HomeMy WebLinkAbout1998-06-16; City Council; 14727 Exhibit 2; 1998-99 Operating Budget & Capital Improvement Program ReportLee Kautenkranz A0 iu,727 City Clerk
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I city of Carl&ad
I1 California I
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I Operating Budget
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I1 Capital Improvement Progra
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1998-1999
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I City of Carlsbi
1998-99 Operating Budget ai
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CI a u d e " B u d d y " Lei
City Cour I Ramona Finr
Matt t- 1 Ann Kulcl
Julie Nyga: I
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City Mans 1 Raymond R. Patcl
Administrative Services Di re1
James F. El
Prepared by the Finance Departn
Finance Dire
Lisa Hildabrand, C.
CITY OF CARLSBAD, CALIFORNIA
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1998-99 BUDGET 1 TABLE OF CONTENTS
How the Budget Document is Organized ............................................................................
Organization Chart ..............................................................................................................
BUDGET OVERVIEW
City Manager's Transmittal Letter .......................................................................................
1998-99 Budget Highlights
Projected Fund Balances .................................................................................................. 1
Personnel Allocations ....................................................................................................... 1
About the City of Carlsbad ................................................................................................ 1
CSMFO Budget Awards .................................................................................... : ............... 1
OPERATING BUDGET
Overview ........................................................................................................................... 2
Projected Fund Balances ...................................................................................................
Expenditure Schedule
Revenue Estimates ............................................................................................................
DeDartmental Summaries
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Policv and Leadershb Grow
Policy and Leadership Group Summary City Council L
City Clerk .....................................................................................................................
City Treasurer ..............................................................................................................
City Manager ............................................................................................................... f
City Attorney .................................................................................................................
Ad minis t ra t ive Services Administrative Services Summary .................................................................................
Finance ........................................................................................................................ f
Purchasing f
Human Resources ........................................................................................................
Worker's Compensation. .............................................................................................. f
Risk Management t
Health Insurance .......................................................................................................... t
Information Systems .................................................................................................... t
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Miscellaneous Non-Departmental f
Public Safetv
Public Safety Summary ................................................................................................. t
Police Department Summary ......... ~ ............................................................................. t
Police Administration .................. :... .............................................................................. t
Field Operations ........................................................................................................... :
Traffic ............................................................................................................................
Volunteer Services/Reserve Program ...........................................................................
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TABLE OF CONTENTS
Page Two
Public Safetv (continued)
K-9 ............................................................................................................................... 74
Lagoon Patrol ............................................................................................................... 75
Investigations ............................................................................................................... 76
Vice/Narcotics .............................................................................................................. 77
Juvenile Diversion ........................................................................................................ 78
Property and Evidence ................................................................................................. 79
Family Services ............................................................................................................ 80
Technical Services ....................................................................................................... 81
D.A.R.E ........................................................................................................................ 82
Crime Prevention ......................................................................................................... 83
Police School Resource Officers .................................................................................. 84
Communications Center ............................................................................................... 85
Police Records ............................................................................................................. 86
Various Asset Forfeiture ............................................................................................... 87
Bicycle Patrol ............................................................................................................... 88
Fire Department Summary ........................................................................................... 89
Fire Administration ....................................................................................................... 90
Fire Prevention ............................................................................................................. 92
Weed Abatement ......................................................................................................... 93
Disaster Preparedness ................................................................................................. 94
Community Development
Community Development Summary ............................................................................. 95
Administration .............................................................................................................. 96
Land Use Planning ....................................................................................................... 97
Planning Commission .................................................................................................. 98
Geographic Information System ................................................................................... 99
Economic Development ............................................................................................. 100
Building Inspection ..................................................................................................... 102
Housing & Redevelopment Summary ........................................................................ 103
Redevelopment Operations ....................................................................................... 104
Redevelopment Debt Service ..................................................................................... 106
Low/Moderate Income Housing .................................................................................. 107
Housing - Rental Assistance ...................................................................................... 108
Administration Housing Trust Fund ............................................................................ 109
Community Development Block Grant ....................................................................... 111
Communitv Services
Community Services Summary .................................................................................. 113
Library Summary ........................................................................................................ 114
Administration ............................................................................................................ 115
Adult Services ............................................................................................................ 117
Genealogy/Local History ............................................................................................ 119
Centro de Informacion ............................................................................................... 120
Children's Services .................................................................................................... 121
Technical Services ..................................................................................................... 122
Collection Development & Acquisitions ...................................................................... 124
Media Services .......................................................................................................... 125
Adult Learning Program ............................................................................................. 126
Emergency Operations ................................................................................................ 91
TABLE OF CONTENTS
Page Three
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Communitv Services (continued)
La Costa Branch ........................................................................................................ 12
Audiovisual Insurance .................. ... ................. ....... ....................................... ............ 12
Library Gifts ....................................... ........................... .......... .......... ......................... 12
Cultural Arts Summary ....... ...................... ........................................................ .._... .._. 13
Arts Office .................................................................................................................. 13
Sister City ..... . ... .. . . .. . ... . . . . . . . . . . .. . .. . ... ... . .. . . . . . .. . . . . ... . . . . .. . ... . .. . . . . ... . .. . ... .. . .. . . .. . .. . . . . . . . . . . .. . .. . . 13
Arts Special Events .................................................................................................... 13
Recreation Summary .............................. ....... ,................ ... .......................... ... ........... 13
Park Planning & Recreation Management ............... .......... ... ..................................... 13
Recreation Fee Supported ......................................................................................... 13
Recreation - Aquatics ................................................................................................. 14
Recreation - Agua Hedionda Lagoon ......................................................................... 14
Recreation Operations ... ... ... ......... ...... ... ....... ....... ... ... ............. ............. ...... ................ 14
Parks and Recreation Commission ............................................ ................................ 14
Senior Summary .. ... . .. . . . . .. . ... . . . . . . .. . . . . .. . .. . .. . . .. . ... . .. . . . . ... ... , .. ... . .. . .. . ... ... . .. . .. . .. . . . . .. . .. ... ... .. 14
Senior Programs ........................................................................................................ 14
Senior Donations ...... .. . ... . .. . .. .. . ... . .. . . . . .. . . . . ... . . . . ... ... . .. . .. . .. . ... ... . .. . ... ... ... ... ... . .. . .. ... .. . ... .. 14
Senior Nutrition ... . .. . ... .. . ... ... .. . .. . ... ... ... . .. . .. . .. . . . . . .. . ... . .. . .. . . . . ... ... ... . ... ... ... _.. ... ... . .. ... .. . ... .. 14
Public Works
Public Works Summary .... ............... ...... ... .................................................................. 15
Public Works Administration ......................................... .............................................. 15
Engineering ................................................................................................................ 15
Maintenance Summary ............................... ............................................................... 15
Park Maintenance ..... ... ... . . . . .. ... ... . .. . . . . . . . .. . ... ... . ... . .. . . . . .. , ... . .. . .. . .. . ... . .. . .. . .. . .. . .. . .. . .. ... ... ... 15
Major Street Maintenance ..... . .. ... . .. . .. . . . . . .. ... ... . ... . .. . .. .... ... . .. . . . . ._. ... ... .. . . .. . .. . .. . .. ...... ..... . 1 E
Street Maintenance ...... ...... ...... ...... ................................. ............. ..................... ......... 1 E
Facilities Maintenance.. ... . .. . .. . .. . .. . .. . . . . .. . . . . . . . ... . .... .. . . . . . . . .. . .. . . .. . . . . .. . ... ... . .. . .. . . . . .. . .. .. . .. . .. . 1 €
Traffic Signal Maintenance .._. . _. . .. ... ... . .. . . . . . . . ... . ... ... . .. . . . . .. . ... ... . . . . .. . ... ._. ... ... . .. . .. ... .. . .. . .. . 1 E
Street Tree Maintenance ............ ... .................... ............. ................... ............ ............ I E
Median Maintenance .................................................................................................. I€
Street Lighting ............................................................................................................ 1E
Buena Vista Creek Channel Maintenance .................................................................. I€
Carlsbad Golf Course ................................................................................................. 1E
Vehicle Maintenance .... ... ... ... .. . .. . .. . ... ... ... ... . . . . ... . . . . .. . .. . ... ......... . .. . ... ... . .. ... ... ... .. . .. ... . .. .. 1 E
Vehicle Replacement ..... . .. . .. . . . . . . . . . . .. . .. . .. . .. . ... . ... .. . . . . . .. . .. . .. . ... ... . .. . . . . .. . ... .. . ... ... .. . .. ...... .. 1 E
Utility Summary ........ ............ ... ................................................ ................................... I E
Water Operations ........ ......................................... ................ ._. ................................... 17
Recycled Water Operations . ...... ... ...... .......... ................ ................ ... ...... ... ... ........ ... ... 17
Sanitation Services ........ ... ... ... ... ... ... ... ... ....... ... .......... ._. ...................... ....................... 1 i
Solid Waste Management. ......._....... ... .......................... ... .............._. .......................... 17
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TABLE OF CONTENTS
Page Four
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................... 176
Projected Fund Balances ................................................................................................ 187
Revenue Estimates ......................................................................................................... 189
Budget Expenditure Schedule ......................................................................................... 190
Current & Future (1998-99 to Buildout) Projects ............................................................. 191
Analysis of Available Balances ........................................................................................ 201
Glossary of Capital Project Funding Sources .................................................................. 209
APPENDICES
Planned Capital Outlay Items .......................................................................................... 212
Conference Travel .......................................................................................................... 21~
Continuing Appropriations ............................................................................................... 220
Gann Appropriations Limit .............................................................................................. 223
Budget Calendar ............................................................................................................. 224
Accounting Systems and Budgetary Control ................................................................... 225
Resolution Adopting the Budget ..................................................................................... 226
Resolution Adopting the Appropriation Limit .................................................................. 229
Glossary ......................................................................................................................... 230
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HOW THE BUDGET DOCUMENT IS ORGANIZED
The beginning of the budget document contains the City Manager’s transmittal letter ar
overview information. The overview information will provide summary data to the read(
for both the operating budget and the capital improvement program, as well 2
information on personnel allocations and debt management issues.
The Operating Budget section begins with an overview of the revenue assumptions ar
the policies used to develop the budget. The overview is followed by tables providir
detailed information on fund balances, expenditures and revenues. The followir
sections are separated by major service area such as Policy and Leadership Grou
Administrative Services, Public Safety, Community Services, Community Developmer
and Public Works. Within these broad categories, the budget is organized on
departmental basis. Summaries, financial and descriptive, are included for departmen
containing more than one program. The summary page is followed by detailed progra
information. Some departments consist of one program only, and thus only one page
included for them. For each program a financial history, and the 1998-99 budg
figures, is presented. Also included are narrative statements describing progra
activities and associated workload measures or performance objectives.
The Capital Improvement Program (CIP) is located toward the back of the budg
document. Included is a discussion of the program as a whole, the revenue source
project scheduling, and budgeted 1998-99 expenditures. The discussion is followed t
a multi-page table outlining all capital projects. Ongoing projects are identified alor
with the amount of funds already appropriated, while future projects contain i
identification of their estimated cost in the planned year of spending. An analysis
future revenues and cash balances concludes the presentation of the CIP.
The Appendices contain a detailed listing of the 1998-99 Capital Outlay items t
department. Travel detail is presented next, so that Council may review and appro\
these requests. Then a listing of the appropriations carried forward into the 1998-2
budget are presented. The last section of the Appendices provides information on tt
Gann Limit, Budget Process, Accounting System and Budgetary Control, the Adopt6
Resolution for the Budget, the Gann Limit, and a Glossary.
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OVERVIEW
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I To the Honorable Mayor and City Council:
1998-99 BUDGET TRANSMITTAL
I am pleased to submit the 1998-99 Operating and Capital Improvement Program Budget:
the city of Carlsbad which total $168.3 million with projected revenues of $172 million. 01
total budget, $94.3 million (56%) will be used to finance the operations of the City while
million (44%) will go towards the construction of capital improvements throughout Carlsb
Our goal has been to prepare a comprehensive financial plan for all services, programs,
capital projects which will assist the Council in the achievement of its vision for Carlsbad.
It is apparent from a review of the revenue picture that the city of Carlsbad has seen a retui
economic prosperity. Revenue growth in almost every area has been strong and is expecte
persist throughout the upcoming year. Commercial development in Carlsbad continues witt-
opening of the Four Seasons Resort and the Carlsbad Company Stores, a specialty retail r
in 1997. The addition of Legoland in 1999 will spur other commercial development
strengthen Carlsbad’s position as a resort destination.
Carlsbad’s reputation for quality has also enhanced it’s residential and industrial developmt
There is a strong demand for housing in the City creating upward pressure on housing pr
and development of a number of new residential projects. The pace of development it-
industrial corridor has also picked up resulting in the addition of a variety of new jobs to the
All of these provide for the economic well being of our citizens as well as providing additi
revenues for the City.
The 1998-99 Budget reflects these improvements in the economy and provides funding 1
number of service enhancements. The new 64,000 square foot library is under construc
and will be opening in summer 1999. Public safety needs have been addressed with
addition of six new positions in the police department. Other enhancements to services ir
1998-99 budget include improved maintenance to City parks, expansion of youth progr;
additional enrichment classes and a village sidewalk cleaning program. There is a15
substantial amount of funds appropriated to improve the circulation in Carlsbad. This
ensure that we are able to maintain Carlsbad’s quality of life in the newly developing region
well as for our current residents and businesses.
As much as we try to plan for every eventuality, there are some events which are diffici
predict and it’s even harder to know how to plan for them. Staff has been working to devel
plan to provide for habitat for endangered species as required by Federal and state agen
however, the cost of the plan continues to spiral upward. The ultimate cost to the City coul
as much as $25 million. In addition, the cost to upgrade our emergency communic:
systems will now need to be paid from General fund monies due the passage of new legisla
Despite these threats, Carlsbad, as a City, has continued to grow and prosper. The Cour
work in creating the vision of Carlsbad and then providing the leadership and funding to n
toward that vision has created a very livable City with a solid financial base. The 199
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1200 Carlsbad Village Drive - Carlsbad, CA 92008-1 989 (760) 434-2867 FAX (760) 434- I 1
operating budget and capital improvement program continues to move the City towards its
vision and allows for the achievement of Council's strategic goals for 1998.
I would like to express my appreciation to the City Council for providing the direction and
support which are crucial to the ability of the City to achieve its goals. I would also like to
recognize the contributions of the City staff for not only creating a successful operating plan and
capital improvement program; but, also for their commitment to providing top quality services to
all who live, work and play in Carlsbad. Their efforts are critical to the City's ultimate success. 1
offer them all my thanks for a job well done.
June 16, 1998
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CITY OF CARLSBAD
1998-99 BUDGET HIGHLIGHTS
WHERE THE MONEY COMES FROM ....
1998-99 TOTAL REVENUES
$172 MILLION
Taxes
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Capital Revenue $36.5 21%
Licenses and
Permits
$4.6 3%
State
Subventions
$3.1 2%
Inter-
Utility Charges Services Departmental Govern-
mental
Interest
$7 4% $11.5 7% $26 15% $2.5 1%
$3.6 2%
WHERE THE MONEY GOES.. .
1998-99 TOTAL BUDGET n $168.3 MILLION
policy/ Admin.
Leadership SVCS. Public Safety
Capital Projects
$74 42%
Public Works Non Dept.&
$7.2 4%
Contingency $37.5 23%
In millions
Re venue Projections by
Fund Type
The City’s revenues are
divided into various
funds. Each fund has
because of some
restriction on the use of
resources received by
that fund. The City’s
five fund types are
shown on the
been established
accompanying graph.
General Fund
Revenues
The fund receiving the
1998-99 Operating Revenues
by Fund Type
$101 Million
Internal Redevelop-
Service ment
$8.9 / $1.8 i
General
$55.4 Special Revenue
$7.1
In Millions
source of
Sales taxes are
the number one
revenue for the
General fund.
Sales taxes are
estimated to bring
in $15.2 million
fiscal year which
is 27% of the
Genera I fund
revenues.
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for the 1998-99
Automobile and
department store
sales are
significant
contributors to
the category of
sales tax.
1998-99 General Fund Revenues fi $55.4Million
Charges for Other
Subventions
Franchise Tax
Transient Tax Sales Tax
$15.2 27%
$1.5 3%
Property Tax Transfer Tax
$0.6 1% $13.3 24%
In millions
Internal Service Fund Revenues
Internal Service fund revenues, projected to be $8.9 million, are derived from charges to
the City programs which benefit from the services rendered. The funds collected must
be used specifically to support the internal service. Examples of the City's Internal
Service funds include Health Insurance, Workers' Compensation, and Vehicle
Ma i n te na nce .
Redevelopment Agency Revenues
Redevelopment Agency revenues, estimated to be $1.8 million, come mainly from
property taxes collected within the redevelopment area. Funds collected within the
redevelopment area must be used to repay the debt incurred and administration of the
Agency.
ODerafina Budaet by Proaram
The total operating budget for the City equals $94.3 million which represents an
increase of $6.8 million compared to the 1997-98 final budget. The operating budget is
categorized by major service area (MSA). Five MSAs were identified during the 1997-
98 organization redesign process which represent the key businesses of the City.
These five areas are governed by the top executives of the City. The graph below
shows the operating budget for each of the MSAs.
___~___~ I -~ -------
~ 1998-99 OPERATING EXPENDITURES
$94.3 MILLION
_~ ____ 40.0
~ ~____~_~ _.___---____._
I 30,0 L_.._________~________________
~
~~__
______
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Total funding allocated for the Policy and Leadership Group for 1998-99 is $2.3 million.
This MSA encompasses all elected officials and the chief executive offices for the City.
These include the City Council, City Manager, City Clerk, City Attorney, and City
Treasurer .
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The Administrative Services MSA, with a budget of $9.2 million, includes finance
human resources, purchasing, information systems, health insurance, general liability
and workers’ compensation. These departments provide services to internal Cit;
departments.
Public Safety services are funded at $20.3 million and include all the police and firc
programs such as police patrol, viceharcotics, juvenile diversion and DARE programs
fire prevention, emergency operations and disaster preparedness. The 1998-99 budge
includes six new positions in the police department based upon the anticipated growth it
the City. These positions will be used in patrol, property and evidence support, lagoot
patrol, juvenile investigation, and technical support.
Community Development, with a budget of $10.2 million, provides the services tha
guide and oversee the planning and development of Carlsbad as depicted in the City’:
General Plan. The General Plan is the base document which expresses the goals ane
public policy relative to future land use. It acts as a “constitution” for development and i
the foundation upon which all land use decisions are based. Also included unde
Community Development are the housing and redevelopment programs.
Community Services, with a budget of $7.6 million, is made up of the library, recreation
cultural arts and seniors programs. These programs are provided to a wide range c
people and assist in their education and cultural development. The 1998-99 budge
includes increases in service levels for many of these programs. With a new 64,001
square foot library due to open in the summer of 1999, five additional positions have
been funded as well as an increase in the budget for books and materials. The
expansion of recreation programs includes lifeguard services at Carlsbad High School
additional enrichment classes, expansion of Triathlon and beach festival, enhancemen
of youth programs, and increased hours of operation at the City’s community pool.
The service area requiring the largest amount of funds is Public Works with a budget c
$37.5 million. Public works is responsible for the building and maintenance of all of the
City’s infrastructure and facilities and for the provision of utility services. It is comprisec
of the engineering, parks, streets, facilities, fleet, water and sewer departments. The
building of the majority of the projects outlined in the $74 million Capital lmprovemen
Program is also a responsibility of this MSA.
The Non-Departmental and Contingency account includes non-departmental program:
(such as community promotions, community contributions and assessment services
and Council’s contingency account. The contingency account is available to Council fo
emergencies and unforeseen program needs that arise during the year. The
Contingency account this year is budgeted at approximately $3.9 million, which is $2.4
million higher than the amount adopted in the 1997-98 budget. In total, the contingenc
account amounts to 7% of the General fund budget.
Balancinq the General Fund Budqet
Balancing revenues with the demand for new or increased services is one of the majo
challenges faced by the City Council and staff as the budget is developed. Revenue1
received by the City set constraints on the amount of services that can be provided
Fortunately, due to increasing revenues this year, Council was able to add several neu
or increased services. The new or increased service levels include: increased police
staffing, increased park maintenance, additional staff for the new Carlsbad library
expanded recreation programs, improved technology and enhanced safety program.
The increase in revenues has also allowed the City to “undo” some of the actions takei
in past years when revenues were decreasing or stagnant. Funding for the DARE anc
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Juvenile Diversion programs, as well as the costs of the school resource officers
program, which were funded with asset forfeiture funds in past years, were moved back
to the General fund. In addition, the major street maintenance and repair programs
totaling $552,000 were also moved back to the General fund from the Gas Tax fund.
Staffinq
The 1998-99 budget includes a total of 548.25 permanent positions (both full time and
%-time positions) and 11 1.41 part-time positions (in full-time equivalents). One position,
a fire captain specialist, remains unfunded in the 1998-99 budget.
Threats To Carlsbad’s Fiscal Stability
Despite the rosy economic outlook and the strong revenue growth experienced in recent
years, there are some clouds lingering on the horizon in Carlsbad. The most significant
of these are described below:
Vehicle License Fees
There are currently several bills pending in the State Legislature which woulld abolish or
reduce the vehicle license fees (VLF). Vehicle license fees are paid when you register
your vehicle and were put in place in lieu of personal property tax on automobiles.
These revenues are distributed to cities and counties to offset the amount of personal
property taxes lost.
For 1998-99, the City expects to receive $2.9 million in vehicle license fees. If this fee is
repealed, it is unlikely that the City would be able to replace the tax because of the
constraints of Proposition 13 and recent Proposition 218. If any of these bills were to
pass without the backfill of monies from the State, cuts will be necessary from the
budget presented here in order to maintain a balanced budget.
Reg ion al Com mu n icat ion System
Beginning in 1997 and running through the year 2002, the County, City and several
other participating agencies are planning to install a new radio communications system
for all public safety and some community services operations. The purpose for the
system is to develop regional communications capabilities to cope with potential
disasters and major events, to improve inter-agency and intra-agency communications
and to provide the needed technology for all participants to meet their communications
needs in the future.
The City’s share of the cost of the system is approximately $5.4 million, plus $100,000
per year in maintenance. The City intended to fund these costs from revenue received
from a County Service Area (CSA) fee on each parcel located in the City. The passage
of Proposition 218 brought the validity of the CSA charge into question and the matter
was reviewed by the City Attorneys and County Counsel. County Counsel opined that
the CSA charge had to be approved by the voters and the matter was placed before the
citizens in June 1998.
Although a majority of the voters approved the proposition, it did not receive the
required 2/3 vote which was needed to pass the measure. The City has enough
available funds to pay the 1998-99 costs; however, the financing of the future years’
costs must still be determined.
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Ha b it at Ma n ageme n t PI an ( H M P)
The HMP is a plan that will conserve the habitat throughout the City of Carlsbad fo
endangered and threatened species while allowing development to continue. It is linkec
to larger, regional efforts having the same objectives. Carlsbad’s HMP has not beer
approved by the resource agencies and the City is considering whether to continue tc
pursue its approval due to substantial costs to implement the program to the resourcc
agencies satisfaction.
Recent information produced by SANDAG and City staff projects that implementation o
the HMP could result in one-time costs to the City of $25 million to $50 million anc
recurring costs of $500,000 per year to maintain the habitat areas. It is uncertain hov
the City would be able to finance such a large expense. If the HMP is not approved, i
could significantly impact the ability of the City to develop to its full potential. The fisca
impact of this alternative on the City’s future finances has not yet been evaluated. Thc
City is continuing to work with the resource agencies on the Habitat Management Plar
in the hope of finding a solution that will be beneficial to its citizen’s as well a:
satisfactory to the state and federal agencies.
No allocation has been made in the 1998-99 budget for costs related to any of thc
above issues. These issues are of major concern to the City and the Council and staf
will be working diligently over the next year to bring them to resolution. I
1 CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad’s Capital Improvement Program (CIP) is a long-range plannin!
document which identifies current year projects as well as future capital needs an(
sources of revenue. These funds are used for the construction of municipal facilities
roads, traffic signals and parks. The Capital Improvement Program for 1998-99 total:
$74 million. Some of the notable capital projects included in the 1998-99 budget arc
described below:
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Poinsettia Park improvements will continue over the next year with thc
addition of new ballfields, soccer field fencing, and a restroom. Costs arc
estimated at $450,000 and will come from Public Facility Fees.
The Public Safety and Service Center is scheduled to be built in 1998-99 witt
an appropriation of $4.3 million from CFD#I, and $500,000 from Sewe
Fees. This facility will be located near the Safety Center, and will house thc
yard facilities for the streets, parks and utility departments as well as othe
public works staff.
A $6 million appropriation is planned from Sewer Benefit Area fees for the
Vista Carlsbad Sewer Trunkline which extends from Jefferson Street nea
Interstate 5, south to the Encina Wastewater Pollution Control Facility. It
addition, the South Agua Hedionda Interceptor will be constructed with at
appropriation of $2.7 million from Sewer Connection Fees.
Construction of the Municipal Golf Course is expected to begin during 1998
99, once all the resource agency approvals have been obtained. The tota
cost is approximately $1 4,000,000 which will be paid from bond proceeds.
The South Carlsbad Village Storm Drain will be constructed along Oal
Avenue to the Agua Hedionda Lagoon.
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sections of Cannon Road, Faraday Avenue, and Poinsettia Lane, as well as
along El Camino Real from Palomar Airport Road south, along Jefferson
Street from Pi0 Pic0 to Robinsons-May, and along Carlsbad Boulevard from
the Maerkle Reservoir to El Camino Real. These projects are funded from
Water Connection and Replacement fees.
Bridge and Thoroughfare District No. 2 was recently formed to fund the
extension of Poinsettia Lane north to Palomar Airport Road, and the
extension of Aviara Parkway east to El Camino Real. An appropriation of
$2.5 million is planned from BTD#2 for this project.
Several street projects are planned in the industrial corridor which, once
completed, will help to reduce traffic on Palomar Airport Road. These
projects include Cannon Road extension (funded from CFD#I, TransNet, and
Traffic Impact Fees), construction of Faraday Avenue north to Cannon Road
(funded from CFD#I ), and widening of Palomar Airport Road from Yarrow
Drive to El Camino Real, and from El Camino Real to Melrose Drive.
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Debt Manaaement Issues
As the City develops, the question of financing the necessary infrastructure becomes
more and more pervasive. The use of debt has always been a primary issue in the
development of the Capital Improvement Program and the policies to implement the
Growth Management Program.
Over the years, the City has issued millions of dollars of bonds and Certificates of
Participation (COPS) to fund streets, buildings, sewer and water facilities, open space
acquisitions and other infrastructure projects. The City is continually evaluating its
outstanding debt as well as potential future issues to insure that interest costs are kept
at a minimum and the uses of the bond funds are appropriate. During 1997, the City
refinanced approximately $44 million worth of bonds saving the taxpayers and citizens
over $6 million in interest costs over the life of the bonds.
The following table identifies the debt the City has issued, the outstanding principal, the
1997-98 principal and interest payment and the scheduled year of payoff. Of the total
debt outstanding, only $6.6 million will be paid back with General fund monies.
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City of Carlsbad
Debt Outstanding
Outstanding 1998/9
Original Principal Payme
Bond Name Fund Bond Issue at 6/30/98 P&l
1997 Hosp Grove Refunding
Certificates of Participation General $ 6,595,000 $ 6,595,000 $ 793,d
1997 CMWD Refunding
Certificates of Participation Water Enterprise $ 7,400,000 $ 6,360,000 $1,219,1
1996 Refunding Encina JPA
Sewer Expansion Sewer Enterprise $ 11,080,000 $10,675,000 $ 942,1
1993 Redevelopment
Tax Allocation Bonds Redevelopment $ 15,495,000 $14,740,000 $1,048,:
Sub tota Is $40,570,000 $38,370,000 $4,004
1988 Palomar Airport Road
Assessment District Assessment District $ 5,133,940 $ 1,555,000 $ 323,!
1997 Reassessment District
College & Alga Assessment District $ 18,475,000 $1 8,475,000 $ 905,'
1997 Carlsbad Ranch
Assessment District Assessment District $ 10,175,438 $10,175,438 $ 614,'
Subtotals $33,784,378 $30,205,438 $1,844
Totals $ 74,354,378 $68,575,438 $5,848
the issuance of debt. The new City of Carlsbad City Hall is scheduled for construction
sometime during the period of 2003-2008. Available CFD cash balances will be used to
pay for the design and construction costs, and if necessary, a bond will be issued to
supplement any deficiency. The project will proceed following a thorough review.
Golf Course Construction: In 1994-95 the City acquired a site for a municipal golf
course in the industrial corridor. Funding for the development of the course may be
provided through the use of COPS or other City-issued debt to be repaid from revenue
generated through the operation of the course. Various development options are being
considered, thus, the amount and timing of any debt issue is unknown.
Rancho Carrillo Assessment District: This financing district is scheduled for formation in
late 1998, with the issuance of approximately $22 million in bonds. These bonds will
fund the construction costs of street improvements, storm drains, water and sewer
mains, medians, landscaping and irrigation along Melrose Avenue and Palomar Airport
Road, the relocation of the Vallecitos Water District sewer mains, and the riparian
mi ti gat i o n costs .
SUMMARY
As can be seen from the previous information, the
City of Carlsbad is once again entering a period of
solid economic growth which is anticipated to
continue for at least the next year or two. As the City
expands, it is evident that the planning and foresight
by the City Council and residents has provided a
sound economic base from which to grow.
Along with the population increases have also come increases in the resources which
will allow the City to maintain the quality of life in Carlsbad. Strong growth can be seen
in all of the City’s base revenues: property taxes, sales taxes and transient occupancy
taxes. The increased job opportunities from the development of the industrial and
commercial areas is creating a higher demand for housing which will increase the
property taxes. The opening of the Four Seasons Resort in 1997, the Carlsbad
Company Stores, a specialty retail mall, in late 1997, Legoland in 1999, as well as some
smaller hotels and motels, will provide higher TOT revenues and sales taxes. In
addition, the development revenues are providing the funding to pay for the services
provided to the building industry.
All of these events add to the diversity and strength of Carlsbad’s economic base which
will provide the funding for additional services needed to maintain the quality of life in
Carlsbad. The requests in this year’s budget reflect the anticipated achievement of
Council’s vision and goals for the City. It allocates the available funding rn a manner
which proactively plans for the future. This plan will insure top quality services are
provided to all who live, work and play in Carlsbad.
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PROJECTED PROJECT1
BALANCE ESTIMATED ADOPTED BALANCI
JUNE 30,l' PROGRAM AREA JULY 1,1998 REVENUES BUDGET
OPERATING BUDGET
Policy / Leadership Group $2,311,895
Administrative Services 9,168,462
Public Safety 20,289,532
Community Development 10,230,029
Community Services 7,577,624
Public Works 37,500,465
Non Departmental & Contingencies 7,225,200
SUBTOTAL OPERATING $74,076,255 $1 01,026,110 $94,303,207 $80,799,
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1998-99 $141,237,238 $70,982,899 $73,978,297 $138,241,
$91,835,
TOTAL OPERATING AND CAPITAL $215,313,493 $172,009,009 $168,281,504 $172,634,
1997-98 Continuing Appropnations (46,406,
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PROJECTE
BALANCE
PROGRAM AREA JULY 1,1997 REVENUES EXPENDITURES JUNE 30,lE
OPERATING BUDGET
Policy / Leadership Group $2,086,704
Administrative Services 8,784,239
Public Safety 18,702,953
Community Development 9,659,870
Community Services 6,866,178
Public Works 32,876,402
Non Departmental & Contingencies 2,857,675
PROJECTED
BALANCE ESTIMATED ESTIMATED
SUBTOTAL OPERATING $61,818,972 $94,091,304 $81,834,021 $74,076,:
CAPITAL IMPROVEMENT PROGRAM
Fiscal Year 1997-98 $1 24,078,978 $59,789,401 $42,631,141 $141,237,;
TOTAL OPERATING AND CAPITAL $1 85,897,950 $153,880,705 $124,465,162 $215,313,4
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1997-98 AND 1998-99
OVER
97/98 98/99 (UNDER)
NUMBER FINAL 1997-98
MAJOR SERVICE AREA ALLOCATED BUDGET ALLOCATED
POLICY AND LEADERSHIP GROUP I
CITY COUNCIL 1 1
CITY MANAGER 8 a
CITY TREASURER 0 75 0 75
CITY CLERK 36 4 04
CITY ATTORNEY 5 5
ADMINISTRATIVE SERVICES I
INFORMATION SYSTEMS 64 9 26
FINANCE 14 14
RISK MANAGEMENT 1 2 1
PURCHASING 5 5
HUMAN RESOURCES &WORKERS COMP 8 a
PUBLIC SAFETY I POLICE 122 128 6
FIRE 79 79
COMMUNITY DEVELOPMENT 1
BUILDING INSPECTION 13 13
COMM DEVELOPMENT ADMINISTRATION 4 75 4 75
ECONOMIC DEVELOPMENT 1 1
GEOGRAPHIC INFORMATION 1 2 1
PLANNING 24 24
HOUSING AND REDEVELOPMENT 10 10
COMMUNITY SERVICES I
LIBRARY 32 5 32 5
CULTURAL ARTS 3 3
PARK PLANNING AND RECREATION MANAGEMENT 3 3
RECREATION 15 5 15 5
SENIOR PROGRAM 3 3
PUBLIC WORKS I ADMINISTRATION 7 7 25 0 25
ENGINEERING 34 37 3
PARK MAINTENANCE 18 75 19 75 1
MAINTENANCE & ASSMT DISTRICTS 12 12
STREET MAINTENANCE 20 20
FACILITIES MAINTENANCE 13 13
SOLID WASTE 0 75 0 75
VEHICLE MAINTENANCE 7 7
WATER ENTERPRISE 43 43
SANITATION ENTERPRISE 13 'I 3
GRAND TOTAL LABOR FORCE 533 548.25 15.25
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SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY: 97/98 98/99 DIFFERE
Full Time Personnel 527 543
3/4 Time Personnel in Full Time Equivalents 6 5 25
Hourly Full Time Equivalent Personnel 93 58 111 41
TOTAL LABOR FORCE 626 58 659 66 >
ABOUT THE CITY OF CARLSBAD
The City of Carlsbad is a unique coastal community located 35 miles north of the City of San
Diego surrounded by mountains, lagoons and the Pacific Ocean. The City is governed by a
five member City Council under the CounciVManager form of government. Although the
“village” dates back more than 100 years, Carlsbad incorporated in 1952 as a General Law city.
Currently, the City is only one-half developed and is expected to grow from a population of
70,000 to 135,000 once its 42 square miles are built out. Industries in the area include a major
regional shopping center, 16 auto dealers, 25 hotels offering 2,200 rooms for tourist lodging,
high technology, multimedia and biomedical businesses, electronics, golf apparel and
equipment manufacturers, several business and light industry parks, and iiumerous land
developers building single and multi-family housing in a variety of community settings.
Carlsbad residents enjoy the benefits of a full service City.
The City provides the full range of services normally associated with a municipality including
police, fire, parks and recreation, library, planning and zoning, building and engineering, various
maintenance services and administration. The City provides water services through the
Carlsbad Municipal Water District, a subsidiary district of the City. The City Council serves as
the Board of Directors for the Carlsbad Muncipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City operates a redevelopment agency that encompasses 0.4
square miles of the downtown area, as well as a housing authority that provides housing
assistance to 503 low income families. The City’s literacy program, funded by the General
fund, provides adult education to local area residents. Older Carlsbad residents receive
assistance through the City’s senior citizen programs. Also, the City provides major support for
the Convention and Visitors Bureau. Finally, the City also provides financial support to the
hiring center and the Batiquitos Lagoon Foundation.
Miscellaneous Statistical Information 1997-98
Date of Incorporation July 16, 1952
Type of City General Law
Form of Government CounciI/Manager
Area 42.19 sq. miles
Population (CA Dept of Finance Report 1/1/98)
Net Assessed Valuation $ 6,562,080,181
Number of Street Lights 5,318
Miles of Streets 303
Fire Protection:
73,688
Number of Stations 6
Number of Firefighters & Officers 72
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Miscellaneous Statistical Information 1997-98 (Continued)
Police Protection:
Number of Stations 1
Number of Sworn Police Officers 90
Municipal Water District:
Number of Customers 59,500
Number of Water Connections 19,200
Average Daily Consumption
Miles of Lines and Mains
14.2 million gallon!
325 I Miles of Sewers 145
Recreation and Culture:
Number of Parks (Improved and Special Use Areas)
Area of Parks (Including Open Space) Number of Pools 1
Number of Libraries 2
Number of Volumes
34
433 acres
234,302 E Total Number of Authorized Full Time City Employees 548
Source: City of Carlsbad, Finance Department
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City of Carlsbad
California Society of Municipal Finance Officers (CSMFO) Awards
Certificate of Award
Excellence in Public Communications 1997-98
Presented to
Multi-Media Presentation
Tbts mficuu recogmus ibe crcbvvmrmt of ExceUence in produrrng E Pnbk Gmmtmcunam docnmmt wbrcb rn
gencralpnblc vndmtnndng of cuy gwnnnvnt nnd mmnragm anzn pmncrprmon
February 23, I998
Certificate of Award
Excellence in Innovation 1997-98
Presented to
City of Curlsbud
Multi-Media Presentatron
Febrw 23, I998
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Certificate of Award Ii Excellence in Operational Btrdgeting 1997-98 tf
Presented to 1
lids cemfkue mogmm tbc acbmmmtofEnzIknce tn opnlaioaal Budgeangand- an mtsiadng bndgei- and tbe amdefyxng bndgebngpmoar tbnmgb u?bacb rbc bndgrtu mpronnuCa
Februarg 23,1998
I1 Certificate of Award
Excellence in Capital Btrdgeting 1997-98
Presented to
City of Cmlsbad
Tbu cemjkte mognmr tbe acbvvmvnt of &r&nce m Gpkd Budgetang ad + an mmunaing budget docnmmt and tbe nndtriyang bndgetuag pcus hgb wbd tbc bndgei u mphd. 11 February 23,1998
I1 VktXhd,-&-l Mamngmcal
Dedicated to Excellence in Municipal Financial Management li
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The City of Carlsbad was recognized by the California Society of Municipal Finance Officer (CSMFO) for excellence in budgeting for Fiscal Year 1997-98. The purpose of the awards is t set a high standard of professionalism which will enhance the audiences’ understanding of th mechanics of local government and special districts and to continue to enhance the budget and it process.
The City of Carlsbad believes that its Fiscal Year 1998-99 budget continues to meet the hig standards of the CSMFO program I
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1998-99 OPERATING BUDGET
B p O”enriew
The City of Carlsbad’s 1998-99 operating budget totals $94.3 million with revenues for the !
estimated at $101 million. General fund revenues and expenditures are balanced at $!
million. The message which follows will summarize the operating revenues and expenditu
and review the new programs or increases in service levels for the 1998-99 fiscal year. N
of the focus is on the General fund because it contains discretionary revenues that fund
basic core of City services. However, this should not diminish the importance of the o
operating funds, as they also contribute to the array of services available within Carlsbad.
The 1990’s have been a volatile time for the City of Carlsbad’s economic and budgc
strategies. The decade began strong with the City in good economic health bolstered by a
strong housing market. However, by 1992, the City was in the depths of one of the v
recessions since its incorporation. Property values plummeted, sales taxes dipped
development all but stopped. The State of California was in even worse shape and choz
balance their budget with cities’ and other agencies’ revenues. During this time, the State
over $2.5 million of annual revenues from Carlsbad’s General fund making the situatic
Carlsbad even more difficult to manage. Then, beginning in 1994-95, the economy bt
expanding again bringing with it more jobs, more spending and more construction act
especially in Carlsbad.
The careful planning done by the City in the past years is now paying off as we see
industrial area developing and bringing in new jobs. San Diego County’s jobless rate for
1998 was 3.3% - the fourth lowest in the state. New jobs create the need for housing, anc
have seen the residential housing market spring back from the doldrums of the early 1990’
is expected that Carlsbad will issue approximately 1,400 residential building permits this
compared to 62 in 1991-92. Although this is nowhere near the over 2,500 per year issut
the late 19803, it is a significant change. The healthy economy coupled with low inflation
raised consumer confidence which has resulted in more sales taxes and increased touri
The consumer confidence index as reported by the Union-Tribune, rose from 85.9 in Ap
1996 to 126.4 in April 1998. All of these together contribute to a robust local economy CII
should be able to provide the funds to support the increased demands for City services.
It is expected that the economy will continue at this level throughout fiscal year 1998-99.
City’s revenue projections reflect an expectation of increasing housing prices, level bu
activity and continued consumer confidence. They also show some increases in tourism s
begin to gear up for the opening of the Leg0 theme park in Carlsbad, a park primaril
children ages 2-13 based on the Leg0 building bricks. This theme park should give a boc
both transient occupancy taxes and sales taxes; although the full effect won’t be seen ii
City’s revenues until fiscal year 1999-2000. In anticipation of the growth of our City popul:
both transient and permanent, staff is recommending some enhancements to our servic
1998-99 to ensure the maintenance of a high quality of life for Carlsbad’s residents.
SIGNIFICANT REVENUES
TO THE GENERAL FUND
(In Millions)
PROJECTED ESTIMATED PERCENT
FUND 1997-98 1998-99 DIFFERENCE CHANGE
PROPERTY TAX $12.3 $1 3.3 $1 .o 8%
SALES TAX 14.1 15.2 1 .I 8%
TRANSIENT OCCUPANCY TAX 5.5 5.8 0.3 5%
DEVELOPMENT RELATED REVENUES 7.8 7.3 -0.5 -6%
ALL OTHER REVENUES 13.3 13.8 0.5 4%
TOTAL GENERAL FUND REVENUE $53.0 $55.4 $12.4 5%
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Sales tax is the single largest revenue source to the General fund representing 28% 01
fund. Sales taxes are estimated at $15.2 million for 1998-99, an increase of 8% or $1.1 m
over the projected 1997-98 receipts. About 3% of the increase is attributed to the expan
and full year of operations of the Carlsbad Company Stores, a retail center which ini
opened in October 1997. The remaining increase is based on Statewide estimates of expe
growth in sales taxes due to the healthy economy and high consumer confidence.
estimate also includes approximately $440,000 that is restricted to spending on public si
services under Proposition 172. Proposition 172 requires that the 1/2 cent increase in Calif(
sales taxes be deposited to State and local public safety trust funds and allocated to
agencies to fund public safety services.
Although property taxes are often thought of as the major source of revenue
for a municipality, this is no longer true for Carlsbad. Carlsbad’s property
taxes suffered some serious losses during the recession due to take-away by
the State and the deflation of real estate values. However, they are still a very
important source of revenue to the City bringing in approximately 24% of the
General fund revenues. This year it is expected that property taxes will grow to $13.3 millic
$1 million or 8% increase over 1997-98’s estimates. By law, the assessed values upon M
property taxes are based are only allowed to increase by 2% per year. The remainder o
growth is expected to come from new development and the increased value of property M
was devalued during the recessionary times. Recent publications have shown the ave
price of housing increasing by as much as 11% in certain parts of Carlsbad.
The next most significant General fund revenue is the Transient Occupancy Tax (TOT or I
tax) which is estimated at $5.8 million for 1998-99, an increase of 5% over 1997-98 estim<
The addition of the Four Seasons Resort at Aviara to the City’s inventory of hotel and r
properties has had a very positive impact on the projections. The Four Seasons Resort is a
room, five star resort located in the southern section of the City next to the well-known A
golf course. The resort opened in August 1997. In addition, tourism has been at an all.
high throughout the San Diego Region. With the healthy economy and the opening of Le!
spring/summer 1999, it is expected that receipts from the TOT will continue to grow.
Development within Carlsbad saw a sudden upward turn in 1994-95 and has continue
accelerate since then, although it is still well below that experienced in the late 1980’s. 01
the commonly used indicators of building activity is the number of residential permits issi
As of April 1998, Carlsbad has issued almost double the amount of permits than in the pre\
year. Projections for 1998-99 residential permits total approximately 1,400 which is about E
to the estimate for 1997-98. The 1997-98 development-related revenues, which in(
Planning, Engineering and Building Department fees as well as building permits and (
permits and licenses, are expected to total $7.8 million or 19.5% of the total General
revenues. The projections for 1998-99 show a 6% decrease in these revenues for a
combined revenue projection of $7.3 million. The decline is mainly in the Engineering fc
There were a number of large master plans processed this year and this activity level i!
expected to continue as strong next year. It should also be noted that the license tax on
construction continues to be a revenue source of the General Capital Construction fund r(
than the General fund. This change was made in fiscal year 1997-98.
All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance
recreation fees, and other charges and fees. These revenues totaling $13.8 millior
projected to increase by 4% compared to the current fiscal year. The increases are SF
pretty evenly throughout the various revenue sources and are the result of the overall hea
the economy.
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Overall, the outlook for the General fund revenues in the upcoming year is very good. All
indicators point to a strong local economy persisting through 1998-99 especially in the building
and tourism industries. However, there is one cloud on the horizon for the
City’s General fund revenues. There are currently several bills in the State
legislature which would abolish the vehicle license fees (VLF). Vehicle license %a fees are paid when you register your vehicle and were put in place in lieu of
personal property tax on automobiles. The amount allocated to cities was to
offset the amount of personal property taxes lost.
/;*(/$/ ’/
For 1998-99, the City expects to receive approximately $2.9 million in vehicle license fees. Two
of the bills pending in the State legislature would repeal the VLF over a five year period and,
under the current versions, backfill it with sales tax revenue from the State. The other bill would
eliminate all VLF immediately with no source of funds from which local government could offset
the loss of revenues. If these bills were to pass, it is unlikely that the City would be able to
replace the tax because of the constraints of Proposition 13 and the recent Proposition 218.
While two of the proposals have language to backfill cities for the loss of revenue, it is unlikely
that other competing interest for State General fund monies will permit the backfill to happen. If
any of these bills were to pass without the backfill of monies from the State, cuts will be
necessary from the budget presented here in order to maintain a balanced budget.
OTHER FUNDS
Revenues from Special Revenue funds are expected to total $7.1 million, a decrease of $1.9
million from 1997-98. The types of functions supported within Special Revenue funds include
programs funded by specific revenue streams such as Section 8 Housing Assistance, Housing
Trust fund, Community Development Block Grants (CDBG), and maintenance assessment
districts. The Gas Tax funds were moved this year from the operating budget to the Capital
Improvement Program which accounts for a decrease of $1.6 million. The other significant
change was in the Citizen’s Option for Public Safety (COPS) Grant which provides
supplemental funding for local law enforcement. The grant program was established in 1997-
98; however, it requires an annual appropriation from the State to fund the program. For that
reason, the revenues for the next year of the program have not been shown. The grant has
been used to fund two bicycle patrol officers and there are sufficient revenues available from
the current grants to continue the program into 1998-99.
Enterprise fund revenues for 1998-99 are projected at $27.8 million, up 17% or approximately
$4 million more than 1997-98 projections. Enterprise funds are similar to a business in that
rates are charged to support the operations which supply the service. Carlsbad Enterprises
include the water and sanitation services, solid waste management, and the Carlsbad Golf
Course. There are no changes in the rates for any of the Enterprise funds planned. The
increase can be attributed mainly to increased water sales and a transfer from the General fund
to the Golf Course fund of $1.7 million as discussed further below.
Water Operations revenue shows an increase of $2.6 million over the 1997-98 projections, of
which $2.5 million is due to higher projected water sales. The increased growth within the City
brings more customers to the Water District thereby causing an increase in the total water sold.
Also, the projected revenue for 1997-98 is lower than normal due to an unusually wet winter
from “El Nino.” Recycled water sales and Sanitation fund service charges are also projected to
increase due to increased customers.
Operating revenues to the Golf Course enterprise fund of $1.8 million represent the transfer of
funds from the General fund. These amounts are needed to provide sufficient funds to the golf
course to pay off the special assessments owed for its share of the Palomar Airport Road
Assessment District and to pay for other taxes, assessments and expenses as needed for the
future municipal golf course. All necessary land has been purchased and development
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GENERAL FUND $48.1 $55.4 $7.3 15%
SPECIAL REVENUE 8.9 6.3 -2.6 -29%
ENTERPRISE 20.5 22.1 1.6 8 Yo
INTERNAL SERVICE 8.9 8.8 -0.1 -1 %
REDEVELOPMENT 1.8 1.7 -0.1 0%
TOTAL $88.2 $94.3 $6.1 7%
required cut-backs in services. This
is the first time this decade that the
force behind the budget
preparation.
Budget policies this year began with
the assumption that departments
would be allowed to maintain their
"base budget." This is an amount
allocated to each program sufficient
to fund current services at current
levels. The base budget is an
approximation of the adopted
budget for each department for
fiscal year 1997-98, adjusted for
approved salary increases and
revised assessments or charges
revenues have not been the driving
City of Carlsbad
7998 Strategic Goals
0 Ensure the effective and efficient delivery of top-
quality services to our community
Create diverse, broad-based and healthy economic
opportunities
0
0 Integrate a comprehensive, efficient transportation
system which moves people, goods and services
Enhance educational Opportunities for all segments of
the community.
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GENERAL FUND
General fund expenditures show a $7.3 million, or 15% increase, from the current 199;
budget to the 1998-99 budget. In the past, several strategies were used in order to mair
the same service levels while balancing the General fund expenditures against the proje
revenues. This year it has been possible to “undo” most of those balancing strategies s
sufficient revenues are now available to fund the services. Some of the adjustments made
year include:
P Only one position, a fire captain specialist, remains unfunded in this budget. Sir
positions were not funded in last year’s budget. The five positions which were fur
this year are Library positions which will be used to support the new Carlsbad Librar
Dove Street.
P For the past five years, we have used alternate funding sources to support s
General fund programs. This year we have been able to move the maintenance
operation costs of the DARE and Juvenile Diversion programs as well as all costs o
School Resource Officers program out of the Police Asset Forfeiture funds and back
the General fund. It is fortunate that we were able to do that this year as there arc
longer sufficient funds in the Asset Forfeiture fund to support these programs.
In addition, the Major Street Maintenance program totaling $552,000 was also mc
back into the General fund from the Gas Tax fund. Gas Tax funds are once again b
used mainly for new and reconstruction of the streets rather than maintenan
Transnet funds continue to be used to support about $1.2 million of the paver
management program each year.
> A $1.7 million advance to the Golf Course fund has been included in the General
budget for 1998-99. This will provide sufficient funds to the golf course to pay of
special assessments owed for its share of Palomar Airport Road and to pay for c
taxes, assessments and expenses as needed for the project.
> Capital outlay expenses totaling approximately $71 7,000 have been funded withir
General fund budget.
> A new category has been added to the Personnel Allocation tables for interns b
used by the City. An intern position is a temporary position in which individuals
starting out in their careers can learn the trade and eventually transition in
permanent position in local government. The use of interns allows the City to augr
its staff for certain short-term projects as well as providing a pool of trained emplo
from which vacancies can be filled.
New Proqrams and Increased Service Levels r ghat‘s 3
The requests for increases in programs and service levels in the Gel
fund were considered in light of the Strategic Goals for 1998. In 1
15.25 new full and % time employees are in the 1998-99 operating budget, an increa!
3%. Carlsbad is known for its high level of public service and the budget aims to mail
or improve upon the current service levels. The new or enhanced program request:
shown below under the Strategic Goal which they specifically address. Although, it st
be noted that all requests in the budget will assist the City in achieving the first stated
of providing effective and efficient top quality services.
Dew
a 27
Stratenic Goal: Ensure the effective and efficient delivery of top-quality services to
our community.
Enhanced Police Services
As a result of the anticipated growth in the City over the next few years, the Police
department has prepared a long-range staffing plan to ensure that the services provided to
the citizens will remain at or above their current levels. The addition of three sworn officers
and three non-sworn staff are included in the 1998-99 budget as part of this
plan. The total cost of this request is approximately $312,000, which funds
four positions for the entire year and two positions for half of the year. The
approval of the staffing requests will allow the Police Department to be r proactive rather than reactive to changing needs.
The Police are also requesting some enhancements to their fleet in order to better utilize
their officers’ time. The program is the result of an analysis performed by the department to
determine the optimum ratio of cars to patrol officers. These two factors must be balanced
in order to provide enough vehicles so officers do not waste valuable patrol time waiting for
a car and few enough cars to insure that all receive reasonable use. The request is for a
one-time outlay of $90,000 to purchase three additional police vehicles and $60,750 to
maintain them and provide for their eventual replacement.
One other change in the delivery of Police services in the 1998-99 operating budget is the
assignment of a community services officer to the patrol of the Agua Hedionda Lagoon.
This change will not increase the total complement of personnel allocations in the Police
Department as they will be eliminating a vacant secretary position. The Lagoon Patrol was
previously provided by the Recreation Department through the use of hourly personnel.
The transition to the Police Department will provide better continuity in personnel and
increased hours of coverage on weekends, holidays and in the off season. The outcome
expected is a safer lagoon for the community to enjoy.
Park Maintenance
One of the services provided by the City that greatly contributes to the quality of life in this
community is the Park system. During the recession, park maintenance is one area in
which numerous cuts were made and the slogan “Brown grass is beautiful” was born. With
the return of economic health to the City, it is now possible to upgrade our park
maintenance program to ensure that the quality of our parks is maintained. In addition, the
City is adding new parks which must be maintained including the skateboard park,
landscaping to Leo Carrillo Park and additional facilities to Poinsettia Park. To provide top-
quality service in the maintenance of our parks, an additional parks maintenance worker has
been requested as well as additional funds for hourly personnel. The total additional
requests for upgraded park maintenance and the additional parks is $185,000 of which
$72,000 is for personnel and $1 13,000 is for supplies and services.
Safetv Drosrams
Included in the 1998-99 operating budget is approximately $80,000 in additional funding to
bolster our current safety programming throughout the City. The Risk Management
program is responsible for coordinating the safety programs and has also been managing
the Workers’ Compensation program. For fiscal year 1998-99, the management of the
Workers’ Compensation program will be moved to the Human Resources Department along
with a management analyst to support the program. This will allow the Risk Management
Department more time to focus on addressing the safety needs of the City and will
consolidate benefit delivery to the employees. The outcome expected is a safer workplace
and community, with a corresponding decrease in claims.
28
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I Strategic Goal: Create diverse, broad-based and healthy economic opportunities
Although there are no specific new requests in the budget dedicated to the achievemer
this goal, the economic development program, the redevelopment program and many o
programs throughout the Major Service Areas are specifically dedicated to crea
economic opportunities. All departments will continue their efforts to ensure that Cads
maintains a diverse and healthy economic base which provides opportunities
employment to the residents of Carlsbad and insures economic vitality in the commL
and the necessary revenues to support City services.
Strategic Goal: Integrate a comprehensive, efficient transportation system wl
moves people, goods and services
Advanced CaDi tal I mmovemen t P rou ram
A large part of this goal will be accomplished through the Capital Improvement Prog
(CIP) which anticipates having $120.2 million in project funding for the upcoming year
much of it focused on improving our transportation systems. Although the CIP funds
cost of the project, it does not budget for the staff that is necessary to complete the pro
The staffing is budgeted in the operating budget. A request has been included in the 1'
99 operating budget for three additional positions in the Engineering Department;
engineering technicians and an associate engineer. These positions are needed in ordc
build the projects outlined in the CIP and to maintain services to the developr I com rnun ity ,
Strategic Goal: Enhance educational opportunities for all segments of
community.
New Carlsbad Library
One of the most eagerly-awaited projects in recent years is finally coming to fruition:
construction of the new Carlsbad Library on Dove Street. This Library will be a 64
square foot state-of-the-art facility which will include a 220 seat auditorium and a 2
square foot art gallery for traveling art exhibits and productions. It is expected to opc
July 1999. Staffing of the new facility will be handled by existing Main Library
augmented by the five positions that have been allocated but vacant and unfunde
previous years. These positions will require funding for only a portion of the year
addition, staff is requesting two information systems positions, one for a full year and
for half of the year, to provide the necessary technological needs of the new Lil
systems. The new Library will have its own minicomputer and software which will be
to provide the card catalog and checkout services. In addition, it is planned
approximately 150 personal computers will be housed in the new Library.
With the new Library opening in July 1999, the Main Library will close for remodel
During that time, staff is requesting, through the CIP, funds to provide an interim facil
continue service in the northern part of the City. Additional funds for hourly employees
full-time equivalents) are also requested to augment current staff so services ca
maintained during the transition. The total cost of the additional requests to suppor
Library services is $245,500 for 1998-99. These funds will ensure that numc
educational opportunities are available for all segments of the community.
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Enhanced Recreational Proaramminq
There are a number of enhancements to the recreation programming in the 1997-98
operating budget. Many of the programs will provide increased opportunities for our youth
to participate in educational or sports-oriented activities. The total budget
request for these programs is $201,000, of which $1 98,000 is expected to be
recovered from program fees. $51,000 of the request is for additional hourly
personnel with the remaining $150,000 for supplies and services. The
additional or enhanced programs include the following: s
0
0
0
0
0 $22,000 to allow increased participation in the Youth Day Camps and Preschool
0
0
$3,600 for lifeguard services to Carlsbad High School physical education classes
$1 01,000 for additional enrichment classes
$1 7,000 to expand the Triathlon and beach festival
$14,000 to increase staffing and supplies for the Stay ‘N’ Play program
programs
$13,000 to enhance the youth sports programs, and
$30,000 to extend other various recreation activities including increased hours of
operation for the Carlsbad pool.
Throughout the 1998 Strategic Goals, the words effective and efficient are often found.
improved technology is one way in which the City has increased the productivity of its staff; thus
increasing their effectiveness and efficiency. In order to maintain the support to the City staff in
the use of the technology, two additional technology positions are being requested. The total
request amounts to $122,000. One of the positions will provide service to the Citywide network
which links all of our various locations and provides a very effective communication tool as well
as efficient word processing and other applications. The conversion of the Safety Center
Macintosh Computers to PC’s has added 60 computers to the maintenance workload. This
position is needed to maintain the basic level of service to the staff. The other position will
allow for the expansion of the Geographic Information System to address the specific data
needs of all City Departments and make the data available at their desktops. Both of these
positions will provide support to all City staff in the achievement of their goals for 1998.
One program not mentioned above but which may require significant future financing from the
General fund is the Habitat Management Plan (HMP). The HMP is a plan which will conserve
habitat throughout the City of Carlsbad for endangered and threatened species while allowing
development to continue. It is linked to larger, regional efforts having the sairne objectives.
Carlsbad’s HMP has not been approved by the resource agencies and the City is considering
whether to continue to pursue its approval due to the costs. Recent information produced by
SANDAG and City staff projects that implementation of the HMP could result in one-time costs
to the City of $25 million to $50 million and recurring costs of $500,000 per year to maintain the
habitat areas. If the HMP is not approved, it could significantly impact the ability of the City to
develop to its full potential. The fiscal impact of this alternative has not yet been evaluated.
Staff is continuing to work with the resource agencies on the plan; however, it is important to
keep in mind these potential costs when considering items which may impact future budgets for
the City. No allocation has been made in the 1998-99 budget for costs related to the HMP.
CHANGES IN OTHER FUNDS
Special Revenue funds at $6.3 million show a decrease in anticipated spending of
approximately $2.6 million, or 29% which is mainly due to the transfer of programs back to the
General fund and decreases in funding from various Federal and State programs. As
mentioned earlier, $552,000 in street maintenance costs are now being funded from the
General fund rather than the Gas Tax fund. This will allow the Gas Tax receipts to once again
be used to fund construction and reconstruction of streets rather than maintenance. The
budget request from the Police Asset Forfeiture fund has decreased by $6t23,000 as the
maintenance and operation costs of the DARE and Juvenile Diversion programs as well as all
30
costs of the School Resource Officers program are now being funded from the General fu
Asset Forfeiture receipts are no longer sufficient to fund these programs. The Housing Sec
8 budget decreased by $191,000 for housing assistance payments based upon a decreas
revenues from HUD.
Enterprise funds total $22.1 million which is an increase of $2 million, or approximately Z
Much of the increase is for purchased water costs in Water Operations due to the anticip
addition of new customers. In addition, the Golf Course fund budget was increase(
$420,000 in order to pay off the balance of the assessments due under the Palomar Ail
Road Assessment District.
Internal Service funds show a budget decrease of $1 24,000, the majority of which is a reduc
in the Health Insurance fund request. The lower budget is the result of favorable cli
experience in the past and additional funds which were included in 1997-98 budgei
consultant assistance. The Liability Self-Insurance fund increased due to the incre:
emphasis being placed on the safety program as described earlier. The Vehicle Replacer
fund budget request represents the cost of vehicles and equipment due for replacemei
1998-99. A list of these requests can be found later in this document.
The Redevelopment Agency budgets have decreased for 1998-99 by a total of $40,000
mainly to the decrease in special studies and consultant services planned for 1998-99.
1
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CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1997-98
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1997 REVENUES EXPENDITURES TRANSFERS JUNE 30,1998
28,432,336 GENERAL FUND 21,675,226 53,016,000 46,258,890
SPECIAL REVENUE I
POLICE ASSET FORFEITURE 795,218 11 8,400 710,000 203,618
COPS GRANT 126,728 172,700 112,269 187,159
LAW ENFORCEMENT BLOCK GRANT 72,337 3,700 71,000 5,037
HOUSING SECTION 8 137.476 2.822,234 2,823,234 136,476
HOUSING TRUST FUND 4,678,698 1,312,200 258,773 5,732,125
AUDIO-VISUAL INSURANCE 40.748 76,000 110,128 6,620
LIBRARY GIFTS/BEQUESTS 27,762 47.500 49,100 26,162
TREE MAINTENANCE 518,531 554,700 536,701 536,530
MEDIAN MAINTENANCE 91,465 390,400 399,296 82,569
STREET LIGHTING 91 1,166 697,800 635,376 973,590
BUENA VISTA CRK CHNL MNT 477,236 130,400 47,590 560.046
STATE GRANTS (CLSA) 89,702 162,000 228.267 23.435
STATE GRANTS (PLF) 90,209 53,000 53,000 90,209
ARTS SPECIAL EVENTS 38,375 26,000 22,785 41,590
SENIOR NUTRITION 0 202,564 202,564 0
SENIOR DONATIONS 105,364 66,500 65,000 106,864
CDBG ENTlTLEMENnREHAB 7,101 618.200 464,351 160,950
ARTS GENERAL DONATIONS 27,055 6,700 10,000 23.755
ENTERPRISE I
WATER OPERATIONS 11,477,700 15,427,800 12,859,880 14,045,620
RECYCLED WATER OPERATIONS 792,400 1,491,aoo 1,363,200 921,000
SEWER OPERATIONS 5,589,400 5,534,400 3,848.300 '7,275,500
SOLID WASTE MANAGEMENT 1,233,900 600,036 120,99 1 1,712,945
GOLF COURSE 2,243,500 615,500 490,000 :!,369.000
INTERNAL SERVICE
WORKERS COMP SELF INSURANCE 1,077,594 834,900 850,606 1,061.88a
HEALTH INSURANCE 132,747 2,039,300 2,171,219 828
LIABILITY SELF INSURANCE 2.+13,978 1.102,ago 1,190,775 2,356,093
VEHICLE MAINTENANCE (43,000) 1,510,730 1,330,100 137,630
VEHICLE REPLACEMENT 3,885,396 I ,337,300 1,253,100 3,969,596
INFORMATION SYSTEMS 704,276 1,349,550 1,658,500 395,326
REDEVELOPMENT
OPERATIONS 79,042 120,100 441,775 360,000 11 7,367
DEBT SERVICE 1.073.ag8 I ,275,000 i,oai.ooo (360,000) 907,898
LOW AND MOD INCOME HSNG 1,217,744 375.000 116,251 1,476,493
TOTAL OPERATING FUNDS $61.81 8,972 $94,091,304 $81,834,021 $0 $744
32
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99 I
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PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1,1998 REVENUES EXPENDITURES TRANSFERS JUNE 30,1999 I GENERAL FUND 28,432,336 55,370,000 55,369,798 28.432,538
SPECIAL REVENUE I
POLICE ASSET FORFEITURE 203,618 50,000 123,000 130,618
COPS FUND 187,159 5,000 137,064 55,095
LAW ENFORCEMENT BLOCK GRANT 5,037 0 0 5,037
HOUSING SECTION 8 136,476 2,883,000 2,884.1 17 135,359
HOUSING TRUST FUND 5,732,125 1,250,000 240,970 6,741,155
AUDIO-VISUAL INSURANCE 6,620 70,000 63,500 13,120
LIBRARY GIFTSBEQUESTS 26,162 32,500 46,500 12,162
TREE MAINTENANCE 536,530 550,200 577,332 509.398
MEDIAN MAINTENANCE 82.569 390,500 429,545 43,524
STREET LIGHTING 973,590 695,500 651,656 1,017,434
BUENA VISTA CRK CHNL MNT 560,046 131,000 7,048 683.998
STATE GRANTS (CLSA) 23,435 153,000 175,950 485
STATE GRANTS (PLF) 90,209 39,000 47,900 81,309
ARTS SPECIAL EVENTS 41,590 21,600 22,945 40,245
SENIOR NUTRITION 0 194,000 194,037 (37)
SENIOR DONATIONS 106,864 64,000 104,000 66,864
CDBG ENTITLEMENT/REHAB 160,950 606,100 612,270 154.780 I ARTS GENERAL DONATIONS 23,755 6,500 11,021 19,234
ENTERPRISE
WATER OPERATIONS 14,045,620 18,035,200 15,161,281 16,919,539
RECYCLED WATER OPERATIONS 921,000 1,613,500 1,500,200 1,034,300
SEWER OPERATIONS 7,275,500 5,748,000 4,305,644 0.717.856
2,138,667 SOLID WASTE MANAGEMENT 1,712,945 615,000
GOLF COURSE 2,369,000 1,805,000 942,310 3,231,690
189,278
INTERNAL SERVICE I
WORKERS COMP SELF INSUR 1,061.888 802,150 893,508 970,530
RISK MANAGEMENT 2,356,093 1,061,700 1,325,722 2,092,071
HEALTH INSURANCE 828 2,609,360 2,305,181 305,007
VEHICLE MAINTENANCE 137,630 1,553,900 1,403,529 288,001
VEHICLE REPLACEMENT 3,969,596 1,310,700 1,216,100 4,064,196
INFORMATION SYSTEMS 395,326 1,589,400 1,645.958 338.768
REDEVELOPMENT
OPERATIONS 117,367 120,300 462.508 380,000 155,159
DEBT SERVICE 907,898 1,275,000 1,120,000 (380,000) 682.898
LOW AND MOD INCOME HOUSING 1.476.493 375,000 133,335 1,718,158
$0 $80,799.158 TOTAL OPERATING FUNDS $74,076,255 $101,026,110 $94,303,207
FISCAL YEAR 1995-96 THROUGH 1998-99
1997-98
1995-96 1996-97 ESTIMATED 1997-98 1998-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET
GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 176,855 198,867 173,000 173,983 210,450
CITY MANAGER 805,256 903,568 859,802 893,414 941,145
CITY CLERK 394,289 336,417 329,400 361,520 410,750
CITY ATTORNEY 511,313 568,277 610,072 61 1,553 612,010
CITY TREASURER 78,982 112,087 114,430 126,027 137,540
TOTAL POLICYlLEADERSHlP GROUP 1,966,695 2.1 19,216 2,086,704 2.166.497 2,311,895
ADMINISTRATIVE SERVICES
FINANCE 928,481 1,084,277 1,140,000 1,141,721 1,185,647
PURCHASING 360,819 391,747 449.717 461.546 471,199
HUMAN RESOURCES 825,912 991,134 1,323,422 1,353,424 1,511,247
TOTAL GENERAL GOVERNMENT 6,048,602 2.467.158 2,913,139 2,956.691 2,998,093
PUBLIC SAFETY
POLICE 9,528,510 9,657,322 10,061,256 10,379,622 11,843,145
FIRE 7,053,852 7,234,412 7,748,428 7.748.433 8,186,323
TOTAL PUBLIC SAFETY 16,582,362 16,891,734 17,809,684 18,128,055 20,029,468
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 563,958 570,161 575,000 575.705 5'19,000
GEOGRAPHIC INFORMATION 157.305 161,627 140,087 224,951 215.612
ECONOMIC DEVELOPMENT 110,548 101,747 1 04,143 124,230 137,861
PLANNING 1,831,291 1,921,739 2,279,256 2,293,057 2,419,780
GROWTH MANAGEMENT 77,914 80,404 82,000 82,696 0
BUILDING 854,093 1,076,912 1,294,000 1,294,034 1.484.576
TOTAL COMMUNITY DEVELOPMENT 3,595,109 3.91 2,590 4,474.486 4,594,673 4,776,829
COMMUNITY SERVICES
LIBRARY 2,467,210 2,534,746 2,829,456 2,867,35 1 3,388,588
CULTURAL ARTS PROGRAM 259,232 281,223 304,890 304,890 357,655
SISTER CITY PROGRAM 4,040 6,619 6,800 6,800 7,320
PARK PLANNlNGlRECREATlON MGT 586,697 679,966 621,880 626,582 485,517
RECREATION 1,7 1 8.646 1,998,668 2,061,375 2,094,772 2.322.761
SENIOR PROGRAMS 234.460 257,110 300.933 308,395 349,930
6.208.790 6,911,771 TOTAL COMMUNITY SERVICES 5,270,285 5,758.332 6,125,334
%INCR (DEC)
97-98 BUD
TO
98-99 BUD
21.0%
5.3%
13.6%
0.1 %
9.1%
6.7%
3.8%
2.1%
-0.9%
1.4%
14.1%
5.7%
10.5%
-9.8%
-4.2%
11.0%
5.5%
-100.0%
14.7%
4.0%
18.2%
17.3%
7 6%
-22.5%
10.9%
13.5%
11.3%
FISCAL YEAR 1995-96 THROUGH 1998-99
1997-98
1995-96 1996-97 ESTIMATED 1997-98
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
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PUBLIC WORKS ADMlN 0 0 87.500 87,843
ENGINEERING 3,182.877 3,682,939 4.252.982 4,317,982
PARK MAINTENANCE 1,613,414 1,793,573 1,940,900 1,976,212
STREET MAINTENANCE 1,394,490 1,429,136 1,592,870 1,6 14,896
FACILITIES MAINTENANCE 1,230,262 1,178.285 1,445,876 1,445,981
Major Facility Maintenance (Transfer) 0 212,600 200,000 200,000
TRAFFIC SIGNAL MAINT 314,623 299,487 471,740 505,843
TOTAL PUBLIC WORKS 7,735,666 8,596,020 9,991.868 10,148,757
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 184,255 207,593 375,667 375,667
BEACH PARKING 36,000 35,600 36,000 36,000
COMMUNITY CONTRIBUTIONS 0 0 225,000 225,000
BATIQUITOS LAGOON FOUNDATION 0 0 0 0
HIRING CENTER 75,578 75,046 80,000 80,000
HOSP GROVE PAYMENT 793,080 797,500 800,000 800.068
AUDIT 20,095 33,550 45,000 80,054
PROPERTY TAX ADMlN FEE 150,902 170,222 180,000 185,000
ANIMAL REGULATION CONTRACT 138,027 144,857 150,000 160.000
DUES & SUBSCRIPTIONS 26,774 38,916 36.000 36,100
MISC / TRANSFERS OUT 916,944 1,685,574 395,453 395,453
ASSESSMENT SERVICES 9,025 18.779 35,000 35,000
GOLF COURSE TRANSFER 0 470,000 490,000 490,000
HARMONY GROVE FIRE COST 0 318,533 9.555 9,555
TOTAL NON-DEPARTMENTAL 2,350.680 3,996,170 2,857,675 2,907,897
SUBTOTAL GENERAL FUND 41,582,704 43,741,220 46,258.890 47,111,360
%INCR
97-91
1998-99 T
BUDGET 98-95
684,400 6
3,788,576
2,398,253
2.129.849
1.528.343
200.000
387,121
1 1,116,542
-
-
243,000
36,000
75,000
20,000
80,000
800,000
55,000
190.000
0 -1
46,500
0 -1
56,000
1,680,000
0
3,281,500
2
-
.- -
51,426,098
FISCAL YEAR 1995-96 THROUGH 1998-99
1997-98
1995-96 1996-97 EST1 MATED i 997-98
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE 267,725 458,152 710,000 746,179
COPS FUND 0 38,865 112,269 148.41 1
LAW ENFORCEMENT BLOCK GRANT 0 21.282 71,000 165,559
HOUSING SECTION 8 2,934.973 2,838.313 2,823,234 3,113,401
HOUSING TRUST 3,000 31,532 258,773 291,883
AUDIO VISUAL INSURANCE 138,363 102,582 110,128 129,393
LIBRARY GlFTSlBEQUESTS 0 41,511 49,100 59,673
TREE MAINTENANCE 508,934 526,886 536,701 571,193
MEDIAN MAINTENANCE 328,006 394.118 399,296 398,405
STREET LIGHTING 945,980 646,820 635,376 739,836
BUENA VISTA CRK CHNL MNT 4.61 1 203.786 47,590 67,590
STATE GRANTS (CLSA) 257,248 267,057 228.267 228,267
STATE GRANTS (PLF) 27,458 38,541 53,000 53,000
ARTS SPECIAL EVENTS 0 18,345 22,785 22,855
SENIOR NUTRITION 189,702 175,854 203,517 202,564
SENIOR DONATIONS 0 29,673 65,000 102,456
CDBG ENTlTLEMENnREHAB 731,350 573,556 464.351 1,265,814
ARTS GENERAL DONATIONS 0 782 10,000 11,571
TOTAL SPECIAL REVENUE FUNDS 6,337,350 6,407,655 6,799,434 8,319,003
ENTERPRISE FUNDS I
WATER OPERATIONS 12,007,874 13,060,127 12,859,880 13,968,728
RECYCLED WATER OPERATIONS 1,132,909 1,055,743 1,363,200 1,461,766
SANITATION OPERATIONS 4,136,530 3,899,664 3,848,300 4,388,441
SOLID WASTE MANAGEMENT 159,211 133,869 120,991 169,116
GOLF COURSE 314,186 252,505 490,000 490,000
TOTAL ENTERPRISE FUNDS 17,750,710 18,401,908 18,682,371 20,478,051
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE 600,222 783,954 910,891 850,606
RISK MANAGEMENT 1,326,746 874,475 1,190,775 1,244.1 25
HEALTH INSURANCE 1,692,776 2,169,937 2,171,219 2,459.984
VEHICLE MAINTENANCE 1,284,387 1,327,544 1,330,100 1,335,157
VEHICLE REPLACEMENT 1,253,857 883,893 1,253,100 1,253,064
INFORMATION SYSTEMS 1,245,494 1,173,052 1,658,500 1,710,815
TOTAL INTERNAL SERVICE FUNDS 7.403.482 7,212,855 8,454,300 8,914,036
%INCR (DEC)
97-98 BUD
1998-99 TO
BUDGET 98-99 BUD
123,000 -83.5%
137,064 -7.6%
0 -100.0%
2,884,117 -7.4%
240,970 -17.4%
63,500 -50.9%
.46.500 -22.1 Yo
577,332 1.1%
429,545 7.8%
651,656 -1 1.9%
7,048 -89.6%
175.950 -22.9%
47,900 -9.6%
22.945 0.4%
194,037 -4.7%
104,000 1.5%
612,270 -51.6%
11,021 -4.8%
6,328,855 -23.9%
15,161,28 1 8.5%
1,500,200 2.6%
4,305,644 -1.9%
189,278 11.9%
942,310 92.3%
22.098.713 7.9%
893,508 -1.9%
1,325,722 6.6%
2.305.181 -6.3%
1,403,529 5.1%
1,216,100 -2.9%
1,645,958 -3.8%
8.789.998 -1.4%
1997-98
1995-96 1996-97 EST1 MATED 1997-98
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET I REDEVELOPMENT
OPERATIONS 526,702 539,517 441,775 548.630
DEBT SERVICE 1,612,195 1,093,023 1.08 1,000 1,081,000
LOW AND MOD INCOME HSNG 98,764 75,548 116,251 126.163
c
1 TOTAL REDEVELOPMENT 2,237,661 1,708,088 1,639,026 1,755,793
97-91
1998-99 T
BUDGET 98-9!
462,508
1,120,000
133.335
1.71 5,843
-
,- -
REVENUE ESTIMATES FOR 1998-99
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 1996-97 1997-98 1998-99
GENERAL FUND
TAXES
PROPERTY TAX $1 1,238.207 $12,300,000 $13,300,000
SALES TAX 12,495,143 14,120,000 15,240,000
TRANSIENT TAX 3,675,472 5,500,000 5,775,000
FRANCHISE TAX 1,512,823 1,580.000 1,645,000
TRANSFER TAX 465,668 570,000 580.000
TOTAL TAXES 29.387.313 36,540,000 34,070,000
LICENSES AND PERMITS
BUILDING PERMITS 1,262,177 1,800.000 1,800,000
BUSINESS LICENSES 1,510,462 1,700,000 1.800.000
LICENSE TAX-CONSTRUCTION 396,529 0 0
OTHER LICENSES 8 PERMITS 1,065,484 1,012,000 1.01 0,000
TOTAL LICENSES 8 PERMITS 4,234,652 4,5 12,000 4,610,000
STATE SUBVENTIONS
VEHICLE LICENSE FEES 2,666,452 2,800,000 2,900,000
210,000
TOTAL STATE SUBVENTIONS 2,885,540 3,005,000 3,110,000
OTHER 219,088 205,000
CHARGES FOR SERVICES
PLANNING FEES 1,649,806 1,200,000 1,200,000
BUILDING DEPT. FEES 943,739 1,270,000 1,250,000
ENGINEERING FEES 3,013,313 2,500,000 2,000.000
AMBULANCE FEES 574,692 700,000 735,000
1,040,000 RECREATION FEES 924.840 1,040,000
PROPERTY RENTALS 183,895 170,000 180,000
OTHER CHARGES OR FEES 607,117 511,000 585,000
TOTAL CHARGES FOR SERVICES 7,897.402 7,391,000 6,990,000
FINES AND FORFEITURES 317.892 434,000 440,000
INTEREST 1,157,912 1,425,000 1,500,000
INTERDEPARTMENTAL CHARGES 2,042,503 1,650,000 1,650,000
OTHER REVENUE SOURCES 2,078.982 529.000 530,000
TOTAL GENERAL FUND 50,002,196 53.01 6.000 55,370,000
AS % DIFFERENCE
1997-98 TO OF FY 97-98
PROJECTED 1998-99
8. ‘I % 1,000,000
7.9% 1.120.000
5.0% 275,000
4.1% 65,000
1.8% 10,000
7.3% 2,470,000
- -
0.0% 0
5.9% 100.000
0.0% 0
-0.2% (2.000)
2.2% 98,000
-
3.6% 100,000
2.4% 5.000
3.5% 105,000 - -
0.0% 0
-1.6% (20,000)
-20 0% (500,000)
5.0% 35,000
0.0% 0
5.9% 10,000
14.5% 74,000
-5.4% (40 1,000)
-
1.4% 6,000 -
5.3% 75,000 -
0.0% 0 -
0 2% 1,000
2,354,000 4.4%
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1996-97 1997-98
SPECIAL REVENUE FUNDS
1
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1
I'
POLICE ASSET FORFEITURE
ASSET FORFEITURES 138.372 76.800
INTEREST 50,542 41,600
OTHER 5,355 0
TOTAL 194,269 11 8,400
COPS GRANT
STATE FUNDING (AB3229) 158,748 161,300
INTEREST 6,845 11,400
TOTAL 165,593 172,700
ESTIMATED AS % DlFFEl
REVENUE OF FY 97-98 1997-
1998-99 PROJECTED 199
30,000 -60.9%
20,000 -51.9%
0 0.0%
50,000 -57.8%
0 -1 00.0%
5,000 -56.1%
-97.1 Yo
TOTAL 84,382 3,700
HOUSING - SECTION 8
INTEREST 18.885 18.700
8
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I
FEDERAL GRANT 2.688.905 2,703,534
OTHER 111,800 100,000
TOTAL 2,819,590 2,822,234
HOUSING TRUST FUND
INTEREST 160,548 315,000
INCLUSIONARY HOUSING FEES 1,060,440 915,000
OTHER 1,413.528 82,200
TOTAL 2,634,516 1,312,200
AUDIO-VISUAL INSURANCE
INTEREST 3,135 2,500
INSURANCE FEES 91,668 73,500
TOTAL 94,803 76,000
LIBRARY GlFTSlBEQUESTS
GlFTSlBEQUESTS 37,863 45,000
INTEREST 1.133 2,500 I TOTAL 38.996 47,500
-100.0%
18,000 -3.7%
2,690,000 -0.5%
175,000 75.0%
2,883,000 2.2%
200,000 -36.5%
1,000,000 9.3%
50,000 -39.2%
1,250,000 -4.7%
2,000 -20.0%
68,000 -7.5%
70,000 -7.9%
30,000 -33.3%
2,500 0.0%
32,500 -31.6%
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1996-97 1997-98
AS % DIFFERENCE ESTIMATED
REVENUE OF FY 97-98 1997-98 TO
1998-99 PROJECTED 1998-99
TREE MAINTENANCE
INTEREST 20,534 30,500
MISC. REIMBURSEMENTS 2,750 1,000
TREE MAINTENANCE FEES 459,766 457,000
INTERDEPARTMENTAL 66,200 66,200
TOTAL 549,250 554,700
MEDIAN MAINTENANCE
INTEREST 6,231 3,900
MEDIAN MAINTENANCE FEES 392,452 385,000
OTHER 2,255 1,500
TOTAL 400,938 390,400
STREET LIGHTING
INTEREST 47,127 58,800
INTERDEPARTMENTAL 40,100 53,500
STREET LIGHTING FEES 589,036 580,000
OTHER 13,056 5,500
TOTAL 689,319 697,800
BUENA VISTA CREEK CHNL MAINT
INTEREST 29,769 30,400
BUENA VISTA FEES 99,868 100,000
TOTAL 129,637 130,400
STATE GRANTS (CLSA)
INTEREST 6,691 4.000
GRANTS 203,013 158,000
TOTAL 209,704 162,000
STATE GRANTS (PLF)
INTEREST 4,623 5,000
GRANTS 39,879 48,000
TOTAL 44,502 53,000
25,000 -18.0% (5,500)
2,000 1 00.0% 1,000
457,000 0.0% 0
66,200 0.0% 0
550,200 -0.8% (4,500) -
3,200 -18.0% (700)
385,300 0.1% 300
2,000 33.3% 500
390,500 0 0% 100
-
55,000 -6.5% (3.800)
53,500 O.Cl% 0
582.000 0.21% 2,000
5,000 -9.1% (500) -
695,500 -0.3% (2.300) -
31,000 2.0% 600
100,000 0.0% 0
131,000 0.5% 600
3,000 -25.0% (1,000)
150,000 -5.1 % (8,000)
153,000 -5.6% (9,000)
3,000 -40.0% (2.000)
36,000 -25.0% (1 2,000) -
39,000 -26.4% (14,000)
ACTUAL PROJECTED
REVENUE REVENUE
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I TOTAL 175,854 202,564
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REVENUE SOURCE 1996-97 1997-98
ARTS SPECIAL EVENTS
INTEREST 665 2,600
DONATIONS 20,637 23,400
TOTAL 21,302 26,000
SENIOR NUTRITION
GRANTS 80,520 107,264
DONATIONS 95,334 95,300
SENIOR DONATIONS
INTEREST 2.964 6,500
DONATIONS 36,963 60,000
TOTAL 39,927 66,500
CDBG ENTITLEMENTIREHAB
INTEREST 91 200
GRANT REVENUE 567,430 618,000
TOTAL 567,52 1 618.200
ARTS GENERAL DONATIONS
INTEREST 74 1 1,700
DONATIONS 0 5,000
TOTAL 74 1 6,700
EST1 MATED AS % DIFFEI
REVENUE OF FY 97-98 1997-'
1998-99 PROJECTED 199,
1,600 -38.5%
20,000 -14.5%
21,600 -16.9%
98,000 -8.6%
96,000 0.7%
194,000 -4.2%
4.000 -38.5%
60.000 0.0%
64,000 -3.8%
100 -50.0%
606,000 -1.9%
-2.0% 606,100
1,500 -1 1.6%
5,000 0.0%
6,500 -3.0%
REVENUE ESTIMATES FOR 1998-99
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUE SOURCE 1996-97 1997-98 1998-99
ENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES 11,387,296 10,800,000 13,300,000
READY TO SERVE CHARGES 2,730,221 2,832,000 2,900,000
NEW ACCOUNT CHARGES 91,870 95,000 100,000
BACK-FLOW PROGRAM FEES 70,946 69,900 70,200
PENALTYFEES 192,364 204,500 210,000
INTEREST 667,349 698,000 725,000
ENGINEERING & PLAN CHECK FEE 188,447 170,400 175,000
SERVICE CONNECTION FEES 120,631 175,000 180,000
AGRICULTURAL CREDITS 217,777 197,000 200,000
OTHER 120,382 186.000 175,000
TOTAL 15,787,283 15,427,800 18,035,200
RECYCLED WATER
WATER SALES 1,008,690 950,000 1,050,000
READY -TO-SE RVE CHARGE 32,855 53,500 53,500
RECYCLED WATER CREDITS 456,174 425,000 450,000
INTEREST 39,629 63,300 60,000
OTHER 4,557 0 0
TOTAL 1,541,905 1,491,800 1,613,500
SANITATION OPERATIONS
SERVICE CHARGES 5,076,838 5,019,600 5,200,000
LATERAL CONNECTIONS 10,025 21,000 25,000
PRE-TREATMENT CHARGES 74,876 68,000 68.000
INTEREST 317,927 420,800 450,000
OTHER 5,554 5,000 5,000
TOTAL 5,485,220 5,534,400 5,748,000
SOLID WASTE MANAGEMENT
INTEREST 6,340 84,300 85,000
RECYCLING FEES (AB939) 168,211 121,992 122,000
NON-JURISDICTIONAL FEES 131,339 393,744 408,000
OTHER 973,363 0 0
TOTAL 1,279,253 600,036 6 1 5,000
GOLF COURSE
INTEREST 75,468 125,500 125,000
TRANSFER FROM GENERAL FUND 470,000 490,000 1,680,000
OTHER 3,896 0 0
TOTAL 549,364 615,500 1,805,000
TOTAL ENTERPRISE FUNDS 24,643,025 23,669.536 27,816,700
AS % DIFFERENCE
OF FY 97-98 1997-98 TO
PROJECTED 1998-99
23.2% 2,500,000
2.4% 68,000
5.3% 5,000
0.4% 300
2 7% 5.500
3.9% 27,000
2 7% 4,600
2.9% 5,000
1.5% 3,000
-5 9% (1 1,000) -
16.9% 2.607.400 -
1O.S% 100,000
0.0% 0
5.9% 25,000
-5.2% (3,300)
0.0% 0
8.2% 121,700
-
-
3.6% 180,400
19.1% 4,000
0.0% 0
6.9% 29,200
0.0% 0
3.9% 21 3.600
-
0.8% 700
0 0% 8
3.6% 14,256
0.0% 0
2.5% 14,964
-
-0 4% (500)
242.9% 1,190,000
0.0% 0
193.3% 1,189,500 -
17.5% 4,147,164
REVENUE ESTIMATES FOR 1998-99
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
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REVENUE SOURCE 1996-97 1997-98 1998-99
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST 102,223 115,900 80,000
INTERDEPARTMENTAL 614,970 668,800 672,150
OTHER 828 50,200 50,000
TOTAL 718,021 834.900 802.150
LIABILITY SELF-INSURANCE
INTEREST 210,195 174,100 140,000
INTERDEPARTMENTAL 928,851 921,790 921,700
OTHER 358 7,000 0
TOTAL 1,139,404 1,102,890 1,061,700
HEALTH INSURANCE
INTEREST 75.323 27.100 25,000
INTERDEPARTMENTAL 1,598,252 1,667,290 2,253,000
REIMBURSEMENTS 330,464 344.910 331,360
TOTAL 2,004,039 2,039,300 2,609,360
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,345,272 1,467,830 1,523,900
INTEREST (316) 0 0
OTHER 42.111 42,900 30,000
1,553,900 1 TOTAL 1,387,067 1,510,730
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 957,328 1,048,700 1,090,700
INTEREST 198.682 253,600 185,000
STATE GRANT 64.800 0 0
SALE OF PROPERTY 85.626 35,000 35,000
TOTAL 1,306,436 1,337,300 1,310,700
INFORMATION SYSTEMS
INTEREST 35,953 51,350 25,000
1,564,400 INTERDEPARTMENTAL 1,199,150 1,298,200
OTHER 3.158 0 0
TOTAL 1,238,261 1,349,550 1,589,400
TOTAL INTERNAL SERVICE FUNDS 7,793,228 8,174,670 8,927,210
AS % DlFFE
1997- OF FY 97-98
PROJECTED 199
-31.0°/o
0.5%
-0.4%
-3.9%
-19.6%
0.0%
-100.0%
-3.7%
-7.8%
35.1 %
-3.9%
28.0%
3.8%
0.0%
-30.1 %
2.9%
4.0%
-27.1 %
0.0%
0.0%
-2.0%
-51.3%
20.5%
0.0%
17 8%
9.2%
PROJECTED ESTIMATED ACTUAL
REVENUE REVENUE REVENUE
REVENUE SOURCE 1996-97 1997-98 1998-99
REDEVELOPMENT FUNDS
OPERATlONS
RENTAL INCOME 43,527 43.800 44,000
ADMINISTRATIVE FEES 71,380 71,300 71,300
INTEREST (2,423) 2,000 2,000
OTHER 11,912 3,000 3,000
TOTAL 124,396 120.1 00 120,300
DEBT SERVICE
TAX INCREMENT 1,142,537 1,200,000 1,200.000
INTEREST 82,887 75,000 75,000
OTHER 1,105 0 0
TOTAL 1,226,529 1,275,000 1,275,000
LOWAND MOD INCOME HSNG
TAX INCREMENT 285.634 300,000 300,000
INTEREST 75,927 75,000 75,000
OTHER 527 0 0
TOTAL 362,088 375,000 375,000
TOTAL REDEVELOPMENT FUNDS 1,713,013 1,770,100 1,770,300
AS % DIFFERENCE
OF FY 97-98 1997-98 TO
PROJECTED 1998-99
0.5% 200
0.0% 0
0.0% 0
0.0% 0
0.2% 200
-
-
0.0% 0
0.0% 0
0.0% 0
0.0% 0
-
-
0.0% 0
0.0% 0
0.0% 0
0.0% 0 - -
0.0% 200
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City
City Attorney 6% Tnx~~rer city Council
9% 26%
18%
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 1,542,887 $ 1,606,262 $ 1,526,945 $
MAINTENANCE & OPERATION $ 341,629 $ 492,892 $ 605,798 $
CAPITAL OUTLAY $ 82,177 $ 20,062 $ 33,754 $
GRAND TOTAL $ 1,966,693 $ 2,119,216 $ 2,166,497 $
FULL TIME POSITIONS 19.35 18.35 18.35
HOURLYjFTE POSITIONS 0.00 0.00 0.50
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSfTlONS
HOURLYlFTE POSITIONS
1995-96 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET BUDGET
$ 149,667 $ 165,361 $ 131,058 $ 152,650
27,188 33,506 42,925 57,800
0 0 0 0
$ 176,855 $ 198,867 $ 173,983 $ 210,450
1 .oo 1 .oo I .oo 1 .oo
0.00 0.00 0.00 0.00
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I
1995-96 1996-97 1997-98 IS ACTUAL ACTUAL BUDGET BU
PERSONNEL $ 202,849 $ 208,630 $ 193,520 $ 21
MAINTENANCE & OPERATION 1 15,073 110,884 161,000 I€
CAPITAL OUTLAY 76,366 16,903 7,000 1
GRAND TOTAL $ 394,288 $ 336,417 $ 361,520 $ 41
.FULL TIME POSITIONS 4.60 3.60 3.60
XOURLY/FTE POSITIONS 0.001 0.00 -
PROGRAM: CITY CLERK PAGE TWO
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
PROGRAM ACTlVlTl ES : WORKLOAD MEASURES:
-- CYII 996 - CY11 997
Support Services: Assist public and City depart- 1. Documents Processed:
ments with requests for information; provide research Agendas 75 76
corporation on 7-1 6-52; provide maintenance and Resolutions 444 726
quarterly supplement service for subscriptions to the Ordinances 46 46
Carlsbad Municipal Code and provide for maintenance Documents to Recorder 322 558
of the Municipal Code on the Internet; subscriptions to ContractslAgreements 306 351 the City Council agendas and minutes: prepare and Subscriptions to Muni. Code 98 98 post agendas in accordance with "Brown Act" for
Council, CMWD Board, and H&R Commission meetings; process, index, and file all Council Meeting
documents.
Dudication Equipment: Keep the City Hall copy 1. Copies: 520,594 536,682 machine operational by provision of key operator
services, supplies, and current maintenance agree- ment.
Records Manaaement Services: Maintain City 1. Entries Indexed: 82 1 500 records in an identifiable and accessible manner in
order to fulfill public, legal, and historical requirements 2. Storage:
for preservation and storage of information. Boxes of Files 153 214
Micro Boxes 12 12
services concerning Council action since City in- Agenda Bills 525 573
SIGNIFICANT CHANGES:
Budget request includes an increase in salaries to cover the cost associated to move a .4 administrative secretary
from Information Systems to the City Clerk. Also, additional amounts have been budgeted to cover the election
expense for November 98 election.
48
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
E
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1995-96 1996-97 1997-98 1 ACTUAL ACTUAL BUDGET BI
$ 46,075 $ 56,119 $ 53,897 $
32,907 55,968 72,130
0 0 0
$ 78,982 $ 112,087 $ 126,027 $ 1
0.75 0.75 0.75
0.00 0.00 0.00
PROGRAM: CASH MANAGEMENT PAGE TWO
PROGRAM GROUP: CITY TREASURER ACCT NO. 001 031 0
FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJEC'TIVES:
Recordkeeping: Develop and maintain records for 1. Maintain data base of cash projections, invest-
all investments and investment income. Verify ments, interest rates, interest income, trans-
receipt and correctness of investments made. actions and market values. Reconcile bank's
monthly report of safekeeping with data compiled throughout the period.
2. Calculate interest income to be received and
ensure payment is accurate and timely.
Verify accuracy of transfer and trade confirma-
tions with investments made.
3.
Reportinq: Develop and prepare monthly and 1. Provide City Council with timely monthly reports
annual reports to the City Council regarding cash of investment activities, related to investment
management and investment activities; develop policy requirements. Additionally, disclose other
investment data for the Comprehensive Annual pertinent information that could potentially
Financial Report. threaten the safety and liquidity of the investment
portfolio.
Provide City Council with annual report reviewing
past fiscal year and projecting portfolio performance for next fiscal year.
Develop from investment data base information
required for the annual audit and Comprehensive
Annual Financial Report.
2.
3.
Administrative Duties: Develop agenda, convene, 1. Treasurer will act as the Chairman of the
conduct, and record proceedings of the Investment Investment Review Committee.
Review Committee; develop and submit annually, or
as required, a statement of investment policy to the Present to the Investment Review Committee at
City Council. Maintain and ensure compliance with least quarterly, a portfolio review, current market
Treasury Department Internal Controls. overview, and cash management status. Seek
the opinions of the group on any miscellaneous
issues.
2.
3. Review the City's investment policy with the
Investment Review Committee; develop recom-
mendations to modify; ensure compliance with
the California Government Code.
SIGNIFICANT CHANGES:
Budget request includes an additional amount to cover the cost of a consultant to assist with a request for proposal
for banking services.
50
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
I
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I
1995-96 1996-97 1997-98 1 ACTUAL ACTUAL BUDGET B1
$ 703,657 $ 715,624 $ 678,488 $ 7
95,787 187,944 200,172 1
5,811 0 14,754
$ 805,255 $ 903,568 $ 893,414 $ 6
8.00 8.00 8.00
0.00 0.00 0.00
1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET
PERSONNEL $ 440,639 $ 460,528 $ 469,982
MAINTENANCE & OPERATION 70,674 104,590 129,571
CAPITAL OUTLAY 0 3,159 12,000
GRAND TOTAL $ 511,313 $ 568,277 $ 611,553
FULL TIME POSITIONS 5.00 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.50
1998-99
BUDGET
$ 504,964
98,546
8,500
$ 612,010
5.00
0.50
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ADMINISTRATIVE SERVICES
Human
Non- Resources departmental 8% Purchasing
P 5% Health Insurance Information
Systems
1 0% 14%
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
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MAINTENANCE & OPERATION I CAPITAL OUTLAY
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 683,274 $ 718,308 $ 796,610
MAINTENANCE & OPERATION 241,975 362,860 345'1 1 1
CAPITAL OUTLAY 3,231 3,109 0
GRAND TOTAL $ 928,480 $ 1,084,277 $ 1,141,721
FULL TIME POSITIONS 14.00 14.00 14.00
HOURLY/FTE POSITIONS 0.00 0.001 0.00
1998-99
BUDGET
$ 872,670
312,977
0
$ 1,185,647
14.00
0.00
PROGRAM: FINANCE PAGE II PROGRAM GROUP: FINANCE ACCT NO. 00
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FUND:: GENERAL
PROGMM ACTIVITIES: PERFORMANCE OBJECTIVES:
Accounts Receivable: Bill and collect revenue for 1. Increase collection of receivables through
the City; including business license, parking citations, follow-up of delinquent accounts and L
and emergency response billings. collection agency.
2. Select and implement new business li
system to provide better manag
information and increased collection of rev€ e
Accounts Pavable: Assemble and pay the debts of
the City, including payroll. Satisfy requirements of and pay invoices.
taxing agencies.
1. Maintain turnaround time of 30 days to pi
General Accountina and Reportinq: Prepare and 1. Meet the financial reporting needs of manas
maintain accurate financial records; including grants, ment through better access and training on capital projects, enterprise funds, assessment financial information system.
districts, investments, fixed assets, and agency
funds. 2. Provide City management and Council with monthly financial reports.
Audits: Reviews records of businesses in City that 1. Implement new business license inw
support business license, franchise fees, sales taxes system to identify businesses operating witt
and TOT revenue. Perform compliance reviews and license and bring them into compliance.
internal audits of City departments.
2. Monitor sales tax audit contract to e
effectiveness.
3. Perform in-house internal control review
needed.
SIGNIFICANT CHANGES: I None.
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 240,728 $ 246,191 $ 249,592
MAINTENANCE & OPERATION 1 16,920 145,556 21 1,954
CAPITAL OUTLAY 3,171 0 0
GRAND TOTAL $ 360,819 $ 391,747 $ 461,546
FULL TIME POSITIONS 5.00 5.00 5.00
HOURLYFTE POSITIONS I 0.501 0.50 0.50
1998-99 BUDGET
$ 274,388
196,811
0
$ 471,199
5.00
0.50
PROGMM: PURCHASING PAGE
yi PROGRAM GROUP: PURCHASING ACCT NO. 00
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FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Surplus ProDertv: Manage the transfer and disposal
of City property and lostlunclaimed Police property. 1. Maintain inventory of surplus City propert direct surplus property to requesting depart
as it becomes available.
2. Direct disposal of surplus and lostluncl;
Messenaer and Mail Service: Provide twice-daily 1. Act as liaison with Postal Service. Alert CiQ
inter-departmental mail service to City facilities, and
daily pick-up, postingldelivery of U.S. Mail to City
Hall. Facilitate the Citywide Presort Program with the 2. Review inter-departmental services, m
County. Provide guidance on mail-related needs to necessary adjustments.
all departments.
3. Reduce overall postage costs for mail ser
encouraging the use of pre-sort of first.
mail.
Police property as needed.
to requirements to improve deliverability.
SIGN IF CANT CHANGES :
None.
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 431,960 $ 516,911 $ 598,041 $ 594,830
MAINTENANCE & OPERATION 389,246 469,736 740,383 731,117
CAPITAL OUTLAY 4,707 4,487 15,000 15,300
GRAND TOTAL $ 825,913 $ 991,134 $ 1,353,424 $ 1,341,247
FULL TIME POSITIONS 7 .OO 7.00 7.00 7.00
HOURLYlFTE POSITIONS 0.24 0.5cj-I 0.501
PROGRAM: HUMAN RESOURCES PAGE 1
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FUND: GENERAL I PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 001 1510 THRU 001 1
PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES:
EmoloveelLabor Relations (continued): 5. Assist departments in responding to outside
regulatory agencies (Department of Fair Em ment and Housing, Equal Opportunity
Commission, etc.)
Partner in the Business Process Review (
of the employment services function. Ir review of the City’s Personnel Rule
conjunction with the 8PR recommendation: implement improved retirementlemplo)
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1. Svstem Analvsis: To aggressively review and redesign Human Resources systems.
Goal: To evaluate the effectiveness and efficiency of every major organizational Human Resources-related
system. process.
2. Continue to implement Human Resources
Information System (HRIS) to create more
streamlined and effective systems. Educate
Human Resource staff on system capabilitie!
3. Streamline system for handling industriallno
industrial leaves of absence to ensure
compliance with federal and state mandates
Develop and conduct follow-up training in
support of Performance Management and
Compensation System for management
employees.
2. Oversee the procurement and delivery of tuition reimbursement.
Develop and implement employee developn
training on topics including:
Value of a Harassment and Discrimination-Fi
Workplace
Value of a Drug and Alcohol-Free Workplace
4. Continue to coordinate quarterly managemer
EmDlovee DeveloDment: To support organizational
development and training efforts throughout the City.
Goal: To increase the knowledge, skills, and abilities
of City employees.
1.
3.
1 meetings.
5. Conduct annual benefits education meeting w
employees.
SIGNIFICANT CHANGES:
None.
59
1995-96 1996-97 1997-98 ACTUAL BUDGET
PERSONNEL $ 73,396 $ 77,644 $ 79,058
831,833 MAINTENANCE & OPERATION 526,826 706,310
ACTUAL
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 600,222 $ 783,954 $ 910,891
1998-99 BUDGET
$ 83,670
809,838
0
$ 893,508
FULL TIME POSITIONS 1 .oo
HOURLYIFTE POSITIONS 0.00 ::::4*1 1 .oo
0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYlFTE POSlTIONS
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1995-96 1996-97 1997-98 IS ACTUAL ACTUAL BUDGET BU
$ 50,155 $ 43,535 $ 66,572 $ It
1,276,591 830,940 1 ,I 77,553 1,li
0 0 0
$ 1,326,746 $ 874,475 $ 1,244,125 $ 1,3:
1 .oo 1 .oo 1 .oo
0.50 0.50 0.501
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ 58,711 $ 62,358 $ 82,5100 $ 76,400
1,634,065 2,107,579 2,377,484 2,228,781
0 0 0 0
$ 1,692,776 $ 2,169,937 $ 2,459,934 $ 2,305,181
0.00 0.00 0.00 0.00
0.00 0.00 0.0-1
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 400,675 $ 431,264 $ 455,136
MAINTENANCE & OPERATION 601,968 741,788 766,652
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1 CAPITAL OUTLAY 242,851 0 303,027
GRAND TOTAL $ 1,245,494 $ 1,173,052 $ 1,524,815
FULL TIME POSITIONS 5.40 5.40 6.40
HOURLY/FTE POSITIONS 0.00 0.00 0.00
1 BL
$ 5
8
1
$ 1,6
PROGRAM: INFORMATION SYSTEMS PAGE TWO
PROGRAM GROUP: INFORMATION SYSTEMS ACCT NO. 6401 910
FUND: INTERNAL SERVICE
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
New Svstems SUDDO~~: Continue implementation of 1. Meet the informational needs of the users and
new applications on the HP 9000 UNlX Server. These encourage the appropriate use of computers and applications replace outdated applications on the communication technology to increase produc- HP 3000l70, which along with being outdated, are not tivity and enhance communication. year 2000 compliant. These include Permits, Water
Billing, Business Licenses, Work Orders, and Fleet
Maintenance. Also continue implementation of applications and services according to user needs,
which requires an analysis of the function being
performed, determination of appropriate platform for
compatibility, research of available solutions, and
installation.
SIGN I FI CANT CHANGES :
Additional staff includes two positions to support the new Library and one position to better support desktop
computing Citywide (including the Safety Center). Costs for a .4 administrative secretary were moved from
Information Systems to City Clerk. Maintenance and operations contains $107,000 to upgrade major desktop
productivity applications and to implement call accounting.
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PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS ii
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
001 3520-8540 Community Promotion $184,255 $207,593 $375,667
(Carlsbad Convention
and Visitor’s Bureau)
001 9002-8540 Community Contributions 0 0 225,000
001 9002-8540 Batiquitos Lagoon Foundation 0 0 0
001 9002-7550 Beach Parking 36,000 35,600 36,000 I1 001 3025 Hiring Center 75,578 75,046 80,000
0019003-9999 Hosp Grove Debt Service 793,080 797,500 800,068
001 9003-7556 Animal Regulation Contract* 138,027 144,857 160,000
0019003-771 1 Dues and Subscriptions 26,774 38,916 36,100
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I ci 0019003-9999 Misc / Transfers Out 91 1,951 1,685,574 395,453
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fit 001 9004 Harmony Grove Fire 0 318,533 9,555
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001 9003-9999 Golf Course Contribution 0 470,000 490,000
0019003-7435 Property Tax Administration 150,902 170,222 185,000
Fee
001 9003-7490 Assessment Services 14,018 18,779 35,000
001 9003-7400 Audit 20,095 33,550 80,054
001 9008 Contingencies (Budget request) 544,000 625,030 1,787,765
TOTAL $2,894,680 $4,621,200 $4,695,662 $ II * Animal Regulation was moved to the police budget in 1998/99.
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E PUBLIC SAFETY
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Police
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PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
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MAINTENANCE & OPERATION II CAPITAL OUTLAY
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PROGRAM: POLICE
FUND: VARIOUS
PROGRAM GROUP: POLICE SUM MARY
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To enhance the quality of life in the City of Carlsbad by working cooperatively with the public and within the
framework of the United States Constitution to enforce the laws, preserve the peace, and provide for a safe
environment for residents of and visitors to Carlsbad.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Operations Division: Provide response to emer-
gency and non-emergency calls for service, proactive
patrol to deter crime, traffic services to enforce laws
and reduce accidents, and services with assistance
of the Reserve Officer Program.
Investigations Division: Provide follow-up and in- 1. Investigate and follow-up crimes and incident
vestigation of crimes, diversion of juvenile offenders,
enforcement of viceharmtics violations and prepare
court cases for prosecution.
Technical Services Division: Provide support to all 1. Maintain crime prevention activities in the
divisions in the form of communications, records, community, including Neighborhood Watch
crime prevention, training and recruitment, the DARE
program, and technological development.
1. Maintain a six minute or less response time City-
wide for priority one calls.
reports.
and community presentations.
Maintain 2 full-time DARE officers for drug abuse
education in elementary and junior high schools.
2.
Community Relations: Monitor community 1. Continue Citizen Survey Program.
concerns and needs, maintain positive relationship
with community, and develop programs responsive to
community needs.
2. Continue positive relationship with media, pro-
vide business liaison services, and ex p a nd
community relations activities.
3. Maintain Citizen "Ride-Along'' Program.
SIGNIFICANT CHANGES
The budget includes seven new positions: One non-sworn position in Technical Services; two sergeant positions in
Field Operations; one non-sworn position for Lagoon Patrol; one sworn position in Family Services, a lead
communicator, and a property evidence technician. They are also deleting a secretary position.
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PROGRAM: ADMl N ISTRATION
FUND: GENERAL
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MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Develop and administer functions and programs that support the City's and Police Department's Statement of
in a manner responsive to the City and its citizens. Provide leadership and support to department divi
Establish policies and long-range plans to meet department goals and City needs.
PROGMM ACTIVITIES: PERFORMANCE OBJECTIVES:
Service Prolqrams: Develop and manage programs 1. Provide staff members with program dc
which reduce crime, encourage citizen participation,
and improve community safety.
ment and problem analysis concepts.
Request and support personnel and progr'
needed to meet goals of the department.
2. II 3. Assure department's budgetary responsibi
Organizational Development: Assist staff with indi- 1. Enroll five employees in "Investment in
vidual and group development.
Division Support: Provide support to department 1. Enhance resources for divisions su
divisions to assist with meeting goals. management information systems, Sti
analysis, and program management and
sis.
lence" training.
Leadership: Provide department staff with the 1. Enhance communications among staff ai
knowledge and training necessary to carry out the sions; reinforce department's and City's
department's mission. ment of Values.
SIGNIFICANT CHANGES:
The animal services contract was transferred to this budget in 1998/99 from miscellaneous non-deparl
expenses.
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PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
1995-96 1996-97 1 !397-98 I 998
ACTUAL ACTUAL BUDGET BUDC
$ 4,037,030 $ 4,002,790 $ 4,116,500 $ 4,074,'
61 3,177 700,045 751,132 792,
6,099 9,956 0 90,l
$ 4,656,306 $ 4,712,791 $ 4,867,632 $ 4,957,1
57.00 53.00f 53.00 I HOURLY/FTE POSITIONS 0.001 0.00 GF?
PROGRAM: TRAFFIC
FUND: GENERAL
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'I PROGRAM GROUP: POLICE ACCT NO. 001
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide traffic enforcement as a means of reducing collisions and hazardous violations in the cornmunit] provide accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
C' CY1996 - CY1995
Enforcement Profile: Maintain a high profile of 1. Total Collisions: traffic enforcement in order to reduce traffic collisions 1 Citywide. 786 746
Accident Investiaation: Conduct accident investi- 1. Number of Hit and Run Investigations: gations to document location, time, and cause of
traffic accidents in order to provide targeted traffic
enforcement. 2. Hit and Run Cases Cleared:
105 153
94% 93%
SIGNIFICANT CHANGES: a None.
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 199t
ACTUAL ACTUAL BUDGET BUD(
$ 3,244 $ 2,800 $ 7,000 $ 6,
21 6 7,695 41,725 56,
0 0 0
$ 3,460 $ 10,495 $ 48,725 $ 63,
0.00 0.00 0.00 c
0.00 0.00 0.00 c
PROGRAM: VOLUNTEER SERVlCElRESERVE PROGRAM PAGE 1 E PROGRAM GROUP: POLICE ACCT NO. 0012122 THRU 0012
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FUND: GENERAL
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
Patrol and Traffic: (continued) 1. Number of hours of service contributed t:
reserve officers:
CY 1996 CY 1997
6,000 2,078 t SIGNIFICANT CHANGES:
None.
m
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ O$ 0
MAINTENANCE & OPERATION 0 0 0
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ O$ O$ 0
1998-99
BUDGET
$ 319,300
77,800
0
$ 397,100
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1995-96 1996-97 1997-98 1998-9:
ACTUAL ACTUAL BUDGET BUDGE1
PERSONNEL $ O$ O$ O$ 30,45
MAINTENANCE & OPERATION 0 0 0 8,75(
CAPITAL OUTLAY 0 0 0 (
GRAND TOTAL $ O$ O$ O$ 39,182
FULL TIME POSITIONS 0.00 0.00 0.00 0.3:
HOURLY/FTE POSITIONS 0.00, 0.00 0.00 0.51
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. To provide coordination of the criminal justice process, to recover property and to process
property and evidence.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY I 995 -- CY 1 996 CY 1997
lnvestiqations: Investigate and follow-up on crime 1. No. of Reports:
and incident reports. 1,346 'I ,489 1,567
Case Closures: Clearance rates for FBI Index 1. Clearance Rates:
crimes for:
Violent Crimes - includes homicide, rape, robbery
Property Crimes - includes burglary, larceny theft
43% 48% 52%
and aggravated assault.* 13% 18% 27%
and motor vehicle theft.'
Properly Recovery: Dollar value of property re- 1. Property Recovery Rates:
covered as a percentage of dollar value of all
property stolen.
This rate is the proportion of crime cases cleared
by charging a suspect or by identification of an
offender who cannot be arrested (exceptional
clearance).
33% 33% 37%
SIGNIFICANT CHANGES:
Three positions were transferred to Family Services and one secretary position was eliminated. Hourly salaries were
increased by .75 FTE's.
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PROGRAM: VlCElNARCOTlCS
FUND: GENERAL
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I PROGRAM GROUP: POLICE ACCl
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To enforce the laws relating to vice and narcotics violations. To identify and assist in the prosecution of
responsible for the use, distribution, sales and proliferation of illegal drugs in the community and to identil
arrest those responsible for violation of laws concerning prostitution, gambling, liquor laws and other illegal acti
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
CY1996 &Y CY1995
Felonv and Misdemeanor Narcotics Arrests: The 1. Arrests: 112 116
arrest of suspects for felony and misdemeanor
narcotics and other violations.
Other Activities: Includes crime cases, citations, 1. Other: 221 264
juvenile contacts and field interviews.
SIGNIFICANT CHANGES:
None.
1995-96 1996-97
ACTUAL ACTUAL
PERSONNEL $ 50,468 $ 54,427
MAINTENANCE & OPERATION 48,010 49,682
CAPITAL OUTLAY 20,541 0
GRAND TOTAL $ 119,019 $ 104,109
HOURLY/FTE POSITIONS 0.00 0.00
GENERAL FUND 51,059 54,741
ASSET FORFEITURE 67,960 49,368
TOTAL FUNDING $ 119,019 $ 104,109
FULL TIME POSITIONS 1 .oo 1 .oo
1997-98 1998-99
BUDGET BUDGET
$ 55,700 $ 58,920
97,379 83,917
0 0
$ 153,079 $ 142,837
1 .oo 1 .oo
0.00 0.00
55,700 142,837
97,379 0
$ 153,079 $ 142,837
1995-96 1996-97
ACTUAL ACTUAL
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PERSONNEL $ 45,978 $ 50,128
MAINTENANCE & OPERATION 4,495 13,791
CAPITAL OUTLAY 0 0
GWND TOTAL $ 50,473 $ 63,919
FULL TIME POSlTlONS 0.00 0.00 I HOURLYIFTE POSITIONS 0,491 0.49
ai
1997-98 1998-9!
BUDGET BUDGE
$ 53,880 $ 99,591
18,193 19,79
0 I
$ 72,073 $ 119,38'
0.00 1 .oi
0.49, 0.51
PROGRAM:
FUND: GENERAL
FAM I LY SE RVlC ES
PROGRAM GROUP: POLICE ACCT NO. 001 21 34
MAINTENANCE & OPERATION
CAPITAL OUTLAY
FULL JtME POSiTiONS
WORK PROGRAM:
To provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes related to juvenile offenders and domestic violence incidents. To provide coordination of the
criminal justice process as it relates to prevention and education, diversion, and enforcement.
PROGRAM ACTIVITIES:
Enforcement: Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
Diversion, Prevention and Education: Assist in the coordination of diversion, prevention, and education activities
offered by the department such as DARE, GUIDE, Juvenile Justice Panel, the Police Athletic League, parenting
skills classes, recreation activities for children after school, and mentoring 'at-risk" youth.
SIGNIFICANT CHANGES:
The personnel and M & 0 expenses for this program have been transferred from general investigations. An
additional juvenile investigator position is also included in budget request.
80
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 279,740 $ 330,520 $ 347,834 $
MAINTENANCE & OPERATION 368,436 407,434 407,512
CAPITAL OUTLAY 0 37,258 0
GRAND TOTAL $ 648,176 $ 775,212 $ 755,346 $
FULL TIME POSITIONS i 4.00, 4.00 5.00
HOURLY/FTE POSITIONS 1 0.001 0.00 0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
ASSET FORFEITURE
TOTAL FUNDING
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ 135,729 $ 138,587 $ 142,071 $1 141,450
7,612 9,257 13,888 14,510
20,901 0 0
$ 164,242 $ 147,844 $ 155,959 $ 155,960
2.00 2.00 2.00 2.00
0.00 0.00 0.00 0.00
146,902 144,066 142,071 155,960
17,340 3,778 13,888 0
$ 164,242 $ 147,844 $ 155,959 $ 155,960
PROGRAM: CRIME PREVENTION
FUND: GENERAL
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8 PROGRAM GROUP: POLICE ACCT NO. 001214
u MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To help improve the quality of life for Carlsbad citizens through crime prevention awareness and education a help reduce the fear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
Proarams: Target all community groups including
crime victims. Activities include community forums, community surveys, media, newsletters, and direct
mailings.
Create and implement education and awareness
programs that reduce the threat of crime and enhance safety and security. Programs include:
Neighborhood Watch, rape prevention, personal
safety, home and commercial environmental design, vehicle theft and burglary prevention, children's
programs, senior's programs, fraud prevention,
violence prevention, and drug abuse prevention. I! SIGN IF1 CANT CHANGES :
None.
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 0 $ 115,199 $ 154,929 $ 151,990
MAINTENANCE & OPERATION 0 0 24,988 25,150
CAPITAL OUTLAY 0 2,201 24,709 0
GRAND TOTAL $ 0 $ 117,400 $ 204,626 $ 177,140
FULL TIME POSITIONS 0.00 2.00 2.00 2.00
HOURLYlFTE POSITIONS 0.00 0.00 0.001 o.001
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1995-96 1996-97 1997-98 1998-9'
ACTUAL ACTUAL BUDGET BUDGE'
PERSONNEL $ 697,900 $ 718,352 $ 812,165 $ 882,85
MAINTENANCE & OPERATION 30,041 28,064 48,646 60,511
CAPITAL OUTLAY 0 0 0 3,001
GRAND TOTAL $ 727,941 $ 746,416 $ 860,811 $ 946,36
FULL TIME POSITIONS 14.00 14.00 14.00 15.01
HOURLYlFTE POSITIONS 0.50 0.00 0.00 0.31
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 235,085 $ 217,993 $ 268,937
MAINTENANCE & OPERATION 121,529 100,380 125,550
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 356,614 $ 318,373 $ 394,487
FULL TIME POSITIONS 6.00 6.00 6.00
1998-99
BUDGET
$ 255,645
146,150
0
$ 401,795
6.00
HOURLY/FTE POSITIONS 1 0.001 0.00 0.001 0.00
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1995-96 1996-97 1997-98 1998-9
ACTUAL ACTUAL BUDGET BUDGE
PERSONNEL $ 47,035 $ O$ 10,216 $
MAINTENANCE & OPERATION 47,884 0 164,926 62,50
CAPITAL OUTLAY 87,506 0 245,698 60,50
GRAND TOTAL $ 182,425 $ 0 $ 420,840 $ 123,00(
FULL TIME POSITIONS 0.00 0.00 0.00 O.O(
HOURLY/FTE POSITIONS 0.00, 0.00, 0.00 O.O(
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ O$ 36,320 $ 141,849 $ 137,064
0 2,545 3,386 0
0 0 3,177 0
$ O$ 38,865 $ 148,412 $ 137,064
0.00 2.00 2.00 2.00
0.00 0.00 0.00 0.00
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 6,018,709 $ 5,217,240 $ 6,244,914
MAINTENANCE & OPERATION 869,765 788,765 1,279,673
CAPITAL OUTLAY 165,379 6,541 223,846
GRAND TOTAL $ 7,053,853 $ 6,012,546 $ 7,748,433
FULL TIME POSITIONS 79.00 79.00 79.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 191,130 $ 198,208 $ 271,847
MAINTENANCE & OPERATION 119,417 11 6,047 214,744
CAPITAL OUTLAY 24,344 3,653 130,306
GRAND TOTAL $ 334,891 $ 317,908 $ 616,897
FULL TIME POSITIONS 3.00 3.00 3.00
HOURLY/FTE POSlTlONS 0.00 0.00 0.00
1998-99
BUDGET
$ 264,341
259,738
21,500
$ 545,579
3.00
0.00
PROGRAM: EMERGENCY OPE RATIONS
FUND: GENERAL
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1 MAINTENANCE & OPERATION
CAPITAL OUTLAY m
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WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly ti
personnel.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Emeraencv Resoonse: Maintain an effective fire
and medical emergency response system throughout
the City.
1. Maintain fire apparatus, equipment, and facilitie:
at a high level of readiness.
2. Maintain an average response time of five minul
or less to priority one fire and medical calls for
service.
1. Provide technical training to all shift personnel o
I citizens. 2. Develop seven individual performance standard
3. Develop three company performance standards
4. Provide 24 hours EMS continuing education to s
Traininq: Provide all safety personnel appropriate
training in order to enhance their personal safety as
well as enhancing the services provided to the
a monthly basis.
field personnel.
Service: Operations personnel will maintain a
positive community profile of service, friendliness,
and responsiveness.
1. Engine companies to participate in public educa
tion programs, special community events, and cc enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
For budgeting purposes Suppression and EMS have been combined under one Emergency Operations Prograr
91
1995-96 1996-97 ACTUAL ACTUAL
PERSONNEL $ 307,942 $ 298,885
MAINTENANCE & OPERATION 31,509 32,051
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 339,451 $ 330,936
FULL TIME POSITIONS 5.00 5.00
HOURLY/FTE POSITIONS 0.001 0.00
1997-98 1998-99 BUDGET BUDGET
$ 332,857 $ 364,981
37,193 37,243
17,500 0
$ 387,550 $ 402,224
5.00 5.00
0.00 0.00
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1995-96 1996-97 1997-98 1998-9’ ACTUAL ACTUAL BUDGET BUDGE
PERSONNEL $ O$ O$ O$ (
MAINTENANCE & OPERATION 34,790 52,281 1 1 1,464 151,20(
CAPITAL OUTLAY 0 0 0 (
GRAND TOTAL $ 34,790 $ 52,281 $ 111,464 $ 151,201
FULL TIME POSITIONS 0.00 0.00 0.00 0.01
, HOURLYIFTE POSITIONS I 0.00 0.00 0.00 0.01
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ O$ O$ O$ 0
MAINTENANCE & OPERATION 53,574 53,604 74,018 60,710
CAPITAL OUTLAY 1,192 0 28,000 0
GRAND TOTAL 54,766 $ 53,604 $ 102,018 $ 60,710
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
,HOURLY/FTE POSITIONS 0.00. 0.00 0.00 0.00
I COMMUNITY DEVELOPMENT
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
$ 3,109,304 $ 3,199,697 $ 3,408,041 $ :
6,356,297 6,221,438 6,730,901 (
36,490 181,421 882,621
$ 9,502,091 $ 9,602,556 $ 11,021,563, $ 1I
51 .oo 51 .OO 53.751
I .63 2.50 3.001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGEiT BUDGET
$ 321,186 $ 301,678 !$ 323,854 $ 347,990
242,772 268,483 245,851 171,010
0 0 6,000 0
$ 563,958 $ 570,161 $ 575,705 $ 519,000
4.00 4.00 4.;75 4.75
0.00 0.00 o.oo( 0.00
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1996-97 1997-98 1995-96
ACTUAL ACTUAL BUDGET
PERSONNEL $ 1,517,745 $ 1,545,124 $ 1,562,448 $
MAINTENANCE & OPERATION 341,002 421,430 783,905
CAPITAL OUTLAY 21,740 5,969 0
GRAND TOTAL $ 1,880,487 $ 1,972,523 $ 2,346,353 $ I
FULL TIME POSITIONS 24.00 24.00 24.00
HOURLY/FTE POSITIONS 1 .oot 1 .oo 1 .oo
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
17,300 PERSONNEL $ 17,046 $ 17,202 $
MAINTENANCE & OPERATION 11,671 12,418 12,100 14,100
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $ 28,717 $ 29,620 $ 29,400 $ 31,400
FULL TIME POSITIONS 0.00 0.00
17,300 $
HOURLY/FTE POSITIONS 0.00 :::-I 0.00
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET I
PERSONNEL $ 84,068 $ 82,567 $ 87,737 $
MAINTENANCE & OPERATION 62,148 79,060 1 11,206
CAPITAL OUTLAY 11,089 0 26,007
GRAND TOTAL $ 157,305 $ 161,627 $ 224,950 $
FULL TIME POSlTlONS 1 .oo 1 .oo 1 .oo
HOURLWFTE POSITIONT 0.50 0.50 0.50
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGE:’T
PERSONNEL $ 56,705 $ 88,946 $ 86,685
MAINTENANCE & OPERATION 53,843 12,801 37,545
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 110,548 $ 101,747 $ 124,230
FULL TIME POSITIONS 1 .oo 1 .oo 1.80
HOURLYFJE POSITIONS 0.00 0 .oo 0.00
1998-99
BUDGET
$ 97,876
39,985
0
$ 137,861
1 .oo
0.00
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PROGRAM: ECONOMIC DEVELOPMENT PAC
FUND: GENERAL
PROGRAM GROUP: ECONOMIC DEVELOPMENT ACCT NO. C ' PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Public Relations and Education Stratesv: Provide 1. Conduct and participate in public rela opportunities for increased local business and citizen events with various segments of the t:
awareness of economic goals and activities. community.
Provide information to various groups
media that highlight the City's ec
development efforts.
Meet with local industry executives regar
City and resources available to them.
2.
3.
SIGN IF CANT CHANGES : T None.
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101
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 563,503 !$ 613,628 $ 721,214
MAINTENANCE & OPERATION 290,590 457,239 570,070
CAPITAL OUTLAY 0 6,045 2,750
GRAND TOTAL $ 854,093 $ 1,076,912 $ 1,294,,034
$
$ '
FULL TIME POSITIONS 1 1 I .ool 11 .oo 13.001
1
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET I
PERSONNEL $ 549,051 $ 550,552 $ 608,803 $
MAINTENANCE & OPERATION $ 5,354,271 $ 4,970,007 4,970,224 4
CAPITAL OUTLAY 3,661 169,407 847,864
GRAND TOTAL $ 5,906,983 $ 5,689,966 $ 6,426,891 $ 5
FULL TIME POSITIONS 10.00 10.00 10.00
HO U RLY/FTE POSITIONS 0.00 0.00 0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET BUDGET
$ 182,790 $ 204,064 $ 137,664 $ 155,025
340,908 335,453 407,966 307,483
0
$ 526,702 $ 539,517 $ 548,6301 $ 462,508
0.00 0.00' 0.00 0.00
3p000i 3,004 0
2.00 2.00 1.901 1.95
~~ ~ ~~
PROGRAM: REDEVELOPMENT OPERATIONS PAGE
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 801 341 0180’
PROGRaM ACTIVITIES: PERFORMANCE OBJECTIVES:
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Communitv Awareness and Public Relations Pro- 1. Continue community awareness and m: relations activities. Continue community awareness and public relations activities on behalf of the Red€
ment Agency with the Carlsbad Village Bu Association,
Develop agenda and hold a workshop w
Village Business Association to discuss b
to village businesses as related to Village muter Rail Station.
2.
SIGNIFICANT CHANGES:
Staffing costs increased due to a reallocation of staff to the Housing Trust fund (.05 FTE).
I 105
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
1,631,500 1,081,000 1 ,I 20,000
0 0 0 0
$ 1,612,195 $ 1,631,500 $ 1,081,000 $ 1,120,000
0.00 0.00 0 .oo 0.00
0.00 0.00 0.00 0.00
1,612,195
1995-96 1996-97
ACTUAL ACTUAL
PERSONNEL $ 62,831 $ 39,452
MAINTENANCE & OPERATION 35,933 36,096
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 98,764 $ 75,548
FULL TIME POSITIONS 1.75 1.25
HOURLY/FTE POSITIONS 0.00 0.00
li.
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1997-98 1
BUDGET BL
$ 47,561 $
78,602
0
$ 126,163 $ 7-
0.80
0.00
1995-96 1996-97 I 997-9a 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 224,402 $ 207,558 $ 219,500 $ 196,367
MAINTENANCE & OPERATION 2,709,914 2,630,755 2,893,901 2,687,750
CAPITAL OUTLAY 657 0 0 0
GRAND TOTAL $ 2,934,973 $ 2,838,313 $ 3,113,401 $ 2,884,117
FULL TIME POSITIONS 4.50 4.50 4.00 3.70
,HOURLY/FTE POSITIONS 0.00. 0.00, 0.00, 0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYIFTE POSITIONS
v
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1995-96 1996-97 1997-98 1
ACTUAL ACTUAL BUDGET BI
$ O$ 21,157 $ 113,517 $ 1
3,000 10,375 178,366 1
0 0 0
$ 3,000 $ 31,532 $ 291,883 $ :E
0.00 0.75 1.65
0.001 0.00 0 .oo
PROGRAM: AFFORDABLE HOUSING PAGE TWO
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Develop and Implement Housinq Element Pro- 1. Implement the Carlsbad Homebuyer Assistance
gram and Policies: Develop and administer first- Program and originate twenty (20) first-time
time homebuyer and rental rehabilitation programs. home buyer loans.
Identify, evaluate and assist ai least one (1)
selected rental rehabilitation project.
2.
Affordable Housinq Education Proaram: Direct 1. Provide affordable housing updates for presenta-
educational programs for citizens, businesses and tion at quarterly City Council Quadrant Meetings.
government agencies interested in affordable housing. 2. Attend training workshops and seminars.
3. Conduct general information meetings with
interested citizens on housing issues.
Provide homebuyer education courses through
the CHAP.
4.
SIGNIFICANT CHANGES:
None.
130
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL PROJECTS
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1
11
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1995-96 1996-97 1997-98 I ACTUAL ACTUAL BUDGET BI
$ 79,028 $ 78,321 $ 90,561 $
652,321 325,828 330,389
0 169,407 844,864 t
$ 731,349 $ 573,556 $ 1,265,814 $ 4
1.75 I .50 1.65
0.00 0.00 0.001
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTlTLEMENTlREHABlLlTATlON
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. I 3534011391 34011391 3402
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Residential Rehabilitation Proqram: 3. Monitor services implementation and/or
(continued) rehabilitation activities and maintain records
for compliance with federal regulations.
Approve and coordinate work. payment
releases.
Audit County of San Diego.
4.
5.
SIGNIFICANT CHANGES:
None.
112
COMMUNITY SERVICES
PERSONNEL
MAINTENANCE 8t OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYIFTE POSITIONS
I
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1995-96 1996-97 1997-98 1'
ACTUAL ACTUAL BUDGET B 1-
$ 3,963,987 $ 4,184,473 $ 4,326,287 $ 4,5
1,751,644 2,172,442 2,602,266 2,8
29,063 76,568 90,969 1
!§ 5,744,694 $ 6,433,483 $ 7,019,522 $ 73
58.90 57.93 57.00
68.86 71.19 77.56
1995-96 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET BUDGET
PERSON N EL $ 1,949,287 $ 2,016,418 $ 2,147,938) $ 2,381,015
802,629 939,167 1 , 1 3 1,728 1,311,523 MAINTENANCE & OPERATION
CAPITAL OUTLAY 0 28,852 58,017 29,900
GRAND TOTAL $ 2,751,916 $ 2,984,437 $ 3,337,683 $ 3,722,438
FULL TIME POSITIONS 32.50 31.50 32.50 32.50
HOURLY/FTE POSITIONS 33.89 34.00 37.22!1 42.30,
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1995-96 1996-97 1997-98 199843
ACTUAL ACTUAL BUDGET BUDGE:
PERSONNEL $ 318,723 $ 320,142 $ 312,178 $ 371,OS
MAINTENANCE & OPERATION 220,577 216,055 343,897 447,9:3
CAPITAL OUTLAY 0 0 4,817
GRAND TOTAL $ 539,300 $ 536,197 $ 660,892 $ 818,913
FULL TIME POSITIONS 6.00 6.00 6.00 6.6
HOURLY/FTE POSITIONS 2.49 1.46 1.88 1.4
GENEWL FUND $ 527,739 $ 524,322 $ 645,892 $ 818,98
PLF GRANT FUNDING $ 11,561 $ 11,875 $ 15,000 $
TOTAL FUNDING $ 539,300 $ 536,197 $ 660,892 $ 818,9$
PROGRAM: ADMINISTRATION PAGE TWO
PROGRAM GROUP: LIBRARY ACCT NO. 001401010014069
FUND: GENERAL
PROGRAM ACTlVlTl ES: PERFORMANCE OBJECTIVES:
Internal Manaqernent: Provide leadership for the 1. Supervise the Library's nine (9) divisions.
Library's divisions.
2. Manage facilities and resources.
3. Develop policies and procedures for all Library
ope rations.
Develop a new walking tour map and guide to Carlsbad's historic sites.
Develop community activities and programs to
promote historic preservation.
Historic Preservation Education: Participate in and
promote public education pertaining to historic areas
and sites.
1.
2.
3. Work with Carlsbad Schools and Carlsbad
Historical Society to sponsor educational pro- grams on local history.
Plaque Proararn: Recognize historic sites by 1. The Historic Preservation Commission will evalu-
identifying various sites with numbered plaques that ate criteria for identification of historic sites to be will eventually be part of a historical tour. considered for the plaque program.
SIGNIFICANT CHANGES:
1. The new main Library is expected to open in the summer of 1999. Two new allocated, unfunded, positions are
requested: 1) management analyst (community relations), and 2) graphic artist.
Utility costs increased to cover up to three months occupancy in a much larger new facility.
Water account transferred from PLF Grant to Administration to consolidate with other utilities and to make PLF
Grant available to help support new technology acquisitions.
2.
3.
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1995-96 1996-97 1997-98 ,1
ACTUAL ACTUAL BUDGET BI
PERSONNEL $ 500,918 $ 525,365 $ 618,204 $ E
MAINTENANCE & OPERATION 122,552 1 13,837 135,185 1
CAPITAL OUTLAY 0 2,212 21,459
GRAND TOTAL $ 623,470 $ 641,414 $ 774,848 $ (E
FULL TtME POSITIONS 8.00 8.00 8.00
HOURLY/FTE POSITIONS 17.75 18.20 18.08
PROGRAM: ADULT SERVICES PAGE TWO
PROGRAM GROUP: LIBRARY ACCT NO. 0014016
FUND: GENERAL
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1994-95 1995-96 1996-97
Patron Maintenance: Register and issue cards to all Library users; collect fines & fees. 1. New registrations:
20,599 IO, 1 86 9,548
SIGNIFICANT CHANGES:
With the opening of the new main Library in the summer of 1999, staffing will be needed for the expanded information desk, new computer lab, job and career center, and Sunday hours.
118
PERSONNEL
MAINTENANCE &OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYiFTE POSITIONS
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11
1995-96 1996-97 1997-98 1
ACTUAL ACTUAL BUDGET BI
$ 81,459 $ 85,296 $ 50,320 $
1,020 980 1,100
0 0 3,461
$ 82,479 $ 86,276 $ 54,881 $ -
1 .oo 0.00 0.00
I 0.95 1.03 2.00
1995-96 1996-97 1997-98, 1998-99 ACTUAL ACTUAL BUDGET' BUDGET
PERSONNEL $ 48,745 $ 54,733 $ 63,288 $ 66,870
MAINTENANCE & OPERATION 4,988 3,829 3,887 2,770
CAPITAL OUTLAY 0 0 3,980 0
GRAND TOTAL $ 53,733 $ 58,562 $ 71,155 $ 69,640
FULL TIME POSITIONS 0.75 0.75 0.75 0.75 .HOURLY/FTE POSITIONS 0.72 0.96 l.li! 1.11
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 167,022 $ 173,744 $ 169,728 $
MAINTENANCE & OPERATION 31,784 31,611 46,640
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 198,806 $ 205,355 $ 216,368 $
FULL TIME POSITIONS 2.00 2.00 2.00
HOURLY/FTE POSITIONS 3.56 3.52 3.52
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 317,159 $ 322,308 $ 336,853 $ 405,460
MAINTENANCE & OPERATION 69,257 60,120 75,686 114,560
CAPITAL OUTLAY 0 5,194 3,000 29,900
GRAND TOTAL $ 386,416 $ 387,622 $ 415,539 $ 549,920
FULL TiME POSITIONS 7.00' 7.00
HOURLYIFTE POSITIONS 1.48 1.48
GENERAL FUND $ 370,519 $ 360,956
PLF GRANT FUNDING $ 15,897 $ 26,666
TOTAL FUNDING $ 386,416 $ 387,622
E -1
$ 377,539 $ 502,020
$ 38,000 $ 47,900
$ 415,539 $ 549,920
PROGRAM: TECHNICAL SERVICES PAGE
PROGRAM GROUP: LIBRARY ACCT NO. 001404011 8
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FUND: GENERAUPLF GRANT
SIGNIFICANT CHANGES:
Increases in both personnel and maintenance and operations due to:
1. Request that an unfunded vacancy be funded and filled.
2. Request for additional part time hours (.25 FTE).
3. Transfer of funds from other programs to this program.
11 123
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
CLSA STATE GRANT
TOTAL FUNDING
1995-96 1996-97 1997-98 1998-99 ACTUAL ACTUAL BUDGET BUDGET
$ 102,248 $ 99,682 $ 103,881 $ 115,790
259,240 268,569 230,152 320,240
0 0 2,200 0
$ 361,488 $ 368,251 $ 336,233 $ 436,030
2.00 2.00 2.00
0.00 0.00
104,240 101,194
257,248 267,057 107,966 260,080
228,267 175,950
$ 361,488 $ 368,251 $ 336,233 $ 436,030 O.OO a
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 71,460 $ 72,939 $ 81,271
MAINTENANCE & OPERATION 7,530 8,130 1 1,838
CAPITAL OUTLAY 0 21,446 7,100
GRAND TOTAL $ 78,990 $ 102,515 $ 100,209
1 .oo 1 .oo 1 .oo FULL TIME POSITIONS
HOURLY/FTE POSITIONS 0.44 0.49 0.98
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$
$
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 93,621 $ 105,768 $ 110,570
MAINTENANCE & OPERATION 25,587 28,569 27,837
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 119,208 $ 134,337 $ 137,607
FULL TIME POSiTIONS 2.00 2.00 2.00
HOURLY/FTE POSITIONS 0.00 0.00 0.78
1998-99
BUDGET
$ 82,000
27,100
0
$ 109,100
2.00
0.88
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
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If PROGRAM GROUP: LIBRARY ACCT NO. 00
I MAINTENANCE & OPERATION
WORK PROGRAM:
The Branch Library provides services for South Carlsbad. These services include print and non-print mal
reference services, special programs for children, and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1994-95 1995-96 1996-97:
Reference: Assist patrons in using the Library, 1, Reference Questions:
answer reference questions, reserve specific titles and request materials from other libraries. 26,545 29,479 29,044
Circulation: Circulate print and non-print materials 1. Circulation:
to children and adults, handle patron registration, collect fees and fines, and track overdue items. 262,926 272,215 269,893
Collection Development: Evaluate the Branch col- 1. Total Items in Collection:
lection and select print and non-print materials.
49,619 52,843 55,981
Proaramming: Plan, schedule and develop pro- 1. Program Attendance:
grams for children. tours. 2,525 3,436 2,648 Conduct classroom visits and
PERFORMANCE OBJECTIVES:
Librarv Manaaement: Manage Branch Library, staff,
volunteers, collection, and facility. Maintain aware- 2. Hire and train new staff. ness of Community.
1. Schedule and supervise staff.
3. Prepare monthly narrative and ste
summary of operation.
4. Actively maintain a current, topical print an
print collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact wi
members of the community.
SIGN IF I CANT CHANGES :
None.
127
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGEET BUDGET
$ O$ O$ O$ 0
138,363 102,582 129,393 63,500
0 0 0 0
$ 138,363 $ 102,582 $ 129,393 $ 63,500
0.00 O-Oe
0.00 0.00
0.00 0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
11
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HOURLYlFTE POSITIONS
FULL TIME POSITJONS
1995-96 1996-97 1997-98 1998-9
ACTUAL ACTUAL BUDGET BUDGE!
$ O$ O$ O$
0 41,511 57,673 46,50
0 0 2,000
$ O$ 41,511 $ 59,673 $ 46,50
0.00 0.00 0.00 o.d 0.00 0.00 0.00 0.0
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
GENERAL FUND
SPECIAL REVENUE
TOTAL FUNDING
1995-96 1996-97 1997-98 1998-99 BUDGET ACTUAL BUDGET BUDGET
$ 190,687 $ 191,703 $ 195,684 $ 213,737
69,728 100,258 150,432 185,204
2,858 15,008 0 0
$ 263,273 $ 306,969 $ 346,116 $ 398,941
3.00 3.00 3.00 3.00
0.50 0.74 0.70 0.70
263,273 306,187 334,545 387,920
0 782 11,571 11,021
$ 263,273 $ 306,969 $ 346,116 $ 398,941
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1995-96 1996-97 1997-98 1998-9 ACTUAL ACTUAL BUDGET BUDGE'
PERSONNEL $ 189,239 $ 191,258 $ 190,384 $ 208,2$i
67,136 75,739 124,506 159,36 MAINTENANCE & OPERATION
CAPITAL OUTLAY 2,858 15,008 0
GRAND TOTAL $ 259,2331 $ 282,0051 $ 314,890 $ 367,65
FULL TIME POSITIONS 3.001 3.001 3.00 3.0
HOURLY/FTE POSlTlONS t 0.501 0.741 0.70 0.;'
GENERAL FUND $ 259,233 $ 281,223 $ 304,890
TOTAL FUNDING 11 $ 259,23311 $ 282,00511 $ 314,8901
ARTS GENERAL DONATIONS $ O$ 782 $ 10,000 11 $ 357,65
$ 367,6!;
$ 10,oo
PROGRAM: ARTS OFFICE PAGE TWO
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014065/0014068/1474010
FUND: GENERAL FUNDlARTS GENERAL DONATIONS
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Develop Fundina Sources: Actively pursue the 1. Submit grant applications to State and Federal
contribution of gifts and funds for the arts. funding agencies when applicable and request
local funding support for appropriate projects.
Produce a summer concerts program.
Explore funding for the gallery.
2.
3.
Obtain Cultural Facilities: Support the acquisition 1. Complete revised cultural facilities plan.
and development of cultural facilities.
2. Prepare art gallery to open July 1999.
3. Work with Parks to landscape sculpture garden for late 1998 opening.
Partner with school districts for creative arts camps, multicultural festival, visiting artists,
artists in residence and an arts education plan.
Partner with Batiquitos Lagoon Foundation for
environmental arts camps.
Partner with the flower fields for Arts in Bloom
Festival.
Partner with Arts Associates and Friends of the
Carlsbad Library to present annual
culturaMecture series.
4.
5.
6.
7.
Communicate With Other Agencies: Provide arts 1. Information Services: Produce a monthly news-
facilities, opportunities and information through part- letterkalendar, send information to artists and
nerships with schools and the business community. others on opportunities for development. Provide
resource information to the schools and produce
ARTS BRAG.
Meet regularly with the Chamber of Commerce's Education Committee, Arts Associates, and other
artslcivic organizations.
2.
3. Provide arts programming in schools, when
possible.
SIGNIFICANT CHANGES:
None.
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1995-96 1996-97 1997-98 1998-5
ACTUAL ACTUAL BUDGET BUDGE
PERSONNEL $ 1,448 $ O$ O$
MAINTENANCE & OPERATION 2,592 6,619 8,371 8,34
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 4,040 $ 6,619 $ 8,371 $ 8,3i
FULL TIME POSITIONS 0.00 0.00 0.00 0.;
HOURLYIFTE POSITIONS 0.00 0.00 0.00 0.T
GENERAL FUND 4,040 6,619 6,800 7,32
SISTER CITY DONATIONS 0 0 1,571 1 ,oi
TOTAL FUNDING $ 4,040 $ 6,619 $ 8,371 $ 8,3;
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Performina Arts Proaramminq: Continue perform- 1. Present 10 jazz concerts in three quadrants.
ing arts programming.
2. Partner with the flower fields to present one to two concerts at the flower fieldls.
Fund Raisinq: Actively pursue the contribution of 1. Produce and distribute Summer Jazz Program as
gifts and funds for the arts. a fund raiser.
Submit request for County Community Enhance- ment funds and TOT funding.
Assist Arts Associates in fund raising efforts at jazz concerts.
2.
3.
SIGNIFICANT CHANGES:
None.
134
PROGRAM: RECREATION
FUND: VARIOUS
IC
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MAINTENANCE & OPERATION II CAPITAL OUTLAY
II 135
1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET
PERSONNEL $ 433,124 $ 447,020 $ 369,798
MAINTENANCE & OPERATION 148,581 226,475 252,084
CAPITAL OUTLAY 4,657 6,471 0
GRAND TOTAL $ 586,362 $ 679,966 $ 621,882
FULL TIME POSITIONS 6.40 6.43 3.00
HOURLYlFTE POSITIONS 0.00 0.00 0.50
1998-99
BUDGET
$ 342,689
138,128
0
$ 480,817
3.00
0.98
PROGRAM: PARK PLANNING AND REC MANAGEMENT PAGE'
FUND: GENERAL
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'I PROGRAM GROUP: RECREATION ACCT NO. 0014!
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIb
Parks & Recreation Commission: 2. Implement andlor process recomni
(continued) ations of the Commission for consi(
ation by the City Council.
3. Initiate and staff special committee
the Commission requiring more det
review of issues relating to park fa(
recreation programs, landscapes, 5
trees, and open space.
4. Conduct Commission workshops tc
improve the expertise and effectiva
of the Commission.
Recreation Prourams: 1. Provide a wide variety of recreatior
Manage the implementation, performance, and programs and special events for al
adequacies of recreation programs. segments of the population that liw
work and play in Carlsbad.
2. Evaluate the effectiveness of recrc
programs through the use and revi
participant surveys.
3. Maintain the self-sustaining perceril
of recreational programs as recom-
mended by the City Council.
4. Prepare and distribute the recreatio
brochure three (3) times per year.
5. Monitor, evaluate, and implement tt
fee structure for recreation prograrr and facility rentals in an effort to SE!I
a sustainable competitive advantag
over the private sector for similar services.
1. Recommend and process personnc appointments, promotions, assignrr
and disciplinary actions. Provide 011
support to management, general ar
part-time employees. Implement tli
services of contractual employees
Administrative Services: Provide the required administrative support to a division
with 18.5 full-time positions, 34.5 hourly/full-time
equivalent positions, which operates with a budget of
approximately $2.5 million.
2. Maintain timely processing of speci
project requests, departmental repc and City Council Agenda Bills. Adc
citizen concerns. Prepare and mor
departmental goals and objectives, budget administration for expenditlv
and revenues
SIGNIFICANT CHANGES:
None.
I 137
1995-96 1996-97 ACTUAL ACTUAL
PERSONNEL $ 653,295 $ 720,782
MAINTENANCE & OPERATION 388,385 479,020
CAPITAL OUTLAY 10,608 9,803
GRAND TOTAL $ 1,052,288 $ 1,209,605
FULL TIME POSITIONS 8.25 8.25
HOURLY/FTE POSITIONS 12.57, 13.90
1997-98 1998-99 BUDGET BUDGET
$ 764,209 $ 749,799
520,832 541,910
3,558 28,170
!$ 1,288,599 $ 1,319,879
8.50 8.50
16.23, 19.24
PROGRAM: RECREATION FEE SUPPORTED PAGE TI
PROGRAM GROUP: RECREATION ACCT NO. 001451
SIGNIFICANT CHANGES:
Additional amounts are included in budget request to upgrade the Recreation brochure as well as additional
salaries to expand triathlon beach festival, youth sports programs and various recreation programs.
FUND: GENERAL
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1995-96
ACTUAL
PERSONNEL $ 199,162
MAINTENANCE & OPERATION 75,265
CAPITAL OUTLAY 8,447
GRAND TOTAL $ 282,874
FULL TIME POSITIONS 1.75
HOURLY/FTE POSITIONS 5.20
1996-97 1997-98 1998-99
ACTUAL BUDGET BUDGET
$ 211,797 $ 223,513 $ 243,828
97,546 86,448' 102,290
4,657 15,084 1 1 1,400
$ 314,000 $ 325,045 $ 457,518
1.75 2.001 2.00
5.78 5.66 6.42
PROGRAM: RECREATION - AQUATICS PAGE TI
PROGRAM GROUP: RECREATION ACCT NO. 00
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FUND: GENERAL
SIGNIFICANT CHANGES:
Budget includes additional hourly salaries to expand hours of operation to include Sunday (October - Februai:
an additional week of summer, and for lifeguard services to Carlsbad High School physical education classes.
11 141
1995-96 1996-97 1997-98 ACTUAL ACTUAL BUDGET
PERSONNEL $ 24,093 $ 29,291 $ 27,915
MAINTENANCE & OPERATION 5,502 5,507 8,900
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 29,595 $ 34,798 $ 36,815
FULL TIME POSITIONS 0.00 0.00 0.00
HOURLY/FTE POSITIONS 1.01 1.02 1.02
1998-99 BUDGET
$ 13,963
3,080
0
$ 17,043
0.00
0.50
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
1
I
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1995-96 1996-97 1997-98 1 ACTUAL ACTUAL BUDGET BI
$ 280,658 $ 330,368 $ 336,471 $ :
70,738 98,120 104,392 L
2,493 1 1,777 3,450
$ 353,889 $ 440,265 $ 444,313 $ F
4.00 4.00 5.00
9.96 10.08 9.98
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ O$
MAINTENANCE & OPERATION 335 807 4,700
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 335 $ 807 $ 4,700
FULL TIME POSITIONS 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00
1998-99
BUDGET
O$ 0
4,700
0
$ 4,700
0.00
0.00
PROGRAM: SENIORS
FUND: VARlO U S
PROGRAM GROUP: VARIOUS SUl~Il
II
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MAINTENANCE & OPERATION
CAPITAL OUTLAY
145
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 173,938 $ 179,325 $ 199,044
MAINTENANCE & OPERATION 68,522 77,784 99,807
CAPITAL OUTLAY 0 0 9,544
GRAND TOTAL $ 234,460 $ 257,109 $ 308,395
FULL TIME POSITIONS 1 2.00 2.00 2.00
HOURLYFTE POSITIONS I 3.58 3.50 4.23
1998-99 BUDGET
$ 240,242
109,688
0
$ 349,930
2.00
4.60
PROGRAM: SENIOR PROGRAMS PAGE
PROGRAM GOUP: SENIOR PROGRAMS ACCT NO. 00
II
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FUND: GENERAL
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Social Interaction: (continued) 3. Maintain the open atmosphere of the I
where people can drop in to chat and have
of coffee.
Develop Computer Lab where Seniors ca exposure to computers.
Increase Revenues: Develop a strategy to increase 1. Where feasible, develop a reasonable fee revenues. ture for activitieslprograms previously offe
no cost.
4.
SIGNIFICANT CHANGES: II None.
I1 147
1995-96
ACTUAL
PERSONNEL $
MAINTENANCE & OPERATION 0
CAPITAL OUTLAY 0
GRAND TOTAL $
FULL TIME POSITIONS 0.00
1996-97 1997-98 1998-99
ACTUAL BUDGET BUDGET
O$ O$ O$ 0
29,673 102,456 104,000
0 0 0
O$ 29,673 $ 102,456 $ 104,000
0.00
0.00 O.OO HOURLY/FTE POSITIONS 0.001 0.00 33
1995-96 1996-97 ACTUAL ACTUAL
PERSONNEL $ 59,743 $ 57,769
MAINTENANCE & OPERATION 129,959 1 18,085
CAPITAL OUTLAY 0 0
GRAND TOTAL $ 189,702 $ 175,854
FULL TIME POSITIONS 1 .oo 1 .oo
HOURLY/FTE POSITIONS 2.1 5, 2.17
I1
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1997-98 1 BUDGET Bl
$ 61,715 $
140,487 1
1,316
$ 203,518 $ 1
1 .oo
2.02,
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PUBLIC WORKS
PW Admin
2% Golf Course Engineering
3% 10%
Maintenance
22%
Utility
56% ._Vehicle Maint
4% Vehicle
Replacement
3%
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
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19 150
IF PROGRAM GROUP: VARIOUS SU MMAR'
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 001 601 0
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide leadership and coordination for Public Works Programs; plan resources and facilities; manage all budget
fiscal and personnel matters; coordinate programs with local, State and Federal Governments and support City
Boards, Committees, and Commissions. Public Works Administration includes: Engineering, Streets Maintenance,
Parks Maintenance, Facilities Maintenance, Fleet Maintenance, CMWD (Water, Recycled Water ib Sanitation),
Buena Vista Channel Maintenance, Median Maintenance, Solid Waste Management, Street Tree Maintenance and
Traffic Signal Maintenance.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Budcret Preparation: Coordinate department
budget activities. and program budgets.
1. Assure timely submittal of all department
2. Monitor expenditures for compliance with
adopted budgets.
3. Develop and maintain budget repcirting
programs.
Stratenic Planning: Develop Strategic Plan
and Public Works identity to meet current
and long-range goals.
1. Develop vision, mission, and goals.
2. Coordinate activities to develop a
Public Works identity.
Maintenance Manaqernent and Quality Control:
Design a comprehensive systems inventory,
maintenance standard, and work reporting system.
1. Identify program and system goals.
2. Develop data requirements.
3. Develop maintenance standards.
4. Design reports and monitoring system.
SIGNIFICANT CHANGES:
This is a first-year Administration budget established for the coordinated management of the various departments,
functions, and programs within Public Works. This program was created during the City reorganization in mid-year
1997/98. Three positions and their related budgets for the second half of the year were transferred to this program
from Community Services Administration. For the 1998/99 budget four positions were transferred from Engineering.
In addition, a 25 management analyst position is included in request.
151
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1997-98 1995-96 1996-97
ACTUAL BUDGET ACTUAL
PERSONNEL $ 2,472,065 $ 2,554,671 $ 2,644,028 $ 2
MAINTENANCE & OPERATION 688,817 1 ,I 21,358 1,561,589
CAPITAL OUTLAY 21,995 6,910 3,795
GRAND TOTAL $ 3,182,877 $ 3,682,939 $ 4,209,412 $
FULL TIME POSlTlONS 41 .OO 41 .OO 38.00
HOURLY/FTE POSlTlONS 0.00 0.00 0.50
PROGRAM: ENGINEERING PAGE TWO
PROGRAM GROUP: ENGINEERING
FUND: GENERAL
ACCT NO. 001 5710
PROGRAM ACTlVlTl E S : PERFORMANCE OBJECTIVES:
Developmental Services: Ensures all Engineering 1. Return all phone messages within 24 hours.
questions related to land development are answered
in a timely and friendly manner
TRANSPORTATION AND CAPITAL PROJECTS
Investiaations: Reviews, analyzes and reports on a 1. Complete investigations within a timely manner
wide variety of traffic issues, concerns, complaints (2-4 weeks). Follow up on rerammendations by
and inquiries. issuing work orders, proposals for CIP considera-
tion or developer obligations.
Continuina ODerations: Maintains up-to-date rec- 1. Update speed surveys prior to expiration and in
ords of collision reports, speed surveys, traffic counts accordance with vehicle code; log, pin and file
and assists in maintaining optimum traffic signal collision reports within two weeks of receiving
operations. them; conduct traffic counts on an as-needed
basis; and respond to traffic signal problems on a
same-day basis.
Provide complete engineering coverage of front
counter and make initial contact with all citizen/
customers within 5 minutes of their arrival.
Project Reviews: Reviews traffic control plans, 1. Complete reviews in a timely rnanner to maintain
signing and stripping plans and traffic signal plans. department goals for plancheck services. Pro-
Reviews project submittals for good transportation vide immediate response tci inter-department
planning concepts. Provides inter-department coordi- needs and concerns.
nation on various issues on an as-needed basis.
Coordination: Coordinates the design, construction, 1. Thoroughly and efficiently scope all capital proj-
and inspection of the City's Capital Improvement Pro- ects. Direct the design and construction of public gram. Provides safe, efficient, and economical in- projects. Provide support and assistance to
spection services for all projects within the City clients and City Departments through a coordi-
through a combined and comprehensive inspection nated Capital Program.
program.
Construction and Inspection: Provides a thorough 1. Complete inspections in a timely manner.
inspection of all projects through the application of
clear, concise, and uniform construction management
practices and policies. Assists in construction quality
control .
SIGNIFICANT CHANGES:
Four positions have been transferred to Public Works Administration.
A total of three new positions are being requested. One of these positions, an engineering technician I, is needed to maintain existing service levels, and will replace a temporary employee in the Land Developrrtent Section. The
remaining two requests consist of one associate engineer, and one engineering technician It position for the
Planning and Design Section. These two positions are needed to maintain program goals.
Capital outlay requests are for the Engineering Department's share of a program to upgrade the front counter area.
Computers and associated office equipment are also being requested for the three newly-requested positions.
153
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1995-96 1996-97 1997-98 1998-9
ACTUAL ACTUAL BUDGET BUDGE
PERSONNEL $ 3,019,159 $ 3,074,518 $ 3,244,048 $ 3,481,54
MAINTENANCE & OPERATION 3,963,402 3,761,375 4,361,478 4,429,49
CAPITAL OUTLAY 404,733 85,842 245,781 198,lO
GRAND TOTAL !$ 7,387,294 $ 6,921,735 $ 7,851,307 $ 8,109,14
FULL TIME POSITIONS 68.65 65.62 64.82 64.7
.HOURLY/FTE POSITIONS 4.831 7.83 9.191 14.7
1995-96 1996-97 ACTUAL ACTUAL
PERSONNEL $ 823,987 $ 843,932
MAINTENANCE & OPERATION 789,427 903,56 1
CAPITAL OUTLAY 0 45,274
GRAND TOTAL $ 1,613,414 $ 1,792,767
FULL TIME POSITIONS 17.35 17.35
HOURLY/FTE POSlTlONS I 2.50 4.30
- 1997-98 1998-99 BUDGET BUDGET
$ 901,727 $ 1,011,078
1,016,366 1,258,175
58,119 129,000
$ 1,976,212 $ 2,398,253
18.75 19.75
4.66 7.23
PROGRAM: PARK MAINTENANCE PAG I1 PROGRAM GROUP: MAINTENANCE ACCT NO. 01
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FUND: GENERAL
PROGRAM ACTIVITIES: WORKLOAD MEASURES:
1996-97 1997-98 1
Irrigation Maintenance: Maintain all landscape 1. Irrigation MeasuredNo. of Controllers: irrigation systems of City facilities. This includes
1,340 valves. Duties include replacement, repair,
trouble shooting and now, data entry/programming via the centralized irrigation system. 1,240 1,260
Open Space Maintenance: Provide maintenance 1. Number of Acres:
activities to City-owned open space, 1-5 Interchange, 470 470 and areas of additional maintenance responsibilities.
Duties include trash removal, clean up and weed
abatement.
Miscellaneous MaintenancelRepair and Special 1. Approximate Time Spent on Activities:
measure, include repair and upgrading to park
structures, facilities, play equipment, fencing, the
installation of play equipment, bleachers, drinking
fountains, soccer goals, trash enclosures, concrete
work, and painting projects. These additional
activities also include special projects and requests
by the community for turf installation, sculpture
installations, various redevelopment requests, and
community garden needs.
programming over 95 different controllers with over 93 95
2. Irrigation Measures/No. of Valves: ii
Request: These activities, which are difficult to 12% 12%
SIGNIHCANT CHANGES:
The Parks Division has added one new full-time position and 2.57 hourly positions. The new programs initial
years ago (Poinsettia, Downtown and Safety Center upgrade, I-5/Poinsettia Interchange and tennislbasketba
enhancement) will continue. Funding is requested to purchase equipment which will make park operation
productive and efficient. These items are a turf tractor and a mid-size mower.
4 156
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 156,844 $ 154,001 $ 220,181
MAINTENANCE & OPERATION 840,130 301,309 311,170
CAPITAL OUTLAY 50,000 0 0
GRAND TOTAL $ 1,046,974 $ 455,310 $ 531,351
FULL TIME POSITIONS 5.001 5.00 5.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00
GAS TAX REVENUE 1,046,974 455,310 491,181
GENERAL FUND 0 0 0
1998-99
BUDGET
$ 220,870
338,650
0
$ 559,520
5.00
0.00
0
559,520
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
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PROGRAM GROUP: MAINTENANCE ACCT NO. 00
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Street Maintenance Division's major program is Street and Roadside Maintenance, scheduled and perfori
provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulatia
utility systems.
PROGRAM ACTIVITIES : PERFORMANCE.OBJECTIVES:
Roadside Maintenance: Roadside maintenance 1. The County Honor Camp crew will pick UI
activities consist of litter pick-up, debris hauling, 300 cubic yards of litter from City right-of
sidewalk repair and guardrail maintenance. This program is supervised by City staff (f
by Solid Waste).
2. Continue maintenance and repair of 25,263
feet of guardrail as needed.
3. Recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gu& sidewalk (trip hazards) to minimize liability
(funded by Gas Tax).
Drainaae Svstem Maintenance: Maintain, clean, I. Annually schedule the cleaning and mainte
and repair the City's drainage system. of 3,400 catch basins. Work will be com
from August through October to ensure i
flow and run-off during winter storms.
2. Schedule annual cleaning of 20,105 lineal
open drainage channel. Work will be schs
from August through October.
Street Sweepina: 1. Administer and monitor street sweeping cc
for 1,210 miles of public roadways (func
Gas Tax budget).
Maintain and repair, as needed, the 7,250 Citv Sign Maintenance: Fabricate, install and main- tain all traffic street name and special signs throughout the City.
throughout the City. Respond to Traffic Engineering work orders and special sign requests. Conduct 2. Fabricate and install 700 traffic, street nam
visual and retro-reflectometer once a year in special order signs.
conjunction with the Division's Safety Inspection Program. 3. Timely response to Traffic Engineering
1.
11 orders.
(continued)
I I 5a
PROGRAM: STREET MAINTENANCE PAGE TWO
PROGRAM GROUP: MAINTENANCE
FUND: GENERAL
ACCT NO. 0015055
PROGRAM ACTlVlTl ES : PERFORMANCE OBJECTIVES:
Citv Sian Maintenance (continued) 4. Annually conduct visual and reflectivity tests on
1,500 warning and 3,250 regulatory signs to
ensure proper and safe signage throughout the
City.
5. Maintain all traffic control devices used for
construction, repair and emergencies.
Road Surface Maintenance: Maintain 610 lane 1. Several methods of asphalt repair applications
miles of paved roadways throughout the City. This are used to apply 4,000 tons of asphalt annually
maintenance program insures that the City's road (funded by Gas Tax): skin patching, utility cut
system is properly maintained and safe for travel. repair, leveling with asphalt, and base
replacement
Traffic Safetv Pavement Stripina Prouram: Ensure 1. Annually refresh striping on 235 pass miles on
proper delineation and direction for safe passage on "prime" roadways, 166 pass miles on "major"
City streets. Maintain and refresh all line strips, roadways, 128 pass miles on "secondary"
crosswalks, pavement messages, colored curb and roadways, and 53 pass miles on "residential"
City facilities parking areas. Respond to Traffic roadways.
Engineering work orders and special requests from
various City Departments. 2. Annually refresh 189 crosswalks, including
school crossings.
3. Annually refresh 3,000 pavement markings.
4. Annually refresh 15,000 linear feet out of 35,349
linear feet colored curbs.
Refresh City facilities parking areas, as needed.
Respond in a timely manner to work orders from
Traffic Engineering and special requests from
various City Departments.
Emergency response, citizen's complaints, storm
patrol, safety and training, special events, and sea wall cleaning.
5.
6.
Miscellaneous Maintenance and Repair Program:
Monitor unscheduled work activities that the Street
Division performs annually; this program accounts for
6,600 staff hours.
1.
SIGN I FI CANT CHANGES :
Increase part-time staff to help meet increased workload. The elimination of the temporary help funding offset this increase.
159
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
8
II
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1995-96 1996-97 1997-98 1
ACTUAL ACTUAL BUDGET B\
$ 500,383 $ 507,925 $ 544,426 $ E
700,822 666,389 778,429 E
29,058 3,971 123,127
$ 1,230,263 $ 1,178,285 $ 1,445,982 $ l,E
15.00 15.00 13.00
0.03 0.03 0.03
1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ 18,445 $ 20,772 $ 20,940
MAINTENANCE & OPERATION 296,178 278,694 473,194
CAPITAL OUTLAY 0 0 1 1,708
GRAND TOTAL $ 314,623 $ 299,466 $ 505,842
FULL TIME POSITIONS 0.50 0.50 0.50
HOURLY/FTE POSITIONS 0.00 0.00 0.00
1998-99 BUDGET
$ 35,910
336,211
15,000
$ 387,121
0.50
0.50
PERSON N EL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
I
11
1
1995-96 1996-97 1997-98 1 ACTUAL ACTUAL BUDGET BI
$ 300,752 $ 307,051 $ 316,550 $ :
208,182 21 9,835 254,643 L
0 0 0
$ 508,934 $ 526,886 $ 571,193 $ E
5.90 5.88 5.89
1.50 1.50 1.501
1995-96 1996-97 ACTUAL ACTUAL
PERSONNEL $ 140,783 $ 164,948
MAINTENANCE & OPERATION 187,223 210,495
CAPITAL OUTLAY 0 18,675
GRAND TOTAL $ 328,006 $ 394,118
FULL TIME POSITIONS 2.90 2.89
HOURLY/FTE POSITIONS I 0.80 1 .oo
1997-98 1998-99
BUDGET BUDGET
$ 164,079 $ 174,370
234,326 255,175
0 0
$ 398,405 $ 429,545
2.68 2.50
1 .oo 1 .oo
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLWFTE POSITIONS
11
II
11
1995-96 1996-97 1997-98 1 ACTUAL ACTUAL BUDGET BI
$ 217,144 $ 229,584 $ 245,613 $ i
406,474 414,962 491,769 4
322,362 0 2,454
$ 945,980 $ 644,546 $ 739,836 $ E
4.00 4.00 4.00
0.00 0.00 1 .oo
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ O$ O$ O$ 0
MAINTENANCE & OPERATION 4,611 203,783 67,590 7,048
CAPITAL OUTLAY 0 0 0 0
GRAND TOTAL $ 4,611 $ 203,783 $ 67,590 $ 7,048
FULL TIME POSITIONS 0.00 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00 0.00,
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1995-96 1996-97 1997-98
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ O$ O$
MAINTENANCE & OPERATION 314,186 252,505 490,000
CAPITAL OUTLAY 0 0 0
GRAND TOTAL $ 314,186 $ 252,505 $ 490,000 $
FULL TIME POSITIONS 0.00 0.00 0.00
HOURLY/FTE POSITIONS 0.00 0.00 0.00
I 1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 428,936 $ 442,895 $ 417,186 $ 451,010
MAINTENANCE & OPERATION 855,451 884,649 917,971 906,519
CAPITAL OUTLAY 0 0 0 46,000
GRAND TOTAL $ 1,284,387 $ 1,327,544 $ 1,335,157 $ 1,403,529
FULL TIME POSITIONS 8.00 7.00 7.00 7.00
,HOURLY/FTE POSlTlONS 0.50. 0.50, 0.50, 0.50
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
II
I
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1995-96 1996-97 1997-98 1
ACTUAL ACTUAL BUDGET Bl
$ O$ O$ O$
28,459 56,363 107,896
1,225,398 827,530 1,145,168 1 ,I
$ 1,253,857 $ 883,893 $ 1,253,064 $ 1,2
0.00 0.00 0.00
0.00 0.00 0.00
1995-96 1996-97 1997-98
ACTUAL ACTUAL B U DGI ET
PERSONNEL $ 2,853,760 $ 2,687,317 $ 3,108,321
MAINTENANCE & OPERATION 14,57581 6 12,945,333 16,436,616
CAPITAL OUTLAY 6,948 90,987 273,’113
GRAND TOTAL $ 17,436,524 $ 15,723,637 $ 19,818,050
FULL TIME POStTIONS 57.20 57.20 57.20
HOURLY/FTE POSITIONS 0.00 0.00 0.00
1998-99
BUDGET
$ 3,324,660
17,686,543
1 18,900
$ 21,130,103
56.75
0.00
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1995-96 1996-97 1997-98 1
ACTUAL ACTUAL BUDGET B1
PERSONNEL $ 2,180,949 $ 1,888,131 $ 2,151,731 $ 2,2
MAINTENANCE & OPERATION 9,824,082 8,709,081 1 1,622,138 12,8
CAPITAL OUTLAY 2,843 25,847 194,858
GRAND TOTAL $ 12,007,874 $ 10,623,059 $ 13,968,727 $ 15,l
FULL TIME POSITIONS 43.00 40.20 38.65
, HOURLY/FTE POSITIONS 0.00. 0.00. 0.00.
PROGRAM: WATER OPERATIONS PAGE TWO
PROGRAM GROUP: UTILITY ACCT NO. 5016310
FUND: WATER ENTERPRISE
PROGRAM ACTIVITIES: PERFORMANCE OBJEC'TIVES:
Water Storaae & SUDDIY: (continued) 2.
3.
Publish and mail quarterly "Waterline" newsletter.
Continue water education programs for all
elementary school grade levels.
Coordinate and participate in special events and
public information programs.
Continue investigation of sea watedground
water desalination program.
4.
5.
SIGNIFICANT CHANGES:
Budget includes funding for an additional 2,000 acre-feet of purchased water to accommodate growth in the number
of water customers.
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1995-96 1996-97 1997-98 1'
ACTUAL ACTUAL BUDGET BL
PERSONNEL $ 63,912 $ 108,777 $ 225,879 $ 3
MAINTENANCE & OPERATION 1,068,997 956,036 1,059,677 191
CAPITAL OUTLAY 0 2,232 6,210
GRAND TOTAL $ 1,132,909 $ 1,067,045 $ 1,291,766 $ 1,5
FULL TIME POSITIONS 1 .oo 1.65 4.35
, HOURLY/FTE POSITIONS 0.00. 0.00 0.00
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYETE POSITIONS
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ 539,140 $ 611,638 $ 655,593 $ 714,030
3,594,217 3,2251 16 3,660,803 3,535,214
3,174 62,908 72,045 56,400
$ 4,136,531 $ 3,899,662 $ 4,388,441 $ 4,305,644
12.00 14.15 13.00 13.00
, 0.00 0.001 0.00 0.00
~ ~
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
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MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORM PROGRAM:
The Solid Waste Division of the Community Services Department promotes cost effective solid waste manag
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional progr I
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
AB 939: Implement components of Source Reduc- 1. Ensure compliance with mandates of SRF
tion and Recycling Element (SRRE) and Household HHWE by timely implementation of prograr Hazardous Waste Element (HHWE). Coordinate
activities with Countywide Technical Advisory Com- 2. Prepare annual Solid Waste Enterprisc
mittee. Prepare and submit reports and documents, budget.
as required.
3. Prepare and submit annual report to ClWM
4. Reviewkomment on relevant legislatior
regulations.
5. Attend meetings as necessary.
Solid Waste: Ensure collection and disposal of solid 1. Administer and monitor solid waste sf waste generated in Carlsbad. Coordinate activities contract.
solid waste services contract. Review reports from 2. Review solid waste services rate structui authorized collector. establish rates annually.
1 with regional groups. Prepare and administer the
3.
4. Attend meetings as necessary.
Coordinate quarterly bulky item collection E
RecvclinalDiversion: Prepare and administer 1. Research and apply for appropriate grant
recycling contract. Prepare State and County grant tunities.
applications. Attend regional recycling meetings and
coordinate City efforts with other agencies. Coordinate and monitor recycling progr(
conjunction with the authorized collector.
3. Coordinate annual telephone book
Christmas Tree recycling campaigns.
Monitor and promote ofice paper recyc
Carlsbad businesses in accordance with
Technical Assistance Program Grant guidc
Serve as liaison to outside agencies, Cit
and public on recycling issues.
2.
4.
5. I (continued)
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PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
PROGRAM GROUP: UTILITY
FUND: SOLID WASTE ENTERPRISE
ACCT NO. 5206375
PROGRAM ACTIVITIES: PERFORMANCE OBJEC'TIVES:
RecvclinalDiversion: (continued) 6. Evaluate and implement new recycling/diversion
programs as appropriate, Le., mixed paper collection.
Keep abreast of recycling trends. 7.
ComDostina: Administer yard waste pick-up 1. Administer and monitor the Yard Waste Collec-
program. tion Program.
2.
3.
Review yard waste processing site proposals.
Keep abreast of composting trends.
Household Hazardous Waste: Provide for safe 1. Negotiate, administer, and monitor contract for
collection and disposal of household hazardous Household Hazardous Waste Program.
waste.
2. Coordinate collection events with County staff,
as appropriate.
Ensure staff support for collection events. 3.
4. Attend meetings as necessary.
Public Information: Develop public information 1. Prepare correspondence, press releases, and
materials related to solid waste program. Develop
school and community group programs.
brochures for all new solid waste programs.
Continue recycling and anti-litter presentations to
schools and community groups.
3. Prepare Spanish language materials.
4. Develop and distribute household hazardous
2.
waste educational materials.
Coordinate efforts with authorized collector and/
or other agencies when feasible.
5.
In-House Recvcling: Coordinate the recycling 1. Monitor in-house recycling program.
program of materials collected at City facilities.
2. Add materials to in-house recycling program as
appropriate.
Prepare annual report of recycled product usage.
m: Provide for litter collection services in 1. Fund the honor camp crews which will continue
conjunction with the Streets Division.
Recvclinn Market Development: Support efforts to 1. Attend meetings as necessary.
develop local markets for recycled materials. Repre-
sent City on North County Recycling Market Develop- Keep abreast of market trends.
ment Zone.
3.
to be administered by the Streets Division.
2.
SIGNIFICANT CHANGES:
Funding of $75,000 for participation in the region's Household Hazardous Waste Program, previously funded via the
landfill tip fee, is requested in this budget submittal.
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1998-99 CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document v
incorporates the current budget for capital projects with future planned revenues
expenditures. Most noticeable in this years CIP is the City’s ability to fund accelei
construction of several projects, particularly those related to major street improver?
throughout the City. This opportunity to fund more projects due to increased revenues
direct result of strong recovery in the building industry which exceeded previous expectat
The 1998-99 Capital Improvement Program totals $74 million, an increase of $6.8 million
the 1997-98 adopted budget of $67.2 million. Most of this increase can be attributed to r
street construction projects throughout the City. Projected revenues for the 1998-99 pro
total $71 million, an increase of $25.9 million from the 1997-98 estimates. The rise in pro](
revenue is a result of increased development, bond proceeds for construction of the Carl
Municipal Golf Course, and contributions from the City of Vista for the Vista/Carl
Interceptor project. It is expected that development will continue at a strong pace through E
and in the years to follow.
As development increases within the City, there comes a
corresponding increase in the demand for development-
related services and new facilities. In addition, the City’s
growth management plan requires that a standard level
of facilities be available to meet the new demands or
development cannot proceed. The CIP reflects the
increase in demand with a continued aggressive plan.
As Carlsbad continues to grow and prosper, the CIP is
one of the tools available to Council to address the issue
of funding availability weighed against the demand for
es. It also ensures that the necessary
infrastructure and facilities are built on a schedule th
Carlsbad’s citizens and businesses as prescribed by the City’s growth management stand
This report and the accompanying CIP documents and schedules reflect the actions takc
fulfill these needs.
A discussion of the City’s Growth Management Plan can be found at the end of this report. Ill GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order to
project the revenues which result from development. Growth assumptions were
made and continue to change in correlation with the economic climate.
Residential and non-residential development information was compiled by the
Planning, Building and Engineering Departments, and the Finance Department
overlaid the economic forecast.
This past year, City staff and San Diego Association of Governments studied the w buildout capacities of the City using adopted general plans, estimates of existing
development, and estimates of how remaining net developable land might develop. The I
of this analysis was a reduction in the total number of units at buildout from 54,600 to 48
which more closely reflects numbers provided in the January 7, 1998 Housing Unit Capacit Ill 176
report prepared by San Diego Association of Governments. The following ‘table shows the
number of residential units used in calculating estimated revenues for 1998-99 and subsequent
years to buildout. Approximately 16,900 units are expected to be built from this point forward.
Non-residential construction estimates are shown in projected square feet.
1998-99 CIP Growth Assumptions
Residential Non-Residential
Year Units Square Feet
1998-1 999 1,439 1,303,000
1999-2000 1,360 81 8,000
2000-2001 1,311 724,000
2001 -2002 1,173 498,000
2002-2003 904 803,000
Years 6-1 0 5,044 3,886,000
Years 1 1-2030 5,645 5,825,000
Total Future 16,876 13,857,000
Residential development for 1997-98 was conservatively projected at 375 building permits,
however, recent estimates anticipate over 1400 units by the end of the fiscal year. This rate of
growth is expected to remain fairly constant with 1439 units projected in 1998-99. Annual
growth in residential units is expected to average about 11 00 units per year for the next 5 to 10
years.
Non-residential development projections are expected to remain high over the next two years
as the Carlsbad Ranch project builds out with the projected square footage dropping off after
the completion of that area. Carlsbad Ranch encompasses over 2.9 million square feet of
commercial and industrial properties. The Carlsbad Company Stores, a 300,000 square foot
specialty outlet center opened in late 1997. This will be followed with the opening of the Leg0
family theme park, a park primarily for children ages 2 -13 based on the Leg0 building bricks, in
1999-2000. Also in the Carlsbad Ranch project area are sites for a community hotel, a resort
hotel and a research and development business park.
Residential Units Trend
1985 to 2003
Permits Issued
3000
2500
2000
1500
1000
500
0
WID~~~O~~O~WID~~J~O~NO wwwwwmmmmammmmmoooo mmammmmammmmammoooo rrrrrrrrrrrrrrrmwww
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Water/Sewer
Rep1 ace men t
17.9%
Development Spec ia I
43.6% Districts
16.5%
based on actual projections in each category this year, with office space included in the
commercial category. A blended building permit valuation of $38 per square foot of
construction was used to calculate non-residential Public Facilities fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of use. A multi-family residential dwelling unit was
assigned eight trips per day and a single-family unit was assigned ten trips per day. Each
residential trip was valued at the current TIF of $85. The trips-per-day value for commercial
and industrial buildings was averaged at 30 trips per 1,000 square feet of development,
although the actual volume of trips generated by commercial/industriaI building can vary widely
depending on the ultimate land use. The value assigned to each commercial/iiidustrial trip was
$34, the current TIF.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, as some projects previously funded from these sources are now funded through this
CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhatn Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district.
There is one new and one proposed Bridge & Thoroughfare Fee District included in this year’s
CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed this year to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
is proposed to fund portions of Cannon Road from Interstate 5 to El Camirro Real. Several
reimbursement or prepayment agreements are in place so that developers can construct
portions of the roadways in advance of formal adoption of the fee program, arid thus, proceed
with their development projects.
CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established growth management standard requirements for facilities. Wherever project
scheduling changes were proposed, compliance with the Growth Management Plan and
funding availability were evaluated. In the past, selected park and street projects were
scheduled in phases to defer costs and balance CIP expenditures with projected revenues.
With the increased development in Carlsbad during the past couple of years and increased
estimates for the future, construction of projects has been accelerated.
CAPITAL PROJECTS 1998-99 TO BUILDOUT
The CIP for 1998-99 to buildout outlines approximately 208 future projects at a total cost of
$460.4 million. The largest expenditure category is for street, traffic signal i3nd interchange
projects at $130 million or 28.2% of the total. Included are the construction of arterials and
roadways as well as the widening of some existing streets such as La Costa Avenue and
Rancho Santa Fe Road. Construction on the La Costa Avenue widening project began in 1997-
98, following completion of the La Costa Avenue project. Work on Rancho Santa Fe Road
between Questhaven and Melrose is expected to begin in 1998-99, as well as the extension of
Poinsettia Lane from Aviara Parkway to El Camino Real.
The second largest expenditure category is for park projects totaling $87.5 million, or 19% of
the total planned capital expenditures. Park projects include development of acreage within all
quadrants of Carlsbad including Poinsettia Park, Veterans Memorial Park, Larwin Park, Leo
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Other
5.6%
Parks
Drainage 19.0%
Water
7.7%
Civic
15.5% Sewer
18.9%
5.1 %
Streets
28.2%
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
e South Carlsbad Library -Construction of the South Carlsbad Library began this year with
the opening anticipated in Spring/Summer of 1999. The Cole Library is scheduled to
close and undergo extensive remodeling upon the completion and opening of the new
Library. This is currently scheduled for 1999-2000.
Carlsbad Municipal Golf Course - Initial construction is slated for 1998-99
directly south of the future Veterans Memorial Park.
Streets - Several large street construction projects are planned for the
e
for the City’s 250 acre golf course located in the industrial corridor L-$+ ., . e,/
e
next 5 years. The extension of Cannon Road West from 1-5 to El Camino Real will
continue, and Faraday Avenue south of Cannon road is scheduled for construction in
1998-99. In addition, the extension of Poinsettia Lane from Aviara Parkway to Casia will
begin in 1998-99. A direct benefit of completing these major streets will be to alleviate
traffic on Palomar Airport Road. Two major road widening projects began in 1997-98:
La Costa Avenue between 1-5 and El Camino Real, and Palomar Airport Road between
Yarrow and El Camino Real. The widening of Rancho Santa Fe Road between
Questhaven and Melrose is scheduled to begin in the year 1999-2000.
n e Civic Facilities - Phase II of the Public Safety and Service Center is
scheduled for 1998-99 in order to meet growth need requirements.
This phase includes construction of a purchasing warehouse, general
offices and yard facilities for the Community Services Departments
and Utilities and Maintenance Departments. In addition, the CIP
includes funds to lease and/or purchase a building which will be used
for Public Works, Community Development, and Administrative offices to meet the
growing space needs of these service areas.
Larwin Community Park - This 22.3 acre site is scheduled for conslruction in 1999-
2000. Park development may include construction of two tennis courts, a tot-lot, rest
rooms, a picnic area, a level turf area, a parking lot
and a trail system.
e
0 Leo Carrillo Park - The master plan of Leo Carrillo
Park is complete, and the development of phase two
existing structures, landscaping, parking lots, rest
rooms, walkways, large group picnic facilities and tot- *? 3 nature with the option for interpretative programming. I1 i
Business Park Recreational Facility - The City is
t
/
k is scheduled to begin in 2001-2002 on this 10.5 acre
site. Park development will consist of rehabilitation to ,P4,%- ,-
l( lots. The general theme for this park will be passive in
e & planning land acquisition for this park in late 1997-98
or early 1998-99 Initial construction is slated for 2000-2001, with design work
preceding construction in 1999-2000. Amenities may include baseball and soccer fields,
basketball and handball courts, volleyball, a picnic area, jogging trails and parking.
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Parks Other
19.0% 10.5%
Drainage
5.3%
Civic
10.0%
Water
9.4%
Sewer
18.1 %
-
Streets
27.7%
Transnet Highway Taxes ($4.2 million), CFD #1 revenues ($6.5 million) and Bridge and
Thoroughfare District Fees ($7.0 million). The project to extend Faraday Aveinue is scheduled
for a $3.3 million appropriation from the CFD#I fund, and the Poinsettia Lane extension project
will receive an additional $2.6 million from Bridge and Thoroughfare District Fees. Once
completed, this road will extend east to El Camino Real from its existing intersection at Aviara
Parkway.
There are five traffic signals planned in 1998-99 are located at the following intersections:
Carlsbad Village Drive and Donna Drive, Carlsbad Village Drive and Valley Street, El Camino
Real and Calle Barcelona, Faraday Avenue and Priestly Drive, and Palomar Airport Road and
Melrose Drive. There are no additional appropriations scheduled for 1-5 interchange projects.
Park Proiects
Park construction projects are 19% of the total 1998-99 expenditures at $1,4.1 million. The
largest appropriation is $13.2 million for the Carlsbad Municipal Golf Course to be funded by a
bond issue. In addition, during 1998-99 Phase IA of Poinsettia Park will undergo additional
construction.
Sewer Proiects
Sewer funding of $13.4 million reflects Carlsbad’s share of costs for the Enlcina Wastewater
Facility capital improvements, and two major interceptor projects. The coristruction of the
Vista/Carlsbad Interceptor will continue with another $6.8 million towards the installatior? of a
new and upgraded sewer trunk line. The South Agua Hedionda Interceptor prqject is scheduled
to receive an additional appropriation of $2.7 million in 1998-99, and will provide sewer service
to those areas generally to the south side of Agua Hedionda Lagoon.
Civic Proiects
Civic projects total 10% or $7.4 million of the 1998-99 capital appropriation. The largest
appropriation is $3.8 million for the Public Safety and Service Center. Other projects in this
category include design for the Cole Library remodel, the Financial Information System
implementation, and ADA modifications at various locations throughout the City.
Water Proiects
The water category, including reclaimed water, is 9.4% of the total 1998-99 CIP with
appropriations of $7 million. The Cannon Road Transmission Main will receive an additional
$800,000, and water lines totaling almost $1.8 million are scheduled along Poinsettia Lane in
conjunction with the road construction project. Another $1.4 million is scheduled for debt service
payments on previous potable and reclaimed water projects.
Drainage Proiects
Drainage projects are 5.3% of the total 1998-99 expenditures at $3.9 million. This is almost
exclusively for the continued construction of the South Carlsbad Village Storm Drain funded by
Transnet-Local funds. This project will construct a storm drain system (primarily within the
Northern San Diego Railroad right-of-way) to carry storm water from the area bounded by
Carlsbad Village Drive, Highland Drive, Garfield Street and Agua Hedionda Lagoon.
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SUMMARY
The 1998-99 to Buildout CIP continues to reflect an aggressive plan for new facilities.
being driven by the increased pace of development and the need to insure that facilitie!
available to service the developing areas as well as the current residents. Significant pro!
continues on the traffic circulation projects in response to and in anticipation of currenl
future development within the City. The 1-5 interchange at La Costa Avenue is complete
the La Costa Avenue widening to El Camino Real is underway. Other major circulation prc
under construction or scheduled in the next year include Cannon Road West, Poinsettia 1
Aviara Parkway, and the extension of Faraday Avenue. Funding for the Public Service C
is included in the 1998-99 CIP, and the construction of the Carlsbad Municipal Golf Cc
should begin.
The current fee structure is working in conjunction with the growth management pla
evidenced by the availability of revenue to fund the increased need for capital pro,
Carlsbad's philosophy has been to build quality capital facilities which meet, and at 1
exceed, growth management standards. Practices such as phasing projects over a peri
years to match funding availability as well as maximizing the use of available balances
been implemented, when necessary, in order to meet the needs of Carlsbad's citizens.
1998-99 to Buildout Capital Improvement Program reflects the commitment of Carlsl
Council and staff to providing its residents with a better quality of life. II
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GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Library
- Wastewater Treatment - Parks
- Circulation - Drainage
- Fire - Open Space
- Schools - Sewer Collection
- Water Distribution
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Plan impacts both the operating budget and the Capital Improvement
Program. The detailed level of planning required by growth management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed
by the rate of development and the eleven performance standards. New public facilities often
require additional staffing and other resources, which affects the operating budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address alreas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 1998-99 CIP, compliance with the Growth Management
Plan is assured.
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CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forti
process a city or county must follow to establish developer fees to finance public facilities.
legislation applies to fees established, increased, or imposed on or after January 1, 198s
effective date of the law. AB 1600 contains four general requirements:
P A "nexus" or connection must be established between a development project or cla
project and the public improvement being financed with the fee. All AB 1600
adopted by the City have met the nexus test. For example, Traffic Impact, Bridge
Thoroughfare District and Drainage Sewer Benefit Area fees were all established L
AB 1600.
The fee must be segregated from the General fund. Carlsbad segregates all Ci
funds not only from the General fund, but also each classification of fee as well.
Fees collected by a city or county must be spent or committed to a project within i
year period. Funds are viewed to be committed if they are programmed to be spe
a specific project(s). If the money is not spent, findings must be made describini
continuing need for that money each fiscal year after the five years have expired.
City of Carlsbad commits the revenues from these fees through its Capital Improve
Program budget. This budget, which is adopted by the City Council, sets forth the (
Capital Improvement Program from the current year to projected build out of the (
The expenditure plan is updated annually as part of the City's budget process.
Refunds must be made only if the City cannot make the required findings. At this
no refunds are due because the City's Capital Improvement Program commits a
1600 fees to projects to be constructed both in the current year and in the future.
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1997-98
JULY 1. 1997 ESTIMATED ESTIMATED JUNE 30, 1998
UNRESERVED EST1 MATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE
GENERAL CAPITAL CONST. 2,633,473 1,720,999 1,480,947 785.’165 2,088,360
261,694 PUBLIC ART 315,481 10,738 64,525 0
GOLF COURSE 2,243,545 573,155 1,766,123 490,000 560,577
PUBLIC FACILITIES FEE 14,638,029 7,551,332 545,286 0 21,644,075
4,132.1 08 ZONE 5,13,16 PARK FEE 3,016,808 1,155.242 39,942 0
PIL AREA 1 NW 2,385.629 181,649 0 0 2,567,278
PIL AREA 2 NE 816,776 46,527 0 0 863,303
PIL AREA 3 SW 355,934 603,599 3,449 0 956,084
1,590,996 PIL AREA 4 SE 1,138,654 452,342 0 0
LETTERS OF CREDIT 0 0 0 0 0
TRAFFIC IMPACT FEE 3,088,381 2,389,333 81 1,562 0 4,666,152
TRANSNET/LOCAL 842,883 4,546,370 2,032,218 0 3.357,035
TRANSNET/BIKE 24,823 878 0 0 25,701
TRANSNET/STP 1,179,066 67,078 0 0 1,246,144
TDA 66,589 314,114 7,649 0 373,054
STATE GRANTS 11 2,773 155,938 38,834 133,023 96,854
1 .l46,617 ASSESSMENT DISTRICTS 1,422,447 0 151,830 124,0100
138,776 19,089,487 CFD #1 22,822,712 14,237,303 17,831,752
CFD #2 11,304,215 4,454,497 936,342 0 14,822,370
CANNON ROAD WEST BTD#3 479,780 266,787 29,520 15,872 701,175
POINSETTIA BTD #2 3,471,999 (1 22,658) 182,239 40,000 3,127,102
FEDERAL GRANTS (266) 299,854 105,166 0 194,422
SDG & E 0 0 0 0 0
PLANNED LOCAL DRAINAGE 4,479,721 1,159,953 92,068 0 5, -7,606
SEWER BENEFIT AREAS 542.734 177,592 104,789 0 61 5.537
17,730,685 SEWER CONNECTION 14,942,223 4,697.425 802,143 1,106,820
8,131,199 SEWER REPLACEMENT 8,583,931 280,956 733,688 0
1,278,269 WATER - RECYCLED WATER 869,452 579,444 10,627 160,000
WATER CONNECTION 4,954,331 4,927,905 1,690,998 1,280,985 6,910,253
WATER REPLACEMENT 7,899,739 762,931 1,834,895 243,997 6,583,778
REDEVELOPMENT BONDS 2,325,280 79,835 536,787 77 1,868,251
GAS TAX 4,750,106 1,546,746 42,316 531,351 5.723,185
OTHER 1,139,366 3,125,493 3,173,643 0 1,091,216
5,050,066 141.237.238 TOTAL 124,078,978 59,789,401 37,581,075
TRANSNET/HlGHWAY (374,299) 3,278,127 2,495,484 0 4oa,w
COUNTY GRANTS 1,606,663 267,916 36,253 0 1,838,326
187
JULY 1,1998
PROJECTED ESTIMATED
FUND BALANCE REVENUES
II
1
II
II
GENERAL CAPITAL CONST 2,088,360 1,925,000
PUBLIC ART 261,694 0
GOLF COURSE 560,577 15,000,000
PUBLIC FACILITIES FEE 21,644,075 5,036,875
ZONE 5,13,16 PARK FEE 4,132,108 387,200
PIL AREA 1 NW 2,567,278 334,152
PIL AREA 2 NE 863,303 141,120
PIL AREA 3 SW 956,084 386,610
PIL AREA 4 SE 1,590,996 186,690
LETTERS OF CREDIT 0 0
TRAFFIC IMPACT FEE 4,666,152 1,613,029 11 TRANSNETILOCAL 3,357,035 7,490,000
TRANSNETlHlGHWAY 408,344 743,000
TRANSNETIBIKE 25,701 0
TRANSNETISTP 1,246,144 0
373,054 0 Ill TSY~TE GRANTS 96,854 0
COUNTY GRANTS 1,838,326 221,618
ASSESSMENT DISTRICTS 1,146,617 0
19,089,487 8,969,923 Ill E;:;; 14,822,370 1,736,750
CANNON ROAD WEST BTM 701,175 600,509
POINSETTIA BTD #2 3,127,102 416,183 111 LEZGRANTS 194,422 0
0 0
PLANNED LOCAL DRAINAGE 5,547,606 224,090
SEWER BENEFIT AREAS 615,537 3,025,000
SEWER CONNECTION 17,730,685 10,956,060
SEWER REPLACEMENT 8,131,199 1,200,000
WATER - RECYCLED WATER 1,278,269 250,000 111 WATER CONNECTION 6,910,253 4,444,089
WATER REPLACEMENT 6,583,778 4.1 25,000
REDEVELOPMENT BONDS 1,868,251 0
GAS TAX 5,723,185 1,500,000
1,091,216 70,000 lli TOE::: 141,237,238 70,982,899
1
1997 - 98 1998 - 99
CONTINUING NEW TOTAL CIP
APPROPR APPROPR APPROPR
1,392,211 1,897,000 3,289,211
116,118 20,000 136,118
560,577 15,000,000 15,560,577
5,804,327 4,249,577 1,554,750
3,960,058 0 3,960,058
0 0 0
0 0 0
238,000 0
0 0 0
0 0 0
2,096,581 2,817,000 4,913,581
10,679,231 2,469,231 8,210,000
293,451 743,000 1,036,451
0 0 0
0 0 0
352,329 0 352,329
80,757 0 80,757
1,792,946 0 1,792,946
926,547 0 926,547
9,683,465 11,664,600 21,348,065
2,367,825 1,867,825
420,571 0 420,571
536,916 2,600,000 3,136,916
192,140 0 1 92,140
0 0 0
1,027,407
397,211 2,665,000 3,062,211
5,185,575 9,241.846 14,427,421
5,794,471 4,521,581 1,272,890
389,882 160,000 549,882
2,856,650 6,441,869 9,298,519
2,285,700 2,510,451 4,796,151
301,878 1,550,000 1,851,878
844,684 1,573,200 2,417,884
853,192 70,000 923,192
46,406,369 73,978,297 120,384,666
238,000
500,000
1,027,407 0
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1998-99
1994-95 1995-96 (1) 1996-97 (1 ) 1997-98 (1) 1998-99 (1)
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 1,010,273 2,888,993 3,000,585 1,720,999 1,925,000
PUBLIC ART 17,457 20.454 18,033 10.738 0
GOLF COURSE 109,308 42,191 79,365 573.1 55 15,000,000
PUBLIC FACILITIES FEE 2,266,914 3,172,700 4,618,487 7,551,332 5,036,875
ZONE 5.13 & 16 PARK FEE 1,940,278 375,038 701,492 1,155,242 387,200
PIL AREA 1 NW 102,202 271,399 283,688 181.649 334,152
PIL AREA 2 NE 31,349 234,755 44,222 46,527 141,120
386,610 603,599 PIL AREA 3 SW 36,066 12,911
186,690 PIL AREA 4 SE 48,832 68,857 278,736 452,342
LETTERS OF CREDIT 0 0 0 0 0
TRAFFIC IMPACT FEE 481,029 772,544 1,101,838 2,389,333 1,613,029
TRANSNETlLOCAL 22,535 24,122 1,155,361 4,546,370 7,490,000
TRANS N ETlH I G H WAY 9,667 8,503 103 3,278,127 743,000
TRANSNETlBlKE 1,351 97 520,948 878 0
TRANSNETlSTP 43.438 660,599 237,167 67,078 0
IDA 5,604 82,683 189.854 314,114 0
STATE GRANTS 642,181 21 3,661 2,596 I 7 08 155,938 0
ASSESSMENT DISTRICTS 160,693 1,037,967 269,106 0 0
403,682
COUNTY GRANTS 232,371 253,417 277,695 267,916 221,618
CFD #I 6,433.487 7,279.245 10,676,209 14,237,303 8,969,923
CFD #2 573.940 3,017,345 6,085,033 4.454.497 1,736.750
BTD#3 CANNON ROAD WEST 101,163 408,294 26,238 266,787 600,509
BTW2 POINS. LN-AVIARA PKWY 0 1,265,756 2,289,588 (1 22,658) 416,183
FEDERAL GRANTS 1 ,I 80,179 165,994 421,036 299,854 0
SDG&E 0 0 0 0 0
PLANNED LOCAL DRAING 655,752 488,794 863,504 1,159,953 224,090
SEWER BENEFIT AREAS (C.D,E,F) 0 0 253,024 177,592 3,025,000
SEWER CONNECTION 1,331,031 2,669,428 2,823,755 4,697,425 10,956,060
1,200,000 SEWER REPLACEMENT 81 1,481 1,233,895 2 .O 1 4,974 280,956
WATER - RECYCLED WATER 40,606 230,676 593,808 579,444 250,000
WATER CONNECTION 1,341,224 2,442,896 2,266,441 4,927,905 4,444.089
WATER REPLACEMENT 1,231 -779 1,107,737 2,185,341 762,931 4,125,000
REDEVELOPMENT BONDS 501,656 133,308 127,079 79.835 0
GAS TAX 0 1,415,803 1,471,758 1,546,'746 1,500,000
OTHER 436,484 542,320 1,352,547 3,125,493 70,000
TOTAL CAPITAL FUNDS 21,800,330 32,542,382 49,227,405 59,789,401 70,982,899
(1) INCLUDES INTERFUND LOANS OR TRANSFERS.
189
BUDGET EXPENDITURE SCHEDULE
1995-1996 TO 1998-1999
1995-96 1996-97 1997-98 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST 1,711,165 3,068,165 2,266,112
PUBLIC ART 33,838 26,780 64,525
GOLF COURSE 677,135 252,506 2,256,123
PUBLIC FACILITIES FEE 3,217,822 1,285,908 545.286
ZONE 5,13 & 16 PARK FEE 0 0 39,942
I
I
I P1LAREA4SE
II
' II TDA COUNTY GRANTS
11 :;E
11 SDG&E 0 0 0
I
CI OTHER
1' PIL AREA 1 NW 0 0 0 dl PILAREA2NE 0 0 0
PIL AREA 3 SW 0 301,226 3,449
0 0 0
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 103,225 275,234 81 1,562
23 786,134 2,032,218 TRANSNET/LOCAL
TRANSNET/HIGHWAY 60,060 499,666 2,495,484
TRANSNET/BIKE 0 498,066 0
TRANSNETETP 0 0 0
107,128 251,114 7,649
STATE GRANTS 91 1,459 2,516,379 171,857
540 26 1 36,253
ASSESSMENT Dl STR I CTS 952,074 279,582 275,830
2,298,482 3,540,881 17,970,528
855,711 255,722 936,342
37,532 17,505 45,392 BTM3 CANNON ROAD WEST
BTW2 POINS. LN-AVIARA PKWY 0 83,345 222,239
FEDERAL GRANTS 166,312 421,302 1 05,166
PLANNED LOCAL DRAINAGE 29,466 484 92,068
SEWER BENEFIT AREAS 0 0 104,789
SEWER CONNECTION 1,069,181 1,334,650 1,908,963
SEWER REPLACEMENT 369,356 187,625 733.688
WATER - RECYCLED WATER 386,632 151,251 170,627
WATER CONNECTION 2,377,234 2,447,648 2,971,983 11 WATER REPLACEMENT 969,498 2,170,009 2,078,892
REDEVELOPMENT BONDS 14,130 20,795 536.864
GAS TAX 1,054,472 462,810 573,667
797,240 602,662 3,173,643
TOTAL CAPITAL FUNDS 18.1 99,715 21,737,710 42,631,141
1997-98 1998-99
CONTl NU I NG NEW
APPRO P R APPROPR.
1,897,000
116,118 20,000
560,577 15,000,000
4,249,577 1,554,750
3,960,058 0
0 0
0 0
0 238,000
0 0
0 0
2,817,000 2,096,581
2,469,231 8,210,000
293,451 743,000
0 0
0 0
352,329 0
80,757 0
1,792,946 0
926,547 0
9,683,465 11,664,600
1,867.825 500,000
420,571 0
536,916 2,600,000
192,140 0
0 0
1,027,407 0
2,665,000
5,185.575 9,241,846
1,272,890 4,521,581
389,882 160,000
2,856,650 6,441,869
2,285.700 2,510,451
301,878 1,550,000
844,684 1,573,200
853,192 70,000
46,406,369 73,978,297
1,392,211
397,211
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197
199
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
I BEGINNING
FUND BAL 7/1/98 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 696,149 1,925,000 1,897,000 724,149
PUBLIC ART 145,576 0 20,000 125,576
PUBLIC FACILITIES FEE 17,394,498 5,036,875 1,554,750 20,876.623
ZONE 5,13,16 PARK FEE 172,050 387,200 0 559,250
PILAREA 1 NW 2,567,278 334,152 0 2,901,430
PIL AREA 2 NE 863,303 141,120 0 1,004,423
1,104,694 PIL AREA 3 SW 956,084 386,610
PIL AREA 4 SE 1,590,996 186,690 0 1,777,686
LETTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACT FEE 2,569,57 1 1,613,029 2,8 1 7,000 1,365,601
TRANS N ETlLOCAL 887,804 7,490,000 8,210,000 167,804
TRANSNET/HlGHWAY 114,893 743,000 743,000 114,893
TRANSNETlBlKE 25,701 0 0 25,701
1,246,144
TDA 20,725 0 0 20,725
STATE GRANTS 16,097 0 0 16,097
COUNTY GRANTS 45,380 221,618 0 266,998
ASSESSMENT DISTRICTS 220,070 0 0 220,070
CFD #1 9,406,022 8,969,923 11,664,6(310 6,711,345
CFD #2 12,954.545 1,736,750 500,000 14,191,295
CANNON ROAD WEST BTD#3 280,604 600,509 0 881,113
POINSETTIA BTD #2 2,590,186 41 6,183 2,600, OClO 406,369
FEDERAL GRANTS 2,282 0 0 2,282
SDG 8 E 0 0 0 0
PLANNED LOCAL DRAINAGE 4,520,199 224,090 0 4,744,290
SEWER BENEFIT AREAS 218,326 3,025,000 2,665,000 578,326
SEWER CONNECTION 12,545,110 10,956,060 9,241,846 14,259,324
SEWER REPLACEMENT 6,858,309 1,200,000 4,521,581 3,536,728
WATER - RECYCLED WATER 888,387 250,000 160,000 978,387
WATER CONNECTION 4,053,603 4,444,089 6,441,869 2,055,823
WATER REPLACEMENT 4,298,078 4,125,000 2,510,451 5,912,627
REDEVELOPMENT BONDS 1,566,373 0 1,550,000 16,373
GAS TAX 4,878,501 1,500,000 1,573,200 4,805,301
OTHER 238,024 70,000 70,000 238,024
TOTAL 94,830,869 70,982,899 73,978,297 91,835,471
GOLF COURSE 0 15,000,000 15,000,000 0
238,000
TRANS N ET/STP 1,246,144 0 0
(1) BEGINNING BALANCE ON 7/1/98 IS NET OF CONTINUING APPROPRIATIONS.
201
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
111
5
I
Ill
11' PIL AREA 4 SE 1,777,686 88,200 0 1,
11 TFSNET/STP 1,246,144 0 0 1,
11 ASSESSMENT DISTRICTS 220,070 0 0
II
1
IC GAS TAX 4,805,301 1,550,000 504,200 5,l
I
ii
Ill
II
11
11
EAR 2 1999 - 2000 1 BEGINNING
FUND BAL 7/1/99 REVENUE EXPENDITURES
724,149 900,000 1,373,000
PUBLIC ART 125,576 0 20,000
GOLF COURSE 0 0 0
PUBLIC FACILITIES FEE 20,876,623 4,462,812 5,616,000 19,
ZONE 5,13,16 PARK FEE 559,250 188,360 250,000
PILAREA 1 NW 2,901,430 304,668 0 3,
PIL AREA 2 NE 1,004,423 161,700 0 1,
PIL AREA 3 SW 1,104,694 382,200 0 1,
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 1,365,601 1,250,639 297,000 2,
TRANSNEnLOCAL 167,804 2,300,000 2,300,000
TRANSNETIH IGHWAY 114,893 0 0
TRANSNETIBIKE 25,701 0 0
20,725 0 0
STATE GRANTS 16,097 1,900,000 1,900,000
COUNTY GRANTS 266,998 232,699 0
CFD #I 6,711,345 7,296,647 698,000 13,
CFD #2 14,191,295 105,239 0 14.
CANNON ROAD WEST BTWI3 881 ,I 13 104,160 412,000
POINSETTIA BTD #2 406,369 242,000 0
FEDERAL GRANTS 2,282 5,821,600 5,821,600
SDG&E 0 0 0
PLANNED LOCAL DRAINAGE 4,744,290 661,721 40,000 5,
SEWER BENEFIT AREAS 578,326 1,925,000 2,287,000
SEWER CONNECTION 14,259,324 6,893,399 2,296,210 18,
SEWER REPLACEMENT 3,536,728 1,200,000 2,591,648 2, I1 WATER - RECYCLED WATER 978,387 250,000 660,000
3,453,983 2,1
5, 2,587,592
!I! GENERAL CAPITAL CONST
s
WATER CONNECTION 2,055,823 4,001,631
WATER REPLACEMENT 5,912,627 2,025,000
REDEVELOPMENT BONDS 16,373 0 0
OTHER 238,024 0 0
TOTAL 91,835,471 44,247,675 33.1 08,233 102,l
202
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
YEAR 3 2000 - 2001 1 BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING
203,149 GENERAL CAPITAL CONST. 251,149 650,000
PUBLIC ART 105,576 0 20,000 85,576
GOLF COURSE 0 0 0 0
PUBLIC FACILITIES FEE 19,723,435 4,257,048 5,045,000 18,935,483
ZONE 5,13,16 PARK FEE 497,6 10 1,968,396 2,450,000 16,006
PILAREA 1 NW 3,206,098 67,158 0 3,273,256
1,330,763
PIL AREA 3 SW 1,486,894 536,550 0 2,023,444
PIL AREA 4 SE 1,865,886 226,380 0 2,092,266
LETTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACT FEE 2,319,240 1,163,935 672,000 2,811,175
TRANSNETlLOCAL 167,804 1,700,000 1,700,000 167,804
TRANSNETlHlGHWAY 114,893 0 0 114,893
TRANSNEnBlKE 25,701 0 0 25,701
TRANSNETSTP 1,246,144 0 0 1,246,144
TDA 20,725 0 0 20,725
STATE GRANTS 16,097 0 0 16,097
COUNTY GRANTS 499,697 244.334 0 744,031
ASSESSMENT DISTRICTS 220,070 0 0 220,070
CFD #I 13,309,992 6,456,015 110,000 19,656,007
5,702,400 9,662,871 CFD #2 14,296,534 1,068,737
2,173,273 CANNON ROAD WEST BTM3 573,273 2,000,000
POINSETTIA BTD #2 648,369 197,360 0 845,729
FEDERAL GRANTS 2,282 0 0 2,282
PLANNED LOCAL DRAINAGE 5,366,011 642,848 160.000 5,848,859
SEWER BENEFIT AREAS 216,326 2,400,000 2,581,000 35,326
SEWER CONNECTION 18,856,513 1,937,404 12,369,196 8,424,721
SEWER REPLACEMENT 2,145,080 1,200,000 2,936,400 408,680
WATER - RECYCLED WATER 568,387 500,000 1,060,000 8,387
WATER CONNECTION 2,603,471 3,758,816 1,031,226 5,331,061
WATER REPLACEMENT 5,350,035 2,025,000 1,546,424 5,828,611
REDEVELOPMENT BONDS 16,373 0 0 16,373
GAS TAX 5,851,101 1,600,000 0 7,451,101
OTHER 238,024 1,210,000 1,210,000 238,024
TOTAL 102,974,913 36,674,62 1 40,391.64.6 99,257,888
698,000
PIL AREA 2 NE 1,166,123 164,640 0
400,000
SDG&E 0 700,000 700,000 0
203
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
Ill
It
11
111 PUBLIC ART 85,576 0 20,000
111 ZONE 5,13,16 PARK FEE 16,006 49,600 0
111
'I' TRANSNET/HlGHWAY 114,893 0 0
!Il ASSESSMENT DISTRICTS 220,070 0 0
11 POINSETTIA BTD #2 845,729 716,400 0 1
Ii' SEWER BENEFIT AREAS 35,326 400,000 0
1
I1' GASTAX 7,451,101 1,650,000 80,000 9, I
.I
1
Ill
I
I
YEAR 4 2009 - 2002 I BEGINNING
FUND BAL 7/1/2001 REVENUE EXPENDITURES
GENERAL CAPITAL CONST 203,149 650,000 525,000
GOLF COURSE 0 0 0
PUBLIC FACILITIES FEE 18,935,483 3,715,499 4,319,000 18
PILAREA 1 NW 3,273,256 229,320 0 3
PIL AREA 2 NE 1,330,763 216,090 0 1
PIL AREA 3 SW 2,023,444 431,900 0 2
PIL AREA 4 SE 2,092,266 154,350 0 2
LETTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 2,811,175 944,929 447,000 3
TRANSNEnLOCAL 167,804 1,700,000 1,700,000
TRANSNETIBIKE 25,701 0 0
TRANSNETISTP 1,246,144 0 0 1
20,725 0 0
16,097 0 0
COUNTY GRANTS 744,031 218,982 0
CFD #I 19,656,007 5,476,562 5,810,000 19
CANNON ROAD WEST BTD#3 2,173,273 389,880 0 2
FEDERAL GRANTS 2,282 0 0
SDG&E 0 0 0
PLANNED LOCAL DRAINAGE 5,848,859 470,403 0 6,
SEWER CONNECTION 8,424,721 1,770,415 1,686,000 8,
SEWER REPLACEMENT 408,680 1,200,000 936,400
WATER - RECYCLED WATER 8,387 160,000 160,000
WATER CONNECTION 5,331,061 3,371,093 2,834,808 5,
WATER REPLACEMENT 5,828,611 2,025,000 995,202 6,
REDEVELOPMENT BONDS 16,373 0 0
OTHER 238,024 0 0
TOTAL 99,257,888 29,130,647 31,454,410 96,
111 TDA
STATE GRANTS
CFD #2 9,662,871 3,190,224 11,941,000
204
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
YEAR 5 2002 - 2003 1 BEGINNING
FUND BAL 711 12002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST 328,149 525,000 525,000 328,149
PUBLIC ART 65,576 0 20,000 45,576
GOLF COURSE 0 0 0 0
PUBLIC FACILITIES FEE 18,331,982 3,153,428 950,0010 20,535,410
ZONE 5,13,16 PARK FEE 65,606 165,622 0 231,228
PILAREA 1 NW 3,502,576 230,958 0 3,733,534
PIL AREA 2 NE 1,546,853 21 6,090 0 1,762,943
PIL AREA 3 SW 2,455,344 271,950 2,550,000 177,294
PIL AREA 4 SE 2,246,616 20,580 0 2,267,196
LETTERS OF CREDIT 0 0 0 0
TRAFFIC IMPACT FEE 3,309,104 1,002,932 447,000 3,865,036
167,804 TRANS N ETlLOCAL 167,804 1,700,000 1,700,000
TRANSNETlHIGHWAY 114,893 0 0 114,893
TRANSNETlBl KE 25,701 0 0 25,701
TRANSNETlSTP 1,246,144 0 0 1,246,144
TDA 20,725 0 0 20,725
STATE GRANTS 16,097 0 0 16,097
COUNTY GRANTS 963,013 0 0 963,013
ASSESSMENT DISTRICTS 220,070 0 0 220,070
CFD #I 19,322,569 4,840,467 110,000 24,053,036
CFD #2 912,095 64,974 0 977,069
CANNON ROAD WEST BTD#3 2,563,153 95,728 0 2,658,881
POINSETTIA BTD #2 1,562,129 783,600 0 2,345,729
FEDERAL GRANTS 2,282 0 0 2,282
SDG&E 0 0 0 0
PLANNED LOCAL DRAINAGE 6,319,262 704,306 0 7,023,568
SEWER BENEFIT AREAS 435,326 400,000 0 835,326
SEWER CONNECTION 8,509,136 1,741,859 1,190,000 9,060,995
SEWER REPLACEMENT 672,280 1,200,000 736,400 1, I 35,880
WATER - RECYCLED WATER 8,387 160,000 160,000 8.387
8,688,231
WATER CONNECTION 5,867,346 2,884,720 1,024,682 7,727.384
WATER REPLACEMENT 6,858,409 2,025,000
REDEVELOPMENT BONDS 16,373 0 0 16,373
GAS TAX 9,021,101 1,700,000 250,000 10,471,101
TOTAL 96,934,125 23,~ia7,214 9,858,260 11 0,963,080
195,178
OTHER 238,024 0 0 238,024
205
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
1
Ill
Ill
11 PUBLICART 45,576 55,000 100,000
IIi
11, PIL AREA 4 SE 2,267,196 321,930 0 2
YEAR 6-10 2003 - 2008 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES
GENERAL CAPITAL CONST 328,149 3.1 00,000 2,225,000 1,
GOLF COURSE 0 0 0
PUBLIC FACILITIES FEE 20,535,410 17,191,514 18,221,000 19
ZONE 5,13, 16 PARK FEE 231,228 976,408 0 1
PILAREA 1 NW 3,733,534 1,248,156 2,380,000 2
PIL AREA 2 NE 1,762,943 1,461,180 0 3
PIL AREA 3 SW 177,294 1,813,980 0 1
LElTERS OF CREDIT 0 0 0
TRAFFIC IMPACT FEE 3,865,036 5,205,823 4,435,000 4 11) TRANSNETILOCAL 167,804 8,500,000 8,500,000
TRANSNETIHIGHWAY 114,893 0 0
TRANSNET/BIKE 25,701 0 0
TRANSNETKTP 1,246,144 0 0 1
20,725 0 0
16,097 0 0
111 TDA
STATE GRANTS
COUNTY GRANTS 963,013 0 0 [Il ASSESSMENT DISTRICTS 220,070 0 0
II
'I' SEWER BENEFIT AREAS 835,326 2,000,000 0 2,
CFD #I 24,053,036 16,778,589 34,453,500 6
CFD #2 977,069 237,667 0 1,
CANNON ROAD WEST BTW3 2,658,881 1,535,105 4,000,000
POlNSElTlA BTD #2 2,345,729 2,788,320 3,226,800 1,
FEDERAL GRANTS 2,282 0 0
SDG&E 0 900,000 900,000
PLANNED LOCAL DRAINAGE 7,023,568 4,571,748 0 11,
SEWER CONNECTION 9,060,995 10,536,318 16,635,896 2,
SEWER REPLACEMENT 1,135,880 6,000,000 3,007,000 4,
WATER CONNECTION 7,727,384 2,854,376 8,928,428 1,
16, WATER REPLACEMENT
GAS TAX 10,471,101 8,500,000 255,000 18,
OTHER 238,024 0 0
TOTAL 11 0,963,080 107,501,113 110,605,896 107,
11, WATER - RECYCLED WATER 8,387 800,000 800,000
a,688.231 10,125,000 2,538,272 111 REDEVELOPMENT BONDS 16,373 0 0
13
3i
Ill
1
E
Ill 206
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
2008 to Buildout I BEGINNING
FUND BAL 7/1/2008 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,203,149 4,000,000 4,225,000 978,149
PUBLIC ART 576 200,000 200,000 576
GOLF COURSE 0 0 0 0
PUBLIC FACILITIES FEE 19,505,924 18,789,121 38,082,500 212,545
ZONE 5,13,16 PARK FEE 1,207,635 542,364 1,750,000 (0)
PILAREA 1 NW 2,601,690 1,844,388 4,445,000 1,078
PIL AREA 2 NE 3,224,123 2,837,100 6,060, OCiO 1,223
PIL AREA 3 SW 1,991,274 721,770 2,710,OO~O 3,044
PIL AREA 4 SE 2,589,126 776,160 3,365,0010 286
0 1,725,000 0 1,725,000 LETTERS OF CREDIT
TRAFFIC IMPACT FEE 4,635,859 7,461,843 10,331,OO~O 1,766,702
TRANSNETILOCAL 167,804 2,000,000 2,000,00~0 167,804
TRANSNETlHlGHWAY 114,893 0 0 114,893
TRANSNETIBIKE 25,701 0 0 25,701
TRANSNET/STP 1,246.144 0 0 1,246,144
TDA 20,725 0 0 20,725
STATE GRANTS 16,097 0 0 16,097
COUNTY GRANTS 963,013 0 0 963,013
ASSESSMENT DISTRICTS 220,070 0 0 220,070
CFD #1 6,378,124 9,859,169 15,209,500 1,027,793
CFD #2 1,214,737 395,000 0 1,609,737
CANNON ROAD WEST BTD#3 193,986 1,5 18,504 1,664,000 48,490
POlNSElTlA BTD #2 1,907,249 1,233,460 2,774,000 366,709
FEDERAL GRANTS 2,282 0 0 2,282
SDGBE 0 0 0 0
PLANNED LOCAL DRAINAGE 11,595,316 8,732,558 19,225,000 1,102,874
SEWER BENEFIT AREAS 2,835,326 1 0,000,000 6,100,000 6,735,326
SEWER CONNECTION 2,961,417 16,035,874 18,674,624 322,667
SEWER REPLACEMENT 4,128,880 21,700,000 7,864,800 17,964,080
WATER - RECYCLED WATER 8.387 3,031,000 3,031,000 8.387
WATER CONNECTION 1,653,332 868,276 13 2,521,609
WATER REPLACEMENT 16,274,959 29,730,000 0 46,004,959
REDEVELOPMENT BONDS 16,373 0 0 16,373
GAS TAX 18,716,101 22,100,000 13,325,000 27,491,101
OTHER 238,024 0 0 238,024
107,858,296 166,101,588 161,036,424 1 12,923,460 TOTAL
207
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1998 TO BUILDOUT
Ill
Ill
li
II
Ill
1
I
111 ASSESSMENT DISTRICTS 220,070 0 0
lGRA YEARS ND TOTALS ALL 1 BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES
GENERAL CAPITAL CONST 696,149 11,750,000 1 1,468,000
PUBLIC ART 145,576 255,000 400,000
GOLF COURSE 0 15,000,000 15,000,000
PUBLIC FACILITIES FEE 17,394,498 56,606,296 73,788,250
ZONE 5,13,16 PARK FEE 172,050 4,277,950 4,450,000
PILAREA 1 NW 2,567,278 4,258,800 6,825,000
PIL AREA 2 NE 863,303 5,197,920 6,060,000
PIL AREA 3 SW 956,084 4,544.960 5,498,000
PIL AREA 4 SE 1,590,996 1,774,290 3,365,000
LETTERS OF CREDIT 0 1,725,000 0 1
TRAFFIC IMPACT FEE 2,569,571 18,643,131 19,446,000 1
TRANSNET/LOCAL 887,804 25,390,000 26,110,000
TRANSNET/HIGHWAY 114,893 743,000 743,000
TRANSNET/BIKE 25,701 0 0
TRANSNETETP 1,246,144 0 0 1
20,725 0 0
1,900,000 STATE GRANTS 16,097 1,900,000
COUNTY GRANTS 45,380 91 7,633 0
CFD #I 9,406,022 59,677,372 68,055,600 1
CFD #2 12,954,545 6,798,592 18,143,400 1
111 TDA
6,476,000 CAFjNON ROAD WEST BTD#3 280,604 6,243,886 11 POlNSElTlA BTD #2 2,590,186 6,377,323 8,600,800
FEDERAL GRANTS 2,282 5,821,600 5,821,600
SDG8E 0 1,600,000 1,600,000
PLANNED LOCAL DRAINAGE 4,520,199 16,007,675 19,425,000 1 'I' SEWER BENEFIT AREAS 218,326 20,150,000 13,633,000 6
SEWER CONNECTION 12,545,110 49,871,329 62,093,772
SEWER REPLACEMENT 6,858,309 33,700,000 22,594,229 17
WATER - RECYCLED WATER 888,387 5,151,000 6,031,000
WATER CONNECTION 4,053,603 22,183,002 23,714,996 2
WATER REPLACEMENT 4,298,078 52,080,000 10,373,119 46
REDEVELOPMENT BONDS 1,566,373 0 1,550,000 I" GASTAX 4,878,501 38,600,000 15,987,400 27
OTHER 238,024 1,280,000 1,280,000
TOTAL 94,830,869 478,525,758 460,433,166 112
1
iii
I
Ill
T
Ill
Ill 208
1 GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road, Palomar
Airport Road and College Boulevard, Carlsbad Ranch, and La Costa Downs.
Bridge and Thoroughfare Districts -(BTD #2 and #3) Bridge and Thoroughfaire District No. 3
developer fees to partially fund Cannon Road improvements. Bridge and Thoroughfare District
No. 2 developer fees to partially fund the Poinsettia Lane and Alga Road street construction
project.
CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Ftoos) funds civic
projects, 1-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Rancho Santa Fe Road.
County Grants (COUNTY) - County contributions partially fund Palomar Airport Road
improvements adjacent to McClellan/Palomar Airport.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Rancho Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets 8. Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund and the receipt of license taxes on new construction, are
used to fund various municipal capital projects.
Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City's
Municipal Golf Course.
Letters of Credit (UC) - Letters of Credit from developers help to finance various park
development projects.
Other - Contributions from other agencies or nearby cities fund projects including the South
Agua Hedionda Interceptor construction, and several street improvements.
Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
209
1
1
C
I1
II
IC;
Ill
111
Ill
1
1
I
Ill
Ill
Ill
II!
Ill
Ill 21 0
Public Art - The General Fund contributes 1% of General Capital Construction (GCC) pi
appropriations to fund Public Art projects.
SDG&E - San Diego Gas & Electric Company installs underground utilities within the
boundaries.
Sewer Benefit Area Fees (SEWER BENEF) - Development fees collected for the constri
and improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection chargt
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and
for repair and replacement of the City's existing sewer system.
State Grants (ST GRANT) - State Grants include State and Local Transportation Func
various street improvements.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in ass€
values in the Redevelopment project area. Funds are used to repay Tax Increment Bond!
finance land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Developmer
sales tax receipts.
Traffic ImDact Fees (TIF) - Developer Traffic Impact Fees are used for various !
construction and improvement projects.
TransNet (TRNSNT/BIKE, /HWY, /LOCAL, /STP) - Receipts of County Sales Taxes alb
by the San Diego Regional Transportation Commission finance various bicycle, fre
interchange, and local road improvement projects.
Water Connection (WATER CONN) - Development fees include Major Facility Fees us
fund expansion of water lines and various water projects.
Water Replacement (WATER REPL) - Water Replacement funds are included in water
rates and pay for the repair and replacement of existing water lines and facilities.
Water Recycled (RECL WATER) - Reclaimed Water is purified wastewater to be use
irrigation purposes.
Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Manage
Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the 111 industrial corridor.
21 1
APPENDICES
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description Qty GENERAL FUND I
Ill
8 10010210 CITY CLERK 11 0011010 CITY MANAGER Video Projector 1
(I
II
111
II
Ill
111
111 0012140 POLICE TECHNICAL SERVICES Computer 1
11' 0012144 POLICE COMM CENTER
8
11
11 PL Pu-bt IY
Ill
Ill 21 2
FilinglShelving system for City Clerks Vault 1
Subtotal City Clerk
Subtotal City Manager
0011210 CITY ATTORNEY Modular Office Furniture 1
Scanner 1
Subtotal City Attorney
0011510 HUMAN RESOURCES Employee ID Equipment (Camera, Printer, Software, etc ) 1
Modular storage cabinets 1
Computer - add'l staff in Workers Comp Modular Office Furniture - add'l staff in Workers Comp Telephone - add'l staff in Workers Comp
1 1
1
Subtotal Human Resources 11' PAL LtADtKSHlp GKOUp & AD-TIVt stmts
00121 10 POLICE ADMINISTRATION Color laser printer 1
0012120 POLICE FIELD OPERATIONS Patrol Vehicles 3
Subtotal Police Administration
Subtotal Police Operations
0012121 POLICE FIELD OPERATIONS Traffic "Stalker" radar units 4
Subtotal Police Field Operations
0012131 POLICE INV SERV-VICE/NARC Digital tape recorder 1 Undercover Transmitting cell phone & battery 1 Subtotal Police Vice Narcotics investigations
0012134 POLICE lNVEST/FAMlLY SVCS Computer 1 Subtotal Police Investigative/Family Services
Modular Office Furniture Subtotal Police Technical Services
Replacement Laser printer HP5SI with network card 1
Subtotal Police Communications Center
0012210 FIRE ADMINISTRATION Modular office furniture for EMS office at Fire Station 5 1
1 Modular office furn for Prevention's Admin Sec'y & Reception IC Subtotal Fire Administration
0012220 FIRE SUPPRESSION Low pressure airbag 1 Lite shield shoring system 1
Brass water intake valves for apparatus 1
Lifepak 12 (less $2750 for trade in) 1 Lifepak 12 1
Opticom intersection controller ($8500-4000 carryover) 1 Industrial floor scrubber/cleaner 1 Computer based CD-ROM - Emergency Incident Simulator 1
Subtotal Fire Suppression
0013610 BUILDING INSPECTION Modular furniture system 1 Subtotal Building Inspection
0013210 PLANNING - LAND USE Modular Office Furniture 1
Computer 1 Subtotal Planning Ill rXrrAL coMm DtVELOmNT
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description Qty cost 00131 10 ENGINEERING ADMlN Modular Office Furniture 1 12
Computer 3 7 Inspector vehicle 1 23 Subtotal Engineering Admin 42
0015020 PARK MAINTENANCE Medium size ride-on mower wl48' recycling deck 1 19 Turf tractor 4 U H D 1 26 Rear mounted flail mower deck 1 4
Park playground equipment upgrades 1 44 Sports lighting management program 1 36 Subtotal Parks Maintenance 129
0015055 STREET MAINTENANCE Drain cleaning machine - purchase from Sanitation 1 15 Gas detectors 2 3 Subtotal Street Maintenance 18
001 5060 FACILITIES MAINTENANCE Electric floor scrubber 1 3
40 KVA UPS (ComDev) 1 28 Subtotal Facilities Maintenance 31
0015070 TRAFFIC SIGNAL MAINT Emergency traffic control response trailer 2 15 Subtotal Traffic Signal Maintenance 15
9236
0014540 RECREATION OPERATIONS Fencing to meet fire code requirements 1 1 PA system for special events 1 2
Modular Office furniture at Harding Center 1 8 Modular seating Calvera Hills Comm Center (45 piece set) 6 Subtotal Recreation Operations 19
0014515 REC FEE SUPPORTED Computer 2 5
Reservation, League Scheduling, Training & Installation, etc ) 1 22
0014520 AQUATICS Vacuum pump 1 4
Swim Complex Solar Heating System 1 95
Butterfly valve assembly for main drains 1 3, Auto/Remote operable pool vacuum 1 6, CPR training mannequin 1 2, Subtotal Aquatics 111,
tS $158,
[TOTAL GENERAL FUND $71 7,
1
RecWare Software (Activity registration, Facility
Subtotal Recreation Fee Supported 28
213
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description Qty
11
1
Ill FF
1L VAL L1GH-C-r
SI
Ill
11
1
Ill ' To-tRtNRKPk'st
[I
1
IC IAL SAN'm
Ill
Ill
1
lll JSPEC~AL FUNDS
1212110/ POLICE ASSET FORFEITURE Vehicle - Vice Narcotics 1 1222110 Vehicle - Family Services 1 Laser Printer 1 Computers 2 Subtotal Police Administration
1625057 LIGHTING DISTRICT Underground service locator 1 Subtotal Lighting District
1814001 STATE GRANT LIBRARY PLF 11 Drawer microfilm cabinet 2 Motorized 35-mm Microfilm reader 4 Triumph 481 0 Semi-automatic paper cutter 1 CD-ROM Tower w/ 7 drives incl tax 1 CD Net 1
Subtotal State Grant Library Lit PLF iil , TOTAL sTATt GRANT L PLF
5016310 WATER OPERATIONS Laptop Computer (replacement) 1 Computer w/21" monitor (new) 1 Color Printer 1 Scanner w/document feeder 1 Large format plain paper copier 1 Wireless modems 4 30"/32" Telemetry monitor 1
Gas detectors 5 Transportable vacuum system 1 Flashing arrow signs 1 Western Mule bumper-mounted crane 1
Subtotal Water Operations 11; 5026310 RECLAIMED WATER OPERATIONS Trench safety equipment trailer 1
Subtotal Reclaimed Water Operations
5116310 SANITATION Laptop computer (new) 1 Automatic letter opener 1 Sewage flow meters 3 Lift station dialers (replacements) 2 Air compressor, truck mounted 1
Hoist system for confined spaces 1 AsphalffConcrete saw wl trailer 1 Gas detectors 1
Subtotal Sanitation
11 214
PLANNED CAPITAL OUTLAY ITEMS 1998-99
Org Key Department Item Description Qty cost
6205060 FLEET VEHICLE MAINT Five-gas emissions analyzer 1 46
6215061 VEHICLE REPLACEMENT Police patrol vehicles 13 35 1 Intermediate sedans 2 36 Utility vehicles 2 60 1/2 ton pickup trucks 1 20 314 ton pickup trucks 3 72 1 ton flatbed utility truck 4 100
Senior citizens bus 1 70 High pressure hydraulic sewer cleaning machine 1 210 Large equipment trailers 2 36 Medium equipment trailer 1 13
Small equipment trailer 3 30
Roller 1 35
Sweeper - sea wall 1 40 Turf truck 1 9 Olathe sweeper 1 18 Gang mower 1 40 Stump cutter / trailer 1 12 Subtotal Vehicle Replacement 1,152
VtHlCLt MAIK $1,198
6401710 INFORMATION SYSTEMS Ethernet switches (City Hall Safety Center, and ComDev) 17 50 File server City Hall (Replace) 1 16 Dual processor upgrade to HP9000 1 22 Miscellaneous network upgrades 1 10
Upgrade Fire Stations phone systems 6 39
Computer & phone 3 9
Connect Senior Center voice and data systems to City Hall 1 16
Modular Office Furniture 14 Subtotal Information Services 179
5-
1 TOTAL SPECIAL FUNDS $1,591
GRAND TOTAL $2,308,
21 5
CITY OF CARLSBAD Ill CONFERENCE TRAVEL 1998-99
#OF
DRG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0010110 CITY COUNCIL League of CA Cities Annual Conference 5 Long Beach
Nall League of Cities Annual Conf a Mtgs wliegislators
Meetings with State Legislators 1 Sacramento
GENERAL FUND 1 1
1
II
1111
lll
II:
S
II
Ilk
1
1
Ill
1
Ill
Ill
2 Washington D C
0011010 CITY MANAGER League of CA Cities Annual Conference 3 LongBeach
League of CA Cibes - Manageh Conference 1 California
National League of Cibes Conference 1 Washington Dc
CALPERLA Annual Conference 1 Monterey
ICMA Annual Conference 1 Orlando FL
CSMFO Annual Conference 1 California
Innovations Group Annual Conference 1 Cleamater FL
lnnovabons Group Quartelly Operations Committee Mtg 1 Outof State
a
0010210 CITY CLERK CCAC Annual Conference 1 Northern California
IIMC Annual Conference 1 Ottawa Canada
League of CA Cibes Eledon 8 New Law Seminar 1 Monterey
0011210 CITY ATTORNEY Assmabon of Caltfornia Water Agenues 1 Sacramento
lnrl Muniapal Lawyers' ASsouabon Annual Meebng 1 MiamiBeach FL
inrl Muniapal Lawyers' ~ssoc Mid-Year Meebng 1 Washington D C
League of CA Ctbes Annual Meehng
League Employee Relatlons Seminar 1 SanDiego
League City Attorneys Spnng Conference 2 Monterey
League Planners Institute 1 LongBeach
SDICCAA Spnng Meeting 3 PalmSpnngs
2 Long Beach
W11310 FINANCE League Finanual Mgt Conference 1 SanDiego
CSMFO Conference 1 Northern California
CMBTA Conference 1 California
Bi-Tech User Group Conference 2 LasVegas NV
Revenue Officer Conference 1 California
0010310 CITY TREASURER Bnefing of Local Agency Investment Fund (LAIF) 1 Sacramento
Muniupal Treasurers' Assoc of US/CAN Conference 1 SaltLakeCity UT
0011410 PURCHASING Annual CAPPO Conference 1 Sacramento
0011510/ HUMAN RESOURCES CALPERLA Annual Conference 2 Monterey
2 California League of California Clues Conference
University Assoaales Training Conference 1 California
Bi-Tech Software User Group Conference 1 LasVegas NV
University ASSOC Internship Program in Org 8 HR Dev
Workers Cornp Seminars Vanes Vanous (ind out of state)
Conference-Related Expenses for Other City Stafl
(lr 0011550 Organizational Development Network Conference 1 outofstate
1 Phoenix AZ a Santa Fe NM
Vanes Vanous
00121 10 POLICE ADMINISTRATION Cal Chiefs Annual Conference 1 California
League of CA Cibes Annual Conference 1 SanFranusw
International Association of Chiefs of Police 1 SaltLakeCity UT
0012130 POLICE INVESTIGATIONS Suspect and/or Witness Interviews Vanes Vanous (ind out of state)
0012131 POLICE VlCElNARCOTlCS Suspect and/or Witness Interviews Vanes Vanous (ind out of slate)
0012140 POLICE TECHNICAL SERVICES Misc Travel Expenses for Background investigations 1 Vanous (ind out of state)
Annual PRC Conference 1 Unknown
1 21 6
CITY OF CARLSBAD
CONFERENCE TRAVEL 1998-99
#OF
ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0012142 CRIME PREVENTION CCPOA Annual Regional Training Conference 1 California
CCPOA Annual Sta!ewide Training Conference 1 Sacramento
0012145 POLICE RECORDS CLEARS Conference 1 PalmSpnngs
CCUG Conference 1 ~osAngeles
W12210 FIRE ADMINISTRATION California Fire Chiefs Assouation Conference 1 California
Internattonal Fire Chiefs Conference 1 KansasCity MO
League of CA Cities Fire Chiefs Conference 1 Monterey
League of CA Cities Fire Chiefs Adrnin Comrn 1 California
Quarterly Fire Chiefs Meetings 1 San Diego County
Annual League of Cioes Conference 1 California
Executive Fire Officer Symposium 1 Emrnitsburg MD
Muniupal Mgmt Assist of So CA Annual Conference 1 SanDiego
Governance of Change Annual Conference 1 Clearwater FL
0012220 FIRE SUPPRESSION Fire Instructors Workshop 4 San Jose
2 Fresno Fall Symposium (CFCA Training Officers)
South Area Fire Equipment Research 1 ClarkCounty NV
South Area Fire Equipment Research 1 Phoenix AZ
Journal of Ernerg Medical Services Conference 2 Denver CO
0012225 FIRE PREVENTION CA Chiefs Fire Prevention Officers Assn Conference 1 Monterey
0013010 COM DEVADMIN League of CA Cities 1 LongBeach
Vanous Conferences or Meetings 1 California
0013310 GEOGRAPHIC INFO SYSTEM C,4fNVRII Ardnfo Users Conference 1 Sacramento
0013510 ECONOMIC DEVELOPMENT League of CA Cities 1 LongBeach
CALED Conference 1 Northern California
Miscellaneous - In State
Miscellaneous - Out of State 4 Out of State
Miscellaneous - LocaIlSo California 1 Local
4 California
0015710 ENGINEERINGADMIN Permits Plus 2 Out-of-state
Arnencan Shore 8 Beach Protection Assn Conf 1 Santa Monica
League of CA Cities Conference 1 California
ITE Distnct 6 Annual Meebng 1 SanJose
0013210 PLANNING Amencan Planning Association State Conference 1 No California
0013610 BUILDING INSPECTION lntl Conf of Bldg Offiwals Annual Business Mtg 1 SanDiego
Annual Business Meetlng 1 SantaRosa
Sierra Permits Annual Conference 1 Reno NV
0014010 LIBRARY ADMINISTRATION League of CA Cities Community Services Conference 1 Monterey
League of CA Cities Annual Conference 1 LongBeach
Amencan Library ASSOC Annual Conference 1 NewOrleans ip
CA Library ASSOC Annual Conference 1 Oakland
0014040 TECHNICAL SERVICES INLEX Users Group Annual Conference 2 Monterey
California Library Assouabon Conference 2 Oakland
2 Unknown Training on New Library System Software
98 99
CONFERENCE
TRAVEL
REQUEST
3%
6%
1 OO(
8oi
8oi
1 601
1 OM:
1 13
61(
47(
54(
40!
42!
1%
12%
8 W(
3 16(
1 51(
81:
81:
120(
7m
1 1ci
1 lo(
9%
10%
Zoo(
1 55c
1 55c
82C
112:
3 1M:
5ooc
11DC
11 146
i ma
600
1 300
8W
4 500
1 500
15w
500
750
loo0
2 250
800
800
700
1100
3 400
1200
800
1 Do0
3 000
CITY OF CARLSBAD
#OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0014045 COLLECTION DEVELOPMENT Annual CLA Conference 1 Oakland
I
Ill
Ill
II
111
Ill
Ill
If1
ID
0014055 ADULT LEARNING So CA Library Literacy Network Annual Conf & Retreat 1 Lake Arrowhead
0014065 ARTS OFFICE League of CA Cibes Cornm Svcs Conference 1 Monterey
League of CA Cihes Annual Conference 1 LongBeach
Qrlrly Community Service Meetings 1 Northern California
CA Assembly of Local Arts Agenues Annual Conference 1 California
0014510 PARK PLANNING & REC MGMT Arnencan Souety of Landscape Architects Annual Conf 1 Portland OR
1 SantaClara CA Parks and Reaeatlon Souety Annual Conference
League of CA Cornrn Svcs Conference 3 Monterey
0014515 RECREATION-FEE SUPPORTED IEG Inc Sponsorship Conference 1 Chicago IL
1 SanDiego 0014520 AQUATICS California Parks and Recreahon Annual Conference
0014570 SENIOR PROGRAMS Arnencan Souety on Aging Conference 1 Ollando FL
Nahonal Counul on Aging Conference 2 SanDiego
0015020 PARK MAINTENANCE CA Parks & Recreahon Souety State Conference 1 SantaClara
0015055 STREET MAINTENANCE Maintenance Supenntendenrs Conference 3 Santa Rosa
0015060 FACILITIES MAINTENANCE IFMA International conference 1 Chicago IL II IFMA Regional Conference 1 WesternU S
TOTAL GENERAL FUND
OTHER FUNDS I
-
CONFERENCE TRAVEL 1998-99
# OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
6205060 VEHICLE MAINTENANCE Maintenance Supenntendents Staff Conference I Unknown
6401710 INFORMATION SYSTEMS lnterop 1 LasVegas NV
Netware Users Conference 1 SanDiego
Permits Users Conference 1 Reno NV
Government Technology Conference 1 Sacramento
Brainshare - Novel Conference 1 Salt Lake City JT
BiTech Users Conference 2 LasVegas NV
6013410 REDEVELOPMENT CA Redevelopment Assouation Annual Conference 1 Monterey
OPERATIONS Economic DevelopmenVFinance Training 1 SanFranusw
Misc Meetings and Workshops 2 WSanDiego
8033420 LOWlMODERATE INCOME Affordable Housing Advisoiy Counul Qtdy Meeting 1 SanFranusw
Housing Development Workshop-Nal I Dev Counul 1 SanFranusw
HOUSING Natlonal NAHRO Summer Conference 1 Out of State
California Coastal Commission Heanngs 1 Monterey
TOTALOTHERFUNDS
98-99
CONFERENCI
TRAVEL
REQUEST
65
65
190
20
100
1 00
2 80
2 35
9 251
3M
2M
1M
6M
!m
30(
2M
6M
Zoo(
34,801
GRAND TOTAL TRAVEL 167,W
CONTINUING APPROPRIATIONS
1997-98 TO 1998-99 II
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AMOUN
City Manager I Lobby office furniture $5,30C
City Attorney
Legal services for habitat management plan
Xerox copier lease
14,622
5,684
City Clerk
Citywide records management/imaging project 52,563 nl New recording equipment 3,800
Finance
Long range planning for department 9,60C
Purchasinq
NlGP Commodlty Code System 5,000
Human Resources
Provisional management analyst 15,350
Strategic planning/goal setting and team building 14,700
Pulsetaker survey 15,000
33,100 Systemics contract
Fire -
OPTICOM traffic control device 4,000
Weed abatement charges 5,000
Organization development consultant 9,896
Complete Mac/PC computer conversion 15,389
Printing of Harmony Grove fire citizen's report 3,300
28,000 CEMAT emergency dialer
Office furniture remodel project for 2 Fire prevention inspectors 16,000
Color guard flags 1,100
Geoaraphic Information Svstems
12,174 Technical GIS consulting
GIS computer workstation upgrade 22,866
Enqineering
City's portion of the stormwater permit 36,362
22,000
29,862
Sand replenishing and SANDAG programs
Developer deposits for condemnation projects
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CONTINUING APPROPRIATIONS
1997-98 TO 1998-99
AMOUNT
Libraw - Historical preservation
Heritage tree inventory 1,000
&&
Arts camp salaries and supplies 950
Streets
Thermo plastic crosswalk, legends, & arrow replacement 22,000
Subtotal General Fund $ 404,618
Police Asset Forfeiture
New police range 25,000
Law Enforcement Block Grant
Available year-end balance; MaclPC conversion 29,000
Cultural Arts - Sister City
Available year-end balance, delegation visits 1,571
Recreation
Available balance; for triathlon and luau festival 4,555
958 Available balance; for recreation special events
Street L ia h t i ng
Annual assessment fee for Cal-SLA services 2,000
Misc. Federal Grants
124,536 Available year-end balance
CDBG
Available year-end balance 22,266
Available year-end balance 351,716
Water Operations
Automatic meter reading (AMR) equipment 35,000
NCWA calendars 2,500
CII vouchers 1,500
Sewer Maintenance
Televising & evaluating sewer collection system 55,000
10,000
20,000
Manhole adjustment after street overlay
Sewer collection system rehab. program study
22 1
CONTINUING APPROPRIATIONS
1997-98 TO 1998-99 1
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II
Ill;
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II
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1
Y
D
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1 222
Ill AMOUN'
Fleet Replacement
Replacement water truck 60,OOC
Replacement paver 40,OOC
Information Systems
Permits Plus report writing and year 2000 compliance assessment 31,256
Desktop faxing 16,000
Redundant T-I link between Las Palmas & Safety Center 27,000
Citywide remote access 68,000
CMWD voice and data network infrastructure upgrade 18,000
Subtotal Other Funds $ 945,858
Grand Total $ 1,350,476
m
CITY OF CARLSBAD
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 11 1 creates
a restriction on the amount of revenue which can be appropriated in any fiscal year. The
revenues which are subject to the Limitation are those considered "proceeds of taxes." The
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
9
9 > >
Population growth of Carlsbad, OR
Population growth within San Diego County, AND
Growth in California per capita income, OR
Growth in non-residential assessed valuation due to new mnstruction in the City.
The factors used to calculate the 1998-99 Limit were:
> > Population growth in Carlsbad, AND
Growth in non-residential new construction
The formula is outlined below:
1997-98 Expenditure Limit $1 47,944,956
% Carlsbad Population Growth 1 .Ow 2
Growth in non-residential new construction X 1.04!57
Net Increase Factor 1 .09!32
$1 62,626,8:3J
$39,662,602
1998-99 Limit (1997-98 Limit X Factor)
Current Appropriation of Proceeds of Taxes
The spending limit for the City of Carlsbad for 1998-99 is $162.6 million with appropriations of
"proceeds of taxes" of $39.7 million. The result of the calculation provides the City with an
operating margin of $122.9 million.
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[DECEMBER1 0 Request CIP project submittals.
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0 Draft CIP is submitted to Department Heads.
Departments submit Operating budget requests to Finance.
Finance department analyzes and compiles the budget submittals.
Preliminary revenue estimates and budget documents are submitt
City Manager.
City Manager and Leadership Team conduct budget reviews.
MARCHIAPRIL
0
8 'I u, 0
0
Citizens Budget Workshop
City Manager and Leadership Team review revenue forecasts.
City Manager and Leadership Team conduct budget reviews.
CIP Budget Workshop (Council meeting).
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
The City’s accounting system is designed around a few basic principles.
1) The City is not one single entity. It is the total of many entities, each with its
separate function and legal restrictions on the use of resources. In the private
sector, a corporation may have many “subsidiaries” which make up the parent
corporation; in the public sector, a city government may have a variety of “funds”
that provide the basis for separately recording the financial data related to a specific
entity. A fund is an accounting entity with a complete set of self-balancing
accounting records. Each fund has been established because of some restriction on
the use of resources received by that fund. This report includes the transactions of
all entities over which the City Council of the City of Carlsbad has authority (as
defined by the Governmental Accounting Standards Board.)
2) The City’s accounting system operates on a modified accrual basis for all
governmental type funds. Governmental funds include the General, Special
Revenue, Debt Service, and Capital Projects Funds. A modified accrual system is
one where (a) revenues are recognized when they are both measurable and
collectable within the accounting period, or soon enough after the end of the period
to pay liabilities of the period; and (b) expenditures, other than principal and interest
on long-term debt, are recorded when liabilities are incurred.
3) The proprietary fund types (the Enterprise Funds and the Internal Seivice Funds) use the accrual method of accounting. Revenues are recognized in the period
earned and expenses are recognized in the period incurred.
4) Internal controls exist within the accounting system to ensure safety of assets from
misappropriation, unauthorized use or disposition, and to maintain the accuracy of
financial record keeping. These internal controls must be established consistent
with sound management practices based on the cosubenefit of the controls
imposed. The cost of a control should not be excessive in relation to its benefit as
viewed by City management. The internal controls in existence within the City’s
system are sufficient to ensure, in all material aspects, both the safety of the City’s
assets and the accuracy of the financial record keeping system.
5) Budgetary control is maintained through monthly reports on all revenue and
expenditure accounts as well as special reports summarizing the financial position of
the City. The City Council has authority to control the budget through adoption of a
formal budget at the beginning of each year and by amending the budget as
necessary through the year. Expenditures should not exceed budgeted figures. All
appropriations expire at the year end unless specifically carried into the new fiscal
year by Council actions. The Carlsbad Municipal Code requires that the Financial
Management Director annually prepare the budget for the City Manager showing
estimated revenues and expenditures.
6) Controls on the use and transfers of budget funds are outlined in the adopted budget resolution in the Appendix of this document.
225
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RESOLUTION NO. 98-191
A RESOLUTION OF THE CITY COUNCIL OF THE CIN
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
PROGRAM FOR THE FISCAL YEAR 1998-99 FOR THE
I FUNDS
gl WHEREAS, the City Council of the City of Carlsbad, California hs
reviewed the proposed final Operating Budget and Capital lmproveme
Program for fiscal year 1998-99 and has held such public hearings as a
necessary prior to adoption of the final budgets.
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WHEREAS, the Planning Commission made a finding of General PI:
Consistency for all projects receiving an allocation of funds for fiscal year 199
99 on May 6, 1998 pursuant to Planning Commission Resolution No. 4269,
NOW, THEREFORE, BE IT RESOLVED by the City Council of the CI I of Carisbad, California, as follows:
1. That certain documents now on file in the office of the City CIE
of the City of Carisbad entitled, "City of Carisbad, 1998-99 Operating Budget a
1998-99 to Buildout Capital Improvement Program - Preliminary" as amended
accordance with Exhibits A through D attached hereto and incorporated
reference herein, is hereby adopted as the final Operating and Capi
Improvement Budgets for the City of Carlsbad for the fiscal year 1998-99.
2. That the amounts reflected as estimated revenues for fiscal YE
1997-98 as shown in Exhibits A and B are hereby adopted as the final budge
revenues for 1997-98.
3.
I
That the amounts designated as the 1998-99 Budget requesi
Exhibits A and B are hereby appropriated to the department or fund for wh
they are designated, and such appropriation shall not be increased except
II
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provided herein.
4. That total appropriations for each fund may only be increased or
decreased by the City Council by passage of a resolution amending the budget
except as provided herein.
5. That the following controls are hereby placed on the use and
transfers of budget funds:
A. No expenditure of funds shall be authorized unless sufficient
funds have been appropriated by the City Council or City Manager as described
below.
i. The City Manager may authorize all transfers; of funds from
account to account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate to departrrtent heads the
authority to make budget transfers within their own departments.
iv. The City Manager may authorize budget adjustments
involving offsetting revenues and expenditures; the City Manager may authorize
increases in an appropriation for a specific purpose where the appropriation is
offset by unbudgeted revenue which is designated for said specific purpose.
v. The City Council must authorize all transfen; of funds from
the budgeted Contingency Account.
B. The City Manager may authorize emergency out of state
travel for public safety or emergency services purposes.
C. The City Council must authorize any increase in the number
of authorized permanent personnel positions above the level identified in Exhibit
C. The City Manager may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
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6. That the legal level of budgetary control is the fund level. Bud!
may not legally be exceeded at the fund level without appropriate authoriza
by the City Council.
7. That all appropriations for Capital Improvements Projc
remaining unexpended at June 30,1998 are hereby appropriated for such ca
projects for the 1998-99 fiscal year.
8. That 1997-98 appropriations in the approximate amount
$1,350,476 are hereby continued into 1998-99 for the purposes shown in Ex
0. All appropriations for outstanding encumbrances as of -June 30, 1998,
hereby continued into 1998-99 for such contracts or obligations.
9. That an additional $12,000 be appropriated to COPS grant buc
for 1997-98 budget as grant funds were received but not appropriated.
10. That the reimbursement for business mileage will be set a1
rate established from time to time by the IRS (as of June 1998, the bush
mileage reimbursement is $0.325 per mile.)
PASSED, APPROVED AND ADOPTED at a regular meeting of the
Council on the 16 day of June , 1998, by the following vote, to wit
AYES: Council Members Ldwis, Finnila, Nygaard, H
NOES: None
ABSENT: None
CL#UOE K LqISYvFaror
ATEST:
(SEAL)
Exhibit A includes (1) Projected Fund Balances, Budget Expenddure Schedule, and Revenue Estimates which can I found in the Overview section of the budget, and (2) the Planned Capital Outlay Items whlch can be found in the
Appendix
Exhibit B includes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Caprtal ani
Future Projects schedules which are located in the Capital Improvement Program section Of the budget
Exhibit C is the Personnel Allocations which are included in the Overview section of the budget
Exhibit D IS the Continuing Appropriations schedule which is located in the Appendix of the budget
228
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RESOLUTION NO. 98-192
. A RESOLUTION OF THE CITY COUNCIL OF THE CITY
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE >(I118 OF
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS. Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes;
and
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 1998-99
WHEREAS, State law requires that this limit be piasented to the
governing body of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the City Council of the City of Carlsbad, California, does hereby
establish and adopt the 1998-99 appropriation limit of one hundred sixty-two million,
six hundred and twenty-six thousand, eight hundred and thirty seven dollars
($1 62,626,837) as computed in Exhibit A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a
newspaper of general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Councilon the 16 dayof June , 1998, by the following vote, to wit:
AYES: Council Members Lewi 11 & Kulch:
NOES: None
ABSENT: None
CWUOEA. Lw,Wayo? a
ATTEST:
t n && h J: ,e
ALETHA 1. RAUTENKRANZ, City Clerk (SEAL)
Exhibit A IS the Gann Appropriation Limit which is detailed in the Appendix of the budget
229
Ill
Ill GLOSSARY
Appropriation: A specific amount of money authorized by the City Council for an approved Ill program or individual project.
Ill
11 available.
II
Assessed Valuation: A dollar value placed on real estate or other property by San Diego Cc
as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned 1
Beainning/Ending Fund Balance: Unencumbered resources available in a fund from
prior/current year after payment of the priorkurrent year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original invest1
plus interest, by a specified future date.
Budget: An annual financial plan that identifies revenues, types and levels of services 1
provided, and the amount of funds which can be spent. Carlsbad's Operating Bi
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Procrram: A multi-year financial plan containing proposed constructi
physical assets such as park, street, sewerage, and recreation facilities. This program
identified all projects which are the responsibility of the City between the present tobuildout
Capital Outlav: Equipment (fixed assets) with a value $500 or more and with an estin
useful life of more than one year, such as automobiles, and office furniture, which appear i
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, su(
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples includl
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurre
Enterprise Fund: A fund type established to account for the total costs of selected governm
facilities and services which are operated similar to private enterprises. These program:
entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods
services.
Fee: A general term used for any charge levied by government for providing a servic
permitting an activity.
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Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July, 1 to June, 30.
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Community Services, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Management Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Management Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
Interfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
Maintenance and Operation: A general category used for classifying expenditures for materials,
supplies and services which are normally used within the fiscal year.
Operating Budget: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operat ion, and capital out lay items.
Operating Costs: Estimated expenses which can be expected to occur following the
construction of a Capital Improvement Project.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State, or
Federal Government as the method to which they may be spent.
231
INDEX E
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11
Ill
II
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1
Ill
Ill
Ill
111
111
111
Ill
111
Economic Development, 100
Engineering, 152
Expenditures CIP, 190 Expenditure Schedule, 35,25
A Emergency Operations, 91
About the City of Carlsbad, 16
Accounting Systems and Budgetary Control, 225
Administrative Services Summary, 53
Adult Learning Program, 126
Analysis of Available Balances, 20 1
Arts Special Events, 134
Asset Forfeiture - Various, 87
Audiovisual Insurance, 128 Finance, 54
Adult Services, 1 17 F
Facilities Maintenance, 160
Field Operations, 70
Fire Administration, 90
Fire Department Summary, 89
Fund Balances, 13, 33, 187
Future Fees Calculation, 178
B Fire Prevention, 92
Balancing the Budget, 7
Bicycle Patrol, 88
Budget Awards, 18
Buena Vista Creek Channel Maintenance, 165
Building Inspection, 102
Budgetary Policies, 26 G
Gann Appropriations Limit, 223
GenealogyiLocal History, 1 19
General Fund, 22
Geographic Information System, 99
Glossary - Capital Projects, 209
Golf Course, 166
Growth Projections, 176
Growth Management Plan 185
C
Calendar, 224 Glossary, 230
California Assembly Bill 1600, 186
Capital Improvement Program, 9, 1 1, 176
Capital Improvement Projects 1998-99, 179
Capital Outlay Items, 212
Capital Projects to Buildout, 191
Centro de Informacibn, 120
Children’s Services, 121 CIP Budget Expenditure Schedule, 190
CIP Projected Fund Balances, 187
CIP Revenue Estimates, 189
City Attorney, 52
City Clerk, 47
City Council, 46
City Manager, 5 1
City Manager’s Transmittal Letter, 1
Collection Development & Acquisitions, 124 Communications Center, 85
Community Development Administration, 96
Community Development Block Grant, 11 1
Community Development Summary, 95
Community Services, 1 13-1 49
Community Services Summary, 1 13
Continuing Appropriations, 220
Crime Prevention, 83
Cultural Arts, 130
Cash Management, 49 H
Health Insurance, 62
Highlights, 3
Housing - Rental Assistance, 108
Housing and Redevelopment, 103-109
Housing and Redevelopment Summary, 103
Housing Trust Fund - Administration, 109
How the Budget Document is Organized, i
Human Resources, 58
iii
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Information Systems, 63
Investigations, 76
J Ill Juvenile Diversion, 78
D L
D.A.R.E, 82
Debt Management Issues, 10
Disaster Preparedness, 94 La Costa Branch, 127
Land Use Planning, 97 111 Library Gifts, 129
Library Summary, 1 14
Library Culture Administration, 1 15
Low/Moderate Income Housing, 107
Resolution, 226, 227
Revenues - Capital Projects, 189
Revenue Estimates, 38, 22
Revenue Projections - General Fund, 38, 22
Revenue Projections - Operating, 3, 38 A4 Risk Management, 61
Major Street Maintenance, 157
Median Maintenance, 163
Miscellaneous Non-Departmental, 65
Media Services, 125 S
Sanitation Services, 173
School Resource Officers, 84
Senior Donations, 148 N Senior Nutrition, 149
Senior Programs, 146
New Programs, 27 Sister City, 133
Solid Waste Management, 174
Staffing, 8
Statistical Information, 16
Strategic Goals, 26
Street Lighting, 164
Street Tree Maintenance, 162
Summary, 13, 184
0
Overview, 4 Street Maintenance, 158 Operating Budget Overview, 21
Operating Expenditures, 25, 34
Organization Chart, ii
Other Funds, 24
T
Technical Services - Library, 122
Technical Services - Police, 8 1
Threats to the General Fund, 24
Traffic, 7 1
Traffic Signals, 161
Travel, 2 16
P
Park Maintenance, 155
Parks and Recreation Commission, 144
Park Planning & Recreation Mgt., 136
Personnel Allocations, 14
Police Administration, 69
Police Summary, 68
Property and Evidence, 79
Public Safety, 67-94
Public Safety Summary, 67
Public Works Administration, 15 1 Vehicle Licence Fees (VLF), 24
Public Works Summary, 150 Vehicle Maintenance, 167
Purchasing, 56 Vehicle Replacement, 168
VicehJarcotics, 77
Volunteer ServicesiReserve Program, 72
V
R
w Records, 86
Recreation - Agua Hedionda Lagoon, 142
Recreation - Aquatics, 140
Recreation Fee Supported, 138
Recreation Operations, 143
Recreation Summary, 135
Redevelopment Debt Service, 106
Redevelopment Operations, 104 Reserve Program. See Volunteer Services
Water and Sanitation, 169-1 74
Water and Sanitation Summary, I69
Water Operations, 170
Weed Abatement, 93
Worker's Compensation, 60