HomeMy WebLinkAbout1999-05-18; City Council; 15210; Proposed 1999-00 to Buildout CIP1
TITLE: AB# l5,2LIb
MTG. 5/18/99
DEPT. FIN
PROPOSED 1999-2000 TO BUILDOUT
CAPITAL IMPROVEMENT PROGRAM
DEPTHD.
CITY Am.
CITYMGR.
RECOMMENDED ACTION:
Accept report. Set public hearing for June 15, 1999.
ITEM EXPLANATION:
1999-2000 Capital Improvement Proaram
The 1999-2000 proposed budget for the Capital Improvement Program (CIP) totals $62.4 million, with
estimated revenues of $50.6 million. Appropriations of $79.3 million for on-going capital projects
remaining unspent at the end of FY 1998-99 will be added to the new 1999-2000 CIP appropriations.
A sum of $141.7 million will then comprise the total 1999-2000 CIP budget. Major projects scheduled
for next year include:
Street & Traffic Sianal Proiects
Street construction projects are 33.3% of the total 1999-2000 expenditures at $20.8 million. The
largest appropriation is $5.8 million for Rancho Santa Fe Road North. This $32.6 million project is
primarily funded from developer fees, CFD#I, and a Federal Grant for construction of the bridge.
Planning is expected to begin next year for three major roadways which will add east-west
connections and improve the flow of regional traffic as well as local traffic throughout the City. These
roads are the extensions of Faraday Avenue and Melrose Drive, Poinsettia Lane east of El Camino
Real, and Cannon Road and College Boulevard east of El Camino Real.
Pavement Management and Reconstruction projects are scheduled for a $3.6 million appropriation to
maintain the safety and driveability of City streets. In addition, the Carlsbad Boulevard Bridge over
San Diego Northern Railway ($1.9 million) will undergo reconstruction, and the Poinsettia Lane
Railroad bridge ($1.7 million) will be widened.
Two traffic signal installations are planned in 1999-2000 at the following intersections: Carlsbad
Village Drive and Tamarack, and El Camino Real and Poinsettia Lane.
Civic Proiects
Civic Droiects total 24.6% or $15.3 million of the 1999-2000 capital appropriation. The largest .. . appropriition is $4.5 million for the Public Works Center, followed by $3.9 million for the annual lease
payments, improvements and furniture for the Faraday building currently under construction. The
Faraday Building will improve customer service by bringing together staff from Public Works,
Community Development, and Administrative Services into one building. Relocation to the new
building is planned for the fall of 1999, once construction is complete. In addition to providing better
customer service, consolidating these departments should improve communication and efficiency.
Other projects included in the total appropriations amount for this category include the purchase and
implementation of a new CAD system for the Police and Fire departments, at a cost of $2 million,
continuation of the implementation of the City's Financial Information System, and ADA modifications
at various locations throughout the City.
1 c
Page 2 of Agenda Bill TF 14,L 1 0
Coastal Rail Trail
The Coastal Rail Trail is a non-motorized multi-modal trail in the railroad right-of-way between
Oceanside and downtown San Diego. Once built, the trail will be 44 miles long and will accommodate
bicycles, joggers, rollerbladers and skateboarders. The current CIP includes funding for construction
of the section between the Oceanside transit and Encinitas coaster stations.
Park Proiects
Park construction projects are 11.3% of the total 1999-2000 expenditures at $7 million. Most of the
planned expenditures are for park site acquisitions in the Northwest and Northeast quadrants of the
City, which are budgeted at $6.1 million.
Leo Carrillo Park will undergo continued development and restoration. Additional amenities include
landscaping, parking lots, restroom facilities, walkways, and picnic facilities. Completion of this phase
will allow for public use of the park, and is required to meet the growing demands of the area.
Sewer Proiects
Sewer funding of $6.1 million reflects Carlsbad’s share of costs for the Encina Wastewater Facility
capital improvements and several interceptor projects. The South Agua Hedionda Interceptor project
is scheduled to receive an additional appropriation of $1.9 million in 1999-2000, and will provide
sewer service to those areas generally to the south side of Agua Hedionda Lagoon.
Water Proiects
The water cateaorv. including reclaimed water, is 9.7% of the total 1999-2000 CIP with appropriations w I. of $6.1 million. Appropriations include $1.3 million for a water line on El Fuerte from Alga Road to
Poinsettia Lane. Another $1.3 million is scheduled for debt service payments on previous potable
and reclaimed water projects.
Drainaae Proiects
Drainage projects are 6.6% of the total 1999-2000 expenditures at $4.1 million. This amount is
Drimarilv for the continued construction of the South Carlsbad Village Storm Drain funded by
Transnet-Local, Gas Tax, and Transnet-STP funds. The storm drain system (primarily within the
Northern San Diego Railroad right-of-way) will carry storm water from the area bounded by Carlsbad
Village Drive, Highland Drive, Garfield Street and Agua Hedionda Lagoon and control flooding and
standing water along its route.
Future Facilities . . 1999-2000 to Buildout Capital Improvement Proaram
The CIP for 1999-2000 to buildout outlines approximately 164 future projects at a total cost of $439
million. The largest expenditure category is for street, traffic signal and interchange projects at
$134.7 million or 30.7% of the total. Included are the construction of several major roadways which
will add east-west connections and improve the flow of regional and local traffic. Several of these
roads will provide additional routes to the neighboring cities of Oceanside, Vista and San Marcos.
Following is a list of major street projects programmed for future years:
0 Faraday Avenue to Cannon Road
0 Faraday Avenue and Melrose Drive Extensions east of El Camino Real
0 Poinsettia Lane to El Camino Real
0 Poinsettia Lane east of El Camino Real
0 Cannon Road to El Camino Real
0 Cannon Road and College Boulevard East of El Camino Real
0 Rancho Santa Fe Road to San Marcos and Encinitas
Page 3 of Agenda Bill u 1s. 2 Io
The second largest level of expenditures at $83.3 million, or 19% of the total planned capital
expenditures, is construction and maintenance of City facilities such as libraries, administrative
facilities and police and fire facilities. The South Carlsbad Library is currently under construction,
and is expected to open in September 1999. This 64,000 square foot facility is estimated to meet
the City’s needs up to a population of 100,000 residents. Upon completion of the South Carlsbad
Library, the Cole Library, located at the north end of the City, will undergo renovation. The Capital
Improvement Program includes funds to reconstruct and expand this facility in future years.
Additional facilities include the Faraday Administrative Offices which are expected to be completed
by September 1999, as well as a Public Works Center scheduled for construction next year. A new
City Hall is planned for construction in the future; the timing and location still remains to be
determined.
The third largest expenditure category is for park projects totaling $70.7 million, or 16.1% of the
total. Park projects include acquisition and development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Acquisition and Development Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Park
Park Acquisition and Development
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase I1
Zone 19 Park Development
Zone 19 Park Community Center
Alga Norte Park Development
Alga Norte Pool
Leo Carrillo Park Development
In addition, a Business Park Recreational Facility in the industrial area is planned, as well as the
Carlsbad Municipal Golf Course.
Sewer projects total almost $61.8 million, and include the construction of the South Agua Hedionda
interceptor, the Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of existing sewer
lines and access holes, the repayment of bonds for the expansion of the Encina Wastewater
Facility, and the Encina parallel ocean outfall and cogeneration projects. The largest of these
projects is the VistalCarlsbad interceptor; construction will occur along Jefferson Street from
Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson street to the west side of the
railroad right-of-way, and is expected to span over several years.
Water projects total about $40.3 million (9.2%) and include reservoir construction and improvements
and recycled and potable pipelines. Some of the major areas in which these installations or
upgrades are planned include segments of College Boulevard, Poinsettia Lane and El Fuerte, and
along El Camino Real. The 1999-2000 to buildout CIP also includes funding for sea water
desalination and other water resource development programs.
Detailed information on the proposed 1999-2000 to Buildout Capital Improvement Program is
included in the attached exhibit. Staff is requesting that Council set the public hearing for the
meeting of June 15, 1999, when input will be received from interested citizens and groups wishing to
comment on the proposed capital budget.
1. 1999-2000 to Buildout Capital Improvement Program.
3
EXHIBIT 1
1999-2000 PROPOSED CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. This year’s CIP reflects the continued commitment to constructing the necessary
facilities, in response to the current and anticipated development activity occurring throughout
the City. Projects are continuously evaluated and prioritized to ensure the City’s resources for
facilities are allocated based on a well thought out plan. The proposed 1999-2000 Capital
Improvement Program totals $62.4 million, with projected revenues totaling $50.6 million.
Development remains strong, and this is expected to continue through 99-2000.
As development occurs within the City, there comes a
corresponding increase in the demand for development-
related services and new facilities. To ensure that the
necessary infrastructure and facilities are built on a
schedule that meets or exceeds the needs of Carlsbad’s
citizens and businesses, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The
Growth Management Plan requires that a standard level
of facilities is available to meet the new demands, or
development cannot proceed.
The CIP is also a tool available to Council to address the
issue of resource availability weighed against the
demand for facilities. This report and the accompanying
the actions taken to fulfill these needs.
CIP documents and schedules reflect
A discussion of the City’s Growth Management Plan can be found at the end of this report.
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 evaluated all existing developments and compared
these projects to the buildout capacities of the City using adopted general plans.
Existing building activity and estimates of how remaining net developable land might develop
were used to prepare future growth projections.
The following table shows the number of residential units used in calculating estimated
revenues for 1999-2000 and subsequent years to buildout. Approximately 15,104 units are
expected to be built from this point forward. Non-residential construction estimates are shown
in projected square feet.
4
1999-2000 CIP Growth Assumptions
Residential Non-Residential I
Year Units Square Feet
1,250 765,000 1999-2000
2000-2001
2001 -2002
2002-2003
2003-2004
Years 6-10
1,139 472,000
1,304 450,000
1,150 656,000
687 644,000
3,635 4,303,000
Years 1 1-2030 5,939 5,607,000
Total Future 15,104 12,897,000
Residential development for 1998-99 was projected at 1,439 building permits, however, recent estimates anticipate over 1,700 units by the end of the current fiscal year. Construction of
residential units is expected to decrease slightly, to about 1,100 units per year for the next 5
years.
Residential Units Trend
1985 to 2004
Permits Issued
JVVV
2500
2000
1500
1000
500
n
Non-residential development is expected to decrease also, following the completion of
Legoland and most of the Carlsbad Ranch area. Major non-residential projects planned in the
next few years include several hotel, timeshare, and commercial developments.
REVENUES
Revenues for Capital Projects from now until buildout total $462.6 million and
may be segregated into four major categories: 1) fees generated by
development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge & Thoroughfare Benefit Districts), 3) Water and
Sewer replacement reserves, and 4) other sources including grants, bond
issues, and contributions from other agencies. Approximately 43.6% of all capital revenues are received as a result of development, and are dependent upon assumptions made about the
City's annual growth in dwelling units and commerciallindustrial square feet. Development
revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-Lieu fees
5
(PIL), Planned Local Drainage (PLD) fees, Water Connection Fees (MFF), and Sewer
Connection charges. Existing and proposed Community Facilities District and Bridge &
Thoroughfare Benefit District revenues comprise 18.1 % of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 16.8% of total revenues, and the remaining 21 5% are related to federal & state grants, license tax on new construction,
the County sales tax program (Transnet), San Diego Gas & Electric funding, and contributions
from other agencies.
Funding Sources 1999-2000 to Buildout
Total Revenue = $462.6 million
Other 21.5%
WaterlSewer
43.6% Districts
18.1%
Calculation of Future Fees
The revenue projections of the proposed Capital Improvement Program reflect the growth
assumptions identified in the previous section. The following information delineates how those
assumptions were applied to estimate future development revenues.
The mix of multi-family and single-family residential units was assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
shown in current plans for each Local Facilities Management Zone. The
building permit valuation used for computing Public Facilities fees was
$89,500 per multi-family dwelling unit, and $1 75,000 per single-family
dwelling unit. A building permit valuation of $38 per square foot of
construction is used to calculate non-residential Public Facilities fees.
In order to calculate estimated revenues for Traffic Impact fees (TIF), the number of average
daily trips was computed for each type of use. A multi-family residential dwelling unit was
assigned 8 trips per day and a single-family unit was assigned 10 trips per day. Each
residential trip was valued at the current TIF fee of $87. The trips-per-day value for commercial
and industrial buildings was averaged at 32 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/industriaI trip was
$35, the current TIF fee.
The implementation of CFD No. 1 in I991 reduced the total amount of projected PFF and TIF
6
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 Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district. CFD#3 is a proposed district for the funding of Melrose
Drive and Faraday Avenue extensions.
There are two existing and one proposed Bridge & Thoroughfare Fee Districts included in this
year’s CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. A proposed
BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon
Road extensions east of El Camino Real.
PROPOSED CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established growth management requirements for facilities. Wherever project scheduling
changes were proposed, projects were evaluated and prioritized, using compliance with the
Growth Management Plan as the most important factor. The acceleration of street projects
which will improve traffic flow in the industrial corridor was one of the results of this evaluation
process. The proposed scheduling of park projects also reflects changes made as a result of
this analysis.
Growth Management requirements and the availability of revenues has resulted in the highest
level of planned capital spending in the last ten years as shown on the following chart
(appropriations include amounts brought forward in each year).
$1 60,000,000
$1 40,000,000
$120,000,000
$1 00,000,000
$80,000,000
$60,000,000
$40,000,000
$20,000,000
$-
89/90 90191 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99
PROPOSED CAPITAL PROJECTS 1999-2000 TO BUILDOUT
The CIP for 1999-2000 to buildout outlines approximately 164 future projects at a total cost of
$439 million.
CIP Expenditures by Category
Total Expenditures = $438.1 million
1999-2000 to Buildout
Drainage
5.3%
Civic
18.8%
Parks Other 16.1% 5.8%
Water
9.2%
Sewer
14.1%
Streets
30.7%
The largest expenditure category is for street, traffic signal and interchange projects at $134.7
million or 30.7% of the total. Included are the construction of several major roadways which will
add east-west connections and improve the flow of regional traffic as well as local traffic
throughout the City. Several of these roads will provide additional routes to the neighboring
cities of Oceanside, Vista and San Marcos.
Following is a list of major street projects in the 1999-2000 to Buildout CIP:
0 Faraday Avenue to Cannon Road
0 Faraday Avenue and Melrose Drive Extensions east of El Camino Real
0 Poinsettia Lane to El Camino Real
Poinsettia Lane east of El Camino Real
0 Cannon Road to El Camino Real
0 Cannon Road and College Boulevard East of El Camino Real
0 Rancho Santa Fe Road to San Marcos and Encinitas
The second largest level of expenditures at $83.3 million, or 19% of the total planned capital
expenditures, is construction and maintenance of city facilities such as Libraries, Administrative
Facilities and Police and Fire Facilities. The South Carlsbad Library is currently under
construction, and is expected to open in September 1999.
This 64,000 square foot facility is estimated to meet the City’s needs up to a population of
100,000 residents. Upon completion of the South Carlsbad Library, the
Cole Library, located at the north end of the City, will undergo renovation.
The Capital Improvement Program includes funds to reconstruct and
expand this facility in future years. Additional facilities include the Faraday
Administrative Offices which are expected to be completed by September
1999, as well as a Public Works Center scheduled for construction next
year. A new City Hall is planned for construction in the future; the timing
and location still remains to be determined.
The third largest expenditure category is for park projects totaling $70.7 million, or 16.1% of the
total. Park projects include acquisition and development of acreage within all quadrants of
Carlsbad. Future Park Projects include:
Northwest Quadrant Northeast Quadrant
Park Acquisition and Development
Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Park
Park Acquisition and Development
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II
Zone 19 Park Development
Zone 19 Park Community Center
Alga Norte Park Development
Alga Node Pool
Leo Carrillo Park Development
In addition, a Business Park Recreational Facility in the industrial area is planned, as well as the
Carlsbad Municipal Golf Course.
Sewer projects total almost $61.8 million, and include the construction of the South Agua
Hedionda interceptor, the Vista/Carlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina
Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The
largest of these projects is the Vista/Carlsbad interceptor; construction will occur along
Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson street
to the west side of the railroad right-of-way, and is expected to span over several years.
Water projects total about $40.3 million (9.2%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard , Poinsettia Lane,
and El Fuerte, and along El Camino Real. The 1999-2000 to buildout CIP also includes funding
for seawater desalination and other water resource development programs.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(1 999-2000 to Buildout) Projects schedule following the narrative.
4
PROPOSED CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
Librarv Facilities - Construction of the South Carlsbad Library is over 80% complete,
with the opening planned for September 1999. The Cole Library is scheduled to undergo
remodeling upon the completion and opening of the new library in the south.
Faraday Administrative Offices - The City currently has several administrative facilities
located in different areas throughout the City which are no longer able to accommodate
current and anticipated space needs. The Faraday Building is currently under
construction, and will be used by staff from Public Works, Community Development, and
Administrative Services. This consolidation will improve customer service by providing a
single location to serve the development community. Relocation to the new building is
planned for the fall of 1999, once construction is complete. In addition to improved
customer service, it is expected the consolidation will improve efficiency and
interdepartmental communication.
Public Works Center - Design of a new Public Works Center is underway, and
construction could begin in 1999-2000. This facility, located next to the Safety Center,
will include a purchasing warehouse, general offices, and yard facilities for the Public
Works Departments.
Carlsbad currently being MuniciPal processed Golf Course for the - City’s Environmental 250 acre permits golf course are Lvgw 3- ~ - ~ e/ located in the industrial corridor directly south of the future
Veterans Memorial Park. Once approved, development of the
golf course will proceed.
Streets - Several large street construction projects are planned for the next 5 years as
shown on the following map. The extensions of Cannon Road and Poinsettia Lane to
El Camino Real and Faraday Avenue to Cannon are all located west of El Camino
Real and are being constructed primarily as a result of residential developments in
those areas. College Boulevard and Cannon Road extensions to the east and north,
as well as Faraday Avenue and Melrose Drive extensions are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening and
realignment of Ranch Santa Fe Road is scheduled to begin in the year 1999-2000, and
will improve regional and local traffic flow generated in the southern part of the City.
Proposed
Major Road Projects
RAILROAD
MAJOR ROAD PROJECTS
Coastal Rail Trail - The Coastal Rail Trail is a non motorized multi-modal trail in the
railroad right-of-way between Oceanside and downtown San Diego. Once built, the trail
will be 44 miles long and will accommodate bicycles, joggers,
rollerbladers and skateboarders. The current CIP includes funding
for construction of the section between the Oceanside transit and
Encinitas coaster stations.
Leo Carrillo Park - The master plan of Leo Carrillo Park is
complete, and the development of phase two is scheduled to
begin in 1999-2000 on this 10.5 acre site. Park development will
consist of parking lots, rest rooms, walkways, large group picnic
facilities and tot-lots. The general theme for this park will be
passive in nature with the option for interpretive programming.
Northeast and Northwest Quadrant Parks - The City has accelerated plans for park facilities. In 1999-2000 there are plans
to purchase land for future park sites in both the northeast and
northwest quadrants, with development of those sites in the years to follow.
parks will include ball fields and other recreational amenities.
These
Alua Norte Park - This park will include the development of 30 acres in the Southeast
Quadrant with amenities such as ball fields, soccer fields, tennis courts, picnic areas, tot
lots, restrooms and parking facilities. Design is planned for 2001-02 with construction in
the years to follow.
Zone 19 Park - Construction is expected to begin in approximately 3 years on this 24
acre site located in the southwest quadrant north of Poinsettia Lane and west of El
Camino Real. This park may include ball fields, soccer/football fields, basketball and
tennis courts, tot lots, and picnic areas.
Poinsettia Park Phase II - Within the next 5 years, development of the final phase of
Poinsettia Park is scheduled. Amenities may include a community center/gymnasium,
enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
South Carlsbad Villaae Storm Drain - Construction of the South Carlsbad Village Storm
Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the
Northern San Diego Railroad right-of-way will control flooding and standing water along
its route.
South Aaua Hedionda InterceDtor - This interceptor sewer includes a sewage lift station
and forcemain, and will provide sewer service to those areas generally tributary to the south side of the Agua Hedionda Lagoon. Construction will occur along Cannon Road
from Leg0 Drive to El Camino Real and along Faraday Avenue from Cannon Road to
the existing Faraday Avenue. The following phase will begin at Cannon Road and El
Camino Real and proceed east to the Raceway Property. The design for this project
has begun and will continue into next year; construction could begin in the following
year(2000-2001).
Vista/Carlsbad InterceDtor - The Vista/Carlsbad Interceptor project involves installation
of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to
the Encina Water Pollution Control Facility. The interceptor will run along Jefferson
Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to
the west side of the railroad right-of-way. This project is required to handle buildout
flows and replace deteriorated pipeline, and is funded in part by the City of Vista.
SUMMARY
The proposed 1999-2000 to Buildout CIP continues to reflect an aggressive plan for new
facilities. It is being driven by the continued pace of development and the need to insure that
facilities are available to service the developing areas as well as the current residents.
Significant progress is being made to construct major traffic circulation projects in response to
current and future development.
Carlsbad’s philosophy has been to build quality capital facilities which meet, and at times
exceed, growth management standards. Practices such as phasing projects over a period of
years to match funding availability as well as maximizing the use of available resources have
been implemented in order to meet the needs of Growth Management. The 1999-2000 to
Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff
to continue providing its residents with a better quality of life.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Plan impacts both the operating budget and the Capital Improvement
Program. The detailed level of planning required by growth management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed
by the rate of development and the eleven performance standards. New public facilities often
require additional staffing and other resources, which affects the operating budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 1999-2000 CIP, compliance with the Growth Management
Plan is assured.
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987 the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
> A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees
adopted by the City have met the nexus test. For example, Traffic Impact, Bridge and
Thoroughfare District and Drainage Sewer Benefit Area fees were all established under
AB 1600.
> The fee must be segregated from the General Fund. Carlsbad segregates all capital
funds not only from the General Fund but also each classification of fee as well.
> Fees collected by a city or county must be spent or committed to a project within a five
year period. Funds are viewed to be committed if they are programmed to be spent on
a specific project(s). If the money is not spent, findings must be made describing the
continuing need for that money each fiscal year after the five years has expired. The
City of Carlsbad commits the revenues from these fees through its Capital Improvement
Program budget. This budget, which is adopted by the City Council, sets forth the City's
Capital expenditure program from the current year to projected build out of the City. The
expenditure plan is updated annually as part of the City's budget process.
> Refunds must be made only if the City cannot make the required findings. At this time
no refunds are due because the City's Capital Improvement Program commits all AB
1600 fees to projects to be constructed both in the current year and in the future.
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CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
JULY 1,1998 ESTIMATED ESTll TED JUNE 30. 999
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE
GENERAL CAPITAL CONST. 3,8ia,ia 2,554,079 1,454,084 962,497 3,955,662
. PUBLICART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD Cl
CFDW
CFD13
BTM3 CANNON ROAD WEST
BTW COLLEGWCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTM POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
313.487
21,723,652
4,181.832
2,586,877
884,629
677,195
1,835,280
3,696,442
1,200.890
26,283
1,274,359
373,253
96,942
1,859,969
1,165,262
32,691,711
12,849,302
0
3,091,167
523,659
0
4
0
5,273,625
886,807
19,141,077
9,705.312
1,964,996
6,118,850
8,601,526
2,132,557
6,002,296
2,807,608
3,185,062
7,744
1,784,016
8,082.399
470,843
118,022
62,686
224,712
356,184
1,962,937
8,065,776
995.386
692
33.555
73.264
209,115
17,155.045
7,407,202
0
355,261
2,671,478
0
245,000
0
721,068
2,943,525
4,960,609
7.450.269
4,957,607
9.959.060
68,290
1,550,194
141,078
12,378,831
888,803
73,381
1,242,269
2.757.1 16
4,337.178
0
0
18,900
0
1,828,336
2,003.739
, 2,000,263
0
0
267,536
11,884,665
20,448,689
1,486,845
0
648,490
1,972,040
0
0
216,046
625,962
1,267,061
758,368
264,962
2,513,526
1,616,817
33,832
665,338
138,889
1,727,866
78,776
0
942,310
0
0
0
0
0
0
750,000
0
0
0
0
0
0
0
0
169,743
0
0
40,000
0
0
0
0
0
1,116.426
0
160,000
1,177.344
42,351
0
0
15,872
247,850
2,407,045
27,048.935
31 5,497
2,704,899
947,315
883,007
2,191,464
3,081,043
9,247,099
196,013
26,975
1,307,914
307,628
38,521
273,181
6,435,642
24,452.1 10
18,769,659
0
1,207,225
0
166,228
0
5,778,647
3,204.370
21,718,199
16,397,213
2,428,837
7,305,587
16,901,418
2,167.015
2,757,938
6,887,152
1.333.808 OTHER 2,614,485 843,776 2,124,453 0 * TOTA 163.304.560 64.455.427 5.376.543 193.1 71,095
PROPOSED DISTRICTS.
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 19993000
JULY 1,1999
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 3,955,662 7,250,000
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 513.16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNET/BIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTM3 CANNON ROAD WEST
BTD#4 COLLEGUCANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
247,850
2,407,045
27,048,935
31 5,497
2,704,899
947,315
883,007
2,191,464
3,081,043
9,247,099
196,013
26,975
1,307,914
307,628
38,521
273.1 81
6,435,642
24,452,110
18,769,659
0
2,757,938
1,207,225
0
166,228
0
5,778,647
3,204,370
21,718,199
16,397,213
2,428,837
7,385,587
16,901,418
2,167,015
6,887.152
1,333,808
0
0
3,829,609
228.01 1
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7.1 16,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000.000
950,000
3,678,819
2,725,000
0
1,550,000
n
1998 - 99
CONTINUING NEW
APPROPR. APPROPR.
3,353,727 6,836,500
107,557
1,505,050
5,068,835
24,184
0
0
0
2,220,224
8,335,896
5,855
0
0
270,905
37,665
65,517
5,938,514
14,923,214
4,881,633
0
2,491,611
1,131,775
0
142,055
0
813,804
2,441,733
12,821,374
2,791,323
720,405
2,628,667
1,599,569
1,818,297
1,773,700
219,100
1 ,180,336
79,312,525 62,426,955
20,000
0
10,000
150,000
0
0
9,i 43,000
3,500,ooa
i ,677,000
2,300, ooa
1,240,ooa
1,980,ooa
441 0,000
550,000
0
120,000
500,000
0
0
0
450,000
0
0
6,683,600
0
950,000
2,198,822
3,002,731
659,527
5,713,983
2,775,592
0
5,699,200
n
1,857,000
1999 - 00
TOTAL CIP
APPROPR.
10,190,227
127,557
1,505.05C
14,211,835
34,184
3,500,OOC
i50,ooa
21 9,i oa
0
3,897,224
10,635,896
555,855
0
1,240,OOC
390,905
2,017,665
565,517
5,938,514
19,333,214
4,881,633
0
2,941,611
1,131,775
0
6,825,655
0
1,763,804
4,298,733
15,020,196
5,794,054
1,379,932
4,375,161
1,818,297
1,180,336
8,342,65a
7,472, goo
141,739,480
JUNE 30,2000
PROJECTED
BALANCE
1,015,435
120,293
901,995
16,666,709
509,324
9,532
930,875
956,069
2,247,114
325,742
1 ,111,203
1 90,158
26,975
67,914
36,723
856
240,363
497,128
12,235,298
13,888,026
0
58,327
175,450
0
24.1 73
0
4,146,305
305,637
11,254,375
12,603,159
1,998,905
2,721,755
15,251,257
348,718
964,252
153,472
101,983,518
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1999-2000
1995-96 1996-97 1997-98 1998-99 1999-2000
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 2,888,993 3,000,585 1,581,221 2,554,079 7,250,000
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13 8 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFM3
BTW3 CANNON ROAD WEST
BTW COLLEGECANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS (C,D,E,F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTM2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
20,454
42,191
3,172,700
375,038
271,399
234,755
12.91 1
68,857
772,544
24,122
8,503
97
660,599
82,683
213,661
253,417
1,037,967
7,279,245
3,017,345
0
1,265,756
408,294
0
165,994
0
488,794
0
2,669,428
1,233,895
230,676
2,442,896
1,107,737
133,308
1.41 5,803
542.320
18,033
79,365
4,618,487
701,492
283,688
44,222
403,682
278,736
1.1 01,838
1,155,361
103
520,948
237,167
189,854
2,596,708
277,695
269,106
10,676,209
6,085,033
0
26,238
0
421,036
0
863,504
253,024
2,823,755
2,014,974
593,808
2,266,441
2,185,341
127,079
1,471,758
2,289,588
18,471
289,482
8,562,805
1,203,795
207,517
69,997
326,350
701,093
1,691,916
4,103,007
3,310,960
1,524
98,380
321,253
45,414
293,629
9,494,392
15,184,782
2,247,234
0
213,180
291,424
0
79,745
0
1,061,677
452,181
5,200,226
1,750,325
1,073,366
3,738,617
2,506,152
254,554
1,610,623
7,744
1,784,016
8,082,399
470,843
11 8,022
62,686
224,712
356,184
1,962,937
8 I 065,776
995,386
692
33,555
73,264
209,115
141,078
17,155,045
12,378,831
7,407,202
0
355,261
2,671,478
0
245,000
0
721,068
2,943,525
4,960,609
7,450,269
888,803
4,957,607
9,959,060
68,290
1,550,194
0
0
3,829,609
228,011
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
2,725,000
0
1,550,000
3,678,819
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS
at
CIM OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1996-1997 TO 1998-1999
1996-97 1997-98 1998-99 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 3,068,165 1,137,693 2,416,581
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13 & 16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFW3
BTM3 CANNON ROAD WEST
BTDM COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
26,780
252,506
1,285,908
0
0
0
301,226
0
275,234
786,134
499,666
498,066
0
251,114
2,516,379
261
279,582
3,540,881
255,722
0
83,345
17,505
421,302
0
484
0
1,334,650
187,625
151,251
2,447,648
2,170,009
20,795
462,810
19,705
768,416
474,493
28,638
0
0
3,449
0
926,582
1,751,812
1,732,856
0
0
13,684
74,694
35,816
9,994,978
5,235,076
670,688
0
589,053
246,276
0
79,475
0
255,507
98,843
1,395,000
608,373
115,641
2,595,405
1,937,045
540,536
343,806
73,381
2,184,579
2,757,116
4,337,178
0
0
18,900
0
2,578,336
2,003,739
2,000,263
0
0
138,889
267,536
1,727,866
11,884,665
20,618,432
1,486,845
0
688,490
1,987,912
0
78,776
0
216,046
625,962
2,383,487
758,368
424,962
3,690,870
1,659,168
33,832
665,338
OTHER 602,662 1,122,720 2,124,453
TOTAL CAPITAL FUNDS 21,737,710 32,796,260 69,831,970
1999-2000 1999-2000 1998-99
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
3,353,727 6,836,500 10,190,227
107,557
1,505,050
5,068,835
24,184
0
0
219,100
0
2,220,224
8,335,896
5,855
0
0
270,905
37,665
65,517
5,938,514
14,923,214
4,881,633
0
2,491,611
1,131,775
0
142.055
0
813,804
2,441,733
12,821,374
2,791,323
720,405
2,628,667
1,599,569
1,818,297
1,773,700
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240,000
120,000
1,980,000
500,000
0
4,410,000
0
0
450,000
0
0
6,683,600
0
950,000
1,857,000
2,198,822
3,002,731
659,527
5,713,983
2,775,592
0
5,699,200
0
127,557
1,505,050
14,211,835
34,184
3,500,000
150,000
219,100
0
3,897,224
10,635,896
555,855
0
1,240,000
390,905
2,017,665
565.517
5,938,514
19,333,214
4,881,633
0
2,941,611
1,131,775
0
6,825,655
0
1,763,804
4,298,733
15,020,196
5,794,054
1,379,932
8,342,650
4,375,161
1,818,297
7,472,900
1,180,336 1,180,336
79,312,525 62,426,955 141,739.480
(1) 1998-99 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES & ENCUMBRANCES.
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUIWOUT
PWR l lgg9 - I BEGINNING
FUND BAL 7/1/99 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 601,935 7,250,000 6,836,500 1,015,435
PUBLIC ART
GOLFCOURSE
PUBLIC FACILITIES FEE
ZONE 5.13.16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BlKE
TRANSNETKTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGWCANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTDH POINS. LN-AVIARA PKWY
SEWER BENEFIT AREA (C-D-E-F)
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291,313
2,704,899
947,315
663,907
2,191,464
860,819
91 1,203
190,158
26,975
1,307,914
36,723
856
207,664
497,128
9,528,896
13,888,026
0
266,327
75,450
0
24,173
0
4,964,843
762,637
8,896,825
13,605,890
1,708,432
4,756,920
15,301,849
348,718
5,113,452
OTHER 153,472
TOTAL 113,858,570 50,551,902 62,426,955 101,983.51 8
0
0
3,829,609
228,011
804,633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3,678,819
2,725,000
0
1,550,000
0
‘0
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240,000
120,000
1,980,000
500,000
0
4,410,000
0
0
450,000
0
0
6,683,600
0
950,000
1,857,000
2,198,822
3,002,731
659,527
5,713,983
2,775,592
0
5,699,200
0
120,293
901,995
16,666,709
509,324
9,532
930,875
956,069
2,247,114
325,742
1,111,203
190,158
26,975
67,914
36,723
856
240,363
497,128
12,235,298
13,888,026
0
58,327
175,450
0
24,173
0
4,146,305
305,637
11,254,375
12,603,159
1,998,905
2,721,755
15,251,257
348,718
964,252
153.472
(1) BEGINNING BALANCE ON 7/1/99 IS NET OF CONTINUING APPROPRIATIONS.
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PR 2QQQ - 200’ 1 BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,015,435 1,750,000 1,786,000 979,435
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGHCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
120,293
901,995
16,666,709
509,324
9,532
930,875
956,069
2,247,114
325,742
1,111,203
190,158
26,975
67,914
36,723
856
240,363
497,128
12,235,298
13,888,026
0
58,327
175,450
0
24,173
0
4,146,305
305,637
11,254,375
12,603,159
1,998,905
2,721,755
15,251,257
348,718
964,252
0
0
3,333,871
118,000
351,907
198,949
296,336
555,650
893,084
1,900,000
0
755,000
0
0
104,000
44,334
0
6,451,766
0
500,000
197,360
2,000,000
0
5,024,000
700,000
565,034
3,400,000
6,051,232
1,300,000
150,000
3,149,716
2,025,000
0
1,600,000
20,000
0
4,689,000
0
0
150,000
0
2,800,000
672,000
1,700,000
0
755,000
0
0
104,000
0
0
1 10.000
5,702,400
500,000
200,000
0
0
5,024,000
700,000
260,000
3,391,000
3,922,316
4,249,533
1,059,527
1,561,226
7,796,424
0
745,900
OTHER 153,472 1,210,000 1,210,000
TOTAL 101,983,518 44,625,238 49.1 08,326 97,500,430
100,293
901,995
15,311,580
627,324
361,439
979,824
1,252,406
2,764
546,826
1,311,203
190,158
26,975
67,914
36,723
856
284,697
497,128
18,577,064
8,185,626
0
55,687
2,175,450
0
24,173
0
4,451,339
314,637
13,383,290
9,653,626
1,089,378
4,310,245
9,479,833
348,718
1,818,352
153.472
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
R 3 2001 - 2002 1 BEGINNING
FUND BAL 7/1/2001 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 979,435 1,700,000 1,664,625 1,014,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETlBlKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW POINS. LN-AVIARA PW
WATER - RECYCLED WATER
100,293
901,995
15.31 1,580
627,324
361,439
979,824
1,252,406
2,764
546,826
1.31 1,203
190,158
26,975
67,914
36,723
856
284,697
497,128
18,577,064
8,185,626
0
55,687
2,175,450
0
24,173
0
4,451,339
314,637
13,383,290
9,653,626
1,089,378
4,310,245
9,479,833
348,718
1,818,352
0
0
3,754,316
60,000
497,630
825,383
304,684
55,650
963,134
2,000,000
905,000
0
0
0
0
18,982
0
6,987,748
757,781
6,180,000
1,216,400
400,000
1,200,000
0
0
692,945
400,000
2,226,126
1,300,000
150,000
3,601,716
2,025,000
0
1,650,000
20,000
0
4,339,000
0
600,000
1,800,000
0
0
447,000
1,700,000
905,000
0
0
0
0
0
0
5,810,000
8,941,000
6,180,000
1,200,000
0
1,200,000
0
0
1,600,000
355,000
6,719,690
1,210,057
159,527
2,549,808
1,515,202
0
362,000
OTHER 153,472 3,000,000 3,000,000
TOTAL 97,500,430 42,872,495 52,277,909 88,095,016
80,293
901,995
14,726,896
687,324
259,069
5,206
1,557,089
58,414
1,062,960
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
19,754,812
2,407
0
72,087
2,575,450
0
24,173
0
3 I 544,284
359,637
8,889,726
9,743,569
1,079,851
5,362,153
9,989,631
348,718
3.1 06,352
153.472
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PAR 2o02 - 2003 I BEGINNING
FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,014,810 700,000 433,000 1,281,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HlGHWAY
TRANSNET/BlKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTDM COLLEGElCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTM2 POINS. LN-AVIARA PW
WATER - RECYCLED WATER
80,293
901,995
14,726,896
687,324
259,069
5,206
1,557,089
58,414
1,062,960
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
19,754,812
2,407
0
72,087
2,575,450
0
24,173
0
3,544,284
359,637
8,889,726
9,743,569
1,079,851
5,362,153
9,989,631
348,718
3,106,352
153.472
0
0
3,490,008
106,341
496,080
225,383
303,293
23,651
1,019,007
1,700,000
0
0
0
0
0
0
0
6,348,161
(0)
0
783,600
95,000
0
0
1,063,490
400,000
2,163,316
1,300,000
150,000
3,407,609
2,025,000
0
1,700,000
0
10,645,000 1
20,000
0
2,050,000
0
0
0
0
0
447,000
1,700,000
0
0
0
0
0
0
0
110,000
0
0
500,000
0
10,645,000
0
0
2,600,000
0
5,879,296
760,591
159,527
1,514,682
1,635,178
0
250,000
0
60,293
901,995
16,166,904
793,665
755,149
2 3 0,5 8 9
1,860,382
82,066
1,634,967
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
25,992,974
2,407
0
355,687
2,670,450
0
24,173
0
2,007,774
759,637
5,173,746
10,282,978
1,070,324
7,255,081
10,379,453
348,718
4,556,352
153.472
33
.-
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PAR 2Q03 - 2004 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,281,810 1,100,000 1,313,000 1,068,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETlBl KE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGECANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
60,293
901,995
1 6,166,904
793,665
755,149
230,589
1,860,382
82,066
1,634,967
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
25,992,974
2,407
0
355,687
2,670,450
0
24,173
0
2,007,774
759,637
5,173,746
10,282,978
1,070,324
7,255,081
10,379,453
348,718
4,556,352
153.472
0
0
2,259,351
108,000
159,676
225,383
304,684
23,651
774,753
1,700,000
0
0
0
0
0
0
0
5,428,836
0
0
500,000
0
0
0
0
1,101,717
400,000
1,426,594
1,300,000
200,000
2,379,524
2,025,000
0
1,750,000
0
20,000
0
11,678,000
0
0
0
0
0
447,000
1,700,000
0
0
0
0
0
0
0
110,000
0
0
0
0
0
0
0
0
0
6,182,615
931,136
159,527
2,530,428
1,796,272
0
0
0
40,293
901,995
6,748,255
901,665
914,825
455,971
2,165,066
105,717
1,962,721
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
31,311,810
2,407
0
855,687
2,670,450
0
24,173
0
3,109,492
1,159,637
417,725
10,651,842
1,110,797
7,104,177
10,608,181
348,718
6,306,352
153.472
TOTAL 97,535,681 23,167,169 26,867,978 93,834,872
34
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
FUR 6-10 2o04 - 2009 I BEGINNING
FUND BAL 711 12004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,068,810 4,310,000 2,165,000 3,213,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETlBlKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGElCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
40,293
901,995
6,748,255
901,665
914,825
455,971
2,165,066
105,717
1,962,721
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
31,311,810
2,407
0
855,687
2,670,450
0
24,173
0
3,109,492
1,159,637
417,725
10,651,842
1,110,797
7,104,177
10,608,181
348,718
6,306,352
153,472
0
0
16,573,633
615,337
697,613
1,520,636
1,275,776
395,115
4,686,500
8,000,000
0
0
0
0
0
0
0
13,322,590
0
0
2,500,000
1,500,000
0
0
900,000
3,715,653
2,000,000
8,274,598
6,500,000
1,000,000
12,279,854
10,125,000
0
8,500,000
0
0
0
23,275,000
0
0
600,000
2,550,000
500,000
3,985,000
8,000,000
0
0
0
0
0
0
0
38,933,500
0
0
3,226,800
2,000,000
0
0
900,000
110,000
0
5,843,834
2,641,750
797,635
8,031,000
2,874,000
0
555,000
0
40,293
901,995
46,888
1,517,002
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
5,700,899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3,159,637
2,848,489
14,510,092
1,313,162
11,353,031
17,859,181
348,718
14,251,352
153,472
TOTAL 93,834,872 108,692,305 106,988,519 95,538,659
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PO09 to Buildout i BEGINNING
FUND BAL 7/1/2009 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 3,213,810 3,000,000 4,763,000 1,450,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETIBIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTW COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKW
WATER - RECYCLED WATER
Y
40,293
901,995
46,888
1,517,002
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
5,700,899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3,159,637
2,848,489
14,510,092
1,313,162
11,353,031
17,859,181
348,718
14,251,352
0
1,000,000
16,921,289
373,977
1,370,421
2,724,068
527,284
669,191
7,717,007
800,000
0
0
0
0
0
0
0
6,412,839
(0)
0
1,200,000
1,500,000
0
0
0
7,646,625
9,700,000
10,541,724
20,900,000
2,200,000
16,359,445
22,275,000
0
20,700,000
0
0
1,765,200
16,391,000
1,840,000
2,980,000
3,425,000
1,410,000
565,000
10,364,000
800,000
0
0
0
0
0
0
0
12,104,500
0
0
514,000
3,664,000
0
0
0
14,265,000
6,600,000
9,961,927
5,528,400
2,369,007
0
0
0
13,325,000
0
40,293
136,795
577,176
50,979
2,859
675,675
8,126
105,023
17,228
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
9,239
2,407
0
814,887
6,450
0
24,173
0
96,770
6,259,637
3,428,286
29,881,692
1,144.1 55
27,712,475
40,134,181
348,718
21,626,352
OTHER 153,472 153,472
TOTAL 95,538,659 154,538,869 112,635,034 137,442,494
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
BEGINNING TOTAL TOTAL N
FUND BALANCE REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 601,935 19,810,000 18,961,125 1,450,810
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #I
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTDW COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291,313
2,704,899
947,315
663,907
2,191,464
860,819
91 1,203
190,158
26,975
1,307,914
36,723
856
207,664
497,128
9,528,896
13,888,026
0
266,327
75,450
0
24,173
0
4,964,843
762,637
8,896,825
13,605,890
1,708,432
4,756,920
15,301,849
348,718
5,113,452
0
1,000,000
50,162,077
1,609,666
4,377,959
5,853,360
3,304,219
1,778,559
17,195,410
18,600,000
1,455,000
755,000
0
120,000
2,084,000
596.01 5
0
52,068,343
757,781
6,680,000
6,639,360
5,595,000
11,845,000
11,707,600
1,600,000
14,916,927
17,700,000
35,239,961
34,600,000
4,800,000
44,856,682
43,225,000
0
37,450,000
100,000
1,765,200
71,565,000
1,850,000
7,080,000
6,125,000
3,960,000
3,865,000
18,039,000
17,900,000
1,455,000
755,000
1,240,000
120,000
2,084,000
500,000
0
61,588,000
14,643,400
6,680,000
6,090,800
5,664,000
11,845,000
11,707,600
1,600,000
19,785,000
12,203,000
40,708,500
18,324,198
5,364,277
21,901,127
18,392,668
0
20,937,100
40,293
136,795
577,176
50,979
2,859
675,675
8,126
105,023
17,228
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
9,239
2,407
0
814,887
6,450
0
24,173
0
96,770
6,259,637
29,881,692
1,144,155
27,712,475
40,134,181
348,718
21,626,352
3,428,286
OTHER 153,472 4,210,000 4,210,000 153,472
TOTAL 1 13,858,570 462,592,919 439,006,995 137,442.494
May 17,1999
Valley Junior High School PTA
1645 Magnolia Avenue - Carlsbad, CA 92008
Carlsbad City Council
1200 Carlsbad Village Drive
Carlsbad, CA 92008
Re: Capital Improvements Budget
Dear Mayor and Council Members
AGENDA ITEM # 1378
e Mayor
city Council
City Manager 33 Attorney
City Clerk
Since the Valley Junior High School PTA Board is vitally interested in the safety of
children going to and coming home from school, we are making the following requests
for your inclusion in the upcoming budget.
1. Bring Valley Street between Chestnut and Magnolia up to street standards and
install sidewalks, curbs and gutters on both sides of the street. In addition to
Valley students, this section of Valley Street serves students from Magnolia
Elementary and Carlsbad High School. It is noteworthy that the combined
enrollment of these three sites currently approaches 5,000 students.
2. Install sidewalks on the north side of Magnolia Street in the blocks across from
both Magnolia and Valley schools.
We will be advocating other safety efforts with NCTD, including the education of the
students, parents and teachers in loading and unloading students, pedestrian rules with
enforcement means and an exploration of the necessity of crossing guards.
We plan to appear at the Budget Workshop on June 10,1999 at 11 a.m. in the Council
Chamber to answer any questions about the students’ safety needs.
Sincerely,
Eli sa Wil I iam son
Co-president
May 18, f 999
AQUIDIA(TEM# do
ct Mayor CityCouncU ,, *rM .i
Ciiy Manager
City Attomy
c ? . .4 -
AGENDA mm # 30 SliARON SYLVESTLR r
Confection and Specialty Foods
3-7966 FAX(6191753-3910 m7.g
7703 Cortina Ct. Carlsbad, CA 92009
rF- Lee Rautenkranz
City Clerk
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CITY OF CARLSBAD
CALIFORNIA
Operating Budget
&
Capital Improvement Program
1999-2000
The following pictures appear on the front cover representing Carlsbad as we enter the year 2000:
Top Left - Carlsbad Flower Fields.
Top Right - Legoland, California (opened March 1999)
Bottom Left - New Carlsbad Library (due to open September 1999)
Bottom Right - View Park
Photographer: Bill Richmond
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City of Carlsbad
1999=00 Operating Budget and
Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Ramona Finnila
Matt Hall
Ann Kulchin
Julie Nygaard
City Manaaer
Raymond R. Patchett
Ad mi n ist rat ive Services Director
James F. Elliott
Prepared by the finance Department
finance Director
Lisa Hildabrand, C. P.A.
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. CITY OF CARLSBAD. CALIFORNIA
1999-00 BUDGET
TABLE OF CONTENTS
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How the Budget Document is Organized ............................................... : ............................. 1
Council's Five-Year Vision Statements ................................................................................ ii
Organization Chart .............................................................................................................. 111 ...
BUDGFT OVER VIEW
City Manager's Transmittal Letter ....................................................................................... 1
Projected Fund Balances ............................ :. .................................................................... 13
Personnel Allocations ....................................................................................................... 14
CSMFO Budget Award ..................................................................................................... 18
1999-00 Budget Highlights .................................................................................................. 3
About the City of Carlsbad ................................................................................................ 16
Overview ........................................................................................................................... 19
Expenditure Schedule .............................................. : ......................................................... 41
Projected Fund Balances .................................................................................................. 32
Revenue Estimates ........................................................................................................... 34
Proaram Summaries
Policv ti Leadership Grot@ Policy ti Leadership Group Summary .......................................................................... 45
City Council .................................................................................................................. 46
City Clerk ..................................................................................................................... 47
City Treasurer .............................................................................................................. 50
City Manager ............................................................................................................... 52
City Attorney ................................................................................................................ 54
Administrative Services
Administrative Services Summary ............................................................................... 55
Administrative Services Administration ........................................................................ 56
Finance ........................................................................................................................ 57
Purchasing ................................................................................................................... 60
Human Resources ....................................................................................................... 62
Worker's Compensation ............................................................................................... 64
Risk Management ........................................................................................................ 65
Health Insurance .......................................................................................................... 67
Information Systems .................................................................................................... 68
Miscellaneous Non-Departmental ................................................................................ 71
Public Safety
Public Safety Summary ................................................................................................ 73
Police Department Summary ....................................................................................... 74
Administration .............................................................................................................. 77
Field Operations ........................................................................................................... 78
Traffic ........................................................................................................................... 79
Volunteer Program ...................................................................................................... 80 .
TABLE OF CONTENTS
Page Two
Public Safety fcont inued)
Reserve Officer Program ............................................................................................. 81
Canine ......................................................................................................................... 82
Lagoon Patrol .............................................................................................................. 83
Investigations ............................................................................................................... 84
VicelNarcotics .............................................................................................................. 85
Juvenile Diversion ..................................................................... .................................. 86
Property & Evidence .................................................................................................... 87
Family Services ............................................................................................................ 88
Support Operations ...................................................................................................... 89
D.A.R.E ........................................................................................................................ 90
Crime Prevention ......................................................................................................... 91
Police School Resource Officers ...................................................... ........................... 92
Communications Center ............................................................................................... 93
Police Records ............................................................................................................. 94
Various Asset Forfeiture .............................................................................................. 95
Bicycle Patrol ............................................................................................................. 96
Fire Department Summary ........................................................................................... 97 Administration .............................................................................................................. 99
Emergency Operations .............................................................................................. 100
Fire Prevention .......................................................................................................... 101
Weed Abatement ....................................................................................................... 102
Disaster Preparedness .............................................................................................. 103 .
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Communitv Developme nt
Community Development Summary ............................................................................ 105
Administration ............................................................................................................ 106
Geographical Information System .............................................................................. 1 IO
Building Inspection ..................................................................................................... 112
Redevelopment Operations ....................................................................................... 114 -
Redevelopment Debt Service .................................................................................... 116
Housing . Rental Assistance ...................................................................................... 118
Community Development Block Grant ....................................................................... 122
Land Use Planning .................................................................................................... 108
Economic Development ............................................................................................. 11 1
Housing & Redevelopment Summary ........................................................................ 113
Low/Moderate Income Housing ................................................................................. 117
Affordable Housing .................................................................................................... 120 -
Community Services
Community Services Summary .................................................................................. 125
Library Summary ....................................................................................................... 126
Administration ............................................................................................................ 128
Georgina Cole Library ................................................................................................ 130
Reference Services .................................................................................................... 132
Children's Services .................................................................................................... 133
Genealogy/Local History ............................................................................................ 134
Centro de Informaci6n ............................................................................................... 135
Technical Services ..................................................................................................... 136
Collection Development & Acquisitions ...................................................................... 137
Media Services .......................................................................................................... 138
Circulation . South Carlsbad Library .......................................................................... 131
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TABLE OF CONTENTS
Page Three
Community Services !~ontin~~O
Adult Learning Program ............................................................................................. 139
La Costa Branch ........................................................................................................ 140
Audio Visual Insurance .............................................................................................. 141
Library Gifis/Bequests/Endowments .......................................................................... 142
Cultural Arts Summary ............................................................................................... 143
Arts Office .................................................................................................................. 144
Sister City .................................................................................................................. 146
Arts Special Events ....................................... : ............................................................ 147
Recreation Summary ................................................................................................. 148
Park and Recreation Management ............................................................................. 150
Recreation Fee Supported ......................................................................................... 152
Recreation . Aquatics ................................................................................................. 154
Recreation Operations ............................................................................................... 157
Seniors Summary ........... ............................................................................................ 159
Recreation . Agua Hedionda Lagoon ......................................................................... 156
Senior Programs ........................................................................................................ 160
Senior Program Donations ......................................................................................... 162
Senior Nutrition .......................................................................................................... 163
Public Works Public Works Summary .......................................................... : ................................... 165
Public Works Administration ...................................................................................... 166
Engineering Services Summary ................................................................................. 167
Engineering ................................................................................................................ 169
Utility Engineering ...................................................................................................... 172
General Services Summary ....................................................................................... 173
Park Maintenance ...................................................................................................... 175
Facilities Maintenance ................................................................................................ 177
Street Tree Maintenance ........................................................................................... 179
Median Maintenance .................................................................................................. 180
Vehicle Maintenance .................................................................................................. 181
Vehicle Replacement ................................................................................................. 183
Carlsbad Golf Course ................................................................................................ 184
Maintenance & Operations Summary ........................................................................ '185
Major Street Maintenance .......................................................................................... 187
Street Maintenance .................................................................................................... 188
Traffic Signal Maintenance ......................................................................................... 190
Street Lighting ............................................................................................................ 192
Buena Vista Channel Maintenance ............................................................................ 194
Water Operations ....................................................................................................... 195
Wastewater Operations ............................................................................................. 197
Solid Waste ................................................................................................................ 198
Overview .................................................................................................................... 201
Projected Fund Balances ........................................................................................... 212
Revenue Estimates .................................................................................................... 214
Budget Expenditure Schedule .................................................................................... 215
Current & Future (1 999-00 to Buildout) Projects ........................................................ 216
TABLE OF CONTENTS
Pane Four
CAPITAL IM PROVEMENT PROGRAM !co ntinuea
Analysis of Available Balances .................................................................................. 226
Glossary of Capital Project Funding Sources ............................................................. 234
APPENDICES.
Planned Capital Outlay Items .................................................................................... 237
Conference Travel ................................................................................................... 241
Continuing Appropriations .......................................................................................... 246
Gann Appropriation Limit ........................................................................................... 249
Budget Calendar ........................................................................................................ 250
Accounting Systems and Budgetary Control .............................................................. 251
Resolution Adopting the Budget ................................................................................. 252
Resolution Adopting the Appropriation Limit .............................................................. 255
Glossary ................................................................................................................... .256
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HOW THE BUDGET DOCUMENT IS ORGANIZED
This budget document has been designed to provide the public concise and readable
information about the City of Carlsbad's 1999-00 budget. The Budget is separated into
two major sections: The Operating Budget and the Capital Improvement Program.
Transmittal Letter
The beginning of the budget document contains the City Manager's transmittal letter and
overview information. The overview information will provide summary data to the reader
for both the operating budget and the capital improvement program, as well as
information on personnel allocations and debt management issues.
Operatina Budaet
The Operating budget section has 7 tabbed sections providing the summary information'
and budget information for each of the 7 major service areas. The Operating Budget
summary section begins with an -overview of the revenue assumptions and the policies
used to develop the budget. The overview is followed by tables providing detailed
information on fund balances, expenditures and revenues. The following sections are
separated by major service areas which are Policy and Leadership Group,
Administrative Services, Public Safety, Community Services, Community Development,
and Public Works. Within these broad categories, the budget is organized on a
departmental basis. Summaries, financial and descriptive, are included for department
groups containing more than one program. The summary page is followed by detailed
program information. Some departments consist of one program only, and thus only
one page is included for them. For each program, a financial history and the 1999-00
budget figures are presented. Also included are narrative statements describing
program activities, associated workload measures or performance objectives, key
achievements for 1998-99 and key goals for 1999-00.
CaDital lmwovement Proaram
The Capital Improvement Program (CIP) is located toward the back of the budget
document. Included is a discussion of the program as a whole, the revenue sources,
project scheduling, and budgeted 1999-00 expenditures. The discussion is followed by
a multi-page table outlining all capital projects. Ongoing projects are identified along
with the amount of funds already appropriated, while future projects contain an
identification of their estimated cost in the planned year of spending. An analysis of
future revenues and cash balances concludes the presentation of the CIP.
Amendices
The Appendices contain a detailed listing of the 1999-00 Capital Outlay items by
department. Travel detail is presented next, so that Council may review and approve
these requests. Then a listing of the appropriations carried forward into the 1999-00
budget are presented. The last section of the Appendices provides information on the
Gann Limit, Budget Process, Accounting System and Budgetary Control, the Adopted
Resolution for the Budget, and a Glossary.
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Carlsbad City Council
1999
FIVE-YEAR VISION STATEMENTS
+
- City Council continues to clarify and pursue the vision of
Carlsbad that reflects the pride and quality of life for all who
live, work, and play here. -
- Carlsbad’s.. .
1. Diverse and healthy economic base provides opportunities for employment to the -
residents of Carlsbad, economic vitality to the community, and the necessary revenues
to support City services.
Policies and decisions implement the General Plan, enforce the Growth Management
Plan, maintain the safety and security of its citizens, and are based on what is best for
3 2.
Carlsbad. -
3. Leadership role in local and regional planning issues actively involves confronting
governmental issues at the local, state and national levels.
4. Operates an open government for the betterment of the community in a non-partisan
manner while encouraging active citizen participation and involvement with the City
Council, and the City’s Boards and Commissions.
And Carlsbad Efficiently and Effectively ........
5. Delivers top-quality public services.
6. Manages environmental concerns proactively, including:
0 openspace
0 water qualitykonservation
0 beach erosion
0 air quality
0 resource conservation and waste reduction .
0 wildlife habitats
7. Has a safe and efficient integrated transportation system.
8. Maintains citywide “small town” community spirit.
9. Has a community where continuous and life-long learning are supported and embraced
for people of all ages.
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- City of Carlsbad
r-
To the Honorable Mayor and City Council:
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1999-00 BUDGET TRANSMITTAL
I am pleased to submit the 1999-00 Operating and Capital Improvement Program Budgets for
the city of Carlsbad which total $166.3 million with projected revenues of $158.8 million. Of the
total budget, $103.7 million (62%) will be used to finance the operations of the City while $62.6
million (38%) will go towards the construction of capital improvements throughout Carlsbad. Our
goal has been to prepare a comprehensive financial plan for all services, programs, and capital
projects which will assist the Council in the achievement of its vision for Carlsbad.
It is apparent from a review of the revenue picture that the city of Carlsbad is continuing to
experience a period of economic prosperity. Revenue growth in almost every area has been
strong and is expected to persist throughout the upcoming year. Commercial development in
Carlsbad continues with the opening of the Legoland family theme park in March 1999, the
projected expansion of the Carlsbad Company Stores retail center in fall 1999 and the opening
of several new hotels and restaurants. Carlsbad has truly become a tourist destination spot with
the second highest level of Transient Occupancy Tax in the county.
Carlsbad’s reputation for quality has also enhanced it’s residential and industrial development.
There is a strong demand for housing in the City creating upward pressure on housing prices
and development of a number of new residential projects. The pace of development in the
industrial corridor has also continued resulting in the addition of a variety of new jobs to the City.
All of these provide for the economic well being of our citizens as well as providing additional
revenues to improve City services.
The 1999-00 Budget reflects these improvements in the economy and provides funding for a
number of service enhancements. The long awaited new Carlsbad library will open in
September 1999, requiring 33 new positions to staff the 64,000 square foot state of the art
facility. Public safety needs have been addressed with the addition of five new positions in the
police department. Other enhancements to services in the 1999-00 budget include improved
maintenance to City infrastructure, and increased funding for technology. There is also over $20
million appropriated to improve the circulation and road conditions in Carlsbad. This will ensure
that we are able to maintain Carlsbad’s quality of life in the newly developing regions as well as
for our current residents and businesses.
This year the City will be employing best management practices by establishing a system that
will insure the City has the funds to maintain its streets, sidewalks and other infrastructure at
acceptable levels in future years. Our city is relatively new so we have not yet experienced the
significant cost of maintaining infrastructure as it ages. We are just beginning to experience the
cost of major repairs on some of our older roads. In order to plan for these future costs, this
year’s budget includes a $2 million transfer to an infrastructure maintenance fund. This money
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1200 Carlsbad Village Drive Carlsbad, CA 92008-1989 (760) 434-2821 FAX (760) 720-9461 @
1
is proposed as “seed” money to begin this new program. A full report and recommendations for
future years will be brought to Council during fiscal year 1999-00.
Carlsbad has continued to grow and prosper over the years as a result of the vision and
leadership of the City Council. The Council’s commitment to their vision, and their willingness .
work. The 1999-2000 operating and capital budgets continue to provide for a high quality of life
for current citizens as well as laying the groundwork so that future generations will also be able
3
to provide the funding to achieve it, has resulted in a highly desirable city in which to live and
to enjoy the benefits of our community.
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I would like to express my appreciation to the City Council for providing the direction and
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
offer them all my thanks for a job well done.
support which are crucial to the ability of the City to achieve its goals.
all who live, work and play in Carlsbad. Their efforts are critical to the City’s ultimate success. I
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RAYR~ND R. PATCHETT
City Manager
June 15, 1999
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CITY OF CARLSBAD
1999-2000 BUDGET
WHERE THE MONEY COMES FROM ...
1999-2000
ESTIMATED REVENUES
$1 58.8 MILLION
Licenses & Permits
2%
Income from
Investments &
Pro pe tiy
2%
WHERE THE MONEY GOES ...
32%
1999-2000
ADOPTED BUDGET
$166.3 MILLION
Public Works ~3
Leadership Non Dept. & 24%
Capital Projects
37%
3
CITY OF CARLSBAD
FISCAL YEAR 1999-2000
BUDGET HlGHLlGHTS
The 1999-00 budget for all City funds totals $166.3 million with total revenues estimated
at $158.8 million. The City’s fiscal year runs from July 1 to June 30. The City is able to
budget more than it has in expected revenues due to balances on hand from previous
years.
The Operating Budget totals $103.7 million and is expected to generate $108.2 million in
revenues. This budget allocates the resources for the operations of all City programs.
The Capital Improvement Program (CIP) assesses the City’s long-term capital needs and
identifies potential revenue sources to meet these needs. The 1999-00 CIP contains the
current year budget allocation of $62.6 million and outlines approximately 208 future
projects at a total cost of $460.4 million through build-out of the City. Capital revenues
for the 1999-00 fiscal year are estimated at $50.6 million. The capital projects include
civic facilities, such as parks and libraries, as well as all infrastructure needs anticipated
for the future which are not expected to be constructed by developers.
Balancing City revenues with the demand for new or increased services is one of the
major challenges faced by the City Council and staff as the budget is developed.
Revenues received by the City set constraints on the amount of services that can be
provided. Fortunately, due to the continued growth of the City’s tax base, Council was
able to add funding in 1999-00 to improve upon the variety of services already being
provided to Carlsbad citizens. Many of the changes were anticipated and were the result
of new facilities being built, the need to keep up with technological changes, and the
changes required due to the growth of the city as prescribed by the General Plan and
growth management. There are also several enhancements proposed to ensure that the
City remains at the forefront in addressing the health and safety needs of its citizens.
The increases in development and the related fees have also provided Council the ability
to advance many of the capital projects which had been postponed in the past. The top
priority was given to projects that will be needed in order to maintain compliance with the
City’s Growth Management Plan. The result is a CIP focused on improving the
circulation throughout the City and in making more park acreage available for use by
citizens and visitors.
The budget overview below will begin with the Operating Budget and provide information
about the estimated revenues by fund type and the budgeted appropriations by program.
It is followed by a discussion of the staffing levels anticipated for the City for the 1999-00
fiscal year. The second section of the report provides a summary of the Capital
Improvement Program with a brief description of notable projects. This section also
addresses debt management including a schedule of the outstanding bond issues.
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OPERATING BUDGET
Revenue Projections bv
Fund Tvpe
The City's revenues are
divided into various
funds. Each fund has
been established
because of certain
restrictions placed on
the use of the
resources received by
that fund. The City's
five fund types are
shown on the
accompanying graph.
1999-00 OPERATING REVENUES
BY FUND TYPE
$108.2 MILLION
INTERNAL REDEVELOP-
SERVICE MENT
ENTERPRISE $9.4 / $1.7
$9.8 $64.4
In millions
General Fund Revenues
The fund receiving the largest slice of the revenues is the General fund, with estimated
revenues of $64.4 million. The General fund provides funding for the majority of services
available to City residents. The majority of the General fund revenues are derived from
taxes, which equal
$45.5 million, or 71%,
of the total. The
graph at the right
illustrates the sources
of revenue to the
General fund.
Sales taxes are the
number one source of
revenue for the
General fund. Sales
taxes are estimated to
bring in $17.8 million
for the 1999-00 fiscal
year. Automobile and
department store
sales are significant
contributors to the
category of sales tax.
I 1999-00 GENERAL FUND REVENUES
$64.4 MILLION
CHARGES FOR
SWIES INTWGOVERNM
LIcB\IsES& 10% OTHER ENTAL
WENUE
\ FRANCHISETAX 5% /
BUSLK: m's 5% TAX
Property taxes, at $15.8 million, are the second largest General fund revenue. Transient
occupancy taxes (TOT) are budgeted at $7.5 million, and are the third largest revenue
source for the City. Franchise taxes, transfer taxes, and business license taxes make up
the remaining $4.5 million in tax revenues collected by the City.
Intergovernmental revenues are revenues collected by the State and other
governmental agencies and allocated to the City based on a formula. Examples of
intergovernmental revenues include motor vehicle license fees, state mandated cost
reimbursements and homeowner's exemptions. Intergovernmental revenues total $4
million of the General fund revenues.
5
Licenses and permits account for $3.1 million of the General fund revenues and include
building permits and other development related permits. Charges for services are
estimated to be $6.2 million, and include fees for engineering, planning, building,
recreation, and ambulance services.
Other revenue sources include interdepartmental charges, fines and forfeitures, and
miscellaneous revenues. Other revenue sources total $3.5 million, or 5%, of the General
fund revenue. Income from investments and property total $2.2 million, or 3%, of the
total revenues.
Special Revenue Fund Revenues
Special Revenue fund revenues are estimated at $9.8 million for 1999-00. Funds
collected in the category of Special Revenue are legally restricted to specified purposes.
Examples of funding resources include donations, grants and special assessments. The
types of functions supported with Special Revenue funds include programs funded by
specific revenue streams such as Section 8 Housing Assistance, Housing Trust fund,
Community Development Block Grants (CDBG), and maintenance and assessment
districts.
Enterprise Fund Revenues
Revenues from the Enterprise funds make up the second largest revenue group, totaling
$22.9 million. The Enterprise funds are a group of funds which operate similar to a
business in that they charge fees to cover the cost of their services. Examples of the
City’s enterprises include water and sanitation services and solid waste management.
Internal Service Fund Revenues
Internal Service fund revenues, projected to be $9.4 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 Liability, Health Insurance, Workers’ Compensation, and Vehicle
Maintenance and Replacement.
Rede veloprnent Agency Re venues
Redevelopment Agency revenues, estimated at $1.7 million, come mainly from property
taxes collected within the redevelopment area. Carlsbad has one redevelopment area
consisting of 204 acres located in the downtown “Village Area” of the City. The overall
goal of the Village area redevelopment project is to create a pleasant, attractive,
accessible environment for living, shopping, recreation, civic, cultural and service
functions through the elimination of blighting influences, and through restoration and
new, private/public devetopment forms which preserve and enhance the existing
character of the Village Area and surrounding community. Funds collected within the
redevelopment area must be used to repay the debt incurred and administration of the
Agency.
Operating Buduet by Program
The total operating budget for the City equals $103.7 million which represents a
$333,000 increase over the 1998-99 final budget. The operating budget is categorized
by major service area (MSA). Five MSAs have been identified which represent the key
businesses of the City. These five areas are governed by the top executives of the City.
The following graph shows the operating budget for each of the MSAs.
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40.0
35.0
30.0
25.0
20.0
15.0
10.0
5.0
0.0
1 999 -0 0 0 P E RATING EX P EN D;I T UPREF- I $103.7 MILLION
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~~ ~~P~ -~ P~P~ -~ ~P~P~ +otal funding allocated for the Policyand Leadership Group for 1999-00 is $2.5 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.
The Administrative Services MSA, with a budget of $10.9 million, includes finance,
human resources, purchasing, information systems, health insurance, risk management,
and workers' compensation. These departments mainly provide services to internal City
departments. Five new positions have been added to the budget for this MSA to
enhance the City's use of technology.
Public Safety services are funded at $21.9 million and include all the
police and fire programs such as police patrol, vicelnarcotics, juvenile
diversion and DARE programs, fire prevention, emergency operations
and disaster preparedness. The 1999-00 budget includes 5 new
positions in the police department based upon the anticipated growth in
the City. These positions will be used in patrol, traffic, the DARE
program, and communications.
Community Development, with a budget of $10.7 million, provides the services that guide
and oversee the planning and development of Carlsbad as depicted in the City's General
Plan. The General Plan is the base document which expresses the goals and public
policy relative to future land use. It acts as a "constitution" for development and is the
foundation upon which all land use decisions are based. Also included under
Community Development are the housing and redevelopment programs.
Community Services, with a budget of $9.6 million, is made up of
the library, recreation, cultural arts and seniors programs. These
programs are provided to a wide range of people and assist in
their education and cultural development. The 1999-00 budget
includes increases in service levels for many of these programs. With a new 64,000
7
square foot library due to open in the September 1999, 33 additional positions have been
funded as well as an increase in the budget for books and materials.
projects included in the 1999-00 budget
are described below:
The service area requiring the largest amount of funds is Public Works
with a budget of $39.9 million. Public works is responsible for the
building and maintenance of all of the City’s infrastructure and facilities
and for the provision of utility services. It is comprised of the
~~ ~ ~ engineering, parks, streets, facilities, fleet, water and sewer
departments. The building of the majority of the projects outlined in the $63 million
Capital Improvement Program is also a responsibility of this MSA.
. ._ 6%
The Non-Departmental and Contingency account includes non-departmental programs
such as community promotions, community contributions, assessment services, transfers
to other funds and Council’s contingency account. Included in the non-departmental
group this year is a $2 million transfer to an infrastructure maintenance fund. This is a
new program that will set aside funds for the repair and replacement of the City’s base
infrastructure. The contingency account, which is available to Council for emergencies
and unforeseen program needs that arise during the year, is budgeted at $4 million.
This is about the same as the amount adopted in the 1998-99 budget. In total, the
contingency account amounts to 6.5% of the General fund budget.
The operating budget also includes a $7 million transfer to the Capital Improvement
Program which is not reflected in the previous graph. The transfer is necessary to pay
for various capital projects which are not funded through any of the capital revenues.
Some of these projects include a computer-aided dispatch system for police and fire
needs, relocating the police firing range and furniture for a new City building on Faraday
Ave.
Staffing
The 1999-00 budget includes a total of 586.5 permanent positions (both full time and %-
time positions) and 135.55 part-time positions (in full-time equivalents). This is an
increase of 33.5 permanent positions and 24 part-time positions (in full-time equivalents).
About a third of these positions are the direct result of the opening of the new Carlsbad
library in September 1999.
CAPITAL IMPROVEMENT PROGRAM
The City of Carlsbad’s Capital
Improvement Program (CIP) is a long-
range planning document which identifies
current year projects as well as future
capital needs and sources of revenue.
These funds are used for the construction
of municipal facilities, roads, traffic
signals and parks. The Capital
Improvement Program for 1999-00 totals
$62.6 million. Some of the notable capital
CIP BUDGET ALLOCATION
$62.6 MILLION
Water Parks
9% 11%
Streets
33%
7% Loans
8 .
amenities. Funding for the land acquisition is $3.5 million from Park Fees
and $2.6 million from Public Facility Fees.
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0 The Public Works Center is scheduled for construction with an additional
appropriation of $4.5 million from CFD#I and Sewer Fees. In addition,
completion of the Faraday Administration Building is anticipated for the fall of
1999. This facility will be used by staff from Public Works, Community
Development, and Administrative Services and is expected to improve
customer service by providing a single location to serve the development
community. .
0 Construction of the South Carlsbad Village Storm Drain is expected to begin
in 1999-00. This facility will extend from Oak Avenue to the Agua Hedionda
Lagoon along the easterly portion of the Northern San Diego Railroad right-
of-way and will control flooding and standing water along its route. An
additional appropriation of $3.1 is included in the budget with Gas Tax and
TransNet funding.
0 A major waterline will be constructed on El Fuerte from Poinsettia Lane to
Palomar Airport Road. This project is funded from Water Connection fees.
0 Construction of several major street projects are included in the CIP and will
improve the flow of regional and local traffic throughout the City; projects
which will undergo construction in 1999-00 include Faraday Avenue to
Cannon Road, Poinsettia Lane to El Camino Real and Rancho Santa Fe
Road. Funding is also provided for preliminary activities relating to the
construction of several major east-west roads, such as College Boulevard
and Cannon Road east of El Camino Real and Poinsettia Lane east of El
Camino Real. In addition, funding for the reconstruction of many individual
roads, particularly in the older sections of the City, will help maintain the
quality of our streets. Appropriations are also included for the replacement of
the Carlsbad Boulevard Bridge and the widening of Poinsettia Lane Bridge.
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
1998-99 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.
9
City of Carlsbad
Debt Outstanding
Outstanding I999100 Final
Original Principal Payment Paymenl
bond Name Fund Bond Issue at 6130199 P8ll FY
997 Hosp Grove Refunding
Certificates of Participation
997 CMWD Refunding
Certificates of Participation
996 Refunding Encina JPA
Sewer Expansion
993 Redevelopment
Tax Allocation Bonds
General
Water Enterprise
Sewer Enterprise
Redevelopment
$ 6,595,000 $6,075,000 $ 758,803
$ 7,400,000 $ 5,405,000 $1,222,450
$ 11,080,000 $10,250,000 $ 940,372
$ 15,495,000 $14,460,000 $1,043,390
Subtotals
988 Palomar Airport Road
Assessment District
997 Reassessment District
College & Alga
997 Carlsbad Ranch
Assessment District
1998 Rancho Carrillo
Assessment District
Subtotals
Assessment District
Assessment District
Assessment District
Assessment District
$40,570,000 $36,190,000 $3,965,015
$ 5,133,940 $655,000 $ 176,519
$ 18,475,000 $17,420,000 $ 2,014,002
$ 10,175,438 $10,125,000 $ 785,857
$ 19,600,000 $ 19,600,000 $ 1,356,956
$53,384,378 $47,800,000 $4,333,334
2009
2004
2014
2024
2004
2012
2023
2028
Totals $93,954,378 $83,990,000 $8,298,349
Annual debt service payments from the General fund average approximately $800,000.
The remaining debt will be repaid from water and sewer revenues and from property
owners benefiting from the improvements built with bond proceeds.
In addition to the existing issues, the City is considering using debt to fund several new
projects. These include the following:
10
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Communitv Facilities District: In May 1991, the property owners approved a Mello-Roos
financing district, called Community Facilities District No. 1 (CFD). Approximately $1 09
million in Capital Projects will be financed using this mechanism, most of them without
the issuance of debt. The new City of Carlsbad City Hall is scheduled for construction
sometime during the period of 2004-2009. 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.
Faradav Administrative Offices: During 1998-99, the City entered into a lease agreement
for a 68,000 square foot building to house the Community Development, Administrative
Services and a large portion of the Public Works staff. The lease agreement contains an
option to purchase the building between the twelve and twenty-forth month of the lease
at a price of $9.1 million. If this option is exercised by Council, it is anticipated that the
City will issue debt to finance the purchase. The type of debt that would be issued has
not yet been determined. Payments for this lease and the purchase option, if exercised,
will come from Public Facilities Fees.
As can be seen from the previous information, the
City of Carlsbad is experiencing a period of solid
economic growth which is anticipated to continue for
at least the next year. As the City continues to grow,
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 quality of life in Carlsbad to be maintained. 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 continue to
increase the property taxes. Sales taxes and transient occupancy taxes are being
boosted by the opening of the Four Seasons Resort in 1997; the Carlsbad Company
Stores, a specialty retail mall, in late 1997 with an expansion in 1999; Legoland in early
1999; as well as growth in other hotels and restaurants. In addition, the development
revenues are providing the funding to pay for the services provided to the building
industry and to offset the cost of capital improvements needed to serve the growing
population.
All of these events add to the diversity and strength of Carlsbad’s economic base 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 in 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.
11
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CITY OF CARLSBAD
BUDGET SUMMARY
1 FISCAL YEAR 199940 I
PROJECTED PROJECTED
BALANCE ESTIMATED ADOPTED FUND BALANCE PROGRAM AREA JULY 1,1999 REVENUES BUDGET TRANSFERS JUNE 30,2000
OPERA77NG BUDGET
Policy I Leadership Group
Administrative Services
Public Safety
Community Development
Community Services
Public Works
Non Departmental I Contingencies
$2,485,452
10,931,490
21,910,298
10,693.61 2
9,625.747
39,961,959
8,125,000 (7.000,OOO)
SUBTOTAL OPERATING $73,831,154 $108,181,342 $103,733,558 ($7,000,000) $71,278.938
CAPITAL IMPROEMENT PROGRAM
Fiscal Year 199940 $193.171.095 543,551,902 $62,552,466 $7,000.000 $181,170,531
1998-99 Continuing Appropriations (79.790.693
$101,379,838
TOTAL OPERATING AND CAPITAL S267,002.249 SlS1,733.244 Sl66.288,OU so si72,6~,n6
I FISCAL YEAR 1998-99 1
I PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
PROGRAM AREA JULY 1,1998 REVENUES EXPENDITURES TRANSFERS JUNE 30. I999
Policy I Leadenhip Group
Administrative Services
Public Safety
Community Development
Community Services
Public works
NO^ Departmental I Contingencies
$2,295,564
10.61 9,987
21,764,565
10,130,387
7,390,970
36,669.656 (13,920,000)
4,118,810
SUBTOTAL OPERATING $72,496,126 $108,244,967 $92,989,939 ($13,920,000) $73,831,154
CAPITAL IMPROEMENT PROGRAM
Fiscal Year 1998-99 $163,304,560 $85,778,505 $69,831,970 $13,920,000 $193,171,095
13
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1998-99 AND 199940
OVER
98/99 99/00 (UNDER)
FINAL FINAL 1998-99
MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED
lPOLlCY AND LEADERSHIP GROUP I
CITY COUNCIL
CITY MANAGER
CITY TREASURER
CITY CLERK
CITY AlTORNEY
IADMlNlSTRATlVE SERVICES 1
ADMINISTRATION
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES 8 WORKERS COMP
UBLIC SAFETY 1 POLICE
FIRE
COMMUNITY DEVELOPMENT I COMM DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
ICOMMUNITY SERVICES 1
LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
)PUBLIC WORKS
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 OPERATIONS
1
9
0.75
4
5
0
13
14
2
5
8
128
79
4.75
13
1
2
24
10
32.25
3
3
15.5
3
7.25
37
47.25
81.25
1
6.75
0.75
4
6
2
17
20
2
5
9
134
79.75
4.75
13
1
2
24
10
40.75
4
3
16
3
4
51
51.75
71
0
(2.25)
0
0
1
2
4
6
0
0
1
6
0.75
0
0
0
0
0
0
8.5
1
0
0.5
0
(3)
14
5
(10)
GRAND TOTAL LABOR FORCE 553 586.5 33.5
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CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1998-99 AND 199940
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
98/99 99/00 Difference
Full Time Personnel 547 582 35
3/4 Time Personnel in Full Time Equivalents 6 4.5 -1.5
Hourly Full Time Equivalent Personnel 111.41 135.55 24.14
TOTAL LABOR FORCE 664.41 722.05 57.64
LIMITED TERM EMPLOYEES
INTERNS 98/99 99/00 Difference
Management Interns
Building Inspector Intern
GIS
0 2
0.5 1
0.5 0.5
Planning - front counter 1.5 1.5 0
TOTAL LIMITED TERM EMPLOYEES 2.5 5 2.5
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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, 27 hotels offering
2,900 rooms for tourist lodging, high
technology, multimedia and biomedical businesses, electronics, golf apparel and equipment
manufacturers, several business and light industry parks, and numerous land developers
building single and multi-family housing in a variety of community settings. 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 Municipal Water District. Solid waste collection is
provided through a franchise agreement with a local refuse collection service.
In addition to the usual City services, Carlsbad offers a wide variety of programs to help local
residents and businesses. The City operates 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 7 998-99
Date of Incorporation
Type of City
Form of Government
Area
Population (CA Dept of Finance Report 1/1/98)
Net Assessed Valuation
July 16, 1952
General Law
CounciVManager
42.19 sq. miles
77,550
$7,391,938,713
16
Miscellaneous Statistical Information 1998-99 (Continued)
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Number of Street Lights
Miles of Streets
Fire Protection:
Number of Stations
Number of Firefighters & Officers
Police Protection:
Number of Stations
Number of Sworn Police Officers
Municipal Water District:
Number of Customers
Number of Water Connections
Average Daily Consumption
Miles of Lines and Mains
Miles of Sewers
Recreation and Culture:
Number of Parks (Improved and Special Use Areas)
Area of Parks (Including Open Space)
Number of Pools
Number of Libraries
Number of Volumes
Total Number of Authorized Full Time City Employees
5,597
244
6
72
1
93
72,000
20,100
14.9 million gallons
350
145
34
433 acres
1
2
236,089
586
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Source: Ci of Carlsbad.
Finance Department
17
California Society of
JVlunicipaZ 3inance officers
Certificate of Award
Meritorious in Operational Btrdgeting 1998=99
Presented to
City of Cudsbad
7% ctV@m rccogniUr tbe acbhemmt of E.EccUcncc in Operational Budgeting and rqihxts an omtstadng budget documcnc and tbe &lying budgeting process hugb wbicb tbe budget is imphted.
March I, 1999
A.
1 Dedicuted to Excelknce in Municipal Finunciol Manugement ff
The City of Carlsbad was recognized by the California Society of Municipal Finance Officers
(CSMFO) for meritorious in operational budgeting for Fiscal Year 1998-99. The purpose of the
awards is to set a high standard of professionalism which will enhance the audiences’
understanding of the mechanics of local government and special districts and to continue to
enhance the budget and its process.
The City of Carlsbad believes that its Fiscal Year 1999-00 budget continues to meet the high
standards of the CSMFO program.
18
.J
Public Safety
Community Development
1999-00 OPERATING BUDGET
OVERVIEW
Carlsbad is a full-service City providing the following services to its citizen’s and customers:
Police department 0 Development services
0 Fire department including paramedic services Street construction and maintenance
Water delivery system 0 Library and arts programs
Sewer system 0 Recreation programming for all ages
Solid waste services Parklands
Housing programs
School programs and facilities are provided by four different school districts located within the City boundaries. Although the City Council has no direct control over these school districts, the
Council recognizes the importance of quality school facilities and programs to Carlsbad’s
residents; Council has worked closely with the schools in the past to provide assistance, when
possible. The Council‘s commitment to quality schools is also evidenced this year in their goals
as noted below.
The budget process for the City
of Carisbad begins in January
each year, with a review and
update of the City Council’s five-
year vision statements. These
statements are shown on the first
page of this budget document.
Through the vision statements,
Council continually defines and
clarifies their vision of Carlsbad.
The Strategic Goals for the City
are developed next. The goals
further define the methods to be
used to achieve the vision and
call out areas in which Council would like to place special
emphasis during the year. Once
these are developed, staff
develops operational goals based on Council’s direction.
These operational goals are the basis for the development of the
operating budget.
City of Carlsbad
1999 Sfrafegic Goals
Ensure the effective and efficient delivery of top-
quality services to our Community.
Create diverse, broad-based economic strategies to
ensure the financial health of the Community and the
City.
Integrate a comprehensive, efficient transportation
system with “qualjty-of-life” centered land use
decisions.
Enhance educational opportunities and school
facilities for all segments of the Community.
Carlsbad’s operating budget allocates the revenues generated through taxes, fees and other
charges to the various programs and services provided by the City to the community. The
operating budget is a tool which guides the achievement of Council’s vision and goals for the
City. It allocates the resources and sets the priorities for all of the programs offered by the City.
Thus, it is an integral part of making Carlsbad a wonderful community in which to live, work and
play.
The operating budget for fiscal year 1999-00 totals $103.7 million with revenues for the year
estimated at $108.2 million. General fund revenues are estimated at $64.4 million and budgeted expenditures are $61.6 million. The $2.8 million of revenues in excess of
expenditures are expected to be combined with $4.2 million from the General fund balance and
19
transferred to the Capital Improvement Program (CIP) to fund needed capital projects. The CIP
can be found in the last section of this document.
Economic Profile
The past two years have been exciting for Carlsbad. We have seen the return of
economic prosperity to our community after the long and painful recession of the
early 1990’s. Our industrial corridor has blossomed bringing in new jobs. New
jobs create the need for housing, which has been reflected in the strong housing
market over the past several years. It is expected that Carlsbad will issue more than 2,000
residential building permits this year compared to 1,400 in 1997-98. The price of housing is also
on the rise, boosting the property taxes received by the City.
The healthy economy coupled with continued low inflation has kept consumer confidence high
allowing for increased retail sales and tourism. At the same time, we saw the opening of a
200,000 square foot specialty outlet center and Legoland, a family theme park, in the central
part of Carlsbad. These contributed to increased tourism and the highest level of transient
occupancy taxes ever received by the City. All of these together contribute to a robust local
economy which 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 1999-00. The
City’s revenue projections reflect an expectation of increasing housing prices, continued strong
development, but at a lower growth level than in the past two years, and continued consumer
confidence. We have also projected increases in sales tax and transient occupancy taxes
based on the increase in tourism expected from Legoland and several new hotels currently
under development. In anticipation of the growth of our City population, both transient and
permanent, enhancements to our services in 1999-00 are included to ensure the maintenance of
a high-quality of life for Carlsbad’s residents.
The following table shows the total operating revenues the City anticipates receiving for 1998-
99, as well as those estimated for 1999-00.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED EST1 MATED PERCENT
WND 1998-99 1999-00 DIFFERENCE CHANGE
GENERAL FUND $61.9 $64.4 $2.5 4%
SPECIAL REVENUE
ENTERPRISE
INTERNAL S ERVlC E
REDEVELOPMENT
10.1 9.8 -0.3
25.7 22.9 -2.8
8.8 9.4 0.6
1.8 1.7 -0.1
-3%
,11%
7%
-6%
rOTAL $108.3 $108.2 40.1 O%l
Revenue estimates for the operating budget indicate that the City will receive a total of $108.2
million, a $100,000 decrease over the current year projections. The majority of the decrease is
in the Enterprise funds which are offset by increases in the General fund. These and other
funds will be discussed in more detail below.
20
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as these resources fund basic City services such as Police, Fire,
Library, Street and Park Maintenance and Recreation programs. The table below shows a
summarized outlook for the major General fund revenues.
SIGNIFICANT REVENUES
TO THE GENERAL FUND
(In Millions)
PROJECTED ESTIMATED PERCENT
FUND 1998-99 1999-00 DIFFERENCE CHANGE
PROPERTY TAX $14.2 $15.8 $1.6 11%
SALES TAX 16.5 17.8 1.3 8%
TRANSIENT OCCUPANCY TAX 6.9 7.5 0.6 9%
DEVELOPMENT RELATED REVENUE 7.7 6.7 -1 .o -1 3%
ALL OTHER REVENUES 16.6 16.6 0.0 0%
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TOTAL GENERAL FUND REVENUE $61.9 $64.4 $2.5 4% I
Sales tax is the single largest revenue source to the General fund representing 28% of the fund.
Sales taxes are estimated at $17.8 million for 1999-00, an increase of 8%, or $1.3 million, over
the projected 1998-99 receipts. The increase can be attributed to the full-year operation of
Legoland, the projected opening of a number of new restaurants and the Phase II expansion of
Carlsbad Company Stores, an upscale outlet mall. The expansion will add an additional 20
stores to the over 50 stores already in the mall and is expected to be completed by the end of
1999. The remaining increase is based on
Statewide estimates of 5% average growth in sales
taxes due to the healthy economy and high
consumer confidence. This estimate also includes
approximately $500,000 that is restricted to IO
spending on public safety services under + Sales Tax
Proposition 172. Proposition 172 requires that the
1/2 cent increase in California sales taxes be
deposited to State and local public safety trust
safety services.
- - Property lax
funds and allocated to local agencies to fund public 1994 1995 1996 1997 1998 1999 2000
This year it is expected that property taxes will grow to $15.8 million, a $1.6 million, or 11%
increase, over 1998-99’s estimate. Property taxes continue to be the second largest source of
revenue to the City bringing in approximately 25% of the total General fund revenues. By law,
the assessed values upon which property taxes are based are only allowed to increase by 2%
per year. However, the majority of the growth is expected to come from the new development
and the increase in housing prices. Statewide there has been an 8.8% increase in home prices
over the past year and a recent articie showed a 16% increase in new home prices in North San
Diego County over the past year.
The next most significant General fund revenue is the Transient Occupancy Tax (TOT or hotel
tax) which is estimated at $7.5 million for 1999-00, an increase of 9% over 1998-99 estimates.
Most of the increase can be attributable to the opening of two new hotels. The Grand Pacific
Palisades Hotel, located near Legoland, opened in March 1999. It has 90 hotel rooms and 71
21
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timeshares. Another hotel due to open later in 1999 is the 121 room Marriott Residence Inn,
which is located in the Carlsbad Research Center. The addition of these two new facilities will
bring the total rooms available in Carlsbad to over 2,700. With the healthy economy and the
recent opening of Legoland, which plans to have over 2,000,000 visitors during its first full year
of operation, it is expected that receipts from the TOT will continue to grow. -
Development within Carlsbad Permits Issued
saw a sudden upward turn in
1500 1994-95 and has continued to
accelerate since then. One of
the commonly used indicators 1000
of building activity is the number 5oo of residential permits issued.
0 As of April 1999, Carlsbad has
issued 1,842 building permits,
which already surpasses last
- 2000
-
-
N(3
o)o)o)o)o)o)o)o)oo o),X2868%8Z888 rrrrrrrrmelggs
year’s total of 1,339. It is -
which include Planning, Engineering and Building department fees as well as building permits
expected that this will decrease
to about 1,100 per year for the next five years. The 1998-99 development-related revenues,
and other permits and licenses, are expected to total $7.7 million this year. The projections for
1999-00 show a 13% decrease in these revenues for a total combined revenue projection of
$6.7 million. The majority of the decline is in the Engineering fees which are expected to taper
off after the high amount of activity experienced during the last three years.
--
All other revenues include franchise taxes, transfer taxes, vehicle license fees, ambulance fees,
recreation fees, and other charges and fees. These revenues total $16.6 million, which is equal
to the projections for 1998-99. We are projecting increases in the franchise fees, business
licenses taxes and vehicle license fees of between 7% and 10% based on the population and
job growth in the City. These increases are offset by a $500,000 drop in other revenue. Other
revenue in 1998-99 contained several unusual receipts which are not expected in the next year.
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 1999-00, especially in the building
and tourism industries. However, the Vehicle License Fee (VLF) threat that we talked about last
year is still lurking on the horizon. Vehicle license 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.
Although the State reduced the VLF last year by 25%, the revenue lost was
replaced with the State’s General fund money. However, the bill has been
reintroduced this year calling for the complete elimination of the fee. [rn] Although Sacramento lobbyists say the current proposals have little chance
of passage, Assemblyman McClintock is pursuing a ballot initiative that would amend the State
Constitution to exempt the first $10,000 of a vehicle’s value from taxation and to phase the fees
out completely over three years. In order to qualify for the March 2000 ballot, campaign workers
must collect 670,000 signatures by August 23. Currently, the City of Carlsbad receives about
$3.4 million in VLF annually. If this ballot initiative were successful, there is no guarantee that
the State would replace the lost revenue. Clearly, this could have a very negative impact on our
budget.
ABC 123
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Other Funds Revenues from Special Revenue funds are expected to total $9.8 million, a decrease of $2.5
million from 1998-99. 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. Most of the decrease is due to $1.8 million in revenue received from the Villages of La
Costa in 1998-99 as a part of their affordable housing fee which was used to set up the
Carlsbad Homebuyer Assistance Program. The other significant changes were in the Citizen's
Option for Public Safety (COPS) Grant and the Law Enforcement Block Grant, both which
provide supplemental funding for local law enforcement. These grant programs require an
annual appropriation to fund the programs which usually occurs in the middle of the fiscal year.
For that reason, the revenues for the next year of the program have not been shown. The
COPS grant has been used to fund two bicycle patrol officers. There are sufficient revenues available from the current grants to continue the program into 1999-00. The Law Enforcement
Block Grant is used to purchase safety equipment and other one-time expenditures.
Enterprise fund revenues for 1999-00 are projected at $22.9 million, down 10.8%, or
approximately $2.8 million, less than 1998-99 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.
The water, recycled water and sanitation operating funds all show decreased
revenues this year. The decline is mainly due to decreased rates and less interest income to the funds. During 1998-99, computer models were
developed to better forecast future operational expenses and establish subsequent revenue requirements. Based on staffs review of the fund
balances and the improved forecasting of rates using these models, a
recommendation was made to reduce water and sewer rates and to transfer portions of the
fund balances to the Capital Improvement Program. The average water rate was reduced by
6% and the average sewer rate was reduced by 13%. These rate changes will go into effect in
July 1999. The fund balance transfers totaled $8 million in the water fund and $5.9 million in the
sewer fund. These monies will be used to finance various water and sewer capital projects
over the next several years. Interest Income is also projected to decrease due to the
decreased revenues and decreased cash balances.
Operating revenues to the Golf Course Enterprise fund of $600,000 represent the transfer of
funds from the General fund. These amounts are needed to provide sufficient funds to the golf
course to pay taxes, assessments, and expenses as needed for the future municipal golf
course. This is a $1 million decrease from the prior year which included additional amounts that
were used to pay off the balance of Palomar Airport Road assessments. All necessary land
has been purchased and development planning is underway. More information about the
proposed golf course can be found in the Capital Improvement Program in the last section of
this document.
Internal Service funds show an estimated revenue of $9.4 million for 1999-00, an increase of
$600,000, or 7%, over 1998-99 projections. Internal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers' Compensation,
Liability Insurance and Health Insurance, as well as Information Systems and Vehicle
Maintenance and Replacement. Departments pay for services provided by these funds. The goal of the Internal Service funds is to match their budgeted expenses with charges to the
departments after allowing for a certain level of reserves within the fund.
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The Internal Service fund demonstrating the largest revenue increase is the Information
Systems fund, up $838,000, or 52%. Charges by Information Systems were increased this
year based on projected increases in their budget from new positions and programs. More information on these can be found in the next part of this letter on Expenditures. Vehicle
Maintenance revenues have also increased due to increases in the rates and/or services
provided to the departments.
Redevelopment revenues are expected to total $1.7 million, a slight decline from 1998-99
levels. This decrease is primarily due to the elimination of the Seascape mortgage revenue
bond administrative obligations and the associated $35,000 annual fee. Property tax revenues
are not expected to change significantly as the increment on assessed values increased only
1.5% last year.
@ EXPENDITURES
City operating expenditures for 1999-00 total $1 03.7 million which represents an
increase of $300,000, or .3%, from the current 1998-99 budget. Although the total amount has
not changed significantly, there are a number of changes within the programs found in each of
the funds. These will be discussed later in this document.
Budaetarv Policies
Budget policies 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 1998-99, adjusted for approved salary increases and
revised assessments or charges from Internal Service funds.
In addition, departments were allowed to submit requests for additional resources. These
requests were considered if the department could show how the outcome of the new program, or increase in service level, would help to achieve Council's vision of Carlsbad, and fit within
Council's strategic goals for 1999.
The budget also incorporates certain organizational and structural changes resulting from the
strategic planning initiatives undertaken the past several years. During 1997-98, the City
completed an organizational redesign process which analyzed the City's current structure and
made recommendations for a new design mich will contribute to the overall effectiveness of
the organization. During 1998-99, the City continued to implement these recommendations.
The budget reflects these changes with the most significant ones occurring in the Public Works
area.
Budaet Recommendations
Through the application of these guidelines and policies, the 1999-00 operating budget of $103.7 million was developed. The budget includes funds to enhance the services already
being provided to the community as well as the addition of several new programs. The
majority of the new programs and increases in services were anticipated and are the result of
new facilities being built, the need to keep up with technological changes and the changes
required due to the growth of the City as prescribed by the General Plan, and growth
management. There are also several enhancements to ensure that the City remains at the
forefront in addressing the health and safety needs of its citizens.
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In total, 33.5 new full and 3/4 time employees are in the 1999-00 Operating budget; an increase
of 6%. About one-third of these positions are the direct result of the opening of the new library
in southern Carlsbad. Increased hourly staff totals approximately 24 full-time equivalents (FTE)
with most of these going to operating the new library and maintaining service at the Cole library.
These additions will bring the total City workforce to 586.5 full and 3/4 time employees and
135.5 hourly FTE. These changes and others are addressed in more detail below.
New Citv Facilities The largest and the most long-awaited of the City facilities which will be opening in 1999-00 is
the new Carlsbad library on Dove Street. This 64,000 square foot facility will provide a full
range of library services. The operation will be state-of-the-art with over 70 computer work
stations available to the public. Other features include a 220 seat auditorium, a 2,000 square
foot art gallery for traveling art exhibits and productions and a children’s garden for outside
reading and programmed children’s library activities. Operating this facility, in addition to the
current Cole library, will require 11 new full-time positions and over 20 hourly full-time
equivalents (FTE) with a total additional cost of $1.5 million.
In addition to the library, the City will also be consolidating several of its offices into one new
building located on Faraday Avenue. This building will improve customer service by providing a
single location in which to serve the development community. It will bring together staff from
the Public Works, Community Development and Administrative Services areas and provide sufficient space to accommodate current and future needs. Relocation is planned for the fall of
1999. The operating budget proposes 1.75 full-time and one hourly FTE to support staff at the
new building.
Poinsettia Park, Phase 1A was competed this year which added two baseball
fields and a restroom to the existing park facilities. One hourly FTE has been
added to provide the additional recreational opportunities at the expanded park,
Health and Safetv
The health and safety of our citizens has always been a top Council priority. This is reflected in
the 1999-00 budget allocations. Over 35% of the General fund budget has been allocated toward police and fire programs. There are ten new positions in the budget this year to
continue Council’s focus on health and safety. Some of the positions deal with the growing
population. These positions include two new patrol officers, clerical support for the traffic
division, a new DARE officer, a communications operator and a fire prevention officer. In
addition, a CAL-ID evidence technician has been added to provide faster processing of major
crime scenes resulting in an increase in the incidence and speed of suspect identification. Also,
the fire department would like to hire a battalion chief in place of a captain specialist which is
currently allocated. The battalion chief will be responsible for coordinating all training of the fire department staff and oversee the establishment of a reserve firefighter program. .
Another new program for the police department is the addition of laptop computers for all patrol
officers. Putting this type of technology in the hands of our officers will mean that they will
spend more time on the streets, keeping Carlsbad safe, and less time behind their desks. The cost of this program is $150,000, and will be paid using forfeited funds received as a result of
the department’s narcotics enforcement efforts.
In addition to the traditional safety staff, the budget includes two positions to deal with the
health and safety of our water. One will work on developing a Storm Water Quality
Management program for the City which will reduce the amount of pollutants going into our
local lagoons. This program is mandated by the federal government. The other will insure the
quality of our potable water system by testing to ensure that there is no cross-over between the
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iecycled water system and the potable water system.
The final program being added in this category is the “Guard Start” program.
This program takes relatively few staff resources (.4 FTE) and will offer the
American Red Cross “Guard Start“ program to the City’s youth between the
ages of 11 and 14. The program teaches children about water safety and will
provide an opportunity for these children to advance into a professional
lifeguard position in the future.
Technoloqy
Technology is a tool used to enhance and improve the way we currently deliver our services. It
is an area which is rapidly changing and it is often difficult to determine whether the promises
being made can actually be delivered and whether the benefits derived are worth the cost.
Often with new technologies, it is difficult to envision how a particular tool will benefit you until
you have the tool at hand. It has been the City’s philosophy during these rapidly changing
times to keep up with the current technology and use it to its fullest extent to the benefit of our
citizens. The City does not want to be on the extreme edge of technological change. Instead,
we have positioned ourselves at the forefront, using tried and tested applications in innovative
ways.
Over the past several years, the City has invested heavily in new hardware
and software, but has not kept up on the staff resources needed to fully
implement the applications. Included in the 1999-00 budget are five new
positions which will allow us to use the technology we currently own, and
future applications, to their fullest extent. Three of the positions will support
our current applications, one will assist departments in installing new
systems and updates as they occur and the final position is for a new program - the City of
Carlsbad’s web site.
During 1998-99, Council approved a contract with an internet site development company to
create a web site for the City. The site will be developed in phases: going from a static one-
way informational tool to a fully interactive site through which citizens and customers can
conduct business with the City on a 24-hour basis. The approved position will be the one
charged with maintaining the technical aspects of the web site.
Citv Growth
The City’s population is growing at about 5% per year. It is anticipated that this growth will
continue for several more years into the future. In addition to resident population, our
employment population has also grown significantly with the addition of almost seven million
square feet of industrial and commercial property over the past three years. This growth puts
great demand on many City services. There are several positions in the 1999-00 operating
budget in order to continue our level of service in response to the growth.
Two maintenance workers and three utility workers are being added in Public
Works. These individuals will help deal with the increased maintenance caused
by the rapidly expanding infrastructure and insure that all water valves and fire
hydrants are in proper working condition. Some maintenance staff will also be
rotated as needed to provide additional support to our construction inspectors. In
this way, we are able to reduce our reliance on expensive consulting services at
times of peak workload and provide seamless succession when employee turnover occurs.
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We would also like to expand the opportunities for internships within the City in the next fiscal
year by increasing the building intern from a half-time position to full-time and adding two interns
in the City Manager’s Office. The building intern is expected to primarily recruit from the City’s
current employees. It will give the building department additional staff when the demand for their
services is high and provide a pool of trained individuals to fill vacancies as they occur. The
internships would typically be for a six-month time period.
The two interns in the City Manager’s Office are being added to replace the vacant Assistant to
the City Manager position. These interns would typically be hired for one to two year
assignments with the expectation that during this period the intern will work with a variety of
departments, customers and projects. The internship program will fulfill the need for special
projects staff throughout the City as well as providing a pool of qualified applicants for City
positions.
Other changes in the operating budget include an office specialist in the Human Resources
department and a 1.3 hourly FTE to keep up with the demand in several recreation programs
including enrichment classes, Kidz Camps and the Stay ‘N’ Play program.
Budget bv Fund TvDe
, From the discussion above, it can be seen that although the total dollars in the budget are not changing significantly from the previous year, there are major changes in the programs. Some
of the fiscal impact of staff additions will be offset by decreases in the retirement (PERS) rates
paid by the City. The rates went down between 20% to 30% this year, resulting in total savings
across all funds of approximately $1.2 million. The discussion below of expenditures by fund
and program will provide more information about the changes occurring in the budget.
BUDGET U(PEND1TURE SUMMARY
(in Millions)
BUDGET BUDGET PERCENl
1998-99 1999-00 DIFFERENCE CHANGE
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
INTERNAL SERVICE
REDEVELOPMENT
$60.9 $61.6 $0.7 1%
7.3 6.6 -0.7 -1 0%
23.6 23.5 -0.1 0%
9.9 10.4 0.5 5%
1.7 1.6 -0.1 0%
c TOTAL $103.4 $103.7 $0.3 0%
General Fund
The General fund contains most of the discretionary revenues that finance the basic core of City
services. However, this should not diminish the importance of the other operating funds, as they
also contribute to the array of services available within Carlsbad.
Total budget for the General fund is $61.6 million which is 1 % greater than the current budget of
$60.9 million. The Council contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or 6%, of the 1999-00
budget. This is approximately equal to the amount budgeted last year of which $1.6 million was
remaining at June 30, 1999.
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GENERAL FUND BY MAJOR SERVICE AREA
(In Millions)
BUDGET BUDGET PERCENl
MSA 1998-99 1999-00 DIFFERENCE CHANGE
POLICY/LEADERSHIP $2.5 $2.5 $0.0 0.0%
ADMINISTRATIVE SERVICES 4.7 3.8 -0.9 -19.1%
PUBLIC SAFETY 22.2 21.7 -0.5 -2.3%
COMMUNITY DEVELOPMENT 5.1 5.1 0.0 0.0%
COMMUNITY SERVICES 7.3 8.9 1.6 21.9%
PUBLIC WORKS 12.6 11.5 -1.1 -8.7%
NON-DEPARTMENTAL 4.3 4.1 -0.2 -4.7%
CONTl NGENCY 2.2 4.0 1.8 81.8%
TOTAL $60.9 $61.6 $0.7 l.l%l
There are several reasons for the minor change in the General fund budget compared to the
1998-99 budget despite the increases in staffing and programs that were previously discussed.
A comparison by Major Service Area (MSA) is discussed below.
The Policy/Leadership Group includes all elected officials and the City Manager’s Office.
Although there was no change in the total appropriations, there was a change in the
make-up of this group. The Administrative Services Director was created under a
reorganization which took place last year. This position had been budgeted in the City
Manager’s Office. For 1999-00, it has been moved along with the clerical support and
supplies budget to the Administrative Services MSA. This decrease was joined by a
decrease in the City Clerk’s budget for reallocations of staff and offset an increase of
$82,000 in the City Attorney’s budget for a new paralegal position to assist with the
workload of the attorneys.
Administrative Services decreased mainly due to a one-time appropriation made in 1998-
99 for the records management system. Council approved the funding of a City-wide
records management program which will provide quick access to documents and maps
stored in electronic form for use by staff and citizens. The total appropriated in 1998-99
was $1.3 million. Ongoing costs are approximately $200,000 per year for the staff
support to run the system. Increases in this MSA were mainly seen as a result of the
transfer of the Administrative Services Director from the Policy/Leadership Group.
Public Safety shows a minor decrease which resulted from an unusually high budget for
the fire department in 1998-99. In 1998-99, Council approved the pay off of certain
lease agreements for the Regional Communications System in the amount of $1.6
million. The 1999-00 budget does not have a comparable item. This decrease was
offset by increases in staffing and programs for the police and fire departments as
described earlier.
In the Community Development area, decreases in all areas from the PERS retirement
rate decrease were offset by an increase in Building due to the intern program discussed
earlier and in the Geographic Information System (GIS) for software implementation.
The software implementation will allow direct access to all mapping data from the various
geographic information systems used by the City.
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9 The largest change in Community Services is due to the opening of
programs as previously explained.
> Public Works shows a decrease of $1.1 million in their budget compared to the previous
year. Approximately $600,000 of the decrease is due to budgeted special studies paid by developers which are not recurring in 1999-00. Other decreases are due to the
reorganization of personnel in the Public Works divisions and the lower PERS rates.
the new library on Dove Street, and enhancements to recreation
9 Non-departmental expenses include payments for debt service, administrative and audit
fees and other expenses not associated with any one department. These are detailed
at the end of the Administrative Services area in the program detail section of the
budget document.
Significant changes include no funding for the community activity grants in 1999-00.
During 1998-99, Council set aside an additional $685,000 in a special fund which
brought the fund to a total of $1 million. The interest from this fund will be distributed to
community groups on an annual basis. Council has designated a sub-committee to design this program during the upcoming fiscal year.
Another significant addition to the non-departmental group for 1999-00
is a $2 million transfer to an Infrastructure Maintenance fund. This
fund is "seed" money to begin a new program. The program will set
aside funds on an on-going basis for the repair and replacement of
the base infrastructure of the City: everything from streets and
sidewalks to public buildings. Our City is relatively new so we have
not yet experienced the significant costs of maintaining our infrastructure as it ages. We
are just beginning to see major repairs needed on some of our older roads. These costs
will increase as the City grows older. The Infrastructure Maintenance fund will give the
Council the financial ability to deal with these significant maintenance expenses as they
occur.
The value of such a system is just now being recognized at the State level as seen in a
recent report from the Legislative Analyst's Office. Her report suggested that as much
as 6% of the State's annual General fund revenue be set aside to fund replacement of
fixed assets. Carlsbad has an opportunity to be a leader in best management practices
by establishing a system that will recognize the cost of depreciation in the annual budget
each year. For this reason, staff had recommended a commitment of $2 million this year to begin the program. A full report and recommendations for future years will be
brought to Council during fiscal year 1999-00.
9 Capital outlay expenses totaling approximately $741,000 have been included in the
General fund budget.
Chanaes In Other Funds Special Revenue funds, at $6.6 million, show a decrease in anticipated spending of
approximately $700,000, or 9.7%. No appropriations for the police grants (COPS and the block
grant) are shown in the 1999-00 budget as these funds will be appropriated when the grants are received. The 1998-99 budget for these funds is $437,000. There is also a $413,000 decrease
in the Community Development Block Grant program compared to the previous year. This represents the appropriations that were carried from the previous year. The funding for this program has remained relatively steady at approximately $700,000 to $800,000 per year.
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Enterprise funds total $23.5 million, which is a decrease of less than one percent. Operating
costs for both potable water and recycled water have increased by a total of $550,000, based
on staff additions discussed earlier. These increases were offset by a $572,000 decrease in
the Golf Course fund budget. The 1998-99 budget had been increased to pay off the balance
of the assessments due under the Palomar Airport Road Assessment District. Current
appropriations will pay for the other annual assessments on the property and minor
maintenance of the land.
Internal Service funds show a budget increase of $476,000, made up of various increases in
decreases in these funds. The Risk Management fund decreased due to a change in liability
coverage provider which resulted in a $160,000 reduction in rates. The Vehicle Maintenance
budget also declined due to the sale of fuel to Waste Management in 1998-99 while their fuel
island was under repair. This will not occur in 1999-00. Increases are for both the Vehicle
Replacement and Information Systems budgets. Information Systems increases include
additional staff support for the new library and various software applications, increased costs for
the help desk, Year 2000 compliance and strategic planning. The amount budgeted in Vehicle Replacement represents the cost of vehicles and equipment due for replacement in 1999-00. A
list of these can be found in the appendix to this document.
The Redevelopment Agency budgets have decreased for 1999-00 by a total of $1 17,000 due to
less special studies and consultant services, decreases in PERS rates, and a slightly lower debt
service payment.
SUMMARY
As can be seen from the previous information, the City
of Carlsbad is in 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 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.
This year’s budget reflect the anticipated achievement of Council’s vision and goals for the City.
It allocates the available funding in a manner 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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CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.1998 REVENUES EXPENDITURES TRANSFERS JUNE 30.1999
IGENERAL FUND I
ISPECIAL REVENUE I
~~
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
TREE MAJNTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GENERAL DONATlONS
~~ ~ ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
IREDEVELOPMENT 1
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
31,497,698
0
382,386
141,389
124,241
88,155
722,974
2,191
0
28.615
606.830
123,417
996.955
602.068
32.637
98,792
42,451
0
117,551
10,190
33,002
12,822,200
691,600
7,819,100
1,786,600
2,814,500
1.339.448
2,877,609
(180,871)
81,662
4,207.981
701.794
162.582
869,231
851.068
61,859,000
0
141.500
175,000
92,508
2.674,164
3,347,100
65,400
251,800
4,100
608.600
427,000
776,800
132.500
168.700
w800
27,800
195,495
54,000
775.520
49.200
16,128.500
1,441.300
5,789.500
663.000
1,680,000
639.000
841.000
2,708,000
1,651.000
1,392,000
1,614,400
132.780
1,265,000
382,500
55.388.006
0
80,000
180,911
119,024
2,719,261
21 1,660
69.500
0
20.OOo
545.100
405,800
542,171
7,590
181,000
34,537
23,413
194,037
51,000
775,520
20,000
13,694.937
1,483.087
4,821,504
132,100
885,000
838.435
883,543
2.498.033
1,580,682
1,201,100
1.769.600
435,938
1,120,000
97,450
37.968.692
0
443,886
135,478
97,725
43,058
3,858,414
(1,909)
251,800
12,715
670.330
144.617
1,231,584
726.978
20.337
1 55,055
46,838
1,458
120.551
10,190
62,202
7.255.763
649,813
2,867.096
2.317.500
3,629,500
1,140,013
2.835.146
29,096
151,980
4,398,881
546,594
219.424
654,231
1,136.1 I8
TOTAL OPERATING FUNDS $72,496,126 $108,244.967 $92,989,939 ($13,920,000) 973,831,154
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CITY OF CARLSBAD
OPERATING FUNDS
PRCUECTEDFUNDBALANCES
PROJECTED PROJECTED
BALANCE BALANCE ESTIMATED ESTIMATED FUND
FUND JULY 1,1999 RMNUES EXPENDITURES TRANSFERS JUNE 30,2000
IGENERAL FUND I
[SPECIAL REVENUE I
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA WSTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL NENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTllIEMENTlREHAB
ARTS GENERAL DONATIONS
ENTERPRISE I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERWCE I
WORKERS COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT 1
OPERATIONS
DEBT SERWCE
LOW AND MOD INCOME HOUSING
37,968,692
0
443,886
135,478
97,725
43,058
3.858.4 14
(1,909)
251.800
12.715
670,330
144,617
1.231.584
726,978
20,337
155,055
46.838
1.458
120,551
10,190
62,202
7,255,763
649.813
2,867.096
2,317.500
3,629.500
1,140,013
2,835,146
29,096
151,980
4.398.881
546.594
219.424
654,231
1,136,118
64,384,000
2.000.000
40,000
5,000
0
3,063,395
1,525,000
60,400
10,000
3,000
61 1,000
429,000
778,000
32.000
153.500
~.200
24,800
195,500
52,000
704,567
21,800
15,430,OOO
1,400,000
4,810.000
677,000
6oWoo
666,000
887,400
2,457,000
1,608,000
1,292,000
2,452,030
95,000
1,270.000
353.750
61,641,289
0
190,000
0
0
2,992,035
230.265
56.895
10.000
7.000
551.879
446,044
716,685
8,724
150,500
199,185
25.610
192,426
119.200
709.567
0
16,474,486
1,498,380
4.974,471
189,743
370.000
908,744
1,200.179
2,537,409
1,456.221
1,727,544
2,525,089
422,093
1,082,000
11 9,895
(7,000.000) 33,711,403
2.000.000
293,886
140,478
97.725
114.418
5,153.149
1,596
251,800
8,715
729,451
127,573
1,292.899
750,254
23.337
46,070
46,028
4,532
53,351
5,190
84.002
6,211.277
551,433
2,702,625
2,804,757
3,859,500
897,269
2.522,367
(51,313)
303,759
3,963,337
473,535
380.000 272,331
(380,000) 462,231
1,369,973
TOTAL OPERATING FUNDS $73,831.154 $108,181,342 $103,733,558 ($7,000,000) $71,278,938
Amount represents transfer to Capital Improvement Program
33
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
1998-99 TO OF M 98-99
PROJECTED 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1998-99
ESTIMATED
REVENUE
1999-00 REVENUE SOURCE
GENERAL FUND I
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
11.5% 1,627,000
7.6% 1,256,000
8.2% 563,000
8.6% 161.000
7.6% 129,000
-10.0% f72.000)
$1 2.41 0,095
14,817,057
6,046,092
1,713,526
1,603,744
835.530
$l5,808,00C
17.756.00(:
7,483,000
2.034,ooo
1,829,000
648,ooo
45,538,000
3,458,000
509.000
$14.181,000
16,500,000
8,900,000
1,873,000
1,700,000
720,000
41,874,000
I. I
~~ ~
8.8% 3,664,000 37.426.044
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
2.970.189
234.323
3,124.000
476.000
10.7%
6.9%
334,000
33.000
3.204.512 3.800.000 10.2% 367.000
LICENSES AND PERMITS
BUILDING PERMITS
OTHER LICENSES (L PERMITS
TOTAL LICENSES 8 PERMITS
-10.0%
-10.0%
2.094.523
I .I 84.990
1.980,000
1.107.000
3.279.513 3.430.000 I 3,087,000 -10.0% (343.000)
CHARGES FOR SERWCES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERWCES
-1.6%
-10.0%
-28.8%
7.4%
2.0%
2.0%
(14,000)
(1 65,000)
(5Wm
59,000
21,000
12.000
1,148,396
1,393,860
2,327,574
747,425
985,942
595.863
gw000
1.650,000
1,756,000
800,000
1,046,OOO
603.000
888,000
1,485,000
1,250.000
859,000
1,087,000
615.000
7.199.060 6.755.000 6,162,000
816,000
2.164.000 t 1,650,000
FINES AND FORFEITURES 331.318 800.000 2.0% 16.000
INCOME FROM INVESTMENTS
AND PROPERTY 1.810.548 3.8% (88.000) 2,250,000
1,919,341 I ,650,000 0.0% 0 INTERDEPARTMENTAL CHARGES
1,000.000 t- 64.384.m
OTHER RMNUE SOURCES 824.465 1,500,000
4.1% 2.525.000 TOTAL GENERAL FUND 55.994.802 61.859.000
34
Clm OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
RRlENUE
1999-00
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1998-99
ISPECIAL REVENUE FUNDS
INFRASTRUCTURE MINT FUND
TRANSFER FROM GENERAL FUND 0
0
0 0.0% 2,000,000
0 2,000,000
2,000,000
2.000,000
30,000
10,000
0
40.000
0
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
78.527
37.389
0
124.000
17,000
500
-75.8% (94.000)
41.2% VOOW
-100.0% (500)
-71.7% (1 01,500) 141.500 TOTAL 115,916
COPS GRANT
STATE FUNDING (AB3229) 161,229 0
5.000
166,000
9.000
-100.0%
44.4% INTEREST
TOTAL
10.888 I. , I 5.000 172.1 17 175.000 -97.1% (1 70.000)
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
TOTAL
85,027
3.964
-100.0%
-100.0%
(88,708)
(3.800)
68.706
3.800
92.508
.. , I 0 88.991
HOUSING - SECTION 8
-16.7% (2,000)
10.20h 266,231
2JO.w 125.000
14.6% 389.231
INTEREST 16,605
FEDERAL GRANT 2,567,339
OTHER 63,486
TOTAL 2,647,430
12.000
2,612,164
50,000
2.674,164
175.000
3,063,395
375,000
1,150,000
0
1.525.000
400
60,000
60.400
10.000
0
HOUSING TRUST FUND
INTEREST 315,667
INCLUSIONARY HOUSING FEES 1,240,949
OTHER 605,414
0.0% 0
3.6% 40,000
-100.w (1 ,862,400)
-54.4% (1.822.100)
375,000
1.110,000
1,862,100
3,347,100 TOTAL 2,162,030
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
2,121
73.494
400
65.000
0.0%
-7.74h
0
(5.0001 .- ,
75.615 65.400 -7.7% (5.000)
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
0
0
1,800
250.000
455.6%
-100.0%
8,200
(250.000) I 10,000 -96.0% (241.800) 0 251.800
35
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 199899
ESTIMATED
REVENUE
1999-00
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
LIBRARY GlFTSlBEQUESTS
GIFTSBEQUESTS 34,900
INTEREST 2.424
TOTAL 37,324
-33.3%
-9.1 %
2,ooc
1 .OM
3,OOC
37,000
2.000
502,000
70,000
611,000
3.000
1,100
4.100
I.
..
TREE MAINTENANCE
INTEREST 31.975
MISC. REIMBURSEMENTS 0
TREE MAINTENANCE FEES 498,883
INTERDEPARTMENTAL 66.200
TOTAL 597.058
5.7% 2.000
0.0% 0
0.1% 400
0.0% 0
35,000
2,000
501,600
70.000
608.600 0.4% 2,400
MEDIAN MAINTENANCE
418,000 IF INTEREST 4,616
MEDIAN MAINTENANCE FEES 382,554
OTHER 1,500
20.0% 1 ,OOo
0.2% 1,000
0.0% 0
0.5% 2,000
5,000
417.000
5.000
427,000 TOTAL 388,670
STREFT LIGHTING
INTEREST 1.956
0.0%
0.0%
0.0%
1,000
0
200
0
55.070 52,000
53,500
668,800
2.500
53.000
53.500
669,000
2.500
INTERDEPARTMENTAL 53.500
STREET LIGHTING FEES 634.395
OTHER
TOTAL
16.999
759.964 776.800 I 778.000 0.2% 1,200 L 32.000
BUENA WSTA CREEK CHNL MAINT
INTEREST 31,510
BUENA VISTA FEES 1OO.371
32,500
100,000
132.500 TOTAL 32,000
2.500
151,000
153,500
4,200
88,000
90,200
1,800
131,801
STATE GRANTS ICLSA)
2,700
166,000
INTEREST 3,717
GRANTS 128.849
TOTAL 132.566 168,700
STATE GRANTS (PLF)
INTEREST 5.329 4,200
86.600
0.0%
-0.7%
0
(600) GRANTS
TOTAL
40.838 ..
46.167 90.800 -0.7% (600)
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
0.0% 0
-11.5% (3.000)
2,681
20,223
22.904
1,800
26,000
27.800
23.000 .. I
-10.8% (3.000)
36
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ESTIMATED
REVENUE
1999-00
,-
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00 REVENUE SOURCE
SENIOR DONATIONS
INTEREST 6,597 4,000
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1998-99
4.000
0
SENIOR NUTRITION
GRANTS 113,322
0.0% 0
DONATIONS
TOTAL
101,137 101,200
96,113 94,358
209.435 195,495
DONATIONS
TOTAL
CDBG ENTITLEMENT/REHAB
0.1%
4.1%
63
158) ..
0.0% 5
0.0% 0
4.0% (2,000)
54,000 -3.7% (2,000)
53.077
59,674
INTEREST 45 0
OTHER 0 52.900 I 01 -100.0% (52.900)
GRANT REVENUE 755,633 722,620 704,567 -2.5% (18,053) I
TOTAL 755,678 775.520 704,567 4.2% c10.953) H ARTS GENERAUGALLERY DONATIONS
INTEREST 1,760
DONATIONS
TOTAL
1,700 1,800 I 5.9% 100
4.178 47.500 I 20.000 I -57.9% (27.500)
5.946 49,200 21.800 -55.7% (27,400)
TOTAL SPECIAL REVENUE FUNDS 8,409,368 10,057.987 9.799,162 -2.6% (2,017,025)
37
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1998-99
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 1999-00
ESTIMATED
REVENUE
199!4-00 RMNUE SOURCE IENTERPRISE FUNDS
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALM FEES
INTEREST
ENGINEERING & PLAN CHECK FE
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
(348.500)
123.000
0
0
0
(475.000)
0
0
0
0
10.410,505
2,988,929
108,063
78.415
178,404
844,930
167,671
168.216
192.663
120,539
11,289,500
3,093,000
100,000
75.000
176,000
825.000
160.000
170.000
200,000
40.000
-3.1%
4.0%
0.0%
0.0%
0.0%
-57.6%
0.0%
0.0%
0.0%
0.0%
-4.3% -
10,943,000
3,216,000
100,000
75,000
176,000
350,000
160,000
170,000
200.000
w)Oo
15.430.000 1698.500) TOTAL 15,258.335
RECYCLED WATER
WATER SALES 839.031
READY-TOSERVE CHARGE 56.519
RECYCLED WATER CREDITS 378.627
INTEREST 58.406
OTHER 5,670
TOTAL 1,338,253
16,128,500
8.2%
15.1%
0.0%
0.0%
0.0%
(53.500)
12.200
0
0
0
860,500
80.800
440,000
m000
0
807,000
93.000
440,000
60.000
0
1.400.000 1.441.300
SANITATION OPERATIONS
4,800.000
40.000
70.000
100.000
0
5,200,000
40,000
67,500
440,000
42.000
-1 1.5% (600,000)
0.0% 0
3.7% 2,500
-77.3% (340.000)
-100.0% (42,000)
-16.9% (979,500)
SERVICE CHARGES 5.299.220
LATERAL CONNECTIONS 20,000
PRE-TREATMENT CHARGES 74,140
INTEREST 436,597
OTHER 7,685
TOTAL 5,837,642
SOLID WASTE MANAGEMENT
4.810.000 5.789.500
INTEREST 84.113
RECYCLING FEES (AB939) 175.199
NON-JURISDICTIONAL FEES 403.169
OTHER 66
87.000
196,000
380,000
0
QQ000
199.000
388,000
0
3.5% 3,000
1.5% 3,000
2.1% 8.000
0.0% 0
2.1% 14,000 TOTAL
GOLF COURSE
662.547 663.000 877,000
1,880,000
0
600,000
0
-64.3% (1,080,000)
0.0% 0
TRANSFER FROM GENERAL FUND 490.000
OTHER 162,409
TOTAL 652.409
TOTAL ENTERPRISE FUNDS 23,749,188
600.000 -64.3% (1,080,000)
(2,785,300) -10.8%
1,680,000
25,702,300 22,017,000
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1998-99
ESTIMATED
REVENUE
199900
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 199940
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST 114.164
INTERDEPARTMENTAL 668.869
85.000
504,000
50.000
80,000
536,000
-5.9% (5.000)
6.4% 32.000
0.0% 0
4.2% 27,000
OTHER
TOTAL
50.278
833.31 1 839.000
LIABILITY SELF-INSURANCE
150,000
691,000
n
0.0%
6.7%
0.0%
0
46,400
0
INTEREST 171.947
INTERDEPARTMENTAL 930.185
OTHER 0
TOTAL I ,102,132
I
150,000
737,400
0
841 ,000 887,400 5.5% 46.400
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
23,531
1,617,392
331 .M6
5.000
2,054,000
398.000
10,000
2,094,000
604.000
2.708.000 TOTAL 1.972.129 2.457.000
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,443,987
INTEREST 2,742
1,523,000
8,000
120.000
1,600,000
8.000
0
1.608.000
5.1% 77,000
0.0% 0
-100.0% (120.000)
-2.6% (43.000)
OTHER
TOTAL
43.556
1.490.285 1.651 ,000
VEHICLE REPLACEMENT
1,091 ,000
185,000
116,OOO
1,142.000
150,000
0
4.7%
-18.9%
-100.0%
51 ,000
(35.000)
f116.000~
INTERDEPARTMENTAL 1.052.298
INTEREST 248.378
OTHER 35.062
TOTAL 1.335.738
..I
1,392,000 1,292,000 -7.2% (100.000)
INFORMATION SYSTEMS
INTEREST
INTERDEPARTMENTAL
OTHER
51.214
1,298,200
0
50.000
1,564,400
0
50,000
2,402,030
0
0.0%
53.5%
0.0%
0
837,630
0
TOTAL 1.349.414 1,814,400 2,452,030 51.9% 837,630
TOTAL INTERNAL SERVICE FUND 8,083,009 8,845.400 9,362,430 5.9% 517,030
39
REVENUE SOURCE
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
1997-98 1998-99
[REDEVELOPMENT FUNDSI
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
DEBT SERVICE
47,485
71,380
3,612
2.395
124.872
47.500
71,380
3.000
10,900
132.780
TAX INCREMENT
INTEREST
OTHER
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
TOTAL REDEMLOPMENT FUNDS
1.208.387
64.563
1,215,000
50.000
0 0
I .272.950 1.265.000
302,097
322,069
5.550
629.718
302.500
80,000
0
382.500
2.027.538 1.780.280
ESTIMATED
REVENUE
1999-00
47,500
42,60(1
2.500
2.400
95,000
1.230.000
40.000
0
1.270.000
303.750
50,000
0
353.750
1.71 8.750
AS % DIFFERENCE
OF FY 98-99 1998-99 TO
PROJECTED 199940
0.0% 0 -.I
-40.3% (28.780)
-16.7% (500)
-78.0% (8.500) -
-28.5% (37,780)
1.2% 15,000
-20.0% (10,000)
0.0% 0 -
0.4% 5,000
0.4% 1,250
37.5% (30.000)
0.0% 0
-7.5% (28.750)
-
ITOTAL OPERATING $98,263,901 $108,244,967 $108,181,342 -0.1% $ (1,821,825)
40
r-
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
1998-99
1996-97 1997-98 ESTIMATED 1998-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET IGENERAL FUND I
199940
BUDGET
238,lX
989,282
409,520
713,780
134,740
2.485.452
298.588
1,315,180
505,796
1,494,005
140,500
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 198,867 187,979
CITY MANAGER 903,568 829.595
CITY CLERK 336.417 295.918
CITY ATTORNEY 568.277 804,001
CITY TREASURER 112,087 100,884
TOTAL POLlCYfLEADERSHlP GROUP 2,119,216 2,018.377
213.740 213,740
944,200 1,020,027
413,300 482,872
618,026 631,592
106,298 138,832
2,295,564 2,487,063
1 I .4%
-3.0%
-1 5.2%
13.0%
-2.Vh
-0.1 %
c
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
0 0
1.084.277 1.068.915
0 0
1,325,000 1.343.214
466,188 524,360
1.519.688 1,529,139
1,319,500 1.319.500
0.0%
-2.1Yo
-3.5%
-2.3%
-00.7%
PURCHASING 391,747 414.685
HUMAN RESOURCES 991.134 1 .I 69,301
RECORDS MANAGEhlENT 0 0
TOTAL GENERAL GOVERNMENT 2,467,158 2,650.901 -20.3% 4.630.376 4,718,213 3,760,069 =
13,002,664
8,717,634
21,720.298
517.590
309.455
132.680
2,397.750
1,723,387
5,080,862 =
4,900,390
543,250
8,270
554,340
2,529,270
386.308
PUBLIC SAFETY
POLICE 9,802,181 10,430,622 11,493,760 12,093,702
9.880.850 10.117.431
7.5%
-13.8% FIRE
TOTAL PUBLIC SAFETY
7.234.412 7.597.002
17,036,593 18,027,624 - .. ..
21,384.630 22,211,213
COMMUNITY DEVELOPMENT
COMMUNrrY DEVEL ADMIN 570,161 510,018
GEOGRAPHIC INFORMATION 161,627 142,738
ECONOMIC DEVELOPMENT 101,747 99,820
PLANNING 2,002,143 2,215,355
BUILDING 1.076.912 1,267,581
TOTAL COMMUNrrY DEVELOPMENT 3.912.590 4.235.510 -
555.215 555.215
186.361 263.1 37
129.951 142,997
2,476,498 2,245,909
1,583,622 1,635,473
4,701,058 5,073,320
6.8%
17.8%
-7.2%
-3.2%
5.4%
0.1%
COMMUNITY SERWCES
LIBRARY 2,534.746 2,769,266
CULTURAL ARTS PROGRAM 281,223 277.983
SISTER CITY PROGRAM 6,619 8.181
PARK PLANNINGIRECREATION MGT 680.773 545,717
RECREATION 1,996,668 2,076,612
SENIOR PROGRAMS 257,109 268.196
TOTAL COMMUNrrY SERVICES 5.759.138 5.943.975
3,428,825 3,504,750
363,730 378,331
7.320 7,320
393,400 498,71 I
2,331,445 2,507,988
342,263 355.515
39.8%
43.6%
13.0%
11.2%
0.8%
8.7%
P 23.0% 8,866,983 7,252,615 8,921,826
!-
41
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1998-99
1996-97 1997-98 ESTIMATED 1998-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMlN 0 88,279 873,839 702,654
ENGINEERING 3,682,939 4,174,293 4-1 17.657 4,798.929
2,436,838 PARK MAINTENANCE 1,859,280 1,854,781 2.325.000
STREET MAINTENANCE 1,429,136 1,660,395 2,227.000 2,378,883
FAClLmES MAINTENANCE 1,178.285 1,303,571 1.473.500 1,708,213
Major Facility Maintenance (?hnsfer) 21 2,800 200,000 200.000 200,000
TRAFFIC SIGNAL MAINT 299.487 474.797 373,589 402,006
TOTAL PUBLIC WORKS 8,661,727 9,754.096 11,390,585 12,625,303
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROPERTY TAX ADMIN FEE
DUES 8 SUBSCRIPTIONS
MlSC / TRANSFERS OUT
ASSESSMENT SERVlCES
INFRASTRUCTURE MAINTTRANS
GOLF COURSE TRANSFER
HARMONY GROVE FIRE COST
207.593
35.600
0
75.046
797.500
33.550
170.222
38.916
1,885,574
18.779
0
470,000
318,533
TOTAL NON-DEPARTMENTAL 3,851,313
256.487 362.180 489,180
38.100 36,000 36,000
225,000 770,000 770,000
75.774 79,830 80,070
828,521 800,OOO 800.000
22,023 80,000 w800
in.909 198,000 190,000
13,572 30.000
331,952 58.000 78.000
22,893 25,000 59,261
0 0 0
490.000 1,680,000 1,680,000
20,246 0 0
2.503.277 4,118.810 4,323,811
SUBTOTAL GENERAL FUND 43.807.735 45,133.760 55,388,008 58,689,538
CONTINGENCIES 0 0 0 2.201.660
TOTAL GENERAL FUND 43,807.735 45,133,780 55,388,008 60,891,198
1999-00
BUDGET
544,084
4,142,078
2.351.831
2.287.791
1,836,155
200.000
385,845
11,547,782
243,000
36,000
0
80,000
800.000
50.000
210.000
50.000
0
56,000
2.000.000
600,000
0
4,125,000
57,641.289
4,000,000
61,641,289
-
%INCR (DEC)
9899 BUD - TO
99-00 BUD
- -22.8%
-13.7%
-3.5%
-3.8%
4.1%
0.0%
4.0%
8.5%
-50.3%
0.0%
-100.0%
-0.1%
0.0%
47.3%
10.5%
7.5%
-100.0%
-5.5%
-64.3%
4.8%
-1 3%
81.7%
1.2%
42
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
98-99 BUD
TO
99-00 BUD
1998-99
1996-97 1997-98 ESTIMATED 1998-99
ACTUALS ACTUALS EXPENDITURES BUDGET
1999-00
BUDGET DEPARTMENT
ISPECIAL REVENUE FUNDS I
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EMNTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GEWGALLERY DONATIONS
TOTAL SPECIAL REVENUE FUNDS
458.154
38,865
21,282
2.838.313
31,532
102,582
0
41.511
526.886
394,118
646,820
203.783
267,057
38,541
18,345
175.854
29,673
573,556
782
519.301
157,455
46,534
2,698,750
143,602
114,172
0
36,471
508.758
356.718
674.1 75
7,048
189.631
37.503
18,828
209,436
47,488
752,587
870
80,000
180,911
119,024
2,719,261
21 1.660
69,500
0
20,000
545,100
405.800
542,171
7,590
181.000
34.537
23,413
194.037
51.000
775,520
20.000
153,017
317,897
119.024
2.897.316
257.362
70.297
0
50,491
565,208
432,928
723,953
7,590
181.978
47.900
25,899
195,495
104,000
1,122,415
25.772
190,000
a
0
2.992.035
230.265
56.895
1o.Ooo
7,000
551,879
446,044
716,685
8,724
150.500
199.1 85
25.610
192.426
119.200
709,567
0
24.2%
-100.0%
-100.0%
3.3%
-10.5%
-19.1%
0.0%
-86.1 %
-5.7%
3.0%
-1 .O%
14.9%
-17.3%
315.8%
-1.1%
-1.6%
14.6%
-36.8%
-100.0%
~~
6,517.405
13,729,352
1 .I 74,301
3,609.819
110.482
215,636
6.180.524 7.318.540 -9.7% 8.407.654 6,606,015
16.474.466
1,498.380
4,974,471
189,743
370.000
ENTERPRISE FUNDS I
13.694.937
1,483,087
4.821,504
132.100
665.000
15.894.308
1,527,605
5,015,429
190.897
942.310
3.7%
-1.9%
-0.80/0
-0.6%
-60.7%
WATER OPERATIONS 13,100,661
RECYCLED WATER OPERATIONS 1,055,743
SANITATION OPERATIONS 3,899,884
SOLID WASTE MANAGEMENT 133,869
GOLF COURSE 252,505
TOTAL ENTERPRISE FUNDS 18,442.642 18,839,590
571,457
666,422
2,285.740
1,359.628
1.758.563
1,431,287
8,075.097
20,996.628 23,570,547
905.628
1.335.751
2,546.402
1,582.346
1,462.509
2,046,308
23,507,080
908,744
1,200,179
2,537,409
1,456,221
1.727,544
2,525.089
-0.3%
0.3%
-1 0.1 Yo
-0.4%
-8.0%
18.1%
23.4%
IINTERNAL SERWCE FUNDS I
WORKERS COMP SELF INSURANCE 783.954
RISK MANAGEMENT 874,475
HEALTH INSURANCE 2,169,937
VEHICLE MAINTENANCE 1.364.655
VEHICLE REPLACEMENT 2.105.350
INFORMATION SYSTEMS 1,280,350
838,435
803,543
2,498.033
1,580,882
1,201 ,I 00
1,769,600
c
9.878.944 4.8% TOTAL INTERNAL SERVICE FUNDS 8,578,721 10,355,186 8,771.393
P
43
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1998-99
1996-97 1997-98 ESTIMATED 1996-99
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET I REDEVELOPMENT I
OPERATIONS 539,517 381.846 435.938 483.946
DEBT SERWCE 1.631,500 1,679,491 1,120,000 1.120,000
LOW AND MOD INCOME HSNG 75,548 65,185 97,450 137,542
TOTAL REDEVELOPMENT 2,246.585 2.126.522 1.653.388 1,741,488
1999-00
BUDGET
422.093
1,082,000
119,895
1.623.988
%lNCR (DEC)
96-99 BUD
TO
99-00 BUD
-12.8%
-3.4%
-12.8%
8.7%
-
- ]TOTAL OPERATING FUNDS 79,483.317 80.692.374 92.989.939 103,400,717 103,733,558 0.3%
44
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ 1,606,262 $ 1,533,464
SUMMARY
1998-99 199900
BUDGET BUDGET
$ 1,758,012 $ 1,754,619
MAINTENANCE & OPERATION
CAPITAL OUTLAY
492,892
20,062
476,192
8,721
687,825
41,226
691,833
39,000
City City
Attorney Treasurer City Council
26% 6% 9%
18%
45
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL
PERSONNEL
ACCT NO. 0010110
1996-97 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGFT BUDGET
$ 165,361 $ 144,094 $ 155,740 $ 156,030
MAINTENANCE & OPERATION I 33,506 43,885 58,000 82,100
I CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meetina Atten: Prepare for and attend Ci Council Meetings, as well as various regional committee and community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and
correspondence.
KEY GOALS FOR 199940:
The City Council has set four Strategic Goals for Fiscal Year 1999-2000:
0 Ensure the effective and efficient delivery of topquality services to our Community.
0
0
Create diverse, broad-based economic strategies to ensure the financial health of the Community and the Ci.
Integrate a comprehensive efficient transportation system with quality of liie-centered land use decisions.
0 Enhance educational opportunities and school facilities for all segments of the Community.
SIGN I Fl CANT CHANGES:
None.
46
.. .
_-
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
MAINTENANCE & OPERATION
PROGRAM GROUP DESCRIPTION:
The City Clerk's Department is responsible for performance of duties as defined in the State Government Code, the
State Elections Code, and the Cartsbad Municipal Code. The Department is also responsible for the provision of
minutes for the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public
Improvement Corporation and Industrial Development Authority.
PROGRAM ACTIVITIES:
Election Administration:
0 Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal
Elections, prepare all necessary documents in accordance with the Elections Code, and coordinate with the
Registrar of Voters.
Political Reform Act Filing Administration:
0 Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes
notification of those required to file, provision of appropriate forms, and receipt and review of Campaign
Statements and Statements of Economic Interests.
Record Of Proceedinns:
0 Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code,
including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation, Industrial Development Authority.
Administrative Support Services:
0
0
0
0
0
0
Assist the public and City departments with requests for information, providing research services concerning
Council action since City incorporation on 7/16/52, and providing certification of copies.
Take necessary precautions to ensure the City's compliance with the requirements of the "Brown Act" open
meeting law.
Take necessary actions to ensure that public hearing noticing requirements are met.
Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code and maintenance of the
Code on the Internet.
Provide subscription service for Council agendas and minutes.
Maintain the City Hall Xerox 1090, by provision of key operator services, supplies, and current maintenance
agreement.
47
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PROGRAM ACTIVITIES (CONTINUED):
PAGE TWO
ACCT NO. 0010210
Records Manaaement::
0
0
Maintain City records in an identifiable and accessible manner to fulfill public, legal, and historical requirements
for preservation and storage of information.
Develop and implement Citywide Records Management Program.
WORKLOAD STATISTICS:
Elections
General
Special
0 1
0 1
Filings
Statement of Economic Interest 340 390
Campaign Statements 38 59
Minutes
Council Minutes 76 94
CMWD Minutes 29
H + R Minutes 13
PIC Minutes 2
Claims Filed 116 113
Public Hearing Notices 39 42
Ordinances Published 46 24
Meetinas Held
Council 76 94
CMWD Board 25 29
H&R Commission 7 13
Public Improvement Corp 1 2
KEY ACHIEVEMENTS FOR 1998-99:
Documents Processed
Agendas
Agenda Bills
Resolutions
Ordinances
Documents to Recorder
ContractdAgreements
Subscriptions to Muni Code
Copies
Entries Indexed
Storage
Boxes of Files
Micro Boxes
CYH 997 CY11 998
76 138
573 570
726 468
46 24
558 659
351 688
98 I11
536,682 443,156
500 638
21 4 226
12 12
0
0
Applicant brochure regarding appointment to City Boards, Commissions, and Committees was developed and
made available at multiple City facilities.
Selected independent records and information management consultant for Citywide document resource
management system.
Department interviews and records inventories completed.
vendors.
-
0 Request for Proposal for Citywide document management system approved by Council and sent to prospective -
IC-
<
-
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
KEY GOALS FOR 1999-00:
PAGE THREE
ACCT NO. 001 021 0
“Ensure the effective and efficient delivew of top-cluality services to our Community.”
0
“Enhance educational opportunities and school facilities for all seqments of the Community.”
0
Implement Citywide Document Resource Management System.
Enhance public access to information regarding City Council meetings.
Develop and implement a change management and training program to assist users with the transition to the
new Document Management System technology.
SIGNIFICANT CHANGES:
Decrease in election funding due to no municipal elections scheduled in FY 1999-2000. Also, funding for minutes
service for Traffic Safety Commission has been deleted from Clerk’s budget, and will be provided by Engineering.
49
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER ACCT NO. 0010310
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad and all of its agencies, including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Management:
Develop projections of cash receipts and cash expenditures from various City and external sources.
Maintain records of cash receipts and cash disbursements into the Treasury.
Retrieve daily on-line bank statement and return check listing. Verify receipt of anticipated deposits. Ensure
that all checks paid by the bank were valid City checks.
Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and ensuring that all
are supported by proper documentation.
Develop contracts for cost-effective banking, both retail and custody services.
Arrange for lines of credit and short-term loans, as needed.
Develop, maintain, and ensure compliance with all Treasury internal controls.
Investment Management:
Develop and maintain the City's Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the investment policy any changes in the City's financial requirements that affect
investments. Ensure compliance with the California Government Code.
Develop and maintain a pool of investments for the City and its agencies.
Research daily the financial markets and the financial forecasts.
Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
Solicit telephone bids from approved financial institutiondbrokers for available investments.
Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange for
payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
50
c
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER
PAGE TWO
ACCT NO. 001 031 0
PROGRAM ACTIVITIES (continued):
Investment Manaqement (continued):
0 Maintain record for all investments and investment income.
0 Reconcile the custodian’s monthly report of investments held with Treasury records.
0 Arrange for collateral contracts as required.
Reporting and Oversight:
Develop and present to the City Council monthly reports of investment activities.
Disclose to the City Council any information that could potentially threaten the safety and liquidity of the
investment pool.
Develop and present to the City Council annual reports summarizing and analyzing the financial markets and the
portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal years to
provide perspective.
Develop investment data for the City’s Comprehensive Annual Financial Report.
Develop investment data for the City’s annual financial audit conducted by an independent auditor.
Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS:
FY 1997 FY 1998 FY 1999 (est)
I. Portfolio Balance (millions of $) 206 267 332
(transactions per month) 216 294 254
2. Number of Investments in Portfolio 1,042 1,537 1,554
3. Investment Activity
4. Number of Checks Cleared 15,334 15,138 14,182
KEY GOALS FOR 199940:
“Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the
Citv.”
r- 0 Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety of principal and ensuring sufficient liquidity.
“Enhance educational opportunities and school facilities for all segments of the Communitv.”
Offer speaking engagements on City cash management and investments.
0 Develop the Treasury page of the City’s web site, informing the community of the mission of the Office of the
Treasury, the City’s Investment Policy, investment activities. Use the web site as a forum to receive and respond
to community comments and questions.
c
SIGNIFICANT CHANGES:
None
51
PROGRAM: . CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 001 101 0
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
The City Manager‘s Office houses the general administrative function of the City. The department‘s budget includes
the costs for the City Manager and Assistant City Manager (who also serves as the head of the Community Services
Major Service Area and the related support staff. The City Manager is generally responsible for the achievement of
the organization’s goals that support the City Council’s strategic goals.
PROGRAM ACTIVITIES:
Financial: Promote sound financial practices and a balanced revenue expenditure basis.
Administration: Provide timely and reasonable responses to citizens and customers.
Policy Development: Assist Council in policy development.
PERFORMANCE I WORKLOAD MEASURES:
The City Manager‘s Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Community.”
Provide timely responses that result in high customer satisfaction.
Continuously improve work processes through the use of best technology, information-sharing, effective cross-
departmental teams, and all City resources.
Implement innovative, cost-effective delivery of City services via publidpublic and publidprivate partnerships;
non-profit organizations; enterprise services; and through regionalization and consolidation.
Construct, maintain and operate facilities that support top-quality service delivery in conformance with City
budgets and standards.
0
52
c-
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
“Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the
City.”
Develop and implement a comprehensive financial plan that: * * Protects local revenue sources *
* Promotes responsible cost management *
Provides revenues to maintain high-quality services
Promotes private sector economic growth
Enhances revenues and reduces costs
0
0 Develop, maintain and enhance high-quality standards in the areas of: development, City services,
Attract and retain target industries, businesses and jobs that result in improved economic health.
communications, and fiscal policies that result in a high quality of life that supports economic health.
“Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions.”
0 Develop programs and policies in partnership with other local and regional transportation authorities that result
in a fully integrated, efficient, cost-effective transportation system and regional transportation plan.
Be a catalyst for the development of private sector partnerships and co-creator of solutions that supplement and
complement Transportation Demand Management Systems serving the business, industrial. tourism and
residential areas.
0
0 Implement a multi-modal circulation plan to ensure compliance with the General Plan and City standards.
“Enhance educational opportunities and school facilities for all segments of the Communitv.”
0 Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
Provide and develop programs that result in a City workforce which has the knowledge and skills needed to
excel on their job.
Collaborate with school districts serving Carlsbad to accomplish mutually set goals and help the schools better
fulfill their obligation to provide facilities meeting the Community’s needs.
0
0
SIGNIFICANT CHANGES:
0 The Administrative Services Director‘s Office has been moved from the City Manager‘s budget to a separate
budget.
The Assistant to the City Manager position has been eliminated and will be replaced by two entry-level intern
positions. These positions will work with the City from one to two years, with the expectation that during that
period the intern will work with a variety of departments, customers, and projects. The experience gained
should prepare the person for a career in local government management.
0
i
53
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 460,528 $ 488,945 $ 506,637
ACCT NO. 0011210
199900
BUDGET
$ 565,022
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance and guidance in accomplishing and implementing the Council’s goals to: 1) ensure
the effective and efficient delivery of top-quality services to our community; 2) create diverse, broad-based economic
opportunities; 3) integrate a comprehensive, efficient transportation system (which moves people, goods and
services) using quality-of-life centered land use decisions; and 4) enhance educational opportunitiesffacilities for all
segments of the community.
PROGRAM ACTIVITIES:
The City Attorney’s Office provides legal advice and representation to the City Council, Housing and Redevelopment
Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager, Boards and Commissions
and other City offices in order to provide services to the public as required or permitted by law. The City Attorney is
also responsible for assisting in the interpretation, administration and enforcement of laws, regulations and City
programs.
This office drafts and reviews resolutions and ordinances, contracts, bonds and other legal documents.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of topquality services to our Community.
To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to
assist them in making sound legal decisions to carry out the goals of the City Council.
SIGNIFICANT CHANGES:
A paralegal has been added to staff in order to provide enhanced customer service.
c-
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ND WAL
FULL TIME POSITIONS
HOURLYmE POSITIONS
1996-9i
ACTUAL
$ 2,096,211
5,364,769
114,894
$ 1,
33.40
1.50
I 997-98
ACTUAL
$ 2,217,720
5,230,068
160,019
$ 1,
34.40
1.50
1998-9E
BUDGET
$ 2,785,391
7,000,918
1,763,993
$ 11 3, 550302
38.00
1.50
1999-0(
BUDGE7
Information
Systems Admin. Finance
24% 3% 12%
I
I
I
23% Risk Camp.
Management 8% , 11%
I I
$ 3,667,403
7,290,431
260,900
55
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ O$
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1999-00
BUDGET
O$ 190,238
0
0
0
0
0
0
87,350
19.000
__
PROGRAM GROUP DESCRIPTION:
Provide leadership and coordination for Administrative Services Programs. This budget includes the cost for the
Administrative Services Director (who is the head of the Administrative Services Major Service Area) and the related
support staff.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of top-auality services to our Community.”
“Create diverse, broad-based economic strategies to ensure the financial health of the Community and the
City.”
“Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions.”
“Enhance educational opportunities and school facilities for all segments of the Community.”
SIGNIFICANT CHANGES:
The Administrative Services Director‘s office has been moved from the City Manager‘s budget to this separate
budget.
56
PROGRAM: . FINANCE
FUND: GENERAL / ENTERPRISE
PROGRAM GROUP: FINANCE
1998-99
BUDGET
$ 900,224
440,990
ACCT NO. 001 131 01
501 1310
1999-00
BUDGET
$ 1,154,517
441,407
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRANC~TUTAL -- - - -
FULL TIME POSITIONS
HOURLYRE POSITIONS
GENERAL FUND
MISSION STATEMENT:
1996-97 1997-9E
744,689
362.860 322,226
3,109 0
287,244
S 1.343.214 I S 1.602.424
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by utilizing our chief values: maintain individual and departmental credibility; work together as a team
while respecting each other's differences; and, consistently strive to go above and beyond expectations.
PROGRAM ACTIVITIES:
Long-RanQe Financial Planning:.
0 Prepare ten year operating forecasts incorporating various %hat if" scenarios to facilitate decision-making for
City Council and City departments.
Budget Management:
0
0
0
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
alignment with the Council's goals.
Perform bi-annual review of all City fees and present recommendations for changes to Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
decision-making .
Accounts ReceivablelCashiering:
0
0
0
Accurately bill, collect, record and report all City revenues.
Collect all funds due to the City through timely follow-up of delinquent accounts and use of collection agencies.
Continue to refine business processes which will improve customer service and increase efficiency.
Accounts Pavable/Pavroll:
0
0
General Accounting and Reporting:
0
0
Prepare checks for City employees and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Maintain the data within the financial information systems of the City and provide training to users, as needed.
57
PROGRAM: FINANCE
FUND: GENERAL / ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
Assessment Districtl CFD Administration:
0
0
0
Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
as required.
Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
documents and State law.
Audits:.
0 Monitor sales tax audit contract to ensure effectiveness.
0 Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
FY 1997
1.
2. Number of business licenses processed: 5,079
3. Number of payroll checks issued 20,555
5. Awards received for CAFR CSMFOlGFOA
6.
Average number of days to close books at
month end: 20
4. Number of electronic payroll checks issued 0
Awards received for Annual Budget
7. Outstanding debt issues administered $100 million
FY 1998
15
5,600
16,359
4,278
CS M FO/G FOA
Excellence:
Operating and
Capital
$96 million
FY 1 999
10
5,616
11,197
11,362
Not Available
Meritorious:
Operating
$1 00 million
KEY ACHIEVEMENTS FOR 1998-99:
Implemented a job ledger system for capital improvement projects which will promote responsible cost
management by providing better information to project managers regarding the financial status of their projects.
Improved the ability of City staff to access necessary financial information by providing computer-based training
on the financial accounting system to over 200 City staff.
Provided more accurate reporting to HUD. and improved cash position through streamlining and improving the
CDBG reimbursement process.
Negotiated the leaselpurchase and the design of a 64.000 square foot building which will bring administrative,
community development, and public works departments together in one building, thereby improving service
delivery to our customers.
Improved our ability to forecast and plan for the future by creating a comprehensive long-term planning model
for the General fund.
Selected and installed a new business license system which will improve customer service and reduce
processing time for issuing business licenses.
Promoted a better understanding of City finances by providing easy, informative summaries of the City’s
finances and budget.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of topquality services to our Community.”
0
0
Increase the availability and accessibility of useful financial information to our customers through easy-to-use
reporting systems.
Redesign business processes in utility billing, business licenses and cashiering to improve customer service
and increase efficiency.
Develop appropriate departmental performance and outcome measures to ensure tehat the department is
providing public services effectively.
Develop a strategic technology plan to guide the implementation of new technologies.
-.
58
.-
--
I_
PROGRAM: FINANCE
FUND: GENERAL I ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE THREE
ACCT NO. 001 131 0
KEY GOALS FOR 1999-00 (continued):
“Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the
City.”
0 Improve ability to forecast and plan for the future by preparing for the implementation of a detailed two year
operating plan.
0 Promote responsible cost management through the development and use of job costing systems.
0 Develop and implement a plan to maximize the City’s revenue collection and recovery with a focus on
enforcement of the business license tax ordinance and administration of the false alarm program.
SIGNIFICANT CHANGES:
Finance will assume responsibility for utility billing during this fiscal year. Utility billing was previously a responsibility
of the Public Works Department.
Budget includes funding for the bi-annual fee update as well as a business systems analyst position which will
provide a liaison between the Information Services Department and the Finance Department in the creation of
reports, troubleshooting of systems, and implementation and maintenance of all systems.
59
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 0011410
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Purchasing Department's mission is to obtain necessary goods and services for City departments of desired
quality, in a timely manner, and at fair and reasonable prices.
PROGRAM ACTIVITIES:
Bids and Quotations
0 Update and maintain formal bid and quotation files
0 Prepare and maintain vendor lists by commodities
0 Maintain minority and women-owned businesses files
CommoditvlService Contracts
0 Track and renew annual commodity and service contracts
0 Develop new annual contracts
0 Develop and administer joint agency contracts
Public Works Contracts
0 Maintain current contractor's list by classifications
Records Manaaement
0 Review and update present policies and procedures
0 Assist departments in transferring records to commercial storage facilities
Central Stores
0 Review and update Stores Catalog for items carried in Central Stores
Surplus Property
0 Maintain inventory of surplus City property and direct surplus property to requesting departments as it
becomes available
0 Direct disposal of surplus and losffunclaimed police property
Messenaer and Mail Service
Act as liaison with U. S. Postal Service
0 Alert City staff to postal requirements to improve deliverability
0 Review and update inter-departmental services
0 Reduce postage costs by the use of pre-sort of first-class mail
60
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PAGE TWO
ACCT NO. 0011410
WORKLOAD STATISTICS:
Pieces of Mail
KEY ACHIEVEMENTS IN 1998-99:
0
0
A Customer Satisfaction Survey was conducted in October 1998. Seventy-seven respondents gave the
department a 94.36% rating of “acceptable” and above for all purchasing-related services.
Eleven training classes were held during the year on purchasing and contracting procedures. A total of 125
employees participated in the sessions; representing 90% of the City departmentddivision.
Three separate IFAS training classes were held in March and May 1999. Twenty-four employees representing
50% of the departments participated in these sessions.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Community.”
0 Improve service to our customers by identifying areas where improvements can be made and develop plans to
implement them.
Provide training to City staff in Procurement PolicieslProcedures and IFAS
SIGNIFICANT CHANGES:
Budgeted services include expanded mail and central receivingkhipping at the new Faraday and Library facilities.
61
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 001 151 0 THRU 001 1550
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
People are our priori ty... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Benefits
Develop and implement ongoing internal and external customer satisfaction feedback system for all major HR
services
Employment: Recruitment, Classification, Compensation, Human Resource Systems
Continue to proactively consult with departments regarding their staffing needs
Attract and retain qualified candidates for City employment and fill job vacancies
Develop timeline for updating existing classification structure
0 Develop and conduct follow-up training in support of Performance Management and Compensation System for
management employees
Continue to implement Human Resources Information System to create more streamlined and effective systems
Training
Administration
Employer/EmDlovee Relations
0
Develop and implement employee development training on the Value of a Harassment and Discrimination Free
Workplace
Continue conducting quarterly management meetings Conduct annual benefits education program with employees; transition to new health insurance provider(s), if
appropriate
Educate employees in Department of Transportation program on policies and requirements
Continue review of the City’s Personnel Rules in conjunction with the Business Process Review (BPR) recommendations and implement improved employmenthecruitment processes
Coordinate timetable for meeting and conferring with three employee associations simultaneously
Confer with City departments to identify areas of concern with current Memoranda of Understanding
Meet and confer with employee associations to communicate City Council direction and authority; share
employee interest with City Council
Consult with employees concerning employee relations concerns and provide direction of City policy
Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing, EEOC, etc.)
62
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES
WORKLOAD STATISTICS:
Measures for Classification Review FY 98-99
Number of classification descriptions revisedlcreated 96
Number of positions reviewed 144
Measures for Recruitment
Number of applicants processed
Number of recruitments processed
Number of eligibles on employment list
Number of new hires
Number of promotionsAransfers
KEY ACHIEVEMENTS FOR 1998-99:
2004
51
41 3
29
48
PAGE TWO
ACCT NO. 001 151 0 THRU 001 1550
Revised all management classification descriptions
Reviewed and created three new classification series in Public Works in support of reorganization efforts
Implemented the PERS “One to Four Additional Years Service Credit” Program
Implemented applicant tracking system and continuous recruitment to streamline recruitment process
Streamlined system for handling industriallnon-industrial leaves of absence to ensure compliance with Federal
and State mandates
Revised and implemented tuition reimbursement processing
Transferred Workers’ Compensation Program from Risk Management to Human Resources and integrated into
current activities and programs
Negotiated agreements with three employee groups
Management and administration of first full-year of implementation of Performance Management 8,
Compensation System
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Community.”
Enhance the effectiveness of our partnerships and stay connected to our customers
Continue redesigning and implementing systems
Continue implementation of HRlSlPY
Survey customer satisfaction of health benefits
Review of the grievance and discipline procedure with CCEA
Continue implementation of BPR recommendations, e.g., Municipal Code and rules revisions
Coordinate all benefits into one integrated system
- Build organizational capacity
Deliver core Human Resources services effectively
Conduct training on Preventing Violence in the Workplace and Drug and Alcohol Prevention
Review and implement altemativefiexible staffing options
Continue process improvement in the areas of benefits, Workers’ Compensation, labor relations, employee
relations, recruitment, classification, HR systems, training, administration, payroll, and record-keeping
.
- SIGNIFICANT CHANGES:
Staffing changes include the addition of an office specialist I1 to perform clerical duties currently performed by
temporary staff. This budget also includes additional funds for HRlS support.
63
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11 520
PERSONNEL
MAINTENANCE & OPERATION
1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 77,644 $ 85,806 $ 83,670 $ 82,390
706,310 485,651 821,958 826,354
1996-97 1997-98 1998-99
CAPITAL OUTLAY
OI OI OI OI
MISSION STATEMENT:
People are our prio rity... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers’ Comoensation Claims and Administration
This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
WORKLOAD STATISTICS:
Measures for Workers’ Compensation
Number of avoidable W/C claims
Lost time due to WIC related accidents, injuries and illnesses
FY 98-99 * * New measure
for FY 99-00 *
KEY ACHIEVEMENTS FOR 1998-99:
Transition of Workers’ Compensation function from the Risk Management Department to the Human Resources
Department. Training of Human Resources staff and development of plan to integrate Workers’ Compensation
with current activities and programs.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Community.”
Enhance the effectiveness of our partnerships and stay connected to our customers
0
0
Continue redesigning and implementing systems
0 Continue implementation of HRlSlPY
Survey customer satisfaction of health benefits Review the grievance and discipline procedure with CCEA
SIGNIFICANT CHANGES:
None.
64
..
.. .
PERSONNEL
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
ACTUAL ACTUAL BUDGET BUDGET
$ 43,535 $ 43,411 $ 159,408 $ 151,255
I I 1996-97 I 1997-98 I 1998-99 I 1999-00 I
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program, manages the
administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside
counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize
the potential risk of future losses.
PROGRAM ACTIVITIES:
Litigation Management: The fund is utilized to pay for settlements, costs and defense expenses incurred as the
result of general liability claims made against the City, and to pay for related administration and insurance expenses.
Risk Management works with the City Attorney's Office and outside counsel to monitor, control and resolve litigated
matters in the areas of property, casualty and general liability.
Insurance/Self-Insurance: Directs the marketing, renewal, planning and funding of the insured and self-funded
portions of the program; administers the general liability self-insurance funds.
Claims Management: Directs and administers the claims management program for property, casualty and general
liability by utilizing a combination of in-house services and a contract claim administrator.
Loss PreventionTTraininx Provides direction, programs and training for various City departments to minimize the
potential risk of future losses.
KEY ACHIEVEMENTS FOR 1998-99:
I-
0 Analysis for liability coverage options completed in-house for a savings of approximately $20,000, and resulted
in Council decision to change coverage providers for a savings of over $135,000.
Coordinated with Human Resources the transition of administration of Worker's Compensation benefits from
Rick Management to Human Resources; in survey of employees with open and active claims on the handling of
their case during transition, achieved a ranking of "satisfied" from all but one respondent.
0
Conducted research and analysis on proposed sale of Encina Power Plant to identify issues of community
significance related to sale and actions available to City to participate in regulatory review of sale; provided staff
support to committee work which enabled the City Council to evaluate advisability of pursuing acquisition of the
plant.
65
PROGRAM: RISK MANAGEMENT PAGE TWO
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 61 21930
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Community”
0 Enhance employee safety and reduce the City’s exposure to loss by ensuring compliance with OSHA’s illness
and injury prevention program requirements and other health and safety regulations.
0 Develop appropriate departmental performance and outcome measures to ensure that the department is
providing public services effectively.
“Create diverse broad-based economic opportunities to ensure the financial health of the Community and
the City.”
0 Compile liability claim statistics to identify any areas for focused loss prevention efforts.
SIGNIFICANT CHANGES:
A change in liability coverage provider resulted in a significant reduction in funding required for the annual liability
coverage premium.
66
PROGRAM:
FUND:
PROGRAM GROUP:
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES ACCT NO. 61 31 520
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
People are our priori ty... we promote the development, well-being and success of employees and the organization. .-
PROGRAM ACTIVITIES:
This fund is used to pay health insurance premiums.
SIGNIFICANT CHANGES:
Effective July 1, 1999, the fire bargaining unit employees will be transferring to PERS health which is not paid
through this fund.
67
PROGRAM: INFORMATION SYSTEMS / RECORDS MANAGEMENT
FUND: INTERNAL SERVICE / GENERAL ACCT NO. 6401710/
PROGRAM GROUP: INFORMATION SYSTEMS 0011710
1996-97
ACTUAL
$ 431,264 w PERSONNEL
1999-00
ACTUAL BUDGET BUDGET
$ 452,203 $ 647,589 $ 1,180,263
1997-98 1998-99
I 07,298
741,788 I 819,065 I 988,519 I 1,257.926 I IMAINTENANCE & OPERATION I
160,019 CAPITAL OUTLAY 1,729,700 235,400
MISSION STATEMENT:
Provide our customers with quality information services in a responsive and cost-effective manner.
PROGRAM ACTIVITIES:
Computer Support Services:
Maintain hardware and software on all City computers. These computers include:
0 Two HP3000 mini computers. One used for general City applications utilized by all departments and another
used for cataloging and circulation by the Library
One HP9000 UNIX server used for the Financial Information System, Permits, Utility Billing and other general
City use applications
Two HP720 UNlX workstations used for the City’s Geographic Information System (GIS)
400 desktop computers, 10 networks and the wide area components linking together these networks and
computers
Telecommunication Support Services:
Maintain the voice and data telecommunications networks for all City facilities. This includes all additions and
modifications to: PBX and voice mail systems
Over 350 communication circuits
Approximately 500 phone instruments
780 voice mail boxes
New Systems Support:
Implement 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, installation, data
migration and integration of selected solution. These may include:
Applications such as water billing, business licenses, work orders, inventory and fleet maintenance
Replace and/or upgrade hardware and software which is not year 2000 compliant
Design and implement a City web site utilizing interactive and e-commerce technologies
Design, install and integrate new systems into the new Carlsbad City Library and the Cole Library
68
PROGRAM: INFORMATION SYSTEMS I RECORDS MGT PAGE TWO
FUND: INTERNAL SERVICE / GENERAL
PROGRAM GROUP: INFORMATION SYSTEMS ACCT NO. 6401 7101
0011710
PROGRAM ACTIVITIES (continued):
Computer Support Services:
Ensure that all City computers remain operational with minimum downtime.
Guarantee availability of hardware maintenance for all of the City’s mini computers, workstations, ‘desktop
computers and the Citywide network.
Provide support for all standard City applications.
Ensure all City computers and network components are Y2K compliant.
Telecommunication Support Services:
0
0
0
Ensure that the City’s telecommunication network and its associated equipment remain operational with
minimum downtime.
Provide necessary support for all telephone and data communication equipment.
Ensure all City voice equipment is Y2K compliant.
New Systems Support:
0
Meet the informational needs of the users and encourage the appropriate use of computers and communication
technology to increase productivity and enhance communication.
Ensure all systems implemented are Y2K compliant.
Increase citizen access to City services through the use of technology.
KEY ACHIEVEMENTS FOR 1998-99:
0 Significant progress has been made to identify, prioritize, assess, test, and re-mediate date-related systems to
ensure Y2K compliance.
New permitting and business license systems have been brought on-line, replacing existing City systems that
have been in use for many years. These new systems have increased functionality, are easier to use, and are
Y2K compliant.
Completion of a department reorganization to provide more flexibility and breadth in Information Systems job
descriptions.
Completed Business Process Review and selection of utility billing system.
Designed computing environment and purchased new technology for the new library.
Completed network design for new Faraday Building.
Replaced the older PCs and printers.
Completed design to upgrade City telecommunication network.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Communitv.”
0 Improve public access to information through the use of available technologies.
Develop a strategic technology plan to guide the implementation of new technologies.
Participate in selection and implementation of technology to improve work processes.
Prepare computing environment for the year 2000 through compliance, validation and development of
contingency plans.
Expand staff access to network services by improving our remote dial-up capabilities.
69
PROGRAM: INFORMATION SYSTEMS / RECORDS MGT PAGE THREE
FUND: INTERNAL SERVICE / GENERAL
PROGRAM GROUP: INFORMATION SYSTEMS ACCT NO. 64017101
0011710
KEY GOALS FOR 1999-00 (continued):
“Enhance educational opportunities and school facilities for all segments of the Communitv.”
Provide for a computer training facility and coordinate technology-related training efforts to increase knowledge
and skills of City workforce.
SIGNIFICANT CHANGES:
Personnel costs increased due to full-year salaries for additional Information Systems staff supporting the new
Library, records management, Citywide applications, Internet technologies, and project management. Professional
service funds have increased to foster the development of a City web site, for a year of out-sourced help desk
support, for Y2K re-mediation and for development of a Strategic Technology Plan. Telecommunication charges
increased because of increased capacity, built-in redundancy and operating communication lines in parallel during
the Faraday move.
70
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL
001 3520-8540
001 9002-8540
001 9002-7550
001 3025
001 9003-9999
001 9003-771 1
001 9003-9999
001 9003-9999
001 9003-7435
001 9003-7490
001 9003-7400
001 9003-9999
001 9004
001 9008
Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
Community Contribution transfers
Beach Parking
Hiring Center
Hosp Grove Debt Service
Dues and Subscriptions
Misc I Transfers Out
Golf Course Contribution
Property Tax Administration Fee
Assessment Services
Audit
infrastructure Maintenance Trans.
Harmony Grove Fire
Contingencies (Budget request)
1996-97
ACTUAL
$207,593
0
35,600
75,046
797,500
38,916
1,685,574
470,000
170,222
18,779
33,550
0
318,533
625,030
1997-98
ACTUAL
$256,487
225,000
38,100
75,774
828,52 1
13,572
331,952
490,000
177,909
22,893
22,823
0
20,246
1,787,765
ACCT NO. 001-VARIOUS
1998-99
BUDGET
$489,180
760,000
36,000
80,070
800,000
46,500
88,000
1,680,000
190,000
59,261
94,800
0
0
3,943,700
1999-00
BUDGET
$243,000
0
36,000
80,000
800,000
50,000
0
600,000
210,000
56,000
50,000
2,000,000
0
4,000,000
TOTAL $4.476.343 $4,291,042 $8,267.51 I $8,125,000
71
72
PROGRAM: PUBLIC SAFETY
FUND: VARl OU S
PROGRAM GROUP: VARIOUS SUMMARY
MAINTENANCE & OPERATION
1996-97 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 14,090,088 $ 14,817,386 $ 16,455,022 $ 16,814,485
3,067,180 3,450,739 4,333,910 4,638,193
C
73
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ND TOTAL
ULL TIME POSITIONS
HQURLYIFTE POSITIONS
SUMMARY
BUDGET
9,845,800
273,500
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion;
we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal
integrity, common purpose, and support of each other as essential to an effective and productive work environment;
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best
possible service to our citizens.
PERFORMANCE / WORKLOAD MEASURES:
1998-99 Averacle Response Times
Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
priority one calls in an average of six minutes or less. In 1998-99, we responded on average faster to priority one
calls than our goal. Priority one calls made up less than one percent of our total call volume in 1998-99. Priority two
(urgent calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our
average response time in 1998-99 to the lowest priority call was less than 22 minutes.
Priority
Priority
Priority
5 10 15 20 25
MINUTES
74
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCE / WORKLOAD MEASURES (continued):
Citizen Satisfaction
In an effort to provide the best service possible to the community, the Carlsbad Police Department has
been surveying victims of crime since 1991. This survey helps the department measure satisfaction and
obtain feedback from citizens who have had contact with our department. Over 2,500 responses have
been received to-date.
1998 RESULTS ' ..3
4.7
,.3
1 2 3 4 5
Poor Good Excellent
Crime
The police department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery,
aggravated assault, burglary, larcenyltheft. and motor vehicle theft.
37.3 40 ,
I 1997 1998 I
FBI Index Crimes Per 1,000 Population
75
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE THREE
SUMMARY
KEY ACHIEVEMENTS FOR 1998-99:
0
0
0
0
0
0
800 MHz radio communications system to enhance regional communications became operational.
Crime continued to decrease reaching some of the lowest rates in almost 20 years.
Over 2,000 students graduated from the DARE program, and over 3,000 additional students were visited by a
DARE officer.
Almost 300 students participated in juvenile diversion programs.
Approximately 2,000 arrests were made.
The department’s first Citizens Academy was held to enhance citizens’ understanding of the law enforcement
function.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topqualitv services to our Communitv.”
0
0
. 0
Develop and maintain department response standards which achieve high customer satisfaction.
Acquire and utilize best communications and information technology.
Encourage innovation and the cost-effective delivery of police services through publidprivate partnerships,
regionalization, volunteerism, and community outreach programs.
Plan, construct, and maintain police facilities which meet the public safety needs of the community.
“Create diverse, broad-based economic strateaies to ensure the financial health of the Communitv and the
Citv.”
0 Provide a level of safety that promotes economic income and development and reduces fear of crime.
“Intearate a comprehensive efficient transportation system with clualitv of life-centered land use decisions.”
0
“Enhance educational opportunities and school facilities for all segments of the Communitv.”
0
0
Provide resources and expertise to promote safe and efficient transportation systems.
Maintain, develop, and enhance programs aimed at informing and educating the Community regarding public
safety.
Provide continual training and educational opportunities which promote professional and personal growth,
enhance safety and service, and exceed compliance with POST standards.
Continue cooperative programs to include DARE, School Resource Officers, GUIDE, Juvenile Justice Panel,
and to identify future needs.
76
PROGRAM: POLICE ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE
1999-00
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 261,643 $ 277,164 $ 275,849 $ 272,975
MAINTENANCE & OPERATION 306,475 359,623 492,747 521,870
CAPITAL OUTLAY 67,812 106,360 5,715 0
c fiwiaosn e. ITW.l7. lA?IAi I 1 /, 7A?11 ..". . I 4: u. 704 *" I." RAG .u . .GRANU 1 OTAL I", "V".""" I u,
1996-97 1997-98 1998-99
ACCT NO. 00121 10
ASSET FORFEITURE
TOTAL FUNDING
80,933 120,061 0 0
$ 635,930 $ 743.147 $ 774,311 $ 794,845
WORK PROGRAM:
Develop and administer functions and programs that support the City's and the Police Department's statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs:
0 Develop and manage programs which reduce crime, encourage citizen participation, and improve community
safety.
Organization:
Assist staff with individual and group development.
Division Support:
0 Provide support to divisions to assist with meeting goals.
Leadership:
0 Provide department staff with the knowledge and training necessary to carry out the department's mission.
SIGNIFICANT CHANGES:
None.
77
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 20
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service:
0
0 Investigate crimes
0 Enforce City ordinances
Respond to calls for service for emergency and non-emergency services
Reports:
0 Take reports including crime, arrest, collisions, incident, citation, and field interview
Response Time:
0 Respond to priority one calls in less than six minutes
WORKLOAD STATISTICS:
CY 1 996 CY 1997 CY 1998
Calls for Service 63,495 64,009 67,076
Cases 9,613 8,950 9,083
Average Priority One Response 5.8 5.6 5.6
SIGN I FICANT CHANGES:
In order to maintain service levels, two new patrol officers and three new patrol vehicles have been added
78
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 00121 21
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide
Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement
WORKLOAD STATISTICS:
CY1996 CY1997 CY1998
Total Collisions 746 775 784
---
Hit and Run Investigations 153 131 106
Hit and Run Cases Cleared 93% 92% 90%
SIGNIFICANT CHANGES:
Addition of an office specialist position to allow traffic officers to spend more time in the field.
79
PROGRAM: VOLUNTEER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012122
I 1996-9;
ACTUAL
PERSONNEL $ 16,124
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide support to the members of the Police Department and help enhance community safety and security through
education and crime prevention.
PROGRAM ACTIVITIES:
Senior Volunteer Patrol:
0 Conduct crime prevention patrols.
0
0
Assist with traffic control and special events.
Conduct education activities in community.
Provide regular contact for homebound citizens.
In-House Volunteers:
Provide general clerical assistance.
0 Provide data entry assistance.
Contact crime victims.
0 Provide assistance with special assignments and projects.
WORKLOAD STATISTICS:
CY 1 997 CY 1 998 --
Number of hours contributed 16,725 16,411
SIGNIFICANT CHANGES:
None.
80
PROGRAM: RESERVE OFFICER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
1996-9i I I
ACTUAL
$ 2,800
MAINTENANCE & OPERATION
CAPITAL OUTLAY
750
0
1997-9f
ACTUAL
$ 2,570
2,724
0
ACCT NO. 0012123
1998-991 1999-Ot
BUDGET BUDGE7
4,822 $ 4,760 . 18,630
25*027 I
0
OI
WORK PROGRAM:
Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment
as transport, cover, or working with officers.
PROGRAM ACTIVITIES:
0
Provide special detail assistance to all divisions of the police department.
Provide service to spring and fall fairs, Oktoberfest, marathon, and other special events.
Provide assistance with follow-up and special investigations for traffic officers and detectives.
WORKLOAD STATISTICS:
CY 1996 CY 1997 CY 1 998
Hours contributed by reserve Officers 6,000 2,078 2,360
SIGNIFICANT CHANGES:
None.
c
c
81
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ O$ O$
MAINTENANCE & OPERATION 0 0
ACCT NO. 0012124
1999-00
BUDGET BUDGET
328,818 $ 334,446
77,800 74,094
1998-99
CAPITAL OUTLAY
OI OI
5,600
OI I I I I OTAL 01$ 01s 412,218 I $ 408,540 1
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater ofticer safety through the use of trained police dogs.
PROGRAM ACTIVITIES:
0
0
0
0
Enforce laws throughout the City.
Provide canine coverage on each patrol watch.
Patrol remote areas using 4x4 vehicles.
Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of police
canine teams.
SIGNIFICANT CHANGES:
None.
82
c
ACTUAL
$ O$
PROGRAM: LAGOON PATROL
FUND: GENERAL
PROGRAM GROUP: POLICE
ACTUAL BUDGET BUDGET
O$ 59,720 $ 61,696
ACCT NO. 0012125
I I 1996-97 I 1997-98 I 1998-991 1999-001
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY 0 OI 0 OI
8,750
0
13,290
0
WORK PROGRAM:
Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond
to concerns involving Agua Hedionda and the other lagoons within the City. Maintain order on City’s trail systems
and in City’s parks.
PROGRAM ACTIVITIES:
0 Enforce boating regulations.
0
0
0
Monitor recreational boating operation on Agua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Assist stranded boaters on Agua Hedionda Lagoon.
SIGNIFICANT CHANGES:
None.
83
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012130
MAINTENANCE 8 OPERATtON
WORK PROGRAM:
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process: recover stolen property; process
property and evidence.
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
Property Recovery Rate
SIGNIFICANT CHANGES:
CY 1996 CY 1997 CY 1998
48% 52% 48%
18% 27% 22%
33% 37% 26%
CAL-ID evidence technician included which will increase the incidence and speed of suspect identification, provide
faster processing of major crime scenes and increase patrol officer availability.
84
PROGRAM: VICE/NARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible
for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those
responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities.
WORKLOAD STATISTICS:
Felony and Misdemeanor Arrests
SIGNIFICANT CHANGES:
None.
CY 1996 CY 1 997 CY 1998
116 138 123
a5
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 32
I I 1996-97 I I 997-98 I 1998-991 1999-001
MAINTENANCE & OPERATION
ACTUAL ACTUAL BUDGET BUDGET
$ 54,427 $ 58,155 $ 60,736 $ 60,700
491682 I 531693 I 83*917 I 83p601 I CAPITAL OUTLAY
~~ ~~~ ~~ ITOTAL FUNDING I$ 104,109 I $ 111,848 I $ 144,653 I $ 144,301 I
WORK PROGRAM:
Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both
delinquent and pre-delinquent and within and prior to the criminal justice system.
SIGNIFICANT CHANGES:
None.
86
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
PROGRAM ACTIVITIES:
0
0
0
Physically maintain and accurately track all properly and evidence.
Return property to lawful owners.
Dispose of property according to law.
SIGNIFICANT CHANGES:
The 1999/2000 budget includes a new computerized inventory system to replace the old system which was not year
2000 compliant.
a7
PROGRAM: FAMILY SE RVl CES
FUND: GENERAL
PROGRAM GROUP: POLICE
___~ 1996-97
ACTUAL
$ O$
0
0
3
I ___ 1997-98 1998-99 1999-00
ACTUAL BUDGET BUDGET
O$ 283,657 $ 292,682
0 16,760 14,439
0 3,000 0
0s os 303.41 f S 3O/.121
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GKANU mAL
FULL TIME POSITIONS.
HOURLYETE POSITIONS
ACCT NO. 0012134
0.00 ' 0.001 4.00, 4.00
0.00 '0,00 1 0.00 0.00
WORK PROGRAM:
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes related to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it relates to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
0
0
Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
Assist in the coordination of diversion, prevention, and education activities offered by the department such as
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide support to the police department in the form of training, automated systems coordination, and personnel
recruitment and hiring.
PROGRAM ACTIVITIES:
0 Coordinate all department training.
0 Recruit new employees.
0
0
Organize testing programs and conduct POST mandated pre-employment investigations.
Maintain and develop the department’s automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGN I Fl CANT CHANGES :
This division was formerly named “Technical Services.” The annual budget for the Automated Regional Justice
Information System (ARJIS) has been transferred from 0012145 to this division.
89
PROGRAM: D.A.R.E.
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012141
MAINTENANCE 8 OPERATION
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures of drug use through
education.
PROGRAM ACTlVlTl ES :
0 Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high
schools.
Assist schools and parents with drug abuse prevention programs.
SIGNIFICANT CHANGES:
Additional DARE officer added to maintain service level for school-based anti-drug education.
90
PROGRAM: CRIME PREVENTION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012142
1996-97 1997-98 1998-99 1999-oc
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 40,589 $ 40,146 $ 44,557 $ 43,690
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help
reduce the fear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
0 Target all groups within the community including crime victims and utilize community forums, surveys, media,
newsletters, and direct mailings.
0 Create and implement education and awareness programs that reduce the threat of crime and enhance safety
and security.
SIG NI FlCANT CHANGES :
None.
91
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
MAINTENANCE i3 OPERATION
CAPITAL OUTLAY
ASSET FORFEITURE I 117,400 1 164,336 I 0
TOTAL FUNDING I$ 119.617 1 $ 165.166 I $ 181.004 I $ 177.016
WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among
students, citizens, and educators.
PROGRAM ACTIVITIES:
Maintain order and enforce laws on school campuses located within the City of Carlsbad.
Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement, in general.
SIGNIFICANT CHANGES:
None.
92
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Provide police and fire communications including answering calls for service and dispatching appropriate emergency
personnel.
PROGRAM ACTIVITIES:
0 Provide routine and emergency communications service to police, fire, and emergency medical programs.
WORKLOAD STATISTICS:
Police Calls for Service
SIGNIFICANT CHANGES:
CY 1996 CY 1997 CY 1998
63,495 64,009 67,076
In order to maintain adequate staffing levels, a communications operator position has been added.
93
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012145
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
1996-97 I 1997-981 1998-95
ACTUAL . ACTUAL BUDGET
$ 217,993 $ 206.324 $ 262,565
147,487
100,380 I I
OI OI
0
I I $ 318,3/3 I $ 312,881 I $ 410,052
1999-001
Provide processing, filing, and maintenance of all department law enforcement official records. Responsible for data
entry into the ARJIS system and for Statewide reporting of crime information. Responsible for public reception,
information, and fingerprinting services for the public.
PROGRAM ACTlVlTtES:
0 Process police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
CY 1 996 CY 1997 CY 1 998
Police Calls for Service 9,613 8,950 9,083
SIGNIFICANT CHANGES:
The expenses for the ARJIS system have been transferred to Support Operations 0012140.
94
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ O$ O$ O$
ACCT NO. 121 21 10
1999-00
BUDGET
52,000
MAINTENANCE & OPERATION 0 79,149 92,517 38,000
CAPITAL OUTLAY
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the police department's narcotics
enforcement efforts. These funds are restricted by statute for use by the police department only and cannot be used
to supplant existing budgets.
Personnel includes overtime for officer training for the new patrol laptop computer project and for training on
responding to barricaded subjects, hostage situations and other similar incidents.
Maintenance and operation expenses include software, hardware, and training for the new patrol laptop computer
project.
Capital outlay includes laptop computers for all patrol officers.
SIGNIFICANT CHANGES:
None.
95
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
This is the third year the City has received funding per Assembly Bill No. 3229 (Brulte) Citizens Option for Public
Safety (COPS). The City Council approved the Police Department’s request to use these funds for the continued
hiring of two full-time officers for assignment to the year-round bicycle patrol. Prior to the first year of the grant, the
bicycle patrol was only seasonally staffed during the summer months. The bicycle patrol members patrol the beach
and downtown areas as well as other areas as required for special enforcement.
PROGRAM ACTIVITIES:
The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown
and beach areas of the City as well as other areas as needed.
SIGNIFICANT CHANGES:
Funding for 1999-00 was appropriated in 1998-99 and will be carried forward to 1999-00.
96
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Fire Department‘s mission is to provide fast, effective and courteous fire, rescue, medical, inspection and
prevention services to the Community. We measure our success in accomplishing our mission through customer
surveys, comparative analysis, operational effectiveness and goal accomplishment.
WORKLOAD STATISTICS::
Paramedic Satisfaction Survey Total Incidents By Year
1 2 3 4 5
Unacceptable Poor Satisfactory Good Excellent
Customer Service Ratinas: In FY 98-99 the Fire
Department began surveying customer
satisfaction. The above chart shows our customer
satisfaction level for emergency medical services.
The results show that our paramedics continue to
live up to the department.’s reputation for treating
all patients as we would our own family.
1994 1995 1996 1997 1998
Priority 1 average response times in minutes:
4.39 4.42 4.55 4.68 4.78
Incidents 8 ResDonse Times: The Fire
Department continues to meet its goal of a five
minute average response time to priority one calls,
with a 4.47 average. The above chart shows a
gradual increase in both number of incidents and
response time over the last five years. This
increase corresponds somewhat to a similar
increase in population.
97
PROGRAM: FIRE
FUND:. GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 1998-99:
In conjunction with the Police Department, published the 1998 Annual Report for Safety Services.
Developed comprehensive Fire Department information for inclusion in the City’s new web site, in coordination
with all major service areas. Initiated a Customer Survey Program for the measurement and enhancement of emergency services.
Managed the introduction and implementation of the new 800 MHz radio communication system for Fire, Police,
Public Works, Community Services, and Community Development.
Improved the CEMAT process through contracting of specialized coordinating and technical services.
Initiated a new emergency response mapping system, with the assistance of Planning and GIs, to improve
address accuracy and increase emergency information availability.
KEY GOALS FOR 1999-00:
.. .
“Ensure the effective and efficient delivery of topquality services to our Community.”
Evaluate and select a computer-aided dispatch technology that maximizes our resources and response times by
fully utilizing our 800 MHz Communications System.
“Create diverse, broad-based economic opportunities to ensure the financial health of the Community and
the City.”
Complete a Fire Department strategic plan based on the comprehensive self-assessment process developed by
the National Fire Service.
“Enhance educational opportunities and school facilities for all seaments of the Community.”
Maximize public education opportunities by implementing a new educational program based on identified fire
and life safety problems within our community with a goal of educating the greatest number of people in our
target audience as possible.
98
_- PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination: Provide program direction and planning for all divisions.
Implement and support Fire Department specific vision, mission, and values.
Continue supervisory training and seminars for all fire captains.
Facilitate team building programs for all members of the management team.
Promote increased communications and participation at all levels within the department.
Plannina: Provide a planning interface with other City departments and regional agencies in order to facilitate
improved fire services.
Coordinate department information systems.
Continue to oversee the department-wide self-assessment process and develop a department strategic plan.
Monitor development under the Growth Management Program toward scheduling the relocation of Fire Stations 3 8 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
Participate in regional planning activities, including 800 MHz Regional Communication System and continue
studying the feasibility of a North County Regional Training Facility.
SIGNIFICANT CHANGES:
Budget includes the addition of a .75 office specialist II position.
99
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 001 2220
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emerqencv Response: Maintain an effective fire and medical emergency response system throughout the City.
0
0
Maintain fire apparatus, equipment, and facilities at a high level of readiness.
Maintain an average response time of five minutes or less to priority one fire and medical calls for service.
Trainino: Provide all safety personnel appropriate training in order to enhance their personal safety as well as
enhancing the services provided to citizens.
0
0
0
Provide technical training to all shift personnel on a monthly basis.
Train personnel to meet individual and company performance standards.
Provide 24 hours of EMS continuing education to all field personnel.
Service: Operations personnel will maintain a positive community profile of service, friendliness, and
responsiveness.
0 Engine companies to participate in public education programs, special community events, and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
Budget includes funding for a new Battalion Chief position in exchange for an unfunded Fire Captain Specialist
position. Additional funding is also included for an Emergency Vehicle Operator Course as well as increased
funding for public education for schools.
The Fire Department, in cooperation with Public Works, will be implementing a trench rescue program to enhance
the City’s resource coordination and ability to respond to trench rescue incidents.
100
L
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 001 2225
MAINTENANCE & OPERATION
1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 298,885 $ 347,311 $ 378,592 $ 383,510
1996-97 1997-98 1998-99
117,972 39,625 37,243 40.429
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for fire loss in the community through Fire Code enforcement and public education activities
which increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES:
Enforcement and Engineerin% Provide code enforcement occupancy inspections in existing public buildings and
those under construction.
0
0
Provide training and administrative support for engine company code enforcement activities.
Conduct periodic fire inspections in all City buildings and high-risk occupancies.
Perform code compliance reviews on construction plan submittals within 10 calendar days.
Perform new construction inspections within 24 hours of request.
Conduct code compliance inspections in licensed care facilities.
SIGNIFICANT CHANGES:
Prevention services will be relocating to the new building on Faraday and with the cooperation of Engineering,
Planning, and the Water Department, will implement a more efficient development review process that offers all
development-related services at one location.
Budget includes funding for the addition of one full-time equivalent hourly employee to assist with Fire Prevention
Services.
101
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 001 2235
MAINTENANCE & OPERATION
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective abatement program.
PROGRAM ACTIVITIES:
Hazard Identification: Identify and serve notice to owners of properties on which fire hazards exist or are likely to
exist.
0
0
0
Select 900-1 I00 parcels for clearance.
Obtain City Council approval for abatement.
Mail notices to property owners in May.
Hazard Abatement: Assure abatement of hazards on property identified in hazard identification phase.
0 Inspect all property noticed.
0
0
0
0
During May through July, clean all property not previously abated by owners.
Manage contractor performance and payment system.
Obtain City Council approval to place abatement costs onto individuals property tax roll in July.
Submit charges to County Auditor for recovery by property tax billing by August.
SIGNIFICANT CHANGES:
None.
102
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 001 2240
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Exercise and improve coordination plans that enable Carlsbad to effectively utilize its resources in responding to and
recovering from, natural or manmade disasters.
PROGRAM ACTIVITIES:
Training and Education: Conduct classroom and simulation training sessions for all key City staff members.
Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
Continue providing basic emergency response training to all City employees.
Inter-Agency PlanninK Continue the involvement of other agencies in the planning process providing coordination
with City plans.
Maintain City Emergency Plan.
Ensure City is prepared to respond to any Year 2000 related incidents.
SIGNIFICANT CHANGES :
A CEMAT consultant has been retained to assist in the coordination of City training, planning and disaster
preparedness efforts.
103
104
--
I
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 3,199,697 $ 3,396,890 $ 3,943,429
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARl OUS
PROGRAM GROUP: VARIOUS
1999-00
BUDGET
$ 3,882,762
SUMMARY
6,189,003
369,078
6,359,624
788,848
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRANU TOTAL 9,602,556
FULL TIME POSITIONS 51 .00
HOURLYIFTE POSITIONS 2.50
$
6,221,438
181,421
$ ,* 10,636,717 I $ 1‘09’ 901 $
53.75 54.75 54.75
3.00 I 3.00 1.50
I I
6,439,010
314,945
Comm. Dev Building Geographic Admin. Inspection Information 3 70 Economic 15% 2%
Housing
Section 8
Planning CDBG 2%
24% 6%
105
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013015
MAINTENANCE & OPERATION
1 996-97 I 1997-981 1998-92
ACTUAL ACTUAL BUDGE7
$ 301,678 $ 330,154 $ 356,413
268,483 176,849 191,804
3,013 6,998
1 999-00 I
1651850 I
OI
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
respect for diversity. We enhance the health, safety, welfare and the quality of life for people at all economic levels
who live, work or visit Carlsbad by providing for:
0 Development of high quality projects and public facilities.
0 Preservation of the local environment.
0 Diverse housing, employment and enrichment opportunities.
0 A strong and stable economic base.
PROGRAM ACTIVITIES:
Coordination:
0 Continue quarterly review of all interdepartmental goals and objectives.
0 Coordinate the activities of all Community Development Departments at the development processing counter
0 Provide support and direction to all Community Development Departments involved with achievement of the
City’s Affordable Housing, Growth Management and Economic Development goals.
Communication:
0 Conduct periodic meetings and workshops to assist Community Development staff and various commissions in
understanding the development process, and pertinent laws and regulations.
Encourage departmental and interdepartmental meetings which allow Community Development staff to
participate in problem identification and resolution.
Act as a liaison between community organizations and City staff in initiating and implementing programs which
provide social benefit to the local population.
0
0
106
-- PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. OOI~OIO THRU 0013015
KEY ACHIEVEMENTS FOR 1998-99:
0
rn
0
0
Lease / purchase of the new 68,000 square foot building on Faraday Avenue to relocate the majority of City
administrative staff and all of the community development functions.
Completion of the City’s new $22 million public library which will open on September 25, 1999.
Completion of the 50% final design package for the golf course and formal submission to the City for review.
Completed a detailed facility analysis of renovation alternatives for the Cole library.
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivery of top-quality services to our Community.”
0 Provide timely response to inquiries by knowledgeable staff; continuing to measure customer satisfaction with
service delivery through the use of user surveys, and user feedback from customers to improve service delivery.
Examples are:
0 Develop a measurement for volume of the walk-in and telephone contact at the Community Development
public services counter.
0 Average 24-hour response on code enforcement for non-health and safety calls. Average same day
responses for all others.
rn Develop an organizational plan to move Community Development to a new facility
0
0
“Create diverse broad-based economic strateqies to ensure the financial health of the Communitv and the
Citv.”
0
Prepare an alternatives analysis for the Cole Library Renovation Project.
Manage the construction of the Carlsbad City Library project.
Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or
individual single-project permitting (depending on Council policy direction) for all City projects and selected high
priority private projects which have been identified by the City Council.
0 Reassemble the project design team, develop a revised schedule, and undertake the remaining design,
entitlement, financing, and construction activities necessary to complete the golf course project.
“Enhance educational opportunities and school facilities for all segments of the Community.”
0 Expand the Community Development Organizational Effectiveness program, establishing new and innovative
opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training
for supervisors and managers in conflict management, time management and coaching/confronting.
SIGNIFICANT CHANGES:
None.
107
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
$ 1,562,326 $ 1,581,310 $ 1,835,029
433,848 634,045 629,469
5,969 0 12,000
ACCT NO. 0013210
1999-0(
BUDGE7
$ 1,756,780
633,680
7,290
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
GRAND TO1 AL
FULL TIME POSITIONS
HOURLYFTE POSITIONS
$ - , 15, 55
24.00 24.00
1 .00 1 .oo
MISSION STATEMENT:
-- 1,
24.00 24.00
1 .oo 1 .oo
The Planning Department‘s mission is to guide the planned physical development of the City in a manner that
preserves the quality of life for its citizens.
PROGRAM ACTIVITIES:
Implementation of General Plan: Ensure that all new planning programs and development projects comply with
the General Plan.
Preparation of Special Studies and Policy Review Prepare special studies relating to land use as directed by
City Council. Provide advice to the City Council and Planning Commission regarding the compliance of all
development proposals with the City’s zoning, subdivision and environmental ordinances. Update development
standards as needed.
Review of Development Proiects: Provide technical support to the Planning Commission and City Council in a
timely and efficient manner regarding the compliance of all development proposals with the City’s zoning,
subdivision and environmental ordinances. Update development standards as needed.
Implementation of Growth Management Plan: Ensure that all development complies with the performance
standards of the Growth Management Plan.
PERFORMANCE OBJECTIVES:
0 Implement programs contained in the updated General Plan. Complete the update of the Housing Element.
0 Complete the Carlsbad Ranch Overlay Zone and the Carlsbad Boulevard Realignment Study.
0 Continue to address issues related to endangered species, and preparation of the Habitat Management
Plan.
0 Ensure timely processing/review of projects in the City.
0
0
Continue to review project processing procedures.
Administer the Growth Management Program, including on-going monitoring of activities.
108
PROGRAM: LAND USE PLANNING PAGE TWO
_-
FUND: GENERAL
PROGRAM GROUP: PLANNING
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY PLANNING COMMISSION
ACCT NO. 0013210
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY CITY COUNCIL
‘ 1st Qtr ‘2nd Qtr‘ 3rd Qtr ’ 4th Qtr ’ . 1st Qtr ’2nd Qtr’ 3rd Qtr .4th Qtr
Applications Considered bv Planning Com-
mission: The numbers reflect a 46% increase
for 1998 over 1997. Administrative approvals of
PIPS, Sign PermitdPrograms, and Administra-
tive Variances are not included in the above
numbers and account for a 38% increase (176
in 1997 and 243 in 1998).
Applications Considered bv Citv Council:
The increase of 15 to 28 items, forwarded to
Council from Planning Commission, reflects an
86% greater activity level.
KEY ACHIEVEMENTS IN FY 98-99:
0 Approval of the La Costa LuckylSav-On project at the northeast comer of El Camino Real and La Costa
Avenue.
0 Approval of SP 210, Poinsettia Properties, which is the first Transit Oriented Development (TOD) in the City.
KEY DEPARTMENT GOALS - FY 99-00:
“Ensure the effective and efficient delivenr of towuality services to our Community.”
0 Ensure topquality services to our customers and citizens.
0 Ensure that all development projects comply with City planning codes and policies.
0 Continue to review all procedures and systems to ensure the timely processing of all applications, particularly
ones that create economic opportunities.
0 Provide strategic advice regarding land use and long-term planning in the City.
“Create diverse. broad-based economic strateaies in ensure the financial health of the Community and the
0
c&&
Complete the Carlsbad Ranch Overlay Zone.
“Enhance educational opportunities and school facilities for all sepments of the Community.”
Continue working with the school districts, providing land use and long-term planning information to assist the
districts in school location decisions.
SIGNIFICANT CHANGES:
None.
109
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Carlsbad GIS provides Geographic Information System processing services to all City departments, and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System Development: Continue to work with user departments to determine and plan the use of the GIS for more
effective and efficient use of the City’s spatial and spatially-related data. With the addition of a GIS Applications
Specialist to the GIS staff, we will be able to more effectively expand the GIS program to enable various City staff to
use GIS technology.
Database Development: Continue adding data layers to the enterprise-wide GIs, particularly in the areas of Public
Works-related infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.).
Database Maintenance: Maintain the parcel base map and street map for changes in parcel boundaries, land
subdivision, and newhe-aligned streets.
WORKLOAD STATISTICS:
FY 1997 FY 1 998 FYI 999
Number of Service Requests 181 229 245
KEY ACHIEVEMENTS FOR 1998-99:
0
0
0
Initiated the creation of the Public Works Management System data base, including the installation of GIS
software and training of staff on data entry.
Installed GIS software and trained full-time and part-time staff in its use at offices of Public Works and
Community Services.
Processed over 250 service requests from 16 departments within all five major service areas.
KEY GOALS FOR FY 1999-2000:
“Ensure the effective and efficient delivew of topquality services to our Community”
0 Participate in the development of a Public Works Facility Management System utilizing GIS technology.
0
0
Continue to reduce the cycle time between request and delivery of productslservices.
Disseminate GIS capabilities to City staff at the desktop level.
-- SIGNIFICANT CHANGES:
New software will be implemented which will allow direct access to all spatial data from the various geographic
information systems used by the City.
110
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
PERSONNEL
ACCT NO. 0013510
ACTUAL ACTUAL BUDGET BUDGET
$ 88,946 $ 91,488 $ 103,012 $ 99,010
I 1 996-97 I 1997-981 1998-991 1999-001
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
GRAND TOTAL
12,801 8,332 39,985 33,670
0 0 0 0
$ 101.747 $ 99.820 $ 142.997 $ 132.680 L FULL TIME POSITIONS I 1.00 I 1.00 I 1.00 I 1 .oo
HOURLYRE POSITIONS 0.00 1 0.00 1 0.00 I 0.00
MISSION STATEMENT:
Plan, organize and direct the implementation of the City’s Economic Strategic Plan.
PROGRAM ACTIVITIES:
Land Use: Develop and implement land use and infrastructure strategies consistent with the General Plan, that
enhance and promote economic development in Carlsbad.
Public Policv: Develop sound policies and strategies that encourage quality business development and expansion,
preserve quality of life and consider the fiscal needs of the City.
Economic Resources: Identify resources, opportunities and areas of economic focus.
optimize the positive effects they have on the community.
Establish programs to
Promotion and Marketing: Support public and private activities that focus on attracting desirable businesses and
industries to the City, and supports local tourism.
Public Relations and Education: Provide opportunities for increased organizational, local business and citizen
awareness of demographics and economic goals and activities.
PERFORMANCE / WORKLOAD MEASURES:
Number of new and existing companies visited annually.
Number of economic development presentations made annually to local organizations.
KEY ACHIEVEMENTS FOR 1998-99:
0
Establishment of the Palomar Corridor Transportation Task Force; a publidprivate partnership collaborating to
identify solutions that will reduce peak hour congestion in the industrial corridor
Enhanced awareness of Carlsbad’s demographic and business profile and potential opportunities through
presentations to City staff, boards, commissions, local business and service organizations
Meetings with 24 local companies to discuss the City of Carlsbad and local, regional and state resources
available to them
KEY GOALS FOR 1999-00:
“Create diverse, broad-based economic strategies to ensure the financial health of the Community and the
City.”
Develop and coordinate Carlsbad’s Business Attraction and Retention Program.
Participate in regional economic development activities and projects.
Identify and monitor progress of development projects that provide economic benefit to the City.
Implement the City of Carlsbad’s Economic Development Strategic Plan.
SIGNIFICANT CHANGES:
None. 111
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 001 361 0
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Building Department reviews applications for building permits, routes applications to applicable departments,
issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The
department also provides code enforcement services for the City for zoning, housing, building, and other Municipal
Code violations.
PROGRAM ACTIVITIES:
Receipt of building permit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
WORKLOAD STATISTICS:
Building Income (in millions)
Building Permits (all types)
Valuation of All Permits (in millions)
Inspections
Inspection Staffing
Front Counter Staffing
Dwelling Units Issued
Dwelling Units Completed
I 998
$20.7
4,033
$479
55,000
8
3
1,419
1,036
1999
$23.9
4,662
$588
67,000
IO
3.5
2,239
1,393
-
KEY ACHIEVEMENTS FOR 1998-99:
0
Responded to 94 percent of inspection requests the next working day (standard is 95%)
Facilitated completion of shell and tenant improvement design for Faraday Administrative and Community
Development Facility
Adopted latest model codes with simplified administrative section
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topquality services to our Communitv.”
Complete moving Community Development and Administrative Services building project.
Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
“Enhance educational opportunities and school facilities for all seqments of the Community.”
0 Develop and implement an internship program for building inspectors.
SIGNIFICANT CHANGES:
Additional funding to employ contract building inspectors during peak inspection demand periods and for an intern
building inspector program to train in-house City employees for a career in building inspection.
112
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUM MARY
MAINTENANCE & OPERATION $ 4,970,007
CAPITAL OUTLAY
MISSION STATEMENT:
PROGRAM ACTIVITIES:
Helping people achieve their dreams.
Affordable Housinq
Rental Assistance Transportation
Homebuyers Assistance Education
New Construction Social Services
Rehabilitation Family Self-Sufficiency
Enhancinn Opportunities Villaqe Vision
Career Development Creativity
Plans Expansions
Innovation Revitalization
Goals 0 Beautification
Promoting Business Development lncreasinn Revenues
Jobs 0 Federal Funds
Sales Tax 0 Property Tax
New Products
State Funds Excellent Service
Creatinn a Community Spirit
113
.- PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
145,630
235,293 325,147 276,463
OI
0
$ 381,846 I $ 422,093
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Village Redevelopment Master Plan:
0
0
0
0
Coordination of project development and permit processing.
Implementation of the Facade Improvement Program.
Administration of the Parking-In-Lieu Fee Program.
Property acquisition for future redevelopment projects and facilitation of new development.
Communitv Relations and Public Relations Pmram:
0
0
0
Work with the Carlsbad Village Business Association and other business organizations to continue community
awareness and public relations activities on behalf of the Redevelopment Agency.
Implement the Village Beautification Program through coordination of maintenance efforts in the Village.
Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCE / WORKLOAD MEASURES:
Process fifteen (1 5) redevelopment permit applications for improvements to existing structures or new
construction projects.
Process ten (10) sign permit applications.
Process five (5) preliminary review applications.
Process four (4) Facadelsignage Improvement Grants.
Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program.
114
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 8013410
KEY ACHIEVEMENTS FOR 1998-99:
0 Staff was instrumental in acquiring a five year lease agreement between the Redevelopment Agency and Beach
Sleep Furniture for property located at 2787 State Street (previously known as the Bauer Lumber Building).
0 The Parking in Cadsbad Village Redevelopment Area Report was prepared and received approval from the City
Council.
Development and initiation of the implementation of the Village Beautification Program.
Worked with SANDAG through their Local Technical Assistance Program to conduct the Carlsbad Village
Opinion Survey.
KEY GOALS FOR 1999-00:
“Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the
Citv.”
0
0
Process redevelopment permits of all types for projects within the Village Area which represent high quality
development or redevelopment of properties and buildings. Implement a program to attract and retain desired businesses based on the results of the residentlcustomer
survey conducted by SANDAG.
“lnteqrate a comprehensive efficient transportation system with qualitv of life-centered land use decisions.”
0 Implement the Village Area Parking Program which supports publidprivate partnerships in financing the
maintenance and construction of public parking lots in centralized areas and encourage visitors to the Village to
utilize the public parking areas and to walk to surrounding businesses and/or tourist activities.
Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate
required improvements to eliminate any impediments.
Complete and implement the Transportation Corridor Master Plan within the Village which supports transit-
oriented development.
0
0
SIGN1 FlCANT CHANGES:
None.
115
PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8023412
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Bond Interest Payments: Process payments on principal and interest amounts due.
Prow* Tax Administration Charges:
collection of property taxes on behalf of the Redevelopment Agency.
Process payment to San Diego County for administration and
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivery of topquality services to our Community.”
0
0
Complete payments on bond interest principal amounts in a timely fashion as required under issuance criteria.
Complete payment to County of San Diego for administration and collection of property taxes in accordance with
the billing invoice from the County.
SIGN1 FlCANT CHANGES:
None
116
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT: --
Helping people achieve their dreams.
-- PROGRAM ACTIVITIES:
Affordable Housinn Project Processinq Procedures:
0
Affordable Housinn Project Coordination:
0
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects. --
Affordable Housinn Education Proaram:
0 Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCE / WORKLOAD MEASURES:
0
0
Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
of existing units and rehabilitation.
Participate in at least three (3) outreach programs, professional conferences, and/or citizen and business
groups on affordable housing.
0
.. .
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of topquality services to our Community.”
0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
%reate diverse, broad-based economic strateaies to ensure the financial health of the Community and the
City.”
0 Attract and retain target industries, businesses and jobs that result in improved economic health through the
implementation of affordable housing programs which serve to enhance the jobshousing balance within the
community.
SIGNIFICANT CHANGES:
None.
117
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. I90340113403
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance:
0
0
0
0
Provide federal funding to subsidize rents for 503 very-low and low income households.
Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines and the
Carisbad Administrative Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Family Self-Sufficiency:
0
0
0
0
Designed to enable unemployed, under-employed or under-educated low income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
Communitv Opwrtunities Prowam:
0
0
Collaborative effort among several local housing agencies.
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
emphasizing housing opportunities in neighborhoods of choice.
Participate in ongoing implementation of program changes and marketing of the program to participants and
Owners in Carlsbad.
PERFORMANCE 1 WORKLOAD MEASURES:
0
0
0 Average families assisted: 474
Achieve and maintain a monthly lease rate utilizing 90-95% of allocated funds.
Funding utilized FY 1997-1998: 88%
118
PROGRAM: RENTAL ASSISTANCE PAGE TWO
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 190340113403
KEY ACHIEVEMENTS FOR 1998-99:
Utilized $2.3 million of federal funds to provide an average of 484 families with assistance for their rent resulting
in a 96% overall lease rate.
0 Three Family Self-Sufficiency participants successfully completed the program and were entitled to receive their
escrow monies.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of topqualitv services to our Community.”
Encourage the innovative, cost effective delivery of City services mechanisms such as: publidprivate
partnershipdnon-profit organizationslenterprise services/regionalization/consolidation.
0 Revise and update the Tenant-Based Rental Assistance Administrative Plan to incorporate the upcoming
program changes outlined in the Quality Housing and Work Responsibility Act.
“Enhance educational opportunities and school facilities for all segments of the Community.”
Develop, maintain, and enhance programs that result in an informed, knowledgeable and involved public through
enhanced Community dialogue.
Increase owner and community knowledge of the Tenant-Based Rental Assistance Program by collaborating
with non-profit and social service agencies; make presentations to business and community organizations, non-
profit and social service agencies and local citizen groups; and expand informationaVeducationa1 materials.
SIGNIFICANT CHANGES:
None.
119
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housinn Proarams:
0 Provide staff support to implement the various affordable housing programs as set forth within the City's housing
element including:
0 Carlsbad Homebuyer Assistance Program (CHAP)
Mortgage Credit Certificate Program (MCC)
Single and multi-family residential rehabilitation programs
Provide staff support to the Housing Commission
Affordable Housinn Financial Assistance:
0 Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
lnclusionaw Housina:
0
0
Implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff
on the requirements of the ordinance.
Negotiate and prepare affordable housing agreements.
Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
1. Affordable Housing Units Approved: 257 units
FY97-98
2. Affordable Housing Units Construction Starts: 35 units
3. Financial Assistance to Affordable Housing Projects: $1,235,000
FY98-99
429 units
326 units
$2,313,600
120
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 1333421
KEY ACHIEVEMENTS FOR 1998-99:
0 The city provided approximately $2.4 million in financial assistance to affordable housing projects which resulted
in the construction of 259 affordable rental units and 47 affordable for-sale units.
KEY GOALS FOR 1999-00:
“Enhance educational opportunities and school facilities for all segments of the Communitv.”
Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
0 Perform public outreach by making presentations to citizen, business and service groups, serve on regional
affordable housing committees and task forces, and make presentations at professional conferences about
affordable housing programs and their benefits to the City of Carlsbad.
Collaborate with school districts to accomplish mutually set goals and help the schools better fulfill their obligation to
provide facilities meeting the Community’s needs.
0 Work with the school districts, developers of affordable housing and the State of California to implement the
provisions of Senate Bill 50 to provide financial assistance for the payment of school fees for affordable housing
developments in Carlsbad.
_-
I
c
SIGNIFICANT CHANGES:
None.
121
PROGRAM: COMMU
FUND: CDBG E
PROGRAM GROUP: HOUSIN
MAINTENANCE & OPERATION
PERSONNEL
I 325,828 I 298,268 I 341,576 I 307,342 I
WY DEVELOPMENT BLOCK GRANT
UTITLEMENT
G AND REDEVELOPMENT ACCT ~o.391~01-02,3917000
ACTUAL
$ 78,321
1996-97 I 1997-981 1998-99 I 1999-001
ACTUAL BUDGET BUDGET
$ 94,123 $ 93,855 $ 97,070
CAPITAL PROJECTS 169,407 360,196 686,984 305,155
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Community Development Block Grant Prwram:
0
0
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
Prepare consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD)
for approval.
Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding.
Monitor activities of grant subrecipients to ensure that HUD and City requirements are met.
Prepare consolidated annual performance and evaluation report for review and approval by City Council and
HUD.
Residential Rehabilitation Prwram:
Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by
low and moderate income families or individuals.
KEY ACHIEVEMENTS FOR 1998-99:
0 Completed selection process for 1999-2000 CDBG Program Year with funding approved for 15 local public
service agencies.
Four public meeting held to review and obtain comments on CDBG Program.
Grants andor loans were approved for seven Carlsbad households to assist in rehabilitation of six single family
homes and one mobile home.
KEY GOALS FOR 199940:
“Ensure the effective and efficient deliverv of topquality services to our Community.”
Provide timely responses that result in high customer satisfaction.
“Enhance educational opportunities and school facilities for all senments of the Community.”
Develop, maintain, and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
SIGNIFICANT CHANGES
None.
122
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT PAGE TWO
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. ~~INOI-OZ, 3917000
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of top-quality services to our Community.”
Provide timely responses that result in high customer satisfaction.
“Enhance educational opportunities and school facilities for all senments of the Community.”
Develop, maintain, and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
SIGNIFICANT CHANGES
None.
123
124
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUM MARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYRE POSITIONS
1996-9;
ACTUAL
$ 4,184,473
2,172,442
76,568
$ 6,433,483
57.93
71.19
1997-9E
ACTUAL
$ 4,178,283
2,361,838
58,331
$ 6,598,452
57.00
77.58
1998-99
BUDGET
$ 4,764,401
3,004,411
185.635
$ 7,954,447
57.00
87.89
1999-oc
BUDGET
$ 5,958,087
3,603,605
120.950
$ I1
66.75
I 10.40
Seniors
7%
Park Planning/
Rec Mgt . ._
Recreati
26%
Cultural Arts
6%
125
PROGRAM: LIBRARY
FUND: VA RI 0 US
PROGRAM GROUP: LIBRARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
SUMMARY
1996-97 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 2,016,418 $ 2,064,278 $ 2,451,066 $ 3,516,458
939,167 1,038,800 1,403,950 1,807,512
28,852 44,065 400 0
PROGRAM DESCRIPTION:
The Carlsbad City Library provides educational, informational and recreational services for all community residents;
provides both print and non-print resources that respond to the interests and needs of a diverse population; provides
convenient access and adequate space for users and resources; and promotes a broad awareness of the library and
its services. The library contributes to the enrichment of Carlsbad’s citizens by supporting lifelong learning and the
pursuit of knowledge.
KEY ACHIEVEMENTS IN FY 1998-99:
“Ensure the effective and efficient delivery of topquality services to our community.”
Completed the first phase of a library and Citywide Internet Web site, establishing a comprehensive
Established a Friends of the Library foundation to solicit corporate gifts, private bequests, and donations.
Established a planning team composed of library staff and Genealogical Society members to investigate
presence for the City of Carlsbad.
optimum use of space in the planned renovation of the Cole Library.
“Create diverse, broad-based economic opportunities.”
0
0
Completed a technology plan for current and future computer applications in the library.
Upgraded the library’s existing integrated library system hardware and software.
“Enhance educational opportunities and school facilities for all seaments of the community.”
Provided to all staff a formal orientation program on City and library policies, procedures, and facility
Planned library participation in school district-wide orientation programs for teachers as well as monthly
locations.
school-based teacher meetings.
126
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of top-quality services to our Community.”
PAGE TWO
SUMMARY
0
0
Complete development of a fully networked historical photo database.
Design, implement, and analyze the results of a library user survey to assess customer satisfaction at all
Complete phases two and three of the City of Carlsbad lntemet Web site.
Develop, in coordination with the Historic Preservation Commission and the Historical Society, a top quality
Receive telecommunications discounts under the Universal Service Program for Schools and Libraries.
Complete a detailed building program and functional layout for the Cole Library remodel.
three library facilities.
0
0
walking tour brochure that will include photos, maps, and information on sites of historic interest in
Carlsbad.
0
0
“Create diverse, broad-based economic stratenies to ensure the financial health of the Community and the
City.”
0 Survey local businesses to determine what types of publications and technology resources the library could
provide to best meet their informational needs.
“Enhance educational opportunities and school facilities for all seaments of the Community.”
0
0
0
Update the library’s disaster plan and conduct one table-top training exercise.
Begin publishing and distributing a library staff newsletter.
Participate in district-wide orientation programs for teachers as well as monthly school-based teacher
Coordinate with local school districts on the development of a brochure for teachers outlining services and
meetings.
resources the library can provide to students.
0
SIG NI Fl CANT CHANGES:
The new library is due to open in September 1999. Included in the 1999-2000 Library Budget, are 8 new full-time
positions and hourly positions equating to another 19 employees, which will support the expanded operations.
127
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
1996-97 1997-98
ACCT NO. 0014070/0014069
1998-99 1999-00
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 549,712
MAINTENANCE & OPERATION
CAPITAL OUTLAY
74 1 1,239 4,750 466,388
0 0 0 0
WORK PROGRAM:
GRAND IOTAL
FULL TIME POSITIONS
HOURLY/FlE POSITIONS
Provide leadership for the library and its nine divisions; plan for the growth of resources and facilities; manage all
budget and fiscal matters; and coordinate relations with local and State government, the Library Board, the Friends
of the Library, and the Serra Cooperative Library System.
I 1 I
$ 741 $ 1,239 $ 4,750 $ 1,016,100
0.00 0.00 0.00 8.00
0.00 0.00 0.00 0.55
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Budget Preparation: Prepare department budget; 1. Monitor and distribute account balances to all
process invoices, warrants and requisitions; monitor
expenditures; maintain fiscal records.
divisions.
Refine automated fund accounting and on-order
information.
2.
Communitv Relations: Manage programs, exhibits, 1. Work closely with local media to promote the
graphic arts, and all external public relations. library.
2. Sponsor at least one adult program and two
exhibits per month.
3. Produce flyers, newsletters, and other graphics
for the library and other City departments.
4. In cooperation with the Friends of the Library,
raise at least $25,000 through book and
magazine sales.
Reports and Grants: Handle grants and reports at
local and State levels.
1.
2.
Prepare detailed monthly statistics on library use.
Write annual reports for State and local use.
3. Manage grants supported by State and local
funding.
128
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PROGRAM ACTIVITIES (continued):
Internal Management:
library's divisions.
Provide leadership for the
Historic Preservation Education: Participate in and
promote public education pertaining to historic areas
and sites.
PAGE TWO
ACCT NO. 001407010014069
PERFORMANCE MEASURES:
1. Supervise the library's nine (9) divisions.
2. Manage facilities and resources.
3. Develop policies and procedures for all library
operations.
1. Develop a new walking tour map and guide to
Carlsbad's historic sites.
2. Develop community activities and programs to
promote historic preservation.
3. Work with Carisbad Schools and Carlsbad
Historical Society to sponsor educational pro-
grams on local history.
Plaque Proqram: Recognize historic sites by 1. The Historic Preservation Commission will
identifying various sites with numbered plaques that
will eventually be part of a historical tour.
evaluate criteria for identification of historic sites
to be considered for the plaque program.
SIGNIFICANT CHANGES:
The new main library is expected to open in September 1999. This administration program has been created to
account for the administrative costs of all the library divisions.
Utility costs increased to cover a much larger new facility.
Postage costs increased due to increased volume and postage costs
129
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
199900
ACTUAL ACTUAL BUDGET BUDGET
$ 1,019,251 $ 1,065,654 $ 1,278,819 $ 798.583
360,762 519,373 499,389 246,868
2,212 22,007 0 0
1996-97 1997-98 1998-99
PLF GRANT FUNDING I 11,875 I 10,402 I 0 TOTAL FUNDING I $ 1,382,966 I $ 1,607,034 I $ 1,778,208 [ $ 1,045,451
WORK PROGRAM:
The Cole Library provides services for North Carlsbad. These services include print and non-print materials,
reference services, special programs for children, and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES:
Reference: Assist patrons in using the library,
answer reference questions, reserve specific titles
and request materials from other libraries.
Circulation: Circulate print and non-print materials
to children and adults, handle patron registration,
collect fees and fines, and track overdue items.
Collection Development: Evaluate the Cole Library
collection and select print and non-print materials.
Programming: Plan, schedule and develop pro-
grams for children. Conduct classroom visits and
tours.
Libraw Management: Manage Cole Library, staff,
volunteers, collection, and facility. Maintain aware-
ness of community.
WORKLOAD STATISTICS:
95/96 96/97 - 97/98 - 98/99
1. Reference
Questions: 85,441 71,988 74,534 89,464
1. Circulation:758,674 731,934 677,644 786,347
1. Total Items
in Collection:
174,667
1.
2.
3.
4.
5.
6.
SIGNIFICANT CHANGES:
1. Program 10,184 11,056 11,014 16,457
Attendance:
PERFORMANCE OBJECTIVES:
Schedule and supervise staff.
Hire and train new staff.
Prepare monthly narrative and statistical
summary of operation.
Actively maintain a current, topical print and non-
print collection.
Maintain a safe and efficient facility.
Survey the needs of and interact with the
members of the community.
The Cole Library budget is for a ten month period; September-June, as the new main library opens in the south and
the branch evolves into the Cole Library to continue servicing the north.
130
PROGRAM: CIRCULATION - SOUTH CARLSBAD LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014075
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Circulation Division registers all library patrons as library members and Internet users. The Circulation staff
checks in and out materials, sorts and shelves all library materials. The division also provides services to the
Homebound Program and participates in the Braille Machine Exchange Program.
-- PROGRAM ACTIVITIES:
Circulation: Registers library patrons and adult Internet users. Checks out and in, renews, reserves, sorts, and
shelves library materials. Processes and mails overdue, collection and reserve notices. Collects fines and fees.
Homebound Proqram: Provides library materials to patrons confined to the home and to patrons living in Harding
House, Villas de Carlsbad, and Carlsbad-by-the-Sea.
Visually Impaired Proqram: Enrolls visually impaired patrons in the Braille Institute. Orders and provides talking
book machines and tapes. Exchanges and provides repair for malfunctioning machines.
WORKLOAD STATISTICS:
_.
."
_-
New Registrations
Circulation
Homebound Circulation
Braille Materials Circulation
1999-2000
NIA
NIA
NIA
NIA
SIGNIFICANT CHANGES:
This is a new program set up to account for circulation costs at the new library in South Carlsbad.
131
PROGRAM: REFEF
FUND: GENE1
PROGRAM GROUP: LIBRA
ACTUAL
$
lENCE SERVICES - SOUTH CARLSBAD LIBRARY
!AL
RY ACCT NO. 0014076
ACTUAL BUDGET BUDGET
O$ O$ O$ 487,832 PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
I
$
0.00 0.00
0.00 0.00
1996-97 I 1997-98 I 1998-99 I 1999-00 I
$ $ 498,814
0.00 6.00
0.00 7.55
OI
OI
OI
OI
0 1 10,982 1
O1 O1
WORK PROGRAM:
Librarians assist the public with information needs, provide instruction in the use of resources and perform research for
local business, government, and the public. Reference support staff check in and organize library materials such as
periodicals, pamphlets and maps for public use.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Reference Services: Respond to in-person and
telephone reference questions; provide Reserves: instruction classes and tours: select new and
replacement materials; give book talks for
community groups.
Information Desk: Directional and referral questions.
Reference Questions:
Classes, Book Talks:
Information Desk Questions:
Periodicals: Manage a collection of 425 magazines
and 49 newspapers and related back files.
Periodical Requests:
Computer Services: Provide public instruction in the
use of self-service computer data bases including the
Internet. Continue to index the Carlsbad Journal and
the North County Times (Carlsbad edition using
computer software).
Computer Searches:
SIGNIFICANT CHANGES:
199900
NIA
NIA
NIA
NIA
NIA
NIA
This is a new program set up to account for reference service costs at the new library in South Carlsbad due to open
in September 1999. Costs include staffing for the information desk, the new computer lab, and the job and career
center.
132
I-
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
..
1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 231,814
0 0 0 12,738
0 0 0 0
1996-97 1997-98 1998-99
--
I.
-.
GRAND TOTAL
FULL TIME POSITIONS
HOURLYFTE POSITIONS
PROGRAM: CHILDREN'S SERVICES DIVISION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCOUNT NO. 0014095
I
$ $ $ $ 244,552
0.00 0.00 0.00 3.00
0.00 0.00 0.00 3.25
WORK PROGRAM:
The Children's Library serves children from preschool through junior high and introduces young people to the
wonders of reading. The Division also assists teachers and adult students in education, child development and
children's literature.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1999-00
General Reference Services: Respond to in-person 1. Reference Questions, Readers Advisory, Library and telephone questions, provide reader's advisory,
library skills instruction, group tours, and class visits. NIA
Skills Classes:
Collection Development: Select new materials, both 1. Print and Non-Print Circulation: NIA print and non-print, and provide collection
maintenance and stack organization. There has
been an increasingly heavy demand on collection
activities due to limited hours and closures at other
libraries.
1. Program Attendance: NIA Prwram Activities: Includes summer Reading Club,
special holiday and seasonal events, annual short 2. Summer Readina Programs (3 locations): NIA -- story contest, spelling bee, pet show, and cultural
enrichment programs. Introduces children to
literature and encourages creativity. Cooperative
3. Cooperative Multi-cultural Programs with Arts
NIA Office:
programs with the Centro provide multi-cultural
experiences.
SIGNIFICANT CHANGES:
This is a new program set up to account for costs of the children's services division at the new library in South
Carlsbad. This program will offer a children's computer lab which will include Internet access, word processing, and
CD ROM software.
133
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The GenealogylLocal History Division provides reference and instructional assistance to the public. The division
head manages the selection, classification, and organization of a 19,000 volume collection, 7,500 microfilm rolls,
117,000 microfiche and 200 compact discs. It is a collection of excellence that draws researchers from all over the
nation.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1996-97 1997-98 1998-99 General Reference Services: Genealogy and local --- history staff respond to in-person and telephone Reference Questions:
reference requests; provide individual patrons with 15,549 14,737 15,741
general introduction to the collection, instruction on
the use of OPAC and other finding aids, instruction 11,122 10,711 9,680
on the use of various equipment including personal
computers, microfitmifiche readers and printers. NIA 1,411 2,323
NIA 5,136 22,868
Registered Researchers:
Computer Users:
In-House Usage:
Coordination with NSDCGS: The North San Diego - 1997 - 1998 - 1999
Society provide volunteer assistance in the division. Programs: 58 40 44
County Genealogical Society has been a support Volunteer Hours !j62 538 571
group for this collection for 20 years. Members of the
The division works with and assists the Society in
fund-raising for the acquisition of materials for the
collection and in instructional programs.
SIGN I Fl CANT C HAN G ES :
None.
134
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
I I I
ACCT NO. 0014030
I
PERSONNEL
I I 1996-97 I 1997-98 I 1998-991 1999-001
ACTUAL ACTUAL BUDGET BUDGET
$ 54,733 $ 63,205 $ 68,127 $ 86,337
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children in Carisbad.
Bilingual staff introduce residents to library services, which include print and non-print Spanish-language and
bilingual story hours for children, and information and referral services. The Centro de Informaci6n staff are actively
involved in the community and work in partnership with schools and other community agencies to meet the needs of
our diverse community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1995-96 1996-97 1 997-98
Outreach: The Centro de lnformacidn is an active 1. Individual Patron Visits:
partner in community activities. The Centro offers a
welcoming and culturally sensitive environment that
enables Spanish-speaking residents to make use of
public library services.
24,018 24,006 24,250
Prowamming: The Centro de Informaci6n responds 1. Program Attendance:
to community information and educational needs by
providing a variety of adult and children's programs. 3,693 3,922 3,721
SIGNIFICANT CHANGES:
.25 FTE have been added to increase the library services supervisor from % time to full-time.
135
PROGRAM: TECHNICAL SERVICES
FUND: GENERAUPLF GRANT
PROGRAM GROUP: LIBRARY
1997-98
ACTUAL
$ 325,123
63,481
ACCT NO. 0014040/1814001
1998-99 1999-00
BUDGET BUDGET
$ 410,921 $ 396,450
146,879 310,305
FULL TIME POSITIONS
HOURLYFT’E POSITIONS
GENERAL FUND
PLF GRANT FUNDING
70 IAL I-UNUING
1996-97
ACTUAL
$ 322,308
2.00 2.25
361,423 509,900
27,181 47,900
$ 388,604 $ 551,800
60,120
2.00
507,570
199,185
$ 706,755
5,194
3 387,622
7.00
1.48
360,956
26,666
$ 387,622
O1 O1 OI I I s 388.604 I $ 557.800 I S 706.755
7.00 7.00 I 7.00 1
WORK PROGRAM:
The Technical Services Division catalogs and prepares library materials for public use; maintains the library’s on-line
database, manages the library’s automated circulation system, on-line catalog, and related automated programs.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
199596 1996-97 1997-98 Processing: Catalogs, and processes both purchased - -- items and gifts. Repairs damaged materials and arranges
for binding and rebinding. 16,784 18,901 17,908
1,767 1,624 1,707
1. Items Cataloged and Processed:
2. Items Handled Binding:
Database Maintenance: Adds new items to the on-line
database and deletes information of lost or discarded
materials.
Circulation System and On-line Cataloq: Operates the
library’s INLEX 3000 System, including all software-
related activities, writes instructions, and trains staff on
new features.
1. Items Added to Database:
2. Items Withdrawn:
16,784 18,901 17,908
7,692 13,843 16,059
PERFORMANCE OBJECTIVES:
1. To ensure system availability at least
99% of the hours the library is open.
2. To conduct four training sessions for
staff following installation of new DRA
and INLEX software.
SIGNIFICANT CHANGES:
information systems charges have increased due to the addition of 150 PC’s at the new library..
136
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAUCLSA STATE GRANT
PROGRAM GROUP: LIBRARY ACCT NO. 001404511 804001
MAINTENANCE & OPERATION
CAPITAL OUTLAY
CLSA STATE GRANT I 267,057 I 189,631 I 181,978 I 150,500 TOTAL I-UNDING $ 368,251 I $ 297,696 I $ 626,900 I $ 725,068
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for the library. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Planning: Develop plans for the collection of
materials.
1.
Budneting: Prepare division and library-wide
department and materials. 2.
1.
materials budgets; monitor expenditures for
Coordinate Selection of Materials: Coordinate 1.
selection and ordering of print and non-print
materials.
2.
SIGNIFICANT CHANGES:
Added .35 FTE (hourly employee).
Increased materials budget to augment the collections in both libraries.
Update plan for materials collection at the
remodeled Cole Library.
Track material accounts by major subjects.
Track vendor discounts.
Coordinate selection and ordering of at least
16,000 new print and non-print materials.
Continue purchase of materials from Capital fund
for new library and for Cole Library.
137
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The library’s Media Services Division provides a wide range of professional media-related productions in support of
the library, other City departments, and the City Council’s communication needs. Services include: photographic,
video, audio, publication, news release, slide-sync programs, and developing and maintaining locally relevant stock
image collections of current and historic media. The new library program involves the management of all auditorium
uses, including facilities and media production.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Public Information Media: Produce City-related 1. Complete over 300 work order requests for
photographic, video, and audio information for media-related services.
distribution in public presentations, newspapers,
magazines, pamphlets, brochures, local publications,
and community television. Specific examples
include: South Carlsbad City Council Meeting
cablecasts, regular contributions of newsworthy
photographs for inclusion in the Spirit of Love, Library
Link, and monthly library calendar newsletters
lmane Research 8 Development: Maintain an
indexed City image storage and retrieval system for
slides, prints, negatives, video, audio, etc. (28,000
slides and 8,000 prints). Continue migration for
conversion to digitized photographic processes with
eventual computerized storage, retrieval and circula-
tion systems. Integrate systems into new library
Media Production Development: Provide audio,
video, and photographic media services for the
preservation and documentation of such locally
significant information as construction of capital
improvement projects, Le., new library, oral histories,
historical photographs, etc.
Pronramming: Manage new library auditorium.
SIGNIFICANT CHANGES:
1. Catalog, label and package over 20,000 new
individual images per year.
2. Implement library programming plan, and audi-
torium use policies and procedures.
3. Input photo catalog images and descriptions into
database.
1. Create media materials and audiolvisual
productions such as: auditorium programs to
cablecast to the community, public information
projects, employee recognition, etc.
Additional part-time salaries have been added to expand services in the auditorium of the new library.
138
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ACCT NO. 0014055
1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 105,768 $ 94,727 $ 83,508 $ 87,010
28,569 25,178 28,956 30,130
0 0 0 0
1996-97 1997-98 1998-99 I I I
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong
learning and decision-making. The program provides literacy services that support positive self-esteem and the
application of new literacy skills in daily life, at work, and in the community.
PROGRAM ACTIVITIES:
Individual Assessment and Planning: The pro-
gram conducts a thorough assessment of each adult
learnets literacy skills and develops an appropriate
individual learning plan.
Literacv Skill Development: The program provides
a variety of learning experiences, including one-to-
one tutoring, computer-assisted instruction, and
small-group study, which are appropriate for each
adult learnets skill needs in basic reading, writing,
math, critical thinking, and general knowledge.
WORKLOAD STATISTICS:
1995-96 19!36-97 1997-98
1. Learners Assessed for Skills at Entry:
55 59 41
1. Matches and Rematches of Learners with Tutors
(one-to-one and small groups):
82 122 79
2. Learners Studying:
145 155 143
3. Volunteer Tutors Instructing:
95 126 102
4. Instructional Hours Completed:
5,228 5,306 4,735
SIGNIFICANT CHANGES:
None.
139
PROGRAM: LA COSTA BRANCH
FUND: GENERAL
PROGRAM GROUP: LIBRARY
1998-99
BUDGET
ACCT NO. 0014060
1999-0(
BUDGE1
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND mAL
FULL TIME POSITIONS
HOURLYRE POSITIONS
$ 427,104
3,75
7.45
1996-97 I 1997-9t
$ 83,260
0.00
0.00
63.374 69,676
9,801
7,
2.75 3.75
6.86 6.86
$ 342,016 I $ 61,380
85,088 21,880
0
O1
WORK PROGRAM:
The branch library provides services for south Carlsbad. These services include print and non-print materials,
reference services, special programs for children, and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1998-99
Reference: Assist patrons in using the library, 1. Reference Questions: 29,772
answer reference questions, reserve specific titles
and request materials from other libraries.
Circulation: Circulate print and non-print materials 1. Circulation:
to children and adults, handle patron registration,
collect fees and fines, and track overdue items.
Collection Development: Evaluate the library
collection and select print and non-print materials.
Programming: Plan, schedule and develop pro-
grams for children. Conduct classroom visits and
tours.
Library Manawement: Manage library, staff,
volunteers, collection, and facility. Maintain aware-
ness of community.
SIGN IF I CANT CHANGES :
291,753
1. Total Items in Collection: 58.783
1. Program Attendance: 3,093
PERFORMANCE OBJECTIVES:
1. Schedule and supervise staff.
2. Hire and train new staff.
3. Prepare monthly narrative and statistical
summary of operation.
4. Actively maintain a current, topical print and non-
print collection.
5. Maintain a safe and efficient facility.
6. Survey the needs of and interact with the
members of the community.
The branch library’s budget is for a two month period; July and August, as the new library will open in the south in
September and the Cole Library will continue to service the north.
140
..-
c
c
PROGRAM: AUDIO-VISUAL INSURANCE
FUND: AUDIO-VISUAL INSURANCE
PROGRAM GROUP: LIBRARY ACCT NO. 1414070
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
--.
FULL TIME POSITIONS 0.00 I 0.00 1 0;oo I 0.00
HOURLYmE POSITIONS 0.00 I 0.00 1 0.00 I 0.00
WORK PROGRAM:
Special Revenue fund to support library audio-visual collection development, replacement and related supplies,
processing. and equipment.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Collection Development: Evaluate, select, and 1. Select, order, and process at least 800 new
order new and replacement audio-visual materials. videotapes.
SIGNIFICANT CHANGES:
Audio-visual revenues continue to decrease each year, thereby reducing the anticipated expenditures.
141
PROGRAM: LIBRARY GIFTS
FUND: LIBRARY GIFTSIBEQUESTSIENDOWMENTS
PROGRAM GROUP: LIBRARY ACCT NO. 1454010/1754010
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To accept gifts, bequests, and donations to the library.
PROGRAM ACTIVITIES:
Acquire Materials:
PERFORMANCE OBJECTIVES:
1. Receive gifts from citizens, businesses, and
community organizations to purchase memorial
books.
2. Manage gift funds and plan for current and future
acquisitions of needed materials and equipment
not available through the regular library budget.
SIGNIFICANT CHANGES:
Expenditures are for books, publications, and supplies. An additional $500, received through a State grant, will be
used to fund a State Sesquicentennial Discussion Group Program in September 1999. This event will be
coordinated with the Historic Preservation Committee and the Historical Society.
..
OPROGRAM: CULTURAL ARTS
FUND: VARlO US
PROGRAM GROUP: CULTURAL ARTS SUM MARY
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Arts Office will seek the highest quality of urban design where arts have a significant presence, work to
empower artists and arts organizations to develop and strengthen their creative talents, thereby enriching the lives of
all residents, reach out to the Community to provide meaningful collaborations to promote cultural understanding and
to develop cooperative relationships, and advance the arts by offering education and support services.
KEY ACHIEVEMENTS IN FY 98-99:
0
0
0
0
0
0
Produced 44 events attracting 35,000 people
Opened the Sculpture Garden with first annual exhibition
Offered 75 performances, special events, and exhibits in Carlsbad funded through the grants program
Initiated band camp and provided arts camps for 320 children
Provided information services including calendar information on web site with ConVis
Named the Art Gallery with a $250,000 donation
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of top-aualitv, cost-effective services to our Communitv.”
0
0
0
“Enhance the educational opportunities and school facilities for all segments of the Communitv.”
Generate sponsorship programs and fund-raising activities.
Promote and utilize volunteers in providing services.
Provide training for volunteers, artists, and arts organizations.
Develop standards for future facilities which maintain top-quality, cost-effective service delivery in the arts.
0
Offer public education programs and classes on arts and culture for children and adults.
Offer Communitywide and multi-cultural events.
143
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAUGALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO.O01406510014068/147401011474020
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual
and performing arts, and create a climate which encourages cultural and artistic development in Carlsbad, as well as
encouraging opportunities through partnership with schools.
PROGRAM ACTIVITIES:
Generate sponsorship programs and fund-raising activities:
Promote and utilize volunteers in providing services:
Provide training for volunteers, artists and arts organizations:
Provide gallery docent training
Develop standards for future facilities which maintain top-quality, cost-effective service delivery in the arts
Develop a community needs assessment survey for Community Services; recreation, seniors, arts, libraries
Offer public education programs and classes on arts and culture for children and adults
Develop and strengthen arts organizations and provide cultural opportunities with grant allocations
Offer a grant initiative program for neighborhood and arts education programming
Visiting artists - bring a minimum of two artists to the community
Offer four weeks of summer arts camp and two weeks of Club Pelican
Coordinate YES TO ART, youth at risk programs after school
Submit grant applications to State and Federal funding agencies when applicable and request local funding
support for appropriate projects
Produce ten jazz concerts in four parks
Solicit operating and endowment funds for the gallery
Assist Arts Associates on fund-raising events
Utilize volunteers for mailings, for the gallery, for fund-raising events, for jazz concerts, and to serve on
committees
Offer workshops and training programs where appropriate
144
.- -
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE PAGE TWO
GENERAL FUND/ARTS GENERAUGALLERY DONATIONS
CULTURAL ARTS ACCT NO. 0014065/0014068/1474010/1474020
PROGRAM ACTIVITIES (continued):
Offer communitywide multi-cultural events:
Festejando a las Madrecitas (annual Mother's Day Festival)
International multi-cultural festival, "For Kids, by Kids"
"Arts in Bloom" Festival (in coordination with the Flower Fields)
Offer yearly exhibition in the Sculpture Garden
Provide timely cultural arts information for citizens:
Produce monthly calendar/newsletter
Produce ARTSBRAG on arts education for teachers in all schools located in Carlsbad
ARTS INFO LINE for up-to-date event information
Provide information/opportunities/resources to artists, citizens and press
Offer a variety of programs in partnership with school districts operating in Carlsbad
Serve on Chamber of Commerce Arts Education (AE) Committee
Implement Arts Education long-range plan with Carlsbad Unified School District
0 Offer programming and resources
Provide timely cultural arts information for citizens
Offer a variety of programs in partnership with school districts operating in Carlsbad
Provide public art for capital improvement projects and other community locations
WORKLOAD MEASURES:
1996/97 I 997198
Delivew of Top-Qualitv Services
Arts Office EventdAttendance
Community Grants/Applications/Budget
Community Grant AwardslActivities
37/27,000 43/30,000
21/$13,000 12/$16,000
1 4/96 10/75
Educational Opportunities:
Information Services Newsletters: # Issues/Distribution 12/26,400 12/42,000
Special Publications: # Per YearlDistribution a/i6,000 911 9,000
Arts Info Line Calls Per Month 21 5 220
Diverse Economic Opportunities
Grants and Contributions
Earned Income
SIGNIFICANT CHANGES:
$47,000 $69,000
7,500 13,800
1998/99
44/35,000
21/$18,000
14/120
I 2~8,000
11124,000
240
$74,000
23,500
A full-time Gallery Coordinator and temporary and part-time support staff were added to support the Gallery at the
new Carlsbad library.
145
PROGRAM: SISTER CITY
FUND: GENERAL / SISTER CITY DONATIONS
0.00
0.00
7,320
1,722
$ 9,042
PROGRAM GROUP: CULTURAL ARTS
0.00
0.00
8,270
0
$ 8,270
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYFTE POSITIONS
GENERAL FUND
SISTER CITY DONATIONS
1996-97 I 1997-9t
ACTUAL ACTUAL
6,619 7,051
,619 7,05
0.00 I 0.00
0.00 I 0.00
6,181
0 870
ACCT NO. 0014066/1464010
1999-00
BUDGET BUDGET
1998-99
OI O1
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
1. Coordinate Sister City program.
Arrange, host and conduct visits by one (1) student delegation and others as needed.
Coordinate ongoing arts and culture exchange projects.
Explore, evaluate and analyze a foreign film festival in Carisbad.
2. Actively pursue the contribution of funds for the Sister City Program.
Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds
for such programs.
SIGNIFICANT CHANGES:
None
146
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS
PERSONNEL
ACCT NO. 1484010
1996-97 1997-98 1998-99 1999-Ot
ACTUAL ACTUAL BUDGET BUDGET
$ 445 $ 5,745 $ 5,445 $ 6,460
MAINTENANCE 8 OPERATION 17,900 13,083 17,500 19,150
CAPITAL OUTLAY
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Present 10 jazz concerts in three quadrants.
Produce and distribute Jazz Concert Fund-
Raising Program.
Performing Arts Programming: Continue perform- 1.
ing arts programming.
2.
3.
Fund Raising: Actively pursue the contribution of 1.
gifts and funds for the arts.
2.
3.
4.
SIGNIFICANT CHANGES:
None.
Present annual Mother's Day Festejando a las
Madrecitas at Holiday Park.
Obtain advertisements for Jazz Concert
Fundrasing Program.
Submit request for County Community Enhance-
ment funds and TOT funding.
Assist Arts Associates in fund raising efforts at
jazz concerts.
Pursue contributions for Festejando a las
Madrecitas.
147
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 1,739,258 $ 1,670,400 $ 1,779,868
MAINTENANCE & OPERATION 907,475 942,523 1,041,596
CAPITAL OUTLAY 32,708 9,406 185,235
GRANU Ta $ 2,679,441 $ 2,622,329 $ 3,006,699
HOURLYRE POSITIONS 30.78 33.39 1 38.27
FULL TIME POSITIONS 20.43 18.50 I 18.50
SUMMARY
1999-00
BUDGET
$ 1,853,878
1,165,282
64,450
$ 3,083,610
19.00
40.52
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operations
of current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition and transportation programs.
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities
and facilities.
KEY ACHIEVEMENTS FOR 1998-99:
0
0
a
a
a
a
a
Acquired 13 acres within the industrial corridor for a future Recreation area.
Secured a Memorandum of Understanding with Carlsbad Unified School District for the sale of the Pine School
Property for use as a future community park site. Appraisal completed, purchase and lease agreement under
review.
Processed necessary approvals to implement a pilot demonstration program which initiated the development of
a trail system within Hosp Grove by utilizing all volunteer services.
Completed development of the Carlsbad Skate Park.
Awarded contract for development of Poinsettia Community Park, Phase IA. Construction is 90 percent
complete.
Designed and installed the Beach Bluff Park at Ocean Street and Carlsbad Boulevard.
Expanded the Stay ‘n’ Play after school program to include programming at the Buena Vista Elementary School.
The Opportunity Grants Scholarship Program sponsored 34 area children and afforded them the opportunity to
participate in recreation programs they would otherwise be unable to enjoy.
Developed and implemented a Grad Night contribution policy for the equitable distribution of donations to the
Grad Night Committees for each of the school districts serving Carlsbad high school seniors.
Organized a scholarship program to create the Pro Division with a $5,200 purse for the 1999 Carlsbad Triathlon.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of topquality services to our Community.”
0
Implement the use of customer surveys to evaluate and improve customer satisfaction where necessary.
Conduct customer service training for employees.
Generate sponsorship programs and fundraising activities.
148
--
PROGRAM: RECREATION
FUND: GENERAL
DEPARTMENT: RECREATION
KEY GOALS FOR 1999-00 (continued):
PAGE TWO
SUMMARY
0
0
0 Annually revise CIP Budget.
0
0
0
0 Complete Space Needs Study.
”Create diverse, broad-based economic strateqies to ensure the financial health of the Communitv and the
City.”
0 Provide recreational activities, facilities and other special events which support local business and enhance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, swim meets,
body surfing contest.
Prepare marketing packet promoting Carlsbads publidprivate facilities, distribute to prospective user groups.
Provide a wide variety of revenue generating quality recreation opportunities to the public, Le.,
special events, youth and adult sports, educational classes, aquatic programs, day trippers, lagoon permits.
“Intenrate a comprehensive, efficient transportation system with quality of life-centered land use decisions.”
0
0
Promote the use of volunteers in providing City services.
Maintain a Capital Improvement Program that provides for development of recreation facilities.
Enhance service delivery through effective location of recreation facilities and programs such as:
Poinsettia Park Phase IA, Carrillo Ranch Phase IA, acquire Pine School, Stay-N-Play Program.
Develop Standards for current and future facilities which maintain top-quality cost-effective delivery for
recreation.
Revise park site amenity goals and guidelines (Parks 8 Recreation Commission Committee).
0
0
Sponsor and promote the use of shuttle services for appropriate publidprivate events, Le.,
senior services, triathlon, jazz concerts, Carlsbad 5000, San Diego Marathon.
Evaluate the effectiveness of the Volunteer Trails Development Program and present those findings to the
Finance Department as part of the Trail System Financing Plan.
0
0
0
0
0
0
0
0
0
“Enhance educational opportunities and school facilities for all senments of the Community.”
Prepare monthly agendas for parks and recreation, and senior commissions which address relevant issues and
inspire community involvement.
Provide and encourage professional training opportunities for commission members.
Participate in the designldevelopment of Citywide interactive web page to display recreation opportunities over
the Internet.
Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of
Carlsbad Community Services and Recreation Guide three times per year.
Provide and encourage a variety of professional training opportunities to all staff members.
Create cross-training opportunities within the Recreation Department and across major service areas where
feasible.
Provide the necessary tools required for employees to perform effectively.
Maintain an active role in supporting areas of mutual benefit between City and school districts., Le.,
Joint Use Agreements for use and maintenance of activity playfields and community Swim Complex.
Facilitate processing requirements for the sale of the Pine School property.
Implement City/school coordinating committees with all school districts serving Carlsbad residents.
149
PROGRAM:
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO: 0014510/0014545
PARK PLANNING & REC MANAGEMENT
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Park Planning and Recreation Management Division provides administrative support for the City’s ongoing
recreation programs and park development efforts. The Division also provides staff support to the Parks and
Recreation Commission which acts in an advisory capacity to the City Council to insure that topquality park facilities
and recreation programs are developed and sustained for the benefit of those who live, work and/or play in
Carlsbad.
PROGRAM ACTIVITIES:
Parks and Recreation Commission:
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to
implement the intent of the parks and recreation element of the General Plan and advise the City Council on associated
matters.
rn Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues,
encourage public input and foster public education on matters of parks and recreation and other associated civic
matters.
Implement andor process recommendations by the Commission for City Council consideration.
Provide staff support to committees of the Commission which require more detailed review of issues relating to park
development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines.
Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
0
0
Administrative Services:
Provide the required administrative support to a division with 21.5 full-time positions and 43.32 hourlyfiull-time equivalent
positions which operates with a budget of approximately $2.8 million.
0 Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda
bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget
administration for expenditures and revenue generation.
Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted.
Provide on-going support to management, general and part-time employees. Implement the services of contractual
employees.
0
1 50
PROGRAM: PARK PLANNING & REC MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO: 001451010014545
PROGRAM ACTIVITIES (continued):
Park Acquisition, Planninq and/or Development:
Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards of the
Growth Management Program. Provide for current and future community needs by addressing changing recreation
trends.
0
0
0
0
0
0
Monitor and implement existing park agreements.
Monitor use of the newly constructed Skateboard Park.
Implement Phase IA of the Carrillo Ranch Master Plan.
Coordinate the completion of Phase IA development of Poinsettia Community Park.
Coordinate and monitor the Capital Improvement Program budget submittals for current and future park development
projects.
Initiate the park planning process for the newly-acquired industrial park site and the Pine School property once
acquisition is complete. Facilitate the acquisition of acreage in the Northeast Quadrant to provide additional activity
playfields.
Provide staff support for the development of the municipal golf course. 0
Recreation Pronrams
Manage the implementation, performance, and adequacies of recreation programs.
0
0
0
0
0
Provide a wide variety of recreation programs and special events for all segments of the population who live, work
and play in Carlsbad.
Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
Prepare and distribute the Community Services 8 Recreation Guide three (3) times per year.
Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
None.
151
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: RECREATION
PERSONNEL
I 1996-9;
ACTUAL
$ 720,782
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSTIONS
HOURLYIFTE POSITIONS
479,020
9,803
$ 1209,605
8.25
13.40
1997-9E
ACTUAL
$ 758,487
514,935
3,461
$ 9,
8.50
16.23
ACCT NO. 0014515
1998-99 I 1999-00 I
19.24 I 21.11 I
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population including those that live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
day camps and after school programs.
The fee supported division provides year around recreational programs for all ages, preschool to seniors, including
program design, planning, implementation and evaluation. -.
~ Review proposals and negotiate contracts with
Schedule facilities for programs.
instructors.
Prepare and distribute marketing materials.
Evaluate programs and analyze data on ongoing
basis.
Prepare financial and revenue reports.
Research and implement program opportunities.
WORKLOAD STAT1 STlCS :
Estimate Projected
1997-98 1998-99 1999-00 ---
Enrichment Classes:
# Conducted 1,449 1,600 1,650
# Enrolled 15,102 16,460 16,800
Revenue $503,140 574,900 520,000
Daytrippers:
#Trips Conducted 36 39 29
# Participants 1,140 1,450 720
Revenue $41,770 58,900 33,000
Camps:
# Camps: 37 35 37
# Participants: 1,310 1,220 1,320
Revenue $95,185 101,800 96,000
Generate program sponsors.
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen
programming.
Recruit, train and reward volunteers.
Utilize sports professionals to enhance program
quality.
Provide scholarships for Carlsbad resident youths.
Estimate Projected
1997-98
Youth Sports:
# Teams 88
# Participants 1,450
# Spectators 16,000
Revenue $50,810
Adult Sports:
# Teams 304
# Participants 4,600
# Spectators 28,000
Revenue $88,400
Special Events:
# Events 10
# Participants 7,900
Revenue $61,970
Community Volunteers:
# Volunteers 1,380
# Hours 9.430
1998-99
88
1,480
16,000
44,100
300
4,600
28,000
88,000
10
8,100
68,100
1,390
9,480
1999-00
90
1,550
18,000
53,000
312
4,800
30,000
95,700
10
8,100
63,000
1,430
10.000
152
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014515
KEY GOALS FOR FY 99/00:
“Ensure the effective and efficient delivery of topquality services to our Communitv.”
Conduct customer service training for all staff to broaden their knowledge and improve service delivery.
Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
“Create diverse, broad-based economic strateaies to ensure the financial health of the Communitv and the
Citv.”
Recruit, train and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs.
Recruit and maintain program sponsors to promote local businesses and reduce operational costs.
Provide a wide variety of revenue generating quality recreation opportunities which support local businesses
and enhance transient occupancy taxes (TOT) and sales tax opportunities.
Promote cooperative fundraising projects like “Clean Sweep” to provide volunteer assistance in the community
and raise funds for scholarship programs.
“lntearate a comprehensive efficient transportation system with qualitv of life-centered land use decisions.”
Evaluate the logistics of providing shuttle services for appropriate recreation special events.
Through advertisements, promote the use of public transportation as a method of access to the Skateboard
Park.
“Enhance educational opportunities and school facilities for all seqments of the Communitv.”
0
Collaborate with school districts to provide City and school facilities for youth programs including teen
dances, Stay ‘N’ Play and Grad Nite.
Promote educational classes and programs for the community through the community services
brochure.
Provide skateboard safety education classes at skateboard facility.
Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
The 1999-00 budget includes additional funding for the following: staffing for Stay ‘N’ Play Program at Pine
and Buena Vista schools, Kidz Camps, adult softball league at Poinsettia Park, and maintenance of new
Poinsettia ball fields. In addition, the recreation specialists in charge of enrichment classes and adult
sports have been increased from % time to full-time.
Capital requests include systems furniture, graphics equipment to promote programs, and a cargo van to
address the division’s significant need to transport program supplies and equipment.
153
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
1996-97
ACTUAL
$ 211,797
97,546
4,657
$ 314,000
1.75
5.78
PERSONNEL
1997-98 1998-9s
ACTUAL BUDGET
$ 226,736 $ 244,687
101,948 103,408
2,400 125,433
$ 331,084 $ 473,528
2.00 t 2.00
5.66 6.42
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
GRANU TOTAL
FULL TIME POSITIONS
HOURLYIFTE POSITIONS
WORK PROGRAM:
ACCT NO. 0014520
1999-00
BUDGET
$ 244,594
103,000
18,800
$ 366,394
2.00
6.80
The Aquatics Program provides for the operation of an attractive and safe community swim complex which offers
comprehensive instruction and training, competition, and recreational swimming to all segments of the population who
live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
LessonsTTraining
Provide instruction in general aquatic, swimming and diving skills for all ages and abilities; provide education and training to general public and Clty
employees in first-aid, CPR, and water rescue skills; serve as a North County
certificationRraining site for men and wmn wishing to qualify for employment
at public swimming pools.
Fun and Fitness
Provide opportunities for recreational swimming, fitness lap swimming and
familyoriented aquatic spedal events.
WORKLOAD STATISTICS:
Proi.
97-98
LaneRloun 2,464 Classes Conducted 227
Registered: - Resident 1,533 - Non-Resident 132
- I. lnstructioMlLeas~
9899
1.873
214
1,490
53
- 99M)
2,460
220
1,530
130
Revenue $39,425 $37,875 $39.500
LaneRlours 1,386 546 1,380
Participation 3,161 1,421 3,160
2. CHSP.E.
I. Recreation and Lap Swlm
LaneMoun 16,362 15,351 16,300
Daity Admissions
Youth 5,407 5,818 5,400
Adult 7,473 9,459 7,500
Season Pass Adm. 20,050 13,943 20,100
Revenue $46,473 $47,728 $46,500
LaneMours 3,720 3,279 3.250
Participation 12.571 10,738 12,000
2. CarlsbadSwim Masters
Revenue $37,063 $46,353 $37,000
LaneNours 247 217 250
Partidpation 1,335 982 1,450
Revenue $4,423 $3,884 $4,600
3. Aquatic Exercise
1. Carlsbad High School Teams
LaneMours 3,677 3,606 3,500 Competiie Aquatic Programs
Partidpation 6,712 6.609 6.800 Provide opportunities for competitive swim instruction and coached workouts for
youth and adults as a contract service; coordinate and schedule Callsbad Hgh Revenue $11,185 $10,224 $11,000 School use of the pool for physical education, boys' and girls' swim teams and
water polo teams. Lanekioun 2,680 2,996 2.350 2. North CoastAquatics
Partidpation 9,412 8,641 7,900
Revenue $6,268 $6,690 $6.250
LaneMours 1,266 1,153 800 Partidpation 1,905 1,482 900
Revenue $3,000 $5.180 $2,000
3. North Shore Aquatics (Age Group Water Polo)
154
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
KEY GOALS FOR 1999-2000:
PAGE TWO
ACCT NO. 0014520
“Ensure the effective and efficient delivery of top-uualitv services to our Communitv.”
Based on FY 98-99 swim lessons, recreation and lap swim, and masters swim program participant survey
responses, make facility and program changes as appropriate to increase customer satisfaction in programming
and facility operation.
Provide quarterly safety and customer service training to aquatic employees to improve service delivery.
“Create diverse, broad-based economic stratenies to ensure the financial health of the Communitv and the
Citv.”
Improve customer service, increase revenue generation, user convenience, accountability and cost-effective
service delivery through installation of a data card identification system for pool patrons.
“Enhance educational opportunities and school facilities for all senments of the Community.”
0 Collaborate with the school districts serving Carlsbad to accomplish the mutual goal of providing joint use of
aquatic facilities and programs, through implementation of use agreements.
SIGNIFICANT CHANGES:
Additional funding for Guard Start Program, a program that trains youths between the ages of 11 and 14 to become
lifeguards.
155
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014530
PERSONNEL
I I 1996-97 I 1997-98 I 1998-99 I 1999-001
ACTUAL ACTUAL BUDGET BUDGET
$ 29,291 $ 35,348 $ 13,963 $ 13,620
I GRAND TO I AL $ 34,798
FULL TIME POSlTlONS 0.00
HOURLY/FTE POSITIONS 1.02
MAINTENANCE & OPERATION
CAPITAL OUTLAY
I
$ 42,912 I $ 17,043 $ 17,040
1.02 I 0.50 0.50
0.00 j 0.00 0.00
5,507
0
7,564
0
3,080
0
3,420
0
-.
~
WORK PROGRAM:
Provides for the Agua Hedionda Lagoon permits program. All vessels on the water are required to obtain a valid City
use permit. The permits clerk supports this function.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Permits: Issue annual lagoon use permits. Verify and
monitor DMV registration. Document and categorize
boating use activity. Publish and distribute
information regarding use, rules, and regulation of the
lagoon. Provide administrative support for the Lagoon
Patrol Officers. 2. Daily Permits:
1. Annual Permits:
Lagoon Clean-up Program: Coordinate and oversee 3. Observations:
bi-annual Lagoon Clean-up Days (June/October).
4. Revenue:
SIG Nl Fl CANT CHANGES :
Projected
97-98 98-99 99-00
236 264 275
145 177 150
4649 4900 4925
$27,700 $18,646 $20,000
None.
156
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
1996-97 1997-98
ACCT NO. 0014540
1999-00 1998-99
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
$ 330,368 $ 314,438 $ 405,500 $ 416,660
MAINTENANCE 81 OPERATION
CAPITAL OUTLAY
98,120 106,555 1 90,59 1 151,602
11,777 3,545 14,356 6,100
WORK PROGRAM:
GKAND TO1 AL
FULL TIME POSITIONS
HOURLYFTE POSITIONS
This division provides operational support for the recreation department including: the operation of three community
centers, City and school facilities and athletic fields used by a variety of City departments and the public for
recreational use and meetings.
$ 440,265 $ 424,538 $ 610,44f $ 574,362
4.00 5.00 5.00 5.00
10.08 9.98 11.13 11.13
PROGRAM ACTIVITIES:
Information and Enrollment Service: Staff provides information and registration services to the public on recreation
department programs and facilities.
0 Enroll participants via phone, mail and in-person for classes, special events and sport leagues.
0 Collect and account for program revenue.
0 Provide on-going information and referral to community.
Facilities Operation: Staff coordinates public use of recreational facilities.
0 Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts.
0 Crews maintain ballfields at school sites and community centers.
Staff coordinates classes, meetings, dedications and other functions at community centers and other City
facilities.
0 Attendants perform general clean-up and associated maintenance at facilities.
Supervision: Supervisory staff coordinates operations of the community centers and satellite facilities.
0 Staff recruitment and development.
0 Provides staff training.
0
Serves as liaison to various community organizations and Citywide committees.
Respond to customers concerns and requests.
PERFORMANCE / WORKLOAD MEASURES:
Projected
1997-98 1998-99 1999-00
1. Reservations Processed: 3,080 3,410 3,200
2. Number of Facility Users: 472,790 795,900 546,000
3. Revenue: $1 14,740 111,700 1 15,800
4. Number of Fields Maintained: 29 29 31
157
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014540
KEY GOALS FOR 99/00:
“Ensure the effective and efficient deliverv of top-auality services to our Communitv.”
0 Conduct customer service training for employees to broaden their knowledge and improve service delivery
skills.
0 Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
0 Monitor and maintain the capital replacement program to provide safe, top-quality equipment to all recreation
facilities and conform to City budget standards.
0 Facilitate the, equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
“Create diverse, broad-based economic strategies to ensure the financial health of the Community and the
Citv.”
0 Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants, amenities and City
facilities to all non-resident athletic groups that use recreation department facilities.
0 Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to the private sector.
SIGNIFICANT CHANGES:
None.
158
PROGRAM: SENIORS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
1996-97 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ 237,094 $ 247,868 $ 311,305 $ 283,401
MAINTENANCE & OPERATION 225,542 272,390 343,705 396,031
CAPITAL OUTLAY 0 4,860 0 18,500
.GRAND TOTAL I- P 462.636 . $ 525.118, $ 655.010 , $ 697,932 .
SUMMARY
FULL TIME POSITIONS
HOLJRLYFTE POSITIONS
3.00 3.00 I 3.00 1 3.00
5.67 6.25 I 6.62 I 6.52
MISSION STATEMENT:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
KEY ACHIEVEMENTS FOR 1998-99:
0 Hosted two awards and recognition events to show appreciation to the many volunteers that assist the
Recreation and Senior Programs. Events will be hosted at the Gemological Institute if America and at the La
Costa Hotel and Spa. Developed a computer lab at the Carlsbad Senior Center with donated funds, and purchased ten computer
stations, one laptop computer, and one projector.
The Senior Center received an “Outstanding Service Award” from the Aging and Independent Services
Organization of San Diego County.
0
0
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of topqualitv services to our Communitv.”
0
0
0
0 Develop customer satisfaction survey.
Provide semi-annual training to all volunteers and staff to broaden their knowledge of community resources and
improve service delivery skills.
Secure full access to City information systems network.
Provide the necessary computer training so that staff can access information from the City computer network to
more efficiently carry out their job functions and better serve the public.
“lntearate a comprehensive efficient transportation system with oualitv of life-centered land use decisions.”
0
0
Promote and increase the use of the senior transportation system as an alternative to Carlsbad seniors for
shopping, visiting the Center, etc.
Promote and coordinate shuttle services by utilizing the Senior Center mini bus for City-sponsored events
(dedications, City tours, etc.) .
159
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 0014570
I
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TO IAL
FULL TIME POSITIONS
HOURLWFFE POSITIONS
WORK PROGRAM:
1996-97
ACTUAL
$ 179,325
77,784
0
$ 257.109
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Education
Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of
the aging population.
Coordinate computer classes to teach the basics of computers (i.e., "Windows").
Develop computer lab with open hours for seniors to drop in and receive training and technical advice.
Provide seminars on financial planning, long-term care, estate planning, personal safety, etc.
Provide on-going information and referral to community resources.
Recreation
Offer excursions, special events and activities of particular interest to the mature adult which promote social
interaction.
0
Continue the development of programslgroups that appeal to people with similar interests, Le., Walking Group,
PC Users Group, Writers Group, Discussion Group, etc.
Provide day trips to local attractions.
Provide a minimum of six Sunday afternoon dances.
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
Offer tax assistance to over 500 seniors.
Arrange for free legal advice for over 200 seniors.
Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services, classes and lectures that promote healthy living.
0 Bi-monthly blood pressure checks
Flu shots
Provide a minimum of four "special" health screenings, i.e., skin cancer, hearing, podiatry, cholesterol, etc.
Continue offering body conditioning for seniors.
160
P
c
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
PROGRAM GROUP: SENIOR PROGRAMS
PAGE TWO
ACCT NO. 0014570
PROGRAM ACTIVITIES (continued):
Administration
Coordinates all operations of the senior center; staffing, volunteer recruitment, facility rentals and grants
management.
0 After-hours facility rentals
0 Staff scheduling
0 Volunteer recruitment and training
Budget management
0 Senior Commission
PERFORMANCE MEASURES:
97 - 98 98 - 99 99 * 00
(est.) (proj.)
Participation: Dances 1,390 2,000 2,500
Health Screenings 968 1,200 1,750
Personal 900 1,100 1,300
Day Trips 1,109 1,400 2,000
Assistance
SIGNIFICANT CHANGES:
None.
161
PROGRAM: SENIOR PROGRAMS
FUND: SENIOR DONATIONS
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1434567/1444567
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Continue to raise funds to support activities/prograrns at the Carlsbad Senior Center.
SIGNIFICANT CHANGES:
None.
162
PROGRAM: SENIOR NUTRITION
FUND: SENIOR NUTRITION
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1914501 THRU 1914503
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
To provide nutrition and transportation services to persons 60 years of age or older. --
PROGRAM ACTIVITIES:
---
Noon Lunch
To provide a nutritionally balanced noon lunch for persons 60 years of age or older Monday through Friday.
Home Delivered Meals
Deliver a hot meal and a sandwich for homebound persons 60 years of age or older who reside in Carlsbad.
Transwrtation
Provide transportation for Carlsbad seniors to the lunch program, medical appointments, shopping and other
necessary transportation.
WORKLOAD STATISTICS:
Noon Meals
Home Meals
One-way Trips
SIGNIFICANT CHANGES:
97-98
32,000
10,800
6.000
98-99
33,000
11,500
7,500
99-00
34,000
13,000
8.500
None.
163
164
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
PERSONNEL
199900
ACTUAL ACTUAL BUDGET BUDGET
$ 8,759,400 $ 9,310,626 $ 10,895,275 $ 10,714,298
1996-97 1997-98 1998-99
MAINTENANCE & OPERATION
CAPITAL OUTLAY
MISSION STATEMENT:
The Public Works Team is dedicated to providing exceptional services to our customers with integrity and pride in a
manner that supports and enhances the quality of life for all who live, work, and play in Carlsbad.
Engineering
services
13%
RN Admn
1%
General Services
22%
Maintenance
Operations
64%
165
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
PERSONNEL
I I 1996-97 I 1997-98 I 1998-99 I 199900 I
ACTUAL ACTUAL BUDGET BUDGET
$ O$ 66,122 $ 608,154 $ 382,464
CAPITAL OUTLAY
AL
FULL TIME POSITIONS
MAINTENANCE & OPERATION
0 19,260 0 7,500
s os 86,2/9 $ /02,654 $ 544,084
0.00 7.00 7.25 1 4.00
OI
HOURLYFTE POSITIONS 0.00
897 1
0.00 0.00 I 0.00
94,500 154.120
PROGRAM GROUP DESCRIPTION:
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 Services, General
Services and Maintenance & Operations work groups.
PROGRAM ACTIVITIES:
Budclet Preparation:
Stratenic Planning:
Maintenance Manaqement and Qualitv Control:
0
Coordinate major service area budget activities.
Develop strategic plan and Public Works identity to meet current and long-range goals.
Design a comprehensive systems inventory, maintenance standard and work reporting system.
KEY ACHIEVEMENTS FOR 1998-99:
0
0
Developed a new Workplace Illness and Injury Prevention Program for Public Works. Plan was adopted by the
Loss Prevention Committee in June 1999. The roll-out of the new plan will begin in July 1999.
Completed design of a Maintenance Management Work Program. This program established performance
standards for maintenance activities and will allow development of a program budget that better tracks program
costs.
Implemented Public Works Reorganization saving over $200,000 per year. 0
KEY GOALS FOR 1999-00:
0 Facility re-use plan developed.
Plan for new Public Works Facility developed.
SIGNIFICANT CHANGES:
This is the second year of the administration budget. The budget was established for the coordinated management
of various work groups, functions and programs within Public Works. 3.25 positions have been transferred to other
Public Works programs.
166
.. .
PROGRAM: ENGINEERING SERVICES
FUND: VARIOUS
PROGRAM GROUP: ENGINEERING SERVICES SUMMARY
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
This newly-formed department of Public Works is responsible for providing engineering services to the public and
other City departments by preparing and processing design and construction documents. This department includes
the Carlsbad Municipal Water District’s Utility Engineering Division which provides design and processing support
on projects involving the construction of storage facilities, transmission distribution pipelines and reservoirs.
PROGRAM ACTIVITIES:
167
PROGRAM: ENGINEERING SERVICES
FUND: VARIOUS
PROGRAM GROUP: ENGINEERING SERVICES
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 1998-99:
Site plan developed for new Public Works Center.
Opportunistic Sand Program - worked with SDG&E to place nearly one-half million cubic yards of sand on the
beach.
Completed design for the widening of Palomar Airport Road from El Camino Real to Melrose Drive, widening
and improvement of Orion Way from El Camino Real to Faraday, and addition of new turn lanes Faraday and El
Camino Real.
Initiated construction of La Costa Avenue widening, Arena1 Road reconstruction west of El Camino Real,
Poinsettia Park Phase 1A - two ball fields, tot lot and basketball court additions, Cannon Road Bridge over
Macario Canyon, and Faraday Avenue from Cannon Road to Carlsbad Research Center.
Completed construction on Cannon Road interchange improvements, Cannon Road widening from 1-5 to Paseo
del Node, Cannon Road extension from Leg0 Drive to the bridge over Macario Canyon, and additional right turn
lane from PAR to Northbound 1-5.
Join City/Developer Projects: initiated construction of Cannon Road Reach 2 from Faraday Avenue to El
Camino Real, initiated construction of Poinsettia Lane from Aviara Parkway to Black Rail Road, Poinsettia Lane
waterline replacementlupgrade from Aviara Parkway to Black Rail Road, Cannon Road water transmission
main, and South Agua Hedionda sewer trunk line extension Phase 1.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient deliverv of topqualitv services to our Communitv.”
Identify priority Capital Improvement Projects and ensure their timely completion:
Rancho Santa Fe Road
Poinsettia Lane
Faraday West
Cannon RoadIFaraday link
Palomar Airport Road from El Camino Real to Melrose
FaradayEMelrose financing district
0
0
0
Implement action plan to enhance customer service program.
Complete inventory system of street improvements.
Maintain development project review and plan check turnaround goals.
Continue development of Phase II of Recycled Water Program and development of local water resources
programs.
“Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions.”
Implement Integrated Transportation Program:
Regional transportation system priorities
Local transit objectives and programs
Industrial transportation management
Tourist transportation needs
Secure funding to construct easthest arterials.
Advance construction schedules for Faraday Avenue and Poinsettia Lane arterials.
“Enhance educational opportunities and school facilities for all segments of the Community.”
0 Develop intern program for engineering technician classification.
168
L
L
7--
PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: E NG IN E ERI N G S E RVI C ES ACCT NO. 001 571 01001 5720
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
The Engineering Department continues to support the City Council's goals to maintain safe City standards by
improving the overall quality of field inspection, project processing, and front counter operations. The Engineering
Department provides engineering services to the public and other City departments by preparing and processing
design and construction documents. The department is also responsible for ensuring that development and public
improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
PROGRAM ACTIVITIES:
ADMINISTRATION
0 Coordination Function:
0
0 Management Reporting System Function:
Coordinate and direct all divisions to ensure accomplishment of City Council Goals and Objectives.
Provide administrative and clerical support to all other divisions.
Ensures that the management reporting system is accurately maintained and generates all reports on-
schedule.
Provides accurate records filed in a standardized and efficient manner.
Administrative and Clerical Support Function:
0 Record Keeping Function:
LAND DEVELOPMENT
Land Use Development Review:
Provides comprehensive engineering input to the Planning Department for all land use development
applications within statutory time limits and divisional goals.
Process all engineering development plans and maps in a professional manner maintaining high-quality and
meeting production goals.
Ensures all engineering questions related to land development are answered in a timely and friendly manner.
0 Engineering Plancheck:
0 Developmental Services:
TRANSPORTATION AND CAPITAL PROJECTS
0 Investigations:
0 Continuing Operations:
Reviews, analyzes and reports on a wide variety of traffic issues, concerns, complaints and inquiries.
Maintains up-to-date records of collision reports, speed surveys, traffic counts and assists in maintaining
optimum traffic signal operations.
Reviews traffic control plans, signing and stripping plans and traffic signal plans. Reviews project submittals
for good transportation planning concepts. Provides interdepartment coordination on various issues on an as-
needed basis.
0 Project Reviews:
169
PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: E NG IN EE RI NG S E RVlC E S
PAGE TWO
ACCT NO. 0015710
PROGRAM ACTIVITIES (continued):
0 Coordination:
Coordinates the design, construction, and inspection of the City's Capital Improvement Program. Provides
safe, efficient, and economical inspection services for all projects within the City through a combined and
comprehensive inspection program.
CONSTRUCTION AND INSPECTION
0 Provides a thorough inspection of all projects through the application of clear, concise, and uniform construction
management practices and policies. Assists in construction quality control.
PLANNING AND PROGRAMS
0 Capital Improvement Programming:
Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program.
Facility Financing:
Update existing facility impact fee programs and assist developers with the formation of financing districts to
fund major public improvements.
0 Special Programs:
Administer and coordinate engineering activities for the beach erosion, lagoon dredging, storm water quality
and traffic modeling programs.
0 Geographic Information Systems:
Administer and coordinate all Public Works efforts with regard to facility mapping and records management.
WORKLOAD STATISTICS/PERFORMANCE MEASURES:
Land Development
Plancheck
Actual through 3/99; Projected through 6/99
# of Revisions Plancheck - # of Sheets
I Land Development I
1
Projects in Review
nu
170
PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING SERVICES
PAGE THREE
ACCT NO. 0015710
Traffic Operations Total Capital Improvement Program
Appropriations
200,000,000
150,000,000
100,000,000 H Carry Forward
50,000,000
0 FY 96-97 FY 97-96 FY 98-99 FY 9940
SIGNIFICANT CHANGES:
One position has been transferred to Public Works Administration. One position has been transferred to Engineering
from Public Works Administration. A net gainfloss of zero positions.
Two new programs are included in this year's request; an intern program and NPDES funding.
171
PROGRAM: UTILITY ENGINEERING
FUND: WATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 5015710
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
PROGRAM DESCRIPTION:
Utility Engineering develops and maintains programs in five areas including water resources, domestic water
systems, recycled water systems, sewer systems and National Pollutant Discharge and Elimination Systems
(NPDES). Each program includes planning to ensure systems are adequate and available, water quality monitoring
and reporting, design in cooperation with Operations and Maintenance needs, construction assistance, plan
checking to ensure compliance with City and Water District standards and mapping and geographical information
system development.
PROGRAM ACTIVITIES:
Planning. Development and Scheduling:
Plans, analyzes and reviews water, sewer, recycled water and NPDES systems. Maintains project schedules and
reports, obtains and coordinates engineering and special consultants, prepares plans and specifications,
coordinates activities with other City Departments, and updates construction standards. Capital Improvement
Program Budget of $120 million for water systems, $60 million for sewer systems and $70 million for recycled water
systems.
Water Supplv and Quality:
Continually reviews and evaluates overall water supply conditions including availability, water rights, compilation of
water supply and quality data, evaluation of the cost of water resources, reviewing and implementing regulatory
compliance programs mandated by Federal, State and local water quality regulatory agencies, and develop
procedural manuals.
Technical Assistance:
Maintains data bases and works closely with operations and maintenance personnel to develop engineering
solutions, documents, and procedural manuals and reports.
Mapping and Facility Location:
Converts water, sewer, and recycled water construction drawings to scanned drawings for placement on computer
retrieval system, develops and maintains facility maps, prepares as-built drawings, develops CAD drawings,
maintains tract status reports and locates facilities in the field in response to Underground Service Alert (USA).
Plan Checking:
Coordinates with developers and their engineers on standards and requirements, provides information to Planning
Department for conditions on land development projects, and performs plan checking of land development projects.
SIGNIFICANT CHANGES:
A new program budget. Administrative leadership of this division is being transferred from the Water District to the
City Engineering Services Department.
172
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
MAINTENANCE & OPERATION
SUMMARY
1999oc
ACTUAL ACTUAL BUDGET BUDGET
$ 2,266,751 $ 2,314,351 $ 2,625,629 $ 2,702,667
4,087,840 3,953,708 4,818,251 4,090,587
1996-97 1997-98 1998-99
I$ I. $ I,
FULL TIME POSITIONS I 48.12 47.32
CAPITAL OUTLAY
$ I, $ $8
47.25 I 51.75
1,326,488 1
HOURLYATE POSITIONS 7.33
1,089,576 I
7.69 10.26 10.75
1,704,270 I 1,746,420
PROGRAM GROUP DESCRIPTION:
This newly-formed department is responsible for the preventative maintenance and repair of parks, school athletic
fields, City buildings and vehicles, public street trees and medians.
PROGRAM ACTIVITIES:
$2,600,00 0
$2,000,000
$1,600,000
$1,000,000
$600,000
so
1999-00 BUDGET BY PROGRAM
173
PROGRAM: GENERAL SERVICES
FUND: VARl OUS
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 1998-99:
Park Maintenance:
Median Maintenance:
Facilities Maintenance:
Removal of Split Pavilion and creation of a new view park.
Increased median maintenance in redevelopment area.
Fire Station No. 3 - renovation, Community Swim Complex - ADA remodel, Fire
Stations No. 1, 2, and 3 - overhead garage doors replaced, Fire Station No. 1-
shower stalls repaired, Community Swim Complex - modular furniture
installation, implemented Customer Service Survey Program.
Developed and distributed customer service feedback instrument.
Upgraded underground fuel storage tanks to comply with State standards.
Implemented Customer Service Survey Program.
Installation of new traffic signals along La Costa Avenue at Romeria, Via Castilla
and Cadencia, installation of new traffic signals on Aviara Parkway at Black Rail
Road and Four Seasons Point.
Street Tree Maintenance:
Vehicle Maintenance:
Fleet Maintenance:
Traffic Sianal Maintenance:
KEY GOALS FOR 1999-00:
Implement Maintenance Management Program.
SIGNIFICANT CHANGES:
None.
174
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain, preserve and enhance 286+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight community parks and 26 special use areas.
Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as
community groups.
PROGRAM ACTIVITIES:
Turf and Landscape Maintenance: Direct management of 92+ acres of turf and 144+ acres of landscaping. Duties
include mowing, fertilization, renovation, re-planting, trimming, pesticide application, raking leavesldebris, turf
sweeping, weeding cultivation, edging, aerating, reseeding, irrigation programming maintenance and equipment
maintenance.
Restroom MaintenancelLitter ControllPicnic Area Services: Inspect, maintain, clean, paint, and repair 13 separate
restroom facilities (as well as eight portable units) 5+ times per week. Clean, restock, sanitize, paint and plumbing
repairs make up the duties of this activity. Also associated with this activity is litter control. All parks, beach
accesses and beach areas are cleaned 4+ times weekly to remove all litter and service all trash receptacles.
CourUFieldmot Lot Maintenance: Maintain 25 tennis courts (21 lighted), 13 basketball courts, 16 soccer fields, and
23 softball/baseball fields. All athletic courts are cleanedlinspected on a weekly basis. Duties involve washing
down, sweeping off, blowing off, fence inspectionslrepairs, and paying surface inspections. In addition, the activity . includes weekly maintenance of all tot lots in the City. This includes sand rakinglleveling, sand roto tilling, play
equipment inspection and repair, and the necessary documentation of such actions.
. lrrination Maintenance: Maintain all landscape irrigation systems of City facilities. This includes programming over
93 different controllers with over 1,240 valves. Duties include replacement, repair, trouble shooting and data entry/
programming via the centralized irrigation system.
Open Space Maintenance: Provide maintenance activities to City-owned open space, 1-5 Interchange, and areas of
additional maintenance responsibilities. Duties include trash removal, clean up and weed abatement.
Miscellaneous MaintenancelRepair and Special Requests: These activities, which are difficult to measure, include
repair and upgrading to park structures, facilities, play equipment and fencing, and the installation of play equipment.
bleachers, drinking fountains, soccer goals, trash enclosures, concrete work, and painting projects. These additional
activities also include special projects and requests by the community for turf installation, sculpture installations,
various redevelopment requests and community garden needs. The total amount of time spent on these activities
amounts to approximately 12% of park maintenance activities.
175
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
WORKLOAD STATISTICS:
Turf and LandscaDe Maintenance:
96-97 97-98 98-99 --- 1. Turf acres maintained 90 92 98
2. Landscape acreage maintained 133 135 138
3. Picnic areas maintained 19 19 19
CourVFieldflot Lot Maintenance: 96-97- 97-98 98-99
1. Tennis Courts Maintained 21 22 28
2. Ball fields Maintained 23 24 26
3. Tot Lots Maintained 10 10 12
4. Basketball Courts Maint. 12 14 15
5. Soccer fields Maintained 14 14 15
Restroom MaintenancelLitter ControVPicnic Area Services:
96-97 97-98 98-99
1. Rest stations maintained:
(Permanent) 13 13 14
2. Trash receptacles services 408 410 440
(Portable) 7 8 9
Irriaation Maintenance: -- 96-97 97-98 98-99
I. Irrigation Measures:
2. Irrigation Measures
No. of Controllers 93 95 95
No. of Valves 1.240 1,260 1,340
PAGE TWO
ACCT NO. 0015020
SIGNIFICANT CHANGES:
This yeaf's budget will reflect an increase in maintenance activities at the new Carlsbad Library site. The re-
organization within the Public Works Department has also created several changes which will result in a reallocation
of funding, elimination of several positions, and the addition of one new position within the General Services Division.
176
PROGRAM:
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
FAC I LIT1 ES MA1 NTE NANC E
ACCT NO. 0015060
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the community.
PROGRAM ACTIVITIES:
Building Maintenance: Perform repairs and alterations as required to maintain and operate City facilities at a
professional level. Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability.
Remodel and/or renovate City facilities to accommodate programmatic changes for City departments. Provide
assistance in the relocation of staff and/or office furnishings as required. Implement and manage a preventative
maintenance program for major mechanical systems, roofing and painting.
Custodial Services: Provide professional level custodial services for all City facilities by utilizing City staff in the
major buildings and contract services in the smaller buildings.
Contract Maintenance:
plumbing, electrical) construction projects, and custodial services.
Property Management: Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as
liaison with property owners to ensure facilities meet City requirements.
Prepare and administer contracts for all building maintenance services (Le., HVAC,
WORKLOAD STATISTICS:
Building Maintenance:
1. Total Building Space Maintained (Sq. Ft.) 333,728 333,728 333,728 465,728
Custodial Services:
BW98-9999-00
~~98-99~
1. Total Custodial Space Maintained (In-House) 184,447 161,820 184,447 316,447
2. Total Custodial Space Maintained (Other) 85,700 108,327 85,700 85,701
Contract Maintenance: BBw99-00
1. Total Custodial Space Maintained (Other) 63,581 63,581 63,581 63,581
Property Management:
1. Total Leased Space
~~w~
19,680 19,680 19,680 19,680
177
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015060
KEY ACHIEVEMENTS IN FY 1998-99:
1.
2.
3.
4.
5.
Fire Station No. 3 Renovation
Community Swim Complex - ADA Remodel
Fire Stations No. 1, 2, & 3 - Overhead Doors Replacement
Fire Station No. 1 - Shower Stalls Repairs
Community Swim Complex - Modular Furniture Installation
SIGNIFICANT CHANGES:
The Secretary and Senior Office Specialist positions currently assigned to the Oak Avenue facility were transferred
from the PW Administration budget to the Street Maintenance (50%) and Facilities Maintenance (50%) budgets.
Three custodian’s were added; two for the new library and one for the Faraday building.
.
178
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
ACCT NO. 1605023
ACTUAL ACTUAL BUDGET BUDGET
$ 307,051 $ 285,047 $ 332,494 $ 289,560
_-- I I 1996-97 I 1997-98 I 1998-99 I 199400 I
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Street Tree Division provides maintenance to all trees in the public right-of-way, parks, open space areas, and
at City facilities.
PROGRAM ACTIVITIES:
Street Trees: This division program provides maintenance for over 21,000 trees on City right-of-ways. The
Maintenance consists of pruning, planting, removal and root pruning. The division annually responds to 500+ street
tree work order/requests, removes 50+ trees, and plants over 100 trees.
Contractual Tree Maintenance: Provides an on-going program for contracting, administering and overseeing the
street tree maintenance program beyond the scope of the division.
Weed Abatement: This program involves the treatment of undeveloped right-of-way and open space areas for weed
growth removal. The activities include herbicide application, and cultural practices to eliminate weed growth.
Hosp Grove Maintenance: Program currently involves quarterly maintenance of Hosp Grove. Work consists of
clean-up, recruiting volunteer and grant assistance and removing hazardous trees.
WORKLOAD STATISTICS:
Street Trees: Contractual Tree Maintenance:
1. No. of Work OrderslCitizen 587 950 1,328 1. No. of Trees 92 85 24
2. No. of Trees Trimmed: 715 694 770
3. No. of Trees Removed: 30 44 61
4. No. of Trees Planted: 47 130 54
96-97 97-98 98-99 96-97 97-98 98-99
Requests Completed: Pruned:
Weed Abatement: Hosp Grove Maintenance:
96-97 97-98 98-99 96-97 97-98 98-99
1. No. of Right-of-way Miles 55 55 45 1. No. of Probation 0 0 0
Treatedhlaintained: Hours:
Herbicide Applied: CCC Hours:
2. No. of Gallons of Mixed 2,760 3,200 2,500 2. No. of Volunteer/ 0 0 0
3. No. of Regular 300 260 300
Hours:
SIGNIFICANT CHANGES:
I
None.
179
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
GMNU mAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
ACCT NO. 1615024
1996-97 1997-98 1998-99 199800
ACTUAL ACTUAL BUDGET BUDGET
$ 164,948 $ 146,406 $ 177,753 $ 175,520
21 0,495 210,312 255,175 270,524
18,675 0 0 0
$ 394,118 $ 356,/18 $ 432,928 $ 446,044
2.89 2.68 2.50 I 2.70
1.00 1 .oo 1.00 I 1 .oo
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to redevelopment landscape
improvement areas.
PROGRAM ACTIVITIES:
.
Medians: Maintain on a weekly basis 44+ acres of landscaped medians. Maintenance includes trash pick-up, weed
control pruning, planting, pesticide application, removals, replanting and irrigation repairladjustment.
Contractual Median Maintenance: Provide on-going program for contracting, administering and overseeing median
maintenance for 20+ acres of City medians.
Streetscape Maintenance: Maintain approximately 7.5 acres of high maintenance areas including planter boxes,
downtown fountain, pond, landscape pockets and parking lots. Maintenance activities consist of litter control, weed
control, pruning, planting, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain
maintenance and related duties with streetscape improvements.
WORKLOAD STATISTICS:
959696-97
I. Acres Maintained 48 48
2. Acres Maintained 35 36
3. Acres Maintained 8 8
(Medians)
(Contractual)
(Streetscape)
97-98
48
38
8
98-99
48
38
8
SIGN I FlCANT CHANGES :
None.
180
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City which provides continuous repair and maintenance
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per milehour charge by class of vehicle generate revenues to this department. This program
involves all facets of vehicle repair, maintenance and parts, ensures that adequate supplies of fuel and oil are
available to operating departments, maintains a City-owned and operated vehicle wash, administers the collection
and disposal of hazardous waste generated by City departments, and oversees the collection of used oil and
batteries from Carlsbad citizens and disposes of same in accordance with County and State regulations. The fleet is
comprised of 238 vehicles and 130 other pieces of equipment.
PROGRAM ACTIVITIES:
Repair and Maintenance: Provide routine preventative maintenance and repairs for the fleet; inspect vehicles
required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as
necessary; make road calls for units disabled in the field.
Auto Parts: Secure needed items for the maintenance and repair of the fleet through cooperative buying with other
cities or through State Net Discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
Fuel and Oil: Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other
agencies; maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the
Carlsbad Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
Repair and Maintenance:
1. Preventative Maintenance
2. BIT Inspections
3. Smog Inspections
4. Shop Repairs
5. Vendor Repairs
6. Emergency Road Repairs
97-98
71 8
98-99 99-00
720 730
80 80 80
58 68 68
680 620 600
274 310 300
52 50 50
181
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
WORKLOAD STATISTICS (continued):
Auto Parts:
1. Parts Items in Inventory
97-98
4,279
PAGE TWO
ACCT NO. 6205060
98-99 99-00
4,000 4,500
2. Dollar Amount in Inventory $60,085 $60,000 $60,000
Fuel and Oil:
1. Gallons of Fuel Used - City 240,307 253,000 260,000
2. Gallons of Fuel Used - Other 36,696 200,000 50,000
97-98 98-99 99-00
KEY ACHIEVEMENTS IN FY 1998-99:
Upgraded underground fuel storage tanks to comply with state standards.
SIGNIFICANT CHANGES:
Fleet began supplying diesel fuel to Coast Waste Management in December 1998, on a temporary basis, which
significantly impacts fuel usage, expenditures, and revenues for FY 98-99. This arrangement is not expected to
continue into FY 99-00.
182
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
ACCT NO. 6215061
1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
MAINTENANCE 8 OPERATION 883,893 759,511 64,100 97,544
CAPITAL OUTLAY
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or
special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance: Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and
establish an average replacement charge by unit class.
Specification Writing: Write specifications for the purchase of replacement units combining the needs of the users
and economic reality of the City.
Purchase and Disposal: In partnership with the Purchasing Department, buy replacement units through the public
bid process or in cooperation with other public agencies through cooperative purchasing programs. Arrange for the
public auction of replaced units or sell them to other interested public agencies or special districts.
WORKLOAD STATISTICS:
Vehicles / Equipment Acquired:
estimate
44 46 59
Vehicles / Equipment Disposed: 22 39 59
Total Units in Fleet: 360 367 367
SIGNIFICANT CHANGES:
None.
183
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
Community Services and Park Development will assist the "Project Oversight Committee" in developing a municipal
golf course.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Continue Land Manaqement Plan: Maintain the 1.
proposed golf course property to retain the viability of
the project development.
Develop Golf-Related Commercial Concepts: 1.
Project Processing: Begin environmental proces- 1.
sing through USF&W, CDF&G, Coastal Commission.
2.
3.
4.
"Land Management Program": -
a. Prevent further encroachment of existing
habitat.
b. Identify and eliminate insignificant patches
of habitat.
c. Remove unprotected and insignificant
native vegetation from project footprint.
Analyze the potential for commercial uses on the
golf course.
Preparation, review and analysis of proposed
golf course plan.
Retain environmental consultant and process
EIR.
Process approvals for the golf course.
Meet with Golf Course Steering Committee on a
regular basis.
SIGNIFICANT CHANGES:
None.
184
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARlO U S
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
This newly-formed department is responsible for preventative maintenance, repair and operations of all City and
Water District infrastructure to include City streets, water and sanitation systems, and management of the City’s
Solid Waste Program.
PROGRAM ACTIVITIES:
C
Adm
185
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARlO US
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
SUMMARY
KEY ACHIEVEMENTS FOR 1998-99:
Maior Street Maintenance:
Street Maintenance:
Street Lighting:
Solid Waste Management:
Water and Wastewater Enterprise: Completed updated inventory of all water and wastewater fixed assets.
Completion of a major curb, gutter, and sidewalk replacement program.
Continued to maintain growing and aging infrastructure to the exemplary level
expected by our customers within existing resources.
Completed installation of anti-perching spikes on the street lights and arms
which hang over the pedestrian walkways along the sea wall.
Executed Household Hazardous Waste Facility Use Agreement with the City of
Vista for household hazardous waste disposal by Carlsbad residents.
Developed rate model to more accurately determine rates and charges for
services, and to maintain an appropriate fund balance.
Prepared presentation of Phase II of Recycled Water Program; Board approved
spending plan for Phase II and development programs for research of local
water resources.
Completion of water line replacement on Jefferson Street from Las Flores to
Marron Road including complete re-paving of road surface.
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivew of toD-auality services to our Community.”
Continuously improve work processes through the use of best technology, information-sharing, effective cross-
departmental teams and all City resources.
0 Implement Maintenance Management Program.
Implement innovative, cost-effective delivery of City services via publidpublic and publidprivate partnerships; non-
profit organizations; enterprise services; and through regionalization and consolidation.
Develop Solid Waste Strategy.
Construct, maintain and operate facilities that support top-quality service delivery in conformance with City budgets
and standards.
0 Continue providing topquality customer service throughout the year and to complete the La Costa head retro-fit
program.
“Create diverse, broad-based economic strategies to ensure the financial health of the Community and the
City.”
Develop, maintain and enhance highquality standards in development, City services, communications. and fiscal
policies that result in a high quality of life that supports economic health.
0
Develop and implement a comprehensive financial plan that provides revenues to maintain high quality service,
protects local revenue resources, promotes private sector economic growth, promotes responsible cost management
and enhances revenues and reduces costs.
0
“Enhance educational opportunities and school facilities for all segments of the Community.”
Provide and develop programs that result in a City workforce which has the knowledge and skills needed to excel on
their job.
0
Enhanced Storm Water Management Program.
E-commerce via interactive web site; i.e., water, trash, sewer fees.
Enhanced Customer Service Initiatives (SIT).
186
PROGRAM: MAJOR STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
ACTUAL
93,691
_-
BUDGET BUDGET
$ 228,097 $ 188,890
1996-97
22 1.45 1
. __
338,650 351,170
I-
-. .
--
0.00
455,310
0
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
FULL TIME POSlTtONS
HOURLYFTE POSITIONS
GAS TAX REVENUE
GENERAL FUND
0.00 0.00 0.00
315,142 0 0
0 566.747 540.060
WORK PROGRAM:
ACTUAL
$ 154,001
301,309
0
ACCT NO. 0016353
1997-98 I 1998-99 I 199900 I
O1 O1 O1 I I
$ 453,3161 $ 315,142 I $ 566,14/ I $ 540,060
5.00 I 5.00 I 5.00 1 4.00
Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Street Sweeping: Sweep 1,240 curb miles of Carlsbad streets.
Cement Repairs: Annually repair and replace broken and raised curbs, gutters and sidewalks.
Asphalt Repairs: Extend life of streets and provide a smooth and safe driving surface.
PERFORMANCE MEASURES:
Street Sweeping:
1. Sweep all residential streets twice each month.
2.
3.
Sweep all downtown village streets three times each week.
Sweep all commercial and major arterial streets twice per month.
Cement Repairs:
1. 250 linear feet of curb and gutter per year.
2. 25,000 square feet of sidewalk per year.
Asphalt Repairs:
1. Leveling with asphalt.
2. Base replacement.
3. Skin patching.
4. Repair utility cuts.
5. Crack fill.
KEY ACHIEVEMENTS IN FY 1998-99:
Completion of a major curb, gutter, and sidewalk replacement program.
SIGNIFICANT CHANGES:
None.
187
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
ACTUAL
$ 846,305
ACCT NO. 0016355
ACTUAL BUDGET BUDGET
$ 876,652 $ 913,476 $ 929,390 PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
U TOTAL
FULL TIME POSITIONS
HOURLYFTE POSlTtONS
1996-97 I 1997-98 I 1998-99 I 199900 I
I I
$ ,I $ 1, $ 1, s 1,
15.00 15.00 15.00 17.25
1.00 1 .oo 3.50 3.00
564,909
17,922
740,910
42,833
880,040
18,600
801,141
17,200
WORK PROGRAM:
The Street Maintenance Division’s major program is Street and Roadside Maintenance, scheduled and performed to
provide a high level of maintenance for infrastructure and maintained to insure safe and efficient circulation and
utility systems.
-
PROGRAM ACTIVITIES:
Roadside Maintenance: Roadside Maintenance activities consist of litter pick-up, debris hauling, sidewalk repair and
guardrail maintenance.
Drainaae System Maintenance: Maintain, clean and repair the City’s drainage system.
City Sinn Maintenance: Fabricate, install and maintain all traffic, street name and special signs throughout the City.
Respond to Traffic Engineering work orders and special sign requests. Conduct visual and retro-reflectometer once
a year in conjunction with the Division’s Safety Inspection Program.
PERFORMANCE MEASURES:
Roadside Maintenance:
1.
2.
3. Recycle concrete and asphalt
4.
Two (2) part-time employees will pick up over 200 cubic yards of litter from City right-of-ways. This program is
supervised by City staff (funded by Solid Waste).
Continue maintenance and repair of 25,263 lineal feet of guardrail, as needed.
Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims (funded by Gas
Tax)
Drainaae System Maintenance:
1.
2.
Annually schedule the cleaning and maintenance of 3,600 catch basins. Work will be completed from August
through October, to ensure proper flow and run-off during winter storms.
Schedule annual cleaning of 20,105 lineal feet of open drainage channel. Work will be scheduled from August
through October.
City Sign Maintenance:
1.
2.
3.
4.
Maintain and repair as needed, the 7,500 signs throughout the City
Fabricate and install special order signs as requested.
Timely response to Traffic Engineering work orders.
Annually conduct visual and reflectivity tests on 1,550 warning signs and 3,500 regulatory signs to insure proper
and safe signage throughout the City.
188
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
ACCT NO. 001 6355
KEY ACHIEVEMENTS IN FY 1998-99:
Continued to maintain growing and aging infrastructure to the exemplary level expected by our customers within
existing resources.
SIGNIFICANT CHANGES:
The secretary and senior office specialist positions currently assigned to the Oak Avenue facility were transferred
from the PW Administration budget to the Street Maintenance (50%) and Facilities Maintenance (50%) budgets.
Includes .25 of a management analyst position transferred from Public Works Administration.
189
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370
'FULL TIME POSITIONS I 0.50 1 0.50 1 0.50 I 0.50
HOURLYFTE POSITIONS 0.00 I 0.00 1 0.50 I 0.50
WORK PROGRAM:
Maintain the City's traffic signal system. Provide a high-level of maintenance for infrastructure. Maintain safe and
efficient circulation and utility systems. Maintain a clean City through the removal of litter and graffiti.
PROGRAM ACTIVITIES:
Operations: Perform plan checking and field monitoring during construction of new traffic signals for conformance
with City and Caltrans standards. Coordinate with traffic engineer on signal timing adjustments. Coordinate
underground service alert mark-outs for all existing signal systems.
Maintenance: Perform monthly check of Opticoms (emergency preempt equipment) now installed at all signalized
intersections and coordinate repairs, if necessary. Provide monthly inspection of all traffic signal systems through a
comprehensive maintenance contract and miscellaneous agreements with the State of California, Department of
Transportation.
Administration: Administer traffic signal maintenance agreement.
WORKLOAD STATISTICS:
1. City-Owned and Maintained Signals:
2. Caltrans-Owned and Maintained Signals:
3. City-wned and Caltrans-Maintained Signals:
4. Total Signals within the City:
Estimated
96-97 97-98 98-99 -- -
71 82 89
9 12 14
7 7 8
87 94 103
190
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS
KEY ACHIEVEMENTS IN FY 1998-99:
PAGE TWO
ACCT NO. 0016370
During FY 1998-99, we have upgraded three intersections to polycarbonate to eliminate corrosion along the beach;
replaced Illuminated street name sign panels at four intersections; upgraded the prom module and program chip at
ten locations; replaced old, worn, conflict monitors at 20 signals; and upgraded 20 eight-inch heads to the more
visible 12-inch heads complete with a red LED fixture. In addition to these programs, and with funding from the CIP,
we completed retrofitting the entire signal system with ADA approved pedestrian push buttons.
KEY GOALS FOR 1999-00:
During FY 1999-00, we plan to continue the programs from FY 1998-99. In addition, we will also replace one
deteriorated signal cabinet, perform underground conduit and conductor repairs at El Camino Real and Plaza Drive,
and begin a program to paint deteriorated facilities throughout the City.
--
SIGNIFICANT CHANGES:
None.
191
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PERSONNEL
ACCT NO. 1626357
1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 229,584 $ 235,890 $ 235,016 $ 225,800
MAINTENANCE & OPERATION 41 7,236 438,285 484,937 490,885
CAPITAL OUTLAY
WORK PROGRAM:
Maintain a safe, modem street lighting system. Provide a high level of maintenance for infrastructure. Maintain safe
and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Maintenance and Operations: Oversee the maintenance and operations of the City street lighting system.
Coordinate between citizens and SDG&E for the maintenance of utility owned street lights within the City. Coordinate
between developers and SDG&E for energizing new lighting systems. Provide expertise to City inspectors during
inspection of lighting systems. Coordinate Underground Service Alert markouts for street light and traffic signal
systems. Maintain as-built records of City street light system for future maintenance. Perform routine night
surveillance. Incorporate street light numbering system. Check proposed improvement plans for conformance with
City standards regarding street light, storm drain, and traffic signal systems. Coordinate with Planning, Engineering,
and Engineer's of Work to ensure that departmental needs are met.
Administration: Administer Buena Vista Channel
Maintenance District and Lighting and Landscaping District No. 1. Continue mapping and updating expenditure and
reassessments for the Lighting and Landscaping District.
Prepare annual audit of City's street lighting assessment.
WORKLOAD STATISTICS:
Estimated
96-97 97-98 98-99
4,808 5,318 5,858
1.
2.
City owned and maintained street lights:
Number of street light repairs made:
from calls: 442 51 1 551
from surveillance: 439
TOTAL: 881
51 7
1,028 - - 558
1,109
3. Number of emergency traffic signal repairs done:
537 507 517
KEY ACHIEVEMENTS IN FY 1998-99:
Completed the installation of anti-perching spikes on the street lights and arms which hang over the pedestrian
walkways along the sea wall.
192
PROGRAM: STREET LIGHTING PAGE TWO
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
KEY GOALS FOR 1999-00:
We plan to continue providing top-quality customer service throughout the year and to complete the La Costa head
retro-fi t program .
SIGNIFICANT CHANGES:
None.
193
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS
BUDGET
$
ACCT NO. 1636312
BUDGET
O$ 0 PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ND mAL
FULL TIME POSITIONS
HOURLYlFTE POSITIONS
1996-97
ACTUAL
$ 0
203,783
0
$ 203, f 83
0.00
0.00
1997-98
ACTUAL
$ 0
7,048
0
$ f ,048
0,00
0.00
I 7,590 I
OI OI
0.00 I 0.00
0.00 I 0.00
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually an accumulated total of $100,000. The monies are placed in a fund to cover the costs of major
dredging of the creek, which could occur every four years. The second major clearing was completed in March of
1997.
PROGRAM ACTIVITIES:
Administration - Special Proiects: Administer the Buena Vista Channel Maintenance Assessment District.
Operations - Endneering Department: Monitoring and periodic clearing of the overgrowth and silt within the channel
area.
SIGNIFICANT CHANGES:
None.
194
_-
.-
. ... PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 1,996,908 $ 2,327,089 $ 2,710,457 $ 1,854,565
12,131,617 12,455,777 14,182,255 14,8 12,357
28,079 120,787 529,199 179,000
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers), and recycled water service to 116 sites Citywide. The
District purchases 100% of its potable water as treated water from the Metropolitan Water District and the San Diego
County Water Authority. Recycled water is purchased from the Vallecitos and Leucadia Water Districts who own
and operate their own water reclamation facilities.
PROGRAM ACTIVITIES:
Operations 8 Maintenance: Provide safe and efficient circulation of water and recycled water utility systems and a
high level of maintenance for infrastructure to include storage facilities, transmission distribution pipelines and
reservoirs.
Meter Services: Collect customer usage data for billing of all water customers and provide requested customer
service for water utility customers and assistance with account maintenance.
Account Maintenance: Provide information and customer service in support of meter services and the utility billing
divisions.
Cross Connection Control: Provide recycled water customer with information regarding use site requirements and
to insure City/district compliance with State-mandated regulations.
PERFORMANCE MEASURES:
Operations 8 Maintenance:
0 Operate and maintain 340 miles of transmission and distribution pipelines.
Operate and maintain 13 reservoirs totaling 54 million gallons of storage capacity and Maerkle Reservoir with a
capacity of 600 acre-feet (195 million gallons).
Maintain and test 2,300 fire hydrants and continue valve maintenance program.
Continue development of Phase II of the Recycled Water Program.
Review and, if needed, update Wastewater Rate Model to insure appropriate rates and fees.
195
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310/5026310
PERFORMANCE MEASURES (continued):
Meter Services:
0
0
0
0
Collect usage data and maintain 20,100 potable and 116 recycled water meters.
Install utility services for new development.
Investigate water consumption issues in response to customer requests.
Implement Single-Jet Large Meter Replacement Pilot Program.
Continue development of the Automatic Meter Reading (AMR) Pilot Program.
Coordinate with Information Systems implementation of new utility billing software system.
Account Maintenance:
0 Resolve meter reading discrepancies,
0
0
0
Process accurate customer usage monthly and transmit to utility billing division for preparation of monthly utility
billing.
Process requests for relocation and/or exchanges of water meters.
Provide assistance to water customers regarding their utility accounts.
Coordinate with Information Systems implementation of new utility billing software system.
Cross Connection Control:
0 Schedules and tests for cross connections between potable and recycled water systems on both new and
existing sites.
SIGNIFICANT CHANGES:
This budget reflects the transfer of the utility billing and engineering divisions to the City’s Finance and Engineering
Departments, respectively. These figures also include budgetary consolidation of the potable and recycled water
operations.
Two utility worker positions have been added to ensure that all water valves and fire hydrants are in proper working
condition. A cross connection control technician has also been added to ensure that there is no cross-over between
the recycled water system and the potable water system.
196
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
MAINTENANCE & OPERATION
CAPITAL OUTLAY
... .
-.
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, operates and maintains the City-
owned sanitary sewer collection system which covers approximately 65% of the geographic area of the City.
Payments are made to the Encina Wastewater Treatment Plant to cover the City’s share of operating costs for
treatment of its sewage.
PROGRAM ACTIVITIES:
Operations & Maintenance: Provide a high level of operations and maintenance for infrastructure to sanitary sewer
collection mains, sewer service connections and lift stations.
Account Maintenance: Provide information and customer service in support of wastewater operations and
maintenance, and coordinate with the utility billing division for adjustments to customer accounts.
PERFORMANCE MEASURES:
Operations & Maintenance:
0
0
0
0
0
Account Maintenance:
Operate and maintain approximately 145 miles of City-owned sanitary sewer collection mains.
Operate and maintain 14,100 sewer service connections equaling 40 miles of sewer laterals.
Operate and maintain 15 City-owned lift stations.
Continue Sewer Television Manhole Inspection Program.
Coordinate with Information Systems implementation of new utility billing software system.
Review and, if needed, update Wastewater Rate Model to insure appropriate rates and fees.
Install sewage flow meters to more accurately measure flow to the Encina Wastewater Authority.
Upgrade lift station dialers to more effectively notify personnel in response to alarm conditions at lift stations.
Process accurate customer usage monthly and transmit to utility billing division for preparation of monthly utility
billing.
Resolve flow-based sewer service charge discrepancies.
Provide assistance to water customers regarding their utility accounts.
Administer wastewater pretreatment applications.
SIGNIFICANT CHANGES:
None.
197
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
ACTUAL
$ 78,865
MAINTENANCE & OPERATION
CAPITAL OUTLAY
BUDGET BUDGET
$ 69,469 $ 81,770
WORK PROGRAM:
1996-9i
ACTUAL
$ 78,770
55,099
0
$ 133,869
f 30
0.00
1997-98 I 1998-991 199900 I
1211428 I I 31,617 I
OI OI OI
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PROGRAM ACTIVITIES:
AB 939: Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous
Waste Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. Prepare and submit
reports and documents, as required.
Solid Waste: Ensure collection and disposal of solid waste generated in Carlsbad. Coordinate activities with
regional groups. Review reports from authorized
collector.
Prepare and administer the solid waste services contract.
RecvclindDiversion: Prepare and administer recycling contract. Prepare State and County grant applications.
Attend regional recycling meetings and coordinate City efforts with other agencies.
PERFORMANCE MEASURES:
AB 939:
1. Ensure compliance with mandates of SRRE and HHWE by timely implementation of programs.
2.
3.
4.
5. Attend meetings as necessary.
Solid Waste:
1.
2.
3.
4.
5. Attend meetings as necessary.
RecvclinelDiversion:
1.
2.
3.
4.
Prepare annual Solid Waste Enterprise fund budget.
Prepare and submit annual report to CIWMB.
Review / comment on relevant legislation and regulations.
Administer and monitor solid waste services contract.
Ensure collection service for 19,718 residential and 2,235 commercial customers.
Review solid waste services rate structure and establish rates annually.
Coordinate quarterly bulky item collection events.
Research and apply for appropriate grant opportunities.
Coordinate and monitor recycling programs in conjunction with the authorized collector.
Coordinate annual telephone book and Christmas Tree recycling campaigns.
Serve as liaison to outside agencies, City staff, and public on recycling issues.
198
I-
PROGRAM: SOLID WASTE MANAGEMENT PAGE TWO
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
KEY ACHIEVEMENTS IN FY 1998-99:
Executed Household Hazardous Waste Facility Use Agreement with the City of Vista for HHW disposal by Carlsbad
residents.
SIGNIFICATION CHANGES:
None.
c
I_
199
.
200
1999-2000 CAPITAL IMPROVEMENT PROGRAM
INTRODUCTION
The City of Carlsbad Capital Improvement Program (CIP) is a planning document which
incorporates the current budget for capital projects with future planned revenues and
expenditures. This year’s CIP reflects the continued commitment to constructing the necessary
facilities, in response to the current and anticipated development activity occurring throughout
the City. Projects are continuously evaluated and prioritized to ensure the City’s resources for
facilities are allocated based on a well thought out plan. The 1999-2000 Capital Improvement
Program totals $62.6 million, with projected revenues totaling $50.6 million. Development
remains strong, and this is expected to continue through 1999-2000.
As development occurs within the City, there comes a
corresponding increase in the demand for development-
related services and new facilities. To ensure that the
necessary infrastructure and facilities are built on a
schedule that meets or exceeds the needs of Carlsbad’s
citizens and businesses, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The
Growth Management Plan requires that a standard level
of facilities is available to meet the new demands, or
development cannot proceed.
The CIP is also a tool available to Council to address the
issue of resource availability weighed against the demand for facilities. This report and the
accompanying CIP documents and schedules reflect the actions taken to fulfill these needs.
A discussion of the City’s Growth Management Plan can be found at the end of this report.
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; the
Finance Department overlaid the economic forecast.
This past year, City staff evaluated all existing developments and compared
these projects to the buildout capacities of the City using adopted general
plans. Existing building activity and estimates of how remaining net
developable land might develop were used to prepare future growth
projections.
The following table shows the number of residential units used in calculating estimated
revenues for 1999-2000 and subsequent years to buildout. Approximately 15,104 units are
expected to be built from this point forward. Non-residential construction estimates are shown
in projected square feet.
201
1999-2000 CIP Growth Assumptions I Residential Non-Residential I
Year Units Square Feet
1999-2000 1,250 765,000
2000-2001 1,139 472,000
2001 -2002 1,304 450,000
1,150 656,000
2003-2004 687 644,000
Years 6-1 0 3,635 4,303,000
5,939 5,607,000 Years 1 1-2030
2002-2003
Total Future 15,104 12,897,000
Residential development for 1998-99 was projected at 1,439 building permits. However, recent
estimates anticipate over 1,700 units by the end of the current fiscal year. Construction of
residential units is expected to decrease slightly, to about 1,100 units per year for the next five
years.
Residential Units Trend
1985 to 2004
Permits Issued
3000
2500
2000
1500
1000
500
0
Non-residential development is also expected to decrease following the completion of Legoland
and most of the Carlsbad Ranch area. Major non-residential projects planned in the next few
years include several hotel, timeshare, and commercial developments.
REVENUES
Revenues for Capital Projects from now until buildout total $462.6 million and
may be segregated into four major categories: I) fees generated by
development in Carlsbad, 2) special district fees and taxes (Community
Facilities Districts and Bridge and Thoroughfare Benefit Districts), 3) Water
and Sewer replacement reserves, and 4) other sources including grants,
bond issues, and contributions from other agencies. Approximately 43.6% of all capital
revenues are received as a result of development, and are dependent upon assumptions made
about the City's annual growth in dwelling units and commercial/industriaI square feet.
Development revenues include Public Facilities Fees (PFF), Traffic Impact Fees (TIF), Park-In-
--
202
Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water Connection Fees (MFF), and
Sewer Connection charges. Existing and proposed Community Facilities District and Bridge
and Thoroughfare Benefit District revenues comprise 18.1 % of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 16.8% of total revenues,
and the remaining 21.5% are related to Federal & State grants, license tax on new construction,
the County sales tax program (Transnet), San Diego Gas & Electric funding, and contributions
from other agencies.
Funding Sources 1999-2000 to Buildout
Total Revenue = $462.6 million
Other 21.5%
WaterISewer I
43.6% Districts
18.1 %
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues.
The mix of multi-family and single-family residential units was assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
shown in current plans for each Local Facilities Management Zone. The
building permit valuation used for computing Public Facilities Fees was
$89,500 per multi-family dwelling unit, and $1 75,000 per single-family
dwelling unit. A building permit valuation of $38 per square foot of
construction is used to calculate non-residential Public Facilities Fees.
In order to calculate estimated revenues for Traffic Impact Fees (TIF), the number of average
daily trips was computed for each type of 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 $87. The trips-per-day value for commercial
and industrial buildings was averaged at 32 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 commerciaMndustriaI trip was
$35, the current TIF.
203
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 Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district. CFD #3 is a proposed district for the funding of Melrose
Drive and Faraday Avenue extensions.
There are two existing and one proposed Bridge and Thoroughfare Fee District included in this
year’s CIP. BTD No. 2 (Poinsettia Lane - Aviara Parkway) was formed to finance the
construction of Poinsettia Lane between Aviara Parkway and El Camino Real and Aviara
Parkway between Palomar Airport Road and Poinsettia Lane. BTD No. 3 (Cannon Road West)
was formed to fund portions of Cannon Road from Interstate 5 to El Camino Real. A proposed
BTD No. 4 is being considered as the financing mechanism for College Boulevard and Cannon
Road extensions east of El Camino Real.
CAPITAL PROJECTS
Project construction is reliant upon the availability of capital and operating funds in addition to
established Growth Management requirements for facilities. Wherever project scheduling
changes were proposed, projects were evaluated and prioritized, using compliance with the
Growth Management Plan as the most important factor. The acceleration of street projects
which will improve traffic flow in the industrial corridor was one of the results of this evaluation
process. The proposed scheduling of park projects also reflects changes made as a result of
this analysis.
Growth Management requirements and the availability of revenues has resulted in the highest
level of planned capital spending in the last ten years, as shown on the following chart
(appropriations include amounts brought forward in each year).
Planned Capital Spending - Last Ten Years
$160,000,000
$1 40,000,000
$120,000,000
$1 00,000,000
$80,000,000
$60,000,000
$40,000,000
$20.000,000
$-
204
CAPITAL PROJECTS 1999-2000 TO BUILDOUT
The CIP for 1999-2000 to buildout outlines approximately 164 future projects at a total cost of
$438.6 million.
CIP Expenditures by Category
1999-2000 to Buildout
Total Expenditures = $438.6 million
Parks Other 16.1% 5.8% Drainage
5.3%
Water
9.2% Civic
18.8% Sewer
14.1 %
Streets
30.7%
The largest expenditure category is for street, traffic signal and interchange projects at $134.4
million, or 30.7%, of the total. Included are the construction of several major roadways which
will add east-west connections and improve the flow of regional traffic as well as local traffic
throughout the City. Several of these roads will provide additional routes to the neighboring
cities of Oceanside. Vista and San Marcos.
Following is a list of major street projects in the 1999-2000 to Buildout CIP:
0
0
0
0
0
0
Faraday Avenue to Cannon Road
Faraday Avenue and Melrose Drive Extensions east of El Camino Real
Poinsettia Lane to El Camino Real
Poinsettia Lane east of El Camino Real
Cannon Road to El Camino Real
Cannon Road and College Boulevard East of El Camino Real
Rancho Santa Fe Road to San Marcos and Encinitas
The second largest level of expenditures at $83.2 million, or 19% of the total planned capital
expenditures, is construction and maintenance of City facilities such as libraries, administrative
facilities and police and fire facilities. The South Carlsbad Library is currently under
construction, and is expected to open in September 1999.
205
This 64,000 square foot facility is estimated to meet the City’s needs up to a population of
100,000 residents. Upon completion of the South Carlsbad Library, the
Cole Library, located at the north end of the City, will undergo renovation.
The Capital Improvement Program includes funds to reconstruct and
expand this facility in future years. Additional facilities include the Faraday
Administrative Offices which are expected to be completed by September
1999, as well as a Public Works Center scheduled for construction next b3 year. A new City Hall is planned for construction in the future; the timing
and location have not been determined.
The third largest expenditure category is for park projects totaling $70.7 million, or 16.1 %, of the
total. Park projects include acquisition and development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Acquisition and Development
Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Park Acquisition and Development
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II
Zone 19 Park Development
Zone 19 Park Community Center
Alga Norte Park Development
Alga Norte Pool
Leo Carrillo Park Development
In addition, a business park recreational facility in the industrial area is planned, as well as the
Carlsbad Municipal Golf Course.
Sewer projects total almost $61.9 million, and include the construction of the South Agua
Hedionda interceptor, the VistdCarlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina
Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The
largest of these projects is the Vista/Carlsbad interceptor; construction will occur along
Jefferson Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street
to the west side of the railroad right-of-way, and is expected to span over several years.
Water projects total about $40.3 million (9.2%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane,
El Fuerte, and along El Camino Real. The 1999-2000 to buildout CIP also includes funding for
sea water desalination and other water resource development programs.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(1 999-2000 to Buildout) Projects schedule following the narrative.
206
.. .
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
Librarv Facilities - Construction of the South Carlsbad Library is over 80% complete,
with the opening planned for September 1999. The Cole Library is scheduled to undergo
remodeling upon the completion and opening of the new library in the south.
Faraday Administrative Offices - The City currently has several administrative facilities
located in different areas throughout the City which are no longer able to accommodate
current and anticipated space needs. The Faraday Building is currently under
construction, and will be used by staff from Public Works, Community Development, and
Administrative Services. This consolidation will improve customer service by providing a
single location to serve the development community. Relocation to the new building is
planned for the fall of 1999, once construction is complete. In addition to improved
customer service, it is expected the consolidation will improve efficiency and
interdepartmental communication.
Public Works Center - Design of a new Public Works Center is underway, and
construction could begin in 1999-2000. This facility, located next to the Safety Center,
will include a purchasing warehouse, general offices, and yard facilities for the Public
Works Departments.
Carlsbad Municipal Golf Course - Environmental permits are
currently being processed for the City's 250 acre golf course
located in the industrial corridor directly south of the future
Veterans Memorial Park. Once approved, development of the golf
course will proceed. - 'U
Coastal Rail Trail - The Coastal Rail Trail is a non-motorized multi-modal trail in the
railroad right-of-way between Oceanside and downtown San Diego. Once built, the trail
will be 44 miles long and will accommodate bicycles, joggers, rollerbladers and
skateboarders. The current CIP includes funding for construction of the section
between the Oceanside Transit and Encinitas Coaster stations.
Streets - Several large street construction projects are planned for the next 5 years as
shown on the following map. The extensions of Cannon Road and Poinsettia Lane to
El Camino Real and Faraday Avenue to Cannon are all located west of El Camino
Real and are being constructed primarily as a result of residential developments in
those areas. College Boulevard and Cannon Road extensions to the east and north,
as well as Faraday Avenue and Melrose Drive extensions, are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening and
realignment of Rancho Santa Fe will improve regional and local traffic flow generated in
the southern part of the City.
207
Proposed
Major Road Projects
RAILROAD
MAJOR ROAD
c
PROJECTS
Leo Carrillo Park - The master plan of Leo Carrillo Park is complete, and the
development of phase two is scheduled to begin in 1999-2000 on
this 10.5 acre site. Park development will consist of parking lots,
restrooms, walkways and large group picnic facilities. The general
theme for this park will be passive in nature with the option for
interpretive programming .
Northeast and Northwest Quadrant Parks - The City has
accelerated plans for park facilities. In 1999-2000 there are plans
to purchase land for future park sites in both the northeast and
northwest quadrants, with development of those sites in the years
to follow. These parks will include ball fields and other recreational
amenities.
Alga Norte Park - This park will include the development of 30
acres in the Southeast Quadrant with amenities such as ball fields,
soccer fields, tennis courts, picnic areas, tot lots, restrooms and parking facilities.
Design is planned for 2001-2002 with construction in the years to follow.
Zone 19 Park - Construction is expected to begin in approximately three years on this
24 acre site located in the southwest quadrant north of Poinsettia Lane and west of El
Camino Real. This park may include ball fields, soccer/football fields, basketball and
tennis courts, tot lots, and picnic areas.
208
c
0 Poinsettia Park Phase II - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Amenities may include a community center/gymnasium,
enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
0 South Carlsbad Villaae Storm Drain - Construction of the South Carlsbad Village Storm
Drain from Oak Avenue to the Agua Hedionda Lagoon along the easterly portion of the
northern San Diego railroad right-of-way will control flooding and standing water along
its route.
0 South Aqua Hedionda Interceptor - This interceptor sewer includes a sewage lift station
and force main, and will provide sewer service to those areas generally tributary to the
south side of the Agua Hedionda Lagoon. Construction will occur along Cannon Road
from Leg0 Drive to El Camino Real and along Faraday Avenue from Cannon Road to
the existing Faraday Avenue. The following phase will begin at Cannon Road and El
Camino Real and proceed east to the Raceway Property. The design for this project
has begun and will continue into next year; construction could begin in the following year
(2000-200 1 ).
0 Vista/Carlsbad Interceptor - The Vista/Carlsbad Interceptor project involves installation
of a new and upgraded sewer trunk line through the downtown portion of Carlsbad to
the Encina Water Pollution Control Facility. The interceptor will run along Jefferson
Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to
the west side of the railroad right-of-way. This project is required to handle buildout
flows and replace deteriorated pipeline, and is funded in part by the City of Vista.
SUMMARY
The proposed 1999-2000 to Buildout CIP continues to reflect an aggressive plan for new
facilities. It is being driven by the continued pace of development and the need to insure that
facilities are available to service the developing areas as well as the current residents.
Significant progress is being made to construct major traffic circulation projects in response to
current and future development.
Carlsbad’s philosophy has been to build quality capital facilities which meet, and at times
exceed, Growth Management standards. Practices such as phasing projects over a period of
years to match funding availability as well as maximizing the use of available resources, have
been implemented in order to meet the needs of Growth Management. The 1999-2000 to
Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff
to continue providing its residents with a better quality of life.
209
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
- Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the
adopted performance standards, as development occurs. Unless each of the eleven public
facility standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital
Improvement Program. The detailed level of planning required by Growth Management has
allowed Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed
by the rate of development and the 11 performance standards. New public facilities often
require additional staffing and other resources, which affects the Operating Budget. Facilities
such as community centers, parks, and fire stations have been constructed and opened to the
public under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 1999-2000 CIP, compliance with the Growth Management
Plan is assured.
210
--
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January I, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1.
2.
3.
4.
A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
The fee must be segregated from the General fund. Carlsbad segregates all capital funds
not only from the General fund, but also each classification of fee as well.
Fees collected by a city or county must be spent or committed to a project within a five year
period. Funds are viewed to be committed if they are programmed to be spent on a specific
project@). If the money is not spent, findings must be made describing the continuing need
for that money each fiscal year after the five years has expired. The City of Carlsbad
commits the revenues from these fees through its Capital Improvement Program budget.
This budget, which is adopted by the City Council, sets forth the City's Capital expenditure
program from the current year to projected build out of the City. The expenditure plan is
updated annually as part of the City's budget process.
Refunds must be made only if the City cannot make the required findings. At this time, no
refunds are due because the City's Capital Improvement Program commits all AB 1600 fees
to projects to be constructed both in the current year and in the future.
21 1
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
JULY 1,1998 ESTIMATED ESTIMATED JUNE 30,1999
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES & OTHER BALANCE
GENERAL CAPITAL CONST. 3,818.164 2,554,079 1,454.084 962.497 3,955,662
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13.16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HlGHWAY
TRANSNET/BlKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFDX2
* CFD#3
BTW2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGEEANNON
FEDERAL GRANTS
SDG 8 E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
WATER - RECYCLED WATER
313,487
2,807,608
21,723,652
4,181,832
2.586.877
884.629
677,195
1,835,280
3,696,442
3,185,062
1,200.890
26.283
1,274.359
373,253
96,942
1,859,969
1,165,262
32,691.71 1
12,849.302
0
3,091.167
523,659
0
4
0
5,273,625
886.807
19,141,077
9,705,312
1,964,996
6,118,850
8,601,526
2.132.557
6,002,296
2.614.485
7.744
1,784,016
8,082,399
470.843
11 8.022
62,686
224,712
356,184
1,962,937
8.065.776
995,386
692
33.555
73,264
209.1 15
141,078
17,155,045
12,378,831
7,407,202
0
355.261
2.671.478
0
245,000
0
721,068
2,943,525
4,960.609
7,450,269
888,803
4.957,607
9,959,060
68.290
1,550,194
73,381
1,242,269
2.757.116
4,337.178
0
0
18.900
0
1,828,336
2,003,739
2,000,263
0
0
138,889
267,536
1,727,866
11,884,665
20,448.689
1,486.845
0
648,490
1,972.040
0
78,776
0
216.046
625.962
1,267,061
758.368
264,962
2,513,526
1,616,817
33,832
665,338
0
942,310
0
0
0
0
0
0
750,000
0
0
0
0
0
0
0
0
169,743
0
0
40,000
15,872
0
0
0
0
0
1.1 16.426
0
160,000
1.177.344
42,351
0
0
0
247,850
2,407,045
27,048,935
31 5,497
2,704.899
947,315
883.007
2.1 91,464
3,081,043
9,247,099
196,013
26,975
1,307.914
307,628
38,521
273,181
6,435,642
24,452.110
18,769,659
0
2.757,938
1,207,225
0
166.228
0
5,778,647
3,204,370
21,718,199
16,397,213
2,428.837
7,385.587
16,901.41 8
2,167.015
6,887,152
1,333,808
163,304,560 99,698,505 64,455,427 5.376543 193,171,095
~. I 843,776 2.1 24,453
TOTAL
* PROPOSED DISTRICTS.
212
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 1999-2000
JULY 1,1999
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 3,955.662 7,250.00C
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PIL AREA 1 NW __ PILAREA2NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/HlGHWAY
TRANSNETIBIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD P1
CFD M
CFD #3
BTW CANNON ROAD WEST
BTDW COLLEGECANNON
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
--
I TRANSNETnOCAL
__
_- BTWZ POINS. LN-AVIARA PKWY
- SDG&E
WATER - RECYCLED WATER
-
247.850
2,407.045
27,048.935
315,497
2,704,899
947,315
883,007
2,191,464
3,081,043
9,247.099
196.01 3
26,975
1,307,914
307,628
38.521
273,181
6.435.642
24.452.1 10
18,769,659
0
2,757.938
1,207,225
0
166.228
0
5,778.647
3,204,370
21,718.199
16,397,213
2,428,837
7,385,587
16,901.418
2,167,015
6,887,152
1.333.808
0
0
3.829,60E
228.01 1
804.632
133,56C
292,163
55,650
1,141,922
2,500,OOC
550,000
0
0
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3.678.819
2,725,000
0
1,550.000
0
120,000
1998 - 99
CONTINUING NEW
APPROPR. APPROPR.
3.577.568 6,686.50C
107,557
1,505,050
5,068,835
24.184
0
0
219,100
0
2,220,224
8,335.896
5,855
0
0
270,905
37,665
65.517
5,938,514
14.923,214
5,135.960
0
2,491.61 1
1,131.775
0
142.055
0
813,804
2,441,733
12,821,374
2,791,323
720,405
2,628,667
1,599,569
1,818.297
1,773,700
1.180.336
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240.000
120,000
1,980,000
500,000
0
4,410,000
0
0
450.000
0
0
6,683,600
0
950,000
1,857,000
2,427,083
3,034.981
659,527
5,728,983
2,775,592
0
5,699,200
0
79.790.693 62.552.466
1999 - 00
TOTAL CIP
APPROPR.
10,264.06e
127.557
14,211.835
34.184
3,500,000
150,000
21 9.1 00
0
3,897.224
10,635.896
555.855
0
390,905
2,017,665
565,517
5,938,514
19,333,214
5.1 35,960
0
2,94161 1
1,131,775
0
6,825,655
0
1,763,804
4,298,733
15,248,457
5,826,304
1,379,932
8,357,650
4,3751 61
1.81 8,297
7,472,900
1,180,336
142.343.1 59
1,505,050
1,240,ooa
JUNE 30,2000
PROJECTED
BALANCE
941,594
120,293
901,995
16,666,709
509,324
9,532
930.875
956,069
2,247,114
325,742
1,111,203
190.1 58
26.975
67,914
36,723
856
240,363
497,128
12,235,298
13,633,699
0
58,327
175.450
0
24,173
0
4,146,305
305,637
11,026,114
12,570,909
1,998,905
2,706,755
15,251,257
348,718
964,252
153.472
101.379.839
213
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 1999-2000
1999-2000
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
1995-96 1996-97 1997-98 1998-99
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
7,250,000 GENERAL CAPITAL CONST. 2.888.993 3,000,585 1,581,221 2,554,079
18,033
79,365
4,618.487
701,492
283,688
44,222
403.682
278,736
1.101.838
1.1 55,361
103
520.948
237,167
189,854
2,596.708
277,695
269,106
10.676.209
6,085,033
0
2,289,588
26,238
0
421,036
0
863,504
253 I 024
2,823.755
2.01 4,974
593,808
2,266,441
2,185,341
127,079
1,471,758
18.471
289,482
8,562.805
1,203,795
207,517
69,997
326,350
701,093
1,691,916
4.103,007
3,310,960
1,524
98,380
321,253
45,414
293,629
9.494,392
15,184,782
2,247,234
0
213.180
291,424
0
79,745
0
1,061,677
452,181
5,200.226
1,750.325
1,073.366
3,738,617
2,506.152
254,554
1,610.623 ~. ~ 1,352,547 2,471,355
TOTAL CAPITAL FUNDS 32,542,382 49,227,405 70,456,647 99,698,505 50,551,902
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13 8 16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETLOCAL
TRANSNETMIGHWAY
TRANSNETlBlKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFW3
BTW3 CANNON ROAD WEST
BTW COLLEGUCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS (C.D,E.F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTW POINS. LN-AVIARA PM
WATER - RECYCLED WATER
20,454
42.191
3,172,700
375,038
271.399
234,755
12,911
68,857
772,544
24.122
8.503
97
660,599
82,683
21 3.661
253,417
1.037.967
7,279.245
3,017,345
0
1,265,756
408.294
0
165.994
0
488,794
0
2,669.428
1,233.895
230,676
2,442,896
1,107,737
133,308
1,415,803
542.320
7,744
1,784,016
8,082,399
470,843
118,022
62.686
224,712
356.184
1,962.937
8,065.776
995,386
692
33,555
73.264
209,115
141.078
17,155,045
12,378,831
7,407,202
0
355,261
2,671,478
0
245,000
0
721,068
2,943,525
4,960,609
7,450,269
888,803
4,957,607
9,959,060
68,290
1,550,194
843.776
0
0
3,829,609
228.01 1
804,633
133,560
292,163
55,650
1,141,923
2,500.000
550,000
0
0
120.000
1,980,000
532,699
0
7,116.403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950.000
3,678,819
2,725,000
0
1,550,000
0
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
214
--
e
ClN OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
- 1996-1997 TO 1999-2000
1996-97 1997-98 1998-99 (1 )
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 3,068,165 1,137,693 2,416,581
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13 L 16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE - PILAREA3SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL -_ TRANSNETIHIGHWAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD X1
CFD #2
CFB3
BTW3 CANNON ROAD WEST
BTDM COLLEGUCANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
_-
BTW;! POINS. LN-AVIARA PM
- WATER - RECYCLED WATER
--
26,780
252,506
1,285,908
0
0
0
301,226
0
275,234
786,134
499.666
498,066
0
251,114
2,516,379
261
279,582
3,540,881
255.722
0
83.345
17,505
421,302
0
484
0
1,334.650
187,625
151,251
2,447,648
2,170,009
20,795
462,810
19,705
768,416
474,493
28,638
0
0
3.449
0
926.582
1,751,812
1,732,856
0
0
13,684
74,694
35,816
9.994.978
5,235.076
670,688
0
589,053
246,276
0
79,475
0
255,507
98,843
1,395,000
608.373
115.641
2,595,405
1,937,045
540.536
343,806
73,381
2,184,579
2,757,116
4,337,178
0
0
18,900
0
2,578,336
2,003.739
2.000.263
0
0
138,889
267,536
1,727,866
11,884.665
20.618.432
1,486,845
0
688.490
1,987.912
0
78.776
0
216,046
625.962
2,383,487
758,368
424,962
3.690.870
1.659.168
33,832
665.338
OTHER 602,662 1,122,720 2,124,453
TOTAL CAPITAL FUNDS 21,737.710 32,796,260 69,831,970
1999-2000 1999-2000
CONTINUING NEW TOTAL CIP
1998-99
APPROPR. APPROPR APPROPR.
3,577,568 6,686,500 10,264.06E
107,557
1,505,050
5,068,835
24.184
0
0
21 9,100
0
2,220,224
8,335.896
5.855
0
0
270,905
37,665
65,517
5,938,514
14,923,214
5.1 35,960
0
2,491,611
1.1 31,775
0
142.055
0
813,804
2,441.733
12,821,374
2,791,323
720,405
2,628,667
1,599.569
1,818.297
1,773.700
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240,000
120,000
1,980,000
~.OOo
0
4,410,000
0
0
450,000
0
0
6,683,600
0
950,000
1,857,000
2,427,083
3,034,981
659,527
5,728,983
2,775,592
0
5,699,200
0
127,557
1,505,05(3
14,211,835
34,184
3,500,OOC
219,100
0
3,897,224
10,635,896
555,855
0
1,240,000
390,905
2,017,665
565,517
5,938,514
19.333.214
5,135,960
0
2,941.61 1
1,131.775
0
6,825,655
0
1,763,804
4,298,733
15.248,457
5,826.304
1,379,932
8,357.650
4,375,161
1,818.297
7,472,900
150,000
1,180,336 1.1 80,336
79,790.693 62,552,466 142,343,159
-- (1) 1998-99 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES L ENCUMBRANCES.
215
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225
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PUR ' Igg9 - 2ooo 1 BEGINNING
FUND BAL 7/1/99 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 378,094 7,250,000 6,686,500 941,594
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETIHIGHWAY
TRANSNETlBlKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTW COLLEGWCANNON
FEDERAL GRANTS
SDG & E
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTM2 POINS. LN-AVIARA PKWY
SEWER BENEFIT AREA (C-D-E-F)
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291,313
2,704,899
947,315
663,907
2,191,464
860,819
91 1,203
190,158
. 26,975
1,307,914
36.723
856
207,664
497,128
9,528,896
13,633,699
0
266,327
75,450
0
24,173
0
4,964,843
762,637
8,896,825
13,605,890
1,708,432
4,756,920
15,301.849
348.718
5,113.452
OTHER 153,472
0
0
3,829.609
228,011
804.633
133,560
292,163
55,650
1,141,923
2,500,000
550,000
0
0
120,000
1,980,000
532,699
0
7,116,403
0
0
242,000
100,000
0
6,683,600
0
131,462
1,400,000
4,556,371
2,000,000
950,000
3,678.819
2,725,000
0
1,550,000 n
20,000
0
9,143,000
10,000
3,500,000
150,000
0
0
1,677,000
2,300,000
550,000
0
1,240,000
120,000
1,980,000
500,000
0
4,410,000
0
0
450,000
0
0
6,683,600
0
950,000
1,857,000
2,427,083
3,034,981
659,527
5,728,983
2,775,592
0
5,699,200 n
120,293
901,995
16,666,709
509,324
9,532
930,875
956,069
2,247,114
325,742
1.1 11,203
1 90,158
26.975
67,914
36,723
856
240,363
497,128
12,235,298
13,633,699
0
58,327
175,450
0
24,173
0
4,146,305
305,637
11,026.1 14
12,570,909
1,998,905
2,706,755
15.251.257
348,718
964,252 - - 153,472
TOTAL 113.380.402 50.551.902 62.552.466 101.379.839
(1) BEGINNING BALANCE ON 7/1/99 IS NET OF CONTINUING APPROPRIATIONS.
226
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
FUR 2ooo - I BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 941,594 1,750,000 1,786,000 905,594
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTWW COLLEGUCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTW POINS. LN-AVIARA PKW
WATER - RECYCLED WATER
'y
120,293
901,995
16,666.709
509,324
9,532
930.875
956,069
2,247,114
325,742
1,111,203
1 90,158
26,975
67,914
36,723
856
240.363
497,128
12,235,298
13,633,699
0
58,327
175,450
0
24,173
0
4,146,305
305,637
1 1,026,114
12,570,909
1,998,905
2,706,755
15,251,257
348,718
964,252
153.472
0
0
3,333,871
118,000
351,907
198,949
296,336
555,650
893,084
1,900,000
0
755,000
0
0
104,000
44,334
0
6,451.766
0
500,000
197,360
2,000,000
0
5,024.000
700,000
565,034
3,400,000
6,051,232
1,300,000
150,000
3,149,716
2,025,000
0
1,600,000
1.210.000
20,000
0
4,689,000
0
0
150,000
0
2,800,000
672,000
1,700,000
0
755,000
0
0
104,000
0
0
110,000
5.702.400
500.000
200,000
0
0
5,024,000
700,000
260,000
3,391,000
3,918,552
4,206,645
1,059,527
1,561,226
7,796,424
0
745,900
1,210,000
100,293
901,995
15,311,580
627,324
361,439
979,824
1,252,406
2,764
546,826
1,311,203
190,158
26,975
67,914
36,723
856
284,697
497,128
18,577,064
7,931,299
0
55,687
2,175,450
0
24,173
0
4,451,339
314,637
13,158.793
9,664.264
1,089,378
4,295,245
9,479,833
348.718
1,818,352
153.472
227
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PUR 2aa' - 2aa2 1 BEGINNING
FUND BAL 7/1/2001 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 905,594 1,700,000 1,664,625 940,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNETSTP
TDA
STATE GRANTS
COUNN GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTD#4 COLLEGWCANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
100,293
901,995
15,311,580
627,324
361,439
979,824
1,252,406
2,764
546,826
1,311,203
190,158
26,975
67,914
36,723
856
284,697
497,128
18,577,064
7,931.299
0
55,687
2,175,450
0
24,173
0
4,451,339
314,637
13,158,793
9,664,264
1,089,378
4,295,245
9,479,833
348,718
1,818,352
0
0
3,754,316
60,000
497,630
825,383
304,684
55.650
963,134
2,000,000
905,000
0
0
0
0
18,982
0
6,987,748
757,781
6,180,000
1,216,400
400,000
1,200,000
0
0
692,945
400.000
2,226,126
1,300,000
150,000
3,601,716
2,025,000
0
1.650.000
20,000
0
4,339,000
0
600,000
1,800,000
0
0
447,000
1,700,000
905,000
0
0
0
0
0
0
5,810,000
8,686,673
6,180,000
1.200,000
0
1.200,000
0
0
1,600.000
355,000
6,559,991
1,141,835
159.527
2,549,808
1,515,202
0
362,000
80,293
901,995
14,726.896
687,324
259.069
5,206
1,557,089
58,414
1,062,960
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
19,754,812
2,407
0
72.087
2,575,450
0
24,173
0
3,544,284
359,637
8,824,928
9,822,429
1,079,851
5,347,153
9,989,631
348,718
3,106.352
OTHER 153,472 3,000,000 3,000,000 153,472
TOTAL 96,943,403 42,872,495 51,795,661 88,020,237
228
.-
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PAR 2o02 - 2003 I BEGINNING
FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 940,969 700,000 433,000 1,207,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 Nw
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETlBlKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTWW COLLEGECANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
80,293
901,995
14,726,896
687,324
259,069
5,206
1,557,089
58,414
1,062,960
1,611,203
190,158
26.975
67,914
36,723
856
303,679
497,128
19,754,812
2,407
0
72,087
2,575,450
0
24,173
0
3,544,284
359,637
8,824,928
9,822,429
1,079,851
5,347,153
9,989,631
348,718
3,106,352
153.472
0
0
3,490,008
106,341
496,080
225,383
303,293
23,651
1,019,007
1,700,000
0
0
0
0
0
0
0
6,348,161
(0)
0
783.600
95,000
10,645,000
0
0
1,063,490
400,000
2,163,316
1,300,000
150,000
3,407,609
2,025.000
0
1,700,000
0
20,000
0
2,050,000
0
0
0
0
0
447,000
1,700,000
0
0
0
0
0
0
0
110,000
0
0
500,000
0
10,645,000
0
0
2,600.000
0
5,888,262
691,835
159.527
1,514,682
1,635,178
0
250,000
0
60,293
901,995
16,166,904
793,665
755,149
230.589
1,860,382
82,066
1,634,967
1,611,203
1 90,158
26,975
67,914
36,723
856
303,679
497,128
25.992.974
2,407
0
355,687
2,670,450
0
24,173
0
2,007,774
759,637
5,099,962
10,430,594
1,070,324
7,240,081
10,379,453
348,718
4,556,352
153.472 --
TOTAL 88,020,237 38,144,939 28,644,484 97,520,692
229
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PtAR 2003 - 2004 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,207,969 1,100,000 1,313,000 994,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGWAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGEKANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTD#2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
60,293
901,995
16.166.904
793,665
755,149
230,589
1,860,382
82,066
1,634,967
1,611,203
190,158,
26,975
67.914
36,723
856
303,679
497,128
25,992,974
2,407
0
355,687
2,670,450
0
24,173
0
2,007,774
759.637
5,099,982
10,430,594
1,070.324
7,240,081
10,379,453
348,718
4,556,352
0
0
2,259,351
108,000
159,676
225,383
304,684
23,651
774,753
1,700,000
0
0
0
0
0
0
0
5,428,836
0
0
500,000
0
0
0
0
1,101,717
400,000
1,426,594
1,300,000
200,000
2,379,524
2,025,000
0
1,750,000
20,000
0
11,678,000
0
0
0
0
0
447,000
1,700.000
0
0
0
0
0
0
0
110,000
0
0
0
0
0
0
0
0
0
6.191.472
861.835
159,527
2,530,428
1,796,272
0
0
40,293
901,995
6,748,255
901,665
914,825
455,971
2,165,066
105,717
1,962,721
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497.128
31.31 1,810
2,407
0
855,687
2,670,450
0
24,173
0
3,109,492
1,159.637
335,104
10,868,759
1.1 10,797
7,089.1 77
10,608.1 81
348,718
6,306,352
OTHER 153,472 0 0 153,472
TOTAL 97.520.692 23.1 67.169 26.807.534 93.880.327
230
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PR 2004 - 2009 1 BEGINNING
FUND BAL 711 I2004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 994.969 4,310,000 2,165,000 3,139,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PILAREA 1 Nw
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETMIGHWAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTDW COLLEGUCANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
40,293
901,995
6,748,255
901,665
914.825
455,971
2,165,066
105.71 7
1,962,721
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
31,311,810
2,407
0
855,687
2,670,450
0
24,173
0
3,109,492
1,159,637
335,104
10,868,759
1,110,797
7,089,177
10,608,181
348,718
6,306,352
0
0
16,573,633
61 5,337
697,613
1,520,636
1,275,776
395,115
4,686.500
8,000,000
0
0
0
0
0
0
0
13,322,590
0
0
2,500,000
1,500,000
0
0
900,000
3,715,653
2,000.000
8,274,598
6,500,000
1,000,000
12,279,854
10,125,000
0
8,500,000
0
0
0
23,275,000
0
0
600,000
2,550,000
500.000
3,985,000
8,000,000
0
0
0
0
0
0
0
38,933,500
0
0
3,226,800
2,000,000
0
0
900,000
110,000
0
5.405.716
2,973,309
797,635
8,031,000
2,874,000
0
555,000
0
40,293
901,995
46,888
1,517.002
1,612,438
1,376,608
890,842
832
2,664,221
1.61 1,203
190,158
26,975
67,914
36.723
856
303,679
497.128
5,700.899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3.1 59,637
3,203,986
14,395.450
1,313,162
11,338.031
17,859.1 81
348,718
14,251.352
153.472 OTHER 153,472
TOTAL 93,880,327 108,692,305 106,881,960 95,690,673
23 1
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
009 to Buildout 1 BEGINNING
FUND BAL 7/1/2009 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 3,139,969 3,000,000 4,763,000 1,376,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HlGHWAY
TRANSNET/BIKE
TRANSNETBTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTDM COLLEGEKANNON
FEDERAL GRANTS
SDGLE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTM POINS. LN-AVIARA PW
WATER - RECYCLED WATER
40,293
901,995
46,888
1.51 7,002
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
190,158
26,975
67,914
36,723
856
303,679
497,128
5,700,899
2,407
0
128,887
2,170,450
0
24,173
0
6,715,145
3,159,637
3,203.986
14,395.450
1,313,162
11,338,031
17,859,181
348,718
14,251,352
0
1,000,000
16,921,289
373,977
1,370,421
2,724,068
527,284
669,191
7,717,007
800,000
0
0
0
0
0
0
0
6,412,839
(0)
0
1.200,000
1,500,000
0
0
0
7,646,625
9,700,000
10,541,724
20,900,000
2,200,000
16,359,445
22,275,000
0
20,700,000 n
0
1,765,200
16.391.000
1.840,ooo
2,980,000
3,425,000
1,410,000
565,000
10,364,000
800,000
0
0
0
0
0
0
0
12,104,500
0
0
514,000
3,664,000
0
0
0
14,265,000
6,600,000
6,675,079
6,575,266
2,369,007
0
0
0
13,325,000
0
40,293
136,795
577,176
50,979
2,859
675,675
8,126
105,023
17,228
1,611,203
190.158
26,975
67,914
36,723
856
303,679
497.128
9,239
2.407
0
814,887
6,450
0
24,173
0
96.770
6,259,637
7,070,631
26,720,184
1,144,155
27.697,475
40,134,181
348.718
21,626,352
OTHER 153,472 153,472
TOTAL 95.690.673 154.538.869 110.395.052 139,834,490
232
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
BEGINNING TOTAL TOTAL
GENERAL CAPITAL CONST. 378,094 19,810,000 18.81 1,125
fl
FUND BALANCE REVENUE EXPENDITURES ENDING
1,376,969
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETlBlKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGUCANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTD#2 POINS. LN-AVIARA PW
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291.31 3
2,704,899
947,315
663,907
2,191,464
860,819
91 1,203
190,158
26,975
1,307,914
36,723
856
207,664
497,128
9,528,896
13,633,699
0
266,327
75,450
0
24,173
0
4,964,843
762,637
8,896,825
13,605,890
1,708,432
4,756,920
15,301,849
348,718
5.1 13,452
0
1,000,000
50,162,077
1,609,666
4 I 377,959
5,853,360
3,304,219
1,778,559
17,195,410
18,600,000
1,455,000
755,000
0
120,000
2,084,000
596,015
0
52,068,343
757,781
6,680,000
6,639,360
5,595,000
11,845,000
11,707,600
1,600,000
14,916.927
17,700,000
35,239,961
34,600,000
4,800.000
44,856,682
43,225,000
0
37,450,000
100,000
1,765,200
71.565.000
1,850,000
7,080,000
6,125,000
3,960,000
3,865,000
18,039,000
17,9OO,OOO
1,455,000
755,000
1,240,000
120,000
2,084,000
500.000
0
61,588,000
14,389,073
6,680.000
6,090,800
5,664,000
1 1,845,000
11,707,600
1,600,000
19,785,000
12,203,000
37,066,155
19,485,706
5,364,277
21,916,127
18.392.668
0
20,937,100
4.210.000 4.21 0.000 OTHER 153,472
TOTAL 113,380,402 462,592,919 436.1 38,831 139,834,490
40,293
136,795
577,176
50,979
2,859
675.675
8.126
105,023
17,228
1,611,203
1 90,158
26,975
67,914
36,723
856
303.679
497,128
9.239
2,407
0
814,887
6,450
0
24,173
0
96,770
6,259,637
7,070,631
28.720.184
1,144.1 55
27,697,475
40,134.181
21,626,352
153.472
34a.718
233
I GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES I
Assessments Districts (ASMT DlST) - 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, #3 and proposed BTW) Bridge and Thoroughfare
District No. 3 developer fees to partially fund Cannon Road improvements. Bridge and
Thoroughfare District No. 2 developer fees to partially fund the Poinsettia Lane and Alga Road
street construction project. Proposed BTDM would be used to finance College Boulevard east
of El Camino Real and a section of Cannon Road.
CFD #I - The City of Carlsbad Community Facilities District No. 1 (Mello-Roos) funds civic
projects, 1-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Rancho Santa Fe Road.
CFD #3 - The proposed City of Carlsbad Community Facilities District No. 3 will fund Faraday
Avenue and Melrose Drive extensions.
Countv Grants (COUNTY) - County contributions partially fund Palomar Airport Road
improvements adjacent to McClellan/Palomar Airport, and Orion Street from El Camino Real to
Faraday.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Rancho Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund and the receipt of license taxes on new construction, are
used to fund various municipal and other capital projects.
Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City's
Municipal Golf Course.
Other - Contributions from other agencies or nearby cities fund projects including the South
Agua Hedionda Interceptor construction, and several street improvements.
Park in Lieu (PILI - 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 I 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.
234
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
Public Art - The General Fund contributes 1% of General Capital Construction (GCC) project
appropriations to fund Public Art projects.
SDG&E - San Diego Gas & Electric Company installs underground utilities within the City
boundaries.
Sewer Benefit Area Fees (SEWER BENEF) - Development fees collected for the construction
and improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Redacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the City's existing sewer system.
State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Carlsbad
Boulevard Bridge replacement.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed
values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and
finance land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic ImDact Fees (TIF) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNT/BIKE, /HWY. /LOCAL, /STP) - Receipts of County Sales Taxes allocated by
the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water Connection (WATER CONN) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water Replacement (WATER REPLl - Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing water lines and facilities.
Water Recvcled (RECL WATER) - Recycled Water is purified wastewater to be used for
irrigation purposes.
Zone 5, 13, 16 Park Fee (ZONE 5) - Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City's
industrial corridor.
235
1 APPENDICES
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1999-2000
-. Org Key Department Itern Description QtY Cost
[GENERAL FUND I
0010210 CITY CLERK -
0011010 CITY MANAGER
_-
_. 001 1210 CITY AlTORNEY
-- 001 11 10 ADMIN SERVICES
-.
001 1310 FINANCE
Folder/lnserter Machine 1 4,000
Subtotal City Clerk 4,000
Computer
Laser Printer
3 7,500
1 1,500
Modular Office Furniture 3 18,000
Subtotal City Manager 27,000
Ergonomic Office Systems desk & credenza 1 7,000
Laser Printer 1 1,000
Subtotal City Attorney 8,000
Fax Machine 1 1,000 Copier 1 11,000
Electronic White Boards 2 7,000
Subtotal Purchasing 19,000
Modular Furniture 1 4,000
Computer 1 2,500
Subtotal Finance 6,500
TOTAL LEADERSHIP GROUP & ADMINISTRATIVE SERVICES s 64,500
0012120 POLICE FIELD OPERATIONS Marked Police Vehicles 3 91,000
800 mHz Radio 2 7,000
High Volume fax machine 1 1,500
Subtotal Police Operations 99,500 _--
0012121 TRAFFIC DIVISION
00 1 2 1 30 I NVESTl GAT1 ON S -
Computer 1 2,500
Subtotal Traffic Division 2,500
Computer 1 2.500
Subtotal Investigations 2,500
-. 0012133 POLICE PROPERTY/EVIDENCE Replacement property & evidence computer system 1 30,000
Subtotal Police PropertylEvidence 30,000
0012140 POLICE SUPPORT OPERATIONS Computer 1 3,000
Subtotal Police Support Operations 3,000
0012141 DARE
0012145 POLICE RECORDS
__ -
0012210 FIRE ADMINISTRATION
800 mHz Radio 1 3,500
Patrol Vehicle 1 31,000
Subtotal DARE 34,500
Fax Machine 1 1,500
Subtotal Police Records 1,500
Annual payment for phase I of 800mhz system
Computer
1 80,000
1 2,500
Modular Furniture to replace relocated furniture 2 17,000
Subtotal Fire Administration 99,500
237
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1999-2000
Org Key Department Item Description QtY 0012220 FIRE EMERGENCY OPERATIONS Color laser printer 1
Laptop Computer
Computers
Command modules for duty chiefs Expedition vehicles
Storage racks for new Building
Rescue trailer
Self Contained Breathing Apparatus (SCBA)
Emergency light bars for new Expedition Vehicles
Vehicle
Circular Saw
0012225 FIRE PREVENTION
Cost
4,500
4,000
7,500
9,000 -
3,000
6,500
5,620
5,000
25,000
1.000
Modular Furniture 2 11,000
Subtotal Fire Emergency Operations 82,120
Computer 1 2,500
Subtotal Fire Prevention 2,500
TOTAL PUBLIC SAFETY 5 357,620
0014065 ARTS OFFICE Office Furniture 5 38,000
Subtotal Arts Office 38,000
0014515 RECREATION FEE SUPPORTED Cargo Van 1 17,750
Systems Furniture 3 15,000
Paper Folder 1 6,800
Subtotal Recreation Fee Supported 39,550
0014520 RECREATION AQUATICS 120 Gallon water heater 1 3,000
Safe Surfacing for area under 3 meter diving board 336 sq. f 4,000
Picnic Tables/Umbrellas 2 4,800
Shade and rain protection structures 1 3,500
0014540 RECREATION OPERATIONS
0014570 SENIOR PROGRAMS
Membership Pass Management System 1 3,500
Subtotal Recreation Aquatics 18,800
Score Board Control System 1 1,700
Volleyball Standards 2 4,400
Subtotal Recreation Operations 6,100
Photocopier 1 11,000
Furniture 1 5,000
Computer 1 2,500 .
Subtotal Senior Programs 18,500
0016010 PUBLIC WORKS ADMIN Multi-Media projector 1 7,500
Subtotal Public Works Admin 7,500
001 571 0 ENGINEERING
0015060 FACILITIES MAINTENANCE
Modular Furniture 1 20,000
4 Wheel Drive Vehicles 3 78,500
Computer 1 2,500
800 mHz Radio 2 6,000 -
Subtotal Engineering 107,000
Wndsor Grouthog
Carpet Vac
Floor Machine
Burnisher
1 1,020
3 2,100
2 2,300
1 1,800
Carpet Blower 6 1,200
Subtotal Facilities Maintenance 8,420
238
CITY OF CARLSBAD --
PLANNED CAPITAL OUTLAY ITEMS 1999-2000
.r - Org Key Department Item Description QtY cost
0015020 PARKS MAINTENANCE Verti-cut Reels 5 13,000
Irrigation Booster Pump 1 25,000
Subtotal Parks Maintenance 38,000 -
0016355 STREET MAINTENANCE Tilt Trailer 1 5,000
Vinyl Plotter 1 5,500
Pavement Message Grinder 1 6,700
Subtotal Street Maintenance 17,200
_..
-_
..
001 6370 TRAFFIC SIGNAL MAINTENANCE Emergency Battery Back-up system 3 10,500
Subtotal Street Maintenance 10,500
TOTAL PUBLIC WORKS t 188,620
0013210 PLANNING HP Design 755CM Plotter, with Arcpress 1 7,290
Subtotal Planning 7,290
0013610 BUILDING INSPECTION Computer 1 2,500
Subtotal Building Inspection 2,500
TOTAL COMMUNITY DEVELOPMENT t 9,790
mOTAL GtNERAL I-UND S 741.480 I
12121 10 POLICE ASSET FORFEITURE Laptop Computers 50 100,000
Subtotal Police Asset Fofeiture 100,000
TOTAL POLICE -ASSET FORFEITURE t 100,000
1814001 LIBRARY - PLF GRANT 11 Drawer Microfilm Cabinet 1 1,535
Minivan for new library 1 22,650
Subtotal Library PLF Grant 24,185
TOTAL LIBRARY - PLF GRANT t 24,185
5015710 UTILITY ENGINEERING File Cabinets 1 10,000
Subtotal Utility Engineering 10,000
TOTAL UTILITY ENGINEERING t 10,000
5016310 WATER OPERATIONS Laptop Computer
Air Compressor, truck-mounted
Leak detector
Ammonia Analyzer
Chlorine Vacuum Regular
Chlorine Gas Detector
Mentron-Famier Single-Jet Meters
Ton super Duty Flatbed Hydraulic Valve Operator
800 mHz Radio
4,500
2,500
3,000
10,000
10,000
6,000
40,000
45,000
4,000
Data Pac 1 30,000
Subtotal Water Operations 155,000
5026310 RECYCLED WATER OPERATIONS Truck
Computer
1 17,500
1 2,500
800 mHz Radio 1 4,000
Subtotal Recycled Water Operations 24,000
TOTAL WATER OPERATIONS t 179,000
239
CITY OF CARLSBAD
PLANNED CAPITAL OUTLAY ITEMS 1999-2000
Org Key Department Item Description QtY Cost
5116310 SANITATION Laptop Computer 1 5,000
Sewage Flow Machine
Lift Station Dialers
Gas Detector
Hydraulic Vertical Shoring - 8 Rails
'Whacker" Soil Compaction Rammer
1 6,000
1 2,500
1 3,000
1 4,000
1 3,000
Video Inspection Equipment - Sewer Lateral Camera 1 9,000
Subtotal Sanitation 32,500
TOTAL SANITATION $ 32,500
6205060 FLEET VEHICLE MAINTENANCE Two-post in ground hydraulic lift w/ 400001b lifting capacity 1 50,000
20,000
Subtotal Fleet Vehicle Maintenance 70,000
Two-post in ground hydraulic lift w/ 150001b lifting capacity 1
6215061 VEHICLE REPLACEMENT Police Patrol Vehicles 8 224,000
Full Size Sedans 2 50,000
Intermediate Sedans 12 192,000
Full Size 4x4 Utility Vehicles 5 150,000
Intermediate 4x4 Utility Vehicles 4 100,000
Mini Vans 4 84,000
Full Size Cargo Van 1 20,000
1/2 ton Pickup 2 36,000
314 Ton Pick Up 1 24,000
1 Ton Cab 8 Chassis -Dump 2 56,000
1 Ton Cab 8 Chassis -Utility 2 50,000
Triple Combination Fire Truck 1 300,000
Full Size Motorcycle 1 15,000
Mid Size Off Road Motorcycle 1 9,000
Crane Truck 1 90,000
Skipoader 1 55,000
Large Tractor 1 25,000
Cushman 1 13,000
Berm Machine 1 6,000
Large Stumpcutter 1 24,000
Olathe Seeder 1 7,000
Subtotal Vehicle Replacement 1,630.000
Large Riding Mowers 3 90,000
Lowboy Trailer 1 10,000
TOTAL VEHICLE MAINTENANCE 8 REPLACEMENT $ 1,700,000 1
64001710 INFORMATION SYSTEMS Ethernet Switches for City Hall and CMWD 4 29,100
WAN communication Equipment 4 30,000
Router upgrades for City Hall (Faraday) and the Safety Center 2 12,400
Replace file servers at City Hall and Safety Center 2 28,900
U N IX testlDevelopment server 1 42.000
Network Management workstation 1 5,400
Web sewer 1 15,000
Multi Media Projector for Faraday 1 12,500
Computers for IS Employees 6 16,000
Additional Computers for Faraday computer training room 6 15,000
Subtotal Information Systems 235,400
TOTAL INFORMATION SYSTEMS $ 235,400
Printer for Faraday Office (Color and Monochrome) 2 9,100
Laptop Computers 5 20,000
I SPtCIAL $ 2,281,085 1
I GRANDTOTAL S 3.022.565 I
240
I
CITY OF CARLSBAD
CONFERENCE TRAVEL 1999-00
# OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0010110 CITY COUNCIL League of CA Cities Annual Conference 5 San Jose
Natl League of Cities Annual Conf & Mtgs whgislators
Meetings with State Legislators 2 Saaamento
Innovations Group Annual Conference 2 Out of State
4 Washington, D.C.
0010210 CITY CLERK CCAC Annual Conference 1 Northem California
IlMC Annual Conference 1 Rotterdam. Netherland
League of CA Cities Eladion 8 New Law Seminar 1 Monterey
0010310 CITY TREASURER Briefing of Local Agency Investment Fund (UIF) 1 Sacramento
Municipal Treasurers' Assoc of USCAN Conference 1 SanDiego
0011010 CITY MANAGER League of CA Citiis City Manager's Conference 3 PalmSprings
League of CA Cities Annual Conference 3 San Jose
League of CA Cities Divisional Conference 1 Monterey
Transforming Local Government Group 1 Out of State
ICMA Annual Conference 1 Portland.OR
Legislative Trips to Saaamento (10 trips) 1 Saaamento
Legislative Meetings with Cwncil(2 trips) 1 Washington DC
Innovation Group Meehgs 4 Both In 8 Out of State
Innovation Group Conference 2 SantaClara
Mayof's 8 Manager's Meeting (Ctty sponson our meeting) 1 Local
Insight 2000 10 Local
Charting Your Future 1 SanDiegO
001 11 10 ADMINISTRATIVE SERVICES ADMlN League of CA Cities City Managets Conference 1 PabnSprings
Transforming Local Government 1 OutofState
Legislative Trips to State Capital (2 trips) 1 Sacramento
ICMA Annual Conference 1 Portland,OR
ICMA Performance Measurement Conference 2 OutofState
Innovation Gmup Conference 2 SantaClara
Innovation Group Meetings 1 OutofState
0011210 CITY ATTORNEY Associatin of California Water Agencies (2 mwtis) 1 Smento
Int'l Municipal Lawyers' Associatii Annual Conlrence 1 Toronto
lnt'l Municipal Lawyers' Assoc Mid-Year Confrence 1 Washington, D. C.
League of CA C)ih Annual Meeting 2 San Jose
League Employee Relations Seminar 1 SouthemCA
League City Attorneys Conference 2 SouthernCA
League Planners Institute I Monterey
League Continuing Education WorkshopIConflid of Interest 1 LosAngeles
SDICCAA Spring Meeting 3 PalmSprings
Construdibn Seminars 1 Local
HabitatlConsewation 1 Saaamento
0011310 FINANCE League Financial Mgt. Conference
CSMFO Conference
CMBTA Conference
Revenue 0ni1 Conference
BiTech User Group Conference
IFAS site visit
2 Monterey
2 SouthemCalifornia
1 California
1 Caliornia
2 San Antonio, TX
2 OutofState
0011410 PURCHASING Annual CAPPO Conference 3 SanDiego
CONFERENCE
TRAVEL
REQUEST
2.400
71
1,050
2.800
5.000
5.000
23,550
8,800
500
2,250
1,800
2,000
M)o
1,950
1 ,000
350
1,125
900
450
12,925
1.800
1.550
700
625
1,950 -7 7.575
24 1
CITY OF CARLSBAD
CONFERENCE TRAVEL 1999-00
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
0011510 HUMAN RESOURCES CALPERIA Annual Conference
Organizational Development Network Conference
League of California Cities Conference
University Asmates Training Conference
Bi-Tech Software User Group Conference
Western Intergovernmental Personnel Assessment Council
Western Intergovernrnental Personnel Assessment Council
Workers Comp Seminars
Conference-Related Expenses for other City Staff
# OF
PEOPLE DESTINATION
2 Monterey
1 Out of Slate
2 California
1 California
1 San Antonio, TX
1 Sacramento
1 Reno.NV
Varies Various (incl. out of state)
Varies Various
0012110 POLICE ADMINISTRATION Cal Chiefs Annual Conference
League of CA Cities Annual Conference
Innovation Group Conference
International Associalion of Chiefs of PNi
1 Monterey
1 SanFrancisco
1 SantaClam
1 Charolotte.NC
0012120 POLICE FIELD OPERATIONS FBI National Academy 1 Quantii.VA
FBI National Academy CA Chapter Re-Training conference 1 NewportBeach
0012130 POLICE INVESTIGATIONS Homicide Investigators Conference
Suspect and/or Witness Interviews
2 SanDiO
Varies Various (Incl out of state)
0012131 POLICE WCWRCOTICS California Namcdi o(Tcers Association Annual Conference 2 sacramento
Varies Various (Ind out of state)
0012134 POLICE FAMILY SERWCES California Sexual Assaull Investigators Associati Annual Confr 1 Shell Beach
0012140 POLICE SUPPORT OPERATIONS Government tech Conference 1 Saaamento
1 Various (Incl out of state)
California Police Training Ofticets Confennee 1 NorthemCalifornia
0012142 CRIME PREVENTION CCPOA Annual Regional Training conference
CCPOA Annual Statewide Training Conference
1 SantaBarbara
1 Ontario
~~
0012144 COMMUNICATION CENTER California Natial Emargency Number Asooaati 1 LongBeach
0012145 POLICE RECORDS CLEARS Conference
CCUG Conference
1 ventura
1 Sacramento
0012210 FIRE ADMINISTRATION Calimia Fire Chiefs Associati Conference 1
International Fire Chiefs' Conference 1
League of CA Cities Fire Chiefs' Conference 1
League of CA Cities Fire Chiefs' Admin Comm 1
Quarterly Fire ChieCs Meetings 1
Annual League of Cities Conference
Executive Fire OrTicer Symposium 1
Municipal Mgmt Assist of So CA Annual Conference
Innovation Groups regional Conference 2
1
1
California
Louisville. KY
Monterey
California
San Dqo County
California
Emmitsburg. MD
Rancho Mirage
California
4 San Jose 0012220 EMERGENCY OPERATIONS Fire Instructors Workshop
Fall Symposium (CFCA Training Win) 2 Fresno
242
CONFERENCE
TRAVEL w
l--I 600
1 .00
2.00
1 .w
1 ,o(h
3.w
15.W
3.000 I
7MI 1.251
70
1.m
i:7wI
3,200
::q
3.m
6501
BOSl
1,60(
1,150
61C
47c 4 40f
1.2J
42:
6.7M
CITY OF CARLSBAD
CONFERENCE TRAVEL 1999-00
# OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
South Area Fire Equipment Research
South Area Fire Equipment Research
Journal of Emerg Medical Services Conference
1 Clark County, NV
1 Ph0enix.N
2 Out of State
0012225 FIRE PREVENTION CA Chiefs' Fire Prevention Officers' Assn Conference 1 Monterey
0012240 DISASTER PREPAREDNESS Caliornia emergency Service Assocjatin Annual Conference 1 California
0013010 COM DEV ADMlN League of CA Clies 1 San Jose
Innovation Group Conference 2 SantaClara
Various Conferences or Meetings 1 Caliomia
0013310 GEOGRAPHIC INFO. SYSTEM Arcllnfo Users Conference
UREA California GIS Conference
1 Sacramento
1 Palmsprings
0013510 ECONOMIC DEVELOPMENT League of CA Cities 1 SanJose
CALED Conference 1 SouthemCalifornia
Miscellaneous - Out of State 3 Outofstate
0013210 PLANNING Amarican Planning Assodation State Conference 1 No. California
Pmls Plus U&s GWD Conference 1 Reno.NV
0013610 BUILDING INSPECTION lnrl Conf of Bldg Offtcials Annual Business Mtg
Annual Business Meeting
Sierra "Pennls" Annual Conference
0014010 COLE LIBRARY ADMINISTRATION CA Library Assoc Annual Conferenca 3 Palmsprings
0014030 LIBRARY -CENTRO CA Library Ass= Annual Conference 1 PalmSprings
0014040 TECHNICAL SERVICES INLEX Users Group Annual Conference 2 Monterey
Calimia Library Assodatin Conference 3 Palmsprings
DRA Users Conference 2 St. Louis, MO
0014045 COLLECTION DEVELOPMENT Annual CLA Conference 1 Palmsprings
0014055 ADULT LEARNING So CA Library Literacy Network Annual Conf 8 Rebeat 1 Lakemead
0014070 S. LIBRARY ADMINISTRATION League of CA Cities Comm Svcs Conference
League of CA Cities Annual Conference
CA Library Associati Annual Conference
American Library Association Annual Conference
CA Library Association Legislatie Day
CA Library Associatiin Legislatiie Day
CA Library Association Annual Conference
Board of Trustees Travel
1 Monterey
1 SanJose
1 PalmSprings
1 Chicago. IL
1 Sacramento
2 Sacramento
3 Palm Springs
CONFERENCE
TRAVEL
REQUEST
1,265
7,000
3.400
725 I
243
# OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0014076 S LIBRARY -REFERENCE SERVICES CA Library Associatlon Annual Conference 4 PalrnSpnngs
0014095 S. LIBRARY -CHILDREN'S SERVICES Patricia Bealty CommMee CIA Conference 1 PalrnSpnngs
Patricia Beatty Committee Annual Meeting 1 Sacramento
99-00
CONFERENCF-
TRAVEL
REQUEST
1.800
1 .8C
0014065 ARTS OFFICE Americans for the Arts Annual Conference 1 Los Angeles
League of CA Cities Comm Svcs Conference 1 Monterey
League of CA CPes Annual Conference 1 SanJose
I
0014066 SISTER CITY Annual Sister Ci Conference 4 San Bernardino 75 I
650
89-
00
I 7501
0014510 PARK PLANNING 8 REC MGMT American Society of Landscape Architects Annual Conf. 1 Boston, MA
CA Parks and Recreatii Society Annual Conference 1 Ontario
I
1.201
77!
League of CA Comm Svcs Conference 3 Monterey 2.850
4,825
I
0014520 AQUATICS California Parks and Reaeatiion Annual Conference 1 SanDiego I 5M
0014540 RECREATION OPERATIONS Natiial Recreation and Parks Asscciatii Conference 1 SanDiego
California Parks and Reaeatii Sackty conference 1 Ontario
I "I
6cn
1,m
2,150
2 SanDego
0014570 SENIOR PROGRAMS National Council on Aging Conference 1 Washington. DC I 1 ,am
400
2,200
American Society on Aging Conference
0015020 PARK MAINTENANCE CA Parks 8 Reaeation Soctety State Conference 1 Ontario
University of CA Park b Reaeatii Administrators Institute 1 Asylamar 8 Monierey
5M
500
1 ,ooQ
1 Western U. S.
2 out-of-state
1 California
1 Ventura
0015060 FACILITIES MAINTENANCE IFMA International Conference 1 Outofstate I 1.7OCI
600
2,w
1.8oc
2,m-
5.2M:
1,4001
0015710 ENGINEERING ADMlN
0016355 STREET MAINTENANCE Maintenance Superintendent's Conference 2 In State
0016010 PUBLIC WORKS ADMIN League Conference -March 1 SouthernCA
League Conference -October 1 SanJose
Innovation Group Conference 2 SantaClara
IFMA Regional Conference
2,000
2,M
500
1,4w.
1 .a
Pmns Plus
ITE Distrid 6 Annual Meeting
CSBPA Annual Confer-
1 outofstate 3.a
6.300
1333421 AFFORDABLE HOUSING TRUST Affordable Housing Projed-Related Travel 3 San DiegoILos Angeks
Affordable Housing Project-Related TraveUSite Visits 2 San FrancisdLos Angeles
APWA Conference
3s.
40(
I
TOTAL GENERAL FUND 186,W
7501
244
CITY OF CARLSBAD
CONFERENCE TRAVEL 1999-00
CONFERENCE
TRAVEL # OF
PEOPLE DESTINATION ORG KEY DEPARTMENT TRAVEL DESCRIPTION
1626357 STREET LIGHTING CaCSLA Annual Meeting 2 Southern Calffmia $1
3.200
3913401 CDBG Consolidated Plan report Training 1 Southern California
HUD Training 1 Southern California -
5015710 UTILITY ENGINEERING AWA Fall 99 Conference
AWA Spring 2000 Conference
American Desalig Assoc. conference 8 Exposition
3 SanDiego
3 Monterey
1 SanDieao
5016310 WATER OPERATIONS ACWA Fall Conference 3 SanDiego
4 San Diego
ACWA Spring Conference 3 Monterey
AWA Fall Conference
AWA Spring Conference 4 Monterey
ltron Users Group Conference 1 LasVegas. NV
Colorado River Water Users Association Conference 1 Las Vegas, NV
Pemh Plus Conference 2 Reno.NV
900
2.000
300
700
2.500
2.500
48001 5026310 RECLAIMED WATER Water Reuse Meetings 1 Saaamento
3.500 I 51 161 10 WASTEWATER OPERATIONS California Water Environment Assoc. Conference 4 NorthemCalifornia
5206375 SOLID WASTE MMASC Annual Conference 1 PalrnSprings
6121930 RISK MANAGEMENT PARSAC Board of Directors Meetings
PARMA Conference
1,5101 1 Sacramento
1 Local
6401710 INFORMATION SYSTEMS lntarop
Pennits users conference
Government Technology Conference
Brainsham - Novel Conference
Internetworld
New Users Conference
BiTech Users Confsrence
i"1
1.200
2,200
11,850
1 LasVegas. NV
1 Reno.NV
1 Sacramento
1 Salt Lake Ci. UT
1 SanFrancisco
1 California
2 SanAntoni0.W
_-
8013410 REDEVELOPMENT
OPERATIONS
CA Redevelopment Association Annual Conference
Redevelopmenr Institute
Misc. Meetings and Workshops
2 Southem California
1 Southem California
2 LAISanDio
8033420 LOWMODERATE INCOME Affordable Housing Advisory Council Qtrly Meeting
HOUSING National NAHRO Summer Conference
Housing Development WorkshopNat'l Dev. Council
California Coastal Commission Hearings A 3,950
1 SanFrancisco
1 Out of State
1 SanFrancism
1 Monterey
42.450 1 TOTALOTHERFUNDS __I 229,430 GRAND TOTAL TRAVEL
245
CONTINUING APPROPRIATIONS
1998-99 TO 1999-00
AMOUNT
City Clerk
Office furniture & equipment for redesign & reconfiguration of Clerks Department 21,500
City Attorney
Legal services for Habitat Management Plan
Scanner
7,078
1,000
Purchasing
NlGP Commodity Code System 4,500
Human Resources
Cabinets
Pulsetaker Survey
Mandated Title VI1 training
1,300
15,000
40,000
Records Management
Citywide records management / imaging project 1,319,500
- Fire
Citizen alert system
Office furniture for remodel project
28,000
38,035
Community Development Administration
Systems Furniture 55.000
Public Works Administration
Systems Furniture 12,000
Park Maintenance
Holiday Park tot lot sidewalk / curbing
Tennis court lighting upgrades (La Costa Canyon & Laguna Riviera)
Poinsettia irrigation filter installation
Sports lighting control system
Playground equipment replacement
40,000
40,000
10,000
36,000
45,000
Engineering
NPDES program
Beach erosion program
Traffic impact fee program
15,924
6,423
16,100
Engineerinn - Developer funded
Developer deposits for condemnation projects 464,432
Aquatics
Solar heating system renovation 95,000
Recreation
Computer equipment
Harding systems furniture
1,775
5,325
246
CONTINUING APPROPRIATIONS
1998-99 TO 199940
. . .-
I
. .-
I
Library - Adult learning
Literacy Scholarship Account
Library - Historical preservation
Historic tree inventory and management program
Non - Departmental
Batiquitos Lagoon Foundation
AMOUNT
1.363
2,500
20,000
Subtotal General Fund $ 2,342,755
Police Asset Forfeiture
Available year-end balance
COPS Grant
Available year-end balance, Bicycle Patrol
Law Enforcement Block Grant
Available year-end balance
Cultural Arts - Sister Citv
Available year-end balance, delegation visits
Art Gallery Donations
Available year-end balance, for art exhibits
Recreation Donations
Available year-end balance; for park improvements
Available year-end balance; for triathlon and luau festival
Available year-end balance; for youth sports uniforms and T-shirts
Library Literacv Grants
Available year-end balance
Misc. State Grants
Available year-end balance
Misc. Federal Grants
Available year-end balance
CDBG
Available year-end balance
Water Operations
Utility Billing System Implementation staffing
Automatic meter reading (AMR) equipment
Flashing arrow signs (traffic control)
68.000
169,000
3,371
1,122
22,500
3,900
10,900
8,800
7.51 9
17,200
128.736
268,387
12,500
35,000
6.000
247
CONTINUING APPROPRIATIONS
1998-99 TO 199940
CII vouchers
Asphalt repairs
Valve box adjustment after overlay
Recycled Water Operations
Trench Safety Equipment trailer
Sewer Maintenance
Utility Billing System Implementation staffing
Televising & evaluating sewer collection system
Asphalt repairs
Sewer benefit area study
Manhole adjustment after street overlay
Asphalt / concrete saw with trailer
Fleet Replacement
Medium replacement trailer
3 small replacement trailers
Information Svstems
Faraday network integration assistance
Outside help desk pilot
Microsoft Office 2000 upgrade and UNlX tools
MS Office and BiTech /IFAS technical training
New GIS computer
CMWD server
HP K380 UNlX box upgrades
Remote access equipment
AMOUNT
2,000
15,000
20,000
5,000
12,500
75,000
10,000
10,000
15,000
5,000
13,000
30,000
23,000
30,000
77,837
22,000
22,000
12,000
25,000
43,000
Subtotal Other Funds $ 1,230,272
Grand Total $ 3.573.027
248
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 I11 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 oonstruction in the City.
The factors used to calculate the 1999-00 Limit were:
9
9
Population growth in Carlsbad, AND
Growth in non-residential new construction
The formula is outlined below:
1998-99 Expenditure Limit $1 62,626,837
% Carlsbad Population Growth
Growth in non-residential new construction
Net Increase Factor
1999-00 Limit (1 998-99 Limit X Factor)
Current Appropriation of Proceeds of Taxes
(Subject to the Limit)
1.0524
X 1.1574
1.2181
$198,089,168
$44,891,694
The spending limit for the City of Carlsbad for 1999-00 is $1 98.1 million with appropriations of
"proceeds of taxes" of $44.9 million. The result of the calculation provides the City with an
operating margin of $1 53.2 million.
249
Budget Calendar
DECEMBER 0 Request CIP project submittals
0 Set budget policies
I 0 Operating revenue is projected for the General Fund
LT adopts the operational goals
0 Operating budget manual is distributed to departments
Budget preparer’s meeting
Growth projections completed
L FEBRUARY 0 Departments submit CIP requests to Engineering
0 CIP analysis
0 Department and program goals approved by LT
0 Draft CIP is submitted to department heads
*
MARCH I 0 LT reviews CIP
0 Departments submit Operating budget requests to
Fin an ce
0 Finance department analyzes and complies the operating
LT reviews operating budget
0 Individual goals are set
0 CIP Budget Workshop Council Meeting
Preliminary operating budget are sent to the printer
Citizens Budget Workshop (last week of May)
MAY
JUNE 0 Operating Budget Workshop Council mtg.
Council adopts final budget, including: Operating Budget,
Capital Improvement Program, and Annual Spending
Limitation
250
ACCOUNTING SYSTEMS AND BUDGETARY CONTROL
--
The City’s accounting system is designed around a few basic principles.
1. The City is not one single entity. It is the total of many entities, each with its separate
function and legal restrictions on the use of resources. In the private sector, a corporation
may have many “subsidiaries” which make up the parent corporation; in the public sector, a
city government may have a variety of “funds” that provide the basis for separately
recording the financial data related to a specific entity. A fund is an accounting entity with a
complete set of self-balancing accounting records. Each fund has been established
because of some restriction on the use of resources received by that fund. This report
includes the transactions of all entities over which the City Council of the City of Carlsbad
have authority (as defined by the Governmental Accounting Standards Board).
2. The City’s accounting system operates on a modified accrual basis for all governmental
type funds. Governmental funds include the General, Special Revenue, Debt Service, and
Capital Projects funds. A modified accrual system is one where (a) revenues are
recognized when they are both measurable and collectable within the accounting period, or
soon enough after the end of the period to pay liabilities of the period; and (b) expenditures,
other than principal and interest on long-term debt, are recorded when liabilities are
incurred.
3. The proprietary fund types (the Enterprise funds and the Internal Service funds) use the
accrual method of accounting. Revenues are recognized in the period earned and
expenses are recognized in the period incurred.
4. Internal controls exist 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 costlbenefit of the controls imposed. The cost of a
control should not be excessive in relation to its benefit as viewed by City management.
The internal controls in existence within the City’s system are sufficient to ensure, in all
material aspects, both the safety of the City’s assets and the accuracy of the financial
record keeping system.
5. Budgetary control is maintained through monthly reports on all revenue and expenditure
accounts as well as special reports summarizing the financial position of the City. The City
Council has authority to control the budget through adoption of a formal budget at the
beginning of each year and by amending the budget as necessary throughout the year.
Expenditures should not exceed budgeted figures. All appropriations expire at year-end
unless specifically carried into the new fiscal year by Council actions. The Carlsbad
Municipal Code requires that the Financial Management Director prepare annually the
budget for the City Manager showing estimated revenues and expenditures.
6. Controls on the use and transfers of budget funds are outlined in the adopted budget
resolution in the appendix of this document.
251
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2
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4
5
6
7
8
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10
11
12
13
14
15
16
17
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19
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28
RESOLUTION NO. 99-218
A RESOLUTION OF THE CIlY COUNCIL OF THE CITY
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 1999-00 FOR THE
FUNDS
WHEREAS, the City Council of the City of Carlsbad, California has
reviewed the proposed final Operating Budget and Capital Improvement Program
for fiscal year 1999-00 and has held such public hearings as are necessary prior to
adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan
Consistency for all projects receiving an allocation of funds for fiscal year 1999-00
on May 5, 1999 pursuant to Planning Commission Resolution No. 4555,
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That certain documents now on file in the office of the City Clerk of
the City of Carlsbad entitled, "City of Carlsbad, 1999-00 Operating Budget and
1999-00 to Buildout Capital Improvement Program - Preliminary" as amended in
accordance with Exhibits A through D attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement
Budgets for the City of Carlsbad for the fiscal year 1999-00.
2. That the amounts reflected as estimated revenues for fiscal year
1999-00 as shown in Exhibits A and B are hereby adopted as the budgeted
revenues for 1999-00.
3. That the estimated revenues for fiscal year 1998-99 are hereby
revised as shown in Exhibits A and B.
4. That the amounts designated as the 1999-00 Budget request in
Exhibits A and B are hereby appropriated to the department or fund for which they
252
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2
3
4
5
6
7
0
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
I 24
25
26
27
20
-.
--
are designated, and such appropriation shall not be increased except as provided
herein.
5. That total appropriations for each fund may only be increased or
decreased by the City Council by passage of a resolution amending the budget
except as provided herein.
6. That the following controls are hereby placed on the use and
transfers of budget funds:
A. No expenditure of funds shall be authorized unless sufficient
funds have been appropriated by the City Council or City Manager as described
below.
i. The City Manager may authorize all transfers of funds from
account to account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget
transfers.
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.
budgeted Contingency Account.
B.
The City Council must authorize all transfers of funds from the
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.
D. The City Manager may authorize the hiring of temporary or part
time staff as necessary, within the limits imposed by the controls listed above.
253
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1:
1:
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the City Council.
8. That all appmpriadons fot capital lmpravemerrb Projects remaining
unexpended at June 30,1999, am hereby appmpriaed Ibr.such capital Prqjects for
the 199900 fiscal year.
Of$350,0oo.
PASSED. APPROVED AND ADOPTED at a regular meeting d the City
NOES:
ATTEST;
I Exhibit A indudes: (1) PmjecW Fund Balances, Budget Expenditure Schedule, and Revenue Estimates which can be
found in the Overview section of the budget, and (2) the Planned Capital Outlay Items which ca'n be found in the
Appendix.
Exhiba B indudes the Projected Fund Balances, Budget Expenditure Schedule, Revenue Estimates, and Capital and
Future Prc#xb 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.
254
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RESOLUTlON NO. 99-219
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTMLISHING THE 1999-00 APPROPRIATION LIMIT AS REQUIRED BY ARTlCLE XlllB OF THE CALIFORNIA STATE CONSTITU TlON AND STATE LA W
WHEREAS, Article XIIIB of the calif0rr;ia state Constitution requires
that governments annually establish a limit on the appropriation of proceeds of
taxes; and
WHEREAS, State law requires that this limit be presented to the
governing body of each entity each fiscal yeac and
WdEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the llmit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City
of Carlsbad, Caliia, as follows:
1. That the City Council of the City of Carlsbad, Caliiia, does
hereby establish and adopt the 1999-00 appropriation limit of one hundred ninety-
eght million, eghty-nine thousand, one hundred sixty-eight dollars .
($198,089,168) 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
Councilonthe 15 dayof June ,1999, by the following vote, to
wit
9 AYES: Council Members Lewis, Nygaard, Finnila &
NOES: None
ABSENT: Council Member
ATTEST:
KAREN R. KhDTZ, Assztant City Clerk
Exhibit A is the Gann Appropriation Limit which is detailed in the Appendix of the budget.
255
GLOSSARY
also see glossary at end of Capital Improvement Program section
Appropriation: A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Diego County
as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned funds
available.
BeginninglEnding Fund Balance: Unencumbered resources available in a fund from the
priorlcurrent year after payment of the priorlcurrent year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budget: An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program: A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an estimated
* useful life of more than one year, such as automobiles, and office furniture, which appear in the
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected governmental
facilities and services which are operated similar to private enterprises. These programs are
entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
Fee: A general term used for any charge levied by government for providing a service or permitting an activity.
256
Fiscal Year: A twelve-month period of time designated as the budget year. Carisbad'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, Library, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Manaqement 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 ODeration: A general category used for classifying expenditures for materials,
supplies and services which are normally used within the fiscal year.
ODeratinn Budget: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
ODeratinn 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.
SDecial 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.
257
INDEX Disaster Preparedness, 103
E A
About the City of Carlsbad, 16
Accounting Systems and Budgetary Control, 25 1
Administrative Services Summary, 55
Adult Learning Program, 139
Analysis of Available Balances, 226
Arts Office, 144
Arts Special Events, 147
Asset Forfeiture - Various, 95
Audiovisual Insurance, 141
B
Bicycle Patrol, 96
Budget Award, 18
Budgetary Policies, 26
Buena Vista Creek Channel Maintenance, 194
Building Inspection, 112
c
Calendar, 250
California Assembly Bill 1600, 21 1
Canine, 82
Capital Improvement Program, 8, 13,201
Capital Improvement Projects I999-00,2 16
Capital Outlay Items, 237
Capital Projects to Buildout, 2 16
Cash Management, 50
Centro de InformaciQ, 135
Children's Services, 133
Cole Library, 130
CIP Budget Expenditure Schedule, 215
CIP Projected Fund Balances, 212
CIP Revenue Estimates, 214
City Attorney, 54
City Clerk, 47
City Council, 46
City Manager, 52
City Manager's Transmittal Letter, I
Collection Development & Acquisitions, 137
Communications Center, 93
Community Development Administration, 106
Community Development Block Grant, 122
Community Development Summary, 105
Community Services Summary, 125
Continuing Appropriations, 246
Crime Prevention, 91
Cultural Arts Summary, 143
Economic Development, 11 1
Emergency Operations, 100
Engineering Services Summary, 167
Engineering, 169
Expenditures CIP, 2 15
Expenditure Schedule, 41
F
Facilities Maintenance, 177
Field Operations, 78
Finance, 57
Fire Administration, 99
Fire Department Summary, 97
Fire Prevention, 10 1
Fund Balances, 13,32,212
Future Fees Calculation, 203 .
G
Gann Appropriations Limit, 249,255
GenealogyLocal History, 134
General Fund, 5,27
General Services Summary, 173
Geographic Information System, 110
Glossary - Capital Projects, 234
Glossary, 256
Golf Course, 184
Growth Projections, 202
Growth Management Plan, 2 10
H
Health Insurance, 67
Highlights, 3
Housing - Rental Assistance, 1 18
Housing and Redevelopment Summary, 113
Housing Trust Fund - Administration, 120
How the Budget Document is Organized, i
Human Resources, 62
I
Information Systems, 68
Investigations, 84
D.A.R.E, 90
Debt Management Issues, 10
258
Juvenile Diversion, 86
L
La Costa Branch, 140
Lagoon Patrol, 83
Land Use Planning, 108
Library Gifts, 142
Library Summary, 126
Library Administration, 128
Lowmoderate Income Housing, 1 17
Recreation Summary, 148
Redevelopment Debt Service, 106
M
S
Redevelopment Operations, 1 14
Reserve Program , 8 1
Resolutions, 252,255
Revenues - Capital Projects, 214
Revenue Estimates, 34
Revenue Projections - General Fund, 34,2 I
Revenue Projections - Operating, 3, 34
Risk Management, 65
Maintenance & Operations Suumary, 185
Major Street Maintenance, 187
Media Services, 138
Median Maintenance, 180
Miscellaneous Non-Departmental, 7 1
N
New Programs, 24
0
Overview, 4
Operating Budget Overview, 19
Operating Expenditures, 4 1
Organization Chart, iii
Other Funds, 23
I
Park Maintenance, 175
Parks and Recreation Commission, 150
Park Planning & Recreation Mgt., 150
Personnel Allocations, 14
Police Administration, 77
Police Summary, 74
Policy & Leadership Summary, 45
Property and Evidence, 87
Public Safety Summary, 73
Public Works Administration, 166
Public Works Summary, 165
Purchasing, 60
R
t-
Records, 94
Recreation - Agua Hedionda Lagoon, 156
Recreation - Aquatics, 154
Recreation Fee Supported, 152
Recreation Operations, 157
Sanitation Services, see wastewater
School Resource Ofticers, 92
Senior Donations, 162
Senior Nutrition, 163
Senior Programs, 160
Seniors Summary, 159
Sister City, 146
Solid Waste Management, 198
Staffing, 8
Statistical Information, 16
Strategic Goals, 19
Street Lighting, 192
Street Maintenance, 188
Street Tree Maintenance, 179
Summary, 13, 30,209
Support Operations- Police, 89
T
Technical Services - Library, 136
Threats to the General Fund, 22
Traffic, 79
Traffic Signals, 190
Travel, 241
V
Vehicle Licence Fees (VLF), 22
Vehicle Maintenance, 18 1
Vehicle Replacement, 183
Vice/Narcotics, 85
Volunteer Program, 80
w
Water Billing, 57
Wastewater Operations, 197
Water Operations, 195
Weed Abatement, 102
Worker's Compensation, 64
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