HomeMy WebLinkAbout2000-06-27; City Council; 15802; 2000-01 Capital Improvement Program BugetsCITY OF CARLSBAD, CARLSBAD MUNICIPAL WATER DISTRICT
AND HOUSING AND REDEVELOPMENT COMMISSION -AGENDA BILL
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MTG. 6/27/00
ADOPTION OF THE 2000-01 OPERATING AND
CAPITAL IMPROVEMENT PROGRAM
TITLE:
DEPT. FIN I BUDGETS
RECOMMENDED ACTION:
1. Hold public hearing on the City of Carlsbad‘s, Carlsbad Municipal Water District, and Housing and
Redevelopment Commission’s 2000-01 Operating Budget and 2000-01 to Buildout Capital
Improvement Program.
2. Adopt Resolutions No.-?-j\32, and 3 d , adopting the final Operating Budgets for
2000-01 and appropriating funds for the 2000-01 Capital Improvement Program.
3. Adopt Resolutions No. 2bM-,@and -!!33-. adopting the Gann spending limit for the City of
Carlsbad and the Carlsbad Municipal Water District for 2000-01.
ITEM EXPLANATION:
The proposed 2000-01 Budget totals $168.1 million, of which $116.6 million is the Operating Budget
and $51.5 million is the Capital Improvement Budget. Operating revenues total $122.6 million and
Capital revenues total $47.2 million, for a total of $169.8 million.
Operating Budget
The proposed operating budget for 2000-01 totals $1 16.6 million, a decrease of $4.5 million from the
current 1999-00 budget. This decrease is due to a decrease of $2.7 million in transfers to capital
projects and $3.5 million for the purchase of the Tyler Court Apartments in 1999-00. Operating
revenues are estimated at $122.6 million, which is a $7.3 million increase over the current year
projections.
General Fund
General fund revenues for 2000-01 total $74.3 million, which is an increase of 7%. or $4.8 million.
from the current 1999-00 projected receipts. The healthy economy coupled with continued low
inflation has kept consumer confidence high, allowing for increased retail sales and tourism. This has
boosted both our sales tax and transient occupancy tax (TOT) receipts. An increase of 8% is
projected for sales tax for a total of $20.5 million in 2000-01. Receipts for 2000-01 TOT are projected
at $8.8 million, which is 11%, or $895,000, greater than 1999-00. The largest projected increase in
revenues is for property taxes. These are expected to grow by 20% to $20.3 million. This growth is
based on estimates provided by the County Assessor’s Office which includes an adjustment in the
assessed value for the sale of the Encina Power Plant. These increases have enabled us to
recommend some enhancements to our services in 2000-01 to ensure the maintenance of a high
quality of life for Carlsbad’s residents as our population grows.
PAGE TWO OF AGENDA BILL NO. IS, 530%
The 2000-01 budget includes enhancements to existing services as well as the addition of several new
programs. The majority of the new programs and increases in services are the result of new facilities,
continued focus on public safety and technology, and enhancement of community services.
These program increases resulted in 15.25 new full-time positions. The proposed budget includes a
$600,000 transfer to the Golf Course fund. In addition, $652,000 of capital outlay requests have been
included in the proposed General fund budget.
The operating budget also includes a $4.3 million transfer to the Capital Improvement Program to
finance various capital projects and a $3 million transfer to the Infrastructure Replacement fund to
provide funding for infrastructure replacement as needed in the future. The Council’s contingency
account is proposed at $4.3 million, which is 6% of budget requests. This account is available to the
City Council to address unanticipated emergencies or unforeseen program needs.
CaDital Improvement Proqram
The 2000-01 to Buildout Capital Improvement Program (CIP) outlines approximately 180 future
projects at a total cost of $422 million. Appropriations scheduled for 2000-01 total $51.5 million, and
will be added to approximately $68.9 million for ongoing capital projects, which remain unspent at the
end of fiscal year 1999-00, for a total appropriation of $120.4 million. Revenues for the CIP are
projected at $48.1 million. Projects programmed for the upcoming year include the continued design of
the Public Works Center, acquisition of park land in the southeast quadrant of the City, Phase II of Leo
Carrillo Park, and preliminary design of Zone 19 Park. Sewer and drainage projects include
construction of the VistaKarIsbad Interceptor and the South Carlsbad Village Storm Drain.
Construction of several major street projects are included in the CIP and will improve the flow of
regional and local traffic throughout the City. Projects which will receive appropriations in 2000-01
include Poinsettia Lane to El Camino Real, and Rancho Santa Fe Road. Funding is also provided for
preliminary activities relating to the construction of College Boulevard and Cannon Road east of El
Camino Real. In addition, funding for the reconstruction of many individual roads, particularly in the
older sections of the City, will help maintain the quality of our streets.
There were four changes made to the proposed CIP since the Council Workshop on May 16th.
Changes to the 2000-01 appropriation include a decrease of $195,000 for two traftic signals which
were moved out to future years, an increase of $38,000 in Sewer Replacement costs for the Agua
Hedionda Pump Station, and a decrease of $76,000 in Water Connection Fee expenditures for the 1-5
Crossing Waterline. The net change is a decrease of $223,000 in total appropriations for the 2000-01
fiscal year. The Current year expenditure and carry forward amounts have been updated through
March 31, 2000. The net result of these changes is a change in the total anticipated 2000-01
appropriations (including continuing appropriations) from $120.5 million as shown in the preliminary
budget document to $120.4 million.
In accordance with the Government Code, all projects which receive appropriation of funds for fiscal
year 2000-01 received a finding of General Plan Consistency by the Planning Commission at their
meeting on May 17, 2000.
PAGE THREE OF AGENDA BILL NO I 5 1 go 3
Gann Limit
In addition to adopting the Operating Budget. the Council is asked to adopt the Gann spending limit as
required by Articlk XTllB of the California Constitution. The Gann Limit creates a restriction on the
amount of revenue which can be appropriated in any fiscal year. The revenues which are subject to
this limitation are those considered “proceeds of taxes.” The basis for calculating the Limit began in
fiscal year 1978-79, and is increased based on population growth and inflation. The City’s spending
limit for 2000-01 is $198.1 million, with appropriations of “proceeds of taxes” of $44.9 million. The
Carlsbad Municipal Water District spending limit for 2000-01 is $2.3 million, with appropriations of
“proceeds of taxes” of $875,000.
Fees for City Services
Some of the fees are increased annually based upon an index as stated in the resolutions or
ordinances establishing the fees. The revisions to these fees are shown in Exhibit 1.
Audio Visual Insurance Fund
City Council Resolution No. 7235 established a Special Revenue fund for the collection of an insurance
fee- assessed on each film and/or video tape checked out from the library, to pay for the cost of repairs
and/or replacement of damaged film and video tapes. Staff recommends that the 2000-01 estimated
revenues and budgeted appropriations be transferred from the Special Revenue fund into the General
fund, and that the Special Revenue fund be closed out. The City would still enforce the collection of
insurance fees, however, the accounting would be maintained in the General fund. This would simplify
the accounting of the revenues and expenditures associated with audio-visual insurance.
FISCAL IMPACT:
The fiscal impact of the proposed budgets is detailed in the attached schedules.
EXHIBITS:
1. Changes to City Fee schedule.
2. Resolution No. IlM9adopting the City’s final Operating Budget and Capital Improvement
Program for 2000-01 (the Technical Appendix is available for review in the Finance and
Engineering Departments).
3. Resolution No.=,.adopting the final Operating Budget and Capital Improvement Program for
2000-01 for the Carlsbad Municipal Water District
4. Resolution No. adopting the final Operating Budget and Capital Improvement Program for
2000-01 for Housing and Redevelopment.
5. Resolution No.a=hdopting the spending limit for 2000-01 for the City of Carlsbad,
6. Resolution No..= adopting the spending limit for 2000-01 for the Carlsbad Municipal Water
District.
The Preliminary Operating Budget and Capital Improvement Program 2000-01 is on file with the City
Clerk.
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EXHIBIT 1
CITY OF CARLSBAD
PROPOSED REVISIONS TO THE MASTER FEE SCHEDULES
JUNE 2000
FOR INFOWTIONAI PURPOSFS ON1 Y
These fees are increased annually based upon an index as stated in the resolutions or ordinances
establishing the fees.
GlKwlt 5Wise.d-
Affordable housing credit $36,000 $37,400 $1,400
License Tax on New Construction-mobile homes $1,439 $1,434 -$5
Traffic Impact
su.Ent 5Wise.d-
Traffic Impact Fee - Residnt'l Cost Per Trip (Out Of CFD) $89 $92 3
Traffic Impact Fee - Commrc'lllndust Cost Per Trip (Out of CFD) 36 37 1
Traffic Impact Fee - Residnt'l Cost Per Trip (Inside CFD) 58 60 2
Traffic Impact Fee - Commrc'lllndust Cost PerTrip (Inside CFD) 23 24 1
Planned Local Drainage Area Fees
Fee per gross acre
Runoff Runoff Runoff Runoff Area / Basin Name
Revised Current
Low High Low High
A Buena Vista Lagoon
36 60 37 61 D Batiquitos Lagoon
2,675 4.378 2,718 4,448 C Encinas Creek
3.578 5.855 3,635 5,949 B Agua Hedionda Lagoon
$1.664 $2,724 $1,691 $2.768
Sewer Connection Fees
cuwli Ea!E?slw
General Capacity Fee All Areas $1.897 $1,959 $62
Plus Sewer Benefit Fees shown below
Sewer Benefit Area Fees
cllrmli 5Wise.d-
Area A $349 $348 -51
Area B 615 612 -3
Area C 509 508 -1
Area D 983 979 -4
Area E 1,005 1,002 -3
Area F 1,100 1,096 -4
Area G 95 95 0
Area H 643 641 -2
Area I 357 355 -2
Area J 1,229 1,225 -4
Area K 2.480 2,471 -9
Area L 971 968 -3
Area M 48 47 -1
Bridge 8 Thoroughfare District #2 Fees Current Revised Change
Zone 5 $273 $281 $8
Zone 20 566 584 18
Zone 21 293 303 10
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RESOLUTION NO. 2000-209
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA, ADOPTING THE FINAL
OPERATING BUDGET AND CAPITAL IMPROVEMENT
CITY OF CARLSBAD AND ESTABLISHING CONTROLS
ON CHANGES IN APPROPRIATIONS FOR THE VARIOUS
FUNDS
PROGRAM FOR THE FISCAL YEAR 2000-01 FOR THE
WHEREAS, the City Council of the City of Carlsbad, California has
reviewed the proposed final Operating Budget and Capital Improvement Program
for fiscal year 2000-01 and has held such public hearings as are necessary prior to
adoption of the final budgets.
WHEREAS, the Planning Commission made a finding of General Plan
Consistency for all projects receiving an allocation of funds for fiscal year 2000-01
on May 17, 2000 pursuant to Planning Commission Resolution No. 4555.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad. California, as follows:
1. That certain documents now on file in the office of the City Clerk of
the City of Carlsbad entitled, "City of Carlsbad. 2000-01 Operating Budget and
2000-01 to Buildout Capital Improvement Program - Preliminary" as amended in
accordance with Exhibits A through D attached hereto and incorporated by
reference herein, is hereby adopted as the Operating and Capital Improvement
Budgets for the City of Carlsbad for the fiscal year 2000-01.
2. That the amounts reflected as estimated revenues for fiscal year
2000-01 as shown in Exhibits A and B are hereby adopted as the budgeted
revenues for 2000-01,
3. That the estimated revenues for fiscal year 1998-99 are hereby
revised as shown in Exhibits A and B.
4. That the amounts designated as the 2000-01 Budget request in
Exhibits A and B are hereby appropriated to the department or fund for which they
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are designated, and such appropriation shall not be increased except as provided
herein.
5. That total appropriations for each fund may only be increased or
decreased by the City Council by passage of a resolution amending the budget
except as provided herein.
6. That the following controls are hereby placed on the use and
transfers of budget funds:
A. No expenditure of funds shall be authorized unless sufficient
funds have been appropriated by the City Council or City Manager as described
below.
i. The City Manager may authorize all transfers of funds from
account to account within any department.
ii. The City Manager may authorize transfers of funds between
departments within the same fund in an amount up to $100,000 per transfer.
iii. The City Manager may delegate the authority to make budget
transfers.
iv. The City Manager may authorize budget adjustments involving
offsetting revenues and expenditures; the City Manager may authorize increases in
an appropriation for a specific purpose where the appropriation is offset by
unbudgeted revenue which is designated for said specific purpose.
v. The City Council must authorize all transfers of funds from the
budgeted Contingency Account.
B. The City Manager may authorize emergency out of state travel
for public safety or emergency services purposes.
C. The City Council must authorize any increase in the number of
authorized permanent personnel positions above the level identified in Exhibit C.
D. The City Manager may authorize the hiring of temporary or part
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time staff as necessary, within the limits imposed by the controls listed above.
7. That the legal level of budgetary control is the fund level. Budgets
may not legally be exceeded at the fund level without appropriate authorization by
the City Council.
8. That all appropriations for Capital Improvements Projects remaining
unexpended at June 30, 2000, are hereby appropriated for such capital projects for
the 2000-01 fiscal year.
9. That all appropriations for grants remaining unexpended at June 30,
2000, are hereby appropriated for the 2000-01 fiscal year.
10. That 1999-00 appropriations in the approximate amount of
$2,447,356 are hereby continued into 2000-01 for the purposes shown in Exhibit D.
All appropriations for outstanding encumbrances as of June 30, 2000. are hereby
continued into 2000-01 for such contracts or obligations.
11. That the 2000-01 estimated revenues and budget appropriations be
transferred from the Audio Visual Insurance Special Revenue fund to the General
fund, that any remaining balance in the Special Revenue fund as of June 30, 20.00
be transferred to the General fund and that the Special Revenue fund be closed out.
PASSED, APPROVED AND A.DOPTED at a regular meeting of the City
Council on the day of A ,2000, by the following vote, to wit:
AYES: Council Members Lewis
NOES: None.
ABSENT: None -
ATTEST:
(SEAL)
EXHIBIT A
2000-01 PROPOSED OPERATING BUDGET
OVERVIEW
Carl&& is a full-service City providing the following services to its Citizens and Customers:
Police department Development services . Fire department including paramedic services Street COnStrUCtiOn and maintenance
Water delivery system Library and arts programs
Sewer system Recreation programming for all ages
Solid waste services 0 Park lands
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, The Council has worked closely with the schools in the past and Staff Continues to
meet with them on a regular basis.
The recommended operating budget for fiscal year 2000-01 totals $1 16.6 million with ~evemJeS
for the year estimated at $122.6 million. General fund revenues are estimated at $74.3 million
and budgeted expenditures are $71.5 million.
Budget Process
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
their vision of Carlsbad. The continually defines and clarifies
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
City of Carlsbad
2000 Strategic Goals
Ensure the effective and efficient delivery of top-
quality services to our Community.
Develop and implement proactive strategies to
ensure the financial health of the Community and
the City,
Integrate a comprehensive, efficient
transportation system with “quality-of-life”
centered land use decisions.
Enhance educational opportunities for all
segments of the Community.
operational goals are the basis for the development of the operating budget.
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 that 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.
Economic Profile
The past few years have been exciting for Carlsbad. Economic prosperity has returned to the
community after the long and painful recession of the early 1990’s. The 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.
The City issued over
2,000 residential building Residential Permits issued
permits in fiscal year
1999 and expects to
issue over 1,500 this 2000
year. Although this fast
pace is expected to level
out next year, the
projections still show a
healthy pace of
development over the
next five years.
Estimates show that the
City’s residential housing stock is about 75% built out with approximately 13,000 housing units
expected to develop over the next 20 years. In addition to the increase in our housing stock,
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. The Carlsbad Company Stores, a specialty
outlet center opened in late 1997 with approximately 45 shops, has since expanded to well over
60 shops and restaurants that contribute over $700,000 annually to the City’s sales tax receipts.
Legoland, a family theme park located in Carlsbad, is also planning to expand in the near
future. Legoland contributes to the City’s sales tax base as well as stimulating the development
of new hotels in the area. The increased tourism is expected to produce a 13% increase in the
transient occupancy taxes for fiscal year 2000, the highest level ever received by the City.
The leading indicators for the San Diego region, as published by the University of San Diego
School of Business Administration, foresee continued strong growth in the local economy well
into the second half of the year 2000. The City‘s revenue projections reflect continued
consumer confidence, slightly increasing housing prices, and continued strong development,
but at a more moderate rate than in the past two years. We have also projected additional
increases in sales tax due to the expansion of the Carlsbad Company Stores and other
restaurants and retail sites within the City. Transient occupancy taxes should also outpace the
region due to two new hotels expected to open within the next year. All of these together
contribute to a vigorous local economy that will provide the funds to support the increased
demands for City services.
2500
1500
1000
500
0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 1999-
00 as well as those estimated for 2000-01.
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REVENUE SUMMARY
BY FUND TYPE
(In Millions) ~
PROJECTED ESTIMATED
1999-00
PERCENT
2000-01 DIFFERENCE CHANGE
69.4 $74.3 4.9 7.1%
10.4
23.5
0.9 8.7%
1.3 5.5%
0.7 7.4%
-0.5 -20.0%
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
11.3
24.8
INTERNAL SERVICE 9.5 10.2
REDEVELOPMENT 2.5 2 .o
TOTAL 6.3% 7.3 122.6 115.3
Revenue estimates for the operating budget indicate that the City will receive a total of $122.6
million, a $7.4 million increase over the current year projections. The majority of the increase is
in the General fund and Enterprise funds due to the hearty economy and new construction
throughout the City.. These and other funds will be discussed in more detail below.
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest as they fund basic City services such as police, fire, library, street and
park maintenance and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Milllons)
PROJECTED ESTIMATED
REVENUE TYPE
PERCENT
1999-00
PROPERTY TAX
2000-01
3.4 20.3
SALES TAX
16.9
CHANGE DIFFERENCE
VEHICLE LICENSE FEES
7.9% 1.5
TRANSIENT OCCUPANCY TAX
20.5
20.1%
19.0
7.1% 4.9 74.3 69.4 TOTAL
-10.6%
-2.6% -0.4 15.0 15.4
-0.7 5.9 6.6
ALL OTHER REVENUE
5.6% 0.2 3.0
DEVELOPMENT RELATED REV.
3.6
11.4% 0.9 8.0 7.9
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This year it is expected that property taxes will grow to $20.3 million, justslightly less than the
projected sales taxes. Not too many years ago, property taxes were the primary source of
revenue to the City’s general fund. However, as the City developed and more commercial
development occurred, the growth in the sales tax base greatly outpaced the growth of property
taxes, due in large part to Proposition 13.
s25 1 1 -+Property Tax 1
$20 +Sales Tax
$5
so
1992 1994 1996 1998 2000
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i Proposition 13. adopted by the State in 1978. limits the growth in assessed values (and thus
property taxes) to no more than 2% per year. The value upon which the tax is based is only
increased to the full market value upon the sale of the property. Thus, property taxes tend to
grow slowly unless there is a significant amount of resale activity. One other significant event
that held back property tax growth occurred during the recession in the early 1990's. The State
of California took approximately $2.5 million of Carlsbad property taxes in order to backfill its
loss of revenue during the tough economic times. So far, the State has not returned these
funds to Carlsbad or any other city.
In more recent years, we have seen robust growth in property taxes due to new developments
and the large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad. is another factor contributing to
the significant jump in property taxes in the upcoming year. With the deregulation of the power
industry, San Diego Gas and Electric sold the electrical generating plant to Cabrillo Power in
March 2000. Since the plant was previously considered Public Utility property, it was assessed
a unitary tax of which the City received a very small share., Now that it is privately owned, it will
be locally assessed and taxed giving the City an estimated $250,000 more in property taxes.
The final assessed value for the plant has not yet been determined, so the amount of taxes the
City eventually receives may vary from the estimate.
Sales taxes are expected to total $20.5 million for 2000-01, an increase of 7.9%, or $1.5
million, over the 1999-00 projections. These projections assume a base increase of 5.2% plus
additional amounts for new retail sites locating to the City. The City's sales tax base is heavily
dependent on new car sales. Thirty-one percent of the sales taxes received come from this
source. New car sales throughout California have been very strong during the past several
years. The projections assume that this trend will continue although at a slightly slower pace.
The expansion of Carlsbad Company Stores, an upscale outlet mall, as well as other new
restaurants and smaller retail sites, are also expected to help keep Carlsbad's sales tax growth
strong in the upcorning year.
Sales tax estimates also include approximately $500,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the X cent increase in
California sales taxes be deposited to State and Lo& public safety trust funds and allocated to
local agencies to fund public safety services.
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $8.8 million for 2000-01; an increase of 11.4% over 1999-
00 estimates. The robust economy and increasing levels of personal income
have boosted tourism in Carlsbad, as in most of California. These projections
reflect an increase of 5% in the total taxes received from our current hotels
with additional amounts added for two new hotels expected to open in 2000-
2001. The addition of these two new facilities will bring the total rooms available in Carlsbad to
over 3,100. - ..
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles on all
registered vehicles in the State of California. They are divided among cities and counties and
disbursed to cities mainly on the basis of population. In the past years, the State gave a tax cut
to the citizens of California by reducing the VLF rate from 2% to 1.65%. This rate is expected
to be further reduced if the California economy remains strong. At this time, the State is
reimbursing Local governments (including cities) for the loss of this revenue, so there is no
negative effect on the City's revenue stream. However, if another recession was to occur, this
situation could change resulting in a loss of some or all of this revenue source. VLF collected
by the City has risen in the past three years at the rate of about 10% per year climbing from
$2.9 million in fiscal year 1998 to an estimated $3.6 million in fiscal year 2000. Much of the
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growth has been due to the increasing population in Carlsbad although total VLF collected by
the State has also been growing. The City's projected VLF anticipates growth mainly due to
population increases.
,, Development-related revenues include planning, engineering and building
permits and fees paid by developers to cover the cost of reviewing and
monitoring development activities such as plan checks and inspections. These
revenues are difficult to predict as many of the planning and engineering
activities happen months or years before any structures are actually built.
These revenues increased coming out of the recession as development in the City picked up
and housing demand grew. The City is continuing to issue a significant number of building
permits; however, the fees for planning and engineering services have dropped off. Based on
the Citywide growth projections shown in the Capital Improvement Program section of this
document, a 10% decrease in permits issued is expected for the 2000-01 fiscal year. This
indicates a decline in the pace of development to a more sustainable rate.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2000-01 totals $15
million, a slight decrease from fiscal year 1999-00. Franchise taxes are expected to bring in
$2.6 million for 2000-01, an increase of 4%, as a result of population increases, rate increases
and the sale of the Encina power plant. Business license taxes are closely tied to the health of
the economy and show an estimated 5% growth rate for 2000-01. A $500,000 drop in other
revenue offsets these increases. Other revenue in 1999-00 contained several unusual receipts
that are not expected in the next year.
Overall, the General fund revenues are expected to grow by 7% in the upcoming year, a slightly
lower rate than in the past three years. The past three years have seen revenue growth
between 9 and 13%. Much of this was due to the opening of new hotels and retail outlets,
which provided a large boost to the total revenue picture. Property taxes have also finally
caught back up to the market after the numerous reassessments in past years. For next year,
there are fewer new sources of revenue on the horizon resulting in a slightly lower rate of
growth. 1 Special Revenue Fund Revenue
2000-01 Other Funds
Revenues from All Other
Special Revenue
funds are expected
to total $11.3 million;
an increase of
$900,000 from 1999-
00. The types of
services supported
within Special
Revenue funds
include programs
funded by specific
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Infrastructure
Section 8 v
revenue streams 27%
such as grants
(Section 8 Housing Assistance, Community Development Block Grants), donations, special
fees and assessments (Housing Trust fund, Maintenance Assessment districts).
Most of the increase in Special Revenue funds is due to a $1 million increase in the money
being set-aside for the Infrastructure Replacement fund. Council created this fund last year to
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provide funding for the repair and replacement of the base infrastructure of the City. This
includes everything from streets and sidewalks to public buildings. Our City is relatively new, so
we have not yet experienced the significant costs of replacing our infrastructure as it ages. We
are just beginning to see major repairs needed on some of our older roads. Staff is developing
a method by which the City will be able to calculate the appropriate amount of funding needed
each year for this program. Until an amount can be determined, it is recommended that the
program funding increase to $3 million. This is equal to 4% of the General fund revenues. The
Infrastructure Replacement fund will give the Council the financial ability to deal with the
significant expenses of replacing the City's base infrastructure, as needed.
Other significant changes occurred in the Citizen's Option for Public Safety (COPS). The COPS
grant provides supplemental funding for local law enforcement. This program requires annual
appropriations that usually occur in the middle of the fiscal year. For that reason, the revenues
for the next year of the program have not been shown. The grant has been used to fund two
bicycle patrol officers. There are sufficient revenues available from the current grants to
continue the program into 2000-01.
Enterprise fund revenues for 2000-01 are projected at $24.8 million; up 5.5% or approximately
$1.3 million. Enterprise funds are similar to a business in that rates are charged to support the
operations that 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 project increasing revenues for the upcoming year. The
increase is mainly due to population growth throughout the City. No change in the rate
structures is anticipated for next fiscal year.
Operating revenues to the Golf Course Enterprise fund of $600,000 represent the
proposed transfer of funds from the General fund to pay for maintenance of the
land for the future municipal golf course. More information about the golf course
can be found in the Capital Improvement Program in the last section of this
document.
Internal Service funds show estimated revenues of $10.3 million for 2000-01; an increase of
$800.000 or 8%, over 1999-00 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, thus
the rates charged for the services are based on the cost to provide the service. The goal of the
Internal Service funds is to match their budgeted expenses with charges to the departments
afler allowing for a certain level of reserves within the fund. Explanations for the changes in
these funds can be found in the next section of this letter titled "Expenditures."
Redevelopment revenues are expected to total $2 million in the upcoming year. Property tax
increment is the main source of income to the redevelopment agency. During the recession of
the early 199O's, some properties were revalued causing the assessed values, and thus taxes,
to decline. Since then, growth in the assessed value has been relatively minor until this past
year. For 1999-00, assessed values in the redevelopment area increased by 10 percent.
Projections for next year show a 7% increase reflecting the continued recovery of value in this
area. Despite the properly tax increases, total revenues to the Redevelopment funds are
expected to decline from 1999-00 levels by $500,000. The decrease is mainly due to a one-
time transfer from the General fund in 1999-00 of over $500,000 for the purchase of Tyler Court
Apartments, an affordable housing complex.
6
EXPENDITURES
Proposed City operating expenditures for 2000-01 total $116.6 million,
which represents a decrease of $4.5 million, or 3.7%, from the current
1999-00 budget. In addition to a decrease of $2.7 million in transfers to
capital projects, and $3.5 million for the purchase of the Tyler Court
Apartments in 1999-00, there are a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budgetary 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 1999-00, adjusted for approved salary increases and revised
charges from Internal Service funds.
Departments were also 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 the year 2000.
The proposed budget reflects several organizational and structural changes, which will continue
to contribute to the overall effectiveness of the organization.
0 With the opening of the new Faraday Center in January 2000. staff from utility
engineering and utility billing relocated to this facility from the water district facility.
Since they were no longer performing tasks solely related to water and sewer
operations, their budgets were absorbed by the Engineering and Finance departments.
The 2000-01 proposed budget for Finance and Engineering includes these transferred
utility costs. The costs are allocated to the water and sewer budgets in the form of a
charge back which is reflected in the 2000-01 budget.
The Records Management Program was created in December, 1999. Salaries and
costs related to this program were transferred out of the City Clerk’s budget. The
Clerk’s budget now includes only the elected City Clerk salary and costs specifically
related to the Clerks duties.
0 A separate cost center for the Public Information Ofticer has been created and these
costs have been transferred from the City Manager’s budget to allow us to better identify
the specific costs associated with providing this type of service. .
Budget Recommendations
Through the application of these guidelines and policies, the proposed 2000-01 operating
budget of $116.6 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 are the result of new facilities,
continued focus on public safety and technology, and enhancement of community services.
The 2000-01 operating budget proposes 15.25 new full and three-quarter time employees; an
increase of 3%. The net increase in hourly staff totals approximately 7.7 full-time equivalents
(FTE) with most of these going to operating the new library and maintaining service at the Cole
Library. These additions, along with a net decrease of two full-time employees during the 1999-
00 fiscal year due to reorganizations, will bring the total City workforce to 599.75 full and three-
7
quarter time employees and 143.28 hourly FTE. These and other changes are addressed in
more detail as follows.
New City Facilities
In January 2000, the City consolidated several of its offices into one building located on
Faraday Avenue. This building provides a single location in which to serve the community.
Staff from the Public Works, Community Development and Administrative Services areas are
located at this facility. This has not only allowed us to provide better customer service, but it
has also made it easier for City staff to work together. With a new building come unanticipated
needs. One is in the area of storeroom operations. The storeroom is now the receiving point
for all departments located at Faraday, and the storeroom staff must spend more time
distributing received items throughout the building. The operating budget proposes the
conversion of a part-time storekeeper to full-time in order to meet this increased demand.
In the past, the Information Systems department has been able to share clerical staff with the
Clerk's Office (housed at City Hall). Over the last couple of years, the Information Systems
staff has grown from five to fourteen employees. Now with the department's relocation to
Faraday, additional clerical support has become critical. The operating budget proposes the
addition of an administrative secretary position in Information Systems to help meet this need.
With the opening of the new library and the Faraday facility this past year,
the total City building space has grown by over 130,000 square feet. As a
result, facilities maintenance has experienced a large increase in the
number of service requests and work orders. In order to keep up with the
maintenance of these new facilities and preserve their attractiveness, the
budget proposes the addition of two building maintenance workers and one
custodian. The custodian will work between Faraday and the two libraries
assisting on-site custodians in addressing minor maintenance problems, routine building
maintenance as well as assisting others in setting up rooms for City functions.
Public Safety
Public safety has always been a top Council priority. There are four new positions proposed in
the budget this year to continue Council's focus on public safety. These positions include two
new patrol officers, a vice narcotics investigator, police lieutenant, and a part-time juvenile
justice program assistant. As the population of our City continues to grow, the need to increase
the Public Safety staff is required to maintain the current level of safety services. The patrol
ofticers are needed as a result of the increase in population. The additional vice narcotics
investigator will allow the unit to address many of the vice functions that are now placed as a
low priority because of the higher priority narcotics cases. Even though case load has
increased, there has been no additional positions added to this unit since 1988. The police
lieutenant position is for the traffic and community services divisions. Traftic continues to be. a
high priority and community services is a highly visible service. This position would allow better
management of these areas. The part-time juvenile justice program assistant would allow the
program coordinator to handle the increased demand for juvenile justice services.
Another new program recommended for the Police department is the Less-than-Lethal
Program. There is an increasing public expectation that officers have a
variety of options when faced with a situation where less-than-lethal tools
can be deployed. This program includes converting half of the current
shotguns in patrol vehicles to less-than-lethal beanbag shotguns, the
purchase of rifles to replace the shotguns that are being converted, and
one 'webshot" gun (a gun that shoots a body-encompassing net) along
8
with the necessary cartridges. The addition of a variety of less-than-lethal tools can positiiely
impact the public. trust and confidence in local government and provide an enhanced level of
service to the citizens. The cost of this program is $22,600. and will be paid using forfeited
funds received as a result of the department‘s narcotics enforcement efforts.
Community Services
The City’s population is growing at about 5% per year. As the City continues to grow, the
makeup of the citizens is changing. Carlsbad is not a retirement community, as it was once
believed. We are now seeing an influx of families with children moving into the City, especially
in the southern part of the City, where most of the growth is occurring. This continued growth
puts an increased demand on community services.
Last year, the new library in the southern part of the City opened and the Cole Library in the
northern part of the City was remodeled. This next year will be the first full year of operations for
the two libraries. The Library’s 2000-01 budget request includes an increase of one full-time
position~and five part-time positions to meet the demand for services from the two libraries.
These positions were included in the original plan that went to Council in the 1997-98 budget.
In addition, the public continues to request Sunday hours for ihe libraries. In response to this
request, the 2000-01 budget includes 5.4 hourly full-time equivalents, so the City can offer
Sunday operating hours from 1:OOPM - 5:OOPM at both libraries.
Over the last three years, the Calavera. Stagecoach and
Harding Community Centers have experienced increases in
facility users. In order to keep up with this increase in demand,
part-time staff has been utilized. Two thirds of the recreation
staff are part-time. Due to their need for constant supervision,
the use of part-time personnel is not always as effective
because during the peak use times there is no full-time staff available to supervise these
employees. The budget proposes the addition of three full-time recreation specialist positions
to replace part-time positions and provide adequate coverage and supervision at each of the
community centers.
The proposed budget also includes additional full-time and part-time salaries for the Stay ‘N
Play, Kidz Camp and Youth Special Event Programs. Next year staff plans to offer the Stay ‘N’
Play Program at Magnolia Elementary School and an additional week of Kidz Camp during the
summer. With the increase in these programs, the need for additional full-time staff is
necessary to provide adequate supervision. One recreation specialist position is included in the
preliminary budget for these Youth Special Event Programs.
In addition to the program’areas in Recreation, the administration and park planning area is
also requesting some additional staff help including the conversion of part-time clerical help to a
full time position and a part-time park planning assistant. Turnover in the clerical position has
been enormous. Hiring a full-time position will create consistency and provide -the
administrative secretary with assistance in meeting the increasing workloads of the department.
The park planning assistant will assist the park development coordinator in completing the
workload associated with the new park development projects required by the Growth
Management Plan.
Technology
The City continues to enhance its use of technology. This year’s budget includes $20,000 for
software and consulting services that will enable citizens to access specific City data contained
in the Geographic Information System (GIs). Once developed, this will become part of the
City’s web site.
9
Three engineering technicians using several hardware-intensive computer
programs perform the AutoCAD support provided by the Engineering
department. These programs not only interface with the GIS system, but will
also be used to develop the Maintenance Management Program. The
current computers and plotter are several years old and are not optimized for
running the software and operating systems used by the City's GIS
department. The budget includes $67,050 to purchase four workstations, a plotter and the
related AutoCAD and ArcView software upgrades and licenses.
Staff would also like to continue to expand the opportunities for internships within the City in the
next fiscal year by adding an additional building intern. This program was created in last year's
budget and has proven to be very successful. The building intern is recruited from the City's
current employees. This position gives the building department additional staff9 without adding
a permanent position, when the demand for department services is high. This program
provides a pool of trained individuals to fill vacancies as they occur. The internships are typically
for a six-month time period.
Other changes recommended in the operating budget include increasing the three-quarter time
office specialist position in the City Manager's Office to full-time, and $39,000 in funding for the
"Experience Carlsbad" employee orientation program.
Proposed Budget by Fund Type
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. The discussion below of proposed expenditures by fund and program will
provide more information about the changes occurring in the proposed budget.
ITOTAL I 121.1) 116.61 -4.51 -3.7%1
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 571.5 million, which is 2.5% less than the current
budget of $73.3 million. The Council Contingency Account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4.3 million, or 6%, of the 2000-01
General fund budget requests. This is the same percent used last year in determining the
contingency account.
10
I I ~ ~~
73.31 71.51 1.81
There are several reasons for the changes in the General fund proposed budget compared to
the 1999-00 budget, despite the increases in staffing and programs that were previously
discussed. A comparison by Major Service Area (MSA) is discussed below.
. The Policy/Leadership Group includes all elected officials and the City
Manager's Office. Although there was no change in the total
appropriations requested, there was a change in the make-up of this
group. As mentioned earlier, the Records Management Program was
created in December 1999 and salaries and costs related to this program
were transferred out of the City Clerk's budget. The Clerk's budget now includes only
the elected City Clerk salary and costs specifically related to the Clerk's duties. This
decrease was offset mainly by an increase in the Public Information budget to allow
more outreach to the citizens about City events.
Administrative Services decreased due to a one-time appropriation included in the 1999-
00 budget for the Records Management System. Last year, Council approved the
funding of a Citywide Records Management Program which will provide quick access to
documents and maps stored in electronic form for use by staff and citizens. The total
appropriated in 1999-00 was $1.3 million. Ongoing costs are approximately $200,000
per year for the staff support to run the system. - Public Safety shows a 5.4% increase in the Police budget as a result of the four new
positions recommended in the 2000-01 budget. - In the Community Development area, the $400,000 decrease is attributable to several
things: the transfer of an office specialist position to Finance with the opening of the
Faraday Center, less costs for software implementation in Geographic Information
System and planning special studies than in the previous year. - The increases in Community Services are for the first full year of operation of the two
libraries, the addition of Sunday hours at the libraries, and enhancements to recreation
programs, as previously explained,
11
.. r
Public Works shows a decrease of $1.5 million in their proposed budget compared to
the previous year. Approximately $400,000 of this decrease is due to budgeted special
studies paid by developers, which are not recurring in 2000-01. Other decreases are
due to the $790,000 lump sum payment to PERS for early retirements taken in 1999-00
and reorganization of personnel in the Public Works divisions.
1 Non-departmental expenses include payments for debt service, transfers to other funds,
and administrative and other expenses not associated with any one department. The
largest decrease is a $2.7 million decrease in the amount transferred to capital projects.
These funds vary from year-to-year based on the funding needs for
the Capital Improvement Program. Offsetting this is a $1 million
increase in the recommended transfer to the Infrastructure
Replacement fund discussed in the Revenue section of this report.
The proposed budgets for the nondepartment costs are detailed at
the end of the Administrative Services area in the Program Detail
section of the budget document.
- Capital outlay expenses totaling approximately $652,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $6.9 million, show a decrease in anticipated spending of
approximately $1.6 million, or 18.6%. The largest decrease is the Housing Trust fund and is
due to a $1 million expenditure in 1999-00 for the purchase of the Tyler Court Apartments. In
addition, no appropriations for the Law Enforcement Block Grant are shown in the 2000-01
budget, as these funds will be appropriated when the grant is received. The 1999-00 budget for
these funds is $142,000. There is also a $643,000 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 $600,000 to $700,000 per year. The Buena Vista Lagoon
maintenance budget has been increased by $280,000 for the dredging of the channel in 2000-
01.
Enterprise funds total $24.9 million, which is an increase of $1.4 million, or
6%. Water purchases have increased by $500.000 and depreciation by
$200,000 in the potable water and recycled water budgets. Other increases
and decreases in the Enterprise funds are due to the reallocation of Public
& Works staff.
4 The Internal Service funds budgets decreased in total by $236,000 The
Internal Service funds are self-supporting through user charges. The costs of the services are
charged back to departments that use them. The Information Systems budget request
increased due to an additional $430,000 budgeted to fund the annual cost of replacing personal
computers and the phone system Citywide as they become obsolete. This cost was previously
budgeted in the Capital Improvement Program. A decrease of $500,000 is proposed for the
Vehicle Replacement budget as there are less vehicles due for replacement next year. A list of
the requested vehicle replacements can be found at the end of this document. Included in the
2000-01 budget for Risk Management services is a transfer back to the General and other
funds of $1 million, as the fund has greater reserves than necessary at this time. Expenses for
General Liability claims have been less than expected causing a surplus to develop in the fund
over the past several years.
12
The Redevelopment Agency budgets have decreased for 2000-01 by a total of $2.6 million.
This is due to the purchase of the Tyler Court Apartments in 199940. Other than this item, the
budget request is approximately the same as in the previous year.
SUMMARY
The City of Carlsbad continues to experience solid economic growth. As the
City expands, it is evident that the planning and foresight by the Ci Council
and residents has provided a sound economic base from which to grow.
Along with the population increases have also come increases in resources,
which will allow the City to maintain the quality of life in Carlsbad. Strong 8’
growth continues in all of the City’s base revenues: property taxes, sales i
taxes and transient occupancy taxes (TOT). The increased job
opportunities from the development of the industrial and commercial
areas is creating a higher demand for housing which is increasing
property taxes. The opening and expansion of the Carlsbad
Company Stores and Legoland, as. well as other^ hotels .and motels,
continues to 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.
13
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED PROJECTED
BALANCE ESTIMATED
FUND JULY 1. 1999 REVENUES EXPENDITURES TRANSFERS JUNE 30. 2000
ESTIMATED FUND BALANCE
GENERAL FUND
ISPECIAL REVENUE
INFRASTRUCTURE REPLACEMENT
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTSIBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAI
STATE GRANTS IPLFl
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
CARLSBAD COMMUNITY CONTRIB.
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT I
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HSNG
39.220.617
0
460.650
152.546
142,051
153.154
6.867.034
0
102.361
23.360
707.079
163,760
1,087,774
724.241
82,584
158.490
54.922
0
101.592
4.205
1,019,550
57.402
6,032,828
693,225
3,506.367
2.341.531
20,000
1.221.944
3.057.045
127.3981
243,185
4,580,136
1,123,242
300.927
957.761
1.552.129
63,403,000
2.068.000
70.000
184.318
5.000
2.762.935
1.605.000
81.500
168.000
93,000
609,200
455.500
790.800
38.029
155,320
139,680
25.500
220,000
126,000
703.000
52.WO
33,500
15,732,000
1,199.500
5,235.000
763.9W
600.000
651.000
902.400
2.472.000
1,702,000
1,327,700
2,477.000
194,500
1,819,949
430,700
57.490.530
0
165,000
125,000
120,000
2,770,000
1,274,939
45,000
5,000
38.000
463,304
398.891
701.81 5
9.266
154.150
212.744
26.875
194.805
100,496
700.000
33.050
16.000
16,100,000
1,335,000
5,200,000
205,000
370,000
903.644
605.113
2,456,000
1,239,206
1,216.000
2.738.325
435,407 250,000
2.030.923 1250,0001
1.722.795
41.133.087
2,068,000
365,650
21 1,864
27,051
146,089
7,197,035
16.500
265,361
78.360
852.975
220.389
1.176.959
753.004
83.754
85,428
53.547
25,195
127.096
7.205
1,038,500
74.902
5.664.828
557.725
3,541,367
2,900,431
250,000
969,300
3,354,332
111,3981
705.979
4.691.836
881.917
310,020
496.787
260.034
TOTAL OPERATING FUNDS $76,886,296 $1 15,278,931 $111.602.078 $0 $80,581,149
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED
FUND JULY 1, 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2001
ESTIMATED FUND BALANCE
GENERAL FUND
SPECIAL REVENUE
INFRASTRUCTURE REPLACEMENT
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSl0EOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAI
STATE GRANTS IPLFl
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTITLEMENTIREHAB
CARLSBAD COMMUNITY CONTRl8
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
41,133,087
2.068.000
365.650
21 1.664
27.051
146.089
7.197.095
16,500
265.381
79,360
852,975
220,369
1,176,959
753.004
83,754
85,426
53,547
25,195
127,096
7,205
1,038,500
74.902
5.664.828
557.725
3,541.367
2.900.431
250.000
969,300
3.354.332
I1 1.3961
705,979
4,691,836
961.917
310.020
496.787
260.034
74.258.000
3.150.000
35.000
5.000
98.923
3.045.900
1,500,000
55.500
13,000
40.000
622,500
472.200
783.500
39.029
143,000
135.000
28.000
215.000
106,000
717.504
56.000
34.000
16.834.000
1,329,700
5.322.500
741.000
600.000
636.000
887.400
2,475,000
1,533,655
1.497.622
3,255,662
190.000
1.410.000
368,000
71.591.390
0
22.600
178.960
0
3.141.395
239.875
50,000
10.000
60.000
569.1 39
527.039
757.524
292.966
168,000
159.000
26.915
195.934
100.000
717.504
60.000
0
16.717.953
1.606.004
6.090.239
167,918
380,000
921,347
1,203.942
2.551.301
1.534.805
1,518.523
3363.727
440.961
1.092.000
121.955
1,000,000 44.799.697
5.218.000
378.050
39,904
125.974
50,594
8.458.220
22.000
268.361
58.360
888.338
185.530
1,202,935
499.167
50,754
61.428
54.632
44.281
133.098
7,205
1,034,500
108,902
5,780,875
281,421
2,783,629
3,473,513
470,000
683.953
11.000.0001 2.037.890
187.6971
705.029
4.670.935
553.852
280.000 339.059
1280.0001 544.707
506,079
TOTAL OPERATING FUNDS $90,561,149 $122,633,595 $116.775.515 $0 $86.419.229
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED AS % ESTIMATED
REVENUE
DIFFERENCE
REVENUE OF FY 99-00 1999-W TO
REVENUESOURCE
GENERAL FUND
1999-99 1999.00 PROJECTED 2000-01 2000-01
TAXES
PROPERTYTAX
TRANSIENT TAX
SALES TAX
FRANCHISE TAX
TRANSFER TAX
BUSINESS LICENSE TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
TOTAL INTERGOVERNMENTAL
OTHER
LICENSES AND PERMITS
0UlLDlNG PERMITS
OTHER LICENSES h PERMITS
TOTAL LICENSES 6 PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTY
INTERDEPARTMENTAL CHARGES
OTHERREVENUESOURCES
$14,198,095 b15.900.000
18.955.000
7,900,000
2.545.000
1,529,000
1.100.000
49.229.000
17,129,474
7,010,249
1,954,185
1,737,850
1,000,648
43,108.499
3,264,818 3.600.000
3.880.91 1 4,849,000
1.049.000 616,093
2,524,053 2.180,WO
1,302,523
3,826,685
1.027.000
3.207.000
1.658.345
1,700.755
858.112
953.255 500.000
1.485.000
1,400.000
1 ,000,000
1,034,345 1.117.WO
6,556,438
483.625
8,052,000
550.000
804,255 816,000
1,992,453 1,350,000
1,933,520 2.100.000
1.190.009 1 ,000,000
520.291.000
8.0% 1,520,000 20.475.000
20.1% 3,391,000
1,924.000
2,842,000
11.3% 895.000 8,795,000
3.8% 97.000
5.2% 95,000
-10.0%
12.0%
I1 10,000~
5,588,000
I 3,777.000 I 4.9% 177.000
-15.4% 1161,0001
15.0W
I 1,962.000 I -10.0% 1218.0001
924.000 -10.0% 1103.0001
-10.0% 1321,WOI
450,000
1,337,000
-10.0% 150,0001
-10.0%
1,280,000 -10.0%
114S.0001
1140.000I
1.1BO.WO
1,151,000
15.0% 16O.OW
3.0% 34.000
3.1% 17.000
-2.1% 1127.0001
2.9% 24.000
-5.3% 1125,0001
0.0% 0
-50.0% 1500.000I
TOTAL GENERAL FUND 63,323,074 69,403,000 7.0% 4.855.000 74.258.000
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED
REVENUE 1 REVENUE OF FV 99-00
AS % DIFFERENCE
1999-W TO
ESTIMATED
REVENUESOURCE 1998-99 1999.00 20W-01 PROJECTED
SPECIAL REVENUE FUNDS
20W-01 I
INFRASTRUCTUREREPLACEMENT
TRANSFER FROM GENERAL FUND
INTEREST 0 120.8% 82.DW
1.wO.oW
1,092.OW
50.0%
52.3%
150.WO
15,WO
2.m.ow
66.m
2,086,000 . 0
POLICE ASSET FORFEITURE
ASSET FORFEITURES
-34.8%
-57.5% 127.wOI
18.0001
131,697
21.474
47,003
23,000 INTEREST
OTHER
TOTAL -50.0%
0.0%
I35.WOI
0
153.171
0
70.000
COPS GRANT
STATE FUNDING lA832291
TOTAL
INTEREST
186.726 172.318 -100.0% 1172.3181
-58.3%
.97.3% 1179,3181
17,WOI
184.318
12.000
178.749
10,021
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT 0.0% 95.923 95.923
98.923
10.000
3.035.900
3,045.900
250.0W
88,708
3,352
92,060
5.003
0
5,OW
INTERESl
TOTAL 1876.5%
-40.0%
93.923
12.MX)I
HOUSING - SECTION 6
INTEREST
FEDERAL GRANT
OTHER
TOTAL
2.691.549
10.733
2,750,000
7.m 42.9%
10.4%
3.m
285.900
-1W.O% 15.9351
10.2% 282.965 2.782.935
5.935
2.741.611
39.329
HOUSING TRUST FUND
INTEREST -27.5% 195.WOI
0.0% 0 1,250.m
345.000
1.805.WO
lo.m
2,665,456
381,075
3,052.839
8.326
INCLUSIONARV HOUSING FEES
OTHER
TOTAL
1.25O.OW
0
1,500,000
-100.0%
-5.5%
ll0,mI
1105.WOI
AUDIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
360 500
.9.8%
0.0% 0
16.0001
-9.9% 18.mI
i
81,OW
81.6W
56,099
85.456
LIBRARY ENDOWMENT FUND
INTEREST 23.9% 2.5W 2.361 10.5W 13.000 u 13,OW
DONATIONS
TOTAL
-100.0% 1157.5w1
-92.3% 1155.WOI
1oo.m 157.5W
102.361 186.W __ A
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED AS % ESTIMATE0
REVENUE OF FY 99-00 1999-00 TO REVENUE
DIFFERENCE
REVENUE SOURCE 1998-99 1999.00 ,PROJECTEO 2000-01 2W-01
LIBRARY GIFTSIBEOUESTS
GIFTSIBEOUESTS
INTEREST
TOTAL
-58.9% 153.0WI 37.000
40.000
45,800
454,700
3,552
4.644
1,082
90.000
3.0W
93.W -57.0%
0.0%
153.WI
0
TREE MAINTENANCE - INTEREST
0.7%
2.6% l.W
300
0.0% 0
39.m
45.500
454.700
32,943
45.535
461.505
70.m
611.164
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
17.1% 12.m
2.2% 13.300 509,200
70.W
MEDIAN MAINTENANCE
INTEREST 0.0%
4.0% 16,200
0
1.2% 500
3.7% 15.700
408,500
7.500
455.500
41,500
390.325
8,290
441.544
44,929
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
422.700
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
OTHER
STREET LIGHTING FEES
TOTAL
48,602
53,500
583.939
50.W
53,500
504.300
I 35,500 I 65.m
617.300
-28.0%
8.3%
2.2%
-14.1%
115.WOI
5.000
13.000
110.3001
-0.9% 17,3001 - 790.800
73.000
771.943
85.902
-
BUENA VISTA CREEK CHNL MAINT
INTEREST 2.5% 1 .wo
0.0%
2.6% 1.m
0
39,000 39.m
29
39.029
29.701
99.520
129.221
BUENA VISTA FEES
TOTAL
STATE GRANTS ICLSAI
INTEREST
GRANTS
TOTAL
3.191 3.700 I 3.000 I .18.9% 17001
111.820)
112,3201
-7.7%
-7.9% H 143.000
151.520
155,320
205,891
210.082
STATE GRANTS IPLFI
INTEREST -7.4% 14001
134,280
5,400
139,680
86.610
5.140
91,750
GRANTS
TOTAL
-3.2% 14.2801
-3.4% 14.6801
CITY OF CARLSBAD
REVENUE ESTIMATES
OPERATING FUNDS
ACTUAL
REVENUE
PROJECTED ESTIMATED
REVENUE
AS %
REVENUE
DIFFERENCE
OF FV 99-00 1999-WTO
REVENUESOURCE 1998~99 1999-00 PROJECTED 2ow-01 2000-01
ARTS SPECIAL EVENTS
INTEREST
TOTAL
DONATIONS
SENIOR NUTRITION
GRANTS
1,943
27,971
.20.0%
13.0%
29,914 25.500 9.8%
15001
3.000
2.500
111.255 11 5.W 110,000 -4.4% 15.W1
DONATIONS
TOTAL
SENIOR DONATIONS r INTEREST
DONATIONS
TOTAL
CDBG ENTITLEMENTIREHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
ARTS GENERALIGALLERV DONATIONS
INTEREST
DONATIONS
TOTAL
CARLSBAD COMMUNITY CONTRIBTIONS
INTEREST
OPTRANSFER IN
TOTAL
5.764 6.W I 0.0% 0
65.849 120.W
72.533 126.W
1oo.ow
108.000
-16.7% 120.0001
-15.9% 120,WOl
I I
52.913
0
15.W
63,000
0
0
-100.0%
-100.0% 183.W)
115,WOI
671.224 825.W
724.137 703,WO
717.504
717.504
14.8% 92.504
2.1% 14.504
1.990 3.500
1.5% 500 34.000 30,750 33.500
30,000 28,780 30.000
14.3% 500 4.000
0 0.0%
22.894 S2.W 7.7% 4.W 56.000
760,000
782.894 52.2, 7.7%
0.0%
55.000
0
4.W
TOTAL SPECIAL REVENUE FUNDS 10,499,893 10.366.282 9.0% 928.774 11.295.058
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
REVENUE
ACTUAL PROJECTEO ESTIMATED
REVENUE
AS %
REVENUE OF FY 93-00
DIFFERENCE
1999-00 TO
ENTERPRISE FUNDS
REVENUESOURCE 1998-99 1999-00 PROJECTED zm-01 2000-01
WATER OPERATIONS
WATER SALES
READYTOSERVECHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING 8 PLAN CHECK FEES
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
TOTAL
OTHER
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES 1A89391
NON-JURISDICTIONAL FEES
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
TOTAL
OTHER
11,895,080
3.147.849
0
123.252
92,435
215,913
581.397
234,423
237.042
165.389
16,907,104
114.323
805.194
72,957
231.525
39.856
1,154,711
4,179
5.464.412
s.009
453.510
71,325
6,087.752
82.505
212,652
91.985
378,070
395
663.103
1,680.030
116.915
1.795.915
10.550.oW
3.300.m
0
124.030
90.000
375.000
208.000
250.030
225.000
200.m
15.732.W
110.030
~
11.200.000
3,339,030
875.000
124,000
93.000
3.2%
1.2%
0.0%
0.0%
3.3%
209.000 0.5%
-55.8%
235.030 -5.0%
241.030 7.1%
248,000 24.0%
.1.8%
7.0%
900.000
100.030
150.030
49.500
1.030.000
105.400
11.1%
5.4%
175,000 15.7%
49.300 -0.4%
350.003
39,030
875.m
3.m
D
l.m
I213.oWI
115.0001
48.000
15.030
1.102.000
12.0001
100,000
5.400
25.W
12001
0 0.0% D
1,199,500 1.329.700 10.9% 130.200
4.934.m 2.6% 127.WO
0.0% 0
27.3% 15,000
-24.2% 154.5001
15.W 15.000 0.0% 0
5.235.030 5.322.500 1.7% 87.500
55.m
225.030
70.000
170.500
~
147.000
211.030
353.400
21 1,000
150,000 2.0% 3.000
0
353.030 -0.1 % 14001
763.900
52.500 -48.5% 125.5001
-3.0% 122,9001
TOTAL ENTERPRISE FUNDS 26.629.595 1,298,800
v- "" i
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED
REVENUE REVENUE OF FY 99-00
AS % DIFFERENCE
1999.00 TO
REVENUESOURCE 1998-99 1999-00 I 2000-01 PROJECTED
INTERNAL SERVICE FUNDS
2000-01
WORKERS COMP SELF-INSURANCE
INTEREST 99.777 115.rnI
INTERDEPARTMENTAL 504.112 536.W 535,000 0.0% 0
OTHER
TOTAL
LIABILITY SELF-INSURANCE =
INTEREST
33.493
551.W YI 537.382 635.000 -2.3% 115.mI
20.000 0.0% 0
147,909 l55.wO 150.000 -9.1% II5,WOl
INTERDEPARTMENTAL 591.327 737.400 I 737.400 I 0.0% 0
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
9.755 0.0% 0
849.001 667,400 -1.7% 115.mI
7.779 20.m 10.000 -50.0% llO.Wo1
INTERDEPARTMENTAL 2,177,376 2.054.000
504.281 398.W
2.057,oW 0.6% 13.000
REIMBURSEMENTS 0.0% 0
TOTAL 2,769,436 2,472,000 0.1% 3.m
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,677,242 I.600.000 1.518.655 -5.1% 181.3451
INTEREST 5.347 17.020 I 15.000 I -1 1.8% I2.OwI
OTHER
TOTAL
1.379
1.702.000
85.000 -100.0% 185.wOI
1.556.988 -9.9% 1158.3451
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 1.075.573 1.142.700
INTEREST 209.646 185."
OTHER
TOTAL 1,404,420
119,201
1.327.700
0
INFORMATION SYSTEMS
INTEREST
INTERDEPARTMENTAL 1,564.400
52.301
2.402.W
75.m
1,347,522
150.000
17.9%
-18.9%
0.0%
204.922
135.wOl
12.8% 159.922
0
50.000
3,205,662
-33.3%
33.5% 803.662
125.wOl
OTHER
TOTAL
2.105
2.477.000
0.0% 0
1,518,807 31.4% 778.652
TOTAL INTERNAL SERVICE FUNDS 8.986.014 9.532.100 7.9% 753,239 10,265,339
CITY OF CARLSBAO
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY 99-00 1998-00 TO I
,. REVENUESOURCE 1998-99 1999-00 PROJECTEO 2000-01 2ow-01
REDEVELOPMENT FUNDS
OPERATIONS
RENTAL INCOME 85.485 137,000 138.000 I 0.7% l.W
AOMINISTRATIVE FEES 79.287 0.0% 0.
2,819 INTEREST -42.3% 15.5001
OTHER 9.465 2.5W 0.0% 0
TOTAL 157,058 194,500 190.000 -2.3% 14,5001 "
TAX INCREMENT
INTEREST
1.246.185
43.332
1.274.000 1,370,000
43.000
7.5% I 40.000 I -7.0%
96.000
13.WI
OPERATING TRANSFER IN 0 502.949 -lw.o% 1502.9491
1.919.949 TOTAL 1.289.517 .22.5% 1409.9491
LOW AN0 MOD INCOME HSNG
TAX INCREMENT 311,482 318,500
25,553 112.000
342,500 7.5% 24.000
INTEREST -77.7% 187.0001
OTHER 178 200 150.0% 300
TOTAL 337,193 430.700 -14.5% 162,7001
TOTALREDEVELOPMENTFUNDS 1.783.755 2,445.149 -19.5% 1477.1491 1,966,000
TOTAL OPERATING $111,222.343 $115,276,931 $122,633,595 6.4% $ 7,356.664
CITY OF CARLSBAD
OPEFIATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1997-98 1998-99
DEPARTMENT ACTUALS ACTUALS
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 187.919 211.820
CITY MANAGER 829.595 1.218.243
PUBLIC INFORMATION 0 0
CITY CLERK 295.918 399.430
CITY ATTORNEY 604,001 641,114
CITY TREASURER 100,884 107,181
TOTAL POLICYILEADERSHIP GROUP 2.018.371 2.588.448
ADMINISTRATIVE SERVICES
ADMINISTRATION 0 0
FINANCE 1,089,738 1.235.781
PURCHASING 414.585 464.256
HUMAN RESOURCES 1,159,301 997.834
RECORDS MANAGEMENT 0 0
TOTAL GENERAL GOVERNMENT 2,550,901 2.697.511
PUBLIC SAFETY
POLICE 10.430.622 11,129,212
TOTAL PUBLIC SAFETY
FIRE
18,027,624
1.597.002
21.813.003
9,584,791
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 510.016 512.388
GEOGRAPHIC INFORMATION 142.738 154,853
ECONOMIC DEVELOPMENT 99.820 123,083
PLANNING 2,215,355 2.191.903
BUILDING 1,287,581
TOTAL COMMUNITY DEVELOPMENT 4.235.510
1,817,352
4.599.577
COMMUNITY SERVICES
LIBRARY 2.769.286
CULTURAL ARTS PROGRAM 277,983
3.347.11 1
364,499
SISTER CITY PROGRAM 6.181 4.321
PARK PLANNINGIRECREATION MGT 546.912 455.152
RECREATION 2,015,417 2.402.185
SENIOR PROGRAMS 258.196 272.917
TOTAL COMMUNITY SERVICES 5,943,915 6,847,451
ESTIMATED
1999-00
EXPENDITURES
1,017,406
225,WO
.o
245.502
108.831
112.594
2.309.339
1,370,099
300.988
1.367.030
470,489
1.539.240
5.047.846
12,998,692
8,939,990
21,936,572
564.741
308.846
2.531.166
177,930
1.823.938
5,404,621
4.885351
514.144
313.970
8.855
2,551.532
330,285
8,664,137
1999.00
BUDGET
241.930
1.085.676
0
245.502
734.840
136.140
2.444.088
1.580.927
319.511
542.500
1.515.438
1.719.035
5.811.477
13,138,217
8.939.880
22.018.097
564.141
346.948
2.612.150
179.800
1.823.939
5.521.371
5.032.910
578.356
602.068
9.070
2.780.329
391.106
9.393.849
-
2000-01
BUDGET -
248.120
951,012
117.173
120.545
139.080
147.548
2,383,588
- - -
551.850
1.480.086
548.129
1.547.902
4,877,057
549.090 - - -
13,846,983
22,818.919
8,971,956 - - -
456.970
288,526
2.404.424
198,510
1.803.910
5,150,400
- - -
6,218.782
585.885
660.408
9.155
2,895,518
409.871
10.176.609
- - -
%INCR IDECI
99-00 BUD
OD01 BUD
TO
-12.4%
2.6%
NA
-43.3%
-1.9%
8.4%
-2.5%
72.7%
-5.2%
1.0%
-13.0%
-87.2%
20.4%
5.4%
0.4%
3.4%
-19.1%
-23.2%
10.6%
-8.0%
-1.1%
-1.2%
23.5%
0.9%
1.3%
4.1%
9.1%
14.1%
4.5%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999.00
1997-98 1998-98 ESTIMATED 1999-00
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLtC WORKS AOMIN 86.279 892.420
ENGINEERING 4,114,293 4,014,459
891,800 891.880
4.554.300 5.109.951
PARK MAINTENANCE 1,854,781 2,018,123
STREET MAINTENANCE
2.404.500 2,888.402
1,680,395 2.054.382 2.150.300 2,441,818
FACILITIES MAINTENANCE 1,303.571 1.404.510 1,853,831 1,857,184
Major Facility Maintenance ITransferl 200.000 200.000 200,000 200.000
TRAFFIC SIGNAL MAlNT
TOTAL PUBLIC WORKS
414,197
9,754,096
319.262
10,183,158
428.000
12,062,531 13.482.498
483.643
"
NON-DEPARTMENTAL
COMMUNITY PROMOTION ICCVBI 258.487 325,356 520.824 520.824
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
now GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MlSC I TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE MAINT TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
MlSC EXPENSE
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
38.100 27.000 38.000 36,000
75.774
15,000 20.000
828.521
8o.m
800.000 800.000 800,000
80.070
177,909
13.572
205.351 215.411
28.652 30.000
215,500
50.000
331,952
22.893
75.500 852.848 652.949
0
15,349 25.000 51.225
0 2,000.000 2.000.000
490.000
0
1.880.000 800.000
7.000.000 1.000.000
800.000
20,246
12.045.484 12.096.868
70.300 70.300
225.000 770.000
78.821
0
2,480,454 4.01 1,489
7.480
45,133,780 53,100,785 87,490,530 10,880,254
0 0 0 2.454.243
45.133.780 53.100.795 87.490.530 13,334,497
7"
2000-01
BUDGET -
4,202,890
445.585
2.588.384
2,233,131
1.880.812
200.000
11387.574
438.186 - -
380.000
38.000
0
85.848
800.000
240,000
58,800
0
58,800
3.000.000
800.000
4.300.000
0
9.537.249
- -
57.291.390 -
4.300.000 -
11,591.390 -
%INCR IOECI
99-00 BUD
00-01 BUD
TO
-35.4%
-17.8%
.3.7%
-8.5%
1.3%
0.0%
-11.6%
-11.1% -
-30.9%
-100.0%
0.0%
0.0%
7.2%
11.4%
13.2%
-100.0%
50.0%
14.8%
0.0%
48.8%
-100.0%
-21.2%
-5.1%
75.2% - .2.4%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999.M)
1997-98 1999-99 ESTIMATED 1999-00
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUNO
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 9
HOUSING TRUST
AUOlO VISUAL INSURANCE
LIBRARY ENDOWMENT FUNO
TREE MAINTENANCE
LIBRARY GIFTSdEOUE9TS
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAl
STATE GRANTS IPLFL
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
COBG ENTITLEMENTIREHAB
CARLSBAO COMMUNITY CONT.
ARTS GENIGALLERY DONATIONS
TOTAL SPECIAL REVENUE FUNDS
519.301 65.051
157.455 185.593
46.534 94.105
2,898,750
143,602
2.878.612
153,029
114.172
0
67.647
0
36,471 9.999
508.759
356,719 401.202
510.938
674.175 681.124
7.046 7.048
189.831 160.135
32.052
17.443
215,150
47.486 81.954
730,104
0
37.593
16.929
209.436
751,225
0
ENTERPRISE FUNDS
870 800
6.039.884
WATER OPERATIONS 13.729.352
RECYCLED WATER OPERATIONS 1.174.301
SANITATION OPERATIONS
SOLI0 WASTE MANAGEMENT
3.609.819
110.482
GOLF COURSE 215.836
TOTAL ENTERPRISE FUNDS 18,939,590
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE 871.457
RISK MANAGEMENT 668.422
HEALTH INSURANCE
VEHICLE MAINTENANCE
2.285.740
1,359,629
VEHICLE REPLACEMENT 759.51 1
INFORMATION SYSTEM9 1,271,269
18,550,312
4.405.784
1.363.172
213.854
129,594
21.661.696
754.896
669.645
2.835.981
1.473.342
1.652.892
827.869
TOTAL INTERNAL SERVICE FUNOS 8,916,026 9,014,594
185,000 259.540
125,000 152,227
120.000 142.427
2,770,000
1,274.939
3,000,645
1,274,959
45.000
8,000
57.068
10.000
38.000 74.823
463,304
398,991 449.944
559,954
701.615 740.586
154.150
9.266 9.288
212,744
154.151
26.875
212.744
194,805
29.182
100,496
195.608
128.899
700.000
33.050
1,048,519
40.000
7.554.135
16,000
9,575,873
41.555
18.100.000 16,194,226
1,335,000
5.200.000
1,506,295
205.000
5,234,234
350.000
225.343
370.000
23,190,000 23,550,088
903.844 930.340
805.113 1,259,893
2.458.0W 2.594.491
1,239,208
1.218.wo
1,570,985
2,736,328
2,100,709
3,083,399
9.158.288 11.529.496
2000-01
BUDGET -
22,600
178.980
0
3,141,395
238.875
50,000
60,000
10.000
569,139
527.039
757.524
292.888
169.000
159.000
195.934
26.915
717.504
100.000
60,000
0
7,293.751
- - -
16.717.953
6.080.238
1.809.004
187.918
380.WO
24.952.1 13
- - -
921.347
1.203.842
2.551.301
1,534,605
1,519,523
3.563.727
11.293.345
- - -
%INCR IDECl
99-00 BUD
00-01 BUO
TO
-91.3%
18.2%
-100.0%
-81.3%
4.7%
-12.4%
0.0%
.19.8%
5.2%
17.4%
3060.7%
2.3%
9.0%
-25.3%
.7.8%
-21.1%
0.2%
-31.4%
50.0%
-100.0%
-15.0%
3.2%
16.2%
6.6%
-25.5%
2.7%
6.0%
-1 .O%
-4.4%
-1.3%
-2.3%
-27.7%
15.8%
-2.0%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCA IDECl
1999.00 99-00 BUD
1997-99 199 -99 ESTIMATED 1999-00 TO 2000-01
DEPARTMENT ACTUALS ACT LS EXPENDITURES BUDGET 00-01 BUD BUDGET
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
381.946 435.407 435.407 I 440,981 1 1.3%
1.679.491 2.030.923 2.030.923 1.082,MH) 46.7%
LOW AND MOD INCOME HSNG 65.185 1.122.795 .92.9%
4.189.125
1.722.795
4,169,125 TOTAL REDEVELOPMENT 2,126,522 -80.1%
I
TOTAL OPERATING FUNDS 79,531,941 105.3 7.185 111,582,078 121,159,079 116.775.515 -3.6%
EXHIBIT B
2000-2001 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 2000-2001 Capital Improvement
Program totals $51.5 million, with projected revenues totaling $47.2 million. Although
development remains strong during this current fiscal year, we expect to see numbers declining
over the next several years.
Along with development, there comes a corresponding
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
need, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan
requires a standard level of facilities is available to meet
the new demands, or development cannot proceed. A
discussion of the City’s Growth Management Plan is
located at the end of this report.
The CIP is also a tool available to Council and staff, to weigh resource availability with the
demand for facilities. This report and the accompanying CIP documents and schedules reflect
these actions.
GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order
to project the revenues that result from development. Growth assumptions
were made and continue to change in correlation with the economic climate.
Residential and non-residential development information was compiled by
the Planning, Building and Engineering Departments: the Finance
Department overlaid the economic forecast.
Every year, City staff evaluates all existing developments and compare the
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 2000-2001 and subsequent years to buildout. Staff expects that approximately 12,710 units
will be built from this point forward. Non-residential construction estimates are shown in
projected square feet.
34
2000-2001 CIP Growth Assumptions
Residential Non-Residential I
Year Units Square Feet
1999-2000 current 1,500+ 1,134,771
2000-2001 1,065 509,010
2001 -2002 1,104 478,130
2002-2003 937 337,158
2003-2004 799 469,963
2004-2005 834 693,864
Years 6-10 3,184 4,411,086
Years 11 -2020 4,787 5,982,054
Total Future 12,710 12,881,265 -
Residential development for 1999-2000 was projected at 1,250 building permits. Recent
estimates anticipate over 1,500 units by the end of the current fiscal year. Construction of
residential units is expected to decrease to about 950 units per year for the next five years.
Residential Units Trend
1985 to 2005
3000 I
Non-residential development is also expected to decline significantly following the completion of
several major projects in the Carlsbad Ranch area. Anticipated non-residential projects planned
in the next few years include several commercialhetail developments located in or near the
areas where most of the residential development has occurred over the past several years.
REVENUES
Revenues for Capital Projects from now until buildout total $428.3 millionand
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 and Thoroughfare Benefit Districts), 3) Water
and Sewer replacement reserves, and 4) other sources including grants, bond
issues, and contributions from other agencies. Approximately 47.9% of all capital
revenue is received as a result of development, and is dependent upon assumptions made
about the City's annual growth in dwelling units and 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 and
Thoroughfare Benefit District revenues comprise 22.4% of the total. Water and Sewer
the remaining 19.7% are related to Federal & State grants, license tax on new construction, the
replacement revenues generated by user fees equal approximately 10% of total revenues, and
County sales tax program (Transnet), and contributions from other agencies.
Funding Sources 2000-2001 to Buildout
Total Revenue = $428.3 million
19.7% Other
Development 47.9%
Waterisewer
Replacement 10.0%
Special Districts
22.4%
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues.
The mix of multi-family and single-family residential units is assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $89,500 per multi-
family dwelling unit, and $175,000 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 development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the current TIF of $87. The trips-per-day value for commercial and
industrial buildings are averaged at 32 trips per 1,000 square feet of development, althoughthe
actual volume of trips generated by commerciallindustrial building can vary widely depending on
the ultimate land use. The value assigned to each commerciallindustrial trip is $35, the current
TIF.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since 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.
There are two existing and two proposed Bridge and 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 5t0 El Camino Real. BTD No. 4 is
being considered as the financing mechanism for College Boulevard and Cannon Road
extensions east of El Camino Real, and BTD No. 5 is being considered for the funding of
Melrose Drive and Faraday Avenue extensions.
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. One of the City Council goals is to
"integrate a comprehensive efficient transportation system with quality of life-centered land use
decisions". In conjunction with this goal, and as a result of the prioritization and ranking process,
street construction projects continue to receive the highest priority, with the primary focus on
improving traffic flow in the industrial corridor of the City.
CAPITAL PROJECTS 2000-2001 TO BUILDOUT
The CIP for 2000-2001 to buildout outlines approximately 180 future projects at a total cost of
$422 million.
CIP Expenditures by Category
2000-2001 to Buildout
Total Expenditures = $422 million
Parks Other 17.1% 6.8% Drainage
5.3%
Civic
15.6%
Streets
31.7%
Water
8.4%
Sewer
15.1%
The largest expenditure category is for street and traffic signal construction projects, which total
$133.9 million, or 31.7%. Included is 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.
The following is a list of major street projects in the 2000-2001 to Buildout CIP:
Faraday Avenue to Cannon Road
0 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 expenditure category is for park projects, which total $72.5 million, or 17.1%.
Park projects include acquisition and/or development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Development Park Development
Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park
Zone 19 Park Development Alga Norte Pool
Zone 19 Park Community Center 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.
The cost estimates for several of the park projects were increased based on an analysis of
recent park construction and land acquisition costs. As a result, projected revenues from the
existing park fee programs will not be sufficient build several of the planned parks at the current
standards. Thus, staff will be evaluating the fee programs for possible revisions, and may also
need to consider other revenue sources or changes in project scope so that project costs match
available funding.
The third largest level of expenditures at $65.8 million, or 15.6% of the total planned capital
expenditures, is construction and maintenance of City facilities such as
libraries, administrative facilities and police and fire facilities. The interior of
the Cole Library underwent renovation during the current fiscal year, and re-
opened on April 15Ih. Next fiscal year, exterior improvements to the Cole
library will be made. The Capital Improvement Program includes funds to
reconstruct and expand this facility in future years. The Public Works Center
is currently under design, and construction is expected to begin in the
following fiscal year (2001-2002). A new City Hall is planned for construction in the future; the
timing and location have not been determined.
Sewer projects total almost $64.0 million, and include the construction of the South Agua
Hedionda interceptor, the VistalCarlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina
38
Wastewater Facility, and the Encina parallel ocean outfall and cogeneration projects. The
largest of these projects is the Vista/Carlsbad interceptor; construction will occur along Jefferson
Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west
side of the railroad right-of-way, and is expected to span over several years.
Water projects total about $35.4 million (8.4%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane,
El Fuerte, and along El Camino Real.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(2000-2001 to Buildout) Projects schedule following the narrative.
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below.
0 Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to occur during 2001-2002. This facility will be located next to
the Safety Center and will include a warehouse, general offices, and yard facilities for the
Public Works Departments.
currently being processed for the City’s 250 acre golf course
located in the industrial corridor directly south of the future Lvgw , . ,
Veterans Memorial Park. Once approved, development of the golf ’ ”
course will proceed. A financing plan for the golf course is being
developed, and will be incorporated into the Capital lmprovement
Program at a later date.
0 Carlsbad Municipal Golf Course - Environmental permits are
e/
e Redevelopment Proiects - Enhancements to the Village
Redevelopment Area include a facade lmprovement and Signage
Program that will offer grants to business and/or property owners to
make exterior improvements to existing buildings and update
signage for the buildinglbusiness. Another redevelopment program
is the Village Parking Program, which includes acquisition of land
for future public parking, and improvements to existing parking lots.
0 Streets - Several large street construction projects are planned for the next 5 years as
shown on the following map. The extensions ofcannon Road and Poinsettia Lane to
El Camino Real and Faraday Avenue to Cannon Road are all located west of El
Camino Real and are being constructed primarily as a result of residential developments
in those areas. College Boulevard and Cannon Road extensions to the east and
north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening and
realignment of Rancho Santa Fe will improve regional and local traffic flow generated in
the southern part of the City.
Proposed Major Road Projects
- NEW ROAD
M RAILROAD
PROJECT
Leo Carrillo Park - Phase II of Leo Carrillo Park involves continued
development and restoration, which may include park infrastructure
(sewer and water lines), building rehabilitation, paved access and
parking, restroom facilities and walkways. Completion of this phase
will allow for public use of the park, and is required to meet the
growing demands of the area. The general theme forthis park will
be passive in nature with the option for interpretive programming.
e Zone 19 Park - Construction is expected to begin in approximately two
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.
0 AlQa 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. The purchase of the land
may occur next fiscal year, with design and construction in the
years to follow.
Poinsettia Park Phase II - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Amenities may include a community center/gymnasium,
an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Drainane Facilities - 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. Major
drainage facilities, which coincide with the construction of two major roadway projects,
College Blvd./Cannon Road and Faraday AvenuelMelrose Drive extensions, are planned
within the next five years.
VistaEarlsbad Interceptor- The VistaEarlsbad 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.
Waterlines - Several major water lines are scheduled for construction
within the next five years:
o along El Camino Real from Palomar Airport Road south
o along El Fuerte from Alga Road to Poinsettia Lane
o along Poinsettia Lane from El Camino Real to the “D Reservoir
o along College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
SUMMARY
The proposed 2000-2001 to Buildout CIP 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. 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 2000-2001 to
Buildout Capital Improvement Program reflects the commitment of Carlsbad’s Council and staff
to continue providing its residents with a better quality of life.
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
-Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad’s Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the 11 performance standards. New public facilities often require
additional staffing and other resources, which affects the Operating Budget. Facilities such as
community centers, parks, and fire stations have been constructed and opened to the public
under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2000-2001 CIP, compliance with the Growth Management
Plan is assured.
CALIFORNIA ASSEMBLY BILL 1600 (AB 1600)
In 1987, the California Legislature passed Assembly Bill 1600 (AB 1600) which set forth the
process a city or county must follow to establish developer fees to finance public facilities. This
legislation applies to fees established, increased, or imposed on or after January 1, 1989, the
effective date of the law. AB 1600 contains four general requirements:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. 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.
3. Fees collected by a city or county must be spent or committed to a project withina 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 buildout of the City. The expenditure plan is
updated annually as part of the City's budget process.
4. 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.
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BAUNCES FOR FY 1999-2000
JULY 1.1999 ESTIMATED ESTIMATED JUNE 30,2000
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
GENERAL CAPITAL CONST.
FUND BALANCE REVENUES EXPENDITURES LOANS 8 OTHER BALANCE
3.801.665 8,729,213 2,893,672 (1,810,826) 7,826,380
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNETlHlGHWAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTDn POINS. LN-AVIARA PW
BTM CANNON ROAD WEST ’ BTW COLLEGEKANNON
* BTDx5 FARADAYIMELROSE
CFDYl
CFDW
SDG8E
FEDERAL GRANTS
SEWER BENEFIT AREA (CDE-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
2.926.559
267,408
29,239,513
112,730
2,771.479
980.407
2,345,063
1,006,857
4,325,516
8,922.114
1,329,564
0
1,338,349
294.148
586,724
11 8.548
3.385600
2,394,049
2,515,002
0
29,701,665
0
16,542,626
6,838
6,202.931
0
23,046.361
3,430,997
14,039,956
3335.664
17,910,023
7395.549
2,234,836
5.104.467
87,499
6,355,387
304.479
288,043
280,134
293,268
210,009
1,434,171
1.656.964
598,562
38.122
5
7,496
2,216,462
173,777
0
2,298.907
86.047
999
790.854
7,844,334
593.182
163.526
1,073,212
0
4,098,319
563,217
2.378.433
422,963
2,352,942
3.923.054
1,599,949
41.351
7.217 37,320
1,146,691
6,997,839
6,382
3,689,483
0
0
0
471,416
3.098.472
1,227,409
0
0
91,640
57.550
73.868
2,454,780
1,550,094
2,345,576
67,852
13,626,070
0
813,049
25,509
208,117
0
1,062,446
153,774
295,571
597,773
1,427,526
1,335,553
156.890
563.678
0
0
(141,000)
860,000
0
0
0
0
0
0
0
0
0
0
(2,197,899)
0
0
0
92,221
0
0
(158,060)
0
0
0
0
1,000,000
(940.371)
(1,000,000)
(159.527)
(3.126.858)
1,884,408
(1,276,077)
(200,000)
0
1,867,367
237.305
28,456,061
410.827
1,260,541
230,039
1.300.125
2,555,072
5.288.271
7.480.606
700,717
5
1,376,471
209,804
79,561
686,633
930.820
930.802
2,468.333
25,368
790,854
23,761,869
16,322,759
144.855
0
7.068.026
26,050,535
3.931.768
15.122.818
6,961,219
3,301,327
20,811,820
5.940.738
843,220
TOTAL OTHER 198,318,369 205,161 50.918.720 5.824 46,481,824 5.624 (7,173,989) 195,581.276
205,361
* PROPOSED DISTRICTS.
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BAIANCES FOR FY 2000-2001
JULY 1,2000
PROJECTED ESTIMATED CONTINUING PROJECTED TOTAL CIP NEW
JUNE 30,2001 2000-01 1999 - 00
FUND BALANCE REVENUES APPROPR. APPROPR. APPROPR. BALANCE
GENERAL CAPITAL CONST.
PUBLIC ART
7,826,380 4,600,000 5,766,252 4.815.900
237.305 0
1,844,228 10.582.152
GOLF COURSE
ZONE 5.13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETlBlKE
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW POINS. LN-AVIARA PKWY
BTW CANNON ROAD WEST
BTW COLLEGWCANNON
BTDLS FARADAYlMELROSE
CFD X1
CFD #2 FEDERAL GRANTS
SDG 8 E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-DE-F)
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
28,456.061
1,867,367
410,827
230.039
1,260,541
2,555,072
1,300,125
5288.271
7,480,606
700,717
1.376.471
5
209.804
686,633
79,561
930,820
2,468,333
930,802
25.368
23,761,869
790.854
16,322,759
144.855
7,068,026
0
3,931.768
26,050,535
15.122.818
3,301,327
6.964219
20,811,820
843,220
5.940.738
3.364.020
0
199,772
62.010
55,650
289.380
2.263.913
922,331
1.900.000
0
0
0
0
544.334
0
0
1,700,000
49,600
0
0
5,104,967
0
5,883,600
0
675,796
430,600
9,840,372
1,300,000
4,107,193
150.000
2.193.000
0
1,562,100
107.930
7,608,334
706,303
34,418
150.000
10,517
219,100
0
4.557.128
6.042.551
502,006
0
1,240,000
157,486
68.069
0
787,800
826.120
22.883
15,925
2,876,987
790,854
2,260,105
135,637
1,762,021
0
3.533.558
10,835203
5,923,019
400,645
4,648.906
2,485,599
4.000.083
397,214
20,000 I
5,417,000
0
0
0
150,000
4,800,000
1,000,000
67,000
1,200,000
0
0
0
0
500,000
0
0
1.650.000
0
0
0
610.000
5,717,400
5,883,600
0
910,000
0
3,949,552
1,231.645
1,059,527
3.910.476
5,116,424
378.215
3,120,100
127,930
13,025,334
706.303
34,418
300.000
10,517
1.219.100
4.800.000
4.624.128
7,242,551
502,006
0
1,240,000
157,486
68.069
500,000
2,476,120
787.800
22,883
15,925
3,486,987
790,854
7,977,505
6,019,237
0
2,672,021
14,784,755
3,533,558
7,154,664
8,559,382
1,460,172
7,602,023
7,120,183
775,429
1,161,064
109,375
18,794,747
576,181
1,016,191
281.532
370,405
1,586,474
18.984
2,138.055
198.711
5
136.471
52,318
730,967
11,492
154,682
143,020
2,502,008
2.485
25,379.848
0
8,345,254
9.218
0
5,071,801
21,106,151
828,810
9268.154
1,991,155
2,512,030
15,402,797
382.655
67,791
OTHER
TOTAL
205,361
195.581276 47.198.637 I 7,607
68880,260 51,506.839 I 120,387.099 I 122,392,815
7,607 197.754 0 0
ClN OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTIMATES FOR 2WO-2001
ACTUAL
199697
ACTUAL
1997-98
ACTUAL
1998-99 ESTIMATED 1999-2000 ESTIMATED 2000-2001
~~ ~~ ~
FUND
~~
REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 3,000,585 1,581,221 1,048,117 8,729.213 4,600,000
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNETHGMNAY
TRANSNETIBIKE
TRANSNETISTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNN GRANTS
BTW2 POINS. LN-AVIARA PKWY BTW3 CANNON ROAD WEST
BTW COLLEGEICANNON
BTW5 FARADAYlMELROSE
CFO #I
CFD #2
FEDERAL GRANTS
SDG 8 E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-DE-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER - RECYCLED WATER
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
79,365
18,033
4,618,487
701,492
283.688
403,682
44,222
278.736
1,101,838
1,155,361
103
520,948
237,167
189,854
2.596.708
277,695
2.289.588
269,106
26,238
0
10,676,209
0
6,085.033
421,036
0
863.504
2,823,755
253,024
2,014,974 593,808
2,266,441
2,185,341
1.471.758
127,079
289,482
18,471
8,562,805
1,203,795
207.517
69,997
326,350
701.093
4.103.007
1,691,916
3310.960
98.380
1,524
321.253
45,414
9,494,392
293,629
213.180
291,424
0
15,184,782
0
2,247,234
79,745
1,061,677
0
5,200.226
452.181
1.750325
1.073.366
3,736,617
2,506,152
1,610,623
254.554
299,443
13.358
9,802.551
251.326
178.334
346.922
93.634
505,336
2,045,988
8,248,042
1,030,781
1.256
60,903
341.082
80,458
392,844
17,402,714
508,690
732,389
0
13,675,926
0
7.881.331
63.526
955,131
0
429.837
6,020,054
7,635,353
4.182.167
2,091,983
10,683,240
1,621,261
112,219
87.499
7,217
6,355.387
304,479
288,043
280,134
293,268
210.009
1,434,171
1,656,964
598,562
5
38.122
7,496
2,216,462
173,777
0
2,298,907
86,647
999
790,854
7,844.334
593.182
163,526
1.073.212
0
4,098,319
563,217
2378,433
422.963
2,352,942
3,923.054
1,599,949
41,351
0
3,364,020
0
199,772
62.010
289.380
55,650
2.263.913
1,900,000
922,331
0
0
0
0
0
544.334
1,700,000
0
49.600
0
5,104,967
0
5,883.600
0
0
675.796
9,840,372
430,600
1,300,000
150,000
4,107,193
2,193,000
1,562,100
0
TOTAL CAPITAL FUNDS OTHER 49.227.405 1,352,547 70,456,647 2,471,355 99,162,796 426.600 50,918.720 5,824 0 47.198.637
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1997-1998 TO ZWO-2001
1997-98 199e-99 1999-00 (1)
FUND ACTUAL ACTUAL ESTIMATED ..
GENERAL CAPITAL CONST. 1,137.693 1.822.728 4,704,498
PUBLIC ART
GOLF COURSE
ZONE 5,13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETlLOCAL
TRANSNETlHlGHWAY
TRANSNETBIKE
TRANSNETlSTP
TDA STATE GRANTS
COUNTY GRAMS
ASSESSMENT DISTRICTS
BTWR POINS. LN-AVIARA PW
BTDY3 CANNON ROAD WEST
BTWa COLLEGEKANNON
BTDY5 FARADAYlMELROSE
CFD X1
CFD X2
FEDERAL GRANTS
SDG 8 E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-DE-F)
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
19.705
768.416
474,493
28.638
0
0
3,449
0
1,751,812
926,582
1,732.856
0
0
74,694
13.684
35,816
9,994,978
589.053
246.276
0
5,235,076
0
670.688
79.475
0
255,507
1,395,000
98.843
608,373
115,641
2,595,405
1,937.045
540,536
343,806
60,197
1.114278
4.330.562
2.339.380
0
0
18,900
1,656.187
0
2,520,005
905,021
27.603
0
160,468
1.670.154
280.296
11,924,563
1,213,557
742.315
0
16.748.124
0
3,661,865
6.834
0
917.040
2,085,199
466,244
721,280
322,818
2.698.172
1,388,764
533~719 10,733
37,320
1.146.691
7.138.839
6.382
2.829.483
0
0
0
3.098.472
471,416
1,227,409
0
0
2,255,449
91,840
2.454.780
. 73.868
2,345,576
1.550.094
(24.369)
13.784.130
0
813.049
25,509
208,117
0
1.094.145
62,446
1,295,571
757,300
4,554,384 (548.855)
1.432.967
763,678 ~.
OTHER 1,122,720
TOTAL CAPITAL FUNDS
2.588.302
32.796.260 62,935,308
5,624 53.655313
1999-2000
CONTINUING
2000-2001
NEW TOTAL CIP
2000-2001
APPROPR. APPROPR APPROPR.
5,766,252 4,815,900 10,582,152
107.930
706,303
20,000
0
7.608.334 5,417,000
34.418
10.517
0
0
150,000
219,100 1,000,000
150,000
4.557.128
0 4,800,000
6.042.551
67,000
502,006
1,200,000
0
1,240,000
0 0
157.486
0
0
68,069
0
0
787.800
500,000
826.120 1,650,000
0
15,925 0
22.883 0
2.876.987
790,854 0
2,260.105
610,000 5,717,400
135,637 5,883,600
0 0
1,762,021 910,000
10.835.203 3,949,552
0
5,923,019 1,231,646
4,648,906
400.645
3,910,476
1,059,527
2,485,599 5,116,424
397,214
4,000,083 3,120.100
378,215
3.533.558
127,930
13,025,334
706,303
34,418
300,000
10,517
1.219.100
4.800.000
4.624.128
7,242,551
502,006
0
1,240,000
157,486
88,069
500,000
2,476,120
787.800
22.883
15,925
790,854
3,486.987
7,977,505
6,019,237
0
2,672,021
14,784,755
3533.558
7,154,664
8,559,382
1,460,172
7,602,023
7.120.183 775,429 . ~~
68.880.260 7.607 51,506,839 0 120,387,099 7,607
(1) 1999-2000 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES a ENCUMBRANCES.
I
I
J
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
I 2000 - 2001 I BEGINNING
FUND BAL 7/1/2000 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,060.128 4,600,000 4.815.900 1,844,228
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNET/STP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTD#Z POINS. LN-AVIARA PKWY
BTWW CANNON ROAD WEST
BTWW COLLEGECANNON
BTD#5 FARADAY/MELROSE
CFD #I
CFD #2
SDG 8 E
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1,161,064
129,375
20,847.727
219,522
376,409
1,110,541
1,081,025
2,555,072
1,438,055
731,143
198,711
5
136,471
52,318
686,633
11,492
104,682
143,020
2,452,408
2,485
20,884,882
0
14,062,554
9.218
0
5,306,005
15,215,332
398.210
2,900,682
9,199,799
18,326,221
2,315,313
1,940,655
446,006
0
0
3,364,020
199,772
62,010
55,650
289.380
2,263,913
1,900,000
922,331
0
0
0
0
544,334
0
0
1,700,000
49,600
0
0
5,104,967
0
5,683,600
0
675,796
430,600
9,840,372
1,300,000
4,107,193
150,000
2.193.000
0
1,562,100
0
20,000
0
5,417,040
0
0
150,000
1,000,000
4.800.000
1,200,000
67.000
0
0
0
0
0
500,000
1,650,000
0
0
0
610,000
0
5,717,400
5,883600
910,000
0
3,949,552
0
1,231.645
3,910,476
1,059,527
5.1 16,424
3,120,100
378.215
0
1,161,064
109,375
18.794,747
576.181
1.016.191
281,532
370,405
1.586.474
18.984
2,138,055
198,711
5
136.471
52.318
730,967
11,492
143,020
2,502,008
154,682
2,485
25,379.848
0
8,345,254
9.218
0
5,071.801
21,106,151
828,810
9,268,154
2,512,030
1,991,155
15,402,797
382.655
67,791
TOTAL
OTHER
126.701.016
197,754
47,198,637 51.506.839
197.754
122,392,815
(1) BEGINNING BALANCE ON 7/1/2004 IS NETOF CONTINUINGAPPROPRIATIONS.
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
YEAR 2 2001 - 2002 i BEGINNING
FUN0 BAL 7/1/2001 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1.844.228 2,100.000 1,831,625 2,112,603
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNETETP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTMY;! POINS. LN-AVIARA PKW?
BTM CANNON ROAD WEST
BTMI.5 FARADAY/MELROSE
BTW COLLEGECANNON
CFD #I
CFD #2
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER CONNECTION
WATER - RECYCLED WATER
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1,161,064
109,375
18.794.747
576.181
1.016.191
281,532
370,405
1,586,474
18,984
2,138,055
198,711
5
136,471
52,318
730,967
11,492
143,020
2,502.008
154.682
2.485
25,379,848
0
8,345,254
9,218
0
5,071,801
21,106,151
828,810
9.268.154
2.512.030
1,991,155
15,402,797
382.655
67,791
0
0
3,445,638
100,000
1,746,251
125,570
528,675
55,650
2,000.000
922,600
905,000
0
0
0
(81,018)
0
0
688.367
1,200,000
200,680
0
4,250,000
5,053,105
0
877.653
0
1,916,941
430,600
1,300,000
150,000
2,965,229
2.236.860
1,600,000
0
20,000
0
5.808.000
0
0
0
0
0
47,000
1,200,000
905,000
0
0
0
0
0
0
0
0
0
11,310,000
0
8,686,673
0
1,131,621
0
9,959,991
100,000
486.835
159,527
4,215,202
3.694308
1.662.000
0
1,161,064
89,375
16,432385
676.181
2,762,442
407,102
899,080
74,634
2,462,075
2,938.055
198,711
5
136,471
52,318
1 1,492
649,949
843,049
143,020
2,702,688
1,202,485
19,122,953
0
3,908.581
9.218
4,817,833
0
13,063,101
1,159,410
10,081.319
1.782.451
1,981,628
13,424.455
320.655
67,791
~~
OTHER 197,754 0 0
TOTAL
..
122,392.815
197,754
34,717,801 51,218,282 105,892,334
57
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
3 ZOO2 - ZOO3 i BEGINNING
FUND BAL 7/1/2002 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,112,603 600,000 260,000 2,452,603
PUBLIC ART
GOLF COURSE
ZONE 5.13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETNIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW POINS. LN-AVIARA PKWY
BTM CANNON ROAD WEST
BTW COLLEGECANNON
CFD X1
BTWS FARADAY/MELROSE
CFD %?
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
1,161,064
89,375
16,432,385
676,181
2,762,442
407,102
899,080
74,634
2,462,075
2,938,055
198,711
5
136,471
52,318
649,949
1 1,492
843,049
143,020
2,702,688
1,202,485
19,122,953
0
3,908.581
9.218
4,817,833
0
13,063,101
1,159,410
10,081,319
1,782,451
1,981,628
13,424,455
320,655
67,791
0
0
2,907,200
327,103
71,200
215,644
499,459
55,650
736,157
1,700,000
0
0
0
0
0
0
723.300
0
10,645,000
311.847
4,377,231
0
0
0
866,683
0
4,634.143
430,600
1,300,000
150,000
2,281.597
3,159,107
1.650.000
0
20,wo
0
2,175,000
0
0
0
1,000,000
0
1,700,000
447.000
0
0
0
0
0
0
0
500,000
0
0
1 10,000
0
0
0
2,600,000
0
6,238,262
355,000
1,926,835
159,527
2,524,682
1,635,178
850,000
0
1,161,064
69,375
17,164,586
747.381
2,978,086
734,205
398,539
130,284
2,751,231
2,938,055
198,711
136,471
5
52,318
649,949
1 1,492
1,066,349
143,020
11,847.485
3,014,535
23,390,184
0
3,908,581
9,218
0
3,084.516
11,458,982
1,235,010
9,454.484
2,416.876
1,972.101
14,070,874
1,120,655
67,791
..
OTHER 197,754
TOTAL 105,892.334 37,641,920
0 0 197,754
22,501.484 121,032,770
58
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
4 2003 - 2004 I BEGINNING
FUND BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,452,603 100,000 1,080,000 1,472,603
PUBLIC ART
GOLF COURSE
ZONE 5,13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETBIKE
TRANSNETETP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGEKANNON
BTW5 FARADAYMELROSE
CFD #I
CFD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1,161,064
69,375
17,164,586
747,381
2,978.086
734,205
398.539
130.284
2,751,231
2,936,055
198.711
5
136,471
52,316
649.949
11,492
1,066,349
143,020
11,847,485
3,014,535
23,390,184
0
3,908.581
9.218
0
3.084.516
11,458.982
1,235,010
9,454.484
2,416,876
1,972,101
14,070,874
1,120,655
67,791
0
0
2,634.678
325,553
3,604
215,644
314,423
23,651
1,700,000
752,730
0
0
0
0
0
0
0
636,230
562,484
200,000
3,610,077
0
70,690
0
0
865,605
7,307,501
404,760
1,300,000
150,000
2,690,655
2,327,229
1.700.000
0
20,000
0
14,235,000
0
0
550,000
0
0
1,700,000
447,000
0
0
0
0
0
0
0
0
0
0
0
1 10,000
0
0
0
0
11.891.472
0
1,111,835
559,527
2,560.428
1,796,272
600,000
0
49,375
1,161,064
5,564,264
750.986
1,059,757
3,193,730
162,961
153,935
3,056,961
2,938.055
198,711
5
136,471
52,318
1 1,492
649.949
1.628.833
143,020
12.047.485
3,650,765
27,090,261
0
3,979,271
9,218
3,950,122
0
5,875,011
1,639,770
9,642,649
2,547,102
1,562,574
14,601,831
2,220,655
67,791
TOTAL
OTHER
121,032,770
197,754
28,095,513
0
36,661,534
0 197.754
112,466,749
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAIIABLE BALANCES
2000 TO BUILDOUT
5 2004 - 2005 I BEGINNING
FUND BAL 7/1/2004 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,472,603 890,854 200,000 2,163,457
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PILAREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNET/HlGHWAY
TRANSNETBIKE
TRANSNET/STP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTD#2 POINS. LN-AVIARA PKWf
BTD#3 CANNON ROAD WEST
BTD#4 COLLEGE/CANNON
BTWIS FARADAY/MELROSE
CFD #2
CFD #I
FEDERAL GRANTS
SDGBE
SEWER BENEFITAREAS
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
49,375
1,161,064
5,564,264
750.986
1.059.757
3,193,730
153,935
162,961
3,056,961
2,938,055
198,711
136,471
5
52.318
11,492
649,949
1,628.833
143,020
12,047,485
3,650,765
27,090,261
0
3,979,271
9.218
3,950,122
0
6,875.011
1,639,770
9,642,649
2,547,102
1,562,574
14,601,831
2,220,655
67,791
0
0
2,881,941
42,737
325,553
215,644
240.686
23,651
1,700,000
924,853
0
0
0
0
0
0
0
425,640
151.528
15,000.000
0
4,185.722
55,239
0
0
738,073
400,000
1,664,730
1,300,000
200,000
2,453,045
2,421,249
0
1,750,000
0
0
2,664,000
0
0
0
0
0
1,829,708
1,700,000
0
0
0
0
0
0
0
0
0
0
14,790,854
1 10,000
0
0
0
0
1,034,011
0
1,186,835
100,000
159,527
0
0
0
49,375
1,161,064
5,782,204
793,723
1.385.310
3,409,374
403.648
177.587
2,152,106
2.938.055
198.711
136,471
5
52,318
1 1,492
649,949
2.054.473
143,020
12,047.485
3.802.293
31,165,982
209,146
4,034,510
9.218
4.688.195
0
2,039,770
7,525,730
9,755,814
4,900,148
1,603,047
17,023.080
3,970,655
67,791
TOTAI
OTHER
112466749
197.754
38 01 1 145
0
23~774~935 126~702~958
0 197.754
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
ZOO0 TO BUILDOUT
R 6-10 2006 - 2010 i BEGINNING
FUND BAL 7/1/2005 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,163,457 4,100,000 1,195,000 5,068,457
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 513.16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNET/BIKE
TRANSNET/STP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PW
BTW3 CANNON ROAD WEST
BTW COLLEGECANNON
BTW5 FARADAY/MELROSE
CFD #I
CFD #2
SDGBE
FEDERAL GRANTS
SEWER BENEFIT AREAS
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER ~ RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
49,375
1,161,064
5,782,204
793,723
1,385.310
3,409.374
403.648
177.587
2,152,106
2,938.055
198,711
136.471
5
52.318
649,949
1 1,492
2,054,473
143,020
12,047,485
3.802293
31,165.982
209,146
4,034.510
9.218
4.688.195
0
2,039,770
7,525,730
9,755,814
4,900.148
1,603,047
17,023,080
3,970,655
67,791
0
0
16,457,629
603,337
1,263,255
798.379
936.31 1
395,115
4,737,052
7,500,000
0
0
0
0
0
0
3,212.068
0
1,252,637
0
0
13,402,775
762,133
0
1,600,000
3,582,779
2,000,000
8.157.153
3,500,000
11,888,467
1,000,000
4,000,000
0
8,500,000
0
0
21,227,177
0
4.200.000
0
0
0
3,125,000
7,500,000
0
0
0
0
0
0
3.848.000
0
11,645,000
2,000,000
39,834,000
0
0
0
500,000
0
0
5,399.142
2,973,309
797.635
2,874.000
9,172,250
255,000
0
1,161,064
49,375
1,012,657
2,183689
1,397,059
472,629
1,339,959
572,702
3.764.158
2,938.055
198.711
5
136,471
52,318
1 1,492
649.949
1,418,541
143,020
3,054,930
202.485
4,734,757
209,146
4,796,643
1,600,000
9.218
7,770,973
10,283.741
4,039,770
10,282,505
1,805,412
7,616,365
18,149,080
12,215,655
67,791
OTHER 197,754
TOTAL 126,702,958
0
99,649,090 116,745,513
197,754
109,606,536
0
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
11 to Buildout 1
FUND BAL 7/1/2011 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 5,068,457 4,310,000 2,000,000 7.378.457
BEGINNING
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
TRANSNETlLOCAL
TRAFFIC IMPACT FEE
TRANSNETIHIGHWAY
TRANSNET/BIKE
TRANSNETETP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW POINS. LN-AVIARA PW
BTW3 CANNON ROAD WEST
BTCM COLLEGECANNON
BTW5 FARAOAY/MELROSE
CFD #I
CFD #2
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1,161,064
49,375
1,012,657
2,183,689
1,397,059
472,629
1,339,959
572,702
3,764.158
2,938.055
198.711
136,471
5
52.318
649,949
11,492
1.418.541
143,020
3,054,930
202.485
4,734,757
209,146
4,796,643
1,600,000
9,218
7,770,973
10,283,741
4,039,770
10,282,505
1,805,412
7,616,365
18,149,080
12,215,655
67,791
2,000,000
0
16,552,207
1,303,977
1,714,630
2,790,848
2,101,020
254,599
6,907,276
800,000
0
0
0
0
0
0
7,082,220
0
1,528.177
0
0
8,931.586
546.219
0
0
10,070,260
7,003.318
10,744,761
13,070,000
2,200,000
16,189,394
4,000,000
21,700,000
0
2,737,200
0
17,355,000
2,626,000
3,840,000
2,625,000
1,410,000
2,650,000
9,917,000
800,000
0
0
0
0
0
0
0
8,272,000
3,664,000
200,000
11,515,000
0
0
0
14,465,000
0
7,036,000
5,667,642
6.488.431
2.209.480
0
0
13,325,000
0
..
423,864
49,375
209.864
75,036
638,476
58,318
184,558
23,722
754,434
2,938,055
198,711
5
136,471
52,318
649,949
11,492
143,020
228,761
919,107
2,485
209,146
2,151,344
5,342,862
1,600,000
9,218
7,074,030
309,291
15,360,861
16,864,074
23,805,759
1,795,932
22,149,080
67,791
20.590.655 ..
TOTAL
OTHER 109,606,536
197,754 143,010,492 1,210,000 120,012,753
1,210,000 197,754
132,604,274
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAO
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
BEGINNING TOTAL TOTAL
FUND BALANCE REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,060,128 16,700,854 11,382,525 7378.457
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNETlHlGHWAY
TRANSNETBIKE
TRANSNET/STP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTM POINS. LN-AVIARA PW
BTM CANNON ROAD WEST
BTW COLLEGE/CANNON
BTW5 FARADAY/MELROSE
CFD #1
CFD #2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONOS
GAS TAX
1,181,064
129,375
20,847,727
219,522
376,409
1,110,541
1.081.025
2.555.072
1,438,055
731,143
198,711
5
136,471
52,318
686.633
11,492
143,020
104,682
2,452,408
2.485
20,884.882
0
14,062,654
9.218
0
5,306,005
15,215,332
398.210
9,199,799
2,900.682
18,325,221
2,315,313
1,940,655
446,006
2,000,000
0
48,243.314
2,324,627
3,678.797
6,502,935
3,063,533
4,918,650
15,902,999
17,300,000
905,000
0
0
0
463,316
0
14,394,079
0
12,045,000
4,130,699
15,000,000
44,865,462
5,684,281
5,883,600
14,609,907
1,600,000
14,166,820
44,285,601
23,070,000
4,000,000
43,453,090
19,459,935
38,452,100
0
2,737,200
80,000
68.881.177
2,626,000
3,840,000
6,975,000
3,960,000
7,450,000
15,879,708
15,800,000
905,000
0
0
0
0
500,000
14,270,000
0
12.C45.000
5,664,000
14,790,854
63,599,000
14,404,073
5,883.600
19,606,621
0
44,140,072
7,491,000
15,405,725
5,104,750
21,962,644
15,637,076
19,812,100
378.215
49,375
423,864
209,864
75,036
58.318
638.476
184,558
23,722
2,938.055
754.434
198.711
136,471
5
52,318
1 1,492
649,949
143,020
228.761
919,107
2.485
2,151,344
209,146
5.342.862
9.218
1,600,000
309,291
7,074,030
15,360,861
16.864.074
1,795,932
23,805.759
22,149,080
20,590,655
67,791
TOTAL
OTHER 126,701,016
197,754
428,324,598
1,210,000 422,421,340
1,210,000 197,754
132,604,274
.. CITY OF CARLSBAD EXHIBIT C
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01
OVER
1999/00 2000/01 (UNDER)
FINAL PRELIMINARY 1998-99
MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED
lPOLlCY AND LEADERSHIP GROUP I CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
ADMINISTRATIVE SERVICES I ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES & WORKERS COMP
PUBLIC SAFETY I POLICE
FIRE
ICOMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
COMMUNITY SERVICES 3 LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
PUBLIC WORKS 1 ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
1
6.75
0.75
0
0
6
2
6
14
21
2
5
9
134
79.75
4.75
13
1
2
24
10
40.75
4
3
16
3
3
49
51.75
70
1 0
6 (0.75)
0.75 0
1 1
0 0
6 0
2 0
8 0
15 1
21 0
2 0
6 1
9 0
138 4
79.75 0
3.75 (1 )
13 0
1 0
2 0
24 0
10 0
41.75 1
4 0
4 1
20 4
3 0
3 0
48.7 (0.30)
55.75 4.00
70.3 0.30
FULL TIME LABOR FORCE 584.5 599.75 15.25
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
lssslaa 2QQQLQl
Full Time Personnel 580 596 16
3/4 Time Personnel in Full Time Equivalents 4.5 3.75 -0.75
Hourly Full Time Equivalent Personnel 136.85 143.28 6.43
TOTAL LABOR FORCE 721.35 743.03 21.68
LIMITED TERM EMPLOYEES
lNTERNS lssslaa 2MpLp1
Management Interns 2 2 0
Building Inspector Intern 1 2 1
GIS 0.5 0.5 0
Planning - front counter 1.5 1 -0.5
TnTaI I IMlTFn TFRM EMPLOYEES 5 5.5 0.5
CONTINUING APPROPRIATIONS EXHIBIT D
199940 TO 2000-01
DEPARTMENTlPURPOSE
LXGkrk Editing and reprint of the Carlsbad Municipal Code
Legal services for Habitat Management Plan, LEGO. second Redevelopment
Eklame
area & affordable Housing agreements
Out of state visit to Bitech client
Revenue audits
NlGP Commodity Code SyStem -
Document Management System software, training and computer hardware
ClerkslRecords redesign remodel
folderlinsertar machine
Eke
Systems Furniture for phase II of office remodel
Various emergency operations equipment(hose. protective equipment, etc)
Vehicle for training officer position that is not yet filled
Storage racks for Fire station 5 storage tacility not yet complete
Office furniture for Deputy Fire Marshall position that is not yet filled
Fire Station No. 5 office remodel
p
Systems Furniture for Faraday
Systems Furniture for Faraday
Residential traffic management program
Systems furniture for engineering inspection
Developer deposits for condemnation projects
ii!uak§ Solar heating system renovation
Strategic planning project
Filing and storage items
Office furniture for remodel project
Literacy Scholarship Account
.. Librarv - Hlstor-
Historic tree inventory and management program
iYQL€!w-
Batiquitos Lagoon Foundation
il"4I
1 1.000
30,000
950
15,000
4,000
301.638
33,500
4,000
6,800
34,400
25,000
11,000
3,000
10.800
44,600
12,000
15,000
20,000
415.796
102.000
15,000
2,500
15,000
1.258
4,400
15,440
CONTINUING APPROPRIATIONS EXHIBIT D
199940 TO 2000-01
DEPARTMENTlPURPOSE
Subtotal General Fund 1,154,082
Available year-end balance
!xPsamt
Available year-end balance. Bicycle Patrol -
Available year-end balance
Sister C&
Available year-end balance. delegation visits
Available year-end balance. for art exhibits
Available year-ena balance: for park improvements
Available year-end balance; for triathlon and luau festival
Available year-end balance: for youth sports Uniforms and T-shirts
Available year-end balance
Available year-end balance
Available year-end balance
Available year-end balance
One ton super duly flatbedlhydraulic valve Opera101
AutoCAD land development software (4 workstations)
Scanning existing drawings onto CD-ROM for automated retrieval
File cabinets for engineering library
Televising 8 evaluating sewer cOllection system
Mid size off-road motorcycle
93,520
48.634
18,030
422
27,405
3.853
5,217
1,545
5.818
8.158
127.797
366,075
45.000
19,800
12,000
10,000
75.000
9,000
CONTINUING APPROPRIATIONS EXHIBIT D
1999-00 TO 2000-01
DEPARTMENT/PURPOSE
Crane truck
2 full size sport utility vehicles
3 truck bodies
8 patrol units oumts
Wheel loader
Berm machine
Olathe seeder
Information Svstems
Various computer software
Various training
4 additional training room personal computers
Projector for Faraday conference room
Network management workstation
Internal web server
4rmwAI
90,000
60,000
41,250
19,250
55,000
6,000
7,000
70.000
21,500
10,000
12,500
15,000
8,500
Subtotal Other Funds 1,293,274
Grand Total 2,447,356
1
2
2
4
5
6
7
0
9
la
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
RESOLUTION NO. 1132
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA,
ADOPTING THE WATER DISTRICT FINAL OPERATING
BUDGET AND CAPITAL IMPROVEMENT PROGRAM FOR
2000-01
WHEREAS, the Board of Directors of the Carlsbad Municipal Water
District, California, has held such public hearings as are necessary prior to the
adoption of the 2000-01 Operating and Capital Improvement Budgets.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the
Carlsbad Municipal Water District as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the Secretary
entitled "City of Carlsbad, 2000-01 Operating Budget and 2000-01 to Buildout
Capital Improvement Program - Preliminary" as amended in accordance with
Exhibit A attached hereto and incorporated by reference herein, is hereby
adopted as the Operating and Capital Improvement Budgets for the Carlsbad
Municipal Water District for the fiscal year 2000-01.
3. That the amounts reflected as estimated revenues for fiscal year
2000-01 are hereby adopted as the budgeted revenues for 2000-01.
4. That the amount designated as 2000-01 Budget in Exhibit A is
hereby appropriated to the department or fund for which it is designated, and
such appropriation shall not be increased except as provided herein.
5. That total appropriations may only be increased or decreased by
the Board of Directors by passage of a resolution amending the budget.
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6. That the following controls are hereby placed on the use and
transfers of budget funds:
A. No expenditure of funds shall be authorized unless
sufficient funds have been appropriated by the Water Board or Executive
Manager as described below.
i The Executive Manager may authorize all transfers of
funds from account to account within the same fund in an amount up to
$100,000 per transfer.
ii. The Executive Manager may delegate the authority to
make budget transfers.
iii. The Executive Manager may authorize budget
adjustments involving offsetting revenues and expenditures; the Executive
Manager may authorize increases in an appropriation for a specific purpose
where the appropriation is offset by unbudgeted revenue which is designated for
said specific purpose.
C. The Board of Directors must authorize any increase in the
number of authorized permanent personnel positions above the level identified in
the final Budget. The Executive Manager may authorize the hiring of temporary
or part time staff as necessary, within the limits imposed by the controls listed
above.
7. That all appropriations for outstanding encumbrances as of June
30. 2000 are hereby continued into 2000-01 for such contracts and obligations.
8. All appropriations for Capital Improvement Projects remaining
unexpended at June 30, 2000, are hereby appropriated for such capital projects
for the 2000-01 fiscal year.
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9. That 2000-01 appropriations in the approximate amount of
$86.800 are hereby continued into 2000-01 for the purpose shown in Exhibit B.
All appropriations for outstanding encumbrances as of June 30, 2000, are hereby
continued into 2000-01 for such contracts or obligations.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board
of Directors held on the 27th day of June ,2000 by the
following vote, to wit:
AYES: Council Members Lewis, Hall, Finnila. Nygaarh and Kulchin.
NOES: None -
ABSENT: None.
AlTEST: ..
E WOOD, Secretary (SEAL)
EXHIBIT A
PROGRAM: WATER/ OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 50183101 5026310
1997-98
ACTUAL
2000-01 1999-00 1998-99
1,897,981
BUDGET BUDGET
1,917,111 2,556.587 2,327,089 PERSONNEL
ACTUAL
MAINTENANCE & OPERATIONS 15,580,476 14,309,521 13,787,842 12,455,777
CAPITAL OUTLAY 18.500 230.916 569,053 120,7a7
WORK PROGRAM:
The Carlsbad Municipal Water District, a subsidialy district of the City of Carlsbad. provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCE MEASURES: . Water Quality: Achieve high quality water free of pathogenic organisms,
Water delivery efficiency.
Water system reliability.
PROGRAM ACTIVITIES:
Administration
Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain payroll records and time card administratlon; coordinate interdepartmental and interagency
communications,
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water ODerations . Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities; collect water quality samples to ensure compliance with State and Federal regulations.
Cross Connection Control . Implements and enforces cross connection control of potable and recycled water systems to ensure a safe
supply of potable water, and compliance with State and Federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections; provide customer service for water utility customers and assist Construction and
Maintenance operations.
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310
WORKLOAD STATISTICS:
SIGNIFICANT CHANGES:
Decrease in personnel is due to reallocation of personnel to Sewer Operations
Increase in maintenance and operations is due to a $500,000 increase in purchased water, a $200,000 increase in
depreciation.
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE ACCTNO. 0011310
ACTUAL
1,219,300 1,224,917 852,274 744.689 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS 634,786 624,054 381,839 345,049
CAPITAL OUTLAY 13,000 16,100 1,668 0
IWASTEWATER ENTERPRISE I I I I 160,0001
WATER ENTERPRISE
1,089,7381 1,235,781 I 1,865,071 I 1,867,086 TOTAL FUNDING
304,144) 227,000
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:
Lonq-Ranqe Financial Planninq
Prepare ten year operating forecasts incorporating various "what if 'I scenarios to facilitate decision-making for
City Council and City departments
Budqet Manaqement
Prepare and monitor annual capital and operating budgets to allocate resources in a cost-effective manner in
Perform bi-annual review of all City fees and present recommendations for changes to Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
alignment with the Council's goals.
decision-making.
Accounts ReceivableICashierinq
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 PayablelPavroll
Prepare checks for City employees and service and commodity suppliers
Maintain turnaround time of 30 days to process and pay invoices.
General Accountinq and ReDortinq . PreDare 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 - Maintain the data within the financial information systems of the City and provide training to users, as needed.
disclosure as required.
.. ?
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
Assessment DistricffCFD Administration
Assist in evaluation and formation of new districts.
issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
as required.
documents and State law.
Monitor sales tax audit contract to ensure effectiveness.
Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
Fy1997
1. Average number of days to close books at
2. Number of business licenses processed:
3. Number of payroll checks issued
4. Number of electronic payroll checks issued 0
5. Awards received for CAFR CSMFO/GFOA
6. Awards received for Annual Budget
month end: 20 5,079 20,555
7. Outstanding debt issues administered $100 million
KEY GOALS FOR 2000-01:
Fy1998
15
5,600
16,359
CSMFO/GFOA
Operating and
Excellence:
Capital
596 million
4.278
Fy1999
10
5,616
11,197
11,362
Not Available
Operating
Meritorious:
5100 million
m Assist in expanding our services to the public by developing a financing plan for the construction of the Carlsbad
“Ensure the effective and efficient deliverv of top-aualltv services to our Communitv.”
Expand public access to City information via implementation of interactive business license information, and E-
golf course.
. Increase the efficiency and effectiveness of accessing information for position budgeting, forecasting, and
commerce for business licenses on the City’s web site.
Increase the number of cashiering sites available to our customers, provide more timely information and
reporting.
m Expand customer access to utility billing account information via implementation of an Interactive Voice
streamline processes through the selection and implementation of a citywide cashiering system.
. Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
Response system.
Streamline processing of human resource information by upgrading the Human Resources module of our
implementation of cycle billing.
financial system.
“Develop and Implement Droactlve strategies to ensure the financlal health of the Communitv and the Citv.” - Expand the financial planning horizon and reduce budget preparation time by implementing a two-year budget . Improve financial planning and improve the financial stability of the City by establishing an ongoing financing
process.
program for the replacement of existing and future infrastructure.
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE
PAGE THREE
ACCT NO. 0011310
KEY GOALS FOR 2000-01 (continued):
“Enhance educational oDuortunities for all seaments of the Communltv.” . Improve the understanding of the City’s financial status by implementing the new financial reporting . Increase education and engagement of citizens through a Citizens’ Academy. . Enhance City workforce decision-making ability by providing documentation, training, and access to real time
requirements for State and Local governments as set forth by the Governmental Accounting Standards Board.
Improve communication of financial information by making improvements to the Capital Improvement Program
financial information.
document.
SIGNIFICANT CHANGES:
Temporary services reduced as there are no system implementations planned. One office specialist transferred in
from Community Development Administration upon opening of the Faraday Center.
TRAP
PROGRAM: ENGINEERING
FUND: GENERALWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710
ACTUAL
1997-98
ACTUAL
1998-99
BUDGET
3,604,412 3,774,656 2,748,204 2.677.578 PERSONNEL
BUDGET
2000-01 1999-00
MAINTENANCE & OPERATIONS 1,472,981 2,139,249 1,220,135 1,492,920
CAPITAL OUTLAY 53,000 134,865 46,120 3,795
IWASTEWATER ENTERPRISE I I I I 327,703)
WATER ENTERPRISE
TOTAL FUNDING I 4,174,2931 4,014,4591 6,048,7701 5,130,393
938,8191 600,000
WORK PROGRAM:
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
design and construction documents. The department is also responsible for ensuring that development and public
Department provides engineering services to the public and other City departments by preparing and processing
improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
PROGRAM ACTIVITIES:
CONSTRUCTION MGMT ,'%, ADMIN.
'? PLANNING Y
SPORTATION
14%
DEVELOPMENT
SERVICES
22%
Administration
Coordinate and direct all divisions to ensure
accomplishment of City Council Goals and
Objectives. provide administrative and clerical
support to all divisions, ensure that the
management reporting system is accurately
maintained and generates all reports on
schedule, provides accurate records filed in a
standardized and efficient manner.
DeveloDment Services
Provide comprehensive engineering input for all
land use development ipplications,~ process
engineering development plans and maps in a
professional manner maintaining high-quality and
meeting production goals, ensure engineering
questions related to land development are
answered in a timely and friendly manner.
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERALNVATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157XX/5015710
PROGRAM ACTIVITIES (CONTINUED):
Planninq And Programs
Coordinate the preparation of the annual update to the City's Buildout Capital Improvement Program, update
existing facility impact fee programs and assist developers with the formation of finance districts to fund major
public improvements, administer and coordinate engineering activities for the beach erosion, lagoon dredging,
and traffic modeling programs, the special districts program, administer and coordinate all Public Works efforts
in regard to facility mapping and records management.
Design Citywide capital projects including roadways, water resources and sewer; develop and maintain
programs in five (5) areas including water resources, domestic water systems, recycled water systems, sewer
systems, and National Pollutant Discharge and Elimination Systems (NPDES). For each of these programs, Design provides a variety of services including planning, water supply, and quality monitoring, technical
assistance, mapping and facility location.
Transportation
Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries.
Maintain records of collision reports, speed surveys, traffic counts, and assists in maintaining optimum traffic
signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project
submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission.
Construction Manaqement And Inspection
Perform construction management, administration. and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies, ensure construction of high-quality improvements. minimize inconvenience to the public while ensuring
safe work sites.
WORKLOAD STATISTICS:
DEVELOPMENT SERVICES ACTIVITY
Actual through 4/00; Projected through 6/00
Plancheck. # of Sheets Plancheck -#of Revisions ^^" Projects in Review
FY 98.99 FY 9940 FY 97-08 FY 98-99 FY 9940 FY 97-98 FY 98-99 FY 9940
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PROGRAM: ENGINEERING PAGE THREE
FUND: GENERALNVATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157W5015710
WORKLOAD STATISTICS (CONTINUED):
Total Capital Improvement Program
Appropriations
I FY 97-98 FY 98-99 FY 99-00 FY 00-01
KEY GOALS FOR 2000-01 :
“Ensure the effective and efficient delivew of toD-aualitv services to our Communitv.“
Identify priority Capital Improvement Projects and ensure their timely completion:
Rancho Santa Fe Road
Poinsettia Lane
Faraday West
Faraday/Melrose financing district
Palomar Airport Road from El Camino Real to Melrose
College Boulevard/Cannon Road East Financing District
South Carisbad Village Storm Drain
South Aqua Hedionda interceptor Phase II
Complete inventory system of street improvements.
Maintain development project review and pian check turnaround goals.
Continue development of Phase II of Recycled Water Program and development of local water resources
Complete Residential Traffic Management Committee recommendations and present to Council.
Continue Phase II of Records Management system.
Develop plan for Livable Communities
programs.
”Integrate a comprehensive efficient transportation system with qualify of life-centered land use decisions.” . Implement Integrated Transportation Program:
Local transit objectives and programs.
Regional transportation system priorities
industrial transportation management.
Tourist transportation needs.
“Enhance educational ODDortunities for all segments of the Communitv.”
Develop intern program for Engineering Technician classification and continue intern program for Construction
Inspector classification.
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710
SIGNIFICANT CHANGES:
Allocations related to Utility Engineering are now included in the Engineering operating budget. Two positions have
been transferred to Streets and Parks, and .3 transferred to Street Lighting, resulting in a net decrease of 2.3
positions.
One request for additional resources is being proposed for AutoCAO/GiS hardware and software upgrades.
CONTINUING APPROPRIATIONS EXHIBIT B
1999-00 TO 2000-01
One ton super duty flatbedlhydraulic valve operator
Scanning existing drawings onto CD-ROM for automated retrieval
AutoCAD land development software (4 workstations)
File cabinets for engineering library
45,000
19,800
12,000
10,000
Total Contlnulng Appropriations s 86,800
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RESOLUTION NO. 329
A RESOLUTION OF THE HOUSING AND REDEVELOPMENT
COMMISSION OF THE CITY OF CARLSBAD, CALIFORNIA,
APPROVING THE OPERATING BUDGET OF THE REDEVEL-
OPMENT AGENCY AND HOUSING AUTHORITY FOR FISCAL
YEAR 2000-01
WHEREAS, the Housing and Redevelopment Commission of the City of
Carlsbad, California (the Commission), has reviewed the operating budget for the
Redevelopment Agency for Fiscal Year 2000-01; and
WHEREAS, the Commission has reviewed the operating budget for the
Housing Authority Section 8 Programs, for Fiscal Year 2000-01; and
WHEREAS, public hearings have been held as necessary prior to the
adoption of the final operating budgets.
NOW, THEREFORE, BE IT RESOLVED by the Housing and Redevelopment
Commission of the City of Carlsbad. California as follows:
1. That the above recitations are true and correct.
2. That certain documents now on file in the office of the City Clerk of the
City of Carlsbad entitled "City of Carlsbad, 2000-01 Operating Budget and 2000-01 to
Buildout Capital Improvement Program - Preliminary" as amended in accordance with
Exhibit A attached hereto and incorporated by reference herein, shall be and the same
are hereby adopted as the Operating Budgets for the Carlsbad Redevelopment Agency
and Housing Authority Section 8 Programs for the fiscal year 2000-01.
3. That the amounts reflected as estimated revenues for fiscal year 2000-
01 are hereby adopted as the budgeted revenues for 2000-01.
4. That the amount designated as 2000-01 Budget in Exhibit A is hereby
appropriated to the department or fund for which it is designated, and such appropriation
shall not be increased except as provided herein.
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5. That the following controls are hereby placed on the use and transfers of
budget funds:
A. No expenditure of funds shall be authorized unless sufficient funds
have been appropriated by the Commission or Executive Director as described below.
i. The Executive Director may authorize all transfers of funds from
account to account within the same fund in an amount up to $100,000 per transfer.
ii. The Executive Director may delegate the authority to make budget
transfers.
iii. The Executive Director may authorize budget adjustments involving
offsetting revenues and expenditures; the Executive Director is authorized to increase
an appropriation for a specific purpose where said appropriation is offset by unbudgeted
revenue which is designated for said specific purpose.
C. The Commission must authorize any increase in the number of
authorized permanent personnel positions above the level identified in the final Budget.
The Executive Director may authorize the hiring of temporary or part time staff as
necessary, within the limits imposed by the controls listed above.
6. That all appropriations for outstanding encumbrances as of June 30.
2000, are hereby continued into 2000-01 for such contracts and obligations.
8. That all appropriations for Capital Improvement Projects remaining
unexpended at June 30, 2000, are hereby appropriated for such capital projects for the
2000-01 fiscal year.
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PASSED, APPROVED AND ADOPTED at a regular meeting of the Housing
and Redevelopment Commission of the City of Carlsbad on the 27th day of June
2000, by the following vote, to wit:
AYES: Council Members Lewis, Hall, Finnila, Nygaard. and Kulchin.
NOES: None-
ABSENT: None*
ATTEST:
(SEAL)
EXHIBIT A
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 801341018023412
1997-98
ACTUAL
1998-99
ACTUAL BUDGET
1999-00
BUDGET
166,200 154,030 164,869 148,553 PERSONNEL
2000-01
MAINTENANCE & OPERATIONS
0 948,923 0 0 CAPITAL OUTLAY
1,356,761 1,363,377 1,940,678 1,914,784
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
ImDlementation of the Carlsbad Villaqe Redevelopment Master Plan . Coordination of project development and permit processing. - Implementation of the Facade Improvement Program. . Administration of the Parking-In-Lieu Fee Program. . Property acquisition for future redevelopment projects and facilitation of new development,
Community Relations and Public Relations Program . Work with the Carlsbad Village Business Association and other business organizations to continue Community . 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
awareness and public relations activities on behalf of the Redevelopment Agency.
Station and surrounding properties.
PERFORMANCEWORKLOAD MEASURES: . Process fifteen (15) redevelopment permit applications for improvements to existing structures or new
Process ten (IO) sign permit applications.
construction projects. . Process five (5) preliminary review applications.
= Process four (6) FacadeEignage Improvement Grants.
m Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment - Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program.
Master Plan.
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8013410/8023412
KEY GOALS FOR 2000-01:
"Develop and implement proactive strateqles to ensure the financial health of the Communltv and the Cltv." . Process redevelopment permits of all types for projects within the Village Area which represent high quality . Implement a program to attract and retain desired businesses based on the results of the residentlcustomer
development or redevelopment of properties and buildings.
survey conducted by SANDAG.
"Integrate a comprehensive efficient transportatlon system with aualltv of life-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 and/or tourist activities.
m 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:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments.
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
1997-98
ACTUAL ACTUAL
1998-99
BUDGET
1999-00 2000-01
BUDGET
PERSONNEL 37,312 46,541 46,600 54,799
MAINTENANCE & OPERATIONS
0 1,600,000 0 0 CAPITAL OUTLAY
67,156 76,195 28,593 27,873
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
Affordable Housinq Project Processinq Procedures - Continue development of affordable housing project processing procedures.
Affordable Housinq Proiect Coordination . Assist in the structure and implementation of affordable housing projects.
Affordable Housinq Education Proqram - Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCE I WORKLOAD 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 properly for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
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 2000-01:
“Ensure the effective and efficient deliverv of topg!ualitv services to our Comrnunitv.” . Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
“Develop and implement proactive strateqies to ensure the financial health of the Cornmunitv and the Citv.” . 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 jobslhousing balance within the
Community
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments,
i
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 190340111903403
1997-98
ACTUAL
1998-99
ACTUAL
1999.00
BUDGET
2000-01
2,917,385 2,796,760 2,457,915 2,480,273 MAINTENANCE B OPERATIONS
BUDGET
224,010 203,885 218,697 216,477 PERSONNEL
CAPITAL OUTLAY 0 0 0 0
MISSION STATEMENT:
Helping people achieve'their dreams
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
Provide federal funding to subsidize rents for 503 very-low and low income households.
Ensure program is being administered in compliance with federal regulations, federal guidelines and the
Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
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
Family Self-Sufficiencv
Assist families in identifying barriers to becoming self-sufficient.
Coordinate needed support services and act as an advocate on behalf of the client.
Provide guidance to the family to establish a five year goal and pian.
Communitv Opportunities Proqram
Collaborative effort among several local housing agencies.
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
Participate in ongoing implementation of program changes and marketing of the program to participants and
Carlsbad Administrative Plan.
independence from welfare.
emphasizing housing opportunities in neighborhoods of choice.
owners in Carlsbad.
PERFORMANCEWORKLOAD MEASURES:
Achieve and maintain a lease rate utilizing 90-95% of allocated funds. . Expand rental assistance knowledge by conducting Community workshops. providing owner and participant
Update and revise Administrative Plan to adopt changes in federal regulations.
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
None
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RESOLUTION NO. 2000-210
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF CARLSBAD, CALIFORNIA ESTABLISHING THE 2000-01
APPROPRIATION LIMIT AS REQUIRED BY ARTICLE XlllB OF
THE CALIFORNIA STATE CONSTITUTION AND STATE LAW
WHEREAS, Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes;
and
WHEREAS, State law requires that this limit be presented to the
governing body of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the limit as adopted.
.,NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Carlsbad, California, as follows:
1. That the City Council of the City of Carlsbad. California, does hereby
establish and adopt the 2000-01 appropriation limit of two hundred twenty five
million, eight hundred fifteen thousand, four hundred sixteen dollars ($225,815,416)
as computed in Exhibit A attached hereto.
2. That the City Clerk is directed to publish this Resolution in a
newspaper of general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City
Council on the 27th day of June , 2000, by the following vote, to
wit:
AYES: Council Members L
NOES: None.
ABSENT: None-
AGh.* ATTEST:
hRAINE FOOD, City Clerk / I
(SEAL)
EXHIBIT A
CITY OF CARLSBAD GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by Proposition 111
The revenues which are subject to the Limitation are those considered "proceeds of taxes," The
creates a restriction on the amount of revenue which can be appropriated in any fiscal year.
basis for calculating the Limit began in fiscal year 1978-79 and is increased based on population
growth and inflation.
The major change made by Proposition 111 allows the City to annually choose among the
following options for calculating its Gann Limit:
9 Population growth of Carlsbad, OR 9 Population growth within San Diego County, AND
h Growth in California per capita income, OR > Growth in non-residential assessed valuation due to new construction in the City.
The factors used to calculate the 2000-01 Limit were:
h Population growth in Carlsbad, AND
h Growth in non-residential new construction
The formula is outlined below:
1999-00 Expenditure Limit $198,089,168
YO Carlsbad Population Growth
Growth in non-residential new construction Net Increase Factor
1.0578
X 1.0777
1.1400
2000-01 Limit (1999-00 Limit X Factor) $225,815,416
Current Appropriation of Proceeds of Taxes $58,088,831
(Subject to the Limit)
The spending limit for the City of Carlsbad for 2000-01 is $225.8 million with appropriations of
"proceeds of taxes" of $58.1 million. The result of the calculation provides the City with an
operating margin of $167.7 million.
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RESOLUTION NO. 1133
A RESOLUTION OF THE BOARD OF DIRECTORS OF THE
CARLSBAD MUNICIPAL WATER DISTRICT, CALIFORNIA
AS REQUIRED BY ARTICLE XlllB OF THE CALIFORNIA
STATE CONSTITUTION AND STATE LAW
ESTABLISHING THE 2000-01 APPROPRIATION LIMIT
WHEREAS, Article XlllB of the California State Constitution requires that
governments annually establish a limit on the appropriation of proceeds of taxes;
and
WHEREAS, State law requires that this limit be presented to the
governing body of each entity each fiscal year; and
WHEREAS, State law also requires that this limit be published in a
newspaper of general circulation to allow public response to the limit as adopted.
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the
Carlsbad Municipal Water District, California, as follows:
1. That the Board of Directors of the Carlsbad Municipal Water
District, California, does hereby establish and adopt the 2000-01 appropriation
limit of two million, six hundred forty nine thousand, four hundred thirty four
dollars ($2,649,434) as computed in Exhibit A attached hereto.
Ill
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2. That the Secretary is directed to publish this Resolution in a newspaper
of general circulation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the Board
of Directors on the 27th day of ~llne, 2000, by the following
vote, to wit:
AYES: Council Members Levis, Hall, Pinnila, Nygaard and Kulchin
NOES: None.
ABSENT: None.
(SEAL)
GANN APPROPRIATIONS LIMIT
The Appropriations Limitation imposed by Proposition 4 and modified by
can be Appropriated in any fiscal year. The revenues, which are subject
Proposition 11 1 creates a restriction on the amount of revenue, which
to the Limitation are those considered “proceeds of taxes.” The basis for
calculating the limit began in fiscal year 1978-79 and is increased on
population and inflation.
The major change made by Proposition 111 allows the Carlsbad
Municipal Water District to annually choose among the following options
for calculating its Gann Limit:
> Population growth of Carlsbad, OR
P Population growth within San Diego County, AND
> Growth in California per capita income, OR
> Growth in non-residential assessed valuation due to new
Construction in the City,
The factors used to calculate the 2000-01 Limit were:
P Population growth of Carlsbad, AND
> Growth in new non-residential construction
The formula is outlined below:
1999-00 Expenditure Limit $2,324,129
%Carlsbad Population Growth
Growth in new non-residential construction
Net Increase Factor
I .os78
x 1.0777
1.1400
2000-01 Limit (1999-00 Limit X Factor) $2,649,434
Current Appropriation of Proceeds of Taxes $875,000
The spending limit for the Carlsbad Municipal Water District for 2000-01 is $2,649,434
with appropriations of “proceeds of taxes” of $875,000. The result of the calculation
provides the district with an operating margin of $1,774,434.
Jun 13 00 10:03a Cendant 1-760-476-1632
' Cadsbad, CA 92008'
.. Deaf Mayor Lewis: ' ' '
Mayor Lewis, my wife and I have been storw.yers in the Carlsbad Company Stores , .
Mall since it opened. We receutly relocated to Carlsbad fiom OrangeCounty. ':
We would like to express our support for the 2000-2001 C.1.P. budget item iu the.,amount
of $3,617,000 for the beginning construction of the Rancho Carrillo Park Phase I1 . .
..
..
.. Project.
..
.. .
We feel the addition of a public.park and the preservation ofCarlsbad as well as
of our Cities citizens. . '
' . California history is a valuable asset to contribute to current aswell as future generations .,
.. ..
.. , ., ?cwe'y? ,p& . kb& k,:
w. 4 ..
Ron and Lmda Bykowski . ,
2846 Rancho Pancho . ,
Carlsbad, CA 92009
,, ., ., ..
.. . .. .. .. .. .. .. ..
..
. ..
Bud Lewis
City Council
Carlsbad City Hall
1200 Carlsbad Village Drive
Carlsbad, CA 92008
6329 Aw c: Mayor
&uc.Ud, &? 92m
760431 “24
City Council
City Manager CHY Attorney
Dear Mayor Lewis,
I am writing to you to encourage you to vote for the funding of the Capital Improvement
Program for Carrillo Ranch.
I am a new resident in Carlsbad. Having moved fkom Orange County in 1999, my family
and I now reside in the new Rancho Carrillo housing development.
It is important for our neighborhood to develop the Carrillo Ranch Park as quickly as
possible. If you have visited this area of Carlsbad recently, you know the neighborhoods
are being built very quickly. Even the elementary school is expanding after only one
Year
While I’m sure that you have dealt with the Friends of Leo Carrillo Ranch organization
over the years, and while that organization should take the lion’s share of credit for the
concept of the historical park, you must now take the lead in completion of this park. A
growing number of homeowners, and voters, live next to the park and see the progress or
lack of progress each day.
I urge you to vote for the expenditure on Canillo Ranch so that the park may be opened
in 2001.
Thank you for your time
Margareksther
J. .
CARLSBAD
EDUCATIONAL
..
P.O. Box 205
Carlsbad, CA 92018-0205
(760) 438-0063
FAX i760) 729-7920
channeli in^ Private Funds Into Public Education Excellence"
AGENDA ITEM #L,
CI Mayor 26 June, 2000
City Council Members
City of Carlsbad
Re: Stay & Play/School's Out Program
city council
City M~I@w
City Attorney
Dear Council Members,
As you know the City's Stay & Play program is currently fhctional on-site at the two
Title One schools in Carlsbad, Jefferson & Buena Vista. There is a plan to initiate the
program at Magnolia in September. Magnolia is not a Title One school.
We, at the Foundation agree that the children of Carlsbad are a priority and deserve an
organized and secure place to play/study after school. We believe that the Stay and Play
program is a win for local kids. However, it is also a loss. By bringing a new program
onto the campus at Magnolia, where the Foundation's School's Out program currently
exists will cause erosion of that program. That erosion results in a cash shortfall to the
Foundation that results in a decreased amount of Computers and Software that will be
donated to the CUSD in the following June.
I am asking the council to send the Stay & Play program for Magnolia, as it stands, to
review. Give School's Out and the Parks & Rec. department one-month to sit down and
formulate a program, using the Foundation as a conduit that will benefit the kids and
prevent any loss of income to the Foundation.
This proposal, should it be successll, will result in a WMi scenario for all involved.
Number one, and most important, the kids will have a safe place to play. Number two, if
fhnding levels remain undiminished, the Foundation will supply new computers and
software that those same children may see at Magnolia in the near fhture. That's a
double win for the kids and the community.
My thanks in advance.
Sincerely,
."...,,,7
; ,"[,
Marshall B. Lubin, D.C., Q.M.E
CEF President
Founded
1983
Northwest Quadrant
June 22,2000
Citizens Group -
AGENDA ITEM # 1
G: Mayor
City Council Mayor Lewis and Council Members City Manager
City of Carlsbad City Attorney
1200 Carlsbad Village Drive City Clerk
Carlsbad, CA 92008 !=; nn.m
Reference: June 27th Budget Hearing
Dear Mayor and Council Members:
We are very pleased that the City has closed escrow with the Carlsbad Unified School
District and acquired the Pine Street School property for a park site in the Northwest
Quadrant. The Northwest Quadrant Citizens Group, a group of interested residents in
the northwest quadrant of Carlsbad that have been concerned for a long time about the
lack of recreation facilities in our part of the City. We are pleased to have this
opportunity to address the Council and provide you with our recommendations and
concerns regarding recreation facilities
Because the community planning process for any new public facility is a lengthy one,
we urge the Council to move the planning process up one year to fiscal year 2000-2001.
In addition, we understand the staff will be presenting to you their recommendations for
the use of the park site on an interim basis. With this in mind, there are a few items we
would like to bring to your attention. . The Northwest Quadrant Park site is unique in the City in that all infrastructure
including utilities and access are in place. This fact adds significant value to the
site and will materially shorten the development time. . One option we hope you will consider is to remove all the existing buildings on
the site and put in a temporary relocatable building for interim Parks and
Recreation uses. . We recommend that any new or interim improvements would include adequate
lighting that would be sensitive to the neighboring residential uses. . Without reviewing your staffs pending report and recommendations, we suggest
that you consider moving up the planning for the site and ultimate construction
of the whole facility.
Northwrt Ouadrant CItizmnr Group
Biii Fait, Chairman
Margaret Brownley
Ofie Eswbedo
Jim Gaiser
Thelma Hayes
Don Jackson
Bob Ladwig
Jeanne McFadden
Mario & Margie Monroy
Barbara Otwell
Mike & Palra Straub
Connie Trejo
1650 Oak Avanuo, Carlsbad CI 92008
Northwest Quadrant
Citizens Group
Mayor Lewis and Council Members
June 22,2000
Page 2
We ask that you consider our recommendations. There are representatives kom our citizens
group in the audience tonight to answer any questions.
Sincerely,
Bill Fait
Chairman, Northwest Quadrant Citizens Group
cc: Ray Patchett, City Manager
Northwest Quadrant Citizens Group Members
1650 Oak Avenue, Carlsbad CA 94008
AGENDA ITEM # ’ 7
June 22,2000
Mayor Lewis and Council Members
City of Carlsbad
1200 Carlsbad Village Dr.
Carlsbad, CA 92008
c: Mayor City Council
City Manager City Attorney
illy Clerk ~inm~~- 3Lehr
Dear Mayor and Council Members;
The City’s presentation of the operating and capital budgets at the citizen’s budget workshop at our
beautiful new library auditorium was excellent. The Finance Department and the many staff members
provided a great deal of infodon and each question was answered with great care and thoroughly. Even
though my wncems were expressed at the meeting, we want to reitmate our requests to you all through this
letter.
Alga Road medians and sidewalk improvements - The many residents near Alga Road have waited
patiently for upgrades to this main arterial within the city of Carlsbad. The Alga Road project is
funded with GCC money from the General fund reserves. Funding is available and it appears that the
project could be completed relatively easily (few permits, easy access, no other project interfering).
In the draR 2000-01 CIP, improvements are scheduled for 2003-04. We urge you to move this project
up two years to the 2000-01 schedule to make this important road safer and remove the existing blight.
Melrose extension into Vista - The afternom (from 3:30 p.m. on) traffic eastbound on Palomar
Mort Road to Business Park Drive is backed up every day ahnost to Melrose. Please come out any
afternoon and try the drive from Alga/Melrose via Palomar Airport Road to Business Park Drive. The
intersection of Palomar Airport Road at Business Park Drive has already reached failure.
It seems to me that traffic would be alleviated by extending Melrose all the way to Vista’s Melrose. At
the workshop I learned that this project is tied to the Faraday extension to Melrose; that the Faraday
extension will be funded with developer money; that much of the funding for Melrose to Vista is
available; and the Cay of Carlsbad is holding up the Melrose extension because it would add traffic to
Palomar Airport Road.
If you must link the two projects together, we urge you to loan the project the funding and have the
developers repay when the area develops. I’m convinced that it would be a good investment for the
City since at that point it would only cost the developers money, mstead of the huge investment in time,
e&xt and money to set up a hding district for the two projects. If you build the roads, they will
develop.
We are unable to attending the Council meeting, but urge you to consider these requests at the June 27th
public hearing.
Sincerely,
John and Cheryl Allen
6543 Coda St.
Carlsbad, CA 92009
DEVELOPMENT
June 27, 2000
City Council
City of Carlsbad
1200 Carlsbad Village Drive
Carlsbad, CA 9200
Carlsbad, CA 92009
ohone: 760 929-2701
fax: 760 929-2705
Dear Mayor and Council Members,
I am writing in support of locating the City of Carlsbad's swim complex at Alga
Norte Park and the initiation of design studies in the near future.
As many of you know, I have been working with a group of Carlsbad citizens in
an effort to explore the acceleration of construction of the swim complex and to
explore the possibility a establishing a public-private partnership to help the City
fund this facility at the earliest possible time. My offer remains open and my
support remains strong.
The first step in exploring any public-private partnership must be the
development of a plan for the park by the City. As soon as it is ready, we can
develop alternative funding and naming opportunities while ensuring the City has
complete control of pool operations.
In three years or less, I hope to have Poinsettia Lane open from El Camino to
Melrose Avenue. This road will give the citizens of Carlsbad access to the Alga
Norte Park site. My hope is that the swim complex will be open to the public
soon thereafter.
Please make this park a priority.
Sincerely,
Frederick M. Arbuckle
June 2,2000
TO: MAYOR AND COUNCIL MEMBERS
VIA: City Manager
FROM: Finance Director
INFORMATION REQUESTS ON THE 2000-2001 BUDGET
During briefings, there were several requests made for additional information on the budget.
The attached documents were assembled based on these requests and include the following: -
Exhibit Description No.
1 Proposed Organization Chart for the police department with a history of position
2 Summary of costs incurred on the golf course to date.
3
4
Vehicle replacement rules outlined in Administrative order No. 3.
List of other libraries in San Diego County offering Sunday hours. 5
Responses to some of the miscellaneous General Services questions.
changes since 1987/88.
6 Purchase of three replacement ambulances.
Cost to add Sunday hours is $145,000 ($131,000 is part time salaries and $13,500 is for
utilities).
Currently there is not an organized volunteer program for recreation. They do utilize
volunteers for special events such as the Triathlon and for coaching of youth sports.
No specific storm water training has been scheduled for next year. However, the attorney’s
office does attend monthly meetings with other city and county attorneys and recently storm
water has been on the agenda. This same group has formed a committee to study this issue
including the proposed permit terms and conditions. Public works does have training funds
available for this type of activity and in recent years they have attended several a year.
If you have any other questions regarding the 2000-01 budgets, please feel free to call me.
LISA HILDABRAND
Attachments
. EXHIBIT 1
r
..
_. . .
, . .. . ~. . .. . ~.
CHANGESBYYEAR
99/00
98/99
97/98
96/97
95/96
94/95
93/94
92 f 93
91/92
9019 1
89/90
88/89
87/88
1 police officer (DARE)
1 communications operator
1 records specialist (traffic)
2 police officers (patrol)
1 CAL-ID/evidence specialist
1 network specialist
1 lead communicator
1 CSO (property & evidence)
2 sergeants (patrol; funded starting 1/1/99)
1 detective (juvenile)
1 CSO (lagoon)
-1 secretary
1 training coordinator
1 sergeant (community services)
1 police officer (traffic)
1 CSO (patrol)
2 police officers (patrol)
1 sergeant (investigations)
2 police officers (grant funded bicycle patrol)
2 police officers (school resource officer program)
1 detective (north county gang task force)
no change
1 juvenile justice coordinator (mid-year)
1 PSA (investigations)
no change
1 police officer (RAP investigator) - 1 records clerk (mid-year)
-2 PSAs (patrol and investigations mid-year)
1 programmer/operator transferred from City Info Systems
6 police officers (patrol)
1 police officer (DARE)
1 detective (investigations)
1 sr. management analyst
2 police officers (patrol)
1 PSA (patrol)
1 secretary (investigations)
1 sergeant (patrol)
2 senior officers (patrol)
1 police officer
1 secretary
1 police officer (patrol)
1 detective
1 police officer (trdlc)
2 records clerks
\
Carlsbad Police Depaltn - :t
PERSONNEL INCREASES
*
** Addition. of 4 positions plus elimination of 1 equals net addition of 3.
Addition of 2 officers through grant added after the start of the fiscal year.
CARLSBAD POLICE PERSONNEL BY FISCAL YEAR
140 -
120 ”
/+--.
80 - 0 - /
d-
60 -#
/ -IOTAL
-.
86 87 88 89 90 91 92 93 S4 95 S6 97 98 99
I- -0 - . ~ *
SOURCES OF FUNDS 1
Contributions
Resolution 90-135 (5/80/90)
Budget Resolution & 90-410
Budget Resolution
Budget Resolution
No transfer
Budget Resolution
Budget Resolution 95-170 (6/20/95)
No transfer
Budget Resolution (xfer done 7/97)
Advance from ten Fund (Res. 97-88)
Budget Resolution
Advance from Gen Fund ( Res. 98-184)
Budget Resolution
Budget Resolution
Total Contrib. Capital h Advances
Interest:
Total Interest
e
Reimbursed expense
Mix revenue
EXHIBIT 2
MUNICIPAL GOLF COURSE
CASH SUMMARY AT 3/31/00
~.
69-90
90-91
91-92
92-93
93-94
9495
94-95
95-96
96-97
96-97
97-98
97-98
98-99
99-00
69-90
90-91
91-92
92-93
93-94
94-95
95-96
96-97
97-98
98-99
99-00
95-96
96-97
450,000
1,080,190
329,800
565,200
1,200,000
600,000
..
470,000
1,765,200
490,000
972,000
1,680,000
600,000
10,202,390
20,796
108,569
60,537
87,369
105,934
109,308
37,658
75,373
127,073
203,133
130,908
1,066,658
4,534
3,896
11,277,478 Total Sources
Administrative Order No. 3 Page 4
5. Donated or Purchased Used Vehicles: To preserve the integrity of the
Replacement Fund, all used vehicles which are not purchased new with
replacement funds must include a capital contribution to offset the unfunded
liability for replacement. This liability is determined by estimating the
replacement charges which would have been collected if the unit wire in a
normal replacement cycle. The department receiving the used vehicle or
equipment is responsible for the unfunded liability. Donated units must also
meet applicable State and Federal laws for emission control and safety. Prior
to recommending acceptance of a donated unit, the department which is to
receive the donation must consult with the Utilities and Maintenance
Department to assure compliance with these standards and to obtain an
estimate for annual maintenance and replacement costs.
II. ADDmONAL VEHICLES
Additional vehicles are ordinarily requested a by department as a part of the annual, budget
request process. Requests for additional vehicles should be made on the forms provided
by the Finance Department. When completed, the forms should be sent to the Utilities and
Maintenance Department for estimating, review and recommendation. Additional
departmental vehicle requests and the Utilities and Maintenance Department
recommendations shall be based on the Vehicle Acquisition Criteria contained in Section
IV, Subsection 4 of this Administrative Order. When the Utilities and Maintenance
Department review is complete, the original form should be sent to the budget coordinator
in the Finance Department with a copy sent to the requesting department.
m. VEHlCLERENTALRATEs
The costs for repair and maintenance of the fleet units are recovered through a Vehicle
Usage Charge, more commonly referred to as a Rental Rate. The rental rates are
established on a cost recovery basis on a per mile, per hour, or on a flat fee by vehicle
class. The rate covers all maintenance and operation costs associated with a normally
operated vehicle. The rate includes cost recovery for fuel, oil, tires and all other items
associated with normal use. Equipment, such as trailers, may be charged a flat rate due
to difficulty establishing usage. Rates are revised each year to accommodate inflation
increases in commodities such as fuel, oil and tires. Not covered in the Rental Rate are
damages to the equipment associated with accidents, improper use, operator neglect and/or
abuse. These costs are borne entirely by the department to which the vehicle is assigned.
The rental rate system does not preclude departments from requesting services at additional
expense. Example of this are installation of additional lights or tool boxes which are not
included in the definition of a normally equipped vehicle. Each department’s monthly
billing will reflect total usage and replacement charges upon request. The detail of these
charges will be available from Fleet Operations Division.
Administrative Order No. 3 Page 8
Vehide Class Desa-ipdon Target Age in Target Mileage Years
11 D~D Truck. 10 Yard I 10 I 80.000 I
~~
Utiliry Truck, 1 Ton 10
80.000 8 Truck, Maintenance Full Size
100,000
~ ~~
Boom Truck
80,000 8 Truck. Tanker
80,000 8 Truck, Patch
80,000 8 Truck, Sprayer
80,000 8
Ambulance
110,000 15 Fire Truck
80,000 4
Paint Truck
6000 hours 10 Indwaial Equipment
da 30 Equipment Trailer
80,000 8
Should a vehicle with a target mileage of more than 70,000 miles experience, or be
predicted to experience, a major component (engine, transmission, differential, emission
system) failure after 70,000 miles, such vehicle shall be replaced rather than repaired.
When a vehicle meeting the age or usage criterion for replacement is found to be operating
at a cost less than that of the class and no major repairs are required, the Utilities and
Maintenance Director may determine to retain the vehicle in the fleet on a year to year
basis. Such retained vehicle shall be closely monitored to assure that replacement will
occur before major repairs are required. Replacement charges will be reviewed to cover
inflation only for purchase beyond the normal replacement year.
VI. VEHICLE OR EQUIPMENT RENTAL FROM VENDORS
The Fleet Operations Division shall establish annual contracts for the rental of vehicles and
equipment by the City's deparrments. ' The purpose for these rentals is as follows: . Short term need for supplemental staffing . Special projecr, police undercover . Special need, such as spring cleanup or storm patrol . out of town trips . Assigned vehicle is not available due to mechanical repairs and no suitable
loaner is supplied. In the circumstance in which the unavailability is due to
Administrative Order No. 3 Page 9
routine maintenance or repair costs not being recovered from the user, then
Fleet Operations will share the rental costs equally.
The outside vendor program is not intended to act as a permanent supplement to the fleet. Full time rental after the first month and through the sixth month must be approved on
a month-by-month basis by the respective department head and the Utilities and
Maintenance Director. Usage beyond six months must be approved by the City Manager.
The size and type of vehicle rented shall be in accordance with Section N, Subsection 4,
'Vehicle Acquisition Criteria" of this Administrative Order.
W. VEHICLE USE
1. Taking Home City Veh;ds: As a general rule employees should not take City
vehicles home. Unless the authorization to use a City owned vehicle confers a
benefit to the City and is in the Citfs best interests, requests to take City owned
vehicles home will not be approved. The Ciry will assume the expense of daily
commuting for the employee authorized to take home City vehicles. Use of the City
vehicle for commuting purposes will be reported as income to the Internal Revenue
Service, in accordance with applicable laws and rules.
a.) Vehicle Take Home Criteria One of the following criteria must be met before
.an employee will be given permission to routinely take a vehicle home:
1. The employee's duties involve emergency work, and the employee is
regularly on call, on call for a specific period, and the employee has
special equipment or a specially equipped vehicle which will be
necessary to provide the services required.
2. The employee's duties require special equipment or a specially
equipped vehicle and the employee has an assignment that requires
regular and frequent field work during off-duty hours.
3. The employee's duties are such that check out/in of a City vehicle from a City facility at the start or end of a normal work day would be
both impractical and uneconomical due to the lost productive time or
increased fuel consumption.
b.) Take Home Distance and Resuonse Time City owned vehicles shall not be
taken home a distance greater than a 20-mile radius from the Public Safety and Service Center or thirty minute response time. Vehicles taken home
shall be afforded off-street parking except in those instances where the
vehicle is so large and/or heavy that damage to the employee's properry may
result.
Administrative Order No. 3 Page 10
2. Occasional overnight Use of City-owned Vehicles. Occasionally, there may be
a need for an employee not authorized to regularly drive a vehicle home to keep a
pool car or assigned vehicle overnight. Permission to use a City-owned vehicle
overnight (e.g., to take it home) shall be obtained from the department head prior
to use. Any employee authorized to use a City-owned vehicle overnight shall
comply with all of the regulations set forth in this Administrative Order.
3. City Business. City vehicles shall be used only in the performance of City
business. Employees authorized home storage or 24-hour assignment of City
vehicles shall not use the vehicle for personal use. However, employees may be
allowed to make incidental personal stops to and from work.
4. Non-City Employees. Use of City vehicles by persons other than City employees
must be authorized in advance by the Risk Manager, Utilities and Maintenance
Director and the appropriate department head.
5. Operatois License Required. All operators of City vehicles must have a valid
State of California Driveis License or Operatois Permit appropriate for the vehicle
being operated.
6. Lawful Operation. Vehicles shall be operated wirhin the limits prescr&ed by
law. Courteous and safe driving practices shall be used at all times.' Any employee
who receives a citation for a violation of the law while operating a City vehicle shall
be responsible for the payment of any fine or related charges. Employees shall
reporireceipt of moving violations or arrests arising out of the use of city vehicles
to their supervisor, who shall send the report to the department head. The
department head shall send a copy of the report to the Risk Manager and the
Utilities and Maintenance Department.
7. Accidents. Employees involved in accidents while operating City vehicles shall
notify the appropriate police department, complete the applicable accident report forms (located in the glove compartment of all City vehicles), make no admissions
of guilt or liability, and notify their department head, the Risk Manger and the
Utilities and Maintenance Director as soon as possible. Accident reporting practices
and procedures are contained in Administrative Order #6.
8. Misuse and Abuse of City Veliicles. Employees who have been involved in
numerous accidents or have repeatedly abused or misused City vehicles may be
excluded from using City vehicles. Such a determination will be made by the City
Manager after review and recommendation of the appropriate department head, the
Risk Manager and the Utilities .and Maintenance Director.
Administrative Order No. 3 Page 11
9. Vehide Senrice scheduler. Operators of City vehicles are responsible for
assuring that the vehicles are brought to the fleet maintenance facility on time for
scheduled maintenance. .. .
10. Reporting Damage or Defects. Operators of City vehicles are to report any
vehicle or equipment defects or damage to their immediate supervisor who is then
required to report such defects or damage to hisher department head. The
department head will then report to the Risk Manager and the Fleet Manager so
that the damage or defect may be corrected.
11. Unattended Vehicles. Vehicles left unattended at any place must be properly
parked, brakes set, adtomatic transmission in rhe Park setting or standard
transmission in gear, windows rolled up and doon locked.
ACITON This Administrative Order is effective immediately.
RAYMOND R PATCHETT
City Manager
EXHIBIT 4
June 1,2000
TO: FINANCE DEPARTMENT
FROM: Public Works ManagedGeneral Services
BUDGET QUESTIONS
As per your request, here are the answers to the following questions related to General Services
proposed budget for Fiscal-Year 2000-01.
1. Q. What is the cost of a patrol vehicle and what is the cost to outfit them?
A. General Services is requesting six (6) patrol vehicles that meet the City’s
replacement criteria at a total cost of $24,000 per vehicle. The breakdown of this cost is as
follows:
$22,800 (including tax) to purchase the vehicle
$ 1,200 to purchase outfitting equipment
$24,000
2. Q. What is Facilities Maintenance using a color laser printer for?
A. The colored laser printer will actually be used by all of the divisions in General
Services (Parks, Street Trees & Medians, Facilities and Fleet). In addition, the Street Division,
located at the Oak Facility, will also use this printer. The printer will be used to print colored
documents such as maps, diagrams, pictures, etc., that will be used in special reports, proposals
and/or presentations. Currently, staff will has to use the color printer at GIs or at Palomar
Reprographics. Unfortunately, in order to retrieve these colored documents, staffhas to drive to
Faraday or Palomar Reprographics (located at Palmer way adjacent to Daniels Cablevision) or
the documents are interoffice mailed, which is inefficient and time consuming.
3. Q. Who is the 4x4 compact pickup truck for?
A. This vehicle is part of the City’s vehicle replacement budget and it will be used by
the City’s Water Department.
If you have .my more questions, please do not hesitate to call Scott Carroll, of my staff (ext.
2992), or me at extension 2862.
DOUG DUNCANSON
EXHIBIT 5
June 2,2000
TO: MAYOR AND CITY COUNCIL
FROM. Library Director
RESPONSE TO COUNCIL INQUIRIES ABOUT SUNDAY HOURS
Currently, Chula Vista Public Library, Coronado Public Library, fifteen branches of
the San Diego Public Library and the Poway, Fallbrook, Ramona, Del Mar and
Lakeside branches of the San Diego County Library are open on Sunday. All of
these libraries are open from 1:00 PM until 5:OO PM on Sunday.
In addition, San Diego County Library branches in El Cajon, Vista and Rancho
Santa Fe will be open on Sunday beginning October 2000.and the branches in
Encinitas and Rancho San Diego are scheduled for Sunday hours in FY 2002.
CLIFF LANGE
EXHIBIT 6
June 2,2000
To: City Council
From: Fire Division Chief, Emergency Operations
PURCHASING OF REPLACEMENT AMBULANCES
The fire department and fleet maintenance staffs are proposing the purchase of three
replacement ambulances in accordance with Administrative Order #3. We have been
asked to respond to a question concerning why we are not spreading the purchase of these
ambulances over more than one year. Since one of the replacement criterions is mileage,
the underlying and more operative question is why have all three units reached the
mileage threshold at about the same time (i.e. why don’t we stagger the usage of the three
units?).
The fire department operates three ambulances, two in front line service and one in
reserve status. Our service delivery goal is to have two fully operational units in service
at all times, thus the need for at least one reserve unit.
We have found it to be beneficial to periodically rotate the units bm fiont line service
to for the,purpose of trying to even out the mileage among the three units. We feel this is
beneficial ffom several perspectives:
Makes best use of the warranty period on new vehicles. If a new vehicle is
kept in reserve stam to keep down the mileage, much of the warranty period can
be used up while the vehicle is essentially not being used.
time enables us to standardize the design of the unit.
the initial cost per unit down. Outfitting costs can be similarly reduced.
0 Promotes equipment standardization. Purchasing multiple units at the same
Saves money. Usually, purchasing vehicles in quantities of more than one brings
The option to spreading a given number of miles driven over three units is to spread the
same number of miles over two units, resulting in the two units reaching the threshold
mileage for replacement in a shorter period of time. We cannot see the benefit of using
this option. It doesn’t result in any money savings that we can identify.
Lastly, we do not plan to replace the ambulances only because they meet the mileage
criteria. We will work with fleet maintenance to analyze the condition of the units, look
at the maintenance records and identify any potential major repairs within the next year.
Based upon this analysis, the delivery time for a new units and the annual usage, we will
determine whether purchasing one or more units is justified.
Brian Watson
June 23,2000
TO: MAYOR AND COUNCIL MEMBERS -
VIA: City MGa&
FROM: Finance Director
CITIZEN WORKSHOP INPUT AND INFORMATION REQUESTS ON THE 2000-01 BUDGET
Since the Council workshop there has been several requests made for additional information.
In addition, staff held two Citizen’s Budget Workshops. The attached documents were
assembled based on these requests and include the following:
Exhibit Description
No.
1 Summary of comments from Citizens Budget workshops.
2
Bus Bench Issue Statement 3
Fire Truck replacement
Dog Park Budget - the $36,000 budgeted in the CIP for the dog park is for construction. That
includes a curb cut, decomposed granite parking lot, minimal perimeter landscaping, water
meter, dog drinking fountain and fencing. The design will be done in-house
Dove Library Costs - The original budget for the library back in 1990 was $11.5 million for
construction costs. This does not include the land cost of approximately $2.5 million. Total
costs to date are about $19 million which includes the land cost, and $200,000 for books.
If you have any other questions regarding the 2000-01 budgets, please feel free to call me.
LISA HILDABRAND
Attachments
EXHIBIT 1
CITIZENS'S BUDGET WORKSHOPS
The following comments were received at the workshop held on June 14 at the Dove
library. There were approximately 16 people who attended this workshop.
1. Can the City add a CIP project to install landscaping and irrigation in
the Alga Road Median from El Camino Real to Alicante?
Response: The City has a median upgrade project in the CIP from Alicante to El
Fuerte, but nothing that addresses this section of the road. Staff had identified
this as a developer responsibility of Villages of La Costa North.
2. What are the future plans for Pine School? Northwest quadrant
projects seem to be given lower priority than others. Would like to see
Pine School done sooner.
An interim plan for Pine School is going to Council via a staff report soon. The
ultimate improvements are in the CIP and possible amenities and timing were
reported as part of the presentation.
3. Is the Trail System on the City's priority list?
Funding of the trail system is not in the CIP, however, the City is requiring
developers to build segments of the trail within their developments - or requiring them to reserve easements for future trails. In addition, a city team wiil be
working on this in the upcoming year.
4. When will the golf course be completed?
Construction will begin once permits are obtained. Timing is unknown - but the
City hopes to begin construction in the 2000-2001 fiscal year,
5. What is being done about the pedestrian safety issue along Carlsbad
Boulevard adjacent to Buena Vista Lagoon? When are the guardrails being installed? She would like to see the project moved up and believes this
is a dangerous situation.
The City is currently collecting information and staff will be preparing a report.
The proposed UP includes $105,000 for this purpose.
6. When is the City installing bike trails around the lagoons and across the rail corridor?
There is no money in the budget for the bike trails along the lagoons. The
Coastal Rail Trail project will extend along the railroad tracks, and staff will
consider the issue of lateral crossings with the trail plan.
7. How much does the Stay and Play cost for the other sites (Buena
Vista/Jefferson)?
The cost is $29,000 per site.
8. Can the City separate the Faraday and Melrose road projects into two
projects and move up the Melrose piece up in time?
Council and Staff have recommended keeping the projects together because
opening Melrose without Faraday could create traffic failures on Palomar Airport
Road. In addition, the City is working on a combined financial plan for both
roads so costs can be shared more equitably.
The second workshop held at 5pm at the Faraday building was attended by about 15
people. The following questions/comments were received:
1. What is the funding for the golf course?
Lisa Hildabrand explained the funding.
2. Many questions were asked surrounding advancing construction of the
pool.
Issues:
How many sites are being considered?
What is the timing?
Who is preparing the report?
How can citizens get input into the report?
When will the report be done?
Will staff make a recommendation in the report?
What is the criteria staff will use?
When will the report be available for public review?
What are the costs?
When will we have a concept plan for the pool?
Staff explained that a report is being prepared by staff, which outlines
alternatives. A major issue is growth management and what the trade offs
would be if the pool is moved up. Staff indicated that the needs of the
citizen group were understood, and additional input was not needed to
complete the report. The citizens were encouraged to voice their concerns
when the report was brought to council. The citizen group was frustrated
with the length to get a pool constructed and why this wasn't a higher
priority. Staff agreed that projects sometimes take a very long time.
Previous city surveys did not show that a pool was of high priority to most
citizens in relation to other needs.
3. Why is there a barricade at the Oceanside border or College
Boulevard?
Opening up the barricade will add traffic, which would fail the ECWamarack
intersection - and would place an additional traffic burden on Tamarack west of
ECR. Opening will occur once College is extended to ECR or the College/Cannon
connection is made to ECR. This is expected to occur in about 2 year,
depending on development.
4. When will we build the Fire Station at Calavera Hills? There is a sign
there that says (Future Fire Station) which gives the impression that it will be
constructed soon. Can we change the sign to include the date on anticipated
construction?
The existing station meets current growth management standards. There are
plans to relocate the station on Chestnut Avenue once there is a growth
management need to do so - the relocation is shown in the CIP in years 6-10.
Staff is researching whether to take the sign down until a construction date is
known.
Summary
The attendance at these workshops was more that we have had in past years. Although
some people came with a single issue in mind, they learned about other aspects of the
budget.
EXHIBIT 2
June 20,2000
TO : DOUG DUNCANSON, PUBLIC WORKS MANAGER
FROM : Gary Jenner, Fleet Maintenance Supervisor
FIRE TRUCK REPLACEMENT
Ere truck F316 is scheduled for replacement this fiscal year 99/00. This unit is a 1987 Beck, built
on a Ford C-8000 chassis. The current mileage is 109,200. The replacement criteria for fire trucks
as stated in Administrative Order No. 3 is 15 years or 110,000 miles (which will be met in the near
future). Between the years 1989 through 1999, the maintenance costs have been $67,500.
This truck was built on a medium duty commercial delivery truck chassis. The small displacement
low horsepower medium diesel engine limit this truck's availability to only specific stations.
The water storage tank on F316 is leaking. Because of the additives in the water to assist in
fire fighting this leak'has caused the undercarriage of the truck to corrode. The water tank and
under carriage components (rear springs, u-joints and brake chambers) need to be replaced. This
work has not been done, since the truck was scheduled for replacement. Since Beck is no longer
in business, the water tank would have to be custom made.
There is one fire truck budgeted in the 2000-01 budget. Although there are a couple of existing fire
trucks that meet the criteria for replacement in the next year, staff will be evaluating the maintenance
records to determine which one will be replaced next year.
Fire trucks are not used in the same manner as other types of heavy duty fleet trucks. They sit in
the station until a call comes through. Cold starts, heavy acceleration, heavy braking and long
idling periods lead to higher wear on engine components. Heavy braking, crossing curbs and
going off-road leads to cabs and bodies cracking and corroding. The frames flex and become
brittle and break in high stress areas such as spring hangar mounts and cross members.
Suspension components become fatigued from carrying a constant load. The fire pumps and
accessories are cast iron and wear due to the action of the water flowing through them. The more
sophisticated electrical and pneumatic systems break down over the years of extreme use.
GARY JENNER
GWJ:sw
EXHIBIT 3
Funding for Bus Benches
Backqround
At the City Council meeting of June 6, 2000, a citizen addressed the City Council under
the Public Comment agenda item and requested that the City of Carlsbad install 40 bus
benches at bus stop locations having high boardings. The City Council directed staff to
explore with the North County Transit District the possibility of a 50150 cost sharing of
the bus benches.
The City of Carlsbad does not routinely provide bus benches at the bus stops located in
Carlsbad. Over the years the City has on occasion, however, installed a bench at
several locations.
Bus benches are an amenity to help the transit user (bus rider) have a more pleasant
experience when using transit. Many transit users are elderly, disabled, or otherwise
have a health condition that makes standing and waiting for the bus difficult. The North
County Transit District, at their Board of Directors work session on January 29, 2000
recognized the need to "develop a strategyiplan regarding improved bus stop amenities
(i.e.. shelters, benches, etc." and they placed this issue in priority category 3, which is
"other areas for organizational focus".
NCTD Executive Director Martin C. Minkoff in his letter of June 15, 2000 to
Public Works.Director Lloyd Hubbs (copy attached) indicated that the District is reluctant
to participate at this time in a joint-purchase program of benches that benefits only one
city.
&
Should the City of Carlsbad provide amenities (bus benches) for transit users at bus
stop locations established by NCTD in coordination with the City?
Request
Install 40 bus benches at a purchase, shipping, and handling cost of about $12,000.
Installation costs by City forces would be approximately $5,200.
Council Options
1. Wait for NCTD to complete their FAST FORWARD planning effort to determine
future needs and direct staff to collaborate with NCTD on a cost-sharing program
for bus benches at that time.
2. Budget the City of Carlsbad pro rata share of $6,000 for 40 bus benches as well
as the $5,200 for installation by city forces and then negotiate with NCTD for
them to obligate their $6,000 share into their budget.
3. Provide funding of $12,000 in the 2000-01 budget for the benches plus an
additional $5,200 for installation by City forces.
June 15,2000
.L' NCTD
hk. Lloyd B. Hubbs, P.E.
Public Works Director
City of Carlsbad
1635 Faraday Avenue
Carlsbad, CA 92008-73 14
RE: Bus Benches in Public Right-of-way
Dear Mr. Hubbs,
RECEnrED
Thank you for your letter of June 12 regarding the possibility of a joint City-NCTD purchase of
benches for bus stops in the City of Carlsbad. NCTD sincerely appreciates the City's offer to
participate in improvement of bus stops serving Carlsbad residents.
As you know, NCTD is currently engaged in a major study (FASTFORWXRD) to determine
what the District's service needs and structure should look like in the next ten years. As part of
thrd study, an evaluation of capital and facility needs, including bus stops, will be conducted.
We are awaiting the completion of the capital needs component of the study in order to identify
and adopt placement and design standards for benches and other bus stop amenities, as well as
maintenance requirements and suggested levels of participation by each jurisdiction. FAST
FORWARD is.scheduled to be completed by December, 2000.
Because these placement and design standards have not yet been identified or adopted, the
District is reluctant to participate in a joint-purchase program benefiting only one city at this
time. We are well aware of the need for improved bus stop amenities, and have identified this
issue as a priority for District action. We would encourage the City to budget for the proposed
benches at a level the City feels acceptable, with the assurance that the program NCTD
ultimately adopts will complement your program as well as that of the other cities which have
already installed benches.
Thank you again for the City's interest in making this public improvement.
Sincerely,
Executive Director W
cc: NCTD Board Members
Ray Patchett, City Manager
Karen King, Director of Development and Communications
Thomas Lichterman, Director of Transportation Services
RICIURD CRlSPEEN
23'18 Terrazs Ribera
Carlsbad, California 92009
760 431 848.i email: misuen@imchell.net
City of Carlshad
City Council
1200 Carlsbad Village Drive
Carlshad. California
Re: Center Divider on Alga Road, between El Camino Real and Alicante
Dear Council Mem-
I was recently appointed to the position of President of the Alga Hills Homeowners Association. The Alga
Hills community consists of 240 homes. Access to the development 6om El Camino Real is via Alga Road
and Alicante.
As you know, Alga Road is heavily traveled and trees are planted on the center divider all the way to
A number of residents have mplained over the years about the condition of the referenced center divider.
Melrose, with the exceDtion of the referenced two-block area which is dirt only!
It is our understanding that this two-block long center divider was installed in 1985 and that the
construction timeline is several years away.
landscaping is linked to a proposed development north of Alga Road. We have been informed that the
The landscaping of this area is long overdue and the Alga Hills Homeowners Association, on behalf of its
members, respectfully requests !hat you take the necessary steps to expedite this project.
Sincerely,
'Richard Crispen
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PROOF OF PUBLICATION
(2010 & 2011 C.C.P.)
STATE OF CALIFORNIA County of San Diego
I am a citizen of the United States and a resident
of the County aforesaid: I am over the age of
eighteen years and not a party to or interested in
the above-entitled matter. I am the principal clerk
of the printer of
This space is for the County Clerk's Filing Stamp
North County Times
formerly known as the Blade-Citizen and The Proof of Publication of
Times-Advocate and which newspapers have
been adjudged newspapers of general Notice of public H=arir.g
circulation by the Superior Court of the County of
San Diego, State of California, for the cities of Escondido, Oceanside, Carlsbad, Solana Beach 1 and San Dieao Countv: that the notice of which .r the annexed"is a priited copy (set in type not smaller than nonpareil), has been published in each regular and entire issue of said newspaper
and not in any supplement thereof on the following dates, to-wit:
Jw.e 10, 17, 2000
I certify (or declare) under penalty of perjury thai
the foregoing is true and correct.
Dated at
this
of
sar. Marcos , California
19th day
Jur.e, 2000
NOTICE OF PU HEARING CITY OF CARLSBAD
THIS PUBLIC HEARING. ORlG INALLY SCHEDULED FOR JUNE
20.2000, HAS BEEN RESCHEDULED FOR JUNE 27,2000
The City of Carlsbad will hold a public hearing on Tuesday, June
27, 2000 at 6:OO p.m. in the Council Chambers of City Hall, 1200
Carlsbad Village Drive, Carlsbad, California, to discuss the 2000-01
Operating Budget and the 2000-01 to Buildout Capital Improvement
Program Budget. This budget includes an appropriation of the 1999-
00 AB 3229 funds in the amount of $176,960 to be used to fund the
police year round bicycle patrol program. Also included will be
discussion on the Carlsbad Municipal Water District Operating and
Capital Improvement Program Budgets as well as discussion on
behalf of the Housing and Redevelopment Board regarding the
City development fees and general fees and the Appropriation
Redevelopment Budgets. The City Council will also discuss selected
Limitation for fiscal year 2000-01.
their views and comments to the City Council.
Interested parties are invited to attend this meeting and present
City Clerks Office, 1200 Carlsbad Village Drive, or the two libraries:
Copies of the budget are available for public inspection at the
Cole Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove
Library, 1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa
Hildabrand of the Finance Department, 1635 Faraday Avenue,
Carlsbad. 602-2430.
Legal 67339. June 10,17,2000
NORTH COUNTY TIMES
Legal Advertising
NOTICE OF PUBLIC HEARING
CITY OF CARLSBAD
THIS PUBLIC HEARING. ORIGINALLY SCHEDULED FOR JUNE 20,2000, HAS
BEEN RESCHEDULED FOR JUNE 27,2000
The City of Carlsbad will hold a public hearing on Tuesday, June 27, 2000 at
6:OO p.m. in the Council Chambers of City Hall, 1200 Carlsbad Village Drive, Carlsbad,
California, to discuss the 2000-01 Operating Budget and the 2000-01 to Buildout
Capital Improvement Program Budget. This budget includes an appropriation of the
1999-00 AB 3229 funds in the amount of $176,960 to be used to fund the police year
round bicycle patrol program. Also included will be discussion on the Carlsbad
Municipal Water District Operating and Capital Improvement Program Budgets as well
as discussion on behalf of the Housing and Redevelopment Board regarding the
Redevelopment Budgets. The City Council will also discuss selected City development
fees and general fees and the Appropriation Limitation for fiscal year 2000-01.
Interested parties are invited to attend this meeting and present their views and
comments to the City Council.
Copies of the budget are available for public inspection at the City Clerks Office,
1200 Carlsbad Village Drive, or the two libraries: Cole Library, 1250 Carlsbad Village
Drive, Carlsbad, and Dove Library, 1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Hildabrand of the
Finance Department, 1635 Faraday Avenue, Carlsbad, 602-2430.
PUBLISHED: June 10 and 17.2000
PROOF OF PUBLILATION
(2010 & 2011 C.C.P.)
STATE OF CALIFORNIA
County of San Diego
I am a citizen of the United States and a resident
of the County aforesaid: I am over the age of
eighteen years and not a party to or interested in
the above-entitled matter. I am the principal clerk
of the printer of
North County Times
formerly known as the Blade-Citizen and The
Times-Advocate and which newspapers have
been adjudged newspapers of general
circulation by the Superior Court of the County of
San Diego, State of California, for the cities of
Escondido, Oceanside, Carlsbad, Solana Beach
and San Diego County; that the notice of which
the annexed is a printed copy (set in type not
smaller than nonpareil), has been published in
each regular and entire issue of said newspaper
and not in any supplement thereof on the
following dates, to-wit:
Jure 4, 2000
I certify (or declare) under penalty of perjury that
the foregoing is true and correct.
Dated at shr. “cos , California
this 5th
day JW.c, 2000
of
This space is tw the County Clerk’s Filing Stamp
RECEIVED JUN 13
Proof of Publication of
Notice of Public Hearkg
NOTICE OF PU
HEARING CITY OF
CARLSBAD
The City of Carlsbad will hold a public hearing on Tuesday, June 20,
2000 at 6:OO p.m. in the Council Chambers of City Hall, 1200
Carlsbad Village Drive, Carlsbad, California, to discuss the 2000-01
Operating Budget and the 2000-01 to Buildout Capital Improvement
00 AB 3229 funds in the amount of $176,960 to be used to fund the
Program Budget. This budget includes an appropriation of the 1999-
police year round bicycle patrol program. Also included will be
discussion on the Carlsbad Municipal Water District Operating and Capital Improvement Program Budgets as well as discussion on
behalf of the Housing and Redevelopment Board regarding the
Redevelopment Budgets. The City Council will also discuss selected
City development fees and general fees and the Appropriation
Limitation for fiscal year 2000-01.
interested patties are invited to attend this meeting and present their
views and comments to the City Council.
Copies of the budget are available for public inspection at the City Clerks Office, 1200 Carlsbad Village Drive, or the two libraries: Cole
Library, 1250 Carlsbad Village Drive, Carlsbad, and Dove Library,
1775 Dove Lane, Carlsbad.
Written and telephone inquiries may be directed to Lisa Hildabrand of the Finance Department, 1635 Faraday Avenue, Carlsbad, 602-
2430.
Legal 67239. June 4,2000
NORTH COUNTY TIMES
Legal Advertising
CITY OF CARLSBAD
California
Preliminary
OPERATING BUDGET
&
CAPITAL IMPROVEMENT
PROGRAM
FY 2000 - 2u01
\
City of Carlsbad
Preliminary
2000-01 Operating Budget and
Capital Improvement Program
Mayor
Claude "Buddy" Lewis
City Council
Ramona Finnila
Matt Hall
Ann Kulchin
Julie Nygaard
City Marraaer
Raymond R. Patchett
Administrative Services Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
CITY OF CARLSBAD. CALIFORNIA
TABLE OF CONTENTS
2000-01 BUDGET
Council's Five-Year Vision Statements ............................................................................... i
Organlzatlon Chart ii
OPERATING BUDGET
Overview ............................................................................................................................. 1
Projected Fund Balances .................................................................................................. 14
Revenue Estimates ........................................................................................................... 16
Expenditure Schedule ............................................................. ......................................... 23
Personnel Allocations ..................................................................................................... 26A
Proaram Summaries
.. ..............................................................................................................
Policy 8 Leadership Group
City Council .................................................................................................................. 28
City Clerk ..................................................................................................................... 29
City Treasurer .............................................................................................................. 31
City Manager .................................................................. ; ............................................ 33
Public Information ........................................................................................................ 35
City Attorney ..................................................................................... i .......................... 36
Administrative Services
Administrative Services Administration ........................................................................ 38
Finance ........................................................................................................................ 39
Purchasing ................................................................................................................... 42
Human Resources ........................................................................................................ Recods Management .................................................................................................. 46
Worker's Compensation ............................................................................................... 48
Risk Management ........................................................................................................ 49
Health Insurance ............................................ ; ............................................................. 50
Information Systems .................................................................................................... 51
Miscellaneous Non-Departmental ................................................................................ 53
Public.Safetv
Public Safety Summary ................................................................................................ 55
Police Department Summary ....................................................................................... 56
Administration .............................................................................................................. 59
Field Operations ........................................................................................................... 60
Volunteer Program 62 Traffic 61
Reserve Officer Program ............................................................................................. 63
Canine ......................................................................................................................... 64 Lagoon Patrol ............................................................................................................... 65
Investigations ............................................................................................................... 66
Vice/Narcotics .............................................................................................................. 67
Juvenile Diversion ........................................................................................................ 68 Property 8 Evidence .................................................................................................... 69
Policy 8 Leadership Group Summary .......................................................................... 27
Administrative Services Summary ............................................................................... 37
........................................................................................................................... ......................................................................................................
TABLE OF CONTENTS
Paae Two
Public Safety (continued) ............................................................................................................
................................................................................................................... Task Force 71
Family Services 70
support Operations ...................................................................................................... 72
D.A.R.E ........................................................................................................................ 73
Crime prevention ..................................... : .................................................................... 74
police School Resource Officers ............................. ; .................................................... 75
Communications Center ............................................................................................... 76
Police Records ............................................................................................................. 77
Various Asset Forfeiture ............................................................................................... 78
Bicycle Patrol .............................................................................................................. 79
Fire Department Summary ........................................................................................... 80
Administration .............................................................................................................. 82
Emergency Operations ................................................................................................ 83
Weed Abatement 85 Fire Prevention 84
Disaster Preparedness ..... : ........................................................................................... 86
.............................................................................................................
.........................................................................................................
Community DeveloDment
Community Development Summary ............................................................................. 87 .. Admlnlstration ... : .......................................................................................................... 88
Land Use Planning ...................................................................................................... 90
Geographical Information System ................................................................................ 92
Economic Development ............................................................................................... 93
Housing 8, Redevelopment Summary 95
Building Inspection 94 .......................................................................................................
..........................................................................
Redevelopment Operations ......................................................................................... 96
Low/Moderate Income Housing .................................................................................... 98
Housing . Rental Assistance ........................................................................................ 99
Affordable Housing .................................................................................................... 100
Community Development Block Grant ....................................................................... 102
Community Services
Community Services Summary .................................................................................. 103
Library Summary ........................................................................................................ 104 Georgina Cole Library ................................................................................................ 105
Dove Library .............................................................................................................. 106
GenealogylLocal History ............................................................................................ 108
Centro de lnformaclon 109
Technical Services ..................................................................................................... 110
Collection Development & Acquisitions ...................................................................... 111
Media Services ........................................................................................................... 112
Adult Learning Program ............................................................................................. 113
.. ...............................................................................................
.
TABLE OF CONTENTS
Paqe Three
Communitv Services (continuedl Cultural Arts Summary ............................................................................................... 114 Arts Office .................................................................................................................. 115
Arts Special Events 118 Sister City 117
Recreation Summary ................................................................................................. 119
Park and Recreation Management ............................................................................. 121
Recreation Fee Supported ......................................................................................... 123
Recreation -Aquatics ................................................................................................. 125
Recreation - Agua Hedionda Lagoon ......................................................................... 127
Recreation Operations ............................................................................................... 128
..................................................................................................................
....................................................................................................
Senior Programs ........................................................................................................ 130
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Public Works Public Works Summary .............................................................................................. 133 .. public Works Admlnlstration ....................................................................................... 134
Engineering ................................................................................................................ 135
General Services Summary ....................................................................................... 139
Park Maintenance ...................................................................................................... 140
Facllltles Maintenance ................................................................................................ 143
Median Maintenance .................................................................................................. 146
Vehicle Replacement ................................................................................................. 149
Carlsbad Golf Course ................................................................................................. 150
Maintenance & Operations Summary ........................................................................ 151
Street Maintenance ..................................................................... : .............................. 153
Traffic Signal Maintenance ......................................................................................... 155
Street Lighting ............................................................................................................ 157
Buena Vista Channel Maintenance ............................................................................ 158
Water Operations ....................................................................................................... 159
Wastewater Operations .............................................................................................. 161
Solid Waste ................................................................................................................ 163
...
Street Tree Maintenance ............................................................................................ 145
Vehicle Maintenance .................................................................................................. 147
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................... 165 Projected Fund Balances ................................................................................................ 175
Revenue Estimates ......................................................................................................... 177
Current & Future (1999-00 to Buildout) Projects 179
Budget Expenditure Schedule 178
Analysis of Available Balances ........................................................................................ 187
APPENDICES
Planned Capital Outlay Requests ................................................................................... 195
Conference Travel Requests .......................................................................................... 198
Glossary ......................................................................................................................... 203
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i *, . .e,_ .. :*.-... .
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Carlsbad City Council
2000
FIVE-YEAR VISION STATEMENTS
.:.
City Council continues to clarify and pursue the
vision of Carlsbad that reflects the pride and
quality of life for all who live, work, and play here.
Carlsbad’s.. .
1. Diverse and healthy economic base provides opportunities for employment to the ’
residents of Carlsbad, economic vitality to the community, and the necessary revenues to
support City services.
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
Carlsbad.
3. Leadership role in local and regional planning issues actively involves confkonting
governmental issues at the local, state and national levels.
4. Operates an open government for the betterment of the community in a non-partisan
manner while encouraging active citizen participation and involvement with the City
Council, and the City’s Boards and Commissions.
And Carlsbad Efficiently and Effectively. . .
5. Delivers top-quality public services.
6. Manages environmental concerns proactively, including:
0 open space
0 water quality/conservation
0 beach erosion
0 air quality
0 resource conservation and waste reduction
0 wildlife habitats
7. Has a safe and efficient integrated transportation system.
8. Maintains Citywide “small town” community spirit.
9. Has a community where continuous and life-long learning are supported and embraced
for people of all ages.
i
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I"
OPERATING BUDGET
2000-01 PROPOSED OPERATING ‘BUDGET
OVERVIEW
Carlsbad is a full-service City providing the following services to its citizens and customers:
Police department Development services
Fire department including paramedic services Street construction and maintenance
Water delivery system Library and arts programs
Sewer system Recreation programming for all ages
Solid waste services Park lands
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. The Council has worked closely with the schoois in the past and staff continues to
meet with them on a regular basis.
The recommended operating budget for fiscal year 2000-01 totals $1 16.6 million with ievenues
for the year estimated at $122.6 million. General fund revenues are estimated at $74.3 million
and budgeted expenditures are $71.5 million.
Budget Process
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
City of Carlsbad
2000 Strategic Goals
Ensure the effective and efficient delivery of top-
quality services to our Community.
Develop and implement proactive strategies to
ensure the financial health of the Community and
the City.
Integrate a comprehensive, efficient
transportation system with “quality-of-life”
centered land use decisions.
Enhance educational opportunities for all
segments of the Community.
operational goals are the basis for the development of the operating budget.
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 that 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.
Economic Profile
The past few years have been exciting for Carlsbad. Economic prosperity has returned to the
community after the long and painful recession of the early 1990's. The 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.
The City issued over
2,000 residential building Residential Permits issued
permits in fiscal year 2500
1999 and expects to
issue over 1,500 this 2000
year. Although this fast
pace is expected to level
out next year, the 1000
projections still show a
healthy pace of
development over the
next five years. 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
Estimates show that the
City's residential housing stock is about 75% built out with approximately 13,000 housing units
expected to develop over the next 20 years. .In addition to the increase in our housing stock,
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. The Carlsbad Company Stores, a specialty
outlet center opened in late 1997 with approximately 45 shops, has since expanded to well over
60 shops and restaurants that contribute over $700,000 annually to the City's sales tax receipts.
Legoland, a family theme park located in Carlsbad, is also planning to expand in the near
future. Legoland contributes to the City's sales tax base as well as stimulating the development
of new hotels in the area. The increased tourism is expected to produce a 13% increase in the
transient occupancy taxes for fiscal year 2000, the highest level ever received by the City.
The leading indicators for the San Diego region, as published by the University of San Diego
School of Business Administration, foresee continued strong growth in the local economy well
into the second half of the year 2000. The City's revenue projections reflect continued
consumer confidence, slightly increasing housing prices, and continued strong development,
but at a more moderate rate than in the past two years. We have also projected additional
increases in sales tax due to the expansion of the Carlsbad Company Stores and other
restaurants and retail sites within the City. Transient occupancy taxes should also outpace the
region due to two new hotels expected to open within the next year. All of these together
contribute to a vigorous local economy that will provide the funds to support the increased
demands for City services.
1500
500
0
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 1999-
00 as well as those estimated for 2000-01.
2
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED
7.4%
-20.0% -0.5 2.0 2.5 REDEVELOPMENT
5.5%
INTERNAL SERVICE
8.7%
ENTERPRISE
7.1%
10.4 SPECIAL REVENUE
69.4
CHANGE DIFFERENCE 2000-01 1999-00 FUND
GENERAL FUND
PERCENT ESTIMATED
$74.3
11.3
4.9
24.8 23.5
0.9
0.7 10.2 9.5
1.3
TOTAL 6.3% 7.3 122.6 115.3
Revenue estimates for the operating budget indicate that the City will receive a total of $122.6
million, a $7.4 million increase over the current year projections. The majority of the increase is
in the General fund and Enterprise funds due to the hearty economy and new construction
throughout the City. These and other funds will be discussed in more detail below.
General Fund
General fund revenues provide a representative picture of the local economy. These revenues
are of particular interest .as they fund basic City services such as police, fire, library, 'street and
park maintenance and recreation programs. The table below shows a summarized outlook for
the major General fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
REVENUE TYPE
PERCENT
PROPERTY TAX
SALES TAX
20.3
TRANSIENT OCCUPANCY TAX
20.5
20.1% 3.4
7.1% 4.9 74.3 69.4 TOTAL
-2.6%
-10.6%
-0.4
-0.7
15.0
5.9 6.6
15.4 ALL OTHER REVENUE
5.6% 0.2
DEVELOPMENT RELATED REV.
3.8
11.4%
3.6
0.9 8.8 7.9
VEHICLE LICENSE FEES
7.9% 1.5
PROJECTED ESTIMATED
1999-00 2000-01
19.0
16.9
CHANGE DIFFERENCE
This year it is expected that property taxes will grow to $20.3 million, just slightly less than the
projected sales taxes. Not too many years ago, property taxes were the primary source of
revenue to the City's general fund. However, as the City developed and more commercial
development occurred, the growth in the sales tax base greatly outpaced the growth,of property
taxes, due in large part to Proposition 13.
$25 7
~ ~ +Property Tax !
+Sales Tax
1992 1994 1996 I998 2000
,,,
3
proposition 13, adopted by the State in 1978, limits the growth in assessed values (and thus
property taxes) to no more than 2% per year. The value upon which the tax is based is only
increased to the full market value upon the sale of the property. Thus, Property taxes tend to
grow slowly unless there is a significant amount of resale activity. One other significant event
that held back property tax growth occurred during the recession in the early 1990’s. The State
of California took approximately $2.5 million of Carlsbad property taxes in order to backfill its
loss of revenue during the tough economic times. So far, the State has not returned these
funds to Carlsbad or any other city.
In more recent years, we have seen robust growth in’property taxes due to new developments
and the large number of resales within the City, spurring revaluation of the parcels. The sale of
the Encina power plant, located along the shore in Carlsbad. is another factor contributing to
the significant jump in property taxes in the upcoming year. With the deregulation of the power
industry, San Diego Gas and Electric sold the electrical generating plant to Cabrillo Power in
March 2000. Since the plant was previously considered Public Utility property, it was assessed
a unitary tax of which the City received a very small share. Now that it is privately owned, it will
be locally assessed and taxed giving the City an estimated $250,000 more in property taxes.
The final assessed value for the plant has not yet been determined, so the amount of taxes the
City eventually receives may vary from the estimate.
Sales taxes are expected to total $20.5 million for 2000-01, an increase of 7.9%, or $1.5
million, over the 1999-00 projections. These projections assume a base increase of 5.2% plus
additional amounts for new retail sites locating to the City. The City’s sales tax base is heavily
dependent on new car sales. Thirty-one percent of the sales taxes received come from this
source. New car sales throughout California have been very strong during the past several
years. The projections assume that this trend will continue although at a slightly slower pace.
The expansion of Carlsbad Company Stores, an upscale outlet mall, as well as other new
restaurants and smaller retail sites, are also expected to help keep Carlsbad’s sales tax growth
strong in the upcoming year.
Sales tax estimates also include approximately $500,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the % cent increase in
California sales taxes be deposited to State and Local public safety trust funds and allocated to
local agencies to fund public safety services,
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $8.8 million for 2000-01; an increase of 11.4% over 1999-
00 estimates. The robust economy and increasing levels of personal income
have boosted tourism in Carlsbad, as in most of California. These projections
reflect an increase of 5% in the total taxes received from our current hotels
with additional amounts added for two new hotels expected to open in 2000-
2001. The addition of these two new facilities will bring the total rooms available in Carlsbad to
over 3,100.
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles on all
registered vehicles in the State of California. They are divided among cities and counties and
disbursed to cities mainly on the basis of population. In the past years, the State gave a tax cut
to the citizens of California by reducing the VLF rate from 2% to 1.65%. This rate is expected
to be further reduced if the California economy remains strong. At this time, the State is
reimbursing Local governments (including cities) for the loss of this revenue, so there is no
negative effect on the City’s revenue stream. However, if another recession was to occur, this
situation could change resulting in a loss of some or all of this revenue source. VLF collected
by’the City has risen in the past three years at the rate of about 10% per year climbing from
$2:9 million in fiscal year 1998 to an estimated $3.6 million in fiscal year 2000. Much of the
4
growth has been due to the increasing population in Carlsbad although total VLF collected by
the State has also been growing. The City's projected VL.F anticipates growth mainly due to
population increases.
Development-related revenues include planning, engineering and building
permits and fees paid by developers to cover the cost of reviewing and
monitoring development activities such as plan checks and inspections. These
activities happen months or years before any structures are actually built.
These revenues increased coming out of the recession as development in the City picked up
and housing demand grew. The City is continuing to issue a significant number of building
permits; however, the fees for planning and engineering services have dropped off. Based on
the Citywide growth projections shown in the Capital Improvement Program section of this
document, a 10% decrease in permits issued is expected for the 2000-01 fiscal year. This
indicates a decline in the pace of development to a more sustainable rate.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2000-01 totals $15
million, a slight decrease from fiscal year 1999-00. Franchise taxes are expected to bring in
$2.6 million for 2000-01, an increase of 4%. as a result of population increases, rate increases
and the sale of the Encina power plant. Business license taxes are closely tied to the health of
the economy and show an estimated 5% growth rate for 2000-01. A $500,000 drop in other
revenue offsets these increases. Other revenue in 1999-00 contained several unusual receipts
that are not expected in the next year.
Overall, the General fund revenues are expected to grow by 7% in the upcoming year, a slightly
lower rate than in the past three years. The past three years have seen revenue growth
between 9 and 13%. Much of this was due to the opening of new hotels and retail outlets,
which provided a large boost to the total revenue picture. Property taxes have also finally
caught back up to the market after the numerous reassessments in past years. For next year,
there are fewer new sources of revenue on the horizon resulting in a slightly lower rate of
growth.
Other Funds
Revenues from All Other
revenues are difficult to predict as many of the planning and engineering
Special ' Revenue
funds are expected
to total $11.3 million;
an increase of
$900,000 from 1999-
00. The types of
services supported
within Special
Revenue funds
include ' programs
funded by specific
revenue streams
such as grants
(Section 8 Housing Assistance,
fees and assessments (Housing 1
Infrastructure
Section 8 -
27%
Community Development Block Grants), donations, special
-rust fund, Maintenance Assessment districts).
Most of the increase in Special Revenue funds is due to a $1 million increase in the money
being set-aside for the Infrastructure Replacement fund. Council created this fund last year to
5
provide funding for the repair and replacement of the base infrastructure Of the City. This
includes everything from streets and sidewalks to public buildings. Our city is relatively new, SO
we have not yet experienced the significant costs of replacing Our infrastructure as it ages. We
are just beginning to see major repairs needed on some of our older roads. Staff is developing
a method by which the City will be able to calculate the appropriate amount of funding needed
each year for this program. Until an amount can be determined, it is recommended that the
program funding increase to $3 million. This is.equal to 4% of the General fund revenues. The
Infrastructure Replacement fund will give the Council .the financial ability to deal with the
significant expenses of replacing the City's base infrastructure, as needed.
Other significant changes occurred in the Citizen's Option for Public Safety (COPS). The COPS
grant provides supplemental funding for local law enforcement. This program requires annual
appropriations that usually occur in the middle of the fiscal year. For that reason, the revenues
for the next year of the program have not been shown. The grant has been used to fund two
bicycle patrol officers. There are sufficient revenues available from the current grants to
continue the program into 2000-01.
Enterprise fund revenues for 2000-01 are projected at $24.8 million; up 5.5% or approximately
$1.3 million. Enterprise funds are similar to a business in that rates are charged to support the
operations that 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 project increasing revenues for the upcoming year. The
increase is mainly due to population growth throughout the City. No change in the rate
structures is anticipated for next fiscal year.
Operating revenues to the Golf Course Enterprise fund of $600.000 represent the
proposed transfer of funds from the General fund to pay for maintenance of the
land for the future municipal golf course. More information about the golf course
can be found in the Capital Improvement Program in the last section of this
document.
Internal Service funds show estimated revenues of $10.3 million for 2000-01; an increase of
$800,000 or 8%, over 1999-00 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, thus
the rates charged for the services are based on the cost to provide the service. The goal of the
Internal Service funds is to match their budgeted expenses with charges to the departments
after allowing for a certain level of reserves within the fund. Explanations for the changes in
these funds can be found in the next section of this letter titled "Expenditures."
Redevelopment revenues are expected to total $2 million in the upcoming year. Property tax
increment is the main source of income to the redevelopment agency. During the recession of
the early 1990s. some properties were revalued causing the assessed values, and thus taxes,
to decline. Since then, growth in the assessed value has been relatively minor until this past
year. For 1999-00, assessed values in the redevelopment area increased by 10 percent.
Projections for next year show a 7% increase reflecting the continued recovery of value in this
area. Despite the property tax increases, total revenues to the Redevelopment funds are
time transfer from the General fund in 1999-00 of over $500,000 for the purchase of Tyler Court
expected to decline from 1999-00 levels by $500,000. The decrease is mainly due to a one-
Apartments, an affordable housing complex.
6
EXPENDITURES
Proposed City operating expenditures for 2000-01 total $116.6 million,
.- which represents a decrease of $4.5 million, or 3.7%, from the current
-. 1999-00 budget. In addition to a decrease of $2.7 million in transfers to
capital projects, and $3.5 million for the purchase .of the Tyler Court
Apartments in 1999-00, there are a number of changes within the programs
found in each of the funds. These will be discussed later in ‘this document.
Budgetary 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 1999-00, adjusted for approved salary increases and revised
charges from Internal Service funds.
Departments were also 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 the year 2000.
The proposed budget reflects several organizational and structural changes, which will continue
to contribute to the overall effectiveness of the organization.
With the opening of the new Faraday Center in January 2000, staff from utility
engineering and utility billing relocated to this facility from the water district facility.
Since they were no longer performing tasks solely related to water and sewer
operations, their budgets were absorbed by the Engineering and Finance departments.
The 2000-01 proposed budget for Finance and Engineering includes these transferred
utility costs. The costs are allocated to the water and sewer budgets in the form of a
charge back which is reflected in the 2000-01 budget.
The ‘Records Management Program was created in December, 1999. Salaries and
costs related to this program were transferred out of the City Clerk‘s budget. The
Clerk‘s budget now includes only the elected City Clerk salary and costs specifically
related to the Clerks duties.
A separate cost center for the Public Information Officer has been created and these
costs have been transferred from the City Manager’s budget to allow us to better identify
the specific costs associated with providing this type of service.
Budget Recommendations
Through the application of these guidelines and policies, the proposed 2000-01 operating
budget of $1 16.6 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 are the result of new facilities,
continued focus on public safety and technology, and enhancement of community services.
The 2000-01 operating budget proposes 15.25 new full and three-quarter time employees; an
increase of 3%. The net increase in hourly staff totals approximately 7.7 full-time equivalents
(FTE) with most of these going to operating the new library and maintaining service at the Cole
Library. These additions, along with a net decrease of two full-time employees during the 1999-
00 fiscal year due to reorganizations, will bring the total City workforce to 599.75 full and three-
7
quarter time employees and 143.28 hourly FTE. These and other changes are addressed in
more detail as follows.
New City Facilities
In January 2000, the City consolidated several of its offices into one building located on
Faraday Avenue. This building provides a single location in which to serve the community.
Staff from .the Public Works, Community Development and Administrative Services areas are
located at this facility. This has not only allowed us to provide better customer service, but it
has also made it easier for City staff to work together. With a new building come unanticipated
needs. One is in the area of storeroom operations. The storeroom is now the receiving point
for all departments located at Faraday, and the 'storeroom staff must spend more time
distributing received items throughout the building. The operating budget proposes the
conversion of a part-time storekeeper to full-time in order to meet this increased demand.
In the past, the Information Systems department has been able to share clerical staff with the
Clerk's Office (housed at City Hall). Over the last couple of years, the Information Systems
staff has grown from five to fourteen employees. Now with the department's relocation to
Faraday, additional clerical support has become critical. The operating budget proposes the
addition of an administrative secretary position in Information Systems to help meet this need.
With the opening of the new library and the Faraday facility this past year,
the total City building space has grown by over 130,000 square feet. As a
result, facilities maintenance has experienced a large increase in the
number of service requests and work orders. In order to keep up with the
maintenance of these new facilities and preserve their attractiveness, the
budget proposes the addition of two building maintenance workers and one
custodian. The custodian will work between Faraday and the two libraries
assisting on-site custodians in addressing minor maintenance problems, routine building
maintenance as well as assisting others in setting up rooms for City functions.
Public Safety
Public safety has always been a top Council priority. There are four new positions proposed in
the budget this year to continue Council's focus on public safety. These positions include two
new patrol officers, a vice narcotics investigator, police lieutenant, and a part-time juvenile
justice program assistant. As the population of our City continues to grow, the need to increase
the Public Safety staff is required to maintain the current level of safety services. The patrol
officers are needed as a result of the increase in population. The additional vice narcotics
investigator will allow the unit to address many of the vice functions that are now placed as a
low priority because of the higher priority narcotics cases. Even though case load has
increased, there has been no additional positions added to this unit since 1988. The police
lieutenant position is for the traffic and community services divisions. Traffic continues to be a
high priority and community services is a highly visible service. This position would allow better
management of these areas. The part-time juvenile justice program assistant would allow the
program coordinator to handle the increased demand for juvenile justice services.
Another new program recommended for the Police department is the Less-than-Lethal
Program. There is an increasing public expectation that officers have a
variety of options when faced with a situation where less-than-lethal tools
can be deployed. This program includes converting half of the current
shotguns in patrol vehicles to less-than-lethal beanbag shotguns. the
purchase of rifles to replace the shotguns that are being converted, and
one "webshot" gun (a gun that shoots a body-encompassing net) along
8
with the necessary cartridges. The addition of a variety of less-than-lethal tools can positively
impact the public trust and confidence in local government and provide an enhanced level of
service to the citizens. The cost of this program is $22,600, and will be paid using forfeited
funds received as a result of the department's narcotics enforcement efforts.
Community Services
The City's population is growing at about 5% per year. As the City continues to grow, the
makeup of the citizens is changing. Carlsbad is not a retirement community, as it was once
believed. We are now seeing an influx of families with children moving into the City, especially
in the southern part of the City, where most of the growth is occurring. This continued growth
puts an increased demand on community services.
Last year, the new library in the southern part of the City opened and the Cole Library in the
northern part of the City was remodeled. This next year will be the first full year of operations for
the two libraries. The Library's 2000-01 budget request includes an increase of one full-time
position and five part-time positions to meet the demand for services from the two libraries.
These positions were included in the original plan that went to Council in the 1997-98 budget.
In addition, the public continues to request Sunday hours for the libraries. In response to this
request, the 2000-01 budget includes 5.4 hourly full-time equivalents, so the City can offer
Sunday operating hours from 1:OOPM - 5:OOPM at both libraries.
Over the last three years, the Calavera. Stagecoach and
Harding Community Centers have experienced increases in
facility users. In order to keep up with this increase in demand, ~
part-time staff has been utilized. Two thirds of the recreation
staff are part-time. Due to their need for constant supervision,
the use of part-time personnel is not always as effective
because during the peak use times there is no full-time staff available to supervise these
employees. The budget proposes the addition of three full-time recreation specialist positions
to replace part-time positions and provide adequate coverage and supervision at each of the
community centers.
The proposed budget also includes additional full-time and part-time salaries for the Stay 'N'
Play, Kidz Camp and Youth Special Event Programs. Next year staff plans to offer the Stay 'N'
Play Program at Magnolia Elementary School and an additional week of Kidz Camp during the
summer. With the increase in these programs, the need for additional full-time staff is
necessary to provide adequate supervision. One recreation specialist position is included in the
preliminary budget for these Youth Special Event Programs.
In addition to the program areas in Recreation, the administration and park planning area is
also requesting some additional staff help including the conversion of part-time clerical help to a
full time position and a part-time park planning assistant. Turnover in the clerical position has
been enormous. Hiring a full-time position will create consistency and provide the
administrative secretary with assistance in meeting the increasing workloads of the department.
The park planning assistant will assist the park development coordinator in completing the
workload associated with the new park development projects required by the Growth
Management Plan.
Technology
The City continues to enhance its use of technology. This year's budget includes $20,000 for
software and consulting services that will enable citizens to access specific City data contained
in the Geographic Information System (GIS). Once developed, this will become part of the
City's web site.
9
Three engineering technicians using several hardware-intensive computer
programs perform the AutoCAD support provided by the Engineering
department. These programs not only interface with the GIS system, but will
also be used to develop the Maintenance Management Program. The '
current computers and plotter are several years old and are not optimized for
running the software and operating systems used by the City's GIS
department. The budget includes $67,050 to purchase four workstations, a plotter and the
related AutoCAD and ArcView software upgrades and licenses.
Staff would also like to continue to expand the opportunities for internships within the City in the
next fiscal year by adding an additional building intern. This program was created in last year's
budget and has proven to be very successful. The building intern is recruited from the City's
current employees. This position gives the building department additional staff, without adding
a permanent position, when the demand for department services is high. This program
provides a pool of trained individuals to fill vacancies as they occur. The internships are typically
for a six-month time period.
Other changes recommended in the operating budget include increasing the three-quarter time
office specialist position in the City Manager's Office to full-time, and $39,000 in funding for the
"Experience Carlsbad" employee orientation program.
Proposed Budget by Fund Type
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. 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)
__
PROJECTED' ESTIMATED
1999-00
8.6
23.5
11.5
4.2
FUND
GENERAL FUND
SPECIAL REVENUE
ENTERPRISE
REDEVELOPMENT
PERCENT
2000-01
~ 6.0% " ." ~~ ... . 1.4 24.9 . . . ~" ~ ""
-1 5.0% -1.3 7.3
-2.5% -1.8 71.5 73.3
CHANGE DIFFERENCE
11.3
1.6
-0.2 -1.7%
-2.6 -61.9%
"
. .. INTERNAL SERVIC
~ -...___-__ ."
I I I I TOTAL 121.11 116.61 -4.51 -3.7%
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 $71.5 million, which is 2.5% less than the current
budget of $73.3 million. The Council Contingency Account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4.3 million, or 6%, of the 2000-01
General fund budget requests. This is the same percent used last year in determining the
contingency account.
10
~~ . ...~
PUBLIC WORKS
There are several reasons for the changes in the General fund proposed budget compared to
the 1999-00 budget, despite the increases in staffing and programs that were previously
discussed. A comparison by Major Service Area (MSA) is discussed below.
. The Policy/Leadership Group includes all elected officials and the City
Manager's Office. Although there was no change in the total
appropriations requested, there was a change in the make-up of this
group. As mentioned earlier, the Records Management Program was
created in December 1999 and salaries and costs related to this program
were transferred out of the City Clerk's budget. The Clerk's budget now includes only
the elected City Clerk salary and costs specifically related to the Clerk's duties. This
decrease was offset mainly by an increase in the Public Information budget to allow
more outreach to the citizens about City events. - Administrative Services decreased due to a one-time appropriation included in the 1999-
00 budget for the Records Management System. Last year, Council approved the
funding of a Citywide Records Management Program which will provide quick access to
documents and maps stored in electronic form for use by staff and citizens. The total
appropriated in 1999-00 was $1.3 million. Ongoing costs are approximately $200.000
per year for the staff support to run the system. . Public Safety shows a 5.4% increase in the Police budget as a result of the four new
positions recommended in the 2000-01 budget. . In the Community Development area, the $400,000 decrease is attributable to several
things: the transfer of an office specialist position to Finance with the opening of the
Faraday Center, less costs for software implementation in Geographic lnformafion
System and planning special studies than in the previous year. . The increases in Community Services are for the first full year of operation of the two
libraries, the addition of Sunday hours at the libraries, and enhancements to recreation
programs, as previously explained.
11
Public Works shows a decrease of $1.5 million in their proposed budget compared to
the previous year. Approximately $400,000 of this decrease is due to budgeted special
studies paid by developers, which are not recurring in 2000-01. Other decreases are
due to the $790,000 lump sum payment to PERS for early retirements taken in 1999-00
and reorganization of personnel in the Public Works divisions. - Non-departmental expenses include payments for debt service, transfers to other funds,
and administrative and other expenses not associated with any one department. The
largest decrease is a $2.7 million decrease in the amount transferred to capital projects.
These funds vary from year-to-year based on the funding needs for
the Capital Improvement Program. Offsetting this is a $1 million
increase in the recommended transfer to the Infrastructure
Replacement fund discussed in the Revenue section of this report.
The proposed budgets for the non-department costs are detailed at
the end of the Administrative Services area in the Program Detail
section of the budget document.
Capital outlay expenses totaling approximately $652,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $6.9 million, show a decrease in anticipated spending of
approximately $1.6 million, or 18.6%. The largest decrease is the Housing Trust fund and is
due to a $1 million expenditure in 1999-00 for the purchase of the Tyler Court Apartments. In
addition, no appropriations for the Law Enforcement Block Grant are shown in the 2000-01
budget, as these funds will be appropriated when the grant is received. The 1999-00 budget for
these funds is $142,000. There is also a $643,000 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 $600,000 to $700,000' per year. The Buena Vista Lagoon
maintenance budget has been increased by $280,000 for the dredging of the channel in 2000-
01.
Enterprise funds total $24.9 million, which is an increase of $1.4 million, or
6%. Water purchases have increased by $500,000 and depreciation by
$200,000 in the potable water and recycled water budgets. Other increases
Works staff.
and decreases in the Enterprise funds are due to the reallocation of Public
i The Internal Service funds budgets decreased in total by $236,000 The
Internal Service funds are self-supporting through user charges. The costs of the services are
charged back to departments that use them. The Information Systems budget request
increased due to an additional $430,000 budgeted to fund the annual cost of replacing penonal
computers and the phone system Citywide as they become obsolete. This cost was previously
budgeted in the Capital Improvement Program. A decrease of $500,000 is proposed for the
Vehicle Replacement budget as there are less vehicles due for replacement next year. A list of
the requested vehicle replacements can be found at the end of this document. Included in the
2000-01 budget for Risk Management services is a transfer back to the General and other
funds Of $1 million, as the fund has greater reserves than necessary at this time. Expenses for
General Liability claims have been less than expected causing a surplus to develop in the fund
over the past several years.
12
The Redevelopment Agency budgets have decreased for 2000-01 by a total of $2.6 million.
This is due to the purchase of the Tyler Court Apartments in 1999-00. Other than this item, the
budget request is approximately the same as in the previous year.
SUMMARY
The City of Carlsbad continues to experience solid economic growth. 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 resources,
which will allow the City to maintain the quality of life in Carlsbad. Strong
growth continues in all of the City's base revenues: property taxes, sales
taxes and transient occupancy taxes (TOT). The increased job
opportunities from the development of the industrial and commercial
areas is creating a higher demand for housing which is increasing
property taxes. The opening and expansion of the Carlsbad
Company Stores and Legoland, as well as other hotels and motels,
continues to 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.
13
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED
BALANCE ESTIMATE0 ESTIMATE0 FUNO BALANCE
PROJECTED
FUNO JULY 1. 1999 REVENUES , EXPENDITURES TRANSFERS JUNE 30. 2000
GENERAL FUND 1
SPECIAL REVENUE
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 6
HOUSING TRUST FUNO
AUDIO-VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEQUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAI
STATE GRANTS IPLF1
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
COBG ENTITLEMENTIREHAB
CARLSBAD COMMUNITY CONTRIB.
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECYCLE0 WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE
WORKER'S COMP SELF 1NSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
IREDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AN0 MOD INCOME HSNG
39.220.617
0
460.650
152.546
142.051
153,154
6.667.034
0
102,361
23.360
707.079
163,760
1,087,774
724.241
82.584
158.490
54.922
0
101,592
4,205
1.019.5SO
57.402
6.032.629
693.225
3.506.367
2.341.531
20.000
1,221,944
3,057,045
127.3961
243.185
4,590,136
1,123,242
300.927
957.761
1,552.129
69.403.000
2,068.000
70.000
164.316
5.000
2,762,935
1.605.000
61.500
166,000
93.000
609,200
455,500
790.800
38.029
155,320
139.680
25,500
220.000
126,000
703,000
52.000
33.500
15,732,000
1.199.500
5.235.000
763.900
600.000
651.000
902.400
2.472.000
1.702.000
1.327.700
2,477,000
194.500
1,819.949
430.700
67.490.530
0
165.000
125.000
120.000
2.770.000
1.274.939
45.000
5.000
38.000
463,304
396,891
701.615
9.266
154,150
212.744
26.875
194,805
100,496
700.000
33,050
16,wO
16.100.000
1.335.000
5.200.000
205,000
370.000
903.644
605,113
2,456.000
1,239,206
1,216.000
2.738.325
435.407
2.030.923
1.722.795
250.wO
1250.0001
41,133.087
2,068.000
365.650
211,864
27.051
146,089
7.197.095
16.500 ,
265.361
78.360
852.975
220.369
1.176.959
753.004
83.754
85.426
53.547
25,195
127,096
7.205
1.038.500
74.902
5.664.828
557.725
3,541,367
2,900,431
260.000
964.300
3,354332
111.396)
705,979
4,691,830
861,917
310.020
496.787
260.034
TOTAL OPERATING FUNDS $76,886,296 $1 15,276,931 $1 11.602.076 80 $80,561,149
14
CITY OF CARLSBAD
0P.ERATlNG FUNDS
PROJECTED FUND BALANCES
PROJECTED
BALANCE ESTIMATE0 ESTIMATED FUN0
PROJECTED
BALANCE
FUND JULY 1, 2000 REVENUES EXPENDITURES TRANSFERS JUNE 30, 2001
GENERAL FIJND I
]SPECIAL REVENUE 1
INFRASTRUCTURE MAINTENANCE
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION 8
HOUSING TRUST FUND
AUOIO.VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAI
STATE GRANTS IPLFI
ARTS SPECIAL EVENTS
SENIOR NUTRITlON
SENIOR DONATIONS
COBG ENTITLEMENTIREHAB
CARLSBAD COMMUNITY CONTRIB.
ARTS GENERAL DONATIONS
ENTERPRISE
WATER OPERATIONS
RECYCLE0 WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
INTERNAL SERVICE 1
WORKER'S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION SYSTEMS
[REDEVELOPMENT
OPERATIONS
DEBT SERVICE
LOW AND MOD INCOME HOUSING
41.133.087
2.068.000
365,650
21 1.664
27.051
146.089
7.197.09S
16.500
265,361
78.360
652,975
' 220.369
1,176,959
753.004
83.754
85.426
53.547
25.195
127.036
7.205
1.038.500
74.902
5,684,828
557,725
3,541,367
2.900.431
250.000
969,300
3.354.332
111.3961
705.979
4.691.836
861,917
310.020
496.787
260.034
74.2S8.000
3.150.000
35.000
5.OOO
98.923
3,045,300
1,500,000
55.500
13,000
40.000
622.500
472.200
783.500
39.029
143.000
135.000
28.000
215,000
106.000
717,504
56.000
34.000
16.834.000
1,329,700
5.322.500
741.000
600.000
636.000
887.400
2.475.000
1.533.655
1.497.622
3,255.662
190.000
1.410.000
368.000
71.490.429 1.000.000
0
22,600
176.960
0
3.141.395
238.875
50.000
10,000
60.000
589,139
527.039
757.524
292.866
168.000
159.000
26,915
195.934
100,000
717,504
60.000
0
16,717,953
1,606,004
6.080.238
167.918
380.000
921.347
1.203.842 11.000.0001
2,551,301
1,554,605
1.516.523
3,563,727
440,961 280.000
1,082,000 1280.0001
121,955
(4.900.658
5.218.000
378,050
39.904
125.974
50.594
8.458220
22.000
268,361
58,360
886.336
165,530
1,202,935
499,167
56,754
61.426
54,632
44,261
133,096
7.205
1.034.500
108,902
5,780.875
281.421
2,783,629
3,473,613
470.000
603.953
2.037.890
107.6971
705.029
4,670,935
553.852
339,059
544.787
50B.OTg
TOTAL OPERATING FUNDS $80,561,143 $122,633,595 $1 16.674.554 $0 WS.620.190
15
CllV OF CARLSBAD
OPEfIATING FUNDS
REVENUE ESTIMATES
TAXES
PROPERTY TAX
ACTUAL
REVENUE
PROJECTED
REVENUE I ESTIMATE0
REVENUE
REVENUESOURCE 1998-99 1999-w I 2wo-01
GENERAL FUND I
I
TRANSIENT TAX
SALES TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
TOTAL INTERGOVERNMENTAL
OTHER
LICENSES AND PERMITS
BUILDING PERMITS
TOTAL LICENSES & PERMITS
OTHER LICENSES & PERMITS
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
FINES AND FORFEITURES
INCOME FROM INVESTMENTS
AND PROPERTV
INTERDEPARTMENTAL CHARGES
OTHERREVENUESOURCES
$14.195.095 S16.9W.Mo
18.955.QW
7.9w.m
2.545.W
1.529.wO
1.1w.m
49.229.000
17,123,474
7,070,249
1,954,185
1.737.850
1.080.645
43,108,439 4
3,254,818 3.6W.000
1.049.m
4.649.m
516.093
3.880.91 1
2.524.063 2,180.m
1,302,823 1.027.m
3.826.686 3.207.m - "
853.255
1,658,345 1.485.wo
5w.m
1,700,758
858.112
1.4w.m
1,034,345
I .m.m
f.117.wO
483.625
6,586,438
550.m
6.052.m "
804.258 815.W
1.992.453 2.350.0M
1.933.820 1.1w.m
1.19O.W9 1.m.m
S20.291.wI
20.475.W
8.795.02
2.542.W
1.924.W
3.777.m
1.982.w(
1.337.m
450.m
1.260.m
1.151.wO
1.16o.m
E 2.225.W t" 2.1w.m
TOTAL GENERAL FUND 69,323,074 74.258.m
AS %
OF FY 98-99
PROJECTED 2m-01
DIFFERENCE
1999-W TO
20.1%
8.0%
11.3%
3.391.m
1.52O.oM
a95.m
3.8% 97.m
5.2% 95.m
.10.0% l11o.m1
12.0% 5.888.000
L _j
-15.4%
4.9% 177.m
I1e1.ml
0.3% 16.W "
-10.0% 1218.0M)I
-10.0%
-10.0% -
1321.wOl
1103.wOI
"
-10.0% 150,MX)l
I148.woI
114O.ooO1
1so.m
34.m
17.m
1127.wOI
-10.0%
-10.0%
15.0%
3.0%
3.1%
-2.1% -
2.9% 24.m
.5.3% 1125.am1
0.0% 0
-50.0% I600,MoI
7.0%
16
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED
REVENUE REVENUE OF FV 99-99
DIFFERENCE
1999-WTO
REVENUE SOURCE 1999~99 1999-00 PROJECTED 2000-01 2000-07
SPECIAL REVENUE FUNDS I
INFRASTRUCTURE MAINT FUND
~
TRANSFER FROM GENERAL FUND
INTEREST
POLICE ASSET FORFEITURE
ASSET FORFEITURES
OTHER
INTEREST
TOTAL
COPS GRANT -
STATE FUNDING lAB32291
TOTAL
INTEREST
LAW ENFORCEMENT BLOCK GRANl
FEDERAL GRANT
INTEREST
TOTAL
MOUSING. SECTION 9
INTEREST
FEOERALGRANT
OTHER
TOTAL
HOUSING TRUST FUND
INTEREST
INCLUSIONARV HOUSING FEES
OTHER
TOTAL
AUOIO-VISUAL INSURANCE
INTEREST
INSURANCE FEES
TOTAL
LIBRARY ENOOWMENT FUND
INTEREST
DONATIONS
TOTAL
0
131.997
21.4711
153.171
0
156.729
10.021
175.749
P
89.709
3.352
92.060
2,591,549
10.733
2,741,611
39.329
P
1,655,438
381,075
3.052.839
5.326
350
55.095
65,455
2.351
58.m
2,000.Mx) 50.0%
2.068.W 52.3%
120.5% 82,003
I.wO.Oo0
1.082.m c
47.m
23,000
0
-57.5% 127.wOI
-34.8% 19.m1
0.0%
70.000 -50.0% 135.m1
0
"
172.318 -100.0% 1172.3181
-59.3% 17.wOI
.97.3% 1179.316l
12.m
184.318 "
0 0.0% 95,923
5.m
5.m
1978.5%
-40.0% 12.mI
93.923 -
7.m
2.750.wO
5.935
2,752.935
42.9%
10.4%
3.m
286.W
-IW.O% 15.9351
10.2% 282.955 - d
1.250.WO
lo.m
1,505.W
345.m -27.5% 196.0001
0.0% 0
ll0.MOI
1105.m1
-1W.OZ
4.5% -
500
51.m
61.503
0.0% 0
-9.6% I5.MOl
-9.6% l8.MoI
10.500 23.8% 2.600
1 Oo.m 157.5W
102.361 158.m
.10o.O%
-92.3%
1157.W1
1155.MOI -
17
CITY OF CARLSBAD
REVENUE ESTIMATES
OPERATING FUNDS
ACTUAL PROJECTED
PROJECTED 2W-01 2W-01 1998.99 1999-00
OF FV 98.99 ' 1999.00 TO REVENUE REVENUE
AS % DIFFERENCE ESTIMATED
REVENUE
REVENUESOURCE
LIBRARV GIFTSIBEOUESTS
GIFTSIBEOUESTS
INTEREST
TOTAL
TREE MAINTENANCE
INTEREST
MlSC. REIMBURSEMENTS
TREE MAINTENANCE FEES
TOTAL
INTERDEPARTMENTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
TOTAL
OTHER
STREET LIGHTING
INTEREST
STREET LIGHTING FEES
INTERDEPARTMENTAL
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
8UENA VISTA FEES
TOTAL
STATE GRANTS ICLSAI
INTEREST
GRANTS
TOTAL
STATE GRANTS IPLFI
INTEREST
GRANTS
TOTAL
3.562 9D.W
1.082 3.w
4.644 S3.W -57.0% 153.WOI
.S8.9%
0.0%
153.Wl
0
"
32.943 39.W' 2.6%
46.636 0.7%
0.0%
17.1%
1 .ow
300
0
12."
2.2% 13,300
45.500
481.505 454.700
70.W 70.W
609.200 611,184 - "
6,290
390.328 4w.500 422,700 7,5w I 4.0%
0.0% 0
16.200
441,544
44.928
455.m
41.5W 1.2%
3.7%
5w
16,700
48.602 60.003
53.500
583.939
53.500
604,300
38.500
65.W
-28.0%
811.300 2.2%
8.3% 5.m
I15.WOI
13.W
85,902 73.m
771,943
-14.1%
790.800 -0.9%
Il0.3WI
17.3001 " -
29.701 3e.m 2.6%
99.520
129.221
29 0.0%
1.W
0
2.8% 1.oW 38.029 -
3.191 3.7w
151.620
17001
-7.1% 111,6201
155.320 -7.9% 112,3201
206.891
-18.9%
210.082 -
5.140 5.w 5.W .7.4% 1w1
86.810 134.280
91.750 199.680 P
-3.2%
-3.4%
14,2801
14.61101
18
ClTY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE
ESTIMATED
1998~99
AS %
REVENUE
1999.w PROJECTED 2000-01 2wo-01
DIFFERENCE
OF FY 98-99 1999-WTO
REVENUE SOURCE
REVENUE
ARTS SPECIAL EVENTS P
INTEREST 1.943 2.5W 2.000 I -20.0% I~MI
TOTAL
OONATIONS
29.914
27,971 23.000 13.0%
25.5W
3.000
9.8% 2.5W "
SENIOR NUTRITION P GRANTS
OONATIONS
110,000 -4.4% 15.0001
TOTAL 215.150 220.000 215.000 -2.3% 15.0001
0
111.255 115.000
103.895 105,000 105.000
SENIOR OONATIONS
INTEREST
TOTAL
OONATIONS
CDBG ENTITLEMENTIREHAB
INTEREST
OTHER
GRANTREVENUE
TOTAL
ARTS GENERALIGALLERV DONATIONS
DONATIONS
INTEREST
TOTAL
CARLSEAO COMMUNITY CONTRIBTIONS
INTEREST
OP TRANSFER IN
TOTAL
66.849
5,784 5.000
120.000
72.633 126,000 "
52.913
0 63.W
15.000
671.224
724.137
525.W
.703,000
28.760
1.990 3.5w
30.000
30,750 33.5W
P
22.694 52.000
782.694
7w.000 0
52.000 "
8.000 1 0.0% 0
-16.7% 120.000I
.15.9% 120.0001 h -
OI
-1W.O%
0 -100.0%
115,000)
153.000I
14.8% 92.5M
2.1% 14.5M
P
14.3% 5w
0
5w
0.0%
1.5%
7.7%
0.0%
4.000
0
7.7% 4.003
19
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
1998-99 1999-00 REVENUE SOURCE
ENTERPRISE FUNDS
WATER OPERATIONS
WATER 5ALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
SERVICE CONNECTION FEES
ENGINEERING b PLAN CHECK FEES
OTHER
AGRICULTURAL CREDITS
TOTAL
RECYCLED WATER
WATER SALES
REAOY-TO.SERVE CHARGE
RECYCLED WATER CREDITS
OTHER
INTEREST
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
TOTAL
OTMER
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES 1A89391
NON-JURI5OICTIONAL FEES
TOTAL
OTHER
GOLF COURSE
TRANSFER FROM GENERAL FUND
TOTAL
OTHER
11.895.080
3.147.949
0
123.262
92.435
681.387
215.913
234.423
237.M2
165.389
16,907,104
114.323
P
10,950.wO
3,303.m
124.m
0
208.m
90.000
375.m
225.m
250.m
200.m
806.194 9w.m
I 03.m
150.000
49.503
0
1,154,711 1.199.500
72.957
231.525
39.856
4.179
5,464,412 4.934.m
6.039 6.m
65.m
225.m
82.500 15.m
6.087.762 5.235.m
71.325
463,510
91.985 147.m
212.652 217.000
378.070 353.400
683.103
396
7s3.m
52.503
TOTAL ENTERPRISE FUNDS 28.629.596 23.530.400
ESTIMATE0
REVENUE
2000-01
11.2w.wc
3,339.W
875.000
124.W
209.m
93.000
235.W
162.000
241.W
248.m
108.WO
16.834.wO -
1 .m.m
175,020
105.400
49.300
1.329.703
8.W
70.m
170,603
5.322.500
15.W
150.m
211.m
353.000
27.wO
741.m -
6W.oW
24,827.203 -
AS %
OF FY 98-99
OIFFERENCE
1999.03 TO
PROJECTED 2wo-01
3.2%
1.2%
360.m
0.0%
39.m
875.W
0.0% 0
0.5%
3.3% 3.m
1 .m
-56.8% 1213,oWI
-6.0% 115.wOI
49.m
16.W
I2.wo)
1.102.m
24.0%
7.1%
-1.8%
7.0% "
11.1% 1w.m
25.W
5.a
lrnl
0
10.9% 130,203
16.7%
5.4%
-0.4%
0.0%
2.6% 1n.m
0.0% 0
27.3%
.24.2%
I6,m
164.5031
0.0%
1.7% 87.503
0
2.0%
0.0%
3.m
0
-0.1% 1.001
115.Mal
-3.0% 122.9411
-4&S% -
0.0% 0
0.0% 0
0.0% 0
6.5% 1.29~8m
20
ClTy OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL
REVENUE
PROJECTED
REVENUE REVENUE
AS m DIFFERENCE
OF FV 96-99 ' 1999-W TO
REVENUE SOURCE 1998.99 1999-w PROJECTED 20ww
INTERNAL SERVICE FUNDS
2000-01 I
WORKERS COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
TOTAL
OTHER
LIA8ILITY SELF-INSURANCE
INTEREST
99,777
504.112 536.m
537.382
33.493
651.m
0.0%
-2.3% 115.0001
0
147.909 165.wO 15O.m -9.1 % 115.wOI
INTERDEPARTMENTAL 691.327 737.m o.om 0
OTHER 9,765
TOTAL 649.001
0
902,400
o.om 0
-1.7% ll5,wOI
HEALTH INSURANCE
INTEREST 7.779
INTERDEPARTMENTAL
REIMBURSEMENTS
TOTAL
20.m
2.177.376 2.054.003
60.0% 110.m1
l3.W
0
2,789,436 2.472.003 o.lm 3.m
0.65
604.281 398.003 o.om
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,577,242 1.6W.wO 1.518.655 181,3451
INTEREST
TOTAL
OTHER
8.347 17.m .il.am
1,379
1.686.968
12.0031
-9.9% 1168,3461
185.003I 65.W
1.702.OW
-1w.om
VEHICLE REPLACEMENT
INTERDEPARTMENTAL 1,075,573 1.142.700 1.347.622 I 17.9m 204.922
INTEREST 206.646 -16.9.h 135.0031
OTHER
TOTAL 1.404.420
119,201
1.327.700
0
1.2.8m
o.om
169.922
0 - "
INFORMATION SYSTEMS
INTEREST 52.301
INTERDEPARTMENTAL 1,564,400
OTHER
TOTAL 1.616.607
-33.3~ 125,0031
803.662
Cm OF CARLSBAO
OPERATING FUNDS
REVENUE ESTIMATES
OPERATIONS
RENTAL INCOME 55,455
ADMINISTRATIVE FEES 79.297
INTEREST 2,519
OTHER 9,465
TOTAL 157.056
1.m
0
15.5WI
0
14.5WI
.42.3%
DEBT SERVICE
TAX INCREMENT 1.246.155
IMEREST 43.332
95.m
l3.MOI
OPERATING TRANSFER IN 0 502.919
TOTAL 1,289,517 1.819.949
. . . . . . ,
.lW.D% 1502.3491
.22.5% M09.%491
LOW AND MOO INCOME HSNG
TAX INCREMENT 311,462
IMEAEST 25.553
OTHER 1 75
TOTAL 347.193
24.000
157.MOI
ow
162.7WI
.77.7%
150.0%
EDEVELDPMENTFUNDS
TOTAL OPERATING $111.222.343 $115,276,331 $122.633.595 6.4% 1 7.356.664 1
22
ClN OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999-00
1997-98 1998-99 ESTIMATED , 1999-00
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
GENERAL FUND
POLICY AN0 LEADERSHIP GROUP
CITY COUNCIL 187.979
CITY MANAGER 829.595
PUBLIC INFORMATION 0
CITY CLERK 295.918
CITY ATTORNEY 604,001
CITY TREASURER 100.884
TOTAL POLICYILEAOERSHIP GROUP . 2.018.377
P
AOMINISTRATIVE SERVICES
AOMINISTRATION 0
FINANCE 1.089.738
PURCHASING 414.885
HUMAN RESOURCES 1.189.301
RECORDS MANAGEMENT 0
2,850,901 TOTAL GENERAL GOVERNMENT -
PUBLIC SAFETY
POLICE 10.430.622
FIRE 7.597.002
18,027,824 TOTAL PUBLIC SAFETY
COMMUNITY DEVELOPMENT
P
COMMUNITY DEVEL AOMlN 510.016
GEOGRAPHIC INFORMATION
ECONOMIC DEVELOPMENT
142.738
99,820
PLANNING 2.215.355
BUILDING
4.7.35.510
1,267,581
TOTAL COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
LIBRARY 2,789,288
CULTURAL ARTS PROGRAM 277.983
SISTER CITY PROGRAM
PARK PUNNINGIRECREATION MGT 548.912
6.181
SENIOR PROGRAMS
RECREATION 2.075.417
268.196
TOTAL COMMUNITY SERVICES 5.943.975
1.218.243
211.820
0
389.430
641,774
107.181
2,588,449 -
0
1,235.781
484.258
997.634 "
2.897.871
11.728.212
21,613,003
9.884.791 -
512;388
154.853
125.083
2.191.903
1.817.352
4.599.577
3.347.711
384.499
455.152
4.327
2.402.785
272.977
8,847,451 -
225.W 241,930
1,017,406
0
1,085,678
0
245.502
708.837
245.502
734.840
112.594 138.140
2,309,359 2.444.088 -
300.988 319.577
1.370.099 1.560.927
470.489 542.500
1,587,030 1.779.035
5.047.846
1,539,240
5.877.477
1,875,438 -
12,998,892 13.138.217
21.938.572 22.078.097
8,939.880 8.939.880
584.741
308.846
584.741
177.930
346.949
179.800
2.531.168 2.812.150
1,823,939 1.823.938
5,404.621 5.527.377 -
4.885.351 5,032.910
514,144
8.855
578.386
9.070
2551.532
373.970
2.780.329
802.088
8,884,137
330.295 391.106
9.393.849
P
F 2wo01
BUDGET -
248.120
951.012
177.175
139,090
720.645
147.548
2,385,588
- -
531.850
1.480.086
548.129
1.547.902
549.090
4.857.057
- - -
13,948,969
22,808,007
8.959.044 - -
458.970
266.526
198.570
2.404.424
1.803.910
5,150,400
- -
6,218,782
540.885
9.155
2.995.518
860.406
408.877
10.791.803
-
c3c=
%INCR IDEO
99-00 BUD
TO
"01 BUD
2.8%
-12.4%
IOIVIO!
-43.3%
-1.9%
8.4%
-2.5% -
88.4%
-5.2%
1.0%
.13.0%
-87.2%
.20.8%
5.4%
0.2m
3.3%
-19.1%
-23.2%
10.81
-8.0%
-1.1~
.7.2% -
23.5%
4.5%
0.w
9.7m
4.1%
14.2%
4.5% -
23
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999-00
1997-96 1998-99 ESTIMATE0 , 1999-W
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS P
PUBLIC WORKS AOMIN 66.279 692.420 691.800 691.680
PARK MAINTENANCE
ENGINEERING
STREET MAINTENANCE
FACILITIES MAINTENANCE
Maim Facility Maintananc:s
TOTAL PUBLIC WORKS
TRAFFIC SIGNAL MAIN1
4.174.293
1,654,761
4.014.459 4.554.300
2.078.123 2.404.500
5.109.951
1.880.395
2.888.402
2.054.382 2,150,500
1,303,571
2,441,878
1.404.510
ITrsNferl
1.653.831 1.857.184
414,797
200.000 2oo.ow 2w.000
319.262 428.000
200.m
9.754.098
493.643
10,763,158 12.082.531 13,482,498 " -
NON-DEPARTMENTAL >
COMMUNITY PROMOTION ICCVBl 256.487 325.356 520,624 520.824
BEACH PARKING
HIRING CENTER
COMMUNITY CONTRIBUTIONS
PROPERTY TAX ADMlN FEE
HOW GROVE PAYMENT
DUES 8 SUBSCRIPTIONS
MlSC I TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE MAINT TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
MISC EXPENSE
TOTAL NON.DEPARTMENTAL
SUBTOTALGENERALFUND
CONTINGENCIES
TOTALGENERAL FUND
225,000
36,100
828.521
75.774
177,909
13.572
331.952
22.893
0
490.000
0
27.000
770.000
76.821
800.000
205.351
28.652
75.600
15.349
0
1.880.000
0
38,000
15.000
800.000
8O.m
215.411
30.W
852.949
25.000
2.000.000
8W.000
7.000.000
36.000
20.0W
8w.m
80,070
215.500
50.W
652,949
51,225
2.000.000
8W;W
7.000.000
20.246 7.480 70.300 70.300
2.460.454 4.01 1.489 12.045.484 12.098.888 "
45.133.780 53.100.795 87.490.530 70.880.254
0 0 0 2.454.243
45.133.760 53.100.795 67.490.530 73.334.497 " -
2000-01
BUDGET -
4.202.69C
448.58:
2.215.937
2.588.364
1.880.81i
200.0oE
436.185
11.950.374
- -
380.002
36,000
0
80.000
sw.000
240,000
56.600
0
58.800
3.000.000
800.000
4.300.000
0
8,531,400
-
_E=
17.190.429 -
4.300.000 -
'1,490,429 _=_
%INCR IOECI
99-00 BUD
TO
00.01 BUD
-35.4%
-17.6%
-9.2%
-3.7%
1.3%
0.0%
-1 1.8%
-11.2% -
-30.9%
-100.0%
0.0%
-0.1%
0.0%
11.4%
13.2%
-100.0%
50.0%
14.8%
0.0%
.38.6%
-100.0%
.21.2% -
.5.2%
75.2%
P
.2.5%
24
CllY OF CARLSBAD
OPERATlNG FUNDS
BUDGET EXPENDITURE SCHEDULE
1999.00
1997.99 1999-99 ESTIMATED 1999.00
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUNO
HOUSING SECTION 9
LAW ENFORCEMENT BLOCK GRANT
HOUSING TRUST
AUDIO VISUAL INSURANCE
LISRARY ENDOWMENT FUNO
LISRARY GIFT9IBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSAI
STATE GRANTS IPLFl
ARTS SPECIAL EVENTS
SENIOR NUTRITION
CDSG ENTITLEMENTIREHAS
SENIOR OONATIONS
ARTS GENIGALLERY DONATIONS
CARLSBAD COMMUNITY CONT.
TOTAL SPECIAL REVENUE FUNDS
ENTERPRISE FUNDS
519.301
157,455
2,696,750
46,534
143.602
114,172
0
35,471
508.759
674.175
356.719
199.931
7.048
37.583
16.829
209,436
47,495
751.225
0
970
6.516.043
WATER OPERATIONS 13.729.352
RECYCLED WATER OPERATIONS 1.174.301
SANITATION OPERATIONS
SOLID WASTE MANAGEMENT
3.509.619
GOLF COURSE 215.635
110.482
TOTAL ENTERPRISE FUNDS - 19.839.590
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
571.457
HEALTH INSURANCE
669.422
2.295.740
VEHICLE MAINTENANCE 1.359.529
VEHICLE REPLACEMENT
INFORMATION SYSTEMS 1.271.268
759.511
TOTAL IN~ERNAL SERVICE FUNDS - 9.916.025
155.s93
65.051
2.676.612
84.105
153,029
67.647
0
9.999
401,202
510,939
. 991.124
7,049
160.135
32.052
17.443
215,150
51.954
730.104
0
500
9.039.664
15,550,312
1.363.172
4.405.764
213.854
129.594
21,561,596 -
754.895
869.545
2,635,951
1.473.342
1,852,892
927.859
165.000
12s.wo
120.000
2.770.000
1.274.939
45,000
5.000
493.304
38.000
398.891
701.615
154.150
9,256
212.744
194,905
25.875
1w.495
700.000
33.050
7.554.135
19.000
258.540
152.227
142.427
3.000.545
57.066
1.274.939
10.000
559.954
74,823
449.944
740.586
154.151
9.299
212.744
195.606
29,192
125.899
!.048,519
40.000
41.555
9.575.973
15.100.000 16.194.226
5.200.000 5234.234
1.335.000 1,505,285
205.000
350.000
225.343
370.000
23.190.000 23,530,088 r -
903.644 930,340
505.113 1,259,893
2.459.000 2.584.491
1.218.000 2,100,709
1,239,206 1.570.955
2.739.325 3.083.398
9.158.299 11.529.496 b -
2000.01
BUDGET __.
22.60C
176.95C
C
3,141,395
239.975
50.00C
10,000
589.139
60.000
527.039
757.524
292.965
158,000
159.000
25.915
195.934
717.504
100.000
60.000
0
7.293.751
- -
16.717.953
1.505.W
6.090.239
157.919
390.000
!4.952.113
- -
921.347
2.551.301
1,203,942
1.534.805
1.519.523
3.563.727
1.293.345
- -
%INCR IDECl
99-00 BUD
TO
00.01 BUD
-91.3%
15.2%
-100.0%
.91.3%
-12.4%
0.0%
.19.8%
5.2%
17.4%
3060.7%
2.3%
45.3%
9.0%
-7.9%
0.2%
-31.4%
-21.1%
50.0%
4 :7 %
-1oo.om
-15.0%
6.8%
3.2%
16.2%
25.5%
2.7%
8.0% -
- 1 .ou
4.4%
-1.3%
.2.3%
-27.7%
15.8%
.z.om -
25
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999-00
1997.98 1998-99 ESTIMATED 1999-00 I 2000-01 1 TO
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 00.01 BUD
REDEVELOPMENT
OPERATIONS
DEBT SERVICE
381.848 418.196
1.679.491
435.407
1,687,351
435,407 I ' 440.961 I 1.3%
2,030,923 2.030.923 1.082.6M 48.7%
LOW AND MOD INCOME H5NG 65.195
TOTAL REDEVELOPMENT 2.126.522
75.134 1.722.795 1.722.795
2,180,581 4.189.125 4.189.125 " -60.7%
TOTAL OPERATING FUNDS 79.531.941 105.387.185 111.582.078 121.159.079 116.674.554 .3.7%
26
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01
OVER
1999/00 2000/01 (UNDER)
FINAL PRELIMINARY 1998-99
MAJOR SERVICE AREA BUDGET BUDGET ALLOCATED
)POLICY AND LEADERSHIP GROUP I
CITY COUNCIL
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
)ADMINISTRATIVE SERVICES J
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION SYSTEMS
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES a WORKERS COMP
)PUBLIC SAFETY i
POLICE
FIRE
lCOMMUNlTY DEVELOPMENT 1
COMMUNIN DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
lCOMMUNlTY SERVICES I
LIBRARY
CULTURAL ARTS
PARK PLANNING AND RECREATION MANAGEMENT
RECREATION
SENIOR PROGRAM
IPUBLIC WORKS I
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE 8 OPERATIONS
1
6.75
0.75
0
4
6
2
0
17
20
2
5
9
134
79.75
4.75
13
1
2
24
10
40.75
4
3
16
3
4
51
51.75
71
1 0
6 (0.75)
0.75 0
1 1
0 (4)
6 0
2 0
8 8
15 (2)
21 1
2 0
6 1
9 0
138 4
79.75 0
3.75 (1)
13 0
1 0
2 0
24 0
10 0
41.75 1
4 0
4 1
20 4
3 0
3 (1)
48.7 (2.30)
55.75 4.00
70.3 (0.70)
FULL TIME LABOR FORCE 586.5 599.75 13.25
26A
CITY OF CARLSBAD
PERSONNEL ALLOCATIONS FOR 1999-00 AND 2000-01
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
1999LM 2papIQ1
Full Time Personnel 582 596 14
3/4 Time Personnel in Full Time Equivalents 4.5 3.75 -0.75
Hourly Full Time Equivalent Personnel 135.55 143.28 7.73
TOTAL LABOR FORCE 722.05 743.03 20.98
LIMITED TERM EMPLOYEES
lNTERNS 1999LM 2QQQ.uY
Management Interns 2 2 0
auilding Inspector Intern 1 2
GIS
1
0.5 0.5 0
Planning - front counter 1.5 1
TOTAL LIMITED TERM EMPLOYEES 5 5.5
26B
POLICY & LEADERSHIP
GROUP
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
AINTENANCE 8 OPERATIONS
21
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
I I 1997-981 1998-99 I 1999-001 2000-01 I
ACTUAL
144.094 PERSONNEL
BUDGETI BUDGET ACTUAL
165,720 159,830 154,764
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Meetina Attendance
Prepare for and attend City Council Meetinas. as well as Various regional committee and communih, meetinas.
Respond to the needs and.requests of the residents of Carlsbad through personal contact and corresponden& I ~~~
KEY GOALS FOR 2000-01:
The City Council has set four Strategic Goals for Fiscal Year 2000-01:
Ensure the effective and efficient delivery of top-qualii services to our Community.
Develop and implement proactive strategies to ensure the financial health of the Community and the City
Integrate a comprehensive efficient transportation system with quality of life-centered land use decisions,
Enhance educational opportunities for all segments of the Community.
SIGNIFICANT CHANGES:
None.
28
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
1997-98
ACTUAL ACTUAL
1998-99
BUDGET
1999-00 2000-01
BUDGET
PERSONNEL 183.858 217.248 104,377 10,360
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 ACTIVITIES:
.. Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal
Election Administration
Elections, prepare all necessary documents in accordance with the Elections Code. and coordinate with the
Registrar of Voters.
Political Reform Act Filing Administration
Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes
Statements and Statements of Economic Interests.
notiication of those required to file, provision of appropriate forms, and receipt and review of Campaign
Record Of Proceedinos
Maintain accurate records of the proceedings of the legislative bodies as rewired bv the Government Code.
including the following: City Council, Municipal Water District Board. Housing and Redevelopment Commission,
Public Improvement Corporation. Industrial Development Authority.
~~~~.
WORKLOAD STATISTICS:
Electlons
General
Soecial & ~~
Campaign Statements
cy11998
1
1
59
Statement of Economic Interest 390 Minuter
Council Minutes 94
CMWD Minutes 29
H + R Minutes 13
PIC Minutes 2
cyH999
0
0
19
436
35
70
11
2
" CY/lSS8 CY/lSSS
Claims Filed 113 Public Hearina Notices 105 42 60 Ordinances Published 24 63
Meetinas Held
Council 94
CMWD Board 70
29 HBR Commission 35
Public improvement Corporation 13
2
11
2
29
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PAGE TWO
ACCT NO. 0010210
SIGNIFICANT CHANGES:
The clerk's office has been split into two separate programs to better delineate the services being provided. This
program now shows only the budget for the elected City Clerk. All other budget items have been moved to the
Records Management Program.
The election budget was increased to cover the costs of the General Municipal Election in November, 2000
30
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER ACCT NO. 0010310
1997-98
58,258 58.450 55,087 53.783 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
The Office of the City Treasurer has the mission of pmviding 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:
Develop projections of cash receipts and cash expenditures from various City and external sources. Cash Manaoement . Retrieve daily on-line bank statement and return check listing. Venfy receipt of anticipated deposits. Ensure
Maintain records of cash receipts and cash disbursements into the Treasury.
Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
Execute all electronic wires of funds. ensuring that all are signed by authorized personnel and ensuring that all
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.
that all checks paid by the bank were valid City checks.
maintained for the anticipated activity of the next day.
are supported by proper documentation.
DevelOD and maintain the City's Investment Policy and present annually. or as necessaw. to the City Council for
Investment Management
. . .
approval. Incorporate in !he investment policyany 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 institutions/brokers for available investments.
Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange
for payment. delivery. and safekeeping of all purchases. Verify receipt and correctness of investments made.
Maintain record for all investments and investment income.
Reconcile the custodian's monthly report of investments held with Treasury records.
Arrange for collateral contracts as required.
31
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM FUND: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
ReDOrtinq and Oversioht
Develop and present to the City Council monthly reports of investment activities. . in a timely manner, disclose to the City Council any information that could potentially threaten the safety and
liquidity of the investment pool.
Develop and present to the City Council annual reports summarizing and analyzing the financial markets and
the portfolio performance for the past fiscal year. Compare the past fiscal year with the four preceding fiscal
years to provide perspective.
Develop investment data for the City’s Comprehensive Annual Financial Report.
Develop investment data for the City’s annual financial audit conducted by an independent auditor.
Develop agenda, convene, conduct. and record proceedings of the Investment Review Committee each quarter,
or more frequently as needed.
WORKLOAD STATISTICS:
~~
Est.
I. Portfoiio Balance (millions of $) 267
2. Number of Investments in Portfolio
299
1.537
305
3. Investment Activity
1,565 1,675
4. Number of Checks Cleared 15,138
294
14.820
262
14,371
185 (transactions per month)
KEY GOALS FOR 2000-01:
“Develop and Implement proactive strategies to ensure the financial health of the Communitv and the Cltv.”
Anticipate and meet the changing investment needs of the City in order to optimize investment returns.
Develop, award, and execute new banking and custodial service contracts.
“Enhance educational ODportunltles for all segments of the Communltv.”
Offer speaking engagements on City cash management and investments.
Further 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 Poiicy, and investment activities. Use the web site as a forum to receive and
respond to community comments and questions.
consistent with maintaining safety of principal and ensuring sufficient liquidity.
SIGNIFICANT CHANGES:
None.
32
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
1997-98
689,947 685.378 702,399 662.784 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS
951,012 1,065,676 1,216,243 829,595 GRAND TOTAL
20,500 27,000 7,691 7,246 CAPITAL OUTLAY
240,565 373.298 508.153 159,565
FULLTIME POSITIONS 8.00 8.00 6.75
0.00 0.00 0.00 0.00 HOURLY/FTE POSiTlONS
6.00
PROGRAM GROUP DESCRIPTION:
The City Manager‘s Office houses the general administrative function of the City. The department‘s budget includes
the costs for the City Manager and Assistant City Manager (who also serves as the head of the Community Services
the organization’s goals that support the City Council’s strategic goals.
Major Service Area and the related support staff. The City Manager is generally responsible for the achievement of
PROGRAM ACTIVITIES:
Financial
Promote sound financial practices and a balanced revenue expenditure basis,
Administration
Provide timely and reasonable responses to citizens and customers.
Policv DeveloDment
Assist Council in policy development.
PERFORMANCE MEASURES:
The City Managel‘s Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2000-01 :
“Ensure the effective and efficient dellverv of toDaIalitv services to our Communltv.”
Provide timely responses that result in high customer satisfaction.
Continuously improve work processes through the use of best technology, information-sharing, effective cross- - Implement innovative, cost-effective delivery of City services via publidpubiic and publidprivate partnerships;
Construct, maintain and operate facilities that support topquality service delivery in conformance with City
departmental teams, and all City resources.
non-profit organizations; enterprise services; and through regionalization and consolidation.
budgets and standards.
“DeVelOD and Imdernent Droactlve strateaies to ensure the financial health of the Communitv and the Cltv.”
Attract and retain target industries, businesses and jobs that result in improved economic health.
Develop, maintain and enhance high-quality standards in the areas of: development, City services, communications, and fiscal policies that result in a high quality of lie that supports economic health.
33
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
KEY GOALS FOR 2000-01 (continued):
“lntearate a comDrehensive efficient tranmortation svstem with aualltv of life-centered land use decisions.”
Develop programs and policies in partnership with other local and regional transportation authorities that result
Be a catalyst for the development of private sector partnerships and co-creator of solutions that supplement and
in a fully integrated. efficient, cost-effective transportation system and regional transportation plan.
complement Transportation Demand Management Systems serving the business, industrial, tourism and
residential areas.
Implement a multi-modal circulation plan to ensure compliance with the General Pian and City standards,
“Enhance educational omortunities for all sements of the Communitv.”
. Develop, maintain and enhance programs that result in an informed, knowledgeable and involved public through
Provide and develop programs that result in a City workforce which has the knowledge and skills needed to
enhanced community dialogue.
excel on their job.
SIGNIFICANT CHANGES:
The public information officer (PIO) and those related costs have been moved to it‘s own cost center.
34
PROGRAM: PUBLIC INFORMATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC INFORMATION ACGT NO. 0011012
MAINTENANCE 8 OPERATIONS
PROGRAM GROUP DESCRIPTION:
The public information officer (PIO) is responsible for helping coordinate the dissemination of information regarding
various City programs. The PI0 position and its related costs are housed in the City Manager’s Office, which is
responsible for the general administrative functions of the City.
PROGRAM ACTIVITIES:
Customer Service
Provide the citizens and customers of Cadsbad with more comprehensive information regarding services and
opporlunities available through the City.
KEY GOALS FOR 2000-01 :
“Ensure the effectlve and efflclent delivew of toD-aualltv services to our Cornrnunltv.” . Continuously update citizens and customers on the progress of City programs and policies.
Provide the citizens and customers with information regardi,ng City programs and oppottunities.
SIGNIFICANT CHANGES:
This is a new cost center. This year the Public Information Officer position and it‘s related costs were moved into it‘s
own cost center to better identify the specific costs associated with this program. These costs were prevbusly
located in the City Manager’s budget.
..
..
35
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210
1997-98
570,512 581,622 536,529 488.945 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS 113.581 105,245 144.218
0 9,000 0 1,475 CAPITAL OUTLAY
150,133
PROGRAM GROUP DESCRIPTION:
the effective and efficient delivery of top-quality services to our community: 2) develop and implement proactive
Provide legal advice, assistance and guidance in accomplishing and implementing the Council's goals to: 1) ensure
strategies to ensure the financial health of the community and the City: 3) integrate a comprehensive and efficient
transportation system, recognizing Carlsbad's essential role in the region, with quality-of-life centered land use
decisions; and 4) enhance educational opportunities for all segments of the Community.
PROGRAM ACTIVITIES:
The City Attorney's Office provides legal advice and representation to the City Council, Housing and
Redevelopment Commission, Carlsbad Municipal Water District, City Clerk, City Treasurer, City Manager,
Boards and Commissions and other City offices in order to provide services to the public as required or
permitted by law. The City Attorney is also responsible for assisting in the interpretation, administration and
enforcement of laws. regulations and City programs.
This office drafts and reviews all resolutions. ordinances, contracts. bonds and other legal documents.
KEY GOALS FOR 2000-01 :
To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to
"Ensure the effective and efficient deliverv of toDQual1tV servlces to our Communltv.
assist them in making sound legal decisions to carry out the goals of the City Council including:
Implementation of creative legal methods to accomplish strategic and operational goals.
Offer education and training on relevant law to City staff.
Manage litigation so that risklexposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
36
n 11 ADMINISTRATIVE 11
SERVICES
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
1997-98
4.151.837
BUDGET BUDGET
3,715,522 2,567,720 2,217,720 PERSONNEL
ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
31
PROGRAM: ADMINISTRATIVE SERVICES DIRECTOR
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110
AINTENANCE & OPERATIONS
APITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
Provide leadership and coordination for Administrative Services Programs. This budget includes the-cost for the
Administrative Services Director (who is the head of the Administrative Services Major Service Area) and the related
support staff.
KEY GOALS FOR 2000-01 :
Support the City Council‘s goals:
“Ensure the effective and efficient deliverv of ton-aualltv services to our Communitv.”
“DeVelOD and ImDlement Droactive strateaies to ensure the flnancial health of the Communitv and the Cltv.”
“lnteorate a comDrehensive efficient transDortatlon svstem with aualltv of Ilfe-centered land use declslons.”
“Enhance educational ormortunltles for all seaments of the Communitv.”
Implement performance measurement systems in all Major Service Areas.
Implement the ‘Experience Carlsbad“ employee appreciation program.
SIGNIFICANT CHANGES:
The Maintenance and Operations budget was increased to cover costs of power deregulation consulting,
telecommunications policy, futuring conference, and miscellaneous Faraday Building costs.
38
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
1997-98
1,219,300 1.224.917 852.274 744,689 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999'00 1998-99
MAINTENANCE 8 OPERATIONS
13,000 16,100 1,668 0 CAPITAL OUTLAY
634.786 624,054 381.839 345,049
GRAND TOTAL 1.867.086
FULL TIME POSITIONS
160,000 WASTEWATER ENTERPRISE
1,480.086 1,560,927 1,235,781 1.089.738 GENERAL FUND
0.00 0.00 0.00 0.00 HOURLWFTE POSITIONS
21 .oo 20.00 14.00 14.00
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:
Prepare ten year operating forecasts incorporating various "what r " scenarios to facilitate decision-making for
Lona-Ranae Financial Planning
City Council and City departments.
Budaet Manaaement
Preoare and monitor annual capital and ooeratino budgets to allocate resources in a cost-effective manner in
alignment with the Council's goals. - .
Perform bi-annual review of all City fees and present recommendations for changes to Council.
Prepare annual cost allocation plan to provide an accurate accounting of program costs.
Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective
decision-making.
Accounts RecaivabldCashiering
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 serfice and increase efficiency.
Accounts PavabldPavroIl
Prepare checks for City employees and serfice and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accountina and Reoorting Prepare and maintain finance records and documents in conformity with generally accepted accounting
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
Maintain the data within the financial information systems of the City and provide training to users, as needed.
principles and applicable legal and contractual provisions.
disclosure as required.
39
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
Assessment DistridCFD Administration . Assist in evaluation and formation of new districts.
Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
as required.
documents and State law.
- Audits Monitor sales tax audit wntract to ensure effectiveness.
Perform in-house internal wntrol reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
Fy1997
1, Average number of days to close books at
2. Number of business licenses processed 5.079
4. Number of electronic payroll checks issued
3. Number of payroll checks issued 20,555
5. Awards received for CAFR
6. Awards received for Annual Budget
month end: 20
0
CSMFOIGFOA
7. .Outstanding debt issues administered $100 million
Fy1998
15
5.600
16,359
4.278
CSMFOIGFOA
Excellence:
Operating and
$96 million
Capital
Fyi999
10
5.616
11,362
11,197
Not Available
Meritorious:
Operating
$100 million
KEY GOALS FOR 2000-01:
“Ensure the effective and efficient deliverv of tODQUaIItv SeIViCes to our Communitv.” . Assist in expanding our services to the public by developing a financing plan for the wnstrudion of the Carlsbad
golf course.
Expand public access to City information via implementation of interactive business license information, and E-
wmmerce for business licenses on the City‘s web site.
Increase the efficiency and effectiveness of accessing information for position budgeting, forecasting, and
reporting.
Increase the number of cashiering sites available to our customers, provide more timely information and
streamline processes through the selection and implementation of a citywide cashiering system.
Expand customer access to utility billing account information via implementation of an Interactive Voice
Response system. . Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
Streamline processing of human resource information by upgrading the Human Resources module of our
implementation of cycle billing.
financial system.
“Develop and imDlement DrOaCtlve strateaier to ensure the financial health of the Communltv and the Citv.” . Expand the financial planning horizon and reduce budget preparation time by implementing a two-year budget
Improve financial planning and improve the financial stability of the City by establishing an ongoing financing
process.
program for the replacement of existing and future infrastructure.
40
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
PAGE THREE
ACCT NO. 0011310
KEY GOALS FOR 2000-01 (continued):
"Enhance educational opportunities for all seaments of the Communitv." . Improve the understanding of the Ciys financial status by implementing the new financial reporting . Increase education and engagement of citizens through a Citizens' Academy. . Enhance City workforce decision-making ability by providing documentation, training. and access to real time . Improve communication of financial information by making improvements,to the Capital Improvement Program
requirements for State and Local governments as set forth by the Governmental Accounting Standards Board.
financial information.
document.
SIGNIFICANT CHANGES:
Temporary services reduced as there are no system implementations planned. One oftice specialist transferred in
from Community Development Administration upon opening of the Faraday Center.
41
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 0011410
1997-98
BUDGET BUDGET
284,440 264,367 PERSONNEL
ACTUAL ACTUAL
2000-01 1999-00 1998-99
317.528 293,652
MAINTENANCE a OPERATIONS 230,601 244.848 177.317 150.318
CAPITAL OUTLAY 0 4,000 2,499 0
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
UDdate and maintain formal bid and auotation files.
Prepare and maintain vendor lists by 'commodities. . Issue and manage formal bid and quotation processes.
CommoditvlSeNice Contracts
Track and renew annual commodity and sewice contracts.
Develop new annual contracts.
Develop and administer joint agency contracts.
Assist City departments in the creation and administration of contracts.
Maintain current contractor's list by classifications.
Public Works Contracts
Publish Public Works contracts, maintain plan logs, and manage bidding process.
Records Management
Assist departments in transferring records to City storage facilities.
Administer the records storage program at the City warehouse.
Review and update Stores Catalog for items carried in Central Stores.
Central Stores
Purchase and distribute office supplies for City departments.
Act as shipping and receiving for the Faraday Administration Center.
Sumlus PmDerly
Maintain inventory of surplus City properly and direct surplus properly to requesting departments as it becomes
Direct disposal of surplus and lostlunclaimed police property.
available.
42
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PAGE TWO
ACCT NO. 0011410
PROGRAM ACTIVITIES (continued):
Messenaer and Mail Service
Act as liaison with U. S. Postal Service.
Alert City staff to postal requirements to improve deliverability.
Review and update inter-departmental services.
Reduce postage costs by the use of pre-sort of fist-class mail.
Collect outgoing City mail and apply postage.
Maintain postage usage records by departmenffprogram.
Sort and distribute all incoming City mail.
WORKLOAD STATISTICS:
City Hall Number of
Issued
106,434 11 0,000 128,950
Pieces of Mail
Processed
KEY GOALS FOR 2000-01 :
Increase our purchasing services by expanding the vendor relationships and websites.
"Ensure the effective and efflcient dellverv of toe-aualltv sewlces to our Communltv."
Implement a pilot training class for the use of the Internet for purchasing.
Maintenance of a twenty-day schedule from the time of City Council award of a Public Works contract to the
execution of the contract.
SIGNIFICANT CHANGES:
Addition of a storekeeper position to expand mail services and central receivinglshipping at the new Faraday facility.
43
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
PERSONNEL
MAINTENANCE 8 OPERATIONS
MISSION STATEMENT:
People are our prio rity... we promote the development, well-being and success of employees and the organization
PROGRAM ACTIVITIES:
Benefits
Implement ongoing internal and external customer satisfaction feedback system for all major HR services
Ernvlovment: Recruitment, Classification, Comvensation, Human Resource Svstems
Proactively consult with departments regarding their staffing and classification needs
Attract and retain qualified candidates for City employment and fill job vacancies
Maintain up-to-date classification and compensation structure . Conduct follow-up training in support of Performance Management and Compensation System for management
Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness
employees
of the system
Trainina
Implement valuabased training
Conduct annual benefits education prcgram with employees; transition to new health insurance provider(s). if
Educate employees on policies and requirements of Department of Transportation Program
Conduct quarterly management meetings
Administration
Review and update the City's Personnel Rules to make consistent with other employment-related ordinances,
Continue enhancements on the Human Resources web page to expand information access to internal and
* Administer DOT Program for commercial drivers
appropriate
policies, agreements and practices
external customers
EmDloverlEmolovee Relations
Coordinate timetable for meeting and conferring with employee associations
Confer with City departments to identify areas of concern with current Memoranda of Understanding
Meet and wnfer with employee associations to communicate City Council direction and authority; share
Consult with employees concerning employee relations wncems and provide direction of City policy
Assist departments in responding to outside regulatory agencies (Department of Fair Employment 8 Housing,
~.
employee interest with City Council ..
EEOC, etc.) -
44
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
WORKLOAD STATISTICS:
Measures for Classification Review FY 99-00' Five Year Recruitment Trend
Number of ci,assification descriptions revisedlcreated 70 120
Number of positions reviewed 100 100
Measures for Recruitment gi 60
Number of applicants processed 1591 Zu 40
47 Number of recruitments processed 20
Number of eligibles on employment list 334 0
Number of new hires 74
Number of promotionsltransfers
'As of 3/1/00
23
."p 80
EP
95.96 96-97 97-98 9899 9s
Fiscal Year 2000
KEY GOALS FOR 2000-01:
;
Enhance the effectiveness of our partnerships and stay connected to our customers . Communicate results of survey research to HR Department Staff. Develop marketing pian to educate
emDlovees on HR services and encourage a more effective utilization of HR services by internal customers
(employees) -
Revise the health benefits program; communicate and deliver training regarding health insurance plan design
Partner with departments to analyze organizational structure, position utilization. and development of
changes
classification and compensation structure to support staffmg needs
Continue redesigning and implementing systems
Continue implementation of HRISIPY. i.e., new versions of the Human ResourceslPayroll module and Click,
Review and update the City% personnel rules to make consistent with other employment-related ordinances.
Coordinate all disability benefits into one integrated system
Continue enhancements to web Human Resources web page to expand information access to internal and
Establish Position Control automated system to track and forecast salary, benefit. and position vacancy
Drag, and Drill (reporting software)
policies. agreements, and practices
external customers
information
Build organizatlonal capacity
Implement valuebased training to ensure a drug and alcohol-free workplace
Implement value-based training to ensure the prevention of violence in the workplace
Continue to implement programs which result in a City workforce which has the knowledge and'skill needed to
Implement Experience Carlsbad orientation program
Deliver core Human Resources services effectively
Continue process improvement in the following areas: Benefits. Workers' Compensation, Recruitment,
Classification. HR Systems, EmployerIEmployee Relations, Administration and Change, Training, Payroll,
Record Keeping, and Human Resources Planning
excel in their jobs and deliver topquality service to our customers
SIGNIFICANT CHANGES:
None.
45
PROGRAM: RECORDSMANAGEMENT
FUND: GENERAL
PROGRAMGROUP: RECORDSMANAGEMENT ACCT NO. 0011610
AINTENANCE 8 OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
The Records Management Department is responsible for developing and implementing Citywide Records
Management and Document Management Programs. and is tasked with maintaining City records in an identifiable
The Records Management Department also provides staff support for the part-time elected City Clerk.
and accessible manner to fulfill public, legal. and historical requirements for preservation and storage of information.
PROGRAM ACTIVITIES:
Records Manaaement . Develop and implement Citywide Records Management Program and Document Management System . Maintain City records in an identifiable and accessible manner in fulfillment of public, legal, and historical
requirements for preserving and storing information.
.
Administrative SUPPO~~ Activities
Provide staff SUDDO~~ for Dart-time elected City Clerk.
Take necessaj'precautions to ensure the sty's compliance with the requirements of the "Brown Act" open
Take necessary precautions to ensure that requirements for public hearing noticing are met.
meeting law.
Code on the Internet.
Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code, and maintenance of the
Assist the public and City departments with requests for information; providing research services concerning
Provide subscription service for City Council agendas and minutes.
Council action since City incorporation on July 16, 1952. providing copies upon request, and providing copy
certification services.
agreement.
Maintain the City Hall Xerox 5885. by provision of key operator services, supplies, and current maintenance
46
PROGRAM: RECORDSMANAGEMENT
FUND: GENERAL
PROGRAMGROUP: RECORDSMANAGEMENT
WORKLOAD STATISTICS:
Documents processed:
Agendas
Agenda Bills
Resolutions
Ordinances Documents to Recorder
Subscriptions to Municipal Code
Contracts/Agreements
CY/1998 cy/1999
138 118
570 559
468 535
24 63 659 546
688 740
111 111
Copies 443,156 563.428
Entries Indexed 638 550
sxage Boxes of Files 226 226 Microfiche Boxes 12 12
KEY GOALS FOR 2000-01 :
PAGE TWO
ACCT NO. 0011610
“Ensure the effective and efficient ddiVeN of toD-aualltv SBNICBS to our Cornrnuflltv.” . Improve communications and access to infonation through the application of available technologies
Develop and implement a Citywide document management system
SIGNIFICANT CHANGES:
The Records Management Program was established in December, 1999.
Other budget items were also increased to accommodate the new employees.
Four new positions were authorized, and four new positions were transferred from the City Clerkprogram
41
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 6111520
1997-98
84,400 86.690 59,745 85,806 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS 836,947 843,650 695.141 485,651
CAPITAL OUTLAY 0 0 0 0
MISSION STATEMENT:
People are our prio rity... we promote the development, well-being and success of employees and the organization
PROGRAM ACTIVITIES:
Workers’ Compensation Claims and Administration
* This fund is utilized to provide payment for medical, indemnity and defense expenses incurred as the result of
occupational injuries and illnesses. It is also utilized to pay for related administrative and insurance expenses.
KEY GOALS FOR 2000-01 :
“Ensure the effective and efficient deliverv of toD-aualltv services to our Communitv.”
Enhance the effectiveness of our partnerships and stay connected to our customers. . Revise health benefits program: communicate and deliver training regarding health insurance plan design
Continue redesigning and implementing systems. . Continue implementation of HRISIPY. i.e.. new version of the Human ResourcesIPayroll module and new
changes.
version of Click, Drag and Drill (reporting software).
SIGNIFICANT CHANGES:
None.
48
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCTNO. 6121930
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
administration of properly and general liability claims, works in conjunction with the City Attorney’s Office and outside
Risk Management administers the funding of the self-insured and insured portions of the program, manages the
the risk of future losses.
counsel to monitor, control and resolve litigated matters. and provides training for various departments to minimize
PROGRAM ACTIVITIES:
The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability
Litiaation Manaaement
claims made aoainst the Citv. and to pav for related .administration and insurance expenses. Risk Management ~~
works with the-City Attorney’s Office and outside wunsel to monitor, control and resolve litigated matter; in the
areas of properly, casualty and general liability.
..
Directs the marketing. renewal, planning and funding of the insured and self-funded portions of the program:
InsuranceISelf-Insurance
administers the general liability self-insurance funds.
Claims Management
combination of in-house services and a contract claim administrator.
Directs and administers the claims management program for properly, casualty and general liability by utilizing a
Loss Preventionllrainina
Provides direction,’programs and training for various City departments to minimize the risk of future losses
KEY GOALS FOR 2000-01:
“Ensure the effective and efficient dellverv of toD-aualltv servlces to our Communltv”
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 omortunlties to ensure the financial health of the Communltv ‘and
the Citv.”
e Compile liability claim statistics to identi any areas for focused loss prevention efforts.
SIGNIFICANT CHANGES:
None.
49
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520
I I 1997-981 1998-991 1999-00 I 2000-01 I ~~
ACTUAL
46,000 41,500 61,119 64,813 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE 8 OPERATIONS
MISSION STATEMENT:
People are our priori ty... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
a This fund is used to pay health insurance premiums.
SIGNIFICANT CHANGES:
. None
50
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION SYSTEMS
ACCT NO. 6401710
1997-98
1,103,130 1,063,163 545.861 452,203 PERSONNEL
2000-01 1999-00 1598-99
ACTUAL, BUDGET BUDGET ACTUAL
MAINTENANCE 8 OPERATIONS 819.065 1,107,031 1,491,808 2.054.797
CAPITAL OUTLAY 0 528.427 405.800
1.271.268
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through computer automation and
telecommunication services.
PROGRAM ACTIVITIES:
Computer SUDDO~~ Services
Ensure that all City computers remain operational with minimum downtime. . Guarantee availability of hardware for all the City’s mini Computers, work stations. desktop computers and the . Provide support for all standard City applications.
Telecommunication SUDDO~~ Services . Ensure the City‘s telecommunication network and. its associated equipment remain operational with minimum
Provide the necessary support for all telephone and data communication equipment.
Citywide network.
downtime.
New Svstems Su~wrt Meet the information needs of the users and encouraDe the aDDroDriate use of WmDuters and communication .. .
Increase citizen access to City services through the use of technology.
technology to increase productivity and enhance cornmurkation.
KEY GOALS FOR 2000-01 :
“Ensure the effective and emclont dellvew of topaualltv servlces to our Communltv.”
Improve access to and management of City documents through the implementation of a Document Management
System (DMS) that meets theneeds of system users.
Complete Phase I, resulting in the implementation of systems and conversion of data for the records and
Begin Phase II, which expands functionality and increases the number of departments utilizing the system.
Add more static information, as well as some interactive components (on-line, employment applications, geo
Expand public access to City information via implementation of Phase 3 of the City’s website.
E-Commerce (utili billing, parking ticket payments, and ambulance billing).
engineering deparlments.
data, engineering inspections).
51
PROGRAM: INFORMATION SYSTEMS
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION SYSTEMS
PAGE TWO
ACCT NO. 6401710
KEY GOALS FOR 2000-01 (continued):
m)
Increase level of customer service to City residents and staff via effective and efficient processing of Requests for
Action (RFAs).
Functional and technical specifications for Citywide RFA system are completed and potential systems are
RFA system is implemented in one major service area of more major service areas by fiscal year.
identified.
SIGNIFICANT CHANGES:
Staffing changes include the addition of an administrative secretary position to perform clerical duties
Depreciation budget was increased by.$430,000 to reflect the annual cost of replacing personal computers and the
telephone system Cityrvide as they become obsolete.
52
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
GeneralFund
0013520-8540 Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
1997-98 1998-99 2000-01 2001-02
A!3uAL A!3uAL BupGu[ BupGu[
$256,487 $325,356 $520,824 $360.000
0019002-8540 Community Contributions 225.000 770,000 20,000 0
0019002-7550 Beach Parking 38.100 27.000 36.000 36,000
0013025 Hiring Center 75,774 76.821 60,070 80,000
0019003-771 1 Dues and Subscriptions 13,572 28.652 50.000 56,600
0019003-7435 Properly Tax Administration Fee 177.909 205,351 210,000 240.000
0019003-7490 Assessment Services 22,893 15.349 56,725 58.800 ..
0019004 Misc Expenditures
Total Non-Departmental Expenditures
Transfers
001 9003-9999 Misc / Transfers Out
20,246 7,460 70.300 6'
829,981 1,455.989 1.043.919 831.400
331,952 75,500 652.949 0
0019003-9999 Golf Course Contribution 490.000 1,680,000 600.000 600.000
0019003-9999 Hosp Grove Debt Service 828.521 800,000 800,000 800,000
0019003-9999 Infrastructure Maintenance Fund 0 0 2,000,000 3.000.000
0019003-9999 Transfer to Capital Improvement Pgm. 0 0 0 4.300.000
Total General Fund Transfers 1,850,473 2,555,500 4.052.949 8.700.000 .. -
Conthgencfes
0019008 Contingencies (Budget request) 1.787.765 3,943,700 4,000,000 4,300,000
GENERAL FUN0 TOTAL 54.268.219 $7,955,189 $9,096.868 $13.831.400
15013108540 Community Contributions 0 0 40,000 .60.m
53
..
.. i .. . .. . ..-.
54
SAFETY
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
r I 1997-981 1998-991 1999-001 2000-01 I
ACTUAL] ACTUAL/ BUDGETI BUDGET
PERSONNEL 17,496,422 17,094,604 16.190.744 14,817,386
MAINTENANCE B OPERATIONS 5,119,745 4,788.128 4.079.872 3,450,735
CAPITAL OUTLAY 389.400 605,931 1,573,033 316,382
55
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
1997-98
10,383,824 10.054.903 9,287,375 8,492,941 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS
198,850 323,633 133,740 188,390 CAPITAL OUTLAY
3,463,849 3,170.448 2,537,742 2,306,170
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
we hold ourselves to the highest ethical and professional standards of conduct: we are committed to personal
doing so, we protect the rights of all persons: we strive to treat every person with respect, dignity and compassion:
integrity, common purpose, and support of each other as essential to an effective and productive work environment:
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best ’
possible service to our citizens.
PERFORMANCE I WORKLOAD MEASURES:
Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
1999 Averaoe Resoonse Times
than our goal. Priority one calls made up less than one percent of our total call volume in 1999. Priority two (urgent
priority one calls in an average of six minutes or less. In 1999, we responded on average faster to priority one calls
calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average
response time in 1999 to the lowest priority call was less than 21 minutes.
Priority I
Priority 2 10.4
Priority 3 20.5
0 5 10 15 20 5
MINUTES
56
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCE I WORKLOAD MEASURES (continued):
Citizen Satisfaction
been surveying victims of crime since 1991. This survey helps the department measure satisfaction and
In an effort to provide the best service possible to the cot’nmunity, the Carlsbad Police Department has
obtain feedback from citizens who have had contact with our department. Over 4,000 responses have
been received to-date.
1 I I I
1999 RESULTS
911 Dispatcher
Officers
Detectives
4.7
Records
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, robbely,
aggravated assault. burglary. larceny/theft. and motor vehicle theft.
40 37.3 .
1997 1998 1999
FBI Index Crimes Per f.000 Population
51
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE THREE
SUMMARY
KEY GOALS FOR 2000-01:
“Ensure the effective and efficient delivew of toD-aualitv 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 delively of police services through publidprivate partnerships,
regionalization. volunteerism. and community outreach programs.
Pian, construct. and maintain police facilities which meet the public safety needs of the community
“DeveloD and imolement Droactive strateaies 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.
“Intearate a ComDrehenSive efficient transportation svstem with aualitv of lifecentered land use decisions.”
Provide resources and expertise to promote safe and efficient transportation systems
“Enhance educational omortunities for all seaments of the Communitv.”
Maintain. develop, and enhance programs aimed at informing and educating the-Community regarding public
Provide continual training and educational opportunities which promote professional and personal growth,
Continue cooperative programs to include DARE, School Resource Officers, GUIDE, Juvenile Justice Panel,
safety.
enhance safety and service, and exceed compliance with POST standards.
and to identify future needs.
58
PROGRAM: POLICE ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Develop and administer functions and programs that support the City's and the Police Deparhnent's statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs
Develop and manage programs which reduce crime, encourage citizen participation. and improve Community
safety.
Orqanization . Assist staff with individual and group development
Division Support
Provide support to divisions to assist with meeting goals
Leadership
Provide department staff with the knowledge and training necessary to carry out the department's mission.
SIGNIFICANT CHANGES:
None.
59
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
ACTUAL
1997-98
BUDGET ACTUAL
2000-01 1999-00 1998-99
BUDGET
4,641.869 4.508.630. 4,272,782 4,338,970 PERSONNEL
MAINTENANCE & OPEWTIONS
52,000 130,202 54,476 0 CAPITAL OUTLAY
836.753 748,931 648.887 787.677
WORK PROGRAM:
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Respond to calls for service for emergency and non-emergency services
Calls for Service
Investigate crimes.
Enforce City ordinances.
Take reports including crime, arrest, collisions, incident, citation, and field interview
mnse Time
Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
cy1997cy1998cy1999
Calls for Service 64,009 67,076 67.284
Cases 8,950 9,083 8,338
Average Priority One Response
(in minutes) 5.6 5.6 5.2
SIGNIFICANT CHANGES:
In order to maintain service levels, two new patrol oficers. and one patrol vehicle have been added.
60
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121
1997-98
ACTUAL
1998-99
BUDGET ACTUAL
1999-00 2000-01
BUDGET
PERSONNEL 558.550 688,381 725,171 872.081
MAINTENANCE & OPERATIONS 149,794 167,207 199.828 21 1,763
.. CAPITAL OUTLAY 96,500 8,500 5.980 0
WORK PROGRAM:
accident investigation and traffic safety programs to make the streets and highways safer.
Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
PROGRAM ACTIVITIES:
Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide.
Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
WORKLOAD STATISTICS:
-" CY 1997 CY 1998 CY1 999
..
Total Collisions 775 784 764
Hit and Run Investigations 131 106 117
SIGNIFICANT CHANGES:
A Police lieutenant has been added to help increase citizen satisfaction and quality of service in the traffic and
community services divisions.
..
61
PROGRAM: VOLUNTEER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012122
1997-98
2,070 2,050 0 0 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPEWTIONS
0 0 0 0 CAPITAL OUTLAY
35,160 33,500 31,592 19,136
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
Conduct crime prevention patrols.
Assist with traffic control and special events. . Conduct education activities in community.
Provide regular contact for homebound citizens.
In-House Volunteers
Provide general clerical assistance
Provide data entry assistance.
Contact crime victims. Provide assistance with special assignments and projects.
WORKLOAD STATISTICS:
" CY1998 CY1999
Number of hours contributed 18,411 14,736
SIGNIFICANT CHANGES:
None.
62
PROGRAM: RESERVE OFFICER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012123
1997-98
3,400 4,760 2,636 2.570 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
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:
Provide special detail assistance to all divisions of the police department. . Provide sewice 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:
cy1997 cy1998 cy1999
Hours contributed by reserve officers 2,078 2,360 1,491
SIGNIFICANT CHANGES:
None.
63
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
ACTUAL
338.286 334,446 345,062 0 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance depaltment's ability to locate
hidden suspects while providing greater officer safety through the use of trained Police dogs.
PROGRAM ACTIVITIES:
Enforce laws throughout the City.
Patrol remote areas using 4x4 vehicles.
Provide canine coverage on each patrol watch.
Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of
Police canine teams.
SIGNIFICANT CHANGES:
None.
64
PROGRAM: LAGOON PATROL
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012125
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
PROGRAM ACTIVITIES: . Enforce boating regulations. . Monitor recreational boating operation on Agua Hedionda Lagoon. . Patrol lagoon. trail, and park areas.
Assist stranded boaters on Agua Hedionda Lagoon.
SIGNIFICANT CHANGES:
None.
65
PROGRAM: INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012130
I I 1997-98 I 1998-991 1999-00 I 2000-01 I
ACTUAL( ACTUAL^ BUDGETI BUDGET
PERSONNEL 839,421 1,127,355 1,082,756 1,204,691
MAINTENANCE & OPERATIONS 193,790 206.217 200,467 195,096
CAPITAL OUTLAY 2,000 2,500 0 0
WORK PROGRAM:
commission of crimes. Provide coordination of the criminal justice process; rewver stolen property: process
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
property and evidence.
WORKLOAD STATISTICS:
Violent Crime Clearance Rate
Property Crime Clearance Rate
cy1997 CY1998 CY1999
52% 48% 45%
27% 22% 21%
Property Recovery Rate 37% 26% 26%
SIGNIFICANT CHANGES:
Three investigators previously budgeted in this division have been transferred to a new Task Force division
(0012135) to better reflect functionality and increase accountability.
66
PROGRAM: VlCElNARCOTlCS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT,NO. 0012131
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Idenbfy 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:
cy1997 cy1998 cy1999
Felony and Misdemeanor Arrests 138 123 179
SIGNIFICANT CHANGES:
Additional vice narcotics investigator added to allow the unit to address many of the vice functions that are now
placed as a low priority because of the higher priority narcotics cases.
61
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132
1997-98
ACTUAL ACTUAL
1996-99
BUDGET
1999-00 2000-01
BUDGET
PERSONNEL 56,155 61.229 61.800 71,677
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
18
0
86.027 107,277 61.583
0 0 0
WORK PROGRAM:
Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both
delinquent and pre-delinquent and within and prior to the criminal justice system.
SIGNIFICANT CHANGES:
A part-time juvenile justice program assistant has been added to allow the program coordinator to handle increased
demand for juvenile justice services.
68
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133
AINTENANCE & OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
the department.
Responsible for the processing. retention, disposal, and security of all property and evidence obtained or seized by
PROGRAM ACTIVITIES:
Physically maintain and accurately track all property and evidence.
Return property to lawful owners.
Dispose of property according to law.
SIGNIFICANT CHANGES:
None.
69
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
I I 1997-981 1998-991 1999-001 2000-01 I I ACTUAL! ACTUAL^ BUDGETI BUDGET
PERSONNEL 281.8241 292,6821 331,669
MAINTENANCE a OPERATIONS
APITAL 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 crimina! justice process as it relates to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
Investigate and foliow-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
70
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
MAINTENANCE 8 OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Theft Task Force, and Narcotics Task Force.
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
SIGNIFICANT CHANGES:
Expenses associated with these task forces were previously budgeted in the Investigations Division (0012130). A .
separate division has been created for the task forces to better reflect functionality and enhance accountability.
71
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
i I 1997-981 1998-991 1999-001 2000-01 I
ACTUAL
425.923 450,526 364.239 337.321 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE & OPERATIONS 1,063,455 830,790 486,351 394,530
CAPITAL OUTLAY 0 3.000 2.51 1 0
GRAND TOTAL
0.00 0.00 0.00 HOURLYRE POSITIONS
6.00 6.00 5.00 FULLTIME POSITIONS
1,489.378 1,284,316 853.101 731.851
6.00
0.00
WORK PROGRAM:
Provide support to the police department in the form of training, automated systems coordination, and personnel recruitment and hiring.
PROGRAM ACTIVITIES:
Coordinate all department training.
Organize testing programs and conduct POST mandated preemployment investigations.
Recruit new employees.
Maintain and develop the department's automated systems such as CAD, ARJIS, a
network. 1nd the microcornpi Iter
SIGNIFICANT CHANGES:
Information Systems charges have increased by $220.000 to cover the cost of replacing the personal computers as
they become obsolete.
12
PROGRAM: D.A.R.E.
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012141
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK.PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures of drug bse through
education.
PROGRAM ACTIVITIES:
Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high
Assist schools and parents with dNg abuse prevention programs.
.SIGNIFICANT CHANGES:
None,
schools.
73
PROGRAM: CRIME PREVENTION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012142
I I 1997-981 1998-991 1999-001 2000-01 I
ACTUAL
44.490 44,690 43,814 40,146 PERSONNEL
BUDGET BUDGET ACTUAL
JMAINTENANCE & OPERATIONS I 47.6941 45.5701 41,441 I 41.0591
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:
Target all groups within the community including crime victims and utilize community forums, surveys, media,
Create and implement education and awareness programs that reduce the threat of crime and enhance safety
newsletters, and direct mailings.
and security.
SIGNIFICANT CHANGES:
None
74
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
MAINTENANCE 8 OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among
students, citizens, and educators.
PROGRAM ACTIVITIES:
Maintain order and enforce laws on school campuses located within the City of Carlsbad.
Educate staff and students regarding laws pertaining to schools, child abuse, and law enforcement, in general.
SIGNIFICANT CHANGES:
None.
75
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144 -
ACTUAL
1997-98
ACTUAL
1998-99
954,960 953.028 810.442 715,473 PERSONNEL
2000-01
BUDGET BUDGET
1999-00
MAINTENANCE a OPERATIONS 92,050 81.983 28.781 30.806
CAPITAL OUTLAY 4,500 2,007 3,222 0
WORK PROGRAM:
personnel.
Provide police and fire communications including answering calls for service and dispatching appropriate emergency
PROGRAM ACTIVITIES:
Provide routine and emergency communications service to police, fire, and emergency medical programs
WORKLOAD STATISTICS:
cy1997 cy1998 cy1999
Police Calls for Service 64,009 67,076 67.284
SIGNIFICANT CHANGES:
None.
16
PROGRAM: POLICE RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012145
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
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:
Process police records including arrests, crime cases, citations, traffic collisions, and incident reports
WORKLOAD STATISTICS:
cy1997 cy1998 cyi999
Police Cases 8.950 9,083 8.338
SIGNIFICANT CHANGES:
None.
77
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 1212110
1997-98
ACTUAL
1998-99
BUDGET ACTUAL
1999-00 2000-01
BUDGET
PERSONNEL 151.059 855 52.000 9,600
MAINTENANCE & OPERATIONS
1,250 100,459 49.735 182,840 CAPITAL OUTLAY
11,750 106,081 14,461 185,402
-
GRAND TOTAL
0.00 0.00
0.00
0.00
0.00 FULL TIME POSITIONS 0.00 0.00
HOURLYFTE POSITIONS
22,600 258.540 65,051 519,301
0.00
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the police department's narcotics enforcement efforts. These funds are restricted by statute for use by the police department only and cannot be used
to supplant existing budgets.
SIGNIFICANT CHANGES:
Maintenance and operation/capital includes funding for less-than-lethal equipment programs such as webshot guns,
bean bag rounds, and rifles to replace all shotguns which will be converted to bean bag guns. Also included is
overtime for training.
78
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
1997-98
PERSONNEL I 148,008) 163.360) 148,903) 164.850
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS
CAPiTAL OUTLAY
9,447
2,000 0 0 0
10,110 3,324 2.233
WORK PROGRAM:
This is the fourth year the City has received funding per Assembly Bill No. 3229 (BNlte) Citizens Option for Public
Safety (COPS). The City Council approved the Police Department's request to use these funds for the continued
hiring of two full-time officers for assignment to the year-round bicycle patrol. Prior to the first year of the grant, the
bicycle patrol was only seasonally staffed during the summer months. The bicycle patrol members patrol the beach
and downtown areas as weii as other areas as required for special enforcement.
PROGRAM ACTIVITIES:
The patrol will direct attention to minor dNg, alcohol. skateboarding, loitering. and noise complaints in the downtown
and beach areas of the City as we11 as other areas as needed,
SIGNIFICANT CHANGES: .-
None.
79
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
MAINTENANCE 8 OPERATIONS
APITAL OUTLAY
MISSION STATEMENT:
The Fire Department's mission is to enhance the quality of life in our community by delivering exceptional services in
safeguarding lives, property. and our environment. We measure our success in accomplishing our mission through
customer surveys, comparative analysis, operational effectiveness and goal accomplishment.
WORKLOAD STATISTICS:
Paramedic Satisfaction Survey Total Incidents By Year
1 2 3
Unacceptable Poor Satisfactory Gwd
4
Excellent
5 Priority 1 average response times in minutes:
4.42 4.55 4.68 4.78 4.81
Customer Service Ratlnat: The above chart
emergency medical services for 1999. The results
shows our customer satisfaction level for
show that our paramedics continue to live up to
the department's reputation for treating all
patients as we would our own family.
Incidents B ReSDOnse Times: The Fire
Department continues to meet' its goal of a five-
with a 4 minute and 49 second average. The above
minute average response time to priority one calls,
chart shows a gradual increase in both number of
years.
incidents and response time over the last five
80
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
KEY GOALS FOR 2000-01:
"Ensure the effective and efficient deliverv of tOD-OUalltv services to our Communltv."
Oversee the purchase and implementation of a new computer-aided dispatch system for public safety that will
Continue to work with the other major service areas in implementing a Citywide performance measurement
Finalize a Fire Department Strategic Plan based on a comprehensive self-assessment process.
"Enhance educational oDDortunlties for all seamen6 of the Communitv."
. Increase the opportunity for seniors to participate in the fire safety public education progiams.
maximize the full capabilities of our 8OOMHz communication system.
system that will achieve desired outcomes through selective measurement and benchmarking practices.
81
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
1997-96
296.690 303,415 278.274 235,460 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS 213,613 518,750 318,668
80,000 161,608 1,381,065 82,502 CAPITAL OUTLAY
332,751
"
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions.
Implement and support Fire Department specific values, mission, and vision.
Continue supervisory training and seminars for all fire captains.
Facilitate team building programs for all members of the management team.
Promote increased communications and participation at all levels within the department.
Plannina
Provide a planning interface with other City departments and regional agencies in order to facilitate improved fire
sewices. . Continue to oversee the department-wide self-assessment process and develop e department strategic plan. . Monitor development under the Gmwth Management Program toward scheduling the relocation of Fire Stations 3 B 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
Coordinate department information systems.
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:
None.
82
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220
1997-98
ACTUAL
1998-99
BUDGET ACTUAL
1999-00 2000-01
BUDGET
5,741,674 6,276,906 6,316,560 6,412,418 PERSONNEL
MAINTENANCE 8 OPERATIONS
90.050 67,927 58,228 45,490 CAPITAL OUTLAY
1,077,510 1,040,431 815.814 722.826
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and p.roperly trained
personnel.
PROGRAM ACTIVITIES:
Ememencv Reswnse
Maintain an effective fire and medical emergency response system throughout the City.
Maintain fire apparatus, equipment. and facilities at a high level of readiness. '
'e Maintain an average response time of five minutes or less to priority.one fire and medical calls for service
Trainina Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the
services provided to citizens.
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. . Engine companies to participate in public education programs, special Community events. and code
enforcement inspections on an annual basis.
SIGNIFICANT CHANGES:
None.
83
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Manage the potential for fire loss in the community through Fire Code enforcement and public education activities
which increase citizen awareness of fire and life safety practices.
PROGRAM ACTIVITIES:
Enforcement and Enaine-
Provide training and administrative support for engine company code enforcement activities.
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
Conduct periodic fire inspections in commercial. industrial, and multi-family residential buildings.
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.
Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
None.
84
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
ACTUAL
1997-98
ACTUAL
1998-99
BUDGET
1999-00
0 0 0 0. PERSONNEL
2000-01
BUDGET
MAINTENANCE 8 OPERATIONS 126,250 156,134 152,550 94.031
CAPITAL OUTLAY 0 0 0 0
WORK PROGRAM:
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
program.
PROGRAM ACTIVITIES:
Hazard Identification
Identify and serve notice to owners of properties on which fire hazards exist or are likely to exist. . Select 900-1 100 parcels for clearance.
Obtain City Council approval for abatement.
Mail notices to property owners in May.
Hazard Abatement
Ensure effective abatement of hazards identified.
Inspect all property noticed.
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
85
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240
1997-98
0 0 0 0 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
and man caused disasters.
PROGRAM ACTIVITIES:
Traininq and Education
Conduct classroom and simulation training sessions for all key City staff members.
Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements
Continue providing basic emergency response training to all City employees.
Plannina . Reorganize emergency plan.
Develop a strategic plan to improve Citywide emergency preparedness. . Update hazard vulnerability analysis. . Restructure the emergency management administrative team.
Coordinate program efforts to ensure future certification of the City by FEMA as a "Disaster Resistant
Community."
Inter-Aoen'cv Coordination
Represent the interests of the City on the County Unified Disaster Council
SIGNIFICANT CHANGES:
None.
86
COMMUNITY
DEVELOPMENT
4
..
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1997-98
ACTUAL
1998-99
6,506,193 6,613,159 6,217,537 6,223.418 MAINTENANCE & OPERATIONS
BUDGET
4,052,371 3.944.862 3.773.091 3.361.113 PERSONNEL
200Q01
BUDGET ACTUAL
1999-00
87
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010-0013025
ACTUAL
1997-98
ACTUAL
2000-01 1999-00 1998-99
BUDGET
321,310 345,740 376,200 330.154 PERSONNEL
BUDGET
I I 2000-01 1999-001 1998-991 I 1997-981 ACTUAL^ ACTUAL^ BUDGETI
PERSONNEL 330.154
BUDGET
321,310 345,740 376,200
MAINTENANCE 8 OPERATIONS
0 49,300 6,956 3.013 CAPITAL OUTLAY
135,660 169,701 127,230 176.849
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
who live, work or visit Carlsbad by providing for:
respect for diversity. We enhance the health, safety. welfare and the quality of life for people at all economic levels
development of high quality projects and publicfacilities.
diverse housing. employment and enrichment opportunities. and
preservation of the local environment.
a strong and stable economic base.
PROGRAM ACTIVITIES:
Coordination
Continue quarterly review of all Interdepartmental goals and objectives.
Provide support and direction to all Community Development Departments involved with achievement of the
Coordinate the activities of all Community Development Departments at the development processing counter.
City's Affordable Housing, Growth Management and Economic Development goals.
Conduct periodic meetings and workshops to assist Community Development staff and various commissions in
Communication
Encourage departmental and interdepartmental meetings which allow Community Development staff to . Act as a liaison between community organizations and City staff in initiating and implementing programs which
understanding the development process. and pertinent laws and regulations.
participate in problem identification and resolution.
provide social benefit to the local population.
88
PROGRAM: ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010 THRU 0013025
KEY GOALS FOR 2000-01 :
“Ensure the effectlve and efficient dellvew of toD-aualltv servlces to our Communltv.”
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:
respond to 95% of field inspection requests the next working day.
develop performance measurement program,
average 24-hour response on code enforcement for non-health and safety calls (average same day response
manage Phase II of Cole Library renovation project.
manage relocation of Police training range, and
‘DeVelOD and ImDlement Droactlve strategies to ensure the financial health of the Communltv and the Cltv.”
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 identied 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.
for all others),
“Enhance educational oDDottunlties for all seaments of the Communltv.”
Continue the Community Development Organizational Effectiveness program, establishing new and innovative
for supervisors and managers in conflict management and time management.
opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training
SIGNIFICANT CHANGES:
Office Specialist postion transferred to Finance upon the opening of the Faraday Center.
PROGRAM: LAND USE PLANNING 8 PLANNING COMMISSION
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 0013210/0013220
1997-98
1,800,950 1.805.780 1,695,030 1,545,533 PERSONNEL
2000-01
BUDGET BUDGET ACTUAL ACTUAL
1999-00 1998-99
MAINTENANCE 8 OPERATIONS 603,474 789.080 487,462 669.822
CAPITAL OUTLAY 0 17,290 9,391 0
MISSION STATEMENT:
The Planning Department's mission is to guide the planned physical development of the City in a manner that
preserves the quality of life for its citizens.
PROGRAM ACTIVITIES:
Ensure that all new planning programs and development projects comply with the General Plan.
ImDlementation of General Plan
Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council and
Preparation of SDecial Studies and Policv Review
and environmental ordinances. Update development standards as needed.
Planning Commission regarding the compliance of all development proposals with the City's zoning, subdivision
Review of DeveloDment Proiects
the compliance of all development proposals with the City's zoning, subdivision and environmental ordinances.
Provide technical support to the Planning Commission and City Council in a timely and efficient manner regarding
Update development standards as needed.
ImDlementation of Growth Manaoement Plan
Ensure that all development complies with the performance standards of the Growth Management Plan.
PERFORMANCE OBJECTIVES: . Implement programs contained in the updated General Plan. . Complete the update of the Housing Element. . Complete the Carlsbad Boulevard Realignment Study and the Commercial Study. - Continue to address issues related to endangered species, and implementation of the Habitat Management - Ensure timely processing/review of projects in the City. . Continue to review project processing procedures. . Administer the Growth Management Program, including on-going monitoring of activities.
Pian.
90
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING
CONSIDERED BY PLANNING COMMISSION
NUMBER OF PLANNING APPLICATIONS
70
60 I tr
.I998
0 1999
ADDliCatiOnS Considered by Planning Com-
mission: The numbers reflect a 46% increase
for 1998 over 1997, and a 164% for 1999 over
1997. Administrative approvals of PIPS. Sign
Variances are not included in the above
PermitslPrograrns, and Administra-tive
applications were constant, while there was a
numbers. 1998/99 administrative permit
243 in 1998, and 247 in 1999).
38% increase from 1997-1998 (176 in 1997,
KEY DEPARTMENT GOALS - FY 2000-01:
PAGE TWO
ACCT NO. 001321010013220
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY CITY COUNCIL
35
30
25
20
15
10
5
0
1stQtr ZndC Xr
I
3rd Qtr 4th Qr
ADDlications Considered by Citv Council:
from the Planning Commission in 1997, 28 in . Fifteen applications were forwarded to Council
part to the Commercial VisitorlSewing Overlay
1998. and 80 in 1999. The increase is due in
Zone and reflects an over 400% increase in
activity level over the two-year period of 1997-
1999.
“Ensure the effective and efficient deliverv of towaualltv services to our Communitv.”
Ensure topquaiity 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
Provide strategic advice regarding land use and long-term planning in the City. Present the results to the infill
ones that create economic opportunities. Determine the effectiveness of the preliminary review process,
Projects report to the City Council.
“Create diverse. broad-based economic strategies in ensure the financial health of the Communitv and the
Revise General Plan policies to reflect City Council decisions on the Commercial Land Use Study.
Continue the processing of the Villages of La Costa Master Plan, Bressi Ranch Master Plan, and the Carlsbad
Oaks North industrial Park.
“Enhance educational omortunities and school facilities for all segments of the Communitv.”
Continue wbrking with the school districts, providing land use and long-ten planning information to assist the
Enhance Planning Department information available on the web site.
districts in school location decisions.
SIGNIFICANT CHANGES:
None.
91
PROGRAM: GEOGRAPHIC INFORMATlOrJ SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
I I 1997-981 1998-991 1999-001 2000-01 I
ACTUAL
167,056 162,757 104,475 90.372 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
The Carlsbad GIS provides Geographic Information System processing services to all City departments. and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
Svstem Development
Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient use
of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS staff, we
are able to more effectively expand the GIS program to.enabie various City staff to use GIS technology.
Database DeVelODment
Continue adding data layers to the enterprise-wide GIs, particularly in the areas of Public Works-related
infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.).
Database Maintenance
Maintain the various layers within the GIS by keeping them accurate and current.
WORKLOAD STATISTICS:
" FY1998 FY1999 FY 2000 (Est.)
Number of Service Requests: 229 245 275
KEY GOALS FOR FY 2000-01 :
"Ensure the effective and efficient deliVeN of top-aualitv Services to our Communitv" - Participate in the development of a Public Works Maintenance Management System utilizing GIS technology. . Continue to reduce the cycle time between request and delivety of products/services - Disseminate GIS capabilities to City staff at the desktop level by implementing a spatial data warehouse for all
users of geographic data.
SIGNIFICANT CHANGES:
Software will continue to be implemented to allow direct access to all spatial data from the various geographic
information systems used by the City.
92
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNIN DEVELOPMENT ACCT NO. 0013510
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Plan, organize and direct the implementation of the City's Economic Strategic Plan, and Real Estate Asset Program.
PROGRAM ACTIVITIES:
Land Use
Develop and implement land use and infrastructure strategies consistent with the General Plan, that enhance and
promote economic development in Carlsbad.
Public Policy
quality of life and consider the fiscal needs of the City.
Develop sound policies and strategies that encourage quality business development and expansion, preserve
Economic Resources
Identify resources, opportunities and areas of economic focus. Establish programs to epitomize 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.
PERFORMANCE/ WORKLOAD MEASURES: . Number of economic development presentations made annually to local organizations
KEY GOALS FOR 2000-01 :
"Develop and imDlement proactive strategies to ensun, the financial health of the Communitv and the Cltv."
Develop and coordinate Carlsbad's Business Attraction and Retention Program.
Participate in regional economic development activities and projects.
Identify and monitor progress of development projects that provide economic benefit to the City.
Implement the City of Carlsbad's Economic Development Strategic Plan. . Develop Real Estate Asset Inventory.
SIGNIFICANT CHANGES:
Additional funding for Real Estate Asset Management
93
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610
I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL^ ACTUAL^ BUDGET1 BUDGET
PERSONNEL 722,6261 847.9871 903,1501 971,456
MAINTENANCE 8 OPERATIONS
0 8.200 8.657 2,728 CAPITAL OUTLAY
832.454 912.588 760,708 542.227
GRAND TOTAL
FULL TIME POSITIONS
1,803.910 1,823.938 1.617.352 1.267.581
0.50 0.50 1.50 1.50 HOURLY/FTE POSITIONS
13.00 13.00 .13.00 13.00
WORK PROGRAM:
The Building Department reviews applications .for building permits, routes applications to applicable departments,
issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The department also provides code enforcement services for the City for zoning. housing, building, and other Municipal
Code violations.
PROGRAM ACTIVITIES: . Receipt of building permit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
PERFORMANCE MEASURES:
The department tracks inspections per day per field inspector and a number of other statistical repolts
this report to reflect ICMA recommended performance measurements for code enforcement. associated with workloads. Code enforcement has produced a quarterly report and will be revising the format of
KEY GOALS FOR 2000-01:
”Ensure the effective and efficient dellvew of toD-aualitv services to our Communltv.” . 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 oDl)ortunltles and school facilities for all seaments of the Communltv.”
Provide 80 hours of staff development training for each employee. Continue to develop and implement an internship program for building inspectors.
SIGNIFICANT CHANGES:
Funding provided for an additional intern. The intern inspector program will continue to train in-house City
employees for a career in building inspection.
94
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
1997-98
667.949 626.825 635,686 580,940 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
200041 1999-00 1996-99
MAINTENANCE 8 OPERATIONS 4,776.963 4.780.169 4,700.207
314,526 4,184,195 324,370 360,196 CAPITAL OUTLAY
4.760.215
..
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing Creating a CornmuniW Spirlt
0 Rental Assistance Transportation
Homebuyers Assistance Education
New Construction e Social Services
Rehabilitation Family Self-Sufficiency
Enhancing Opportunities Village Vision . Career Development Creativity
Plans Expansions
Innovation . Revitalization
Goals . Beautification
Promoting Business Development lncreasina Revenues
Jobs Federal Funds
Sales Tax Property Tax
New Products
State Funds Excellent Service
95
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 801341018023412
I I 1997-981 1998-991 1999-001 2000-01 I
ACTUAL
166,200 154.030 164.869 146.553 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE -3 OPERATIONS 1,356,761 1,363,377 1,940,678 1,914,784
CAPITAL OUTLAY 0 948.923 0 0
GRAND TOTAL
0.00 0.00 0.00 HOURLYlFFE POSITIONS
2.20 1.95 1.90 FULL TIME POSITIONS
1,522,961 2,466,330 2,105,547 2,061,337
2.20
0.00
,MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
lmolementation of the Carlsbad Villaae Redevelooment Master Plan . Coordination of project development and permit processing.
Implementation of the Facade Improvement Program. . Administration of the Parking-In-Lieu Fee Program. . Property acquisition for future redevelopment projects and facilitation of new development,
Communitv Relations and Public Relations Proaram . Work with the Carlsbad Village Business Association and other business organizations to continue Community . 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
awareness and public relations activities on behalf of the Redevelopment Agency.
Station and surrounding properties.
PERFORMANCEMlORKLOAD MEASURES: - Process fifteen (15) redevelopment permit applications for improvements to existing structures or new
Process ten (IO) sign permit applications. . Process five (5) preliminary review applications. . Process four (6) FacadeSignage Improvement Grants.
construction projects.
Facilitate the development of at least one "special opportunity projecr' identified in the Village Redevelopment
Master Plan. . Provide quarterly updates on the on-going maintenance efforts of the Village Beautification Program,
96
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENT AGENCY
PROGRAMGROUP: HOUSINGANDREDEVELOPMENT ACCT NO. 8013410/8023412
KEY GOALS FOR 2000-01 :
“DeveloD and implement oroactlve straterties to ensure the financial health of the Communltv and the Citv.” . Process redevelopment permits of all types for projects within the Village Area which represent high quality
Implement a program to attract and retain desired businesses based on the resuits of the residenffcustomer
development or redevelopment of properties and buildings.
survey conducted by SANDAG.
“Intenrate a COmDrehenSive efficient transoortatlon svbtem with aualitv of lifecentered 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
Develop a program to identify impediments to full utilization of all existing public parking lots and coordinate utilize the public parking areas and to walk to surrounding businesses andlor tourist activities.
Complete and implement the Transportation Corridor Master Plan within the Village which sup~orts transit-
required improvements to eliminate any impediments.
oriented development.
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments.
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
1997-96
ACTUAL
1996-99
54.799 46.600 46,541 37,312 PERSONNEL
2000-01
BUDGET BUDGET ACTUAL
1999-00
MAINTENANCE 8 OPERATIONS 67,156 76,195 28.593 27,873
CAPITAL OUTLAY 0 1,600,000 0 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processina Procedures - Continue development of affordable housing project processing procedures
Affordable Housino Proiect Coordination . Assist in the structure and Implementation of affordable housing projects.
Affordable Housina Education Proaram
Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCE I WORKLOAD 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 projed in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition or acquisition of existing units and rehabilitation. . Participate in at least three (3) outreach programs, professional conferences, andlor citizen and business
groups on affordable housing.
KEY GOALS FOR 2000-01 :
“Ensure the effective and efflclent delivew of toD-auaIitv services to our Communitv.” . Continue to assist private developers to provide affordable housing as required by the inclusionaty Housing
Ordinance.
“DeveloD and ImDlement Droactive strateales to ensure the flnanclal health of the Community and the CIW.” - 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 jobslhousing balance within the
Community.
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments.
98
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 190340111903403
1997-98 2000-01
ACTUAL
1999-00 1998-99
224.010 203.885 218.697
BUDGET BUDGET
216.477
ACTUAL
PERSONNEL
MAINTENANCE 8 OPERATIONS
0 0 0 0 CAPITAL OUTLAY
2.917.385 2,796,760 2,457,915 2.480.273
GRAND TOTAL
HOURLY/FTE POSITIONS
FULL TIME POSITIONS
3,141,395 3,000,645 2,676.612 2,696,750
4.00 3.70
0.00
3.50
0.00
3.50
0.00 0.00
-
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
Assist low-income households in the community to access rental housing that is decent, safe and sanitary,
Provide federal funding to subsidize rents for 503 very-low and low income households.
Ensure program is being administered in compliance with federal regulations, federal guidelines and the
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Designed to enable unemployed, under-employed or undereducated low income families to achieve emnomic
Familv Self-SufficiencK
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five year goal and plan.
Carlsbad Administrative Plan.
independence from welfare.
Coordinate needed support seNices and act as an advocate on behalf of the client.
Communitv ODwrtunities Pmaram
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.
PERFORMANCEMORKLOAD MEASURES:
Achieve and maintain a lease rate utilizing 90-95% of allocated funds.
Update and revise Administrative Plan to adopt changes in federal regulations.
Expand rental assistance knowledge by conducting Community workshops, providing owner and participant
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
None.
99
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 133342f
1997-98
ACTUAL
1996-99
ACTUAL
1999-00 2000-01
BUDGET BUDGET
PERSONNEL 86,475 103,183 120.240 122,450
MAINTENANCE 8 OPERATIONS 57,127 49.845 154.699 11 6,425
CAPITAL OUTLAY 0 1,000.000 0 0
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
Affordable Housina Proarams
Provide staff support to implement the various affordable housing programs as set forth within the City’s housing
element including:
Carlsbad Homebuyer Assistance Program (CHAP).
Mortgage Credit Certificate Program (MCC).
Single and multi-family residential rehabilitation programs.
Provide staff support to the Housing Commission.
Affordable Housina Financial Assistance
Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
lnclusionaw Housing
Implement the lnclusionaly Housing Ordinance by providing information to developers, the public and City staff on the requirements of the ordinance.
Negotiate and prepare affordable housing agreements.
Monitor the development and operation of affordable housing developments
WORKLOAD STATISTICS: 97-98 98-9999-00 Est,
1. Affordable Housing Units Approved: 257 units 429 units 26 units
2. Affordable Housing Units Construction Starts: 35 units 326 units 97 units
3. Financial Assistance to Affordable Housing Projects: $1235.000 $150,000 $2,216,000
100
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
PAGE TWO
ACCT NO. 1333421
KEY GOALS FOR 2000-01 :
4
Develop. maintain and enhance programs that result in an informed, knowledgeable and involved public through
enhanced community dialogue.
Perform public outreach by making presentations to citizen, business and service groups, serve on regional
affordable housing committees and task forces, and make presentations at professional conferences about
affordable housing programs and their benefits to the City of Carlsbad
SIGNIFICANT CHANGES:
Prior year capital outlay budget is a one time expenditure related to the purchase of the Tyler Court apartments.
101
PROGRAM: COMMUNlTY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCTNO. 391~101-02,3g17000
AINTENANCE & OPERATIONS
APITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
Administration of Communitv DeveloDment Block Grant Proaram
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
Prepare consolidated funding plan for submittal to U.S. Department of Housing and Urban Development (HUD)
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
identify activities to be included in the consolidated funding plan for the CDBG Program.
for approval.
HUD.
Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by
Residential Rehabilitation Proqram
low and moderate income families or individuals.
PERFORMANCE MEASURES:
9 Hold four public meetings to review and obtain comments on the City’s CDBG Program.
Conduct selection process to identify a minimum of ten local public service agencies which should be assisted
with funding throuah the CDBG Prooram.
Monitor grant sub recipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds.
Assist in providing grants andlor loans to at least four low to moderate income families or individuals to
rehabilitate their homes.
KEY GOAL FOR 2000-01:
“Ensure the effective and efflcient deliverv of towwalitv servlces to our Communitv.” . Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES
None.
102
COMMUNITY
SERVICES
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1997-98
6,711,695 6,279,438 4.641.741 4,178,283 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2mw1 ”00 1waw
MAINTENANCE 8 OPERATIONS 2.361.839 2,705,057 3.714.947
95.325 302,415 71,883 58.331 CAPITAL OUTLAY
4,694,432
103
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
MAINTENANCE a OPERATIONS
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 2000-01 :
“Ensure the effective and efficient dellverv of towaualltv services to our Communitv.” . Begin the expansion of services to provide full service at both library facilities on Sundays from 1-5PM.
Continue the development of a fully networked historical photo database.
Complete the development of the Library and Arts Cultural Plan.
In coordination with the Historic Preservation Commission, the Historical Society. and the Carlsbad Convention
and Visitors Bureau, develop a top-quality walking tour brochure that includes photos, maps, and information on
sites of historic interest in Carlsbad.
Provide lectures, concerts. and other programs for the entire community‘s enjoyment.
Continue to develop the Carlsbad Library Foundation.
“DeveloD and imdement Droactlve strateaies to ensure the financial health of the Communltv and the Cltv.”
Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore.
“Enhance educational oDDortun1tie.s for all segments of the Communitv.”
Coordinate with local school districts on the development of a brochure for teachers outlining services and
Participate in district-wide orientation programs for teachers as well as monthly school-based teacher meetings.
Continue to foster woperation with the Carlsbad Unified School District in providing literacy instruction to high
Promote the library’s reading programs throughout local school districts.
Continue to provide and promote computer literacy throughout the Community.
resources the library can provide to students.
school students.
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035
1997-98 1998-99 2000-01 1999-00
ACTUAL ACTUAL
PERSONNEL I 1,065,6541 1.215.9641 805.5~~31 1,107,661
BUDGET BUDGET
MAINTENANCE 8 OPERATIONS
0 0 0 22,007 CAPITAL OUTLAY
133,320 251.856 480.854 508.971,
WORK PROGRAM:
The Cole Library provides services for Nolth Carlsbad. These services include print and non-print materials,
displays.
reference services, genealogy and local history, special programs for children, and monthly changes in exhibits and
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
answer reference questions. reserve specific ties
Reference: Assist patrons in using the iibrary, 1.
and request materials from other libraries. 2.
” Circulation: Circulate print and non-print materials to 3. children and adults, handle patron registration, collect
fees and fines. and track overdue items.
Proaramminq: Plan, schedule and develop prc-
grams for children. Conduct classmom visits and
tours.
Collection Development: Evaluate the Cole Library
collection and select print and non-print materials.
Libraw Manaaement: Manage Cole Library, staff,
volunteers. collection. and facility. Maintain
awareness of Community.
4.
5.
6.
Schedule and supervise staff.
Hire and train new staff.
Prepare a 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:
Addition of circulation supervisor and five part time FTEs to meet the increased service for the first complete year of
operations for two full-service libraries. In addition, Sunday hours have been added.
I05
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 00140704095
ACTUAL
1997-98
0 7,627 0 9,801 CAPITAL OUTLAY
1,493,580 525.848 78,558 70,915 MAINTENANCE B OPERATIONS
BUDGET
1,854,951 1,831,070 343,044 293,159 PERSONNEL
BUDGET ACTUAL
2000-01 199940 1998-99
WORK PROGRAM:
The Dove Library. located in South Carlsbad. opened in September 1999.
PROGRAM ACTIVITIES:
Administration
Administration provides leadership for the Carlsbad City Library system; plans for the growth of resources and
facilities; manages all budget and fiscal matters: and coordinates relations with Local and State government. the
Library Board, the Friends of the Library. the Carlsbad Library Foundation, and the Serra Cooperative Library
System.
Prepare department budget; process invoices, warrants and requisitions; monitor expenditures; maintain fiscal
Manage programs, exhibits, graphic arts, and all external public relations.
Handle grants and reports at Local and State levels.
Provide leadership for the library's divisions.
Participate in and promote public education pertaining to historic areas and sites.
Recognize historic sites by identifying various sites with numbered plaques that will eventually be part of a
records.
historical tour.
The Circulation Division registers ail library patrons as library members and Internet users. The Circulation staff
Circulation
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.
Register library patrons and Internet users. Check out and in, renew, reserve, sort, and shelve library materials.
Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
Enroll visually Impaired patrons in the Braille Institute. Order and provide talking book machines and tapes.
Process and mail overdue, collection and reserve notices.' Collect fines and fees".
Carisbad, and Carlsbad-by-thesea.
Exchange and provide repair for malfunctioning machines.
Reference Librarians assist the public with information needs. provide instruction in the use of resources and
Reference
perform research for local business, government, and the public. Reference support staff checks in and organizes
library materials such as periodicals, pamphlets and maps for public use.
Respond to in-person and telephone reference questions; provide instruction classes and tours: select new and
Provide directional information and answer basic reference questions.
Manage a collection of 340 magazines and 32 newspapers and related back files.
Provide public instruction in the use of computer data bases, the Internet. and other software programs available
replacement materials; facilitate book discussions.
in the lab and the job and career center.
"
.
"
"
....
I
."
106
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 00140704095
PROGRAM ACTIVITIES (continued):
Childrens The Children's Division serves children from preschool through junior high and introduces young people to the
wonders of reading. The Division also assists teachers and adult students in education, child development and
children's literature.
Respond to In-person and telephone questions, provide readeh advisory, library skills instruction, group tours,
and class visits.
Select new Children's materials, both 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
Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
ciosures at other libraries.
contest, spelling bee, pet show. and cultural enrichment programs. Introduce children to literature and
encourage creativity. Cooperative programs with the Centm provide multi-cultural experiences.
SIGNIFICANT CHANGES:
This is the first full year of operation for both the newly-renovated Cole Library in North Carlsbad, and the new
Library in the south. Full year workload statistics will be available next budget year. F.unds have been allocated to
update the Cultural Plan for the Library and the Arts Office. Part-time salaries and utilities have been increased to
offer library services at both libraries on Sundays from 1-5PM. information System charges have been increased by
$700.000, to cover the annual cost of replacing personal computers as they become obsolete. There was a
significant increase in the number of personal computers with the opening of the new library.
107
PROGRAM: GENEALOGYILOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
MAINTENANCE a OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Genealogy/Local History Division, located at the Cole Library, provides reference and instructional assistance
to the public. The division head manages the selection, classification, and organization of a 19,000 volume
collection, 7,500 microfilm rolls. 117,000 microfiche and 200 compact discs. It is a collection of excellence that
draws researchers from all over the nation.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
General Reference Services: Genealogy and local 1997-98 1998-99 1999-00'
history staff respond to in-person and telephone Reference Questions:
reference requests; provide individual patrons with
general introduction to the collection, instruction on Registered Researchers:
on the use of various equipment including personal
the use of OPAC and other finding aids, instruction
Computer Users: computers, microfilMche readers and printers.
In-House Usage:
-"
14,737 15,741 4.958
10,711 9,680 3.872
1.41 1 2.323 854
5,136 22.868 9.068
Collection Develogment Activities: Staff participates
in collection developmenffacquisitions by completing
catalog checks, preparing order slips, receiving
ordered items, preparing items to send to Technical
Items Added: 628 666 600
Services. receiving and shelving items from Technical
Services.
1997-98 1998-99 1999-00' -"
County Genealogical Society has been a support
Coordination with NSDCGS: The North San Diego 1998 1999' 2ooo'
group for this collection for 20 years. Members of the Volunteer Hours 1,705 1.968
Society provide volunteer assistance in the division. 250
The division works with and assists the Society in Programs: 40 41 45
fund-raising for the acquisition of materials for the
collection and in instructional programs.
SIGNIFICANT CHANGES:
None.
* Genealogy/Local History Section was closed
September 1999 through April 2000 for Cole
Library remodel.
108
PROGRAM: CENTRO DE INFORMACI~N
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
1997-98
ACTUAL ACTUAL BUDGET
1999-00 1996-99 2000-01
BUDGET
PERSONNEL 63.205 71.413 67.937 90,240
MAINTENANCE 8 OPERATIONS
0 0 0 0 CAPITAL OUTLAY
2,700 2,974 3,509 5,015
WORK. PROGRAM:
The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children m Carlsbad.
story hours for children, and information and referral services. The Centm de Informaci6n staff are actively involved
Bilingual staff introduce residents to library services. which include print and non-print Spanish-language, bilingual
in the community and worR in partnership with schools, community agencies, and other City departments, to meet
the needs of our diverse Community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1996-97" 199&99
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.
Proqramminq: The Centro de Informaci6n responds 1. Program Attendance:
to community information and educational needs by
providing a variety of adult and children's programs.
24,006 24,250 21.584
3.922 3,721 3.700,
SIGNIFICANT CHANGES:
None.
109
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014040
1997-98 1999-00 2000-01' 1998-99
ACTUAL ACTUAL
PERSONNEL
BUDGET
380.649
BUDGET
415.730 407,050 325,123
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
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:
Processinq: Catalogs and processes both purchased
items and gifts. Repairs damaged materials and arranges
for binding and rebinding. 1. Items Cataloged and Processed:
2. Items Handled Binding:
1996-97 1997-98 1998-99
18.901 17,906 22.889
1,624 1,707 1,695
" -
Database Maintenance: Adds new items to the on-line
database and deletes information of lost or discarded
materials. 2. Items Withdrawn:
1. Items Added to Database:
18,901 17.906 22,889
13,843 16.059 18,261
Circulation System and On-line Cataloq: Operates the
related activities, writes instructions, and trains staff on
library's INLEX 3000 System, including all software-
new features.
PERFORMANCE OBJECTIVES:
1. To ensure system avaiiability at least
99% of the hours the library is open.
2. To conduct four training sessions for
staff following installation of new DRA
and INLEX software.
SIGNIFICANT CHANGES:
None.
110
PROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: LIBRARY ACCT NO. 0014045/1804001/1454010/1814001/1414070
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY
GENERAL FUND
PLF GRANT FUNDING
CLSA GRANT FUNDING
AUDIO VISUAL INSURANCE FUND
OTHER SPECIAL REVEUNUE
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:
m: Develop plans for the collection of Materials.
materials budgets: monitor expenditures for
Budoetinq: Prepare division and library-wide
department and materials.
Coordinate Selection of Materials: Coordinate
selection and ordering of print and non-print materials.
PERFORMANCE MEASURES:
1. Begin revision of materials collection statements for major subject areas at all facilities.
1. Track material accounts by major subjects.
2. Track vendor discounts.
1. Coordinate selection and ordering of at least
16,000 new print and non-print materials,
2. Continue purchase of materials from Capital fund
for new library and for Cole Library.
SIGNIFICANT CHANGES:
Personnel costs are lower than the prior year because the prior year required additional staff time for the ordering of
materials for the opening of the new library.
111
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The library's Media Services Division provides a wide range of professional media-related activities in support of the
library, other City departments. and the City Council's communication needs. Tasked with managing the new auditorium and meeting room, responsibilities now include overseeing operations, scheduling and providing
technology support, video, and cable television program production.
technical support for City and community organizations using these facilities. Services include: presentation
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Proarammina Manaaement: Implement "Meeting 1.
Facility Use Policies and Procedures." Set-up and
analyze the service delivery system. Monitor work
flow, perform ongoing fee collections and processing.
training, assigning and supervising part-time support
and provide comprehensive reports. Provide staff
staff.
photographic and audio media programs featuring
Media Production DeveloDment: Produce video, 1.
such locally significant information as: South
cablecasts, library special events. City community Carlsbad City Council and Quadrant Meeting 2.
programs, documentation of capital improvement
projects, growth and development.
indexed City image storage and retrieval system for
lmaae Research 8 DeveloDment: Maintain an 1.
slides, prink, nagatives. -video. audio, etcl (28,000
slides and 8,000 prints). Continue migration towards
2.
conversion to digitized photographic processes with
eventual computerized storage, retrieval and 3.
circulation systems, and integrate systems into
network.
SIGNIFICANT CHANGES:
Part-time salaries are added for Sunday hours.
Provide two bi-annual comprehensive reports
including inquiries. bookings, income generated
and analysis, and recommendations for service
improvements.
Develop programming content plan. fadlitate
planning, and produce media materials accordingly.
underwrite production expenses for a series.
Prepare and submit grant applications to help
Refine image database and WEB component.
Catalog, label and package new images as determined by work order requests.
database. Input photo catalog images and descriptions into
112
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
1997-98
BUDGET
90,818 89,110 81,056 94,727
BUDGET ACTUAL ACTUAL
2000-01 1999.00 1998-99
PERSONNEL
MAINTENANCE 8 OPERATIONS 46,160 32,492 27,602 25,178
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
application of traditional and technology-based literacy skills in daily lie. at work, and in the Community.
learning and decision-making. The program provides literacy services that support positive self-esteem and the
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1996-97 -- 1997-98 199e-99
Individual Assessment and PlanninQ: The program 1. Learners Assessed for Skills at Entry:
conducts a thorough assessment of each adult
learner's literacy skills and develops an appropriate'
individual learning plan.
Literacv Skill Development: The program provides a 1. Matches and Rematches of Learners with Tutors
variety of learning experiences, including one-to-one (one-to-one and small groups):
tutoring, computer-assisted instruction, and small-
group study, which are appropriate for each adult
learneh individual potential and skill needs in basic
reading, writing, math, critical thinking, and general 2. Learners Studying:
knowledge.
59 41 45
122 79 78
155 143 127
3. Volunteer Tutors Instructing:
126 102 102
4. Instructional Hours Completed: ,
5,306 4,735 5,434
SIGNIFICANT CHANGES:
Replaced obsolete CUrriCUIum with core curriculum compatible with current computer standards.
113
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
I I 1997-981 1998-991 1999-001 2000-01 I ACTUAL^ ACTUAL/ BUDGETI BUDGET
PERSONNEL 319,790 312,750 236,900 195.737
MAINTENANCE a OPERATIONS
APiTAL OUTLAY
PROGRAM DESCRIPTION:
The Arts Office advances the arts through educational and support services and programs, reaches out to the
community to develop cooperative relationships and provide meaningful collaborations to develop and strengthen
their creative abilities, and seeks the highest quality of urban design where arts have a significant presence, thereby
enriching the lives of all Cadsbad residents.
KEY GOALS FOR 2009-01:
“Ensure the effective and efficient deliverv of too-aualitv. cost4fective services to our Comrnunltv.” . Conduct a community-wide cultural plan in partnership with the Library.
Generate sponsorship programs and fund-raising activities and collaborative projects.
Promote, train, and utilize volunteers and artists in providing services.
”Enhance educational ooportunlties for all segments of the Comrnunitv.”
Continue to implement arts education community/school.long-range planning with all school districts serving
Continue to implement Gallery arts education services for children and adults.
Offer community-wide opportunities including multi-cultural events and educational opportunities for children and
Carlsbad.
adults.
114
PROGRAM: ARTS OFFICE
FUND: GENERAL FUNDlARTS GENERAUGALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/00140651001468/
1474010/1474020
I I 1997-981 1998-991 1999-001 2000-01 1
ACTUAL( ACTUAL^ BUDGET( BUDGET
PERSONNEL I 189.9921 229,1681 306.2901 309,090
MAINTENANCE a OPERATIONS 225,550 275.631 139,170 87.991
CAPITAL OUTlAY 6.245 38,000 2,511 0
WORK PROGRAM:
and performing arts, and create a climate which encourages cuitural and artistic development in Carlsbad, and to
Implement the goals and policies of the City &unci1 and City General Plan to plan, develop and promote the visual
enhance educational opportunities for all segments of the cammunity.
PROGRAM ACTIVITIES:
‘Develoo Droarams that SUDDO~~ lie-lono learnina and result in an informed. knowledaeable and involved Dublic
throuah citizen enaaaement.”
Volunteers
Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide trainina for volunteers, artists, and arts
organization, gallery docents and attendants. -
Proarams Produce ten jazz Concerts in the parks
Offer educational programs and classes on arts and culture for children and adults
Bring a minimum of two visiting artists to the community
Offer four weeks of summer arts camp and two weeks of Club Pelican
Coordinate YES TO ART, youth at risk programs after school
Information
Produce a monthly calendarlnewsletter
Produce Arts Brag; an arts education newsletter
Provide informationlopportunitieslresources to artists, citizens. and the press
Arts Info Line -for upto-date information
Provide educational information on all gallery exhibitions and printed materials for exhibitions
&pllJ!g
Develop a community cultural plan in partnership with the Carlsbad City Library
115
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUNDlARTS GENERAUGALLERY DONATIONS
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/0014068/ 1474010/1474020
'Collaborate with school districts servina Carlsbad to aCWmDliSh mutuallv Set (1081s that meet the communitv's needs."
Offer community-wide multi-cultural events
Festejando a las Madrecitas
Serve on Chamber of Commerce Arts Education Committee
International multi-cultural festival, 'By Kids, for Kids"
Implement arts education long-range plan with Carlsbad and Encinitas school districts . Offer programming and resources
'Implement innovative, cost-effective deliVeN of Citv services via Drivate/Dublic. DublidDriVate Dartnerships: non-
profit oroanizations." . Develop and strengthen arts organizations and provide cultural opportunities with grant allocations
Offer a grant initiative program to celebrate neighborhoods through the arts
Generate sponsorship and fund-raising activities for the Gallery and Arts Office programs
Produce a jazz program
Submit grant applications to State and Federal funding agencies when appropriate
Assist Arts Associates with fund-raising efforts
"Construct, maintain and ODerate facilities that SUDDO~~ topaualitv Service deliverv."
Operate the Cannon Art Gallery with six exhibitions per year and a full complement of associated programs
Operate programs at Pine School, when available
WORKLOAD MEASURES:
1997/98 1998/99 rsss/oo
Arts Office EverMAttendance
Deliverv of TopQualitv Services
Community GranWApplications/Budget
Community Grant Awards/Activities
43/30.000
12/$16,000 21/$18.000
44/35.000 .49/36,000
1 OR5 20/16.000
14/120 12/76
Educational ODportunities:
Information Services
Special Publications: # Per Year/Distribution
Newsletters: # IssueslDistribution 12/42.000 12/48,000 12/50.000
9/19.000 11124,000
Arts Info Line Calls Per Month 220 240 240
17/86,000
ConVis Arts Office Web Site #of Hit$ (weekly) 348
Diverse Economic Omortunities
Grants and Contributions
Earned Income
In-kind Contributions
SIGNIFICANT CHANGES:
$69.000 $74.000
13,800 $89.050
23,500 14.500
43,000
None
116
PROGRAM: SISTER CITY
FUND: GENERAL /SPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014066/1464010
1997-98
ACTUAL ACTUAL
0 0 0 0 CAPITAL OUTLAY
6,730 10,192 4.927 7,051 MAINTENANCE 8 OPERATIONS
2,425 0
BUDGET BUDGET
0 0 PERSONNEL
2000-01 1999-00 1998-99
SISTER CITY DONATIONS 600 1,122
TOTAL FUNDING I 7,051 1 4,9271 10.1921 9,155
WORK PROGRAM:
Coordinate Sister City relationship with the Ci of Futtsu, Japan and Karlovy Vary, Czechoslovakia.
PROGRAM ACTIVITIES:
1. Coordinate Sister City program.
Coordinate ongoing arts and culture exchange projects.
Arrange, host and conduct visits by one (1) student delegation and others as needed.
2. Actively pursue the contribution of funds for the Sister City Program.
Coordinate programs including fund-raisers. festivals and scholarship exchange programs and raise funds
for such programs.
SIGNIFICANT CHANGES:
None
117
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
MAINTENANCE & OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTIVITIES:
Continue Derfonina arts Droaramming
Present ten (10) jazz concerts in four quadrants
Produce and distribute jazz concert fundraising program
Present Annual Mother’s Day Festejando a las Madrecitas at Holiday Park
Activelv Durrue the contribution of aifts and funds for the arts
Submit request for County Community Enhancement funds and TOT funding
Obtain advertisements for jazz concert fundraising program
Assist Arts Associates in fundraising efforts at jazz concerts
Pursue contributions for Festejando a las Madrecitas
PERFORMANCE MEASURES:
Presented ten (10) jazz concerts in three (3) parks with an attendance total of over 30,000
Raised over $25,000 in fundraising contributions
SIGNIFICANT CHANGES:
None.
118
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION SUMMARY
I I 1997-981 1998-99I 1999-001 2w1 I
ACTUAL
2,167,291 1.91 1,456 1,602,594 1,670,400 PERSONNEL
BUDGET BUDGET ACTUAL
MAINTENANCE 8 OPERATIONS
89,080 191,271 35.567 9,406 CAPITAL OUTLAY
1.299.553 1,279,670 1,019,777 942,523
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work andlor play in Carlsbad. The Department is responsible for planning future park sites and the operation of
classes, facility rentals, aquatics, nutrition and transportation programs.
current recreation programs and senior activities including youth and adult sports. special events, instructional
Staff resources also support the Parks B Recreation Commission and Senior Commission. both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities
and facilities.
KEY GOALS FOR 2000-01 :
"Ensure the effective and efficient delivew of top-aualitv sewices to our Communltv."
Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction where
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.
Annually revise CIP Budget.
Enhance service delivery through effective location and development of recreation facilities and programs such
Develop standards for current and future facilities which maintain top-quality, cost-effective delivery for
Revise the Parks and Recreation element to include the park site amenity goals and guidelines.
Complete the Recreation Department Strategic Plan.
necessary.
as Poinsettia Park Phase IA. Carrilio Ranch Phase IA. Pine School, Stay-N-Play Program.
recreation.
"Develop and Imdement proactlve strategies to ensure the flnanclal health of the Communltv and the Cltv."
Provide recreational activities, facilities and other special events which support local business and enhance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments. swim meets.
body sufiing contest.
Prepare marketing packet promoting Carlsbad's publidprivate facilities and distribute to prospective user
groups.
Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e..
special event?., youth and adult sports, educational classes. aquatic programs. day trippers, lagoon permits.
PROGRAM: RECREATION
FUND: GENERAL
DEPARTMENT: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 2000-01 (continued):
“Intearate a comprehensive. efflcient transportation SvStem with QUalitv of lifecentered land use decisions.”
Sponsor and promote the use of shuttle services for appropriate publidprivate events, Le..
Support the Volunteer Trails Development Program.
“Enhance educational opDortunlties for all seaments of the Communltv.”
Prepare monthly agendas for parks and recreation, and senior commissions which address relevant issues and
Continually monitor the Citywide interactive web page to display current recreation opportunities over the
. Provide and encourage professional training opportunities for commission members.
Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of
Create cross-training opportunities within the Recreation Department and across major service areas where
Provide and encourage a variety of professional training opportunities to all staff members.
Maintain an active role in supporting areas of mutual benefit between City and school districts., Le..
Provide the necessary tools required for employees to perform effectively.
senior services, triathlon, jazz concerts, Carlsbad 5000, San Diego Marathon.
inspire Community involvement.
Internet.
Carlsbad Community Services and Recreation Guide three times per year.
feasible.
Joint Use Agreements for use and maintenance of activiv playfields and Community Swim Complex.
120
PROGRAM: PARK PLANNING 8 REC MANAGEMENT
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO: 0014510/0014545
I I 1997-981 199ag91 1999401 2000-01 I
ACTUAL ACTUAL^
335,391
BUDGET
387,671 355.680 350,778
BUDGET
PERSONNEL
MAINTENANCE 8 OPERATIONS
7,350 2.800 0 0 CAPITAL OUTLAY
265.385 243.588 104,377 211,521
GRAND TOTAL
0.75 0.48 0.98 0.50 HOURLY/FTE POSITIONS
3.00 3.00 FULL TIME POSITIONS
660,406 602.068 455,153 546.912
4;oo 3.00
WORK PROGRAM:
The Park Planning and Recreation Management Division provides administrative support for the City’s ongoing recreation
programs and park development efforts. The Division also provides staff support to the Parks and Recreation
Commission which acts in an advisory capacity to the City Council to insure that topquality park facilities and recreation
programs are developed and sustained for the benefit of those who live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal to Parks and Recreation Commission
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 andlor 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
Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
Provide the required administrative support to a division with 24 full-time positions and 40 hourlylfull-time equivalent
positions which operates with a budget of approximately 3.6 million.
development, facilities. recreation programs, landscape, street trees, open space, and amenity goals and guidelines.
Maintain timely processing of special project requests, citizen concems. 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.
Complete and implement the strategic planning process for the Recreation Department.
Implement a customer service training and orientation program for all new department employees.
121
PROGRAM: PARK PLANNING 8 REC MANAGEMENT PAGE TWO
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO: 001451010014545
PROGRAM ACTIVITIES (continued):
Park Acauisition. Plannina andlor DeveloDment 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.
Monitor and implement existing park agreements. . Monitor use of the newly constructed Skateboard Park.
Implement Phase II of the Carrillo Ranch Master Plan.
Coordinate and monitor the Capital Improvement Program budget submittals for current and future park development
Initiate the park planning process for the newly-acquired industrial park site and the Pine School property. Facilitate
Provide staff support for the development of the municipal golf course.
projects.
the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields.
Manage the implementation, performance, and adequacies of recreation programs. Recreation Proarams
Provide a wide variety of recreation programs and special events for all segments of the population who live, work
Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
Prepare and distribute the Community Services 8 Recreation Guide three (3) times per year.
Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
and play in Carlsbad.
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
Part-time salaries have been increased to hire a .5 part-time park planning assistant to assist the park development
coordinator on the overwhelming number of park development-related issues.
A senior office specialist position has been added to replace the temporary clerical staff. This change will create
consistency and enable the department to better meet the increasing clerical workload.
122
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014515,0014521,0014522,0014523.
0014524.0014525,0014526,0014527.0014528
1997-98
BUDGET
821,928
BUDGET
843,670 740,851 758.487 PERSONNEL
ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
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 a11 segments of the
population including those that live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs indude: enrichment classes. adult excursions, youth and adult sports, special events. youth
day camps and after school programs.
The fee supported division provides year around recreational programs for all ages, preschool to seniors, including
program design, planning, implementation and evaluation.
Review proposals and negotiate contracts with Conduct fee market studies on an ongoing basis.
Schedule facilities for programs. programming.
Prepare and distribute marketing materials.
Evaluate programs and analyze data on ongoing Generate program sponsors. Recruit, train and reward volunteers.
Prepare financial and revenue reports.
Research and implement program opportunities. Provide scholarships for Carlsbad resident youths.
instructors. . Coordinate with school districts for youth and teen
basis. Utilize sports professionals to enhance program
quality.
WORKLOAD STATISTICS: 1998-99 1999-00 2000-01
Estimate Projected
1998-99 1999-00 2000-01 Youth Swrts
#Teams 90 90 90
Enrichment Classes
#Conducted 1,500 1,650 # spectators 17,000 17000 17,000
#Participants ' 1,550
1.650
1,550 1.550
# Enrolled 16.600 16,600 16.600 Revenue $54,040 58.640 60,000
Revenue $503,140 460,000 470.000
Estimate Projected
Adult Swrts
#Trips Conducted 39
# Participants 39 39 4.800 4.800
1,453
# Participants
1,490
4,500
1,490 # Spectators 30,000 30,000 30,000
Revenue. $58,865 59,000 59,500 Revenue $88.036 90,000 91.000
Da'driDDers #Teams 300 312 ' 320
Camps
#Camps: 45 17 17 # Events
SDecial Events
# Participants: 654 735 790
9 # Participants 7 8
Revenue
5,795
$47.593 52,210 54,900 Revenue $14.550 12,550 11,000
5,505 7,030
# Conducted
Pre-school Classes
# Enrolled
165
1.853 1.900
171
1,995 #Volunteers 1,410
Revenue $84.182 $89.055 $96,179 # Hours 9,570 9.600 9.600
1,460 1,460 180 Communitv Volunteers
123
PROGRAM: RECREATION FEE SUPPORTED PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014515,0014521,0014522,0014523,
0014524,0014525,0014526,0014527,0014528
Estimate Projected
" 1998-99 1999-00
Estimate Projected
1998-99 1999-00 2000-01 "
Maintained 14 14 14 #Camps 10 11
Kids Cam
# Participants 850
12 990
Revenue
1,020
$68.000 $83.000 $90,500
Stav 'n' Plav
#Weeks 28 # Participants 525
30 30 725 900
Revenue $400 $1,000 $1,500
KEY GOALS FOR FY 2000101 :
. 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 delivefy.
"Develop and implement proactive strategies to ensure the flnancial health of the Communltv and the Cltv."
Recruit. train and recognize volunteers through an annual awards program in order to improve service quality
Recruit and maintain program sponsors to promate local businesses and reduce operational costs.
Provide a wide variety of revenue generating quality recreation opportunities which support local businesses
Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the community
and reduce program costs.
and enhance transient occupancy taxes (TOT) and sales tax opportunities.
and raise funds for scholarship programs.
Evaluate the logistics of providing shuttle services for appropriate recreation special events.
"Intearate a comprehensive efficient transportation svstem with aualltv of Ilfe-centered land use decisions."
Through advertisements. promote the use of public transportation as a method of access to the Skateboard
Park.
"Enhance educational opportunities for all seaments of the Communltv."
Collaborate with school districts to provide City and school facilities for youth programs including teen
Promote educational classes and programs for the community through the community services
Provide skateboard safety education classes at skateboard facility.
Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
dances, Stay 'N' Play and Grad Nite.
brochure.
SIGNIFICANT CHANGES:
A full-time recreation specialist position has been added for youth special events to provide a more
effective level of supervision. reduce overtime and part-time salaries. and improve safety for the youth
participants.
124
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
1997-98
ACTUAL
1998-99
ACTUAL BUDGET 1999-00 2000-01
BUDGET
PERSONNEL 226,736 243,457 258.172 275.010
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community Swim complex which offers
who live. work, andlor play in Carlsbad.
comprehensive instruction and training, competition and recreational swimming to all segments of the population
PROGRAM ACTIVITIES:
Provide instruction in general aquatic, Swimming and diving skills for all ages and abilities; provide education and
LessonslTraining
training to the general public and City employees in first aid, CPR, and water rescue skills: serve as a Nom County
certificationltraining site for men and women wishing to qualii for employment at public swimming pools.
Fun and Fitness
'Provide opportunities for recreational swimming, fitness lap swimming, and family-oriented aquatic special events.
WORKLOAD STATISTICS:
Actual
1998-99'
Estimate Projected 1999-00 2000-01
Instructional Lessons
LanelHours 1.873
Classes, Conducted 233 2.300 2.300
Registered: 233 233
~ Resident 1,422 1,535
~ Non-Resident 1,535
Revenue $39.875 539.900 90
$40,000
90 94
CHS P.E.
LanelHours Participation 1,421
546
2,015
746
2,015
786
Recreation and L~D Swim
Daily Admissions
LanelHours 15,351 17,990 17,990
Youth 5.818 5,500 5,500
Adult
Season Pass Administration 7,005
Revenue 17,100
7,135 7.005
17,000 16,149
$47,979 $48,500 $50.000
125
PROGRAM: RECREATIONAQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
PAGE TWO
ACCT NO. 0014520
WORKLOAD STATISTICS (continued):
Actual 1998" Estimate Projected 1999-00 2000-01
Carlsbad Swim Masters
LaneIHours
Participation
Revenue
Aauatic Exercise
Participation LaneIHours
Revenue
Carlsbad Hiah School Teams
LaneIHours
Participation
Revenue
North Coast Aauatics
LaneIHours
Participation
Revenue
North Shore Aauatics fAae G~UD Water Polo)
LaneIHours
Participation
Revenue
* Pool closed 911198-10110198
3.279
10,738
$32,489
3,565
12,190
3.565
12,190 $33.000 $33,000
218 982 1.200
244
1.200 250
54,826 $3;800 $3,800 . ~~
3,687 6.609
4,330
7.825 4,000 .7.500
$10:624 $11;000 $11:000
8,641 2,996 3,110 3,110 10,600
$6,690
10,600
$7,000 $7.000
1,154
1,482
1,433 1,433
1.815
$5.128 $2,900
1.815
$3.400
KEY GOALS FOR 2000-01 :
"Ensure the effective and efflcient delivery of toDQUalltv services to our Communitv."
Based on the experience and data collected from the 98-99 aquatic survey responses, develop and distribute a
Provide timely responses that result in high customer satisfaction.
patron questionnaire which is user-friendly, less time consuming for the patron, and focuses on patron
impressions of staff.
Launch a campaign to increase swim complex patron awareness of "behind the scenes" staff projects and goals
which insure the efficient delivery of top-quality aquatic services. The end result will be patrons who better
Construct, maintain and operate facilities that support top-quality service delivery in conformance with City budgets
understand the administration of aquatic services. and are better able to give valuable feedback.
and standards. Research additional opportunities for aquatic facilities and programming in the City of Carlsbad; include analysis - Develop a five-year proactive maintenance plan for the swim complex with emphasis on overhaul of major - Develop a program to increase the quantity and quality of seasonal staff recruits. The end result will be an
of impact on budget and personnel.
operational components.
aquatics staff able to maintain the delivery of top-quality services.
SIGNIFICANT CHANGES:
None.
126
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014530
,1997-98
ACTUAL ACTUAL
199E99
BUDGET
1999-00 200001
BUDGET
35.348 12,996 13.850 13,620 PERSONNEL
MAINTENANCE 8 OPERATIONS
0 2.725 0 0 CAPITAL OUTLAY
3,370 3.078 1.628 7.564
WORK PROGRAM:
Provides for the Agua Hedionda Lagoon permits program. All vessels on the water are required to obtain a valid City
use permit. The permits clerk supports this function.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Permits
Issue annual lagoon use permits. Verifv and monitor M&QQPprQl Estimated Projected
DMV registration. Coordinate witi the police 1. Annual Permits: 236 250
department to publish and distribute information 250
regarding use. rules, and regulations of the lagoon. 2. Daily Permits: 145 135 135
3. Revenue: $27,700 $16,000 $16,000
Laaoon Clean-uo Proaram
Coordinate and oversee bi-annual Lagoon Clean-up
Days (JunelOctober).
SIGNIFICANT CHANGES:
None.
127
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014540,0014541,0014542,0014543
WNTENANCE 8 OPERATIONS
46,360 1.700 2.181 3,545 CAPITAL OUTLAY
149,328 167.167 1.92.539 106,555
WORK PROGRAM:
This division provides operational support for the Recreation Department including: the operation of three
community centers, City facilities used by a variety of City departments. and the general public for recreational use
the City and school districts serving the Carlsbad population.
and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by
PROGRAM ACTIVITIES:
Staff provides information and registration services to the public on Recreation Department programs and facilities.
Information and Enrollment Services
Enroll participants via phone. mail, and in-person for classes, special events, and sports leagues.
Collect and account for program revenue.
Provide ongoing information and referral to the Community.
Facilities Operation
Staff coordinates public use of recreational facilities.
Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts.
Crews maintain ballfields at school sites and Community centers.
Staff coordinates classes, meetings. dedications, and other functions at Community centers and other City
Attendants perform general clean-up and associated maintenance at facilities.
facilities.
Supervision
Supervisory Staff coordinates operations of the Communitv centers and satellite facilities.
~ Staff recruitment and development.
Provides staff training.
Serves as liaison to various community organizations and Citywide committees.
Respond to customers concerns and requests.
~ ~~
WORKLOAD MEASURES:
Estimate Projected
2. Number of Facility Users:
1. Reservations processed:
777,460
3,250 3.390 3,500
836,160 652,080
4. Number of Fields Maintained:
3. Revenue: $108.760 $112,500 $1 15,000
15 17 17
1998-99 1999-00 2000-01
128
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014540,0014541,0014542,0014543
KEY GOALS FOR 2000101 :
“Ensure the effective and efflclent dellverv of too-aualltv Services to our CO~munltv.” . Conduct customer service training for employees to broaden their knowledge and improve Service delivery
Measure customer satisfaclion of service delivety through user surveys and analyze responses to improve
Monitor and maintain the Capital Replacement program to provide safe, topquality equipment at all recreation . Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
skills.
service delivery.
facilities and conform to City budget standards.
ensure customer satisfaction of Carlsbad field users.
“DeveloD and lmolement Droactlve strateales to ensure the financial health of the communltv and the Cw
Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants. amenities. and City
Enhance revenues by promoting and facilitating the rental of City facilities to the public as an amctive and
facilities to all non-resident athletic groups that use Recreation Depatment facilities.
competitive alternative to the private sector.
SIGNIFICANT CHANGES:
Three full-time recreation specialists have been added to provide adequate mverage and supervision of each of the
Community centers. This was partially offset by the reduction of 1.5 hourly full-time employees.
129
PROGRAM: SENIOR PROGRAMSlSPEClAL REVENUE
FUND: GENERAL ' ACCT NO. 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX
1997-98
ACTUAL
199E99
BUDGET ACTUAL
1999-00 2000-01
BUDGET
PERSONNEL 247.868 266.671 289,001 284.262
MAINTENANCE 8 OPERATIONS 272.390 279.359 404,616 420.549
CAPITAL OUTLAY 4.860 4.050 19.793 0
IDONATIONS I 47.4861 61,9531 126.6981 100.0001
NUTRITION GRANT I 209,4361 215.1501 195,606) 195.934
TOTAL 525.1181 550,080) 713.4101 704.81 1
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:
Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of
Education
the aging population.
Coordinate computer classes to teach the basics of computers (Le., "Windows").
Provide seminars on financial planning, long-term care, estate planning, personal safety, etc.
Develop computer lab with open hours for seniors to drop in and receive training and technical advice.
Provide on-going information and referral to community resources.
Recreation
mer excursions, special events and activities of particular interest to the mature adult which promote social
interaction.
Continue the development of programdgroups that appeal to people with similar interests. Le., Walking Group,
Provide day trips to local attractions.
Provide a minimum of six Sunday afternoon dances.
PC Users Group, Writers Group, Discussion Group, etc.
Personalized Assistance
Coordinate the Drovision of Drofessional services necessarv to maintainina an indeoendent lifestvle.
Offer tax assistance to over 500 seniors.
Arrange for free legal advice for over 200 seniors.
Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services. classes and lectures that promote healthy living.
Monthly blood pressure checks, glucose and diabetes testing. cholesterol test.
Flu shots
Continue offering body conditioning for seniors.
Provide a minimum of four 'special" health screenings, Le.. skin cancer, hearing, podiatry, cholesterol, etc.
- . ~ ~~ ~~ ~~~
130
PROGRAM: SENIOR PROGRAMS PAGE TWO
FUND: GENERAL ACCT. NO 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXXX
PROGRAM ACTIVITIES (continued):
Administration
management.
Coordinates all Operations of the Senior center: Staffing. volunteer recruitment, facility rentals and grants
After-hours facility rentals.
Staff scheduling.
Volunteer recruitment and training.
Senior Commission.
Budget management.
PERFORMANCE MEASURES:
Estimate Projected 199899 1999-00 2000-01
Participation
Dances
Health Screenings
Day Trips
Personal Assistance
SIGNIFICANT CHANGES:
None.
2.000 2,500 1,200 1,750
2,800
1.400 . 2,000 2.500
1.100
2,000
1,300 1,500
131
..
132
-
PUBLIC .
WORKS -
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1997-98
10,876,210 11,291,415 10,538,397 9.216.935 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
20001 199940 1998%
MAINTENANCE 8 OPERATIONS 21,765,112 23563,395 27,913,894
1,586,730 2,713,456 2,024,578 777.475 CAPITAL OUTLAY
29.072.243
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 CarlsDad.
PROGRAM ACTIVITIES:
PUBLIC WORKS
MAJOR SERVICE AREA
PROGRAM ACTIVITY PW Adrnin Engineering
1% Services
General
Services
22% Maintenance
& Operations
64%
133
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
1997.98
ACTUAL ACTUAL
199899
BUDGET
199400 2000-01
BUDGET
PERSONNEL 66.122 597.448 512,479 282.715
MAINTENANCE a OPERATIONS 163.870 155.280 94,973 897
CAPITAL OUTLAY 0 23,901 0 19,260
”
” GRAND TOTAL 86.279 692,421 691,660
FULL TIME POSlTlONS
446.585
HOURLYFTE POSITIONS
7.00 7.25 4.00 3.00
0.00 0.00 0.00 0.00
WORK.PROGRAM:
Provide leadership and coordination for Public Works programs: plan resources and facilities; manage all budget,
fiscal and personnel matters; coordinate programs with Local, State and Federal governments and support City
boards, committees and commissions. Public Works Administration includes Engineering Sefvices, General
Services and Maintenance 8 Operations work groups.
PROGRAM ACTIVITIES:
Budaet PreDaralion
Coordinate department budget activities.
Performance Manaaement
Prepare goal documentation for the Public Works major service area.
Strateoic Planning
Implement strategic pian and Public Works programs to meet current and long-range goals.
Maintenance Manaaement and Qualitv Control
Continue development of comprehensive systems inventory, maintenance standards and work reporting
system.
KEY GOALS FOR 2000-01:
”Ensure the effective and efficient delivetv of too-aualitv services to our Communitv.”
Develop communications tools for internal and external uses.
Pian for new Public Works Facility developed.
SIGNIFICANT CHANGES:
One position has been transferred to other Public Works accounts. In addition, prior year budget includes
approximately $150,000 for one-time PERS early retirement payment.
134
PROGRAM: ENGINEERING
FUND: GENERAWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157XXI5015710
ACTUAL
1997-98 1998-99
2,748.204 2.677.578 PERSONNEL
BUDGET BUDGET ACTUAL
2000-01 1949-00
3,604,412 3.774.656
MAINTENANCE B OPERATIONS
53.000 134.865 46,120 3,795 CAPITAL OUTLAY
1.472.981 2.139.249 1,220,135 1,492,920
IWASTEWATER ENTERPRISE I I I I 327.7031
WORK PROGRAM:
The Engineering Department continues to support the City Council's goals to maintain safe Ci standards by
improving the overall quality of field inspection, project processing. and fmnt counter operations. The Engineering
Department provides engineering services to the public and other Cily 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 WnStNcted without jeopardizing public safety or the well being of the
community.
PROGRAM ACTIVITIES:
CONSTRUCTION MGMT a. PLANNING ..
TRANSPORTATION
14%
v DEVELOPMENT
SERVICES 22%
Administration
Coordinate and direct all divisions to ensure
accomplishment of City Council Goals and
Objectives. provide administrative and ckrical
support to all divisions, ensure that me
management reporting system is accurately maintained and generates all reports on schedule. provides accurate records filed in a
standardized and efficient manner.
DeveloDment Services
Provide comprehensive engineering input for all
engineering development plans and maps in a land use development applications, process
professional manner maintaining high-qualily and
meeting production goals, ensure engineering
questions related to land development are answered in a timely and friendly manner.
135
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW50.15710
PROGRAM ACTIVITIES (CONTINUED):
Plannino And Proorams
0 Coordinate the preparation of the annual update to the Cis Buildout Capital Improvement Program. update
existing facility impact fee programs and assist developers with the formation of finance districts to fund major
public improvements, administer and coordinate engineering activities for the beach erosion, lagoon dredging,
and traffic modeling programs. the special districts program, administer and coordinate all Public Works efforts
in regard to facility mapping and records management.
Desian
0 Design Citywide capital projects including roadways. water resources and sewer; develop and maintain programs in five (5) areas including water resources. domestic water systems, recycled water systems, sewer
systems, and National Pollutant Discharge and Elimination Systems (NPDES). For each of these programs,
Design provides a variety of services including planning, water supply, and quality monitoring. technical
assistance, mapping and facility location.
TransDortation
Review, analyze and report on a wide variety of transportation issues, concerns, complaints and inquiries.
Maintain records of collision reports, speed surveys. traffic counts. and assists in maintaining optimum traffic
submittals, provide interdepartmental coordination of various issues, and staff to the Traffic Safety Commission.
signal operations. Review traffic control plans, signing and striping plans and traffic signal plans, review project
Construction Manaaement And InsDection
Perform construction management, administration, and inspection for private grading agreements. devebopment
improvement agreements, and capital improvement projects through the application of uniform practices and
safe work sites.
policies, ensure construction Of high-quality improvements. minimize inconvenience to the public while ensuring
WORKLOAD STATISTICS:
DEVELOPMENT SERVICES ACTIVITY
Actual through 4/00; Projected through 6/00
PROGRAM: ENGINEERING PAGE THREE
FUND: GENERAWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157xW5015710
WORKLOAD STATISTICS (CONTINUED):
Total Capital Improvement Program
Appropriations
I n 1
200,000.000
150,000.000
100,000.M)o
50,000,000
OCarry Fomard
0 M97-98 M98-99 FY 9900 MOO01
KEY GOALS FOR 2000-01 :
“Ensure the effective and efficient deliverv of toD-aualltv services to our Communltv.”
Identify priority Capital Improvement Projects and ensure their timely completion:
Rancho Santa Fe Road
Poinsettia Lane
Faraday West Palomar Airport Road from El Camino Real to Melrose
College BoulevardICannon Road East Financing District
FaradayIMelrose financing district
South Carlsbad Village Storm Drain South Aqua Hedionda Interceptor Phase II
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 vf local water resources
Complete Residential Trafiic Management Committee recommendations and present to Council.
Continue Phase II of Records Management system.
Develop plan for Livable Communities
“lnteorate a comDrehensive efflclent transDortation svstem with auallfv of lifecentered land use decisions.”
implement Integrated Transportation Program: Regional transportation system priorities. Local transit objectives and programs.
Tourist transportation needs.
Industrial transportation management.
programs.
Develop intern program for Engineering Technician classification and continue intem program for Construction
“Enhance educational oooortunlties for all seoments of tho Communitv.”
Inspector classification.
137
PROGRAM: ENGINEERING PAGE FOUR
FUND: GENERAWATER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 00157W5015710
SIGNIFICANT CHANGES:
Allocations related to Utility Engineering are now included in the Engineering operating budget. Two positions have
been transferred to Streets and Parks, and .3 transferred to Street Lighting. resulting in a net decrease of 2.3
positions.
One request for additional resources is being proposed for AutoCADIGIS hardware and software upgrades.
138
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
1997-98
2,914.701 2,907,047 2.515.390 2,314,351 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS 3.194.196 3,337.970 4,463,391
1,493,130 2,204,799 1,026,465 550,035 CAPITAL OUTLAY
4,590,451
.PROGRAM GROUP DESCRIPTION:
The City‘s General Services Department is responsibh for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees and medians.
PROGRAM ACTIVITIES:
Trees 6% mw llan 6%
I Vehicle - Malntenanw IS% Facilities 237
KEY GOALS FOR 2000-01 :
“Ensure the effective and efflclent delivew of towualitv services to our Communb.”
Implement revised Street Tree Policy.
Create a Community Forest Management Plan.
Implement Maintenance Management Program for Fleet and Facilities.
Complete Hosp Grove Park Improvements.
139
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020 - 1997-98
890,902
ACTUAL ACTUAL
2000-01 1999-00 1998-99
BUDGET
957,574
BUDGET
1,123,211 1,066,014
MAINTENANCE 8 OPERATIONS 916.248 1,021,528 1,424,735 1,476,920
CAPiTAL OUTLAY 47.61 1 99,021 25,430 1 20,456
PERSONNEL
WORK PROGRAM:
at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas.
Maintain. preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes
wmmunity groups.
Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as
PERFORMANCE MEASUREMENTS:
Safety work orders are addressed within 24 hours.
Achieve high customer satisfaction level for maintaining City parks.
Demonstrate fiscally responsible use of tax dollars towards park maintenance.
PROGRAM ACTIVITIES:
Turf and LandscaDe Maintenance
Direct management of 103 acres of turf and 148 acres of IandscaDino. Duties include mowino. fertilization.
renovation, ri-planting, trimming. pesticide application. raking ieaves;d&risl turf sweeping, weeding cultivation,
edging, aerating. reseeding. irrigation programming maintenance and equipment maintenance.
~ ~~ -.
Inspect, maintain. Clean. paint, and repair 16 separate restroom facilities (as well as eight portable units) 5+
Restroom MaintenancelLitter ControllPicnic Area Services
times per week. Clean, restock. sanitize, paint and plumbing repairs, Comprise 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.
CourVFieldKot Lot Maintenance
Maintain 28 tennis Courts (21 lighted). 17 basketball courts. 16 soccer fields. and 26 softballlbaseball fields. All
Off, fence inspections/repairs. and paying surface inspections. In addition, this activity includes weekly
athletic Courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing
repair, and the necessary documentation of such actions.
maintenance of ail tot lots. This includes sand rakinglieveling, sand roto tilling, play equipment inspection and
irriaation Maintenance
Maintain all facility landscape irrigation systems. This includes programming over 95 different controllers, with
Over 3,340 Valves. Duties include replacement. repair, trouble shooting and data enttyl programming using the centralized irrigation system.
ODen %ace 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.
140
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (continued):
Miscellaneous MaintenancelRenair and SDecial Reauests
These activities. which are difficult to measure. indude repair and upgrading park sbucturbs. faci1ities:piay
enclosures. concrete work, and painting projects. These additional activities also include special projects and
equipment and fencing, and the installation of play equipment. bleachers. drinking fountains, soccer goals, trash
Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of
requests by the Community for turf installation, sculpture installation, various redevelopment requests and
park maintenance activities.
WORKLOAD STATISTICS:
TURF & LANDSCAPE MAINTENANCE
Picnic kea
7%
30.
25.
20.
15.
IO.
5.
NO. OF COURTSlFlELDSlTOT LOTS MAINTAINED
2a
0
141
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE THREE
ACCT NO. 0015020
SIGNIFICANT CHANGES:
Analyst position assigned to General Services was transferred from the Public Works Administration budget to the
This year's budget reflects an increase in maintenance activities at Poinsettia Park-Phase IA. The Management
Budget. There are also funds to cover the cost of landscape maintenance at the Dove Library, Faraday, and slope
Park Maintenance budget (20%). Reallocated 20% of Public Works Manager to other General Service Operating
maintenance at Carrillo Ranch.
142
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
1997-98
898.355 819.112 643,573 559,967 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE 8 OPERATIONS
24,400 11,178 99,576 42,913 CAPITAL OUTLAY
957,857 1.026.873 661.361 700,691
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the Ci to conduct its business and provide services to
the Community.
PERFORMANCE MEASURES:
The average time to complete priorily 1 and priority 2 work orders.
Achieve a high level of customer satisfaction that facilities are well maintained.
Demonstrate fiscally responsible use of tax dollars allocated to facilities maintenance.
. PROGRAM ACTIVITIES:
Buildina Maintenance
Perform repairs and alterations as required to maintain and operate City facilities at a Drofessional level.
Perform emergency repairs to eliminate^ hazards of unsanitary conditions and reduce liability. Remodel andor
renovate City facilities to accommodate programmatic changes for City departments. Prgvide 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 Ci faciliiies by utiliing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance
Prepare. and administer contracts for all building maintenance services. i.e.. HVAC. plumbing, electrical,
construction projects. and custodial services.
ProDertv Management
Negotiate, prepare, and administer acquisition and revenue leases by the City. Act as liaison with property
owners to ensure facilities meet City requirements.
143
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
WORKLOAD STATISTICS:
Total Bullding Space Maintenance Custodial Services
PAGE TWO
ACCT NO. 0015060
SIGNIFICANT CHANGES:
Two building maintenance workers were added to accommodate the increase in building space maintenance. One
roaming custodian was added to assist with custodian duties at high-use facilities such as Faraday, the Dove and
Works Administration budget to the personnel budget for Facilities Maintenance (20%). The Public Works Manager
Cole Libraries. The management analyst position assigned to General Services was transferred from the Public
overseeing this department was added to the personnel budget for Facilities Maintenance at 20% effort.
144
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
MAINTENANCE a OPERATIONS
APITAL 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 rightof-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.
This program provides an on-going program for contracting, administering and overseeing the street tree
Contractual Tree Maintenance
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.
WORKLOAD STATISTICS:
1400 1.328 1,28285
1200
I000
800 FYS8
600
400
200
0 Work Orders Trimmed Removed Planted
SIGNIFICANT CHANGES:
The management analyst position assigned to General Services was transferred from the Public Works .
Administration budget to the Street Tree Maintenance Budget (20%).
145
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024
1997-98
0 0 0 0 CAPITAL OUTLAY
312.861 270,524 232.668 210,312 MAINTENANCE 8 OPERATIONS
BUDGET
214,178 178,420 168,533 146,406 PERSONNEL
BUDGET ACTUAL ACTUAL
2000-01 1999-00 1998-99
WORK PROGRAM:
improvement areas.
Provide weekly landscape maintenance and litter Control to all City medians and to redevelop landscape
PROGRAM ACTIVITIES:
Medians
Maintain weekly 55+ acres of landscaped medians. Maintenance includes trash pick-up, weed control pruning,
planting, pesticide application, removals, replanting and irrigation repairladjustment.
Provide on-going program for contracting, administering and overseeing median maintenance for 43+ acres of
City medians.
Contractual Median Maintenance
Streetscam Maintenance Maintain approximately 8 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, pesticideffertilizer application, irrigation repairladjustment. parking lot sweeping, fountain maintenance
and related duties with streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
SIGNIFICANT CHANGES:
The management analyst position assigned to General Services was transferred from the Public Works
Administration budget to the Median Maintenance Budget (20%).
146
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
MAINTENANCE 8 OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City which provides continuous repair and maintenance
service for Ci-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per mile/hour 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, administers the mllection 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 249 vehicles and 128 other pieces of
equipment.
PERFORMANCE MEASURES:
Achieve a high percentage of Preventative Maintenance (PM) work orders completed when scheduled,
Achieve a high percentage of units on the road.
Completing maintenance andlor repair jobs more efficiently than industry standards.
Achieve a high level of customer satisfaction.
PROGRAM ACTIVITIES:
required for the Biannual Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as
ReDair and Maintenance: Provide routine preventative maintenance and repairs for the fleet: inspect vehicles
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.
147
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
WORKLOAD STATISTICS:
n
0
U R
S 300
200
100
PAGE TWO
ACCT NO. 6205060
800
' 8001
Preventative Shop Repairs Vendor Emerg. Road
Maintenance Repairs Repairs
WFYOO
Gallons of Fuel Used
300 7
A 250
200 - -
I s 8 150- - IO0
'1 +Other
50 m
07
FY98 FY99 FYOO FYOI
SIGNIFICANT CHANGES:
The management analyst assigned to General Services was transferred from the Public Works Administration
budget to the Vehicle Maintenance budget (20%). The Public Works Manager was transferred from the Park Maintenance budget to the Vehicle Maintenance budget (20%).
148
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
1997-98
ACTUAL ACTUAL
1998-99 1999-00 2000-01
BUDGET BUDGET
.O 0 0 0
MAINTENANCE 8 OPERATIONS 0 0 97,544 97.523
CAPITAL OUTLAY 459.51 1 1,421,000 2,003,165 827.888
PERSONNEL
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the Cis 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 SpeciriCatiOnS to suit needs, the out3tting of new units
before being placed into sewice 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.
SDecification Writinq
Write specifications for the purchase of replacement units combining the needs of the users and economic
reality of the Ci.
Purchase and Diswsal
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:
400
350
300
250
200
150
100
50
0
377 377
FYOO
SIGNIFICANT CHANGES:
None.
149
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
'1997-98
ACTUAL ACTUAL
1998-99
BUDGET
1999-00 2000-01
BUDGET
PERSONNEL 0 0 0 0
MAINTENANCE 8 OPERATIONS 380.000 370.000 213.854 215.636
CAPITAL OUTLAY 0 0 0 0
WORK PROGRAM:
Community Sewices and Park Development will assist the "Project Oversight Committee" in developing a municipal
golf course.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Continue Land Management Plan: Maintain the 1. "Land Management Program":
the project development.
proposed golf course property to retain the viability of a. Prevent further encroachment of existing
b. Identify and eliminate insignificant patches habitat.
c. Remove unprotected and insignificant
of habitat.
native vegetation from project footprint.
DeVdOD Golf-Related Commercial ConceDb: 1. Analyze the potential for commercial uses on the
golf course.
Project Processing: Begin environmental proces- 1. Preparation, review and analysis of proposed
sing through USFBW, CDFBG. Coastal Commission. golf course plan.
2. Retain environmental consultant and process
EIR.
3. Process approvals for the golf course.
4. Meet with Golf Course Steering Committee on a
regular basis.
SIGNIFICANT CHANGES:
None.
150
PROGRAM: MAINTENANCE 8 OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS
1997-98
BUDGET
4,074,362 4.096.433 4,647,347 4,158,864 PERSONNEL
BUDGET
2000-01 199940
ACTUAL ACTUAL
199agg
MAINTENANCE & OPERATIONS
.. .' 40,600 349.891 951.993 204,385 CAPITAL OUTLAY
22,844,941 21,155,974 16,910,317 17,077,099
PROGRAM GROUP DESCRIPTION:
PROGRAM ACTIVITIES:
Wastewater
Operations Street
hklaintenance
WATER
OPERATIONS
151
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS
PAGE TWO
SUMMARY
KEY GOALS FOR 2000-01 :
“Ensure the effective and efficient deliverv of toD+ualltv services to our Communitv.”
Maintenance Manaaement Svstem
Full implementation of a public works maintenance management including performance standards and inventow
data.
Performance Measurement Proqram
Full implementation of performance measurement program including trackina of all identified measures and .. performing benchmark~anaiysis. -
“Enhance educational owortunitles for all seamentr of the Communitv.”
Safetv Proaram
Ongoing implementation of safety program including training and committee oversight
152
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 8 OPERATIONS ACCT NO. 0016355
1997-98
ACTUAL
I996-99
BUDGET ACTUAL
1999-00 2000-01
BUDGET
PERSONNEL 876,652 1,040,334 1,067,327 1,054,530
MAINTENANCE 8 OPERATIONS
CAPITAL OUTLAY .
WORK PROGRAM:
The Street Maintenance Division's performs' Street and Roadside Maintenance to maximize the. safety and
circulation efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Safety
Roadway Cost Efficiency Roadway Circulation Efficiency
PROGRAM ACTIVITIES:
Contract Manaaement: Contract Management wnsists of wntract design, inspection, and support
Roadside Maintenance: Roadside Maintenance activities wnsist of weed abatement, litter pick-up, debris hauling,
cement repair and guardrail maintenance.
Drainaae Svstem Maintenance: The cleaning of brow ditches. catch basins, drainageways, and gutters.
Citv Sian Maintenance: Fabricate, install and maintain all traffic, street name andspecial signs throughout the Clty.
Asphalt: Consists of crack sealing, surface patching, trench repair. base replacement and pothole patching.
m: Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and
bull nose painting.
PW Street Maintenance
1999 Staff HourTotals
Customer Miscellaneous-, Senice
! 'i :, Contract
! Management
! -Signs
I 153
PROGRAM: STREET MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355
SIGNIFICANT CHANGES:
Various positions were reallocated to more accurately reflect the workload distribution. Hourly positions were replaced with temporary help. The budget for Major Street Maintenance was incorporated into the Street
Maintenance budget this year.
154
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 8 OPERATIONS ACCT NO. 0016370
1997-98
ACTUAL
1999-00 1998-99
BUDGET
28.877
BUDGET
52,920 37,290 25.566 PERSONNEL
ACTUAL
2000-01
MAINTENANCE 8 OPERATIONS
12,000 25.500 7.708 0 CAPITAL OUTLAY
371.268 430.853 282.677 449.231
WORK PROGRAM:
Maintain the City's traffic signal system.
PERFORMANCE MEASURES:
Roadway Circulation Efficiency
Roadway Safety . Roadway Cost Efficiency
PROGRAM ACTIVITIES:
Customer Reauests: Respond to traffic signal repair requests
Contract Administration: Administer traffic signal maintenance agreement.
USA Markouts: Mark underground utilities in coordination of the Dig Ned system.
InsDectionIConstruction Coordination: Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PW Traffic Signals
Contract
Administration-, Special
9% '\ Pry
USA Markouts
1999 Staff Hour Totals
Requests
78%
155
PROGRAM: TRAFFIC SIGNAL MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016370
SIGNIFICANT CHANGES:
Various positions were reallocated to more accurately reflect the workload distribution
The budget for electricity was increased by $35,000, based on the most recent exDenditures and anticioated sionals
to come on-line in the upcoming year. Budgeted $20,000 for the design of the dktector 1ead-h cable ins&llation at
El Camino Real and Plaza DriveIMarmn Road.
~ -.~.
156
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626351
I I 1997-981 1998991 ' lsssool m1 i
ACTUAL1 ACTUAL1 BUDGET1 BUDGET
PERSONNEL 202.501 231,600 234.336 235.890
NTENANCE 8 OPERATIONS
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Circulation Efficiency. Roadway Safety.
Roadway Cost Efficiency.
PROGRAM ACTIVITIES:
Respond to street light repair requests Customer Reouese
Troubleshoot or repair of underground circuits and associated equipment. ,mQ&
USA Markouts Mark underground utilities in coordination with the Dig Alert system.
Perform night surveillance to identify and schedule needed repairs. Surveillance and ReDair
Svstem Uoarades Installation of technological advances.
WORKLOAD STATISTICS:
Public Works Street Lighting Staff Hour Totals 1999
SIGNIFICANT CHANGES:
Various positions were allocated to more accurately reflect the workload distribution. The electricity budget was
increased by $70.000, based on the most recent expenditures and anticipated lights to come on-line in the upcoming
year.
157
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
ACTUAL
1997-98
BUDGET
0 0 0 0 PERSONNEL
BUDGET ACTUAL
2000-01 1999-00 1998-99
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
292.866 9,266 7,048 7.048
7 run 7 nAn
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Properly owners are
assessed annually. The revenues are placed in a fund to cover the costs of major dredging of the creek, which
could occur every four years. The last major clearing was completed in March of 1997.
PROGRAM ACTIVITIES:
Administration of the Buena Vista Channel Maintenance District, monitoring revenues, calculating fees.
Monitoring and periodic clearing of the overgrowth and silt within the channel,
WORKLOAD STATISTICS:
Because the dredging of the channel only occurs every four years, there are no statistics available and no
performance measures have been identified for this program.
KEY GOALS FOR 2000-01 :
"Ensure the effective and efficient delivery of toD-aualitV sewices to our Communitv."
Complete dredging during FY 2000-01.
Preparations will begin ?or a five-year maintenance contract consisting of a major dredging and periodic
monitoring.
SIGNIFICANT CHANGES:
Dredging of the channel will take place during this fiscal year
158
PROGRAM: WATER/ OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 50163101 5026310
1997-98
16,500 230,916 569,053 120,787 CAPITAL OUTLAY
15,580,476 14.309.521 13,787,842 12,455,777 MAINTENANCE B OPERATIONS
BUDGET
1.897.981 1,917,111 2.556.587 2,327.089 PERSONNEL
2000-01
BUDGET ACTUAL ACTUAL
1999-00 1998-99
WORK PROGRAM:
The Carlsbad Municipal Water District, a subsidiary district of the Cii of Carlsbad, provides potable water service to
treated water from the Metrdpolin Water District and the San Diego County Water Authority.
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
PERFORMANCEMEASURES:
Water Quality: Achieve high quality water free of pathogenic organisms.
Water delivery efficiency.
Water system reliability.
PROGRAM ACTIVITIES:
Administration
Provide support for Maintenance and Operations programs; coordinate budget development and fiscal activities;
maintain payroll records and time card administration: coordinate interdepartmental and interagency
communications.
Construction Maintenance
Provide water and wastewater maintenance, scheduled and performed to provide a high level of maintenance
for infrastructure and maintained to insure safe and efficient distribution and collection systems.
Water Omrations
Provide operation and maintenance of the potable and recycled water reservoirs, pumping, regulating and
disinfection activities: coiiect water quality samples to ensure compliance with State and Federal regulations.
Cross Connection Control
Implements and enforces cross connection control of potable and recycled water systems to'ensure a safe
supply of.potable water, and'compliance with State and Federal regulations.
Meter Services
Collect water customer usage data for utility billing to ensure financial viability of the District through timely and
accurate revenue collections: provide customer service for water utility customers and assist Construction and
Maintenance operations.
159
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5016310
WORKLOAD STATISTICS:
SIGNIFICANT CHANGES:
Decrease in personnel is due to reallocation of personnel to Sewer Operations.
Increase in maintenance and operations is due to a $500,000 increase in purchased water, a $200,000 increase in
depreciation.
160
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE,
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
ACTUAL
1997-98 1996-99
ACTUAL
2000-01 199940
809,200 738.935 717.073 614.822
BUDGET BUDGET
MAINTENANCE 8 OPERATIONS 2,954,231 3,325,292 4.430.814 4,780.835
CAPITAL OUTLAY 40,765 2,500 64,485 363.399
PERSONNEL
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the Ci of Carlsbad. operates and maintains the City-
owned sanitary sewer collection system which covers appmximately 65% of the geographic area of the City.
Payments are made to the Encina Wastewater Treatment Plant to cover the City’s share of operating costs for
treatment of its sewage.
PERFORMANCE MEASURES:
Sewer operations cost efficiency.
Sewer system efficiency.
An environmentally sound sewer system.
PROGRAM ACTIVITIES:
Provide operation and maintenance of the sewer pump stations to ensure efficient elimination of the City’s
wastewater. Measures include:
Sewer lateral main stoppage.
Sewer lateral main research.
Sewer lateral main maintenance.
Sewer lateral main repair and installation.
Sewer main cleaning.
Access hole inspection.
Access hole maintenance and repair.
161
PROGRAM: WASTEWATER OPERATIONS PAGE TWO
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
WORKLOAD STATISTICS:
SIGNIFICANT CHANGES:
Increase in personnel is due to reallocation of staff from Water Operations.
162
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
1997-98
BUDGET
57,250 84.170 69.540 76,665 PERSONNEL
BUDGET ACTUAL
2000-01
ACTUAL
1999-00 1998-99
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
110.668 141.173 59,055 31.617
WORK.PROGRAM:
The Solid Waste Division of the Public Works Department promotes cost-effective solid waste management
programs through recycling, source reduction, composting, solid waste transfer, and other non-traditional programs.
PERFORMANCE MEASURES:
9 Customer Satisfaction.
Cost Efficiency.
Diversion.
PROGRAM ACTIVITIES:
AB3
Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste
Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. Prepare and submit
reports and documents, as required.
Ensure collection and disposal of solid waste generated in Carlsbad. Coordinate activities with regional groups.
Solid Waste
Administer and monitor the solid waste services contract. Review reports and rate requests from authorized
collector.
recycling meetings and coordinate City efforts with other agencies. -Coordinate and monitor all re&ling
programs.
SIGNIFICANT CHANGES:
Funding for 0.5 management analyst was transferred to the Street Maintenance budget.
163
..
, ..
.. .. ..
164
)I CAPITAL IMPROVEMENT 11
PROGRAM
2000-2001 PRELIMINARY 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 2000-2001 Capital Improvement
Program totals $51.7 million, with projected revenues totaling $48.2 million. Although
development remains strong during this current fiscal year, we expect to see numbers declining
over the next several years.
Along with development, there comes a corresponding
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
need, the citizens of Carlsbad adopted a Growth
Management Plan in 1986. The Growth Management Plan
requires a standard level of facilities is available to meet
the new demands, or development cannot proceed. A
discussion of the City's Growth Management Plan is
located at the end of this report.
The CIP is also a tool available to Council and staff, to weigh resource availability with the
demand for facilities. This report and the accompanying CIP documents and schedules reflect
these actions.
GROWH PROJECTIONS
Several assumptions about the rate and type of growth were made in order
to project the revenues that result from development. Growth assumptions
were made and continue to change in correlation with the economic climate.
Residential and non-residential development information was compiled by
the Planning, Building and Engineering Departments; the Finance
Department overlaid the economic forecast.
Every year, City staff evaluates all existing developments and compare the
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 2000-2001 and subsequent years to buildout. Staff expects that approximately 12,710 units
will be built from this point forward. Non-residential construction estimates are shown in
projected square feet.
165
2000-2001 CIP Growth Assumptions
Residential Non-Residential 1
2001 -2002 1,104 478,130
2002-2003 937 337,158
2003-2004 799 469,963
2004-2005 834 693,864
Years 6-10 3,184 4,411,086
Residential development for 1999-2000 was projected at 1,250 building permits. Recent
estimates anticipate over 1,500 units by the end of the current fiscal year. Construction of
residential units is expected to decrease to about 950 units per year for the next five years.
Residential Units Trend
1985 to 2005
Non-residential development is also expected to decline significantly following the completion of
several major projects in the Carlsbad Ranch area. Anticipated non-residential projects planned
in the next few years include several commercial/retail developments located in or near the
areas where most of the residential development has occurred over the past several years.
REVENUES
Revenues for Capital Projects from now until buildout total $426.76 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 and Thoroughfare Benefit Districts), 3) Water
and Sewer replacement reserves, and 4) other sources including grants, bond
issues, and contributions from other agencies. Approximately 48% of all capital
revenue is received as a result of development, and is dependent upon assumptions made
166
about the Cis annual growth in dwelling units and cornmercial/industriaI 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 and
Thoroughfare Benefit District revenues comprise 22.4% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 10% of total revenues. and
the remaining 19.6% are related to Federal 8 State grants, license tax on new construction, the
County sales tax program (Transnet). and contributions from other agencies.
Funding Sources 2000-2001 to Buildout
Total Revenue = $426.7 million
19.6%
Other
Development
48.0%
WaterlSewer
Replacement
10.0%
Special Districts
22.4%
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues.
The mix of multi-family and single-family residential units is assumed to be 35% and 65%
respectively and reflects the anticipated mix of residential development
for each Local Facilities Management Zone. . The building permit
valuation used for computing Public Facilities Fees is $89,500 per multi-
family dwelling unit, and $175,000 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 development use. A multi-family residential dwelling
unit is assigned eight trips per day and a single-family unit is assigned ten trips per day. Each
residential trip is valued at the current TIF of $87. The trips-per-day value for commercial and
industrial buildings are averaged at 32 trips per 1,000 square feet of development, although the
actual volume of trips generated by commercialhndustrial building can vary widely depending on
the ultimate land use. The value assigned to each commerciallindustrial trip is $35, the current
TIF.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since 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.
167
There are two existing and two proposed Bridge and 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. BTD No. 4 is
being considered as the financing mechanism for College Boulevard and Cannon Road
extensions east of El Camino Real, and BTD No. 5 is being considered for the funding of
Melrose Drive and Faraday Avenue extensions.
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. One of the City Council goals is to
"integrate a comprehensive efficient transportation system with quality of life-centered land use
decisions". In conjunction with this goal, and as a result of the prioritization and ranking process,
street construction projects continue to receive the highest priority, with the primary focus on
improving traffic flow in the industrial corridor of the City.
CAPITAL PROJECTS 2000-2001 TO BUILDOUT
The CIP for 2000-2001 to buildout outlines approximately 180 future projects at a total cost of
$422 million
CIP Expenditures by Category
2000-2001 to Buildout
Total Expenditures = $422 million
Parks Other 17.1 % 6.8% Drainage
5.3% Water
8.4%
Civic
15.6% Sewer 15.1%
Streets
31.7%
The largest expenditure category is for street and traffic signal construction projects, which total
$133.9 million, or 31.7%. Included is 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
168
the City. Several of these roads will provide additional routes to the neighboring Cities Of
Oceanside, Vista and San Marcos.
The following is a list of major street projects in the 2000-2001 to Buildout CIP:
Faraday Avenue to Cannon Road
Faraday Avenue and Melrose Drive Extensions east of El Camino Real
Poinsettia Lane to El Camino Real
e Poinsettia Lane east of El Camino Real
e 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 expenditure category is for park projects, which total $72.5 million, or 17.1%.
Park projects include acquisition and/or development of acreage within all quadrants of
Carlsbad. Future park projects include:
Northwest Quadrant Northeast Quadrant
Park Development -Park Development
Community Center Larwin Park Development
Cannon Lake Park Development
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park
Zone 19 Park Development Alga Norte Pool f
Zone 19 Park Community Center 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.
The cost estimates for several of the park projects were increased based on an analysis of
recent park construction and land acquisition costs. As a result, projected revenues from the
existing park fee programs will not be sufficient build several of the planned parks at the current
standards. Thus, staff will be evaluating the fee programs for possible revisions, and may also
need to consider other revenue sources or changes in project scope so that project costs match
available funding.
The third largest level of expenditures at $65.8 million, or 15.6% of the total planned capital
expenditures, is construction and maintenance of City facilities such as
libraries, administrative facilities and police and fire facilities. The interior of
the Cole Library undelwent renovation during the current fiscal year, and re-
opened on April 15'. Next fiscal year, exterior improvements to the Cole
library will be made. The Capital Improvement Program includes funds to
reconstruct and expand this facility in future years. The Public Works Center
is currently under design, and construction is expected to begin in the
following fiscal year (2001-2002). A new City Hall is planned for construction in the future; the
timing and location have not been determined.
Sewer projects total almost $63.9 million, and include the construction of the South Agua
Hedionda interceptor, the VistalCarlsbad trunk line interceptor, cleaning and refurbishment of
existing sewer lines and access holes, the repayment of bonds for the expansion of the Encina
m
Wastewater Facility, and the Encina parallel ocean outfall and cogeneration Projects. The
largest of these projects is the VistalCarlsbad interceptor; construction will Occur along Jefferson
Street from Interstate 5 to Oak Avenue and along Oak Avenue from Jefferson Street to the west
side of the railroad right-of-way, and is expected to span over several years.
Water projects total about $35.5 million (8.4%) and include reservoir construction and
improvements and recycled and potable pipelines. Some of the major areas in which these
installations or upgrades are planned include segments of College Boulevard, Poinsettia Lane,
El Fuerte, and along El Camino Real.
Specific timing and cost estimates for all capital projects are identified in the Current and Future
(2000-2001 to Buildout) Projects schedule following the narrative.
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below
0 Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to occur during 2001-2002. This facility will be located next to
the Safety Center and will include a warehouse, general offices, and yard facilities for the
Public Works Departments.
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 L?&
course will proceed. A financing plan for the golf course is being 41
developed, and will be incorporated into the Capital lmprovement
Program at a later date.
0 Carlsbad Municipal Golf Course - Environmental permits are
0 Redevelopment Proiects - Enhancements to the Village
Redevelopment Area include a Facade lmprovement and Signage
Program that will offer grants to business andlor property owners to
make exterior improvements to existing buildings and update
signage for the buildinglbusiness. Another redevelopment program
is the Village Parking Program, which includes acquisition of land
for future public parking, and improvements to existing parking lots.
0 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 Road are all located west of El
Camino Real and are being constructed primarily as a result of residential developments
in those areas. College Boulevard and Cannon Road extensions to the east and
north, as well as Faraday Avenue and Melrose Drive extensions, are located east of El
Camino Real and will alleviate traffic on Palomar Airport Road. The widening ,and
realignment of Rancho Santa Fe will improve regional and local traffic flow generated in
the southern part of the City.
170
Proposed Major Road Projects
- NEW ROAD PROJECT
,,,88' w RAILROAD
e Leo Carrillo Park - Phase II of Leo Carrillo Park involves continued
development and restoration, which may include park infrastructure
(sewer and water lines), building rehabilitation, paved access and
parking, restroom facilities and walkways; Completion of this phase
will allow for public use of the park, and is required to meet the
growing demands of the area. The general theme for this park will
be passive in nature with the option for interpretive programming.
e Zone 19 Park - Construction is expected to begin in approximately two
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, soccerfiootball fields, basketball and tennis courts, tot lots, and
picnic areas.
171
0 Alaa 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. The purchase of the land
may occur next fiscal year, with design and construction in the
years to follow.
Poinsettia Park Phase I1 - Within the next five years, development of the final phase of
Poinsettia Park is scheduled, Amenities may include a community centerlgymnasium,
an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Drainaae Facilities - 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. Major
drainage facilities, which coincide with the construction of two major roadway projects,
College Blvd./Cannon Road and Faraday AvenuelMelrose Drive extensions, are planned
within the next five years.
VistalCarlsbad Interceptor - The VistaKarlsbad 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 Avenuz 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.
Waterlines - Several major water lines are scheduled for construction
within the next five years:
o along El Camino Real from Palomar Airport Road south
o along El Fuerte from Alga Road to Poinsettia Lane
o along Poinsettia Lane from El Camino Real to the 'D" Reservoir
o along College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
SUMMARY
The proposed 2000-2001 to Buildout CIP 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. Progress is being made to construct major traffic circulation projects in
response to current and future development.
Carlsbads 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 2000-2001 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.
172
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
-Water Distribution
- Schools
- Library - Parks - Drainage - Open Space - Sewer Collection
The Plan requires that appropriate pubiic facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed'
Carlsbad's Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is. governed by
the rate of development and the 11 performance standards. New public facilities often require
additional staffing and other resources, which affects the Operating Budget. Facilities such as
community centers, parks, and tire 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 2000-2001 CIP, compliance with the Growth Management
Plan is assured.
173
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:
1. A "nexus" or connection must be established between a development project or class of
project and the public improvement being financed with the fee. All AB 1600 fees adopted
by the City have met the nexus test. For example, Traffic Impact, Bridge and Thoroughfare
District and Drainage Sewer Benefit Area Fees were all established under AB 1600.
2. 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.
3. Fees collected by a city or county must be spent or committed to a project within afive-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.
4. 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.
*- I.
174
CITY OF CARLSEAD
PROJECTED FUND EAUNCES FOR FY 1994-2000
CAPITAL FUNDS
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
JULY 1.1999 ESTIMATED ESTIMATED JUNE 30.2000
FUND
GENERAL CAPITAL CONST.
BALANCE &NUES EXPENDITURES LOANS 6 OTHER BALANCE
3.801.665 8.729.213 2.893.672 (1.810.826) 7.826.380
PUBLIC ART
GOLF COURSE
ZONE 5.13.16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETLOCAL
TRANSNET/HIGHWAY
TRANSNETBIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUN'IY GRANTS
ASSESSMENT DISTRICTS
BTW2 POINS. LN-AVlARA PKWY
* BTW COLLEGUCANNON
BTW3 CANNON ROAD WEST
* BTWS FARADAYNELROSE
CFD X1
.CFD #2
SDG &E
FEDERAL GRANTS
SEWER BENEFIT AREA (CDE-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
2,926,559
267.408
29,239.513
112.730
2.771.479
1.w6.857
980.407
4325,516
2.345.063
8.922.114
1.329.564
0
1.338.349
294.148
118,548
586.724
2.394.049
3,385,600
2,515,002
0
29,701,665
0
16.542.826
6.830
6,202,931
0
23.046.361
3.4a4.945
14.039.956
7,595.549
3,635,664
17,910.023
2.234.838
GAS TAX 6 lMAR7
7.217
6.355.387
87,499
288.043
304.479
280.134
293.268
210,009
1.434.171
1.656.W
598.562
5
38.122
7,486
2.216.462
173.777
0
2.298.907
86,847
999
7.844.334
593.182
163.526
1.073.212
0
4,098,318
525.129
2.378.433
422.983
3,923.0.54
2.352.942
1.599.949
41,351
790.854
1,146,691
37.320
6.997.839
6.382
3689.483
0
0
0
471.416
3.098.472
1,227.409
0
91 .wo 0
73.868
57.550
2.454.780
2,345,576
1.550.094
67.852
13,626,070
0
813.048
25.509
208,117
0
1.082.446
295.571
597.773
1.427.526
1.335.553
563.678
156.890
153.774
0
0
(141,000)
850.000
0
0
0
0
0
0
0
0
0
0
(2.197.899)
0
0
0
92.221
0
0
(158.060)
0
0
0
0
1.wO.OOO
(940.371)
(1.ooo.ooo)
(159.527)
(3,128,858)
1.ea4.408
(1.276.027)
(200.000) n
..
237.305
28.456.061
1.867.367
410.827
230.039
1.260.541
1,300,125 ,
2355.072
7.480.606
5.288.271
700.717
5
1.376.471
209.804
686.633
79.561
930.820
2.468.333
930.802
25.368
790.854
23.761.869
16.322.759
144.855
7.088.026
0
3,947,828
26.050.535
15.122.818
3,301,327
6.W,219
843,220
5.840.738
20:811.820
OTHER
-, . - . . . - .
205.161 5,824 - 5.624 205,361 TAL 198.372.317 50.880.632 46.481.824 (7.173.989) 195,597,136
* PROPOSED DISTRICTS
175
CITY OF CARWBAD .
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR N 2wO-2001
JULY 1.2000
PROJECTED ESTIMATED CONTINUING NEW
1999 - 00
BALANCE REVENUES APPROPR. APPROPR. FUND
GENERAL CAPITAL CONST. 7,826,380 4.600.000 5.766.252 5.010.90l ~~
GOLF COURSE
PUBLIC ART
ZONE 5.13.16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 2 NE
PIL AREA 1 NW
PIL AREA 3 SW . PILAREA4SE
TRAFFIC IMPACT FEE
TRANSNETMIGHWAY
TRANSNETILOCAL
TRANSNETIBIKE
TRANSNETMP
TDA
STATE GRANTS
COUNPl GRANTS
ASSESSMENT DISTRICTS
BTW3 CANNON ROAD WEST
BTW2 POINS. LN-AVIARA PW
BTW COLLEGEKANNON
BTDXS FARADAYIMELROSE
CFO H
CFDXZ
SDG 8 E
FEDERAL GRANTS
SEWER BENEFIT AREA (CDE-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1.867.367
237.305
28,455,061
410.827
1.260.541
230.039
2,555,072
1,300,125
5.288.271
7.480.606
700.717
5
1376.471
209.804
686.633
79.561
930.820
930.802
2.468333
25.568
23,761,869
790.854
16,322,759
144.855
0
7.068.026
26.050.535
3,947,628
15.122.818
8.964.219
3,301,327
20.811.820
5.940.738
843.220
0
0
3.364.020
199,772
62,010
289.380
55.650
2.263.913
1,900,000
922.331
0
0
0
0
0
544,334
1.740.000
0
100.000
0
6,040,091
0
5.883.600
0
0
675,796
9,840372
400,000
1.300.000
150.000
1.107.193
2.193.000
1.562.100
0
107.930 20.00(
706.303
7,608,334
C
5,417.00(
34.418
10.517
C
a
219.100
150.000 150,ooc
1.000.00c
0 4.8CQ.WC
4.557.128 67,OOC
6.042.551
502.W6
1.2oo.oot
0
1,240,000
0 0
0
157.486 0
88.069
0
0
787.800
500.000
0
826.120 1.650.000
15.925 0
790.854
22.883
0
0
2.876.987
2,260,105 5.717.400
610.000
135.637 5,883,600
0
1.693.642 910,000
0
10,835,203
3.533.558
3.949.552
0
5.812.819
400.645
1.183.645
4.727.839
1.059.527
2,485,599
3,986,476
5,116,424
397.214
4.000.083 3,120,100
378.215
OTHER 205.361
foTAL
01 1 7.807
48.193.561 68.780.614
0
51. 29.839
APPROPR. BALANCE
10,777,152 I 1.649.228
706,303
127.930
13.025.334
34.418
300,000
10.517
4.800.000
1.219.100
4,624,128
7,242,551
502.006
1.240.000
0
157,486
68.069
500.000
2.476.120
787.800
15.925
790,854
22.883
3,486.987
7.977.505
6.019.237
2;603.642
0
3.533.558
14,764.755
6,996,464
8.714315
1.460.172
7,802,023
775.429
7.120.183
1.161.064
109.375
18.794.747
281.532
576.181
1,016,191
370,405
18.984
2.138.055
1.586.474
198,711
5
136.471
52.31e
730.967
11,492
143.020
2,552,408
194.682
2.485
26,314,972
0
8.345.254
9.218
0
5,140.180
21,106.151
814.070
9,426,354
2,357,097
1.991.155
15,402,797
382.655
87,791
176
PUBLIC ART
GOLF COURSE
ZONE 5,13.16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 2 NE
PIL AREA 1 MN
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETAOCAL
kNSNETlBlKE
TRANSNETHIGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW2 POINS. LN-AVIARA PW
BTDU CANNON ROAD WEST
BTDU COLLEGBCANNON
BTW5 FARADAYMELROSE
CFU C1
CFD c2
FEDERAL GRANTS
SDG&E
SEWER BENEFIT AREA (CIIE-F)
PLANNED LOW DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONOS
GAS TAX
..
18.033
79.365
4.618.487
283.688
701.492
403.682
44.222
1.101.838
278.736
1.155.361
103
520.948
237,167
2,598,708
189,854
~~1.695
2.289.588
269.106
26.238
0
0
10,676,209
6.085.033
421,036
883.504
0
253,024
2.823.755
2.014.974
2.268.441
593.808
2.185.341
127.079
3 471 ?VI
..
18.471
8.562.805
289.482
1,203,795
207,517
69.997
701.093
326,350
1.691.916
4.103.007
3.310.W
98.360
1.524
321.253
45.414
9,494,392
293.629
213.180
291,424
0
0
15.184.782
2,247.234
79,745
0
1.061.677
452.181
5.200.226
1,750.325
3,736,611
1.073.386
2.506.152
254.554
1.610.623
..
13.358
9.802.551
299.443
251,326
178.334
346.922
93,634
2.045.988
505,336
8.248.042
1,030,781
60,903
1,256
341.082
00.458
17.402.714
392.W
508,690
732.389
0
0
13.675.926
7301,331
63,526
955.131
0
6,020,054
429.837
7.635.353
2.091.883
4,182.167
10,683,240
112.219
1.621.261
CITY OF CARLSBAD
REVENUE ESTIMATES FOR 2000-2001
CAPITAL FUNDS
199597
ACTUAL
1997-98 wag9 1999-20(30
ACTUAL
2000-2001
ACTUAL ESTlh4AFD ESTIMATED
REVENUE REVENUE REVENUE FUND REVENUES REVENUES
GENERAL CAPITAL CONST. 3.000.585 1.581.221 8.729.213 4.600.000 1.048.117
7.217
6.355387
87.499
304.479
288.043
280.134
293.268
210.009
1,434,171
1.656.964
598.562
38.122
5
2,216,462
7.496
173.777
86.847.
0
2.298.907
999
7.844.334
790.854
593,182
163.526
0
1.073.212
525,129
4.098.319
2.378.433
3.923.054
422,963
2.352.942
41,351
1.5ge.rn9
0
3.364.020
0
199,772
62.010
55.650
289.380 ,
2,263,913
1.9oo.m
922.331
0
0
0
0
0
544.334
0
1,740,WO
1w.m
0
6,040.091
0
5.883.600
0
675.796
0
9,840,372
400.000
1.3w.000
150.~
4,107,193
2.193.M)o
1.562.100
0
OTHER 1.352.547 2.471.355 mAL CAPITAL FUNDS 49.227.405 70.456.847 89,162,796 50.880632 426.600 5.824
. , . . . , . "
48.193.561
0
NOTE: REVENUES INCLUDE IMRFUND LOANS AND TRANSFERS,
171
CITY OF CARLSBAO
BUDGET EXPENDITURE SCHEDULE
CAPITAL FUNDS
19971998 TO 2000-2001
1997-98 199a99 199940 (1)
FUND ACTUAL ACTUAL ESTIMATED
..
GENERAL CAPITAL CONST. 1.137.693 1,822,720 4.704.498
PUBLIC ART
GOLF COURSE
ZONE 5.13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 MN
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETIBIKE
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGECANNON
CFD X1
BTW5 FARADAYIMELROSE
CFD X2
FEDERAL GRANTS
SDG8E
SEWER BENEFIT AREA (CD-E-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
19.705
474.493
768.4%
28.638
0
0
3,449
0
1.751.812
926.582
1,732.856
0
0
74.694
13.684
35,816
9,994,978
589.053
246,276
0
5235.076
0
670.688
79.475
0
255.507
1.395.000
98.043
608.373
115.641
2.595.405
1.937.045
540.536
343.806
1.114.278
60.197
2.339.380
4,330,562
0
0
18,900
1,656.187
0
2320.005
905.021
27.603
0
280.296
160.468
1,670.154
11,924,563
1.213.557
742.315
0
16.748.124
0
3.661.865
6.834
0
917,040
2.085.199
466.244
721.280
322.818
2.698.172
1.388.764
533.719
10,733
37.320
1.146.691
7.138.839
6.382
2,829,483
0
0'
0
3.098.472
471.416
1.227.409
0
91.040
0
2,255.449
2.454.780
73.868
1.550.094
2,345,576
(24.369)
13.784.130
0
813.049
25.509
208.117
0
1,094,145
62,446
1.295.571
757.300
4,554,304
(548.855)
1.432.967
763.678
F
OTHER 1.122.720
TOTAL CAPITAL FUNDS
2.588.302
32.796.260 62,935,308
5.624
53.655.813
CONTINUING TOTAL CIP
..
107.930
706.303
7.608.334
34.418
10.517
219,100
150.000
4357.128
0
6.042.551
502.006
1.24O.OW
0
157.486
68.069
787.800
0
826.120
22.883
15.925
790.854
2.876.987
2,260,105
135.637
0
3,533,558
1,693,642
10.835.203
5.812.819
4.727.839
400.645
2.485.599
397,214
4.W0.083
20,000
5,417,000
0
0
150,000
0
4.800.000
1.000,ooo
67,000
1.200,000
0
0
0
0
500,000
0
0
1,650.000
0
0
0
5,7'17,400
610,000
6,883,600
0
910,000
0
3,949.552
1,183,845
1,059,527
3,088,476
5,116,424
378,215
3.120.100
n
706.303
127.930
13.025.334
34.418
300.000
10.517
1,219,100
4.800.000
4624.128
7.242.551
502.006
0
1.240.000
157.486
500.000
68.069
2.476.120
787,800
22.883
15.925
790.854
3.486.987
7.977.505
6.019.237
0
2.603.042
14.784.755
3,533.558
6,996,464
8.714.315
1.460.172
7.602.023
7.120.183
775.429
.. -
68.780.614
7,607
51.729.839 120.510.453
7.607
(1) 1999-2000 ESTIMATED AMOUM INCLUDES ACTUAL EXPENDITURES a ENCUMBRANCES
178
D
l
CITY OF CARLSBAD
ANALYSIS OF AVAIIABLE BAIANCES
CAPITAL IMPROVEMENT PROGRAM
2000 TO BUILDOUT
1 2000 - 2001 1 BEGINNING ~ ~ ~
FUND BAL 7/1/99 RMNUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2.060.128 4.600.000 5.010.900 1.649.226
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETBIKE
TRANSNET/STP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTM2 POINS. LN-AVIARA PKWY
BTM3 CANNON ROAD WEST
BTDM COLLEGElCANNON
BTW5 FARADAYMELROSE
CFD tl
CFD C2
FEDERAL GRANTS
SDG 8 E
PLANNED LOW DRAINAGE
SEWER BENEFIT AREA (GD-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDMLOPMENT BONDS
OTHER
1.161.064
129,375
20.847.727
376,409
1.110341
219,522
1,081,025
2,555,072
1,438,055
731,143
198.711
5
136.471
52,318
686,633
11,492
143,020
104.682
2.452.408
2.465
20,884,882
0
14.062.654
9,218
5,374,384
0
15.215.332
414.070
9.309.999
2.900.682
18,328,221
2,256,380
1.940.655
446.006
197.754
..
0
3,364.020
0
199.~12
62,010
289,380
55,650
2,263,913
922,331
1.900.oM)
0
0
0
0
544,334
'0
1.740.000
0
100.ooo
0
6.040.091
0
5.883.6w
0
0
675.796
9,840,372
400.000
1,300,000
150,wo
4.107.193
2,193.wO
1,562,100
0
0
..
20.000
5,417,000
0
0
150,000
0
4,800,000
1.ooo,o00
67.000
1,200,000
0
0
0
0
5w,wo
0
0
1.6K1.000
0
0
0
5,717.400
610.000
5,883,600
0
910,000
0
3,949,552
1,183.645
1,059,527
3.986.476
5.1 16,424
378.215
3,120,100
0
1.161.064
109,375
18.794.747
576.181
1,016,191
281.532
370,405
18.984
2,138,055
1,586,474
198.711
5
136,471
52.318
730.967
11,492
194.682
143,020 .
2.552.408
2,485
0
26,314,972
8.345.254
9.218
5.140.180
0
21,106,151
814.070
9,426,354
1,991,155
2.357.W7
15.402.797
582.655
67,791
~ ~~~
TOTAL 126,816,522 48,193,561 51.729.839
197.754
123.280.245
(1) BEGINNING BALANCE ON 7/1199 IS NET OF CONTINUING APPROPRIATIONS.
187
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
YEAR 2 2001 - 2002 1 BEGINNING
FUND BAL 7/1R001 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1.649228 2,100,000 1.831.625 1,917,603
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 3 SW
PIL AREA 2 NE
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/LOCAL
TRANSNET/HIGHWAY
TRANSNETETP
TRANSNET/BIKE
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PW
BTW3 CANNON ROAD WEST
BTW COLLEGECANNON
BTW5 FARADAYMELROSE
CFD #I
CFD #2
SDGBE
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
1,161,064
109.375
18.794.747
576.181
1,016,191
281.532
370,405
1,586,474
18.984
2.138.055
198.711
5
136,471
52.318
1 1,492
730.967
143,020
2.552.408
194.682
2.485
26,314,972
0
8.345254
9.218
5.140.180
0
21,106.151
814,070
9,426,354
2357.097
1,991,155
15,402,797
382.655
67,791
0
0
3.445.638
100,000
1,746,251
125,570
528.675
55,650
2,000,000
922,600
905,000
0
0
0
(81,018)
0
240,000
0
400.000
1,200,000
0
4.250.000
6,429,500
0
0
400.000
877.653
1,300,000
1,916,941
150,000
2,965229
2,236,850
1,600,000
0
20.000
0
5,808.000
0
0
0
0
47.000
0
1,200.000
905,000
0
0
0
0
0
0
0
0
0
0
11,310,000
8.686.673
0
0
1,200,000
100,000
9,959,991
486.835
159,527
3.694.808
4,215,202
0
1,652.Ooo
1,161,064
89.375
16.432385
676.181
2,762.442
407.102
899,080
74,634
2,462,075
2338.055
198.711
5
136.471
52,318
649,949
1 1,492
434.682
143,020
2,952,408
1,202,485
21,434,472
0
3.908.581
9.218
4.817.833
0
1,114,070
10.239.519
13,063,101
1,981,628
13,424,455
1,627,518
320,655
67,791
TOTAL
OTHER 197,754
123,280245
0
35.814.549
0
51286.651
197,754
107.808.133
188
CAPITALlMPROVEMENTPROGR*M
Cm'OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
P*~3200z-zoo3 1 BEGINNING
FUND BAL 7/1/2002 REVENUE WPENDINRES ENDING
GENERAL CAPITAL CONST. 1,917,603 6Qo.000 260,000 2.257.603
GOLF COURSE
PUBLIC ART
ZONE 5.13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 2 NE
PIL AREA 1 NW
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETAOCAL
TRANSNET/HIGHWAY
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTDW POINS. LN-AWARA PKWY
BTDM COLLEGEKANNON
BTDX3 CANNON ROAD WEST
CFD 111
BTDm FARADAYMELROSE
CFD VL
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
1,161,066
89.375
16.432.385
676.181
2,762.442
407.102
899,080
74.634
2.462.075
2.938.055
198,711
5
136,471
52.318
649,949
1 1,492
434.682
143.020
2,952.408
1202,485
21.434.472
0
3,908,581
9.216
4.817.833
0
13,063,101
1,114,070
10,239,519
1,627.518
1.981.628
13,424,455
320,655
67.791
0
0
' 71.200
2,907,200
215,644
327,103
499,459
55,650
736,157
1,700,000
0
0
0
0
0
0
0
240,000
10,645,000
95.000
5,682.928
0
0
0
866,683
0
4,634,143
4w.wo
1,3W.000
150.000
2.281.597
3.159.107
1.850.000
0
0
20.000
0
2.175.000
0
0
0
1.OOO.OOO
0
1.700,OW
447,000
0
0
0
0
0
0
500,000
0
0
0
0
110,000
0
0
2.600.~
0
6,238.262
355,000
1.92%,835
159.527
2.524.682
1,635.178
850.000
0
0
69,375
17,164,566
1.161.066
747.381
734,205
2,978,085
398.539
2,751,231
130,284
2.938.055
198.711
5
136,471
52.318
649,949
11,492
143,020
3.047.408
174,682
11.847.485
0
27,007,400
3,908,581
9.218
0
3.084.516
1,159,070
11.458.962
9,812,684
1,972,101
14,07o.a74
2261.943
1,120,855
67,791
OTHER 197,754 -
TOTAL 107.808.133 38,216.870 22,501,484
197.754
123,523,519
189
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
4 2003 - 2004 I BEGINNING
FUND
~~~~
BAL 7/1/2003 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 2,257,603 1oo.wo 1.08O.WO 1.277503
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNET/HlGHWAY
TRANSNETlBlKE
TRANSNETSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTM3 CANNON ROAD WEST
BTC#4 COLLEGHCANNON
BTD#5 FARADAY/MELROSE
CFD #l
CFD X2
FEDERAL GRANTS
SDGgE
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER BENEFIT AREAS
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER REPLACEMENT
WATER CONNECTION
REDEVELOPMENT BONDS
GAS TAX
1,161,064
69,375
17,164,586
747.381
2.978.086
734,205
398.539
2,751,231
130,284
2.938.055
198.711
136,471
5
52.318
649.949.
1 1,492
143,020
3,047.408
174.682
11,847,485
27.007,400
0
3,908,581
9.218
3.084316
0
11,458,982
1,159,070
9.612.684
2,261.943
1,972,101
14,070,874
1,120,655
67,791
0
2,634,678
0
3.604
215,644
325.553
314.423
23.651
752,730
1.700.000
0
0
0
0
0
0
0
240,000
200,000
0
0
4,455,656
70,690
0
0
865,605
400.000
7307,501
1300,oM)
150,000
2.690.655
2,327,229
0
1.700.OW
n
20,000
14,235,000
0
0
0
0
550,000
0
447,000
1,700,000
0
0
0
0
0
0
0
0
0
0
0
110,000
0
0
0
0
0
11.891.472
1,111,835
2.560.428
559,527
1,796,272
0
6W.000
n
1,161,064
49,375
5.564264
1,059,757
750.986
3,193.730
162.961
153.935
2.938.055
3.056.961
198.711
136.471
5
52.318
649.949
1 1,492
143,020.
414.682
12,047.485
3.047.408
0
31,353,056
3,979,271
9.218
3,950,122
0
1,559,070
6.875.01 1
9.m.849
1,562,574
14.601.831
2.392.169
67,791
2220,655
OTHER 197,754 1 1
TOTAL 123,523,519 27.777.618 36,661.534
197.754
114,639,603
190
CAPITALIMPROVEMENTPROGRIM
CITY OF CARLSBAD
ANALYSIS OF AVAIUBLE BALANCES zoo0 TO BUILDOUT
R 5 2004 - 2005 i BEGINNING
FUND BAL 7/1/2004 RMNUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1.277.603 890,854 200,000 1.968.457
PUBLIC ART 49.375 0 0 49,375
GOLF COURSE 1.161.064 0 '0 1.161.064
PUBLIC FACILITIES FEE 5364.264 2.881.941 2.664.000 5.782.204
ZONE 5.13,16 PARK FEE 750.986 42,737 0 793.723
PIL AREA 1 NVJ 1,059,757 325.553 0 1,385,310
PIL AREA 2 NE 3,193,730 215,644 0 3,409,374
PIL AREA 3 SW 162,961 240.686 0 403.648
PIL ARE4 4 SE 153.935 23.651 0 1n.587
1.829.708 2.152.106
1.7W.000 2.938.055
TRAFFIC IMPACT FEE 3,056,961
TRANSNET/LOCAL 2.938.055
924.853
1,700,000
TRANSNETM'IGMNAY 198,711 0 0 198,711
TRANSNETBIKE 5 0 0 5
TRANSNET/STP 136,471 0 0
TDA
136,471
STATE GRANTS 11,492
0. 52.318
0
COUNTY GRANTS
11,492
649.949 0 0
ASSESSMENT DISTRICTS
649.949
BTDW2 POINS. LN-AVIARA PKWY
143,020 0 0
414.682 240.000 0 654.682
143,020
BToT3 CANNON ROAD WEST 3.047.408 0 0 3.047.408
BTDX5 FARADAYMELROSE
BW COLLEGECANNON 12,047,485 0 0 12.047.485
0 15,000,000 14.790.854
CFD#1 31,353,056 16.132.490 1 i0,ooo 47.375.545
209,146
CFD x2
FEDERAL GRANTS 9.218
4,034,510
SDGBE
0
0
0 9.218
PLANNED LOCAL DRAINAGE
0 0 0
3,950,122
SEWER BENEFIT AREAS
738.073 0 4,888.195
1.559.070 400,000 0 1,959,070
SEWER CONNECTION 6.875.011 1,684,730 1.034,011
SEWER REPLACEMENT 9.Bw.849 1.300.000 1,186,835 9,914,014
7.525.130
WATER - RECYCLED WATER 1.562.574 200,000
WATER CONNECTION 2,392,169
1,603,047
WATER REPLACEMENT
2,453,045
14,601.831
100,000 4.745.215
REDEVELOPMENT BONDS
2,421,249 0 17,023,080
GAS TAX
67,791
2.220.655
0 0 67,791
OTHER
1,750,000 0 3,970,655
t T AL
197,754 0 0 197.154
49.620.745 23,774,935 140,485,412
52.318 0
0
3.979.271 55,239 0
159,527
191
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
CAPITAL IMPROVEMENT PROGRAM
2000 TO BUILDOUT
6-10 2006 - 2010 I
FUND
BEGINNING
BAL 7/1R005 REVENUE EXPENDITURES
GENERAL CAPITAL CONST.
ENDING
1,968,457 4.100.000 1 ,000,000 5,068,457
PUBLIC ART
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 4 SE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNET/HlGHWAY
TRANSNETIBIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNN GRANTS
ASSESSMENT DISTRICTS
BTDx2 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
BTW COLLEGECANNON
BTW5 FARADAYMELROSE
CFD #1
CFD #2
FEDERAL GRANTS
SDG&E
SEWER BENEFIT AREAS
PLANNED LOCAL DRAINAGE
SEWER REPLACEMENT
SEWER CONNECTION
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
49,375
1,161,064
5.782.204
793,723
1.385.310
3,409,374
403.648
177.587
2,152,106
2.938.055
198,711
5
136,471
52.318
649,949
1 1,492
654.682
143.020
3,047,408
12,047,465
47.375.545
209,146
4,034,510
9.218
0
4688.195
7,525,730
1,959,070
9,914,014
1,603,047
4,745,215
17,023,080
3,970,655
67,791
0
0
16,457.629
603,337
1,263,255
798.379
936.31 1
395.115
4,737.052
7.500.000
0
0
0
0
0
0
3.200.000
0
1,500,000
0
0
2337.993
762,133
1,600,000
0
3.582.m
2.000.000
8.157.153
3,500,000
11,888,467
1.000.000
4.ow.m
0
8.500.000
0
21,227,177
0
0
0
4,2M).OOO
0
3,125,000
0
7,500,000
0
0
0
0
0
0
0
3,848.000
2.000.000
11.845.000
0
39.834.000
0
0
0
500.000
0
5,399,142
2.973.309
9,172,250
797.635
2.874.WO
0
255,WO
49.375
1,161,064
1,012,657
2.183.689
1,397,059
472,629
1,339.959
572.702
3.764.158
2.938.055
198,711
136,471
5
52.318
649,949
11,492
143,020
6.682
2.547.408
202,485
209.146
9.879.538
4,796,643
9.218
7.770,973
1,600,000
3,959,070
10,440,705
10,283,741
1,805,412
7,461,432
18.149.080
12.215.655
67.791
OTHER 197.754
TOTAL
0
140,485.412 88,819,603
0
116,550,513
197,754
112,754,503
192
CAPKALIMPROVEMENTPROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT
r201.1 to Buildout i
BEGINNING
FUND
~~~
BAL 7/1/2011 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 5.068.457 4.310.000 2.000.000 7.378.457
Pumc ART
GOLF COURSE
ZONE 5.13,16 PARK FEE
PUBLIC FACILITIES FEE
PIL AREA 1 NW
PIL ARE4 2 NE
PIL AREA 3 SW
PIL ARE4 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNETMIGHWAY
TRANSNETBIKE
TRANSNETlSTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTDE! POINS. LN-AVIARA PKWY
BTwY3 CANNON ROAD WEST
BTW COLLEGUCANNON
BTD#5 FARADAYIMELROSE
CFD #I
CFD X2
FEDERAL GRANTS
SDG&E
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER BENEFITAREAS
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEMLOF'MENT BONDS
1,161.064
49,375
1,012,657
1,397,059
2.183.689
472,629
1,339,959
3,764,158
572.702
2,958,055
198,711
136.471
5
52,318
649,949
1 1,492
143,020
6.682
2,547,408
202.485
209,146
9,879,538
4.796.643
1 ,M)o.000,
9.218
7,770,973
3,959,070
10,440,705
10.283.741
1.805.412
7,461,432
18,149.080
12,215,655
67.791
0
16,552,207
2.000.000
1,303,977
2,790.848
1,714,630
2,101,020
254,599
6,907.276
800,000
0
0
0
0
0
0
8.400.000
0
1,5w.o00
0
3.746.586
0
546,219
0
7.003.318
0
9,700,000
10,744,761
13,070,000
16.189.394
2.200.000
4.000.000
0
21.700.000
0
2,737,200
17,355,000
2,626,000
3.840.000
2,625,000
1.41 0.000
2,650.000
9.917.000
800.000
0
0
0
0
0
0
0
8,272.000
3.664.000
200.000
11.515.000
0
0
0
14.465.000
0
7.036.000
5,667,642
2,209,480
6,488,431
0
0
13,325,000
0
49.315
423.864
209.864
75,036
58.318
638.476
184.558
23,722
2.938.055
754,434
198.71 1
136.471
5
52.318
1 1,492
649,949
143.020
134.682
383.408
2.485
209,146
2,111,125
5.342.862
9,218
1.800.000
309,291
6,623,070
15,360,881
17.022.274
1.795.932
23,650,826
22.149.080
20.590.655
67,791
OTHER 197,754
TOTAL
1.210,ooo
112.754.503
1,210,000
138.744.835 120.012.753
197.754
131,486,584
193
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2000 TO BUILDOUT - BEGINNING TOTAL TOTAL
FUN0 BALANCE
GENERAL CAPITAL CONST. 2.060.128
REVENUE
16,700,854
EXPENDITURES
11.382.525
ENDING
7378,457
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNET/HIGWAY
TRANSNETiLOCAL
TRANSNETBIKE
TRANSNETISTP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTwl2 POINS. LN-AVIARA PKWY
BTwl3 CANNON ROAD WEST
BTM COLLEGWCANNON
CFD Y1
BTWy5 FARADAYMELROSE
CFD W2
FEDERAL GRANTS
SDGBE
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
1,161,064
129,375
20,647,727
376,409
1,110.541
219.522
1.081.025
2,555,072
1.438.055
731,143
198.711
136,471
5
52.318
686.633
1 1,492
143.020
2.452.408
104.682
2.485
20,884.882
0
14,062,654
9,218
5,374,364
0
15.215.332
414,070
2,900,682
9,309,999
18,326,221
2,236.380
1 WO 655
446.006
OTHER
TOTAL
. , - . -. "_
197,754 1.210.000 1,210,000 197.754
126,818,522 427.187.781 422,517,719 131,485,584
2.000.000
0
48.243.314
2,324,627
3578.797
6,502,935
3,063,533
15,902,999
4,918,650
17,300,000
905,000
0
0
0
0
463.316
14,300.000
0
3,595,000
12.045.000
44.825.243
15.000.000
5.684.281
5.883.600
14,609,907
1,600,000
44,285,801
13,700,000
23,070,000
4.oW.000
43.453.090
19,459.935
38.462.100
0
2.737.200
80,000
68.881.177
2.626.000
3,840,000
6.975.000
7,450.000
3,960,000
15,879,708
15,8W,OOO
905.000
0
0
0
500,000
0
14.270.000
0
5,664,000
12,045,000
63,599,000
14.790.854
14,404,073
5,883,800
19,675,000
0
44,140,072
7,491.000
15.357,725
5.104.750
22.038.644
15,637.076
19.812.100
378.215
49.375
423.864
209.864
75.036
58.318
638,476
184.558 .
23.722
2.938.055
754,434
198.711
5
136,471
52.318
649.949
1 1,492
143,020
134.682
383,408
209,146
2,485
2,111,125
5,342,862
1,600,000
9.218
309,291
6.623.070
15,360,861
17,022,274
1,795,932
23,650,826
22,149.080
67,791
20.590.655
194
APPENDICES 7
PLANNED CAUTAL OUTLAY ITEMS 200001
CITY OF CARLS~
Item Dsscriptlon Qty Con I
f 0010210 CITY CLERK Conlcrcordn 1 3.200
001 1010 CITY MANAGER cornpule, 1 2,500
Intermediate Sedan 1 18.000
Sublola1 City Manspar 20.500
0011310 FINANCE FoldalStullsr 13.000 subtotal Finance 13.000
001 1610 RECORDS MANAGEMENT c~lplfal lease lor copiar - previously cpprovd 1 11,400 Subtotal Records Managemmt 11,400
148.1
0012120 POLICE FlELO OPERATIONS 8W MHz radii 2 12.000 2 2.500
1 31,000 2 5.000
1,500
Ballinic shields
Pnrol vehicle
LSlltOP Laser ptinter 1
Subtotal Police Opsrnions I.
0012121 POLICE FlELO OPERATIONS
0012124 POLICE CANINE
0012130 INVESTIGATIONS
0012131 POLICE VICEINARCOTICS
0012144 POLICE COMMUNICATIONS CENTER
0012210 FIRE AOMlNlSTRATlON
0012220 FIRE EMERGENCY OPERATIONS
Bite sulf 1 Subtotal Police Canine 1,600
1.500
2.000 Digitdlnill video camera 1 Subtotal Police Invsnigmions
Hmd held video cmwa 800 MHz radio
Patrol vehicle
CompUtM
1 1.500 1 4.000 1 31,000
1 2.500 39.000 Subtotal Police Vce NWCOIIES
Replacement shreddm Chdrr for communb.tlms csnlw 1 1,500 3 3.000
4.500
1 80.000 80,000
Subtotal Police Communications Center
Annual 800 MHz backbone wstm payment Subtotal Fire Adminisfration
2 5.000 1 8.600 1 3.000 s 5 22,000 5.600
1
1 3.000 3.000
0012225 FIRE PREVENTION 4 dwr sedan 1 18.000
1 2.600 Computer Subtotal Fire FTwmtiw 20.5m
*lEsS.lq
0014065 ARTS OFFICE Color 1-r printer 1 4.745
1 1,500
6.245
0014510 RECREATION ADMINISTRATION Computer 1 2.500
1 4,850
7,350
0014515 RECREATION FEE SUPFQRTED 21' mmlfor 1 1.600
1.500
21' monilor Subtotal Am
Capild lea- for Copt. prauioudy approved
Subtotal F!ncreaion Admininraaon
Subtotal Racreatim Fw Suppned
195
PLANNED CAWTAL OUTLAY ITEMS 200001
CITY OF CARLSBAD
Org Key Department Ifem Description a614520 AOUATICS Enclosed Ihfegusrd rower
Qty cost 1
Smctator shade nl~~ture 1
107' fixed PVC lancing and 24' portable 1
Automatic pool cleaning system 1 Replacement pool insulating blankets Replacement maon Circulating pump
5
1
5.000 8.000 3.500 30.800
3.070 3.070
2.200 1,500
3,200
Subtotal Operations . Stagecoach 10,980
4,080
0014542 RECREATION OPERATIONS - CALAVERA Gym wall mating 1 4.300 6.000
Subtotal Operations . Calavoa 14.380 4,080
15.000
6,000
Subtotal Operations. Harding 21.000
Subtotal AQU~~ICS
0014523 RECREATION. YOUTH SPECIAL EVENTS Computer with ptinter 1 Subtotd Recreation Youth Spacial Events
0014541 RECREATION. OPERATIONS - STAGECOACH Replacement lair play scoreboard Modular Furniture
Modular Seating unit
Capital lease lor copier . previoudv approved
2 1
1
1
MDdvlar furnitwe
Capital lease lor copier - p~eviously approved
2 1
0014543 RECREATION OPERATIONS - HAROING
Capital lease for Copier - previously approved
Modular lurnitura 3
1
ES *s5.q
0015020 PARK MAINTENANCE Hand held irrlgation remote control 3 6.030 1 2.500 5 7.500 4 5.000 2 4.400
25.430
0015060 FACILITIES MAINTENANCE Color laser printer 1 3.000 1 17.000
2 4.400 24.400
40,000 13.000 53.000
0016355 STREET MAINTENANCE Sign post driver 1 7.600 7.600
0016370 TRAFFIC SIGNAL MAINTENANCE Emergency banew back-up 3 12.000
12.000
Portable gsnaator
Concrete 88Qs
ADA cmpliant drinkinp lountain Wether monitoring device
Subtotal Parks Maintenance
Truck
Windsor wave wide-area vacuum Subtotal Facilities Maintenance
0015710 ENGINEERING CAD computer workstations Plonef 4 1
Subtctal Street Mamtcnancs
Subtotal Tmllic Signal Maintenance
ll22.4q
((152.q
1232130 POLICE COPS FUN0 Bicycles 2 2.000 2,000
QPS *2.wo
1210000 POLICE ASSET FORFEITURE Webshot gun 1 1.250
1.250
Subtotal COP5 Fund
5015310 WATER OPERATIONS TrMspOrtable vacuum system 1
Metal lbcator
Sell contained breathing apperatus
Chlwina analyzer
9.000 1 1.500 2 5.000 1 3.000
18.600 Subtotal Water Opaatmm
51 16310 SANITATION Computer 1 Subtotal Sanitation 2,sw 2.500
6205060 VEHICLE MAINTENANCE Tire machine 1 Whssl balancer MIG wdder with aluminum SPWI gun
Capital lease lor copier -prdvioudy approved Scan tWl
hbtotsl Vehicle Mantaancc
8.000 1 5.500
1 3.800 1 3.600 1 3 600
22.300
196
CITV OF CARLSW
PLANNED CAPITAL OUTLAY ITEMS 200041
0rQ Key Depanmenl Item Dsscriplion Oty COR
6215061 VEHICLE REPLACEMENT imsrmsdiets Man
Police psvol vehicles 6 144.000
Utititv vehicles
1 18.000
112 ton pick-up trucks
1 25.000
" 3
314 ton pick-UP trucks 60,000
Compacr pick-up lwck
2 44.000
4x4 compact pick-up truck
2 36.000
1 ton llatbd utility vwk
1 21,000
Large aerial truck
1 28,000
Mobile intensive cam unit 1 110.000
Backhoe
3 450.000
Fire truck
1 65.000
6401710 INFORMATION SYSTEMS Replace network switch 4 Network switch 3.400 4 18.000 7 ,n OM -
140
1 16.W
280,000 1 36.000 1
1 6.000 7.000
1 IRM
"."_
computer
COmpUlW rWm rOCk6
1 2,500 1 6.400
405.800 Subtotatlntormetion Services
197
CONFERENCE TRAVEL REQUESTS Zm-2001
CITY OF CARLSBAD
I OF
CONFERENCE
TRAVEL
Locd Government Annual Conbrtmce 2 Northern California
16.500
1.500
1.000
2.000
1 ,000
4.000
1 Cleveland. OH 1.200
400
1.800
0011010 CITY MANAGER L~BQYB of CA Cilies City ManWl'S Contersncs 3 Monterey 1,800 3 Anaheim 1.600
1 Huntmplon Beach 500
3 out 01 stnta 2.030
2 OYI Of SINE 2.500
1.500
1 Sacramento 2.000
1 Washington. OC . 3.000
5.0w
19.900
0010210 CiTY CLERK CCAC Annual Conference 1 centra1 ca1iIo,nu
1 Kansas Cily. MO iiMC Ammi Conference
Leapue of CA Cilia9 Eleclion 6 New Law Seminar 1 Monterev
0010310 CITY TREASURER
Municapal Treasurers' Assoc of USICAN Conlersncs
Briefmg of Local Agency bveslmenl Fund ILAlFl 1 Sacramento
Leapua 01 CA Cities Annual Conference
League of CA Cities Divisional Conference
Trmslwmq L-1 Oov~~nmt Glow
iCMA Best PIeclice8 Conference
ICMA Annual Conference 1 Cincinnati. OH
Leoihtive Trips to Sacramento I8 lri~ll
Legislative M~ting~ wim Council 12 tli~sl
innovation Group Meetings 4 I" I OUt Of state
1.950
1.950
1.400
1,400
14.100
CONFERENCE TWVEL REOUESTS 2wO-2001
CITY OF CARLSBAD
# OF
ORG KEY DEPARTMENT TRAVEL OESCRlPTlON
0013010 COM OEV ADMlN
PEOPLE DESTINATION
League of CA Citles 1 Anaheim
OC13220 PLANNING COMMISSION Plannlng Commiroian Institute Annual Conference 7 Monteley
0013310 GEOGRAPHiC INFO. SYSTEM Arcllnlo Usus Contsrance
UREA Californm GIS Conference
1 San Franc~~co
1 Sacramento
0013510 ECONOMiC DEVELOPMENT Leaow 01 CA Cities
CALEO Conterenca
1 Anahem
1 Northern California
0013610 BUILDING INSPECTION lnl'i Can1 of Bldp Officiais Annual Business Mfg Annual Bwin(us Meetinp 1 Sacramento
Sierra -Permits- Annual Conlsrsnca 1 Reno. NV
1 Son Frmsosco
0014030 LIBRARY -CENTRO CA Library &om Annual Conference 1 same Clara
0014035 COLE CHILDREN'S California Library Association Cdnfarancs
American Library AsIOcialion Mid-Winter
American Library &sOCiltion Annual Mwtinp
1 s*nm ciara
1 Washington. OC
1 San Francisco
0014040 TECHNICAL SERViCES INLEX Users Group Annual Conference 2 Monterev
California Library Affo~iation Conterenos
DRA Usus Conference
2 santa Clara
2 St. Louis. MO
0014045 COLLECTION DEVELOPMENT C*libmia Library A180cYtion Conference 1 Sa",* Clare
0014055 ADULT LEARNING So CA Library LIIemcy Nelwork Ann~aI Con1 6 Retreat 1 Lake Arrowhead
0014082 GALLERY American Associalion 01 Museums Confmmcs 1 St. Louis. MO
0014070 S. LIBRARY ADMINISTRATION CA Library Asso~iation Annual Conlaranca 1 santa Clara
Leaoue of CA Cities Annuel Conference 1 Palm Springs
Libmrv Administration and Manapernent Association
American Library &socialion Annual Confermcs
1 Anaheim
1 San Francisco
0014076 S. LIBRARY -REFERENCE SERVICES CA Library Associat~on Annual Conference 2 santa Clara
0014095 S. LIBRARY -CHILOREN'S SERVICES Patricia hmty Commilln, Annual Msottnp 1 santa Clara
0014085 ARTS OFFICE Amicms for the Am Annual Confarance 1 New Yolk. NY
hawe of CA Cities Comm Svcs Confermss
CA Assembly of Local Arts Apsncisr Annual Conference
1 Monfsrey
1 California
CONFERENCE
TRAVEL 4 REOUESTS
1,230
600
900
1.200
2,100
2,500
4,190
(190
4,490
71
1.200
=I 2.550
0014086 SISTER CITY Annual Sisler City Conference 4 Southem Calitornia I 750
750
200
CONFERENCE TRAVEL REOUSTS 2ooO-2001
ClTy OF CARLSSAD
I OF
CONFERENCE
TRAVEL
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0014510 PARK PLANNING & REC MGMT CA Parks and Recreation SocIOly Annual Conferanca 1 Sacramento
REWESTS
~eegue 01 CA comm svci CO~IWMC~
875
3 Soulhem Cslilornia
5.025
2.650
0014515 RECREATION FEE AOMINISTRATION Nalional Race DireclOR COnlUOnEO 1 San Oiew I 400
400
0014520 AOUATICS California Parks and Recrelion Annuil Conference 1 Northern Cslilomia
1 SanDiego
500
500
3.080 5 Sacramento
American Society on Aging Conlsranca
3,680
800
Nalional Council on Aging Conlarsnce 1 Washington, OC 1.650
1 New Orleans. LA 1.450.
3.100
0014540 RECREATION OPERATIONS National Reom~ti~n and Parks Associatmn Clmterenoe California Parks and Reoleation Society Conference
0014570 SENIOR PROGRAMS
0015020 PARK MAINTENANCE CA Parks h Recreation Socisty Slate Conlwmce 1 sama Clara
University 01 CA Park & kreation AdminiltntOrs Inltlfule 1 Montemy
500
1.100
600
0015060 FAClLlTiES MAINTENANCE MMASC Annual Confarance
MSA CO~I~~MC~
IFMA Regional Conlnance 2 Montaey
1 Palm Springs
1 Lor Anodes
1,0w
500
1.200
2.700
0018010 PUBLIC WORKS ADMIN UIwm Contrace -March 1 SO"1hr" C.iitomu
Lmg"e contam. -0c10bw
MMASC - An-l Confame
1 San Jose
1 Palm Sprinpl
APWA Conlarsnce 1 out Of su1e
1.400
1 .Awl
310
6.610
3.600
I 0016355 STREET MAINTENANCE Mllinlenmcs Sup+rint.ndml's Conlermcs 1 Lw Anodes 1 .OW
1 .OW
I TOTAL QENERAL FUN0 270.626
I
201
CONFERENCE TRAVEL REQUESTS 2000-2001
CITY OF CARLSBAD
a OF
ORG KEY DEPARTMENT TRAVEL DESCRIPTION
5016310 WATER OPERATiONS ACWA Fall Conference
PEOPLE DESTINATION
3 Anaheim
5116llO WASTEWATER DPERATiONS California Water Envoronment ASBOC. Conference 4 NoRhorn California
5206375 SDLlD WASTE MMASC Annual ConferenCe 1 Palm Springs
61 11 520 WORKERS COMPENSATION Workers Comp Semimni 3 Denver. CO
8121930 RISK MANAGEMEW CAMEL Annual Meeting
PARMA Conference 2 Northern Cnlifornia
1 San Oisoo
9013410 REDEVELOPMENT
OPERATIONS
CA Reddevalopment Association Annual Conference 2 Southern Califomis
Misc. Meetings and Workshops
RsdWelopmmt institute
2 Southern Celifornia
1 Southern California
8033420 LOWIMODERATE INCOME Atlordable Hauling Advisory Council 01W Meeting
HOUSING
3 San Francisco
National NAHRO Summer Conference 1 San Francisco
HOU~Q Qwdopmont work&opNsf'l Dew. Covncil 1 sn h."O*CO
California Coastal Commission Haarinpr 1 Monterev
CONFERENCE
0001
REOUESTS
TRAVEL
2.oW
900
2.oW
4.800
900
2.500
14.100
1 ,000
3,500
3,500
600
6W
3.w
3.000
150
900
750
2.Mx)
1.m
2,500
1 .Mx)
2.200
1.200
1.800
1.350
15,050
2.000
250
200
SW
100
1.850
950
UK,
950
3.950
43.900
202
GLOSSARY
Appropriation: A specific amount of money authorized by the City Council for an approved work
program or individual project.
Assessed Valuation: A dollar value placed on real estate or other property by San Diego
County as a basis for levying property taxes.
Balanced Budget: A budget in which planned expenditures do not exceed planned funds
available.
BeqinninqlEnding Fund Balance: Unencumbered resources. available in a fund from the
priorlcurrent year after payment of the priorlcurrent year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
M: An annual financial plan that identities revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad's Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program: A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and with an' estimated
useful life of more than one year, such as automobiles, and office furniture, which appear in the
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department, Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected
governmental facilities and services which are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
- Fee: A general term used for any charge levied by government for providing a service or
permitting an activity.
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
year is July 1 to June 30.
203
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Library, and the City Manager's Office.
m: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Management Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Management Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
Interfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
Maintenance and Operation: A general category used for classifying expenditures for materials,
supplies and services which are normally used within the fiscal year.
Operating Budget: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Operating Costs: Estimated expenses which can be expected to occur following the
construction of a Capital Improvement Project.
services. Included are both salary and benefit costs.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
interest, and grants during the fiscal year.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
204