HomeMy WebLinkAbout2001-06-12; City Council; 16224; 2001-02 Operating Budget WorkshopCITY OF CARLSBAD
AB# 1btaa3
MTG. 06/12/01
DEPT. FIN
2001-02 OPERATING BUDGET
WORKSHOP CITY A-IV d.@
CITY MGR. +&
RECOMMENDED ACTIONS:
Accept report, Set public hearing for June 19, 2001.
ITEM EXPLANATION:
The proposed operating budget for 2001-02 totals $136.5 million, an increase of $7.4 million from the
current 2000-01 budget. Operating revenues are estimated at $135.9 million, which is a $4.3 million
increase over the current year projections. There were two changes to the General fund 2001-02
budget since the printing of the Preliminary Budget Document. Additional staff are requested in
order to meet the aggressive scheduling proposed in the Capital Improvement Program. This
change increased the planning and engineering budgets to fund one Senior Civil Engineer, one
Senior Planner and a half time hourly planner at a total cost of $212,000. The second change was to
the total number of positions requested. Although the dollars for the position were included in the
Preliminary Budget Document, one of the positions in Engineering was inadvertently left off of the
Personnel Allocations Table. The attached schedules have been adjusted to include these changes.
Despite uncertainties in the economy, the City is still expecting healthy increases in its major tax
revenues: property, sales and transient occupancy taxes (TOT). An increase of 5% is projected for
sales tax for a total of $22.2 million in 2001-02. Receipts for 2001-02 TOT are projected at $10
million, which is 5%, or $500,000, greater than 2000-01. The largest projected increase in revenues
is for property taxes. These are expected to grow by 10.8% to $22.5 million. This growth is based
on estimates provided by the County Assessor’ Office. The growth in development and large
number of resales within the City has resulted in an increase in property taxes which is expected to
continue into the next year. These increases have enabled the City to continue to improve its
services in 2001-02 and ensure the maintenance of a high quality of life for Carlsbad’s residents as
the population grows.
The 2001-02 budget includes enhancements to existing services as well as the addition of several new programs, with some of the more significant changes noted below.
0 Capital Improvement Program (CIP) - The City has a large number of major capital
improvements scheduled to be built over the next five years. Many of these are parks and
street projects as required under the City’s growth management program. In order to meet the development schedule shown in the CIP and maintain all other services provided by the City, two Park Planners, one Senior Planner, one Senior Civil Engineer and a City Engineer
positions are being proposed.
l Public Safety - Public safety has always been a top Council priority. In order to address
needs of the growing population, traffic concerns and white collar crime, there are three new
positions proposed in the budget this year: one patrol officer, one traffic officer and a police
investigator.
l Environmental Management - As a result of the federal mandate to reduce the pollution in storm water runoff and to meet the requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as the Storm Water NPDES Permit), the proposed budget
includes a new program at a cost of $1.9 million and an additional 5.5 positions. The new
positions include two Maintenance Workers, one Engineering Technician, two Environmental
Specialists, and a half time Business Systems Specialist.
/
Page 2 of Agenda Bill # 16,224
l Technology - The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget includes $500,000 for a new automation system for the library which will enhance access to the library’s collections
and other information through the Internet. The budget also includes $125,000 to continue
implementation of the Document Management System including public access to various City
documents such as Agenda Bills and City Council Minutes.
l Administrative - As the City grows and new programs are created and existing programs are
enhanced, there is an increase in the need for administrative support. In order to meet this
need, the budget includes an increase of 3.25 full time clerical positions. Two of the positions
are in Public Works, one in Human Resources and the other is an increase from a 3/4 time to
full time position in Community Development.
l Other Budget Requests - The operating budget also includes a $1.5 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 million, which is
5% of budget requests. This account is available to the City Council to address unanticipated
emergencies or unforeseen program needs.
In total, 24.5 full and three-quarter time employees are proposed in the 2001-02 budget. The
General fund portion of the budget contains $80.8 million in recommended expenditures, This is
$3.7 million, or 4.8%, more than the current 2000-01 budget. General fund estimated revenues for
2001-02 total $80.7 million, which is an increase of $400,000 from the current 2000-01 projected
receipts.
Most of the Enterprise fund revenues are projected to increase in 2001-02, with a net increase of
$814,000. The Enterprise funds have a total proposed budget of $29.8 million, which is 4.6% higher
than the current 2000-01 budget with no increase in water or sanitation rates being proposed.
These increases are mainly due to population growth throughout the City.
The combined Redevelopment Agency budget proposal totals $2.4 million. This is 21.9% higher
than the current 2000-01 budget. This increase is mainly due to a $300,000 transfer to the General
fund for loan repayment as well as $400,000 budgeted for the new South Carlsbad Redevelopment
Area master plan.
Fees and Charqes for Services
One of the City Council’s goals is to annually evaluate fees and charges for services. Staff has
reviewed all fee schedules and is recommending changes as shown on Exhibit 6, and further
discussed below.
l Aquatic fees - Most of the current aquatic fees have been in effect since 1997. A survey of
other programs suggests that our fees are below the market average. Staff is suggesting an
increase in these fees along with a change in the swim pass options from six months to one
and four months. Detail of the fee increases is shown on Exhibit 6.
l Master Plan Amendment - Major - The current fee for a master plan amendment is $22,500
plus deposits. Since the amount of staff time involved varies depending on the number of
acres involved in the amendment, staff is recommending reduced fees for less than 100 acres
and less than 50 acres. These fees are shown on Exhibit 6.
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Page 3 of Agenda Bill # 16,224
The work session on June 12, 2001, is an opportunity for the Council to review the 2001-02
Operating Budget, City staff will be making presentations and be available to answer questions. In addition, a Citizens’ Budget Workshop will be held Wednesday, June 13th from 5:30PM - 7:00PM,
at the Faraday Center, 1635 Faraday Avenue, Room 173B, to provide the public with an opportunity
to discuss the Operating Budget and the Capital Improvement Program with staff.
Staff is requesting Council to set the public hearing for the meeting of June 19, 2001. At that time,
Council may receive input from interested citizens and groups wishing to comment on the proposed
budget.
EXHIBITS:
1. 2001-02 Preliminary Budget Overviews
2. Projected Fund Balances for FY 2000-01 and 2001-02
3. Revenue Estimates for 2000-01 and 2001-02
4. Budget Expenditure Schedule FY 1998-99 through FY 2001-02
5. Personnel Allocations for 2000-01 and 2001-02
6. Recommended Changes to the City Master Fee Schedules
‘1, Preliminary Operating Budget and Capital Improvement Program for the fiscal year 2001-02 and
Master Fee Schedules on file with the City Clerk.
3
EXHIBIT 1
2001-02 PRELMNARY BUDGET
Carlsbad is a full-service City providing the following:
l Police Department l Development Services
l Fire department including paramedic l Street construction and maintenance
l Water delivery system l Library and arts programs
0 Sewer system l Recreation programming for all ages
l Solid waste services l Park lands
l Housing programs l School 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.
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 used to achieve the
vision and call out areas in
which Council would like to
place special emphasis during
the year. Once these are
developed, staff develops operational goals based on
Council’s direction. These
operational goals are the basis
for the development of the
operating budget.
City of Carlsbad 2001 Strategic Goals
Top Quality Services - Become a City that provides exceptional
services on a daily basis.
Transportation -Provide and maintain a multi-modal transportation
system that moves goods, services and people throughout Carlsbad in a
safe and efficient manner that is coordinated with community
development.
Quali@ of Life/Community Development - Develop a
community that promotes quality neighborhoods, established compatible
entertainment and commercial venues and manages growth by providing
an appropriate balance of facilities and services.
Parks - Provide Parks and Recreation facilities to meet growth
management standards and actively address the priorities of the citizens of
Carl&ad within the CIP budget.
Water - Ensure a 90% reliable, high quality, diversified water system in
the most cost effective manner.
Environmental Management - Promote a clean, pollution-free,
resource-conscious environment.
Finance - Implement proactive strategies that provide and manage the
necessary resources to ensure a high quality of life.
Communication - Ensure that citizens, staff and Council are well
informed, leading to a more responsive government and a higher level of
confidence.
Open Spaceflrails - Preserve, enhance and manage an Open Space
and Citywide Trail system that incorporates a comprehensive HMP.
Learning - Promote and support continuous learning opportunities
within the community and the City organization.
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 city of Carlsbad has enjoyed significant economic growth over the past few years along with
the rest of the region and the nation. The City’s economy has fully recovered from the effects of
the recession of the early 1990’s as evidenced by the growing workforce, increased tourism and
rising housing prices.
Since 1995, almost 10 million square feet of commercial and industrial space has been built in
the city. This development has brought much needed entertainment and shopping venues to the citizens and visitors as well as generating additional
sales taxes to help pay for City services. The development Carlsbad Employment
has also enhanced Carlsbad’s reputation as a destination
resort for tourism.
~ ,,
Carlsbad is home to two five-star ~ 42
resorts: the Four Seasons Resort at Aviara and the La ~ t
Costa Resort & Spa, as well as a number of other quality ~
=3
I:- / -.~.. ~--~--__ hotels and motels. In addition, the City is host to a major Y family theme park: Legoland. Available hotel rooms in the ‘Oo6 ‘=’ ‘= ‘-
City now total about 3,200 compared with 1,860 in 1996, a ~---
66% increase. Commercial and industrial development has also brought some major industries
to town including the Gemological Institute of America, ViaSat, Invitrogen, The Upper Deck and
many others. Commercial/ industrial growth has generated job growth with a resultant increase
in employment in Carlsbad of 20% (between 1995 and 1999).
More jobs, of course, bring with them the need for housing. The job growth in the Carlsbad
region and the City’s reputation for quality has resulted in a strong demand for housing over the past several years. The City has issued over 8,000 residential building permits since 1996 with
Median Home Prices - Resales
500.000 *wwo 300,000 2oo.wo IW.ow 0 97 08 99 00 01 / ~_________~. ._.
-_ median resale housing prices growing by more than 80% in
~ the same time period. Total assessed values in the City
~ stand at almost $12 billion, up from $5.9 billion in 1996.
~ Although this accelerated pace is expected to level out over
; the next few years, the City still expects to add about 4,000
more residential units and an additional 5 million square
feet of commercial/industrial development over the next five
years. The City’s residential housing stock is about 75%
built out with approximately 10,000 housing units remaining
to develop over the next 20 years.
Cartsbad’s current economic position is an enviable _-.- -
one. The healthy economy over the past five years ) Major Tax Revenues
coupled with continued low inflation has kept consumer ~ /--- --~ .-PmP confidence high allowing for increased retail sales and ~ ,,,+
tourism. The Carlsbad Company Stores, a specialty
outlet center opened in late 1997 has continued to
expand and now contributes over $1 million annually to
the City’s sales tax receipts. Legoland, the theme park 96 97 98 99 00 01
located in Carlsbad, has also expanded recently.
Legoland contributes to the City’s sales tax base as ; l Property tax uSales tax ~Hotel tax i I- ---- -I well as stimulating the development of new hotels in the
area. The effect of the new development and the demand for housing in Carlsbad is an
5
increasing tax base. The three major revenue sources for the City: property taxes, sales taxes
and transient occupancy taxes (hotel tax), are expected to provide $50.9 million to the City’s
general fund in 2001, growing to $54.7 million in fiscal year 2002. These taxes are the major
source of funding for most of the City’s services and allow the City to live up to its reputation as
one of the premier locations in San Diego County.
As with all economic cycles, there are peaks and valleys. The city of Carlsbad has seen the
results of the peaks over the past few years. Indicators are now showing that we may be
heading for a valley. The leading indicators for the San Diego region, as published by the
University of San Diego School of Business Administration fell 1.2 percent in March, which is
the latest information available at this time. With this decline, the Index has fallen or remained unchanged for ten consecutive months. All six of the components in the Index were down with
the largest declines in consumer confidence and local stock prices. The other components--
building permits, initial claims for unemployment insurance, help wanted advertising, and the
outlook for the national economy-declined by smaller amounts.
According to the March report, “The outlook for the local economy continues to be for some difficulty in the second half of 2001. That difficulty is expected to be manifested in a higher
unemployment rate (expected to peak between 3.5 and 4.0%) and weaker housing and retail sales. Key factors to watch in terms of their impact on the local economy are the health of the
national economy and the impact of the energy crisis (both gasoline and electricity) during the
summer months.“’
Thus, we are heading into the next fiscal year with some trepidation. In addition to weaknesses
in the local economy, the state of California is also having budget difftculties which may impact
local governments. The May revision of the Governor’s budget reports a $5.7 billion
deterioration in the state’s fiscal condition brought about mainly by the downturn in the
economy, the dot corn implosion and the energy crisis. While its difficult to tell what the
ultimate impact will be on local governments, the last recession has demonstrated that if the
State experiences budget shortfalls, it is likely that local government revenues will also be
impacted.
During the last recession, the State took over $2.5 million from Carlsbad in the form of a
reallocation of property taxes. These taxes were never
allocated back to the City. This time, it is possible that
the City may lose some portion of its Vehicle License Fees (VLF). VLF is collected by the Department of
Motor Vehicles on all registered vehicles in the State of
California. It is 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 by 67%. At this time,
the State is backfilling (reimbursing) local governments for the loss of this revenue from the State’s general fund.
However, if the State experiences budget shortfalls, they
may choose not to fund the backfill. If this occurs, the
Per LAO Overview of the 2001-02 May Reweon City would lose $2.8 million.
’ USD Index of Leading Economic Indicators, March 2001
b
As mentioned earlier, California is also in the middle of an energy crisis with rolling blackouts
possible throughout the summer. It appears that there is not enough electricity to go around
resulting in skyrocketing electricity and gas prices. Although the City’s budget has been hit hard
by the high costs of these utilities, the larger effect may be the fallout on other revenue sources.
The loss of VLF to the State, cuts in other State funding, a loss of tourism, decreased consumer
spending; all of these may indirectly but dramatically effect the sales taxes, hotel taxes,
business taxes and many other City revenues. The energy crisis is continuing and at this time it
is difficult to say where the prices may end up and what kind of effect it will have on Carlsbad’s
economy.
Despite all of the indicators, a slow down in our local economy has yet to show itself in any of
the City’s revenue streams. Sales taxes are continuing to rise and there have been no
reductions in the number of building permits issued to date. While the short-term outlook
remains uncertain, Carlsbad is positioned well for the future. It is the Council’s goal to insure
that the City remains in good financial health and there are a number of steps the City has taken
to attain that goal. One of these is the growth management plan. This plan was adopted by the
citizen’s to insure that all necessary public facilities were constructed along with development. It
also insures that a financing plan is in place to pay for the facilities prior to the development of
the property.
In addition to the growth management plan, the city also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of new development and public facilities on the Operating budget as well as planning for the capital needed to build them. Thus, the City
prepares a ten-year operating forecast for the general fund and a 20+ year capital improvement
program. As part of the capital improvement program, the City annually calculates the amounts
needed to pay for the various projects and calculates the anticipated operating budget impacts.
In this way, we can anticipate the effects of development from both a capital and an operating
perspective.
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an infrastructure replacement fund. With this fund, the City has begun to set aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on the streets, parks
and many facilities for which the City is responsible
For fiscal year 2001-02, the City’s revenue projections reflect a reduction in consumer
confidence, slightly increasing housing prices, and continued development, but at a slower rate
than in the past two years. The uncertainty in the economy may show itself in more moderate
consumer spending which is expected to slow down the rate of growth in sales taxes and vehicle license fees as well as in tourism which effects the transient occupancy taxes. More
information on all of the City’s revenues and programs can be found in the later sections of this
letter.
The recommended operating budget for fiscal year 2001-02 totals $136.5 million with revenues
for the year estimated at $135.9 million. General fund revenues are estimated at $80.7 million
and budgeted expenditures are $80.8 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2000-
01, as well as those estimated for 2001-02.
$
FUND CHANGE
GENERAL FUND $ 0.4
SPECIAL REVENUE 1.9
ENTERPRISE 0.9
INTERNAL SERVICE 0.7
REDEVELOPMENT 0.3
TOTAL $ 4.2
Revenue estimates for the Operating budget indicate that the City will receive a total of $135.9 million, a $4.2 million increase over the current year projections. The majority of the increase is
in the Special Revenue and Redevelopment funds due to new programs proposed for the
upcoming fiscal year. These and other funds will be discussed in more detail below.
REVENUE SUMMARY
BY FUND TYPE
[in Millions)
PROJECTED ESTIMATED
2000-01 200 l-02
$ 80.3 $ 80.7
9.0 10.9
29.0 29.9
11.2 11.9
2.2 2.5
$ 131.7 $ 135.9
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.
I SIGNIFICANT GENERAL FUND REVENUES I
(In Millions)
1 PROJECTED 1 ESTIMATED 1 $
FUND 2000-01 2001-02
PROPERTY TAX $ 20.3 $ 22.5
SALES TAX 21.1 22.2
TRANSIENT OCC. TAX 9.5 10.0
VEHICLE LICENSE FEES 4.2 4.3
DEVELOPMENT REVENUES 6.5 3.4
ALL OTHER REVENUE 18.7 la.3
TOTAL I$ 80.3 $ 80.7 I $ 0.4
CHANGE
$ 2.2
1.1
0.5
0.1
(3.1)
to.41
5.2%
5.3%
2.4%
-47.7%
-2.1%
8
This year it is expected that property taxes will grow to $22.5 million, just slightly more than the
projected sales taxes. After the recession of the early 1990’s, the City’s sales taxes climbed
quickly back to their former levels while it has taken property taxes much longer to catch up.
Property taxes tend to lag the rest of the
economy as the tax for the upcoming fiscal r--m Property and Sales Taxes year is based on assessed values from the
previous January. So, the taxes to be
received for fiscal year 2001-02 are based on
values as of January 1,200l.
they can grow. This is due to Proposition 13.
Proposition 13 was adopted by the State in
~ ;FFTq
i
: -_. -.r- . ‘-02 93 w 95 96 ‘97 90 99 w 01 oh
ww 25,wo
Property taxes also have a cap on how fast
1978. The proposition 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 housing activity.
In more recent years, we have seen robust growth in property taxes due to new developments
and a 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
rising property taxes. 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 is locally assessed and taxed
giving the City an estimated $250,000 more in property taxes.
Sales taxes are expected to total $22.2 million for 2001-02, an increase of 5.2% over the 2000-
01 projections. These projections assume a base increase of 4.6% 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
Sales Taxes taxes received come from this source.
New car sales throughout California have
Business to Misc - been very strong during the past several
General Retail years. The projections assume that this
trend will begin to slow down as the
economy softens and consumer
confidence declines. The expansion of
Carlsbad Company Stores, an upscale
outlet mall, as well as other new
I restaurants and smaller retail sites, will
__~_ help to keep Carlsbad’s sales taxes
growing in the upcoming year.
Sales tax estimates also include approximately $660,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be 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 $10 million for 2001-02, an increase of 5.3% over 2000-01 estimates. These projections reflect an increase of 3% in the total
taxes received from our current hotels with additional amounts added for a new
hotel expected to open in 2001-02. The addition of this new facility will bring the total rooms
available in Carlsbad to over 3,200.
Vehicle License Fees (VLF) collected by the City have 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 $4.2 million
in fiscal year 2001. The high growth rate has been partly due to Carlsbad’s increasing
population and partly to increasing auto sales statewide. The City’s projected VLF anticipates
slower growth in the upcoming year due to the uncertainties in the economy and a lower
population increase.
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
Development Revenues and Building Permits and engineering activities happen
months or years before any structures
are actually built. Development-
related revenues increased coming
out of the recession as development in
the City picked up and housing
demand grew. The City continued to
issue a significant number of building
permits in 1997 through 1999;
however, the revenues for planning
and engineering services dropped off;
thereby, flattening the total
development revenues received.
92 93 44 95 96 97 98 99 00 01 02
-- /-Revenues - Res Pemits Issued ]
2.m
2.ocm
1.500
1,ooo
500
0
Based on the citywide growth projections shown in the Capital Improvement Program section of
this document, a 55% decrease in building permit revenue is expected for the 2001-02 fiscal
year. This indicates a significant decline in building permit revenues, as there are fewer units
ready to be permitted in Carlsbad. Smaller declines are anticipated in the other development
revenues.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2001-02 totals $18.3 million, a slight decrease from fiscal year 2000-01.
The largest increase in the other revenues is in franchise taxes. Franchise taxes are expected
to increase by 12.7% in the upcoming fiscal year due mainly to events in the power industry.
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the “in-lieu” taxes received are generated by
Cabrillo Power, the operator of the Encina Plant. When the plant belonged to SDG&E, there
were very limited “in-lieu” taxes received. With the change in ownership, the taxes received
from this source have increased significantly.
In addition to the changes in franchise tax calculations and energy providers that came with
deregulation, the state has found itself in an energy crisis with too little supply for the demand.
The result has been skyrocketing gas and electric prices. SDG&E currently has a price cap on
what they can charge to customers but they are continuing to calculate the difference between
what they charge and the actual costs incurred. Franchise taxes are paid on the amount
collected, not on the actual cost. At this time, it is unknown how or when the excess costs will be paid back to SDG&E.
With all the uncertainty in the industry, projecting franchise taxes is very difficult. For revenue
estimating purposes, we have assumed a total increase of 17% in fees paid by SDG&E, which
represents a 30% increase in rates and a 3% increase in the “in-lieu” franchise taxes paid.
Business license taxes are closely tied to the health of the economy and show an estimated
4.6% growth rate for 2001-02. The city is continuing an aggressive information and compliance
program that should help to achieve this increase.
Income from investment and property is projected to decrease by 16%. Some of the
decrease in investment income is due to changes in market conditions from one year to the next
and some is from lower projected cash balances. A $400,000 drop in other revenue is also
projected. Other revenue in 2000-01 contained several unusual receipts that are not expected
in the next year.
Overall, the General fund revenues are expected to grow by only .5% in the upcoming year.
The 7% growth in the tax base has been offset mainly by decreases in development revenues.
This is a change from the past five years during which the City experienced revenue growth
between 9 and 17%. Much of the growth was due to the opening of new hotels and retail
outlets, which provided a large boost to the total revenue picture. Next year, there are fewer
new sources of revenue and significantly lower development expected resulting in a much lower
overall rate of growth.
Other Funds
Revenues from Special Revenue funds are expected to total $10.9 million; an increase of $1.9
million from 2000-01. The types of
services supported within Special Revenue funds include programs Special Revenue Funds
funded by specific revenue streams All Others, Storm Water - such as grants (Section 8 Housing
Assistance, Community Development
Block Grants), donations, special fees and assessments (Housing Trust fund,
Maintenance Assessment districts).
The largest changes in the Special
Revenue funds occurred in three ’ Trust
programs: Storm Water Protection,
Section 8 Housing and the Housing i
Trust fund. The Storm Water i_
Protection program is new this year and was created to respond to federal mandates to reduce
the pollutants in run-off water that flows through the City’s storm drains. More information on
this program can be found in the Expenditures section. There is currently no funding source for
this mandated program; so, it is being funded through an advance from the General fund of $? .9
million. Staff will be working over the next year to find a more permanent method of funding all the requirements of this program for the future. The Section 8 Housing program received an
additional allocation of 75 vouchers from the federal government resulting in an increase in
grant funds of $1.6 million. The increase from these two programs offset the $1.2 million
If
decrease in the projected Housing Trust fund revenues. The Housing Trust fund receives fees
from developers in assist in the development of affordable housing in Carlsbad. These revenues
are expected to decrease in the upcoming fiscal year as a result of less development activity.
Enterprise fund revenues for 2001-02 are projected at $29.9 million; up 2.8%, or approximately
$800,000. Enterprise funds are similar to a business in that rates are charged to support the
Gdf Course
Enterprise Revenues
operations that supply the service.
Cartsbad Enterprises include the
water, recycled water and
sanitation services, solid waste
management, and the Carlsbad
Golf Course. The water, recycled
water and sanitation operating
funds all project slightly increasing
revenues for the upcoming year.
The increase is due mainly 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 have decreased this year. The City had
been transferring $600,000 per year to this fund to assist in financing a future municipal golf
course. At this time, the project is stalled in the permitting process with the environmental
agencies. Thus, the transfer is not needed, as there is sufficient money in the fund for the
maintenance of the land.
Internal Service funds show estimated revenues of $11.9 million for 2001-02, an increase of
$800,000, or 7%, over 2000-01 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 Technology 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 $2.5 million in the upcoming year, a 16%
increase. Most of the increase is due to the creation of a new redevelopment area - the South
Carlsbad Coastal Redevelopment Area. The new area is expected to generate approximately
$500,000 in property tax revenue in the upcoming fiscal year.
EXPENDITURES
The City’s operating budget for 2001-02 totals $136.5 million, which
represents an increase of $7.4 million, or 5.8%, from the current 2000-01
budget. This increase is due to 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 were developed this year under a new process. This new process is generally
known as “Expenditure Control Budgeting” or ECB. Using this new approach, each department was given a block appropriation containing sufficient funds to provide the current level of
services for the upcoming year. As Carlsbad is a growing city, the block needed to contain
sufficient funds to pay for inflationary increases as well as growth in the customer base.
For the 2001-02 budget, the block was calculated as follows:
. Personnel costs were calculated for all currently authorized positions and then increased
by a growth factor of 6%.
. Maintenance and Operation costs were calculated using last year’s adopted budget increased by an inflation factor of 5% and a growth factor of 6% for a total of 11%.
. Capital Outlay requests were not included in the block budget. These one-time items
could be requested separately. Approved capital outlay requests were added to the
operating budgets.
Based on the above calculation, the proposed budgets reflect an average increase of 8% as
compared to the 2000-01 adopted budget. All new positions needed to maintain the same service levels are funded from the block appropriation. Budgets are not to exceed the block
amounts and no additional appropriations are expected during the year except in the case of a
significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will
be carried forward in their entirety to the new year.
In addition to the block appropriations, budgets requests could be made to implement specific
goals or to operate new facilities. If the request was approved, then the additional funds were
added to the budget.
The 2001-02 proposed budget reflects the following organizational and structural changes,
which will continue to contribute to the overall effectiveness of the organization:
l The Records Management Program is now being shown as an Internal Service fund rather
than as a program within the General fund. This allows the allocation of the program costs
to the user departments based on usage of the services. In this manner, the City will be
able to provide a more accurate accounting for the costs of each program. The costs for the Records Management program are allocated to departments based on the number of users
of the system in each department.
l A separate fund for the new Storm Water Protection Program has been created. This will
enable us to track the costs of this program separately. Currently there is no funding source
for this program; therefore, a General fund transfer was made to this fund in the amount of
next years budget. This fund includes all the new costs associated with the program as well as some existing personnel and maintenance and operation costs for Storm Water
Protection that were previously recorded in the General fund engineering budget.
= The library receives two state grants, PLF and CLSA. In the past, these revenues were
recorded in a Special Revenue fund and the Library budgeted in these funds for library costs
such a books and special supplies. In order to simplify the accounting, the revenues and
expenses were transferred to the General fund in the 2001-02 budget. The amount of the
revenues estimated for 2001-02 is $300,000.
Budget Recommendations
Through the application of these guidelines and policies, the 2001-02 operating budget of
$136.5 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 an aggressive capital projects
schedule, a continued focus on public safety and technology, and the new Storm Water Protection program.
The 2001-02 operating budget includes 24.5 new full and three-quarter time employees; an
increase of 3.6%. The net decrease in hourly staff, totals approximately 1 .I3 full-time
equivalents (FTE). These changes will bring the total City workforce to 624.25 full and three-
quarter time employees and 142.9 hourly FTE. These and other changes are addressed in
more detail as follows.
Capital Improvement Projects
The City has a large number of major capital improvements scheduled to be built over the next
five years. Many of these are park and street projects as required under the City’s growth
management program. The details of the program can be found in the latter sections of this
document entitled “Capital Improvement Program” (CIP). In order to meet the development
schedule shown in the CIP, five new positions are being proposed.
Park Proiects and Trails - The operating budget includes two Park Planners, a Senior Planner
and a Senior Civil Engineer to assist with the planning and development of parks over the next
five years, including Zone 19 Park, Larwin Park, Alga Norte Park, Pine School Park and Phase
II of Poinsettia Park. One half of one of the Park Planners will be dedicated to implementation
of a trails program for the City while the remainder of their time will be spent on the park
projects.
Street Proiects - In order to improve traffic flow in our city as it continues
to grow, several large street construction projects are also planned for the
next 5 years. Public Works is responsible for the planning, design and
construction of these projects. Included in the proposed budget is a
Deputy Public Works Director who would serve as the City Engineer.
Currently, the Public Works Director is performing this role.
Public Safety
Public safety has always been a top Council priority. As the population of our City continues to
grow, additional public safety staff is required to maintain the current level of safety services.
There are three new positions included in the budget this year to continue Council’s focus on
public safety. These positions include a patrol officer, a traffic officer, and a senior police officer
for investigations. The patrol and traffic officers are needed as a result of the increase in
population. The additional senior officer in investigations will allow the unit to address elder
abuse, fraud and ID theft. In the last four years the number of these cases has increased and
the average investigation time of these cases is six months. With the elderly increasing along
with the population, the numbers of these cases are expected to continue to increase.
Storm Water Protection Program
As a result of the federal mandate to reduce the pollution in storm water runoff, and to meet the
requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as
the Storm Water NPDES Permit), the proposed budget includes a new program at a cost of $1.9
million and an additional 5.5 positions. The new positions include two Maintenance Workers,
one Engineering Technician, two Environmental Specialists and a half time Business Systems Specialist. The following are the components of this new program included in the budget:
Evaluation and Control of all existing’ industrial, commercial, residential and municipal
developed areas or facilities to minimize the short and long-term impacts on receiving
water quality.
Conducting educational efforts and outreach to the public and focus groups regarding
the new requirements on all the different sectors covered.
Modifications to the City’s Municipal Code in order to allow of enforcement associated
with the Permit.
Preparation of funding options for the programs being implemented. Review and modifications of all existing Municipal facilities to prevent or reduce the
pollutants in runoff.
Administration and coordination to meet compliance with the requirements in the Permit.
Review all Land-Use planning for new development and redevelopment, including
review and revision, as needed, of the General Plan.
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget includes $500,000 for a new automation system for the library. This would
replace the current outdated system with a state of the art system. The budget also includes $125,000 to continue implementation of the Document
Management System. The Document Management system will reduce the
time it takes staff to research archived documents and eventually allow the
public to access and retrieve public documents electronically. The budget also includes
$40,000 for a Request of Action system which allows the City to respond quicker to requests
from citizens and other customers.
Administrative
As the City grows and new programs are created and existing programs are enhanced, there is
an increase in the need for administrative support. In order to meet this need, the budget
includes an increase of 3.25 full time clerical positions. Two of the positions are in Public
Works, one in Human Resources and the other is an increase from a % time to full time position
in Community Development. The Public Works and Community Development positions will
assist with the document management responsibilities in their departments as well as other
clerical duties.
The Human Resources position will staff a pilot “resource pool” program in order to provide
trained clerical support for all departments to use. This program will provide a floating clerical
employee available to fill short-term gaps in staffing. Staff will evaluate the effectiveness of the
program after one year to determine the effectiveness and efficiencies of the program.
Budget by Fund Type
From the discussion above, it can be seen the overall increase in the budget is a combination of
the increases given in the block budget and the new programs and goals mentioned above.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
(In Millions)
BUDGET BUDGET $ %
FUND 2000-01 2001-02 CHANGE CHANGE
GENERAL FUND $ 77.1 $ 80.8 $ 3.7 4.8%
SPECIAL REVENUE 8.5 10.7 2.2 25.9%
ENTERPRISE 28.5 29.8 1.3 4.6%
INTERNAL SERVICE 13.1 12.9 P-2) -1.5%
REDEVELOPMENT 1.9 2.3 0.4 21.1%
TOTAL $ 129.1 $ 136.5 $ 7.4 5.7%
The discussion below of budgeted expenditures by fund and program will provide more
information about the changes occurring in the budget.
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.
I GENERAL FUND EXPENDITURES I BY MAJOR SERVICE AREA
I
t
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY I TOTAL
(In Ml
PROJECTED
2000-01
$ 2.8
6.1
24.1
5.6
11.6
13.7
10.5
2.7
ms)
ESTIMATED
200 l-02
$ 3.3
5.0
26.4
6.0
13.4
14.2
8.5
4.0
%
CHANGE
17.9%
-18.0%
9.5%
7.1%
15.5%
3.6%
-19.0%
48.1%
$ 77.1 $ 80.8 $ 3.7 1 4.8%
Total budget for the General fund is $80.8 million, which is 4.8% more than the current budget
of $77.1 million. The Council Contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or approximately 5%, of
the 2001-02 General fund budget. This is a slightly lower percent than the 6% used last year.
In the past, the contingency account was used to fund salary increases granted during the year.
In 2000-01 these totaled $1.5 million. Using the block budget approach, these increases will be
funded from the block budgets rather than from the Council’s contingency account.
There are several reasons for the changes in the General fund’s proposed budget compared to
the 2000-01 budget in addition to the changes previously discussed. A comparison by Major
Service Area (MSA) is provided below.
. The Policy/Leadership Group includes all elected officials and the City
Manager’s Office. The increase in this area is due to Records
Management costs allocated to the Clerk’s budget. With the
conversion of Records Management to an Internal Service fund, the
Clerks budget was allocated $175,000 for Records support to the Clerks
department. The Public Information budget was also increased by
$75,000 to fund the City’s 50’ anniversary celebration.
n Administrative Services’ $1.1 million decrease is mainly due to the movement of
Records Management to an Internal Service fund. The Records budget totaled over
$1.5 million in 2000-01 and is now shown separately as an Internal Service fund.
. The growth in Public Safety is due mainly to increases in the block budget for inflation
and population growth. All new positions were funded out of the block budget. An
additional $55,000 was added to the Fire budget for implementation of the Automatic
External Defibrillator (AED) Program. This program will place AED’s throughout City
buildings and recreation areas and train city employees on their use. This will allow for
early defibrillation at these locations, which is a vital component in surviving a heart
attack. Last year three of these devices were installed at our libraries and senior center.
The plan this next year is to install 12 of these in various city facilities including: City Hall,
Council Chambers, Faraday Center, Harding Community Center, Oak Street Building,
and the Parks building.
n In the Community Development area, the 7.1% increase is mainly due to the addition of
one Senior Planner and a half time hourly FTE planner.
= A substantial portion of the 15.5% increase in Community Services is due to the transfer
of costs previously recorded in Special Revenue fund (the library’s PLF and CLSA state
grants) to the General fund, the new library automation system, and the addition of the
two park planner positions.
n Public Works shows a slight increase of 3.6%. The reason for such a small increase is
due to the transfer of approximately $200,000 in costs from Engineering to the Storm
Water Protection program. In addition, a one-time cost of $300,000 was included in last
year’s budget for the green LED traffic lights.
n 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 $2.8 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. In addition, due to the uncertainty of the Golf Course project, the
usual $600,000 transfer to this fund was not scheduled for next year.
l Capital outlay expenses totaling approximately $1,286,025 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.7 million, show an increase in anticipated spending of
approximately $2.2 million, or 25.9%. The increase is mainly attributable to the new $1.9 million
Storm Water Protection Program fund. Other increases include increases in utility costs in the
Street Lighting budget. Due to the uncertainty of future utility costs, an additional $150,000 was
added to the Street Lighting budget. The Section 8 budget also increased by $1.6 million due to
an additional 75 vouchers received for the next fiscal year. These increase were offset by the
decrease of approximately $400,000 as a result of the transfer of the CLSA and PLF funds to
the General fund.
Enterprise funds total $29.7 million, which is an increase of $1.4 million, or
4.6%. These increases are mainly due to the block budget increases for
inflation and increase customer base. No increase in rates is forecasted for
the next year.
’ The Internal Service funds budgets decreased in total by $200,000. The 1 Internal Service funds are self-supporting through user charges. The transfer
of Records Management caused an increase of $945,000 while the Vehicle Replacement
budget decreased by $1.4 million. The Vehicle Replacement budget varies from year to year
depending on the need for replacements. A list of the requested vehicle replacements can be
found at the end of this document.
The Redevelopment Agency budgets have increased for 2001-02 by a total of $425,000. This
is mainly due to an additional $400,000 budgeted for the South Carlsbad Redevelopment Area
master plan. This new redevelopment area, adopted in July 2000, encompasses the Ponto
Area and the Carlsbad Boulevard area from Poinsettia Lane to the southern city limits. Creating
this redevelopment area allows the City to facilitate improvements to the Encina Power Plant,
provides a funding source for the Carlsbad Boulevard realignment and promotes the
redevelopment of underutilized properties in the Ponto area. Development of a master plan will
address land use planning, development standards and design guidelines, public improvements
and miscellaneous redevelopment activities specifically for this area.
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. The increased job
opportunities from the development of the industrial and
commercial areas as well as Carlsbad’s reputation as a quality
city are keeping the demand for housing growing which in turn
increases the property tax base. The opening and expansion
of the Carlsbad Company Stores, the Four Seasons Resort,
Legoland and other commercial ventures enhances Carlsbad’s standing as a destination resort.
The growing tourism industry provides higher transient occupancy taxes (TOT) and sales taxes.
All of these events add to the diversity and strength of Carlsbad’s economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad. This
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
allocates the available funding in a manner that proactively plans for the future. This plan will
insure top quality services are provided to all who live, work and play in Carlsbad.
EXHIBIT 2 CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
UNRESERVED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1.2000 REVENUES EXPENDITURES TRANSFERS JUNE 30.2001
IGENERAL FUND I 44,415,645
IsPEC~AL REVENUE
80.282.000 70.653.722 1 ,015,056 55.058.070
POLICE ASSET FORFEITURE 406,416
COPS GRANT 230,463
LAW ENFORCEMENT BLOCK GRANT 35,088
HOUSING SECTION 8 225,278
HOUSING TRUST FUND 4,873.054
AUDIO-VISUAL INSURANCE 15,056
LIBRARY ENDOWMENT FUND 255,701
LIBRARY GlFTSlBEClUESTS 77,074
TREE MAINTENANCE 802,594
MEDIAN MAINTENANCE 152,634
STREET LIGHTING 1.131.137
BUENA VISTA CRK CHNL MNT 753,370
STATE GRANTS (CLSA) 95,200
STATE GRANTS (PLF) 147,732
ARTS SPECIAL EVENTS 5 1,057
SENIOR NUTRITION 0
SENIOR DONATIONS 151,302
CDBG ENTlTLEMENTlREHAB 2,702
COMMUNITY ACTIVITY GRANTS 1.030.478
CULTURAL ARTS PROGRAM 249,206
SISTER CITY DONATIONS 3,902
ARTS GENERAL DONATIONS 68,900
152.480 67,006
13,743 146,864
171,400 85,000
3.057.038 3,142,060
2.200.000 283,595
0 0
17,000 9,000
27,900 21,000
640,755 483.380
472,961 530,000
863,383 826,047
41,020 7,176
198,723 140,000
145,200 150.000
38,037 24,940
202,451 105,934
43,000 98,000
473,215 473.215
70,000 50,000
17,000 28,664
2,622 2,900
103,600 38,515
(15.0561
491,890
97,342
121,488
141,156
6,780,450
0
263,701
84.874
059,969
95,505
1.168,473
787.223
153,923
143,022
64,154
6,517
96,302
2,702
i .050.478
237,632
3,714
133,004
TOTAL 10,759,433
1 ENTERPRISE I
8.052.527 6.803.296 i 2.803.608
WATER OPERATIONS 6.724.584
RECYCLED WATER OPERATIONS 895,785
SEWER OPERATIONS 3.817.B30
SOLID WASTE MANAGEMENT 2,041,003
GOLF COURSE 1.505.267
TOTAL i 5.885.459
19,205,354 18.996.147
1.880.355 1,709,718
6,460,043 5.493.621
744,276 205,068
750,000 380,000
29.040.028 26.875.454
INTERNAL SERVICE
WORKER’S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
t REDEVELOPMENT
1.102.267
2,884.258
(2 13.o401
413,954
4.769.512
1.405.222
10.362.173
I
715,980 937,243
907,473 1.102.834
2.768.000 2.558,558
1.680.055 1.428.487
1.773.622 1.588.448
3.315.000 3.690.978
6,933,791
1.066.422
4.784.252
3.390.301
1,875,267
i 8.050.033
881.004
1.688.897
(3.598)
665,522
4.954.686
1.020.244
11.160.130 11.306.548 9.215.755
OPERATIONS 377,192 264.888 458,381
DEBT SERVICE 860.000 1,450,ooo 1.350.000
LOW AND MOD INCOME HSNG lOB.015 461,900 110,657
TOTAL 1.346.107 2.176.786 1.9 19,036
280,000
(280,OOOl
463,600
680,000
460,158
1,603,857
TOTAL OPERATING FUNDS 582.768.817 $131.611.473 sil7,558,058 SO $96.622.232
CITY OF CARLSBAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED PROJECTED
BALANCE ESTIMATED ESTIMATED FUND BALANCE
FUND JULY 1, 2001 REVENUES EXPENDITURES TRANSFERS JUNE 30,2002
GENERAL FUND 55.058.979 BO.654,OOO 80.794.237 296,945 55.215.687
ISPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSET FORFEITURE
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
HOUSING SECTION B
HOUSING TRUST FUND
LIBRARY ENDOWMENT FUND
LIBRARY GlFTSlBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS ICLSA)
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTlTLEMENTlREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENERAL DONATIONS
TOTAL
0 1.873.190 1.873.190 0
491,890 50,000 32,000 509,890
97,342 185,634 175,634 107.342
121.488 5,000 0 126.488
141,156 4.650.604 4,746.g 14 24,552 69,396
6.789.459 1.010.000 253.871 (24,552) 7.521,036
263,701 12,000 12.000 263,701
84,874 10,000 46,800 48.074
959,969 646,057 675,601 930,425
95,595 479,130 535,465 39,240
1.168.473 860,966 lIlO8.645 920,794
787,223 42,029 1,500 827,752
153,923 0 0 (153,923) 0
143,022 0 0 (143,022) 0
64,154 29,000 29,750 63,404
6,517 202,500 195,934 13,083
96,302 32,000 128,000 302
2,702 737,688 737,688 2,702
1.050.478 65,000 65,000 1.050.478
237,632 15,OQo 20,000 232,632
3,714 200 2,322 1,592
133.994 21.000 81.485 73.509
12.893.608 10.926.998 10.721.819 12.801.842
IENTERPRISE I
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
INTERNAL SERVICE
WORKER’S COMP SELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDS MANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
6.933.791
1,066,422
4.784.252
3.390.301
1.875,267
18.050.033
881,004
1.688.897
(3.598)
0
665,522
4.954.686
1.029.244
9.215.755
REDEVELOPMENT
VILLAGE OPERATIONS 463,699
VILLAGE DEBT SERVICE 680,000
VILLAGE LOW/MOD INCOME HOUSING 460,158
SCCRA OPERATIONS 0
SCCRA LOW/MOD INCOME HOUSING 0
TOTAL 1.603.857
20.414.441 20.508.996 6,839.236
1.894.801 1.819.980 1.141.243
6.644.714 6.910.298 4.518.668
790,000 188,683 3.991.618
110,000 345,000 1.640.287
29.853.956 29.772.957 18.131.032
669,829
916,825
2.645.220
789,100
1,491,944
1.690.075
3.721.212
11.924.205
81,715 776,282 458.000 227,132
1.540.000 1.084.000 1458,000) 878,000
415,000 113,620 761,538
364,100 364,099 1
123,424 29.871 93,553
2.524.239 2.367.872 1.760.224
1.016.717 532,116
1.342.411 1.263.311
2,628,700 12,922
945,420 (156,320)
1,731.730 425,736
1.039,25 1 5.605.510
4.176.084 574,372
12.882.313 8.257.647
ITOTAL OPERATING FUNDS $96.622.232 5135.863.396 5136.539.198 $0 $96.166.432
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
EXHIBIT 3
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999.00 2coO-01
GENERAL FUND
TAXES
PROPERTY TAX $16.762.040 820,291,wo
SALES TAX 19.493.247 21,130,OW
TRANSIENT TAX 8,333,196 9,5w,ooo
FRANCHISE TAX 2.591.779 3.820.000
BUSINESS LICENSE TAX 1.863.514 2.2w.OOa
TRANSFER TAX 993,026 1,100,000
TOTAL TAXES 50.036.902 58.041.WO
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 3,793.919 4.200.000
OTHER 1.109.605 1,209,WO
TOTAL INTERGOVERNMENTAL 4.903.524 5,409.wo
LICENSES AND PERMITS
BUILDING PERMITS 2,156,584 2.2w.Wo
OTHER LICENSES & PERMITS 1.164.267 1.300.000
TOTAL LICENSES & PERMITS 3.320.851 3,5w,OW
CHARGES FOR SERVICES
PLANNING FEES 563,372 750,000
BUILDING DEPT. FEES 1.421,681 1.5OQ.000
ENGINEERING FEES 1,114,9w 750,OcQ
AMBULANCE FEES 931,045 1 ,160,OW
RECREATION FEES 886,477 1.051.000
OTHER CHARGES OR FEES 579,302 599,0w
TOTAL CHARGES FOR SERVICES 5.496.777 5.810,OCtY
FINES AND FORFEITURES 770,949 797,ooo
INCOME FROM INVESTMENTS
AND PROPERTY 2,226,973 3,725,OOO
INTERDEPARTMENTAL CHARGES 2.006.923 2,lcXmOa
OTHERREVENUESOURCES 597,693 9w.wo
TOTALGENERALFUND 69.362.492 80,282,WO
ESTIMATED
REVENUE
200-02
522,500,OOC 10.9% 2.209,wo
22.200.000 5.1% 1.070,OQO
1o.OOo.OOc 5.3% 5w.ow
4,306.OOC 12.7% 486,OOil
2,300,OOC 4.6% 100,000
990,wa -10.0% I1 lO.WO1
62,296,WO 7.3% 4.255.000
4,300,ooo 2.4% 100.000
1.250.000 3.4% 41 .wo
5.55o.Oca
1,005,OOc
550,ooo
1.555,Oal -55.6% u.945.wo)
450.00
690,000
700,000
1.200.000
1.078.000
620,000
4.738.000
790.000
3.125.000 -16.1% 1600,0001
2.100.000 0.0% 0
5w.ow
80.654,ooO 0.5% 372,0W
AS % DIFFERENCE
OF FY 00-01 2000-01 TO
PROJECTED 2001-02
2.6% 141,000
-54.3% (1.195.0001
-57.7% (75O.cml
-40.0% ~300,OW)
-54.0% l81O.COO)
-6.7% (5O.OQO)
3.5% 40,OOa
2.6% 27,000
3.5% 21,000
-18.5% Il,O72.ooOl
-0.9% (7.000)
-44.4% ~4OQ.0001
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
ESTIMATED
REVENUE
AS % DIFFERENCE
OF FY 00-01 2ODO-01 TO
PROJECTED 2001-02 REVENUE SOURCE 1999.00 2ooD-01 2001.02
ISPECIAL REVENUE FUNDS I
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND 0
0
0 1,873,190
1.873.190 F 0.0% 1 .873.190
0 0.0% 1.873.190
POLICE ASSET FORFEITURE
ASSET FORFEITURES
INTEREST
TOTAL
66,515 120,480
22,650 32,ooO I 30,ow
20,000
-75.1% 190.4801
-37.5% I1 2.oDol
89,165 152,480 -67.2% (102,480)
COPS GRANT
STATE,FUNDING IAB3229)
INTEREST
TOTAL
172,318 0 175,634 0.0% 175,634
13,239 13,743 1 o.ow -27.2% (3.743)
185,557 13,743 1250.8% 171,891
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
156,872
4,936
-100.0% I1 56,872)
1.3% 64
-97.1% I1 56,808)
0
4,309
0
4,309
9,592
171.400
HOUSING - SECTION 8
INTEREST
FEDERAL GRANT
OTHER
TOTAL
4,694 6,467 10,mo 54.6% 3,533
1,440.724 3.045.DoO 4.640.604 52.4% 1.595.604
6.471 6.471 0 -100.0% 16.4711
1,451,889 3.057.936 4,650,604 52.1% 1.592.666
331,017 37o.ca 250,COO -32.4% ~120.ooo1
1,263,338 1,241,686 760,000 -38.8% (481.6861
11,387 568,314 0 -100.0% (588.3141
1,605,742 2,200.m 1,010,000 -54.1% u.190.wo1
12,878 17,ow
0 150,650
163,528 17,mQ
-29.4% (5,cw
0.0% 0
-29.4% l6.oQol
99,652 21,900
3.322 6.CQO
-77.2% (16.900)
-16.7% I1 .wol
102,974 27,900 -64.2% l17.9Wl
HOUSING TRUST FUND
INTEREST
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
LIBRARY ENDOWMENT FUND
INTEREST
DONATIONS
TOTAL
LIBRARY GlFTSlBEOUESTS
GlFTSlBEOUESTS
INTEREST
TOTAL
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999.00 2000.01
TREE MAINTENANCE
INTEREST 38.243
MISC. REIMBURSEMENTS 45,561
TREE MAINTENANCE FEES 459,149
INTERDEPARTMENTAL 70,OOil
TOTAL 612,953
MEDIAN MAINTENANCE
55,000
45,698
458,057
82.000
640.755
INTEREST 8,712
MEDIAN MAINTENANCE FEES 376,216
OTHER 47,001
TOTAL 431,929
STREET LIGHTING
10,caO 3,000 -70.0% l7.WOl
417.583 428,130 2.5% 10,547
45.378 48,OQO 5.8% 2,622
472,961 479,130 1.3% 6,169
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CHNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS (CLSAI <
INTEREST
GRANTS
TOTAL
STATE GRANTS IPLFI
57,364 60,000
53,500 38,500
602,509 638,560
90.678 106.323
804.251 863.383
37,492 41,000
561 29
38,053 41,029
3,905 8,000 0 -100.0% (8.WO)
109,065 190,723 Moved to GF 0.0% (190,723)
112,970 198,723 0 -100.0% (198,723)
INTEREST 6,202 9.400 0 -100.0% (9.400)
GRANTS 130,738 135,890 Moved to GF 0.0% (135,890)
TOTAL 136.940 145.290 0 -100.0% (145,290)
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 00-01 2000-01 TO
2001.02 PROJECTED 2001-02
60,WO
46,000
458,057
82,OW
646,057
9.1% 5.WO
0.7% 302
0.0% 0
0.0% 0
0.8% 5,302
90,cm
38,500
667,466
65,000
860,966
12.5% 10,OQO
0.0% 0
4.5% 28,906
-39.9% 141.3231
-0.3% (2.4171
42,000
29
42,029
2.4% 1.000
0.0% 0
2.4% l,ooO
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED
REVENUE REVENUE REVENUE
REVENUESOURCE 1999.00 2Wo-01 2001.02
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
SENIOR NUTRITION
2,787 4.oW
19,481 34,037
22,268 38.037
GRANTS 70,989 109,951
DONATIONS 91,933 92,500
TOTAL 162,922 202,451
SENIOR DONATIONS
INTEREST
DONATIONS
OTHER
TOTAL
6,973 12,ooo 2mo
124,108 31 ,Dw 30,Wo
0 63.515 0
131,081 43,DDo I 32.000
CDSG ENTlTLEMENTlREHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
15,110 18,500
63,740 49,500
391,767 405,215
470,617 473,215
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
13,157 17,Doo 15,cm -11.8% l2.cml
13,157 17,wo 15,000 -11.8% ~2.0001
ARTS GENERAL/GALLERY DONATIONS
INTEREST
DONATIONS
TOTAL
3,652 9,200 6,OW -34.8% (3.200)
29,695 94.400 15,ooo -84. i % (79.400)
33,347 103.600 21.000 -79.7% l82.600)
SISTER CITY DONATIONS
INTEREST
DONATIONS
TOTAL
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
0 300 200
0 2,322 0
0 2,622
53,647 70,Wo
53,647 70,ccQ
TOTAL SPECIAL REVENUE FUNDS 6627,299 8.952.527 I 10.926,998
4,000
18,000
40,Wo
679,688
737,688
AS % DIFFERENCE
OF FY DO-01 2WD-01 TO
PROJECTED 2001-02
0.0% 0
-26.6% 19.0371
-23.8% 19.0371
0.0% loo
0.0% 0
0.0% 49
-63.3% (10.ow1
-3.2% l1.0001
-100.0% (63.516)
-25.6% 111.Wol
-2.7% I5001
-19.2% l9.5Wl
67.7% 274.473
55.9% 264.473
-33.3% IlWl
-100.0% 12.3221
-92.4% 12.4221
-7.1% 15.WDl
-7.1% l5.Wol
22.1% 1.974.471
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY 00-01 2000-01 TO
REVENUE SOURCE 1999.00 2000-01 2001-02 PROJECTED 2001-02
IENTERPRISE FUNDS I
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
SACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS
SERVICE CHARGES 5,330,710 6.056.395 6.216.889 2.7% 160,494
LATERAL CONNECTIONS 3,076 6.ooO 6.000 0.0% 0
PRE-TREATMENT CHARGES 55,650 70,ooo 71,325 1.9% 1,325
INTEREST 272,753 280,OOil 3cXmOO 7.1% 20,000
OTHER 48.404 47,648 50,500 6.0% 2,852
TOTAL 5,710,593 6.460.043 6,644,714 2.9% 184,671
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
NON-JURISDICTIONAL FEES
STATE GRANT
OTHER
TOTAL
129,077 240,Wo 3w.ow
219,836 205,OQO 210,ow
35 1.898 250,COO 250,000
47,254 24,276 0
581 25,CQO 30,000
748,646 744,276 790,000
25.0% 6O.OQO
2.4% 5.000
0.0% 0
20.0% 5.ooo
6.1% 45,724
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
600,OOQ 6W,OOO
0 150,000
600,OW 750,000
0
110,000
110,000
-100.0% (6W.WO1
-26.7% WO.WDl
11) l640,COO)
2.8% 813,928 c
12.889.149
3.322.606
0
125,158
96,213
190.484
399.014
237,949
176,829
184.863
439,492
18,061,757
12.537.600 13.100.000 4.5% 562,400
3.338.283 3.460.663 3.7% 122,400
1,450,OcQ 1.450.000 0.0% 0
125,308 125.308 0.0% 0
99,163 99.163 0.0% 0
210,000 181,607 -13.5% (28.3931
664,000 664,000 0.0% 0
180.000 180,000 0.0% 0
87.000 645,660 642.1% 558.660
180.000 180,cxx 0.0% 0
248,ooO 252,960 2.0% 4,960
86,cOO 75,060 -12.7% IlO,
19.205.354 20.414.441 6.3% 1.209.087
1,329,382 1.156.720 1.156.720
75,789 105,435 117,717
270,565 5w.wO 5w,ooo
45,652 95,wo 96,900
10,165 23,200 23,464
1,731,553 1.880.355 1.894.801
0.0% 0
11.7% 12,282
0.0% 0
2.0% 1,900
1.1% 264
0.8% 14,446
TOTAL ENTERPRISE FUNDS 26.852.549 29.040.028 29353.956
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 00-01 2000-01 TO
PROJECTED 2001-02
ESTIMATED
REVENUE
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-00 2mo-01
[INTERNAL SERVICE FUNDS
2001-02
WORKERS’ COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
101,486 125,DCO
532,110 536,980
5.870 54.mo
120,ooo
539,829
lO.WO
-4.0% l5,cw
0.5% 2,849
-81.5% f44.oool
639,466 669,829 715,980 -6.5% (46,151)
LIABILITY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
166,322 18O,O@J
734,389 727,473
8,551 0
909.262 907,473
175,coO -2.6% ~5.oool
741,825 2.0% 14,352
0 0.0% 0
916,825 1 .O% 9,352
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
OP TRANS IN
TOTAL
20.613 25,DOO 25,000
2,214,379 2,3OD,DOO 2.222.220
357,696 369,WO 398,WO
0 74.m 0
0.0% 0
-3.4% 177,780)
7.9% 29,wo
2.592.688 2.768.000 2.645.220 -4.4% (122.7801
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,610,704 1,518,655
19,505 34,ocQ
1.647 127.400
1,461,944 -3.7% (56,711)
30,ooo -11.8% (4.cw
0 -100.0% (127.400)
INTEREST
OTHER
TOTAL 1,631,856 l,BBO,O55 1,491,944 -11.2% (188,111)
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
1.390.075
300.000
1.154.738 1.347.622
241,209 310,wo
7.200 116,OCO
1,403.147 1 s773.622
3.2% 42,463
-3.2% l10.ow1
-100.0% l116.0001
-4.7% 183.547) 1.690.075
RECORDS MANAGEMENT
INTEREST 0
INTERDEPARTMENTAL 0
TOTAL 0
0
”
1,ocQ 0.0% l.WO
788,100 0.0% 788,lW
789,100 0.0% 789.1 w
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
68,349 110,mo
2.402.030 3,205,ooO
1.710 0
75,ocQ -31.8% ~35,ocQl
3.646.212 13.8% 441,212
0 0.0% 0
3,315,cOo
11.160.130
3.721.212
11.924.205
2.472,089
TOTAL INTERNAL SERVICE FUNDS 9.648.508
12.3% 406,212
6.9% 764.075
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-w 2cm-01 .,,_ REDEVELOPMENT FUNDS I
VILLAGE OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
VILLAGE DEBT SERVICE
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT
INTEREST
OTHER
TOTAL
SCCRA OPERATIONS
TAX INCREMENT
TOTAL
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
TOTAL
TOTAL REDEVELOPMENT FUNDS
148,105 150,888
71,380 67,ooO
12,295 22,oDo
2.098 25.000
233,878 264.888
1,337,078 1,390.m
43,645 60,ooO
1,502,949 0
2,883.672 1.450,ooo
334,269 346.900
115,877 115,ooo
176 0
450.322 461.900
0 0
0
0
n
3.567.872
0
2,176,788
ESTIMATED AS % DIFFERENCE
REVENUE OF FY 00-01 2ooO-01 TO
2001-02 PROJECTED 2001-02
19,coo -87.4% 1131.8881
30,cQo -55.2% 137.oca
18,ooO -18.2% l4.oool
14,715 -41.1% 110.2851
81,715 -69.2% (183.1731
1.500.000 7.9% 110,cOo
4o.wo -33.3% (20,cw
0 0.0% 0
1.540.000 6.2% 90,ow
390,wo 12.4% 43.100
25,000 -78.3% 190,cao~
0 0.0% 0
41 ma
364.100 0.0% 364.100
364,100 0.0% 364,100
123,424
123,424
2.524.239 16.0% 347.451
-10.2% 146.9Wl
0.0% 123,424
0.0% 123,424
TOTAL OPERATING $116.058.720 $131.611.473 $135.883.398 3.3% 6 4.271.925
EXEtIBIT 4
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1999.99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
%INCR IDEC)
00-01 BUD
TO
01-02 BUD
2001-02
BUDGET
I GENERAL FUND I
POLICY AND LEADERSHIP GROUP
CITY COUNCIL 211,920 229,049
CITY MANAGER 1.219.243 916,969
PUBLIC INFORMATION 0 0
CITY CLERK 399.430 201,092
CITY ATTORNEY 641,774 704,593
230,000 254,340
1.079.741 1.079.741
317.173 317.173
109,370 155,526
772,557 799.699
114,916 147,549
2.622.657 2,753,016
299.03E
1.133.091
423.35C
310,461
972.455
152,925
3.279.325 -
735,BBC
1.719.224
641,963
1.939.671
C
12.5%
4.9%
33.5%
99.6%
21.9%
3.6%
19.1%
CITY TREASURER 107.191 114,715
TOTAL POLICY/LEADERSHIP GROUP 2,568.448 2.166.319
ADMINISTRATIVE SERVICES
ADMINISTRATION 9,059
FINANCE 1.235.791
PURCHASING 464,256
HUMAN RESOURCES 997,634
270,700
1.299.324
429,997
1.091.146
692.170
17.5%
4.6%
11 .B%
11.5%
561,600 626,409
1.49 1,460 1,643,143
563,753 574,031
1.279.949 1.739,977
1.269.153 1.517.361
5,194,935 6.100.920
RECORDS MANAGEMENT (1) 0
TOTAL ADMINISTRATIVE SERVICES 2,706,729
-100.0%
-17.4% 3,763,337 5,036,738 -
PUBLIC SAFETY
POLICE 11.729.212 12.976.396 14.446.000 14,446,143 15.993.112 10.0%
FIRE 9.994.791 9.56 1,067 9.690.904 9.690.611 10,471.929 9.1%
TOTAL PUBLIC SAFETY 21.613.003 21.437.453 24.136.904 24.136.954 26.365.041 9.2%
COMMUNITY DEVELOPMENT
497.069 551,950 544,553 -1.3%
269,909 336,645 279,094 -17.1%
190,000 249.301 173,529 -30.1%
2,309,949 2.619.744 3,019,552 15.3%
1,945,311 1.952.543 2.023.425 9.2%
COMMUNITY DEVEL ADMIN 512,396 449,671
GEOGRAPHIC INFORMATION 154,953 316,162
ECONOMIC DEVELOPMENT 123.093 161,251
PLANNING 2.191.903 2.265.049
BUILDING 1.617.352 1.724,911
TOTAL COMMUNITY DEVELOPMENT 4,599,577 4.9 17,043 5,112.135 5.609.193 6.039.143 7.7%
COMMUNITY SERVICES
LIBRARY 3,347,711 4.091.091 6.366.649 6.615.955 9,007,220 21.0%
CULTURAL ARTS PROGRAM 364,499 499,912 691,221 689.299 643,992 -6.5%
SISTER CITY PROGRAM 4,327 5,142 9,155 9,155 10,123 10.6%
PARK PLANNING/RECREATION MGT 455,152 570,139 606,700 693,151 959,439 39.4%
RECREATION 2.402.795 2.219.042 2.939.599 3,114,049 3,301,662 6.0%
SENIOR PROGRAMS 272,977 339,062 306.039 456.410 497.595 9.0%
TOTAL COMMUNITY SERVICES 6.947.451 7.714.399 10.909.351 11.576.907 13.419.910 - 15.9%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1999.99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMIN
ENGINEERING
PARK MAINTENANCE
STREET MAINTENANCE
FACILITIES MAINTENANCE
Major Facility Maintenance ITransfer)
TRAFFIC SIGNAL MAINT
TOTAL PUBLIC WORKS
692,420
4.014.459
2.079.123
2.054.392
1.404.510
200,000
319,262
10,763,156
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVBI
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MISC I TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTUREREPLACETRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
MISC EXPENSE
TOTAL NON-DEPARTMENTAL
325,356 369,972 370,000
27,000 0 36,000
770,000 11,460 44,540
76,921 76,673 93,975
900,000 900,ODO 900,000
205,351 226,157 240,000
26,652 33,535 56,600
75,500 652,949 515,549
15,349 13,095 63,072
0 2.000.000 3,000,000
1.690.000 600,000 600,000
0 7.000.000 4.300.000
0 0 0
0 0 0
7,460 37,761
496,176
39,000
44,540
95,949
900,000
240,000
56,600
515,546
63,072
3.000.000
600,000
4.300.000
0
0
266,120 275,000
4.011.499 11.921.602 10.377.956 10.512.793
SUBTOTAL GENERAL FUND 53,109,953 63.600.231 70.953.722 74.415.452
CONTINGENCIES 0 0 0 2.649.609
TOTAL GENERAL FUND 53.109.953 63.600.231 70.653,722 77.064.060
612,699
4.516.502
2.357.397
2.011.671
1.656.329
200,000
425,493
11.760.090
510,640 557,013 597,940 7.3%
4.532.435 4.914.493 4.947.907 -1.4%
2.469.522 2.771.903 3.029.229 9.3%
2.224.995 2.274.006 2,521,462 10.9%
1,996,972 2.199.126 2.552.743 16.6%
200,000 200,000 0 -100.0%
476,430 920.249 627,260 -23.5%
12.3 10,994 13,726,699 14.175.441 3.3%
2001.02
BUDGET
%INCR IDEC)
00-01 BUD
TO
01-02 BUD
363,000 -26.6%
36,000 0.0%
0 -100.0%
95,649 0.0%
900,000 0.0%
250,000 4.2%
65,600 15.9%
0 -100.0%
46,000 -27.1%
3,000,000 0.0%
0 -100.0%
1.500.000 -95.1%
1.973.190 NIA
460,000 N/A
0 - 100.0%
9.479.639 -19.3%
76.794.237 3.2%
4.000.000
90.794.237
51.0%
4.9%
CITY OF CARLSBAD
OPERATlNG FUNDS
BUDGET EXPENDITURE SCHEDULE
2000-01
1999-99 1999-00 ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE
COPS FUND
LAW ENFORCEMENT BLOCK GRAN
HOUSING SECTION 8
HOUSING TRUST
AUDIO VISUAL INSURANCE
LIBRARY ENDOWMENT FUND
LIBRARY GIFTS/BEQUESTS
STORM WATER PROTECTION PGM
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENA VISTA CRK CHNL MNT
STATE GRANTS (CLSAI
STATE GRANTS (PLF)
ARTS SPECIAL EVENTS
SENIOR NUTRITION
SENIOR DONATIONS
CDBG ENTlTLEMENTlREHAB
COMMUNITY ACTIVITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CITY DONATIONS
ARTS GENlGALLERY DONATIONS
TOTAL SPECIAL REVENUE FUNDS
IT
65,051 145,592 67,006 135,100
165,593 106,969 146,964 233.903
94.105 111,991 95,oOO 217,949
2.676.612 2.932.067 3.142.090 3.142.060
153.029 1,497.617 293,595 297.493
97.647 39,174 0 0
0 9,751 9,000 10,000
9.999 49,505 21,000 61,566
0 0 0 0
510,936 519,656 493,390 599,253
401,202 443,056 530,000 540,945
661,124 760,696 926,047 941,500
7.049 6,924 7,176 292.966
160,135 137,796 140,000 194,303
32,052 147.547 150,000 224,000
17.443 26,594 24,940 26,637
215,150 209.687 195,934 195,934
61,954 120,065 99,000 100,000
730,104 556,294 473,215 1.202.731
0 34.022 50,000 65,429
60,196 33,269 26,664 26,664
600 700 2,900 6,104
9.350 21.597 39.515 104.959
ENTERPRISE FUNDS I
6.106.230 7.900.650 6.903.296 9.503.094
WATER OPERATIONS 15.550.312 17.322.265 19,996,147 19,761,323 20.509.998
RECYCLED WATER OPERATIONS 1,363,172 1.527.191 1.709.719 1.631.604 1.919.990
SANITATION OPERATIONS 4.405.764 5.344.795 5,493,621 6,324,029 6.910.299
SOLID WASTE MANAGEMENT 129,594 149.675 295.969 365,996 196,663
GOLF COURSE 929,971 344.234 390.000 360,000 345,000
TOTAL ENTERPRISE FUNDS 22.277.913 24.697.140 26.975.454 29.462.951 29,772.957
INTERNAL SERVICE FUNDS
WORKERS COMP SELF INSURANCE 754,986 759.144 937,243 954,959 1,019,717 6.7%
RISK MANAGEMENT 669,645 1,090,195 1.102.934 1.239.909 1.342.411 9.4%
HEALTH INSURANCE 2,635,961 2.767.012 2.559.559 2.559.559 2.629.700 2.7%
RECORDS MANAGEMENT 11) 0 0 0 0 945,420 100.0%
VEHICLE MAINTENANCE 1.473.342 1.462.277 1.429,497 1,792,365 1.731.730 -3.4%
VEHICLE REPLACEMENT 927,969 1,005.368 1,599.449 2.396.592 1.039.251 -56.6%
INFORMATION TECHNOLOGY 1.652.992 2.279.075 3.690.979 4.146.014 4.176.094 0.7%
1
TOTAL INTERNAL SERVICE FUNDS 9.014.594 9.352.071 11.306.549 13.097.197 12.992.313 -1.6%
2001-02
BUDGET
%INCR (DEC)
00-01 BUD
TO
01-02 BUD
32,00C -76.3%
175,634 -24.9%
C -100.0%
4.749.914 51.1%
253,971 -11.7%
0 0.0%
12,ooa 20.0%
46,900 -24.0%
1.673.190 0.0%
675,601 12.7%
535,495 -1 .O%
1.109.645 31.7%
1,500 -99.5%
0 -100.0%
0 -100.0%
29,750 3.9%
195,934 0.0%
129,000 29.0%
737.699 -39.7%
65,000 -0.7%
20,000 -30.2%
2,322 -62.0%
91.495 -22.4%
10.721.919 26.1%
3.6%
11.5%
9.3%
-49.4%
-9.2%
4.6%
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
%INCR (DEC)
2000-01 00-01 BUD
1998-99 1999-00 ESTIMATED 2000-01 2001-02 TO
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET BUDGET 01-02 BUD
REDEVELOPMENT I
VILLAGE OPERATIONS 418,196 2.086,574 458,381 458,381 776.282 69.4%
VILLAGE DEBT SERVICE 1.687.351 1.699.741 1.350.000 1,362,OOO 1.084.000 -20.4%
VILLAGE LOW/MOD INCOME HSNG 75,134 2.126.426 110,657 122,050 113,620 -6.9%
SCCRA OPERATIONS 0 0 0 0 364,099 100.0%
SCCRA LOW/MOD INCOME HSNG 0 0 0 0 29,871 100.0%
TOTAL REDEVELOPMENT 2,180,681 5.912.741 1.919.038 1.942.431 2.387.872 21.9%
TOTAL OPERATING FUNDS 102.179.549 11 l-353.033 117.558.058 129.059.723 136.539.198 5.8%
Ill Records Management was converted to an Internal Service fund in 2001-02.
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 EXHIBIT 5
MAJOR SERVICE AREA
hPOLlCY AND LEADERSHIP GROUP
OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2000-01
2000-01 2001-02 ALLOCATED
I
CITY COUNCIL 1 1
CITY MANAGER 6 6
CITY TREASURER 0.75 0.75
PUBLIC INFORMATION 1 1
CITY CLERK 0 0
CITY ATTORNEY 6 6
ADMINISTRATIVE SERVICES I
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
FINANCE
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES &WORKERS COMP
PUBLIC SAFETY
POLICE
FIRE
I
COMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
COMMUNITY SERVICES I LIBRARY 41.75 46.25 4.5
CULTURAL ARTS 4 4.75 0.75
RECREATION 24 26 2
SENIOR PROGRAM 3 3 0
PUBLIC WORKS
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
I
3 3.5 0.5
48.7 58.7 10
55.75 57.25 1.5
70.3 70.3 0
FULL AND 314 TIME LABOR FORCE 599.75 624.25 24.5
2 2
8 8
15 15
21 21
2 2
6 6
9 10
138 141 3
79.75 79.75 0
3.75 4 0.25
13 13 0
1 1 0
2 2 0
24 25 1
10 10 0
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
7ooo/ol. 2oo1/02 Difference
Full Time Personnel 596 619 23
3/4 Time Personnel in Full Time Equivalents 3.75 5.25 1.5
Hourly Full Time Equivalent Personnel 144.03 142.9 -1.13
TOTALLABORFORCE 743.78 767.15 23.37
LNTERNS 7ooo/oz 2oo1/02 Difference
Management Interns 2 2 0
Building Inspector Intern 2 2 0
GIS Intern 0.5 0.5 0
Planning Intern - front counter 1 1 0
TOTAL LIMITED TERM EMPLOYEES 5.5 5.5 0
EXHIBIT 6
PFCOI’UlENDFD CHANGES 2002 m
(Master Fee Schedules on file with City Clerk)
Aquatic Fees
Utility Fee - Electricity (per hour after sunset) New
Utility Fee - Gas (per hour after 7pm and 4 on weekends) New
Use Agreements (NCA, NSA and CUSD) per lane per hour 2.10
Staff costs (life guard, supervision per hour) 15.00
Rental - Exclusive Use - CommerciallCorp (per lane, per hour) 8.00
Rental - Exclusive Use - Community/Non-profit (per lane, per hour) 3.20
Masters Swim - Daily fee (resident) 3.25
Masters Swim - Daily fee (non- resident) 4.25
Masters Swim - Monthly fee (resident) 32.50
Masters Swim - Monthly fee (non- resident) 42.50
Swim Lesson Fees
Beginner - Learn to Swim
Adult/Teen - Learn to Swim
Parent Infant thru Pre School Ill
Adapted aquatics
lndividualized - Basic Swimming (per hour)
Diving, Synchro Swim
lndividualized - Advanced instruction/coaching (per hour)
Non-resident fee for aquatic programs
23.00 25.00 $2.00 8.7%
25.00 27.00 2.00 8.0%
25.00 27.00 2.00 8.0%
17.00 25.00 8.00 47.1%
17.00 25.00 8.00 47.1%
22.00 27.00 5.00 22.7%
25.00 27.00 2.00 8.0%
8.00 10.00 2.00 25.0%
Swim Passes
One Month Individual - Resident
One Month Individual - Non-resident
Four Month Individual - Resident
Four Month Individual - Non-resident
One Month Family - Resident
One Month Family - Non-resident
Four Month Family - Resident
Four Month Family - Non-resident
Season Discount-Adult - Resident
Season Discount-Adult - Non-resident
Season Discount - Family - Resident
Season Discount - Family - Non-resident
(1)
(1)
(1)
(1)
New 20.00
New 30.00
New 42.00
New 52.00
New 30.00
New 40.00
New 50.00
New 60.00
60.00 Delete
70.00 Delete
72.00 Delete
82.00 Delete
(1) This was for 6 months
RFVFLOPMENT FEE
$ %
ProDosedChanaeChanae
$3.00 n/a n/a
7.00 n/a n/a
2.40 0.30 14.3%
16.00 1 .oo 6.7%
8.80 0.80 10.0%
3.50 0.30 9.4%
3.50 0.25 7.7%
4.50 0.25 5.9%
35.00 2.50 7.7%
45.00 2.50 5.9%
Current fee -Master Plan Amendment -Major $ 22,550 plus deposit in increments of $5,000
after 1 st 1 OOhrs of project planner and 40
hours of project engineer.
Proposed Fee -Master Plan Amendment -Major
100 acres or more 22,550 plus deposit in increments of $5,000 l
Greater than 50 and less than 100 acres 10,000 plus deposit in minimum increments of $2,500
Less than 50 acres 5,000 plus deposit in minimum increments of $1000
l After 1st 100 hours of project planner and 40 hours of
project engineer. Proportionate adjustment of time
depending on acreage.
From:
To:
Date:
Subject:
Ray -
Alan Kindle ~jkak61050@earthlink.net~
~rpatc@ci.carlsbad.ca.us
6/8/01 10:12AM
2001102 Operating Budget
The Friends of Carrillo Ranch, Inc. is very supportive of staffs
proposal to add two full-time park planners. We feel this is a positive
step toward meeting a most urgent need.
We ask that our position become pat-l of the record for the June 12 Council meeting. Thank you.
Note to Marilyn: Please circulate this message to the Council. Thanks.
Alan Kindle, for the
Board of Directors Friends of Carrillo Ranch, Inc.
cc: ekpric@ci.carlsbad.ca.us>, cmstro@ci.carlsbad.ca.us>
.
Palomar Transportation, Inc.
PAL SHUTTLE
Your PAL for Transportation
“r’-, I f- ,. ,’ ~a. -# IQ c+ ($4 @I
SUMMER 2001
FREE PAL SHUTTLE SERVICE
Palomar Transportation, Inc. in conjunction with several of Carlsbad’s Hotels and Resorts, has
developed a free route through the City of Carlsbad. Every weekend from June 1, 2001 to August
30, 2001, we will run a prescheduled route (see attached route) from 9am to 6pm. The
participating resorts and hotels have paid a nominal fee (see attached contract) for their guests to
be provided with free shuttle service to anywhere in the Village of Carlsbad. If the City of
Carlsbad helps us fund this project we expand the free shuttle offer to all travelers, tourists and
residents in the city. We feel this service will significantly decrease the amount of traffic in the city
and increase the spending of tourist dollars in Carlsbad stores, attractions and restaurants. We ask
that you support us in this endeavor by assisting us in covering the cost of operating the PAL
Shuttle. The estimated cost for us to provide the service for three months is $23040.00. Palomar
Transportation asks that the City of Carlsbad assist with only l/3 of that cost for a total of
$7680.00. We are attempting to provide the community with a safe, reliable, comfortable, upscale
service that will be one more reason for travelers and tourists to come to Carlsbad. The City of San
Clemente uses the PAL Shuttle every summer to build their tourist industry and lessen their traffic
congestion. Pal omar Transportation, Inc. being a local community conscious business leader
would love to help the City of Carlsbad do the same thing.
300 Carlsbad Village Drive - Suite 108A-156 - Carlsbad, CA 92008
Office (760) 720-9400 - (949) 364-9400 - (619) 350-9899 - Fax (760) 722-5609
Email Reservations to PalomarCar@aol.com
.
To: Ail Carl&ad Hotels 15~ Resorts
From: Palomar Transportation, Inc.
Mkhael Farrar, Owner
300 Carlsbad Village Drive, Ste. 108A-156
Carlsbad, CA 92008
Dear Friend:
THEPALSHUTTLE
Localiy owned and operated by Michael Farrar, owner of Palomar Limousine Service
Carlsbad embodies the family dream beach vacation. Unlike other beach cities in Southern
California who offer no special “travelers” transportation, Carlsbad has the flve star, premier
service of Palomar Transportation’s PAL SHUTTLE. A beautifully scenic route transports your
guests anywhere in The Village of Carlsbad. Go shopping, surfing, tanning, sightseeing,
Legolanding or for a quiet walk in the fabulous Carlsbad Flower Fields, PAL SHUTTLE takes
you there in luxurious comfort and safety. Starting June 2001, with enough participation
from you, the local hotel and resorts, Palomar Transportatlon will run a 65 minute interval
route from your hotel or resort every Saturday and Sunday through the end of August 2001
at NO COST TO YOUR GUESTS. Because Palomar Transportation already has the PAL
SHUTTLE, you don’t have to worry about having a vehicle of your own, paying a driver,
insurance, workmen’s compensation, vehicle maintenance or anything else. We have done ail
of the work for you, all we need from you is your support. Please refer to the attached
contract for the nominal support fees required for service.
FEATURES BENEFITS
*Beautiful 24 Passenger Shuttle *Private Vehicle at Your Disposal
*Free Service to your Guests on Sat. 6~ Sun. *Added Amenity for your Resort
*65 Minute Scheduled Route *No Extra time used to find Cabs/Bus
*Comfortable and Safe *Extra advantage over the competition
*Traffic Reducer *Less traffic keeps Carlsbad Attractive
*FREEFREEFREE *More tourist $‘s spent in Carlsbad
.
Palomar Transportation, Inc.
PAL SHUlTLE
Your PAL for Transportation
PALOMAR TRANSPORTATION
The Village of Carfsbad and Legoland’s
Hotel 8z Resort PAL SHUTTLE
Carlsbad is one of the hottest vacation destinations in Southern California. Unlike other beach
cities, Carlsbad has five star, premier hotels and resorts and now also has the five star superior
Shuttle Service of Palomar Transportation’s PAL SHUTTLE. The PAL will travel a route
through the Village of Carlsbad, stopping at participating hotels and resorts with zero cost to
your guests. Adding this special shuttle feature to your resort or hotel for Summer 2001 service,
running 9am - 5pm, Saturdays and Sundays starting June 1st through August30th.
uu to 50 rooms
$100 per month
51 to 100 rooms
$200 per month
101 to 150 rooms
$300 per month
151 to 300+ rooms
$400 per month
Name:
Resort/Hotel:
Address:
Phone:
Total
Credit Card #
Fax:
Check #
exP
Name on the Credit Card
Authorized Signature X Date:
Regular Shuttle service is available 7 days a week, 9am - 6pm and includes transportation to the
Oceanside Train Station as well as the City of Carlsbad. Adults $8, Children $6, Seniors $7.
Please call us at 760-720-9400 for schedule information or to make a reservation.
300 Carlsbad Village Drive - Suite 108A-156 - Carlsbad, CA 92008
Office (760) 720-9400 - (949) 364-9400 - (619) 350-9899 - Fax (760) 722-5609
Email Reservations to PalomarCar@aol.com
Summer 2001 PAL SHUTTLE ROUTE June July August
9:13am
9:22am
9:25am
9:28am
9:30am
9:36am
9:41am
9:45am
9:48am
9:51am
9:54am
1O:OOam
10:07am
Oceanside Train Station
Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8130
Carlsbad Village Train Station
Carlsbad Inn 3075 Carlsbad Blvd.
Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8130
Hilton Pacific Coast Highway
Poinsettia Train Station
Inns of America 751 Raintree Dr.
Motel 6 South 750 Raintree Dr.
Ramada Inn & Suites 751 Macadamia Dr.
Fairfield by Marriott 752 Macadamia Dr.
Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. 8 Sun. 6/l - 8130
10:14am LEGOLAND, Ca One Lego Dr.
10:29am Oceanside Train Station
10:38am Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 611 - 8130
lo:41 am Carlsbad Village Train Station
1044am Carlsbad Inn 3075 Carlsbad Blvd.
10:47am Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8/30
10:53am Hilton Pacific Coast Highway
1058am Poinsettia Train Station
11:02am Inns of America 751 Raintree Dr.
11:05am Motel 6 South 750 Raintree Dr.
11:08am Ramada Inn & Suites 751 Macadamia Dr.
11 :I 1 am Fairfield by Marriott 752 Macadamia Dr.
11:17am Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8/30
11:24am LEGOLAND, Ca One Lego Dr.
11:39am Oceanside Train Station
11:48am Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8130
11:51 am Carlsbad Village Train Station
1 I 54am Carlsbad Inn 3075 Carlsbad Blvd.
11:56am Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8/30
12:02pm Hilton Pacific Coast Highway
12:07pm Poinsettia Train Station
12: 11 pm Inns of America 751 Raintree Dr.
12:14pm Motel 6 South 750 Raintree Dr.
12:17pm Ramada Inn & Suites 751 Macadamia Dr.
12:20pm Fairfield by Marriott 752 Macadamia Dr.
12:26pm Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
12:33pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8/30
12:40pm LEGOLAND, Ca One Lego Dr.
12:55pm Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8/30
12:58pm Carlsbad Village Train Station
I:01 pm Carlsbad Inn 3075 Carlsbad Blvd.
1:03pm Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 8/l - 8/30
1:09pm Hilton Pacific Coast Highway
1 :14pm Poinsettia Train Station
I:1 8pm Inns of America 751 Raintree Dr.
I:21 pm Motel 6 South 750 Raintree Dr.
1::24pm Ramada Inn & Suites 751 Macadamia Dr.
1:27pm Fairfield by Marriott 752 Macadamia Dr.
1:33pm Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
1:40pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8/30
Summer 2001 PAL SHUTTLE ROUTE June July August
1:55pm Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8/30
1:58pm Carlsbad Village Train Station
2:Olpm Carlsbad Inn 3075 Carlsbad Blvd.
2:03pm Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8130
2:09pm Hilton Pacific Coast Highway
2: 14pm Poinsettia Train Station
2:18pm Inns of America 751 Raintree Dr.
2:21 pm Motel 6 South 750 Raintree Dr.
2:24pm Ramada Inn & Suites 751 Macadamia Dr.
2:27pm Fairfield by Marriott 752 Macadamia Dr.
2:33pm Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
2:40pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8130
2:55pm Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8/30
2:58pm Carlsbad Village Train Station
3:01 pm Carlsbad Inn 3075 Carlsbad Blvd.
3:03pm Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. 8 Sun. 6/1 - 8130
3:09pm Hilton Pacific Coast Highway
3: 14pm Poinsettia Train Station
3:18pm Inns of America 751 Raintree Dr.
3:21 pm Motel 6 South 750 Raintree Dr.
3:24pm Ramada Inn & Suites 751 Macadamia Dr.
3:27pm Fairfield by Marriott 752 Macadamia Dr.
3:33pm Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
3:40pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/i - 8130
3:50pm LEGOLAND, Ca One Lego Dr.
4:05pm Oceanside Train Station
4:14pm Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 6/l - 8/30
4: 17pm Carlsbad Village Train Station
4:20pm Carlsbad Inn 3075 Carlsbad Blvd.
4:22pm Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8130
4:28pm Hilton Pacific Coast Highway
4:33pm Poinsettia Train Station
4:37pm Inns of America 751 Raintree Dr.
4:40pm Motel 6 South 750 Raintree Dr.
4:43pm Ramada Inn & Suites 751 Macadamia Dr.
4:46pm Fairfield by Marriott 752 Macadamia Dr.
4:52pm Holiday Inn Carlsbad by the Sea 850 Palomar Airport Rd. & Flower Fields & Co. Stores
4:59pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8/30
5:06pm LEGOLAND, Ca One Lego Dr. Return to Oceanside Train Station
5:21 pm Oceanside Train Station
5:30pm Best Western Beach Terrace Inn 2775 Ocean St. FREE Sat. & Sun. 611 - 8130
5:33pm Carlsbad Village Train Station
5:36pm Carlsbad Inn 3075 Carlsbad Blvd.
5:38pm Best Western Beach View Lodge 3180 Carlsbad Blvd. FREE Sat. & Sun. 6/l - 8/30
5:48pm Grand Pacific Palisades Resort & Hotel 5805 Armada Dr. FREE Sat. & Sun. 6/l - 8130
6:OOpm LEGOLAND, Ca One Lego Dr. return to Oceanside Train Station
3 RIDE THE PAL
SHUTTLE FREE
3 SUMMER 2001
3 SAT. & SUN. 9am - 6pm
3 JUNE JULY AUGUST
2 Ride the PAL Shuttle FREE from Any
s PAL Sign; Hotel or Resort in Carlsbad
=, to Anywhere in the Village of Carlsbad
3 (See the Attached Schedule for Pick Up Times)
=a
3 Transfers to and from Oceanside Train Station
=r Cost: $8 Adults, $7 Seniors, $6 Kids Each Way
RIDETHEPAL
PAL0AA.R TRAN$PORTA’IION, INC.
66 Ib,aaLt (rllajol Ewt~m- 7
CITY CLERK’S OFFICE
(FRONT DESK COPY)
l ,.iy of
G
-gsbe
v California
--.-_
Cole Lib&j?’
Preliminary
Operating Budget &
Capital Improvement Program
FY 2001-02
City of Carlsbad
2001-02 Operating Budget and
Capital lmprhement Program
Mayor
Claude “Buddy” Lewis
City Council
Matt Hall
Ramona Finnila
Ann Kulchin
Julie Nygaard
City Manager
Raymond R. Patchett
Administrative Services Director
James F. Elliott
--
Prepared by the Finance Department
Finance Director
Lisa Hildabrand, C.P.A.
Website: www.ci.carlsbad.ca.us
CITY OF CARLSBAD, CALIFORNIA
2001-02 PRELIMVARY BUDGET
TABLE OF CONTENTS
Council’s Five-Year Vision Statements ............................................................................... 1
Organization Chart .............................................................................................................. 2
Budget Process .................................................................................................................. 3
Economic Profile ................................................................................................................. 4
OPERATING BUDGET
Overview ............................................................................................................................. 7
Projected Fund Balances .................................................................................................. 20
Revenue Estimates ........................................................................................................... 22
Budget Expenditure Schedule ........................................................................................... 29
Personnel Allocations ...................................................................................................... .33
Program Summaries
Policy & Leadership Group
Policy and Leadership Group Summary.. .................................................................... .35
City Council .................................................................................................................. 36
City Clerk .................................................................................................................... .38
City Treasurer .............................................................................................................. 40
City Manager .............................................................................................................. .42
Public Information ....................................................................................................... .44
City Attorney ................................................................................................................ 45
Administrative Services
Administrative Services Summary .............................................................................. .47
Administrative Services Administration ....................................................................... .48
Finance.. ..................................................................................................................... .49
Purchasing.. ..................................................................................................... .: .......... 51
Human Resources ...................................................................................................... .53
Workers’ Compensation ............................................................................................... 55
Risk Management ........................................................................................................ 56
Health Insurance.. ....................................................................................................... .57
Records Management .................................................................................................. 58
Information Technology .............................................................................................. .60
Miscellaneous Non-Departmental ............................................................................... .61
Public Safetv
Public Safety Summary ................................................................................................ 63
Police Department Summary ....................................................................................... 64
Administration .............................................................................................................. 67
Field Operations.. ........................................................................................................ .68
Traffic .......................................................................................................................... .69
Volunteer Program ...................................................................................................... 70
Reserve Officer Program ............................................................................................ .71
Canine ......................................................................................................................... 72
Lagoon Patrol .............................................................................................................. 73
Field Evidence ............................................................................................................ .74
Investigations ............................................................................................................... 75
TABLE OF CONTENTS
Page .Two
Public Safety (Continued)
Vice/Narcotics .............................................................................................................. 76
Juvenile Diversion ........................................................................................................ 77
Property and Evidence ................................................................................................. 78
Family Services ............................................................................................................ 79
Task Force ................................................................................................................... ‘80
Support Operations ...................................................................................................... 81
D.A.R.E ........................................................................................................................ 82
Crime Prevention ......................................................................................................... 83
Police School Resource Officers.. ............................................................................... .84
Communications Center ............................................................................................... 85
Police Records.. .......................................................................................................... .86
Various Asset Forfeiture ............................................................................................. .87
Bicycle Patrol.. ........................................................................................................... 88
Fire Department Summary ........................................................................................... 89
Administration .............................................................................................................. 91
Emergency Operations ................................................................................................ 92
Fire Prevention ............................................................................................................ 93
Weed Abatement ......................................................................................................... 94
Disaster Preparedness ............................................................................................... .95
Community Development
Community Development Summary ............................................................................. 97
Administration .............................................................................................................. 98
Land Use Planning & Planning Commission ............................................................. 100
Geographical Information System.. ............................................................................ j 02
Economic Development ............................................................................................. 103
Building Inspection.. ................................................................................................... 104
Housing & Redevelopment Summary ........................................................................ 105
Redevelopment Operations Village Area ................................................................... 106
Low/Moderate Income Housing Village Area ............................................................. 108
Redevelopment Operations South Carlsbad Area.. .................................................... 109
Low/Moderate Income Housing South Carlsbad Area ................................................ 110
Rental Assistance ...................................................................................................... 111
Affordable Housing .................................................................................................... 112
Community Development Block Grant ....................................................................... 113
Community Services
Community Services Summary.. ................................................................................ 115
Library Summary ....................................................................................................... 116
Georgina Cole Library.. .............................................................................................. 117
Dove Library .............................................................................................................. 118
Genealogy/Local History.. .......................................................................................... 120
Centro de lnformacion ............................................................................................... 121
Technical Services ..................................................................................................... 122
Collection Development & Acquisitions ...................................................................... 123
Media Services .......................................................................................................... 124
Adult Learning Program ............................................................................................. 125
Cultural Arts Summary.. ............................................................................................. 126
Arts Office .................................................................................................................. 127
Sister City .................................................................................................................. 129
TABLE OF CONTENTS
Page Three
Communitv Services (Continued)
Special Events ........................................................................................................... 130
Recreation Summary ................................................................................................. 131
Park Planning & Recreation Management ................................................................. 133
Recreation Fee Supported ......................................................................................... 135
Recreation - Aquatics ................................................................................................. 137
Recreation - Agua Hedionda Lagoon Permits ............................................................ 139
Recreation Operations ............................................................................................... 140
Senior Programs.. ...................................................................................................... 142
Public Works
Public Works Summary.. ............................................................................................ 145
Public Works Administration .................................................................................. .: .. 146
Engineering.. .............................................................................................................. 148
Storm Water Protection .............................................................................................. 152
General Services Summary ....................................................................................... 154
Park Maintenance ...................................................................................................... 155
Facilities Maintenance.. .............................................................................................. 158
Street Tree Maintenance ........................................................................................... 160
Median Maintenance.. .................................................. ..- ........................................... 161
Vehicle Maintenance .................................................................................................. 162
Vehicle Replacement ................................................................................................. 164
Carlsbad Golf Course ................................................................................................ 165
Maintenance & Operations Summary ........................................................................ 166
Street Maintenance.. .................................................................................................. 167
Traffic Signal Maintenance.. ....................................................................................... 169
Street Lighting ............................................................................................................ 170
Buena Vista Channel Maintenance ............................................................................ 171
Water Operations.. ..................................................................................................... 172
Wastewater Operations ............................................................................................. 175
Solid Waste Management .......................................................................................... 177
CAPITAL IMPROVEMENT PROGRAM
Overview.. ....................................................................................................................... 179
Detail Schedule of Capital Projects by Category 2001/2002 to Build Out.. ...................... 190
Projected Fund Balances.. ............................................................................................. .204
Revenue Estimates.. ...................................................................................................... .206
Budget Expenditure Schedule ......................................................................................... 207
Analysis of Available Balances ...................................................................................... .208
Glossary of Capital Project Funding Sources.. ............................................................... .216
APPENDICES
Planned Capital Outlay Items ........................................................................................ .218
Out of State Travel Requests .......................................................................................... 221
Glossary ......................................................................................................................... 223
Carlsbad City
2&l
FIVE-YEAR VISION
Council
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
l 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,
l 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,
l leadership role in local and regional planning issues actively involves confronting governmental
issues at the local, state and national levels, and
. 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.
Carlsbad Efficiently and Effectively
l delivers top-quality public services,
. manages environmental concerns proactively, including:
0 openspace
0 water quality/conservation
o beach erosion
0 air quality
o resource conservation and waste reduction
o wildlife habitats
l has a safe and efficient integrated transportation system,
. maintains Citywide “small town” community spirit, and
l has a community where continuous and life-long learning are supported and embraced for people of
all ages.
I I----- I I----- I 1-----1 I II
I---- -1 I----- I I----- I I----- It It I 1.: = P 1 I
-_ I
I
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I
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2
2001-02 PI?EL/MVARY BUDGET
Carlsbad is a full-service City providing the following:
l Police Department l Development Services
l Fire department including paramedic l Street construction and maintenance
l Water delivery system l Library and arts programs
0 Sewer system l Recreation programming for all ages
l Solid waste services l Park lands
l Housing programs l School 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.
BUDGET PROCESS City qf Carlsbad 2001 Strategic Goals
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 used to achieve the
vision and call out areas in
which Council would like to
place special emphasis during the year. Once these are
developed, staff develops
operational goals based on Council’s direction. These
operational goals are the basis
for the development of the
operating budget.
Top Quality Services - Become a City that provides exceptional
services on a daily basis.
Transportation -Provide and maintain a multi-modal transportation
system that moves goods, services and people throughout Carlsbad in a safe and efficient manner that is coordinated with community development.
Qua&y bf L@X?ommunity Development - Develop a
community that promotes quality neighborhoods, established compatible entertainment and commercial venues and manages growth by providing
an appropriate balance of facilities and services.
Parks - Provide Parks and Recreation facilities to meet growth
management standards and actively address the priorities of the citizens of Carlsbad within the CIP budget.
water - Ensure a 90% reliable, high quality, diversified water system in
the most cost effective manner.
Environmental Management - Promote a clean, pohution-free,
resource-conscious environment.
Finance - Implement proactive strategies that provide and manage the
necessary resources to ensure a high quality of life.
.Communication - Ensure that citizens, staff and Council are well
informed, leading to a more responsive government and a higher level of confidence.
Open Space/Trails - Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive HMP.
Learning - Promote and support continuous learning opportunities
within the community and the City organisation.
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
3
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 city of Carlsbad has enjoyed significant economic growth over the past few years along with the rest of the region and the nation. The City’s economy has fully recovered from the effects of
the recession of the early 1990’s as evidenced by the growing workforce, increased tourism and
rising housing prices.
Since 1995, almost 10 million square feet of commercial and industrial space has been built in
the city. This development has brought much needed entertainment and shopping venues to
the citizens and visitors as well as generating additional
sales taxes to help pay for City services, The development Carlsbad Employment
has also enhanced Carlsbad’s reputation as a destination
resort for tourism. Carlsbad is home to two five-star
resorts: the Four Seasons Resort at Aviara and the La
Costa Resort & Spa, as well as a number of other quality
hotels and motels. In addition, the City is host to a major lggiig 1 y
family theme park: Legoland. Available hotel rooms in the ‘= ‘W ‘- ‘-
City now total about 3,200 compared with 1,860 in 1996, a ’ -1
66% increase. Commercial and industrial development has also brought some major industries
~ to town including the Gemological Institute of America, ViaSat, Invitrogen, The Upper Deck and
many others. Commercial/ industrial growth has generated job growth with a resultant increase
in employment in Carlsbad of 20% (between 1995 and 1999).
More jobs, of course, bring with them the need for housing. The job growth in the Carlsbad
region and the City’s reputation for quality has resulted in a strong demand for housing over the
past several years. The City has issued over 8,000 residential building permits since 1996 with
r Median Home P&es - Resales median resale housing prices growing by more than 80%‘in
! the same time period. Total assessed values in the Citv
stand at almost $12 billion, up from $5.9 billion in 1996.
Although this accelerated pace is expected to level out over
the next few years, the City still expects to add about 4,000
more residential units and an additional 5 million square
feet of commercial/industrial development over the next five
years. The City’s residential housing stock is about 75%
built out with approximately 10,000 housing units remaining
to develop over the next 20 years.
Carlsbad’s current economic position is an enviable
one. The healthy economy over the past five years
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 has continued to
expand and now contributes over $1 million annually to
the City’s sales tax receipts. Legoland, the theme park i O1 located in Carlsbad, has also expanded recently. 1 Legoland contributes to the City’s sales tax base as I ImPropertytax @ales tax aHotel tax I J well as stimulating the development of new hotels in the area. The effect of the new development and the demand for housing in Carlsbad is an
. III
II b 4 .
4
increasing tax base. The three major revenue sources for the City: property taxes, sales taxes
and transient occupancy taxes (hotel tax), are expected to provide $50.9 million to the City’s
general fund in 2001, growing to $54.7 million in fiscal year 2002. These taxes are the major
source of funding for most of the City’s services and allow the City to live up to its reputation as
one of the premier locations in San Diego County.
As with all economic cycles, there are peaks and valleys. The city of Carlsbad has seen the
results of the peaks over the past few years. Indicators are now showing that we may be
heading for a valley. The leading indicators for the San Diego region, as published by the
University of San Diego School of Business Administration fell 1.2 percent in March, which is
the latest information available at this time. With this decline, the Index has fallen or remained
unchanged for ten consecutive months. All six of the components in the Index were down with
the largest declines in consumer confidence and local stock prices. The other components-
building permits, initial claims for unemployment insurance, help wanted advertising, and the
outlook for the national economy-declined by smaller amounts.
According to the March report, ‘The outlook for the local economy continues to be for some
difficulty in the second half of 2001. That difficulty is expected to be manifested in a higher
unemployment rate.(expected to peak between 3.5 and 4.0%) and weaker housing and retail
sales. Key factors to watch in terms of their impact on the local economy are the health of the
national economy and the impact of the energy crisis (both gasoline and electricity) during the
summer months.“’
Thus, we are heading into the next fiscal year with some trepidation. In addition to weaknesses
in the local economy, the state of California is also having budget difficulties which may impact
local governments. The May revision of the Governor’s budget reports a $5.7 billion
deterioration in the state’s fiscal condition brought about mainly by the downturn in the
economy, the dot corn implosion and the energy crisis. While it’s difficult to tell what the
ultimate impact will be on local governments, the last recession has demonstrated that if the
State experiences budget shortfalls, it is likely that local government revenues will also be
impacted.
During the last recession, the State took over $2.5 million from Carlsbad in the form of a
Sharp Economic Slowdown Expected
‘Igerb-)gerPelmnt CtJa~ It7 cmJmn
persOn3lhc~ome. By f&w&
14%
12
10
a
6
-r’ I a4 . . . 1 f&.2 Giiiv 4 L-L.-&d
Per IA0 Overview of the 2001-02 May Revision
reallocation of property taxes. These taxes were never
allocated back to the City. This time, it is possible that
the City may lose some portion of its Vehicle License
Fees (VLF). VLF is collected by the Department of
Motor Vehicles on all registered vehicles in the State of
California. It is divided among cities and counties and
disbursed to cities mainly on the basis of population. In
the past years, the State gave a tax dut to the citizens of
California by reducing the VLF rate by 67%. At this time,
the State is backfilling (reimbursing) local governments
for the loss of this revenue from the State’s general fund.
However, if the State experiences budget shortfalls, they
may choose not to fund the backfill. If this occurs, the
City would lose $2.8 million.
A USD Index of Leading Economic Indicators, March 2001
5
As mentioned earlier, California is also in the middle of an energy crisis with rolling blackouts
possible throughout the summer. It appears that there is not enough electricity to go around
resulting in skyrocketing electricity and gas prices. Although the City’s budget has been hit hard
by the high costs of these utilities, the larger effect may be the fallout on other revenue sources.
The loss of VLF to the State, cuts in other State funding, a loss of tourism, decreased consumer
spending; all of these may indirectly but dramatically effect the sales taxes, hotel taxes,
business taxes and many other City revenues. The energy crisis is continuing and at this time it
is difficult to say where the prices may end up and what kind of effect it will have on Carlsbad’s
economy.
Despite all of the indicators, a slow down in our local economy has yet to show itself in any of
the City’s, revenue streams. Sales taxes are continuing to rise and there have been no
reductions in the number of building permits issued to date. While the short-term outlook
remains uncertain, Carlsbad is positioned well for the future. It is the Council’s goal to insure
that the City remains in good financial health and there are a number of steps the City has taken
to attain that goal. One of these is the growth management plan. This plan was adopted by the
cit!zen’s to insure that all necessary public facilities were constructed along with development. It also insures that a financing plan is in place to pay for the facilities prior to the development of
the property.
In addition to the growth management plan, the city also prepares a long-term financial model
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
imperative that we plan for the impacts of new development and public facilities on the
Operating budget as well as planning for the capital needed to build them. Thus, the City
prepares a ten-year operating forecast for the general fund and a 20+ year capital improvement program. As part of the capital improvement program, the City annually calculates the amounts
needed to pay for the various projects and calculates the anticipated operating budget impacts. In this way, we can anticipate the effects of development from both a capital and an operating
perspective.
One of the newer initiatives the City has undertaken to assure its financial health is the
development of an infrastructure replacement fund. With this fund, the City has begun to set aside money on an annual basis for major maintenance and replacement of its infrastructure.
Much of the City’s infrastructure is relatively new; thus, the City has not felt the full impact of
maintenance. By setting aside funds now, the citizens of Carlsbad can be assured that the
proper maintenance and replacement, when needed, will be performed on the streets, parks
and many facilities for which the City is responsible
For fiscal year 2001-02, the City’s revenue projections reflect a reduction in consumer
confidence, slightly increasing housing prices, and continued development, but at a slower rate
than in the past two years. The uncertainty in the economy may show itself in more moderate consumer spending which is expected to slow down the rate of growth in sales taxes and
vehicle license fees as well as in tourism which effects the transient occupancy taxes, More
information on all of the City’s revenues and programs can be found in the later sections of this letter.
6
Operating Budget & Capital Improvement Program
FY 2001 - 2002
2001-02 PELMNARY OPERATING BUDGET
The recommended operating budget for fiscal year 2001-02 totals $136.3 million with revenues
for the year estimated at $135.9 million. General fund revenues are estimated at $80.7 million
and budgeted expenditures are $80.6 million.
REVENUE
The following table shows the total operating revenues the Cii anticipates receiving for 2000- 01, as well as those estimated for 2001-02.
REVENUE SUMMARY
BY FUND TYPE
(In Millions)
PROJECTED ESTIMATED $ %
FUND 2000-01 2001-02 CHANGE CHANGE
GENERAL FUND $ 80.3 $ 80.7 $ 0.4 0.5%
SPECIAL REVENUE 9.0 10.9 1.9 21.1%
ENTERPRISE 29.0 29.9 0.9 3.1%
INTERNAL SERVICE 11.2 11.9 0.7 6.3%
REDEVELOPMENT 2.2 2.5 0.3 13.6%
TOTAL $ 131.7 $ 135.9 $ 4.2 3.2%
Revenue estimates for the Operating budget indicate that the City will receive a total of $135.9
million, a $4.2 million increase over the current year projections. The majority of the increase is
in the Special Revenue and Redevelopment funds due to new programs proposed for the
upcoming fiscal year. 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.
I SIGNIFICANT GENERAL FUND REVENUES 1
‘SALES TAX 21.1
TRANSIENT OCC. TAX 9.5
VEHICLE LICENSE FEES 4.2
DEVELOPMENT REVENUES 6.5
ALL OTHER REVENUE 18.7
TOTAL $ 80.3
ESTIMATED j $
$ 200W5 ) $ CHANGie2
22.2 1.1
10.0 0.5
4.3 3.4 (i:::
18.3 (0.41
$ 80.7 $ 0.4
%
CHANGE
10.8%
5.2%
5.3%
2.4%
-47.7%
-2.1%
0.5%
.
7
This year it is expected that property taxes will grow to $22.5 million, just slightly more than the
projected sales taxes. After the recession of the early 199O’s, the City’s sales taxes climbed
quickly back to their former levels while it has taken property taxes much longer to catch up.
Property taxes tend to lag the rest of the
year is based on assessed values from the 1 previous January. So, the taxes to be
received for fiscal year 2001-02 are based on 1 2oooo
economy as the tax for the upcoming fiscal Property and Sales Taxes
25 W
values as of January 1,2001. 15.W
1 ’OWD Property taxes also have a cap on how fast 5 wo they can grow. This is due to Proposition 13. 1 4. ....,... ,, Proposition 13 was adopted by the State in 1 92 03 94 95 96 97 98 99 W 01 02s
1978. The proposition 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 housing activity.
In more recent years, we have seen robust growth in property taxes due to new developments
and a 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
rising property taxes. 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 is locally assessed and taxed
giving the City an estimated $250,000 more in property taxes.
Sales taxes are expected to total $22.2 million for 2001-02, an increase of 5.2% over the 2000-
01 projections. These projections assume a base increase of 4.6% plus additional amounts for
new retail sites locating to the City. The City’s sales tax base is heavily dependent on new car
Sales Taxes
Business to Mi-?
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 begin to slow down as the
economy softens and consumer
confidence declines. The expansion of
Carlsbad Company Stores, an upscale
outlet mall, as well as other new
restaurants and smaller retail sites, will
help to keep Carlsbad’s sales taxes
growing in the upcoming year.
Sales tax estimates also include approximately $660,000 that is restricted to spending on public
safety services under Proposition 172. Proposition 172 requires that the one-half cent increase
in California sales taxes be allocated to local agencies to fund public safety services.
8
The third highest General fund revenue source is Transient Occupancy Taxes (TOT or hotel
taxes) estimated at $10 million for 2001-02, an increase of 5.3% over 2000-01
estimates. These projections reflect an increase of 3% in the total taxes
received from our current hotels with additional amounts added for a new hotel
expected to open in 2001-02. The addition of this new facility will bring the total
rooms available in Carlsbad to over 3,200.
Vehicle License Fees (VLF) collected by the City have 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 $4.2 million
in fiscal year 2001. The high growth rate has been partly due to Carlsbad’s increasing
population and partly to increasing auto sales statewide. The City’s projected VLF anticipates
slower growth in the upcoming year due to the uncertainties in the economy and a lower
population increase.
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 Development Revenues and Building Permits months or years before any structures
are actually built. Development- s9,cm 2,500 s5.m related revenues increased coming
a.mo 2.m s5.m out of the recession as development
s5,ooo 1.500
s4wo in the City picked up and housing
+3,000 l.oDD demand grew. The City continued to u.ooo 500 Sl.ow issue a significant number of building SC 0
92 93 94 95 96 97 98 99 00 01 02 permits in 1997 through 1999;
however, the revenues for planning
-Revenues -Res Pmnits Issued 1 and engineering services dropped off;
, thereby, flattening the total
development revenues received.
Based on the citywide growth projections shown in the Capital Improvement Program section of
this document, a 55% decrease in building permit revenue is expected for the 2001-02 fiscal
year. This indicates a significant decline in building permit revenues, as there are fewer units
ready to be permitted in Carlsbad. Smaller declines are anticipated in the other development revenues.
All other revenues include franchise taxes, transfer taxes, interest earnings, ambulance fees,
recreation fees, and other charges and fees. The estimate for fiscal year 2001-02 totals $18.3
million, a slight decrease from fiscal year 2000-01.
The largest increase in the other revenues is in franchise taxes. Franchise taxes are expected
to increase by 12.7% in the upcoming fiscal year due mainly to events in the power industry.
SDG&E pays franchise taxes for the use of the public land over which they transport gas and
electricity. The City also receives an “in-lieu” franchise tax based on the value of gas and
electricity transported on SDG&E lines but purchased from another source. The “in-lieu” tax
captures the franchise taxes on gas and electricity that is transported using public lands but
which would not otherwise be included in the calculations for franchise taxes due to
deregulation of the power industry. The majority of the “in-lieu” taxes received are generated by
Cabrillo Power, the operator of the Encina Plant. When the plant belonged to SDG&E, there
were very limited “in-lieu” taxes received. With the change in ownership, the taxes received
from this source have increased significantly.
9
In addition to the changes in franchise tax calculations and energy providers that came with
deregulation, the state has found itself in an energy crisis with too little supply for the demand.
The result has been skyrocketing gas and electric prices. SDG&E currently has a price cap on
what they can charge to customers but they are continuing to calculate the difference between
what they charge and the actual costs incurred. Franchise taxes are paid on the amount
collected, not on the actual cost. At this time, it is unknown how or when the excess costs will
be paid back to SDG&E.
With all the uncertainty in the industry, projecting franchise taxes is very difficult. For revenue
estimating purposes, we have assumed a total increase of 17% in fees paid by SDG&E, which
represents a 30% increase in rates and a 3% increase in the “in-lieu” franchise taxes paid.
Business license taxes are closely tied to the health of the economy and show an estimated
4.6% growth rate for 2001 -02. The city is continuing an aggressive information and compliance
program that should help to achieve this increase.
Income from investment and property is projected to decrease by 16%. Some of the
decrease in investment income is due to changes in market conditions from one year to the next
and some is from lower projected cash balances. A $400,000 drop in other revenue is also
projected. Other revenue in 2000-01 contained several unusual receipts that are not expected
in the next year.
Overall, the General fund revenues are expected to grow by only 3% in the upcoming year.
The 7% growth in the tax base has been offset mainly by decreases in development revenues.
This is a change from the past five years during which the City experienced revenue growth
between 9 and 17%. Much of the growth was due to the opening of new hotels and retail
outlets, which provided a large boost to the total revenue picture. Next year, there are fewer
new sources of revenue and significantly lower development expected resulting in a much lower
overall rate of growth.
Other Funds
Revenues from Special Revenue funds are expected to total $10.9 million; an increase of $1.9
million from 2000-01. The types of
services supported within Special 1 Special Revenue Funds Revenue funds include programs
funded by specific revenue streams
such as grants (Section 8 Housing
Assistance, Community Development
Block Grants), donations, special fees ~
and assessments (Housing Trust fund,
Maintenance Assessment districts).
The largest changes in the Special
Revenue funds occurred in three
programs: Storm Water Protection, !
Section 8 Housing and the Housing
Trust fund. The Storm Water Protection program is new this year and was created to respond
to federal mandates to reduce the pollutants in run-off water that flows through the City’s storm
drains. More information on this program can be found in the Expenditures section. There is
currently no funding source for this mandated program; so, it is being funded through an
Storm Water
10
advance from the General fund of $1.9 million. Staff will be working over the next year to find a
more permanent method of funding all the requirements of this program for the future. The
Section 8 Housing program received an additional allocation of 75 vouchers from the federal
government resulting in an increase in grant funds of $1.6 million. The increase from these two
programs offset the $1.2 million decrease in the projected Housing Trust fund revenues. The
Housing Trust fund receives fees from developers in assist in the development of affordable
housing in Carlsbad. These revenues are expected to decrease in the upcoming fiscal year as a
result of less development activity.
Enterprise fund revenues for 2001-02 are projected at $29.9 million; up 2.8%, or approximately
$800,000. Enterprise funds are similar to a business in that rates are charged to support the
Solid Waste, Golf Course
Enterprise Revenues
operations that supply the service.
Carlsbad Enterprises include the
water, recycled water and
sanitation services, solid waste
management, and the Carlsbad
Golf Course. The water, recycled
water and sanitation operating
funds all project slightly increasing
revenues for the upcoming year.
The increase is due mainly 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 have decreased this year. The City had
been transferring $600,000 per year to this fund to assist in financing a future municipal golf
course. At this time, the project is stalled in the permitting process with the environmental
agencies. Thus, the transfer is not needed, as there is sufficient money in the fund for the
maintenance of the land.
Internal Service funds show estimated revenues of $11.9 million for 2001-02, an increase of
$800,000, or 7%, over 2000-01 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 Technology 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 $2.5 million in the upcoming year, a 16%
increase. Most of the increase is due to the creation of a new redevelopment area - the South
Carlsbad Coastal Redevelopment Area. The new area is expected to generate approximately
$500,000 in property tax revenue in the upcoming fiscal year.
11
EXPENDITURES
The City’s operating budget for 2001-02 totals $136.3 million, which
represents an increase of $7.2 million, or 5.6%, from the current 2000-01
budget. This increase is due to a number of changes within the programs
found in each of the funds. These will be discussed later in this document.
Budnetary Policies
Budget policies were developed this year under a new process. This new process is generally
known as “Expenditure Control Budgeting” or ECB. Using this new approach, each department
was given a block appropriation containing sufficient funds to provide the current level of
services for the upcoming year. As Carlsbad is a growing city, the block needed to contain
sufficient funds to pay for inflationary increases as well as growth in the customer base. :
For the 2001-02 budget, the block was calculated as follows:
. Personnel costs were calculated for all currently authorized positions and then increased
by a growth factor of 6%.
n Maintenance and Operation costs were calculated using last year’s adopted budget
increased by an inflation factor of 5% and a growth factor of 6% for a total of 11%.
n Capital Outlay requests were not included in the block budget. These one-time items
could be requested separately. Approved capital outlay requests were added to the
operating budgets.
Based on the above calculation, the proposed budgets reflect an average increase of 8% as
compared to the 2000-01 adopted budget. All new positions needed to maintain the same
service levels are funded from the block appropriation. Budgets are not to exceed the block
amounts and no additional appropriations are expected during the year except in the case of a
significant unanticipated event. Any amounts that are unspent at the end of the fiscal year will
be carried forward in their entirety to the new year.
In addition to the block appropriations, budgets requests could be made to implement specific
goals or to operate new facilities. If the request was approved, then the additional funds were added to the budget.
The 2001-02 proposed budget reflects the following organizational and structural changes,
which will conttnue to contribute to the overall effectiveness of the organization:
l The Records Management Program is now being shown as an Internal Service fund rather
than as a program within the General fund. This allows the allocation of the program costs
to the user departments based on usage of the services. In this manner, the City will be
able to provide a more accurate accounting for the costs of each program. The costs for the
Records Management program are allocated to departments based on the number of users of the system in each department.
l A separate fund for the new Storm Water Protection Program has been created. This will
enable us to track the costs of this program separately. Currently there is no funding source
12
for this program; therefore, a General fund transfer was made to this fund in the amount of
next years budget. This fund includes all the new costs associated with the program as well
as some existing personnel and maintenance and operation costs for Storm Water
Protection that were previously recorded in the General fund engineering budget.
. The library receives two state grants, PLF and CLSA. In the past, these revenues were
recorded in a Special Revenue fund and the Library budgeted in these funds for library costs
such a books and special supplies. In order to simplify the accounting, the revenues and
expenses were transferred to the General fund in the 2001-02 budget. The amount of the
revenues estimated for 2001-02 is $300,000.
BudcJet Recommendations
Through the application of these guidelines and policies, the 2001-02 operating budget of
$136.3 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 an aggressive capital projects
schedule, a continued focus on public safety and technology, and the new Storm Water
Protection program.
The 2001-02 operating budget includes 21.5 new full and three-quarter time employees; an
increase of 3.6%. The net decrease in hourly staff, totals approximately 1.63 full-time
equivalents (FTE). These changes will bring the total City workforce to 621.25 full and three-
quarter time employees and 142.4 hourly FTE. These and other changes are addressed in
more detail as follows.
Capital Improvement Projects
The City has a large number of major capital improvements scheduled to be built over the next
five years. Many of these are park and street projects as required under the City’s growth
management program. The details of the program can be found in the latter sections of this
document entitled “Capital Improvement Program” (CIP). In order to meet the development
schedule shown in the CIP, several new positions are being proposed.
Park Projects and Trails - The operating budget includes two park planners to assist with the
planning and development of parks over the next five years, including Zone 19 Park, Larwin
Park, Alga Norte Park, Pine School Park and Phase II of Poinsettia Park. One half of one of the
Park Planners will be dedicated to implementation of a trails program for the City while the
remainder of their time will be spent on the park projects.
Street Proiects - In order to improve traffic flow in our city as it continues
to grow, several large street construction projects are also planned for the
next 5 years. Public Works is responsible for the planning, design and
construction of these projects. Included in the proposed budget is a
Deputy Public Works Director who would serve as the City Engineer.
Currently, the Public Works Director is performing this role.
Public Safety
Public safety has always been a top Council priority. As the population of our City continues to grow, additional public safety staff is required to maintain the current level of safety services.
There are three new positions included in the budget this year to continue Council’s focus on
public safety. These positions include a patrol officer, a traffic officer, and a senior police officer
13
for investigations. The patrol and traffic officers are needed as a result of the increase in
population. The additional senior officer in investigations will allow the unit to address elder
abuse, fraud and ID theft. In the last four years the number of these cases has increased and
the average investigation time of these cases is six months. With the ‘elderly increasing along
with the population, the numbers of these cases are expected to continue to increase.
Storm Water Protection Program
As a result of the federal mandate to reduce the pollution in storm water runoff, and to meet the
requirements of the San Diego Regional Water Quality Control Board (otherwise referred to as
the Storm Water NPDES Permit), the proposed budget includes a new program at a cost of $1.9
million and an additional 5.5 positions. The new positions include two Maintenance Workers,
one Engineering Technician, two Environmental Specialists and a half time Business Systems
Specialist. The following are the components of this new program included in the budget:*
Evaluation and Control of all existing industrial, commercial, residential and municipal
developed areas or facilities to minimize the short and long-term impacts on receiving
water quality. Conducting educational efforts and outreach to the public and focus groups regarding
the new requirements on all the different sectors covered.
Modifications to the City’s Municipal Code in order to allow of enforcement associated
with the Permit.
Preparation of funding options for the programs being implemented.
Review and modifications of all existing Municipal facilities to prevent or reduce the
pollutants in runoff.
Administration and coordination to meet compliance with the requirements in the Permit.
Review all Land-Use planning for new development and redevelopment, including
review and revision, as needed, of the General Plan.
14
Technology
The City continues to enhance its use of technology in order to reduce
processing costs and increase customer services. This year’s budget
includes $500,000 for a new automation system for the library. This would
replace the current outdated system with a state of the art system. The
budget also includes $125,000 to continue implementation of the Document
Management System. The Document Management system will reduce the
time it takes staff to research archived documents and eventually allow the
public to access and retrieve public documents electronically. The budget also includes
$40,000 for a Request of Action system which allows the City to respond quicker to requests
from citizens and other customers.
Administrative As the City grows and new programs are created and existing programs are enhanced, there is
an increase in the need for administrative support. In order to meet this need, the budget
includes an increase of 3.25 full time clerical positions. Two of the positions are in Public
Works, one in Human Resources and the other is an increase from a 3/o time to full time position
in Community Development. The Public Works and Community Development positions will
assist with the document management responsibilities in their departments as well as other
clerical duties.
The Human Resources position will staff a pilot “resource pool” program in order to provide
trained clerical support for all departments to use. This program will provide a floating clerical
employee available to fill short-term gaps in staffing. Staff will evaluate the effectiveness of the
program after one year to determine the effectiveness and efficiencies of the program.
Budaet bv Fund Tvpe
From the discussion above, it can be seen the overall increase in the budget is a combination of
the increases given in the block budget and the new programs and goals mentioned above.
BUDGET EXPENDITURE SUMMARY
BY FUND TYPE
BUDGET BUDGET $ %
FUND 2000-01 2001-02 CHANGE CHANGE
GENERAL FUND $ 77.1 $ 80.6 $ 3.5 4.5%
SPECIAL REVENUE 8.5 10.7 2.2 25.9%
ENTERPRISE 28.5 29.8 4.6%
INTERNAL SERVICE 13.1 12.9
(&
-1.5%
REDEVELOPMENT 1.9 2.3 0.4 21.1%
TOTAL $ 129.1 $ 136.3 $ 7.2 5.6%
The discussion below of budgeted expenditures by fund and program will provide more
information about the changes occurring in the budget.
15
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.
I GENERAL FUND EXPENDITURES I
FUND
POLICY/LEADERSHIP
ADMINISTRATIVE SERVICES
PUBLIC SAFETY
COMMUNITY DEVELOPMENT
COMMUNITY SERVICES
PUBLIC WORKS
NON-DEPARTMENTAL
CONTINGENCY
TOTAL $ 77.1 $ 80.6 $ 3.5 4.5%
BY MAJOR SERVICE AREA
(in Millions)
PROJECTED 1 ESTIMATED
2000-01 2001-02
$ 2.8 $ 3.3
6.1 5.0
24.1 26.4
5.6 5.9
11.6 13.4
13.7 14.1
10.5 8.5
2.7 4.0
$
CHANGE
$
$1
2.3
0.3
1.8
(E)
1.3
%
CHANGE
17.9%
-18.0%
9.5%
5.4%
15.5%
2.9%
-19.0%
48.1%
Total budget for the General fund is $80.6 million, which is 4.5% more than the current budget of $77.1 million. The Council Contingency account, which is available for unanticipated
emergencies or unforeseen program needs, is budgeted at $4 million, or approximately 5%, of
the 2001-02 General fund budget. This is a slightly lower percent than the 6% used last year.
In the past, the contingency account was used to fund salary increases granted during the year.
In 2000-01 these totaled $1.5 million. Using the block budget approach, these increases will be funded from the block budgets rather than from the Council’s contingency account.
There are several reasons for the changes in the General fund’s proposed budget compared to
the 2000-01 budget in addition to the changes previously discussed. A comparison by Major
Service Area (MSA) is provided below.
. The Policy/Leadership Group includes all elected officials and the City
Manager’s Office. The increase in this area is due to Records
Management costs allocated to the Clerks budget. With the conversion of Records Management to an Internal Service fund, the
Clerks budget was allocated $175,000 for Records support to the Clerks department. The Public Information budget was also increased by
$75,000 to fund the City’s 50’” anniversary celebration.
9 Administrative Services’ $1 .I million decrease is mainly due to the movement of
Records Management to an Internal Service fund. The Records budget totaled over
$1.5 million in 2000-01 and is now shown separately as an Internal Service fund.
l The growth in Public Safety is due mainly to increases in the block budget for inflation and population growth. All new positions were funded out of the block budget. An
additional $55,000 was added to the Fire budget for implementation of the Automatic
External Defibrillator (AED) Program. This program will place AED’s throughout City
16
buildings and recreation areas and train city employees on their use. This will allow for
early defibrillation at these locations, which is a vital component in surviving a heart
attack. Last year three of these devices were installed at our libraries, and senior center.
The plan this next year is to install 12 of these in various city facilities including: City Hall,
Council Chambers, Faraday Center, Harding Community Center, Oak Street Building,
and the Parks building.
n In the Community Development area, the 5.4% increase is in the block budget for
inflationary increases as well as growing customer demands.
l A substantial portion of the 15.5% increase in Community Services is due to the transfer
of costs previously recorded in Special Revenue fund (the library’s PLF and CLSA state
grants) to the General fund, the new library automation system, and the addition of the
two park planner positions.
. Public Works shows a slight increase of 2.9%. The reason for such a small increase is
due to the transfer of approximately $200,000 in costs from Engineering to the Storm
Water Protection program. In addition, a one-time cost of $300,000 was included in last
year’s budget for the green LED traffic lights.
9 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 $2.8 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. In addition, due to the uncertainty of the Golf Course project, the
usual $600,000 transfer to this fund was not scheduled for next year.
n Capital outlay expenses totaling approximately $1,281,025 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.7 million, show an increase in anticipated spending of
approximately $2.2 million, or 25.9%. The increase is mainly attributable to the new $1.9 million
Storm Water Protection Program fund. Other increases include increases in utility costs in the Street Lighting budget. Due to the uncertainty of future utility costs, an additional $150,000 was
added to the Street Lighting budget. The Section 8 budget also increased by $1.6 million due to
an additional 75 vouchers received for the next fiscal year. These increase were offset by the
decrease of approximately 6400,000 as a result of the transfer of the CLSA and PLF funds to
the General fund.
Enterprise funds total $29.7 million, which is an increase of $1.4 million, or
4.6%. These increases are mainly due to the block budget increases for inflation and increase customer base. No increase in rates is forecasted for
the next year.
’
i
The Internal Service funds budgets decreased in total by $200,000. The
Internal Service funds are self-supporting through user charges. The transfer
of Records Management caused an increase of $945,000 while the Vehicle Replacement
budget decreased by $1.4 million. The Vehicle Replacement budget varies from year to year
17
depending on the need for replacements. A list of the requested vehicle replacements can be
found at the end of this document.
The Redevelopment Agency budgets have increased for 2001-02 by a total of $425,000. This
is mainly due to an additional $400,000 budgeted for the South Carlsbad Redevelopment Area
master plan. This new redevelopment area, adopted in July 2000, encompasses the Ponto
Area and the Carlsbad Boulevard area from Poinsettia Lane to the southern city limits. Creating
this redevelopment area allows the City to facilitate improvements to the Encina Power Plant,
provides a funding source for the Carlsbad Boulevard realignment and promotes the
redevelopment of underutilized properties in the Ponto area. Development of a master plan will
address land use planning, development standards and design guidelines, public improvements
and miscellaneous redevelopment activities specifically for this area.
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. The increased job
opportunities from the development of the industrial and
commercial areas as well as Carlsbad’s reputation as a quality
city are keeping the demand for housing growing which in turn ”
increases the property tax base. The opening and expansion ,,.‘..r;‘.. of the Carlsbad Company Stores, the Four Seasons Resort,
Legoland and other commercial ventures enhances Carlsbad’s standing as a destination resort.
The growing tourism industry provides higher transient occupancy taxes (TOT) and sales taxes.
All of these events add to the diversity and strength of Carlsbad’s economic base, which will
provide the funding for additional services needed to maintain the quality of life in Carlsbad. This
year’s budget reflects the anticipated achievement of Council’s vision and goals for the City. It
allocates the available funding in a manner that proactively plans for the future. This plan will
insure top quality services are provided to all who live, work and play in Carlsbad.
18
19
CITY OF CARLSSAD
OPERATINQ FUNDS
PROJiClED FUND BALANCES
FUND
UNRESERVED
BALANCE
JULY 1,200O
ESTIMATED ESTIMATED
REVENUES EXPENDITURES
FUND
TRANSFERS
PROJECTED
BALANCE
JUNE 30.2001
GENERAL FUND I 44.415645
SPECIAL REVENUE 1
POLICE ASSET FORFEITURE 406,416
COPS GRANT 230,463
LAW ENFORCEMENT BLOCK GRANT 35,066
HOUSING SECTION 6 225,278
HOUSING TRUST FUND 4.673.064
AUDIO-VISUAL INSURANCE 15.056
LIBRARY ENDOWMENT FUND 255,701
LIBRARY GIFTSIBMUESTS 77.974
TREE MAINTENANCE 602.594
MEDfAN MAINTENANCE 152,634
STREET LIGHTING 1,131,137
BUENA VISTA CRK CHNL MNT 763.370
STATE GRANTS (CLSA) 95,200
STATE GRANTS (PLFI 147.732
ARTS SPECIAL EVENTS 51,057
SENIOR NUTRITION 0
SENIOR DONATIONS 151,302
CDBG ENTITLEMENTIREHAB 2.702
COMMUNITY ACTIVITY GRANTS 1,030,478
CULTURAL ARTS PROGRAM 249,296
SISTER CITY DONATIONS 3,992
ARTS GENERAL DONATIONS 68.909
TOTAL 10.759.433
ENTERPRISE I
WATER OPERATIONS 6.724.584
RECYCLED WATER OPERATIONS 895,785
SEWER OPERATIONS 3.817.830
SOLID WASTE MANAGEMENT 2.941.993
GOLF COURSE 1.505.267
TOTAL 15.885,459
INTERNAL SERVICE I
WORKER’S COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
TOTAL
1.102.267 715,980 937,243 681,004
2.884.258 907.473 1.102.634 i1.000.000l 1,688.697
1213.0401 2.768.000 2.656.558 13.5981
413,954 1,680,055 1.426,487 665,522
4.769.512 1.773.622 1 a588.446 4.954.686
1.405.222 3.315.000 3390.976 1 aO29.244
10,362,173 11.160.130 11.306.548 9.215.755
IREDEVELOPMENT I
80.282.OOD 70.653.722 1 .015,056 55.058.979
162,460 67,006
13,743 146,664
171,400 85,ODO
3.057.936 3,142,060
2.2DO.000 283,595
0 0
17,000 9,000
27.900 21,000
640,755 483,380
472,961 530,DDo
863,363 826.047
41,029 7.176
198,723 140,000
145,290 150.000
38,037 24,940
202,451 195,934
43,000 98.000
473,215 473,215
70,000 50,000
17,000 28,664
2,622 2,900
103,600 38.5 15
6.952.527 6.803.296
19.205.354 18.996.147 6.933.791
1,880,355 1.709.718 1.066.422
6.460.043 5.493.621 4,784.252
744,276 295.968 3,390.301
750,000 380,000 1.875.267
29,040.028 26.875.454 16.060.033
OPERATIONS 377,192 264,888 456.361
DEBT SERVICE 860,000 1.450.000 1,350,000
LOW AND MOD INCOME HSNG 108,915 461.900 110,657
TOTAL 1.346.107 2.176.788 1.919.038 1.603.857
491,890
97,342
121,488
141,156
6.789.459
(15.0561 0
263,701
84.874
959,969
95,595
1.168.473
787.223
153,923
143,022
64,154
6,517
96,302
2.702
1.050.478
237,632
3.714
133,994
12.893.608
260,000 463,699
1280.000) 680,000
460.158
TOTAL OPERATING FUNDS 882.768.817 $131.611.473 $117.558.058 60 596.822.232
20
CITY OF CARLSSAD
OPERATING FUNDS
PROJECTED FUND BALANCES
PROJECTED
BALANCE ESTIMATED ESTIMATED FUND
PROJECTED
BALANCE
WND JULY 1,ZDOl REVENUES EXPENDITURES TRANSFERS JUNE 30,2002
GENERAL FUND 55,058,979
I SPECIAL REVENUE 1
SO,654,000 80,582,837 296,945 55.427.287
STORM WATER PROTECTION 0
POLICE ASSET FORFEITURE 481,890
COPS GRANT 97,342
LAW ENFORCEMENT BLOCK GRANT 121.488
HOUSING SECTION 8 141,156
HOUSING TRUST FUND 6.789.459
LIBRARY ENDOWMENT FUND 263,701
LIBRARY GlFTSl8EOUESTS 64.874
TREE MAINTENANCE 959,969
MEDIAN MAINTENANCE 95,595
STREET LIGHTING 1.186.473
BUENA VISTA CRK CHNL MNT 787,223
STATE GRANTS ICLSAI 153,923
STATE GRANTS IPLF) 143,022
ARTS SPECIAL EVENTS 64,154
SENIOR NUTRITION 6,517
SENIOR DONATIONS 96,302
CDBG ENTlTLEMENTlREHAB 2.702
COMMUNITY ACTIVITY GRANTS 1.050.478
CULTURAL ARTS PROGRAM 237,632
SISTER CITY DONATIONS 3.714
ARTS GENERAL DONATIONS 133,994
TOTAL
ENTERPRISE
WATER OPERATIONS
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
GOLF COURSE
TOTAL
1 INTERNAL SERVICE
12,693,6OB
I
6.933.791
1,066,422
4.704.252
3.390.301
1.875.267
16,050,033
1
WORKER’S COMP SELF INSUR 861,004
RISK MANAGEMENT 1.686.897
HEALTH INSURANCE 13.598)
RECORDS MANAGEMENT 0
VEHICLE MAINTENANCE 665,522
VEHICLE REPLACEMENT 4.954.686
INFORMATION TECHNOLOGY 1.029.244
TOTAL 9.215.755
IREDEVELOPMENT I
1.673.190 1.873.190
50,ODO 32,000
185,634 175,634
5,000 0
4.650.604 4.746.914
1.010.000 253,871
12.000 12.000
10,000 46.600
646,057 675,601
479,130 535,495
860,966 1.108.645
42,029 1.500
0 0
0 0
29,ooD 29,750
202,500 195,934
32,000 128.000
737,688 737.688
65,000 65,000
15,000 20,000
200 2.322
21.000 81,465
10.926.998 10.721.819
20.414.441
1.894.801
6.644.714
790,000
600.000
20.508.996
1.819.980
6,910,296
188,683
345,000
0
509,890
107.342
126,488
24,552 69,398
(24.552) 7.521.036
283.701
48,074
930.425
39,240
920,794
627,752
(153,923) 0
(143,022) 0
63,404
13,063
302
2,702
1,050,478
232,632
1,592
73,509
12.601.842
6.839.236
1.141.243
4.5 18,668
3,991.618
2.130.267
30.343.956 29.772.957 18.621.032
669,629 1.016.717 532,116
916.825 1.342.411 1.263.311
2.645.220 2.626.700 12,922
769.100 945,420 I1 56.320)
1.491.944 1.731.730 425,736
1.690.075 1.039.25 1 5.605.510
3.721.212 4.176.084 574.372
11.924.205 12.682.3 13 6.257.647
VILLAGE OPERATIONS 463,699
VILLAGE DEBT SERVICE 680.000
VILLAGE LOW/MOD INCOME HOUSING 460,156
SCCRA OPERATIONS 0
SCCRA LOW/MOD INCOME HOUSING 0
TOTAL 1.603.857
91,715 776,262
1.540.000 1.084.000
4j5,ooo 113,620
364,100 364,099
123.424 29,871
2.524.239 2.367.672
458,000 227,132
1456.000) 678.000
76 1.538
93,553
1 e760.224
TOTAL OPERATING FUNDS 996.822.232 5136.373.398 S136.327.596 $0 $96.868.032
. 21
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
ESTIMATED AS % DIFFERENCE
OF FY DC-D1 2WO.01 TO
PROJECTED 2W1-02
REVENUE
2m1-02 REVENUESOURCE 1999-w 2Wo-01
GENERAL FUND I
TAXES
PROPERTY TAX
SALES TAX
TRANSIENT TAX
FRANCHISE TAX
BUSINESS LICENSE TAX
TRANSFER TAX
TOTAL TAXES
6 16.762.040
19.493.247
6,333,196
2.591.77s
1.863.514
10.9% 2.209,Wo
6.1% 1,070.Wa
5.3% 6W.WO
12.7% 496,WO
4.6% lW.000
t22,5OO,WO
22.2W.ooo
lO.OW,WO
b.306.000
2.3W.OW
990,ow
62.296.WO
21 I 13o.Wo
9.5Wmo
3,820,DW
2.2W.ooo
1,100.ooo
58031 XI00
993,026
50.036.802
-10.0% I1 10,Wo)
7.3% 4.256,CQO - -
INTERGOVERNMENTAL
VEHICLE LICENSE FEES 4.300,Wo 3.793.91s 4.2W.000
1.109.606 1,209.ow
4.903324 5.409.ow
2.4% 100.000
3.4% 41,Wo
2.6% 141 .wo
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
2,156.584 BUILDING PERMITS
OTHER LICENSES & PERMITS
TOTAL LICENSES 8 PERMITS
2.2W.Wo
1,3W.W0
3.5W.DW -
1 .W5.WD
550,Wa
1.556.WO L. -
-64.3% f1,195,ooo1
-57.7% ~75O.aWl
-56.6% (1,946.WO)
1.164.267
3.320.851
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
ENGINEERING FEES
AMBULANCE FEES
RECREATION FEES
OTHER CHARGES OR FEES
TOTAL CHARGES FOR SERVICES
563,372
1.421.661
1.114.900
931.045
088.477
579.302
5.490.777 -
750.m
1.5w.Dw
750,Wo
1,160.WO
1,051 .ooo
599,WO
5.810.ooo
770,949 797,WO
450,Wo
690,WO
7oo.WO
1.2w.Wa
1.078.Wo
620,Wo
4,738,Wo
-40.0% ~3cxxWOl
-54.0% f610,OCOI
-6.7% ~50,oW)
3.5% 4o.wo
2.6% 27,WO
3.5% 21,Wo
-18.5% 11.072.OW)
-0.9% (7.Wo) FINES AND FORFEITURES --t
INCOME FROM INVESTMENTS
AND PROPERTY 2.226973 3.725.OW 3,125,WO -16.1% f6W.OW)
INTERDEPARTMENTAL CHARGES 2.006.923 2.1 w.wo 0.0% 0
OTHERREVENUESOURCES 597.693 9w.ow -44.4% fooo.ow1
0.5% 372.WO TOTAL GENERAL FUND 69.362.492 60,282.clW 80.654.WO
22
CITY OF CARLSSAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-m 2000-01
SPECIAL REVENUE FUNDS I
STORM WATER PFtOTECllON
TRANSFER FROM GENERAL FUN0 0 0
0 0 -
POLICE ASSET FORFEITURE
ASSET FORFEITURES 66,515 120,480
INTEREST 22,650 32.ooO
TOTAL 09.165 152.480
COPS GRANT
LAW ENFORCEMENT BLOCK GRANT
FEDERAL GRANT
INTEREST
OTHER
TOTAL
0
4,309
0
4,309 -
156,872
4,936
9.692
171,400
HOUSING . SECTION 6
INTEREST 4.640 6,467
FEDERAL GRANT 1.440.724 3,045,ow
OTHER 6,471 6,471
TOTAL 1.451.889 3.057.938
HOUSING TRUST FUND
INTEREST 331,017 37o.cQO
INCLUSIONARY HOUSING FEES 1,263.338 1,241.686
OTHER 11.387 588,314
TOTAL 1.605.742 2.2w.ow
LIBRARY ENDOWMENT FUND
INTEREST 1 i.878 17,wo
DONATIONS 150.650 0
TOTAL 163.528 17,wo -
LIBRARY GIFTS/BEQUESTS
GIFTS/BEQUESTS 99,652 21.900
INTEREST 3.322 6.Mx)
TOTAL 102.974 27.900 - w
ESTIMATED
REVENUE
2001-02
3o.ooo
2o.ooo
5D.‘WO >
175,634
10,ooo
186.634
lO.cc0
4,6bO,6Ob
0
4.650.604
250,OoO
760,ooO
n
1.010.ooo E-
12,wo
0
12,ooo -
5.mo -77.2% 116.900)
6.lmo -16.7% 11 .oool
lO.WO s -a
AS 96 DIFFERENCE
OF FY Oool 2oo401 TO
PROJECTED 2001-02
0.0% 1.673.190
0.0% 1.673,190
-76.1% ~90.0801
-37.5% ~12,ooo)
-67.2% I1 02,480) - 01
0.0% 175,634
-27.2% 13.743)
1250.6% 171,891 b- -a
-100.0% (156,872l
1.3% 64
-97.1% I1 56.806)
54.6%
52.4%
-100.0%
3,533
1.595.604
16.4711
52.1% 1.592.666
-32.4%
-38.8%
-100.0%
-54.1%
(120,oDol
(481,686)
1568.314J
11.19o.oool
-29.4% (5.ocKv
0.0% 0
-29.4% l5.omI
-64.2% i17.9ool
23
cm OF CARLSBAD
OPERATING FUNDS
REVENUE ESllMAlES
REVENUE SOURCE
TREE MAINTENANCE
ACTUAL PROJECTED
REVENUE REVENUE
1999-w 2000-01
ESTIMATED
REVENUE
2001-02
INTEREST
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES
INTERDEPARTMENTAL
TOTAL
MEDIAN MAINTENANCE
INTEREST
MEDIAN MAINTENANCE FEES
OTHER
TOTAL
STREET LlGiiTlNG -
INTEREST
INTERDEPARTMENTAL
STREET LIGHTING FEES
OTHER
TOTAL
BUENA VISTA CREEK CtiNL MAINT
INTEREST
BUENA VISTA FEES
TOTAL
STATE GRANTS fCLSAl
INTEREST
GRANTS
TOTAL
STATE GRANTS iFiF
38,243 65,wO
45.661 45,698
459,149 468.057
7o.ODQ 82.600
612.953 540.755
8.712
376,216
47.001
431.92s -
67,364 80.000
53,600 38.500
602,609 638,560
90.878 106.323
804.251 863.383
37.492 41,000
561 29
10,mo
417.583
46,378
472,961
458,057
428,130
90,wD
38.600
667,466
42,000
29
41.029
3,905
109.065
112.970
8.000
190,723
198.723 -
INTEREST 6.202 9.400
GRANTS 130,738 135.890
TOTAL 136.940 145,290
Moved to GF
AS% DIFFERENCE
OF FY 00-01 ZCOO-01 TO
PROJECTED 2001-02
9.1% s.ooo
0.7% 302
0.0% 0
0.0% 0
0.8% 5,302 - -
-70.0% (7.0001
2.5% 10,547
5.8% 2,622
1.3% 6.169 D -rrrcP
12.6% 10,Ow
0.0% 0
4.5% 28,906
-38.9% (41.3231
-0.3% (2.4171
2.4% 1.000
0.0% 0
2.4% l.ow 4
-100.0% ~8.0001
0.0% (190,723l
-100.0% (198.7231
-100.0% lS.4DOl
0.0% (135.8901
-100.0% 1145.290)
24
CITY OF CARLSSAO
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJEClEO ESTIMATED AS % DIFFERENCE
REVENUE REVENUE REVENUE OF FY DO-D1 ZDOD-01 TO
REVENUE SOURCE 1999-w 2DDD-m 2cQl-D2 PROJECTED 2001-02
ARTS SPECIAL EVENTS
INTEREST
DONATIONS
TOTAL
2.787
19.481
0.0%
-26.6%
-23.8% > -
4.m
34,037
36,037 - -
0
19.0371
m.037) 22,268 -
SENIOR NUTRITION
GRANTS
DONATIONS
TOTAL
100
0
70.989 109,951
91,933 92.606
162.922 202.461
0.0%
0.0%
0.0% 49
SENIOR DONATIONS
-83.3%
-3.2%
-lW.O%
~10.m1
(l.DDD)
INTEREST 6,973 12,ODo
124,108 31 ,wD
D 63,516
131.081 43.Dw
DONATIONS
OTHER
TOTAL
163,516)
H1.ODDl .25.6%
CDBG ENTITLEMENTIREHAB
INTEREST
OTHER
GRANT REVENUE
TOTAL
15,110
63.740
391.787
-2.7% 1500)
-19.2% f9.5Dol
67.7% 274.473
55.9% 264,473
18.500
49.5orJ
405,215
473,215 - - 470.617 -
CULTURAL ARTS PROGRAM
INTEREST 13,157 17,GQD
TOTAL 13.157 17.060
-11.8%
-11.8%
12,Dwl
I2.DDm
9,200
94.4w
ARTS GENERAL/GALLERY DONATIONS
INTEREST
qONATlONS
TOTAL
3.652
29.695
-34.8% 13.2WI
-84.1% (79.4001
103.6DD -79.7% l82.6cm
SISTER CITY DONATIONS
INTEREST
DONATIONS
TOTAL
0 -33.3%
-lW.O%
-92.4%
(1001
(2.3221
(2.4221 -
300
2.322
2,622
COMMUNITY ACTIVITY GRANTS
INTEREST
TOTAL
53,647 -7.1%
-7 1%
(5.ocQ1
~6.Doa
TOTAL SPECIAL REVENUE FUNDS 6.627.299 8.952.627
25
CITY OF CAALSSAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999a ZoGD-Dl
ENTERPRISE FUNDS 1
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERTY TAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTY FEES
INTEREST
ENGINEERING & PLAN CHECK FEES
ENGINEERING OVERHEAD
SERVICE CONNECTION FEES
AGRICULTURAL CREDITS
OTHER
TOTAL
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE
RECYCLED WATER CREDITS
INTEREST
OTHER
TOTAL
SANITATION OPERATIONS 0 -
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENT CHARGES
INTEREST
OTHER
TOTAL
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES iAB939)
NON-JURISDICTIONAL FEES
STATE GRANT
OTHER
TOTAL
GOLF COURSE
TRANSFER FROM GENERAL FUND
INTEREST
TOTAL
12.999.149
3.322.906
0
125.159
96.213
190,484
399,014
237,949
179,929
194.963
439.492
19.061,757
12.537.BDD
3.339.293
1.45D.DW
125.309
99,163
210,wo
964,wo
1so.GQo
97,DOo
190,cm
246,wo
96.DOO
19.205.364 P
1,329,392
75.799
270,565
45.652
10,165
1.731.553 - -
1.156.720
105,435
5w.Oocl
96,DiS
23,200
1.990.355
5.330.710 9.066.395
3,076 6.OW
55,950 70,ooo
272,753 290,cxxl
49.404 47.64s
5.710.593 6.460.043
129,077 24cmoo
219.936 206.Doo
351,999 250,ODO
47,254 24.276
591 25.CQO
749.646 744.276
600,DCQ
0
6W.000
600,000
150,cQo
75omO -
TOTAL ENTERPRISE FUNDS 26952.549 29.040.029
ESTIMATED
REVENUE
2001-02
13.1w.aoo
3.460.693
1,450.ODc
125,309
99,163
191,607
664,GOO
190,ow
645,660
190,Dw
252.960
75.060
20.414.441
1,156.720
117,717
5W.OW
96,900
23,464
1.994.901 -
6.216.999
6.DW
71,325
3w.CoO
50,500
6.644.714 L
3w.mo
210,cKxJ
250,Dca
0
3o.ooo
0 -100.0% l900.0061
110,000 -26.7% wwJw1
1 lO.cm Ill mo.ow1
29.953.956 -
AS % DIFFERENCE
OF FY W-01 2000-01 TO
PROJECTED 2001-02
4.5%
3.7%
0.0%
0.0%
0.0%
-13.6%
0.0%
0.0%
642.1%
0.0%
2.0%
-12.7%
6.3%
562,400
122,400
0
0
D
129.3931
0
0
559,690
0
4,960
110.94D~
1.209.087
0.0% 0
11.7% 12.292
0.0% 0
2.0% l.BW
1.1% 264
0.9% 14,446
2.7% 160,494
0.0% 0
1 .S% 1,325
7.1% 20,DcKl
6.0% 2,952
2.9% 194.671
25.0% BO.WO
2.4% 5.ooo
0.0% 0
6.1% 45,724 a- -
2.9% 913.929
26
CITY OF CARLSBAD
OPERAllNG FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED
REVENUE REVENUE
REVENUE SOURCE 1999-m 2DDD-Dl
INTERNAL SERVICE FUNDS I
WORKERS’ COMP SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
LlABlLtTY SELF-INSURANCE
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
HEALTH INSURANCE
INTEREST
INTERDEPARTMENTAL
REIMBURSEMENTS
OP TRANS IN
TOTAL
VEHICLE MAINTENANCE
INTERDEPARTMENTAL
INTEREST
OTHER
TOTAL
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
IKTEREST
OTHER
TOTAL
RECORDS MANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
INFORMATION TECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
TOTAL INTERNAL SERVICE FUNDS
101.486
532,110
5,970
639.466
166,322
7i4.399
9.551
20.613
2.214,379
357,696
0
2.592.699 -
1,610,7M
19,505
1.647
1.631.956
1.154.73s
241,209
7.200
1.403.147 -
69.349
2.402.030
1,710
2.472.099
9.648.509
126,DDD
536,990
64.wD
715,990
lBD,DDD
727,473
0
907.473
25,CXX
2.3W.OW
369,OW
74.000
2,769.ooO - -
1.519.655
34.000
127,400
1.690.055
le347.622
310,Dw
116,DDO
1.773.922 -
11o.DDo
3.206.009
0
3.315.oGcl
11.160.130
EEXIMATED
REVENUE
2001-02
669.929
175,DDD
741,925
l-3
916,925 -
25,OW
2.222.220
399,wo
0
2.645.220
1.461.944
30,WO
0
1.690.075 -
75.WO
3,646.212
0
3.721.212 -
AS % DIFFERENCE
OF FY oo-01 2000-01 TO
PROJECTED 2001-02
-4.0% l5,DCa
0.5% 2,649
-91.6% w4.owl
-6.5% (46.1511 2 -
-2.9% 15.oDD)
2.0% 14.362
0.0% 0
1 .O% 9,352 -A
0.0% 0
-3.4% 177,790l
7.9% 29.000
-4.4% (122.7901
-3.7% f56.710
-11.9% 14.0001
-100.0% I1 27.4001
-11.2% l199,111~ -
3.2% 42.453
-3.2% f10.owl
-100.0% 1116,WD)
-4.7% lB3.5471
0.0% 1,ooO
0.0% 799.1 w
0.0% 799, loo
-31 .B% 135.Wo1
13.9% 441,212
0.0% 0
12.3% 406.212
6.9% 764.075
27
CITY OF CARLSBAD
OPERATING FUNDS
REVENUE ESTIMATES
AS % DIFFERENCE
OF FY 00-01 2ODD-m TO
ACTUAL PROJECTED
REVENUE REVENUE
ESTIMATED
REVENUE
PROJECTED 200102 REVENUE SOURCE 1999-w 2ODQ-01
REDEVELOPMENT FUNDS 1
ZWl -02
VILLAGE OPERATIONS
RENTAL INCOME
ADMINISTRATIVE FEES
INTEREST
OTHER
TOTAL
149.105
71.390
12,295
-97.4% I1 31.999~
-65.2% 137.DDa
-19.2% (4.DDDl
15o,sss
67,DW
22,Ow
25,DDD
264.999
41.1% flO.2951 2.099
233.979 -69.2% 1193.173l -
VILLAGE DEBT SERVICE
7.9% 1 lOma
-33.3% 120.Dw1
TAX INCREMENT
INTEREST
OPERATING TRANSFER IN
TOTAL
1.337.079
43,645
1.502.949
2.993.672
0.0% 0
6.2% sD.Dw -
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENl
INTEREST
OTHER
TOTAL
334,269
115.977
390,ow
25,DDD
0
415,OoD >
12.4% 43.100
-79.3% 19o.DDa
0.0% 0
-10.2% 146.9DDl 461.900 450.322
SCCRA OPERATIONS
0 364.100 0.0% 384.100 TAX INCREMENT
TOTAL 0.0% 364.100
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT
TOTAL
123.424 0.0% 123,424
0.0% 123.424 <
3.567.972 2.179.799
123,424 -
TOTAL REDEVELOPMENT FUNDS 16.0% 347.461
TOTAL OPERATING 6116.058.720 8131.611.473 8135.883.398 3.3% 9 4.271.925
28
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
GENERAL FUND
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
2Dcn01
1998-99 1999-w ESTIMATED 2cxm01
ACTUALS ACTUALS EXPENDITURES BUDGET
1
211,820 229,049
CITY MANAGER 1.218.243
PUBLIC INFORMATION 0
CITY CLERK 369,430
CITY ATTORNEY 641,774
CITY TREASURER 107,181
TOTAL POLICY/LEADERSHIP GROUP 2.568.446
918.869
0
201.092
704,593
114.715
23O.DDD
1.079.741
317.173
106.370
772.557
i 14.616
254,340
1.079.741
317.173
155,526
798,688
147.546
%lNCR IDECI
00-01 BUD
TO
01-02 BUD
2001-02
BUDGET
296.039 12.5%
1,133,091 4.9%
423.350 33.5%
310.461 99.6%
972,455 21.8%
152.929 3.6%
2.166.319 2.622.657 2.753.016 3.276.325 19.1%
270,700 561,600 626,408 735.660 17.5%
1.299.324 1.49 1,480 1.643.143 1.719.224 4.6%
429,997 563,753 574,031 641,963 11.6%
1.081.146 1.276.949 1.739.977 1,939,671 11.5%
682,170 1.269.153 1,517,361 0 -100.0%
ADMINISTRATIVE SERVICES
ADMINISTRATION
FINANCE
PURCHASING
HUMAN RESOURCES
RECORDS MANAGEMENT (1 I
TOTAL ADMINISTRATIVE SERVICES
9,058
1,235,7Bl
464,256
997,634
0
2.706.729 3.763.337 5.164.935 6.100.920 5.036.736 -17.4%
PUBLIC SAFETY
POLICE
FIRE
TOTAL PUBLIC SAFETY
11.726.212 12.076.366
9.864.791 6.561.067
21.613.DD3 21.437.453
14,446,oOO 14.446.143 15,893,112 10.0%
10.471.929 6.1%
26.365.041 9.2%
9.690.604 9.690.611
24.136.604 24.136.954
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMIN 512,366
GEOGRAPHIC INFORMATION 154,953
ECONOMIC DEVELOPMENT 123.083
PLANNING 2.191.903
BUILDING 1.617.352
TOTAL COMMUNITY DEVELOPMENT 4.599.577
449.671 497,069 551.950 544.553 -1.3%
316.162 269.806 336,645 279,064 -17.1%
161,251 190,DDcl 246,301 173,529 -30.1%
2.265.048 2.309.948 2.619.744 2,695.652 10.6%
1.724.911 1 .B45,311 1,852.543 2.023,425 9.2%
4.917.043 5.112.135 5.608.163 5.916.243 5.5%
COMMUNITY SERVICES
21 .O%
-6.5%
10.6%
38.4%
6.0%
9.0%
LIBRARY 3,347.711 4.091.091 6,366,648 6.615.855 6.007.220
CULTURAL ARTS PROGRAM 364,499 489.912 681,221 688,288 643,882
SISTER CITY PROGRAM 4,327 5,142 9,155 9,155 10,123
PARK PLANNING/RECREATION MGT 455,152 570,139 806.700 693,151 959,439
RECREATION 2,402.765 2.2 19,042 2.936.599 3.114.049 3,301.662
SENIOR PROGRAMS 272,977 339,062 306,038 456,410 497,565
TOTAL COMMUNITY SERVICES 6,647,451 7.714.366 10.906.351 11.576.907 13.419.910 15.9%
29
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2ooo-ol
199s.99 1999-W ESTIMATED ZODO-01
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS -
PUBLIC WORKS ADMIN 692,420 612.698 510,640
ENGINEERING 4.014.459 4.516.502 4.532.435
PARK MAINTENANCE 2.078.123 2.357.397 2.469.522
STREET MAINTENANCE 2.054.382 2,011,671 2.224.985
FACILITIES MAINTENANCE 1.4o4.510 1.656.329 1 s896.972
Major Faciliiy Maintsnsnce CTrsnsfarl 2W.OW 2W.ooo 200,ow
TRAFFIC SIGNAL MAINT 319,262 425,493
TOTAL PUBLIC WORKS 10.763.156 11.760.090
NON-DEPARTMENTAL
COMMUNIN PROMOTION ICCVBI
BEACH PARKING
COMMUNITY CONTRIBUTIONS
HIRING CENTER
HOSP GROVE PAYMENT
PROPERTY TAX ADMIN FEE
DUES & SUBSCRIPTIONS
MISC I TRANSFERS OUT
ASSESSMENT SERVICES
INFRASTRUCTURE REPLACE TRANS
GOLF COURSE TRANSFER
TRANSFER TO CIP
TRANS TO STORM WATER PGM
MANAGEMENT INCENTIVE PAY
MISC EXPENSE
TOTAL NON-DEPARTMENTAL
SUBTOTAL GENERAL FUND
CONTINGENCIES
TOTAL GENERAL FUND
325,356 369,972 370,000 496,176 363,000
27,OW 0 36,OW 36,DW 36,WO
770,ooo 11,460 44,540 44.540 0
76,821 76,673 83,975 95,949 85.849
600,000 800,000 800,OW 600,WO BOO.000
205,351 226,157 240,000 240,OOO 250.000
26,652 33,535 56.600 56,600 65.600
75,500 652,949 515.549 515,546 0
15,349 13,095 63,072 63,072 48,000
0 2,ooo,oDD 3,ow.wo 3,wo,ow 3.000.000
1,680,OOO 6W.WO 6W.000 600,OOO 0
0 7,wo.ooo 4,3w,wo 4,300.ooo 1.500.000
0 0 0 0 1.873.190
‘0 0 0 0 460.000
7,460 37,761 268,120 275,000 0
476,430
12.310.984
557.013
4.914.493
2,771,803
2.274.000
2.189.126
2w.ooo
820.248
13.726.689
4,011,489 11,821.602 10.377.856 10.512.763
53.109,853 63.600.231 70.653.722 74.415,452
0 0 0 2.648.608
53.109.653 63.600.231 70.653.722 77.064.060
2001-02
BUDGET
597,940
4.759.107
3.026.229
2.521.462
2.552.743
0
627,260
14.086.741
8.479.639
-26.8%
0.0%
-100.0%
0.0%
0.0%
4.2%
15.9%
-100.0%
-27.1%
0.0%
-100.0%
-65.1%
N/A
N/A
- 100.0%
-19.3%
76.582.637 2.9%
4.wo.ow 51.0%
80.582.637 4.6%
%INCR lDECl
O&O1 BUD
TO
01-02 BUD
7.3%
-3.2%
9.3%
10.9%
16.6%
-100.0%
-23.5%
2.6% 2
30
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2ODO-01
1996-99 1999-W ESTIMATED 2000-01
DEPARTMENT ACTUALS ACTLIALS EXPENDITURES BUDGET
SPECIAL REVENUE FUNDS
POLICE ASSET FORFEITURE 65,051
COPS FUND 165,593
LAW ENFORCEMENT BLOCK GRANT 84,105
HOUSING SECTION 6 2.676.612
HOUSING TRUST 153.029
AUDIO VISUAL INSURANCE 67.647
LIBRARY ENDOWMENT FUND 0
LIBRARY GlFTSlBEOUESTS 9,899
STORM WATER PROTECTION PGM 0
TREE MAINTENANCE 510,936
MEDIAN MAINTENANCE 401,202
STREET LIGHTING 681.124
BUENA VISTA CRK CHNL MNT 7,046
STATE GRANTS (CLSAi 160,135
STATE GRANTS (PLFI 32,052
ARTS SPECIAL EVENTS 17.443
SENIOR NUTRITION 215,150
SENIOR DONATIONS 6 1,954
CDBG ENTITLEMENTIREHAB 730,104
COMMUNITY ACTIVITY GRANTS 0
CULTURAL ARTS PROGRAM 60.196
SISTER CITY DONATIONS 600
ARTS GENlGALLERY DONATIONS 6.350
145,582 67.006 135,100
106.868 146,864 233,903
111,991 B5.000 217,949
2.832.067 3.142.060 3.142.060
1,497.617 283,595 287.483
39.174 0 0
8,751 9.ooo 10,wo
48,505 21,0w 61.566
0 0 0
519.656 483.380 599.253
443,056 530,ow 540.845
760.898 826,047 841.500
9.924 7.176 292,866
137,796 140,ow 164.303
147.547 150,000 224,000
26.594 24,940 26,637
209.967 195,934 195,934
120,065 99,000 1 w.000
556,294 473.215 1.202.73 1
34,022 50,ow 65,428
33,269 28,664 28,664
700 2,900 6,104
21,597 39,515 104,958
TOTAL SPECIAL REVENUE FUNDS 6,106.?30 7.aw.950 6.803.296 8.503.084
ENTERPRISE FUNDS
WATER OPERATIONS 15.550.312 17.322.265 18.996.147 19.761.323
RECYCLED WATER OPERATIONS 1.363.172 1.527.181 1.709.718 1.631.604
SANITATION OPERATIONS 4.405.764 5.344.795 5,493,621 6.324.028
SOLID WASTE MANAGEMENT 128,594 148.675 295,968 365.996
GOLF COURSE 829,971 344.234 380,DDD 390.000
WORKERS COMP SELF INSURANCE 754,896 759.144 937,243 954,859 i.oia.7i7 6.7%
RISK MANAGEMENT 669,645 1,080,195 1,102,834 1.236.809 1,342.411 8.4%
HEALTH INSURANCE 2,635.961 2.767.012 2,55a,558 2.558.558 2,628,700 2.7%
RECORDS MANAGEMENT I1 I D 0 0 0 945,420 100.0%
VEHICLE MAINTENANCE 1.473.342 1.462.277 i .429.487 1.792.365 1.731.730 -3.4%
VEHICLE REPLACEMENT 927.88B l,DO5.368 1.588.448 2.396.592 1,039,25 1 -56.6%
INFORMATION TECHNOLOGY 1.652.992 2.278.075 3.690.976 4.146.014 4.176.084 0.7%
TOTAL INTERNAL SERVICE FUNDS 8,014,594 9.352.071 11.306.548 13.087.197 12.882.313 -1.6%
TOTAL ENTERPRISE FUNDS 22.277.813 24.687.140 26.975.454 29.462.951
INTERNAL SERVICE FUNDS I
2001-02
BUDGET
32,ODO
175,634
0
4.746.914
253,871
0
12,000
46,800
1.973,190
675,601
535.495
1.108.645
1,500
0
0
29.750
195,934
128,000
737,688
65,WO
20,wo
2,322
91,405
10,721,819
20,509.996
1.819.960
6.910.296
198.693
345,000
29.772.957
%INCR (DEC)
OD-01 BUD
TO
01-02 BUD
-76.3%
-24.9%
-100.0%
51.1%
-11.7%
0.0%
20.0%
-24.0%
0.0%
12.7%
-1.0%
31.7%
-99.5%
-100.0%
-100.0%
3.9%
0.0%
28.0%
-38.7%
-0.7%
-30.2%
-62.0%
-22.4%
. 26.1%
3.8%
11.5%
9.3%
-49.4%
-9.2%
4.6%
31
CITY OF CARLSBAD
OmtATlNG FUNDS
BUDGET EXPENDITURE SCHEDULE
DEPARTMENT
REDEVELOPMENT
VILLAGE OPERATlDNS
VILLAGE DEBT SERVICE
VILLAGE LOWNOD INCOME HSNG
SCCRA OPERATIONS
SCCRA LOW/MOD INCOME HSNG
TOTAL REDEVELOPMENT
%INCR (DEC)
MO1 BUD
TO
01-02 BUD
2DDD.01
1998-99 199000 ESTIMATED 2DDD-01 2001-02
ACTUALS ACTLlALS EXPENDITURES BUDGET BUDGET
I
418,196 2.086.574 . 458,381 458,381 776,282
1.697.351 1.699.741 1.350.000 1,362,DOD 1 .oa4,ow
75,134 2.126.426 110.657 122.050 113,620
0 0 0 0 364,099
0 0 0 D 29.871
2,1BD.691 5.912.741 1.919.038 1.942.431 21.9% 2
69.4%
-20.4%
-6.9%
100.0%
100.0%
TOTAL OPERATING FUNDS 102.179.549 111.353.033 117.558.058 129.059.723 136.327.598 5.6%
111 Rscords Management was converted to an Internal Service fund in 2001-02.
32
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02
MAJOR SERVICE AREA
POLICY AND LEADERSHIP GROUP
CITY COUNCIL
OVER
FINAL PRELIMINARY (UNDER)
BUDGET BUDGET 2000-01
2000-01 2owo2 ALLOCATED
I
CITY MANAGER
CITY TREASURER
PUBLIC INFORMATION
CITY CLERK
CITY ATTORNEY
1
6
0.75
1
0
6
1
6
0.75
1
0
6
ADMINISTRATIVE SERVICES
ADMINISTRATION
RECORDS MANAGEMENT
INFORMATION TECHNOLOGY
FINANCE .
RISK MANAGEMENT
PURCHASING
HUMAN RESOURCES &WORKERS COMP
I
PUBLIC SAFETY
POLICE
FIRE
I
COMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
BUILDING INSPECTION
ECONOMIC DEVELOPMENT
GEOGRAPHIC INFORMATION
PLANNING
HOUSING AND REDEVELOPMENT
3.75 4 0.25
13 13 0
1 1 0
2 2 0
24 24 0
IO IO 0
COMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
41.75 46.25 4.5
4 4.75 0.75
24 26 2
3 3 0
PUBLIC WORKS
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE & OPERATIONS
I
3 3.5 0.5
48.7 56.7 8
55.75 57.25 1.5
70.3 70.3 0
FULL AND 314 TIME LABOR FORCE 599.75 621.25 21.5
2 2
8 8
15 15
21 21
2 2
6 6
9 10
138 141 3
79.75 79.75 0
33
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (continued)
IS~MMARY OF REQUESTED LABOR FORCE BY CATEGORY I
ZQQQfQl 2001/02Difference
Full Time Personnel 596 616 20
3/4 Time Personnel in Full Time Equivalents 3.75 5.25 1.5
Hourly Full Time Equivalent Personnel 144.03 142.4 -1.63
TOTAL IABOR FORCE 743.78 783.65 19.87
LIMITED TERM EMPLOYEES
LNTERNS 3ooo~oz 2oo1/02 Difference I Management Interns 2 2 0
* Building Inspector Intern 2 2 0 GIS Intern 0.5 0.5 0 I
Planning Intern - front counter 1 1 0
TOTAL LIMITED TERM EMPLOYEES 5.5 5.5 0
34
.
Operating Budget & Capital Improvement Program ,
FY 20010 2002
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
1998-99
ACTUAL
PERSONNEL 1,666,027
MAINTENANCE & OPERATIONS 564,538
CAPITAL OUTLAY 10,216
GRAND TOTAL 2.240.781
SUMMARY
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
1,505,677 1,659,278 1,791,730
642,611 1,068,087 1,472,595
18,030 25,671 14,000
2.166.3 18 2.753.036 3.278.325
35
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 154,764 158,014
MAINTENANCE & OPERATIONS 57,055 71,036
CAPITAL OUTLAY 0 0
GRAND TOTAL 211.819 229.050
PROGRAM GROUP DESCRIPTION:
2000-01 2001 -02
BUDGET BUDGET
171,529 181,550
82,831 104,489
0 0
254.360 286.039
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 :
Meetinq Attendance
Prepare for and attend City Council Meetings, as well as various regional committee and community meetings.
Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence.
KEY GOALS FOR 2001 -2002:
Top Quality Services
Become a City that provides exceptional services on a daily basis
Transportation
Provide and maintain a multi-modal transportation system that moves goods, services and people throughout
Carlsbad in a safe and efficient manner that is coordinated with community development.
Quality of Life/Community Development
Develop a community that promotes quality neighborhoods, established compatible entertainment and
commercial venues and manages growth by providing an appropriate balance of facilities and services.
Parks
Provide Parks and Recreation facilities to meet growth management standards and actively address the
priorities of the citizens of Carlsbad within the CIP budget.
Water
Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner.
Environmental Management
Promote a clean, pollution-free, resource-conscious environment
o NPDES
o Sewage collection and treatment
o Solid waste
o Alternative energy
Finance
Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of
life.
36
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL
PAGE TWO
ACCT NO. 0010110
KEY GOALS FOR 2001-2002 (Continued):
Communication . Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher
level of confidence.
Open Soace~rails . Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive
HMP.
Leaminq . Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
In order to better reflect the cost of this program, Records Management charges have been allocated to this budget.
37
PROGRAM : CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PERSONNEL
ACCT NO. 001 021 0
ACTUAL ACTUAL BUDGET BUDGET
217,248 95,104 10,360 10,500
1 998-99 I 1999-2000 I 2000-01 I 200 1-02
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
169,657 97,862 141,966 299,961
2,525 8,126 3,200 0
389,430 201,092 155.526 310.461
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:
Election Administration
0 Serve as the City's Election Officer responsible for the administration of all Regular and Special Municipal
Elections, prepare all necessary documents in accordance with the Elections Code, and coordinate with the
Registrar of Voters.
Political Reform Act Filing Administration
Serve as the City's Filing Officer for all filings required by the Political Reform Act of 1974. This includes
notification of those required to file, provision of appropriate forms, and receipt and review of Campaign
Statements and Statements of Economic Interests.
Record Of Proceedings
Maintain accurate records of the proceedings of the legislative bodies as required by the Government Code,
including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation, Industrial Development Authority.
WORK LOAD STAT I STI C S :
Elections
General
Special
Filings
Campaign Statements
Statement of Economic Interest
Minutes
Council Minutes
CMWD Minutes H + R Minutes
PIC Minutes
CY11999
0
0
19
436
70
35
11
2
CY12000
1
0
21
424
101
41
18
1
Claims Filed
Public Hearing Notices
Ordinances Published
Meetinqs Held
Council
CMWD Board
H&R Commission
Public Improvement Corporation
___~ CY11 999 CY12000
105 130
60 39
63 29
70 101
35 41
11 18
2 1
38
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK
PAGE TWO
ACCT NO. 0010210
SIGNIFICANT CHANGES:
The election budget was reduced due to the lack of a General Municipal Election in November, 2001. The
significant increase this year is the inclusion of Records Management charges in the budget to cover costs for use of
the document management system and charges for staffing.
.
39
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
1998-99 1999-2000
ACTUAL ACTUAL
55,087 56,544
ACCT NO. 001 031 0
2000-01 2001 -02
BUDGET BUDGET
58,258 63,840 PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISS ION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies, including, among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Management
Develop projections of cash receipts and cash expenditures from various City and external sources.
Maintain records of cash receipts and cash disbursements into the Treasury.
Retrieve daily on-line bank statement and return check listing. Verify receipt of anticipated deposits. Ensure
that all checks paid by the bank were valid City checks.
Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
maintained for the anticipated activity of the next day.
Execute all electronic wires of funds, ensuring that all are signed by authorized personnel and are supported by
proper documentation.
Develop contracts for cost-effective banking, both retail and custody services.
Arrange for lines of credit and short-term loans, as needed.
Develop, maintain, and ensure compliance with all Treasury internal controls.
Investment Management
Develop and maintain the City’s Investment Policy and present annually, or as necessary, to the City Council for
approval. Incorporate in the investment policy any changes in the City’s financial requirements that affect
investments. Ensure compliance with the California Government Code.
Develop and maintain a pool of investments for the City and its agencies.
Research daily the financial markets and the financial forecasts.
Determine daily the type of investments that should be made, considering the current cash position and financial
markets. Determine the dollar amount of the investment and the desired maturity date.
Solicit telephone bids from approved financial institutions/brokers for available investments.
Evaluate investment alternatives and effect investment purchases.
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.
Prepare trade authorizations and arrange
40
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (continued):
Reportina and Oversiaht . Develop and present to the City Council monthly reports of investment activities.
l 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.)
FY 1998 FY 1999 FY 2000 FY2001
l Portfolio Balance (millions of $) 267 299 323 360
. Number of Investments in Portfolio 1,537 1,565 1,712 1,757
. Investment Activity
(transactions per month) 294 262 220 226
. Number of Checks Cleared 15,138 14,820 14,639 13,757
KEY GOALS FOR 200192:
Finance . Anticipate and meet the changing investment needs of the City in order to optimize investment returns,
consistent with maintaining safety.of principal and ensuring sufficient liquidity.
Learning . Cffer 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 Oftice of the Treasury, the City’s Investment Policy, and investment activities. Use the web site as a forum to receive and
respond to community comments and questions.
SIGNIFICANT CHANGES:
None.
41
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
1998-99
ACTUAL
PERSONNEL 702,399
MAINTENANCE & OPERATIONS 180,487
CAPITAL OUTLAY 7,691
GRAND TOTAL 890.577
ACCT NO. 0011010
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
604,514 726,700 726,488
303,969 330,570 403,603
8,386 22,471 3,000
916.869 1.079.741 1.133.091
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 the Assistant City Manager (who also serves as the head of the Community
Services Major Service Area) and the related support staff. The City Manager is generally responsible for the
achievement of the organization’s goals that support the City Council’s strategic goals.
PROGRAM ACTIVITIES:
Financial
Promote sound financial practices and a balanced revenue expenditure basis.
Administration
Provide timely and reasonable responses to citizens and customers.
Policy Development
Assist Council in policy development.
PERFORMANCE MEASURES:
The City Manager’s Office is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2001 -02:
Top Quality Services
Become a City that provides exceptional services on a daily basis
Transportation
Provide and maintain a multi-modal transportation system that moves goods, services and people throughout
Carlsbad in a safe and efficient manner that is coordinated with community development.
Quality of LifelCommunity Development
Develop a community that promotes quality neighborhoods, established compatible entertainment and
commercial venues and manages growth by providing an appropriate balance of facilities and services.
Parks
Provide Parks and Recreation facilities to meet growth management standards and actively address the
priorities of the citizens of Carlsbad within the CIP budget.
Water
Ensure a 90% reliable, high quality, diversified water system in the most cost effective manner.
42
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
KEY GOALS FOR 2001-02 (Continued)
Environmental Management . Promote a clean, pollution-free, resource-conscious environment
o NPDES
o Sewage collection and treatment
o Solid waste o Alternative energy
Finance . Implement proactive strategies that provide and manage the necessary resources to ensure a high quality of
life.
Communication . Ensure that citizens, staff and Council are well informed, leading to a more responsive government and a higher
level of confidence:
Open Space/Trails . Preserve, enhance and manage an Open Space and Citywide Trail system that incorporates a comprehensive
HMP.
Learning
l Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None.
43
PROGRAM: PUBLIC INFORMATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC INFORMATION
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 72,173
MAINTENANCE & OPERATIONS 0 0 245,000
CAPITAL OUTLAY 0 0 0
ACCT NO. 001 1012
2001 -02
BUDGET
76,400
346,950
0
IGRAN~ TOTAI I 01 01 31 7.1 73 I 423.350 I
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 Carlsbad with more comprehensive information regarding services and
opportunities available throughout the City.
KEY GOALS FOR 2001-02:
Top Quality Services
* Provide the citizens and customers with information regarding City programs and opportunities.
Continuously update citizens and customers on the progress of City programs and policies.
Communication = Create an awareness and on-going celebration of the City’s 50th year which will include activities foal1 the
residents and City staff in partnership with other community organizations.
SIGNIFICANT CHANGES:
Costs were include in this budget for the 50th anniversary celebration.
44
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0011210
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
536,529 591,501 620,258 732,952
178,430 228,503 105,245 11 1,574
0 1,518 0 11,000
GRAND TOTAL 641,774
PROGRAM GROUP DESCRIPTION:
704,593 798,688 972.455
Provide legal advice, assistance and guidance in accomplishing and implementing the Council’s goals to: 1) ensure
the effective and efficient delivery of top-quality services to our community; 2) develop and implement proactive
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 2001 -02:
Top Quality Services
To provide quality and timely legal advice to all elected and appointed City officials, and to all major service areas to
assist them in making sound legal decisions to carry out the goals of the City Council 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 risk/exposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
45
46
Operating Budget & Capital Improvement Program
FY 2001 - 2002
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARl 0 U S
PROGRAM GROUP: ADMINISTRATIVE SERVICES M PERSONNEL
SUMMARY
PERSONNEL
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
2,560,635 3,497,609 4,340,325 4,626,586
1998-991 1999-20001 2000-01 1 2001-021
ACTUAL
2,560,635
ACTUAL BUDGET BUDGET
3,497,609 4,340,325 4,626,586
47
PROGRAM:
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES
AD M I N I STRATION
PERSONNEL
ACCT NO. 001 11 10-1 2
1 1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
0 210,776 214,583 221,190
399,824
12,000
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
442,590
72,100
9,058
0
55,926
3,998
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.
The Administrative Services departments include Finance, Human Resources, Information Technology, Purchasing,
Records Management, and Risk Management. These departments share a common goal of providing top quality
services to the many customers served by the staff of about 60 employees. Thousands of water customers,
vendors, businesses and City employees are affected in some way every day by the services and products of the
Administrative Services departments.
The goals of the departments focus on the creation of systems and structures that support the City’s efforts to
provide top quality services. Whether it is a Public Works facility inventory system, the financing of a multi-million
dollar project, or creating better technology systems for the many City computer users, the Administrative Services
departments are engaged and involved in the efforts. More detailed information on each department can be found at
the front of each budget section.
KEY GOALS FOR 2001 -02:
The Administrative Services Director is charged with assisting the departments within the Major Service
Area (MSA) in accomplishing their individual goals. The removal of roadblocks, coordination between
departments with competing or conflicting priorities, resource allocation and other support efforts are the
primary focus of the director.
Additional emphasis on employee development and communication through the Experience Carlsbad
program. Continued development of an harassment free workplace.
Implementation of the Information Technology Strategic Plan and improvement of the cosvbenefit analysis
process for IT projects.
Customer service initiatives.
Compliance with GASB* 34 rules.
SIGNIFICANT CHANGES:
None.
* Governmental Accounting Standards Board - Statement No. 34 creates new standards for financial reporting by
government entities including the addition of the cost of infrastructure assets on the balance sheet.
48
PROGRAM: FINANCE
FUND: GENERALlENTERPRlSE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WASTEWATER ENTERPRISE
MISS 10 N STATEMENT:
Our mission is to ensure that the City of Carlsbad makes sound financial decisions. We take pride in accomplishing
this mission by maintaining individual and departmental credibility; working together as a team while respecting
each other‘s differences; and, consistently striving to go above and beyond expectations.
P ROG RAM ACT1 VI TI E S :
Long-Ranqe Financial Planning
Prepare ten year operating forecasts incorporating various “what if 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
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 Receivable/Cashiering
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 that will improve customer service and increase efficiency.
Accounts Pavable/Payroll
Prepare checks for City employees and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accounting and Reporting
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
disclosure as required.
Maintain the data within the financial information systems of the City and provide training to users, as needed.
49
PROGRAM: FINANCE
FUND: GENERAL/ENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (continued):
Assessment DistrWCFD Administration . Assist in evaluation and formation of new districts. . Issue bonds for capital projects when required. Pay debt service and provide continuing disclosure information
as required. . Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
documents and State law.
Audits . Monitor sales tax audit contract to ensure effectiveness. . Perform in-house internal control reviews as needed.
WORKLOAD AND PERFORMANCE INDICATORS:
FYI998 FYI999 FY2000
Average number of days to issue Financial
I Status Report: N/A N/A 19
2 Awards received for CAFR CSMFOlGFOA CSMFO/GFOA CSMFO/GFOA
3 Awards received for Annual Budget Excellence: Meritorious: Excellence: Operating and Operating Operating and I I 1 Capital - 1 - 1 Capital - I GFOA
4 Number of business licenses processed 5,600 5,616 6,214
5 Number of account payable checks processed NIA N/A 15,176
6 Number of payroll checks issued 16,359 11,197 9,452
7 Number of electronic payroll checks issued 4,278 11,362 12,204
8 Outstanding debt issues administered $96 million $100 million $81 million
KEY GOALS FOR 2001-02:
TOD-Qualitv Services
. Increase the efficiency and effectiveness of accessing information for financial reporting. . Increase the number of cashiering sites available to our customers, provide more timely information and
streamline processes through the selection of a Citywide cashiering system. . Increase the efficiency of utility bill processing and timelier receipt of utility account revenue through the
implementation of cycle billing.
Transoortation . Assist in the development of financial plans that will allow for the development of key road segments throughout
the City.
Financial Health . Insure continued financial health of the City through additional improvements in the City’s collection efforts. . Improve the understanding of the Ciiy’s financial status by implementing the new financial reporting
requirements for state and local governments as set forth by the Governmental Accounting Standards Board. . Insure financial integrity of the City through the development and implementation of an internal audit program. . Improve efficiencies in the billing and collecting of false alarm penalties by bringing the billing operations in-
house.
SIGNIFICANT CHANGES: *
Approximately 1 part time FTE added to ensure that top quality customer service will continue despite increases in
the customer base.
50
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
I 998-99 1999-2000 2000-0 1
ACTUAL ACTUAL BUDGET
PERSONNEL 284,440 282,959 333,816
ACCT NO. 0011410
2001 -02
BUDGET
342,640
177,317
2,499
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
143,493 240,215 288,773
3,545 0 10,550
MISSION STATEMENT:
The Purchasing Department's mission is to provide top quality service through effective working relationships to
obtain the necessary goods and services in a professional, responsive, timely, and cost effective manner.
PROGRAM ACTlVlTl ES :
Bids and Quotations
Update and maintain formal bid and quotation files.
Prepare and maintain vendor lists by commodities.
Issue and manage formal bid and quotation processes.
Commodity/Service Contracts
Develop new annual contracts.
Track and renew annual commodity and service contracts.
Develop and administer joint agency contracts.
Assist City departments in the creation and administration of contracts.
Public Works Contracts
Maintain current contractor's list by classifications.
Publish Public Works contracts, maintain plan logs, and manage bidding process.
Records Manaqement
Assist departments in transferring records to City storage facilities.
Administer the records storage program at the City warehouse.
Central Stores
Review and update Stores Catalog for items carried in Central Stores.
Act as shipping and receiving for the Faraday Administration Center.
Purchase and distribute office supplies for City departments.
Surplus Property
Maintain inventory of surplus City property and direct surplus property to requesting departments as it becomes
available.
Direct disposal of surplus and losffunclaimed Police property.
51
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
Orders Issued
Dollar Amount of
Purchase Orders
Issued
City Hall Number of
Pieces of Mail
Processed
PROGRAM ACTIVITIES (continued):
$41,521,822 $38,627,055 $49,500,000
1 10,000 124,507 150,000
Messenqer and Mail Service
rn
rn
rn
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 first-class mail.
Collect outgoing City mail and apply postage.
Maintain postage usage records by departmentlprogram.
Sort and distribute all incoming City mail.
WORKLOAD STATISTICS:
PAGE TWO
ACCT NO. 0011410
KEY GOALS FOR 2001 -02:
Top Quality Services
rn
Provide departments with effective and efficient tools to acquire goods and services through the use of
electronic ('E') procurement.
Increase the use of pre-sort mail by 10%
Reduce the number of forms in the Central Stores by 5% by placing them on the City's community computer
system drive or lntranet
SIGN I FlCANT CHANGES :
Expand Purchasing Internet services to provide benefits to City staff and outside customers.
52
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
1998-99
ACTUAL
PERSONNEL 590,534
MAINTENANCE & OPERATIONS 398,948
CAPITAL OUTLAY 8,152
GRAND TOTAL 997.634
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
600,587 632,172 678,466
463,992 1,107,509 1,243,905
16,567 296 17,300
1,081,146 1,739,977 1.939.671
MISSION STATEMENT:
People are our priority ... 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.
Employment: Recruitment, Classification, Compensation, Human Resource Systems
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
employees.
Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness
of the system.
Conduct Fair labor Standards audit to ensure compliance to the law.
Participate in consortium testing for positions in Police and Fire.
Training
Conduct quarterly management meetings.
Implement value-based training related to legal compliance topics.
Conduct annual benefits education program with employees.
Educate employees on policies and requirements of Department of Transportation (DOT) Program.
Implement professional growth programs in conjunction with the Carlsbad Academy and career development for
employees.
Administration
Review and update the City’s Personnel Rules to make consistent with other employment-related ordinances,
policies, agreements and practices.
Continue enhancements on the Human Resources web page to expand information access to internal and
external customers.
Administer DOT Program for commercial drivers.
Implement intranet information for employee access.
Employer/Employee 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 confer with employee associations to communicate City Council direction and authority: share
employee interest with City Council.
Consult with employees concerning employee relations concerns and provide direction of City policy.
Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing,
EEOC, etc.).
53
PROGRAM: HUMAN RESOURCES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 0011510 THRU 0011550
WORKLOAD STATISTICS:
I Five Year Recruitment Trend Measures for ClassificationlCompensation Review
Number of classification descriptions revisedlcreated 80 I
FY 00-01 *
Number of positions reviewed
Measures for Recruitment
Number of applicants processed
Number of recruitments processed
Number of eligibles on employment list
Number of new hires
Number of promotions/transfers
150
1258
56
492
52
23
As of 05/04/01
z 120
ln 100 8 2 80 n
ln 60
40 - 20
ln
0
0
w to I
96-97 97-98 98-99 99-00 00-01
**Average recruitment cycle time: 53 Days "For period between: 0 Prornonrans 1 Fiscal Year 12/01/00 & 05/04/01 0 Hires
KEY GOALS FOR 2001-02:
e
e
e
e
0
e
e
e
a
e
Top Qualitv Services
Redesign and administer Human Resources Customer Satisfaction Survey to measure needs of the employees .. and the organization in order to focus/allocate HR services effectively.
Implement marketing plan to educate employees on HR services and encourage a more effective utilization of
HR services by internal customers (employees). Increase HR visibility and be seen as a customer service
leader in people services.
Partner with departments to analyze organizational structure, position utilization, and development of
classification and compensation structure to support staffing needs.
Continue implementation of HRISIPY, Le., new versions of the Human Resources/Payroll module.
Review and update the City's personnel rules to make consistent with other employment-related ordinances,
policies, agreements, and practices.
Consolidate Deferred Compensation to one provider.
Continue enhancements to Human Resources Internet and lntranet web pages to expand information access to
internal and external customers.
Implement pilot job sharing program in Police dispatch unit.
Continue process improvement in the following areas: Benefits, Workers' Compensation, Recruitment,
Classification, HR Systems, Employer/Employee Relations, Administration and Change, Training, Payroll,
Record Keeping, and Human Resources Planning.
Improve the level of customer service of the Human Resources department through cross training
Learning
e
e
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
excel in their jobs and deliver top-quality service to our customers.
Develop employee development policy and standardized curriculum for all City employees.
SIGNIFICANT CHANGES:
An Office Specialist I position has been added to develop a pilot resource pool program.
54
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 I 1520
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
59,745 82,848 89,815 79,165
695,141 676,296 865,043 939,552
0 0 0 0
754,886 759,144 954,858 1,018,717
MISSION STATEMENT:
People are our priority ... 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 2001 -02:
City Council Strateqic Goal:
Ensure the effective and efficient delivery of top-quality services to our Community.
Top Quality Services
Implement systems to accurately capture and track occupational disability leave, monitor lost days of work, and
make recommendations to reduce the number of days an employee is out of the workplace.
Performance Measure . Average lost days per claim = 5.57 (for the period of 07/01/00 - Ol/Ol/Ol).
SIGNIFICANT CHANGES:
None.
55
PROGRAM: RISK MANAGEMENT
FUND:
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
G E N E RA L LI AB I L ITY SELF -IN S U RAN C E
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
166,662 139,404 166,809 170,419
502,983 940,252 1,072,000 1,171,993
0 2,484 0 0
669.645 1.082.140 1.238.809 1.342.4 12
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program, manages the
administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside
counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize
the risk of future losses.
PROGRAM ACTIVITIES:
Litiqation Management
The fund is utilized to pay for settlements, costs and defense expenses incurred as the result of general liability
claims made against the City, and to pay for related administration and insurance expenses. Risk Management
works with the City Attorney's Office and outside counsel to monitor, control and resolve litigated matters in the
areas of property, casualty and general liability.
Insurance/Self-Insurance
Directs the marketing, renewal, planning and funding of the insured and self-funded portions of the program;
administers the general liability self-insurance funds.
Claims Manaqement
Directs and administers the claims management program for property, casualty and general liability by utilizing a
combination of in-house services and a contract claim administrator.
Loss PreventioniTraining
Provides direction, programs and training for various City departments to minimize the risk of future losses.
KEY GOALS FOR 2001-02:
Top Quality Services
A written ergonomics program.
A professional liability insurance guide for contract managers.
SIGNIFICANT CHANGES:
None.
56
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 61 ,I 19 46,440
MAINTENANCE & OPERATIONS 2,574,843 2,720,572
CAPITAL OUTLAY 0 0
ACCT NO. 6131520
2000-01 2001-02
BUDGET BUDGET
46,000 54,200
231 2,558 2,574,500
0 0
MISSION STATEMENT:
People are our priority ... we promote the development, well-being and success of employees and the organization.
PROGRAM ACTIVITIES:
This fund is used to pay health insurance premiums for the General employees and dental premiums for all
employees.
SIGN I FI CANT CHANGES:
None.
57
PROGRAM: RECORDS MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: RECORDS MANAGEMENT
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 61 41 61 0
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
0 220,796 449,942 481,730
0 326,467 936,927 461,190
0 134,908 130,492 2,500
0 682,171 1,517,361 945.420
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
and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information.
The Records Management Department also provides staff support for the part-time elected City Clerk.
PROGRAM ACTIVITIES:
Records Management
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 Support Activities
Provide staff support for part-time elected City Clerk.
Take necessary precautions to ensure the City's compliance with the requirements of the "Brown Act" open
meeting law.
Take necessary precautions to ensure that requirements for public hearing noticing are met.
Provide maintenance and quarterly supplement service to the Carlsbad Municipal Code, and maintenance of the
Code on the Internet.
Provide subscription service for City Council agendas and minutes.
Assist the public and City departments with requests for information: providing research services concerning
Council action since City incorporation on July 16, 1952, providing copies upon request, and providing copy
certification services.
Maintain the City Hall Xerox 5885, by provision of key operator services, supplies, and current maintenance
agreement.
58
PROGRAM: RECORDS MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: RECORDS MANAGEMENT
WORKLOAD STATISTICS:
Documents processed:
Agendas 118 161
Agenda Bills 559 415
Resolutions 535 441
Ordinances 63 38
Documents to Recorder 546 545
Contracts/Agreements 740 743
Subscriptions to Municipal Code 111 101
Copies 563,428 563,428
Entries Indexed 550 550
lmaaes in DMS
Conversion
Day Forward
Corrections
Storaae
Boxes of Files
Microfiche Boxes
CYll999
226 282
12 12
PAGE TWO
ACCT NO. 6141610
CYi2000
420,000
5,148
2.240
KEY GOALS FOR FY 2001-02:
? Improve communications and access to information through the application of available technologies. . Improve access to and management of City documents through the further implementation of a Document
‘Management System, and begin phase three which expands functionality and increases the number of users. . Continue implementation of Records Management Program to organize City Records.
SIGNIFICANT CHANGES:
Records Management has become an Internal Service Fund department, so charges for operation of the DMS and
Records Program will be charged to user departments.
59
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY
PERSONNEL
MAINTENANCE & OPERATIONS
ACCT NO. 6401710
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
54536 1 946,594 1,141,730 1,217,010
1,107,031 1,331,481 2,472,350 2,496,474
CAPITAL OUTLAY
GRAND TOTAL
0 0 516,934 462,600
1.652.892 2.278.075 4.131.014 4.176.084
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Computer Support Services
0
Telecommunication Support Services
0
0
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
Citywide network.
Provide support for all standard City applications.
Ensure the City’s telecommunication network and its associated equipment remain operational with minimum
downtime.
Provide the necessary support for all telephone and data communication equipment.
New Systems Support
Meet the information needs of the users and encourage the appropriate use of computers and communication
technology to increase productivity and enhance communication.
Increase citizen access to City services through the use of technology.
KEY GOALS FOR FY 2001-02:
Top Quality Service . Improve access to and management of City documents through further implementation of a Document
Management System (DMS) that meets the needs of system users. Begin Phase Ill, which expands
functionality and increases the number of departments utilizing the system
Further the implementation of the Strategic Technology Plan to ensure effective use of information technology
Citywide.
Upgrade PCs to Windows 2000 operation system Citywide.
Increase ease of access to internal information via implementation of Phase 2 of lntranet site.
0
SIGNIFICANT CHANGES:
None.
60
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL
Community Promotion
(Cartsbad Convention
and Visitor’s Bureau)
$325,356 $369,972 $496,176 $363,000
Community Contributions 770,000 11,460 * 44,540 0
Beach Parking 27,000 0 36,000 36.000
Hiring Center .
Dues and Subscriptions
76,621 76,673
28,652 33,535
Property Tax Administration Fee 205,351 226,157
Assessment Services 15,349 13,095
Misc Expenditures
Total Non-Departmental Expenditures
7,460 37,761
85.849 85,849
56,600 65,600
240,000 250.000
63,072 46,000
275,000 0
I ,455,989 768,653 1,297,237 846,449 e-
Transfers
Misc I Transfers Out 75,500 652,949 515,546 0
Golf Course Contribution 1,680.000 600.000 600,000 0
Hosp Grove Debt Service 800,000 800,000 800,000 800,000
Infrastructure Replacement Fund
Transfer to Storm Water Program
0
0
2,000,000
0
3,000,000
0
3,000,000
i,a73,190
Management Incentive Pay
Transfer to Capital Improvement Pgm.
Total General Fund Transfers
0 0 0 460,000
0 7.000.000 4.300.000 1500.000
2.555500 11,052,949 9,215,546 7,633,190
Contingencies
Contingencies (Adopted budget) 3943,700 4,ooo.ooo 4,300,000 4,000,000
199899
ACTUAl
2000-01
ACNAL
ACCT NO. OOI-VARIOUS
1504310
2000-01 2001-02
GENERAL FUND TOTAL $7.955.189 515821.602 $14.812.783 $12.479.639
‘Carlsbad Community Contributions Fund
Communitv Activitv Grants 0 40.000 60.000 65.000
61
62
Operating Budget & Capital Improvement Program
FY 2001 - 2002
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
16,190,744 17,261,191 18,412,638 19,762,090
4,079,872 4,145,869 5,606,039 6,382,610
1,573,033 282,844 587,181 427,975
63
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
SUMMARY
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
9,287,375 10,124,737 10,851,252 11,714,435
2,53 7,742 2,806,964 3,771,301 4,303.31 1
133,740 197,136 292,493 83,000
11,958,857 13,128.837 14,915,046 16.100.746
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality
service to the community to ensure the preservation of life and property and the maintenance of law and order. In
doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion;
we hold ourselves to the highest ethical and professional standards of conduct: we are committed to personal
integrity, common purpose, and support of each other as essential to an effective and productive work environment:
and we provide leadership in our profession as an example for all law enforcement and to guarantee the best
possible service to our citizens.
PERFORMANCENVORKLOAD MEASURES:
2000 Average Response Times
Priority one calls are those in which there is an immediate threat to life or property. Our goal is to respond to all
priority one calls in an average of six minutes or less. In 2000, we responded on average faster to priority one calls
than our goal. Priority one calls made up less than one percent of our total call volume in 2000. Priority two (urgent
calls) and priority three (calls for reports) calls made up over 99 percent of our total call volume. Our average
response time in 2000 to the lowest priority call was less than 22 minutes.
Priority
Priority
Priority
I
2
3
0 5 10 15 20 25
MINUTES
64
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCENVORKLOAD MEASURES (Continued):
Citizen Satisfaction
In an effort to Drovide the best service possible to the community. the Carlsbad Police Department has been
surveying victim's of crime since 1991. This survey helps the department measure satisfaction and obtains feedback
from citizens who have had contact with our department. Over 4,000 responses have been received to-date.
2000 RESULTS
Administration =R=7 I I I I I I
4.6
4.7
4.6
4.6
4.5
1 2 3 4 5
Poor Good Excellent
Crime
The Police Department measures crime with the FBI index crimes. FBI index crimes include homicide, rape, robbery,
aggravated assault, burglary, Iarcenyltheft, and motor vehicle theft.
37.3 40 ,
30
20
10
0
1997 1998 1999 2000
FBI Index Crimes per 1,000 Population
65
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE THREE
SUh’lMARY
KEY GOALS FOR 2001-02:
TOD Qualitv Services . Maintain or improve citizen satisfaction with police services. . Improve dispatch, records, and other communications capabilities by upgrading current systems. . increase critical incident response capabilities. . Enhance the use of technology and evidence procedures for the investigation, documentation, and solving of
crimes.
TranSDOIWiOI’I
. -4 Expand traffic safety education. b-’ ~.
Leaminq . Improve police employee training efficiency by creating a plan for a well-managed and cost effective training
program.
66
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99
ACTUAL
ACCT NO. 0012110
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
303,633
525,024
5,625
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
294,487
459,542
4,897
479,955
71 1,850
0
321,081
1,198,682
0
WORK PROGRAM:
Develop and administer functions and programs that support the City's and the Police Department's statement of
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Proqrams
Develop and manage programs which reduce crime, encourage citizen participation, and improve Community
safety.
Organization
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:
Increase reflects the creation of a department contingency account to fund unanticipated costs.
67
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012120
ACTUAL ACTUAL BUDGET BUDGET
4,272,782 4,642,016 4,691,122 5,162,056
648,887 707,273 836,753 786,962
54,476 58,583 120,524 17,000
1998-991 1999-2000 I 2000-01 I 200 1-021
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol, traffic enforcement and special
enforcement to the community. Enforce laws and ordinances, preserve the peace, and provide for the protection of
life and property through proactive programs of enforcement and prevention.
PROGRAM ACTIVITIES:
Calls for Service
0
Investigate crimes.
Enforce City ordinances.
Respond to calls for service for emergency and non-emergency services
Reports
Take reports including crime, arrest, collisions, incident, citation, and field interview.
Response Time
Respond to priority one calls in less than six minutes.
WORKLOAD STATISTICS:
CY 1997 CY 1998 CY 1999
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:
CY2000
64,366
8,381
5.1
In order to maintain service levels, one new patrol officer has been added.
68
PROGRAM: TRAFFIC
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 0012121
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
688,381 721,002 879,581 1,077,837
167,207 164,238 233,746 238,144
5,980 4,400 96,500 33,500
861,568 889.640 1,209,827 1,349,481
WORK PROGRAM:
Provide traffic enforcement as a means of reducing collisions and hazardous violations in the community. Provide
accident investigation and traffic safety programs to make the streets and highways safer.
PROGRAM ACTIVITIES:
Maintain a high profile of traffic enforcement in order to reduce traffic collisions Citywide.
Conduct accident investigations to document location, time, and cause of traffic collisions in order to provide
targeted traffic enforcement.
Provide data for traffic engineering.
WORKLOAD STATISTICS:
_________ CY 1998 CY1 999 CY2000
Injury collisions per mile of
roadway 1.35 1.27 1.26
SIGNIFICANT CHANGES:
To maintain traffic enforcement levels and traffic volume and miles of roadway increases, one traffic officer has been
added.
69
PROGRAM : VOLUNTEER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012122
1998-99 1999-2000 2000-0 1 2001-02
ACTUAL ACTUAL BUDGET BUDGET
0 50 2,070 2,029
31,592 24,048 35,160 24,558
0 0 0 0
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 the 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 CY2000 ~___~
Number of hours contributed 16,411 14,736 15,355
SIGNIFICANT CHANGES:
None.
70
PROGRAM: RESERVE OFFICER PROGRAM
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012123
1998-99 1999-2000
ACTUAL ACTUAL
2000-01 2001 -02
BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,636
2,108
0
2,757 3,400 3,774
1,956 10,100 10,100
0 0 0
WORK PROGRAM:
Provide assistance to the patrol and traffic functions, as well as other divisions within the department by assignment
as transport, cover, or working with officers.
PROGRAM ACTIVITIES:
Provide special detail assistance to all divisions of the Police Department.
Provide service to Spring and Fall fairs, Oktoberfest, marathon, and other special events.
Provide assistance with follow-up and special investigations for traffic officers and detectives.
WORKLOAD STATISTICS:
CY1997 CY 1998 CY 1999 CY 2000
Hours contributed by reserve officers 2,078 2,360 1,491 1,448
SIGNIFICANT CHANGES:
None.
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99
ACTUAL
PERSONNEL 345,062
MAINTENANCE & OPERATIONS 66,875
CAPITAL OUTLAY 6,034
GRAND TOTAL 417.971
ACCT NO. 0012124
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
380,472 338,286 352,051
81 ,I 67 78,224 82,984
6,465 1,600 0
468.104 418.110 435.035
WORK PROGRAM:
Augment patrol officers in general law enforcement efforts to deter crime. Enhance department’s ability to locate
hidden suspects while providing greater officer safety through the use of trained Police dogs.
PROGRAM ACTIVITIES:
Enforce laws throughout the City.
Provide canine coverage on each patrol watch.
Patrol remote areas using 4x4 vehicles.
Provide canine demonstrations to schools and civic groups throughout the year to show the capabilities of
Police canine teams.
SIGNIFICANT CHANGES:
None.
22
PROGRAM: LAGOON PATROL
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99
ACTUAL
PERSONNEL 29,154
MAINTENANCE & OPERATIONS 14,289
CAPITAL OUTLAY 0
GRAND TOTAL 43.443
ACCT NO. 0012125
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
56,341 62,961 69,986
7,329 13,881 14,361
0 0 5,000
63,670 76,842 89.347
WORK PROGRAM:
Maintain order in and around Agua Hedionda Lagoon on a year-round basis. Provide general coverage and respond
to concerns involving Agua Hedionda and the other City lagoons. Maintain order on City's trail systems and in the
City's parks.
PROGRAM ACTIVITIES:
e Enforce boating regulations.
e
Monitor recreational boating operation on Agua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Assist stranded boaters on Aqua Hedionda Lagoon.
SIGNIFICANT CHANGES:
None.
73
PROGRAM: FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 0 0
MAINTENANCE & OPERATIONS 0 0
CAPITAL OUTLAY 0 0
GRAND TOTAL 0 0
ACCT NO. 0012126
2000-01 2001 -02
BUDGET BUDGET
0 0
0 21,750
0 0
0 21.750
WORK PROGRAM:
To collect and process evidence collected in the field by police employees. Evidence may include fingerprints,
photographs, plaster casting, bodily fluids, and other items.
SIGNIFICANT CHANGES:
Expenses associated with the collection and processing of field evidence have been transferred from various
accounts in different organization keys into this new account to help increase accountability.
74
PROGRAM : INVESTIGATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99
ACTUAL
PERSONNEL 1,082,756
ACCT NO. 0012130
2001 -02 1999-2000 2000-01
ACTUAL BUDGET BUDGET
1 ,I 80,726 854,570 1,023,210
1998-991 2001 -02 1999-20001 2000-01 I
ACTUAL
PERSONNEL 1,082,756
ACTUAL BUDGET BUDGET
1 ,I 80,726 854,570 1,023,210
WORK PROGRAM:
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
commission of crimes. Provide coordination of the criminal justice process: recover stolen property: process
property and evidence.
200,467 222,490 194,503 193,588
0 2,730 2,000 27,500
1.283.223 1.405.946 1.051.073 1.244.298
WORKLOAD STATISTICS:
CY1997 CY1998 CY1999 CY2000
Violent Crime Clearance Rate 52% 48% 45% 56%
Property Crime Clearance Rate 27% 22% 21% 19%
Property Recovery Rate 37% 26% 26% 38%
SIGNIFICANT CHANGES:
An additional investigator for fraudhdentity thewelder abuse has been added.
75
PROGRAM :
FUND: GENERAL
PROGRAM GROUP: POLICE
VI C EIN ARCOTl CS
I 998-99 1999-2000
ACTUAL ACTUAL
ACCT NO. 0012131
2000-01 2001-02
BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
277,029
52,573
3,096
307,012
66,193
0
420,670
76,281
39,000
464,579
116,102
0
IGRAND TOTAL I 332.698 I 373.2051 535.951 I 580.681 I
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible
for the use, distribution, sales, and proliferation of illegal drugs in the community. Identify and arrest those
responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities.
WORK L 0 AD STAT I ST IC S :
CY1 997 CY1998 CY 1999 CY 2000
Felony and Misdemeanor Arrests 138 123 179 117
SIGNIFICANT CHANGES:
None.
76
PROGRAM: JUVENILE DIVERSION
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
ACCT NO. 0012132
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
61,229 61,872 71,677 79,978
WORK PROGRAM:
Provide juvenile diversion services and programs to all age levels of youth within the City of Carlsbad, both
delinquent and pre-delinquent and within and prior to the criminal justice system.
SIGNIFICANT CHANGES:
None.
77
PROGRAM: PROPERTY AND EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 001 21 33
1998-99
ACTUAL
PERSONNEL 19,321
MAINTENANCE & OPERATIONS 15,381
CAPITAL OUTLAY 0
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
44,326 50,040 59,460
13,976 18,412 19,180
5,041 0 0
WORK PROGRAM:
Responsible for the processing, retention, disposal, and security of all property and evidence obtained or seized by
the department.
PROGRAM ACTlVlTl ES:
Physically maintain and accurately track all property and evidence.
Return property to lawful owners.
Dispose of property according to law.
SIGNIFICANT CHANGES:
None.
78
PROGRAM: FAM I LY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99
ACTUAL
PERSONNEL 281,824
MAINTENANCE & OPERATIONS 5,834
CAPITAL OUTLAY 3,061
ACCT NO. 0012134
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
344,764 331,669 364,665
9,376 14,910 24,780
0 0 0
WORK PROGRAM:
Provide follow-up investigation leading to the identification and apprehension of persons responsible for the
commission of crimes relating to juvenile offenders, juvenile victims, and domestic violence incidents. Provide
coordination of the criminal justice process as it related to prevention, education, diversion, and enforcement.
PROGRAM ACTIVITIES:
Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
Assist in the coordination of diversion, prevention, and education activities offered by the department such as
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
79
PROGRAM : TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
ACCT NO. 0012135
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
0 0 341,983 275,092
0 MAINTENANCE & OPERATIONS 4,375 0
lCAPiTAL OUTLAY 1 OI O1 OI
5,995
Ol
GRAND TOTAL 01 346.3581 781 087
WORK PROGRAM:
Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
Theft Task Force, and Narcotics Task Force.
SIGN I FI CANT CHANGES :
None.
80
PROGRAM : SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 364,239 450,818
MAINTENANCE 81 OPERATIONS 486,351 748,863
CAPITAL OUTLAY 2,511 0
GRAND TOTAL 853.101 1.199.681
ACCT NO. 0012140
2000-01 2001 -02
BUDGET BUDGET
430,963 462,946
1 ,I 12,459 1,183,622
2,278 0
1.545.700 1.646.568
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.
Recruit new employees.
Organize testing programs and conduct POST mandated pre-employment investigations.
Maintain and develop the department's automated systems such as CAD, ARJIS, and the microcomputer
network.
SIGNIFICANT CHANGES:
None.
81
PROGRAM:
FUND:
PROGRAM GROUP:
1998-99 1999-2000
ACTUAL ACTUAL
D.A.R.E.
GENERAL
POLICE
2000-01 2001 -02
BUDGET BUDGET
ACCT NO. 0012141
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
139,759 181,299 204,612 155,474
14,023 18,650 18,645 17,947
0 7,187 22,841 0
153.782 207.136 246.098 173 421
WORK PROGRAM:
Assist elementary and junior high school students in recognizing and resisting the pressures of drug use through
education.
PROGRAM ACTIVITIES:
Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high
schools.
Assist schools and parents with drug abuse prevention programs.
SIGNIFICANT CHANGES:
None.
82
PROGRAM: CRIME PREVENTION
FUND: GENERAL
PROGRAM GROUP: POLICE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012142
I 998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
43,814 44,041 46,760 49,297
45,570 47,271 44,317 49,366
0 0 0 0
WORK PROGRAM:
Help improve the quality of life for Carlsbad citizens through crime prevention awareness and education and help
reduce the rear of crime through the dissemination of information.
PROGRAM ACTIVITIES:
Target all groups within the community including crime victims and utilize community forums, surveys, media,
newsletters, and direct mailings.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety
and security.
SIGNIFICANT CHANGES:
None.
83
PROGRAM: POLICE SCHOOL RESOURCE OFFICERS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012143
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 160,966 163,803
MAINTENANCE & OPERATIONS 28,234 19,076
CAPITAL OUTLAY 0 0
2000-01 2001-02
BUDGET BUDGET
155,096 248,723
25,702 16,641
0 0
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 ACTlVlTl ES :
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.
Conduct follow-up investigations on juvenile- and school-related crime.
Serve as a resource for school safety preparedness.
SIGNIFICANT CHANGES:
None.
84
ROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 810,442 887,152
MAINTENANCE & OPERATIONS 28,781 79,970
CAPITAL OUTLAY 3,222 2,007
2000-01 2001 -02
BUDGET BUDGET
954,960 1,077,468
92,050 133,270
4,500 0
WORK PROGRAM:
Provide Police and Fire communications including answering calls for service and dispatching appropriate
emergency personnel.
PROGRAM ACTIVITIES:
Provide routine and emergency communications service to Police, Fire, and emergency medical programs.
WORKLOAD STAT1 STI CS :
CY1997 CY 1998 CY 1999 CY 2000
Police Calls for Service 64,009 67,076 67,284 64,366
SIGN I Fl CANT CHANGES :
None.
85
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
WORK PROGRAM:
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
240,133 248,594 268,492 293,935
126,269 38,489 41,245 42,220
0 1,575 0 0
366.402 288.658 309.737 336.155
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 ACTlVlTl ES :
0 Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports.
WORKLOAD STATISTICS:
CY1997 CY 1998 CY 1999 CY2000
Police Cases 8,950 9,083 8,338 8,381
SIGNIFICANT CHANGES:
None.
86
PROGRAM: VARIOUS
FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 855 6,620
MAINTENANCE & OPERATIONS 14,461 34,711
CAPITAL OUTLAY 49,735 104,251
GRAND TOTAL 65.051 145.582
ACCT NO. 1212110
2000-01 2001 -02
BUDGET BUDGET
55,426 0
78,424 32,000
1,250 0
135.100 32.000
WORK PROGRAM:
The City of Carlsbad periodically receives forfeited funds and assets as a result of the Police Department's narcotics
enforcement efforts. These funds are restricted by statute for use by the Police Department only and cannot be
used to supplant existing budgets.
SIGNIFICANT CHANGES:
Included in the 2001-02 appropriation of asset forfeiture funds, is funding for the reconfiguration of the patrol officer
equipment storage bin area, signage for the police vehicle parking lot, and lighting/additional furniture for completing
the traffic division relocation project.
87
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 163,360 106,585
MAINTENANCE & OPERATIONS 2,233 283
CAPITAL OUTLAY 0 0
ACCT NO. 123XXXX
2000-01 2001-02
BUDGET BUDGET
206,959 170,794
24,844 4,840
2,000 0
WORK PROGRAM:
This is the fifth year the City has received funding per Assembly Bill No. 3229 (Brulte) Citizens Option for Public
Safety (COPS). The City Council approved the Police Department’s request to use these funds for the continued
hiring of two full-time officers for assignment to the year-round bicycle patrol. Prior to the first year of the grant, the
bicycle patrol was only seasonally staffed during the summer months. The bicycle patrol members patrol the beach
and downtown areas as well as other areas as required for special enforcement.
PROGRAM ACTIVITIES:
The patrol will direct attention to minor drug, alcohol, skateboarding, loitering, and noise complaints in the downtown
and beach areas of the City as well as other areas as needed.
SIGNIFICANT CHANGES:
None.
88
PROGRAM: FIRE
FUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
Mission Statement or Program Group Description:
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 or Performance Measures:
Paramedic Satisfaction Survey Total Incidents By Year
I I I I
1 2 3 4 5
I
Poor Fair Good Excellent
Customer Service RatinQs: The above chart
shows our customer satisfaction level for
emergency medical services for 2000. The results
show that our paramedics continue to live up to
the department's reputation for treating all
patients as we would our own family.
1996 1997 1998 1999 2000
4.55 4.68 4.78 4.81 4.72
Priority 1 average response time in minutes:
Incidents & ResDonse Times: The Fire Department
continues to meet its goal of a five minute average
response time to priority one calls, with a 4 minute
and 43 second average. The above chart shows a
gradual increase in the number of incidents over the
last five years.
89
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE
PAGE TWO
SUMMARY
Key Goals For 2001102:
l Implement an Automatic External Defibrillator program in all major city facilities.
l Develop a Fire Department ten-year financial plan.
l Fully implement an EMS Quality Assurance program.
l Assist CEMAT in developing a City Hazard Mitigation Plan.
l Obtain a permanent site for Fire Station 6.
90
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 278,274 297,491 319,859
518,750 303,582 328,251 MAINTENANCE & OPERATIONS
CAPITAL OUTLAY 1,381,065 50,435 123,542
ACCT NO. 0012210
2001-02
BUDGET
342,812
637,056
93,050
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for ail 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.
Planning
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
services.
Coordinate department information systems.
Continue to oversee the development and implementation of a department strategic plan.
Monitor development under the Growth Management Program toward scheduling the relocation of Fire Stations 3 & 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
Participate in regional planning activities, including the 800 MHz Regional Communication System and regional
cooperation on dispatching, training, recruitment and facilities.
SIGNIFICANT CHANGES:
None.
91
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0012220
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
6,3151 19 6,466,699 6,812,033 7,250,693
794,174 868,445 1,141,266 1,146,753
58,228 27,329 134,650 251,925
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emerclency Response
Maintain an effective fire and medical emergency response system throughout the City.
Maintain fire apparatus, equipment, and facilities at a high level of readiness.
Maintain an average response time of five minutes or less to priority one fire and medical calls for service.
Training
Provide all safety personnel appropriate training in order to enhance their personal safety as well as enhancing the
services provided to citizens.
Provide 20 hours of training to all shift personnel on a monthly basis.
Train personnel to meet individual and company performance standards.
Provide 24 hours of annual 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.
92
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE
PERSONNEL
MAINTENANCE & OPERATIONS
ACCT NO. 0012225
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
348,189 372,264 429,494 454,150
32,392 32,484 152,085 49,190
I 36.4961 Ol
CAPITAL OUTLAY
WORK PROGRAM:
Reduce the potential for fire and property loss in the community through Fire Code enforcement and Fire Protection
Engineering.
PROGRAM ACTIVITIES:
Enforcement and Engineering
Provide code enforcement occupancy inspections in existing public buildings and those under construction.
Provide training and administrative support for engine company code enforcement activities.
Conduct periodic fire inspections in commercial, industrial, and multi-family residential buildings.
Perform code compliance reviews on construction plan submittals within 10 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.
93
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE
1998-99
ACTUAL
ACCT NO. 0012235
2001 -02
ACTUAL BUDGET BUDGET
1999-2000 2000-01
PERSONNEL
MAINTENANCE & OPERATIONS
0 0 0 0
152,550 73,178 137,336 131,250
(CAPITAL OUTLAY I 01 01 01 01
GRAND TOTAL 152.5501 73.178) 137.3361 131.250
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 500-1 100 parcels for clearance.
Obtain City Council approval for abatement.
Mail notices to property owners.
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.
94
PROGRAM: DISASTER PREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 0 0
ACCT NO. 0012240
2000-01 2001-02
BUDGET BUDGET
0 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
115,050
0
I GRAND TOTAL I 22,6241 60,1721 75,8001 115,0501
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.
Planning
Develop a strategic plan to improve Citywide emergency preparedness.
0 Reorganize emergency plan.
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."
I nte r-Aqen cy Coordination
Represent the interests of the City on the County Unified Disaster Council.
SIGNIFICANT CHANGES:
Budget increased to fund the creation of a City Hazard Mitigation Plan.
95
Operating Budget & Capital Improvement Program
FY 2001 - 2002
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARl 0 U S
PROGRAM GROUP: VARIOUS
PERSONNEL
MAINTENANCE 81 OPERATIONS
CAPITAL OUTLAY
SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
3,773,09 1 3,905,600 4,179,527 4,578,976
6,209,204 6,516,065 6,867,371 9,064,332
349,374 4,284,099 1 ,I 35,986 52,150
97
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
I
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
ACCT NO. 0013010
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
378,200 359,888 341,066 360,325
118,172 88,360 155,291 181,728
6,956 1,423 55,593 2,500
MISSION STATEMENT:
The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and
respect for diversity. We enhance the health, safety, welfare and the quality of life for people at all economic levels
who live, work or visit Carlsbad by providing for:
development of high quality projects and public facilities,
preservation of the local environment,
diverse housing, employment and enrichment opportunities, and
a strong and stable economic base.
PROGRAM ACTIVITIES:
Coordination
Continue quarterly review of all interdepartmental goals and objectives.
Coordinate the activities of all Community Development Departments at the development processing counter.
Provide support and direction to all Community Development Departments involved with achievement of the
City's Affordable Housing, Growth Management and Economic Development goals.
Communication
9
Conduct periodic meetings and workshops to assist Community Development staff and various commissions in
understanding the development process, and pertinent laws and regulations.
Encourage departmental and interdepartmental meetings which allow the Community Development staff to
participate in problem identification and resolution.
Act as a liaison between community organizations and City staff in initiating and implementing programs which
provide social benefit to the local population.
KEY GOALS FOR 2001-02:
Top Quality Services
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:
develop performance measurement program,
respond to 95% of field inspection requests the next working day,
average 24-hour response on code enforcement for non-health and safety calls (average same day response
for all others),
manage relocation of Police training range, and
manage Phase II of Cole Library renovation project.
98
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
PAGE TWO
ACCT NO. 0013010
KEY GOALS FOR 2001102 (continued):
Finance . Develop a strategy for obtaining wildlife agency permits, utilizing either the Habitat Management Plan or
individual single-project permitting (depending on Council policy direction) for all City projects and selected high
priority private projects which have been identified by the City Council.
. Reassemble the project design team, develop a revised schedule, and undertake the remaining design,
entitlement, financing, and construction activities necessary to complete the golf course project.
Leaminq . Continue the Community Development Organbational Effectiveness Program, establishing new and innovative
opportunities for involvement by employees at all levels of the organization, with emphasis on enhanced training
for supervisors and managers in conflict management and time management.
SIGNIFICANT CHANGES:
An upgrade of the Office Specialist I position from j/4 time to full time is included in this budget to assist with the
Document Management System in Community Development.
99
PROGRAM: LAND USE PLANNING
FUND: GENERAL
& PLANNING COMMISSION
PROGRAM GROUP: PLANNING ACCT NO. 001 321 01001 3220
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
1,695,030 1,731,671 1,867,323 2,030,172
487,482 514,196 751 ,I 15 862,980
9,391 19,181 306 2,500
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:
Implementation of General Plan
Ensure that all new planning programs and development projects comply with the General Plan
Review of DeveloDment Projects
Provide technical support to the Planning Commission and City Council in a timely and efficient manner
regarding the compliance of all development proposals with the City’s zoning, subdivision and environmental
ordinances. Update development standards as needed.
Preparation of SDecial Studies and Policy Review
Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Implementation of Growth Manaclement 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.
Implement the results of the Commercial Study.
Complete the Carlsbad Boulevard Realignment Study and the Commercial Study.
Continue to address issues relating to endangered species, and implementation of the Habitat Management
Plan.
Ensure timely processing/review of projects in the City.
Continue to review project processing procedures.
Assist in administering the Growth Management Program, including on-going monitoring of activities.
100
PROGRAM: LAND US€ PLANNiNG PAGE TWO
FUND: GENERAL
& PLANNING COMMISSION
PROGRAM GROUP: PLAN N IN G ACCT NO. 001 32101001 3220
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY PLANNING COMMISSION
NUMBER OF PLANNING APPLICATIONS
CONSIDERED BY CITY COUNCIL
60 704
50
40
30
20
10
0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
m 1998
0 I999 U I3 2000
Applications Considered by Planninq Com-
mission: Usine 1998 as a base year, 1999
reflected a 635% increase, while year 2000 activities
were up only 228% over 1998. Administrative
approvals of PIPS, Sign Permits/Programs, and
Administrative Variances are not included in the
above numbers. 1999/2000 administrative permit
applications shared a slight increase over previous
years with 243 in 1998, 247 in 1999, and 257 in
2000.
35
30
25
20
15
10
5
0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
rn 1998
0 1999 c &I 2000
Applications Considered by City Council: Twenty-
eight applications were forwarded to Council from
the Planning Commission in 1998, 80 in 1999, and
14 in 2000. Key projects included the updated
Housing Element and 2nd Redevelopment Area.
KEY DEPARTMENT GOALS FOR FY 2001-02:
0
0
Ensure top-quality services to our customers and citizens.
Ensure that all development projects comply with City planning codes and policies.
Continue to review all procedures and systems to ensure the timely processing of all applications, particularly
ones that create economic opportunities.
Provide strategic advice regarding land use and long-term planning in the City.
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.
Continue working with the school districts, providing land use and long-term planning information to assist the
districts in school location decisions.
Enhance Planning Department information available on the web site.
Continue the training program for the Planning Commission.
SIGNIFICANT CHANGES:
Reclassify vacant Senior Ofice Specialist position to Management Analyst to provide additional administrative
support.
101
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 001 3310
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
104,475 163,611 174,653 181,934
50,378 131,087 155,992 97,150
0 21,464 6,000 0
MISS ION STATEMENT :
The Carlsbad Geographic Information System (GIS) provides GIS processing services to all City departments, and
disseminates GIS processing capabilities to appropriate City departments.
PROGRAM ACTIVITIES:
System Development
0 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 enable various City staff to use GIS
technology. Evidence of this increased effectiveness is the quantity of GIS processing being done by Public
Works staff, using centralized GIS data and GIS software. Because of this increased use of GIS software, total
service requests in FY2000 were reduced, before springing back in response to new user demand from Public
Safety and Planning.
Database Development
Continue adding data layers to the enterprise-wide GIs, particularly in the areas of Public Works-related
infrastructure (street lights, street trees, assessment districts, signage, traffic signals, etc.)
Maintain the various layers within the GIS by keeping them accurate and current.
Database Maintenance
WORKLOAD STAT1 STI CS :
~~ FYI999 FY2000 FY 2001 (Est.)
Number of Service Requests: 245 200 285
KEY GOALS FOR FY 2001-02:
0 Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS
technology.
Continue to reduce the cycle time between request and delivery of productslservices.
Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIs. =
SIGNIFICANT CHANGES:
Continue to implement software to allow direct access to spatial data from the various geographic information
systems used by the City.
102
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 111,513 103,057 134,488
MAINTENANCE & OPERATIONS 11,570 58,195 113,813
CAPITAL OUTLAY 0 0 0
ACCT NO. 0013510
200 1-02
BUDGET
109,629
63,900
0
IGRAND TOTAL I 123,0831 161,2521 248,301 I 173.5291
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
Develop sound policies and strategies that encourage quality business development and expansion, preserve
quality of life and consider the fiscal needs of the City.
Economic Resources
ldentify 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.
Real Estate Assets
Coordinate the acquisition, disposal and leasing of City owned real property and the leasing of City utilized real
property.
KEY GOALS FOR 2001 -02:
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.
Coordinate acquisition of real property associated with City Council goals.
SIGNIFICANT CHANGES:
None.
103
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
ACCT NO. 0013610
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
847,987 884,880 982,307 1,112,447
760,708 831,918 870,235 908,478
8,657 8,113 0 2,500
1,617,352 1,724.91 1 1,852,542 2.023.425
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:
1 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 reports
associated with workloads. Customer service satisfaction levels for field inspections are also surveyed.
KEY GOALS FOR 2001 -02: . . .
Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
calls the next working day.
Continue to develop and implement an internship program for building inspectors.
Provide 80 hours of staff development training for each employee.
SI G N I FI CANT CHANGES :
A part-time code enforcement officer position has been funded to keep up with the increase in complaints that are
the result of our increasing population.
104
PROGRAM: HOUSING AND REDEVELOPMENT
FUND: VARl 0 U S
DEPARTMENT: HOUSING AND REDEVELOPMENT
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
635,886 662,493 679,690 784,469
4,780,894 4,892,309 4,820,925 6,950,096
324,370 4,233,918 1,074,087 44,650
MISS ION STAT EM E NT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housing
Rental Assistance Transportation
Homebuyers Assistance 0 Education
New Construction Social Services
Rehabilitation Family Self-sufficiency
Enhancing Opportunities Village Vision
Career Development 0 Creativity
Plans Expansions
8 Innovation 0 Revitalizafion
0 Goals Beautification
Promoting Business Development Increasing Revenues
Jobs Federal Funds
Sales Tax Property Tax
New Products
State Funds Excellent Service
Creating a Community Spirit
105
PROGRAM: REDEVELOPMENT OPERATIONS
FUND:
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ~cc~~o.8013410~8023412
VILLAGE AREA
RED EVE LOPM ENT AGENCY
1998-99
ACTUAL
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
164,869 180,914 175,200 153,410
1,940,678 1,902,452 1,364,945 1,693,712
0 1,702,949 280,235 13,160
MISSION STATEMENT:
GRAND TOTAL
Helping people achieve their dreams.
2.105.5471 3.786.3151 1.820.3801 1.860.282
PROGRAM ACTIVITIES:
Implementation of the Carlsbad Villase 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 Proaram
Work with the Carlsbad Village Business Association and other business organizations to continue Community
awareness and public relations activities on behalf of the Redevelopment Agency.
Continue implementation of the Village Beautification Program through coordination of maintenance efforts in
the Village.
Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
Station and surrounding properties.
PERFORMANCENVORKLOAD MEASURES:
0
Process fifteen (1 5) redevelopment permit applications for improvements to existing structures or new construc-
tion projects.
Process ten (IO) sign permit applications.
Process five (5) preliminary review applications.
Process four (4) Facadelsignage Improvement Grants.
Facilitate the development of at least one "special opportunity project" identified in the Village Redevelopment
Master Plan.
106
PROGRAM: REDEVELOPMENT OPERATIONS
VILLAGE AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT
KEY GOALS FOR FY 2001-02:
PAGE TWO
ACCT NO. 801341018023412
Finance . Process redevelopment permits for all types of projects within the Village Area which represent high-quality
development or redevelopment of properties and buildings. . Eliminate blighting conditions and influences in the Village Redevelopment Area, specifically in the North State Street area, including existing conditions on North County Transit District (NCTD) property within the railroad right-of-way, and facilitate new private development through preparation and implementation of a redevelopment
strategy for North State Street.
Transportation . Continue implementation of the Village Area Parking Program which supports public/private partnerships in financing the maintenance and construction of public parking lots in centraliied areas and encourage visitors to
the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist activities. . ‘Develop a program to identify impediments to full utilization of all existing public ,parking lots and coordinate required improvements to eliminate any impediments.
SIGNIFICANT CHANGES:
Costs of Redevelopment Agency staff and general maintenance and operations were reallocated among the existing Village Redevelopment operations budget and a new South Carisbad Coastal Redevelopment Area operations
budget.
107
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
VILLAGE AREA
PERSONNEL
MAINTENANCE & OPERATIONS
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
46,541 48,208 57,540 50,374
28,593 32,244 64,434 60,426
CAPITAL OUTLAY
GRAND TOTAL
MISSION STATEMENT:
0 2,045,974 75 2,820
75.1 34 2.1 26.426 122.049 1 13.620
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proiect Processina Procedures
Continue development of affordable housing project processing procedures.
Affordable Housina Proiect Coordination
Affordable Housinq Education Proaram
Assist in the structure and implementation of affordable housing projects.
Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCE I WORKLOAD MEASURES:
0 Process at least three (3) requests for financial assistance through the Housing Policy Team.
Use existing low and moderate income housing funds to purchase property for an affordable housing project in,
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
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 2001-02:
TOP Qualitv Services
Continue to assist private developers to provide affordable housing as required by the lnclusionary Housing
Ordinance.
Finance
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 jobdhousing balance within the
Community.
SIGN I Fl CANT CHANGES :
None.
108
PROGRAM: REDEVELOPMENT OPERATIONS
SOUTH CARLSBAD AREA
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTlVlTl ES :
ImDlement Redevelooment Plan for South Carlsbad Coastal Redevelooment Area
Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize excess
property for projects that provide both a private and public benefit.
Provide funding for the potential realignment of Carlsbad Boulevard which may yield excess property that could provide for
public recreational facilities and/or development of cultural facilities or other public facilities.
Revitalize, redevelop and/or generally clean-up the Ponto Area.
Enhance commercial and recreational functionslactivities in the Redevelopment Area and increase parking and open space
amenities.
PERFORMAN CEMORKLOAD MEASURES:
Establish a Citizens’ Advisory Committee to work with Staff on development of a Land Use Strategy and Master Plan for the
South Carlsbad Coastal Redevelopment Area.
Hire required consultants to assist with development of the Land Use Strategy and Master Plan for the South Carlsbad
Coastal Redevelopment Area.
Initiate development of a Master Plan for South Carlsbad Coastal Redevelopment Area, with assistance of private
Consultants and a Citizens’ Advisory Committee.
KEY GOALS FOR FY 2001 -02:
Quality of LifelCommunity Development
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redevelopment Area.
Initiate review of Vision by all appropriate parties, and initiate development of Master Plan for the South Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
New Budget: Redevelopment Area adopted in July, 2000.
109
PROGRAM: LOW/MODERATE INCOME HOUSING
SOUTH CARLSBAD AREA
FUND: RED EVE LOP M E NT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0
MAINTENANCE & OPERATIONS 0 0 0
CAPITAL OUTLAY 0 0 0
2001 -02
BUDGET
12,950
16,451
470
GRAND TOTAL
FULL TIME POSITIONS
HOURLY/FTE POSITIONS
MISSION STATEMENT:
0 0 0 29,871
0.00 0.00 0.00 0.1 1
0.00 0.00 0.00 0.00
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Implement City-Wide Affordable Housinq Prourams
Affordable Housing Education Activities.
Affordable Housing Project Coordination for lnclusionary Housing Development.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCEMORKLOAD MEASURES:
Utilize low and moderate income housing funds to assist with the development andlor construction of at least one (1) new
affordable housing project within the city limits of Carlsbad.
Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR FY 2001-02:
Quality of LifelCommunitv Development
Continue to assist private developers to provide affordable housing as required by the City’s lnclusionary Housing Ordinance.
Implement affordable housing programs which serve to enhance the jobslhousing balance within the community.
SIGN I Fl CANT CHANGES:
New Budget; Redevelopment Area adopted in July, 2000.
110
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1903401/1903403
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Section 8 Tenant-Based Rental Assistance
Provide federal funding to subsidize rents for 628 extremely-low and very-low income households.
Assist low-income households in the community to access rental housing that is decent, safe and sanitary.
Ensure program is being administered in compliance with federal regulations, federal guidelines, the Carlsbad
Administrative Plan, and the Public Housing Agency (PHA) Plan.
Achieve and maintain a lease rate that effectively utilizes funding allocation.
Familv Self-Sufficiencv
Designed to enable unemployed, under-employed or under-educated low income families to achieve economic
independence from welfare.
Assist families in identifying barriers to becoming self-sufficient.
Provide guidance to the family to establish a five year goal and plan.
Coordinate needed support services and act as an advocate on behalf of the client.
Communitv Opportunities Proqram
0
Collaborative effort among several local housing agencies.
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
emphasizing housing opportunities in neighborhoods of choice.
Participate in ongoing implementation of program changes and marketing of the program to participants and
owners in Carlsbad.
PERFORMANCENVORKLOAD 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.
SIG N I FI CANT CHANGES :
Received an additional 75 vouchers targeted for non-elderly persons with disabilities.
111
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
PERSONNEL
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
1033 83 129,701 122,450 129,260
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
164,948
85
49,845
0
I 17,091
7,520
29,577
328.340
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTlVlTl ES :
Affordable Housina Proqrams
Provide staff support to implement the various affordable housing programs as set forth within the City’s housing
element including:
Lease-to-Own Program
Affordable Housina Financial Assistance
Carlsbad Homebuyer Assistance Program (CHAP).
Mortgage Credit Certificate Program (MCC).
Provide staff support to the Housing Commission.
Participate in the San Diego Regional Housing Task Force
Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
lnclusionaw Housina
Implement the lnclusionary Housing Ordinance by providing information to developers, the public and City staff
on the requirements of the ordinance.
Negotiate and prepare affordable housing agreements.
, Monitor the development and operation of affordable housing developments.
EST. EST.
WORKLOAD STATISTICS: 98-99 99-00 o0-01 01-02
1. Affordable Housing Units Approved: 429 units 26 units 36 units 286 units
2. Affordable Housing Units Construction Starts: 326 units 97 units 92 units 182 units
3. Financial Assistance to Affordable Housing Projects: $150,000 $2,216,000 $1,135,000 $2,860,000
KEY GOALS FOR 2001 -02:
Learning
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
None.
112
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 39134o1-o2~3917ooo
PERSONNEL
1998-99 1999-2000 2000-0 1 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
102,596 99,150 100,490 99,297
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
303,138
324,370
300,489 309,019 31 1,261
156,655 793,221 327,130
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Community Development Block Grant Program
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
identify activities to be included in the consolidated funding plan for the CDBG Program.
Prepare consolidated funding plan for submittal to US. Department of Housing and Urban Development (HUD)
for approval.
Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding.
Monitor activities of grant subrecipients to ensure that HUD and City requirements are met.
Prepare consolidated annual performance and evaluation report for review and approval by City Council and
HUD.
Residential Rehabilitation Proqram
Administer program in cooperation with the County of San Diego to allow rehabilitation of residences owned by
low and moderate income families or individuals.
PERFORMANCE MEASURES:
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 through the CDBG Program.
Monitor grant sub recipients and maintain documentation necessary to meet federal guidelines to continue
receiving CDBG funds.
Assist in providing grants and/or loans to at least four low to moderate income families or individuals to
rehabilitate their homes.
KEY GOAL FOR FY 2001-02:
Top Quality Services
Provide timely responses that result in high customer satisfaction.
SIGNIFICANT CHANGES:
None.
113
114
Operating Budget & Capital Improvement Program
FY 2001 - 2002 .
PROGRAM: COMMUNITY SERVICES
FUND: VARl 0 U S
PROGRAM GROUP: VARIOUS
~
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
SUMMARY
- 1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
4,641,741 5,342,170 6,866,392 7,595,360
2,705,057 3,360,592 5,363,307 6,114,641
132,079 227,980 291,376 226,200
115
PROGRAM: LIBRARY
FUND: VA RI 0 US
PROGRAM GROUP: LIBRARY
1998-99
ACTUAL
PERSONNEL 2,335,576
MAINTENANCE & OPERATIONS 1,254,083
CAPITAL OUTLAY 27,785
GRAND TOTAL 3.61 7.444
SUMMARY
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
2,907,768 3,989,977 4,482,297
1,571,982 3,102,748 3,583,723
69,736 3,000 0
4.549.486 7.095.725 8.066.020
PROGRAM DESCRl PTl ON :
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 2001-02:
Top-Quality Services
Continue 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 and implementation of the Library and Arts Cultural Plan.
Provide lectures, concerts, and other programs for the entire community’s enjoyment.
Begin the process of selecting a new automated system.
Finance
Continue to develop the Carlsbad Library Foundation.
Continue to support the Friends of the Library efforts to increase hours of operation in the bookstore.
Learninq
Participate in district-wide orientation programs for teachers as well as monthly school-based teacher meetings.
Coordinate with local school districts on the development of a brochure for teachers outlining services and
resources the library can provide to students.
Continue to foster cooperation with the Carlsbad Unified School District in providing literacy instruction to high
school students.
Promote the library’s reading programs throughout local school districts.
Continue to provide and promote computer literacy throughout the Community.
116
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 00140101001401 5-1610014035
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
1,215,964 385,564 1,175,806 1,246,424
480,854 217,661 560,443 660,705
0 0 0 0
1,696,818 603,225 1,736,249 1,907.129
WORK PROGRAM:
The Cole Library provides services for North Carlsbad. These services include print and non-print materials,
reference services, genealogy and local history, special programs for children, and monthly changes in exhibits and
displays.
PROGRAM ACTIVITIES:
Reference
Assist patrons in using the library, answer reference questions, reserve specific titles and request materials from
other libraries.
Circulation
Circulate print and non-print materials to children and adults, handle patron registration, collect fees and fines, and
track overdue items.
Programminq
Plan, schedule and develop programs for adults and children. Conduct classroom visits and tours for children and
computer and internet classes for adults.
Collection Development
Evaluate the Cole Library collection and select print and non-print materials.
Library Manaqement
Manage Cole Library, staff, volunteers, collection and facility. Maintain awareness of Community.
PERFORMANCE OBJECTIVES:
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.
Respond to the needs of the community.
SIGNIFICANT CHANGES:
This is the first full year of operating both libraries on Sundays from 1 :00 - 500 p.m.
Utility costs at both libraries have increased substantially due to higher rates.
117
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
I 1998-99
ACTUAL
ACCT NO. 0014070-4095
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
1,660,383
485,561
8,003
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1,830,828 2,114,402
1,285,352 1,335,838
0 0
343,044
78,558
0 ,
WORK PROGRAM:
The Dove Library, located in South Carlsbad, opened in September 1999. Services include print and non-print
materials, reference services, computer labs for adults and children, special programs, an art gallery, the Friends of
the Library bookstore, as well as an auditorium and meeting room.
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
records.
Manage programs, exhibits, 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
historical tour.
Circulation
The Circulation Division registers library patrons as library members and Internet users. The Circulation staff checks
in and out materials, sorts and shelves library materials, and repairs all audio-visual materials for the Carlsbad City
Library. 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.
Process and mail overdue, collection and reserve notices. Collect fines and fees. Rent audio-visual equipment
and answer the renewal line.
Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
Carlsbad, Brighton Gardens, and Carlsbad-by-the-Sea.
Enroll visually impaired patrons in the Braille Institute. Order and provide talking book machines and tapes.
Exchange and provide repair for malfunctioning machines.
Reference
Reference Librarians assist the public with information needs, provide instruction in the use of resources and
perform research for local business, government, and the public. Reference support staff 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
replacement materials: facilitate book discussions.
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
in the lab and the job and career center.
118
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 00140704095
PROGRAM ACTIVITIES (continued):
Children’s
The Children’s Division serves children from toddler through high school 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 reader’s 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 our collection due to the rapid population
growth in the community. . Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage
creativity. Cooperative programs with the Centro provide multi-cultural experiences.
SIGNIFICANT CHANGES:
l This is the first full year of operating both libraries on Sundays from I:00 - 5:00 p.m. . 2.5 part-time FTE in various positions have been converted to one full-time librarian and two three-quarter time
Circulation Supervisors in order to provide higher levels of customer service and more efficient use of staff time. . Utility costs at both libraries have increased substantially due to higher rates.
119
PROGRAM: GENEALOGYlLOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
1998-99
ACTUAL
PERSONNEL 49,975
MAINTENANCE & OPERATIONS 412
CAPITAL OUTLAY 0
2000-01 2001 -02
ACTUAL BUDGET BUDGET
64,993 85,454 125,548
2,949 103 5 7,940
19,715 0 0
1999-2000
WORK PROGRAM:
The GenealogylLocal 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 20,000 volume collection,
8,000 microfilm rolls, 120,000 microfiche and 100 compact discs. It is a collection of excellence that draws
researchers from all over the nation.
PROGRAM ACTIVITIES: WORKLOAD STAT1 STlC S :
General Reference Services: Genealogy and local ~________~ 1997-98 1998-99 1999-00* 2000-01
history staff respond to in-person and telephone Reference Questions:
reference requests; provide individual patrons with 14,737 15,741 4,958 20,000
general introduction to the collection, instruction on
the use of OPAC and other finding aids, instruction 1,411 2,323 854 2,000
on the use of various equipment including personal
Computer Users:
In-House Usage:
computers, microfilm/fiche readers and printers. 5,136
Collection Development Activities: Staff participates 1997-98
in collection developmentlacquisitions by completing
catalog checks, preparing order slips, receiving Items Added:
ordered items, preparing items to send to Technical 626
Services, receiving and shelving items from Technical
Services.
22,868 9,068 60,000
~~____ 1998-99 1999-00* 2000-01
666 600 1,000
Coordination with NSDCGS: The North San Diego 1998
County Genealogical Society has been a support
group for this collection for 20 years. The division Programs:
works with and assists the Society in fund-raising for
the acquisition of materials for the collection and in
40
1999 2ooo'~
41 45 51
instructional programs.
SIGNIFICANT CHANGES:
GenealogylLocal History Section was closed
September 1999 through April 2000 for Cole Library
remodel
*
Conversion of a part-time Librarian to a full-time Senior Librarian to supervise the Division.
120
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
1998-99
ACTUAL
PERSONNEL 71,413
MAINTENANCE & OPERATIONS 3,509
CAPITAL OUTLAY 0
GRAND TOTAL 74.922
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
86,238 90,240 94,659
2,974 2,700 2,660
0 0 0
89.212 92.940 97.319
WORK PROGRAM:
The Centro de lnformacion meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduce residents to library services, which include print and non-print Spanish-language, bilingual
story hours for children, and information and referral services. The Centro de lnformacion staff are actively involved
in the community and work in partnership with schools, community agencies, and other City departments, to meet
the needs of our diverse community.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
1996-97 1997-98 1998-99 1999-00 ~____~___ Outreach: The Centro de Informacion is an active
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.
Individual Patron Visits:
24,006 24,250 21,584 20,300
Proqramming: The Centro de lnformacion responds Program Attendance:
to community information and educational needs by
providing a variety of adult and children's programs. 3,922 3,721 3,700 3,496
SIGNIFICANT CHANGES:
None.
121
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY
1998-99
ACTUAL
PERSONNEL 380,649
MAINTENANCE & OPERATIONS 95,420
CAPITAL OUTLAY 0
GRAND TOTAL 476.069
ACCT NO. 0014040
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
387,399 41 5,730 463,009
99,499 136,967 622,220
0 0 0
486,898 552.697 1,085,229
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:
Processing: Catalogs and processes both purchased ~~~___ 1996-97 1997-98 1998-99 1999-00
items and gifts. Repairs damaged materials and arranges
for binding and rebinding. 18,901 17,908 22,889 24,581
1,624 1,707 1,695 1,561
1. Items Cataloged and Processed:
2. Items Handled Binding:
Database Maintenance: Adds new items to the on-line
database and deletes information of lost or discarded
materials.
1. Items Added to Database:
2. Items Withdrawn:
18,901 17,908 22,889 24,581
13,843 16,059 18,261 12,550
PERFORMANCE OBJECTIVES:
Circulation System and On-Line Catalog
Operates the library’s INLEX 3000 System, including all software-related activities, writes instructions, and trains
staff on new features.
Ensure system availability at least 99 percent of the hours the library is open.
Conduct four training sessions for staff following installation of new DRA and INLEX software.
SIGN I FI CANT CHANGES:
Additional funding has been included to replace the library’s outdated automation system.
122
ROGRAM: COLLECTION DEVELOPMENT AND ACQUISITIONS
FUND: GENERALlSPEClAL REVENUE
PROGRAM GROUP: LIBRARY ACCT NO. 0014045114540101145401 1/1454095
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
11 5,551 129,523 134,052 149,904
558,368 720,602 1,017,128 88 1,680
27,785 40,509 3,000 0
ICLSA GRANT FUNDING I 160.1 351 137,796 I 184,3031 01
AUDIO VISUAL INSURANCE FUND
OTHER SPECIAL REVENUE
TOTAL FUNDING
67,647 39,174 0 0
9,899 57,257 71,566 58,800
701.704 890,634 1,154,180 1,031.584
WORK PROGRAM:
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
materials budgets. Order and receive all print and non-print materials.
PRO G RAM ACT l VlT I E S : PERFORMANCE MEASURES:
Planning: Develop plans for the collection of
Materials.
Budgeting: Prepare division and library-wide
materials budgets; monitor expenditures for
department and materials.
Coordinate Selection of Materials: Coordinate
selection and ordering of print and non-print
materials.
SIGNIFICANT CHANGES:
1. Complete revision of materials collection
statements for major subject areas at all
facilities.
1.
2. Track vendor discounts.
Track material accounts by major subjects.
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.
Effective this year, the CLSA and PLF Funds' revenues and expenditures have been incorporated into the General
fund-library Collections program.
123
PROGRAM :
FUND:
PROGRAM GROUP:
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 77,924 103,589 167,049
MAINTENANCE & OPERATIONS 9,360 13,672 39,900
CAPITAL OUTLAY 0 1,509 0
GRAND TOTAL 87.284 118.770 206.949
MEDIA SERVICES
GENERAL
LIBRARY
2001 -02
BUDGET
174,103
40,620
0
2 14.723
ACCT NO. 0014050
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
technical support for City and community organizations using these facilities. Services include: presentation
technology support, video, and cable television program production.
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Programming Management: Implement “Meeting 1.
Facility Use Policies and Procedures.” Maintain and
analyze the service delivery system. Monitor work
flow, perform ongoing fee collections and processing,
and provide comprehensive reports. Provide staff
training; assign and supervise part-time support staff.
Media Production Development: Produce video, 1.
photographic and audio media programs featuring
such locally significant information as: South
Carlsbad City Council and Quadrant Meeting 2.
cablecasts, library special events, City community
programs, documentation of capital improvement
projects, growth and development.
Image Research & Development: Maintain an 1.
indexed City image storage and retrieval system for 2.
slides, prints, negatives, video, audio, etc. (28,000
slides and 8,000 prints). Continue migration towards 3.
conversion to digitized photographic processes with
eventual computerized storage, retrieval and
circulation systems, and integrate systems into
network.
SIGNIFICANT CHANGES:
Provide two bi-annual comprehensive reports
including inquiries, bookings, income generated
and analysis, and recommendations for service
improvements.
Develop programming content plan, facilitate
planning, and produce media materials
accordingly .
Prepare and submit grant applications to help
underwrite production expenses for a series.
Refine image database and WEB component.
Catalog, label and package new images as
determined by work order requests.
Input photo catalog images and descriptions into
database.
Creation of the full-time Office Specialist II is made possible by the conversion of existing part-time positions. This
will provide for consistent quality service delivery without the need for repeated and extensive ongoing training of
short-term employees.
124
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 81,056 90,079
MAINTENANCE & OPERATIONS 27,602 29,064
CAPITAL OUTLAY 0 0
2000-0 1 2001-02
BUDGET BUDGET
90,818 1 14,248
49,743 32,060
0 0
IGRAND TOTAL I I 08.658 I 119.1431 140.561 I 146.30al
WORK PROGRAM:
The Adult Learning Program is the library's adult literacy service. The program provides free, multi-dimensional
learning experiences that enable English-speaking adults to develop basic literacy skills for independent lifelong
learning and decision-making. The program provides literacy services that support positive self-esteem and the
application of traditional and technology-based literacy skills in daily life, at work, and in the Community.
PROGRAM ACTIVITIES: WORKLOAD STAT1 STI CS :
Literacy Skill Development: The program provides a ____ 1996-97 ___~ 1997-98 1998-99
variety of learning experiences, including one-to-one 1. Learners Studying:
tutoring, computer-assisted instruction, and small- 155 143 127
group study, which are appropriate for each adult
reading, writing, math, critical thinking, and general
knowledge. 5,306 4,735 5,434
2. Volunteer Tutors Instructing:
3. Instructional Hours Completed:
learner's individual potential and skill needs in basic 126 102 102
SIGNIFICANT CHANGES:
1999-00
132
a4
6,411
Replace obsolete curriculum with core curriculum compatible with current computer standards.
125
PROGRAM: CULTURAL ARTS
FUND: VARl 0 U S
PROGRAM GROUP: CULTURAL ARTS
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
236,900 288,79 1 385,639 408,633
0 0 0 0
151,838 255,154 407,293 375,129
0 0 0 0
64,677 32,269 72,874 3,800
453,415 576.21 4 865,806 787,562
PROGRAM DESCRIPTION:
The Arts Office builds a sense of community by advancing the arts through educational and support services and
programs, reaching out to the community to develop cooperative relationships, and providing meaningful
collaborations to develop and strengthen their creative abilities, and seeking the highest quality of urban design
where arts have a significant presence, thereby enriching the lives of all Carlsbad residents.
KEY GOALS FOR 2001-02:
Top Quality Services
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.
Learning
Continue to implement arts education communitykchool long-range planning with all school districts serving
Carlsbad.
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
adults.
126
PROGRAM: ARTS OFFICE
FUND: GENERAL FUND/ARTS GENERAL/
GALLERY DONATIONS
PROGRAM GROUP: CULTERAL ARTS ACCT NO. 0014062100140651
0014068/14740101
1474020
1998-99 1999-2000
ACTUAL ACTUAL
2000-01 2001-02
BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
374,939
374,097
72,874
229,168
139,170
62,707
396,278
345,289
3,800
280,177
231,332
32,269
WORK PROGRAM:
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and
performing arts, and create a climate which encourages cultural and artistic development in Carlsbad, and to enhance
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training
organization, gallery docents and attendants.
for volunteers, artists, and arts
Programs
Produce ten jazz concerts in the parks.
Offer educational programs and classes on arts and culture for children and adults.
Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations.
Offer four weeks of summer arts camp and two weeks of Club Pelican.
Information
Produce a monthly calendarlnewsletter.
Produce Arts Brag; an arts education newsletter.
Arts Info Line - for up-to-date information.
Provide information/opportunities/resources to artists, citizens, and the press.
Provide educational information on all gallery exhibitions and printed materials for exhibitions.
Offer arts information on the Web.
Planning
Develop a community cultural plan in partnership with the Carlsbad City Library.
Assess short and long-range community needs for facilities and resources.
127
PROGRAM:
FUND:
PROGRAM GROUP:
ARTS OFFICE PAGE TWO
GENERAL FUND/ARTS GENERAU
GALLERY DONATIONS
CULTERAL ARTS ACCTNO. 0014062100140651
0014068114740101
1474020
KEY GOALS FOR 2001-02:
.
.
.
.
.
. .
.
. .
Too Qualitv Services . Offer community-wide multi-cultural events (Festejando a las Madrecitas, and international multi-cultural festival, “By
Kids, for Kids.”
Serve on Chamber of Commerce Arts Education Committee.
Implement arts education long-range plan with Carlsbad and Encinitas school districts.
Offer programming and resources.
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.
Submit grant applications to State and Federal funding agencies when appropriate.
Produce a jazz program.
Assist arts associates with fund-raising efforts.
Serve on Library Foundation Board.
Qualitv of Life/Communitv Development . Operate the Cannon Art Gallery with six exhibitions per year and a full complement of associated programs. . Operate the Sculpture Garden with one exhibition per year,
WORKLOAD MEASURES:
Delivery of Top-Qualitv Services Arts Office Events/Attendance
Community Grants/Applications/Budget
Community Grant Awards/Activities
New initiatives GrantlBudget
Educational Opportunities:
Information Services
Newsletters: # Issues/Distribution
Special Publications: # Per Year/Distribution
Arts Info Line Calls Per Month
ConVis Arts Office Web Site # of Hits (weekly)
Diverse Economic Oooortunities
Grants and Contributions
Earned Income In-kind Contributions
SIGNIFICANT CHANGES:
None.
1997198 1998199 1999/00
43/30,000 44/35,000 49136,000
12/$16,000 21/$18,000 20/18,000
1 o/75 141120 12R6
12142,000 12/48,000
9/19,000 11124,000
220 240
$69,000 $74,000
13,800 23,500
12/50,000 12/50,000
17186,000 48/60,000
240 240
348 400
$89,050 $181,200
14,500 22,000 43,000 84,000
2000/01
66151,000
18119,000
16185
l/5,000
128
PROGRAM: SISTER CITY
FUND: GENERAL /SPECIAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001 4066/1464010
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 0 0
2001-02
BUDGET BUDGET
2,425 2,655
2000-01
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
5,842
0
4,927
0
12,834
0
9,790
0
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Coordinate Sister City Program.
Arrange, host and conduct visits by one (1) student delegation and others as needed.
Coordinate ongoing cultural and educational exchange projects.
Actively pursue the contribution of funds for the Sister City Proqram.
Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such
programs.
SIGNIFICANT CHANGES:
None.
129
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
I 998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 7,732 8,614 8,275
2001-02
BUDGET
9,700
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents.
PROGRAM ACTlVlTl ES :
Continue performing arts programminq
0
0
Present ten (IO) jazz concerts in four quadrants.
Produce and distribute jazz concert fundraising program.
Present annual Mother’s Day Festejando a las Madrecitas at Holiday Park.
Actively pursue the contribution of qifts and funds for the arts
0
0
0
Submit request for County Community Enhancement funds and Transient Occupancy Tax (TOT) funding.
Obtain advertisements for jazz concert fundraising program.
Assist arts associates in fundraising efforts at jazz concerts.
Pursue contributions for Festejando a las Madrecita.s.
PERFORMANCE MEASURES:
0
0
Presented ten (IO) jazz concerts in four (4) parks with an attendance total of 32,000.
Raised over $25,000 in fundraising contributions.
San Diego County TOT funding increased 100% (to $2,000)
SIGNIFICANT CHANGES:
None.
130
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION
1998-99
ACTUAL
SUMMARY
1999-2000 2000-0 1 2001-02
ACTUAL BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1,802,594 1,872,143 2,197,100 2,400,990
1,019,777 1,158,817 1,397,717 1,637,710
35,567 105,069 212,384 222,400
GRAND TOTAL
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live, work and/or play in Carlsbad. The Department is responsible for planning future park sites and the operation of
current recreation programs and senior activities including youth and adult sports, special events, instructional
classes, facility rentals, aquatics, nutrition and transportation programs.
Staff resources also support the Parks & Recreation Commission and Senior Commission, both of which act in an
advisory capacity to the City Council on matters pertaining to parks, landscape, recreation programs, senior activities
and facilities.
KEY GOALS FOR 2001 -02:
Top Quality Services
Continue to Implement the use of customer surveys to evaluate and improve customer satisfaction.
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
as Zone 19 Park, Carrillo Ranch Phase 2, Pine School, Latwin Park, and the Stay-N-Play Program.
Develop standards for current and future facilities which maintain top-quality, cost-effective delivery for
recreation.
Complete and begin implementation of the Recreation Department Strategic Plan.
Finance
Provide recreational activities, facilities and other special events which support local business and enhance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, swim meets,
body surfing contest.
Prepare marketing packet promoting Carlsbad’s public/private facilities and distribute to prospective user
groups.
Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e., special events,
youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits.
131
PROGRAM: RECREATION
FUND: GENERAL
PROGRAM GROUP: RECREATION
PAGE TWO
SUMMARY
KEY GOALS FOR 2001-02 (continued):
Learning . Prepare monthly agendas for parks and recreation, and senior commissions that address relevant issues and
inspire Community involvement. . Continually monitor the Citywide interactive web page to display current recreation opportunities over the
Internet. . Provide a wide variety of instructional classes for all ages. Promote educational classes through distribution of
Carlsbad .Community Services and Recreation Guide three times per year. . Provide and encourage a variety of professional training opportunities to all staff members. . Create cross-training opportunities within the Recreation Department and across major service areas where
feasible. . Provide the necessary tools required for employees to perform effectively. . Maintain an active role in supporting areas of mutual benefit between City and school districts, i.e., Joint Use
Pgreements for use and maintenance of activity playfields and Community Swim Complex.
Qualitv of LifeEommunitv Development . Monitor and annually report on the status of the parks performance standard of the Growth Management Plan.
Open Soacenrails . Assist in the processing of a Citywide trail master plan for Council consideration to ultimately develop a Citywide
trails program. . Support and assist where possible the volunteer trails development program.
&& . Process the Zone 19 park master plan through the appropriate review and initiate the development of plans, specifications and bidding process. . Initiate and monitor Phase II development of Carrillo Ranch. . Prepare and process master plan for development of Larwin Park. . Initiate the master planning process for Alga Node Park. . Implement Council direction relative to the future use of the Pine School site. . Identify and evaluate potential sites for acquisition of 1 O-l 5 acres of park property in the northeast quadrant. . Continue to evaluate development strategies for the Zone 5 corridor industrial recreation park site.
132
PROGRAM: PARK PLANNING
FUND: GENERAL FUND
& RECREATION MANAGEMENT
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 001451010014545
1998-99
ACTUAL
1999-2000 2000-01 2001-02
ACTUAL BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
350,776
104,377
0
358,017
195,066
20,811
414,066
277,435
7,350
528,913
386,852
50,000
I GRAND TOTAL I 455.1531 573.8941 698.851 I 965.7651
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 top-quality park facilities and recreation
programs are developed and sustained for the benefit of those who live, work andlor play in Carlsbad.
PROGRAM ACTlVlTl ES:
Parks and Recreation Commission
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal
to implement the intent of the Parks and Recreation Element of the General Plan and advise the City Council on
associated matters.
Prepare Parks and Recreation Commission Agendas and conduct meetings which address relevant issues,
encourage public input and foster public education on matters of parks and recreation and other associated civic
matters.
Implement and/or process recommendations by the Commission for City Council consideration.
Provide staff support to committees of the Commission which require more detailed review of issues relating to
park development, facilities, recreation programs, landscape, street trees, open space, and amenity goals and
guidelines.
Conduct Commission workshops to improve the expertise and effectiveness of the Commission.
Administrative Services
Provide the required administrative support to a division with 26 full-time positions and 40 hourly/full-time equivalent
positions which operates with a budget of approximately 3.6 million.
Maintain timely processing of special project requests, citizen concerns, departmental reports, City Council
agenda bills, resolutions and ordinances. Prepare and monitor departmental and individual goals and
objectives, budget administration for expenditures and revenue generation.
Recommend and process personnel appointments, promotions, assignments and disciplinary action when
warranted. Provide on-going support to management, general and part-time employees. Implement the services
of contractual employees.
Complete and implement the strategic planning process for the Recreation Department.
Implement a customer service training and orientation program for all new department employees
133
PROGRAM:
FUND:
PROGRAM GROUP:
PARK PLANNING PAGE TWO
& RECREATION MANAGEMENT
GENERAL FUND
COMMUNITY SERVICES ACCi NO. 001451010014545
PROGRAM ACTIVITIES (continued):
Park Acquisition, Plannina and/or Development
Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards
of the Growth Management Program. Provide for current and future community needs by addressing changing
recreation trends.
l Monitor and implement existing park agreements. . Implement Phase II of the Carrillo Ranch Master Plan. . Coordinate and monitor the Capital Improvement Program budget submittals for current and future park
development projects. . Initiate the park planning process for the newly acquired industrial park site and the Pine School property.
Facilitate the acquisition of acreage in the Northeast Quadrant to provide additional activity playfields. . Provide staff support for the development of the municipal golf course. . Process the Zone 19 Park site master plan. . Initiate the Alga None park master plan process
Recreation Proarams
Manage the implementation, performance, and adequacies of recreation programs. . Provide a wide variety of recreation programs and special events for all segments of the population who live,
work and play in Carlsbad. . Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys. . Maintain a self-sustaining percentage of recreational programs as recommended by the City Council. . Prepare and distribute the Community Services & Recreation Guide three (3) times per year. . Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
Two park planners have been added to assist with trails and park projects.
134
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515, 0014521-28
1998-99 1999-2000
ACTUAL ACTUAL
2000-01 2001-02
BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
821,926
629,914
5,564
722'1 75
718,136
33,505
832,670
848,600
6,570
859,483
893,707
0
WORK PROGRAM:
The Recreation Fee Supported Division provides comprehensive opportunities for meeting the recreational needs
and interests of the community by providing self-sustaining fee-supported programs for all segments of the
population including those that live, work and/or play in Carlsbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes, adult excursions, youth and adult sports, special events, youth
day camps and after school programs.
The fee supported division provides year around recreational programs for all ages, preschool to seniors, including
program design, planning, implementation and evaluation.
Schedule facilities for programs. programming.
Prepare and distribute marketing materials. Recruit, train and reward volunteers.
Evaluate programs and analyze data on an ongoing Generate program sponsors.
Prepare financial and revenue reports. quality .
Research and implement program opportunities. Provide scholarships for Carlsbad resident youths.
Review proposals and negotiate contracts with
instructors. Coordinate with school districts for youth and teen
Conduct fee market studies on an ongoing basis.
basis. Utilize sports professionals to enhance program
WORKLOAD MEASURES:
1999-00
Enrichment Classes
# Conducted 1,500
# Enrolled 16,600
Revenue $429,650
Daytrippers
# Trips Conducted 40
# Participants 884
Revenue $46,113
Camps
# Camps: 45
# Participants: 6 54
Revenue $47,593
Estimate
2000-01
1,650
16,600
460,000
41
900
47,000
53
1,020
62,800
Projected
2001 -02
1,650
16,600
470,000
41
920
47,600
63
1,210
72,000
Youth Sports
# Teams
# Participants
# Spectators
Revenue
Adult Sports
# Teams
# Participants
# Spectators
Revenue
1999-00
90
1,550
17,000
$54,040
238
3,100
21,000
$78,370
Estimate
2000-01
62
1,000
12,000
60,000
320
4,900
30,000
82,000
Projected
2001 -02
75
1,200
15,000
65,000
325
5,000
30,000
85,000
135
PROGRAM:
FUND:
PROGRAM GROUP:
1998-99
Pre-school Classes
# Conducted 166
# Enrolled I ,853
Revenue $85,700
Fields Maintained 14
. Stav ‘n’ Plav
#Weeks 30 # Participants 725
Revenue $1,000
RECREATION FEE SUPPORTED PAGE TWO
GENERAL
RECREATION
Estimate Projected 1999-00 2000-O 1
166 167
1,900 1,900
111,100 117,770
14 14
30 30
900 900
$1,500 $1,500
I 998-99
ACCT NO. 0014515,0014521-28
Special Events
# Events
# Participants
Revenue
6 9 9
15,560 23,030 28,250 $60,540 64,000 69,000
Communitv Volunteers
# Volunteers 1,410
# Hours 9,570
Kids Camp
# Camps
# Participants
Revenue
11 12 12
990 1,020 1,050
$83,000 $90,500 $95,500
Estimate
1999-00
1,460 1,460
9.600 9,600
KEY GOALS FOR FY 2001102:
Top Qualitv Services . Conduct customer service training for all staff to broaden their knowledge and improve service delivery. . Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery.
Finance . Recruit, train and recognize volunteers through an annual awards program in order to improve service quality
and reduce program costs. . Recruit and maintain program sponsors to promote local businesses and reduce operational costs. . Provide a wide variety of revenue generating quality recreation opportunities which support local businesses
and enhance transient occupancy taxes (TOT) and sales tax opportunities. . Promote cooperative fundraising projects like “Clean Sweep” to provide volunteer assistance in the Community
and raise funds for scholarship programs.
Learning
. Collaborate with school districts to provide City and school facilities for youth programs including teen
dances, Stay ‘N’ Play and Grad Nite. . Promote educational classes and programs for the Community through the community services
brochure. . Provide skateboard safety education classes at skateboard facility. . Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
SIGNIFICANT CHANGES:
None.
136
PROGRAM: RE C R EAT I 0 N -AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 243,457 277,994
MAINTENANCE & OPERATIONS 91,319 113,411
CAPITAL OUTLAY 27,822 12,677
GRAND TOTAL 362,598 404,082
2000-01 2001 -02
BUDGET BUDGET
281,124 287,249
122,793 147,236
132,800 78,600
536.71 7 51 3.085
WORK PROGRAM:
The Aquatics Program provides for the operation of an attractive and safe community swim complex which offers
comprehensive instruction and training, competition and recreational swimming to all segments of the population
who live, work, and/or play in Carlsbad.
PROGRAM ACTIVITIES:
LessonsRraining
Provide instruction in general aquatic, swimming and diving skills for all ages and abilities; provide education and
training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County
certificatiodtraining site for men and women wishing to qualify 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 Estimate Projected
1999-oo* 2000-01 2001 -02
Instructional Lessons
La ne/H ou rs
Classes Conducted
Registered: - Resident - Non-Resident
Revenue
CHS P.E.
LaneIHours
Participation
Recreation and Lap Swim
LaneIHours
Daily Admissions
Youth
Adult
Season Pass Administration
Revenue
2,354 2,300 2,300
233 233 233
1,422 1,535 1,535
94 90 90
$39,585 $39,500 $40,000
843 840 840
2,350 2,300 2,300
19,318 19,000 19,000
5,818 5,500 5,500
7,135 7,005 7,005
16,149 17,000 17,100
$57,752 $55,500 $55,500
137
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
WORKLOAD STATISTICS (continued):
Carlsbad Swim Masters
Lane/Hours
Participation
Revenue
Aauatic Exercise
Lane/Hours
Participation
Revenue
Carlsbad High School Teams
Lane/Hours
Participation
Revenue
North Coast Aauatics
Lane/Hours
Participation
Revenue
North Shore Aauatics (Ace Group Water Polo)
Lane/Hours
Participation
Revenue
Actual
1999-oo*
3,650 3,565 3,565
13,300 12,990 12,990
$38,852 $35.000 $35,000
262 250
1,336 1,200
$4,826 $3,800
4,3577 4,330 4,330
8,515 8,500 8,500
$10,624 $11,000 $11,000
3,000 3,000 3,000
10,808 10,600 10,600
$6,690 $7,000 $7,000
1,232 1,200
2,024 I ,800
$5,128 $2,900
PAGE TWO
ACCT NO. 0014520
Estimate
2000-01 Projected 2001-02
250
1,200
$3,800
1,200
I ,800
$3,400
KEY GOALS FOR 2001-02:
TOP Qualitv Services . Maintain the safety of the Swim Complex by coordinating the replacement/repair of the pool shell/lining and
minimizing aquatic program impacts. . Implement the “Aquatic Trainee” program to help ensure continued qualified staffing of aquatic programs. . Monitor customer satisfaction by distribution and analysis of surveys.
SIGNIFICANT CHANGES:
None.
138
PROGRAM: RECREATION - AGUA HEDIONDA LAGOON PERMITS
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 001 4530
ACTUAL
12,996 PERSONNEL
MAINTENANCE & OPERATIONS
ACTUAL BUDGET BUDGET
10,505 13,850 14,436
CAPITAL OUTLAY
GRAND TOTAL
FULL TfME-POSlTlONSl* ' ,iiT: ,'
HOURLY/FTE:I?OSITIONS ".:' c,
WORK PROGRAM:
1998-991 1 999-2000 I 2000-01 I 2001-021
1 4,624 I 12,1601 17,2201 18.8871
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 Estimated Projected
DMV registration. Coordinate with the Police 1. Annual Permits: 38 1 390 390
Department to publish and distribute information 2. Daily Permits: 299 200 250
regarding use, rules, and regulations of the lagoon. 3. Revenue: $27,700 $16,000 $16,000
Issue annual lagoon use permits. Verify and monitor 99-00 00-01 01-02
Laqoon Clean-up Program
Coordinate and oversee bi-annual Lagoon Clean-up
Days (June/October).
SIGNIFICANT CHANGES:
None.
139
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
373,439 503,452 655,390 710,909
192,539 130,549 145,519 205,464
2,181 38,076 65,664 93,800
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
and meetings. In addition, the Operations Division also provides maintenance to the many athletic fields owned by
the City and school districts serving the Carlsbad population.
PROGRAM ACTIVITIES:
Information and Enrollment Services
Staff provides information and registration services to the public on Recreation Department programs and facilities.
Enroll participants via phone, mail, and in-person for classes, special events, and 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
facilities.
Attendants perform general clean-up and associated maintenance at facilities.
Supervision
Supervisory staff coordinates operations of the Community 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
1999-00 2000-01
Reservations processed:
Number of Facility Users:
Revenue:
Number of Fields Maintained:
3,250 3,310
798,230 824,800
$1 02,120 $1 11,000
17 17
Projected
2001 -02
3,430
830,000
$1 17,000
17
140
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACC1N0.0014540,0014541,0014542,0014543
KEY GOALS FOR 2001102:
Top Qualitv Services . Conduct customer service training for employees to broaden their knowledge and improve service delivery
skills. . Measure customer satisfaction of service delivery through user surveys and analyze responses to improve
service delivery. . Monitor and maintain the Capital Replacement Program to provide safe, top-quality equipment at all recreation
facilities and conform to City budget standards. . Facilitate the equitable distribution of athletic fields by partnering with Carlsbad non-profit sports organizations to
ensure customer satisfaction of Carlsbad field users.
Qualitv of Life . Prepare and distribute a marketing packet which promotes Carlsbad hotels, restaurants, amenities, and City
facilities to all non-resident athletic groups that use Recreation Department facilities. . Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
competitive alternative to private sector facilities.
SIGNIFICANT CHANGES:
None.
141
PROGRAM: SENIOR PROGRAMS
FUND: GENERALlSPEClAL REVENUE ACCT NO. 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567,191XXX
NUTRITION GRANT
TOTAL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
215,150 209,887 195,934 195,934
550,080 669,013 752,343 821.51 9
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life, and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Education
Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of the
aging population. Coordinate computer classes to teach the basics of computers (i.e., “Windows”).
Recreation
Offer excursions, special events and activities of particular interest to the mature adult which promote social interaction.
Continue computer lab with open hours for seniors to drop in and receive training and technical advice.
Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc.
Provide ongoing information and referral to Community resources.
Provide ongoing classes in computer usage (e-mail, Internet, etc.).
Continue the development of programslgroups that appeal to people with similar interests, i.e., Walking Group, PC
Users Group, Writers Group, Discussion Group, etc.
Provide day trips to local attractions.
Provide after hours and evening events six times per year.
Personalized Assistance
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
Offer tax assistance to over 500 seniors.
Arrange for free legal advice for over 200 seniors.
Arrange for assistance with health insurance decisions.
Health Services
Arrange for screenings, services, classes and lectures that promote healthy living.
Monthly blood pressure checks, glucose and diabetes testing, cholesterol test.
Flu shots.
Provide a minimum of four “special” health screenings, Le., skin cancer, hearing, podiatry, cholesterol, etc.
Continue offering body conditioning, exercise, and dance for seniors.
142
PROGRAM: SENIOR PROGRAMS
FUND: GENERAL/SPECIAL REVENUE ACtiT NO. 0014570,1434567,
PROGRAM GROUP: SENIOR PROGRAMS 1444567.19lXXX
PROGRAM ACTIVITIES (continued):
Administration Coordinates all operations of the senior center; staffing, volunteer recruitment, facility rentals and grants management. . After-hours facility rentals. . Staff scheduling. . Volunteer recruitment and training.
. Budget management. . Senior Commission.
SIGNIFICANT CHANGES:
None.
143
144
Operating Budget & Capital Improvement Program
FY 2001 - 2002
PROGRAM : PUBLIC WORKS
FUND: VARl 0 U S
PROGRAM GROUP: VARIOUS
-~ ~~~ ~~ 1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 10,538,397 11,341,077 11,188,989 12,741,570
MAINTENANCE & OPERATIONS 25,007,380 27,890,826 32,848,133 34,551,679
CAPITAL OUTLAY 1,196,710 365,496 2,622,939 1,738,850
GRAND TOTAL 36.742.487 39.597.399 46.660.061 49.032.099
SUMMARY
145
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016oio
1998-99 1999-2000
ACTUAL ACTUAL
PERSONNEL 597,448 456,073
MAINTENANCE & OPERATIONS 94,973 143,583
CAPITAL OUTLAY 0 13,042
GRAND TOTAL 692,421 612,698
2000-01 2001-02
BUDGET BUDGET
342,786 354,424
202,227 243,516
12,000 0
557,013 597.940
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 includes Engineering Services, Solid Waste Management,
Traffic Signal Maintenance, General Services (Parks Maintenance, Facilities Maintenance, Fleet Maintenance,
Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled
Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance,
Street Lighting and Solid Waste Management).
Program Activities:
Budget Preparation
Coordinate department budget activities.
Performance Manaqement
Prepare goal documentation for Public Works major service area
Strategic Planning
Implement strategic plan and Public Works programs to meet current and long-range goals
Maintenance Management and Quality Control
Continue development of comprehensive systems inventory, maintenance standards and work reporting system
Key Goals For 2001 -02:
Too-Quality Services
Design a monthly reporting system to reflect the performance of the entire Public Works major service area.
Standardized system to track resource allocation and scheduled progress of all Public Works capital projects.
Complete design for new Public Works Center, award contract and begin construction.
Design a program for efficient and effective operations of the future Public Works warehouse.
Design a program for efficient and effective operations of the future Customer Service Center.
Increase efficiency in the provision of maintenance services of Public Works assets and reduction of overall
infrastructure lifecycle costs.
Environmental Management
National Pollutant Discharge Elimination System Urban Storm Water Permit No. 2001-01
o Implement land development policies and practices that encourage protection and enhancement of
o
o
receiving waters and other environmentally sensitive areas.
Develop a comprehensive multi-year public Education, Outreach and Training Plan.
Conduct a fiscal analysis of the Storm Water Protection Program.
146
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
,Key Goals For 2001-02 (Continued)
o Implement legal authority requirements in order to comply with mandates.
o Establish data management and geographic information system tools to record, track, monitor and report
the effectiveness of the City’s Storm Water Protection Program.
o Establish and maintain the Storm Water Protection Program as a high performing division through
performance measurement..
0 Design energy management strategy to minimize City’s reliance on scarce resources.
Communication . Design comprehensive public information and education program for Public Works major service area,
Significant Changes:
.5 of an Office Specialist has been added to assist with administrative functions currently performed by temporary
staff.
147
PROGRAM: ENGINEERING
FUND: GENERALNVATER AND
SEWER ENTERPRISE
PROGRAM GROUP: EN GIN EERl NG SERVICES ACCT NO. 001 571015X15710
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-0 1 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
2,748,204 3,395,803 3,790,364 4,066,717
1,220,135 1,735,632 2,012,047 1,873,990
46,120 108,785 86,802 167,400
HOURLY/FTE POStTIONS
GENERAL FUND
WASTEWATER ENTERPRISE
WATER ENTERPRISE
TOTAL FUNDING
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
Department provides engineering services to the public and other City departments by preparing and processing
design and construction documents. The department is also responsible for ensuring that development and public
improvements are properly designed and constructed without jeopardizing public safety or the well being of the
community.
0.50 0.50 1 .oo 1 .oo
4,014,459 4,516,502 4,914,493 4,759,107
343,420 674,500
723,718 631,300 674,500
4,014,459 5,240,220 5,889,213 6,108,107
Program Activities:
ADMIN. CONSTRUCTION MGMT 7%1 a PLANNING
&
12%
-
L PROGRAMS
TRANSPORTATION DESIGN
14% 25%
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.
Development Services
Provide comprehensive engineering input for all
land use development applications, 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.
148
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE TWO
ACCT NO. 001571015X1571 0
Program Activities (Continued):
Plannina and Proorams . 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,
growth management monitoring, special districts program and facility mapping.
Desian . Design Citywide capital projects including roadways, storm water, potable water, recycled water and sewer
systems; 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
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 Manaaement and lnsoection . 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 3/01; Projected through 6/01
Plancheck - # of Sheets Plancheck - # of Revisions
12000
Projects in Review
10000
8000
6000
4000
2000
0 FY 99-99 FY 99.91 FY 00-01 FY 99.99 FY 99.90 FY DO-01 FY 99-99 FY 99.90 FY 0001
149
PROGRAM :
FUND: GENE RALMlATER AND
PROGRAM GROUP:
EN GIN EERl NG
SEWER ENTERPRISE
E N G IN E ERIN G SERVICES
PAGE THREE
ACCT NO. 0015710/5x15710
Workload Statistics (Continued):
Total Capital Improvement Program
Appropriations
160,000,000
140,000,000
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
0 FY 98-99 FY 99-00 FY 00-01 FY 01-02
Key Goals For 2001-02:
Top-Quality Services
Improve budgetary estimates for the costs to construct, maintain and operate Public Works infrastructure
Continue Phase Ill of Records Management system and implementation of Document Management System
Transportation
Implement Integrated Transportation Program:
o Regional transportation system priorities
o Local transit objectives and programs
o Industrial transportation management
o Tourist transportation needs
o
o
Identify priority Capital Improvement Projects and ensure their timely completion:
o Rancho Santa Fe Road
o Poinsettia Lane
o Faraday/Melrose financing district
o
o Coastal Rail Trail
Traffic signal timing coordination strategic plan
Inventory of traffic control devices
College Boulevard/Cannon Road East Financing District
Open Space
Quality of Life
Complete design phase of Coastal Rail Trail
Review and update Growth Management Plan and Water and Sewer Master Plan
150
PROGRAM:
FUND:
PROGRAM GROUP:
ENGINEERING
GENERAL/WATER AND
SEWER ENTERPRISE
ENGINEERING SERVICES
PAGE FOUR
ACCT NO. 0015710/5x15710
Key Goals For 2001-02 (Continued):
Water
. Manage and oversee major design elements of the Phase II Recycled Water Program to ensure the completion
of major milestones necessary to secure funding and water rate rebates. . Develop water quality measures and recommendations for operation and treatment of Maerkle Reservoir
. Identify priority Capital Improvement Projects and ensure their timely completion:
o Vista/Carlsbad Interceptor Sewer Replacement
o South Carlsbad Village Storm Drain
o South Agua Hedionda Interceptor Phase II
o South Agua Hedionda Lii Station o Agua Hedionda North Sewer
Significant Changes:
Three new positions are included: Deputy Public Works Director/City Engineer; Engineering Technician II; Cffice Specialist II. 5 FTE has been transferred into Engineering from Street Lighting; total increase of 3.5 FTE.
151
PROGRAM: STORM WATER PROTECTION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 1545710
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0
MAINTENANCE & OPERATIONS 0 0 0
CAPITAL OUTLAY 0 0 0
GRAND TOTAL 0 0 0
FULL TIME POSITIONS 0.00 0.00 0.00
2001-02
BUDGET
529,939
1,217,750
125,500
1,873,189
6.50
Work Program:
Provide leadership and coordination for Public Works programs related to storm water protection from pollution: plan
resources and facilities: manage all budget, fiscal and enforcement matters: coordinate programs with local, State
and Federal governments and support City boards, committees and commissions.
Program Activities:
Industrial. Commercial, Residential and Municipal; Data ManaqemenVGIS Prosrams
The components of the program include inspections of the facilities at least yearly, sampling and testing of storm water,
education using outreach materials, and enforcement of non-compliance sites. The number of Industrial sites is
approximately 300 and an estimated 3,000 commercial business will need to be assessed and catalogued.
This program will generate of significant amount of data requiring storage and management for easy retrieval,
reporting, and application to a GIS System. Therefore, this goal also includes the costs to allow the implementation
of data management for this component of the program.
Education/Outreach and Public Participation
The Permit requires the City conduct educational efforts and outreach to the public and focus groups regarding the new
requirements to all the different sectors. The Permit specifies in Sections F.l .d and F.2.j. that educational efforts should be
focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city
contractors on the requirements imposed on all municipal facilities and operations. External outreach efforts are to educate
Planning Project Applicants, Developers, Contractors, Property Owners, Citizens and Community Planning Groups.
Additional Educational efforts are outlined in Section F.4 of the permit by specifying the target communities of the outreach
and topics to be covered. The Permit also specifies that the City and all Committees must include the Public by allowing
participation and input into local and regional programs.
Municipal Facilities
The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce
the pollutants in runoff. The evaluation includes review of: Pollution Prevention practices, identifying all sources of
pollutants, implementing Best Management Practices and Maintaining all Storm Sewer System facilities and
structures. The Permit also requires special review of Pesticide, Herbicide, and Fertilizer use at all municipal
facilities. These requirements are found in Sections F.3.a of the Permit.
Planninq & Construction
The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This
requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the
General Plan. Construction activities in the City are also subject to new standards and requirements as directed in
the Permit. This includes any necessary revisions to the City’s Grading Ordinance as described in Section F.2 of the
Permit.
152
PROGRAM: STORM WATER PROTECTION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 1545710
Program Activities (Continued)
Leaal Authority This goal and budget allows for the required modifications to the City’s Municipal Code in order to allow for enforcement associated with the Permit. This requirement is described in section D of the Permit.
Fiscal Anatvsis The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs being implemented. This goal and budget will allow the City to hire a specialized consultant to prepare funding options for the programs. The requirement is described in Section F.8 of the Permit.
Key Goals For 2001-02:
Environmental Manaaement . National Pollutant Discharge Elimination System Urban Storm Water Permit No. 2001-01 o Implement land development policies and practices that encourage protection and enhancement of
receiving waters and other environmentally sensitive areas. o Develop a comprehensive multi-year public Education, Outreach and Training Plan.
o Conduct a fiscat analysis of the Storm Water Protection Program.
0 implement legal authority requirements in order to comply with mandates.
o Establish data management and geographic information system tools to record, track, monitor and report
the effectiveness of the City’s Storm Water Protection Program. o Establish and maintain the Storm Water Protection Program as a high performing division through
performance measurement.
Significant Changes:
This is the first year of the Storm Water Protection Program budget. The budget was established for the coordinated management of the various programs that support compliance with Urban Storm Water Permit No. 2001-01 issued by the San Diego Regional Water Quality Control Board. All of the positions and funding for this budget are new to
support this new program.
153
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
SUMMARY
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
2,545,398 2,720,590 2,952,082 3,362,715
4,781,955 5,014,485 5,285,152 5,346,324
198,597 53,241 2,432,751 1 ,I 99,000
7,525,950 7,788,316 10,669,985 9,908,039
PROGRAM GROUP DESCRIPTION:
The City's General Services Department is responsible for the preventative maintenance and repair of parks, school
athletic fields, City buildings and vehicles, public street trees and medians.
PROGRAM ACTlVlTl ES :
KEY GOALS FOR 2001 -02:
Top Quality Services
Develop a plan that will improve operational efficiency for street trees (pruning activities) and for park
maintenance (litter removal).
Identify and implement opportunities for improvement through the performance measurement system.
Establish an inventory replacement program for Facilities Maintenance.
Environmental Manaqement
Develop a plan to reduce vehicle source emissions.
Develop a comprehensive community forest management plan.
Leaning
Provide flexibility, growth opportunities and increase efficiencies in General Services and
Maintenance/Operations by establishing a cross-training program.
154
PROGRAM: PARK MAINTENANCE
FUND: GENEFUN
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 001 5020
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
Maintain, preserve and enhance 300+ acres of park facilities, school athletic fields, beach accesses, and landscapes
at various civic facilities. This includes the maintenance of eight Community parks and 26 special use areas.
Manage over 625 acres of open spacelundeveloped areas and provide services to other departments as well as
Community groups.
PERFORMANCE MEASUREMENTS:
Benchmark
100% of safety work orders are addressed within 24 hours of being identifiedlreported. “Addressed” means a
safety work order will be inspected and assigned a course of action and any immediate safety hazard resolved.
Result
100% of safety work orders were addressed within 24 hours of being indentifiedlreported.
Benchmark
90% of surveys returned indicate the quality of service by Parks maintenance at “Very-Good” to “Excellent” in all
survey categories.
Result A Citywide public opinion survey indicated that 89.9% of respondents rated the condition of parks as
goodlexcellent.
Benchmark
Carlsbad annual park maintenance cost per square foot is in the lowest one-third when compared to other cities
in San Diego County.
Result
Of the fifteen cities surveyed, Carlsbad ranked seventh in the lowest maintenance cost per square foot at
$8,090.
PROGRAM ACTIVITIES:
Turf and LandscaDe Maintenance
Direct management of 103 acres of turf and 148 acres of landscaping. Duties include mowing, fertilization,
renovation, re-planting, trimming, pesticide application, raking leavesldebris, turf sweeping, weeding cultivation,
edging, aerating, re-seeding, irrigation programming maintenance and equipment maintenance.
155
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 001 5020
PROGRAM ACTIVITIES (continued)
Restroom Maintenance/Litter ControVPicnic Area Services
e Inspect, maintain, clean, paint, and repair 16 separate restroom facilities (as well as eight portable units) 5 plus
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 plus times
weekly to remove all litter and service all trash receptacles.
Court/Field/Tot Lot Maintenance
Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 soccer fields, and 26 softbalVbasebal1 fields. All
athletic courts are cleaned/inspected on a weekly basis. Duties involve washing down, sweeping off, blowing
off, fence inspections/repairs, and paying surface inspections. In addition, this activity includes weekly
maintenance of all tot lots. This includes sand rakingAeveling, sand roto tilling, play equipment inspection and
repair, and the necessary documentation of such actions.
Irriqation Maintenance
e Maintain all facility landscape irrigation systems. This includes programming over 95 different controllers, with
over 1,340 valves. Duties include replacement, repair, trouble shooting and data entry/ programming using the
centralized irrigation system.
Open Space Maintenance
e Provide maintenance activities to City-owned open space, 1-5 Interchange, and areas of additional maintenance
responsibilities. Duties include trash removal, clean-up and weed abatement.
Miscellaneous Maintenance/Repair and Special Requests
These activities, which are difficult to measure, include repair and upgrading park structures, facilities, play
equipment and fencing, and the installation of play equipment, bleachers, drinking fountains, soccer goals, trash
enclosures, concrete work, and painting projects. These additional activities also include special projects and
requests by the Community for turf installation, sculpture installation, various redevelopment requests and
Community garden needs. The total amount of time spent on these activities amounts to approximately 12% of
park maintenance activities.
WORKLOAD STATISTICS:
TURF & LANDSCAPE MAINTENANCE
Picnic Area
La
Turf
38%
156
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE THREE
ACCT NO. 0015020
PROGRAM ACTIVITIES (continued)
NO. OF COURTS/FIELDS/TOT LOTS MAINTAINED
28
30
25
20
15
10
5
0
Tennis Ball Fields Tot Lots Basketball Soccer
SIGNIFICANT CHANGES:
None.
157
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
PERSONNEL
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
643,573 773,726 909,647 1,160,390
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
661,361
99,576
859,860 1,254,789
22,743 24,689
1,301,353
91,000
WORK PROGRAM:
Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
the Community.
PERFORMANCE MEASURES:
Benchmark
90% of internal surveys returned indicate the overall quality of service by Facilities Maintenance at “Very Good”
go “Excellent” in all survey categories.
Result
65% of internal surveys returned indicated the overall quality of service by Facilities Maintenance are “Very
Good” to “Excellent” in all survey categories.
Benchmark
Carlsbad maintenance cost per square foot is in the lowest one-third when compared to other cities in San
Diego County.
Result
Of the ten cities that responded to the survey, Carlsbad ranked third in the lowest cost per square foot at $2.01.
PROGRAM ACTIVITIES:
Buildinq Maintenance
Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
relocation of staff andlor office furnishings as required. Implement and manage a preventative maintenance
program for major mechanical systems, roofing and painting.
Custodial Services
Provide professional level custodial services for all City facilities by utilizing City staff in the major buildings and
contract services in the smaller buildings.
Contract Maintenance
Prepare and administer contracts for all building maintenance services, i.e., HVAC, plumbing, electrical,
construction projects, and custodial services.
158
PROGRAM : FACILITIES MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 001 5060
WORKLOAD STATISTICS:
Total Building Space Maintenance Custodial Services
22%
FY99 FYOO FYOl In-House
SIGNIFICANT CHANGES:
None.
159
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
296,255 280,604 338,739 354,620
214,680 236,834 257,025 320,981
0 2,218 3,489 0
IGRAND TOTAL I 510.9351 51 9.656 I 599.2531 675 601 I
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 ACTlVlTl ES:
Street Trees
This division program provides maintenance for over 21,000 trees on City right-of-ways. The Maintenance
consists of pruning, planting, removal and root pruning. The division annually responds to 500 plus street tree
work orderslrequests, removes trees, and plants over 100 trees. This year we will be planting close to 200 trees
to help meet the Council’s tree policy.
Contractual Tree Maintenance
This program provides an on-going program for contracting, administering and overseeing the street tree
maintenance program beyond the scope of the division.
Weed Abatement
This program involves the treatment of undeveloped right-of-way and open space areas for weed growth
removal. The activities include herbicide application, and cultural practices to eliminate weed growth.
W 0 R K LOAD STAT I ST IC S :
1400
1200
I000
800
600
400
200
0 FYOO
170
0 Work Orders Trimmed Removed Planted
SIGN I Fl CANT CHANGES :
None.
160
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 161 5024
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
1998-99 1999-2000 2000-01 200 1-02
ACTUAL ACTUAL BUDGET BUDGET
168,533 177,009 218,408 202,125
232,668 263,828 322,290 333,360
0 2,218 148 0
401,201 443,055 540,846 535.485
WORK PROGRAM:
Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape
improvement areas.
PROGRAM ACTIVITIES:
Medians
Maintain weekly 56 plus acres of landscaped medians. Maintenance includes trash pick-up, weed control
pruning, planting, pesticide application, removals, replanting and irrigation repair/adjustment.
Contractual Median Maintenance
Provide on-going program for contracting, administering and overseeing median maintenance for 43 plus acres
of City medians.
Streetscape Maintenance
Maintain approximately eight acres of high-maintenance areas including planter boxes, downtown fountain,
pond, landscape pockets and parking lots. Maintenance activities consist of litter control, weed control, pruning,
planting, pesticide/fertilizer application, irrigation repair/adjustment, parking lot sweeping, fountain maintenance,
coordination of sidewalk pressure wash, and related duties with streetscape improvements.
WO RK LOAD STAT1 S T I C S :
Acres Maintained
56%
In -H o use
SIGNIFICANT CHANGES:
None.
161
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
1998-99 1999-2000
ACTUAL ' ACTUAL
PERSONNEL 479,463 477,259
ACCT NO. 6205060
2000-01 2001 -02
BUDGET BUDGET
41 1,945 492,160
MAINTENANCE & OPERATIONS 993,8791 985,0181 1.317.885/ 1,203,570
CAPITAL OUTLAY
WORK PROGRAM:
Fleet Operations is an Internal Service fund within the City which provides continuous repair and maintenance
service for City-owned vehicles and equipment operated by City departments. Fees developed on a cost recovery
system based on a per mile/hour charge by class of vehicle generate revenues to this department. This program
involves all facets of vehicle repair, maintenance ana' parts, ensures that adequate supplies of fuel and oil are
available to operating departments, administers the collection and disposal of hazardous waste generated by City
departments, and oversees the collection of used oil and batteries from Carlsbad citizens and disposes of same in
accordance with County and State regulations. The fleet is comprised of 279 vehicles and 134 other pieces of
equipment.
PERFORMANCE MEASURES:
Benchmark
90% of scheduled preventive maintenance work orders are completed within 48 hours from the time the vehicle
is delivered to the shop.
Result
84% of scheduled preventive maintenance work orders were completed within 48 hours from the time the
vehicle was delivered to the shop.
Benchmark
90% of internal surveys returned indicate the quality of service by fleet servicesloperations at "Very-Good" to
"Excellent" in all service categories
Result
71 % internal surveys returned indicate the quality of service by fleet servicesloperations are "Very-Good" to
"Excellent" in all service categories.
PROGRAM ACTIVITIES: -.
Repair and Maintenance
Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
Inspection of Terminals (B.I.T.) and smog programs; sublet repairs to vendors as necessary; make road calls for
units disabled in the field.
Auto Parts
Secure needed items for the maintenance and repair of the fleet through cooperative buying with other cities or
through State net discount; provide a perpetual inventory and automatically reorder quantities through the
automated management system.
162
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 6205060
PROGRAM ACTIVIES (Continued)
Fuel and Oil
Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies:
maintain sufficient stock on hand for emergencies: continue to supply fuels and lubricating oils to the Carlsbad
Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
WORKLOAD STATISTICS:
Preventative Shop Repairs Vendor Emerg. Road
Maintenance Repairs Repairs
Gallons of Fuel Used
250
200 G 8 150
100 Y
3u I I
VI I I I I
FY99 FYOO FYOI FY02
SIGNIFICANT CHANGES:
None.
163
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 621 5061
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 0 0 0
2001-02
BUDGET
0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY 1,005,368 827,868
97,523 108,251
2,299,069 93 1,000
1 GRAND TOTAL I 827.8681 1.005.3681 2.396.5921 1.039.251 I
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motorized rental fleet with a value
of $5,000 or greater. This includes the determination of the economic life of individual units set forth in
Administrative Order No. 3, the development of proper specifications to suit user's needs, the outfitting of new units
before being placed into service and preparing replaced units for sale at auction or to interested public agencies or
special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
ensures a more cost effective fleet.
PROGRAM ACTIVITIES:
Fund Maintenance
Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average
replacement charge by unit class.
Specification Writing
Write specifications for the purchase of replacement units combining the needs of the users and economic
reality of the City.
Purchase and Disposal
In partnership with the Purchasing Department, buy replacement units through the public bid process or in
cooperation with other public agencies through cooperative purchasing programs. Arrange for the public
auction of replaced units or sell them to other interested public agencies or special districts.
WORKLOAD STATISTICS:
420 421 450 41 0
400
350
300
250
200
150
100
50
0 VehlEquip Acquired VehlEquip Disposed Total Units
SIGNIFICANT CHANGES:
0 FYOI
0 FY02 (Est.)
Due to the lag time in ordering vehicles, large amounts are carried forward at year end which explains the large
decrease from the prior year.
164
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
1998-991 1999-20001 2000-01 I 2001-021
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0
829,971 344,234 380,000 345,000
0 0 0 0
GRAND TOTAL 829.971 I 344.2341 380.0001 345.000
WORK PROGRAM:
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
golf course.
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Continue Land Manaqement Plan: Maintain the 1. Land Management Program:
proposed golf course property to retain the viability of
the project development. habitat.
a. Prevent further encroachment of existing
b. Identify and eliminate insignificant patches
of habitat.
c. Remove unprotected and insignificant
native vegetation from project footprint.
Develop Golf-Related Commercial Concepts: 1. Analyze the potential for commercial uses on the
golf course.
Proiect Processing: Continue environmental pro- 1. Preparation, review and analysis of proposed
cessing through USF&W, CDF&G and the Coastal
Commission.
golf course plan.
2. Retain environmental consultant and process
EIR.
3.
4.
Process approvals for the golf course.
Meet with Golf Course Steering Committee on a
regular basis.
SIGNIFICANT CHANGES:
None.
165
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS
1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET
PERSONNEL 4,647,347 4,768,611 4,103,757
MAINTENANCE & OPERATIONS 18,910,317 20,997,126 25,348,707
CAPITAL OUTLAY 951,993 190,428 91,386
SUMMARY
2001-02
BUDGET
4,427,775
25,870,099
246,950
PROGRAM GROUP DESCRIPTION:
This department is responsible for preventive maintenance, repair, and operations of City and water district
infrastructure including City streets, water and sanitation systems, and management of the City’s Solid Waste
Program.
PROGRAM ACTIVITIES:
Wastewater
Recycled W ighting
; Signals Waste
WATER
OPERATIONS
166
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 001 6355
I
200 1-02 1998-99 1999-2000 2000-01
ACTUAL ACTUAL BUDGET BUDGET
PERSONNEL 1,040,334 1,000,374 1,043,837 1,180,890
MAINTENANCE & OPERATIONS 1,008,737 971,454 1,222,279 1,334,572
CAPITAL OUTLAY 5,310 39,844 7,889 6,000
GRAND TOTAL 2,054,381 2,011,672 2,274,005 2,521,462
FULLTIME POStTlONS 20.00 21.25 21.25 21.25
HOURLY/FTE POSITIONS I 3.50 I 3.00 I 0.00 I 0.00 I
WORK PROGRAM:
The Street Maintenance Division performs street and roadside maintenance to maximize the safety and circulation efficiency of the roadway system.
PERFORMANCE MEASURES:
Roadway Cost Effieciency: Measure under development.
Roadway Safety:
Benchmark
100% of roadway segments meet Caltrans collision rates.
Results 95% of Carlsbad’s roadway segments meet Caltrans collision rates.
Roadway Circulation:
Benchmark
Travel times on Palomar Airport Road and on El Camino Real as measured June 2000.
Results
Travel time decreased on Palomar Airport Road and increased on El Camino Real when measured December 2000.
Roadway Rideability:
Benchmark
An average Pavement Condition Index (PCI) of 80 with a minimum PCI of 70.
Measurement: Average PCI of 75 as measured in most recent survey, 1997-98.
PROGRAM ACTIVITIES:
Contract Manaqement
Roadside Maintenance
Contract Management consists of contract design, inspection, and support.
Roadside Maintenance activities consist of weed abatement, litter pick-up, debris hauling, cement repair and
guardrail maintenance.
Drainaqe System Maintenance
City Siqn Maintenance
The cleaning of brow ditches, catch basins, drainageways, and gutters.
Fabricate, install and maintain all traffic, street name and special signs throughout the City.
167
PROGRAM: STREET MAINTENANCE PAGE TWO
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 001 6355
PROGRAM ACTlVlTl ES (Continued)
Asphalt
Consists of crack sealing, surface patching, trench repair, base replacement and pothole patching.
Painting
0 Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull nose painting.
WORKLOAD STATISTICS
PW Street Maintenance 2000 Staff Hour Totals
OMisc Maintenance
13.36%
Paintina I
OContract Management
I
.Customer Services 7.32% 10.70%
I I
SIGNIFICANT CHANGES:
None.
side
'3%
168
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 81 OPERATIONS ACCT NO. 001 6370
1999-2000
ACTUAL ACTUAL
PERSONNEL 28,877 28,751
MAINTENANCE f4 OPERATIONS 282,677 381,767
1998-99 2001-02
BUDGET BUDGET
52,920 57,420
755,328 469,840
2000-01
CAPITAL OUTLAY 100,000
WORK PROGRAM:
Maintain the City's traffic signal system.
PROGRAM ACTIVITIES:
Customer Requests
Respond to traffic signal repair requests.
Contract Administration
Administer traffic signal maintenance agreement.
USA Markouts
Mark underground utilities in coordination of the Dig Alert system.
Inspection/Construction Coordination
Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PW Traffic Signals Staff Hour Totals 2000
(IBtrac! Admin (I Miscellaneous
12.93% 0 lnspedion I Coordination 5.60%
6.82% 1 I
0 Customer Requests
39.88%
SIGNIFICANT CHANGES:
0 Special Projects
5.54%
Large decrease is the result of a one-time appropriation in prior year for purchase of green LED traffic signals.
169
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
GRAND TOTAL
1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
234,936 231,484 203,769 178,290
439,666 528,823 637,731 874,355
6,523 58 1 0 56,000
681,125 760,888 841,500 1 .I 08.645
WORK PROGRAM:
Maintain the City's street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Requests Respond to street light repair requests.
Circuits
Troubleshoot or repair of underground circuits and associated equipment.
USA Markouts
Surveillance and Repair
Mark underground utilities in coordination with the dig alert system.
Perform night surveillance to identify and schedule needed repairs.
System Upqrades Installation of technological advances.
B Inspection WO RK LOA D STAT ISTI CS :
/Coordination PW Street Lighting Staff Hour Totals 2000
Customer Requests 4%
'7 38% I 0 Miscellaneous
=Special Projects
4%
I I I 4 % \ sy
OCircuits
6%
OSurveillance & Repair
22%
I
USA Markouts
19%
SIGNIFICANT CHANGES:
None. 170
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
- 1998-99 1999-2000 2000-01 2001-02
ACTUAL ACTUAL BUDGET BUDGET
0 0 0 0
7,048 8,924 292,866 1,500
0 0 0 0
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Property owners are
assessed annually. 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.
WORK LOAD STAT I ST IC S :
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 2001 -02:
Top Quality Services
Evaluate alternative strategies following drainage studies in light of up scaled environmental
clearanceslmitigation measures to ensure desired drainage patterns.
SIGN I Fl CANT C H AN GES :
No dredging of the channel planned for budget year
171
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 501 631 0/5026310
1998-99
ACTUAL
1999-2000 2000-01 2001 -02
ACTUAL BUDGET BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
PROGRAM GROUP DESCRIPTION:
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, provides potable water service to
approximately 85 percent of the City (66,300 customers). The District purchases 100% of its potable water as
treated water from the Metropolitan Water District and the San Diego County Water Authority.
PERFORMANCENVORKLOAD MEASURES:
Water Quality
98% of bacteria samples free of coliform bacteria as adopted by the City’s Performance Measurement Team. The
State requirement is that less than 5 percent of all samples collected during any month are total coliform-positive.
Fiscal Number Total Total Percent
Year Collected Positive Bacteria-Free Bacteria-Free
1995-96 1,316 4 1,312 98.0%
1996-97 1,349 6 1,343 98.1%
1997-98 1,354 1 1,353 99.2%
1998-99 1,428 3 1,425 99.0%
1999-00 1,615 1 1,614 99.9%
2,556,587 2,781,958 1,926,047 2,247,115
. 13,787,842 15,093,947 17,719,080 18,318,461
569,053 79,823 63,500 35,900
Water Reliability
Annual number of hours per mile of distribution line that a water main is out of service will not exceed a total of .05
hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if necessary,
annually.
Fiscal Total Miles HourslMile
Year Hours Distribution Distribution
Lines Line
1998-99 18 350 .05
1999-00 17 400 .04
Water Delivery Efficiency
Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4, Urban Water Use
in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA
recommends that the loss after treatment be maintained at 10% or less.
Fiscal Water
Year Loss
1996-97 2.08%
1997-98 2.66%
1998-99 4.87%
1999-00 5.36%
172
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION
PAGE TWO
ACCT NO. 5016310/5026310
PERFORMANCE/WORKLOAD MEASURES (Continued)
. Total number of staff hours to deliver an acre-foot of water will not exceed 3.3 hours per acre-foot. This
benchmark was established at baseline level and will be reviewed and revised, if necessary, annually.
Fiscal Staff Hours
Year Per Acre-Foot
1996-97 3.1
1997-96 3.3
1996-99 3.3
1999-m 2.9
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 Operations . 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.
173
PROGRAM: WATER OPERATIONS PAGE THREE
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATION ACCT NO. 501 631 01502631 0
WORKLOAD STAT1 STI CS :
Water Use Data
Collection
40 5% FTE
I
1
SIGNIFICANT CHANGES:
None.
174
PROGRAM: WASTEWATER OPE RATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 51 1631 0
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
717,073 664,728 817,334 694,540
3,325,292 3,924,852 4,415,277 4,752,208
363,399 55,205 7,997 49,050
PROGRAM GROUP DESCRIPTION:
Fiscal Year Expenses
Flow - mad
The Carlsbad Municipal Water District, a subsidiary district of the City of Carlsbad, operates and maintains the City-
owned sanitary sewer collection system which covers approximately 65% of the geographic area of the City.
Payments are made to the Encina Wastewater Treatment Plant to cover the City's share of operating costs for
treatment of its sewage.
1995-1996 1996-1 997 1997-1998 ' 1998-1999 1999-2000
$2,278,165.00 $2,404,019.00 $2,364,962.00 $2,244,652.00 $2,233,201 .OO
4.68 , 4.85 5.10 5.98 6.34
PERFORMANCE WORKLOAD MEASURES:
- Annual Flow
$Img
Sewer System Reliability
Annual number of stoppages not to exceed 1.2 per 10 miles of sewer mains per year.
1,708.20 1 1,770.25 1 1,861.50 I 2,182.70 I 2,314.10
$1,334.00 1 $1,358.00 I $1,270.00 I $1,028.00 1 $965.00
Fiscal Total Total Miles of Stoppages
Year Stoppages Mains per 10 Miles
1998-99 26
1999-00 8
213
213
1.2
0.4
Annual number of spills not to exceed 1.3 per 10 miles of sewer mains per year
Fiscal Total Total Miles of Spills
Year Spills Mains per 10 Miles
1998-99 28
1999-00 11
213
213
1.3
0.5
Sewer Cost Efficiency
Annual cost of service per million gallons of sewage will not exceed $1,028. This benchmark was established at
baseline level and will be reviewed and revised, if necessary, annually.
175
PROGRAM : WASTEWATER 0 P E RATION S PAGE TWO
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 51 16310
WORKLOAD STATISTICS:
SI G N IF I CANT C H AN G E S :
None.
176
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
PERSONNEL
1998-99 1999-2000 2000-01 2001 -02
ACTUAL ACTUAL BUDGET BUDGET
69,540 61,316 59,850 69,520
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
306,146
0
59,055
0
119,163
0
87,359
0
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:
Solid Waste Customer Satisfaction:
Benchmark: 90% of customers rate solid waste services as "Good or "Excellent".
Measure: 83.3% of customers rated solid waste services as "Good" or "Excellent".
Benchmark: Solid waste services rates, adjusted for franchise and other city fees, in the lowest 1/3 when
compared to other cities in San Diego County.
Results: Carlsbad's residential rates were 2nd lowest and commercial rates were 3'd lowest of 12 cities with
which we could compare.
Benchmark: Achieve 50% or higher diversion as reported to the California Integrated Waste Management
Board.
Measure: Achieved 42% diversion in 1999.
0 Solid Waste Cost Efficiency:
Solid Waste Diversion:
PROGRAM ACTIVITIES:
AB 939
Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste
Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. Prepare and submit
reports and documents, as required.
Solid Waste
Ensure collection and disposal of solid waste generated in Carlsbad. Coordinate activities with regional groups.
Administer and monitor the solid waste services contract. Review reports and rate requests from authorized
collector.
RecyclinqlDiversion
Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional
Coordinate and monitor all recycling recycling meetings and coordinate City efforts with other agencies.
programs.
SIGNIFICANT CHANGES:
Large decrease is the result of a one-time appropriation in the prior year for solid waste disposal consultant services.
177
Operating Budget & Capita2 Improvement Program FY 2001- 2002
2001 -2002 PRELIMINAi t 1/ CAPITAL IMPROVEMENT PROL.(AM
1. Needed now for growth management. (Also includes mandates
2. Needed soon for growth management compliance.
and health and safety related projects).
I 3. Needed now for other standards (example: ball field standards).
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. The CIP is a financial plan for capital improvements; it is not a commitment for
spending. No authorization to spend funds is given until the City Council adopts the proposed
budget and appropriates the funds for the following fiscal year. The CIP is also a tool available
to Council and staff, to weigh resource availability with the demand for facilities.
What is a CIP project? Projects which are included in the CIP are generally defined as any
construction (or reconstruction) of major infrastructure orbuildings that are located on or in the
ground. The total cost of constructing a CIP project is added to the City’s inventory of major
infrastructure and buildings upon completion.
The 2001-2002 Capital Improvement Program provides
$76.7 million in new appropriations, with projected
revenues totaling $73.8 million. Development of the city
creates 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 that 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. This year’s CIP reflects the Council’s 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 projects were ranked based on the
following criteria:
4. Needed soon for other standards.
5. Basic infrastructure. I 6. Other (example: timing or funding opportunity).
GROWTH PROJECTIONS
Several assumptions about the rate and type of growth were made in order to project the
revenues that result from development. These assumptions can change from year to year to
correlate with the economic climate.
Every year, City staff evaluates all existing developments and compares the projects to the
buildout capacity of the City using adopted general plans. Existing building activity and estimates
of how remaining net developable land might develop are then used to prepare future growth
179
projections. This information is compiled and reviewed by the Planning, Building and
Engineering Departments; the Finance Department overlays the economic forecast.
Residential development is expected to slow over the coming years. This slow down is not
projected based on economic constraints, but rather on the development schedules of the
remaining vacant parcels. Residential development for 2000-2001 was projected at 1,065
building permits; however, recent estimates anticipate about 1,400 units to be permitted by the
end of the current fiscal year. Construction is expected to decrease to about 800 units per year
for the next five years.
Residential Units Trend 1985 to 2006
2500
In contrast, non-residential development remains strong, and this is expected to continue for the
next 5 years. Projects include several commercial/retail developments located in or near the
areas where most of the residential development has occurred or is planned over the next
several years. In addition, a variety of other projects are planned including industrial
development, hotels, and health care facilities.
The following table shows the number of residential units and non-residential square feet of
development used in calculating estimated revenues for 2001-2002 and subsequent years to
buildout.
Projected Development
Residential and Non-Residential Construction
Residential Non-Residential
2001-2002
2002-2003
2003-2004
2004-2005
20052006
Years 6-10
180
Revenues for Capital Projects from now until buildout total $526.2 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.
Funding Sources 2001-2002 to Buildout
Total Revenue = $526.2 million
250
200
150
100
50
0
Development Special
FttS DiStIictS
Water/Sewer
Replacement
Approximately 44O/6 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-In-Lieu Fees (PIL), Planned Local Drainage (PLD) Fees, Water
Connection Fees (MFF), and Sewer Connection charges. Community Facilities District and
Bridge and Thoroughfare Benefit District revenues comprise 11% of the total. Water and Sewer
replacement revenues generated by user fees equal approximately 16% of total revenues, and
the remaining 29% are related to Federal & State grants, license tax on new construction, the
County sales tax program (Transnet), contributions from other agencies, and possible special
districts which may be formed to fund major road projects. Since the funding for these roads has
not been determined, the associated revenue has been included in this “other” category.
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 35O16 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 $154,000 per multi-family dwelling unit,
and $240,800 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 $92. 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 commercial/industrial building can vary widely depending on the ultimate land use;
181
The value assigned to each commercial/industrial trip is $37.
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 Ranch0 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 Bridge and Thoroughfare Fee Districts (BTD) 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. Two additional financing districts
may be formed to fund College Boulevard and Cannon Road extensions east of El Camino Real,
and Melrose Drive and Faraday Avenue extensions.
CAPITAL PROJECTS
The following two sections provide summary expense and revenue data, as well as a description
of the major capital projects. The first section contains information through buildout, and the
second section focuses on the next five years.
CAPITAL PROJECTS 2001-2002 TO BUILDOUT
The CIP for 2001-2002 to buildout outlines approximately 174 future projects at $436.5 million.
CIP Project Statistics
I I Type of Project
Streets/Circulation
Parks
Sewer
Water
Facilities/Civic
Drainage
Other (loans)
Total Future
Quantity Total Cost
62 $129,354,783
23 70,693,89(3
31 76,779,15(3
35 61,162,370
11 59,629,600
12 19,136,621
N/A 19,675,548
174 6436,451,962
140 In millions
Expenditures by Category
2OOlj2002 to buildout
Total = $436.5 million
60
40
20
0
Civic ’ Drainage ’ . Parks Sewer ’ Water Loans 182
The largest expenditure category is for street and traffic signal construction
projects, which total $129.4 million or 29.5% of all future projects. Included in this
category is 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.
Major street projects in the 2001-2002 to Buildout CIP:
l Faraday Avenue and Melrose Drive Extensions east of El Camino Real
l Poinsettia Lane to El Camino Real
l Poinsettia Lane east of El Camino Real
l Cannon Road to El Camino Real
l Cannon Road and College Boulevard East of El Camino Real
l Ranch0 Santa Fe Road to San Marcos and Encinitas
Proposed Major Road Projects
- NEW ROAD
tt+t+t RAILROAD
-
183
The second largest expenditure category is for park projects, which total $70.7
million, or 16.2%. Park projects include acquisition and/or development of acreage
within all quadrants of Carlsbad. Future park projects include:
Northwest Quadrant
NW Quadrant Park (Pine School)
Community Facility (Pine School)
Cannon Lake Park
Northeast Quadrant
Larwin Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant Southeast Quadrant
Poinsettia Park Phase II Alga Norte Park & Swimming Pool
Zone 19 Park Leo Can-ill0 Park
In addition, Veteran’s Memorial Park, a loo-acre site which is centrally located in the City of
Carlsbad, and a business park recreational facility located in the industrial area is planned.
Environmental permits are continuing to be processed for the City’s 250-acre golf course located
in the industrial corridor directly south of the future Veterans Memorial Park. Development is
currently on hold pending coastal commission review.
Sewer projects are the third largest expenditure category and total almost $76.8 million.
Projects include the- construction of the South Agua Hedionda interceptor, the VistaKarlsbad
trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the
repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel
ocean outfall and cogeneration projects. The largest of these projects is the VistaKarlsbad
interceptor; construction will occur along Jefferson Street from Interstate 5 to Oak Avenue and
along Oak Avenue from Jefferson Street to the west side of the railroad right-of-way, and. is
expected to span over several years.
Water projects total about $61.2 million (14%) 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, El Fuerte, and
along El Camino Real. In addition, the City plans to build a recycled water facility at a cost of
approximately $33 million, over half of the total planned expenditures.
Construction of City facilities such as libraries, administrative facilities and police and fire
facilities total $59.6 million, or 13.7% of the total planned capital
expenditures to buildout. Exterior improvements to the Cole
library were made this year and are almost complete. 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
next fiscal year (2001-2002). A new City Hall is planned for
construction in the future; the timing and location have not been determined.
Specific timing and cost estimates for all capital projects are identified in the Detail Schedule of
Capital Projects (2001-2002 to Buildout) following this narrative.
CAPITAL PROJECTS - THE NEXT FIVE YEARS
Some of the major projects planned for the next five years are discussed below; their locations
can be seen on the map in the previous section.
184
l
I a
l
Streets - Several large street construction projects are planned for the next 5 years. The
extensions of Cannon Road and Poinsettia Lane to El Camino Real are 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 Ranch0 Santa Fe will improve regional and local traffic flow
generated in the southern part of the City.
Zone 19 Park - Construction is scheduled to begin next year 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.
Lawin Park - Larwin Park is located on a 22-acre site in the
northeast quadrant of the City. Plans for development of this park
include constructing trails, a tot lot, and other amenities. In addition, a
portion of this land will be used as a dog park.
Alga None Park - This park site consists of 30
acres in the Southeast Quadrant and may
include 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 centerlgymnasium,
an enclosed soccer field, tot lots, picnic areas, a tennis complex, and additional parking.
Pine School Park - Prior to development of this 7-acre site, an extensive community
outreach program with local residents and various organizations will be implemented to
gather public input for the ultimate design.
Public Works Center - Design of a new Public Works Center is underway, and
construction is expected to begin 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.
Fire Station No. 6 Relocation - Fire Station No. 6 is currently located in a temporary
facility in the southeast quadrant of Carlsbad. Relocation of this station to a permanent
facility along the east side of Ranch0 Santa Fe Road is scheduled to occur concurrent
with the road alignment project. This fire station is required to ensure a five-minute
response time within the southeast part of the City as development in that area occurs.
Drainage 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 Avenue/Melrose Drive extensions, are also
planned within the next five years.
185
a Vista/Carlsbad 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 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 partially funded by the City of Vista.
l Waterlines - Several major water lines are scheduled for construction
within the next five years:
l along El Camino Real from Cassia to Poinsettia Lane
l along El Fuerte from Poinsettia Lane to Palomar Airport Road 0 along Poinsettia Lane from El Camino Real to the “D” Reservoir
l along College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
l Recycled Water Program - The c’ky plans to construct a recycled water facility to increase
the supply of water and reduce dependence on external suppliers.
SUMMARY
The proposed 2001-2002 to Buildout CIP is being driven by the City’s commitment to insure that
facilities are available to service the developing areas as well as the current residents.
Carlsbad’s philosophy has been to build quality capital facilities, which meet, and at times
exceed Growth Management standards. Phasing projects over a period of years to match
funding availability and maximizing the use of available resources are methods used in order to
meet the needs of Growth Management. The 2001-2002 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.
186
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
- Schools
- Water Distribution
- 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 2001-2002 CIP, compliance with the Growth Management
Plan is assured.
187
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 a five-year
period. Funds are viewed to be committed if they are programmed to be spent on a specific
project(s). If the money is not spent, findings must be made describing the continuing need
for that money each fiscal year after the five years has expired. The City of Carlsbad
commits the revenues from these fees through its Capital Improvement Program budget.
This budget, which is adopted by the City Council, sets forth the City’s Capital expenditure
program from the current year to projected build out of the City. The expenditure plan is
updated annually as part of the City’s budget process.
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.
188
189
DETAlL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
PROJECT PROJECT TOTAL TOTAL PRIOR PRIOR BALANCE BALANCE
JOB KEY JOB KEY PROJECT TITLE PROJECT TITLE FUND FUND BUDGET BUDGET EXPlENC EXPlENC FORWARD FORWARD
GIYrC PRCNE!ZIS GIYrC PRCNE!ZIS
38311 38311 ADA ADA - - CANNON PARK CANNON PARK GCC GCC 48,000 48,000 0 0 48,000 48,000
34411 34411 ADA ADA - - MISCELLANEOUS FACILITY MODIFICATIONS MISCELLANEOUS FACILITY MODIFICATIONS GCC GCC 800,000 800,000 388,128 388,128 213,874 213,874
35701 35701 ADA ADA - - NORTHWEST QUADRANT PARKS NORTHWEST QUADRANT PARKS GCC GCC 50,000 50,000 34,803 34,803 15,197 15,197
35231 35231 ADA ADA - - PEDESTRIAN RAMPS PEDESTRIAN RAMPS TlF TlF 801,400 801,400 780,991 780,991 20,409 20,409
VF FA- I
I
36851 POLICE & FIRE CAD IMPLEMENTATION GCC 2,ow,Wo 204,473 1.795.527
36871 800 MHZ DATA BACKBONE GCC 221 ,ooo 221,000
36951 POLICE & FIRE TRAINING FACILITY FEASIBILITY STUDY -.. . -._.-.-.. _.__. GCC --- 45.000 45~000 ._,___
FIRE STATION # 3 RELOCATIOI ---. . ..-. J PFF 895.000
36881 .^ _ -- -. *.. ^._ .^ --^--^^m e^ FIRE STATION W STOtaut UUILUINOKtS I KUUMS ^..^ -1,. a*^ .--...-...--...--...- tiL1; ZlO.0”” _^ *,^ lY.44” _^1 --- lZ,.5tiII I - , - - -
FIRE STATION a - fPERMANEh - -- --- rr) PFF 875,000
36861 .*--.a L.... H. -..*A- -C* --.-,a.. POLlCr I KAININCi KANtit. - KkLUbA I IUN m-s. t&I; a-,. m-1 Y3V,VVV ..A a-.. Yl ,YDL a-^ ^ .^ mN5,v4u
COLE LIBRARY EXPANSION (35%) CFDm 4.608,WO
COLE LIBRARY EXPANSION (85%) PFF 8,320,OOO
33841 COLE LIBRARY REMODEL PFF 2,332.882 1.470.928 881,934
33701 SOUTH CARLSBAD LIBRARY COLLECTION PFF 400,000 302,423 97,577
32441 SOUTH CARLSBAD LIBRARY CONSTRUCTION CFD#l 18.888.518 18,348,015 520.501
34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT FED GRNT 1388,000 758,343 9,857
34552 COASTAL RAIL TRAIL (TSM GRANT) - PROJECT STUDY REPORT ST GRANT 342,000 191,348 854
CFD#l ADMINISTRATION CFD#l 1,540.000
34891 OPPORTUNISTIC SAND PROGRAM GCC 85,542 35,542
34692.93 OPPORTUNISTIC SAND PROGRAM ST GRANT 138,898 103,885 7,230
36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM GCC 390,Wo 303,504 88,498
NRN SENIOR CENTER COURTYARD LANDSCAPING GCC 30,000
36541 BUSINESS IMPROVEMENT DISTRICT STUDY REDVL BONDS 25,000 24,047 953
35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 85,WO 0 65,WO
35591 FACADE IMPROVEMENT AND SIGNAGE PROGRAM REDVL BONDS 174,288 92,103 82,185
38511 VILLAGE AREA STREET FURNITURE AND PtANTERS REDVL BONDS 75.000 18,481 58,519
36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM REDVL BONDS 495,215 0 495,215
36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDM BONDS 30.000 15,177 14,823
SUBTOTAL CIVIC PROJECTS 90,025,321 248098,454 8,334,287
35101 ASBESTOS SURVEY GCC 40,000 7,518 32,454
36921 CALAVERA COMMUNITY CENTER ROOF REPLACEMENT GCC 82,000 80,000 2,000
38321 CALAVERA HILLS CENTER - OFFICE EXPANSION GCC 25,000 0 25,000
38941 FIRE STATION #5 ROOF REPLACEMENT GCC 50,000 0 50,ow
38331 HARDING CENTER - FANS GCC 10,000 0 10,000
38341 HARDING CENTER - KITCHEN REMODEL GCC 20,000 0 20,OW
35161 MISCELLANEOUS FACILITIES MAINTENANCE GCC 434,020 357.898 78,322
36381 SAFETY CENTER - BUILDING IMPROVEMENTS GCC 50,000 18,382 31,818
190
DETAIL SCHEDULE OF OAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2W112002 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR5 YEAR B-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2W4-2W5 2005-2008 20062011 2011 +
r------ 9.025.ow
4,800,000
2.200,000
895,WO
81,800
875.000
4,508,OW
8,320,OW
-
800,000
150,000
110,000 110,000 110,000 110,000 110,000 550,000 440,000
30.000
30,ow
I 18.854.800 1 lO.OW 985.000 110.000 1.005.000 40.090.000 44o.wo
FISCAL YEARS 2Wl/2W2 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
JOB KEY PROJECT TITLE FUND BUDGET EXPlENC FORWARD
35781 SAFElY CENTER - CONFERENCE CENTER REFURBISHMENT GCC 185,OW 13,014 151.988
36421 SENIOR CENTER - RECOAT ROOF GCC 25,000 4,858 20,342
35151 SENIOR CENTER FLOOR REPLACEMENT GCC 85,900 24,893 5,107
36911 STAGECOACH COMMUNITY CENTER ROOF REPLACEMENT GCC 74,000 72.000 2,000
35771 VARIOUS FACIUTIES ROOF REHABILITATION GCC 50,000 13,940 38,980
38651 WATER DISTRICT - REPAIR/REPLACE CONCRETE ENTRANCE WATER REPL 20,000 3,034 18.988
SUBTOTAL FACILITIES MAINTENANCE 1,090,020 574,235 480,785
35781 BUSINESS PARK RECREATIONAL FACILITY ZONE 5 2,828,WO
30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,818,883 5,040,789 775,914
38351 LARWIN PARK - DOG PARK GCC 38,wo 13 35,987
VETERAN’S MEMORIAL PARK CFD#l 18.129,000
Pm
CANNON LAKE PARK (8.7 ACRES) PFF
38351 CHASE FIELD BATHROOM/SNACK -_ __ _ --- _ . __. _ ---
NEW PLAYGROUND EQUIPMENT - HOLIDAY PARK IMBR
HOSP GROVE/BUEbJA VISTA LAGOON REC’L IMPROVEMENTS PIL-NW
USE PRESCHOOL TO I LU I tititi
. . . 947,000
:.EAR BLDG REPL GCC 190,000 8,450 181,550
85,000
2.980.000
z3.vvu I 38981 KRUGERHO---. .-_-.._-- ~-. --. --._--
35191 MISCELLANEOUS BEACH ACCESS REPAIRS/UPGRADES GCC 70,ooo 18,013 51.987
PARK SITE DRlELOPMENT - PINE SCHOOL PFF 2,250,WO
PARK DEVELOPMENT - PINE SCHOOL COMMUNITY FACILIM PFF 4,848.OOO
35071 SWIM COMPLEX SANITATION SYSTEM GCC 140.000 5.000 135.000
1
ST QIJW PAW
LARWIN COMMUNITY PARK (22.3 ACRES) PIL-NE 500.000
PARK RESTORATION AND ACQUISITION PIL-NE 535,000
38981 PARK SITE ACQUISITION (15 ACRES) NE QUADRANT PARK PFF 4.55o.ow 2.825,OOO
3801 I PARK.SITE DEVELOPMENT (15 ACRES) PIL-NE 3,ooo,ow
?K - PHASE I 8 1A
_ ..-.dEII
SOCCER FlFl I3 STAIRS . . . . . .-
1FR FIELD
PFF
PFF
GCC
IMRR _-. _. .--- .._.-. _
S) PFF
Y FACILITY\ PFF
5,471,434 -,
7,200,flnn
85l
. ...-.-.- -I
AVlAR4 LAND ASSOCIATES
--JGsq
ABLE IF NEEDED TO CONSTRUCT PHASE I : AVAIL
PIL-SW
PIL-SW
PA-
34561 LEO CARRILLO PARK - PHASE II PFF 3,992,ooo 3251595 3,688,405
LEO CARRILLO PARK - PHASE Ill PFF 1,703,000
35791 STAGECOACH PARK DRAIN (LOWER LEVEL) GCC 15,000 15,000
36411 STAGECOACH PARK BALLFIELD DRAINAGE SYSTEM GCC 78,000 57,119 20,881
38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC 25,000 25.000
SUBTOTAL PARK PROJECTS 95,751,007 11,782,447 13,294,870
AGF PRO-
192
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2992 TO BUILD OUT
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
I 35.000
35,000 0 0 0 0 0 0
2,626,OOO
t 8.064,WO 8.085000
85.000
2,960,000
10,000
7w,ooo 200,090 1,350.000
400,000 4,246,OOO
500,000
535.000 I -;- 1,925,ooo
3.000.000
1.410.000
I 600.000 6,600.OOO
700,000
5.661.890 I 4.836.000
250,000 250,000 7.750,000
5.3w.000 . ,
1.703,000
t 14.667,090 850.000 13346.000 600.000 6.600.000 13.364.000 21.266.000
193
DETAlL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FlSCAL YEARS 2001/2002 TO BUILD OUT
PROJECT
JOB KEY PROJECT TITLE FUND
TOTAL
BUDGET
PRIOR
EXPIENC
BALANCE
FORWARD I . . . ,.a.- I 36041 AVIARA PARKWAY STORM DRAIN REIMBURSEME‘ - ‘-’ - - --- :N I (I-LUA -L--J n’ n I-L” -Ion run-i Lcf”,““” LYU,UUU
BTW COLLEGE BLVD/CANNON RD RU 4CH 3 DRAINAGE FACILIT PLD 2.666,960
36391 BATIQUITOS DR STORMDRAIN m’ - - vu I LE I CHANNEL GCC 50,000 5,399 44,601
36241 1.1 nrna IIs-C.mz&IT CARLSBAD BLVD STORM DRAWN mm-wuav~c~‘~ I IllED .l.IYI . m nnn --,---
COLLEGE BOULEVARD STORM DRAIN (REIMB./PLDA “B”) PLD 2,100,660
33381 DRAINAGE CHANNEL AND DESILTATION BASIN/CANNON RD (PLD PLD 1,120,000 360,380 759,620
36225 FARADAYIMELROSE DRABlAG” ---I’ ‘-lrn ‘-’ nr w=m DI n I mnnnn mm e7l-l
NEW IA COSTA AVENUE STORM DF
MISCELLANEOUS MASTER DR NNV M- ---- -. __. . .___-
r I-AbILl I ,I=3 (I-LUrn D , I LY .,-““,‘“” oo,JrI
UilN REPLACEMENT &l&R 65,000
AINAGE FACILITIES 1 ASTER ut Yz 36611 MlSCtLLANtVUS KC
36612 MISCELLANEOUS RC
MISCELLANEOUS RC
PARK DRIVE AND TAtmw+n AVCNUC CI I Uruw tnwwn (r-n D 1 I LY ““I,““”
35261 SOUTH CARLSBAD V’ * - -- ev.-A”m’ n-a’k’ ILLA\jC 3 1 UKM UlvIlN TDANENFTJ nr ceo nno I Iyu.0I.L I -a-“” A 7IXl fltlll 7,. “I,““..
‘UAI t
-‘IAD SUBDRAINS
IAD SUBDRAINS
IAD SUBDRAINS .~.-.r.rr.-...,r~~~n..~D.l.l,Mnllne)u\
PLD
PLD
GAS TAX
GCC
IM&R
DI n
10,936,OOO
150,999
10,wo 438 9,562
200,ow 200,000
275,966
Ann nnn
35262 SOUTH CARLSBAD \I ILLAGE STORM DRAIN GAS TAX I,~,~ 1,600,0G”
35264 SOUTH CARLSBAD V.-p - ‘ILIAGE STORM DRAIN TRANSNETISTF 1,240,OOO 631,983 608,017 I ,aIlnnn 35263 SOUTH CARLSBAD VILLAGE S-““” nna’l’ ‘n’ nr “mm DI i-l 9 m7 nnn
-*... -.-,* ..,-- lF.mAm.., IUIUW “IVWY {I-Lvn I2 , I LY ., .“-)“-- I, lW,““V
I AMAKAL.n AN” tbn a I utvw DRAIN AND SILT. BASIN (REIMBPL PLD 1,279.ooo
38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC woo0 30,000
36901 TORREJON PLACE STORM DRAIN RELINING GCC 80,000 2.029 77,971
SUBTOTAL DRAINAGE PROJECTS 29,885,ow 1.734,617 9.013.762
01 FAClLlIy
SIR91 RI III IXNG IMPROVEMENTS SEWER CONN 1,787,249 510.799 182.515 -11. “_.__..._..... ..“. -...- ..- .a=7 PV.3 34111 CAPITAL ACQUISI-RONS - UNIT I CC\AlhD rnlr,hl UL..Ln ““..I. -2 9an OUR 1,-““,““- JP,,PI” 122,230
1
“““” . “. . .._.-. _ .___.... -
COGENERATION REH “_“_. ._. _ __ .- !ABlLlTATlON a-. -- ILI. StWtK Ktt-L
36661 FLOW EQUALIZATION PF^ m-m..- WJCb I SEWER CONN 5646,518 159,310 73,466
PHASE IV EXPANSION - I 3EBT SERVICE SEWER CONN 13.082.183
38071 PHASE V EXPANSION “L..LI\ ““I...
36961 PHASE V EXPANSION - INTERIM CAPACITY ccl,
IAAfi.4 DI *NT DELIID,, ,T*T,nN YL..L.. ..LI L -*“““,- . .
__.~_. - -
E8Z,AlFR Pt-,NN II ,692,762 67,666 701,973
,,NER CONN 222,298 129,029 93,269
CRAlED REDI 9 RAR QA7 1.093.309 327,608
.N,” ,- 25.000 636
SEWER CONN I ,I60942 113.705 227,515
-=I r-s., ,\L,~Y.LmI~na”1.
‘Ilx7n4 M IUD CtAT1AM INTFRFACF.C S J”I”l r”Rlr Y I r\ I l”,. I,. I _I .I rx.v-1 ;EWER REPL A9 RAR
36661 TECHNOLOGY MASTER PLAN
AS GRAVITY SEWER
L via rn LIFT STATION . ,a,...-1 n a- e.-rllle.I n, I..0 Annlmh~,
SRNER REPL
SEWER CONN
CFWFD PnNN
175,000
502,132 24&c. I I
73.1 nnn
35811 AVENIDA ENCIN rcl,4 33221 BUENA “I...,-- ’ ’ 256,921
BUENA v,a ,A L,F I 3 I A I (UN I-VMI- nuw I IVIV YL..LI, “VI... -- ” ( - - -
CARLSBAD TRUNK SEWER REACHES VCTIA. VCTlB, VCTlC (SB SEW BENEF 455,000
CHINQUAPIN SF”‘*- ’ ‘- --A-nna’ EC\NFD RFD, Am tMn .,P tl4.Y W”,” li) ? cm7 34941 :Y”Ablz Lw I 3 I A I IUN “L..LI\ I\b, b r”-,“-” U,Ga”I
36224 rn .- FARADAY AVENUE - UKIUN I u MCI A..I_.I -B-A “‘,-ROSE SEWER SEWER REPL 110,299 110.200
3495, FOREs’ ---. ,I-, .-._._I il IjKAVl I ‘I 3tVVtZK SMlER REPL 800.000 19,652 280,348
36561 FOXES StWAUk LII- I 3 I c -- -** -- ’ ‘- --ITION UPGRADE SEWER REPL 2,185,OOO 2,121,764 63,236
NEW HOME PLANT LIFT STATION SEWER REPL “_. _-. . .-. - 285.000
IA COSTA MEADOWS SEWER EXTENSION SEWER REPL 175,000
LA GOLONDRIA SEWER EXTENSION SEWER REPL 150,000
,,,IG,,TCUA”C EDA\IIN EC!A,TZD FVTFNClt-,N Pr3LhC) Pl-alhl .>F”“E.x -111.1. icnnnn OMYL UL..LI\ Y\ILI.YI”I. I”“.““” VM “II I
35371 NORTH AGUA HEDIONDA INTERCEPTOR REHABILITATION L-L.IILY YLY, v a,‘, . . . ..I
NEW NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO F
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTlA
35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION
38091 NORTH BATIQUITOS SM. ___ _ _ /AGE LIFT STATION MODIFICATIONS
35391 PALMER WAY SEWER EXTENSION
194
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FlSCALYEARS2001/290210BUlLD0UT
YEAR1 YEAR2 YEAR3 YEAR4 YEAR5 YEAR8-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 20052008 2008-2011 2011+
2.800.000
2,100,000
1,131,821
85.000
10.936,000
150.000
275,000
5oo.cKM
1.279.000
1,491,821 2,750,OOO 80,000 0 0 500,000 14,315,ooo
144.543
112,099
2,542,735
942,181
1,093,935
124.050
112,099
938.199
7487.810
124,050 124,050 124,050
112.099 112,099 52,101
938,258 939,581 938,394
857,088
278,135
259,018
2,870.987
4.871,045
1,512,475
630,422
322.431
3,720,547
3,435,093
88,987 74,430 74,430 74,430 74,430 394,479 803,844
17.013
375,127 444,595
175,000
233,000
100,0w 355,000
500.000
35,000 250,000
50,000 125,000
50,000 100,000
50,000 100,000
837,800
100,000 820,000
158,000 1,375,200
800,000
34,800 297,200
195
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200112002 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
JOEI KEY PROJECT TITLE FUND BUDGET EXPIENC FORWARD
38101 POINSE-ITIA LANE SEWER RELOCATION SEWER REPL 4w,ow 7.740 392,280
!WAGE LIFT STATION ODOR/NOISE ABATEMENT SEWER REPL 221,800
SEWER REPL 2.8OO.OW 73.322 726 fi7R
__ ._. . -...--. -
NEW POINS!XlIASE ____- --__ _.. ..-__ _--_.
34511 SEWER ACCESS HOLE REHABlLlTATlON --..- ._.. -. - . _,_-_ . - -, -. -
38081 SEWER CONNECTION FEE UPDATE SEWER CONN 15,000 5,851 9,149
38401 SEWER LIFT STATION REPAIRS AND UPGRADES SEWER REPL 235,380 207 179,793
34521 SEWER LINE REFURBISHMENTS/REPLACEMENT SEWER REPL 7,850,OOO 842,959 907,041
NEW SEWER MASTER PLAN UPDATE SEWER CONN 181,000
33241 SEWER MONlTORlNG PROGRAM SEWER CONN 549,075 28,931 142.144
35831 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II SEW BENEF 5,581,495 1,381,512 2,013,983
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE II (VISTA) OTHER 810,000
38281 SOUTH AGUA HEDIONDA INTERCEPTOR PHASE ill SEW BENEF 2,1w,ooo 417,901 582,099
SOUTH AGUA HEDIONDA INTERCEPTOR PHASE Ill (VISTA) OTHER 8W,OOO
38551 VISTAXARLSBAD INTERCEPTOR - PAVEMENT OVERLAY TRANSNEF-LOC 895,880 895,880
34921 VISTAICARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION SEWER CONN 8.250.000 83,825 266.175
31821 VISTAXARLSBAD INTERCEPTOR REACH VCSA. 5B TO VC1 1A SEWER CONN 12,223.433 2.424,7: 13 9.798,700
31822 VlSTA/CARLSBAD INTERCEPTOR REACH VCM. 5B TO VC1 IA SEWER REPL 702,020 702,020 1
VlSTAlCARLSBAD INTERCEPTOR REACH VC1 1 B SEWER CONN 2,9w,ow I
VISTAICARLSBAD INTERCEPTOR REACH VC13 TO VC15 SEWER CONN 10,200.ooo
NEW VISTAhXRLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH SEWER REPL 327,075
SUBTOTAL SEWER PROJECTS 107.438.783 10.873.978 19.983.855
FR -UTiON SY-
33782 “D” RESERVOIR - PHASE II WATER CONN 3,984,500
33781 “D” RESERVOIR - PHASE II WATER REPL 1.328,ooO
580 ZONE SECONDARY SUPPLY WATER CONN 258,wo
860 ZONE SUPPLY WATER CONN 550,000
38411 AVIARA PARKWAY- POINSETTIA LANE TO PALOMAR AIRPORT R WATER CONN 495,000
35421 CALAVERA HILLS WATER BOOSTER STATION STANDBY GENERA WATER CONN 250.000
35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 2.864,457 2347,758 518,701
35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINA WATER CONN 133,wo
CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINA WATER REPL 142,000
38181 CARLSBAD BLVD - SOUTH OF PALOMAR AlPPORT ROAD WATER CONN 150,000
36631 COLLEGE BOULEVARD- MAERKLE RESERVOIR TO AGUA HEDIO WATER REPL 2,340,ooo
COLLEGE BOULEVARD (33” LINE TO CANNON ROAD) WATER CONN 421,000
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE WATER CONN 550,000
38171 COLLEGE BOULEVARD - EL CAMINO REAL TO AGUA HEDIONDA WATER CONN 183.375 9.591 173,784
35321 DAVIS AVENUE PIPELINE REPLACEMENT WATER REPL 153,170 114.334 38,838
34481 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH WATER REPL 3,225,OOO 149,948 3,075,052
EL CAMINO REAL CROSSING AT KELLY DRIVE WATER CONN 94,000
38431 EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COU WATER REPL 850,ooO 50,wo
NEW EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINS WATER CONN 835,800
35441 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY WATER CONN 250,000 50,000
35932 FARADAY AVENUE WATERLINE WATER REPL 325,000 287,385 37,835
38223 FARADAY AVENUE - ORION TO MELOROSE WATERLINE WATER CONN 97,210 97,210
38161 EL FUERTE - ALGA ROAD TO POINSETTIA LANE WATER CONN 2,ooQ,ooo 413,660 1,588,340
EL FUERTE - FARADAY TO MAERKLE RESERVOIR WATER CONN 330,000
EL FUERTE - POlNSElTlA LANE TO PALOMAR AIRPORT ROAD WATER CONN 820,000
EL FUERTE - NORTH OF LOKER WATER CONN 148,750
38571 FARADAY AVENUE - CANNON RD TO CARLSBAD RESEARCH CTR WATER CONN 510,000 299,234 210,788
FOUSSAT ROAD WELL ABANDONMENT WATER REPL 150,000
38211 LAKE CALAVERA RESERVOIR IMPROVEMENTS WATER REPL 1.850,OOO 83,419 88,581
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANS WATER REPL 804,000
MISCELLANEOUS PIPELINE REPLACEMENT PROJECTS WATER REPL 1,400,000
38231 MISCELLANEOUS STORAGE TANK REPAIRS WATER REPL 170,000 120,000
38221 MISCELLANEOUS WATER RESERVOIR FENCING WATER REPL 110,000 1,685 108,315
35311 OCEANSIDE INTERTIE UPGRADE WATER REPL 100,000
NORTH AGUA HEDIONDA TRANSMISSION MAIN WATER CONN 130,000
196
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2OOll2002 TO BUILD OUT
YEAR 1 YEAR 2 YEAR3 YEAR 4 YEAR5 YEAR 5-10 BUILDOUT
2001-2002 2002-2003 2003-2904 2904-2005 2W5-2008 2005-2011 2011+
I
21,700 200,100
100.000 100.000 100.000 lW.OW lW,OOO 5w,ooo 1 ,ooo,OOO
t 3w,ooo 55,380 300,000 3w,ooo 3w,ooo 300,000 1,500,000 3,3w,ooo I 181.WCI
20.000 20,wo 20 .ooo lW.000 220.900
2.188.000
810.000
1.100.000
800.000
I 789.380 5.130640
3w,ooo 2,8W,OOO
500.000 4,700,000 5,wo.wo
327,075
5223.793 1 14,778,023 1 4,911.495 1 13,2W,8W 1 8,961,975 1 11,837,857 1 19.885,407 i
3.984.500
1.328.WO
258.000
550.000
495.000
133,000
142,000
150,000
2,340,wo
421,000
550,000
94,000
800,000
835,800
200,000
25,000 305,000
820,000
148,750
150,000
1,5w,ooo
804,000
8OO.WO 8W.000 I 50,000
197
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
. FISCAL YEARS 200112002 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC FORWARD
34791 PALOMAR AIRPORT - NORTH OF OWENS WATER CONN 150,000 4,725 70,275
36581 POINSETTIA LANE- FROM “D” RESERVOIR TO AMBROSIA LANE WATER CONN 322,000 NW 267,456
35851 POlNSElTlA LANE - EL CAMINO REAL TO “D” RESERVOIR WATER CONN 2,700,OOO 169,731 2,530.269
POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL WATER CONN 2,8oo,Ooo
34421 POINSElTlA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVA WATER CONN 375,000 24.420 350,560
PRESSURE REGULATING STATION - CANNON ROAD AND COLLE WATER CONN 250,000
38241 SANTA FE II TRANSMISSION MAIN RELOCATION WATER REPL 559,998 509,065 933
35491 SEAWATER DESALINATION PROGRAMS WATER REPL ’ 649.660 34,832 615,028
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT WATER REPL 120,000
.38191 TAP NO. 2 RESERVOIR WATER CONN 1.750,000 6.000 144,000
38531 TAP RESERVOIR U(TERlOR PAINTING WATER REPL 70,000 70,000
35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL 150.000
38201 WATER CONNECTION FEE UPDATE WATER CONN 15,000 12,956 2,044
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16% WATER REPL 586,652
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84% WATER CONN 3,079,9ia
36641 WATER SYSTEM INTERTIE CONNECTION WATER REPL 4o0,ooo 33,676 366,124
SUBTOTAL WATER DISTRIBUTION SYSTEM 41,378,690 4.654351 10,450,719
TFR PRDJFCTS
DEBT SERVICE ON STATE LOAN RECL WATER 2.199.750
34861 INDUSTRIAL PARK SYSTEM RECL WATER 1,179,539 279,539 900,000
35861 l-5 RECYCLED WATER TRANSMISSION LINE RECL WATER 14o,ooo 19,595 120.405
38291 RECYCLED LINE - POINSE’ITIA BRIDGE RECL WATER 240,000 24,420 215,560
36751 __.-. RECYCLED WATER PROG-PHASE II ..-- -~-- .-.. -- ~-- RECL WATER 32.909.000 .~.~._._.~ 596.556 I.444
36752 RECYCLED WATER PROG-PHASE II WATER REPL 4,ooo,ooa 1,149,360 2,850,640
34871 PUMP STATION UPGRADE RECL WATER 400.000
SUBTOTAL RECYCLED WATER PROJECTS 41.068.289 2,071,470 4,060,069
38451 TRAF SIG - EL CAMINO REAL CORRIDOR STUDY GCC 29.000 29,ow
35671 TRAF SIG -ALGA ROAD AND MELROSE DRIVE PFF 110,000 39,600 70,500
TRAF SIG -ALGA ROAD AND CAZADERO GAS TAX 125.000
33692 TRAF SIG - AVIARA PP
..-- -.-
TRAF SIG
. _ _.
TR/U= $lG - CA
TRAFL.- __.._.
TRAF SIG - CARL
..-.. -
TRAF L.- __ . . _-
TRAF SIG - CARL
TRAF SIG - CARL SBAD VILLAGE DRIVE AND PONTIAC GCC 85,000 85,ooo
TRAF SIG - CARLSBAD VILLAGE DRIVE SIGNAL TIMING UPGRAD GAS TAX 12,100 12,100
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRI PFF 110,000
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115,000
TFIAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OC PFF 100,000
NEW TRAF SIG - COLLEGE BOULEVARD AND TAMARACK GCC 100,000
38001 TRAF SIG - EL CAMINO REAL AND POINSE-ITIA LANE PFF 125.000 1,500 123,500
36461 TRAF SIG - FARADAY AND CANNON ROAD PFF 125,000 99,772 10,228
TRAF SIG - FARADAY AVENUE AND ORION STREET TIF 100.000
3621 I TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE GAS TAX 125,000 8,091 116.909
198
DETAtL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FtSCAL YEARS 200112602 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR4 YEAR 5 YEAR 6-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
75.000
2,aoo,WO
250,000
50,000
20,000 100,000
1 w.000 1 sOO,ooo
l!%.WO
195,202 195,176 196.272
1.024.606 1.024.682 1.030.420
3,070,010 4,395,410 3,565,7w 4w,ooo lW,wo 14,742,500 0
BH to Update this >>
159,527 159,527 159,527 159,527 159,527 797,635 604,480
6,914,OW 19.339,ow 1,570,000 2,486,OOO
4w.000
9,073.527 19,496,527 2,129,527 2,645,527 159,527 797,635 604,460
125,ow
125.000
110,000
100.000
llO.WO I 125.000
110,ow
100,ow
125,000
130.000
so,wo
110,000
.115,000
100,000
100,000
15,000
100,000
199
DETAlL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2001/2002 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
JOB KEY PROJECT TITLE FUND BUDGET EXPiENC FORWARD
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD GCC 110,000
TRAF SIG - LA COSTA AVENUEMUEVA CASTILLA GCC 85,000
TFtAF SIG - MELROSE DRIVE AND LA COSTA A\iENUE PFF 110,000
36441 TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE PFF 250,000 125,000
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR GAS TAX 125,000
TRAF SIG - POINSElTlA LANE AND BRIGANTINE ROAD GCC 31,625
TRAF SIG - POlNSElTlA LANE AND EL FUERTE STREET PFF 125,000
TRAF SIG - POINSETTIA LANE AND MELROSE DRIVE PFF 125,000
38491 TRAF SIG - POINSE-lTIA LANE AND PASEO ESCUEIA GAS TAX 122,000
TRAF SIG - POINSETTIA LANE AND SNAPDRAGON DR GAS TAX 125,WO
34081 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD GCC 125,000 233 124,787
TRAF SIG - RANCH0 SANTA FE ROAD AND MELROSE DRlVE (SO PFF 110,000
TRAF SIG -TAMARACK AVENUE AND GARFIELD STREET PFF 110,000
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE PFF 110,000
SUBTOTAL TRAFFIC SIGNAL PROJECTS 4.509,725 268.940 1,049,160
i3TR-T PROJECTS
38371 ALGA ROAD MEDIANS GCC 70.000 69,675 325
ALGA ROAD MEDlANS IM&R 1,030,wo
36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST GAS TAX 854.000 146.323 7.677
34182 AVENIDA ENCINAS EXTENSION
-.._ .-__.-- ..__ _~~_.
- ~~ -. ~.- ~ .-..- - OTHER 822,000 815.220 6,780
AVENIDA ENCINAS WlDENlNG - SOUTH OF PALOMAR AIRPORT R TIF 870,000
35461 BTD#2/AVIARA PKWY - PALOMAR AIRPORT RD TO COBBLESTON BTD#2= 1,658.500 547,675 4.625
35951 BTW2/POINSETTlA LANE - AVIARA PKWY TO BLACK RAIL ROAD BTD#2 7.096.000 2.893.746 916.254
lTlA LANE - AVIARA PKWY TO BLACK RAIL ROAD PFF 500.000 500.0001 35952 BTDrmPOlNSE
38731 BTD#2/POINSElTIA LANE - REACH “C” BTL@2 2.2911000 884.325 315.675 1
. _ I--. --I
I DRIVE (LOAN)
.-.-us
.__ (LOAN) _ W DESIGN
-5 TO PASEO DEL NORTE
EO DEL NORTE TRA
---
GAS TAX
OTHER
GCC
TIF
PFF
_-_,_. - .-. ,. -- - ._,
120,000 113,305 6,--v
14,790,854 790,854
60,000 57,972 2,026
210,725 53,395 157,330
lf35OW 95.281 69.719
.._.- - ..--. _. -..- ..-. . , . . ._,___ , - - -, - .
IF GAS TAX 75 m-lo 23 740 51 7Ai-l
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE TIF 320,000
38071 EL CAMINO REAL AND FARADAY AVENUE TIF 710,000 29,570 680,430
EL CAMINO REAL AT AVlAF!A PARKWAY/ALGA ROAD TIF 250,000
36431 EL CAMINO REAL MEDIANS PFF 1,850,OW 93,937 306,063
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL R TIF 450,000
33271 EL CAMINO REAL WIDENING -TAMARACK AVENUE TO CHESTNU TIF 2,024,708 119,685 522.115
200
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2991/2092 TO BUILD OUT
YEAR1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR6-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2008-2011 2011+ I 110,000
85.000
I 1?0.000
125,000
. 125,000
31,825
125,000
125,006
122,000
125,000
110,000
110,000
110.000
115.000 702.000 0 0 0 1.816.825 560.000
I
1,030,000
500.000
870,000
1.104,000
2,307,OOO 981,000
1,291,OOa
250,000 5,187,OOO
t 1.500.000 500.000 1.664.000
I
I 14.000.000
I
1.237.177
370,000
2,000,000
1,260,OOO
r 320.000
I
250.000
150,000 150,000 150,000 150,060 850,000
450,000
1,382,708
201
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2601/2002 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
JOB KEY PROJECT TITLE FUND BUDGET EXP/ENC FORWARD
35931 FARADAY AVENUE EXTENSION - SOUTH OF CANNON ROAD CFD#l 5,500,000 5333.628 166,372
36251 HIGHLAND DRIVE WIDENING AND SIDEWALK STUDY GASTAX 60.000 60,000
l-5 AND LA COSTA AVENUE AUXILLARY LANES CFD#l 1,500,000
36721 LA COSTA AVENUE SIDEWALKS GCC 150,ooo 150,000
MELROSE DRIVE AND ALGA ROAD TIF 480.000
36801 MONROE STREET SIDEWALK GAS TAX 225.000 22,138 202.862
36841 OCEAN STREET IMPROVEMENTS GAS TAX 170,000 9,985 15
38521 OLIVENHAIN ROAD WlDENlNG MITIGATION MONITORING CFDx2 15,000 15,000
36031 ORION STREET FROM ECR TO FARADAY GCC 660,ooo 216,687 443,113
ORION STREET FROM EC% TO FARADAY COUNTY 500,000
36761 PALOMAR AIRPORT ROAD/EL CAMINO REAL TURN LANES (LOAN -l-IF 1 ,ooo.ooo 280,221 719,779
PALOMAR AIRPORT ROAD AND COLLEGE BOULEVARD TIF 160,000
34011 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DIST 260,000 158,818 121,182
38111 PALOMAR AIRPORT ROAD WlDENlNG AT PASEO. DEL NORTE TIF 480,000 480,000
36021 PALOMAR AIRPORT ROAD WlDENlNG - EL CAMINO REAL TO EL F TRANSNET-LOC 610,000 566,734 43,266
36022 PALOMAR AIRPORT ROAD WIDENING - EL CAMINO REAL TO EL F GCC 590,000 588,576 1,424
PALOMAR AIRPORT ROAD WlDENING AND BRIDGE RECONSTRU PFF 7.200.000
36161 PARKING - CARLSBAD BOULEVARD AT PONTO BEACH GAS TAX 150,000 125,510 24,490
36671 PAVEMENT MANAGEMENT PROGRAM TRANSNET-LOC 16,549,347 2,316.854 1,432,493
36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX 14,861,401 40.582 420,819
PAVEMENT MANAGEMENT PROGRAM ST GRANT 585,000
36891 POINSElTIA LANE EAST OF EL CAMINO REAL FINANCING PROG GCC ml,ooo lW,WO
35511 POINSElTlA LANE RAILROAD BRIDGE WlDENlNG PFF 2,ooo.ooo 442,626 1,557,374
POINSEITIA LANE WlDENlNG (PASEO DEL NORTE TO BATIQUIT TIF 1,870,000
35521 RANCH0 SANTA FE ROAD CFD122 FORMATION CFD#2 19,354 2,891 16,463
NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS CFl)lffi! 2.831,OOO
NEW RANCH0 SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS OTHER 1 .I 51,000
RANCH0 SANTA FE ROAD NORTH - PHASE I CFD#l 5,700,000
31906 RANCH0 SANTA FE ROAD NORTH - PHASE I CFD%! 15,773,900 8,920,687 6,275,540
RANCHD SANTA FE ROAD NORTH - PHASE II (BRIDGE) FED GRNT 5,821,600
RANCH0 SANTA FE ROAD SOUTH (TO ENCINITAS) CFC#2 3,109.wo
SIDEWALK/STREET CONSTRUCTION PROGRAM (35661.33911) TIF 8,938.804 705.747 33,057
SIDEWALK/STREET CONSTRUCTION PROGRAM(35602,33912,387 TRANSNET-LOC 4,757,887 1,756,561 1,326
33913 SIDEWALK/STREET CONSTRUCTION PROJECT(33913.36081) TDA 236,200 107,284 128,936
38131 TRAFFIC IMPACT FEE STUDY TIF 70,000 67,564 2,496
33161 TRAFFIC MONITORING PROGRAM TIF 1,204.764 600,078 4,666
36052 VILLAGE AREA SIDEWALK AND CURB RECONSTRUCTION REDVL BONDS 71,785 69,785 2,000
SUBTOTALSTREETPROJECTS 189,157,507 41,538,829 21,457,520
1 OAN REPAYMENTS
GOLF COURSE FUND TO GENERAL FUND ---. -- -. .- GOLF COURSE 2,737,200
BTD#2 REPA) !MENT TO GENERAL FUND 6TD#2 500,000
BTDw2 REPAIl _ .-. . lMENT TO GAS TAX FUND BTD#2 1 ,ooo,wo
RTO -. -#3 CANNON ROAD WEST TO GAS TAX FUND BTm 2.000,000
PIL-SW TO GF - POINSETTIA PARK IAND PIL-SW 1,550,000
PIL-NW TO GF FOR PINE SCHOOL ACQUISITION PIL-NW a60,ooo
PIL=NWTO GF FOR MADISON ST PROPERTY PURCHASES PIL-NW 220,000
PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION PIL-SE 2,250,OOO
SBA C,D,E,F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPT SEW BENEF 3,770,ooo
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SEW BENEF 42,494
COLLEGE/CANNON TO GF
FARADAYIMELROSE TO GF
RECYCLED WATER TO WATER REPLACEMENT
LOAN FROM WATER REPLACEMENT FUND
SUBTOTAL LOAN REPAYMENTS
OTHER
OTHER
RECL WATER
WATER CONN
350,000
790,854
1,605,OOO
2,000,000
i9.676.548 0 0
GRAND TOTAL ALL FUNDED PROJECTS 639,653,438 117,048,869 86,152,607 ’
202
FISCAL YEARS 200112W2 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2001-2002 2002-2003 2003-2004 2004-2005 2005-2006 2006-2011 2011+
I
t 1,500,000 I 480.000
I 160,000
500,wo
160,wo
750,000 8,450,OOO
1,200,000 1,200,wo 1,200,000 1,2oo,wo 1,2w,wo 6,800,000
0 600,000 600,000 13,2W,OOO
585.000 I
I ,870,ooo
t
2,631,WO
1.151.000 I 5.700.000
I 5.577.673
3,109,ow
400.000 4w,ooo 4w,wo 400,000 1,ooo,000 3.800,WO
500,000 5w,ooo 5w,wo 500,000 1 ,ooo,ooo
80,000 60,000 60,000 80,000 60,000 300,000
0
25,190,673 a,731,800 2.91o.wo 17,692,708 2.160,WO 29,170,177 40,306,000
2.737.200
5w,ow
1 ,ooo,wo
2.000.000 I 1 .ooo.ooo 550.000
I 860.000 I 220,wo
2,250,wo
3,770,ooo
42,464
350,000
790,854
1,605,OOO
1,000,000 1,ooo.ooo
1 ,ooo,wo 1 ,ooo,ooo 550,000 790,854 1 ,ooo,ooo 0 15,334,694
76,722,114 52.815.560 28,477,722 35,439,889 17.986.502 112,318,594 112,691,5ai
203
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2000-2001
JULY I,2000 ESTIMATED ESTIMATED JUNE 30,200l
UNRESERVED ESTIMATED CAPITAL DEBT SERVICE PROJECTED
FUND BALANCE REVENUES EXPENDITURES LOANS & OTHER BALANCE
GENERAL CAPITAL CONST. 8,253,717 5,222,827 1,971,278 (2,970,OOO) 8,535,266
INFRABTRUCTURE MAINT & REPL 2.056.779 3,208.465 0
GOLF COURSE 1,152,024 0 376,110
PUBLIC FACILITIES FEE 31,401,751 8,386,776 11,385,651
ZONE 5,13,16 PARK FEE 395,100 184.677 5,636
PIL AREA 1 NW 209,360 142,326 6,803
PIL AREA 2 NE 1,170,315 136,581 0
PIL AREA 3 SW 1,500,495 433,988 0
PIL AREA 4 SE 2,646,662 342,009 0
TRAFFIC IMPACT FEE 5,403,510 1,634,690 703,211
TRANSNET/LOCAL 7,909,656 1,827,250 I ,035,021
TRANSNETktlGHWAY 1,035,881 49,505 429,434
TRANSNETISTP 1,407,794 70,715 626,000
TDA 215,021 0 26,908
STATE GRANTS 77,846 614,686 67,986
COUNTY GRANTS 580.822 544,334 0
ASSESSMENT DISTRICTS 644,446 32,128 9,300
BTD#2 POINS. LN-AVIARA PKWY 1 $x5.959 660,987 862,988
BTD#3 CANNON ROAD WEST 3,487,747 169,671 744,538
CFD #I 32,007,137 10.109,602 3,829,772
CFD #2 16,867,813 986,394 1,146,229
FEDERAL GRANTS 0 26,874 17,217
PLANNED LOCAL DRAINAGE 6,843,611 718.128 657,894
SEWER BENEFIT AREA (C-D-E-F) 5,082,590 423,291 1,192,451
SEWER CONNECTION 26,072,128 4,094,740 890,737
SEWER REPLACEMENT 15,006.392 2,791 ,011 2,612,990
WATER - RECYCLED WATER 3,644,606 412.047 260,225
WATER CONNECTION 6,086,404 3,385,068 1,179,655
WATER REPLACEMENT 22,222.273 3,226,565 1,789,919
REDEVELOPMENT BONDS 886,868 41,856 58,023
GAS TAX 6,279,629 1,609,107 474,325
0 5,265,2&l
0 775,914
0 28,402,876
0 574,141
220,000 562,883
0 1,306,676
(1,000,000) 934,483
2,250,OOO 5,238,671
(1,000,000) 5,334,989
0 8,701,885
0 655,952
0 652,509
0 188,113
0 624,544
0 1,125,156
0 667,274
1,500,000 2,343,958
0 2,912,880
(127,211) 38,159,756
0 16,707,978
0 9,657
0 6,903,845
0 4,313,430
(942,026) 28,334,105
0 15,184,413
(I 59,527) 3,637,101
968,774 9,260,591
(2,196,424) 21,462,495
0 870,701
(1 ,ow,000) 6,414,411
OTHER 1,346,004 55,154 1,004,454 (90,128) 306.576
TOTAL 212,940,540 51,541,432 33,366,757 (43546,542) 226,568,673
204
CITY OF CARLSPAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FY 2001-2002
JULY 1,200l
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 8,535,266
INFRASTRUCTURE MAINT & REPL 5,265,244
GOLF COURSE 775,914
PUBLIC FACILITIES FEE 28.402,876
ZONE 6,13,16 PARK FEE 574,141
PI1 AREA 1 NW 562,883
PIL ARE4 2 NE 1$X,876
PIL AREA 3 SW 934,483
PIL AREA 4 SE 5,238,671
TRAFFIC IMPACT FEE 5,334,989
TRANSNETAOCAL 8,701,885
TRANSNETkllGHWAY 655,952
TRANSNETlSTP 852,509
TDA 188,113
STATE GRANTS 624,544
COUNTY GRANTS 1,125,156
ASSESSMENT DISTRICTS 667,274
BTD#2 POINS. LN-AVIARA PKWY 2,343,958
BTD#3 CANNON ROAD WEST 2,912,880
CFD #I 38,159,756
CFD #2 16,707,978
FEDERAL GRANTS 9,657
PLANNED LOCAL DRAINAGE 6,903,845
SEWER BENEFIT AREA (C-D-E-F) 4,313,430
SEWER CONNECTION 28,334,105
SEWER REPLACEMENT 15,184,413
WATER - RECYCLED WATER 3,637,lOl
WATER CONNECTION 9,260,591
WATER REPLACEMENT 21,462,495
REDEVELOPMENT BONDS 870,701
GAS TAX 8,414,411
OTHER 306,576
0
4,600,OOtl
0
1,845,203
131,614
65,239
137,773
406,653
88,886
563,948
1,069,867
905,000
0
0
150,000
(81 ,018
0
59,400
0
4,221,523
3,101,646
662,000
324,527
210,600
9,596,291
1,300,000
37.040,000
1,500,306
3,193,wo
0
1,550,000
1,151,000
TOTAL 226,568,673 73,793,457
2000-2001 2001~2002
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
6,513,067 286,690 6,799,667
0 2,175,OOO 2.175,OOO
775,914 0 775,914
10,754,874 13,537,890 24,292,764
0 0 0
0 0 0
0 500,000 500,ow
219,100 0 219,100
4,800,OOO 0 4,8W,OOO
4,027,980 60,090 4.087,980
6,720,163 1,200,000 7,920,183
377,289 905,000 1,282,289
608,017 0 608,017
128,936 0 128,936
7,884 763,090 770,884
0 500,WO 5w,wo
458,468 0 458,468
1,659,738 0 1,659,738
211,831 1,500,000 1,711,831
1,987,131 14,835,WO 16,822,131
6,307,003 11,317,673 17,624,676
9,657 662,000 671,657
2,209,620 1,131,621 3,341,241
2,596,082 0 2,596,082
11,874,077 4,110,439 15,984,516
4,817,616 3,313,354 6,130,970
1,237,429 9.073,527 10,310,956
5,902,215 2,274,806 8,177,023
7,416,llO 6,395,202 13,811,312
718,695 0 718,695
3,765,429 1,030,000 4,795,429
48.262 1.15l.WO 1.199.262
86,152;607 76;722;114 162;874;721
JUNE 30,2002
PROJECTED
BALANCE
1,735,599
7,690,244
0
5,955,314
705,755
628.122
944,650
1,122,036
527,557
1,810,958
1,851,569
278,663
244,492
59,177
3,660
544,138
208,806
743,620
1 ,io1,049
25,559,148
2,184,948
0
3,687,131
1,927,948
21,945,880
8,353,443
30,366,145
2,583,874
10,844,183
152,006
3,168,982
258,314
137,487,409
205
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUE ESTINIATES FOR 2901-2002
1997-98 1998-99 1999-2000 2000-2001 2Wl-2002
ACTUAL ACTUAL ACTUAL ESTIMATED ESTIMATED
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 3,000,585 1,581,221 1,048,117 5,222,827 0
INFRASTRUCTURE MAINT & REPL N/A NIA
GOLF COURSE 79,365 289,482
PUBLIC FACILITIES FEE 4,618,487 8,562,805
ZONE 5,13,16 PARK FEE 701,492 1,203,795
PILAREA 1 NW 283,688 207,517
PIL AREA 2 NE 44,222 69,997
PIL AREA 3 SW 403,682 326,350
PIL AREA 4 SE 278,736 701,093
TRAFFIC IMPACT FEE 1,101,638 1,691,916
TFIANSNETILOCAL 1,155,361 4,103,007
TRANSNETMIGHWAY 103 3,310,960
TRANSNETlBlKE 520,948 1,524
TRANSNETlSTP 237,167 98,380
TDA 189,854 321,253
STATE GRANTS 2,596.708 45,414
COUNTY GRANTS 277,695 293,629
ASSESSMENT DISTRICTS 269,106 9,494,392
BTD#2 POINS. LN-AVIARA PKWY 2,289,588 213,180
BTD#3 CANNON ROAD WEST 26,238 291,424
CFD tl 10,676,209 15,184,782
CFD #2 6,085,033 2,247,234
FEDERAL GRANTS 421,036 79,745
PLANNED LOCAL DRAINAGE 863,504 1,061,677
SEWER BENEFIT AREA (C-D-E-F) 253,024 452,181
SEWER CONNECTION 2,823,755 5,200,226
SEWER REPLACEMENT 2,014,974 I ,750,325
WATER - RECYCLED WATER 593,808 1,073,366
WATER CONNECTION 2.266,441 3,738,617
WATER REPLACEMENT 2,185,341 2,506,152
REDEVELOPMENT BONDS 127,079 254,554
GAS TAX 1,471,758 1,610,623
2,056,779 3,208,465 4,600,ow
299,443 0 0
9,802,551 8.386,776 I ,845,203
251,326 184,677 131,614
178,334 142,326 65,239
93,634 136,561 137,773
346,922 433,988 406,653
505.336 342,009 88,886
2,045,988 1,634,690 563,948
8,248,042 1,827,250 1 $x9,867
1,030,781 49.505 905,000
1,256 0 0
60.903 70,715 0
80,458 0 0
341,082 614,686 150,000
392,844 544,334 (81,018)
17,402,714 32,128 0
508,690 660,987 59,400
732,389 169,671 0
13.675,926 10,109,602 4,221,523
7,881,331 986,394 3,101,646
63,526 26,874 662,000
955,131 718,128 324,527
429,837 423,291 210,600
6,020,054 4,094,740 9,596,291
7,635,353 2,791,Oll 1,300,000
2,091,983 412,047 37,040,000
4,182,167 3,385,068 1,500,306
10,683.240 3,226,565 3,193,ooo
112,219 41,856 0
1,621,261 1,609,107 1,550,ow
OTHER 1,352,547 2,471,355 426,600 55,154 1,151,wo
70,438,176 TOTAL CAPITAL FUNDS 49,227,405 51,541,432 73,79 ,457
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
206
CITY OF CARLSBAD
CAPITAL FUNDS
BUDGET EXPENDITURE SCHEDULE
1998-I 999 TO 20015W2
1998-W 1999-2000 2000-2001 (1)
FUND ACTUAL ACTUAL ESTIMATED
GENERAL CAPITAL CONST. 1 ,I 37,693 1,622,728 4,941,278
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE /
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNET/LOCAL
TRANSNETklIGHWAY
TRANSNETlBlKE
TRANSNET/STP
, TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIAF?A PKWY
BTD#3 CANNON ROAD WEST
CFD tl
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREA (C-D-E-F)
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GASTAX
OTHER
0 0 0
768,416 1,114,278 376,110
474,493 2,339,380 11,385,651
28,638 4,330,562 5,636
0 0 (211,197
0 0 0
3,449 18,900 1 ,ooo,ow
0 0 (2,250,OOO:
926,582 1,656,187 1,703,211
1,751,812 2,520,005 1,035,021
1,732,856 905,021 429,434
0 27,603 0
0 0 626,000
13,684 160,468 26,908
74,694 280,296 67,988
35,816 1,670,154 0
9,994,978 11,924,563 9,300
589,053 1,213,557 (637,012;
246,276 742,315 744,538
5,235,076 16,748.124 3,956,983
670,688 3,661,865 1,146,229
79,475 6,834 17,217
255,507 917,040 657,694
98,843 466,244 1.192,451
1,395,wo 2,085,199 1,832,763
698,373 721,280 2,612,tiO
115,641 322,818 419,752
2,595,405 2,698,172 210,881
‘1,937,045 1,388.764 3,988,343
540,536 10,733 58,023
343,896 533.719 1,474,325
1,122,720 2J88.302 1,094,582
TOTAL CAPITAL FUNDS 32,776.555 62,875,lll 37,913,299
2000-2001 ZOOl -2002 200 I -2002
CONTINUING NEW TOTAL CIP
APPROPR. APPROPR. APPROPR.
6,513,067 288.000 6,799,661
0
775,914
10,754,874
0
0
0
219,100
4,8W,OW
4,027,980
6,720,183
377,289
0
608,017
128,936
7,884
0
458,466
1,659,738
211,831
1,987,131
6,307,W3
9,657
2.209,620
2,596,082
11,874,077
4,817,618
1,237,429
5,902,215
7,416,llO
718,695
3,765,429
48,262
2,175,OW
0
13,537,890
0
0
500,ow
0
0
60,000
1,200,000
905,ooo
0
0
0
763,000
800,000
0
0
1,500,000
14,835,OOO
11,317,973
662,000
1,131,821
0
4,110,439
3,393,3&l
9,073,527
2,274,808
6,395,202
0
1,030,000
1,151,000
2,175,OOC
775,914
24,292,764
0
0
.5oo,ow
219,lW
4,800,OOO
4,087,980
7,920,183
1,282,289
0
608,017
128,936
770,884
5w,ooo
458,468
1,659,738
1,711,831
16,822,131
17,824,676
671,657
3,341,241
2,596,082
15,984,516
8,130,970
10.310,956
8,177,023
13,811,312
718,695
4,795,429
1,199,262
86,152,607 76,722,114 162,874,721
(1) 2000-2001 ESTIMATED AMOUNT INCLUDES ACTUAL EXPENDITURES i?, ENCUMBRANCES.
207
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
BEGINN!NG
FUND BAL 7lll2Wl
GENERAL CAPITAL CONST. 2,022,199
REVENUE
0
EXPENDITURES
286,600
ENDING
1,735,599
INFRASTRUCTURE MAINT & REPL 5,265,244 4,600,000 2,175,000 7,690,244
PUBLIC FACILITIES FEE 17,648,002 1,845,203 13,537,890 5,955,314
ZONE 5,13,16 PARK FEE 574,141 131,614 0 705,755
PIL AREA 1 NW 562,883 65,239 0 628,122
PILAREA2 NE 1,306,876 137,773 500,000 944,650
PIL AREA 3 SW 715,383 406,653 0 1,122,036
PIL AREA 4 SE 438,871 88,886 0 527,557
TRAFFIC IMPACT FEE 1,307,009 563,948 60,000 1,810,958
TRANSNETllOCAL 1,981,702 1,069,867 1,2w,wo 1,851,569
TRANSNETIHIGHWAY 278,663 905,000 905,000 278,663
TRANSNETISTP 244,492 0 0 244,492
TDA 59,177 0 0 59,177
STATE GRANTS 616,660 150,000 763,000 3,660
COUNTY GRANTS 1,125,156 (81,018) 500,oM) ,544,138
ASSESSMENT DISTRICTS 208,806 0 0 208,806
BTD#2 POINS. LN-AVIARA PKWY 684,220 59,400 0 743,620
BTD#3 CANNON ROAD WEST 2,701,049 0 1,500.000 1,201,049
CFD #I 36,172,625 4,221,523 14,835,OOO 25,559,148
CFD #2 10,400,975 3,101,646 11,317,673 2,184,948
FEDERAL GRANTS 0 662,000 662,000 0
PLANNED LOCAL DRAINAGE 4,694,225 324,527 1,131,621 3,687,131
SEWER BENEFIT AREAS 1,717,348 210,600 0 1,927,948
SEWER CONNECTION 16,460,028 9,596,291 4,110,439 21,945,880
SEWER REPLACEMENT 10,388,797 1,300,000 3,313,354 8,353,443
WATER - RECYCLED WATER 2,399,672 3i,O4o,ow 9,073,527 30,386.145
WATER CONNECTION 3,358,376 1.500,306 2,274,808 2,583,874
WATER REPLACiMENT 14,046,385 3,193,000 6,395,202 10,844,183
REDEVELOPMENT BONDS 152,006 0 0 152,006
GAS TAX 2.648,982 1,550,000 1,030,000 3,168,982
OTHER 258,314 1,151,ow 1,151,ow 258,314
TOTAL 140,416,066 73,793,457 76,722.114 137,487,409
(1) BEGINNING BALANCE ON 7/1/2Wl IS NET OF CONTINUING APPROPRIATIONS.
208
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
YEAR 2 2002 - 2003 1 BEGINNING
FUND BAL 7/l I2002
GENERAL CAPITAL CONST. 1,735,599
REVENUE
0
EXPENDITURES
125,000
ENDING
I,61 0,599
INFRASTRUCTURE MAINT b REPL
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETAOCAL
TRANSNETIHIGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER 258,314 0 0 258,314
TOTAL 137,487,409 40,178,484 52,815,560 124,850,334
7,690,244 3,1w,OoO 0 10,790,244
5,955,314 3,649,712 1,125,OOO 8,480,026
705,755 199,244 0 904,999
628,122 210,543 0 838,665
944.650 422,209 0 1,366,858
1,122,036 671,089 1 ,wo,ooo 793,126
527,557 37,777 0 565,334
1,810,958 1,172,290 460,000 2,523,248
1,851,569 1,800,OOO 1,700,000 1,951,569
278,663 0 0 278,663
244,492 0 0 244,492
59,177 0 0 59,177
3,660 0 0 3,660
544,138 0 0 544,138
208,806 0 0 208,806
743,620 905,423 0 1,649,043
1,201,049 223,907 0 1,424,956
25,559,148 6,125,848 110,wo 31,574,996
2,184,948 1,953.172 0 4,138,120
0 5,821,600 5,821,600 0
3,887,131 858,819 2,750,WO 1,995,950
1,927,948 430,600 0 2,358,548
21,945,880 4,980,966 12,221,994 14,704,852
8,353,443 1,3w,ow 2,556,029 7,097,414
30,366,145 150,ow 19,498,527 11,017,818
2,583.874 2,328,424 4,050,232 862,066
10,844.183 2,236,860 345,178 12,735,865
152,006 0 0 * 152,006
3,168,982 1,6W,WO 1,052,OOO 3,716,982
209
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
R3 2003 2004 - 1
FUND
GENERAL CAPITAL CONST.
tNFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PILAREA3SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETkllGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 PDINS. LN-AWRA PKWY
BTD#3 CANNON ROAD WEST
CFD #l
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
tiS TAX
BEGINNING
BAL 7m?w3
1,610,599
10,790,244
0
8,480,026
904,999
838,665
1,366,858
793,126
565,334
2,523,248
1,?51,669
278,663
244,492
59,177
3,660
544,138
208,806
1,649,043
1,424,956
31,574,996
4,138,120
0
1,995,950
2,358,548
14,704,852
7,097,414
11,017,618
862,066
12,735,865
152.006
3,716,982
REVENUE EXPENDITURES
0 0
3,l w,ooO 80,000
0 0
4,951,947 14,371,090
120,000 0
432,948 0
711,088 0
695,533 550,000
37,777 0
1,378,890 460,000
1.700,ow 1,7w,ow
0 0
0 0
0 0
0 0
0 0
0 0
1,093,200 0
98,000 0
6,177,641 110,000
2,250,ow 0
0 0
1,497,098 0
404,760 0
8,114,694 2,399,666
1,3w,OOO 2,511,829
150,000 2,129,527
3,121,589 1,899,428
2,281,597 1,666,272
0 0
1,650,OOO 600,000
ENDING
1,610,599
13,810.244
0
(939,027)
1,024,999
1,271,814
2,077,946
938,859
603,110
3,442,138
1,951,569
278,863
244,492
59,177
3,660
544,138
208,806
2,742.243
1,520,956
37,642,637
6,388,120
0
3,493,049
2,763,308
20,419,880
5,885,585
9.038,091
2,084,227
13,351,190
152,006
4,766,982
OTHER 258,314 0 0 258,314
TOTAL 124,650,334 41,264,763 28,477,722 137,637,374
210
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDGUT
R42004 - 2006 I BEGINNING
FUND BAL 7/l/2064 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,610,599 0 0 1,610,599
INFRASTRUCTURE MAIN-T 8 REPL 13,810,244 3,1 w,ooo 0 16,910,244
GOLF COURSE 0 0 0 0
PUBLIC FACILITIES FEE (939,027) 5,193,145 750,000 3,504,118
ZONE 5,13,16 PARK FEE 1,024,999 133,800 0 1,158,799
PILAREA 1 NW 1,271,614 610,872 0 1982,486
PIL AREA 2 NE 2,077,946 466,652 0 2,544,598
PIL AREA 3 SW 938,659 359,988 0 1,298,647
PIL AREA 4 SE 663,110 37,777 0 640,887
TRAFFIC IMPACT FEE 3442,138 I,371343 1642,708 2,970.773
TRANSNETAOCAL 1,951,569 1,700,000 1,700.ow 1,951,569
TRANSNETIHIGHWAY 278,663 0 0 278,663
TRANSNET/STP 244,492 0 0 244,492
TDA 59,177 0 0 59,177
STATE GRANTS 3,666 0 0 3,669
COUNTY GRANTS 544,138 0 0 544,138
ASSESSMENT DISTRICTS 208,866 0 0 208,896
BTD#2 POINS. LN-AVIARA PKWY 2,742,243 1,051,560 0 3,793,003
BTD#3 CANNON ROAD WEST 1,520,956 147,200 0 1968,156
CFD #I 37642,637 6,267,886 110,000 43,800,517
CFD #2 6,388,120 0 0 6,388,120
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 3,493,049 1,169,212 0 4662,261
SEWER BENEFIT AREAS 2,763,308 400,009 100,999 3,963,308
SEWER CONNECTION 20,419,880 2,157,795 11,014,271 11,563,404
SEWER REPLACEMENT 5,885,585 1,3w,ooo 2986,529 5,099,056
WATER - RECYCLED WATER 9,038,091 150,000 2645,527 6.542564
WATER CONNECTION 2,084,227 2,822,347 300,ow 4,606,574
WATER REPLACEMENT 13,351,190 2,327,229 1 w,ooo 15,578,419
REDEVELOPMENT BONDS 152,066 0 0 152,006
GAS TAX 4,766,982 1,7w,cm9 0 6,466,982
OTHER 258,314 14,6W,OW 14,790,854 67,460
TOTAL 137.637.374 47.066.800 35.439.889 149.264285
211
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
200-l TO BUILDOUT
lYMR s 2o06 2o06 . f
FUND
GENERAL CAPITAL CONST.
INFRASTRUCTURE MAIM (L REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 PDINS. LN-AVIARA PKWY
BTlX3 CANNON ROAD WEST
CFD #1
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
BEGINNING
BAL 7/1/2w5
1,610,599
16,910,244
0
3,504,118
1,158,799
1,882,486
2,544,598
1,298,647
640,887
2,970,773
1,951,569
278,663
244,492
59,177
3,660
544,138
208,806
3.793,803
1,668,156
43,800,517
6J88.120
0
4,662,261
3,063,308
11,563,404
5,099,056
6.542,564
4,606,574
15,578,419
152,006
6,466,982
EXPENDITURES
0 0
3,100,000 0
0 0
4,317,357 7,495,ooo
188,000 0
810,872 0
466,652 0
146,662 0
37,777 0
1,082,476 460,000
1,700,000 1,700,000
0 0
0 0
0 0
0 0
0 0
0 0
1,455,240 0
154.880 0
1,784,826 110,ooo
0 0
0 0
1,088,202 0
400,000 355,000
l/%6,660 6.080,444
1,3w,ow 526,531
200,ow 159,527
1,975,627 1(100,000
3,421,249 0
0 0
1,750,ow 0
ENDING
1,610,599
20,010,244
0
326,475
1,326,799
2,493,358
3,011,249
1,445,309
678,664
3,593,249
1,951,569
278,663
244,492
59,177
3,660
544,138
208.808
5,249,043
1,823,036
45,475,346
6.388,120
0
5,750,463
3,108,308
6,949,820
5,872,525
6,583,037
5,482,200
18,999,668
152,096
8,216.982
OTHER 67,460 0 0 67,480
TOTAL 149,264,285 26,626,481 17,986,502 157,904,265
212
CITY OF CARiSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUlLDOUT
. w
1 BEGINNING
FUND BAL 711 I2006
GENERAL CAPITAL CONST. 1 #IO,599
REVENUE
0
EXPENDITURES
326,625
ENDING
i ,283,974
INFRASTRUCTURE MAINT 8 REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETROCAL
TRANSNETHGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
,REDEVELOPMENT BONDS
GAS TAX
OTHER 67,460 12,200,000 11,845,000 422,460
TOTAL 157,904,265 125,235,759 112,318,594 170,821,429
20,010,244 15,500,ooo 0 35,510,244
0 0 0 0
326,475 18,623,443 16,842,177 2,107,741
1,326,799 I ,o6a,oo3 0 2,414,803
2,493,358 1,512,354 0 4,005,712
3,011,249 1,819,941 0 4,831,190
1,445,309 428,875 0 i,a74,184
678,664 691,089 0 1,369,752
3,593,249 5,821,563 3,190,000 6,224,812
1,951,569 7,800,OOO 7,800,OOO 1,951,569
278,663 0 0 278,663
244,492 0 0 244,492
59,177 0 0 59,177
3,680 0 0 3,660
544,138 0 0 544,138
208,806 0 0 208,808
5,249,043 1,305,816 3,848,OOO 2,706,859
1.823,036 1,650.816 500,000 2,973,852
45,475,346 4,515,042 39,834,ooo 10,156,388
6388,120 954,310 0 7342,430
0 0 0 0
5,750,463 3,854,162 500,000 9,104,625
3,108,308 2,ooo,ooo 0 5,106,308
6.949,620 7,696,656 8,908,027 5,738,249
5,872,525 6,500,ooO 2,929,630 9,442,895
6,583,037 1 ,ooo,ooo 797,635 6,785,402
5,482,200 9,773,588 9,528,500 5,727,388
18,999,668 12,000,000 5,214,OOO 25,785,668
152,006 0 0 152,006
a,216,982 8.500,OOO 255,000 16,461,982
213
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
12 to Buildout 1 BEGINNING
FUND BAL 7/1/2012 REVENUE EXPENDITURES ENDING
GENERAL CAPITAL CONST. 1,283,974 0 0 1,283,974
INFRASTRUCTURE MAINT & REPL 35,510,244 28,000,000 0 63,510,244
GOLF COURSE 0 2,737,200 2,737,200 0
PUBLIC FACILITIES FEE 2,107,741 20,358,024 10,285,000 12,180,765
ZONE 5,13,16 PARK FEE 2,414,803 436,849 2,626,000 225,651
PIL AREA 2 NE 4,831, I90 2,842,130 3,535,000 4,138,320
PIL AREA 3 SW 1,874,184 368,877 1,410,000 833,061
PIL AREA 4 SE 1,369,752 819,973 2,250,000 (60,274)
TRAFFIC IMPACT FEE 6,224,812 4,641,807 9,470,000 1,396,619
TRANSNETILOCAL 1,951,569 0 0 1,951,569
TRANSNET/HIGHWAY 278,663 0 0 278,663
TRANSN ET/STP 244,492 0 0 244,492
TDA 59,177 0 0 59,177
STATE GRANTS 3,660 0 0 3,660
COUNTY GRANTS 544,138 0 0 544,138
ASSESSMENT DISTRICTS 208,806 0 0 208,806
BTW2 POINS. LN-AVIARA PKWY 2,706,859 6,607,760 8,772,000 542,619
BTD#3 CANNON ROAD WEST 2,973,852 1,503,104 3,664,000 812,956
CFD #I 10,156,388 2,965,739 10,005,000 3,117,126
CFD #2 7,342,430 295,153 0 7,637,583
FEDERAL GRANTS 0 0 0 0
PLANNED LOCAL DRAINAGE 9,104,625 5,230,376 14,315,000 20,002
SEWER BENEFIT AREAS 5,108,308 9,300,000 7,078,494 7,329,814
SEWER CONNECTION 5,738,249 7,085,741 9,332,710 3,491,280
SEWER REPLACEMENT 9,442,895 18,112,494 6,056,697 21,498,692
WATER - RECYCLED WATER 6,785,402 2,000,000 2,209,480 6,575,922
WATER CONNECTION 5,727,388 8,822,234 0 14,549,622
WATER REPLACEMENT 25,785,668 25,605,000 0 51,390,668
REDEVELOPMENT BONDS 152,006 0 0 152,006
OTHER 422,460 1,210,000 1,560,000 72,460
TOTAL 170,821,429 172,033,233 ii2,691,5ai 230,163,081
PILAREA 1 NW 4,005,712 1,390,773 4,060,000 I ,336,485
GAS TAX 16,461,982 21,700,000 13,325,000 24,836,982
214
CITY OF CARLSBAD
CAPITAL IMPROVEMENT PROGRAM
ANALYSIS OF AVAILABLE BALANCES
2001 TO BUILDOUT
BEGINNING TOTAL TOTAL
FUND BALANCE
GENERAL CAPITAL CONST. 2,022,199
REVENUE
0
EXPENDITURES
738,225
ENDING
I ,283,974
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNET/STP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTID#2 POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
CFD #l
CFD #2
FEDERAL GRAthS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
SEWER REPLACEMENT
WATER - RECYCLED WATER
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
5,265,244 60,500,WO
0 2,737,200
17,648,002 58,93a,831
574,141 2,277,510
562,883 4,833,802
1.306,876 6MW44
715,383 3,077,678
438,671 1,751,054
1,307,oo9 16,032,317
1,981,702 15,769,667
278,663 905,000
244,492 0
59,177 0
818,660 150,000
1,125,155 (81,016)
206,806 0
684,220 12,478,399
2,701,049 3,775,907
36,172,625 32,058.502
10,400,975 8,554,281
0 6,483,600
4,694,225 14,022,397
1 ,H 7,348 13,145,980
16,46o.O28 41,098,803
10,366,797 31,112,494
2,399.872 40,69O,WO
3,358,376 30,344,214
14,046,385 51,064,935
152,008 0
2,648,982 38,450,ooo
2,255,OOO 63,510,244
2,737,2W 0
64,406,067 12,180,765
2.626,ooO 225,651
4,060,000 1,336,485
4,035,ooo 4,138,320
2,960,WO 833,061
2,250,OOO @0,274)
15,942,708 1,396,619
15,800,WO 1,951,569
905,ow 278,863
0 244,492
0 59,177 ,
763,000 3,680
500,wo 544,138
0 208,806
12,620,OOO 542,819
5,664,ow 812,956
65,114,OOO 3,117,126
11,317,673 7,837,583
6,483,600 0
18,696,821 20,002
7,533,494 7,329.814
54,067,551 3,491,2ao
I 9,980.599 21,498,692
36‘513,750 6,575,922
19,152,968 14,549,622
13,720,652 51,390,668
0 152,006
16,262,OOO 24,836,982
OTHER 258,314 29,16’1,000 29,346,854 72,460
TOTAL 140.416.066 526.198.977 436.451962 230.163.081
215
1 GLOSSARY OF CAPITAL PROJECT FUNDING SOURCES I
Assessments Districts (ASMT DIST) - Capital projects financed by the issuance of Assessment
District bonds. Projects include street construction and improvements to Alga Road and College
Boulevard.
Bridne and Thoroughfare Districts - Bridge and Thoroughfare District No. 3 developer fees to
partially fund Cannon Road improvements. Bridge and Thoroughfare District No. 2 developer
fees to partially fund the Poinsettia Lane and Aviara Parkway street construction project.
CFD #I - The City of Carlsbad Community Facilities District No. I (Mello-Roos) funds civic
projects, l-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Ranch0 Santa Fe Road.
Countv Grants (COUNTY) - County contributions partially fund Orion Street from El Camino Real
to Faraday.
Federal Grants (FED GRNT) - Projects funded from Federal Grants include the Coastal Rail
Trail and the Bridge on Ranch0 Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General ‘Capital Construction funds, created through fund
transfers from the City’s General Fund., are used to fund various municipal and other capital
projects.
Golf Course - The Golf Course Enterprise Fund is used to pay for construction of the City’s
Municipal Golf Course.
Infrastructure Maintenance and Replacement Fund - Receipt of license taxes on new
construction and annual transfers from the General Fund pay for major maintenance and
replacement of the City’s infrastructure.
Other - Contributions from other agencies or nearby cities fund projects including the Vista-
Carlsbad Sewer Interceptor and South Agua Hedionda Interceptor construction.
Park in Lieu (PIL) - Park in Lieu Fees are charged to developers for park acquisition and
development. PIL fees are segregated by quadrant to fund -park projects: PIL Area 1 NW, PIL
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
Planned Local Drainaoe (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities.
216
SDG&E - San Diego Gas & Electric Company installs underground utilities within the City
boundaries.
Sewer Benefit Area Fees (SEWER BENEF) - Development fees collected for the construction
and improvement of interceptor systems located within specific Benefit Areas.
Sewer Connection (SEWER CONN) - Development fees include Sewer Connection charges for
expansion of sewer lines and facilities.
Sewer Replacement (SEWER REPL) - Sewer Replacement is part of sewer user fees and pays
for repair and replacement of the City’s existing sewer system.
State Grants (ST GRANT) - State Grants include funding for the Coastal Rail Trail and Carlsbad
Boulevard Bridge replacement.
Tax Increment Bond (REDVL BONDS) - Property taxes generated by increases in assessed
values in the Redevelopment project area. Funds are used to repay Tax Increment Bonds and
finance land acquisition and project construction in the downtown Village district.
TDA - City street and bicycle projects receive funding from Transportation Development Act
sales tax receipts.
Traffic Impact Fees (TIF) - Developer Traffic Impact Fees are used for various street
construction and improvement projects.
TransNet (TRNSNTIBIKE, /HWY, /LOCAL, /STP)- Receipts of County Sales Taxes allocated by
the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water Connection NEATER CONN) - Development fees include Major Facility Fees used to fund
expansion of water lines and various water projects.
Water Replacement (WATER REPL) - Water Replacement funds are included in water utility
rates and pay for the repair and replacement of existing water lines and facilities.
Water Recycled (RECL WATER) - Recycled Water is purified wastewater to be used for
irrigation purposes.
Zone 5, 13, 16 Park Fee (ZONE 5)- Fees paid by development in Local Facilities Management
Zones 5, 13, and 16 will fund the proposed Business Park Recreational Facility in the City’s
industrial corridor.
217
,
Operating Budget & Capital Improvement Program
FY 2001- 2002
CITY OF CARLSBAD
ZLANNED MAJOR CAPITAL OUTLAY ITEMS 20014
0011010 CITY MANAGER Laptop (for Council Chambers) 1 3,000 Subtotal City Manager 3,000
0011210 ClTYAlTORNEY Color Printer 1 1,000
Modular Furniture 2 10,000 Subtotal City Attorney 11,000
0011410 PURCHASING Postage Machine &Accounting System 1 10,000
Subtotal Purchasing 10,000
0011510 HUMAN RESOURCES Laser Printer 1 2,500
Subtotal Human Resources 2,500
926,500 1
0012120
0012121
00 12125
0012130
001 2220
POLICE FIELD OPERATIONS 800 MHz radio 1 5,000
Laptop Computer 2 5,000
Xerox replacement machine 1 7,000
Subtotal Police Operations 17,000
TRAFFIC
POLICE LAGOON PATROL
INVESTIGATIONS
Computer 1 2,500
800 MHz radio 1 5,000
Patrol motorcycle 2 26,000
Subtotal Police Field Operations 33,500
800 MHz for patrol boat I 5,000
Subtotal Police Lagoon 5,000
800 MHz handheld
Unmarked police sedan
1 5,000
1 20,000
Computer 1 2,500
Subtotal Police Investigations 27,500
FIRE EMERGENCY OPERATIONS Upgrade Existing Life Pak 12s blood pressure monitors
Upgrade Existing Life Pak 12s pulse oximeter Life Pak 12
Life Pak 12 battery support systems
VHF Mobile King radio
VHF portable radios
Motorola six bay 8OOMHz radio chargers
Thermal Imaging Camera Automatic External Defibrillator
3 8,700
1 1,575
4 88,000 6 1 1,400 1 1,200 6 6,600
3 5,400
1 18,500
12 38,400
Remodel Fire Station 5 Captain's Office 1 10,000
Subtotal Fire Emergency Operations 189,775
0013010 COMMUNITY DEVELOPMENTADMIN Computer 1 2,500
Subtotal Community Development Admin 2,500
0013210 PLANNING Computer 1 2,500
Subtotal Planning 2,500
0013610 BUILDING Computer 1 2,500
Subtotal Building 2,500
0014065 ARTS OFFICE Apple computer with 21/21" Monitor and Magic Scan Scanner 1 3,800
Subtotal Arts 3,800
0014520 AQUATICS Replacement sump pump 2 8,000
Replacement of Swim Pool shellllining 1 65,000
Self-contained Breathing Apparatus 2 5,600
Subtotal Aquatics 78,600
0014510 PARK PLANNING AND RECREATION MGT. Playground equipment 50,000
50,000
0014541 RECREATION. OPERATIONS - STAGECOACH Vinyl covered wall pads 1 6,400
Slope fold curtain 1 23,000
Subtotal Operations - Stagecoach 29,400
Subtotal Park Planning and Recreation Mgt.
0014542 RECREATION OPERATIONS - CALAVERA Electric Power winch with Glass Side Basketball backboard (pair) 2 29,000
Subtotal Operations - Calavera 29,000
218
CITY OF CARLSBAD
'LANNED MAJOR CAPITAL OUTLAY ITEMS 2001-0~
Org Key Department Item Description Qty cost 0015020 PARK MAINTENANCE Playground EquipmenVrubberized surfacing - Calavera 1 30,000
Playground EquipmenVrubberized surfacing - La Costa Canyon Park 1 40,000
Playground EquipmenVrubberized surfacing - Stagecoach 1 40,000 Accessible rubberize surfacing - Laguna Riviera Park 1 12,000
Subtotal Parks Maintenance 122,000
0015060 FACILITIES MAINTENANCE
001 571 0 ENGINEERING
Audio System at Faraday 1 70,000
Generator enclosure for City Hall 1 15,000
Subtotal Facilities Maintenance 85,000
New copier lease
Laptop Computer
Calle Barcelona Guardrail
La Costa Canyon stairwaylhandrail replacement
Melrose Drive Guard Rail
1 26,400 5 10,000
1 21,000
1 55,000 1 29,100
Solandra Drive Guard Rail 1 12,800
Subtotal Engineering 154,300
0016370 TRAFFIC SIGNAL MAINTENANCE Emergency battery back-up system upgrade 10 50,000
Video detection system for CollegelFaraday 1 30,000
Signal pole replacement - Avenida EncinadPalomar 1 20,000
Subtotal Traffic Signal Maintenance 100,000
S f461,300 I
001 11 10 ADMINISTRATIVE SERVICES Existing Xerox Lease 1 72,100
0011510 HUMAN RESOURCES Existing Xerox Lease 1 14,800
0012210 FIRE ADMINISTRATION Annual 800 MHz backbone system payment 1 80,000
0012210 FIRE ADMINISTRATION Existing Xerox Lease 1 12,200
0014542 RECREATION OPERATIONS - CALAVERA Existing Xerox Lease 1 11,900
0014543 RECREATION OPERATIONS - HARDING Existing Xerox Lease 1 11,900
0015020 PARK MAINTENANCE Existing Xerox Lease 1 19,000
0015710 ENGINEERING Existing Xerox Lease 1 8,100
0014541 RECREATION. OPERATIONS - STAGECOACH Existing Xerox Lease 1 11,600
0015060 FACILITIES MAINTENANCE Existing Xerox Lease 1 6,000
0016355 STREET MAINTENANCE Existing Xerox Lease 1 6,000
Subtotal Existing Leases 253,600
$253,600 1
$1,212,4751
1545710 STORM WATER PROTECTION PROGRAM Computer 4 11,500
Printer 2 3,000 GIS statiodmonitor 1 7,000
GIS DC system 1 10,000
Computer Workstation 1 10,000
Digital camera 2 2,000
Automated field samplers 2 10,000
Sample storage refrigerator 1 8,000
Office furniture 5 15,000
Ve hicles 2 54,000
130,500
$130,q
1625057 STREET LIGHT MAINTENANCE Rancho Carlsbad light pole replacement program 14 56,000
Subtotal Street Light Maintenance 56,000
ANGt $56,000 I
5016310 WATER OPERATIONS Transportable vacuum system 1 20,000
Computer 1 2,500
Self contained breathing apparatus 4 13,400
Subtotal Water Operations 35,900
St $35,900 1
51 16310 SANITATION Soil Compaction Rammer 1 3,000
4000 pound winch 1 8,500
Self contained breathing apparatus 3 10,050
Scott SKA-Pak 4.5-10 1 1,700
Stainless Steel Modular enclosure 1 5,800
Subtotal Sanitation 49,050
Trailer mounted cable rodding machine 1 20,000
219
CITY OF CARLSBAD
PLANNED &OR CAPITAL OUTLAY ITEMS 200102
OrcrKev Deperhnent Item Dascriptibn Qty cost
\IEH 6205080 I L NA Ovarhead product reals : 15,000 Subtotal Vehiie Maintenance 23,000
6215061 VEHICLE REPLACEMENT Police patrol vahicies lntennadiite sedan
Minivan compact pick-up trucks
314 ton pick-up tnldcs
4x4 compact piclr-up truck 1 ton utility truck Truck - Patch
TNC~ - Stencil Fii buck
168,000 18,000
21,ow 38,000
25,000 21,000
28,000 92,000
75,000 380.000 ski&ader 1 ~45:ti
Chipper 1 22,000 Subtotal Vehida Replacement 931,000
6141610 RECORDS MANAGEMENT Computar 1 2,560
Scan station 1 10,000 color Prtntar 2 5,000 subtotal Rewrds Management 17,500
6401710 INFORMATION TECHNOLOGY Replace phona systems at Oak, Harding, and Housing Network storage Replace PC’s and printers Network switches (desktop) Network switches (fibar) Applicatlldatabawwrve~ Webservers Data center monitor sharing witch SNMP mcdules Addllal lntarnet firawall
3 45,000
4 8,000
180 300,wo
4 7,000
3 9,600 3 18,000
3 12,000 1 12,000 12 7,8W 1 10.000 Additional Internet cbnnecbon Subtotal lnfcrmation Smvibas 1 22;ooo
449.200
6401710 INFORMATION TECHNOLOGY 6265060 MHCLE MAINTENANCE 8013410 REDEVELOPMENT
Existing Xerox Laasa Edsting Xerox Lease Existing Xerox Lease subtotal Existing Leases
1 13,400 1 13,wo 1 47,000
73,400
1 NDS sv39,150
!I
l Due to a change in accounting for leases, copier leases an? now racord& as capital leases and the entire cost of the lease is being budgdd. In tha past only the
current year lease payments wwa budgeted.
220
CITY OF CARLSBAD
OUT OF STATE TRAVEL REQUESTS 2001-2002
0010310 CITY TREASURER Municipal Treasurers' Assoc of USlCAN Conference 1 Vancouver, B.C.
001 1010 CITY MANAGER Transforming Local Government Group 4 Outof State
ICMA Best Practices Conference 4 Outof State
ICMA Annual Conference 1 Sak Lake City, UT
Legislative Meetings with Council (2 trips) 1 Washington, DC
Innovation Group Meetings 4 in / Out of State
001 1110 ADMINISTRATIVE SERVICES ADMIN Legislative Meetings with Council 1 Washington, D.C
ICMA Annual Conference 1 Pennsyivania
ICMA Performance Measurement Conference 1 out of State
Innovation Group Conference 1 outofstate
Innovation Group Forum Meetings (quarterly) 1 Out of Stale
001 1112 STRATEGIC CHANGE TEAM Environmental Research 3 OutofState
Innovations Group Annual Conference 3 Outofstate
001 1210 CITY AVORNEY Int'l Municipal Lawyers' Association Annual Conference 1 New Orleans, LA
Int'l Municipal Lawyers' Assoc Mid-Year Conference 1 Washington, DC
001 1310 FINANCE GFOA Advanced Government Finance Instlute 1 Madison, WI
BCTech User Group Conference 2 Out of State
GFOA - Internal Audking for Governmetns Conference 1 Portland, OR
GFOA - Financial Planning and Forecasting Conference 1 PhoenLx.AZ
GFOA Conference 1 Out of State
# OF
1,400
1,400
5,200
4,800 I
1,500
3,000
5,000
19,500
1,600
1.500
1,200
1,500
2,000
8,000 I
650
4,300
4,950
2,375
1,800
4,175
2,050 1
I
I
1
::E 1
900
1,300
7,350
0011410 PURCHASING Innovation Groups Natiial Purchasing Alliance (3 trips) 1 Out of State 4,500
4,500
001 1510 HUMAN RESOURCES IPMA international Conference 1 out of state
Organizational Development Network Conference 1 Out of State
Ei-Tech Software User Group Conference 2 Outof State
Western Intergovernmental Personnel Assessment Council 3 Las Vegas, NV
NPelra 1 Outof State
Conference related to integrated disability mgmi. 1 Seattle, WA
~ ~~ 0012130 POLICE INVESTIGATIONS For suspect and/or witness interviews Out of State I 1,200
1,200 I
2,500
1,500
2,500
3,000
1 ,ooQ 2,500
13,000
0012131 POLICE VICUNARCOTICS For suspect and/or witness interdews out of state I 1,000
1,000
0012140 POLICE SUPPORT OPERATIONS CAD User Conference 3 Reno, NV 2,400
2,400
0012210 FIRE ADMINISTRATION International Fire Chiefs' Conference 1 New Orleans, LA
Executive Fire Officer Symposium 1 Emmitsburg. MD
Innovation Groups Regional Conference 2 Reno, NV
0012220 EMERGENCY OPERATIONS EMS Today Conference 2 Kansas City, MO
Southern Area Fire Equipment Rescue Conference 1 Reno, NV
22 1
1,250
1,225
1,050
3,525
1,350
950
2.300
CITY OF CARLSBAD
OUT OF STATE TRAVEL REQUESTS 2001-2002
ORG KEY DEPARTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION
0013210 PLANNING APA National Conference 1 Chicago, IL
Reno, NV 1 Reno.NV
rl
REQUEST
4,000
1,700
5,700
# OF I BUDGET I
0013610 BUILDING INSPECTION Int'l Conf of Bldg Officials Annual Business Mtg 1 Cincinattl, OH
Sierra "Permits" Annual Conference 1 Reno, NV
0014045 COLLECTION DEVELOPMENT Public Library Association National Conference 1 Ph0enix.U
0014062 GALLERY American Association of Museums Conference 1 Dallas. TX
1,000
1 ,ma
2.000
1 ,Do0
1,000
1.200
1.200
0014065 ARTS OFFICE American for the Arts National Conferecne 1 Nashville, TN 2,000
2,000
0014070 DOVE LIBRARY ADMINISTRATION Public Library Association National Conference 1 Phoenix,AZ
American Library Association Annual Conference 1 Atlanta. GA
0014510 PARK PLANNING 8 REC MGMT American Society of Landscape Architects 1 Montreal, Canada
0014570 SENIOR PROGRAMS National Council on Aging Conference 1 Denver, CO
1 .Do0
1,400
2,400
1,700
1,700
1,500
I
[TOTAL GENERAL FUND 114.000
I
5016310 WATER OPERATIONS Permits Pius Conference
0015710 ENGINEERING Permits Plus 1 Out of State
2001 Institute of Transportation Engineers 1 Allbuquerque, NM
Water Environmental Federation Conference 1 Atlanta, GA
American Membrane Technology Association Conference 1 Charleston,SC
0016010 PUBLIC WORKSADMIN APWA Conference 1 Out of Slate
1,500
900
1,100
1,500 1,500
5.000
3,500
3,500
61 11520 WORKERS COMPENSATION Workers Comp Seminars
1 Reno, NV
3 Outofstate
1,100
1,100
6141610 RECORDS MANAGEMENT Annual ARMA Conference 1 Montreal, Canada
AllM Annual Conference 1 NewYork, NY
TOTAL OTHER FUNDS
€401710 INFORMATION TECHNOLOGY
35,650
lnterop
Permits Users Conference
Brainshare - Novel Conference
Internet World
NEC Users Conference
Filenet Users Conference
Harrls Users Conference
Help Desk Users Conference
BiTech Users Conference
Las Vegas, NV
Reno, NV
Sail Lake City, UT
Unknown
Unknown
Unknown
Unknown
Unknown
Unknown
7,300
7.300
4,000
5,500
1,250
2,400
1,300
2,400
2.150 I 21,750
GRAND TOTAL TRAVEL 1 f 149,650
222
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.
Beginning/Ending Fund Balance: Unencumbered resources available in a fund from the
prior/current year after payment of the prior/current year expenses.
Bond: A certificate of debt issued by an entity, guaranteeing payment of the original investment,
plus interest, by a specified future date.
Budnet: An annual financial plan that identifies revenues, types and levels of services to be
provided, and the amount of funds which can be spent. Carlsbad’s Operating Budget
encompasses one fiscal year, as does the Capital Improvement Program appropriation.
Capital Improvement Program A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $5,000 or more(or $1,000 for electronic
equipment) and 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 cperated 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.
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223
Fund: A set of inter-refated 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.
Contributions of cash or other assets from another governmental agency to be used or Grant:
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 Manaoement 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.
Operatinn Costs: Estimated expenses which can be expected to occur following the
construction of a Capital Improvement Project.
Personnel: Costs associated with providing the staff necessary to provide the desired levels of
services. Included are both salary and benefit costs.
Revenues: Amount of funds received from the collection of taxes, fees, permits, licenses,
interest, and grants during the fiscal year.
Special Revenue Funds: A fund which collects revenues that are restricted by the City, State,
or Federal Government as the method to which they may be spent.
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225