEADERSHIP GROUP VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS T :, , . ,' HOURLY/FTE POSITIONS 1999-2000 ACTUAL 1,505,677 642,611 18,030 2000-01 ACTUAL 1,570,077 806,255 34,095 2001-02 BUDGET 1,823,388 1,498,711 14,000 2,166,318) 2,410,427) 3,336,099 " •: > 14,50 0,50 . 14.75 0.50 15:75 0.00 2002-03 BUDGET 2,148,680 1,485,481 80,000 3,714,161 ~ ' 17.50 0.00 Public Information 23% City Treasurer 4% City Attorney 26% City Council 8% . City Manager 31% City Clerk 8% B-27 PROGRAM: FUND: PROGRAM GROUP: CITY COUNCIL GENERAL CITY COUNCIL ACCT NO. 0010110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL EULLTliETOSlTIDNS' ' , ,' ,"* .'• HOURLY/FJE'POSITIONS -, 1999-2000 ACTUAL 158,014 71,036 0 229,050 " • - 1,00 " ' •' ' 0.00 2000-01 ACTUAL 167,611 66,372 0 233,983 -1.00 0.00 2001-02 BUDGET 184,245 104,489 0 288,734 . 1,00 o.oo 2002-03 BUDGET 191,988 106,563 0 298,551 1.00 ' 0.00 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: Meeting Attendance • Prepare for and attend City Council Meetings, as well as various regional committee and community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence. KEY GOALS FOR 2002-2003: Top Quality 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 and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Community 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. Parks/Open 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. Water • Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Environmental Management • Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy. Finance • Implement proactive strategies that provide and manage fiscal resources effectively to ensure a high quality of life. B-28 PROGRAM: CITY COUNCIL PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY COUNCIL 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. Learning • Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: None. B-29 PROGRAM: FUND: PROGRAM GROUP: CITY CLERK GENERAL CITY CLERK ACCT NO. 0010210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL F^ltTf ME POSITIONS,, ; '• > HOURkY/FTE:POSmONS 1999-2000 ACTUAL 95,104 97,862 8,126 2000-01 ACTUAL 10,456 85,360 2,742 201,0921 98,558 , - , 0.00 0.00 0,00 0.00 2001-02 BUDGET 10,500 311,432 0 321,932 ,0.00 0.00 2002-03 BUDGET 13,010 290,066 0 303,076 ~> , 0.00 0.00 PROGRAM GROUP DESCRIPTION: The City Clerk is responsible for performance of duties as defined in the State Government Code, the State Elections Code and the Carlsbad Municipal Code. The City Clerk is also responsible for the provision of minutes for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement Corporation, and Industrial Development Authority. 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 Officer for all filings required by the Political Reform Act of 1974. This includes notification of those required to file, provision of appropriate forms and receipt and review of Campaign Statements and Statements of Economic Interests. Record Of Proceedings • 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 Elections General Special Filings Campaign Statements Statement of Economic Interest Minutes Council Minutes CMWD Minutes H + R Minutes PIC Minutes 1 0 21 424 101 41 18 1 0 0 20 428 93 27 12 0 Claims Filed Public Hearing Notices Ordinances Published Meetings Held Council CMWD Board H&R Commission Public Improvement Corporation CY/2000 CY/2001 130 111 39 29 101 41 18 1 45 52 93 27 12 0 SIGNIFICANT CHANGES: None. B-30 PROGRAM: FUND: PROGRAM GROUP: CASH MANAGEMENT GENERAL CITY TREASURER ACCTNO. 0010310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS HOURLY/FTE POSITIONS 1999-2000 ACTUAL 56,544 58,170 0 2000-01 ACTUAL 61,257 53,418 0 2001-02 BUDGET 66,440 89,089 0 2002-03 BUDGET 70,888 94,750 0 114,714J_ 114,675) 155,529] 165,638 ,0.75 0.00 0.75 0.00 0,75 0.00 0.75 0.00 MISSION STATEMENT: The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad and all of its agencies, including among others, the Carlsbad Municipal Water District and the Carlsbad Redevelopment Agency. PROGRAM ACTIVITIES: Cash Management • Develop projections of cash receipts and cash expenditures from various City and external sources. • Maintain records of cash receipts and cash disbursements into the Treasury. • Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that all checks paid by the bank were valid City checks. • Transfer cash daily into or out of the general checking account to ensure that appropriate balances are maintained for the anticipated activity of the next day. • Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by proper documentation. • Develop contracts for cost-effective banking, both retail and custody services. • Arrange for lines of credit and short-term loans as needed. • Develop, maintain and ensure compliance with all Treasury internal controls. Investment Management • Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the investment policy any changes in the City's financial requirements that affect investments. Ensure compliance with the California Government Code. • Develop and maintain a pool of investments for the City and its agencies. • Research daily the financial markets and the financial forecasts. • Determine daily the type of investments that should be made, considering the current cash position and financial markets. Determine the dollar amount of the investment and the desired maturity date. • Solicit telephone bids from approved financial institutions/brokers for available investments. • Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange for payment, delivery and safekeeping of all purchases. Verify receipt and correctness of investments made. • Maintain record for all investments and investment income. • Reconcile the custodian's monthly report of investments held with Treasury records. • Arrange for collateral contracts as required. B-31 PROGRAM: CASH MANAGEMENT PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310 PROGRAM ACTIVITIES (Continued): Reporting and Oversight • Develop and present to the City Council monthly reports of investment activities. • In a timely manner, disclose to the City Council any information that could potentially threaten the safety and liquidity of the investment pool. • Develop and present to the City Council annual reports summarizing and analyzing the financial markets and the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal years to provide perspective. • Develop investment data for the City's Comprehensive Annual Financial Report. • Develop investment data for the City's annual financial audit conducted by an independent auditor. • Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter, or more frequently as needed. WORKLOAD STATISTICS: (Est.) FY1999 FY 2000 FY2001 FY2002 • Portfolio Balance (millions of $) 299 323 367 390 • Number of Investments in Portfolio 1,565 1,712 1,734 1,463 Investment Activity 262 220 266 265 (transactions per month) • Number of Checks Cleared 14,820 14,639 14,010 14,437 KEY GOALS FOR 2002-03: Finance • Anticipate and meet the changing investment needs of the City in order to optimize investment returns, consistent with maintaining safety of principal, and ensuring sufficient liquidity. Learning • Offer speaking engagements on City cash management and investments. • Further develop the Treasury page of the City's web site, informing the community of the mission of the Office of the Treasury, the City's Investment Policy, and investment activities. Use the web site as a forum to receive and respond to community comments and questions. SIGNIFICANT CHANGES: None. B-32 PROGRAM: FUND: PROGRAM GROUP: CITY MANAGER GENERAL CITY MANAGER ACCT NO. 0011010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUIlL TIME PQSJIIQNS „,:-,, ,-', HOURLY/FTE POSITIONS ••'"' 1999-2000 ACTUAL 604,514 303,969 8,386 916,869 .: ' "„ -6J5 V ; 0.00 2000-01 ACTUAL 689,626 248,151 31,353 2001-02 BUDGET 745,157 423,814 3,000 969,130| 1,171,971 6,00 0.00 6.00 0,00 2002-03 BUDGET 769,646 360,321 0 1,129,967 * 6.00 0.00 PROGRAM GROUP DESCRIPTION: The City Manager's Office houses the general administrative function of the City. The department's budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services 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. Policy 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: Top Quality 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 and people through Carlsbad in a safe and efficient manner that is coordinated with community development. Balanced Community 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. Parks/Open 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. B-33 PROGRAM: CITY MANAGER PAGE TWO FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010 KEY GOALS FOR 2002-03 (Continued) Water • Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant community, in the most cost effective manner. Environmental Management • 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. 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. Learning • Promote and support continuous learning opportunities within the community and the City organization. SIGNIFICANT CHANGES: None. B-34 PROGRAM: FUND: PROGRAM GROUP: PUBLIC INFORMATION GENERAL PUBLIC INFORMATION ACCT NO. 0011012 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUttlTlME-POSfTjONS ". „ > - • ,,*., ..j- HOUMLY/FTE POSITIONS 1999-2000 ACTUAL 0 0 0 2000-01 ACTUAL 0 218,613 0 2001-02 BUDGET 68,400 309,836 0 0| 21 8,61 3| 378,236 , . , . ,0.00 0.00 , 1.00 o.oo , 1.00 0.00 2002-03 BUDGET 395,984 388,609 80,000 864,593 2.75 0.00 PROGRAM GROUP DESCRIPTION: The Public Information Officer (PIO) is responsible for helping coordinate the dissemination of information regarding various City programs. The PIO position and its related costs are housed in the City Manager's Office, which is responsible for the general administrative functions of the City. PROGRAM ACTIVITIES: Customer Service • Provide the citizens and customers of Carlsbad with more comprehensive information regarding services and opportunities available throughout the City. KEY GOALS FOR 2002-03: Top Quality 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: In order to improve the City's ability to Communicate with citizens, the Public Information Officer position was converted to a Communication Manager and a % time Video Production Manager was added. Costs were also included in this budget to allow public internet access to the Document Management System. In addition, a Volunteer Coordinator Position was added to increase the oversight and coordination of volunteers in the City. B-35 PROGRAM: FUND: PROGRAM GROUP: CITY ATTORNEY GENERAL CITY ATTORNEY ACCTNO. 0011210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULt TIME. POSITIONS, . '.'.... HOURL-y/FT-E POSITIONS 1999-2000 ACTUAL 591,501 111,574 1,518 704,593 6.00 . . 0.50 2000-01 ACTUAL 641,127 134,341 0 775,468 6.00 0.50 2001-02 BUDGET 748,646 260,051 1 1 ,000 1,019,697 . 7.00 0.00 2002-03 BUDGET 707,164 245,172 0 952,336 7.00 0.00 PROGRAM GROUP DESCRIPTION: Provide legal advice, assistance and guidance in accomplishing and implementing the Council's goals to: • Ensure the effective and efficient delivery of top-quality services to our community • Develop and implement proactive strategies to ensure the financial health of the community and the City • Integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the region, with quality-of-life centered land use decisions • Enhance educational opportunities for all segments of the Community. PROGRAM ACTIVITIES: • The City Attorney's Office provides legal advice and representation to the City Council, Housing and Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager, Boards and Commissions, and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration and enforcement of laws and regulations, and City programs. • Draff and review all resolutions, ordinances, contracts, bonds, and other legal documents. KEY GOALS FOR 2002-03: Top Quality 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 risk/exposure is reduced or minimized to an acceptable level. SIGNIFICANT CHANGES: None. B-36 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATIVE SERVICES VARIOUS ADMINISTRATIVE SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME-POSITIONS,, , -••".-,-. HOURLY/FTE POSITIONS 1999-2000 ACTUAL 3,497,609 6,980,977 171,123 10,649,709 , 54.00 . 2.00 2000-01 ACTUAL 4,225,250 7,779,333 139,176 12,143,759 - * , 63,00 1.50 2001-02 BUDGET 4,679,050 11,670,533 856,200 2002-03 BUDGET 5,046,706 11,544,776 542,100 17,205,783j_ 17,133,582 64,00 2.50 65,00 3.50 Records Management Admin. Finance Information 7% 4% 12% Human Health Insurance 18% Risk Management 9% Resources 12% orker's Comp. 6% B-37 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL ADMINISTRATIVE SERVICES ACCTNO. 0011110-12 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS, , „. HOURLY/FTE POSITIONS ": 1999-2000 ACTUAL 210,776 55,926 3,998 2000-01 ACTUAL 215,197 239,626 44,590 2001-02 BUDGET 227,441 459,318 74,665 2002-03 BUDGET 239,790 429,350 45,000 270,700| 499,413) 761,424) 714,140 2.00 0.00 2.00 0.00 2.00 0.00 2.00 0.00 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 City's Leadership Team on ways to improve the organization, called the Strategic Change Team's funding falls in this area. 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 development teams, and supporting the respectful workplace and safe workplace education efforts. • As a member of project teams, the Director is responsible for the creation of financing programs that support the City's capital improvement efforts including major road, water projects, parks, open space and trails. • As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top 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. B-38 PROGRAM: FUND: PROGRAM GROUP: FINANCE GENERAL/ENTERPRISE FINANCE ACCTNO. 0011310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS , , HOURtY/FJE PC-SITlQNg GENERAL FUND SEWER ENTERPRISE WATER ENTERPRISE TOTAL FUNDING 1999-2000 ACTUAL 967,205 322,498 9,621 2000-01 ACTUAL 1,221,516 538,971 12,344 1,299,324] 1,772,831 14,00 0.00 1,299,324 , : • • 21.00 ^ 0.00 1,385,831 160,000 227,000 1,299,324| 1,772,831 2001-02 BUDGET 1,422,119 884,654 13,825 2,320,598 21.00 1.00 1,926,048 157,820 236,730 2002-03 BUDGET 1,448,990 982,308 0 2,431,298 21.00 .1.00 2,016,098 172,500 242,700 2,320,598) 2,431,298 MISSION STATEMENT: Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing this mission by maintaining individual and departmental credibility; working together as a team while respecting each other's differences; and, consistently striving to go above and beyond expectations. PROGRAM ACTIVITIES: Lonq-Ranqe Financial Planning and Budget Management • Prepare ten year operating forecasts incorporating various "what if scenarios to facilitate decision-making for City Council and City departments. • Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in alignment with the Council's goals. • Perform bi-annual review of all City fees and present recommendations for changes to Council. • Prepare annual cost allocation plan to provide an accurate accounting of program costs. • Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective decision-making. Accounts Receivable/Payable. Payroll and Cashiering • Accurately bill, collect, record, and report all City revenues. • Collect all funds due the City through timely follow-up of delinquent accounts and use of collection agencies. • Prepare checks for City employees, and service and commodity suppliers. • Maintain turnaround time of 30 days to process and pay invoices. General Accounting and Reporting • Prepare and maintain finance records and documents in conformity with generally accepted accounting principles and applicable legal and contractual provisions. • Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles. • Provide City management and Council with timely monthly financial reports. • Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing disclosure as required. Audits • Monitor sales tax audit contract to ensure effectiveness. • Perform in-house internal control reviews as needed. Assessment District/CFD Administration • Assist in evaluation and formation of new districts. • Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information. • Provide administration of CFDs and assessment districts as required by formation documents and State law. B-39 PROGRAM: FUND: PROGRAM GROUP: FINANCE GENERAL/ENTERPRISE FINANCE PAGE TWO ACCTNO. 0011310 WORKLOAD AND PERFORMANCE INDICATORS: • Average number of days to issue Monthly Financial Status Report • Awards received for CAFR • Awards received for Annual Budget • Number of business licenses processed • Number of account payable checks processed • Number of payroll checks issued • Number of electronic payroll checks issued • Outstanding debt issues administered FY1999 N/A CSMFO/GFOA Meritorious: Operating 5,616 N/A 11,197 11,362 $100 million FY2000 19 CSMFO/GFOA Excellence: Operating and Capital GFOA 6,214 15,176 9,452 12,204 $81 million FY2001 16 CSMFO/GFOA Excellence: Operating and Capital 6,300 17,271 10,012 14,407 $77 million 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 implementation of cycle billing. • Improved the City's collection efforts by implementing new processes and contracting for additional assistance in collecting all revenue owed to the City. • Prepared the City for implementation of the new financial reporting requirements for state and local governments as set forth by the Governmental Accounting Standards Board by preparing pro forma statements under the new rules. • Developed and began implementation of an internal audit program to enhance the financial integrity of the City. • Achieved efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in- house. KEY GOALS FOR 2002-03: Top-Quality Services • Increase the number of cashiering sites available to our customers, provide more timely information and streamline processes through the selection of a Citywide cashiering system. • Prepare a strategic plan for the use of city-owned property that will provide the space and facilities necessary to encourage the achievement of the Community vision. Transportation • Assist in creating financing plans that will allow for the development of key road segments throughout the City. Finance • Insure continued financial health of the City through the use of improved forecasting techniques for revenues and expenditures in the City's General fund. • Improve the City's ability to monitor, forecast and provide for the replacement of the City's major infrastructure assets. • Compile forecasts and array options to assist the City Council in determining the future needs of the City's lighting and landscape districts and alternatives for financing the costs of the storm water program. • Evaluate the financial impacts of locating a seawater desalinization plant in Carlsbad. SIGNIFICANT CHANGES: Additional funds have been added for a citywide cashiering system. B-40 PROGRAM: FUND: PROGRAM GROUP: PURCHASING GENERAL PURCHASING ACCTNO. 0011410 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY 1999-2000 ACTUAL 282,959 143,493 3,545 2000-01 ACTUAL 312,666 188,961 2,512 2001-02 BUDGET 363,545 289,933 11,200 2002-03 BUDGET 404,908 285,862 0 GRAND TOTAL ± 429,997| 504,140) 664,678[ 690,770 FULL TIME POSITIONS , - : "'** . ' HOURLY/FTE POSITIONS ; __ 5.00 1.00 , 6-00 0.50 , * 6.00 0.50 6.00 1.25 MISSION STATEMENT: The Purchasing Department's mission is to provide top quality service through effective working relationships to obtain the necessary goods and services in a professional, responsive, timely, and cost effective manner. PROGRAM ACTIVITIES: Bids and Quotations • Update and maintain formal bid and quotation files. • Prepare and maintain vendor lists by commodities. • Issue and manage formal bid and quotation processes. Commodity/Service Contracts • Track and renew annual commodity and service contracts. • Develop new annual contracts. • Develop and administer joint agency contracts. • Assist City departments in the creation and administration of contracts. Public Works Contracts • Maintain current contractor's list by classifications. • Publish Public Works contracts, maintain plan logs and manage the bidding process. Records Management • 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. Surplus Property • Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes available. • Direct disposal of surplus and lost/unclaimed Police property. B-41 PROGRAM: PURCHASING PAGE TWO FUND: GENERAL PROGRAM GROUP: PURCHASING ACCTNO. 0011410 PROGRAM ACTIVITIES (Continued): Messenger and Mail Service • Act as liaison with U. S. Postal Service. • Alert City staff to postal requirements to improve deliverability. • Review and update inter-departmental services. • Reduce postage costs by the use of pre-sort of first-class mail. • Collect outgoing City mail and apply postage. • Maintain postage usage records by department/program. • Sort and distribute all incoming City mail. WORKLOAD STATISTICS: (Est) FY 99-00 FY 00-01 FY01-02 Number of Purchase Orders Issued 1,703 1,626 1,600 Dollar Amount of Purchase Orders Issued $38,627,055 $48,197,538 $55,000,000 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. • Established a new E-commerce site for purchase of maintenance, repair and industrial supplies. • 90% of customers rated purchasing services as good or higher in a customer service survey. • Provided nine classes on purchasing and contracting, four classes on the IFAS purchasing module, four classes on mailing procedures, one class on online ordering of supplies and two classes on Internet purchasing guidelines. • Updated the City's Emergency Resources Directory. • Participation on selection committee which established new County wide office supply contract. • Negotiated contract for City Library and photocopy vending services. • Negotiated office furniture contract to be used by the City and other agencies in the County. • Converted three central stores paper forms to electronic forms available on the Intranet. KEY GOALS FOR 2002-03: Top Quality 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. • Increase the number of annual contracts for goods and services by 10%. SIGNIFICANT CHANGES: Addition of hourly positions to provide support and coverage for mail service and central stores and to improve contract management. B-42 PROGRAM: FUND: PROGRAM GROUP: HUMAN RESOURCES GENERAL HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1999-2000 ACTUAL 600,587 463,992 16,567 1,081,146 8.00 0.50 2000-01 ACTUAL 607,169 472,387 1,583 1,081,139 8.00 0.50 2001-02 BUDGET 659,150 1,496,711 21,259 2002-03 BUDGET 703,520 1,253,323 7,000 2,177,120] 1,963,843 9.00 0.50 9.00 0.75 MISSION STATEMENT: People are our priority...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. Employment: Recruitment, Classification, Compensation, and Human Resource Systems • Proactively consult with departments regarding their staffing and classification needs. • Attract and retain qualified candidates for City employment and fill job vacancies. • Maintain up-to-date classification and compensation structure. • Conduct follow-up training in support of Performance Management and Compensation System for management employees. • Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness of the system. • Participate in consortium testing for positions in Police and Fire. Training 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 to internal and external customers. • Administer DOT Program for commercial drivers. Employer/Employee Relations • Implement Citywide employee appreciation events. • Coordinate timetable for meeting and conferring with employee associations. • Confer with City departments to identify areas of concern with current Memoranda of Understanding. • Meet and confer with employee associations to communicate City Council direction and authority; share employee interest with City Council. • Consult with employees and departments concerning employee relations concerns and provide direction of City policy. • Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing, EEOC, etc.). • Participate in Citywide committees reviewing process improvement, customer service and other areas for enhanced employee satisfaction. B-43 PROGRAM: FUND: PROGRAM GROUP: HUMAN RESOURCES GENERAL HUMAN RESOURCES PAGE TWO ACCT NO. 0011510 THRU 0011550 WORKLOAD STATISTICS. Measures for Classification/ FY01-02* Compensation Review Number of classification descriptions 20 revised/created 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 * As of 04/15/02 ** Average recruitment cycle time: 40.2 Working Days (For period between: 12/01/00 & 05/04/01) Five Year Recruitment Trend 0)osQ.in I Q.£UJ 00 on 60 on n 24 79 ?n 48 22 64 ?3 52 Hi 56 v D Promo/Trans D Hires 97-98 98-99 99-00 00-01 01-02 Fiscal Year KEY ACHIEVEMENTS FOR 2001-02: • Processed 2755 applicants, 46 recruitments, 61 new hires and 24 promotions. • Reorganized department - 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. • Implemented "HR is in" off site mobile services program. • Enhanced the HR website, including new content such as salary schedules, benefits information, Memoranda of 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: Top Quality Services • A strategic plan that allows the Human Resources Department to continually identify and implement opportunities for improvement. • A 10-year forecast model that projects future personnel costs, major operational costs and capital costs. • Action plan to conduct a Business Process Review (BPR) of HR Resource Center processes. Streamlined HR processes to improve efficiency within the HR Resource Center. • Succession plan for the Fire Department that will include an in-depth analysis of the workforce and short-term and long-term strategies for implementation. • A Public Works maintenance classification structure that allows for flexibility of job assignments and provides opportunities for professional development. Learning • Employee development program aimed at developing the core competencies that are important to the organization. • A critical evaluation of and strategic plan for a citywide Learning Management System. SIGNIFICANT CHANGES: None.B-44 PROGRAM: FUND: PROGRAM GROUP: WORKERS' COMPENSATION SELF INSURANCE WORKERS' COMPENSATION ACCTNO. 6111520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FtiLL TIME POSITIONS • ~ . ', .. ,- HOURLY/FTE POSITIONS 1999-2000 ACTUAL 82,848 676,296 0 2000-01 ACTUAL 71,836 880,450 0 2001-02 BUDGET 79,165 939,552 0 2002-03 BUDGET 95,152 988,647 0 759,144| 952,286] 1,018,717) 1,083,799 '". 1.00 0.00 1.00 0.00 1.00 . 0.00 ,,'-" 1.00 0.00 MISSION STATEMENT: People are our priority...we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: Workers' Compensation Claims and Administration • This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses. PERFORMANCE MEASURE: • Average lost days per claim = 5.4 (for the period of 07/01/01 - 01/01/02). KEY GOALS FOR 2002-03: Top Quality 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. B-45 PROGRAM: FUND: PROGRAM GROUP: RISK MANAGEMENT GENERAL LIABILITY SELF-INSURANCE RISK MANAGEMENT ACCT NO. 6121930 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUfiLJlME POSITIONS', , % ,^v> HOURCY/FTE POSITIONS 1999-2000 ACTUAL 139,404 940,252 2,484 2000-01 ACTUAL 149,712 642,400 0 2001-02 BUDGET 170,190 1,189,185 0 2002-03 BUDGET 186,073 1,301,386 0 1,082,1401 792,112| 1,359,375L 1,487,459 2,00 .*'• , * 0.50 2.00 0.50 •<•• 2.00 " 0.50 2,00 ' 0.50 PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program, manages the administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize the risk of future losses. PROGRAM ACTIVITIES: 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 property, casualty and general liability. Insurance/Self-lnsurance • 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. Loss Prevention/Training • Provides direction, programs and training for various City departments to minimize the risk of future losses. KEY ACHIEVEMENTS FOR 2001-02: • Developed a citywide ergonomics program. • Implemented revisions to the professional services contract insurance requirements. KEY GOALS FOR 2002-03: Top Quality Services • A policy on responsibility for sewer laterals. • Implementation of records retention program. • Strategic plan for a Citywide Learning Management system. SIGNIFICANT CHANGES: None. B-46 PROGRAM: FUND: PROGRAM GROUP: HEALTH INSURANCE INTERNAL SERVICE HUMAN RESOURCES ACCTNO. 6131520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS'- ' ' • * . - ' HOURLY/FTE POSITIONS'. ' ' 1999-2000 ACTUAL 46,440 2,720,572 0 2000-01 ACTUAL 53,886 2,289,200 0 2001-02 BUDGET 54,200 2,574,500 0 2002-03 BUDGET 57,452 3,026,500 0 2,767,012) 2,343,086| 2,628,700| 3,083,952 0,00aoo . 0.00 0:00 < : . - 0.00 /' ' ' ,0.00 •'.' • 0.00 0.00 MISSION STATEMENT: People are our priority...we promote the development, well-being and success of employees and the organization. PROGRAM ACTIVITIES: This fund is used to pay health insurance premiums for the General employees and dental premiums for all employees. SIGNIFICANT CHANGES: None. B-47 PROGRAM: FUND: PROGRAM GROUP: RECORDS MANAGEMENT INTERNAL SERVICE RECORDS MANAGEMENT ACCTNO. 6141610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1999-2000 ACTUAL 220,796 326,467 134,908 682,171 8.00 0.00 2000-01 ACTUAL 436,582 745,985 78,663 2001-02 BUDGET 486,230 547,474 56,300 2002-03 BUDGET 522,700 651,987 8,000 1 ,261,230) 1,090,004) 1,182,687 8.00 0.00 8.00 0.00 8.00 0.00 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 Management • Continue implementation of the Citywide Records Management Program and Document Management System (DMS). • Maintain City records in an identifiable and accessible manner in fulfillment of public, legal and historical requirements for preserving and storing information. Administrative Support Activities Provide staff support for the part-time elected City Clerk, including the 2002 General Municipal election. Ensure the City's compliance with the requirements of the "Brown Act" 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 certification services. Maintain the City Hall Xerox 5885 by provision of key operator services, supplies and current maintenance agreement. B-48 PROGRAM: FUND: PROGRAM GROUP: RECORDS MANAGEMENT INTERNAL SERVICE RECORDS MANAGEMENT PAGE TWO ACCTNO. 6141610 WORKLOAD STATISTICS: Documents processed: CY/2000 Agendas 161 Agenda Bills 415 Resolutions 441 Ordinances 38 Documents to Recorder 545 Contracts/Agreements 743 Subscriptions to Municipal Code 101 Copies 563,428 Images in QMS Conversion 420,000 Day Forward 5,148 Corrections 2,240 Storage Boxes of Files 282 Microfiche Boxes 12 KEY ACHIEVEMENTS FOR 2001-02: CY/2001 125 621 414 52 472 307 106 51,378 0 229,905 2,527 284 12 • Document Management System (DMS) installed and operational and utilized by approximately 260 users citywide. • Records Retention Schedule and Procedures developed for citywide use and implemented Phase 2 and 3 in 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 further implementation of the DMS and complete phase three, which expands functionality and increases the number of users. Begin phase four planning. • Continue implementation of Records Management Program to organize City Records. SIGNIFICANT CHANGES: None. B-49 PROGRAM: FUND: PROGRAM GROUP: INFORMATION TECHNOLOGY INTERNAL SERVICE INFORMATION TECHNOLOGY ACCTNO. 6401710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLIOME.PQSITJONS *-,•-•<.,'. HQURLY/FTE'POSITIQNS ! ' ->, , ' 1999-2000 ACTUAL 946,594 1,331,481 0 2,278,075 ,14:00 0.00 2000-01 ACTUAL 1,156,686 1,781,353 (516) 2001-02 BUDGET 1,217,010 3,289,206 678,951 2002-03 BUDGET 1,388,121 2,625,413 482,100 2,937,5231 5,185,167| 4,495,634 15.00 0.00 ,15.00 0.00 = 16.00o.oo MISSION STATEMENT: Provide resources that will support departments in the performance of work tasks through technology. PROGRAM ACTIVITIES: Computer Support Services • Ensure that all City computers remain operational with minimum downtime. • Guarantee availability of hardware for all the City's mini computers, workstations, desktop computers, and the Citywide network. • Provide support for all standard City applications. Telecommunication Support Services • Ensure the City's telecommunication network and its associated equipment remain operational with minimum downtime. • Provide the necessary support for all telephone and data communication equipment. New Systems Support • Meet the information needs of the users and encourage the appropriate use of computers and communication technology to increase productivity and enhance communication. • Increase citizen access to City services through the use of technology. KEY ACHIEVEMENTS 2001-02: • Deployed an enterprise back-up system to backup data from servers' citywide to a central tape library 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 Resources information links. • Began rollout of Windows 2000 PC's. • Formalized the Information Technology project request process through the Information Technology Governance Committee (ITGC) to further the effective use of technology. • Increased access to the Document Management System (DMS) by adding Purchasing department documents, increasing general users and deploying several public access terminals. • Provided for a more secure internal computing environment by: • Separating our internal network into separate networks for staff and public. • 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. B-50 PROGRAM: INFORMATION TECHNOLOGY PAGE TWO FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCTNO. 6401710 KEY GOALS FOR 2002-03: Top Quality Service • Improve access to and management of City documents through further implementation of a Document Management System (DMS) that meets the needs of system users. • Further the implementation of the Strategic Technology Plan to ensure effective use of information technology Citywide. • Upgrade PCs to Windows 2000 operating system Citywide. SIGNIFICANT CHANGES: Addition of full-time System Administrator I to assist with desktop and network support. B-51 PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS 150-1310 GENERAL FUND Non-Departmental Community Promotion (Carlsbad Convention and Visitor's Bureau) Community Contributions Beach Parking Hiring Center Dues and Subscriptions Property Tax, LAFCO, & Other Admin. Fees Misc Expenditures Total Non-Departmental Expenditures Transfers Golf Course Contribution Hosp Grove Debt Service Infrastructure Replacement Fund Transfer to Storm Water Program Management Incentive Pay (Adopted budget) Transfer to Capital Improvement Program Misc / Transfers Out Total General Fund Transfers Contingencies Contingencies (Adopted budget) GENERAL FUND TOTAL CARLSBAD COMMUNITY CONTRIBUTIONS Community Activity Grants 1999-00 ACTUAL $369,972 1 1 ,460 0 76,673 33,535 239,252 37,761 768,653 600,000 800,000 2,000,000 0 0 7,000,000 652,949 10,400,000 4,000,000 $15,168,653 FUND 34,022 2000-01 ACTUAL $370,279 0 0 82,583 40,993 270,692 61,529 826,076 600,000 800,000 3,000,000 0 0 4,300,000 106,400 8,700,000 4,300,000 $13,826,076 49,351 2001-02 BUDGET $507,959 82,120 36,000 85,849 65,600 296,000 0 1,073,528 0 800,000 3,000,000 1,873,190 460,000 1,500,000 0 7,633,190 3,987,320 $12,694,038 65,000 2002-03 BUDGET $363,000 11,235 36,000 85,849 62,400 383,400 0 941,884 600,000 800,000 3,500,000 1,076,419 500,000 0 0 6,476,419 2,500,000 $9,918,303 60,500 B-52 PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUt±miVtE, POSITIONS v H' „-" ' ",;L HOURLY/FTE POSITIONS : " :, , 1999-2000 ACTUAL 17,261,191 4,145,869 282,844 21,689,904 '- • 213,75 2,90 2000-01 ACTUAL 18,557,392 4,685,951 337,609 2001-02 BUDGET 19,948,868 6,820,577 550,777 2002-03 BUDGET 21,477,378 6,553,027 804,056 23,580,952) 27,320,222| 28,834,461 ' -. ' '"' 217.75 2,43 ,222.75 2.65 • 229.75 3.67 Police 60% B-53 PROGRAM: FUND: PROGRAM GROUP: POLICE GENERAL POLICE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1999-2000 ACTUAL 10,124,737 2,806,964 197,136 2000-01 ACTUAL 10,731,244 3,104,807 187,981 2001-02 BUDGET 11,876,032 4,452,905 157,147 2002-03 BUDGET 13,018,757 4,209,645 156,000 13,128,837[ 14,024,032) 16,486,084| 17,384,402 134.00 1.90 138.00 1.43 143.00 1.65 150.00 2.50 MISSION STATEMENT: With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. In doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion; we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal integrity, common purpose and support of each other as essentials to an effective and productive work environment; and we provide leadership in our profession as an example for all law enforcement and to guarantee the best possible service to our citizens. PERFORMANCE/WORKLOAD MEASURES: 2001 Average Response Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. In 2001, we responded on average faster to priority one calls than our goal. Priority one calls made up less than one percent of our total call volume in 2001. Priority two (urgent calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average response time in 2001 to the lowest priority call was approximately 22 minutes. Priority # 1 2 3 5.7 11.7 0 5 22,6 10 15 20 2 MINUTES Citizen Satisfaction In an effort to provide the best service possible to the community, the Carlsbad Police Department has been surveying victims of crime since 1991. This survey helps the department measure satisfaction and obtains feedback from citizens who have had contact with our department. Over 4,000 responses have been received to-date. 911 Dispatcher Officers Detectives Records Administration 4.4 4.7 4.4 4.5 4.5 1 Poor 3 Good 4 5 Excellent B-54 PROGRAM: FUND: PROGRAM GROUP: POLICE GENERAL POLICE PAGE TWO SUMMARY PERFORMANCE/WORKLOAD MEASURES (Continued): Crime The Police Department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery, aggravated assault, burglary, larceny/theft, and motor vehicle theft. 40 30 20 1 0 37.3 3 1 .0 28 .2 25.1 22.3 1997 1998 1999 2000 2001 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 account, the FBI index crime rate for 2001 was likely the lowest on record and less than half of what it was 10 years earlier. • Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less, in 2001, we responded on average faster to priority one calls than our goal (5.7 minutes). • The School Resource Officer program was expanded to include middle schools. The School Resource Officer program places an officer in our local schools to deter crime through enforcement and to create positive interaction between the department, students, parents, and 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 Museum's "Tools for Tolerance" program, enhancements to the department's hostage negotiation response, an additional radar trailer to monitor speeding in neighborhoods, and drug court support. • A comprehensive review of unsolved, old violent crime cases was conducted to determine viability of DNA evidence. • A citywide drill to increase critical incident capability was held. B-55 PROGRAM: POLICE PAGE THREE FUND: GENERAL PROGRAM GROUP: POLICE SUMMARY • The department worked in conjunction with local schools to develop plans for police response to school incidents. • The efficiency of police officer training was improved with the development of a well-managed and cost effective training plan. • A new program focusing on traffic safety education in the secondary schools was implemented. KEY GOALS FOR 2002-03: Top Quality 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 services. 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. Learning • Expand traffic safety education in local schools. B-56 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL POLICE ACCT NO. 0012110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIM&F'OSfffONS'.'t,,, •--•: ' HOURLY/FTE POSITIONS 1999-2000 ACTUAL 294,487 459,542 4,897 2000-01 ACTUAL 323,563 591,989 0 758,926| 915,552 3.00 0.00 3.00 ,0,00 2001-02 BUDGET 312,010 1,225,033 0 2002-03 BUDGET 310,807 1,024,546 0 1,537,043] 1,335,353 3.00 0.00 ; 3.00 0.00 WORK PROGRAM: Develop and administer functions and programs that support the City's and the Police Department's statement of values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions. Establish policies and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Service Programs • Develop and manage programs, which reduce crime, encourage citizen participation and improve Community safety. Organization • Assist staff with individual and group development. Division Support • Provide support to divisions to assist with meeting goals. Leadership • Provide department staff with the knowledge and training necessary to carry out the department's mission. SIGNIFICANT CHANGES: None. B-57 PROGRAM: FUND: PROGRAM GROUP: FIELD OPERATIONS GENERAL POLICE ACCT NO. 0012120 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME' POSITIONS. •.,' • •=- . HQURLY/FTE POSITIONS 1999-2000 ACTUAL 4,642,016 707,273 58,583 5,407,872 57.00 0.00 2000-01 ACTUAL 4,927,952 679,149 95,896 5,702,997 .59.00 0.00 2001-02 BUDGET 5,184,798 786,962 43,967 6,015,727 : 60.00 0.00 2002-03 BUDGET 5,499,226 728,052 46,000 6,273,278 . 62.00 0.00 WORK PROGRAM: Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special enforcement to the community. Enforce laws and ordinances, preserve the peace and provide for the protection of life and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service • Respond to calls for emergency and non-emergency services. • Investigate crimes. • Enforce City ordinances. Reports • Take reports including crime, arrest, collisions, incident, citation, and field interview. Response Time • Respond to priority one calls in less than six minutes. WORKLOAD STATISTICS: Calls for Service Cases Average Priority One Response (in minutes) CY1998 67,076 9,083 5.6 CY1999 67,284 8,338 5.2 CY2000 64,366 8,381 5.1 CY2001 68,798 9,050 5.7 SIGNIFICANT CHANGES: In order to maintain service levels, two new patrol officers have been added. B-58 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES GENERAL POLICE ACCT NO. 0012121-23, 2125, 2142 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSlTfOHS. , .;; H0URE.Y/FTE POSITIONS 1999-2000 ACTUAL 824,191 244,842 4,400 1,073,433 ,12.00 0:50 2000-01 ACTUAL 971,551 304,575 10,058 2001-02 BUDGET 1 ,207,724 338,700 82,464 2002-03 BUDGET 1,399,963 390,397 55,500 1, 286,1 84| 1,628,888j 1,845,860 : '1.3.00 0.50 14.00 0.50 16.00 0.50 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 Program • Provide support to the members of the Police Department and help enhance Community safety and security through education and crime prevention. Reserve Program • Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment as transport, cover, or working with officers. Lagoon Patrol • Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City's trail systems and in the City's parks. Crime Prevention • Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help reduce the rear of crime through the dissemination of information. PROGRAM ACTIVITIES: Traffic • Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide. • Conduct accident investigations to document location, time and cause of traffic collisions in order to provide targeted traffic enforcement. • Provide data for traffic engineering. Senior Volunteer Patrol • Conduct crime prevention patrols. • Assist with traffic control and special events. • Conduct education activities in the community. • Provide regular contact for homebound citizens. In-House Volunteers • Provide general clerical assistance. • Provide data entry assistance. • Contact crime victims. • Provide assistance with special assignments and projects. B-59 PROGRAM: COMMUNITY SERVICES PAGE TWO FUND: GENERAL PROGRAM GROUP: POLICE ACCTNO. 0012121-23,2125,2142 PROGRAM ACTIVITIES (Continued) Reserves • Provide special detail assistance to all divisions of the Police Department. • Provide service to the spring and fall fairs, Oktoberfest, marathon, and other special events. • Provide assistance with follow-up and special investigations for traffic officers and detectives. Lagoon Patrol • Enforce boating regulations. • Monitor recreational boating operation on Agua Hedionda Lagoon. • Patrol lagoon, trail, and park areas. • Assist stranded boaters on Aqua Hedionda Lagoon. Crime Prevention • Target all groups within the community including crime victims and utilize community forums, surveys, media, newsletters, and direct mailings. • Create and implement education and awareness programs that reduce the threat of crime and enhance safety and security. WORKLOAD STATISTICS: CY1998 CY1999 CY2000 CY2001 Injury 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: FUND: PROGRAM GROUP: CANINE GENERAL POLICE ACCTNO. 0012124 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUttTIMErPOSiTIONS''" ' "' V." '< HOURLY/FTE POSITIONS , 1999-2000 ACTUAL 380,472 81,167 6,465 2000-01 ACTUAL 344,336 85,273 0 2001-02 BUDGET 352,051 82,984 0 2002-03 BUDGET 374,242 84,140 0 468,1 04| 429,609| 435,035| 458,382 .'>- ' „. -'4,00 0.00 4.00 0.00 " 4.00 0.00 r " ,- 4.00 0,00 WORK PROGRAM: Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate hidden suspects while providing greater officer safety through the use of trained Police dogs. PROGRAM ACTIVITIES: • Enforce laws throughout the City. • Provide canine coverage on each patrol watch. • Patrol remote areas using 4x4 vehicles. • Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of Police canine teams. SIGNIFICANT CHANGES: None. B-61 PROGRAM: FUND: PROGRAM GROUP: INVESTIGATIONS / FIELD EVIDENCE GENERAL POLICE ACCT NO. 0012126-2130 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL RM TIME POSITIONS ,: . HOURE.WFTE POSITIONS 1999-2000 ACTUAL 1,180,726 222,490 2,730 1 ,405,946 14.00 0.90 2000-01 ACTUAL 880,022 187,869 0 1,067,891 •11.00 0.50 2001-02 BUDGET 1 ,027,408 215,338 27,500 2002-03 BUDGET 1,098,241 203,820 0 1,270,246] 1,302,061 12.00 0.50 = 12.00 -1.00 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 property; process property and evidence. Field Evidence To collect and process evidence collected in the field by police employees. Evidence may include fingerprints, photographs, plaster casting, bodily fluids, and other items. WORKLOAD STATISTICS: Violent Crime Clearance Rate Property Crime Clearance Rate Property Recovery Rate SIGNIFICANT CHANGES: Part-time assistance has been added to handle the increase in evidence processing. CY1998 48% 22% 26% CY1999 45% 21% 26% CY2000 56% 19% 38% B-62 PROGRAM: FUND: PROGRAM GROUP: VICE/NARCOTICS GENERAL POLICE ACCTNO. 0012131 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL;TIM6:POSrriONS * •' ~ . -"' •• '.". . HOURLY/FTE POSITIONS . 'V 1999-2000 ACTUAL 307,012 66,193 0 373,205 / -">' ,3.00 0.00 2000-01 ACTUAL 367,070 76,196 44,091 487,357 4.00 0.00 2001-02 BUDGET 464,579 116,102 0 580,681 \ - 4.00 , • o.oo 2002-03 BUDGET 565,798 80,705 0 646,503 * 4.00 0.00 WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities. WORKLOAD STATISTICS: Felony and Misdemeanor Arrests SIGNIFICANT CHANGES: CY1998 123 CY1999 179 CY 2000 117 CY2001 230 Includes overtime for tactical response team training and operations. B-63 PROGRAM: FUND: PROGRAM GROUP: YOUTH / SCHOOL PROGRAMS GENERAL POLICE ACCT NO. 0012132,41,43 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS HOURLY/FTE POSITIONS 1999-2000 ACTUAL 406,974 99,789 7,187 2000-01 ACTUAL 444,023 93,770 26,149 513,950| 563,942 6.00 0.00 6.00 0.30 2001-02 BUDGET 484,175 161,980 193 646,348 6,00 . . 0.50 2002-03 BUDGET 502,667 163,735 0 666,402 . . 6.00 , 0.50 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. D.A.R.E Assist elementary and junior high school students in recognizing, and resisting, the pressures of drug use through education. PROGRAM ACTIVITIES: Police School Resource Officers • Maintain order and enforce laws on school campuses located within the City of Carlsbad. • Educate staff and students regarding laws pertaining to schools, child abuse and law enforcement in general. • Conduct follow-up investigations on juvenile and school-related crime. • Serve as a resource for school safety preparedness. D.A.R.E • Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high schools. • Assist schools and parents with drug abuse prevention programs SIGNIFICANT CHANGES: One DARE officer position was converted to a School Resource Officer position at the request of Carlsbad Unified School District. B-64 PROGRAM: FUND: PROGRAM GROUP: PROPERTY AND EVIDENCE / RECORDS GENERAL POLICE ACCTNO. 0012133,2145 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FLJLtTlME; POSITIONS • , '' v HOURLY/FTE POSITIONS 1999-2000 ACTUAL 292,920 52,465 6,616 352,001 •* "7,00 ' 0.50 2000-01 ACTUAL 311,784 54,675 554 2001-02 BUDGET 353,395 61,960 998 367,013] 416,353 — ,7.00 "• ' 0.13 7.00 0.15 2002-03 BUDGET 366,573 66,965 0 433,538 7.00 0.00 WORK PROGRAM: Property and Evidence Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by the department. Records Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data entry into the ARJIS system and for Statewide reporting of crime information; responsible for public reception, information and fingerprinting services for the public. PROGRAM ACTIVITIES: Property and Evidence • Physically maintain and accurately track all property and evidence. • Return property to lawful owners. • Dispose of property according to law. Records • Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports. WORKLOAD STATISTICS: Police Cases SIGNIFICANT CHANGES: None. CY1998 9,083 CY1999 8,338 CY2000 8,381 CY2Q01 9,050 B-65 PROGRAM: FUND: PROGRAM GROUP: FAMILY SERVICES GENERAL POLICE ACCTNO. 0012134 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL HJliJlFIME PdSlTJpNS' .'-, >- HOURLY/FTE ROSff FONS 1999-2000 ACTUAL 344,764 9,376 0 2000-01 ACTUAL 350,550 7,476 0 2001-02 BUDGET 364,665 24,780 0 2002-03 BUDGET 379,558 25,600 0 354,1401 358,026| 389,445| 405,158 ; - 4.00 ->\ • , o.oo 4.00 0-00 ,4.00 0.00 ^4.00 . : Q.OO WORK PROGRAM: Provide follow-up investigation leading to the identification and apprehension of persons responsible for the commission of crimes relating to juvenile offenders, juvenile victims and domestic violence incidents. Provide coordination of the criminal justice process as it related to prevention, education, diversion, and enforcement. PROGRAM ACTIVITIES: • Investigate and follow-up on crime and incident reports as they relate to all phases of the family. • Assist in the coordination of diversion, prevention and education activities offered by the department such as DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: None. B-66 PROGRAM: FUND: PROGRAM GROUP: TASK FORCE GENERAL POLICE ACCTNO. 0012135 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL -TIME POSITIONS HQURtY/FTE POSITIONS - 1999-2000 ACTUAL 0 0 0 0 0,00 0:00 2000-01 ACTUAL 314,666 0 0 314,666 - .. ' 3,00 0.00 2001-02 BUDGET 275,092 5,995 0 2002-03 BUDGET 373,196 13,610 29,000 281,087] 415,806 3.00 0.00 4,00 0.00 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. B-67 PROGRAM: FUND: PROGRAM GROUP: SUPPORT OPERATIONS GENERAL POLICE ACCTNO. 0012140 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL HUiL'TliEP'OSmONS . "•?•'-•' HOURLY/FTE PORTIONS ' : ' y - 1999-2000 ACTUAL 450,818 748,863 0 1,199,681 - 6.00 0:00 2000-01 ACTUAL 452,361 908,854 2,280 1,363,495 6.00 0.00 2001-02 BUDGET 467,925 1,212,777 25 1,680,727 : 6,00 0,00 2002-03 BUDGET 511,073 1,243,545 4,000 1,758,618 I, 6.00 :! ''- -0.50 WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination and personnel recruitment and hiring. PROGRAM ACTIVITIES: • Coordinate all department training. • Recruit new employees. • Organize testing programs and conduct POST mandated pre-employment investigations. • Maintain and develop the department's automated systems such as CAD, ARJIS 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. B-68 PROGRAM: FUND: PROGRAM GROUP: COMMUNICATIONS CENTER GENERAL POLICE ACCTNO. 0012144 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL IMPOSITIONS. ; HOURLY/FTE POSITIONS 1999-2000 ACTUAL 887,152 79,970 2,007 969,129 , ,',, -16.00 .0.00 2000-01 ACTUAL 900,296 82,960 1,279 984,535 i,,,;;; -16.00 Q.QQ 2001-02 BUDGET 1,077,468 133,270 0 2002-03 BUDGET 1,290,372 139,030 1,500 1,210,738) 1,430,902 16.00 ' 0,00 18.00 0.00 WORK PROGRAM: Provide Police and Fire communications including answering calls for service and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: • Provide routine and emergency communications service to Police, Fire and emergency medical programs. WORKLOAD STATISTICS: CY1998 CY1999 CY 2000 CY2001 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. B-69 PROGRAM: FUND: PROGRAM GROUP: VARIOUS ASSET FORFEITURE POLICE ACCTNO. 1212110 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIMEPOSITIONS = „ HOURLY/FTE POSITIONS : ( 1999-2000 ACTUAL 6,620 34,711 104,251 2000-01 ACTUAL 270 28,553 7,674 2001-02 BUDGET 55,426 75,176 0 2002-03 BUDGET 7,000 38,000 20,000 145,582| 36.497J 130,602) 65,000 0.00 0.00 ,0.00 0.00 0.00 0.00 0.00 0.00 WORK PROGRAM: The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be used to supplant existing budgets. SIGNIFICANT CHANGES: 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. B-70 PROGRAM: FUND: PROGRAM GROUP: BICYCLE PATROL COPS GRANT POLICE ACCTNO. 123XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS, ; ,V" *'' >'• HOURLY/FTE POSITIONS 1999-2000 ACTUAL 106,585 283 0 106,868 , '- ',2.00 0.00 2000-01 ACTUAL 142,800 3,468 0 146,268 : :- ,. 2,00 0.00 2001-02 BUDGET 249,316 11,848 2,000 263,164 " , „ ,4.00 0.00 2002-03 BUDGET 340,041 7,500 0 347,541 4.00 0.00 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. B-71 PROGRAM: REFUND: PROGRAM GROUP: FIRE GENERAL FIRE SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FU&tflME POSITIONS . <:: • >. '.•; - HKXJRtY/FFE RCSITIONS 1999-2000 ACTUAL 7,136,454 1,338,905 85,708 8,561,067 .: -. ?7a75 1.00 2000-01 ACTUAL 7,826,148 1,581,144 149,628 9,556,920 79J5 1.00 2001-02 BUDGET 8,072,836 2,367,672 393,630 2002-03 BUDGET 8,458,621 2,343,382 648,056 10,834,138| 11,450,059 •..V-. .-79.7,5 1.00 79.75 1.17 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 J I 1.00 2.00 3.00 4.00 5.00 Not Poor Fair Good Excellent Acceptable Total Incidents By Year 1997 1998 1999 2000 2001 4.55 4.68 4.78 4.81 4.98 (Priority 1 average response time in minutes) Customer Service Ratings: The above chart shows our customer satisfaction level for 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. Incidents & Response Times: The Fire Department average response time in 2001 was 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 10-year Financial Plan. • Received delivery of three new medic units (ambulances). • Assisted in conducting a Critical Incident/Emergency Operations Center drill. • Hired and/or promoted fourteen personnel. • Completed the installation of Automatic External Defibrillators in all major city facilities and certified employees at each facility on their use. • Received certification of our Rescue Unit at the Medium Rescue level by the state Office of Emergency Services. B-72 PROGRAM: FIRE PAGE TWO REFUND: GENERAL PROGRAM GROUP: FIRE SUMMARY KEY GOALS FOR 2002-03: • Determine the feasibility of utilizing the inactive treatment facility on Tamarack Avenue as a multi-use training facility. • Evaluate the need and means for providing additional or modified ambulance services in the City. • Continue to proceed with the relocation of Fire Station 6 in the southeast section of the City. B-73 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL FIRE ACCT NO. 0012210 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL POtE-T [ME POSITIONS , , ttQURLY/FTE POSITIONS 1999-2000 ACTUAL 297,491 310,434 50,435 658,360 3.75 0.00 2000-01 ACTUAL 321,922 365,984 34,561 2001-02 BUDGET 344,009 744,194 99,089 722,467| 1,187,292 , ,' ' 'J3,75 0.00 "', -. 3.75 0.00 2002-03 BUDGET 339,593 836,109 556,456 1,732,158 '<••"• '3.75 0.00 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. Planning Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire services. • 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. B-74 PROGRAM: FUND: PROGRAM GROUP: EMERGENCY OPERATIONS GENERAL FIRE ACCTNO. 0012220 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL ftME\POSiTIGNS . , HOURLY/FTE POSITIONS ' 1999-2000 ACTUAL 6,466,699 868,445 27,329 7,362,473 ,, 71DO, OJOO 2000-01 ACTUAL 7,096,237 1,013,885 94,975 8,205,097 71,00 0.00 2001-02 BUDGET 7,270,343 1,206,846 291,541 2002-03 BUDGET 7,624,930 1,198,405 90,000 8,768,730] 8,913,335 71.00 0.00 7100 0.00 WORK PROGRAM: Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emergency Response 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 response 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. Service Operations personnel will maintain a positive community profile of service, friendliness and responsiveness. • Engine companies to participate in public education programs, special community events and code enforcement inspections on an annual basis. SIGNIFICANT CHANGES: None. B-75 PROGRAM: FUND: PROGRAM GROUP: PREVENTION GENERAL FIRE ACCT NO. 0012225 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUklTfMEiPDSJTiONS' „ HOURLY/FTE POSITIONS 1999-2000 ACTUAL 372,264 32,484 2,136 2000-01 ACTUAL 407,989 44,840 20,092 406,884| 472,921 : , ,.--: 5.00 1.00 , - 5.00 1.00 2001-02 BUDGET 458,484 155,190 3,000 2002-03 BUDGET 494,098 50,690 0 616,674| 544,788 5.00 1.00 ''-''• " '--, -5.00 4 - ~ 1.17 WORK PROGRAM: Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection Engineering. PROGRAM ACTIVITIES: Enforcement and Engineering Provide code enforcement occupancy inspections in existing public buildings and those under construction. Provide training and administrative support for engine company code enforcement activities. Conduct periodic fire inspections in commercial, industrial and multi-family residential buildings. Perform code compliance reviews on construction plan submittals within 10 days. Perform new construction inspections within 24 hours of request. Conduct code compliance inspections in licensed care facilities. Respond to citizen hazard inquiries and complaints. SIGNIFICANT CHANGES: 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: FUND: PROGRAM GROUP: WEED ABATEMENT GENERAL FIRE ACCT NO. 0012235 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULUJIME POSITIONS- , » HOURLY/FTE POSITIONS 1999-2000 ACTUAL 0 73,178 0 2000-01 ACTUAL 0 96,883 0 2001-02 BUDGET 0 136,304 0 2002-03 BUDGET 0 137,250 0 73,178] 96,883^ 136,304| 137,250 0,00 0.00 0.00 Q;00 ^ 0.00 0.00 0.00 0.00 WORK PROGRAM: Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement program. PROGRAM ACTIVITIES: Hazard Identification Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. • Select 500-1100 parcels for clearance. • Obtain City Council approval for abatement. • Mail notices to property owners. Hazard Abatement Ensure effective abatement of hazards identified. • Inspect all property noticed. • During May through July, clean all property not previously abated by owners. • Manage contractor performance and payment system. • Obtain City Council approval to place abatement costs onto individuals property tax roll in July. • Submit charges to County Auditor for recovery by property tax billing by August. SIGNIFICANT CHANGES: None. B-77 PROGRAM: FUND: PROGRAM GROUP: DISASTER PREPAREDNESS GENERAL FIRE ACCT NO. 0012240 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUtiLTJME.iJQSlTIONS " .•,,/". HOURL'tiTTE'feOSITIONS 1999-2000 ACTUAL 0 54,364 5,808 60,172 • ,;• '-• , ,0.00 : -Q.QQ 2000-01 ACTUAL 0 59,552 0 59,552 - 0.00 UOO 2001-02 BUDGET 0 125,138 0 125,138 ; ,j: 0.00 v " ' ' 0.00 2002-03 BUDGET 0 120,928 1,600 122,528 4-, , 0.00 * * ' , 0.00 WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man caused disasters. PROGRAM ACTIVITIES: Training and Education Conduct classroom and simulation training sessions for all key City staff members. • Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements. • Continue providing basic emergency response training to all City employees. Planning 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." Inter-Agency Coordination • Represent the interests of the City on the County Unified Disaster Council. SIGNIFICANT CHANGES: None. B-78 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY DEVELOPMENT VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME, POSITIONS ; . : r, , . : HOURLV/FTE POSITIONS . 1999-2000 ACTUAL 3,905,600 6,516,065 4,284,099 2000-01 ACTUAL 4,085,696 6,772,712 170,780 14,705,764L 11,029,188 , 53.75 1.50 , 53.75 1.50 2001-02 BUDGET 4,528,958 9,094,463 1,278,384 2002-03 BUDGET 4,811,481 9,038,214 401,032 14,901,805| 14,250,727 64.00 3.00 :, 54.00 4.14 Building Inspection Economic 14% Development 1% Redevelop- ment 17% Planning 21% Comm. Dev Admin. Ge°9raPhic 4o, Information 2% Housing Section 8 34% CDBG Housing / Trusto2% B-79 PROGRAM: FUND: PROGRAM GROUP: ADMINISTRATION GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME; POSITION /; • . HOBBLY/FTE-POSITIONS , 1999-2000 ACTUAL 359,888 88,360 1,423 449,671 ' ;s':,3.75 P.GQ 2000-01 ACTUAL 329,846 128,393 7,993 2001-02 BUDGET 267,214 182,838 54,470 2002-03 BUDGET 273,744 192,040 15,026 466,232| 504,522[ 480,810 , : 3.75 0,00 : , 3.00 , 0.00 3.00 0.00 MISSION STATEMENT: The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and respect for diversity. We enhance the health, safety, welfare, and the quality of life for people at all economic levels that live, work, or visit Carlsbad by providing for: • Development of high quality projects and public facilities. • 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 Service Area (MSA) in accomplishing individual goals. The Director also removes roadblocks, coordinates between departments with competing or conflicting priorities, manages resource allocation and other support efforts. KEY GOALS FOR 2002-03: Top Quality Services 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 service. Participate in the Carlsbad Emergency Management Administrative Team (CEMAT). Participate in Performance Measurement Resource Team. Balanced Community Development • 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 Carlsbad. • 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. B-80 PROGRAM: ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 KEY GOALS FOR 2002-03 (Continued): Parks/Open Space/Trails • Northeast park site acquisition. • Comprehensive and qualitative open space management. • Batiquitos Lagoon maintenance administration. Environmental Management • Community and City environmental consciousness. Communication • Additional emphasis on employee development and communication skills. Learning • Continuity of Community Development leadership through succession planning. SIGNIFICANT CHANGES: None. B-81 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING ACCT NO. 0013210/0013220 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS ;: , ; HOURtY/FTE POSITIONS 1999-2000 ACTUAL 1,731,671 514,196 19,181 2000-01 ACTUAL 1,825,764 420,829 399 2001-02 BUDGET 2,061,031 998,468 165,520 2002-03 BUDGET 2,286,680 980,907 0 2,265,048] 2,246,992| 3,225,019| 3,267,587 :> -V "•; ' 24,00 ' : '••••' :'.' 1:00 24.00 1.00 ;. . 25.00 2.00 1 25.00 . 2:00 MISSION STATEMENT: The Planning Department's mission is to guide the planned physical development of the City in a manner that preserves the quality of life for its citizens. PROGRAM ACTIVITIES: Implementation of General Plan • Ensure that all new planning programs and development projects comply with the General Plan. Review of Development Projects • Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all development proposals with the City's zoning, subdivision and environmental ordinances. Update development standards as needed. Preparation of Special Studies and Policy Review • Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council and Planning Commission regarding policy matters related to planning and development in the City. Implementation of Growth Management Plan • Ensure that all development complies with the performance standards of the Growth Management Plan. PERFORMANCE OBJECTIVES: • Implement programs contained in the updated General Plan. • Continue to address issues relating to endangered species and implementation of the Habitat Management Plan. • Ensure timely processing/review of projects in the City. • Assist in administering the Growth Management Program, including on-going monitoring of activities. B-82 PROGRAM: FUND: PROGRAM GROUP: LAND USE PLANNING & PLANNING COMMISSION GENERAL PLANNING PAGE TWO ACCT NO. 0013210/0013220 Number of Planning Applications Considered by the Planning Commission: IstQtr 2ndQtr 3rd Qtr 4th Qtr 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 Permits/Programs, 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. • Continued processing of the Habitat Management Plan. • Participated in the preparation of the Livable Communities Program including the update of the P.O. Ordinance. • Completed a training program for the planning Commission. • Completed the Comprehensive amendment/update of the sign ordinance. KEY DEPARTMENT GOALS FOR 2002-03: • Ensure top-quality services to our customers and citizens. • Ensure that all development projects comply with City planning codes and policies. • Continue to review all procedures and systems to ensure the timely processing of all applications, particularly ones that create economic opportunities. • Provide strategic advice regarding land use and long-term planning in the City. • 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 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. B-83 PROGRAM: FUND: PROGRAM GROUP: GEOGRAPHIC INFORMATION SYSTEM GENERAL COMMUNITY DEVELOPMENT ACCT NO. 0013310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL HULL TIME, POSITIONS .-. '• ;' HOUftLY/FFE POSITIONS 1999-2000 ACTUAL 163,611 131,087 21,464 316,162 2.00 0.00 2000-01 ACTUAL 173,545 84,675 4,256 2001-02 BUDGET 185,600 149,150 809 262,476| 335,559 2.00 0.00 2.00 0.00 2002-03 BUDGET 201,418 104,240 0 305,658 2.00 0.50 MISSION STATEMENT: The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments and disseminates GIS processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: System Development • Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS staff, we continue to be able to effectively expand the GIS program to enable various City staff to use GIS technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public Works staff, using centralized GIS data and GIS software. Because of this increased use of GIS software, total service requests in FY2000 were reduced, before springing back in response to new user demand from Public Safety and Planning in FY 01 and 02. Database Development • Continue adding data layers to the enterprise-wide GIS, particularly in the areas of Public Works-related infrastructure (street lights, street trees, assessment districts, signage, traffic signals, storm water facilities, etc.) Database Maintenance • Maintain the various layers within the GIS by keeping them accurate and current. WORKLOAD STATISTICS: Number of Service Requests: FY2000 FY 2001 FY2002 (EsU 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 technology. • Continue to reduce the cycle time between request and delivery of products/services. • Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIS. • Develop the capability to search for, and select, information in the Document Management System (DMS) by 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. B-84 PROGRAM: FUND: PROGRAM GROUP: ECONOMIC DEVELOPMENT GENERAL COMMUNITY DEVELOPMENT ACCTNO. 0013510 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUkL'TFME POSITIONS ,;:! '. ; HOURLY/FTE POSITIONS 1999-2000 ACTUAL 103,057 58,195 0 2000-01 ACTUAL 109,612 24,263 0 2001-02 BUDGET 113,906 109,500 0 2002-03 BUDGET 113,337 136,795 0 161,252| 133,875] 223,406| 250,132 1,00 0.00 . 1.00 0.00 : 1.00 0-00 L__ 1-00 0.00 MISSION STATEMENT: Plan, organize and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program. PROGRAM ACTIVITIES: Land Use • Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance and promote economic development in Carlsbad. Public Policy • Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life and consider the fiscal needs of the City. Economic Resources • Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive effects they have on the Community. Promotion and Marketing • Support public and private activities that focus on attracting desirable businesses and industries to the City, and supports local tourism. Public Relations and Education • Provide opportunities for increased organizational, local business and citizen awareness of demographics and economic goals and activities. Real Estate Assets • Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real property. KEY ACHIEVEMENTS FOR 2001- 02: • Acquisition of Farmers Insurance Building. • Completion of Tourism Study. • Acquisition of properties adjacent to Pine School. 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. • Coordinate acquisition of real property associated with City Council goals. • Civic Center facilities planning. SIGNIFICANT CHANGES: Additional funds have been budgeted to conduct a facilities needs analysis. B-85 PROGRAM: FUND: PROGRAM GROUP: BUILDING INSPECTION GENERAL BUILDING INSPECTION ACCTNO. 0013610 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUtCTtME POSITIONS HOURLY/REPOSITIONS 1999-2000 ACTUAL 884,880 831,918 8,113 1,724,911 13.00 0.50 2000-01 ACTUAL 952,126 786,131 0 1,738,257 13.00 0.50 2001-02 BUDGET 1,116,738 933,360 4,800 2,054,898 13.00 1,00 2002-03 BUDGET 1,147,437 709,089 17,000 1,873,526 13;00 1.00 WORK PROGRAM: The Building Department reviews applications for building permits, routes applications to applicable departments, issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The department also provides code enforcement services for the City for zoning, housing, building, and other Municipal Code violations. PROGRAM ACTIVITIES: • Receipt of building permit applications, coordination of building permit approvals, issuance of building permits, inspection of new and remodeled structures, and related code enforcement activities. PERFORMANCE MEASURES: • The department tracks inspections per day, per field inspector, and a number of other statistical reports associated with workloads. Customer service satisfaction levels for field inspections are also surveyed. • The code enforcement monthly report tracks the number of days it takes to close various complaint categories. 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 calls the next working day. • Continue to develop and implement an internship program for building inspectors. • Provide 40 hours of staff development training for each employee. SIGNIFICANT CHANGES: None. B-86 PROGRAM: FUND: DEPARTMENT: HOUSING AND REDEVELOPMENT VARIOUS HOUSING AND REDEVELOPMENT SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUll TIME POSITIONS- •••'. , * ~ ! ' HOURLY/FTE POSITIONS ' :-; 1999-2000 ACTUAL 662,493 4,892,309 4,233,918 2000-01 ACTUAL 694,803 5,328,421 158,132 2001-02 BUDGET 784,469 6,721,147 1,052,785 9,788,720| 6,181,356| 8,558,401 ' 10.00 0,00 r - 10.00 0.00 10.00 0.00 2002-03 BUDGET 788,865 6,915,143 369,006 8,073,014 10.00 0.64 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing • Rental Assistance • Homebuyers Assistance • New Construction • Rehabilitation Enhancing Opportunities • Career Development • Plans • Innovation • Goals Promoting Business Development • Jobs • Sales Tax • New Products • State Funds Creating a Community Spirit • Transportation • Education • Social Services • Family Self-Sufficiency Village Vision • Creativity • Expansions • Revitalization • Beautification Increasing Revenues • Federal Funds • Property Tax Excellent Service B-87 PROGRAM: FUND: PROGRAM GROUP: AFFORDABLE HOUSING HOUSING TRUST FUND HOUSING AND REDEVELOPMENT ACCTNO. 1333421 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FiJLL TIME. POSITIONS : /; HOGRLf/FTE POSITIONS : : 1999-2000 ACTUAL 129,701 29,577 328,340 487,618 2:15 : 0.00 2000-01 ACTUAL 131,798 41,007 3,546 176,351 2.15 0.00 2001-02 BUDGET 129,260 145,270 7,691 282,221 1;47 0.00 2002-03 BUDGET 125,314 128,424 1,425 255,163 ••; - .-.-• 1;47 0.17 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Programs 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 Housing Financial Assistance • Negotiate and prepare financial assistance and loan documents for construction of single and multi-family affordable housing projects. Inclusionarv Housing • Implement the Inclusionary Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance. • Negotiate and prepare affordable housing agreements. • Monitor the development and operation of affordable housing developments, WORKLOAD STATISTICS: • Affordable Housing Units Approved: • Affordable Housing Units Construction Starts: • Financial Assistance to Affordable Housing Projects: KEY GOALS FOR 2002-03: 99-00 00-01 26 units 36 units 97 units 92 units $2,216,000 $1,135,000 EST. 01-02 286 units 182 units $2,860,000 EST. 02-03 154 units 180 units $3,220,000 Learning Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through enhanced community dialogue. • Perform public outreach by making presentations to citizen, business and service groups, serve on regional affordable housing committees and task forces, and make presentations at professional conferences about affordable housing programs and their benefits to the City of Carlsbad SIGNIFICANT CHANGES None. B-88 PROGRAM: FUND: PROGRAM GROUP: RENTAL ASSISTANCE HUD SECTION 8 HOUSING HOUSING & REDEVELOPMENT ACCT NO. 1903401 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUU/flME POSITIONS * ". „• o - ,. HQUREY/FTE POSITIONS ' '-' 1999-2000 ACTUAL 204,520 2,627,547 0 2000-01 ACTUAL 217,715 2,947,873 19,700 2001-02 BUDGET 293,728 4,439,423 21,627 2002-03 BUDGET 323,361 5,007,973 4,655 2,832,067] 3,185,288] 4,754,778j 5,335,989 ,3.50 0:00 .'••- • , • 3,50 0.00 4.80 0.00 4.93 0.30 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Section 8 Tenant-Based Rental Assistance • Provide federal funding to subsidize rents for 703 extremely-low and very-low income households. • 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 Administrative Plan, and the Public Housing Agency (PHA) Plan. • Achieve and maintain a lease rate that effectively utilizes funding allocation. Family Self-Sufficiency • Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic independence from welfare. • Assist families in identifying barriers to becoming self-sufficient. • Provide guidance to the family to establish a five-year goal and plan. • Coordinate needed support services and act as an advocate on behalf of the client. Community Opportunities Program • Collaborative effort among several local housing agencies. • Provide education and guidance to rental assistance participants to reach personal goals and career objectives, emphasizing housing opportunities in neighborhoods of choice. • Participate in ongoing implementation of program changes and marketing of the program to participants and owners in Carlsbad. PERFORMANCE/WORKLOAD MEASURES: • Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "high performer." • Achieve and maintain a lease rate utilizing 90-95% of allocated funds. • Update and revise Administrative Plan to adopt changes in federal regulations. • Expand rental assistance knowledge by conducting community workshops, providing owner and participant newsletters and conducting owner outreach presentations. SIGNIFICANT CHANGES: Received an additional 75 housing vouchers to assist extremely low-income households in Carlsbad. B-89 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY DEVELOPMENT BLOCK GRANT CDBG ENTITLEMENT HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/ 3917000 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL i=ULl.f)MEPQSmONS;,, ' ' • • HOURLY/FTE POSITIONS* , /t 1999-2000 ACTUAL 99,150 300,489 156,655 556,294 ' ", 1.50 0,00 2000-01 ACTUAL 102,951 299,357 121,884 524,192 ' •..«•:• '1,25 0:00 2001-02 BUDGET 99,297 318,461 1,001,541 1,419,299 •1.18 * 0.00 2002-03 BUDGET 103,162 306,179 360,551 769,892 . 1-11 :.• 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Community Development Block Grant Program • Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to identify activities to be included in the consolidated funding plan for the CDBG Program. • Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD) for approval. • Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding. • Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met. • Prepare consolidated annual performance and evaluation report for review and approval by City Council and HUD. PERFORMANCE MEASURES: • Hold four (4) public meetings to review and obtain comments on the City's CDBG Program. • Conduct selection process to identify a minimum of ten local public service agencies, which should be assisted with funding through the CDBG Program. • Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue receiving CDBG funds. KEY ACHIEVEMENTS 2001-02: • Identified potential property to purchase for development of affordable housing. • Improved projects were started and/or completed on facilities for the La Posada de Guadalupe Homeless Shelter. KEY GOALS FOR 2002-03: Top Quality Services • Provide timely responses that result in high customer satisfaction. SIGNIFICANT CHANGES: None. B-90 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS VILLAGE AREA REDEVELOPMENT AGENCY HOUSING & REDEVELOPMENT ACCTNO. 8013410/8023412 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULC TIME POSITIONS ,, -'• "• ,- HOORLY/FTE POSITIONS 1999-2000 ACTUAL 180,914 1,902,452 1,702,949 2000-01 ACTUAL 188,206 2,023,455 9,850 3,786,315] 2,221,511 -) v . 2.20 0.00 . 2.20 0:00 2001-02 BUDGET 153,410 1,424,817 16,134 1,594,361 1.56 0.00 2002-03 BUDGET 140,812 1,359,623 1,425 1,501,860 1.51 0.17 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implementation of the Carlsbad Village Redevelopment Master Plan • Coordination of project development and permit processing. • Administration of the Parking-ln-Lieu Fee Program. • Property acquisition for future redevelopment projects and facilitation of new development. Community Relations and Public Relations Program • Work with the Carlsbad Village Business Association and other business organizations to continue Community awareness and public relations activities on behalf of the Redevelopment Agency. • Continue implementation of the Village Beautification Program through coordination of maintenance efforts in the Village. . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail Station and surrounding properties. PERFORMANCE/WORKLOAD MEASURES: • Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects. • Process 10 sign permit applications. • Process five (5) preliminary review applications. « Facilitate the development of at least one "special opportunity project" 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 11 sign permit applications. • Processed 4 preliminary review 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 influences on North State St. B-91 PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO VILLAGE AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. so 13410/8023412 KEY GOALS FOR 2002-03: Finance • Process redevelopment permits for all types of projects within the Village Area, which represent high-quality development or redevelopment of properties and buildings. • Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private commercial and/or mixed-use development on North State Street. Transportation • Continue implementation of the Village Area Parking Program, which supports public/private partnerships in financing the maintenance and construction of public parking lots in centralized areas and will encourage visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist activities. « Execute the Village parking Plan (created last year) for removing impediments or otherwise enhancing existing public parking lots within the Village Redevelopment Area to ensure better or more full utilization by visitors/customers, business owners, employees, and/or commuters. • Develop a Village parking enhancement assessment to pursue various opportunities available to increase City owned public parking. Balanced Community Development (also affects Finance Goal) • Develop a financing and land use strategy (Redevelopment Operations Strategy) for the Village Redevelopment Area following the July 2006 expiration of the Redevelopment Plan. SIGNIFICANT CHANGES: None. B-92 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING VILLAGE AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8033420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS i HOURLY/FTE POSITIONS 1999-2000 ACTUAL 48,208 32,244 2,045,974 2,126,426 , :o.65 0.00 2000-01 ACTUAL 54,133 16,729 3,152 2001-02 BUDGET 50,374 60,426 2,972 74,014| 113,772 0.90 0.00 0.38 0.00 2002-03 BUDGET 32,408 56,904 380 89,692 0.37 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housing Project Processing Procedures • Continue development of affordable housing project processing procedures. Affordable Housing Project Coordination • Assist in the structure and implementation of affordable housing projects. Affordable Housing Education Program • Direct educational programs for citizens, businesses and government agencies interested in affordable housing. PERFORMANCE/WORKLOAD MEASURES: • Process at least three (3) requests for financial assistance through the Housing Policy Team. • Use existing low and moderate income housing funds to purchase property for an affordable housing project in, or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition of existing units and rehabilitation. • Participate in at least three (3) outreach programs, professional conferences and/or citizen and business groups on affordable housing. KEY GOALS FOR 2002-03: Top Quality Services • Continue to assist private developers to provide affordable housing as required by the Inclusionary Housing Ordinance. Finance • Attract and retain target industries, businesses and jobs that result in.improved economic health through the implementation of affordable housing programs which serve to enhance the jobs/housing balance within the Community. SIGNIFICANT CHANGES: None. B-93 PROGRAM: FUND: PROGRAM GROUP: REDEVELOPMENT OPERATIONS SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8103420/8113412 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS, , • > , ttOURLY/FTE POSITIONS 1999-2000 ACTUAL 0 0 0 2000-01 ACTUAL 0 0 0 2001-02 BUDGET 45,450 316,299 2,350 2002-03 BUDGET 50,580 46,457 475 L 0| 0| 364,099|_ 97,512 0.00 0.00 „ ,0.00 •: 0.00 0,5,0 0.00 0:46 0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement Redevelopment Plan for South Carlsbad Coastal Redevelopment Area • Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize excess property for projects that provide both a private and public benefit. • Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could provide for public recreational facilities and/or development of cultural facilities or other public facilities. • Revitalize, redevelop and/or generally clean-up the Ponto Area. • Enhance commercial and recreational functions/activities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCE/WORKLOAD MEASURES: • 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 Community Development • Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area. • Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area. SIGNIFICANT CHANGES: None. B-94 PROGRAM: FUND: PROGRAM GROUP: LOW/MODERATE INCOME HOUSING SOUTH CARLSBAD AREA REDEVELOPMENT AGENCY HOUSING AND REDEVELOPMENT ACCTNO. 8123420 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TiMe POSITIONS/ «„:;,: *„• ' HOURLY/FTE POSITIONS "-" ' 1999-2000 ACTUAL 0 0 0 2000-01 ACTUAL 0 0 0 2001-02 BUDGET 12,950 16,451 470 0| 0| 29,871 ''.'',, "y, • -I 0,00 0.00 '-' ,»•< ' t , O.GQ 0100 -.-•>. 0,11 0,00 2002-03 BUDGET 13,228 9,583 95 22,906 0.15 -0.00 MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Implement City-Wide Affordable Housing Programs • Affordable Housing Project Coordination for Inclusionary Housing Development. • Affordable Housing Education Activities. • Development of affordable housing programs. • Facilitation of development of new affordable housing projects. PERFORMANCE/WORKLOAD MEASURES: • Utilize low and moderate income housing funds to assist with the development and/or construction of at least one (1) new affordable housing project within the city limits of Carlsbad. • Develop Housing Plan for South Carlsbad Coastal Redevelopment Area. KEY GOALS FOR 2002-03: Balanced Community Development • Continue to assist private developers to provide affordable housing as required by the City's Inclusionary Housing Ordinance. • Implement affordable housing programs, which serve to enhance the jobs/housing balance within the community. SIGNIFICANT CHANGES: None. B-95 B-96 PROGRAM: FUND: PROGRAM GROUP: COMMUNITY SERVICES VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTiME POSITIONS •:.'' -.. HOURLY/FTE POSITIONS 1999-2000 ACTUAL 5,342,170 3,360,592 228,980 8,931,742 ' ..,-::.- -66,75 . . 111.70 2000-01 ACTUAL 6,315,466 4,897,699 186,373 11,399,538 72.75 123.35 2001-02 BUDGET 7,719,598 6,822,763 424,792 2002-03 BUDGET 8,298,170 5744,431 204,608 14,967,153| 14,247,209 80.00 120.66 84.75 119.91 Recreation 32% Seniors 5% Cultural Arts 6% Library 57% B-97 PROGRAM: FUND: PROGRAM GROUP: LIBRARY VARIOUS LIBRARY SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLttMEPOSITlONS... , HOURLY/FTE POSmONS 1999-2000 ACTUAL 2,907,768 1,571,982 69,736 2000-01 ACTUAL 3,657,162 2,907,332 31,352 4,549,486[ 6,595,846 ; ;. . . 40.75 62.88 41.75 73.58 2001-02 BUDGET 4,504,051 4,053,311 82,466 8,639,828 45.25 69.51 2002-03 BUDGET 4,750,173 3,318,813 97,514 8,166,500 48,00 :67.25 PROGRAM DESCRIPTION: The Carlsbad City Library provides educational, informational and recreational services for all community residents; provides both print and non-print resources that respond to the interests and needs of a diverse population; provides convenient access and adequate space for users and resources; and promotes a broad awareness of the library and its services. The library contributes to the enrichment of Carlsbad's citizens by supporting lifelong learning and the pursuit of knowledge. KEY ACHIEVEMENTS FOR 2001 - 02: Top-Quality Services • 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 enjoyment. • Completed the Library and Arts Cultural Plan. • Provided the library catalog online, linked to the City's website, provided online databases as well as 24/7 reference services. • 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 • 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. Learning • Published a new book, Windows on the Past: An illustrated History of Carlsbad, California, to commemorate the 50th anniversary of Carlsbad's city hood. • Planned and implemented Carlsbad's 50lh Anniversary 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 faire at the Dove Library. • Continued to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. • Participated in the continuing planning and development of the Carlsbad Citizens Academy, teaching members of the community about how the City organization operates. B-98 PROGRAM: LIBRARY PAGE TWO FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY KEY GOALS FOR 2002-03: Top-Quality Services • Complete installation and migration of the new automated library system. • Continue to provide a wide variety of lectures, concerts, and other programs for the entire community's enjoyment. • Develop and promote a system-wide volunteer program for the Carlsbad City Library. Communication • Participate in a new Citywide Communications Committee, which will guide and coordinate the City's communications efforts throughout the community. • Transform the current Community Services Brochure to include a quarterly City newsletter. • Research methods to use current cablecast capabilities to communicate with citizens. Learning • Continue to promote the Library's reading programs throughout local school districts. • Continue to provide and promote computer literacy throughout the community. • Coordinate with local school districts and other local agencies on the development of an annual educational faire at the Dove Library. • Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high school students. • Continue participation in the Carlsbad Citizen's Academy, teaching members of the community about how the City organization operates. B-99 PROGRAM: FUND: PROGRAM GROUP: GEORGINA COLE LIBRARY GENERAL LIBRARY ACCT NO. 0014010/0014015-16/0014035 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLIiMEPOSlTiONS . HO0RLY/FTE POSITIONS /: :: 1999-2000 ACTUAL 385,564 217,661 0 2000-01 ACTUAL 1,018,749 553,837 23,210 2001-02 BUDGET 1 ,249,494 668,117 2,786 2002-03 BUDGET 1,299,290 547,595 38,880 603,225) 1,595,796] 1,920,397] 1,885,765 , -9.75 '•"': 'V:.: 18.69 10.75 26.51 -.-. ,• :- • 1.1.75 23.20 : 12.50 22.70 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. Programming • 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. Library Management • Manage Cole Library, staff, volunteers, collection, and facility. Maintain awareness of the community. PERFORMANCE OBJECTIVES: • Schedule and supervise staff. • Hire and train new staff. • Prepare a monthly narrative and statistical summary of operation. • Actively maintain a current, topical print and non-print collection. • Maintain a safe and efficient facility. • Survey the needs of, and interact with, the members of the Community. • Respond to the needs of the community. SIGNIFICANT CHANGES: 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. B-100 PROGRAM: FUND: PROGRAM GROUP: DOVE LIBRARY GENERAL LIBRARY ACCTNO. 0014069-4095 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS" :.:; . . - /. - HOURLt/FTE POSITIONS 1999-2000 ACTUAL 1,660,383 485,561 8,003 2000-01 ACTUAL 1,750,511 1,260,709 7,463 2,153,947| 3,018,683 19.00 33.25 - = 19.00 35.78 2001-02 BUDGET 2,130,429 1,713,633 63,929 3,907,991 20.50 34.70 2002-03 BUDGET 2,259,670 1,635,058 35,379 3,930,107 21.50 33.70 WORK PROGRAM: The Dove Library is located in South Carlsbad. These services include print and non-print materials, reference services, computer labs for adults and children, special programs, an art gallery, the Friends of the Library bookstore, as well as an auditorium and meeting room. PROGRAM ACTIVITIES: Administration Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and facilities; manages all budget and fiscal matters; and coordinates relations with Local and State government, the Library Board, the Friends of the Library, the Carlsbad Library Foundation, and the Serra Cooperative Library System. • Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal records. • Manage programs, exhibits and all external public relations. • Handle grants and reports at Local and State levels. • Provide leadership for the Library's divisions. • Participate in and promote public education pertaining to historic areas and sites. • Recognize historic sites by identifying various sites with 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 Carisbad-by-the-Sea. • Enroll visually impaired patrons in the Braille Institute; order and provide talking book machines and tapes; exchange and provide repair for malfunctioning machines. Reference Reference Librarians assist the public with information needs, provide instruction in the use of resources and perform research for local business, government, and the public. Reference support staff checks in and organizes Library materials such as periodicals, pamphlets and maps for public use. • Respond to in-person and telephone reference questions, provide instruction classes and tours, select new and replacement materials, and facilitate book discussions. • Provide directional information and answer basic reference questions. • Manage a collection of 340 magazines and 32 newspapers and related back files. • Provide public instruction in the use of computer data bases, the Internet and other software programs available in the lab and the job and career center. B-101 PROGRAM: DOVE LIBRARY PAGE TWO FUND: GENERAL PROGRAM GROUP: LIBRARY ACCTNO. 0014069-4095 PROGRAM ACTIVITIES (Continued): Children's The Children's Division serves children from toddler through high school and introduces young people to the wonders of reading. The Division also assists teachers and adult students in education, child development, 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, group tours, and class visits. • Select new children's materials, both print and non-print, and provide collection maintenance and stack organization. There has been an increasingly heavy demand on our collection due to the rapid population growth in the community. • Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage creativity. Cooperative programs with the Centra de Informacion provide multi-cultural experiences. • Supports youth and parent Internet access and research. The lab offers age appropriate introductory sessions on Word, Power Point, and typing. A newsletter club has been established for young patrons. The lab strives to feature web sites and other educational resources. SIGNIFICANT CHANGES: One (1.0) part-time position has been converted to one full-time librarian in order to provide higher levels of customer service and more efficient use of staff time in the Children's division of the Dove Library. B-102 PROGRAM: FUND: PROGRAM GROUP: GENEALOGY/LOCAL HISTORY GENERAL LIBRARY ACCTNO. 0014025 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLttME-POSITiONS . : HOURLY/FFE POSITIONS 1999-2000 ACTUAL 64,993 2,949 19,715 2000-01 ACTUAL 82,405 9,047 0 87,657| 91,452 0.00 2;49 0.00 2.74 2001-02 BUDGET 125,548 8,295 5,306 139,149 0.00 3.00 2002-03 BUDGET 164,283 13,980 4,849 183,112 ; 1.00 2.75 WORK PROGRAM: The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance to the public. The division head manages the selection, classification and organization of a 20,000 volume collection, 8,000 microfilm rolls, 120,000 microfiche, and 100 compact discs. It is a collection of excellence that draws researchers from all over the nation. PROGRAM ACTIVITIES: General Reference Services • Genealogy and local history staff respond to in- person and telephone reference requests; provide individual patrons with general introduction to the collection; provide instruction on the use of OPAC and other finding aids, instruction on the use of various equipment including personal computers, microfilm/fiche readers and printers. Collection Development Activities • The staff participate in the Library's collection development/acquisitions by completing catalog checks, preparing order slips, receiving ordered items, preparing items to send to Technical Services, and receiving and shelving items from Technical Services. WORKLOAD STATISTICS: 1998-99 1999-00* 2000-01 2001-02 Reference Questions; 15,741 4,958 Computer Users: 2,323 854 20,520 1,524 In-House Usage: 22,868 9,068 Items Added: 666 600 1,016 23,000 2,600 59,435 60,000 1998-99 1999-00* 2000-01 2001-02 1,000 Coordination with NSDCGS • The North San Diego County Genealogical Society (NSDCGS) has been a support group for this collection for 20 years. The division works with and assists the Society in fund-raising for the acquisition of materials for the collection and in instructional programs. 1999 Programs: 41 2000* 45 2001 48 2002 50 *The Genealogy/Local History Section was closed September 1999 through April 2000 for the Cole Library remodel SIGNIFICANT CHANGES: Increase is due to full year funding for the Senior Librarian that was added in January 2002. B-103 PROGRAM: FUND: PROGRAM GROUP: CENTRO DE INFORMACION GENERAL LIBRARY ACCTNO. 0014030 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUUJIME'PGSmONScs . • i HOURC.Y/FTE POSiTfOWS '', 1999-2000 ACTUAL 86,238 2,974 0 89,212 1.00 1.11 2000-01 ACTUAL 91,345 2,255 0 93,600 1.00 1.11 2001-02 BUDGET 94,659 4,254 1,727 100,640 : .i;00 1.11 2002-03 BUDGET 111,540 2,720 0 114,260 •".,-'.' ,1.00 1.40 WORK PROGRAM: The Centra 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 Centre 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: Outreach • The Centra de Informacion is an active partner in community activities. The Centra offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents to make use of public library services. Programming • The Centra de Informacion responds to community information and educational needs by providing a variety of adult and children's programs. SIGNIFICANT CHANGES: None. WORKLOAD STATISTICS: 1997-98 1998-99 1999-00 2000-01 Individual Patron Visits: 24,250 21,584 20,300 20,328 1997-98 1998-99 1999-00 2000-01 Program Attendance: 3,721 3,700 3,496 3,288 B-104 PROGRAM: FUND: PROGRAM GROUP: TECHNICAL SERVICES GENERAL LIBRARY ACCTNO. 0014040 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TiME.ROSHlONS V ;, ," HOURLY/FTE POSITIONS 1999-2000 ACTUAL 387,399 99,499 0 2000-01 ACTUAL 401,682 130,494 0 486,898] 532,176 ,, , 7:00 2.00 .. .- :< ZOO ,2.00 2001-02 BUDGET 463,009 609,895 1,206 2002-03 BUDGET 480,850 117,620 0 1,074,110] 598,470 7.00 2.50 7.00 2.50 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: Processing • Catalogs and processes both purchased items and gifts. Repairs damaged materials and arranges for binding and re-binding. Database Maintenance • Adds new items to the on-line database and deletes information of lost or discarded materials. PERFORMANCE OBJECTIVES: WORKLOAD STATISTICS: 1997-98 1998-99 1999-00 Items Cataloged and Processed: 17,908 22,889 24,581 Items Handled for Binding: 1,707 1,695 2000-01 30,753 1997-98 1998-99 Items Added to Database: 17,908 22,889 Items Withdrawn: 16,059 18,261 1,561 1999-00 24,581 12,550 2,273 2000-01 30,753 11,783 Circulation System and On-Line Catalog • Operates the Library's integrated library system, including all software-related activities, writes instructions, and trains staff on new features. • Ensure system availability at least 99 percent of the hours the library is open. • Conduct four training sessions for staff following installation of new software. SIGNIFICANT CHANGES: None. B-105 PROGRAM: FUND: PROGRAM GROUP: COLLECTION DEVELOPMENT & ACQUISITIONS GENERAL/SPECIAL REVENUE LIBRARY ACCTNO. 0014045/14540101 1454011/1454095 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL Tlte:POSlTfONS HOURLY/FTE POSITIONS GENERAL FUND STATE GRANTS AV INSURANCE FUND OTHER SPECIAL REVENUE TOTAL FUNDING 1999-2000 ACTUAL 129,523 720,602 40,509 2000-01 ACTUAL 123,500 884,410 679 2001-02 BUDGET 149,904 958,904 7,512 2002-03 BUDGET 147,200 925,615 1,142 890,634| 1,008,589| 1,116,320| 1,073,957 2.00 0,96 508,859 285,344 39,174 57,257 890,634 2.00 0.96 678,855 299,837 0 29,897 1,008,589 2.00 1.00 998,040 0 0 118,280 1,116,320 2,00:. o.50 966,650 0 0 107,307 1,073,957 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: Planning • Develop plans for the collection of Materials. Budgeting • Prepare division and library-wide materials budgets; monitor expenditures for department and materials. PERFORMANCE MEASURES: Plan for collection space needs for the next five (5) years. Write materials collection statements for reference areas at all facilities. Track material accounts by major subjects. Track vendor discounts. Coordinate Selection of Materials • Coordinate selection and ordering of print and non-print materials.Coordinate selection and ordering of at least 16,000 new print and non-print materials. SIGNIFICANT CHANGES: None. B-106 PROGRAM: FUND: PROGRAM GROUP: MEDIA SERVICES GENERAL LIBRARY ACCTNO. 0014050 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL PULL TIME POSITIONS : ..':-. HQURLYFTE POSiTtONS 1999-2000 ACTUAL 103,589 13,672 1,509 2000-01 ACTUAL 101,727 27,264 0 118,770] 128,991 -1.00 3.50 T.QO 3.60 2001-02 BUDGET 176,760 45,279 0 2002-03 BUDGET 163,780 43,640 14,543 222,039) 221,963 2.00 2.60 2.00 2.10 WORK PROGRAM: The library's Media Services Division provides a wide range of professional media-related activities in support of the library, other City departments and the City Council's communication needs. Tasked with managing the new auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing technical support for City and community organizations using these facilities. Services include presentation technology support, video and cable television program production. PROGRAM ACTIVITIES: Programming Management • 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, interview, hire hourly staff, provide ongoing training, and assign and supervise part-time support staff. Media Production Development • 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. Program Creation & 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, library circulation, and other appropriate technologies. Conduct research, gather pertinent information, define infrastructure requirements, identify, detail, and plan various implementation options. SIGNIFICANT CHANGES: None. PERFORMANCE MEASURES: Provide two bi-annual comprehensive reports including inquiries, bookings, income generated and analysis, and recommendations for service improvements. Develop programming content plan, facilitate planning, and produce media materials accordingly. Prepare and submit grant applications to help underwrite production expenses for a series. Conduct interviews. Interview stakeholders. Choose data, interview, and report. B-107 PROGRAM: FUND: PROGRAM GROUP: ADULT LEARNING PROGRAM GENERAL LIBRARY ACCTNO. 0014055 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS . ; HOURLY/FTE POSITIONS 1999-2000 ACTUAL 90,079 29,064 0 2000-01 ACTUAL 87,243 39,316 0 119,143| 126,559 1,00 0.88 1,00 0.88 2001-02 BUDGET 114,248 44,934 0 159,182 1.00 1.40 2002-03 BUDGET 123,560 32,585 2,721 158,866 1.00 1:60 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: Literacy Skill Development • The program provides a variety of learning experiences including one-to-one tutoring, computer-assisted instruction and small-group study. These varieties of learning experiences are appropriate for each adult learner's individual potential and skill needs in basic reading, writing, math, critical thinking, and general knowledge. SIGNIFICANT CHANGES: None. WORKLOAD STATISTICS: 1997-98 1998-99 1999-00 2000-01 132 122 Learners Studying: 143 127 Volunteer Tutors Instructing: 102 102 84 104 Instructional Hours Completed: 4,735 5,434 6,411 7,228 B-108 PROGRAM: FUND: PROGRAM GROUP: CULTURAL ARTS VARIOUS CULTURAL ARTS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME .POSITIONS HOURLY/FTE POSITIONS . . 1999-2000 ACTUAL 288,791 255,154 33,269 577,214 : 4,00 1.78 2000-01 ACTUAL 372,600 326,867 29,591 729,058 4.00 2.66 2001-02 BUDGET 422,156 501,414 32,799 956,369 4.75 2.23 2002-03 BUDGET 397,799 375,626 12,402 785,827 : 4.75 .2.75 PROGRAM DESCRIPTION: The Arts Office builds a sense of community by advancing the arts through educational, support services and programs, which reach out to the community to develop cooperative relationships. These relationships provide meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design where arts have a significant presence, thereby enriching the lives of all Carlsbad residents. KEY ACHIEVEMENTS FOR 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. • Continued the Arts Education Program for gallery exhibitions that served and provided 7,026 Carlsbad students with classroom lesson workbooks, guided exhibit tours and creative workshops. • Continued fundraising for gallery operations and arts education while sustaining levels of fundraising for all other Arts Office programs ($66,450 for FY 2001/2002). • Funded 56 performances, exhibits and special projects by organizations and schools in Carlsbad serving 14,500 people though the Community Grants Program. • Provided information services via the City and CONVIS web sites, direct mail, telephone, information line, distributed programs/newsletters/brochures, and displays at City facilities. • Completed the Strategic Cultural Plan. KEY GOALS FOR 2002-03: Top Quality Services • Implement the goals and objectives of the Strategic Cultural Plan. • Generate sponsorship programs, fund-raising activities and collaborative projects. • Promote, train and utilize volunteers and artists in providing services. Learning • Continue to work with school districts serving Carlsbad on arts education community/school 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 adults. • Fund-raise for arts education programs at the gallery. B-109 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS CULTURAL ARTS ACCTNO. 0014062/0014065/ 0014068/147XXX/ 142XXXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS • " ' • HOURLY/FTE POSITIONS GENERAL FUND ARTS FUNDING TOTAL FUNDING 1999-2000 ACTUAL 280,177 231,332 33,269 2000-01 ACTUAL 365,371 304,501 29,591 544,778| 699,463 4.00 1;78 489,912 54,866 544,778 4.00 2.55 638,118 61,345 2001-02 BUDGET 409,851 464,464 32,799 907,114 4,75 2,12 711,210 195,904 2002-03 BUDGET 384,805 343,326 12,402 740,533 : ;. 4,7.5 --•'• 2.64 700,533 40,000 699,463| 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. organizations and gallery docents and attendants. Provide training for volunteers, artists, arts Programs • 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. Information • Produce a monthly calendar/newsletter. • 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. Planning • Assess short and long-range community needs for facilities and resources. B-110 PROGRAM: FUND: PROGRAM GROUP: ARTS OFFICE GENERAL FUND/ARTS GENERAL/ GALLERY DONATIONS CULTURAL ARTS PAGE TWO ACCT NO. 0014062/0014065/ 0014068/14740101 1474020 KEY GOALS FOR 2002-03: Top Quality Services • Offer community-wide multi-cultural events (Festejando 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 Carlsbad and Encinitas school districts implementing arts education programs. • Offer programming and resources. • Develop and strengthen arts organizations and provide cultural opportunities with grant allocations. • Offer a grant initiative program to celebrate neighborhoods through the arts. • Generate sponsorship and fund-raising activities for the Gallery, Arts Office Programs, and arts education programs. • Submit grant applications to State and Federal funding agencies when appropriate. • Produce a jazz program. • Assist Arts Associates with fund-raising efforts. • Serve on Library Foundation Board. • Implement objectives of Cultural Arts Strategic Plan in arts education, and awareness of arts and cultural resources in the City. Quality of Life/Community Development • Operate the Cannon Art Gallery with six (6) exhibitions per year. • Provide staff assistance with the community festival, Artsplash. • Operate the Sculpture Garden with one (1) exhibition per year. WORKLOAD MEASURES: Delivery of Top-Quality Services 1998-99 1999-00 2000-01 2001-02 Arts Office Events/Attendance 44/35,000 49/36,000 66/51,000 42/39,000 Community Grants Awards/Applications/Budget 21/$18,000 20/18,000 18/19,000 16/19,000 New Initiatives Grant/Budget 1/5,000 1/1,200 Educational Opportunities - Information Services 1998-99 1999-00 2000-01 2001-02 Newsletters (Issues/Distribution) 12/48,000 12/50,000 12/50,000 12/50,000 Special Publications (Per Year/Distribution) 11/24,000 17/86,000 48/60,000 52/58,000 Arts Info Line Calls (Monthly) 240 240 240 250 Diverse Economic Opportunities 1998-99 1999-00 2000-01 2001-02 Grants and Contributions $74,000 $89,050 $181,200 $68,950 SIGNIFICANT CHANGES: None. B-111 PROGRAM: FUND: PROGRAM GROUP: SISTER CITY GENERAL/SPECIAL REVENUE CULTURAL ARTS ACCTNO. 0014066/1464010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS HOURLY/FTE POSITIONS GENERAL FUND SISTER CITY DONATIONS TOTAL FUNDING 1999-2000 ACTUAL 0 5,842 0 2000-01 ACTUAL 0 10,396 0 2001-02 BUDGET 2,655 13,034 0 2002-03 BUDGET 2,862 10,800 0 5,842| 10,396] 15,689| 13,662 0,00 0.00 5,142 700 0.00 0;11 7,536 2,860 0.00 0.11 10,123 5,566 0.00 0.11 9,662 4,000 5,842| 10,396| 15,689| 13,662 WORK PROGRAM: Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic. PROGRAM ACTIVITIES: Coordinate Sister City Program • Arrange, host and conduct visits by one (1) student delegation and others as needed. • Coordinate ongoing cultural and educational exchange projects. Actively Pursue the Contribution of Funds for the Sister City Program. • Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such programs. SIGNIFICANT CHANGES: None. B-112 PROGRAM: FUND: PROGRAM GROUP: SPECIAL EVENTS SPECIAL REVENUE FUND CULTURAL ARTS ACCTNO. 1484010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL .TIME POSITIONS •'", - 'V ,, HOURLY/FTE POSITIONS 1999-2000 ACTUAL 8,614 17,980 0 2000-01 ACTUAL 7,229 11,970 0 2001-02 BUDGET 9,650 23,916 0 2002-03 BUDGET 10,132 21,500 0 26,594| 19,199| 33,566| 31,632 0.00 OiOO 0;0Q 0.00 0.00 0.00 0.00 0.00 WORK PROGRAM: Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents. PROGRAM ACTIVITIES: Continue Performing Arts Programming • Present 11 jazz concerts in four (4) quadrants. • 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. Actively Pursue the Contribution of Gifts and Funds for the Arts • Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding. • Obtain advertisements for jazz concert fundraising program. • Assist Arts Associates in fundraising efforts at jazz concerts. PERFORMANCE MEASURES: • Presented 11 jazz concerts in four (4) parks with an attendance total of 33,000. • Raised over $25,000 in fundraising contributions. SIGNIFICANT CHANGES: None. B-113 PROGRAM: FUND: PROGRAM GROUP: RECREATION GENERAL/SPECIAL REVENUE RECREATION SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULiMIME POSITIONS ' -. = : = HbyRiy/FTE PX&JTIONS 1999-2000 ACTUAL 2,145,611 1,533,456 125,975 2000-01 ACTUAL 2,285,704 1,663,500 125,430 2001-02 BUDGET 2,793,391 2,268,038 309,527 3,805,042| 4,074,634| 5,370,956 = 22.00 47.04 27.00 47.11 30.00 48.92 2002-03 BUDGET 3,150,198 2,049,992 94,692 5,294,882 32,00 49.91 PROGRAM GROUP DESCRIPTION: The Recreation Department provides diversified recreation facilities and programs for all ages of the population that live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of current recreation programs and senior activities including youth and adult sports, special events, instructional classes, facility rentals, aquatics, nutrition, and transportation programs. Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities, and facilities. KEY ACHIEVEMENTS FOR 2001-02: • Prepared and processed the Larwin Park Master Plan including community out reach and Parks & Recreation Commission and City Council Approval. • Implemented an interim use strategy for Pine School and completed the required Hazardous Building Material surveys & prepared bidding documents for structure demolition. • Initiated Phase 2 of the Carillo Ranch Community Park. • Received council endorsement of a strategic plan for the Recreation Department. • Continued to enhance the Opportunity Grants Scholarship Program to over 50 community children, which afforded them the opportunity to participate in recreation programs they would not otherwise be able to enjoy. • Completed the design phase for the Aviara Community Park. • Presented a funding strategy for the implementation of a citywide trails program. KEY GOALS FOR 2002-03: Top Quality Services • Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction. • Conduct customer service training for employees. • Generate sponsorship programs and fundraising activities. • Promote the use of volunteers in providing City services. • Maintain a Capital Improvement Program (CIP) that provides for development of recreation facilities. • Annually revise CIP Budget. • Enhance service delivery through effective location and development of recreation facilities and programs such as Aviara Community Park, Carrillo Ranch Phase 2, Pine School, Larwin Park, the Stay-N-Play Program and Citywide Trails System. • Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation. • Implementation of the Recreation Department Strategic Plan. • Maintain an active role in supporting areas of mutual benefit between City and school districts, i.e., Joint Use Agreements for use and maintenance of activity playfields and Community Swim Complex. B-114 PROGRAM: RECREATION PAGE TWO FUND: GENERAL/SPECIAL REVENUE PROGRAM GROUP: RECREATION SUMMARY KEY GOALS FOR 2002-03 (Continued): Finance • Provide recreational activities, facilities and other special events, which support local business and enhance transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, and swim meets. • Prepare marketing packet promoting Carlsbad's public/private facilities and distribute to prospective user groups. • Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e., special events, youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals. Learning • Prepare monthly agendas for Parks and Recreation, and senior commissions that address relevant issues and inspire community involvement. • Continually monitor the Citywide interactive web page to display current recreation opportunities over the Internet. • Provide a wide variety of instructional classes for all ages and promote educational classes through distribution of the Carlsbad Community Services and Recreation Guide three times per year. • Provide and encourage a variety of professional training opportunities to all staff members. • Create cross-training opportunities within the Recreation Department and across major service areas where feasible. • Provide the necessary tools required for employees to perform effectively. Balanced Community Development • Monitor and annually report on the status of the parks performance standard of the Growth Management Plan and the implementation progress report for the Parks and Recreation element of the General Plan. Parks/Open Space/Trails • Implementation of a Citywide Trails Master Plan, including acquisition and development. • Support and assist, where possible, the volunteer trails development program. • Process the Aviara Community Park construction. • Initiate and monitor Phase II development of Carrillo Ranch. • Process the development of Larwin Park. • Continue the master planning requirements for Alga Norte Park. • Initiate the master planning process for Pine School. • Secure acquisition of 10-15 acres of park property in the northeast quadrant. B-115 PROGRAM: FUND: PROGRAM GROUP: PARK PLANNING & RECREATION MANAGEMENT GENERAL FUND COMMUNITY SERVICES ACCT NO. 0014510/0014545 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLttME.ROSlTlONS , . . . HOURLY/FTE POSITIONS 1999-2000 ACTUAL 358,017 195,066 20,811 2000-01 ACTUAL 394,475 194,231 1 1 ,466 2001-02 BUDGET 622,587 622,341 16,582 2002-03 BUDGET 721,911 561 ,970 8,300 573,894) 600,172] 1,261, 510| 1,292,181 : 3.00 : , 0.98 , 4.00 0.75 ,7.00 0.25 7,00 : 0.75 WORK PROGRAM: The Park Planning and Recreation Management Division provides administrative support for the City's ongoing recreation programs and park development efforts. The Division also provides staff support to the Parks and Recreation Commission which acts in an advisory capacity to the City Council to insure that top-quality park facilities and recreation programs are developed and sustained for the benefit of those who live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Parks and Recreation Commission This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to implement the intent of the Parks and Recreation Element of the General Plan and advise the City Council on associated matters. • Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues, encourage public input and foster public education on matters of parks and recreation and other associated civic matters. • Implement and/or process recommendations by the Commission for City Council consideration. • Provide staff support to committees of the Commission which require more detailed review of issues relating to park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines. • Conduct Commission workshops to improve the expertise and effectiveness of the Commission. Administrative Services Provide the required administrative support to a division with 32 full-time positions and approximately 50 hourly/full- time equivalent positions, which operate with a budget of approximately 4.6 million. • Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and 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. • Implement and maintain the strategic planning process for the Recreation Department. • Facilitate a customer service training and orientation program for all new department employees B-116 PROGRAM: PARK PLANNING PAGE TWO & RECREATION MANAGEMENT FUND: GENERAL FUND PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545 PROGRAM ACTIVITIES (Continued): Park Acquisition, Planning and/or Development 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 development projects. • Initiate the park planning process for the Pine School property. • Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. • 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, volunteers, etc.). Recreation Programs Manage the implementation, performance and adequacies of recreation programs. • Provide a wide variety of recreation programs and special events for all segments of the population who live, work and/or play in Carlsbad. • Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. • Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. • Prepare and distribute the Community Services & Recreation Guide three (3) times per year. • Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: None. B-117 PROGRAM: FUND: PROGRAM GROUP: RECREATION FEE SUPPORTED GENERAL RECREATION ACCT NO. 0014515, 0014521-28 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS ••-.,•• HOURLY/FTE POSITIONS 1999-2000 ACTUAL 722,175 718,136 33,505 1,473,816 9.00 21.11 2000-01 ACTUAL 735,129 783,200 4,577 1,522,906 10:00 22.46 2001-02 BUDGET 827,639 853,432 0 1,681,071 10.00 24.29 2002-03 BUDGET 994,956 817,531 0 1,812,487 ¥ =•-• \ 10.00 24.64 WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs and interests of the community by providing self-sustaining fee-supported programs for all segments of the population including those that live, work and/or play in Carlsbad. PROGRAM ACTIVITIES: Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth day camps, and after school programs. The fee-supported division provides year around recreational programs for all ages, preschool to seniors, including program design, planning, implementation and evaluation. Review proposals and negotiate contracts with instructors. Schedule facilities for programs. Prepare and distribute marketing materials. Evaluate programs and analyze data on an ongoing basis. Prepare financial and revenue reports. Research and implement program opportunities. Conduct fee market studies on an ongoing basis. Coordinate with school districts for youth and teen programming. Recruit, train and reward volunteers. Generate program sponsors. Utilize sports professionals to enhance program quality. Provide scholarships for Carlsbad resident youths. WORKLOAD MEASURES: 2000-01 Estimate 2001-02 Projected 2002-03 2000-01 Estimate 2001-02 Projected 2002-03 Enrichment Classes Conducted Enrolled Revenue Daytrippers Trips Conducted Participants Revenue Camps Camps Participants Revenue 1,650 16,600 $447,842 34 876 $44,566 39 793 $92,800 1,620 16,200 404,000 32 900 45,000 50 1,080 98,000 1,650 16,700 405,000 8 350 23,000 53 1,280 97,000 Youth Sports Teams Participants Spectators Revenue Adult Sports Teams Participants Spectators Revenue 62 1,000 12,000 $36,000 320 4,900 30,000 $86,470 65 1,050 13,000 32,000 325 5,000 30,000 86,500 70 1,100 15,000 36,000 328 5,100 30,000 86,500 B-118 PROGRAM: FUND: PROGRAM GROUP: RECREATION FEE SUPPORTED GENERAL RECREATION PAGE TWO ACCTNO. 0014515,0014521-28 Pre-school Classes Conducted Enrolled Revenue Fields Maintained Stav 'n1 Plav Weeks Participants Revenue 2000-01 166 1,900 $112,652 Estimate 2001-02 167 1,900 117,766 Projected 2002-03 167 1,900 122,650 Special Events Events Participants Revenue 2000-01 9 22,030 $61,940 Estimate 2001-02 10 24,050 82,000 Projected 2002-03 11 27,650 85,000 Community Volunteers 14 30 725 $1,000 14 32 800 $1,250 14 32 850 $1,500 Volunteers Hours Kids Camp Camps Participants Revenue 1,170 8,200 11 1,045 $82,600 1,190 10,100 13 1,235 $123,000 1,220 10,200 13 1,625 $162,000 KEY GOALS FOR 2002-03: Top 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-ling learning opportunities, and build a stronger community. • Conduct customer service training for all staff to broaden their knowledge and improve service delivery. • Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. Finance • Recruit, train and recognize volunteers through an annual awards program in order to improve service quality and reduce program costs. • Recruit and maintain program sponsors to promote local businesses and reduce operational costs. • Provide a wide variety of revenue generating quality recreation opportunities, which support local businesses and enhance transient occupancy taxes (TOT) and sales tax opportunities. • Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the Community and raise funds for scholarship programs. Learning • Collaborate with school districts to provide City and school facilities for youth programs including teen dances, Stay 'N' Play and Grad Mite. • Promote educational classes and programs for the community through the Community Services brochure. • Enhance knowledge and skills of staff by providing ongoing training and educational opportunities. SIGNIFICANT CHANGES: The increase in personnel costs is to fund the Recreation reorganization that was approved by Council in 5/2002. B-119 PROGRAM: FUND: PROGRAM GROUP: RECREATION-AQUATICS GENERAL RECREATION ACCTNO. 0014520 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL POLL TJte POSITIONS ; HOXMEWFTE POSITIONS : ' 1999-2000 ACTUAL 277,994 113,411 12,677 404,082 , 2.00 6.80 2000-01 ACTUAL 280,515 148,222 103,651 2001-02 BUDGET 290,215 124,953 153,884 2002-03 BUDGET 325,004 132,450 32,000 532,388] 569,052 1 489,454 2.00 '• " 7.25 3. 2.00 7.25 3.00 6.89 WORK PROGRAM: The Aquatics Program provides for the operation of an attractive and safe community swim complex, which offers comprehensive instruction and training, competition, and recreational swimming to all segments of the population who live, work, and/or visit in Carlsbad. PROGRAM ACTIVITIES: Lessons/Training Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities; provide education and training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County certification/training site for men and women wishing to qualify for employment at public swimming pools. Fun and Fitness Provide opportunities for recreational swimming, fitness lap swimming, and family-oriented aquatic special events. WORKLOAD STATISTICS: Actual 2000-01 Estimate 2001-02 Projected 2002-03 Instructional Lessons Lane/Hours Classes Conducted Registered, Resident Registered, Non-Resident Revenue Carlsbad High School P.E. Lane/Hours Participation Recreation and Lap Swim Lane/Hours Daily Admissions • Youth • Adult • Season Pass Administration • Revenue 2,268 233 1,422 94 $38,213 852 2,126 18,985 5,818 7,135 16,149 $56,861 2,250 225 1,495 85 $38,290 664 2,030 16,425 5,400 6,000 16,000 $51,900 2,300 233 1,535 90 $42,000 840 2,100 16,715 5,500 7,005 17,100 $55,500 B-120 PROGRAM: FUND: PROGRAM GROUP: RECREATION-AQUATICS GENERAL RECREATION PAGE TWO ACCTNO. 0014520 WORKLOAD STATISTICS (Continued): Actual Estimate Projected 2000-01 2001-02 2002-03 Carlsbad Swim Masters Lane/Hours 3,617 3,228 3,565 Participation 11,837 10,652 11,900 Revenue $37,178 $33,678 $35,000 Aquatic Exercise Lane/Hours 230 210 230 Participation 1,336 1,200 1,200 Revenue $4,826 $3,800 $3,800 Carlsbad High School Teams Lane/Hours 4,453 3,841 3,900 Participation 7,677 6,677 6,600 Revenue $17,464 $15,964 $15,500 North Coast Aquatics Lane/Hours 2,735 2,537 2,500 Participation 8,631 7,976 7,900 Revenue $6,200 $5,610 $6,200 North Shore Aquatics (Age Group Water Polo) Lane/Hours 1,126 1,000 1,000 Participation 1,356 1,200 1,200 Revenue $4,506 $4,200 $4,500 Carlsbad Water Polo (Boys Age Group Water Polo) 1,560 1,250 1,560 Lane/Hours 2,055 900 2,055 Participation $4,500 $2,900 $4,500 Revenue KEY GOALS FOR 2002-03: Top Quality Services • Be a city that provides exceptional aquatic services, programs, and facilities on a daily basis. Learning • 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 II position will be added to the staff the front counter of the Swim Complex. B-121 PROGRAM: FUND: PROGRAM GROUP: RECREATION - AGUA HEDIONDA LAGOON PERMITS GENERAL RECREATION ACCTNO. 0014530 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL BULtatME POSITIONS , ,! H0URLY/FTE POSITIONS 1999-2000 ACTUAL 10,505 1,655 0 12,160 r 0.00 •-• "•'..- 0.50 2000-01 ACTUAL 10,838 3,139 0 13,977 0.00 0:50 2001-02 BUDGET 27,427 3,373 0 30,800 0.00 0.50 2002-03 BUDGET 15,302 3,576 0 18,878 0.00 0.50 WORK PROGRAM: Provides for the Agua Hedionda Lagoon Permits Program. All vessels on the water are required to obtain a valid City use permit. The Permits Clerk supports this function. PROGRAM ACTIVITIES: Permits Issue annual lagoon use permits, verify and monitor DMV registration, and coordinate with the Police Department to publish and distribute information regarding use, rules and regulations of the lagoon. Lagoon Clean-Up Program Coordinate and oversee bi-annual Lagoon Clean-Up Days (June/October). SIGNIFICANT CHANGES: None. WORKLOAD STATISTICS: Annual Permits Daily Permits Revenue 2000^01 350 289 $22,375 Estimated 2001-02 Projected 2002-03 365 350 293 280 $23,900 $22,500 B-122 PROGRAM: FUND: PROGRAM GROUP: RECREATION OPERATIONS GENERAL RECREATION ACCTNO. 0014540,0014541, 0014542, 0014543 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS :>: , rtOURLY^FTE^POSmONS 1999-2000 ACTUAL 503,452 130,549 38,076 672,077 5 5.00 11.13 2000-01 ACTUAL 578,387 155,949 5,736 2001-02 BUDGET 718,362 157,729 130,861 2002-03 BUDGET 760,803 158,262 26,392 740,072 1 1,006,952 1 945,457 8.00 9.63 8.00 9.63 , iB.OO 9.63 WORK PROGRAM: This division provides operational support for the Recreation Department including the operation of three community centers and City facilities used by a variety of City departments and the general public for recreational use and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by the City and school districts serving the Carlsbad population. PROGRAM ACTIVITIES: Information and Enrollment Services Staff provides information and registration services to the public on Recreation Department programs and facilities. • Enroll participants via phone, mail and in-person for classes, special events and sports leagues. • Collect and account for program revenue. • Provide ongoing information and referral to the Community. Facilities Operation Staff coordinates public use of recreational facilities. • Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts. • Crews maintain ballfields at school sites and Community centers and other park areas. • Staff coordinates classes, meetings, dedications, and other functions at Community centers and additional City facilities. • Attendants attend to customer service issues and provide general clean-up and associated maintenance at facilities. Supervision Supervisory staff coordinates operations of the Community centers and satellite facilities. • Staff recruitment and development. • Provides staff training. • Serves as liaison to various Community organizations and Citywide committees. • Respond to customers concerns and requests. WORKLOAD MEASURES: Reservations processed: Number of Facility Users: Revenue: Number of Fields Maintained: 2000-01 3,152 964,980 $110,660 17 Estimate 2001-02 3,060 950,000 $123,000 17 Projected 2002-03 3,090 1,050,000 $128,000 17 B-123 PROGRAM: RECREATION OPERATIONS PAGE TWO FUND: GENERAL DEPARTMENT: RECREATION ACCTNO. 0014540,0014541, 0014542, 0014543 KEY GOALS FOR 2002-03: Top 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 stronger community, • Conduct customer service training for employees to broaden their knowledge and improve service delivery skills. • Measure customer satisfaction of service delivery through user surveys and analyze responses to improve service delivery. • Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation facilities and conform to City budget standards. • Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to ensure customer satisfaction of Carlsbad field users. Balanced Community Development • Prepare and distribute a marketing packet, which promotes Carlsbad hotels, restaurants, amenities, and City facilities to all non-resident athletic groups that use Recreation Department facilities. • Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and competitive alternative to private sector facilities. SIGNIFICANT CHANGES: The addition of one (1) full-time Management Assistant position to enhanpe the administration of departmental operations. B-124 PROGRAM: FUND: PROGRAM GROUP: SENIOR PROGRAMS GENERAL/SPECIAL REVENUE RECREATION ACCT NO. 0014570,1434567, 1444567, 191XXX PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS . . ; HOURLWfE POSITIONS GENERAL FUND DONATIONS GRANTS TOTAL 1999-2000 ACTUAL 273,468 374,639 20,906 669,013 3.00 6,52 339,061 120,065 209,887 669,013 2000-01 ACTUAL 286,360 378,759 0 665,119 3.00 :6.52 366,497 87,860 210,762 2001-02 BUDGET 307,161 506,210 8,200 821,571 3.00 7,00 487,446 136,200 197,925 665,119| 821,571 2002-03 BUDGET 332,222 376,203 28,000 736,425 3.00 : . , 7.50 736,425 0 0 736,425 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, enhance the quality of life and provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area. PROGRAM ACTIVITIES: Education Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of the aging population and coordinate computer classes to teach the basics of computers (i.e., "Windows"). • Continue computer lab with open hours for seniors to drop in and receive training and technical advice. • Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc. • Provide ongoing information and referral to Community resources. • Provide ongoing classes in computer usage (e-mail, Internet, etc.). Recreation Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. • Continue the development of programs/groups that appeal to people with similar interests, i.e., Walking Group, PC Users Groups, Writers Groups, Discussion Groups, etc. • Provide day trips to local attractions, utilizing rented buses as well as public transportation (i.e., the Coaster, Trolley, etc.). Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independent lifestyle. • Offer tax assistance to over 500 seniors. • Arrange for free legal advice for over 200 seniors. • Arrange for assistance with health insurance decisions. Health Services Arrange for screenings, services, classes, and lectures that promote healthy living. • Monthly blood pressure checks, glucose and diabetes testing and cholesterol testing. • Flu shots. • Provide a minimum of four "special" health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc. • Continue offering body conditioning, exercise yoga, and dance for seniors. B-125 PROGRAM: SENIOR PROGRAMS FUND: GENERAL/SPECIAL REVENUE ACCT NO. 0014570,1434567, PROGRAM GROUP: RECREATION 1444567,191XXX 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 scheduling. • 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. B-126 \jJU _£AOsJ.£}JJ PROGRAM: FUND: PROGRAM GROUP: PUBLIC WORKS VARIOUS VARIOUS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME PORTIONS > ... -v HOURLY/RE POSITIONS 1999-2000 ACTUAL 10,797,482 26,208,276 1,369,366 38,375,124 , ;, 177,75 13.25 2000-01 ACTUAL 11,033,212 27,872,957 1,261,737 40,167,906 177,75 14J5 2001-02 BUDGET 12,555,292 36,942,006 2,225,129 51,722,427 189,75 13,60 2002-03 BUDGET 13,486,327 35,016,486 1,933,167 50,435,980 191,75 14.45 Maintenance & Operations 65% Engineering PWAdrrin Services 2% 10% General Services 21% Storm Water Protection 2% B-127 PROGRAM: FUND: PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION GENERAL PUBLIC WORKS ADMINISTRATION ACCTNO. 0016010 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL 'TIME POSITIONS : HQURLY/FTE POSITIONS 1999-2000 ACTUAL 456,073 143,583 13,042 612,698 4,00 0,00 2000-01 ACTUAL 337,905 150,506 0 488,411 3.00 0.00 2001-02 BUDGET 365,349 260,566 12,000 2002-03 BUDGET 527,904 279,171 0 637,915] 807,075 3,50 0.00 6;40 0:00 WORK PROGRAM: Provide leadership and coordination for Public Works programs; plan resources and facilities; manage all budget, fiscal and personnel matters; coordinate programs with local, State and Federal governments and support City boards, committees and commissions. Public Works includes Engineering Services, Solid Waste Management, Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Street Lighting, and Solid Waste Management). PROGRAM ACTIVITIES: Budget Preparation • Coordinate department budget activities. Performance Management • Prepare goal documentation for Public Works major service area. Strategic Planning • Implement strategic plan and Public Works programs to meet current and long-range goals. Maintenance Management and Quality 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 the department. • Designed and implemented an executive reporting system reflecting the performance of the entire Public Works MSA. • Implemented a benchmarking partnership program for incorporation into the Public Works performance measurement program. • Completed 100% design of Public Works Center. • Completed implementation of automated RFA System in Maintenance and Operations. B-128 PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCTNO.OOISOIO KEY GOALS FOR 2002-03: Top Quality Services • Request for Action (RFA) System: Continue Citywide rollout of the RFA System that allows the City to provide quick and effective response to citizen calls for service. • Computerized Maintenance Management System (CMMS): Increased efficiency in the provision of maintenance 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 Microsoft Project 2002 to track the resource allocation and scheduled progress of all Capital Improvement Projects in the City. • Performance Measurement: A Public Works performance measurement program that includes effective measures, solid benchmarks and stable benchmarking partners. • Public Works Maintenance Classification Series: A maintenance classification structure that allows for flexibility of job assignments and provides opportunities for professional development. Communication • Public Works Education & Outreach: Increase citizen awareness about Public Works, educate them on what we do and how well we do it and improve our image. • Public Works Website: Enhancement of website for Public Works and Planning. SIGNIFICANT CHANGES: Several positions were reallocated from other areas of public works to Public Works Administration to centralize the administrative function. B-129 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING GENERAL/WATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCT NO. 0015710/5x15710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS : . ; HOIJRLY/FFE POSlt IONS •'-.-"-• GENERAL FUND SEWER ENTERPRISE WATER ENTERPRISE TOTAL FUNDING 1999-2000 ACTUAL 3,395,803 1,735,632 108,785 5,240,220 >5i:oo , , 0.50 4,516,502 723,718 2000-01 ACTUAL 3,793,381 1,456,847 44,791 2001-02 BUDGET 4,126,200 2,367,150 184,241 5,295,019) 6,677,591 48.70 1.00 4,328,569 343,420 623,030 52.20 1:00 5,328,591 674,500 674,500 5,240,220) 5,295,019| 6,677,591 2002-03 BUDGET 4,154,789 1,924,890 0 6,079,679 51,70 '•:•* ,_1;00 5,266,844 349,519 463,316 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 accomplishment of City Council Goals and Objectives, provide administrative and clerical support to all divisions, ensure that the management reporting system is accurately maintained and generates all reports on schedule, and provide accurate records filed in a standardized and efficient manner. Development Services • Provide comprehensive engineering input for all land use development applications, process engineering development plans and maps in a professional manner maintaining high-quality and meeting production goals, ensure engineering questions related to land development are answered in a timely and friendly manner. Planning and Programs • Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update existing facility impact fee programs and assist developers with the formation of finance districts to fund major public improvements. Administer and coordinate engineering activities for the beach erosion, lagoon dredging, growth management monitoring, special districts program, and facility mapping. Design • Design Citywide capital projects including roadways, storm water, potable water, recycled water, and sewer systems; develop and maintain programs in five (5) areas including water resources, domestic water systems, recycled water systems, sewer systems, and storm drain systems. For each of these programs, Design provides a variety of services including planning, water supply and quality monitoring, technical assistance, mapping, and facility location. B-130 PROGRAM: FUND: PROGRAM GROUP: ENGINEERING PAGE TWO GENERAL/WATER & SEWER ENTERPRISE ENGINEERING SERVICES ACCTNO. 0015710/5x15710 PROGRAM ACTIVITIES (Continued): Transportation • 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 Management 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 180,000,000 160,000,000 140,000,000 120,000,000 100,000,000 80,000,000 60,000,000 40,000,000 20,000,000 0 • New O Carry Forward FY 99-00 FY 00-01 FY01-02 FY 02-03 (Est.) KEY ACHIEVEMENTS FOR 2001-02: Rancho Santa Fe Road under construction (Olivenhain Road/Encinitas). Cannon Road West Reach 1 completed. Faraday Avenue completed. Foxes Landing Sewer Lift Station completed. Chinquapin Sewer Lift Station completed. Overlay and reconstruct 7 miles of City streets. Purchased 9.0 acres parcels of land for the Carlsbad Water Recycling Facility. 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: Transportation • Continue work toward the construction of major road projects including: Cannon/College, Faraday/Melrose, Rancho Santa Fe Road, and Poinsettia Lane. B-131 PROGRAM: ENGINEERING PAGE THREE FUND: GENERAL/WATER & SEWER ENTERPRISE PROGRAM GROUP: ENGINEERING SERVICES ACCTNO. 0015710/5x15710 KEY GOALS FOR 2002-03 (Continued): Parks/Open Space/Trails • Complete permitting and design of Coastal Rail Trail in preparation for construction in FY04. Water • Construct Carlsbad recycled water facility, recycled water transmission pipelines and pump stations to distribute water from the Phase II recycled water program. • Update Water Master Plans per growth management data to ensure that the current planned facilities are adequate for the existing rate of growth and future build-out. Environmental Management • 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 Development Services staff were allocated to Storm Water Protection to reflect the work they support for that program. B-132 PROGRAM: FUND: PROGRAM GROUP: STORM WATER PROTECTION SPECIAL REVENUE STORM WATER PROTECTION ACCTNO. 1545710 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS . , HOURLY/FTE POSITIONS 1999-2000 ACTUAL 0 0 0 2000-01 ACTUAL 0 0 0 2001-02 BUDGET 248,397 1,582,510 42,282 2002-03 BUDGET 544,997 531,422 0 0| 0| 1,873,189| 1,076,419 0,00 0:00 0.00 0.00 6.50 0.00 , 8.60 0.00 WORK PROGRAM: Provide leadership and coordination for Public Works programs related to storm water protection from pollution; plan resources and facilities; manage all budget, fiscal and enforcement matters; coordinate programs with local, State and Federal governments and support City boards, committees and commissions; ensure compliance with the National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001-01 (the "Permit") issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: Industrial, Commercial. Residential and Municipal: Data Management/CIS Programs The components of these programs include inspection of the facilities at least yearly, 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 approximately 188. Education/Outreach and Public Participation The Permit also requires the City conduct educational efforts and outreach to the public and focus groups regarding the new requirements to all the different sectors. The Permit specifies in Sections F.1.d and F.2.J. that educational efforts should be focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city contractors on the requirements imposed on all municipal facilities and operations. 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. Municipal 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 pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal facilities. These requirements are found in Sections F.S.a of the Permit. Planning & Construction The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This requirement is found in section F.1 of the Permit and includes a complete review and revision, as needed, of the General Plan. Construction activities in the City are also subject to new standards and requirements as directed in the Permit. Fiscal Analysis The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs 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. B-133 PROGRAM: STORM WATER PROTECTION PAGE TWO FUND: SPECIAL REVENUE PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710 KEY ACHIEVEMENTS FOR 2001-02: • Prepared and submitted Carlsbad's Jurisdictional Urban Runoff Management Plan (JURMP) • Revised applicable Municipal Code Sections to satisfy NPDES Order 2001-01 and developed an Enforcement Response Plan. • Environmental Programs Manager and Deputy City Attorney collaborated with Regional Copermittees to develop a Memorandum of Understanding for long-term implementation of NPDES Order 2001-01 programs and requirements. • Completed Fiscal Analysis (Phase I) to determine long-term funding for the Storm Water Program • Initiated Outreach and Education Program for Storm Water with the addition of an Internet Web page, HOT Line enhancements and Best Management Practices brochures for residents and businesses. Conducted public 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 system to track complaints or referrals on potential storm water violations was initiated using Suit Response Software. • 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. • Environmental Program staff initiated coastal outfall bacteriological monitoring during wet weather season 2001. • City's General Plan and associated Plans were amended to meet the requirements of NPDES Order 2001-01. • 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: Environmental Management • Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy. Performance Measurement and Water Quality Strategic Plan • Report Carlsbad Storm Water Protection Program Outcome and Performance Measurement System in accordance with requirements of the NPDES Order 2001-01 to assess the effectiveness of the Jurisdictional Urban Runoff Management Plan (J-URMP) prepared by the City. Implement an Impaired Water Body 303 (d) List Water Quality Strategy and Monitoring Plan to support the de-listing of coastal lagoons by regional and state agencies. Outreach, Education, and Public Participation • Implement multi-year Public Education, Outreach and Training activities in order to meet the requirements of Carlsbad Jurisdictional Urban Runoff Management Plan (JURMP). The activities are to include limited components of public outreach: Best Management Practices, external and internal training, and residential 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: FUND: PROGRAM GROUP: GENERAL SERVICES VARIOUS GENERAL SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS- HOURLY/FTE POSITIONS 1999-2000 ACTUAL 2,720,590 4,060,942 1,058,609 7,840,141 5175 10.75 2000-01 ACTUAL 2,815,191 4,531,844 1,151,461 8,498,496 55.75 1325 2001-02 BUDGET 3,379,058 5,784,314 1,714,084 10,877,456 57.25 12.10 2002-03 BUDGET 3,610,297 5,711,006 1,671,500 10,992,803 58.25 12.45 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% Vehicle Replacement 16% Vehicle Maintenance 17% Facilities 26% KEY ACHIEVEMENTS FOR 2001 -02: Parks Maintenance • Planted nearly 200 five gallon trees at La Costa Canyon Park. • Completed Dog Park. • Competed Zone 5 (Carlsbad's Industrial Park located at Faraday Avenue and Camino Hills Drive). • Improved safety 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 order/requests for action from citizens. B-135 PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY KEY ACHIEVEMENTS FOR 2001-02 (Continued): Median Maintenance • Began maintaining newly landscaped medians on Carlsbad Blvd at Poinsettia. Facilities Maintenance • Furnished and installed a new emergency chlorine scrubber at Carlsbad Swim Complex. • 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, the Granary Building and at the Magee Park Restrooms. • 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" in all service categories. • Implemented a vehicle "leaner" program to staff to use when their vehicles are in the garage for preventative maintenance services. Vehicle Replacement • Replaced 20 vehicles scheduled for replacement in the City's fleet. • Purchased 4 additional vehicles that were approved in the Capital Outlay Budget. KEY GOALS FOR 2002-03: Top Quality Services • Develop a Standards of Care program for the filed operations of General Services and an evaluation program to monitor and ultimately measure the department's performance. • Improve operational efficiencies by developing programs/plans to improve proficiencies identified by the department's Maintenance Management Program. • Achieve Fleet's performance 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 Management • 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: FUND: PROGRAM GROUP: PARK MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015020 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTtME.POSiTlONS' , < - , „- HOURLY/FTE POSITIONS 1999-2000 ACTUAL 1,011,992 1,319,343 26,062 2000-01 ACTUAL 1,051,111 1,475,763 35,586 2,357,397| 2,562,460 . . 19J5 7:50 20.15 7.75 2001-02 BUDGET 1,158,882 2,096,776 154,351 3,410,009 20.15 7.35 2002-03 BUDGET 1,310,584 1,894,913 0 3,205,497 21.35 7,15 WORK PROGRAM: Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas. Manage over 625 acres of open space/undeveloped areas and provide services to other departments as well as Community groups. Also included is the maintenance of an additional 13 acres of landscape/hardscape at the recently acquired Farmers Insurance Building and an additional 20 acres at Carrillo Ranch. PERFORMANCE MEASUREMENTS: Benchmark One hundred percent (100%) of safety work orders are addressed within 24-hours of being identified/reported. "Addressed" means a safety work order will be inspected and assigned a course of action and any immediate safety hazard resolved. Result One hundred percent (100%) of safety work orders were addressed within 24-hours of being identified/reported. Benchmark Ninety percent (90%) of customers rate Park Maintenance services as "Good" or "Excellent" (4 on a 1-5 scale) in all customer service survey categories Result Parks Division (Condition of Facilities) Sports Fields/Courts Tot Lots/Playgrounds Picnic Areas Landscaping/Fields Restrooms Average Rating 4.4 4.3 4.3 4.2 4.1 "Good" or "Excellent" (Percent of Responses) 91% 89% 86% 82% 77% PROGRAM ACTIVITIES: Turf and Landscape Maintenance • Direct management of 112 acres of turf and 162 acres of landscaping. Duties include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leaves/debris, turf sweeping, weeding cultivation, edging, aerating, re-seeding, irrigation programming maintenance, and equipment maintenance. B-137 PROGRAM: FUND: PROGRAM GROUP: PARK MAINTENANCE GENERAL GENERAL SERVICES PAGE TWO ACCTNO. 0015020 PROGRAM ACTIVITIES (Continued) Restroom Maintenance/Litter Control/Picnic Area Services • Inspect, maintain, clean, paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus times per week. Cleaning, restocking, sanitizing, painting, and plumbing repairs comprise the duties of this activity. Also associated with this activity is litter control; all parks, beach accesses and beach areas are cleaned 4 plus times weekly to remove all litter and service all trash receptacles. Court/Field/Tot Lot Maintenance • Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 soccer fields, and 26 softball/baseball fields. All athletic courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspections/repairs, and paving surface inspections. In addition, this activity includes weekly maintenance of all tot lots. This includes sand raking/leveling, sand roto tilling, play equipment inspection and repair, and the necessary documentation of such actions. Irrigation Maintenance • Maintain all facility landscape irrigation systems. This includes programming over 100 different controllers, with over 1,396 valves. Duties include replacement, repair, trouble shooting, and data entry/ programming using the centralized irrigation system. Open Space Maintenance • Provide maintenance activities to City-owned open space, and areas of additional maintenance responsibilities. Duties include trash removal, clean-up and weed abatement. Miscellaneous Maintenance/Repair and Special Requests • These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional activities also include special projects and requests by the Community for turf installation, sculpture installation, various redevelopment requests, and Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of park maintenance activities. WORKLOAD STATISTICS: NUMBER OF COURTS/FIELDS/TOT LOTS MAINTAINED 28 15 TURF & LANDSCAPE MAINTENANCE Picnic Area 7% TwtnU Ball Fl*ld* Tot Lot* Buk»tb«ll Landscape 55% SIGNIFICANT CHANGES: Addition of a Park Maintenance Worker I to continue maintenance at Poinsettia Park, previously performed by temporary employees. B-138 PROGRAM: FUND: PROGRAM GROUP: FACILITIES MAINTENANCE GENERAL GENERAL SERVICES ACCTNO. 0015060 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TOE 1?OSiTfONS ".*•'•>: HOURLY/RE POSITIONS 1999-2000 ACTUAL 773,726 1,059,860 22,743 1,856,329 17.00 0.50 2000-01 ACTUAL 843,069 1,194,399 30,919 2,068,387 20,40 , . 1.00 2001-02 BUDGET 1,168,571 1,319,441 91,515 2,579,527 20.40 1.50 2002-03 BUDGET 1,191,669 1,435,907 64,500 2,692,076 : 20,60 2.05 WORK PROGRAM: Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to the Community. PERFORMANCE MEASURES: • Benchmark Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Facilities Maintenance at "Very Good" to "Excellent" in all survey categories. Result 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 Ninety percent (90%) of priority one work orders completed within 24-hours; ninety percent (90%) of priority two work orders completed within 72-hours. Result 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: Building Maintenance • Perform repairs and alterations as required to maintain and operate City facilities at a professional level. Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel and/or renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative maintenance program for major mechanical systems, roofing and painting. Custodial Services • Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and contract services in the smaller buildings. Contract Maintenance • Prepare and administer contracts for all building maintenance services, i.e., HVAC, plumbing, electrical, construction projects, and custodial services. B-139 PROGRAM: FUND: PROGRAM GROUP: FACILITIES MAINTENANCE GENERAL GENERAL SERVICES PAGE TWO ACCTNO. 0015060 WORKLOAD STATISTICS: Total Building Space Maintenance 800,628 Custodial Services 23% Contract FY02 FY03 SIGNIFICANT CHANGES: Addition of 1,100 part time hours to assist with the increase in work orders. 77% ln-House B-140 PROGRAM: FUND: PROGRAM GROUP: STREET TREE MAINTENANCE MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 1605023 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL RttftlVE POSITIONS :, "•' , • -« HOURLY/FTE POSITIONS 1999-2000 ACTUAL 280,604 236,834 2,218 2000-01 ACTUAL 285,276 256,752 5,625 519,6561 547,653 .- •' '',,,.5,50 1,25 5,90 2,00 2001-02 BUDGET 354,620 321,491 149 676,260 J: 5.90 1.75 2002-03 BUDGET 384,242 342,917 0 727,159 £ '• 5.90 f 1.75 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 consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to over 900 street tree work orders/requests, removes approximately 25 trees and plants over 400 trees annually to help meet the Council's tree policy. Contractual Tree Maintenance • This program provides an on-going program for contracting, administering and overseeing the street tree maintenance program beyond the scope of the division. Weed Abatement • This program involves the treatment of undeveloped right-of-way and open space areas for weed growth removal. The activities include herbicide application and cultural practices to eliminate weed growth. WORKLOAD STATISTICS: 1,285 1,146 Work Orders Trimmed Removed Planted SIGNIFICANT CHANGES: Implementation of the Community Forest Management Plan. B-141 PROGRAM: FUND: PROGRAM GROUP: MEDIAN MAINTENANCE MAINTENANCE ASSESSMENT GENERAL SERVICES ACCTNO. 1615024 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FtflJUfiMEPOSTlQNS HdJRLV/Ffl POSITIONS '". , 1999-2000 ACTUAL 177,009 263,828 2,218 443,055 2.50 1.00 2000-01 ACTUAL 208,189 321,343 0 529,532 2,90 2.00 2001-02 BUDGET 202,125 333,360 149 535,634 2,90 1.50 2002-03 BUDGET 206,814 370,966 0 577,780 ; v 2.50 1.50 WORK PROGRAM: Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape improvement areas. 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 repair/adjustment. Contractual Median Maintenance • Provide on-going program for contracting, administering and overseeing median maintenance for over 43 acres of City medians. Streetscape Maintenance • Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain, pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance, and related duties with streetscape improvements. WORKLOAD STATISTICS: Acres Maintained 80% Contract 20% In-House SIGNIFICANT CHANGES: None. B-142 PROGRAM: FUND: PROGRAM GROUP: VEHICLE MAINTENANCE INTERNAL SERVICE GENERAL SERVICES ACCTNO. 6205060 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS : > Y . Y -'' - HOURLY/FfE POSITIONS 1999-2000 ACTUAL 477,259 985,018 0 1,462,277 V; YYY7.QO .. :: . 0.50 2000-01 ACTUAL 427,546 1,139,257 0 1,566,803 6.40 0.50 2001-02 BUDGET 494,860 1,255,245 36,000 1,786,105 7.90 0.00 2002-03 BUDGET 516,988 1,306,303 0 1,823,291 7.90 0,00 WORK PROGRAM: Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per mile/hour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance and parts, ensures adequate supplies of fuel and oil are available to operating departments, administers the collection and disposal of hazardous waste generated by City departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is comprised of 280 vehicles and 127 other pieces of equipment. PERFORMANCE MEASURES: • Benchmark Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 48 hours from the time the vehicle is delivered to the shop. Result Seventy-five point six percent (75.6%) of scheduled preventive maintenance work orders were completed within 48 hours from the time the vehicle was delivered to the shop. • Benchmark 90% of internal surveys returned indicate the quality of service by fleet services/operations at "Good" to "Excellent" in all service categories. Result One hundred percent (100%) of internal surveys returned indicate the quality of service by fleet services/operations are "Good" to "Excellent" in all service categories. PROGRAM ACTIVITIES: Repair and Maintenance • Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for units disabled in the field. Auto Parts • Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or through State net discount; provide a perpetual inventory and automatically reorder quantities through the automated management system. B-143 PROGRAM: FUND: PROGRAM GROUP: VEHICLE MAINTENANCE INTERNAL SERVICE GENERAL SERVICES PAGE TWO ACCTNO. 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 Preventative Shop Repairs Vendor Emerg. Road Maintenance Repairs Repairs SIGNIFICANT CHANGES: None. B-144 PROGRAM: FUND: PROGRAM GROUP: VEHICLE REPLACEMENT INTERNAL SERVICE GENERAL SERVICES ACCTNO. 6215061 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS, HOURLY/FTE POSITIONS 1999-2000 ACTUAL 0 0 1,005,368 1,005,368 0.00 0.00 2000-01 |_ ACTUAL 0 0 1,079,331 2001-02 BUDGET 0 108,251 1,431,920 2002-03 BUDGET 0 60,000 1,607,000 1,079,331 1 1,540,171] 1,667,000 / .. , 0.00 0.00 0.00 0.00 0.00 0.00 WORK PROGRAM: This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3, the development of proper specifications to suit 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. Purchase and Disposal • In partnership with the Purchasing Department, buy replacement units through the public bid process or in cooperation with other public agencies through cooperative purchasing programs. Arrange for the public auction of replaced units or sell them to other interested public agencies or special districts. WORKLOAD STATISTICS: 500n 400 300- 200 100 0 402 407 410 39 44 57 Vehicle/Equipment Vehicle/Equipment Acquired Disposed Total Units SIGNIFICANT CHANGES: None. B-145 PROGRAM: FUND: PROGRAM GROUP: CARLSBAD GOLF COURSE ENTERPRISE GENERAL SERVICES ACCTNO. 5725001 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULLTIME POSITIONS , HOURLYFTE POSITIONS 1999-2000 ACTUAL 0 196,059 0 196,059 0,00 0.00 2000-01 ACTUAL 0 144,330 0 2001-02 BUDGET 0 349,750 0 2002-03 BUDGET 0 300,000 0 144,330| 349.75QL 300,000 0,00 0.00 . , 0,00 0.00 . 0.00 . 0.00 WORK PROGRAM: Community Services and Park Development will assist the Project Oversight Committee in developing a municipal golf course. PROGRAM ACTIVITIES: Continued Land Management Plan • Maintain the proposed golf course property to retain the viability of the project development. PERFORMANCE OBJECTIVES: • Land Management Program: • Prevent further encroachment of existing habitat. • Remove unprotected and insignificant native vegetation from project footprint. Project Processing • Continue environmental processing through USF&W, CDF&G and the Coastal Commission. SIGNIFICANT CHANGES: None. Preparation, review and analysis of proposed golf course plan. Retain environmental consultant and process EIR. Process approvals for the golf course. Meet with Golf Course Steering Committee on an as needed basis. B-146 PROGRAM: FUND: PROGRAM GROUP: MAINTENANCE & OPERATIONS VARIOUS MAINTENANCE & OPERATIONS SUMMARY PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS ,, . •-.-•• HOURLY/FTE POSITIONS 1999-2000 ACTUAL 4,225,016 20,268,119 188,930 2000-01 ACTUAL 4,086,735 21,733,760 65,485 2001-02 BUDGET 4,436,288 26,947,466 272,522 2002-03 BUDGET 4,648,340 26,569,997 261,667 24,682,065[ 25,885,980] 31,656,276j_ 31,480,004 7-f.OO •2,00 70,30 0.50 , •/. 70.30 0.50 - , 66.90 1.00 PROGRAM GROUP DESCRIPTION: This department is responsible for preventive maintenance, repair and operations of City and water district infrastructure including City streets, water and sanitation systems, and management of the City's Solid Waste Program. PROGRAM ACTIVITIES: Wastewater Operations Recycled Water Street Maintenance Street Lighting Traffic Signals Solid Waste WATER OPERATIONS KEY ACHIEVEMENTS FOR 2001-02: Utility Operations • Received approval and permit amendment from the State Department of Health Services to perform a water treatment pilot program using chlorine dioxide at Maerkle Reservoir. • Worked cooperatively with the City's Finance Department to begin reading and billing water customers in cycles, and achieved significant reductions between when consumption occurs and when a customer is notified of his water use. • Operated 17 sewer lift stations averaging 3.0 mgd of sewage pumped without a failure that resulted in a sewage spill or contamination of the environment. • Delivered over 20,000 acre feet of potable water, while meeting all the health standards established by the State and Federal governments. • Irrigated approximately 835 acres of landscape at 82 use sites with recycled water. B-147 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY KEY ACHIEVEMENTS FOR 2001 -02 (Continued): Street/Construction/Maintenance • Implemented the NPDES Municipal Facilities Component to prevent or reduce pollutants in runoff from all municipal land use areas and activities. • 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 municipal land use areas and activities. • Assisted in the development of the Area 5 park site. Traffic Signal Maintenance • Completed conversion to Video Detection Traffic Signal Control Activation at College Boulevard and Faraday Avenue. • 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 SDG&E service point to meet new standard service point meter service connection. Street Lighting • Converted approximately 25 street lights to flat glass luminar. Solid Waste Management • Achieved a 59% solid waste diversion rate for reporting year 2000. • Teamed with the City Manager's Office 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: Top Quality Services • Improve operational efficiencies in PW Maintenance & Operations by increasing efficiencies in productivity for the work activity designated by each PW O&M Supervisor within their Efficiency Goal. • Develop a STANDARDS OF CARE program for the field operations of the Public Works MSA and an evaluation program to monitor and ultimately measure our performance. Environmental Management • Ensure effective and efficient collection, disposal and recycling of municipal solid waste generated in the City of Carlsbad. • Prevent or reduce pollutants in runoff from all municipal land use areas and activities by continuing implemented BMP's and evaluating their effectiveness. B-148 PROGRAM: FUND: PROGRAM GROUP: STREET MAINTENANCE GENERAL MAINTENANCE & OPERATIONS ACCTNO. 0016355 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FU1HME POSITIONS . , . HOURLY/FTE POSITIONS 1999-2000 ACTUAL 1,000,374 971,454 39,844 2,011,672 21.25 . 0.00 2000-01 ACTUAL 1,026,962 1,007,042 7,513 2,041,517 2125 0.00 2001-02 BUDGET 1,186,803 1,517,942 6,232 2002-03 BUDGET 1,171,632 1,328,145 4,310 2,710,977) 2,504,087 21,25 0.00 19.50 0.00 WORK PROGRAM: The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system. PERFORMANCE MEASURES: Roadway Safety: • Benchmark One hundred percent (100%) of roadway segments meet CalTrans collision rates. Results Ninety-five percent (95%) of Carlsbad's roadway segments meet CalTrans collision rates. Roadway Circulation: • Benchmark Travel times on Palomar Airport Road and on El Camino Real as measured June 2000. Results Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2000. Roadway Rideability: • Benchmark Average Pavement Condition Index (PCI) in the 70-85 range. Measurement: Average PCI of 75 as measured in most recent survey, 1997-98. PROGRAM ACTIVITIES: Contract Management • Contract Management consists of contract design, inspection, and support. Roadside Maintenance • Roadside Maintenance activities consist of weed abatement, litter pick-up, debris hauling, cement repair, and guardrail maintenance. Drainage System Maintenance • The cleaning of brow ditches, catch basins, drainageways, and gutters. City Sign Maintenance • Fabricate, install and maintain all traffic, street name and special signs throughout the City. B-149 PROGRAM: FUND: PROGRAM GROUP: STREET MAINTENANCE GENERAL MAINTENANCE & OPERATIONS PAGE TWO ACCTNO. 0016355 PROGRAM ACTIVITIES (Continued) Asphalt • Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching. Painting • Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. WORKLOAD STATISTICS PW STREET MAINTENANCE 2001 STAFF HOUR TOTALS Painting 9.85% Asphalt 11.30% Misc Maintenance 16.06% Contract Management 11.3% Signs 2.57%Drainage 21.26% Customer Services 8.4% SIGNIFICANT CHANGES: None. B-150 PROGRAM: FUND: PROGRAM GROUP: TRAFFIC SIGNAL MAINTENANCE GENERAL MAINTENANCE & OPERATIONS ACCTNO. 0016370 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS ,', RQURLY/FTE POSITIONS > ' 1999-2000 ACTUAL 28,751 381,767 14,975 2000-01 ACTUAL 55,006 688,558 0 425,493| 743,564 0.00 0.50 . . •.• 0.95 0.00 2001-02 BUDGET 57,420 531,359 109,853 L 698,632 0.95 0.00 2002-03 BUDGET 61,385 578,714 45,256 685,355 0.95 0.00 WORK PROGRAM: Maintain the City's traffic signal system. PROGRAM ACTIVITIES: Customer Requests • Respond to traffic signal repair requests. Contract Administration • Administer traffic signal maintenance agreement. USA Markouts • Mark underground utilities in coordination of the Dig Alert system. Inspection/Construction Coordination • Coordinate and inspect the installation and modification of traffic signals. WORKLOAD STATISTICS: PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS gj Inspection / Coordination 5.02% I Miscellaneous 3.02% O Customer Requests 40.11%QSpecial Projects 3.13% H Contract Admin 13.13% USA Markouts 35.59% SIGNIFICANT CHANGES: None. B-151 PROGRAM: FUND: PROGRAM GROUP: STREET LIGHTING MAINTENANCE ASSESSMENT MAINTENANCE & OPERATIONS ACCTNO. 1626357 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL-TIME POSITIONS: ; HOURkY/FTE POSITIONS 1999-2000 ACTUAL 231,484 528,823 581 760,888 4.00 1.00 2000-01 ACTUAL 202,609 641,128 0 843,737 . 2.85 0.00 2001-02 BUDGET 178,290 889,816 56,000 1,124,106 2.85 0.00 2002-03 BUDGET 186,630 952,811 0 1,139,441 2.40 0.00 WORK PROGRAM: Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system. PROGRAM ACTIVITIES: Customer Requests • Respond to street light repair requests. Circuits • Troubleshoot or repair of underground circuits and associated equipment. USA Markouts • Mark underground utilities in coordination with the dig alert system. Surveillance and Repair • Perform night surveillance to identify and schedule needed repairs. System Upgrades • Installation of technological advances. WORKLOAD STATISTICS: I Special Projects 4% i lnspection\ Coordination 4%D Miscellaneous 4% 0 System Upgrades 3% 0 Circuits 4.72% QSurveillance & Repair 23.21%| USA Markouts 19% 0 Customer Requests 38.07% SIGNIFICANT CHANGES: None. B-152 PROGRAM: FUND: PROGRAM GROUP: BUENA VISTA CHANNEL MAINTENANCE MAINTENANCE ASSESSMENT MAINTENANCE & OPERATIONS ACCTNO. 1636312 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FUI&TME POSITIONS.;,., : ,. HOURLY/FfE POSITIONS ' 1999-2000 ACTUAL 0 8,924 0 2000-01 ACTUAL 0 7,176 0 2001-02 BUDGET 0 751,500 0 2002-03 BUDGET 0 1,590 0 8,924| 7,1 76| 751,500| 1,590 0.00 0:00 : , 0;QO0:00 0.00 0.00 , 0,00 0.00 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: Top Quality Services • Evaluate alternative strategies following drainage studies in light of up-scaled environmental clearances/mitigation measures to ensure desired drainage patterns. SIGNIFICANT CHANGES: No dredging of the channel planned for budget year. B-153 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5016310/5026310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME POSITIONS j HOURKY/FTE POSITIONS < 1999-2000 ACTUAL 2,238,360 14,727,211 78,326 2000-01 ACTUAL 2,160,295 15,300,675 53,676 2001-02 BUDGET 2,249,715 18,266,778 46,937 2002-03 BUDGET 2,390,299 18,823,128 205,801 17,043,897| 17,514,646| 20,563,430| 21,419,228 ,32.00 '•••, 0.50 30.00 0150 : 30.00 0.50 . =32.60 : . 0.75 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 payroll records and time card administration; coordinate interdepartmental and interagency communications. Construction Maintenance • Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance for infrastructure and maintained to insure safe and efficient distribution and collection systems. Water Operations • Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations. Cross Connection Control • Implements and enforces cross connection control of potable and recycled water systems to ensure a safe supply of potable water, and compliance with State and Federal regulations. Meter Services • Collect water customer usage data for utility billing to ensure financial viability of the District through timely and accurate revenue collections; provide customer service for water utility customers and assist Construction and Maintenance operations. PERFORMANCE/WORKLOAD MEASURES: Water Quality • Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance Measurement Team. The State requirement is that less than 5 percent of all samples collected during any month are total coliform-positive. Fiscal Year 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 Number Collected 1,316 1,349 1,354 1,428 1,615 1,725 Total Positive 4 6 1 3 1 3 Total Bacteria-Free 1,312 1,343 1,353 1,425 1,614 1,722 Percent Bacteria-Free 98.0% 98.1% 99.2% 99.0% 99.9% 99.8% B-154 PROGRAM: FUND: PROGRAM GROUP: WATER OPERATIONS WATER ENTERPRISE MAINTENANCE & OPERATIONS PAGE TWO ACCTNO. 5016310/5026310 PERFORMANCE/WORKLOAD 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 .05 hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if necessary, annually. Fiscal Year 1998-99 1999-00 2000-01 Total Hours 18 17 0 Miles Distribution Lines 350 400 410 Hours/Mile Distribution Line .05 .04 0.00 Water Delivery 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 1996-97 1997-98 1998-99 1999-00 2000-01 Water Loss 2.08% 2.66% 4.87% 5.36% 4.29% Cost of Service Fiscal Year 1999-00 2000-01 Delivered (AC.-FT.) 20,069 21,135 Cost of Service $18,393,999 $19,375,900 Cost for AC.-FT. Delivered $916.54 $916.77 WORKLOAD STATISTICS: Water Use Data Collection 29% Daily Water Service Turn- Operations/System Off/On Maintenance Flow Control Station 9% 151% Maintenance 3% Valve Maintenance 21% Fire Hydrant \ Fire Hydrant Maintenance Replacement/Repair 18% 5% SIGNIFICANT CHANGES: Several positions were allocated to water from sewer to accurately reflect the work performed for each program. B-155 PROGRAM: FUND: PROGRAM GROUP: WASTEWATER OPERATIONS WASTEWATER ENTERPRISE MAINTENANCE & OPERATIONS ACCTNO. 5116310 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FQL1-TIME POSITIONS; •.-••/ HOURLY/FTBPOSiTIQNS 1999-2000 ACTUAL 664,730 3,562,581 55,204 2000-01 ACTUAL 588,775 3,881,613 4,296 4,282,5151 4,474,684 13.00 0,00 15.00 0.00 2001-02 BUDGET 694,540 4,765,143 53,500 5,513,183 = 15.00 0.00 2002-03 BUDGET 764,731 4,735,862 6,300 5,506,893 11.20 0.25 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 System Reliability Total Gallons Spilled Total Feet of Mains Total Gallons per Foot Sewer Cost Efficiency Fiscal Year Expenses Flow- mgd Annual Flow $/mg WORKLOAD STATISTICS: Benchmark 895,651 765,600 1.17 1999-00 895,651 765,600 1.17 2000-01 2,116,992 765,600 2.77 1997-98 $2,364,962.00 5.10 1,861.50 $1,270.00 1998-99 $2,244,652.00 5.98 2,182.70 $1,028.00 1999-00 $2,233,201.00 6.34 2,314.10 $965.00 2000-01 $2,308,593.00 6.50 2,372.50 $973.06 Sewer Lateral Main Maintenance 2.7% FTE Sewer Lateral Main Stoppage 4.9% FTE Sewer Lateral Main Research 3.9% FTE SIGNIFICANT CHANGES: None. B-156 PROGRAM: FUND: PROGRAM GROUP: SOLID WASTE MANAGEMENT SOLID WASTE ENTERPRISE MAINTENANCE AND OPERATIONS ACCTNO. 5206375 PERSONNEL MAINTENANCE & OPERATIONS CAPITAL OUTLAY GRAND TOTAL FULL TIME P$S1T1ON$ HQURLY/FfE TOSITtONS 1999-2000 ACTUAL 61,317 87,359 0 148,676 ••-, OJ5 0.00 2000-01 ACTUAL 53,088 207,568 0 2001-02 BUDGET 69,520 224,928 0 260,656] 294,448 025 0.00 :0.25 0,00 2002-03 BUDGET 73,663 149,747 0 223,410 0.25 0.00 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: Customer Satisfaction • Eighty-one point five percent (81.5%) rate solid waste services as "Good" or "Excellent". Cost Efficiency • Residential rates (adjusted for City fees) are third lowest in the County. Diversion • Year 2000 Diversion rate as reported to the California Integrated Waste Management Board: fifty-eight percent (58%). PROGRAM ACTIVITIES: AB939 • Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare and submit reports and documents. Solid Waste • Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups; administer and monitor the solid waste services contract; and review reports and rate requests from authorized collector. Recycling/Diversion • Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs. SIGNIFICANT CHANGES: Additional funds have been budgeted to perform a rate study in fiscal year 2002-2003. B-157 B-158 IWP^r ",!,?>&'••' ; i -n" -: : ' V* !•.!•!":•;- ••-<>- l L . *.-• . ... . ....•>•••'$ ' ",:^'&;-!.£i;i " - '- ''. ";-,*<f't Lr^W^::'si, '""! ,- ;. ..'.'- :^.^.---^X:;:'^>-'^«4^, . - ' '.- "' '•'•'.^•W"!??;...)., .::»;/.>..,.'.,•....>•• ••;;.'ir":.,:.:;,--'y'H^sSO.,_ , / ,--, •.- . ,-;;»(;;^|P!.:,f:i'.!fer')fe."?.V ';>-;;-Ss8{*r.Airj:«4i»^:'^ISiij**^S^i»! .:'-:'i:': j:>' i>.<;;i'P'# :,'>«'->~:i:%;.)J'f i'i'-1 c?** >'??••'•'• '" ' '-.• '''^::^:5/t''?^/'S^A'STif::i6iiS^^fej(«'fl'if! •=•-"f;,*«/;-^!y%~7<>a=fe.Sli^ia.yi;:«7«iM&MXa^^^s..«S:*"«*lSi,if,,S, -i!» -r-fr IL-A.4 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 the demand for development-related services and new facilities. To ensure that the necessary infrastructure and facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless a standard level of facilities is available to meet new demands resulting from the City's growth, development cannot proceed. This Plan is the foundation for making decisions about the timing and prioritization of the capital projects under consideration. A discussion of the City's Growth Management Plan is located at the end of this report. This year's CIP reflects the Council's continued commitment to constructing the necessary facilities, in response to the 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: Project Ranking Criteria 1. Is the project needed now for health and safety of the 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)? Are there other reasons to construct the project (example: timing or funding opportunity)? C-1 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 300<h GROWTH MANAGEMENT IMPLEMENTED I ACTUAL 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 commercial/retail developments located in or near the areas where most of the residential development has occurred or is planned over the next several years. 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 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 Years 6-10 Years 11 -buildout Total Future Units Square Feet 733 648 1,112 1,001 964 925 2,505 2,718 9,873 817,829 663,794 912,633 962,393 974,510 1,034,120 6,258,156 3,030,842 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 Water/Sewer 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 commercial/industrial square feet. Development revenues include Public Facilities Fees (PFF), C-3 2002-2003 CAPITAL IMPROVEMENT PROGRAM Traffic Impact Fees (TIP), Park-ln-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 commercial/industrial building can vary widely depending on the ultimate land use. The value assigned to each commercial/industrial trip is $38. The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF revenues, since some projects previously funded from these sources are now funded through this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has not yet been formally established. A prepayment program is in place to enable development to proceed within this proposed district. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the City. The fees are based on the acquisition cost of parkland, and were increased in June 2001 to reflect the escalating cost of land throughout the City. Projects in the CIP funded with Park-in-Lieu Fees include Pine School Park site development in the NW Quadrant, Larwin Community Park and future park development in the NE Quadrant, parkland restoration and acquisition in the SW Quadrant, and Alga Norte parkland acquisition in the SE Quadrant. There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by property owners to finance specific road construction projects located within each of the district boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) was formed to finance the construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West) was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. C-4 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 Streets/Circulation Parks Sewer Water Facilities/Civic Drainage Other (loans) Total Future Quantity 81 16 29 31 13 7 N/A 177 Total Cost $115,380,662 63,804,200 74,200,402 25,960,937 37,562,700 17,749,000 18,675,548 $353,333,449 Expenditures by Category 2002/2003 to buildout Total = $353 million Civic Drainage 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 $115.4 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 LEGEND: RAILROAD NEW 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 Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The largest of these projects is the Vista/Carlsbad interceptor currently under construction. There are several phases to this project which will span over several years. Construction will occur along Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west side of the railroad right-of- way. The third largest expenditure category is for park projects, which total $63.8 million, or 18.1%. Park projects include acquisition and/or development of acreage within all quadrants of Carlsbad. Future park projects include: Northwest Quadrant Northeast Quadrant Larwin ParkNW Quadrant Park (Pine School) 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 III 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 Community Park - Construction is scheduled to begin next fiscal year on this 24-acre site located in the southwest quadrant north of Poinsettia Lane and west of El 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 II - 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. • Vista/Carlsbad Interceptor- The Vista/Carlsbad Interceptor project involves installation of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the C-8 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 Program - The city plans to construct a recycled water facility to increase the supply of water and reduce dependence on external suppliers. Funding has already been authorized for this project, which will span over several years. SUMMARY The proposed 2002-2003 to Buildout CIP is being driven by the City's commitment to insure that facilities are available to service the developing areas as well as the current residents. Carlsbad's philosophy has been to build quality capital facilities, which meet, and at times exceed Growth Management standards. Phasing projects over a period of years to match funding availability and maximizing the use of available resources are methods used in order to meet the needs of Growth Management. The 2002-2003 to Buildout Capital Improvement 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 - Library - Wastewater Treatment - Parks - Circulation - Drainage - Fire - Open Space - Schools - Sewer Collection - Water Distribution 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-10 2002-2003 CAPITAL IMPROVEMENT PROGRAM CALIFORNIA ASSEMBLY BILL 1600 (AB 1600) In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the process a city or county must follow to establish developer fees to finance public facilities. This legislation applies to fees established, increased, or imposed on or after January 1, 1989, the effective date of the law. AB 1600 contains four general requirements: 1. A "nexus" or connection must be established between a development project or class of project and the public improvement being financed with the fee. All AB 1600 fees adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare District and Drainage Sewer Benefit Area Fees were all established under AB 1600. 2. The fee must be segregated from the General fund. Carlsbad segregates all capital funds not only from the General fund, but also each classification of fee as well. 3. Fees collected by a city or county must be spent or committed to a project within a five-year period. Funds are viewed to be committed if they are programmed to be spent on a specific project(s). If the money is not spent, findings must be made describing the continuing need for that money each fiscal year after the five years has expired. The City of Carlsbad 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-11 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2001-2002 FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWY BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS -COUNTY GRANTS -FEDERAL GRANTS - STATE INFRASTRUCTURE MAI NT & 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 DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT BONDS SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL JULY 1,2001 UNRESERVED BALANCE 596,858 2,582,427 3,243,453 41,947,966 17,525,663 6,995,282 8,863,347 346,734 1,187,465 11,059 1,926,602 5,406,673 886,007 575,836 1,262,116 315,391 5,406,109 818,040 7,108,290 30,751,803 922,226 5,062,698 30,043,610 15,953,333 188,304 5,367,590 0 900,902 9,263,257 1,449,577 10,811,420 3,835,005 22,728,736 244,283,779 ESTIMATED REVENUES 16,668 579,115 103,266 5,918,573 1,065,538 1,796,655 3,892,720 0 38,389 815,148 791,622 3,354,978 515,974 160,590 436,254 369,488 173,671 290,775 1,774,079 5,102,603 20,226 371,173 8,798,731 2,365,171 27,422 1,174,330 200,000 28,861 251,548 44,127 2,755,738 34,320,300 2,961,560 80,515,293 ESTIMATED CAPITAL EXPENDITURES 123,280 949,761 1,833,041 17,869,178 1,634,098 5,556,478 2,399,299 129,864 0 683,718 2,426,173 1,033,915 660,611 3,644 16,871 402,372 177,606 129,447 947,100 7,504,950 57,989 389,809 9,072,874 2,915,378 145,408 236,288 172,550 230,239 7,232,324 852,139 1,624,338 1,691,221 2,128,248 71,230,211 ESTIMATED DEBT SERVICE LOANS & OTHER 0 1,471,944 0 0 0 (1,471,944) 0 0 (300,000) 0 0 0 0 0 (192,150) (19,427) (568,367) 661,522 0 0 0 0 (942,161) 0 0 0 0 0 300,000 0 (2,024,808) (131,024) 804,798 (2,411,617) JUNE 30. 2002 PROJECTED BALANCE 490,246 3,683,725 1,513,678 29,997,361 16,957,103 1,763,515 10,356,768 216,870 925,854 142,489 292,051 7,727,736 741,370 732,782 1,489,349 263,080 4,833,807 1,640,890 7,935,269 28,349,456 884,463 5,044,062 28,827,306 15,403,126 70,318 6,305,632 27,450 699,524 2,582,481 641,565 9,918,012 36,333,060 24,366,846 251,157,244 C-12 CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2002-2003 FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWY BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - COUNTY GRANTS - FEDERAL GRANTS - STATE INFRASTRUCTURE MAINT & 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 DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT BONDS SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL JULY 1,2002 PROJECTED BALANCE 490,246 3,683,725 1,513,678 29,997,361 16,957,103 1,763,515 10,356,768 216,870 925,854 142,489 292,051 7,727,736 741,370 732,782 1,489,349 263,080 4,833,807 1,640,890 7,935,269 28,349,456 884,463 5,044,062 28,827,306 15,403,126 70,318 6,305,632 27,450 699,524 2,582,481 641,565 9,918,012 36,333,060 24,366,846 251,157,244 ESTIMATED REVENUES 0 1,620,700 135,252 3,870,758 0 2,469,687 0 0 0 0 0 3,600,000 1,151,000 141,794 342,211 32,619 86,664 8,889 603,266 3,397,914 0 400,000 1,977,500 1,400,000 70,000 929,395 0 1,211,000 4,600,000 0 817,740 160,000 3,841,860 32,868,249 2001-2002 CONTINUING APPROPR. 335,010 468,584 130,535 14,871,611 16,137,578 1,308,410 4,731,143 216,870 0 126,149 50,167 1,184,585 11,349 13,000 533,128 0 4,622,393 219,100 2,679,281 18,463,451 580,335 2,660,211 6,269,269 7,615,973 68,849 2,082,593 27,450 364,212 813,268 319,814 4,762,008 33,431,004 12,116,382 137,213,712 NEW APPROPR. 153,000 0 0 110,000 0 1,699,687 1,338,300 0 0 0 229,065 614,400 1,151,000 5,000 670,000 0 0 1,000,000 2,854,000 3,050,000 304,000 0 7,302,881 3,132,599 70,000 470,000 0 1,471,000 6,300,000 0 2,662,107 2,124,527 1,260,178 37,971,744 2002-2003 TOTAL CIP APPROPR. 488,010 468,584 130,535 14,981,611 16,137,578 3,008,097 6,069,443 216,870 0 126,149 279,232 1,798,985 1,162,349 18,000 1,203,128 0 4,622,393 1,219,100 5,533,281 21,513,451 884,335 2,660,211 13,572,150 10,748,572 138,849 2,552,593 27,450 1,835,212 7,113,268 319,814 7,424,115 35,555,531 13,376,560 175,185,456 JUNE 30, 2003 PROJECTED BALANCE 2,236 4,835,841 1,518,395 18,886,509 819,525 1,225,105 4,287,325 0 925,854 16,340 12,819 9,528,751 730,021 856,576 628,433 295,699 298,078 430,679 3,005,254 10,233,919 128 2,783,851 17,232,656 6,054,554 1,469 4,682,434 0 75,312 69,213 321,751 3,311,637 937,529 14,832,146 108,840,037 C-13 CITY OF CARLSBAD CAPITAL FUNDS REVENUES ACTUAL AND ESTIMATED FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWY BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS -COUNTY GRANTS -FEDERAL GRANTS -STATE INFRASTRUCTURE MAINT & 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 DRAIN'S PUBLIC FACILITIES FEE REDEVELOPMENT BONDS SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL CAPITAL FUNDS 1998-99 ACTUAL REVENUES 9,494,392 213,180 291,424 15,184,782 2,247,234 1,610,623 1,581,221 289,482 293,629 79,745 45,414 N/A 2,471,355 1,203,795 69,997 207,517 701,093 326,350 1,061,677 8,562,805 254,554 452,181 5,200,226 1,750,325 321,253 1,691,916 1,524 3,310,960 4,103,007 98,380 3,738,617 1,073,366 2,506,152 49,227,405 1999-2000 ACTUAL REVENUES 17,402,714 508,690 732,389 13,675,926 7,881,331 1,621,261 1,048,117 299,443 392,844 63,526 341,082 2,056,779 426,600 251,326 93,634 178,334 505,336 346,922 955,131 9,802,551 112,219 429,837 6,020,054 7,635,353 80,458 2,045,988 1,256 ^ 1,030,781 8,248,042 60,903 4,182,167 2,091,983 10,683,240 101,206,217 2000-2001 ACTUAL REVENUE 99,664 1,196,818 294,547 13,431,776 1,817,868 2,058,987 5,470,004 0 821,023 17,008 1,593,186 3,415,471 328,364 197,908 107,109 299,488 575,018 327,437 818,567 11,200,696 65,394 1,193,530 6,273,019 3,517,708 216,490 2,274,739 0 85,482 2,186,597 127,491 4,746,830 652,387 4,159,407 69,570,013 2001-2002 ESTIMATED REVENUE 16,668 579,115 103,266 5,918,573 1,065,538 1,796,655 3,892,720 0 38,389 815,148 791,622 3,354,978 515,974 160,590 436,254 369,488 173,671 290,775 1,774,079 5,102,603 20,226 371,173 8,798,731 2,365,171 27,422 1,174,330 200,000 28,861 251,548 44,127 2,961,560 2,755,738 34,320,300 80,515,293 2002-2003 ESTIMATED REVENUE 0 1,620,700 135,252 3,870,758 0 2,469,687 0 0 0 0 0 3,600,000 1,151,000 141,794 342,211 32,619 86,664 8,889 603,266 3,397,914 0 400,000 1,977,500 1,400,000 70,000 929,395 0 1,211,000 4,600,000 0 3,841,860 817,740 160,000 32,868,249 Note: Revenues include interfund loans and transfers. C-14 CITY OF CARLSBAD CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE FUND ASSESSMENT DISTRICTS BTD#2 - POINSETTIA LANE/AVIARA PKWY BTD#3 - CANNON ROAD WEST CFD#1 -CITYWIDE CFD #2 - RANCHO SANTA FE ROAD GAS TAX GENERAL CAPITAL CONST. GOLF COURSE GRANTS - COUNTY GRANTS - FEDERAL GRANTS -STATE INFRASTRUCTURE MAINT & 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 DRAIN'G PUBLIC FACILITIES FEE REDEVELOPMENT BONDS SEWER BENEFIT AREAS SEWER CONNECTION SEWER REPLACEMENT TDA TRAFFIC IMPACT FEE TRANSNET/BIKE TRANSNET/HIGHWAY TRANSNET/LOCAL TRANSNET/STP WATER - MAJOR FACILITY WATER - RECYCLED WATER WATER - REPLACEMENT TOTAL CAPITAL FUNDS 1999-2000 ACTUAL 11,924,563 1,213,557 742,315 16,748,124 3,661,865 533,719 1,822,728 1,114,278 1,670,154 6,834 280,296 0 2,588,302 4,330,562 0 0 0 18,900 917,040 2,339,380 10,733 466,244 2,085,199 721,280 160,468 1,656,187 27,603 905,021 2,520,005 0 2,698,172 322,818 1,388,764 62,875,111 2000-2001 ACTUAL 84,523 1,129,000 499,500 2,979,486 946,720 258,440 1,812,074 805,291 200,000 17,008 36,228 0 392,320 10,184 0 408,402 0 0 655,081 9,156,779 43,316 756,933 1,587,897 2,389,869 129,000 1,225,108 0 209,467 718,530 68,047 1,862,247 166,387 1,407,665 29,955,502 2001-2002 (1) ESTIMATED 123,280 (522,183) 1,833,041 17,869,178 1,634,098 7,028,422 2,399,299 129,864 300,000 683,718 2,426,173 1,033,915 660,611 3,644 209,021 421,799 745,973 (532,075) 947,100 7,504,950 57,989 389,809 10,015,035 2,915,378 145,408 236,288 172,550 230,239 6,932,324 852,139 3,649,146 1,822,245 1,323,450 73,641,828 2001-2002 CONTINUING APPROPR. 335,010 468,584 130,535 14,871,611 16,137,578 1,308,410 4,731,143 216,870 0 126,149 50,167 1,184,585 11,349 13,000 533,128 0 4,622,393 219,100 2,679,281 18,463,451 580,335 2,660,211 6,269,269 7,615,973 68,849 2,082,593 27,450 364,212 813,268 319,814 4,762,008 33,431,004 12,116,382 137,213,712 2002-2003 NEW APPROPR. 153,000 0 0 110,000 0 1,699,687 1,338,300 0 0 0 229,065 614,400 1,151,000 5,000 670,000 0 0 1,000,000 2,854,000 3,050,000 304,000 0 7,302,881 3,132,599 70,000 470,000 0 1,471,000 6,300,000 0 2,662,107 2,124,527 1,260,178 37,971,744 2002-2003 TOTAL CIP APPROPR. 488,010 468,584 130,535 14,981,611 16,137,578 3,008,097 6,069,443 216,870 0 126,149 279,232 1,798,985 1,162,349 18,000 1,203,128 0 4,622,393 1,219,100 5,533,281 21,513,451 884,335 2,660,211 13,572,150 10,748,572 138,849 2,552,593 27,450 1,835,212 7,113,268 319,814 7,424,115 35,555,531 13,376,560 175,185,456 (1) 2001-2002 estimated amount includes actual expenditures and encumbrances. C-15 C-16 ' •''/•' '^"j;';:!^\':l ;';V^?-'i';;-.Mllil|^py' •- - ' " ;.'•<• ^, >>:*_,_";'", \',, -, " "<''•;; \^V;;^'^*«jA^;V*+**;^1l!l^ii^^^^«k>i «'; •«-*t- -':.;-..-- ;^:Vv';;|^;.'i;:i^Y'''^§M , '•--,':. .:.: .:. ^••^^^•^yiSi^ , .:;'.: V^S^JpS^II"^'" i&="Jl^:atS;:S^^fe« C-17 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY 38311 NEW 34411 35721 35722 36551 36851 36951 36881 36861 32441 33701 34553 34554 NEW 34691 34692,93 36341 38611 35081 36511 36501 36531 35101 38321 38331 38341 3516/77 36381 35761 36422 35151 36651 35781 30721 PROJECT TITLE CIVIC PROJECTS AMERICANS WITH DISABILITES ACT (ADA) PROJECTS ADA - CANNON PARK HOLIDAY PARK - RESTROOM IMPROVEMENTS ADA - MISCELLANEOUS FACILITY MODIFICATIONS ADMINISTRATIVE FACILITIES CITY HALL PUBLIC WORKS CENTER PUBLIC WORKS CENTER PUBLIC WORKS CENTER POLICE & FIRE FACILITIES POLICE & FIRE CAD IMPLEMENTATION POLICE & FIRE TRAINING FACILITY FEASIBILITY STUDY FIRE STATION # 3 RELOCATION FIRE STATION #5 STORAGE BUILDING/RESTROOMS FIRE STATION #6 - (PERMANENT) POLICE TRAINING RANGE - RELOCATION LIBRARY FACILITIES COLE LIBRARY EXPANSION (35%) COLE LIBRARY EXPANSION (65%) SOUTH CARLSBAD LIBRARY SOUTH CARLSBAD LIBRARY MISCELLANEOUS PROJECTS COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT COASTAL RAIL TRAIL COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT CFD#1 ADMINISTRATION OPPORTUNISTIC SAND PROGRAM OPPORTUNISTIC SAND PROGRAM PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM SENIOR CENTER COURTYARD LANDSCAPING REDEVELOPMENT PROJECTS DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY VILLAGE AREA STREET FURNITURE AND PLANTERS VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM VILLAGE PUBLIC RELATIONS CAMPAIGN SUBTOTAL CIVIC PROJECTS FACILITIES MAINTENANCE ASBESTOS SURVEY CALAVERA HILLS CENTER - OFFICE EXPANSION HARDING CENTER - FANS HARDING CENTER - KITCHEN REMODEL MISCELLANEOUS FACILITIES MAINTENANCE SAFETY CENTER - BUILDING IMPROVEMENTS SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT SENIOR CENTER - RECOAT ROOF SENIOR CENTER FLOOR REPLACEMENT WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE SUBTOTAL FACILITIES MAINTENANCE PARK PROJECTS CITYWIDE PARKS BUSINESS PARK RECREATIONAL FACILITY CARLSBAD MUNICIPAL GOLF COURSE VETERAN'S MEMORIAL PARK FUND GCC IM&R GCC CFD#1 CFD#1 WATER REPL SEWER REPL GCC GCC PFF GCC PFF GCC CFD#1 PFF PFF CFD#1 FED GRNT TRANSNET/BIKE GCC CFD#1 GCC ST GRANT GCC GCC REDVL BONDS REDVL BONDS REDVL BONDS REDVL BONDS GCC GCC GCC GCC GCC GCC GCC IM&R GCC WATER REPL ZONES GOLF COURSE CFD#1 TOTAL BUDGET 70,500 162,200 741,000 20,270,000 10,493,000 4,600,000 2,200,000 2,221,000 45,000 895,000 216,600 1,025,000 950,000 4,608,000 8,320,000 396,417 14,450,995 1,568,000 200,000 110,000 1,430,000 65,542 138,898 390,000 30,000 65,000 95,000 759,215 50,000 76,566,367 40,000 25,000 10,000 20,000 506,561 50,000 200,000 240,000 65,000 20,000 1,176,561 2,644,000 5,810,405 16,129,000 PRIOR EXP/ENC 25,699 543,615 1,477,597 864,822 27,500 17,483 91,952 393,483 14,353,672 1,441,851 172,550 46,175 113,175 275,763 10,000 59,978 0 14,902 19,930,217 12,916 1,227 0 7,650 471,267 18,382 54,458 24,893 3,034 593,827 5,593,535 C-18 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEARS 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 22,301 56,385 9,015,403 4,600,000 2,200,000 1,356,178 17,500 199,117 858,048 2,934 97,323 126,149 27,450 19,367 25,723 114,237 30,000 55,000 15,022 495,215 15,098 19,348,450 27,084 23,773 10,000 12,350 35,294 31,618 110,542 40,107 16,966 307,734 13,000 216,870 22,500 162,200 141,000 10,135,000 10,135,000 895,000 25,000 1,000,000 4,608,000 8,320,000 110,000 110,000 110,000 110,000 110,000 110,000 550,000 330,000 20,000 264,000 20,000 874,700 110,000 11,245,000 11,140,000 110,000 13,478,000 330,000 35,000 240,000 275,000 - - - - • 5,000 2,626,000 8,064,000 8,065,000 C-19 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY PROJECT TITLE NORTHWEST QUADRANT PARKS NEW BEACH ACCESS IMPROVEMENTS CANNON LAKE PARK (6.7 ACRES) 36351 CHASE FIELD BATHROOM/SNACK BAR BLDG REPL 38631 HOLIDAY PARK - PLAYGROUND EQUIPMENT HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS 36961 KRUGER HOUSE PRE-SCHOOL TOT LOT 351 91 MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES 38022 PARK SITE DEVELOPMENT - PINE SCHOOL NEW SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS NORTHEAST QUADRANT PARKS 38561 LARWIN COMMUNITY PARK (22.3 ACRES) PARK RESTORATION AND ACQUISITION 36981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK 38011 PARK SITE DEVELOPMENT (15 ACRES) SOUTHWEST QUADRANT PARKS 36991 AVIARA COMMUNITY PARK (24.25 ACRES) * 36491 AVIARA REIMBURSEMENT AGREEMENT PARK RESTORATION AND ACQUISITION POINSETTIA COMMUNITY PARK - PHASE II 38361 POINSETTIA COMMUNITY PARK - SOCCER FIELD STAIRS 38641 POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD FUND IM&R PFF GCC IM&R PIL-NW GCC GCC PFF IM&R PIL-NE PIL-NE PFF PIL-NE PFF PIL-SW PIL-SW PFF GCC IM&R TOTAL BUDGET 50,000 947,000 190,000 85,000 2,980,000 35,000 70,000 6,896,000 162,200 1,220,000 4,500,000 4,550,000 3,000,000 11,997,890 238,000 2,700,000 7,200,000 85,000 700,000 PRIOR EXP/ENC 48,835 58,548 189,990 16,872 881,495 18,900 9,689 5,400 (*) AVIARA COMMUNITY PARK - $1,725,000 L/C FROM A VIARA LAND ASSOCIATES IS AVAILABLE IF NEEDED TO CONSTRUCT PHASE 1 SOUTHEAST QUADRANT PARKS 38371 ALGA NORTE LAND ACQUISITION 38372 ALGA NORTE PARK - PHASE I (30 ACRES) ALGA NORTE PARK - PHASE II (50 METER POOL) 34561 LEO CARRILLO PARK - PHASE I & II LEO CARRILLO PARK - PHASE III 35791 STAGECOACH PARK DRAIN (LOWER LEVEL) 38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY SUBTOTAL PARK PROJECTS DRAINAGE PROJECTS 38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C") 36241 CARLSBAD BLVD STORM DRAIN REPLACEMENT COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA "B") 33381 DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PLDA "B") 36225 FARADAY/MELROSE DRAINAGE FACILITIES (PLDA "B") 38651 LA COSTA AVENUE STORM DRAIN REPLACEMENT NEW MASTER PLAN UPDATE MISCELLANEOUS MASTER DRAINAGE FACILITIES 3681 1 MISCELLANEOUS ROAD SUBDRAINS 3681 2 MISCELLANEOUS ROAD SUBDRAINS 36813 MISCELLANEOUS ROAD SUBDRAINS PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B") 35281 SOUTH CARLSBAD VILLAGE STORM DRAIN 35282 SOUTH CARLSBAD VILLAGE STORM DRAIN 35284 SOUTH CARLSBAD VILLAGE STORM DRAIN 35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B") TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B") 38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS 36901 TORREJON PLACE STORM DRAIN RELINING SUBTOTAL DRAINAGE PROJECTS PIL-SE PFF PFF PFF PFF GCC GCC PLD IM&R PLD PLD PLD PLD IM&R PLD PLD GAS TAX GCC IM&R PLD TRANSNET-LOC GAS TAX TRANSNET/STP PLD PLD GCC GCC 4,800,000 8,250,000 5,936,000 5,568,000 1,703,000 15,000 25,000 98,486,495 290,000 80,000 2,600,000 2,100,000 1,260,459 1,200,000 128,500 254,000 10,936,000 10,000 200,000 275,000 500,000 4,700,000 3,400,000 1,240,000 1,160,000 1,279,000 30,000 80,000 31,722,959 177,607 13,499 5,054,348 6,581 12,075,299 9,600 419,504 68,379 16,169 438 4,669,543 3,235,726 920,186 733,695 11,400 10,084,640 C-20 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEAR 3 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 141,165 85,000 35,000 11,452 510,010 533,128 4,550,000 10,116,395 219,100 75,311 694,600 4,622,393 236,501 513,652 15,000 18,419 22,606,996 280,400 840,955 1,131,621 112,331 9,562 200,000 275,000 30,457 164,274 319,814 426,305 18,600 80,000 3,889,319 50,000 947,000 2,980,000 900,000 5,296,000 162,200 670,000 4,500,000 3,000,000 1,000,000 2,700,000 600,000 6,600,000 700,000 7,300,000 5,936,000 1,703,000 3,487,200 12,596,000 600,000 6,600,000 - 14,000,000 26,521,000 80,000 2,600,000 2,100,000 254,000 10,936,000 500,000 1,279,000 2,854,000 80,000 - - - 500,000 14,315,000 C-21 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY 34891 34111 36691 36681 38071 38061 34491 36701 36661 35811 33221 34941 38911 36224 34951 36561 NEW 35371 35381 38091 35391 38101 34511 38081 38401 34521 38701 38702 33241 3828/3583 38551 34921 38861 31821 31822 38671 33762 33761 38411 38421 35341 PROJECT TITLE SEWER PROJECTS ENCINA WATER POLLUTION CONTROL FACILITY BUILDING IMPROVEMENTS CAPITAL ACQUISITIONS - UNIT I CAPITAL PLANNING /SERVICES COGENERATION REHABILITATION FLOW EQUALIZATION PROJECT PHASE IV EXPANSION - DEBT SERVICE PHASE V EXPANSION PHASE V EXPANSION - INTERIM CAPACITY PLANT REHABILITATION PUMP STATION INTERFACES TECHNOLOGY MASTER PLAN SEWER COLLECTION SYSTEM AVENIDA ENCINAS GRAVITY SEWER BUENA VISTA LIFT STATION BUENA VISTA LIFT STATION PUMP ADDITION CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA "A") CHINQUAPIN LIFT STATION EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK FARADAY AVENUE - ORION TO MELROSE SEWER FOREST GRAVITY SEWER FOXES SEWAGE LIFT STATION UPGRADE HOME PLANT LIFT STATION LA COSTA MEADOWS SEWER EXTENSION LA GOLONDRIA SEWER EXTENSION NIGHTSHADE GRAVITY SEWER EXTENSION NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REAL/KELLY NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A NORTH BATIQUITOS INTERCEPTOR REHABILITATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS PALMER WAY SEWER EXTENSION POINSETTIA LANE SEWER RELOCATION POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT SEWER ACCESS HOLE REHABILITATION SEWER CONNECTION FEE UPDATE SEWER LIFT STATION REPAIRS AND UPGRADES SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER MASTER PLAN UPDATE SEWER MASTER PLAN UPDATE SEWER MONITORING PROGRAM SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12) VISTA/CARLSBAD INTERCEPTOR REACH VC11B VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC1 1 A VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC11A VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SUBTOTAL SEWER PROJECTS WATER DISTRIBUTION SYSTEM "D" RESERVOIR - PHASE II "D" RESERVOIR - PHASE II 580 ZONE SECONDARY SUPPLY 680 ZONE SUPPLY AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR CANNON ROAD WEST TRANSMISSION MAIN FUND SEWER CONN SEWER CONN SEWER REPL SEWER REPL SEWER CONN SEWER CONN SEWER CONN SEWER CONN SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEWER CONN SEWER CONN SEW BENEF SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEWER REPL SEWER CONN SEWER REPL SEWER CONN SEW BENEF TRANSNET-LOC SEWER CONN SEWER CONN SEWER CONN SEWER CONN SEWER REPL SEWER REPL WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER CONN WATER CONN TOTAL BUDGET 1,787,249 3,415,037 1,910,023 581,447 8,189,252 13,082,183 11,692,762 222,297 2,908,523 59,662 1,160,942 175,000 502,132 233,000 455,000 450,000 420,000 110,200 800,000 2,185,000 285,000 175,000 150,000 150,000 620,000 1,587,600 1,533,200 1,000,000 332,000 125,000 400,000 221,800 2,800,000 15,000 235,380 7,868,182 205,698 98,792 587,138 7,661,494 695,880 6,250,000 2,900,000 10,200,000 12,223,433 702,020 377,075 109,739,401 3,984,500 1,328,000 256,000 550,000 495,000 250,000 2,864,457 PRIOR EXP/ENC 486,916 525,624 235,524 41,329 76,453 157,995 1,113,297 25,000 312,661 245,211 449,437 11,110 110,200 26,431 2,069,081 133,800 928 102,404 39,717 116,382 5,641 57,513 647,406 195,232 98,792 152,586 1,735,283 644,680 88,499 42,591 10,650,058 543,172 1,393 21,142,346 2,257,707 C-22 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEAR 3 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 206,398 98,820 267,445 2,734,201 713,406 64,302 232,196 17,649 28,559 256,921 563 408,890 273,569 115,919 616,200 399,072 34,800 22,596 360,283 783,618 9,359 177,867 1,220,776 10,466 54,552 2,660,211 51,200 261,501 257,409 1,573,375 158,848 325,682 14,396,653 606,750 1,093,935 124,050 124,050 112,099 112,099 2,542,735 942,161 936,199 7,467,810 124,050 112,099 936,256 124,050 124,050 657,868 112,099 52,101 276,135 259,016 2,870,987 939,581 936,394 4,671,045 1,512,475 630,422 322,431 3,720,547 3,435,093 66,987 74,430 74,430 74,430 74,430 394,479 803,844 17,013 375,127 444,595 175,000 233,000 100,000 355,000 500,000 35,000 250,000 50,000 50,000 50,000 125,000 100,000 100,000 620,000 837,600 158,000 1,375,200 600,000 297,200 21,700 200,100 100,000 100,000 100,000 100,000 100,000 500,000 900,000 300,000 300,000 300,000 300,000 300,000 1,500,000 3,000,000 20,000 20,000 20,000 20,000 100,000 200,000 3,266,000 769,360 5,130,640 2,600,000 500,000 4,700,000 5,000,000 50,000 10,435,480 10,842,688 8,761,395 12,480,800 1,606,975 11,837,657 18,235,407 3,984,500 1,328,000 256,000 550,000 495,000 50,000 200,000 C-23 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY 35991 38171 36631 34461 38441 NEW 38431 38161 38691 36223 35691 38211 38231 38221 35311 34791 35851 34421 36581 38581 35491 38191 38531 35301 NEW 36641 38703 38704 34861 35861 38291 36751 36753 38871 38881 38891 36752 34871 PROJECT TITLE CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK COLLEGE BOULEVARD (33" LINE TO CANNON ROAD) COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH EL CAMINO REAL CROSSING AT KELLY DRIVE EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY DRIVE EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DRIVE ELFUERTE - NORTH OF LOKER EL FUERTE - ALGA ROAD TO POINSETTIA LANE EL FUERTE - FARADAY TO MAERKLE RESERVOIR EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD FARADAY AVENUE - ORION TO MELOROSE WATERLINE FOUSSAT ROAD WELL ABANDONMENT INTERSTATE 5 CROSSING LAKE CALAVERA RESERVOIR IMPROVEMENTS MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS MISCELLANEOUS STORAGE TANK REPAIRS MISCELLANEOUS WATER RESERVOIR FENCING NORTH AGUA HEDIONDA TRANSMISSION MAIN OCEANSIDE INTERTIE UPGRADE PALOMAR AIRPORT - NORTH OF OWENS POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLVD. RANCHO CARRILLO OVERSIZING/EXTENSION SEAWATER DESALINATION PROGRAMS TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP NO. 2 RESERVOIR TAP RESERVOIR EXTERIOR PAINTING TRI-AGENCY PIPELINE EROSION PROTECTION WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) WATER OPERATIONS WATER PUMP PROJECT WATER SYSTEM INTERTIE CONNECTION WATER/SEWER MASTER PLAN UPDATE WATER/SEWER MASTER PLAN UPDATE SUBTOTAL WATER DISTRIBUTION SYSTEM RECYCLED WATER PROJECTS DEBT SERVICE ON STATE LOAN INDUSTRIAL PARK SYSTEM I-5 RECYCLED WATER TRANSMISSION LINE RECYCLED LINE - POINSETTIA BRIDGE RECYCLED WATER PH II RECYCLED WATER PH II - TREATMENT FACILITY RECYCLED WATER PH II - PIPELINES RECYCLED WATER PH II - FLOW EQUALIZATION RECYCLED WATER PH II - PUMP STATIONS RECYCLED WATER PROG-PHASE II PUMP STATION UPGRADE SUBTOTAL RECYCLED WATER PROJECTS FUND WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER REPL WATER REPL WATER CONN WATER CONN WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER CONN WATER CONN WATER REPL WATER CONN WATER REPL WATER REPL WATER REPL WATER REPL WATER REPL WATER CONN WATER REPL WATER CONN WATER CONN WATER CONN WATER CONN WATER CONN WATER CONN WATER CONN WATER REPL WATER REPL WATER CONN WATER REPL WATER REPL WATER REPL WATER CONN WATER REPL WATER REPL WATER REPL WATER CONN RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER RECL WATER WATER REPL RECL WATER TOTAL BUDGET 133,000 142,000 550,000 235,000 421,000 2,340,000 3,225,000 94,000 250,000 835,800 660,000 148,750 2,000,000 330,000 820,000 97,210 150,000 982,000 1,650,000 604,000 1,400,000 170,000 110,000 130,000 100,000 150,000 2,700,000 2,800,000 375,000 322,000 250,000 90,000 649,860 120,000 1,750,000 120,000 150,000 391,450 2,055,110 55,000 400,000 124,580 31,145 39,839,862 1,880,702 1,179,539 140,000 240,000 600,000 12,860,000 15,800,000 2,970,000 2,600,000 4,000,000 400,000 42,670,241 PRIOR EXP/ENC 10,501 174,805 512 1,057,880 97,210 914,186 178,466 24,500 11,945 12,492 659,040 194,231 71,913 33,497 6,000 552 34,774 102,206 27,019 5,869,436 316,328 19,595 157,797 584,285 1,519,724 806 2,388,767 4,987,302 C-24 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEAR 3 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 50,000 172,874 3,050,195 50,000 49,488 942,120 25,000 67,814 1,471,534 145,500 98,055 137,508 2,040,960 180,769 250,087 90,000 616,363 144,000 69,448 365,226 22,374 4,126 10,650,191 863,211 120,405 82,203 15,715 12,500,000 14,280,276 2,970,000 2,599,194 1,611,233 35,042,237 133,000 142,000 500,000 51,625 421,000 2,340,000 94,000 200,000 835,800 610,000 148,750 305,000 820,000 150,000 604,000 200,000 400,000 400,000 400,000 30,000 100,000 100,000 2,800,000 250,000 20,000 100,000 100,000 100,000 1,400,000 50,000 150,000 195,178 196,272 1,024,682 1,030,428 55,000 3,922,285 4,155,450 400,000 500,000 500,000 13,842,500 159,527 159,527 159,527 159,527 159,527 797,635 285,432 360,000 400,000 519,527 559,527 159,527 159,527 159,527 797,635 285,432 C-25 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY PROJECT TITLE CIRCULATION SYSTEM TRAFFIC SIGNAL PROJECTS TRAP SIG - ALGA ROAD AND CAZADERO NEW TRAP SIG - ALGA ROAD AND XANA WAY 33691 TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 33692 TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL 33693 TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL NEW TRAP SIG - CALLE BARCELONA AND PASEO ALISO NEW TRAP SIG - CALLE BARCELONA AND PASEO AVELLANO TRAP SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE FUND GAS TAX GCC TIP ASMT DIST GCC GCC GCC PFF PFF 35251 TRAP SIG - CANNON RD/PASEO DEL NORTE (SEE CANNON RD WID/l-5 TO PASEO DEL NORTE) TRAP SIG - CANNON ROAD AND AVENIDA ENCINAS TRAP SIG - CANNON ROAD AND COLLEGE BOULEVARD PFF PFF TRAP SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STREET PRO. TRAP SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS 38461 TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAP SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAP SIG - CARLSBAD BOULEVARD AND STATE STREET NEW TRAP SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. TRAP SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA 38471 TRAP SIG - CARLSBAD VILLAGE DRIVE AND PONTIAC 38481 TRAP SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE TRAP SIG - COLLEGE BOULEVARD AND EL CAMINO REAL TRAP SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE TRAP SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCEANSIDE 38621 TRAP SIG - COLLEGE BOULEVARD AND TAMARACK NEW TRAP SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY 38001 TRAP SIG - EL CAMINO REAL AND POINSETTIA LANE 38451 TRAP SIG - EL CAMINO REAL CORRIDOR STUDY 36461 TRAP SIG - FARADAY AND CANNON ROAD NEW TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE TRAP SIG - FARADAY AVENUE AND ORION STREET 3621 1 TRAP SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD NEW TRAP SIG - LA COSTA AVENE AND CALLE MADERO TRAP SIG - LA COSTA AVENUE/NUEVA CASTILLA TRAP SIG - MELROSE DRIVE AND LA COSTA AVENUE NEW TRAP SIG - MONROE STREET AND HOSP WAY 36441 TRAP SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAP SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD TRAP SIG - POINSETTIA LANE AND EL FUERTE STREET 38591 TRAP SIG - POINSETTIA LANE AND MELROSE DRIVE 38491 TRAP SIG - POINSETTIA LANE AND PASEO ESCUELA TRAP SIG - POINSETTIA LANE AND SNAPDRAGON DR TRAP SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH) 34061 TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD NEW TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE NEW TRAP SIG - TAMARACK AVE. AND VALLEY STREET TRAP SIG - TAMARACK AVENUE AND GARFIELD STREET TRAP SIG - TAMARACK AVENUE AND HIGHLAND DRIVE SUBTOTAL TRAFFIC SIGNAL PROJECTS STREET PROJECTS 36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST 36371 ALGA ROAD MEDIANS 36372 ALGA ROAD MEDIANS AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 35461 BTD#2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD 35951 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD 35952 BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD 36731 BTD#2/POINSETTIA LANE - REACH "C" 36741 BTD#2/POINSETTIA LANE - REACH ES "E,F,G" PFF GCC GAS TAX GAS TAX GCC GAS TAX GCC GAS TAX PFF PFF PFF GCC TRANSNET-LOC PFF GCC PFF GCC TIP GAS TAX GCC GCC GCC PFF GCC PFF GAS TAX GCC PFF PFF GAS TAX GAS TAX PFF GCC GCC GCC PFF PFF GAS TAX GCC IM&R TIP BTD#2 BTD#2 PFF BTD#2 BTD#2 TOTAL BUDGET 150,000 150,000 30,000 593,000 170,000 150,000 150,000 150,000 125,000 0 150,000 150,000 0 110,000 125,000 150,000 150,000 150,000 80,000 158,550 12,100 115,000 110,000 100,000 150,000 1,200,000 204,250 29,000 125,000 125,000 150,000 150,000 150,000 125,000 125,000 150,000 150,000 250,000 125,000 31,625 150,000 244,676 150,000 125,000 150,000 125,000 125,000 125,000 150,000 150,000 7,963,201 656,358 70,000 1,030,000 870,000 1,611,500 7,098,000 1,822,070 2,291,000 5,987,000 PRIOR EXP/ENC 10,290 226,172 123,429 12,000 0 67,554 8,091 125,000 119,676 233 692,445 553,870 69,556 1,012,346 501,588 3,809,779 32,636 999,638 87,911 C-26 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEARS 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 19,710 213,828 35,121 100 100,000 204,250 29,000 57,446 116,909 0 124,767 901,131 102,488 444 17,654 5,912 221 1,789,434 362 462,089 150,000 150,000 153,000 170,000 150,000 150,000 150,000 125,000 150,000 150,000 110,000 125,000 150,000 150,000 150,000 80,000 115,000 110,000 100,000 50,000 1,200,000 125,000 150,000 25,000 150,000 125,000 125,000 150,000 150,000 125,000 125,000 31,625 150,000 125,000 150,000 125,000 150,000 125,000 125,000 150,000 150,000 2,378,000 300,000 275,000 - - 2,991,625 425,000 870,000 1,104,000 2,307,000 981,000 1,291,000 250,000 5,187,000 C-27 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY 31841 31844 31845 31842 36821 34371 38501 34441 38541 36171 35571 35921 38511 36362 38141 36361 38121 36071 NEW 36431 33271 36221 36222 35931 36721 36841 38521 36031 36032 34011 38111 36671 36791 38681 36891 35511 38601/35521 NEW 31904 31906 3560 3391 36711 38131 33161 NEW PROJECT TITLE BTDS3 CANNON ROAD WEST BTD#3 CANNON ROAD WEST BTD#3 CANNON ROAD WEST BTD#3 CANNON ROAD WEST TR SIGNAL ECR/CANNON CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) CANNON ROAD WIDENING FROM I-5 TO PASEO DEL NORTE CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT CARLSBAD BOULEVARD RETROFIT OVER SDNR CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO CARLSBAD BOULEVARD U-TURN CARLSBAD VILLAGE DRIVE WIDENING CHESTNUT AVENUE WALL COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3 COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3,4 COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN) EL CAMINO REAL AND CAMINO VIDA ROBLE EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE EL CAMINO REAL AND FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD EL CAMINO REAL IMPROVEMENTS EL CAMINO REAL MEDIANS EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE. FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS FARADAY AVENUE MITIGATION - SOUTH OF CANNON I-5 AND LA COSTA AVENUE AUXILIARY LANES LA COSTA AVENUE SIDEWALKS MELROSE DRIVE AND ALGA ROAD OCEAN STREET IMPROVEMENTS OLIVENHAIN ROAD WIDENING MITIGATION MONITORING ORION STREET FROM ECR TO FARADAY ORION STREET FROM ECR TO FARADAY PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE PAVEMENT MANAGEMENT PROGRAM PAVEMENT MANAGEMENT PROGRAM PAVEMENT MANAGEMENT PROGRAM POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM POINSETTIA LANE RAILROAD BRIDGE WIDENING POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN) RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS RANCHO SANTA FE ROAD NORTH - PHASE I RANCHO SANTA FE ROAD NORTH - PHASE I RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) SIDEWALK/STREET CONSTRUCTION PROGRAM (35601,33911) SIDEWALK/STREET CONSTRUCTION PROGRAM(3391 3,36081) SIDEWALK/STREET CONSTRUCTION PROGRAM(33913,36081) TRAFFIC IMPACT FEE STUDY TRAFFIC MONITORING PROGRAM UNDERGROUND DIST. 17 - HARDING, ROOSEVELT SUBTOTAL STREET PROJECTS FUND TRANSNET-HWY CFD#1 TIF BTD#3 GCC TIF GCC PFF GCC GAS TAX TRANSNET-LOC TIF GAS TAX TIF GCC OTHER TRANSNET-HWY GCC TIF TIF TIF TIF TRANSNET-LOC PFF TIF TIF GAS TAX OTHER CFD#1 CFD#1 GCC TIF GAS TAX CFD#2 GCC COUNTY TIF ASMT DIST PFF TIF TRANSNET-LOC GAS TAX ST GRANT GCC PFF TIF CFD#2 OTHER CFD#1 CFDS2 FED GRNT TIF TDA TRANSNET-LOC TIF TIF GCC TOTAL BUDGET 4,660,000 6,534,600 1,160,000 7,050,000 100,000 210,725 17,900 1,253,449 105,000 1,830,000 1,100,000 2,000,000 75,000 1,260,000 103,875 12,195,000 1,761,000 505,421 400,000 320,000 710,000 250,000 3,200,000 1,850,000 450,000 2,024,708 255,610 14,790,854 130,000 1,500,000 150,000 480,000 170,000 15,000 772,908 500,000 160,000 280,000 7,200,000 480,000 19,849,348 15,731,088 814,065 100,000 2,131,358 1,870,000 2,638,691 1,151,000 5,700,000 21,882,900 5,821,600 6,538,804 270,300 603,557 70,000 1,364,764 509,800 186,494,253 PRIOR EXP/ENC 4,356,387 6,534,600 788,847 4,755,465 14,284 58,395 16,272 1,499,437 387,632 23,740 14,986 338,651 229,401 156,366 95,105 32,570 93,937 119,885 209,853 790,854 63,258 26,429 746,505 500,000 158,818 4,930,625 117,475 560,556 40,000 2,104,592 7,103 7,857 8,391,910 715,384 131,451 603,037 67,559 655,665 47,412,215 C-28 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT BALANCE FORWARD YEAR1 2002-2003 YEAR 2 2003-2004 YEAR 3 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 43,613 0 371,153 130,535 85,716 152,330 17,900 105,000 330,563 712,368 51,260 88,889 11,349 320,599 349,055 304,895 677,430 456,063 522,115 45,757 66,742 150,000 143,571 15,000 26,403 0 121,182 18,723 343,926 24,444 60,000 26,766 2,631,588 5,692,143 13,490,990 23,420 68,849 520 2,441 9,099 30,071,001 260,000 500,000 1,664,000 1,237,177 2,000,000 1,260,000 11,845,000 1,211,000 320,000 250,000 300,000 1,500,000 1,400,000 150,000 150,000 150,000 850,000 450,000 1,382,708 14,000,000 1,500,000 480,000 160,000 750,000 6,450,000 480,000 4,800,000 1,700,000 1,900,000 2,100,000 2,100,000 2,300,000 1,469,687 600,000 13,200,000 229,065 1,870,000 1,151,000 5,821,600 400,000 400,000 400,000 400,000 400,000 600,000 3,200,000 70,000 70,000 70,000 70,000 70,000 70,000 350,000 509,800 10,620,552 10,721,600 17,902,708 2,570,000 3,970,000 23,480,177 39,746,000 C-29 DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT PROJECT JOB KEY PROJECT TITLE LOAN REPAYMENTS GOLF COURSE FUND TO GENERAL FUND BTDS2 REPAYMENT TO GENERAL FUND BTDS2 REPAYMENT TO GAS TAX FUND BTD#3 CANNON ROAD WEST TO GAS TAX FUND PIL-SW TO GF - POINSETTIA PARK LAND PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP COLLEGE/CANNON TO GF FARADAY/MELROSE TO GF RECYCLED WATER TO WATER REPLACEMENT LOAN FROM WATER REPLACEMENT FUND SUBTOTAL LOAN REPAYMENTS GRAND TOTAL ALL FUNDED PROJECTS FUND GOLF COURSE BTD#2 BTD#2 BTD#3 PIL-SW PIL-NW PIL-NW PIL-SE SEW BENEF SEW BENEF OTHER OTHER RECL WATER WATER CONN TOTAL PRIOR BUDGET EXP/ENC 2,737,200 500,000 1,000,000 2,000,000 1,550,000 860,000 220,000 2,250,000 3,770,000 42,494 350,000 790,854 1,605,000 1,000,000 18,675,548 0 632,010,436 141,463,275 C-30 —, BALANCE FORWARD DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY FISCAL YEARS 2002/2003 TO BUILD OUT YEAR1 2002-2003 YEAR 2 2003-2004 YEARS 2004-2005 YEAR 4 2005-2006 YEARS 2006-2007 YEAR 6-10 2007-2012 BUILDOUT 2012 + 0 137,213,712 2,737,200 500,000 1,000,000 2,000,000 1,000,000 550,000 860,000 220,000 1,000,000 1,250,000 3,770,000 42,494 350,000 790,854 1,605,000 1,000,000 2,605,000 - 2,340,854 1,080,000 1,000,000 2,000,000 9,649,694 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 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ASSESSMENT DISTRICTS BEGINNING FUND BALANCE (1) REVENUES DEVELOPERS ASSESSMENTS TOTAL REVENUES CAPITAL PROJECTS PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE * TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 280,000 440,000 720,000 N/A YEAR1 2002-2003 155,236 0 0 0 153,000 153,000 2,236 YEAR 2 2003-2004 2,236 0 0 0 0 0 2,236 YEAR 3 2004-2005 2,236 0 0 0 0 0 2,236 YEAR 4 2005-2006 2,236 0 0 0 0 0 2,236 YEARS 2006-2007 2,236 0 0 0 0 0 2,236 BUILDOUT 2007++ 2,236 0 0 0 0 0 2,236 BTD NO. 2 AVIARA PARKWAY - POINSETTIA LANE BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS BTD#2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTONE RD * BTD#2/POINSETTIA LANE - AVIARA PKWY TO BLACK RAIL ROAD BTD#2/POINSETTIA LANE - REACH "C" BTD#2/POINSETriA LANE - REACH ES "E,F,G" BTD#2 REPAYMENT TO GAS TAX FUND BTD#2 REPAYMENT TO GENERAL FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 507,500 3,810,000 1,000,000 550,000 0 0 5,867,500 N/A YEAR1 2002-2003 3,215,141 1,620,700 1,620,700 0 0 0 0 0 0 0 4,835,841 YEAR 2 2003-2004 4,835,841 1,052,500 1,052,500 0 0 0 0 0 0 0 5,888,341 YEARS 2004-2005 5,888,341 1,432,045 1,432,045 0 0 0 0 0 0 0 7,320,386 YEAR 4 2005-2006 7,320,386 1,307,680 1,307,680 0 0 0 0 0 0 0 8,628,066 YEARS 2006-2007 8,628,066 667,690 667,690 0 0 0 0 0 0 0 9,295,756 BUILDOUT 2007++ 9,295,756 3,831,079 3,831,079 1,104,000 3,288,000 1,291,000 5,437,000 1,000,000 500,000 12,620,000 506,835 BTD NO. 3 CANNON ROAD WEST BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS * BTD#3 CANNON ROAD WEST TR SIGNAL ECR/CANNON REPAY LOAN TO GAS TAX FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 4,886,000 0 4,886,000 N/A YEAR1 2002-2003 1,383,143 135,252 135,252 0 0 0 1,518,395 YEAR 2 2003-2004 1,518,395 194,652 194,652 0 0 0 1,713,047 YEAR 3 2004-2005 1,713,047 142,560 142,560 0 0 0 1,855,607 YEAR 4 2005-2006 1,855,607 151,800 151,800 0 0 0 2,007,407 YEARS 2006-2007 2,007,407 86,856 86,856 0 0 0 2,094,263 BUILDOUT 2007++ 2,094,263 3,198,360 3,198,360 2,164,000 2,000,000 4,164,000 1,128,623 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-33 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY COMMUNITY FACILITIES DISTRICT NO. BEGINNING FUND BALANCE (1) REVENUES DEVELOPER SPECIAL TAXES TOTAL REVENUES CAPITAL PROJECTS * BTD#3 CANNON ROAD WEST CFD#1 ADMINISTRATION CITY HALL * COLE LIBRARY EXPANSION (35%) FARADAY AVENUE MITIGATION - SOUTH OF CANNON 1-5 AND LA COSTA AVENUE AUXILLARY LANES * PUBLIC WORKS CENTER * RANCHO SANTA FE ROAD NORTH - PHASE I * SOUTH CARLSBAD LIBRARY VETERAN'S MEMORIAL PARK TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE 1 (CFD 1) PRIOR YEARS N/A N/A 6,534,600 0 0 0 130,000 0 10,493,000 5,700,000 14,450,995 0 37,308,595 N/A YEAR1 2002-2003 15,125,750 3,870,758 3,870,758 0 110,000 0 0 0 0 0 0 0 0 110,000 18,886,508 YEAR 2 2003-2004 18,886,508 5,825,992 5,825,992 0 110,000 0 0 0 0 0 0 0 0 110,000 24,602,500 YEAR 3 2004-2005 24,602,500 4,461,691 4,461,691 0 110,000 10,135,000 0 0 0 0 0 0 0 10,245,000 18,819,191 YEAR 4 2005-2006 18,819,191 4,292,275 4,292,275 0 110,000 10,135,000 0 0 0 0 0 0 0 10,245,000 12,866,466 YEARS 2006-2007 12,866,466 3,976,821 3,976,821 0 110,000 0 0 0 0 0 0 0 0 110,000 16,733,287 BUILDOUT 2007++ 16,733,287 13,050,671 13,050,671 0 880,000 0 4,608,000 0 1,500,000 0 0 0 16,129,000 23,117,000 6,666,958 RANCHO SANTA FE ROAD PROJECT (CFD 2) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER SPECIAL TAXES TOTAL REVENUES CAPITAL PROJECTS OUVENHAIN ROAD WIDENING MITIGATION MONITORING * RANCHO SANTA FE ROAD AND OUVENHAIN IMPROVEMENTS * RANCHO SANTA FE ROAD NORTH - PHASE I TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 15,000 2,638,691 21,882,900 24,536,591 N/A YEAR1 2002-2003 819,525 0 0 0 0 0 0 819,525 YEAR 2 2003-2004 819,525 33,026 33,026 0 0 0 0 852,551 YEAR 3 2004-2005 852,551 129,291 129,291 0 0 0 0 981,843 YEAR 4 2005-2006 981,843 0 0 0 0 0 0 981,843 YEARS 2006-2007 981,843 0 0 0 0 0 0 981,843 BUILDOUT 2007++ 981,843 2,347,949 2,347,949 0 0 0 0 3,329t792 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources. C-34 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GAS TAX FUND BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS ALGA RD STREET LIGHTING - AUCANTE ROAD TO EL FUERTE ST CARLSBAD BOULEVARD REALIGNMENT - PHASE I REIMBURSEMENT CARLSBAD BOULEVARD U-TURN FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN) GAS TAX FUND TO BTD#3 CANNON ROAD WEST GAS TAX LOAN BTD#2 * MISCELLANEOUS ROAD SUBDRAINS OCEAN STREET IMPROVEMENTS * PAVEMENT MANAGEMENT PROGRAM * SOUTH CARLSBAD VILLAGE STORM DRAIN TRAF SIG - ALGA ROAD AND CAZADERO TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DE ANITA TRAF SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 656,358 1,830,000 75,000 255,610 2,000,000 1,000,000 10,000 170,000 461,401 3,400,000 0 0 0 0 12,100 125,000 0 0 0 9,995,469 N/A YEAR1 2002-2003 455,105 2,469,687 0 2,469,687 0 0 0 0 0 0 0 0 1,469,687 0 0 0 0 80,000 0 25,000 0 0 125,000 1,699,687 1,225,105 YEAR 2 2003-2004 1,225,105 1,650,000 0 1,650,000 0 0 0 0 0 0 0 0 600,000 0 0 0 0 0 0 0 0 150,000 0 750,000 2,125,105 YEAR 3 2004-2005 2,125,105 1,700,000 0 1,700,000 0 0 0 0 0 0 0 0 0 0 0 150,000 0 0 0 0 0 0 0 150,000 3,675,105 YEAR 4 2005-2006 3,675,105 1,750,000 0 1,750,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5/425,105 YEARS 2006-2007 5/125,105 1,800,000 0 1,800,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,225,105 BUILDOUT 2007++ 7,225,105 27,000,000 3,000,000 30,000,000 0 0 0 0 0 0 0 0 13,200,000 0 150,000 0 150,000 0 0 0 125,000 0 0 13,625,000 23,600,105 GENERAL CAPITAL CONSTRUCTION (GCC) BEGINNING FUND BALANCE (1) REVENUES GENERAL FUND TRANSFER TOTAL REVENUES CAPITAL PROJECTS ADA - CANNON PARK ADA - MISCELLANEOUS FACILITY MODIFICATIONS * ALGA ROAD MEDIANS ASBESTOS SURVEY CALAVERA HILLS CENTER - OFFICE EXPANSION CANNON ROAD REACH 4 (EL CAMINO REAL TO OCEANSIDE - LOAN) CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE RAILING CARLSBAD BOULEVARD PEDESTRIAN ACCESS STUDY CHASE FIELD BATHROOM/SNACK BAR BLDG REPL CHESTNUT AVENUE WALL * COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT COLLEGE BLVD/CANNON ROAD DISTRICT FORMATION (LOAN) FIRE STATION #5 STORAGE BUILDING/RESTROOMS GCC LOAN TO COLLEGE/CANNON GCC LOAN TO FARADAY/MELROSE GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES GCC LOAN TO PIL-NW FOR PINE SCHOOL ACQUISITION GCC LOAN TO PIL-SE FOR ALGA NORTE LAND ACQUISITION GENERAL FUND LOAN TO BTD#2 GENERAL FUND TO GOLF COURSE FUND (continued on next page) PRIOR YEARS N/A N/A 48,000 600,000 70,000 40,000 25,000 100,000 17,900 105,000 190,000 103,875 0 505,421 216,600 350,000 790,854 220,000 860,000 2,250,000 500,000 2,737,200 YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++ 5,625,625 4,287,325 4,137,325 4,012,325 4,012,325 4,012,325 0 0 22,500 141,000 0 0 0 0 0 0 0 0 110,000 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 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 CAPITAL PROJECTS HARDING CENTER - KITCHEN REMODEL HARDING CENTER - FANS KRUGER HOUSE PRE-SCHOOL TOT LOT LA COSTA AVENUE SIDEWALKS MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES MISCELLANEOUS FACILITIES MAINTENANCE * MISCELLANEOUS ROAD SUBDRAINS * OPPORTUNISTIC SAND PROGRAM * ORION STREET FROM ECR TO FARADAY POINSETTIA COMMUNITY PARK - SOCCER FIELD STAIRS POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGRAM POINSETTIA PARK LAND (GENERAL FUND) POLICE & FIRE CAD IMPLEMENTATION POLICE & FIRE TRAINING FACILITY FEASIBILITY STUDY POLICE TRAINING RANGE - RELOCATION PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM SAFETY CENTER - BUILDING IMPROVEMENTS SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT SENIOR CENTER COURTYARD LANDSCAPING SENIOR CENTER FLOOR REPLACEMENT STAGECOACH PARK - TENNIS ACCESS WALKWAY STAGECOACH PARK DRAIN (LOWER LEVEL) TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS TORRFJON PLACE STORM DRAIN REUNING TRAP SIG - ALGA ROAD AND XANA WAY * TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL TRAP SIG - CALLE BARCELONA AND PASEO ALISO TRAP SIG - CALLE BARCELONA AND PASEO AVELLANO TRAP SIG - CARLSBAD BOULEVARD AND CHERRY AVE TRAP SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. TRAP SIG - CARLSBAD VILLAGE DRIVE AND PONTIAC TRAP SIG - COLLEGE BOULEVARD AND TAMARACK TRAP SIG - EL CAMINO REAL CORRIDOR STUDY TRAP SIG - FARADAY AVE. AND CAMINO HILLS DRIVE TRAP SIG - FARADAY AVENUE AND RUTHERFORD ROAD TRAP SIG - LA COSTA AVENE AND CALLE MADERO TRAP SIG - LA COSTA AVENUE/NUEVA CASTILLA TRAP SIG - MONROE STREET AND HOSP WAY TRAP SIG - POINSETTIA LANE AND BRIGANTINE ROAD TRAP SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD TRAP SIG - TAMARACK AVE. AND PONTIAC DRIVE TRAP SIG - TAMARACK AVE. AND VALLEY STREET UNDERGROUND DIST. 17 - HARDING, ROOSEVELT 20,000 10,000 35,000 150,000 70,000 506,561 200,000 65,542 772,908 85,000 100,000 1,550,000 2,221,000 45,000 950,000 390,000 50,000 165,000 30,000 65,000 25,000 15,000 30,000 80,000 0 0 0 0 0 0 158,550 100,000 29,000 0 0 0 0 0 0 125,000 0 0 0 17,773,411 N/A 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 35,000 0 0 0 0 0 0 150,000 170,000 150,000 0 0 0 0 50,000 0 0 0 0 0 0 0 0 0 0 509,800 1,338,300 4,287,325 0 0 0 0 0 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 0 0 0 0 0 0 0 0 0 0 0 0 0 150,000 4,137,325 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 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 0 125,000 4,012,325 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,012,325 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,012,325 0 0 0 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 0 125,000 150,000 125,000 125,000 150,000 31,625 0 0 125,000 0 1,106,625 2,905,700 GOLF COURSE FUND BEGINNING FUND BALANCE (1) REVENUES GOLF COURSE REVENUE TOTAL REVENUES CAPITAL PROJECTS CARLSBAD MUNICIPAL GOLF COURSE REPAY LOAN TO GENERAL FUND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 5,810,405 0 5,810,405 N/A YEAR1 2002-2003 0 0 0 0 0 0 0 YEAR 2 2003-2004 0 0 0 0 0 0 0 YEAR 3 2004-2005 0 0 0 0 0 0 0 YEAR 4 2005-2006 0 0 0 Or 0 0 0 YEARS 2006-2007 0 0 0 0 0 0 0 BUILDOUT 2007++ 0 2,737,200 2,737,200 0 2,737,200 2,737,200 0 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources. C-36 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GRANTS - COUNTY BEGINNING FUND BALANCE (1) REVENUES GRANT REVENUE (LOAN REIMBURSEMENT) TOTAL REVENUES CAPITAL PROJECTS * ORION STREET FROM ECR TO FARADAY TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 500,000 500,000 N/A YEAR1 2002-2003 925,854 0 0 0 0 925,854 YEAR 2 2003-2004 925,854 0 0 0 0 925,854 YEAR 3 2004-2005 925,854 0 0 0 0 925,854 YEAR 4 2005-2006 925,854 0 0 0 0 925,854 YEARS 2006-2007 925,854 0 0 0 0 925,854 BUILDOUT 2007++ 925,854 0 0 0 0 925,854 GRANTS - FEDERAL PRIOR YEARS BEGINNING FUND BALANCE (1) N/A REVENUES HBBR GRANT REVENUE (RANCHO SANTA FE ROAD) CMAQ & TEA GRANT REVENUE (RAIL TRAIL) OTHER GRANT REVENUE TOTAL REVENUES N/A CAPITAL PROJECTS * COASTAL RAIL TRAIL (CMAQ) -PROJECT STUDY REPORT 1,568,000 * RANCHO SANTA FE ROAD NORTH - PHASE II (BRIDGE) 0 TOTAL PROJECT EXPENDITURES 1,568,000 ENDING FUND BALANCE N/A YEAR1 2002-2003 16,340 0 0 0 0 0 0 0 16,340 YEAR 2 2003-2004 16,340 5,821,600 0 0 5,821,600 0 5,821,600 5,821,600 16,340 YEAR 3 2004-2005 16,340 0 0 0 0 0 0 0 16,340 YEAR 4 2005-2006 16,340 0 0 0 0 0 0 0 16,340 YEARS 2006-2007 16,340 0 0 0 0 0 0 0 16,340 BUILDOUT 2007++ 16,340 0 0 0 0 0 0 0 16,340 GRANTS - STATE BEGINNING FUND BALANCE (1) REVENUES GRANT REVENUE TOTAL REVENUES CAPITAL PROJECTS * OPPORTUNISTIC SAND PROGRAM * PAVEMENT MANAGEMENT PROGRAM TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 138,898 585,000 723,898 N/A YEAR1 2002-2003 241,884 0 0 0 229,065 229,065 12,819 YEAR 2 2003-2004 12,819 0 0 0 0 0 12,819 YEAR 3 2004-2005 12,819 0 0 0 0 0 12,819 YEAR 4 2005-2006 12,819 0 0 0 0 0 12,819 YEARS 2006-2007 12,819 0 0 0 0 0 12,819 BUILDOUT 2007++ 12,819 0 0 0 0 0 12,819 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-37 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY INFRASTRUCTURE MAINTENANCE & REPLACEMENT (IM&R) BEGINNING FUND BALANCE (1) REVENUES GENERAL FUND TRANSFER LICENSE TAX ON NEW CONSTRUCTION TOTAL REVENUES CAPITAL PROJECTS * ALGA ROAD MEDIANS BEACH ACCESS IMPROVEMENTS CARLSBAD BLVD STORM DRAIN REPLACEMENT HOLIDAY PARK - PLAYGROUND EQUIPMENT HOLIDAY PARK - RESTROOM IMPROVEMENTS LA COSTA AVENUE STORM DRAIN REPLACEMENT * MISCELLANEOUS ROAD SUBDRAINS POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER RELD SENIOR CENTER - RECOAT ROOF SWIM COMPLEX - FILTRATION/HEATING RENOVATIONS TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,030,000 0 0 85,000 0 128,500 275,000 700,000 0 0 2,218,500 N/A YEAR1 2002-2003 6,543,151 3,500,000 100,000 3,600,000 0 50,000 0 0 162,200 0 0 0 240,000 162,200 614,400 9,528,751 YEAR 2 2003-2004 9,528,751 3,666,322 100,000 3,766,322 0 0 80,000 0 0 0 0 0 0 0 80,000 13,215,073 YEAR 3 2004-2005 13,215,073 3,867,877 100,000 3,967,877 0 0 0 0 0 0 0 0 0 0 0 17,182,950 YEAR 4 2005-2006 17,182,950 4,038,191 100,000 4,138,191 0 0 0 0 0 0 0 0 0 0 0 21,321,141 YEARS 2006-2007 21,321,141 4,204,045 100,000 4,304,045 0 0 0 0 0 0 0 0 0 0 0 25,625,186 BUILDOUT 2007++ 25,625,186 71,372,107 1,500,000 72,872,107 0 0 0 0 0 0 0 0 0 0 0 98,497,293 I OTHER REVENUES BEGINNING FUND BALANCE (1) REVENUES OTHER AGENCIES DEVELOPER FUNDING TOTAL REVENUES CAPITAL PROJECTS * COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3 COLLEGE/CANNON TO GF FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS FARADAY/MELROSE TO GF * RANCHO SANTA FE ROAD AND OUVENHAIN IMPROVEMENTS TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 350,000 0 790,854 0 0 1,140,854 N/A YEAR1 2002-2003 730,021 1,151,000 0 1,151,000 0 0 0 0 1,151,000 1,151,000 730,021 YEAR 2 2003-2004 730,021 0 0 0 0 0 0 0 0 0 730,021 YEAR 3 2004-2005 730,021 0 15,000,000 15,000,000 0 0 14,000,000 790,854 0 14,790,854 939,167 YEAR 4 2005-2006 939,167 0 0 0 0 0 0 0 0 0 939,167 YEARS 2006-2007 939,167 0 0 0 0 0 0 0 0 0 939,167 BUILDOUT 2007++ 939,167 0 11,845,000 11,845,000 11,845,000 350,000 0 0 0 12,195,000 589,167 PARK FEE ZONES 5,13,16 BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS BUSINESS PARK RECREATIONAL FACILITY TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 13,000 13,000 N/A YEAR1 2002-2003 719,782 141,794 141,794 5,000 5,000 856,576 YEAR 2 2003-2004 856,576 147,268 147,268 0 0 1,003,845 YEAR 3 2004-2005 1,003,845 159,017 159,017 0 0 1,162,862 YEAR 4 2005-2006 1,162,862 110,000 110,000 0 0 1,272,862 YEARS 2006-2007 1,272,862 170,000 170,000 0 0 1,442,862 BUILDOUT 1 2007++ 1,442,862 ' 1,603,495 1 1,603,495 1 2,626,000 1 2,626,000 420,356 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources. C-38 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PARK-IN-LIEU NE BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS LARWIN COMMUNITY PARK (22.3 ACRES) PARK RESTORATION AND ACQUISITION PARK SITE DEVELOPMENT (15 ACRES) TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 550,000 0 0 550,000 N/A YEAR1 2002-2003 956,221 342,211 342,211 670,000 0 0 670,000 628,432 YEAR 2 2003-2004 628,432 242,214 242,214 0 0 0 0 870,646 YEAR 3 2004-2005 870,646 642,201 642,201 0 0 0 0 1,512,848 YEAR 4 2005-2006 1,512,848 566,648 566,648 0 0 0 0 2,079,496 YEARS 2006-2007 2,079,496 555,538 555,538 0 0 0 0 2,635,034 BUILDOUT 2007++ 2,635,034 4,879,841 4,879,841 0 4,500,000 3,000,000 7,500,000 14,875 PARK-IN-LIEU NW BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS HOSP GROVE/BUENA VISTA LAGOON REC'L IMPROVEMENTS PIL=NW TO GF FOR MADISON ST PROPERTY PURCHASES PIL-NW TO GF FOR PINE SCHOOL ACQUISITION TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 0 N/A YEAR1 2002-2003 263,080 32,619 32,619 0 0 0 0 295,699 YEAR 2 2003-2004 295,699 284,678 284,678 0 0 0 0 580,378 YEAR 3 2004-2005 580,378 432,948 432,948 0 0 0 0 1,013,326 YEAR 4 2005-2006 1,013,326 530,807 530,807 0 220,000 860,000 1,080,000 464,133 YEARS 2006-2007 464,133 551,564 551,564 0 0 0 0 1,015,697 BUILDOUT 2007++ 1,015,697 2,538,382 2,538,382 2,980,000 0 0 2,980,000 574,080 PARK-IN-LIEU SE BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS ALGA NORTE LAND ACQUISITION PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 4,800,000 0 4,800,000 N/A YEAR1 2002-2003 211,414 86,664 86,664 0 0 0 298,078 YEAR 2 2003-2004 298,078 37,777 37,777 0 0 0 335,854 YEAR 3 2004-2005 335,854 259,992 259,992 0 0 0 595,846 YEAR 4 2005-2006 595,846 371,099 371,099 0 0 0 966,945 YEARS 2006-2007 966,945 371,099 371,099 0 1,000,000 1,000,000 338,044 BUILDOUT 2007++ 338,044 679,978 679,978 0 1,250,000 1,250,OOO (231,978) PARK-IN-LIEU SW BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS AVIARA REIMBURSEMENT AGREEMENT PARK RESTORATION AND ACQUISITION REPAYMENT TO GF - POINSETTIA PARK LAND TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 238,000 0 0 238,000 N/A YEAR1 2002-2003 1,421,790 8,889 8,889 0 0 1,000,000 1,000,000 430,679 YEAR 2 2003-2004 430,679 437,764 437,764 0 0 0 0 868,442 YEAR 3 2004-2005 868,442 479,984 479,984 0 0 550,000 550,000 798,427 YEAR 4 2005-2006 798,427 368,877 368,877 0 0 0 0 1,167,303 YEARS 2006-2007 1,167,303 217,771 217,771 0 0 0 0 1,385,074 BUILDOUT 2007++ 1,385,074 1,314,959 1,314,959 0 2,700,000 0 2,700,000 33 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-39 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PLANNED LOCAL DRAINAGE AREA FEES (PLDA) BEGINNING FUND BALANCE (1)_ REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C") COLLEGE BLVD/CANNON RD REACH 3 DRAINAGE FACILITIES COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA "B") DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PLDA "B") FARADAY/MELROSE DRAINAGE FAaLITIES (PLDA "B") MASTER PLAN UPDATE MISCELLANEOUS MASTER DRAINAGE FACILITIES PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B") * SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "B") TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLDA "B") TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 290,000 0 0 1,260,459 1,200,000 0 0 0 1,160,000 0 3,910,459 N/A YEAR1 2002-2003 5,255,988 603,266 603,266 0 2,600,000 0 0 0 254,000 0 0 0 0 2,854,000 3,005,254 YEAR 2 2003-2004 3,005,254 1,163,185 1,163,185 0 0 0 0 0 0 0 0 0 0 0 4,168,438 YEAR 3 2004-2005 4,168,438 1,139,701 1,139,701 0 0 0 0 0 0 0 0 0 0 0 5,308,139 YEAR 4 2005-2006 5,308,139 1,185,487 1,185,487 0 0 0 0 0 0 0 0 0 0 0 6,493,626 YEARS 2006-2007 6,493,626 864,238 864,238 0 0 0 0 0 0 0 0 0 0 0 7,357,864 BUILDOUT 2007++ 7,357,864 7,843,992 7,843,992 0 0 2,100,000 0 0 0 10,936,000 500,000 0 1,279,000 14,815,000 386,855 PUBLIC FACILITY FEE FUND (PFF) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES LAS PALMAS BUILDING LEASE REVENUE TOTAL REVENUES CAPITAL PROJECTS ALGA NORTE PARK - PHASE I (30 ACRES) ALGA NORTE PARK - PHASE H (50 METER POOL) AVIARA COMMUNITY PARK (24.25 ACRES) * * BTD#2/POINSETTTA LANE - AVIARA PKWY TO BLACK RAIL ROAD CANNON LAKE PARK (6.7 ACRES) CARLSBAD BOULEVARD MEDIAN-TAMARACK AVENUE TO PINE AVENUE * COLE LIBRARY EXPANSION (65%) EL CAMINO REAL MEDIANS FIRE STATION # 3 RELOCATION FIRE STATION #6 - (PERMANENT) LEO CARRILLO PARK - PHASE I & II LEO CARRILLO PARK - PHASE III PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUCTION PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PARK SITE DEVELOPMENT - PINE SCHOOL POINSETTIA COMMUNITY PARK - PHASE H POINSETTIA LANE RAILROAD BRIDGE WIDENING * SOUTH CARLSBAD LIBRARY TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE TRAP SIG - CAMINO VIDA ROBLE AND YARROW DRIVE TRAF SIG - CANNON ROAD AND AVENIDA ENdNAS TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENdNAS TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIVE TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD/OCEANSIDE TRAF SIG - EL CAMINO REAL AND POINSETTIA LANE TRAF SIG - FARADAY AND CANNON ROAD TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE TRAF SIG - POINSETTIA LANE AND EL FUERTE STREET TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOUTH) TRAF SIG - TAMARACK AVENUE AND GARFIELD STREET TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 250,000 0 10,997,890 1,822,070 0 16,272 0 550,000 0 0 5,568,000 0 0 4,550,000 700,000 0 2,131,358 396,417 0 0 0 0 0 0 0 0 204,250 125,000 0 125,000 0 119,676 0 0 0 27,555,933 N/A YEAR1 2002-2003 9,886,005 3,085,662 312,252 3,397,914 700,000 0 1,000,000 0 0 0 0 150,000 0 25,000 0 0 0 0 900,000 0 0 0 0 0 150,000 0 0 0 0 0 0 0 0 125,000 0 0 0 0 0 3,050,000 10,233,919 YEAR 2 2003-2004 10,233,919 5,089,060 324,742 5,413,802 7,300,000 0 0 0 0 0 0 150,000 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 12,746,000 2,901,721 YEAR 3 2004-2005 2,901,721 4,709,251 337,732 5,046,983 0 0 0 0 0 0 0 150,000 0 1,000,000 0 0 0 0 0 600,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,750,000 6,198,704 YEAR 4 2005-2006 6,198,704 4,578,581 351,241 4,929,822 0 0 0 0 0 0 0 0 895,000 0 0 0 0 0 0 6,600,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7,495,000 3,633,526 YEARS 2006-2007 3,633,526 4,483,470 365,291 4,848,761 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8,482,287 BUILDOUT 2007++ 8,482,287 16,195,729 5,657,676 21,853,405 0 5,936,000 0 0 947,000 1,237,177 8,320,000 850,000 0 0 0 1,703,000 7,200,000 0 0 0 0 0 150,000 125,000 0 150,000 110,000 115,000 110,000 100,000 0 0 150,000 0 150,000 125,000 150,000 150,000 150,000 27,928,177 2,407,515 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-40 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY REDEVELOPMENT BONDS BEGINNING FUND BALANCE (1) REVENUES BOND PROCEEDS TOTAL REVENUES CAPITAL PROJECTS DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY VILLAGE AREA STREET FURNITURE AND PLANTERS VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM VILLAGE PUBLIC RELATIONS CAMPAIGN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 65,000 75,000 495,215 30,000 665,215 N/A YEAR1 YEAR 2 YEARS YEAR 4 YEAR 5 BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++ 304,128 0 0 0 20,000 264,000 20,000 304,000 128 128 0 0 0 0 0 0 0 128 128 0 0 0 0 0 0 0 128 128 0 0 0 0 0 0 0 128 128 0 0 0 0 0 0 0 128 128 0 0 0 0 0 0 0 128 SEWER BENEFIT AREA FEES (SBA) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS CARLSBAD TRUNK SEWER REACHES VCT1A, VCT1B, VCT1C (SBA "A") SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPTOR SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 4,395,494 4,395,494 N/A YEAR1 2002-2003 2,383,851 400,000 400,000 0 0 0 0 0 2,783,851 YEAR 2 2003-2004 2,783,851 400,000 400,000 0 0 0 0 0 3,183,851 YEAR 3 2004-2005 3,183,851 400,000 400,000 100,000 0 0 0 100,000 3,483,851 YEAR 4 2005-2006 3,483,851 400,000 400,000 355,000 0 0 0 355,000 3,528,851 YEARS 2006-2007 3,528,851 400,000 400,000 0 0 0 0 0 3,928,851 BUILDOUT 2007++ 3,928,851 10,900,000 10,900,000 0 3,770,000 42,494 3,266,000 7,078,494 7,750,357 SEWER CONNECTION FEE FUND BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES OTHER AGENCY CONTRIBUTIONS TOTAL REVENUES CAPITAL PROJECTS BUENA VISTA LIFT STATION BUENA VISTA LIFT STATION PUMP ADDITION BUILDING IMPROVEMENTS CAPITAL ACQUISITIONS - UNIT I FLOW EQUALIZATION PROJECT NIGHTSHADE GRAVITY SEWER EXTENSION PHASE IV EXPANSION - DEBT SERVICE PHASE V EXPANSION PHASE V EXPANSION - INTERIM CAPACITY SEWER CONNECTION FEE UPDATE * SEWER MASTER PLAN UPDATE SEWER MONITORING PROGRAM TECHNOLOGY MASTER PLAN VISTA/CARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION (VC12 VISTA/CARLSBAD INTERCEPTOR REACH VC11B VISTA/CARLSBAD INTERCEPTOR REACH VC13 TO VC15 * VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC11A TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 502,132 0 693,314 624,444 2,775,530 0 0 789,859 222,297 15,000 205,698 207,138 341,220 350,000 300,000 0 12,223,433 19,250,065 YEAR1 2002-2003 22,558,037 777,500 1,200,000 1,977,500 0 0 1,093,935 124,050 2,542,735 0 942,161 0 0 0 0 0 0 0 2,600,000 0 0 7,302,881 N/A 17,232,656 YEAR 2 2003-2004 17,232,656 1,421,112 500,000 1,921,112 0 0 0 124,050 0 0 936,199 7,467,810 0 0 0 20,000 0 0 0 500,000 0 9,048,059 10,105,709 YEAR 3 2004-2005 10,105,709 2,319,330 3,600,000 5,919,330 0 0 0 124,050 0 50,000 936,256 0 0 0 0 20,000 0 769,360 0 4,700,000 0 6,599,666 9,425,373 YEAR 4 2005-2006 9/425,373 2,182,217 4,600,000 6,782,217 0 0 0 124,050 0 100,000 939,581 0 0 0 0 20,000 0 5,130,640 0 5,000,000 0 11,314,271 4,893,319 YEARS 2006-2007 4,893,319 1,983,140 0 1,983,140 0 0 0 124,050 0 0 936,394 0 0 0 0 20,000 0 0 0 0 0 1,080,444 5,796,015 BUILDOUT 2007++ 5,796,015 15,652,230 0 15,652,230 0 233,000 0 2,170,343 2,870,987 0 8,391,592 3,435,093 0 0 0 300,000 819,722 0 0 0 0 18,220,737 3,227,508 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-41 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY SEWER REPLACEMENT FUND BEGINNING FUND BALANCE (1) REVENUES TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS AVENIDA ENCINAS GRAVITY SEWER CAPITAL PLANNING /SERVICES CHINQUAPIN LIFT STATION COGENERATION REHABILITATION EL CAMINO REAL SEWER - CHESTNUT TO TAMARACK FARADAY AVENUE - ORION TO MELROSE SEWER FOREST 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. REAL/KELLY NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHT1A NORTH BATIQUTTOS INTERCEPTOR REHABILITATION NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS PALMER WAY SEWER EXTENSION PLANT REHABILITATION POINSETTIA LANE SEWER RELOCATION POINSETTIA SEWAGE LIFT STATION ODOR/NOISE ABATEMENT * PUBLIC WORKS CENTER PUMP STATION INTERFACES SEWER ACCESS HOLE REHABILITATION SEWER LIFT STATION REPAIRS AND UPGRADES SEWER LINE REFUR8ISHMENTS/REPLACEMENT * SEWER MASTER PLAN UPDATE SEWER REPL TO SEW BENEF FOR LIFT STATION PUMP SEWER REPL TO SEW BENEF FOR S AGUA HEDIONDA INTERCEPTOR * VISTA/CARLSBAD INTERCEPTOR REACH VC5A, 5B TO VC11A VISTA/CARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 502,969 450,000 0 420,000 110,200 300,000 2,185,000 0 0 0 0 750,000 0 400,000 34,800 125,000 1,345,493 400,000 0 2,200,000 42,649 900,000 235,380 1,868,182 98,792 42,494 3,770,000 702,020 327,075 17,210,054 N/A YEAR1 2002-2003 7,787,153 1,400,000 0 1,400,000 175,000 112,099 0 0 0 0 500,000 0 35,000 0 0 620,000 837,600 0 0 297,200 0 66,987 0 21,700 0 17,013 100,000 0 300,000 0 0 0 0 50,000 3,132,599 6,054,554 YEAR 2 2003-2004 6,054,554 1,400,000 0 1,400,000 0 112,099 0 0 0 0 0 0 250,000 0 0 0 0 158,000 600,000 0 0 74,430 0 200,100 0 0 100,000 0 300,000 0 0 0 0 0 1,794,629 5,659,925 YEAR 3 2004-2005 5,659,925 1,400,000 0 1,400,000 0 112,099 0 0 0 0 0 0 0 50,000 50,000 0 0 1,375,200 0 0 0 74,430 0 0 0 0 100,000 0 300,000 0 0 0 0 0 2,061,729 4,998,196 YEAR 4 2005-2006 4,998,196 1,400,000 0 1,400,000 0 112,099 0 0 0 0 0 0 0 125,000 100,000 0 0 0 0 0 0 74,430 0 0 0 0 100,000 0 300,000 0 0 0 0 0 811,529 5,586,667 YEARS 2006-2007 5,586,667 1,400,000 0 1,400,000 0 52,101 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 74,430 0 0 0 0 100,000 0 300,000 0 0 0 0 0 526,531 6,460,136 BUILDOUT 2007++ 6,460,136 6,000,000 3,812,494 9,812,494 0 906,557 0 581,447 0 0 0 0 0 0 0 0 0 0 0 0 0 1,198,323 0 0 0 0 1,400,000 0 4,500,000 0 0 0 0 0 8,586,327 7,686,303 TDA - LOCAL TRANSPORTATION FUNDS BEGINNING FUND BALANCE (1) REVENUES TDA GRANT TOTAL REVENUES CAPITAL PROJECTS * SIDEWALK/STREET CONSTRUCTION PROGRAM(33913,36081) TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 200,300 200,300 N/A YEAR1 2002-2003 1,469 70,000 70,000 70,000 70,000 1,469 YEAR 2 2003-2004 1,469 0 0 0 0 1,469 YEAR 3 2004-2005 1/469 0 0 0 0 1,469 YEAR 4 2005-2006 1,469 0 0 0 0 1/469 YEARS 2006-2007 1/469 0 0 0 0 1,469 BUILDOUT 2007++ 1,469 0 0 0 0 1,469 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-42 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRAFFIC IMPACT FEES (TIF) BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES MISC. REIMBURSEMENTS TOTAL REVENUES CAPITAL PROJECTS AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD * BTD#3 CANNON ROAD WEST CANNON ROAD WIDENING FROM 1-5 TO PASEO DEL NORTE CARLSBAD BOULEVARD WIDENING - CANNON TO MANZANO CARLSBAD VILLAGE DRIVE WIDENING EL CAMINO REAL AND CAMINO VIDA ROBLE EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE EL CAMINO REAL AND FARADAY AVENUE EL CAMINO REAL AT AVIARA PARKWAY/ALGA ROAD EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL ROAD EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT AVE. MELROSE DRIVE AND ALGA ROAD PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE POINSETTIA LANE WIDENING (PASEO DEL NORTE TO BATIQUITOS LN * SIDEWALK/STREET CONSTRUCTION PROGRAM (35601,33911) * TRAP SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO REAL TRAF SIG - FARADAY AVENUE AND ORION STREET TRAFFIC IMPACT FEE STUDY TRAFFIC MONITORING PROGRAM TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 1,160,000 210,725 0 0 400,000 0 710,000 0 0 642,000 0 0 0 0 738,804 30,000 0 70,000 664,764 4,626,293 N/A YEAR1 2002-2003 4,223,039 929,395 0 929,395 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 70,000 470,000 4,682,434 YEAR 2 2003-2004 4,682,434 1,296,599 0 1,296,599 0 0 0 0 0 0 0 0 0 0 0 0 0 480,000 0 400,000 0 0 0 70,000 950,000 5,029,033 YEAR 3 2004-2005 5,029,033 1,332,643 0 1,332,643 0 0 0 0 0 0 0 0 0 0 1,382,708 0 0 0 0 400,000 0 0 0 70,000 1,852,708 4,508,968 YEAR 4 2005-2006 4,508,968 1,269,317 0 1,269,317 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 70,000 470,000 5,308,285 YEARS 2006-2007 5,308,285 1,220,767 0 1,220,767 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 70,000 470,000 6,059,051 BUILDOUT 2007++ 6,059,051 9,596,594 357,000 9,953,594 870,000 0 0 2,000,000 1,260,000 0 320,000 0 250,000 450,000 0 480,000 160,000 0 1,870,000 3,800,000 0 150,000 0 350,000 11,960,000 4,052,645 TRANSNET/BICYCLE BEGINNING FUND BALANCE (1) REVENUES TRANSNET REVENUE TOTAL REVENUES CAPITAL PROJECTS * COASTAL RAIL TRAIL TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 200,000 200,000 N/A YEAR1 YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT 2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007++ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 TRANSNET/HIGHWAY BEGINNING FUND BALANCE (1) REVENUES TRANSNET REVENUE TOTAL REVENUES CAPITAL PROJECTS * BTD#3 CANNON ROAD WEST * COLLEGE BLVD EAST OF ECR/CANNON ROAD REACH 3,4 TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 4,400,000 550,000 4,950,000 N/A YEAR1 2002-2003 335,312 1,211,000 1,211,000 260,000 1,211,000 1,471,000 75,312 YEAR 2 2003-2004 75,312 0 0 0 0 0 75,312 YEAR 3 2004-2005 75,312 0 0 0 0 0 75,312 YEAR 4 2005-2006 75,312 0 0 0 0 0 75,312 YEARS 2006-2007 75,312 0 0 0 0 0 75,312 BUILDOUT 2007++ 75,312 0 0 0 0 0 75,312 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-43 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY TRANSNET-LOCAL BEGINNING FUND BALANCE (1) REVENUES TRANSPORTATION TAXES TOTAL REVENUES CAPITAL PROJECTS CARLSBAD BOULEVARD RETROFIT OVER SDNR EL CAMINO REAL IMPROVEMENTS * PAVEMENT MANAGEMENT PROGRAM * SIDEWALK/STREET CONSTRUCTION PROGRAM(33913,36081) * SOUTH CARLSBAD VILLAGE STORM DRAIN TRAP SIG - EL CAM. REAL/PLAZA/MARRON/HOSP WY VISTA/CARLSBAD INTERCEPTOR - PAVEMENT OVERLAY TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 1,100,000 - 4,949,348 603,557 4,700,000 - 695,880 12,048,785 N/A YEAR1 2002-2003 1,769,213 4,600,000 4,600,000 0 300,000 4,800,000 0 0 1,200,000 0 6,300,000 69,213 YEAR 2 2003-2004 69,213 3,200,000 3,200,000 0 1,500,000 1,700,000 0 0 0 0 3,200,000 69,213 YEAR 3 2004-2005 69,213 1,900,000 1,900,000 0 0 1,900,000 0 0 0 0 1,900,000 69,213 YEAR 4 2005-2006 69,213 2,100,000 2,100,000 0 0 2,100,000 0 0 0 0 2,100,000 69,213 YEARS 2006-2007 69,213 3,500,000 3,500,000 0 1,400,000 2,100,000 0 0 0 0 3,500,000 69,213 BUILDOUT 2007++ 69,213 2,300,000 2,300,000 0 0 2,300,000 0 0 0 0 2,300,000 69,213 TRANSNET - SURFACE TRANSPORTATION BEGINNING FUND BALANCE (1) REVENUES STP REVENUE TOTAL REVENUES CAPITAL PROJECTS * SOUTH CARLSBAD VILLAGE STORM DRAIN TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PROGRAM (STP) PRIOR YEARS N/A N/A 1,240,000 1,240,000 N/A YEAR1 2002-2003 321,751 0 0 0 0 321,751 YEAR 2 2003-2004 321,751 0 0 0 0 321,751 YEAR 3 2004-2005 321,751 0 0 0 0 321,751 YEAR 4 2005-2006 321,751 0 0 0 0 321,751 YEARS 2006-2007 321,751 0 0 0 0 321,751 BUILDOUT 2007++ 321,751 0 0 0 0 321,751 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources. C-44 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER - MAJOR FACILITY FEE FUND BEGINNING FUND BALANCE (1) REVENUES DEVELOPER FEES TOTAL REVENUES CAPITAL PROJECTS * "D" RESERVOIR - PHASE II 580 ZONE SECONDARY SUPPLY 680 ZONE SUPPLY AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT ROAD CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR CANNON ROAD WEST TRANSMISSION MAIN * CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENdNAS COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE DRIVE COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA CREEK COLLEGE BOULEVARD (33" LINE TO CANNON ROAD) EL CAMINO REAL CROSSING AT KELLY DRIVE EL CAMINO REAL TRANSMISSION MAIN - USA STREET TO KELLY DRIV EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSETTIA ELFUERTE - NORTH OF LOKER EL FUERTE - ALGA ROAD TO POINSETTIA LANE EL FUERTE - FARADAY TO MAERKLE RESERVOIR EL FUERTE - POINSETTIA LANE TO PALOMAR AIRPORT ROAD FARADAY AVENUE - ORION TO MELOROSE WATERUNE INTERSTATE 5 CROSSING LOAN FROM WATER REPLACEMENT FUND NORTH AGUA HEDIONDA TRANSMISSION MAIN PALOMAR AIRPORT - NORTH OF OWENS POINSETTIA LANE - EL CAMINO REAL TO "D" RESERVOIR POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVARD POINSETTIA LANE- FROM "D" RESERVOIR TO AMBROSIA LANE PRESSURE REGULATING STATION - CANNON ROAD AND COLLEGE BLV RANCHO CARRILLO OVERSIZING/EXTENSION TAP NO. 2 RESERVOIR * WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) * WATER/SEWER MASTER PLAN UPDATE TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 0 0 2,864,457 0 50,000 183,375 0 0 50,000 0 0 2,000,000 25,000 0 97,210 982,000 0 0 150,000 2,700,000 0 375,000 322,000 0 90,000 150,000 0 31,145 10,070,187 N/A YEAR1 2002-2003 5,156,004 817,740 817,740 0 0 0 0 0 0 0 500,000 51,625 0 0 0 835,800 0 0 0 0 0 0 0 0 0 0 0 0 0 250,000 0 0 1,024,682 0 2,662,107 3,311,637 YEAR 2 2003-2004 3,311,637 1,704,731 1,704,731 0 0 0 495,000 50,000 0 0 0 0 421,000 94,000 200,000 0 148,750 0 0 820,000 0 0 0 30,000 0 0 0 0 0 0 0 0 1,030,428 0 3,289,178 1,727,190 YEAR 3 2004-2005 1,727,190 2,803,311 2,803,311 0 0 0 0 200,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,000,000 100,000 0 0 0 0 0 0 0 0 0 0 1,300,000 3,230,501 YEAR 4 2005-2006 3,230,501 2,530,897 2,530,897 0 0 0 0 0 0 0 p b 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 0 0 100,000 5,661,398 YEARS 2006-2007 5,661,398 2,530,173 2,530,173 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 0 0 100,000 8,091,572 BUILDOUT 2007++ 8,091,572 8,715,041 8,715,041 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 0 2,800,000 0 0 0 0 1,400,000 0 0 9/428,500 7,378,112 WATER - RECYCLED WATER FUND BEGINNING FUND BALANCE (1) REVENUES TRANSFER FROM OPERATING FUND LOANS & OTHER TOTAL REVENUES CAPITAL PROJECTS DEBT SERVICE ON STATE LOAN 1-5 RECYCLED WATER TRANSMISSION LINE INDUSTRIAL PARK SYSTEM PUMP STATION UPGRADE RECYCLED LINE - POINSETTIA BRIDGE * RECYCLED WATER PH II * RECYCLED WATER PH II - FLOW EQUALIZATION * RECYCLED WATER PH II - PIPELINES * RECYCLED WATER PH II - PUMP STATIONS * RECYCLED WATER PH II - TREATMENT FACILITY RECYCLED WATER TO WATER REPLACEMENT TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 140,000 1,179,539 0 240,000 600,000 2,970,000 15,800,000 2,600,000 12,500,000 0 36,029,539 N/A YEAR1 2002-2003 2,902,056 160,000 0 160,000 159,527 0 0 0 0 0 0 0 0 360,000 1,605,000 2,124,527 937,529 YEAR 2 2003-2004 937,529 160,000 0 160,000 159,527 0 0 400,000 0 0 0 0 0 0 0 559,527 538,002 YEAR 3 2004-2005 538,002 160,000 0 160,000 159,527 0 0 0 0 0 0 0 0 0 0 159,527 538,475 YEAR 4 2005-2006 538,475 160,000 0 160,000 159,527 0 0 0 0 0 0 0 0 0 0 159,527 538,948 YEARS 2006-2007 538,948 160,000 0 160,000 159,527 0 0 0 0 0 0 0 0 0 0 159,527 539,421 BUILDOUT 2007++ 539,421 1,120,000 0 1,120,000 1,083,067 0 0 0 0 0 0 0 0 0 0 1,083,067 576,354 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources.C-45 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER REPLACEMENT FUND BEGINNING FUND BALANCE (1) REVENUES TRANSFER FROM OPERATING FUND LOAN REPAYMENTS TOTAL REVENUES CAPITAL PROJECTS * "D" RESERVOIR - PHASE II * CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS COLLEGE BLVD - MAERKLE RESERVOIR TO AGUA HEDIONDA CREEK EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUGAR DR FOUSSAT ROAD WELL ABANDONMENT IND'L PARK SYSTEM - LOAN TO RECYCLED WATER LAKE CALAVERA RESERVOIR IMPROVEMENTS LOAN TO WATER CONNECTION FUND MARRON ROAD - PRESSURE REGULATING STATION TO OCEANSIDE MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS MISCELLANEOUS STORAGE TANK REPAIRS MISCELLANEOUS WATER RESERVOIR FENCING OCEANSIDE INTERTIE UPGRADE * PUBLIC WORKS CENTER * RECYCLED WATER PROG-PHASE II SEAWATER DESALINATION PROGRAMS TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT TAP RESERVOIR EXTERIOR PAINTING TRI-AGENCY PIPELINE EROSION PROTECTION * WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER OPERATIONS WATER PUMP PROJECT WATER SYSTEM INTERTIE CONNECTION * WATER/SEWER MASTER PLAN UPDATE TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE PRIOR YEARS N/A N/A 0 0 0 3,225,000 50,000 0 1,605,000 1,650,000 1,000,000 0 0 170,000 110,000 0 4,600,000 4,000,000 649,860 0 70,000 0 0 20,000 0 400,000 124,580 17,674,440 N/A YEAR1 2002-2003 12,250,464 2,236,860 1,605,000 3,841,860 0 0 0 0 610,000 150,000 0 0 0 0 200,000 0 0 0 0 0 0 0 50,000 0 195,178 0 55,000 0 0 1,260,178 14,832,146 YEAR 2 2003-2004 14,832,146 2,281,597 0 2,281,597 0 0 0 0 0 0 0 0 0 0 400,000 0 0 100,000 0 0 0 20,000 0 150,000 196,272 0 0 0 0 866,272 16,247,471 YEAR 3 2004-2005 16,247,471 2,327,229 1,000,000 3,327,229 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 100,000 0 0 0 0 0 0 0 100,000 19,474,700 YEAR 4 2005-2006 19,474,700 241,249 0 241,249 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 19,315,949 YEARS 2006-2007 19,315,949 300,000 0 300,000 0 0 0 0 0 0 0 0 0 0 400,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 400,000 19,215,949 BUILDOUT 2007++ 19,215,949 0 0 0 1,328,000 142,000 2,340,000 0 0 0 0 0 0 604,000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4,414,000 14,801,949 (1) Equal to the projected fund balance less any continuing appropriations. * Project has multiple funding sources. C-46 I GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES ~~| Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment District bonds. Projects include street construction and improvements to Alga Road and College Boulevard. Bridge and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project. CFD #1 - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, I-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. County Grants (COUNTY) - County contributions partially fund Orion Street from El Camino Real to Faraday. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail Trail and the Bridge on Rancho Santa Fe Road North. Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code of the State of California. General Capital Const. (GCC) - General Capital Construction funds, created through fund transfers from the City's General Fund., are used to fund various municipal and other capital projects. Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City's Municipal Golf Course. Infrastructure Maintenance and Replacement Fund - Receipt of license taxes on new construction and annual transfers from the General Fund pay for major maintenance and replacement of the City's infrastructure. Other - Contributions from other agencies or nearby cities fund projects including the Vista- Carlsbad Sewer Interceptor and South Agua Hedionda Interceptor construction. Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE. Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from developer Planned Local Drainage Fees. Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic facilities, park development, streets, traffic signals, and other facilities. C-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 part of sewer user fees and pays for repair and replacement of the City's existing sewer system. State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Carlsbad Boulevard Bridge replacement. Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and finance land acquisition and project construction in the downtown Village district. TDA - City street and bicycle projects receive funding from Transportation Development Act sales tax receipts. Traffic Impact Fees (TIP) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNT/BIKE. /HWY, /LOCAL. /STP)- Receipts of County Sales Taxes allocated by the San Diego Regional Transportation Commission finance various bicycle, freeway interchange, and local road improvement projects. Water Connection (WATER CONN) - Development fees include Major Facility Fees used to fund expansion of water lines and various water projects. Water Replacement (WATER REPL) - Water Replacement funds are included in water utility rates and pay for the repair and replacement of existing water lines and facilities. Water Recycled (RECL WATER) - Recycled Water is purified wastewater to be used for irrigation purposes. Zone 5. 13. 16 Park Fee (ZONE 5)- Fees paid by development in Local Facilities Management Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's industrial corridor. C-48 APPENDICESAPPENDICES )Key CTTY OF CARLSBAD PLANNED MAJOR CAPITAL OUTLAY ITEMS 2002-2003 Item Description Qty Cost IfiENERAfcFHIW::::::::::::::::::::::;:::::;:::::;:;^-:::::-:::::::::::::;-::::: 0011410 PURCHASING 1 TOTAL LEADERSHIP GROUP & ADMIN1S 1 KA 1 1 Vt St 001 21 20 POLICE FIELD OPERATIONS 0012121 TRAFFIC 0012135 TASK FORCES 0012220 EMERGENCY OPERATIONS I TOTAL PUBLIC SAFETY 001 301 0 COMMUNITY DEVELOPMENT ADMIN 0013610 BUILDING I TOTAL COMMUNITY DEVELOPMENT 0014010 COLE LIBRARY - ADMIN 0014065 ARTS OFFICE 0014520 AQUATICS 0014541 RECREATION. OPERATIONS - STAGECOACH 0014543 RECREATION OPERATIONS - HARDING I TOTAL COMMUNl 1 V SERVICES 001 6370 TRAFFIC SIGNAL MAINTENANCE I TOTAL PUBLIC WORKS 0012210 FIRE ADMINISTRATION 1 TOTAL tAisi inti LEASES (TOTAL GENERAL FUND ISPEC»L:sui>iBS:;:;:;:;:;:>i:;:;:;:;t;:;:;:;:;:;:;:i:;:;:::;:;:;:;:;:;:;:;>:i> 121-2110 POLICE ASSET FORFEITURE 1 TOTAL POLICE ASSET FORFEITURE 5016310 WATER OPERATIONS | IOIAL WAItK traitKKKISfc 5116310 SANITATION :| Furniture for scanning & document management system workstation Subtotal Purchasing RVICES Marked police sedan with police package Subtotal Police Operations Marked police sedan with police package Subtotal Police Field Operations Unmarked police sedan with radio Subtotal Task Forces Thermal Imaging Camera Subtotal Fire Emergency Operations Scan/Read/Print machine for microfische reading/ printing Subtotal Community Development Admin Sub-compact sedan for code enforcement officer Subtotal Building Modular furniture for reference staff and manager. Subtotal Cole Library Admin Xerox copier with facsimile unit Subtotal Arts Customer Counter/Receptionist workspace Subtotal Aquatics Systems furniture for supervisor's office Subtotal Operations - Stagecoach Systems furniture for reception area Subtotal Operations - Harding Emergency Battery back-up system Subtotal Traffic Signal Maintenance 800 MHz lease payoff Subtotal Existing Leases :l Police patrol car equipment package Subtotal Police Asset Forfeiture Xerox copier (water/sewer sharing cost) Update/replace obsolete tone telemetry communication equipment Subtotal Water Operations Xerox copier ( water/sewer sharing cost) Subtotal Sanitation 1 1 1 1 1 1 1 1 1 1 1 1 6 1 1 26 1 I 15,000 15,000 $15,000 | 32,000 32,000 40,000 40,000 22,000 22,000 18,500 18,500 $112,500 | 15,026 15,026 17,000 17,000 $32,026 | 25,000 25,000 12,402 12,402 29,000 29,000 12,392 12,392 14,000 14,000 $92,794 | 42,023 42,023 $42,023 I 554,456 554,456 $554,456 I $848,799 1 20,000 20,000 $2O,OOO 1 12,601 193,748 206,349 $206,349 I see above 0 lUIALSANHAllON D-1 Org Key Department CITY OF CARLSBAD PLANNED MAJOR CAPITAL OUTLAY ITEMS 2002-2003 Item Description Qty Cost 6215061 VEHICLE REPLACEMENT I TOTAL VEHICLE REPLACEMENT 6401710 INFORMATION TECHNOLOGY 1 TOTAL INFORM A 1 ION It tnnuLOGY 1 TOTAL SPECIAL FUNDS I GRAND TOTAL Sedan - intermediate Sedan - Police SUV - full size SUV - intermediate Minivan Motorcycle - full size Motorcycle - all terrain Truck - compact pickup Truck - 1/2 ton pickup Truck - 3/4 ton pickup Truck - 1 ton flatbed Truck - 1 ton utility Truck - 10 cu. Yd dump Truck - patch Truck - paint large Truck - fire Radarboard, mobile Compressor, trailer mounted Steam cleaner, trailer mounted Tractor, small Mower, special Subtotal Vehicle Replacement Replace all 3Com routers with Cisco routers Server hard drives Replace file server for Faraday network Internet caching device Network attached storage (NAS) Network/ web servers Replace PC's and/or printers Web server Test/Training server Internet virus scanning device Subtotal Information Technology 2 9 2 2 3 1 2 3 3 6 1 2 1 1 1 1 1 1 1 1 1 15 20 1 1 3 2-4 200 1 1 1 36,000 230,000 76,000 52,000 63,000 12,000 18,000 54,000 60,000 144,000 28,000 60,000 92,000 60,000 170,000 380,000 15,000 13,000 8,000 15,000 21,000 1,607,000 $1,607,000 I 95,000 12,000 20,000 11,000 15,000 16,000 261,000 6,000 6,000 17,000 459,000 $459,OOO | $2,292,349 1 $3,141,148 | D-2 CITY OF CARLSBAD OUT OF STATE TRAVEL REQUESTS 2002-2003 ORG KEY DEPARTMENT TRAVEL DESCRIPTION #OF PEOPLE DESTINATION 0010110 0010210 0010310 0011010 0011110 001111 0011112 0011210 0011310 0011410 0011510 0012110 0012130 0012131 0012140 0012141 0012210 0012220 0012225 0013010 CITY COUNCIL CITY CLERK CITY TREASURER CITY MANAGER ADMINISTRATIVE SERVICES ADMIN ADMIN SERVICES - Special Projects STRATEGIC CHANGE TEAM CITY ATTORNEY FINANCE PURCHASING HUMAN RESOURCES POLICE ADMINISTRATION POLICE INVESTIGATIONS POLICE VICE/NARCOTICS POLICE SUPPORT OPERATIONS DARE FIRE ADMINISTRATION EMERGENCY OPERATIONS FIRE - PREVENTION COMMUNITY DEVELOPMENT Meetings with Federal Legislators Innovation Groups.Transforming Local Gov't Conference IIMC Annual Conference Election Center Training Municipal Treasurers' Assoc of US/CAN Conference Innovation Groups.Transforming Local Gov't Conference ICMA Best Practices Conference ICMA Annual Conference Legislative Meetings ICMA Annual Conference IG Forum Meetings (quarterly) Innovation Groups.Transforming Local Gov't Conference Innovation Groups.Transforming Local Govt Conference Research Training Trips IMLA Annual Conference IMLA Mid-Year Conference Nat1 1 College of DA's - Govt Civil Practice GFOA Conference Software Users Conference Innovation Groups National Purchasing Alliance (3 trips) Disability Management Employer Coalition (DMEC) Society for Human Resource Management (SHRM) Linkage Certificate Program Inf 1 Association of Chiefs of Police (ACP) Conference For suspect and/or witness interviews For suspect and/or witness interviews CAD User Conference National DARE Conference International Fire Chiefs' Conference Southern Area Fire Equipment Rescue Conference Fire Investigation Training Seminar National Fire Academy - Executive Development Innovations Group School of Leadership & Change ULI Conference APA National Conference 4 5 1 1 1 3 4 3 10 1 1 8 3 4 1 1 1 1 3 1 1 1 2 1 3 3 1 1 3 1 7 1 1 Washington, DC Piano, TX Columbus, OH Baltimore. MD, San Antonio. TX Washington D. C. Piano, TX Tacoma, WA Pennsylvania Washington. DC Pennsylvania Western United States Piano, TX Piano. TX Out of State Denver, CO Washington, DC Park City, UT Out of State Out of State Undetermined San Antonio, TX Orlando, FL Various Locations Minneapolis. MN Unknown Unknown Reno, NV Las Veaas. NV Kansas Citv. MO Reno, NV Las Vegas. NV Emmitsburg, MD Various Destinations TBD Denver. CO BUDGET REQUEST 7.000 5,000 12,000 2.500 2.000 4,500 1,400 1,400 5,500 5,000 3,500 5,000 19,000 1,940 1,720 3,660 16,400 16,400 4,300 1.700 6,000 1.500 1,800 1,200 4,500 1,300 2,750 4,050 4,500 4,500 2,000 1,400 8,000 1 1 ,400 1,500 1,500 1,200 1,200 1.000 1,000 3.000 3,000 1.650 1,650 1.500 1,500 800 2.250 3,050 1.250 1,250 13,950 2,500 2.500 18,950 D-3 CITY OF CARLSBAD OUT OF STATE TRAVEL REQUESTS 2002-2003 ORG KEY DEPARTMENT TRAVEL DESCRIPTION #OF PEOPLE DESTINATION 0013210 0013310 0013510 0013610 0014062 0014065 0014070 0014510 0014570 0015710 0016010 PLANNING GEOGRAPHIC INFO. SYSTEMS ECONOMIC DEVELOPMENT BUILDING INSPECTION GALLERY ARTS OFFICE LIBRARY PARK PLANNING & REC MGMT SENIOR PROGRAMS ENGINEERING PUBLIC WORKS ADMIN APA National Conference Permits Plus Users Conference URISA Annual Meeting ULI Real Estate School ULI Workshop Economic Development - Attraction Visit Facility Site Visits ULI Annual Conference Int'l Conf of Bldg Officials Annual Business Mtg Sierra "Permits" Annual Conference American Assoc. of Museums Conference American for the Arts National Conferecne American Library Association Annual Conference American Society of Landscape Architects National Council on Aging Conference AWWA Fall Conference American Membrane Technology Association Conference Permits Plus Users Conference ASCE 2002 Pipelines Conference APWA Conference 2 1 1 1 1 2 1 1 1 1 1 1 1 1 1 1 1 1 1 Denver, CO Reno, NV Chicago, IL Western United States Various - TBD Various -TBD Various - Out of state Various - TBD Fort Worth. TX Reno. NV New York. NY Portland. OR Toronto. Canada New Orleans, LA Washinoton D. C. Reno, NV Charleston, SC Reno. NV Cleveland. OH Kansas City. MO (TOTAL GENERAL FUND BUDGET REQUEST 4,000 2.000 6,000 2.100 2,100 2,600 1,000 1,500 10.000 1,000 16,100 1,000 1.000 2,000 1.700 1,700 2.500 2,500 1.200 1,200 1.900 1.900 1.650 1.650 2,000 1.500 900 2.000 6,400 3.500 3,500 165,560 1545710 STORM WATER PROTECTION Storm Water Conference 2 TBD 5016310 WATER OPERATIONS Colorado River Water Users Association ACWA Spring Conference Permits Plus Users Conference AWWA Fall Conference 1 Las Vegas, NV 1 Lake Tahoe, NV 1 Reno, NV 3 Reno, NV 5026310 RECYCLED WATER OPERATIONS American Backflow Prevention Association ttron User Conference 1 Las Vegas, NV 1 Ft. Lauderdate, FL 5116310 SANITATION OPERATIONS Harris Utility Billing Conference Tri-State Water/Sewer Seminar 1 Las Vegas, NV 2 Laughlin, NV 6141610 RECORDS MANAGEMENT Annual ARMA Conference AIIM Annual Conference MER Conference 1 New Orleans. LA 1 New York, NY 1 Chicago. IL D-4 CITY OF CARLSBAD OUT OF STATE TRAVEL REQUESTS 2002-2003 m m m gg mm Mi •• m «• ^ aM ORG KEY DEPARTMENT TRAVEL DESCRIPTION 6401710 INFORMATION TECHNOLOGY Tivoli Disaster Recovery Interop Permits Plus Users Conference Internet World Brainshare On-Line Learning Conference Class Conference Project Leadership Conference FileNET Users Conference AIIM Conference Library Conference NEC Users Conference Harris Users Conference #OF PEOPLE 1 1 1 1 2 1 1 1 1 1 1 2 1 DESTINATION Colorado Springs, CO Las Vegas. NV Reno, NV TBD Salt Lake City, Utah TBD Victoria, Canada TBD Washington D. C. New York, NY TBD TBD TBD TOTAL OTHER FUNDS GRAND TOTAL TRAVEL BUDGET REQUEST 3,500 2,300 1,100 1,500 5,400 2,500 1,500 2,400 2,200 2,200 1.000 4,500 2,000 32,100 55,850 $ 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 July 16,1952 General Law Council/Manager 42.19sq. miles 88,000 11,850,678,972 Streets: Number of Street Lights Miles of Streets Fire Protection: Number of Stations Number of Firefighters & Officers 6,138 255 6 73 Police Protection: Number of Stations 1 Number of Sworn Police Officers 109 Municipal Water District: Number of Customers 75,000 Number of Water Connections 24,300 Average Daily Consumption (in Millions of Gallons) 17.6 Miles of Lines and Mains 400 Miles of Sewers 149 Recreation and Culture: Number of Parks 37 Acres of Parks (Improved Community & Special Use Areas) 214 Acres of Open Space (Special Resource Areas & General City-Owned Open Space) 490 Number of Pools 1 Number of Libraries 2 Number of Volumes 280,458 Total Number of Authorized Full-Time City Employees 642.75 Source: City of Carlsbad, Finance Department D-6 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