HomeMy WebLinkAbout2002-06-18; City Council; 16798 Exhibit 1; Preliminary Operating Budget & CIP FY 2002-03CrrY CLERK'S OFFICE
(FRONT DESK COPY)
Preliminary
Operating Budget &
Capital Improvement Program
FY 2002-2003
City of Carlsbad
2002-03 Preliminary Operating Budget
and Capital Improvement Program
Mavor
Claude "Buddy" Lewis
Citv Council
Matt Hall
Ramona Finnila
Ann Kulchin
Julie Nygaard
Citv Manaaer
Raymond R. Patchett
Administrative Services Director
James F. Elliott
Prepared by the Finance Department
Finance Director
Lisa Hildabrand. C.P.A.
Website: www.ci.carlsbad.ca.us
CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET
TABLE OF CONTENTS
Council's Five-Year Vision Statements ............................................................................... i
Organization Chart .............................................................................................................. ii
Budget Process .................................................................................................................. 1
Economic Profile ................................................................................................................. 2
OPERATING BUDGET
Overview ............................................................................................................................. 7
Projected Fund Balances .................................................................................................. 20
Budget Expenditure Schedule 29
Revenue Estimates 22
Personnel Allocations ....................................................................................................... 33
PROGRAM SUMMARIES
...........................................................................................................
...........................................................................................
Policy 8 Leadershio Grow
Policy and Leadership Group Summary ....................................................................... 35
City Council .................................................................................................................. 36
City Clerk ..................................................................................................................... 38
City Treasurer .............................................................................................................. 39
City Manager ............................................................................................................... 41
Public Information ........................................................................................................ 43
City Attorney ................................................................................................................ 44
Administrative Services
Administrative Services Summary ............................................................................... 45
Administration .............................................................................................................. 46
Purchasing 49
Finance 47
Human Resources ....................................................................................................... 51
Workers' Compensation ............................................................................................... 53
Risk Management ........................................................................................................ 54
Health Insurance .......................................................................................................... 55
Records Management .................................................................................................. 56
Information Technology ................................................................................................ 58
Miscellaneous Non-Departmental ................................................................................ 59
Public Safety
Public Safety Summary ................................................................................................ 61
Police Department Summary ....................................................................................... 62
Administration .............................................................................................................. 64
Field Operations ........................................................................................................... 65
Community Services .................................................................................................... 66
Canine ......................................................................................................................... 68
InvestigationslField Evidence ....................................................................................... 69
VicelNarcotics .............................................................................................................. 70
Youth/School Programs ............................................................................................... 71
Property and Evidence/Records ................................................................................... 72
Family Services ............................................................................................................ 73
Task Force ................................................................................................................... 74
........................................................................................................................ ...................................................................................................................
CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET
TABLE OF CONTENTS Page Two
Public Safety (Continued)
Support Operations ...................................................................................................... 75
Communications Center ............................................................................................... 76
Various Asset Forfeiture ............................................................................................... 77
Bicycle Patrol .............................................................................................................. 78
Fire Department Summary ........................................................................................... 79
Administration .............................................................................................................. 80
Emergency Operations ................................................................................................ 81
Weed Abatement 83
Fire Prevention 82
Disaster Preparedness ................................................................................................. 84
.............................................................................................................
.........................................................................................................
Communitv DeveloDment
Administration .............................................................................................................. 87
Community Development Summary ............................................................................. 86
Land Use Planning & Planning Commission ............................................................... 89 Geographical Information System ................................................................................ 91
Housing & Redevelopment Summary .......................................................................... 94
Community Development Block Grant ......................................................................... 97
Economic Development ............................................................................................... 92
Building Inspection ....................................................................................................... 93
Affordable Housing ...................................................................................................... 95
Rental Assistance ........................................................................................................ 96
Redevelopment Operations Village Area ..................................................................... 98
Low/Moderate Income Housing Village Area .............................................................. 100
Redevelopment Operations South Carlskad Area ...................................................... 101
Low/Moderate Income Housing South Carlsbad Area ................................................ 102
Community Services
Community Services Summary .................................................................................. 104
Library Summary ........................................................................................................ 105
Georgina Cole Library ................................................................................................ 106
Genealogy/Local History 109
Dove Library 107
Centro de Informacton 110
Technical Services ..................................................................................................... 111
Collection Development & Acquisitions ...................................................................... 112
Media Services .......................................................................................................... 113
Adult Learning Program ............................................................................................. 114
Cultural Arts Summary ............................................................................................... 115
Arts Office .................................................................................................................. 116
Sister City .................................................................................................................. 118
Special Events ........................................................................................................... 119
Recreation Summary ................................................................................................. 120
Recreation Fee Supported ......................................................................................... 124
Recreation - Aquatics ................................................................................................. 126
..............................................................................................................
............................................................................................ .. ...............................................................................................
Park Planning Recreation Management ................................................................. 122
Recreation - Agua Hedionda Lagoon Permits ............................................................ 128 Recreation Operations ............................................................................................... 129
Senior Programs ........................................................................................................ 131
CITY OF CARLSBAD. CALIFORNIA 2002-03 PRELIMINARY BUDGET
TABLE OF CONTENTS
~~
Page Three
Public Works
Public Works Summary .............................................................................................. 134
Administration ............................................................................................................ 135
Engineering ................................................................................................................ 137
General Services Summary 142
Storm Water Protection 140
Park Maintenance ...................................................................................................... 144
Facilities Maintenance ................................................................................................ 146
Street Tree Maintenance ............................................................................................ 148
Median Maintenance .................................................................................................. 149
Vehicle Maintenance .................................................................................................. 150
Vehicle Replacement ................................................................................................. 152
Carlsbad Golf Course ................................................................................................. 153
Traffic Signal Maintenance 157
Street Maintenance 155
Street Lighting ............................................................................................................ 158
Buena Vista Channel Maintenance ............................................................................ 159
Water Operations ....................................................................................................... 160
Wastewater Operations .............................................................................................. 162
Solid Waste Management .......................................................................................... 164
..............................................................................................
.......................................................................................
Maintenance & Operations Summary ........................................................................ 154
....................................................................................................
.........................................................................................
CAPITAL IMPROVEMENT PROGRAM
Overview ......................................................................................................................... 166
Future Growth and Development .................................................................................... 167
Revenues ....................................................................................................................... 168
Capital Projects ............................................................................................................... 170
Capital Projects 2002-2003 to Buildout ........................................................................... 170
Capital Projects -The Next Five Years .......................................................................... 173
Summary ........................................................................................................................ 174
Growth Management Plan .............................................................................................. 175
Detail Schedule of Capital Projects by Category ............................................................. 177
Capital Funds Projected Fund Balances for FY 2002-2003 ............................................. 191
Capital Funds Revenues Actual and Estimated .............................................................. 193
Capital Improvement Program Anaiysis of Available Balances 2002 to Buiidout 195
Capital Funds Budget Expenditure Schedule 1999-2000 to 2002-2003 194
Glossary of Capital Project Funding Sources .................................................................. 203
APPENDICES
California Assembly Bill 1600 (AB 1600) ......................................................................... 176
..........................
.............
Planned Major Capital Outlay Items 2002-2003 .............................................................. 206
Out of State Travel Requests 2002-2003 ........................................................................ 208 Glossary ......................................................................................................................... 21 I
COUNCIL VISION STATEMENTS
Carlsbad City Council
Year 2002
FIVE-YEAR VISION STATEMENTS
City Council continues to clarify and pursue the
vision of Carlsbad that reflects the pride and
quality of life for all who live, work, and play here.
Carlsbad's. . .
diverse and healthy economic base provides opportunities for employment to the residents
of Carlsbad, economic vitality to the community, and the necessary revenues to support City
services,
policies and decisions implement the General Plan, enforce the Growth Management Plan,
maintain the safety and security of its citizens, and are based on what is best for Carlsbad,
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. . .
delivers top-quality public services,
manages environmental concerns proactively, including:
open space
water quality/conservation
beach erosion
air quality
resource conservation and waste reduction
wildlife habitats
has a safe and efficient integrated transportation system, - maintains Citywide "small town" community spirit, and
has a Community where continuous and life-long learning are supported and embraced for
people of all ages.
i
z 4 t% u z 0 3
I
L "" 2 L "" 1 L "",
"""""""
ii
2002-03 PRELIMINARY BUDGET
Carlsbad is a full-service City providing the following:
Police Department Development Services
Fire Department. including paramedic Street construction and maintenance
Water delivery system Library and Arts programs
Sewer system Recreation programming for all ages
Solid waste services Park lands
Housing programs School programs
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
the year. Once these are
special emphasis during
developed, staff develops
Ciw of Carlsbad 2002-2003 Stratepic Goals
Tup Quality Services - Become a City that provides exceptional services on a
daily basis.
Transportation -Provide and maintain a multi-modal transportation system,
which includes public transportation, and which moves goods, services and people
development.
through Carlsbad in a safe and efficient manner that is coordinated with community
Balanced Cummuniy Development - Be a community that promotes
commumty spirit, quality neighborhoods, establishes compatible residential and
commercial uses, including entertainment venues, and manages growth by providing
an appropriate balance of facilitles and services.
Parlcs/Open Spacr/Tmils - Acqulre, develop and mamtain a broad range of
fiscally responsible recreation and open space facilities that actively address citizen
needs and are consistent with the General Plan and Growth Management Standards.
system leading to a drought-resistant community, in the most cost effective manner.
Water - Ensure reliable, high quality, diversified potable and recycled water
Environmental Management - Be an environmentally sensitive community
by focusing on: Clean storm water, sewage collection and treatment, solid waste
and efficient use of energy including altemativc energy.
Finance - Implement proactive strategies that provide and manage the necessary
resources to ensure a high quality of life.
leading to a more responsive government and a higher level of confidence in
Cummnnication - Ensure that citizens, staff and Council are well informed,
government.
Learning - Promote and support continuous learning opportunities within the
community and the City organization.
operational goals based on Council's direction. These operational goals are the basis for the
development of the operating budget.
Carlsbad's operating budget allocates the revenues generated through taxes, fees, and other
operating budget is a tool that guides the achievement of Council's vision and goals for the City.
charges to the various programs and services provided by the City to the community. The
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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 state of the economy, both national and local, has been topic of much debate over the past
year especially in light of the tragic events that occurred on September 11, 2001. Even before
the terrorist attacks, there were questions of whether the nation was in a recession, how long it
would last, how deep it would be, and how it would affect our local economy here in Southern
California. The terrorist attacks in September and the resulting war against terrorism made the
situation even more tenuous. Now, with some time behind us. we can look back and talk with
more confidence about what has happened and what is likely for the future.
It appears that the US economy went into recession in early 2001 due to a drop in business
investment, a steep decline in exports, and a dramatic cutback in production and employment
further aggravated these factors causing a steep drop off in both business and pleasure travel.
by manufacturers in order to keep inventories down. The terrorist attacks on September 1 lm
California followed the nation into the recession and was hit hard by the high-tech slowdown,
declines in stock market-related wealth and income, soaring energy prices, fading exports, and
California was the Bay Area. The San Francisco and San Jose regions suffered significant job
uncertainties early in the year associated with threats of rolling blackouts. Hardest hit in
Angeles, saw modest job growth. The State Department of Finance forecasts that the State’s
losses during this time period, while most of Southern California, with the exception of Los
economic recovery will pick up as the year unfolds but job growth will likely be modest for the
next few months. Personal income is projected to grow by 3% during 2002 and 6.2% during
2003. Construction, on a statewide basis, will be constrained especially in the non-residential
sector due to high vacancy rates.
For the San Diego region, the worst of the very mild recession seems to be about over. The
leading indicators for San Diego rose 1.2 percent in February, which is the latest information
published by the University of San Diego School of Business Administration at this time.
According to the report, “February’s increase was the third in a row for the USD Index of
Leading Economic Indicators. The breadth of the advance was not very strong, as only two
components were up significantly as opposed to one that was down. The other three
components were unchanged or nearly so. Nevertheless, economists usually look for three
consecutive changes in a leading index as signal of a turning point in an economy. The move is
2002. The outlook is for continued slowing in the first half of the year, with the unemployment
in line with the previous forecast for a rebound in San Diego’s economy in the second half of
rate hovering in the high 3% to 4% range. That should fall back into the low 3% range by the
end of the year as the local economy strengthens.”
Through excellent planning and foresight, and a little bit of luck, the city of Carlsbad made it
through the year relatively unscathed by the effects of the economic downturn afflicting the
nation and the state. Although revenue growth has slowed and Transient Occupancy Taxes
General fund revenues are still expected to grow by 5.8% for the 2001-02 fiscal year. A
(TOT or hotel taxes) are depressed as a result of the set backs in the travel industry, the City’s
substantial portion of the growth is due to franchise taxes generated from activity at the Encina
power plant. These are discussed fully in the General fund revenues section of this letter.
Without the increase in franchise taxes, the growth would have been 2%, which is less than the
past few years but still respectable in a recessionary year. Projections for the 2002-03 fiscal
year reflect 5% growth (excluding the changes in franchise taxes). Most of the increase is in the
2
tax revenues, with lesser growth in other revenues and declines in the development related
revenues.
L
City of Carlsbad
Median SFD Home Prices
$400
$350
$300
$250
$200
$100
$150
$50
80 -~ 1996 1997 1998 1999 2000 2001
Somc: RAND Califomin
Carlsbad's real estate market has
continued strong throughout the year
despite the downturn in other parts of
the economy. The number of permits
issued this year dropped in half;
to a lack of supply rather than a lack of
however, most of the decline was due
demand. With supply relatively low,
housing prices have continued to
escalate. Median prices for single-
family homes averaged $425,000 for
calendar year 2001, a 12% increase
from the previous year. Total
over $13 billion. double what thev
assessed values in the City stand at ' were iust 5 vears aao. Althouoh thi;
accelerated pace is expected to level out over the next few years, thk City Gill expeds to add
about 4,600 more residential units and an additional 4.5 million square feet of
commerciallindustrial development over the next five years. The City's residential housing stock
is about 80% built out with approximately 10,000 housing units remaining to develop over the
next 20 years.
Commercial and industrial development is also an indicator of job growth in the City. Carlsbad
has been generating about 1,000 new jobs each year for the past 5 years. Some of the major
businesses in town include the Gemological Institute of America, ViaSat, Invitrogen, Callaway,
Taylor Made, Upper Deck, and many others.
Development has brought much needed entertainment and shopping venues to citizens and
visitors a like, as well as generating additional sales taxes to help pay for City services.
, Carlsbad is home to Car Countrv
a' . --
Avg Sales Per Retail Outlet
San Diego County
CHULA VISTA CAF'LSBAD
CORONADO DEL MAR EL CAJON
ESCONDIDO ENCINITAS
IMPERIAL
LA MESA LEMON GROVE NATIONAL CITY
OCELIIS~E POWAY SAN DIEGO
SAN MARCOS
SANTEE SOLANA BEACH VISTA
SAN DIEGO CO
$0 $200 $400 $600 $800 51,000 $1,200 $1,400 ! Thousands
Source: CALIFORNIA RETAIL SURVEY
3
Carlsbad - an auto mall, the
Carlsbad Company Stores - a
specialty outlet center, Plaza
shopping mall, a Costco center,
Camino Real - a regional
and a number of other local retail
stores. The success of these
centers has provided Carlsbad
with the highest sales per outlet
in San Diego County.
Development has also enhanced
Carlsbad's reputation as a
destination resort for tourism.
The City is host to a major family
theme park: Legoland, and has
two luxury resorts available for
its visitors: the Four Seasons
Resort at Aviara and the La
Costa Resort & Spa. There are
also a number of other quality hotels and motels in the City with the most recent additions being
the Inns of America, which opened in December 2001, and the Extended Stay America, which is
expected to open in summer 2002. With these new openings, available hotel rooms in the City
will total about 3,500. Taxes generated by the hotels dropped off significantly this year, with the
sharp decline in the tourism industry, but are expected to recover over the next year.
to help the state of California through its budgetary woes. The May revision of the Governor's Despite the evidence of a recovery on the way, it does not look like it will happen soon enough
2002-03 budget reports a projected $23.6 billion deficit through the 2002-03 fiscal year, or 30
percent of the State's General fund. 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
reallocation of property taxes. These taxes were never allocated back to the City. The
$200,000 to Carlsbad), a 3.5% shift of Redevelopment Agency tax increment to the State Governor's May Revision recommends eliminating the reimbursement for booking fees (about
(similar to the property tax grab in the early 199O's), and cutbacks in a number of other State
grant programs. While it would be preferable for the State to balance its budget without
impacting local government, if the State can limit the effects to only those indicated in the May
Revision, the impact on Carlsbad will be minimal. The danger is that these will not be enough,
and that further assaults on City revenue sources will occur. The most likely candidate is the
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
the VLF rate by 67%. At this time, the State is backfilling (reimbursing) local governments for
population. In the past years, the State gave a tax cut to the citizens of California by reducing
the loss of this revenue from the State's General fund. The May Revision suggests rolling back
the tax cut to just 25%. while still backfilling local governments for their share. However, if the
State needs to find another way to fund their deficit. they may choose not to fund the backfill. If
this occurs, the City could lose anywhere from $1.2 million to $3.3 million.
Council's goal to insure that the City remains in good financial health and there are a number of
Regardless of what happens at the State level, Carlsbad is positioned well for its future. It is the
steps the City has taken to attain that goal. One of these is the Growth Management Plan. This
plan was adopted by the citizens 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.
for both the capital and operating needs of the City. With a growing city such as Carlsbad, it is
In addition to the Growth Management Plan, the City also prepares a long-term financial model
imperative that we plan for the impacts of serving new development and operating new public
facilities, 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
way. we can anticipate the effects of development from both a capital and an operating
pay for the various projects and calculates the anticipated operating budget impacts. In this
perspective.
4
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
and many facilities for which the City is responsible.
proper maintenance and replacement, when needed, will be performed on the streets, parks,
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 recession of the past year has been very mild and
recovery appears to be on the way. The Carlsbad Company Stores, opened in late 1997, has
continued to expand and now contributes over $1 million annually to the City's sales tax
receipts. Legoland contributes to the City's sales tax base as 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 increasing tax base. The five major revenue sources for the City:
property taxes, sales taxes, TOT, franchise taxes, and vehicle license fees are expected to - provide $66.2 million, or I General Fund -Top 5 Revenues
1 1" fhlulundr 1
Source: Retail Sales Survev 3x OTOT OVLF OFranchise Fees
i
77%, of the City's General
fund revenues in 2003.
These taxes and fees 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.
For fiscal year 2002-03, the
City's revenue projections
reflect a return of consumer
confidence with growth in base sales taxes at about 5.6%. Housing values are expected to
receipts. Development is predicted at a rate similar to fiscal year 2002; again the constraint is
level out; although, any changes in values this year will be reflected in next year's property tax
based on the limited supply not on the demand. And finally, tourism is expected to slowly
recover over the year with TOT receipts possibly reaching 2001's level by the end of 2003.
of this letter.
More information on all of the City's revenues and programs can be found in the later sections
5
6
Operating Budget & Capital Improvement Program
FY 2002 - 2003
2002-03 PRELIMINARY OPERATING BUDGET OVERVIEW
The preliminary Operating budget for fiscal year 2002-03 totals $139.8 million with revenues for
the year estimated at $141.6 million. General fund revenues are estimated at $86 million and
budgeted expenditures are $82.4 million.
REVENUE
The following table shows the total operating revenues the City anticipates receiving for 2001-
02, as well as those estimated for 2002-03.
REVENUE SUMMARY
BY FUND TYPE
PROJECTED
(In Millions)
ESTIMATED
2001-02
$
2002-03
%
CHANGE CHANGE FUND
GENERAL FUND
ENTERPRISE
10.7 SPECIAL REVENUE
$ 86.0 $ 85.2 0.9% 0.8 $
10.6
29.3 29.7
-0.9%
INTERNAL SERVICE
0.4
12.0
1.4%
12.7
REDEVELOPMENT
0.7
2.5
5.8%
2.6 0.1 4.0%
TOTAL $ 139.7 $ 141.6 $ 1.9 1.4%
(0.1)
Revenue estimates for the Operating budget indicate that the City will receive a total of $141.6
million, a $1.9 million increase over the current year projections. The majority of the increase is
in the General fund, due to projected growth in the major tax revenues, and the Internal Service
funds. These funds, as well as all other funds for the City, 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 tablebelow shows a summarized outlook for
the major General fund revenues.
SIGNIFICANT GENERAL FUND REVENUES
(In Millions)
FUND
PROPERTY TAX
2001-02
16.2 15.6 ALL OTHER REVENUE
0.3
3.7 4.6
4.9
DEVELOPMENT REVENUES
4.6 VEHICLE LICENSE FEES
0.6
4.1 7.4 FRANCHISE TAXES
1.6
9.2 8.6 TRANSIENT OCC. TAX
23.5
1.9
21.9
$ 24.4
SALES TAX
CHANGE 2002-03
PROJECTED
$ $ 22.5
$ ESTIMATED
(3.3)
(0.9)
0.6
TOTAL $ .8 $ 86.0 $ 85.2
CHANGE
7.3%
-44.6%
7.0%
-19.6%
7
This year it is expected that property taxes will grow to $24.4 million, an 8.4% increase over
the past year. Property taxes tend to lag the rest of the economy as the tax for the upcoming
fiscal year is based on assessed values from the previous January. Thus, the taxes to be
received for fiscal year 2002-03 are based on values as of January 1, 2002. Sales taxes react
much quicker to changes in the economy and thus will typically grow faster in a recovery but
also drop off faster as the economy cools.
Property taxes also have a cap 1 I
on how fast they can grow. i This is due to Proposition 13. ~ tnthoursnds 1
Proposition 13 was adopted by ! I
Property and Sales Tax Growth
I $30.000 ,
I the State in 1978.
proposition limits the growth in , 120.000 I
assessed values (and thus I
property taxes) to no more
than 2% per year. The value
onlv increased to the full $5,000 upon which the tax is based is
110,000
The i -,
$25.000 t Property Taxes
$15.000 j i I
maiket value upon the sale of 1 so
the property. Thus, property 93 94 95 96 97 98 99 00 01 O2e 03e
taxes tend io 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
the Encina power plant, located along the shore in Carlsbad, is another factor contributing to the
and a large number of resales within the City, spurring revaluation of the parcels. The sale of
rise in 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. During the past year, the State
Board of Equalization modified one of their rules to revert assessment of the power plant back
to the State, thus putting it back into the unitary system. Unless legislative action is taken, the
modified rule will become effective on January 1, 2003. There is a bill pending in the Senate at
this time, which will allow the state to assess the power plant but still distribute the taxes based
on the location of the plant. Unless this bill is passed, the City will lose approximately $250,000
in property taxes next year.
Sales taxes are expected to total $23.5 million for 2002-03, an increase of 7.3% over the 2001-
02 projections. These projections assume a base increase of 5.6% plus additional amounts for
37% 12%
new retail sites locating to the City. One
of the most significant new sites on the
horizon is a retail center in the southern-
most part of the City. This center may
include approximately 190,000 square
feet of retail space as well as restaurants
and other commercial uses.
As can be seen in the accompanying
chart, the City's sales tax base is heavily
weighted in the transportation section,
which is predominantly new car sales.
a
Thirty-seven percent of the sales taxes received come from this source. After the terrorist
attacks in September, it was thought that new car sales may experience a significant decline,
The effect has been a strong surge in car sales resulting in continued growth in the City's sales
thus, car manufacturers and dealers began offering very lucrative deals to keep car sales up.
tax receipts. The projections assume that this trend will begin to slow down over the first half of
2002 and level out as the deals go away and demand diminishes.
Sales tax estimates also include approximately $665,000 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 $9.2 million for 2002-03,
TOT is the one revenue source for the City
an increase of 7% over 2001-02 estimates.
that was severely affected by the September
terrorism attacks.
The tourism industry was already beginning to
slow due to the downturn in the national and
regional economies; the terrorism attacks
practically shut down the industry for a few
weeks. The recovery from those events has
been very slow with a decline of 7% projected
for fiscal year (FY) 2002. Fiscal year 2003's
Droiected arowth to $9.2 million will iust brina
Transient Occupancy Taxes I I"*"
99 00 01 02e 0%
Fl.0.I ".a.
1
TO? backip to the fiscal year 2001 'levels. Carlsbad's TOT would have been even lower if not
for the opening of a new hotel this year, the Inns of America, and a new hotel projected to open
in FY 2003, an Extended Stay America. The addition of this new facility will bring the total rooms
available in Carlsbad to over 3,500.
The largest increase in the current year (FY 2002) revenues is in Franchise taxes. Franchise
taxes are paid by certain industries that are using the City right-of-way to conduct their
businesses. The City currently has franchise agreements for cable N service, solid waste
services. and gas and electric services. The cable and solid waste franchises have been
growing along with the growth in population and changes in their rate structures. These
franchise revenues are projected to grow by about 3% in fiscal year 2003. The large increase in
franchise taxes has come from the taxes on gas and electric services, which are paid by San
Diego Gas and Electric (SDG&E).
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
1 transported on SDG&E lines but
1 The "in-lieu'' tax captures the
electricity that is transported using public lands but which would not otherwise be included in the
franchise taxes on gas and
SDGE Franchise Taxes !
I
~
0, 02a i purchased from another source.
the value of gas and electricity
2000
Fiscal Year
9
calculations for franchise taxes due to deregulation of the power industry. The majority of the
"in-lieu" taxes received are attributable to Cabrillo Power, the operator of the Encina power
plant, based on the gas used in the generation of electricity. During the energy crisis in 2000
than $12 per thousand cubic feet. In addition, the Encina power plant was operating at a much
and 2001, average gas prices soared from about $3 per thousand cubic feet to, at times, more
to the City of over 100% in each of those years. Prices have now dropped back to more
higher capacity. The combination of these two factors resulted in an increase in franchise fees
"normal" levels, thus the projection for franchise taxes has been reduced back to 2001 levels, a
decline of $3.3 million.
Vehicle License Fees (VLF) are collected by the Department of Motor Vehicles when cars or
other vehicles are registered. They are calculated on the estimated value of the vehicle and are
distributed to cities and counties mainly based on population. The City's revenues from this
source grew by about 10% per year from FY 1998 to FY 2001 but are expected to slow to about
a 6.5% increase for FY 2002. The high growth rate was partly due to Carlsbad's increasing
population and partly to increasing auto sales statewide. Projections for FY 2003 anticipate
well as continued population increases in Carlsbad. slightly stronger growth, at about 8%. reflecting a recovery statewide in the upcoming year as
Development-related revenues include planning, engineering and building permits, and fees
paid by developers to cover the cost of reviewing and monitoring development activities such as
plan checks and inspections. These revenues are difficult to predict as many of the planning
and engineering activities happen months or years before any structures are actually built.
City picked up and housing demand grew. The City continued to issue a significant number of
Development-related revenues increased coming out of the recession as development in the
buildinq Dermits in 1997 throush 1999; however, the revenues for planning and engineering
services ' dropped off; thereby,
flattening the total development
revenues received. Based on the
citywide growth projections shown
in the Capital Improvement
a 19% decrease in building permit
Program section of this document,
revenue is expected for the 2002-
03 fiscal year, significantly less
than the decline the previous year
of 56%. Permits issued are
years after 2003 but will never
expected to increase slightly in the
achieve the levels of the late
1990's.
Development Revenues and Permits Issued
2.500
$6
$7 2,000
.g $5
E $4
5 $3
$2
! $1
~ $0
IFiscaiYear 97 98 99 2,000 01 02e 03e
- .- 1.500 2 € 1.000 a"
500
0
I I j"Revenues -Residential Permits Issued I
All other revenues include business license taxes, transfer taxes, interest earnings, ambulance
fees, recreation fees, and other charges and fees. The estimate for fiscal year 2002-03 totals
$16.2 million, a slight increase from fiscal year 2001-02.
Business license taxes are closely tied to the health of the economy and show an estimated
5.6% growth rate for 2002-03. There are currently about 6,500 licensed businesses in Carlsbad
with almost 2,000 of them based out of the home. Transfer taxes are expected to continue to
grow reflecting the strong real estate market in Carlsbad and new home development. Interest
10
income is projected to increase by 3%, mainly due to increasing balances. The City earns
about $3.3 million on its investments every year.
Overall, the General fund revenues are expected to grow by about I%, or $800,000, in the
upcoming year. The growth would have been about 5% if not for the decline in the franchise
taxes. Almost all of the growth is coming from the tax revenues, mainly property taxes and
sales taxes. Although the City had been experiencing revenue growth between 9 and 17% in
the late 199O's, it was not sustainable growth. Much of those increases were due to the opening
will be increasingly more difficult to produce double-digit growth in revenues. The 5% gain
of new hotels, restaurants, retail centers, and new home development. As the City matures, it
(excluding franchise taxes) projected for fiscal year 2002-03 is closer to what may be expected
in the future.
Other Funds
Revenues from Special Revenue funds are expected to total $10.6 million; an increase of
$100,000 from 2001-02. The types of services supported within Special Revenue funds include
programs funded by specific revenue
streams such as grants (Section 8 Special Revenue Funds Housina Assistance. Communitv
I
Development Block Grants), donations, 1 Storm Water
special fees, and assessments (Housing i All Others Protection
Trust fund, Maintenance Assessment
districts).
The largest changes in the Special ~
Revenue funds occurred in two
the Section 8 Housing. The Storm
programs: Storm Water Protection and
Water Protection program was created ,
to respond to federal mandates to i
Maintenance
that flows through the City's storm
reduce the pollutants in run-off water
drains. There is currentlv no fundina , ~ ~ ~~~ il source for this mandated program; so, it is being funded through an advance from the General
fund. For fiscal year 2002-03, $1.1 million has been budgeted for the transfer compared with
$1.9 million in the previous year. Staff will be working over the next year to find a more
program can be found in the section of this letter titled "Expenditures." permanent method of funding all the requirements of this program. More information on the
The other noteworthy difference was in the Section 8 Housing program. The City received an
additional allocation of 75 vouchers from the federal government for fiscal year 2002-03
resulting in an increase in grant funds of $1.1 million.
One additional change in the Special Revenue funds this year is the recording of the Senior
Nutrition grants and the related program costs in the General fund rather than in a Special
Revenue fund. The Senior Nutrition program is funded from both the General fund of the City
and specific grants received from the Federal government. The grants are approximately
$190,000 per year and will now be recorded in the General fund rather than in a separate fund
so that all program costs can be shown together.
I1
Enterprise fund revenues for 2002-03 are projected at $29.7 million, up 1.7% of approximately
$500,000. Enterprise funds are similar to a business in that rates are charged to support the
operations that supply the service. Carlsbad
Enterprise Revenues and sanitation services, solid waste Golf
Enterprises include the water, recycled water
Solid Course management, and the Carlsbad Golf Course. Waste 2ah Sanitation There are no changes in any of the rate
~ 1
22% ~ structures anticipated in next fiscal year and
1 no significant changes projected for any of the
~ other revenue sources. 1 Included in the estimated revenues for the
Golf Course fund is a $600,000 transfer from j the General fund. The City has been
transferring $600,000 per year to this fund to
assist in financing a future municipal golf
course. Last year the transfer was omitted as
the project was stalled in the permitting
process with the environmental agencies. The City is hopeful that the project will be able to
continue in fiscal year 2003 so the transfer has been reinstated.
internal Service funds show estimated revenues of $12.7 million for 2002-03, an increase of
$700,000, or 5.8%, over 2001-02 projections. Internal Service funds provide services within the
City itself and include programs such as the self-insurance funds for Workers’ Compensation,
Liability 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 section of this letter titled “Expenditures.”
Redevelopment revenues are expected to total $2.6 million in the upcoming year, a 2.2%
increase over the projections for the previous year. Most of the increase is due to projected
increases in tax increment, which reflect the growth in property taxes within the two established
redevelopment areas. As with most property in California, the growth in assessed values (and
thus property taxes) is limited to no more than 2% per year. The assessed value is only
increased to the full market value upon the sale of the property. Thus, unless there is significant
resale activity or new development, the increment would not be expected to grow more than 2%
per year.
As stated earlier in the discussion of the General fund’s property taxes, the State Board of
Equalization recently modified one of their rules to revert assessment of the Encina power plant
back to the State as of January 1. 2003, thus putting it back into the unitary system. There is
legislation pending (Assembly Bill SI), which would allow the distribution of the taxes to remain
at the local level rather than on the unitary tax formulas. While the effect of this legislation on
the General fund is important. it is vital to the feasibility of the newly adopted South Carlsbad
Coastal Redevelopment Area (SCRRA). The power plant is one of the largest tax generators in
the SCCRA, which encompasses the power plant property and the properties south to the Ponto
area. If the property taxes from the Encina plant are reverted to a unitary basis, the
redevelopment area will not get any tax increment from the power plant, severely limiting the
12
amount of revenue that can be generated to use for redevelopment. The City is hopeful that
Assembly Bill 81 will be passed prior to the close of this legislative session.
EXPENDITURES
, The City's operating budget for 2002-03 totals $139.8 million, which
represents a decrease of $4.3 million, or 3%, from the current 2001-02
found in each of the funds. These will be discussed later in this document.
budget. This decrease is due to a number of changes within the programs
Budqetarv Policies
Budget policies were developed this year under the new process introduced last year. This
process is generally known as "Expenditure Control Budgeting" or ECB. Using this 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 2002-03 budget, the block was calculated as follows: . Personnel and Maintenance and Operation costs were calculated using last year's
adopted budget increased by an inflation factor of 3%. a growth factor of 3% and an
adjustment factor of 5% for a total of 6.5%.
9 Capital Outlay requests in excess of $10,000 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.
All new positions needed to maintain the same service levels are funded from the block
appropriation. Budgets were 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 fiscal year.
In addition to the block appropriations, budget requests could be made to implement specific
to the budget.
goals or to operate new facilities. If the request was approved, the additional funds were added
The 2002-03 budget reflects the following organizational and structural changes, which will
continue to contribute to the overall effectiveness of the organization:
1 The Seniors program receives grants for the Senior Nutrition Program. In the past, the
revenues and expenses for the Senior Nutrition Program were recorded in a Special
transferred to the General fund in the 2002-03 budget. The amount of the revenues
Revenue fund. In order to simplify the accounting, the revenues and expenses were
estimated for 2002-03 is $202,000.
13
Budqet Recommendations
Through the application of these guidelines and policies, the 2002-03 operating budget of
$139.8 million was developed. The budget includes funds to enhance the services already
majority of the new programs and increases in services are the result of new facilities,
being provided to the community, as well as the addition of several new programs. The
maintenance of existing facilities, and a continued focus on public safety, technology, and
customer service.
The 2002-03 operating budget includes 13.75 new full-time and three-quarter-time employees,
an increase of 2.2%. The net increase in hourly staff, totals approximately 3.27 full-time
equivalents (FIE). These changes will bring the total City workforce to 641 full and three-
quarter-time employees and 145.67 hourly FTE. These and other changes are addressed in
more detail as follows.
New facilities
The City has a large number of major capital projects scheduled to be built over the next five
years. As the City completes some of these projects, the costs of maintaining and operating
these facilities are added to the Operating Budget. This next year Carrillo Ranch Park will be
completed and open to the public. In addition, with the recent purchase of a future City Hall site,
costs associated with that facility have been added to the 2002-03 budget.
Carrillo Ranch Park - The Carrillo Ranch Park is due to open in the spring of
2003. In order to operate this facility, the operating budget includes funding for a
contract curator to create and manage the interpretive programs, supervise and
coordinate exhibit design consultants, schedule and supervise facility use by
lessors for special occasions, and perform the administrative day-to-day
operations. In addition, a part-time 1000-hour position has been added to assist
the curator. Both of these positions are proposed to be two-year limited term positions. During
this time period, the City will investigate and analyze the feasibility of forming a foundation to
operate the park.
There are also costs associated with the maintenance of Carrillo Ranch Park. Since the park
will not be open until the latter part of next year, no new positions have been added, only
amounts to cover contract labor to perform these functions. Once the park is operational, the
park and facility maintenance requirements will be evaluated and requested in the following
year's budget.
Citv Hall CamDus - In December 2001, the City purchased the former Farmers Insurance
Building located at the corner of El Camino Real and Faraday Avenue, which is in the
geographic center of the City. The building is currently being leased to the former owners.
Over the next year, a facility needs analysis and other information will be gathered to assist
Council in determining the occupants and uses for this facility, as well as the use of any
buildings that are vacated. In the interim, there are costs of maintaining the building including
association dues, landscaping, minor repairs, etc. Both the costs of the initial planning work for
the site development and the building maintenance have been included in the 2002-03
operating budget.
Maintenance of Existing Facilities
In order to provide better maintenance of our existing facilities, next year's budget includes
additional resources for Poinsettia Park and Hosp Grove Park.
14
Poinsettia Park - Poinsettia Park is one of the City's busiest parks. Currently, temporary
personnel perform the routine maintenance activities such as mowing edging, trimming, and
restroom cleaning. The 2002-03 budget recommends converting the temporary position to a
full-time Park Maintenance Worker I position. This new position will ensure that the
maintenance activities are performed effectively and efficiently, and that top quality service is
continually provided at this park site and will be available to maintain future facilities at this park
such as the tennis courts and gymnasium.
HOSD Grove Park - The City completed its Community Forest Management Plan in 2002. An
integral part of the plan is the rehabilitation and Management program for Hosp Grove. This
program includes removing over 8,000 trees, planting 5,000 trees, installing an irrigation
system, improving soil conditions, and implementing fire prevention measures such as weed
abatement. The Park's budget includes $84.000 for contract labor to implement this program.
In addition, the Fire budget includes a 350-hour part-time position to assist with the fire
prevention portion of this program.
Public Safety
City continues to grow, additional public safety staff is required to maintain the
Public safety has always been a top Council priority. As the population of our
current level of safety services. There are seven new positions included in the
budget this year to continue Council's focus on public safety. These positions
include a two Patrol Officers, a DUI Officer, a Senior Police Officer to serve on
the County's Identity (ID) Theft Task Force, two Communications Officers and a
Special Events Coordinator.
The two Patrol Officers are needed as a result of the increase in population. Driving under the
influence of alcohol has been identified as the cause of a significant number of traffic collisions
in Carlsbad. The addition of an officer specifically designated for this purpose will not only
directly effect DUI enforcement but it will heighten the awareness of all officers as to the
importance of DUI enforcement.
The additional Senior Officer for the ID Theft Task Force will staff a regional task force to
address identity theft, which is a crime that is increasing exponentially with a large number of
victims. The City will be 100% reimbursed by the County of San Diego for this position.
The two Communications Officers requested are the result of a comprehensive overview of
police and fire dispatching performed in 2001-02. One of the conclusions reached in the study
is that the current minimum staffing in the communication center of two is inadequate. The
study recommends that the minimum staffing be increased to three with one of the three
dispatchers dedicated to fire dispatch only. Adding two Communication Officers will bring the
minimum staffing to three during peak periods.
The popularity of special events continues to grow while the responsibility for management of
those events becomes increasingly difficult. Presently, the Traffic Sergeant performs these
duties, which takes up about 75% of his time. A Special Events Coordinator position is being
recommended since it is a less costly position and would allow the Traffic Sergeant to spend
more of his time supervising the Traffic Division. In addition, having an employee whose main
focus is special event planning will result in a higher level of service to applicants and a greater
number of quality special events in our City.
15
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
$105,000 for a new Citywide cashiering system. This would replace the current
outdated system with a state of the art system, which will improve the internal
controls over cash handling, improve accuracy and reporting abilities, and
make paying bills simpler and faster for our customers.
The budget also includes $165,000 to continue the implementation of the Document
Management System (DMS). The Document Management System will reduce the time it takes
access to the DMS. This would allow the public to access and retrieve City documents
staff to research archived documents. The plan for fiscal year 2002-03 is to implement public
electronically. The budget also includes an additional $55,000 for continued implementation of
the Request of Action System, which improves the City's response time to requests from
citizens and customers.
As the City continues to expand its use of technology, the Information Technology (IT)
department must expand its support of all the users of the technology. With the growth of
computers in the last three years, IT has had to use temporary help to keep pace with the
Application Specialist position.
desktop support. The budget recommends replacing the temporary help with a permanent
Customer Service
One of Council's goals is top quality service. In order to provide excellent customer service, we
must have knowledgeable employees with adequate training and experience. Community
Services utilizes a large number of part-time employees to serve their customers. These
and weekend hours, and are a very valuable resource to these departments. In order to train employees help cover peak periods (such as summer programs), are available to cover nights
and supervise the part-time employees, full-time permanent positions are necessary. The
budget recommends the conversion of 1.75 full-time equivalent part-time employees in the
Library to full-time. These positions, which include a Librarian and a Circulation Supervisor, will
be available to work evenings and weekends and will offer the needed supervisory skills,
education, training, and experience so customer service will not be compromised.
In the Recreation department, a full-time Office Specialist II and a Management Assistant are
being recommended. The Office Specialist is to staff the front counter at the Swim Complex.
Currently the Swim Complex receptionist needs are being covered by a daily rotation of from
three to twelve staff. The inherent lack of accountability and business practice consistency
increases the risk of accounting and customer service errors. The new Management Assistant
position will support the overall customer service of the department. This position will oversee
the development and distribution of the Community Services Recreation Brochure and will
assist with identifying and analyzing the training needs of the Recreation division.
Budqet by Fund Tvpe BUDGET EXPENDITURE SUMMARY
BY FUND TYPE I ~~
(in Millions) This table shows
changes in the preliminary GENEREILFuND operating budget for fiscal REVENUE year 2002-03 compared to ENTERPRISE
the current budget for fiscal
vear 2001-02.
INTERM SEFMCE
the FUND
BUDGET
CHANGE CHANGE 2002-03 2w1-02
% 5 BUDGET
$ e4.4 -2.4% 5 (2.0) 5 82.4
12.8
0.3% 0.1
14.6
30.3
-17.2%
30.2 (2.2) 10.6
1.4% 0.2
-19.0% (0.4) 1.7 2.1 REDEVELOPMENT ~h~
14.8
~
General fund contains
most of the discretionary 5 144.1 -3.0% 5 (4.3) 5 139.8
revenues that finance the basic core of City services. However, this should not diminish the
available within Carlsbad. The remainder of this section will provide more information about the
importance of the other operating funds, as they also contribute to the array of services
proposed budgeted expenditures by fund and program.
General Fund
Total budget for the General fund is $82.4 million, which is 2.4% less than the current budget of
$84.4 million. The decrease is mainly due to smaller budgets for the non-departmental accounts
and for the Council Contingency account.
BY MAJOR SERVICE AREA
(In Millions)
BUDGET $ BUDGET
FUND
5.5 ADMINISTRATIVE SERVICES $ $ 3.3 $ 3.3 POLlCYlLEADERSHlP CHANGE CHANGE 2002-03 2001 -02
0.0%
PUBLIC SAFETY 26.9 28.4
COMMUNITY DEVELOPMENT
1.5 5.6%
COMMUNITY SERVICES
6.3 6.2
-2.4% $ (2.0) $ 82.4 $ 84.4 TOTAL
-34.2% (1.3) 2.5
-16.9% (1 5) 3.8
7.4
CONTINGENCY
-1.9%
8.9 (0.3) 15.1
NON-DEPARTMENTAL
-1.4%
15.4 (0.2) 14.1 14.3
PUBLIC WORKS
-1.6% (0.1)
%
5.4 -2.0% (0.1)
The Council Contingency account, which is available for unanticipated emergencies or
General fund budget. This is less than the 5% used last year. The Council's Contingency
unforeseen program needs, is budgeted at $2.5 million, or approximately 2.5%, of the 2002-03
fewer budget increases are requested. During 2001-02 less than $200,000 of the contingency
account was budgeted less this year since, under the Expenditure Control budget approach,
account was used.
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 $1.5 million 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, the
Infrastructure Replacement fund transfer was increased by $500.000. This amount is budgeted
at about 4% of General fund revenues. We have also reinstated the annual $600,000 transfer
to the Golf Course fund to cover property taxes, assessments, and other costs associated with
the continued planning of the proposed Golf Course.
The remainder of the changes in the recommended General fund budget are relatively minor.
These are addressed below by Major Service Area (MSA). . The PolicylLeadership Group includes all elected officials and the City
just the Public Information budget growing by $93,000 to fund the Public
Manager's Office. This budget is essentially the same as last year with
Internet access to the DMS mentioned earlier. - Administrative Services' $145,000 decrease is mainly due the costs of special projects
undertaken in the previous year, which will not be continuing.
The growth in Public Safety is due, for the most part, to increases in the block budget for
inflation and population growth and the pay off of the 800mHz system. The City entered
into a lease-purchase agreement in 1996 for the 800mHz radio system. With interest
declining in the past year, it now is more economical to pay off the lease rather than
continue the annual payments. Thus, $475,000 has been budgeted in the Fire
department budget to make the payment. All new positions were funded out of the block
budget with the exception of the Special Events Coordinator and the ID Theft
Investigator. . In the Community Development area, the 2.6% decrease is mainly due to some one-
time costs in the previous year, and an additional $70,000 budgeted for the City Hall
Campus planning and facility needs analysis. - In the Community Services area, the 1.5% decrease is mainly due to some one-time
costs in the previous year, such as the $500,000 budgeted for the Library's new
automation system. These decreases were offset by the increase from transferring the
Senior Nutrition Program to the General fund and account for the change in this MSA. . Public Works shows a slight decrease of 1.3%. The Parks Maintenance budget was
due to be completed in the Fall of 2002, is estimated to reduce water costs by
reduced by $40,000 as a result of the Poinsettia Park synthetic turf project. This project,
approximately $40,000 annually. Other decreases are due to one-time costs budgeted
in the previous year including $166,000 for the maintenance management system and
$1 10,000 for a traffic signal master plan. - Capital outlay expenses totaling approximately $914,000 have been included in the
General fund budget.
Changes In Other Funds
Special Revenue funds, at $10.5 million, show a decrease in anticipated spending of
approximately $2.2 million, or 17.5%. There are several reasons for the decrease. The Storm
Water Protection Program fund budget decreased by $800,000. Last year's budget was the first
year of this program and contained over $900,000 in one-time start-up costs. This year's
the transfer of the $200,000 Senior Nutrition program to the General fund. There was also a
budget is mainly comprised of ongoing costs of the program. Another decrease is the result of
$750,000 decrease in the Buena Vista Channel budget. Maintenance of the channel is done
every three to four years. During Fiscal Year 2001-02, $750,000 was appropriated for this
maintenance project.
Enterprise funds total $30.3 million, which is a slight increase of $131,000, or
inflation and increased customer base. No increase in rates is forecasted for
.3%. These increases are mainly due to the block budget increases for
the next year.
The internal Service funds budgets increased in total by $215,000, or 1.4%.
The Internal Service funds are self-supporting through user charges. The
health insurance budget showed the largest increase and is the result of anticipated increases
in Health Insurance fund rates for the City's self-insured fund. The Vehicle Replacement fund
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.
18
The Redevelopment Agency budgets have decreased for 2002-03 by a total of $410,000. This
is mainly due to an additional $300,000 budgeted in the previous year for the South Carisbad
Redevelopment Area master plan. The remaining funds are consistent with the previous year.
SUMMARY
As the City of Carlsbad enters its 50th year, 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 continued opening and expansion of the commercial
ventures enhances Carlsbad's standing as a destination resort.
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.
19
OPERAlTNG FUNDS
CrrY OF CXRLSBAD
PROJECTED FUND BALANCES
UNRESERVED
WNCE ESTIMATED FUND BALANCE ESTIMATED
PROJECTED
FUND JULY 1. mol REVENUES EXPENDITURES TRANSFERS JUNE 30.2002
[GENERAL FUND 1
!SPECIAL REVENUE
STORM WATER PROTECTION
POLICE ASSETFORFEITURE
COPS GRANT
MWENFORCEMENTBLOCKGWT
HOUSING TRUST FUND
HWSING SECTION 8
LIBRARY ENDOWMENTFUND
LIBRARY GIFTSIBEQUESTS
TREEMAINTENANCE
MEDIAN MAINTENANCE
STREET LIGHTING
BUENAVISTA CRK CHNL MNT
ARTS SPECIAL EVENTS
LIBRARY GRANTS (CLSA,PLF)
SENIOR NUTRmION
SENlORDONATlONS
CDBG ENTITLEMENTIREHAB
COMMUNITY ACTNllY GRANTS
CULTLIRA1 ARTS PROGRAM
SISTER ClTIDONATlONS
ARTS GENERAUGALLERY DONATIONS __
50.908.347
0
409.771
518.119
137489
3,267,070
310.097
289.809
94.534
926.227
4,185,893
102.7t4
814,716
360.701
73.927
174.452
1.991
1.859
1,073,089
245.204
3.385
86,195,000
1,873.190
70.000
~81,000
4250.000
81921
980.000
12,000
29.1MI
452.827
827.982
643.059
40Mg
3,451
n.000
190.000
883,000
28.000
55.0w
11.000
1,150
74.141.982 664.152
895.500
283,lM
62.000
85,WO
4.240.718
252221
12.000
15.150
604.409
507.471
750.000
750,000
26.587
178.893
t36.200
961,980
57.713
35.000
956
0 (364.162)
72,625,527
977.590
327.607
526.118
i?A,,,O
319.379
5,964,649
289.809
949.800
105,524
1278.962
48,070
104,747
70.240
0
13,098
65,252
2.868
1,070,356
ZZZ.~~
3,670
TOTAI
136.532
12,108,670
13.500
10.729.289
66.000
9.924.071
94,032
12,549,826 -
(ENTERPRISE I
WATER OPERATIONS 9,430,667 19.749.000 19575.361
RECYCLED WATER OPERATIONS
SEWER OPERATIONS
SOLID WASTE MANAGEMENT
1,147,508 2.276.000 1,525,134 1,794,474
9,805,155
5,306,008 8,457,000
3,468,314 565.000
5.033.908
3.867.301
6,809,100
255.013
TOTAL
GOLF COURSE
21,159,968
1,707,464
29,256,000
110.000
28,526,520
250.000
25,069,330
1.567161
[INTERNAL SERVICE
WORKERS COMP SELF INSURANCE
RISK MANAGEMENT
HEALTH INSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
INFORMATION TECHNOLOGY
907.192
2.324.401
74.922
0
399.809
5,008,331
TOTAL 10.895.120
2.179.455
M9.829
891.825
2.668220
788.100
1.548.409
1,700,075
11,893,458
3.745.000
1,085,888
926.295
2.264903
1.019.380
1,400.000
1,592,705
12.565.671
4,403.500
IREDEVELOPMENT
VILLAGE OPERATIONS 506.430 55.301 500.664
2,127,398
630.725
489.239
(231.280)
355,513
5.309.406
10,202,907
1.521.965
91.847
VILLAGE DEBT SERVICE 593.991
VILLAGE LOWIMOD INCOME HOUSING
1,519,900
(119,973) 384,000
SCCRA OPERATIONS 0 452.028
SCCRA LOWIMOD INCOME HOUSING 0
975,449
114,507
2.536.737
1,060.000 (300,000) 751.891
153.208
291.720
17.453 97.044
1385.710
90,819
150.309
TOTAL 1,828,475 P
TOTAL OPERATING FUNDS IlO5,03O.M3 $138,710,464 1127,107,827 $0 $t18.633.100
20
CITY OF CARSBAD
PROJEClED FUND BALANCES
OPERATING FUNDS
PROJECTED
BALANCE ESTIMATED FUND BALANCE ESTIMATED
PROJECTED
FUND JULY 1.2002 REVENUES EXPENDITURES TRANSFERS JUNE 30. MU3
GENERAL FUND
~SPEUAL REVENUE
STORM WATER PROTECTION
POLICE ASSETFORFEITURE
LAW ENFORCEMENTBLOCKGRANT
COPS GRANT
HOUSING SECTION 3
HOUSING TRUST FUND
LIBRARY ENDOWMENTFUND
LIBRARY GIFTSIBEOUESTS
TREE MAINTENANCE
MEDIAN MAINTENANCE
STREETLIGHTING
BUENAVISTA CRK CHNL MNT
ARTS SPECWL EVENTS
LIBRARY GRANTS (CLSA.PLF)
SENIOR NUTRITION
SENIOR DONATICNS
CDBGENTITLEMENTIREHAB
COMMUNITY ACTNITY GRANTS
CULTURAL ARTS PROGRAM
SISTER CRY DONATIONS
72.625.627
377.690
327.607
525.113
134410
5,951,649
313.373
269.809
949.800
105.544
1,279,962
43.070
104.747
0
70,240
13.036
56.252
2.333
1,070355
W.204
3.570
TOTAL
ARTS GENERAL DONATIONS
12,549,625
94.032
[ENTERPRISE 1
WATER OPERATIONS 9,606,186
RECYCLED WATER OPERATIONS
SEWER OPERATIONS 5,033,908
1,794,474
SOLID WASTE MANAGEMENT 3,567,301
GOLF COURSE 1,557,481
21.559.330 TOTAL
[INTERNAL SERVICE 1
WORKER'S COMPSELF INSUR
RISK MANAGEMENT
HEALTH INSURANCE
RECORDSMANAGEMENT
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
630.725
2,127,338
483.239
(231.280)
355,513
5,909,406
TOTAL
INFORMATION TECHNOLOGY
10.202.307
1.521.965
IREDNELOPMENT
VILLAGE OPERAnONS 31.847
VILLAGE DEBTSERVICE 751.391
VILLAGE LOWNOD INCOME HWSING 153.206
SCCRA OPERATIONS
SCCRA LOWIMOO INCOME HOUSING
291.720
97.044
TOTAL 1.335.710
86,MlPOO 92,430,917
1.126.419
55,000
1,016,419
65,000
157.000 347.511
5,324.822
7.000
5,335,999
0
510,000
12.000
255.163
24,000 95.307
12,000
727,159
577,780
1,139,441
1.590
25.000
0 0
31.632
0
25,000
0
0
770.000
50,000
739.392
60,500
10.000 20,000
1.500 4,000
637,720
537,043
370.624
140,000
10,512,128
16.000
19.620.000
2,155,000
8,585,000
675,000
29.750.000
715.000
700,231
3,041,945
700,009
1.030.400
1,551,192
3,935,300
1,704,359
12,563,445
1.545.300
79,301
475.90
374.WO
2.593.601
119.500
10.538.413
20.000
21.113.826
1.904.416
6,768,912
223.410
30,310,566
M0.000
1,033,199
1,487,459
3,033,952
1,132,687
1.623.231
1,667,000
14,323,822
4,495.634
1.075.000
426.860
89.692
77,512
1,691,910
22.906
300.000 76,535,610
1,027,680
516,719
147.056
306.212
141.410
6,519,686
269,609
860.361
34.237
7.333
1,010,145
243,157
0
66.608
13,098
91.252
2,995
1,059,956
212,204
1,070
12,522,341
30.032
3.112.356
4,649,996
2.045.056
4,316,891
21,309,764
1,962,461
1,339,838
247.156
1333.557)
447,232
5,345,775
83.414
8,042,531
961.631
(7W.000)
400.000 144.236
522.131
437,516
839.703
1.967.341
193.638
TOTAL OPERATING FUNDS $116.633.100 $141.680.175 $139.735.658 $0 $120,496,587
21
Crry OF CARISBAD
OPERATING FUNDS
REVENUE ESTIMATES
ACTUAL PROJECTED AS % ESTIMATED
REVENUE REVENUE
DIFFERENCE
REVENUE
PROJECTED 200243 200001 200102
OF FY 0102
2002-03
200142TO
REVENUESOURCE
GENERAL FUND
TAXES
SALES TAX
PROPERTYTAX
TRANSIENTTAX
FRANCHISE TAX
TRANSFER TAX
BUSINESS LICENSE TAX
TOTAL TAXES
INTERGOVERNMENTAL
VEHICLE LICENSE FEES
OTHER
TOTAL INTERGOVERNMENTAL
LICENSES AND PERMITS
BUILDING PERMITS
$19,657,514 $22.500.000
21.930.000
8.600.000
7,382.000
2.460.000
57.435.104 85,872,000
1 .ooo.ooo
21,196,728
9,269,464
3.915.976
2,300,387
1,095,037
4,318,126 4.600.000
1,226,720 1,338.000
5,544,846 5.938.000
~
2,102,477 1,005,000
I I
$24,370,000
23,463,000
6.3%
7.1%
9.198.000
4,197,000
7.0%
2.598.000
-43.2%
5.6%
1,097,000 9.7%
1.7%
4.942.000 7.4%
10.9%
6.2%
815.000 -18.9%
1.870.000
1,553,000
596.000
(3,185,000)
136.000
97.000
1,071,000
342.000
488.000
146,000
(190,000)
OTHER LICENSES & PERMITS 1,306,579
TOTAL LICENSES 8 PERMITS 3.409.156
900.000
1.905.000
730.000
1,545,000 -18.9%
-18 9% (170.000)
~360,000)
I I
CHARGES FOR SERVICES
PLANNING FEES
BUILDING DEPT. FEES
620.456
1,420,161 560,000
ENGINEERINGFEES 664.364 1,400,000 1,000.000
-18.8%
1,256,000 AMBUUNCE FEES 1,443,594
-28.6%
1130,000)
2.7% 34 000 1.284.000 1.250.000
1,200,000
RECREATION FEES
(400,000)
4.7% 56.000
580,000
690.000
500.000 3.5% 20.000
1,132,450
OTHER CHARGES OR FEES 689.623 620.000
TOTAL CHARGES FOR SERVICES 6,170,696 5.740.000
~ .~~~
2.9% 18,000
-7 0% (402,000)
FINES AND FORFEITURES 763.681 630.000 2.9% 654,000 24,000
INCOME FROM INVESTMENTS
AND PROPERTY' 4,061,918 3,960,000 -5 7% 3,735,000 l225.000)
INTERDEPARTMENTAL CHARGES 2,147,717 2.300.000 6.7% 2,500,000 200.000
OTHERREVENUESOURCES 1,312,357 850,000 7.7% 700.000 50.000
TOTAL GENERAL FUND 60,845,489 85,195,000 1 .O% 86,041.000 646.000
22
CITY OF CARISBAD
REVENUE EmMATES
OPERATING FUNDS
.:EVEN\ -
ACTUAL PROJECTED
REVENUE REVENUE
IOURCE 200001 200102
]SPECIAL REVENUE FUNDS
STORM WATER PROTECTION
TRANSFER FROM GENERAL FUND
INTERESl
0 1.873.190
0
0 1,813,190
0
POLICE ASSET FORFEITURE
ASSET FORFEITURES 88,727 45,000
TOTAL
INTEREST 28.299 25.000
115.026 70,000
COPS GRANT
STATE FUNDING (AB3229) 0
INTEREST 11.752
167.000
TOTAL 11.752 181.000
14,000 -
LAW ENFORCEMENT BLOCK GRANT
STATE GRANT
INTEREST
158.872 67,429
4.111 7.000
OP TRANS IN
TOTAL 170,575
9.592
81.921
7,492
HOUSING. SECTION 8
INTEREST
FEDERAL GRANT 3,243,786
8.670
4.250.000
0
TOTAL
OTHER
3.270.108
19,572
4.250.000
0 -
HOUSING TRUST FUND
INTEREST 524.320 250.000
INCLUSIONARY HOUSING FEES
OTHER
TOTAL
1,856,956 730,000
2.388.822 980,000
0 5,545
~
LIBRARY ENDOWMENTFUND
INTEREST 15,481 12,000
-
DONATIONS
TOTAL
LIBRARY GIFTSBEQUESTS
GIFTSIBEQUESTS
15.481
0
12,000
0
21.821 27.000
TOTAL
INTEREST
26.222
4.601 2.160
29,160
~
ESTIMATED DIFFERENCE
REVENUE OF FY 0102 200102TO
1,076,419 42.5% (798.771)
0.0% 50,000
1,126,419 -39.9% 1796.771)
50.000
30,000
25,000
55,000
-33.3% (15.000)
0.0%
-21.4%
0
(15.000)
160,000
17.000)
-7.7% (14.000) 187.000
4.2% (7.000)
7,000 50.0%
0
0.0% 7,000
-100.0% (67.429)
0 -100.0% (7.4921
0
7,000 -91 5% (67.429)
0
25.3%
0.0%
25.3% 5.324822
0.0% 0
1.074.822
0
1,076,822
0
5324.822
300,000
510.000
0
810,000
20.0% 50.000
-30.1 % (220.000)
0 0%
-17.4%
0
(170.000)
12.000
0
12,000
0.0%
0.0%
0
0
0.0% 0
21.000 -22.2%
-17 7%
38.9% 3,000
24,000
(6.0001
840
i (5.160)
23
OPERATING FUNDS
CITY OF CARISBAD
REVENUE ESIIMATES
ACTUAL PROJECTED As% DIFFERENCE ESTIMATED
REVENUE REVENUE
REVENUE SOURCE 200061 200142
REVENUE OF FY 0162 200162 TO
200203 PROJECTED 2002.03
LIBRARY STATE GRANTS (CLSA. PLF)
GRANTS
INTEREST
TOTAL
385.629 0
(3.450
0.0% 0 0
31.977
417.606
3,461
3,461
0 -100.0%
0 -100.0% (3.4611
~
TREE MAINTENANCE
INTEREST 77.785 50.000 I 48.000 1 4.0% (2,0001
MISC. REIMBURSEMENTS
TREE MAINTENANCE FEES 465,682
45,616
INTERDEPARTMENTAL 82,000
TOTAL
417,321
82.000
671.283 627,982
78.681 40,020
459.700
-49.1%
10.2%
(38.641)
42.379
9.8% 6,000
1 .6% 9.738
MEDIAN MAINTENANCE
INTEREST 13.503 3.000 3.000
MEDIAN MAINTENANCE FEES 417,321 498.161
OTHER
TOTAL 479,613 452.827 537.043
418.996
0.0%
19 4%
10 4%
18.6%
0
80.840
3.378
84,216
47.1 14 32.506
STREET LIGHTING
INTEREST
INTERDEPARTMENTAL
65,000
STREET LIGHTING FEES 635.191 674.812
38.500
105.260
38.499
60,000 -7.7% (5.000)
38.500
706.609
0.0%
4.7%
0
31.997
OTHER
TOTAL 898.492
119.542 64.957 0.9% 558
3.3% 27.555 843.068
BUENA VISTA CREEK CHNL MAlNT
INTEREST 88.502 40,000 0.0% 0
BUENA VISTA FEES
40.000
TOTAL 68,524 249.8% 99,971 40.029
99.971 22 344727.6%
ARTS SPECIAL EVENTS
INTEREST 5,255 3.000 3.000 0.0% 0
DONATIONS
TOT&
35,613 20,000
42.068 23,000
25.0% 5.000
21.7% 5.000
SENIOR NUTRITION(2)
GRANTS
DONATIONS 102,036 0.0%
TOTAL 212,752 190,000 -100 0%
110,716 100.000 0.0% 100
90,000
~190.000)
@O.OOO)
24
Crry OF CARISBAD
OPERAIXNG FUNDS
REVENUE EmMATES
ACTUAL
REVENUE
PROJECTED
REVENUE
ESTIMATED
OF FY 0102 200142 TO REVENUE
AS % DIFFERENCE
REVENUE SOURCE
SENIOR DONATIONS
200001 200102 PROJECTED 200203 200203
DONATIONS
INTEREST
20.000
OTHER 63,090 0
TOTAL
34,110
13.890 6.000 -37.5% 13.0001 5,000
20.000 0.0% 0
0 0
111.090
0.0%
28.000 -10.7% 13,000) 25,000
CDBG ENTITLEMENTIREHAB
INTEREST 17.703
OTHER
20.000
40,000
-20.0% 15.000)
GRANT REVENUE 452.891 915.000 710,000 -22.4% (205.000)
770.000 TOTAL 523.292 963,000
73.9% 17.000
25.000
52,698 23.000
-20.0% (193,0001
COMMUNITY ACTIVITY GRPlNTS
~
INTEREST
TOTAL
91.942
91.942
55.000
55.000
-9.1% (5,000)
-8.1% 15.0001
CULTURAL ARTS PROGRAM
INTEREST
TOTAL
21,931 11,000
21,931 11.000
-9 1 %
-9.1 %
11,0001
(1,000)
ARTS GENERAUGALLERY DONATIONS
DONATIONS
INTEREST i1.0001
TOTAL 106,151 13,500 18.5% 2,500
3.500 94.341
11.620
8,500
5,000 4,000 -20.0%
41.2%
SISTER CITY DONATIONS
INTEREST 329 200 200 0.0% 0
DONATIONS 2.322 950 1 1.300 I 36.8% 350
OTHER
TOTAL 2.951
300
1,150
0.0% 0
36.8% 350
TOTAL SPECIAL REVENUE FUNDS 9.M3.671 10,729,288 -1 1% (117.161) 10,612,126
25
crpl OF CARLSBAD
OPERATING FUNDS
REVENUE ESnMATES
ACTUAL
REVENUE
PROJECTED
REVENUE
REVENUESOURCE 200061
JENTERPRISE FUNDS
200162
WATER OPERATIONS
WATER SALES
READY TO SERVE CHARGES
PROPERMTAXES
NEW ACCOUNT CHARGES
BACK-FLOW PROGRAM FEES
PENALTYFEES
INTEREST
ENGINEERING 8 PLAN CHECK FEES
SERVICE CONNECTION FEES
ENGINEERING OVERHEAD
AGRICULTURAL CREDITS
OTHER
TOTAL
12,047,253 12.550.WO
3,488,140 3.580.000
1371.335
129.633
1.385.000
129,000
98.736 100,000
184.415 190.000
817.528
127.617
639.000
29.000
84,704 300.000
181.000
162,000
504.000
19,748,000
196.479
167.~7
159.346
18.882.943
RECYCLED WATER
WATER SALES
READY-TO-SERVE CHARGE 80,962
RECYCLED WATER CREDITS 284.341
INTEREST
1,078.229 1,191.000
82.000
517,000
108,161 470,000
TOTAL
OTHER
SANITATION OPERATIONS
SERVICE CHARGES
LATERAL CONNECTIONS
PRE-TREATMENTCHARGES
ENGINEERING OVERHEAD
INTEREST
PENALTY FEES
TOTAL
OTHER
SOLID WASTE MANAGEMENT
INTEREST
RECYCLING FEES (AB939)
PENALTY FEES
STATE GRANT
NONJURISDICTIONAL FEES
TOTAL
OTHER
GOLF COURSE
TRANSFER FROM GENERAL FUND
TOTAL
INTEREST
1.567.821
16.128
2.275.000
15.000 -
5,628,616
27.500
53.479
236.964
51.578
485,649
14.512
5.800.000
28.000
54.500
253,000
48.500
280,000
6,496,288 6,457,000
13,000
~
278.533 184,000
227.297 224,000
0 26,000
255.453 208.000
23.000
0
665.000
24,276
193
785.752
219.250
600.000
110.000
0
819.250 110,000
TOTAL ENTERPRISE FUNDS 28,552,064 28,256,000
ESTIMATED
REVENUE
200263
12,843,000
3.684.000
1.399.000
103.000
129,000
680,000
180.000
28,000
309,000
176,000
158.000
19.620.000
(49.000
1.274.000
555,000
84.000
227,000
2,155,000
15.000
5,936,000
28.600
55.600
260.000
49.400
242,000
6,585,000
13,400
232,000
185,000
25,000
210,000
23.000
875.000
0
600,000
715.000
115,000
29.750.000
AS %
OF FY 0102
DIFFERENCE
PROJECTED
2001-02 TO
2002-03
2.3%
2.4%
293.000
84.000
0.0%
3.0%
-5.3%
6.4%
-3.5%
3.0%
1 .O% 14,000
0
3,000
(10,000)
41.000
(1.ooo)
-2.8% (5.000)
9,000
-109.7%
6.7%
-2.5% (4.000)
(553.000)
(129,000)
2 4%
7.0% 83.000
7.4%
2.000
-51 7%
38,000
(243.000)
0.0% 0
-5.3% (120.000)
2.3% 136,000
2.1%
2.0%
600
2.8%
1.100
1.0%
7,000
900
4.9% (18,000)
3.1% 400
2.0% 128.000
0.5% 1,000
-3.9%
3.6% 8.000
(1.0001
1.0% 2,000
0.0% 0
0.0% 0
1 .5% 10,000
0 0% 600,000
4.6%
6 605.000
5.000
1.7% 494,000
26
Crry OF CARLSBAD
REVENUE ESTIMATES
OPERAllNG NNDS
ACTUAL
REVENUE
PROJECTED
REVENUE
ESTIMATE0
REVENUE OF FY 0102
DlFFERENCE
2001Q2TO
REVENUE SOURCE 20000l 200162 PROJECTED 2002Q3 200203
INTERNAL SERVICE FUNDS I
WORKERS COMP SELF-INSURANCE
INTEREST 166.302
INTERDEPARTMENTAL 538,979
OTHER 53,929
TOTAL
110.000
539.829
100.000 -9.1% (10,000)
11 2% 60,402 800.231
0 0.0%
757.210 849.829 7.8% 50,402
0
LIABILilY SELF-INSURANCE
INTEREST 238.822 150.000 I 100.000 I 43.3% (50.000)
INTERDEPARTMENTAL 727.473 141.825
OTHER 265.640
TOTAL 1,231,935 891.625 -21.5% (191.816)
0
600,009 -19.1% (141.816)
0.0%
HEAlTH INSURANCE
INTEREST 30.287
INTERDEPARTMENTAUREIMB. 2.565.651
24,000 20.000
2.845.220 3.021.945
-16.7% (4.000)
14.2% -100.0%
TOTAL
OPERATING TRANSFER IN 74,000
2,689,938 2.669.220
0.0%
14.0%
0.0%
312,725
RECORDSMANAGEMENT
INTEREST
INTERDEPARTMENTAL
TOTAL
0
0 788.100
0.0% 0
242.300 30.7%
0 788,100 30.7% 242,300
VEHICLE MAINTENANCE
INTERDEPARTMENTAL 1,366,182 1,428,409 1,481,192 3 7% 52.783
lNTEREST
OTHER
43,940 20,000
148.650 100,000 50.000 60.0%
0.0% 20,000
150 0001
0
OPERATING TRANSFER IN 47.400 0.0%
TOTAL 1,806.172 1,548,408 45.3% 2.783
0
VEHICLE REPLACEMENT
INTERDEPARTMENTAL
INTEREST
1,344,083
428,402
1,460.075
240,000
1,454,389
240,000
0 3% 4.294
0.0% 0
OTHER
TOTAL 2,139,610
369.125
1,700,075 1.704.369 0.3%
0.0% 0
4.294
INFORMATIONTECHNOLOGY
INTEREST
INTERDEPARTMENTAL
OTHER
TOTAL
158.325 100,000
3,205,000 3,846.000
100.000 0.0% 0
5.2% 189.300
0
3,835,300
38.315
3.401.640
0 0.0% 0
3,748,000 5 1% 3.935.300 ~ 189.300
27
CITY OF CARLSBAD
REVENUE EmMATES
OPERATING FUNDS
ACTUAL
REVENUE
PROJECTED
REVENUE
ESTIMATED
REVENUE OF FY 0162 200162 TO
AS 9e DIFFERENCE
REVENUE SOURCE 200061 200142 PROJECTED 200243 200263
REDEVELOPMENT FUNDS
VILLAGE OPERATIONS
RENTAL INCOME 176,404 23.185 17,685 -23.7% (5.500)
ADMINISTRATIVE FEES 66,416
INTEREST
OTHER
OPERATING TRANSFER IN 280.000
TOTAL 591,359 86.301 4.1%
0.0%
42.818
29,415 18.000
37.124 2,500 60.0% 1.500
(7.000)
0
0.0% 0
-16 7% 13.0001
0
VILLAGE DEBT SERVICE
TAX INCREMENT 1.645.726 1,455.000
INTEREST
TOTAL
84,900
1,668,333 1.519.900
2.3%
22,807
33,000
-1 1.7% (7.800)
1.7% 25,400
VILLAGE LOW AND MOD INCOME HSNG
TAX INCREMENT 393.823
INTEREST
300,000
130.485 60,000
OTHER 3,152 4.000
0.0% 0
TOTAL 527.440 384.000 2.8%
0.0% 0
10.000
3.3% 10,000
SCCRAOPERATIONS
TANNCREMENT 0 452,029 465.500 3.0% 13.471
TOTAL
INTEREST 0 0
0 452.029 475,500
10,000 0.0% 10,000
0 23,471 -
SCCRA LOW AND MOD INCOME HSNG
TAX INCREMENT 0 113,007
TOTAL
INTEREST
3.1% 3,493 116.500
1.500 0 1.500 100.0% 3.000
0 114,507 4 4% 4,993 119,500 ~
[TOTAL OPERATING $133,634,861 $139,710,484 $141,660,175 1.4% $ 1,949,691 I
26
CITY OF CARL5BAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
1999-00 200061
DEPARTMENT ACTUALS ACTUAL5
]GENERAL FUND
POLICY AND LEPDERSHIP GROUP
CITY COUNCIL 229,049 233,983
CITY MANAGER 916,869 969,130
PUBLIC INFORMATION 0 218.613
CITY CLERK 201.092 98.558
CITYATTORNEY 704.593 776,468
CITY TREASURER 114,715 114,675
TOTAL POLICYILEADERSHIP GROUP 2.166.318 2.410.427
ADMINISTRATIVE SERVICES
ADMINISTRATION 270,700 499.413
FINANCE 1,299,324 1.365.831
PURCHASING 429.997 504,140
HUMAN RESOURCES 1,061,146 1,081,139
RECORDS MANAGEMENT (1)
TOTAL ADMINISTRATIVE SERVICES
862.170 1,261,230
3,763.337 4,731,753
PUBLIC SAFETY
POLICE 12.876.387 13,641,287
FIRE 8,561.067 9,558,920
TOTAL PUBLIC SAFETY 21.437.454 23.398.187
COMMUNITY DEVELOPMENT
COMMUNITY DEVEL ADMlN 449.671 466,232
GEOGRAPHIC INFORMATION 318,162 262.476
ECONOMIC DEVELOPMENT 161,252 133.875
PLANNING 2,265.046 2.246.992
BUILDING 1.724.911
TOTAL COMMUNITY DEVELOPMENT
1,738,257
4.917.044 4,847,632
COMMUNITYSERVICES
LIBRARY 4,175,624
CULTURAL ARTS PROGRAM
6.266.112
495.054 645.654
RECREATION 3,136,029
SENIOR PROGRAMS
3,409,515
339,062 366.497
8.145.969 10,687,778 TOTAL COMMUNITY SERVICES -
200142
ESTIMATED
EXPENDITURES
283,151
1,146,982
323,545
274.840
1,005,701
141,795
3.175.814
473.381
1.747.000
616,052
1,707,217 "
4.545.650
16,092,316
10,455,273
28,547,591
402.336
277.993
183,326
2,817,780
2.043.646
5.725.063
%INCR (DEC)
0142 BUD
200142 200243
0243 BUD BUDGET BUDGET
TO
286,734
1,171.971
296.551 3 4%
1,129,967 -3.6%
378.236 464,593
321,932
22.6%
303.076
1,019,697 952.336
-5.9%
4.6%
155,529 165.638 6.5%
3,336.099 3,314,161 4 7%
761.424
690.770 664.678
6.2%
2.016.096 1,926,046
714,140
4.7%
3.9%
2.177.120 1,963,843 -9.8%
0 0 0.0%
5.529.270 -2.6% 5,384,651
16,092.316 5.5% 16,971,881
5.7%
5.6%
504.522
250,132 223,406
-6.9% 305.658 335,559
4.7% 480.810
3,225.019
12.0%
3,267,567 1.3%
7,214,932
637,306
4,076,321
429,440
12,360,001
8,521,550 6,059,193
721.333 710,195
-5.4%
4,549.365 4,558,457
-1.5%
0.2%
487.446 51.1%
-1.5% P
29
CrrY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDITURE SCHEDULE
2W102
199940 200001 ESTIMATED 200142
DEPARTMENT ACTUALS ACTUALS EXPENDITURES BUDGET
PUBLIC WORKS
PUBLIC WORKS ADMlN 612.698 488.411 510.736 637.915
ENGINEERING 4,516,502 4,326,569 4.929.358 5,328,591
PARK MAINTENANCE 2.357.397 2,562,460 2,693,051 3,410,009
STREET MAINTENANCE 2.011.672 2.041.517 2,366886 2.710377
FACILITIES MAINTENANCE 1.856.329 2,068,367 2.330.0W 2,579.527
TRAFFIC SIGNAL MAINT 425,493 743.584 610.345 696.632
TOTAL PUBLIC WORKS 11.760.081 12,232,908 13,640.378 15,365,651 -
NON-DEPARTMENTAL
COMMUNITY PROMOTION (CCVB) 369.972 370.279 496.000 507.959
BEACH PARKING 0 0 0 36,000
COMMUNITY CONTRIBUTIONS 11,460 0 62,000 82,120
HIRINGCENTER 76.673 82,583 83.975 85.849
HOSP GROVE PAYMENT 800.000 800.000 600.000 600,000
PROPERTY TAX ADMlN FEE 226,157 255,619 271,000 250,000
33.535
MISC /TRANSFERS OUT
40.993 40.000
652,949
65,600
106.400 0
ASSESSMENT SERVICES
0
INFRASTRUCTURE REPLACE TRANS 2,000,000
13,095 15,073 M.OOO 46,000
GOLF COURSE TRANSFER
3,000.000 3,000.000
600.000
3,000,000
TRANSFER TO CIP
0 0
TRANS TO STORM WATER PGM 0
1.5OO.WO 1,500,000
1,673,190
MANAGEMENT INCENTIVE PAY
1,673,190
0 0 0
OTHER
87.020
37.761 61.529 1,300 442,794
TOTAL NON-OEPARTMENTAL 71,827,602 9,632,476 8,147,485 8.766.532
DUES a SUBSCRIPTIONS
600,000
7,000,000 4,300,000
0
SUBTOTAL GENERAL FUND 64,031,615 67,941,361 74.141.962 80.567.126
CONTINGENCIES 0 0 0 3.814.590
TOTAL GENERAL FUND 64.031.815 67.941.361 74.141382 84.381.716
%INCR(OEC)
0102 BUD
TO 200243
BUDGET 02-03 BUD
807.075
3.205.497
5266.844
26.5%
-1.2%
2.504.067
8 0%
2.682.076
-7 6%
665.355
4.491.
-1.9%
15.160.934 -1.3%
363.000
36,000
-28.5%
0
0 0%
-100.0%
65.849
800.000
0.0%
0 0%
326,000 30.0%
62,400
0
-4 9%
58.400 27 0%
0.0%
3.5W.000
600,000
16.7%
100.0%
0 -100.0%
1.076.419 42.5%
500,000 415.4%
0
7,407,068
0.0%
-15.7%
79.830.917 4.8%
2.500.000 -345%
32,430,817 -2.3%
30
CrrY OF CARSBAD
OPERAlING FUNDS
BUDGET EXPENDmRE SCHEDULE
199940 200041
STORM WATER PROTECTION PGM 0
POLICE ASSET FORFEITURE 145.582
COPS FUND 106.868
LAW ENFORCEMENT BLOCK GRANT 111.991
HOUSING SECTION 8
HOUSINGTRUST
2.832.067
LIBRARY ENDOWMENT FUND
487.818
8,751
LIBRARY GIFTSIBEDUESTS
LIBRARY STATE GRANTS (3)
48,506
AV INSURANCE FUND (3)
285.344
TREE MAINTENANCE 519,658
39.174
MEDtAN MAINTENANCE 443,055
STREET LIGHTING 780.888
BUENA VISTA CRK CHNL MNT 8.924
ARTS SPECIAL EVENTS 26.594
SENIOR NUTRITION (2) 209,887
SENIOR DONATIONS 120.085
CDBG ENTITLEMENTIREHAB 556.294
COMMUNITY ACTIVITY GRANTS 34.022
CULTURAL ARTS PROGRAM 33.259
SISTER CITY DONATIONS 700
ARTS GENIGALLERY DONATIONS
TOTAL SPECIAL REVENUE FUNDS
21.597
8,800,852
0
36,497
146.268
79.929
3,185,286
176,351
8.873
21.024
299.837
0
547.653
529.532
843,737
7,178
19.199
210,762
87.860
524,192
49,351
22.608
2.880
38.537
8,837,724
(ENTERPRISE FUNDS 1
WATER OPERATIONS 17,322265 17,674,678
RECYCLED WATER OPERATIONS 1.527.181 1,315,999
SANITATION OPERATIONS 5.344.785 8.018.104
SOLID WASTE MANAGEMENT 148.676 260.658
GOLF COURSE 198.059 144,330
TOTAL ENTERPRISE FUNDS 24,538,968 25,813,767 -
[INTERNAL SERVICE FUNDS 1
WORKERS COMP SELF INSURANCE 759,144
RISK MANAGEMENT
HEALTH INSURANCE
1,082,140
RECORDS MANAGEMENT (1)
2,787,012
0
VEHICLE MAINTENANCE
VEHICLE REPLACEMENT
1.462277
INFORMATION TECHNOLOGY
1,005,388
2278.075
TOTAL INTERNAL SERVICE FUNDS 8,354,016
952.286
792,113
2,343,068
0
1,568,803
1,079,331
2,937,523
9,671.142
230142
ESTIMATED 200142
EXPENDITURES BUDGET
895.500
82,wo
1.873.189
130,602
263.164 283.184
85.000 217.006
4,240,718 4,754.778
282.221 262,221
12.ow 12.000
18.150 106.280
0 0
0 0
804.409 876.280
507.471 535.634
750,000 1,124,108
750,000 751.500
26.687 33,566
178.893 197.925
138.200 136.200
981.980 1,419,299
57.713 85.000
35,000 48.000
965 5,566
58.000 147.904
9.924.071 12.780.200 -
19.573.381 20.735.913
1,828,134 1,862,132
8,809.100 7,136,902
268,013 294.448
250.000 349,750
28,528,626 30.179.145 -
926,295 1,018,717
1.088.888 1,359,375
2,264,903 2,628.700
1,019,380 1,090,004
1,592,705 1.786.105
1.400.000 1,540,171
4.403.500 5,185,167
12.885.671 14,806,239 "
200243
BUDGET -
1,076.41
85.00
517.54
5.335.98
255.18
12.00
95.30
727.15
577.75
1.139.44
1.59'
31.63
769.89.
60.50
20.008
4.001
20.00
10.539.41,
- -
11.113.82,
1,904,418
8.768.91
223.41,
300,008
30.310.56 -
1.083.791
1.487.45'
3,083.95:
1,182.65
1,823.29
1,667,001
4.495.63
14.823.82 -
-
"
9
0.
1
0
9
3
0
7
0
0
9
0
1
0
2
0
0
2
0
0
3
0
3
-
=
8
8
2
0
0
6
- - -
9
9
2
7
1
J
1
2
-
3
%INCR (DEC)
0142BUD
TO
0243 BUD
42.5%
-50.2%
32 1%
-100 0%
12.Zsb
-9.890
0.0%
-10.3%
0.0%
0.0%
7.5%
7.9%
1 4%
-99.8%
-5.8%
-100.0%
-100.0%
45.8%
6.9%
-58.3%
-26.1 %
-88.5%
-17.5% -
1 .5%
14.8%
-5.2%
-24.1 %
-14.2%
0.4% -
6.4%
9.4%
17.3%
8.5%
2.1%
8.2%
-13.3%
1.5%
31
CITY OF CARLSBAD
OPERATING FUNDS
BUDGET EXPENDrIlJRE SCHEDULE
%INCR (DEC)
0142 BUD
199840
200142
200041 ESTIMATED 200142 TO 200243
DEPARTMENT ACTUALS ACTUALS EXPENDiTURES BUDGET
/REDEVELOPMENT I BUDGET 0243 BUD
VILLAGE OPERATIONS 2,086,574
VILLAGE DEBT SERVICE 1,699,741
442.637
1,778,874
500.884 510.361
1.080.000 1.084.M)o
426,880 -16.4%
1,075,000 4.8%
90.819 113,772 89.892 -21.2%
180.309 384.099 77.512 -78.7%
-23.3%
-19.5%
VILLAGE LOWNOD INCOME HSNG 2,126,426
0
0
74,014
0 SCCRA OPERATIONS
SCCRA LOWIMOD INCOME HSNG
TOTAL REDEVELOPMENT 5,912,741 2.295.525 1,828,475 2.102.103
29.871 0 17.463
JTOTAL OPERATING FUNDS 110.638.390 112.359.529 127.107.827 144,051.403 139,798,688 -3.0%
(1) Records Management was converted to an internal Service fund in 200142.
(3) The revenues and expenses for these programs were lranrfened Io the General fund.
(2) Senior Nutrition Grant was moved lo the Gsnerai hmd in 200243.
32
PERSONNEL ALLOCATIONS FOR 2001-02 AND 2002-03
ADJUSTED
FINAL PRELIMINARY
OVER
BUDGET BUDGET
(UNDER)
2001-02
2001-02 2002-03 ALLOCATED MAJOR SERVICE AREA
lPOLlCY AND LEADERSHIP GROUP I CITY COUNCIL
CITY MANAGER
CITYTREASURER
CITY CLERK
PUBLIC INFORMATION
CITY ATTORNEY
JADMINISTRATIVE SERVICES I
ADMINISTRATION
RECORDSMANAGEMENT
INFORMATION TECHNOLOGY
RISK MANAGEMENT
FINANCE
PURCHASING
HUMAN RESOURCES a WORKERS COMP
JPUBLIC SAFETY I
POLICE
FIRE
]COMMUNITY DEVELOPMENT I
COMMUNITY DEVELOPMENT ADMINISTRATION
ECONOMIC DEVELOPMENT
BUILDING INSPECTION
PLANNING
GEOGRAPHIC INFORMATION
HOUSING AND REDEVELOPMENT
JCOMMUNITY SERVICES I
LIBRARY
CULTURAL ARTS
RECREATION
SENIOR PROGRAM
JPUBLIC WORKS 1
ADMINISTRATION
ENGINEERING SERVICES
GENERAL SERVICES
MAINTENANCE a OPERATIONS
1
6
0.75
1
0
7
1
6
0.75
1
0
7
8
2 2
8
15
21
16
21
2
6 6
2
10 10
143
79.75
150
79.75
3 3
13 13
1 1
2 2
25 25
10 10
46.25 48
4.75 4.75
28 30
2 2
58.7
3.50
57.25
70.3
60.2
6.4
58.25
66.9
0
0
0
0
0
0
0
0
0
1
0
0
0
7
0
0
0
0
0
0
0
1.75
2
0
0
2.9
1.5
1
(3.4)
FULL AND 314 TIME LABOR FORCE
33
627.25 641 13.75
PERSONNEL ALLOCATIONS FOR 2000-01 AND 2001-02 (Continued)
SUMMARY OF REQUESTED LABOR FORCE BY CATEGORY
2o01/02
Full Time Personnel 622 635 13
2o02/03 Difference
314 Time Personnel In Full Time Equivalents
Hourly Full Time Equivalent Personnel
5.25 6 0.75
TOTAL UBOR FORCE 769.65 706.67 17.02
3.21 142.4 145.67
LIMITED TERM EMPLOYEES
INTERNS 2001/02 2o02/03 Difference
Management Interns
Building Inspector Intern
Planning Technician Intern
GIS Intern
2
2
2
2
0.5 0.5
0
0
1 1 :I
TOTAL LIMITED TERM EMPLOYEES
Planning intern. front counter 1 0.5
5.5
-0.5
6 0.5
34
Operating Budget & Capital Improvement Program
FY 2002 - 2003
PROGRAM: POLICY AND LEADERSHIP GROUP
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
I I 199420001 2000-01 I 2001-021 2002-031
ACTUAL( ACTUAL^ BUDGETI BUDGET
PERSONNEL 1,833,680 1,823,388 1,570,077 1,505,677
MAINTENANCE & OPERATIONS
0 14,000 34,095 18,030 CAPITAL OUTLAY
1,480,481 1,498,711 806,255 642,611
35
PROGRAM: CITY COUNCIL
FUND: GENERAL
PROGRAM GROUP: CITY COUNCIL ACCT NO. 0010110
1999-2000
ACTUAL ACTUAL
2000-01
0 0 0 0 CAPITAL OUTLAY
106,563 104,489 66,372 71,036 MAINTENANCE & OPERATIONS
BUDGET
191,988 184,245 167.61 1 158.014
BUDGET
PERSONNEL
2002-03 2001 -02
PROGRAM GROUP DESCRIPTION:
As the legislative body of the City, the Council establishes the policies and regulatory ordinances under which the
City operates. The Council has defined goals and objectives to guide the allocation of City resources to meet the
needs of the community through the policy development process.
PROGRAM ACTIVITIES:
Prepare for and attend City Council Meetings, as well as various regional committee and community meetings.
Meetina Attendance
Respond to the needs and requests of the residents of Carlsbad through personal contact and correspondence.
KEY GOALS FOR 2002-2003:
TOD Qualitv Services
Be a City that provides exceptional services on a daily basis
Transoortation
Provide and support a multi-modal regional and local transportation system, which includes public transport. and
which moves goods, services and people through Carlsbad in a safe and efficient manner that is coordinated
with community development.
Balanced Communitv Develoornent
Be a community that promotes community spirit, quality neighborhoods, establishes compatible residential and
facilities and services.
commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of
ParkslODen SDaceTTrails
Acquire, develop and maintain a broad range of fiscally responsible recreation and open space facilities that actively address citizen needs and are consistent with the General Plan and Growth Management Standards.
. Ensure reliable, high quality, diversified potable and recycled water system leading to a drought-resistant
community, in the most cost effective manner.
Environmental Manaaement
Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and
treatment, solid waste, and efficient use of energy including alternative energy.
Finance . Implement proactive strategies that provide and manage fiscal resources effectively 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 2002-2003 (Continued):
Ensure that citizens, Council and staff are well informed, leading to a more responsive government and a high
Communication
level of citizen confidence in government.
Learninq
Promote and support continuous learning opportunities within the community and the City organization.
SIGNIFICANT CHANGES:
None.
37
PROGRAM: CITY CLERK
FUND: GENERAL
PROGRAM GROUP: CITY CLERK ACCT NO. 0010210
1999-2000
ACTUAL
2000-01
0 0 2,742 8,126 CAPITAL OUTLAY
290,066 31 1,432 85,360 97.862 MAINTENANCE B OPERATIONS
BUDGET
13.01 0 10,500 10.456 95,104 PERSONNEL
2002-03
BUDGET ACTUAL
2001-02
PROGRAM GROUP DESCRIPTION:
The City Clerk is responsible for performance of duties as defined in the State Government Code, the State
the City Council, Water District Board of Directors, Housing and Redevelopment Commission, Public Improvement
Elections Code and the Carlsbad Municipal Code. The City Clerk is also responsible for the provision of minutes for
Corporation, and Industrial Development Authority. The City Clerk is an elected position.
PROGRAM ACTIVITIES:
Election Administration
Serve as the Citv'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 Filina Administration
Serve as the Cityk 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 Proceedinas
Maintain accurate records of the proceedinas of the legislative bodies as rewired by the Government Code, including the following: City Council, Municipal Water District Board, Housing and Redevelopment Commission,
Public Improvement Corporation and Industrial Development Authority.
WORKLOAD STATISTICS:
" cY/2000 cY/2001 GY/2000 GYIZOOI
Elections Claims Filed 130
General
111
Special 0 0 Public Hearlna Notices 39 45
Campaign Statements 21 20 Ordinances Published 29 52
Statement of Economic Interest 424 428
"
1 0
Minutes
Council Minutes
CMWD Minutes
H + R Minutes
Meetinas Held
101 93 Council
41
18
27 CMWD Board
12 H&R Commission
101 93 41 27
18 12
PIC Minutes 1 0 Public Improvement Corporation 1 0
SIGNIFICANT CHANGES:
None.
36
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER ACCTNO. 0010310
- 1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
BUDGET
70,888 66,440 61,257 56,544 PERSONNEL
BUDGET
2002-03
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
94,750 89.089 53,418 58,170
MISSION STATEMENT:
The Office of the City Treasurer has the mission of providing professional cash management for the City of Carlsbad
and all of its agencies, including among others, the Carlsbad Municipal Water District and the Carlsbad
Redevelopment Agency.
PROGRAM ACTIVITIES:
Cash Manaaement . Develop projections of cash receipts and cash expenditures from various City and external sources.
Maintain records of cash receipts and cash disbursements into the Treasury. - Retrieve daily on-line bank statements and return check listing, verify receipt of anticipated deposits, ensure that
Transfer cash daily into or out of the general checking account to ensure that appropriate balances are
Execute all electronic wires of funds, ensuring that ail are signed by authorized personnel and are supported by
all checks paid by the bank were valid City checks.
maintained for the anticipated activity of the next day.
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
Solicit telephone bids from approved financial institutionslbrokers for available investments.
markets. Determine the dollar amount of the investment and the desired maturity date.
Evaluate investment alternatives and effect investment purchases. Prepare trade authorizations and arrange
for payment, delivery and safekeeping of all purchases. Verify receipt and correctness of investments made. . Maintain record for all investments and investment income.
Reconcile the custodian’s monthly report of investments held with Treasury records.
Arrange for collateral contracts as required.
39
PROGRAM: CASH MANAGEMENT
FUND: GENERAL
PROGRAM GROUP: CITY TREASURER
PAGE TWO
ACCT NO. 0010310
PROGRAM ACTIVITIES (Continued):
Develop and present to the City Council monthly reports of investment activities.
ReDOrtinU and Oversioht
in a timely manner, disclose to the City Council any information that could potentially threaten the safety and
Develop and present to the City Council annual reports summarizing and analyzing the financial markets and liquidity of the investment pool.
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: " Fy2001
(Est.)
Fy2002
Portfolio Balance (millions of $) 299 323
Number of Investments in Portfolio 1,565 1.712
367 390
1,734 Investment Activity 262 220 266 265 1,463
(transactions per month)
Number of Checks Cleared 14,820 14,639 14.010 14,437
KEY GOALS FOR 2002-03:
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.
Leaminq
Offer speaking engagements on City cash management and investments.
Further develop the Treasury page of the City's web site, informing the community of the mission of the Office of
the Treasury, the City's Investment Policy, and investment activities. Use the web site as a forum to receive and
respond to community comments and questions.
SIGNIFICANT CHANGES:
None
40
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER ACCT NO. 0011010
1999-2000 2002-03
ACTUAL
2001 -02 2000-01
769.646
BUDGET
745,157 689.626 604,514 PERSONNEL
BUDGET ACTUAL
MAINTENANCE & OPERATIONS
1,129,967 1,171,971 969,130 916.869 GRAND TOTAL
0 3,000 31,353 8,386 CAPITAL OUTLAY
360,321 423,814 248,151 303,969
FULL TIME POSiTlONS . . 6.75 6.00 6.00
HOURLY/FTE POSITIONS
6.00
0.00 0.00 0.00 0.00
PROGRAM GROUP DESCRIPTION:
The City Manager's Office houses the general administrative function of the City. The department's budget includes the costs for the City Manager, the Assistant City Manager (who also serves as the head of the Community Services
the organization's goals that support the City Council's strategic goals. Major Service Area) and the related support staff. The City Manager is generally responsible for the achievement of
PROGRAM ACTIVITIES:
Financial
9 Promote sound financial practices and a balanced revenue expenditure basis
Administration
Provide timely and reasonable responses to citizens and customers.
Policv DeveloDment
Assist Council in policy development.
PERFORMANCE MEASURES:
The City Manager's Ofiice is generally measured by the overall success of the organization in accomplishing the
organizational goals of the City.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Be a City that provides exceptional services on a daily basis
TransDortation
Provide and support a multi-modal regional and local transportation system, which includes public transport. and
which moves goods, services and people through Carlsbad in a safe and efficient manner that is coordinated
with community development.
Balanced Communitv Develoument
Be a community that promotes community spirit, quality neighborhoods, establishes compatible residential and
commercial uses, including entertainment venues, and manages growth by providing an appropriate balance of
facilities and services.
Parks/ODen SDaceTTrails
Acquire, develop and maintain a broad range of fiscally responsible recreation and open space facilities that actively address citizen needs and are consistent with the General Plan and Growth Management Standards
41
PROGRAM: CITY MANAGER
FUND: GENERAL
PROGRAM GROUP: CITY MANAGER
PAGE TWO
ACCT NO. 0011010
KEY GOALS FOR 2002-03 (Continued)
Water
Ensure reliable. high quality, diversified potable and recycled water system leading to a drought-resistant
community, in the most cost effective manner.
Environmental Manaaement
Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and treatment, solid waste, and efficient use of energy including alternative energy.
Implement proactive strategies that provide and manage fiscal resources effectively to ensure a high quality of
Finance
life.
Communication
Ensure that citizens, Council and staff are well informed, leading to a more responsive government and a high
level of citizen confidence in government.
Promote and support continuous learning opportunities within the community and the City organization
Learnin4
SIGNIFICANT CHANGES:
None.
42
PROGRAM: PUBLIC INFORMATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC INFORMATION ACCT NO. 001 1012
1999-2000
PERSONNEL
2002-03 2001-02 2000-01
BUDGET BUDGET
0 0
ACTUAL ACTUAL
68,400 80,984
MAINTENANCE & OPERATIONS 0 218.613 309,836 383,609
CAPITAL OUTLAY 0 0 0 0
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 sewices and
opportunities available throughout the City,
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Provide the citizens and customers with information reaardina Citv oroarams and oooortunities ~ Continuously update citizens and customers on the progress of City programs and policies,
Communication
Create a comprehensive approach to Citywide communications
- ~. - ..
SIGNIFICANT CHANGES:
Costs were included in this budget to allow public internet access to the Document Management System
43
PROGRAM: CITY ATTORNEY
FUND: GENERAL
PROGRAM GROUP: CITY ATTORNEY ACCT NO. 0011210
1999-2000
ACTUAL
2001 -02 2000-01
707,164
BUDGET
748,646 641,127
BUDGET
591,501
ACTUAL
2002-03
PERSONNEL
MAINTENANCE & OPERATIONS
0 11,000 0 1.518 CAPITAL OUTLAY
245,172 260,051 134,341 111,574
PROGRAM GROUP DESCRIPTION:
Provide legal advice, assistance and guidance in accomplishing and implementing the Council's goals to:
Ensure the effective and efficient delivery of top-quality services to our community
Develop and implement proactive strategies to ensure the financial health of the community and the City
Integrate a comprehensive and efficient transportation system, recognizing Carlsbad's essential role in the
Enhance educational opportunities for all segments of the Community.
region, with quality-of-life centered land use decisions
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,
permitted by law. The City Attorney is also responsible for assisting in the interpretation. administration and Boards and Commissions, and other City offices in order to provide services to the public as required or
enforcement of laws and regulations, and City programs.
Drafl and review ail resolutions, ordinances, contracts, bonds, and other legal documents.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
To provide quality and timely legal advice to all elected and appointed City officials and all major service areas,
assisting them in making sound legal decisions to carry out the goals of the City Council including:
Develop a strategic plan for the City Attorney's Office.
Implementation of creative legal methods to accomplish strategic and operational goals,
Offer education and training on relevant law to City staff.
Manage litigation so that risklexposure is reduced or minimized to an acceptable level.
SIGNIFICANT CHANGES:
None.
44
Operating Budget & Capital Improvement Program
FY 2002 - 2003
PROGRAM: ADMINISTRATIVE SERVICES
FUND: VARIOUS
PROGRAM GROUP: ADMINISTRATIVE SERVICES SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
PERSONNEL
2002-03
3,497,609
BUDGET
6,980,977 MAINTENANCE & OPERATIONS
5,046,706 4,679,050 4,225,250
BUDGET
1 1,544,776 11,670,533 7,779,333 CAPITAL OUTLAY I 171,1231 139,1761 856,200) 542,1001
45
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: ADMINISTRATIVE SERVICES ACCT NO. 0011110-12
1999-2000
BUDGET
215,197
BUDGET
239,790 227,441 210,776 PERSONNEL
ACTUAL ACTUAL
2001-02 2000-01 2002-03
MAINTENANCE & OPERATIONS
45,000 74,665 44,590 3,998 CAPITAL OUTLAY
429,350 459,318 239,626 55,926
PROGRAM GROUP DESCRIPTION:
The Administrative Services Director provides leadership and coordination for the Administrative Services
departments that form the support structures for the City of Carlsbad. This budget includes the cost for the
Administrative Services Director and related support staff, special projects supporting organizational development
and certain special purpose programs and studies. Additionally, a diverse group of City employees working with
this area.
City's Leadership Team on ways to improve the organization, called the Strategic Change Team's funding falls in
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 an assorted range of internal and external customers.
The goals of these departments focus on the creation of systems and structures that support the top quality service,
fiscally responsible management of our resources, employee development and learning, streamlining processes and
procedures, and construction of the infrastructure that serves the citizens of Carlsbad. More information on the
goals, achievements, workload statistics and programs within each Administrative Services department can be found
on the following budget summary pages.
KEY GOALS FOR 2002-03:
The Administrative Services Director is responsible for assisting each department in the accomplishment of its
goals. The Director's primary role is to remove roadblocks, coordinate department efforts, deal with competing
priorities, assist with resource allocation, and provide leadership and support for the Administrative Services
The Director is also responsible for furthering employee development, workplace improvement and
Staff.
communication through implementation of the Experience Carlsbad Program, supporting the employee
As a member of project teams, the Director is responsible for the creation of financing programs that support the
development teams, and supporting the respectful workplace and safe workplace education efforts. - As part of the Leadership Team, the Director is the spokesperson for Administrative Services issues with the top
City's capital improvement efforts including major road, water projects. parks, open space and trails.
leadership of the City. With the other members of the Leadership Team, the Director is responsible for the
creation of an organization that can carry out the City Council's policy direction.
SIGNIFICANT CHANGES:
None.
46
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE ACCT NO. 0011310
MAINTENANCE & OPERATIONS
MISSION 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.
PROGRAM ACTIVITIES:
Lona-Ranae Financial Planning
Prepare ten year operating forecasts incorporating various "what iP scenarios to facilitate decision-making for
City Council and City departments.
Budaet Manaaement
m 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 Dlan to Drovide an accurate accountina of orooram cnsts~ . Monitor and report on revenues and expenditures monthly to insure budgetary integrity and facilitate effective _~, ~~~~
decision-making.
Accounts Receivable/Cashierinq - Accurately bill. collect, record, and report all City revenues.
Collect all funds due 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/Pavroll
Prepare checks for City employees, and service and commodity suppliers.
Maintain turnaround time of 30 days to process and pay invoices.
General Accountina and ReDorting
Prepare and maintain finance records and documents in conformity with generally accepted accounting
principles and applicable legal and contractual provisions.
m Prepare Comprehensive Annual Financial Report in conformity with generally accepted accounting principles.
Provide City management and Council with timely monthly financial reports.
Monitor City debt issues to insure timely payment and identify refinancing opportunities. Provide continuing
Maintain the data within the financial information systems of the City and provide training to users as needed.
disclosure as required.
47
PROGRAM: FINANCE
FUND: GENERAUENTERPRISE
PROGRAM GROUP: FINANCE
PAGE TWO
ACCT NO. 0011310
PROGRAM ACTIVITIES (Continued):
Assessment DistrictlCFD Administration
Issue bonds for capital projects when required. Pay debt seliice and provide continuing disclosure information
Monitor contracts for day-to-day administration of CFD and all assessment districts as required by formation
Assist in evaluation and formation of new districts.
as required.
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:
Fy1998
Average number of days to issue Monthly
Awards received for CAFR
Financial Status Report
Awards received for Annual Budget
Number of business licenses processed
Number of account payable checks
processed
Number of electronic payroil checks issued
Number of payroll checks issued
Outstanding debt issues administered
CSMFO/GFOA
NIA
Operating and
Excellence:
Capital
5,600
NIA
16.359
$96 million
4,278
Fy1999
NIA
CSMFOIGFOA
Meritorious:
Operating
5,616
NIA
11,197
11,362
$100 million
FyzoDo
19 CSMFO/GFOA
Excellence: Operating and Capital
GFOA
15,176
6,214
12,204
9,452
$81 million
KEY GOALS FOR 2002-03:
ToDPualitv Services - 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.
Transportation - Assist in creating financial plans that will allow for the development of key road segments throughout the City. - Insure continued financial health of the City through the use of improved forecasting techniques for revenues
Financial Health
improve the City's ability to monitor, forecast and provide for the replacement of the City's major infrastructure
Compile forecasts and array options to assist the City Council in determining the future needs of the City's
Insure financial integrity of the City through the implementation of an internal audit program.
and expenditures in the City's General fund.
assets.
lighting and landscaping district.
SIGNIFICANT CHANGES:
Additional funds have been added for a new citywide cashiering system
48
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING ACCT NO. 0011410
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
312,666 282,959 PERSONNEL
2002-03 2001 -02
0 11,200 2,512 3,545 CAPITAL OUTLAY
285.862 289,933 188,961 143,493 MAINTENANCE & OPERATIONS
BUDGET
404,908 363,545
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 ACTIVITIES:
Bids and Quotations
9 Update and maintain formal bid and quotation files.
Prepare and maintain vendor lists by commodities.
Issue and manage formal bid and quotation processes.
CommoditvlService 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 the bidding process.
Assist departments in transferring records to City storage facilities
Records Manaoement
Administer the records storage program at the City warehouse.
Central Stores
Review and UDdate Stores Cataloa for items carried in Central Stores. ~ ~~
Act as shipping and receiving for tie 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 lostlunclaimed Police properly.
~ ~ ~~~
49
PROGRAM: PURCHASING
FUND: GENERAL
PROGRAM GROUP: PURCHASING
PAGE TWO
ACCT NO. 0011410
PROGRAM ACTIVITIES (Continued):
Messenaer and Mail Service
Act as liaison with U. S. Postal Service
Alert City staff to postal requirements to improve deliverability.
Review and update inter-departmental services.
Reduce postage costs by the use of pre-sort of first-class mail.
Maintain postage usage records by departmentlprogram.
Collect outgoing City mail and apply postage.
Sort and distribute all incoming City mail.
WORKLOAD STATISTICS:
FY 99-00 FY 00-01 (Est) FY 01 -02
Number of Purchase Orders Issued
Dollar Amount of Purchase Orders Issued $38,627,055 $46,197,538 $55,000,000
1,703 1,626 1,600
Pieces of Mail Processed 124,507 157,482 175,000
KEY GOALS FOR 2002-03:
TOD Qualitv Services - Improve contract management as well as track and create reports required by changes in the Purchasing
Provide Purchasing Web pages with frequently requested, highly accurate and timely information for our internal
Ordinance.
and external customers.
Increase the number of annual contracts for goods and services by 10%
Receive the Achievement of Excellence in Procurement Award for 2002.
SIGNIFICANT CHANGES:
Addition of hourly positions to provide support and coverage for mail service and central stores and to improve
contract management.
50
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES ACCTNO. 0011510 THRU 0011550
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 600,587 607,169 659.1 50 703,520
MAINTENANCE & OPERATIONS
7,000 21,259 1,583 16,567 CAPITAL OUTLAY
1,253,323 1,496,711 472,387 463,992
MISSION STATEMENT:
People are our prio rity... We take care of the people who take care of Carslbad.
PROGRAM ACTIVITIES:
Benefits
Implement ongoing internal and external customer satisfaction feedback system for all major HR services.
EmDlovment: Recruitment. Classification. ComDensation. and Human Resource Svstems
Proactively consult with departments regarding their staffing and classification needs.
Attract and retain qualified candidates for City employment and fill job vacancies.
Maintain up-to-date classification and compensation structure.
Conduct follow-up training in support of Performance Management and Compensation System for management . Implement enhancements to Human Resources Information System to increase the efficiency and effectiveness
Participate in consortium testing for positions in Police and Fire.
employees.
of the system.
TJlyng
Present professional and personal development programs in supporting core competencies.
Conduct annual benefits education program with employees.
Educate employees on policies and requirements of Department of Transportation (DOT) Program.
Conduct Citywide workshops on employee orientation and City policies.
Conduct quarterly management meetings.
Administration . Continue enhancements on the Human Resources web page and City's intranet to expand information access
Administer DOT Program for commercial drivers.
ErnDlover/Emplovee Relations . Implement Citywide employee appreciation events.
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
Consult with employees and departments concerning employee relations concerns and provide direction of City
Assist departments in responding to outside regulatory agencies (Department of Fair Employment & Housing,
Participate in Citywide committees reviewing process improvement, customer service and other areas for
to internal and external customers.
employee interest with City Council.
policy.
EEOC, etc.).
enhanced employee satisfaction.
51
PROGRAM: HUMAN RESOURCES
FUND: GENERAL
PROGRAM GROUP: HUMAN RESOURCES
PAGE TWO
ACCT NO. 0011510 THRU 0011550
WORKLOAD STATISTICS:
Measures for Classification/ FY 01-02, r- Five Year Recruitment
ComDensation Review
Number of classification descriptions 20 i
. .~
revisedlcreated
Number of positions reviewed
Measures for Recruitment
Number of applicants processed
Number of recruitments processed
Number of new hires
Number of eligibles on employment I
Number of promotions/transfers
ist
+*Average recruitment cycle time: 40.2
'As of 04/15/02
Working Days
KEY GOALS FOR 2002-03:
30
2,370
41
422
56
17 I 97-98 98-99 99.00 00-01 01-02 1
TOD Qualiiv Services
A strategic Dlan that allows the Human Resources Department to continually identify and implement
opportunities for improvement.
A IO-year forecast model that projects future personnel costs, major operational costs and capital costs.
Action plan to conduct a Business Process Review (BPR) of HR Resource Center processes. Streamlined HR
Succession plan for the Fire Department that will include an in-depth analysis of the workforce and short-term
A Public Works maintenance classification structure that allows for flexibility of job assignments and provides
processes to improve efficiency within the HR Resource Center.
and long-term strategies for implementation.
opportunities for professional development.
Employee development program aimed at developing the core competencies that are important to the
A critical evaluation of and strategic plan for a citywide Learning Management System
organization.
SIGNIFICANT CHANGES:
None.
52
PROGRAM: WORKERS’ COMPENSATION
FUND: SELF INSURANCE
PROGRAM GROUP: WORKERS’ COMPENSATION ACCT NO. 61 11520
I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL) ACTUAL) BUDGET) BUDGET
PERSONNEL 82.8481 71,8361 79.1651 95,152
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
988,647 939,552 880,450 676,296
MISSION STATEMENT:
People are our priori ty... we promote the development. well-being and success of employees and the organization
PROGRAM ACTIVITIES:
Workers’ ComDensation 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.
PERFORMANCE MEASURE:
Average lost days per claim = 5.4 (forthe period of 07/01/01 - 01/01/02)
KEY GOALS FOR 2002-03:
TOD Qualitv 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.
SIGNIFICANT CHANGES:
None.
53
PROGRAM: RISK MANAGEMENT
FUND: GENERAL LIABILITY SELF-INSURANCE
PROGRAM GROUP: RISK MANAGEMENT ACCT NO. 6121930
1999-2000
BUDGET
139,404
BUDGET
PERSONNEL
ACTUAL
2002-03
ACTUAL
2001 -02 2000-01
149,712 170,190 186,073
MAINTENANCE & OPERATIONS 940,252 642,400 1,189,185 1,301,386
CAPITAL OUTLAY 2,484 0 0 0
PROGRAM GROUP DESCRIPTION:
Risk Management administers the funding of the self-insured and insured portions of the program, manages the
counsel to monitor, control and resolve litigated matters, and provides training for various departments to minimize
administration of property and general liability claims, works in conjunction with the City Attorney's Office and outside
the risk of future losses.
PROGRAM ACTIVITIES:
The fund is used for settlements, costs and defense expenses incurred as the result of oeneral liability claims
Litiaation Manaqement
against the City, and for related administration and insurance expenses. Risk Management works with.the City
Attorney's Ofice 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 Manaaement
Directs and administers the claims management program for property, casualty and general liability by using a
combination of in-house services and a contract claim administrator.
Loss PreventionKraining
Provides direction, programs and training for various City departments to minimize the risk of future losses.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
A policy on responsibility for sewer laterals.
Implementation of records retention program.
Strategic plan for a Citywide Learning Management system.
SIGNIFICANT CHANGES:
None.
54
PROGRAM: HEALTH INSURANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: HUMAN RESOURCES ACCT NO. 6131520
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
46,440 53,886 54,200 57,452 PERSONNEL
MAINTENANCE &OPERATIONS
0 0 0 0 CAPITAL OUTLAY
3,026,500 2,574,500 2,289,200 2,720,572
MISSION STATEMENT:
People are our prio rity... we promote the development. well-being and success of employees and the organization
PROGRAM ACTIVITIES:
This fund is used to pay health insurance premiums for the General employees and dental premiums for all
employees.
SIGNIFICANT CHANGES:
None.
55
PROGRAM: RECORDS MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDS MANAGEMENT ACCT NO. 6141610
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001-02 2002-03
BUDGET
PERSONNEL 220,796 436,582 486.230 522,700
MAINTENANCE & OPERATIONS 326,467 745.985 547,474 651,987
CAPITAL OUTLAY 134,908 78.663 56,300 8,000
WORK PROGRAM:
The Records Management Department is responsible for developing and implementing Citywide records
management and document management programs, and is tasked with maintaining City records in an identifiable
The Records Management Department also provides staff support for the part-time elected City Clerk.
and accessible manner to fulfill public, legal, and historical requirements for preservation and storage of information.
PROGRAM ACTIVITIES:
Records Manaqement
Continue implementation of the Citywide Records Management Program and Document Management System
Maintain City records in an identifiable and accessible manner in fulfillment of public, legal and historical
(DMS).
requirements for preserving and storing information.
Administrative Suimort Activities
Provide staff su~~ort for the Dart-time elected Citv Clerk. including the 2002 General Municipal election .. . Ensure the City's compliance with the requirements of the "Brown Acr open meeting law.
Ensure that requirements for public hearing noticing are met.
Provide maintenance and quarterly supplement service to the Carlsbad Municipal 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
Maintain the City Hall Xerox 5885 by provision of key operator services, supplies and current maintenance
certification services.
agreement.
56
PROGRAM: RECORDS MANAGEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: RECORDS MANAGEMENT
WORKLOAD STATISTICS:
Documents processed:
Agendas
Agenda Bills Resolutions
Ordinances
Documents to Recorder
Subscriptions to Municipal Code
ContractslAgreements
Copies
Conversion lmaaes in DMS
Day Forward Corrections
cyI2oao
415 161
441 38 545 743 101
563,428
420.000
5;148
2,240
Stora4e
Boxes of Files
Microfiche Boxes
KEY GOALS FOR 2002-03:
282 12
cY/2001
621 125
414
472 52
307 106
51.378
0
229,905
2.527
284
12
PAGE TWO
ACCT NO. 6141610
improve communication and provide access to information through the application of available technologies. . Improve access to, and management of, City documents through the further implementation of the DMS and
complete phase three, which expands functionality and increases the number of users. Begin phase four
planning.
Continue implementation of Records Management Program to organize City Records.
SIGNIFICANT CHANGES:
None
57
PROGRAM: INFORMATION TECHNOLOGY
FUND: INTERNAL SERVICE
PROGRAM GROUP: INFORMATION TECHNOLOGY ACCT NO. 6401710
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
BUDGET BUDGET
2002-03
PERSONNEL 946,594 1,156,686 1,217,010 1,388.121
MAINTENANCE & OPERATIONS 1,331,481 1,781,353
482,100 678,951 (51 6) 0 CAPITAL OUTLAY
2,625,413 3,289.206
MISSION STATEMENT:
Provide resources that will support departments in the performance of work tasks through technology.
PROGRAM ACTIVITIES:
Comouter SUDDO~~ Services
Ensure that all Citv comDuters remain ooerational with minimum downtime
Guarantee availathty oi hardware for all the City's mini computers, workstations, desktop computers, and the
Provide support for all standard City applications.
Citywide network.
Telecommunication SUDDO~~ Services
Ensure the Citv's telecommunication network and its associated equipment remain operational with minimum
downtime. .. . Provide the necessary support for all telephone and data communication equipment.
New Svstems SUDDO~~
Meet the information needs of the users and encourage the appropriate use of computers and communication
Increase citizen access to City services through the use of technology.
technology to increase productivity and enhance communication.
KEY GOALS FOR 2002-03:
TOD Qualitv Service
Improve access to and management of City documents through further implementation of a Document
Further the implementation of the Strategic Technology Plan to ensure effective use of information technology
Upgrade PCs to Windows 2000 operating system Citywide.
Management System (DMS) that meets the needs of system users.
Citywide.
SIGNIFICANT CHANGES:
Addition of full-time system Administrator I to assist with desktop and network support
PROGRAM: MISCELLANEOUS NON-DEPARTMENTAL ACCT NO. 001-VARIOUS
150-1310
GENERAL FUND
Non-Departmental
Community Promotion
(Carlsbad Convention
and Visitor's Bureau)
Community Contributions
Beach Parking
Hiring Center
Dues and Subscriptions
Property Tax, LAFCO. 8 Other Admin. Fees
Misc Expenditures
Total Non-Departmental Expenditures
Transfers
Golf Course Contribution
Hosp Grove Debt Service
Infrastructure Replacement Fund
Transfer to Storm Water Program
Management Incentive Pay (Adopted budget)
Transfer to Capital Improvement Program
Misc / Transfers Out
Total General Fund Transfers
Contingencies
Contingencies (Adopted budget)
1999-00
ACTUAL
$369,972
11,460
0
76,673
33,535
239,252
2000-01
$370,279
0
0
82.583
40,993
270,692
2001-02 2002-03
BUDGET BUDGET
$507,959 $363,000
82,120 0
36,000 36,000
85.849 85,849
65,600 62,400
296,000 383.400
37.761 61,529 0 0
768,653 826,076 1,073,528 930,649
600,000 600,000 0 600,000
800,000 800,000 800,000 800,000
2,000.000 3,000,000 3,000,000 3,500,000
0 0 1.873,190 1,076,419
0 0 460,000 500,000
7,000,000 4,300,000 1,500,000 0
652.949 106,400 0 0
10,400,000 8,700,000 7.633.190 6,476,419
4,000,000 4,300,000 3,987.320 2,500,000
GENERAL FUND TOTAL $15,168.653 513,826,076 $12,694,038 $9,907,068
CARLSBAD COMMUNITY CONTRIBUTIONS FUND
Community Activity Grants 34,022 49,351 65,000 60,500
59
60
Operating Budget & Capital Improvement Program
FY 2002 - 2003
PROGRAM: PUBLIC SAFETY
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
19942000
ACTUAL ACTUAL
2002-03 2001-02 2000-01
21,477,378 19,948,868 18,557,392 17,261,191 PERSONNEL
BUDGET BUDGET
MAINTENANCE 8 OPERATIONS
804,056 550,777 337,609 282,844 CAPITAL OUTLAY
6,553,027 6,820,577 4,685,951 4,145,869
61
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE SUMMARY
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
HOURLY/FTE POSITIONS
MISSION STATEMENT:
With a commitment to professional excellence, the members of the Carlsbad Police Department provide quality service to the community to ensure the preservation of life and property and the maintenance of law and order. in
we hold ourselves to the highest ethical and professional standards of conduct; we are committed to personal doing so, we protect the rights of all persons; we strive to treat every person with respect, dignity and compassion;
and we provide leadership in our profession as an example for ail law enforcement and to guarantee the best
integrity. common purpose and support of each other as essentials to an effective and productive work environment;
possible service to our citizens.
PERFORMANCENVORKLOAD MEASURES:
Priority # 2001 Averaoe ResDonse Times
Priority one calls are those in which there is an
immediate threat to life or property. Our goal is to
respond to all priority one calls in an average of six
minutes or less. In 2001, 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 2001. 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 2001 to the lowest priority call was
approximately 22 minutes.
Citizen Satisfaction In an effort to provide the best service possible to the
community. the Carisbad Police Department has been surveying victims of crime since 1991. This survey heips 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.
62
I 22.6
MINUTES
Records
4.4
4.7
4.4
4.5
4.5
1 2 3 4 5
Poor Good Excellent
PROGRAM: POLICE
FUND: GENERAL
PROGRAM GROUP: POLICE
PAGE TWO
SUMMARY
PERFORMANCEWORKLOAD MEASURES (Continued):
Crime
The Police Department measures crime with the
FBI index crimes. FBI index crimes include 40
homicide, rape, robbery aggravated assault, burglary. larcenyltheft. and motor vehicle theft.
37.3
30
20
10
0 1997 1998 1999 2000
FBI Index Crimes per 1,000 Population
KEY GOALS FOR 2002-03:
TOD Qualitv Service
Enhanced disaster response.
Expand community involvement in special events planning process
Implement recommendations to enhance public safety dispatching.
Improve response time through beat realignment.
Update long-range plan for staffing, equipment. and technology.
Maintain or improve citizen satisfaction with investigative services.
Finance
Reduce time lost due to injuries through voluntary fitnesslwellness program
. Expand police department communications with the public
Communication
Learninq
Expand traffic safety education in local schools
63
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012110
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
0 0 0 4,897 CAPITAL OUTLAY
1,024,546 1,225,033 591,989 459,542 MAINTENANCE & OPERATIONS
BUDGET
310,807 312,010 323,563 294,487 PERSONNEL
BUDGET
2002-03
WORK PROGRAM:
values in a manner responsive to the City and its citizens. Provide leadership and support to department divisions.
Develop and administer functions and programs that support the City's and the Police Department's statement of
Establish policies and long-range plans to meet department goals and City needs.
PROGRAM ACTIVITIES:
Service Programs - Develop and manage programs, which reduce crime, encourage citizen participation and improve Community
safety.
Organization
Assist staff with individual and group development
Division SUDDO~~
Provide support to divisions to assist with meeting goals.
Leadership
Provide department staff with the knowledge and training necessary to carry out the department's mission.
SIGNIFICANT CHANGES:
None
64
PROGRAM: FIELD OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012120
ACTUAL! ACTUAL[ BUDGETI BUDGET
PERSONNEL 5,499,226 5,184,798 4,927,952 4,642,016
MAINTENANCE &OPERATIONS
46,000 43,967 95,896 58,583 CAPITAL OUTLAY
728,052 786,962 679,149 707,273
WORK PROGRAM:
Respond to calls for service and provide emergency services, preventative patrol. traffic enforcement and special
enforcement tb 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 - Respond to calls for emergency and non-ernergency Services
Investigate crimes.
Enforce City ordinances.
ReDorts
Take reports including crime, arrest, coilisions. incident, citation. and field interview
Respond to priority one calls in less than six minutes
ResDonse Time
WORKLOAD STATISTICS:
CY1998 CY1999 CY2000 CY2001
Calls for Service 67,076 67.284 64,366 68,798
Cases 9,083 8,338 8.381 9,050
Average Priority One Response
(in minutes) 5.6 5.2 5.1 5.7
SIGNIFICANT CHANGES:
In order to maintain service levels, two new patrol officers have been added.
65
PROGRAM: COMMUNITY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012121-23,2125,2142
- 1999-2000
ACTUAL
2000-01
BUDGET
1,399,963 1,207,724 971,551 824,191 PERSONNEL
2002-03
BUDGET ACTUAL
2001-02
MAINTENANCE & OPERATIONS
55,500 82,464 10.058 4,400 CAPITAL OUTLAY
390,397 338.700 304,575 244,842
WORK PROGRAM:
The Community Services division includes the following programs:
Traffic . 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.
Volunteer Proqram
Provide support to the members of the Police Department and help enhance community safety and security through education and crime prevention.
Reserve Prosram
Provide assistance to the patrol and trafflc functions, as well as other divisions within the department by assignment as transport, cover, or working with officers.
Laaoon Patrol
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.
Crime Prevention
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:
- Traffic 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
Provide data for traffic engineering.
Senior Volunteer Patrol
Conduct crime prevention patrols.
Conduct education activities in the community.
Assist with traffic control and special events.
Provide regular contact for homebound citizens
. Provide general clerical assistance.
In-House Volunteers
Provide data entry assistance. . Provide assistance with special assignments and projects.
Contact crime victims.
targeted traffic enforcement.
66
PROGRAM: COMMUNITY SERVICES PAGE TWO
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124-23,2125,2142
PROGRAM ACTIVITIES (Continued)
Provide special detail assistance to all divisions of the Police Department.
Reserves
Provide assistance with follow-up and special investigations for traftic officers and detectives,
Provide service to the spring and fall fairs, Oktoberfest. marathon, and other special events.
Laaoon Patrol
Enforce boating regulations.
Monitor recreational boating operation on Agua Hedionda Lagoon.
Patrol lagoon, trail, and park areas.
Assist stranded boaters on Aqua Hedionda Lagoon.
Crime Prevention
Taraet all aroups within the communitv includina crime victims and utilize communitv forums. survevs. media.
ne&etterc and direct mailings.
security.
- ,.
Create and implement education and awareness programs that reduce the threat of crime and enhance safety and
WORKLOAD STATISTICS:
CY1998 CY1999 CY2000 CY2001
Injury coilisions per mile of roadway 1.35 1.27 1.26 1.4
Number of volunteer hours contributed 16,411 14,736 15,355 14,497
Hours contributed by reserve officers 2,360 1,491 1,446 1,661
SIGNIFICANT CHANGES:
AddiGon of a traftic officer for DUi enforcement and a Special Events Coordinator to improve the service that the City provides to special event promoters. applicants, residents and businesses.
67
PROGRAM: CANINE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012124
1999-2000
ACTUAL ACTUAL
2000-01
84,140 82,984 85,273 81,167 MAINTENANCE & OPERATIONS
374,242
BUDGET
352,051 344,336 380,472 PERSONNEL
BUDGET
2002-03 2001-02
\CAPITAL OUTLAY I 6,4651
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.
68
PROGRAM: INVESTIGATIONS I FIELD EVIDENCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012126-2130
1999-2000
ACTUAL
2000-01
ACTUAL BUDGET BUDGET
PERSONNEL
2002-03 2001-02
1,180,726 880,022 1,027,408 1,098,241
MAINTENANCE & OPERATIONS 222,490 187,869 215,338 203,820
CAPITAL OUTLAY 0 27,500 0 2,730
WORK PROGRAM:
Provide follow-up investigations leading to the identification and apprehension of persons responsible for the
Investiaations
commission of crimes. Provide coordination of the criminal justice process; recover stolen property; process
property and evidence.
To collect and process evidence collected in the field by police employees. Evidence may include fingerprints,
Field Evidence
photographs, plaster casting, bodily fluids, and other items.
WORKLOAD STATISTICS:
"~ CY1998 CY1999 CY2000
Violent Crime Clearance Rate 48% 45% 56%
Property Crime Clearance Rate 22% 21% 19%
Property Recovery Rate 26% 26% 38%
SIGNIFICANT CHANGES:
Part-time assistance has been added to handle the increase in evidence processing.
69
PROGRAM: VlCElNARCOTlCS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012131
1999-2000 2002-03
ACTUAL ACTUAL
2001-02 2000-01
565,798
BUDGET
464,579 367,070 307,012 PERSONNEL
BUDGET
MAINTENANCE & OPERATIONS
0 0 44,091 0 CAPITAL OUTLAY
80.705 116,102 76,196 66,193
WORK PROGRAM:
Enforce the laws relating to vice and narcotics violations. Identify and assist in the prosecution of those responsible
for the use, distribution. sales, and proliferation of illegal drugs in the community. Identify and arrest those responsible for the violation of laws concerning prostitution, gambling, liquor laws, and other illegal activities.
WORKLOAD STATISTICS:
cy1998 cy1999 Q2clQ.Q
Felony and Misdemeanor Arrests 123 179 117 230
SIGNIFICANT CHANGES:
Includes overtime for tactical response team training and operations.
70
PROGRAM: YOUTH I SCHOOL PROGRAMS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012132.41,43
1999-2000
ACTUAL ACTUAL BUDGET
2001-02 2000-01 2002-03
BUDGET
PERSONNEL 406,974 444,023 484.175 502,667
MAINTENANCE & OPERATIONS 99.789 93,770 161,980 163,735
CAPITAL OUTLAY 7,187 26,149 193 0
WORK PROGRAM:
Maintain order in and around schools to deter crime through enforcement and to create a positive interaction among
Police School Resource Officers
students, citizens and educators.
Juvenile Diversion
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.
D.A.R.E Assist elementary and junior high school students in recognizing, and resisting, the pressures of drug use through education.
PROGRAM ACTIVITIES:
Police School Resource Officers
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.
D.A.R.E
Provide drug abuse prevention instruction to schools located in Carlsbad including elementary and junior high
Assist schools and parents with drug abuse prevention programs
SIGNIFICANT CHANGES:
schools.
One DARE officer position was converted to a School Resource Officer position at the request of Carlsbad Unified
School District.
71
PROGRAM: PROPERTY AND EVIDENCE I RECORDS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012133,2145
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 292,920 31 1.784 353,395 366,573
MAINTENANCE &OPERATIONS 52,465 54,675 61,960 66,965
CAPITAL OUTLAY 6,616 554 998 0
WORK PROGRAM:
Propertv and Evidence
ResDonsible for the Drocessina. retention. disDosal. and securitv of all DroDertv and evidence obtained or seized bv the department. - .. .
Recotds
entry into the ARJlS system and for Statewide reporting of crime information; responsible for public reception,
Provide processing, filing, and maintenance of all department law enforcement official records; responsible for data
information and fingerprinting services for the public.
PROGRAM ACTIVITIES: - Physically maintain and accurately track all property and evidence.
ProDertv and Evidence
Return property to lawful owners. - Dispose of properly according to law.
Records
Process Police records including arrests, crime cases, citations, traffic collisions, and incident reports,
WORKLOAD STATISTICS:
cy1998 cy1999 CY2000 cy2001
Police Cases 9,083 0,330 8,381 9,050
SIGNIFICANT CHANGES:
None.
72
PROGRAM: FAMILY SERVICES
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012134
1999-2000
379,558 364,665 350,550 344,764 PERSONNEL
BUDGET BUDGET ACTUAL ACTUAL
2002-03 2001 -02 2000-01
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
25,600 24.780 7,476 9,376
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:
. Assist in the coordination of diversion, prevention and education activities offered by the department such as
Investigate and follow-up on crime and incident reports as they relate to all phases of the family.
DARE, GUIDE, Juvenile Justice Panel, parenting skills classes, activities for children after school, and
mentoring at-risk youth.
SIGNIFICANT CHANGES:
None.
73
PROGRAM: TASK FORCE
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012135
1999-2000
ACTUAL
2000-01 2001-02 2002-03
ACTUAL
314,666 0 PERSONNEL
BUDGET BUDGET
373,196 275,092
MAINTENANCE & OPERATIONS 0 0 5,995 13,610
CAPITAL OUTLAY 0 29,000 0 0
WORK PROGRAM:
Thefl Task Force, Narcotics Task Force, and ID Theft Task Force. Participate in specialized regional crime-fighting task forces including North County Gang Task Force, Regional Auto
SIGNIFICANT CHANGES:
Addition of an investigator to staff a regional ID Theft Task Force. The salary and benefits for this position are 100%
reimbursed by the County of San Diego.
74
PROGRAM: SUPPORT OPERATIONS
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012140
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET -
PERSONNEL 450,818 452,361 467,925 51 1,073
MAINTENANCE & OPERATIONS
4,000 25 2,280 0 CAPITAL OUTLAY
1,243,545 1,212,777 908,854 748.863
GRAND TOTAL
WORK PROGRAM:
recruitment and hiring.
Provide support to the Police Department in the form of training, automated systems coordination and personnel
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, ARJlS and the microcomputer
network.
SIGNIFICANT CHANGES:
A part-time employee has been added to assist with the implementation and operation of the new public safety
computer-aided dispatch and other technology related systems.
75
PROGRAM: COMMUNICATIONS CENTER
FUND: GENERAL
PROGRAM GROUP: POLICE ACCT NO. 0012144
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02
1,290,372 1,077.468 900,296 887,152
BUDGET
2002-03
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
1,500 0 1,279 2,007 CAPITAL OUTLAY
139,030 133,270 82,960 79,970
WORK PROGRAM:
emergency personnel.
Provide Police and Fire communications including answering calls for service and dispatching appropriate
PROGRAM ACTIVITIES:
Provide routine and emergency communications service to Police, Fire and emergency medical programs,
WORKLOAD STATISTICS:
cy1998 cy1999
Police Calls for Service 67,076 67.284 64,366 68.798
SIGNIFICANT CHANGES:
Two Communications Officers have been added to increase the minimum staffing in the communications center from two to three during peak periods.
76
PROGRAM: VARIOUS FUND: ASSET FORFEITURE
PROGRAM GROUP: POLICE ACCT NO. 1212110
1999-2000
BUDGET BUDGET
270 6,620 PERSONNEL
ACTUAL ACTUAL 2002-03 2001-02 2000-01
55,426 7,000
MAINTENANCE & OPERATIONS 34,711 28.553 75,176 38,000
CAPITAL OUTLAY 20,000 0 7,674 104,251
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:
area. an extra set of patrol vehicle equipment to reduce down-time when a patrol car is taken Out of sewice, and
included in the 2002-03 appropriation is funding for the reconfiguration of the community Services - traffic lieutenant
equipment and training for a taser lethal force alternative program.
77
PROGRAM: BICYCLE PATROL
FUND: COPS GRANT
PROGRAM GROUP: POLICE ACCT NO. 123XXXX
I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL! BUDGETI BUDGET
PERSONNEL 340,041 249,316 142,800 106,585
MAINTENANCE 8 OPERATIONS
0 2,000 0 0 CAPITAL OUTLAY
7,500 11 .848 3,468 283
WORK PROGRAM:
This is the sixth year the City has received funding from the Citizen's 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. During 2001, Council approved increasing bicycle patrol staffing
from two (2) to four (4). 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.
78
PROGRAM: FIRE
REFUND: GENERAL
PROGRAM GROUP: FIRE SUMMARY
MAINTENANCE &OPERATIONS
CAPITAL OUTLAY
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:
Paramedic Satisfaction Survey Total Incidents By Year
1.00 2.00 3.00 4.00 5.00 1997 1998 1999 2000 2001 Not Poor Fair Good Excellent 4.55 4.68 4.78 4.81 4.98
Acceptable (Priority 1 average response time in minutes)
Customer Service Ratinas: The above chart
shows our customer satisfaction level for
Incidents & Response Times: The Fire
Department average response time in 2001 was 4.98
emergency medical services for fiscal year 2000- minutes and we reached the scene of priority one
01. The results show that our paramedics continue incidents 79% of time in five minutes or less. This to live up to the department's standard for treating all patients as we would want our own famiiy
achieves our average response time goal but not our
overall goal of arriving on scene in five minutes or
treated. less 90% of the time.
KEY GOALS FOR 2002-03:
Determine the feasibility of utilizing the inactive treatment facility on Tamarack Avenue as a multi-use training facility.
* Evaluate the need and means for providing additional or modified ambulance services in the City.
* Continue to proceed with the relocation of Fire Station 6 in the southeast section of the City.
79
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012210
1999-2000
ACTUAL ACTUAL
556,456 99,089 34,561 50,435 CAPITAL OUTLAY
836,109 744,194 365,984 310,434 MAINTENANCE & OPERATIONS
339,593
BUDGET
344,009
BUDGET
321,922 297,491 PERSONNEL
2002-03 2001-02 2000-01
WORK PROGRAM:
The Administration Division coordinates the overall operation of the Fire Department.
PROGRAM ACTIVITIES:
Coordination
Provide program direction and planning for all divisions Implement and support Fire Department specific values, mission, and vision.
Support and facilitate department managers in accomplishing their goals.
Facilitate team-building programs for all members of the management team.
Promote increased communications and participation at all levels within the department.
Plannincl
services.
Provide a planning interface with other City departments and regional agencies in order to facilitate improved Fire
Continue to oversee the implementation of the department's strategic plan.
Monitor development under the Growth Management Program as it related to the relocation of Fire Stations 3 6i 6.
Participate in the San Diego County Unified Disaster Council and Hazardous Materials Response JPAs.
Coordinate department information systems. . Participate in regional planning activities, including the 800 MHz Regional Communication System and regional
cooperation on dispatching, training, recruitment and facilities.
SIGNIFICANT CHANGES:
None
80
PROGRAM: EMERGENCY OPERATIONS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012220
1 I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL^ BUDGET[
PERSONNEL 6,466,6991 7,096,2371 7,270,3431
BUDGET
7,624,930
MAINTENANCE & OPERATIONS
90,000 291,541 94,975 27,329 CAPITAL OUTLAY
1,198,405 1,206,846 1,013,885 868,445
WORK PROGRAM:
Respond to citizen requests for assistance in a timely manner with appropriate equipment and properly trained
personnel.
PROGRAM ACTIVITIES:
Emeraencv ResDonse
Maintain fire apparatus, equipment and facilities at a high level of readiness.
Maintain an effective fire and medical emergency response system throughout the City.
Maintain a response time of five minutes or less, 90% of the time, to priority one fire and medical calls for
service.
Traininp
Provide all safety personnel appropriate training in order to enhance their personal safety as well as services
Provide 20 hours of training to all shifl personnel on a monthly basis.
provided to citizens.
Provide 24 hours of annual EMS continuing education to all field personnel.
Train personnel to meet individual and company performance standards.
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.
PROGRAM: PREVENTION
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012225
1999-2000
ACTUAL ACTUAL
2000-01
50,690 155,190 44,840 32,484 MAINTENANCE 8 OPERATIONS
494,098
BUDGET
458,484 407,989 372,264 PERSONNEL
BUDGET
2002-03 2001 -02
JCAPITAL OUTLAY I 2,1361 20.0921 3,000)
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 Enaineerinq 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 new construction inspections within 24 hours of request.
Perform code compliance reviews on construction plan submittals within 10 days.
Conduct code compliance inspections in licensed care facilities. . Respond to citizen hazard inquiries and complaints.
SIGNIFICANT CHANGES:
The addition of a part-time Hosp Grove Forrest Rehabilitation Officer to assist in implementing the Hosp Grove Management and Rehabilitation Plan.
82
PROGRAM: WEED ABATEMENT
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012235
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET BUDGET
0 0 0 PERSONNEL
2002-03 2001-02
0
MAINTENANCE & OPERATIONS 73,178 96,883 136,304 137,250
CAPITAL OUTLAY 0 0 0 0
WORK PROGRAM:
program.
Manage the potential for grass and brush fires on unimproved property by means of a selective hazard abatement
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.
During May through July, clean all property not previously abated by owners.
Inspect all property noticed.
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.
a3
PROGRAM: DISASTERPREPAREDNESS
FUND: GENERAL
PROGRAM GROUP: FIRE ACCT NO. 0012240
1999-2000 2002-03
ACTUAL
2001 -02 2000-01
0 0
BUDGET
0
ACTUAL
0
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
1,600 0 0 5,808 CAPITAL OUTLAY
120,928 125,138 59.552 54,364
WORK PROGRAM:
and man caused disasters.
Develop and manage emergency preparedness and hazard mitigation programs that reduce the impact of natural
PROGRAM ACTIVITIES:
Training and Education
Conduct training and exercises with City Emergency Operations Center staff on disaster plan elements
Conduct classroom and simulation training sessions for all key City staff members. - Continue providing basic emergency response training to all City employees.
Plannina
Develop a Hazard Mitigation plan.
Develop a strategic plan to improve Citywide emergency preparedness.
Restructure the emergency management administrative team.
Coordinate program efforts to ensure future certification of the City by Federal Emergency Management Agency
(FEMA) as a "Disaster Resistant Community."
Represent the interests of the City on the County Unified Disaster Council
Inter-Agency Coordination
SIGNIFICANT CHANGES:
None.
84
Operating Budget & Capital Improvement Program
FY 2002 - 2003
PROGRAM: COMMUNITY DEVELOPMENT
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1999-2000
ACTUAL
2001" 2000-01
401,032 1,278,384 170,780 4,284,099 CAPITAL OUTLAY
9,016,214 9,094,463 6,772,712 6,516,065 WNTENANCE & OPERATIONS
BUDGET
4,811,481 4,528,958 4,085,696 3,905,600 PERSONNEL
BUDGET ACTUAL
2002-03
86
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013010
1999-2000
ACTUAL ACTUAL
273.744 267,214 329,846 359,888 PERSONNEL
BUDGET BUDGET
2000-01 2002-03- 2001-02
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
88,360
15,026 54,470 7,993 1,423
192,040 182.638 128.393
MISSION STATEMENT:
this in an atmosphere of creativity and cooperation. We are committed to the highest standard of integrity and The mission of Community Development is to guide and facilitate the development of the City of Carlsbad. We do
respect for diversity. We enhance the health, safety, welfare, and the quality of life for people at all economic levels
that live, work, or visit Carlsbad by providing for:
Development of high quality projects and public facilities.
Preservation of the local environment.
A strong and stable economic base
Diverse housing, employment and enrichment opportunities.
PROGRAM ACTIVITIES:
The Community Development Director assists departments within its Major Service Area (MSA) in accomplishing
conflicting priorities, manages resource allocation and other support efforts.
individual goals. The Director also removes roadblocks, coordinates between departments with competing or
KEY GOALS FOR 2002-03:
Too Qualitv Services
Respond to 95% of Reld inspection requests by the next working day.
Develop performance measures for all departments.
Average 24-hour response by Code Enforcement for non-health and safety calls for service, . Participate in the Carlsbad Emergency Management Administrative Team (CEMAT).
Participate in Performance Measurement Resource Team.
Balanced Communitv DeveioDment
Resolution of Habitat Management Plan (HMP) and Golf Course planning
Develop South Carlsbad Coastal Redevelopment Area (SCCRA) land use strategies. . Study codes, policies. and fees to support attraction of new commercial, recreation, and entertainment uses to
Conduct a comprehensive facility analysis for City administration.
Educate participants in the Section 8 homeownership program.
Increase City owned and controlled parking in the Village redevelopment area.
Acquire an affordable housing site in the Village redevelopment area.
Eliminate blight in North State Street.
Carlsbad.
PROGRAM: ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT
KEY GOALS FOR 2002-03 (Continued):
ParkSlODen SoacefTrails
Northeast park site acquisition - Comprehensive and qualitative open space management.
Batiquitos Lagoon maintenance administration.
Environmental Manaaement
Community and City environmental consciousness.
Communication - Additional emphasis on employee development and communication skills
Continuity of Community Development leadership through succession planning
SIGNIFICANT CHANGES:
None.
PAGE TWO
ACCT NO. 0013010
88
PROGRAM: LAND USE PLANNING
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 001321010013220
& PLANNING COMMISSION
1999-2000
ACTUAL
2000-01
ACTUAL BUDGET BUDGET
2,286,680 2,061,031 1,825,764 1,731,671 PERSONNEL
2002-03 2001-02
MAINTENANCE & OPERATIONS
0 165,520 399 19,181 CAPITAL OUTLAY
980,907 998,468 420,829 514,196
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 Proiects
Provide technical support to the Planning Commission and City Council in a timely and efficient manner
ordinances. Update development standards as needed.
regarding the compliance of all development proposals with the City's zoning, subdiviiion and environmental
Preparation of Special Studies and Policv Review
Prepare special studies relating to land use as directed by City Council. Provide advice to the City Council
and Planning Commission regarding policy matters related to planning and development in the City.
Implementation of Growth Manaaement 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. . Continue to address issues relating to endangered species and implementation of the Habitat Management
Ensure timely processinglreview of projects in the City.
Assist in administering the Growth Management Program, including on-going monitoring of activities.
Plan.
89
PROGRAM: LAND USE PLANNING PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PLANNING ACCT NO. 001321010013220
& PLANNING COMMISSION
Number of Planning Applications Considered by the Planning Commission:
-. IstQtr 2ndQtr 3rdQtr 4thQtr
m I999
m2001
Applications Considered by
Planning Commission:
Using 1999 as a base year, 2000 reflected a 55% decrease, while year
2001 activities were up 6% over 1999.
Administrative approvals of PIPS. Sign
Variances are not included in the above
PerrnitslPrograms, and Administrative
numbers. Administrative approvals
previous years with 247 in 1999, 257 in
dropped significantly compared to
2000, and 191 in 2001.
KEY DEPARTMENT GOALS FOR 2002-03:
Ensure topquality 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 ail applications, particularly
Provide strategic advice regarding land use and long-term planning in the City.
Continue the processing of the Bressi Ranch Master Plan, and the Carisbad Oaks North Industrial Park.
Continue to seek approval of the Habitat Management Plan (HMP) by the Coastal Commission and the wildlife
Enhance Planning Department information available on the web site.
ones that create economic opportunities.
agencies.
SIGNIFICANT CHANGES:
A Planning Technician Intern position has been added to develop an internship program to promote and support
continuous learning opportunities within the City organization.
90
PROGRAM: GEOGRAPHIC INFORMATION SYSTEM
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013310
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001-02 2002-03
BUDGET
PERSONNEL 163,611 173,545 185,600 201,418
MAINTENANCE & OPERATIONS 131,087 84,675 149,150 104,240
CAPITAL OUTLAY 21,464 4,256 809 0
MISSION 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:
Svstem Development
Continue to work with user departments to determine and plan the use of the GIS for more effective and efficient
use of the City's spatial and spatially-related data. With the addition of a GIS Applications Specialist to the GIS
staff, we continue to be able to 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 in FY 01 and 02.
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, iraffic signals, storm waterfacilities, etc.)
Database Maintenance
Maintain the various layers within the GIS by keeping them accurate and current.
WORKLOAD STATISTICS: -__ FY2000 FY 2001 FY2002 (Est.)
Number of Service Requests: 200 280 350
KEY GOALS FOR 2002-03:
Continue to participate in the development of a Public Works Maintenance Management System utilizing GIS
Continue to reduce the cycle time between request and delively of productslservices.
Disseminate GIS capabilities to City staff at the desktop level by implementing an intranet-based GIs.
Develop the capability to search for, and select, information in the Document Management System (DMS) by
technology.
selecting areas of interest on a computer screen.
SIGNIFICANT CHANGES:
Addition of a part time position to assist in the development of a 'common places' database. and the editing of the Ciys street address database.
91
PROGRAM: ECONOMIC DEVELOPMENT
FUND: GENERAL
PROGRAM GROUP: COMMUNITY DEVELOPMENT ACCT NO. 0013510
AINTENANCE 8, OPERATIONS
APITAL OUTLAY
MISSION STATEMENT:
Plan, organize and direct the implementation of the City's Economic Strategic Plan and Real Estate Asset Program.
PROGRAM ACTIVITIES:
Develop and implement land use and infrastructure strategies consistent with the General Plan that enhance
Land Use
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.
Identify resources, opportunities and areas of economic focus. Establish programs to epitomize the positive
Economic Resources
effects they have on the Community.
Promotion and Marketinq
SUDDO~~ Dublic and Drivate activities that focus on attractina desirable businesses and industries to the Citv. 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.
Coordinate the acquisition. disposal and leasing of City owned real property and the leasing of City utilized real
Real Estate Assets
property.
KEY GOALS FOR 2002-03:
Participate in regional economic development activities and projects.
Identify and monitor progress of development projects that provide economic benefit to the City.
Implement the City of Carlsbads Economic Development Strategic Plan.
Coordinate acquisition of real property associated with City Council goals.
Civic Center facilities planning.
SIGNIFICANT CHANGES:
Additional funds have been budgeted to conduct a facilities needs analysis.
92
PROGRAM: BUILDING INSPECTION
FUND: GENERAL
PROGRAM GROUP: BUILDING INSPECTION ACCT NO. 0013610
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
PERSONNEL 884,880 952,126 1.116.738 1,147,437
MAINTENANCE & OPERATIONS
17,000 4,800 0 8.113 CAPITAL OUTLAY
709,089 933,360 786,131 831,918
WORK PROGRAM:
The Building Department reviews applications for building permits, routes applications to applicable departments, issues permits, and inspects structures under construction for compliance with Uniform Model Codes. The
department also provides code enforcement services for the City for zoning. housing, building, and other Municipal
Code violations.
PROGRAM ACTIVITIES:
Receipt of building permit applications, coordination of building permit approvals, issuance of building permits,
inspection of new and remodeled structures, and related code enforcement activities.
PERFORMANCE MEASURES:
The department tracks inspections per day, per field inspector, and a number of other statistical reports . The code enforcement monthly report tracks the number of days it takes to close various complaint categories.
KEY GOALS FOR 2002-03: . Respond to 95% of requests for field inspections and 95% of non-health and safety-related code enforcement
Continue to develop and implement an internship program for building inspectors.
Provide 40 hours of staff development training for each employee.
associated with workloads. Customer service satisfaction levels for field inspections are also surveyed.
calls the next working day.
SIGNIFICANT CHANGES:
None.
93
PROGRAM: HOUSINGANDREDEVELOPMENT
FUND: VARIOUS
DEPARTMENT: HOUSING AND REDEVELOPMENT SUMMARY
1999-2000
ACTUAL 2001 -02 2000-01
788,865
BUDGET
784,469 694,803
BUDGET
662,493
ACTUAL
2002-03
PERSONNEL
MAINTENANCE & OPERATIONS
369,006 1,052,785 158,132 4,233,918 CAPITAL OUTLAY
6,895,143 6,721,147 5,328,421 4,892,309
MISSION STATEMENT:
Helping people achieve their dreams,
PROGRAM ACTIVITIES:
Affordable Housinq
Rental Assistance
Homebuyers Assistance
New Construction
Rehabilitation
Enhancing Omortunities
Career Development
Plans
Innovation
Goals
Promotinq Business Development
Jobs
Sales Tax
New Products
State Funds
Creating a Communitv SDirit
Transpoltation
Education
Social Services
Family Self-Sufficiency
Villaqe Vision
Creativity
Expansions
Revitalization
Beautification
Increasing Revenues
Federal Funds
Property Tax
Excellent Service
94
PROGRAM: AFFORDABLE HOUSING
FUND: HOUSING TRUST FUND
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 1333421
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001-02 2002-03
BUDGET
PERSONNEL 129,701 131,798 129,260 125,314
MAINTENANCE & OPERATIONS 29,577 41,007 145,270 128.424
CAPITAL OUTLAY 328,340 3,546 7,691 1,425
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Affordable Housina Proarams
Provide staff support to implement the various affordable housing programs as set forth within the City's housing element including:
Mortgage Credit Certificate Program (MCC).
Lease-to-Purchase Program
Provide staff support to the Housing Commission.
Participate in the San Diego Regional Housing Task Force
Affordable Housina Financial Assistance
Negotiate and prepare financial assistance and loan documents for construction of single and multi-family
affordable housing projects.
lnclusionarv Housina
lmolement the lnclusionarv Housina Ordinance bv orovidina information to develooers. the oublic and Citv staff
on'the requirements of the'ordinanck. I, I ..
Negotiate and prepare affordable housing agreements.
Monitor the development and operation of affordable housing developments.
WORKLOAD STATISTICS:
EST. EST.
99-00 o0-01 01-02 02-03
Affordable Housing Units Approved: 26 units . Affordable Housing Units Construction Starts: 97 units
36 units 286 units 154 units
Financial Assistance to Affordable Housing Projects: $2,216,000 $1,135,000 $2,860,000 $3,220,000
92 units 182 units 180 units
KEY GOALS FOR 2002-03:
Learnina
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.
95
PROGRAM: RENTAL ASSISTANCE
FUND: HUD SECTION 8 HOUSING
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 1903401
1999-2000 2001-02 2000-01
ACTUAL ACTUAL
204,520
BUDGET
217,715 293,728
BUDGET
323,361
2002-03
PERSONNEL
MAINTENANCE & OPERATIONS
4,655 21,627 19,700 0 CAPITAL OUTLAY
5,007,973 4,439,423 2,947,873 2,627,547
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Provide federal funding to subsidize rents for 703 extremely-low and very-low income households.
Section 8 Tenant-Based Rental Assistance
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 - Achieve and maintain a lease rate that effectively utilizes funding allocation.
Designed to enable unemployed, under-employed or under-educated low-income families to achieve economic
Familv Self-Suficiencv
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.
Collaborative effort among several local housing agencies.
Communitv ODDorlunities Proqram
Provide education and guidance to rental assistance participants to reach personal goals and career objectives,
Participate in ongoing implementation of program changes and marketing of the program to participants and
Administrative Plan, and the Public Housing Agency (PHA) Plan.
independence from welfare.
emphasizing housing opportunities in neighborhoods of choice.
owners in Carisbad.
PERFORMANCEWORKLOAD MEASURES:
Maintain a Section Eight Management Assessment Program (SEMAP) ranking of “standard performer or “high
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
performer.”
newsletters and conducting owner outreach presentations.
SIGNIFICANT CHANGES:
Received an additional 75 housing vouchers to assist extremely low-income households in Carlsbad.
96
PROGRAM: COMMUNITY DEVELOPMENT BLOCK GRANT
FUND: CDBG ENTITLEMENT
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 3913401-02/
3917000
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02 2002-03
BUDGET BUDGET
99,150 102,951 99,297 103,162 PERSONNEL
MAINTENANCE B OPERATIONS
CAPITAL OUTLAY
306,179 318,461 299,357 300.489
360,551 1,001,541 121,884 156,655
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Administration of Communitv Development Block Grant Proaram
Provide staff support to the CDBG Funding Advisory Committee and City Council in the selection process to
Prepare a consolidated funding plan for submittal to U.S. Department of Housing and Urban Development
Ensure documentation is maintained to meet guidelines established by HUD for continued CDBG funding.
Monitor activities of grant sub-recipients to ensure that HUD and City requirements are met.
Prepare consolidated annual performance and evaluation report for review and approval by City Council and
identify activities to be included in the consolidated funding plan for the CDBG Program.
(HUD) for approval.
HUD.
PERFORMANCE MEASURES:
Hold four (4) 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
Monitor grant sub-recipients and maintain documentation necessary to meet federal guidelines to continue
with funding through the CDBG Program.
receiving CDBG funds.
KEY GOALS FOR 2002-03:
TOP Qualitv Services
Provide timely responses that result in high customer satisfaction
SIGNIFICANT CHANGES:
None.
97
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80~341z
VILLAGE AREA
I I 1999-20001 2000-01 I 2001-021 2002-031 I ACTUAL( ACTUAL^ BUDGET( BUDGET
PERSONNEL 140,812 153.41 0 188,206 180,914
MAINTENANCE & OPERATIONS
1.425 16,134 9.850 1,702,949 CAPITAL OUTLAY
1,359,623 1,424,817 2,023,455 1,902,452
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Coordination of project development and permit processing.
Implementation of the Carlsbad Villaae RedeveloDment Master Plan . Administration of the Parking-In-Lieu Fee Program. Property acquisition for future redevelopment projects and facilitation of new development,
Communitv Relations and Public Relations Pmaram . Work with the Carisbad Village Business Association and other business organizations to continue Community
awareness and public relations activities on behalf of the Redevelopment Agency.
the Village.
Station and surrounding properties.
. Continue implementation of the Village Beautification Program through coordination of maintenance efforts in . Work with NCTD to resolve parking and land use-related issues associated with the Village Commuter Rail
PERFORMANCENVORKLOAD MEASURES:
Process 15 applications for redevelopment permits for improvements to existing structures or new construction . Process 10 sign permit applications. . Process five (5) preliminary review applications. . Facilitate the development of at least one “special opportunity projecr identified in the Village Redevelopment
projects.
Master Plan.
KEY GOALS FOR 2002-03:
Finance . Process redevelopment permits for all types of projects within the Village Area, which represent high-quality . Eliminate blighting conditions and influences in the Village Redevelopment Area through facilitation of private development or redevelopment of properties and buildings.
commercial andlor mixed-use development on North State Street.
Transportation . Continue implementation of the Village Area Parking Program, which supports publiclprivate partnerships in
financing the maintenance and construction of public parking lots in centralized areas and will encourage
visitors to the Village to utilize the public parking areas and to walk to surrounding businesses and/or tourist
activities.
98
PROGRAM: REDEVELOPMENT OPERATIONS PAGE TWO
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING & REDEVELOPMENT ACCT NO. 8013410/80234i2
VILLAGE AREA
KEY GOALS FOR 2002-03 (Continued): . Execute the Village parking Plan (created last year) for removing impediments or otherwise enhancing existing
visitorslcustomers. business owners, employees. andlor commuters.
public parking lots within the Village Redevelopment Area to ensure better or more full utilization by . Develop a Village parking enhancement assessment to pursue various opportunities available to increase City
owned public parking.
. Develop a financing and land use strategy (Redevelopment Operations Strategy) for the Village Redevelopment
Balanced Cornmunitv Develovment (also affects Finance Goal)
Area following the July 2006 expiration of the Redevelopment Plan.
SIGNIFICANT CHANGES:
None.
99
PROGRAM: LOWlMODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8033420
VILLAGE AREA
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
54,133
BUDGET
32,408 50,374 48,208 PERSONNEL
2002-03
BUDGET
MAINTENANCE & OPERATIONS
380 2,972 3,152 2,045,974 CAPITAL OUTLAY
56,904 60,426 16,729 32,244
MISSION STATEMENT:
Helping people achieve their dreams
PROGRAM ACTIVITIES:
Affordable Housinq Proiect Processino Procedures
Continue development of affordable housing project processing procedures
Affordable Housinq Proiect Coordination
Assist in the structure and implementation of affordable housing projects
Affordable Housinq Education Proaram
Direct educational programs for citizens, businesses and government agencies interested in affordable housing.
PERFORMANCEWORKLOAD MEASURES:
Process at least three (3) requests for financial assistance through the Housing Policy Team. - Use existing low and moderate income housing funds to purchase property for an affordable housing project in.
or near, the Village Redevelopment Area through acquisition of vacant land and new construction or acquisition
Participate in at least three (3) outreach programs, professional conferences andlor citizen and business groups
of existing units and rehabilitation.
on affordable housing.
KEY GOALS FOR 2002-03:
TOD 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 jobslhousing balance within the Community.
SIGNIFICANT CHANGES:
None.
100
PROGRAM: REDEVELOPMENT OPERATIONS
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8103420
SOUTH CARLSBAD AREA
- 1999-2000
26,457 316,299 0 0 MAINTENANCE & OPERATIONS
50,580
BUDGET
45,450 0 0 PERSONNEL
BUDGET
2002-03 2001-02
ACTUAL ACTUAL
2000-01
CAPITAL OUTLAY I 2,3501
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
Facilitate redevelopment of the Encina Power Plant to a smaller, more efficient power generating plant. Utilize
Implement Redevelopment Plan for South Carlsbad Coastal Redeveloment Area
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 andlor 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.
PERFORMANCEWORKLOAD MEASURES:
Complete land use concept and draft design guidelines for planning area three,
Hold public meetings to gather citizen input regarding the specific plan.
KEY GOALS FOR 200243:
Develop a Conceptual Vision for the entire South Carlsbad Coastal Redeveloment Area
Balanced Communitv Development
lnitiate.review oi Vision by all appropriate parties, and initiate development of Master Plan for the South
Carlsbad Coastal Redevelopment Area.
SIGNIFICANT CHANGES:
None,
I01
PROGRAM: LOW/MODERATE INCOME HOUSING
FUND: REDEVELOPMENT AGENCY
PROGRAM GROUP: HOUSING AND REDEVELOPMENT ACCT NO. 8123420
SOUTH CARLSBAD AREA
1999-2000
PERSONNEL
2002-03
BUDGET BUDGET ACTUAL ACTUAL
2001-02 2000-01
13,228 12,950 0 0
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
0
95 470 0 0
9.583 16,451 0
MISSION STATEMENT:
Helping people achieve their dreams.
PROGRAM ACTIVITIES:
lmolement Citv-Wide Affordable Housina Proarams
Affordable Housing Project Coordination for lnclusionary Housing Development. . Affordable Housing Education Activities.
Development of affordable housing programs.
Facilitation of development of new affordable housing projects.
PERFORMANCEWORKLOAD MEASURES:
Utilize low and moderate income housing funds to assist with the development andlor construction of at least . Develop Housing Plan for South Carlsbad Coastal Redevelopment Area.
KEY GOALS FOR 2002-03:
Balanced Communitv DeveloDment
Continue to assist private developers to provide affordable housing as required by the City's lnclusionary
Implement affordable housing programs, which serve to enhance the jobslhousing balance within the
one (1) new affordable housing project within the city limits of Carlsbad.
Housing Ordinance.
community
SIGNIFICANT CHANGES:
None
102
103
Operating Budget 81 Capital Improvement Program
FY 2002 - 2003
PROGRAM: COMMUNITY SERVICES
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1999-2000
204,608 424,792 186,373 228,980 CAPITAL OUTLAY
5,744,431 6,822,763 4,897,699 3,360,592 MAINTENANCE & OPERATIONS
BUDGET
8,298,170 7,719,598 6,315,466 5,342,170 PERSONNEL
BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
104
PROGRAM: LIBRARY
FUND: VARIOUS
PROGRAM GROUP: LIBRARY SUMMARY
1999-2000
BUDGET ACTUAL ACTUAL
2000-01 2001 -02 2002-03
BUDGET
PERSONNEL 2,907,768 4,750,173 4,504,051 3,657,162
MAINTENANCE & OPERATIONS
97,514 82,466 31,352 69,736 CAPITAL OUTLAY
3.318.813 4,053,311 2,907,332 1,571,982
PROGRAM DESCRIPTION:
The Carisbad 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 2002-03:
ToD-Qualitv Services
Complete installation and migration of the new automated library system.
Continue to provide a wide variety of lectures, concerts, and other programs for the entire community's . Develop and promote a system-wide volunteer program for the Carlsbad City Library.
Communication
Participate in a new Citywide Communications Committee, which will guide and coordinate the City's
Transform the current Community Services Brochure to include a quarterly City newsletter.
Research methods to use current cablecast capabilities to communicate with citizens.
enjoyment.
communications efforts throughout the community.
&&ng
Continue to promote the Library's reading programs throughout local school districts.
Continue to provide and promote computer literacy throughout the community.
Coordinate with local school districts and other local agencies on the development of an annual educational . Continue to foster cooperation with the Carisbad Unified School District in providing literacy instruction to high . Continue participation in the Carlsbad Citizen's Academy, teaching members of the community about how the
faire at the Dove Library.
school students.
City organization operates.
105
PROGRAM: GEORGINA COLE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014010/0014015-16/0014035
1999-2000
1,249,4941 1,299,290 1,018,749 385,564
BUDGET BUDGET ACTUAL ACTUAL
2002-03 200 1 -02 2000-01
PERSONNEL
MAINTENANCE 8, OPERATIONS
38,880 2,786 23,210 0 CAPITAL OUTLAY
547,595 668,117 553.837 217,661
WORK PROGRAM:
The Cole Library is located in 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 urint and non-mint materials to children and adults. handle Datron reaistration. collect fees and fines. and track overdue items: I
Proaramminq
Plan, schedule and develop programs for adults and children. Conduct classroom visits and tours for children
and offer computer and Internet classes for adults.
Collection Develoument
Evaluate the Cole Library collection and select print and non-print materials
Libraw Manaaement
Manage Cole Library. staff, volunteers, collection, and facility. Maintain awareness of the community,
PERFORMANCE OBJECTIVES:
Hire and train new staff.
Schedule and supervise 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:
Three-quarters (.75) of a part-time position has been converted to a three-quarter (.75) full time Circulation
Supervisor in Cole Circulation in order to provide higher levels of customer service.
106
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014070-4095
199%2000
ACTUAL ACTUAL
2000-01
2,259,670 2,130,429 1,750,511 1.660.383 PERSONNEL
2002-03
BUDGET
2001-02
BUDGET
WNTENANCE &OPERATIONS
35,379 63,929 7,463 8,003 CAPITAL OUTLAY
1,635,058 1,713,633 1,260,709 485.561
WORK PROGRAM:
The Dove Library is located in South Carlsbad. These 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 . Prepare department budget: process invoices, warrants and requisitions; monitor expenditures; maintain fiscal
System.
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 plaques that will eventually be part of a historical tour.
The circulation division registers library patrons as library members and Internet users and also provides services to Circulation
the Homebound Program and participates in the Braille Machine Exchange Program. Circulation staff checks in and
out materials, sorts and shelves library materials and repairs all audio-visual materials for the Carlsbad City Library.
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;
Provide library materials to patrons confined to the home and to patrons living in Harding House, Villas de
and answer the renewal line.
Carisbad, 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.
records.
Reference
perform research for local business, government, and the public. Reference support staff checks in and organizes
Reference Librarians assist the public with information needs, provide instruction in the use of resources and
Respond to in-person and telephone reference questions, provide instruction classes and tours, select new and
Library materials such as periodicals, pamphlets and maps for public use.
Provide directional information and answer basic reference questions.
Manage a collection of 340 magazines and 32 newspapers and related back files.
Provide public instruction in the use of computer data bases, the Internet and other software programs available
replacement materials, and facilitate book discussions.
in the lab and the job and career center.
107
PROGRAM: DOVE LIBRARY
FUND: GENERAL
PROGRAM GROUP: LIBRARY
PAGE TWO
ACCT NO. 00140694095
PROGRAM ACTIVITIES (Continued):
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,
children's literature, and serves as a parent resource. . Respond to in-person and over-the-telephone questions, provide readefs 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
Provide programs to include Summer Reading Club, special holiday and seasonal events, annual short story
growth in the community.
contest, spelling bee, and cultural enrichment programs. Introduce children to literature and encourage
creativity. Cooperative programs with the Centro de infomaci6n provide multi-cultural experiences.
Supports youth and parent Internet access and research. The lab offers age appropriate introductory sessions
feature web sites and other educational resources.
on Word, Power Point, and typing. A newsletter club has been established for young patrons. The lab strives to
Children's
SIGNIFICANT CHANGES:
One (1.0) part-time position has been converted to one full-time librarian in order to provide higher levels of
Utility costs at both libraries have increased substantially due to higher rates.
customer service and more efficient use of staff time in the Children's division of the Dove Library.
1 OB
PROGRAM: GENEALOGY/LOCAL HISTORY
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014025
1999-2000
64,993 PERSONNEL
BUDGET
2002-03
ACTUAL ACTUAL
2001 -02 2000-01
164.283
BUDGET
125,548 82,405
MAINTENANCE 8 OPERATIONS
19,715 CAPITAL OUTLAY
13,980 8.295 9,047 2,949
4,849 5,306 0
WORK PROGRAM:
The GenealogyILocal 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 STATISTICS:
General Reference Services . Genealogy and local history staff respond to in-
person and telephone reference requests;
provide individual patrons with general
Reference Questions:
on the use of OPAC and other finding aids,
introduction to the collection; provide instruction
Computer Users: instruction on the use of various equipment 2,323 854 1,524 2,600
including personal computers, microfilmlfiche
readers and printers. In-House Usage:
~~~__ 1998-99 1999-00' 2000-01 2001-02
15,741 4,958 20,520 23,000
22,868 9,068 59,435 60,000
Collection Development Activities
The staff oarticioate in the Librarv's collection ~~~~ 1998-99 1999-00' 2000-01 2001-02
developmentlacquisitions by compieting catalog Items Added:
checks, preparing order slips, receiving ordered
items, preparing items to send to Technical
Technical Services.
Services, and receiving and shelving items from
666 600 1,016 1,000
Coordination with NSDCGS
The North San Diego County Genealogical
Society (NSDCGS) has been a support group for
this collection for 20 years. The division works Programs:
with and assists the Society in fund-raising for
the acquisition of materials for the collection and in instructional programs. 'The GenealogyILocal History Section was closed
September 1999 through April 2000 for the Cole
Library remodel
1999- 2000' 2001 2002
41 45 48 50
SIGNIFICANT CHANGES:
Increase is due to full year funding for the Senior Librarian that was added in January 2002.
109
PROGRAM: CENTRO DE INFORMACION
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014030
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001 -02 2002-03
BUDGET
PERSONNEL 86.238 91,345 94,659 11 1,540
MAINTENANCE & OPERATIONS 2,974 2,255 4,254 2,720
CAPITAL OUTLAY 0 0 1,727 0
WORK PROGRAM:
The Centro de Informaci6n meets the information needs of Spanish-speaking adults and children in Carlsbad.
Bilingual staff introduces residents to library services, which include Spanish-language print and non-print, bilingual
story hours for children and information and referral services. The Centro de informacibn staff is 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:
Outreach "~___ 1997-98 1998-99 1999-00 2000-01
The Centro de Informacion is an active partner in
community activities. The Centro offers a Individual Patron Visits:
welcoming and culturally sensitive environment 24,250 21,584 20,300 20.328
that enables Spanish-speaking residents to
make use of public library services.
Proaramminq __~__~ 1997-98 1998-99 1999-00 2000-01
The Centro de Informacion responds to
community information and educational needs by Program Attendance: providing a variety of adult and children's 3,721 3,700 3,496 3,288
programs.
SIGNIFICANT CHANGES:
None.
I10
PROGRAM: TECHNICAL SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014040
MAINTENANCE &OPERATIONS
CAPITAL OUTLAY
WORK PROGRAM:
The Technical Services Division catalogs and prepares library materials for public use; maintains the library's on-line
database, manages the library's automated circulation system, on-line catalog, and related automated programs.
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Processinq
Catalogs and processes both purchased items and gifts. Repairs damaged materials and
arranges for binding and re-binding.
Database Maintenance
Adds new items to the on-line database and deletes information of lost or discarded materials.
1997-98 1998-99 1999-00 2000-01
Items Cataloged and Processed:
17,908 22.889 24,581 30,753
Items Handled for Binding:
1,707 1,695 1,561 2,273
1998-99 1997-98 1999-00 2000-01
Items Added to Database:
17.908 22.889 24,581 30,753
Items Withdrawn:
16,059 18.261 12,550 11.783 PERFORMANCE OBJECTIVES:
Ensure system availability at least 99 percent of the hours the library is open.
Conduct four training sessions for staff following installation of new software.
SIGNIFICANT CHANGES:
None.
111
PROGRAM: COLLECTION DEVELOPMENT
FUND: GENERALlSPEClAL REVENUE
PROGRAM GROUP: LIBRARY ACCT NO. 0014045/1454010/
& ACQUISITIONS
1454011/1454095
PERSONNEL
MAINTENANCE & OPERATIONS
STATE GRANTS
AV iNSURANCE FUND
OTHER SPECIAL REVENUE
,TOTAL FUNDING 890,634 1,008,589 1,116,320 1,073,957
285,344
118,280 29,897 57,257
0 39,174
0 0 299,837
0
107,307
0
WORK PROGRAM:
materials budgets. Order and receive all print and non-print materials.
Coordinate the selection of materials and plan collection development for all libraries. Allocate and monitor all
PROGRAM ACTIVITIES: PERFORMANCE MEASURES:
Plannincl
Develop plans for the collection of Materials. Plan for collection space needs for the next five
Write materials collection statements for
(5) years.
reference areas at all facilities. Budaetinq
Prepare division and library-wide materials Track material accounts by major subjects. budgets: monitor expenditures for department
and materials. . Track vendor discounts
Coordinate Selection of Materials
Coordinate selection and ordering of print and Coordinate selection and ordering of at least non-print materials. 16,000 new print and non-print materials.
SIGNIFICANT CHANGES:
None.
112
PROGRAM: MEDIA SERVICES
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014050
1999-2000
ACTUAL
2000-01
BUDGET ACTUAL
2001-02 2002-03
BUDGET
PERSONNEL 103,589 101.727 176,760 163,780
MAINTENANCE & OPERATIONS 13,672 27,264 45,279 43,640
CAPITAL OUTLAY 1,509 0 0 14,543
GRAND TOTAL
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:
Proorammino Manaaement . implement "Meeting Facility Use Policies and Provide two bi-annual comprehensive reports including inquiries, bookings, income generated
and analysis, and recommendations for service
improvements.
Procedures." Maintain and analyze the service delivery system. Monitor work flow, perform
ongoing fee collections and processing, and
provide comprehensive reports. Recruit,
interview, hire hourly staff, provide ongoing
training, and assign and supervise part-time
support staff.
Media Production DeveloDment
Produce video, photographic and audio media programs featuring such locally significant
information as: South Carlsbad City Council and
Quadrant Meeting cablecasts, library special
events, City community programs,
documentation of capital improvement projects,
growth and development.
Propram Creation & Distribution . Further define service level expectations among
Library and City departments for video program
televisions channels, web and intranet streaming,
production and distribution via available cable
technologies. Conduct research, gather
library circulation, and other appropriate
pertinent information, define infrastructure requirements, identify, detail, and plan various
implementation options.
SIGNIFICANT CHANGES:
None.
Develop programming content plan, facilitate
planning, and produce media materials - Prepare and submit grant applications to help
accordingly.
undewrite production expenses for a series.
Conduct interviews.
Interview stakeholders.
Choose data, interview, and report.
113
PROGRAM: ADULT LEARNING PROGRAM
FUND: GENERAL
PROGRAM GROUP: LIBRARY ACCT NO. 0014055
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2,721 0 0 0 CAPITAL OUTLAY
32,585 44,934 39,316 29,064 MAINTENANCE 8 OPERATIONS
BUDGET
123,560 114,248 87,243 90,079 PERSONNEL
2002-03 2001 -02
WORK PROGRAM:
The Adult Learning Program is the libraly'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 STATISTICS:
Literacv Skill DeveloDment -~___~
The program provides a variety of learning
1997-98 1998-99 1999-00 2000-01
experiences including one-to-one tutoring, Learners Studying:
computer-assisted instruction and small-group 143 127 132 122 study. These varieties of learning experiences
are appropriate for each adult learnefs individual
potential and skill needs in basic reading, writing,
Volunteer Tutors Instructing:
102
math, critical thinking, and general knowledge.
102 84 104
Instructional Hours Completed:
4,735 5,434 6,411 7,228
SIGNIFICANT CHANGES:
None.
114
PROGRAM: CULTURAL ARTS
FUND: VARIOUS
PROGRAM GROUP: CULTURAL ARTS SUMMARY
1 1999-20001 2000-01 1 2001-021 2002-031 ACTUAL( ACTUAL1 BUDGETI
PERSONNEL 288,791 I 372,600) 422,1561 BUDGET
397,799
MAINTENANCE & OPERATIONS
12,402 32,799 29,591 33,269 CAPITAL OUTLAY
375,626 501,414 326.867 255,154
GRAND TOTAL
PROGRAM DESCRIPTION:
The Arts Office builds a sense of community by advancing the arts through educational, support services and
programs, which reach out to the community to develop cooperative relationships. These relationships provide
meaningful collaborations to develop and strengthen creative abilities and seek the highest quality of urban design
where arts have a significant presence, thereby enriching the lives of ail Carisbad residents.
KEY GOALS FOR 2002-03:
TOD Quality Services
Implement the goals and objectives of the Strategic Cultural Plan. . Generate sponsorship programs, fund-raising activities and collaborative projects.
Promote, train and utilize volunteers and artists in providing services.
Learninn
Continue to work with school districts serving Carlsbad on arts education communitylschool planning,
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
Fund-raise for arts education programs at the gallery.
adults.
115
PROGRAM: ARTS OFFICE
FUND: GENERAL FUNDlARTS GENERAL/
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/0014065/
GALLERY DONATIONS
0014068/147W
1999-2000
142XXXX
2000-01
12,402 32,799 29,591 33,269 CAPITAL OUTLAY
343,326 464,464 304,501 231,332 MAINTENANCE & OPERATIONS
BUDGET
384.805 409,851 365,371 280,177 PERSONNEL
BUDGET
2002-03
ACTUAL ACTUAL
2001 -02
WORK PROGRAM:
performing arts, and create a climate which encourages cultural and artistic development in Carlsbad and to enhance
Implement the goals and policies of the City Council and City General Plan to plan, develop and promote the visual and
educational opportunities for all segments of the community.
PROGRAM ACTIVITIES:
Volunteers
Utilize volunteers for mailings, gallery events, jazz concerts, etc. Provide training for volunteers, artists, arts
organizations and gallery docents and attendants.
Programs
Produce eleven jazz concerts in the parks.
Offer educational programs on arts and culture for children and adults.
Offer four (4) weeks of summer arts camp, two (2) weeks of Club Pelican, and four (4) weeks of Band Camp.
Offer performing arts programming at the Schulman Auditorium and other Carlsbad locations.
Information
Produce a monthly calendarlnewsletter.
Produce ArtsBrag, an arts education newsletter.
Arts Info Line for up-to-date information.
Provide information, opportunities and resources to artists, citizens and the press.
Provide educational information on four (4) gallery exhibitions and printed materials for exhibitions. . Offer arts information on the City's Internet site.
Plannina
Assess short and long-range community needs for facilities and resources.
116
PROGRAM: ARTS OFFICE PAGE TWO
FUND: GENERAL FUND/ARTS GENERAL/
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 0014062/00140651
GALLERY DONATIONS
0014068114740101
1474020
KEY GOALS FOR 2002-03:
TOD Quaiitv Services . Offer community-wide multi-cultural events (Festejando a las Madrecitas, an international multi-cultural festival and
Serve on Chamber of Commerce Arts Education Committee.
Continue to work with Cadsbad and Encinitas school districts implementing arts education programs.
Develop and strengthen arts organizations and provide cultural opportunities with grant allocations.
Offer programming and resources.
Generate sponsorship and fund-raising activities for the Gallery, Arts Office Programs, and arts education programs.
Offer a grant initiative program to celebrate neighborhoods through the arts.
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. . Implement objectives of Cultural Arts Strategic Plan in arts education. and awareness of arts and cultural resources in
'By Kids, for Kids."
the City.
Qualitv of LiWCommunitv DeveloDment
Operate the Cannon Art Gallery with six (6) exhibitions per year.
Provide staff assistance with the community festival, Artsplash. . Operate the Sculpture Garden with one (1) exhibition per year.
WORKLOAD MEASURES:
Delivew of ToD-Qualitv Services
Arts office EventslAttendance
1998-99 1999-00 2000-01 2o01-02
44135.000 49136.000 66/51.000 42/39.000 "" .~ ,~~~ Community Grants Awards/Applications/Budget 21/$18.000 20/18,000 New Initiatives GranVBudget
~~.~.~~. 1s/19;000 16/19;000
1/5.000 1/1,200
Educational Omortunities - Information Services 1998-99
Newsletters (Issues/Distnbution) 12/48.000 12/50,000 Soecial Publications (Per YearlDistribution)
12/50,000
11124.000 17186.000 12/50.000 48/60.000 52158.000
1999-00 2000-01 2o01-02
Ak Info Line Calls (Monthly) 240 240 240 250
Diverse Economic Oowrtunities
Grants and Contributions
SIGNIFICANT CHANGES:
None.
1998-99
$74,000
1999-00
$89,050 $181,200
2000-01 2o01-02
$68.950
PROGRAM: SISTER CITY
FUND: GENERALlSPEClAL REVENUE
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 001406611464010
I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL1 BUDGET] BUDGET
PERSONNEL 2,6551 2,862
MAINTENANCE & OPERATIONS
[CAPITAL OUTLAY I
SISTER CITY DONATIONS
5.8421 10,3961 15,6891 13,662 TOTAL FUNDING
7001 2,8601 5,5661 4,000
WORK PROGRAM:
Coordinate Sister City relationship with the City of Futtsu, Japan and Karlovy Vary, Czech Republic.
PROGRAM ACTIVITIES:
Coordinate Sister Citv Proaram . Arrange, host and conduct visits by one (1) student delegation and others as needed.
Coordinate ongoing cultural and educational exchange projects.
Activelv Pursue the Contribution of Funds for the Sister Citv Program.
Coordinate programs including fund-raisers, festivals and scholarship exchange programs and raise funds for such
programs.
SIGNIFICANT CHANGES:
None.
118
PROGRAM: SPECIAL EVENTS
FUND: SPECIAL REVENUE FUND
PROGRAM GROUP: CULTURAL ARTS ACCT NO. 1484010
AINTENANCE & OPERATIONS
APITAL OUTLAY
WORK PROGRAM:
Provide, within fiscal resources, a variety of performing arts programs to all Carlsbad residents
PROGRAM ACTIVITIES:
Continue Performino Arts Prooramminq
Present 11 jazz concerts in four (4) quadrants.
Produce and distribute jazz concert fundraising program.
Present annual Mother's Day Festejando a ias Madrecitas at Holiday Park
Provide staff for 50th Anniversary Pops concert.
Activelv Pursue the Contribution of Gifts and Funds for the Arts
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.
PERFORMANCE MEASURES:
Presented 11 jazz concerts in four (4) parks with an attendance total of 33,000.
9 Raised over $25,000 in fundraising contributions.
SIGNIFICANT CHANGES:
None.
119
PROGRAM: RECREATION
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL BUDGET
3,150,198
BUDGET
2,793,391 2,285,704 2,145,611 PERSONNEL
2002-03 2001-02
~
I 1999-20001 2002-031 I 2001-021 2000-01
ACTUAL ACTUAL BUDGET
3,150,198 2,793,391 2,285,704 2,145,611
BUDGET
~~~~ ~~
~ PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
2,049,992 2,268,038 1,663,500 1,533,456
94,692 309,527 125,430 125,975
PROGRAM GROUP DESCRIPTION:
The Recreation Department provides diversified recreation facilities and programs for all ages of the population that
live. work andlor play in Carlsbad. The Department is responsible for planning future park sites and the operation of
classes, facility rentals, aquatics, nutrition, and transportation programs.
current recreation programs and senior activities including youth and adult sports, special events, instructional
Staff resources also support the Parks 8 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 2002-03:
TOD Qualitv 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 (CIP) 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 Aviara Community Park, Carrilio Ranch Phase 2, Pine School, Larwin Park, the Stay-N-Play Program and
Citywide Trails System.
Develop standards for current and future facilities that maintain top-quality, cost-effective delivery for recreation.
Implementation of the Recreation Department Strategic Plan.
Maintain an active role in supporting areas of mutual benefit between City and school districts, Le.. Joint Use
Agreements for use and maintenance of activity playfieids and Community Swim Complex.
Provide recreational activities, facilities and other special events, which support local business and enhance
Finance
transient occupancy taxes (TOT) and sales tax revenue such as the triathlon, sport tournaments, and swim
Prepare marketing packet promoting Carlsbad's publiclprivate facilities and distribute to prospective user
meets.
. Provide a wide variety of revenue generating quality recreation opportunities to the public, i.e.. special events,
groups.
youth and adult sports, educational classes, aquatic programs, day-trippers, lagoon permits, and facility rentals.
Learnina - 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 and promote educational classes through distribution
of the Carisbad Community Services and Recreation Guide three times per year.
Provide and encourage a variety of professional training opportunities to all staff members.
120
PROGRAM: RECREATION
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION SUMMARY
KEY GOALS FOR 2002-03 (Continued):
Create cross-trainina OoDortunities within the Recreation Department and across major Service areas where - .. feasible.
Provide the necessary tools required for employees to perform effectively.
Balanced Communitv Develooment
Monitor and annually report on the status of the parks performance standard of the Growth Management Plan and the implamentation progress report for the Parks and Recreation element of the General Pian.
Parks/Ooen Soacerrrails
Implementation of a Citywide Trails Master Plan, including acquisition and development. . Support and assist, where possible, the volunteer trails development program.
Process the Aviara Community Park construction.
Initiate and monitor Phase II development of Carrilio Ranch.
Process the development of Lanvin Park.
Continue the master planning requirements for Alga Norte Park.
Initiate the master planning process for Pine School.
Secure acquisition of 10-15 acres of park property in the northeast quadrant.
121
PROGRAM: PARK PLANNING
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
8 RECREATION MANAGEMENT
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
BUDGET
358,017 394,475 622,587 721,911 PERSONNEL
MAINTENANCE & OPERATIONS
8,300 16,582 1 1,466 20,811 CAPITAL OUTLAY
561,970 622,341 194,231 195,066
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 and/or play in Carlsbad.
PROGRAM ACTIVITIES:
This Division provides staff support to facilitate the effectiveness of the Parks and Recreation Commission in its goal Parks and Recreation Commission
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 andlor process recommendations by the Commission for City Council consideration.
Provide staff support to committees of the Commission which require more detailed review of issues relating to
park 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 reauired administrative suuport to a division with 32 full-time positions and approximately 50 hourlylfull-
time equivalenipositions, which operate'with a budget of approximately 4.6 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
Recommend and process personnel appointments, promotions, assignments and disciplinary action when
objectives, budget administration for expenditures and revenue generation.
warranted. Provide on-going support to management, general and part-time employees. Implement the
services of contractual employees.
..
Implement and maintain the strategic planning process for the Recreation Department.
Facilitate a customer service training and orientation program for all new department employees
122
PROGRAM: PARK PLANNING PAGE TWO
FUND: GENERAL FUND
PROGRAM GROUP: COMMUNITY SERVICES ACCT NO. 0014510/0014545
B RECREATION MANAGEMENT
PROGRAM ACTIVITIES (Continued):
Park Acauisition. Plannina andlor DeveloDment
of the Growth Management Program. Provide for current and future community needs by addressing changing Ensure adequate park acquisition, development and rehabilitation in order to meet the park performance standards
recreation trends. . . . Monitor and implement existing park agreements.
Construct phase II of the Camilo Ranch Master Pian.
Coordinate and monitor the Capital improvement Program (CIP) budget submittals for current and future park development projects.
Initiate the park planning process for the Pine School property.
Finalize acquisition of acreage in the Northeast Quadrant to provide additional activity playfieids.
Provide staff support for the development of the municipal golf course.
Complete the Alga Norte park master plan process.
Develop the Aviara Community Park site Master Plan.
Process the actions required to create a Citywide Trail System (land acquisition. maintenance system, development, volunteers, etc.).
Recreation Proarams
Provide a wide variety of recreation programs and special events for all segments of the population who live,
Manage the implementation, performance and adequacies of recreation programs.
Monitor and evaluate the effectiveness of recreational programs through the use of participant surveys.
Prepare and distribute the Community Services 8 Recreation Guide three (3) times per year.
Maintain a self-sustaining percentage of recreational programs as recommended by the City Council.
Continually evaluate and implement the fee structure for recreation programs and facility rentals, in an effort to
work andlor play in Carlsbad.
sustain a competitive advantage over the private sector for similar services.
SIGNIFICANT CHANGES:
None
123
PROGRAM: RECREATION FEE SUPPORTED
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014515,0014521-28
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 722,175 735,129 827,639 994,956
MAINTENANCE & OPERATIONS
0 0 4.577 33.505 CAPITAL OUTLAY
817.531 853,432 783,200 718,136
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 Carisbad.
PROGRAM ACTIVITIES:
Recreation programs include: enrichment classes. adult excursions, youth and adult sports, special events, youth
day camps, and after school programs.
The fee-supported division provides year around recreational programs for all ages, preschool to seniors, including program design, planning, implementation and evaluation.
Review proposals and negotiate contracts with .
instructors. . - Schedule facilities for programs.
Prepare and distribute marketing materials. .
Evaluate programs and analyze data on an ongoing .
basis. .
Prepare financial and revenue reports.
Research and implement program opportunities. .
WORKLOAD MEASURES:
Estimate Projected
" 2000-01 2001-02 2o02-03
Conduct fee market studies on an ongoing basis.
Coordinate with school districts for youth and teen programming.
Generate program sponsors.
Recruit, train and reward volunteers.
quality.
Utilize sports professionals to enhance program
Provide scholarships for Carlsbad resident youths,
2000-01 2001-02 2002-03
Estimate Projected
Conducted Enrichment Classes Youth SDO~~S
Enrolled
1,650 1,620 1,650 Teams
16,600 16,200 16,700 Participants
62 65 70 1,000
Revenue $447.842 404.000 405.000 SDectators 12,000 13.000
1,050 1,100 15.000
Revenue $36,000 32;OOO 36,000
DavtriDDers Trips Conducted Particioants 34 32 8 Adult SDO~~S
876 900 320 325 328 350 Teams
Revenue $44,566 45,000 23,000 Participants 4,900 5,000 5,100 Spectators 30,000 30,000
Revenue
30,000
$86,470 86,500 86,500
Camps 39 50
Participants 793 1,080
53
Revenue $92,800 98,000
1,280 97,000
124
PROGRAM:
FUND:
PROGRAM GROUP:
Pre-school Classes
Conducted 166
Enrolled
Revenue
1,900 $1 12,652
- Fields
Maintained 14
Stav 'n' Play
Weeks 30 Particioants 725
Revenue $1,000
RECREATION FEE SUPPORTED PAGE TWO
GENERAL
RECREATION ACCT NO. 0014515, 0014521-28
Estimate 2o01-02
167
1.900
11 7,766
14
800
32
$1,250
Projected 2o02-03
Soecial Events
167 Events
1,900 Participants
9
122,650 Revenue $61,940
22.030
14 Volunteers 1.170
8.200
Communi& Volunteers
Hours
32 Kids Cam
850 Camps $1,500 Participants 1,045
11
Revenue $82,600
Estimate 2o01-02
10
24,050
82,000
10,100 1,190
13
$123,000
1,235
Projected 2o02-03
11
27,650
85,000
10,200 1,220
13
$162,000 1,625
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Begin the initial phases to implement the Recreation Department's Strategic Plan; the Strategic Plan will enhance access to open space, provide safe places to gather, create Me-ling learning opportunities, and build a stronger community.
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
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
Promote cooperative fundraising projects like "Clean Sweep" to provide volunteer assistance in the Community
and reduce program costs.
and enhance transient occupancy taxes (TOT) and sales tax opportunities.
and raise funds for scholarship programs.
Learninq
Collaborate with school districts to provide City and school facilities for youth programs including teen . Promote educational classes and programs for the community through the Community Services
dances, Stay 'N' Play and Grad Nite.
Enhance knowledge and skills of staff by providing ongoing training and educational opportunities.
brochure.
SIGNIFICANT CHANGES:
The increase in personnel costs is to fund the Recreation reorganization that was approved by Council in
5/2002.
125
PROGRAM: RECREATION-AQUATICS FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014520
1999-2000
ACTUAL ACTUAL BUDGET
290,215
BUDGET
280,515 277,994 PERSONNEL
2002-03 2001-02 2000-01
325.004
MAINTENANCE & OPERATIONS 113.41 1 148,222 124,953 132,450
CAPITAL OUTLAY 12,677 103,651 153,884 32,000
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, andlor visit in Carlsbad.
PROGRAM ACTIVITIES:
Lessonsfrraininq
training to the general public and City employees in first aid, CPR, and water rescue skills; serve as a North County
Provide instruction in general aquatic, swimming, and diving skills for all ages and abilities: provide education and
CertifiCatiOnItraining 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:
Instructional Lessons
Classes Conducted
Lane/Hours
Registered, Resident
Registered, Non-Resident
Revenue
Carlsbad Hiah School P.E.
LaneIHours
Participation
Recreation and Lar, Swim LandHours
Daily Admissions
Youth
Season Pass Administration
Adult
Revenue
2000-01 Actual
2,268
233
1,422
94 $38.213
2,126
852
18,965
5.816 7,135
$56,861
16,149
Estimate 2o01-02
2,250
225
1,495
85
$38.290
2.030 664
16,425
5,400 6.000
$51,900
16;OOO
Projected 2o02-03
2,300
1,535
233
90
$42.000
2.100
840
16,715
5,500
7,005 17,100 $55,500
126
PROGRAM: RECREATION-AQUATICS
FUND: GENERAL
PROGRAM GROUP: RECREATION
PAGE TWO
WORKLOAD STATISTICS (Continued):
Carlsbad Swim Masters
LaneIHours
Participation
Revenue
Aouatic Exercise
LaneIHours
Participation
Revenue
Carlsbad Hiah School Teams
LaneIHours Participation Revenue
North Coast Aouatics LaneIHours Participation Revenue
North Shore Aauatics iAoe Grow Water Polo) LaneIHours Participation
Revenue
Carlsbad Water Polo (Bovs Aoe GrouD Water
LaneIHours Participation
Revenue
KEY GOALS FOR 2002-03:
&.@.I
Actual 2000-01
3,617 11.837 $37.178
1,336 230
$4,826
4,453 7,677
$17.464
2,735
$6,200
8,631
1,126
1,356
$4,506
1,560
2,055 $4,500
Estimate 2o01-02
3,228 10,652
$33,678
1,200 210
$3,800
3.841
6.677
$15,964
2,537
$5,610
7.976
1,000
1,200
$4,200
1,250
$2,900
900
ACCT NO. 0014520
Projected -
3,565 11,900
$35,000
1,200 230
$3.800
3,900
6.600
$15,500
2.500 7.900
$6,200
1,000
1.200
$4;500
2,055
1,560
$4,500
TOD Qualitv Services
Be a city that provides exceptional aquatic services. programs. and facilities on a daily basis.
LsgJlhg
Promote and support continuous aquatic training opportunities within the community and the City organization.
Continue and expand the "Aquatic Trainee" program to help insure continued qualified staffing of aquatic
programs.
SIGNIFICANT CHANGES:
A full-time Mice Specialist 11 position will be added to the staff the front counter of the Swim Complex.
121
PROGRAM: RECREATION - AGUA HEDIONDA
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014530
LAGOON PERMITS
1999-2000
15,302
BUDGET
27,427 10,838 10,505 PERSONNEL
BUDGET
2002-03 2001-02
ACTUAL ACTUAL
2000-01
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
3.576 3,373 3,139 1,655
GRAND TOTAL
0.50 ~ ~ 0.501 0:50 0.501 HOURLY/FTE POSITIONS
FULL TIME POSITIONS:
18.878 30,800 13,977 12,160
, ~ ., . .. Ol0O .:: o.oo\ 0.00 .' 0;oo
WORK PROGRAM:
City use permit. The Permits Clerk supports this function. Provides for the Agua Hedionda Lagoon Permits Program. All vessels on the water are required to obtain a valid
PROGRAM ACTIVITIES: WORKLOAD STATISTICS:
Estimated Projected Issue annual lagoon use permits, verify and monitor 2000-01 2001-02 2002-03 DMV registration, and coordinate with the Police
Department to publish and distribute information Annual Permits
regarding use, rules and regulations of the lagoon. . Daily Permits 350
289
365 350
Revenue 293 280
$22,375 $23,900 $22,500 Laaoon Clean-UD Proaram
Coordinate and oversee bi-annual Lagoon Clean-up
Days (June/October).
SIGNIFICANT CHANGES:
None.
PROGRAM: RECREATION OPERATIONS
FUND: GENERAL
PROGRAM GROUP: RECREATION ACCT NO. 0014540,0014541,
0014542,0014543
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
BUDGET
PERSONNEL 503,452 578,387 718,362 760,803
MAINTENANCE & OPERATIONS
26,392 130,861 5,736 38,076 CAPITAL OUTLAY
158,262 157.729 155,949 130,549
WORK PROGRAM:
This division provides operational support for the Recreation Department including the operation of three community centers and 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 Carisbad 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.
Staff coordinates public use of recreational facilities.
Facilities ODeration . Process applications for use of meeting rooms, picnic areas, athletic fields, gymnasiums and tennis courts.
Crews maintain ballfields at school sites and Community centers and other park areas.
Staff coordinates classes, meetings, dedications, and other functions at Community centers and additional City . Attendants attend to customer service issues and provide general clean-up and associated maintenance at
facilities.
facilities.
SuDervision 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:
2000-01 Estimate 2o01-02 Projected 2o02-03
Reservations processed: 3,152 3,060 3,090
Number of Facility Users: 964.980 950,000 1,050,000
Revenue: $1 10,660 $123,000 $128.000
Number of Fields Maintained: 17 17 17
129
PROGRAM: RECREATION OPERATIONS PAGE TWO
FUND: GENERAL
DEPARTMENT: RECREATION ACCT NO. 0014540,0014541.
KEY GOALS FOR 2002-03:
0014542,0014543
TOP Quaiitv Services
Benin the initial ohases to imolement the Recreation Deoartment's Strateoic Pian: the Strateaic Plan will ~~ " ~ r- enhance access to open space,provide safe places to gather, create life-long Laming opportunities, and build a stronoer communitv - . 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
Monitor and maintain the Capital Replacement Program to provide safe, top-quality, equipment at all recreation
Facilitate the equitable distribution of athletic Reids by partnering with Carisbad non-profit sports organizations to
service delivery.
facilities and conform to City budget standards.
ensure customer satisfaction of Carlsbad fieid users.
Balanced Communitv Development
Prepare and distribute a marketing packet, which promotes Cadsbad hotels, restaurants, amenities, and City
Enhance revenues by promoting and facilitating the rental of City facilities to the public as an attractive and
facilities to all non-resident athletic groups that use Recreation Department facilities.
competitive alternative to private sector facilities.
SIGNIFICANT CHANGES:
The addition of one (1) full-time Management Assistant position to enhance the administration of departmental oDerations.
130
PROGRAM: SENIOR PROGRAMS
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION
ACCT NO. 0014570.1434567,
1444567,191XXX
1999-2000 2002-03 2001-02 2000-01
ACTUAL ACTUAL BUDGET BUDGET
273,468 286.360 307,161 332,222
MAINTENANCE & OPERATIONS
28,000 8,200 0 20,906 CAPITAL OUTLAY
376,203 506,210 378,759 374,639
PERSONNEL
GENERAL FUND
DONATIONS 339,061
GRANTS
736,425 487.446 366,497
136,200
210,762
87.860
209.887
120,065
197,925
0
0
TOTAL 669,013 665,119 821,571 736,425
WORK PROGRAM:
To provide a broad range of services and activities designed to foster independence, enhance the quality of life and
provide opportunities for lifelong learning and involvement for older adults in the Carlsbad area.
PROGRAM ACTIVITIES:
Arrange for classes, seminars and other learning opportunities on topics pertinent to the concerns and interests of the
Education
aging population and coordinate computer classes to teach the basics of computers (i.e., "Windows").
Provide seminars on estate planning, topics of interest and concern to seniors, personal safety, etc.
Continue computer lab with open hours for seniors to drop in and receive training and technical advice.
Provide ongoing information and referral to Community resources.
Provide ongoing classes in computer usage (e-mail, Internet. etc.).
Offer excursions, special events and activities of particular interest to the mature adult, which promote social interaction. Recreation
Continue the development of programslgroups that appeal to people with similar interests, i.e.. Walking Group, PC
Provide day trips to local attractions, utilizing rented buses as well as public transportation (Le.. the Coaster, Trolley,
Users Groups, Writers Groups, Discussion Groups, etc.
etc.).
Coordinate the provision of professional services necessary to maintaining an independent lifestyle.
Personalized Assistance
mer 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 and cholesterol testing.
Flu shots.
Provide a minimum of four 'special" health screenings, Le., skin cancer, hearing, podiatry. cholesterol, etc.
Continue offering body conditioning, exercise yoga, and dance for seniors.
131
PROGRAM: SENIOR PROGRAMS
FUND: GENERAUSPECIAL REVENUE
PROGRAM GROUP: RECREATION 1444567,191XXX
ACCT NO. 0014570,1434567,
PROGRAM ACTIVITIES (Continued):
Provide a minimum of $30,000 in nutritious lunches.
Senior Grants
Provide a minimum of $10,000 in delivered meals to the homes of Carlsbad's frail seniors,
Provide over 8,500 rides to seniors who have no other means of getting to the Senior Center, shopping, medical
visits, and other necessary appointments.
Administration
After-hours facility rentals.
Coordinates all operations of the senior center: staffing, volunteer recruitment, facility rentals, and grants management.
Staff scheduling.
Volunteer recruitment and training.
Budget management.
Senior Commission.
SIGNIFICANT CHANGES:
budget.
Effective 7/1/2002 the Senior Nutrition Grant revenues and expenditures have been incorporated into the General fund
132
133
Operating Budget & Capital Improvement Program
FY 2002 - 2003
PROGRAM: PUBLIC WORKS
FUND: VARIOUS
PROGRAM GROUP: VARIOUS SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02
BUDGET
13,486,327 12,555,292 11,033,212 10,797,482
BUDGET
2002-03
PERSONNEL
MAINTENANCE &OPERATIONS
1,933,167 2,225,129 1,261,737 1,369,366 CAPITAL OUTLAY
35,016,486 36,942,006 27,872,957 26,208,276
134
PROGRAM: PUBLIC WORKS ADMINISTRATION
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02 2002-03
BUDGET BUDGET
456,073 337,905 365,349 527,904 PERSONNEL
MAINTENANCE & OPERATIONS
0 12,000 0 13,042 CAPITAL OUTLAY
279,171 260,566 150,506 143,583
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,
Water, Sanitation Operations, Buena Vista Channel Maintenance, Street Maintenance, Traffic Signal Maintenance, Median Maintenance, Street Tree Maintenance), and Maintenance and Operations (Water Operations, Recycled
Street Lighting, and Solid Waste Management).
PROGRAM ACTIVITIES:
Coordinate department budget activities.
Budqet Prevaration
Prepare goal documentation for Public Works major service area.
Performance Manaqement
Strateaic Planninq
Implement strategic plan and Public Works programs to meet current and long-range goals.
Maintenance Manaqement and Qualitv Control
Continue development of comprehensive systems inventory. maintenance standards and work reporting system.
KEY GOALS FOR 2002-03:
Tov Qualitv Services
Reauest for Action (RFA) Svstem: Continue Citvwide rollout of the RFA Svstem that allows the Citv to orovide . ,, quick and effective response to citizen calls for service.
services of Public Works assets and reduction of overall lifecycie costs for City infrastructure. Fully implement the CMMS into the Streets Division of Public Works.
Standards of Care: Develop a Standards of Care program for public facilities that will define the elements and
provide an evaluation program, which will monitor and ultimately measure the quality of the required care for
facilities and to ensure the delivery of top quality service.
Capital Project Tracking: Implement Microsofl Project 2002 to track the resource allocation and scheduled
progress of all Capital Improvement Projects in the City.
Performance Measurement: A Public Works performance measurement program that includes effective
measures, solid benchmarks and stable benchmarking partners.
Public Works Maintenance Classification Series: A maintenance classification structure that allows for flexibility
of job assignments and provides opportunities for professional development.
~ ~, ~,~- ~~
Computerized Maintenance Management System (CMMS): Increased efficiency in the provision of maintenance
135
PROGRAM: PUBLIC WORKS ADMINISTRATION PAGE TWO
FUND: GENERAL
PROGRAM GROUP: PUBLIC WORKS ADMINISTRATION ACCT NO. 0016010
KEY GOALS FOR 2002-03 (Continued):
Communication
Public Works Education & Outreach: Increase citizen awareness about Public Works, educate them on what
Public Works Website: Enhancement of website for Public Works and Planning
we do and how well we do it and improve our image.
SIGNIFICANT CHANGES:
Several positions were reallocated from other areas of public works to Public Works Administration to centralize the administrative function.
136
PROGRAM: ENGINEERING
FUND: GENERAWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5X15710
1999-2000
BUDGET
4,154,789 4,126,200 3,793,381 3.395.803 PERSONNEL BUDGET
2002-03 2001 -02
ACTUAL ACTUAL
2000-01
WNTENANCE &OPERATIONS
0 184,241 44.791 108,785 CAPITAL OUTLAY
1,924,890 2,367,150 1,456,847 1,735,632
WORK PROGRAM:
The Engineering Department supports the City Council's goals by providing high-quality service in transportation
engineering. project management. front counter operations, and construction inspection. The Engineering
and construction documents and performing transportation studies, The department is also responsible for ensuring Department provides services to the public and other City departments through preparation and processing of design
that development and public improvements are properly designed, constructed, and inspected while maintaining
public safety and the well-being of the community.
PROGRAM ACTIVITIES:
CONSTRUCTION MGMT A$:N'
L PLANNING ."
DEVELOPMENT
SERVICES
22?4
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
standardized and efficient manner.
schedule, and provide accurate records filed in a
Provide comprehensive engineering input for all
Develoument Services
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.
PROGRAM: ENGINEERING PAGE TWO
FUND: GENERAWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES ACCT NO. 0015710/5X15710
PROGRAM ACTIVITIES (Continued):
Planninq and Prosrams
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
growth management monitoring, special districts program, and facility mapping.
public improvements. Administer and coordinate engineering activities for the beach erosion, lagoon dredging,
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 storm drain systems. For each of these programs, Design
mapping, and facility location.
provides a variety of services including planning, water supply and quality monitoring, technical assistance,
Transuortation
Review, investigate, analyze, and resolve a wide variety of transportation issues, concerns, complaints, and
optimum traffic signal operations. Review trafiic control plans, signing and striping plans, traffic signal plans,
inquiries. Maintain records of collision reports, speed surveys, trafiic counts, and assists in maintaining
Commission.
review project submittals, provide interdepartmental coordination of various issues, and staff the Trafiic Safety
Construction Manaqement and Inspection
Perform construction management, administration and inspection for private grading agreements, development
improvement agreements, and capital improvement projects through the application of uniform practices and
policies, ensure construction of high-quality improvements, minimize inconvenience to the public while ensuring
safe work sites.
WORKLOAD STATISTICS:
DEVELOPMENT SERVICES ACTIVITY
Actual through 2/02; Projected through 6/02
Plancheck -#of Sheets Projects in Review
12,000
10.000
8.000
6.000
4,000
2,000
2,000
1,800
1.600
1,400
1,200
1.000
BOO
600
400
200
W98-99 FY 9341 FYOOdi FYOI-02 FY 98.99 W 9940 WOO-01 FY 01.02
138
PROGRAM: ENGINEERING
FUND: GENERALWATER AND
SEWER ENTERPRISE
PROGRAM GROUP: ENGINEERING SERVICES
WORKLOAD STATISTICS (Continued):
Total Capital Improvement Program Appropriations
PAGE THREE
ACCT NO. 0015710/5x15710
FY 99-00 FY 00-01 FY 01-02 FY 02-03
W.)
KEY GOALS FOR 2002-03:
TransDortation . Continue work toward the construction of major road projects including: CannonlCollege, FaradaylMeirose.
Rancho Santa Fe Road, and Poinsettia Lane.
Parks/ODen SDacemrails
Complete permitting and design of Coastal Rail Trail in preparation for construction in FY04
Water
Construct recycled water transmission pipelines and pump stations to distribute water from the new Carlsbad . Update Water Master Plans per growth management data to ensure that the current planned facilities are
Water Recycling Facility.
adequate for the existing rate of growth and future build-out.
Environmental Management . Update Storm Master Plans per the growth management data and National Pollution Discharge Elimination
System (NPDES) requirements and determine if the current planned facilities and Planned Local Drainage Area
fees are adequate for the existing rate of growth and future build-out in FY2002-2003.
Update Sewer Master Plans per the growth management data to ensure that the current planned facilities are adequate for the existing rate of growth and future build-out.
SIGNIFICANT CHANGES:
Two (2) positions were moved from Engineering to Public Works Administration and portions of Development Services staff were allocated to Storm Water Protection to reflect the work they support for that program.
139
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION ACCT NO. 1545710
1999-2000
ACTUAL
2001-02 2000-01
0
ACTUAL
2002-03
544,997
BUDGET
248.3971 0
BUDGET - PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
0
0 42,282 0 0
531,422 1,582,510 0
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; ensure compliance with the National Pollutant Discharge Elimination System (NPDES) Urban Storm Water Permit No. 2001-01 (the "Permit")
issued by the San Diego Regional Water Quality Control Board.
PROGRAM ACTIVITIES:
The components of these programs include inspection of the facilities at least yeady, sampling and testing of storm water,
Industrial. Commercial. Residential and MuniciDal: Data ManaqemenffGIS Proqrams
education using outreach materials, and enforcement of non-compliance sites. The number d 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,
activities to determine if the city is in compliance with the NPDES Permit, should the city be audited.
reporting, and application to a GIS System. The Environmental Protection Agency will look most closely at these
EducationIOutreach and Public Particioation
The Permit also requires the City conduct educational efforts and outreach to the public and focus groups regarding the new
focused on city staff as well as externally. Outreach to Municipal Staff is intended to inform educate employees and city
requirements to all the different sectors. The Permit specifies in Sections F.1.d and F.2.j. that educational efforts should be
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 Copenittees must include the Public by allowing
participation and input in local and regional programs.
The Permit requires that all existing Municipal facilities be reviewed and modified, as needed, to prevent or reduce
MuniciDal Facilities
the pollutants in runoff. This 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.
The Permit requires the City to review all Land-Use Planning for New Development and Redevelopment. This Plannino & Construction
requirement is found in section F.l of the Permit and includes a complete review and revision, as needed, of the
the Permit. This includes any necessary revisions to the City's Grading Ordinance as described in Section F.2 of the
General Plan. Construction activities in the City are also subject to new standards and requirements as directed in
Permit.
140
PROGRAM: STORM WATER PROTECTION
FUND: SPECIAL REVENUE
PROGRAM GROUP: STORM WATER PROTECTION
PROGRAM ACTIVITIES (Continued)
PAGE TWO
ACCT NO. 1545710
The Permit requires an adequate funding mechanism be in place to cover the costs associated with the programs Fiscal Analysis
being implemented. This will be an on-going effort to identify funding options and maintain those funding options in future years in a manner that will consistently support these programs. The requirement is described in Section F.8
of the Permit.
KEY GOALS FOR 200243:
Environmental Manaoement . Be an environmentally sensitive community by focusing on: Clean storm water, sewage collection and
treatment, solid waste, and efficient use of energy including alternative energy.
Implement the Storm Water Protection Program for Industrial. Commercial. Residential and Municipal sectors in
ComDliance Proaram ImDlementation and Data Management for Reoortinq
order to bring them into compliance with the NPDES Urban Storm Water Permit and local ordinances. Modify
and implement tools to record, track, monitor and report "Requests for Action" effectiveness.
Report Carlsbad Storm Water Protection Program Outcome and Performance Measurement System in
Performance Measurement and Water Qualitv Strateaic Plan
accordance with requirements of the NPDES Order 2001-01 to assess the effectiveness of the Jurisdictional
Urban Runoff Management Plan (J-URMP) prepared by the City. Implement an Impaired Water Body 303 (d)
List Water Quality Strategy and Monitoring Plan to support the de-listing of coastal lagoons by regional and
state agencies.
Watershed Urban Runoff Manaoement Plan NVURMP)
Develop the (WURMP) as required in NPDES Order No. 2001-01 by coordinating with Watershed Copermittees.
City Departments and stakeholders. Initiate a Strategic Plan for 303(d) De-listing for the Carlsbad Watershed
Impaired bodies.
Outreach, Education, and Public Particioation
Implement multi-year Public Education, Outreach and Training activities in order to meet the requirements of
Carlsbad Jurisdictional Urban Runoff Management Plan (JURMP). The activities are to include all components
of public outreach: Best Management Practices, external and internal training, and opportunities for public
participation in NPDES Permit and JURMP implementation.
Implement NPDES and J-URMP requirements into the checklist, standards and procedures for planning,
Plannina. DeveloDment and Construction
of receiving waters and other environmentally sensitive areas.
development and construction for storm water pollution controls to encourage the protection and enhancement
SIGNIFICANT CHANGES:
This is the second year of the Storm Water Protection Program budget. One FTE mice Specialist iI was added for clerical support and multiple positions were reallocated from other Public Works Departments to Storm Water Protection to reflect their support for these program activities.
141
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
1999-2000
ACTUAL
2000-01
ACTUAL BUDGET
3,610,297
BUDGET
3,379,058 2,815,191 2,720,590 PERSONNEL
2002-03 2001 -02
MAINTENANCE & OPERATIONS
1,671,500 1,714,084 1,151,461 1,058,609 CAPITAL OUTLAY
5,711.006 5.784.314 4,531,844 4,060,942
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 ACTIVITIES:
Trees 8% Median 5%
Parks 28%
Maintenance 17%
Vehicl
Facilities 26%
KEY GOALS FOR 2002-03:
TOD Ctualitv Services
Develop a Standards of Care program for the filed operations of General Services and an evaluation program to
monitor and ultimately measure the department's performance.
improve operational efficiencies by developing programslpians to improve proficiencies identified by the
department's Maintenance Management Program.
Achieve Fleet's performance measurement benchmark for completed scheduied preventive maintenance work
orders and availability of units by implementing the Action Plan identified in the 2002 State of Effectiveness
Report. in addition, determine the overall effectiveness of Fleet's Preventive Maintenance Program and identify
improvements, if warranted.
142
PROGRAM: GENERAL SERVICES
FUND: VARIOUS
PROGRAM GROUP: GENERAL SERVICES SUMMARY
KEY GOALS FOR 2002-03 (Continued):
Environmental Manaaement
Implement a program that maximizes the use of available natural resources, introduces species and age diversity, reduces tree stress factors, and provides an increase level of care that will reinvigorate trees in
Carlsbad.
143
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015020
I I 1999-20001 2000-01 I 2001-021 2002-031 ACTUAL^ ACTUAL1 BUDGET!
PERSONNEL
BUDGET
1,011,992 1.310.584 1,158,882 1,051,111
MAINTENANCE & OPERATIONS
3.205.497 3,410,009 2,562,460 2,357,397 GRAND TOTAL
0 154,351 35,586 26,062 CAPITAL OUTLAY
1,894,913 2,096,776 1,475,763 1,319,343
FULL TIME POSITIONS 19.75 20.15 20.15
HOURLYIFTE POSITIONS . . 7.50 7.15 7.35 7.75
21.35
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. Also included is the maintenance of an additional 13 acres of landscapeihardscape at the recently acquired Farmers Insurance Building and an additional 20 acres at Carrillo Ranch.
PERFORMANCE MEASUREMENTS:
Benchmark
One hundred percent (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
One hundred percent (100%) of safety work orders were addressed within 24-hours of being identifiedlreported.
Benchmark
in all customer service survey categories
Ninety percent (90%) of customers rate Park Maintenance services as 'Good" or '"Excellent" (4 on a 1-5 scale)
&&t
(Condition of Facilities)
Parks Division Average Rating "Good" or 'Excellent"
(Percent of ResDonses)
Tot LotslPlaygrounds
Sports FieldsICourts 4.4
4.3
91%
89% Picnic Areas 4.3 86%
LandscapingIFields
Restrooms
4.2 82%
4.1 77%
PROGRAM ACTIVITIES:
Turf and LandSCaDe Maintenance
Direct management of 112 acres of turf and 162 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.
144
PROGRAM: PARK MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 0015020
PROGRAM ACTIVITIES (Continued)
Restroom MaintenancelLitter ContmllPicnic Area Services . Inspect, maintain, clean, paint. and repair 16 separate restmom facilities (as well as eight portable units) 5 plus
times per week. Cleaning, restocking. sanitizing. painting, 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.
CourVFieldKot Lot Maintenance . Maintain 28 tennis courts (21 lighted), 17 basketball courts, 16 soccer fields, and 26 softballlbaseballfieids. All athletic courts are cleanedlinspected on a weekly basis. Duties involve washing down, sweeping off, blowing off, fence inspectionslrepairs. and paving surface inspections. In addition, this activity includes weekly
maintenance of all tot lots. This includes sand rakinglleveling. sand roto tilling, play equipment inspection and
repair, and the necessary documentation of such actions.
lrriaation Maintenance
Maintain all facility landscape irrigation systems. This includes programming over 100 different controllers, with
over 1,396 valves. Duties include replacement, repair. trouble shooting, and data entry/ programming using the
centralized irrigation system.
Ooen SDace Maintenance
Provide maintenance activities to City-owned open space, and areas of additional maintenance responsibilities. Duties include trash removal, clean-up and weed abatement.
Miscellaneous MaintenanceIReDair and SDecial Reauests
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:
COURTSlFlELDSiTOT LOTS
NUMBER OF
MAINTAINED
28 26
TURF B LANDSCAPE
MAINTENANCE
Picnic Area
Landscape
55%
SIGNIFICANT CHANGES:
Addition of a Park Maintenance Worker I to continue maintenance at Poinsettia Park, previously performed by
temporary employees.
145
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 0015060
1999-2000
ACTUAL
2000-01 2001 -02 2002-03
PERSONNEL 773,726
ACTUAL
843,069
BUDGET BUDGET
1,168,571 1,191,669
MAINTENANCE & OPERATIONS 1,059,860 1,194,399 1,319,441 1,435,907
CAPITAL OUTLAY 22,743 30,919 91,515 64,500
WORK PROGRAM:
the Community. Maintain City facilities to provide safe, attractive buildings for the City to conduct its business and provide services to
PERFORMANCE MEASURES:
Benchmark
at Very Good" to "Excellent" in all survey categories.
Ninety percent (90%) of internal surveys returned indicate the overall quality of service by Facilities Maintenance
&a!&
Eighty-five percent (85%) of internal surveys returned indicated the overall quality of service by Facilities Maintenance are '"Very Good" to '"Excellent" in all survey categories.
Benchmark
work orders completed within 72-hours. Ninety percent (90%) of priority one work orders completed within 24-hours: ninety percent (90%) of priority two
One hundred percent (100%) of priority one work orders completed within 24-hours; ninety-seven percent (97%)
of priority two work orders completed within 72-hours.
Result
PROGRAM ACTIVITIES:
Perform repairs and alterations as required to maintain and operate City facilities at a professional level.
Buildino Maintenance
renovate City facilities to accommodate programmatic changes for City departments. Provide assistance in the
Perform emergency repairs to eliminate hazards of unsanitary conditions and reduce liability. Remodel andlor
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. oiumbino. electrical. - I .. construction projects, and custodial services.
146
PROGRAM: FACILITIES MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: GENERAL SERVICES
WORKLOAD STATISTICS:
Total Building Space Maintenance Custodial Services
23%
" NO2 NO3
PAGE TWO
ACCT NO. 0015060
SIGNIFICANT CHANGES:
Addition of 1,100 part time hours to assist with the increase in work orders.
In-House 77%
147
PROGRAM: STREET TREE MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1605023
1999-2000
384,242 354,620 285.276 280,604
BUDGET ACTUAL ACTUAL
2002-03 2001-02 2000-01
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
0 149 5,625 2,218 CAPITAL OUTLAY
342,917 321,491 256,752 236,834
WORK PROGRAM:
The Street Tree Division provides maintenance to all trees in the public right-of-way. and provides maintenance
services in Carlsbads downtown Village, beach accesses, open space areas, and at City facilities.
PROGRAM ACTIVITIES:
Street Trees
This division program provides maintenance for over 21,000 trees on City right-of-ways. The Maintenance consists of pruning, planting, watering, removing, replacing, and root pruning. The division annually responds to over 900 street tree work orderslrequests, removes approximately 25 trees and plants over 400 trees annually 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.
WORKLOAD STATISTICS:
1400
1200
1000
800
600
400
200
0
'1.285
I
Work Orders
SIGNIFICANT CHANGES:
1,148 c 0 FYOO
OFYOl
FY02
Trimmed Removed Planted
Implementation of the Community Forest Management Plan.
148
PROGRAM: MEDIAN MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 1615024
1999-2000 2002-03 2001-02 2000-01
ACTUAL ACTUAL
0 149 0 2,218 CAPITAL OUTLAY
370,966 333,360 321,343 263,828 MAINTENANCE & OPERATIONS
BUDGET
206,814 202,125 208,189 177,009 PERSONNEL
BUDGET
WORK PROGRAM:
improvement areas.
Provide weekly landscape maintenance and litter control to all City medians and to redevelop landscape
PROGRAM ACTIVITIES:
Maintain on a weekly basis, over 56 acres of landscaped medians. Maintenance includes trash pick-up, weed
control pruning, planting, pesticide application, removals, replanting, and irrigation repairladjustment.
Provide on-going program for contracting, administering and overseeing median maintenance for Over 43 acres of City medians.
StreetscaDe Maintenance
Maintain approximately eight (8) acres of high-maintenance areas including planter boxes, downtown fountain,
pond, landscape pockets, and parking lots. Maintenance activities consist of litter control, weed control, pruning, planting, pesticide/fertilizer application, irrigation repairladjustment, parking lot sweeping, fountain
maintenance, and related duties with streetscape improvements.
WORKLOAD STATISTICS:
Acres Maintained
SIGNIFICANT CHANGES:
None.
149
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6205060
1999-2000
ACTUAL ACTUAL
2000-01 BUDGET
2001-02
BUDGET
494,860 427,546 477,259 PERSONNEL
2002-03
516,988
MAINTENANCE & OPERATIONS
0 36,000 0 0 CAPITAL OUTLAY
1,306,303 1,255,245 1,139,257 985,018
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 milelhour charge by class of vehicle generate revenues to this department. This program involves all facets of vehicle repair, maintenance and parts, ensures 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
equipment.
accordance with County and State regulations. The fleet is comprised of 280 vehicles and 127 other pieces of
PERFORMANCE MEASURES:
Benchmark
time the vehicle is delivered to the shop. Ninety percent (90%) of scheduled preventive maintenance work orders are completed within 48 hours from the
Seventy-five point six percent (75.6%) of scheduled preventive maintenance work orders were completed within
48 hours from the time the vehicle was delivered to the shop.
&&t
Benchmark
90% of internal surveys returned indicate the quality of service by fleet servicesloperations at "Good to 'Excellent" in all service categories.
Result
One hundred percent (100%) of internal surveys returned indicate the quality of service by fleet
servicesloperations are "Good" to "Excellenr in all service categories.
PROGRAM ACTIVITIES:
Reoair and Maintenance
Provide routine preventative maintenance and repairs for the fleet; inspect vehicles required for the Biannual
units disabled in the field.
Inspection of Terminals (BIT) and smog programs; sublet repairs to vendors as necessary; make road calls for
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.
150
PROGRAM: VEHICLE MAINTENANCE
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES
PAGE TWO
ACCT NO. 6205060
PROGRAM ACTIVIES (Continued) - Secure the necessary fuel and lubricating oil stocks through cooperative buying contracts with other agencies;
Fuel and Oil
maintain sufficient stock on hand for emergencies; continue to supply fuels and lubricating oils to the Carlsbad
Wastewater Authority; monitor fuel tanks in accordance with State and County regulations.
Unified School District, San Dieguito Union High School District, Cannon Pacific Services and Encina
WORKLOAD STATISTICS:
NUMBER OF REPAIRS
1000
800
600
400
200
n
Preventative Shop Repairs Vendor Ernerg. Road
Maintenance Repairs Repairs
GALLONS OF FUEL USED
300 -
250 - - 200 -
150- - 100 - e
50 -
0 - -".
0. -
FYOO FYOI FY02 FY03 est.
SIGNIFICANT CHANGES:
None
151
PROGRAM: VEHICLE REPLACEMENT
FUND: INTERNAL SERVICE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 6215061
MAINTENANCE & OPERATIONS
WORK PROGRAM:
This program sets a replacement charge for each piece of equipment in the City's motofkzed 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
ensures a more cost effective fleet.
special districts. The replacing of units enable the City to meet clean air requirements of the San Diego Basin and
PROGRAM ACTIVITIES:
Calculate future acquisition costs for units costing $5,000 or more in the rental fleet and establish an average
Fund Maintenance
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 DisDosal
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:
5001 402 407 410
400
300
200
100
0
VehiclelEquipment VehiclelEquipment Total Units
Acquired Disposed
SIGNIFICANT CHANGES:
None.
152
PROGRAM: CARLSBAD GOLF COURSE
FUND: ENTERPRISE
PROGRAM GROUP: GENERAL SERVICES ACCT NO. 5725001
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
2001-02 2002-03
BUDGET
PERSONNEL 0 0 0 0
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
300,000 349.750 144,330 196,059
WORK PROGRAM:
golf course.
Community Services and Park Development will assist the Project Oversight Committee in developing a municipal
PROGRAM ACTIVITIES: PERFORMANCE OBJECTIVES:
Continued Land Management Plan . Land Management Program:
Maintain the proposed golf course property to Prevent further encroachment of existing . Remove unprotected and insignificant native
retain the viability of the project development. habitat.
vegetation from project footprint.
- Continue environmental processing through
Proiect Processinq Preparation, review and analysis of proposed
USF&W, CDFBG and the Coastal Commission. - Retain environmental consultant and process
golf course plan.
EIR. . Process approvals for the golf course.
Meet with Golf Course Steering Committee on an
as needed basis.
SIGNIFICANT CHANGES:
None.
153
PROGRAM: MAINTENANCE & OPERATIONS
FUND: VARIOUS
PROGRAM GROUP: MAINTENANCE & OPERATIONS SUMMARY
1999-2000
BUDGET ACTUAL ACTUAL
2000-01
BUDGET
2001 -02 2002-03
PERSONNEL 4,225,016 4,086,735 4,436,288 4,648,340
MAINTENANCE 8. OPERATIONS
261,667 272,522 65,485 188,930 CAPITAL OUTLAY
26.569.997 26,947,466 21,733,760 20,268.1 19
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
Operations
Recycled
OPERATIONS
WATER
154
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 0016355
1999-2000
ACTUAL ACTUAL
2000-01
BUDGET
4,310 6,232 7,513 39.844 CAPITAL OUTLAY
1,328,145 1,517,942 1,007,042 971,454 MAINTENANCE & OPERATIONS
BUDGET
1,171,632 1,186,803 1,026,962 1,000,374 PERSONNEL
2002-03 2001-02
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 Safety:
Benchmark
One hundred percent (100%) of roadway segments meet CalTrans collision rates
Results
Ninety-five percent (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
Average Pavement Condition Index (PCI) in the 70-85 range. Measurement: Average PC1 of 75 as measured in most recent survey, 1997-98,
PROGRAM ACTIVITIES:
Contract Manaaement
Contract Management consists of contract design, inspection. and support.
Roadside Maintenance
Roadside Maintenance activities consist of weed abatement, litter pick-up, debris hauling, cement repair, and guardrail maintenance.
The cleaning of brow ditches, catch basins, drainageways. and gutters
Drainaae Svstem Maintenance
Citv Sian Maintenance
Fabricate, install and maintain all traffic, street name and special signs throughout the City.
155
PROGRAM: STREET MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE 8, OPERATIONS
PAGE TWO
ACCT NO. 0016355
PROGRAM ACTIVITIES (Continued)
&&&t Consists of crack sealing, surface patching, trench repair, base replacement, and pothole patching.
Paintincl
Consists of graffiti removal, line striping, crosswalks and stop bars, pavement messages, and curb and bull
nose painting.
WORKLOAD STATISTICS
PW STREET MAINTENANCE 2001 STAFF HOUR TOTALS
2.57%
21.26%
Drainage
SIGNIFICANT CHANGES:
None.
156
PROGRAM: TRAFFIC SIGNAL MAINTENANCE
FUND: GENERAL
PROGRAM GROUP: MAINTENANCE &OPERATIONS ACCT NO. 0016370
1999-2000 2002-03
ACTUAL
2001-02 2000-01
28.751
ACTUAL
61,385
BUDGET
57,420 55,006
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
45,256 109,853 0 14,975 CAPITAL OUTLAY
578,714 531,359 688.558 381,767
WORK PROGRAM:
Maintain the City's traffic signal system.
PROGRAM ACTIVITIES:
Customer Reauests
Respond to traffic signal repair requests.
Administer traffic signal maintenance agreement.
Contract Administration
USA Markouts
Mark underground utilities in coordination of the Dig Alert system.
lnsDectionlConstruction Coordination
Coordinate and inspect the installation and modification of traffic signals.
WORKLOAD STATISTICS:
PUBLIC WORKS TRAFFIC SIGNALS STAFF HOUR TOTALS
~llnspedian I Cwrdinalion 3.02% Coneact Admin
5.02% \ [ 13.13%
SIGNIFICANT CHANGES:
None.
157
PROGRAM: STREET LIGHTING
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1626357
1999-2000
ACTUAL ACTUAL BUDGET BUDGET
231,484 PERSONNEL
2002-03 2001-02 2000-01
202,609 178,290 186,630
MAINTENANCE & OPERATIONS 528.823 641,128 889.816
0 56,000 0 58 1 CAPITAL OUTLAY
95231 1
WORK PROGRAM:
Maintain the City’s street lighting system to maximize the safety and circulation efficiency of the roadway system.
PROGRAM ACTIVITIES:
Customer Reauests
Respond to street light repair requests.
Circuits
Troubleshoot or repair of underground circuits and associated equipment
Mark underground utilities in coordination with the dig alert system. USA Markouts
Surveillance and Reoair Perform night surveillance to identify and schedule needed repairs.
Svstem UDarades
Installation of technological advances.
WORKLOAD STATISTICS:
.Special Projects Inspection\
Coordination
4% 4% I I /- 4%
BMiscellaneous
23.21%
Repair
19% Requests
38.07%
SIGNIFICANT CHANGES: None.
PROGRAM: BUENA VISTA CHANNEL MAINTENANCE
FUND: MAINTENANCE ASSESSMENT
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 1636312
1999-2000
ACTUAL
2000-01
ACTUAL
2001-02
BUDGET
0 0 0
BUDGET
2002-03
1,590 751,500 7,176 8,924 MAINTENANCE &OPERATIONS
0 PERSONNEL
ICAPiTAL OUTLAY I
WORK PROGRAM:
The Buena Vista Channel Maintenance Assessment District was created to ensure that adequate monies would be
collected to administer and maintain the Buena Vista Creek from Jefferson to Haymar Bridge. Properly owners are
assessed annually and 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 and calculating fees.
Monitoring and periodic clearing of the overgrowth and silt within the channel.
WORKLOAD STATISTICS:
Because the dredging of the channel only occurs every four years, there are no statistics available and no
performance measures have been identified for this program.
KEY GOALS FOR 2002-03:
TOD Qualitv Services
Evaluate alternative strateaies followina drainaae studies in liaht of uo-scaled environmental
clearanceshitigation measures to ensure desired drainage pkterns,'
SIGNIFICANT CHANGES:
No dredging of the channel planned for budget year
159
PROGRAM: WATER OPERATIONS
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE 13 OPERATIONS ACCT NO. 5016310/5026310
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
2,238,360
BUDGET
2002-03
2,390,299 2,249,715 2,160,295
BUDGET
PERSONNEL
MAINTENANCE & OPERATIONS
CAPITAL OUTLAY
18,823,128 18,266,778 15,300,675 14,727,211
205,801 46,937 53,676 78,326
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
Ninety-eight percent (98%) of bacteria samples free of coliform bacteria as adopted by the City's Performance
month are total coliform-positive. Measurement Team. The State requirement is that less than 5 percent of all samples collected during any
Fiscal Year Number Total
Collected Total Positive Bacteria-Free Bacteria-Free Percent
1995-96 1,316 4 1.312 98.0%
1996-97 1,349 6 1,343
1997-98 1,354 1 1,353 98.1%
1998-99 1,428 3 99.2% 1,425 1999-00 99.0% 1,615
2000-01 1,725
1 1,614
3 1,722 99.8% 99.9%
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
necessary, annually.
.05 hours in a year. This benchmark was established at baseline level and will be reviewed and revised, if
Fiscal
Year Hours
Total
Distribution Lines Distribution Line
Miles Hours/Mile
1998-99 18 350 .05 1999-00 17 400 .04 ~. ~ 2000-01 0 410 0.00
Water Deliverv Efficiency
Annual water loss not to exceed six percent as set by SMWD (City) Standard Bulletin 166-4. Urban Water Use
recommends that the loss after treatment be maintained at 10% or less.
in California, August 1994. Distribution system losses commonly range between 6 and 15%. AWWA
Fiscal Water
1996-97
Year
2.08%
Loss
1998-99
1997-98 2.66%
4.87%
1999-00 5.36%
2000-01 4.29%
160
PROGRAM: WATER OPERATIONS PAGE TWO
FUND: WATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE 81 OPERATIONS ACCT NO. 5016310/50~6310
PERFORMANCEMlORKLOAD MEASURES (Continued)
Cost of Service
Fiscal Delivered Cost of Year (AC.-FT.) Service
Cost for
AC.-FT.
Delivered
1999-00 20,069 $18,393,999 $916.54 2000-01 21,135 $19,375,900 $916.77
PROGRAM ACTIVITIES:
Administration
Provide support for Maintenance and Ooerations oroarams: coordinate budget development and fiscal activities:
maintain payroll records and time 'card admin'ktration: coordinate kterdeparimental 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 controb 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.
WORKLOAD STATISTICS:
Water Service Turn- Opemtions/System Daily
Off/On Maintenance Flow Control Station
9% 15% Maintenance
Water Use Data
Fire Hydrant \ Fire Hydrant
Maintenance
18%
ReplacemenWRepair
5%
SIGNIFICANT CHANGES:
Several positions were allocated to water from sewer to accurately reflect the work performed for each program
161
PROGRAM: WASTEWATER OPERATIONS
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
1999-2000
ACTUAL
2000-01
ACTUAL
2001 -02
BUDGET BUDGET
664,730 PERSONNEL
2002-03
588,775 694,540 764,731
MAINTENANCE & OPERATIONS 3,562,581 3,881,613 4,765,143 4,735,862
CAPITAL OUTLAY 55,204 6,300 53,500 4,296
PROGRAM GROUP DESCRIPTION:
The City of Carlsbad. operates and maintains a 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.
PERFORMANCE MEASURES:
Sewer Svstem Reliability
Total Gallons Spilled Benchmark m!&@
895,651 895,651 Total Feet of Mains 2,116,992
Total Gallons per Foot 765,600 765,600 1.17 1.17 765,600
2.77
2000-01
1997-98 1998-99 1999-00 2Q@&&l Fiscal Year Expenses $2.364.962.00 $2,244,652.00 $2,233.201.00 $2,308.593.00
Annual Flow Flow - mgd 5.10 5.98 6.34
1.861.50 2.18270 6.50 2,314.10 $lmg $1 270.00 $1,028.00 $965.00 $973.06 2,372.50
162
PROGRAM: WASTEWATER OPERATIONS PAGE TWO
FUND: WASTEWATER ENTERPRISE
PROGRAM GROUP: MAINTENANCE & OPERATIONS ACCT NO. 5116310
WORKLOAD STATISTICS:
Sewer Lateral Main
Stoppage
7.7%
Sewer Lateral Main
Research
5.2%
SIGNIFICANT CHANGES:
None.
.
163
PROGRAM: SOLID WASTE MANAGEMENT
FUND: SOLID WASTE ENTERPRISE
PROGRAM GROUP: MAINTENANCE AND OPERATIONS ACCT NO. 5206375
1999-2000 2002-03 ACTUAL 2001-02 2000-01
BUDGET
69,520 53,088
BUDGET 61,317
ACTUAL
73,663 PERSONNEL
MAINTENANCE & OPERATIONS
0 0 0 0 CAPITAL OUTLAY
149,747 224,928 207,568 87,359
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:
Eighty-one point five percent (81.5%) rate solid waste services as "Good or "Excellent".
Gustomer Satisfaction
. Residential rates (adjusted for City fees) are third lowest in the County
Cost Efficiency
Diversion
9 Year 2000 Diversion rate as reported to the California Integrated Waste Management Board: fiftyeight percent
(58%).
PROGRAM ACTIVITIES:
Implement components of Source Reduction and Recycling Element (SRRE) and Household Hazardous Waste
and submit reports and documents.
Element (HHWE). Coordinate activities with Countywide Technical Advisory Committee. As required, prepare
. Ensure collection and disposal of solid waste generated in Carlsbad; coordinate activities with regional groups;
Solid Waste
collector.
administer and monitor the solid waste sewices contract; and review reports and rate requests from authorized
Prepare and administer recycling contract. Prepare State and County grant applications. Attend regional
RecvclinalDiversion
recycling meetings and coordinate City efforts with other agencies. Coordinate and monitor all recycling
programs.
SIGNIFICANT CHANGES:
Additional funds have been budgeted to perform a rate study in fiscal year 2002-2003.
164
165
Operating Budget & Capital Improvement Program
FY 2002 - 2003
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
OVERVIEW
The City of Carlsbad Preliminary Capital Improvement Program (CIP) is a planning document,
which outlines the expenditure plan for future capital projects and the corresponding revenues to
pay for those expenditures. The CIP is a financial planning document, not a commitment for
spending. Spending authorization is given only at the time the City Council formally adopts the
proposed budget, and, at that time, funds are only appropriated for the following fiscal year.
The information shown in subsequent years is being provided to provide the most
comprehensive snapshot of all the known future facilities the City of Carlsbad plans to construct.
What is the definition of a CIP project? Projects that are
shown in the CIP are generally defined as any construction (or
reconstruction) of major infrastructure or buildings that are
located on or in the ground. In most cases, the total construction
cost of each CIP project is added to the City's inventory of major
infrastructure and buildings.
The 2002-2003 Preliminary Capital Improvement Program outlines $36.1 million in new
appropriations and projected revenues during the fiscal year are estimated at $33.1 million. As
the City continues to grow and develop, there is a corresponding increase in the demand for
development-related services and new facilities. To ensure that the necessary infrastructure and
facilities are built on a schedule that meets or exceeds this demand, the citizens of Carlsbad
adopted a Growth Management Plan in 1986. The Growth Management Plan states that unless
a standard level of facilities is available to meet new demands resulting from the City's growth,
development cannot proceed. This Plan is the foundation for making decisions about the timing
and prioritization of the capital projects under consideration. 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 currentand
anticipated development activity occurring throughout the City.
In addition to prioritizing projects based on growth management, projects are continuously
evaluated and prioritized to ensure the City's resources for facilities are allocated based on a
well thought-out plan.
Projects in this CIP document were prioritized based on the following criteria:
compliance, legal mandates, or the health and safety of the 1
citizens?
2. Is the project needed soon for growth management
3. Is the project needed now for other City standards
compliance?
(examDle: ball field standards)?
4. Is the project needed soon for other City standards?
5. Does the proiect complete or provide part of the basic
infrastructure iexamplej a linking'road segment)?
timing or funding opportunity)?
6. Are there other reasons to construct the project (example:
166
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
FUTURE GROWTH AND DEVELOPMENT
type of growth need to be made. These assumptions can change from year to year and
In order to estimate future revenues from development, several assumptions about the rate and
correlate with the economic climate.
projects to the buildout capacity of the City using adopted general plans. Information about
Every year, City staff evaluates all existing and future development projects and compares these
existing building activity combined with estimates of how remaining net developable land might
develop are then summarized to prepare future proiections about when and where growth will .. occur. Finance Department staff then prepares estimates of
future development fee revenues paid by those developments,
and compares these revenue estimates io the expenditure plan
to ensure that funding will be sufficient and available for
construction of the planned capital projects as shown in the CIP.
In addition to evaluating whether or not capital funds are
sufficient, several projects have significant operating cost
impacts that are also analyzed at that time. Where funding
discrepancies occur, project timing is again evaluated and
recommendations are made to resolve the discrepancies.
Residential development is expected to slow down in the coming years, as compared to the
previous 5-year period. This slow down is not necessarily based on economic conditions, but
rather on the development schedules of the remaining vacant parcels. Residential development
for 2001-2002 was projected at 587 building permits; however, recent estimates anticipate about
733 units will be permitted by the end of the current fiscal year. Construction is expected to
decrease to about 930 units per year for the next five years, as compared to an average of over
1600 units per year for the previous 5-year period.
Residential Units Trend 1986 to 2007
Non-residential development is also showing signs of slowing down. The average annual
building permits for the past 5 years was about 1,500,000 square feet of non-residential
development. This year, the estimate is for just over 800,000 square feet, andestimates for the
next 5 years are approximately 900,000 square feet per year. Projects include several
commercialhetail developments located in or near the areas where most of the residential
development has occurred or is planned over the next several years. A variety of projects are
167
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
planned in the next 5 years, including restaurants, hotels, shopping centers, golf company
expansions, and various other industrial and commercial development projects. The following
table shows the number of residential units and non-residential square feet of development used
in calculating estimated revenues for 2002-2003 and subsequent years to buildout.
Projected Development
Residential and Non-Residential Construction
REVENUES
Revenues for Capital Projects from now until buildout total $393.4 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 2002-2003 to Buildout
Total Revenue = $393.4 million
Development Special WaterISewer Infrastructure Other
Fees Districts Replacement Maintenance Agencies
Approximately 41% 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
168
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Connection Fees (MFF), and Sewer Connection charges. Revenue from special districts, such
as Community Facilities Districts and Bridge and Thoroughfare Benefit Districts comprise 13% of
the total. Water and Sewer replacement revenues generated by user fees equal approximately
7% of total revenues, and are used to pay for replacement of existing water and sewer facilities.
Infrastructure Maintenance revenues are transfers from the Cities General Fund which are being
set aside to pay for replacement and major maintenance of capital facilities other than sewer
and water facilities. The remaining 24% consist of revenues from otheragencies including
Federal & State grants, the County sales tax program (TransNet), contributions from other Cities
and Counties, and pending financing districts.
Calculation of Future Fees
The revenue projections of the Capital Improvement Program reflect the growth assumptions
identified in the previous section. The following information delineates how those assumptions
were applied to estimate future development revenues. The mix of multi-family and single-family
residential units is assumed to be 35% and 65% respectively and reflects the anticipated mix of
residential development for each Local Facilities Management Zone. The building permit
valuation used for computing Public Facilities Fees is $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 Traf'fic ImpactFees (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 $94. 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 comrnerciahdustrial building can vary widely depending on
the ultimate land use. The value assigned to each commercial/industriaI trip is $38.
The implementation of CFD No. 1 in 1991 reduced the total amount of projected PFF and TIF
revenues, since some projects previously funded from these sources are now funded through
this CFD. CFD No. 2 is proposed to fund Rancho Santa Fe Road and Olivenhain Road, but has
not yet been formally established. A prepayment program is in place to enable development to
proceed within this proposed district.
Park-in-Lieu Fees are collected for the purchase and development of parkland within each
quadrant of the City. The fees are based on the acquisition cost of parkland, and were
increased in June 2001 to reflect the escalating cost of land
throughout the City. Projects in the CIP funded with Park-in-Lieu
Fees include Pine School Park site development in the NW
Quadrant, Larwin Community Park and future park development in
the NE Quadrant, parkland restoration and acquisition in the SW
Quadrant, and Alga Norte parkland acquisition in the SE Quadrant.
There are two existing Bridge and Thoroughfare Fee Districts (BTD), which were formed by
property owners to finance specific road construction projects located within each of the district
boundaries. Poinsettia Lane - Aviara Parkway (BTD No. 2) 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.
169
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Two additional financing districts may be formed in the upcoming years to fund College
Boulevard and Cannon Road extensions east of El Camino Real, and Melrose Drive and
developments in those areas to assist in the formation of those financing districts.
Faraday Avenue extensions. City staff is currently working with property owners with pending
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 2002-2003 TO BUILDOUT
The CIP for 2002-2003 to buildout outlines approximately 177 future projects at $359.6 million.
CIP Project Statistics
Parks
Sewer
Water
FacilitieslCivic
Drainaae
Expenditures by Category
2002/2003 to buildout
Total = $359.6 million
120
100
80
60
40
20
0
Civic Drainage Parks Sewcr Water Svccts Loans
170
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
The largest expenditure category is for street and traffic signal construction projects, which total
$1 15.3 million or 32.1% 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 2002-2003 to Buildout CIP:
Faraday Avenue and Melrose Drive Extensions east of El Camino Real
Poinsettia Lane to El Camino Real
Poinsettia Lane east of El Camino Real
Cannon Road to El Camino Real
Cannon Road and College Boulevard East of El Camino Real
Rancho Santa Fe Road to San Marcos and Encinitas
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
Sewer projects are the second largest expenditure category and total almost $74.2 million.
Projects include the construction of the South Agua Hedionda interceptor, the Vista/Carlsbad
trunk line interceptor, cleaning and refurbishment of existing sewer lines and access holes, the
repayment of bonds for the expansion of the Encina Wastewater Facility, and the Encina parallel
ocean outfall and cogeneration projects. The largest of these projects is the Vista/Carlsbad
interceptor currently under construction. There are several phases to this project which will span
over several years. 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.
The third 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 Northeast Quadrant
NW Quadrant Park (Pine School) Larwin Park
Community Facility (Pine School)
Cannon Lake Park
Hosp Grove-Buena Vista Lagoon Recreational Improvements
Southwest Quadrant
Poinsettia Park Phase II
Aviara Community Park
Southeast Quadrant
Alga Norte Park
Swimming Pool at Alga Norte Park
Leo Carrillo Park Phase Ill
In addition, Veteran's Memorial Park, a 100-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.
Water projects total about $26 million (7.2%). The primary projects
included in this category are reservoir construction and improvements,
and construction of recycled and potable pipelines. Some of the major
areas in which these installations or upgrades are planned include
segments of College Boulevard, Poinsettia Lane, El Fuerte, and along El
Camino Real.
Construction of City facilities such as libraries, administrative
facilities, and police and fire facilities total $43.9 million, or
12.2% of the total planned capital expenditures to buildout.
The Capital Improvement Program includes funds to
reconstruct and expand this facility in future years. 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 (2002-2003 to Buildout) following this narrative.
172
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
CAPITAL PROJECTS -THE NEXT FIVE YEARS
Some of the major projects planned forthe next five years are discussed below; their locations
can be seen on the map in the previous section.
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 Rancho Santa Fe will improve regional and local traffic flow
generated in the southern part of the City.
Aviara Community Park - Construction is scheduled to begin next fiscal
year on this 24-acre site located in the southwest quadrant north of
Poinsettia Lane and west of El Carnino Real. The park is planned to
include ball fields, soccer fields, basketball courts, tot lots, and open play
and picnic areas. A community center will also be constructed at this
location.
Larwin 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.
0 Alaa Norte 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.
Design of the park will begin next fiscal year, with construction in the
years to follow.
Poinsettia Park Phase I1 - Within the next five years, development of the final phase of
Poinsettia Park is scheduled. Plans 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. Design and construction are planned in the
next two years.
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 Rancho 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.
Drainaqe Facilities - Funding for the construction of drainage facilities along College
Blvd. and Cannon Road are scheduled next fiscal year.
Vista/Carlsbad Interceptor - The Vista/Carlsbad Interceptor project involves installation of
a new and upgraded sewer trunk line through the downtown portion of Carlsbad to the
Encina Water Pollution Control Facility. The interceptor will run along Jefferson Street
from Interstate 5 to Oak Avenue and alongoak Avenue from Jefferson Street to the west
173
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
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. Construction is
currently underway and will continue for several more years.
Waterlines - Several major water lines are scheduled for
construction within the next five years:
- Aviara Parkway from Poinsettia Lane to Palomar Airport Road - College Boulevard from Cannon Road to Carlsbad Village Drive - El Camino Real from Cassia to Poinsettia Lane - El Fuerte from Poinsettia Lane to Palomar Airport Road - College Boulevard from Maerkle Reservoir to Agua Hedionda
Creek
Recycled Water Program - The city plans to construct a recycled water facility to
increase the supply of water and reduce dependence on external suppliers. Funding has
already been authorized for this project, which will span over several years.
SUMMARY
The proposed 2002-2003 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 2002-2003 to Buildout Capital Improvement
residents with a better quality of life.
Program reflects the commitment of Carlsbad's Council and staff to continue providing its
74
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
GROWTH MANAGEMENT PLAN
The Growth Management Plan was developed and voted into law by the citizens of Carlsbad in
1986. The plan was established in an effort to manage development within the City by linking
residential, commercial, and industrial development directly to standards for availability of public
services and facilities.
The Growth Management Plan adopted has established precise standards for eleven public
facilities. Standards must be met at all times as growth occurs. Facilities for which standards
have been established are as follows:
- City Administrative - Wastewater Treatment - Circulation - Fire
-Water Distribution
- Schools
- Library - Parks - Drainage
- Open Space - Sewer Collection
The Plan requires that appropriate public facilities be available, in conformance with the adopted
performance standards, as development occurs. Unless each of the eleven public facility
standards have been met, no new development can occur.
The Growth Management Plan impacts both the Operating Budget and the Capital Improvement
Program. The detailed level of planning required by Growth Management has allowed
Carlsbad's Capital Improvement Program to anticipate the funding needed for capital
improvements through buildout of the City. The timing of construction of facilities is governed by
the rate of development and the 11 performance standards. New public facilities often require
additional staffing and other resources, which affects the Operating Budget. Facilities such as
community centers, parks, and fire stations have been constructed and opened to the public
under this program.
The Capital Improvement Program has been designed to specifically address areas where new
or expanded facilities will be needed to maintain compliance with the adopted performance
standards. With the adoption of the 2002-2003 CIP, compliance with the Growth Management
Plan is assured.
175
2002-2003 PRELIMINARY CAPITAL IMPROVEMENT PROGRAM
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
This budget, which is adopted by the City Council, sets forth the City's Capital expenditure
commits the revenues from these fees through its Capital Improvement Program budget.
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.
176
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
PROJECT TOTAL
JOB KEY PROJECTTITLE FUND BUDGET
PRIOR
EXPIENC
BALANCE
FORWARD -
38311 ADA - CANNON PARK GCC 70.500 25.699 22.301
NEW HOLIDAY PARK - RESTROOM IMPROVEMENTS IMBR
34411 ADA - MISCELLANEOUS FACILITY MODIFICATIONS GCC 741,000 543.615 56.385
162,200
P
CITY HALL
35721 PUBLIC WORKS CENTER
35722 PUBLIC WORKS CENTER
36551 PUBLIC WORKS CENTER
CFWI 26,612,000
CFDIl 10,493,000 1.477.597 9.015.403
WATER REPL
SEWER REPL
4,600,000 4,600,000
2.200.000 2.200.000
-
COLE LIBRARY EXPANSION (35%) CFWl
COLE LIBRARY UPANSION (65%)
4,808,000
PFF 8,320,000
P
34553 COASTAL RAIL TRAIL (CMAQ) - PROJECT STUDY REPORT
34554 COASTAL RAIL TRAIL
FED GRNT
TRANSNETIBIKE
1,568,000 1,441,851 126,149
200.000 172,550 27,450
GCC
CFWl
110.000
1 430 nno
NEW COASTAL RAIL TRAIL - CORRIDOR ENHANCEMENT
CFMl ADMINISTRATION ~~ ~ ~ ~~
34691 OPPORTUNISTIC SAND PROGRAM
34692.93 OPPORTUNISTIC SAND PROGRAM
.. .
GCC
ST GRANT
., ~
65,542 19,367
138.898
36341 PUBLIC WORKS INVENTORY AND FAC MAINT PROGRAM GCC 390.000
113.175 25,723
38611 SENIOR CENTER COURTYARD LANDSCAPING
275.763
GCC 30,000
114,237
30,000
46,175
35081 DOWNTOWN STREET LIGHTING ENHANCEMENT STUDY REDVL BONDS 65.000 10.000 55,000
36511 VILLAGE AREA STREET FURNITURE AND PLANTERS
36501 VILLAGE PUBLIC PARKING ENHANCEMENT PROGRAM
REDVL BONDS 95,000 59,978 15.022
REDVL BONDS
36531 VILLAGE PUBLIC RELATIONS CAMPAIGN REDVL BONDS 50.000 14.902
0 495.215
15.098
SUBTOTAL CIVIC PROJECTS 68,060,955 5,183,052 19,248.193
759,215
35101 ASBESTOS SURVEY
38321 CALAVERA HILLS CENTER- OFFICE EXPANSION
38331 HARDING CENTER - FANS
38341 HARDING CENTER -KITCHEN REMODEL
GCC 40,000 12,916
GCC
27.084
25,000 1.227
GCC
23,773
10.000 0 10,000
GCC 20,000
GCC
7,650 12,350
36381 SAFETY CENTER - BUILDING IMPROVEMENTS
506,561 471.267 35.294
GCC
35761 SAFETY CENTER - CONFERENCE CENTER REFURBISHMENT
50.000
GCC 200,000
18.382 31.618
36422 SENIOR CENTER - RECOAT ROOF
54.458
lM&R
110,542
35151 SENIOR CENTER FLOOR REPLACEMENT GCC 24.893 40,107
240,000
36651 WATER DISTRICT - REPAIWREPLACE CONCRETE ENTRANCE
65.000
WATER REPL 20,000 3,034
1,176,561 593.827
16.966
307.734
3516i77 MISCELLANEOUS FACILITIES MAINTENANCE
SUBTOTAL FACILITIES MAINTENANCE - -
BUSINESS PARK RECREATIONAL FACILITY ZONE 5 2,626,000
177
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200Z2003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2006 20062007 2007-2012 2012 +
162.200
22.500
141,000
26,612,000
895.000
I 25,000 1,000,000
I
4,608.000
8,320,000
11 0.000 ~~ ~~
110.000 110.000 11 0.000 110.000 11 0.000 550,000 330,000 I
20.000
264.000
20.000 ~~ ~~~
874.700 110.000 1.110.000 1.005.000 110.000 40.090.000 330,000
240,000
35,000
I
275.000
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2WU2003 TO BUILD OUT
TOTAL PRIOR BALANCE
JOB KEY PROJECTTITLE
~~
30721 CARLSBAD MUNICIPAL GOLF COURSE GOLF COURSE 5,810.405 5.593.535 218.870
FUND BUDGET EXPIENC FORWARD
VETERANS MEMORIAL PARK CFW1 16,129,000
NEW BEACH ACCESS IMPROVEMENTS IM8R
CANNON LAKE PARK (6.7 ACRES)
50,000
PFF 947,000
36351 CHASE FIELD BATHROOMlSNACK BAR BLDG REPL GCC
38631 HOLIDAY PARK - PLAYGROUND EOUIPMENT lM8R
190,000 48.835
85.000
HOSP GROVUBUENA VISTA LAGOON RECL IMPROVEMENTS PIL-Nw 2.980.000
141.165
85.000
36961 KRUGER HOUSE PRE-SCHOOL TOT LOT GCC 35,000 35.000
35191 MISCELLANEOUS BEACH ACCESS REPAlRSlUPGRADES
38022 PARK SITE DEVELOPMENT - PINE SCHOOL
70.000 58.548 11,452
510.010
GCC
PFF
IM8R NEW SWlM COMPLEX. FlLTRATlONlHEATlNG RENOVATIONS
6.896.000 189.990
162.200
' 38561 LARWIN COMMUNITY PARK (22.3ACRES)
PARK RESTORATION AND ACOUlSITlON
PIL-NE
PI1 .NF
1.220.000 16,872 533,128
d 5"" nnn ~ ~~ ~~ ~ ~
36981 PARK SITE ACQUISITION (15 ACRES) NE OUADRANT PARK
3801 1 PARK SITE DEVELOPMENT (15 ACRES) PIL-NE
. ._
PFF
, , - " , " -
4.550.000 4,550.000
3.000.000
36991 AVIARA COMMUNITY PARK (24.25 ACRES] * PFF 11,997390 881.495
36491 AVIARA REIMBURSEMENT AGREEMENT
10,116,395
PARK RESTORATION AND ACQUISITION
POINSETTIA COMMUNITY PARK - PHASE II
PIL-sw 238.000 18,900 219.100
PIL-sw 2.700.000
38361 POINSETIA COMMUNITY PARK - SOCCER FIELD STAIRS
38641 POINSETTIA COMMUNITY PARK - SYNTHETIC SOCCER FIELD
PFF 7,200,000
GCC 85.000 9,689 75.31 1
lM8R 700,000 5,400 694.600
(*I AVIARA COMMUNITY PARK- $1,725,000 UC FROMAVIAARA LAND ASSOCIATES IS AVAILABLE IF NEEDED TO CONSTRUCTPHASE I
38371 ALGA NORTE LAND ACQUISITION PIL-SE
38372 ALGA NORTE PARK - PHASE I (30 ACRES) PFF
PFF
4.800.000 177,607 4,622393
6,250,000 13,499 236.501
5,936,000 ALGA NORTE PARK -PHASE II (50 METER POOL)
34561 LEO CARRILLO PARK - PHASE I8 II PFF 5.568.000 5.054.348
LEO CARRILLO PARK - PHASE 111 PFF
35791 STAGECOACH PARK DRAIN (LOWER LEVEL] GCC
38381 STAGECOACH PARK - TENNIS ACCESS WALKWAY GCC
513,652
1,703,000
15.000 15.000
25.000 6.581 18.419
98,468,495 12,075.299 22,593,998 SUBTOTAL PARK PROJECTS -
38041 AVIARA PARKWAY STORM DRAIN REIMBURSEMENT (PLDA "C] PLD
36241 CARLSBAD BLVD STORM DRAIN REPLACEMENT lM8R
290.000
80,000
COLLEGE BLVDICANNON RD REACH 3 DRAINAGE FACILITIES PLD 2,600,000
33381 DRAINAGE CHANNEL AND DESILTATION BASINICANNON RD (PLD
COLLEGE BOULEVARD STORM DRAIN (REIM8,IPLDA "8") PLD
PLD
36225 FARADAYIMELROSE DRAINAGE FACILITIES (PLDA"B") PLD
38651 LA COSTA AVENUE STORM DRAIN REPLACEMENT lM8R
PLD
MISCELLANEOUS MASTER DRAINAGE FACILITIES PLD
9,600 280,400
2,100.000
1,260,459 419,504 840,955
1.200.000 68.379 1,131,621
NEW MASTER PLAN UPDATE
128.500 16,169
254.000
10,936.000
112.331
3681 1 MISCELLANEOUS ROAD SUBDRAINS
36812 MISCELLANEOUS ROAD SUBDRAINS
36813 MISCELLANEOUS ROAD SUBDRAINS
GAS TAX
GCC
IM8R
PLD
10,000 438 9,562
200.000
275,000
200.000
275.000
500,000 PARK DRIVE AND TAMARACK AVENUE STORM DRAIN (PLDA "B")
35281 SOUTH CARLSBAD VILLAGE STORM DRAIN TRANSNET-LOC
35282 SOUTH CARLSBAD VILLAGE STORM DRAIN
4.700.000 4.669.543 30.457
GAS TAX
35284 SOUTH CARLSBADVILLAGE STORM DRAIN
3,400,000 3,235,726
TRANSNETISTP
164,274
35283 SOUTH CARLSBAD VILLAGE STORM DRAIN (PLDA "6")
1,240,000 920.186
PLO
319.814
1,160,000
TAMARACK AND ECR STORM DRAIN AND SILT. BASIN (REIMB./PLD PLD
733.695 426.305
1.279.000
179
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS ZWZ2003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10
2002-2003 2003-20’24 2004-2005 2005-2006 2006-2007 2007-2012
BUILDOUT
2012 +
8.064.000 8.065.000
2.980.000
900,000 5,296,000
162,200
670.000
4,500,000
3,000,000
1.000.000 I I
600,000 6,600,000
2,700,000
700,000 7,300,000
5,936,000 I I 1,703,000
3,482,200 12,596,000 600,000 6,600,000 14.000.000 26.521.000
2,600,000
80.000
2.100,000
254.000
10,936,000
r
I 1,279,000
180
PROJECl
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAL PRIOR BALANCE
JOB KEY
38391 TAMARACK AND SUNNYHILL DRAINAGE MODIFICATIONS GCC
36901 TORREJON PLACE STORM DRAIN RELINING GCC
PROJECT TITLE FUND BUDGET EXPiENC FORWARD
30,000 1 1.400 18.600
80,000
SUBTOTAL DRAINAGE PROJECTS 31.722.959 10,084,610
80,000
3.889.319
SEWERPROJECTS
34891 BUILDING IMPROVEMENTS SEWER CONN 1.787.249 486,916
341 11 CAPITAL ACQUISITIONS - UNIT I SEWER CONN
206.398
3,415,037
36691 CAPITAL PLANNlNGiSERVICES
525.624
SEWER REPL 1.910.023
98.820
235.524 267.445
581.447 COGENERATION REHABILITATION SEWER REPL
36681 FLOW EQUALIZATION PROJECT SEWER CONN 8.189252 41.329 2.734.201
SEWER CONN 13,082,183 PHASE IV EXPANSION - DEBT SERVICE
38071 PHASE V EXPANSION SEWER CONN
38061 PHASE V EXPANSION - INTERIM CAPACITY SEWER CONN
11,692,782 76.453
222.297
34491 PLANT REHABILITATION SEWER REPL
157.995 61,302
36701 PUMP STATION INTERFACES
2.908.523
SEWER REPL
1,113297 232.196
59,662
36661 TECHNOLOGY MASTER PLAN SEWER CONN 1,160,942
25.000
312.661
17.649
28.559
713.406
3581 1 AVENIDA ENCINAS GRAVITY SEWER SEWER REPL
33221 BUENA VISTA LIFT STATION
175,000
SEWER CONN 502.132 245,211 256.921
BUENA VISTA LIFT STATION PUMP ADDITION SEWER CONN 233,000
CARLSBAD TRUNK SEWER REACHES VCTlA, VCTlB, VCTlC (SBA SEW BENEF 455.000
36224 FARADAY AVENUE - ORION TO MELROSE SEWER
3891 1 EL CAMINO REAL SEWER - CHESTNUTTO TAMARACK SEWER REPL 420,000 11.110 408.890
34951 FOREST GRAVITY SEWER
SEWER REPL
SEWER REPL
NEW HOME PLANT LIFT STATION SEWER REPL
LA COSTA MEADOWS SEWER EXTENSION SEWER REPL
LA GOLONDRIA SEWER EXTENSION SEWER REPL
NIGHTSHADE GRAVITY SEWER EXTENSION SEWER CONN
NORTH AGUA HEDIONDA INTERCEPTOR REHAB - EL CAMINO REA SEWER REPL
SEWER REPL
NORTH AGUA HEDIONDA TRUNK SEWER REACH NAHTlA SEWER REPL
1,587,800 133,800 616.200
35381 NORTH BATIQUITOS INTERCEPTOR REHABILITATION SEWER REPL
1,533,200
1.000.000
38091 NORTH BATIQUITOS SEWAGE LIFT STATION MODIFICATIONS SEWER REPL
35391 PALMER WAY SEWER EXTENSION SEWER REPL
38101 POINSETTIA LANE SEWER RELOCATION SEWER REPL
POINSETIA SEWAGE LIFT STATION ODOWNOISE ABATEMENT SEWER REPL
110.200 110,200
800.000
285,000
26,431 273,569
175,000
150.000
150.000
620.000
35371 NORTHAGUA HEDIONDA INTERCEPTOR REHABILITATION
928 399.072
332.000 34.800
125.000 102.404 22,596
400.000 39.717 360,283
221,800
34511 SEWER ACCESS HOLE REHABILITATION SEWER REPL 2,800.000 118.382 783.618
38081 SEWER CONNECTION FEE UPDATE
38401 SEWER LIFT STATION REPAIRSAND UPGRADES
SEWER CONN 15.000 5,641 9.359
SEWER REPL
34521 SEWER LINE REFURBlSHMENTSiREPLACEMENT
235.380
SEWER REPL
57.513 177.867
38701 SEWER MASTER PLAN UPDATE
7.868.182 647.406 1.220.778
38702 SEWER MASTER PLAN UPDATE
SEWER CONN 205.698 195.232 10.466
SEWER REPL
33241 SEWER MONITORING PROGRAM SEWER CONN
98,792 98.792
587.138 152,586
SEW BENEF 7,661.494
54.552
38551 VISTNCARLSBAD INTERCEPTOR - PAVEMENT OVERLAY
1.735.283 2,660,211
34921 VISTNCARLSBAD INTERCEPTOR AGUA HEDIONDA LIFT STATION SEWER CONN
695.880 644,680 51.200
6,250.000
38861 VISTNCARLSBAD INTERCEPTOR REACH VCllB
88.499
SEWER CONN
261.501
2,900,000 42.591 257,409
31821 VISTNCARLSBAD INTERCEPTOR REACH VC5A. 5B TO VC11A
SEWER CONN
SEWER CONN
10,200,000
31822 VISTNCARLSBAD INTERCEPTOR REACH VC5A. 58 TO VCllA
12,223,433 10,650,058
SEWER REPL
1573.375
38671 VISTNCARLSBAD INTERCEPTOR REHAB REACHES 1 THROUGH 3 SEWER REPL
702.020 543.172 158.848
377,075
107.104.401
1,393
18.623.828 14.280.171
325.682
382813583 SOUTH AGUA HEDIONDA LIFT STATION AND FORCE MAIN
TRANSNET-LOC
VISTNCARLSBAD INTERCEPTOR REACH VC13 TO VC15
SUBTOTAL SEWER PROJECTS
YYATFR DISTRIBUTION SYSTFM
33762 "D RESERVOIR - PHASE II WATER CONN
33761 "W RESERVOIR - PHASE II
3.984.500
WATER REPL 1,328,000
181
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS ZOOM003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-1 0
2002-2003 2003-2004 2004-2005 2005-2006 20062007 2007-2012
BUILDOUT
2012 +
2,854,000 80.000 500.000 14,315,000
1,093,935
124,050 124.050 124.050 124,050
112.099 112,099 112.099 112,099
124,050 657.868
52,101
1.512.475
276.135
259,016
630.422
322,431
2.870.987 2.542.735
942.161 936,199 936.256 939,581 936.394 4.671.045 3.720.547
7 AR7 Rln 2 dl< no-
66.987 74,430 74,430 74,430 74,430 394,479 803.844
17.013
I 175.000
233,000
100.000 355.000
I 500.000 I I 35,000 250.000
50.000 125.000
50.000
50,000 100.000
100,000
620.000
837,600
158,000
Rnn nnn
1,375200
297.200 I
I
100.000 100.000 100.000 100,000 100.000 500,000 900.000
21,700 200.100
300.000 300.000 300,000 300.000 300.000 1,500,000 3,000,000
20.000 20,000 20.000 20.000 100,000 200.000
1 IfC """
2,600,000
769,360 5,130,640
500.000 4,700.000 5.000.000
I
10.435.480 10.842.688 8,761,395 12,480,800 1.606.975 11.837.657 18,235,407
50.000
I 1,328,000 I
182
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAL PRIOR BALANCE
JOB KEY
580 ZONE SECONDARY SUPPLY
RRll7ONF SI lPPl V
PROJECTTITLE FUND BUDGET EXPIENC FORWARD
WATCD rnm ,=.c nnn I
. . . - - . . - - -. . - . WATER CONN
.. II,_.~"I... -"-,"-"
11 1 AVIARA PARKWAY- POINSFTTIA I ANF TO PA1 OMAR AlF(P0RT RO WATER CONN
550.000
495,000
' GFNFRAT WATFR CONN xn nnn
3&
38421 CALAVERA HILLS WATER BOOSTER STATION STANDBY . .. . .. . _. . _. .
35341 CANNON ROAD WEST TRANSMISSION MAIN WATER CONN 2,864,457 2257.707 606,750
35991 CARLSBAD BOULEVARD - MANZANO DRIVE TO AVENIDA ENCINAS WATFR CONN
~~ ~ .........
" -, - - -
IRR ono ~ ~~ ~ ~ ~~ ~ ~~~ ~ - ~ ~
CARLSBAD BOULEVARD - MANZAND DRIVE TO AVENIDA ENCINAS WATER REPL 142 000
. . . , . -.
COLLEGE BOULEVARD - CANNON ROAD TO CARLSBAD VILLAGE WATER CONN
38171 COLLEGE BOULEVARD - EL CAMINO REALTOAGUA HEDIONDA C WATER CONN
~~ ~ ~~ ~
550.000
235.000 10,501
W~TFD rnm d?l """
50,000
172.874
ml I FGF RnI II FVmn n?.' I INF Tn mmnhl wxni """-""-.....-I_" .- ,._,.-,
36631 COLLEGE BOULEVARD MAERKLE RESERVOIR TO AGUA HEDION WATER REPL
34461 EL CAMINO REAL - PALOMAR AIRPORT ROAD SOUTH
..l..L,~"..l. 1- I ,"""
2,340,000
EL CAMINO REAL CROSSING AT KELLY DRIVE
WATER REPL 3,225,000 174.805 3,050,195
WATER CONN
3W1 EL CAMINO REAL TRANSMISSION MAIN - LISA STREET TO KELLY WATER CONN
NEW EL CAMINO REAL TRANSMISSION MAIN FROM CASSIA TO POINSE WATER CONN
38431 EL CAMINO REAL TRANSMISSION MAIN FROM FARADAY TO COUG WATER REPL
94.000
250,000 50,000
835.800
660,000 512 49.488
. . - - - . . . . . -. ._ . . .-
. . . . , -, . I -, . , . "c","""
WATER CONN 97.210 97.210
WATER REPL
WATER REPL
150,000
MARRON ROAD - PRESSURE REGULATING STATION TO OCEANS1 WATER REPL
1,650,000 178,466 1,471,534 38211 LAKE CALAVERA RESERVOIR IMPROVEMENTS
fi~ noo
34791 PALOMAR AIRPORT - NORTH OF OWENS
35851 POlNSETlA LANE -EL CAMINO REAL TO '"W RESERVOIR
I""."""
WATER CONN 150,000 12.492 137.508
WATER CONN 2,700,000 659.040 2.040.960
WATER CONN 2.800.000 POINSETTIA LANE - EL FUERTE TO EL CAMINO REAL
34421 POINSETTIA LANE - PASEO DEL NORTE TO CARLSBAD BOULEVAR WATER CONN
36581 POINSERIA LANE- FROM "D RESERVOIR TO AMBROSIA LANE WATER CONN
PRESSURE REGULATING STATION - CANNON ROAD AND COLLEG WATER CONN
38581 RANCHO CARRILLO OVERSlZlNGlEXTENSlON WATER CONN
35491 SEAWATER DESALINATION PROGRAMS WATER REPL
TANGLEWOOD PRESSURE REDUCING STATION REPLACEMENT WATER REPL
38191 TAP NO. 2 RESERVOIR WATER CONN
36531 TAP RESERVOIR EXTERIOR PAINTING WATER REPL
1,750,000 6.000 144,000
35301 TRI-AGENCY PIPELINE EROSION PROTECTION WATER REPL
375.000 194.231 180,769
322,000 71,913 250,087
250,000
90.000 90.000
649.860 33.497 616.363
120,000
120.000 552 69.448
150.000
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (16%) WATER REPL 391,450
WATER CERTIFICATE OF PARTICIPATION (COP) PAYMENTS (84%) WATER CONN 2,055,110
36641 WATER SYSTEM INTERTIE CONNECTION
WATER REPL 55.000
38703 WATEWSEWER MASTER PLAN UPDATE
WATER REPL
WATER REPL
38704 WATEWSEWER MASTER PLAN UPDATE WATER CONN
NEW WATER OPERATIONS WATER PUMP PROJECT
400.000 34,774 365,226
124.580 102,206 22,374
36,857,862 4,955,250
27,019
10,582,377
4,126
SUBTOTAL WATER DISTRIBUTION SYSTEM
31,145
DEBT SERVICE ON STATE LOAN RECL WATER
34861 INDUSTRIAL PARK SYSTEM RECL WATER
1,880,702
35861 1-5 RECYCLED WATER TRANSMISSION LINE RECL WATER
1,179,539 316.328 863,211
38291 RECYCLED LINE - POINSETTIA BRIDGE
140.000
RECL WATER
19.595 120.405
36751 RECYCLED WATER PH II RECL WATER
240,000 157,797 82.203
36753 RECYCLED WATER PH I1 -TREATMENT FACILITY RECL WATER
600,000 584,285 15.715
38871 RECYCLED WATER PH I1 - PIPELINES RECL WATER
12,860,000 12,500,000
38881 RECYCLED WATER PH I1 - FLOW EQUALIZATION
15.800.000 1.519.724 14.280.276
RECL WATER
38691 RECYCLED WATER PH I1 - PUMP STATIONS
2,970,000
RECL WATER
2,970,000
2,600,000 806 2399.194
I83
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL Y€ARS 200212003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007
YEAR 6-1 0
2007-2012
BUILDOUT
256.000
2012 +
550.000 i 495,000
50,000 200,000
133,000
142.000
500,000
51,625
421,000
2,340,000
94.000
200.000
835.800
610.000
148,750
820.000
305,000
150,000
!
200.000 400.000 400.000 400,000
604.000
30.000 100.000
I
100.000
I
2,800.000
1 250,000
20,000 100.000
100.000 100.000 1,400,000
50.000
150.000
195.178 196.272
1.024.682 1,030,428
55,000
3,922.285 4.155.450 400,000 500,000 500,000 13,842,500
360,000
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
PROJECT TOTAL PRIOR BALANCE
33691 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO R TIF 30.000 10,290 19.710
33692 TRAF SIG - AVIARA PARKWAY-PDINSElTlA LANE TO EL CAMINO R ASMT DlST
33693 TRAF SIG - AVIARA PARKWAY-POINSETTIA LANE TO EL CAMINO R
593.000
GCC
226,172 213.628
NEW TRAF SlG - CAI I F RARCFI nNA ANn PASFn bl Isn cr-,-
170,000
16" "",l -"
NEW TRAF SIG - CALLE BARCELONA AND PASEO AMLLANO
,""."""
TRAF SIG - CAMINO DE LOS COCHES AND LA COSTA AVENUE
TRAF SIG - CAMINO VlDA ROBLE AND YARROW DRIVE
GCC 150,000
PFF
PFF
150,000
125,000
0
150,000
150,000
0
PFF 110,000
GCC 125,000
150.000
150,000
150,000
35251 TRAF SIG - CANNON RDIPASEO DEL NORTE (SEE CANNON RD WIDll-5 TO PASEO DEL
TRAF SIG - CANNON ROAD AND AVENIDA ENCINAS PFF
TRAF SIG - CANNON ROAD AND COLLEGE BOULEVARD PFF
TRAF SIG - CANNON ROAD AND FARADAY AVE. (SEE FARADAY ROAD EXTENSION STR
TRAF SIG - CARLSBAD BOULEVARD AND AVENIDA ENCINAS
38461 TRAF SIG - CARLSBAD BOULEVARD AND CHERRY AVE
TRAF SIG - CARLSBAD BOULEVARD AND OAK AVENUE GAS TAX
TRAF SIG - CARLSBAD BOULEVARD AND STATE STREET GAS TAX
NEW TRAF SIG - CARLSBAD VILLAGE DR. AND CHATHAM RD. GCC
TRAF SIG - CARLSBAD VILLAGE DRIVE AND AVENIDA DF ANITA GAS TAX an nnn ~~~ ~ ~~~ ~~
36471 TRAF SIG - CARLSBAD VILLAGE DRIVE AND POKTlAC
38461 TRAF SIG - CARLSBAD VILLAGE DRIVE TIMING UPGRADE
-. ._ . . - . -",-"-
GCC
GAS TAX
158,550 123.429 35,121
12,100 12,000 100
TRAF SIG - COLLEGE BOULEVARD AND EL CAMINO REAL PFF 115.000
TRAF SIG - COLLEGE BOULEVARD AND CARLSBAD VILLAGE DRIV
TRAF SIG - COLLEGE BOULEVARD AND LAKE BOULEVARD IN OCE
PFF 110.000
PFF
GCC
100,000
150,000 100,000 38621 TRAF SIG - COLLEGE BOULEVARD AND TAMARACK
NEW TRAF SIG - EL CAM. REAUPWMARRONIHOSP WY
38001 TRAF SIG - EL CAMINO REAL AND POINSETIA LANE
36451 TRAF SIG - EL CAMINO REAL CORRIDOR STLlnY
TRANSNET-LOC 1.200.000
PFF 204.250
ccc
0 204.250
70 nnn 10 ",l"
~ "~
3€461 TRAF SIG - FARADAY AND CANNON ROAD
-" -","- LI,"""
NEW TRAF SIG - FARADAY AVE. AND CAMINO HILLS DRIVE GCC
PFF 125.000 67.554 57.446
125.000
150,000 TRAF SIG - FARADAY AVENUE AND ORION STREET TIF
3621 1 TRAF SIG - FARADAY AVENUE AND PRIESTLY DRIVE
TRAF SIG - FARADAY AVENUE AND RUTHERFORD ROAD
GAS TAX 150,000 8,091 116,909
NEW TRAF SIG - LA COSTA AVENE AND CALLE MADERO
GCC 150,000
GCC
GCC
125,000
125.000
PFF 150,000
GCC
PFF
150,000
250,000 125.000
GAS TAX 125,000
31,625
150,000
TRAF SIG - LA COSTA AVENUWNUEVA CASTILLA
TRAF SIG - MELROSE DRIVE AND LA COSTA AVENUE
NEW TRAF SIG - MONROE STREET AND HOSP WAY
36441 TRAF SIG - PALOMAR AIRPORT ROAD AND MELROSE DRIVE
TRAF SIG - PASEO DEL NORTE AND CAR COUNTRY DR
TRAF SIG - POINSETTIA LANE AND BRIGANTINE ROAD GCC
TRAF SIG - POINSETIA LANE AND EL FUERTE STREET PFF
PFF 244,676 119,676
0
38591 TRAF SIG - POINSETIA LANE AND MELROSE DRIVE
36491 TRAF SIG - POINSETTIA LANE AND PASEO ESCUELA GAS TAX
TRAF SIG . POINSETIA LANE AND SNAPDRAGON DR
150,000
TRAF SIG - RANCHO SANTA FE ROAD AND MELROSE DRIVE (SOU
GAS TAX
PFF
125,000
150,000
NEW TRAF SIG -TAMARACK AVE. AND PONTIAC DRIVE
GCC
GCC
125,000 233 124.767
NEW TRAF SIG -TAMARACK AVE. AND VALLEY STREET GCC
125,000
125,000
PFF 150,000
PFF 150,000
34061 TRAF SIG - RANCHO SANTA FE ROAD AND QUESTHAVEN ROAD
TRAF SIG .TAMARACK AVENUE AND GARFIELD STREET
TRAF SIG - TAMARACK AVENUE AND HIGHLAND DRIVE
SUBTOTAL TRAFFIC SIGNAL PROJECTS 7,963,201 692.445 901,131
I a5
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 20OU2003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 +
519.527
400.000
559.527 159.527 159,527 159.527 797.635 285.432
150.000
150,000
150,000
125,000
150.000
150,000
110,000
125,000
150,000
150,000
80,000
I
115.000
110.000
100.000
1 125.000
150.000
25.000
150.000
125.000
125,000
1 F" nnn
125.000
125,000
31 fi75
I 150,000
I 125,000
150.000
125,000
150.000
125,000
.I?% """
186
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200Z2003 TO BUILD OUT
TOTAL PRIOR BALANCE
JOB KEY PROJECT TITLE FUND BUDGET EXPIENC FORWARD
STREETPROJECTS
36161 ALGA RD STREET LIGHTING - ALICANTE ROAD TO EL FUERTE ST GAS TAX 656.358 553.870
38371 AI GA RnAn MFnlANS 7" """ 102,488
-. .- I... .- ...I_....._
3851 1 CHESTNUT AVENUE WALL
36362 COLLEGE BLVD EAST OF ECWCANNON ROAD REACH 3
GCC 103,875 14.986 88,889
36141 COLLEGE BLVO EAST OF ECWCANNON ROAD REACH 3.4 TRANSNET-HWY
12.195.000 338.651 1 1,349
36361 COLLEGE BLVDICANNON ROAD DISTRICT FORMATION (LOAN)
1,530.000 229.401 320.599
38121 EL CAMINO REAL AND CAMINO VlDA ROBLE
505.421 156.366 349.055
400,000 95,105 304.695
320.000
710.000 32,570 677.430
250.000
NEW EL CAMINO REAL IMPROVEMENTS TRANSNEI-LOC 3,200,000
, ,, l,L"Y,"YY
OTHER
GCC
TIF
TIF
TIF
TIF
EL CAMINO REAL AND CARLSBAD VILLAGE DRIVE
36071 EL CAMINO REAL AND FARADAY AVENUE
EL CAMINO REAL AT AVIARA PARKWAYIALGA ROAD
36431 EL CAMINO REAL MEDIANS
EL CAMINO REAL WIDENING - LA COSTA AVENUE TO ARENAL RO
PFF 1.860.000 93,937 456,063
TIF
33271 EL CAMINO REAL WIDENING - TAMARACK AVENUE TO CHESTNUT TIF
36221 FARADAY AVENUE - ORION WAY TO MELROSE DRIVE (LOAN)
36222 FARADAY AVENUE AND MELROSE DRIVE EXTENSIONS
35931 FARADAY AVENUE MITIGATION - SOUTH OF CANNON CFwtl
450.000
2.024.708 119,885 522.115
45.757 GAS TAX 255,610 209,853
14.790.854 790.854 OTHER
1-5 AND LA COSTA AVENUE AUXILLARY LANES CFWII 1.500.000
GCC 150,000
TIF 480.000
170.000 26.429 143,571
15.000 15.000
772,908 746.505 26.403
500.000
PALOMAR AIRPORT ROAD AN0 COLLEGE BOULEVARD TlF ifin nnn
500,000 0
130,000 63.258 66.742
36721 LA COSTA AVENUE SIDEWALKS
MELROSE DRIVE AND ALGA ROAD
150,000
36841 OCEAN STREET IMPROVEMENTS GAS TAX
38521 OLlVENHAlN ROAD WIDENING MITIGATION MONITORING CFW2
36031 ORION STREET FROM ECR TO FARADAY GCC
36032 ORION STREET FROM ECR TO FARADAY COUNTY
~~~ ~
3401 1 PALOMAR AIRPORT ROAD MITIGATION MAINTENANCE ASMT DlST 158.818 121.182 280.000
PALOMAR AIRPORT ROAD WIDENING AND BRIDGE RECONSTRUC PFF 7,200,000
TIF 480,000
. .. . " , - - -
381 11 PALOMAR AIRPORT ROAD WIDENING AT PASEO DEL NORTE
36671 PAVEMENT MANAGEMENT PROGRAM
36791 PAVEMENT MANAGEMENT PROGRAM GAS TAX
38681 PAVEMENT MANAGEMENT PROGRAM
36891 POINSETTIA LANE EAST OF EL CAMINO REAL FINANCING PROGR GCC
35511 POINSETTIA LANE RAll ROAD RRlnGF WInFNINT: DCC 1 q1.1 ?GI)
TRANSNET-LOC 20,049.348 4.930.625 18.723
15,731,088 117,475 343.926
ST GRANT 814.065 560.556 24,444
60,000 100,000 40,000
9,"" so, If 7ff
POINSETIA LANE WlDENlNG (PASEO DEL NORTE TO BATIQUITO TIF
~~ ~ ~ ~ -. .- , ,. L. I "-,II=L L", I YY
38601 RANCHO SANTA FE ROAD AND OLIVENHAIN IMPROVEMENTS CFwt2
NEW RANCHO SANTA FE ROAD AND OLlVENHAlN IMPROVEMENTS OTHER
1,870.000
2,631,000 2.303 2,828,697
1.151,OOO
31904 RANCHO SANTA FE ROAD NORTH - PHASE I CFLM 5,700,000 7.857 5.692.143
187
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 2002/2003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 +
I 870.000 1 I 1,104.000
2,307,000 981,000
1.291.000
260.000
250.000 5.187.000
500,000 1,664,000
1237.177
I
2.000.000
1,260,000
980.000
I ,,-","""
320,000 t 250,000
300,000 1,500,000
150.000 150.000 150,000 850,000
1,400,000
1,382,708
450.000
14.000.000
1.500.000
480.000
I
160.000
750.000 6,450,000
480,000
4.800.000 1,500,000 1.700.000 1.900.000 2,900,000
1,469,687
2,300,000
229.065
600.000 13,200,000
1,870,000
1.151.000
I I
188
PROJECT
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
TOTAL PRIOR BALANCE
JOE KEY
31906 RANCHO SANTA FE ROAD NORTH - PHASE I
PROJECT TITLE FUND BUDGET EXPIENC FORWARD
CFW2 21,882,900 8,391,910 13,490,990
RANCHO SANTA FE ROAD NORTH. PHASE II (BRIDGE)
SIDEWALWSTREET CONSTRUCTION PROGRAM (35601.33911)
FED GRNT 5,821,600
6.538.804
270,300 131,451 68,849
1,364,764
GCC 509,800
655.665 9,099
TIF
33913 SIDEWALWSTREET CONSTRUCTION PROJECT(33913.36081) TDA
33161 TRAFFIC MONITORING PROGRAM TIF
715.384 23.420
NEW UNDERGROUND DlST. 17. HARDING, MAGNOLIA
SUBTOTALSTREETPROJECTS 185,707,005 46.r<3.079 30,013,889
GOLF COURSE FUND TO GENERAL FUND
BTW2 REPAYMENTTO GENERAL FUND
GOLF COURSE
BTWI2
2,737,200
500,000
BTWI3 CANNON ROAD WEST TO GAS TAX FUND
BTWIZ REPAYMENT TO GAS TAX FUND BTWZ 1.000.000
BTW3 2,000.000
PIL-SWTO GF - POlNSmIA PARK LAND PIL-sw 1.550.000
PIL-NwTO GF FOR PINE SCHOOL ACOUISITION PIL-Nw Reo om ~~ ~ ~ ~~ ~~~ ~-~ ~
PIL=Nw TO GF FOR MADISON ST PROPERTY PURCHASES
PIL-SE TO GF FOR ALGA NORTE LAND ACQUISITION
. . . . . . . . . . , . . .
PIL-Nw 220,000
PIL-SE 2.250.000 ~ ~~
SEA C.D.E.F TO SEW REPL FOR S AGUA HEDIONDA INTERCEPT0 SEW BENEF 3.7ro.000
SBA H TO SEWER REPLACEMENT FOR LIFT STATION PUMP SEW BENEF 42.494
?nl I CCElPbhlNnN Tn CF nTYCD lli" """
FARADAYIMELROSE TO GF
RECYCLED WATER TO WATER REPLACEMENT
OTHER r90.854
RECL WATER
LOAN FROM WATER REPLACEMENT FUND WATER CONN
1,605,000
SUBTOTAL LOAN REPAYMENTS 18.6r5.548 0 0
1.000.000
--""I -, . . . , . -. . , -, **"."""
GRAND TOTAL ALL FUNDED PROJECTS 619.082.7r6 122.584.280 136.859.04r
189
DETAIL SCHEDULE OF CAPITAL PROJECTS BY CATEGORY
FISCAL YEARS 200212003 TO BUILD OUT
YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5 YEAR 6-10 BUILDOUT
2002-2003 2003-2004 2004-2005 2005-2006 2006-2007 2007-2012 2012 *
I I
5,621,600
400.000 400,000 400,000 400.000 400,000 600,000 3,200,000
I
70,000
70.000
70,000 70.000 70,000 70.000 350.000
6nq nnn
i 10.369.552 10,521,600 19.102.708 2,370,000 3,370,000 23,460,177 39,746,000
I 2,737,200
500.000
1.000.000
1,000.000
2,000,000
550.000
220.000
1.000.000 1,250,000
3 770~000 . , . . , . . .
42.494
350.000
790.854
1.605.000
1,000,000
1.000.000 2,340.854 1.080.000 1 .ooo.ooo 2,000,000 11,254,694
36.130.744 39,165,265 32.749.484 24,195,327 6.746.502 109,539,594 111.112.533
190
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR N 2001-2002
JULY 1,2001
UNRESERVED ESTIMATED
ESTIMATED
CAPITAL DEBT SERVICE PROJECTED
ESTIMATED JUNE 30,2002
FUND BALANCE
GENERAL CAPITAL CONST. 8,863,347 3,892,720 2,399,299 0 10.356.768
REVENUES EXPENDITURES LOANS a OTHER BALANCE
INFRASTRUCTURE MAINT 8 REP1
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 4 SE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
TRANSNETlHlGHWAY
TRANSNEnLOCAL
TRANSNETETP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PKWY
BTLW3 CANNON ROAD WEST
CFD #I
CFD 112
FEDERAL GRANTS
SEWER BENEFIT AREA (C-D-E-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
OTHER
5,406,673
346.734
30.751.803
575,836
1,262,118
315,391
818,040
5,406,109
5,367,590
9,263.257
900,902
1,449,577
1,926,602
188.304
1,187,465
596.858
2,582.427
3,243,453
41,947,966
17,525.663
7.108.290
11,059
30,043.610
5,062,898
15,953,333
3,835.005
22,728.736
10,811,420
6,995,282
922,226
3,354,978
0
5,102,603
160,590
436,254
369.488
290,775
173,671
1,174.330
251.548
28,861
44,127
27,422
791,622
38,389
16.668
579,115
5,918,573
103,266
1,065,538
815.148
1.774.079
371.173
8,798,731
34,320,300
2,365,171
2,755,738
2,961.560
1,796,655
20.226
1,033,915
129.864
734,950
402.372
3.644
129,447
16,871
236.288
177,606
7,232,324
230,239
852,139
145,408
2,426,173
123,280
0
949.761
17,869,178
1,833,041
1,634,098
683,718
389,809
947.100
2,915.378
9,072,874
1,691,221
2,128,248
1,624.338
5.556.478
57,989
0
0
0
0
(192,150)
(19,427)
(568.367)
661,522
300.000
0
0
(321,751)
0
(300.000)
0
0
1,471,944
0
0
0
0
0
(942.161)
0
0
(2,024,808)
(131,024)
804.798
(1,150.193)
0
7,727,736
216,870
28,419,456
732.782
1.489.349
263,080
4,833.807
1.640.890
6,305,632
2,582.481
699,524
319,814
292,051
70.318
490.246
925.854
3.683.725
1,513,678
29,997,361
16,957,103
7,935,269
142,489
28,827.306
5,044,062
15,403,126
36,333,060
24,366,845
9,918,012
2.085.266
884,463
886,007 81.256
TOTAL 244,283.779 80,515.293 71,230,211
660,611 0 306.652
(2,411,617) 251,157.244
191
CITY OF CARLSBAD
CAPITAL FUNDS
PROJECTED FUND BALANCES FOR FV 2002-2003
JULY 1,2002
PROJECTED ESTIMATED
FUND BALANCE REVENUES
GENERAL CAPITAL CONST. 10,356,768 c
INFRASTRUCTURE MINT a REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PILAREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlLOCAL
TRANSNET/HIGHWAY
TDA
TRANSNETETP
STATE GRANTS
ASSESSMENT DISTRICTS
COUNTY GRANTS
BTW2 POINS. LN-AVIARA PKWY
CFD #I
BTW3 CANNON ROAD WEST
CFD #2
FEDERAL GRANTS
SEWER BENEFIT AREA (C-D-E-F)
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
7,727,736
216,870
28,349,456
732.782
1.489.349
263.080
4,833.807
1,640,890
6,305.632
2.582.481
699,524
319.814
292,051
70.318
490.246
925,854
3,683,725
1,513,678
29,997.361
16,957,103
7,935,269
142,489
28,827,306
5,044.062
36,333,060
15,403,126
24,366,845
9,918,012
2.085266
884,463
3,100.00(
(
3,397,914
141,794
32,615
342,211
86,664
8.885
929,395
4,546,OOC
905,OOC
70.00C
C
C
C
0
1,620,700
135.252
6,523,950
0
0
803.266
1,977,500
400,000
1,400,000
160,000
2.236.860
817,740
2.469.687
0
TOTAL
OTHER
251,157,244
306.652 1,151,000
33,056,441
CONTINUING
2001-2002
NEW
APPROPR. APPROPR.
4,731,143 1.338,30(
1.184.585 614,40(
216.870
18,460.517
c
3,050.00C
0 c
533,128
0 C
670,OOC
219,100 1,ooo.ooc
4,622,393
2,080.152
C
470.00C
812,748
364,212
6.300.00C
319,814
1.24O.OOC
C
68,849
50,167
70,OOC
229,065
0 C
335.010
468,584
153,OOC
130,535
0
14.774.288
0
110,000
15,134,687 0
2,679,281
126,149 0
2,660.21 1
2,854.000
0
6.269269 7,302,881
7,499,491 3,132,599
519.527
4.694.194 2,662,107
1.260.178
304.000
1.257.150 1.699.687
33,431.004
12,116,382
580.335
68,329 1,151,000
136,916,027 36,130,744
. ,~
JUNE 30.2003
PROJECTED
APPROPR. BALANCE
6,069,443 I 4287,325
1,798.985 9.028.751
216,870 0
21,510,517 10,236,853
0
0
295.699
874.576
1.203.128 628,433
4,622,393
1.219,lOO 430.679
2.550.152
298.078
4,684,875
7,112,748
1,604,212
15,733
312
319,814
138.849
0
279.232 12,819
1,469
0 925.854
488,010
468.584
2.236
130,535
4,035,841
14,884288 21.637.024
1,518,395
16.134.687 822.416
5,533,281
126,149 16,340
3,005254
2,660.21 1
13372,150 17,232,656
2.783.851
33,950,531
10,632,090 6,171,036
7,356,301
2,542,529
3,379,451
13,375,560 13,227,146
2,956,837
884.335 128
1.219.329
1.598.116
238.323
173,046,771 111,166,914
192
CITY OF CARLSBAD
CAPITAL FUNDS
REVENUES ACTUAL AND ESTIMATED
1998-99 1999-2000
ACTUAL ACTUAL ESTIMATED ESTIMATED
2000-2001
ACTUAL
2001-2002 2002-2003
FUND REVENUES REVENUES REVENUE REVENUE REVENUE
GENERAL CAPITAL CONST. 1,581,221 1,046,117 5,470,004 3.892.720 0
INFRASTRUCTURE MAINT 8 REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARKFEE
PIL AREA 1 NW
PIL AREA 3 SW
PIL AREA 2 NE
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNEnLOCAL
TRANSNETIHIGHWAY
TRANSNET/BIKE
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD#2 POINS. LN-AVIARA PW
BTM13 CANNON ROAD WEST
CFD #1
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
GAS TAX
REDEVELOPMENT BONDS
289.482
8,562,805
1,203,795
207,517
69.997
326,350
1,691,916
701,093
4,103,007
3,310.960
98,380
1,524
321,253
45,414
9,494.392
293,629
213,180
15,184,782
291,424
2,247,234
79.745
1,061,677
452.181
5,200.226
1,750,325
1,073,366
3.738.617
2.506152
254,554
1.610.623
NIA 2,056.779
299,443
9,802,551
251.326
178.334
346,922
93,634
505,336
2,045988
8.248.042
1,030,781
1,256
60,903
80,458
341,082
392.844
17,402,714
508.690
13,675,926
732.389
7,881,331
63,526
955,131
429.837
7,635,353
6,020,054
4,182,167
2.091.983
10,683,240
112.219
1.621.261
3,415,471
0
11,200,696
197.908
299,488
107,109
327.437
575,018
2,274,739
2,186,597
85,482
0
127,491
1.593.186
216.490
821.023
99.664
1,196,818
13,431,776
294.547
1,817,868
17,008
818.567
1,193,530
6,273,019
3,517,708
4,746.830
652.387
4,159,407
65.394
2.058.987
3,354.978
0
5,102,603
160,590
436,254
369.488
290,775
173,671
1,174,330
251.548
200.000
28.861
44,127
791,622
27,422
36.389
16,668
579.115
5,918,573
103,266
1,065,538
1,774,079
815.148
8,796,731
371,173
2,365,171
34,320,300
2,961.560
2.755.738
20,226
1.796.655
3,100,000
0
3,397.914
141,794
32.619
342.21 1
86.664
8,889
4,546,000
929.395
905,000
0
0
70,000
0
0
1.620.700
0
6,523,950
135,252
0
603.266
0
400,000
1.400,000
1,977,500
817.740
160,000
2,236,860
0
2.469.687
OTHER
TOTAL CAPITAL FUNDS
..
2,471,355 426.600
.. .. ..
328.364
49,227,405 101,206,217 69,570.013 80,515,293
81,256 1.151.000
33,056,441
NOTE: REVENUES INCLUDE INTERFUND LOANS AND TRANSFERS.
193
BUDGET EXPENDITURE SCHEDULE
CAPITAL FUNDS
1999-2000 TO 2002-2003
1999-2000 2000-2001 2001-2002 (1)
ACTUAL ACTUAL ESTIMATED FUND
GENERAL CAPITAL CONST. 1,822,728 1,812,074 2.399291
INFRASTRUCTURE MAINT & REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 4 SE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETISTP
TRANSNETBIKE
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTM12 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
CFD #2
CFD #1
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
SEWER BENEFIT AREA (C-D-E-F)
SEWER REPLACEMENT
WATER CONNECTION
WATER - RECYCLED WATER
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
0
1.1 14.278
2.339.380
4,330,562
0
0
18,900
1,656,187
0
2.520.005
905,021
27,603
0
160,468
1,670,154
280.296
11,924.563
1213.557
16,748,124
742,315
3,651,865
6.834
917,040
2,085,199
466,244
721.280
2,698,172
322.818
1.388.764
10,733
533.719
0
9.156.779
805,291
408,402
10,184
0
0
0
1,225,108
209,467
718,530
0
129,000
68,047
200.000
36.228
1,129,000
84.523
2,979.486
499.500
946,720
17,008
655.081
756,933
1,587,897
2,389,869
1,862247
166.387
1,407,665
43,316
258,440
1.033.912
129.861
7.504.95c
421,795
3.644
(532.075
209,021
745.973
236,288
6,932,324
230,239
1.173.890
172,550
2,426,173
145.408
300.000
123.280
1,833,041
(522,183
17.869.178
1,634,098
683.718
947,100
389.809
10,015,035
2.915.378
1,822,245
3,649,146
1,323,450
57.989
6,706,671
TOTAL CAPITAL FUNDS
OTHER
62.875.1 11
2,588,302
29,955,502
392.320 660.61 1
73,641,828
2001-2002
CONTINUING
2002-2003
NEW
2002-2003
TOTAL CIP
APPROPR. APPROPR. APPROPR.
4,731,143 1,338,300 6.069.443
1,184,585
216.870
18,450,517
0
0
533.128
4,622.393
219,100
2,080,152
812,748
364,212
319,814
27,450
68,849
50,167
0
335,010
468,584
14,774.288
130,535
16,134,687
126,149
2,679,281
6,269269
2,560,211
7,499,491
33,431,004
4,694,194
12,116.382
580,335
1,257,150
614,400
0
3,050,000
0
0
1,000,000
670,000
0
470,000
6,300,000
1,240,000
0
0
229,065
70,000
0
153,000
0
110.000
0
0
0
2,854,000
0
7,302,881
3,132,599
2,662,107
519,527
1,260,178
304,000
1,699,687
1.798.985
216.870
21,510,517
0
1,203,128
0
1,219,100
4.622.393
2,550,152
7.112.748
1,604,212
319.814
27.450
279.232
138,849
0
488,010
468.584
14,884.288
130,535
16,134,687
126,149
5,533.281
2.660211
13,572,150
10,632,090
33,950,531
7,356,301
13,376,560
884,335
2,956.837
68,329
136,916,027
1,151,000
36,130,744 173,046,771
1,219,329
(1) 2001-2002 ESTIMATEDAMOUNT INCLUDES ACTUAL EXPENDITURES 8 ENCUMBRANCES
194
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
CAPITAL IMPROVEMENT PROGRAM
2002 TO SUILDOUT
PEAR 2o02 . *Oo3 I BEGINNING
FUND
GENERAL CAPITAL CONST.
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 1,421,790
PIL AREA 4 SE 21 1,414
8,889
86.664
TRAFFIC IMPACT FEE 4,225,480 929,395
TRANSNET/LOCAL 1,769,733
TRANSNETlHlGHWAY
4,546,000
335.312
TRANSNETIBIKE
905,000
0
TRANSNETETP
0
TDA
321.751 0
STATE GRANTS
1,469 70,000
241,8&1
COUNTY GRANTS
0
925.854
ASSESSMENT DISTRICTS
0
BTW2 POINS. LN-AVIARA PW
155.236 0
BTW3 CANNON ROAD WEST
3,215,141
1,383.143
1,620,700
CFD dl 15,223,073
135,252
6,523.950
CFD #2
FEDERAL GRANTS
822,416
16,340
0
0
PLANNED LOCAL DRAINAGE 5.255.988 603,266
SEWER BENEFIT AREAS
SEWER CONNECTION
2,383.851 400,000
22,558,037
SEWER REPLACEMENT 7,903,635
1.977.500
1,400,000
WATER - RECYCLED WATER 2,902,056
WATER CONNECTION
160,000
5,223,818 817.740
WATER REPLACEMENT 12,250,464 2.236.860
REDEVELOPMENT BONDS 304.128
GAS TAX 506.365 2.469.687
0
BAL 7/1/2002 REVENUE
5,625,625 0
6.543.151 3,100,000
0 0
9.888.939 3,397.914
732,782 141,794
263,080 32,619
956.221 342.21 1
EXPENDITURES
1,338,300
614.400
0
3,050,000
0
670,000
0
1,000.000
0
6,300,000
470,000
1,240.000
0
70,000
0
229,065
0
153,000
0
0
110.000
0
0
2,854,000
0
7.302.881
3,132,599
2,662,107
519,527
1,260,178
304,000
1.899.687
ENDING
4,267,325
9,028.751
0
10.236.853
295.699
874,576
430.679
628,433
298,078
4,684375
15,733
312
0
321,751
1,469
12,819
925.854
2,236
4.835.841
21.637.024
1,518,395
822.416
16,340
3,005,254
2,783,851
17,232,656
6.171.036
2,542.529
3,379,451
13,227,146
128
1.276.365 ..
OTHER 238,323
TOTAL 114,241.217 33,056,441 36,130,744
1,151,000 238.323
111,166,914
..
1.151.000
(1) BEGINNING BALANCE ON 7/1/2002 IS NET OF CONTINUING APPROPRIATIONS.
195
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
YEAR 2 2003 - 2004 1 BEGINNING ~~.
FUND BAL 711R003
GENERAL CAPITAL CONST. 4.287.325 150,000 4,137,325
REVENUE
0
EXPENDITURES ENDING
~
INFRASTRUCTURE MAINT & REPL 9.028.751 3,100,000 80,000 12,048,751
GOLF COURSE
PUBLIC FACILITIES FEE
0 0 0
10,236,853 5,413,802
0
ZONE 5.13,16 PARK FEE
12,746,000
874.576
2,904,655
PIL AREA 1 NW
147.268
295,699
0
284.678
1,021,345
PIL AREA 2 NE
0
628.433
580.377
PIL AREA 3 SW 430,679
242,214 0 870,647
437,764
PIL AREA 4 SE 298.078 37,777
868,442
TRAFFIC IMPACT FEE 4,584,875 1,296,599 950,000 5,031,474
335.854
TRANSNET/LOCAL 15.733 3,000,000 3,000,000
TRANSNET/HIGHWAY
15,733
TRANSNETlSTP
0 312
TDA
0 0 321,751
1,469 0
STATE GRANTS 12.819
0
0
1,469
COUNTY GRANTS 925,854
0 12,819
ASSESSMENT DISTRICTS
0 0
2,236
925.854
0
BTW2 POINS. LN-AVIARA PKWY 4,835.841 1,052,500
0 2,236
BTW3 CANNON ROAD WEST
0 5,888,341
CFD #I 21,637,024 6,418.741
194,652 0 1,713,047
1 10.000 27,945,764
CFD #2
FEDERAL GRANTS
822,416 33,026 0 855,442
16.340 5.821.600 5,821,600 16,340
PLANNED LOCAL DRAINAGE 3,005,254 1,163,185 0 4.1 68,438
SEWER BENEFIT AREAS 2,783,851
SEWER CONNECTION
400,000
17.232.656 1,921,112
3.183.851
10,105,709
WATER - RECYCLE0 WATER
SEWER REPLACEMENT 6,171.036 1.794.629 5.776.407
2,542,529
1,400,000
160,000
WATER CONNECTION
559,527 2,143,002
3,379.451 1,704,731
WATER REPLACEMENT
3,289.178
13.227.146
1,795,004
REDEVELOPMENT BONDS
2,281,597 866.272
128 0
14,642,471
GAS TAX 1,276.365
0
1,650.000
128
750,000
OTHER 238,323 0 0 238,323
2,176,365
TOTAL 111,166,914 38,161,246 39.165.265 110.162.895
0
0
312
321,751
0
1,516,395
0
9,048,059
196
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSEAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO EUILOOUT
AR 3 2004 - 2005 1
FUND BAL 7/1/2004
BEGINNING
GENERAL CAPITAL CONST.
REVENUE
INFRASTRUCTURE MAlNT 8 REPL 12.048.751
4,137,325 0
3,100,000
GOLF COURSE 0
PUBLIC FACILITIES FEE
0
ZONE 5,13.16 PARK FEE
2,904,655
1,021,845
5,046.983
PIL AREA 1 NW
159,017
580,377 432.948
PIL AREA 2 NE
PIL AREA 3 SW
870.647
868,442
M2.201
PIL AREA 4 SE 335.854
479,984
259.992
TRAFFIC IMPACT FEE 5.031.474
TRANSNEnLOCAL
1,332,643
15,733
TRANSNETlHlGHWAY 312
3,100,000
TRANSNETlSTP 321.751
0
TDA 1,469
0
STATE GRANTS 12.819
0
COUNTY GRANTS
0
ASSESSMENT DISTRICTS
925.854 0
BTW2 POINS. LN-AVIARA PKWY 5.888.341
2,236 0
1.432.045
CFD #I
BTW3 CANNON ROAD WEST
27,945,764
1,713,047 142,560
CFD 82
5,889,330
855.442
FEDERAL GRANTS
129.291
PLANNED LOCAL DRAINAGE
16,340
4.168.438
0
SEWER BENEFIT AREAS
1,139.701
SEWER CONNECTION 10,105,709
3,183,851
5,919,330
400.000
WATER - RECYCLED WATER
SEWER REPLACEMENT
2,143,002
5,776.407 1.400.000
WATER CONNECTION 1,795,004 2,803,311
160,000
WATER REPLACEMENT
REDEVELOPMENT BONDS
14,642.471 3,327,229
GAS TAX
0
2,176.365 1.700.000
128
EXPENDITURES
125,000
0
0
1.750.000
0
0
0
550.000
0
1.852.708
3,100.000
0
0
0
0.
0
0
0
110,000
0
0
0
100.000
0
2,061,729
6.599.666
159,527
1.300.000
100.000
150.000
0
4.012.325
ENDING
15.148.751
0
6.201.638
1,180,862
1,013,326
1.512.848
798,427
595,846
4.51 1,409
15.733
312
321,751
1,469
925.854
12,819
7.320.386
2.236
1,855,607
33,725,095
984,733
16,340
5,308.139
3.483.851
9,425,372
2,143,475
5,114,578
17.869.700
3,298,315
3,726,365
128
TOTAL
OTHER
110,162,895
238,323 15,000,000
53,996,565 32,749,484
14.790.854 447,469
131,409.976
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
PUR 4 2005 ~ 2006 1
BEGINNING
FUND BAL 7/1/2005 REVENUE EXPENDITURES
GENERAL CAPITAL CONST. 4,012,325 0 0 4.012.325
ENDING
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
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETETP
TDA
STATE GRANTS
ASSESSMENT DISTRICTS
COUNlY GRANTS
BTW2 POINS. LN-AVIARA PW
CFD #1
BTW3 CANNON ROAD WEST
CFD #2
FEDERAL GRANTS
SEWER BENEFIT AREAS
PLANNED LOCAL DRAINAGE
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
15,148,751
0
5,201,638
1.180.862
1,013,326
1,512,848
798,427
595.846
4,511,409
15,733
312
321,751
1,469
925.854
12.819
7,320.386
2,236
1,855.607
33,725,095
984,733
16,340
5,308,139
3,483.851
9,425,372
2.143.475
5,114,678
17,869,700
3,298,315
3.726.365
128
3,100,000'
0
4.929.822
530,807
110,000
566,648
368.877
371.099
1,289,317
1.900.000
0
0
0
0
0
0
1,307,680
151,800
4,546,366
0
1,185,487
0
6,782.217
400,000
1,400,000
160,000
2,530,897
241,249
1.750.000
0
0
0
7,495,000
0
1,080.000
0
0
0
470.000
1,900,000
0
0
0
0
0
0
0
1 10.000
0
0
0
355,000
0
11.314.271
81 1,529
159.527
100,000
400,000
0
0
18.248.751
3,636,461
0
1,290,862
464,132
2,079,496
1,167.304
5,310,726
966.945
15,733
321,751
312
12.819
1,469
925,854
2.236
2,007,407
8,628.066
38,161,460
984,733
16,340
6,493.626
3,528.851
4,893,318
5,703,149
2.143.948
5.729.212
17,710.949
128
5.476.365
OTHER 447,469
TOTAL 131,409,976 33,602,266 24,195.327
0
140.816.915
447,469
.. ~,
0
198
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
R 5 2006 - 2007 1 BEGINNING
FUND BAL 7/1/2006 RNENUE EXPENDITURES
GENERAL CAPITAL CONST. 4,012,325 0 0 4.012.325
ENDING
INFRASTRUCTURE MAINT a REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5,13,16 PARK FEE
PIL AREA 1 NW
PIC AREA 2 NE
PIL AREA 3 SW
PIL AREA 4 SE
TRAFFIC IMPACT FEE
TRANSNETlHlGHWAY
TRANSNETlLOCAL
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW2 POINS. LN-AVIARA PKWY
CFD #I
BTW3 CANNON ROAD WEST
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
18.248.751
0
3,636,461
1.290.862
2,079,496
464.132
1,167,304
966,945
5,310,726
15,733
321.751
312
1.469
12,819
925.854
8.628.066
2,236
2.007.407
38,161,460
984,733
6,493,626
16.340
4.893.318
3,528,851
5,703,149
2,143,948
17,710.949
5.729.212
5.476365
128
3,100,000
0
4,848,761
551,564
170,000
555,538
217.771
1,220,757
371,099
2,900,000
0
0
0
0
0
0
667,690
86.856
4.185.590
0
864.238
0
1,983,140
400,000
1,400,000
160,000
2,530,173
300,000
1.800.000
0
D
0
0
0
0
0
1.000.000
0
2.900.000
470.000
0
0
0
0
0
0
0
0
11 0.000
0
0
0
1,080,444
0
526.531
159,527
400.000
100,000
0
0
21.34a.751
0
8,485,221
1,015,697
1,460,852
2,635,034
1,385,074
338.044
6,061,493
15,733
312
321,751
1,469
12.819
925,854
9295,756
2.236
2.094.263
42,237,051
984,733
16.340
7,357,863
3.928.851
5,796,015
5,576,618
2,144421
17,610,949
8,159385
7.276.365
128
OTHER 447.469
TOTAL 140,816,915
..
0
28.313.186
0 441,469
6,746,502 162.383.600
199
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
6-10 2007.2012 1 BEGINNING
FUND BAL 7/1/2007 REVENUE
GENERAL CAPITAL CONST. 4.012.325 0
EXPENDITURES
1,106,625
ENDING
INFRASTRUCTURE MAINT a REPL 21.348.751 15.500.000
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13,16 PARK FEE
PIL AREA 1 NW
PIL AREA 2 NE
PIL AREA 3 SW
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNETIHIGHWAY
TRANSNETlSTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTW2 POINS. LN-AVIARA PKWY
BTw13 CANNON ROAD WEST
CFD #I
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
GAS TAX
REDEVELOPMENT BONDS
0
8.485.221
1.460.862
1,015,697
2.635.034
1.385.074
338.044
6,061,493
15,733
312
321,751
1,469
925.854
12.819
9,295,756
2.236
2,094,283
42.237.051
984,733
16,340
7.357.863
5,796,015
3,928.851
2,144,421
6,576,618
17,610,949
8.159.385
7,276,365
128
12,345,856
0
1233.606
993.797
1.451.W
786,087
679.978
6,096,593
2,300,000
0
0
0
0
0
2,163,529
0
3.198.360
5,224,990
910,336
2,669,240
0
2.000.000
8.090.961
2.000.000
800,000
5,070.584
0
0
11,000,000
17,678,177
0
0
0
0
0
0
3,150,000
2,300,000
0
0
0
0
0
0
3,848,000
39,834,000
2,500,000
0
0
500,000
0
8,908,027
2,929,630
797,635
9,428.500
4,414,000
0
300.000
. . , . . . , . . .
3.152.900
0
2,454.658
2,249,303
4,086.098
2.171.162
9,008,085
1.01 8,022
15,733
321.751
312
12.819
1,469
925,854
2.236
7,611,285
2,792,623
7.628.041
1.895.070
16.340
9.527.103
5.928.851
4,978,948
5,646,988
2,146,786
13,196,949
3,801,469
17,976,365
128
TOTAL
OTHER
162,383,600
447,469
96.359.981
11,845.000
109,539,594
11,845,000 447,469
149.203.987
200
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
12 to Buildout 1 BEGINNING ~~~
FUND BAL 7/1/2012
GENERAL CAPITAL CONST. 2.905.700 0 2.905.700
REVENUE
0
EXPENDITURES ENDING
INFRASTRUCTURE MAINT 8 REPL
GOLF COURSE
PUBLIC FACILITIES FEE
ZONE 5.13.16 PARK FEE
PILAREA 1 NW
PIL AREA 3 SW
PIL AREA 2 NE
TRAFFIC IMPACT FEE
PIL AREA 4 SE
TRANSNETILOCAL
TRANSNET/HIGHWAY
TRANSNETISTP
TDA
STATE GRANTS
COUNTY GRANTS
ASSESSMENT DISTRICTS
BTD112 POINS. LN-AVIARA PKWY
BTW3 CANNON ROAD WEST
CFD #1
CFD #2
FEDERAL GRANTS
PLANNED LOCAL DRAINAGE
SEWER BENEFIT AREAS
SEWER CONNECTION
WATER - RECYCLED WATER
SEWER REPLACEMENT
WATER CONNECTION
WATER REPLACEMENT
REDEVELOPMENT BONDS
GAS TAX
36.848.751
3,152,900
0
2,454.658
4.086.098
2.249.303
2,171,162
1.018.022
9,008,085
15.733
312
321,751
1.469
12.819
925.854
7.61 1,285
2.236
2.792.623
7,628.041
1,895.070
9,527,103
16,340
5,928.851
4.978.948
2.146.786
5,646,988
3,801,469
13,196,949
128
17,976,385
28,000,000
2.737.200
9,507.549
609,698
1.304.776
3,428,777
528.872
0
3,857.001
0
0
0
0
0
0
0
1,667,550
0
2,777,411
1,437,613
5,174,752
0
8,900,000
7,561,269
7,812.494
3,644,457
320,000
1,605.000
19,000.000
0
2,737,200
0
10,250.000
2.626.000
2,980,000
7,500,000
2,700,000
8,810,000
1,250,000
0
0
0
0
0
0
8,772.000
0
1,664,000
9,895,000
0
14,315.000
0
7,078,494
9,312,710
5,656,897
1,890,432
0
0
13,325,000
0
64,848,751
0
2,410.449
438.356
574.079
14.875
(231.978)
33
4,055.086
15.733
312
321,751
1,469
925.854
12,819
2,236
1,128,623
506.835
3.332.683
510.452
16.340
386,855
7,750,357
7.802.785
3,227,507
576,354
7,445,926
14,801,949
23,551,365
128
TOTAL
OTHER
149,203,987
447,469
109,874,418
0
111,112,533
350.000 97,469
147.965.872
201
CAPITAL IMPROVEMENT PROGRAM
CITY OF CARLSBAD
ANALYSIS OF AVAILABLE BALANCES
2002 TO BUILDOUT
BEGINNING TOTAL TOTAl
5,625,625
BALANCE
GENERAL CAPITAL CONST.
FUND
INFRASTRUCTURE MAINT a REPL
GOLF COURSE
6,543,151
PUBLIC FACILITIES FEE
O
ZONE 5,13,16 PARK FEE
9.888.939
732.782
PIL AREA 1 NW 263.080
PIL AREA 3 SW
PIL AREA 2 NE 956,221
PIL AREA 4 SE
1,421,790
TRAFFIC IMPACT FEE 4,225,480
211,414
TRANSNETILOCAL 1,769,733
TRANSNETIHIGHWAY
TRANSNETlSTP
335,312
TDA
321,751
STATE GRANTS
1,469
COUNN GRANTS
241,884
925,854
ASSESSMENT DISTRICTS 155.236
BTWZ POINS. LN-AVIARA PKWY
BTD#3 CANNON ROAD WEST
3,215.141
1.383.143
CFD #1
CFD #2
15,223,073
FEDERAL GRANTS
822,416
PLANNED LOCAL DRAINAGE
16.340
5.255.988
SEWER BENEFIT AREAS
SEWER CONNECTION
2.383.851
SEWER REPLACEMENT
22,558,037
WATER - RECYCLED WATER 2,902,056
7,903,635
WATER CONNECTION
WATER REPLACEMENT
5.223.818
12,250,464
REDEVELOPMENT BONDS
GAS TAX 506,365
304,128
REVENUE
59,000,000
0
45,490,587
2.737.200
2.331.574
4,371.000
7,228,654
2,828,243
16,002,314
1,806,608
17,746,000
905,000
0
70.000
0
0
9,911,694
0
3,909,480
35,566,379
2,510,267
5,821,600
12,799,857
12,900,000
34,235,529
16,812.494
19,101.893
1,920,000
9.991.935
0
39,369,687
~~
EXPENDITURES
2,719,925
2,737,200
694,400
52,969,177
2,626,000
4.060.000
8,170.000
4,250,000
16.172.708
2,250,000
19,500,000
1,240,000
0
229,065
70,000
0
153,000
12,620,000
50,279,000
4.164.000
0
5,821,600
17,669,000
7.533.494
53,556,058
16,913,344
16,879,785
4,245,702
7,440.450
304.000
16.224.687
~ ~~
2,905,700
ENDING
64,848.751
0
2,410,449
438.356
574,079
14,875
33
(231.978)
4,055,085
15.733
312
321,751
1,469
925.854
12,819
506.835
2.236
1.128.623
3,332.683
510,452
16.340
7,750,357
386.855
3,227.507
7,802.785
576,354
14,801.949
7,445,926
23,651,365
128
TOTAL
OTHER
114,241,217
238,323
393,364,104
27,996,000
359,639,449
28,136,854 97,469
147,965,872
202
IGLOSSARY OF CAPITAL PROJECT FUNDING SOURCES 1
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.
Bridge and Thorouqhfare 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. 1 (Mello-Roos) funds civic
projects, 1-5 interchanges, and road segments.
CFD #2 - The proposed City of Carlsbad Community Facilities District No. 2 will fund widening
and other improvements to Rancho Santa Fe Road.
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 Rancho Santa Fe Road North.
Gas Tax - Gas Tax funding for street projects are received under the Streets & Highways Code
of the State of California.
General Capital Const. (GCC) - General Capital Construction funds, created through fund
transfers from the City's General Fund., 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
Area 2 NE, PIL Area 3 SW, and PIL Area 4 SE.
development. PIL fees are segregated by quadrant to fund park projects: PIL Area 1 NW, PIL
Planned Local Drainage (PLD) - Drainage facilities necessitated by growth are paid from
developer Planned Local Drainage Fees.
Public Facilities Fees (PFF) - Public Facilities Fees are charged to developers to fund civic
facilities, park development, streets, traffic signals, and other facilities,
203
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 (TRNSNT/BIKE, /HW, /LOCAL, /STP)- Receipts of County Sales Taxes allocated by
the San Diego Regional Transportation Commission finance various bicycle, freeway
interchange, and local road improvement projects.
Water Connection WATER C0NN)- 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.
204
205
Operating Budget & Capital Improvement Program
FY 2002 - 2003
206
6215061 VEHICLE REPLACEMENT
207
208
OUT OF STATE TRAVEL REQUESTS 2002-2003
CITY OF CARLSBAO
n
I OF
ORG KEY DEP4RTMENT TRAVEL DESCRIPTION PEOPLE DESTINATION REQUEST
BUDGET
0013210 PLANNING APA National Conference
Permffi PIUS users confemme
2 Denver. CO
t Reno.NV
4,000
2,000
6.000 I 0013310 GEOGRAPHIC INFO. SYSTEMS URiSA Annual Meeting 1 Chrago, IL I 2.100
2,100
0013510 ECONOMICDEVELOPMENT ULI Real Estate School
ULI WOlkShOP
t Weltem Unned Stales
1 Varbus -TED
Economic Development. Ammn Vi) 2 Various . TBD
Facilny Site Virb vamw - out Of state
ULI Annual Conference 1 Vanou~ -TBD
2,600
1,000
1,500
10.000
1.000
16,100
I 0014062 GALLERY 1 New Yort, NY 1,700
1,700 I i 0014065 ARTS OFFICE Amensan for the An9 National CDnfencne 1 Porilmd. OR
0014070 LIBRARY American Llbrary Association Annual Conference 1 Tomnta. Canada
2.500 2,500
American Membrane Technology Assocktian Conference
t,650
1.650 0014570 SENIOR PROGRAMS National CouncU an Agmg Conference 1 Washlnqton D C.
1,900 1,900 0014510 PARKPLANNlNGg REC MGMT American SoClety Of Landscape AhhneCts 1 New Odeans, LA
1,200 1,200
AWWA Fall Conference 1 Reno, NV 2,000 I Charieston. SC
1 Reno,NV 1,500
ASCE 2002 Pipeliner Conference I Cleveland. OH 2.000
800
6,400
0015710 ENGINEERING
pmns PIUS UJMS CO~MC~
I 0016010 PUBLIC WORKS AOMlN APWA Conference 1 Kansas CW. MO 3.500 I 3.500 I
i
/TOTAL GENERAL FUND 165,560
3.000
5016310 WATER OPERATIONS
ACWA Spring Conference
Colorado RCerWalerUsen Assoclalbn 1 Las Vegar. NV
7,400
1.300
3.750 AWWA Fall Conference 3 Reno. NV
1,250
1,100
1 Lake Tahoe. NV
Pemb PIUS users conierence 1 Ren0,NV
5026310 RECYCLED WATER OPERATIONS Amensan Backflow Prevention Association 1 La5 Vsgar. NV
ltrn" UJsrConfsrenFB
1,100
1 Ft Lauderdale. FL
3,550
2,450
5116310 SANITATIONOPERATIONS Hams Utaity Billing Conference 1 Lar Vegas. NV 1,100
2 Laughlin. NV
2.800
1.700 Tri-State Waterisewer Seminar
6141610 RECORDSMANAGEMENT Annual ARMA Conference 1 New Orieans, LA
1 New York. NY
2,000
1,500
7.000
3.500 AilM Annual Conference
MER Conference 1 Chicago. IL
209
OUT OF STATE TRAML REQUESTS 2002-2003
Q1T OF CARISBA0
ORGKEY DEPARTMENT
li OF
TRAVEL DESCRIPTION
BUDGET
PEOPLE DESTINATION REQUEST
6401710 INFORMATIONTECHNOLOGY Tivoll DiaMr Recowry
Intemp
1 Colorado Spnngt. CO
1 La6 Vegas. NV
3.500
Permits PIUS u9am Conference
2.300
1 Reno.NV
Brainshare
1.100
IMsmeI Wodd 1 TBD
On-Line Leamlng Conference 1 T0D
1.500
5.400
2.500
Clas confarencs 1 Viaona. Canada
Pmjsct Leadenhip Conference I TBD 2,400
1.500
FlaNET Users Conference 1 Washington 0. C.
AllM Confemnce 1 NawYork. NY
2.200
2.MO
Library Conference
NEC Uoen Conference
1 T0D
2 TBD 4.500
1,000
Hams Usem Conference 1 T0D 2.000
32,100
2 SaiiLakeCQ, Utah
I
)TOTAL OTHER FUNDS I 45.850
21 0
ADpropriation: 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 Budqet: A budget in which planned expenditures do not exceed planned funds
available.
Beainninq/Endina Fund Balance: Unencumbered resources available in a fund from the
priorkurrent 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.
M: 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 lmorovement Proaram: A multi-year financial plan containing proposed construction of
physical assets such as park, street, sewerage, and recreation facilities. This program has
identified all projects which are the responsibility of the City between the present to buildout.
Capital Outlay: Equipment (fixed assets) with a value $1,000 or more and an estimated useful
life of more than one year, such as automobiles, and office furniture, which appear in the
Operating Budget.
Cost Allocation: A method used to charge General Fund overhead costs to other funds, such as
enterprise funds and internal service funds.
Debt Service: The payment of principal and interest on borrowed funds such as bonds.
Department: An organizational unit comprised of programs or divisions. Examples include the
Police Department. Library Department, and Human Resources Department.
Encumbrance: A legal obligation to pay funds, an expenditure of which has not yet occurred.
Enterprise Fund: A fund type established to account for the total costs of selected
governmental facilities and services which are operated similar to private enterprises. These
programs are entirely self-supported, and include the Water and Sanitation Departments.
Expenditure: The actual spending of funds set aside by appropriation for identified goods and
services.
- Fee: A general term used for any charge levied by government for providing a service or
permitting an activity.
year is July 1 to June 30.
Fiscal Year: A twelve-month period of time designated as the budget year. Carlsbad's fiscal
21 I
Fund: A set of inter-related accounts to record revenues and expenditures associated with a
specific purpose.
Fund Balance: The amount of financial resources available for use.
General Fund: The primary fund used by the City for which revenues and expenditures are not
legally restricted for use. Examples of departments operating within the General Fund include
Fire, Library, and the City Manager's Office.
Grant: Contributions of cash or other assets from another governmental agency to be used or
expended for a specified purpose, activity or facility.
Growth Manaqement Plan: A comprehensive approach to land use planning insuring controlled
and managed growth within the City, while providing designated public facilities.
Growth Manasement Standards: Standards for acceptable service levels which have been
established for eleven public facility categories.
lnterfund Transfers: Payments from one fund to another fund, primarily for work or services
provided.
Internal Service Fund: A fund which provides services to all City departments, and bills the
various other funds for services rendered. Examples of Internal Service Funds include Fleet
Maintenance, Information Systems, and Workers' Compensation Insurance.
supplies and services which are normally used within the fiscal year.
Maintenance and Operation: A general category used for classifying expenditures for materials,
Ooeratinq Budqet: The annual appropriation of funds for on-going program costs, which include
salaries, benefits, maintenance, operation, and capital outlay items.
Ooeratins 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.
212
213