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ï Ù´±¿®§ úúúúúúúúúò òòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòòò Ø ó ï vi Executive Summary June 1, 2009 Fiscal Years 2009-10 and 2010-11 Budget Transmittal To the Honorable City Council and Citizens of the City of Encinitas: I am pleased to present the biennial Operating Budget for Fiscal Years (FY) 2009-10 and 2010-11. This budget incorporates the goals and priorities set by the City Council, who also serve as the San Dieguito Water District (SDWD) Board, at their Strategic Goal Setting Session in January and totals $83.2 million, with projected revenues of $87.6 million (all City and SDWD Funds). An additional $5.8 million has been set aside for the Capital Improvement Program. The General Fund budget is $46.6 million, with anticipated revenues of $50.3 million. The SDWD budget is $12.5 (including debt service) with anticipated revenues of $13.8 million We have developed this budget within the context of the nation’s worst economy since the Great Depression. According to the Index of Leading Economic Indicators for San Diego County, our regional economy has been in a state of decline for the past 36 months. Unemployment is up, consumer spending is down and the housing market has bottomed out. Our primary goals have been to ensure public safety, maintain the City’s sizeable infrastructure, and retain core services to residents and businesses in the face of dwindling revenues. As in prior years, the City’s budget was developed utilizing Zero-Based Budgeting (ZBB). ZBB is an approach to budgeting in which each budgeted year’s activities are evaluated in a self-contained fashion, with little or no weight given to the precedents of past years. ZBB is contrasted to incremental budgeting, in which the budget justification is focused on the difference between the current year and the proposed budget year. In ZBB, historical information may be useful for assessing trends, but does not provide the justification for future expenditures. The ZBB approach shifts attention to provision of core services, eliminates redundancies and operational inefficiencies and stimulates redirection of resources toward Council’s highest priorities and more productive programs and activities. This year, each Department Head prepared an organizational assessment of their Department, evaluating current staffing levels and core duties of the Department, outlining key performance indicators, assessing the economy’s impact on the Department and making recommendations for organizational restructuring and process improvements. Executive Summary We have been carefully monitoring the financial situation and have been receiving information from leading economists and academic groups, Federal, State and Regional governmental agencies and other economic indicators on a regular basis. According to the UCLA Anderson Forecast, one of the State’s leading economic think tanks, restoration of economic growth is imminent, but improvement in economic activity will be mixed and may not be evident until year’s end. Economic recovery will be very slow and it will take time before a stimulated economy results in revenues to the City. Although home prices nationwide have plummeted, our City has fared well compared to others in the region. Encinitas is one of only five cities in the County that experienced positive growth in assessed value over the past year. Consumer confidence and therefore spending, however, has been significantly impacted by the economy and the City has suffered four straight quarters of sales tax decline, which is expected to continue over the next fiscal year. Based on the information we know today, the budget assumes a prolonged depressed economy through the two year budget and gradual, but sluggish, revenue recovery beginning in FY2011- 12. The attached budget is a balanced plan that maintains all of the Council’s target reserves levels. This has been accomplished by developing realistic budget assumptions, implementing strategic cuts based on revenue projections, and reprioritizing the capital improvement program. While property tax revenue, the City’s largest revenue source, is predicted to increase slightly (approximately 2%), all other revenues are expected to decline. Sales tax, the City’s second largest revenue, is expected to decrease by 8%. Overall, revenues are expected to decrease by 3% over the current fiscal year. To reduce costs and improve efficiency, I have restructured several Departments, reassigned staff, left positions vacant, reduced contract services and implemented other measures to reduce costs. No out-of-state travel has been permitted and overtime allowances have been kept to the bare minimum. Specifics are contained in the following documents, but some of the key highlights of the budget include: Sustained level of service for law enforcement, traffic enforcement and fire protection The addition of one new Marine Safety Sergeant Funding to maintain the City’s core infrastructure (Street, Drainage, Sewer, Facilities, Information Technology Systems) Continuous operation of all parks and beaches with no reductions in hours Continuous operation of City Hall services with no reductions in hours Funding for all provisions of contracts with labor unions Funding for all required debt service payments Updated fee schedules for building, planning, engineering and fire prevention services Funding for Council’s highest priority projects, including the City’s General Plan Update and a capital contribution towards development of the Hall Property and the North Coast Highway 101 Streetscape project A contingency reserve equal to 20% of operating expenditures and a budget stabilization reserve equal to 5% of operating revenues Executive Summary In closing, I would like to thank the City Council for your leadership throughout the year and for your direction on development of the budget through your prioritization of strategic objectives as well as your careful deliberations during the budgeting process. Over the past 22 years, Encinitas has continued to grow and prosper as a result of the vision and guidance of its City Council. As always, it is our privilege and honor to serve those who work, live and recreate in our community. Respectfully Submitted, Phil Cotton City Manager Executive Summary CITY OVERVIEW Encinitas is a full service City located along the Pacific Ocean coastline in North San Diego County, with a population of 64,000. Approximately 21 square miles, the City is predominately residential with two major commercial corridors. Encinitas was incorporated as a general law City on October 1, 1986. The incorporation merged the five existing communities of New and Old Encinitas, Cardiff-by- the-Sea, Leucadia and Olivenhain; each community strives to maintain its own distinct character. Encinitas is known for its surfing culture, laid back atmosphere, “funky vibe”, and floral-agriculture heritage. The beaches in Encinitas are undeniably some of the most beautiful in the world. During incorporation, the San Dieguito Water District (SDWD) became a subsidiary of the City. SDWD provides potable and recycled water to portions of the City. Management and certain administrative services of the District are provided by the City under the direction of the City Manager and charged to the District; the City Council also serves as the SDWD Board of Directors. The City and SDWD are members of several joint power agencies serving a multitude of purposes such as water treatment, wastewater treatment, issuing bonded debt and managing an emergency dispatch system. The City operates under the Council-Manager form of government with members of the City Council appointing the positions of City Manager and City Attorney. All other staff positions are appointed by the City Manager or his designee. The City/SDWD provides a full range of services such as: Fire Protection and Prevention Planning and Development Services Marine Safety/Lifeguards Parks and Open Space Water Services and Delivery Recreational Programs Sewer System Maintenance Streets, Traffic Circulation and Calming Code Enforcement Library and Arts Programs Storm Water Monitoring and Treatment Affordable Housing Programs Many municipal services are provided contractually. Some of these contracted services include: Law Enforcement and Traffic Patrol (contract with the County of San Diego Sheriff’s Department) Solid Waste Services (including recycling and household hazardous waste removal) Landscape Maintenance Streetlight and Traffic Signal Maintenance Building Permit Services Inspection Services Executive Summary The City encourages public participation through various Commissions. The City’s Commissions include the Planning Commission, Senior Citizen Commission, Parks and Recreation Commission, Youth Commission, Commission for the Arts, Traffic Commission and Environmental Commission. The purpose of each Commission is to provide guidance and advisory opinions to the Council and resolve issues affecting its functional areas. The City Council appoints the Commissioners and exercises oversight responsibility over each body. ECONOMIC PROFILE The nation is in the midst of the worst economy since the Great Depression and has been in a recession since December 2007, according to the National Bureau of Economic Research. The economic problems are broad based, including a banking crisis, massive job losses, and a depressed housing market. The nation’s Gross Domestic Product (GDP) has declined three quarters in a row rd (3Q 2008, 4Q 2008, 1Q 2009) and is expected to continue to decline through at least the 3 quarter of 2009. According to the Index of Leading Economic Indicators for San Diego County, our regional economy has been in a state of decline for the past 36 months with an accelerated decline beginning in September 2008, but with an encouraging slight uptick in the most recent month. Authors of the index caution, however, against drawing conclusions from a single month’s worth of data, since economists typically look for three consecutive moves in one direction for a leading index to signal a turning point. Executive Summary The unemployment rate continues to grow. In the U.S. the most recent figures show a national unemployment rate of 9.1% and a rate of 11.2% for the State of California. The unemployment rate for San Diego County is 9.1%, mirroring the trend of the nation. Unemployment is expected to continue to worsen until early-mid 2010 when a slow rebound is expected. Consumer confidence, which had reached historic lows early in the years, is improving. The Consumer Confidence Index, which had improved considerably in April, posted another large gain in May and is now at its highest level in eight months. Looking ahead consumers appear considerably less pessimistic than they were earlier this year, and expectations are that business conditions, the labor market and incomes will improve in the coming months. While confidence is still weak by historical standards, current data indicate that consumers believe the worst is behind us. This is an important indicator since consumer spending is typically two-thirds of economic activity. Development activity, which had come to a virtual standstill, appears to be showing signs of activity. In San Diego County, 2008 became the lowest year on record for building permits, with 2009 likely to take over that record. February 2009 posted the lowest recorded number of building permits issued in a single month. However, positive activity in March, April and May signaled a reversal in the downward trend. More residential units were authorized in March and April than in the previous five months combined and it was the best two month total since July and August of 2008. Development activity for the City of Encinitas has slowed considerably, but not as severely as the region or State. During the first three quarters of the current fiscal year (FY2008-09), the Planning Department received a total of 100 applications, down from 114 applications received during the same period in the prior year. The number of discretionary applications (those requiring Planning Commission or City Council review) increased slightly from 27 applications year-to-date, compared to 25 a year ago. Building plan checks and inspections have also declined. The number of building permits decreased 11.3% and building inspections dropped 28%. The number of new dwelling units decreased from 81 in the first three quarters of FY2007-08 to 69 units in the same period of FY2008-09. Housing prices also continue to decline, but may be leveling out. At the State level, the median price of a home was $230,000 (as of May 2009), up 4.1% from the prior month, but down 33.2% from one year ago (May 2008). The sharp decline in the median is mainly the result of two factors: home price depreciation, and a shift toward a higher portion of the State’s home sales occurring in relatively affordable, foreclosure-heavy inland markets. For more than a year, sales have been extremely low in many higher end markets, especially along the coast, pulling down the median. In Southern California, the latest figures indicate that the gloom in the housing market Executive Summary might be lifting. May prices in Southern California rose for the first time in nearly two years, up $2,000 from April to reach an overall median of $249,000. San Diego County's median price rose even more, up $5,000 from April, to stand at $295,000, or $15,000 above the recent low point in January. While the economic indicators are mixed, but still generally unfavorable, most economists agree that we are likely to hit the bottom of the recession in 2009 followed by a very slow and gradual recovery. In response to the fiscal crisis, the Federal Government has taken steps to ease the economic pain, including a nearly $1 trillion stimulus package, an expansionary monetary policy, and a new program to help banks. Adding to the uncertainly of the future is the State’s apparent inability or refusal to deal with its fiscal problems. In an effort to reform the State’s budgeting process and seal the February budget deal, Governor Schwarzenegger placed six measures on a special ballot agenda in May. All, but one (denying pay increases to State elected officials when the State is running a deficit) were defeated by huge margins, signaling voters’ frustration with the dysfunction in Sacramento. The State is now projecting a $24 billion deficit.Several proposals to balance the budget involve borrowing or taking local government funds, such as property tax or gas tax. As of this writing, the State had not yet passed a budget. FISCAL STRENGTHS AND CHALLENGES Strengths The City of Encinitas is well positioned to weather these economic storms and has been evaluated and rated by international recognized third party reviewers. This year, the City was contacted by Standard & Poor’s, a leading international independent credit rating agency, for a randomly selected reevaluation. As a result of that review, the City’s credit rating was upgraded from “AA” to “AA+” (implied AAA) rating. In conduction their rating analysis, S&P also evaluated the rigor of the City’s financial management practices including managerial decisions, policies and practices that apply directly to the City’s financial position and operations, debt burden and other key credit factors. They also looked at the City’s ability to implement timely and sound financial operational decisions in response to economic and fiscal demands. Upon reviewing these seven areas, the City received the highest ranking of “strong” indicating that “Practices are strong, well embedded, and likely sustainable.” The City’s largest revenue source is property tax, which makes up 65% of the general fund revenues. Property tax is considered a relatively stable revenue sources and are generally less vulnerable to economic downturns and can even increase during a recession. Since the City’s incorporation, the City has seen an increase in property tax revenue every year due to rising home prices and the “Prop 13 Cushion” where many homes are assessed below their market value and add value to the tax rolls when reassessed upon change of ownership. In addition, property values are well above regional and State averages. Another strength is the City’s well-documented, three-tier reserve policy. The Contingency Reserve is reset each year to 20% of operating expenditures for extraordinary needs of an emergency nature, such as in the event of state takeaways or natural disasters. The Budget Stabilization Reserve is reset each year to 2% of operating revenues and is intended to guard against recessionary impacts to revenues Executive Summary and protect service levels during difficult fiscal times. In anticipation of the recession, Council acted to further increase the Budget Stabilization Reserve from 2% to 5% of operating revenues. All remaining fund balance is deposited into the Future Projects Reserve. The City has a rigorous budget and financial planning process that allows for quick reaction to economic changes, including Zero-Based Budgeting, Quarterly Spending Plans, Organizational Analyses and Capital Improvement Project Prioritization. These processes are described in more detail in the Budget Process and Long Range Financial Planning Section of this document. Challenges As noted above, the State of California has significant unresolved budget issues, including a projected $24.3 billion deficit. Typically, fiscal woes for the State have translated into “takeaways” or borrowing from local agencies. The ongoing uncertainty of future State actions adds an additional challenge to the City’s long term financial planning. As a result of the current economic conditions, nearly all major revenue categories are declining. A detailed discussion of revenues can be found in the “Revenues” section of this document. Although property taxes, the City’s largest revenue source, continue to climb, the growth rate of property tax is declining and is expected to continue to do so next fiscal year. YearAssessed Valuation Increase Current Secured FY2004-05$ 8,298,170,687 FY2005-06$ 9,151,396,361 10.3% FY2006-07$10,018,456,8699.5% FY2007-08$10,687,153,5016.7% FY2008-09$11,257,078,6895.3% FY2009-10 (Projected) $11,399,592,1031.3% Home prices continue to fall, yet are still far above the regional and State average. In Encinitas, the median price of a single family resale home in 2008 was $730,000, down 11.8% from the prior year. The median price of a single family resale home in Encinitas for the month of May 2009 was $701,250 based on 24 sales in the 92024 zip code. Another challenge will be rising pension costs. The stock market has significantly impacted the Public Employees’ Retirement System portfolio. Market decreases will translate into higher employer rates that will likely take effect in 2012. In addition to the challenges presented by the weakened economy, there are also structural deficiencies, such as in the Landscape and Lighting District funds. These funds pay for many City services such as street light and traffic signal maintenance and street landscaping. Rates in the City- wide zone have not been increased in over 10 years, though costs have risen dramatically as many new streetscapes have been added such as on Santa Fe Drive, Leucadia Boulevard, and on Coast Hwy. 101 (Downtown). The Fund is scheduled to run a deficit beginning in FY2011-12 and would require a rate increase to create a balanced fund. Executive Summary Lastly, there are several high priority unfunded and underfunded projects such as the future Hall Property Park, North Coast Hwy. 101 Streetscape, Beacon’s Beach Access, and Moonlight Beach Master Plan. ASSUMPTIONS USED TO ESTIMATE REVENUES AND EXPENDITURES Given current economic information, the City’s budget assumes a prolonged depressed economy throughout the next two years, followed by a slow, but gradual recovery over the following four years. Assumptions also take into consideration historic trends, projected economic activity, and/or cost-of- living indices. Certain expenditures may be predictable because of existing contracts, rate or cost information. If a contract is currently in place, the budget reflects the actual contract amount; a cost growth projection is not applied. For other revenue and expense accounts, growth assumptions are made. The following chart indicates the assumption that was applied when projecting key revenue sources. 2009-102010-112011-122012-132013-142014-15 Revenue Increase(Decrease) Property Tax 2.1%2.0%3.0%3.0%4.0%4.0% Sales Tax (8.0%)0.0%2.0%2.0%2.0%2.0% Motor Vehicle License Fees 43.3%0.0%3.0%0.0%0.0%0.0% Transient Occupancy Tax (0.8%)0.0%2.0%2.0%2.0%2.0% Franchise Fees (3.4%)2.4%2.0%2.0%2.0%2.0% Highways User Tax (Gas Tax) 0.0%0.0%0.0%0.0%0.0%0.0% ESD and CSD Sewer Charges Future years to be determined by rate study SDWD Water Rates To be determined by rate study in process Projected Rate of Return on 1.0%1.0%1.0%1.0%1.0%1.0% City Investment Pool 2009-102010-112011-122012-132013-142014-15 Expenditures Inflationary Increase (CPI) Base3.9%2.0%2.0%2.0%2.0% Sheriff Contract with County 2.0%5.0%3.7%3.7%3.7%3.7% Water Purchases & Treatment $14.7$22.8$9.6$9.1$9.0$9.0 (in millions) PersonnelPer contract agreements (see description below) Assumptions and their justification are explained in detail in the Revenues and Expenditures sections of the Executive Summary. BUDGET OVERVIEW The City of Encinitas and SDWD operates fifty-seven distinct funds. The General Fund is the City’s largest and most discretionary fund and pays for many general governmental activities such as law enforcement, fire protection, parks, beaches and street maintenance. Each fund is considered a separate accounting entity, with a separate set of self-balancing accounts that record assets, liabilities, fund equity (e.g., fund balance), revenues and expenditures. The City develops a two-year operating budget for planning purposes and appropriates funds annually for operations and the Capital Improvement Program (CIP) prior to the start of each fiscal year, which begins on July 1. Executive Summary The total City Operating Budget for FY2009-10 totals $83.2 million and is expected to generate revenues of $87.6 million. The Capital Improvement Program contains appropriated funds of $11.6 million for FY2009-10 and future funding of $60 million through FY2014-15. The Capital Improvement Program also contains information about future operational costs associated with planned capital projects. Summary of All City and District Funds – FY2009-10 WHERE THE MONEY COMES FROM… Revenue FY2009-10 Internal Service Development Funds $87,630,160 Impact Lighting Infrastructure 2% 2% Landscape Funds Grant Funds 2% 4% 4% Debt All Other Financing/Other 3% 1% Investment & Sanitary Divisions Property Earnings 9% 1% Water District Licensing, 16% Permits, Fines 1% Civic Center Improvements Charges for 1% Services 4% TOT/All Other Sales Tax State Revenues Property Tax Taxes 11% (Veh Fees) 33% 7% 0% WHERE THE MONEY GOES… Executive Summary The City adopts a two-year budget. The approved FY2009-10 and FY2010-11 budget is balanced in both years. Projected revenues are sufficient to pay for operating requirements, including debt service payments, with funds remaining to meet projected capital requirements and maintain reserves. This has been accomplished by developing realistic budget assumptions, implementing strategic cuts, and prioritizing the capital plan, while focusing on the Council’s highest priorities of insuring public safety, maintaining the city’s sizeable infrastructure system and providing core services to residents and businesses. Some of the more notable elements of the budget are: Declining or slowed growth in nearly all major revenues categories 2% estimated annual growth in current, secured property taxes (lowest growth rate in City’s history) – the City’s largest revenues source 8% estimated decrease in sales taxes (City’s second largest revenue source) All reserves are at target levels including a Contingency Reserve equivalent to 20% of operating expenditures and a Budget Stabilization Reserve (created in FY2007-08) equal to 5% of revenues. The approved budget maintains current levels of service for law enforcement, traffic enforcement, and fire protection and prevention Funding for an additional Marine Safety Sergeant Funding to maintain the City’s core infrastructure (Streets, Drainage, Sewer, Facilities, Information Technology) Provides for continuous operation of all parks and beaches with no reductions in hours of service Provides for continuous operation of City Hall with no reduction in hours of service Funding for all provisions of current labor contracts Includes additional funding for potential employer rate increases associated with recent losses to the Public Employees Retirement System Portfolio (beginning in FY2011-12) Includes revised fee schedules for Development Processing Fees, Building Permit Fees, Business Registration Fees, Community Center Facility Use Fees and Civic Center Facility Use Fees Funding for Council’s highest priority projects, including the City’s General Plan Update and annual capital contributions toward development of the Hall Property and North Coast Highway 101 Streetscape The overview on the following pages provides information about the budget process, key issues facing the City, and strategic goals and priorities. The overview section also includes a section on debt management, including a schedule of outstanding debt by issue. In addition to the overview, Schedule A, located in Section 2, Financial Summaries Charts and Graphs, beginning on page 2-1,provides a financial summary of all operating and capital funds. Proprietary funds, which include the water and sewer funds, are also included in this section of tables. More detailed information on revenues, departments and programs can be found beginning in Section 3 of the budget document. Executive Summary BUDGET PROCESS AND LONG-RANGE FINANCIAL PLANNING The budgeting process can vary from year to year, depending on economic conditions, activities at the State and Federal level, management leadership style, political factors, and scheduling priorities. Regardless of the process, the City adheres to certain budgeting and financial planning principles. Two-Year Budget Cycle Much is written about the advantages of developing and adopting a multi-year (or two-year) budget cycle, including: More efficient financial management, including reduced staff time dedicated to budget development, Better long-range planning by more effectively linking operating and capital activities; and finally, Improved program monitoring and evaluation by allowing more time for operational oversight. Beginning with Fiscal Year 2001-02, the City shifted to a two-year budget cycle. As part of this process, two separate twelve-month budgets are prepared and submitted to the City Council every other year. The City Council appropriates operating and capital improvement program funds for the first year only as required by State of California statute. Since converting to the biennial budget process, the City has gained efficiency and reduced staff time by not reproducing a comprehensive document in the second year of this two-year process. Instead, a more condensed, summary document is developed in the second year to disclose any substantive changes and to provide an updated forecast (referred to as the “Second Year Revise”). Zero-Based Budgeting Under the leadership of the current City Manager, the City utilizes the Zero-Based Budgeting (ZBB) methodology and develops quarterly spending plans. With ZBB, historical information is taken into consideration for assessing trends, but does not provide justification for future expenditures. ZBB is a more time-consuming process compared to incremental budgeting, but the City experiences many advantages with this alternate process. The ZBB approach shifts budget attention away from adding to the current-year program and focuses consideration on increases to the minimum level of operational support. ZBB is successful in educating the City Council and upper-level management on the nature and details of programs and/or services. The ZBB approach also encourages redirection of resources within the budget into more productive programs and activities. Quarterly Spending Plans The City Manager also requires each Department to develop and submit with their budget proposals Quarterly Spending Plans. The quarterly spending plans indicate when Departments expect to implement services and programs, and thereby expend resources. Following each quarter, the City Manager and Finance staff meet with Departments to evaluate their Quarterly Spending Plans and determine whether Departments were able to achieve their objectives according to the prescribed schedule. This process allows for candid and frequent discussion on use of resources and allows for the timely redirection of resources when necessary. Executive Summary Departmental Organizational Analysis This year, in addition to the requirements of developing a Zero-Based Budget and Quarterly Spending Plan, Department Heads were instructed to develop a comprehensive organizational assessment of their Department. This review included an evaluation of current staffing levels and core duties of the Department, an outline of key performance indicators, an assessment of the economy’s impact on the Department and recommendations for organizational restructuring and process improvements. These analyses were instrumental in structuring the proposed budget that was presented toCouncil. FY2009-10 and FY2010-11 Operating Budget Process The Operating Budget is developed concurrently with the City’s six-year Financial Plan and Capital Improvement Program. On January 20, 2009, the City Council held the first of two public Strategic Goal Setting Sessions. At that meeting staff presented a status report on Council’s existing goals and an update to an economic outlook originally presented in November. Staff also presented a report of the City’s fiscal strengths and challenges and the proposed “Priority Tiers” for capital projects. Council received public input and budget requests from the community members/groups and discussed their goals/objectives for the upcoming years. Council held a second Strategic Goal Setting Session on January 27, 2009. At that meeting, Council adopted their two-year goals list and endorsed the list of prioritized capital projects.The list of the most recent City Council Goals & Work Tasks is included in the Appendix and Tier One Capital Projects is included on page 1-38. The information provided at the Strategic Goals Setting Session set the guidelines for the development of the operating and capital programs within the six-year financial plan. Staff then began developing revenue and expenditure financial assumptions using the most current economic data available. This analysis became the basis for determining the City’s fiscal capability for funding services, programs and capital projects. Reflecting the severe downturn in the economy and consumer confidence, staff lowered revenue projections for property taxes, sales taxes, fees for charges, investment earnings and many development impact fees. These assumptions are discussed in more detail in the “Revenue” and “Expenditure” sections of this chapter and are summarized on page 1-6. On February 11, 2009, staff presented a comprehensive status report of the Capital Improvement Program to Council. Staff reported that there were 103 current projects in various stages of progress. Staff also presented a mid-year update on the current fiscal year budget (FY2008-09). Subsequently, each Department developed a two-year operating budget (i.e., expenditure plan), quarterly spending plan and organizational analysis.Department staff then met with the City Manager and Finance staff to review their proposed budgets and develop the draft proposal that would go to the City Council. As part of the budgeting process, staff also conducted an in-depth analysis of user-fees (i.e., development processing fees) and internal cost allocation. The results of this study were presented to Council in conjunction with the budget. The City Manager’s proposed Financial Plan/CIP and Operating Budget were introduced to the public and the City Council on April 29, 2009, where the Council received public input and deliberated the proposed budget. Based on Council direction, a revised budget was brought back to the Council and adopted on May 20, 2009. Now adopted, staff will present quarterly updates to the Council on the fiscal status of the City and the budget beginning in October. Executive Summary Amendments to the budget may be brought to the City Council for consideration throughout the fiscal year. Amendments are generally submitted to the City Council for consideration as part of the updated revenue and expenditure forecasts developed at mid-year. This helps to ensure that adequate funding sources are identified prior to recommending that the City Council authorize additional expenditures. Basis of Accounting Governmental fund financial statements are reported using the current financial resources measurement focus and the modified accrual basis of accounting. Revenue is recognized as soon as it is both measurable and available. Revenue is considered to be available if it is collectible within the current period or soon enough thereafter to pay liabilities of the current period. Expenditures are generally recorded when a liability is incurred. The proprietary fund financial statements are reported using the economic resources measurement focus and the accrual basis of accounting. Revenue is recorded when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows. Basis of Budgeting For the most part, the basis of budgeting is consistent with the basis of accounting discussed above. Any budgeted funds that are not expensed by the end of the first year of the two-year budget can be “carried over” to the second year by Council approval of a continuing appropriation request. All other unexpended appropriations lapse at the end of the year. Any variations between budgeted and actual revenues and expenditures are reported at year end, following the City’s annual audit, to City Council. At mid-fiscal year, a status report of all capital projects is presented to City Council. Budget Schedule The following calendar shows the dates when the Six-Year Financial Plan and Biennial Operating Budget were presented or discussed at a public meeting: Key Dates Purpose of Key Date January 20, 2009 Council’s First Strategic Goal Setting Session and Economic Update January 27, 2009 Council’s Second Strategic Goal Setting Session and Adoption of Goals List February 11, 2009 Comprehensive CIP Status Report and Mid-Year Operating Budget Report (FY2008-09) January 2009- Assumptions and Departmental Expenditure Plans developed using Zero- March 2009 Based Budgeting April 29, 2009 Introduction of Financial Plan, Operating Budget and CIP May 20, 2009 Adoption of Financial Plan, Operating Budget and CIP Executive Summary The anticipated schedule for the remainder of this two-year budget cycle is outlined below: Proposed Meeting Purpose of Meeting Dates Resolution Adjusting the City’s Appropriations’ Limit for Fiscal Year 2008- July 15, 2009 09 and Establishing the City’s Appropriations’ Limit for Fiscal Year 2009- 10 October 2009 Presentation of FY2008-09 Actual Ending Fund Balances November 2009 First Quarter Budget Review Mid-Year Review of Revenue and Expenditures for Fiscal Year 2009-10; February 2010 Update on Capital Improvement Program Present and Adopt FY2010-11 Second Year Revise; May & June 2010 Adopt Updated Five Year Financial Plan and Capital Improvement Program Appropriation of Funds for Fiscal Year 2008-09 June 2010 Executive Summary REVENUES The following table depicts estimated revenue for the City and its subsidiary districts for the Fiscal Year ended June 30, 2009 and projected revenue during the next two-year budget cycle. The City’s General Fund includes several miscellaneous smaller funds, such as the Recreation Fund and the Self- Insurance Fund. Dollars in ThousandsFY2008-09FY2009-10FY2010-11 General Fund$ 55,378$ 53,669$ 54,419 San Dieguito Water District12,54913,77816,992 Cardiff & Encinitas Sanitary Divisions8,0497,9457,873 Infrastructure Funds10,0123,4513,561 Grant Funds3,1923,3212,100 Development Impact Funds9661,513912 Other Funds2,5282,3672,803 Projected Revenue - City and District Funds$ 92,674$ 86,044$ 88,660 Overview of City and District Revenues Revenue for the City and its subsidiary districts for Fiscal Year 2009-10 is $86 million, which is $6.6 million less or 7% less than FY2008-09. The most significant revenue variances are discussed below. General Fund The City’s accounts for nearly 60% of total projected revenue. The largest revenue sources in the General Fund are property taxes and sales taxes.General Fund revenue is expected to decrease by $1.7 million or 3.1% in FY2009-10. Although property taxes (the General Fund’s largest revenue source) is expected to grow by 2%, nearly all other General Fund revenues are expected to decrease – some significantly. General Fund revenue is projected to grow in the following year by 1.4%, but will still be lower than FY2008-09 levels. The decrease in General Fund revenues is largely due to a dramatic drop in development activity and lower consumer spending. The City conducted a User Fee Study which updated all Development Services Fees (Engineering, Planning, and Fire Prevention). Business Registration Fees were also evaluated and updated as a result of this study. The Council also approved updated fees for Building Services (provided by a third party contract, EsGil Corporation). San Dieguito Water District Revenue earned by the is expected to total $13.8 million in FY2009- 10, a 10% increase over the prior year. Revenues are expected to increase an additional 23% in FY2010-11. In 2008, the District Board approved a Water Rate study for calendar years 2008, 2009 & 2010 which recommended an overall 5.5% increase in water rates and meter service charges for each of the three years. Two of the three increases have been implemented; the final increase is set to become effective on January 2010. The Study assumed that the cost of imported water would increase between 6 to 10% each year. These numbers were in line with projections made by the San Diego County Water Authority (CWA) which provides water to the SDWD. Due to lower water sales and a loss or reliable water supplies, the CWA is anticipating an increase in imported water costs of approximately 30% next fiscal year. This increase, coupled with an increase in the Badger Filtration Plant’s capital budget, will require an adjustment to rates to a level considerably higher than the originally projected 5.5% increase. Therefore, the District will be updating the Water Rate Study and will calculate rates for calendar years 2010 and 2011. Executive Summary Recycled water sales are expected to increase 30% in FY2009-10 over the prior year to $600,000. The increase is revenue is related also to projected rate increases associated with significantly higher costs of imported water. Water and meter service rates are expected to increase by $1.5 million or 13% in FY2009-10 and $3.2 million or 25% in FY2010-11 Cardiff and Encinitas Sanitary Divisions The are expected to earn revenue totaling $7.9 million in FY2009-10, and $7.9 million in FY2010-11. Revenues consist of sewer service charges, property rental, connection fees and investment earnings. Revenue projections cover each division’s financial obligations which include treatment costs, pump station maintenance, line maintenance, general operations and insurance. Transportation revenues include Gas Tax and TransNet (San Diego County’s half-cent sales tax for transportation improvements). There is currently a proposal from the State Department of Finance to reallocate the Gas Tax from local agencies to the State. The approved budget assumes that the City will continue to receive Gas Tax, which funds the majority of the City’s street maintenance program. The San Diego Association of Governments administers the TransNet program, and allocates of funds to cities for local street and road projects based on population and miles of streets maintains. Since TransNet is a sales tax and consumer spending is down, this revenue is also down. Development Impact Fees are also expected to decline significantly due to a decrease in development activity. Development Impact Fees are used exclusively for capital improvements. Grant revenues include Section 8 housing assistance program, Community Development Block and Senior Nutrition Program Grants, hazardous waste collection, and recycling programs. The City acts as the lead agency for a regional program recycling beverage containers. General Fund – Major Revenue Sources The City’s largest fund is the General Fund which pays for the majority of municipal services. The primary General Fund revenue sources are tax collections, particularly property and sales taxes. Since the end of the recession that slowed the California economy during the early 1990s, Encinitas and its communities has historically experienced continued strong growth of these revenue sources. In part, this growth is a result of the Encinitas Ranch Specific Plan development, which brought increased commercial property valuation and sales tax growth. For the first time in over a decade, General Fund revenue is projected to decline next year from $55.4 million to $53.7 million. Property Taxes Property Taxes, the City’s largest revenue source, represents 48% of the total : General Fund revenues. Since the City merged with the Fire District in 1996, the City has seen an increase in Property Tax every year, although the rate of growth has varied widely. The lowest growth rate of 3.66% occurred in 1997 and the highest growth rate of 10.79% occurred in 2005. Recently, the City has experienced several years of double digit growth. Under the current economy, the City has seen a slowdown of sales, an increase in defaults and foreclosures and a high volume of requests for reassessment of property values. Conversely, the market value of most homes in Encinitas is still above the assessed value and adds value to the tax rolls when sold. In addition, homes assessed below market value, but not sold, will increase in assessed value by 2% per Proposition 13 guidelines and Executive Summary taxed accordingly. Given these conditions, the draft two year budget currently assumes a 2% revenue increase in both fiscal years (the lowest growth rate since merging with the Fire District). A preliminary report from the San Diego County Assessor’s Office indicates that the City’s total assessed value has increased from $11.48 billion in FY2008-09 to $11,580 billion in FY2009-10, a .80% increase. Only four other cities the County experienced an increased in assessed valuation. Sales and Use Taxes: Sales Tax, the second largest revenue source, represents approximately 19% of General Fund revenues. Consumer confidence is at historic lows and several businesses in Encinitas have closed. Although consumer confidence in the economy has been rebounding since February (due in part by the stock market rise), it has not translated into retail sales because confidence levels are still well below the 100 reading on the Consumer Confidence Index that is considered healthy. The Index for May 2009 showed consumer confidence at 54.9. During the FY2008-09 mid-year review, revenue projections in this category were decreased 4%. After four straight quarters of decline in 2008, staff is predicting an additional 8% reduction in sales tax revenues to $9,764,000 in FY2009- 10 and zero percent growth in the following year. Motor Vehicle License Fees (VLF): VLF is a tax on the ownership of a registered vehicle in lieu of taxing vehicles as personal property. In 2004, the Vehicle License Fees changed. Most of the revenue that had been received by cities from this source was swapped into additional property tax share – referred to “Property Tax in lieu of VLF.”These amounts grown annually with the change in assessed valuation in each jurisdiction. As such this “property tax in lieu of VLF” is property categorized as property tax – not VLF and is included in the property tax revenues figures. The remaining 0.65% VLF rate still provides general revenue to cities and is protected by Proposition 1A of 2004. Of this amount, counties receive 75% of revenues collected for the provision of health and welfare programs. The remaining 25% is distributed first to Department of Motor Vehicle and other state agencies for administrative charges and to Orange County for a pre-existing debt obligation. Cities receive their allocations from anything left over. There was a dramatic decline in the VLF revenues allocated to cities in FY2008-09 due Motor Vehicle License Fees to several factors including: $450,000 a 10% decline in total VLF revenues 1) collections over the prior year $400,000 $350,000 2)a 10% increase in DMV charges since $300,000 2004 $250,000 $200,000 a statutory formula that takes the DMV 3) $150,000 charges entirely from the cities’ 25% $100,000 share (rather than from the Counties’ $50,000 share) $0 The combination of these escalated DMV FY2006-07FY2007-08FY2008-09FY2009-10FY2010-11 (est.)(est.)(est.) charges and declining revenues, the erratic nature of when the DMV charges are applied, and the special allocations to newly incorporated cities that are taken out in bulk at the beginning of the fiscal year has meant that in several months during FY2008-09, no VLF revenues was available to be distributed to cities.While month to month allocations in the VLF are not themselves a sign of a trend, there is an overall squeeze of city allocations for the year due to the factors described above and the result is that FY2008-09 may less than half of what they were in the prior year. While total VLF revenue will probably increase slightly Executive Summary in FY2009-10, this turbulence in the allocations early in the fiscal year is likely to occur again, according to the League of California Cities. : Transient Occupancy Tax (TOT) TOT is imposed on persons staying 30 days or less in a hotel, inn or other lodging facility in Encinitas. Of the 10% TOT collected, 8% is distributed to the General Fund and 2% was voter designated to sand replenishment and retention projects and is accounted for in a separate fund called the Coastal Zone Management Fund. The City’s TOT has maintained a 2.5% to 3.0% increase during the past several years, but has decreased approximately 8% in the current economic climate. Staff is estimated that TOT will remain at this deflated level over the next two years. Revenues are projected as follows: FY2007-08$1,182,817 FY2008-09 (est.) $1,083,286 FY2009-10 (est.) $1,094,808 FY2009-11 (est.) $1,098,213 This decrease will be offset, however, by new TOT revenues. Effective January 1, 2009, the City began collecting TOT from Short-Term Vacation Rentals. FY2009-10 will be the first full year of revenues which is projected to be $100,000 annually and distributed 80% to the General Fund and 20% to the Coastal Zone Management Fund. Investment Earnings : Investment earnings are budgeted at 1.0% earnings rate of return for the next two years. Forecasts of interest rates beyond next fiscal year are impractical given the uncertainty and volatility of the financial markets. General Fund cash which is estimated to be about $28 million next fiscal year, is safely and responsibly invested per the Council-adopted Investment Policy to protect the principal, provide liquidity and provide market returns. Documentary Transfer Tax : The Documentary Transfer Tax Act authorizes cities and counties to impose a tax based on the transfer of ownership at a rate of $1.10 per $1,000 of the property value. All California cities and counties have imposed a documentary transfer tax or a property transfer tax (charter cities). Of that total, half goes to the County of San Diego and half goes to Encinitas. Due to decreasing sales and property values, staff is predicting a 22% decrease in this revenue to $280,000/year. Franchise Fees: The City collects franchise fees from cable companies, utility companies and solid waste management companies for the use of the City’s streets and rights of way. A cable company may not construct a cable television system without first obtaining a franchise or license. As of January 2, 2007, municipalities no longer have the authority to issue franchises to cable companies. The previous system of local franchise agreements has been abandoned in favor of state-issued franchise licenses issued by the California Public Utilities Commission. A state-issued franchise grants the right to provide video (i.e., cable) service and to use the public rights of way in the area specified by the franchisee in the franchise application. In exchange, the franchisee must pay a franchisee fee to cities and counties who own those rights of way. Any franchise agreement executed before January 2, 2008 will continue in effect until its expiration. Under the current legislation, the franchise holder must pay a franchise fee to local jurisdictions in the amount of 5% of gross revenues received. Prior to January 2, 2007, the City had two existing cable franchise agreements. The Executive Summary franchise agreement with Cox Communications expires June 30, 2013 and the franchise agreement with Time Warner Cable expires April 14, 2015. A third company, AT&T operates within the Encinitas jurisdiction under a state issued franchise. In addition to the 5% franchise fee, Time Warner Cable and AT&T pay an additional 2% for gross revenues to support costs associated with providing Public Educational, and Government (PEG) access channels. Cable revenues have remained strong and are anticipated to remain fairly stable over the next two years. Staff is predicting a 1% decrease in FY2009-10 followed by a 2% increase in the following year. The City also has a franchise agreement with San Diego Gas & Electric which stipulates that 2% of the franchisee’s gross annual receipts arising from the use, operation or possession of the franchise be paid to the City. Staff is predicting a 6% decrease in revenue for FY2009-10 followed by a 4% increase the following year. Lastly, the City has a franchise agreement with EDCO for the provision of solid waste collection and recycling. Under this agreement, the City collects a percentage of the gross receipts. The franchise fees collected under this agreement are expected to remain the same over the next two years at approximately $420,000/year. Charges for Services: The City collects charges for private development services, including planning, building, engineering and fire prevention. Charges are assessed either as a flat fee or via the deposit system, where an applicant posts a cash deposit and the processing costs, including overhead, are charged against the deposit. The City hired MGT of America, Inc. to update the City’s fee schedule and overhead rate. As a result of that study, new fees were adopted for planning, engineering and fire prevention. The fees proposed result in a cost recovery of approximately 52%. Building services, including building permit processing and inspection services are provided through a contract with EsGil Corporation. Since building fees are established under contract with EsGil Corporation, these fees were not included as part of the Consultant’s Study; however, the overhead rate that is applied to the contracted rates with EsGil was established by the Study. The City receives 100% recovery for direct costs of building services. Due to decreased private development activity as a result of the economy, revenues have dropped dramatically in the current fiscal year and are projected to continue to decrease and then stabilize in the second year. Below is a table of proposed revenue: FY2007-08FY2008-09FY2009-10FY2010-11 Building1,641,763750,000700,000700,000 Fire Prevention 121,847117,52039,44039,440 Planning642,303440,375420,375420,375 Engineering1,319,929907,650707,280707,280 TOTAL3,725,8422,215,5451,867,0951,867,095 0% 18% 41% Executive Summary Business Registration Fees: Fees for the City’s Business Registration Program were established in 1992, and have not been updated since that time. However, costs to administer the Program increased significantly, creating a cost burden on the General Fund. Section 6.60.040 of the Encinitas Municipal Code provides for imposing fees to “pay for the cost of processing applications, certificate replacement and certificate renewal.” The cost to operate the Business Registration Program is $138,000. In FY2007-08, there were 768 new registrations and 5,280 renewals. Increased fees were approved as follows: (1) new applications, increased from $25.00 to $35.00; (2) renewals, increased from $15.00 to $20.00, and (3) certificate replacement, increased from no charge to $20.00. The revised fee schedule results in a 95% cost recovery. State Mandates (SB90 Reimbursements): The SB90 Program was established to reimburse local agencies, in part, for unfunded State mandates. Each year, the State authorizes funding for various State mandated programs including, but not limited to, the Open Meetings Act, Peace Officers Bill of Rights, Absentee Ballot requirements, elder abuse training, sexual harassment training, domestic violence requirements, misdemeanor bookings and fingerprinting, and stolen vehicle notification. The reimbursements by the State were on hold due to the State budget crisis, but the State has begun to reimburse the City on claims. The City has approximately $346,000 (dating back several years) in outstanding claims and is projecting revenue of $75,000 for the next two year period. Executive Summary EXPENDITURES Operating expenditures for all funds for FY2009-10 is $83.2 million, a 2.4% increase over the prior year. Total FY2010-11 expenditures for all funds is $87.9 million, a 5.6% increase. Revenues Summary By Fund Type (In millions) ProjectedEstimated%Projected% FundFY2008/09FY2009/10ChangeFY2010/11Change Government Funds49,225,29049,532,1080.6%51,198,3763.4% Infrastructure Funds1,417,4481,439,1621.5%1,466,0641.9% Grant Funds3,131,8642,811,230-10.2%2,474,628-12.0% Lighting and Landscape District Funds1,920,1091,892,238-1.5%1,974,4724.3% Affordable Housing Funds196,063199,5631.8%201,4831.0% Debt Service Fund4,469,6434,288,310-4.1%4,233,856-1.3% Cardiff Sanitary Division Funds4,152,3064,368,1895.2%4,884,03211.8% Encinitas Sanitary Division Funds2,221,3802,187,872-1.5%2,378,1108.7% SDWD Funds12,702,90114,296,59012.5%16,472,02015.2% Internal Service Funds1,879,1392,216,80818.0%2,620,21218.2% Other500500 TOTAL81,316,14383,232,5702.4%87,903,7535.6% Governmental Funds includes the General Fund, the Self-Insurance Fund and the Recreational Programs Fund. Infrastructure funds include TransNet and Gas Tax funds. The most significant changes occur in the Grant Funds, the San Dieguito Water District Funds and the Internal Services Funds. These variances are discussed further in this document. General Fund Expenditures Though the City manages 57 funds, budget discussions tend to focus on the General Fund, the City’s largest and most discretionary fund. General Fund FY2009-10 operating expenditures are budgeted at $46.6 million which is a 3% decrease over the prior year’s budget. Operating expenditures are depicted in the table below (by service area and by category) and include new programs, such as a new Marine Safety Sergeant. Council also appropriates General Fund funding for capital projects which fluctuates each year depending on equipment and infrastructure needs and is funded primarily out of accumulated fund balances. Operating expenditures are funded from ongoing current year revenues. Executive Summary General Fund Expenditures by Service Area FY2008-09FY2009-10FY2010-11 Operating Expenditures General Government9,998,4349,542,4279,945,749 Planning and Building4,050,3053,255,6273,376,340 Public Safety - Law Enforcement11,893,80712,022,09912,707,673 Public Safety - Fire/Marine Safety10,722,07510,940,01211,032,807 Public Works2,657,1762,516,0582,545,298 Engineering Services4,155,2663,894,2154,056,145 Parks and Recreation4,530,8514,451,2464,588,433 Subtotal48,007,91446,621,68448,252,445 Departmental Projected Savings(1,567,040) Total Operating Expenditures$ 46,440,874$ 46,621,684$ 48,252,445 Capital Improvements$ 4,105,866$ 737,342$ 1,054,000 Total Expenditures$ 50,546,740$ 47,359,026$ 49,306,445 General Fund Expenditures by Category FY2008-09FY2009-10FY2010-11 Salaries and Benefits23,209,15623,222,75223,857,993 Materials and Supplies946,961763,082766,893 Contract and Services21,894,96020,827,63921,771,714 Internal Support Services1,676,5001,664,3991,704,757 Capital Outlay147,56321,38228,658 Debt Service132,774122,430122,430 Sub-Total48,007,91446,621,68448,252,445 Projected Savings(1,567,040) Total Operating Expenditures46,440,87446,621,68448,252,445 General Fund Operating Expenditures by Category General Fund Operating Expenditures by Service FY 2009-10FY2009-10 $46,621,684$46,621,684 Indirect Parks & Other Costs General Engineering Recreation 0.3% 3.6% Government 8.6% 9.5% 20.4% Public Planning Works Salaries & 7.0% 5.4% Benefits Contracts & Fire & 49.8% Law Services Marine Materials & Enforcement 44.7% Safety 24.4% Supplies 23.5% 1.6% Executive Summary General Fund Expenditures: Salaries and Benefits: Personnel costs represent approximately 50% of the City’s General Fund expenditures. This year, in addition to the routine evaluation of human resource needs, Department Heads were required to conduct an in-depth organizational analysis of their Department. A key element of this evaluation was to assess all positions and look for cost-effective ways to allocate personnel. In addition, Department Heads were required to justify each position to the City Manager before filling a vacancy. This provided another opportunity for Directors to evaluate the parameters of the position, redefine positions to better meet citywide goals, consolidate positions or contract the service. During this year’s budgeting process several positions were evaluated in such a manner and the following positions were left vacant. All of the approved positions will remain in the total FTE count but will not be funded. Estimated Savings Position/Department FY2010FY2011 0.5 FTE Intern, City Manager (filled ½ FY) 9,1000 1.0 Planner, Advanced Planning 87,500 90,600 0.5 Planner, Customer Service, Planning 54,800 57,000 0.75 Program Assistant, Advanced Planning 53,400 55,300 0.25 Program Assistant, Customer/Service Planning 17,800 18,500 0.5 Intern, Public Works 18,200 19,000 1.0 Management Analyst, Parks & Recreation 87,100 90,200 0.5 Intern, Geographic Information Systems (GIS) 18,200 19,000 0.5 Intern, Transferred position from Engineering to GIS 18,20019,000 5.5 Total Vacancies, approximate savings364,300368,600 The draft two-year operating budget also eliminates temporary agency help for vacation coverage and all but required overtime. The City negotiates labor contracts with three labor groups: Encinitas Firefighters’ Association; Encinitas Firefighter Chiefs’ Association and Service Employees’ International Union (SEIU). Changes to the terms and conditions of future employee agreements require approval by the City Council prior to enactment. Salaries and benefits for safety employees (fire safety) reflect the terms of current bargaining agreements with the employees through December 31, 2009, when the Firefighters’ Memorandum of Understanding (MOU) expires. The Encinitas Professional Fire Chiefs’ Association’s MOU expires June 30, 2010. The proposed budget includes provisions of the MOU through FY2009-10. The City’s MOU with employees in (SEIU) (non-safety personnel and marine safety) expires December 31, 2011. MOU provisions are included in both FY2009-10 and FY2010-11 budgets. In prior years, proposed budgets and long-term financial plans were developed Executive Summary with no intention to predict or establish parameters for future negotiations with employee bargaining groups; however, average annual pay increases of 3.25%, which is assumed by CalPERS as a benchmark to estimate overall growth, was used to estimate personnel growth in long-term plans. This assumption is not used in the proposed six-year plan; no cost of living increase is included in the budget beyond the terms of the current labor contracts. When hired, a new employee is placed within a pay range that is authorized by the most recent salary resolution. Typically, the employee begins earning at the lower end of this pay range. Employees earn pay increases within the pay range for meritorious performance evaluations given on specified anniversary dates. Employees, who have the potential to earn pay increases during the upcoming fiscal year, are budgeted with an estimated pay increase on their anniversary date. A five-percent projected increase is used for this calculation. Positions that are vacant at the time of budget adoption are estimated at the middle of the pay-range. The City also contracts with California Public Employee Retirement System (CalPERS) to provide retirement benefits to all (represented and unrepresented) employees. Employer contributions for safety employees, under a 3% at 55 Plan, are budgeted at an average of 18.23% of payroll. The City also pays the employee’s required contribution of 9.0% of payroll. Employer contributions for non- safety members, under a 2.7% at 55 Plan, are budgeted at an average of 16.30% of covered payroll. The employees pay an approximate 4.669% of the employee’s required contribution of 8.0% of payroll. In a memorandum from CalPERS, the agency indicated that lower than expected investment returns will likely have an impact on contracting agency employer rates, and they provided the following table: Rate of Return Range of Estimated Change in Rates in FY2012 -20% Return Increase of about 2% to 5% of payroll -15% Return Increase of about 1% to 2% of payroll -10% Return Increase of about 0.2% to 0.5% of payroll 0% Return Increase of about 0.1% to 0.2% of payroll 7.75% Return Decrease of less than 0.1% of payroll 10% Return Decrease of less than 0.1% to 0.2% of payroll 20% Return Decrease of 0.2% to 0.5% of payroll In an effort to address future CalPERS costs, the six-year budget includes an employer rate increase of 5% for both safety and miscellaneous members. The rate increase will not impact the proposed FY2009-10 and FY2010-11 budgets. Due to current actuarial methods the projected CalPERS increase would not go in effect until FY2011-12. Executive Summary Healthcare costs are captured in current MOU’s, and there are no provisions made for increases in subsequent years. Unemployment costs are expected to increase during the recessionary period and rates have been increased from 0.4% to 0.5% of payroll. Three categories of workers’ compensation rates are also projected to increase during the next two year period. See discussion on the Self Insurance Fund of this agenda report for current and new rates. There are no other assumptions for increased projections during the next two-year period for life insurance or long-term disability rates. For additional discussion on proposed changes to personnel, see the “Personnel” section of this document beginning on page 1-34. A list of City Council approved positions and pay ranges for the City of Encinitas and the San Dieguito Water District is included in the Appendix. General Fund Expenditures: Material and Supplies This category has been reduced by 20%, primarily because this category represents discretionary funding. Travel and training has been budgeted at a minimum and no out-of-state travel has been permitted. General Fund Expenditures: Contracts and Services The City contracts with third parties to provide services when it is cost effective to do so. The City contracts for many core services such as: Law Enforcement and Traffic Patrol (contract with the County of San Diego Sheriff’s Department) Solid Waste Services (including recycling and household hazardous waste removal) Landscape Maintenance Streetlight and Traffic Signal Maintenance Building Permit Services Inspection Services The approved budget contracts and services in FY2009-10 is $20.8 million, a 5% decrease over the prior year. One of the City’s largest third party contracts is with the County of San Diego for law enforcement services, which represents more than half of the contracts and services budget. Staff assumed a 1.2% increase in the law enforcement contract with the County. However, other contracts such as building and inspection services have been significantly reduced due to a decrease in development activity resulting from the economy. General Fund Expenditures by Department Departments develop their budgets under a rigorous Zero-Based Budgeting (ZBB) process. Each year, a Department’s assumed starting budget is zero and every requested expenditure must be justified. In addition, Departments are required to develop Quarterly Spending Plans which are reviewed quarterly with the City Manager. This process has been in place since FY2007-08 and has been instrumental in containing costs and driving productivity. Overall, the budget was developed to meet the Council’s three key strategic priorities: public safety, infrastructure maintenance and community customer service. In light of the current economic situation, the proposed budgets include reductions to travel and training, (out of state travel has been eliminated), elimination of office furniture purchases and elimination of temporary agency help for Executive Summary planned absences. Many efforts to save money in these areas were implemented in the current year and carried over to the new two-year budget. General Government Departments Community Projects: Staff is proposing a budget of $54,000 in support for various civic and arts projects and programs -- a $6,000 reduction from prior years. Beginning in FY2009-10, the Mizel Family Foundation has made a five-year commitment to match, dollar-for-dollar, the City’s allocation, increasing the support to the community by an additional $54,000. City Council’s budget includes decreases to travel, training and special event costs. The The Council’s budget includes memberships to several organizations including SANDAG, League of California Cities, LAFCO, and Cal Coast. The total cost of membership fees are down from previous years. Council will have the opportunity to increase Council Member earnings in FY2010- 11. If approved, the implementation would occur following the General Election in November 2010 for the newly-seated Council. Thus, the budget assumes a 5% salary increase for FY2010-11. Economic Development Division was created to evaluate, plan and implement economic The development priority projects and support existing services that promote city-wide economic improvement. The current budget continues support to the Highway 101 Corridor Coordinator, the Encinitas Visitor’s Center, the Downtown Encinitas MainStreet Association (DEMA), Leucadia 101 MainStreet Association, the Cardiff Chamber Landscape Maintenance Agreement, Quail Botanical Gardens, the San Diego Economic Development Corporation, and the San Diego North Convention and Visitor’s Bureau. Support is proposed at a modestly reduced level of 10% for the Visitor’s Center, DEMA, Leucadia 101 MainStreet, and Cardiff Chamber Landscape Maintenance. The Division will implement the Buy Local E Campaign and support organizational efforts of the Cardiff MainStreet Association. In the City Manager’s Office a flat budget is related to reduced travel and meetings; however, some of the cost savings is related to personnel. There is no increase to the City Manager’s pay or benefits in the proposed budget for FY2009-10 or FY2010-11. The City Manager is proposing an organizational structure review in FY2010-11 to include the reclassification of the Assistant to the City Manager position to an Assistant City Manager and the reclassification of the Management Analyst to a Senior Management Analyst. The budget includes the estimated costs of this reorganization in FY2010-11. The City Manager’s Office will be focusing on the key strategic priorities during the fiscal year: public safety, infrastructure maintenance and citizen services. Staff will obtain design permitting, rail operator and California Public Utilities Commission approval and seek construction funding for grade-separated pedestrian crossings. TheArts Administration Division’s overall budget is flat. Contract costs have been reduced and are slightly off-set by personnel costs. In FY2010-11, the budget includes the Encinitas.LIVE web-page costs of $6,500. Staff will continue implementation of the Arts Master Plan, arts programming at the Encinitas Community Library and pursue grant funding for City projects as well as continue to develop programs with the National Endowment for the Arts. Executive Summary TheLibrary Division was created during the construction phase of the library, which opened in January 2008. Beginning in FY2009-10, this Division will be eliminated. The City’s share of operating costs at the new library is captured in the Public Works Department. The City Manager also oversees the Human Resources Division, Information Technology Division and the Risk Management Division (Fund 113, Attachment D). TheHuman Resources Division is responsible for providing a human resources management system to support Managers and City Council in the delivery of public services while assuring that the City is able to recruit and retain talented and skilled employees. The Divisional budget’s increase is related to transfer of costs from Central Services Division to Human Resources including administrative fees for processing citywide employee benefits. Costs related to recruitments and citywide training have been reduced. Information Technology (IT) Division plans, implements and maintains the City’s technical The infrastructure including business applications, computer hardware and software, voice and data TheGeographic Information Systems network, telecommunications systems and City websites. (GIS) Division manages all spatially related data within the City and disseminates that data to City Staff and citizens through GIS mapping and related business applications. Both Divisional budgets have been reduced from the current budget. The IT Division’s budget has an overall decrease in FY2009-10 of $22,812, mostly related to a reduction in contract services. Several projects will be addressed by in-house staff such as the Enterprise Resource Planning System and upgrading Windows operating system and Microsoft Office. Division personnel will continue to concentrate on information security, disaster recovery, server optimization/virtualization and systems management. During the past two years, the GIS Division has been utilizing four contract employees to implement several data projects. These projects include the landbase rebuild project which benefits all Departments, capturing street asset data for the Streets Division, and resolving fire hydrant locations for SDWD, Olivenhain Water District, and the Fire Department. These contract employees also provide application support for GIS and the Cityworks asset inventory and work order management system. The reduction in this year’s budget is largely related to the reduction of four contract employees to two contract employees. The GIS Division’s budget has an overall savings of $54,143, most related to personnel savings. The next two years will continue to provide basic maintenance and support of existing and newly implemented programs. City Clerk implemented paperless agenda packets for City Council meetings in the current year The and is expanding the recycling program for citywide files. Currently, all City and District public meetings are posted on the City’s website, noticed at the Civic Center and published in the local newspaper. With the loss of one of the City’s two newspapers, the City is spending additional money to publish notices in the local newspaper. Since publishing the notices is not a legal requirement, the next two year budget discontinues this practice and reduces the advertising cost of $9,000 per year. The second year of the two-year budget includes $32,100 to hold the City Council elections in November 2010. The City Attorney operates under contract approved by City Council by resolution. The Legal Services Division does not assume any contract adjustments; therefore, budgeted costs remain flat for the next two fiscal years.Any negotiated contract change would appear before Council and the budget will be adjusted at that time. Executive Summary TheFinance Department is responsible for managing the City and Water District’s fiscal resources in order to protect and enhance the financial position and assure that adequate resources are available for City and District services. During the current fiscal year, the Public Works and Finance Departments coordinated a reorganization of the Water Utility function. Water billing, water customer service and water cashiering functions were relocated from the Finance Department at the Civic Center to the Public Works Department at the new Public Works Facility. This reorganization was done to consolidate activities of the San Dieguito Water District and provide better customer service. As a result of this reorganization, the Finance Department transferred 2.95 FTE’s to the Public Works Department. The Public Works Department is requesting an additional 0.05 FTE to make the third position a full time employee. The reduced budget in the Finance Department of $178,000 is largely related to this restructuring. Central Services budget accounts for a collection of expenses that are not attributable to a The specific department and are used to support the entire City and certain District operations. They include copier maintenance cost, citywide telephone leases/expenses, postage and printing. Printing costs have been reduced with recycling measures taken by staff; however, the largest reduction to this Division is the shift of administrative fees for processing employee benefit fees to the Human Resources Division who manage the accounts. Non-Departmental Division was created to appropriate funds for those activities that provide a The citywide benefit and are not directly attributable to any one Department or Division. In particular, it was created to capture facility and site maintenance costs (“rent”) from the various Departments for the Civic Center debt service payment. It now also includes the retiree health care contributions (formerly charged to Fire Administration Division); the fleet and equipment maintenance costs, and vehicle and equipment replacement costs. Planning and Building Department The Department’s overall budget is decreasing from $4,050,305 in FY2008-09 to $3,255,627 in FY2009-10 and $3,376,340 in FY2010-11. Currently there are approximately 100 residential units with building permits issued, 150 units that have planning approval but no building permit, and 90 that are in the planning process. Approved subdivisions with no house plans yet add another 100+ lots that may add to future building permits. The Planning Department is predicting significantly lowered activity during the next two years with an accelerated recovery over the following four years as the “backlog” is processed. Proposed increases to the Customer Service Division and decreases to Current Planning are largely related to vacancies in the two Divisions and reassignments for the next two year period.The Planning Department currently has vacancies in the Planner (1.5 FTE) and Program Assistant (1.0 FTE) positions. Staff is proposing to keep the positions vacant during the next two year period. Should the activity in the Department accelerate, staff will return to City Council with a request to reinstate funding to the positions. In the meantime, remaining staff has been reassigned to work on current projects including the General Plan Update which has been fully funded in the proposed FY2009-10 and FY2010-11 budget. Executive Summary TheCustomer Service and Administration Division is responsible for reviewing land use and development applications to ensure compliance with City standards. The Division provides direct assistance to the public, responds to inquiries regarding land use and zoning issues, handles special projects such as code amendments and implements various city policies/directions. This Division is also responsible for developing and monitoring the budget for the entire Department, coordinating the Citizen Participation Plan and Mills Act programs, and representing the City on the Downtown Encinitas MainStreet Association and North 101 Corridor Facade Grant Committees. TheCurrent Planning Division is responsible for reviewing land use and development applications to ensure compliance with all General Plan and Local Coastal Program goals and policies, development and use regulations of the Municipal Code and applicable specific plans, and adherence to design criteria contained in the City’s adopted Design Review Guidelines. The Division also recommends and implements changes to the above. This Division provides staff support to the Planning Commission and oversees the operation of the Staff Advisory Committee, which meets with prospective applicants on a weekly basis to familiarize them with City standards and provide early input in the design process. During the next two-year budget, staff will be assisting on the railroad corridor pedestrian undercrossing project, Municipal Code Amendments and the General Plan update process. Applicant Deposit Division captures the cost of General Plan amendments, specific plan The amendments, zoning changes, extended studies, environmental impact reviews, geotechnical reviews and wireless third party reviews. Revenues are collected from the applicants to reimburse the City via contracts for its cost of providing these reviews. Staff has reduced the budget based on fewer requests for amendments. Advanced Planning and Housing Division is responsible for addressing long-range planning The issues, monitoring and updating the City’s General Plan, addressing regional planning issues affecting Encinitas, and coordinating and implementing environmental review in compliance with the California Environmental Quality Act (CEQA). This Division also provides management and administrative support to the City’s affordable housing, Community Development Block Grant (CDBG), Section 8, and HOME Entitlement. Code Enforcement Division investigates violations of the Municipal Code and initiates The administrative, criminal, and civil enforcement actions to obtain compliance with state & local regulations. The Division operates both on a proactive and complaint basis with priority given to health and safety issues. Code Enforcement is also responsible for the administration of the Private Property Clean-up Assistance program, contested parking citations review, and graffiti removal. Building Services Division is responsible for plan checking, building permits and inspection The services that are provided under contract with the ESGIL Corporation. Clerical support and coordination of this contract is handled by Planning and Building personnel. Building services are reduced to $614,849 in FY2009-10 and $617,674 in FY2010-11. The off-setting revenue to this expenditure has also been reduced. Executive Summary Public Safety - Law Enforcement The City of Encinitas contracts for Law Enforcement Services with the San Diego County Sheriff’s Department which provides local and regional Traffic and Patrol Law Enforcement resources. The City is proposing a budget of $12,022,099, an increase of $128,292 or 1% in FY2009-10, and a budget of $12,707,673, an increase of $685,574 or 6% in FY2010-11. Beginning in FY2009-10, the School Resource Officer agreement with the San Dieguito Unified School District will be amended to eliminate one of the two School Resource Officer positions, as requested by the School District. In FY2009-10 the City will apply $78,112 in Justice Assistance Grant (JAG) funding provided by the American Recovery and Reinvestment Act of 2009 to supplement City funding and retain the deputy position, but in a Citywide Special Purpose Officer capacity. In FY2010-11 the City will fully fund the position. The City will also be implementing Graffiti Tracker, a new Sheriff Department- sponsored program to enhance graffiti documentation and prosecution. In 1996, State Legislation established the Supplemental Law Enforcement Fund (SLEF – City Fund 262) and appropriated funds for local jurisdictions to supplant law enforcement services. SLEF funds may only be used for front line law enforcement services. Staff is anticipating $100,000 in SLEF revenue in both FY2009-10 and FY2010-11. The federal government has established the JAG Program (JAG -City Fund 263) for local jurisdictions to supplant law enforcement services. Apart from the $78,112 mentioned in the previous paragraph, staff does not anticipate any additional JAG funding in FY2009-10 or in FY2010-11. Parking Citation program. Citation processing services are conducted The City also contracts for its under a contract with a private firm and involve parking citations issued by the San Diego County Sheriff’s Department and beach lifeguards within the City. The budget of $24,000 is flat for both fiscal years. The City’s Code Enforcement Division oversees the contract. Public Safety – Fire and Marine Safety Fire Administration Division provides management and administrative support to the overall The Department. There are no significant changes to the Division budget; with the exception of contract personnel costs, the budget remains flat over the next two years. Fire Operations Division is charged with maintaining an emergency response system that The protects the life and property of the citizens of Encinitas from fire and other disasters. The Division budget includes expenditures for fire safety personnel, training, dispatching (through a contract), station supplies and emergency equipment. While dispatch services costs are expected to increase over the next two year period, station telephone and dispatch data line costs are expected to decrease. There are no other significant changes to the Divisional budget during the next two years. As discussed in the Personnel section of the report, there are no cost of living increases budgeted after the expiration of the employee contract on December 31, 2009. Loss Prevention and Planning Division enforces the Uniform Fire Code, Building Code, Life The Safety Code and other fire safety related codes and ordinances. The Division staffs conducts fire investigations, oversees the business inspection and weed abatement programs, processes plan Executive Summary checks and performs inspections for development and other annual State mandated inspections. Additional plan check and inspections services are provided by contract. During the next two year period, staff is proposing to reduce contract services based on current activity and will coordinate with the Operations Division and the Disaster Preparedness Division to provide some of the Public Safety Education programs. TheDisaster Preparedness Divisiondevelops emergency procedures and citywide disaster operation plans. The budget supports .5 FTE personnel and includes the City’s membership in the Hazardous Incident Response Team (HIRT) and provides community training programs including the Community Emergency Response Team. (CERT). During the last two-year cycle, the Division received approval for a half time contractual intern to assist with implementing new public education programs and expanding existing programs, such as assisting staff with fire safety education in the schools, scheduling events, marketing programs and mailing preparedness materials. The cost of the intern is approximately $15,000 each fiscal year and will remain vacant during the year unless grant money is available to cover the cost. The Loss Prevention and Planning Division staff will assist with these programs during the next two-year period. Marine Safety Division provides ocean beach safety services for 3.5 miles of coastline of The Encinitas beaches. Beginning in October 2009, the Marine Safety Division and the Parks and Recreation Department will partner to develop an enhanced Junior Lifeguard Program. In addition, the Marine Safety Division will have the ability to meet a public safety need for beach coverage. The Junior Lifeguard Program will continue to be provided by a privatecontractor in the Recreation Programs fund in FY2009-10 and will transfer to the Encinitas Lifeguards in FY2010-11. The new program will include a 1.0 FTE Marine Safety Sergeant and will be expensed for 9 months in FY2009-10 from the City’sGeneral Fund at a total cost of $48,218. Beginning in FY2010-11, the new position and program will be funded through the Recreation Programs Fund and will be cost neutral. For the purpose of simplicity, the new 1.0 FTEMarine Safety Sergeant is included in the Marine Safety Divisional budget and personnel totals. Other than the new program described there are no significant changes to this Divisional budget during the next two year period. Public Works The General Fund portion of the Public Works Department budget is decreasing from $2,664,076 in FY2008-09 to $2,516,058 in FY2009-10 and increasing 1.2% to $2,545,298 in FY2010-11. Public Works Administrative Division provides management and administrative support to the The divisions comprising the Public Works Department and the San Dieguito Water District. One goal for the next two year period will be continued support of the Environmental Advisory Commission in achieving sustainability goals for the City. One part time intern position will remain vacant during the fiscal year; there are no other significant changes to the Divisional budget. Emergency Flood Control Division was created to budget for the potential cost of emergency The responses due to flooding events, but can also be used for any major emergency response such as fires. The costs captured in this Division will be used to seek reimbursement from Federal Emergency Management Administration (FEMA) and/or State emergency services agencies, when an event has been declared a Federal or State Emergency. The Division normally carries a $60,000 budget in the event of an emergency but has been eliminated for the next two year period. It has Executive Summary been determined that any emergency situation would be brought to the Council’s attention and the appropriate funding would be granted at that time. TheStreet Maintenance Division is funded by both the Gas Tax and General Funds. Services funded by the General Fund include contracting for service such as street tree maintenance, litter and graffiti removal utilizing both the County Probation Department work crews and maintenance contractors and various maintenance tasks assigned to a non-profit group (Partners with Industry). The proposed budget is $512,882 in FY2009-10 and $523,239 in FY2010-11. The Gas Tax Fund supports street maintenance activities at the level of $1,157,652 in FY2009-10 and $1,190,809 in FY2010-11. In-house crews maintain the City’s rights-of-way including streets, shoulders, curbs, sidewalks and asphalt berms. City crews install and maintain traffic signage and provide after hour emergency responses. The Division along with the Gas Tax expenditure plan also oversees contract services for pavement surfacing, street sweeping, traffic striping and pavement markings. Facility Maintenance is comprised of four Divisions including the Civic Center, the City’s Fire Stationsand Lifeguard Towers, the Public Works Facility and the Library. The various increases and decreases are largely related to the distribution of Facilities Specialist personnel who provide maintenance of the facilities. There is no net increase in cost for the distribution of personnel to the Civic Center Division will realize its first full year of electricity General Fund. Additionally, the savings following the installation of the Civic Center Roof Replacement and Energy Efficiency Fire Station/Lifeguard Towers Division has Improvements, completed earlier this fiscal year. The reduced contract services costs and the newly constructed Fire Station 3 will open June 2009. The Public Works Facility includes additional hours for the Facility Specialist as well as increase to the increased contract costs. Staff now has a full year of service with which to estimate maintenance Library facility. costs for the new community Stormwater Maintenance Division. This Division is The Public Works Department oversees the responsible for the maintenance of the City’s storm drain conveyance system to ensure compliance with the National Pollutant Discharge Elimination System (NPDES) permit. NPDES maintenance is provided by Street Maintenance personnel for the above ground system (channels, ditches and basins) and Wastewater Collection personnel for the below ground system. There are no significant changes to this Division. Flood Control Division is funded by the General Fund and is responsible for the maintenance of The the City’s drainage conveyance system. Drainage maintenance and repair is provided by Street Maintenance personnel for the above ground system and Wastewater Collection personnel for the below ground system. In addition, contractual services are utilized when large scale or specialized repairs are needed. The Division’s budget reduction is related to the cutback of a full-time employee to a half time employee in the Division. EngineeringServices Department The General Fund portion of the Engineering Department budget is proposed to decrease from $4,134,266 FY2008-09 to $3,894,215 in FY2009-10 and $4,056,145 in FY2010-11. The Engineering Division budget supports three functional areas including Administration, Capital Improvements, Development Review and Field Operations. Administration provides management, analytical and clerical support to the other Engineering functions, solicits grants for public Executive Summary improvement financing, processes sewer annexation applications and administers the City's Landscape and Lighting District. The Capital Improvement staff plan, design, and administer contracts for the City and District capital improvement projects. The Development Review staff responds to citizen requests and queries regarding engineering-related issues involved in public and private developments, review, approve and issue grading and encroachment permits, as well as maintains City maps and records. The Field Operations staff investigates right-of-way code violations, inspect the City's capital improvement and private construction projects, and inspect public and private projects involving improvement and grading plans, subdivision maps, right-of- way permits, and utility permits. The decrease in this Division is mostly related to reductions in contract inspection services, development review services and contract plan check services. Reductions have also been made to overall Division supplies and office furniture. Traffic Engineering Division is responsible for traffic safety and transportation planning issues. The Their goal is to maintain a safe and efficient transportation system. Included in the next two year budget is the Circulation Element Update which will be integrated into the General Plan Update. Further, Division staff will oversee the conversion of incandescent yellow traffic signal indicators to energy saving LED and installation of upgraded Uninterrupted Power Supply (UPS) systems to keep traffic signals operational during power outages. The additional yellow LEDs will allow the UPS systems to operate in full cycles rather than going to “flash.” There are no significant changes to the budget during the next two year period. TheStormwater Management Division comprehensively addresses pollutant loading into the City’s stormwater drainage system, local waterways, and beaches through an extensive program including water quality monitoring, facility inspection, enforcement and complaint response, multi-agency watershed management, public and private development standards application, training, and community outreach and education activities. Further, the Division supports the coordination and oversight of stormwater operations and maintenance functions including street sweeping, storm drain facility cleaning and inspection, and waste management programs with the Public Works Department to meet compliance standards. There are no significant changes to the budget during the next two year period. Division staff will continue to meet National Pollutant Discharge Elimination System (NPDES) Permit requirements. Parks and Recreation Department The overall Department operating budget is decreasing from $4,474,651 in FY2008-09 to $4,451,246 or 1% in FY2009-10 and increasing to $4,588,433 or 3.1% in FY2010-11. Administration Division is responsible for directing and supervising all divisions of the The Department and providing a variety of administrative services including leases and operating agreements, contract management, grant procurement and administration, design of capital projects, advanced park and facility planning, budgeting, financial planning, special project management, concession management, program registration, special ceremony/event permits and oversight of the administration of the Encinitas Ranch Golf Authority and Animal Services contract. In addition, this Division provides administration of the Sister City Program, and support for the Parks and Recreation, Senior and Youth Commissions. In addition to reductions to travel, training and office furniture, the Department will maintain a vacancy in the authorized Management Analyst (1.0 FTE) position, at an annual savings of approximately $30,000. This position was previously filled part- Executive Summary time as a cost savings measure. The Division will experience approximately $28,000 in savings during the current year. Various increases and decreases in the Park Services,Beach Services and Recreation Trails Divisions are related to the re-distribution of the Park and Beach Supervisor personnel. Staffing levels have been slightly adjusted to more accurately reflect time spent in each division, the cost is neutral. TheParks Division is responsible for landscape maintenance and repair of park facilities, municipal service areas, 10 miles of streetscapes, 94.93 acres of open space, and 326.25 acres of developed/undeveloped parks. In addition, this Division is responsible for administration of park capital improvement projects which include bidding process, contract preparation and construction oversight. Beach Services Division is responsible for beach maintenance of approximately 47.87 acres of The beaches and capital project administration for all beach related projects. Capital project administration includes: obtaining appropriate approvals and permits, monitoring the bidding process, contract administration, and construction oversight. The increased budget beginning in FY2009-10 is largely related to beach maintenance and landscape contracts. During the next two- year period, staff will be working on development of the Beacon Beach access/bluff stabilization project and design of the Moonlight Beach Master Plan. Recreational Trails Division is responsible for a variety of recreational trail maintenance The activities for 40 miles of developed recreational trails and all City trail related projects. This Division is used to track direct costs associated with implementation of the Recreational Trails Master Plan, approved by City Council in April of 2002. Division responsibilities also include trail development, trash pick-up, brush clearing, erosion control, signage and sign maintenance, and other maintenance activities as required. Recreation Services Division is responsible for planning and administering recreation services The and programming for youth, teens, adults and senior citizens. In addition, the Division is responsible for planning and implementing City-wide special events, such as the Holiday Parade, Summer Concerts, the Spring Egg Hunt, Senior Information Fair and the Encinitas 5K. Other tasks include field use scheduling, providing staff support for the Youth and Parks and Recreation Commissions, Family Enrichment Programs, Teen Expos, and Open Gym Programs. The Division also administers the Recreation Program Division (146 Fund), which provides recreational, educational and sports activities on a fee-for-use basis. One Division goal for the upcoming year is to increase sponsorship for special events. Contract support for citywide special events has been streamlined including the elimination of support of the Encinitas Triathlon, an annual savings of $10,000. Reductions to several other line items including travel, training and reduced transportation costs contribute to the overall savings to the Division. In addition, costs associated with the quarterly recreation guide have been reduced. In keeping with the City’s “green initiative”, the Department will reduce printing of the quarterly recreation guide and expand the use of electronic copies available to the general public. Community Center Operations and Maintenance Division is responsible for the operations and The maintenance of the Community and Senior Center at Oakcrest Park. The facility provides recreational, educational, social and civic opportunities to the residents of Encinitas. A wide variety Executive Summary of activities and events are available to people of all ages. Activities include but are not limited to: concerts, recitals, seminars and workshops, instructional classes, wedding receptions, community group meetings, teen dances, youth parties, festivals, indoor youth and adult sports leagues and clinics, pre-school activities, senior citizen activities and events, senior citizen outreach services (i.e. monitor Project C.A.R.E.), family enrichment nights, children and teen after school activities, and community special events. The Division also provides staff support for the Senior Commission. The budget includes the costs to maintain and operate the facility as well as program costs. The budget includes increases to utilities including electricity and water. The Parks and Recreation Department also oversees the City’s animal contract with the County of Animal Services. Services include: dog licensing, emergency medical San Diego Department of care for injured dogs and cats that are found without owners, adoption services, owner notification of lost licensed dogs, public education and information programs, rabies prevention, enforcement of local and state animal control and anticruelty laws, control of vicious dogs, spay-neuter referral and information, kennel licensing and inspection, and humane disposal of old, injured or unwanted animals. Dead animal removal is provided through a separate contract with a private firm. Staff is proposing a budget of $322,120 in FY2009-10 and $343,905 in FY2010-11. The increase to the County contract is mostly due to higher than anticipated maintenance costs associated with the new County shelter facility located in Carlsbad. Executive Summary PERSONNEL SUMMARY AND CHANGES The City’s position classification system is divided into three occupational categories (job families) and each year the Human Resources Division conducts a Classification Maintenance Project which reviews one of the three categories. This enables Human Resources to maintain the City’s position classification system on a 3 year cycle. The schedule for the Classification Maintenance Project is intended to coincide with the City’s budget cycle. Below are findings from the results of the 2008- 2009 Classification Maintenance Project. The proposed budget for the City and Water District includes 241.65 employees. This is measured on a “full-time equivalent’ basis (FTE). Approved changes in positions beginning FY2009-10 include: Increase .95 Program Assistant position to a 1.0 Program Assistant position in Public Works. Transfer .5 Intern position from Engineering Services to Geographical Information Systems. Addition of one new employee, 1.0 Marine Safety Sergeant as part of a new program Finance Manager Classification: Current Classification/Pay Grade Proposed Classification/Pay Grade Finance Manager I/43 Finance Manager I/61 Finance Manager II/61 Finance Manager II/62 Finance Manager III/62 As part of the classification and Compensation program, the City’s Human Resources Division has performed the Classification maintenance Project 2008-2009 with the following results. It is proposed that a new lower level be added to Finance Manager I/II making it a 3 level multi- level classification, Finance Manager I/II/III. The new lower level I will be placed at grade 43. The current Level I of Finance Manager will be renamed to a Level II, and remain at grade 61. The current Level II of Finance Manager will be renamed to a Level III, and remain at grade 62. Reassignment of employees to the Public Works Department, as part of the Finance/Water Utility reorganization, has prompted this Finance Department restructuring. Management Analyst Classification (Finance Department): Current Classification/Pay Grade Proposed Classification/Pay Grade Management Analyst III/42 Finance Manager I/ 43 It is proposed that one of the two Management Analyst I/II/III positions in Finance be reclassified to a Finance Manager I classification at grade 43. Executive Summary Engineering Specialist Classification (Public Works Department): Current Classification/Pay Grade Proposed Classification/Pay Grade Water Conservation Specialist I/23 Engineering Specialist II/24 Water Conservation Specialist II/24 It is proposed that one of the two existing positions of the Engineering Specialists I/II/III in Public Works be reclassified to a Water Conservation Specialist I/II classification at grades 23/24. The reorganization of the Public Works Department resulted in changing the nature and level of work assigned to one of the multi-level Engineering Specialist. This new classification is bargaining unit represented by Service Employees International Union (SEIU). Implementation of this recommendation is contingent upon the agreement of SEIU. Utility and Maintenance Field Supervisor: Current Classification/Pay Grade Proposed Classification/Pay Grade Utility and Maintenance Field Supervisor /25Utility and Maintenance Specialist II/25 It is proposed that one of the five Utility and Maintenance Field Supervisor positions in Public Works Department be reallocated to a Utility and Maintenance Specialist I/II multi-level classification and remain at pay grade 25. Current Classification/Pay Grade Proposed Classification/Pay Grade Utility and Maintenance Field Supervisor /25Program Assistant I/II/III – 11/13/21 It is proposed that one of the five Utility and Maintenance Field Supervisor positions in Public Works be reallocated to a Program Assistant I/II/III. The reorganization of the Public Works Department resulted in changing the nature and level of work assigned to one of the Utility and Maintenance Field Supervisor positions. The multi-level classification of Program Assistant more accurately reflects the new responsibilities of this position. Customer Service Representative: Current Classification/Pay Grade Proposed Classification/Pay Grade Customer Service Representative I/13 Utility and Maintenance Technician I/13 Customer Service Representative II/21 Utility and Maintenance Technician II/21 It is proposed that the one Customer Service Representative I/II positions in Public Works be reallocated to Utility and Maintenance Technician levels I/II, grades 13, and 21 of the multi- level level classification. Current incumbent pay will remain at pay grade 21. It is proposed that the Customer Service Representative classification be eliminated. Executive Summary Utility and Maintenance Supervisor: Current Classification/Pay Grade Proposed Classification/Pay Grade Utility and Maintenance Supervisor /41 Utility and Maintenance Supervisor I/41 Utility and Maintenance Supervisor II/42 It is proposed that a new higher level of Utility and Maintenance Supervisor II be added to Utility and Maintenance Supervisor making it a multi-level classification. The new higher level would reflect the nature and level of work required by that of a Supervisor responsible for the oversight of budget and staff for the division. Superintendent: Current Classification/Pay Grade Proposed Classification/Pay Grade Superintendent/45 Utility and Maintenance Supervisor II/42 It is proposed that one of the two Superintendent positions in Public Works be reallocated to a Utility and Maintenance Supervisor II grade 42. Current incumbent will remain at pay grade 45. The final change proposed in Personnel is the Organizational Evaluation of the City Manager’s Department in FY2010-2011. Possible costs of the divisional review are included in FY2010-11 only. Management Analyst Classification (City Manager’s Office): Current Classification/Pay Grade 63 Proposed Classification/Pay Grade 84 Assistant to the City ManagerAssistant City Manager An organizational evaluation of the City Manager’s Department is anticipated to be conducted in FY2009-10 to review span of control, divisional oversight and management responsibilities of City Manager’s Office staff. The re-organization is anticipated to result in assignment of additional executive management responsibilities and divisional oversight to the Assistant to the City Manager position. The Assistant City Manager or similar classification would more accurately reflect the reorganization responsibilities of the position. Implementation is budgeted beginning FY2010-11. Management Analyst I/II Pay Grade24/25/42 Senior Management Analyst Pay Grade 43 It is proposed that the Management Analyst I/II positions in City Manager’s Office be reclassified to Senior Management Analyst in FY2010-11. For a list of all city classification titles and salary ranges, please refer to the Appendices at the back of the budget document. For a copy of employee MOUs, please contact the Human Resources Division. Executive Summary Capital Improvement Program Highlights The City adopts a six-year Capital Improvement Program (CIP) that is published in a separate document (See: Six-Year Financial Plan and Capital Improvement Program for Fiscal Year 2009-10 through Fiscal Year 2014-15). Many of the funds, including the General Fund, contribute funding to the capital plan. Unlike the operating budget, capital projects have assigned budget amounts that are not tied to a single fiscal year. The City Council appropriates funds to individual projects each year. These amounts may or may not be expended within a year’s time. The completion of these projects can take up to several years. “Work Projects” are distinct from “Capital Projects” in that they are not capital items. Work projects usually include more aptly described as one-time projects that are planning projects such as infrastructure assessments or updates to the General Plan. FY2009-10 CIP by Category FY2009-10 CIP by Fund Each year, City Management prioritizes all existing and proposed capital projects against a set of criteria. This prioritized list is then presented to the City Council at their Strategic Goal Setting Session. Projects are divided among four categories: Core Infrastructure Projects; Projects Substantially Underway or With Restricted Funding; Projects Beyond Six Years; and All Other Projects. The first three categories are exempted from the prioritization process. Core Infrastructure Projects are automatically considered highest priority for funding and are therefore exempted from the prioritization process. They include the following projects: Annual Street Overlay Program Storm Drain Repairs Traffic Signal Upgrades IT System Replacement (including replacement of the City’s mainframe system H.T.E.) Projects that are substantially underway or have restricted funding are also exempt from the process because their funding is not available to be redirected to other projects. Projects beyond six years fall outside of the timeframe of the six-year program and therefore are not competing for funding. All other remaining projects are subject to the rigorous prioritization process, submitted to Council and then groups into “Priority Tiers.” Once endorsed by Council, staff then works to fund Council’s highest priority projects. Below are the Priority Tiers endorsed by Council at their most recent Strategic Goal Setting Session: Executive Summary Prioritized Tiers of Capital Projects CurrentProposed ProjectEstimateFundingAdditional Funding TIER 1 Hall Property Development Phase I 21,675,00010,987,7543,600,000 Hall Property Off-Site Improvements TBD200,0001,500,000 5 Interchange @ Encinitas Blvd (Design) 1,330,0001,330,0000 Safe Routes to Schools Ongoing1,798,5351,504,814 Grade Separated Pedestrian Rail Crossing 24,321,5386,604,7690 Intersection @ Leucadia/Vulcan/RR/101 TBD751,290750,000 Recreational Trails Development Ongoing485,00090,000 Moonlight Beach Design TBD397,7740 Multi-Habitat Conservation Plan TBD147,9110 Coast Hwy. 101 Streetscape TBD2,200,0003,000,000 Comprehensive General Plan Update 1,350,000471,658878,342 TIER 2 El Camino Real Storm Drain Channel 950,000650,0000 Lone Jack (Stratford Knoll Channel) 1,330,0001,329,8150 Playground Equipment Replacement Ongoing00 La Costa Avenue Widening (Design Only) 375,0000375,000 Manchester Avenue Realignment 200,000200,0000 Swami's Restroom Replacement 400,00000 Leucadia Long Term Drainage (Design Only) TBD00 Downtown Parking Lot (Parking Lot B) 1,320,00040,0001,280,000 TIER 3 Habitat/Open Space Acquisition Ongoing795,397780,000 Leucadia Boulevard Improvements Phase II 3,500,00002,000,000 Traffic Safety and Calming Ongoing906,272900,000 Arroyo Drive Storm Drain 200,00000 El Camino Real Widening and Median (Design) 750,00000 4th Street Storm Drain 900,000505,7000 Cottonwood Creek Improvements (2nd/4th Streets) 750,000300,0000 Citizen Satisfaction Survey Ongoing00 Rail Quiet Zone @ Chesterfield 750,000750,000(750,000) Executive Summary DEBT ADMINISTRATION The following table identifies the debt the City has issued, the outstanding principal, the principal and interest payments for Fiscal Years 2009-10, and the scheduled year of payoff. Outstanding FY2009-10Final Repayment Original BalancePaymentPayment Bond/Lease Name SourceBond Issue at 6/30/09 P & I FY 1997 Certificates of Participation General Series A (Civic Center Bonds) Fund $7,550,000 $3,985,000 $605,868 2017 2001 Lease Revenue Bonds General Series A (Park Facility) Fund $22,645,000 $19,555,000 $1,507,166 2031 2002 Association of Bay Area General Fund, Governments Lease Revenue ESD & SDWD $5,870,000 $3,135,000 $632,535 2018 Bonds includes: 1992 COP General Fund $3,325,000 $2,210,000 $296,635 800MHz Communications System General Fund $950,000 $390,000 $118,500 HVAC General Fund Completed $0 $0 Brush Truck/Pumper General Fund Completed $0 $0 Pump Station (ESD) ESD $480,000 $130,000 $68,900 Meter Upgrade (SDWD) SDWD $795,000 $355,000 $97,500 Fire Truck General Fund $320,000 $50,000 $51,000 2004 Fire Apparatus Lease General Fund $361,897 $110,761 $57,759 2011 1999 SDWD Note to Badger SDWD Refinanced $0 $0 2025 Financing Authority 2007 SDWD Note to Badger Financing Authority SDWD $7,705,000 $7,345,000 $632,094 2024 2004 Water Revenue Refunding Bonds SDWD $13,845,000 $11,095,000 $1,029,269 2024 2003 CSD Note to SEJPA CSD $8,735,000 $6,220,000 $747,200 2020 2004 Housing Authority EHA $1,905,338 $1,681,533 $105,296 2034 2006 Fire Apparatus Lease General Fund $350,000 $156,053 $56,607 2012 2006 Lease Revenue Bonds-Library General Fund $20,000,000 $19,610,000 $1,195,716 2037 2007 Vac-Con Lease General Fund $231,358 $172,680 $39,115 2014 2008 Roof Lease General Fund $2,100,000 $1,992,955 $183,557 2023 Totals $91,298,593 $75,058,982 $6,792,182 Totals by Fund General Fund $57,833,255 8,232,449 $4,111,923 Cardiff Sanitary Debt Service Fund 8,735,000 6,220,000 747,200 Encinitas Sanitary Debt Service Fund 480,000 130,000 68,900 San Dieguito Water District Debt Fund 22,345,000 18,795,000 1,758,863 Encinitas Housing Authority 1,905,338 1,681,533 105,296 $91,298,593 $75,058,982 $6,792,182 CITY COUNCIL MISSION STATEMENT ÌÑ ÙË×ÜÛ ßÒÜ ÐÎÑÓÑÌÛ ÛÒÝ×Ò×ÌßÍ ßÍ ß 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Ð®±°®·»¬¿®§ Ú«²¼ èíèûðùóèãåóø÷öçîøé Budget Summary - San Dieguito Water District & Enterprise Funds - Schedule A Fiscal Year 2008-2009 Adjusted ú×ÕÓÎÎÓÎÕìÊÍÒ×ÙÈ×Ø úÛÐÛÎÙ×óÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØùÇÊÊ×ÎÈã×ÛÊ÷ÎØÓÎÕ ìÊÍÒ×ÙÈ×Ø èÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉéÇÏÏÛÊÃúÛÐ öçîøîûï÷ÖÇÎØ ê×Æ×ÎÇ×É÷ÄÌ×ÎÉ×ÉíÌ×ÊÛÈÓÎÕíÈÔ×Êø×ÚÈé×ÊÆÓÙ×ùÛÌÓÈÛÐùÍÐ ùÍÐ ûööíêøûúð÷ôíçéóîõéèíùñ Ð¿½·º·½ Ð··²» Ý±²¼±³·²·«³ øëêï÷íðéôêçïîíéôïíìïçêôðêíððððìïôðéïíìèôéêî èíèûðûööíêøûúð÷ôíçéóîõ ðíîîôíððìôìêçôêìíððìôïìéôíìíððð ø÷úèé÷êæóù÷öçîø ùûêøóööéûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëðï÷êðçôìðïìôçðîôíðçîôìíëôçðéðððøîôìêêôèîê÷øìîì÷êðèôçéé Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëðî÷éôîèêôèèìîèëôíéëçêçôïççððøéìéôîðð÷îôìêêôèîêïôðíëôèðîèôíîîôêèê Ý¿°·¬¿´ Û¨°¿²·±² øëðí÷øïêçôçêë÷ïððôððððððððïððôðððøêçôçêë÷ Ü»¾¬ Í»®ª·½» øëðì÷ððéìéôîððððéìéôîððððð Î¿¬» Í¬¿¾·´·¦¿¬·±² øëðê÷ïôïççôëéìîèôëíèðððððîèôëíèïôîîèôïïî èíèûðùéøöçîøé ÷îùóîóèûééûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëîï÷íïìôèëïîôëïçôìðëïôíîïôîèêðððøïôîðíôêìç÷øëôëíð÷íðçôíîï Ý¿°·¬¿´ Î»°´¿½»³»²¬ 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øîíê÷êôêèðîôéìïðððððîôéìïçôìîï Ý±³³«²·¬§ Ú¿½·´·¬·» øîíé÷ðïìôîéëððøïìôîéë÷ðððð ×²Ô·»« Ý«®¾ Ù«¬¬»® Í·¼»©¿´µøîíè÷êôïèçêíðððððêíêôîëî ×²Ô·»« Ë²¼»®¹®±«²¼ Ë¬·´·¬·» øîíç÷ìççôéîììôçíððððððìôçíðëðìôêëì ÎÌÝ×ÐóÎ»¹·±²¿´ ß®¬»®·¿´ Í§¬»³ øîìï÷ðëðôëðïëððððððëðôððïëðôððï Ú·®» Ó·¬·¹¿¬·±² Ú»» øîéî÷ðíëôéíîððøíëôéíî÷ðððð ðóõôèóîõðûîøéùûìóîõøóéèêóùèé Ê·´´¿¹» Ð¿®µ Ó×Ü øîçð÷ïíèôèèéíîôëëêíêôéíîððððøìôïéê÷ïíìôéïï Ê·´´¿²·¬¿ Ó×Ü øîçï÷îïìôçìîîîôíïíïêôëìðððððëôééíîîðôéïë Ý»®®± Í¬®»»¬ Ó×Ü øîçî÷îððôíîìíçôïíïíðôïçîððððèôçíçîðçôîêí Û²½·²·¬¿ Ô·¹¸¬·²¹óÝ·¬§©·¼» øîçë÷íéíôðéêïôïëìôèèéïôîïïôèíéðððøéèôèðð÷øïíëôéëð÷îíéôíîê É·®± Ð¿®µ øîçê÷ëôèíêïïôðèïïðôïêêððððçïëêôéëï Û²½·²·¬¿ Î¿²½¸ Ü·¬®·½¬ øîçé÷éîíôçìðêìïôðîîëëéôçéïððððèíôðëïèðêôççï Ñ°»®¿¬·±² Í«¾¬±¬¿´æîèôíçðôçëíêíôèëíôìîëëëôêìêôìíèððøìôðìíôçðç÷øëôèíëôëìè÷øïôêéîôìéð÷îêôéïèôìèí Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ì®¿²º»® ¬± ±¬¸»® º«²¼ èíèûðùóèãåóø÷öçîøé Budget Summary - San Dieguito Water District & Enterprise Funds Fiscal Year 2009-2010 ú×ÕÓÎÎÓÎÕìÊÍÒ×ÙÈ×Ø úÛÐÛÎÙ×óÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØùÇÊÊ×ÎÈã×ÛÊ÷ÎØÓÎÕ ìÊÍÒ×ÙÈ×Ø èÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉéÇÏÏÛÊÃúÛÐ öçîøîûï÷ÖÇÎØ ê×Æ×ÎÇ×É÷ÄÌ×ÎÉ×ÉíÌ×ÊÛÈÓÎÕíÈÔ×Êø×ÚÈé×ÊÆÓÙ×ùÛÌÓÈÛÐùÍÐ ùÍÐ ûööíêøûúð÷ôíçéóîõéèíùñ Ð¿½·º·½ Ð·²» Ý±²¼±³·²·«³ øëêï÷íìèôéêîîîíôíîíïççôëêíððððîíôéêðíéîôëîî èíèûðûööíêøûúð÷ôíçéóîõ ðîììôìððìôîèèôíïðððìôðìíôçïðððð ø÷úèé÷êæóù÷öçîø ùûêøóööéûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëðï÷êðèôçééìôçìéôêèéîôëéèôçêêðððøîôííîôçëê÷íëôéêëêììôéìî Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëðî÷èôíîîôêèêðççéôîðíððøéïïôèðð÷îôííîôçëêêîíôçëíèôçìêôêíç Ý¿°·¬¿´ Û¨°¿²·±² øëðí÷øêçôçêë÷èëôìîëêðôðððððîëôìîëøììôëìð÷ Ü»¾¬ Í»®ª·½» øëðì÷ðíðôðððéìïôèððððéïïôèððððð Î¿¬» Í¬¿¾·´·¦¿¬·±² øëðê÷ïôîîèôïïîðððððððïôîîèôïïî èíèûðùéøöçîøé ÷îùóîóèûééûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëîï÷íðçôíîïîôèíïôììïïôìðêôèèððððøïôíèîôïêî÷ìîôíççíëïôéîð Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëîî÷ïôíëíôéìêðéèéôïêçðððïôíèîôïêîëçìôççíïôçìèôéíç Ý¿°·¬¿´ Û¨°¿²·±² øëîí÷ïôíëðôçéïèðôìðððððððèðôìððïôìíïôíéï Î¿¬» Í¬¿¾·´·¦¿¬·±² øëîë÷èçíôéçíðððððððèçíôéçí èíèûð÷éøöçîøé éûîøó÷õçóèíåûè÷êøóéèêóùèöçîøé Ñ°»®¿¬·±² øëíï÷ïôðíêôçðìïîôçêìôëìïïðôðìëôêíðððøïôéìîôèïð÷øèêîôîìð÷íïíôèêïïôíëðôéêë Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëíì÷éôîêîôïéèïíðôìéðïôèìðôððððððëðêôççîøïôîðîôëíè÷êôðëçôêìð Ü»¾¬ Í»®ª·½» øëíê÷ðïèôïëðïôéêðôçêðððïôéìîôèïðððð Î»½§½´»¼ É¿¬»® øëíé÷ðêëðôðððêëðôððððððððð Î¿¬» Í¬¿¾·´·¦¿¬·±² øëíë÷ïôíìéôïëìïëôîêîððððíëëôîìèíéðôëïðïôéïéôêêì èíèûðéøåøöçîøé óîè÷êîûðé÷êæóù÷éöçîøé Ü·¬®·½¬ Í»®ª·½» øêïê÷ðèëìôíïïèëìôíïïðððððð Ú´»»¬ Ó¿·²¬»²¿²½» øêçî÷ðìëîôìíçìëîôìíçðððððð Ê»¸·½´» Î»°´¿½»³»²¬ øêçí÷ïôêêçôèìîîìèôèèêçïðôðëèððððøêêïôïéî÷ïôððèôêéð èíèûðóîè÷êîûðöçîøé èíèûðéûððöçîøé Ì®¿²º»® º®±³ Ý·¬§ Ú«²¼ððð ð Ì±¬¿´ Ý·¬§ ¿²¼ ß´´ Ñ¬¸»® Ú«²¼ëìôðëíôìíìèéôêíðôïêðèíôîïçôéîéðððøëôèíëôëìè÷øïôìîëôïïì÷ëîôêîèôíîð Budget Summary - All City Funds Fiscal Year 2010-2011 ú×ÕÓÎÎÓÎÕìÊÍÒ×ÙÈ×Ø úÛÐÛÎÙ×óÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØùÇÊÊ×ÎÈã×ÛÊ÷ÎØÓÎÕ ìÊÍÒ×ÙÈ×Ø èÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉéÇÏÏÛÊÃúÛÐ öçîøîûï÷ÖÇÎØ ê×Æ×ÎÇ×É÷ÄÌ×ÎÉ×ÉíÌ×ÊÛÈÓÎÕíÈÔ×Êø×ÚÈé×ÊÆÓÙ×ùÛÌÓÈÛÐùÍÐ ùÍÐ õíæ÷êîï÷îèöçîøé Ù»²»®¿´ øïðï÷ ïìôîéðôîçîëðôççéôèìëìèôîëîôììëøííçôëðð÷ïìçôçìèøíôðçïôëëð÷øïôðëìôððð÷øïôëèçôéðî÷ïîôêèðôëçð Í»´ºó×²«®¿²½» øïïí÷îôèìëôçîçèêðôèíðïôëëíôèðèíððôððððððøíçîôçéè÷îôìëîôçëï Í°»½·¿´ Ð®±¶»½¬ Ú«²¼ øïïç÷ïôðêçôííìðððíçôèçîððíçôèçîïôïðçôîîê Ý·ª·½ Ý»²¬»® ×³°®±ª»³»²¬ øïëî÷îíéôìïéïôðéðôððððððøçðíôçðê÷øïéëôððð÷øèôçðê÷îîèôëïï Í¿´» Ì¿¨ Î»½»·ª¿¾´» øïçî÷êíðôéëïðððøïíëôêéí÷ððøïíëôêéí÷ìçëôðéè Î»½®»¿¬·±² Ð®±¹®¿³ øïìê÷ìíèôçêéïôìççôççêïôíçîôïîíððððïðéôèéíëìêôèìð óîöêûéèêçùèçê÷öçîøé Ù¿ Ì¿¨ øîðï÷îìçôïèéïôïéëôìðëïôïçðôèðçððððøïëôìðì÷îííôéèí Ú»¼»®¿´ Ì®¿²°±®¬¿¬·±² Ù®¿²¬ øîðî÷ððððððððð Í¬¿¬» Ì®¿²°±®¬¿¬·±² Ù®¿²¬ øîðí÷êðêôèëéêêïôçïçððððøèëðôððð÷øïèèôðèï÷ìïèôééê Ì®¿²²»¬ øîðì÷øìèðôðéè÷ïôìçðôèèîððððøïôîððôððð÷îçðôèèîøïèçôïçê÷ Ì®¿²°±®¬¿¬·±² Ü»ª»´±°³»²¬ Ù®¿²¬ øîðë÷íêéíêéðððððíêééíì Ý±¿¬¿´ Æ±²» Ó¿²¿¹»³»²¬ Ú«²¼ øîïð÷ïôðìíôçïéîííôìðëîéëôîëëíçôëððððøîîéôìïï÷øîîçôéêï÷èïìôïëê õêûîèöçîøé ÝòÜòÞò Ù®¿²¬ øîîî÷ ðìðèôíëðìðèôíëððððððð ºº±®¼¿¾´» Ø±«·²¹ øîîë÷êçôïèíïôëéððððððïôëéðéðôéëí ß Û²½·²·¬¿ Ø±«·²¹ ß«¬¸±®·¬§ øîîê÷éèôíðèïôîìêôîêçïôîìêôîêçðððððéèôíðè Ø±³» Û²¬·¬´»³»²¬ øîîé÷ðîïïôçîéîïïôçîéðððððð Ù±ª»®²³»²¬ñÛ¼«½¿¬·±²¿´ ß½½» øîîè÷íçíôðîíïíðôèððìçôìîèððððèïôíéîìéìôíçë Î»½§½´·²¹ñÍ±´·¼ É¿¬»ñØØÉ øîîç÷ïôîèçôçéëìïëôîðëìëíôêëìððððøíèôììç÷ïôîëïôëîê »¬ Ú±®º»·¬«®» øîêï÷çðôèçîïôðïìëôðððððððøíôçèê÷èêôçðê ß Í°»½·¿´ Ô¿© Û²º±®½»³»²¬ øÝÑÐÍ÷ øîêî÷ðïððôðððïððôððððððððð Ú»¼»®¿´ Í°»½·¿´ Ô¿© Û²º±®½» øîêí÷ððððððððð ø÷æ÷ðíìï÷îèóïìûùèöçîøé Ð¿®µ ×³°®±ª»³»²¬ Ú»» øîíï÷ïíëôíêîëçôêçìððððøïëðôððð÷øçðôíðê÷ìëôðëê Ð¿®µ ß½¯«··¬·±² Ú»» øîíì÷øïìéôëëç÷ïëçôèîïððððøïððôððð÷ëçôèîïøèéôéíè÷ Ú´±±¼ Ý±²¬®±´ Ú»» øîíî÷ïëôîéééìôîìêððððøëðôððð÷îìôîìêíçôëîí Ì®¿ºº·½ Ó·¬·¹¿¬·±² Ú»» øîíí÷ïôêçðôïéïìçìôìéððððððìçìôìéðîôïèìôêìï Ñ°»² Í°¿½» Ú«²¼ øîíë÷ìôèîêïðôéêíððððøïëôððð÷øìôîíé÷ëèç Î»½®»¿¬·±² Ì®¿·´ Ú»» øîíê÷çôìîïîôéìïðððððîôéìïïîôïêî Ý±³³«²·¬§ Ú¿½·´·¬·» øîíé÷ðïìôîéëððøïìôîéë÷ðððð ×²Ô·»« Ý«®¾ Ù«¬¬»® Í·¼»©¿´µøîíè÷êôîëîêíðððððêíêôíïë ×²Ô·»« Ë²¼»®¹®±«²¼ Ë¬·´·¬·» øîíç÷ëðìôêëììôçíððððððìôçíðëðçôëèì ÎÌÝ×ÐóÎ»¹·±²¿´ ß®¬»®·¿´ Í§¬»³ëðôððïëïôðððëððððððëðôëððïððôëðï Ú·®» Ó·¬·¹¿¬·±² Ú»» øîéî÷ðíçôèçîððøíçôèçî÷ðððð ðóõôèóîõðûîøéùûìóîõøóéèêóùèé Ê·´´¿¹» Ð¿®µ Ó×Ü øîçð÷ïíìôéïïíîôëëêíêôéíëððððøìôïéç÷ïíðôëíî Ê·´´¿²·¬¿ Ó×Ü øîçï÷îîðôéïëîîôëîëïêôççìððððëôëíïîîêôîìê Ý»®®± Í¬®»»¬ Ó×Ü øîçî÷îðçôîêíìðôëéííïôðìíððððçôëíðîïèôéçí Û²½·²·¬¿ Ô·¹¸¬·²¹óÝ·¬§©·¼» øîçë÷îíéôíîêïôïêéôèïðïôîîçôîèìðððøéèôèðð÷øïìðôîéì÷çéôðëî É·®± Ð¿®µ øîçê÷êôéëïïïôðèïïðôìíðððððêëïéôìðî Û²½·²·¬¿ Î¿²½¸ Ü·¬ò øîçé÷èðêôççïêìïôðîîëéïôïèêððððêçôèíêèéêôèîé Ñ°»®¿¬·±² Í«¾¬±¬¿´æîêôéïèôìèíêíôíííôîìêëéôðíëôîìðððøíôççëôìëê÷øíôçððôîïï÷øïôëçéôêêï÷îëôïîðôèîî Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ð®±°®·»¬¿®§ Ú«²¼ èíèûðùóèãåóø÷öçîøé Budget Summary - San Dieguito Water District & Enterprise Funds Fiscal Year 2009-2010 ú×ÕÓÎÎÓÎÕìÊÍÒ×ÙÈ×Ø úÛÐÛÎÙ×óÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØóÎÈ×ÊÖÇÎØùÇÊÊ×ÎÈã×ÛÊ÷ÎØÓÎÕ ûÙÈÇÛÐ èÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉèÊÛÎÉÖ×ÊÉéÇÏÏÛÊÃúÛÐ öçîøîûï÷ÖÇÎØ ê×Æ×ÎÇ×É÷ÄÌ×ÎÉ×ÉíÌ×ÊÛÈÓÎÕíÈÔ×Êø×ÚÈé×ÊÆÓÙ×ùÛÌÓÈÛÐùÍÐ ùÍÐ ûööíêøûúð÷ôíçéóîõéèíùñ Ð¿½·º·½ Ð·²» Ý±²¼±³·²·«³ øëêï÷íéîôëîîîîíôíîíîðïôìèíððððîïôèìðíçìôíêî èíèûðûööíêøûúð÷ôíçéóîõ ðîíèôìððìôîííôèëêððíôççëôìëêððð ø÷úèé÷êæóù÷öçîø ùûêøóööéûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëðï÷êììôéìîìôéïïôìèëîôéêçôèçîðððøïôèçíôèêî÷ìéôéíïêçîôìéí Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëðî÷èôçìêôêíçðïôíèðôïîðððøéïíôèðð÷ïôèçíôèêîøîððôðëè÷èôéìêôëèï Ý¿°·¬¿´ Û¨°¿²·±² øëðí÷øììôëìð÷ëïôîëëðððððëïôîëëêôéïë Ü»¾¬ Í»®ª·½» øëðì÷ðíðôðððéìíôèððððéïíôèððððð Î¿¬» Í¬¿¾·´·¦¿¬·±² øëðê÷ïôîîèôïïîðððððððïôîîèôïïî èíèûðùéøöçîøé ÷îùóîóèûééûîóèûêãøóæóéóíîöçîøé Ñ°»®¿¬·±² øëîï÷íëïôéîðîôéêçôèéëïôìéìôíïçðððøïôîéèôêçê÷ïêôèêðíêèôëèð Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëîî÷ïôçìèôéíçðèçêôðêèðððïôîéèôêçêíèîôêîèîôííïôíêé Ý¿°·¬¿´ Û¨°¿²·±² øëîí÷ïôìíïôíéïííçôêêíðððððííçôêêíïôééïôðíì Î¿¬» Í¬¿¾·´·¦¿¬·±² øëîë÷èçíôéçíðððððððèçíôéçí èíèûð÷éøöçîøé éûîøó÷õçóèíåûè÷êøóéèêóùèöçîøé Ñ°»®¿¬·±² øëíï÷ïôíëðôéêëïêôïêèôëéîïïôëêèôðèëððøïôéíêôéèë÷øîôìëëôçîë÷ìðéôéééïôéëèôëìî Ý¿°·¬¿´ Î»°´¿½»³»²¬ øëíì÷êôðëçôêìðïíðôìéðîôìèçôððððððîôíéëôðîíïêôìçíêôðéêôïíí Ü»¾¬ Í»®ª·½» øëíê÷ðïèôïëðïôéëìôçíëððïôéíêôéèëððð Î»½§½´»¼ É¿¬»® øëíé÷ðêêðôðððêêðôððððððððð Î¿¬» Í¬¿¾·´·¦¿¬·±² øëíë÷ïôéïéôêêìïëôîêîððððèðôçðîçêôïêìïôèïíôèîè èíèûðéøåøöçîøé óîè÷êîûðé÷êæóù÷éöçîøé Ü·¬®·½¬ Í»®ª·½» øêïê÷ðçêîôìïîçêîôìïîðððððð Ú´»»¬ Ó¿·²¬»²¿²½» øêçî÷ðìéíôèððìéíôèðððððððð Ê»¸·½´» Î»°´¿½»³»²¬ øêçí÷ïôððèôêéðïôððëôëèíïôïèìôðððððððøïéèôìïé÷èíðôîëí èíèûðóîè÷êîûðöçîøé èíèûðéûððöçîøé Ì®¿²º»® º®±³ Ý·¬§ Ú«²¼ððøíôççëôìëê÷ Ì±¬¿´ Ý·¬§ ¿²¼ ß´´ Ñ¬¸»® Ú«²¼ëîôêîèôíîðçïôïíïôìçêèéôèîéôðïððððøíôçððôîïï÷øëçëôéîë÷ëîôðíîôëçë City Expenditures by Category - General Fund Only Fiscal Year 2009-2010 - Schedule A $50,808,851 Schedule A Operating Expenditures $46,621,684 Interfund Transfers-Operating 3,449,825 Interfund Transfers-Capital 737,342 Total$50,808,851 Capital Outlay/Debt Personnel Service $23,222,752 $143,812 45.7% 0.3% Transfers-Operating $3,449,825 6.8% Capital Improvement Projects Materials & Supplies $737,342 $763,082 1.5% 1.5% Internal Cost Allocation $1,664,399 3.3% Contracts & Services $20,827,639 41.0% Detail: Contracts & Services Animal Regulation Contract $322,120Community & Senior Center $417,950 Park, Beach & Trails Maintenance $1,402,711Recreation Services $135,120 Street Maintenance/Flood Contracts $385,760StormWater Maintenance/PW $213,403 StormWater Maintenance/Eng $241,089Facility & Site Maintenance $664,121 Fire Dispatch $332,189SD County Sheriff-Law/Traffic Enforcement $11,998,099 Building Services Contract $535,716Outside Planning Services $214,537 Outside Engineering Services $678,789Economic Development $271,600 Legal Services $302,000Miscellaneous Contracts & Services $1,964,410 Comp. Software & Equip.Main/Support $383,890Finance $168,825 Central Services $195,310 City Revenue and Expenditures General Fund Only Fiscal Year 2009-2010 - Schedule A City Revenues: $50,293,189 Sales Tax $9,674,000 19.2% Property Tax Other Taxes $31,849,517 $3,340,243 63.3% 6.6% Investment Earnings $710,670 1.4% Charges for All Other Motor Vehicle Services $1,233,100 Licenses $3,335,659 2.5% $150,000 6.6% 0.3% CityOperatingExpenditures by Dept: $46,621,684 Parks & Engineering Recreation General Services $4,451,246 Government $3,894,215 9.5% $9,542,427 8.4% 20.5% Planning & Public Works Building $2,516,058 $3,255,627 5.4% 7.0% Fire and Marine Law Enforcement Safety Services $12,022,099 $10,940,012 25.8% 23.5% City Expenditures by Category - General Fund Only Fiscal Year 2010-2011 - Schedule A $55,587,547 Schedule A Operating Expenditures $48,252,445 Interfund Transfrs-Operating 3,281,102 Interfund Transfers-Capital 1,054,000 TOTAL $52,587,547 Capital Outlay/Debt Service Personnel $151,088 $23,857,993 0.3% Transfers-Operating 45.4% $3,281,102 6.2% Capital Improvement Projects Materials & Supplies $1,054,000 $766,893 2.0% 1.5% Internal Cost Allocation $1,704,757 3.2% Contracts & Services $21,771,714 41.4% Detail: Contracts & Services Animal Regulation Contract $343,905Community & Senior Center $424,300 Park, Beach & Trail Maintenance $1,439,123Recreation Services $132,020 Street Maintenance/Flood Contracts $385,760StormWater Maintenance/PW $213,403 StormWater Maintenance/Eng $244,409Facility & Site Maintenance $664,338 Fire Dispatch $354,240SD County Sheriff-Law/Traffic Enforcement $12,683,673 Building Services Contract $534,351Outside Planning Services $216,152 Outside Engineering Services $704,147Economic Development $282,600 Legal Services $302,000Miscellaneous Contracts & Services $2,104,558 Comp., Software & Equip. Main/Support $384,300Finance $168,825 Central Services $189,610 City Revenue and Expenditures General Fund Only Fiscal Year 2010-2011 - Schedule A City Revenues: $50,997,845 Sales Tax Property Tax $9,674,000 $32,436,636 19.0% 63.6% Other Taxes $3,391,658 6.7% All Other Investment $1,223,643 Charges for Earnings Motor Vehicle 2.4% Services $710,670 Licenses $3,411,238 1.4% $150,000 6.7% 0.3% CityOperatingExpenditures by Dept: $48,252,445 Public Works Engineering Fire and Marine $2,545,298 Services Safety Services 5.3% $4,056,145 $11,032,807 8.4% 22.9% Parks & Recreation $4,588,433 9.5% Law Enforcement General $12,707,673 Government 26.3% Planning & $9,945,749 Building 20.6% $3,376,340 7.0% Cardiff Sanitary Division Revenues and Expenditures ( Schedule A) Fiscal Year 2009-2010 Revenues Total: $5,063,112 Property Rental Connection Fees $13,803 $85,425 0.3% 1.7% Investment Earnings $185,850 Sewer Service 3.7% Charges $4,778,034 94.4% Expenditures Total: $4,377,969 Administration & Capital Projects Wastewater $1,057,203 Collection 24.1% $2,578,966 58.9% Debt Service $741,800 16.9% Encinitas Sanitary Division Revenues and Expenditures (Schedule A) Fiscal Year 2009-2010 Revenues Total: $2,911,841 Connection Fees $80,400 2.8% Investment Earnings $73,193 2.5% Sewer Service Charges $2,758,248 94.7% Expenditures Total: $2,194,049 FY 1997-98 Expenditures Capital Projects $787,169 35.9% Administration & Wastewater Collection $1,406,880 64.1% Cardiff Sanitary Division Revenues and Expenditures (Schedule A) Fiscal Year 2010-2011 Revenues Total: $4,762,740 Connection Fees Propety Rental $51,255 $13,803 1.1% 0.3% Investment Earnings $185,850 Sewer Service 3.9% Charges $4,541,832 94.8% Expenditures Total: $4,893,812 Capital Projects Administration & $1,380,120 Wastewater 28.2% Collection $2,769,892 56.6% Debt Service $743,800 15.2% Encinitas Sanitary Division Revenues and Expenditures (Schedule A) Fiscal Year 2010-2011 Revenues Total: $3,109,538 Connection Fees $339,663 10.9% Investment Earnings $73,193 Sewer Service 2.4% Charges $2,696,682 86.7% Expenditures Total: $2,370,387 Capital Projects $896,068 37.8% Administration & Wastewater Collection $1,474,319 62.2% This page left intentionally blank Í½¸»¼«´» Þ Ð¿¹» ï ±º ïï Revenue and Expenditure Summary by Fund Source öã öã öã öã öã ø×ÌÈ ïÕÊø×ÌÈ ïÕÊ ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø õíæ÷êîï÷îèûðöçîøé õ÷î÷êûð Î»ª»²«»éíôìéêôêîçëëôçïéôçêðëïôééìôèíðëðôîçíôïèçëðôççéôèìë Û¨°»²¼·¬«®»ìïôíìðôêïèììôïèïôíéçìêôììðôèéììêôêîïôêèììèôîëîôììë Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»íîôïíêôðïïïïôéíêôëèïëôíííôçëêíôêéïôëðëîôéìëôìðð Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼øíìôëïêôîìë÷øïïôèìîôðìé÷øéôíèîôððð÷øìôïèéôïêé÷øìôííëôïðî÷ úÛÐÛÎÙ×ÚÃã×ÛÊ é÷ðöóîéçêûîù÷ Î»ª»²«»çîëôëïêïôîðèôéççèçîôçêëèííôèçêèêðôèíð Û¨°»²¼·¬«®»ïôíîèôðëéïôëèëôîîëïôìðêôéêèïôëíèôîèêïôëëíôèðè Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»øìðîôëìï÷øíéêôìîê÷øëïíôèðí÷øéðìôíçð÷øêçîôçéè÷ Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼éêðôîîêêïïôïìîëííôèðíìððôðððíððôððð úÛÐÛÎÙ×ÚÃã×ÛÊ éì÷ùóûðìêíò÷ùèéöçîø 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ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø ûööíêøûúð÷ôíçéóîõéèíùñ ûööíêøûúð÷ôíçéóîõéèíùñ Î»ª»²«»ïïìôèïëîîíôìïèîíéôïíìîîíôíîíîîíôíîí Û¨°»²¼·¬«®»îíçôèéîîìîôëëìïçêôðêíïççôëêíîðïôìèí Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»øïîëôðëé÷øïçôïíê÷ìïôðéïîíôéêðîïôèìð Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ïïïôëïèïíîôðððððð úÛÐÛÎÙ×ÚÃã×ÛÊ ø÷úèé÷êæóù÷öçîø ø÷úèé÷êæóù÷öçîø Î»ª»²«»îìëôéíìîîìôðîðíîîôíððîììôìððîíèôìðð Û¨°»²¼·¬«®»íôîéçôêèííôèîëôíîïìôìêçôêìíìôîèèôíïðìôîííôèëê Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»øíôðííôçìç÷øíôêðïôíðï÷øìôïìéôíìí÷øìôðìíôçïð÷øíôççëôìëê÷ Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼íôéïçôëçêíôíííôîèíìôïìéôíìíìôðìíôçïðíôççëôìëê úÛÐÛÎÙ×ÚÃã×ÛÊ Í½¸»¼«´» Þ Ð¿¹» ïð ±º ïï ê×Æ×ÎÇ×ÛÎØ÷ÄÌ×ÎØÓÈÇÊ×éÇÏÏÛÊÃÚÃöÇÎØéÍÇÊÙ× öã öã öã öã öã ø×ÌÈ ïÕÊø×ÌÈ ïÕÊ ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø óîè÷êîûðé÷êæóù÷öçîøé øóéèêóùèé÷êæóù÷é Î»ª»²«»éçèôëêçèííôéçíèìîôéíéèëìôíïïçêîôìïî Û¨°»²¼·¬«®»éçèôîèïèííôéçíèìîôéíéèëìôíïïçêîôìïî Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»îèèðððð Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ððððð úÛÐÛÎÙ×ÚÃã×ÛÊ öð÷÷èïûóîè÷îûîù÷ Î»ª»²«»íëíôçïèìçïôçèíëíêôìðîìëîôìíçìéíôèðð Û¨°»²¼·¬«®»íëíôèíðìçïôçèìëíêôìðîìëîôìíçìéíôèðð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»èèøï÷ððð Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ððððð úÛÐÛÎÙ×ÚÃã×ÛÊ æ÷ôóùð÷ê÷ìðûù÷ï÷îè Î»ª»²«»èîéôççèëîìôíèèìëèôëççîìèôèèêïôððëôëèí Û¨°»²¼·¬«®»ëèïôîíðëïðôííéëððôðððçïðôðëèïôïèìôððð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»îìêôéêèïìôðëïøìïôìðï÷øêêïôïéî÷øïéèôìïé÷ Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ððððð úÛÐÛÎÙ×ÚÃã×ÛÊ Í½¸»¼«´» Þ Ð¿¹» ïï ±º ïï ê×Æ×ÎÇ×ÛÎØ÷ÄÌ×ÎØÓÈÇÊ×éÇÏÏÛÊÃÚÃöÇÎØéÍÇÊÙ× öã öã öã öã öã ø×ÌÈ ïÕÊø×ÌÈ ïÕÊ ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø ÷îùóîóèûééûîóèûêãøóæóéóíî ûððöçîøé Î»ª»²«»îôèêîôïêìíôðéðôíëíîôéíîôèîìîôçïïôèìïíôïðçôëíè Û¨°»²¼·¬«®»îôîíëôîëîîôîçëôëíðîôîîïôíèðîôïçìôðìçîôíéðôíèé Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»êîêôçïîééìôèîíëïïôìììéïéôéçîéíçôïëï Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ððððð úÛÐÛÎÙ×ÚÃã×ÛÊ ùûêøóööéûîóèûêãøóæóéóíî ûððöçîøé Î»ª»²«»ëôíèðôçïîêôïïðôðíðëôíïêôîîîëôðêíôïïîìôéçîôéìð Û¨°»²¼·¬«®»ìôçëíôçìðìôïçïôîíêìôïëîôíðçìôíééôçêçìôèçíôèïî Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»ìîêôçéîïôçïèôéçìïôïêíôçïíêèëôïìíøïðïôðéî÷ Ì®¿²º»® º®±³ ±®ø¬±÷ Ñ¬¸»® Ú«²¼ððððð úÛÐÛÎÙ×ÚÃã×ÛÊ City Revenues - All Revenue Sources Schedule A FY2009-10 TOTAL REVENUE: $73,655,912 CSD & ESD Internal Service Operating Funds Funds $7,779,128 $1,555,636 Affordable 10.6% 2.1% Self-Insurance Housing Stock Development $833,896 $223,323 Impact Grant Funds 1.1% 0.3% $1,512,051 $3,320,846 2.1% 4.5% Infrastructure Civic Center Funds Imprv/EPFA $3,451,732 $1,309,400 4.7% 1.8% Miscellaneous Lighting & Gov't Funds Landscape $1,475,721 $1,900,990 2.0% 2.6% General Fund $50,293,189 68.3% Detail: General Fund Property Tax $31,849,517Sales Tax $9,674,000 Other Taxes $3,340,243Investment Earnings $710,670 Motor Vehicle Licenses $150,000Charges for Services $3,335,659 All Other $1,233,100 City Revenues - All Revenue Sources Schedule A FY2010-11 TOTAL REVENUE: $73,718,124 Internal Service CSD & ESD Grant Funds Funds Operating Funds $2,515,135 $2,441,795 $7,481,360 3.4% 3.3% 10.1% Affordable Infrastructure Development Housing Stock Funds Impact Self-Insurance $223,323 $3,561,978 $911,895 $860,830 0.3% 4.8% 1.2% 1.2% Miscellaneous Gov't Funds Civic Center $1,499,996 Imprv/EPFA 2.0% $1,308,400 1.8% Lighting & Landscape $1,915,567 2.6% General Fund $50,997,845 69.2% Detail: General Property Tax $32,436,636Sales Tax $9,674,000 Other Taxes $3,391,658Investment Earnings $710,670 Motor Vehicle Licenses $150,000Charges for Services $3,411,238 All Other $1,223,643 This page left intentionally blank Schedule C-1 õ×Î×ÊÛÐöÇÎØ÷ÄÌ×ÎØÓÈÇÊ×ÉÚÃøÓÆÓÉÓÍÎöÓÉÙÛÐã×ÛÊÉ öã öã öã öã öã öã ûØÒÇÉÈ×Øø×ÌÈ ïÕÊø×ÌÈ ïÕÊ ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØÛÈã×ÛÊ÷ÎØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø õ×Î×ÊÛÐõÍÆ×ÊÎÏ×Î È ððîðÝ±³³«²·¬§ Ð®±¶»½¬ìêôêððëëôëððêðôðððêðôðððëìôðððëìôððð ïïïðÔ»¹·´¿¬·ª»ñÝ·¬§ Ý±«²½·´îèëôìçëíðçôïíîíèéôéîéíìëôíèéíêíôêêîíèçôèéè ïîïðÝ·¬§ Ó¿²¿¹»ëìïôèëïëíçôèêëêéêôìêçêêéôêðçêêéôìëïéïíôðéë ® ïîïï®¬ ß¼³·²·¬®¿¬·±²ïðìôïîçïïëôðêëïíéôðìïïíëôéìïïíèôëéïïìèôïèë ß ïîïëÛ½±²±³·½ Ü»ª»´±°³»²îðïôíêëîèêôðìëîçîôðððîçîôðððîéïôêððîèîôêðð ¬ ïîîðØ«³¿² Î»±«®½»éëïôìéðéêïôçìçèîéôçîêéêëôéçéèìïôêëëèêèôìíç ïîíðÔ·¾®¿®§ Ñ°»®¿¬·±²îçôîçéïðôîééîíôïððèôïðððð ïîëð×²º±®³¿¬·±² Ì»½¸²±´±¹ïôïíèôîëéïôïïêôíèëïôîèðôìèìïôîêéôìîêïôïçðôíéîïôîîëôïîç § ïîëëÙ»±ò ×²ºò Í§¬»³ìéìôïèíëìîôðèëêéèôïðèêéìôïðèêðíôçêëêííôçíê ïíïðÝ·¬§ Ý´»®µìèêôìîêìèíôçèéëîðôîëéëïèôéëéëíçôïííëëèôëïè ïíïïÛ´»½¬·±²ïêôçíïîçôðêçëçôïîëëçôïîëðíîôïðð ïìïðÔ»¹¿´ Í»®ª·½»îíèôîðçíçèôíéïíðìôðððíðìôðððíðìôðððíðìôððð ïëïðÚ·²¿²½·¿´ Í»®ª·½»ïôìïìôïîíïôëððôîîéïôëçëôéééïôëíìôêððïôíëêôêèêïôìïíôïíê ïëêðÝ»²¬®¿´ Í»®ª·½»íéèôèïííèéôèïëììîôêìçìïîôéìçíêçôçíííêêôîëê ïëêïÒ±²óÜ»°¿®¬³»²¬¿´îôîíîôëëéîôëïèôïðíîôèëëôðçêîôèëëôðçêîôèìïôíççîôçëêôìçé èííçéðêçðëíèéëïðïíçéëçççððìçëçëìîìîéççìëéìç ôôôôôôôôôôôô ìÐÛÎÎÓÎÕúÇÓÐØÓÎÕ îððëÝ«¬±³»® Í»®ª·½» ß¼³·²·¬®¿¬·±²ëêêôëèïêëëôííçêçîôïêêêèêôèïêéèìôíèêèîçôèîí îðïðÝ«®®»²¬ Ð´¿²²·²¹çïìôðêðçðìôçéëïôðëðôçðîçîêôíéïééðôîçìèðïôêêð îðïëÝ«®®»²¬ Ð´¿²²·²¹ ß°°´·½¿²¬ Ü»°±îïëôçîîîêèôëèïîððôðððîððôðððïððôëððïððôëðð îðîð¼ª¿²½»¼ Ð´¿²²·²¹ìðîôíéðìêîôêðêëðèôíðèëðéôîéèëìêôïîêëéìôìíê ß îðíðÝ±¼» Û²º±®½»³»²ìïêôðëììíçôíëêììçôïíìììíôëèììíçôìéîìëîôîìé ¬ îðìðÞ«·´¼·²¹ Í»®ª·½»ïôîêéôééîïôîèçôìîçïôïìçôéçëêëðôéíêêïìôèìçêïéôêéì íôéèîôéëçìôðîðôîèêìôðëðôíðëíôìïìôéèëíôîëëôêîéíôíéêôíìð ÇÙÛ×ÃÛÅÎÍÊÙ×Ï×Î ìÚÐÓéÖÈð÷ÖÈ íðïðÔ¿© Û²º±®½»³»²èôïîìôèððéôêïðôèèìïïôèêìôììîïïôìéçôììîïïôççèôðççïîôêèíôêéí ¬ íðîðÌ®¿ºº·½ Û²º±®½»³»²îôîîçôèëêíôïéíôêèçðððð ¬ íðîïÐ¿®µ·²¹ Û²º±®½»³»²ïçôíîîîçôëìîîçôíêëîèôðïëîìôðððîìôððð ¬ ïðôíéíôçéèïðôèïìôïïëïïôèçíôèðéïïôëðéôìëéïîôðîîôðççïîôéðéôêéí ìÇÚÐÓÙéÛÖ×ÈÃöÓÊ×ïÛÊÓÎ×éÛÖ×ÈÃé×ÊÆÓÙ×É íëïðÚ·®» ß¼³·²·¬®¿¬·±²ìëðôìéîìéèôíçíëðëôëèðëðîôèîðëïêôéèîëíçôëîï Ú·®» Ñ°»®¿¬·±² ú Í«°°±®¬ Íª½ò íëîðéôçïçôíèëéôçìëôîçèèôëíéôðìçèôìðíôîèïèôêçïôëðçèôéîêôíðî íëíðÔ± Ð®»ª»²¬·±² ¿²¼ Ð´¿²²·²¹êëëôêçïêíîôçëðéðîôëìíêêçôîéêêçìôêéééíïôìïç íëìðÜ·¿¬»® Ð®»°¿®»¼²»ïíéôçëïïëðôëèëïêðôîéðïëíôèðèïêðôîçïïéèôðíë íëëðÓ¿®·²» Í¿º»¬§ Í»®ª·½»êçïôêéëéíéôïçîèïêôêííèïîôìðîèéêôéëíèëéôëíð çôèëëôïéìçôçììôìïèïðôéîîôðéëïðôëìïôëèéïðôçìðôðïîïïôðíîôèðé ÇÙÍÊÉ ìÚÐÓåÑ ìðïð¼³·²·¬®¿¬·±²ççôêîêïëíôìëíîêìôïçíîëìôðððîêïôêêïîëèôëèî ß ìðîðÛ³»®¹»²½§ Ú´±±¼ Ý±²¬®±´ðíêôíëìêðôðððêðôððððð ìðìðÍ¬®»»¬ Ó¿·²¬»²¿²½»ìëîôëïêëðèôíððëëèôèïêëëèôèïêëïîôèèîëîíôîíç ìðìëÚ¿½·´·¬§ Ó¿·²¬»²¿²½»óß´´ Ñ¬¸»®êïçôèêèìéèôðêéìîéôëðèìîéôëðèíïîôëèèíðçôéðë ìðìêÚ¿½·´·¬§ Ó¿·²¬»²¿²½»óÚ·®» Í¬¿¬·±²ðïíçôîéïïìéôíçïïìéôíçïïêëôïîèïêéôððé ìðìéÚ¿½·´·¬§ Ó¿·²¬»²¿²½»óÐÉ Ç¿®¼ðéêôçðéïðêôíîìïðêôíîìîïêôíðîîðìôìêé ìðìèÚ¿½·´·¬§ Ó¿·²¬»²¿²½»óÔ·¾®¿®ðïîèôêðîîééôíìçîééôíìçîéïôîíïîééôïðì § ìðëðóëëÍ¬±®³©¿¬»® Ó¿·²¬»²¿²½» Ü·ª··±êôêçéìîíôçììêíïôéïçêíïôéïçêìïôîèêêêèôëéî ï² ìðëëóëëÍ¬±®³©¿¬»® Ú´±±¼ Ý±²¬®±´ðïíèôëêïïçðôééêïçðôééêïíìôçèðïíêôêîî ï ïôïéèôéðéîôðèíôìëçîôêêìôðéêîôêëíôèèíîôëïêôðëèîôëìëôîçè ÷ÎÕÓÎ××ÊÓÎÕ êðïðÝ·¬§ Û²¹·²»»®·²¹ îôíëêôëðçîôêéðôðîîîôéðéôëèðîôêðîôëéïîôìíéôììïîôëîìôìçí êðîðÌ®¿ºº·½ Û²¹·²»»®·²¹êêèôêçïêéêôêççéíðôíèíéîíôèèíéíïôîîìééìôðíè êðëðÍ¬±®³©¿¬»® ß¼³·²·¬®¿¬·±²êïéôééìêîëôëîðêçêôíðíêçëôðèééîëôëëðéëéôêïì íôêìîôçéìíôçéîôîìïìôïíìôîêêìôðîïôëìïíôèçìôîïëìôðëêôïìë ìÛÊÑÉê×ÙÊ×ÛÈÓÍÎ éðïð¼³·²·¬®¿¬·±²ëïïôïïçëðèôçìéëìíôíëèëïëôîííëðéôïéçëîëôîèí ß éðîðÐ¿®µ Ó¿·²¬»²¿²½»ïôïçìôèèëïôïçéôîêèïôîêðôîëêïôîìëôîëêïôîìêôèîíïôîèïôíëë éðíðÞ»¿½¸ Í»®ª·½»ìèçôïëíëïéôèëçìéðôçðêìêðôçðêìçéôïéìëðçôçðç éðííÎ»½®»¿¬·±²¿´ Ì®¿·´ïïçôèïíïïïôíïêïíðôíëîïîëôíëîïðêôïðëïðèôìðé éðìðÎ»½®»¿¬·±² Í»®ª·½»ëðïôççéêïçôééïêëçôîïðêìèôèïðêîçôðêéêììôèèî éðììÝ±³³«²·¬§ ú Í»²·±® Ý»²¬»ïôðéèôèêèïôðêìôéèíïôðçëôíçìïôðçðôíçìïôïìîôééèïôïéìôêçî ® éðëð²·³¿´ Î»¹«´¿¬·±²îéïôìèëîéíôðìïíïëôïéëíïëôïéëíîîôïîðíìíôçðë ß ìôïêéôíîðìôîçîôçèëìôìéìôêëïìôìðïôïîêìôìëïôîìêìôëèèôìíí ìïôíìðôêïèììôïèïôíéçìèôðéèôçíçìêôììðôèéììêôêîïôêèììèôîëîôììë Operating Expenditures by Department All Funding Sources - Schedule A (Includes City and Internal Service Funds) Fiscal Year 2009-2010 General Government Parks & Recreation $11,171,259 $5,823,384 Engineering 17.9% 9.3% Services $6,039,163 9.7% Planning & Building $5,542,054 8.9% All Funding Sources Public Works $10,809,724 17.3% Law Enforcement Fire & Marine $12,205,211 Safety Services 19.5% $10,940,012 17.5% General Government$11,171,259 Planning & Building$5,542,054 Law Enforcement$12,205,211 Fire and Lifeguard Services$10,940,012 Public Works*$10,809,724 Engineering Services$6,039,163 Parks & Recreation$5,823,384 $62,530,807 *Public Works Department includes Internal Service Fund expenditures of $2,216,808. The Encinitas Sanitary Division and Cardiff Sanitary Division operating expenditure plans of $1,406,880 and $2,578,966 respectively. Operating Expenditures by Department All Funding Sources - Schedule A (Includes City and Internal Service Fund) Fiscal Year 2010-2011 General Parks & Recreation Government $5,980,556 $11,548,985 9.3% Engineering 18.0% Planning & Building Services $5,444,368 $6,227,072 8.5% 9.7% All Funding Sources Public Works $11,054,184 17.2% Law Enforcement Fire & Marine $12,812,673 Safety Services 20.0% $11,032,807 17.2% General Government$11,548,985 Planning & Building$ 5,444,368 Law Enforcement$12,812,673 Fire and Lifeguard Services$11,032,807 Public Works*$11,054,184 Engineering Services$ 6,227,072 Parks & Recreation$ 5,980,556 $64,100,645 *Public Works Department includes Internal Service Fund expenditures of $2,620,212. The Encinitas Sanitary Division and Cardiff Sanitary Division operating expenditure plans of $1,474,319 and $2,769,892 respectively. This page left intentionally blank Í½¸»¼«´» Ý Ð¿¹» ï ±º ë Citywide Summary of Expenditures and Personnel ÚËÒÜæ øïðï÷ õ÷î÷êûðöçîø ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ÐÛÎÍÑÒÒÛÔ îðôðëðôíëè îïôééìôëíè îíôîïìôïëê îíôîîîôéëî îíôèëéôççí ÓßÌÛÎ×ßÔÍ ßÒÜ ÍËÐÐÔ×ÛÍ èìðôéëï çïðôðëê çìïôçêï éêíôðèî éêêôèçí ÝÑÒÌÎßÝÌÍ ßÒÜ ÍÛÎÊ×ÝÛÍ ïèôïìëôçêè ïçôêçíôíçî îïôçêðôîíë îðôèîéôêíç îïôééïôéïì ×ÒÌÛÎÒßÔ ÝÑÍÌ ßÔÔÑÝßÌ×ÑÒ ïôìîïôëèì ïôêïíôïéî ïôêéêôëðð ïôêêìôíçç ïôéðìôéëé ÝßÐ×ÌßÔ ÑËÌÔßÇ èèïôçëé ïçðôîîï îèðôííé ïìíôèïî ïëïôðèè ìïôíìðôêïè ììôïèïôíéç ìèôðéíôïèçìêôêîïôêèììèôîëîôììë Ý×ÌÇÉ×ÜÛ ÐÛÎÍÑÒÒÛÔ ÜÛÌß×Ô øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ý×ÌÇÉ×ÜÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬ ïèéòêí ïçðòìè ïçðòìè ïèèòêè ïèèòêè Í½¸»¼«´» Ý Ð¿¹» î ±º ë Citywide Summary of Expenditures and Personnel ÚËÒÜæ øêïê÷ øóéèêóùèé÷êæóù÷é ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ÐÛÎÍÑÒÒÛÔ êïíôïìç êîêôíêè êèíôðêééïîôðîëéíçôêéð ÓßÌÛÎ×ßÔÍ ßÒÜ ÍËÐÐÔ×ÛÍ îçôèçï îçôèéç íéôéððíîôêêëíîôïêë ÝÑÒÌÎßÝÌÍ ßÒÜ ÍÛÎÊ×ÝÛÍ ìïôíçð ììôëðè ëéôððçëîôêèìëíôêìð ×ÒÌÛÎÒßÔ ÝÑÍÌ ßÔÔÑÝßÌ×ÑÒïïðôêèðïîçôèîéêïôéïìëíôêçðïííôêçð ÝßÐ×ÌßÔ ÑËÌÔßÇ íôïéï íôîïï íôîìéíôîìéíôîìé éçèôîèï èííôéçí èìîôéíéèëìôíïïçêîôìïî Ý×ÌÇÉ×ÜÛ ÐÛÎÍÑÒÒÛÔ ÜÛÌß×Ô øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ý×ÌÇÉ×ÜÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬ êòêë êòêë êòêë êòéð êòéð Í½¸»¼«´» Ý Ð¿¹» í ±º ë Citywide Summary of Expenditures and Personnel ÚËÒÜæ øïìê÷ ê÷ùê÷ûèóíîìêíõêûïéöçîø ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ÐÛÎÍÑÒÒÛÔíëëôêíïíçèôëçèììçôíèììééôïìçìçìôééç ÓßÌÛÎ×ßÔÍ ßÒÜ ÍËÐÐÔ×ÛÍïìçôéìçïïëôïðîïîèôðððïîèôçððïîèôçðð ÝÑÒÌÎßÝÌÍ ßÒÜ ÍÛÎÊ×ÝÛÍëëðôíëëêíéôèíëêëèôëëîêëêôççìêëíôèçì ×ÒÌÛÎÒßÔ ÝÑÍÌ ßÔÔÑÝßÌ×ÑÒèìôìëðïíîôðïìïííôîëîïðçôðçëïïìôëëð ÝßÐ×ÌßÔ ÑËÌÔßÇëððèôìêððð ïôïìðôîíëïôîèíôëìçïôíééôêìèïôíéîôïíèïôíçîôïîí Ý×ÌÇÉ×ÜÛ ÐÛÎÍÑÒÒÛÔ ÜÛÌß×Ô øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ý×ÌÇÉ×ÜÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬îòîðíòîðíòððíòððíòðð Í½¸»¼«´» Ý Ð¿¹» ì ±º ë Citywide Summary of Expenditures and Personnel ÚËÒÜæ øîîç÷ ê÷ùãùðóîõ éíðóøåûéè÷ ôíçé÷ôíðøôûâûêøíçéåûéè÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ÐÛÎÍÑÒÒÛÔïîíôçïéïîðôïðèïîìôçèçïðèôîéðïïîôïðî ÓßÌÛÎ×ßÔÍ ßÒÜ ÍËÐÐÔ×ÛÍíîêïëôìçëïëôðððïïôðððïïôððð ÝÑÒÌÎßÝÌÍ ßÒÜ ÍÛÎÊ×ÝÛÍíîðôëéçíîïôêíïíéîôèêðîçìôìçèîçìôîíð ×ÒÌÛÎÒßÔ ÝÑÍÌ ßÔÔÑÝßÌ×ÑÒîèôíêêìïôïéííçôçìéíìôëçîíêôíîî ÝßÐ×ÌßÔ ÑËÌÔßÇððððð ìéíôïèèìçèôìðéëëîôéçêììèôíêðìëíôêëì Ý×ÌÇÉ×ÜÛ ÐÛÎÍÑÒÒÛÔ ÜÛÌß×Ô øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ý×ÌÇÉ×ÜÛ ÍËÓÓßÎÇß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬ðòêððòèððòèððòéððòéð Í½¸»¼«´» Ý Ð¿¹» ë ±º ë Citywide Summary of Expenditures and Personnel ÞÇ ÚËÒÜ ÍÑËÎÝ Û All remaining operating funds contain only one department resulting in a repetition of financial figures located in the "Expenditure Plan" section of the Budget document (Chapter ìô Expenditure Detail). Please refer to the Table of Contents to locate financial data for the following funds: ÍÛÔÚó×ÒÍËÎßÒÝÛ ÚËÒÜ øïïí÷ ÙßÍ ÌßÈ øîðï÷ ÝÑßÍÌßÔ ÆÑÒÛ ÓßÒßÙÛÓÛÒÌ ÚËÒÜ øîïð÷ ßÜÊßÒÝÛÜ ÐÔßÒÒ×ÒÙ ßÒÜ ØÑËÍ×ÒÙ øîîîô îîëô îîêô îîéô ëêï÷ ÙÑÊÛÎÒÓÛÒÌñÛÜËÝßÌ×ÑÒ ßÝÝÛÍÍ ÚËÒÜ øîîè÷ ßÍÍÛÌ ÚÑÎÚÛ×ÌËÎÛ øîêï÷ ÍËÐÐÔÛÓÛÒÌßÔ ÔßÉ ÛÒÚÑÎÝÛÓÛÒÌ ÚËÒÜ øîêî÷ ÚÛÜÛÎßÔ ÍÐÛÝ×ßÔ ÔßÉ ÛÒÚÑÎÝÛÓÛÒÌ ÚËÒÜ øîêí÷ Ê×ÔÔßÙÛ ÐßÎÕ ÓËÒ×Ý×ÐßÔ ×ÓÐÎÑÊÛÓÛÒÌ Ü×ÍÌÎ×ÝÌ øîçð÷ Ê×ÔÔßÒ×ÌßÍ ÎÑßÜ ÓËÒ×Ý×ÐßÔ ×ÓÐÎÑÊÛÓÛÒÌ Ü×ÍÌÎ×ÝÌ øîçï÷ ÝÛÎÎÑ ÍÌÎÛÛÌ ÓËÒ×Ý×ÐßÔ ×ÓÐÎÑÊÛÓÛÒÌ Ü×ÍÌÎ×ÝÌøîçî÷ ÛÒÝ×Ò×ÌßÍ Ô×ÙØÌ×ÒÙ ßÒÜ ÔßÒÜÍÝßÐÛóÝ×ÌÇÉ×ÜÛ øîçë÷ É×ÎÑ ÐßÎÕ øîçê÷ ÛÒÝ×Ò×ÌßÍ Ô×ÙØÌ×ÒÙ ßÒÜ ÔßÒÜÍÝßÐÛóÆÑÒÛ Ø øÛÒÝ×Ò×ÌßÍ ÎßÒÝØ÷ øîçé÷ ÜÛÞÌ ÍÛÎÊ×ÝÛ ÚËÒÜ øíîï÷ ÝßÎÜ×ÚÚ ÍßÒ×ÌßÌ×ÑÒ Ü×Ê×Í×ÑÒ øëðï÷ ÛÒÝ×Ò×ÌßÍ ÍßÒ×ÌßÎÇ Ü×Ê×Í×ÑÒ øëîï÷ ÚßÝ×Ô×ÌÇñÚÔÛÛÌ Óß×ÒÌÛÒßÒÝÛ øêçî÷ ÊÛØ×ÝÔÛ ÎÛÐÔßÝÛÓÛÒÌ øêçí÷ This page left intentionally blank Í½¸»¼«´» Ü Interfund Transfer Schedule - City Funds Fiscal Years 2009-10 and 2010-11 ÚËÒÜ ÚÎÑÓÚËÒÜ ÌÑÓÑËÒÌÐËÎÐÑÍÛ ß ÚÇîððçóïðÚÇîðïðóïï Ù»²»®¿´ øïðï÷Í»´ºó×²«®¿²½» 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Ó¿¬»® Ð´¿² ×³°´»³»²¬¿¬·±²ëìíôêëîëëçôçêî íÛÍÜ Í¸¿®» ±º Þ¿¬·¯«·¬± Ð«³° Í¬¿¬·±²ëðôðððëðôððð éèéôïêçèçêôðêè èíèûð éÛÎøÓ×ÕÇÓÈÍåÛÈ×ÊøÓÉÈÊÓÙÈíÌ×ÊÛÈÓÎÕöÇÎØ ÷ÄÌÛÎÉÓÍÎöÇÎØ ê×ÌÐÛÙ×Ï×ÎÈöÇÎØ êÛÈ× éÈÛÚÐÓÂÛÈÓÍÎöÇÎØ ø×ÚÈé×ÊÆÓÙ× ê×ÙÃÙÐ×ØåÛÈ×Ê ïÞ¿¼¹»® Ð´¿²¬ Ó·½»´´¿²»±« ×³°®±ª»³»²¬ìðôðððìðôððð îÜ®±«¹¸¬ ß´´±½¿¬·±² Í¬«¼§ øÉ±®µ Ð®±¶»½¬÷éëôðððð íÚ·®» Ø§¼®¿²¬ ×²¬¿´´¿¬·±²éëôðððéëôððð ìÌ®¿²³··±² Ô·²» Ó±¬±®·¦»¼ ß½¬«¿¬±®ïððôðððïððôððð ëÉ¿¬»® Ü·¬®·¾«¬·±² Ô·²» Ë°¹®¿¼»íëðôðððíëðôððð êÉ¿¬»® Ó¿¬»® Ð´¿²êðôðððð éÉ¿¬»® Ê¿´ª» Î»°´¿½»³»²¬îëðôðððîëðôððð èÉ¿¬»® Î¿¬» Í¬«¼§ Ë°¼¿¬» øÉ±®µ Ð®±¶»½¬÷éëôðððð çÓ»¬»® Î»°´¿½»³»²¬ ¿²¼ ß«¬±³¿¬·±² ø××÷ïððôðððïððôððð ïðÞ¿¼¹»® Ó¿¬»® Ð´¿² Ð®±¶»½¬ëëðôðððïôìëðôððð ïïÞ¿¼¹»® Ó¿¬»® Ð´¿²ðïîìôððð ïîß²±¼» Þ»¼ Î»°´¿½»³»²¬ïêëôðððð ïôèìðôðððîôìèçôððð èíèûð çôëïçôçïçèôêêëôíçç éçúèíèûðéöíêûððìêíò÷ùèé ´» ÛÍÜñÝÍÜñÍÜÉÜøíôêèìôíéï÷øìôéêëôïèè÷ ëôèíëôëìèíôçððôîïï èíèûðéöíêûððìêíò÷ùèé Í½¸»¼«´» ßùëôèíëôëìèíôçððôîïï Capital Expenditures by Category All Funding Sources Fiscal Year 2009-2010 Consultant Services & Return to Studies General Fund $2,066,733 $(1,950,000) Street & Road Drainage 15.4% 14.5% Projects Projects $1,630,000 $250,000 12.1% 1.9% Wastewater Projects $1,844,372 13.7% Public Facility Projects Water Projects Park and Beach $204,000 $4,334,814 Projects 1.5% 32.3% $1,140,000 8.5% Funding Source Included in Schedule A's General Fund (101)$ 737,342 Civic Center Improvement (152) 170,000 Grants (203) 950,000 Transnet Fund (204) 2,130,000 Coastal Zone Mgmt Fund (210) 204,591 CDGB (222) 504,814 Park Development Fees (231) 150,000 Park Acquisition Fees (234) 100,000 Flood Control Fees (232) 50,000 Traffic Mitigation Fees (233) 750,000 Open Space Fees (235) 10,000 Encinitas Lighting/Citywide (295) 78,800 Sub-Total - City Schedule A$ 5,835,547 Cardiff Sanitary Division (502/503) 1,057,203 Encinitas Sanitary Division (522) 787,169 San Dieguito Water District (534) 1,840,000 Total Projects - Schedule A$ 9,519,919 Capital Expenditures by Category All Funding Sources Fiscal Year 2010-2011 Drainage Consultant Projects Services & $250,000 Studies 2.9% $1,010,211 Wastewater Street & Road 11.7% Projects Projects $2,276,188 $2,050,000 26.3% 23.7% Public Facility Park and Beach Water Projects Projects Projects $2,489,000 $175,000 $415,000 28.7% 2.0% 4.8% Funding Source Included in Schedule A's General Fund (101)$ 1,054,000 Civic Center Improvement (152) 175,000 Grants (203) 850,000 Transnet (204) 1,200,000 Coastal Zone Mgmt Fund (210) 227,411 Park Development Fees (231) 150,000 Park Acquisition Fees (234) 100,000 Flood Control Fees (232) 50,000 Open Space Fees (235) 15,000 Encinitas Lighting/Citywide (295) 78,800 Sub-Total - City Schedule A$ 3,900,211 Cardiff Sanitary Division (502) 1,380,120 Encinitas Sanitary Division (522) 896,068 San Dieguito Water District (534) 2,489,000 Total Projects - Schedule A$ 8,665,399 Í½¸»¼«´» Û Internal Service Fund Types Fiscal Years 2009-10 & 2010-11 ß² ·²¬»®²¿´ »®ª·½» º«²¼ · «»¼ ¬± ¿½½±«²¬ º±® ¬¸» º·²¿²½·²¹ ±º ¹±±¼ ¿²¼ »®ª·½» °®±ª·¼»¼ ¾§ ±²» 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Ð®±¹®¿³ Ò ß·¬¿²¬ ¬± ·²½®»¿» òçë ¬± ïòð ÚÌÛ Department Personnel Summary - Fiscal Years 2006-07 through 2010-11 FY 09-10FY 10-11 FY 06-07FY 07-08FY 08-09Dept/MgrDept/Mgr DEPARTMENT/POSITIONApprovedpprovedpproved ProposedProposed AA ENGINEERING Ý·¬§ Ü»°¿®¬³»²¬ Ü·®»½¬±®ñ Ý·¬§ Û²¹·²»»®ïòððïòððïòððïòððïòðð Ü»°«¬§ Ý·¬§ Û²¹·²»»® ïòððïòððïòððïòððïòðð Í»²·±® Û²¹·²»»®íòððíòððíòððíòððíòðð Í»²·±® Ó¿²¿¹»³»²¬ ß²¿´§¬ïòððïòððïòððïòððïòðð Ð®±¹®¿³ ß¼³·²·¬®¿¬±® øÝ´»¿² É¿¬»®ñ Í¿²¼÷ïòðððòðððòðððòðððòðð ï ðòððïòððïòððïòððïòðð Ð®±¹®¿³ ß¼³·²·¬®¿¬±® øÝ´»¿² É¿¬»® ÷ ï ðòðððòçððòçððòçððòçð Ð®±¹®¿³ ß¼³·²·¬®¿¬±® øÝ±¿¬¿´ Æ±²» ÷ Û²¹·²»»® ×ô ×× êòððêòððêòððêòððêòðð Û²¹·²»»®·²¹ Í°»½·¿´·¬ ×ô ××ô ×××êòððêòððêòððêòððêòðð Í«°»®·²¬»²¼»²¬ øÐ«¾´·½ É±®µ÷ðòïððòïððòïððòïððòïð Ð¿®µ ¿²¼ Þ»¿½¸ Í«°»®ª·±® ×ô ××ðòèîðòèîðòèîðòèîðòèî Ý±³³»®½·¿´ Í¬±®³©¿¬»® ×²°»½¬±® ¬± Ðò Éòïòðððòðððòðððòðððòðð ï ïòððíòððíòððíòððíòðð Í¬±®³©¿¬»® Û²ª·®±²³»²¬¿´ Í°»½ò ×ô ××ô ××× Ü»°¬ò ß¼³·²·¬®¿¬·ª» Í«°°±®¬ Ý±±®¼·²¿¬±®ïòððïòððïòððïòððïòðð ï 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×ñ××ñ×××ïòððïòððïòððïòððïòðð Ü»°¿®¬³»²¬ ß¼³·²·¬®¿¬·ª» Í«°°±®¬ Ý±±®¼·²¿¬±®ïòððïòððïòððïòððïòðð Ð®±¹®¿³ ß·¬¿²¬ ×ñ××ñ×××ïòððïòððïòððïòððïòðð Î»½®»¿¬·±² Í«°»®ª·±® ×ñ××íòððíòððíòððíòððíòðð Î»½®»¿¬·±² Ô»¿¼»® ðòîððòîððòðððòðððòðð Ý±³³«²·¬§ ú Í»²·±® Ý»²¬»® Ô±½¿¬·±² Ý±³³«²·¬§ Ý»²¬»® Ó¿²¿¹»®ïòððïòððïòððïòððïòðð Í»²·±® Ý»²¬»® Ó¿²¿¹»®ïòððïòððïòððïòððïòðð Ú¿½·´·¬·» Í°»½·¿´·¬ ïòððïòððïòððïòððïòðð Î»½®»¿¬·±² Í«°»®ª·±® ×ñ×× íòëðíòëðíòëðíòëðíòëð Ð®±¹®¿³ ß·¬¿²¬ ×ñ××ñ×××ïòëðîòëðîòëðîòëðîòëð ìÛÊÑÉê×ÙÊ×ÛÈÓÍÎéÇÚÈÍÈÛÐ ìÛÊÑÉê×ÙÊ×ÛÈÓÍÎèÍÈÛÐ ùÓÈÃì×ÊÉÍÎÎ×ÐèÍÈÛÐ Distribution of Personnel by Department FY2009-10 & FY2010-11 241.65 FTE's Parks & Recreation Total General 9% Government Total Engineering Total 18% 11% Planning & Building Total 11% Public Works Total Public Safety 23% Total 28% Page 1 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimateProecteProecte djdjd GENERAL FUND (Fund 101) Property Taxes Current Secured21,593,87222,914,37923,886,95624,378,44224,866,011 Property Taxes in Lieu of Vehicle License Fees4,514,7304,812,4055,069,2284,977,4755,077,025 Property Taxes in Lieu of Sales & Use (Triple Flip)2,938,3022,788,2932,713,6142,418,5002,418,500 Current Unsecured849,107835,548862,613835,000835,000 Delinquent, Secured and Unsecured270,918544,973810,748804,000804,000 Homeowner Exemptions257,578251,413245,602245,600245,600 State Secured Unitary152,810223,714235,080235,000235,000 Supplemental, Secured, Unsecured, Delinquent1,495,0841,090,896451,533374,000374,000 Property Tax Subtotal32,072,40133,461,62134,275,37434,268,01734,855,136 Other Taxes Sales & Use11,245,21411,015,13010,519,0009,674,0009,988,026 Less: Property Taxes in Lieu of Sales & Use(2,938,302)(2,788,293)(2,713,614)(2,418,500)(2,418,500) Sales & Use after Triple Flip8,306,9128,226,8377,805,3867,255,5007,255,500 Transient Occupancy Tax870,636946,415872,221864,808864,808 Transient Occupancy Tax-Short Term Rentals00080,00080,000 Ü±½«³»²¬¿®§ Transfer Ì¿¨ ëîïôëéç í 96,530 í 60,000 îèðôððð î 80,000 Cable TV Franchises837,540885,323932,600923,140940,400 Gas & Electric Franchises786,234905,699821,400772,295806,450 Solid Waste Franchise388,174421,893436,000420,000420,000 Other Taxes Subtotal11,711,07511,782,69811,227,60710,595,74310,647,158 Licenses and Permits Business Operation21,40722,91820,00020,00020,000 Business Registration85,48590,96687,000132,400132,400 Security Alarm3,6903,5086,0003,0003,000 Nuisance/False Alarms32,64933,85230,00020,00020,000 Short Term Rental Permits21,00023,88220,00015,00015,000 Permits Subtotal164,231175,126163,000190,400190,400 Page 2 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimateProecteProecte djdjd GENERAL FUND (Continued) Revenue from Other Agencies F.E.M.A. - City035,373000 Motor Vehicle License Fees417,702280,679119,906150,000150,000 City State Mandate Reimbursements/All Other215,79492,27575,00075,00075,000 Other Agency Revenue20,83721,64717,20017,20017,200 Other Agencies Subtotal654,333429,974212,106242,200242,200 Charges for Current Services Administrative Internal Cost Allocations1,454,5541,401,3291,793,7181,347,1741,414,536 SDWD Dev Support Services0(56,270)0(29,900)(29,900) Applicant Planning Service Overhead12,2611,965050,25050,250 Engineering Support to CSD/ESD054,000052,04060,257 Administrative Subtotal1,466,8151,401,0241,793,7181,419,5641,495,143 Building Building Fees1,453,0101,606,177750,000700,000700,000 Solana Beach/Del Mar Services Fee035,586000 Building Subtotal1,453,0101,641,763750,000700,000700,000 Fire Prevention Plan Check, Review Fees, TPM's Commercial19,61277,70577,52017,64017,640 Plan Check, Review Fees, TPM's Residential24,57144,14240,00013,35013,350 Fire Other0008,4508,450 Fire Subtotal44,183121,847117,52039,44039,440 Law Enforcement Booking Fee Recoveries134,134043,50035,00035,000 Law Enforcement Subtotal134,134043,50035,00035,000 Recreatio n Recreation 17,92313,12817,67213,00013,000 Recreation Subtota17,92313,12817,67213,00013,000 l Page 3 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimateProecteProecte djdjd GENERAL FUND (Continued) argesorurrentervcesontnue ChfCSi(Cid) Plannin g Affordable Unit Polic0500500900900 y Appeals, Service Requests, Misc Review20,4475,5704,5208,9508,950 s Applicant Reimbursement207,996267,781183,525100,500100,500 s Boundary Adjustments and Annexatio9,4124,5003,6006,2006,200 n Certificate of Complianc4,2006,6006,6003,0003,000 e Coastal Development Permi37,68051,60039,60032,00032,000 t Comprehensive Initial Stud37,24014,48010,28017,60017,600 y Contract Administratio6,3006,9002,1005,1005,100 n Design Revie89,76880,64063,24060,20060,200 w Document Resale1,2021,1131,00000 s General Plan Update Fe00020,00020,000 e Plan Check Revie68,83365,53055,63056,90056,900 w Sign Revie3,8304,3503,4504,1754,175 w Subdivisions Ma158,640133,85098,15045,00045,000 p Time Extension4,3846,4004,800800800 s Use Permi55,92070,80050,40043,20043,200 t Variance10,3608,0008,0006,0006,000 Zoning Code and Plan Amendment09489502,0002,000 s Other Planning Fees/Prior Year Adjustments/Refund184,586(87,259)(95,970)7,8507,850 s Plannin Subtota900,798642,303440,375420,375420,375 gl Engineerin g Doc Resales, Other117,030102,975100,65050,84550,845 Applicant Process/Inspectio11,6004,700000 n Building Permit103,184106,340129,81073,31573,315 s Construction Fee100,21590,63472,75063,65063,650 s Encroachment Fee13,01015,55720,5608,5508,550 s Final Map Processing Fe77,950122,00082,40044,00044,000 e Grading Inspection Fee423,071464,274545,487276,795276,795 s Grading Plan Chec308,550236,635221,330126,750126,750 k Improvement Inspection Fee51,22653,353000 s Improvement Plan Chec136,000112,32562,90051,00051,000 k Parcel Map Processing Fee2,2504,12516,8751,8751,875 s Street Name Change007,0003,5003,500 s Vacation Fee3,5007,0007,0007,0007,000 s Other Fees/Prior Year Adjustments/Refund(42,779)11(359,112)00 s Enineerin Subtota1,304,8071,319,929907,650707,280707,280 ggl Miscellaneou s Digital Dat3,0402,4385,0001,0001,000 a GIS Subtota3,0402,4385,0001,0001,000 l Chares for Services Subtotal5,324,7105,142,4314,075,4353,335,6593,411,238 g Page 4 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimatedProjectedProjected GENERAL FUND (Continued) Fines, Forfeitures and Penalties Vehicle Code and Court Fines298,555264,489258,500270,000270,000 Red Light Camera Citations332,596303,957275,000275,000265,000 Parking Citations133,207175,201156,000150,000150,000 Vehicle Abatement/City Abandoned139,282114,84570,00070,00070,000 Administrative Citations36,93316,30310,0006,0006,000 Weed Abatement Reimbursement9,6169,4219,0009,0009,000 Penalties/Other(582)2301,680150150 Fines Subtotal949,607884,446780,180780,150770,150 Use of Money and Property Investment Earnings2,321,1801,707,719864,417710,670710,670 Property Rental92,302101,631103,17093,35093,893 Room Rentals: Civic Center, Librar05,89811,5407,0007,000 y Moonlight Beach Concession20,02326,57121,00025,00025,000 Donations0005,0005,000 Use of Money Subtotal2,433,5051,841,8191,000,127841,020841,563 Other Revenue and Transfers from Other Funds Other (Financing Sources20,000,0002,100,000000 ) Property Reimbursements/Sale of Propert02,500000 y Cost Recovery 11,484(29,330)5,00010,00010,000 Miscellaneou155,28370,40636,00030,00030,000 s Subtota20,166,7672,143,57641,00040,00040,000 l General Fund Tota73,476,62955,861,69051,774,83050,293,18950,997,845 l Page 5 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimateProecteProecte djdjd SELF-INSURANCE FUND (Fund 113) State Reimbursement Programs 4,5580750750750 Management Support150,470153,378156,379161,505169,580 Workers' Comp Premiums 415,057441,465430,000471,000487,000 Unemployment Premiums61,79568,02762,00078,14181,000 Investment Earnings140,221193,692121,33600 Insurance Refunds30,840197,08417,50017,50017,500 Miscellaneous Revenue122,575155,153105,000105,000105,000 Self-Insurance Fund Total925,5161,208,799892,965833,896860,830 SPECIAL PROJECTS FUND (Fund 119) Investment Earnings314,702555,571214,03100 Bond Proceeds00000 Special Projects Fund Total314,702555,571214,03100 CIVIC CENTER IMPROVEMENTS (Fund 152) Investment Earnings24,97231,49514,26900 Property Rental1,050,0001,060,0001,045,0001,065,0001,070,000 Civic Center Improvements Fund Total1,074,9721,091,4951,059,2691,065,0001,070,000 SALES TAX RECEIVABLES (Fund 192) Investment Earnings14,358(20,766)000 Sales Tax Receivables Total14,358(20,766)000 RECREATION PROGRAMS FUND (Fund 146) Participant Fee910,8871,211,7951,242,4731,213,7211,237,996 s Community and Senior Center Facility Rental119,73599,860118,000118,000118,000 s Senior Nutrition Grant Program59,04357,99670,20059,00059,000 Senior Nutrition Donations00035,00035,000 Surf Camp Permit Fees00050,00050,000 Investment Earning14,25317,1885,94500 s Recreation Programs Fund Total1,103,9181,386,8391,436,6181,475,7211,499,996 ASSET FORFEITURE FUND (Fund 261) Forfeiture Proceed28,7680000 s Investment Earning2,6484,71201,0141,014 s Asset Forfeiture Fund Tota31,4164,71201,0141,014 l SUPPLEMENTAL LAW ENFORCEMENT FUND (Fund 262) Other Agency Shared Revenue122,261121,64150,916100,000100,000 Investment Earnings00000 Supplemental Law Enforcement Fund Total122,261121,64150,916100,000100,000 FEDERAL JUSTICE ASSISTANCE GRANT FUND (Fund 263) Other Agency Shared Revenue10,64016,708078,1120 Investment Earnings00000 Federal Justice Assistance Grant Fund Total 10,64016,708078,1120 Page 6 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimatedProjectedProjected GAS TAX FUND (Fund 201) State Gas Tax (2105381,248373,908412,320380,000380,000 ) State Gas Tax (2106)254,343247,260279,300260,000260,000 State Gas Tax (2107)509,634500,354531,300510,000510,000 State Gas Tax (2107.5)7,5007,5007,5007,5007,500 Other Agency Revenue(6,600)06,6006,6006,600 s Investment Earning6,1315,9902,3781,3051,305 s Cost Recovery14,593(1,972)10,00010,00010,000 Gas Tax Fund Total 1,166,8491,133,0401,249,3981,175,4051,175,405 FEDERAL CAPITAL GRANT FUND (Fund 202) Federal Shared Revenu207,28156,953451,29000 e Investment Earning00000 s Federal Capital Grant Fund Tota207,28156,953451,29000 l STATE CAPITAL GRANT FUND (Fund 203) Other Agency Shared Revenue-Grant938,718875,0225,549,404604,078661,919 s Investment Earning003,37500 s State Capital Grant Fund Tota l 938,718875,0225,552,779604,078661,919 TRANSNET FUND (Fund 204) Prop A - Sales Tax1,756,37202,503,2101,434,0001,483,000 Investment Earnings305,165284,05011,8917,8827,882 Transnet Fund Total 2,061,537284,0502,515,1011,441,8821,490,882 TDA GRANT FUND (Fund 205) Federal Shared Revenue137,881341,201000 Investment Earnings05,6910367367 TDA Fund Total 137,881346,8920367367 COASTAL ZONE MANAGEMENT FUND (Fund 210) Transient Occupancy Taxes217,659236,402211,065230,000233,405 Investment Earnings57,94978,95633,29400 Coastal Zone Management Fund Total 275,608315,358244,359230,000233,405 Page 7 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimatedProjectedProjected C.D.B.G. GRANT FUND (Fund 222) Federal Grants - Intergovernmental Revenu157,727704,180504,139722,343408,350 e Investment Earnings00000 C.D.B.G. Fund Total 157,727704,180504,139722,343408,350 AFFORDABLE HOUSING FUND (Fund 225) Affordable Housing Fee00000 s In Lieu of Housin0631,584000 g Investment Earning12,06713,4861,8071,5701,570 s Other Revenu00000 e Affordable Housin Fund Total g 12,067645,0701,8071,5701,570 ENCINITAS HOUSING AUTHORITY (Fund 226) HUD Federal Grant Progra1,194,7231,108,645000 m HAP 001,027,5171,031,2041,056,984 Admin Fee00107,333124,224127,330 s HUD Portables - Administratio4,7014,882000 n HAP0053,20053,20054,530 mnee,,, AdiFs00410049525076 Investment Earning3,94710,92002,3492,349 s Encinitas Housing Authority Fund Total 1,203,3711,124,4471,192,1501,215,9291,246,269 0 HOME ENTITLEMENT (Fund 227) HOME Entitlement - Grant13,232456,611861,758655,754211,927 Investment Earning00000 s Home Entitlement Fund Total 13,232456,611861,758655,754211,927 GOVERNMENTAL/EDUCATIONAL ACCESS (Fund 228) Governmental/Education Access Gran230,025241,58130,800130,800130,800 t6 Investment Earnings19,97721,0714,75600 Governmental/Education Access Fund Total 250,002262,657135,556130,800130,800 HOUSEHOLD HAZARDOUS WASTE (Fund 229) Other State/ Agency Revenu146,600127,04367,00067,32367,205 e Investment Earning48,98961,74933,70400 s HHW Fee, Recycling Fees, City Services361,229375,285346,000348,000348,000 Household Hazardous Waste Fund Tota l 556,818564,077446,704415,323415,205 PARK IMPROVEMENT FEE FUND (Fund 231) Park Improvements Fees7,88461,19077,77258,00058,000 Investment Earnings2,3975,3132,3781,6941,694 Park Improvement Fund Total 10,28166,50380,15059,69459,694 Page 8 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimatedProjectedProjected FLOOD CONTROL FEE FUND (Fund 232) Mitigation Fees178,890183,08082,29672,59172,591 Investment Earnings(689)7,02701,6551,655 Flood Control Fee Fund Total 178,201190,10782,29674,24674,246 TRAFFIC MITIGATION FEE FUND (Fund 233) Traffic Mitigation Fees572,212536,302404,0521,068,102463,287 Investment Earnings54,95495,28433,30231,18331,183 Traffic Mitigation Fee Fund Total 627,166631,586437,3541,099,285494,470 PARKLAND ACQUISITION FEE FUND (Fund 234) Parkland Acquisition82,682150,340203,629156,000156,000 Investment Earning18,20325,05011,8913,8213,821 s Parkland Acquisition Fund Total 100,885175,390215,520159,821159,821 OPEN SPACE ACQUISITION FUND (Fund 235) Park Improvement(1,766)9,12214,16610,57510,575 s Investment Earning1654560188188 s Park Improvement Fund Tota l (1,601)9,57814,16610,76310,763 RECREATION TRAILS FUND (Fund 236) Recreation Trails Fee(451)2,3303,6182,7002,700 s Investment Earning158104141 s Flood Control Fee Fund Tota l (436)2,4113,6182,7412,741 COMMUNITY FACILITIES FUND (Fund 237) Community Facilities Fee(2,383)12,31619,12414,27514,275 s Investment Earning83222000 s Traffic Mitiation Fee Fund Tota gl (2,300)12,53819,12414,27514,275 IN LIEU-CURB GUTTER SIDEWALK FUND (Fund 238) In Lieu-Curb Gutter Sidewalks Fees00000 Investment Earning88029206363 s Parkland Acquisition Fund Total 88029206363 IN LIEU-UNDERGROUNDING UTILITIES FUND (Fund 239) In Lieu-Underground Utilities Fees125,474335,610000 Investment Earning3,56420,80614,2704,9304,930 s Parkland Acquisition Fund Total 129,038356,41614,2704,9304,930 Page 9 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualEstimatedProjectedProjected RTCIP-Reional Arterial Sstem (Fund 241) gy Mitigation Fees00050,00050,000 Investment Earnings0001500 SANDAG Administrative Fee000500500 Fire Mitigation Fund Total 00050,50151,000 FIRE MITIGATION/DEVELOP FEES FUND (Fund 272) Mitigation Fees86,053181,65799,60035,73239,892 Investment Earnings1,0712,954000 Fire Mitigation Fund Total 87,124184,61199,60035,73239,892 VILLAGE PARK M.I.D. FUND (Fund 290) Assessment Fees32,05832,39932,61031,01231,012 Investment Earnings6,1727,5303,5671,5441,544 Village Park M.I.D. Fund Total 38,23039,92936,17732,55632,556 VILLANITAS M.I.D. FUND (Fund 291) Property Taxes10,02910,40111,37110,58710,799 Assessment Fees10,01010,01210,0809,5869,586 Investment Earnings7,1329,5044,7562,1402,140 Villanitas M.I.D. Fund Total 27,17129,91726,20722,31322,525 CERRO STREET M.I.D. FUND (Fund 292) Property Taxes36,72238,53841,74836,04537,487 Assessment Fee1,1381,1881,1851,1271,127 s Investment Earning6,2908,7564,2811,9591,959 s Cerro Street M.I.D. Fund Total 44,15048,48247,21439,13140,573 ENCINITAS LIGHTING DISTRICT-CITYWIDE (Fund 295) Property Taxe584,246614,447659,777646,138659,061 s Assessment Fee472,009476,425478,992478,992478,992 s Cost Recovery/Property Renta27,26325,61922,50024,50024,500 l Investment Earning18,80429,1479,5125,2575,257 s Lihtin District-Citwide Fund Total ggy 1,102,3221,145,6381,170,7811,154,8871,167,810 WIRO PARK FUND (Fund 296) Assessment Fee10,71211,32811,00111,00111,001 s Investment Earning3714232388080 s Wiro Park Fund Total 11,08311,75111,23911,08111,081 Page 10 of 10 Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 FUND REVENUE DESCRIPTIONActualActualApprovedProjectedProjected ENCINITAS LIGHTING DISTRICT-ENCINITAS RANCH (Fund 297) Assessment Fee581,858768,646666,132633,492633,492 s Investment Earnings10,66319,2549,5127,5307,530 Lighting District-Encinitas Ranch Fund Total 592,521787,900675,644641,022641,022 Subtotal Revenue City Funds:87,000,21870,688,09571,517,03063,853,42463,333,246 PACIFIC PINES (Fund 561) Property Rental98,613102,21098,000120,000120,000 Federal Housing Subsidy7,301107,426132,000100,000100,000 Investment Earnings8,90113,7827,1343,3233,323 Pacific Pines Fund Total 114,815223,418237,134223,323223,323 DEBT SERVICE FUND (Fund 321) Other Agency Revenues00000 Investment Earnings245,734224,020322,300244,400238,400 Reimbursements (SDWD & ESD)00000 Financing Sources00000 Debt Service Fund Total 245,734224,020322,300244,400238,400 Subtotal Revenue Additional City Funds:360,549447,438559,434467,723461,723 Total Revenue City-Wide Funds87,360,76771,135,53372,076,46464,321,14763,794,969 Page 1 of 1 Cardiff Sanitary Division Detail of Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 ActualActualApprovedProjectedProjected REVENUE DESCRIPTION (FUND) OPERATING FUND (501) Sewer Service Charges4,826,9704,926,1074,888,5064,778,0344,541,832 Investment Earnings33,58319,8160155,850155,850 Other Agency Revenues5423,528000 Property Rental013,80313,80313,80313,803 Applicant Overhead/Miscellaneous0000 Operating Fund Subtotal: 4,861,0954,963,2544,902,3094,947,6874,711,485 REPLACEMENT FUND (502) Investment Earning312,984540,933285,37500 s Replacement Fund Subtotal : 312,984540,933285,37500 EXPANSION FUND (503) Connection Fees132,238492,971100,00085,42551,255 Investment Earnings9,28519,628000 Expansion Fund Subtotal: 141,523512,599100,00085,42551,255 DEBT SERVICE FUND (504) Trustee Interest22,76437,659030,00030,000 Debt Service Fund Subtotal: 22,76437,659030,00030,000 RATE STABILIZATION FUND (506) Investment Earnings42,54656,58528,53800 Rate Stabilization Fund Subtotal: 42,54656,58528,53800 TOTAL REVENUE OF CSD FUNDS:5,380,9126,111,0305,316,2225,063,1124,792,740 Page 1 of 1 Encinitas Sanitary Division Detail of Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 ActualActualEstimatedProjectedProjected REVENUE DESCRIPTION (FUND) OPERATING FUND (521) Sewer Service Charges2,556,2842,685,4902,519,4052,758,2482,696,682 Investment Earning7,7777,375073,19373,193 s Other Agency Revenues/Miscellaneou00000 s Operating Fund Subtotal : 2,564,0612,692,8652,519,4052,831,4412,769,875 REPLACEMENT FUND (522) Gain On Sales Of Assets00000 Investment Earnings104,253152,66980,85600 Other Agency Revenues00000 Replacement Fund Subtotal: 104,253152,66980,85600 EXPANSION FUND (523) Connection Fees88,572105,45585,00080,400339,663 Investment Earnings81,00877,65538,05000 Expansion Fund Subtotal: 169,580183,110123,05080,400339,663 RATE STABILIZATION FUND (525) Investment Earnings24,27041,7099,51300 Rate Stabilization Fund Subtotal: 24,27041,7099,51300 TOTAL REVENUE OF ESD FUNDS:2,862,1643,070,3532,732,8242,911,8413,109,538 Page 1 of 1 Internal Service Funds Detail of Revenue by Fund Source FY 06-07FY 07-08FY 08-09FY 09-10FY 10-11 ActualActualEstimatedProjectedProjected REVENUE DESCRIPTION (FUND) DISTRICT SERVICES FUND (Fund 616) City Support - Engineering Cardiff Sanitary Division00000 Encinitas Sanitary Division00000 Administrative Support Cardiff Sanitary Division53,93247,55448,58152,14053,763 Encinitas Sanitary Division53,93247,55448,58152,14153,762 Line Maintenance Cardiff Sanitary Division354,921373,701421,102429,890446,096 Encinitas Sanitary Division189,436199,460224,760229,450238,101 Rental Charges/Miscellaneous146,348165,52499,71390,690170,690 District Services Fund Total 798,569833,793842,737854,311962,412 FLEET MAINTENANCE FUND (Fund 692) Fleet Maintenance Charges353,918491,983536,402452,439473,800 Fleet Maintenance Fund Tota l 353,918491,983536,402452,439473,800 VEHICLE REPLACEMENT FUND (Fund 693) Fleet/Vehicle Revenue555,728446,555397,927223,886350,583 Investment Earnings40,91272,83335,67200 Lease Proceeds00000 Financing Sources231,358000630,000 Proceeds of Sale of Fixed Assets05,00025,00025,00025,000 Vehicle Replacement Fund Total 827,998524,388458,599248,8861,005,583 TOTAL REVENUE INTERNAL SERVICE FUNDS1,980,4851,850,1641,837,7381,555,6362,441,795 Subtotal Internal and District Funds10,223,56111,031,5479,886,7849,530,58910,344,073 Total City/District/Internal Funds97,584,32882,167,08081,963,24873,851,73674,139,042 Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ General Government Departments Legislative/City Council Department Ý±³³«²·¬§ Ð®±¶»½¬ Ü·ª··±² Ô»¹·´¿¬·ª»ñÝ·¬§ Ý±«²½·´ Ü·ª··±² City Manager ìÔÓÐùÍÈÈÍÎ Ý·¬§ Ó¿²¿¹»® Ñºº·½» Û½±²±³·½ Ü»ª»´±°³»²¬ Ü·ª··±² èÍÏú×ÙÑÍÊØì×ÊÉÍÎÎ×ÐíÖÖÓÙ×Ê Ø«³¿² Î»±«®½» ðÃÎÎ×èÇÖÈÉóÎÖÍÊÏÛÈÓÍÎè×ÙÔÎÍÐÍÕÃïÛÎÛÕ×Ê ×²º±®³¿¬·±² Ì»½¸²±´±¹§ ø×Ì÷ Ù»±¹®¿°¸·½ ×²º±®³¿¬·±² Í§¬»³ øÙ×Í÷ Ù±ª»®²³»²¬¿´ Û¼«½¿¬·±²¿´ ß½½» òÛÙ×éÙÔÅÛÊÏêÓÉÑïÛÎÛÕ×Ï×ÎÈïÛÎÛÕ×Ê Í»´ºó×²«®¿²½» Ú«²¼ Ý·¬§ Î·µ Ó¿²¿¹»³»²¬ º±® Í¿² Ü·»¹«·¬± É¿¬»® Ü·¬®·½¬ City Clerk ùÓÈÃùÐ×ÊÑ ð×ÕÓÉÐÛÈÓÆ×é×ÊÆÓÙ×ÉøÓÊ×ÙÈÍÊ ø×ÚÍÊÛÔù×ÊÆÍÎ× Ý·¬§ Ý´»®µ Ü·ª··±² Û´»½¬·±² Ü·ª··±² Legal Services ùÓÈÃûÈÈÍÊÎ×ÃÙÍÎÈÊÛÙÈõÐ×ÎÎéÛÚÓÎ× Ô»¹¿´ Í»®ª·½» Ü·ª··±² Finance Department ò×ÎÎÓÖ×ÊéÏÓÈÔöÓÎÛÎÙ×øÓÊ×ÙÈÍÊ Ý»²¬®¿´ Í»®ª·½» Ü·ª··±² Ú·²¿²½» Ü·ª··±² NoText NoText NoText NoText NoText NoText NoText ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇ ÙÛÒÛÎßÔ ÙÑÊÛÎÒÓÛÒÌ ßÝÌ×Ê×Ì×ÛÍ DEPARTMENT: Legislative/City Council, City Manager, City Clerk, Legal Services, Finance DIVISIONS: Ô»¹·´¿¬·ª»ñÝ·¬§ Ý±«²½·´æ Ý±³³«²·¬§ Ð®±¶»½¬ Ý·¬§ Ó¿²¿¹»® Ü»°¿®¬³»²¬æ Ý·¬§ Ó¿²¿¹»®ô ß®¬ ß¼³·²·¬®¿¬·±²ô Û½±²±³·½ Ü»ª»´±°³»²¬ô Ø«³¿² Î»±«®½»ô ô ×²º±®³¿¬·±² Ì»½¸²±´±¹§ô Ù»±¹®¿°¸·½ ×²º±®³¿¬·±² Í§¬»³ô ðÓÚÊÛÊÃé×ÊÆÓÙ×É Ù±ª»®²³»²¬¿´ Û¼«½¿¬·±²¿´ ß½½» Ú«²¼ô Î·µ Ó¿²¿¹»³»²¬ øÍ»´ºó×²«®¿²½» ß¼³·²·¬®¿¬·±²÷ Ô»¹¿´ Í»®ª·½»æ Ý±²¬®¿½¬ Ý·¬§ ß¬¬±®²»§ Í»®ª·½» Ý·¬§ Ý´»®µ Ü»°¿®¬³»²¬æ Ý·¬§ Ý´»®µô Û´»½¬·±² Ú·²¿²½» Ü»°¿®¬³»²¬æ Ú·²¿²½·¿´ Í»®ª·½»ô Ý»²¬®¿´ Í»®ª·½»ô Ò±²óÜ»°¿®¬³»²¬¿´ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ìôìðìôìîðëôðìðôèéçëôîëêôðéíëôðéçôììêëôíîìôìîð Ó¿¬»®·¿´ ú Í«°°´·»îíçôïèíîíêôíìèîìëôèçéïéêôêçðïèíôíçð Ý±²¬®¿½¬ ú Í»®ª·½»îôèíðôçïðíôêêðôíèîìôîççôìïðìôïîêôêìèìôîïîôîêð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôìîïôëèìïôêïíôïéîïôêéêôëððïôêêêôðìëïôéðêôìèë Ý¿°·¬¿´ Ñ«¬´¿§èðíôðççïííôïëîïíîôééìïîîôìíðïîîôìíð Ì±¬¿´çôêççôïçêïðôêèíôçííïïôêïðôêëìïïôïéïôîëçïïôëìèôçèë DEPARTMENT PERSONNEL SUMMARY øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬æìëòìëìëòìëìëòìëìíòððìíòðð DEPARTMENT FUNDING SUMMARY ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç ÚÇ ðçóïð ÚÇ ïðóïï Í±«®½» ±º Î»ª»²«» øÚ«²¼÷ ß½¬«¿´ ß½¬«¿´ Ð®±¶»½¬»¼Ð®±¶»½¬»¼Ð®±¶»½¬»¼ Í»´ºó×²«®¿²½» Ú«²¼ øïïí÷çîëôëïêïôîðèôéççèçîôçêëèííôèçêèêðôèíð Ó¿²¿¹»³»²¬ñ×²º±®³¿¬·±² Ì»½¸ Í«°°±®¬ øïðï÷ððððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±² øïðï÷ïôìëìôëëìïôìëéôëççïôéçíôéïèïôêçéôëêëïôééçôçíì Þ«·²» Ñ°»®¿¬·±² Ð»®³·¬ øïðï÷îïôìðéîîôçïèîðôðððîðôðððîðôððð Þ«·²» Î»¹·¬®¿¬·±² øïðï÷èëôìèëçðôçêêèéôðððèéôðððèéôððð Í»½«®·¬§ñÒ«·¿²½»ñÚ¿´» ß´¿®³ øïðï÷íêôííçíéôíêðíêôðððîíôðððîíôððð Í¸±®¬ Ì»®³ Î»²¬¿´ Ð»®³·¬ øïðï÷îïôðððîíôèèîîðôðððïëôðððïëôððð Ì®¿²·»²¬ Ñ½½«°¿²½§ Ì¿¨ øïðï÷èéðôêíêçìêôìïëèéîôîîïèêìôèðèçéîôîîï Í¸±®¬ Ì»®³ Î»²¬¿´ ÌòÑòÌò øïðï÷ðððèðôðððèðôððð Ù±ª»®²³»²¬¿´ñÛ¼«½¿¬·±²¿´ ß½½» øîîè÷îëðôððîîêîôêëéïíëôëëêïíðôèððïíðôèðð Ü»°¿®¬³»²¬ Î»ª»²«» Í«¾¬±¬¿´íôêêìôçíçìôðëðôëçêíôèëéôìêðíôéëîôðêçíôçêèôéèë Ñ¬¸»® Ù»²»®¿´ Ú«²¼ Í«°°±®¬êôðíìôîëéêôêííôííééôéëíôïçìéôìïçôïçðéôëèðôîðð Ì±¬¿´çôêççôïçêïðôêèíôçííïïôêïðôêëìïïôïéïôîëçïïôëìèôçèë ì ó ç ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Fund: GENERALFund Number: 101 Division Title: COMMUNITY GRANT PROGRAMDivision Number: 0020 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² ¿½½±«²¬ º±® ¬¸» °®±¶»½¬ º«²¼»¼ ¾§ Ý±«²½·´ ¬± ¿·¬ °«¾´·½ó°·®·¬»¼ ½±³³«²·¬§ ±®¹¿²·¦¿¬·±² ·² ¿½½±³°´·¸·²¹ ½±³³«²·¬§ °®±¶»½¬ ¿²¼ °®±¹®¿³ò CORE SERVICES: Ó¿²¿¹·²¹ ¬¸» Ý·¬§ù Ý±³³«²·¬§ Ù®¿²¬ Ð®±¹®¿³ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ððððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ñÝ±²¬®·¾«¬·±²ìêôêððëëôëððêðôðððëìôðððëìôððð Ì±¬¿´ìêôêððëëôëððêðôðððëìôðððëìôððð PERSONNEL DETAIL øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· Ü·ª··±²ò ì ó ïð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: GENERAL Fund Number: 101 Division Title: COMMUNITY GRANT PROGRAMDivision Number: 0020 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý¿°·¬¿´ Ñ«¬´¿§ñÝ±²¬®·¾«¬·±² Ý±²¬®·¾«¬·±²ëìôðððëìôððð Ì±¬¿´ Ý¿°·¬¿´ Ñ«¬´¿§ëìôðððëìôððð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò Ì¸» Ý·¬§ Ý±«²½·´ ®»½±¹²·¦» ¬¸» ª¿´«» ±º ¿² ±²¹±·²¹ °®±¹®¿³ ¬¸®±«¹¸ ©¸·½¸ ²±²ó°®±º·¬ ±®¹¿²·¦¿¬·±² ¸¿ª» ¿ ³»¿² ±º ®»¯«»¬·²¹ º«²¼·²¹ º®±³ ¬¸» Ý·¬§ ¬± ¿½½±³°´·¸ ½±³³«²·¬§ °®±¶»½¬ ±® °®±¹®¿³ò îò Ó·¦»´ Ú¿³·´§ Ú±«²¼¿¬·±² ¼±²¿¬»¼ üëëôëðð ¬± ¬¸» Ý·¬§ ·² ÚÇðéñðè ¿²¼ üêðôððð ·² ÚÇðèñðç ·² ¿ ¼±´´¿® º±® ¼±´´¿® ³¿¬½¸·²¹ ¹®¿²¬ °®±¹®¿³ò íò Ý·¬§ »¨°»²¼ üëëôëðð ·² ½±³³«²·¬§ ¹®¿²¬ ·² ÚÇðéñðè ¿²¼ · »¬·³¿¬»¼ ¬± »¨°»²¼ üêðôððð ·² ÚÇðèñðçò ìò É·¬¸ Ó·¦»´ ¼±²¿¬·±²ô ¬±¬¿´ ¿ª¿·´¿¾´» º«²¼·²¹ · üïîðôððð ·² ÚÇðéñðè ¿²¼ ÚÇðèñðçò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ÚÇïðóïï÷ ×²½´«¼»æ ïò ß´´±½¿¬» üëìôððð ·² Ý±³³«²·¬§ Ù®¿²¬ Ð®±¹®¿³ «°°±®¬ º±® ½·ª·½ ¿²¼ ¿®¬ °®±¶»½¬ ¿²¼ °®±¹®¿³ò îò Ó·¦»´ Ú¿³·´§ º±«²¼¿¬·±² ³¿µ» ¿ º·ª» §»¿® ½±³³·¬³»²¬ ¬± ³¿¬½¸ô ¼±´´¿® º±® ¼±´´¿®ô ½·¬§ ¿´´±½¿¬·±² º±® ÝÙÐ ¬¿®¬·²¹ ·² ÚÇðçñïðò íò Ý·¬§ Ý±«²½·´ ½¸¿²¹» ²¿³» ¬± ½·¬§ ±º Û²½·²·¬¿ ¿²¼ Ó·¦»´ Ú¿³·´§ Ú±«²¼¿¬·±² Ý±³³«²·¬§ Ù®¿²¬ Ð®±¹®¿³ º±® ÚÇðçñïð ¿²¼ ¿²§ «¾»¯«»²¬ §»¿® ·² ©¸·½¸ ¬¸» ³¿¬½¸ · °®±ª·¼»¼ò ì ó ïï ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERAL Fund Number: 101 Division Title: LEGISLATIVE/ CITY COUNCILDivision Number: 1110 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² º«²¼ ¬¸» ¹»²»®¿´ ´»¹·´¿¬·ª» ¿²¼ °±´·½§ ³¿µ·²¹ »¨°»²» º±® ¬¸» Ý·¬§ ·²½´«¼·²¹ ½±¬ ¿±½·¿¬»¼ ©·¬¸ «°°±®¬·²¹ ¬¸» Ý·¬§ Ý±«²½·´ò Ì¸· ¼·ª··±² ¿´± ½±ª»® ¬¸» Ý·¬§ù ´»¹·´¿¬·ª» ¿¼ª±½¿½§ô ¿²¼ ¿²²«¿´ ³»³¾»®¸·° ·² ¬¸» Ô»¿¹«» ±º Ý¿´·º±®²·¿ Ý·¬·» øÔÝÝ÷ô ¬¸» Í¿² Ü·»¹± ß±½·¿¬·±² ±º Ù±ª»®²³»²¬ øÍßÒÜßÙ÷ô ¿²¼ ¬¸» Ô±½¿´ ß¹»²½§ Ú±®³¿¬·±² Ý±³³··±² øÔßÚÝÑ÷ò CORE SERVICES: Ð®±ª·¼» °±´·½§ ¼·®»½¬·±² º±® Ý·¬§ ß¼³·²·¬®¿¬·±² ß¬¬»²¼ ½±«²½·´ ³»»¬·²¹ ¬± ½±²¼«½¬ Ý·¬§ ¾«·²» ¿²¼ ´»¹·´¿¬·±² Ð¿®¬·½·°¿¬» ·² ®»¹·±²¿´ °±´·½§ ¼»½··±²³¿µ·²¹ Ð¿®¬·½·°¿¬» ·² ¬¸» ¬¿¬» ´»¹·´¿¬·ª» °®±½» EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ïèìôëïëîðïôëééîïëôèïéîíîôïêîîìîôîîè Ó¿¬»®·¿´ ú Í«°°´·»èëîïðôïëèîêôèððïíôðéëîðôðéë Ý±²¬®¿½¬ ú Í»®ª·½»ïððôïîèçéôíçéïìëôïïðïïèôìîëïîéôëéë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´îèëôìçëíðçôïíîíèéôéîéíêíôêêîíèçôèéè PERSONNEL DETAIL øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ý±«²½·´ Ó»³¾»®ëòððëòððëòððëòððëòðð Û¨»½«¬·ª» Í»½®»¬¿®§ïòððïòððïòððïòððïòðð Ì±¬¿´ Ð±·¬·±²êòððêòððêòððêòððêòðð Ò±¬»æ Ì¸» º·ª» Ý±«²½·´ Ó»³¾»® ¿®» ²±¬ ·²½´«¼»¼ ·² ±¬¸»® «³³¿®·» ±º Ð»®±²²»´ò ì ó ïî ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: GENERALFund Number: 101 Division Title: LEGISLATIVE/CITY COUNCILDivision Number:ïïï 0 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·» Í°»½·¿´ Ûª»²¬ ¿²¼ Ý±«²½·´ Î»½±¹²·¬·±² ïîôðððïçôððð Ñ°»®¿¬·²¹ Í«°°´·»ô Þ±±µïôðéëïôðéë Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ïíôðéëîðôðéë Ý±²¬®¿½¬ ¿²¼ Í»®ª·½» Ð®±º»·±²¿´ Ú·®³ìèôðððëðôððð Ì®¿ª»´ô Ì®¿·²·²¹ô Ó·´»¿¹»îçôðððíïôèëð Ó»³¾»®¸·° Ü«» øÍßÒÜßÙô ÔÝÝô ÒÔÝô ÔßÚÝÑô Ý¿´ Ý±¿¬÷ìðôèëðìëôïëð Ì»´»°¸±²»ô Ð®·²¬·²¹ëéëëéë Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïïèôìîëïîéôëéë ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò ×²¬·¬«¬»¼ °¿°»®´» ¿¹»²¼¿ °®±½»ò îò ß¼±°¬»¼ ³±µ·²¹ ¾¿² ¿¬ Ý·¬§ °¿®µô ¾»¿½¸»ô ¬®¿·´ ¿²¼ ±«¬¼±±® ¼·²·²¹ ¿®»¿ò íò Û¬¿¾´·¸»¼ Û²ª·®±²³»²¬¿´ Ý±³³··±²ò ìò Ý±²¬®«½¬»¼ ¿²¼ ·³°´»³»²¬»¼ ±´¿® °¸±¬±ª±´¬¿·½ »²»®¹§ §¬»³ ¿ °¿®¬ ±º Ý·ª·½ Ý»²¬»® ®±±º ®»°´¿½»³»²¬ °®±¶»½¬ò ëò Ý±³°´»¬»¼ ®»²±ª¿¬·±² ¿²¼ ±°»²»¼ ½»²¬®¿´·¦»¼ °«¾´·½ ©±®µ º¿½·´·¬§ò êò Ñ°»²»¼ ²»© îéôððð ¯«¿®» º±±¬ °«¾´·½ ´·¾®¿®§ò éò ×²·¬·¿¬»¼ ½±²¬®«½¬·±² ±º Ú·®» Í¬¿¬·±² ýí øÔ»«½¿¼·¿÷ò 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Title: ADVANCED PLANNING & HOUSING Division Number: 2050 DIVISION RESPONSIBILITIES: Í¬¿ºº ¿¼³·²·¬»® º»¼»®¿´ ¹®¿²¬ º«²¼ º®±³ ¬¸» ËòÍò Ü»°¿®¬³»²¬ ±º Ø±«·²¹ ¿²¼ Ë®¾¿² Ü»ª»´±°³»²¬ øØËÜ÷ò Ì¸» Ý·¬§ ®»½»·ª» º«²¼·²¹ ¬¸®±«¹¸ ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹± Ø±³» Ý±²±®¬·«³ò Ó¿¶±® ®»°±²·¾·´·¬·» ¿®»æ ß¼³·²·¬»® º«²¼ º±® ¿ºº±®¼¿¾´» ¸±«·²¹ °®±¶»½¬ô ¿¼³·²·¬»® ¿ Î»¸¿¾·´·¬¿¬·±² Ð®±¹®¿³ô ·¼»²¬·º§ ±°°±®¬«²·¬·» º±® ¿ºº±®¼¿¾´» ¸±«·²¹ ¼»ª»´±°³»²¬ ¿²¼ ©±®µ ©·¬¸ º±®ó°®±º·¬ ¿²¼ ²±²ó°®±º·¬ ¼»ª»´±°»® ·²¬»®»¬»¼ ·² ¼»ª»´±°·²¹ ¿ºº±®¼¿¾´» «²·¬ô ²»¹±¬·¿¬» ¼»ª»´±°³»²¬ ¿¹®»»³»²¬ ©·¬¸ ¿ºº±®¼¿¾´» ¸±«·²¹ ¼»ª»´±°»® ¿²¼ °®»°¿®» ´±¿² ¼±½«³»²¬ô ¿²¼ °®±ª·¼» ·²º±®³¿¬·±² ¿²¼ ®»º»®®¿´ ¬± ½·¬·¦»² »»µ·²¹ ¿ª¿·´¿¾´» ¸±«·²¹ ±°°±®¬«²·¬·»ò CORE SERVICES: ·¬ ²±²ó°®±º·¬ ·² °®±ª·¼·²¹ ¿ºº±®¼¿¾´» ¸±«·²¹ ±°°±®¬«²·¬·» ß ×³°´»³»²¬ ®»¸¿¾ °®±¹®¿³ Ûª¿´«¿¬» ±°°±®¬«²·¬·» ¬± ·²½®»¿» ¸±«·²¹ ½¸±·½» EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´êôêêíêôèçíêôíçèêôïïçêôííç Ó¿¬»®·¿´ ú Í«°°´·»ðððïïðïðë Ý±²¬®¿½¬ ú Í»®ª·½»ðððïêçïìê ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿éôíðïìëðôðððïççôíëêêìçôíëêîðëôííé § Ì±¬¿´ ïíôçêììëêôèçíîðëôéëìêëëôéëìîïïôçîé PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ðòðêíðòðêíðòðêíðòðëðòðë Ð®±¹®¿³ ß¼³·²·¬®¿¬±® Ì±¬¿´ Ð±·¬·±²ðòðêíðòðêíðòðêíðòðëðòðë ì ó êè ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Page 2 FUND: HOME ENTITLEMENTFund Numbers: 227 Division Title: ADVANCED PLANNING & HOUSINGDivision Number: 2050 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Þ±±µ ¿²¼ Í«¾½®·°¬·±² ú Ñºº·½» Í«°°´·»ïïðïðë Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ïïðïðë Ý±²¬®¿½¬ ú Í»®ª·½»æ Ì®¿ª»´ ¿²¼ Ó»»¬·²¹ïêçïìë Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïêçïìë Ý¿°·¬¿´ Ñ«¬´¿§ñÙ®¿²¬ Ð®±¹®¿³æ ²²«¿´ Ý±²¬®·¾«¬·±²êìçôíëêîðëôííé ß Ì±¬¿´ Ý¿°·¬¿´ Ñ«¬´¿§ñÙ®¿²¬ Ð®±¹®¿³êìçôíëêîðëôííé ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ 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Ó¿¬»®·¿´ ú Í«°°´·»ìððíôìêíìôðððîôëððîôëðð Ý±²¬®¿½¬ ú Í»®ª·½»éîôïîìêçôèððèíôïîçèðôìïíèïôèëï ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ðððëôîíëëôìçé Ý¿°·¬¿´ Ñ«¬´¿§ô Ð®±¹®¿³ïêéôíìèïêëôîìïïðëôîêêïðëôîçêïðëôîçê ú Ü»¾¬ Í»®ª·½» Ì±¬¿´ îíçôèéîîìîôëëìïçêôðêíïççôëêíîðïôìèí PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ðòðíéðòðíéðòðíéðòðëðòðë Ð®±¹®¿³ ß¼³·²·¬®¿¬±® Ì±¬¿´ Ð±·¬·±² ðòðíéðòðíéðòðíéðòðëðòðë ì ó éð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: PACIFIC PINESFund Numbers: 561 Division Title: ADVANCED PLANNING & HOUSING Division Number: 2050 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ¿²¼ Í«°°´·»æ Ñºº·½» Ú«®²·¬«®» ¿²¼ Û¯«·°³»²îôëððîôëðð ¬ Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»îôëððîôëðð Ý±²¬®¿½¬ ú Í»®ª·½»æ Í»©»®ñÉ¿¬»®ñÛ´»½¬®·½¿´ìôèððìôèðð Ó¿²¿¹»³»²¬ Ú»»ïéôìððïéôìðð ØòÑòßò Ú»»ìéôçîèìçôíêê Ð®±°»®¬§ Ó¿·²¬»²¿²½»ìôðððìôððð ×²«®¿²½» Ð®»³·«³ëôçððëôçðð Ð±¬¿¹»íèëíèë Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»èðôìïíèïôèëï Ü»¾¬ Í»®ª·½»æ 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Ú«²¼ Ú»¼»®¿´ Í°»½·¿´ Ô¿© Û²º±®½»³»²¬ Ú«²¼ Ô¿© Û²º±®½»³»²¬ Í»®ª·½» °®±ª·¼»¼ ¾§ Ý±²¬®¿½¬ ©·¬¸ ¬¸» Í¿² Ü·»¹± Ý±«²¬§ Í¸»®·ºº Ü»°¿®¬³»²¬ Department Director Ü±² Ú±©´»®ô Ý¿°¬¿·² NoText ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇ ÐËÞÔ×Ý ÍßÚÛÌÇ ßÝÌ×Ê×Ì×ÛÍ DEPARTMENT:Law Enforcement Ô¿© Û²º±®½»³»²¬ô Ì®¿ºº·½ Û²º±®½»³»²¬ô Ð¿®µ·²¹ Ý·¬¿¬·±² Ð®±½»ô ß»¬ Ú±®º»·¬«®»ô Í¬¿¬» DIVISIONS: Í«°°´»³»²¬¿´ Ô¿© Û²º±®½»³»²¬ ¿²¼ Ú»¼»®¿´ Ö«¬·½» ß·¬¿²½» Ù®¿²¬ Ð®±¹®¿³ò EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ïðôïðíðïîôèëðëôðððëôððð Ý±²¬®¿½¬ ú Í»®ª·½»ïðôëðïôðêðïðôçëîôìêìïïôçíêôèéíïîôîððôîïïïîôèðéôêéí ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïðôëïïôïêíïðôçëîôìêìïïôçìçôéîíïîôîðëôîïïïîôèïîôêéí DEPARTMENT PERSONNEL SUMMARY øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸» Ü·ª··±² DEPARTMENT FUNDING SUMMARY ÚÇ ðêóðéÚÇ ðéóðè ÚÇ ðèóðç ÚÇ ðçóïðÚÇ ïðóïï Í±«®½» ±º Î»ª»²«» øÚ«²¼÷ ß½¬«¿´ ß½¬«¿´ Ð®±¶»½¬»¼Ð®±¶»½¬»¼Ð®±¶»½¬»¼ ß¼³·²·¬®¿¬·ª» Ý·¬¿¬·±² øïðï÷íêôçííïêôíðíïðôðððêôðððêôððð Ý±¼» Ê·±´¿¬·±² øïðï÷øéçî÷ðïôîðððð Ê»¸·½´» Ý±¼» ¿²¼ Ý±«®¬ Ú·²» øïðï÷îçèôëëëîêìôìèçîëèôðððîéðôðððîéðôððð Ð¿®µ·²¹ Ý·¬¿¬·±² øïðï÷ïííôîðéïéëôîðïïëêôðððïëðôðððïëðôððð Ð»²¿´¬·» øïðï÷îïðîíðìèðïëðïëð Þ±±µ·²¹ Ú»» Î»½±ª»®·» øïðï÷ïíìôïíìðìíôëððíëôðððíëôððð ß»¬ Ú±®º»·¬«®» øîêï÷îèôéêèðððð Í¬¿¬» Í«°°´»ò Ô¿© Û²º±®½»³»²¬ øîêî÷ïîîôîêïïîïôêìêëðôçïêïððôðððïððôððð Ú»¼»®¿´ Ö«¬·½» ß·¬¿²½» Ù®¿²¬ øîêí÷ ïðôêìðïêôéðèðéèôïïîð Ì±¬¿´ Ü»°¿®¬³»²¬¿´ Î»ª»²«»éêíôçïêëçìôëééëîðôðçêêíçôîêîëêïôïëð Ñ¬¸»® Ù»²»®¿´ Ú«²¼ Í«°°±®¬çôéìéôîìéïðôíëéôèèéïïôìîçôêîéïïôëêëôçìçïîôîëïôëîí Ì±¬¿´ïðôëïïôïêíïðôçëîôìêìïïôçìçôéîíïîôîðëôîïïïîôèïîôêéí ì ó éç ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: LAW & TRAFFIC ENFORCEMENTDivision Number: 3010 DIVISION RESPONSIBILITIES: Ô¿© ú Ì®¿ºº·½ Û²º±®½»³»²¬ »®ª·½» ¿®» ½±²¬®¿½¬»¼ ©·¬¸ ¬¸» Í¿² Ü·»¹± Ý±«²¬§ Í¸»®·ººù Ñºº·½» °®±ª·¼·²¹ ´±½¿´ ¿²¼ ®»¹·±²¿´ ´¿© »²º±®½»³»²¬ò Ü»°«¬·» °¿¬®±´ ¬¸» Ý·¬§ ¬©»²¬§óº±«® ¸±«® ¿ ¼¿§ô »ª»² ¼¿§ ¿ ©»»µ º±® ¹»²»®¿´ ´¿© »²º±®½»³»²¬ ¿²¼ ®»°±²¼ ¬± »³»®¹»²½§ ¿²¼ ²±²ó»³»®¹»²½§ ½¿´´ º±® »®ª·½»ò Ì¸» Ý·¬§ ¿´± ¸¿ ¿½½» ¬± ¬¸» Ý±«²¬§ Í¸»®·ººù °±±´ ±º ¼»¬»½¬·ª» ¿ ²»»¼ ¿®·»ò Ì®¿ºº·½ ¿²¼ ³±¬±®½§½´» ¼»°«¬·» ¿®» °®±¿½¬·ª» ¿²¼ ®»¿½¬·ª» ¬± ¬¸» Ý·¬§ù ¬®¿ºº·½ ¿½½·¼»²¬ ¿²¼ »²º±®½»³»²¬ ²»»¼ò Í°»½·¿´ Ð«®°±» Ñºº·½»® ¸¿²¼´» ´±²¹ó ¿²¼ ¸±®¬ó¬»®³ °®±¶»½¬ ¬¸¿¬ ¬¿®¹»¬ °»½·º·½ ²»»¼ «½¸ ¿ «®ª»·´´¿²½»ô «²¼»®½±ª»®ô ¿²¼ ½¸±±´ ´·¿·±²ò Ý±³³«²·¬§ Í»®ª·½» Ñºº·½»® »²º±®½» °¿®µ·²¹ ®»¹«´¿¬·±² ·² ¬¸» Ý·¬§ò Í»²·±® Ê±´«²¬»»® Ð¿¬®±´ ¿®» ¿ ª¿´«¿¾´» «°°´»³»²¬ ¬± ¬¸» ©±®² ±ºº·½»® ¬¿ºº ¿¬ Û²½·²·¬¿ Í¬¿¬·±² ¿·¬·²¹ ©·¬¸ ³¿²§ ´±©»®ó°®·±®·¬§ ½¿´´ò CORE SERVICES: Ð®±ª·¼» ´±½¿´ ¿²¼ ®»¹·±²¿´ ´¿© »²º±®½»³»²¬ EXPENDITURE SUMMARY: FY 09-10 FY 10-11 FY 06-07 FY 07-08 FY 08-09Dept/Manager Dept/Manager Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ Actual Actual Approved Proposed Proposed Ð»®±²²»´ 00000 Ó¿¬»®·¿´ ú Í«°°´·» 10,10307,85000 Ý±²¬®¿½¬ ú Í»®ª·½» 10,344,55310,784,57311,856,59211,998,09912,683,673 ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±² 00000 Ý¿°·¬¿´ Ñ«¬´¿§ 00000 Ì±¬¿´ïðôíëìôêëêïðôéèìôëéíïïôèêìôììîïïôççèôðççïîôêèíôêéí PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ß´´ Ô¿© Û²º±®½»³»²¬ Í»®ª·½» ¿®» °®±ª·¼»¼ ¬¸®±«¹¸ ¿ ½±²¬®¿½¬ ©·¬¸ ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹±ò Þ«¼¹»¬»¼ ¬¿ºº·²¹ ·²½´«¼»æ îëòëç ó Ð¿¬®±´ Ü»°«¬·» ìòçð ó Ì®¿ºº·½ Ü»°«¬·» ìòðð ó Ó±¬±®½§½´» Ü»°«¬·» ëòèð ó Í°»½·¿´ Ð«®°±» Ñºº·½»® íòëð ó Ý±³³«²·¬§ Í»®ª·½» Ñºº·½»® ìòçè ó Í»®¹»¿²¬ êòðð ó Ü»¬»½¬·ª» ðòêð ó Ü»¬»½¬·ª» Í»®¹»¿²¬ 4 - 80 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Page 2 FUND: GENERALFund Number: 101 Division Title: LAW ENFORCEMENT - PATROLDivision Number: 3010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Í¿² Ü·»¹± Ý±«²¬§ Í¸»®·ººù Ý±²¬®¿½¬ Ô¿© Ü·®»½¬ Ý±¬èôíëìôêçïèôèëçôììì Î»¼´·¹¸¬ ÝÍÑñÝ±¬íîôëíïíìôïëè Ô¿© ×²¼·®»½¬ Ý±¬íôìèéôïééíôêêïôëíê Þ±±µ·²¹ Ú»»ïëôðððïëôððð Ó»³¾»®¸·° øßÎÖ×Íô ÍßÒÜßÙô ÝßÔó×Ü÷ëîôðððëìôððð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ëêôéððëçôëíë Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïïôççèôðççïîôêèíôêéí ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò ×² îððèô Û²½·²·¬¿ ¸¿¼ ¬¸» ´±©»¬ ½®·³»ñïôððð ®»·¼»²¬ ·²¼»¨ ±º ¿´´ Í¿² Ü·»¹± Ý±«²¬§ Í¸»®·ºº ½±²¬®¿½¬ ½·¬·»ò îò Ú®±³ îððé ¬± îððèô ½¿´´ º±® »®ª·½» ¼»½®»¿»¼ ëûò íò Ú®±³ îððé ¬± îððèô »®ª·½» ®»°±²» ¬·³» º±® Ð®·±®·¬§ ï ½¿´´ ¼»½®»¿»¼ îðûò ìò Ú®±³ îððé ¬± îððèô ¿¼«´¬ º»´±²§ ¿®®»¬ ·²½®»¿»¼ ïëûô ¿²¼ ¿¼«´¬ ³·¼»³»¿²±® ¿®®»¬ ·²½®»¿»¼ ïêûò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±ó§»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ý±²ª»®¬ ±²» Í½¸±±´ Î»±«®½» Ñºº·½»® ¬± ¿ Í°»½·¿´ Ð«®°±» Ñºº·½»® ¬± °®±ª·¼» Ý·¬§ó©·¼» ¾»²»º·¬ò îò ß°°´·½¿¬·±²ô °®±¹®¿³ ¼»ª»´±°³»²¬ ¿²¼ ·³°´»³»²¬¿¬·±² ±º ¿ Ú»¼»®¿´ Î»½±ª»®§ ß½¬ Ô¿© Û²º±®½»³»²¬ Í¬·³«´« º«²¼·²¹ò íò ×³°´»³»²¬ Ù®¿ºº·¬· Ì®¿½µ·²¹ Ð·´±¬ Ð®±¹®¿³ 4 - 81 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: PARKING CITATION PROCESSDivision Number: 3021 DIVISION RESPONSIBILITIES: Ý·¬¿¬·±² °®±½»·²¹ »®ª·½» ¿®» ½±²¼«½¬»¼ «²¼»® ¿ ½±²¬®¿½¬ ©·¬¸ ¿ °®·ª¿¬» º·®³ ¿²¼ ·²ª±´ª» °¿®µ·²¹ ½·¬¿¬·±² ·«»¼ ¾§ ¬¸» Í¿² Ü·»¹± Ý±«²¬§ Í¸»®·ººù Ü»°¿®¬³»²¬ ¿²¼ ¾»¿½¸ ´·º»¹«¿®¼ ©·¬¸·² ¬¸» Ý·¬§ò CORE SERVICES: Ò± ½±®» »®ª·½» ·² ¬¸· º«²¼ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ïçôíîîîçôëìîîçôíêëîìôðððîìôððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïçôíîîîçôëìîîçôíêëîìôðððîìôððð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÐÑÍ×Ì×ÑÒ Ì×ÌÔÛÍ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· ß®»¿ò 4 - 82 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: GENERALFund Number: 101 Division Title: PARKING CITATION PROCESSDivision Number: 3021 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ ß¼³·²·¬®¿¬·ª» Ú»»ïëôðððïëôððð Ð¿®µ·²¹ Ý·¬¿¬·±² Ð®±½»·²¹êôðððêôððð Ð®·²¬·²¹ô Þ·²¼·²¹ ¿²¼ Ü«°´·½¿¬·±²íôðððíôððð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»îìôðððîìôððð 4 - 83 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: ASSET FORFEITUREFund Number: 261 Division Title: ASSET FORFEITUREDivision Number: 3010 DIVISION RESPONSIBILITIES: ß»¬ Ú±®º»·¬«®» Ü·ª··±² ®»°®»»²¬ ®»±«®½» ±¾¬¿·²»¼ ¬¸®±«¹¸ ´»¹¿´ ¿»¬ »·¦«®» ø½¿¸ô °®±°»®¬§÷ ¾§ ´¿© »²º±®½»³»²¬ ±ºº·½·¿´ ·² Û²½·²·¬¿ò Ú«²¼ ¿®» «»¼ ¬± ¿½¯«·®» ¿¼¼·¬·±²¿´ ²±²ó°»®±²²»´ »¨°»²» ·¬»³ ¬± ¿·¼ ·² ´¿© »²º±®½»³»²¬ ¿½¬·ª·¬·»ò CORE SERVICES: Ò± ½±®» »®ª·½» ·² ¬¸· º«²¼ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ððëôðððëôðððëôððð Ý±²¬®¿½¬ ú Í»®ª·½»ððððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ððëôðððëôðððëôððð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· Ü·ª··±²ò 4 - 84 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: ASSET FORFEITUREFund Number: 261 Division Title: ASSET FORFEITUREDivision Number: 3010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ¿²¼ Í«°°´·»æ Ú·»´¼ Í«°°´·»ëôðððëôððð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ëôðððëôððð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò Ò± ¿»¬ º±®º»·¬«®» º«²¼ »¨°»²¼»¼ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±ó§»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ñ¾¬¿·² °»½·¿´·¦»¼ ½¿°·¬¿´ ·¬»³ º±® »²¸¿²½»¼ ´¿© »²º±®½»³»²¬ »®ª·½» ¿ ²»»¼»¼ò 4 - 85 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: STATE SUPPLEMENTAL LAW ENFORCEMENTFund Number: 262 Division Title: STATE SUPPLEMENTAL LAW ENFORCEMENT FUND Division Number: 3010 DIVISION RESPONSIBILITIES: ×² ïççêô Í¬¿¬» Ô»¹·´¿¬·±² »¬¿¾´·¸»¼ ¬¸» Í«°°´»³»²¬¿´ Ô¿© Û²º±®½»³»²¬ Ú«²¼ øÍÔÛÚ÷ °®±¹®¿³ ¿²¼ ¿°°®±°®·¿¬»¼ º«²¼ º±® ´±½¿´ ¶«®·¼·½¬·±² ¬± «°°´»³»²¬ ´¿© »²º±®½»³»²¬ »®ª·½»ò ÍÔÛÚ º«²¼ ³¿§ ±²´§ ¾» «»¼ ¬± «°°´»³»²¬ º®±²¬ ´·²» ´¿© »²º±®½»³»²¬ »®ª·½»ò Ú«²¼·²¹ · ¼»°»²¼»²¬ «°±² ¹®¿²¬ ¿°°´·½¿¬·±² ¿°°®±ª¿´ò CORE SERVICES: Í«°°´»³»²¬ ´±½¿´ ´¿© »²º±®½»³»²¬ ½±²¬®¿½¬«¿´ »®ª·½» Û²¸¿²½» ½·¬§©·¼» EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ïîêôëìëïîïôêìïëðôçïêïððôðððïððôððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»ððððð Ì±¬¿´ïîêôëìëïîïôêìïëðôçïêïððôðððïððôððð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· Ü·ª··±²ò 4 - 86 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: STATE SUPPLEMENTAL LAW ENFORCEMENT Fund Number: 262 Division Title: STATE SUPPLEMENTAL LAW ENFORCEMENT FUND Division Number: 3010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Ô¿© Ü·®»½¬ Ý±¬ïððôðððïððôððð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïððôðððïððôððð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò Ð¿®¬·¿´ º«²¼·²¹ ±º ´¿© »²º±®½»³»²¬ °¿¬®±´ ¿¼¼»¼ ·² ïçççò øÞ¿´¿²½» «°°±®¬»¼ ¾§ Ù»²»®¿´ Ú«²¼÷ Ú«²¼ «»¼ ¬± ±ºº»¬ °¿®¬·¿´ ½±¬ ±º °¿¬®±´ »®ª·½» ·² ÚÇðéóðè ¿²¼ ÚÇðèóðçò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±ó§»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ý±²¬·²«»¼ °¿®¬·¿´ º«²¼·²¹ ±º ´¿© »²º±®½»³»²¬ °¿¬®±´ «²·¬ ¾«¬ ¿¬ ¿ ¹®¿¼«¿´´§ ¼»½´·²·²¹ °»®½»²¬¿¹»ò 4 - 87 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: FEDERAL SPECIAL LAW ENFORCEMENT FUNDFund Number: 263 Division Title: FEDERAL JUSTICE ASSISTANCE GRANTDivision Number: 3010 DIVISION RESPONSIBILITIES: Ì¸» Ú»¼»®¿´ Ö«¬·½» ß·¬¿²½» Ù®¿²¬ °®±¹®¿³ ¿°°®±°®·¿¬»¼ º«²¼ º±® ´±½¿´ ¶«®·¼·½¬·±² ¬± «°°´»³»²¬ ´¿© »²º±®½»³»²¬ »®ª·½»ò Ú«²¼ ³¿§ ±²´§ ¾» «»¼ ¬± «°°´»³»²¬ º®±²¬ ´·²» ´¿© »²º±®½»³»²¬ »®ª·½»ò ß²²«¿´ º«²¼·²¹ · ¼»°»²¼»²¬ «°±² ¬¸» º»¼»®¿´ ¾«¼¹»¬ ¿´´±½¿¬·±² °®±½»ò CORE SERVICES: Í«°°´»³»²¬ ´±½¿´ ´¿© »²º±®½»³»²¬ ½±²¬®¿½¬«¿´ »®ª·½» Û²¸¿²½» ½·¬§©·¼» ´»ª»´ ±º »®ª·½» °®±ª·¼»¼ ¬± ®»·¼»²¬ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ïðôêìðïêôéðèðéèôïïîð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïðôêìðïêôéðèðéèôïïîð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· Ü·ª··±²ò 4 - 88 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Page 2 FUND: FEDERAL SPECIAL LAW ENFORCEMENT FUNDFund Number: 263 Division Title: FEDERAL JUSTICE ASSISTANCE GRANTDivision Number: 3010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®éèôïïîð Ì±¬¿´ Ý±²¬®¿½¬ ú Í»®ª·½»éèôïïîð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò Ð¿®¬·¿´ º«²¼·²¹ ±º ¬¸» Ô¿© Û²º±®½»³»²¬ èðð ÓØ¦ Î»¹·±²¿´ Ý±³³«²·½¿¬·±² Í§¬»³ ·² ÚÇðéóðèò 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Í»®ª·½»ëïðôëêíëîéôêéçëçìôèðèëçëôèíðêìîôîíê ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§íêôêîéïçôéçèéíôêêííðôîëïíèôîîð Ì±¬¿´çôèëëôïéìçôçììôìïèïðôéïêôíîëïðôçìðôðïîïïôðíîôèðé DEPARTMENT PERSONNEL SUMMARY øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬êéòððêéòððêéòððêéòððêéòðð DEPARTMENT FUNDING SUMMARY ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç ÚÇ ðçóïð ÚÇ ïðóïï Í±«®½» ±º Î»ª»²«» øÚ«²¼÷ ß½¬«¿´ ß½¬«¿´ Ð®±¶»½¬»¼Ð®±¶»½¬»¼Ð®±¶»½¬»¼ Ú·®» ó Þ«·´¼·²¹ Ð»®³·¬ Ú»» øïðï÷ììôïèíïîïôèìéïïéôîëðíðôççðíðôççð Ð®±°»®¬§ Î»²¬¿´ øïðï÷êìôðèèêìôðèèêìôðèèëéôîíèëéôîíè Ú·®» ó ß´´ Ñ¬¸»® Ú»» øïðï÷ðððèôìëðèôìëð Ì±¬¿´ Ü»°¿®¬³»²¬¿´ Î»ª»²«»ïðèôîéïïèëôçíëïèïôííèçêôêéèçêôêéè Ñ¬¸»® Ù»²»®¿´ Ú«²¼ Í«°°±®¬çôéìêôçðíçôéëèôìèíïðôëíìôçèéïðôèìíôííìïðôçíêôïîç Ì±¬¿´çôèëëôïéìçôçììôìïèïðôéïêôíîëïðôçìðôðïîïïôðíîôèðé 4 - 95 ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERAL Fund: 101 Division Title: FIRE ADMINISTRATIONDivision: 3510 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² 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Ý±²¬®¿½¬«¿´îïêôëððîïêôëðð Ý±«²¬§ Ð®±¾¿¬·±² Ý®»© Ý±²¬®¿½¬èéôíêðèéôíêð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ëððëðð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»íðìôíêðíðìôíêð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðçß½½±³°´·¸³»²¬æ ïò Ý±²¬·²«» ¬± ½±´´»½¬ ¿²¼ ½±²±´·¼¿¬» ·²º±®³¿¬·±² º±® º«¬«®» ·³°´»³»²¬¿¬·±² ±º Ý·¬§É±®µ Ù×Í Ð®±¹®¿³ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ý±²¬·²«» ¬± °®±ª·¼» ´·¬¬»® ¿¾¿¬»³»²¬ ¿²¼ ¾»¿«¬·º·½¿¬·±² ±º ¬¸» Ø·¹¸©¿§ ïðï ½±®®·¼±®ò îò Ð´¿²¬ º·º¬§ øëð÷ô îì ·²½¸ ¾±¨ ¬®»» ·² ¿½½»°¬¿¾´» °´¿²¬·²¹ ´±½¿¬·±² ¬¸®±«¹¸±«¬ ¬¸» ½·¬§ò íò Ý±²¬·²«» ¬± ½±´´»½¬ Ý·¬§ ¿»¬ ·²º±®³¿¬·±² º±® º«¬«®» Ý·¬§ É±®µ Ù×Í Ð®±¹®¿³ò ì ó ïï ç ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: FACILITY & SITE MAINTENANCE/CIVIC CENTERDivision Number: 4045 DIVISION RESPONSIBILITIES: Ì¸» Ú¿½·´·¬§ Ó¿·²¬»²¿²½» Ü·ª··±² · ®»°±²·¾´» º±® ¬¸» ³¿·²¬»²¿²½» ±º ¬¸» Ý·ª·½ Ý»²¬»®ô ¿´´ Ú·®» Í¬¿¬·±² ¿²¼ Ô·º»¹«¿®¼ Ì±©»®ô ¬¸» Ð«¾´·½ É±®µ Ç¿®¼ ¿²¼ ¬¸» Ô·¾®¿®§ò Ü·ª··±² Ò«³¾»® ìðìë 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Í»®ª·½»ïçíôðëðîðîôëêè Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»æ Ó¿½¸·²»®§ ¿²¼ Û¯«·°³»²¬ Ú«®²·¬«®» ¿²¼ Ú·¨¬«®»ðð Ì±¬¿´ Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»ðð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðçß½½±³°´·¸³»²¬æ ïò Ý±³°´»¬·±² ±º Ý·ª·½ Ý»²¬»® Î±±º Î»°´¿½»³»²¬ ¿²¼ Û²»®¹§ Ûºº·½·»²½§ ×³°®±ª»³»²¬ò îò Î»°´¿½»³»²¬ ±º Ý·ª·½ Ý»²¬»® ØÊßÝ §¬»³ô ·²½´«¼·²¹ ¼«½¬ ©±®µò íò Î»°´¿½»³»²¬ ±º »¨¸¿«¬ §¬»³ ¿¬ Ú·®» Í¬¿¬·±² ì ¿²¼ ë ò ìò ×³°´»³»²¬»¼ñÞ»¹¿² ³¿·²¬»²¿²½» ®»°±²·¾·´·¬·» º±® Ô·¾®¿®§ ¿²¼ Ð«¾´·½ É±®µ Ç¿®¼ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ý±³°´»¬» ÔÛÛÜ ½»®¬·º·½¿¬·±² º±® Ý·ª·½ Ý»²¬»®ò îò Û¨¬»®·±® °¿·²¬·²¹ ±º Ý·ª·½ Ý»²¬»®ò íò ×²ª»¬·¹¿¬» ±°¬·±² º±® ±´¿® °±©»®»¼ °¿®µ·²¹ ´±¬ ´·¹¸¬·²¹ ¿¬ Ý·ª·½ Ý»²¬»®ò ìò ×²¬¿´´ »³»®¹»²½§ ¹»²»®¿¬±® ¿¬ Ð«¾´·½ É±®µ Ç¿®¼ò ì ó ï îï ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: FACILITY & SITE MAINTENANCE/ FIRE STATIONDivision Number: 4046 DIVISION RESPONSIBILITIES: Ü·ª··±² Ò«³¾»® ìðìê ·²½´«¼» ½±¬ ¿±½·¿¬»¼ ©·¬¸ ¬¸» ³¿·²¬»²¿²½» 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FUND: GENERALFund Number: 101 Division Title: FACILITY & SITE MAINTENANCE/ FIRE STATIONDivision Number: 4046 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Î»°¿·® ¿²¼ Ó¿·²¬»²¿²½»ëôëððëôëðð Í«°°´·»ïôîððïôîðð Í³¿´´ Ì±±´ ú ×²¬®«³»²¬ïëðïëð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»êôèëðêôèëð Ý±²¬®¿½¬ ú Í»®ª·½»æ Ý±²¬®¿½¬«¿´íèôëððíìôëðð Ë¬·´·¬§ Í»®ª·½»æ Û´»½¬®·½·¬§ô Ù¿ô É¿¬»®ô Í»©»®ô Ì»´»°¸±²»ìéôêìîëïôðêê Ý«¬±¼·¿´ Í»®ª·½»îôðçðíôðçð Ð®±°»®¬§ Ó¿·²¬»²¿²½»îïôïçèîïôíéè ØÊßÝ Ó¿·²¬»²¿²½»éôêíçéôêíç Ð»®³·¬íôðððíôððð Í»½«®·¬§íôïêèíôïêè Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïîíôîíéïîíôèìï ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ß½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ ¿®» ´·¬»¼ «²¼»® Ú«²¼ ïðïóìðìëò ì ó ïî í ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: FACILITY & SITE MAINTENANCE/PW YARDDivision Number: 4047 DIVISION RESPONSIBILITIES: Ü·ª··±² Ò«³¾»® ìðìé ·²½´«¼» ½±¬ ¿±½·¿¬»¼ ©·¬¸ ¬¸» ³¿·²¬»²¿²½» ±º ¬¸» Ð«¾´·½ É±®µ Ç¿®¼ øïêð Ý¿´´» Ó¿¹¼¿´»²¿÷ò ×²ó¸±«» °»®±²²»´ ½±³°´»¬» ¬¸» ¼¿§ó¬±ó¼¿§ ®»°¿·®ò Í°»½·¿´·¦»¼ ©±®µ «½¸ ¿ »½«®·¬§ô °»¬ ½±²¬®±´ô ¶¿²·¬±®·¿´ô °´«³¾·²¹ô ¿²¼ ØÊßÝ »®ª·½» · ±«¬±«®½»¼ò CORE SERVICES: Ó¿·²¬»²¿²½» ±º Ý·¬§ Ú¿½·´·¬·» ó Ð«¾´·½ É±®µ Ç¿®¼ Ð´¿²²·²¹ô ¾«¼¹»¬·²¹ ¿²¼ °«®½¸¿·²¹ ±º »¯«·°³»²¬ ¿²¼ »®ª·½» ¬± ³¿·²¬¿·² Ý·¬§ ¾«·´¼·²¹ ¿»¬ Û³»®¹»²½§ ®»°±²» º±® º¿½·´·¬·» EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ðèôëïïïìôìçìéïôéîëéëôðéë Ó¿¬»®·¿´ ú Í«°°´·»ðíôïêëéôêçðèôðéëéôíéë Ý±²¬®¿½¬ ú Í»®ª·½»ðêëôîíïèìôïìðïíêôëðîïîîôðïé ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ðéêôçðéïðêôíîìîïêôíðîîðìôìêé PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ï Í»²·±® Ó¿²¿¹»³»²¬ ß²¿´§¬ðòðððòðððòðððòîððòîð Ú¿½·´·¬·» Í°»½·¿´·¬ðòðððòîððòîððòëððòëð Ì±¬¿´ Ð±·¬·±²ðòðððòîððòîððòéððòéð ï Ð±·¬·±² ¬·¬´» ½¸¿²¹» ÚÇðé Ý´¿·º·½¿¬·±² Ó¿·²¬»²¿²½» Ð®±¶»½¬ ì ó ïî ì 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Division Title: RECYCLINGDivision Number: 4032 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Û¯«·°³»²¬ ¿²¼ Í«°°´·»ïïôðððïïôððð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ïïôðððïïôððð Ý±²¬®¿½¬ ú Í»®ª·½»æ Ý±²¬®¿½¬«¿´ Í»®ª·½»êëôðððêëôððð ß¼ª»®¬··²¹îôëððîôëðð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»êéôëððêéôëðð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ß½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ ¿®» ´·¬»¼ «²¼»® Ú«²¼ îîçóìðíðò ì ó ïí ç ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: CARDIFF SANITARY DIVISION (CSD)Fund: 501 Division Title: OPERATINGDivision Number: 5010 DIVISION RESPONSIBILITIES: Ì¸» Ý¿®¼·ºº Í¿²·¬¿®§ Ü·ª··±² øÝÍÜ÷ »®ª» ¿ °±°«´¿¬·±² ±º ¿°°®±¨·³¿¬»´§ ïçôëðð ·² ¬¸» ±«¬¸»®² ¿²¼ »¿¬»®´§ °±®¬·±² ±º ¬¸» Ý·¬§ô ·²½´«¼·²¹ ³±¬ ±º Ý¿®¼·ºº ¿²¼ Ñ´·ª»²¸¿·²ò Ì¸»®» ¿®» ¿°°®±¨·³¿¬»´§ èð ³·´» ±º »©»® ³¿·² ·² ¬¸» Ü·ª··±²ò Ì¸» ¿²²«¿´ »©»® »®ª·½» ½¸¿®¹» º±® ½«¬±³»® · ¾¿»¼ ±² ¿ °»®½»²¬¿¹» ±º »¿½¸ ½«¬±³»®ù ©¿¬»® ½±²«³°¬·±²ò Ì¸» ®¿¬» ¬®«½¬«®» ¸¿ º±«® ¼·ºº»®»²¬ ½´¿·º·½¿¬·±² «²¼»® ©¸·½¸ ½«¬±³»® ¿®» ¹®±«°»¼ò Í»©¿¹» º´±© ¬± ¿²¼ · ¬®»¿¬»¼ 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Ò±¬»æ Ì¸» °»®±²²»´ ½±¬ º±® ¬¸· Ü·ª··±² ®»°®»»²¬ ¬¸» »¨°»²» º±® ¬¸» ¬©± Ý·¬§ Ý±«²½·´ ³»³¾»® ©¸± ¿®» ±² ¬¸» Í¿² Û´·¶± ÖÐß Þ±¿®¼ ±º Ü·®»½¬±®ò ì ó ï ìð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: CARDIFF SANITARY DIVISION (CSD)Fund: 501 Division Title: OPERATINGDivision Number: 5010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Í»©»® Ì®»¿¬³»²¬ Ý±¬ ¿¬ ÍÛÖÐßïôîêéôèëíïôííïôîìê Ð«³° Í¬¿¬·±² Ñ ú Óîéðôìéðîèíôççì Í»©»® Ñ«¬º¿´´íìôèçëíêôêìð Ý·¬§ Ô·²» Ó¿·²¬»²¿²½» Í«°°±®¬ìîçôèçðììêôðçê Ý·¬§ Û²¹·²»»®ñß¼³·² Í«°°±®¬çðôîïíïêìôìçð Ô¿¾±®¿¬±®§ Í»®ª·½»ïçîôïéêîðïôéèë Ù»²»®¿´ Ñ°»®¿¬·±²ïëôðððïëôððð Ð®±º»·±²¿´ Ú·®³ ïîôèêçïíôïêé ×²«®¿²½» Ð®»³·«³íîôéððíìôííë Í»´º ×²«®¿²½» Î»»®ª» Ú«²¼·²¹ëðôðððëðôððð ×ÍÚ Î»²¬¿´ Ý¸¿®¹»ëîôïìïëíôéêí ÎÍÚ Ý®»¼·¬øèêôççê÷øèêôççê÷ É¿¬»®ïôïððð ß¼³·²·¬®¿¬·±² Ú»»íôëíðíôëíð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»îôíêëôèìïîôëìéôðëð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïçìôíîëîðìôðìî Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïçìôíîëîðìôðìî Ý¿°¬·¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»æ Ô»¿» Ð¿§³»²¬ïíôèððïíôèðð Ì±¬¿´ 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Ý±²¬®¿½¬ ú Í»®ª·½»æ Í»©»® Ì®»¿¬³»²¬ Ý±¬ ¿¬ ÛÉßëíëôêîïëêîôìðî Ð«³° Í¬¿¬·±² Ñ ú Ó ó Ó±±²´·¹¸¬ïìêôçêçïëìôíïé Ý·¬§ Ô·²» Ó¿·²¬»²¿²½» Í«°°±®¬îî ç ô ìëð î í è ô ïðï Ý·¬§ Û²¹·²»»®ñß¼³·² Í«°°±®¬ëîôëïéêêôìëé Ù»²»®¿´ Ñ°»®¿¬·±²ïëôðððïëôððð Ð«³° Í¬¿¬·±² Ñ ú Ó ó Þ¿¬·¯«·¬±èîôìððèêôëîð ×²«®¿²½» Ð®»³·«³íðôïððíïôêðë Ð®±º»·±²¿´ Ú·®³ çôéìðçôçìí Í»´º ×²«®¿²½» Î»»®ª» Ú«²¼·²¹ëðôðððëðôððð ×ÍÚ Î»²¬¿´ Ý¸¿®¹»ëîôïìïëíôéêí É¿¬»®ëëðêðð ß¼³·² Ú»»íôíððíôíðð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïôîð é ô éèè ï ôî éî ô ðð è ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïïêôíèçïîîôîðè Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïïêôíèçïîîôîðè Ý¿°¬·¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»æ Ô»¿» Ð¿§³»²¬ïíôèðíïíôèðí Ð®·²½·°¿´ ¿²¼ ×²¬»®»¬êèôçððêêôíðð Ì±¬¿´ Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»èîôéðíèðôïðí ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ß½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ ¿®» ´·¬»¼ «²¼»® Ú«²¼ êïêóìðïðò ì ó ïì í ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: DISTRICT SERVICESFund Number: 616 Division Title: DISTRICT SUPPORT/ADMINISTRATION Division Number: 4010 DIVISION RESPONSIBILITIES: Ì¸· 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Ð®±°±»¼ Ü»°¿®¬³»²¬ Ü·®»½¬±®ðòîððòîððòîððòîððòîð ï Í»²·±® Ó¿²¿¹»³»²¬¬ ß²¿´§¬ðòðððòðððòðððòðëðòðë Ó¿²¿¹»³»²¬ ß²¿´§¬ ×ô ××ô ×××ðòíððòíððòíððòíððòíð Ü»°¬ò ß¼³·²·¬®¿¬·ª» Í«°°±®¬ Ý±±®¼·²¿¬±®öðòïëðòïëðòïëðòïëðòïë Ì±¬¿´ Ð±·¬·±²ðòêëðòêëðòêëðòéððòéð ï Ð±·¬·±² ¬·¬´» ½¸¿²¹» ÚÇðé Ý´¿·º·½¿¬·±² Ó¿·²¬»²¿²½» Ð®±¶»½¬ ì ó ïì ì ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: DISTRICT SERVICESFund Number: 616 Division Title: DISTRICT SUPPORT/ADMINISTRATION Division Number: 4010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ ß¼³·²·¬®¿¬·ª» Ú»»çôðððçôððð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»çôðððçôððð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðçß½½±³°´·¸³»²¬æ ïò Þ»¹¿² ·³°´»³»²¬¿¬·±² ±º Ð¸¿» ×× ±º Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ð®±¹®¿³ º±® Û²½·²·¬¿ ¿²¼ Ý¿®¼·ºº Í¿²·¬¿®§ Ü·ª··±²ò îò Ý±³°´»¬»¼ ®»°´¿½»³»²¬ ±º Ó±±²´·¹¸¬ Þ»¿½¸ Ð«³° Í¬¿¬·±²ò íò Ý±²¬®«½¬»¼ É¿¬»©¿¬»® Ý±´´»½¬·±² ¼·ª··±² ±ºº·½»ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ïðóïï÷ ×²½´«¼»æ ïò Ë°¼¿¬» Í»©»® Ó¿¬»® Ð´¿² º±® Û²½·²·¬¿ ¿²¼ Ý¿®¼·ºº Í¿²·¬¿®§ Ü·ª··±²ò îò Î»°´¿½» Ñ´·ª»²¸¿·² Ð«³° Í¬¿¬·±²ò íò Î»°´¿½» É¿¬»©¿¬»® Ê¿½óÝ±² ¬®«½µò ì ó ïì ë ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: DISTRICT SERVICESFund Number: 616 Division Title: WASTEWATER COLLECTIONDivision Number: 4050 DIVISION RESPONSIBILITIES: É¿¬»©¿¬»® Ý±´´»½¬·±² »®ª·½» ¿®» °®±ª·¼»¼ ¬± ¬¸» Û²½·²·¬¿ Í¿²·¬¿®§ Ü·ª··±² ¿²¼ ¬¸» Ý¿®¼·ºº Í¿²·¬¿®§ Ü·ª··±²ò Ì¸»» »®ª·½» ·²½´«¼» ¿² ±²¹±·²¹ ½¸»¼«´» º±® »©»® ´·²» ½´»¿²·²¹ ¿ ©»´´ ¿ »³»®¹»²½§ »®ª·½» ®»¯«·®»¼ ±² ¿² ¿ ²»»¼»¼ ¾¿·ò É¿¬»©¿¬»® Ý±´´»½¬·±² »®ª·½» ¿´± ·²½´«¼» ´·²» ´±½¿¬·±² ¿²¼ ³¿®µ ±«¬ »®ª·½» º±® Ý¿®¼·ºº Í¿²·¬¿®§ Ü·ª··±² ¿²¼ ¬¸» Û²½·²·¬¿ Í¿²·¬¿®§ Ü·ª··±²ò Û¿½¸ ¿²·¬¿®§ ¼·ª··±² · ½¸¿®¹»¼ ·¬ ¸¿®» ±º ¬¸» Ü·ª··±²ù »¨°»²» ¾¿»¼ ±² ¿½¬«¿´ ²«³¾»® ±º ³·´» ±º «²¼»®¹®±«²¼ °·°» ³¿·²¬¿·²»¼ò CORE SERVICES: Û³»®¹»²½§ Î»°±²» Ô±½¿¬» ¿²¼ ³¿®µ ±«¬ Í»©»® ´·²» ¿²¼ Í¬±®³ Ü®¿·² Ð®±ª·¼» ®±«¬·²» ¿²·¬¿®§ »©»® ú ¬±®³ ¼®¿·² ½±´´»½¬·±² §¬»³ ³¿·²¬»²¿²½»æ Î»°¿·®·²¹ »©»® ´·²» ¿²¼ ¬±®³ ¼®¿·² Ê·¼»± ·²°»½¬ «²¼»®¹®±«²¼ °·°» Î»°±²¼ ¬± Ý«¬±³»® Í»®ª·½» Î»¯«»¬ Ý´»¿²·²¹ Í»©»® Ô·²»ô 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Í«°°´·»ïçôïçíîðôíêèîîôðððîïôðððîïôððð Ý±²¬®¿½¬ ú Í»®ª·½»ïìôîëèïïôëðèïêôðððïêôðððïêôððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïïðôêèðïîçôèîéêïôéïìëíôêçðïííôêçð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïììôïíïïêïôéðíççôéïìçðôêçðïéðôêçð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± Ý·¬§ Ð»®±²²»´ ¿®» Ü·®»½¬´§ ß·¹²»¼ ¬± ¬¸· Ü·ª··±²ò ì ó ïì è ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: DISTRICT SERVICESFund Number: 616 Division Title: INTERNAL SERVICE VEHICLE RENTALDivision Number: 4054 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«´·»æ °° Ú«»´ ó Ù¿±´·²»ô Ü·»»´ô ¿²¼ Ò¿¬«®¿´ Ù¿îïôðððîïôððð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»îïôðððîïôððð Ý±²¬®¿½¬ ú Í»®ª·½»æ Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ïëôðððïëôððð ×²«®¿²½» Ð®»³·«³ïôðððïôððð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïêôðððïêôððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ Ê»¸·½´» Î»°´¿½»³»²¬ëíôêçðïííôêçð Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ëíôêçðïííôêçð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: 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Ð¿®¬êéôðððéðôíëð Ñºº·½»ô Ú·»´¼ ¿²¼ Í¿º»¬§ Í«°°´·»íôëððíôìîë Í³¿´´ Ì±±´ ¿²¼ ×²¬®«³»²¬ìôëððïôëðð Ñºº·½» Ú«®²·¬«®» ú Û¯«·°³»²¬îëðëðð Þ±±µô Ú«»´ô Í°»½·¿´ Ý´±¬¸·²¹ô É¿¬»®ñÚ±±¼ñÝ±ºº»» Í»®ª·½»îôîíðìôîëð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ééôìèðèðôðîë Ý±²¬®¿½¬ ú Í»®ª·½»æ Ê»¸·½´» Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®êëôðððêçôððð Ý±²¬®¿½¬«¿´íôëððíôéðð Ì®¿·²·²¹îôíëðîôíëð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ô Û¯«·°³»²¬ Î»²¬¿´ Ú»»èïêèïê Ì»´»°¸±²»ô Ó»³¾»®¸·° Ü«»ô ¿²¼ Ó»¼·½¿´ Í»®ª·½»îôîïðîôîïð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»éíôèéêéèôðéê Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ðð Ó¿½¸·²»®§ ú Û¯«·°³»²¬ðð Ì±¬¿´ Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»ðð ßÝÝÑÓÐÔ×ÍØÓÛÒÌÍ ßÒÜ ÓßÖÑÎ ÉÑÎÕ ÐÎÑÖÛÝÌÍæ ÚÇîððéóðè ú îððèóðç ß½½±³°´·¸³»²¬æ ïòÐ»®º±®³»¼ íëð ÐÓù ¿²¼ êèë Í»®ª·½» ®»°¿·® Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇîððçóïð ú îðïðóïï÷æ ïò çëû ½«¬±³»® ¿¬·º¿½¬·±² ®¿¬» ¾¿»¼ ±² ½«¬±³»® «®ª»§ îò Ý±³°´»¬» ¿´´ ÐÓù ©·¬¸·² îì ¸±«® ±º ¬¸» ½¸»¼«´»¼ ¼¿¬» íò Ý±²¼«½¬ ¿ Ú´»»¬ Í»®ª·½» ¬«¼§ ì ó ï ëï ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: VEHICLE REPLACEMENT Fund Number: 693 Division Title: VEHICLE AND EQUIPMENT REPLACEMENTDivision Number: 4075 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±²ô ½®»¿¬»¼ ·² ÚÇçèñççô · ®»°±²·¾´» º±® ¬¸» ®»°´¿½»³»²¬ ±º ¬¸» Ý·¬§ñÜ·¬®·½¬ù ª»¸·½´» ¿²¼ ³¿¶±® »¯«·°³»²¬ ¿ ¼»¬»®³·²»¼ ¾§ ¿ ª»¸·½´» ´±²¹»ª·¬§ ¬¿¾´» ¿²¼ ®»°´¿½»³»²¬ ¹«·¼»´·²»ò Ë²¼»® ¬¸· Ü·ª··±²ô ¬¸» °´¿²²·²¹ô ¾«¼¹»¬·²¹ô ¿²¼ °«®½¸¿·²¹ ±º ®»°´¿½»³»²¬ ª»¸·½´» ¿²¼ »¯«·°³»²¬ · ½±²±´·¼¿¬»¼ ·²¬± ¿ ·²¹´» º«²¼ ¿²¼ °«®½¸¿·²¹ °®±¹®¿³ò Ì¸· º«²¼ ±°»®¿¬» ¿ ¿² ·²¬»®²¿´ ½±¬ ¿´´±½¿¬·±² ¿²¼ ¿´´ »¨°»²¼·¬«®» ±º ¬¸» º«²¼ ¿®» ®»·³¾«®»¼ ¾§ Ý·¬§ Ü»°¿®¬³»²¬ò Ì¸» ¿³±«²¬ »¿½¸ Ü»°¿®¬³»²¬ °¿§ ·²¬± ¬¸» º«²¼ · ¾¿»¼ ±² ¿ þ Î»°´¿½»³»²¬ Í½¸»¼«´»òþ Ì¸» ¹«·¼»´·²» «»¼ º±® ¼»¬»®³·²·²¹ ¬¸» »ª»²¬«¿´ §»¿® ±º ®»°´¿½»³»²¬ º±® ª»¸·½´» ¿²¼ »¯«·°³»²¬ ©·´´ ¾» ¬¸» Ê»¸·½´» Î»°´¿½»³»²¬ Ð±´·½§ô Úðïéô ½±²¬¿·²»¼ ·² ¬¸» Ý·¬§ù ß¼³·²·¬®¿¬·ª» Ó¿²«¿´ò CORE SERVICES: Ï«¿®¬»®´§ Ûª¿´«¿¬·±² ±º Ý·¬§ñÉ¿¬»® º´»»¬ Ð®±½«®»³»²¬ ±º Ý·¬§ñÉ¿¬»® º´»»¬ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðç Ü»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® 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Ý±¬¿óÎ±¾´» NoText NoText This page intentionally left blank. ì ó ïë è ÛÈÐÛÒÜ×ÌËÎÛ ÍËÓÓßÎÇ ÛÒÙ×ÒÛÛÎ×ÒÙ ßÝÌ×Ê×Ì×ÛÍ DEPARTMENT: Engineering Services DIVISIONS: Ý·¬ Û²·²»»®·²ô Ì®¿ºº·½ Û²·²»»®·²ô Ý±¿¬¿´ Æ±²» Ó¿²¿»³»²¬ô Ý¿·¬¿´ Ð®±»½¬ô Í¬±®³©¿¬» §¹¹¹¹¹°¶® Ð®±®¿³ô ¿²¼ Û²½·²·¬¿ Ô¿²¼½¿» ú Ô·¸¬·² Ü·¬®·½¬ ·²½´«¼» Ê·´´¿» Ð¿®µ Óò×òÜòô ¹°¹¹ø¹ Ê·´´¿²·¬¿ Óò×òÜòô Ý·¬ó©·¼» Ô¿²¼½¿» ¿²¼ Ô·¸¬·² Ü·¬®·½¬ô Ý»®®± Í¬®»»¬ Óò×òÜòô É·®± Ð¿® §°¹¹µ Óò×òÜòô ¿²¼ Û²½·²·¬¿ Î¿²½¸ò ÷ EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´îôéêçôéíèîôçèéôîîéíôïéèôëêèíôîðêôíðêíôíëìôïîí Ó¿¬»®·¿´ ú Í«°°´·»ííôðîçêîôèíèïéïôðïéïðíôèèðçèôêîé Ý±²¬®¿½¬ ú Í»®ª·½»îôëçðôðîçîôêìíôîïèîôèëçôìéìîôëèêôíðëîôêîìôìèë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïðìôìïëïïëôìéêïïëôçðêïìîôêéîïìçôèðé Ý¿°·¬¿´ Ñ«¬´¿§ððëôððððð Ì±¬¿´ëôìçéôîïïëôèðèôéëçêôíîçôçêëêôðíçôïêíêôîîéôðìî DEPARTMENT PERSONNEL SUMMARY øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® 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PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ü»°¿®¬³»²¬ Ü·®»½¬±®ñ Ý·¬§ Û²¹·²»»®ïòððïòððïòððïòððïòðð Ü»°«¬§ Ý·¬§ Û²¹·²»»®ïòððïòððïòððïòððïòðð Í»²·±® Û²¹·²»»®îòððîòððîòððîòððîòðð Í»²·±® Ó¿²¿¹»³»²¬ ß²¿´§¬ðòéððòéëðòéëðòéððòéð Û²¹·²»»® ×ô ××ëòððëòððëòððëòððëòðð Û²¹·²»»®·²¹ Í°»½·¿´·¬ ×ô ××ô ×××ëòððëòððëòððëòððëòðð Ü»°¬ò ß¼³·²ò Í«°°±®¬ Ý±±®¼·²¿¬±®ïòððïòððïòððïòððïòðð Ó¿²¿¹»³»²¬ ×²¬»®²ðòëððòëððòëððòðððòðð Ì±¬¿´ Ð±·¬·±²ïêòîðïêòîëïêòîëïëòéðïëòéð ì ó ï êð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î Fund: GENERALFund Number: 101 Division Title: CITY ENGINEERING SERVICESDivision Number: 6010 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Ý±³°«¬»® Í±º¬©¿®» ìôêçèîôîìë Ê¿®·±« Í«°°´·»ô Þ±±µô Ú«»´ô Í³¿´´ Ì±±´éôïîîéôèîî Ñºº·½» Í«°°´·»ñÚ«®²·¬«®» ¿²¼ Û¯«·°³»²¬ïôèîëïôçîë Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ïíôêìëïïôççî Ý±²¬®¿½¬ ú Í»®ª·½»æ ×²°»½¬·±² Í»®ª·½»ìîðôðððìîðôððð Ü»ª»´±°³»²¬ Î»ª·»©èôéëðèôéëð Ý±²¬®¿½¬«¿´ïðôíëðïðôíëð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ú Î»°¿·®ïôîéîïôîéî Ì®¿ª»´ô Ì®¿·²·²¹ô Ó»³¾»®¸·°ô Ó·´»¿¹»ïðôðïêéôëìé Ð®·²¬·²¹ô Ì»´»°¸±²»íôêéîíôêéî Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ìëìôðêðìëïôëçï ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Ñ´·ª»²¸¿·² Ð«³° Í¬¿¬·±² Ý±³°´»¬»¼ Ð®»´·³·²¿®§ Ü»·¹² ú Í¬¿®¬»¼ Ú·²¿´ Ü»·¹² ò îò Û²½·²·¬¿ Þ´ª¼ò à ×óë Í¬¿®¬»¼ ÐÍÎô ÐÎô ÛÜ ò íò Ô±²» Ö¿½µ Ü®¿·²¿¹» Ý±³°´»¬»¼ Ü»·¹² ò ìò Û´ Ý¿³·²± Î»¿´ Ü®¿·²¿¹» Ý±³°´»¬»¼ Ü»·¹² ò ëò Ô»«½¿¼·¿ Þ´ª¼ ×³°®±ª»³»²¬ ¿²¼ Î±«²¼ó¿¾±«¬ Ð¸¿» × øÉ»¬ ±º ×óë÷ Ý±²¬®«½¬·±² Ý±³°´»¬»ò êò Í¿² Û´·¶± Ë¬·´·¬§ Ë²¼»®¹®±«²¼·²¹ Ý±²¬®«½¬·±² Ý±³°´»¬»ò éò Ñ´·ª»²¸¿·² Î±¿¼ É·¼»²·²¹ Ý±²¬®«½¬·±² Ý±³°´»¬»ò èò Í·¼»©¿´µ ±² Þ±²·¬¿ Ü®·ª» Ý±²¬®«½¬·±² Ý±³°´»¬»ò çò ×²¬»®·³ Í·¼»©¿´µ ±² Ø©§ ïðï ·² Ô»«½¿¼·¿ Ý±²¬®«½¬·±² Ý±³°´»¬»ò ïðò Ó±±²´·¹¸¬ Þ»¿½¸ Ú±®½» Ó¿·² Ð¸¿» ××× Ý±²¬®«½¬·±² Ý±³°´»¬»ò ïïò Ý·¬§ó©·¼» Ñª»®´¿§ ÚÇðéóðè Ý±²¬®«½¬·±² Ý±³°´»¬»ò ïîò Û²½·²·¬¿ Þ±«´»ª¿®¼ ¿²¼ Ý¿´´» Ó¿¹¼¿´»²¿ Ñª»®´¿§ Ý±²¬®«½¬·±² Ý±³°´»¬»ò ïíò É·²¼±® Ü®òô Ë®¿²·¿ ßª»òô ¿²¼ ÒÝÌÜ 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(ELLD ZONE D)Division Number: 7060 DIVISION RESPONSIBILITIES: Ð®·±® ¬± ¬¸» Ý·¬§ ·²½±®°±®¿¬·±²ô ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹± º±®³»¼ º±«® ¾»²»º·¬ ¿»³»²¬ ¼·¬®·½¬ ¬± °®±ª·¼» º±® ·³°®±ª»³»²¬ ¿²¼ ±²¹±·²¹ ³¿·²¬»²¿²½» ±º ´¿²¼½¿°»¼ ³»¼·¿² ·´¿²¼ô ®±¿¼·¼» ´¿²¼½¿°·²¹ ¿²¼ ±²» ³¿´´ °¿ª»³»²¬ »¹³»²¬ò Ó«²·½·°¿´ ×³°®±ª»³»²¬ Ü·¬®·½¬ ý çÜ °®±ª·¼» º«²¼·²¹ º±® ´¿²¼½¿°» ³¿·²¬»²¿²½»ô «¬·´·¬·» ¿²¼ ·®®·¹¿¬·±² §¬»³ º±® ³»¼·¿² ¿²¼ °¿®µ©¿§ ¬®·° ·² ¬¸» Ê·´´¿¹» Ð¿®µ «¾¼·ª··±²ô Ë²·¬ ïóïë ·² Ê·´´¿¹» Ð¿®µ Ì®¿·´ ¿²¼ ·² Ê·´´¿¹» Ð¿®µ É»¬ô Ë²·¬ îò CORE SERVICES: Ô¿²¼½¿°» ³¿·²¬»²¿²½» Ë¬·´·¬·» ×®®·¹¿¬·±² §¬»³ EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´îôëðéîôêçìíôðíîíôïíçíôîëí Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ìíôèëíìîôçëííêôììëíïôëîðíïôíðë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²îôíðèîôîïçîôîïíîôðéíîôïéé Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ìèôêêèìéôèêêìïôêçðíêôéíîíêôéíë PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð¿®µ ¿²¼ Þ»¿½¸ Í«°»®ª·±® ×ô ××ðòðíðòðíðòðíðòðíðòðí Ì±¬¿´ Ð±·¬·±²ðòðíðòðíðòðíðòðíðòðí ì ó ïê è ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: VILLAGE PARK MUNICIPAL IMPROVEMENT DISTRICTFund Number: 290 Division Title: VILLAGE PARK M.I.D. (ELLD ZONE D)Division Number: 7060 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Ô¿²¼½¿·² Ó¿·²¬»²¿²½»ïìôçêðïëôîêð °¹ Ì®»» Ó¿·²¬»²¿²½»ëôéððìôéðð É¿¬»®çôëððçôçéë Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ëððëðð Ë¬·´·¬·»ô Ì»´»°¸±²»èêðèéð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»íïôëîðíïôíðë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²îôðéíîôïéé Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²îôðéíîôïéé ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Ý¸¿²¹»¼ ±«¬ ´¿²¼½¿°» ½±²¬®±´´»® ¬± ®»¼«½» ³¿·²¬»²¿²½» ½±¬ îò Î»¼»º·²»¼ ´¿²¼½¿°» ½±²¬®¿½¬ ©¸·½¸ ®»«´¬»¼ ·² ´±©»® ¿²²«¿´ ³¿·²¬»²¿²½» ½±¬ Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ÚÇïðóïï÷ ×²½´«¼»æ Ò± ³¿¶±® °®±¶»½¬ ì ó ïê ç ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: VILLANITAS MUNICIPAL IMPROVEMENT DISTRICTFund Number: 291 Division Title: VILLANITAS M.I.D. (ELLD ZONE E)Division Number: 7060 DIVISION RESPONSIBILITIES: Ð®·±® ¬± ¬¸» Ý·¬§ ·²½±®°±®¿¬·±²ô ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹± º±®³»¼ º±«® ¾»²»º·¬ ¿»³»²¬ ¼·¬®·½¬ ¬± °®±ª·¼» º±® ·³°®±ª»³»²¬ ¿²¼ ±²¹±·²¹ ³¿·²¬»²¿²½» ±º ´¿²¼½¿°»¼ ³»¼·¿² ·´¿²¼ô ®±¿¼·¼» ´¿²¼½¿°·²¹ ¿²¼ ±²» ³¿´´ °¿ª»³»²¬ »¹³»²¬ò Ó«²·½·°¿´ ×³°®±ª»³»²¬ Ü·¬®·½¬ ýçï °®±ª·¼» º«²¼·²¹ º±® ®±¿¼·¼» ´¿²¼½¿°» ³¿·²¬»²¿²½»ô «¬·´·¬·» ¿²¼ ·®®·¹¿¬·±² §¬»³ ¾»¬©»»² ¬¸» ·¼»©¿´µ ¿²¼ º»²½·²¹ ¿´±²¹ ¬¸» ±«¬¸»®² ¾±«²¼¿®§ ±º ¬¸» Ê·´´¿²·¬¿ «¾¼·ª··±²ò CORE SERVICES: Ô¿²¼½¿°» ³¿·²¬»²¿²½» Ë¬·´·¬·» ×®®·¹¿¬·±² §¬»³ EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´èíêèççïôðïïïôðìéïôðèì Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ïìôíðïïíôëíðïìôðìçïìôíëëïìôéïë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôïëêïôïíçïôïìçïôïíèïôïçë Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïêôîçíïëôëêèïêôîðçïêôëìðïêôççì PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð¿®µ ¿²¼ Þ»¿½¸ Í«°»®ª·±® ×ô ××ðòðïðòðïðòðïðòðïðòðï Ì±¬¿´ Ð±·¬·±²ðòðïðòðïðòðïðòðïðòðï ì ó ï éð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: VILLANITAS MUNICIPAL IMPROVEMENT DISTRICTFund Number: 291 Division Title: VILLANITAS M.I.D. (ELLD ZONE E)Division Number: 7060 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Ô¿²¼½¿°·²¹ Ó¿·²¬»²¿²½»êôîéðêôìðð Ì®»» Ó¿·²¬»²¿²½»ìôîððìôîèð É¿¬»®îôíëðîôëðð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ïôîððïôîðð ß¼³·²·¬®¿¬·ª» Ú»»ô Ì»´»°¸±²»ííëííë Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïìôíëëïìôéïë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôïíèïôïçë Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôïíèïôïçë ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Ý¸¿²¹»¼ ±«¬ ´¿²¼½¿°» ½±²¬®±´´»® ¬± ®»¼«½» ³¿·²¬»²¿²½» ½±¬ îò Î»¼»º·²»¼ ´¿²¼½¿°» ½±²¬®¿½¬ ©¸·½¸ ®»«´¬»¼ ·² ´±©»® ¿²²«¿´ ³¿·²¬»²¿²½» ½±¬ Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ÚÇïðóïï÷ ×²½´«¼»æ Ò± ³¿¶±® °®±¶»½¬ ì ó ï éï ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: CERRO STREET MUNICIPAL IMPROVEMENT DISTRICTFund Number: 292 Division Title: CERRO STREET M.I.D. (ELLD ZONE F)Division Number: 7060 DIVISION RESPONSIBILITIES: Ð®·±® ¬± ¬¸» Ý·¬§ ·²½±®°±®¿¬·±²ô ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹± º±®³»¼ º±«® ¾»²»º·¬ ¿»³»²¬ ¼·¬®·½¬ ¬± °®±ª·¼» º±® ·³°®±ª»³»²¬ ¿²¼ ±²¹±·²¹ ³¿·²¬»²¿²½» ±º ´¿²¼½¿°»¼ ³»¼·¿² ·´¿²¼ô ®±¿¼·¼» ´¿²¼½¿°·²¹ ¿²¼ ±²» ³¿´´ °¿ª»³»²¬ »¹³»²¬ò Ó«²·½·°¿´ ×³°®±ª»³»²¬ Ü·¬®·½¬ ýçî °®±ª·¼» º«²¼·²¹ º±® ´¿²¼½¿°» ³¿·²¬»²¿²½»ô «¬·´·¬·» ¿²¼ ·®®·¹¿¬·±² §¬»³ ·²¬¿´´»¼ ¿´±²¹ ·¨ »°¿®¿¬» ³»¼·¿² ¿´±²¹ Ý»®®± Í¬®»»¬ô ±«¬¸ º®±³ Û²½·²·¬¿ Þ±«´»ª¿®¼ ¬± ßª»²·¼¿ ¼» ´¿ ß¼»´¿ò CORE SERVICES: Ô¿²¼½¿°» ³¿·²¬»²¿²½» Ë¬·´·¬·» ×®®·¹¿¬·±² §¬»³ EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´ïôêéîïôéçéîôðîíîôðçîîôïêè Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»îçôéðííîôîëéîíôèïèîêôìïðîéôïðð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôêèéïôêëëïôêëçïôêçðïôééë Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ííôðêîíëôéðçîéôëððíðôïçîíïôðìí PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð¿®µ ¿²¼ Þ»¿½¸ Í«°»®ª·±® ×ô ××ðòðîðòðîðòðîðòðîðòðî Ì±¬¿´ Ð±·¬·±²ðòðîðòðîðòðîðòðîðòðî ì ó ïé î ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿» î ¹ FUND: CERRO STREET MUNICIPAL IMPROVEMENT DISTRICTFund Number: 292 Division Title: CERRO STREET M.I.D. (ELLD ZONE F)Division Number: 7060 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Ô¿²¼½¿°·² Ó¿·²¬»²¿²½»ïîôèððïíôðëð ¹ Ì®»» Ó¿·²¬»²¿²½»ìôðîðìôïðð É¿¬»®éôíððéôêëð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ïôîððïôîðð ¼³·²·¬®¿¬·ª» Ú»»ô Ë¬·´·¬·»ïôðçðïôïðð ß Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»îêôìïðîéôïðð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôêçðïôééë Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôêçðïôééë ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Î»°´¿½»³»²¬ ±º Ý»®®± Í¬®»»¬ ¼»½±®¿¬·ª» ¬±²» ¸¿®¼½¿°» ³»¼·¿² îò Ý¸¿²»¼ ±«¬ ´¿²¼½¿°» ½±²¬®±´´»® ¬± ®»¼«½» ³¿·²¬»²¿²½» ½±¬ ¹ íò Î»¼»º·²»¼ ´¿²¼½¿°» ½±²¬®¿½¬ ©¸·½¸ ®»«´¬»¼ ·² ´±©»® ¿²²«¿´ ³¿·²¬»²¿²½» ½±¬ Ó¿±® Ð®±»½¬ ·² ¬¸» Ë°½±³·² Ì©±óÇ»¿® Ð»®·±¼ ÚÇðçóïð ú ÚÇïðóïï ×²½´«¼»æ ¶¶¹ø÷ ì ó ïé í ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: ENCINITAS LANDSCAPE AND LIGHTING DISTRICTFund Number: 295 Division Title: CITY-WIDE LANDSCAPE & LIGHTING DIST.Division Number: 4095 (ZONES A, B, C) ÛÒÝ×Ò×ÌßÍ ÔßÒÜÍÝßÐÛ ßÒÜ Ô×ÙØÌ×ÒÙ Ü×ÍÌÎ×ÝÌ ÞßÝÕÙÎÑËÒÜæ Ì¸» 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Ý±±®¼·²¿¬±®ðòðððòïëðòïëðòïëðòïë Ð®±¹®¿³ ß·¬¿²¬ ×ô ××ô ×××ðòîððòðððòðððòðððòðð Ì±¬¿´ Ð±·¬·±²ðòçíðòèêðòèêðòçïðòçï ì ó ïé ì ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿» î ¹ FUND: ENCINITAS LANDSCAPE AND LIGHTING DISTRICTFund Number: 295 Division Title: CITY-WIDE LANDSCAPE AND LIGHTING DIST.Division Number: 4095 (ZONES A, B, C) MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ý±²¬®¿½¬ ú Í»®ª·½»æ Û´»½¬®·½·¬ììíôìðêììíôìðê § Ô¿²¼½¿°» Ó¿·²¬»²¿²½» îîêôìêðîíðôììð Ì®¿ºº·½ Í·²¿´ Ó¿·²¬»²¿²½»ïêêôïëîïêêôïëî ¹ Í¬®»»¬ Ô·¹¸¬ Ó¿·²¬»²¿²½»ëçôéððëçôéðð Ì®»» Ó¿·²¬»²¿²½»íëôéððíêôìðð É¿¬»® ¿²¼ Ì»´»°¸±²»ééôïëðèîôçðð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ú Î»°¿·® ïðôðððïðôððð Ð®±º»·±²¿´ Ú·®³ïëôðððïëôððð ¼³·²·¬®¿¬·±² Ú»» ú Ý±²¬®¿½¬«¿´ïðôèîéïðôèîé ß Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ïôðììôíçëïôðëìôèîë ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²êèôëíçéïôçêê Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²êèôëíçéïôçêê ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Î»°´¿½»¼ îëû ±º ¬¸» ¾¿¬¬»®·» ©¸·½¸ «°°´ °±©»® ¬± ¬¸» ¾¿¬¬»® ¾¿½µó«° ¬»³ º±® ¬®¿ºº·½ ·²¿´ò §§§¹ îò ×²¬¿´´»¼ º·ª» ¿«¼·¾´» °»¼»¬®·¿² ·²¿´ô ·²½´«¼·² ±²» º«²¼»¼ ©·¬¸ Ô·±²ù Ý´«¾ ¼±²¿¬·±²ò ¹¹ Ó¿±® Ð®±»½¬ ·² ¬¸» Ë°½±³·² Ì©±óÇ»¿® Ð»®·±¼ ÚÇðçóïð ú ÚÇïðóïï ×²½´«¼»æ ¶¶¹ø÷ ïò Î»°´¿½» îëû ±º ¬¸» ¾¿¬¬»®·» ©¸·½¸ «°°´ °±©»® ¬± ¬¸» ¾¿¬¬»® ¾¿½µó«° ¬»³ º±® ¬®¿ºº·½ ·²¿´ò §§§¹ îò Î»°´¿½» ííû ±º ®»¼ ¿²¼ ®»»² »²»® ¿ª·² ÔÛÜ ´·¸¬ ·² ¬®¿ºº·½ ·²¿´ »¿½¸ »¿®ò ¹¹§¹¹¹§ íò ×²·¬·¿¬» Ð®±° îïè ¾¿´´±¬ °®±½» ¬± ·²½®»¿» ¿»³»²¬ ®¿¬»ò ì ó ïé ë ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: ENCINITAS LANDSCAPE AND LIGHTING DISTRICTFund Number: 296 Division Title: WIRO PARK (ZONE G)Division Number: 7060 DIVISION RESPONSIBILITIES: É·®± Ð¿®µ · ¬¸» Ý·¬§ º·®¬ ¼»ª»´±°»®ó½±²¬®«½¬»¼ °¿®µô ´±½¿¬»¼ ©»¬ ±º Î¿²½¸± Í¿²¬¿ Ú» Î±¿¼ ·² ¬¸» ½±³³«²·¬§ ±º Ñ´·ª»²¸¿·²ò Ì¸» Ý·¬§ ¿¼³·²·¬»® ¬¸» °¿®µ ³¿·²¬»²¿²½» ¿²¼ ±°»®¿¬·±²ô °¿·¼ º±® ¾§ ¿² ¿»³»²¬ ¼·¬®·½¬ò CORE SERVICES: Ð¿®µ ³¿·²¬»²¿²½» ¿²¼ ±°»®¿¬·±² EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´çìççèðçéïïôðìëïôðèí Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»ïðôîïêèôéèïïîôïéêèôïìîèôíïç ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ïôðééïôïððïôïïèçéçïôðîè Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïîôîìîïðôèêïïìôîêëïðôïêêïðôìíð PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð¿®µ ¿²¼ Þ»¿½¸ Í«°»®ª·±® ×ô ××ðòðïðòðïðòðïðòðïðòðï Ì±¬¿´ Ð±·¬·±²ðòðïðòðïðòðïðòðïðòðï ì ó ïé ê ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: ENCINITAS LANDSCAPE AND LIGHTING DISTRICTFund Number: 296 Division Title: WIRO PARK (ZONE G)Division Number: 7060 MAJOR NON-PERSONNEL EXPENSE ITEMS: Ý±²¬®¿½¬ ú Í»®ª·½»æÚÇ ðçóïðÚÇ ïðóïï Ô¿²¼½¿°·²¹ Ó¿·²¬»²¿²½»éôéçðéôçìë Ì®»» Ó¿·²¬»²¿²½»ðð É¿¬»®ðð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ðð ß¼³·²·¬®¿¬·ª» Ú»»ô Ë¬·´·¬·»íëîíéì Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»èôïìîèôíïç ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²çéçïôðîè Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²çéçïôðîè ì ó ïé é ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: ENCINITAS LANDSCAPE AND LIGHTING DISTRICTFund Number: 297 Division Title: ENCINITAS RANCH (ZONE H)Division Number: 4095 DIVISION RESPONSIBILITIES: ß °¿®¬ ±º ¬¸» ¼»ª»´±°³»²¬ ±º ¬¸» Û²½·²·¬¿ Î¿²½¸ô ¿ ¾»²»º·¬ ¿»³»²¬ ¼·¬®·½¬ ©¿ º±®³»¼ ¬± °®±ª·¼» º±® ·³°®±ª»³»²¬ ¿²¼ ±²¹±·²¹ ³¿·²¬»²¿²½» ±º ´¿²¼½¿°»¼ ³»¼·¿² ·´¿²¼ô ®±¿¼·¼» ´¿²¼½¿°·²¹ô ®»½®»¿¬·±²¿´ ¬®¿·´ô ¿²¼ Ô»± Ó«´´»² Í°±®¬ Ð¿®µò Í¬®»»¬ ¬¸¿¬ ¿®» ·²½´«¼»¼ ·² ¬¸· ¿»³»²¬ ¼·¬®·½¬ ·²½´«¼» °±®¬·±² ±º Ù¿®¼»² Ê·»© Î±¿¼ô Ê·¿ Ý¿²¬»¾®·¿ô É±±¼´»§ Î±¿¼ô Ï«¿·´ Ù¿®¼»² Ü®·ª»ô Ì±©² Ý»²¬»® Ü®·ª» ¿²¼ Í¿¨±²§ Î±¿¼ò CORE SERVICES: Ô¿²¼½¿°» ³¿·²¬»²¿²½» Ñ°»®¿¬·±² ¿²¼ ³¿·²¬»²¿²½» ±º ¬®¿ºº·½ ·¹²¿´ ¿²¼ ´±½¿´·¦»¼ ¬®»»¬´·¹¸¬ Ë¬·´·¬·» ×®®·¹¿¬·±² Í§¬»³ Ì®¿·´ ³¿·²¬»²¿²½» Ô»± Ó«´´»² Í°±®¬ Ð¿®µ ³¿·²¬»²¿²½» EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´íéôíêìíèôêêîëîôìïéìîôîèçìíôèðç Ó¿¬»®·¿´ ú Í«°°´·»ïîôïîîîêôïèíîéôîëðîíôèððîíôèðð Ý±²¬®¿½¬ ú Í»®ª·½»ìëîôðéîíèëôçìèìêêôèíïìêíôïçðìéíôìëð ×²¬»®²¿´ Ý±¬ 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Ð®±°»®¬§ Ó¿·²¬»²¿²½»ïçôëìêïçôëìê Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®ïîôëèðïîôëèð Û´»½¬®·½·¬§ ¿²¼ Ð¸±²»îèôîðçîèôìëç Í¬®»»¬ Ô·¹¸¬ ¿²¼ Ì®¿ºº·½ Í·¹²¿´ Ó¿·²¬»²¿²½»îéôíîðîéôíîð ß¼³·²·¬®¿¬·ª» Ú»»ô Û¯«·°³»²¬ Î»²¬¿´ Ú»»éîëéîë Í©»»°·²¹ô Ð¿®µ Ó¿·²¬»²¿²½» ¿²¼ Ü·°±¿´ ìëôïëðìêôðëð Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ìêíôïçðìéíôìëð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²æ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²îèôêçîíðôïîé Ì±¬¿´ ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²îèôêçîíðôïîé ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇðéóðè ú ðèóðç ß½½±³°´·¸³»²¬ ïò Î»°´¿½»¼ îëû ±º ¬¸» ¾¿¬¬»®·» ©¸·½¸ «°°´§ °±©»® ¬± ¬¸» ¾¿¬¬»®§ ¾¿½µó«° §¬»³ º±® Ì®¿ºº·½ Í·¹²¿´ ì Ç»¿® Ð®±¹®¿³ò îò Î»°´¿½»¼ ¬®¿ºº·½ ·¹²¿´ ½±²¬®±´´»® «²·¬ º±® ¬®¿ºº·½ ·¹²¿´ ¿¬ ª¿®·±« ´±½¿¬·±²ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ÚÇïðóïï÷ ×²½´«¼»æ ïò Î»°´¿½» îëû ±º ¬¸» ¾¿¬¬»®·» ©¸·½¸ «°°´§ °±©»® ¬± ¬¸» ¾¿¬¬»®§ ¾¿½µó«° §¬»³ º±® Ì®¿ºº·½ Í·¹²¿´ ì Ç»¿® Ð®±¹®¿³ò ì ó ïé ç This page intentionally left blank. ì ó ï èð Parks & Recreation Department Department Divisions Ð¿®µ ú Î»½®»¿¬·±² ß¼³·²·¬®¿¬·±² Ð¿®µ Ó¿·²¬»²¿²½» Þ»¿½¸ Í»®ª·½» Î»½®»¿¬·±²¿´ Ì®¿·´ Ó¿·²¬»²¿²½» Î»½®»¿¬·±² ¿²¼ Ô»·«®» Í»®ª·½» Ý±³³«²·¬§ ¿²¼ Í»²·±® Ý»²¬»® ß²·³¿´ Î»¹«´¿¬·±² Î»½®»¿¬·±² Ð®±¹®¿³ Í»²·±® Ò«¬®·¬·±² Ð®±¹®¿³ Ô¿ Ê»®¼» Ð¿®µ Department Director Ý¸®· Ø¿¦»´¬·²» NoText NoText This page intentionally left blank. ì ó ïè ì ÛÈÐÛÒ×ÌËÎÛ ÍËÓÓßÎÇ ÐßÎÕÍ ßÒÜ ÎÛÝÎÛßÌ×ÑÒ ßÝÌ×Ê×Ì×ÛÍ DEPARTMENT: Parks and Recreation DIVISIONS: Ð¿®µ ¿²¼ Î»½®»¿¬·±² ß¼³·²·¬®¿¬·±²ô Ð¿®µ Ó¿·²¬»²¿²½»ô Þ»¿½¸ Í»®ª·½»ô Î»½®»¿¬·±²¿´ Ì®¿·´ Ó¿·²¬»²¿²½»ô Î»½®»¿¬·±² Í»®ª·½»ô Ý±³³«²·¬§ ¿²¼ Í»²·±® Ý»²¬»® Ó¿²¿¹»³»²¬ô ß²·³¿´ Í»®ª·½»ô Î»½®»¿¬·±² Ð®±¹®¿³ô ¿²¼ Í»²·±® Ò«¬®·¬·±² Ð®±¹®¿³ò EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´îôïðéôðìíîôîçìôïðïîôìîïôççîîôìèîôëéçîôëéëôçìç Ó¿¬»®·¿´ ú Í«°°´·»íèêôëìêíëïôçëìíïîôîíëîçïôëíëîçïôëíë Ý±²¬®¿½¬ ú Í»®ª·½»îôêèéôîíëîôéêêôïçìîôçîðôèêðîôçìðôïéëîôççèôëîî ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²èìôìëðïíîôðïìïííôîëîïðçôðçëïïìôëëð Ý¿°·¬¿´ Ñ«¬´¿§ìîôîèïíîôîéïêíôçêððð Ì±¬¿´ëôíðéôëëëëôëéêôëíìëôèëîôîççëôèîíôíèìëôçèðôëëê DEPARTMENT PERSONNEL SUMMARY ÚÇ ðçóïðÚÇ ïðóïï øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® ß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ú«´´óÌ·³» Û¯«·ª¿´»²¬æîðòíèîïòíèîïòïèîïòïèîïòïè DEPARTMENT FUNDING SUMMARY ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÚÇ ðçóïðÚÇ ïðóïï Í±«®½» ±º Î»ª»²«» øÚ«²¼÷ß½¬«¿´ß½¬«¿´Ð®±¶»½¬»¼Ð®±¶»½¬»¼Ð®±¶»½¬»¼ ÓÔÞ Ý±²½»·±² øïðï÷îðôðîíîêôëéïîïôðððîëôðððîëôððð Í°»½·¿´ Ñ°»®¿¬·±² Ð»®³·¬ øïðï÷ïéôçîíïíôïîèïéôêéîïíôðððïíôððð Ø¿´´ Ð®±°»®¬§ Ô»¿» øïðï÷ðððîëôðððð Î»½®»¿¬·±² Ð®±¹®¿³ Ú«²¼ øïìê÷èééôíëíïôïééôìèìïôïèçôçîíïôîïíôéîïïôîíéôççê Ý±³³ò Ý»²¬»® Ú¿½·´·¬§ Î»²¬¿´ øïìê÷ïïçôéíëççôèêðïïèôðððïïèôðððïïèôððð Í»²·±® Ò«¬®·¬·±² Ù®¿²¬ øïìê÷ëçôðìíëéôççêéðôîððëçôðððëçôððð Í»²·±® Ò«¬®·¬·±² Ü±²¿¬·±² øïìê÷ííôëíìíìôíïïëîôëëðíëôðððíëôððð Í«®º ×²¬®«½¬±® Ú»» øïìê÷ðððëðôðððëðôððð ×²ª»¬³»²¬ Û¿®²·²¹ øïìê÷ïìôîëíïéôïèèëôçìêðð Ì±¬¿´ Ü»°¿®¬³»²¬¿´ Î»ª»²«»ïôïìïôèêìïôìîêôëíèïôìéëôîçïïôëíèôéîïïôëíéôççê Ù»²»®¿´ Ú«²¼ Í«°°±®¬ìôïêëôêçïìôïìçôççêìôíééôððèìôîèìôêêíìôììîôëêð Ì±¬¿´ëôíðéôëëëëôëéêôëíìëôèëîôîççëôèîíôíèìëôçèðôëëê ì ó ïè ë ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: GENERALFund Number: 101 Division Title: PARKS & RECREATION ADMINISTRATIONDivision Number: 7010 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² · ®»°±²·¾´» º±® ¼·®»½¬·²¹ ¿²¼ «°»®ª··²¹ ¿´´ ¼·ª··±² ±º ¬¸» Ü»°¿®¬³»²¬ ¿²¼ °®±ª·¼·²¹ ¿ ª¿®·»¬§ ±º ¿¼³·²·¬®¿¬·ª» »®ª·½» ©¸·½¸ ·²½´«¼» ´»¿» ¿²¼ ±°»®¿¬·²¹ ¿¹®»»³»²¬ô ½±²¬®¿½¬ ³¿²¿¹»³»²¬ô ¹®¿²¬ °®±½«®»³»²¬ ¿²¼ ¿¼³·²·¬®¿¬·±²ô ¼»·¹² ±º ½¿°·¬¿´ °®±¶»½¬ô ¿¼ª¿²½»¼ °¿®µ ¿²¼ º¿½·´·¬§ °´¿²²·²¹ô ¾«¼¹»¬·²¹ô º·²¿²½·¿´ °´¿²²·²¹ô °»½·¿´ °®±¶»½¬ ³¿²¿¹»³»²¬ô ½±²½»·±² ³¿²¿¹»³»²¬ô °®±¹®¿³ ®»¹·¬®¿¬·±²ô °»½·¿´ ½»®»³±²§ñ»ª»²¬ °»®³·¬ ¿²¼ ±ª»®·¹¸¬ ±º ¬¸» ¿¼³·²·¬®¿¬·±² ±º ¬¸» Û²½·²·¬¿ Î¿²½¸ Ù±´º ß«¬¸±®·¬§ ¿²¼ ß²·³¿´ Í»®ª·½» ½±²¬®¿½¬ò ×² ¿¼¼·¬·±²ô ¬¸· Ü·ª··±² °®±ª·¼» ¿¼³·²·¬®¿¬·±² ±º ¬¸» Í·¬»® Ý·¬§ Ð®±¹®¿³ô ¿²¼ «°°±®¬ º±® ¬¸» Ð¿®µ ¿²¼ Î»½®»¿¬·±²ô Í»²·±® ¿²¼ Ç±«¬¸ Ý±³³··±²ò CORE SERVICES: Ð®±ª·¼» «°°±®¬ ¬®«½¬«®» ¬± Ü»°¿®¬³»²¬ù ¼·ª··±² Ü·®»½¬·²¹ ¿²¼ 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Title: RECREATION PROGRAMSDivision Number: 7045 DIVISION RESPONSIBILITIES: Ì¸» Î»½®»¿¬·±² Ð®±¹®¿³ ¾«¼¹»¬ °®±ª·¼» ¿ ª¿®·»¬§ ±º ®»½®»¿¬·±²¿´ô »¼«½¿¬·±²¿´ ¿²¼ °±®¬ ¿½¬·ª·¬·» ¬± ¬¸» °«¾´·½ ±² ¿ º»»ó º±®ó«» ¾¿·ò Ú»» ¿®» ¼»·¹²»¼ ¬± «¾·¼·¦» ¼·®»½¬ °®±¹®¿³ ½±¬ô «½¸ ¿ ½±²¬®¿½¬«¿´ ¬¿ººô »®ª·½» ¿²¼ «°°´·»ô ¿²¼ ±¬¸»® ®»´¿¬»¼ °®±¹®¿³ »¨°»²¼·¬«®»ò CORE SERVICES: Ð®±ª·¼» ¿ ª¿®·»¬§ ±º ®»½®»¿¬·±²¿´ °®±¹®¿³ ¬± ¬¸» °«¾´·½ ±² ¿ º»» º±® «» ¾¿· EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´íðêôììîííëôêéîíèèôèèìíçéôèðîìïëôìíî Ó¿¬»®·¿´ ú Í«°°´·»ïìéôêðèïïîôéïðïîëôðððïîéôìððïîéôìðð Ý±²¬®¿½¬ ú Í»®ª·½»ëððôçíëëçîôíèèëççôíðîëççôíðîëçêôîðî ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²èìôìëðïíîôðïìïííôîëîïðçôðçëïïìôëëð Ý¿°·¬¿´ Ñ«¬´¿§ëððèôìêððð Ì±¬¿´ïôðíçôìèëïôïéîôéèìïôîëìôèçèïôîííôëççïôîëíôëèì PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² 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»²·±® ¿²¼ · º«²¼»¼ ¬¸®±«¹¸ ¼±²¿¬·±² ¿²¼ ¿ ¹®¿²¬ º®±³ ¬¸» Ý±«²¬§ ±º Í¿² Ü·»¹±ò CORE SERVICES: ß¼³·²·¬»® ¬¸» Í»²·±® Ò«¬®·¬·±² Ð®±¹®¿³ ±ºº»®»¼ ¿¬ ¬¸» Í»²·±® Ý»²¬»® EXPENDITURE SUMMARY: ÚÇ ðçóïðÚÇ ïðóïï ÚÇ ðêóðéÚÇ ðéóðèÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»®Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æß½¬«¿´ß½¬«¿´ß°°®±ª»¼Ð®±°±»¼Ð®±°±»¼ Ð»®±²²»´ìçôïèçêîôçîêêðôëððéçôíìééçôíìé Ó¿¬»®·¿´ ú Í«°°´·»îôïìïîôíçîíôðððïôëððïôëðð Ý±²¬®¿½¬ ú Í»®ª·½»ìçôìîðìëôììéëçôîëðëéôêçîëéôêçî ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´ïððôéëðïïðôéêëïîîôéëðïíèôëíçïíèôëíç Ò±¬»æ Ý±²¬®¿½¬ Û³°´±§»» ¿®» °®±ª·¼»¼ ª·¿ ¹®¿²¬ º«²¼·²¹ò Í»²·±® Ý»²¬»® Ò«¬®·¬·±² Ù®¿²¬ ·²½´«¼»ô ²«¬®·¬·±² ·¬» ½±±®¼·²¿¬±®ô ±ºº·½» ¿·¬¿²¬ô µ·¬½¸»² ¿·¬¿²¬ ¿²¼ ª¿² ¼®·ª»®ò ì ó îð î ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: RECREATION PROGRAMSFund: 146 Division Title: SENIOR NUTRITION GRANT Division Number: 7046 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Ñ°»®¿¬·²¹ Í«°°´·»ïôëððïôëðð Ì±¬¿´ Ó¿¬»®·¿´ ¿²¼ Í«°°´·»ïôëððïôëðð Ý±²¬®¿½¬ ú Í»®ª·½»æ Ý±²¬®¿½¬«¿´ëêôëððëêôëðð Ì»´»°¸±²» ú Ó·´»¿¹»ïôïçîïôïçî Ì±¬¿´ Ý±²¬®¿½¬ ¿²¼ Í»®ª·½»ëéôêçîëéôêçî ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ÚÇ ðéóðè ú ðèóðç ß½½±³°´·¸³»²¬æ ïò Ð®±ª·¼»¼ ·²½®»¿»¼ ¼¿·´§ ¬®¿²°±®¬¿¬·±² ¬± ²«¬®·¬·±² °®±¹®¿³ò îò Ý±³°´»¬»¼ «½½»º«´ ¿²²«¿´ ¿«¼·¬ ¿²¼ ½´±» ±«¬ ®»°±®¬ò íò ×²½´«¼»¼ ¬¸»³» °¿®¬§ ¿²¼ ¾·²¹± ¿ °¿®¬ ±º °®±¹®¿³ò ìò Ó¿®µ»¬»¼ °®±¹®¿³ ¬¸®±«¹¸ °»®½®·°¬·±² ¾¿¹ ¿¬ ¿ ´±½¿´ ¼®«¹ ¬±®»ò Ó¿¶±® Ð®±¶»½¬ ·² ¬¸» Ë°½±³·²¹ Ì©±óÇ»¿® Ð»®·±¼ øÚÇðçóïð ú ÚÇïðóïï÷ ×²½´«¼»æ ïò ß¬¬»³°¬ ¬± ³¿®µ»¬ °®±¹®¿³ ¬± ¬¸» Í°¿²·¸ °»¿µ·²¹ ½±³³«²·¬§ò ì ó îð í This page intentionally left blank. ì ó îð ì CHAPTER 5 SAN DIEGUITO WATER DISTRICT öÓÉÙÛÐã×ÛÊÉ ÛÎØ íÌ×ÊÛÈÓÎÕúÇØÕ×ÈÉÛÎØî×ÅìÊÍÕÊÛÏÉ PRESIDENT ÖÛÎÑÓÛ ÍÌÑÝÕÍ VICE PRESIDENT ÓßÙÙ×Û ØÑËÔ×ØßÒ BOARD MEMBERS ÌÛÎÛÍß ÞßÎÌØ ÖßÓÛÍ ÞÑÒÜ ÜßÒ ÜßÔßÙÛÎ BOARD SECRETARY ÐØ×Ô ÝÑÌÌÑÒ øÝ×ÌÇ ÓßÒßÙÛÎ÷ DIRECTOR OF PUBLIC WORKS/ DISTRICT MANAGER ÔßÎÎÇ ÉßÌÌ ASSISTANT DISTRICT MANAGER Ê×ÝÌÑÎ ÙÎßÊÛÍ Ò±¬»æ Û´»½¬»¼ ½±«²½·´ ³»³¾»® ¿´± »®ª» ¿ ¬¸» Þ±¿®¼ ±º Ü·®»½¬±®ò Ì¸» Ð®»·¼»²¬ 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ïïôïïìôèðìïïôëíëôðïëïïôìèçôéçéïîôçêìôëìïïêôïêèôëéî Û¨°»²¼·¬«®» øÍ«³³¿®§÷ïðôðçêôíçèïðôîëéôðìîçôîéïôêíçïðôðìëôêíðïïôëêèôðèë Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»ïôðïèôìðêïôîééôçéíîôîïèôïëèîôçïèôçïïìôêððôìèé Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼ëôîïìôëèíøéëïôëéê÷øîôïïçôìçè÷øîôêðëôðëð÷øìôïçîôéïð÷ óÎÙÊ×ÛÉ×ø×ÙÊ×ÛÉ×ÓÎöÇÎØúÛÐÛÎÙ× ùûìóèûðê÷ìðûù÷ï÷îèöçîø Î»ª»²«» íëêôçïëëêèôèéðìðîôèíèïíðôìéðïíðôìéð Û¨°»²¼·¬«®» øÍ«³³¿®§÷êíôðððïìíôðìïïôïïëôðððïôèìðôðððîôìèçôððð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»îçíôçïëìîëôèîçøéïîôïêî÷øïôéðçôëíð÷øîôíëèôëíð÷ Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼øëôêêèôðèè÷ïôééìôïëèêïìôçëçëðêôççîîôíéëôðîí óÎÙÊ×ÛÉ×ø×ÙÊ×ÛÉ×ÓÎöÇÎØúÛÐÛÎÙ× ùûìóèûð÷äìûîéóíîöçîø Î»ª»²«» èíôèéïðððð Û¨°»²¼·¬«®» øÍ«³³¿®§÷øïôêððôððð÷ðððð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»ïôêèíôèéïðððð Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼øëêèôðçè÷øëíêôçðê÷ððð óÎÙÊ×ÛÉ×ø×ÙÊ×ÛÉ×ÓÎöÇÎØúÛÐÛÎÙ× êûè÷éèûúóðóâûèóíîöçîø Î»ª»²«» êíôïëéçíôìïììëôïèçïëôîêîïëôîêî Û¨°»²¼·¬«®» øÍ«³³¿®§÷ððððð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»êíôïëéçíôìïììëôïèçïëôîêîïëôîêî Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼îððôðððìééôëèçøîððôèêê÷íëëôîìèèðôçðî óÎÙÊ×ÛÉ×ø×ÙÊ×ÛÉ×ÓÎöÇÎØúÛÐÛÎÙ× ê÷æ÷îç÷úíîøéø÷úèé÷êæóù÷öçîø Î»ª»²«» çíôçéìïïîôèìíïïëôðððïèôïëðïèôïëð Û¨°»²¼·¬«®» øÍ«³³¿®§÷çìïôéðíèéîôîîðïôèîðôìðëïôéêðôçêðïôéëìôçíë Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»øèìéôéîç÷øéëçôíéé÷øïôéðëôìðë÷øïôéìîôèïð÷øïôéíêôéèë÷ Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼èìëôéðéøéôïìí÷ïôéðëôìðëïôéìîôèïðïôéíêôéèë óÎÙÊ×ÛÉ×ø×ÙÊ×ÛÉ×ÓÎöÇÎØúÛÐÛÎÙ× Í½¸»¼«´» Þ éÛÎøÓ×ÕÇÓÈÍåÛÈ×ÊøÓÉÈÊÓÙÈ ê×Æ×ÎÇ×ÛÎØ÷ÄÌ×ÎØÓÈÇÊ×éÇÏÏÛÊÃÚÃöÇÎØéÍÇÊÙ× öã öã öã öã öã ø×ÌÈ ïÕÊø×ÌÈ ïÕÊ ûÙÈÇÛÐûÙÈÇÛÐûÌÌÊÍÆ×ØìÊÍÌÍÉ×ØìÊÍÌÍÉ×Ø ê÷ùãùð÷øåûè÷êøóæóéóíî Î»ª»²«» ëçðôìðîêîíôíéììçëôèëéêëðôðððêêðôððð Û¨°»²¼·¬«®» øÍ«³³¿®§÷ëêìôêèîêîîôìíïìçëôèëéêëðôðððêêðôððð Ò»¬ Î»ª»²«» ´» Û¨°»²¼·¬«®»îëôéîðçìíððð Ì®¿²º»® º®±³ ±® ø¬±÷ Ñ¬¸»® Ú«²¼øîìôïðì÷øçìì÷ððð ÎÙÊ×ÛÉ××ÙÊ×ÛÉ×ÎÇÎÛÛÎÙ× óøÓöØúÐ San Dieguito Water District Revenues and Expenditures (Schedule A) Fiscal Year 2009-2010 Revenues Total: $13,778,423 Investment Earnings Buy-In Charges Recycled Water $143,591 $40,000 $647,877 1.0% 0.3% 4.7% Other Revenue $1,285,100 9.3% Meter Service Charges/ Other $3,083,741 22.4% Water Sales $8,578,114 62.3% Expenditures Total: $14,296,590 Capital Projects Engineering & $1,840,000 Planning FY 1997-98 Revenues Recycled Water 12.9% FY 1997-98 Expenditures $2,685,543 $798,752 Operations $650,000 $3,066,011 5.6% $2,135,302 4.5% 14.9% Debt Service $1,760,960 Water Purchases 12.3% $5,731,204 Administration 40.1% /Board $1,380,372 9.7% San Dieguito Water District Revenues and Expenditures (Schedule A) Fiscal Year 2010-11 Revenues Total: $16,992,454 Investment Buy-In Charges Earnings $40,000 $143,591 0.2% 0.8% Recycled Water Other Revenue $657,877 $1,349,150 3.9% 7.9% Meter Service Charges $3,886,113 22.9% Water Sales $10,915,723 64.2% Expenditures Total: $16,472,020 Engineering & Planning Operations $832,987 $2,258,104 5.1% 13.7% Capital Projects $2,489,000 15.1% Recycled Water $660,000 4.0% Debt Service Water Purchases $1,754,935 $7,037,288 10.7% 42.7% Administration /Board $1,439,706 8.7% Í½¸»¼«´» Ý 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«¬´·¬§ ¾·´´·²¹ ¸¿ ¾»»² ³±ª»¼ ¬± Ú«²¼ ëíïô Ü·ª··±² ëíïï ¿²¼ ©·´´ ²±¬ ¾» °®±ª·¼»¼ ¾§ ¬¸» Ý·¬§ù Ú·²¿²½» Ü»°¿®¬³»²¬ò CORE SERVICES: Ð±¬¿¾´» É¿¬»® Þ·´´·²¹Ý±´´»½¬·±² Î»½§½´»¼ É¿¬»® Þ·´´·²¹Ü»´·²¯«»²½§ Ð®±½»·²¹ ß½½±«²¬ Î»½»·ª¿¾´» Þ·´´·²¹Ý«¬±³»® Í»®ª·½» º±® É¿¬»® Ü·¬®·½¬ù ïïôëðð ½«¬±³»® Ý±²¬®«½¬·±² É¿¬»® Þ·´´·²¹Ý¿¸·»®·²¹ º±® É¿¬»® Ü·¬®·½¬ ¿²¼ Ð«¾´·½ É±®µ Ü»°¿®¬³»²¬ ß½½±«²¬ Ð¿§¿¾´» EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ëôðððððîèðôèêëîçìôêíë Ó¿¬»®·¿´ ú Í«°°´·»çôïêéïìôçïíïîôðððïíôðððïíôîðð Ý±²¬®¿½¬ ú Í»®ª·½»ïëéôíîîïîèôèéìïèíôéððîîîôìîðîîëôïìð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²çïêôêíïïôððêôìëéçèêôçêéèëîôèèéèçëôëíï Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»ñÑ¬¸»®ïôêèîôïìéïôéíðôîìêéôéððîôëððîôëðð Ì±¬¿´ îôééðôîêé îôèèðôìçð ïôïçðôíêéïôíéïôêéîïôìíïôððê PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Í»²·±® Û²¹·²»»®ðòðððòðððòðððòîëðòîë 1 Ú·²¿²½» Í«°»®ª·±® ðòðððòðððòððïòððïòðð 1 Ú·²¿²½» Ì»½¸²·½·¿² ×ô ××ô ××× ðòðððòðððòððïòððïòðð î Ð®±¹®¿³ ß·¬¿²¬ ×ô ××ô ××× ðòðððòðððòððïòððïòðð Ì±¬¿´ Ð±·¬·±²ðòðððòðððòððíòîëíòîë ï ÚÇïð ÍÜÉÜ Ú·²¿²½» Í¬¿ºº ¬¸¿¬ °®±ª·¼» É¿¬»® Ë¬´·¬·¬§ Þ·´´·²¹ ³±ª»¼ ¬± Ý¿´´» Ó¿¹¼¿´»²¿ î Ð®±¹®¿³ ß·¬¿²¬ ·²½®»¿»¼ º®±³ òçë ¬± ïòðð ÚÌÛ ·² ÚÇïð ú ÚÇïï ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: SAN DIEGUITO WATER DISTRICTFund: 531 Division Title: ADMINISTRATIVE SERVICESDivision Number: 5311 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ Þ·´´·²¹ Í«°°´·»ïíôðððïíôîðð Ñºº·½»ô ß©¿®¼ñÎ»½±¹²·¬·±²ðð Ñºº·½» Ú«®²·¬«®» ¿²¼ Û¯«·°³»²¬ðð Ì±¬¿´ Ó¿¬»®·¿´ ú Í«°°´·»ïíôðððïíôîðð Ý±²¬®¿½¬ ú Í»®ª·½»æ ×²«®¿²½» Ð®»³·«³ëèôðððëëôëðð Ð®±º»·±²¿´ Ú·®³ô ß«¼·¬ô Í¬¿¬» Ý±²¬®±´´»®ù Î»°±®¬ïðôçððïðôçðð Þ¿²µ·²¹ Ú»»ìïôïððìíôèîð Î»¬·®»»ù Ø»¿´¬¸ô Ü·¬®·½¬ Ý±²¬®·¾«¬·±² ¬± ÑÐÛÞíçôçððíçôçðð Ð±¬¿¹» îêôëððîéôëðð Ý±³°«¬»® Í»®ª·½»ô Ý±³°«¬»® Í±º¬©¿®» Ó¿·²¬»²¿²½»îëôéèðîéôîèð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ 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Ú·´¬®¿¬·±² Ð´¿²¬ ©¸·½¸ · ¶±·²¬´§ ±©²»¼ ©·¬¸ Í¿²¬¿ Ú» ×®®·¹¿¬·±² Ü·¬®·½¬ øÍÚ×Ü÷ CORE SERVICES: Ò± ½±®» »®ª·½»ò Ì¸· º«²¼ · ¬± ¬®¿½µ °«®½¸¿» ±º ´±½¿´ ¿²¼ ·³°±®¬»¼ ©¿¬»® ¿´±²¹ ©·¬¸ ©¿¬»® ¬®»¿¬³»²¬ ½±¬ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»íôðëîôêíëîôéìëôìîêíôìïêôìêðíôççïôçðèëôîïïôðîè Ý±²¬®¿½¬ ú Í»®ª·½»ïôìèìôçëîïôéçèôêïíïôëèðôïîíïôéíçôîçêïôèîêôîêð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ñÜ»¾¬ Í»®ª·½»ñÑ¬¸»®ððððð Ì±¬¿´ ìôëíéôëèé ìôëììôðíç ìôççêôëèíëôéíïôîðìéôðíéôîèè PERSONNEL DETAIL: øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± °»®±²²»´ ¼·®»½¬´§ ¿·¹²»¼ ¬± ¬¸· ¼·ª··±²ò ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: SAN DIEGUITO WATER DISTRICTFund: 531 Division Title: WATER PURCHASES AND TREATMENTDivision Number: 5314 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·»æ É¿¬»® Ð«®½¸¿»æ ÝÉß Ú·´¬»®»¼ïçèôéëðîìïôéëð ÝÉß Ë²º·´¬»®»¼îôëíðôéêðíôêïíôêçð Ô±½¿´ Ë²º·´¬»®»¼îíêôèððïééôêðð ÝÉß Û³»®¹»²½§ Í»®ª·½» Ý¸¿®¹»îçîôðçèíëíôééð ÓÉÜ Ý¿°¿½·¬§ Î»»®ª¿¬·±²ïðíôðëðïîìôèðé ÓÉÜ Î»¿¼·²»ó¬±óÍ»®ª»çêôéëðïïéôðíê ÝÉß Í»®ª·½» Ý¸¿®¹»ïéíôéððîïðôíéë ×²º®¿¬®«½¬«®» ß½½» Ý¸¿®¹»íêðôðððíéîôððð Ì±¬¿´ Ó¿¬»®·¿´ ú Í«°°´·»íôççïôçðèëôîïïôðîè Ý±²¬®¿½¬ ú Í»®ª·½»æ É¿¬»® Ì®»¿¬³»²¬ øÞ¿¼¹»® Ú·´¬®¿¬·±² Ð´¿²¬÷ïôéíçôîçêïôèîêôîêð Ì±¬¿´ Ý±²¬®¿½¬ ú Í»®ª·½»ïôéíçôîçêïôèîêôîêð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ß½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ º±® ¬¸· Ü·ª··±² ¿®» ´·¬»¼ ±² ëíï Ú«²¼ Í«³³¿®§ Í¸»»¬ ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: SAN DIEGUITO WATER DISTRICTFund: 531 Division Title: FIELD OPERATIONSDivision Number: 5315 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² ±°»®¿¬» ¬¸» ¼·¬®·¾«¬·±² §¬»³ ±º ¬¸» Í¿² Ü·»¹«·¬± É¿¬»® Ü·¬®·½¬ò ×²ó¸±«» º·»´¼ ½®»© °®±ª·¼» ±²ó¹±·²¹ ³¿·²¬»²¿²½» ±º ¬¸» ©¿¬»® §¬»³ ª¿´ª»ô ®»»®ª±·®ô ¿°°®±¨·³¿¬»´§ îðð ³·´» ±º °·°»´·²»ô ·²¬¿´´¿¬·±² ±º ²»© ©¿¬»® ³¿·²´·²» ª¿´ª»ô 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ÍÜÉÜ ¾«¼¹»¬ Ó¿²¿¹» Ý¿°·¬¿´ ×³°®±ª»³»²¬ Ð®±¹®¿³ ß¼³·²·¬»® »³»®¹»²½§ Î»°±²» Ð®±¹®¿³ Ó¿²¿¹» É¿¬»® Î¿¬» Í¬«¼§ Ð®±½» ©¿¬»® »®ª·½» ¿°°´·½¿¬·±² Ð´¿² ½¸»½µ ©¿¬»® ·³°®±ª»³»²¬ ¿²¼ ¹®¿¼·²¹ °´¿² ×²°»½¬ ©¿¬»® ·³°®±ª»³»²¬ ¿²¼ Ý×Ð ß¼³·²·¬»® ©¿¬»® ½±²»®ª¿¬·±² ¿²¼ °«¾´·½ »¼«½¿¬·±² °®±¹®¿³ Ó¿²¿¹» ®»½§½´»¼ ©¿¬»® °®±¹®¿³ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ëçêôêééêëçôîèêêèëôîïïêèçôìðîéîíôìíé Ó¿¬»®·¿´ ú Í«°°´·»êôéèðïðôîïìïïôêëðïïôéððïïôçðð Ý±²¬®¿½¬ ú Í»®ª·½»ììôîïêìéôéíðèèôèçðçéôêëðçéôêëð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð Ì±¬¿´êìéôêéíéïéôîíðéèëôéëïéçèôéëîèíîôçèé PERSONNEL DETAIL øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ ß·¬¿²¬ Ü·¬®·½¬ Ó¿²¿¹»®ðòïëðòíððòíððòíððòíð Í»²·±® Û²¹·²»»®ïòððïòððïòðððòéëðòéë Û²¹·²»»® ×ô ××ïòððïòððïòððïòððïòðð Ë¬·´·¬§ ¿²¼ Ó¿·²¬»²¿²½» Í°»½·¿´·¬ ×ô ××îòððîòððîòððîòððîòðð Û²¹·²»»®·²¹ Í°»½·¿´·¬ ×ô ××îòððîòððîòððïòððïòðð É¿¬»® Ý±²»®ª¿¬·±² Í°»½·¿´·¬ ×ô ××ðòðððòðððòððïòððïòðð Ü»°¬ ß¼³·²·¬®¿¬·ª» Í«°°±®¬ Ý±±®¼·²¿¬±®ðòïððòïððòïððòïððòïð Ì±¬¿´ Ð±·¬·±²êòîëêòìðêòìðêòïëêòïë ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: SAN DIEGUITO WATER DISTRICTFund: 531 Division Title: PLANNING AND ENGINEERINGDivision Number: 5316 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·» Ý±³°«¬»® ¿²¼ Í±º¬©¿®» «°°´·» éôïððéôíðð Ñºº·½»ô Ñ°»®¿¬·²¹ ¿²¼ Í¿º»¬§ «°°´·»çððçðð Ú«»´ô Ù¿±´·²»íôïëðíôïëð Þ±±µ ¿²¼ Ð«¾´·½¿¬·±²ëëðëëð Ì±¬¿´ Ó¿¬»®·¿´ ú Í«°°´·»ïïôéððïïôçðð Ý±²¬®¿½¬ ¿²¼ Í»®ª·½» Ý±²«´¬¿²¬ëðôðððëðôððð Ý±²»®ª¿¬·±² Ð®±¹®¿³îðôðððîðôððð Ý±³³«²·¬§ ×²º±®³¿¬·±²îðôðððîðôððð Ó»³¾»®¸·°ô Ì®¿ª»´ô Ì®¿·²·²¹ ú Ó·´»¿¹»ëôïëðëôïëð Û¯«·°³»²¬ Ó¿·²¬»²¿²½» ¿²¼ Î»°¿·®îôëððîôëðð Ì±¬¿´ Ý±²¬®¿½¬ ú Í»®ª·½»çéôêëðçéôêëð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ º±® ¬¸· Ü·ª··±² ¿®» ´·¬»¼ ±² ëíï Ú«²¼ Í«³³¿®§ Í¸»»¬ ß ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ú«²¼æ ëíï FUND: SAN DIEGUITO WATER DISTRICT Ü·ª··±² Ò«³¾»®æ ëíïç Division Title: BOARD MEMBERS DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² º«²¼ ¬¸» ¹»²»®¿´ ´»¹·´¿¬·ª» ¿²¼ °±´·½§ ³¿µ·²¹ »¨°»²» º±® ¬¸» Þ±¿®¼ ±º Ü·®»½¬±® ±º ¬¸» Ü·¬®·½¬ò CORE SERVICES: Ò± ½±®» »®ª·½»ò Ì®¿½µ Ü·¬®·½¬ Þ±¿®¼ ³»³¾»® ½±¬ º±® ³»»¬·²¹ ¿²¼ ¬®¿ª»´ EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´êôëëðèôèððèôðððèôðððèôððð Ó¿¬»®·¿´ ú Í«°°´·»ððððð Ý±²¬®¿½¬ ú Í»®ª·½»èððîôðððéððéðð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ððððð ÌÑÌßÔêôêíðèôèððïðôðððèôéððèôéðð PERSONNEL DETAIL øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® ÐÑÍ×Ì×ÑÒ Ì×ÌÔÛÍ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ý±«²½·´ñÞ±¿®¼ Ó»³¾»® ëòðð ëòðð ëòðð ëòðð ëòðð Ì±¬¿´ Ð±·¬·±²ëòðð ëòðð ëòðð ëòðð ëòðð Ò±¬»æ Ì¸» º·ª» Ý±«²½·´ Ó»³¾»® ¿®» ²±¬ ·²½´«¼»¼ ·² ±¬¸»® «³³¿®·» ±º Ð»®±²²»´ò ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î Ú«²¼æ ëíï FUND: SAN DIEGUITO WATER DISTRICT Ü·ª··±² Ò«³¾»®æ ëíïç Division Title: BOARD MEMBERS MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïð ÚÇ ïðóïï Ý±²¬®¿½¬ ¿²¼ Í»®ª·½» Ì®¿ª»´ ¿²¼ Ó»»¬·²¹ëððëðð Ó·´»¿¹»îððîðð Ì±¬¿´ Ý±²¬®¿½¬ ú Í»®ª·½»éððéðð ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ FUND: SAN DIEGUITO WATER DISTRICTFund: 537 Division Title: RECYCLED WATER DIVISIONDivision Number: 5371 DIVISION RESPONSIBILITIES: Ì¸· Ü·ª··±² ·¹²·º·» ¿´´ ¬¸» »¨°»²¼·¬«®» ¿²¼ °»®±²²»´ ®»´¿¬»¼ ¬± ¬¸» Ü·¬®·½¬ ®±´» ¿ °«®ª»§±® ±º ®»½§½´»¼ ©¿¬»® ¼·¬®·¾«¬»¼ ¾§ ¬¸» Í¿² Û´·¶± É¿¬»® Ð±´´«¬·±² Ý±²¬®±´ Ú¿½·´·¬§ øÍÛÉÐÝÚ÷ò Ü«®·²¹ ¬¸· º·½¿´ §»¿®ô ¬¸» Ü·¬®·½¬ ©·´´ ¸¿²¼´» ¬¸» ¿´» ±º ¿°°®±¨·³¿¬»´§ éððó¿½®» º»»¬ ±º ®»½§½´»¼ ©¿¬»®ò Ì¸» Ü·¬®·½¬ ©·´´ ³¿®µ»¬ ¬¸· ©¿¬»® º±® «» ¬± ·²½´«¼» ©¿¬»®·²¹ ¬¸» ¹±´º ½±«®»ô ½·¬§©·¼» ³»¼·¿²ô °¿®µ ¿²¼ ³·½»´´¿²»±« ´¿²¼½¿°·²¹ò CORE SERVICES: Ò± ½±®» »®ª·½»ò Ì®¿½µ °¿§³»²¬ ³¿¼» ¬± ÍÛÖÐß º±® ®»½§½´»¼ ©¿¬»® °«®½¸¿»ò EXPENDITURE SUMMARY: ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Û¨°»²¼·¬«®» ¾§ Ý¿¬»¹±®§æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ð»®±²²»´ððððð Ó¿¬»®·¿´ ú Í«°°´·»ëêìôêèîêîîôìíïìçëôèëéêëðôðððêêðôððð Ý±²¬®¿½¬ ú Í»®ª·½»ððððð ×²¬»®²¿´ Ý±¬ ß´´±½¿¬·±²ððððð Ý¿°·¬¿´ Ñ«¬´¿§ñÝ±²¬®·¾«¬·±²ððððð Ì±¬¿´ëêìôêèîêîîôìíïìçëôèëéêëðôðððêêðôððð PERSONNEL DETAIL øÒ«³¾»® ±º Ð±·¬·±²÷ ÚÇ ðçóïð ÚÇ ïðóïï ÚÇ ðêóðé ÚÇ ðéóðè ÚÇ ðèóðçÜ»°¬ñÓ¿²¿¹»® Ü»°¬ñÓ¿²¿¹»® Ð±·¬·±² Ì·¬´»æ ß½¬«¿´ ß½¬«¿´ ß°°®±ª»¼ Ð®±°±»¼ Ð®±°±»¼ Ò± °»®±²²»´ ¼·®»½¬´§ ¿·¹²»¼ ¬± ¬¸· ¼·ª··±²ò ÛÈÐÛÒÜ×ÌËÎÛ ÐÔßÒ Ð¿¹» î FUND: SAN DIEGUITO WATER DISTRICTFund: 537 Division Title: RECYCLED WATER DIVISIONDivision Number: 5371 MAJOR NON-PERSONNEL EXPENSE ITEMS: ÚÇ ðçóïðÚÇ ïðóïï Ó¿¬»®·¿´ ú Í«°°´·» Î»½§½´»¼ É¿¬»®æ Ý±³³»®½·¿´ ¿²¼ Î»·¼»²¬·¿´êëðôðððêêðôððð Ì±¬¿´ Ó¿¬»®·¿´ ú Í«°°´·»êëðôðððêêðôððð ACCOMPLISHMENTS AND MAJOR WORK PROJECTS: ½½±³°´·¸³»²¬ ¿²¼ Ó¿¶±® É±®µ Ð®±¶»½¬ º±® ¬¸· Ü·ª··±² ¿®» ¼·½«»¼ ·² Ð«¾´·½ É±®µ Í»½¬·±² ß Ì¸· °¿¹» ·²¬»²¬·±²¿´´§ ´»º¬ ¾´¿²µ ùÓÈÃùÍÇÎÙÓÐõÍÛÐÉöã ÈÔÊÍÇÕÔöã ÛÌÌ×ÛÊÉÓÎùóìÛÎØã×ÛÊöÓÎÛÎÙÓÛÐìÐÛÎ ûÌÌ×ÎØÓÄû ATTACHMENT A Fiscal Years 04/05 through 08/09* CITY COUNCIL GOALS Goal #IssueFY2004-05 GoalFY2005/06-2006/07 GoalFY2007-08 GoalStatus CITY CLERK 2008-Commission Updates to Provide opportunities for Commissioner Chairs are encouraged to 09CouncilCommissions to provide provide Commission updates during the periodic updates to City quarterly breakfast meetings with the Mayor, CouncilDeputy Mayor, and City Manager as well as provide updates/briefings to Council. Complete. Continue and broaden. CITY MANAGER (City Clerk & Human Resources) 2008-Evaluate and Update Evaluate and Update Council formed a two member subcommittee 08Administrative PoliciesAdministrative Policieson April 16, 2008 and conducted a public meeting July 16, 2008 identifying interest in particular administrative policies for consideration by the Council subcommittee. The Council subcommittee and staff are developing work plan to accomplish goal. CITY MANAGER 2007-3 Downtown Parking: 1. Evaluate Downtown parking 1. Parking study presented and workplan Evaluate Downtown survey results when they are Complete developed.. parking survey results released. 2. Bidding documents for construction of when they are released. 2. Contact NCTD to reengage parking lot B under development. Contact NCTD to discussions about he reengage discussions development of parking lot B about he development of parking lot B ENGINEERING 2004-1Traffic CalmingImplement planImplement PlanImplement plan. Continue Rubenstein/ Summit/Westminster Resident with pilot project.steering committee formed to gauge Neighborhood assessment neighborhood support and petition submitted will be ongoing as requests in late 2007 with over 2/3 approval. are received for traffic Presentation to Traffic Commission occurred calming.in February 2008 followed by recommendations to Council for review and determination. Council approved Conceptual Design in June 2008. Traffic calming features are currently in design and expected to go to bid in Spring 2009. 2004-3North Coast Hwy. 101 Identify funding sourcesPromote the beautification of Interim sidewalks complete. Construction of interim sidewalks on North PlanNorth Coast Highway 101 by Begin planning process for Coast Hwy 101 completed in January 2008. developing a contractual No. Coast Hwy 101 street Consultant has developed alternative designs partnership with the Leucadia scape design. of the North Coast Hwy 101 plan. Three public workshops have been held. Streetscape 101 Mainstreet Association. design process underway. Develop a plan for the installation of temporary sidewalk and pedestrian facilities on N Coast Hwy. 101 ATTACHMENT A Fiscal Years 04/05 through 08/09* CITY COUNCIL GOALS Goal #IssueFY2004-05 GoalFY2005/06-2006/07 GoalFY2007-08 GoalStatus 2004-9Design ManualPublish the design manualPublish the design manualPublish the design manualFirst of three sections are in final review process. Public and professional reviews are continuing for the remainder of draft manual. 2004-Drainage ProjectsDevelop program for Develop long term drainage Develop long term drainage Continue to search for State and federal 12Develop plan for implementationalternatives and possible alternatives and possible funding alternatives to address Leucadia Cottonwood Creek funding mechanisms for funding mechanisms for drainage projects. between 3rd & B and LeucadiaLeucadia Leucadia drainage projects 2005-2Leucadia Blvd./Vulcan Design improvements to Construction of Leucadia Blvd improvements Ave./Coast Hwy. 101 improve safety/circulation at complete from I-5 to Vulcan Ave. Phase I is . Intersectionthe Leucadia Blvd./Vulcan Preliminary design of intersection ImprovementsAve./Coast Hwy. 101 improvements at Leucadia Blvd,. rail road Intersection crossing and Vulcan Ave. underway. 2006-1I-5 WideningActively coordinate with Manchester/I-5 Interchange Interchange alternatives have been completed Caltrans and SANDAG on the project taken over by for all interchanges within the City. Funding expansion of Interstate 5Caltrans.for I-5 widening has been pushed back by Caltrans to approx 2017 due to funding limitations. Alternative design and environmental review process for the Encinitas Blvd. / I-5 interchange underway. -Minor curb, gutter and drainage 2008-Leucadia Blvd. at-Investigate Leucadia Blvd. at grade railroad crossing improvements completed at or near rail 01grade railroad crossing alternatives, possible funding crossing. Partial federal funding for at-grade alternatives sources, and potential for a crossing safety improvements obtained. rail quiet zoneCoordinating with NCTD and Cal PUC to review potential for implementation of rail quiet zone at Leucadia Blvd. FINANCE FIRE 2004-Station RehabBegin demolition and Demolish and rebuild a fire Construction of Fire Station #3 (Leucadia) 54construction of Fire Station station.underway with anticipated completion No. 3. Begin design of February 2009. Fire Station #2 (Cardiff) Fire Stations No. 2 and No. under design and Community Participation 1Program element completed. Potential construction initiation in July 2009. PARKS AND RECREATION 2004-Hall PropertyComplete Environmental Recommend a funding plan Council approved Final EIR and project- Impact Report, secure land 23that will reprogram capital October 2008. Project has been appealed to use applications and dollars from lower priority the Coastal Commission and a lawsuit finalize project designs.projects to make up the challenging the EIR has been filed. Hearing funding gap for the library dates are TBD. projects (if possible, do not reprogram funds from the PW facility, street overlay program, or Moonlight Beach.) ATTACHMENT A Fiscal Years 04/05 through 08/09* CITY COUNCIL GOALS Goal #IssueFY2004-05 GoalFY2005/06-2006/07 GoalFY2007-08 GoalStatus 2004-Moonlight Beach Implement changes to Refine Master Plan based on Secured a 20-year lease extension with State. 43Master Planmaster plan/Renegotiate recommendations from the Issued a RFP for design consultant services- leasehydrology and traffic studies.December 2008. Anticipate award of contract Present to Councilin February 2009 and beginning design and permitting processing. 2004-Beacon's Beach AccessImplement plan Complete EIR, acquire Final EIR before the Planning Commission- 46discretionary permits, complete Spring 2009. State has issued a "stop notice" construction documentsfor all Prop 12 & 40 Bond projects, which includes Beacon's Beach project. PLANNING/BUILDING 2004-Cardiff Specific PlanApprove specific planApprove specific planSubcommittee (CSPARC) completed review 30of 2nd draft of the CSP in March 2008. Second draft presented to Planning Commission in July 2008 and Council in September 2008. Informational Open House scheduled for January 29, 2009. Environmental review being initiated. 2004-North Coast Hwy. 101 Approve designApprove DR/CDPThree public workshop have been held. 32Streetscape PlanWorkshop # 3 presented a refined plan and additional alternative. Consultant currently preparing cost estimates for additional traffic analysis, preparation of additional alternative and additional workshop. 2006-6Affordable Housing1. Proactively address housing 1. Council take lead with State issues with State representatives. 2. Mobile Home Park study representatives and completed. Strategies being reviewed & administration. 2. Develop Review in light of SB 375. implemented. strategy to preserve the city's Develop strategies for consideration at mobile home parks for future City Council meeting. affordable housing PUBLIC WORKS SHERIFF *There were no Council Goals initiated in FY08/09, only work tasks which are listed on separate sheet. ATTACHMENT A Fiscal Years 07/08 through 08/09 CITY COUNCIL WORK TASKS YearDepartmentIssueWork TaskStatus CITY ATTORNEY CITY CLERK FY08/09City Clerk/ Consider enhancements to local open Evaluate and ReportReview of open government practices City Managergovernment practices (Sunshine to be presented in February or March Ordinance)2009 for Council review and direction. FY08/09City ClerkReview Business Registration policies Evaluate and ReportProgram's application process has and procedures. Determine any been revised to allow credit card areas that may require updatingpayment via fax or e-mail. Software for web-based payment evaluated and Complete Review cost prohibitive. cost of program and cost recovery options. CITY MANAGER (SHERIFF'S DEPT) 2007-4 Sheriff's DeptNoise Abatement - Develop an Evaluate and ReportMotor vehicle violations enforcement analysis of alternatives for the Moved to conducted by Sheriff's. enforcement of noise violations along Work Task list. the 101 corridor FY08/09City Manager Present annual or as needed Law ReportSheriff Year End Report presented (Sheriff's Dept) Enforcement Services Overviewannually. 2007 report presented to Complete Council in April 2008. . Provide periodic updates. CITY MANAGER FY08/09City Manager/ Consider adopting Responsible Evaluate and ReportReviewing cities with similar City ClerkBeverage Sales and Service Training ordinances. Ordinance ENGINEERING FY07/08EngineeringTraffic Calming - Cornish, Devonshire, Consider in conjunction with Traffic Cornish traffic calming will be SylviaManagement Planaddressed in conjunction with Self- Realization Fellowship plan; Devonshire traffic calming will be addressed in conjunction with Scripps Update on Hospital development. Sylvia Street traffic calming measures. FY07/08Engineering Traffic Mitigation Fees - Analyze Evaluate and ReportA concept has been developed for (withImpact on Downtownmodified assessment of traffic fees for Finance/Citybusinesses in existing structures Attorney)within the downtown area. The "downtown area" needs to be defined; report to Council anticipated in spring 2009. FY08/09EngineeringEvaluate unintended consequences of Evaluate and ReportThree workshops have been held, the City's underground utility Council sub-committee formed and ordinance; consider any necessary additional report to City Council amendmentsanticipated in spring 2009. FY08/09Engineering Complete the sidewalk between La Provide Status ReportEngineering providing support to (with Parks & Quebrada and El Camino Del NorteParks & Recreation and Public Works Recreation)Departments on project. ] ATTACHMENT A Fiscal Years 07/08 through 08/09 CITY COUNCIL WORK TASKS YearDepartmentIssueWork TaskStatus FY08/09Engineering Evaluate Neptune Avenue and Evaluate and ReportStaff met with residents. Residents (with Traffic Leucadia Blvd. west of Hwy 101 are pursuing neighborhood consensus Commission)public right-of-way encroachments and support. and options for enhanced pedestrian safety and vehicular striping configuration FY08/09Engineering Review and prioritize minor Review options, costs and Segments to complete continuous (with Parks & walkability/pedestrian/trail connections implementation opportunitysidewalk at Hygeia Ave. south of Recreation)and linking opportunities; consider tie-Leucadia Blvd. and Regal Road/Santa in priority with Safe Routes to School Fe Drive to 600 feet north are under programdesign. FINANCE FIRE PARKS AND RECREATION FY07/08Parks & Work with Skateboard Stakeholders Evaluate ReportOn-going. Recreationto Establish More Skate Facilities FY08/09Parks & Evaluate feasibility and options for Review options, costs and feasibility Cultural Tourism Committee Recreationpassenger van shuttle services for the of implementation opportunitiesdeveloping pilot project work plan for (with City Senior Center and Coast Highway presentation in February or March Manager)101 corridor2009. PLANNING AND BUILDING FY07/08Planning & Hold a Smart Growth Workshop Better define goals and objectives of Combine with "Intelligent Growth" Building(housing element, carrying capacity, workshopWork Task below. etc.) FY08/09Planning & Continue to seek open space and Report as appropriateOn-going as property becomes Buildinghabitat purchase opportunities and available. Currently in discussions manage and monitor the propertieswith representatives for La Costa property. FY08/09Planning & Review the North Highway 101 and Evaluate and ReportConsider addressing in General Plan BuildingDowntown Encinitas Specific Plans for update process. possible revisions PUBLIC WORKS FY08/09Public Works Develop an Urban Tree Management Evaluate and ReportA draft policy was presented to the (with Parks & and Replacement policyEnvironmental Commission and Recreation)approved. The proposed policy will be scheduled for Council review and approval in early 2009. 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Î»°´¿½»³»²¬üïðéôêíèüðüïðéôêíè ÝÉÉðèÙÝ¿¬¸±¼·½ Ð®±¬»½¬·±²ñÌ®¿²³··±² Ô·²»üéëôðððüðüéëôððð ÝÉÉðè×Ú·®» Ø§¼®¿²¬ ×²¬¿´´¿¬·±²üïëðôðððüéëôðððüîîëôððð ÝÉÉðçßÚÇðç É¿¬»® Ü·¬®·¾«¬·±² Ô·²» Ë°¹®¿¼»üîëðôðððüðüîëðôððð ÝÉÉðçÞÞ¿¼¹»® Ó·½»´´¿²»±« Ð´¿² ×³°®±ª»³»²¬üîíèôíèçüðüîíèôíèç ÝÉÉðçÝÉ¿¬»® Ê¿´ª» Î»°´¿½»³»²¬üïððôðððüðüïððôððð ÝÉÉðçÜÚÇðç Þ¿¼¹»® Ó¿¬»® Ð´¿²üíïéôéíïüðüíïéôéíï ÝÉÉðçÛÓ»¬»® ß«¬±³¿¬·±² Ð®±¹®¿³ Ð¸¿» ××üíëîôèèíüðüíëîôèèí ÝÉÉðçÚÍ¿¨±²§ Î¼ ×²¬»®ó½±²²»½¬ ©·¬¸ ÑÓÉÜüîêëôðððüðüîêëôððð ÝÉÉðçÕß®®±§± Ü®ò ÐÎÊ Í¬¿¬·±²üëðôðððüðüëðôððð ÝÉÉïðßÚÇïð É¿¬»® Ü·¬®·¾«¬·±² Ô·²» Ë°¹®¿¼»üðüíëðôðððüíëðôððð ÝÉÉïðÞÞ¿¼¹»® Ó·½»´´¿²»±« Ð´¿² ×³°®±ª»³»²¬üðüìðôðððüìðôððð ÝÉÉïðÝÉ¿¬»® Ê¿´ª» Î»°´¿½»³»²¬üðüîëðôðððüîëðôððð ÝÉÉïðÛÓ»¬»® ß«¬±³¿¬·±² Ð®±¹®¿³ üðüïððôðððüïððôððð ÝÉÉïðÔß²±¼» Þ»¼ Î»°´¿½»³»²¬üðüïêëôðððüïêëôððð ÝÉÉïðÒÎòÛò Þ¿¼¹»® Ý×Ðüðüëëðôðððüëëðôððð éÇÚÈÍÈÛÐ éÇÚÈÍÈÛÐéøåøåÍÊÑìÊÍÒ×ÙÈÉ ùóììÊÍÒ×ÙÈÉ èíèûð City of Encinitas Capital Improvement Program FY 2009-10 to 2014-15 PROJECTS BY TOTAL Projects ProjectPrior Year(s)ProposedProposedProposedProposedProposedProposedBeyondProject NumberAppropriationsFY 09/10**FY 10/11FY 11/12FY 12/13FY 13/14FY 14/156 YearsTotal Annual Street Overlay FY2009-10CMS10A Annual1,100,0001,150,0001,200,0001,260,0001,320,0001,380,0007,410,000 Anode Bed ReplacementCWW10M 0165,00000000165,000 Badger Plant Capital AcquisitionsCWW10BAnnual Annual40,00040,00040,00040,00040,00040,000240,000 Citywide flood and Channel Maintenance Permitting Program WMD09D41,000110,00000000151,000 Citywide Landscape and Lighting District Prop 218 Ballot WMC10C050,00050,0000000100,000 Civic Center ImprovementsCMF10A On-going170,000175,000180,000185,000190,000195,000On-going1,095,000 Comprehensive General Plan Update WMC09A471,658753,342125,00000001,350,000 CSD Master Plan ImplementationVarious7,100,936668,505487,2451,531,1871,800,4341,872,451570,008On-going14,030,766 CSD Share of CIP's at San Elijo (SEJPA)CCE10A360,670388,698892,8751,550,031796,325852,3951,083,355On-going5,924,349 Digital Topography/GIS Basemap Updates and EnhancmentsWMC01A 384,10082,500030,000030,0000526,600 Encinitas/NCTD Transit Parking LotCMS09E40,0001,280,000000001,320,000 ESD Master Plan ImplementationVarious2,698,438543,652559,962576,760594,063617,826642,539On-going6,233,240 ESD Share of Capital Improvements at Batiquitos Pump Station CEE04A50,00050,00050,00050,00050,00050,00050,000On-going350,000 ESD Share of CIP at Encina Treatment PlantCEE10B49,352193,517286,106264,607192,009200,356209,033On-going1,394,980 WMC97F Façade Improvement Incentive Program150,00005,00005,00005,000165,000 Finance Studies (Fees and Liabilities)WMC10B060,000060,000060,0000180,000 Fire Hydrants InstallationCWW08I 150,00075,00075,0000000300,000 Green Building Incentive ProgramWMC10A010,00010,000000020,000 H.T.E. ReplacementWMC09C527,751333,000334,00000001,194,751 Habitat/Watershed/Open Space Acquisition (Appropriations Less Transfers Out)CMP05A 795,397110,000115,000130,000135,000140,000150,000On-going1,575,397 Hall Property Environmental Review, Design and DevelopmentCMP02D 10,987,7541,000,000300,000200,000375,000725,0001,000,0007,087,24621,675,000 Improvements to the Leucadia Blvd/N.Coast Hwy 101/Vulcan Ave IntersectionCMS08C 751,290750,000000001,501,290 3,625,000 LaCosta WideningTBD000375,0000004,000,000 Lagoon Monitoring*WMB08A 2,665,39480,00080,00080,00080,00080,00080,0003,145,394 Leucadia Boulevard Improvments (I-5 to Vulcan)CMS00D 2,822,4310002,000,000004,822,431 Library AV Room EquipmentCMF09B6,00034,00000010,000050,000 Meter Replacement and Automated ProgramCWW10EAnnual Annual100,000100,000100,000100,000100,000100,000600,000 North Coast Highway 101 StreetscapeCMS04D 2,200,000500,000500,000500,000500,000500,000500,0005,200,000 R.E. Badger CIPCWW10NAnnual Annual550,0001,450,000975,000975,000975,000975,0005,900,000 R.E. Badger Master PlanCWW10D 00124,0000000124,000 Recreational Trails Development Fund (Appropriations Less Transfers Out)CMP00F 485,00030,000030,000030,0000On-going575,000 CMS01E Safe Route to Schools/Pathways Program(CMS04E/02H) 1,798,535504,814200,000200,000200,000200,000200,0003,303,349 Sand Compatibility Opportunistic Use Program (SCOUP) WMB08C212,20117,18040,00025,000000294,381 SANDAG-Regional Beach Sand Project II (RBSPII)WMB08B 253,911187,411187,4110000628,733 Santa Fe Drive Improvements (I-5 to MacKinnon Ave.)CMS08D 200,0000000750,000750,0001,700,000 SDWD Drought Allocation Study CWW10M075,0000000075,000 SDWD Master Plan UpdateCWW09H150,00060,00000000210,000 SDWD Rate Study UpdateCWW10J075,0000100,00000100,000275,000 Standard Pacific Park Site DevelopmentCMP10A00000212,0600On-going212,060 Storm Drain Repair Fund CMD05E1,200,000250,000250,000250,000250,000250,000250,000On-going2,700,000 Technology Replacement ProjectWMC10A0144,500150,000207,000216,00095,000205,0001,017,500 Traffic Safety/Calming Improvements (Less Transfers Out)CMS02F 906,272150,000150,000150,000150,000150,000150,0001,806,272 Traffic Signal ModificationsCMS02G 417,43050,00050,00050,00050,00050,00050,000717,430 Traffic Signals Red and Green LED Light Replacement WMC10D028,80028,80028,80028,80000115,200 Transmission Lines Motorized ActuatorsCWW01A 100,000100,000100,000100,000100,00000500,000 Water Distribution Line UpgradesCWW10AAnnual Annual350,000350,000350,000350,000350,000350,0002,100,000 Water Valve ReplacementsCWW10CAnnual Annual250,000250,000250,000250,000250,000250,0001,500,000 Adjustment for Outside Funding Source for Lagoon Monitoring* (2,505,394)(1)(1)(2,505,396) 10,712,246 35,470,12611,469,9198,665,3999,583,38510,682,63110,100,0879,284,934105,968,727 ** Note: Less Return to GF from the Library and the Rail Quiet Zone Projects (1,950,000) Total CIP Cost for FY09/109,519,919 ê×É×ÊÆ×ìÍÐÓÙÃ ûÌÌ×ÎØÓÄø CITY OF ENCINITAS ADMINISTRATIVE MANUAL Policy Title:Reserves – General FundSection: Finance Responsible Department:Finance_____________ Number: F010 Approved By:City Council Date Approved: 1987 Last Amended: May 2, 2001 Amendment Date: ___August 20, 2008___ SECTION I. Philosophy Sound financial management includes the practice of maintaining an appropriate reserve for contingencies. The City maintains fund or working capital balances to preserve the City’s credit worthiness and to adequately provide for: Economic uncertainties, local disasters or catastrophic events, and other financial hardships or downturns in the local or national economy Contingencies for unforeseen operating or capital needs Uninsured losses Cash flow requirements This reserve policy shall be periodically reviewed to insure that it is consistent with the current conditions and situations facing the City SECTION II.Definitions A. General Fund - A single entity that supports all services (e.g., law enforcement, fire) not assigned to other funds. Each local government has only one general fund. This is the City of Encinitas’ largest and most discretionary fund. B. Fund Balances – Fund balances represent the net assets of a fund. Net current assets generally represent a fund’s assets (cash, receivables, etc.) less its liabilities. Portions of a fund’s balance may be reserved, designated or restricted for future expenditures as a result of City policy, terms and conditions of agreements with outside parties, governmental regulations, laws, or other restricts which the City cannot unilaterally alter. C. Reserves – the non-obligated balance that is available at the end of each budget year. SECTION III. General Fund Reserves A. A Contingency Reserve will be budgeted each year. The target amount for this reserve shall be reset each year to twenty percent of operating expenditures (excludes debt service and self-insurance fund payments and capital expenditures). The Contingency reserves will be used to provide for temporary financing of unanticipated extraordinary needs of an emergency nature and will be drawn down as the funding source of last resort. This reserve is intended to act as a short-term solution to fiscal needs. The Contingency Reserve is to be used to buy time to find long-term solutions to structural fiscal deficiencies. Examples of events that could trigger the use of reserves include unexpected liability created by Federal or State legislative action (e.g., takeaways), spikes in utility costs, and catastrophic events such as earthquakes or fires which would delay the payment of revenues. B. A Budget Stabilization Reserve will be budgeted each year. The target amount for this reserve shall be . The Budget Stabilization Reserve is intended to reset each year to two percent of operating revenues guard against recessionary impacts to revenues and protect service levels during difficult fiscal times and should be used to temporarily restore the budget when revenues come in lower than anticipated. C. Any fund balance that is not allocated to the Contingency Reserve or Budget Stabilization Reserve will be deposited into the Undesignated Fund Balance or Future Projects Reserves. This reserve is used to fund off-cycle appropriations such as project cost overruns or projects/programs identified outside of the budget process. This reserve will be maintained at sufficient levels to provide working capital and to accommodate required adjustments to project budgets and off-cycle program/service needs. SECTION IV:Appropriation/Expenditure of Reserve Funds A. Funds shall be appropriated from the reserves only after the Finance Director and the City Manager have prepared an analysis and presented it to the City Council. The analysis shall provide sufficient evidence to establish that the remaining reserves are adequate to offset potential downturns in revenue sources and provide a sufficient cash balance for daily financial needs. The analysis shall address the nature of the proposed expenditure and the revenue requirement in subsequent budget years, if any. B. A four fifths (4/5) vote of the whole City Council is required for any appropriation and expenditure of funds from the reserves as noted above. SECTION V:Replenishment of Reserves Any budget surplus at the end of the year should be allocated first to restore reserves to their target level. All budgetary savings will be applied to the reserves until they are fully replenished. SECTION VI:Other A. In accordance with generally accepted accounting principles and practices, all designations of unreserved General Fund fund balance will appear in the Notes to Financial Statements of the Comprehensive Annual Financial Report. B. Establishment of the aforementioned policies does not preclude the Council from exceeding the reserve target amounts or setting aside additional funds for a specific project, program or capital item. ê×ÉÍÐÇÈÓÍÎûØÍÌÈÓÎÕûÎÎÇÛÐûÌÌÊÍÌÊÓÛÈÓÍÎÉðÓÏÓÈ ûÌÌ×ÎØÓÄ÷ City of Encinitas FY 2009-10 Appropriations Limit Annual Appropriations Limit - State of California Article XIIIB of the California Constitution requires local governments to adopt an annual appropriations and expenditure limit for tax proceeds remitted to the City. The appropriations’ limit is adjusted annually based upon a combination of factors including the change in population combined with either the change in per capita income or the change in the assessment roll due to new non- residential construction. Each year, the City’s independent auditor reviews the limit and actual expenditures of proceeds of taxes to ensure compliance. Proceeds of taxes include all taxes levied by or for the City; revenue from regulatory licenses, user charges, and user fees that exceed the cost of providing the regulation or service; and, interest earned from the investment of the proceeds of taxes. Appropriations subject to the limitation are generally those appropriations to expend proceeds of taxes; however, there are several exclusions which include certain type of debt service costs, the costs of complying with court orders and federal mandates and local agency loan funds or indebtedness funds. Analysis of City of Encinitas The proposed Fiscal Year 2009-10 appropriation limit is set to $86,937,195. The City’s proceeds from taxes and expenditures continue to be well below the appropriations’ limit. The proposed limit is adjusted annually by multiplying the “Prior Year Limit” by the “Percentage Change in Population” and then by the greater of the “Percentage Change in Local Non-Residential New Construction” or “Percentage Change in Per Capita Income.” This annual adjustment is then added to the Prior Year’s Limit to establish the Current Year Limit. The State of California issues the estimated population change in May for calculating the limit. The County of San Diego issues the Local Non-Residential New Construction in October following the deadline for the current year. The limit is adopted during the current fiscal year and reviewed the following year for any required adjustments. The Fiscal Year 2009-10 limit is calculated on the estimated annual percentage change in population and the per capita income as indicated by the State of California. Next May (2010) the State will issue the revised population. The revised percentage change will then be used to adjust the prior year’s limit. If the percentage change in the New Local Non-Residential Construction figure (issued in October following the adoption of the limit) is greater than the per capita income change, staff will revise the appropriations’ limit and present the revision to Council at a later date. The adjustments made to the Fiscal Year 2008-09 appropriation limit are related to the actual population adjustments made by the State of California. The higher population percentage combined with the percentage change in per capita income reduces last year’s limit from $82,945,611 to $82,625,639. This revised limit became the base for calculating the Fiscal Year 2009-10 limit. City of Encinitas, Compliance with the Appropriations Limit Once the Appropriations Limit is adopted by the City Council, the Appropriations Subject to the Limit must be tested at year-end. The Appropriations Subject to Limitation is the concept that is at the heart of Article XIIIB. Appropriations Subject to Limitation are generally those appropriations to expend proceeds of taxes. However, certain Exclusions are not subject to the Appropriations Limitation such as debt service costs and Qualified Capital Outlay. Proposition 111 added “qualified capital outlay” to the list of expenditures which are not counted as appropriations subject to limitation. The term is defined as an appropriation for a fixed asset (including land and construction) with a useful life of 10 years or more and a value which equals or exceeds one hundred thousand dollars ($100,000). The City has experienced some large capital improvement expenditures over the past several years which have created a fluctuating Appropriations Subject to Limitation well below the Appropriations Limit. Currently the City’s Appropriations Subject to the Limit are well below the approved Appropriations Limit. History of Gann Appropriations Limit 100,000,000 90,000,000 80,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 - Fiscal Year Appropriations Subject to Limit Appropriations Limit San Dieguito Water District Resolution No. 90-12 of the Board of Directors of the San Dieguito Water District is on file with the District Secretary. The resolution determines the District is excluded from the Gann Appropriation Limitation as the District had an ad valorem tax rate of less than 12.5 cents per $100 of assessed valuation during the 1977-78 fiscal year. The District experienced a less than 10 centers per $100 of assessed valuation at the time. NoText GANN LIMIT CALCULATIONS FOR FISCAL YEAR 2008-09 CITY OF ENCINITAS - CALCULATED JULY 2008 Previously Approved Appropriations Limit Column 1Column 2Column 3Column 4Column 5Column 6Column 7 PriorPriorCurrentPercentage% Change Local% ChangeCurrent Fiscal YearYearYearChange inNon-ResidentialIn PerYear YearGann LimitPopulationPopulationPopulationNew ConstructionCapita IncomeGann Limit 2007-08$ 78,832,014 2008-0978,832,014$ 63,298 63,8640.89%Issued Oct. 084.29%82,945,611$ The Gann Limit is adjusted annually by multiplying the "Prior Year Gann Limit" (column 1) by the "Percentage Change in Population" (column 4) and then by the greater of the "Percentage Change in "Local Non-Residential New Construction" (column 5) or "Percentage Change in Per Capita Income" (column 6). This annual Gann adjustment is then added to the Prior Year's limit to obtain the "Current Year Gann Limit" (column 7). The Fiscal Year 2008-09 limit was calculated using the State's "Percentage Change in Estimated Population" (column 4) and the "Percentage Change in Per Capita Income" (column 6). The "Percentage Change in Local Non-Residential New Construction" (column 5) is issued in October and not available at time of adoption. GANN LIMIT CALCULATIONS FOR FISCAL YEAR 2009-10 (Includes Adjustment of Fiscal Year 2008-09) CITY OF ENCINITAS - CALCULATED JULY 2009 Column 1Column 2Column 3Column 4Column 5Column 6Column 7 PriorPriorCurrentPercentage% Change Local% ChangeCurrent Fiscal YearYearYearChange inNon-ResidentialIn PerYear YearGann LimitPopulationPopulationPopulationNew ConstructionCapita IncomeGann Limit 2007-08$ 78,832,014 2008-0978,832,014$ 63,298 63,6150.50%3.96%4.29%82,625,639$ 2009-1082,625,639$ 63,615 64,1450.83%Issued Oct. 090.62%86,937,195$ Fiscal Year 2008-09 Review of Calculation (recalculations utilizing actual population and review of new construction) The State has now issued the Actual Poplulation (column 3) which adjusts the "Percentage Change Population" (column 4). County of San Diego has issued the "Percentage Change in Local Non-Residential New Construction" (column 5). The formula uses the greater of the "% Change in Non-Residential New Construction" (column 5) or the "% Change in Per Capita Income" (column 6) multiplied by the "% Change in Population." The formula is recalculated using the actual adjusted population (columns 2 & 3) and the "% Change in Per Capita Income" (column 6). Fiscal Year 2009-10 Calculations (utilizing estimated population; new construction unavailable) The Fiscal Year 2009-10 formula is based on the State's January estimated population (column 3) and the State's "Percentage Change in Per Capita Income" (column 6). Source of Data: Population: State of California, issued May of each year Per Capita Personal Income: State of California, issued May of each year Local Non-Residential New Construction: County of San Diego, issued October of each year Assessed Valuation: County of San Diego, issued July of each year ê×ÉÍÐÇÈÓÍÎûØÍÌÈÓÎÕöã ÛÎØöã íÌ×ÊÛÈÓÎÕÛÎØ ùÛÌÓÈÛÐóÏÌÊÍÆ×Ï×ÎÈìÊÍÕÊÛÏÅÓÈÔÛÌÌÊÍÌÊÓÛÈÓÍÎÉÖÍÊöã ûÌÌ×ÎØÓÄö NoText NoText NoText NoText NoText This page intentionally left blank. ûÉÉÇÏÌÈÓÍÎÉÖÍÊúÛÉ×ÐÓÎ×ê×Æ×ÎÇ×ÉÛÎØ ÷ÄÌ×ÎØÓÈÇÊ×Éöã ûÌÌ×ÎØÓÄõ Baseline Revenues/Expenditures - City & San Dieguito Water District FY2010 - FY2015 Table used as a guideline to calculate projected revenues and expenditures for six-year financial pla n REVENUES2009-102010-112011-122012-132013-142014-15 General Fund Property Taxes, Current Secure 1d2.1%2.0%3.0%3.5%4.0%4.0% Property Taxes in Lieu of VLF 2-1.8%2.0%3.0%3.5%4.0%4.0% Sales Tax Triple Flip 3-10.9%0.0%2.0%2.0%2.0%2.0% All Other Property Taxes 4-4.3%0.0%2.0%2.0%2.0%2.0% Sales and Use Tax 5-7.0%0.0%2.0%2.0%2.0%2.0% Transient Occupancy Tax (TOT) - Also Sand Fund 210 6-0.8%0.0%2.0%2.0%2.0%2.0% Short Term Vacation Rentals 70.0%2.0%2.0%2.0%2.0% Documentary Transfer Tax 8-22.2%0.0%2.0%2.0%2.0%2.0% All Franchise Taxes 9-3.4%2.4%2.0%2.0%2.0%2.0% Licenses and Permits 1020.2%0.0%2.0%2.0%2.0%2.0% Motor Vehicle License Fees 1143.3%0.0%3.0%0.0%0.0%0.0% All Other Intergovernmental 12-14.2%0.0%-4.9%2.0%2.0%2.0% Internal Cost Allocation Charges 13-24.9%5.0%3.5%3.5%3.5%3.5% Development Processing Fees 140.4%15.0%23.0%3.0%3.0% Use of Money (includes Investment Earnings) 15-15.9%0.1%2.0%2.0%2.0%2.0% Fines & Penalties/All Other Revenues 16-4.2%-1.2%2.0%2.0%2.0%2.0% All Other City/District Funds 17Recreation Fund 146 (program fees/off-setting program costs)2.0%2.0%2.0%2.0%2.0%2.0% 18Rec. Fund 146 Sr Nutrition Grant Prog (Fixed @ 94,000)0.0%0.0%0.0%0.0%0.0%0.0% 19Rec. Property Rental (Fixed @ 118,000)0.0%0.0%0.0%0.0%0.0%0.0% 20Gas Tax Fund 201-5.9%0.0%1.5%1.5%2.0%2.0% 21State Capital Grant Fund 203 - Dollar Estimate604,078661,919681,777702,230723,297744,996 22State Capital Grant Fund 203 - Percentage Estimate-0.8%9.6%3.0%3.0%3.0%3.0% 23Transnet - Dollar estimates Sandag projections1,434,0001,483,0001,534,0001,615,0001,687,0001,754,480 24Transnet - Percentage estimates-3.0%3.4%3.4%5.3%4.5%4.0% 25Housing Funds CDBG Fund 222, Annual Grant Estimates396,456408,350420,600433,218446,215459,601 26CDBG, Estimates in Percentages0.0%3.0%3.0%3.0%3.0%3.0% 27Housing Authority Fund 226, Section 8 Housing Voucher1,213,5801,243,9201,281,2381,319,6751,359,2651,400,043 28Housing Estimates in Percentages1.8%2.5%3.0%3.0%3.0%3.0% 29HOME Fund 227, Annual Grant205,754211,927218,284224,833231,578238,525 30HOME (227)0.0%3.0%3.0%3.0%3.0%3.0% 31Development Impact Fees - Revenues based on # Units25 units25 units70 units85 units100 units120 units 32State Special Law Enforcement Fund 262100,000100,000100,000100,000100,000100,000 33Federal Special Law Enforcement Fund 26378,11200000 34Lighting and Landscape Districts Property Taxes - Same as General Fund Line 1 35SDWD Meter Service Charges/Water Sales - FY10 District will8.9%24.4%3.5%6.8%5.9%7.2% perform Water Rate Study Update due to increased water costs 36ESD Charges for Services/Assessments 9.5%-2.2%3.0%3.0%3.0%3.0% 37ESD Connection Fees80,400339,66380,00075,00060,00060,000 38CSD Charges for Services/Assessments - FY10 & FY11 -2.25%-5.0%2.0%20.0%5.0%5.0% anticipates usage reduction; FY13 anticpates rate increase 39CSD Connection Fee85,42551,25551,25551,25551,25551,255 s EXPENDITURE2009-102010-112011-122012-132013-142014-15 S 40Salaries/Benefits-Miscellaneous Employees & Lifeguards3.5%3.5%0.0%0.0%0.0%0.0% 41Salaries-Safety Firefighters: contract expires 12/31/090.0%0.0%0.0%0.0%0.0%0.0% 42Salaries-Safety Fire Chiefs: contract expires 6/30/105.1%0.0%0.0%0.0%0.0%0.0% 43PERS Employer Rates - Water Miscellaneous11.059%11.5%16.5%16.5%16.5%16.5% 44PERS Employer Rates - City Miscellaneous16.268%16.2%21.2%26.2%31.2%36.2% PERS Employer Rates - Fire Safety 4517.473%17.5%22.5%22.5%22.5%22.5% 3% @ Age 55 formula 46PERS Employer Rates - Lifeguards16.376%15.7%20.7%20.7%20.7%20.7% 47Employee Contribution to Employee's Rate -Water/City Misc.4.2%4.2%5.0%5.0%5.0%5.0% 48PERS Employee Rates- City/Water Misc Pd for Employees3.8%3.8%3.0%3.0%3.0%3.0% 49PERS Employee Rates- City Safety Paid for employees9.0%9.0%9.0%9.0%9.0%9.0% 50PERS /EPMC Miscellaneous .08 x .080.64%0.64%0.64%0.64%0.64%0.64% 51PERS /EPMC Safety .09 x .090.81%0.81%0.81%0.81%0.81%0.81% 52PERS Health Retirement $/mo/employee938979979979979979 53PERS-Survivor Benefit .93*26 Per employee242424242424 54Inflationary Increases (CPI)2.0%2.0%2.0%2.0%2.0%2.0% 55Various materials and supplies2.0%2.0%2.0%2.0%2.0%2.0% 56Various contracts other than CPI2.0-3.5%2.0-3.5%2.0-3.5%2.0-3.5%2.0-3.5%2.0-3.5% 57Sheriff's 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