HomeMy WebLinkAbout1999-06-15; City Council; 15261 Exhibit; Preliminary Operating Budget & CIP 1999-2000-
-E RAUTENKRANZ
CITY CLERK
CITY OF CARLSBAD
CALIFORNIA
-PRELIMINARY -
Operating Budget
&
Capital Improvement Program
1999-2000
[ OPERATING BUDGET 1 I
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1999-00 Operating
of Carlsbad
Preliminary
Budget and
Mavor
Claude "Buddy" Lewis
City Council
Ramona Finnila
Matt Hall
Ann Kulchin
Julie Nygaard
Citv Manaaer
Raymond R. Patchett
Administrative 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
199940 BUDGET
TABLE OF CONTENTS
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Council's Five-Year Vision Statements .................................................................................. 1
Organization Chart ................................................................................................................... ii
OPERATING BUDGET
Overview ................................................................................................................................. 1 Projected Fund Balances ...................................................................................................... 13
Revenue Estimates ............................................................................................................... 19
Personnel Allocations ........................................................................................................... 26
Expenditure Schedule ........................................................................................................... 15
Proaram Summaries
Policv & LeadershiD GrouD Policy & Leadership Group Summary ............................................................................. 28
City Council ...................................................................................................................... 29
City Cle tk .......................................................................................................................... 30
City Treasurer .................................................................................................................. 32
City Manager .................................................................................................................... 34 City Attorney .................................................................................................................... 36 .
Administrative Services Summary .................................................................................. 37 Administrative Services Administration ........................................................................... 38
Finance ............................................................................................................................ 39
Purchasing ....................................................................................................................... 41 Human Resources ........................................................................................................... 43 Worker's Compensation .................................................................................................. 45
Risk Management ............................................................................................................ 46
Health Insurance .............................................................................................................. 47 Information Systems ........................................................................................................ 48
Miscellaneous Non-Departmental ................................................................................... 51
Public Safetv
Public Safety Summary ................................................................................................... 52
Police Department Summary ........................................................................................... 53
Administration .................................................................................................................. 56 Field Operations ............................................................................................................... 57 Traffic ............................................................................................................................... 58
Volunteer Program .......................................................................................................... 59 Reserve Officer Program ................................................................................................. 60
Canine .............................................................................................................................. 61 Lagoon Patrol ................................................................................................................... 62 Investigations ................................................................................................................... 63 Vice/Narcotics .................................................................................................................. 64 Juvenile Diversion ............................................................................................................ 65
Property & Evidence ........................................................................................................ 66
TABLE OF CONTEM v
Pane Two
Public Safetv (continued) Family Services ................................................................................................................ 67
Support Operations .......................................................................................................... 68
Crime Prevention ............................................................................................................. 70
Police Records ................................................................................................................. 73
Various Asset Forfeiture .................................................................................................. 74
D.A.R.E. ........................................................................................................................... 69
Police School Resource Officers ..................................................................................... 71
Communications Center .................................................................................................. 72
Bicycle Patrol ................................................................................................................. 75
Fire Department Summary .............................................................................................. 76
Administration .................................................................................................................. 78
Emergency Operations .................................................................................................... 79
Weed Abatement ............................................................................................................. 81 Fire Prevention ................................................................................................................. 80
Disaster Preparedness .................................................................................................... 82
Communitv DeveloDment
Land Use Planning ......................................................................................................... 86 Geographical Information System ................................................................................... 88
Building Inspection ........................................................................................................... 90
Redevelopment Debt Service .......................................................................................... 94
Low/Moderate Income Housing ....................................................................................... 95
Affordable Housing .......................................................................................................... 98
Community Development Summary ................................................................................ 83 Administration .................................................................................................................. 84
Economic Development ................................................................................................... 89
Housing & Redevelopment Summary ............................................................................. 91
Redevelopment Operations ............................................................................................. 92
Housing - Rental Assistance ........................................................................................... 96
Community Development Block Grant .......................................................................... 100
Communitv Services
Community Services Summary ..................................................................................... 101
Library Summary ........................................................................................................... 102
Administration ................................................................................................................ 103
Georgina Cole Library .................................................................................................... 105
Circulation - South Carlsbad Library ............................................................................. 106
Reference Services ....................................................................................................... 107
Children’s Services ........................................................................................................ 108
Centro de Informaci6n ................................................................................................... 110 Technical Services ......................................................................................................... 111
Media Services .............................................................................................................. 113 Adult Learning Program ................................................................................................. 114
La Costa Branch ............................................................................................................ 115
Audio Visual Insurance .................................................................................................. 116
Library GifWBequesWEndowments ............................................................................. 117
Genealogy/Local History ................................................................................................ 109
Collection Development & Acquisitions ......................................................................... 112
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TABLE OF CONTEI . i’S
Page Three
Communitv Services (c ontinued)
Cultural Arts Summary ................................................................................................... 118
Arts Office ...................................................................................................................... 119 Sister City ....................................................................................................................... 121
Recreation Summary ..................................................................................................... 122 Park and Recreation Management ................................................................................ 124
Recreation - Aquatics ..................................................................................................... 128 Recreation Fee Supported ............................................................................................ 126
Recreation - Agua Hedionda Lagoon ............................................................................ 130
Recreation Operations ................................................................................................... 131
Seniors Summary .......................................................................................................... 133
Senior Program Donations ............................................................................................ 136
Senior Nutrition ............................................................................................................... 137
Senior Programs ............................................................................................................ 134
Public Works Public Works Summary ................................................................................................. 138 Public Works Administration .......................................................................................... 139 Engineering Services Summary .................................................................................... 140
Engineering .................................................................................................................... 142
Utility Engineering .......................................................................................................... 145
General Services Summary ........................................................................................... 146 Park Maintenance .......................................................................................................... 147
Facilities Maintenance ................................................................................................... 149
Street Tree Maintenance ............................................................................................... 150 Median Maintenance ..................................................................................................... 151
Vehicle Maintenance ..................................................................................................... 152
Maintenance & Operations Summary ........................................................................... 155
Major Street Maintenance .............................................................................................. 157
Street Maintenance ........................................................................................................ 158
Traffic Signal Maintenance ............................................................................................ 159
Street Lighting ................................................................................................................ 160 Buena Vista Channel Maintenance ............................................................................... 161
Water Operations ........................................................................................................... 162
Wastewater Operations ................................................................................................. 164
Solid Waste .................................................................................................................... 165
Carlsbad Golf Course .................................................................................................... 166
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Vehicle Replacement ..................................................................................................... 154
CAPITAL IMPROVEMENT PROGRAM
Overview ............................................................................................................................. 167 Projected Fund Balances .................................................................................................... 178
Current & Future (1 998-99 to Buildout) Projects ................................................................ 182
Revenue Estimates ............................................................................................................. 180 Budget Expenditure Schedule ............................................................................................ 181
Analysis of Available Balances ........................................................................................... 193
APPENDICES
Planned Capital Outlay Requests ....................................................................................... 201 Conference Travel Requests .............................................................................................. 205
Glossary .............................................................................................................................. 210
Carlsbad’s. . .
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Carlsbad City Council
1999
FIVE-Y EAR VISI ON STATEMENTS
4.
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.
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.
2. 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
Carls bad.
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.
6.
7.
a.
9.
Delivers top-quality public services.
Manages environmental concerns proactively, including:
0 openspace
0 water quality/conservation
0 beach erosion
0 air quality
0 resource conservation and waste reduction
0 wildlife habitats
Has a safe and efficient integrated transportation system.
Maintains citywide “small town” community spirit.
Has a community where continuous and life-long learning are supported and embraced
for people of all ages.
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199990 PROPOSED OPERATING BUDGET
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 0 Street construction and maintenance
0 Water delivery system 0 Library and arts programs
0 Sewer system 0 Recreation programming for all ages
0 Solid waste services 0 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 Carlsbad begins in January each year, with a review and
update of the City Council's five-
year vision statements. These
statements are shown on the first
page of this budget document.
Through the vision statements,
Council continually defines and
clarifies their vision of Carlsbad.
The Strategic Goals for the City
are developed next. The goals
further define the methods 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 Strategic Goals
Ensure the effective and efficient delivery of top-
quality services to our Community.
0 Create diverse, broad-based economic strategies to
ensure the financial health of the Community and the
City.
0 integrate a comprehensive, efficient transportation
system with "qua/ity-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 recommended operating budget for fiscal year 1999-00 totals $1 03.7 million with revenues
for the' year estimated at $108.2 million. General fund revenues are estimated at $64.4 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
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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 Profilg
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, staff is recommending some enhancements to our services in 1999-00 to ensure
the maintenance of a highquality 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 ESTIMATED PERCENT
FUND 1998-99 1999-00 DIFFERENCE CHANGE
GENERAL FUND $61.9 $64.4 $2.5 4%
SPECIAL REVENUE 10.1 9.8 -0.3 -3%
ENTERPRISE 25.7 22.9 -2.8 -1 1%
INTERNAL SERVICE 8.8 9.4 0.6 7%
REDEVELOPMENT 1.8 1.7 -0.1 -6%
TOTAL $1 08.3 $108.2 -$O. 1 O%l
Revenue estimates for the operating budget indicate that the City will receive a total of $108.2
in the Enterprise funds which are offset by increases in the General fund. These and other funds will be discussed in more detail below.
million, a $100,000 decrease over the current year projections. The majority of the decrease is -
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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
TOTHEGENERALFUND
(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%
TOTAL GENERAL FUND REVENUE $61.9 $64.4 $2.5 4%)
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 operations 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 l4
spending on public safety services under
Proposition 172. Proposition 172 requires that the
1/2 cent increase in California sales taxes be
deposited to State and local public safety trust
funds and allocated to local agencies to fund public
approximately $500,000 that is restricted to IZdL .---c lo--
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safety services. 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 article 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 181
timeshares. Another hotel due to open later in 1999 is the Marriott Residence Inn, which is
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located in the Carlsbad Research Center. It will have 121 rooms. The addition of these two
new facilities will bring the total moms 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
saw a sudden upward turn in 1994-95 and has continued to
accelerate since then. One of
the commonly used indicators of building activity is the
number of residential permits issued. As of April 1999,
Carlsbad has issued 1,842
building permits, which already
surpasses last year's total of 1,339. It is expected that this
will decrease to about 1,100
Permits Issued
2000 '1 I
per year for the next five years. The 1998-99 development-related revenues, which include
Planning, Engineering and Building department fees as well as building permits 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 fc#Lrsxmvm 11 was redaced with the State's General fund monev. However. the bill has
been reintroduced this year calling for the complete elimination of the fee. 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 $lO;OOO 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.
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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 and 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 proposed
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 proposed 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
Proposed 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 proposed 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 which 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 proposed 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 proposed to ensure that the City remains at the forefront in addressing the health and safety needs of its citizen's.
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In total, 33.5 new full and K time employees are proposed 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 (RE) 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 K 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 150 computer work
stations; most of which will be 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. Staff is requesting one
hourly FTE to provide the additional recreational opportunities at the expanded park.
Health and Safety
The health and safety of our citizen’s has always been a top Council priority. This is reflected in
the 1999-00 budget allocations. Over 35% of the recommended General fund budget has been
allocated towards police and fire programs. There are ten new positions proposed in the
budget this year to continue Council’s focus on health and safety. Some of the positions deal
with the growing population. These 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 is proposed 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 recommended 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’ll 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
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quality of our potable water system by testing to ensure that there is no crossever between the
recycled water system and the potable water system.
The final program being added in this category is the "Guard Start" program.
This one 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.
Technoloav 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 requests
for 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 information tool to a fully interactive site through which citizens and customers can conduct
business with the City on a 24-hour basis. The requested 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 being recommended in the
1999-00 operating budget in order to continue our level of service in response to the growth.
We are requesting the addition of two maintenance workers and three utility workers 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 requested 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 recommended in the operating budget include an office specialist in the Human
Resources department and 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.
ProDosed Budaet bv Fund TvDe From the discussion above, it can be seen that although the total dollars in the proposed budget
are not changing significantly from the previous year, there are major changes in the programs
being proposed. 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
proposed expenditures by fund and program will provide more information about the changes
occurring in the proposed budget.
BUDGET EXPENDITURE SUMMARY
(In Millions)
BUDGET BUDGET PERCENT
FUND 1998-99 1999-00 DIFFERENCE CHANGE
GENERAL FUND $60.9 $61.6 $0.7 1%
SPECIAL REVENUE 7.3 6.6 -0.7 -1 0%
ENTERPRISE 23.6 23.5 -0.1 0%
INTERNAL SERVICE 9.9 10.4 0.5 5%
REDEVELOPMENT 1.7 I .6 -0.1 0%
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TOTAL $103.4 $1 03.7 $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 proposed 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 7%, of the 1999-00 budget requests. This is approximately equal to the amount budgeted last year of which $2.2 million is remaining as of April 30, 1999.
9
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GENERAL FUND BY MAJOR SERVICE AREA
(In Mflllons)
I BUDGET BUDGET PERCENT
POLICYILEADERSHIP $2.5 $2.5 $0.0 0.0%
MSA 1998-99 1999-00 DIFFERENCE CHANGE
ADMINISTRATIVE SERVICES 4.7 3.8 -0.9 -19.7%
PUBLIC SAFETY 22.2 21.7 -0.5 -2.3%
COMMUNITY DNELOPMENT 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 .l -8.7%
NON-DEPARTMENTAL 4.3 4.1 -0.2 -4.7%
CONTINGENCY 2.2 4.0 1.8 81.8%
[TOTAL $60.9 $61.6 $0.7 1.1%1
There are several reasons for the minor change in the General fund proposed budget as
compared to the 1998-99 budget despite the increases in staffing and programs that were
previously discussed. A comparison by Major Service Area 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 requested, 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 in
the workload of the attorneys.
> Administrative Services decreased mainly due to a onetime 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 the 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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The largest change in Community Services is due to the opening of
the new library on Dove Street and enhancements to recreation
programs as previously explained.
Public Works shows a decrease of $1.1 million in their proposed 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.
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 subcommittee to
design this program during the upcoming fiscal year.
Another significant addition to the nondepartmental group for 1999-
00, is a $2 million transfer to an Infrastructure Maintenance fund. This
fund is proposed as "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 that reason, staff is recommending 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.
Capital outlay expenses totaling approximately $741,000 have been included within 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 $41 3,000 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.
11
Enterprise funds total $23.5 million, which is a decrease of less than 1 percent. Operating costs
for both the potable water and the 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 proposed for both the
Vehicle Replacement and Information Systems budgets. Information Systems increases
include additional staff support for the new library and various software applications, and
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 requests 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.
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.
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h CITY OF CARLSBAD I
OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1998-99
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.1998 REVENUES EXPENDITURES TRANSFERS JUNE 30,1999
[GENERAL FUND I
SPECIAL REVENUE 1
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITLJRE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA WSTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
ARTS GENERAL DONATIONS
[ENTERPRISE 1
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
IINTERNAL SERVICE I
P-
IC
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WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
IREDEVELOPMENT I
OPERATIONS
DEBT SERWCE
LOW AND MOD INCOME HSNG
31.497,698
0
382.388
141,389
124.241
68,155
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
2,877.689
(1 80,871)
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
3.347.1 00
65,400
251,800
4,100
608.600
427.000
776.800
132,500
168,700
90,800
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 ,OOO
1,392,000
1,614,400
132.780
1,265,000
382,500
55,388,006
0
80,000
180.91 1
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
13.694,937
1,483,087
4,821,504
132.100
865,000
838.435
883.543
2,498.033
1,580.682
1,201,100
1,769.600
435,938
1,120.000
97.450
37,968,892
0
443.886
135.478
97,725
43,058
3.858.414
(1.-)
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
1,136.1 18
ITOTAL OPERATING FUNDS $72.496.1 26 $1 08.244.967 592,989,939 ($13.920,000) $73,831,154 I
13
IC-- CITY OF CARLSBAD - OPERATING FUNDS
PROJECTED FUND BALANCES FOR FY 1999-00
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.1999 REVENUES EXPENDITURES TRANSFERS JUNE 30.2000
GENERAL 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 GIFTS8EQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSA)
STATE GRANTS (PLF)
ARTS SPECIAL MNTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENnTLEMENTlREHAB
ARTS GENERAL DONATIONS
ENTERPRISE I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE 1
WORKERS COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
IREDEVELOPMENT I
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
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
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,m
2.000.000
40.000
5.OOO
0
3,083,395
1,525,000
10,Ooo
3,000
61 1 ,000
429,000
778,000
32.000
153.500
90.200
24,800
195.500
52,000
704.567
21.800
15.430,OOO
1.400,000
4,810,000
677.000
600.000
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,OOO
0
0
2.992.035
230,285
56.095
10.000
7,000
551.879
448,044
716.885
8,724
150,500
199.185
25,610
192,426
119.200
709.587
0
16,294,486
1,678,380
4,934,471
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
119,895
(7,OOO.oaO) 33.711.403
2.000,000
293,886
140.478
97.725
114.418
5.1 53.149
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
6.391.277
371,433
2,742.625
2,804,757
3,859,500
897.269
2,522.387
(51.313)
303.759
3,963,337
473.535
380,000 272.33 f
(380,000) 462.231
1.369.973
TOTAL OPERATING FUNDS $73,831.154 51OfJ.181,342 5103.693.558 (57,000.000) $37.607,535
'Amount represents transfer to Capital Improvement Program
14
h
ClTY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
c
DEPARTMENT
1998-99
198697 1997-98 ESTIMATED 1998-99
ACTWS ACTUALS EXPENDITURES BUDGET
GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 188,867 187.979 213,740 213,740
CITY MANAGER 903.568 829,595 Q44.200 1,020,027
CITY CLERK 338.417 295,918 413,300 402,872
CITY ATTORNEY 568,277 804,001 818,026 831.592
CITY TREASURER 112,087 100,884 108.298 138.832
TOTAL POLICYLEADERSHIP GROUP 2.1 19,216 2.018.377 2,295,564 2,487.083 --- -
ADMINISTRATNE SERVICES
ADMINISTRATION 0 0 0 0
FINANCE 1,084.277 1,086,915 1,325,000 1,343,214
PURCHASING
HUMAN RESOURCES
391,747 414.685 486,188 524,360
991,134 1,189,301 1,519,888 1,529,139
RECORDS MANAGEMENT 0 0 1,319,500 1,319,500
2,850,901 4,630,376 4,716.213 TOTAL GENERAL GOVERNMENT 2,467.1 58 --- i-
PUBLIC SAFETY
POLICE 9,802,181 10,430,822 11,493.780 12.093.782
FIRE 7.234.412 7,597,002 9,890,850 10.117.431
TOTAL PUBLIC SAFETY 17.036.593 18,027,824 21,384,830 22.21 1,213 --- --
COMMUNITY DEVELOPMENT - s
COMMUNITY DEVEL ADMlN 570.161 510,016 555.215 555.215
GEOGRAPHIC INFORMATION 161.627 142.738 186.381 263.137
ECONOMIC DEVELOPMENT 101,747 99,820 129,951 142,997
PLANNING 2,002,143 2,215,355 2,245,909 2,476,498
BUILDING 1,076,912 1,287,581 1,583,622 1,635,473
TOTAL COMMUNITY DEVELOPMENT 3,912,590 4,235,510 4,701,058 5,073,320 -
COMMUNITY SERVICES
LIBRARY 2,534,748 2,769,268 3,428.825 3,504,750
CULTURAL ARTS PROGRAM 281,223 277.983 363,730 376.331
SISTER CITY PROGRAM 6.619 6,181 7,320 7,320
PARK PLANNlNGlRECREATION MGT 680.773 545,717 393,400 498.71 1
RECREATION 1,998,668 2,076,612 2,331.445 2.507.988
SENIOR PROGRAMS 257.109 268,i m 342.263 355,515
TOTAL COMMUNITY SERVICES 5,759,136 5,943.975 6,866,963 7,252,815
lQ99-00
BUDGET
238.130
989,282
409,520
713,780
134,740
2,485.452 -
296,588
1,315,180
505,796
1.494.005
148.500
3,760,089 -
13,002.884
8,717,834
21,720,298 -
517,590
309,455
132.880
2.397.750
1.723.387
5,080,882 -
4,900,390
543,250
8.270
554,340
2.529.270
386.306
6,921,826 =
%INCR (DEC)
96-99 BUD
To
gQ00 BUD
11.4%
-3.0%
-1 5.2%
13.096
-2.9%
-0.1% -
0.0%
-2.1 %
3.5%
-2.3%
-08.7%
-20.3%
7.5%
-13.8%
-2.2%
-6.8%
17.6%
-7.2%
-3.2%
5.4%
0.1%
39.8%
43.6%
13.0%
11.2%
0.8%
0.7%
23.0%
15
h - CITY OF CARLSBAD
OPERATtNG FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 199697 THROUGH 1999-00
199699
190697 1997-98 EsflMArrD 198699
DEPARTMENT ACWS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN 0
ENGINEERING 3,882,939
PARK MAINTENANCE 1.859.280
STREET MAINTENANCE 1.429,136
FACILITIES MAINTENANCE 1,178,285
Major Facility Maintenance (ltansfw) 212,800
TRAFFIC SIGNAL MINT 289.487
TOTAL PUBLIC WORKS 8,661.727 -
NON-DEPARlMENTAL
COMMUNITY PROMOTION (CCVB)
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
AUDIT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MlSC I TRANSFERS OUT
ASSESSMENT SERWCES
INFRASTRUCTURE MAIM TRANS
GOLF COURSE TRANSFER
HARMONY GROVE FIRE COST
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
207.593
35.800
0
75,018
797.500
33.550
170.222
38.916
1,685,574
18,779
0
470,000
86,279
4.174,293
1,854,781
1,880,395
1,303.571
200.000
474.797
9,754,086 -
256.487
38,100
225,000
75,774
828,521
22.823
177.909
13,572
331,952
22,893
0
490.000
318.533 20.246
673,839
4.117.851
2.325.000
2.221.000
1,473,500
m,000
373.589
11,390,585
362,180
36,000
770,000
79,630
800,000
80.000
198,000
30,000
~,000
25.000
0
1,680,000
0
702,654
4.79(1.929
2,436,638
2.378.863
1,708,213
~,OOo
402,006
12,625,303 I
489.180
36,000
770.000
80,070
8oo.ooo
Q4,8oo
19O.OOO
46,500
78.000
59,261
0
1,880,000
0 _.._
3,851.313 2.503.277 4.118.810 4,323.81 1 --
43.807.735 45.133.760 55,388,006 58.889.538
0 0 0 2,201,880
43,807,735 45,133,760 55,388,006 60,891,198 -- -
1999-00
BUDGET
544.084
4.342.070
2,351,831
2.287,791
1,636,155
200.000
385.845
1 1.547.782 -
243.000
36.000
0
80,ooo
50,000
210,000
0
56.000
2,000.000
800,000
0
4,125,000 -
57.641.289
4,000,000
61,641.289 -
WlNCR (DEC)
96-99 BUD
M
9800 BUD
-22.6%
-13.7%
-3.5%
-3.8%
4.1%
0.0%
4.0%
4.5% -
-30.3%
0.0%
-100.0%
9.1%
0.0%
47.3%
10.5%
7.5%
-100.0%
4.5% 4
-64.3%
4.6%
_I_
-1.8%
81.7%
1.2%
16
h
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
FISCAL YEAR 1996-97 THROUGH 1999-00
1998-99
1 Q96-97 1997.98 ESTIMATED 1998-98
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET ISPECIAL REVENUE FUNDS I
%INCR @EC)
98-98 BUD
To
9940 BUD
leSsQ0
BUDGET
c
24.2%
-100.0%
-100.0%
3.3%
-10.5%
-1@.1%
0.0%
88.1%
-5.7%
3.0%
-1 .o%
14.9%
-17.3%
315.8%
-1.1%
-1.6%
14.6%
-36.8%
-100.0%
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 EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENT/REHAB
ARTS GEWGALLERY DONATIONS
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
2,6m.750
143,602
114,172
0
36.471
508.758
358.718
674,175
7.046
189,631
37,503
18,828
209,436
47,406
752,587
870
80.Ooo
180,911
119,024
2,719,261
21 1,660
89.500
0
20.000
545.100
405,800
542,171
7,590
181,Ooo
34.537
23.413
194.037
51 ,OW
775.520
20.000
153.017
317.897
119,024
2.897.316
257,362
70,297
0
50,491
585,208
432,928
723,953
7.590
181,978
47,800
25,899
195,495
104,000
1,122.415
25.772
190,OOO
C
C
2,992.035
230,265
58.895
1o.ooo
7.000
551.878
448,044
716.885
8.724
150,500
198.185
25.610
192.426
119.200
709,567
a
c
c
r- ~
6,517,405 6,180,524 - .-cI
7,318,540 -
15394,306
1,527,805
5,015,429
190,897
942,310
6,606,015 -
16,294,486
1,878,380
4,934,471
189,743
370,000
-9.7% P
2.5%
g.g%
-1.6%
-0.6%
80.7%
TOTAL SPECIAL RMNUE FUNDS 6,407,854 -
ENTERPRISE FUNDS I
P-
13,729,352 13,694,937
1,174,301 1,483,007
3,609,819 4,821,504
1 10.482 132.1 00
215,636 865.000
WATER OPERATIONS 13,100,861
RECYCLED WATER OPERATIONS 1,055,743
SANITATION OPERATIONS 3,899,664
SOLID WASTE MANAGEMENT 133,869
GOLF COURSE 252,505
TOTAL ENTERPRISE FUNDS 78,442,642 - 23.570.547 23,467,080 -
908.744
1,200,179
2,537,409
1,456,221
1,727,544
2,525,089
0.4% 18,839,590 20,996,628
INTERNAL SERVICE 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
571,457 838,435
668.422 883.543
2,285,740 2,498,033
1,359,628 1,580,682
1,758,563 1,201,100
1,431.287 1,769,600
905.628
1,335,751
2,546,402
1,582,346
1,462.509
2,046,308
0.3%
-10.1%
0.4%
-8.0%
18.1%
23.4%
9,878.944 - 10,355,186 - TOTAL INTERNAL SERVICE FUNDS 8,578.721 8,075,097 8,771,393 -, 4.8%
i
17
-4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPEWDITURE SCHEDULE
FISCAL YEAR 1998-97 THROUGH 199iMo
1~00
190697 1897-98 ESTIMATED 1998-99
DEPARTMENT ACNALS ACTUALS EXPENDITURES BUDGET LREDEVELOPMENT I
OPERATIONS 539.517 381.848 435.938 483,m
DEBT SERVICE 1.631.500 1.679.491 1,120,Ooo 1.120,Ooo
LOWAND MOD INCOME HSNG 75.548 65,185 97.450 137,542
2.246.565 2.126.522 1.653.388 1.741.488 TOTAL REDEVELOPMENT -- -->
189800
BUDGET
422,093
1.082.000
1 18.895
1.623.988 -
WNCR (DEC)
gag0 BUD
To
OQOO BUD -
-12.8%
-3.4%
-12.8%
-
6.7% P -
TOTAL OPERATING FUNDS 79,483,317 80,692,374 92,989,@39 103.400.717 103,893,558 0.3%
18
h CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
ESTIMATED
RMNUE
lsss00
As% DIFFERENCE
OF N 96-99 1998-99 TO
PROJECTED 199940
ACTUAL PROJECTED
RMNUE RMNUE
RMNUE SOURCE 1997-98 1998-99
IGENERAL FUND I
TAXES
11.5% 1.627.000
7.8% 1,256.000
8.2% 563,000
8.8% 161,000
-10.0% U2.000)
PROPERlY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
TRANSFER TAX
TOTAL TAXES
S15.808.000
17,756.000
7.463.000
2.034.000
648,000
43,709,000
S14.181,000
16,500,000
6,900.000
1.873.000
720.000
40,174,000
512.410.095
14,817.057
6.048.092
1,713.528
835.530
35,822,300
.. ,
~ ~~
8.8% 3,535,000
LICENSES AND PERMITS
BUILDING PERMITS
BUSINESS LICENSES
OTHER LICENSES 6 PERMITS
TOTAL LICENSES 6 PERMITS
1,080.000
1.829.000
1.107.000
-10.0%
7.8%
-10.0%
2.200.000
1,700.000
1 .zu).000
5.130.000
2,094.523
1.803.744
1,184,990
4.883.257
~~
4.918.000 -4.2% (214,000)
STATE SUBVENTIONS
VEHICLE LICENSE FEES
OTHER
TOTAL STATE SUBVENTIONS
2,970.1 89
234.323
3,124.000
476.000
3.456.000
509.000
10.7% 334.000
6.9% 33.000
10.2% 367.000 3.204.512 3.600.000 3,987,000
CHARGES FOR SERVICES
-1.6%
-10.0%
-28.8%
7.4%
2.6%
2.0%
2.0%
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
PROPERTY RENTALS
OTHER CHARGES OR FEE
9oo.OOo
1,650.000
1,756,000
800.000
1,046,000
350.000
803.000
7,105,000
L-- -
800.000
1.148.398
1,393,860
2.327.574
747.425
985.942
221,087
595.883
7,420.147
331.318
1,485,000
1,250,000
859,000
1.067,000
357,000
615.000
6.519.000 -8.3% (588.000)
2.0% 18.000
- i
-4.9% 193.000)
TOTAL CHARGES FOR SERWCES
FINES AND FORFEITURES a
INTEREST
816,000
1,589.461 1,900,000 1,807,000
0.0% 0 INTERDEPARTMENTAL CHARGES 1.919.341 1.650.000 I ,650,000
824.486 -33.3% (500.000) 1,000,000 OTHER REVENUE SOURCES 1,500,000
61.859.000 TOTAL GENERAL FUND 55.994.802 64.384.000 4.1% 2.525.000
19
h
RMNUE SOURCE 1887-90 1098-99
CrrY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 1999-00
lseB00
h
As% DIFFERENCE
OF FY 0.W 1BggWTO
PROJECTED lsggoo
REVENUE
ACTUAL PROJECTED
REVENUE RNENUE
SPECIAL REVENUE FUNDS I
INFRASTRUCTURE MINT FUND
n TRANSFER FROM GENERAL FUND 0.0% 2.000.000
0 2.000,OOo - 0
0 0
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
OTHER
TOTAL
78.527
37.389
n
-75.8% (M.000)
-41.2% v.ow
-100.0% (W)
-71.7% (101.500) -
124.000
17.000
500
141,500 115,916
COPS GRANT
STATE FUNDING (AB3229)
INTEREST
TOTAL
186,000
9,000
175.000
161.229
10,888
172,117 I 5.000
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
TOTAL
-100.0% (88.708)
-100.0% (3,800)
-100.0% (92,m)
85,027
3,964
88,991
88,708
3.800
92.508
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
16.605
2,567.339
63.488
12.000
2,612,164
50.OOo
-16.7%
10.296
250.m
(2.000)
266,231
125.000
2.878,395
400
60.000
~~ -
2.674.164
~ ~~ ~~
14.8% 389.231 2.647.430
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
315,667
1,240,949
605.414
375,000
1.11o.Ooo
1.862, 100
3.347.100
0.0% 0
3.8% 40.000
-100.0% (1,862.100)
-54.4% (1 .822.lW) 2.162.030
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
2,121
73.494
400
65.000
0.0%
-7.7%
0
15.0001 I .. .
75.615 65.400 TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
- a
0
0
1.800
250.000
455.6% 8,200
-100.0% (250.0001
0 251.800
&
20
rq CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 199900
ESTIMATED DIFFERENCE
OF FY 96-99 1996-QD TO
PROJECTED
REVENUE
ACTUAL PROJECTED
RMNUE REVENUE
REVENUE SOURCE 1997-98 1998-99
LIBRARY GIFTSBEQUESTS
d
GlFTSfBEQUESTS
INTEREST
TOTAL
34.900 -33.3%
-9.1%
3.000
1.100
4.100
2.424
37,324 -26.8%
TREE MAINTENANCE
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
31,975
0
498,883
5.7%
0.0%
0.1%
0.0%
2.000
0
400
0
2.400
35.000
2.000
501,800
70.000
608,600 - a
37.000
66,200
597.058 0.4%
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
20.0%
0.2%
0.0%
0.5%
5.000
417.000
5,000
427.000
P -
4.616
382.554
1,500
388.670 - i
2.000
STREET LIGHTING - a
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
55,070
53.500
634.395
16,899
1.9%
0.0%
0.0%
0.0%
0.2%
1
0
200
0
1.200
52.000
53.500
668.800
2,500
776.800 759.964
BUENA VISTA CREEK CHNL MAlNT
INTEREST
BUENA VISTA FEES
TOTAL
31,510
100.371
-1.5%
-100.0%
-75.9% > -
32,500
100,000
132,500
F
131,881 P -a
STATE GRANTS (CLSA)
INTEREST
GRANTS
TOTAL
-7.4%
-9.0%
3,717
128.849
2.700
166,000 151.000
2,500 I
132,566 168,700 -9.0% -
STATE GRANTS (PLF) > 4
INTEREST
GRANTS
TOTAL
5.329
40.838
0.0%
-0.7%
-0.7% a
4.200
86,600
90,800 a 46,167
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
2.681 0.0%
-11.5%
-10.8% c
1,800
26.000
27,800
20,223
22,904
21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 199900
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 19SfJ-99
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
SENIOR DONATIONS
d
INTEREST
DONATIONS
TOTAL
113.322
96.113
209.43s
6,597
53.077
59.674
CDBG ENTITLEMENTlREHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
45
0
755.633
755.678
ARTS GENEWGALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
101,137
94.358
195,495
4.000
50.000
54,000
0
52.900
722,620
775.520
1,768
4.170
1.700
47.500
~
5.946 49.200
ESTIMATED As% DIFFERENCE
REVENUE OFFY98-99 199kS9TO
199900 PROJECTED 199900
4
0 OI
0.1% 63
-0.1% (W
0.0% 5 1 -
- 0.0% 0
5.9% 100
-57.9% (27.500)
-55.7% (27.400)
L..
P
TOTAL SPECIAL REVENUE FUNDS 8,409,366 10.057,987 9,789,182 4 -2.6% (258.825)
22
h CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 199940
ESTIMATED
RMNUE
199940
As% DIFFERENCE
OF M 98-99 ' l9W-99 TO
PROJECTED
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1997-98 1-99
ENTERPRISE FUNDS I
WATER OPERATIONS
WATER SALES 10,410,505
READY TO SERVE CHARGES 2.988.929
NEW ACCOUNT CHARGES 108.063
BACK-FLOW PROGRAM FEES 78.415
PENALTY FEES 178.404
INTEREST 844,930
ENGINEERING 6 PLAN CHECK FEES 167.671
-3.1%
4.0%
0.0%
0.0%
0.0%
-57.6%
0.0%
0.0%
0.0%
0.0%
-4.3% -
(-.*)
123.000
0
0
0
(475.000)
0
0
0
0
(698,500)
10,943,000
3.216.000
100.m
75.m
176,~~
350,m
160,ow
170.oW
200.000
40,wa
15.430.000
11,289,500
3.093.000
100,000
75.000
176,000
825.000
16O.OOO
170,000
200.000
40,000
16,128,500
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
168.216
192,663
120.539
15,258,335
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
4.2% (53.500)
15.1% 12,200
0.0% 0
0.0% 0
0.0% 0
-2.996 (41.300) -
839.031
58.519
378.627
58,406
5,670
1,338.253
860.500
80,800
440.000
80,000
0
1.441.300
807,000
93,000
440,000
60.000
0
1.400.000
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
-1 1.5% (600,000)
0.0% 0
3.7% 2.500
5.200.000
40,000
67,500
44O.OOO
42.000
4,800.000
40.000
70.000
100.000
0
5,299.220
2o.OOo
74.140
436,597
7.685
5,837,642
-77.3%
-100.0%
-16.9% - (979.500) 5,789.500
9 - 4,810,000 -
SOLID WASTE MANAGEMENT a
INTEREST
RECYCLING FEES (AB939)
NON-JURISDICTIONAL FEES
OTHER
TOTAL
84.113
175,199
403,169
66
87,000
196,000
380,000
0
90.000
199,Ooo
388.000
0
3.5%
1.5%
2.1%
0.0%
3.000
3.000
8.ooo
0
662.547 663.000 677.000
~~
2.1% 14.000
GOLF COURSE -
TRANSFER FROM GENERAL FUND
OTHER
TOTAL
1,680.000
0
490,000
162,409
652.409
600,000
0
600.000
-64.3% (1,080,000)
0.0% 0
-64.3% (1 .Os0.000) - 1.680.000
TOTAL ENTERPRISE FUNDS 23,749,186 25.702.300 22.917.000 -
23
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 199900
A,
.-
As% DIFFERENCE
OF M 9- ISW-SBTO
PROJECTED logego
ESTIMATED
REVENUE I ACTUAL PROJECTED
RMNUE REVENUE
REVENUE SOURCE im7-so 1998-m logego
INTERNAL SERVICE FUNDS
WORKERS' COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
-5.9% (5.000)
8.4% 32,000
0.0% 0
4.2% 27.000 -
114.164
668,869
50.278
833.311
UABlLlM SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
171,947
930,185
0
150,OOO
691 .OOO
0
0.0% 0
6.7% 48,400
0.0% 0
5.5% 48.400 - . 4. 1 .lO2.132 841.OOO
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
1o.OOO
2,094,000
a.oO0
2.708.000
23,531
1,617,392
331.206
1.972.129
2.054.000
1.6W.OOO
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1,443,967
2,742
43.556
1,523,000
~.'330
120.000
5.1%
0.0%
-100.0% ...
1.490.285 1,651,000 -2.6% (43.000) I
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1.052,298
248,378
35.062
1,091,000
185,000
116.000
4.7%
-18.9%
-100.0%
51.000
(35,000)
H16.000) ..,
1,335,738 1,392,000 - I
INFORMATION SYSTEMS
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
51.214
1,298,200
0
50.000
1,564.400
0
0.0%
53.5%
0.0%
0
637,630
0
1.614.400 1.349.414
TOTAL INTERNAL SERVICE FUNDS 53% 517.030
24
h CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES FOR 199940
ACTUAL PROJECTED
RMNUE RMNUE
REVENUE SOURCE 199740 1996-99
IREDEVELOPMENT FUNDS I
OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
DEBT SERVICE
TAX INCREMENT
INTEREST
TOTAL
LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
47,485
71.380
3,612
2.395
47.500
71.300
3,000
10.900
124.872 132.780
1,206.387
64,563
1.272.950
302,097
322,089
5.550
1.21 5.OOo
5o.OOo
1.265.m
302,500
80,000
0
629.716 382.500
TOTAL REDEVELOPMENT FUNDS 2,027.538 1,780,280
ESTIMATED
RMNUE
199900
47.500
42.600
2,500
2.400
95.000
1,230,000
40.000
1,270,000
303.750
50.000
0
353.750
1.71 8.750
As% DIFFERENCE
1996-99 TO OF FY 96-99
PROJECTED 199900
0.0% 0
-40.3% (28.700)
-16.7% (500)
-78.0% (W-JO)
-26.5% (37.780)
1.2% 15.000
-20.0% (10,000)
0.4% 5.ooo -
0.4% 1.250
-37.5% (30.000)
0.0% 0
-7.5% (28,750) -
-3.5% ~61.530~
TOTAL OPERATING $98,263,901 $108,244,967 $108,181,342 4.1% ($63,626)
25
-4 - CITY OF CARLSBAD
PERSONh,, ALLOCATlONS FOR 1998-99 AND 19s. JO
FULL AND 314 TIME EMPLOYEES
OVER
(UNDER)
1998-99
98/99 99/00
FINAL FINAL
BUDGET BUDGET ALLOCATED MAJOR SERVICE AREA
)POLICY AND LEADERSHIP GROUP I
CITY COUNCIL 1 1 0
CITY TREASURER 0.75 0.75 0
CITY CLERK 4 4 0
CITY ATTORNEY 5 6 1
CITY MANAGER 8 6.75 (1.25) 3
)ADMINISTRATIVE SERVICES 1
2 2 ADMINISTRATION 0
9
14
2
5
8
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES 8 WORKERS COMP
17
20
2
5
9
.-
)PUBLIC SAFETY I
POLICE 128 134 6
FIRE 79 79.75 0.75
COMMUNITY DEVELOPMENT 1
COMM DEVELOPMENT ADMINISTRATION 4.75 4.75 0 4
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
13
1
2
24
10
13 0
1 0
2 0
24 0
10 0
~COMMUNITY SERVICES 1
8.3
I
0
0.5
0
LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
32.5
3
3
15.5
3
40.75
4
3
16
3
7.25 4 (3) -
37 51 14
47.25 51.75 5
81.25 71 (10) -
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 OPERATIONS
GRAND TOTAL LABOR FORCE 548.25 586.5 38.25
9
26
c CITY OF CARLSBAD h
PERSt. AEL ALLOCATIONS FOR 1998-99 AND . 39-00
.LIMITED TERM EMPLOYEES
INTERNS - 98/99 - 99/00 Difference
Management Interns 0 2 2
Building Inspector Intern 0.5 1 0.5
GIS 0.5 0.5 0
Planning - front counter 1.5 1.5 0
TOTAL LIMITED TERM EMPLOYEES 2.5 5 2.5
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY - 98/99 - 99/00 Difference
Full Time Personnel 543 502 39
34 Time Personnel in Full Time Equivalents 5.25 4.5 (1)
Hourly Full Time Equivalent Personnel 111.41 135.55 24
TOTAL LABOR FORCE 659.66 722.05 62.39
IC-
?
27
f POLICY & I I LEADERSHIPGROUP I I
r-
c-
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ 1,606,262 $ 1,533,464
MAINTENANCE & OPERATION 492,892 476,192
CAPITAL OUTLAY 20,062 8,721
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
199a-m 199900
BUDGET BUDGET
$ 1,758,012 $ 1,754,619
687,825 691,833
41,226 39,000
SUMMARY
28
A
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ 165.361 $ 144,094
h
1-99 199940
BUDGET BUDGET
$ 155,740 $ 156,030
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ACCT NO. 0010110
33,506 43,885 58,OOo 82,100
0 0 0 0
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:
Meetino Attendance: Prepare for and attend City Council Meetings, as well as various regional committee and
community meetings. Respond to the needs and requests of the residents of Carlsbad through personal contact and
correspondence.
A
KEY GOALS FOR 199940:
The Crty Council has set four Strategic Goals for Fiscal Year 1999-2000:
0
0
Ensure the effective and efficient delivery of topquaii 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.
0 Enhance educational opportunities and school facilities for all segments of the Community.
SIGNIFICANT CHANGES:
None.
29
h
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 208,630 $ 183,858 $ 250,206
MAINTENANCE 81 OPERATION 110,884 112,080 220,141
c
199940
BUDGET
$ 234,440
171,080
'i
c
c.
c
c
c
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
CAPITAL OUTLAY 16,903 OI
12,525 4,000 I
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 Carlsbad 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 ACTlVlTl ES :
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 Filinn 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 Suooort 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.
30
,-- h 1
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
WORKLOAD STATISTICS:
CY11 997
Elections
General
Special
Filinns Campaign Statements
Statement of Economic Interest
Minutes Council Minutes
CMWD Minutes
H + R Minutes
PIC Minutes
Claims Filed
Public Hearing Notices
Ordinances Published
Meetings Held
Council
CMWD Board
HBR Commission
Public Improvement Corp
0
0
38
340
76
116
39
46
76
25
7
1
CY11 998
1
1
59
390
94
29
13
2
113
42
24
94
29
13
2
Documents Processed
Agendas
Agenda Bills
Resolutions
Ordinances Documents to Recorder
ContraddAgreemen ts
Subscriptions to Muni Code
Copies
Entries Indexed
storage
Boxes of Files Micro Boxes
KEY GOALS FOR 199940:
“Enhance educational otmortunities and school facilities for all seuments of the Communitv.’’
PAGE TWO
ACCT NO. 0010210 I
CY11 997
76
573
726
46
558
351
98
536,682
500
214
12
-
CY11998 -
i 38
570
468 -
24
659
111
443,156
638
688 -
-
226 -
12
A
-
-
-
Enhance public access to information regarding City Council meetings by provision of Internet access to Ci Council agendas.
.4 SIGNIFICANT CHANGES:
service for Traffic Safety Commission has been deleted from Clerk‘s budget, and will be provided for by Engineering.
Decrease in election funding due to no municipal elections scheduled in PI 1999-2000. Also, funding for minutes
u
31
c
c
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ 56,119 $ 53,783
MAINTENANCE & OPERATION 55,968 47,101
CAPITAL OUTLAY 0 0
PROGRAM: CASHMANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER
1998-99 1999-00
BUDGET BUDGET
$ 63,452 $ 57,050
75,380 77,690
0 0
ACCT NO. 0010310
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 Manaaement:
Develop projections of cash receipts and cash expenditures from various Ci 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 activii 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 institionslbrokers for available investments.
Evaluate investment alternatives and affect investment purchases. Prepare trade authorizations and arrange for
payment, delivery, and safekeeping of all purchases. Verify receipt and correctness of investments made.
32
rc
PROGRAM: CASHMANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES
Investment Manaaement (continued):
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.
Reportina and Oversiaht:
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. 3
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.
or more frequently as needed.
-
Develop agenda, convene, conduct, and record proceedings of the Investment Review Committee each quarter, -
WORKLOAD STATISTICS:
FY 1997 FY 1998 FY 1999 (est)
1. Portfolio Balance 2,057 2,667 3,317
2. Number of Investments 1,042 1,537 1,554
3. Monthly Investment Activity 216 294 254
4. 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.”
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 opmrtunities and school facilities for all seamen& of the Communitv.“
0 Offer speaking engagements on Clty 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.
-
.-.i SIGNIFICANT CHANGES:
None
33
c
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 715,624 $ 662,784 $ 781,977
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
199900
BUDGET
$ 742,077
MAINTENANCE & OPERATION
CAPITAL OUTLAY
187,944 159,565 223,750 220,205
0 7,246 14,300 27,000
PROGRAM GROUP DESCRIPTION:
c-
ACCT NO. 0011010
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 (MSA)) 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.
Policv Development: Assist Council in policy development.
PERFORMANCE MEASURES:
The City Manager‘s Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivew of top-aualitv services to our Community.”
0
0
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.
0 Implement innovative, cost effective delivery of City services via publidpublic and publidprivate partnerships;
non-profit organizations; enterprise services; and through regionalization and consolidation.
0 Construct, maintain and operate facilities that support topquality service delivery in conformance with City
budgets and standards.
34
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 001 101 0
"Create diverse. broad-based economic strateaies to ensure the financial health of the Communltv and the
Citv."
0 Develop and implement a comprehensive financial plan that: *
Protects local revenue sources * * Promotes responsible cost management *
Provides revenues to maintain highquality services
Promotes private sector economic growth
Enhances revenues and reduces costs
0
0 Develop, maintain and enhance highquality standards in the areas of: development, City senrices,
Attract and retain target industries, businesses and jobs that result in improved economic heatth.
communications, and fiscal policies that result in a high quality of life that supports economic health.
"Intenrate a comprehensive efficient transportation system with aualitv of Ilfe-centered land use decisions."
0 Develop programs and policies in partnership with other local and regional transportation authorities that result
in fully integrated, efficient, cost-effective transportation system and regional transportation plan.
Be a catalyst for the development of private sector partnerships and -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 seaments of the Communify."
0 Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
0 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.
SIGNIFICANT CHANGES:
The 1999-00 City Manager's Office budget reflects the following changes:
0 The Administrative Services Director's office has been moved from the City Manager's budget to a separate
budget. The construction of the new AdministratiodCommunity DevelopmentlPublic Works building has
allowed the consolidation of all Administrative Service Departments into one location, facilitating this change in
the budget document.
The Assistant to the City Manager position has been eliminated and will be replaced by two entry-level intem
positions. These positions will work with the City from one to two years, with the expectation that during that
period the intem 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
35
c
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL 499,724
MAINTENANCE & OPERATION 105,554
CAPITAL OUTLAY 13,400
c
1999-00
BUDGET
506,700
109,068
7,000
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY
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 topquality 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 opportunitieslfacilities for all
segments of the community.
PROGRAM ACTIVITIES:
ACCT NO. 001 121 0
The City Attorney’s oflice 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 199940:
“Ensure the effective and efficient deliverv of tor>-aualitv services to our Communitv.
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.
36
ADMINISTRATIVE
SERVICES
P
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES
199900 1-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET BUDGET
$ 2,096,211 $ 2,217,720 $ 2,785,391 $ 3,667,403
5,364,769 5,230,068 7,000,918 7,290,431
114,894 160,019 1,763,993 260,900
SUMMARY
c
37
1996-97
ACTUAL
PERSONNEL $ O$
'3-
1997-98 1998-99 1999- - 3
BUDGET BUDGET ACTUAL
O$ O$ 190,Zr
MAINTENANCE & OPERATION
CAPITAL OUTLAY
-
PROGRAM GROUP DESCRIPTION:
0
0
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 199940: 1
0
0
o DQU al itvse nri cestoou r Commu ni tv ." "Ensure the effect lve an defficentdelivetvoft i
"Create diverse. broad-based economic strateales to ensure the financial health of the Communitv and the Cltv."
"intearate a COmDrehenSiVe efficient transmrtat ion svstem with aualitv of life-centered land use decisions."
I
-
SIGNIFICANT CHANGES: I
0 87,350
0 19.a
-
The Administrative Services Director's office has been moved from the City Manager's budget to this separate budget. The construction of the Faraday building has allowed the consolidation of all Administrative Services Departments into one location, facilitating this change in the budget document. 3
38
c
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n
7
c-
r-
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
c
P
1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 718,308 $ 744,689 $ 900,224 $ 1,154,517
362,860 322,226 440,990 441,407
3,109 0 2,000 6,500
c
PROGRAM: FINANCE
FUND: GENERAL I ENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 001 131 0
WATER ENTERPRISE 287,244
TOTAL FUNDING $ 1,084,277 I $ 1,066,915 I $ 1,343,214 I $ 1,602,424
MISSION STATEMENT:
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:
Lona-Ranae Financial Planning:.
0 Prepare ten year operating forecasts incorporating various "what if 'scenarios to facilitate decision-making for
City Council and city depaknts.
Budaet Management:
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 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 .
0
0
Accounts ReceivablelCashiering:
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:
Prepare checks for City employees and service and commodity suppliers
Maintain turnaround time of 30 days to process and pay invoices
General Accounting and Reporting:
0
0
0
0
Meet the financial reporting needs of our customers through better access and training on the financial
information system. 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.
39
c h
PROGRAM: FINANCE
FUND: GENERAL I ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
Assessment DistrictlCFD 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
0
Monitor sales tax audit contract to ensure effectiveness. Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
FY1997
1.
2. Number of business licenses processed: 5,079
3. Number of payroll checks issued 20,555
4. Number of electronic payroll checks issued 0
5. Awards received for CAFR CSM FOlGFOA
6.
Average number of days to dose books at
month end: 20
Awards received for Annual Budget
7. Outstanding debt issues administered $1 00 million
FY1998
15
5,600 16,359
4,278
CSMFOlGFOA
Excellence:
Operating and
Capital
$96 million
FYl999 (est)
10
5,750
10,868
10.868 Not Available
Meritorious:
Operating
$100 million
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivew of toD-aualitv services to our Communitv.”
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.
“Create diverse, broad-based economic strateaies to ensure the financial health of the Community and the
0 Improve ability to forecast and plan for the future by refining our comprehensive long-term financial planning
models.
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.
0 Identify and secure funding sources for the construction of major east-west circulation elements within the Ctty.
citv.”
“Enhance educational opportunities and school facilities for all seamenh of the Community.”
0 Develop training plan to ensure that the City’s workforce has the knowledge and skills needed to excel on their
job.
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.
40
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PERSONNEL
ACCT NO. 0011410
1996-97 1997-98 1998-99 199940
ACTUAL ACTUAL BUDGET BUDGET
$ $ $ $
516,911 562,431 634,030 583,288
I I I I I 1
469,736 606,870 865,315 91 0,717
I 4,487 I O1 29,7941 O1 CAPITAL OUTLAY
I I I I I I $1
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 wornerrowned businesses files
Commoditv/Service Contracts
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 Manaclement
0 Review and update present policies and procedures
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 Maintain inventory of surplus City property and direct surplus property to requesting departments as 1
becomes available
0 Direct disposal of surplus and lostlunclaimed Police property
0 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 presort of first-class mail
Messenaer and Mail Service
41
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
WORKLOAD STATISTICS:
PAGE TWO
ACCT NO. 0011410
Orders Issued
Dollar Amount of $1 8,600,000 $38,800,000 $56,200,000
Purchase Orders
issued
City Hall Number of 103,113 106,434 119,386
Pieces of Mail
Processed
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of top-aualitv services to our Communitv.”
0 improve service to our customers by identifying areas where improvements can be made and develop plans to implement them.
0 Provide training to City staff in Procurement PoliciesProcedures and IFAS
SIGNIFICANT CHANGES:
Budgeted services include expanded mail and central receivinglshipping at the new Faraday and Library facilities.
42
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PERSONNEL
MAINTENANCE & OPERATION .
CAPITAL OUTLAY
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
1998-99 199800
ACTUAL ACTUAL BUDGET BUDGET
$ 516,911 $ 562,431 $ 634,030 $ 583,288
469,736 606,870 86531 5 910,717
1996-97 1997-98
4,487 0 29,794 0
MISSION STATEMENT:
People are our prio rity... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Benefits
0
Employment: Recruitment, Classification, Compensation, Human Resource Svstems
0 Continue to proactively consult with departments regarding their staffing needs
0 Attract and retain qualified candidates for City employment and fill job vacancies
0 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
0 Continue to implement Human Resources Information System to create more streamlined and effective systems
Training
0
0
0
0
Administration
0
EmploverlEmDlovee Relations
Develop and implement ongoing internal and external customer satisfaction feedback system for all major HR
services
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@), 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 employmentlrecruitment 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.)
43
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES
Number of applicants processed
Number of recruitments processed
Number of eliaibles on emDlovment list
WORKLOAD STATISTICS:
101r
32*
28%.
Measures for Classification Review N98-99
I Number of Classification DescriDtions RevisedlCreated I 90* I
I Number of Positions Reviewed I 140* I
I Number of new hires I 36. I -
Number of promotiondtransfers I 21’ I As of February 28,1999
KEY GOALS FOR 1999-00:
PAGE TWO
ACCT NO. 0011510 MRU 0011550
“Ensure the effective and efficient delivery of too-aualitv services to our Communitv.”
Enhance the effectiveness of our partnerships and stay connected to our customers.
0
-
Survey customer satisfaction of health beneffis
Review of the grievance and discipline procedure with CCEA
1
Continue redesigning and implementing systems
0 Continue implementation of HRISPY
Build organizational capaaty
0
0
Continue implementation of BPR recommendations, e.g., Municipal Code and rules revisions
Coordinate all benefits into one integrated system
Conduct training on Preventing Violence in the Workplace and Drug and Alcohol Prevention
Review and implement alternativeflexible staffing options
Deliver core Human Resources services effectively
Continue process improvement in the areas of benefits, Workers’ compensation, labor relations, employee
relations, recruitment, classification, HR systems, training, administration, payroll, and record-keeping -
3
SIGNIFICANT CHANGES:
Staffing changes include the addition of an Office Specialist II to perform clerical duties currently performed by
temporary staff. This budget also includes additional funds for HRlS support.
44
A
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 I1 520
MAINTENANCE & OPERATION
CAPITAL OUTLAY
HOURLYFTE POSITIONS I 0.00 I 0.00 I 0.00 I 0.00
MISSION STATEMENT:
People are our prio rity... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
Workers’ ComDensation Claims and Administration
0 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 W/C related accidents, injuries and illnesses
FY 98-99 I .r
.r
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient deliverv of top-aualitv services to our Communitv.”
Enhance the effectiveness of wr partnerships and stay connected to our customers
0
0
Continue redesigning and implementing systems
Survey customer satisfaction of health benefits
Review the grievance and discipline procedure with CCEA
0 Continue implementation of HRIS/PY
SIGNIFICANT CHANGES:
r New measure
for FY 99-00
None.
45
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 61 21930
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:
Litiaation Manacrement: 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.
InsuranceISelf-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 Manaaement 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 PreventiodTraininX Provides direction, programs and training for various City departments to minimize the
potential risk of future losses.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of top-aualitv services to our Communitv”
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.
“Create diverse broad-based economic omortunities to ensure the financial health of the Communitv and
the Citv.”
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.
46
PROGRAM:
FUND:
PROGRAM GROUP:
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 62,358 $ 64,813 $ 76,400
MAINTENANCE & OPERATION 2,107,579 2,220,927 2,470,002
CAPITAL OUTLAY 0 0 0
HEALTH INSURANCE
INTERNAL SERVICE
HUMAN RESOURCES
1999-00
BUDGET
$ 41,500
2,495,909
0
ACCT NO. 61 31 520
MISSION STATEMENT:
People are our prio rity... 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.
47
c
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 431,264 $ 452,203 $ 647,589
MAINTENANCE & OPERATION 741,788 819,065 988.51 9
CAPITAL OUTLAY 107,298 160,019 1,729,700
PROGRAM:
FUND:
PROGRAM GROUP:
199900
BUDGET
$ 1,180,263
1,257.926
235,400
INFORMATION SYSTEMS
INTERNAL SERVICE
INFORMATtON SYSTEMS ACCT NO. 6401710
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
0
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 UNlX server used for the Financial Information System, Permits, Utility Billing and other general
City use applications.
two HP720 UNIX workstations used for the CWs 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:
0
0
0
0
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
48
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION SYSTEMS
PAGE TWO
ACCT NO. 6401710
Records Management:
0
0
Maintain City records in an identifiable and accessible manner to fuffill public, legal, and historical requirements
for preservation and storage of information.
Develop and implement citywide Records Management and Document Managementllmaging Programs.
PERFORMANCE MEASURES:
Computer SUP DO^^ Services:
0
0
0
0
Telecommunication S~pport Services:
Ensure that all City computers remain operational with minimum downtime.
Guarantee availability of hardware maintenance for all 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.
0
0
0
New Systems SUDDOT~:
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.
0
0
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 GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of top-qualitv services to our Community.”
0
0
0
0
0
0
Improve public access to information through the interactive use of Internet 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.
Implement Citywide Document Resource Management System.
“Create diverse, broad-based economic strateqies to ensure the financial health of the Community and
City.”
0
“Enhance educational opportunities and school facilities for all segments of the Community.”
0
0
Provide opportunity for online payments via e-commerce capability on City web site.
Provide for a computer training facility and coordinate technology-related training efforts to increase knowledge
and skills of City workforce.
Develop and implement a change management and training program to assist users with the transition to the
new Document Management System technology.
49
-
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION SYSTEMS
PAGE THREE
ACCT NO. 6401710
SIGNIFICANT CHANGES:
Personnel costs Increased due to full-year salaries for the two Information System staff supporting the new Library, and additional technical support for other City applications, as well as a project manager and an application specialist to support the City's web site. Increase includes funds allocated to allow the development of a City web
Technology Plan. Telecommunication charges increased because of increased capacity, built-in redundancy and operating communication lines in parallel during the Faraday move.
site development, a full year of out-sourced help desk support, Y2K re-mediation and development of a Strategic -
-
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
c-
c
c
001 3520-8540
001 9002-8540
001 9002-7550
001 3025
001 9003-9999
0019003-771 1
001 9003-9999
001 9003-9999
001 9003-7435
001 9003-7490
001 9003-7400
001 9004
001 9008
Community Promotion
(Carisbad Convention
and visitor's Bureau)
Community Contributions
Beach Parking
Hiring Center
Hosp Grove Debt Service
Dues and Subscriptions
Misc / Transfers Out
Golf Course Contribution
Property Tax Administration Fee
Assessment Services
Audit
Harmony Grove Fire
Contingencies (Budget request)
1996-97 1997-98 1998-99 199400
ACTUAL ACTUAL BUDGET BUDGET
$207,593 $256,487 $489,180 $243,000
0
35,600
75,046
797,500
38,916
1,685,574
470,000
170,222
18,779
33,550
318,533
625,030
225,000
38,100
75,774
82852 1
13,572
331,952
490,000
177.909
22,893
22,823
20,246
1,787,765
760,000
36,000
80,070
800,000
46,500
88,000
1,680,000
190,000
59,261
94,800
0
3,943,700
0
36,000
80,000
800,000
50,000
0
600,000
21 0,000
56,000
WOO0
0
4,000,000
TOTAL $4.476.343 $4.291 -042 $8.267.51 1 $6.125.000
51
c
SAFETY
-4
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
MAINTENANCE & OPERATION
52
h
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 7,956,459 !$ 8,492,941 $ 9,525,920
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
199900
BUDGET
$ 9,845,800
SUMMARY
2,015,077 2,306,174 2,855,061 3,073,364 MAINTENANCE & OPERATION
183,715 I 273,500 I
188387 I CAPITAL OUTLAY I 182,807 I
MISSION STATEMENT:
With a commitment to professional excellence, the members of 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.
1998 AVeraQtI ResDonse Times
Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
priority one calls in an average of six minutes or less. In 1997, 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 1997. Priority two (urgent
calls) and prionty three (calls for reports) calls made up over 99 percent of our total call volume. Our average
response time in 1997 to the lowest priori call was less than 22 minutes.
Priority 1
Priority 2
Priority 3
il 5 10 15 20 25
MINUTES
53
h
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
Citizen Satisfaction
PAGE TWO
SUMMARY
In an effort to provide the best service possible to the community, the Carlsbad Police Department has
been surveying victims of crime since 1991. The survey helps the department measure satisfaction and
obtain feedback from citizens who have had contact with our department. Statistics represent almost
2,000 responses received todate.
Please rate services pmvided by the following amas:
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 ,
30
20
10
0 I 1997 1998 -1
FBI Index Crimes per 1,000 Population
c
c
54
,-
PROGRAM: POLfCE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE THREE
SUMMARY
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivetv of towualitv services to our Communitv.”
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 stratenies to ensure the financial health of the Communitv and the
Citv.”
Provide a level of safety that promotes economic income and development and reduces fear of crime.
“Interrrate a comRrehensive efficient transDortation system with aualitv of Iife-centered land use decisions.“
0
“Enhance educational omortunities and school facilities for all senments of the Communitv.”
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 identi future needs.
55
r"
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 261,643 $ 277,164 $ 275,849
MAINTENANCE & OPERATION 306,475 359,623 492,747
CAPITAL OUTLAY 67,812 106,360 5,715
n
199900
BUDGET
$ 272,975
521,870
0 c
F
c ASSET FORFEITURE
TOTAL FUNDING
c
I
80,933 120,061 0 0
$ 635,930 $ 743,147 $ 774,311 $ 794,845
r-
e
f
PROGRAM: POLICE ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
WORK PROGRAM:
Develop and administer functions and programs that support the Cis and the Police Department's statement of
values in a manner responsive to the Ctty 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:
0 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.
h
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 4,002,790 $ 4,336,970 $ 4,154,199
MAINTENANCE & OPERATION 700,045 789,529 794,968
CAPITAL OUTLAY 9,956 0 90,000
-.
199900
BUDGET
$ 4,480,430
752,175
99,500
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
ASSET FORFEITURE I 16,648
TOTAL FUNDING I $ 4,712,791
ACCT NO. 0012120
1,852 0 0
$ 5,126,499 $ 5,039,167 $ 5,332,105
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 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:
CY1996 CY1997 CY1998 -
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
SIGNIFICANT CHANGES:
In order to maintain service levels, two new patrol officers and three new patrol vehicles have been added.
57
r-
t
PERSONNEL
rc
ACTUAL ACTUAL BUDGET BUDGET
$ 522,256 $ 558,550 $ 684,784 $ 725,171
P
MAINTENANCE & OPERATION ,
CAPITAL OUTLAY
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE
131,423 152,414 173,286 201,407
32,959 0 6,000 2,500
ACCT NO. 0012121
I I 1996-971 1997-98 I 1998-991 1999-001
ASSET FORFEITURE 32,900 2,620 I 0
TOTAL FUNDING $ 686,638 $ 710,964 I $ 864,070 I $ 929,078
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:
0 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:
CY199 CY1997 CY1998
Total Collisions 746 775 784
---
Hit and Run Investigations 153 131
Hit and Run Cases Cleared 93% 92%
SIGNIFICANT CHANGES:
Addition of an Office Specialist position to allow traftic officers to spend more time in the field.
58
PROGRAM: VOLUNTEER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
ACCT NO. 001 21 22
BUDGET BUDGET ACTUAL ACTUAL
$ 16,124 $ -$ 2,000 $ 2,050
I I 1996-97l 1997-981 1998-991 199sool
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
11,707 23,211 31,400 33,500
2,188 4,142 0 0
ASSET FORFEITURE
TOTAL FUNDING
23,074 8,217 0 0
$ 33,569 $ 32,647 $ 63,249 $ 58,940
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
InHouse Volunteers:
0 Provide general clerical assistance.
0 Provide data entry assistance.
0 Contact crime victims.
0
Assist with traffic control and spedal events.
Conduct education activities in community.
Provide regular contact for homebound citizens.
Provide assistance with special assignments and projects.
WORKLOAD STATISTICS:
CY1997 CY1998 --
Number of hours contributed 13,729 28,561
SIGNIFICANT CHANGES:
None.
59
PROGRAM: RESERVE OFFICER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
ACCT NO. 0012125
ACTUAL ACTUAL BUDGET BUDGET
t 2,800 $ 2,570 $ 4,822 $ 4,760
I I 19sS97l 1 997-98 I 1 998-99 I 199sool
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
750 2,724 25,027 18,630
0 0 0 0
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
0
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 1 996 CY 1 997 CY 1998
6,000 2,078 Hours contributed by resenfe officers
SIGNIFICANT CHANGES:
None.
60
c.
PERSONNEL
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE
ACTUAL BUDGET BUDGET ACTUAL
$ O$ 0 $ 328,818 S 334,446
ACCT NO. 0012124
MAINTENANCE L OPERATION
CAPITAL OUTLAY
0 0 77,800 74,094
0 0 5,600 0
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department's ability to locate
hidden suspects while providing greater officer safety through the use of trained police dogs.
PROGRAM ACTIVITIES:
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.
1
61
c
PERSONNEL
c
c
ACTUAL
$ 0
PROGRAM: LAGOON PATROL
FUND: GENERAL
PROGRAM GROUP: POLICE
ACTUAL
C O$
I I 1996-97 BUDGET BUDGET
59,720 $ 61,696
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
ACCT NO. 0012125
1 997-98 I 199S99l I99SOO~
O1 I 131290 I
OI O1 O1
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 ACTIVITtES:
Enforce boating regulations.
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.
62
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
ACTUAL
$ 1,134,973 PERSONNEL
ACCT NO. 0012130
ACTUAL BUDGET BUDGET
$ 1,204,691 $ 992,270 $ 1,125,855
I I 1996-971 1997-98 I 1998-991 1998001
MAINTENANCE & OPERATION
CAPITAL OUTLAY
175,188 195,096 199,272 202,780
30,433 19,816 0 2,500
ASSET FORFEITURE
TOTAL FUNDING
14,322 19,816 0 0
$ 1,340,594 $ 1,419,603 $ 1,191,542 $ 1,331,135_
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:
CY1996 CY1997 CY1998
Number of Reports Assigned for Investigation 1,489 1,567
Violent Crime Clearance Rate 48% 52% 48%
Property Crime Clearance Rate i 8% 27% 22%
Property Recovery Rate 33% 37% 26%
SIGNIFICANT CHANGES:
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.
63
c
PERSONNEL
c
8 313,610 $ 274,590 $ 320,574 $ 321,909
ire-
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM: VIC EINARCOTICS
FUND: GENERAL
PROGRAM GROUP: POLICE
59,582 20,892 47,830 67,924
0 25,095 2,900 0
I I ACTUAL^ ACTUAL^ BUDGET I BU
ASSET FORFEITURE 49,621 25,095 I 0
TOTAL FUNDING $ 373,192 $ 320,577 I $ 371,304 I $ 389,833 -
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. ldenti 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:
ACCT NO. 0012131
Felony and Misdemeanor Arrests
SIGNIFICANT CHANGES:
None.
CY1996 CY 1997 CY I 998
116 138 123
64
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ASSET FORFEITURE
TOTAL FUNDING
WORK PROGRAM:
199897
ACTUAL
$ 54,427
49,682
0
0.00
54,741
49,368
$ 104,109
I 997-98
ACTUAL
$ 58,155
53,693
0
,-
58,173
53,675
$ 111,848
I
1998-9f
BUDGE1
60,736
83'91 7
0
144,653
0
ACCT NO. 0012132 -
$ 144,653
83,601
0
-4
Provide juvenile diversion sewices and programs to all age levels of youth within the City of Carlsbad, both
delinquent and predelinquent and within and prior to the criminal justice system.
SIGNIFICANT CHANGES:
None.
-.
65
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE
1996-97 1997-98
ACTUAL ACTUAL
PERSONNEL $ 50,128 $ 46,295
MAINTENANCE & OPERATION 13,791 12,455
CAPITAL OUTLAY 0 0
ACCT NO. 001 21 33
1998-99 199800
BUDGET BUDGET
$ 100,732 $ 46,883
19,791 20,075
0 30,000
WORK PROGRAM:
Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
PROGRAM ACTIVITIES:
Physically maintain and accurately track all property and evidence.
Return property to lawful owners.
Dispose of property according to law.
c
c
SIGNIFICANT CHANGES:
1999/2000 budget indudes a new computerized inventory system to replace the old system which was not year
2000 compliant.
66
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
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.
67
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PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ASSET FORFEITURE
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 preemployment investigations.
Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGNIFICANT 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.
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68
PROGRAM: D.A.R.E.
FUND: GENERAL
PROGRAM GROUP: POLICE
1-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 138,587 $ 138,206 $ 145,028
MAINTENANCE & OPERATION 9,257 8,702 16,510
CAPITAL OUTLAY 0 0 0
ACCT NO. 0012141
199900
BUDGET
$ 209,780
23,570
34,500
ASSET FORFEITURE 3,778 8,542 I 0
TOTAL FUNDING $ 147,844 $ 146,908 I $ 161,538 I $ 267,850
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures of drug use through
education.
PROGRAM ACTIVITIES:
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 antidrug education.
3
69
PROGRAM: CRIME PREVENTION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012142
MAINTENANCE 8 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.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety
and security.
0
SIG NI FlCANT CHANGES:
None.
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70
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
ASSET FORFEITURE
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:
SIGNIFICANT CHANGES:
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.
-.
-
-.
None.
71
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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 1 996 CY 1 997 CY 1998
63,495 64,009 67,076
In order to maintain adequate staffing levels, a Communication Operator position has been added.
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72
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 217,993 $ 206,324 $ 262,565
ACCT NO. 0012145
199800
BUDGET
$ 258,683
MAINTENANCE 8 OPERATION I 100,380 I 106,557 I 147,487 34,720 I
I CAPITAL OUTMY
WORK PROGRAM:
Provide processing, filing, and maintenance of all department law enforcement official records. Responsible for data
entry into the ARJIS system and for statewide reporting of crime information. Responsible for public reception,
information, and fingerprinting services for the public.
PROGRAM ACTIVITIES:
0 Process police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS: -i
CY1996 CY I 997 - CY 1998
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.
73
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P--
1996-97
ACTUAL
PERSONNEL $ O$
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE
1999-00
ACTUAL BUDGET BUDGET
O$ O$ 52,000
1997-98 1998-99
ACCT NO. 1212110
MAINTENANCE & OPERATION
CAPITAL OUTLAY
0 79,149 9231 7 38,ooo
0 26,255 60,500 100,000
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.
74
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE
1997-98 1998-99
ACTUAL BUDGET
$ ia,ooa $ 312,340
9,447 5,557
0 0
1999-0(
BUDGR
$ -
0
0
-
ACCT NO. 123XXXX &
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
199697
ACTUAL
$ 36,320
2,545
0
WORK PROGRAM:
This is the third year the Ci 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 lwo full-time officers for assignment to the year-round bicyde patrol. Prior to the first year of the grant, the
and downtown areas as well as other areas as required for special enforcement.
bicycle patrol was only seasonally staffed during the summer months. The bicyde patrol members patrol the beach
PROGRAM ACTIVITIES:
-
-i
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.
I SIGNIFICANT CHANGES:
- Funding for 199900 was appropriated in 1998-99 and will be carried forward to 1999-00.
75
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 6,133,629 $ 6,324,445 $ 6,929,102
MAINTENANCE & OPERATION . 1,052,103 1,144,565 1,478,849
199400
BUDGET
$ 6,968,685
1,564,829
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PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
48,681 184,120 127,992 1,709,480 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
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1994 1995 1996 1997 1990
Priority 1 average response times in minutes:
4.39 4.42 4.55 4.60 4.70
1 2 3 4 5
Unacceptable Poor Satisfactory Good Excellent
Incidents & ResDonse Times: The Fire
Department continues to meet its goal of a five
minute average response time to priority one calls,
with a four minute and 47 second 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.
Customer Service Ratings: 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.
76
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivew of topsualitv services to our Communitv.”
0 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 omortunities to ensum the financial health of the Community and
the Citv.”
0 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 Communitv.”
0 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.
77
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1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
278,008 $ 198.208 $ 235,460 $
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE
1999-00
BUDGET
$ 291,315 PERSONNEL
IMAINTENANCE IL OPERATION I 116,047 I 213,613 I 266,026 I 313,268 I
CAPITAL OUTLAY 3,653 I 82,502 1,596,473 99,500 I
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
7
ACCT NO. 001 221 0
PROGRAM ACTIVITIES:
Coordination: Provide program direction and planning for all divisions.
0
0
0
0
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.
Planning Provide a planning interface with other City departments and regional agencies in order to facilitate
improved Fire services.
0
0
0
0 Coordinate department information systems.
0
Continue to oversee the department-wide self-assessment process and develop a department strategic plan.
Monitor development under the Growth Management -ram taward scheduling the rebcatm ‘ 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.
F- r
78
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PERSONNEL
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE
ACTUAL ACTUAL BUDGET BUDGET
$ 5,636,536 $ 5,741,674 $ 6,272,502 $ 6,293,860
ACCT NO. 001 2220
I I 1-971 1997-98) 1998-99) 199940)
IMAINTENANCE OPERATION I 712,199 I 722,826 I 955,370 I 999,272 I
CAPITAL OUTLAY I i
45,028 I 45,400 I 69,007 I 82,120
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
'-
A
PROGRAM ACTIVITIES:
Emergency ReSROnSe: 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.
Training Provide all safety personnel appropriate training in order to enhance their personal safety as well as
enhancing the services provided to the 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.
79
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PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
1996-97 1997-98 1998-99 1999-0(
ACTUAL ACTUAL BUDGET BUDGEl
PERSONNEL $ 298,885 $ 347,311 $ 378,592 $ 383,510
MAINTENANCE & OPERATION 117,972 39,625 37,243 40,429
CAPITAL OUTLAY 0 0 16,000 2,500
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:
c
Enforcement and Ennineerinn: Provide code enforcement occupancy inspections in existing public buildings and those under construction.
0
0
0
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.
80
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 001 2235
MAINTENANCE & OPERATION
CAPITAL OUTLAY
52.281
0
94,031
0
156,200
0
151,200
0
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selectiie 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 900-1 100 parcels for clearance.
Obtain City Council approval for abatement. Mail notices to property owners in May.
Assure abatement of hazards on property identified in hazard identification phase.
Inspect all property notii. 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.
”!
81
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PERSONNEL
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
ACCT NO. 0012240
i I 1996-971 1 997-98 I 1998-99l 1999-00~
MAINTENANCE & OPERATION 53,604 74,470 64.01 0 60,660
I 28400 I CAPITAL OUTLAY
WORK PROGRAM:
To 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:
Trainina and Education: Conduct classroom and simulation training sessions for all key City staff members.
0 Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements.
0 Continue providing basic emergency response training to all City employees.
Inter-Aaencv Plannina Continue the involvement of other agencies in the planning process providing coordination
with City plans.
0 Maintain Ci Emergency Plan.
0 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.
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, 82
DEVELOPMENT
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 3,199,697 $ 3,396,890 $ 3,943,429
SUMMARY
199900
BUDGET
$ 3,882,762
6,221,438
181,421
MAINTENANCE & OPERATION
CAPITAL OUTLAY
6,189,003 6,359,624 6,439,010
369,078 788,848 314,945
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PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
PERSONNEL
I I 1996-9i
ACTUAL
$ 301,678
191,804
6,998
MAINTENANCE & OPERATION
CAPITAL OUTLAY
165,850
0
MISSION STATEMENT:
1997-9e
ACTUAL
$ 330,154
176,849
3.013
$ 51 0,016
ACCT NO. 0013010 THRU 0013015
199s99l 1999-001
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:
Development of high quality projects and public facilities.
Preservation of the local environment.
0 Diverse housing, employment and enrichment opportunities.
A strong and stable economic base.
PROGRAM ACTIVITIES:
Coordination:
0 Continue quarterly review of all interdepartmental goals and objectives.
Coordinate the activities of all Community Development Departments at the development processing counter
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:
Conduct periodic meetings and workshops to assist Community Development staff and various commissions in
understanding the development process, and pertinent laws and regulations.
0 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.
84
r
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013015
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivenf of toDsualitv 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.
Average 24-hour response on code enforcement for non-health and safety calls. Average same day
responses for all others.
0 Develop an organizational plan to move Community Development to a new facility.
0 Prepare an alternatives analysis for the Cole Library Renovation Project.
0
‘Create diverse broad-based economic strateaies to ensure the financial health of the Community and the
Citv.”
0
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.
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 facilitiesfor all seaments of the Community.”
0
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.
85
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING
PERSONNEL
ACCT NO. 001521010013220
ACTUAL ACTUAL BUDGET BUDGET
$ 1,562,326 $ 1,581,310 $ 1,835,029 $ 1,756,780
r I 1996-971 1997-98 I 1998-991 1999-001
433,848 634,045 MAINTENANCE & OPERATION 629,469 633,680
CAPITAL OUTLAY
MISSION STATEMENT:
The Planning Department’s mission is to guide the planned physical development of the City in a manner that
presenres 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 Policv 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 MEASURES:
1.
1.
2.
1.
2.
1.
Implement programs contained in the updated
General Plan. Complete the update of the
Housing Element.
Complete the Carlsbad Ranch Overlay Zone and
the Carlsbad Boulevard Realignment Study.
Continue to address issues related to endangered
species, and preparation of the Habitat
Management Plan.
Ensure timely processinglreview of projects in the
City.
Continue to review project processing pro-
cedures.
Administer the Growth Management Program,
including on-going monitoring of activities.
86
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PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING
PAGE TWO
ACCT NO. 0013210/0013220
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY PLANNING COMMISSION
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY CITY COUNCIL
40
35
30
25
20
15
10
5
0 1997
Dl998
‘ 1st Qtr ’2nd Qtr’ 3rd Qtr ’ 4th Qtr ’
Applications Considered by Plannina Com-
mission: The numbers reflect a 46% increase
for 1998 over 1997. Administrative approvals of
PIPS, Sign PermitslPrograms, and Administra-
tive Variances are not included in the above
numbers and account for a 38% increase (176
in 1997 and 243 in 1998). c
KEY DEPARTMENT GOALS - FY 99-00;
c
’ 1st Qtr ‘2nd Qtr‘ 3rd Qtr ’ 4th Qtr ’
Applications Considered by Citv Council:
The increase of 15 to 28 items, forwarded to
Council from Planning Commission, reflects an
86% greater activity level.
“Ensure the effective and efficient deliverv of toosualitv services to our Community.”
Ensure top-quality services to our customers and citizens.
Ensure that all development projects comply with City planning codes and policies.
Continue to review all procedures and systems to ensure the timely processing of all applications, particularly
ones that create economic opportunities.
0 Provide strategic advice regarding land use and long-term planning in the City.
“Create diverse, broad-based economic strateqies to ensure the financial health of the Community and the
Citv.”
Complete the Carlsbad Ranch Overlay Zone.
“Enhance educational opportunities and school facilities for all seqments 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
87
1-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 82,567 $ 90,372 $ 172.026
MAINTENANCE 8 OPERATION 79.060 49,225 68,245
CAPITAL OUTLAY 0 3,141 22,866
MISSION STATEMENT:
199900
BUDGET
$ 196,457
112,998
0
The Carlsbad GIS provides Geographic Information System processing sewices to all City departments, and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System DeveloDment: 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. Wi 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 DeveloDment: Continue adding data layers to the entetprise-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 newire-aligned streets.
WORKLOAD STATISTICS:
FYI 997 FY 1998 FY1999 (est)
Number of Service Requests 181 229 250
KEY GOALS FOR FY 1999-2000:
“Ensure the effective and efficient delivery of toD-aualitv services to our Communitv” . Participate in the development of a Public Works Facility Management System utilizing GIS technology.
Continue to reduce the cycle time between request and delivery of productdservices. 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.
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
1996-97 1997-98
ACTUAL ACTUAL
88,946 $ 91,488
12,801 8,332
$ PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
FULL TIME POSITIONS
HOURLYETE POSITIONS
1998-95
BUDGET
$ 103,012
39,985
MISSION STATEMENT:
O1 O1
0
ACCT NO. 001 351 0
BUDGET 1999001
$ 99,010
33,670
O1 -1
0.00
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 Cadsbad.
Public Policy: Develop sound policies and strategies that encourage quality business development and expansion, preserve quality of life and consider the fiscal needs of the City.
Economic Resources: Identify resources, opportunities and areas of economic focus.
optimize the positive effects they have on the community.
Promotion and Marketing: Support public and private activities that focus on attracting desirable businesses and
industries to the City, and supports local tourism.
Public Relations and Education: Provide opportunities for increased organizational, local business and citizen
awareness of demographics and economic goals and activities.
Establish programs to
PERFORMANCE MEASURES:
Number of new and existing companies visited annually.
Number of economic development presentations made annually to local organizations.
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 Carlsbads 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 Carlsbads Economic Development Strategic Plan.
SIGN IF I CANT CHANGES :
None.
89
L4
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION
-
ACCT NO. 0013610 -
-
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 pennit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
PERFORMANCE MEASURES:
The department tracks inspections per day per field inspector and a number of other statistical reports associated
with workloads. Code enforcement has produced a quarterly report and will be revising the format of this report to
reflect ICMA recommended performance measurements for code enforcement.
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivery of topquality services to our Community.“
0
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 segments of the Community.”
Develop and implement an internship program for building inspectors.
SIGNIFICANT CHANGES :
The department is requesting additional funding for miscellaneous professional services to employ contract building
inspectors during peak inspection demand periods. The department is also requesting funding for an intern building
inspector program to train in-house City employees for a career in building inspection.
IC c- h
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT
MAINTENANCE & OPERATION $ 4,970,007
CAPITAL OUTLAY
SUMMARY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
Rental Assistance
Homebuyers Assistance
New Construction
Rehabilitation
Enhancing Opportunities
Career Development
Plans
0 innovation
0 Goals
Promoting Business Development
Jobs
Sales Tax
New Products
State Funds
Creating a Community Spirit
Transportation
Education
Social Services
Family Self-Sufficiency
Villaae Vision
Creativity
Expansions
Revitalization
0 Beautification
Increasing Revenues
Federal Funds
Property Tax
Excellent Service
91
PROGRAM: REDEVELOPMENT OPERATIONS 3 FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410
1997-98
ACTUAL
8 146.553
I I 1996-9; 1998-99 1999.00
BUDGET BUDGET
$ 158.799 $ 145,630 PERSONNEL
MAINTENANCE & OPERATION 335,453
CAPITAL OUTLAY 0
ACTUAL
$ 204,064
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
I I I
235,293 I 325,147 I 276,463 I
OI OI
1
OI
Implementation of the Carlsbad Villaqe Redevelopment Master Plan:
0
0
0
0
Coordination of project development and permit processing.
Implementation of the Facade Improvement Program.
Administration of the Parking-ln-Lieu Fee Program.
Property acquisition for future redevelopment projects and facilitation of new development.
Communitv Relations and Public Relations Proaram:
0 Work with the Carlsbad Village Business Association and other business organizations to continue community 3
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.
0
0 -
- PERFORMANCE MEASURES:
0 Process fifteen (15) redevelopment permit applications for improvements to existing structures or new
construction projects.
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.
Process ten (IO) sign permit applications. -
92
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PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
KEY GOALS FOR 1999-00:
PAGE TWO
ACCT NO. 8013410
“Create diverse, broad-based economic stratenies to ensure the financial health of the Communitv and the
Citv.”
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.
“Integrate a comprehensive efficient transportation system with Quality of Iife-centered land use decisions.”
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 andlor 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.
SIGNIFICANT CHANGES:
None. P
r‘
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PROGRAM: REDEVELOPMENT DEBT SERVICE
FUND: REDEVELOPMENT DEBT SERVICE
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8023412
PERSONNEL
I I 1 996-97 I 1997-981 199s99( 1999-001
ACTUAL ACTUAL BUDGET BUDGET
$ 0s O$ O$ 0
MAINTENANCE & OPERATION I 1,631.500 1,679,491 1,120,000 1,082,000
!CAPITAL OUTLAY I
I I
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
0 Bond Interest Pavments: Process payments on principal and interest amounts due.
0 Propertv lax Administration Chames:
collection of property taxes on behalf of the Redevelopment Agency.
Process payment to San Diego County for administration and
PERFORMANCE MEASURES:
0 Completion of program activities in a timely fashion.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient deliverv of topquality services to our Community.”
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.
SIGNIFICANT CHANGES:
None
94
PROGRAM: LOW/MODERATE 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 Proiect Processinn Procedures:
0
Affordable Housina Project Coordination:
0
Continue development of affordable housing project processing procedures.
Assist in the structure and implementation of affordable housing projects.
P
Affordable Housina Education Prosram:
0 Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
r
c
PERFORMANCE MEASURES:
Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
of existing units and rehabilitation.
Participate in at least three (3) outreach programs, professional conferences, and/or citizen and business
groups on affordable housing.
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivery of top-qualitv services to our Communitv.”
0 Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
“Create diverse. broad-based economic strateaies to ensure the financial health of the Community and the citv.“
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.
2- SIGNIFICANT CHANGES:
None.
95
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 207,558 $ 216,477 $ 208,331
MAINTENANCE & OPERATION 2,630,755 2,480,273 2,688,985
CAPITAL OUTLAY 0 0 0
MISSION STATEMENT:
199900
BUDGET
$ 196,085
2,795,950
0
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
0
0
0
0
Familv Self-Sufficiency
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
Carlsbad Administrative Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
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 acts as an advocate on behalf of the client.
Community Omortunities Prwram
0
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 MEASURES:
0
0
0 Expand rental assistance knowledge by conducting community workshops, providing quarterly Owner
0
0 Average families assisted: 474
Achieve and maintain a monthly lease rate utilizing 90-95% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
newsletters and conducting an owner workshop.
Funding utilized FY 1997-1998: 88%
96
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PROGRAM: RENTAL ASSISTANCE PAGE TWO
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 100340113403
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of toWualitv sewices to our Community.”
Encourage the innovative, cost effective delivery of City Services mechanisms such as: publidprivate
partnershipslnon-profit organizationslenterprise serviceslregionalizatiodconsolidation.
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 ormortunities and school facilities for all senmen& 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 informationalleducational materials.
SIGNIFICANT CHANGES:
None.
97
PROGRAM: AFFORDABLE HOUSING I
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 21,157 $ 86,475 $ 121,744
1999-00
BUDGET
$ 112,740
10,375 I MAINTENANCE 81 OPERATION 57,127
I CAPITAL OUTLAY
~
~
~ 135,618
MISSION STATEMENT:
117,525
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Programs
0 Provide staff support to implement the various affordable housing programs as set forth within the City's housing
element including:
0
0
0
Provide staff support to the Housing Commission
Carlsbad Homebuyer Assistance Program (CHAP)
Mortgage Credit Certificate Program (MCC)
Single and multi-family residential rehabilitation programs
0
Affordable Housing Financial Assistance
0 Negotiate and prepare financial assistance and loan documents for construction of single and multiifamily
affordable housing projects.
lnclusionaw Housing
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.
0
0
WORKLOAD STATISTICS:
N97-98
1. Affordable Housing Units Approved: 257 units
2. Affordable Housing Units Construction Starts; 35 units
3. Financial Assistance to Affordable Housing Projects; $1,235,000
N98-99 (Est.)
429 units
326 units
$,150,000
98
h h.
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PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
KEY GOALS FOR 4999-00:
PAGE TWO
ACCT NO. 1333421
“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.
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.
SIGN I FlCANT CHANGES:
None.
99
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 39iwi~~.39i7000
1997-98 1998-99
BUDGET ACTUAL
$ 94,123 $ 93,855
I I 19969; 199BOc
BUDGET
$ 97,070 & PERSONNEL
IMAINTENANCE & OPERATION
ACTUAL
$ 78,321
I 325,828
CAPITAL PROJECTS I 169,407
298,268 341,576 307.342
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Communitv DeveloDment Block Grant Prwram
0
0
0
Residential Rehabilitation Proaram
0
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identi 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.
Administer program in cooperation with County of San Diego to allow rehabilitation of residences owned by low
and moderate income families or individuals.
PERFORMANCE MEASURES:
0
0
0
0
Hold four public meetings to review and obtain comments on the Ci’s CDBG Program.
Conduct selection process to identi a minimum of ten local public service agencies which should be assisted
with funding through the CDBG Program.
Monitor grant subrecipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds. Assist in providing grants and/or loans to at least four low to moderate income families or individuals to
rehabilitate their homes.
KEY GOALS FOR 199940:
“Ensure the effective and efficient delivew of tormualitv services to our Community.”
Provide timely responses that result in high customer satisfaction.
“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.
SIGNIFICANT CHANGES
None.
100
c
c
c
SERVlC ES
c
1996-97
ACTUAL
$ 4,184,473
c PROGRAM: COMMUNITY SERVICES
1997-98 1998-99 199940
ACTUAL BUDGET BUDGET
$ 4,178,283 $ 4,764,401 $ 5,958,087
FUND: VARIOUS
DEPARTMENT: VARIOUS
rc
c PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
c
2,172,442
76,568
2,361,838 3,004,411 3,603,605
58,331 185,635 120,950
SUMMARY
*
I I I I
GRAND IOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
101
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
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 GOALS FOR 199940:
"Ensure the effective and efficient delivew of top-auality services to our Community."
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 Internet web site.
Develop, in coordination with the Historic Preservation Commission and the Historical Society, a top quality
walking tour brochure that will include photos, maps, and information on sites of historic interest in
Carlsbad. 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
0
0
"Create diverse. broad-based economic strategies to ensure the financial health of the Community and
City."
8 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 segments 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
SIGNIFICANT 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, whi@ will support the expanded operations.
1 02
rc h
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PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 001407010014069
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
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.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Budget Preparation: Prepare department budget; I.
process invoices, warrants and requisitions; monitor
expenditures; maintain fiscal records. 2.
Communitv Relations: Manage programs, exhibits.
graphic arts, City and library web site, and all external
public relations.
4.
5.
Reports and Grants: Handle grants and reports at 1.
local and State levels.
2.
3.
Monitor and distribute account balances to all
divisions.
Refine automated fund accounting and on-order
information.
Work closely with local media to promote the
library.
Sponsor at least one adult program and two
exhibits per month.
Produce flyers, newsletters, and other graphics
for the library and other City departments.
In cooperation with the Friends of the Library,
raise at least $25,000 through book and
magazine sales.
Design and manage City web site.
Prepare detailed monthly statistics on library use.
Write annual reports for State and local use.
Manage grants supported by State and local
funding.
103
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 001407010014069
PROGRAM ACTIVITIES (continued): PERFORMANCE MEASURES:
Internal Manaaement: Provide leadership for the 1. Supervise the library's nine (9) divisions.
library's divisions. 2. Manage facilities and resources.
3. Develop policies and procedures for all library
operations.
I. Develop a new walking tour map and guide to
Carlsbads historic sites.
2. Develop community activities and programs to promote historic preservation.
3. Work with Carlsbad Schools and Carlsbad
Historical Society to sponsor educational pro-
grams on local history.
Historic Presewation Education: Participate in and
promote public education pertaining to historic areas
and sites.
Plaque Proaam: 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 the summer of 1999. Three new full-time positions are requested: 1) Principal Librarian for Public Services, 2) Library Assistant for programs and exhibits and 3) Mail Clerk.
Utility costs increased to cover a much larger new facility.
Postage costs increased due to increased volume and postage costs
104
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 001 401 01001 401 5-1 610014035
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PLF GRANT FUNDING 1 1,875 10,402 I 0
WORK PROGRAM:
7 OTAL FUNDING $ I, $ 1,607,034 I $ 1, I$ 1,045,451 ,
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: WORKLOAD STATISTICS:
95/96 96197 - 97/98 - 98/99 -
1. Reference Reference: Assist patrons in using the Library, Questions: 85,441 71,988 74,534 NIA 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.
Proqramming: 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.
1. Circulation:758,674 731,934 677,644 N/A
1. Total Items
in Collection:
NIA
1. Program 10,184 11,056 11,014 12,868
Attendance:
PERFORMANCE OBJECTIVES:
1.
2.
3.
4.
5.
6.
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.
SIGNIFICANT CHANGES:
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.
105
PROGRAM: CIRCULATION - SOUTH CARLSBAD LIBRARY I
FUND: GENERAL PROGRAM GROUP: LIBRARY ACCT NO. 0014075
19-97
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1996-9s 1997-98
ACTUAL
$
ACTUAL BUDGET
O$ O$ 0
BUDGR
$ 460,732
6,700
0
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 Program: Provides library materials to patrons confined to the home and to patrons living in Hading
House, Villas de Carlsbad, and Carisbad-by-the-Sea. -
Visuallv Impaired Proaram: 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:
1999-2000
New Registrations
Circulation
Homebound Circulation
Braille Materials Circulation
NIA
NIA
NIA
NIA
SIGN I FlCANT CHANGES: -
Circulation will absorb the Pages and their duties from the Children’s Division. The Administration Clerk will be
assigned to Circulation. -
106
rc e h
c PROGRAM: REFERENCE SERVICES - SOUTH CARLSBAD LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014076
c
c
-
MAINTENANCE & OPERATION
CAPITAL OUTLAY
c
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 Reference Questions: NIA telephone reference questions; provide Reserves: NIA instruction classes and tours: select new and NIA
replacement materials; give book talks for community groups.
- 199900
Classes, Book Talks:
Information Desk: Directional and referral questions. Information Desk Questions: NIA
Periodicals: Manage a collection of 425 magazines
and 49 newspapers and related back files.
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).
Periodical Requests:
Computer Searches:
SIGNIFICANT CHANGES:
NIA
NIA
With the opening of the new main library in the summer of 1999, additional staffing will be needed for the expanded
information desk, new computer lab, job and career center.
107
t
PROGRAM: CHILDREN'S SERVICES DIVISION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCOUNT NO. 0014095
I I I I I I -
I I 1996-971 1997-98) issass( 1999ool - ACTUAL ACTUAL BUDGET BUDGET
O$ 231,814 PERSONNEL $ O$ O$
MAINTENANCE d OPERATION 0 0 0 12,738
CAPITAL OUTLAY 0 0 0 0
- WORK PROGRAM:
The Children's Library serves children from preschool through junior high and introduces young people to the
children's literature.
wonders of reading. The Division also assists teachers and adult students in education, child development and -
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
General Reference Services: Respond to in-person 1. and telephone questions, provide reader's advisory,
library skills instruction, group tours, and class visits.
Collection DeveloPment: Select new materials, both 1. 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.
Proaram Activities: Includes Summer Reading Club,
special holiday and seasonal events, annual short
story contest, spelling bee, pet show, and cultural
literature and encourages creativity. Cooperative
programs with the Centro provide multi-cultural
experiences.
1.
2.
enrichment programs. Introduces children to 3.
-
1999-00
Reference Questions, Readers Advisory, Library
Skills Classes: -
NIA
I Print and Non-Print Circulation: NIA
-4
Program Attendance: NIA
Summer Reading Programs (3 locations): NIA
Cooperative Multi-cultural Programs with Arts
Office: NIA -
SIGNIFICANT CHANGES:
The new library will be offering a children's computer lab which expands computer services to include Internet
access, word processing, and CD ROM software.
108
h n
PERSONNEL
MAINTENANCE & OPERATION .
CAPITAL OUTLAY
I
c
1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 85,296 $ 43,616 $ 51,950 $ 74,460
980 1,100 650 6,846
0 3,461 0 0
PROGRAM: GENEALOGYILOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
WORK PROGRAM:
The GenealogyILocal History Division provides reference and instructional assistance to the public. The division
head manages the selection, classification, and organization of a collection of 19,OOO volumes, 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:
c
II
e-
+
General Reference Services: Genealogy and local -- 1996-97 1997-98 1998-99 est
history staff respond to in-person and telephone Reference Questions:
reference requests; provide individual patrons with 15,549 14,737 16,000
general introduction to the collection, instruction on
the use of OPAC and other finding aids, instruction 11,122 10,711 12,000
on the use of various equipment including personal
computers, microfilm/fiche readers and printers. NIA 1,411 2,400
NIA 5,136 20,000
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 45
County Genealogical Society has been a support Volunteer Hours 562 538 600
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 NSDCGS: $14,664 $14,209 $16,000
collection and in instructional programs.
SIGNIFICANT CHANGES:
None.
109
PROGRAM: CENTRO DE INFORMACI~N
FUND: GENERAL
PROGRAM GROUP: LIBRARY
-
1996-97 1897-98 1998-99 199940
ACCT NO. 0014030
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
$ 54,733 $ 63,205 $ 68,127 $ 86,337
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Centro de Informaa6n meets the information needs of Spanish-speaking adults and children in Carlsbad.
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 lnformaci6n 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:
199596 1-97 1997-98
Outreach: The Centro de Informaci6n 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.
24.01 8 24,006 24,250
Propramming: The Centro de Informaci6n responds
to community information and educational needs by
providing a variety of adult and children's programs.
1. Program Attendance:
3,693 3,922 3,721
SIGNIFICANT CHANGES:
.25 FTE have been added to increase the Library Services Supervisor from %time to full time.
110
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PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
c
199697 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 322,308 $ 325,123 $ 410,921 $ 396,450
60,120 63,481 146,879 310,305
5,194 0 0 0
PROGRAM: TECHNICAL SERVICES
FUND: GENERAUPLF GRANT
PROGRAM GROUP: LIBRARY ACCT NO. 0014040/1814001
LF GRANT FUNDING I 26,666 I 27,181 I
OTAL I-UNUING IS 387.622 I S 388.604 I S
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:
1995-96 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. +-
1. Items Added to Database:
2. Items Withdrawn:
16,784 18,901 17,908
7,692 13,843 16,059
PERFORMANCE OBJECTIVES:
r"
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. 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.
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SIGNIFICANT CHANGES:
None.
111
F -
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAUCLSA STATE GRANT
PROGRAM GROUP: LIBRARY ACCT NO. 001404S/1804001
199900
ACTUAL ACTUAL BUDGET BUDGET
$ 99,682 $ 104,206 $ 124,135 $ 1 29,148
268,569 191,350 502,765 595,920
0 2,140 0 0
1996-97 1997-98 1998-99
LSA STATE GRANT I 267,057 I 189,631 1 181,978 I 150,500 OTAL FUNDING s 368.251 I $ 297.696 I S 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 1. materials.
Budgeting: Prepare division and library-wide 1.
materials budgets; monitor expenditures for
department and materials. 2.
Coordinate Selection of Materials: Coordinate 1.
selection and ordering of print and non-print
materials.
2.
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.
SIGNIFICANT CHANGES:
Added .35 FTE (hourly employee).
Increased materials budget to augment the collections in both libraries.
112
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY
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ACCT NO. 0014050
1998-99 1999.00
153,000
1-97 1997-9f
ACTUAL ACTUAL
PERSONNEL $ 72,939 $ 74,588 c
1 1,745
6,656
22,720 10,645 8,130
21,446
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY OI
1.25 I 3.50 J
WORK PROGRAM:
The library's Media Services Division provides a wide-range of professional mediarelated 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:
r
Complete over 300 work order requests for
media-related services.
Public Information Media: Produce City-related 1.
photographic, video, and audio information for
distribution in public presentations, newspapers,
magazines, pamphlets, brochures, local publications,
and community television. Spedfic 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 c-
Catalog, label and package over 20,000 new
individual images per year.
Implement library programming plan, and audi-
torium use policies and procedures.
Input photo catalog images and descriptions into
database.
Create media materials and audiohrisual
productions such as: auditorium programs to
cablecast to the community, public information
projects, employee recognition, etc.
Image Research 8 Development: Maintain an 1.
indexed City image storage and retrieval system for
slides, prints, negatives, video, audio, etc. (28,000 slides and 8,000 prints). Continue migration for 2.
conversion to digitized photographic processes with
eventual computerized storage, retrieval and circula-
tion systems. Integrate systems into new library 3.
Media Production Development: Provide audio, 1.
video, and photographic media services for the
preservation and documentation of such locally
significant information as construction of capital
improvement projects, i.e., new library, oral histories,
historical photographs, etc.
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Programming: Manage new library auditorium.
SIGNIFICANT CHANGES:
c
Additional part-time salaries have been added to expand services in the auditorium of the new library.
113
.-
PERSONNEL
7
1996-97 1997-98 1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 105,768 $ 94,727 $ 83,508 $ 87,010
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
MAINTENANCE & OPERATION 28,569 25,178 i 28,956 30,130
._
v
lCAPITAL OUTLAY 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: WORKLOAD STATISTICS:
199596 1996-97 1997-98
1. Learners Assessed for Skills at Entry:
Individual Assessment and Planning: The pro-
gram conducts a thorough assessment of each adult 55 59 41
learner's literacy skills and develops an appropriate
individual learning plan.
Literacy Skill DeveloDment: The program provides (one-to-one and small groups):
a variety of learning experiences, including one-to-
small-group study, which are appropriate for each adult learner's skill needs in basic reading, writing,
math, critical thinking, and general knowledge.
I. Matches and Rematches of Learners with Tutors
one tutoring, computer-assisted instruction, and 82 122 79
2. Learners Studying:
145 155 143
3. Volunteer Tutors Instructing:
95 126 1 02
4. Instructional Hours Completed:
5,228 5,306 4,735
SIGNIFICANT CHANGES:
None.
4
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PROGRAM: LA COSTA BRANCH
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014060
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The branch library provides services for South Carlsbad. These services indude print and non-print materials,
reference services, special programs for children, and monthly changes in exhibits and displays.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Reference: Assist patrons in using the library, I.
answer reference questions, reserve specific titles
and request materials from other libraries.
Circulation: Circulate print and non-print materials 1.
to children and adults, handle patron registration,
collect fees and fines, and track overdue items.
Collection Development: Evaluate the library I.
collection and select print and non-print materials.
Proqramming: Plan, schedule and develop pro- 1.
grams for children.
tours.
Conduct classroom visits and
1998-99
Reference Questions: NIA
Circulation: NIA
Total Items in Collection: NIA
Program Attendance: NIA
Libraw Manaaement: Manage library, staff, PERFORMANCE OBJECTIVES:
volunteers, collection, and facility. Maintain aware-
ness of community.
SIGNIFICANT CHANGES:
1.
2.
3.
4.
5.
6.
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 branch library’s budget is for a two month period July and August, as the new main library opens in the South and the branch evolves into the Cole Library to continue servicing the North.
115
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PROGRAM: AUDIO-VISUAL INSURANCE
PROGRAM GROUP: LIBRARY ACCT NO. 1414070
FUND: AUDIO VISUAL INSURANCE
MAINTENANCE & OPERATION
CAPITAL OUTLAY
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.
116
PROGRAM: LIBRARY GIFTS
FUND: LIBRARY GIFTS/BEQUESTS/ENDOWMENTS PROGRAM GROUP: LIBRARY ACCT NO. 1454010/1754010
1996-97 I 1997-98 I 1998-99 I 1999-oc
MAINTENANCE & OPERATION 4131 1 36,471 50,091 17,000
CAPITAL OUTLAY 0 0 400 0
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.
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PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS
PERSONNEL
MAINTENANCE 81 OPERATION
CAPITAL OUTLAY
SPECIAL REVENUE
TOTAL FUNDING
1996-97
ACTUAL
191,703
100,258
15,008
306,187
782
306,969
1997-91
ACTUAL
$ 195,737
108,125
0
302,992
870
$ 303,862
1990-9s
BUDGE1
$ 222,162
215,160
0
41 1,550
25,772
$ 437,322
-
SUMMARY
BUDGET
$ 304,350
234,780
38,000
577,130
0 -
$ 577,130
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 GOALS FOR 1999-00:
“Ensure the effective and efficient deliverv of towualitv, cost4fective services to our Communitv.”
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 topquality, cost-effective service delivery in the arts.
Offer public education programs and classes on arts and culture for children and adults.
Offer Communitywide and mutti-cultural events.
118
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PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAUGALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT N0.0014065/001406811474010/1474020
MAINTENANCE & 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:
0
Promote and utilize volunteers in providing services:
0
Provide training for volunteers, artists and arts organizations:
Provide gallery docent training
Develop standards for future facilities which maintain topquality, 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 2 artists to the community
Offer 4 weeks of summer arts camp and 2 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 10 jazz concerts in 4 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
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PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUND/ARTS GENERAUGALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406510014068/147401 OH474020
PROGRAM ACTJVlTlES (continued):
Offer communitywide multi-cultural events:
0 Festejando a las Madrecitas (annual Mother's Day Festival)
0 International multi-cultural festival, "For Kids, by Kids"
0 "Arts in Bloom" Festival (in coordination with the Flower Fields)
0 Offer yearly exhibition in the Sculpture Garden
Provide timely cultural arts information for citizens:
0 Produce monthly calendarlnewsletter
0 Produce ARTSBRAG on arts education for teachers in all schools located in Carlsbad
0 ARTS INFO LINE for up-to-date event information
0 Provide informationlopportunitiedresources to artists, citizens and press
Offer a variety of programs in partnership with school districts operating in Carlsbad
0 Serve on Chamber of Commerce Arts Education (AE) Committee
0 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:
1996197 199798
Delivetv of TopQualitv Services
Arts Oftice EventdAttendance
Community GrantdApplicationdBudget
Community Grant AwarddActiiities
Educational Opportunities:
Information Services Newsletters: # IssueslDistribution
37/27,000 43/30,000 21613,000 12/$16,000 1 4/96 1 On5
1 U26,4OO 12/42,000
Special Publications: # Per YearlDistribution 8/16,000 911 9,000
Arts Info Line Calls Per Month 21 5 220
Diverse Economic Opportunities
Grants and Contributions $47,000 $69,000
Earned Income 7,500 13,800
1998/99
44/35.000 211$18,000 141120
12/48,000 11/24,000 240
$74,000 23.500
." -t
SIGNIFICANT CHANGES:
A full-time Gallery Coordinator and temporary and part-time support staff were added to support the Gallery at the
new Carlsbad library.
1 20
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PROGRAM: SISTER CITY
FUND: GENERAL / SISTER CITY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010
MAINTENANCE & OPERATION
CAPITAL OUTLAY
Work Program:
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.
0 Coordinate ongoing arts and culture exchange projects.
0 Explore, evaluate and analyze a foreign film festival in Carlsbad.
2. Actively pursue the contribution of funds for the Sister City program.
0 Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds
for such programs.
Significant Changes:
None
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PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
-
SUMMARY -
1998-99 1999-00
ACTUAL ACTUAL BUDGET BUDGET
$ 1,739,258 $ 1,670,400 $ 1,779,868 $ 1,853,878
907,475 942,523 1,041,596 1,165,282
1996-97 1997-98
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32,708 9,406 185,235 64,450 -
- PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
of current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition and transportation programs.
live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operations -
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an I advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities
and facilities.
-4 KEY GOALS FOR 1999100:
“Ensure the effective and efficient delivery of towuality sewices to our Community.”
Create high customer satisfaction:
0
0
Provide cost-effective delivery of City service;
0
Develop and maintain facilities that support service delivery;
0
0 Annually revise CIP Budget.
0
0
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.
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 & Recreation Commission Committee)
-
Complete Space Needs Study. +
”Create diverse. broad-based economic strategies to ensure the financial health of the Community and the
Citv.”
Develop and implement a comprehensive financial plan that provides revenues to maintain high-quality services,
protects local revenue sources, promotes private sector economic growth, promotes responsible cost management,
enhances revenues and reduces cost.
-
0 Provide Recreational activities, facilities and other special events which support local business and enhance 3
TOT and sales tax revenue such as the triathlon, sport toumaments, swim meets, body surfing contest.
122
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PROGRAM: RECREATION
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 1999-00 (continued):
0 Prepare marketing packet promoting Carlsbad‘s publidprivate facilities, distribute to prospective user groups.
Develop, maintain and enhance high-quality standards in the area of City services that result in a highquality of life
that supports economic health.
0 Provide a wide variety of revenue generating quality recreation opportunities to the public.
special events, youth and adult sports, educational classes, aquatic programs, daytrippers, lagoon permits.
“Integrate a comprehensive, efficient transportation system with aualitv of lifetentered land use decisions.”
Be a catalyst for the development of private sector partnerships that supplement and compliment transportation
management systems serving business, industry and tourists.
0
Implement multi-modal circulation plan to ensure compliance with the General Plan and City Standards.
Sponsor and promote the use of shuttle services for appropriate publidprivate events.
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.
“Enhance educational opportunities and school facilities for all segments of the Dopulation.”
Develop, maintain and enhance programs that result in an informed, knowledgeable public through enhanced
community dialogue.
0 Prepare monthly agendas for Parks and Recreation, and Senior Commissions which address relevant issues
and inspire community involvement.
0 Provide and encourage professional training opportunities for commission members.
0 Participate in the design/development of Citywide interactive web page to display recreation opportunities over
the Internet.
0 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 develop programs that result in a City workforce which has the skills needed to excel on their job.
0 Provide and encourage a variety of professional training opportunities to all staff members.
0 Create cross-training opportunities within the Recreation Department and across major service areas where
feasible.
0 Provide the necessary tools required for employees to perform effectively.
Collaborate with school districts serving Carlsbad to accomplish mutually set goals and help the schools better fulfill
their obligation to provide facilities to meet community needs.
0
0
0
Maintain an active role in maintaining areas of mutual benefit between Ci and school districts.
Joint Use Agreements for use and maintenance of activity playfields and community Swim Complex.
Facilitate provisions for the sale of the Pine School property.
Implement CitylSchool Coordinating Committees with all school districts who serve Carlsbad residents.
123
- PROGRAM: PARK PLANNING & REC MANAGEMENT
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO 001451010014545 1
1996-97 1997-98 1998-99
BUDGET ACTUAL ACTUAL
PERSONNEL $ 447.020 $ 335,391 $ 355,883
MAINTENANCE & OPERATION 227,282 21 1,521 142,828
CAPITAL OUTLAY 6,471 0 0
-\ 199800
BUDGET
$ 328,280
230,760
0
-
- - - IFULL TIME POSITIONS I 6.43 1 3-00 I ... 3.00 I 3.00 1
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
Carisbad.
and recreation programs are developed and sustained for the benefit of those who live, work andlor play in ,-
PROGRAM ACTIVITIES: .4
Parks and Recreation Commission: ,
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to
implement the intent of the parks and recreation element of the General Plan and advise the City Council on associated
matters.
Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues, encourage
public input and foster public education on matters of parks and recreation and other associated civic matters.
Implement and/or process recommendations by the Commission for City Council consideration.
Provide staff support to committees of the Commission which require more detailed review of issues relating to park
development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and guidelines.
Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
-
Administrative Services: -.I
Provide the required administrative support to a Division with 21.5 full-time positions and 43.32 hourlylfull-time equivalent
positions which operates with a budget of approximately $2.8 million.
Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council agenda bills,
resolutions and ordinances. Prepare and monitor departmental and individual goals and objectives, budget
administration for expenditures and revenue generation.
Recommend and process personnel appointments, promotions, assignments and disciplinary action when warranted.
Provide on-going support to management, general and part-time employees. Implement the services of contractual
employees.
-
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PROGRAM: PARK PLANNING & REC MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO: 001451010014545
PROGRAM ACTIVITIES (continued):
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Park Acquisition, Planning andlor 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 Prwrams
r-
Manage the implementation, performance, and adequacies of recreation programs.
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 & 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.
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SIGNIFICANT CHANGES:
None.
I25
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PROGRAM: REC EATION FEE SUPPORTED
FUND: GENERAL DEPARTMENT: RECREATION ACCT NO. 0014515
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 720,782 $ 758,487 $ 759,835
MAINTENANCE & OPERATION 479,020 514,935 601,689
CAPITAL OUTLAY 9,803 3,461 45,446
- 1999-00
BUDGET
$ 850,724
676,500
39,550
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.
0
0 Schedule facilities for programs. programming.
Prepare and distribute marketing materials. 0 Recruit, train and reward volunteers.
Evaluate programs and analyze data on ongoing 0 Generate program sponsors.
Prepare financial and revenue reports. quality.
Research and implement program opportunities. Provide scholarships for Carlsbad resident youths.
Review proposals and negotiate contracts with 0
instructors. 0 Coordinate with school districts for youth and teen Conduct fee market studies on an ongoing basis.
basis. Utilize sports professionals to enhance program
WORKLOAD STATISTICS: Estimate Projected
1997-98 1998-99 1999-00 ---
Estimate Projected Youth Sports: --- 1997-98 1998-99 199900 # Teams 88 90 90
Enrichment Classes: # Participants 1,450 1,500 1,550
# Conducted 1,449 1,650 1,650 # Spectators 16,000 17,000 18,000
# Enrolled 15,102 16,600 16,800 Revenue $50,810 52,200 53,000
Revenue $503,140 520,000 520,000 Adult Sports: Daytrippers: # Teams 304 300 31 2
29 # Participants 4,600 4,500 4,800
# Spectators 28,000 29,000 30,000 # Participants 1,140 1,260 720 Revenue $88,400 87,570 95,700 Revenue $41,770 57,000 33,000
# Trips Conducted 36 39
Special Events:
# Events 10 10 10 Camps:
37 # Participants 7,900 8,000 8,100 # Participants: 1,310 1,320 1,320 Revenue $95,185 96,000 96,000 Revenue $61,970 62,900 63,000
# Camps: 37 37
Community Volunteers:
# Volunteers 1,380 1,400 1,430
# H6urs . 9,430 9,900 10,000
4
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PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014515
KEY GOALS FOR FY 99100:
“Ensure the effective and efficient deliverv of towuality services to our Communitv.”
0
0
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
City.”
0
0
0
0
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 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.
“Intearate a comprehensive efficient transportation svstem with aualitv of lifecentered land use decisions.”
0
0
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 seaments of the Community.”
0
0
0
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.
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PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex which offers
comprehensive instruction and training, competition, and recreational swimming to all segments of the population who
live, work andor play in Carlsbad.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Est. Proi.
97-98 98-99 9400 --- 1. lnstnrctionalLessons LerslondTrarning Provide instruction in general aquatic, swimming and diving skills for aH ages
and abilities; provide education and training to general public and Ci
employees in fint-aid, CPR, and water rescue skills; serve as a North County
certificationhaining site for men and women wishing to qualify for employment
at public swimming pools.
LaneMours 2,464 2,370 2.460
ClassasConducted 227 210 220
Registered: - Resident 1,533 1,435 1,530 -NOkResident 132 115 130
Fun and Fitness
Provide opportunities for recreational swimming, Mess lap swimming and
family-oriented aquatic special events.
Revenue $39,425 $36,000 $39,500
LaneMoun 1,386 1,066 1,380
Partidpation 3,161 2,175 3,160
2. CHSP.E.
1. Recreationand LapSwim
LaneMours 16.362 Daily Admissions
Youth 5,407 Adult 7,473
Season Pass Adm. 20,050
Revenue $46,473
LaneMoun 3,720
Participation 12,571
Revenue $37,063
LaneMoun 247
Participation 1,335
$4,423 Revenue
2. Carlsbad Swim Masters
3. Aquatic Exercise
14,360 16,300
5,000 5,400 6.425 7,500
17,120 20,100
$35,500 $46,500
3,065 3,250
10,165 12,000 $31,270 $37,000
205 250
1,060 1,450
$3,700 $4,600
1. Carlsbad High ScM Teams
Competitive Aquatic Programs LaneMours 3,677 2,650 3,500
Partiupation 6.712 5,615 6.800 Provide opportunities for competitive swim instruction and coached workouts for
Revenue $1 1,185 $9,000 $1 1,000 youth and adults as a contract service; coordinate and schedule Carlsbad High School use of the pool for physical education, boys' and girls' swim teams and
water polo teams. LaneMoun 2,680 2,210 2,350 2. North CoastAquatics
Participation 9,412 7,600 7,900
Revenue $6.268 $5,820 $6,250
LaneMoun 1,266 700 800
Participation 1,905 710 900
Revenue $3,000 $2,000 $2,000
3. North Shore Aquatics (Age Group Water Polo)
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PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
KEY GOALS FOR 1999-2000:
PAGE TWO
ACCT NO. 0014520
“Ensure the effective and efficient delivew of toDqua1ib senrices to our Communitv.”
0 Based on FY98-99 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. 0
“Create diverse. broad-based economic strateaies to ensure the financial health of the Communib and the
city.”
0 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 Cornmunib.”
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 I1 and 14 to become
lifeguards.
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PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS
ACTUAL
8 29,291
FUND: GENERAL
DEPARTMENT: RECREATION
ACTUAL
$ 35,348 PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
1996971 1997-9E
7,564
!jV5O7 I
O1 0
Provides for the Agua Hedionda Lagoon permits program.
use permit. The permits derk supports this function.
PROGRAM ACTIVITIES:
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. Provides administrative support for the
Lagoon Patrol Officers.
Laaoon Clean-up Pmram: Coordinate and oversee
bi-annual lagoon clean-up days (June/October).
ACCT NO. 0014530
1998-9E
BUDGE7
$ 13,963
3,080
0
-4
31420 I -
All vessels on the water are required to obtain a valid City
WORKLOAD STATISTICS:
Estimate Projected 97-98 98-99 99-00
1. Annual Permits: 236 250 275
2. Daily Permits: 145 135 150
3. Observations: 4649 4900 4925
4. Revenue: $27,700 $16,000 $20,000 SIGNIFICANT CHANGES:
None.
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PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
1998-99
BUDGET
$ 405,500
I I 1996-97 I 1997-98 1999-0(
BUDGEl
$ 416,660
r-
PERSONNEL
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ACTUAL ACTUAL
$ 330,368 $ 314,438
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MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
ACCT NO. 0014540
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.
PROGRAM ACTIVITIES:
Information and Enrollment Service: Staff provides information and registration services to the public on recreation
department programs and facilities.
Enroll participants via phone, mail and in-person for classes, special events and sport leagues.
Collect and account for program revenue.
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 balffields at school sites and community centers.
0 Staff coordinates classes, meetings, dedications and other functions at community centers and other City
facilities. 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
0
Serves as liaison to various community organizations and Citywide committees.
Respond to customers concerns and requests.
PERFORMANCE MEASURES: Estimate Projected
1997-98 1998-99 199900
1. Reservations Processed:
3,080 3,130 3,200
2. Number of Facility Users: 472,790 525,100 546,000
3. Revenue: $1 14,740 115,100 115,800
4. Number of Fields Maintained: 29 29 31
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PROGRAM: REC. LATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
ACCT NO. 0014540
-4
KEY GOALS FOR 99/00:
“Ensure the effective and efficient delivery of top-aualitv services to our Communlhl.“
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 suweys 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.
Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
0
“Create diverse, broad-based economic strategies to ensure the financial health of the Communitv and the
City.”
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.
1 32
Y PROGRAM: SENIORS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
GRAND TOTAL
1996-97
ACTUAL
$ 237,094
225,542
0
$ 462,636
3.00
5.67
1997-9E
ACTUAL
$ 247,868
272.390
4,860
$ 525,118
1998-99
BUDGET
$ 31 1,305
343,705
0
SUMMARY
1999oc
BUDGET
$ 283,401
396,031
18,500
$ 697,932
3.00
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 GOALS FOR 1999 - 2000:
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“Ensure the effective and efficient delivery of top-auality services to our Community.”
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 cany out their job functions and better serve the public.
“Intearate a comprehensive efficient transportation svstem with quality 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.) .
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PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
PROGRAM GROUP: SENIOR PROGRAMS
1996-97 1997-98 1998-99
ACCT NO. 0014570
I99900
PERSONNEL
ACTUAL ACTUAL BUDGET BUDGET
$ 179,325 $ 181,292 $ 244,662 $ 219,569
MAINTENANCE 8 OPERATION 77,784 I 83,360 1 10,853 I 148,237
OI 3,544 I I CAPITAL OUTLAY
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Education
Arrange for classes, seminars and other learning opportunities on topics pertinent to the Concerns and interests of the aging population.
Coordinate computer classes to teach the basics of computers (Le. 'Windows?.
0
0
0
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.
0 Provide a minimum of six Sunday afternoon dances.
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
0
0
0
Health Services Arrange for screenings, services, classes and lectures that promote healthy living.
Bi-monthly blood pressure checks
0 Flu shots
0
0
Offer tax assistance to over 500 seniors.
Arrange for free legal advice for over 200 seniors.
Arrange for assistance with health insurance decisions.
Provide a minimum of four "special" health screenings, Le., skin cancer, hearing, podiatry, cholesterol, etc.
Continue offering body conditioning for seniors.
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PROGRAM: SENIOR PROGRAMS
FUND: GENERAL
PROGRAM GROUP: SENIOR PROGRAMS
PROGRAM ACTIVITIES (continued):
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PAGE TWO
ACCT NO. 0014570
Administration . Coordinates all operations of the senior center; staffing, volunteer recruitment, facility rentals and grants
management.
After-hours facility rentals
Staff scheduling
Volunteer recruitment and training
Budget management
Senior Commission
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
Day Trips 1,109 1,400 2,000
Personal 900 1,100 1,300
Assistance
SIGNIFICANT CHANGES:
None.
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1-97 1997-98 19-99
ACTUAL ACTUAL BUDGET
$ O$ O$
29,673 47,486 104,000
PROGRAM: SENIOR PROGRAMS
FUND: SENIOR DONATIONS
PROGRAM GROUP: SENIOR PROGRAMS -
1999-00
BUDGET os 0
11 9,200
3
-
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
WORK PROGRAM:
-
ACCT NO. 1434567/1444567
O1 O1 OI OI
Continue to raise funds to support adivitieslprograms at the Carlsbad Senior Center.
SIGNIFICANT CHANGES:
None.
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PROGRAM: SENIOR NUTRITION
FUND: SENIOR NUTRITION
PROGRAM GROUP: SENIOR PROGRAMS ACCT NO. 1914501 THRU 1914503
MAINTENANCE 8 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.
Transportation
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
- 97-98
32,000
10,800
6,000
- 98-99
33,000
11,500
7,500
- 99-00
34,ooo
13,000
8,500
SIGNIFICANT CHANGES:
None.
1 37
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PROGRAM: VARIOUS
FUND: VARIOUS
PROGRAM GROUP: PUBLIC WORKS MAJOR SERVICE AREA
MAINTENANCE 8 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.
Public Works Oraanizational Structure
3eneral
1 38
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ACCT NO. 0016010
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
1-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 0s 66,122 $ 608,154 $ 382,464
154,120 0 897 94,500
0 19,260 0 7,500
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:
Budaet Preoaration:
0
Strateaic Planning:
0
Maintenance Yananement 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.
PERFORMANCE MEASURES:
Budnet Prewntion:
0 Coordinate preparation of FY 2000-01 Public Works operating budgets.
Strateaic Planning:
0 Lead and supervise continued development of "Public Works Organizational Design Program."
Maintenance Manaaement and Qualitv Control:
0 Continue preparation and development of a comprehensive systems inventory, maintenance standard and work
reporting system; coordinate activities with the Engineering Services, General Services and Maintenance &
Operations work groups.
KEY GOALS FOR 1999-00:
0
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.
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PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
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1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 2,554,671 $ 2,677,578 $ 2,711,102 $ 3,540,672
1 ,121,358 1,492,920 2,004,516 1,324,104
6,910 3,795 83,311 1 17,000
PROGRAM: ENGINEERING SERVICES
FUND: VARIOUS
PROGRAM GROUP: PUBLIC WORKS SUMMARY
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 indudes
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:
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PROGRAM: ENGINEERING SERVICES
FUND: VARIOUS
PROGRAM GROUP: PUBLIC WORKS
KEY GOALS FOR 1999-00:
PAGE TWO
SUMMARY
“Ensure the effective and efficient delivew of towwalitv services to our Communitv.”
Identify priority Capital Improvement Projects and ensure their timely completion:
Rancho Santa Fe Road
Poinsettia Lane
Faraday West
Cannon Roadffaraday link
Palomar Airport Road from El Camino Real to Melrose
Faraday/Melrose financing district
0
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.
“Intearate a comprehensive efficient transportation system with aualitv of Iife-centered land use decisions.“
0 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.
0
“Enhance educational owortunities and school facilities for all seaments of the Community.”
0 Develop intern program for engineering technician classification.
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PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING
ACTUAL
$ 2,554,671 PERSONNEL
MAINTENANCE 81 OPERATION
CAPITAL OUTLAY
ACTUAL
$ 2,677,578
FULL TIME POSITLON
1996-97 I 1997-9I
1,121,358 1,492,920
6,910 3,795
PROGRAM GROUP DESCRIPTION:
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ACCT NO. 001 571 01001 5720
2,004,516 1,088,904
83,311 107,000
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:
Record Keeping 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 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:
LAND DEVELOPMENT
0 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 highquality and
meeting production goals.
Ensures all engineering questions related to land development are answered in a timely and friendly manner.
Engineering Plancheck:
0 Developmental Services:
TRANSPORTATION AND CAPITAL PROJECTS
Investigations:
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:
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PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING
PROGRAM ACTIVITIES (continued):
PAGE TWO
ACCT NO. 0015710
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. - 0 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.
Administer and coordinate all Public Works efforts with regard to facility mapping and records management.
--*.
0 Geographic Information Systems:
- WORKLOAD STATISTICS/PERFORMANCE MEASURES:
Land Development
Plancheck
Actual hgh 3/99, Projected through 6199
Plancheck - # Of sheets # of Revisions
-1
Land Development
Projects in Review 1
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PROGRAM: ENGINEERING
FUND: GENERAL
PROGRAM GROUP: ENGINEERING
PAGE THREE
ACCT NO. 0015710
Traffic Operations
SIGNIFICANT CHANGES:
In total this budget includes five additional positions.
Total Capital Improvement Program
Appropriations
150,000,000
100.000p00
60,000,000
0 FY 9897 FY 9798 FY 9889 FY 0900
One position has been transferred to Engineering from Public Works Administration.
Two new programs are included in this year's request; an Intern Program which added 2 mainttenance workers and
a Utility worker and NPDES funding which added an Associate Engineer position.
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PROGRAM: UTILITY ENGINEERING
FUND: WATER ENTERPRISE
PROGRAM GROUP: ENGINEERING
PERSONNEL
ACCT NO. 5015710
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 594,500
I I 1996-97 I 1997-98 I 1998-99 I 199400 I
MAINTENANCE & OPERATION
CAPITAL OUTLAY
PROGRAM GROUP 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:
Plannina. Development and Schedulinn:
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 SUPP~Y and Qualitv:
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.
Mapdnn and Facilitv 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 Checkina:
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.
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PROGRAM: GENERAL SERVICES
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS SUMMARY
MAINTENANCE 81 OPERATION
CAPITAL OUTLAY
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:
$ 2,600,000
$2,010,200
$ 2,000 ,oo 0
$1,500,000
$1,000,000
$600,000
so
KEY GOALS FOR 1999-00:
0 Implement Maintenance Management Program.
SIGNIFICANT CHANGES:
None.
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PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE
PERSONNEL
ACCT NO. 001 5020
ACTUAL BUDGET BUDGET
$ 843,932 $ 890,902 $ 1,037,820 $ 1,032,160
ACTUAL
I I 199697 I 1997-98 I 1998-99 I 1999-00 I
MAINTENANCE CL 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 LandscaDe Maintenance: Direct management of 92+ acres of turf and 144+ acres of landscaping. Duties include mowing, fertilization, renovation, replanting, trimming, pesticide application, raking leaveddebris, turf
sweeping, weeding cultivation, edging, aerating, reseeding, irrigation programming maintenance and equipment
maintenance.
Restroom Maintenancekitter ControlPicnic 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.
CourVField/Tot Lot Maintenance: Maintain 25 tennis courts (21 lighted), 13 basketball courts, 16 soccer fields, and
23 softballlbaseball fields. All athletic courts are cleanedlinspected on a weekly basis. Duties involve washing
down, sweeping off, blowing off, fence inspectiondrepairs, and paying surface inspections. In addition, the activity
includes weekly maintenance of all tot lots in the City. This includes sand rakingfleveling, sand roto tilling, play
equipment inspection and repair, and the necessary documentation of such actions.
Irrigation 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 Recluests: 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.
147
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PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE
WORKLOAD STATISTICS:
PAGE TWO
ACCT NO. 0015020
Court/Field/Tot Lot Maintenance:
SIGNIFICANT CHANGES:
This year’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.
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I 148
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE
PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
ACCT NO. 0015060
1996-97 1997-98 1-99 1999-00
BUDGET BUDGET ACTUAL ACTUAL
$ 507,925 $ 559,967 $ 616,178 $ 751,527
666,389 700,691 968,592 876,208
3,971 42,913 121,443 8,420
I I I I I I
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:
Buildina 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 andlor renovate City facilities to accommodate programmatic changes for City Departments. Provide
assistance in the relocation of staff andlor 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 senrices.
Propertv 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
- 95-96 96-97 98-99 99-00
Custodial Services:
I. 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
- 9596 96-97 98-99 99-00
Contract Maintenance:
1. Total Custodial Space Maintained (Other) 63,581 63,581 63,581 63,581
-96-97-99-00
Propertv Manaoement:
1. Total Leased Space
SIGNIFICANT CHANGES:
- 95-96 96-97 98-99 99-00
19,680 19,680 19,680 19,680
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 custodians were added; two for the new library and one fbr the Faraday building.
1 49
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE ACCT NO. 1605023
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 orderlrequests, removes 50+ trees, and plants over 100 trees.
Contractual Tree Maintenance: Provides an on-going program for contracting, administering and overseeing 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:
SIGNIFICANT CHANGES:
None.
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PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE ACCT NO. 1615024
MAINTENANCE & OPERATION
CAPITAL OUTLAY
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, pesticidelfertilizer application, irrigation repairladjustment, parking lot sweeping, fountain
maintenance and related duties with streetscape improvements.
WORKLOAD STATISTICS:
- 95-96 96-97 97-98 98-99
1. Acres Maintained 48 48 48 48
2. Acres Maintained 35 36 38 38
3. Acres Maintained 8 8 8 8
(Medians)
(Contractual)
(Streetscape)
SIGNIFICANT CHANGES:
None.
151
t
1996-97 1997-98 1998-99
ACTUAL ACTUAL BUDGET
PERSONNEL $ 442,895 $ 432,029 $ 461,384
MAINTENANCE & OPERATION 884,649 927,599 1,072,605
CAPITAL OUTLAY 37,111 0 48,357
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199400
BUDGET
$ 453,900
932,32 1
70,000
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PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
WORK PROGRAM:
Fleet Operations is an Internal Sewice 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:
ReDair 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.
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WORKLOAD STATISTICS:
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ACCT NO. 6205060
Repair and Maintenance:
1.
2.
3.
4.
5.
6.
Preventative Maintenance
BIT Inspections
Smog Inspections
Shop Repairs
Vendor Repairs
Emergency Road Repairs
97-98 - 718
98-99 99-00
720 730
80 80 80
58 68 68
680 620 600
274 310 300
52 50 50
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PROGRAM: VEHICLE MAINTENANCE PAGE TWO
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
WORKLOAD STATISTICS (continued):
Auto Parts:
1. Parts Items in Inventory
2. Dollar Amount in Inventory
- 97-98 - 98-99 - 99-00
4,279 4,000 4,500
$60,085 $60,000 $60,000
Fuel and Oil: 97-98 - 98-99 - 99-00 1. Gallons of Fuel Used - City 240,307 253,000 260,000 -
2. Gallons of Fuel Used - Other 36,696 200,000 50,000
SIGNIFICANT CHANGES:
None.
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PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
MAINTENANCE 8 OPERATION
WORK PROGRAM:
1996-97 I I 997-98 I ,998-991 1999001
ACTUAL ACTUAL BUDGET BUDGET
$ O$ O$ O$ 0
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 Writin% Write specifications for the purchase of replacement units combining the needs of the users
and economic reality of the City.
Purchase and DisRosal: 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 I Equipment Acquired:
Vehicles I Equipment Disposed:
Total Units in Fleet:
SIGNIFICANT CHANGES:
None.
97-98 - 98-99 - 99-00
44 46 59
22 39 59
360 367 367
-
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PROGRAM:
FUND:
PROGRAM GROUP:
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
MAINTENANCE & OPERATIONS
VARIOUS
PUBLIC WORKS
199&97 1997-98 . I 99aw 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 3,937,978 $ 4,252,575 $ 4,950,390 $ 4,088,495
21,041,486
108,909 204.386 1,081,959 239,200
17,177,786 17,298,550 20,108,300
SUMMARY
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:
Con
Admini
1
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PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: PUBLIC WORKS
PAGE TWO
SUMMARY
KEY GOALS FOR 1999-00:
“Ensure the effective and efficient delivew of ton-qualitv 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 topquality service delivery in conformance with City budgets
and standards.
0 Continue providing top-quality customer service throughout the year and to complete the La Costa head retro-fit
program.
“Create diverse, broad-based economic strateaies to ensure the financial health of the Community and the
Citv.”
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 seqments 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).
e-
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PROGRAM: MAJOR STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE ACCT NO. 0016353
1996-97 1997-98 199899
ACTUAL ACTUAL BUDGET
PERSONNEL $ 154,001 93,691 $ 228,097
MAINTENANCE 8 OPERATION 301,309 221,451 338,650
199940
BUDGET
$ 188,890
351 ,170
CAPITAL OUTLAY
WORK PROGRAM:
Provide a high level of maintenance for infrastructure and maintain safe and efficient circulation and utility systems.
PROGRAM ACTIVITIES:
Street SweeDina: 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 SweeDinG
1. Sweep all residential streets twice each month. 2. Sweep all downtown village streets three times each week.
3. Sweep all commercial and major arterial streets twice per month.
Cement ReDairs:
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.
SIGNIFICANT CHANGES:
None.
I 57
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PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
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1996-97 1997-98 1998-99 199900
ACTUAL ACTUAL BUDGET BUDGET
$ 846,305 $ 876,652 $ 913,476 $ 929,390
564,909 740,910 880,040 801,141
17,922 42,833 18,600 17,200
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE ACCT NO. 0016355
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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 Svstem Maintenance: Maintain, clean and repair the City‘s drainage system.
Citv Siqn 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 retrereflectometer once a
year in conjunction with the Division’s Safely Inspection Program.
PERFORMANCE MEASURES:
Roadside Maintenance:
1. Two (2) part-time employees will pick up over 200 cubic yards of litter from City right-of-way. This program is
supervised by City staff (funded by Solid Waste).
2. Continue maintenance and repair of 25,263 lineal feet of guardrail as needed.
3. Recycle concrete and asphalt.
4. Repair 15,000 square feet of curb, gutter and sidewalk (trip hazards) to minimize liability claims (funded by Gas
Tax).
DrainaQe Svstem Maintenance:
1. Annually schedule the cleaning and maintenance of 3600 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.
2.
Citv Sian Maintenance:
1. Maintain and repair, as needed, the 7,500 signs throughout the City.
2. 3.
4.
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.
SIGNIFICANT CHANGES:
The Secretary and Senior Office Specialist positions currently assigned to the Oak Avenue facility were transferred
from the Public Works Administration budget to the Street Maintenance (50%) and Facilities Maintenance (50%)
budgets. Includes .25 of a Management Analyst position transferred from Public Works Administration.
158
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE ACCT NO. 001 6370
1996-97 1997-98 199899
ACTUAL ACTUAL BUDGET
PERSONNEL $ 20,772 $ 25,566 $ 37,540
MAINTENANCE & OPERATION 278,715 449,231 341,385
CAPITAL OUTLAY 0 0 23,081
1999-00
BUDGET
$ 36,290
339.055
10,500
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:
99-00 96-97 97-98 - 1. City-Owned and Maintained Signals:
71 81
2. Caltrans-Owned and Maintained Signals:
9 12
3. City-Owned and Caltrans-Maintained Signals:
7 7
4. Total Signals within the City:
87 93
SIGNIFICANT CHANGES:
None.
159
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PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE ACCT NO. 1626357
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MAINTENANCE 81 OPERATION
CAPITAL OUTLAY
r t
r- 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 project engineers to ensure that departmental needs are met.
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Administration: Prepare annual audit of City’s street lighting assessment. 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.
WORKLOAD STATISTICS:
Estimated
98-99
5,858
96-97
4,808
97-98
5.318 1. City-owned and maintained street lights:
2. Number of street light repairs made:
from from calls: 442
surveillance: 439
3. Number of emergency traffic signal repairs done: 537
TOTAL: 88 1
51 I 551
558
1,109
517
- 51 7
1,028
507
KEY GOALS FOR 199940:
We plan to continue providing top quality customer service throughout the year and to complete the La Costa head
retro-ft program.
SIGNIFICANT CHANGES:
None.
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PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE ACCT NO. 163631 2
I I 1996-9i
ACTUAL
PERSONNEL $ 0
MAINTENANCE 81 OPERATION 203,783
CAPITAL OUTLAY 0
1997-9E
ACTUAL s 0
7,048
0
0.00
0 .oo
199892
BUDGEl
0
7,590
0
0.00
0.00
1999-0(
BUDG-
8,7P
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 Vita 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 - Soecial Proiects; Administer the Buena Vista Channel Maintenance Assessment District.
ODerations - Enaineerina DeDartme nt: Monitoring and periodic clearing of the overgrowth and silt within the channel
area. -
SIGNIFICANT CHANGES:
None.
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PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 501 631 01502631 0
I I 1996-97 1997-98 1998-99 199900
PERSONNEL
MAINTENANCE 8 OPERATION
CAPITAL OUTLAY
BUDGET BUDGET
$ 1,996,908 $ 2,327,089 $ 2,710,457 $ 1,854,565
ACTUAL ACTUAL
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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.
0
0
0
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PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 50i63io/5026310
PERFORMANCE MEASURES (continued):
Metew Services:
0
0
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
0 Resolve meter reading discrepancies.
0
0
Process accurate customer usage monthly and transmit to utility billing division for preparation of monthly utility
billing.
Process requests for relocation andlor 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:
Schedules and tests for cross connections between potable and recycled water systems on both new and
existing sites.
SIGN IF1 CANT 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 not cross-over
between the recycled water system and the potable water system.
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PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 51 1631 0
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 Cis 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
0
0
0
Account Maintenance:
0
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 Manholelnspection 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.
0
0
0 Administer wastewater pre-treatment applications.
SIGNIFICANT CHANGES:
None.
164
h -4
ACTUAL
$ 78,865
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
BUDGET BUDGET
$ 69,469 $ 81,770 PERSONNEL
MAINTENANCE & OPERATION
CAPITAL OUTLAY
31,617
0
1996-9i
ACTUAL
$ 78,770
121,428 107,973
0 0
55,099
0
1997-98 I 199899 I 1999-00 I
WORK PROGRAM:
The Solid Waste Division of the Community Services 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 Recyding 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. Prepare and administer the solid waste services contract. Review reports from authorized
collector.
RecvclindDiversion: Prepare and administer recyding contract. Prepare State and County grant applications.
Attend regional recycling meetings and coordinate Ci efforts with other agencies.
PERFORMANCE MEASURES:
AB 939:
1. Ensure compliance with mandates of SRRE and HHWE by timely implementation of programs. 2. Prepare annual Solid Waste Enterprise fund budget.
3. Prepare and submit annual report to CIWMB.
4. Review / comment on relevant legislation and regulations.
5. Attend meetings as necessary.
Solid Waste:
1. Administer and monitor solid waste services contract.
2. Ensure collection service for 19,718 residential and 2,235 commercial customers. 3. Review solid waste services rate structure and establish rates annually.
4. Coordinate quarterly bulky item collection events.
5. Attend meetings as necessary.
RecvclinsllDiversion:
1.
2.
3. 4.
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 recyding issues.
SIGNIFICATION CHANGES:
None.
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PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: CARLSBAD GOLF COURSE
1996-97 1997-98 I ma99 199900
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL $ O$ O$ O$ 0
MAINTENANCE & OPERATION 252,505 215,636 942,310 370,000
CAPITAL OUTLAY '0 0 0 0
WORK PROGRAM:
Community Services, Park Development, will assist the 'Project Oversight Committeeg in developing a municipal golf
course.
PROGRAM ACTIVITIES:
Continue Land Mananement Plan: Maintain the
proposed golf course property to retain the viability of
the project development.
Develop Golf-Related Commerc.... Concepts:
.-
ACCT NO. !5725001
Proiect Processing: Begin environmental proces-
sing through USF&W, CDF&G, Coastal Commission.
SIGNIFICANT CHANGES:
None.
PERFORMANCE OBJECTIVES:
I.
I.
I.
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.
Ana.,ze 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.
166
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If CAPITAL I I IMPROVEMENT I I
PROGRAM
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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 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, 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 151 04 units are
expected to be built from this point forward. Non-residential construction estimates are shown
in projected square feet.
167
1999-2000 CIP Growth Assumptions i I 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
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
3000
2500
2000
1500
1000
500
o.....................
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
168
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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-ln-Lieu fees
(PIL), Planned Local Drainage (PLD) fees, Water Connection Fees (MFF), and Sewer
Connection charges. Existing and proposed Community Facilities District and Bridge &
Thoroughfare Beneffi 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
Funding Sources 1999-2000 to Buildout
Total Revenue = $462.6 million
from other agencies.
Calculation of Future Fees
Other 21.5%
WaterlSewer
43.6% Districts
18.1 %
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,
169
although the actual volume of trips generated by commerciaUindustrial building can vary widely
depending on the ultimate land use. The value assigned to each commerciaUindustrial trip was
$35, the current TIF fee.
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. CFW3 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 availabiltty 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).
$160,000,000
$140.000,000
$1 20,000,000
$1 00,000,000
$8O,OOO,OOO
$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
170
P
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
1999-2000 to Buildout
Total Expenditures = $438.1 million
Drainage
5.3%
Civic
18.8%
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
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 $83.3 million., or 19% of the total planned capital
171
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 m 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 Latwin 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 Communtty 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 VistaKarlsbad 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 VistaKarlsbad 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
(I 999-2000 to Buildout) Projects schedule following the narrative.
1 72
P
PROPOSED CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
a Libraw 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.
0 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.
a Public Works Center - Design of a new Public Works Center is undenvay, 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.
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.
LVi- a
a
173
Proposed
Major Road Projects
RAILROAD
NAJOR ROAD PROJECT8
a
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
Aha 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.
1 74
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.
e 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/gymnasiurn,
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 Aqua Hedionda Interceptor - 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(2000-200 1 ).
e 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.
1 75
GROIKTH 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.
176
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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 Beneffi 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.
177
UTYOFCARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 19911-89
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 3,955,882
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
TRANSNETBIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD X1
CFDW
CFDX3
BTW2 POINS. LN-AVIARA PKWY
BTW CANNON ROAD WEST
BTM COLLEGECANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
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
1,859.989
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
7,744
1,784,010
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
209.1 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
4,337.1 78
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
1,116,426
0
160,000
1,177,344
42,351
0
0
n
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
196,013
26,975
1,307,914
307,628
38,521
273,181
24,452,110
18,769,659
0
1,207,225
0
166.228
0
5,778,647
3,204,370
21,718,199 16,397,213 *-
2,428,037
7,385,587
16,901,418
2,167,015
6,887,152
-
6,435.642 -
2,757,938 -
1
- 1,333,808 OTHER 2,614.4a5 843,776 2,124,453
TOTAL 163,304,560 99,698,505 64,455,427 5,376,543 193,171,095 -
PROPOSED DISTRICTS.
178
h
CrrY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR M 19992oOo
JULY 1,1999
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 3,955.662 7,250,ooa
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 !W
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETlHlGHWAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD Xi
CFD #2
CFD X3
BTW3 CANNON ROAD WEST
BTW COLLEGBCANNON
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 PKWY
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
196,013
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
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
8,683,600
0
131,462
1,400,000
4,556,371
2.000,000
950,000
3,678,819
2,725.000
0
1,550,000
OTHER 1,333,808 0
TOTAL 193,171,095 50,551,902
1998 - 99
CONTINUING NEW
APPROPR. APPROPR.
3,353,727 6,836,500
107,557 20,000
1,505,050 0
5,068,835 9,143.000
24,184 10,000
0 3,500,000
150,000 0
21 9,100 0
0 0
2,220,224 1,677,000
8,335,896 2.300,000
5,855 550,000
0 0
0 1,240,000
270,905 120,000
37,665 1,980,000
65,517 500,000
5,938,514 0
14,923,214 4,410,000
4.881,633 0
0 0
2,491,611 450,000
1.131.775 0
0 0
142,055 6,683,600
0 0
813.804 950,000
2,441,733 1,857,000
12,821,374 2.1 98,822
2,791.323 3,002,731
720,405 659,527
2,628,667 5,713,983
1,599,569 2,775.592
1,818,297 0
1,773,700 5,699.200
1,180,336 0
79.312.525 62.426.955
1999-00
TOTAL CIP
APPROPR.
10,190,227
127,557
1,505,050
14.21 1.835
34.184
3,500,000
150,OOO
219,100
0
3,897.224
10,635,896
555.855
0
1.240,OOO
390,905
2,017,665
565,517
5,938,514
19,333,214
4,881,633
0
2,941.61 1
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
4375.161
1,818.297
7,472,900
1,180,336
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
2,247.1 14
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
101,983,518
179
h
moFCARLsBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR tgsO-2ooo
1995-96 1996-97 1997-98 1-99 1999-2OOo
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES RMNUE REVENUE REVENUE
GENERAL CAPITAL CONST. 2,aa8,9g3 3,000.585 1,581,221 2,554.079 7,250,000
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13 1 16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETLOCAL
TRANSNETRllGMNAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFW3
BTW3 CANNON ROAD WEST
BTD#4 COLLEGECANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEVER BENEFIT AREAS (C.D.E,F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
20,454
42.191
3,172.700
375,038
271,399
234.755
12,911
88,857
772.544
24,122
97
660,599
82,683
213,661
253,417
1,037,967
7,279.245
3.01735
0
1,265,756
0
165.994
0
0
2,669,428
1,233,895
230.676
2,442,896
1,107,737
8.503
408,294
488,794
133.308
1,415.ao3
i 8,033
79,365
4,618.487
701,492
44.222
403.682
278,736
1.101,838
1,155,361
103
520,948
237,167
189,854
2,596,708
277,695
269,106
10,676,209
6,085,033
0
2,289,588
26,238
0
421,036
0
863,504
253,024
2,823.755
2,014,974
2,266,441
2,185,341
127,079
1,471,758
283,888
593,808
18,471
289,482
8,582,805
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
62,686
224,712
358,184
1,962.937
€I95386
692
33,555
73,264
209,115
141.078
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
i 18,022
8,065,776
12,378,831
888,803
68,290
1,550.194
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
1 00.Ooo
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
OTHER 542,320 1,352.547 2,471,355 843,776 0 fi TAL CAPITAL FUND 32,542,3 2 70,456,647 9, 9 ,505 5 . 51,
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
180
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1996-1997 TO lS98-1999
1-97 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
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETBIKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD Xi
CFD #2
CFCW
BTW;! POINS. LN-AVlARA PW
BTD#3 CANNON ROAD WEST
BTD# COLLEGWCANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
ZONE 5,i3 a 16 PARK FEE
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
1,751.81 2
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
2.1 84,579
2.757.1 16
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 I .122.72O 2.124.453 _. - , __ ---.--- . --. -- .~
TOTAL CAPITAL FUNDS 21,737,710 32,796,260 69,831,970
(1) 1998-99 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES 8 ENCUMBRANCES
181
1999-2000
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR APPROPR.
1998-99 1999-20(10
3,353,727 8,836,tiOo 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
1.1 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
2O.OOo
0
9,143.000
10,000
3,500,000
1 600,OOo
0
0
1,677,000
2,3110,000
660,OOO
0
1,-0,000
120,OOo
1,980,000
0
4,410,000
0
0
460,000
0
0
8,683,800
0
960,000
1,867,000
2,198,622
3,002,731
859,627
6,713,983
2,775,692
0
5,699,200
0
127,557
1,505.050
14,211,835
34,184
3.500.000
150.OOO
219,100
0
3,897.224
10,835,896
555,855
0
1,240,000
390,905
2,017.665
565,517
5,938,514
19,333.214
4,881,633
0
2,941.61 1
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
4.375.1 61
1,818,297
7,472,900
1,180,336 1,180.336
79.312,525 62,426,956 141.739.480
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CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROORAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
PMR i BEGINNING
FUND BAL 7/1199 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 601,935 7,250,000 6,836.500 1,015,435
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA I NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETnOCAL
TRANSNETIHIGMNAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTDW COLLEGElCANNON
FEDERAL GRANTS
SDG 8 E
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDMLOPMENT BONDS
GAS TAX
BTD#2 POINS. LN-AVIARA PKWY
SEWER BENEFIT AREA (C-D-E-F)
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291,313
947,315
663,907
2,191,464
860,819
91 1,203
26,975
1,307,914
36,723
856
207.664
2,704,899
190,158
497, i 28
9,528,896
13,888,026
0
266,327
75,450
0
24,173
0
4,964,&43
762,637
13,605,890
4,756,920
15,301,849
5,113,452
a,am825
1,708,432
348,718
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
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
i ,857,000
2,198,822
3,002,731
659,527
5,713,983
2,775,592
0
5,699,200
120,293
901,995
16,666,709
509,324
9,532
956,069
2,247,114
325,742
1,111,203
190,158
26.975
67,914
36,723
856
240,363
497,128
930,875
12,235,298
13.aaa.026
58,327
0
175.450
0
24.173
0
4,146,305
305.637
1 1,254,375
12,603,159
2,721,755
15,251,257
348,718
964,252
i ,998,905
OTHER 153,472 0 0 153,472
TOTAL I 13.858.570 50.551.902 62.426.955 ioi.9a3.51a
(1) BEGINNING BALANCE ON 7/1/99 IS NET OF CONTINUING APPROPRIATIONS.
193
CITYOF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
19- TO BUILDOUT
R 2 2000 - 2001 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 120,293 0 20.000 100,293
GOLF COURSE 901,995 0 0 901,995
PUBLIC FACILITIES FEE 16,666,709 3,333,871 4,689,000 15,311,580
ZONE 5,13,16 PARK FEE 509,324 118,000 0 627,324
PILAREA 1 W 9,532 351,907 0 361,439
PIL AREA 2 NE 930,875 198,949 150.000 979.824
PIL AREA 3 sw 956,069 296.336 0 1,252,406
PIL AREA 4 SE 2,247,114 555,650 2,800,000 2,764
TRAFFIC IMPACT FEE 325,742 893,084 672,000 546.826
TRANSNETROCAL 1,111,203 1,900,000 1,700,000 1,311,203
TRANSNETMIGHWAY 190,158 0 0 190,158
TRANSNETBIKE 26,975 755,000 755,000 26.975
TRANSNETSTP 67,914 0 0 67,914
TDA 36,723 0 0 36,723
STATE GRANTS 856. 104,000 104,OOO 856
COUNTY GRANTS 240,363 44,334 0 284,697
ASSESSMENT DISTRICTS 497,128 0 0 497,128
CFD #l 12,235,298 6,451,766 110,000 18,577,064
CFD #2 13,888,026 0 5,702,400 8,185,626
CFD M 0 500,000 500,000 0
BTD#2 POINS. LN-AVIARA PKWY 58,327 197.360 200,000 55,687
BTm3 CANNON ROAD WEST 175,450 2,000,000 0 2,175,450
BTDM COUEGUCANNON 0 0 0 0
FEDERAL GRANTS 24.1 73 5,024,000 5,024,000 24,173
SDGIE 0 700,000 700,000 0
PLANNED LOCAL DRAINAGE 4,146,305 565,034 260,000 4,451,339
SEWER BENEFIT AREAS 305,637 3,400,000 3,391 ,000 314.637
SEWER CONNECTION 11,254,375 6,051,232 3,922,316 13,383,290
12,603,159 1,300,000 4,249,533 9,653,626 SEWER REPLACEMENT
1,998,905 150,OOO 1,059,527 1,089,378
WATER CONNECTION 2,721,755 3,149,716 1,561,226 4,310,245
WATER REPLACEMENT 15,251,257 2,025,000 7,796,424 9,479,833
REDEVELOPMENT BONDS 348,718 0 0 348,718
GAS TAX 964,252 1,600,000 745,900 1,818,352
OTHER 153,472 1,210,000 1,210,000 153,472
TOTAL 101,983,518 44,625,238 49,108,326 97.500.430
WATER - RECYCLED WATER
3
3
194
c
c-
IC
CIN OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILDOUT
w.3 2o01 - 2o02 1 BEGINNING
FUND BAL 7/1/2001 RRlENUE 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 MN
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETLOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD 13
BTW3 CANNON ROAD WEST
BTDM COLLEGECANNON
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SRNER 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
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
80,293
901,995
14,726,896
687,324
259,069
5.206
1,557,089
58,414
1.062.960
1.61 1,203
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
OTHER 153.472 3.ooo.oM) 3.000.000 153.472 - . . . . - -, . . - -, - - -, - - - -. - - - , - - - . - -, . . -
TOTAL 97,500,430 42,872,495 52,277,909 88,095,016
195
CllY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1 WS TO BUILDOUT
4 2002 - 2003 1 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
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETMIGHWAY
TRANSNET/BIKE
TRANSNETETP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTDm CANNON ROAD WEST
BTW COLLEGECANNON
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTDm 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
8,889,726
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
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,OOO
0
2,050.000
0
0
0
0
0
447,000
1,700,000
0
0
0
0
0
0
0
110,o0O
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
230,589
1,860,382
82,066
1,634,867
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 I AL 38,144,939 28,704, 4 7.3, 1
196
,- .I
c
c
c
c
c
c-
c
CllY OF CARLSBAD
CAPITALIMPROVEMENTPROGRAM
ANALYSIS OF AVAIlABLE BALANCES
1QW TO BUILDOW
2004 1 BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,281,810 1,1oo,oO0 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
TRANSNETLOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #1
CFD #2
CFD W
BTM CANNON ROAD WEST
BTW COLLEGECANNON
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BTW2 POINS. LN-AVIARA PKWY
, SDGLE
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
5,173,746
10,282,978
1,070,324
7,255,081
10,379,453
348,718
4,556,352
0
0
2,259,351
108,OOO
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,OOO
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,Ooo
0
0
0
0
0
0
0
0
0
6.1 82,615
931,136
159,527
2,530.428
1,796,272
0
0
40,293
901,995
6,740,255
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
7,104.1 77
10,608.1 81
348,718
6,306,352
OTHER 153,472 0 0 153,472
TOTAL 97,535,681 23,167,169 26,867,978 93,834,872
197
CrrY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVNLABLE BALANCES
1999 TO BUILDOW
PUR =lo - 1 BEGINNING
FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1 ,m,aio 4,310,000 2,165,000 3,213,810
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
TRANSNET/HIGHWAY
TRANSNETlBlKE
TRANSNETBTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTD#3 CANNON ROAD WEST
BTW COLLEGECANNON
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 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
1.61 1,203
190,158
26,975
67,914
36,723
856
303,679
31,311,810
2,407
0
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
497,128
855,687
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
6,500,000
1,000,000
12,279,854
10,125,000
0
0
8,274,598
a,5oo,ooo
0
0
23,275,000
0
0
600,000
2,550,000
500,000
3,985,000
8,OOO,O00
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
l,517,OO2
1,612,438
1,376,608
890,842
832
2,664,221
1,611,203
26,975
67,914
36,723
856
303,679
5,700,899
2,407
0
2,170,450
0
24.173
0
6.71 5,145
3,159,637
14,510,092
1,313,162
11,353,031
17,859,181
348,718
14,251,352
153.472
190,158
497,428
128,887
2,~,489
.-
TOTAL 93,834,872 108,692,305 i 06,988,519 95,538,659
1
1 98
c
c
c
c
7
f
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
1999 TO BUILWVT
to Buildout 1 BEGINNING
FUND BAL 7/1/2009 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 3,213.81 0 3,000,000 4,763,000 1,450,810
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
TRANSNETnOCAL
TRANSNETlHlGHWAY
TRANSNET/BIKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTW CANNON ROAD WEST
BTW COLLEGECANNON
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 PW
WATER - RECYCLED WATER
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, i 81
348.718
14,251,352
0
l,OOO,OOO
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,OOO
2,980,000
3,425,000
1,410,OOO
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
1,144.155
27,712,475
40,134,iai
348,718
21,626,352
OTHER 153,472 - - 153,472
TOTAL 95,538,659 154,538,869 112,635,034 137,442,494
199
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,OOO 18,961,125 1,450,810
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
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
CFD #l
CFD #2
CFD #3
BTW3 CANNON ROAD WEST
BTW COLLEGUCANNON
FEDERAL GRANTS
SDGCLE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
BTM POINS. LN-AVIARA PKWY
WATER - RECYCLED WATER
140,293
901,995
21,980,100
291,313
2,704,899
947,315
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
5,113,452
153.472
663,907
348,718
0
1.000.000
50,162,077
1,609,666
4,377,959
5,853,360
3.304.21 9
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
4.210.000
100,OOO
1,785,200
71,565,000
1,850,000
7,080,000
6,125,000
3,960,000
3,885,000
18,039,000
17,900,000
1,455,000
755,000
1,240,000
120,OOO
2,084,000
500,000
0
61,588,000
14,643,400
6,680,000
6,090,800
5,664,000
11,845,000
1 1,707.600
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
4.210.000
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
1,144,155
27,712,475
348,718
21,626,352
153.472
40,i 34,181
?OTAL 462,592,919 439,008,995 137,442,494
200
c
c
- CITY OF CARLSBAD .?
I PLANNED CAPITAL OUTLAY ITEMS 19994
0010210
001 1010
001
001
210
110
001 1310
CITY CLERK
CITY MANAGER
CITY ATORNEY
ADMIN SERVICES
FINANCE
FolderAnserter Machine 1 4,000
Subtotal Ctty Clerk 4,000
Computer 3 7,500
Laser Printer 1 1,500
Modular Oflice Furniture 3 18,000
Subtotal City Manager 27,000
Ergonomic Office Systems desk 8 credenza 1 7,000
Laser Printer I 1 ,OOo
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 EL ADMINISTRATIVE SERVICES $ 64,500 1
0012120
001 2 12 1
0012130
0012133
0012140
POLICE FIELD OPERATIONS
TRAFFIC DIVISION
INVESTIGATIONS
POLICE PROPERlVNIDENCE
POLICE SUPPORT OPERATIONS
0012141 DARE -
0012145 POLICE RECORDS
c
0012210 FIRE ADMINISTRATION
Marked Police Vehicles
800 mHz Radio
3 91,000
2 7,000
High Volume fax machine 1 1,500
Subtotal Police Operations 99,500
Computer 1 2,500
Subtotal Traffic Division 2,500
Computer 1 2,500
Subtotal Investigations 2,500
Replacement property 8 evidence computer system 1 30,000
Subtotal Police PropertylEvidence 30,000
Computer 1 3,000
Subtotal Police Support Operations 3,000
800 mHr 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 1 80,000
Computer 1 2,500
Modular Furniture to replace relocated furniture 2 17,000
Subtotal Fire Administration 99,500
201
‘1. - CITY OF CARLSBAD
LANNED CAPITAL OUTLAY ITEMS 1999-2OOi
Org Key Depattment Item Description aty cost -
Computers 3 7,500
Command modules for duty chiif s Expedition vehicles 2 9,Ooo -
Storage racks for new Building 1 3,000
Emergency light bars for new Expedition Vehicles 2 5,000
Circular Saw 1 1 ,Ooo
1 4,500
1 4,000 0012220 FIRE EMERGENCY OPERATIONS Color laser printer
Laptop Computer
Rescue trailer 1 6,500
Self Contained Breathing Apparatus (SCBA) 2 5,620 -
Vehicle 1 25,000
Modular Furniture 2 11,Ooo -
Subtotal Fire Emergency Operations 82,120
0012225 FIRE PREVENTION Computer 1 2,500
Subtotal Fire Prevention 2,500 -
TOTAL PUBLIC SAFETY $ 357,620 -
0014065
0014515
ARTS OFFICE Office Furniture 5 38,000
Subtotal Arts Office 38,000
RECREATION FEE SUPPORTED Cargo Van
Svstems Furniture
1 17,750 -
3 15,000
0014520 RECREATION AQUATICS
0014540 RECREATION OPERATIONS
0014570 SENIOR PROGRAMS
Paper Folder 1 6,800
Subtotal Recreation Fee Supported 39,550 -
120 Gallon water heater 1 3,000
Safe Surfacing for area under 3 meter diving board 336sq. f 4,000 Picnic TabledUmbrellas 2 4,800 -
Shade and rain protection structures 1 3,500
Membership Pass Management System 1 3,500
Subtotal Recreation Aauatics 18,800
Score Board Control System 1 1,700
Volleyball Standards 2 4,400
Subtotal Recreation Operations 6,100 -
Photocopier 1 1 1,000
Furniture 1 5.000
Subtotal Senior Programs 18,500
Computer 1 2,500 -
$ TOTAL COMMUNITY SERVICES 120,950 -
0016010
0015710
PUBLIC WORKS ADMIN
ENGINEERING
001 5060 FACILITIES MAINTENANCE
Multi-Media projector 1 7,500
Subtotal Public Works Admin 7,500 -
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
Windsor Grouthog
Carpet Vac
Floor Machine
Burnisher
I 1,020 -
3 2,100
2 2,300
1 1,800
Carpet Blower 6 1,200 -
Subtotal Facilities Maintenance 8,420
202
h CITY OF CARLSBAD - PLANNED CAPITAL OUTLAY ITEMS 19994
OrgKey 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
0016370 TRAFFIC SIGNAL MAINTENANCE Emergency Battery Back-up system 3 10,500
Subtotal Street Maintenance 10,500
TOTAL PUBLIC WORKS s 188.620 1
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
I TOTAL COMMUNITY DEVELOPMENT S 9.790 I
L GtNERAL I-UND s 741,480
1212110 POLICE ASSET FORFEITURE Laptop Computers 50 100,OOO
Subtotal Police Asset Fofeiture 100,000
TOTAL POLICE - ASSET FORFEITURE s 100,000 I
1814001 LIBRARY - PLF GRANT 11 Drawer Microfilm Cabinet 1 1.535
Minivan for new library 1 22,650
Subtotal Library PLF Grant 24,185
I TOTAL LIBRARY - PLF GRANT s 24.185 i
5015710 UTILITY ENGINEERING File Cabinets 1 10,Ooo
Subtotal Utility Engineering 10,000
50 1 631 0 WATER OPE RAT1 ON S
5026310 RECYCLED WATER OPERATION
TOTAL UTILITY ENGINEERING s 10,000
Laptop Computer 1
Air Compressor, truck-mounted 1
Leak detector 1
Ammonia Analyzer 1
Chlorine Vacuum Regular 2
Chlorine Gas Detector 2
Mentron-Farnier Single-Jet Meters 6
Ton super Duty Flatbed Hydraulic Valve Operator 1
800 mHz Radio 1
Data Pac 1
Subtotal Water Operations
4,500
2,500
3,000
10,000
10,000
6,000
40,000
45,000
4,000
30,000
155,000
Truck 1 17,500
Computer 1 2,500
800 mHz Radio 1 4,000
Subtotal Recycled Water Operations 24,000
TOTAL WATER OPERATIONS s 179,000
203
- CITY OF CARLSBAD L4
LANNED CAPITAL OUTLAY ITEMS 1999-2003
Org Key Department Item Description w cost - 5116310 SANITATION Laptop Computer 1 5,000
Sewage Flow Machine 1 6,000 La Station Dialers 1 2,500
Gas Detector 1 3,000 -
Hydraulic Vertical Shoring - 8' Rails 1 4,000
"Whackel" Soil Compaction Rammer 1 3,000 - Video Inspection Equipment - Sewer Lateral Camera 1 9,OOO
Subtotal Sanitation 32,500
I TOTAL SANITATION t 32,500
6205060 FLEET VEHICLE MAINTENANCE Two-post in ground hydraulic lift wl400001b lifting capacity 1 50,000
Subtotal Fleet Vehicle Maintenance 70,000
Two-post in ground hydraulic lift wl150001b lifting capacity 1 20,000
6215061 VEHICLE REPLACEMENT Police Patrol Vehicles 8 224,000
Full Size Sedans 2 50,000
Intermediate Sedans 12 192,000 -
Full Size 4x4 Utili Vehicles 5 150,000
100,000 Intermediate 4x4 Utili Vehicles 4
Mini Vans 4 84,000
Full Size Cargo Van 1 20,000 -
1/2 ton Pickup 2 36,000
1 Ton Cab 8 Chassis -Dump 2 56,000
1 Ton Cab 8 Chassis -Utility 2 50,000 -
Triple Combination Fire Truck 1 300,OOO
Full Size Motorcycle 1 15.000
Mid Size Off Road Motorcycle 1 9,m --* Crane Truck 1 90,OOo
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
Lowboy Trailer 1 10,000
Subtotal Vehicle Replacement 1,630,000
3/4 Ton Pick Up 1 24,000
Large Riding Mowers 3 90,000 -
-
TOTAL VEHICLE MAINTENANCE 8 REPLACEMENT $ 1,700,000 I
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
UNlX test/Development sewer 1 42,000
Printer for Faraday Office (Color and Monochrome) 2 9,100 -
Network Management workstation 1 5,400
Laptop Computers 5 20,000
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
235,400
s 23S,400 1
$ 2281 1, 0851
I Subtotal Information Systems
I TOTAL INFORMATION SYSTEMS -
-
204
- - CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 1999-00
P
#OF
ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE MSTlNATloN
0010110 CrrY COUNCIL Lo.oIMofCACilb8kUK)sl calfemnce 5 ssnJo8a - N.u League of Cithknud Mi3 Mlg8 wllegislaton 4 washington. D.C.
c
2spaM#nto
2 outofstate
8 0010210 CITY CLERK CCAC Amcul chfemlm 1 No~themCslifania
IlMC Annual confomm 1 RotW&%n,Nahaland
League of CA CMOS Ekdbn & New Law Seminar 1- c
c
c
c
c
c
c
c
0010310 CIMTREASURER BMhg d Local Agmcy ImmtmmI Fund (UIF) 1 s-
Municipal Trwmtmm' Auoe d USCAN cXmfemm 1 SsnDk~go
001 1010 CITY MANAGER
001 11 10 ADMlNlSTRATlM SERVICES ADMIN League of CA Citbs City Manag&s Cormenm 1 PahSprhgs
Trml8knmingLocslGov~ 1 Outof!3lm
Legislative Tripr to !3lm C.pltll(Z bips) lsauNn&o
ICMA Annual commnca 1 -.OR
ICMA Paibmanm - confemllca 2 OutdSUe
In- Gmup confemnm 2 Snt.ckm
0011210 CllYAlTORNEY Aurocistkn ol Califwni water Agencies (2 meetings) 1 SacmmntO
Int'l Municipal Lawyer# AssocWm ' Annual contrance 1 Toronto
Wl Municipal Lawyam' Astoc Mid-Year Confrenw 1 Wluhhgton,D.C.
League of CA Ciis Annual Meaig 2 sm.km
League Employee Relaths Seminar 1 SouthmCA
League Ci Atbmey's Conhrmw 2 So~hrilCA
League mnsn InstiMa 1-
LOague Conthuing Education WorkshoplConfiid of Interest 1 LorAngelm
SDICCAA spring Meeting 3 palmsprings
Conslrudi seminars 1 Local
HabitatlConwnrsth 1 saamlemto
W11310 FINANCE League Financial Mgt. Conference 2 Montemy
CSMFO contsranw 2 SouthemCaUfomia
CMBTA COnfercHlm 1 Caliia
RwenueOftkerConfsrsnw 1 califwni
BcTech User Gmup Conference 2 SanAntonb.TX
IFAS site hit 2 OutdSlato
001 1410 PURCHASING Annual CAPPO chlkumm 3 SsnDiiO
CONFERENCE
REQUEST
2.400
500
1.125
12,925 El
7.575
205
c -4 CrrYOF CARLSBAD
bONFERENCE TRAML REQUESTS 1999-00
00121 10 POLICE ADMINISTRATION Cal Chiefs Annual Confemm 1-
League d CA Clb Annwl Confmrm I sOnFf81ldUW
Intmdi0n.l Assodah of Chiefs d Polka 1 -.NC
lflnovdbn Gmup CMfwena 1 snt.clen
0012120 POLICE FIELD OPERATIONS FBI N.tkrulAadamy 1 QuMtico.VA
FBI Nal&~IAcadmny CA Chapter ReT- ccmfemm 1 Nmport-
0012130 POLICE INVESTIGATIONS
0012131 POLICE VICENARCOTICS California Narocdics Ofticen AssocMb Annual ccafmna 2sauamMo
0012134 POLICE FAMILY SERVICES CeMombS8xu&A.rclullW&igabmAuod.UonWConh 1 She#Beach
0012140 POLICE SUPPORT OPERATIONS Govmmmtlech Confetwm 1 saamnenlo
1 VukuS(IndautofStat0)
Wfmh pdii Tmhhg Offiu#r Conferma 1 N#(h.mC.Momia
0012142 CRIME PREVENTION CCPOA Annual Regional Training Conference I SantaBarbara
CCPOA Annual !%Iewkb Training Confemnce I Ontario
0012144 COMMUNICATION CENTER Caliia National Emergency Number Association 1 LongBaod,
0012145 POLICE RECORDS CLEARS Confemm
CCUG CoMemnm
1 Ventun
1 s-0
0012210 FIRE ADMINISTRATION Catilomin Fin ChWs Assodnia, confemnce 1 Caliis
International Fire ChMs' Conference 1 Louisvllls,KY
League d CA Clir Fire Chiefs' Conference 1 Montemy
League of CA Cli Flm ChW Admin Cwnm 1 califrnia
Quarterly Fm Chds Meelings I SanDbgoCounty
Annual League of Ciis confarsnce 1 cafifomia
Executive Fm Offiwr Symposium 1 Emmitrburg.MD
Munldpal Mgml Assist of So CA Annual Conference 1 RmchoMkage
Innovation Group regkmal Conferenm 2 califomis
0012220 EMERGENCY OPERATIONS Fire In31nrctonWorkrhop 4 SanJosa
Fall Sympwrnn ' (CFCATniningOltbr~) 2 Frarno
CONFERENCE
REQUEST
15.800
1.250
c 1.275
"t.
425
1,700
6.700
206
- - CITY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 1999-00
0013010 COM DEVADMIN League of CA Citiar 1 SsnJon
VPriour~orMaetblgs lcaUfan&
2 spntrclpn c Innovation Gmup COnfaaKa
c
1 .ooo
1.400
1 ,000
z,I CONFERENCE
i 0013610 BUILDING INSPECTION IMl Cord of Bldg Olfichls Annual Bushsa Mtg 1 St. Louis, MO
Annual Burlnesa Meeting 1 unknown
ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTlNATION REQUEST - -Ares Fh Em Rm 1 CbvkCourty*M 655 I
1 ,000
1 ,000
c I
001w5 FIRE PREVENTION CA ChW Fh Ofti~WSAuvl Cof#WOMO 1 Montemy 1.100
0014045 COLLECTION DEVELOPMENT Annual CLA Confemnce 1 PalrnSpringr
0014055 ADULT WRNING SO CA Libroly Literacy Network Annual Conf 6 RdrSat 1 LakeArmwhead
0012240 DISASTER PREPAREDNESS COlilomiil~.SONiW- ' AnnualCof#WOMO 1 Calnanb I c
400
400
300
c I
0013310 GEOGRAPHIC INFO. SYSTEM Arellnfo users con(- I saammnto 725 I URSA Califomis GIs 1 P8hnSpringS I 825
1,550
IC- I
0013510 ECONOMIC DEVELOPMENT
c
I I 1.500 ' 0013210 PLANNING 1 No.caw(omi
I - 0014010 COLE LIBRARY ADMlNlSfRATlON CA Libmy Assoc Annual confemm 3 PoknSpringS I
I 0014030 LIBRARY GENTRO CA Library Assoc Annual Conference 1 PabnSptingr
' 0014040 TECHNICAL SERVICES INLEX Users Gmup Annual Conference 2 Monterey 1.300
CaMomip Llbrarv Assodah Conferma 3 PalmSwinss
P DRA Urn ccnfemm
c
c
0014070 S. LIBRARY ADMINISTRATION League of CA Cibr Corm Svca Conference
League of CA Ciir Annual conference
CA Library Aaaodatkn Annual Gmferenca
Americm Llbnry Assodatiion Annual Conference
CA Library Assodation Legislative Day
CA Library Aaaodatkn LegblaUue Day
CA Libmy Annual Confemme .
Board of TNS1.b. 1nv.l
1 Montemy
1 SanJO~
1 PabnSprings
I Ch-.IL
1 Saaamcmto
2 saL7amento
3 PalrnSprings
c I I
207
- - rq CITY OF CARLSBAD
#OF
ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0014076 S. LIBRARY -REFERENCE SERVICES CA Lm A+lociatlar Annuel conhnncs 4 PumSprinOs
bONFERENCE TRAML REQUESTS 199900 - 9900
CONFERENCE
TRAVEL
REQUEST
1.800
1 ,800
0014510 PARK PLANNING EL REC MOW Anmfuan Sockty d Landscape Arehil6ct.s Annuel Carl. 1 Bodon,MA
CAPsrkrudRm Socbt~kmuplC~ Iontwb
I
0014096 S. LIBRARY -CHILDREWS SERVICES Pstridir cOmdR00 CU COnlbnnW I
1.200
775
I
0014065 ARTS OFFICE
3-
CAAwmMy dLc&ArtrAgencbakm~l l2oMmmm 1 c8Mulnia 300
2.600
0014066 SISTERCITY Annual SIsler Cily Confemnce 4 SnBmardi 750
2,850
4.825
~ I 7501
0014520 AQUATICS Califomla Parks and Recmatim AmKul Conference 1 SnDiogo
0014540 RECREATION OPERATIONS National RoaeaUon and Parks Arsociatbn Conference 1 -Die00
California P8rkS Md RW SociOty C0nf-W 1 ontarlo
$00
$00
1 .sJo
2,150
2 SmDW 400
2,200
1 Wuhhgton.DC I 0014570 SENIOR PROGRAMS National Counal on Aging Confmme
0016010 PUBLIC WORKS ADMlN League Conference -March 1 ScnlthomCA
League Confsrence -October 1 SanJose
Ameriwn Society on Aging Cmce
500
1,400 -
0015020 PARK MAINTENANCE CA Parka 6 Rocmation Sodety Stale Confomnm lontrio I
Universily d CA Park 8 Recreation Admlnistrcllon Instilute 1 Asyhar6Monterey
I
0015060 FACILITIES MAINTENANCE IFMA lntematiial Confemm
IFMA Regional Conference
0015710 ENGINEERING ADMlN Permits Plus
ITE Distrkl6 Annual Meetiig
CSBPA Annual Confemnce
1 outofsm I 1.7001
1 WernU.S.
1
2 OUtot-Stale
1 calm
I v6fltura I 2.000
5.200 I
0016355 STREET MAINTENANCE Maintenance Suputintendant's Conference 2 lnstae 2,000
Innovation Group Confennm
APWA Conference
1333421 AFFORDABLE HOUSING TRUST Aftordablo Housing Pm~-Related Trawl
Affordable Housing Project-Related TrweVSite Vi
I
208
- - CrrY OF CARLSBAD
CONFERENCE TRAVEL REQUESTS 1999-00
3913401 CDBG CauoliatadPlnnpcnlTraining 1 SouthemCdi(0mia
#OF
1 .a
1X
CONFERENCE E
c- 5016310 WATER OPERATIONS ACWA FIB C@- 3 SpnDhgo
ACWA S@tQ CarlbnnW 3 W-Y
AWA FIB 4 SanDkoo
c AWA Spm4 4-
ltronu~oroup~ I Luvega.NV
cdondo Rhw water Usem AmocWbn Cmiamce 1 Luvegas,Nv
Pannita PIUS con-w 2 Rem.NV
r
ORGKEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST I 1 .a - 1626357 STREETLIGHTING ~Annualmg 2 SouthemCaHfani
90(1
2.m
300
7M1
2.500
2.500
1 .OO0
9,900
' 5026310 RECLAIMED WATER WaterR~Meetings 1 s8cmnmto
c
5116110 WASTEWATER OPERATIONS Calilwni Water En- Auoc. confmca 4 Nor#mCaWornia
c
4.800
4,800
3.500
HUD Tnhhg
c 5206375 SOLID WASTE MMASC Annual 1 Polmsprhgs
I
j+ 1 SouthemCaWfomia
3.500
400
400
5015710 UTILIMENGINEERING -
c 6121930 RISK MANAGEMENT PARsACBaUddfMedrn~s 1saaamwm
PARMA cauwenm 1 Loal
1,510
140
I
I
1
I
I
I
I
I
I
I
I ,
8013410 REDEVELOPMENT CA Redevebpmenl AsMdsti Annual Conference 2 SouthemCali
7 OPERATIONS Redmbpmenr Institute 1 SouthemCalifornia
Misc. Mdings and Workshops 2 LAISanDkgo
250
200
10
- 8033420 LOWMODERATE INCOME Alladabb Housing Advisay Council QWy Meetiig 1 SanFrandsca
HOUSING National NAHRO Surnmsr Conference 1 outofstate
1,800
950
6401710 INFORMATION SYSTEMS 1- 1 La$vega.Nv
, TOTAL OTHER FUNDS
Pennits Users Confer8nce 1 Rano.NV
42,450
c
Government Technology Conference
brains hare-^^
2 sanAntOni0,Tx F 11.850
'"I
Housing Dsvelopmant Workshop-Nat'I Dev. Councll
Calimia Coastal Commission Hearings
209
h c-
ADDroDriation: 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 .
BeginnindEndina Fund Balance: Unencumbered resources available in a fund from the
priodcurrent year after payment of the priorkurrent year expenses.
Bond: A certificate of debt issued by an enti, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budcret: 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.
CaDital lmwovement 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 tobuildout.
CaDital 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.
DeDartment: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
1
-.
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.
ExDenditure: 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.
210
h
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July, 1 to June, 30.
- Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
c-
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Community Services, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Management Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Manaaement Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
lnterfund 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 Owration: A general category used for classifying expenditures for materials,
supplies and services which are normally used within the fiscal year.
Operating Budaet: The annual appropriation of funds for ongoing program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Owrating 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.
21 1