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Home My WebLink About; ; 2009 - 2010 OPERATING BUDGET & CIP; 2009-07-012009-2010 Operating Budget & Capital Improvement Program C A L I F O R N I A CITY OF CARLSBAD, CALIFORNIA 2009-2010 BUDGET TABLE OF CONTENTS Reader's Guide to the Budget ........... Council's Five-Year Vision Statement About the City of Carlsbad ..................................................................................................................... . . Organ~zat~on Chart ................................................................................................................................ iv BUDGET OVERVIEW City Manager's Transmittal Letter ....................................................................................................... A-I 2009-10 Budget Highlights 2009-10 Budget Calendar ................................................................................................................. A-22 Budget Awards ............. A-23 OPERATING BUDGET Overview .............................................................. Projected Fund Balances ...................................... Revenue Estimates Budget Expenditure Schedule ........................................................................................................ 6-22 PROGRAM SUMMARIES Policy & Leadership Group Policy and Leadership Group Summary ...................................................................................... C-I City Council ................................................................................................................................ C-2 City Clerk .................................................................................................................................... C-4 City Treasurer ............................................................................................................................. C-5 City Manager .......... Communications ..... ... .......................... City Attorney Administrative Services D- I D-2 D-3 ............................................... D-5 D-7 Workers' Compensation .............................................................................................................. 0-8 Risk Management ................ .. .................................................................................................. D-9 Self-Insured Benefits ................................................. D-10 Information Technology ................... ... ................ D-I I Miscellaneous Non-Departmental .................................. D-14 CITY OF CARLSBAD, CALIFORNIA 2009-2010 BUDGET TABLE OF CONTENTS Public Safety Public Safety Summary .................... .............................. E-I ............ Police Department Summary .............................. E-2 Field Operations ................................................ .............................. E-6 ...................................................... YouthlSchool Programs .............. ..... ...................................................................................... E-I 1 Property and EvidencelRecords E-12 Family Services .................................................................................................................... E-13 Task Force ................................................................................................................................ E-14 Support Operations ................................................................................................................... E-I5 Communications Center ........................................................................................................... E-I6 Police Asset Forfeiture Citizens Option for Public Safety Police Grants ............................ E-22 ......................................... E-25 ................... ... ...... i........... ................. E-26 Community Development Community Development Summary ........................................................................................... F-I Administration ............................................................................................................................. F-2 Land Use Planning & Planning Commission Geographical Information Syste Economic Development ....... Building Inspection ........................................ Housing 8 Redevelopment Summary Affordable Housing ............................ Rental Assistance ................ Community Development Block Grant ....................................................................................... F-I4 Redevelopment Operations Village Are -16 LowlModerate Income Housing Village -18 Redevelopment Operations South Carlsbad Coastal Area .............. ..... ............................... .F-I 9 LowIModerate Income Housing South Carlsbad Area.. .............. .. ........................................... ,F-20 Communitv Services Community Services Summary Collection Dev Media Services TABLE OF CONTENTS Community Services (continued) Programs, Exhibits, Graphics Cultural Arts Summary Arts Office Sister City .......................................................... Cultural Arts Donations ......................... Parks and Recreation Summa Park Planning & Recreation M Recreation - Fee Supported ....................................................... Recreation -Aquatics ............................................................................................................... G-28 Recreation - Operations ........................................................................................................... G-31 Senior Programs ...................................... .................................... G-34 Median Maintenance ................................................................................................................ G-42 Public Works Public Works Summary ........................... ................... .. ....... H-I Administration .......................................... H-2 Engineering Summary ............................................ H-4 Engineering H -5 Engineering ........................................................................................................... H-9 General Services Summary ...................................................................................................... H-I I ... Fac~l~t~es Maintenance .................... .. ................................................................................... H-12 Street Maintenance ................................................................................................................... H-I4 Vehicle Replacemen ............................ H-22 Maintenance & Oper Wastewater 0 ......................................... Storm Water Protection .................... ... ........................................................................... H-32 CAPITAL IMPROVEMENT PROGRAM - OPERATING BUDGET 1-1 1-2 1-2 1-5 1-7 1-8 Summary ............................................................................................................................................ 1-9 Growth Management Plan ................................................................................................................ 1-10 CITY OF CARLSBAD, CALIFORNIA 2009-2010 BUDGET . ... . - ........... TABLE OF CONTENTS Capital Funds Projected Fund Balances for FY 2008-2009 Capital Funds Projected Fund Balances for FY 2009-2010 Capital Revenues Actual and Estima Capital Funds Budget Expenditure S Capital Proiects Detail Schedule of Capital Projects by Category FY 2009-2010 to Buildout Fund Summary .......................................................................... Capital Improvement Program Fund Summary K-I .......................................................................... Glossary of Capital Project Funding Sources K-15 APPENDICES Planned Major Capital Outlay Items 2009-2010 -1 Out of State Travel Requests 2009-2010 -2 Miscellaneous Statistical Information ...... -4 Accounting Systems and Budgetary Contro -5 Resolutions Adopting the Budget ....................................................................................................... L-6 . . Gann Limit Resolution ..................................................................................................................... L-I 9 Glossary .......................................................................................................................................... L-32 ELECTORATECITY CLERKCITY CLERKMAYOR &COUNCILMAYOR &COUNCILCITYTREASURERCITYTREASURERCITY MANAGERCITY ATTORNEYADMINISTRATIVESERVICESPUBLICSAFETYPUBLICWORKSCOMMUNITYDEVELOPMENTCOMMUNITY SERVICESHUMANRESOURCESINFORMATIONTECHNOLOGYPOLICEENGINEERINGSERVICESGENERAL SERVICESMAINTENANCE &OPERATIONSECONOMICDEVELOPMENTGEOGRAPHICINFO SYSTEMSPLANNINGRECREATIONBeachPreservationCommitteeCommunityTelevisionFoundationTrafficSafetyCommissionUndergroundUtility AdvisoryCommitteeHousing &RedevelopmentCommissionHousing CommissionDesignReviewBoardHistoricPreservationCommissionSister CityCommitteeCITY OF CARLSBAD ORGANIZATION CHARTArtsCommissionParks & RecCommissionSeniorCommissionElectedCouncil AppointedStaff SupportReporting RelationshipProgramsKEYHOUSING ANDREDEVELOPMENTLIBRARY &THE ARTSRISKMANAGEMENTPlanningCommissionLibrary Boardof TrusteesSerra CooperativeLibrary SystemAdvisory BoardFIREFINANCEADMINISTRATION & ENVIRONMENTALPROGRAMSBUILDINGRECORDSMANAGEMENTCarlsbad Tourism B.I.D. Advisory BoardRev 05/14/08iv ivxlcdm ELECTORATECITY CLERKCITY CLERKMAYOR &COUNCILMAYOR &COUNCILCITYTREASURERCITYTREASURERCITY MANAGERCITY ATTORNEYADMINISTRATIVESERVICESPUBLICSAFETYPUBLICWORKSCOMMUNITYDEVELOPMENTCOMMUNITY SERVICESHUMANRESOURCESINFORMATIONTECHNOLOGYPOLICEENGINEERINGSERVICESGENERAL SERVICESMAINTENANCE &OPERATIONSECONOMICDEVELOPMENTGEOGRAPHICINFO SYSTEMSPLANNINGRECREATIONBeachPreservationCommitteeCommunityTelevisionFoundationTrafficSafetyCommissionUndergroundUtility AdvisoryCommitteeHousing &RedevelopmentCommissionHousing CommissionDesignReviewBoardHistoricPreservationCommissionSister CityCommitteeCITY OF CARLSBAD ORGANIZATION CHARTArtsCommissionParks & RecCommissionSeniorCommissionElectedCouncil AppointedStaff SupportReporting RelationshipProgramsKEYHOUSING ANDREDEVELOPMENTLIBRARY &THE ARTSRISKMANAGEMENTPlanningCommissionLibrary Boardof TrusteesSerra CooperativeLibrary SystemAdvisory BoardFIREFINANCEADMINISTRATION & ENVIRONMENTALPROGRAMSBUILDINGRECORDSMANAGEMENTCarlsbad Tourism B.I.D. Advisory BoardRev 05/14/08iv ivxlcdm OVERVIEW CITY OF CARLSBAD BUDGET HIGHLIGHTS A-3 CITY OF CARLSBAD BUDGET HIGHLIGHTS FISCAL YEAR 2009-10 WHERE THE MONEY COMES FROM… WHERE THE MONEY GOES… ESTIMATED REVENUES $253.3 MILLION ADOPTED BUDGET $261.5 MILLION CITY OF CARLSBAD BUDGET HIGHLIGHTS A-3 CITY OF CARLSBAD BUDGET HIGHLIGHTS FISCAL YEAR 2009-10 WHERE THE MONEY COMES FROM… WHERE THE MONEY GOES… ESTIMATED REVENUES $253.3 MILLION ADOPTED BUDGET $261.5 MILLION CITY OF CARLSBAD BUDGET HIGHLIGHTS A-4 City of Carlsbad Strategic Goals Balanced Community Development – A city that connects community, place and spirit, through balanced and economically sustainable land uses. Citizen Connection and Partnership – A city that embraces Community connectivity through the effective use of technological and interpersonal mediums. Communications – Ensure that community members, Council and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government. Environmental Management – An environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. Financial Health – Pursue and implement proactive strategies that support sustainable economic health and manage City resources effectively. Learning, Culture & Arts – Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Parks / Open Space / Trails – Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Safe Community – Maintain a safe and secure community through collaborative partnerships. Public safety providers support high standards, deliver protection of life and property, and encourage community involvement in prevention and preparedness efforts. Transportation / Circulation – Provide and support a safe and efficient transportation system that moves people, services and goods throughout Carlsbad. Water – Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. The City’s budget is comprised of two pieces; the operating budget and the capital improvement program budget (CIP). The CIP provides the funds to build the parks, roads, buildings, and other infrastructure of the City while the operating budget provides the money to staff and operate the facilities and infrastructure as well as provide important services to the citizens and visitors of Carlsbad. The operating budget totals $191.1 million and is expected to generate $194.6 million in revenues. The CIP contains the current year budget allocation of $70.4 million and outlines approximately 225 future projects at a total cost of $441.3 million through buildout of the City. Capital revenues for Fiscal Year 2009-10 are estimated at $58.7 million. The capital projects include parks, civic facilities, as well as infrastructure needs anticipated for the future that 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 2009-10 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 early in the calendar year, with a review and update of the City Council’s five-year vision statements. Through the vision statements, Council defines and clarifies their vision of Carlsbad. The City Council also provides the City with their top priority projects, which further defines their vision. The strategic goals for the City are developed next. These statements are reflected in the box on the right. The goals further define the methods used to achieve the vision and highlight areas where Council desires to place special emphasis during the year. Once the vision, goals and priority projects are developed, staff develops operational goals based on Council’s direction. These operational goals are the basis for the development of the Operating Budget. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-4 City of Carlsbad Strategic Goals Balanced Community Development – A city that connects community, place and spirit, through balanced and economically sustainable land uses. Citizen Connection and Partnership – A city that embraces Community connectivity through the effective use of technological and interpersonal mediums. Communications – Ensure that community members, Council and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government. Environmental Management – An environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. Financial Health – Pursue and implement proactive strategies that support sustainable economic health and manage City resources effectively. Learning, Culture & Arts – Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Parks / Open Space / Trails – Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Safe Community – Maintain a safe and secure community through collaborative partnerships. Public safety providers support high standards, deliver protection of life and property, and encourage community involvement in prevention and preparedness efforts. Transportation / Circulation – Provide and support a safe and efficient transportation system that moves people, services and goods throughout Carlsbad. Water – Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. The City’s budget is comprised of two pieces; the operating budget and the capital improvement program budget (CIP). The CIP provides the funds to build the parks, roads, buildings, and other infrastructure of the City while the operating budget provides the money to staff and operate the facilities and infrastructure as well as provide important services to the citizens and visitors of Carlsbad. The operating budget totals $191.1 million and is expected to generate $194.6 million in revenues. The CIP contains the current year budget allocation of $70.4 million and outlines approximately 225 future projects at a total cost of $441.3 million through buildout of the City. Capital revenues for Fiscal Year 2009-10 are estimated at $58.7 million. The capital projects include parks, civic facilities, as well as infrastructure needs anticipated for the future that 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 2009-10 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 early in the calendar year, with a review and update of the City Council’s five-year vision statements. Through the vision statements, Council defines and clarifies their vision of Carlsbad. The City Council also provides the City with their top priority projects, which further defines their vision. The strategic goals for the City are developed next. These statements are reflected in the box on the right. The goals further define the methods used to achieve the vision and highlight areas where Council desires to place special emphasis during the year. Once the vision, goals and priority projects are developed, staff develops operational goals based on Council’s direction. These operational goals are the basis for the development of the Operating Budget. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-5 Carlsbad’s Operating Budget is a tool that guides the achievement of Council’s vision, goals, and priority projects for the City. The budget allocates the resources, and sets the priorities for 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. In addition, the budget is a fiscally conservative balanced budget, to effectively sustain the community and essential City services far into the future. ECONOMIC PROFILE The US economy has been in a recession since December 2007. According to the Bureau of Economic Analysis, the economy is expected to contract at an annual rate of 6.1% in the first quarter of 2009, which is fairly consistent with the 6.3% decline in the fourth quarter of 2008. While consumer spending grew 2.2% in the first quarter of 2009 after contracting by 4.3% in the fourth quarter, this increase was offset by declines in exports, business investment and housing construction. Prices of goods and services purchased by US residents fell 1% for the first quarter of 2009, compared to a 3.9% decrease in the fourth quarter of 2008. Consumer sentiment rose to 67.9 in May 2009 from 65.1 in April according to the Reuters/University of Michigan index. The index reached a thirty year low of 55.3 in November 2008. “Financial – market improvement and the fiscal stimulus is leading to stabilization in spending and improvement in confidence,” said Dean Maki, co-head of U.S. economic research at Barclays Capital Inc. in New York. In May 2009, Ed Leamer at UCLA Anderson Forecast, predicted that the second half of calendar year 2009 is expected to be better than the first half. He expects the housing market to bottom out in the middle of 2009 and expects that the national unemployment rate will reach 10%. Kenneth Rogoff, Professor at Harvard University’s Department of Economics said that the economy still faces serious challenges. Rogoff says that the housing market is going to take five years to recover and that the large budget deficits will push out growth. Several other economists believe that the economy has not yet hit bottom and that when it does, it will be a long and slow recovery. California’s economy is slow as well. While the federal government in February 2009 approved a stimulus package that would lower taxes and invest in infrastructure, the State of California during the same timeframe increased taxes and reduced infrastructure spending thereby offsetting the benefits for California of the federal efforts. The UCLA Anderson Forecast in May 2009 projected that real personal income in California will be a -0.8% for 2009, 0.7% for 2010 and 3.8% in 2011. In addition, the unemployment rate is expected to be 11% in 2009, 11.7% in 2010 and 10.8% in 2011. In addition, economists from UCLA Anderson Forecast are concerned with the overall uncertainty, especially in the areas of slower consumption growth, the need to reduce government employment, higher state taxes, and pessimism from business sector investors. This uncertainty could lead to higher unemployment this year than assumed in their current forecast. This economic uncertainty is at the forefront as the City of Carlsbad develops a preliminary budget for FY 2009-10. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-5 Carlsbad’s Operating Budget is a tool that guides the achievement of Council’s vision, goals, and priority projects for the City. The budget allocates the resources, and sets the priorities for 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. In addition, the budget is a fiscally conservative balanced budget, to effectively sustain the community and essential City services far into the future. ECONOMIC PROFILE The US economy has been in a recession since December 2007. According to the Bureau of Economic Analysis, the economy is expected to contract at an annual rate of 6.1% in the first quarter of 2009, which is fairly consistent with the 6.3% decline in the fourth quarter of 2008. While consumer spending grew 2.2% in the first quarter of 2009 after contracting by 4.3% in the fourth quarter, this increase was offset by declines in exports, business investment and housing construction. Prices of goods and services purchased by US residents fell 1% for the first quarter of 2009, compared to a 3.9% decrease in the fourth quarter of 2008. Consumer sentiment rose to 67.9 in May 2009 from 65.1 in April according to the Reuters/University of Michigan index. The index reached a thirty year low of 55.3 in November 2008. “Financial – market improvement and the fiscal stimulus is leading to stabilization in spending and improvement in confidence,” said Dean Maki, co-head of U.S. economic research at Barclays Capital Inc. in New York. In May 2009, Ed Leamer at UCLA Anderson Forecast, predicted that the second half of calendar year 2009 is expected to be better than the first half. He expects the housing market to bottom out in the middle of 2009 and expects that the national unemployment rate will reach 10%. Kenneth Rogoff, Professor at Harvard University’s Department of Economics said that the economy still faces serious challenges. Rogoff says that the housing market is going to take five years to recover and that the large budget deficits will push out growth. Several other economists believe that the economy has not yet hit bottom and that when it does, it will be a long and slow recovery. California’s economy is slow as well. While the federal government in February 2009 approved a stimulus package that would lower taxes and invest in infrastructure, the State of California during the same timeframe increased taxes and reduced infrastructure spending thereby offsetting the benefits for California of the federal efforts. The UCLA Anderson Forecast in May 2009 projected that real personal income in California will be a -0.8% for 2009, 0.7% for 2010 and 3.8% in 2011. In addition, the unemployment rate is expected to be 11% in 2009, 11.7% in 2010 and 10.8% in 2011. In addition, economists from UCLA Anderson Forecast are concerned with the overall uncertainty, especially in the areas of slower consumption growth, the need to reduce government employment, higher state taxes, and pessimism from business sector investors. This uncertainty could lead to higher unemployment this year than assumed in their current forecast. This economic uncertainty is at the forefront as the City of Carlsbad develops a preliminary budget for FY 2009-10. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-6 Locally, the San Diego economy is struggling as well, according to several local economists, including University of San Diego (USD) economist Alan Gin. The University of San Diego’s Index of Leading Economic Indicators for San Diego County declined 2.2% in March 2009 which has been falling 35 of the last 36 months. In March 2009, there were sharp declines in all six of the components in the index led by a record drop in help wanted advertising. The local unemployment rate was 9.3% in March, up from 8.9% in February 2009. For the rest of 2009, Alan Gin is predicting the local economy will remain strongly negative. Compared to the same period in 2008, residential units authorized were down almost 25 percent for the first quarter of 2009. According to Alan Gin, “Both the national and local economies are caught in a vicious cycle where job losses are reducing incomes, which reduces consumption, auto sales, and home sales, which in turn leads to even more job losses.” A chart reflecting USD’s economic indicators is reflected below. The total USD index for March 2009 is 100.7, which is down 18% from the March 2008 index of 122.7. It is unclear how much longer the index will continue on this declining trend. Carlsbad’s economy is tied closely to that of the San Diego region and is feeling the effects of the economic recession. During FY 2008-09, the City lowered its annual General Fund revenue estimates by $4.6 million due to a significant slowdown in sales tax, transient occupancy taxes (TOT) and overall development activity. Due to the lag time between the payment of property taxes and the housing decline, for FY 2008-09 property taxes are expected to grow by approximately 7%. TOT, the City’s gauge of the tourism industry, are expected to end FY 2008-09 showing a 5.5% decline even though there was growth in the number of hotel rooms during FY 2008-09. Sales taxes are expected to end FY 2008-09 with a decline of 6.2% due to the slow economy especially the decline in auto sales. Overall the City is anticipated to end FY 2008-09 with a 3.1% decline or $3.7 million less in revenue compared to FY 2007-08. Carlsbad’s residential real estate market has slowed significantly throughout FY 2008-09. For FY 2008-09 through April, the City has issued 91 dwelling units as compared to 290 dwelling units for FY 2007-08 for the same time frame. For Industrial and Commercial, the City has permitted 220,963 square feet for FY 2008-09 through April, compared to 963,295 square feet for FY 2007-08 for the same time frame. The number of permits for the rest of the fiscal year is expected to be very slow due to the stagnant economy. While development has slowed significantly, there are a number of new residential communities under construction or in the final phases of development that will add to the residential housing stock in Carlsbad albeit the timing has been delayed due to the economy. The Villages of La Costa projects known as the Oaks North, the Greens and the Ridge are either complete or under construction, and will ultimately add approximately 1,769 single-family and multi-family units when complete. In addition, the Robertson Ranch area, which is expected to contain over 1,000 residential units, has pulled permits to begin building the model homes. The completion of these master planned communities will signal an end to the large-scale residential developments in Carlsbad. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-6 Locally, the San Diego economy is struggling as well, according to several local economists, including University of San Diego (USD) economist Alan Gin. The University of San Diego’s Index of Leading Economic Indicators for San Diego County declined 2.2% in March 2009 which has been falling 35 of the last 36 months. In March 2009, there were sharp declines in all six of the components in the index led by a record drop in help wanted advertising. The local unemployment rate was 9.3% in March, up from 8.9% in February 2009. For the rest of 2009, Alan Gin is predicting the local economy will remain strongly negative. Compared to the same period in 2008, residential units authorized were down almost 25 percent for the first quarter of 2009. According to Alan Gin, “Both the national and local economies are caught in a vicious cycle where job losses are reducing incomes, which reduces consumption, auto sales, and home sales, which in turn leads to even more job losses.” A chart reflecting USD’s economic indicators is reflected below. The total USD index for March 2009 is 100.7, which is down 18% from the March 2008 index of 122.7. It is unclear how much longer the index will continue on this declining trend. Carlsbad’s economy is tied closely to that of the San Diego region and is feeling the effects of the economic recession. During FY 2008-09, the City lowered its annual General Fund revenue estimates by $4.6 million due to a significant slowdown in sales tax, transient occupancy taxes (TOT) and overall development activity. Due to the lag time between the payment of property taxes and the housing decline, for FY 2008-09 property taxes are expected to grow by approximately 7%. TOT, the City’s gauge of the tourism industry, are expected to end FY 2008-09 showing a 5.5% decline even though there was growth in the number of hotel rooms during FY 2008-09. Sales taxes are expected to end FY 2008-09 with a decline of 6.2% due to the slow economy especially the decline in auto sales. Overall the City is anticipated to end FY 2008-09 with a 3.1% decline or $3.7 million less in revenue compared to FY 2007-08. Carlsbad’s residential real estate market has slowed significantly throughout FY 2008-09. For FY 2008-09 through April, the City has issued 91 dwelling units as compared to 290 dwelling units for FY 2007-08 for the same time frame. For Industrial and Commercial, the City has permitted 220,963 square feet for FY 2008-09 through April, compared to 963,295 square feet for FY 2007-08 for the same time frame. The number of permits for the rest of the fiscal year is expected to be very slow due to the stagnant economy. While development has slowed significantly, there are a number of new residential communities under construction or in the final phases of development that will add to the residential housing stock in Carlsbad albeit the timing has been delayed due to the economy. The Villages of La Costa projects known as the Oaks North, the Greens and the Ridge are either complete or under construction, and will ultimately add approximately 1,769 single-family and multi-family units when complete. In addition, the Robertson Ranch area, which is expected to contain over 1,000 residential units, has pulled permits to begin building the model homes. The completion of these master planned communities will signal an end to the large-scale residential developments in Carlsbad. CITY OF over the approxim Commer over the industria the large Colinas Some of Technolo Commer citizens services. Outlets – center; a and othe Developm City is ho visitors: t number o Sheraton The City enhance Carlsbad With oce linkages golfers a It is the C number Managem facilities place to In additio for both t imperativ new pub $ $10 $20 $30 $40 $50 $60 $70 $80 Thousands F CARLSBA next five y mately 4,980 cial and ind last five ye l developme e industrial Retirement the major c ogies (forme cial develop and visitors . Carlsbad i – a specialty and the Foru er commercia ment has als ost to a majo the Four Se of other qua n Carlsbad R of Carlsbad d the touris d, is an 18-h ean views, h to hiking tra like. Council’s go of steps th ment Plan. T were constr pay for the f on to the Gro the capital a ve that we pl blic facilities $0 00 00 00 00 00 00 00 00 2002 2003 Media AD BUDGET years. The housing un dustrial deve ears. 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The m urse set in th ience, a firs Carlsbad is ity remains i attain that g by the citiz lopment. It a elopment of n, the City al the City. Wi e economy, for capital 2009 As the hou housing pr The medi homes in March 200 the previou values in billion; an what they w City is proj more resid 1.8 mill commercia ing stock is p. eraging 1,12 ion, it is exp et per year o d Raceway Restaurants ological Inst ade, Upper D entertainme itional sales – an auto m al – a region ter with upsc as a destin d has two lu a Costa Res with the mos and Hampto n the summe municipal go he rolling hil st class rest a destinatio in good fina goal. One o zens to ensu also ensure the property lso prepares ith a growing serving new needed to using market rices have d an price f Carlsbad w 09, a decre us year. The the City sta increase of were just five jecting it wi ential units a ion squa al/industrial s about 90% 29,000 squa pected that over the nex and Palom s and the de itute of Ame Deck, and m ent and sho s taxes to h mall; the Ca nal shopping cale retail sh nation resort uxury resorts sort & Spa. T st recent ad on Inn. er of 2007 w olf course, T lls and cany taurant and on spot for ncial health of the steps ure that all n es that a fina y. s a long-term g city such a w developme build them t has cooled declined as for single-f was $639,00 ase of 8% e total asse and at over nearly 50% e years ago ll add about and an addit are feet develop % built out, are feet per commercia xt five years mar Forum, esalination p erica, ViaSat any others. opping venue help pay for arlsbad Prem g mall; a Co hops, restau t for tourism s available f There are a ditions bein which has fu The Crossin yons of Carls clubhouse, golfers and , and there s is the Gr necessary p ancing plan m financial m as Carlsbad ent and oper . Thus, the d, the well. family 00 for from essed r $23 over . The t 749 tional of pment with year l and s with Dos plant. t, Life es to r City mium ostco urants . The for its also a g the urther gs at sbad. , and non- are a rowth public is in model d, it is rating e City CITY OF over the approxim Commer over the industria the large Colinas Some of Technolo Commer citizens services. Outlets – center; a and othe Developm City is ho visitors: t number o Sheraton The City enhance Carlsbad With oce linkages golfers a It is the C number Managem facilities place to In additio for both t imperativ new pub $ $10 $20 $30 $40 $50 $60 $70 $80 Thousands F CARLSBA next five y mately 4,980 cial and ind last five ye l developme e industrial Retirement the major c ogies (forme cial develop and visitors . Carlsbad i – a specialty and the Foru er commercia ment has als ost to a majo the Four Se of other qua n Carlsbad R of Carlsbad d the touris d, is an 18-h ean views, h to hiking tra like. Council’s go of steps th ment Plan. T were constr pay for the f on to the Gro the capital a ve that we pl blic facilities $0 00 00 00 00 00 00 00 00 2002 2003 Media AD BUDGET years. The housing un dustrial deve ears. Due to ent will avera developme Community, ompanies in erly Invitroge pment has b alike, as w s home to y outlet cen m at Carlsb al uses. so enhance or family the easons Reso ality hotels a Resort and S d opened a m attraction ole, destina high quality ails, The Cr oal to ensure he City has This plan w ructed along facilities prio owth Manag and operatin lan for the im s, as well a 2004 2005 2 Fiscal Yea an SFD Home T HIGHLIGH City’s resid its remaining elopment ha o the econo age 509,000 ents includin , El Paseo n town includ n), Callaway brought muc well as gene Car Country nter; Plaza C bad – a comm d Carlsbad’s eme park: Le ort at Aviara and motels i Spa, Homew municipal g ns the City o tion golf cou golf experi rossings at e that the Ci taken to a was adopted g with devel or to the deve gement Plan ng needs of mpacts of the as planning 2006 2007 2008 ar e Prices TS A-7 dential hous g to develop as been ave omic recessi 0 square fee ng Carlsbad Retail and de the Gemo y, Taylor Ma ch needed erating addi y Carlsbad Camino Rea mercial cent s reputation egoland, an a and the La n the City, w wood Suites a olf course in offers. 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The for its also a g the urther gs at sbad. , and non- are a rowth public is in model d, it is rating e City CITY OF CARLSBAD BUDGET HIGHLIGHTS A-8 prepares a ten-year operating forecast for the General Fund, and a 15+ 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, the City can anticipate the effects of development from both a capital and an operating perspective. One important initiative the City has undertaken to ensure its financial health is the development of an Infrastructure Replacement Fund. With this fund, the City sets 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 is just now experiencing the impact of maintenance requirements. By setting aside funds now, the citizens of Carlsbad can be assured that the proper maintenance and replacement, as needed, will be performed on streets, parks and many facilities for which the City is responsible. Even with the economic slowdown, Carlsbad’s current economic position is an enviable one. A relatively healthy and well diverse local economy over the past ten years provided additional revenue- generating sites that allowed the City to continue to add new facilities and services for the citizens. The City hosts three regional shopping areas within its boundaries; a large regional mall, an outlet center, and a high-end retail center in the southern part of town called The Forum. Together, these sites contribute approximately $4.3 million annually to the City’s sales taxes. The City’s Auto Mall generates another $4.5 million per year in sales taxes for the City. Legoland, a family theme park, contributes to the City’s sales tax base and stimulates 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 four major revenue sources for the City: property taxes, sales taxes, transient occupancy taxes (TOT), and franchise taxes, are expected to provide $88 million, or 81%, of the City’s General Fund revenues in FY 2009-10, compared with approximately $95 million in FY 2008-09. These taxes and fees are the major source of funding for most of the City’s services, and allow the City to live up to its reputation as one of the premier locations in San Diego County. Overall, for FY 2009-10, the General Fund revenue is projected to decline by 6.2% from the previous year’s estimates. The City’s sales taxes are projected to decline by 12.5% for Fiscal Year 2009-10 primarily due to the significant decline in auto sales. In addition, due to the decline in housing prices, the County Assessor has estimated that the City should expect property tax revenues to decrease by almost 2.8% for FY 2009-10. New building permits are expected to continue to be slow and the development related revenue items have been adjusted accordingly for Fiscal Year 2009-10. And finally, tourism is expected to be impacted by low consumer confidence and job losses, so TOT receipts are projected to decline by 10.2%. More information on all of the City’s revenues and programs can be found in the later sections of the document. 0 20 40 60 80 100 2002 2004 2006 2008 2010e$ MillionsFiscal Year General Fund Revenues (Top 5) Other Franchise SDG&E Franchise TOT Property Tax Sales Tax CITY OF CARLSBAD BUDGET HIGHLIGHTS A-8 prepares a ten-year operating forecast for the General Fund, and a 15+ 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, the City can anticipate the effects of development from both a capital and an operating perspective. One important initiative the City has undertaken to ensure its financial health is the development of an Infrastructure Replacement Fund. With this fund, the City sets 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 is just now experiencing the impact of maintenance requirements. By setting aside funds now, the citizens of Carlsbad can be assured that the proper maintenance and replacement, as needed, will be performed on streets, parks and many facilities for which the City is responsible. Even with the economic slowdown, Carlsbad’s current economic position is an enviable one. A relatively healthy and well diverse local economy over the past ten years provided additional revenue- generating sites that allowed the City to continue to add new facilities and services for the citizens. The City hosts three regional shopping areas within its boundaries; a large regional mall, an outlet center, and a high-end retail center in the southern part of town called The Forum. Together, these sites contribute approximately $4.3 million annually to the City’s sales taxes. The City’s Auto Mall generates another $4.5 million per year in sales taxes for the City. Legoland, a family theme park, contributes to the City’s sales tax base and stimulates 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 four major revenue sources for the City: property taxes, sales taxes, transient occupancy taxes (TOT), and franchise taxes, are expected to provide $88 million, or 81%, of the City’s General Fund revenues in FY 2009-10, compared with approximately $95 million in FY 2008-09. These taxes and fees are the major source of funding for most of the City’s services, and allow the City to live up to its reputation as one of the premier locations in San Diego County. Overall, for FY 2009-10, the General Fund revenue is projected to decline by 6.2% from the previous year’s estimates. The City’s sales taxes are projected to decline by 12.5% for Fiscal Year 2009-10 primarily due to the significant decline in auto sales. In addition, due to the decline in housing prices, the County Assessor has estimated that the City should expect property tax revenues to decrease by almost 2.8% for FY 2009-10. New building permits are expected to continue to be slow and the development related revenue items have been adjusted accordingly for Fiscal Year 2009-10. And finally, tourism is expected to be impacted by low consumer confidence and job losses, so TOT receipts are projected to decline by 10.2%. More information on all of the City’s revenues and programs can be found in the later sections of the document. 0 20 40 60 80 100 2002 2004 2006 2008 2010e$ MillionsFiscal Year General Fund Revenues (Top 5) Other Franchise SDG&E Franchise TOT Property Tax Sales Tax CITY OF CARLSBAD BUDGET HIGHLIGHTS A-9 State of California – In addition to the economic recession and the uncertainty on when the economy will begin to recover, the State of California’s fiscal problems also cast a shadow on the City’s economic future. The State of California has been in a severe fiscal crisis for a number of years. Through a variety of loans, one-time revenues, interfund borrowings, and raids on city, county and special district funds, it has been able to manage its cash flows and stay solvent. However, more drastic measures are necessary for the state to finally balance its budget. The Governor’s May Revise Budget has been released for FY 2009-10. In May 2009, the state reported the budget deficit will be $21.3 billion. The Governor has proposed deep cuts to state programs and services including education and health and human services. The budget also includes a proposal to borrow $2 billion from local governments. This would translate to approximately $4.5 million from the City of Carlsbad’s General Fund. As a result of previous attacks on cities’ revenues, a coalition of cities, counties and special districts supported Proposition 1A which was approved by the voters in November 2004. The measure included a provision to help prevent the Legislature from reducing the combined property tax shares of cities, special districts, and the county, except to borrow the funds on a temporary basis to address a “severe state fiscal hardship.” According to Proposition 1A, if the state borrows funds from local governments, the state is required to pay back the funds within three years including interest. The state can only borrow two times within a 10 year period and is required to pay back the first loan before another borrowing can occur. Looking Forward As stated earlier in this document, the City prepares ten-year forecasts for the General Fund each year in order to understand the effects of actions taken today on the City’s future. The City has experienced remarkable revenue growth over the past ten years due to the development of the majority of its commercial sites. Currently the economic uncertainty has created a forecast with much smaller surpluses projected than in the recent past and in a few years projected deficits. The future will bring a few more commercial sites but at a much slower pace especially in the next few years due to the economy. Until the housing crisis can recover, it is anticipated that residential development will continue at a much slower pace. There are also quite a few City facilities – mainly parks and civic facilities – planned in the future to serve the growing population. The new facilities will add operating costs to the City’s General Fund budget as they are completed and opened for use. The timing of opening these facilities has been reviewed to ensure that the facilities are opened during a time when the General Fund can support these additional operating costs. These new facility operating costs have been incorporated into the General Fund forecast shown on the next page and projected over the next ten years. The emphasis will continue to be maintaining existing infrastructure. New civic facilities will be planned when there is anticipated financial capacity to operate and maintain those new facilities when they are opened. While no forecast is ever totally accurate, it does represent a likely scenario given the assumptions on which it is built. The forecast assumes that revenue growth will be negative through FY 2009-10 and then very moderate growth for the following two years, assuming the economic slowdown will last two to three years. To project the expenditures, it includes all known personnel costs, most of which have been negotiated with the employee groups through December 2009. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-9 State of California – In addition to the economic recession and the uncertainty on when the economy will begin to recover, the State of California’s fiscal problems also cast a shadow on the City’s economic future. The State of California has been in a severe fiscal crisis for a number of years. Through a variety of loans, one-time revenues, interfund borrowings, and raids on city, county and special district funds, it has been able to manage its cash flows and stay solvent. However, more drastic measures are necessary for the state to finally balance its budget. The Governor’s May Revise Budget has been released for FY 2009-10. In May 2009, the state reported the budget deficit will be $21.3 billion. The Governor has proposed deep cuts to state programs and services including education and health and human services. The budget also includes a proposal to borrow $2 billion from local governments. This would translate to approximately $4.5 million from the City of Carlsbad’s General Fund. As a result of previous attacks on cities’ revenues, a coalition of cities, counties and special districts supported Proposition 1A which was approved by the voters in November 2004. The measure included a provision to help prevent the Legislature from reducing the combined property tax shares of cities, special districts, and the county, except to borrow the funds on a temporary basis to address a “severe state fiscal hardship.” According to Proposition 1A, if the state borrows funds from local governments, the state is required to pay back the funds within three years including interest. The state can only borrow two times within a 10 year period and is required to pay back the first loan before another borrowing can occur. Looking Forward As stated earlier in this document, the City prepares ten-year forecasts for the General Fund each year in order to understand the effects of actions taken today on the City’s future. The City has experienced remarkable revenue growth over the past ten years due to the development of the majority of its commercial sites. Currently the economic uncertainty has created a forecast with much smaller surpluses projected than in the recent past and in a few years projected deficits. The future will bring a few more commercial sites but at a much slower pace especially in the next few years due to the economy. Until the housing crisis can recover, it is anticipated that residential development will continue at a much slower pace. There are also quite a few City facilities – mainly parks and civic facilities – planned in the future to serve the growing population. The new facilities will add operating costs to the City’s General Fund budget as they are completed and opened for use. The timing of opening these facilities has been reviewed to ensure that the facilities are opened during a time when the General Fund can support these additional operating costs. These new facility operating costs have been incorporated into the General Fund forecast shown on the next page and projected over the next ten years. The emphasis will continue to be maintaining existing infrastructure. New civic facilities will be planned when there is anticipated financial capacity to operate and maintain those new facilities when they are opened. While no forecast is ever totally accurate, it does represent a likely scenario given the assumptions on which it is built. The forecast assumes that revenue growth will be negative through FY 2009-10 and then very moderate growth for the following two years, assuming the economic slowdown will last two to three years. To project the expenditures, it includes all known personnel costs, most of which have been negotiated with the employee groups through December 2009. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-10 0 20 40 60 80 100 120 140 160 180 2006-072007-082008-092009-102010-112011-122012-132013-142014-152015-162016-172017-18$ MillionsFiscal Year General Fund Revenues and Expenditures REVENUES TOTAL EXPENDITURES The forecast assumes 10% annual increases in health care costs in the near future with the employees paying half of those increases. It also assumes no personnel growth (new positions) until FY 2012-13. Negotiated salary step increases and cost of living increases between 0.5% and 3.5% have been added to personnel costs. In order to help maintain a balanced 10 year forecast, position growth has been limited. Pension plan costs are anticipated to increase by 5% for general employees and 10% for safety employees in FY 2011-12 as a result of the significant investment losses CALPERS has sustained this last year. It assumes that the contribution from the General Fund to the Infrastructure Replacement Fund is 6.5% of General Fund revenues, except during FY 2009-10 where it has been lowered to 6.0% to help offset the projected negative growth in revenue. And finally, it includes estimated operating costs for all capital projects in the timeframes shown in the Capital Improvement Program (CIP). One of the significant assumptions in the forecast is that the recession will last approximately three years with slow recovery beginning in FY 2010-11. The results show that while the General Fund is balanced for FY 2009-10, there are deficits projected for the following two years. More budget solutions will be pursued to help balance those years as well. In addition, for the years that appear to be balanced, there are much smaller surpluses than in previous years’ forecasts. This reflects the current economic recession and uncertainty. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-10 0 20 40 60 80 100 120 140 160 180 2006-072007-082008-092009-102010-112011-122012-132013-142014-152015-162016-172017-18$ MillionsFiscal Year General Fund Revenues and Expenditures REVENUES TOTAL EXPENDITURES The forecast assumes 10% annual increases in health care costs in the near future with the employees paying half of those increases. It also assumes no personnel growth (new positions) until FY 2012-13. Negotiated salary step increases and cost of living increases between 0.5% and 3.5% have been added to personnel costs. In order to help maintain a balanced 10 year forecast, position growth has been limited. Pension plan costs are anticipated to increase by 5% for general employees and 10% for safety employees in FY 2011-12 as a result of the significant investment losses CALPERS has sustained this last year. It assumes that the contribution from the General Fund to the Infrastructure Replacement Fund is 6.5% of General Fund revenues, except during FY 2009-10 where it has been lowered to 6.0% to help offset the projected negative growth in revenue. And finally, it includes estimated operating costs for all capital projects in the timeframes shown in the Capital Improvement Program (CIP). One of the significant assumptions in the forecast is that the recession will last approximately three years with slow recovery beginning in FY 2010-11. The results show that while the General Fund is balanced for FY 2009-10, there are deficits projected for the following two years. More budget solutions will be pursued to help balance those years as well. In addition, for the years that appear to be balanced, there are much smaller surpluses than in previous years’ forecasts. This reflects the current economic recession and uncertainty. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-11 2009-10 OPERATING REVENUES BY FUND TYPE $194.6 MILLION SPECIAL REVENUE 5% INTERNAL SERVICE 8%ENTERPRISE 29% GENERAL 56% REDEVELOPMENT 2% The ability to understand both changes in revenue sources as well as program needs into the future, is crucial to ensure that the City has the funds available to realize its future plans. The General Fund forecast is a tool available to the City to achieve the goal of managing its fiscal resources effectively and monitoring the achievement of sustainable economic health for the City of Carlsbad into the future. When there is economic uncertainty, this long-term perspective becomes even more important. OPERATING BUDGET Revenue Projections by Fund 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 $109.3 million for Fiscal Year 2009-10. The General Fund pays for most of the City services available to City residents. The majority of the General Fund revenues (84%) are derived from taxes. The following graph illustrates the sources of revenue to the General Fund. City of Carlsbad 10-Year Financial Forecast -$5 $0 $5 $10 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 FY 08 FY 10 millions Balanced FY 09 CITY OF CARLSBAD BUDGET HIGHLIGHTS A-11 2009-10 OPERATING REVENUES BY FUND TYPE $194.6 MILLION SPECIAL REVENUE 5% INTERNAL SERVICE 8%ENTERPRISE 29% GENERAL 56% REDEVELOPMENT 2% The ability to understand both changes in revenue sources as well as program needs into the future, is crucial to ensure that the City has the funds available to realize its future plans. The General Fund forecast is a tool available to the City to achieve the goal of managing its fiscal resources effectively and monitoring the achievement of sustainable economic health for the City of Carlsbad into the future. When there is economic uncertainty, this long-term perspective becomes even more important. OPERATING BUDGET Revenue Projections by Fund 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 $109.3 million for Fiscal Year 2009-10. The General Fund pays for most of the City services available to City residents. The majority of the General Fund revenues (84%) are derived from taxes. The following graph illustrates the sources of revenue to the General Fund. City of Carlsbad 10-Year Financial Forecast -$5 $0 $5 $10 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 FY 08 FY 10 millions Balanced FY 09 CITY OF CARLSBAD BUDGET HIGHLIGHTS A-12 Property taxes, at $47.9 million, are the largest General Fund revenue. The City receives only about 18% of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state, and other various agencies. Sales tax is the second largest source of revenue for the General Fund. Sales taxes are estimated to bring in $23.0 million for Fiscal Year 2009-10. Automobile and retail sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $12.1 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $8.8 million in tax revenues estimated to be collected in Fiscal Year 2009-10. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the City based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, State mandated cost reimbursements, and homeowner’s exemptions. Intergovernmental revenues are estimated at $1.2 million for the upcoming year. Licenses and permits account for $0.8 million of the General Fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $5.6 million and include fees for engineering, planning, building, recreation, and ambulance services. Income from investments and property are estimated at $4.1 million. Other General Fund revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $5.8 million Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.4 million for Fiscal Year 2009-10. 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), and maintenance and assessment districts. PROPERTY TAX43% TRANSFER TAXES1% SALES TAX21% BUS LIC TAX3% LICENSES & PERMITS 1% CHARGES FOR SERVICES5% OTHER REVENUE5% INTERGOVERNMENTAL1% FRANCHISE TAX 5% TRANSIENT TAX 11% INC. FROM INVEST & PROP 4% FY 2009-10 General Fund Revenues $109.3 million CITY OF CARLSBAD BUDGET HIGHLIGHTS A-12 Property taxes, at $47.9 million, are the largest General Fund revenue. The City receives only about 18% of the property taxes paid by its citizens. The remainder of the tax goes to the school districts, the state, and other various agencies. Sales tax is the second largest source of revenue for the General Fund. Sales taxes are estimated to bring in $23.0 million for Fiscal Year 2009-10. Automobile and retail sales are the most significant contributors to the category of sales tax. Transient occupancy taxes (hotel taxes) are estimated at $12.1 million and are the third largest revenue source for the City. Franchise taxes, transfer taxes, and business license taxes make up the remaining $8.8 million in tax revenues estimated to be collected in Fiscal Year 2009-10. Intergovernmental revenues are revenues collected by the State and other governmental agencies and allocated to the City based on a formula. Examples of intergovernmental revenues include motor vehicle license fees, State mandated cost reimbursements, and homeowner’s exemptions. Intergovernmental revenues are estimated at $1.2 million for the upcoming year. Licenses and permits account for $0.8 million of the General Fund revenues and include building permits and other development-related permits. Charges for services are estimated to be $5.6 million and include fees for engineering, planning, building, recreation, and ambulance services. Income from investments and property are estimated at $4.1 million. Other General Fund revenue sources include charges collected from other departments, fines and forfeitures, and miscellaneous revenues. Those sources total $5.8 million Special Revenue Funds Revenues from Special Revenue funds are estimated at $10.4 million for Fiscal Year 2009-10. 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), and maintenance and assessment districts. PROPERTY TAX43% TRANSFER TAXES1% SALES TAX21% BUS LIC TAX3% LICENSES & PERMITS 1% CHARGES FOR SERVICES5% OTHER REVENUE5% INTERGOVERNMENTAL1% FRANCHISE TAX 5% TRANSIENT TAX 11% INC. FROM INVEST & PROP 4% FY 2009-10 General Fund Revenues $109.3 million CITY OF CARLSBAD BUDGET HIGHLIGHTS A-13 Enterprise Funds Enterprise funds revenues make up the second largest revenue group, totaling $55.7 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 wastewater services and solid waste management. Internal Service Funds Internal Service fund revenues, projected to be $15.9 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, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Agency Redevelopment Agency revenues, estimated at $3.3 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 second area encompasses the land on which the Encina power plant is located as well as additional parcels south of the plant. Funds collected within the redevelopment areas must be used to repay the debt incurred and administration of the Agency. OPERATING BUDGET BY PROGRAM The total operating budget for the City for Fiscal Year 2009-10 equals $191.1 million, which is approximately 1.3% more than the FY 2008-09 adopted budget, as revised by the City Council in January 2009. The changes in each of the City’s programs will be discussed below. The operating budget for is categorized by major service area (MSA). Six MSAs that represent the key businesses of the City have been identified. The graph on the following page shows the operating budget for each of the MSAs. Total funding allocated for the Policy and Leadership Group for 2009-10 is $4.5 million. This MSA encompasses all elected officials and the chief executive offices for the City. These include the offices of City Council, City Manager, Communication, City Clerk, City Attorney, and City Treasurer. The Administrative Services MSA, with a budget of $17.3 million, includes finance, records management, human resources, purchasing, information technology, health insurance, risk management, and workers’ compensation. These areas mainly provide services to internal City departments. Public Safety services are funded at $44.7 million and include all of the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire prevention, emergency operations, and disaster preparedness. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-13 Enterprise Funds Enterprise funds revenues make up the second largest revenue group, totaling $55.7 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 wastewater services and solid waste management. Internal Service Funds Internal Service fund revenues, projected to be $15.9 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, Information Technology, Workers’ Compensation, and Vehicle Maintenance and Replacement. Redevelopment Agency Redevelopment Agency revenues, estimated at $3.3 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 second area encompasses the land on which the Encina power plant is located as well as additional parcels south of the plant. Funds collected within the redevelopment areas must be used to repay the debt incurred and administration of the Agency. OPERATING BUDGET BY PROGRAM The total operating budget for the City for Fiscal Year 2009-10 equals $191.1 million, which is approximately 1.3% more than the FY 2008-09 adopted budget, as revised by the City Council in January 2009. The changes in each of the City’s programs will be discussed below. The operating budget for is categorized by major service area (MSA). Six MSAs that represent the key businesses of the City have been identified. The graph on the following page shows the operating budget for each of the MSAs. Total funding allocated for the Policy and Leadership Group for 2009-10 is $4.5 million. This MSA encompasses all elected officials and the chief executive offices for the City. These include the offices of City Council, City Manager, Communication, City Clerk, City Attorney, and City Treasurer. The Administrative Services MSA, with a budget of $17.3 million, includes finance, records management, human resources, purchasing, information technology, health insurance, risk management, and workers’ compensation. These areas mainly provide services to internal City departments. Public Safety services are funded at $44.7 million and include all of the police and fire programs such as police patrol, vice/narcotics, juvenile diversion and DARE programs, fire prevention, emergency operations, and disaster preparedness. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-14 Community Development, with a budget of $16.5 million, provides the services that guide and oversee the planning and development of Carlsbad as depicted in the City's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the foundation upon which all land use decisions are based. Also included under Community Development are the housing and redevelopment programs. Community Services, with a budget of $23.6 million, is made up of the library, parks and 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 service area requiring the largest amount of funds is Public Works and Utilties, with a budget of $77.1 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, streets, facilities, fleet, water, and sewer departments. The Non-Departmental and Contingency accounts total $7.3 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 $6.5 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 the City Council for emergencies and unforeseen program needs that arise during the year, is budgeted at $0.5 million. The contingency account amounts to less than 0.5% of the FY 2009-10 General Fund budget. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-14 Community Development, with a budget of $16.5 million, provides the services that guide and oversee the planning and development of Carlsbad as depicted in the City's General Plan. The General Plan is the base document that expresses the goals and public policy relative to future land use. It acts as a "constitution" for development and is the foundation upon which all land use decisions are based. Also included under Community Development are the housing and redevelopment programs. Community Services, with a budget of $23.6 million, is made up of the library, parks and 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 service area requiring the largest amount of funds is Public Works and Utilties, with a budget of $77.1 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, streets, facilities, fleet, water, and sewer departments. The Non-Departmental and Contingency accounts total $7.3 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 $6.5 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 the City Council for emergencies and unforeseen program needs that arise during the year, is budgeted at $0.5 million. The contingency account amounts to less than 0.5% of the FY 2009-10 General Fund budget. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-15 STAFFING The FY 2009-10 Operating budget reflects a total decrease of 13.5 full-time positions, including the unfunding of 12 full-time or limited-term positions, and the elimination of 1.5 full-time positions, namely the Administrative Secretary position in Administrative Services and a 0.5 limited-term Management Intern in the City Manager’s office. The net increase in hourly staff totaled approximately .61 of part-time staff. These changes result in a City workforce of 712.75 full and three-quarter time employees, 3.5 limited term employees, and 138.44 hourly FTE, although 12 of the full-time and limited term positions are not funded in the FY 2009-10 budget. In addition to the changes mentioned here, there are approximately 14 current vacant positions that will be frozen in order to generate additional expenditures savings during the year if needed. Combined, this will result in approximately 28 fewer positions providing services than in previous years. The staffing changes in each of the City’s programs are discussed more fully in the Operating Budget Overview. 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 2009-10 totals $70.4 million in new appropriations and an estimated $155.1 million in continuing appropriations. The City’s Capital Projects are discussed more fully in the Capital Improvement Program section. Some of the notable capital projects include the following: Park Development Projects • Alga Norte Park and Aquatic Center – This park site consists of 30 acres in the Southeast Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog park, restrooms, parking facilities, and an aquatic center. The aquatic center will include a 55-meter competition pool, a 12-lane instructional pool and a therapy pool as well as a water play area for toddlers (Phase I). In addition, a moving river, water slides and wet play structure are planned for Phase II. A swimming pool complex was one of the projects approved by the voters through Proposition C in 2002. The total cost of the park and aquatic center - Phase I is estimated to be $39.8 million. Total appropriation for the park and Phase I and Phase II of the aquatic center is currently at $50.4 million. • Leo Carrillo Park – Phase III – The third phase of this historic park facility includes renovation of additional buildings, construction of additional restrooms, an arboretum area, and transformation of a barn into a community theater. The total cost is approximately $2.4 million and design is expected to begin in FY 2013-14. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-15 STAFFING The FY 2009-10 Operating budget reflects a total decrease of 13.5 full-time positions, including the unfunding of 12 full-time or limited-term positions, and the elimination of 1.5 full-time positions, namely the Administrative Secretary position in Administrative Services and a 0.5 limited-term Management Intern in the City Manager’s office. The net increase in hourly staff totaled approximately .61 of part-time staff. These changes result in a City workforce of 712.75 full and three-quarter time employees, 3.5 limited term employees, and 138.44 hourly FTE, although 12 of the full-time and limited term positions are not funded in the FY 2009-10 budget. In addition to the changes mentioned here, there are approximately 14 current vacant positions that will be frozen in order to generate additional expenditures savings during the year if needed. Combined, this will result in approximately 28 fewer positions providing services than in previous years. The staffing changes in each of the City’s programs are discussed more fully in the Operating Budget Overview. 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 2009-10 totals $70.4 million in new appropriations and an estimated $155.1 million in continuing appropriations. The City’s Capital Projects are discussed more fully in the Capital Improvement Program section. Some of the notable capital projects include the following: Park Development Projects • Alga Norte Park and Aquatic Center – This park site consists of 30 acres in the Southeast Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog park, restrooms, parking facilities, and an aquatic center. The aquatic center will include a 55-meter competition pool, a 12-lane instructional pool and a therapy pool as well as a water play area for toddlers (Phase I). In addition, a moving river, water slides and wet play structure are planned for Phase II. A swimming pool complex was one of the projects approved by the voters through Proposition C in 2002. The total cost of the park and aquatic center - Phase I is estimated to be $39.8 million. Total appropriation for the park and Phase I and Phase II of the aquatic center is currently at $50.4 million. • Leo Carrillo Park – Phase III – The third phase of this historic park facility includes renovation of additional buildings, construction of additional restrooms, an arboretum area, and transformation of a barn into a community theater. The total cost is approximately $2.4 million and design is expected to begin in FY 2013-14. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-16 Civic Projects • The Public Works Center will include offices, shops, a yard, warehouse and parking to accommodate the Public Works Department. The estimated cost to complete the project is approximately $28.1 million. • The Joint First Responders Training Facility project was authorized under Proposition C, which was approved in 2002. Preliminary design work for this facility is currently underway and preliminary plans include a 25 lane shooting range, a four-story fire training tower, a two-story residential training facility, and an outdoor seating pavilion. The estimated cost to complete the project is approximately $24.5 million. • The Relocation of Fire Station No. 3, which is currently located at the corner of Chestnut and Catalina, is needed to help ensure a five-minute response time as the City grows eastward. The new station is budgeted as a 6,200 square foot facility and the current proposed site is in Robertson Ranch. Total cost is projected at $7.5 million. Street Projects • The Carlsbad Boulevard Encinas Creek Bridge Replacement project includes replacement of the existing bridge, originally constructed in 1913. The project is planned in the next 5 years at an estimated cost of $2.5 million. • Poinsettia Lane Reach E is a project which includes completion of the final link along Poinsettia Lane between Cassia Road east to Skimmer Court. The total cost is approximately $13.5 million and the City expects to begin the design in FY 2013-14. • The El Camino Real Medians project is for the construction of the missing segments of the medians along El Camino Real. The revised total estimated cost of the project is $5.2 million. • The El Camino Real Widening – Tamarack to Chestnut project is for the widening of El Camino Real to prime arterial roadway standards and includes the acquisition of additional roadway right-of-way and the design of the retaining walls along both sides of the roadway. The total estimated cost of the project to $12.3 million. • The Pavement Management Program helps ensure that Carlsbad’s local streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of the street. Applying seals and overlays when roadways are beginning to show signs of distress can minimize the more expensive repair/reactive maintenance activities. The proactive approach consists of the scheduled application of a seal or overlay once every seven years, allowing the City to efficiently maintain over 344 miles of public roadways at an annual cost of approximately $3.5 million. In addition, any problem areas are addressed as they are identified. The FY 2009-10 CIP has $4.5 million budgeted for this program which includes an advance of $1.0 million from the FY 2010-11 funding program to complete the overlay of College Boulevard from Faraday Avenue to Palomar Airport Road in a timely manner and will reduce the amount of costly removal and reconstruction work that could result from delays. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-16 Civic Projects • The Public Works Center will include offices, shops, a yard, warehouse and parking to accommodate the Public Works Department. The estimated cost to complete the project is approximately $28.1 million. • The Joint First Responders Training Facility project was authorized under Proposition C, which was approved in 2002. Preliminary design work for this facility is currently underway and preliminary plans include a 25 lane shooting range, a four-story fire training tower, a two-story residential training facility, and an outdoor seating pavilion. The estimated cost to complete the project is approximately $24.5 million. • The Relocation of Fire Station No. 3, which is currently located at the corner of Chestnut and Catalina, is needed to help ensure a five-minute response time as the City grows eastward. The new station is budgeted as a 6,200 square foot facility and the current proposed site is in Robertson Ranch. Total cost is projected at $7.5 million. Street Projects • The Carlsbad Boulevard Encinas Creek Bridge Replacement project includes replacement of the existing bridge, originally constructed in 1913. The project is planned in the next 5 years at an estimated cost of $2.5 million. • Poinsettia Lane Reach E is a project which includes completion of the final link along Poinsettia Lane between Cassia Road east to Skimmer Court. The total cost is approximately $13.5 million and the City expects to begin the design in FY 2013-14. • The El Camino Real Medians project is for the construction of the missing segments of the medians along El Camino Real. The revised total estimated cost of the project is $5.2 million. • The El Camino Real Widening – Tamarack to Chestnut project is for the widening of El Camino Real to prime arterial roadway standards and includes the acquisition of additional roadway right-of-way and the design of the retaining walls along both sides of the roadway. The total estimated cost of the project to $12.3 million. • The Pavement Management Program helps ensure that Carlsbad’s local streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of the street. Applying seals and overlays when roadways are beginning to show signs of distress can minimize the more expensive repair/reactive maintenance activities. The proactive approach consists of the scheduled application of a seal or overlay once every seven years, allowing the City to efficiently maintain over 344 miles of public roadways at an annual cost of approximately $3.5 million. In addition, any problem areas are addressed as they are identified. The FY 2009-10 CIP has $4.5 million budgeted for this program which includes an advance of $1.0 million from the FY 2010-11 funding program to complete the overlay of College Boulevard from Faraday Avenue to Palomar Airport Road in a timely manner and will reduce the amount of costly removal and reconstruction work that could result from delays. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-17 • The Concrete Repair Program is a companion to the pavement management program. It will ensure that curbs, gutters and sidewalks are also properly maintained. By allocating the funding, both pavement and concrete replacements can be accomplished at the same time. This will help maximize efficiencies and reduce inconvenience to the citizens. There is $350,000 budgeted in FY 2009-10 for this program. Sewer, Water, and Drainage Facility Projects • Reaches 1 to 5, and 11 to 15, and the Agua Hedionda lift station of the Vista/Carlsbad Interceptor are scheduled over the next five years. These projects are required to handle buildout flows and replace deteriorated pipelines. The projects are predominantly funded by the City of Vista. The total estimated costs for all of the projects are approximately $47.4 million. The City of Vista’s share of the costs is approximately $32.7 million, or 69% of the total costs. • The Maerkle Reservoir Storage project is for the construction of a buried 16 million gallon water storage reservoir next to the existing reservoir in order to provide additional emergency storage and to meet the 10-day storage criteria based on ultimate demands. The total cost is estimated at $14.8 million. • The Hydroelectric Pressure Reducing Station project at the Maerkle Reservoir is an electricity generating project that will provide a renewable energy source for the City. The cost estimate for this project is approximately $1.3 million. • Several major water lines are scheduled for construction within the next five years: - Carlsbad Boulevard – south of Avenida Encinas - Maerkle Transmission Main - Tri-Agencies Water Transmission Pipeline Replacement 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 ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. During fiscal year 2008-09, the City’s General Fund paid off the remaining balance of the $6.6 million debt issued in 1997 for Hosp Grove Refunding, Certificates of Participation. Prior to the retirement of this debt, average annual debt service payments for the General Fund were approximately $750,000. For Fiscal Year 2009-10, no debt service payments will be required of the General Fund. Of the approximately $129 million of debt currently outstanding, none will be paid back using General Fund monies. Rather, the debts will be repaid from sewer revenues, golf course revenues and from property owners benefiting from the improvements built with bond proceeds. The City has no obligation to advance funds to the assessment districts if the property owners do not pay. The table following the Summary identifies the debt the City has issued, the outstanding principal, the 2009-10 principal and interest payments, and the scheduled fiscal year of payoff. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-17 • The Concrete Repair Program is a companion to the pavement management program. It will ensure that curbs, gutters and sidewalks are also properly maintained. By allocating the funding, both pavement and concrete replacements can be accomplished at the same time. This will help maximize efficiencies and reduce inconvenience to the citizens. There is $350,000 budgeted in FY 2009-10 for this program. Sewer, Water, and Drainage Facility Projects • Reaches 1 to 5, and 11 to 15, and the Agua Hedionda lift station of the Vista/Carlsbad Interceptor are scheduled over the next five years. These projects are required to handle buildout flows and replace deteriorated pipelines. The projects are predominantly funded by the City of Vista. The total estimated costs for all of the projects are approximately $47.4 million. The City of Vista’s share of the costs is approximately $32.7 million, or 69% of the total costs. • The Maerkle Reservoir Storage project is for the construction of a buried 16 million gallon water storage reservoir next to the existing reservoir in order to provide additional emergency storage and to meet the 10-day storage criteria based on ultimate demands. The total cost is estimated at $14.8 million. • The Hydroelectric Pressure Reducing Station project at the Maerkle Reservoir is an electricity generating project that will provide a renewable energy source for the City. The cost estimate for this project is approximately $1.3 million. • Several major water lines are scheduled for construction within the next five years: - Carlsbad Boulevard – south of Avenida Encinas - Maerkle Transmission Main - Tri-Agencies Water Transmission Pipeline Replacement 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 ensure that interest costs are kept at a minimum and the use of the bond funds is appropriate. During fiscal year 2008-09, the City’s General Fund paid off the remaining balance of the $6.6 million debt issued in 1997 for Hosp Grove Refunding, Certificates of Participation. Prior to the retirement of this debt, average annual debt service payments for the General Fund were approximately $750,000. For Fiscal Year 2009-10, no debt service payments will be required of the General Fund. Of the approximately $129 million of debt currently outstanding, none will be paid back using General Fund monies. Rather, the debts will be repaid from sewer revenues, golf course revenues and from property owners benefiting from the improvements built with bond proceeds. The City has no obligation to advance funds to the assessment districts if the property owners do not pay. The table following the Summary identifies the debt the City has issued, the outstanding principal, the 2009-10 principal and interest payments, and the scheduled fiscal year of payoff. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-18 SUMMARY The City of Carlsbad continues to be a fiscally conservative and responsible city. Given the current recession, the City has developed a balanced budget for FY 2009-10 with no growth and minimal impact on provision of direct City services to the citizens and visitors of Carlsbad. While the City of Carlsbad has a diverse economic base, it is not immune to the weak economy. However, it is evident that the long-term planning and foresight by the City Council and residents have provided a sound economic base for the City to positively weather this economic storm. The ten year forecast continues to be an important tool for the City to help anticipate changes in revenue and adjust expenditures accordingly. The challenges for the future will revolve around transitioning from a developing City to a fully built City; it will be about managing costs while continuing to look for appropriate revenue streams sufficient to pay for the services desired by the citizens. 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 provide quality services to all who live, work, and play in Carlsbad. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-18 SUMMARY The City of Carlsbad continues to be a fiscally conservative and responsible city. Given the current recession, the City has developed a balanced budget for FY 2009-10 with no growth and minimal impact on provision of direct City services to the citizens and visitors of Carlsbad. While the City of Carlsbad has a diverse economic base, it is not immune to the weak economy. However, it is evident that the long-term planning and foresight by the City Council and residents have provided a sound economic base for the City to positively weather this economic storm. The ten year forecast continues to be an important tool for the City to help anticipate changes in revenue and adjust expenditures accordingly. The challenges for the future will revolve around transitioning from a developing City to a fully built City; it will be about managing costs while continuing to look for appropriate revenue streams sufficient to pay for the services desired by the citizens. 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 provide quality services to all who live, work, and play in Carlsbad. CITY OF CARLSBAD BUDGET HIGHLIGHTS A-19 The following Table identifies the debt the City has issued, the outstanding principal balance, the 2009-10 scheduled principal and interest payments, and the scheduled year of payoff: City of Carlsbad Debt Outstanding Bond Name Repayment Source Original Bond Issue Outstanding Principal At 6/30/09 2009-10 Payment P&I Final Payment FY Carlsbad Public Financing Authority Bonds Revenue Bonds Golf Course 18,540,000$ 18,265,000$ 1,100,250$ 2037 Enterprise Revenue 1997 Hosp Grove Refunding Certificates of General Fund 6,595,000$ $ -0- $ -0- PAID Participation 1996 Refunding Encina JPA Tax Allocation Sewer Enterprise 11,080,000$ 4,810,000$ 933,006$ 2015 Bonds Revenue 1993 Redevelopment Tax Allocation Redevelopment 15,495,000$ 10,740,000$ 1,042,840$ 2024 Bonds CFD #3 2006 -Improvement Area 1 Special Tax Special District 11,490,000$ 11,135,000$ 761,160$ 2037 Bonds CFD #3 2008-Improvement Area 2 Special Tax Special District 18,175,000$ 18,175,000$ 1,054,728$ 2039 Bonds Subtotals 81,375,000$ 63,125,000$ 4,891,984$ 2005 Poinsettia Lane East (AD 2002-1) Limited Obligation Assessment 33,085,000$ 31,300,000$ 2,140,526$ 2036 Improvement Bonds District 2003 College Boulevard-Cannon Road (AD 2003-1) Limited Obligation Assessment 11,760,000$ 11,015,000$ 833,643$ 2035 Improvement Bonds District 1997 Reassessment District ( ReAd 1997-1) (College & Alga) Assessment 18,475,000$ 1,975,000$ 2,065,641$ 2012 Limited Obligation District Improvement Bonds 1997 Carlsbad Ranch (AD 95-1) Limited Obligation Assessment 10,175,438$ 6,695,000$ 690,640$ 2023 Improvement Bonds District 1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 19,600,000$ 15,015,000$ 1,243,105$ 2029 Improvement Bonds District Subtotals 93,095,438$ 66,000,000$ 6,973,555$ Totals 174,470,438$ 129,125,000$ 11,865,539$ CITY OF CARLSBAD BUDGET HIGHLIGHTS A-19 The following Table identifies the debt the City has issued, the outstanding principal balance, the 2009-10 scheduled principal and interest payments, and the scheduled year of payoff: City of Carlsbad Debt Outstanding Bond Name Repayment Source Original Bond Issue Outstanding Principal At 6/30/09 2009-10 Payment P&I Final Payment FY Carlsbad Public Financing Authority Bonds Revenue Bonds Golf Course 18,540,000$ 18,265,000$ 1,100,250$ 2037 Enterprise Revenue 1997 Hosp Grove Refunding Certificates of General Fund 6,595,000$ $ -0- $ -0- PAID Participation 1996 Refunding Encina JPA Tax Allocation Sewer Enterprise 11,080,000$ 4,810,000$ 933,006$ 2015 Bonds Revenue 1993 Redevelopment Tax Allocation Redevelopment 15,495,000$ 10,740,000$ 1,042,840$ 2024 Bonds CFD #3 2006 -Improvement Area 1 Special Tax Special District 11,490,000$ 11,135,000$ 761,160$ 2037 Bonds CFD #3 2008-Improvement Area 2 Special Tax Special District 18,175,000$ 18,175,000$ 1,054,728$ 2039 Bonds Subtotals 81,375,000$ 63,125,000$ 4,891,984$ 2005 Poinsettia Lane East (AD 2002-1) Limited Obligation Assessment 33,085,000$ 31,300,000$ 2,140,526$ 2036 Improvement Bonds District 2003 College Boulevard-Cannon Road (AD 2003-1) Limited Obligation Assessment 11,760,000$ 11,015,000$ 833,643$ 2035 Improvement Bonds District 1997 Reassessment District ( ReAd 1997-1) (College & Alga) Assessment 18,475,000$ 1,975,000$ 2,065,641$ 2012 Limited Obligation District Improvement Bonds 1997 Carlsbad Ranch (AD 95-1) Limited Obligation Assessment 10,175,438$ 6,695,000$ 690,640$ 2023 Improvement Bonds District 1998 Rancho Carrillo (AD 96-1) Limited Obligation Assessment 19,600,000$ 15,015,000$ 1,243,105$ 2029 Improvement Bonds District Subtotals 93,095,438$ 66,000,000$ 6,973,555$ Totals 174,470,438$ 129,125,000$ 11,865,539$ BUDGET SUMMARY I FISCAL YEAR 2009-10 I PROJECTED PROJECTED BALANCE ESTIMATED ADOPTED FUND BALANCE PROGRAMAREA JULY 1.2009 REVENUES BUDGET TRANSFERS JUNE 30.2010 Policy 1 Leadership Group Administrative Services Public Safety Community Development Community Services Public Works (including utilities) Non Departmental & Contingencies Golf Course Village Redevelopment Debt Service SUBTOTAL OPERATING $109,788,030 $194.605.869 $191,091,621 ($2,100,000) $1 11.202.278 I CAPITAL IMPROVEMENT PROGRAM I Fiscal Year 2009-10 $408,275.821 $58.724.181 $70,372,510 $396,627,492 200809 Continuing Appropriations Projected CIP Fund Balance at June 30. 2010 . TOT& OPERATING AND CAPITAL $5181063,85J-, ,. .. . .. ... $253.330.050 $261,464,131 ($2,100,000) $352,710,301 - .. . . .. .. . . . . - -" - I FISCAL YEAR 2008-09 I PROJECTED PROJECTED BALANCE ESTIMATED ESTIMATED FUND BALANCE PROGRAM AREA JULY 1,2008 REVENUES EXPENDITURES TRANSFERS JUNE 30.2009 Policy i Leadership Group Administrative Services Public Safety Community Development Community Services Public Works (including utilities) Non Departmental & Contingencies Golf Course SUBTOTAL OPERATING $106.737.135 $192.943.421 $188,613.880 ($1,766,764) $109,299,912 Fiscal Year 2008-09 5404,282,817 $53,012.008 $50,785,768 $1,766,764 $408,275,821 TOTAL OPERATING AND CAPITAL $511,019,952 $245,955,429 $239,399,648 $0 $51 7,575.733 PERSONNEL ALLOCATIONS I FINAL FINAL FINAL 2009-10 BUDGET BUDGET BUDGET REQUESTED MAJOR SERVICE AREA 2007-08 2008-09 2009-10 CHANGES ]POLICY AND LEADERSHIP GROUP I ClTY COUNCIL ClTY MANAGER COMMUNICATIONS ClTY TREASURER ClTY ATTORNEY ADMINISTRATIVE SERVICES I ADMINISTRATION 2.00 200 100 (1 00) RECORDSMANAGEMENT INFORMATION TECHNOLOGY FINANCE RISK MANAGEMENT HUMAN RESOURCES 8 WORKERS COMP )PUBLIC SAFETY I POLICE 162.00 162.00 162 00 0 00 FIRE 88.75 88.75 88 75 0 00 JCOMMUNITY DEVELOPMENT I COMMUNITY DEVELOPMENT ADMINISTRATION 3.00 3.00 3 00 000 BUILDING & CODE ENFORCEMENT 14.00 14 00 14 00 0.00 ECONOMIC DEVELOPMENT 8 REAL PROPERTY MGMT 2.00 2.00 2 00 0.00 GEOGRAPHIC INFORMATION SYSTEMS 4.00 4 00 400 0.00 PLANNING 27.00 27.00 27 00 0.00 HOUSING AND REDEVELOPMENT 10 00 1000 10 00 0 00 COMMUNITY SERVICES I LIBRARY 48 00 48 00 48 00 0 00 CULTURAL ARTS RECREATION 8 SENIOR PROGRAMS PUBLIC WORKS I ADMINISTRATION 6.45 6.65 6 50 (0 15) ENGINEERING SERVICES GENERAL SERVICES MAINTENANCE & OPERATIONS ENVIRONMENTAL PROGRAMS FULL AND 314 TIME LABOR FORCE 711.25 714.25 712.75 (1.50) SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY 2o07-08 2o08-09 2009-10 Difference Full Time Personnel 706.75 709.00 706 75 (2 25) 314 Time Personnel ~n Full Time Count 4.50 5.25 6 00 0.75 Limited Term Personnel 6.50 4.50 3 50 (1.00) Unfunded Full Time Positions 0.00 (3.00) (1200) (9.00) Hourly Full Tlme Equivalent Personnel 140 34 137 83 138 44 0.61 TOTAL LABOR FORCE- 858.09 853.58 842.69 (10.89) / GOVERNMENT FINANCE OFFICERS ASSOCIATION \ i Distinguished Budget Presentation Award PRESENTED TO City of Carlsbad California For the Fiscal Year Beginning July 1,2008 OPERATING BUDGET OPERATING BUDGET SUMMARY OPERATING BUDGET SUMMARY 2009-10 OPERATING BUDGET OVERVIEW B-1 The Operating budget for Fiscal Year 2009-10 totals $191.1 million, with revenues for the year estimated at $194.6 million. General Fund revenues are estimated at $109.3 million and General Fund budgeted expenditures are $109.1 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for FY 2008-09, as well as those estimated for FY 2009-10. Revenue estimates for the Operating Budget indicate that the City will receive a total of $194.6 million, a 0.9% increase over the prior year’s projections. The majority of the increase of $1.7 million is in the Enterprise Funds due to the proposed water and wastewater rate increases. More information on the City’s revenue sources can be found in the discussion that follows. General Fund General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic City services such as police, fire, library, street and park maintenance, and recreation programs. The table below shows a summarized outlook for the major General Fund revenues. PROJECTED ESTIMATED $% 2008-09 2009-10 CHANGE CHANGE GENERAL FUND 116.5$ 109.3$ (7.2)$ -6.2% SPECIAL REVENUE 11.3 10.4 (0.9) -8.0% ENTERPRISE 46.1 55.7 9.6 20.8% INTERNAL SERVICE 15.2 15.9 0.7 4.6% REDEVELOPMENT 3.8 3.3 (0.5) -13.2% TOTAL 192.9$ 194.6$ 1.7$ 0.9% REVENUE SUMMARY BY FUND TYPE (in Millions) FUND PROJECTED ESTIMATED $% FUND 2008-09 2009-10 CHANGE CHANGE PROPERTY TAX 50.6$ 47.9$ (2.7)$ -5.3% SALES TAX 26.3 23.0 (3.3) -12.6% TRANSIENT OCC. TAX 13.5 12.1 (1.4) -10.4% FRANCHISE TAXES 4.5 5.1 0.6 13.3% BUSINESS LICENSE TAX 3.6 3.2 (0.4) -11.1% DEVELOPMENT REVENUES 1.8 1.7 (0.1) -5.6% ALL OTHER REVENUE 16.2 16.3 0.1 0.6% TOTAL 116.5$ 109.3$ (7.2)$ -6.2% SIGNIFICANT GENERAL FUND REVENUES (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-1 The Operating budget for Fiscal Year 2009-10 totals $191.1 million, with revenues for the year estimated at $194.6 million. General Fund revenues are estimated at $109.3 million and General Fund budgeted expenditures are $109.1 million. REVENUE The following table shows the total operating revenues the City anticipates receiving for FY 2008-09, as well as those estimated for FY 2009-10. Revenue estimates for the Operating Budget indicate that the City will receive a total of $194.6 million, a 0.9% increase over the prior year’s projections. The majority of the increase of $1.7 million is in the Enterprise Funds due to the proposed water and wastewater rate increases. More information on the City’s revenue sources can be found in the discussion that follows. General Fund General Fund revenues provide a representative picture of the local economy. These revenues are of particular interest as they fund basic City services such as police, fire, library, street and park maintenance, and recreation programs. The table below shows a summarized outlook for the major General Fund revenues. PROJECTED ESTIMATED $% 2008-09 2009-10 CHANGE CHANGE GENERAL FUND 116.5$ 109.3$ (7.2)$ -6.2% SPECIAL REVENUE 11.3 10.4 (0.9) -8.0% ENTERPRISE 46.1 55.7 9.6 20.8% INTERNAL SERVICE 15.2 15.9 0.7 4.6% REDEVELOPMENT 3.8 3.3 (0.5) -13.2% TOTAL 192.9$ 194.6$ 1.7$ 0.9% REVENUE SUMMARY BY FUND TYPE (in Millions) FUND PROJECTED ESTIMATED $% FUND 2008-09 2009-10 CHANGE CHANGE PROPERTY TAX 50.6$ 47.9$ (2.7)$ -5.3% SALES TAX 26.3 23.0 (3.3) -12.6% TRANSIENT OCC. TAX 13.5 12.1 (1.4) -10.4% FRANCHISE TAXES 4.5 5.1 0.6 13.3% BUSINESS LICENSE TAX 3.6 3.2 (0.4) -11.1% DEVELOPMENT REVENUES 1.8 1.7 (0.1) -5.6% ALL OTHER REVENUE 16.2 16.3 0.1 0.6% TOTAL 116.5$ 109.3$ (7.2)$ -6.2% SIGNIFICANT GENERAL FUND REVENUES (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-2 The economic recession discussed in the Budget Overview section is causing the General Fund revenues to decline for FY 2009-10. Several of the largest revenue sources in the General Fund are impacted by the fluctuations in the economy. In addition, the housing crisis is not only impacting property taxes, it is also affecting sales taxes, transient occupancy taxes and development related revenues. This upcoming fiscal year it is expected that property taxes will be approximately $47.9 million, a 5.3% decrease over the projection for FY 2008-09. This includes a 2.8% estimated decrease in assessed valuation as provided by the County Assessor in May 2009, a conservative assumption for a significant slowdown for new development, as well as a one-time adjustment for previous years’ aviation taxes received during FY 2008-09. Property taxes tend to lag behind 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 2009-10 are based on values as of January 1, 2009. Sales taxes react much quicker to changes in the economy and therefore will typically grow faster in a good economy, but also drop off faster as the economy cools. Property taxes also have a cap on how fast they can grow. This is due to Proposition 13. Proposition 13 was adopted by the State in 1978. This 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 market value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity. In previous years, we have seen a robust growth in property taxes due to new developments, a large number of resales within the City spurring revaluation of the parcels, and double-digit growth in housing prices. As the economy slows, housing prices decline, and the City approaches build-out, the growth in property taxes is expected to continue to be moderate. Sales taxes are expected to total $23 million for FY 2009-10, a decrease of 12.6% compared to the FY 2008-09 projections. The City of Carlsbad has many car dealerships which usually generate approximately $6.0 million of sales tax each year. Car sales have slowed during FY 2008-09 and are expected to remain slow during FY 2009- 10 resulting in annual car sales projections of approximately $4.5 million. In addition, retail comprises over 40% of the sales tax generated in Carlsbad and with a slow economy and lower consumer confidence, it is anticipated there will be less discretionary purchases as well. 0 10 20 30 40 50 60 $ Millions Fiscal Year Property and Sales Tax Revenues Sales Tax Property Tax General Retail 40% Food Products 15% Transportation 26% Construction 3% Business to Business 15% Miscellaneous 1% Sales Tax by Category Fourth Quarter 2008 2009-10 OPERATING BUDGET OVERVIEW B-2 The economic recession discussed in the Budget Overview section is causing the General Fund revenues to decline for FY 2009-10. Several of the largest revenue sources in the General Fund are impacted by the fluctuations in the economy. In addition, the housing crisis is not only impacting property taxes, it is also affecting sales taxes, transient occupancy taxes and development related revenues. This upcoming fiscal year it is expected that property taxes will be approximately $47.9 million, a 5.3% decrease over the projection for FY 2008-09. This includes a 2.8% estimated decrease in assessed valuation as provided by the County Assessor in May 2009, a conservative assumption for a significant slowdown for new development, as well as a one-time adjustment for previous years’ aviation taxes received during FY 2008-09. Property taxes tend to lag behind 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 2009-10 are based on values as of January 1, 2009. Sales taxes react much quicker to changes in the economy and therefore will typically grow faster in a good economy, but also drop off faster as the economy cools. Property taxes also have a cap on how fast they can grow. This is due to Proposition 13. Proposition 13 was adopted by the State in 1978. This 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 market value upon the sale of the property. Thus, property taxes tend to grow slowly unless there is a significant amount of housing activity. In previous years, we have seen a robust growth in property taxes due to new developments, a large number of resales within the City spurring revaluation of the parcels, and double-digit growth in housing prices. As the economy slows, housing prices decline, and the City approaches build-out, the growth in property taxes is expected to continue to be moderate. Sales taxes are expected to total $23 million for FY 2009-10, a decrease of 12.6% compared to the FY 2008-09 projections. The City of Carlsbad has many car dealerships which usually generate approximately $6.0 million of sales tax each year. Car sales have slowed during FY 2008-09 and are expected to remain slow during FY 2009- 10 resulting in annual car sales projections of approximately $4.5 million. In addition, retail comprises over 40% of the sales tax generated in Carlsbad and with a slow economy and lower consumer confidence, it is anticipated there will be less discretionary purchases as well. 0 10 20 30 40 50 60 $ Millions Fiscal Year Property and Sales Tax Revenues Sales Tax Property Tax General Retail 40% Food Products 15% Transportation 26% Construction 3% Business to Business 15% Miscellaneous 1% Sales Tax by Category Fourth Quarter 2008 2009-10 OPERATING BUDGET OVERVIEW B-3 Several years ago, the State of California implemented the “Triple Flip.” The “Triple Flip” is essentially a temporary swap of a ¼ cent of the cities’ sales taxes in return for property tax. It was done in order to give the state a revenue source against which they could issue deficit reduction bonds. The City’s sales tax estimates continue to show this amount as sales tax since the amount is reflective of what the City would receive. As can be seen in the chart on the previous page, the City’s sales tax base is heavily weighted in the transportation (predominantly new car sales) and retail sectors. These two sectors make up approximately 66% of the City’s sales tax base and are being negatively impacted by the economic recession. Sales tax estimates also include approximately $700,000 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 $12.1 million for FY 2009- 10, a decrease of 10.4% compared to FY 2008-09 estimates. It appears that the higher end hotels are being more heavily impacted by the economy than the more moderate priced hotels. In addition, there is a decline in group sales as corporations spend less on meetings and conferences. One of the more volatile General Fund revenues is the Franchise tax. Franchise taxes are paid by certain industries that use the City right-of-way to conduct their business. The City currently has franchise agreements for cable TV service, solid waste services, cell sites, 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 increase by 13.3% primarily due to the franchise taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E). SDG&E pays franchise taxes for the use of the public land over which they transport gas and electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in- lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands but which would not otherwise 0 2 4 6 8 10 12 14 16 2002 2004 2006 2008 2010e $ Millions Fiscal Year Transient Occupancy Taxes 0 2 4 6 8 2002 2004 2006 2008 2010e $ Millions Fiscal Year Franchise Taxes Other Franchise SDG&E Franchise 2009-10 OPERATING BUDGET OVERVIEW B-3 Several years ago, the State of California implemented the “Triple Flip.” The “Triple Flip” is essentially a temporary swap of a ¼ cent of the cities’ sales taxes in return for property tax. It was done in order to give the state a revenue source against which they could issue deficit reduction bonds. The City’s sales tax estimates continue to show this amount as sales tax since the amount is reflective of what the City would receive. As can be seen in the chart on the previous page, the City’s sales tax base is heavily weighted in the transportation (predominantly new car sales) and retail sectors. These two sectors make up approximately 66% of the City’s sales tax base and are being negatively impacted by the economic recession. Sales tax estimates also include approximately $700,000 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 $12.1 million for FY 2009- 10, a decrease of 10.4% compared to FY 2008-09 estimates. It appears that the higher end hotels are being more heavily impacted by the economy than the more moderate priced hotels. In addition, there is a decline in group sales as corporations spend less on meetings and conferences. One of the more volatile General Fund revenues is the Franchise tax. Franchise taxes are paid by certain industries that use the City right-of-way to conduct their business. The City currently has franchise agreements for cable TV service, solid waste services, cell sites, 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 increase by 13.3% primarily due to the franchise taxes on gas and electric services, which are paid by San Diego Gas and Electric (SDG&E). SDG&E pays franchise taxes for the use of the public land over which they transport gas and electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and electricity transported on SDG&E lines, but purchased from another source. The “in- lieu” tax captures the franchise taxes on gas and electricity that is transported using public lands but which would not otherwise 0 2 4 6 8 10 12 14 16 2002 2004 2006 2008 2010e $ Millions Fiscal Year Transient Occupancy Taxes 0 2 4 6 8 2002 2004 2006 2008 2010e $ Millions Fiscal Year Franchise Taxes Other Franchise SDG&E Franchise 2009-10 OPERATING BUDGET OVERVIEW B-4 be included in the calculations for franchise taxes, due to deregulation of the power industry. The majority of the “in-lieu” taxes received is attributable to Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation of electricity. 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 occur months or years before any structures are actually built. Development-related revenues have been declining during Fiscal Year 2008-09 due to the slowdown in the economy especially the melt down in the real estate market. For the FY 2009- 10 budget, the development-related revenues are anticipated to continue to decline as a result of the economy and real estate market. For FY 2007-08 there were 339 units permitted for residential housing. For FY 2008-09 approximately 91 residential units have been permitted through April 2009. For FY 2009-10, 74 permits are projected to be issued for residential housing. The commercial and industrial building activity remained strong for FY 2007-08 however, it too has slowed in FY 2008-09 and is expected to continue slowing in FY 2009-10. A 5.6% decline in building related revenue is projected for next year; this is in addition to a 48% decline from FY 2007-08 to FY 2008-09. Business license taxes are closely tied to the health of the economy and are projected to decline by 11.1% to an estimated $3.2 million. There are currently about 8,500 licensed businesses in Carlsbad, with over 2,500 of them home-based. All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for Fiscal Year 2009-10 totals $16.3 million, a slight increase from the previous year. Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is 55 cents per $500 of property value, and is split equally between the county and the City. Carlsbad expects to receive approximately $500,000 in transfer taxes for FY 2009-10, which is about the same as FY 2008-09. Income from investments and property includes interest earnings, as well as rental income from City-owned land and facilities. The City is expected to earn about $2.7 million in interest on its General Fund investments for Fiscal Year 2009-10. General Fund Revenues Overall, as reflected in the bar chart, General Fund revenues are expected to be down 6.2% from FY 2008-09 estimates due to the economic recession and the housing market. Although the City experienced 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. With the current economic slowdown, limited growth is anticipated over the next two to three years with the City returning to 4% to 7% growth rates in the future. 0 20 40 60 80 100 120 140 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009a FY 2009r FY 2010e +8.1%+2.1% +18.4%-2.7%-3.7%-6.2% $ Millions 0.7% 2009-10 OPERATING BUDGET OVERVIEW B-4 be included in the calculations for franchise taxes, due to deregulation of the power industry. The majority of the “in-lieu” taxes received is attributable to Cabrillo Power, the operator of the Encina power plant, based on the gas used in the generation of electricity. 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 occur months or years before any structures are actually built. Development-related revenues have been declining during Fiscal Year 2008-09 due to the slowdown in the economy especially the melt down in the real estate market. For the FY 2009- 10 budget, the development-related revenues are anticipated to continue to decline as a result of the economy and real estate market. For FY 2007-08 there were 339 units permitted for residential housing. For FY 2008-09 approximately 91 residential units have been permitted through April 2009. For FY 2009-10, 74 permits are projected to be issued for residential housing. The commercial and industrial building activity remained strong for FY 2007-08 however, it too has slowed in FY 2008-09 and is expected to continue slowing in FY 2009-10. A 5.6% decline in building related revenue is projected for next year; this is in addition to a 48% decline from FY 2007-08 to FY 2008-09. Business license taxes are closely tied to the health of the economy and are projected to decline by 11.1% to an estimated $3.2 million. There are currently about 8,500 licensed businesses in Carlsbad, with over 2,500 of them home-based. All other revenues include vehicle license fees, transfer taxes, interest earnings, ambulance fees, recreation fees, and other charges and fees. The estimate for Fiscal Year 2009-10 totals $16.3 million, a slight increase from the previous year. Transfer taxes are those taxes paid to the county upon the transfer of interests in real estate. The tax is 55 cents per $500 of property value, and is split equally between the county and the City. Carlsbad expects to receive approximately $500,000 in transfer taxes for FY 2009-10, which is about the same as FY 2008-09. Income from investments and property includes interest earnings, as well as rental income from City-owned land and facilities. The City is expected to earn about $2.7 million in interest on its General Fund investments for Fiscal Year 2009-10. General Fund Revenues Overall, as reflected in the bar chart, General Fund revenues are expected to be down 6.2% from FY 2008-09 estimates due to the economic recession and the housing market. Although the City experienced 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. With the current economic slowdown, limited growth is anticipated over the next two to three years with the City returning to 4% to 7% growth rates in the future. 0 20 40 60 80 100 120 140 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009a FY 2009r FY 2010e +8.1%+2.1% +18.4%-2.7%-3.7%-6.2% $ Millions 0.7% 2009-10 OPERATING BUDGET OVERVIEW B-5 Other Funds Revenues from Special Revenue funds are expected to total $10.4 million in FY 2009-10, a $0.9 million decrease from FY 2008-09. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as: Grants (Rental Assistance-Section 8, Community Development Block Grants, COPS Grant) Special fees and assessments (Affordable Housing, Maintenance Assessment Districts) Donations (Library, Cultural Arts, Recreation and Senior Donations) The most noteworthy change in the Special Revenue funds occurred in the Affordable Housing Trust Fund. Estimated revenues decreased $700,000 from FY 2008-09. The Housing Trust fund was set up to provide funding for the City’s affordable housing programs. Revenues come from inclusionary housing fees, interest on cash balances, payments on affordable housing loans and grants. During FY 2008-09 the Fund received a $600,000 federal grant from Habitat for Humanity for affordable housing on Roosevelt Avenue. For FY 2009-10, there are no grants budgeted. The rest of the fund’s revenue decrease is due to affordable housing fees due to the decline in development expected during FY 2009-10. Enterprise fund revenues for FY 2009-10 are projected at $55.7 million, an increase of $9.6 million (20.8%) over current year projections. The increase in revenues is due to the proposed rate increases for Water and Wastewater funds. Enterprise funds are similar to a business, in that rates are charged to support the operations that supply the service. Carlsbad Enterprise funds include water and recycled water delivery, wastewater services, and solid waste management. The Water Enterprise Fund revenue is estimated at $41.9 million, an increase of $8.6 million, or 25.9% over the current year estimate. Of that increase, $8.3 million will be from water sales reflecting increased rates to pay for the rising cost of water purchases. At a Public Hearing held on June 23rd, 2009 the Board of Directors of the Carlsbad Municipal Water District approved an overall 15.5% rate increase in the selling price of water, with the exception of the recycled and the agriculture water rates. A new tiered rate structure for single family and multi-family customers was also approved, as well as the ability for the Board to pass-through future increases of wholesale water costs and inflationary adjustments, without the requirement of holding a majority protest public hearing. The recycled and agriculture water rates were approved on August 11, 2009. The recycled rate increased from $2.01 to $2.52 per unit (a 25.4% increase) and the agriculture rate increased from $2.12 to $2.64 per unit (a 24.5% Rental Assistance 57% Affordable Housing 6% CDBG 7% Maintenance Districts 23% Donations and Grants 4% All Others 3% SPECIAL REVENUE FUNDS 2009-10 PROJECTED REVENUES 2009-10 OPERATING BUDGET OVERVIEW B-5 Other Funds Revenues from Special Revenue funds are expected to total $10.4 million in FY 2009-10, a $0.9 million decrease from FY 2008-09. The types of programs supported within Special Revenue funds are those funded by specific revenue streams such as: Grants (Rental Assistance-Section 8, Community Development Block Grants, COPS Grant) Special fees and assessments (Affordable Housing, Maintenance Assessment Districts) Donations (Library, Cultural Arts, Recreation and Senior Donations) The most noteworthy change in the Special Revenue funds occurred in the Affordable Housing Trust Fund. Estimated revenues decreased $700,000 from FY 2008-09. The Housing Trust fund was set up to provide funding for the City’s affordable housing programs. Revenues come from inclusionary housing fees, interest on cash balances, payments on affordable housing loans and grants. During FY 2008-09 the Fund received a $600,000 federal grant from Habitat for Humanity for affordable housing on Roosevelt Avenue. For FY 2009-10, there are no grants budgeted. The rest of the fund’s revenue decrease is due to affordable housing fees due to the decline in development expected during FY 2009-10. Enterprise fund revenues for FY 2009-10 are projected at $55.7 million, an increase of $9.6 million (20.8%) over current year projections. The increase in revenues is due to the proposed rate increases for Water and Wastewater funds. Enterprise funds are similar to a business, in that rates are charged to support the operations that supply the service. Carlsbad Enterprise funds include water and recycled water delivery, wastewater services, and solid waste management. The Water Enterprise Fund revenue is estimated at $41.9 million, an increase of $8.6 million, or 25.9% over the current year estimate. Of that increase, $8.3 million will be from water sales reflecting increased rates to pay for the rising cost of water purchases. At a Public Hearing held on June 23rd, 2009 the Board of Directors of the Carlsbad Municipal Water District approved an overall 15.5% rate increase in the selling price of water, with the exception of the recycled and the agriculture water rates. A new tiered rate structure for single family and multi-family customers was also approved, as well as the ability for the Board to pass-through future increases of wholesale water costs and inflationary adjustments, without the requirement of holding a majority protest public hearing. The recycled and agriculture water rates were approved on August 11, 2009. The recycled rate increased from $2.01 to $2.52 per unit (a 25.4% increase) and the agriculture rate increased from $2.12 to $2.64 per unit (a 24.5% Rental Assistance 57% Affordable Housing 6% CDBG 7% Maintenance Districts 23% Donations and Grants 4% All Others 3% SPECIAL REVENUE FUNDS 2009-10 PROJECTED REVENUES 2009-10 OPERATING BUDGET OVERVIEW B-6 increase). The wholesale purchase cost of water is projected to increase 21.3% (from $655 to $795 per acre foot), and the fixed charges for water purchases are expected to increase 16% (from $3.2 million to $3.7 million). In addition to paying for the wholesale and fixed water costs, the 2009-10 operating budget includes funding for maintenance and repair of Carlsbad’s infrastructure, ongoing meter replacements, enhanced technology for managing the infrastructure, and providing a sufficient operating reserve. The ongoing meter replacement program will replace existing manually read meters with automated meters which, in addition to the advanced meter reading technology, include leak detection capabilities. The approved rate increases are based upon a recent cost of service study prepared by an outside consultant, and vary depending on user category and the quantity of water consumed. It is estimated that the average increase to a household will be approximately $4.28 per month (fixed + variable), based on a monthly water usage of 12 units. Even with these increases, Carlsbad’s residential water rates are still among the lowest in the region. Wastewater estimated revenues are $10.2 million, $754,000 over the current year estimate. At a Public Hearing held on June 23rd, 2009 the City Council approved an overall 9% rate increase in the wastewater rates. The single family monthly rate is $20.93, an increase of $3.28, or approximately 18% over the current rate. The cost of service study considered all the cost components of the expenditures and allocated those costs to the existing customer classes. These rate increases are needed to fund maintenance, operations, and replacement, and to establish and maintain adequate operating reserves. Internal Service funds show estimated revenues of $15.9 million for FY 2009-10, an increase of 4.6% or $0.7 million from FY 2008-09 projections. Internal Service funds provide services within the City itself, and include programs such as the self-insurance funds for Workers’ Compensation and Liability (Risk Management), as well as Vehicle Maintenance and Replacement. Departments pay for services provided by these funds; therefore, 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. The more significant increases occurred in Risk Management, Vehicle Maintenance and Vehicle Replacement. In Risk Management, the fund is expected to end FY 2008-09 with a $107,000 deficit. The rates are being adjusted for FY 2009-10 to eliminate this deficit and bring revenues in line with projected expenditures. In the Vehicle Maintenance Fund, the increase is mainly due to the increased costs of vehicle maintenance as well as the cost of fuel. For the Vehicle Replacement Fund, the increase reflects additional allocations to ensure sufficient revenues are available to replace equipment at the end of its useful life. More discussion on the costs can be found in the Expenditures section of this report. Redevelopment revenues are expected to total $3.3 million in the upcoming year, a decrease of 13.2%, or $0.5 million, from the projections from the previous year. This decrease is the result of an estimated 3.5% decrease in property tax increment revenues collected for the Village. The City has a General Fund reserve policy that sets a minimum reserve of 30% of the General Fund Operating Expenditures. In addition, the policy sets a target reserve of 40% to 50% of General Fund Operating Expenditures. The minimum reserve would provide approximately three to four months of operating expenditures for unforeseen emergencies. At the end of FY 2007-08, the undesignated and unreserved General Fund balance was approximately $46.1 million. At the end of FY 2008-09 the reserve is projected to be approximately $47.9 million, or 42% of the FY 2008-09 Revised Budget. The reserve amount is consistent with Council Policy 74: General Fund Reserve Guidelines. 2009-10 OPERATING BUDGET OVERVIEW B-6 increase). The wholesale purchase cost of water is projected to increase 21.3% (from $655 to $795 per acre foot), and the fixed charges for water purchases are expected to increase 16% (from $3.2 million to $3.7 million). In addition to paying for the wholesale and fixed water costs, the 2009-10 operating budget includes funding for maintenance and repair of Carlsbad’s infrastructure, ongoing meter replacements, enhanced technology for managing the infrastructure, and providing a sufficient operating reserve. The ongoing meter replacement program will replace existing manually read meters with automated meters which, in addition to the advanced meter reading technology, include leak detection capabilities. The approved rate increases are based upon a recent cost of service study prepared by an outside consultant, and vary depending on user category and the quantity of water consumed. It is estimated that the average increase to a household will be approximately $4.28 per month (fixed + variable), based on a monthly water usage of 12 units. Even with these increases, Carlsbad’s residential water rates are still among the lowest in the region. Wastewater estimated revenues are $10.2 million, $754,000 over the current year estimate. At a Public Hearing held on June 23rd, 2009 the City Council approved an overall 9% rate increase in the wastewater rates. The single family monthly rate is $20.93, an increase of $3.28, or approximately 18% over the current rate. The cost of service study considered all the cost components of the expenditures and allocated those costs to the existing customer classes. These rate increases are needed to fund maintenance, operations, and replacement, and to establish and maintain adequate operating reserves. Internal Service funds show estimated revenues of $15.9 million for FY 2009-10, an increase of 4.6% or $0.7 million from FY 2008-09 projections. Internal Service funds provide services within the City itself, and include programs such as the self-insurance funds for Workers’ Compensation and Liability (Risk Management), as well as Vehicle Maintenance and Replacement. Departments pay for services provided by these funds; therefore, 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. The more significant increases occurred in Risk Management, Vehicle Maintenance and Vehicle Replacement. In Risk Management, the fund is expected to end FY 2008-09 with a $107,000 deficit. The rates are being adjusted for FY 2009-10 to eliminate this deficit and bring revenues in line with projected expenditures. In the Vehicle Maintenance Fund, the increase is mainly due to the increased costs of vehicle maintenance as well as the cost of fuel. For the Vehicle Replacement Fund, the increase reflects additional allocations to ensure sufficient revenues are available to replace equipment at the end of its useful life. More discussion on the costs can be found in the Expenditures section of this report. Redevelopment revenues are expected to total $3.3 million in the upcoming year, a decrease of 13.2%, or $0.5 million, from the projections from the previous year. This decrease is the result of an estimated 3.5% decrease in property tax increment revenues collected for the Village. The City has a General Fund reserve policy that sets a minimum reserve of 30% of the General Fund Operating Expenditures. In addition, the policy sets a target reserve of 40% to 50% of General Fund Operating Expenditures. The minimum reserve would provide approximately three to four months of operating expenditures for unforeseen emergencies. At the end of FY 2007-08, the undesignated and unreserved General Fund balance was approximately $46.1 million. At the end of FY 2008-09 the reserve is projected to be approximately $47.9 million, or 42% of the FY 2008-09 Revised Budget. The reserve amount is consistent with Council Policy 74: General Fund Reserve Guidelines. 2009-10 OPERATING BUDGET OVERVIEW B-7 EXPENDITURES The City’s Operating Budget for FY 2009-10 totals $191.1 million, which represents an increase of $2.4 million, or 1.3%, over the adopted FY 2008-09 budget, as revised by the City Council in January 2009. The changes in each of the City’s programs will be discussed below. Budgetary Policies The theme behind this year’s budget development was to create a long-term plan for a balanced budget given the economic recession and the continued economic uncertainty. Due to the economic recession, all departments were asked to identify budget efficiencies where possible in order to provide budget reduction opportunities as part of the FY 2009-10 budget process. Reductions were not made across the board, but rather were reviewed with the goal of minimizing service level impacts to our citizens. Part of the proposed reductions related to shrinking the size of the workforce. Departments were allowed to unfund positions, meaning the budget for those positions would be eliminated at this time but the position would remain as a vacancy. This allows for personnel budget reductions without layoffs, and provides an opportunity to restore the workforce once economic conditions improve. With the downturn in the economy, it is important to continue to keep an eye focused on the future to ensure the City remains in good financial health. To achieve that end, the following policies were set: Minimize service level impacts to our citizens. No growth in maintenance and operations for FY 2009-10. No new programs will be considered unless required under a legal mandate. Identify new revenue generation opportunities. Carefully review open positions prior to filling. No new positions in FY2009-10 Generally, be prudent in budgeting. Consider cost containment measures and budget discretionary items at minimum levels. The City uses an “Expenditure Control Budget” (ECB) process in budgeting. In the ECB approach, each department is 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 appropriation should contain sufficient funds to pay for inflationary increases as well as growth in the customer base. Typically, each year the block is increased by an index for growth and inflation. However, for FY 2008-09 maintenance and operations remained at the FY 2007-08 levels due to the slower economy. In preparing the FY 2009-10 budget presented here, maintenance and operations costs were reduced from the FY 2008-09 levels due to the continuing downturn in the economy. No additional appropriations are expected during the year except in the case of a significant unanticipated event. Amounts that are unspent at the end of the fiscal year will be carried forward to the new fiscal year. At the end of FY 2008-09, the amounts carried forward by each department will be capped at no more than 10% of the previous year’s adopted budget. Budgeted Expenditures Through the application of these guidelines and policies, the FY 2009-10 Operating Budget of $191.1 million was developed. 2009-10 OPERATING BUDGET OVERVIEW B-7 EXPENDITURES The City’s Operating Budget for FY 2009-10 totals $191.1 million, which represents an increase of $2.4 million, or 1.3%, over the adopted FY 2008-09 budget, as revised by the City Council in January 2009. The changes in each of the City’s programs will be discussed below. Budgetary Policies The theme behind this year’s budget development was to create a long-term plan for a balanced budget given the economic recession and the continued economic uncertainty. Due to the economic recession, all departments were asked to identify budget efficiencies where possible in order to provide budget reduction opportunities as part of the FY 2009-10 budget process. Reductions were not made across the board, but rather were reviewed with the goal of minimizing service level impacts to our citizens. Part of the proposed reductions related to shrinking the size of the workforce. Departments were allowed to unfund positions, meaning the budget for those positions would be eliminated at this time but the position would remain as a vacancy. This allows for personnel budget reductions without layoffs, and provides an opportunity to restore the workforce once economic conditions improve. With the downturn in the economy, it is important to continue to keep an eye focused on the future to ensure the City remains in good financial health. To achieve that end, the following policies were set: Minimize service level impacts to our citizens. No growth in maintenance and operations for FY 2009-10. No new programs will be considered unless required under a legal mandate. Identify new revenue generation opportunities. Carefully review open positions prior to filling. No new positions in FY2009-10 Generally, be prudent in budgeting. Consider cost containment measures and budget discretionary items at minimum levels. The City uses an “Expenditure Control Budget” (ECB) process in budgeting. In the ECB approach, each department is 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 appropriation should contain sufficient funds to pay for inflationary increases as well as growth in the customer base. Typically, each year the block is increased by an index for growth and inflation. However, for FY 2008-09 maintenance and operations remained at the FY 2007-08 levels due to the slower economy. In preparing the FY 2009-10 budget presented here, maintenance and operations costs were reduced from the FY 2008-09 levels due to the continuing downturn in the economy. No additional appropriations are expected during the year except in the case of a significant unanticipated event. Amounts that are unspent at the end of the fiscal year will be carried forward to the new fiscal year. At the end of FY 2008-09, the amounts carried forward by each department will be capped at no more than 10% of the previous year’s adopted budget. Budgeted Expenditures Through the application of these guidelines and policies, the FY 2009-10 Operating Budget of $191.1 million was developed. 2009-10 OPERATING BUDGET OVERVIEW B-8 Position Changes A total decrease of 13.5 full-time positions is reflected in the FY 2009-10 Operating Budget, as compared to the FY 2008-09 original Adopted Budget. The total decrease is a combination of the unfunding of 12 full-time or limited-term positions (9 unfunded in the FY 2009-10 budget and 3 unfunded in the budget reductions in January 2009) and the elimination of 1.5 full-time positions. The unfunded positions provided an opportunity for departments to realize salary savings while still maintaining a position count for the vacant position, which could be budgeted again in a future year once the economy improves. The FY 2009-10 Operating Budget includes the elimination of 1.5 full-time positions: the Administrative Secretary position in Administrative Services and a 0.5 limited-term Management Intern. In addition, a 0.5 Network Engineer full-time position in the Information Technology Department has been adjusted to a part-time position. A reduction of a 0.5 part-time limited- term Legal Intern is also included. The net increase in hourly staff totaled approximately .61 of part-time staff as follows: an increase of .11 part-time positions in Park Maintenance for the first full year of maintenance for the Poinsettia Park Tennis Courts and an increase of 0.5 part-time positions due to reclassifying a full-time position to part-time in the Information Technology department, as mentioned above. These changes result in a City workforce of 712.75 full and three-quarter time employees, 3.5 limited term employees, and 138.44 hourly, full-time equivalent positions. 12 of the full-time and limited term positions are not funded in the FY 2009-10 budget. In addition to the changes mentioned here, there are approximately 14 current vacant positions that will be frozen in order to generate additional expenditures savings during the year if needed. Combined, this will result in approximately 28 fewer positions providing services than in previous years. 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 these projects, the costs of maintaining and operating the facilities, including additional personnel if necessary, are added to the Operating Budget. The new Poinsettia Parking Lot project and related landscaping is scheduled for completion in August 2009. No new positions will be added as existing positions will be reallocated to provide maintenance for this new addition. Budget by Fund Type This table below shows the changes in the Operating Budget for FY 2009-10 compared to the revised adopted budget for FY 2008-09. REVISED BUDGET BUDGET $% FUND 2008-09 2009-10 CHANGE CHANGE GENERAL FUND 112.7$ 109.1$ (3.6)$ -3.2% SPECIAL REVENUE 11.2 10.5 (0.7) -6.3% ENTERPRISE 47.8 54.6 6.8 14.2% INTERNAL SERVICE 15.0 15.1 0.1 0.7% REDEVELOPMENT 1.9 1.8 (0.1) -5.3% TOTAL 188.6$ 191.1$ 2.5$ 1.3% BUDGET EXPENDITURE SUMMARY BY FUND TYPE (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-8 Position Changes A total decrease of 13.5 full-time positions is reflected in the FY 2009-10 Operating Budget, as compared to the FY 2008-09 original Adopted Budget. The total decrease is a combination of the unfunding of 12 full-time or limited-term positions (9 unfunded in the FY 2009-10 budget and 3 unfunded in the budget reductions in January 2009) and the elimination of 1.5 full-time positions. The unfunded positions provided an opportunity for departments to realize salary savings while still maintaining a position count for the vacant position, which could be budgeted again in a future year once the economy improves. The FY 2009-10 Operating Budget includes the elimination of 1.5 full-time positions: the Administrative Secretary position in Administrative Services and a 0.5 limited-term Management Intern. In addition, a 0.5 Network Engineer full-time position in the Information Technology Department has been adjusted to a part-time position. A reduction of a 0.5 part-time limited- term Legal Intern is also included. The net increase in hourly staff totaled approximately .61 of part-time staff as follows: an increase of .11 part-time positions in Park Maintenance for the first full year of maintenance for the Poinsettia Park Tennis Courts and an increase of 0.5 part-time positions due to reclassifying a full-time position to part-time in the Information Technology department, as mentioned above. These changes result in a City workforce of 712.75 full and three-quarter time employees, 3.5 limited term employees, and 138.44 hourly, full-time equivalent positions. 12 of the full-time and limited term positions are not funded in the FY 2009-10 budget. In addition to the changes mentioned here, there are approximately 14 current vacant positions that will be frozen in order to generate additional expenditures savings during the year if needed. Combined, this will result in approximately 28 fewer positions providing services than in previous years. 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 these projects, the costs of maintaining and operating the facilities, including additional personnel if necessary, are added to the Operating Budget. The new Poinsettia Parking Lot project and related landscaping is scheduled for completion in August 2009. No new positions will be added as existing positions will be reallocated to provide maintenance for this new addition. Budget by Fund Type This table below shows the changes in the Operating Budget for FY 2009-10 compared to the revised adopted budget for FY 2008-09. REVISED BUDGET BUDGET $% FUND 2008-09 2009-10 CHANGE CHANGE GENERAL FUND 112.7$ 109.1$ (3.6)$ -3.2% SPECIAL REVENUE 11.2 10.5 (0.7) -6.3% ENTERPRISE 47.8 54.6 6.8 14.2% INTERNAL SERVICE 15.0 15.1 0.1 0.7% REDEVELOPMENT 1.9 1.8 (0.1) -5.3% TOTAL 188.6$ 191.1$ 2.5$ 1.3% BUDGET EXPENDITURE SUMMARY BY FUND TYPE (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-9 GENERAL FUND GENERAL FUND PERSONNEL COSTS PERSONNEL COSTS (In Millions) REVISED BUDGET BUDGET $% 2008-09 2009-10 CHANGE CHANGE SALARIES 51.7$ 50.9$ (0.8)-1.6% HEALTH INSURANCE 6.3 6.4 0.1 1.6% RETIREMENT 14.6 14.9 0.3 2.1% WORKERS COMP 1.3 1.2 (0.1)-7.7% OTHER PERSONNEL 1.1 1.1 0.0 0.0% TOTAL 75.0 74.5 (0.5)-0.7% The General Fund contains most of the discretionary revenues that support 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 budgeted expenditures by fund and program. General Fund The total budget for the General Fund for FY 2009-10 is $109.1 million, which is 3.2% less than the previous year’s revised budget of $112.7 million. Due to budget reductions and a planned slow down in spending, all categories have decreased, with the largest dollar decrease of $1.9 million in Maintenance and Operations costs, as can be seen in the table to the right. Personnel costs make up approximately 68% of the General Fund budget so any changes in these costs can have a significant effect on the total budget. The total Personnel budget for FY2009-10 is $74.5 million, which is 0.7% less than the previous year’s revised Personnel budget of $75.0 million. The table to the left shows the breakdown of personnel costs for the General Fund. Salaries include full and part-time staff costs and decreased $0.8 million, or 1.6%, from the prior year. Eliminating or unfunding full-time positions and proposed citywide personnel savings from vacancies and other efficiencies result in approximately $1.4 million of reduced costs in salaries. Other reductions also occurred in part-time salaries and management incentive pay. These total reductions are somewhat offset by the increases in salaries budgeted to occur in FY 2009-10 due to labor contracts. Benefits make up the remainder of the personnel costs and, due to labor contracts with the city’s employee groups, much of the remaining cost has been previously determined. This year there is also a slight decrease in the projected Workers’ Compensation costs due to decreased projected claims. M & O stands for Maintenance and Operations. This category contains the budget for all program expenses other than personnel or capital outlay. Capital Outlay includes budgeted equipment purchases over $1,000. There are no major capital outlay purchases planned in the General Fund for FY 2009-10. Transfers are amounts anticipated to be transferred from the General Fund to another City fund. The transfers included in this year’s proposed budget are to the following funds: $6.5 million to the Infrastructure Replacement Fund - for major maintenance and replacement of city infrastructure. This represents 6.0% of the General Fund Revenues, a slight decrease from the 6.5% transfer in FY 2008-09. GENERAL FUND SUMMARY GENERAL FUND SUMMARY BY EXPENDITURE TYPE BY EXPENDITURE TYPE REVISED BUDGET BUDGET $% 2008-09 2009-10 CHANGE CHANGE PERSONNEL 75.0$ 74.5$ (0.5)$ -0.7% M & O 29.8 27.9 (1.9) -6.4% CAPITAL OUTLAY 0.1 - (0.1) -100.0% TRANSFERS 7.8 6.7 (1.1) -14.1% TOTAL 112.7$ 109.1$ (3.6)$ -3.2% (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-9 GENERAL FUND GENERAL FUND PERSONNEL COSTS PERSONNEL COSTS (In Millions) REVISED BUDGET BUDGET $% 2008-09 2009-10 CHANGE CHANGE SALARIES 51.7$ 50.9$ (0.8)-1.6% HEALTH INSURANCE 6.3 6.4 0.1 1.6% RETIREMENT 14.6 14.9 0.3 2.1% WORKERS COMP 1.3 1.2 (0.1)-7.7% OTHER PERSONNEL 1.1 1.1 0.0 0.0% TOTAL 75.0 74.5 (0.5)-0.7% The General Fund contains most of the discretionary revenues that support 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 budgeted expenditures by fund and program. General Fund The total budget for the General Fund for FY 2009-10 is $109.1 million, which is 3.2% less than the previous year’s revised budget of $112.7 million. Due to budget reductions and a planned slow down in spending, all categories have decreased, with the largest dollar decrease of $1.9 million in Maintenance and Operations costs, as can be seen in the table to the right. Personnel costs make up approximately 68% of the General Fund budget so any changes in these costs can have a significant effect on the total budget. The total Personnel budget for FY2009-10 is $74.5 million, which is 0.7% less than the previous year’s revised Personnel budget of $75.0 million. The table to the left shows the breakdown of personnel costs for the General Fund. Salaries include full and part-time staff costs and decreased $0.8 million, or 1.6%, from the prior year. Eliminating or unfunding full-time positions and proposed citywide personnel savings from vacancies and other efficiencies result in approximately $1.4 million of reduced costs in salaries. Other reductions also occurred in part-time salaries and management incentive pay. These total reductions are somewhat offset by the increases in salaries budgeted to occur in FY 2009-10 due to labor contracts. Benefits make up the remainder of the personnel costs and, due to labor contracts with the city’s employee groups, much of the remaining cost has been previously determined. This year there is also a slight decrease in the projected Workers’ Compensation costs due to decreased projected claims. M & O stands for Maintenance and Operations. This category contains the budget for all program expenses other than personnel or capital outlay. Capital Outlay includes budgeted equipment purchases over $1,000. There are no major capital outlay purchases planned in the General Fund for FY 2009-10. Transfers are amounts anticipated to be transferred from the General Fund to another City fund. The transfers included in this year’s proposed budget are to the following funds: $6.5 million to the Infrastructure Replacement Fund - for major maintenance and replacement of city infrastructure. This represents 6.0% of the General Fund Revenues, a slight decrease from the 6.5% transfer in FY 2008-09. GENERAL FUND SUMMARY GENERAL FUND SUMMARY BY EXPENDITURE TYPE BY EXPENDITURE TYPE REVISED BUDGET BUDGET $% 2008-09 2009-10 CHANGE CHANGE PERSONNEL 75.0$ 74.5$ (0.5)$ -0.7% M & O 29.8 27.9 (1.9) -6.4% CAPITAL OUTLAY 0.1 - (0.1) -100.0% TRANSFERS 7.8 6.7 (1.1) -14.1% TOTAL 112.7$ 109.1$ (3.6)$ -3.2% (In Millions) 2009-10 OPERATING BUDGET OVERVIEW B-10 $177,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm Water expenses. $488,118 to the Information Technology Internal Service Fund of previously budgeted non-departmental contingency to be used to purchase new capital equipment. Advances are amounts anticipated to be transferred from the General Fund to another City fund and are expected to be repaid to the General Fund in future years. The advances included in this year’s proposed budget are to the following funds: $166,500 to the Median Maintenance Special Revenue Fund – This advance is needed to cover a cash shortfall since yearly assessments collected from property owners do not cover operating expenditures. $1.6 million to the Golf Course for operations - The Golf Course is a relatively new facility and there is very little history to support the budget development. The Golf Course’s budget and financials are on a calendar year basis. The Carlsbad Public Financing Authority approved the 2009 Golf Course Budget including an advance of $1.6 million from the General Fund. $204,000 to the SCCRDA – The South Carlsbad Coastal Redevelopment Area is not projecting to generate tax increment for FY 2009-10. However, there are activities that need to be performed to help generate tax increment producing projects within the area, such as the Ponto Development. Once more development occurs in this area, it is anticipated that the SCCRDA will be able to repay the General Fund advances. Repayments are also included in the FY 2009-10 General Fund budget. The General Fund has advanced money to several funds and two funds are repaying a portion of those advances as follows: $136,000 is being repaid from the Storm Water Fund for a loan made from the General Fund to help establish this fund. $500,000 in interest is being repaid from the Village Redevelopment Area for advances made to the Village Redevelopment Area for tax increment generating projects. Another way of looking at the General Fund budget is by program. The chart below compares the FY 2009-10 budget to the amounts adopted in the previous year. The significant changes are noted below. 2009-10 OPERATING BUDGET OVERVIEW B-10 $177,000 to the Storm Water Program for reimbursement for the General Fund portion of Storm Water expenses. $488,118 to the Information Technology Internal Service Fund of previously budgeted non-departmental contingency to be used to purchase new capital equipment. Advances are amounts anticipated to be transferred from the General Fund to another City fund and are expected to be repaid to the General Fund in future years. The advances included in this year’s proposed budget are to the following funds: $166,500 to the Median Maintenance Special Revenue Fund – This advance is needed to cover a cash shortfall since yearly assessments collected from property owners do not cover operating expenditures. $1.6 million to the Golf Course for operations - The Golf Course is a relatively new facility and there is very little history to support the budget development. The Golf Course’s budget and financials are on a calendar year basis. The Carlsbad Public Financing Authority approved the 2009 Golf Course Budget including an advance of $1.6 million from the General Fund. $204,000 to the SCCRDA – The South Carlsbad Coastal Redevelopment Area is not projecting to generate tax increment for FY 2009-10. However, there are activities that need to be performed to help generate tax increment producing projects within the area, such as the Ponto Development. Once more development occurs in this area, it is anticipated that the SCCRDA will be able to repay the General Fund advances. Repayments are also included in the FY 2009-10 General Fund budget. The General Fund has advanced money to several funds and two funds are repaying a portion of those advances as follows: $136,000 is being repaid from the Storm Water Fund for a loan made from the General Fund to help establish this fund. $500,000 in interest is being repaid from the Village Redevelopment Area for advances made to the Village Redevelopment Area for tax increment generating projects. Another way of looking at the General Fund budget is by program. The chart below compares the FY 2009-10 budget to the amounts adopted in the previous year. The significant changes are noted below. 2009-10 OPERATING BUDGET OVERVIEW B-11 The Policy/Leadership Group includes all elected officials and the City Manager’s Office. The 6.4% decrease from FY 2008-09 is primarily due to proposed reductions in maintenance and operations costs in the City Manager’s office and the Communications Department. The 6.9% decrease from FY 2008-09 in Administrative Services is primarily due to an elimination of one Administrative Secretary position, a reduction in Human Resources recruiting expenses, and a reduction in funding for leadership development. The 1.4% growth in Public Safety, which includes Police and Fire, reflects the negotiated increases in personnel costs. In the Community Development area, which includes Planning, Economic Development, and Building Inspection, the 6.4% decrease is due mainly to unfunding positions and reducing part-time, overtime and temporary staffing, which can be achieved based on the decrease in development and planning activities due to the current state of the economy. Community Services includes Parks and Recreation, Library, and the Arts. Reorganization opportunities resulting in operational efficiencies have allowed for a 0.5% budget decrease. The decrease represents reductions in part-time salaries as well as a variety of reductions in miscellaneous maintenance and operations, including decreased park maintenance, as a result of the economic recession. Public Works shows an overall decrease of 1.2%. The decrease reflects the unfunding of several full-time positions, where the duties will be absorbed by full-time or part-time employees or supplemented with contracted services. In addition, due to the economic recession, reductions in maintenance and operations will be implemented by reorganizing work and reducing service levels. The slowing economy has also allowed for reductions in the Engineering Plan Check Department due to decreased activity. Non-departmental expenses include the transfers previously discussed as well as administrative and other expenses not associated with any one department. The decrease of 21.8% is attributed to the elimination of management incentive pay, GENERAL FUND EXPENDITURES GENERAL FUND EXPENDITURES BY MAJOR SERVICE AREA BY MAJOR SERVICE AREA (In Millions) REVISED BUDGET BUDGET $% FUND 2008-09 2009-10 CHANGE CHANGE POLICY/LEADERSHIP 4.7$ 4.4$ (0.3)$ -6.4% ADMINISTRATIVE SERVICES 7.2 6.7 (0.5)-6.9% PUBLIC SAFETY 43.9 44.5 0.6 1.4% COMMUNITY DEVELOPMENT 7.8 7.3 (0.5)-6.4% COMMUNITY SERVICES 22.2 22.1 (0.1)-0.5% PUBLIC WORKS 17.0 16.8 (0.2)-1.2% NON-DEPARTMENTAL 8.7 6.8 (1.9)-21.8% CONTINGENCY 1.3 0.5 (0.8)-61.5% TOTAL 112.8$ 109.1$ (3.7)$ -3.3% 2009-10 OPERATING BUDGET OVERVIEW B-11 The Policy/Leadership Group includes all elected officials and the City Manager’s Office. The 6.4% decrease from FY 2008-09 is primarily due to proposed reductions in maintenance and operations costs in the City Manager’s office and the Communications Department. The 6.9% decrease from FY 2008-09 in Administrative Services is primarily due to an elimination of one Administrative Secretary position, a reduction in Human Resources recruiting expenses, and a reduction in funding for leadership development. The 1.4% growth in Public Safety, which includes Police and Fire, reflects the negotiated increases in personnel costs. In the Community Development area, which includes Planning, Economic Development, and Building Inspection, the 6.4% decrease is due mainly to unfunding positions and reducing part-time, overtime and temporary staffing, which can be achieved based on the decrease in development and planning activities due to the current state of the economy. Community Services includes Parks and Recreation, Library, and the Arts. Reorganization opportunities resulting in operational efficiencies have allowed for a 0.5% budget decrease. The decrease represents reductions in part-time salaries as well as a variety of reductions in miscellaneous maintenance and operations, including decreased park maintenance, as a result of the economic recession. Public Works shows an overall decrease of 1.2%. The decrease reflects the unfunding of several full-time positions, where the duties will be absorbed by full-time or part-time employees or supplemented with contracted services. In addition, due to the economic recession, reductions in maintenance and operations will be implemented by reorganizing work and reducing service levels. The slowing economy has also allowed for reductions in the Engineering Plan Check Department due to decreased activity. Non-departmental expenses include the transfers previously discussed as well as administrative and other expenses not associated with any one department. The decrease of 21.8% is attributed to the elimination of management incentive pay, GENERAL FUND EXPENDITURES GENERAL FUND EXPENDITURES BY MAJOR SERVICE AREA BY MAJOR SERVICE AREA (In Millions) REVISED BUDGET BUDGET $% FUND 2008-09 2009-10 CHANGE CHANGE POLICY/LEADERSHIP 4.7$ 4.4$ (0.3)$ -6.4% ADMINISTRATIVE SERVICES 7.2 6.7 (0.5)-6.9% PUBLIC SAFETY 43.9 44.5 0.6 1.4% COMMUNITY DEVELOPMENT 7.8 7.3 (0.5)-6.4% COMMUNITY SERVICES 22.2 22.1 (0.1)-0.5% PUBLIC WORKS 17.0 16.8 (0.2)-1.2% NON-DEPARTMENTAL 8.7 6.8 (1.9)-21.8% CONTINGENCY 1.3 0.5 (0.8)-61.5% TOTAL 112.8$ 109.1$ (3.7)$ -3.3% 2009-10 OPERATING BUDGET OVERVIEW B-12 proposed citywide personnel savings from vacancies and other efficiencies, and reductions in anticipated transfers from the General Fund. The Council Contingency account is available to the City Council for unanticipated emergencies or unforeseen program needs during the year. It is budgeted at $0.5 million, or less than 1% of the FY 2009-10 General Fund Budget. This is a reduction of $0.8 million from the adopted FY 2008-09 budget, as revised by the City Council in January 2009. General Fund Expenditure History As reflected in the chart to the left, the City began to slow its expenditure growth in FY 2007-08 in anticipation of the economic slowdown. The chart shows a 4.8% mid- year reduction in January 2009 to further reduce expenditures to keep in line with anticipated General Fund Revenue. Changes in Other Funds Special Revenue funds, at $10.5 million, are down 6.3% from last year. This decrease is mainly due to a large capital purchase of $250,000 from the Police Asset Forfeiture Fund of a Police mobile command post occurring in FY 2008-09 that will not reoccur in FY 2009-10, and a reduction in COPS Grants and Community Development Block Grant projects. Enterprise funds total $54.6 million, which is an increase of $6.8 million, or 14.2% over the FY2008-09 revised adopted budget. The most significant change is in Water operations and the cost of purchased water. Combined fixed and variable costs for potable water purchased from the San Diego County Water Authority are estimated at $22.9 million, an increase of $4.9 million over the revised 2008-09 adopted budget. In addition to purchased water costs, the City’s cost to maintain its aging infrastructure has risen. The budget includes increased funding for maintenance and repairs, electricity, and a meter replacement program. Wastewater operations increased only slightly (0.7%) over the revised adopted budget. The operating budget includes additional funding for maintenance items such as chemical purchases for odor control at lift stations, and software to better manage data collected by the sewer camera van. These increases were offset by a decrease of $740,000 to the annual replacement fund transfer. The Internal Service funds total $15.1 million, which is about the same as the previous year. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds: The Risk Management budget shows a decrease of approximately $190,000 based on unfunding of 0.5 positions as well as current estimates of settlements and premiums projected for FY 2009-10. 0 20 40 60 80 100 120 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009a FY 2009r FY 2010e +10% +11.4% +11.9%+3%-4.8%-3.3%$ Millions -0.3% 2009-10 OPERATING BUDGET OVERVIEW B-12 proposed citywide personnel savings from vacancies and other efficiencies, and reductions in anticipated transfers from the General Fund. The Council Contingency account is available to the City Council for unanticipated emergencies or unforeseen program needs during the year. It is budgeted at $0.5 million, or less than 1% of the FY 2009-10 General Fund Budget. This is a reduction of $0.8 million from the adopted FY 2008-09 budget, as revised by the City Council in January 2009. General Fund Expenditure History As reflected in the chart to the left, the City began to slow its expenditure growth in FY 2007-08 in anticipation of the economic slowdown. The chart shows a 4.8% mid- year reduction in January 2009 to further reduce expenditures to keep in line with anticipated General Fund Revenue. Changes in Other Funds Special Revenue funds, at $10.5 million, are down 6.3% from last year. This decrease is mainly due to a large capital purchase of $250,000 from the Police Asset Forfeiture Fund of a Police mobile command post occurring in FY 2008-09 that will not reoccur in FY 2009-10, and a reduction in COPS Grants and Community Development Block Grant projects. Enterprise funds total $54.6 million, which is an increase of $6.8 million, or 14.2% over the FY2008-09 revised adopted budget. The most significant change is in Water operations and the cost of purchased water. Combined fixed and variable costs for potable water purchased from the San Diego County Water Authority are estimated at $22.9 million, an increase of $4.9 million over the revised 2008-09 adopted budget. In addition to purchased water costs, the City’s cost to maintain its aging infrastructure has risen. The budget includes increased funding for maintenance and repairs, electricity, and a meter replacement program. Wastewater operations increased only slightly (0.7%) over the revised adopted budget. The operating budget includes additional funding for maintenance items such as chemical purchases for odor control at lift stations, and software to better manage data collected by the sewer camera van. These increases were offset by a decrease of $740,000 to the annual replacement fund transfer. The Internal Service funds total $15.1 million, which is about the same as the previous year. The Internal Service funds are self-supporting through user charges. Changes occurred in a number of these funds: The Risk Management budget shows a decrease of approximately $190,000 based on unfunding of 0.5 positions as well as current estimates of settlements and premiums projected for FY 2009-10. 0 20 40 60 80 100 120 FY 2005 FY 2006 FY 2007 FY 2008 FY 2009a FY 2009r FY 2010e +10% +11.4% +11.9%+3%-4.8%-3.3%$ Millions -0.3% 2009-10 OPERATING BUDGET OVERVIEW B-13 The Vehicle Maintenance Fund budget has decreased by about $80,000 in FY 2009- 10. This reflects reductions in the budgets for parts and outside vehicle maintenance expenses. The Vehicle Replacement Fund budget varies from year to year depending on the vehicles to be replaced. The budget for the Fund is $576,000 more than the previous year, or a 57.7% increase. A list of the requested vehicles can be found at the end of this document. The Information Technology Fund shows a decrease in the Department’s budget of approximately $350,000. This decrease is mainly due to decreases in major capital outlay. A list of planned major capital outlay requests can be found at the end of this document. The Redevelopment Agency budgets have decreased about $100,000 from the previous year. SUMMARY This Operating Budget for FY 2009-10 emphasizes maintenance and operation of the City’s current infrastructure. Being conscious of the economic slowdown, no new programs or expanded levels of service are included in the budget. The 10 year financial forecast is of concern since there are several years reflecting deficits and other years reflecting lower projected surpluses than in previous years’ forecasts. The City will need to monitor its revenues and expenditures closely and may need to further reduce expenditures in the following two years if the assumptions made regarding the recession’s length and recovery proves accurate to ensure we live within our means through these turbulent and uncertain economic times. The 10 year financial forecast is a useful tool to help manage our way through the economic uncertainty. The City of Carlsbad has a diverse revenue base and is in a good economic position; however, Carlsbad is not immune to the economy. The planning and foresight by the City Council and residents have provided a sound economic base for the City. Fiscal conservatism, which has consistently been the city’s overall approach to managing its finances, is even more important during this economic recession. The challenges for the future will also include transitioning from a developing City to a fully built City; it will be about managing costs while continuing to look for appropriate revenue streams sufficient to pay for the services desired by the citizens. 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 maintains the City’s infrastructure and proactively plans for the future. This plan will provide essential City services to all who live, work, and play in Carlsbad. 2009-10 OPERATING BUDGET OVERVIEW B-13 The Vehicle Maintenance Fund budget has decreased by about $80,000 in FY 2009- 10. This reflects reductions in the budgets for parts and outside vehicle maintenance expenses. The Vehicle Replacement Fund budget varies from year to year depending on the vehicles to be replaced. The budget for the Fund is $576,000 more than the previous year, or a 57.7% increase. A list of the requested vehicles can be found at the end of this document. The Information Technology Fund shows a decrease in the Department’s budget of approximately $350,000. This decrease is mainly due to decreases in major capital outlay. A list of planned major capital outlay requests can be found at the end of this document. The Redevelopment Agency budgets have decreased about $100,000 from the previous year. SUMMARY This Operating Budget for FY 2009-10 emphasizes maintenance and operation of the City’s current infrastructure. Being conscious of the economic slowdown, no new programs or expanded levels of service are included in the budget. The 10 year financial forecast is of concern since there are several years reflecting deficits and other years reflecting lower projected surpluses than in previous years’ forecasts. The City will need to monitor its revenues and expenditures closely and may need to further reduce expenditures in the following two years if the assumptions made regarding the recession’s length and recovery proves accurate to ensure we live within our means through these turbulent and uncertain economic times. The 10 year financial forecast is a useful tool to help manage our way through the economic uncertainty. The City of Carlsbad has a diverse revenue base and is in a good economic position; however, Carlsbad is not immune to the economy. The planning and foresight by the City Council and residents have provided a sound economic base for the City. Fiscal conservatism, which has consistently been the city’s overall approach to managing its finances, is even more important during this economic recession. The challenges for the future will also include transitioning from a developing City to a fully built City; it will be about managing costs while continuing to look for appropriate revenue streams sufficient to pay for the services desired by the citizens. 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 maintains the City’s infrastructure and proactively plans for the future. This plan will provide essential City services to all who live, work, and play in Carlsbad. CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES UNRESERVED ADVANCES PROJECTED BALANCE PROJECTED PROJECTED 8 NNO 6ALPNCE FUND JULY 1.2008 REVENUES EXPENDITURES TRANSFERS JUNE 30,2009 GENERAL FUND 1 S46.050,403 ' %116.510.500 $112486.931 550.0sl.s7z . REPAYMENT FROM SOLID WASTE 0 ADVANCETOGOLFCOURSE FUND 0 ADVANCE TO MEOMN MNTEWNCE 0 TRANSFER TO INFORMATION TECHNOLOGY 888,000 TOTAL GENERAL FUND 47,047,403 [SPECIAL REVENUE I AFFORDABLE HOUSING 13.720.6ffi BUENAVISTACHANNEL MAINTENANCE CITIZElTSOPTlON FOR WBL\CSAFETY COMMJNlTY ACTIVITY GRANTS COMWNITY DEVELOPMENT BLOCK DRAW CULTURAL ARTS DONATIONS LIBRARYANOARTSENWWMENT FUN0 LIBRARY GIFTSIBEOUESTS LIGHTING AND LANDSCAPING DISTRICT NO 2 LOCAL CABLE INFRASTRLCTURE FUND MEDIAN MANENANCE WLlCE ASSET FOREITURE POLICE GRANTS PUBLIC ART RECREATION OONRTONS RENTAL ASISTANCE SENOR DONATIONS STREET LIGHTING STREET TREE MAINTENANCE TOTAL SPECIAL REVENUE ENTERPRISE I WATER OPERATIONS (925.7201 28.0%.200 27,048,567 RECYCLED WATER WERATIONS 3,020,483 8,233,300 5.785.254 WASTEWATER OPEPATIONS 1.704698 8,433,259 11.145.575 SOLID WASTE MANAGEMENT TOTAL ENTERPRISE INTERNAL SERVICE I WORKERS' COMPENS4TDN 2,087,626 1.6ZB.000 1.902.948 RISK MANAGEMENT 144481 1.350.400 1,601,489 SELF-INSURED BENEFITS 1,251,862 96(1,000 01S.OM VEHICLEM41NTENPNCE 86,762 2.813.6W 2,778,119 WICLEREPLACEMENT 9.681867 2,526,000 1,578,517 INFORMATION TECHNOLOGI TOTAL INTERNAL SERVICE REDEVELOPMENT VILLAGE OPERAnONS IOEBT SEWICE 3.438.*16 2,888,800 '1.SM.1BO VILLAGE LOWIMOD INCOW HOUSING 4,613.187 854.000 28.144 SCCROAOPER4TIONS i DEBTSERVICE 155.885 3.800 158.987 SCCRDA LOWlMDD INCOME HOUSING 362.104 11,OW 44.010 TOTALREDEVELOPMENT 8.560.372 3.761.SW 4,795,621 I FDRTHE GENERAL FUNDONLY THIS REPRESENTS UNDESIGNATED.UNRESERVE0 FUND BALWCE. CITY OF CARLSBAD OPERATING FUNDS PROJECTED FUND BALANCES PRWECTEO R4LANCE ESTIMATED JULY 1,2009 REVENUES ADOPTED BUDGET ADVANCES B FUND TRANSFERS RESERVED BALANCES PROJECTED BALANCE JUNE 30,2010 GENERAL FUND 1 REPAYMENT FROMSOLID WASTE aDVANCETOMEDlAN FUNO ADVANCE TO OOLF COURSE OPERATIONS ADVANCETOSCCRDA REPAYMENT FROMVILLACE RDA TRANSFER TO IT (NON~DEPT CONTINGENCY1 TOTAL GENERAL FUND SPECIAL REVENUE AFFORDABLE HOUSING BUENA VISTA CHANNEL MAINTENANCE CITIZEN'S OPTION FOR PUBLIC SAFETY COMMUNITY ACTIVITY GRANTS COMMUNlrY DEVELOPMENT BLDCK GRANT CULTURAL ARTS DONATIONS LIBRARY AND ARTS ENDOWMENT FUNO LIBRARY GIFTSIBEOUESTS LGHTlNGAND LANDSCAPING OISTRICI NO 2 LDCALCAELE INFRASTRUCTUREFUND MEDIAN MAINTENANCE POLICE ASSET FORFEITURE POLICE GRANTS PUBLIC ART RECREATION WNATIONS RENTAL ASSISTANCE SENIOR DONATIONS STREET LIGHTING STREETTREE MPlNTENPlNCE TOTAL SPECIAL REVENUE )ENTERPRISE I WATER OPERATIONS RECYCLED WATER OPERATIONS WASTEWATEROPER4TIONS SOLID WASTE MAWGEMENT TOTAL ENTERPRISE INTERNAL SERVICE WORKERS COMPENSATION RISK MANAGEMENT KLF-INWREO BENEFITS VEHlUE MAINTENANCE VEHICLE REPLACEMENT NFORM4TION TECHNOLOOY TOTAL INTERNAL SERVICE REDEVELOPMENT VILLAGEOPEWTIONSI DEBTSERVICE 4,714,036 2,572,700 1,501,567 (500.WO) VILLAGE LOWiMOU INCOME HOUSING 5.438.743 6EO.700 100.616 16QO.WOi 5,488,827 SCCRDA OPERATIONSI DEBT SERVICE 418 0 201.588 204,000 2.879 SCCRDA LOWiMOD INCOME WUSING 319.094 9.000 42.981 265.1 13 TOTAL REDNELOPMENT 10,532,351 3,342,400 1,846,763 11,231,888 TOTAL OPERATING FUNDS $109.788.030 $194.€46.868 $101.091.621 152.100.000) ($5.68;1.068) $104.501.210 ' FOR THE GENER4L FUND ONLY THIS REPRESENTS UNDESIGNATED. UNRESER\'EO FUND BALANCE TAXES PROPERTY TAX $47,190,622 $m.%7,m0 E11.939.000 SALES TAX 28.01 1.995 26,301,000 23.028.000 ClN OF CARLSWD OPEPAllNC FUNDS REVENUE ESTIMATES TRANSIENT TrlX FMNCHISE TAX BUSINESS LICENSE TAX TFANSFER TAX TOTAL TAXES ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 2007~08 20118~09 GENEML FUND I INTERGOVERNMENTAL VEHICLE LICENSE FEES 449.733 1m,aoo -1000% IEOOW) I HOMEOWNERS EXEMPTION 379,900 375.000 381.000 15% 6 OW OTHER INTERGOVERNMENTAL TOTAL INTERGOVERNMENTAL ESTIMATED REVENUE 20W.10 LICENSES AND PERMITS BUILDING PERMITS 611.024 450.000 455.000 5.W OTHER LICENSES 8. PERMITS 1,174,407 6M.000 343,OW -43 2% (261 WOI TOTAL LICENSES 8 PERMITS 1,391,521 1.OI1.000 -24.3% (265,000) AS 1C DIFFERENCE OF FY M.09 20M-09 TO PROJECTED 2009.10 I<.LII.AIISII L.5 C'I,LPi llllGL jliRFLCS IC-A. CI.AI3GES'O'SEEr CES CHARGES FOR SERVICES PWNNINGFEES 587.600 385,000 BUlLDlNG DtPi FEES 637.925 424.000 ENGINEERING FEES 1,443,665 569,000 AMBULANCE FEES 1.979.928 2.M4.OM 294,OW 399,OW YlO.OW 2.100.0W FINES AND FORFEITURES 1,338,203 l.m.0W 1.301.3W -23.6% 191,WO) 5.8% 125.~0) 12 1% (69.W01 2 7% 56WO INCOME FROM IWESTMENTS AND PROPERTY' 5,062,506 3,506.0W INTERDEPARTMENTAL CHARGES 2,268,528 3.415.0W OTHERREVENUESOURCES ~.438.181 882.5W TOTALGENERALFUND 1121,376,862 16116.5195W 4,061,950 3,522.587 939.150 $108.283.B78 'INTEREST IS WLCUL4TED ON AN AMORTIZED COST BASIS CITY OFCARLSBAD OPERAllNGFUNW REVENUEESTIMATES AFFORDABLE HOUSING AFFORDABLE HOUSING FEES 113.450 44 6% (105,OW) FEDERAL GRAM 8.611 612.000 -100 0% (612.040) STATE GRANT 400.535 0 0% 0 INTEREST 764803 400.000 400,000 0 0% 0 OTHER 550.095 0 0% 0 TOTAL AFFORDABLE HOUSING 1,905,445 1317,UUO 54 4% 17?7.000) AS Jh DIFFERENCE OF FY 0&00 200809 TO PROJECTED 2009-10 ACTUAL PROJECTED REVENUE REVENUE REVENUE SOURCE 2007-08 2008.30 SPECIAL REVENUE FUNDS I BUENAYISTACHANNEL MAIMENANCE BUEM VISTA FEES 82.679 0 0% 0 INTEREST 54.215 44.100 .24 2% 110.654 TOTAL BUENA VISTA CHANNEL MAINTENANCE 146.811 144.100 .7 4% f10.854) CITIZEN'S OPTION FOR PUBLIC SAFETY STATE FUNDING (AB3229) 184.862 1W.500 51 2% M.5W INTEREST 5.794 7.100 -100 OX 7.1M TOTAL CITIZENS OmlON FOR PUBLIC SAFETY 200.656 107.600 53 4% 57.400 ESTIMATED REVENUE 2009-10 COMMUNlWACTlVlTY GRANTS INTEREST 60.458 5 3% 2,OW TOTAL COMMUNITY ACTIVIW GRANTS 60.458 38.000 5 3% 2,OW COMMUNITY DEVELOPMENT BLOCK GRANT FEOEFALGRANT 477.978 927.000 31 4% (291.L51) INTEREST 47,202 50,000 95.000 -10 0% l5.OWl OTHER 37.095 4e.000 31 1% (14.0~) TOTAL COMMUNITY DEVELOPMENT BLOCK GRANT 582.275 1.022.000 30 4% (310.151) CULTURALARTS DONATIONS WNATlONS 74.493 12.700 48.000 278 0% 35.300 INTEREST 5,508 4.100 -100 OX l4.1W) OTHER 0 170.000 100 0% (170,OW) TOTAL CULTURAL ARTS DONATIONS 60.001 185.800 76 3.t~ (IYJBW) - LBRARYANO ARTS ENWWMENT FUND INTEREST 16.552 10,200 46 16 14.7W) TOTAL LIBRARY AND ARTS ENWWMENTFUND 16.552 10.200 4s 1% 14.700) LIBRARY GIFTSIBEQUESTS GlFTSiBEOUESTS 90.864 91.100 11 8% 10 900 INTEREST 5.240 3.800 -34 5Yn (2 -91 OTHER 0 74.600 -1000% (74 HK1) TOTAL LIBRARY GIFTYSEQUESTS 96.104 172.5W (86 150 LGHTINGAND LANDSCAPING DISTRICT NO. $2 LLD n FEES .i14.065 38s.290 180% 72,833 INTEREST 17.561 202 4% IIlb9 OTHER 6.000 0 0.0% 0 TOTAL LIGHTING AND UNDSCAPING DIST. NO n 437.626 392,290 22.2% 87.062 LOCALCABLEINFRASTRUCTUREFUND CABLE FEES 67,891 26 6% (400.~0) INTEREST 774 5,800 -56 9% 13,3001 TOTAL LOCAL CABLE INFRASTRUCTURE FUND 68,665 rn.800 -29 0% (103.300) MEDIAN MAINTENANCE MEDIAN MAINTENANCE FEES 361.316 385.421 367,904 0 7% 2 483 INTEREST 1,035 0 0% 0 TOTAL MEDIAN MAINTENANCE $362.351 1365,421 0 7% $2 483 WLlCf ASSET FORFEITURE ASSET FORFEITURES $163.467 575,OW A3 3% IS25.WO) INTEREST 43,051 23,OW 17,560 23.9% (5.500) OTHER 0 2.8W 10OG% 12.800) TOTAL POLICE ASSET FORFEITURE 206.518 100,000 33 G9. (33.MO) POLICE GRAMS FEDERAL GRANT 28,095 0 D'h 0 ~NTEREST 1330) 0 0 0% 0 TOTAL POLICE GRANTS 27.765 0 0 090 0 CITY OFCARLSBAD OPEFATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED DIFFERENCE PUBLIC ART INTEREST TOTAL PUBLIC ART RECREATION DONXTIONS DONATIONS 31.879 152% 4,100 INTEREST 7.559 -IOOW. ld7W TOTAL RECREATION WNATIONS 39.438 -1 9% (800) RENTAL ASSISTANCE FEDERALGRANT 6.326.173 5 4% 3W,WO INTEREST 53.219 .667% ~3OWa) OTHER 41.418 -77 8% l7WO) TOTAL RENTAL ASSISTANCE 8.420.810 4 7% 263,000 SENIOR DONATIONS DONATIONS 11.047 16 7% 6.000 INTEREST 11.292 181% (1.WO) OTHER TOTAL SENIOR DONATIONS 22.339 STREETLIGHTING STREET LIGWNG FEES $684.464 0 2% $1.341 INTERDEPARTMENTAL 0 0% 0 OTHER 297.897 INTEREST TOTAL STREET LIGHTING STREET TREE MAINTENANCE TREE MAINTENANCE FEES 457.930 0 6% 2633 INTEREST 29.363 TOTAL STREET TREE MAINTENANCE CITY OF CARLSBILD OPERATING FUNDS REVENUE ESTIMATES ACTUAL PROJECTED DIFFERENCE WATEROPERATIONS WATER SALES S15.W1,960 41 5% $7302.690 READYTOSER\IECHARGES 4,721,811 12 2% 729,060 PROPERTY TAMS 2,712,504 -$ 2% (40.000! NEW ~CCOUNT CHARGES 86,370 0 0% 0 BACK-FLOW PROGRAM FEES 113.277 0 0% 0 PENALTY FEES 250.287 0 0% 0 INTEREST 247.039 1DSOSb 19.500 ENGINEERING OVERHEAD 106,160 0 0% 0 SERVICE CONNECTION FEES 81,220 41 1% 20.000 AGRICULTURAL CREDITS 118.740 0 OYO 0 OTHER 2.893.3S2 -71 7% W1.&001 TOTAL WATER OPERATIONS 26.344,nO 25 1% 7,409.850 RECYCLED WATER OPEFATIONS WATER SALES 2,412,635 30 2% 992.955 READY.TGSERVE CHARGE 207.107 0 7% (.810 RECYCLED WATER CREDITS 1.102.MO 10 0% 1W.OW INTEREST 313.022 .20 0% [Sa.OW! OTHER 2,199,342 46 2% 96.150 TOTAL RECYCLED WATER OPEWTIONS 6.236.146 23 0% 1,200,975 WASTEWATER OPERATIONS SERVICE CHARGES 8,051278 9 6% BB8.954 MISC SEWER 23.013 12% ?.OW ENGINEERING OVERHEAD 154.971 00% 0 PENALTY FEES 79.601 0 0% a INTEREST 270.826 0 0% 0 OTHER 97.756 -92.2% (1 15.679) TOTAL WASTEWATER OPERATIONS 8,684,449 8.0% 751,275 SOLID WASTE MANAGEMENT INTEREST 446.478 294% (130.2751 RECYCLING FEES (AB838) 297.U4 0.0% 0 PENALTY FEES 51.638 0 0% 0 TWSHSURCHARGE 1.Bd6.085 0.7% 17,700 OTHER 195.711 429.690 303,168 TOT&LSOLlD WASTE MANAGEMENT 2.836.445 5.69. 190,583 ACTUAL PROJECTED DIFFERENCE INTERDEPARTMENTAL $1,882,385 5 G% 1@696001 INTEREST 342,100 -13 2% i25WOl OTHER -100 We TOTAL WORKERS' COMPENSATION 2.210.422 8 4% 1136,6001 RlSK MANAGEMENT INTERDEPARTMENTAL 1.322.380 18 1% 238.120 INTEREST -IWm (4.WDI OTHER 27.807 14 7% 3.200 TOTAL RISK MANAGEMENT 1,356,904 117% 238.320 SELF IISUREO BENEFITS INTERDEPARTMENTAL 898,370 207% 1BS.WO INTEREST 400.274 00% 0 OTHER 61,364 0 8% 562 TOTAL SELF4NSURED BENEFITS 1.360.WE 19.3% 186.842 VEHICLE MAINTENANCE INTERDEPARTMENTAL 2,554,815 164% 453.314 INTEREST 6.053 -1 WO% (1,2001 OTHER 2 1.082 148% 4.453 TOTALVEHICLE MAINTENANCE 2.580.850 16 2% 456.581 VEHICLE REPL4CEMENT INTERDEPARTMENTAL 1.937.3M 5.5% 115.003 INTEREST 520.261 -4 8% (15.0001 OTHER 187.383) 1 W 0% (S6.0001 TOTAL VEHICLE REPLACEMEM 2,370,228 0 2% 4,883 INFORMATION TECHNOLOGY FEDEMLGMNT 1d0.878 0.0% 0 INTERDEPARTMENTAL 5.419.703 0 1% 2.654 INTEREST 227.W7 -26.4% (28.000) TOTAL INFORMATION TECHNOLCGY 5,788,188 0.4% 1243461 CITY OFCARLSBAD OPEWTING FUNDS REVENUE ESTWATES ACTUAL PROJECTED I ESTIMATED I 6.5 90 DIFFERENCF VILLAGE OPEPATlONSIOtBT SERVICE RENTAL INCOME 567,406 IUJ.000 1 W 0% i543.OW) I TP.X INCREMENT 2,859,568 2,736,000 2.042.700 -3 5% 1853W1 REVENUE REVENUE REVENUE SOURCE 2007-08 2m)38 OP , . INTEREST 174,491 1lO.WO 30,000 72 7% iBn.OUU) OTHER 320.719 1000% 17.8Wl TOTlZL VlLLdGE OPERATIONS I DEBT SERVICE 3,222,182 2,698,800 2.672 700 ~7 8% (2ZS.IW) VILLAGE LOW AND MOD INCOhlE HOUSING TAX INCREMENT 666.886 684,000 560.700 -180% (123,300) INTEREST 257.785 170.000 -41 2% (70.0W) TOTAL VILLAGE LOW AND MOD INCOME HOUSING 922.671 064.000 22 6% (193.3W) REVENUE 2OQ9-10 SCCROAOPERATIONS! DEBTSEWICE INTEREST t4.755 3.800 $00 ovs (3.8~1 OTHER 3.400 0 TOTAL SCCRDA OPERATIONS I DEBT SERVICE 18.185 3,Mo l00OV. 138WI . . . .. OF FY 08-09 2008-08 TO PROJECTED 2009.10 SCCRDA LOW AND MOD INCOME HOUSING INTEREST 2i.059 9.000 "38 2% 12000) -- TOTAL SCCROA LOW AND MOD INCOME HOUSING 2i.050 11.000 9.000 .182% 12,WO) TOTAL REDEVELOPMENT FUNDS w.1~4.04a $3342.400 .(I 3% (S~~JMO) TOTAL OPERATING 5197,523,8119 $182,943,421 $144,605,888 0.9% $1,662,~8 1 POLICY/GROUP POLICY AND LEADERSHIP GROUP PROGRAM: POLICY AND LEADERSHIP GROUP FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE & OPERATlONS CITY COUNCIL [9% /CI'y;ERK PROGRAM: CITYCOUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110 AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: As the legislative body of the City, the City Council establishes the policies and regulatory ordinances under which the City operales. The City 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: Meetinq 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 2009-2010: Carlsbad is a city that prov~des exceptional, top quality services on a daily basis by proactively listening, engaging and responding to our citizens. Balanced Community Development Be a city that connects community, place and spirit, through balanced and economically sustainable land uses. Citizen Connection And Partnership Be a city that embraces Community connectivity through the effective use of technological and interpersonal mediums. Communication Ensure that community members, Council and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government. Environmental Manaqement An environmentally sensitive community by focusing on: conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. Financial Health . Pursue and implement proactive strategies that support sustainable economic health and manage Ctty resources effeclively. Learninq. Culture &Arts . Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Parks / Open Space /Trails Acquire, develop and maintain a broad range of open space and recreational facilities that actively address cilizen needs which are fiscally responsible, and are ConSiSlent wlth the General Plan and Growth Management Standards. C-2 PROGRAM: CITY COUNCIL FUND: GENERAL PROGRAM GROUP: CITY COUNCIL PAGE TWO ACCT NO. OOlOllO KEY GOALS FOR 2009-10 (continued): Safe Community Maintain a safe and secure community through collaborative partnerships. Public safety providers support high standards, deliver protection of life and properiy and encourage community involvement in prevention and preparedness efforts. Transportation 1 Circulation Provide and support a safe and eMctent transportation system that moves people, services and goods throughout Carlsbad~ Water Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclaimed water incorporating drought-resistant community principles. SIGNIFICANT CHANGES: Due to the economic recession. City Council salaries were reduced 5% in FY 2008-09. The City Council Contingency Account was reduced by $800.000. which will leave $500.000 available in the Non Departmental Account. PROGRAM: CITY CLERK FUND: GENERAL PROGRAM GROUP: CITY CLERK ACCT NO. 0010210 AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: The City Clerk is the City's Elections Official, Leqislative Administrator, and Records Manager. As Elections Ofticial, !rlc ~il; C c~k admtn slek Slde and ioca ~rotcjult:~ ihlough wh~cn local government ~el~resenlatlves are secctcfl Iric (;II:IK asssts zandidates ~n meeting tbe r egal responslb~l ties oefore. d~rntJ an0 aflcr all olecllon As a Legislative Administrator, the City Clerk assists in the decision-making process of the local legislature. The Clerk prepares the legislative agenda, verlfies that legal notices have been posted and published. and completes necessary arrangements so that the City Council may conduct an effective meeting. As Records Manager, the City Clerk oversees the presewation and protection of the public record. By statute, the Clerk is required to maintain and index the Minutes. Ordinances, and Resolutions adopted by the legislative body. The Clerk also ensures that records are readily available for the public, The City Clerk is an elected position. KEY ACHIEVEMENTS FOR 2008-09: Continued Customer Service Efforts: . Posted weekly aqenda items and public notices on website for enhanced public access . - Provided agendas, agenda bills, minutes, resolutions, and ordinances to the public via the Internet DocPub system lo allow citizen access to historic information instantaneously. . Responded to Clerk lnternet mailbox inquiries immediately throughout the day. Continued to provide Passport Acceptance services. . implemented Statements of Economic Interest filing automation. Provided enhanced recording of Council Meetings through Granicus video streaming and minutes maker software. Created standardized guidelines and training for members of city boards, commissions, and committees. . Completed preparation of Election Manual fir use in City Clerk Department. . Analyzed bond release procedures and idenlified options for streamlining the process KEY GOALS FOR 2009-10: Continue compliance with mandates of Federal, State, and Local laws. . Continue provision of Passport Acceptance Sewice. . Establish standardized training program for newly appointed members of boards, commissions, and committees. . Implementation of uniform guidelines for administration of elections and related matlers. SIGNIFICANT CHANGES: . None PROGRAM: CITY TREASURER FUND: GENERAL PROGRAM GROUP: CITY TREASURER ACCT NO. 0010310 AINTENANCE & OPERATIONS 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 Manaqement 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. lnvestment Manaqement Develop and maintain the City's lnvestment Policy and present annually, or as necessary, to the City Council for approval. Incorporate in the lnvestment Policy any changes in the City's financial requiremenls that affect Investments. Ensure compliance with the California Government Code. Develop and maintain a pooi of investments for the City and its agencies. . Research daily international and national 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 maturitv date. ~~~ ~~~ ~, ~~-~- Solic~t 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. PROGRAM: CITY TREASURER FUND: GENERAL PROGRAM GROUP: CITY TREASURER PAGE TWO ACCT NO. 0010310 PROGRAM ACTIVITIES (continued): ReDortina and Oversight Develop and present to the City Council monthly reports of investment activities. . In a timely 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 lnvestment Review Committee each quarter, or more frequently as needed. Meet frequently with Council and Leadership team to coordinate monetary policy with financial goals. WORKLOAD STATISTICS: (ESI.) FY 2006 FY 2007 FY 2008 FY 2009 . Portfolio Balance (millions of $) $512 $516 $556 $563 $560 . Investment Activity -Transactions -Average Buy (millions) $3.76 $3.41 $4.20 $1 91 $1.88 KEY GOALS FOR 2009-1 0: Financial Health 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. Learninq, Culture & Arts Offer speaking engagements on City cash management and investments Further develop andprotect the ~reasur~ page af the City's web site, informing the community of the mission of the Office of the Treasury, the City's lnvestment Policy, and investment activitles. Use the web site as a forum to receive and respond to community comments and questions. SIGNIFICANT CHANGES: None PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER ACCT NO. 001 1010 PERSONNEL MAINTENANCE 8 OPERATIONS PROGRAM GROUP DESCRIPTION: The City Manager's Office supports the operational function of the City. In addition to maintain~ng the operations of the Citv. the Citv Manaaer assists Citv de~artments toward achievement of the Citv Council's strateoic ooals as well , . < < as organizational 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 the City Council in policy development. PERFORMANCE MEASURES: The City Manager's Office is measured by the overall success of the organization in accomplishing the organizational goals of the City. KEY GOALS FOR 2009-2010: Carlsbad is a city that provides exceptional, top quality services on a daily basis by proactively listening, engaging and responding to our citizens. Balanced Communitv Development Be a city that connects community, place and spirit, through balanced and economically sustainable land uses. Citizen Connection And Partnership Be a city that embraces Community connectivity through the effective use of technological and interpersonal mediums. Communication . Ensure that community members. Council and staff are well informed, continuing to be a more responsive government while providing a high level of citizen confidence in its government. Environmental Manasement An environmentally sensitive community by focusing on, conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. PROGRAM: CITY MANAGER FUND: GENERAL PROGRAM GROUP: CITY MANAGER PAGE TWO ACCT NO. OOIIOIO KEY GOALS FOR 2009-10 (continued): Flnanclal Health . Pursue and implement proactive strategies that support sustainable economlc health and manage City resources effectively. Learnina. Culture 8 Arts Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Parks I O~en S~ace / Trails Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the Generai Plan and Growth Management Standards. Safe Community . Maintain a safe and secure community through collaborative partnerships. Public safety providers support high standards, deliver protection of life and properly and encourage community involvement in prevention and preparedness efforts. Transportation 1 Circulation Provide and support a safe and efficient transportation system that moves people, services and goods throughout Carisbad. Water Ensure, in the most cost-effective manner, water quality and reliability to the maximum extent practical, to deliver high quality potable and reclalmed water incorporating drought-resistant community principles, SIGNIFICANT CHANGES: . A 0.5 limited term management intern position was eliminated in FY 2009-10 due to the economic recession. PROGRAM: COMMUNICATIONS FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: COMMUNICATIONNOLUNTEERSNIDEO PRODUCTION LOCAL CABLE INFRASTRUCTURE FUND ACCT NO. 0011012100110131001101511381010 AINTENANCE & OPERAIONS SPECIAL REVENUE I 222,8291 60,901 TOTAL FUNDING $923,1851 $1,118,1701 $1,220,116] $928.446 PROGRAM GROUP DESCRIPTION: The Communications Department is responsible for coordinating the dissemination of information, reqardinq various s~ty Issues and progralns trlro..yn tho inc?ola, v.rullcal~ons, clty ieo site and video In aodlion to a ~;rn~l-~l~cations Manager :no dopanmfnt incl~.oes J Cornmun~cJtlons Coord tlatot. who asslsts the deoanmenl w~lh iolnmun catlons- related activities and a Community Volunteer Coordinator, who facilitates connecting residents Interested in volunteering with city volunteer opportunities. The Video Production Manager produces four video magazines, which air during the quarterly Council break, including the State of the City Address. PROGRAM ACTIVITIES: Customer Service Provide the residents and customers of Carisbad with clear concise. coordinated information regarding policies, sewices and opportunities available throughout the city. KEY GOALS FOR 2009-1 0: TOD-Qualitv Services Provide the residents and customers with information regarding city programs and opportunities Continuously update residents and customers on the progress of city programs and policies. Provide training to staff on communications issues. communication . Assist in implementing the City Council's communication and citizen connection and partnership strategic goals. . Redesign and assist departments with providing content for the city's Web site. . Continue city logo implementation to provide a consistent and cohesive citywide brand. . Record, produce and televise meetings that occur in the council chambers. Coordinate community outreach and forum activities, which continue to be top priorities. Work with Video Production Manager to improve streaming video quality and delively~ Work with Video Production Manager to provide more video content on the city's Web site. . Involve volunteers to maintain and/or increase capacity while revenues are declining. PROGRAM: COMMUNICATIONS PAGE TWO FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: COMMUNICATIONNOLUNTEERSNIDEO PRODUCTION LOCAL CABLE INFRASTRUCTURE FUND ACCT NO. 001101210011013/001101511381010 KEY ACHIEVEMENTS FOR FY 2008-09: The Communication Department is now responsible for programming its own cable channel. Local cable infrastructure funds will be used for the associated capital costs. The department continues to redesign the city's Web site, which will go live in the second half of 2009. In addition, the department continues lo implement the new city logo to provide a consistent and cohesive citywide brand. The number of volunteers increased by 57 percent and they donated a total of 30 percent more hours than the prior fiscal year. SIGNIFICANT CHANGES: . The city is now responsible for televising its own public meetings. The capital costs will be funded with the Local Cable Infrastructure Franchise Fees the city receives. . To reduce costs, the city calendars will no longer be printed, the Community Services Guide will be reduced by 25%. and a vacant part-time position will be unfunded. PROGRAM: CITY ATTORNEY FUND: GENERAL PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210 AINTENANCE & OPERATlONS PROGRAM GROUP DESCRIPTION: Provide legal advice, assistance, and guidance in accomplishing and implementing the City Council's goals which are: A City that connects community, place and spirit, through balanced and economically sustainable lands uses. A City that embraces community connectivity through the effective use of technological and interpersonal mediums. . An environmentally sensitive community by focusing on conservation, storm water, sewage collection and treatment, solid waste, and cost effective and efficient use of energy including alternative energy sources. A City that provides and suslains exceptional programs, policies, services and infrastructure. Ensure that community members; council and staff are well informed, continuing to be a more responsive government and a high level of citizen confidence in its government. Pursue and implement proactive strategies that support sustainable economic health and manage fiscal resources effectively. Promote and support continuous learning, cultural opportunities and the arts within the community and the City organization. Acquire, develop and maintain a broad range of open space and recreational facilities that actively address citizen needs which are fiscally responsible, and are consistent with the General Plan and Growth Management Standards. Provide and support a safe and efficient transportation system that moves people, sewices and goods throuahout Cartsbad. ~ ~ = ~~ ~~ ~--- . Ers~re n t~ie most costeffect~rc marlllel wdlur q~allty *rid telabllty to :ne nraxiltwlr~ extent n-a(:lfr~l, lo oe lver hlgr qJa ~ty potable and recla med *aler ~ncorpocatirg orought re5 stant ccllllrlLnlty wnc plas PROGRAM ACTIVITIES: The City Attorney's Oflice provides legal advice and representation to the City Council, Housing and Redevelopment Commission, Carlsbad Municipal Water Distrlct. 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. This office drafts and reviews all resolutions, ordinances, contracts, bonds, election petitions, and other legal documents. The office is responsible for all litigation on behalf of or against the City. Carlsbad Municipal Water District, Redevelopment Commission, or other City entities. The office is handling more litigation in-house in order to reduce outside attorney's costs. KEY GOALS FOR 2009-10: 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 decis~ons to carry out the goals of the City Councll. SIGNIFICANT CHANGES: The City Attorney is now General Counsel to the Carlsbad Tourism Business Improvement D~strict C-I I ADMIN SRVCS ADMINISTRATIVE SERVICES PROGRAM: ADMINISTRATIVE SERVICES FUND: VARIOUS PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY PERSONNEL MAINTENANCE & OPERATIONS HEAl ADMINISTRATIVE INFORMATION TECH NOLOGY 35% .TH INSURANCE 6% I RISK MANAGEMENT 8% WORKERS COMPENSATION 10% PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12 and 0010810 AINTENANCE & OPERAIONS PROGRAM GROUP DESCRIPTION: Administrative Services is dedicated to developing busmess systems that support the high level of performance demanded from all City departments Creatlon of systems that improve and streamline business services provided to both internal and external customers, assuring the integrity and reliability of financial data, budgets and forecasts, and the creation of a highly dependable, flexible, responsive and secure information system are among the top priorities for the Administrative Services staff members. In the future, the challenge will be to accomplish these goals within a framework that balances the cost and benefits of each service. KEY GOALS FOR 2009-10: . The Deputy City Manager is responsible for assisting each department in the accomplishment of its goals. The Dcp~ty C 1). PJrlanagcc s pr mary role is 10 remore -caablocks coordirlatc Jcpaltmen: efforts. oea w tl>:o~npct nG p~ wll~cs asslst v~ltl icsou~cc al0.8: on, and provloe leadersh p and sJr,volt lor Administrat~re Servlccs staff . The Deputy City Manager is responsible for furthering leadership and employee development, workplace improvement, and communications through implementation and support of a number of programs designed to strengthen ieadership skills, enhance employee knowledge, skills and abilities, and enhance the culture of the organization. . As a member of project teams, the Deputy City Manager is responsible for the creation of financing programs that support the City's capital improvement efforts, including major road projects. water projects, parks, open space, and trails. As part of the Leadership Team, the Deputy City Manager is the spokesperson for Administrative Services issues with the top leadership of the City. With the other members of the Leadership Team, the Deputy City Manager is responsible for the creation of an organization that can achieve the Council's goals and vision. SIGNIFICANT CHANGES: In an effort to reduce costs and full time staffing. Administrative Services has eliminated one position, an Administrative Secretary position, and is now filling support needs through sharing the resources available in Finance. Human Resources, Risk Management, and lnformation Technology. 0.5 full-time posltlon In Information Technology is being moved to a part time position to more accurately present work performed. PROGRAM: FINANCE FUND: GENERAUENTERPRISE PROGRAM GROUP: FINANCE ACCT NO. 0011310 MISSION STATEMENT: MAINTENANCE B. OPERATIONS WATER ENTERPRISE Our mission is to ensure that the City of Carlsbad makes sound financial decisions by setting and implementing a strategic financial direction. 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 strtving to go above and beyond expectations. STORM WATER SOLID WASTE SEWER ENTERPRISE TOTAL FUNDING PROGRAM ACTIVITIES: Lonq-Range Financial Pianninq and Budqet Manaaement Prepare ten-year operating forecasts incorporatlng various "what-if' scenarios to facilitate decision-making for the City Council and City departments. . Prepare and monitor annual cap~tal and operating budgets to allocale resources in a cost-effective manner in alignment with the City Council's goals. Perform bi-annual revlew of all City fees and annual cost allocation plan. 0 0 155.743 $3,569,895 General Accounting and Reworting . Accurately bill, collect, record, and report all City revenues including follow-up of delinquent accounts. Prepare checks for City employees and for service and commodity suppliers. . 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 the City Council and City management with timely monthly financial reports. . Perform in-house internal control reviews as needed. Assessment 1)14r1rl/Con1m1ln lv ruc~ t esUlj1r.H .CFDj AUII IIIS~,&QC . ksslsl in cva ~ar on and lollndl ur~ of new dlstrlcl; 15,260 15,260 163,530 $4,099.707 . 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. Purchasinq . issue and manage formal bid and quotation processes. Track and renew annual commodity and service contracts and joint agency contracts . Assist City departments in the creation and administration of contracts. 16,002 16.002 192,018 $3,619,052 16,941 16,941 203.291 $3,596,908 PROGRAM: FINANCE FUND: GENERALIENTERPRISE PROGRAM GROUP: FINANCE PROGRAM ACTIVITIES (continued): ReceivinQ Messenqer, and Mail Services Act as shipping and receiving for the Faraday Administration Center . Direct disposal of surplus and lost/unclaimed property. Collect outgoing City mail and apply postage. . Sort and distribute all incoming City mail. WORKLOAD AND PERFORMANCE INDICATORS: PAGE TWO ACCT NO. 0011310 Awards received for Annu KEY GOALS FOR 2009-10: Financial Health Continue to monitor the economy and the impact to the 10 Year Financial Forecast to ensure the General Fund remains in balance. Implement Council Policy 74 - General Fund Reserve Guidelines approved by the City Council April 2008. Partner with Economic Development Program in developing an economic strategic plan to document the current economic conditions within the City of Carlsbad and develop action plans and opportunities for improved economic sustainability in the future. Continue to audit internal operations of the City as well as external vendors as appropriate. Partner with the Carlsbad Municipal Water District in implementing a new rate structure including drought rates and incorporating the revised rate structure into the Utility Billing System. SIGNIFICANT CHANGES: None PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550 PERSONNEL MAINTENANCE B, OPERATIONS MISSION STATEMENT: People are our priority ... We take care of the people who take care of Carlsbad PROGRAM ACTIVITIES: Staffing, Recruitment, Selection: . Proactively manage city staffing in alignment with city financial goals. . Assist departments in job design/redesign efforts to facilitate restructuring and efficiency in~tiatlves Proactively plan and schedule recruitment efforts for anticipated key vacancies in FY 09-10. Recruit and select exceptional employees. m Implement technologies to streamline employment application and selections processes. Employee Development: Provide employee development opportunities for city staH. Identify skill yaps in the workforce and conduct targeted training. . Create development tracks for specific employee groups. Focus in the areas of business acumen, project management, performance management and accountability. Continue to provide leadership development programs including coaching, assessment tools, and educational resources. Obtain and implement a technology solution to efficiently manage and organize the City's employee development efforts. Performance Management and Compensation: Increase the capability of supervisors to deliver constructive feedback to employees and manage performance. . Conduct salary surveys to ensure city employee compensation is aligned with the local labor market, Employee Relations/Labor Relations: Engage in monthly labor-management forum. Continue to service on city-wide communications committee. Provide resources and support for labor negotiations. PROGRAM: HUMAN RESOURCES FUND: GENERAL PROGRAM GROUP: HUMAN RESOURCES WORKLOAD STATISTICS: Measures for Recruitment* Number of applicants processed Number of recruitments processed Number of eligibles on employment list Number of new hires Number of promotions/transfers 'as of 412812009 PAGE TWO ACCT NO. 001 1510 THRU 001 1550 KEY ACHIEVEMENTS FOR 2008-09: . Conducted comprehensive RFP and selection process for a Human Resources Information and Payroll System (HRIS). Responded to significant audit from CalPERS and implemented procedural changes to ensure future compliance. . Re-engineered management goal system and trained management employees on new system. Implemented a succession planning and employee develop process for Police Department to ensure adequate pool of talent is available to promote personnel into leadership positions. Developed an annual training and development program to meet changing organizational needs. Implemented a process for Leadership Team to prioritize and manage hiring to meet chang~ng economic climate. Researched retirement system options and communicated information to City Council, employees and the communlty~ Formed committee with the Bargaining Unit representatives to research the benefits, costs, and design options of a City-sponsored Retirement Health Savings Plan. lmplemented an hourly employee staffing process for the Library that can be used as a model for other Cily departments. KEY GOALS FOR 2009-10: Labor Negotiations - CPOA 8 CFA HRIS Implementation Workforce Planning . Leadersh~p Development Employee development with focus on business acumen, project management, performance management and accountability. SIGNIFICANT CHANGES: Due to the economic recession, the Employee Health Fair and Employee Appreciation Event have been eliminated, and executive recruiting will be performed in-house. Transfer of 0.15 of a full-time position from Worker's Compensation to Human Resources to better reflect the allocation of resources. PROGRAM: RECORDS MANAGEMENT FUND: GENERAL PROGRAM GROUP: RECORDSMANAGEMENT ACCT NO. 0011610 AINTENANCE & OPERATIONS PROGRAM DESCRIPTION: The Records Management Department is responsible for developing and implementing city-wide 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 preservalion and storage of information. The Records Management Department also provides staff support for the City Clerk. PROGRAM ACTIVITIES: Records Manaqement . 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 City Clerk functions such as elections, the Public Records Act, noticing, processing documents for recordation, and updating the Municipal Code. Assist the public and City staff by providing information such as minutes, agendas, ordinances, resolutions, deeds, and other critical documents. KEY ACHIEVEMENTS FOR 2008-09: . Continued implementation of the DMS Master Plan that Included an audit of system security and accuracy, creating a training plan, and the analysis and design of Election documents and Fire Department records for inclusion in the system. Assisted Public Works in evaluating options for cost savings and improved methods for records scanning, retention, storage, and destruction. . Colrp cleo in c&chc nl gral on pro.ect . 4ssgs:ed PW Fnglieer ng v/ lh 3MS dcs yr~ for scarlning cf project f les . Ass.s!ed P'A' AAdmln,strat~on wit'> DM5 re deslgn for scalln ng of i-s~larlce cert~ficates KEY GOALS FOR 2009-10: Top Quality Services Continue with implementation of the DMS Master Plan roles and responsibliities. Continue lo educate key personnel on the use of the DMS, Electronic Records, Public Records Act, and Subpoena processing. . Continue lo provide resource information lo organization via lntranet and the public via the Internet. Review and update Electronic Records policies and standards. . Prepare Records Emergency Action Plan for responding to disasters. . Analyze retention requirements for various types of contracts and agreements and identify option for elimination of paper documents. SIGNIFICANT CHANGES: None D-7 PROGRAM: WORKERS COMPENSATION FUND: SELF INSURANCE PROGRAM GROUP: WORKERS' COMPENSATION ACCT NO. 6111520 PERSONNEL AINTENANCE & OPERATIONS MISSION STATEMENT: People are our priority ... We promote the development, well-being, and success of employees and the organuation, PROGRAM ACTIVITIES: Workers' Comaensation Claims and Administration This fund is util~zed to provlde 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 = 5.1 (for the period of 07!01!07 - 06/30108) KEY GOALS FOR 2009-10: TOD Quality Services Continue to improve systems to monitor lost days of work. share data with management, and make recommendations to reduce the number of days an employee is out of the workplace. SIGNIFICANT CHANGES: . Transfer of 0.15 of a full-time position from Worker's Compensation to Human Resources to better reflect the allocation of resources. PROGRAM: RISK MANAGEMENT FUND: GENERAL LIABILITY SELF-INSURANCE PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930 AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: Risk Management administers the funding of the self-insured and insured portions of the program: manages the admin~stration 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: Litiaalion Manaoement . Tlw l~tiu 15 LS~O 101 se~tet~tents, wsts and ucfcltse cxpcllses lilc,rrcd as the resJlr of genelul l ab~l ly cla,ms aaair~sl [lie C ty, and lo1 reldlea adlnli strat oft artd irts~rarice exparlsas Ris* Ma~ia!~e~nenr works w ti the Cilv ~itorne~'s office and outside counsel to monitor, control, and resolve litigated matters in the areas of propert;, casualty, and general liability. I nsurancelSelf-Insurance . Directs the marketing, renewal, planning, and funding of the insured and self-funded portions of the program; administers the general liability self-insurance funds. Clalms Manaaement Directs and administers the claims management program for property, casualty, and general liability. Loss Preventionirraining Provides recommendations and training for various City departments to min~mize the risk of loss. KEY ACHIEVEMENTS FOR 2008-09: Top-Quality Services Developed an inventory of CityiCMWDiRedevelopment real estate. (Team Goal). . Third year of 4-year goal to determine the feasibility of a Human Resources System (HRIS)(Team Goal). . Addressed Public Works safety assessment findings and provided customized illness and Injury prevention programs to PW Divisions (Team Goal). KEY GOALS FOR 2009-10: Top-Quality Services . Select and begin implementation of a Human Resources Information System (HRIS). SIGNIFICANT CHANGES: Rlsk Management IS sharing an Administrative Secretary with the information Technology Department and unfunding 05 of the position, PROGRAM: SELF-INSURED BENEFITS FUND: INTERNAL SERVICE PROGRAM GROUP: SELF-INSURED BENEFITS ACCT NO. 6131520 AINTENANCE & OPERATIONS 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 dental and life insurance premiums for all employees. SIGNIFICANT CHANGES: . None PROGRAM: INFORMATION TECHNOLOGY FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710 ERSONNEL AINTENANCE & OPERATIONS MISSION STATEMENT: Provide resources that will supporl departments in the performance of work tasks through the effective use of technology. PROGRAM ACTIVITIES: Computer and Telecommunication Support Services . Ensure that all City computers and the City's telecommunication network remain operational with minimum downtime. Guarantee avaiiability and security of City network computer resources available lo both staff and the public. Provide suppon for all standard City applications. e Ensure that the City is receiving best value for technology goods and services provided by outside vendors. Provide the necessary supporl for all telephone and data communication equipment. New Svstems Su~~orl Meet the information needs of the users and encourage the appropriale use of computers and communication technology to increase productivity and enhance communication. Enhance the City's Internet site for improved communication with residents, business and visitors. Enhance and support the new web-enabled City-wide financial system. WORKLOAD STATISTICS: IT HeiD Desk Sewices Total number of help tickets opened for the year Average number of help tickets opened per month 593 Percent of urgent priority resolved within I hour 83% Percent of h~gh priority calls resolved within 3 hours 90% Percent of requests resolved in one on-site visit 79% Percentage of employees rating IT services as good to excellent 88% KEY ACHIEVEMENTS FOR 2008-09: Began the modernization of the City's technology infrastructure through implementation of new network switches, remote access devices and staff and public wireless at all major City facilities. This will provide the foundation for future technology enhancements and capabilities for the City of Carlsbad. Developed the first data mart for the Public Works Maintenance and Operations division that focused on water rates and usage data The data marl, using a business intelligence approach, will integrate and depict data in new and more meaningful ways. The water rate and usage data is able to extract from multiple systems and load into a central location to serve the needs of a specific group The goal was to provide precise information to users in a timely manner to facilitate accurate decisions~ PROGRAM GROUP: INFORMATION TECHNOLOGY FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE TWO ACCT NO. 6401710 KEY ACHIEVEMENTS FOR 2008-09 (continued): Increased citizen access to City services and information by developing and deploying a new City Internet site. This new site will be consistent with the newly created graphical design and navigation framework to better serve the residents, businesses and visitors. The new site will also include content management tools to enable City staff to easily maintain their area specific content. Improved the use of software and information systems used by City staff. Implemented Microsoft Collaboration Services - this includes Outlook email, Live Meeting and Sharepoint. Additionally, by providing these services through a hosted environment, costs have been reduced and IT staff time can be devoted to strategic initiatives. . Further refined the City-wide multi-year Strategic Technology Road Map. The Road Map brings together people, information and technology to create a plan showing how resources should work together to support the business of the City. In conjunction with Human Resources and Risk Management staff, conducted a needs analysis for a Human Resources lnformation System (HRIS). An effective HRIS can manage all employee information such as name, department, job title, salary, salary history position history, training, benefits selected and more. The goal of HR technology is the help HR professionals get their daily business done quickly so they can focus their time on more strategic or consultative work. A vendor was chosen, and the product / solution are set to go before the Leadership Team for revlew in early FY 09110. With the use of an outside security firm, completed a City-wide security audit on a broad range of computer network security issues. The audit provides a comprehensive report on current status as well as a future strategic plan to improve the security of our systems and information. lnformation from this audit allowed the lnformation Technology and Finance Departments to deploy a web-based bill pay system for Utility Billing. In conjunction with staff from the Developmental Services areas, established an information system plan to leverage technology to optimize development services processes, ensuring an information system that is reliable, predictable, and fast. KEY GOALS FOR 2009-10: Expand the Business Intelligence Data Warehouse program which combines and transforms information from disparate sources and makes that information directiy accessible. This will reduce the need for IT to write many reports that are often used to address a onetime and immediate query. More accessible information enables City Staff to more readily explore opportunities, create strategies, and conduct analysis which can assist in their decision making abilities, Further the modernization of the city's network infrastructure. This initiative focuses on networklweb infrastructure replacements, upgrades and improvements that began in FY 2008-09. This effort includes continued implementation of securlty infrastructure and practices identified in the security roadmap defined in the FY 2007-08 security audit; and operational efficiencies to be gained through desktop virtualization. Just as virtualization of our network servers has increased utilization and efficiencies in the data center, desktop virtualization has even a greater potentiai to reduce hard costs, support costs and increase user flexibility. With a newly implemented city Web site, built upon a strong, scalable and multi-use platform, the City is positioned to more easily provide additional online services and access to information to our constituents. Consistent with the E-Government Act of 2002, the Web site supports many citizen facing and efficiency improvement initiatives the City seeks to employ. In general, the e-government initiative will promote use of the internet and other information technologies to provide increased opportunities for citizen participation in Government; and at the same time improve the ability of the City to achieve agency missions and program performance goals. To cope with today's always connected buslness environment. we need to equip staff with the toois they need to focus on their work. Employees can produce work more efficiently, work together in teams from different locations to arrive at business critical insights, forge better relationships with customers and partners, and effectively manage unexpected situations as business conditions change. Enabling thls kind of productivity requires a drategic approach to collaboration - one where we streamline our operational environment and reduce the number of point collaboration solutions used Our goal is to implement a single, scalable technology to provide city staff integrated communications, collaborative workspaces, access to information and people, and automated workflow processes. PROGRAM GROUP: INFORMATION TECHNOLOGY PAGE THREE FUND: INTERNAL SERVICE PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710 SIGNIFICANT CHANGES: . Information Technology is sllaring an Administrative Secretary with the Risk Management Department and unfunding 0.5 of the position. . A vacant part-time desktop support position is not beng filled. A 0.5 full-time position is being moved to hourly to better reflect actual work. PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. OOI-VARIOUS 2008-09 2009-10 2006-07 2007-08 REVISED ADOPTED GENERAL FUND ACTUAL ACTUAL BUDGET BUDGET Miscellaneous Non-Departmental Expenditures Beach Parking Community Contributions 33,714 45,000 0 0 Disasler Preparedness 1,270,956 595.957 0 0 Dues and Subscriptions 54,749 52,904 66,900 73,800 Legal Services 117,087 246,666 200.000 160,000 Management Incentive Pay' 0 0 254,000 0 Miscellaneous Expenditures " 4,867,960 29,333 50.000 50,000 Personnel Savings 0 0 0 (800,000) P~opclly Tad arlu Clnar Ail,, .n sl!al!on 453 8;5 425 28- 4~ 701 56: 000.. lola Mlsrc ,ancous hon-:>epann>rola txpend 1 .,rc i8liJ.M. 337 767 1 087 GOO 84 800 Transfers Hosp Grove Deb1 Service Infrastructure Replacemenl Fund 7,200,000 7.900.000 7,550,000 6.538.000 Miscellaneous Transfers Out 0 10.850.000 0 0 Irsnrfer I, C'17rrn bl'ater l'rog~~m 0 138 89C . _ 0 - .. 177 000 Tota Gendral - Fun0 Transfers .......... .........-......... 7 4i5 030 19 163 @Or 1 640 OL: 6.-15 000 Total General Fund Non-Departmental $14.293.341 $20,561,567 $8,737,600 $6,799,800 Council Contingencies Contingencies (Adopted budgel) -. - .... . . .. . GENERAL FUND TOT. $14 293 34'. .... SZoAtil !5ri7 $10 137 - 63C 53,298 800- . .- ..... .- CARLSBAD COMMUNITY CONTRIBUTIONS FUND - - . - - . - - . . - . . . . . Con1nu711y Acl.v!Iy Grants 839.OCO ... s33 Ooc .. .- 140 .. O'Ji -. ... ... 540 OLIU Ac1.d ekprllull.lc's lo1 Manayerrel01 lric?lll ve Pay ale leflccteu urlh n the 11.d v 3.~1 deps'tmenls " In F s:a Year 2306-07're C ty sel asloe 1,n.J ng of 04 837 6i0 for a Reltree ~eallh Care Tr~sl funa PUBLIC SAFETY PUBLIC SAFETY PROGRAM: PUBLIC SAFETY FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE & OPERATIONS FIRE 38% POLICE 62% PROGRAM: POLICE FUND: GENERALlSPEClAL REVENUE PROGRAM GROUP: POLICE SUMMARY MISSION STATEMENT With a commilment 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 ~ntegrity. 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. PERFORMANCENVORKLOAD MEASURES: 2008 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 6.000 responses have been received to date. FBI lndex Crimes Per 1,000 Population Citizen Satisfaction: % Rating Service as Good or Excellent Communitv Perce~tion of Crime The Police Deparlment measures citizens' perceptions of crime bv askino. "How safe do vou feel walking alone in 2004 2005 2006 2007 -. - your neighborhood? The percenl responding "very safe" L..- .- . .- Crime The Police Department measures crime with the FBI index crimes. FBI lndex crimes include homicide. rape, robbery, aggravated assault, burglary, larcenyltheft, and motor vehicle theft. Community Perception of Crime 1 /s reflected in the chart to the right. I 0% 20% 40% 60% 80% 100% I PROGRAM: POLICE FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2008-09: Enhanced customer service and support of effective criminal prosecution through the development of new property and evidence tracking system. Developed a targeted public information campaign and enhance the police website to improve public communications. Developed plans to implement a new, secure digital evidence system to support effective criminal prosecution. Improve safety and security at City facilities by developing tactical action plans for high priority city facilities. Continued to develop plans for a replacement police shooting range. Cont~nued to improve City-wide response to critical incidents and disasters. Developed a plan for monitoring and emergency response for Carlsbad's trails. Prepared an emergency plan for public safety response to a critical incident at special events. Continued to develop plans for replacement police shooting range. KEY GOALS FOR 2009-10: Implement secure digital evidence system to support effective criminal prosecution. Update school safety plans for local schools. Continue to develop plans for a replacement police shooting range. Replace computer-aided dispatch call recorder. Develop enhanced management information reports from computer-aided dispatch system to improve deployment and response time. PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012110 AINTENANCE 8 OPERATIONS WORK PROGRAM: Develop and administer functions and programs that support the City's and the Police Departmenvs statement of values in a manner responsive to the City and its citizens. Provide leadership and support to deparlment divisions. Establish policles and long-range plans to meet department goals and City needs. PROGRAM ACTIVITIES: Sewice Programs Develop and manage programs that reduce crime, encourage citizen participation, and improve community safety. Orsanization . Assist staff with individual and group development. Division Support . Provide support to divisions to assist with meeting goals. Leadershiu Provide department staff with the knowledge and training necessary to carry out the department's mission SIGNIFICANT CHANGES: None PROGRAM: FIELD OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012120 AINTENANCE & OPERAllONS WORK PROGRAM: Respond to calls for service and provide emergency se~ices, preventative patrol. traffic enforcement, and special enforcement to the community. Enforce laws and ordinances. preserve the peace, and provide for the protection of iife and property through proactive programs of enforcement and prevention. PROGRAM ACTIVITIES: Calls for Service Respond to calls for emergency and non-emergency services. lnve.stigate crimes. Enforce laws and ordinances. Reports Take reports including crime. arrest, collisions, incident, citation. and field inteWlew. ResDonse Time Respond to priority one calls in less than six minutes WORKLOAD STATISTICS: CY2004 CY2005 CY2006 CY2007 CY2008 -- Police ActivitieslCalls for Service 73,667 74,546 87,213 94,126 94,492 Cases 9.525 10,059 11.178 11.259 10,309 PERFORMANCEMORKLOADMEASURES: - 2007 Averaae ResDonse Times Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all priority one calls in an average of six minutes or less. Priority one calls were three percent of our totai call volume in 2007. Priority two (urgent calls) and priority three (calls for reports) made up 83 percent of our total call volume. The remaining 14 percent were priority four calls. SIGNIFICANT CHANGES: 2008 Average Response Time Priority 2 11.1 / Priority 3 I 24.5 None Mlnulrl PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012119,2121-23, 2125, 2129,2142, 2146 AINTENANCE & OPERAllONS WORK PROGRAM: The Commun~ty Services division includes the following programs: Traffic . Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide accident investigation and traffic safety programs to make the streets and highways safer. Volunteer Proqram . Provide support to the members of the Police Department and help enhance community safety and security through education and crime prevention. Reserve 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. Laqoon Patrol Maintain order in and around Agua Hedionda Lagoon. Provide general coverage and respond to concerns involving Agua Hedionda and the other City lagoons. Crime Prevention . Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education, and help reduce the fear of crime through the dissemination of information. Communitv Pollcing . Help improve the quality of life for citizens facing recurrent policing problems. Explorer Proqram Provide volunteer opportunities for youth interested in careers in law enforcement PROGRAM ACTIVITIES: Traffic . Maintain a h~gh profile of traffic enforcement in order to reduce traffic collisions City-wide. . Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide targeted traffic enforcement. Provide data for traffic engineering. PROGRAM: COMMUNITY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE PAGE TWO ACCT NO. 0012119,2121-23,2125. 2129,2142, 2146 PROGRAM ACTIVITIES (continued): 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 Reserves Provide special detail assistance to all divisions of the Police Depaltment. . 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 Laqoon Patrol Enforce boatlng regulations. Monitor recreational boating operation an Agua Hedionda Lagoon Patrol lagoon, trail, and park areas. Assist stranded boaters on Aqua Hedionda Lagoon. Crime Prevention Taraet all arouDs within the comrnunitv includ~na crime victims. and utilize comrnunitv forums. survevs, media. newsletters, a& direct mailings " . Create and ~mplement education and awareness programs that reduce the threat of crime and enhance safety and security WORKLOAD STATISTICS: CY2004 CY2005 CY2006 CY2007 CY2008 ----- Injury collisions per 1,000 population 4.2 3.8 3.9 4 2 3.7 Number of volunteer hours contributed 13,284 13.403 17.198 20.000 20,000 Number of Crime Prevention 677 743 888 965 1,062 ProgramsIServices for citizens SIGNIFICANT CHANGES: . None PROGRAM: CANINE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012124 MAINTENANCE & OPERATlONS 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 Clty. . Provide canine coverage on each patrol watch . Provide canine demonstrat~ons to schools and civic groups throughout the year to show the capabilities of police canme teams. SIGNIFICANT CHANGES: . None PROGRAM: INVESTlGATlONSlFlELD EVIDENCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012126-2128, 2130, 2136 MAINTENANCE & OPERAllONS WORK PROGRAM: investiqations Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commlsslon of crimes. Provide coordination of the criminal justice process; recover stolen properly; process property and evidence. Violent Crimes Unit Provide follow-up investigations leading to the identification and apprehension of persons responsible for the commission of vioient crimes. Fieid Evidence Collect and process evidence collected in the field by police employees. Evidence may include fingerprints, photographs, plaster casting, bodily fluids, and other items. Special Events Overtime Provide trafficand crowd control at various special events throughout the City Tactical Response Team Assist in the preservation of all life and ensure a safe resolution to critical incidents such as barricaded suspects and armed threats. Serve high-risk search warrants. Ensure the immediate ability of advanced lifesaving treatment to any injured persons wlth specially trained fire department paramedics. Program activities include: . Conduct monthly training for team members Respond to critical incidents - Serve high-risk search warrants Crisis Neaotiation Team The team's responsibilities consist of: . Negotiate with suicidal, barricaded and hostage taking subjects for a safe and timely fesolution Provide lntell~gence information to the command staff and the Tactical Response Team . Evaluate tactical operations and providing liability related input to command staff WORKLOAD STATISTICS: ~~2004 ~~2005 ~~2006 ~~2007 cyzooa ----- Violent Cr~me Clearance Rate 69% 49% 42% 41 % 49% Property Crime Clearance Rate 26% 21% 16% 10% 21% Property Recovery Rate 36% 23% 31% 20% 17% SIGNIFICANT CHANGES: None PROGRAM: VlCElNARCOTlCS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012131 PERSONNEL MAINTENANCE & OPERAllONS WORK PROGRAM: Enforce the laws relating to vice and narcotics violations. Identify and assist in tile 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 iliegal activities. SIGNIFICANT CHANGES: None PROGRAM: YOUTHISCHOOL PROGRAMS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012132,2141,2143 AINTENANCE & OPERATIONS 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 d~version 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. 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 abusk, and law enforcement in general v Conduct follow-up investigations on juvenile and school-related crime. . Serve as a resource for school safety preparedness. SIGNIFICANT CHANGES: None PROGRAM: PROPERTY AND EVIDENCEIRECORDS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012133,z145 AINTENANCE & OPERAllONS WORK PROGRAM: Propertv 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 ARJlS countywide system and statewide system for the purpose of reporting crime ~nformat~on; responsible for public reception, information, fingerprinting services and general access to the department for the public. PROGRAM ACTIVITIES: Propertv 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, crtme cases, citations, traffic collisions, and incident reports. Perform data entry on same. Interact with public and other governmenfflaw enforcement agencies. Prepare reports for release according to law. Provide statistical data to State of California. WORKLOAD STATISTICS CY2004 CY2005 CY2006 CY2007 cy2oD8 ---- Police Cases 9,525 10.059 11.178 11.259 10.309 SIGNIFICANT CHANGES: None PROGRAM: FAMILY SERVICES FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012134 AINTENANCE & OPERAllONS 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 relates 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 GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and mentoring at-risk youth. SIGNIFICANT CHANGES: . None PROGRAM: TASK FORCE FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012135 AINTENANCE & OPERAllONS WORK PROGRAM: Participate in specialized regional crime-fighting task forces including North County Gang Task Force. Regional Auto Thefl Task Force. Narcotics Task Force, and ID Theft Task Force. SIGNIFICANT CHANGES: None PROGRAM: SUPPORT OPERATIONS FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 0012140 AINTENANCE & OPERAllONS WORK PROGRAM: Provide support to the Police Department in the form of training, automated systems coordination, internal affairs, and personnel recruitment and hiring. PROGRAM ACTIVITIES: . Coordinate all department training. . Recruit new employees. . Organize testing programs and conduct POST mandated pre-employment investigations. . Investigate cilizen complaints. . Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer network. . ImplemenVinstall new technology. SIGNIFICANT CHANGES: None PROGRAM: COMMUNICATIONS CENTER FUND: GENERAL PROGRAM GROUP: POLICE ACCT NO. 001~144 AINTENANCE & OPERATIONS WORK PROGRAM: Provide public safety communications including answering 9-1-1 and other calls and dispatching appropriate emergency personnel. PROGRAM ACTIVITIES: Provide routine and emergency public safety communicat~ons service WORKLOAD STATISTICS Police Activities 9-1-1 calls Total Phone Calls SIGNIFICANT CHANGES: None ' Increase in calls due to addition of cellular 9-1-1 calls PROGRAM: POLICE ASSET FORFEITURE FUND: ASSET FORFEITURE PROGRAM GROUP: POLICE ACCT NO. 1212110,1222110 MAINTENANCE 8, OPERATIONS 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: . Digital evidence camera kits are proposed to be purchased in FY 2009-10. PROGRAM: CITIZENS OPTION FOR PUBLIC SAFETY FUND: COPS GRANT PROGRAM GROUP: POLICE ACCT NO. IZ~XXX AINENANCE & OPERAllONS WORK PROGRAM: This is the eleventh year the City has received funding from the Citizens Option for Public Safety (COPS) grant program. This program focuses on front-line police services. PROGRAM ACTIVITIES: . Identify problems and causes. Develop short-term and long-term solutions. Work in cooperation with citizens, community groups and olher agencies. SIGNIFICANT CHANGES: None PROGRAM: POLICE GRANTS FUND: SPECIAL REVENUE PROGRAM GROUP: POLICE ACCT NO. 124-125XXX AINTENANCE & OPER4llONS WORK PROGRAM: The Local Law Enforcement Block Grant (LLEBG) program is funded through the Department of Justice. These are one-time funds to be used only to enhance, and not replace, law enforcement budgets within specific program areas. A 10% cash match is required. The California Law Enforcement Equipment Program (CLEEP) provides one-time funds that can be used only to enhance, not replace, law enforcement budgets for the purchase of high-technology equipment. SIGNIFICANT CHANGES: None PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE SUMMARY AINTENANCE 8 OPERATIONS PROGRAM GROUP DESCRIPTION: Ine t Ire Uepalment s mlss~on IS to ellrlallce the qua lly of I fe n oJr ccmmLn ty by delver ng exceptional services ,n safeq~a~o~na lves Dropertv, an0 CUI ellvltun!ucrll \FJe tneasule obr uccess II accomDl shlna oLr m sslon tiroLon customer stirveys, comparative analysis, operational effectiveness, and goal ac~om~lishhent. " u WORKLOAD STATISTICS: Paramedic Satisfaction Survey Percentage GoodlExcellent Total Incidents By Year Customer Service Ratinqs: The above chart shows Incidents & Response Times: The Fire Department our customer satisfaction level for emergency medical reached the incident scene 85% of the time in eight services for fiscal year 2007-08 The results show that minutes or less during the 2007-08 fiscal year. This our paramedics continue to live up to the deparlment's did not achieve our goal of arriving on scene in eight standard for treating all patients. as we would want our minutes or less 90% of the time, own family treated. PROGRAM: FIRE FUND: GENERAL PROGRAM GROUP: FIRE PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2008-09: Relocated and opened Fire Station No. 6 in the southeast section of the City. - Continued design and development of the Joint First Responders Training Facility in conjunction with the Police Department and the Public Works Department. Began a Standards of Cover Study that analyzes Fire Department service delivery and makes recommendations for adoption of recognized national standards. Implemented the City of Carlsbad Community Emergency Response Team (CERT), conducting training and exercises for two graduating classes. Completed the integration of the Mobile Data Computer (MDC) Program in all first responder apparatus. KEY GOALS FOR FY 2009-10 Complete the Standards of Coverage Study, then analyze and review the Study recommendations with the City Council and implement approved changes. . Continue design and development of the Joint First Responders Training Facility in conjunction with Police Department and the Public Works Department. Continue the City of Carlsbad Community Emergency Response Team (CERT) classes and maintain CERT readiness standards. PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012210 PERSONNEL AINTENANCE & OPEFAllONS 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 maiagem&t team. Promote increased communications and participation at all levels within the department Plannins Provide a planning interlace with other City departments and regional agencies in order to facilitate improved Fire services. . Monitor development under the Growth Management Program as relates lo the relocation of Fire Stations 3 and 6. Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs. Partic~pate in regional planning activities, including cooperation and coordination of dispatching, training, recruitment, and facilities. SIGNIFICANT CHANGES: - None PROGRAM: EMERGENCY OPERATIONS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012220 PERSONNEL MAINTENANCE & OPERAllONS WORK PROGRAM: Respond to requests for assistance in a timely manner w~th appropriate equipment and properly trained personnel. PROGRAM ACTIVITIES: Emeraency Response Maintain an effective 'All Risk' response system throughout the city, including capabilities for fire, medical emergency and technical rescue responses. Maintain fire apparatus, equipment, and facilities at a high level of readiness Maintam a response time of eight minutes or less, 90% of the time, to fires, rescues, and medical calls for se~ice. Trainina Provide ail safety personnel appropriate training in order to enhance their personal safety as well as services provlded to the community. Provide 20 hours oftrain~ng 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 lo all field personnel. Service Fire Emergency Operations personnel will maintain a posilive community profile of sewice, friendliness, and responsiveness. Engine companies to participate in limiled special community events. SIGNIFICANT CHANGES: . Reducing new Line Fire Academies from 3 to 2 to save in overtime costs PROGRAM: PREVENTION FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012225 AINTENANCE & OPERATIONS WORK PROGRAM: Reduce the potenlial for fire and property loss in the community through Fire Code enforcement. Fire Protection Engineering. Fire Investigat~on, Public Education and Community Risk Reduction. PROGRAM ACTIVITIES: Enforcement and Enaineerin Provide code enforcement ocqcupancy 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 21 days. Perform new construction inspections within 48 hours of request. Conduct code compliance inspections in licensed care facilities. . Respond to citizen hazard inquiries and complaints. . Provide coordination for fire and life safety public education programs. Conduct cause and origin investigations for suspicious or large loss fires. SIGNIFICANT CHANGES: . None PROGRAM: WEED ABATEMENT FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012235 AINTENANCE & OPERATIONS WORK PROGRAM: Manage the polential 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 500-1.100 parcels for clearance. . Obtain City Council approval for abatement. Mail notices to properly owners. Hazard Abatement Ensure effective abatement of identified hazards. Inspect all noticed properly. 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 through property tax billing by August. Provide vegetation fire hazard reduction public education programs in urban wildlife interface zones. Provide computerized analysis of expected fire behavior in wildland areas adjacent to developed regions of the community. Coordinate vegetation hazard abatement on city owned vacant properties. SIGNIFICANT CHANGES: None PROGRAM: DISASTERPREPAREDNESS FUND: GENERAL PROGRAM GROUP: FIRE ACCT NO. 0012240 AINTENANCE & OPERATIONS WORK PROGRAM: Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural and man-made disasters. . The FY 2009-10 City Emergency Preparedness Program strategic goals include: strengthen City preparedness programs, develop community relationships, strengthen mutual aid partnerships, and meet federal and state preparedness requirements. The major components of the City's emergency and disaster response program include the following: Emergency preparedness and continuity of operations planning; Emergency Operations Center (EOC) readiness Disaster Service Worker (DSW), Incident Command System (ICS) and NIMS training; . CPRlFirst AidIAED training; and . Public Outreach, including Community Emergency Response Team (CERT) implementation. PROGRAM ACTIVITIES: Planning . Direct and manage City of Carlsbad Emergency Management Administrative Team (CEMAT). . Manage EOC facility, staffing, equipment and supplies to ensure incident response readiness Traininq and Education . Conduct classroom and simulation training sessions for City staff. Conduct Emergency Operations Center training and exercises. Provide basic emergency response training to all City employees. Ensure City compliance with training and adoption of the National Incident Management System (NIMS). Inter-Aqencv Coordination . Represent the interests of the City on the County Unified Disaster Council (UDC) SIGNIFICANT CHANGES: Budgeted increases due to cont~nued Information Technology Department support of the Emergency Operations Center, and various service and maintenance contracts. COMM DEV COMMUNITY DEVELOPMENT PROGRAM: COMMUNITY DEVELOPMENT FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY MAINTENANCE & OPERATIONS REDEVELOPMENT COM DEVADMIN 11%. DEVELOPMENT AFFORDABLE HOUSING 3% PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. oo1301o.30~5 AINTENANCE & OPERATIONS MISSION STATEMENT: We are committed to helping people build a strong community by guiding and facilitating high quality projects, presenring the environment, providing for diverse housing and employment, and maintaining a strong economic base. PROGRAM ACTIVITIES: The Community Development Director assists departments within its Major Service Area (MSA) In accomplishing goals The Director also removes roadblocks, coordinates between departments with competing or conflicting priorities, manages resource allocation and other support effotts, and serves as a member of the City Manager's Leadership Team. The Community Development Director is also the team leader for Envision Carlsbad. KEY ACHIEVEMENTS FOR 2008-09: Continue implementation of Development Process Review Audit. . General Plan visioning scope of worklestablishment of Envision Carlsbad Citizens Committee (EC~) Conduct Envision Carlsbad community visioning process and public outreach meetings. . Staffed Prop D Citizens Liaison Committee to conduct public outreach for possible open space uses on Cannon Road Agricultural Lands. Final report completed~ Completed Ponto EIR settlement KEY GOALS FOR 2009-10: TopQualitv Services Continue to improve performance measures for all departments and participate in the Performance Measurement Resource Team. . Complete implementation of the recommendations of the Peifomance Audit of the Development Sew~ces Review Pmcess for the Clty of Carlsbad. Balanced Communitv Development . Implement Habitat Management Plan (HMP). Implement affordable housing projects in the City . implement Proposition D Community Outreach Program PROGRAM: ADMINISTRATION FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT PAGE TWO ACCT NO. 0013010,3025 KEY GOALS FOR 2008-09 (continued): ParkSIO~en S~acefrra~ls Continue to monitor open space acquisition and grant opportunities. Environmental Manaaement Continue to be stewards of the environment by implementing the California Environmental Quality Act (CEQA). Communication . Continue to enhance the Construction Update portion of the City's website Complete E-Zon~ng rollout. Continuity of Community Development leadership through Strategic Planning Provide specialized staff training as needed. Citizen Connection and Pallnershlp Continue to conduct Envision Carlsbad cornmun~ty vlslonlng process and EC~ Committee involvement. SIGNIFICANT CHANGES: None PROGRAM: LAND USE PLANNING & PLANNING COMMISSION FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. ooi~21o1321~1~2~o1322~ MAINTENANCE & OPERATIONS MISSION STATEMENT: The Planning Department's mission is to help guide the planned physical development of the City in a manner that preserves the quality of life for its citizens. PROGRAM ACTIVITIES: Review of Development Proiects Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding the compliance of all developm&nt proposals with the city's zoning, subdivision, and environmental ordinances. Update development standards as needed. Ensure the efficient processing, including environmental clearance for City CIP projects. Pieparatlon of Swecial Studies and Policv Review Prepare special studies relating to land use as directed by the City Council. Provide advice to the City Council and Planning Commission regarding policy matters related to planning and development in the City. Implementation of General Plan and Growth Manaqement Plan . Ensure that all new planning programs and development projects comply with the performance standards of the Growth ~ana~ement plan: Customer Sewice/Public Information . Prov~de the highest level of customer service at the front counter in lerms of providing zoning information. general public information, and the processing of administrative permits. PERFORMANCE OBJECTIVES: . Ensure timely processinglreview of private and public projects in the City. . Continue to proactively address issues relating to land use and development in the City. . Assist in implementing and administering the General Plan, Growth Management Program and Habitat Management Plan. PROGRAM: LAND USE PLANNING PAGE TWO & PLANNING COMMISSION FUND: GENERAL PROGRAM GROUP: PLANNING ACCT NO. 0013210132151322013225 KEY ACHIEVEMENTS FOR 2008-2009: Completed entitlement of numerous projects in the Bressi Ranch Master Plan and Robertson Ranch Master Plan. Processed numerous Conditional Use Permits for City capital projects including parks, sewer and water projects. . Continued processing of the updated Housing Element with letter of support received from the state's Housing and Community Development Department. lnitiated Envision Carlsbad which is part of Phase 1 of the General Plan. Local Coastal Program, and Zone Code Update Program. J Envision Carlsbad Website Developed and Launched (www.envisioncarlsbad.org) J EC' Citizen's Committee Formed and lnitiated J Envis~on Carlsbad Internal Staff Committee Formed and lnitiated J Completed community wide survey J Completed 4 community workshops . Continued lo Implement the Habitat Management Plan to include the following. J HMP Website Developed 8 Launched (w.carlsbadhmp.org) J First Annual HMP Public Outreach Meeting Held J Preserve Steward Hired ITAIC) J Approved Pmselve IAariuyct~~e~il Plan for CII) Ownea Land J Preserve Ua~iaaer i3r (: tv O~tleo Land ~II-ed :Ch..PJ, J ~iolo~ical ~uidelines ~om~leted. Completed Customer Satisfaction Survey. . Completed processing of the Carlsbad Paseo project which includes 44,000 square feet of retail along with PF Chang's Restaurant, and BJ's Restaurant and Brewhouse, . Processed the Fenton Carlsbad Business Park Specific Plan which was approved and allows for the expansion of the Scripps Health Care Medical Campus. . Released the Drafl ElR for the La Costa Town Square project for public review. . Distributed $3 million in funds for 4 projects for the Agricultural Fee Mitigation Committee KEY GOALS FOR 2009-2010: Top Quality Services . Ensure that all development projects comply with City planning codes and policies. . Continue to review all procedures and systems to ensure the efficient processing of all projects. . Provide strategic advice regarding land use and long-term planning in the City. . Continue implementation of the Robertson Ranch Master Plan. Complete the processing of the La Costa Town Square Shopping Center and other major projects submitted for review. Enhance Planning Department information available on the web site. Implementation of the Habitat Management Plan and the Open Space Management Plan. . Complete Phase I of the Public Participation and Visioning Program for the General Plan, Local Coastal Program, and Zone Code Update Program and initiate Phase II of the Program. Submit adopted Housing Element to the State Department of Housing and Community Development for certification. SIGNIFICANT CHANGES: . None PROGRAM: GEOGRAPHIC INFORMATION SYSTEM FUND: GENERAL PROGRAM GROUP: COMMUNIN DEVELOPMENT ACCT NO. 0013310 AINTENANCE B OPERATIONS MISSION STATEMENT: The Carlsbad Geographic lnformation System (GIs) provides GIs processing services to all City departments and disseminates GIs processing capabilities to appropriate City departments. PROGRAM ACTIVITIES: . Deliver Products and Services - The GIs creates maps, reports and conducts geographic analyses for all City departments, as well as maintaining a set of standard location maps, and map products to support the Generai Plan, Assessment Districts, and fee studies. Develop the Geoqrauhic lnformation Svstem - The GIs Department continues to work with user departments to deliver timely, accurate geographic data for City operations. The major focus of this system development effort is to increase staffs use of the interactive GIs map on the intranet. if the GIs can provide the data and query tools to help staff answer questions and get information at their desktops, they are able to do their jobs quicker and more efficiently. IT statistics on web activity, the reduction of direct product requests (see Workload Statistics below). and staff requests for more data to be added to the interactive map indicate that adoption and use of the Interactive Map by City staff is increasing. . Develop and Maintain the Database - Based on staffs data requirements, information is developed and added to the central GIs database, and maintained by the data layer owners (Public Works. Planning, etc.) so the information is timely and accurate^ WORKLOAD STATISTICS: FY 2006 FY 2007 FY 2008 --- FY 2009 (Est.1 Number of Service Requests: 413 334 346 330 KEY ACHIEVEMENTS FOR 2008-09: . Implement a public-access E-zoning web application that allows the public to query the GIs for land development and status information such as zoning, general plall, acreage, jurisdictional boundaries (waterlsewer district, school district, etc). . Acquire updated medium resolution (1.0 ft) aerial photography coverage for the City. . Cont~nue to maintain the street address geofile for the Police Department's Computer-Aided Dispatch system, maintam Carlsbad's address data for the reg~onal fire dispatch system (North County Dispatch), and support the development of a regional fire mapping program. PROGRAM: GEOGRAPHIC INFORMATION SYSTEM PAGE TWO FUND: GENERAL PROGRAM GROUP: COMMUNlTY DEVELOPMENT ACCT NO. 0013310 KEY GOALS FOR 2009-10: Top Quality Services Upgrade the quality and functionality of the web-based interactive map available to City staff on the intranet. Acouire new. hiah resolution (0.33' resolution) aerial DhotoaraDhv for the Citv in a cost-share oroiect with seven . " , , other local agencies. Design and implement a geodatabase for non-Public Works data (Public Works design and geodatabase creation accomplished in FY 08-09). so that all GIS data IS in an enterprise-wide structure . Continue to red;ce the cycle time between request and delivery of produdslservices. . Continue to offer training to all City staff on the use of City's Intranet-based GIS. . Continue the maintenance of the geofile for the Police computer-aided dispatch system. continue to update the Carlsbad portion of Fire dispatch geofile, and support the creation of a North County-wide firelemergency response mapping system. SIGNIFICANT CHANGES: None PROGRAM: ECONOMIC DEVELOPMENT1 REAL ESTATE MANAGEMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510 AINTENANCE & OPERATIONS MISSION STATEMENT: Plan, organize, and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program. PROGRAM ACTIVITIES: Land Use . Develop and ~mplement land use and infrastructure strategies consistent with the General Plan that enhance and promote economlc development in Carlsbad. Public Pollcy Develop sound policles and strategies that encourage quality buslness development and expanslon preserve quality of life, and consider the fiscal needs of the City. Economic Resources Identify resources, opporlunities, and areas of new economic focus. Establish programs to optimize the positive effects they have on the community. Promotion and Marketing Supporl public and private activities that focus on attracting and retaining desirable businesses and industries to the Clty, and support local tourlsm. Public Relations and Education Provide opporlunities 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 KEY ACHIEVEMENTS FOR 2008-09: Asset Maximization Plan. Economic Development Strategic Plan. . Business Round Table. City Council economic overview. . Negotiation of cell site leases. PROGRAM: ECONOMIC DEVELOPMENT1 REAL ESTATE MANAGEMENT FUND: GENERAL PROGRAM GROUP: COMMUNITY DEVELOPMENT PAGE TWO ACCT NO. 0013510 KEY GOALS FOR 2009-10: Financial Health 0 Participate in regional economic development activities and projects. Identify and monitor progress of development projects that provide economic benefit to the City Develop a new Economic Development Strategic Plan. - Evaluate underutilized City owned property for revenue generation potential. Coordinate acquisition of real property associated with City Council goals. Negotiation of leases and asset management. SIGNIFICANT CHANGES: None PROGRAM: BUILDING INSPECTION FUND: GENERAL PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610 AINTENANCE & OPERATIONS 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 buildlng permits, ~nspection of new and remodeled structures, and related code enforcement activities. PERFORMANCEMEASURES: . The department tracks inspections per day, per field inspector, and a number of other statistical reports associated wilh 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 2008-09: . Issued permits valued at over $90 million for various types of construction projects . Performed 15,000 various bullding inspections - 98% the next working day. Final inspection on over 200 dwelling units, Answered over 3,500 incomrng calls for information at Code Enforcement. . Proactively removed over 600 illegal signs from the right of way. . Performed over4,OOO Code Enforcement inspections. . Handled over 1,500 open Code Enforcement cases. KEY GOALS FOR 2009-10: Top Quality Sewices . Respond to 98% of requests for field inspections and 98% of -health and safety-related code enforcement calls the next working day. . Increase number of in house plan reviews for less complex and over-the-counter building projects.. . Provide 40 hours of staff development training for each employee. . Analyze and improve upon performance measures. . Monitor customer service satisfaction surveys to improve department performance lmolement cross trainino within divisions to imorove staff allocation and eRciencies ~mb~ement community based mediation strateiies for Code Enforcement case resolution. SIGNIFICANT CHANGES: Due to the economic recession 2.0 Limited Term Building Inspectors were unfunded for FY 2009-10. F-I0 PROGRAM: HOUSING AND REDEVELOPMENT FUND: VARIOUS DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY AINTENANCE & OPERATIONS MISSION STATEMENT: Helping people achieve their dreams, PROGRAM ACTIVITIES: Affordable Housinq Rental Assistance Homebuyers Assistance . New Construction Rehabilitation Enhancinq 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 Villaue Vision Creativity . Expansions r Revitalization . Beautification Increasing Revenues Federal Funds Property Tax Excellent Service PROGRAM: AFFORDABLE HOUSING FUND: HOUSING TRUST FUND PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421 PERSONNEL MAINTENANCE & OPERAllONS MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housinq Proqrams 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). Provide staff support to the Housing Commission. Participate in the San Diego Regional Housing Task Force. . Down Payment and Closing Cost Assistance Program Minor Home Repair Program Affordable Housing Financial Assistance . Negotiate and prepare financial assistance and loan documents for construction of single and multi-family affordable housing projects. lnclusionalv Wousinp . Implement the lnclusionary Housing Ordinance by providing information to developers, the public, and City staff on the requirements of the ordinance. . Negotiate and prepare affordable housing agreements. Monitor the development and operation of affordable housing developments. Actual Actual Actual Est. WORKLOAD STATISTICS: 05-06 06-07 07-08 OB-OS . Affordable Housing Units Approved: 274 units 255 units 104 units 40 Units • Affordable Housing Units Completed: 110 units 66 units 168 units 90 Units . Financial Assistance to Affordabie Housing Projects $1,440,000 $3.009.000 $1,932,000 $1,014,000 KEY GOALS FOR 2009-10: Learnins Develop. malntain, 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 profess~onal conferences about affordable housing programs and their benefits tothe Cily of Carlsbad. SIGNIFICANT CHANGES: None PROGRAM: RENTAL ASSISTANCE FUND: HUD SECTION 8 HOUSING PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401 MAINTENANCE & OPERATIONS MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Sectlon 8 Tenant-Based Rental Assistance Provide federal funding to subsidize rents for extremely low-income 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 (PWA) Plan. Achieve and maintain a lease rate that effectively utilizes funding allocation. Familv Self-Sufficiencv . Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic ~ndependence from welfare. Assist families in identifying baniers to becoming self-sufficient. Provide guldance to the fam~ly to establish a five-year goal and plan. Coordinate needed support services and act as an advocate on behalf of the client. PERFORMANCENVORKLOAD MEASURES: Maintain a Section Eight Management Assessment Program (SEMAP) ranking of "standard performer" or "h~gh performer." Achieve and maintain a lease rate utilizing 98% 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 educational opportunities, and conducting owner outreach presentations. KEY ACHIEVEMENTS 2008-09: . Provided rental assistance to approximately 619 very low and extremely low-income households . Received "High Performer" ranking under SEMAP. SIGNIFICANT CHANGES: . None PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. ~~IXXXX AINTENANCE & OPERATIONS MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Administration of Communitv Development Block Grant Program (CDBG) Provide staff support to the CDBG Funding Advisoly 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 fundlng plan for submittal to U.S. Department of Housing and Urban Development (HUD). Ensure that 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 Annual Performance and Evaluat~on Report for review and approval by City Council and WUD. PERFORMANCE MEASURES: Hold four public meetings to review and obtain comments on the City's CDBG Program. Conduct selection process to identify a minimum of ten local public service agencies that should be assisted with funding through the CDBG Program. Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines. PROJECTS AUTHORIZED BY COUNCIL FOR 2009-10: Boys and Girls Club $5,000 Casa de Amparo $12,500 La Posada de Guadalupe $17,500 From the Inside Out $5,000 Interfaith Community Services $10,000 Meals on Wheels $5,000 North County Community Services $5,000 North County Health Services $10,000 North County Lifeline $10,000 Women's Resource Center $10,000 YMCA 02 $5.000 Center for Social Advocacy $9,900 Energy Efficient Street Light Retrofits $269,357 La Posada de Guadalupe Improvements $269,358 PROGRAM: COMMUNITY DEVELOP. BLOCK GRANT PAGE TWO FUND: CDBG ENTITLEMENT PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. ~~IXXXX KEY ACHIEVEMENTS 2008-09: Provided funding assistance to 16 nonprofit organizations. . Met compliance requirements for timely expenditure of funds. . Provided funding for programs that assisted over 1,500 Carlsbad residents. SIGNIFICANT CHANGES: . None PROGRAM: REDEVELOPMENT OPERATIONS VILLAGE AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING 8 REDEVELOPMENT ACCT NO. ~OI~~IOI~OZXXXX MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Imo en~ci~lut~.q~ :JI the Carlsoad Village Heclevelowment N3sIer Plan . Coonl~tial~dt~ cf proect arrelop~i~e~tl and perm I p'ocess ny Administration of the Parkina-In-Lieu Fee Proqram . Property acquisition for future redeve~o~ment~rojects and facilitation of new development. Communitv Relations and Public Reiations Proaram . 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. PERFORMANCENVORKLOAD MEASURES: . Process 15 applications for redevelopment permits for improvements to existing structures or new construction projects. . Process 20 sign permit applications. Process four preliminaiy review applications~ Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment Master Plan. KEY ACHIEVEMENTS FOR 2008-09: Revisions to development standards to assist in encouraging development approved by the Coastal Commission. Processed three sidewalk signloutdoor dlsplay permits; 20 sign permits; three administrative redevelopment permits; and three major redevelopment permits. PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO VILLAGE AREA FUND: REDEVELOPMENTAGENCY PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 80134101802xxxx KEY GOALS FOR 2009-1 0: Financial Health Process redevelopment permits for all types of projects within the Village Area that represent high-quality development or redevelopment of properties and buildings. Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of pr~vate commercial andlor mixed-use development on North State Street. Balanced Community Development (also affects Financial Wealth goal) Implement the actions outlined in the Redevelopment Operations Strategy to address the land use and administrationlorganizational structure strategies following the July 2009 expiration of the Redevelopment Plan. SIGNIFICANT CHANGES: The Carlsbad Village Redevelopment Plan will expire in July of 2009, PROGRAM: LOWIMODERATE INCOME HOUSING VILLAGE AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. $033420 PERSONNEL AINTENANCE & OPERATIONS MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: Affordable Housinq Proiect Processinq Procedures Continue development of affordable housing project processing procedures. Affordable Housina Proiect Coordination Assist in the structure and implementation of affordable housing projects. Affordable Housinq Education Proaram . Direct educational programs for citizens, businesses, and government agencies interested in affordable housing. PERFORMANCEWORKLOAD MEASURES: . Process at least three requests for financial assistance through the Housing Policy Team. . Use existing low-income and moderate-income housing funds to develop property for an affordable housing project in the Village Redevelopment Area. . Participate in at least three outreach programs, professional conferences, andior citizen and business groups on affordable housing. KEY GOALS FOR 2009-10: TOD-Qualitv Sewices . Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing Ordinance. SIGNIFICANT CHANGES: None PROGRAM: REDEVELOPMENT OPERATIONS SOUTH CARLSBAD COASTAL AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. sioxxxxlei134~2 AINTENANCE & OPERATIONS MISSION STATEMENT: Helping people achieve their dreams. PROGRAM ACTIVITIES: lm~lernent Redevelo~ment Plan for South Carlsbad Coastal Redevelo~ment Area . Provide funding for the potential realignment of Carlsbad Boulevard, which may yield excess property that could provide for public recreational facilities andlor development of cultural facilities or other public facil~ties. Revitalize, redevelop, andlor generally clean up the Ponto Area. . Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space amenities. PERFORMANCEIWORKLOAD MEASURES: . Implement land use vision for planning area three KEY ACHIEVEMENTS FOR 2008-09: Final certification received of Environmental Impact Report for Ponto Beacllfront Village Vision Plan.; an application was submitted for a Hilton Hotel Resort wilh a capacity of 212 rooms. KEY GOALS FOR 2009-10: tlalancm Commun~tv Ueve ooment . Facilitate tnc oevclopment of ori? pro,ect identified hy tne vs~on sl.~dy for plann~ng area th~cc.. The assessed values in the South Carlsbad Coastal Redevelopment Area remain less than the original values when the redevelopment area was formed. The decline is mainly due to the lower values assigned to the Encina Power Plant. Since the revenue to the area is based on the excess of the current assessed values over the original assessed values, the South Carlsbad Area will again not receive any property tax revenue in Fiscal Year 2009-10. Budgeted expenses will come from accumulated balances andlor loans from the City, as approved. PROGRAM: LOWIMODERATE INCOME HOUSING SOUTH CARLSBAD COASTAL AREA FUND: REDEVELOPMENT AGENCY PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 6123420 MISSION STATEMENT: Helping people achieve their dreams PROGRAM ACTIVITIES: Implement City-wide Affordable Housinq Proqrams Affordable Housing Project Coordination for lnclusionary Housing Development. . Affordable Housing Education Activities. . Development of affordable housing programs. Facilitation of development of new affordable housing projects. PERFORMANCEWORKLOAD MEASURES: . Utilize low-income and rnoderate-income housing funds to assist with the development andlor 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 2009-1 0: Balanced Communitv Develaument m Continue to assist private developers to provide affordable housing as required by the City's lnclusionary Housing Ordinance. . Implement affordable housing programs that serve to enhance the jobslhousing balance within the community. SIGNIFICANT CHANCES: None COMM SRVCS COMMUNITY SERVICES PROGRAM: COMMUNITY SERVICES FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE 8 OPERATIONS PARKS AND RECREATION 57% PROGRAM: LIBRARY FUND: VARIOUS PROGRAM GROUP: LIBRARY SUMMARY AINTENANCE & OPERATIONS 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 interesls 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 lo the enrichment of Carlsbad's citizens by supporting l~felong learning, the pursuit of knowledge, and sewing as a community gathering place. KEY ACHIEVEMENTS FOR 2008- 09: . Policy, layout, and signage changes made to improve customer experience. Results of citizenluser survey conducted by research firm to measure satisfaction, needs, and expectations of Library put to use in formulation of Stralegic Directions. Successful "Carlsbad Reads Together" program with author visit by Firoozeh Dumas. Learning Center opened to public. . Video games introduced for circulation. Tested updated Disaster Plan with evacuations drills. . Implemented integrated Core cashiering system which includes ability for patrons to pay fineslfees with debitlcredit cards. . Developed new Strategic Directions Workplan. KEY GOALS FOR 2009-10: Top-Qualitv Services Implement future directions identified in strategic planning process. Continue adjusting service delivery methods to be customer-focused. Launch redesigned library web pages. Improve service through use of credittdebit options at all circulation points including self-checkout stations. learn in^ Culture & Arls Improve programming facilitation through cooperation with outside producer services. Communication . Enhance delivery of internal information via City lntranet Future DirectionIPlans Restructure and merge Graphics and Media Services operations SIGNIFICANT CHANGES: . Library Learning Center facility is now open to the public incorporating sewices previously provided by the Centro de lnformacion and the Adult Learning Program. . Due to the economic recession the Library workedwith other city depallments to reduce costs in the FY2009-10 budget. The significant impacts of those reductions are included in the individual program summaries following. PROGRAM: GEORGINA COLE LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. oo14o1o1oo1~o1~-161oo14oz~~oo14o3~1oo14o6g AINTENANCE & OPERATIONS WORK PROGRAM: The Georgina Cole Library, located in North Carlsbad, is designed to provide the community with print and non-print materials for adults, teens, and children, with special CoIIeCtlOnS in genealogy and local history. Services provlded include reference assistance, public computer use for adults and children, special programs for all ages, and monthly exhibits offered by local residents. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Cole Librarv Administration Administrative staff at the Georgina Cole Library participates in Library Administration operations in conjunction with the main Administrative offices at the Carlsbad City Library on Dove Lane Manage the Georgina Cole Library, Library Learnlng Center, facilities, budget and collections. Coordinate llbrary-wide volunteer sewices and programs, library vehicle maintenance. and daily courier service. Maintain awareness of the community's needs and coordinate operations with other Clty departments. Partlcipate in and promote public education pertaining to historic areas and sltes Circulation Circulation staff circulates print and non-Drint 2006-07 2007-08 -- Library Visits 254,233 230,619 Computer Users 29,870 54,112 Wireless users 6,200 7.867 Reference Questions 77.061 84,357 Children'smeen Programs 380 609 Children'sneen Program Attendance 8.949 14,934 Circulation 387,709 383.488 Genealogy Programs 63 63 Genealogy Program Attendance 3200 2.771 materials to all library patrons: issues library cards to borrowers: collects fees and fines: In-House Usage 25.200 24.400 tracks overdue items; sorts and shelves all incoming lkbrary materials; and serves as a first point of inquiry and direction for patrons entering the Library. Staff coordinates Carlsbatis participation in county-wide delivery and return of Serra Cooperative member library materials. Reference Reference Librarians assist the public with information needs; provide instruction in the use of resources; and perform research for the public, local business, and government; and locate library materials for patrons. Reference support staff provides interlibrary loan service; updates reference sources, and staffs public service desks. Librarians resoond to in-person, telephone, and email reference auestions: Drovide instruction classes and tours; select books and other materials; facilitate book clubs; administer services to homebound patrons and provide assistance to the public with access to the Internet and software programs on public access computers PROGRAM: GEORGINA COLE LIBRARY PAGE TWO FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. oo14o1o1ooi4ois-i61oo14ozs1oo14o351oo14o~9 . Periodicals staff manages a collection of 240 magazines and 12 newspapers and related back files Computer lab staff provides assistance with public access to the Internet and other software programs. m rl~srory Room staff provocs ar~d irla tlta 11s a icpos~V~iy lui collocr ng. preserving, an0 research ng ocal h slory ana reply to commul ty and C ty needs for nisroric pnotos an0 informtion Youth Services The Youth Services Division supports the informational, recreational. literacy and cultural needs of young patrons from babies through teens, as well as their parents, caregivers and teachers. Plan, schedule and conduct fun and educational year-round programs for youth of all ages which promote the Library as a positive place, encouraging early and traditional literacy as well as other forms of literacy such as information, computer, and cultural literacy. Introduce youth to literature and promote early family learning through interactive story time and craft programs. . Answer reference questions and readers' advisory inquiries using print and non-print resources. Provide Internet-accessible computers for research, homework and recreational use. . Provide entertaining and educational social activities and programs for teens encouraging libraly use and lifelong learning. Work with other youth-related organizations to promote Library services and outreach to the community. Provide classroom visits, library instruction and tours for children, teens and other youth-related groups. Genealoqv Services The Genealogy Division provides reference and instructional assistance to patrons researching their ancestry. Genealogy staff manages the selection. classification. and organization of a 23,000 volume collection, 9,000 microfilm rolls, 150,000 microfiche, and 75 compact discs. It is a collection of excellence that draws researchers from all over the nation. . Respond to in-person and telephone reference requests; provide individual patrons with a general introduction to the collection; provide instruction on the use of the catalog and other finding aids; instruct on the use of various equipment including computers, and microfilmlfiche readers and printers. . The North Sen Diego Genealogical Society (NSDGS) has been a support group for this collection for 30 years. The Division works with and assists the Society in fund-raising for the acquisition of materials for the collection and in instructional programs. KEY ACHIEVEMENTS FOR 2008-09: . Atrium area drainage, lighting, and seating improvements compleled. Implemented integrated Core cashiering system which includes ability for patrons to pay fineslfees with debiffcredit cards. SIGNIFICANT CHANGES: Moved all public computer classes from the Cole Children's Lab to the Library Learning Center to take advantage of the computer lab at the LLC and provide patrons with a better learning environment. Transferred 0.3 part-time positions to the Library Learning Center to betler allocate resources. . Part-time hours equating to 0.2 of a part-time position have been unfunded in Cole Library administration area for technical support for implementing new strategic initiatives which have been delayed one year. due to the economic recession. PROGRAM: CARLSBAD CITY LIBRARY FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. 0014~70-409~,17~4010 AINTENANCE & OPERATIONS WORK PROGRAM: The Carlsbad City Library on Dove Lane is located in South Carlsbad. Services include print and non-print materials, reference and information computer labs for adults and children, special programs, an art gallery, and the Friends of the Library bookstore, as well as an auditorium and meeting room. PROGRAM ACTIVITIES: WORKLOAD STATISTICS: Administration Administration provides leadership for the 2007-08 Carlsbad City Library system; plans for the growth of resources and facilities; manages all budget and fiscal matters: coordinates relations 386.939 405,088 with local and State government, the Library Board, the Friends of the Library, the Carlsbad Library and Arts Foundation, and the Serra 41.715 90,102 Cooperative Library System. . Prepare department budget; process invoices, and requisitions; monitor 7,271 6,466 exoenditures: maintain fiscal records. Provide . leadership .for the Library's divisions. Children'sIleen Program Attendance . ~andle yants and reports at local and State levels. Develop and plan technology solutions to effectivelv deliver libraw services. Circulation The Circulation Division registers Library Circulation 884,578 895,055 patrons and manages the circulation, sorting and shelving of library materials. Reference Questions 139,802 157,385 Children'sneen Programs 443 488 Register library patrons and Internet users; check out and in, renew, reserve, so~l, and shelve library materials: process and mail overdue and reserve notices; collect fines and fees; rent audio-visual equipment; handle hone . . MIIS Enroll visually impaired patrons in the Braille Institute; exchange and provide repair for malfunctioning machines Notify patrons vla email, telephone, and standard mail of overdue items and availability of requested materials. Reference Reference Librarians assist the public with information needs: provide instruction in the use of resources; and perform research for the publ~c. local business, and government; and locate library materials for patrons. Reference support staff provides interlibrary loan service; updates reference sources; staffs public service desks; and offers a range of book clubs. PROGRAM: CARLSBAD CITY LIBRARY FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 0014070-4095,1754010 PROGRAM ACTIVITIES (continued): . Librarians respond to in-person, telephone, and email reference questions; provide instruction classes and tours; select books and other materials; and facilitate book clubs. Information Desk staff provides directional information and answers basic reference questions. Periodicals staff manages a collection of 340 magazines and 32 newspapers and related back files. Computer lab staff provides assistance with access to the Internet and other software programs. . Young Adult Services staff develops programs and activities that encourage and support library use by teens. Children's The Children's Division supports youth from infancy through middle school by meeting their informational, recreational, literacy development and cultural needs. The Division also assists parents, teachers and adult students through a variety of resources. . Respond to in-person and telephone reference questions and provide readers' advisory assistance using print and non-print resources. . Plan and implement a variety of programs that promote learning and l~teracy, e.g., storytimes, puppet shows and special holiday events. . Work with other child-oriented organizations to promote library services and outreach to the community. Offer after-school volunteer homework assistance, , group tours and library skills instruction. . Provide youth and parent access to Internet resources through the Leichtag Family Foundation Computer Lab Offer age-appropriate introductory sessions on Microsoft Word, Powerpoint and other programs students need to achieve academic success. KEY ACHIEVEMENTS FOR 2008-09: Changed layout, signage and lighting to make users more comfortable and likely to have success with their visits to the Library. Safer and more convenient drive thru book drop construcled. . Sound mitigation measures installed. KEY GOALS FOR 2009-10: Crediffdeb~t option will improve service and help move more circulation to the self-serve model (self-check). . Safer design for parking lot/curb area constnrcted. Improved internal services through reorganization and relocation of Graphics and Media Services divisions. SIGNIFICANT CHANGES: . Due to the economic recession, at this time, the department will be eliminating the outs~de surveys which assist in strategic planning and determining performance measures. The department will delay planned strategic initiatives for one year as a result of the economic recession. Initiatives will be carried out at a later date. Core services will continue to be maintained. Due to this delay, hours equating to 0.3 of a part-time position have been unfunded in the Carlsbad City Library administration area for technical support for implementing new strategic initiatives. PROGRAM: LIBRARY LEARNING CENTER FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 001403010014055 AINTENANCE & OPERATIONS WORK PROGRAM: The Library Learning Center serves as a resource to foster life-long learning through its support of early literacy. family literacy, and adult literacy programs and activities. In addition to serving as a regular library facility, the Learning Center provides two user-focused programs, Bilingual Services and Literacy Services. Learning Center staff actively network with community agencies and organizations, as well as the school district, to provide outreach. presentations, informat~on about library services, and the promotion of read~ng, literature, and library use to our diverse community. PROGRAM ACTIVITIES: Bilingual Services offers a welcoming and culturally sensitive environment that enables Spanish-speaking residents and non-traditional library users to obtain information, to access technology, and to find libraly materials. Services include a Spanish language and bil~ngual Spanish-English print and media collection, bilingual literature-based programs for children, homework assistance, and Spanish language computer classes. Literacy Services provides learning assistance in reading, wrltlng, comprehension, math, and iife skills to English- speaking adults and students participating from Carlsbad High. New learners are assessed to determine literacy needs and recommend appropriate curriculum to assist in meeting learning goals The program also provides orientation, training, and on-going support to new and established volunteer tutors to help them foster the development of positive self-esteem in their learners and the practical application of literacy skills in the home. workplace, and community. WORKLOAD STATISTICS: PROGRAM: LIBRARY LEARNING CENTER FUND: GENERAL PROGRAM GROUP: LIBRARY PAGE TWO ACCT NO. 001403010014055 KEY ACHIEVEMENTS FOR 2008-09: Construction was completed on the new 11,000 square-foot Library Learning Center. The Grand Opening Celebrat~on was held on August 23. 2008. and the bullding opened to the public on August 25. The California State Library awarded Literacy Services three part-time (900 hours112 months each) federal AmeriCorps members for January - December 2009. . Literacy Services was selected by the State Library as one of only four sites in California to host the Adult Learner Leadership Institute, a program which focuses on literacy leadership and advocacy by and for learners. At mid-year, 100% of the adult learners enrolled in the Literacy program had achieved at least one learning goal. such as reading a book, getting a library card, reading to their children, or getting a job. . A core level of services was maintained and an on-going increase in use of the Learning Center was managed with existing staff. The CORE cashiering system was implemented. . The materials collections were expanded to include graphic novels, more English language materials, and more media formats. KEY GOALS FOR 2009-10: Coordinate and implement an early literacy skills focus into revised and enriched children's programming. Explore the possibility of partnering with local agencies andlor educational institutions to provide ESL classes on site. . Collaboration between Bilingual and Literacy Services staff to initiate joint programs. . Identify and quantify the need for youth tutoring to prepare for future implementation of a youth literacy program. Increase the number of hourly FTE positions to fully sustain the current level of use of the Learning Center: NOTE: implementation of identified goals are contingent upon hourly FTE positions being added beyond the maintenance of service need. Assist with the recruitment and orientation of a new Principal Librarian as manager of the Learning Center. SIGNIFICANT CHANGES: . The opening of the new Library Learning Center in August 2008 has allowed the bilingual staff (formerly the Centro de lnformacion) and the literacy staff (formerly the Adult Learning Program) to combine forces in a single building that has two stories and is four times as large as their previous locations. The FY 2009-10 budget, as well as the historical amounts presented here, refled data for both former programs combined into a single new program called the Library Learning Center. . A transfer of 0.3 part-time positions were transferred to the Library Learning Center from the Cole Library to better allocate resources. . A transfer of 0.1 part-time positions occurred from Library Collections to the Library Learning Center . The Learning Center is now the site for all English-language computer classes formerly offered to the public at the Georgina Cole Library. PROGRAM: TECHNICAL SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014040 PERSONNEL AINTENANCE & OPERATIONS WORK PROGRAM: WORKLOAD STATISTICS: The Technical Services Division catalogs and prepares library materials for public use; maintains the Library's on-line database: and manages the library's circulation 2007-08 system, on-line catalog, and related automated programs. 36,928 Items cataloged & processed 31,866 37,936 PROGRAM ACTIVITIES: I Items handled for binding Cataloqinq . Catalogs newly purchased print, audiovisual, and microform materials. items withdrawn Database Maintenance Adds new items to the on-line database and deletes information on lost or discarded materials . Provides physical processing of newly added materials. . Repairs damaged materials and arranges for binding and re- binding. 11t-u1alt:\1 .Iotalv Svslctll I tlctloes Clrclrlat~on System 3nl On.L~ne Cata og) Manages tne Llorary's lnlegtateu Itblary sullwarn incl~rllnq the cataloq interface . coordinates installation of software upgrades and related docurnenta~on and training . Generates daily, monthly, and annual statistical and system management reports. KEY ACHIEVEMENTS FOR 2008-09: . Made multiple database modifications required for the new Library Learning Center, including changing facility names and modifying item information for almost all materials shelved at the new facility. Implemented configuration changes to suppotl new collections and loan periods Provided custom statistical reports to suppotl multiple Library projects. KEY GOALS FOR 2009-2010: . Implement upgrade to integrated library system software in fall 2009. SIGNIFICANT CHANGES: None PROGRAM: COLLECTION DEVELOPMENT 8 ACQUISITIONS FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. oo1404~11454010-I I AINTENANCE & OPERAllONS 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: WORKLOAD STATISTICS: Plannina 2005-06 2006-07 2007-08 . Plan for new materials formats lo add to collection. Orders Placed Coordinate Selection of Materials Coordinate selection and ordering of print and non-print materials. Budqetinq . Prepare division and library-wide malerials budgets; monitor expenditures for division and Weedlnq Keep collection current by removing outdated and unused materials. Items Received 27,496 28.816 31,776 Donations Added 1,740 1,247 KEY ACHIEVEMENTS FOR 2008-09: materials. 1,100 . Introduced new collection of clrculatlng video games. Managed mid-year budget cuts to materials allocations. KEY GOALS FOR 2009-10: Manage changes in Acquisitions module with upgrade to new version of Sirsi SIGNIFICANT CHANGES: . Sustained reduced materials budget. Transferred 0.1 part-time position to the Library Learning Center. PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014050 AINTENANCE & OPERAIONS WORK PROGRAM: The Library's Media Division provides a wide range of event managemenl services and related activities in support of programs staged in the Library's Schulman Auditorium and Gowland Meeting Room. Responsibilities include: overseeing operations, marketing of facilities and services, program support, scheduling, training. and providing technical support for patrons and other user groups. Event selvices provided include: theater lighting and sound, presentation technology and multi-media support. Production services enable events to reach broader community audiences via circulating library coliections, cable N, and the internet. PROGRAM ACTIVITIES: Proclramminq Su~oort . Provide quality support for community groups using Ruby G. Schulman Auditorium and the Gowland Meeting Room. Provide technical supporl and production recordings as needed. Med~a Production . Provide various video production services in support of the Carlsbad Library Hour and Public Service Announcements. . Fac~litate City's phone system "hold" recordings WORKLOAD STATISTICS: Events Supported Program Attendance 45,601 48,035 42.145 Media Productions 17 17 / Revenue $79,183 $71,246 $76.620 1 PROGRAM: MEDIA SERVICES FUND: GENERAL PROGRAM GROUP: LIBRARY KEY ACHIEVEMENTS FOR 2008-09: . Thorough clearing of obsolete supplies. equipment, and paper files . Upgraded auditorium sound system. KEY GOALS FOR 2009-10: . Archive and catalog pertinenl photos being stored in Media Services. . Reorganization of Media Services and Graphics for increased efficiencies SIGNIFICANT CHANGES: PAGE TWO ACCT NO. 0014050 Retirement of long-lime Media Services Manager has led to reshaping the position in conjunction with reorganization PROGRAM: PROGRAMS, EXHIBITS AND GRAPHICS FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: LIBRARY ACCT NO. oo14060 AINTENANCE &OPERATIONS WORK PROGRAM: Coordinate marketing and public relations for library programs and services. Oversee the Library's adult programs. production of library publications and Libraly Web site. PROGRAM ACTIVITIES: Marketinq & Public Relations Market and publicize library programs and services . Coordinate web site communications. Prooramminq Plan and execute programs including author lectures, play readings, film series, poetry readings and writing workshops, and concert series. Gra~hic desian and urintinq Design and layout library flyers, calendars, brochures and forms. Print in-house or coordinate outsourcing of printing. Budoetinq Monitor expenditures for division KEY ACHIEVEMENTS FOR 2008-09: Rollout of Library logo and redesign of marketing materials to include Llbrary Learning Center Redesign work begun for Library web site and training completed on Sharepoint. KEY GOALS FOR 2009-10: Launch new Library Web presence. Reorganize Graphics and Media Services divisions for increased efficiency SIGNIFICANT CHANGES: . Due to the economic recession, the Community Coordinator position will be downgraded and left unfunded in caniunctlon with reoraanization. Combinins for staff efficiencies with the Media Services Soecialist will allow for re~i~anization of these two positions. - PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS SUMMARY AINTENANCE & OPERATIONS PROGRAM DESCRIPTION: The Arts Office builds a sense of community in Carlsbad by offering a wide range of performing and visual arts programs, youth and family educational activities, artist support services, and publications. These programs and services, designed to engage and enrich the individual and the community, strlve to encourage lifelong learning in the arts and to make the arls and culture an accessible and integral part of the community's life. KEY ACHIEVEMENTS FOR 2008-09: Produced 58 performing arts-oriented events attracting approximately 80,000 people. Presented five new visual art exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden, attracting over 30,000 visitors. Continued to present the Three-Part-Art arts education program including lesson workbooks, guided exhibit tours, and creative workshops. Approximately 5,000 Carlsbad students and adult chaperones served. Presented four Family Open Studio events (hands-on art activities associated with gallery exhibitions), attracting over 1.200 participants. Awarded Community Arts Grants: four in the OrganizationsIArtist Partnerships categow; 13 in the Arts Education category, resulting in the community presentation of more than 65 performances, exhibils, and special projects. Partnered with San Diego Opera. Carlsbad Music Festival, Museum of Making Music and the Carlsbad City Library on a variety of public programs. Provided information sewices via the city Web site, direct mail, telephone, program rack cards, exhibition brochures, Arts Brag (for schools), and Arts News (for the general public). Hosted homestay visit of students from Sister City, Futtsu, Japan, and celebrated 20'\nniversary of that relat~onship. Images of all works in the city's Public Art Collection uploaded and made available to the public on the city's web site^ Conserved four works of art in the Public Art Collection and installed them in the Cole Library-Arts Ofice vicinity for better public access and enjoyment. KEY GOALS FOR 2009-1 0: TOD-Qualitv Services Expand fund-raising activities and collaborative proiects, including collaboration with Carlsbad Maaazine on the TGIF souvenir and corporate sponsorship of TGIF concerts. - Expand fundraising initiatives for arts education programs. . Promote, train, and utilize volunteers and arlists in providing services for Arts Office programs. Develop and strengthen arls organizations and provide cultural opportunities through Community Arts Grant program. Advise Carlsbad Friends of the Arts with its administrative issues and fundraising efforts. PROGRAM: CULTURAL ARTS FUND: VARIOUS PROGRAM GROUP: CULTURAL ARTS PAGE TWO SUMMARY KEY GOALS FOR 2009-10 (continued): Learninq, Culture &Arts Continue to implement gallery arts education services and to work with school districts serving Carlsbad on arts education, with special emphasis on the Gallery's Three-Part-Art program . Offer community-wide, educational opportunities for children and adults, such as the Family Open Studios and Art At Jazz programs. Expand audiences for jointly produced Carisbad Music Festival, a 3-day series of concerts of contemporary, classical music presented in the Schulman Auditorium. . Present five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden. Citizen Connection Expand awareness and impact of the Sculpture Garden exhibitions and new installations in the Cole Library-Arts ORce vicinity. Develop web-based map of works in the Public Art Collection for easier public access to the works. PROGRAM: ARTS OFFICE FUND: GENERAL FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062-6510014067-681 142406711754065 AINTENANCE & OPERATIONS WORK PROGRAM: Implement the goals and policies of the City Council and the Arts Element of the City General Plan to develop, plan, promote and carry out visual and performing at1 programs and activities to create a climate that encourages cultural and artistic development in Carlsbad and to enhance the educational opportunities for all segments of the community. PROGRAM ACTIVITIES: Volunteers Utilize volunteers for mailings, gallery events, jazz concerts, summer art camps. Three-Part-Art. etc. Provide lraining for voiunteers, artists, arts organizations and gallery docents and attendants. Proclrams . Produce ten jazz concerts in the parks during the summer 2009 season: produce nine concerts durlng the summer 2010 season. Offer educational programs on arts and culture for children and adults. Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations. Offer three weeks of Creative Arts Camp and three weeks of Club Pelican (a nature & art camp). Present five new exhibitions in the Cannon Art Gallery and one new exhibition in the Sculpture Garden. Information . Produce a calendarlnewsletter three times per year . Produce ArtsBrag, an arts education newslktte; three times a year. . Keep the Arts Info Line up-to-date for 24-hour call-in access. . Provide information, opportunities, and resources to artists, citizens, and the press. . Provide educational materials for teachers on three (3) gallery exhibitions via the Three-Part-Art education program and printed materials for exhibitions via brochures and exhibition catalogues. . Offer arts information on the city's web page. PROGRAM: ARTS OFFICE FUND: GENERAL FUND PROGRAM GROUP: CULTURAL ARTS WORKLOAD STATISTICS: Delivery of Top-Quality Services Arts Office EventslAttendance Community Grants AwardslBudget Loucat~onal Oppon~nities - Inlormlt onSq~vlces Newstel:e~s (IssuesID str bcl~on) Special P~olica:ions (Per Year'Dlstrlo~tlon) PAGE TWO ACCT NO. 00140626510014067-68I 142406711754065 ~rts Info Line Calls (Monthly) 230 250 20 Diverse Economic Opportunities Grants and Contributions SIGNIFICANT CHANGES: Produce nine TGIF Jazz in the Parks concerts during the 2010 summer season instead of the usual ten concerts: reduction due to logistical conflicts with La Costa Canyon High School graduation ceremonies. . Reduce production of Ans News (newsletter) from four issues per year at 12 pages per issue down to three issues per year at eight pages per issue for budget savings. The Arts Office transferred 0.04 of a part-time position to assist with Cultural Arts donations. PROGRAM: SISTER CITY FUND: GENERAL FUND PROGRAM GROUP: CULTURAL ARTS ACCf NO. 0014066 AINTENANCE & OPERATIONS WORK PROGRAM: Coordinate S~ster Clty relationship with the City of Fultsu. Japan and Karlovy Vary, Czech Republic PROGRAM ACTIVITIES: Coordinate Sister Citv Prosram Arrange, host, and conduct visits by delegations as needed. Coordinate ongoing cultural and educational exchange projects. . Develop public programs for Carlsbad audiences related to Sister Cities' cultures and program philosophy. Actively Pursue the Contribution of Funds for the Sister Citv Prosram . Coordinate programs including fund-raisers, festivals, and scholarship exchange programs, and raise funds for such programs. SIGNIFICANT CHANGES: . None PROGRAM: CULTURAL ARTS DONATIONS FUND: SPECIAL REVENUE FUND PROGRAM GROUP: CULTURAL ARTS ACCT NO. l4840XX AINTENANCE & OPERAllONS WORK PROGRAM: Provide a variety of cultural arts programs to all Carlsbad residents PROGRAM ACTIVITIES: Continue Cultural Arts Proqramminq During the summer 2009 season, present ten (10) jazz concerts in Clty parks; during the summer 2010 season. present nine (9) concerts. Produce and distribute jazr concert souvenrr program, produced in collaboration with Carlsbad Magazine. Offer Three-Part-Art programs to 3rd and 4th graders in Carlsbad. Activelv Pursue the Contribution of Gifts and Funds for the Arts Seek out corporate sponsorships for advertising in jazz souvenir program and for underwriting jazz concerts Assist Friends of the Arts in fundraising efforts at jazz concerts. . Seek out contributions and donations for Cannon Art Gallery's Three-Part-Art education program. PERFORMANCE MEASURES: During the summer 2009 season, present ten (10) jazz concerts in City parks with an attendance total of over 40,000. Raise over $49,000 in contributions. $31,000 for TGIF Jazz: $18,000 for Three-Part-Art. SIGNIFICANT CHANGES: Number of jazz concerts reduced by one (1) for the 2010 summer season. due to logistical conflicts with La Costa Canyon High School graduation ceremonies. The Arts Office transferred 0.04 part-time positions to assist with Cultural Arts donations. PROGRAM: PARKS AND RECREATION FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION SUMMARY AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: With guidance from the City Council and assistance from various City departments, the Parks and Recreation Department provides diversified recreation facilities, parks, trails and programs for all ages of the population that live, work andlor recreate in Carlsbad. The department is responsible for planning future parks sites and trails. the maintenance of parks, Downtown Village landscapes, trails, street trees, and median planters, as well as the operations of community centers and recreation programs including senior activities, youth and adult sports programs and leagues, special events, camps, preschool combined with a parent education component, instructional classes, teen programs, facility rentals, aquatics, senior nutrition (home meal and congregate services through the Senior Center), and senior transportation programs. The department also operates several community centersigymnasiums and two historic sites: Magee Park and Leo Carrillo Ranch Historic Park. Staff resources also support the Parks & Recreation Commission and the Senior Commission, both of which act in an advisory capacity to the City Council on matters pertaining to parXs, landscapes, street trees,, recreation programs, senior act~vities, and related facilities. KEY ACHIEVEMENTS FOR 2008-09: The Recreation Deparlment combined with the Park Maintenance, Trails, Street Tree Maintenance, and Median Maintenance Divisions to form the new Parks and Recreation Department. The merger between Parks & Recreation created management efficiencies as well as the opportunity lo reallocate both full-time and part-time staff by sharing responsibilities between programs and selvices. Established a cost recovery model and resource allocation methodology for determining self-sustaining levels for various divisions in Parks and Recreation. Assumed ownership and maintenance responsibility for an additional 3.3 miles of the Citywide trails system. Completed construction of additional picnic shelters at Calavera Hills and Stagecoach Community Parks. Continued management, design, and analysis of the Alga Norte Park and Aquatics Center project. Completed the construction, grand opening of seven additional tennis courts at Poinsettia Park, and determ~ned an operating model. Improved staff development, communication, and teamwork through a series of "All Hands" meetings. Completed the rental area expansion at Leo Carrillo Ranch. Completed the Leo Carrillo Ranch Barn Stabilization project. Launched the Adopt-a-Trail sponsorship and volunteer program to support trail maintenance and improvement projects. The Parks & Recreation Commission focused on community outreach by rotating the commission meetings lo the different community centers and facilities. This gave the community a chance to talk about local topics, share their suggestions and concerns, and to get to know the Commissioners, Continued to implement the Recreation Departmenvs Strategic Plan to define and reinforce the core concepts of promoting access to open space, providing safe places to gather, creating lifelong learning opportunities, promoting fitness opportunities, and building a stronger community. PROGRAM: PARKS AND RECREATION FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2008-09 (continued): Maintained, preserved, and enhanced 348 acres of parks, school athletic fields. Downtown Vlllage streetscapes, bcach accesses, and landscapes at various civicfac~llties. This included the maintenance of 16 parks and 15 .prclal use Areas lrit ovrrz gnt of ma~ntnnance act v~tles and the s~pplemcnlal msnltorlng of oealyliatcu ~ncles~c op~d pal k la110 d1i1 open spare areas an0 provldlng mslntenancelrelulU shnienl sev ces lu 1l.r ~ecreatidn ~ivision, other cit; departments, and communitygroups. . Maintained existing citywide trails and constructed selective new trails with the assistance of trail volunteers. . Performed lrail improvements and installed amenities, in accordance with Trail Master Plan . Inspected and augmented contract maintenance of Coastal Rail Trail areas with city staff. Continued processing acceptance agreements from previously rejected Irrevocable Offers of Dedication (IOD) for the cityvvide trail easements. . Focused on street tree maintenance in the Downtown Village to address City Council's priority for the area. Relined, supported, administered, and inspected the contracted Block by Block Street Tree Pruning Program. . Responded to approximately 600 street tree service requests, and provided storm, or other emergency assistance as necessary. . Accepted new street trees within approved developments, and replanted street trees within vacancies created by prior removals, in accordance with the Community Forest Management Plan. Administered and oversaw contract for landscape maintenance of approximately 60 acres of medians planters. Maintenance included litter control, weed abatement, pruning, peslicide and fertilizer application, shrubltree replacements, and irrigation repairsladjustments. Augmented the contract landscape maintenance with city staff on high profile medians in the Downtown Village area (approximately 3 acres), and various other city-wide medians. KEY GOALS FOR 2009-1 0: Continue to reline and educate our stakeholders about our cost recovery model for determining self-sustaining levels for various divisions in Recreation. Create a new strategic plan. . Pursue agency accreditation through National Recreation and Parks Association NRPA. Establish a skatepark community fundraising group. . Finalize Lake Calavera trail plan and open these trails to the public. . Provide client department support during the grading of the Alga Norte Park project and completion of construction of the Poinsettia Park Parking Lot Project. . Conlinue to invesligate and analyze the most efficient operationslmanagement plan for the Alga Norte Aquatics Center. . Provide in-house design and coordination of various small park improvements and provide assistance to other departments on design issues. Provide project management for specialized park projects (e.g. Carrillo Barn, various shade structures within parks, etc.). . Participate in Envision Carlsbad (General Plan update) Explore options to fund future park development projects, programs and operations, including pursuing publidprivate partnerships, sponsorships, and grant opportunities. . Continue to promote and support a safe environment to gather for all facility users and program participants through continued emphasis and multi-agency support of the Department's T.R.U.S.T. program. . Continue to streamline and consolidate administrative services and marketing programs to clearly and consistently communicate with our citizens about our various programs, services and events. . Prepare monthly agendas for the Parks and Recrealion and Senior Commissions thal address relevant issues and inspire community involvement. . Provide and encourage a variety of professional training opportunities to all staff members. Promote the use of volunteers in providing City services in the Recreation Department. . Initiate an "Experience Recreation" program to improve communications, build support networks, and offer opportunities to develop new skills for all department staff. . Begin to develop and implement a portion of the interpretive sign program at Leo Carrillo Ranch. Incorporate park site improvementstadd~tions into the ongoing maintenance responsibilities. . Address the cap~tal outlay items that are outstanding within selective park sites. . Presuming the formal development of the Calavera Hills Trails and Trailhead are approved during 2009-10. absorb and manage the additional trail construction and maintenance responsibilities. G-2 1 PROGRAM: PARKS AND RECREATION PAGE THREE FUND: GENERAUSPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION SUMMARY SIGNIFICANT CHANGES: The Park Maintenance, Trails, Street Tree Maintenance, and Median Maintenance Divisions, formerly with the Public Works Department, were merged with the Recreation Department in January 2009. This reorganization will provide greater opportunities to coordinate and collaborate on mutually beneficial projects and responsibilities. Combined budgets, as well as combined results for previous years, are reflected here. . The merger of the Parks and Recreations divisions created management efficiencies as well as an opporlunlty to reallocate both full-time and part-time staff by sharing responsibilities and projects between programs and services. Personnel reallocations among the various divisions are reflected in the individual program summaries following. The Recreation Division is adjusting its departments and program groupings to better clarify the departmenvs organization and cost structures, including the followng changes. . The Agua Hedionda Lagoon Permits program is now reported combined with the Aquatics program. Park Planning 8 Recreation Management has absorbed the Parks and Recreation Commission Division since they were both working on similar activities. The combined activities continue to all be reported in the Park Planning and Recreation Management program summary. Youth Sports & Adult Sports have been combined to create efficiencies. The combined aclivities continue to be reported in the Recreation-Fee Supported program summary. The Marketing and Graphics activities have been absorbed with Recreation Enrichment Classes. The combined activities continue to be reported in the Recreation-Fee Supported program summary. The amount of time managers work on global issues that benefit the overall department translates into 20% of their time. The costs associated with this time is now included with Park Planning and Recreation Administration. The Coastal Rail Trail landscape maintenance agreement was re-bid in FY 2008-09 as part of the greater parks and facilities landscape contract. Maintenancelinspection efficiency and cost effectiveness will be achieved by combining this trail with other parks and facilities landscapes. Added four miles of trails maintenance to citywide invenloly, bringing the trails total to 38 miles. The Adopt-a-Trail sponsorship and volunteer program was accepted by the City Council to support trail maintenance and improvement projects. . Due to the economic recession, the Parks and Recreation Deparlment worked with other city departments to reduce costs in the FY 2009-10 budget. The significant impacts of those reductions are included in the individual Program Summaries following. PROGRAM: PARK PLANNING &RECREATIONMANAGEMENT FUND: GENERAL FUNDISPECIAL REVENUE DEPARTMENT: PARKS & RECREATION PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510 140451511494502-505 AINTENANCE & OPERATlONS WORK PROGRAM: The Park Planning and Recreation Management Division within the Parks and Recreation Department provides administrative support for the City's ongoing recreation programs, park and community center activities, trails, and park development efforts. (The administrative support for the Park Maintenance. Trails, Street Tree Maintenance, and Median Maintenance Divisions are listed in their respective program summar~es). The Division also provides staff support to the Parks and Recreation Commission, which acts in an advisory capacity lo the City Council to ensure that top quality park facilities and recreation programs are developed and sustained for the benefit of those who live, work, and play in the City of 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 that 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 rewired administrative suDwort to the all of the Recreation Divisions. includina a total of 72.10 full- time positions and 61.76 hourlyipart-tihe positions. - . 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 budget administration for expenditures and revenue generation. Recommend and process personnel appointments, promotions, assignments, and disciplinary action when warranted. Provide ongoing support to management, general, and part-time employees. Implement the services of contractual employees. . Implement and maintain the strategic planning process for the Parks and Recreation Department. . Facilitate a customer service training and orientation program for all new department employees. G-23 PAGE TWO PROGRAM: PARK PLANNING &RECREATIONMANAGEMENT FUND: GENERAL FUNDlSPEClAL REVENUE DEPARTMENT: PARKS & RECREATION PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510 140451511494502-505 PROGRAM ACTIVITIES (continued): Park Acq.1 s~ton Plannlno anolor Ueveloomfnt knsure adeqJate palk acq~~slt~dtl, urvt'lopliier'l, at111 rehdbilltnt~on n oroer to comply vr th the Parns and Rfcreat~on Element of the General Plan and to meet the park performance standards of the ~rowth Management Plan. Provide for current and future community needs by addressing chanqinq recreation trends. - - - Monitor and implement existing park agreements. Develop, coordinate and monitor the Capital Improvement Program (CIP) budget submittals for current and future park development projects. Provide staff liaison and support for the operations of the municipal golf course. Provide client department support during construction of the Alga Norte Park and Aquatics Center and the Poinsettia Park Parking Lot Projects. Process the actions required to create a City-wide Trail System (land acquisition, maintenance system, development, volunteers, etc.) Provide in-house design and coordination of various small park improvements and provide assistance to other departments on design issues. Provide project management for specialized park projects (e.g. Carrillo Barn, Carrillo Event Area, and varlous shade structures within parks, etc.). Participate in Envision Carlsbad (General Plan update). Recreation Proqrams 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, andlor play in Carlsbad. . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. Prepare and distribute the Community Services & Recreation Guide three (3) times per year, a summer camps booklet and quality marketing pieces to educate the public about the many programs and services available to them. Continually evaluate and implement the fee structure for recreation programs and facility rentals in an effon to sustain a competitive advantage over the private sector for similar services. SIGNIFICANT CHANGES: The courier position, representing 0.5 part-time positions, was transferred into this program from Recreation - Operations, since the entire department benefits from this service. Through the cost recovery and resource allocation melhodology it was determined that 20% of all managers from the recreation program groups should be added to the Recreation Administration program to more accurately reflect the amount of time managers have been working on global issues that benefit the overall department. The amount of full-time staff included in this program has increased from 6.0 full-time positions to 9.7 full-time positions. PROGRAM: RECREATION - FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION ACCT NO. 0014522-28 AINTENANCE 8 OPERATIONS WORK PROGRAM: The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational and social needs and interests of the community by providing fee-supported programs for all segments of the population, including those that live, work, and/or play in Carlsbad. Recreation works with the community to improve the quality of life through its people, parks, and programs. The Recreation Department creates a sense of comrnunlty through the value it places on people, the diversity of its facilities. parks and trails, as well as programs and services that help to sustain a viable and healthy community. PROGRAM ACTIVITIES: The Fee Supported Division provides year-round recreational programs for all ages, preschool to seniors, including program design, planning, implementation, and evaluation. Recreation programs include enrichment classes, youth and adult sports, special events, youth day camps, preschool and teen programs. Some of the activities performed by the Division include the following: Review proposals and negotiate contracts with instructors. . Schedule facilities for programs. Prepare and distribute marketing materials. Promote open dialog with the community and respond to their needs. Offer 2417 online services which include field condition updates, league standings, and registration opportunities. Evaluate programs, conduct surveys and analyze data on an ongoing basis. . Monitor and analyze revenue and expenditure reports on an ongoing basis. Conduct routine fee market studies. Partner with school districts for youth and teen programming. Recruit, train, and reward volunteers. Recruit program sponsors. - Provide scholarships for Carlsbad resident youth. Promote health and wellness opportunities through special community events and enrichment programs to help position the department as a health and wellness resource for the community . Research and implement innovative and cost effective program opportunities. PROGRAM: RECREATION - FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE TWO ACCT NO. 0014522-28 WORKLOAD STATISTICS: Actuals Estimated Projected Actuals Estimated Projected 2007-08 2008-09 2o09-10 -- 2007-08 2008-09 2009-1 0 Enrichment Classes Youth Suorts Number of Classes 725 725 725 Teams 74 74 74.000 Enrolled 18.000 18.500 18,500 Participants 1,200 1.200 1.200 Revenue $764,000 $779,500 $780,000 Spectators 16,000 16,000 16,000 Revenue $41,000 $46,000 $46,000 Enrichment S~orts Cam~s Camps 30 30 30 Adult S~orts Participants 800 800 800 Teams 336 336 336 Revenue $50,000 $50,000 $51,000 Part'cipants 5,400 5,400 5,400 Spectators 30.300 31,000 31.000 Revenue $98,500 $120,000 $130.000 Actuals Estimate Projected 2007-08 2008-09 2o09-10 -- Actuals Estimate Projected 2o07-08 2008-09 2009-10 Day Camps Teens - Lite Camps 42 42 2 Weeks 32 Particiuants 943 956 966 Teen Particioants 1.260 Revenue $118,479 $124.500 $133,350 Revenue $824 Teens in Action Pre-school Classes Number of Visits 16 Conducted 175 175 175 Teen Participanls 720 Enrolled 1,334 1.620 1,620 Revenue $0 Revenue $161,420 $158,240 $166,152 aecial Events Events 10 Tliathlon Participants 6,400 Spectators 4,000 4.000 4.000 Number of Volunteers :I00 Participants 1,103 1,000 1,000 300Revenue $17,594 Revenue $109,625 $104,702 $105,000 $16.500 Community Volunteers Volunteers 1.700 1.700 1.700 Hours 18,000 18.000 18;000 KEY ACHIEVEMENTS FOR 2008-09: . The Parks and Recreation Department partnered with the Carlsbad Unified School District to provide lunchtime activities to encourage and increase participation in Recreation Divisions sponsored teen activities. Dozens of middle school teens participated in Safe. fun, and supervised events. In an effort to establish and maintain innovative, cost effective partnerships, the Recreation Division will continue to contract outside professional services to coordinate and manage the 2009 Carlsbad Triathlon. The special events division planned, organized, and implemented 9 highly successful and well attended community special events. . The Youth Day Camp Program continues to offer a safe, fun, and supe~ised environment for children ages 3-15 years to interact socially. The program's curr~culum builds self-esteem and self-confidence, while providing diverse and personal gro~lh experience. Camps include Kidz Camp (Ages 6-11), CIT Camp (Ages 13-15), Explorer Camp (Ages 13-15), Pee Wee Camp (Ages 3-5). These camps have changed their focus to differentiate themselves from the other enrichment program camps. The outcome has lead to an increase in attendance. PROGRAM: RECREATION - FEE SUPPORTED FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE THREE ACCT NO. 0014522-28 KEY GOALS FOR 2009-10: Carisbad is a City that provides exceptional top quality services on a daily basis by proactively listening, engaging and responding to our citizens: . implement the new CLASS League Scheduling Program 6.0 for Adult Sports registrations & game scheduling. - Revise and update user surveys and analyze responses to improve service delivery. Recruit, train, and recognize volunteers 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 that support the community and enhance transient occupancy taxes VOT) and sales tax opportunities. Promote our Teaching Respect Unity and Sportsmanship through Teamwork (TRUST) program statewide through collaboration with the California Park and Recreation Society (CPRS). Utllize a customer-focused web site design and layout to improve customer service through improved navigation. prominence on the home page, and social networking components (i.e. 'forward to a friend" feature, Facebook, blog postings, etc.) in order to better promote 2417 access to program information, registration and facility rental availability. . Implement a "green" approach to communications by only printing enough Community Services Guide as determined by the number of people who request them at Community Centers or sign up to receive the printed version. Improve communication by increasing the use of e-mail, e-newsletters, e-marketing, online surveys and interactive forms that will also encouraqe two-way communications with our customers and imDrove user . convenience. The special event Hot Rods & Cool Treats is going to change its focus back to its original purpose. Go~ng forward this event will be referred to as the Seniors Ice Cream Social and the car show will be eliminated. . Pursue public-private partnerships for the management of the tennis courts at Po~nsettia Park. SIGNIFICANT CHANGES: A few of the programs offered within the Recreation - Fee Supported divisions will be scaled back to reflect the current economic recession. In many cases the changes will not be felt by the public because we reduced a few extra features to focus on our core services, such as eliminating premium excursions in Camps and focusing on more local activities. Programs that will be eliminated include the Youth Sports Punt. Pass 8 K~ck and the Carlsbad Loves Kids event. The special events division will focus on eight special events going forward. Due to the economic recession, the Marketing and Graphics group will be reducing costs by reducing the printing of the Community Services Guide by 25%, and by moving more printing services in house due to the purchase of an improved printer with more capabilities. . As a part of the identification of direct and indirect costs as included in our cost recovery and resource allocation methodology, 20% of ail managers' time has been moved to Recreation Administration. The combined full-time positions have been decreased from 7.65 to 5.9. Part time staff has been lowered from 20.52 to 19.35 to reflect more efficient use of staff. The 1.17 reduction has been allocated as follows: 0.5 part-time position for the mail courier has been moved to Recreation Administration; the Trails Division received 0.36 of a part-time position; and the remaining 0.31 is being moved to Park Maintenance to assist with Poinsenia Park new landscape maintenance. PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION ACCT. NO. 0014520 MAINTENANCE & OPERATIONS WORK PROGRAM: The Aquatics program provides for the operation of an attractive and safe community pool, which offers comprehensive instruction and training, competition. and recreational swimming to all segments of the population who live, work, and/or visit in Carlsbad. The Agua Hedionda Lagoon Permits Program, which is now reported combined with the Aquatics Program beginning in FY2009-10, reduces the City's liability exposure by requiring all vessels on the water to obtain a valid City use permit. PROGRAM ACTIVITIES: Lessonsfrraining Provide ~nstruction in general aquatic, swimming, and diving skills for all ages and abilities. These programs provide the foundation on which all other aquatic programs build. Provide education and training to the general public and City employees in first aid, CPR, AED, and water rescue skills; serve as a North County cerlificationltraining site for men and women wishing to qualify for employment at public swimming pools by offering such courses as the Lifeguard Academy, Water Safety Instructor and Lifeguard Training Instructor. Fun and Fitness Provide opportunities for recreational, fitness, and lap swimming, which assist participants in maintaining physical fitness and health. Also provide family-oriented aquatic special events. Com~etitive Aquatic Proqrams Prov~de op~ortunities for comuetitive swim instruction and coached workouts for vouth and adults as a contract service: coordinate and schedhe Carlsbad High School use of the pool for physicaieducation, boys and girls swim teams and water Dolo teams. These uroarams also assist ~articiuants to malntain ~hvsical fitness and health as well . - . , as providing a sokce of social interaction and community bide. ' PermitS Issues annual lagoon use permits. Verifies and monitors Hold Harmless Agreement and DMV registration. Enters data and updates database for the Police Department for enforcement. Coordinates with the Police Department to publish and distribute information regarding use, rules, and regulation of the lagoon. Coordinates with launching entities and maintains lagoon use data. As of fall 2005, the Lagoon Permit staff took over responsibilities for measuring boats to determine compliance with length limits. Staff is seeing a slight decrease in the number of permits sold to date and anticipate this trend to continue into next fiscal year. PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE TWO AQUATIC WORKLOAD STATISTICS: Actual 2o07-08 Estimate 2o08-09 Projected 2o09-10 instructional Lessons LaneIHours Classes Conducted Registered. Resident Registered, Non-Resident Revenue Recreation and L~D Swim LaneIHours Daily Admissions: Youth Aduit Season Pass Admissions Revenue 6.042 8.626 17.1 98 scans $79,627 Carlsbad Swim Masters LaneIHours Participation Revenue Carlsbad Hiah School Teams LaneIHours Participation Revenue North Coast Aquatics LaneIHours Participation Revenue Carlsbad Water Polo (Bovs Aoe Groug Water Polo) LaneIHours Participation Revenue Carisbad Water Polo (Girls Aae Groug Water Polo) LanetHours 676 465 465 Participation 846 635 635 Revenue $4.702 $5.580 $5,500 Dive San Dieqo LaneIHours Particioation North Coast Scuba Center LaneIHours Particioation PROGRAM: RECREATION-AQUATICS FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE THREE LAGOON WORKLOAD STATISTICS: Actual Estimated Projected 2o07-08 2o08-09 2o09-10 Annual Permits 369 348 345 Daily Permits 233 205 200 Snug Harbor Launches 480 457 440 Revenue $24.319 $21.976 $20.000 KEY ACHIEVEMENTS FOR 2008-09: . Provlded accurate financial and operations information to decision makers about the proposed Alga Norte Park Aquatics Center. KEY GOALS FOR 2009-10: . Provide a balanced aquatic program to the community on a year-round basis. Promote community health and fitness through specific programs targeted at teens and adults including Carlsbad H~gh School "Aquatic P.E." use, springboard diving, water polo and swim team rental usage. . Continue to research and analyze the most efficient operationstmanagement plan for the Alga Norte Aquatics Center. SIGNIFICANT CHANGES: The Aquatic and Agua Hedionda Lagoon Permits divisions have been combined since they share the same resources. . As a part of the identification of direct and indirect costs as included in our cost recovery and resource allocalion methodology, 20% of the manager's time has been moved to Recreation Administration. Total full-time positions have decreased from 3.0 to 2.8. . A miscellaneous transfer of 0.08 part-time positions is being made to the Park Maintenance Division. PROGRAM: RECREATION - OPERATIONS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT. NO. 0014541 -16 PERSONNEL MAINTENANCE & OPERATIONS WORK PROGRAM: This division provides operational support for the Recreation Department, including the operation of Leo Carrillo Ranch Historic Park, three community centers and gymnasiums, parks, and City facilities used by the general public and a varlcly of Clty dcpartmcnrs for recreational use aid meet~ngs. III add,: or the Operauons UIVSI~~ pt;vid(!s tnalrllellal,cc lo trle rrlarly altil(?! c fielos ownea by the C ly and school (I st~icls sen, ng tne Carlsbaa pop.1 allon PROGRAM ACTIVITIES: information and Enrollment Sewices Staff provides information and registration sewices to the public on Recreation Department programs and facilities Enroll participants via phone, mail, ont~ne, and in-person for classes, special events, and sports leagues. Collect and account for program revenue. Provide ongoing information and referral to the community. Customer service and revenue has improved with the success of online registration. Facilities O~eration Staff coordinates public use of recreational facilities. Process applications and issue permits for use of meeting rooms, picnic areas, athletic fields, gymnasiums, and tennis courts. Crews maintain ball fields at school sites, community parks, and other special use areas. Staff coordinates classes. meetings, dedications, and other functions at Community Centers and other City factlities. . Attendants address customer sewice issues and conduct routine park patrols of staffed and unstaffed satellite parks Staff provides general clean-up and associated maintenance at facilities and parks. Staff is dedicated to providing excellent customer SeNiCe and promoting "good sportsmanship'' during all programs and events. staff continues to maximize facility rental opponunities by monitoring rental demands to improve the availability, aualitv and condition of rental facilities and ~icnic areas. . , Rentals continue to increase based on improved arnenlties, value, and outstanding customer service Provide field and facility assistance and scheduling for resident non-profit sports organizations. Supervision Supewisory staff coordinates operations of the community centers/gymnasiums, historic park and satellite facilities Staff recruitment and development. Provides staff training. . Serves as liaison to various community organizations and city-w~de committees. Responds to customers' concerns and requests. Sewice delivery continues to improve through the use of comprehensive training programs and the development of operational manuals. PROGRAM: RECREATION - OPERATIONS PAGE TWO FUND: GENERAL DEPARTMENT: PARKS AND RECREATION ACCT. NO. 0014541-46 WORKLOAD STATISTICS: Stagecoach Community Center & Park: Reservations Processed: Number of Facility Users: Revenue: Harding Community Center Reservations Processed: Number of Facility Users: Revenue: Calavera Community Center Reservations Processed: Number of Facility Users: Revenue: Avtara & Poinsettia Parks Reservations Processed Number of Factl~ty Users Revenue Carrillo Ranch: Reservations Processed: Number of Facility Users: Revenue: Proiected 2009-10 1,450 400.000 All Sites Actual Est. Projected 2007-08 2oo8o9 2o09-10 Reservations Processed: 6,225 6,625 6,845 Number of Facility Users: 1.300.000 1,300,000 1,467.500 Revenue: $397,200 $423,100 $456,150 Number of Fields Maintained: 25 25 0 KEY ACHIEVEMENTS FOR 2008-09: Continued to increase participation in Open Play activities: Pickleball and Badminton. . Completion of a new picnic shelter at Calavera Hills Community Center. The kitchen at Harding Community Center was remodeled and updated to provide a quality facility for enrichment programming and camps. Completion of tennis court expansion p,oject at Poinsettia Park, adding 7 new courts to the inventory for use by tennis patrons KEY GOALS FOR 2009-1 0: . Facil~tate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to ensure customer satisfaction of Carlsbad field users. . Constantly strive to improve customer service through park patrols and enforcement of park rules and regulations. . Continue to promote and support a safe environment to gather through the Department T.R.U.S.T. program for all facility users. Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attraclive and competitive alternative to private sector facilities. . City parks and facilities provide a place for citizens to connect with the community, place, and spirit through balanced and sustainable land use and with Carrillo Ranch inclusive of providing ongoing historic preservation efforts. . Continue to train staff on any changes and improvements to the new Facility Rules & Regulations, the Cost Recovery and Resource Allocation Methodology. and Administrative Orders. PROGRAM: RECREATION - OPERATIONS FUND: GENERAL DEPARTMENT: PARKS AND RECREATION PAGE THREE ACCT. NO. 0014541-46 KEY GOALS FOR 2009-10 (continued): . Facilitate a smooth transfer of the ball field infield maintenance work to the Parks Division. Staff will continue to work with the Resident Non Profit Sports Organizations to ensure field lights are turned off in a timely manner. SIGNIFICANT CHANGES: . As a part of the identification of direct and indirect costs as included in our cost recovery and resource allocation rnethodoloav 20% of all manaaers' time has been moved to Recreation Administration. The combined full-time positions have been decreasegfrorn 11.05 to 9.30. The amount of part-time staff has been reduced to reflect a change in supervision and management. Ball field maintenance staff representing 2.55 part-time positions will be managed by the Park Maintenance Division, resulting in a decrease in total part-time positions from 17.89 to 15.34. . Due to the economic recession, part-time hours for the curator at Leo Carrillo Ranch have been reduced by approximately 60% and unfunded. A few of the programs offered by the Recreation Department will be scaled back to reflect the current economic recession. In many cases the changes will not be felt by the public because we reduced a few exlra features to focus on our core services. Programs that will be eliminated include four nights of the Carrillo Ranch Friday Night Film Festival. The Dinner B A Movie fundraiser night at Carrillo Ranch will remain. PROGRAM: SENIOR PROGRAMS FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION ACCT NO. ooi4~7o-ooi4573,i43~~~~ AINTENANCE & OPERATIONS SPECIAL REVENUE TOTAL FUNDING $817,7881 51,130,4691 $1,030,0861 $1,029.444 WORK PROGRAM: To provide a broad range of services and activities designed to foster independence, health and wellness and provide opportunities for lifelong learning, fun and socialization for older adults in the Carlsbad area. PROGRAM ACTIVITIES: EduwtionlLearninq Arrange for classes, seminars, and other learning opportunities on topics pertinent to the concerns and interests of the aging population. Provide seminars on health and wellness, topics of interesl, latest technology, personal safety, etc. . Provide ongoing information and referral to community resources. . Provide ongoing classes in computer use and software programs (i.e.. E-mail, Internet. Excel. Word, digital photography, etc.) . Continue computer lab with open hours for seniors to drop in and receive technical advice. Recreation Offer excursions, special events, and activ~ties of particular interest to the mature adult, which promote social interaction. Continue the development of programslgroups that appeal to people with similar interests (ie.. Walking Group. PC Users Groups, Writers Groups. Discussion Groups, etc). Provide single day trips to local attractions, and multi-day trips utilizing rented buses as well as public transportation (he., Amtrak, Coaster, Trolley, etc.). ~rovibe programm!ng in the evenings and on weekends to attract the rising baby-boomer population Provide opportunities for multiple generations to participate. Personalized Assistance Coordinate the provision of professional services necessary to maintaining an independenl lifestyle. . Over 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 . weekly blood checks, glucose and diabetes testing, and cholksteri testing. - Flu shots. . Provide a minimum of four "special" health screenings. (i.e., skin cancer, hearing, podiatry, eye, etc.). Continue offering programs and classes that promote physical and mental well being. PROGRAM: SENIOR PROGRAMS PAGE TWO FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION ACCT NO. oo14s7o-oo14~7~,143~~~~ Senior Grants Provide a minimum of 26.000 nutritious lunches. m Provide a minimum of 10:000 delivered meals to the homes of Carlsbad's frail seniors. Provide over 9,000 rides to seniors who have limited means of getting to the Senior Center, shopping, medical visits, and other necessaly appointments. Provide nutrition education and special events focused on lunchtime activities. Administration Coordinate all operations of the Senior Center: stafiing. volunteer recruitment, facility rentals, and grants management. After-hours facility rentals. Staff scheduling and budget management Volunteer recruitment and trarning. . Senior Commission. Senlor Center Operations . Over 30,000 seniors walk through its doors on an annual basis. Some participate in the activities provided including the Nutrition Program. It provides an opportunity for lifelong learning, a safe place to gather, and promotes a healthy lifestyle. Transporlation The transportation program provides an open door to the community servicing over 8,000 Carlsbad seniors who have no other means of transportation. The oroaram allows seniors to attend med~cal. dental and necessarv appointments. Over 20 participants are picked up'baily to participate in the Nutrition program. Conareaate . The congregate population participating in the Nutrition Program exceeds 26.000 lunches annually. A hot, nutritiously balanced meal is provided along with socialization, music, and fun! Meals are served Monday through Friday and exclude all holidays except Thanksgiving. An average of 105 older adults participates daily. . Co~it nJe to br~ng new sna lnnovat~vc ttlerlJ tellls. party themes, and enlenrr nrntLnt cach irolitn Cont nJc to b~ndlc actldltlcs vd~lh i.nch and trallsponatlon to encoLlage pall clpatlon (I e LJnCh IC A b'or~c) Home Meal The Home Meal Program provides a hot lunch to over 10.000 homebound seniors throughout Carlsbad. Over 30 volunteer drivers provide the transportation to get these meals delivered. . Increase Home Meal participation by networking with senior/social health workers and faith based organizations. Feesupported Over 30 fee-based trim are scheduled accommodatina over 2.000 adventurous seniors. Enrichment classes . . . . . . . . . , seminars, and other 'learning opportunities on topic; pertinent to the concerns and interests of the aging population. Market new Fitness Room memberships. * In collaboration with the Recreation Specialist-Enrichment Classes, continue to explore a variety of contract programs to compliment the Senior Center facilities and attract older adults ages 55-65. PROGRAM: SENIOR PROGRAMS PAGE THREE FUND: GENERALISPECIAL REVENUE PROGRAM GROUP: PARKS AND RECREATION ACCT NO. OO~~S~O-OOI~~~~,~~~XXXX FY2007-08 FY2008-09 FY2009-10 Actual Estimate Proiected PROGRAMS: TRANSPORTATION- ltem - Serving Days Total Trips Total Trips per day Total (Grant + Donations) CONGREGATE- ltem - Serving Days Meals Served Meals per day Total (Grant + Donations) Volunteer Hours Volunteer hrs per day HOME MEALS- & Serving Days Meals Delivered Meals Delivered per day AIS Grant Donations Donations perimeal Total (Grant + Donations) Volunteer Hours Volunteer Hours per day SENIOR CENTER ADMINISTRATION: FACILITY RENTALS- Item - Facility Bookings 658 830 850 Number of Facility Users 23,656 21,500 22,500 Facility Rental Revenue $47,684 $71.000 $71.000 SIGNIFICANT CHANGES: . Some of the part-time positions at the Senior Center will be scaled back due to the economic recession, and will be lee unfunded at this time. The impact to the senior population is expected to be minimal since we wili be adjusting our part time and volunteer schedules to help offset these changes. Two areas will be affected by the change. The first is that the vacancy associated with the fourth van driver will not be filled. Secondly, we will meet the needs of assisting customers at our front desk wlth volunteers, rather than part-time staff. . Due to the economic recession, as well as a review of core sewices and programs within the division, responsibility for planning and holding the Senior Safari events will be transferred to an outside agency. Due to this change, maintenance and operation costs to the city for this activity will be eliminated and the Senior Safari Alde 0.5 part-time position will be unfunded at this time. . Part- time staff hours of 0.07 will be transferred to the Parks Division, decreasing the total pall-time count from 8.0 to 7.93 part-time positions. PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION ACCT NO. 0015ozo WORK PROGRAM: Maintain, preserve, and enhance 348 acres of parks, school athletic fields, Downtown Village streetscapes, beach accesses, and landscapes at various civic facilities This includes the maintenance of 16 parks and 15 speciai use areas: the oversight of maintenance activities and the supplemental monitoring of designated undeveloped park land and open space areas; and providing maintenancelrefurbishment services to the Recreation Division, other city depallments, and community groups. . Activities include: Turf and Landscape Maintenance, CourVFieldrrot Lot Maintenance, Irrigation Maintenance, Miscellaneous MaintenancelRepair and Special Requests. PERFORMANCE MEASUREMENTS: Service Deliverv Benchmark Ninety percent (90%) of ratings are at or above 7 on a 10-point scale. Result Ninety-five percent (95%) of ratings were at or above 7 on a 10-point scale Maintenance Costs Goal Provide aesthetically appealing, well-maintained parks and high profile planter areas, while demonstrating sound fiscal responsibility. The annual park maintenance cost per acre is $14.894 Customer Service and Satisfaction Benchmark Ninety percent (90%) of respondents rate park maintenance as good or excellent on the City of Carlsbad public opinion survey Result Ninety-four percent (94%) of respondents rated park maintenance as good to excellent on the City of Carlsbad public opinion survey. PROGRAM ACTIVITIES: Turf and Landscape Maintenance Direct management of turf, irrigation, and landscaping. Duties include mowing, fertilization, renovation, re- planting, trimming, pesticide application, raking leavesldebris, synthetic turf sweeping, planter weeding, soil cultivation, edging, aerating, re-seeding, rodent control, irrigation programming and repair, equipment maintenance, and contract adrninistrationlinspection for these services at designated park sites. Restroom MaintenanceILitter ControlIPicnic Area Services Inspect, maintain. clean, paint, and repair 15 permanent and 4 temporary restroom facilities. Restocking supplies, addressing graffitilvandalism, and repairing plumbing componentslfi~iures, comprise other related duties. Also associated with this activity are litter control, trash removal, and picnic area servicing. All parks, beach accesses, and beach areas are cleaned several times per week. PROGRAM: PARK MAINTENANCE FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE TWO ACCT NO. 0015020 PROGRAM ACTIVITIES (continued): CourVFieldflot Lot Maintenance Maintain 29 tennis courts. 20 basketball courts. 18 soccer fields. and 32 softballlbaseball fields. All athletic courts are cleanedlinspected on a weekly basis. Duties involve sweeping or blowing surfaces, fence inspectionslrepairs. and pavtng inspections. In addition, this activity involves weekly maintenance of all park tot lots. Tot lot maintenance includes sand rakinglleveling, sand rototilling, play equipment inspection and repair, and the requisite documentation of such actions. lrriqation Maintenance Maintain all landscape irrigation systems of City facilities. This includes programming over 100 different controllers, with over 1,530 valves. Duties include replacement, repair, trouble shooting, and data entrylprogrammng using the centralized inigation system. Open Space Maintenance Provide oversight of maintenance activities, and administer supplemental monitoring of designated undeveloped park land and open space areas. Duties include trash removal, dumping clean-ups, weed abatement, and routine security patrols. M.sccl a11eo~sl4a nt~r~re!Repa~r and Spec al tjeq ~ests Tnese actlrltles incl~de rrpalr and upgradlr~g pard str.lcl.tres, facllt~es spons l:eld Ignt~ng, play equtplltcnt, ano . .. fencing, and the installation of bleachers. dinking fountains, soccer goals, trash enclosures, and concrete work Additional activities involve special projects and requests by the Recreation community. the Housing and Redevelopment staff, and the Community Garden participants.. SIGNIFICANT CHANGES: New or Changed Positions Reduced 0.1 full-time positions for Public Works Superintendent to adjust for contracts administration in the Parks Inventory. . Reduced 0.25 full-time positions for Public Works Manager, due to move of Parks Maintenance Division under the Parks and Recreation Director. Transferred 2.63 part-time positions for assuming the baseball infield maintenance responsibilities from Recreation. The 2.83 full-time positions were transferred from Recreation-Operattons (2.55) and Aquatics (0.06) to Park Ma~ntenance. 8 Transferred 0.38 part-time positions for assuming the Poinsettia Park parking lots and corresponding irrigationllandscape responsibilities. The 0.38 FTE was transferred from Recreation-Fee Supported (0.31) and Senior Programs (0.07) to Park Maintenance. Changes to Services . FY 2009-2010 will be the first full year where Park Maintenance is realigned with the Recreation Division in one department. In order to clarify staff roles and ensure efficiencies, baseball infield maintenance responsibilities will be transferred from the Recreation Division to the Parks Maintenance Division. Due to the current economic recession, a total budget reduction of five percent is planned for this program. The most significant impacts will be to Miscellaneous Supplies, Water, and Miscellaneous Outside Services, resulting in the following: a reduced ability to purchase irrigation parts, landscaping materials, fertilizers, pesticides, tools, project supplies, tot lot equipment, bollard bases, and fence components; a reduced ability lo irrigate parks and downtown landscapes; and a reduced ability to repairlretrofit irrigation, refurbish landscaping. perform routine mowing and weeding, trim trees and shrubs, repair damage from vandalism, install fencing, and installlreplace other amenities. Maintenance cycles will be extended in most parks and downtown areas In order to provide time for city staff to address sites that were previously contracted. PROGRAM: TRAILS FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION ACCT NO. 0015023 AINTENANCE & OPERATIONS WORK PROGRAM: . Assist developers and trails volunteers in constructing trails associated with the Citywide Trails Program Maintain extsting citywide trails, and construct elective new citywide trails, with the assistance of trail volunteers. . Perform trail improvements and install amenities. in accordance with Citywide Trails Master Plan. PROGRAM ACTIVITIES: Trail Maintenance - Maintain existing citwide trails and construct selective new trails with the assistance of trail volunteers Perform trail improvements and install amenities, in accordance with Trail Master Plan . Inspect and augment conlract maintenance of Coastal Rail Trail areas with city staff Proiect Processing Continue processing acceptance agreements from previously rejected Irrevocable Offers of Dedication (101)) for the citywide trail easements. PERFORMANCE MEASUREMENTS: Customer Satisfaction . Benchmark. Ninety percent (90%) of all respondents will rate trails satisfaction as good or excellent on the City of Carlsbad uublic ouinion sulvev. kesult. Eighty-eight percent (88%) of respondents rated trails as good or excellent on the City of Carlsbad public opinion survey. Service Delivery . Benchmark Exuand trail mileaae bv 4 miles per vear -. . . Result Expanded trail mileage by 3.3 miles Maintenance Costs . Benchmark The annual trails maintenance costs per mile Will be between $2,680 and $6.090 Result The annual trails maintenance costs per trail mile is $5,103. PROGRAM: TRAILS FUND: GENERAL PROGRAM GROUP: PARKS AND RECREATION PAGE TWO ACCT NO. 0015023 SIGNIFICANT CHANGES: FY 2009-10 will be the first full year that all Trials Maintenance activities are transferred to the Parks and Recreation Depanment. . The Coastal Rail Trail landscape maintenance agreement was re-bid in FY 2008~09 as part of the greater parks and facilities landscape contract. Maintenancelinspection efficiency and cost effectiveness will be achieved by combining this trail with other parks and facilities landscapes. Added nearly four miles of trails maintenance to citywide inventory, bringing the trails total to 38 miles. . To accommodate for the growth in the trail system, and to provide for adequate responsiveness to repairs and requests, part-time hours have been increased by 725 hours per year via a transfer of .36 part-tlme positions from the Recreat~on-Fee Supported Division. These supplemental hours will allow for the continued addressing of trail maintenance issues, without requesting a full-time employee. . The Adopt-a-Trail sponsorship and volunteer program was accepted by the City Council to support trail maintenance and improvement projects. . The formal development of the Calavera Hills Trails and Trailhead are anticipated to be approved during FY2009-10, which will entail additional trail construction and maintenance responsibilities. Due to the economic recession, cost reduction in Trails Maintenance will be made to Miscellaneous Supplies and Miscellaneous Oulside Se~ices, resulting in the following: a reduced ability to purchase irrigation and landscaping materials, tools and supplies, bollard bases, and fence components; and a reduced ability to contractually repair irrigation, refurbish landscaping, trim trees, repair bollard lights, and install fencing. Maintenance cycles will be extended in some trails in order to provide time for city staff to address sites that are contractually restricted. PROGRAM: STREET TREE MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: PARKS AND RECREATION ACCT NO. 7605023 AINTENANCE & OPERATIONS WORK PROGRAM: Provides maintenance to all accepted street trees in the public right-of-way (approximately 11,000), including specialized maintenance services for street trees in the Downtown Village. PROGRAM ACTIVITIES: Maintenance Pruning Focus on street tree maintenance in the Downtown Village to address City Council's priority for the area. Refine, support, administer, and inspect the contracted Block by Block Street Tree Pruning Program. Service Reauest and StormlEmerqencv Resoonse Respond !o approx (?ate y iWW street tree servlce reqses:s an0 orov~d? ~I~IIII, of o!flcr emeraenck asslslarlce . . -. as necessary. Acceptance of New Trees and Replantina of Vacancies Accept new street trees within approved developments, and replant street trees within vacancies created by prior removals, in accordance with the Community Forest Management Plan. PROGRAMMED WORKLOAD STATISTICS: FY 05 FY 06 FY 07 FY 08 FY 09 est. SIGNIFICANT CHANGES: New or Chansed Positions . A total of 0.05 Full Time positions have been reallocated to other programs to reflect the movement of Parks Maintenance from the Public Works Department to the Parks and Recreation Department. . A total of 0.05 Full Time positions have been reallocated from other programs to better reflect each program's workload. Chanses to Services . The tree trimmlna selvlces contract scheduled to be re-bld at the end of FY 2008-09 Increased annual costs . . . ... are expecled as a result of the division's inlent to reduce the citywide block pruning cycle from four and a half years to four years. This action will be taken in order to improve the proactive maintenance frequencies of street trees, and better ensure appropriate canopy weight/strudure. G-41 PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: PARKS AND RECREATION ACCT NO. 1615024 AINTENANCE & OPERATIONS WORK PROGRAM: Provide landscape maintenance and litter control to all City medians, including specialized service within the Downtown Village. PROGRAM ACTIVITIES: Contractual Median Maintenance Administer and oversee contract for landscape maintenance of approximately 60 acres of medians planters. Maintenance includes litter control, weed abatement, pruning, pesticide and fertilizer application, shrubltree replacements, and irrigation repairs/adjustments. Streetscam Maintenance . Augment the contract landscape maintenance with city staff on high profile medians in the Downtown Village area (approximately 3 acres), and various other city-wide medians, including weed abatement, pruning, shrubltree replacements, and irrigation repairsladjuslments. PROGRAMMED WORKLOAD STATISTICS: Acres Maintained GO/" PROGRAM: MEDIAN MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: PARKS AND RECREATION PAGE TWO ACCT NO. 161 5024 SIGNIFICANT CHANGES: New or Chanqed Positions A total of 0.05 full-time positions have been reallocated to other programs to reflect the movement of Parks Maintenance from the Publ~c Works Department to the Parks and Recreation Department. Chanqes to Services . During the FY 2008-09, the following live acres of median areas were accepted by the City for ongoing maintenance: . College Boulevard and Cannon Road . Olivenhain Road and Rancho Santa Fe Road . Poinsettia Lane and Aviara Parkway PUBLIC WORKS PUBLIC WORKS PROGRAM: PUBLIC WORKS FUND: VARIOUS PROGRAM GROUP: VARIOUS SUMMARY AINTENANCE & OPERAllONS ENVIROMENTAL , PUBLIC WORKS SERVICES 7% PROGRAM: PUBLIC WORKS ADMINISTRATION FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 AINTENANCE & OPERATIONS 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 Administration. Engineering Services, Environmental Programs (Storm Water Protection. Solid Waste Management), General Services (Facilities Maintenance, Fleet Maintenance, Fleet Replacement, Street Maintenance. Traffic Signal Maintenance, and Street Lighting), Maintenance and Operations (Water Operations. Recycled Water, Sanitation Operations, and Storm Drain Operations), and Buena Vista Channel Maintenance. PROGRAM ACTIVITIES: Public Works Contracting . Issue and manage Public Works formal bid and quotation processes. . Track and renew Public Works contracts and Professional Service Agreements Assist Public Works staff in the creation and administration of contracts. Budgel Preparar on and EAanaqem~nt Coord nale depann~er~l b~dgct acl vil es . Prepare and report on quarterly activities Performance Measurement . Collect, analyze, and report data from both the benchmarking partners and the Public Works Department Encourage an environment of continuous improvement and learning. Maintenance Manaqement and Qualitv Control Continue development of comprehensive systems inVent0ly. maintenance standards, and work reporting system. Education and Outreach . Coordinate outreach activities including Public Works Week, Citizens' Academy, etc. Outreach and education related to storm water and other specialized areas as needed KEY ACHIEVEMENTS FOR 2008-09: . Continued to maintain responsibility for Public Works Contracting for the entire City. The Hansen (Public Works Work Management System) upgrades were installed this year, which improved the functionality of the System in terms of tracking and reporting on work being performed. PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO FUND: GENERAL PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010 KEY ACHIEVEMENTS FOR 2008-09 (continued): . Participated with the Public Works Leadership Team to identify Public Works reorganization opporlunities . Participated in the review and rewrite of the city's website. KEY GOALS FOR 2009-10: . Improve the effectiveness of the overall Public Works Organization by reviewing processes and acting on input received from staff. SIGNIFICANT CHANGES: A total of 0.15 full-time positions have been reallocated to other programs to better reflect each program's workload. A total of $27,988 has been added to the budget for annual erosion control on city owned properties. Due to the economic recession. the Public Works fair, a popular educational event. will not be funded this year. PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES SUMMARY AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: Engineering is an umbrella program that centrally manages the efforts of transportation engineering, water supply, sewer collection, storm water, parks, general engineering municipal projects, project management, front counter operations, and construction inspection. Engineering focuses on providing top quality service to other City Departments, citizens, and industry by preparing and processing the planning, design, and construction of capital projects, performing traffic and transportation studies, performing water and sewer modeling, ensuring storm water regulatory compliance, and by preparing master plans. PROGRAM ACTIVITIES: ENGINEERING - STORM WATER - ENGINEERING - GENERAL/ WATER & SEWER ENTERPRISE 96% PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 001571~ AINTENANCE & OPERAllONS WORK PROGRAM: The Engineering Department supports the City Council's goals by providing high-quality service in transportation engineering, water supply, sewer collection, parks, general engineering municipal projects, 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 planning, design, and construction of capital projects and performing traffic and transportation studies, water and sewer modeling and preparation of master plans. The deparlment is also responsible for ensuring that private 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 wilh all divisions to ensure accomplishment of City Council Goals and Objectives, provide administralive and clerical suppotl 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 efticient manner. Development Services . Provide comprehensive engineering input for all land use development applications, process engineering development plans and maps in a professional manner, maintain high-quality and meel production goals; ensure engineering questions related to land development are answered in a timely manner; assist customers in navigating revised stormwater standards and implemenl revised fee programs. Plannins and Proarams . Coordinate the preparation of the annual update to the City's Capital Improvement Program, update facility impact fee programs, and assist developers with the formation of finance districls to fund major public improvements. Administer and coordinate engineering activities for beach erosion, lagoon restoration, growth management monitoring, facility maintenance and operations asset management activities and asset inventory creation. ucsgi1 --- . Design cltyw~de cap ra lmprodement pro ects ~ncl~rl ng s~sta~nable energy nf-~st~l.ct~re domes1 c ano recycled water systems, wastewater systems storm drams cvoc and mLnc pa bu lmgs pars Improvements, street improvements, perform markouts, prepare master plans, conduct special studies and investigations, apply for grants and loans. and assist with water resource development. For each project a variety of services are provided tncluding planning, preparation of final plans and specifications, water quality investigations, technical engineering assistance, mapping, facility location and administration, and project management. PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES PAGE TWO ACCT NO. 001571X PROGRAM ACTIVITIES (continued): Tran~~orlation Review, investigate, analyze, and resolve a wide variety of traffic and transportation issues, concerns, complaints, and inquiries. Maintain records of collision reporls, speed surveys, and traffic counls. Assist in maintaining optimum traffic signal operations and efficient traffic flow. Provide resource assistance to other City Departments on a wide variety of traffic issues. Construction Manaqement and lnsoection . Perform construction management and inspection for capital improvement projects and private developments, Ensure construction of high-quality public improvements Minimize inconvenience to the public while ensuring safe work sites. KEY ACHIEVEMENTS FOR 2008-09: Design Completed Calendar Year 2009 Slurry Seal Overlay and Pavement Overlay . Calonoar Ycar 2000 ~oncrctc ~e~lacement . Calendar Year 2009 Corr~aated Metal P oe Keulacerrle~~ts Calendar Year 2009 N.W. Quadrant sewer ~ehabiiitation Upper and Lower Faraday Lifl Station Removal La Golandrina Sewer Extension La Costa Meadows Sewer Extension Poinsettia Park Parking Lot Expansion Maerkle Facility lmprovemenls "D Rese~oir Drainage Improvements Homeplant Trunk Sewer Construction Comwleted Calendar Year 2008 Concrete Replacement Calendar Year 2008 Pavement Overiay Calendar Year 2008 Slurry Seal Calendar Year 2008 N.W. Quadrant Storm Drain Replacement Carlsbad Bridge Retrofit Olivenhain/Rancho Santa Fe Road Improvements Cynthia Lane Storm Drain improvements Beech Street Sewer Replacement VistalCarlsbad lnterceptor Sewer Replacement North Agua Hedionda lnterceptor Sewer -West Segment Rancho Carrillo Water Pipe Poinsettia Park Tennis Courts Fire Station No. 6 Library Learning Center Upper and Lower Faraday Lift Station Removals Calle Gavanzo French Drains Rancho Carrillo Water Pipeline Extension El Camino Real Widening at Cougar Drive Romeria Street Channel lmwovement k Cam no Heal lransmission lnaln from 8 dldday Lo Co~yar . Callshad VII dce D~ivc dt~d AVCII da Dl, An113 lnt~rsection mnrovemenrs . Carlsbad ~oukvard S~nkhole Repair Polnt 'D' Plplng Removal at Palomar A~rport Road and El Cam~no Real . Mlra Monte Access Control Gates . Cel c Gavdrizu Dla nagc lrnprovc~nents Cameo Roao Corr~oated Melal P oe and Water Pioe nc Reolaccmcnt Reservoir Fencing . Lake Calavera Remedial lmprovements H-6 PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES PAGE THREE ACCT NO. 001571X KEY ACHIEVEMENTS FOR 2008-09 (continued): . Fiscal Year 2007-08 Portland Cement Concrete Replacement Project OlivenhainIRancho Santa Fe Road Improvements . Oak Avenue Sewer Replacement . Poinsettia Park Tennis Courts Traffic Signals Constructed at the Followina Intersections . Poinsettia Lane at Blackrail Road . Calle Barcelona at Paseo Avellano . Rancho Santa Fe Road and Fire Station No. 6 Driveway Private Development lns~ections Completed Bressi Ranch Village Square Tri-City Medical Plaza Aspirations Day Care . Bressi Ranch - Lots 14 to 19 and 33 to 38 . TheTowers Poinsettia Commons Pacific Ridge School Carlsbad Oaks North Phase I Robertson Ranch Affordable Housing Opus Point West Pacific Palisades Unit 1 and 2 Emerald Point Estates Calavera Hills Villages K, U, Wand X College Avenue and Cannon Road Widening Robertson Ranch Lots 12 and 13 Carlsbad Village Medical Plaza Other Proiects City Council Approved Drainage Master Plan - City Council Adopted Revised Planned Local Drain Area Fee Program Update Citv Council Adopted Pedestrian Master Plan ~i& Council ~di~ted Bicycle Master Plan Completed Bridge Preventive Maintenance Plan Revised Traffic Impact Fee Program Implemented the New Regional Transportation Congestion lmprovement Program Created the Easement Asset Inventory Initiated the Creation of a Enterprise Geo-data Base for the Geographic Information System Completed Multiple Assessment Apportionments and Developer Reimbursements for Assessment District 02- 01, Poinsettia Lane East Completed Multiple Assessment Apportionments and Developer Reimbursements for Assessment District 03- 01, College Boulevard and Cannon Road East Completed Multiple Developer Reimbursements for Community Facilities District No.3 - Faraday. Melrose and Palomar Airport Road City Council Adopted the Fiscal Year 2008-09 Capital lmprovement Program City Council Certification of Aqua Hedionda Channel Dredging Environmental Impact Report Secured Memorandum of Understanding with SANDAG for Environmental Review, Design and Permitting for the Regional Beach Sand Project Completed Review and Issued Permits for Grading on the N.E Quadrant Park Site Updated Storm Water Permit Processing Fees Created new Development Services Web Portal Site Map . Streaml ned Inler-departmental Processing of D~scre! onary App lcatlons . Completed Phase 1 of tne Developmer~t Scwlces BJS ness Process Rev ew . Prov~ded Eng neer ng S~pport for Ponlo V~s~on Plan . Standardtzed Eng neerlng P-o IC Handouts to Coora nate W th Olner Ucve opmcnt Sc~~ces Departments PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES PAGE FOUR ACCT NO. 001571X KEY GOALS FOR 2009-10: TransooriationlCirculation Continue to Work Toward the Environmental Processing. Design, andlor Construction of Major Road Projects Including: College Boulevard Reach A. Cannon Reach 4, Poinsettia Lane Reach E, and spot widening of El Camino Real. Update Traffic Signal Coordination Timing on El Camino Real. Palomar Airport Road and Rancho Santa Fe Road. Desinn Complete OSM Manual for Mahr Reservoir lnitiaie Water. Wastewater, and Recycled Water Master Plans Obtain bids for First Responders Training Facility Complete Renewable Energy Master Plan Complete Agreement With Vista to Fund VistalCarlsbad Interceptor Sewer Improvements Plannina and Proarams Prepare Fiscal Year 2009-10 Capital Improvement Program . Complete the Enterprise Geo-Database CO~I~I~IL~ C~cat~of~ allu Lla rltcrrancc ol tlic .CUIIC!I~' ln~cilory of lrfrastrucrdre Assets . S.1ooort Develoument of Asset Iulanaaement Actlu~t~es A~tn C~tv Deoanments ~u&ue ~unding for Bridge ~reventive~alntenance Plan ~ctivi6es ' Pursue Funding for Pedestrian and Bicycle Facilities Partici~ate in Environmental Review. Design and Permittina Activities for the Reaional Beach Sand Proiect Study ihe Trafiic Impact Fee Projed List and ~evise/~pdak the Traffic Impact Fee Program Coordinate With Various Aaencies Reaardina Maintenance Dredoino of Batiouitos Laooon. - - - - 4 ..d Coordinate With Various Agencies Regarding Restoration of Buena Visla Lagoon Coord.na1e Op3orl~n1st~c &no program ~pp%caltons Staff Sui~co~l lo tlio Car,~bdd Bcazt~ Preselvat~on Cu~r~r~~~llcc support'tffforls to Secure Financing for College Boulevard, Reach A . S~pport CYorls to Secure I lnancng t3r t'olnsett~a Lane Heacn L Juoale trlc Cltr's Sla~~.Jard J~oar~ Slo~rr~walcr L' tlualloll Plan (SLSMP, ~ssist With preparation and Adoption of Regional Hydro ~odification plan Standards Implement Development Sewices Website Portal Environmental Manaaement . Uudate Storm Drain Master Plans per the Growth Manaaement Data and National Pollutant Discharoe ~'lmmatioq Sysrorn {NPDFS) ~eq.llrcments and Determine fine Current Plan~~eo tacll tles ar~d Planned LO& Dra nagc Arca Fccs arc Adcq~ate for lrle Ex151 ng Rate of Groivlh and tJture Bu o OJI ConstrJcr on Manaaement 8 InsDectlon Uuoatc Conslr~clion Mal>aaemont and nsccctlon Dil son lnsoect on ManJal workload and Business prGcesses of the construction ~anagement and inspection Division are Reviewed and Updated as Necessary to Ensure Efficiency. Reliability and Accountability in the Close Out Process for Development Projects Including Development Improvement Agreements, Subdivision lrnprovement Agreements and Grading Agreements and Their Associated Securities. Including bonds, Letters of Credit, and Cash Deposits. SIGNIFICANT CHANGES: . Due to the economic recession, the Deputy City Engineer. Development Services Division, will be frozen and unfunded. This position will be partially back-filled by existing staH which may take them away from other duties. A part-time Inspector, Construction Management and Inspection Services Division, will be frozen and unfunded due to the economic recession. PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015712 MAINTENANCE & OPERATIONS WORK PROGRAM: Ensure compliance with National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No, 2007-0001 NPDES Permit issued by the San Diego Regional Water Quality Control Board (3DRWQCB') review and approve Storm Water Pollution Prevention Plans (SWPPP's) for construclion projects and special events (Carlsbad Marathon, Jazz in the Parks. SpringIFall Village Fairs, Carlsbad 5000, etc); inspect and enforce NPDES Permit requirements for construction projects and special events; annually inspect and verify maintenance and effectiveness of all permanent private storm water p0ll~tl0n prevention facilities installed since 2001. PROGRAM ACTIVITIES: Construction Proiect Storm Water Com~liance Engineering Department staff review and approve Construction SWPPP's for all private construction projects (building, grading and improvement projects) to ensure the provision of effective storm water pollution control measures. Engineering staff also insped and enforce storm water pollution prevention compliance during construction activities. Special Event Storm Water Compliance This program activity is required by the 2007 update to the NPDES Permit and additional requirements for special events were added to the Municipal Code in 2007. Promoters of special events in the City are required to prepare and submit for City approval special event SWPPPs describing measures to identify and prevent pollutants from entering the City's environmentally sensitive areas. Engineering staff review and approve the special event SWPPPs prior to each special event and ensure compliance during the special events. Post event inspection of the venue also takes place by Engineering staff. Annual Storm Water Facilitv Inspection Proaram This program activity is required by the 2007 update to the NPDES Permit. Engineering Department staff is required to annually inspect all permanent private storm water pollution control facilities installed since 2001. Additionally, Engineering Department staff are required to administer a program requiring the owners of all private storm water pollution control facilities to verify the maintenance and effectiveness of each facility located on their property. Annual City Storm Water Re~orling Engineering Department staff is required to prepare reports describing City compliance with the Engineering Storm Water Program activities for inclusion in the annual Jurisdictional Urban Runoff Management Plan ("JURMP") Reporl to be submitted to the SDRWQCB pursuant to NPDES Permit requirements. PROGRAM: ENGINEERING FUND: GENERAL PROGRAM GROUP: ENGINEERING SERVICES PAGE TWO ACCT NO. 0015712 KEY ACHIEVEMENTS FOR 2008-09: Conducted on-site inspect~ons of all urivate construction sltes to ensure storm water program compliance Prioritization of active grading special events and permanent private control facilities Creation of a new NPDES database for soecial events and oermanent orivate oollution control facilities . Participation in a special events workshob for event spons&s ~m~lementation of pre-event and post-event inspections for all high prlority special events . Comoletion of all reauired and permanent orivate oollution control facilities insoections orior to the rainv season issuance of all reqiired and permanent brivate 'pollution control facilities vkrification forms prior td the rainy season Development of new outreach materials for owners of permanent private pollution control facilities including a new brochure and fact sheet KEY GOALS FOR 2009-10: - Develop and implement a program for annual inspection of permanent private pollution control facilities . Continue process improvements for permanent private pollution control facility inspections, verifications, and tracking Develop assessment tools for NPDES activities . Continue to improve the permanent private pollution control facilities database Update Construction and Special Event SWPPP review and inspection fees SIGNIFICANT CHANGES: Development Storm Water Inspection services have been reduced based on current demand. PROGRAM: GENERAL SERVICES FUND: VARIOUS PROGRAM GROUP: GENERAL SERVICES SUMMARY AINTENANCE 8 OPERATIONS PROGRAM GROUP DESCRIPTION: The City's General Services Department is responsible for the preventative maintenance and repair of city facilities. including city bulldings and vehicles as well as city streets, including street lights and traffic signals. PROGRAM ACTIVITIES: ................ VEHICLE I VEHICLE REPLACEMENT I MAINTENANCE 12% FACILITIES i MAINTENANCE I 28% LANDSCAPING I 1 I MAINTENANCE STREET I I 23% 7% MAINTENANcE I I 6% ......... ........ i ............ -- ....... J SIGNIFICANT CHANGES: The Parks Division was included as part of Public Works-General Sewices in prior fiscal years. The Division, including Park Maintenance, Trails, Street Tree Maintenance and Median Maintenance, was merged with the Recreation Department in January 2009. Current year budget as well as prior years' data is now reflected in the Parks and Recreation Department in Community Services. PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. oo15060 MAINTENANCE & OPERATIONS WORK PROGRAM: Maintain and presewe City facilities to provide safe, attractive, and energy efficient buildings for the City to conduct its business and provide services to the community. PERFORMANCE MEASURES: Overail Ratinqs Benchmark Ninety percent (90%) of ratings are at or above 7 on a 10-point scale. Result Ninety-three percent (93%) of ratings were at or above 7 on a 10-point scale, Cost Per Square Foot . Benchmark Carlsbad Facilities maintenance cost per square foot, will be close to the National Benchmark of government institutions ($8.62 is National benchmark adjusted for California). && Carlsbad Facilities maintenance cost per square foot is $7.47 Internal Surve~ Benchmark Ninety percent (90%) of internal surveys returned indicate overall selvice by Facilities Maintenance as good to excellent in all survey categories. Resul( Eighty-three percent (83%) of internal surveys returned indicated the overall service by Facilities Maintenance as good to excellent in all survey categories. Work Orders Benchmark Ninety percent (90%) of Emergency work orders completed within 24 hours; ninety percent (90%) of High Priority work orders completed within 72 hours; ninety percent (90%) of Medium Priority work orders completed within 20 davs; ninetv percent (90%) of Low Priority work orders completed within 30 davs. . . . . Results One Hundred percent (100%) of Emergency work orders completed within 24 hours; ninety-seven percent (97%) of High Priority work orders completed within 72 hours; ninety-seven percent (97%) of Medium Priority work orders completed within 20 days; ninety-seven percent (97%) of Low Priority work orders completed within 30 days. PROGRAM: FACILITIES MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0015060 PROGRAM ACTIVITIES: 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 andlor renovate C~ty facilities to accommodate programmatic changes for City departments. Provide assistance in the relocation of staff andior ofice 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 using a combination of City staff and contract services. Contract Maintenance Prepare and administer contracts for all building maintenance services (e.g. Heating Ventilation Air Conditioning (HVAC), plumbing, electrical, construction projects, and custodial services). WORKLOAD STATISTICS: Total Work Orders *'CY = Calendar Year SIGNIFICANT CHANGES: A total of 0.15 Full Time positions have been reallocated from other programs to reflect the movement of Parks Maintenance from the Public Works Department to the Parks and Recreation Department. As a result of the economic recession, two full-time Custodian positions will be frozen and unfunded and partially back-filled with contract custodial work. This may result in a service level decrease for some of our City customers. PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0016355 AINTENANCE & OPERATIONS WORK PROGRAM: The Slreet Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system for vehicles and pedestrians. PERFORMANCE MEASURES: Roadway Cost: Benchmark Cost per lane-mile of roadway is benchmarked to not exceed $6,016 per street lane-mile Results Cost per lane-mile of roadway equaled $6.369 in Calendar Year 2008. Roadway Safety: . Benchmark 100% of roadway segments meel CalTrans collision rales Results 90 % of Carlsbad's roadway segments meet CalTrans collision rates. Roadway Circulation: Benchmark Travel times on Palomar Airport Road and on El Camino Real will not exceed baseline rates collected in June 2000 Results Travel time increased on both Palomar Airport Road and El Carnino Real when measured in June 2008. PROGRAM ACTIVITIES: Contract Manaqement Contract Management consists of Contract design, inspection, and support. Roadside Maintenance . Roadside Maintenance activities consist of weed abatement, debris hauling, cement repair, sidewalk, handrail. and guardrail maintenance Drainage Svstem Maintenance The cleaning of brow ditches, catch basins. drainageways, and gutters. PROGRAM: STREET MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 0016355 PROGRAM ACTIVITIES (CONTINUED): City Si~n Maintenance Fabricate, install, and maintain all traffic, street name, and special signs throughout the City. ASphalt Consists of crack sealing, surface patch~ng, trench repair, base replacement, and pothole patching. Paintina . Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting. Also included are painting retaining walls, handrails, and guardrails. SIGNIFICANT CHANGES: The Streets Department continues to implement and refine a work plan for major activities during FY 2009-10. The Streets Department will develop a program to address Federal and State mandated Retroreflectivity requirements for signs. . A total of 0.10 full-time positions have been reallocated from other programs to reflect the movement of Parks Maintenance from the Public Works Department to the Parks and Recreation Department. Two full-time Maintenance Aide positions have been frozen and unfunded as a result of the economic recession. While some of the work will be performed by part-time employees, this may result in decreased response times for normal Departmental activities. PROGRAM: TRAFFIC SIGNAL MAINTENANCE FUND: GENERAL PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0016370 MAINTENANCE & OPERATIONS 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 modificat~on of traffic signals. SIGNIFICANT CHANGES: None PROGRAM: STREET LIGHTING FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1626357 AINTENANCE 8, OPERATIONS WORK PROGRAM: Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system. PROGRAM ACTIVITIES: Customer Reauests . Respond to street light repair requests . Troubleshoot or repair of underground circuits and associated ecluipment USA Markouts . Mark underground utilities in coordination with the Dig Alert system Surveillance and ReDair . Perform night surveillance to identify and schedule needed repairs Svstem U~arades . Installation of technological advances, KEY GOALS FOR 2009-10 During FY 2009-10, the plan is to retrofit all Street Lighls in the City Right-of-way to induction light~ng, saving both energy and maintenance costs for the assessment districts. PERFORMANCE MEASURES: Description I Benchmark I Result 2008 Repalr Response wlthln 10 days 90% 94 5% SIGNIFICANT CHANGES: . Propose retrofit of all City-owned Street Lights to induction lighting. PROGRAM: BUENA VISTA CHANNEL MAINTENANCE FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1636312 AINTENANCE & OPERATIONS WORK PROGRAM: The Ruena V~sta Channe Ma~nlenance Assessme~~t UISIICI ivds cleared lo ensure that aurqLdre monles v~o~ld be I:O ccteo to aom nlsrcr an0 malntaln the tl~ena V.sta Creek frorr Jefferson lo Harmar BI uue Pruvertv ori.ners are assessed annually and the revenues are placed in a fund to cover the costs of major dredging of thd crekk, 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, maintaining healthy channel. Remove exotic growth and replant native vegelation as necessary. Clear one-fifth of the north side of the channel every year. KEY ACHIEVEMENTS FOR 2008-09: A complete clearing of the channel was completed in Fiscal Year 2008-09, the fifth year of the five-year program. An extension to the Streambed Alteration Agreement was successfully negotiated with the California Department of Fish and Game for an additional five years. The extension remains in effeci until December 31. 2013 and allows for on-going maintenance within Buena Vista Creek. KEY GOALS FOR 2009-10: Clear one-lifth of the channel length outside the coastal zone on the north half of the channel under the renegotiated Streambed Alteration Agreement. SIGNIFICANT CHANGES: The existing five year maintenance contract for the clearing of the channel was extended on April 30. 2009 for an additional five years. Fiscal Year 2009-10 will be lhe first year of the five-year extension of the contract. PROGRAM: LIGHTING & LANDSCAPING DISTRICT NO. 2 FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: GENERAL SERVICES ACCT NO. I~~XXXX MAINTENANCE 8 OPERATIONS WORK PROGRAM: Lighting & Landscaping District No. 2 is for new developments in the City. It 1s to pay for the costs of streetlights, street trees and medians within those areas. PROGRAM ACTIVITIES: Each development within District No. 2 will be considered a separate zone, with their own assessment based on the costs for that particular area of the City. The eleven zones in District No. 2 are Calavera Hills II, Kelly Ranch. the Oaks South, Thompsonfrabata, the Palomar ForumlRaceway, Bressi Ranch. the Greens, the Ridge, the Oaks North Industrial, Robertson Ranch (East Village), and the Oaks North Residential developments. SIGNIFICANT CHANGES: . During Fiscal Year 2008-09, one new zone was added to the district: Zone 10 (Robertson Ranch -East Village). PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060 MAINTENANCE & OPERATIONS WORK PROGRAM: Fleet Operations is an Internal Service fund within the City, which provides continuous repair and maintenance service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery system based on a per-milelhour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance, and parts; ensures that adequate supplies of fuel and oil are available to operating departments, and administers the collection and disposal of hazardous waste generated by City departments. The 'in-service' fleet is comprised of 333 vehicles and 149 other pieces of equipment. PERFORMANCE MEASURES: Work Orders . Benchmark 90% of scheduled preventive maintenance work orders are completed within 24 hours from the time the vehicle is delivered to the sho~. ReSult 63% of scheduled preventative maintenance work orders were completed within 24 hours from the time the vehicle was delivered to the shop. Unit Availability . Benchmark 95% of fleet units are available to meet Citv needs Result 98% of fleet units are available to meet City needs. Internal Survevs Benchmark 90% of internal surveys returned indicate overall service bv fleet Maintenance as clood to excellent in all survev - categories. ReSult 89% of internal surveys returned indicated the overall service by fleet Maintenance as good to excellent in all survey 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. PROGRAM: VEHICLE MAINTENANCE FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES PAGE TWO ACCT NO. 6205060 PROGRAM ACTIVITIES (continued): 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 inventoly and automatically reorder quantities through the automated management system. Fuel and Oil Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies: maintain sufficient stock on hand for emergencies; continue to supply fuels to Encina Wastewater Authority; monitor fuel tanks in accordance with State and County regulations. WORKLOAD STATISTICS: NUMBER OF REPAIRS Preventive Vendor Repairs Total Repair Orders Maintenance SIGNIFICANT CHANGES: . The number of Preventative Maintenance events, and the number of outsourced repairs are decreasing. This is due to a concerted effort on the part of Fleet Management to be more selective on what work is performed in- house vs. what is sent to a contract vendor. Preventative Maintenance Schedules have been revised to improve efficiency, while still following manufacturers' guidelines and ensuring safety. Intervals have been extended from 3,000 miles to 5,000 miles, where appropriate. . For FY 2009-10, Fleet Maintenance Staff will be implementing new Fleet Management software, to improve buslness processes and help better utilize the fleet data that is collected. A total of 0.10 positions have been reallocated. This includes removal of 0.2 FTE for a Warehouse Specialist, and the addition of 0.1 FTE, representing the time of the Public Works Manager, General Services, which was reallocated from Parks Maintenance due to the transfer of lhis division to the Parks and Recreation Department. In an effort to save budget dollars, one vacant position, an Equipment Technician II, has been funded at the level of an Equipment Sewice Worker. This will result in somewhat decreased levels of service from this position, but will give Fleet Operations flexibility during uncertain financial times. Additionally, cuts have been made to Parts and Outside Vehicle Maintenance due to the economic recession. While some impact on customers may be realized, these cuts can be absorbed by improving efficiency and working with vendors on pricing. PROGRAM: VEHICLE REPLACEMENT FUND: INTERNAL SERVICE PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061 AINTENANCE & OPERATIONS 2007-08 Capital Outlay was previously all shown in Maintenance and Operations WORK PROGRAM: Thls program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value of $5,000 or greater. This includes the determination of the economic life of individual units set forth in Administrative Order No. 3; the development of proper specifications to suit users' needs: 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 replacement of units enables 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. S~ecification Writing Write specifications for the purchase of replacement units combining the needs of the users and economic reality of the City. Purchase and DiS~oSai In partnership with the Finance 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: 50 45 40 35 M 25 20 15 10 5 VehiileEqupment Vehicle/Equipment Tdal Units (in Acquired Disposed service) SIGNIFICANT CHANGES: EIFYOG IFYO7 OFYOS (est) - Of the 95 units that met age, mileage or both replacement criteria, only 28 were selected for replacement Seven vehicles were downsized, and one sedan will be replaced with a hybrid. m For FY 09-10, Fleet staff will be implementing new Fleet Management software, with the aim of improving decision-malting capabilities for the Fleet Manager. H-22 PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: This department 1s responsible for preventive maintenance, repair, and operations of City and Water District infrastructure including City water and sanitation systems PROGRAM ACTIVITIES: SANITATION OPERATIONS i KEY ACHIEVEMENTS FOR 2007-08: Potable and Recvcled Water Operations Delivered 21,500 acre-feet of potable water while meeting all the health standards established bv State and . Federal governments. Installed, maintained and read an additional 448 new water meters; the total number of water meters in the system now exceeds 27,770. . Irrigated approximately 2.950 acres with recycled water at 1,175 sites. . Averaged about 2.3 mgd of recycled water in lieu of potable water. Wastewater Operations Operated 14 sewer lifl stations averaging 7.04 mgd of sewage pumped without a failing that resulted in a sewage spill or contamination of the environment. Maintained 265 miles of sewer mains. PROGRAM: MAINTENANCE & OPERATIONS FUND: VARIOUS PROGRAM GROUP: MAINTENANCE & OPERATIONS PAGE TWO SUMMARY KEY ACHIEVEMENTS FOR 2007-08 (continued): High-pressure cleaned approximately 239 miles (as of April 30,2009) of sewer main lines. Added an add~tional 5 Smartcovers for a total of 10 with~n the sewer service area. Worked with EWA to upgrade existing ADS flow meters with lntelliserve - which enables our member agencies to collect "real-time-data" and receive flow level alarms. Storm Drain Maintenance No beach postings from bacterial exceedances in ocean water from urban runoff in Carlsbad, . 89% of beach outfalls were investigated and resampled within 5 business days of receiving lab results. KEY GOALS FOR 2009-10: Top Ot~al~tr S~rv~cestFnvlronmental hlanaqemenl . Enhance p annlng an0 managcmfnt of 1Vater Opera'lons. San~tal~on Opcrat~ons, an0 Construct~on Ma ntenalrce through implementation of an-automated work management system. . Ensure the availability of safe drinking water through implementation of public water system protective measures that balance the risks between microbial pathogens and disinfection byproducts. Sustain a performance-oriented organization incorporating continuous improvement through development and im~lementation of wreventive maintenance schedules. . ~nsure the environmental sensitivity of the community through compliance of City Work Yards with appropriate Storm Water Permits and guidelines. PROGRAM: WATER OPERATIONS FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. so16310/~0~6310 PERSONNEL MAINTENANCE 8, OPERATIONS 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 (86,140 customers). The District purchases 100% of its potabie water as treated water from the San Diego County Water Authority. In FY 2005-06, the District's Phase II Recycled Water Plant began production. In addition, the District continues to buy recycled water from the Leucadia Wastewater Authority and Vallecitos Water District. PROGRAM ACTIVITIES: 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. Water Construction/Maintenance - Schedule and perform water system maintenance to ensure a safe and efficient water distribution system Meter Sewices . 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 install, replace and maintain water meters. Cross-Connection Control Implement and enforce cross-connection control of potabie and recycled water systems to ensure a safe supply of potable water, and compliance with State and Federal regulations. PERFORMANCENVORKLOAD MEASURES: Water Cost Annual water loss not to exceed six percent as set by the California Department of Water Resources. Distribution system losses commonly range between 6% and 15%. The American Water Works Association recommends that the loss after treatment be maintained at 10% or less Fiscal Water Cost ~er Year Loss ~cre-ioot 2003-04 6% $784 PROGRAM: WATER OPERATIONS PAGE TWO FUND: WATER ENTERPRISE PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 50i63io1~026310 PERFORMANCEIWORKLOAD MEASURES (continued) Potable Water Qualitv 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 No. Samples Percent Year Collected Bacteria-Free Water Service Delivery The ratio of total leaks and breaks compared to the total water pipe in the system. This measure is calculaled by dividing the total number of leaks and breaks during the reporting period by the total miles of pipe in the water distribution system and multiplying the result by 100. Fiscal Miles of Distribution System Integrity Year Leaks Breaks Pipe Rate per 100 miles 2007-08 Potable Water 96 40 447 30.4 Recycled Water SIGNIFICANT CHANGES: A total of 0.30 full-time positions have been reallocated to other programs to better reflect each program's workload. . The cost of purchased water from the San Diego County Water Authority and Metropolitan Water District has increased significantly due to the drought and pumping restrictions. In 2009-10, expenditures for purchased water are estimated at almost $5 million lligher (25%) than in 2008-09. In addition to increased water costs, increases are expected in electricity costs associated with water pumping, pipeline repairs, hydrants, ports and supplies, and costs related to management of the hardware and soffware to keep the SCADA system running at an optimal level. PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAINTENANCE 8 OPERATIONS ACCT NO. 5116310 AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: The Wastewater Division operates and maintains the sanitary sewer System which covers approximately 65% of the geographic area of the City (65.870 customers). 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. PROGRAM ACTIVITIES: Sanitation Operations . Provide operation, maintenance and inspection of the 14 sanitary sewer system lift stations and wet wells to ensure compliance with state and federal regulations, Sanitation Collections Provide clean~ng and inspection of approximately 284 miles of sanitary sewer system conveyance main lines and associated access holes to ensure compliance with state and federal regulations. PERFORMANCE MEASURES: Sewer Cost Efficiency Annual Flow Fiscal Year Expenses (MG) $/MG PROGRAM: WASTEWATER OPERATIONS FUND: WASTEWATER ENTERPRISE PROGRAM GROUP: MAlNT ENANCE & OPERATIONS PAGE TWO ACCT NO. 5116310 PERFORMANCE MEASURES (continued): Sewer Svstem Service Delivery The ratio of sewer overflows compared to the total sewer pipe in the system. This measure is calculated by dividing the total number of sewer overflows during the reporting period by the total miles of pipe in the sewage collection system and multiplying the result by 100. This indicator is a measure of the collection system piping condition and the effectiveness of routine maintenance. Total Miles of Fiscal Year No. of Ovefflows Sewer Pipes Rate per 100 Miles 2003-04 6 235 2.55 SIGNIFICANT CHANGES: A total of 0.50 full-time positions have been reallocated from other programs to better reflect each program's workload. Chemical treatment is planned to mitigate odor problems at four City lifl stations. Additional funding is included for management of the hardware and software of the SCADA system to keep the system running at an optimal level. 0 Data collection from the sewer camera van (CCTV) will be enhanced through the purchase of additional sofhvere which will assist with documentation, analysts. and timely maintenance of the sewer infrastructure system. PROGRAM: SOLID WASTE MANAGEMENT FUND: VARIOUS PROGRAM GROUP: ENVIRONMENTAL PROGRAMS SUMMARY AINTENANCE & OPERATIONS PROGRAM GROUP DESCRIPTION: Environmental Programs is an umbrella program to centrally manage the efforts of the storm water division, solid waste and water conservation. The program focuses on presenting a unified message to citlzens and industry. providing easy access to information, increasing public awareness and more efficiently using our resources. In 2008-2009, the fourth annual special collection event for Household Hazardous Waste and Electronic Waste was held. For 2009-2010. the environmental programs will continue to adapt to a changing regulatory environment. This program also includes the Beverage Container Grant. PROGRAM ACTIVITIES: Solid Waste Management Storm Water Protection 84% PROGRAM: SOLID WASTE MANAGEMENT FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 520637515206390 PERSONNEL MAINTENANCE & OPERATIONS WORK PROGRAM: The Solid Waste D~v~slon 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. PERFORMANCEMEASURES: Customer Sattsfaction Eighty-nine percent (89%) rate trash collection as "Good" or"Excellent based on FY07 results. Eighty percent (80%) rate recycling collection service as "Good" or "Excellent" based on FY07 results. Cost Efficiency Commercial rates (adjusted for City fees) are the lowest when compared to our benchmark partners. Residential rates (adjusted for City fees) are the lowest when compared to our benchmark partners. The benchmark is lowest one-third in San Diego County and Carisbad has continued to attain that position. Diversion 2007 Diversion rate as reported to the California Integrated Waste Management Board (CIWMB): fifty eight percent (58%)~ 2007 New SB 1016 D~sposal rate (pounds per person per day) as reported to the CIWMB: 7.0: well below maximum target of 8.4. PROGRAM ACTIVITIES: AB 939 Diversion Requirements Implement the waste reduction and recycling components of the Source Reduction and Recycling Element and Household Hazardous Waste Element lo comply with state mandated A6939 diversion requirements. Continue Drop Off, Door to Door and Annual One Day Event programs including residential education of the programs. . Coordinate activities with Countywide Technical Advisory Committee. Prepare, and submit requlred annual disposal rate reports to the ClWMB according to the new SB 1016 requirements. Solid Waste Administer and monitor the solid waste contract. Review tonnage and revenue reports from authorized collector for accuracy, . Coordinate solid waste activities with the Countywide Technical Advisory Committee. Provide outreach and education to the public about the solid waste programs. . Ensure proper collection and disposal of solid waste generated in the City. Continue to look at improved solid waste services while remaining in the lowest third rate category for San Diego County Cities. PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. sz0637s/s206390 PROGRAM ACTIVITIES continued: Recvclina/Diversion Prepare and administer recycling contract . . m reb bare State and County grant applications. Continue to provide recycling support in the community and for large venue events . Attend regional recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling programs. KEY ACHIEVEMENTS FOR 2008-09: The SB 1016 Disposal Rate went into effect for 2007 based on a pound per person per day rate. The City's target was to stay below 8.4 lbs. per person. The CIWMB's Annual Report submitted showed Carlsbad's disposal rate was 7 lbs. per person per day. . Third annual special collection event for Household Hazardous Waste generated more than 800 interested participants with a maximum of 600 appointments possible. . Managed Door-to-Door Household Hazardous Waste collections and two Household Hazardous Waste Drop-off facilities. . In process of analyzing request for rate increase received from the franchise hauler. Preparing options to present for Council consideration. . Beginning in 2009, the City began requiring special events to provide one to one coverage of recycle bins to trash receptacles to increase the amount of recycling at special events. KEY GOALS FOR 2009-10: Development of comprehensive collection and disposal program for Council consideration. . Receive Council direction on oossible oroaram enhancements. . - Rece~ve Counc~l dlrectlon on broposa~ to modify dlsposal agreement SIGNIFICANT CHANGES: A total of 0.15 full-time positions have been reallocated to this program to better reflect each program's workload. PROGRAM: STORM WATER PROTECTION1 STORM DRAIN MAINTENANCE FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. ~ZIS~~OI~ZI~~IO AINTENANCE 8. OPERATIONS WORK PROGRAM: Provide leadership and coordination for Citywide 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 Existing Development section of the National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2007-0001 (the "Permit") issued by the San Diego Regional Water Quality Control Board. PROGRAM ACTIVITIES: Wiah Threat to Water Qualitv lndustriallCommerciaI InsDections Businesses must be ~lioritized bv lhreat to water aualitv. Hiuh threat to water aualitv facilities are insoected at freouencies required by the permi ~ollow~~ with non-complient sites i; required during ah aekr inspections Water Quality Monitoring The permit requires co-permittees to conduct several monitoring programs under the Receiving Water and Urban Runoff Monitoring and Reporling Program section of the Permit. Those that impact the department the most with heavy workload Include the Coastal Storm Drain Monitoring Program (CSDMP), the Dry Weather Monitoring Program, and attending regional workgroup meetings on other programs. In the future, MS4 outfall and Source Identification programs will require additional work in this area. Education/Outreach and Public Parlici~ation The Permit requires the City to rmducf educational efforts and outreach to the public and targeted audiences regarding topics listed in the permit. Outreach to municipal staff is intended to infon and educate employees and City contractors on the requirements imposed on all municipal facilities and operations. Illicit Connection1 llleqat Dumpinq (ICilD) Permit requirements include the investigation of potential illicit connectioniillegal dumping incidents in the City and the management of a public hotline. Complaint calls to the hotline that were directly related to ICiID numbered over 276 for FY 07-08. Municipal Prooram The Permit requires that all existing municipal facilities be inspected, 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 ail Storm Drain System facilities and structures. The Permit also requires review of Pesticide, Herbicide, and Fertilizer use at all municipal facilities. The Storm Water Protection Program coordinates the municipal program through the Storm Water Committee, manages the municipal facility inventory, and oversees the contract to conduct municipal inspections. but compliance activities are the responsibility of individual departments performing activities. PROGRAM: STORM WATER PROTECTION1 PAGE TWO STORM DRAIN MAINTENANCE FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5zi57io15216310 PROGRAM ACTIVITIES (continued): The Permit requires the City to inspect and remove waste between May 1 and Sept 30 in all high priority and poor condition sites each year, with record keeping of inspections and amount of materials removed. In addition, the Storm Drain Maintenance Program manages a street sweeping contract to reduce material accumulation in the Municipal Separate Storm Sewer System (MS4), contracts with outside vendors to remove solid waste and bulky items citywide, and to clean the MS4 on a regular basis as well as during incidents. Watershed Partici~ation and Lead Coordinator The permit requires the City of Carlsbad to participate in watershed activities with neighboring cities. Activities are focused on reducing MS4 contributions of high priority pollutants. City of Carlsbad also stepped up ta become the Walershed lead for the Carlsbad Watershed and currently manages a Watershed Coordinator contract. As the lead. the City also participates in the Regional Watershed Lead Committee. City ReDreSentatiOn The Storm Water Protection Program is the City's representative at Co-permittee meetings, watershed meetings, regional Outreach and Education meetings, regional monitoring meetings. Coastal Monitoring program meetings, Dry Weather Program meetings and other Co-permitlee workgroups (through contractor). Regional Board meetings, regional Clean Water Act or Porter-Cologne Act regulatory meetings, and regional Total Maximum Daily Load meetings. Annual City Report Writinq The Storm Water Protection Program is responsible for the annual Dreoaration of three maior reoorts -the ahnual Jurisdictional Urban RunoH ~inagement' Program (JURMP) rkpo;t, the annual watershed Urban ~unofl Management Plan (WURMP) report, and the Coastal Storm Drain Monitoring Program annual report. In addition. this department coordinates the writing of the new JURMP and WURMP documents that are due at the beginning of each permit cycle. KEY ACHIEVEMENTS FOR 2008-09: Environmental Manaaement Continued compliance with the Existing Development section of both permits in effect during FY 2007-08, the Municipal NPDES permit order number 2001-01, and Order No. R9-2007-0001 that came into effect March 24, 2008. . Developed new programs as required by the new permit, Rev sed Csly orolnarces and Department proceuures to ~ctlcct new permlt req,lrements . Promotea an tnu~ror~rnental Specla1 sl (ES) I lo ESll postlon, then rec~u~led litred aid tra~nea a new tS . Assumed lead responsibility for the Carlsbad Watershed. Coordinated, wrote and edited the new JURMP for the City of Carlsbad according to the new Municipal NPDES permit. Coordinated, wrote and edited the new WURMP for the Carlsbad Watershed according to the new Municipal NPDES permit. Designed a new Carlsbad-specific watershed activity to address irrigation runoff in a residential area. . Participated in developing the standards for the Regional Board's Investigative Order for Total Maximum Daily Load of Contaminants in local water bodies and assisted with field sampling and overall contractor management. . Improved citywide NPDES MS4 permit education and training program. . Participated with regulatory agencies and other jurisdictions in evaluating impacts of Buena Vista Force Main wastewater spill event. KEY GOALS FOR 2009-1 0 Environmental Manaqement . Continue coordinating City-wide compliance with permit and department specific compliance with Existing Development requirements. Continue to roll out new programs per new permit requirements. . Continued responsibility for coordinating, writing and editing the JURMP annual report, WURMP annual report. and contributing to other regional reports. Continue Lead responsibility for the Carlsbad Watershed. H-33 PROGRAM: STORM WATER PROTECTION1 PAGE THREE STORM DRAIN MAINTENANCE FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: ENVIRONMENTAL PROGRAMS ACCT NO. 5z1s71015216310 KEY GOALS FOR 2009-10 (continued): . Conduct the watershed pilot irrigation runoff reduction activity in Carlsbad. . Complete and close out actions related lo the Lagoon TMDL Investigative Order. Lead a new Agua Hedionda Lagoon group to organize internally, and participate with the RWQCB in TMDL development for AH Lagoon. Explore costs to set up sampling at jurisdictional boundaries. SIGNIFICANT CHANGES: None CAPITAL IMPROVEMENT PROGRAM CAPITAL IMPROVEMENT PROGRAM OVERVIEW OVERVIEW 2009-10 CAPITAL IMPROVEMENT PROGRAM I-1 OVERVIEW The City of Carlsbad Capital Improvement Program (CIP) is a planning document that 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. All construction costs are estimates and are reviewed and further refined each year. 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. Information is shown in subsequent years to provide the most comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct. The Fiscal Year 2009-10 Capital Improvement Program outlines approximately $70.4 million in new appropriations to provide additional funding for the continuation of existing projects as well as funding for new projects. Projected revenues during the same fiscal year are estimated at $58.7 million. Revenues are collected as building permits are issued; as the need for facilities arises, the money is used to fund the new facilities. 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. The remainder of the report explains the process and the results of the City’s plans for its capital facilities. A large increase in the cost of construction materials has occurred over the past four years, pushing up the cost of projects. With the economic recession, the increases in the cost of construction materials are expected to moderate over the next two to three years. Proposition C was approved by the voters of Carlsbad in November 2002. It allowed the City to expend over $1 million (per project) of general funds to help finance the following projects: • City/Safety Training Center • A portion of Cannon Road – East of College (Reach 4) • Trails and Open Space • A Swimming Pool Complex After the voters approved the ballot initiative, the City set aside $35 million for Proposition C projects. Currently, $16.2 million has been appropriated for Alga Norte Park, $13.7 million has been appropriated for the Joint First Responders Training Facility, and $100,000 is allocated for design of a City Administrative Training Facility. A remaining balance of $5.0 million is available to help fund Proposition C projects. It is still anticipated that the City will meet its growth management standards. This reflects the Council’s continued commitment to construct the facilities as needed to serve the current and anticipated development occurring throughout the City. 2009-10 CAPITAL IMPROVEMENT PROGRAM I-2 PROJECT EVALUATION What is the definition of a CIP project? Projects that are shown in the CIP are generally defined as any construction (or reconstruction/replacement) of major infrastructure such as streets, libraries, parks, fire stations and administrative facilities, water, sewer and drainage facilities, and other facilities that are located on or in the ground. In most cases, the total construction cost of each of these assets is recorded and tracked as part of the City’s inventory of capital infrastructure assets and other City-owned property. The CIP and the Operating Budget are integral parts of the total City financing plan. Staff began the process by evaluating the construction schedules for City facilities in conjunction with the workload of the staff needed to complete the projects. Staff also met with the City Council to identify their priorities. In the FY 2009-10 CIP, there are approximately 225 continuing and new projects planned through buildout. All projects were analyzed using the criteria shown in the table. Project timing was reviewed, and an evaluation of the availability of capital construction funds as well as operating funds was then factored into the evaluation process. CAPITAL PROJECTS The following two sections provide information about the major capital projects. The first section focuses on projects planned in the next five years, and the second section contains an overview of the entire expenditure plan through the buildout of the City. All construction costs are estimates and only projects scheduled for FY 2009-10 are appropriated. The information shown in the future years reflect the most comprehensive snapshot of the known future facilities and their associated cost at this point in time. THE NEXT FIVE YEARS… PARK PROJECTS The City has planned a number of park projects over the next 5 years which will enhance the recreational opportunities for Carlsbad’s residents and allow the City to meet the standards for park acreage as set forth in the growth management plan. Some of the more significant projects are listed below. • Alga Norte Park and Aquatic Center – This park site consists of 30 acres in the Southeast Quadrant with planned amenities that include ball fields, soccer fields, picnic areas, tot lots, a skate park, a dog park, restrooms, parking facilities, and an aquatic center. The aquatic center will include a 55-meter competition pool, a 12-lane instructional pool and a therapy pool as well as a water play area for toddlers (Phase I). In addition, a moving river, water slides and wet play structure are planned for Phase II. A swimming pool complex was one of the projects approved by the voters through Proposition C in 2002. The total cost of the park and aquatic center - Phase I is estimated to be $39.8 million. Total appropriation for the park and Phase I and Phase II of the aquatic center is currently at $50.4 million. Project Ranking Criteria 1. Is the project required to ensure the health and safety of the citizens, as the result of a legal mandate, or to maintain compliance with the City’s Growth Management Plan? Are operating funds available to operate the facility? 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. Does the project complete or provide part of the basic infrastructure (example: a linking road segment)? 5. Are there other reasons to construct the project (example: Council priority, timing or funding opportunity, public demand)? 2009-10 CAPITAL IMPROVEMENT PROGRAM I-3 • Leo Carrillo Park – Phase III – The third phase of this historic park facility includes renovation of additional buildings, construction of additional restrooms, an arboretum area, and transformation of a barn into a community theater. The total cost is approximately $2.4 million and design is expected to begin in FY 2013-14. CIVIC FACILITIES Civic facilities include a variety of facilities from which the City can offer its services to the public. Many of these are still in the preliminary design stage and will be further defined over the next several years. • Public Works Center – The construction of the Public Works Center and associated improvements include offices, shops, a yard, warehouse and parking to accommodate the Public Works Department. The cost of the project is approximately $28.1 million. • Fire Station No. 3 Relocation – Fire Station No. 3 is currently located at the corner of Chestnut and Catalina. As the City grows eastward, relocation of this station is needed to help ensure the five-minute response time. The new station is budgeted as a 6,200 square foot facility and the current proposed site is in Robertson Ranch. Total cost is projected at $7.5 million. • Joint First Responders Training Facility – Carlsbad’s Joint First Responders Training Facility is planned for construction on a site at the Carlsbad Safety Center adjacent to Fire Station No. 5, at a total cost projection of $24.5 million. Preliminary plans for this facility include a 25-lane shooting range, a 4-story fire training tower, a 2-story residential training facility, and an outdoor seating pavilion. STREET PROJECTS Traffic congestion continues to be one of the top concerns among citizens. To help improve the flow of traffic throughout Carlsbad and to keep the City’s streets in top condition, there are a number of street projects expected to be completed in the next five years. Some of the larger street projects include: • El Camino Real Widening – Tamarack to Chestnut – The project includes the widening of El Camino Real to prime arterial roadway standards. Current cost estimates have been updated due to the need to acquire additional roadway right-of-way and the actual design of the retaining walls along both sides of the roadway. The refined scope of work results in an increase to the project’s total estimated cost of $4.3 million, bringing the total estimated cost of the project to $12.3 million. Appropriations of $4.7 million are being requested in FY 2009- 10. • El Camino Real Medians – The project is the construction of the missing segments of the medians along El Camino Real. Current cost estimates have been updated, resulting in an increase to the total estimated costs of $2.7 million, of which $1.1 million is being requested in FY 2009-10. The revised total estimated cost of the project is $5.2 million. • Pavement Management –Carlsbad’s local streets are maintained on a regular cycle to ensure a good riding surface and to extend the life of the street. Part of that maintenance program is the sealing and overlay of the existing street surface. In addition, any problem areas are addressed as they are identified. The FY 2009-10 CIP has $4.5 million budgeted for this program which includes an advance of $1.0 million from the FY 2010-11 funding program to complete the overlay of College Blvd. from Faraday Ave. to Palomar Airport Road in a timely manner and will reduce the amount of costly removal and reconstruction work that could 2009-10 CAPITAL IMPROVEMENT PROGRAM I-4 result from delays. • Concrete Repair – This is a companion program to the pavement management program. It will insure that curbs, gutters and sidewalks are also properly maintained. By allocating the funding, both pavement and concrete replacements can be accomplished at the same time. This will help maximize efficiencies and reduce inconvenience to Carlsbad citizens. The FY 2009-10 CIP has $350,000 budgeted for this program. • Carlsbad Boulevard Encinas Creek Bridge Replacement – Complete replacement of the existing bridge, originally constructed in 1913, is planned in the next 5 years at an estimated cost of $2.5 million. • Poinsettia Lane Reach E - This project includes completion of the final link along Poinsettia Lane between Cassia Road east to Skimmer Court. The total cost is approximately $13.5 million and the City expects to begin the design in FY 2013-14. WATER/ WASTEWATER PROJECTS The City’s water and wastewater projects are a vital component to the continued health and welfare of its citizens. Most new lines are built and paid for by developers. As the City ages, it will become necessary to repair and replace the lines that already exist, and an increase in these projects is anticipated in future years. • Vista/Carlsbad Interceptor & Agua Hedionda Lift Station Replacement – The project consists of constructing a parallel sewer interceptor system to accommodate existing and future sewer flows from the cities of Vista and Carlsbad. The individual projects include a parallel force main in Jefferson Street, replacement of the Agua Hedionda Lift Station, and a parallel gravity main from the Lift Station to the Encina Wastewater Facility. New appropriations of $31.4 million are included in the FY2009-10 CIP for the Vista/Carlsbad Interceptor projects. The overall total cost estimates for all years for the five components of this project have increased approximately $2.9 million, for a total cost of $47.4 million, of which $14.7 million is to be funded by the City of Carlsbad, with the remainder of $32.7 million to be funded by the City of Vista. • Wastewater Lines – Other major wastewater lines scheduled for construction or replacement within the next five years include: – Buena Interceptor Sewer Improvements – Home Plant Lift Station Replacement – North Agua Hedionda Sewer Replacement • Water Lines – Major water lines scheduled for construction or replacement within the next five years include: – Carlsbad Boulevard – South of Avenida Encinas – Maerkle Transmission Main – Tri-Agencies Water Transmission Pipeline Replacement • Maerkle Reservoir Storage – Construction of a buried 16 million gallon water storage reservoir next to the existing reservoir is planned in order to provide additional emergency storage and meet the 10-day storage criteria based on ultimate demands. The total cost is estimated at $14.8 million. • Hydroelectric Pressure Reducing Station at Maerkle Reservoir - On April 14, 2009, Council authorized staff to move forward with the development of a hydroelectric pressure reducing station at the Maerkle Reservoir. This electricity generating project will provide a renewable energy source for the City. The cost estimate for this project is $1,250,000. 2009-10 CAPITAL IMPROVEMENT PROGRAM I-5 CAPITAL PROJECTS THROUGH BUILDOUT The CIP for FY 2009-10 to Buildout outlines approximately 90 new or continuing projects and 135 future projects for a total of 225 projects at a cost of approximately $441.3 million as shown below: Project Type Percent Total Cost Streets/Circulation 30% 131,697,555 Civic Projects 18% 79,097,322 Wastewater 20% 90,064,024 Parks 15% 65,186,866 Water 11% 46,807,874 Drainage 5% 22,801,256 Other (loans)1% 5,650,000 Total Future 100%441,304,896 CIP Projects - All Future Project Costs Park and recreational facility construction and acquisition projects total approximately $65.2 million. Park projects planned within all quadrants of the City are listed below in addition to when the design and/or construction are expected to begin. More detail follows on specific projects not discussed earlier in this report. PARK PROJECTS BY QUADRANT Northwest Quadrant Pine Ave. Park-Restroom/Storage Building: 2010-11 Pine Avenue Park Community Building: 2020-24 Southwest Quadrant Poinsettia Park Community Building: 2013-14 Aviara Community Building: 2020-24 Citywide Park and Recreational Project Veteran’s Memorial Park: 2020-24 Business Park Recreational Facility: 2020-24 Northwest Quadrant Robertson Ranch Park Site Development: 2020-24 Southeast Quadrant Alga Norte Park: TBD Alga Note Aquatic Center: TBD Leo Carrillo Park Phase III: 2013-14 • Aviara Community Facility – Located in the southwest quadrant of the city, this project includes the construction of an 18,000 square foot community facility that would include meeting and activity rooms, as well as park offices. • Poinsettia Park Community Center – Phase II of this 42-acre park includes amenities such as a community facility, gymnasium, enclosed soccer field, tot lot, picnic areas, tennis complex, clubhouse, stadium court and additional parking. The cost is expected to be approximately $14.6 million. The timing of the design is scheduled to begin in FY 2013-14. 2009-10 CAPITAL IMPROVEMENT PROGRAM I-6 • Veterans Memorial Park – This project is located south and east of Agua Hedionda Lagoon adjacent to the City Golf Course, The Crossings at Carlsbad. The Master Plan includes the following improvements: community leisure needs, open space interpretive area, parking and maintenance facility. Other suggested uses for this park include an amphitheater complex, sports complex, conference center and numerous other active/passive recreation amenities. Approximately 30% of future expenditures are planned for street and traffic signal construction projects. Included in this category is construction of major roadways that will add east to west and north to south connections as well as provide additional routes to the neighboring cities of Oceanside, Vista, and San Marcos. Sections of these roads are already under construction by developers. Additional roadway projects include replacement of the Carlsbad Boulevard Encinas Creek Bridge, several road-widening projects, and funding for sidewalk construction, concrete repair work and pavement overlay. Currently there are about 20 traffic signals identified and recommended for construction in future years. Wastewater and drainage projects are expected to cost over $112.9 million, which includes approximately $53.8 million in sewer replacement projects. Funding is also provided for the repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina Water Pollution Control Facility projects. Future water projects include construction of new waterlines, both potable and recycled, concurrent with new development. Some of the major areas in which these installations or upgrades are planned include segments of College Boulevard and Poinsettia Lane. Replacement of existing potable and recycled waterlines is also included in this category, and additional reservoirs are planned to increase storage for ultimate demands. In addition, $28.0 million is planned for known replacement projects. Construction of Civic facilities such as libraries, administrative facilities, police and fire facilities are currently estimated at $79.1 million of the total planned capital expenditures to buildout. UNFUNDED PROJECTS There are several projects identified in the CIP for which there is no identifiable funding source and in some cases where only partial funding has been identified. The City will investigate obtaining possible outside funding such as Federal and State grants, loans, or other financing sources. Once funding is identified for these projects the project costs will have to be reviewed and updated to reflect actual cost estimates. The unfunded projects do not receive annual inflationary increases. These projects are: • Business Park Recreational Facility (partial) • Cannon Lake Park (6.7 Acres) • Cannon Road - Reach 4 – Cannon Rd./College to City Limits • Carlsbad Boulevard Mountain View to Northerly City Limits (partially funded)* • Carlsbad Boulevard/Palomar Airport Road Improvements (partially funded)* • Hosp Grove/Buena Vista Lagoon Improvements • Palomar Airport Road Widening and Bridge Reconstruction • Pine Avenue Park – Madison Property • Robertson Ranch (NE Quadrant) Park Development (partial) (*) These projects are in the revised TIF fee program approved by the City Council on May 5, 2009, which was planned to generate enough revenue to pay for approximately 20% of the total cost. The remaining portion is unfunded. . 2009-10 CAPITAL IMPROVEMENT PROGRAM I-7 FUTURE GROWTH AND DEVELOPMENT There are a variety of revenues that are used to fund the capital projects. In order to estimate future revenues from development, several assumptions about the rate and type of future development 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 private development projects and compares this information to the buildout capacity of the City using adopted general plans. Information about existing development activity combined with estimates of how remaining net developable land might develop are then summarized to prepare future projections about when and where residential and non-residential development will occur. Finance Department staff prepares cash flow schedules using current fund balances combined with future estimated fees paid by those developments, then compares the available funds to the expenditure plan to ensure that funding will be sufficient for construction of the capital projects as planned in the CIP. In addition to evaluating whether or not capital funds are sufficient, significant operating cost impacts and availability of staff resources are also considered to evaluate the timing of projects. Where funding discrepancies occur, alternative financing methods and project timing are again evaluated and recommendations are made to resolve the discrepancies. Residential development has slowed significantly due to the economic recession. The number of annual building permits issued is projected to decline compared to the previous five-year period. The development schedules of the remaining vacant parcels are driving the timing of the future units. There are approximately 5,044 units remaining before the City is predominantly built out. Residential development for FY 2009-10 is projected at 74 units with an average about 150 units per year over the next five years. This is compared to an average of over 638 units per year for the previous five-year period. The decline, particularly in the next 5 years, is due to the current economic downturn and the dwindling supply of developable land. The amount of non-residential development is projected to also decline significantly over the next five years. The average annual square feet of non-residential development for the past 5 years was about 1,129,000. For FY 2009-10, the estimate is for 245,000 square feet, and the average annual development for the next 5-year period is approximately 509,000 square feet per year. Projects include several neighborhood commercial/retail developments located in or near the areas where most of the residential development has occurred or where new development is planned over the next several years. In the southeast quadrant, commercial projects include retail and restaurants, and a daycare facility and church. A senior care facility is planned in the northeast quadrant. Other commercial developments are planned at Robertson Ranch and Bressi Village; there are also two hotels anticipated. Industrial development consists of various new office and industrial projects, as well as expansion of existing projects at Kelly Corporate Center and Legoland. The desalination plant is also anticipated within the next five years. Development estimates provide the data and basis for estimating future fee revenues, which are calculated by multiplying each applicable development fee by the estimated number of dwelling units and/or square feet of construction expected during each year. The following table shows the number of residential units and non-residential square feet of development used in calculating estimated revenues for FY 2009-10 and subsequent years to buildout. 2009-10 CAPITAL IMPROVEMENT PROGRAM I-8 Projected Development Residential and Non-Residential Construction Year Residential Units Non-Residential Square Feet 2008-09 current 64 233,878 2009-2010 74 245,156 2010-2011 99 267,855 2011-2012 131 366,126 2012-2013 249 505,653 2013-2014 196 381,567 Years 6-10 1,433 3,502,117 Years 11-buildout 2,798 4,191,631 Total Future 5,044 9,693,983 REVENUES Revenues for Capital Projects from now until buildout are estimated to be approximately $600.9 million and are 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 Wastewater Replacement funds, (4) Infrastructure Replacement funds (other than wastewater and water), and (5) Other sources including grants, bond issues, and contributions from other agencies. Developer Fees 28.3% Financing Districts 7.7% Utility Infrastructure Replacement Transfers 23.3% Infrastructure Replacement Transfers 22.8% Other Agencies 17.9% Revenue Estimates FY2009-10 to Buildout Total Revenue = $600.9 Million Approximately 28.3% of all capital revenue is received as a result of development, and is dependent upon assumptions made about the City's annual growth in dwelling units and commercial/ industrial square feet. Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such as Community Facilities Districts (CFD) and Bridge and Thoroughfare Benefit Districts (BTD) comprise 7.7% of the total. Water and Wastewater replacement revenues generated by user fees equal approximately 23.3% of total revenues, and are used to pay for replacement of existing water and sewer facilities. Infrastructure replacement revenues, equal to 22.8%, are 2009-10 CAPITAL IMPROVEMENT PROGRAM I-9 transfers from the City’s General Fund which are being set aside to pay for replacement of major capital facilities other than wastewater and water facilities. The remaining 17.9% consists of revenues from other agencies and include federal and state grants, the county sales tax program (TransNet), redevelopment agency revenue, and contributions from cities and other agencies. 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 $178,633 per multi-family dwelling unit, and $315,200 per single-family dwelling unit. A building permit valuation of $42 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. The trips-per-day value for commercial and industrial buildings are 40 and 8 trips per 1,000 square feet of development, respectively, although the actual volume of trips generated by commercial/industrial building can vary widely depending on the ultimate land use. CFD #1 is a citywide district established to finance various civic facilities required under the City’s Growth Management Plan. CFD #3 was established for the Faraday Avenue and Melrose Drive Extensions east of El Camino Real, as well as the extension of El Fuerte. This project encompasses the extension of Melrose Drive from Palomar Airport Road to the Carlsbad/Vista city limits and the extension of Faraday Avenue from Orion Way to Melrose Drive in Vista. Park-in-Lieu Fees are collected for the purchase and development of parkland within each quadrant of the City, and the fees are based on the acquisition cost of parkland. Projects in the CIP funded with Park- in-Lieu Fees include future park site acquisition, development and restoration. 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. Although construction of this project is complete, revenues collected from future development within the district will be used to repay an advance that provided interim funding to complete the project. SUMMARY The FY 2009-10 to Buildout CIP is being driven by the City’s commitment to ensure 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 for construction and operations is often used to meet the needs of growth management. The FY 2009-10 to Buildout Capital Improvement Program reflects the commitment of Carlsbad’s City Council and staff to continue providing its residents with a better quality of life. 2009-10 CAPITAL IMPROVEMENT PROGRAM I-10 GROWTH MANAGEMENT PLAN The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in 1986. The plan was established 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 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 all 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 eleven 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 FY 2009-10 CIP, compliance with the Growth Management Plan is continued. CITY OF CARLSBAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2008-2009 JULY 1, 2008 PROJECTED JUNE 30, 2009 llNRESERVED PROJECTED PROJECTED DEBT SERVICE PROJECTED . . FUND BALANCE REVENUES EXPENDITURES LOANS .% OTHER BALANCE BTD#2 - POINSETTIA LANElAVlARA PKWI 10,318,456 377,030 0 2,643,344 8,052,142 BTD#3 - CANNON ROAD WEST 1,225,116 (12,134) 0 1,037,808 175,174 CFD #I -CITYWIDE 55,674.772 3,491,753 486.116 220.980 58,459,429 GAS TAX 6,197,725 5,616.024 1,029,794 0 10,783,955 GENERAL CAPITAL CONST. 64.706.764 3,902.451 4.382.942 0 64,226,273 GOLF COURSE 846.478 0 672,636 0 173,842 GRANTS - FEDERAL (94.1 11) 855.768 10.916 0 750,741 GRANTS -STATE 1.874 61 0 0 1,935 INFRASTRUCTURE REPLACEMENT 37.983.475 9,142,926 535,309 0 46,591,092 OTHER 13,819,542 3,519,072 1,530.887 0 15,807.727 PARK FEEZONES 5.13.16 2,124,481 162,766 0 0 2,287.247 PARK-IN-LIEU NE 4,647,142 47,050 3,857.643 0 836,549 PARK-IN-LIEU NW 1,118,351 72.708 0 1.180.000 11,059 PARK-IN-LIEU SE 1,028,127 35,781 211.178 0 852,730 PARK-IN;LIEU SW 551,525 19,520 0 0 571.045 PLANNED LOCAL DRAIN'G 9,912,371 736,164 1,708,835 420,021 8,519,679 PUBLIC FACILITIES FEE 41.440.408 2,342,376 2,132.205 0 41,650,579 RANCHO SANTA FE ROAD PROJECT 18,311,829 619.452 4,149,602 135.229 14,646,450 REDEVELOPMENT VILLAGE 0 715.000 12,389 0 702.611 REDEVELOPMENT SCCRDA 19.481 0 19,481 0 0 SEWER BENEFIT AREAS 3,562,958 285.647 0 3,270,000 578.605 SEWER CONNECTION 21,359,928 1,084.071 3.824.723 937,170 17,682,106 SEWER REPLACEMENT 29,034,649 8.465.527 6,148,975 0 31,351,201 STATE TRANSPORTATION 1,633.280 1,804,459 0 0 3.437.739 TDA 2.871 52 2,923 0 0 TRAFFIC IMPACT FEE 13,823,609 1,104,788 560,623 0 14,367.774 TRANSNETIBIKE 52.765 1,808 1.335 0 53.238 TRANSNETIHIGHWAY 1,287,584 45,441 4,975 2.301 1,325.749 TRANSNETILOCAL 6,492,497 3,191,094 3,637,177 827.990 5,218,424 TRANSNETISTP 333,745 11.807 0 0 345.552 WATER -MAJOR FACILITY 20183,751 1.087.725 209,334 0 21.062.142 WATER - RECYCLED WATER 1,883,918 0 3,358 1,081,822 798.738 WATER - REPLACEMENT 34,797,456 6,052,587 3,245.747 650.000 38,954,296 TOTAL 404,282,017 54,778,772 38,379,103 12,406,665 408,275,821 CITY OF CARLSRAD CAPITAL FUNDS PROJECTED FUND BALANCES FOR FY 2009-2010 JULY 1,2009 PROJECTED ESTIMATED FUND BALANCE REVENUES I APPROPR APPROPR I APPROPR - BALANCE CFO #I -CITYWIDE 58,459,429 1,652,343 GAS TAX 10,783,956 1.636890 GENERAL CAPITAL CONST 64.226.273 197,000 GOLF COURSE 173.842 0 GRANTS - FEDERAL 750.741 1,535,594 GRANTS - STATE 1.935 0 INFRASTRUCTURE REPLACEMENT 46.591.092 6,538,000 OTHER 15,807,727 0 PARK FEE ZONES 5.13.16 2,287,247 33,958 PARK-IN-LIEU NE 836,549 0 PARK-IN.LIEU NW 11,059 142.767 PARK-IN-LIEU St 852.730 37,421 PARK-IN-LIEU SW 571.045 16,037 PLANNED LOCAL DRAIN'G 8,519,679 263,249 PUBLIC FACILITIES FEE 41,650,570 547,534 RANCHOSANTAFEROADPROJECT 14,646.450 449,010 REDEVELOPMENT VILLAGE 702.61 1 100.000 REDEVELOPMENT SCCRDA 0 250.000 SEWER BENEFIT AREAS 578.605 90.062 SEWER CONNECTION 17,682,106 30,474,361 SEWER REPLACEMENT 31,351,201 3,200.0W STATE TRANSPORTATION 3,437,739 981,929 T DA 0 0 TRAFFIC IMPACT FEE 14,367,774 721.768 TRANSNETlBlKE 53,238 0 TRANSNETIHIGHWAY 1.325.749 0 TRANSNETILOCAL 5.218.424 4.701.0W TRANSNETISTP 345.552 0 WATER - MAJOR FACILITY 21,062,142 413,529 WATER - RECYCLED WATER 798,738 0 WATER - REPLACEMENT 36,954,296 4,693.WO TOTAL 408,275,821 58724.181 JUNE 30, 2010 PROJECTED 613012009 7/1/2009 CONTINUING NEW 20082010 TOTAL CIP BTD#2. POlNSETTlA LANElAVlARA PKW 8 052,142 48 330 BTD#3 - CANNON ROAD WEST 175 174 0 1,536,681 110,000 2,868,169 2.475.073 46,315,004 7.314.242 159.983 0 638,349 1,535,994 0 0 2,958,640 1,246,000 10,465,284 0 0 0 0 0 0 0 80,951 0 219,100 0 2,327,120 3,233,556 27.359172 0 2,005,979 0 200,000 300.000 0 250.000 0 0 9,592,004 32.375.647 13993.806 4,585,887 1,744,000 2.614.937 0 0 10,561,199 1.710.000 28.342 0 954.394 0 3,870,859 6,027,174 0 345.000 4.675.529 1,456.000 798.738 0 10.836.864 4,793.000 155,119,469 70.372.510 349 302 0 0 0 1.646681 5.343.242 53,629,246 159.983 2,174.343 0 4,204,840 10,465,284 0 0 0 60.951 219,100 5,560,616 27,959,172 2,005,919 500.000 250.000 0 41,961,651 18,579,693 4,358,937 0 12,271.199 28.342 954.394 9.898.033 345,000 6,131.529 798.738 15,629,884 225,491,979 58,465,091 7,077,603 10,794,027 13.859 112,392 1,935 48.924.452 5.342.443 2,321,205 836,549 153.826 829.200 367.982 3,222,252 14.238,~41 13,089,481 302,611 0 666.667 6,188,816 15.971.508 60.731 0 2.818.343 24,896 371.355 21,391 552 15,344,742 0 26,017,432 241,508,023 349 302 0 7 751 170 175 174 CITY OF CARLSBAD CAPITAL FUNDS REVENUES ACTUAL AND ESTIMATED 2005-2006 2006-2007 2007-2008 2008-2009 2009-201 0 ACTUAL ACTUAL ACTUAL PROJECTED ESTIMATED FUND REVENUE REVENUE REVENUE REVENUE REVENUE BTD#2 - POINSETTIA LANEIAVIARA PKWI 1,376,967 1,464,639 665,051 377.030 48.330 BTD#3 CANNON ROAD WEST 94,297 294,705 243.058 (12,134) 0 CFD #I -CITYWIDE 4,595.150 5,211,545 6,022,173 3.491.753 1,652,343 GAS TAX 1,974,975 3,081,059 2,175,033 5,616,024 1,636,890 GENERAL CAPITAL CONST 3,490,443 5.517.485 21.722.104 3.902.451 197,000 GOLF COURSE 30,985,910 8,186.753 3,229,295 0 0 GRANTS - FEDERAL 1,127,704 174.071 25,064 855,768 7,535,994 GRANTS - STATE 728 757 107 61 0 INFRASTRUCTURE REPLACEMENT 4,787,770 8,638,352 10,039,558 9142.926 6.538.000 OTHER 15.007.594 1,349,062 14,689,534 3,519,072 0 PARK FEEZONES 5.13.16 303.004 475.682 475.315 162,766 33.958 PARK-IN-LIEU NE 216.055 4.393.172 174,290 47.050 0 PARK-IN-LIEU NW 577,594 168.477 260.945 72,708 142.767 PARK-IN-LIEU SE 342.046 185,155 58,794 35.781 37.421 PARK-IN-LIEU SW 180.662 213,446 84,240 19.520 16.037 PLANNED LOCAL DRAIN'G 1,394,418 1,191.821 643.543 736.164 263.249 PUBLIC FACILITIES FEE 7177.940 14,227,851 8,181.479 2,342,375 547.534 RANCHO SANTA FE ROAD PROJECT 5,393,508 4,927.526 8,399,786 619,452 449,010 REDEVELOPMENT VILLAGE 1,058,550 1.102.804 418,143 715.000 100,000 REDEVELOPMENT SCCRDA 74.118 402.109 14,689 0 250.000 SEWER BENEFIT AREAS 1,068,906 679,619 698.222 285,647 90,062 SEWER CONNECTION 1,672,308 2,647,425 2,423,647 1.084.071 30.474.361 SEWER REPLACEMENT 5.271.251 4,747,787 6,912,342 8,465,527 3,200.000 STATE TRANSPORTATION 428,955 712.761 1.644.023 1,804,459 981,929 TDA 136,933 100.462 2,439 52 0 TRAFFIC IMPACT FEE 1,407,742 1,902,377 2,898,498 1,104,788 721.768 TRANSNETIBIKE 65.859 17,175 4,700 1,808 0 TRANSNETIHIGHWAY 28,618 64,774 73,778 45,441 0 TRANSNETILOCAL 3,320.925 5.249.51 1 2,676.734 3191.094 4.701.000 TRANSNETISTP 6,935 16.615 19,085 11,807 0 WATER - MAJOR FACILITY 3,386,838 2.71 7.428 2.506.713 1,087,725 413.529 WATER - RECYCLED WATER 10.878.643 6,370,853 0 0 WATER -REPLACEMENT 5,495,772 18,996,165 6.1 15.644 6,052,567 4,693,000 TOTAL CAPITAL FUNDS 113,329,718 105,369,353 103,518,026 54,778,772 58,724,181 Note Revenues include loans, advances and transfers CITY OF CARLSBAD ~ ~ CAPITAL FUNDS BUDGET EXPENDITURE SCHEDULE 20062007 2007-2008 2008~2009 FUND ACTUAL ACTUAL ESTIMATED BTD#2 - POINSETTIA LANEIAVIARA PKWI 0 0 2,843,344 BTMt3 - CANNON ROAD WEST 441,205 0 1,037,808 CFD 81 -CITYWIDE 1,061,255 3.667.719 707,096 GAS TAX 3.069.941 1.613.077 1,029,794 GENERAL CAPITAL CONST. 9,809,462 2,389,696 4,382,942 GOLF COURSE 24,610,889 4,057,131 672,636 GFANTS - FEDERAL (166,682) 112.202 10,916 GRANTS. STATE 15.362 0 0 INFRASTRUCTURE REPLACEMENT 1,786,327 382,953 535,309 OTHER 9,759,090 17,272,718 1.530.887 PARK FEE ZONES 5.13.16 0 0 0 PARK-IN.LIEU NE 689.594 282 3,857,643 PARK~lN~LlEU NW 462.878 0 1,180.000 PARK-IN~LlEU SE 1,250,000 0 211.178 PARK-IN-LIEU SW 0 558.81 1 0 PLANNED LOCAL DRAIN'G 467.751 959.121 2,128,856 PUBLIC FACILITIES FEE 5.972.530 12,804,987 2.1 32.205 RANCHO SANTA FE ROAD PROJECT 2,735,145 2,970,825 4,284,831 REDEVELOPMENT VILLAGE 264,594 836.31 1 12,389 REDEVELOPMENT SCCRDA 17.631 56.070 19,481 SEWER BENEFIT AREAS 5,831 2,015.035 3,270,000 SEWER CONNECTION 4,739,333 7,172,160 4,761,893 SEWER REPLACEMENT 3,836,803 552.755 6,146,975 STATE TRANSPORTATION 712.761 28 0 IDA 4,751 95.248 2,923 TRAFFIC IMPACT FEE 1,463,883 469,949 560,623 TRANSNETiBlKE 181,337 14.465 1,335 TRANSNETIHIGHWAY 16.035 3,489 7.276 TRANSNETILOCAL 4,830,558 2,466,484 4,465,167 TRANSNETISTP 0 WATER - MAJOR FACILITY 2,243.730 476.120 209,334 WATER - RECYCLED WATER 17,357,408 76.661 1,085,180 WATER - REPLACEMENT 2,810,850 5,708,566 3,895,747 TOTAL CAPITAL FUNDS 100,450,252 66.835.083 50785.768 2008-ZW9 2009-2010 2009-2010 CONTINUING NEW TOTAL CIP APPROPR. APPROPR. APPROPR 349,302 0 349.302 0 0 0 1,536,681 110.000 1,646,681 2.868.169 2,475,073 5 343,747 46,315,004 7,314,242 53628.246 159983 0 159.983 638,349 1,535,994 2174.343 0 0 0 2,958.640 1,246,000 4,2M.640 10,465,204 0 10465.284 0 0 0 0 0 0 0 0 0 60.951 0 60,951 219,100 0 219,100 2,327,120 3,233,556 5.560.676 27.959.172 0 27.959.172 2,005.979 0 2,005,979 200,000 300,000 500.000 0 250,000 250,000 0 0 0 9,592,004 32,375,647 41,967,651 13,993,806 4,585,887 18,579,693 1,744,000 2,614,837 4,358,937 0 0 0 10.561.199 1,710,000 12,271,199 28,342 0 28,342 954,394 0 054,394 3,870,859 6,027,174 9,898,033 0 345.000 345.000 4.675.529 1.456.000 6,131,529 798.738 0 798.738 10,838,864 4,793,000 15,629,864 155,119.469 10,372,510 225.491.979 CAPITAL PROJ SCHEDULE OF CAPITAL PROJECTS 2009-10 Capital Improvement Program TOTAL PRIOR PROJECT TITLE FUND BUDGET EXPIENC ClVlC PROJECTS ADMINISTRATIVE FACILITIES CIVIC CENTER CFD#I 26.1 00,000 CINADMIN TRAINING FACILITY (PRE-DESIGN) - PROP C GCC 100,000 PUBLIC WORKS CENTER CFD#I 17,080,366 1,216,636 PUBLIC WORKS CENTER WATER REP1 7,169,600 PUBLIC WORKS CENTER SEWER REPL 3,861.200 POLICE 8 FlRE FACILITIES FIRE STATION #3 RELOCATION PFF 7,001,000 1 000,000 FIRE STATION #3 RELOCATION (GENERAL FUND) GCC 540,000 540,000 FIRE STATION #6 (PERMANENT) PFF 5,830,000 5,579,105 JOINT FIRST RESPONDERS TRAINING FACILITY GCC 10,850,000 1,802,977 JOINT FIRST RESPONDERS TRAINING FACILITY - PROP C GCC 13,650,000 POLICE CAD IMPLEMENTATION GCC 2,312,228 2,163,967 LIBRARY FACILITIES LIBRARY EXPANSION (COLE) CFD#I 4,763,217 LIBRARY EXPANSION (COLE) PFF 9,776,000 LIBRARY EXPANSION (LEARNING CENTER) GCC 388 660 384,766 LIBRARY EXPANSION (LEARNING CENTER) CFD#I 4.491.837 4,491,766 LIBRARY EXPANSION (LEARNING CENTER) OTHER 1.259.503 1,259,439 MISCELLANEOUS CITYWIDE PROJECTS 1 ( - - SUBTOTAL NORTHWEST QUADRANT PARKS PINE AVENUE PARK -PINE COMMUNITY BUILDING - PHASE II PIL-NW 1,751,776 PINE AVENUE PARK -PINE COMMUNITY BUILDING - PHASE II PFF 7,919.958 PINE AVENUE PARK-RESTROOMISTORAGE BUILDING PFF 276,656 PINE AVENUE PARK~RESTROOMISTORAGE BUILDING PIL-NW 100,000 NORTHEAST QUADRANT PARKS ROBERTSON RANCH PARK DEVELOPMENT (PARTIAL FUNDING) PIL-NE 1.800.000 SOUTHWEST QUADRANT PARKS 2009-10 Capital Improvement Program BALANCE YEAR I YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2009-10 2010-201 1 2011-2012 2012-2013 2013-2014 2015-2019 2020-80 2009-10 Capital Improvement Program PROJECT TITLE TOTAL PRIOR FUND BUDGET EXPIENC SOUTHEAST QUADRANT PARKS ALGA NORTE PARK - PARK (30 ACRES) PFF 22,107,510 1,798,456 ALGA NORTE PARK - POOL PFF 6,099.695 500,148 ALGA NORTE PARK - POOL GCC 6,000.000 ALGA NORTE PARK - POOL (PROP C FUNDS) GCC 16,215,795 389,265 LEO CARRLLO PARK -PHASE Ill PFF 1,057,000 LEO CARRLLO PARK PHASE Ill PlL-SE 866,100 LEO CARRLLO BARN PFF 500.000 LEO CARRILLO BARN STABILIZATION ($197K = GRANT) GCC 500.000 497,714 LEO CARRLLO EVENT AREA EXPANSION PIL-SE 267,000 206,049 SUBTOTAL PARK PROJECTS 174,532,871 59,735,669 DRAINAGE PROJECTS AGUA HEDIONDA CHANNEL (PLDA "0" - FACILITY B + BN) PLD 4,384,413 1,888,000 AGUA HEDIONDA CHANNEL GCC 859,037 BCC DRAINAGE FACILITY (REIMB) PLD 51 1,979 CARLSBAD BOULEVARD ENCINAS CREEK BRIDGE REPLACEMENT (PLDA "C"- C1) PLD 2,539,565 440.832 CARLSBAD BLVD STORM DRAIN REPLACEMENT IRF 505.000 426,628 CMP REPLACEMENT PROGRAM IRF 2,598,000 472,048 8 1816,101 COLLEGE BLVDICANNON RD (PLDA4'B" - FACILITY BJ B + BNB I. BJ~I) PLD 2,889.757 2,236,206 HOSP GROVE PARK DRAINAGE IMPROVEMENTS IRF 150.000 KELLY DRIVE CHANNEL REPAIR IRF 1,223,500 100,526 LA COSTA AVE STORM DRAIN REPLACEMENT IRF 492,150 6.496 MISCELLANEOUS MASTER DRAINAGE FACILITIES PLD 9,241,081 MISCELLANEOUS ROAD SUBDRAINS GAS TAX 560,000 63.514 NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM GCC 460,250 204,986 NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM GAS TAX 3,392,594 49,500 PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "E" - FACILITY BCA) PLD 1,068,613 RIDGECREST DRAINAGE IMPROVEMENTS GCC 117,500 109.239 ROMERA DRAINAGE IMPROVEMENTS GCC 299,000 99.961 ROMERIA DRAINAGE IMPROVEMENTS GAS TAX 338,000 6.043 TAMARACK AND ECR STORM DRAIN AND SILT BASIN (REIMB IPLDA "E"- BFB-L + I PLD 904,329 PARK DRIVE DRAINAGE AND STREET IMPROVEMENTS GCC 155,500 MARCA DRIVE DRAINAGE IMPROVEMENTS GAS TAX 65,000 FIRE STATIONS 1 THRU 5 DRAINAGE SYSTEMS GCC 225,000 RANCHO CARRILLO WATER SEEPAGE GCC 53000 SUBTOTAL DRAINAGE PROJECTS 34,849,369 6,103,979 SEWER PROJECTS ENCINA WATER POLLUTION CONTROL FACILITY BUILDING IMPROVEMENTS SEWER REPL 4,593,155 3,745,999 CAPITAL ACOIREPL/REHAB AND STAFFING SEWER REPL 35,950,927 1,515,694 PHASE IV EXPANSION - DEBT SERVICE 937,170 0 10 603,878 10,462,470 SEWER COLLECTION SYSTEM AVENIDA ENCINAS GRAVITY SEWER SEWER REPL 276,300 BEECH STREET SEWER REPLACEMENT SEWER REPL 1,947,000 20,433 BUENA INTERCEPTOR SEWER IMPROVEMENTS SEWER REPL 2,840,000 142.083 CALAVERA HILLS TREATMENT PLANT - DEMOLITION SEWER REPL 854,000 1,726 CARLSBAD TRUNK SEWER REACHES # VCTlA VCTIB VCTlC SBA"A CARLSBAD TRUNK SEWER REACHES VCTlA, VCTlB, VCTlC (Sl3A"A) SEWER REPL 427,635 CONDITION ASSESSMENT OF SEWER MAINS SEWER REPL 626,000 FARADAY AVENUE - ORION TO MELROSE SEWER SEWER REPL 110,200 50,425 HOME PLANT - PIPELINE REPLACEMENT SEWER REPL 919,000 91,446 HOME PLANT LIFT STATION REPLACEMENT SEWER REPL 2,712,000 6,089 LA COSTA MEADOWS SEWER EXTENSION SEWER REPL 1,146,877 97,846 LA GOLONDRIA SEWER EXTENSION SEWER REPL 1,108,543 139,949 NORTH AGUA HEOONDA INTERCEPTOR -WEST SEGMENT SEWER REPL 5,854 000 5,840,465 NORTH AGUA HEDONDA TRUNK SEWER REACH NAHTlA (SBA'E") SEWER REPL 2,862,000 63,337 NORTH BATlQUlTOS INTERCEPTOR REHABILITATION SEWER REPL 1,199,000 173,411 POINSETTIA SEWAGE LIFT STATION ODORlNOlSE ABATEMENT SEWER REPL 669,500 629,781 2009-10 Capital Improvement Program BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2009-1 0 201 0-201 1 2011-2012 2012~2013 2013-2014 2015-2019 2020-80 2009-10 Capital Improvement Program BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD -- - 2009-10 201 0-201 1 2011-2012 2012-2013 2013-2014 20152019 2020-80 2009-10 Capital Improvement Program TOTAL PRIOR CONCRETE REPAIR PROGRAM GCC 250,000 204,919 2009-10 Capital Improvement Program BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2009-10 201 0-201 1 2011-2012 2012-2013 2013-2014 2015-2019 2020-80 I I 2009-10 Capital Improvement Program TOTAL PRIOR LOANS TO OTHER FUNDS GAS TAX LOAN BTD#2 GAS TAX GAS TAX LOAN TO BTD#3 CANNON ROAD WEST GAS TAX GCC LOAN TO PIL-NW FOR MADISON ST PROPERTY PURCHASES GCC GCC LOAN TO PIL-NW FOR PINE SCHOOL ACOUlSlTlON GCC PFF LOAN TO PIL-NE FOR PARK SITE ACQUISITION PFF 4,550.000 4.550 000 GCC LOAN TO PLDA - HEDIONDA AND CALAVERA CREEK GCC SEWER REPL TO SEW BENEF A FOR CARLSBAD TRUNK SEWER SEWER REPL GCC LOAN TO SCCRDA FOR CARLSBAD BLVD. REALIGNMENT STUDY GCC 250,000 SUBTOTAL FUTURE LOANS TO OTHER FUNDS 4,800,000 4,550,000 2009-10 Capital Improvement Program BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2009-10 2010-201 1 2011-2012 2012-2013 2013-2014 2015-2019 2020-80 300,818 182,472 250,000 250000 250000 250000 100,000 100,000 899,600 286,000 348,400 589,000 on xnn t ~nn nnn 2009-10 Capital Improvement Program TOTAL PRIOR PROJECT TITLE FUND BUDGET WPIENC LOAN REPAYMENTS AND TRANSFERS GRAND TOTAL ALL FUNDED PROJECTS 876,780,134 282,355,769 UNFUNDED PROJECTS' 7 innnnn CANNON LAKE PAR1 2009-10 Capital Improvement Program BALANCE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT FORWARD 2009-10 2010-201 1 201 1-2012 2012-2013 2013-2014 2015-2019 2020-80 FUND SUMMARY FUND SUMMARY CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY BTD NO. 2 AVIARA PARKWAY. POINSETTIA LANE PRIOR YEARS BEGINNING FUND BALANCE (I) NiA m OEVELOPERFEESIFEDERXLGRANT TOTU REVENUES Nin CPPlTCL PROJECTS POINSETTIA LANE - REACH E 36U.000 POINSETTIA LANE - REACHESA.B.C FG 6 PYARA PKWI REIMB TOTAL PROJECTEXPENOlTURES 150.000 ENDING FUND B&LANCE NIC YEAR 1 YWR 2 YEAR 3 YEAR I YEAR 5 BUILDOUT 2009~2010 20102011 2011~2012 2012.2013 2013.2014 2014+* 7,702,849 7,751,110 1,815,610 7,9ii*,490 8,105,690 8,266,880 48.330 84,440 128.580 161 100 1,701,100 11 471 906 48.330 64,440 128.880 161,100 1,781,100 11,471,106 1W9000 11 510 600 1373.58 1.600.000 12,1184,158 7,751,170 TB15.610 7.9UC80 8,105,590 8,266,690 6,854,438 BTD NO. 3 CANNON ROAD WEST PRIOR YEARS BEGlNNlNG FUND BALANCE (I) NIC DEVELOPERFEES TOTALREVENUES Nill CAPITAL PROJECTS TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE NiA YE*R 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 BUILDOUT 20W-2010 2010.2011 2011.2012 2012~2013 2013~2014 2014r* 175,174 175.174 219.412 249,172 323.770 321.770 14,298 74 298 3 657.722 74.2911 14,2M 3,857,722 175,171 249,472 219.412 525,770 313.710 4,183,192 COMMUNITY FACILITIES DISTRICT NO. 1 [CFD 1) PRIOR YEARS BEGINNING FUNDBAUNCE Ill NiA REYENUES DEVELOPER SPECIAL IAYES TOTAL REVENUES NIA caplraL PROJECTS CFDiil ADMINISTRATION 140.425 CIVIC CENTER IL~ AND LA COSTA AVENUE AUXILURY LANES LIBRARY EXPANSION (COLE1 LIBRARY EXPANSION (LEARNING CENTER) 1,491,837 PUBLC WORKSCENTER 2,706,266 VETERAN3 MEMORIAL PARK TOTAL PROJECT £XPENOITURES 7,310,526 ENDING FUND BALPSICE NIA YEAR l YEAH 2 YEAR 3 YEIIR 4 YEAR 5 BUILDOUT 2W9~2010 2070-2011 2071.2012 2012~2015 2013~2014 2014+* 56,922,748 58,465,091 50,244254 6l,83Q,S13 83,725,471 51,169,124 1,612,343 1.865183 1704,258 1,995958 1,928,353 12522.611 1.652.343 1,885,163 1,109,258 1,895,918 1,926,351 12,622,614 l 10,000 li0.000 110000 110,OW 110,000 220,MO 28.100.WO z.ono.wo 4.753.217 14.372.100 23 239.800 110.000 110.000 110.000 llO,OO0 14,482,100 56.J1J.017 58,465,091 W.240.2YI 61,~39,5lf 83,725,171 51,169,121 7,388,3111 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GAS TAX FUND PRIOR YEARS BEGINNING FUND BAWCE Ill NIA f!EEmuE W\S TAXES TOTALREVENUES N/* v ADA COMPLIANCE STUDY (GOAL) 50,000 CARLSBAD BOULEVARD MEDIAN.TAMARACKAVENUF TO PINE AVENUE CONCRETE REPAIR PROGR&M 500,000 CONCRETE REPAIR WORK 550.000 EL CAMINO REAL MEDIANS LACOSTAAVE SLOPE REPAIR WEST OF ROMERIA 13,500 MARCA DRIVE OR&IN&GC IMPROVEMENTS MISCELLANEOUS ROADSUBDRAINS 160,WD NW QUADRANT STORM DRPW IMPROVEMENT PROGRAM 406.055 PALOMARAIRPORTROAD LEFT TURN LANE EXPANSION TO NIB PASEO OELNORTE PRLOMAR AIRPORTROAD RIGHT TURN LANE TO SiB PASEO DEL NORTE PARK DRIVE MARINA TOCOVE PAVEMENT MANAGEMENT PROGRAM 7,991,088 ROMERIA DRANRGE IMPROVEMENTS 338,WO TAMARACK AND ADAMS 48,100 I naF SG - ALGA ROAD &NO C~OERO TRAF SGARMADA DRIVE ANDGRAND PACIFIC RESORTS TRAF SGPVIARAPARKWAY-POINSETT* LAN? TO EL CAMNO REAL 160.000 TRAF SG-AVIARA PKWY ANDCAMNODE LA5 ONDAS RElMB 105,000 TRAF SGCAMINOVOA ROBLE ANDYARROWDRIVE TRAF SG-CARLSWDWULEVARDANDCHERRY AVENUE TRAF SIC EL FUERTE ST AND RANCHO PANCHO TRAF SG- FARADAY AVE ANDCAMINO HILLS ORVE TRAF SG- FARAMY AVENUE AND PKMER WAY TRAF SG FARADAY AVENUE AND RUTHERFORD ROAD 190.000 TRAF SG- LACOSTA AVENUE ANDCALLE WDERO TRAFSlGL4COSTAAVENUEANDESFERASTREET TRAF SF LACOSTA AVENUE ANDGBRALTAR TRAF SG. LA COSTA AVENUElNUEVACASTlLW WAY TRAF SF PASEO DEL NORTEIHARBOR POINT ROAD 5,210 TRAF SF POlNSElTAUNE AND BRIGANTINE ROAD TRAF SO. RANCHO SANTA FE ROADANDCALLEJUNIPERO TF14F SjG. R*NCHOSANT* FE ROAOANOQUESTHAVEN ROAD 114.767 TRAF SIG- TAMARACKAVE AND PONTIAC DRIVE 3.954 TAAF SO. TAMARACKP.VE PNUVALLEY STREET TRAFFIC Cx\LMING - DONNI\ DRNE (DESIGN) 113.000 TRAFFIC CALMING -SIERRA MORENAAVENUE (DESIGN1 90.000 VIDEO DETECTION CONVERSION 584,000 TOTAL PROJECTEXPENDITURES 12,006,074 ENOING NNO B4lANCE NiA YEAR I YEAR I YEAR 3 EAR 4 YEAR 5 BUllDDLlT 2009-2010 2010~2011 2011~2012 2011~Z013 1011.1014 20141+ 7,915,786 7,077,603 6,346,873 5,352,740 5,590,151 7,090,355 1.636.89U 1,653,259 1,686,324 1,736,914 1,789,021 21,124,395 1,636,890 1,653,259 i.686,32* I,?3Gr91a 4189,021 21,124,395 2,197,000 250.000 250,000 210.000 250,WO 100,OW I00.000 1,135,OM 1,731.6W l5.5W 65,000 507,573 525.898 694,228 949.500 153.840 155.500 169.943 414.286 416,300 210,000 190.000 190.000 190.000 190.00(1 190,000 190.000 210,000 210,000 210,000 210,000 2W.790 130.000 , . 210,000 206,046 190.000 277,OW 247,000 307,000 3W,WO l35,WO 2,475,073 2,583,908 2,4110,457 1,499,500 288.840 5,470,146 7,077,603 6,146,871 5,352740 5,59D,159 7,090,335 22,744,584 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GENERAL CAPITAL CONSTRUCTION (GCC) PRIOR YEARS BEGINNING FUNDBAUNCE(1) WA RfYENUfO LOANREPAYMENTS&OTHER TOTACREVENUES NIA CAPITALPROJECTS AGUAHEDIONOACHANNEL ALGA NORTE PARK- POOL 6.000.WO ALGA NOATE PCAY POOL (PROPC FUNDS) 16,215,795 CAMINO HILLS AND JACKSPAR SLOPE STABILIIATION CARLSBAOVLMDE DAVE ANDAVENDA DE ANllA 105,MO CITY liDMlN TRAlNlNG FACILITY (PRE.DESIGN1 - PROP C CONCRETE REPAIR PROGRAM ZSOMO FIRE STATlON t13 RELOCATION (GENERAL FUND) 140,000 FlRE STATIONS 1 THRU 5 ORAINAGE SYSTEMS GCC LOAN TO SCCRDA FOR CXRLSBAD BLYD REALIGNMENTSTUDY GCC TRANSFER TO GENERaL FUND - IR4FFIC SIGNAL MAINTENANCE JOINT FIRST RESPONDERS TRAINING FACILITY 10,890,000 JOINT FIRST RESPONDERS TAAlNNG FACILITY - PROPC 13.650,WO LlrKECALAYERATRALS MASTER PLANICONSTRUCTION 588,710 LEOCARRILL0 BARN STABlLlUTlON (I18/Kb GRANT) 500,WO LIBRARY EXPANSION (LEARNING CENTER) 388,560 MARBELIAWALL BtAU7FCATlON 1BO.WO NW QUADRANT STORM DRAIN IMPROVEMENT PROGRAM 160,250 PRLOMAR AIRPORT ROAOANOCOLLEGE BOULEVARD.RIGHT TURN UNESIORAINAGE PARK DRIVE DRAINAGE +NO STREET IMPROVEMENTS POLICE CAD IMPLEMENTATION 2,312,228 PROPOSITION C PROJECT6 PUBLIC WORKS INVENTORY AND FAC MAiNl PROGRAM 604,992 RANCHOCARRILL0 WATER SEEPAGE REPAlR RECOAllhlGGUARDRAlLPRR BRIDGE ATCARLSBAOBLVO 130WO HIOGECHEST DRAINAGE IMPROVEMENTS 117,%0 ROMERlAORAlNAGE IMPROVEMENTS 214.000 STAGECOACH PARK PICNIC SHELTER l00W0 TRAF SIC CaLLf BIIRCEIONAAND PASEO,\YELLP.NO 2?0.~0 TRAF SIG RANCHOSANTA FE ROADANDAVENIDALA ClMA 190W0 UNDERGROUNDOIST I7 - HARDNG. ROOSEVELT 509,800 TDTALPROJECTEXPCNOITURES 65,566,915 NIA YEAR 1 YEAR 2 YEAR 8 TEAR 4 YEARS BUILDOUT 2009~2010 2010~2011 2011~2012 2012.2013 2013.2014 2014ri 17.911.2C9 10,704,027 10,719CZ7 10,565,027 10,564,021 10,448,027 187.000 250WO 197.000 250,WO 859.031 87,000 1Q0000 225300 210,000 600.000 Z0,OW 250.5W 155,500 5.034205 53,OW 5.000 5,000 5OW 5.000 5WO 7.314.242 5.000 230,000 6,WO tOS,WO 10.794.0Z7 10,7119,027 10,663,027 10.6U.027 10.44B.027 10.B99.027 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY GRANTS -FEDERAL PRIOR YEARS BEOlNNlNO FUND BPILANCEII) NiA REYE"YEB GRANT REVENUE TDTALREYENUES NiA CAPITALPROJECTS C&RLSBADBLVD BRIDGE CONCRETE BARRIER POWER PLANT 8.853 CARLSBAD BLVD BRIDGE CONCRETE BARRIER RAILROAD 13.280 COASTAL RAIL TRAIL ICMAO) 4.413.7B4 TOTALPROJECT EXPENDITURES 4,156,817 ENDING FUN0 BALANCE NIA YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2009.2010 201U~ZO11 2011-2012 2012~2011 2013~2014 2014++ 112.3W 112,382 112.392 112,392 (19,392 112.392 1.535.984 'IC35.801 1,208,436 327.560 'I.636.934 112,302 112.392 112,392 112.392 111.592 112,392 INFRASTRUCTURE MAINTENANCE 8 REPLACEMENT (IMBR) PRIOR YEARS BEGINNING FUND BALANCE (1) NIA REYENUES GENERAL FUN0 TR4NSFER TOTAL REVENUES NlA CAPITAL PROJECTS BEACH ACCESS STAIRS REPWCEMENT 517,IW CARLSBADBLVDSTORMDRAINREPUCEMENT 505.OW CMP REPLACEMENT PROGRAM 1,377.900 HOSP GRWE PARK DRAINAGE IMPROVEMENTS 150.1100 KELLY DRIVE CHANNEL REPbR 476.0W WCOSTAAVL STORM DRAIN REPL4CEMENT 492,150 TRAFSIG. CAKLSBAD BLVD e TAMARACK SIGNAL REPAIRS 2300W TRAF SIG ELCAMINO REALANDCHESTNUT SIGNALREPAIRS 2MI.OW TRAF SIG . EL CAMINO REAL AND TAMARACK SIGNAL REPAIRS 141,000 TOTAL PROJECT EXPENDITURES 4.094.6M ENDING FUND BALPIIICF NIA YEAR l YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 10042010 20102011 2011.2012 2012-2013 2013.2014 2014*1 43,632,462 rn.PZ1.861 55,683,362 62,1112,962 7O.869.452 79,132,912 6,536.0W 7184,000 7526.000 8,069,000 8.281.000 89208000 6,638,000 7.i84.000 7,626,000 8.069.000 8.2~l.OW 99,206,000 432,000 507.000 262,000 005 000 17500 15.000 115W 11500 70,000 09,000 1,246,000 624,500 297,000 1q6W 1T.6M 011,921,462 65,683,962 62,642,962 71),813,452 79,132,352 178,338,962 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ,,,Er("*l,. .r~kcl.e,und bdan.a srr inyc.",m"in.a .... pru,,oni. OTHER PRIOR YEARS BEGINNING FUND BALANCE HI NIA RfYfNVES TOTAL REVENUES NIA CAPITAL PROJECTS COLLEGE BLVD REACHAANO CANNON REACH dA 1.713W2 COLLEGYCANNON ASSESSMENT DISTRICT 10,314,481 EL FUERTE EXTENSION 4,095,146 IARAOAY AVENUE EX1 ENSION 16,248,065 LIBRARY EXPANSION ILEARNINGCENTERI 1,259,503 MELROSE DRIVE. SOUTH OF P4LOM4AARPOAiROAll 228.938 YELROSE DRIVE EXTENSION - A 1525.584 LnELROSE DRIVE EXTENSION- B 3</77SI PALOMAH PlRPORT ROAD AND MELROSE DRIVE RIGHT TURN 165,880 PALOMAR AIRPORT RWO LEFITURN LANE EXP.WSIONTO NiB PASEO DEL NORTE PALOMAA AlRPORT AOAO RIGHTTURN LANE TO SiB PASEO DEL NORTE PALOMAR NRPORT RWO WlOENlNG*T MELROSE DRIVE 2.826.268 PONStrnP. LANE EASTOF EL CAMIN0 REAL FINANCING PROGRAM 28,932,753 TRAF SIG -AVIARA PAAKWAY.POUSE1TIA LANE TO EL CFMNO REAL 645.447 TOTAL PROJtCT EXPENDITURES 71,412,991 ENDING FUND BALANCE NIA YEAR 1 YEAR 2 YELR 3 YEAR 1 YEAR 5 BUILDOUT 2009-2010 2010~2011 20111012 2012.2013 2013-2034 2014++ 1,342,MS 3,342,443 3 6,201,264 6,204,266 6.204264 25,394 112785 138.179 6,342,443 S.JIZCU 6.Z01.284 5,104,261 6.20a.2611 6,204,264 PARK FEE ZONES 5,13,16 PRIOR YEARS BEGINNING FUND BALANCE ill WA REYF"VES DEVELOPER FEES TOTAL REVENUES NII\ CAPITALPROJECTS BUSINESS PARKRECREATIONhLFACILlTY (PART~LFUNDlNGi TOTRL PROJECT EXPENDITURES ENWNG FUND BALANCE NIA YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 20W-2010 201&2011 2011.2012 lOl2~20lZ 2013~2014 2014+* 2,287,247 2.321.206 2,387,205 2,3Y,406 2.UII.905 2.dSP.405 33,958 56,000 7 2W 44,500 30,MO 1.346185 11,968 66.000 7.2W 41.500 3 1,346,486 3.400.000 3.400.000 2.3H.205 2,387,205 2.3P4105 2.4lb.906 2.469.W6 a16.190 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PARK-IN-LIEU NE PRIOR YEARS BEGINNING FUND BALANCE (I] NIA REYENUES DEVELOPER FEES TOTALREVENUES Ni& CAPITAL PROJECTS PIL-NE TO PFF FOR PARK SITE AC9UlSTON ROBERTSON RANCH PARK DEVELOPMENT IPARTAL FUNDING) - TOTAL PROJECT EXPENDITURES ENDING FUND BALANCE Nil\ YEAR l YEAR 2 YEAR 3 YEAR I YEAR 5 BUILDOUT 2009-2010 2010-2011 2011.2011 1012-2013 2013.2014 ?Ol4tr 1116.649 1136.113 BJ8.649 836.643 1,371,129 1,649,110 134.580 271582 1104.304 114.180 271,882 4,708,304 4.550 000 1.800,WO 6,360,000 816,649 836.649 836,619 1,311.129 1,649,110 3,414 PARK-IN-LIEU NW PRIOR YEARS BEGINNING FUND BALANCE Ill NIA r(EYtNUtS DEVELOPER FEES TOTAL REVENUES NIA CAPITAL PROJECTS PINE AVENUE PARK "PINE COMMUNIW BUILDING PHASE II PINE AVENUE PARK-RESTROOMISTORAGE BUILDING TOTaL PROJECTEXPENDITURES ENDING FUND BALANCE Nl& YEAR 1 YEAR 2 YEAR 3 YEAR < YEAR 5 8UILOOUT 2009-2010 201&2011 2011.2012 2012~2013 2013~2011 ZOl4ti 11,069 163,828 186,593 US.49e 489.266 639,170 142,767 142.767 I49905 142,767 749,905 4,147381 142,767 142.767 549.906 142.767 148.901 4,447,381 1,751776 lOO.OD0 100.000 1,761,71i 461,826 T96.691 116,441 4118,266 638.170 3,031,776 PARK-IN-LIEU SE PRIOR YEARS BEGINNING FUND BALANCE (0 Nil\ REVENVES DEVELOPER FEES TOTALREVENUES NiPl CAPITAL PROJECTS LEOCARRlLLO EVENT AREA EXPANSION 267,000 LEOCARRILLOPARK PHASE Ill TOTaL PROJECT EXPENDITURES 261.000 ENDING FUND BILONCE NIA YEAR l YEAR 2 YEllR 1 YEAR 4 YEARS BUlLOOUT 20092010 2010~2011 2011~2012 2012~2011 2011~20ll 2014.t 791,779 829.~00 896,620 904.041 841,462 978.882 37.421 57.421 37.421 37.421 37.421 825459 37,421 Il.bZ1 37.411 37,421 37.421 626.469 866,100 866,100 82S.200 968,620 904,041 941,462 978,882 718,241 PARK-IN-LIEU SW PRlOR YEARS BEGINNING FUND BALANCE 14) WA DEVELOPERFEES TOTALREVENUES N1A CAPITAL PROJECTS AVIARACOMMUNITY PARKCOMMUNITY BUILDING AVIbRA REIMBUYSEMENTAGREEMENT 238.000 TOTAL PROJECT EXPENDITURES 2I.900 NIA YEAR l YEAR2 YEAR 3 YEAR I YEAR 5 BUILDOUT 20082010 2010-2011 20112012 2012.2013 2013.2014 Z014+* 361.946 367,982 388.366 432.132 485,690 639.048 18.037 21 383 42.766 53.458 59418 4,292671 16.037 21,313 15766 53,468 63,461 4.Z91.677 2,806,648 1,1106,808 367.9112 3a9.566 412.132 486.6- 63P.C-48 2.026,077 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY PLANNED LOCAL DRAINAGE AREA FEES (PLDA) PRIOR YEARS BEGINNING FUND BALANCE (1) NIA DEVELOPER FEES TOTAL REVENUES NIA CAPITALPROJECTS AGUA HEOIONDACHANNEL IPLDP'E- FACILITY B + BN) I895522 BCC DRAINAGE FACILIN IREIMB) 511.979 CARLSBAD BOULEVARDENCINAS CREEK BRIDGE REPLACEMENT(PL0A"C" C1J 1.5'13.WO COLLEGE BLVD BRIDGE IRElMBIPLOA'W- FACUTY BL-I. ) COLLEGE BLVOICANNON RO (PLOA'B. FACLlN BJ B + 8NB BJ.1) 2,989,757 MSCELL4NEOUS MASTER DRIIINAGE F*ClLlTlES PARK DRIVE AND TAWARACKPYENUE STORM 0RI.N (PLDA'W. FACILITY BCA) TAMARACK AND ECR STORM DRAIN AND 5117 BASIN (REIMBIPLDA"W. BFB-L BF~l) TOTAL PROJECT EXPENDITURES 8, ENDING FUND BALANCE NIA YEAR l YEAR 2 YEAR 3 YEAR 4 YE&R 5 BUILDOUT 2009~2010 2010~2011 2011~2012 2012~2013 2013~201* 2014" 6.192.668 3,222,261 3,485,WI 1,9011,027 4.321.904 4.7M.082 263,249 283,249 362,526 553.875 422,180 9.557587 261,ZdU 263,249 362.626 663,876 422.180 9.167.667 2,287,891 40 000 40CUO 40,000 80.000 445,685 1,816,101 9.241.081 1,068,613 9M.329 5,235,666 40.0W 40.000 40.000 43,4$0,t24 3,222,262 3,4116,601 3,608.027 4,321,901 4.7040112 1,161,621 PUBLIC FACILITY FEE FUND (PFF) PRIOR YEARS BEOlMNlWO FUND BALANCE (I) NI(\ REVENUES DEVELOPERFEES LOPNREPRYMENTS TOTaLREVENUES NI CAPITAL PROJECTS ALGA NORTE PARK. PARI130ACRES) 22107,510 ALG4 NOR'IE PARK. POOL 6 099.695 AVARACOMMUNITY PARKCOMMUNITY BUlLDlNG ELCAMINO REAL MEDIANS 909,500 EL CAMINO REAL MEDIANS - LA COSTA FIRE STATION $3 RELOCATION 1.000.000 FIRE STATION U6 {PERMANENT) 5,830.0W LEOCARRlLLO BARN LEOCARRILLO PARK PHASE I1 LlBRARY EXPANSION (COLE) PFF LOAN TO PlL~NE FOR PARK SITE ACQUISITION 4,550,000 PINE AVENUE PARK PINE COMMUNITY BUILDING - PHASE I1 PINE AVENUE PARK-RESTROOM1STORAGE BUILDING POINSETTIA COMMUNITY PARK PARKING 963.4D0 POINSETTIA COMMUNITY PARKPHASE Ill 1.W9.200 TRAF SIG CANNON ROAD AND PVENlDA ENCINAS-ram 150.000 TOTALPROJECTEXPENDITURES 42.649.306 ENDING FUND BPLANCE NIA YEAR I YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2009.2010 2010.2011 2011~2012 2012.2013 2013.2014 2014++ ,647 14,238,941 14,166,631 9,555,243 11.161.W8 10,931,719 547,534 586,512 917,405 1.536331 1.245545 26,472143 4,550,000 €47,634 066,662 917,406 1.699.>11 1,215,546 H,OZZ.f4J 7,937 488 90SW l,MO,WO 483.200 6 507 BOO 500,OOD 310.t.W 748 500 9,??B,DOO 7,919,958 276,656 1,076.400 12455 040 769,666 5,607,600 1,477,400 4OLN.966 14,258,941 41,166,637 8,666,143 11,1CJ,P4 ,749 t.31I.IITL CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY ill E4W110 pWsdfuno'D.Ununlnv Mllnumoawm~li.lbns. RANCHO SANTA FE ROAD PROJECT PRlOR YEARS BEGWYlmj FUND BAMCE (0 N!A DEVELOPER SPECIAL TMESRIHERPGENCIES TOTALREVENUE5 NtA CAPITAL PROJECTS RP.NCHOSaNTA FE ROAD ANDOLIVENWIN IMPROVEMENTS 5,981,905 RANCHOSANTAFE ROAD NORTH .PHASE I 26,606,243 WNCHOSANTAFEROAO MRTH -PHASE I (BRIDGE) 20.671.000 TOTAL PROJECT EXPENDITURES 53,063,111 ENDING FUND BAMNCE" NIA YEAR l YEAR 2 YEAR 3 YEAR 4 YEAR5 BUILDOUT 2009~2010 2Ol&2011 2011-2012 2012-2033 20132014 2014++ 12.M0.171 15,081,181 15,089,4111 13.08S.4111 13.08S.484 13,089,(81 440.010 8,265,511 U9.010 8,283.511 13.089CS1 11,009,481 13,080,$04 13,0113,411 13,0119.481 19.3Y.992 .w11: TII~ caw IS allgab3 by ~alr mare wreemsnts to rmnd nl surplus rmauntr In this fund afmr rompldian of all lmprouementr. On June 25 MOO, the City Coun~ll authorhed that a pan121 repayment of ruplur hlndr of $10,165,M be made from tho ending fund balm- nod abov. REDEVELOPMENT -VILLAGE PRIOR YEARS BEGINNING FUND B-CE (1) NIA REVEllUES TPXINCREMENT AND GENERAL FUND RDV&NCe TOTALREVENUES NIA CAPITAL PROJECTS CARLSBROBLYD. AT SThfEST- INTERSECTION ENHANCEMENT DESIGN 100000 SlREETSCWE IMPROVEMEMS 100.000 VILLAGE PUBLIC PaRKING ENHANCEMENT PROGRAM TOTAL PRWECT EXPENDITURES MO.000 ENDING FUND BALANCE NIA YEAR 1 YEAR 2 MAR 3 YEAR4 YEAR5 BUILDOUT 200820lO 2010.2011 2011-mt2 2~12-2nt~ LO~J~~OII 2n~r+ M2.811 102.611 602,611 602.811 802,011 602,811 1W.000 300.000 850000 IW.000 300.000 850,000 3W.000 BM,OW 3OO.OW 8SO.OW 301.811 BM.BII 802,Sl( 602.8'14 B02.814 602.611 REDEVELOPMENT - SCCRDA PRIOR YEARS BEGINNING FUND BALANCE(1) NIA REMNUE6 TAJ (NCREMENTAND GENERAl FUND ADVANCE TOTAL REVENUES WA CAPITAL PROJECTS CARLSBAD BLVD REALIGNMENT STUDY, PHASE 2 SCCROA TO GCC FOR CARLSBADBLVD REALIWMENT STUDY TOTAL PROJECT EXPENDtTURES ENDING FUND BALANCE LY* YWR I YEAR2 YEAR 3 YEAR4 YEAR 5 BUILDOUT 20W2010 201&2011 20112012 2012~2013 2013~2014 2014-f 250,WO 2IO.OW 25O.WO 250,OW 250,WO 2IO.OW 2YJ.WO 250.000 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY SEWER BENEFIT AREA FEES (SEA) PRIOR YEARS BEGINNING FUND BALANCE lit NIA !Em&!H DEVELOPER FEES TOTALREVENUES NIA CAPITAL PROJECTS CARLSWOTRUNK SEWER REACHES VCT1A. VCTlB, VCTIC (SBA"41 TOTAL PROJECT EXPENDlTURES ENDING FUN0 BALANCE NIA YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2009-2010 2010-2011 20ll~2012 20l2~2013 2013-2014 ZOll++ 578.605 668,667 765,905 1,039,874 1.6111.604 2,187,061 90.062 57,236 273 864 M4.630 502.550 5,753737 90,062 97,218 173,%9 644.630 50I.E60 6,765,731 120.500 120.600 668.667 765,905 1,039,871 1,661,604 2,1117,054 7,820,191 SEWER CONNECTION FEE FUND PRIOR YE4RS BEGlNlilNG FUND BALANCE (I) N!A DEVELOPER FEES OTHER AGENCY CONTRIBUTIONS [CITY OF VISTA) rOTALREVENUES NlA CAPITALPROJECTS PHASE Y EXPANSION DEBT SERVICE 937.170 PHASE VEXPANSlDN 10.60L878 SEWER MASTER PL4NICONNECTION FEE UPDATE 100.0W SEWER MONITORING PROGRAM 88.0W VISTAICARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STA-ION (VC12) 3,219,350 YISTMCARLSBAD INTERCEPTOR BUENA VISTA LIFT STATION FORCF MAIN (VC~4) P3500W VISTAICARLSBADINTERCEPTOR REACH VCllB 4,184000 VISTNCARLSBAD INTERCEPTOR REACH VCl3 TOVC15 2.6OO.I)W VISTAICARLSBAD INTERCEPTORREPMCEMENTREACH 3 7OTALPROJECTEXPENDlTURES 261 ENDING FUND BALANCE NIA YEAR I YEAR 2 YEAR 3 YEAR 4 YEAR 5 BULOOUT ZOW-2010 2010-2011 2011-2012 2012.2013 2013~2014 2014** 8.090.102 E.lBI.816 4,1122,424 4,489,174 4,040,461 3,489,431 153.531 183,248 304 674 504456 377 385 7 741 100 30.2M.610 2,408845 50.414.36'1 183,240 2,713,519 504,166 377,389 7,744,100 933.007 931,419 932,169 931.469 428419 828 191 22,000 ??,OW 22WO 22,000 176,000 14,180,6410 2875.000 2,765,000 12.100.0W 598,220 2 092,000 32,176,647 1,649,634 5,046,164 S63.469 928,414 1,104,191 6,188,316 4,612,424 4,489,474 1,MO.UI 1,489,431 10,126,340 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY SEWER REPLACEMENT FUND PRIOR YEARS - BEGINNING FUND BUNCE (I1 L11A TRANSFER FROM OPERATING FUND TOTALREVENUES NiA CAPITAL PROJECTS AVENlDA ENCINASGRAYITY SEWER BEECH STREET SEWERREPLACEMENT 1.947.0W BUENA INTERCEPTOR SEWER IMPROVEMENTS I.46UPW BUILDING IMPROVEMENTS 4593.155 CALAVERA ILLS TREATMENT PLANT DEMOLITON ?3SM CAPITAL ACOREPLIREHAB AND STAFFING 2482,372 CARISBADTRUNKSEWER RE4CHESVCTlA VCTlB. VCTlC (SBA"A"i CONDITION ASSESSMENT OF SEWER MANS 3iJPW FARADAY AVENUE- ORIONTO MELROSE SEWER 1102W HOME PLANT PIPELINE REPL4CEMENT 534000 HOME PLANT LIFT STATION REPLACEMENT 1812.000 UCOSTA MEADOWS SEWER EXTENSION 1.148877 LAGOLONDRIASEWER EXTENSION 1,108,543 NORTH IIGUA HEOIONDA INTERCEPTOR -WEST SEGMENT 5.854000 NORTH AGUA HEDIONDA TRUNKSEWER REACH NAHTiA 1SBA"B') 781,000 NORTH BATQUITOS INTERCEPTOR REHABILITATION 1,199000 POlNSEnlASEWAGE LIFT STATION OOORiNOSE ABATEMENT 668 500 PUBLIC WORKS CENTER SEWER LIFTSTATION REMOVALS .VARIOUS 89000 SEWER LIFT STATION REPAIRSAND UPGRADES 660380 SEWER LINE REFURBISHMENlSIREPMCEMENT AND MANHOLES 2,730,000 SEWER MASTER PUNICONNECTION FEE UPDATE 400,000 TERRAMAR LIFT STATION REPLACEMENT 250W TOTALPROJECTEXPENDITURES 27,924511 ENDING FUND BALANCE NIR , YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2W9.2010 2010.2011 20ll2012 2012~2013 2013-2Oll 201d.r 17,157,395 16,971LDa 14,446,301 4,60318 16,780,995 11,5311.605 3.IOO.OW 3.2M,000 3,329,280 3,395,886 3,463,783 38.886.WB 3.2W.004 3.Z64.000 3.129,BO 1.195.866 1,403,761 36,6116.W6 276.300 1,380,000 830.500 1575,BBT 1,655,203 1588.467 1.542.189 1,425,013 25,680,718 427.635 313,OW 385,000 100000 BOOWO 2,095000 3,851,200 5.442.000 100000 100,000 100,000 i000W 30OPW 33000P 330.000 330WO 330,OW 1.924.6W 523DPO 4,656,6117 ,789201 3,126,267 2,266,1114 5,286,275 33,774,871 1S1S71,60% 14,4.(6,106 i4.660,318 15,760,996 i3,%38,605 i%,M9.539 STATE TRANSPORTATION PRIOR YEARS BEGINNING FUND BALANCE Ill NIh RFYENVES PROPOSITION I8 FUNDS PROPOSITION 42 FUNDS TOTALREVENUES LllA CAPIT& PROJECTS REPAIR RECOATING GURRORP.IIPAR BRlWE ATCARLSBAD BLVD PROP 42 941,000 PAVEMENT MANAGEMENT PROGRAM [PROP 18 Fundri PkVEMENT MANAGEMENT PROGRliM (PROP 42 Fundri 800.000 TOTAL PROJECTEXPENDITURES 1.TU.000 ENDING FUND BALANCE NIA YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 BUILDOUT 2009~2010 XllP~ZOll 2011-2012 2012-2013 2013~2014 ZOl4++ 1,991,7111 60.731 25.936 23.405 11,1911 8.109 981.829 1,075,950 1,007,469 1,130,333 1,164,305 13,747,874 1,5W.511 981.929 2,582,461 1,097.469 1.110.391 1,164,106 11,747,874 1,829,937 1.537.256 985,WO I,OBO.WO l.lW.000 1.140.000 1,170,WO 13756,000 1,614,957 1,611,266 1.100.000 1.l40.000 1170W0 13,755000 50,731 21,936 23.406 13.198 a.503 971 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY 1,) E9U.I I0 p'l,.C,.d ,""d air any r"nlinuing.pp,~pc,.t,anr. TRAFFIC IMPACT FEES (TIF) PRIOR YEARS BEGINNING FUNDBAWNCE (1) NlA REVENUES OEYELOPERFEES TOTAL REVENUES NIA CWITAL PeQJGCTS AVENIDA ENCINAS WIDENING - SOUTH OF PALOMAR AIRPORT ROAD 225.000 CARLSBhD BOULEVARD I PALOMAR AIRPORT ROAD 120% FUNDING1 CARLSB4W BOULEVARD, PALOMAR AIRPORT ROAD IRTCIP i 20% FUNDING) CARLSEAD BOULEVARD MOUNTAIN VIEW TO NORTHERLY CITY LIMITS (20% FUNDING) WRLSEAO BOULEVARD MOUNTAIN VIEW TO NORTHERLY ClTY LIMITS IRTCIPIZO%) CARLSBAD BOULEVARD WIDENING - CANNON 10 MANZANO CAALSBADVILUDE ORWE. PONTlAC TO VICTORIA ELCbMINO RE4LfCANNON ROAD INTERSECTION IMPROVEMENTS ELCPM~NO REAL AND CAALSBAOVILUGE ORWE OUAL LEFTTURNS ELWMINO REAL LEFTTURN LANE TO WEST T4MARACK ELCAMINO REAL RIGHITURN LANE TO NORTH ALGA ROAD EL, CfiMINO REAL WIDENING AYENAL ROAO TO LACOST*AVENEUE ELCAMINO REAL WIDENING- ARENAL ROAD TO LACDSTAAVENEUElRTCIP) ELCAMIN0 REAL WIDENING. TAMARACKTO CHESTMUT 7,656,027 EL CAMINO REAL WIDENING - TAM4RI\CI( TO CHESTNUT (RTCIPI MELROSE DRIVE *NO ALGA ROAO DUAL LEFTTURN WNESlATCIP) MELROSE DRIVE TURN LANETO WEST PALOMAR AlRPORT ROAD PALOMIIRAIRPORT ROAD ANDCOLLEGE BOULEVARD-RIGHTTURN WNtS PALOMAR AIRPORT AOAO AND MELRDSE ORYE RIGHT TURN 88.5W PALOMAR AIRPORT ROADTURN LANE TO NORTH EL FUERTE STREET PALOMAR AIRPORT ROAD TURN LANE TO SOUTH EL CPMlNO REAL PALOMRRAlRWRT ROAD WOENlNG RT PASEO DEL NORTE 1,676,018 POINSEnlALANE WlDENlNG- PASEODEL NORTE TO RATOUT05 (RTCP) SIDtWhLKISIREtT CONSTRUCTlON.VALLtY AND MAGNOLlASlDtWALKS 830.OW SIDEWALWSTREETCONSTRUCIION- VliRlOVS LOCArONS 1495.672 TRAF SGAViARR PARKWAI~POlNSETTlA LANE TO ELCAMIN0 REAL 28.969 TRAFFIC MONITORING PADGRAM 314.9W TOTILPROJECTEXPENDITURES 12.17SPB3 ENDING FUND BAUNCE NIA YEAR 1 YEAR 2 YEAR 3 YElR 4 YEAR 5 BUILDOUT 2W9~2010 2010.2011 7011.2012 2012-2013 2013.2016 2014'1 YCW,676 2,1118,343 2,159,616 641.694 1.35J.184 2.681.876 721.768 834,272 1 133080 1137,090 3,327,891 27 420,56< 721,758 834,272 1,133,080 1,711,090 1,327,881 27.420.661 421 WO 2 365,WO 30.000 2.361.00O 740.886 2,927,800 7821.495 1,012,360 5.574.400 2,165,880 589.0% BBB.WO 288.000 3118.400 1.772.160 825,040 422,000 983.840 410.000 587000 952.640 590.720 825.780 305 OQO 300,000 300,000 300.000 100.OW 720,WO 95,000 96,000 98,000 =.OW 860.WO 1,710,000 9,615,000 2,161,POO 895,000 24,W,392 2,818,143 2,119,815 611.694 1,313,784 2,681,676 $,667,11.3 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY 111 Equal to po(ertrd lvnd bal.ncs Ibrs any ronflnvln0Sppaprutlan.l. TRANSNET - BICYCLE PRIOR YEARS BEGINNING FUND BALANCE (1) NIA REYENUES TOTALREVENUES Nlli CAPITAL PROJECTS COASTAL R41L TRAIL 221.000 TOTALPROJECTEXPENOINRES 221,600 ENDING FUND BALANCE LNa YEAR l YEAR 2 YEAR 3 YEAR I YEAR 5 BUILWUT 2009.2010 2010-2Oll 2011-2011 2012-2011 2013.2014 2014++ 24.845 21.199 Z4.8B6 21,886 24.898 U.696 24.6SE Zl.lBf 24.196 24.696 24,696 26.696 TRANSNET - HIGHWAY PRIOR YEARS BEGINNING FUND BALANCE (1) NIA REYENUES TOTAL REVENUES NIA CAPIT.4LPROJECTS CANNON ROAD RtACH 48 17Bi.WO TOTAL PROJECT EXPENDITURES 1,761,WO ENDING FUND BALANCE NIA YEAR 1 YEAR 2 YEAR3 YEAR I YEAR 5 BUILWUT 2009-2010 2010~2011 20112012 2012-2013 2013-2014 I'Vllit 371,365 371.155 371,366 171,366 371,365 371.366 311,366 57'1.356 3X.166 171,565 371,355 371.366 TRANSNET -LOCAL PRIOR YEARS BEOWNING FUND BAUNEE (4) NiA REYENUES TRANSPORTATION TAYES NO" JUKISDICrONliL FEES TOTAL REYENUES Mi& CaPITm PROJECTS CARLSOAD BLYD RRlffiF CONCRETE BARRIER POWER PLANT iLOCALMATCH1 3,147 CARLSBAD BLVO BRlDGE CONCRETE WRRlER RAILROAD (LOCAL MeTCHI CARLSBAO BOULEVARD RETROFIT OVER SDNR 1,734,000 ELCAMIN0 REAL WIDENING CASSY ROT0 CAMINO VOX ROBLE EL CAMTNO REAL WIDENING - LISASIREETIOCRESIVIEW OR CL CXMlND REAL WIDENING NORTH OF COUGAR DRIVE 557.282 EL CAMINO REAL WIDENING -TAMARACK TOCHESTNUT PIIVEMCNTMANRGEMENTPROGRAM 26,880,1152 PAVEMENT MANAGEMENT PROGRAM (NON-JURIS FEES) 2,267,678 TRAF SlG CAMNO DE LOS COCHESAND LACOSTA AVENUE TRAF S1G CANNON ROAD ANDCOLLEGE BOULEVARD TRPF SIG - LA COSTA AVENUE AND LEVANTE IRAF 51G MELROSE DRIVE AND iA WSTA AVENUE TRAF SIG - MONROE STREET AND HOSP WAY TOT~LPROJECTEXPENOITURES 30.12.317 ENOlNG FUN0 BAUNCE NlA - YEAR 1 YEAR 2 YEAR 1 YEAR 4 YEARS BUILWUT 20W-2010 2010.2011 2011.2012 20I2~2013 20132014 2014.t 1,347,616 11.391 1,632,391 14,391 214.111 901.698 4,051,000 2,363000 4,lriSOW 2577W0 2.714,WO 27,140000 650,000 650 000 683,OW BB2880 703,377 7.320007 4.701,OOO 3.013.000 4.608.000 3,159,890 1,417,317 34,460,087 1545- 44,160 4,OX OW 12D?,ODO 17SW 3,025885 1.235.053 1.540.000 1,980,000 2,030,000 17,g35,0W 650,OW 660.000 680.000 700.000 7,310,OW 190,WO 2q0,OCC 210,WO 1PO.OW 210,OW b.OZ7.174 1,202,000 6.6Z6.000 3,OSO.WO 2.130.001) 26.866.000 21.391 1,631,391 14.391 114,261 901.656 9,506,745 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY I,) EqurlL.p.~~.'l.d lvnd bllanr. I... any rontinving ap.ro*rnti.nr TRANSNET - STP PRIOR YEARS BtOMNlNO FUND -&LANCE 11) NIA REVENUES TOTALREVENUES NI1 CI\PITI\LPROJCCTS EL CAMINO REAL WIDENING - TAIMARACK TO CHESTNUT TOTAL PROJECT EXPENOITURES ENDING FUN0 BALANCE NIA YEAR I YEAR2 YEAR 3 YEAR 4 YEAR 5 BUILWUT 2008~2010 2010.2011 20119012 2012~201~ Z012~20le 2olait 346,662 662 652 552 662 561 345,000 346.000 652 552 652 662 662 662 WATER - MAJOR FACILITY FEE FUND PRIOR YEARS BEGINNING FUND BALANCE111 NIA REYENUEJ OEVELOPERFEES TOTALREVENUES NIP CAPITI\L PROJECTS CAldVERA HILLS WATER BOOSTER STATION STANDBY GENERATOR COLLEGE BOULEVARD - CANNON TO BADGER UNE 1.CS4000 COLLEGE ROULEVARD(ECR TO CANNON ROAO) - Relmb 530.000 D RESERMR - PHASE I EL FUERTE . NORTHOF LOKER IRcmb) 250,000 FARADAY AVENUE ORION TO MELROSE WATERLINE - 1RelmbI 887.210 FARADAYAVENUE EXTENSION. Ramb MAERWLE PUMP STaTION IMPROVEMENTS MAERKLE RESERVOIR STORAGE (TRP 1121 MARRON ROAD. PRESSURE REGUUTINGSTATON TO OCEANSIDE MaSTERPUNUPDATE 600,000 MELROSE DRIVE. PALOMAR AIRPORT ROAD10 FARADAY IRrimbl 1.4i5.0W POINSETTIA LANE - EL WMINO REALTOSKIMMER CT(Relmb1 POlNSEirlhUNE -5KIMMERCTTO CASSIA POINSEITIALPNE EAST OF BUCKRYIL ROAD 12" TOTAL PROJECT EXPENDITURES 4,708,210 ENDING FUND BALANCE NU YEAR I YEAR 2 YEAR 3 YEAR 4 YEARS BUILDOUT ZOW"2010 2010-2013 2011-2012 2013-2013 20112014 2014t+ 16,386,613 46.3W.142 (6,713,396 1,270,686 1,643,806 3,665,005 413.529 423,314 819814 1372.819 996.490 19.257163 442.619 423,354 618,914 1,172,919 996.490 19,261,183 54,100 648,144 530.0W 6665,504 776 000 85,000 915.200 14 814,280 7PI.888 150.000 130 728 398,941 238 720 1,466,000 64,100 16.26f624 B6.000 9,148,964 1514 16,713,596 '1.21D.686 2,U3,605 3,666.096 13,663,294 CAPITAL IMPROVEMENT PROGRAM FUND SUMMARY WATER REPLACEMENT FUND PRIOR YEARS BEGINNING FUND BALANCE Ill MI& REYENUES TRANSFER FROM OPERATlNG FUND TOTALREVENUES Nia CAPITAL PROJECTS I2 RECYCLED WATER TRANSMISSION MAINAVENIDA ENCINAS, CWRF TO CANNING AVIARA PARKWAY ATPLUM TREE BUENAVISTAPUMP STATION lMPROVEMENTS(STUDY) 100,mO CARLSBAO BOULEVARD SOUTH OFAVENIDA ENCINAS CARLSBAL! WATER RECYCLING FACILITY SCAW MODlFlCATlONS 2lnMO CATHODIC PROTECTION PROGRAM 621,000 CHESTNUT4VENUE RECYCLED WATER LINE CRESTVIEW DRIVETRANSMISSION MAIN D RESERVOIR. PHASE II D RESERVOIR DRAINAGE IMPROVEMENTS lSTUDYi 135D00 DESALINATION GROUNDWATERISEAWATER STUDY ECRITfiMARACK PUMP STATION REMOVAL ELCAMINO REALTRAN5MISSION MAIN FROM FARADAY TO COUGARDRIVE 1 530.886 EL FUERTE ANOCORINTIASTREET ELLERY WATER PUMP PROJECT 23i85 GROUNDWATER DEVELOPMENT- SAN LUIS REY RIVER (STUDY) HYDROELECTRIC PRESSURE REDUClMGST&TION-MAERKLE RESERVOCR 1-5 RECYCLED WATER TRANSMISSION LINE KELLY RANCH PRESSURE REDUCING STllTON L4KE CIILAVERA RESERVOIR IMPROVEMENTS 6.646.808 MAERKLE FACILITV IMPROVEMENTS 1,870,200 MPERKLE PUMPSTATON lMPPOVEMENTS 44,322 MAERKLE RESERVOIR BRlDGE REPLACEMENT 328.750 MAERKLE TRANSMlSSlON MAN 4,874000 MISCELUNEOUS PIPELINE REPLACEMENT PROJECTS 1.M0.0W MISCELLANEOUS WRTER RESERVOlR FENCING 197.399 MISCELLANEOUS WATER VALVE REPAlRSIREPLACEMENTS I25,OW OCEANSIDE NTERTiE UPGRADE POINSEPIA LANE SKIMMER CT TO CASSIA POINSETTIA LANE EASTOF BUCKRiilL R0P.O 12' PRESSURE REDUCING STATlON REPLACEMENT l.lO2.0W PUBLIC WORKS CENTER PUMP STATION REMOVAL 442.7W RECYCLED WATER LINE INNOVATION WAYAND GATEW4Y RECYCLED WATER LINE- IRRIGATION SERVICES RECYCLED WATER MASTER PLAN UPDATE 250.000 RECYCLED WATER PROJECTS-5CROSSNG RESERVOIR REPAIRIMAINTENANCE PROGRAM TRI~AGENCIES WATER TRANSMISSION PIPELINE REPLACEMENT SO3 OW WATER PlPELNE REPLACEMENT - CAMEO ROAD TO ECR 120OW WATER SYSTEM INTERTIE CONNECTION 34 Ti4 TOTAL PROJECT EXPENDITURES 20,266,144 ENDING FUND BALANCE NIA - YEAR 1 YEAR 2 YEAR 3 YEAR I YEAR 5 BUILOOUT 200P.2010 20102011 2011~2012 2013-2013 2013-2014 2014*t 26,117,431 26,097.4t2 24,60a,062 26,721,279 ~O.I17,912 28,404C7O 4.58X.WO 5,030,848 5,117,806 5206.385 5,296658 59,154716 4,683,000 6,030.849 6,117,806 526,365 5,296,558 59,965,746 250,OW 484 728 l00.000 953 BBB 4758W 148.900 116,500 33,800 128,232 2222.0611 40 000 774.176 80010 168168 182,405 55.000 1,250,OW 277.274 355 000 150.0W 285,OM 85.000 869,105 ,455 WO 433.000 413700 125,000 1146M 5D8661 239,616 7,169,600 410,000 140 000 245 000 134200 125000 650000 52WUO0 404.226 4789.000 6,440,219 1,004,688 609,732 7,109,600 4,613,625 26,017,412 24,6011,061 26,721,278 30,917,912 2B,iM.L170 112.616.491 Assessments Districts (ASMT DlSTl - Capital projects financed by the issuance of Assessment District bonds. Projects include street construction and improvements to Alga Road, College Boulevard, and the proposed Poinsettia Lane East district. Bridge and Thorouqhfare Districts - Bridge and Thoroughfare District No. 3 developer fees to partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project. CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic projects, 1-5 interchanges, and road segments. CFD #3 - The newly established City of Carlsbad Community Facilities District No. 3 will fund improvements within the FaradaylMelrose area. Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail Trail and the Carlsbad Boulevard Encinas Creek Bridge Replacement. 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 Replacement Fund - Annual transfers from the General fund pay for major maintenance and replacement of the City's infrastructure. Other - Sources include revenues related to pending financing districts such as College- Cannon and Faraday-Melrose, or contributions from other agencies. 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. Sewer Benefit Area Fees (SEW 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 Traffic Congestion Relief Funds. Tax lncrement Bond (REDVL VILLAGE) - Property taxes generated by increases in assessed values in the Redevelopment project area. Funds are used to repay Tax lncrement Bonds and finance land acquisition and project construction in the downtown Village district. Tax lncrement (REDVL SCCRDA) - Property taxes generated by increases in assessed values in the South Carlsbad Coastal Redevelopment project area. Funds are used to pay for project construction and land acquisition in the south Carlsbad district. TDA - City street and bicycle projects receive funding from Transportation Development Act - sales tax receipts. Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street construction and improvement projects. TransNet (TRNSNTIBIKE, IHW, /LOCAL, ISTP) - 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) - Revenues used to fund Recycled Water projects, including Federal and State grants and loans for construction of the Phase II facility, pipelines, flow equalization, and rese~oir improvements. Zone 5. 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management Zones 5, 13, and 16 to fund the proposed Business Park Recreational Facility in the City's industrial corridor. APPENDICES CITY OF CARLSBAD PLANNED MAJOR CAPITAL OUTLAY ITEMS 2009-10 One-Time Org Key Department Item Description Qty Cost OTHER FUNDS 1 5016510 - WATER OPERATIONS - 1 SCADA Server . . .- WATER OPERATIONS SUBTOTAL ............. ................... . - ........ .......... 51%!310 WASTE, WATER OP~R~ON~: ISCAD4 Serve! ..... ... ... -. ...................................... -- . ..... WASTE WATER OPERATIONS SUBTOTAL -, - - 1381010 LOCAL CABLE INFRASTRUCTURE LOCALCABLE~NFRASTRUCTURESUBTOTAL 1 46.763 1 1 Replacement Fleld Camera Camera for C~ty Councll Chambers GRAND TOTAL MAJOR CAPITAL OUTLAY $ 2,216,774 'Major Cap~tal Outlay only lncluues Items of $10,000 or greater. $ 21.750 $ 25,013 $ 17.818 228.375 $ 76.126 $ 43.500 $ 40.298 $ 43.500 $ 32,625 $ 65.250 $ 21.750 $ 52.200 1 3 1 1 1 1 1 1 1 1 6401710 INFORMATION TECHNOLOGY Data Warehouse Production Server Virtual Desktop Infrastructure SlorServer - Safety Bluecoal Proxy Sewer Repacemenfs Bluecoat Proxy Replacement - Safety Expansion Storage for Backup Fiber Switch Expansion Switch Replacements CAD Network AV Proxy - Faraday Sewer Replacements INFORMATION TECHNOLOGY SUBTOTAL D 621,541 $ 32.000 $ 45.000 $ 32.000 $ 21.000 S 93.000 $ 93.000 $ 155.000 $ 420.000 $ 24.000 $ 25.000 $ 55.000 S 25.000 $ 50.000 5 19.000 $ 23.000 $ 23.000 $ 23.000 $ 24.000 $ 216.000 $ 38,000 $ 20.000 $ 21.000 $ 35.000 $ 12,000 6 1,624,000 1 1 1 1 1 1 10 1 1 1 1 1 1 1 1 1 1 1 6 1 1 1 1 1 6215061 VEHICLE REPLACEMENT 314 Ton Flatbed 1 Ton Crane Truck 1 Ton Flatbed Truck 112 Ton Pickup Backhoe, Case Sackhoe. Case 4x4 Diesel Engine Retrafts to meet State of CA Air Resources Board Mandates Fire Truck Full Size Van Hybrid Sedan Mower, Riding, Large Mower, Riding, Small Paver, Leeboy Pickup Truck Sedan. Hybrid Sedan, In1 Police Sedan, In1 Police Sedan, lntl Sedan, Police sUV, Full Size 4x4 SUV, Intermediate 2WD Sweeper, Riding, Grounds Sweeper, Riding, Pavement Water Traller VEHICLE REPLACEMENT SUBTOTAL ClN OF CARLSBAD 0UT.OF.STATE TRAVEL BUDGET 2008-10 NON-GENERAL FUND #OF 2009.10 ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION BUDGET 1903401 HOUSING AND REDEVELOPMENT Vaual Homer Sonwars User Group Coolerence 2 Wash~ngton. DC $5,000 HOUSING AND REDEVELOPMENT TOTAL $5,000 5016310 WATER OPERATIONS WEF Tech 1 Oilando FL $2,000 Tn State Seminar 2 Primm. NV $810 WATER OPERATIONS TOTAL $2.810 5026310 RECYCLED WATER OPERATIONS Tn Stale Seminar 2 Pnmm, NV $ 1.200 RECYCLED WATER OPERATIONS TOTAL 11,200 5116310 WASTEWATEROPERATIONS Tri State Semlnsr 2 Primm. NV $1,250 WASTEWATER OPERATIONS TOTAL 11,250 5216310 STORM DRAIN MAINTENANCE Tri State Seminar 2 Pnmm. NV $1.250 STORM DRAIN MAINTENANCE TOTAL $1,250 Ed01710 INFORMATION TECHNOLOGY Garlner Group Symposoum 1 LasVqlas S2.000 Harris Utility Billing Annual Conference 1 Nashv~IIe. TN $3.000 Hansen Annual User Conference 1 LasVegas $2.400 INFORMATION TECHNOLOGY TOTAL $7,400 WON GENERAL FUND SUBTOTAL $18,910 GRAND TOTAL OUT OF STATE TRAVEL $77,310 MISCELLANEOUS STATISTICAL INFORMATION 2009-10 Date of Incorporation Type of City Form of Government Population Net Assessed Valuation Streets: Number of Street Lights Miles of Streets Fire Protection: Number of Stations Number of Firefighters & Officers Police Protection: Number of Stations Number of Sworn Police Officers Water System: Number of Customers Number of Water Connections Average Daily Consumption (in Millions of Gallons) Miles of Lines and Mains Sewer System: Number of Customers Number of Sewer Connections Average Daily Flows (in Millions of Gallons) Miles of Sewers Recreation and Culture: Number of Parks Acres of Parks (Including Open Space) Number of Pools Number of Libraries Number of Materials in Library Collections Total Number of Authorized Full-Time City Employees July 16, 1952 Charter CouncillManager 42.1 9 sq. miles 104,652 $23,517,153,047 Source Cty of Carlsbad. Finance Department 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 costlbenefit 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. Exhibit 3 RESOLUTION NO. 2609-143 A RESOLUTION OF THE CITY COUNCIL OF THE cin OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR THE FISCAL YEAR 2009-10 FOR THE CITY OF CARLSBAD AND ESTABLISHING CONTROLS ON CHANGES IN APPROPRlAflONS FOR THE VARIOUS FUNDS. WHEREAS, the City Council of the City of Carlsbad, California has reviewed the proposed final Operating Budget and Capital Improvement Program for FY 2009-10 and has held such public hearings as are necessary prior to adoption of the final budgets. WHEREAS, the Planning Commission made a finding of General Plan Consistency for all projects receiving an allocation of funds for FY 2009-10 on April 15, 2009 pursuant to Planning Commission Resolution No. 6302. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad. California, as fotlows: 1. That the above recitations are true and correct. 2. That certain documents now on file in the office of the City Clerk of the City of Carlsbad entitled, "City of Carlsbad, FY 2009-10 Preliminary Operating Budget and FY 2009-10 to Buildout Capital Improvement Program - Preliminary" as amended in accordance with Exhibits 3-A through 3-C attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital Improvement Budgets for the City of Carlsbad for the fiscal year. 3. That the amounts reflected as estimated revenues for FY 2009-10 as shown in Exhibits 3-A and 3-8 are hereby adopted as the budgeted revenues for 2009- 10. Exhibit 3 4. That the amounts designated as the 2009-10 Budget request in Exhibits 3- A and 3-8 are hereby appropriated to the department or fund for which they are designated and such appropriation shall not be increased except as provided herein. 5. That total appropriations for each fund may only be increased or decreased by the City Council by passage of a resolution amending the budget except as provided herein. 6. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the City Council or City Manager as described below. i. The City Manager may authorize all transfers of funds from account to account within any department. ii. The City Manager may authorize transfers of funds between departments within the same fund in an amount up to $100,000 per transfer. iii. The City Manager may delegate any of the authority given to himlher under this resolution. iv. The City Manager may authorize budget adjustments involving offsetting revenues and expenditures; the City Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue, which is designated for said specific purpose. v. The City Manager may authorize the transfer of appropriations between accounts andlor capital projects up to $1,000,000 for the costs associated with the Encina Wastewater Facility (Encina) as authorized by the Encina Wastewater Authority's staff andlor Board. Any increase to the total appropriations for Encina's operating budget and capital program must be approved by the City Council. Exhibit 3 vi. The City Manager may authorize budget adjustments to increase the appropriations for Workers Compensation, Risk, Self Insured Benefits and Liability Funds operating budgets in an amount equal to the increases in costs of claims expenses. vii. The City Council must authorize all transfers of funds from the Council's Contingency Account. 8. The City Manager may authorize emergency out of state travel for public safety or emergency services purposes. C. The City Council must authorize any increase in the number of authorized permanent personnel positions above the level identified in Exhibit 3-C. D. The City Manager may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 7. That the legal level of budgetary control is the fund level. Budgets may not legally be exceeded at the fund level without appropriate authorization by the City Council. 8. That interest earned on grants may be appropriated during the year for the purpose for which the grant was received. 9. The City Manager or hisfher designee is authorized to set recreation program and class fees that are included in the Community Services Guide. The fee shall not exceed the fully burdened (direct and indirect) costs of providing the program or class but shall be no less. than the lowest fee charged for like kind programs or classes in the North County cities of Oceanside, Vista, San Marcos, Escondido, or Encinitas. There are no fees in the Master Fee Schedule that will be changed as a result of this authority. 10.The City Manager may authorize budget adjustments to increase the Exhlbll 3 appropriations in the Public Facilities Fee Fund in an amount equal to the utility expenses for the City of Carlsbad's Las Palmas facility, while the building remains vacant. 11.That all appropriations in the Operating Budget and in Capital Improvement Program remaining unexpended at June 30, 2009, are hereby appropriated to FY 2009-10. 12. That all appropriations for outstanding encumbrances as of June 30, 2009, are hereby continued into FY 2009-10 for such contracts or obligations. Ill Ill Ill Ill 111 Ill Ill Ill I// Ill Ill Ill Ill Ill Ill Ill Ill PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and Carlsbad Housing and Redevelopment Commission held on the 16th day of June. 2009, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. ABSENT: None. ATTEST: RESOLUTION NO. 1358 A RESOLUTION OF THE BOARD OF DIRECTORS OF CARLSBAD MUNICIPAL WATER DISTRICT (CMWD), ADOPTING THE WATER DISTRICT FINAL OPERATING BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR 2009-10. WHEREAS, the Board of Directors of the Carlsbad Municipal Water District. California, has held such public hearings as are necessary prior to the adoption of the 2009-10 Operating and Capital Improvement Budgets. NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District as follows: 1. That the above recitations are true and correct. 2. That certain documents now on file in the office of the Secretary entitled "City of Carlsbad, 2009-10 Operating Budget and 2009-10 to Buildout Capital Improvement Program - Preliminary." as amended in accordance with Exhibit 4-A attached hereto and incorporated by reference herein, is hereby adopted as the Operating and Capital lmprovement Budgets for the Carlsbad Municipal Water District for the Fiscal Year 2009-1 0. 3. That the amounts reflected as estimated revenues for Fiscal Year 2009-10 are hereby adopted as the budgeted revenues for 2009-10. 4. That the amount designated as 2009-10 Budget in Exhibit 4-8 is hereby appropriated to the fund for which it is designated and such appropriation shall not be increased except as provided herein. 5. That total appropriations may only be increased or decreased by the Board of Directors by passage of a resolution amending the budget except as provided herein. 6. That the following controls are hereby placed on the use and transfers of budget funds: Exhibit 4 A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Water Board or Executive Manager as described below. i. The Executive Manager may authorize all transfers of funds from account to account within the same fund in an amount up to $100,000 per transfer. ii. The Executive Manager may delegate the authority to make budget transfers. iii. The Executive Manager may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Manager may authorize increases in an appropriation for a specific purpose where the appropriation is offset by unbudgeted revenue which is designated for said specific purpose. iv. The Executive Manager may authorize increases in purchased water appropriations in an amount equal to the same percent that water sales exceed the amount of the original revenue estimate. B. The Board of Directors must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final Budget. The Executive Manager may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 7. That all appropriations and outstanding encumbrances as of June 30. 2009 are hereby continued into 2009-10 for such contracts and obligations. 8. All appropriations for Capital Improvement Projects remaining unexpended at June 30, 2009, are hereby appropriated for such capital projects for the 2009-10 fiscal year. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad Municipal Water District Board of Directors, Carlsbad City Council and Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009, by the following vote to wit: AYES: Board Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. I I 3 ABSENT: None. Exhibit 5 RESOLUTION NO. 468 A RESOLUTION OF THE HOUSING AND REDEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING THE OPERATING BUDGET OF THE REDEVELOPMENT AGENCY AND HOUSING AUTHORITY FOR FISCAL YEAR 2009-1 0. WHEREAS, the Housing and Redevelopment Commission of the City of Carlsbad. California (the Commission). has reviewed the operating budget for the Redevelopment Agency for Fiscal Year 2009-1 0; and WHEREAS, the Commission has reviewed the operating budget for the Housing Authority Section 8 Programs, for Fiscal Year 2009-10: and WHEREAS, public hearings have been held as necessary prior to the adoption of the final operating budgets. NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment Commission of the City of Carlsbad, California as follows: 1. That the above recitations are true and correct. 2. That certain documents now on file in the office of the City Clerk entitled "City of Carlsbad. 2009-10 Operating Budget and 2009-10 to Buildout Capital Improvement Program - Preliminary," as amended in accordance with Exhibit 5-A attached hereto and incorporated by reference herein, is hereby adopted as the Operating Budgets for the Carlsbad Redevelopment Agency and Housing Authority Section 8 Programs for the Fiscal Year 2009-10. 3. That the amounts reflected as estimated revenues for Fiscal Year 2009-10 are hereby adopted as the budgeted revenues for 2009-10 Exhibit 5 4. That the amount designated as 2009-10 Budget in Exhibit 5-A is hereby appropriated to the fund for which it is designated, and such appropriation shall not be increased except as provided herein. 5. That the following controls are hereby placed on the use and transfers of budget funds: A. No expenditure of funds shall be authorized unless sufficient funds have been appropriated by the Commission or Executive Director as described below. i. The Executive Director may authorize all transfers of funds from account to account within the same fund in an amount up to $100,000 per transfer. ii. The Executive Director may delegate the authority to make budget transfers and adjustments. iii. The Executive Director may authorize budget adjustments involving offsetting revenues and expenditures; the Executive Director is authorized to increase an appropriation for a specific purpose where said appropriation is offset by unbudgeted revenue which is designated for said specific purpose. 6. The Commission must authorize any increase in the number of authorized permanent personnel positions above the level identified in the final Budget. The Executive Director may authorize the hiring of temporary or part time staff as necessary, within the limits imposed by the controls listed above. 6. That all appropriations and outstanding encumbrances as of June 30, 2009, are hereby continued into 2009-10 for such contracts and obligations. I// 111 I// PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and Carlsbad Municipal Water District Board of Directors held on the 16th day of June, 2009, by the following vote to wit: AYES: Commission Members Lewis, Kulchin. Hall, Packard and Blackburn. NOES: None. ABSENT: None. L L~SA HILDABRAND. Secretary Exhibit 6 RESOLUTION NO. 2009-144 A RESOLUTION OF THE CITY COUNCIL OF THE C IN OF CARLSBAD, CALIFORNIA, ESTABLISHING THE 2009-10 APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA STATE CONSTITUTION AND STATE LAW WHEREAS, Article XlllB of the California State Constitution requires that governments annually establish a limit on the appropriation of proceeds of taxes; and WHEREAS, State law requires that this limit be presented to the governing body of each entity each fiscal year; and WHEREAS, State law also requires that this limit be published in a newspaper of general circulation to allow public response to the limit as adopted. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of 1 I Carlsbad. California, as follows: ! 1. That the above recitations are true and correct. ~ 2. That the City Council of the City of Carlsbad, California, does hereby I i establish and adopt the 2009-10 appropriation limit of one hundred and ninety I four million, one hundred and eighty five thousand, one hundred and six dollars ~ ($194,185.106) as computed in Exhibit 6-A attached hereto. I 3. That the City Clerk is directed to publish this Resolution in a I newspaper of general circulation. PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackbum. NOES: None. ABSENT: None. ATTEST: Exhibit 6A CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111 creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to the Limitation are those considered "proceeds of taxes." The basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population growth and inflation. The major change made by Proposition 11 1 allows the City to annually choose among the following options for calculating its Gann Limit: > Population growth of Carlsbad, OR 9 Population growth within San Diego County, AND > Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new construction in the City. The factors used to calculate the 2009-10 Limit were: > Population growth in Carlsbad. AND Growth in California per capita income The formula is outlined below: 2008-09 Expenditure Limit $190,695.381 % Carlsbad Population Growth Growth in California per capita income Net Increase Factor 2009-10 Limit (2008-09 Limit X Factor) $1 94,185.106 Current Appropriation of Proceeds of Taxes (Subject to the Limit) The spending limit for the City of Carlsbad for 2009-10 is $194.2 million, with appropriations of "proceeds of taxes" of $94.7 million. The result of the calculation provides the City with an operating margin of $99.5 million. Exhibit 7 RESOLUTION NO. 2009-145 A RESOLUTION OF THE CITY COUNCIL OF THE 'CITY OF CARLSBAD, CALIFORNIA, ADOPTING CHANGES TO THE MASTER FEE SCHEDULE. WHEREAS, the City Council of the City of Carlsbad has the authority to establish fees for City services; and WHEREAS. from time-to-time said fees are reviewed and evaluated to maintain an adequate fee structure recovering costs for City services; and WHEREAS, the City Council has determined the cost of providing general and development-related services; and WHEREAS, the City Council believes it is necessary for the City Manager to have the authority to adjust the recreation program and classes fees from time to time to remain competitive and within the market pricing for like programs and classes; and WHEREAS, the City Council finds it necessary to recover the costs for City services; and WHEREAS, the City Council has held the necessary public hearing and allowed for public comment on the establishment of said fees. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the changes to the Master Fee Schedule for the fees shown in Exhibit 7-A attached hereto, and as amended by determinations of the City Council at its meeting of Tuesday, June 16, 2009 as set forth in the minutes of that meeting, are hereby adopted. Exhibit 7 3. That all other general City fees and development-related fees as shown in Resolution 2008-192, except as specifically amended, shall remain in full force and effect. 4. The City Council hereby authorizes the City Manager or hislher designee to set recreation program and class fees that are included in the Community Services Guide. The fee shall not exceed the fully burdened (direct and indirect) costs of providing the program or class but shall be no less than the lowest fee charged for like kind programs or classes in the North County cities of Oceanside, Vista, San Marcos, Escondido, or Encinitas. There are no fees in the Master Fee Schedule that will be changed as a result of this authority. 5. This resolution shall become effective on August 1, 2009 for General City fees, August 1, 2009 for WaterISewer fees pending the successful outcome of the June 23, 2009 public hearing, and September 1, 2009 for the Development-related service fees and Development-impact fees. Ill Ill //I /I/ Ill Ill Ill Ill Ill //I PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn, NOES: None. ABSENT: None. ATTEST: Exhibit 8 RESOLUTION NO. 2009-146 A RESOLUTION OF THE ClTY COUNCIL OF THE ClTY OF CARLSBAD, CALIFORNIA, APPROVING THE FY 2009-10 OPERATING AND CAPITAL BUDGETS OF THE ENCINA WASTEWATER AUTHORITY WHEREAS, the City of Carlsbad is a member agency to the Encina Joint Powers Agreement entered into on July 13, 1961, for the acquisition, construction, ownership, operation and maintenance of the Encina Joint Sewer System; and WHEREAS, the Encina Agreement requires approval for the budget of the Encina Wastewater Authority (EWA) by the Member Agencies following the recommendation of the Joint Advisory Committee (JAC); and WHEREAS, the City Council of the City of Carlsbad desires to approve said budget and provide for the payment of its share such expenses in accordance with the allocation provided in the Basic Agreement; and WHEREAS, there are projected to be sufficient funds in the Sanitation fund for the payments as they become due. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the City of Carisbad's share of the Fiscal Year 2009-10 Operating Budget of the EWA as approved by JAC on April 22,2009, in the amount of $3,012,448 for Wastewater Plant Operations and $827,126 for the Carlsbad Water Recycling Facility Operations, and the Capital Budget of $1,575,887 is hereby approved. Exhibit 8 3. That the City Manager is hereby authorized to make payment on behalf of the City of Carlsbad to EWA in accordance with the budget as approved by JAC pursuant to the Encina Basic Agreement. //I /I/ Ill I// /I/ I// /I/ Ill /I/ /I/ Ill //I /I/ /I/ //I Ill /I/ Ill Ill 111 Ill PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. ABSENT: None. ATTEST: Exhibit 9 RESOLUTION NO. 2009-147 A RESOLUTION OF THE ClTY COUNCIL OF THE ClTY OF CARLSBAD, CALIFORNIA, APPROVING ADJUSTMENTS TO THE FY 2008-09 OPERATING BUDGET - WHEREAS, the General Fund is responsible for its share of Storm Water expenses for FY 2008-09; and WHEREAS. the FY 2008-09 adopted' Operating Budget did not include authorization for the transfer, estimated at $154,273; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the City council of the City of Carlsbad, California, does hereby authorize an additional appropriation of $1 54,273 in Fiscal Year 2008-09 for the transfer from the General Fund balance to the Storm Water Fund for the General Fund share of storm water costs. Ill /I/ //I /I/ //I I// I// Ill Ill PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad City Council, Carlsbad Municipal Water District Board of Directors and Carlsbad Housing and Redevelopment Commission held on the 16th day of June. 2009, by the following vote to wit: AYES: Council Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. ABSENT: None, ATTEST: ~. - , .. . . . , ., . - -. . . ..:~..>.,-'.'. -:.; . "i. -- ., . . 's,, , * ' .'\' ~11,,,,,,,3\"' Exhibit 10 RESOLUTION NO. 469 A RESOLUTION OF THE HOUSING AND REDEVELOPMENT COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA, APPROVING ADJUSTMENTS TO THE FY 2008-09 OPERATING BUDGET WHEREAS, the Section 8 Special Revenue Fund will not have a sufficient budget appropriation to cover the anticipated housing assistance payments for Fiscal Year 2008-09; and WHEREAS, the Finance Department has prepared the cash flow analysis for the Section 8 Special Revenue Fund and recommends the additional appropriation of $250,000 to cover the anticipated additional housing assistance payments; and NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment Commission of the Crty of Carlsbad, California, as follows: 1. That the above recitations are true and correct. 2. That the Housing and Redevelopment Commission of the Ci of Carlsbad, California, does hereby authorize an additional appropriation of $250.000 in Fiscal Year 2008-09 from the Section 8 Special Revenue Fund balance. Ill I// I// I// I// Ill /I/ PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad Housing and Redevelopment Commission, Carlsbad City Council and Carlsbad Municipal Water District Board of Directors held on the 16th day of June, 2009, by the following vote to wit: I AYES: Commission Members Lewis, Kulchin, Hall, Packard and Blackburn. I NOES: None. I ABSENT: None. ) ! ATTEST: ! &- LISA HILDABRAND, Secretary Exhibit 11 RESOLUTION NO. 1359 A RESOLUTION OF THE BOARD OF DIRECTORS OF CARLSBAD MUNICIPAL WATER DISTRICT (CMWD) TO ADD THE POSITION CLASSIFICATION OF SCADA TECHNICIAN AND AMEND THE SALARY SCHEDULE FOR THE CARLSBAD MUNICIPAL WATER DISTRICT WHEREAS, the City Manager recommends, and the Board of Directors of the Carlsbad Municipal Water District, California, concurs, that it is desirable and necessary to adopt the classification and salary range of SCADA Technician; and WHEREAS, the City Manager recommends, and the Board of Directors of the Carlsbad Municipal Water District, California, concurs, that it is desirable and necessary to amend the Salary Schedule for the Carlsbad Municipal Water District to reflect these changes; WHEREAS, the addition of the SCADA Technician classification does not create changes to the Conflict of Interest Code: NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Carlsbad Municipal Water District, Califomia, as follows: 1. That the above recitations are true and correct. 2. That the Board of Directors of the Carlsbad Municipal Water District, California authorizes the placement of SCADA Technician at salary range 46, in the revised Carlsbad Municipal Water District Salary Schedule (see attachment I la) and the establishment of a SCADA Technician job classification specification (see attachment I lb), which are hereby approved. Ill Ill 111 PASSED, APPROVED AND ADOPTED at a Joint Special Meeting of the Carlsbad Municipal Water District Board of Directors, Carlsbad City Council and Carlsbad Housing and Redevelopment Commission held on the 16th day of June, 2009, by the following vote to wit: AYES: Board Members Lewis, Kulchin, Hall, Packard and Blackburn. NOES: None. ABSENT: None, ATTEST: Appropriation -A specific amount of money authorized by the City Council for an approved work program or individual project. Assessed Valuation - A dollar value placed on real estate or other property by San Diego County as a basis for levying property taxes. Balanced Bud~et - A budget in which planned expenditures do not exceed planned funds available. BeainninalEndina Fund Balance - Unencumbered resources available in a fund from the priorlcurrent year after payment of the priorlcurrent year expenses. Bond - A certificate of debt issued by an entity, guaranteeing payment of the original investment, plus interest, by a specified future date. - An annual financial plan that identifies revenues, types and levels of services to be provided, and the amount of funds that can be spent. Carlsbad's Operating Budget encompasses one fiscal year, as does the Capital Improvement Program appropriation. Capital lm~rovement Proaram - A multi-year financial plan containing proposed construction of physical assets such as park, street, sewerage, and recreation facilities. This program has identified all projects which are the responsibility of the City between the present to buildout. Capital Outlay - Equipment (fixed assets) with a value $1,000 or more and an estimated useful life of more than one year, such as automobiles and office furniture, which appear in the Operating budget. Cost Allocation -A method used to charge General fund overhead costs to other funds, such as Enterprise funds and Internal Service funds. Debt Service - The payment of principal and interest on borrowed funds such as bonds. Department - An organizational unit comprised of programs or divisions. Examples include the Police Department, Library Department, and Human Resources Department. Encumbrance -A legal obligation to pay funds, an expenditure of which has not yet occurred Enterprise Fund - A fund type established to account for the total costs of selected governmental facilities and services that are operated similar to private enterprises. These programs are entirely self-supported, and include the Water and Sanitation Departments. Expenditure - The actual spending of funds set aside by appropriation for identified goods and services. Fee - A general term used for any charge levied by government for providing a service or - permitting an activity. Fiscal Year - A twelve-month period of time designated as the budget year. Carlsbad's fiscal year is from July 1 to June 30. Fund - A set of interrelated accounts to record revenues and expenditures associated with a specific purpose. Fund Balance - The amount of financial resources available for use General Fund - The primary fund used by the City for which revenues and expenditures are not legally restricted for use. Examples of departments operating within the General fund include Fire, Library, and the City Manager's Office. Grant - Contributions of cash or other assets from another governmental agency to be used or expended for a specified purpose, activity, or facility. Growth Management Plan - A comprehensive approach to land-use planning ensuring controlled and managed growth within the City, while providing designated public facilities. Growth Management Standards - Standards for acceptable service levels that have been established for eleven public facility categories. lntetfund Transfers - Payments from one fund to another fund, primarily for work or services provided. Internal Service Fund - A fund that provides services to all City departments, and bills the various other funds for services rendered. Examples of Internal Service funds include Fleet Maintenance, Information Systems, and Workers' Compensation Insurance. Maintenance and Operation -A general category used for classifying expenditures for materials, supplies, and services that are normally used within the fiscal year. Operating Budget -The annual appropriation of funds for ongoing program costs, which include salaries, benefits, maintenance, operation, and capital outlay items. Operating Costs - Estimated expenses that can be expected to occur following the construction of a Capital Improvement Project. Personnel - Costs associated with providing the staff necessary to provide the desired levels of services. Included are both salary and benefit costs. Revenues - Amount of funds received from the collection of taxes, fees, permits, licenses, interest, and grants during the fiscal year. Special Revenue Funds - A fund that collects revenues that are restricted by the City, State, or federal government as the method by which they may be spent. INDEX About the City of Carlsbad, ~ii Debt Management Issues. A-19 Accounting Systems and Budgetary Control, L-5 Disaster Preparedness. E-26 Administrative Services Summary. 0-1 Dove Library, see Carfsbad CI~ Library Arts Oftice. G-I6 Asset Forfe~ture - Var~ous, E-17 E Budget Awards, A-23 Budget Highlights. A-3 Budget Process. A-4 Budget Summary. A-20 Buena Vista Channel Maintenance, H-18 Building Inspection. F-10 Economic Development. F-8 Economic Profile, A-5 Emergency Operations, E-23 Engineering, ti-4 Environmental Programs, ti-30 Expenditure Schedule, 8-22 C Facilities Maintenance. H-12 Calendar, A-22 Canine, E-8 Capltal Improvement Program Ouerv evv. I.' Cao~tal lm~rovcn~enf P~olec~s 200C-10. .-1 capital outlay Items, L-1' Capltal Prolects, 1-2 Capital Projects through Buildout. 1-5 Carlsbad City Library, G-5 Cole Ubrarv. G-3 CIP 6udgei Expenditure Schedule, 1-14 CIP Fund Summary. K-1 CIP Projected Fund Balances, 1-11 CIP Revenue Estimates, 1-14 CIP Summary, 1-9 Citizens Option for Public Safety. E-18 City Attorney, C-11 City Clerk, C-4 City Council, C-2 City Manager, C-7 City Manager's Transmittal Letter, A-I City Treasurer. C-5 Collection Development & Acquisitions, G-10 Communication, C-9 Communications Center, E-16 ComrrLnlty Uevelnpment Aorn~n slrario~~ F-2 (:oniw~n~tv Uevelooment Block Grant F-14 ~ommunii; ~eve~obment Summary, F-I Community Services - Police, E-6 Community Services Summary, G-l Council's Five-Year Vision Statement, ii Cultural Arts Summary, G-14 Family Services, E-13 Field Evidence, E-9 Field Operations. E-5 Finance. D-3 Fire Administration. E-21 Fire Department Summary E-20 Fire Prevention, E-24 Fund Balances, 8-14, 1-11 Future Growth & Development, 1-7 Gann Appropriations Limit, L-19 General Fund, A-10. B-1 General Services Summary, H-11 Geographic Information System, F-6 Glossary - Capital Projects, K-15 Glossary. L-32 Growth Projections, 1-7 Growth Management Plan, 1-10 Highlights. A-3 Housing and Redevelopment Summary, F-11 Housing - HUD Section 8, F-I3 Human Resources, D-5 Information Technology, D-I I Investigations, E-9 Land Use Planning. F-4 Library Learning Center. G-7 Library Summary, G-2 Lighting 8, Landscape District No. 2. H-19 LowIModerate Income Housing - Village. F-18 LowIModerate Income Housing - S. Carlsbad Coastal, F-20 Malntenance & Operations Summary, H-23 Media Services. G-I I Median Maintenance, G-42 Miscellaneous Non-Departmental, D-I4 Operating Budget Overview. 6-1 Operating Expenditures, 8-22 Organization Chart iv Other Funds, 8-5 Park Maintenance. G-37 Park Planning & Recreation Mgt., G-23 Parks 8 Recreation Summary, G-20 Personnel Allocations. A-21 Police Administration, E-4 Police Summary, E-2 Policy 8, Leadership Summary. C-I Project Evaluation. 1-2 Properly and Evidence, E-12 Public Safety Summary, E-I Public Works Administration, H-2 Public Works Summaw. H-I Readers Guide to the Budget, i Records Management, 0-7 Recreation - Aquatics, G-28 Recreation Fee Supported, G-25 Recreation Operations. G-31 Redevelopment Operations - Village Area, F-16 Redevelopment Operations - S. Carlsbad Coastal Area. F-19 Resolutions, L-6 Revenues - Capltal Projects. 1-8 Revenue Estimates. B-16 Revenue Projections - General Fund, A-I I, B-16 Revenue Projections - Operating, A-I I. 8-16 Risk Management, D-9 Self-Insured Benefits, D-10 Senior Programs. G-34 Sister City. G-18 Solid Waste Management. H-29 Staffing, A-21 Statistical Information, L-4 Strategic Goals, A-4 Street Lighting, H-17 Street Malntenance, H-14 Street Tree Maintenance, G-41 Summary, A-20 SuppoTt Operations - Police, E-15 Storm Water Protection, H-32 Task Force. E-14 Technical Services - Library, G-9 Traffic Signals, H-16 Trails, G-39 Travel, L-2 Vehicle Maintenance. H-20 Vehicle Replacement. H-22 ViceINarcotics, E-10 Wastewater Operations, H-27 Water Operations, H-25 Weed Abatement, E-25 Worker's Compensation, D-8 Y YouthISchool Programs, E-11